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Palm Beach State College is closed Monday, Nov. 11, 2019 for Veterans Day.

Panther Strong 2023: Strategic Plan

 

OUTCOME SCORECARDS ACHIEVING THE DREAM STRATEGY TEAMS INTEGRATED PLANNING TIMELINE RESOURCES IRE HOME

 

INSPIRING HOPE, ADVANCING SKILLS, TRANSFORMING LIVES

 

VISION

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.

 

MISSION

PBSC provides student-centered learning experiences that transform lives and strengthen our community.

VALUES

TRANSFORMATIONAL

We provide pathways and opportunities that positively and profoundly change the lives of our constituents.

CONSCIENTIOUS

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

OPTIMISTIC

We inspire hope and encouragement in our constituents for the achievement of their goals and in the pursuit of lifelong learning.

OUTCOMES 2023


OUTCOMES 2023 

ENGAGE EXPAND EXCEL
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

 

Tactics


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, Business Services, 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.


 

 

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