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Panther Strong 2023: Strategic Plan





Strengthen internal and external relationships through engaging and high-quality experiences.


Ensure growth by attracting and retaining students through effective alignment of programs, services, and resources for a changing marketplace.


We will amplify our impact on the community, leading with talented people, innovative practices, diversity, and performance excellence.






Palm Beach State College provides accessible, student-centered teaching and learning experiences in academic, technical and lifelong learning to transform lives and strengthen our community.


Palm Beach State College is nationally recognized as an innovative academic leader advancing student success through its unparalleled commitment to excellence, engagement, and dynamic partnerships.




We serve the College community and global society as we aspire to do what is right, ethical, and fair.


We value all persons and backgrounds, and cultivate an inclusive community that nurtures diverse, equitable and civil perspectives.


We inspire hope and encourage our constituents to achieve their goals and pursue lifelong learning.


We positively and profoundly change the lives of our constituents by adopting programs and services that meet their needs.


Student Experience Statement


Palm Beach State College is a welcoming and empowering learning environment where personalized service matters and communities thrive to support student success.

We inspire hope, foster intellectual curiosity, and advance learning and skills through innovative programs that accelerate upward mobility and transform lives.

The Palm Beach State College student experience is one of inclusion, well-being, connection, and a sense of belonging for all.

Outcomes 2023


90% Key Stakeholder Engagement 15%  Retention Rate Increase(for part-time students 20% Completion Rate Increase
Top 10% National Engagement Benchmarks 15% FTE Growth 25% AA Students Attain Micro-Credentials
Honor Roll "Great Colleges to Work For" 80% Top-of-mind Awareness Equitable Graduation Rates
Effective Space Design UX Technology Amplify Instructional Excellence


Strategies and Tactics

Action items that are established yearly to assist in strategy execution.

FY 21 Tactics - Year 3

  • Implement multi-tiered cultural competency training program.
  • Build an Equity Scorecard providing insights that lead to improve retention and student success.

FY 21 Tactics - Year 3

  • Focus on implementing Innovative Learning spaces with an emphasis on Lecture Capture capabilities.
  • Focus on creating virtual lab spaces to effectively deliver traditional hands-on learning in the online environment.

FY 21 Tactics - Year 3

  • Implement Customer Relationship Marketing Software/Technology to track community contacts by College Faculty and Staff.
  • Conduct marketing campaigns to strengthen the brand of the College and increase student retention.

FY 21 Tactics - Year 3

  • Finalize revisions for the academic program review process, cycle, and measures to improve program quality, align programs to College and Community needs, and inform the program prioritization process.

FY 21 Tactics - Year 3

  • Close the disparities in graduation rates for men of color.
  • Increase student engagement during the first year to positively impact persistence and retention.

FY 21 Tactics - Year 3

  • The College will utilize its enhanced ERP system to provide program outcome data enabling better program net revenue reviews to consider in its future course offerings.
  • Grow the College's multi-year energy conservation sustainability initiative by expanding external partners.

FY 21 Tactics - Year 3

  • Fully implement career pathway maps with connections to the Academic and Career Communities aligned with the Loss Momentum Framework.
  • Utilize data provided by IRE for available "on path" and "of path" triggers to determine preliminary interventions and identify appropriate tools for enhanced data collection and student success in relation to the appropriate phase of the Loss Momentum Framework. 
  • Develop a credentialing infrastructure and provide opportunities for Palm Beach State College's AA students and/or employees to complete and earn skills building micro-credentials.

FY 21 Tactics - Year 3

  • Grow Talent as measured by Total Score from Greatest College to Work for Survey.  Increase total survey score by 3 percentage points from 63% to 66%.
  • Expand robust teaching and development programs for faculty and staff with an emphasis on providing workforce training and best practices for teaching in a remote environment.

FY 21 Tactics - Year 3

  • Compose an institutional team skilled in the use of the 4DX methodology to training and implement a change management process that will be developed and applied across the entire strategy council with subsequent scaling to the entire College.
  • Implement a data literacy initiative starting this 2020-2021 academic year aiming to encompass the topics Why Data, Being Data Informed, Use of Data, Data Analytics, and Business Intelligence.  The initiative will commence via the adoption of a virtual data literacy curriculum through collaboration with the Data Literacy Project.

Annual Plan FY21

Action items that are established yearly to assist in strategy execution.

FY 20 Tactics - Year 2

  • Build an Equity Scorecard providing insights that lead to improved retention and student success.
  • Establish Cultural Competency Training Program.
  • Establish methods (small focus groups, conduct anonymous surveys, or participate in existing department climate surveys) to gather the diverse perspectives from our internal experts on how to improve student retention and college culture. 

FY 20 Tactics - Year 2

  • Assess 20% of all Classroom, Lecture, Studio, Labs and Open spaces.
  • Implement 2% of the identified space transformations will have been completed including Experimental Spaces.
  • Establish prototype virtual learning environments on each campus. Measure the frequency of contact and the retention of the students.
  • Assess all environments (physical, group, and collaborative) for impact on learning, engagement, and retention.

FY 20 Tactics - Year 2

  • Implement CRM Software/Technology to track community contacts by college faculty and staff.
  • Benchmark and evaluate program connections with Business Advisory Council.
  • Develop marketing campaigns strengthening brand equity and retention at the College.
    • Campaign 1: Focus on the attributes of program quality and instruction excellence.
    • Campaign 2: Develop a political leadership and C-suite short video campaign where leaders encourage students to stay in school based upon their experiences and who they would like to hire.
  • Increase the number stakeholders who tour the College campuses and foster a positive experience.

FY 20 Tactics - Year 2

  • Review existing process and criteria for new program proposals. 
  • Develop proposals for academic program review and prioritization processes. Include financial, student engagement, and other metrics.
  • Research existing review processes and best practices for non-academic units: Educational Support Areas, Finance & Administration, Community and Public Service Areas, and Administrative Units.
  • Align continuous improvement (PDCA, etc.) methods with the academic program and service review process.

FY 20 Tactics - Year 2

  • Host Retention Summit on each of the campuses and improve the retention rate of part-time students by 3%.
  • Close the disparities in graduation rates between Black and Hispanic (male and female) students to more equitable levels.
  • Implement Workday Student communications across the student journey converting prospects to applicants to graduates.
  • Strengthen relationships with the Palm Beach County School District (PBCSD) to maximize the partnership, collaboratively use data, and more effectively reach and engage parents and prospective students. 

FY 20 Tactics - Year 2

  • Maximize facility rental and classroom usage through a single set of administrative procedures and a comprehensive software scheduling tool.
  • Analyze non-salary college expenditures to identify savings opportunities.
  • Analyze utilities usage and expenditures to identify savings opportunities and to seek renewable and/or sustainable energy solutions.
  • Establish a cost model and financial analysis for program prioritization and classes and utilize a framework measuring impact on all College Goals, Strategies, and Tactics.

FY 20 Tactics - Year 2

  • Identify “on path” and “off path” triggers, by subpopulation, to allow for the implementation of early alert for retention strategies at key points indicated by Guided Pathways practices.
  • Identify institutional structures, policies, practices, and procedures that create unintended barriers to student success, especially those that impact first-generation, low-income and other vulnerable populations. 
  • Provide PBSC students with clear academic maps with specific career pathways that address student end goal of pursuing further education or securing credentials for employment and collaborate with School District personnel to promote college readiness. 
  • Redesign New Student Orientation to create a consistent, college-wide, informative and engaging experience for students. 

FY 20 Tactics - Year 2

  • Expand robust professional development excellence programs for staff and administration.
  • Expand robust teaching and learning excellence programs for faculty.
  • Design impactful engagement programs through targeted development training.

FY 20 Tactics - Year 2

  • Invest in, and cultivate a culture of continuous improvement by embracing 4DX and other quality methods.
  • Improve data literacy by offerings courses to become more data informed and insightful.
  • Create a change management process that will be developed and implemented across the entire College.
  • Support IT in the development of a full data warehouse infrastructure to support the data decision-making activities of the College.

Strategy Map Year 2

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