Basic Questions - Paper #1
Discussion Question 3

Are the identified organizational parameters valid for PVCC?

From a pragmatic point of view, any organizational realignment or restructure requires attention to the following parameters.

• Funding limitations - At this time, the only fiscal resources available are the salary line of the unfilled dean role, college contingency dollars, and anticipated annual salary savings. The later two sources are generally reserved for contingency purposes.

• Span of control - Every effort should be made to distribute supervisory, managerial, external responsibilities across the three-dean foundation in the context of being more learning centered.

• Clustering of like functions - Every effort should be made to group functions that have a high level of compatibility, likeness of function, synergistic organizational relationships, and overlapping mission.

• Reflecting the core elements of the College's culture - learning as the center of function, relation-based (web-like structure between services, programs and departments), collaboration (faculty and staff), transparency of systems to students, all point leadership and quality service orientation.

• Recognizing the need for sustainability - The organization foundation and structural shell needs to accommodate the build out of human and fiscal resource infrastructure as programs move from pilot to institutionalization.

• Maintaining singular reporting of academic divisions - The current size of the College; a need to further integrate planning and scheduling between divisions; and the centrality of the classroom teaching and learning functional seem to support this assumption.

• Incumbency - Currently at PVCC two deans, one senior associate dean and two associate deans are incumbent in positions as well as PSA, MAT and faculty serving the College in leadership roles. District employment and reorganization policy must be adhered to in factoring the roles of incumbent faculty and staff.

• Balance - The above noted parameters require balance and compromise as less than discrete functions are integrated into an organizational chart. The factoring of these organizational parameters needs to be done in a manner which places learning first and at the same time accepts the pragmatic limitations suggested by complexities of the above described parameters.

• Phasing - The planned restructuring will commence over a three year period. Year 1 foundational shell based on commitment to becoming more learning centered established, development of feedback and evaluation plan, and restructuring recognized in the strategic planning process; Year 2 continuing evaluation, alignment, adjustment, initial budget requests for human and program fiscal resources; and Year 3 continued infrastructure build out.

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