Access
To make a measurable impact toward our strategic priority on access, PVCC will see a five percent increase in enrollment from Academic Year 2022-2023 by 2030.
Strategic Goal #1
The College will build awareness, expand access and optomize support services to promote enrollment.
| Strategic Actions | Measures of Progress | |
|---|---|---|
| 1.1 | Develop and operationalize a strategic enrollment and retention plan to expand access and success for all learners in the College’s services areas. |
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| 1.2 | Implement a one-door student affairs model to support all learners. | |
| 1.3 | Implement a suite of first-year momentum strategies (including the expanded use to technologies) to promote enrollment and onboarding designed to help students achieve their educational goals and build velocity toward successful degree completion and on-time graduation. | |
| 1.4 | Promote PVCC as the region’s preferred workforce education provider by expanding recruitment efforts to reach adult students looking to upskill or reskill to advance their careers. | |
| 1.5 | Enhance dual enrollment outreach about community college paths to success to high school students, parents and counselors. | |
| 1.6 | Identify and address student financial, wellness and other needs that create barriers to access. | |
| 1.7 | Develop strategic partnerships, outreach and support strategies to increase enrollment of underresourced and non-traditional learners. | |
Strategic Goal #2
The College will deliver a portfolio of programs that prepare learners for high-demand, high-skill jobs and transfer pathways.
| Strategic Actions | Measures of Progress | |
|---|---|---|
| 2.1 | Conduct a critically reflective assessment of every academic and workforce program that the College offers, including a review of student learning outcomes and the program’s contribution to the College’s mission. |
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| 2.2 | Align curricular content with the expressed business needs of local and regional employers, including input from business advisory groups; develop methods and schedules to update all credentialing programs with a frequency that ensures consistent alignment with industry changes. | |
| 2.3 | Identify high-value, high-demand programs with low enrollment and develop strategies to promote program expansion and equitable enrollment representation. | |
Strategic Goal #3
Elevate the College's role as the firs-choice education and training partner through customized training, on-the-job training, lifelong learning and industry-recognized credential attainment.
| Strategic Actions | Measures of Progress | |
|---|---|---|
| 3.1 | Develop and implement a vision, organizational structure and plan for workforce services to align programs and customized training with regional labor market data (including number of current and projected job vacancies by industry sector and major companies). |
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| 3.2 | Enhance college branding that promotes PVCC as the most efficient and responsive training solution for employers. | |
Strategic Goal #4
The College will ensure that students are making timely progress toward program completion.
| Strategic Actions | Measures of Progress | |
|---|---|---|
| 4.1 | Implement scheduling for completion strategies through collaborative efforts of faculty and staff to meet students’ scheduling needs and move them more quickly through their programs. |
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| 4.2 | Expand access to high-quality online programs and support services to meet student needs for access, flexibility and completion. | |
| 4.3 | Expand career services, credit for priorlearning and opportunities for experiential learning experiences in education and training programs. | |