APB-Automated Plannig & Budgeting System

PVCC Strategic Issues

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 Strategic Issues were revised for 2003-2005. Suggestions were gathered through a variety of means to provide a broad spectrum of perspectives including:

Employee Email	Strategic Planning Council
President's Advance	Technology Coordinating Team
Administrative Jury	Employee and Organizational Learning Team
Learning Connections	Student Survey (Noel-Levitz)
SWOTT Analysis	Community Council Review

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

Description:

As PVCC continues its efforts towards becoming a more learning-centered college, we will systematically measure our progress by selecting focal points from the " 12 Indicators of a Learning Centered College" as an institutional report card. These efforts encompass student, employee and organizational learning.

Focal Points:

Identify and make learning outcomes explicit. (Indicator #1)
Measure learning outcomes for the purposes for intervention, remediation and continuous improvement. (Indicator #3)
Ensure learning opportunities are accessible to all learners. (Indicator #4)
Encourage learners to develop relationships with faculty, staff, students and peers. (Indicator #6)
Incorporate research about learning and learners into the college's learning processes, programs and services on a systematic basis. (Indicator #7)

Strategic Issue # 2: How Will PVCC Become a Comprehensive College and Also Develop Niche-focused Programs?

Description:

In response to the growth and changing demographics, PVCC must transition to a fully comprehensive community college. Through strategic planning at the division, department, and college levels, PVCC will expand its course and program offerings so that students can get the courses they need. Niches such as occupational programs, areas of academic concentration, specialized student learning opportunities and activities also will be identified and developed.

Focal Points:

Develop an academic program master plan to insure comprehensive offerings for transfer of degrees and specialized programs to universities.
Develop an occupational programs master plan that makes maximum use of limited facilities and resources and involves community partners.
Develop and evaluate PVCC's budget allocations systems, environment, programs, and systems (policies, procedures, structures, technologies) to support learning (Learning Indicator #9).
Provide a staffing infrastructure and organize departments/divisions to support both the comprehensive college and niche-focused programs.
Design a capital development plan that prepares for community growth.

Strategic Issue # 3: What Can PVCC Do to Address the Needs of the Increasing Numbers of Ethnic Minority Students, Other Culturally Diverse Student Groups, and a Changing Student Body Forecasted for the Future?

Description:

PVCC will see a significant increase in the number of ethnic minorities and other culturally diverse groups needing a college education. If their educational needs are not addressed, this population will lose its ability to prosper personally, to participate in and contribute to the state's economic well being. In order to successfully meet the needs of these students, diversification of the faculty, the staff, and the college's curriculum and support programs is critical.

Focal Points:

Recruit and retain minority students.
Recruit, hire and retain faculty and staff to better reflect growing minority student populations.
Expand programs and services to promote academic success among minority students.
Expand and strengthen opportunities for all students to learn in a diverse environment.
Review, produce and utilize current research which specifically addresses the needs of minority students and the changing student body.
Develop and establish mechanisms to help employees understand and address the needs of the diverse students whom they serve.

Strategic Issue # 4: How Can PVCC Better Serve the Increasing Number of Under-prepared Students Entering PVCC?

Description:

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.

Focal Points:

Maximize cooperation, communication and coordination with advisement by Divisions/Departments to make sure that under-prepared students are enrolled in the appropriate course.
Continue to explore programs such as Supplemental Instruction and CPD courses as well as alternative delivery systems (Academic Systems, Freshman Year Experience, Learning Communities, and Choices) proven to help under-prepared students.
Hire specific faculty and staff who have the skills and experience to work with under-prepared students.
Provide specialized training for instructors of developmental classes intended for under-prepared students.

Strategic Issue # 5: How Can PVCC Optimize Enrollment and Retention Patterns and Better Utilize Resources and Facilities?

Description:

As good stewards of the resources entrusted to us, we must continuously examine how we provide services to current and prospective students and to our community. We must attract and keep an ever-growing number of students by focusing our educational and marketing efforts in areas that meet local demands. We must also look to the future and identify additional areas where educational services are necessary. Once we know our service needs, it is then necessary to acquire sufficient resources to meet these demands.

Focal Points:

Respond to immediate enrollment growth with limited existing facilities by evaluating alternative options in instruction, support services, location, duration, cost, and time.
Determine how market shares can be increased in our service areas.
Improve student retention by identifying reasons for degree or certificate-seeking students not completing their course requirements.
Determine areas where future additional facilities or other resources are necessary to support retention and enrollment growth.

Strategic Issue # 6: How Can PVCC Deepen Its Connections with Our Community?

Description:

PVCC is well positioned to strengthen our ties to our community. In harmony with the college's mission, our challenge is to offer unique programs and services that continually support the educational and training needs of our community.

Focal Points:

Facilitate personal enrichment, life-long learning, and workforce development through a wide range of academic, continuing education, and workforce development programs.
Utilize our special initiatives (e.g., Learning Connections, Service Learning, Under-prepared/Under-represented Student Initiatives, Corporate Funding Partnerships) to offer diverse learning opportunities.
Develop partnerships with educational institutions and businesses/industries in our community.
Expand fine arts programs, facilities, and services in order to serve the community as a cultural center.
Strengthen our links with the community by offering numerous venues for active fitness/wellness and athletic programs.

Strategic Issue # 7: How Will PVCC Sustain Its Current Level of Commitment to Technology and Facilities and Use Our Limited Resources to Achieve More Desirable Results?

Description:

Technology is utilized to enrich the learning process and to enhance student and administrative support services. Planning and managing the acquisition and support of technology and facilities represent a significant fiscal and organizational challenge.

Focal Points:

Maintain an expand the technology infrastructure to support learning initiatives.
Maximize limited technology-directed resources to meet increased demand.
Integrate technology into the learning process as appropriate.
Continue training and development initiatives relating to technology.
Explore emerging trends in technology to enhance and support learning.
Maximize limited facilities and resources to meet increased demand.

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