Mission
Southwest Texas College enriches lives and advances growth through the education of our diverse communities.
Beliefs and Ways of Being
- We aspire to achieve excellence by purposefully:
- committing to success
- inspiring trust, transparency, professionalism and accountability
- engaging all with empathy and care
- We embrace inclusivity by:
- valuing every individual as unique and whole
- fostering a culture of acceptance
- respecting diversity of thought
- We champion opportunities for:
- life-long learning
- professional, personal, and community growth
- institutional innovation
Strategic Plan 2025-2030
Southwest Texas College's strategic plan sets forth the process used to advance its mission. At its highest level are three broad goals; namely, Start/Enroll, Persist/Succeed, Complete/Ascend, Develop/Innovate.
Strategic Objectives cover a fixed time span (ordinarily 5 years) and target improvements in specific areas of the broader goals.
All college planning activities are tied directly to one or more of these objectives and therefore contribute to the advancement of the college’s mission.
Goal 1 - Start/Enroll: Foster inclusivity and engagement for students and stakeholders
Objective 1.1: Increase student enrollment by 500 students by 2030
Goal 1 - Start/Enroll
| Baseline | Target | |
|---|---|---|
| Increase # of students with no dual credit who come to SWTX after HS graduation | 1,838 | 2,114 |
| Increase # of students with dual credit hours who came to SWTX after HS graduation | 1,371 | 1,577 |
| Increase # of AEL students who transition from AEL/GED/ESL program to SWTX | 123 | 141 |
| Increase student enrollment by 500 students by 2030 | 3,332 | 3,832 |
| Increase # of students enrolled in High Demand Fields Program | 1,404 | 1,500 |
| Increase # of students enrolled in Fields of Study | 388 | 450 |
Objective 1.2: Enhance students' sense of connection to SWTX as demonstrated by pride, ownership, culture, identity, inclusivity, and engagement
Goal 1 - Start/Enroll
| Baseline | Target | |
|---|---|---|
| Increase participation in student events | 180 30 |
200 11% 35 16% |
| Increase graduation survey scores on pride, inclusivity, and belonging | ||
| Increase student-led initiatives and clubs | 27 | 30 |
Goal 2 - Persist/Succeed: Champion opportunities for student success
Objective 2.1: Increase the number and percentage of pre-collegiate students achieving 15 credits that meet requirements for a certificate or degree
Goal 2 - Persist/Success
| Baseline | Target | |
|---|---|---|
| Dual Credit | 452 14.23% | 497 10% increase |
| Early College High School, Early College High School Academy, and P-Tech | 143 23.59% | 158 10.5% increase |
Objective 2.2 - Increase the number and percentage of students achieving 15 credits and transferring to a Texas university
Goal 2 - Persist/Succeed
| 15 SCH & Transfer Dual Credit Only |
15 SCH & Transfer Postsecondary Students |
||||
| Texas University | TU Target | Texas University | TU Target | ||
| Dual Credit | 213/474 45% |
245 15% increase |
Total | 624/2681 23% |
718 15% increase |
| Previous Dual Credit |
402/1237 33% |
463 15% increase |
|||
| Not Dual Credit |
222/1444 15% |
256 15% increase |
|||
Objective 2.3 - Increase the persistence rate
Goal 2 - Persist/Succeed
| Baseline Fall-Spring | Target Fall-Spring | Baseline Fall-Fall | Target Fall-Fall | |
|---|---|---|---|---|
| Academic Students | 746/1074 69% | 821 10% increase | 557/1074 52% | 611 10% increase |
| Technical Students | 331/396 84% | 364 10% increase | 66/124 53% | 73 10% increase |
| High Demand Fields Students | 88/98 90% | 96 10% increase | 20/38 53% | 22 10% increase |
| Non-High Demand Fields Students | 243/298 82% | 267 10% increase | 46/86 54% | 51 10% increase |
Goal 3 - Complete/Ascend: Increase personal, professional, and community growth
Objective 3.1a: Increase progress to completion rate for academic students
Goal 3 - Complete/Ascend
| Baseline | Target | |
|---|---|---|
| Academic: 15 SCH First Term | 34/859 | 40/859 17.65% increase |
| 30 SCH First Year | 70/859 | 82/859 17.14% increase |
| 45 SCH 2nd Fall | 2/859 | 4/859 100% increase |
Objective 3.1b: Increase progress to completion rate for technical students
Goal 3 - Complete/Ascend
| Baseline | Target | |
|---|---|---|
| Technical - Basic: 50% complete First Term | 1674 | 1843 10% increase |
| Technical - Advanced: 50% complete First Term | 205 | 226 10% increase |
Objective 3.2: Increase completion rate
Goal 3 - Complete/Ascend
| Baseline | Target | |
|---|---|---|
| With Dual Credit On-Time Completion | 1259/4710 27% | 1385/4710 10% increase |
| 150% Completion | 628/4710 13% | 691/4710 10% increase |
| 200% Completion | 232/4710 4.9% | 255/4710 10% increase |
| Without Dual Credit On-Time Completion | 335/2457 14% | 369/2457 10% increase |
| 150% Completion | 355/2457 14% | 391/2457 10% increase |
| 200% Completion | 175/2457 7% | 193/2457 10% increase |
Objective 3.3: Increase academic transfer rate
Goal 3 - Complete/Ascend
| Baseline | Target | |
|---|---|---|
| Core Complete and Transfer | 53/538 10% | 64/538 20% increase |
| Graduate and Transfer | 56/538 10% | 67/538 20% increase |
Objective 3.4: Increase technical employment rate
Goal 3 - Complete/Ascend
| Baseline | Target | |
|---|---|---|
| Technical Employment | 387/554 70% | 426/554 10% increase |
Goal 4 - Develop/Innovate: Sustain a culture of continuous improvement
Objective 4.1: Create new student pathways
- Add regionally appropriate associate degrees, Fields of Study, certificates, Occupational Skills Awards (OSA), Institutional Career and Learning Certificates (ICLC), and High-Demand Fields
- Expand technical footprint
Objective 4.2: Develop an institutional framework for strengthening mapped student pathways
- Create and regularly update clear programmatic pathways
- Develop a structure for job placements
Objective 4.3: Develop community relations, such as:
- Industry partnerships
| Baseline | |
|---|---|
| Service partnerships | 3 |
| Recruitment Partnerships | 4 |
- Graduate students with strong sense of civic responsibility
Objective 4.4: Develop and sustain an organizational structure for strategic innovation and development, such as:
- Develop a structure of institutional efficiency
- Increase non-traditional revenue
- Enhance strategic enrollment management
- Develop a framework for the use of generative AI