Community Impact

To make a measurable impact toward our strategic priority on community impact, PVCC will see a five percent increase in industry recognized credentials and graduates employed in regional high-demand areas by 2030. The College will also increase the percentage of PVCC employees that recognize the College as a great place to work by 10 percent.  
 

Industry Recognized Credentials by FY GraphicGraduate placement and Employee Graphic

Strategic Goal #1

The College will enrich the local community by collaborating with key employment sectors to address workforce needs and connect students to high-demand, high-pay job opportunities.

Strategic ActionsMeasures of Progress
1.1Create opportunities for underemployed, underrepresented and unemployed populations to participate in specialized skill-training and to earn a credential.
  • Number of industry-recognized credentials
  • FastForward enrollment, completion and credentials
  • Number of regional programs aligned with highest-job-growth industries
  • Graduates employed in regional high-demand areas
  • Postsecondary transition rate
  • Number of dual-enrollment students earning credentials
  • Participation in career preparation opportunities
  • Number of students participating in career services
  • Number of employers participating in career services
  • Wage Data
1.2Build a pipeline of highly skilled workers aligned with local and regional business and industry needs and in targeted growth occupations.
1.3Develop and integrate career preparation opportunities to include adult career education, work-based learning, apprenticeships, earn-to learn opportunities, internships and other activities that build the skills necessary to secure gainful employment in a globally competitive market.
1.4Promote and strengthen relationships with public school partners to prepare high school graduates for immediate postsecondary or workforce success.

Strategic Goal #2

The College will be a catalyst for advancing more equitable and vibrant communities.

Strategic ActionsMeasures of Progress
2.1Develop targeted marketing, recruitment and communication to increase community awareness of college programs to support economic mobility.
  • Attendance at college events and professional development opportunities
  • Number of college employees represented on community organizations and boards
  • Number of community members on advisory boards
  • Percentage of adults in service region with a postsecondary credential
2.2Strengthen partnerships with organizations and community members that serve historically underrepresented and underserved communities to help identify and deliver culturally responsible programming.
2.3Be recognized as a premier educational, cultural, civic and community partner in the region.

Strategic Goal #3

The College will foster an exemplary work environment and a culture of belonging that empowers learning, workplace satisfaction, safety, productivity and opportunities for career success.

Strategic ActionsMeasures of Progress
3.1Implement an extended new employee onboarding experience to promote success and retention.
  • Great Colleges to Work For® survey results
  • Employee engagement survey results
  • Participation in professional development opportunities
  • Accreditation results
  • Campus safety indicators
  • Completion of space planning study (Main Building)
  • Facility optimization
3.2Engage employees in professional development and meaningful dialogue to broaden understanding of equity gaps in student success.
3.3Develop and sustain a culture of engagement, collaborative decision making and transformation throughout the College.
3.4Establish and maintain efficient and equitable Human Resources policies and procedures to support staff satisfaction and belonging.
3.5Formalize employee recognition and wellness programs.
3.6Align the College’s organizational structure to better support strategic priorities and future growth.
3.7Achieve outstanding results from accrediting agencies, audits and other reviews.
3.8Promote a safe learning and work environment through enhanced awareness, training and preparedness at the campus and off-site locations.
3.9Optimize and plan college space utilization to enhance the student and employee experience and student success.

Strategic Goal #4

The College will cultivate a talent pool that is reflective of the communities we serve.

Strategic ActionsMeasures of Progress
4.1Implement practices that advance the goals of diversity, equity and inclusion in the search and selection process for all employees.
  • Great Colleges to Work For® survey results
  • Employee engagement survey results
  • Employee demographics
  • Number of search advocates
  • Employee retention rates
4.2Attract and retain diverse talent, offer equitable and competitive compensation, and ensure that all employees have the resources, knowledge and training to do their best work at PVCC.

Strategic Goal #5

The College will expand resources and partnerships to support PVCC's strategic goals and success.

Strategic ActionsMeasures of Progress
5.1Diversify and grow revenue sources by securing external grant funding and contributions from business and corporate partners to achieve institutional priorities.
  • Grants awarded (including total amount of funding)
  • PVCC Educational Foundations assets
  • Retention rate for first-time donors
  • Number of donors and amount of donations to PVCC Educational Foundation over prior year
5.2Increase contributed income from individual donors to ensure the sustainability and growth of funds available to scholarships, college initiatives and programs to address student needs in achieving their academic goals.