Approved by the Board of Trustees on 04/21/2020
(updated 9/21/2021)
Goal 1: Classroom
Fully empower NWFSC students through quality instruction, faculty connection, and supportive learning communities to maximize their individual potential.
Strategic Plan 2021-2022 - Goal 1
Strategies
- Reduce the proportion of students in non-paid status by drop for non-payment date.
- Fully utilize federal and state relief funds to support economically disadvantaged students.
- Expand efforts to recruit students for selective admissions programs and off-campus instructional sites.
Annual Targets
- 2% increase
- Weight – 30%
Strategies
- Expand the number of short-term certificates and credentials earned by Associate in Arts students.
- Fully implement the Last Mile Scholarship Program for near completers.
- Continue to pursue legislative action to improve the funding formula for dual credit students.
Annual Targets
- 2% increase
- Weight – 40%
Strategies
- Improve registration and financial aid processes through automation of Banner.
- Increase internships, apprenticeships, and industry certifications that lead to college credit.
- Increase the percentage of students enrolled in accelerated terms (12-week and 8-week).
Annual Targets
- 2% increase
- Weight – 30%
Goal 2: Campus
Thoroughly enhance NWFSC employee experiences through talent management practices that focus on recruitment, retention, professional development, and recognition to optimize our greatest asset.
Strategic Plan 2021-2022 - Goal 2
Strategies
- Expand diversity & inclusion training with a focus on creating an organizational culture of inclusiveness.
- Conduct routine focus groups to assess the employee retention needs of a diverse faculty & staff.
- Convene a team of diverse faculty to revise the current student learning outcomes.
Annual Targets
- 1% increase
- Weight – 30%
Strategies
- Develop incentives for active participation in on-campus events.
- Increase the number of faculty-led student and professional organizations.
- Expand the number of faculty trained in best-practices of institutional effectiveness.
Annual Targets
- 5% increase
- Weight – 30%
Strategies
- Fully utilize all staff and professional development (SPD) funding annually through proactive internal marketing of the program.
- Campus Safety and Security will provide regular emergency training, i.e. active shooter, hostage, and severe weather preparedness.
- Require professional development for all employees and assess on annual evaluations.
Annual Targets
- 5% increase
- Weight – 40%
Goal 3: Community
Effectively engage with the community through initiatives focused on community, workforce, and economic development.
Strategic Plan 2021-2022 - Goal 3
Strategies
- Incorporate best practices into program and curriculum design to ensure labor market responsiveness.
- Work with industry partners and government agencies/entities to align programs with regional workforce needs.
- Increase on-campus recruitment opportunities for local business and industry.
Annual Targets
- 5% increase
- Weight – 20%
Strategies
- Expand monetary support for the College and its programming.
- Expand the Foundation support (excluding bequests) to the College and its programming.
- Increase engagement of college personnel in resource development.
Annual Targets
- 5% increase
- Weight – 40%
Strategies
- Increase the number of industry certifications earned by students.
- Increase the number of certificates awarded by the Workforce Development Department.
- Increase the number of business and community partners engaged with the College’s apprenticeships, internships, and advisory boards.
Annual Targets
- 5% increase
- Weight – 40%