Michael Coleman Ahmed

The board discussed several strategic areas including enrollment growth, institutional excellence, student success, community engagement, and service. Key highlights included the establishment of an early learning center at the urban resource center through a partnership with Junior Achievement, updates on the Cecil training institute project to expand skilled trades programs, and the adoption of artificial intelligence guidelines within the college. The board reviewed and approved various administrative, financial, and academic action items, including budget amendments, new academic programs, and updates to board rules regarding the investment of surplus funds.

This document outlines the operating calendar for 2026-2027, detailing key dates and official holidays for the college community. It specifies holidays observed according to the District Board of Trustees' Rule.

The regular meeting agenda included an index of items, public comments section, and the report of the College President. Key discussion points covered FSCJ's Spirit Week culminating in Manta Madness, the recognition of student-athlete Mei Chiang's accomplishments, and Jacksonville hosting the State Basketball Championships for the next three years. The President also detailed legislative priorities following the Fly-In, including appropriation requests for the Cecil Training Institute and Career Connection Center, and updates on enrollment growth and institutional recognition, such as being named eligible for the 2027 Aspen Prize and receiving the Collegiate Purple Star Campus Designation. The meeting proceeded with the approval of the Consent Agenda, which included annual contract extensions for roof repair, property insurance negotiation authorization, and acceptance of Certificates of Final Inspection for several elevator modernization and facility replacement projects. Action Items involved approving budget amendments for the Operating Budget (to cover State Group Insurance costs) and the Capital Outlay Budget (for signage and the Burn Building project), as well as revisions to Board Rules concerning Finance and the approval of several Fees and Charges.

This document outlines a strategic vision for FSCJ, focusing on key performance indicators (KPIs) to guide its future development. The plan establishes specific quantitative goals for areas such as annual unduplicated headcount, funded FTE enrollment, student persistence (fall to spring and fall to fall), completion rates for gateway courses, and various graduation rates (IPEDS, 150% time, 200% time), as well as high school yield. These goals are set for the period of 2025-2028, aiming to transform the institution's performance across critical metrics.

This strategic vision, titled "Transforming Tomorrow," outlines FSCJ's direction for 2025-2028, developed through comprehensive stakeholder engagement. It focuses on five strategic priorities: Enrollment, aiming to increase access and participation in postsecondary education; Service, dedicated to elevating student and employee experience through a supportive environment; Success, focused on increasing student achievement and economic mobility; Excellence, enhancing college operations and aiming for Aspen Top 10 institution status; and Community, positioning FSCJ as a public good by strengthening partnerships with business and industry to align educational programs with workforce needs.