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Visionary Impact Plan 2.0
FSCJ Visionary Impact Plan 2.0 2021-24
Approved by the Board of Trustees, November 9, 2021
Strategic Priorities, Goals and Strategies
With a commitment to equity in all areas of the institution, FSCJ will strategically prioritize the following:
Expand access to and support persistence in postsecondary education serving all student populations
Goals:
- Ensure Clear Academic and Admissions Pathways
- Develop Strategic Enrollment Management Plan
- Increase College-going Rates
- Increase Enrollment from Adult Populations
Enhance and deliver an exceptional student and employee experience to create a sense of belongingness
Goals:
- Increase Equity in Employee Recruitment and Persistence
- Increase Student Engagement in Co- and Extra-Curricular Activities
- Increase Employee Engagement in Diversity, Equity, Inclusivity and Belongingness (DEIB) Activities
Increase student achievement and success to strengthen opportunities for economic mobility for all students
Goals:
- Increase Equity-Minded Professional Learning Opportunities and Engagement
- Improve Equitable Course and Program Outcomes
- Scale Best Practices Course- and Discipline-wide
Invest in the employee experience and Collegewide operations to promote continuous quality improvement
Goals:
- Redesign Employee Recognition Program
- Invest in Internal Talent
- Develop a Culture of Operational Excellence
- Continuous Review of Core Processes for Quality Improvement
Proactively engage community and business partners to continually align industry needs and academic programming
Goals:
- Embed Educational Opportunities in Underrepresented Communities
- Expand Wrap-Around Support Services
- Increase Experiential Learning Opportunities
View Abbreviated Visionary Impact Plan 2.0 PDF
View Complete Visionary Impact Plan 2.0 PDF
Key Performance Indicators
| Reporting Year | Projections | Goal[1] | ||||
| 2018 – 19 | 2019 – 20 | 2020 – 21 | 2021-22 | 2022-23 | 2023-24 | |
Total | 44,633 | 43,789 | 38,137 | 38,684 | 40,951 | 36,352 | 40,471 |
[1] Each goal is the higher of the last projection or 2% per year from the last known value for the metric.
| Reporting Year | Projections | Goal | ||||
| 2018 – 19 | 2019 – 20 | 2020 – 21 | 2021-22 | 2022-23 | 2023-24 | |
Funded FTE | 16,907.9 | 17,156.5 | 15,457.2 | 14,547.9 | 13,706.8 | 12,838.7 | 16,403.3 |
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| Projections | Goal | ||
| Fall 2018 to Spring 2019 | Fall 2019 to Spring 2020 | Fall 2020 to Spring 2021 | Fall 2021 to Spring 2022 | Fall 2022 to Spring 2023 | Fall 2023 to Spring 2024 | |
Total | 71% | 74% | 71% | 73% | 73% | 74% | 75% |
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| Projections | Goal | ||
| Fall 2017 to Fall 2018 | Fall 2018 to Fall 2019 | Fall 2019 to Fall 2020 | Fall 2020 to Fall 2021 | Fall 2021 to Fall 2022 | Fall 2022 to Fall 2023 | |
Total | 50% | 55% | 54% | 54% | 55% | 55% | 57% |
| IPEDS Year | Projections | Goal | ||||
| 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | |
Total | 38% | 37% | 40% | 39% | 40% | 42% | 42% |
| Fall Cohort | Projections for Fall Cohort | Goal | ||||
150% Time | 2016 | 2017 | 2018 | 2019 | 2020 | 2021 | |
Total | 35% | 33% | 28% | 27% | 27% | 26% | 30% |
| Fall Cohort | Projections for Fall Cohort | Goal | ||||
| 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | |
Gateway Mathematics | 36% | 37% | 40% | 37% | 36% | 35% | 42% |
Gateway English | 47% | 45% | 44% | 42% | 43% | 40% | 47% |
| Fall Cohort | Projections for Fall Cohort | Goal | ||||
| 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | |
Total | 73% | 76% | 78% | 78% | 78% | 79% | 83% |
| High School Graduating Cohort Year |
| Goal | ||||
District | 2017-18 | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | |
DCPS | 12% | 17% | 15% | 14% | 13% | 13% | 16% |
NCSD | 17% | 17% | 16% | 16% | 22% | 18% | 18% |