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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%