FSCJ Strategic Plan: OFFICE OF INS T I T U T ION A L EFFEC T I V ENE S S A ND ACCREDI TAT ION FLORIDA S TAT E COLLEGE AT J ACK SON V ILLE

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1 FSCJ Strategic Plan: OFFICE OF INS T I T U T ION A L EFFEC T I V ENE S S A ND ACCREDI TAT ION FLORIDA S TAT E COLLEGE AT J ACK SON V ILLE STRATEGIC GOAL: INCREASE THE SUCCESS OF FSCJ STUDENTS Impact Community Provide a Student- Centered Education Increase Institutional Capacity Student Success Key Performance Indicators Description KPI 1: Retention Increase fall-to-spring retention to 70.5% and fall-to-fall retention to 51.9% KPI 2: Completion KPI 3: Job Placement or Continuing Education Increase the annual number of certificates and degrees awarded (WC, TC, AS, AA and Bachelor s) to 8,559 Increase the percent of students who are found employed or continuing their education in the year after graduation to 95.2% 1

2 STRATEGIC PRIORITY 1: PROVIDE A STUDENT-CENTERED EDUCATION Objective 1.1. Position students to have a smart start to their academic experience 1.2 Increase access opportunities for student enrollment, persistence and completion into programs that meet the educational needs of Duval and Nassau counties 1.3 Implement high-impact practices that enhance student learning and support quality, rigorous and relevant educational programs Select Strategies Develop Smart Start operation that allows students to complete enrollment/registration processes while assisting students in completion of Academic Degree Plan/Early Degree Plan Develop and deliver new model of orientation across all degree types Integrate financial literacy into onboarding Develop program models that provide stackable credentials providing multiple occupational pathways Develop exploratory tracks for all meta-majors; begin developing guided pathways Embed service learning, civic engagement and leadership opportunities in programs of study Develop Faculty Academy curriculum to support active learning, student development theory, faculty research of innovative teaching strategies Identify platform for key, institution-wide academic co-curricular events Associated KPI 1, 2 1, 2 1, 2 2

3 STRATEGIC PRIORITY 2: IMPACT COMMUNITY Objective 2.1. Bridge educational attainment and workforce needs of our community and business partners 2.2. Establish new and strengthen existing partnerships with local business, industry and community organizations Select Strategies Review and align program offerings to reflect Duval and Nassau counties labor market data Develop student-learning experiences to meet needs of local employers in areas such as soft skills, technical skills and digital literacy Develop, promote and track relationships with community organizations, businesses and industry, offering multiple opportunities for, and varying levels of, engagement Leverage collective impact of work with community organizations Associated KPI 1, 2, 3 1, 3 3

4 STRATEGIC PRIORITY 3: INCREASE INSTITUTIONAL CAPACITY Objective 3.1. Integrate Achieving the Dream proven principles of student success into institutional decision making 3.2. Engage in planning, resource development and continuous improvement that will advance the College s mission Select Strategies Develop FSCJ s student lifecycle map to review policies and practices that impact student success Strengthen use of data using Achieving the Dream action plan Institute program review process to improve effectiveness of programs and their impact on student learning and student outcomes Align software and technology needs and use throughout the College and ensure optimal instructional technologies to promote student success Associated KPI 1, 2 1, 2, 3 4

5 KPI DASHBOARD Data Definitions Retention Percent of the credential-seeking students enrolled in the fall term who re-enrolled the following fall term (unduplicated). Completion Count of the students who earned Workforce Certificates (WC), Technical Certificates (TC), Associate in Science (AS), Associate in Arts (AA) and bachelor s (duplicated). Job Placement or Transfer Percent of graduates who were found employed or continuing their education in the year following graduation. 5

6 APPENDIX In the FSCJ Strategic Plan Appendix, the College shares the following supplemental information: 1) Retention and completion data disaggregated by race/ethnicity, gender, Pell status, disability status, full- or part-time status and award level, where available; 2) Florida College System averages on retention, completion and job placement/transfer; and 3) FSCJ student performance on certification exams. Disaggregated, the KPIs allow FSCJ to identify which student groups are less successful than others and make decisions about where to focus time and resources. Providing state averages on KPIs as well as certification exam results allows the College to benchmark its progress on comparative institutions statewide and nationally. In support of Achieving the Dream (ATD) efforts, the College will use these and other data and information to monitor progress in improving student success, to set goals, but also to make appropriate, external comparisons to other ATD colleges through benchmarking. The College will report updates to these figures on an annual basis. 6

7 FSCJ ACHIEVEMENT DATA RETENTION DISAGGREGATED 7

8 FSCJ ACHIEVEMENT DATA COMPLETION DISAGGREGATED 8

9 FSCJ ACHIEVEMENT DATA COMPLETION DISAGGREGATED, continued 9

10 FLORIDA COLLEGE SYSTEM BENCHMARKING MEASURES Data source: FCS Performance-Based Funding Model Data, Division of Florida Colleges, Florida Department of Education Note: PY=Prior Year, CY=Current Year Retention: This measure captures the outcomes of a cohort of students who enroll in two consecutive fall terms. For this measure there is one cohort. A student must be enrolled in two, sequential fall terms in order to be counted as being retained for the purposes of this measure. Completion: This measure captures the outcomes of a cohort of students who graduate within a defined period of time. For this measure there are two different cohorts lower division cohort and upper division cohort. To be included in the lower division cohort, the student must be reported as enrolled in the beginning of the fall term. To be included in the upper division cohort the student is required to have a Bachelor program student record. Colleges publish a new catalog for each year. The catalog describes the programs offered by the college and the clock or credit hours needed to successfully complete the program. Since full time is assumed to be 30 credit hours per year, 100% of catalog time to completion for an AA degree would be two years; 150% would be three years; 200% would be four years. Job Placement or Transfer: This measure captures the outcomes of a cohort of graduates in the year after graduating. There are two post-college outcomes that this measure recognizes for graduates. The first outcome identifies if the graduate is working whereas the second outcome identifies if the graduate is enrolled in continuing education. 10

11 CERTIFICATION EXAM RESULTS Note: Examination results were provided by program managers and reflect 2016 data. 11