Panther Strong 2023: Strategic Plan
| OUTCOME SCORECARDS | ACHIEVING THE DREAM | STRATEGY TEAMS | INTEGRATED PLANNING TIMELINE | LOSS MOMENTUM PROJECT | RESOURCES | IRE HOME |
Goals
Strengthen internal and external relationships through engaging and high-quality experiences.
Strategies:
Retention & Engagement
Ensure growth by attracting and retaining students through effective alignment of
programs, services, and resources for a changing marketplace.
Strategies:
Academic Innovation
We will amplify our impact on the community, leading with talented people, innovative
practices, diversity, and performance excellence.
Strategies:
Organizational Vitality & Professional Learning
Inspiring Hope, Advancing Skills, Transforming Lives
Mission
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.
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.
Values
Conscientious
We serve the College community and global society as we aspire to do what is right, ethical, and fair.
Belonging
We value all persons and backgrounds, and cultivate an inclusive community that nurtures diverse, equitable and civil perspectives.
Perseverance
We inspire hope and encourage our constituents to achieve their goals and pursue lifelong learning.
Transformational
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.
PBSC's Equity Statement
Palm Beach State College prides itself as an exemplary learning institution committed to nurturing a community of belonging, free from the negative effects of bias, where students and employees are encouraged and empowered to celebrate our differences to continuously improve our culture of inclusion, where all are welcomed and valued.
We at Palm Beach State will embrace the cultural differences in our students' learning styles in our pursuit of achieving parity in student success outcomes. We are committed to offering high-quality education, removing barriers that impede student success and replacing them with intentional opportunities to learn in a rich and culturally responsive academic environment, with the goal of offering equitable access and outcomes.
To serve our student body effectively, we will continue to employ methods to attract and retain a diverse workforce reflective of our student population, especially in terms of faculty and organizational leadership.
Palm Beach State College recognizes that inclusion must be a core component of the institution's structure, operations, and functions if we are to succeed. Equally important is a continuous review of internal practices and policies ensuring alignment with our efforts towards conscious, inclusive excellence. Through these actions, we provide a space that will allow all employees to thrive in the workplace, empower students to serve their community, realize their goals, and become change agents toward a more equitable world.
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 |
Strategies and Tactics
Action items that are established yearly to assist in strategy execution.
FY 23 Tactics - Year 5
- Focus on Success Rates in Gateway Courses.
- Focus energies on moving students with 30+ credits to successful completion.
- Improving the Student Experience.
- Support Academic Communities to execute Panther PACE (QEP) events.
- Stabilize "Reenrollment: Implement Intervention Strategies.
- Fully implement the Pathways Project.
- Increase Black and Hispanic Male Completion.
FY 23 Tactics - Year 5
- Increase the Engagement between Administration, Faculty, and Staff.
- Strengthen the Professional Learning of the Faculty and Staff.
- Offer Year 1 Workshops in Student Development Theory.
- Establish Employee Resource Groups.
- Finish the Launch of Competency Training.
FY 23 Tactics - Year 5
- Advance Course Quality.
- Increase the Adoption and Use of Existing and Emerging Technologies.
- Commit to Digital Equity.
FY 22 Tactics - Year 4
- Sponsor an Equity Development Day.
- Launch Introductory Cultural Competency Building Blocks Training Program.
- Commitment to employee well-being.
FY 22 Tactics - Year 4
- Establish course design and implementation standards for each delivery modality.
- Implement Canvas for every course.
- The emerging technologies tactic will vet new hardware and software for use in virtual and physical environments.
FY 22 Tactics - Year 4
- Generate programs to reach lifecare communities and adult learners through PBSC theatres.
- Connect to the local high schools through our athletic department; hosting clinics, tournaments, etc.
- Conduct external communications to connect to the community on a regular basis.
FY 22 Tactics - Year 4
- Implement Academic Program and Non-Instructional Program Prioritization.
- Integrate prioritization with Program Review to gain financial efficiencies and effectiveness.
FY 22 Tactics - Year 4
- Improve the first and second year experience.
- Increase graduation rates for men of color.
FY 22 Tactics - Year 4
- Finalize academic community support.
- Refine measurement plan with baseline data for QEP outcomes.
FY 22 Tactics - Year 4
- Implement actions supporting the Florida Pathways Institute.
- Study the viability of shortened academic terms (Expand 7-week offerings).
- Fully implement the Pathways Advising and Case Management System.
FY 22 Tactics - Year 4
- Grow Talent as measured by Total Score from Greatest College to Work for Survey. Increase total Survey score by 3 PPT from 63% to 66%.
FY 22 Tactics - Year 4
- Continue to implement Data Literacy efforts under the SEED Program.
- Implement the Student Technology Experience (UX).
- Continue implementation of the Loss Momentum Project.
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.
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.
