Approved by the Board of Trustees on 04/21/2020
Goal 1: Classroom
Fully empower NWFSC students through quality instruction, faculty connection, and supportive learning communities to maximize their individual potential.
Strategic Plan 2020 - Goal 1
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%-point increase
- Weight – 40%
Strategies
- Fully implement the Center for Innovative Teaching & Learning to increase the number of online Quality designators in online courses.
- Increase student transparency of online courses with Quality designators.
- Use course feedback more robustly.
Annual Targets
- 30%-point increase
- Weight – 20%
Strategies
- Conduct annual student surveys and focus groups to determine where we can better meet their needs for timely completion.
- Increase enrollment of students who use acceleration mechanisms such as internships, apprenticeships, prior learning credit, and industry certifications that lead to college credit
- Increase percentage of 8-week courses
Annual Targets
- 2%-point increase
- Weight – 40%
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 2020 - 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
- Weight — 100%
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
- Baseline Year
Strategies
- Fully utilize all staff and professional development (SPD) funding annually through aggressive internal marketing of the program.
- Conduct annual employee surveys and focus groups to determine where we can better meet their needs for employee retention
- Require professional development for all employees and assess on annual evaluations.
Annual Targets
- Baseline Year
Goal 3: Community
Effectively engage with the community through initiatives focused on community, workforce, and economic development.
Strategic Plan 2020 - Goal 3
Strategies
- Conduct annual surveys and focus groups with the top service area employers to determine where we can better meet their needs.
- Conduct routine meetings with school district administrators to collect feedback related to dual enrollment programs and how to meet dual students’ needs.
- Increase the number of employees and students actively involved in community, economic, and civic engagement activities.
Annual Targets
- Baseline Year
Strategies
- Increase the number of industry certifications earned by students.
- Expand the in-field job placement of students with industry certifications.
- Expand the number of graduates receiving in-field employment within one year.
Annual Targets
- Baseline Year
Strategies
- Expand monetary support for the College and its programming.
- Expand the Foundation support (excluding bequests) to the College and its programming.
- Expand paid work opportunities for students.
Annual Targets
- 3%-point increase
- Weight – 100%