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Strategic Plan 2025-2028
We are excited to be moving forward with the development of the 2025-2028 Strategic Plan. Our plan will articulate the college’s focus on equitable student success, and guide our future steps as we work to deliver access to quality education in a collaborative culture of diversity, equity, and inclusion. This endeavor will help shape the direction of PCC for the coming years, ensuring that we continue to serve our students, faculty, and community with excellence.
Letter from the President
Dear Portland Community College,
As President of Portland Community College, I must lead the charge to:
- Ensure equitable access, opportunity, affordability, and successful outcomes for all students;
- Balance commitment to quality learning experiences, economic and workforce development, performance outcomes, and strategic priorities;
- Preserve the authenticity of our reputation and articulate the value of our institution throughout the community, region, and state;
- Cultivate an environment where the tenets of diversity, equity, inclusion, and belonging are intentional, consistent, evident, and effective. Ultimately, all that we do must align and directly correlate with our Mission.
Thank you,
Dr. Adrien L. Bennings, President
Strategic Planning: Why is it Important?
Our 2025-2028 Strategic Plan signifies our collective mission, passion, and purpose to push the boundaries of what’s possible. It is more than just a plan; it’s a promise to revitalize and reenergize our commitment to excellence.
See a description of the 2025-2028 Strategic Planning Process diagram
- 2023:
- The 2025-2028 Strategic Planning Process Begins. Strategic Themes Established
- 2024:
- College Divisions (Academic Affairs, Finance, etc.) brainstorm Strategic Objectives related to themes.
- PCC Community Poll on which Strategic Objectives to ratify
- Strategic Objectives finalized and approved by the board
- 2025:
- Proposal process opens for projects to achieve Strategic Objectives
- Projects Approved and Implementation Begins
See a description of the seven phases of the 2025-2028 Strategic Planning Process
- Preliminary planning and dialogue to outline the process, plan, and development of the College’s strategic plan. This phase primarily involves collaboration and partnership between the Office of the President and Strategy, Policy, and Integrated Planning.
- Establish platforms and forums to promote intentional and productive open communication, transparency, and dialogue with internal and external stakeholders. The College prioritizes various methods and structured (but flexible) scheduling to create a collaborative environment for stakeholder engagement.
- Utilize a data-driven approach to assess the landscape, evaluate, and ideate. This will encompass both internal and external factors in the current environment.
- Review and Prioritization Work sessions will focus on reviewing the draft report (summarizing key themes identified through the stakeholder engagement process), providing feedback, identifying high-level strategic themes, and facilitating engagement within their respective divisions/departments
- The Board will approve the Strategic Themes and Objectives for the College.
- The SPIP division is primarily responsible for the institutional implementation of the approved plan. This will include Proposal Development; Proposal Prioritization and Approval; Project Development; and Project Implementation.
- A cycle of regularly collecting, reviewing, reporting, and acting on information about Project Implementation. Throughout the lifecycle of a project, objectives will be defined, measured, and evaluated through SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) metrics.
Strategic Plan 2020-2025: Discovering New Possibilities
Looking for information about the previous strategic plan? See the 2020-2025 Strategic Plan: Discovering New Possibilities.
Strategy, Policy, and Integrated Planning
Learn more about the Strategy, Policy, and Integrated Planning Division.
Questions? Contact Sarah Rose Evans, Strategic Planning Manager, at sarah.roseevans@pcc.edu