Strategic Plan

Strategic Plan 2018 1

Introduction The Piedmont Virginia Community College (PVCC) strategic plan identifies institutional priorities and provides a foundation for annual planning that guides budgetary decision-making. It is an integral part of PVCC s institutional effectiveness process. The last PVCC Strategic Plan was published in 2015. The 2015 strategic plan was developed in conjunction with updates to the College s mission, vision, and value statements. The College made progress in achieving priority goals and objectives outlined in the previous strategic planning cycle. In spring of 2016, PVCC began the strategic planning process to develop the 2018 Strategic Plan. In developing the plan, the Planning and Budgeting Committee took a multifaceted approach by conducting environmental scanning, implementing surveys, and inviting faculty, staff, students, the College Board, and community leader stakeholders to provide input. The committee examined state and national initiatives that focused on increasing the number of college completers, transfer to four-year institutions, credential completion, employment success, and the strategic direction of the Virginia Community College System from Complete 2021. The resulting 2018 PVCC Strategic Plan was developed by the Planning and Budgeting Committee, approved by the President on July 9, 2018, and approved by the local College Board on September 5, 2018. The plan addresses the following institutional priorities: 1. Student Success 2. Access to Education 3. Economic and Workforce Development 4. Resources to Support the College s Mission, Vision, and Values Similar to previous strategic plans, the 2018 PVCC Strategic Plan is enterprising and progressive, responding to state and national priorities, the needs of current and future students, and community insights. The 2018 PVCC Strategic Plan follows the College s mission, vision, and values. The plan places a premium on attainment of institutional effectiveness standards, institutional priorities, and desired outcomes. The institutional priorities depict the strategies and critical tasks necessary to achieve each priority. PVCC s Office of Institutional Research, Planning, and Institutional Effectiveness will prepare annual progress reports to be presented to the Planning and Budgeting Committee, President s Staff, and the College Board. 2

Vision, Mission, and Values Who We Are Piedmont Virginia Community College (PVCC) is a comprehensive, public institution of higher education that awards associate degrees and certificates. As part of the Virginia Community College System, PVCC serves the City of Charlottesville and the counties of Albemarle, Buckingham, Fluvanna, Greene, Louisa, and Nelson. Vision Piedmont Virginia Community College seeks to be a leader and innovator in post-secondary education. PVCC will be the college of choice for students to advance their education and career goals and pursue lifelong learning. Mission Piedmont Virginia Community College offers accessible, affordable, high-quality educational programs that promote student success and community vitality. Our mission is achieved through: Transfer programs that prepare students for admission to four-year colleges and universities and successful pursuit of a baccalaureate degree. Workforce programs that prepare students for employment or promotion in a career and promote a skilled regional workforce by meeting the training and educational needs of employers. Rigorous coursework and a full range of academic and student support services that assist students in achieving their educational and career goals. Developmental studies courses that prepare students for college transfer and career and technical programs. Community service that promotes community involvement, educational access, and opportunities for residents of the region. 3

Values Piedmont Virginia Community College values: Access to high quality, affordable education to prepare students for transfer to baccalaureate degree programs, as well as for entry into or advancement in the workforce. A college education should be available to all. Academic Rigor to develop each individual to his or her full potential. We insist on rigorous standards while providing a supportive environment in which students can achieve. Student Success. We are committed to helping our students succeed. We measure our success by the skills and abilities of our students when they leave, rather than by their standing when they enter. Community Impact. We develop innovative programs to meet the changing needs of our students and the business community while contributing to the economic, civic and cultural vitality of our region, the Commonwealth of Virginia, our nation, and the world. Professionalism. Our dedicated and knowledgeable faculty and staff are experts in their disciplines, excel at instruction, and are committed to helping students achieve their goals. Intellectual Vitality. We engage our students and each other in well-reasoned inquiry, creative thinking, problem-solving, and the exchange of ideas. Diversity and Inclusion. We value and support the diversity of our students, faculty, and staff. We seek to promote an understanding and appreciation of differences by creating an inclusive environment embracing individuals with diverse backgrounds, experiences, and aspirations. 4

Attaining Institutional Effectiveness To fulfill the College s mission, vision, and values, Piedmont Virginia Community College is focused on four institutional priorities that are measured regarding 19 strategic performance indicators. Institutional Priorities Increase Student Success Access to Education Economic and Workforce Development Resources to Support College s Mission, Vision, and Values Strategic Performance Indicators Student Success as measured by: Student academic standing by GPA Persistence to graduation o Retention rates o Graduation rates Transfer to a four-year college or university Career attainment success within six months of degree attainment Workforce credential attainment Degree completion Student Enrollment as measured by: Headcount Full-time equivalency Retention fall to spring and fall to fall Underserved populations Service region Community Impact as measured by: Partnerships and programs with and for the community Employers served The number of peers and employers participating in the Community Self-Sufficiency Programs Regional labor force impact Resource Capacity as measured by: Capacity/space adequacy for facilities Master plan progress External support Human capacity 5

Priority I: Increase Student Success Research has shown that individuals who complete a degree or certificate have a higher standard of living than those that do not. 1 As a result, both state and federal governments have placed a high emphasis on student success (specifically degree, certificate attainment, and workforce credentials). The Virginia Community College System has also placed an increasing emphasis on student success (specifically by increasing the goal for students graduating, transferring, or completing a workforce credential). In response, PVCC seeks to increase the number of students who earn a degree, certificate, industry certification, or licensure that enables them to obtain employment and subsequent educational opportunities. Goal 1: Increase Student Success and Completion Strategies Implement a comprehensive Student Success Plan Implement the revised VCCS General Education Outcomes in all degree programs Increase the number of students who transfer to a four-year college Increase the number of students who receive a workforce credential Critical Tasks Implement mentoring, advising focused on career planning, and mandatory intervention for at-risk students. Implement a faculty professional development program to enhance teaching for student success. Redesign developmental and gateway mathematics courses to increase student success Incorporate in all degree programs and assess student learning outcomes in civic engagement, critical thinking, quantitative reasoning, communication, professional readiness, and scientific reasoning. Implement Meta Majors and Guided Pathways. Create transfer pathways from high school to PVCC to baccalaureate programs. Start a Registered Apprenticeship Program. Monitor regional employment needs and develop new programs to meet employer needs. Develop and offer academic and workforce programs to meet employer needs. Expand the award of credit for prior learning Implement the Credit2Careers portal, a tool that allows students to upload their Joint Services Transcripts to see how many academic credits their work experience could translate to. Develop a process and procedure for evaluating and awarding credit for prior learning in an efficient manner reducing the time to notification. 1 Pew Research. (2014) The Rising Cost of Not Going to College. February 11, 2014. http://www.pewsocialtrends.org/2014/02/11/the-risingcost-of-not-going-to-college/ 6

Convert traditional classrooms to active learning spaces Develop a model active learning classroom. Convert 2-4 classrooms per year into active learning classrooms for the duration of the current strategic plan as budget allows. Provide professional development to prepare faculty to utilize these new spaces. Create a more inclusive campus culture Develop a diversity plan. Recruit and retain a more diverse faculty, staff, and student body. Increase opportunities that advance student, faculty, and staff understanding of diversity. Maximize programs that support first-generation, international, underrepresented, and nontraditional students to increase student success as measured by GPA, degree completion, or workforce credential. 7

Priority II: Access to Education PVCC s mission is to provide a high-quality, affordable education that is accessible to everyone. To ensure access, PVCC will reach out to the community and continue to focus on underserved and nontraditional populations. PVCC will provide access by offering educational opportunities in a variety of instructional modes while utilizing the College s off-site locations of the Eugene Giuseppe Center and the Jefferson School Center. Finally, PVCC will provide financial assistance to students who otherwise could not afford a college education. Goal 1: Increase Enrollment in Academic and Workforce Programs Strategies Simplify application and onboarding to increase application yield Increase enrollment and retention of underserved and nontraditional populations. 8 Critical Tasks Implement the new VCCS application and EAB Navigate. Engage high school career coaches in recruitment training and establish recruitment goals. Organize annual education and career resource fair for prospective adult students. Evaluate current scholarship inventory and implement new strategies for utilizing scholarships as a recruitment tool for prospective students. Every semester contact students who apply but do not register to promote registration opportunity. Develop and implement a strategic enrollment management plan that targets recent high school graduates, adult students, underrepresented populations, and uncommitted students. Explore and develop pathways for students to complete with either a degree or workforce credential between Thomas Jefferson Adult Career Education (TJACE), English as a Second Language (ESL), Workforce Services, and academic programs. Identify and reduce access barriers for all prospective students. Increase fall to fall retention Create a mentoring program for students who are at-risk of not being retained or completing. Evaluate current scholarship inventory and implement new strategies for

Explore ways to make a PVCC education more affordable. Provide access to education through financial assistance. utilizing scholarships as a retention tool for current students. Increase computer access for students by exploring the expansion of the G.O.A.L program. Conduct a feasibility study for a Piedmont Promise program to be funded locally or by the Commonwealth. Explore ways of reducing textbook and course material costs for students. Create and support a financial assistance center. Increase contributions to the Kathy Hudson Student Emergency Fund to increase the number of students served by this fund. Explore ways to increase financial funding to incentivize enrollment, retention, and graduation. Improve and augment existing financial assistance programs and services to better assist students with educational costs, particularly costs beyond tuition and fees. 9

Goal 2: Increase the Percentage of the Service Region Population Pursuing and Easily Accessing Education or Training Through PVCC with a Focus on Underserved Populations. Strategies Critical Tasks Address community needs Develop an effective marketing plan for the Giuseppe Center and its programming and determine an appropriate anchor academic or workforce program to be housed at Giuseppe. Increase course availability to urban and rural communities using online offerings, the Jefferson School, and the Giuseppe Center. Develop a marketing campaign highlighting the benefits of the selfsufficiency programs with special focus on rural counties. Target marketing to individuals in the service region who can benefit from workforce credentials. Expand the Early College Program. 10

Priority III: Economic and Workforce Development PVCC continues to be committed to various partnerships in the interest of contributing to the economic, civic, and cultural vitality of the region. To facilitate positive community impact, PVCC seeks to provide quality programs that respond to regional employer needs and student aspirations; strengthen relationships with the community and constituents; and utilize resources to benefit the community further. Goal 1: Develop a Workforce that Meets Regional Employers Needs Strategies Critical Tasks Collaborate with stakeholders to promote a workforce network that fosters innovation and establishes a seamless connection among the community college, K-12, universities, and business and industry partners. Identify and engage employers and relevant sources of data in determining high-demand occupations, program demand within the current labor market, and expected occupational earnings. Partner with local high schools, universities, and workforce development entities to engage with employers and industry associations to identify workforce needs, establish educational and training programs, and collaboratively and comprehensively create a workforce ready pipeline. Expand the peer network in Community Self-Sufficiency Programs to reach more potential students with a focus on outlying communities. Market the N2Work App with employers and peers to allow more recruitment of individuals into FastForward programs that lead to sustainable employment. Engage Greene County leadership to identify local and regional educational and training needs. Increase program offerings in areas of regional need. Engage the University of Virginia Medical Center and Sentara Martha Jefferson Hospital in identifying additional careers leading to employment that require a credential and create academic and workforce programming. 11

Offer relevant, high-quality instructional programs that meet the needs of business and industry for existing and future jobs. Provide accessible, affordable, and highquality professional development to faculty and staff to stay informed about the labor market and student support trends. Develop faculty capacity to conduct program review and learning outcomes assessment to promote continuous improvement of programs. Create programming that engages outstanding teaching faculty to improve teaching and learning. Integrate critical employability skills into all programs of study to better prepare students for today s work environment. 12

Priority IV: Resources to Support College s Mission, Vision, and Values PVCC is committed to providing facilities, technology, personnel, financial resources, and communication tools that support the strategic actions listed above. Without appropriate resources, the College will not make significant progress on student success, college completion, educational access, or excellence in instruction and services. The following objectives reflect the College s resource needs in support of strategic expansion and improvement of programs and services. Goal 1: Expand College Facilities Strategies Make focused investments in facilities that directly advance our mission Critical Tasks Plan for the Advanced Technology Center and generate funding support from the Governor and General Assembly for the Advanced Technology Center. Explore partnerships with the community to expand the physical space of the Library. Renovate main building to meet programmatic needs for the college community. Explore, develop, and implement a child care option for students. Goal 2: Maximize New and Existing Funding Sources Strategies Critical Tasks Maximize external funding to support the mission of the College. Implement a fundraising campaign for the Advanced Technology Center. Increase efforts for donor cultivation and development. Increase the number of private sector grant opportunities. Increase the number of corporate partnerships and sponsors. Increase the number of planned giving participants. Support the College s strategic plan by pursuing grant opportunities aligned with the plan s priorities and desired outcomes. Apply for and acquire funding from GO Virginia. 13

Goal 3: To Enhance Accountability and Transparency by Focusing on Results Strategies Critical Tasks Continuously assess and refine accountability indicators to produce desired outcomes Increase the number of faculty and staff using data for decision making by developing interactive dashboards in the area of student achievement, access, economic impact, and workforce development. Utilize data-driven marketing to increase public knowledge of PVCC in the community. Successfully complete SACSCOC s reaffirmation of accreditation process to include the development and implementation of the Quality Enhancement Plan (QEP). Goal 4: Strategic Expansion of Human Capital Strategies Ensure that PVCC continues to have high-quality faculty and staff to support the mission. Critical Tasks Increase full-time faculty and staff by four per year (two each) in addition to replacements as budget allows. Evaluate compensation, allocation, and the appropriate alignment of roles and responsibilities, for faculty and staff for retention purposes. Increase faculty and staff salaries. 14

Appendix A: Strategic Planning Process The Planning and Budgeting Committee The Planning and Budgeting Committee is one of six standing committees at the College, it is the formal structure through which recommendations for strategic directions and funding priorities are made. This committee is made up of the following: Representation Area At-large classified staff At-large faculty Faculty from Humanities Dean Faculty from Health & Life Sciences Staff from Finance & Administrative Services Faculty from Business, Math & Technologies Workforce Development Representative Chief Information Officer* Vice President, Institutional Advancement & Development* Director of IRPIE, Chair* President* Vice-President for Finance & Administrative Services* Vice-President for Instruction & Student Services* Student Services Representative Grants Officer* Note: *Standing Appointment 15

Context and Resources for Planning PVCC s Mission, Vision, and Values PVCC s mission, vision, and values were used in developing the 2018 Strategic plan and can be found in the beginning of this document. PVCC 2015 Strategic Plan The 2018 PVCC Strategic Plan retains some of the 2015 goals and establishes new goals which are responsive to emerging needs, priorities, and trends. Internal Perspective in Planning Stakeholder Information Sessions The Planning and Budgeting Committee held twelve information sessions with the College. These sessions included the College Senate (which includes student representatives), Professional Association of Support Staff (PASS), the Faculty Senate, the Student Government Association. These groups were given updates on the strategic planning process and asked for their input with regard to the College s strengths and weaknesses, opportunities for improving programs and services, and what the College should be doing to support our students, employers, and the community. Input from these groups was provided to the Planning and Budgeting Committee for consideration in planning. President s Perspective In February 2018, President Friedman met with the Planning and Budgeting Committee to discuss his ideas and suggestions for priorities in the next Strategic Plan. External Perspective in Planning Environmental Scanning During Spring 2016, members of the Planning and Budgeting Committee scanned the educational literature as well as local, regional, and national media for articles related to trends and issues in community college education. The Office of Institutional Research, Planning, and Institutional Effectiveness collected data on trends in enrollment and service region demographics. In addition, the office collected information on national and state policies, plans, and initiatives that would influence PVCC s strategic plan. Community Leaders Survey In Spring of 2017, PVCC invited more than 230 individuals to participate in its Community Leaders Survey. The survey is part of PVCC s strategic planning process in which the College seeks input from individuals affiliated with one or more external stakeholder groups (including schools, businesses, notfor-profit organizations, government, and advisory boards). The survey had an overwhelming response rate with 55% (131) of stakeholders replying. The purpose of the survey was to gather data on: the 16

community s perceptions of PVCC and its effectiveness; what PVCC is doing well; how PVCC can be more responsive to the community s needs; and the trends in business, education, service, workforce, etc., that PVCC should consider in planning for the next three to five years. Results of the survey were provided to the Planning and Budgeting Committee for consideration in planning and were presented to the PVCC College Board. The PVCC College Board In Fall of 2017, a portion of the PVCC College Board meeting was devoted to discussion of the Community Leaders Survey results and strategic planning. Board members discussed the results of the Community Survey, as well as trends in key areas including demographics/population, education, technology, economy, community, workforce, and media. The Board s comments were summarized and provided to the Planning and Budgeting Committee. Structure and Approval of the Strategic Plan In 2016-17 and 2017-18, the Planning and Budgeting Committee held an organizational meeting and several work sessions. During these sessions, the Planning and Budgeting Committee reviewed input from internal and external stakeholders, identified and came to consensus on four institutional priorities, developed a rationale for each priority, drafted actions to address priorities, assigned leadership responsibility for each action, and agreed on the desired outcomes to be achieved. On May 4, 2018, the Planning and Budgeting Committee voted to approve the content of the 2018 PVCC Strategic Plan. The plan was submitted to the President and his leadership team on June 26, 2018 for review and revision. The plan was revised based on the President s feedback, approved by the President on July 9, 2018 and then submitted to the PVCC College Board for approval on September 5, 2018. 17