Overview: Strategic issues are compelling questions that an organization uses to focus its planning, budgeting and institutional effectiveness systems. Each issue represents an opportunity for PVCC to continuously improve our collective ability to accomplish our institutional mission. The following issues have emerged from formal and informal scans of the college's internal and external environments, including student surveys, college retreats and advances, along with a jury of executive (administrative) opinion.

Strategic Issue # 1: What Should PVCC Do to Become a More Learning Centered College?

As PVCC continues its efforts towards becoming a more learning-centered college, we will systematically measure our progress by using the "12 Indicators of a Learning Centered College" as an institutional report card. In 2000-01, our focus will be on four key indicators: 1) Learning outcomes have been identified and made explicit 2) Learning outcomes are measured for the purposes of intervention, remediation and continuous improvement 3) Research about learning is routinely considered and systematically incorporated into the college's learning processes, programs and services and 4) Learners are encouraged to develop relationships with faculty, staff, students and peers.

Strategic Issue # 2: How Can PVCC Better Serve the Increasing Number of Under-prepared Students Entering PVCC?

Indicators strongly suggest that an increasing number of under-prepared students are entering our college's courses and programs. This reality provides a compelling reason to strengthen our effort and focus more of college resources (human, fiscal and capital) on developmental and 100 level courses, along with orientation, advisement and student support services.

Strategic Issue # 3: How Can PVCC Influence Enrollment and Retention Patterns to Increase Access and Optimize the Utilization of Our Resources and Facilities?

As the nature of secondary school attendance patterns and work schedules change, and as more senior citizens enter higher education, PVCC has an opportunity to enroll more students during "off peak" hours, i.e. afternoons and weekends, and during summer sessions. The positive resolution of this strategic issue would allow us to make more effective use of the college's facilities while generating additional revenue (FTSE).

Relative to student retention, institutional research indicates that our college is essentially a one-year college. The average number of course credits earned by students at PVCC prior to their transfer to Arizona State University is approximately 22, yet almost 50% leave with an average of only 6 credit hours. Students who transfer to ASU West complete an average of 32 credit hours, yet almost 30% leave with an average of 6 credit hours.

Strategic Issue # 4: How Can PVCC Deepen Its Connections with the Northeast Valley Community?

PVCC is well positioned to catalyze a deeper sense of community in the Northeast Valley. The college's academic, occupational and community education programs, along with our special initiatives, i.e. Learning Connections, Service Learning, etc., and existing links to the community provide an exceptional base from which to develop deeper connections throughout the college's service area. The emergence and expansion of our fine arts programs and facilities may also enable PVCC to serve as a cultural center for the area. Additionally, the expansion of the college's athletic programs and facilities serve as links to both community and K-12 athletic programs. The unique opportunity to serve as the "community-builder" for the residents of the Northeast Valley is in harmony with our college mission.

Strategic Issue # 5: How Will PVCC Sustain Its Current Level of Commitment to Technology and How Will We Position Our Limited Resources to Achieve More Desirable Results?

From the inception of PVCC, a foundational assumption has been that technology would be utilized to enrich the learning process and to enhance the college's organizational capacity to provide exceptional student and administrative support services. Now that technology is pervasive, planning and managing the acquisition and support of technology represents a significant fiscal and organizational challenge. The fiscal challenge will be exacerbated as technology funding provided by the 1994 bond is fully expended.

Strategic Issue # 6: How Will PVCC Actualize Its Vision of Becoming a Comprehensive, Niche-focused Community College?

PVCC has successfully transitioned from the introductory stage of its life cycle to the growth stage. With many of its organizational and academic systems and structures in place the value-added by more sophisticated and integrated planning, implementation and monitoring systems will increase. This issue suggests the need for the continued development of a academic master plan, a student services master plan, an updated capital development master plan, along with the next iteration of the college's overarching strategic plan.

The answer to this strategic question - an answer to be provided by the collective PVCC community - will enable our college to create the future we envision.

[Return to Main Page]