The 2020-2025 Strategic Plan prepares the college for the future of higher education, addressing the long-term impacts of the pandemic on academic life, preparing to adapt to future enrollment and demographic shifts, and more. Our strategic plan and associated projects reflect our commitment to equitable student success and fulfilling the mission of delivering access to quality education in a collaborative culture of diversity, equity, and inclusion.
A continuous process to adapt and evolve
The college has expanded from four themes, Belonging, Delivery, Workforce, and Enterprise, to twenty initiatives approved by the Board in November 2020. From those initiatives, 32 projects were developed by Cabinet Sponsors and the project managers they identified. The first wave of projects will launch in November 2021, in some cases continuing the work that has already begun, and projects will roll out on a continuous basis based on each project’s priority and needs. As part of a continuous process, not all of the projects will begin at the same time, and new projects may be proposed and added to this list. To kick off the efforts, 10 projects were approved to move forward with strategic investment funds.
The strategic plan aligns with:
- Yes to Equitable Student Success (YESS)
- Accreditation Standards for the Northwest Commission of Colleges and Universities (NWCCU)
- The college’s budget planning process
- The six equity objectives overseen by the Office of Equity and Inclusion
Why strategic planning is critical
Learn why PCC is committed to preparing for the future of higher education while working to close opportunity gaps for historically underserved students.
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- Belonging: Transform our learning culture toward creating a sense of belonging and well-being for every student
- Delivery: Redefine time, place, and systems of educational delivery to create a more learner-centric ecosystem
- Workforce: Respond to community and workforce needs by developing a culture of agility
- Enterprise: Cultivate a long-term sustainable college enterprise
Transform our learning culture toward creating a sense of belonging and well-being for every student
Definition of belonging: After an individual’s basic needs are met, the door is opened to create a sense of belonging. This sense of belonging is foundational to helping an individual self-actualize and thrive within an institution. In the college environment, both the academic and social elements work in tandem to create a sense of belonging. A sense of belonging is relational, reciprocal, and dynamic. It cultivates a feeling that the individual matters to the group, and that their personal identity and contributions are valued. Individuals experience that they are indispensable to the group and feel safe presenting themselves authentically in the group.
For the Belonging strategic area of focus, the 2020-2025 strategic initiatives are:
- Create a sense of belonging in our learning environment as a college priority, and as a key factor in equitable student success.
- Ensure every student has the opportunity to participate in an orientation experience.
- Provide onboarding to all new employees to create a sense of belonging.
- Provide training to all employees to develop competencies in principles of intercultural communication, systemic racism and social oppression, and culturally responsive practices that support our students and each other.
- Develop and support a culture where all faculty and staff feel regularly acknowledged, inspired, engaged, and supported by each other and the college.
Redefine time, place, and systems of educational delivery to create a more learner-centric ecosystem
For the Delivery strategic area of focus, the 2020-2025 strategic initiatives are:
- Cultivate a culture of student-focused teaching excellence, grounded in culturally-responsive, anti-racist pedagogies.
- Design and strengthen the innovative and appropriate use of technology, becoming a leader in advancing equitable student success in all learning modalities.
- Develop and scale learner-centered class offerings by expanding access in time, place, duration, and delivery in response to student and community pathways and barriers to our current course and class models.
- Create a teaching, learning, and technology innovation hub centered around equity and driven by assessment of student learning outcomes, the unique needs of learners, and our workforce needs.
- Implement comprehensive and equity-conscious support services that center the experiences of students who are most directly impacted by college delivery decisions.
Respond to community and workforce needs by developing a culture of agility
For the Workforce strategic area of focus, the 2020-2025 strategic initiatives are:
- Create new and sustain existing programs that lead to living wage jobs with partners that are rooted in core values related to equitable opportunity through education.
- Establish a holistic college and career readiness experience that is integrated in student orientation and connected to inclusive, anti-poverty, and equitable support programs and resources that include in-program coaching and career launching support.
- Provide students with a path for professional growth and advancement through work-based learning opportunities.
- Create a data-informed continuous improvement ecosystem to establish agile decision making and build the infrastructure for implementation.
- Welcome prospective students and partnerships with local employers including private, public and non-profit sectors, and community partners by removing barriers to entry and engagement.
Cultivate a long-term sustainable college enterprise
Definition of sustainability: Sustainability is the capacity to continue mission-aligned services while promoting economic prosperity, social equity and environmental stewardship. This “triple bottom line” approach informs the college’s mission, vision, and values, and promotes PCC as a positive economic, social, and environmental steward.
For the Enterprise strategic area of focus, the 2020-2025 strategic initiatives are:
- Advance equitable student success through the creation and diversification of new revenue streams that cultivate sustainability, align with PCC mission, and imagine new opportunities.
- Create a more equitable college model and experience while expanding sustainable operations across the college that are responsive to the community and agile in the face of change.
- Center and use proven anti-racist and anti-oppression systems to foster positive economic, environmental, and social growth, and provide accountability at all levels of the organization.
- Collaborate with our Portland metro area community, colleges and universities, primary and secondary educational partners, and business community to improve efficiency and ensure long-term viability of our enterprise
- Align and coordinate proactive college-wide planning based on assessment of internal and external factors, conditions and constituents with service toward our most marginalized and vulnerable populations as a guidepost.
In the news
- Feedback Needed on Facilities Planning
- October 4, 2021
- This feedback will help finalize the college’s Facilities Plan, which is its vision for future growth
- A Sustained Reopening
- September 27, 2021
- After 18 months of remote operations, PCC is transitioning back to some in-person training and services
- Federal emergency funds assist PCC students
- June 30, 2021
- Since March 2020, Portland Community College has been awarded nearly $40 million in federal emergency relief funds to support students […]
- New Strategic Plan a Community Effort
- January 28, 2021
- For more than a year, amidst a global pandemic, remote operations, racial unrest and regional wildfires, Portland Community College worked […]
- Strategic Planning survey open until 10/30
- October 23, 2020
- Portland Community College’s Strategic Planning process launched more than a year ago, and since then, its Steering Committee has weathered […]
- Survey Launched for Strategic Planning Effort
- January 23, 2020
- The college has opened an online survey as part of its strategic planning process, and invited key internal and external stakeholders to participate
- View more ...