Projects funded with strategic investment funds
Strategic Enrollment Management
Our Strategic Enrollment Management (SEM) project will expand upon and fully develop a strategic enrollment management philosophy, plan, marketing strategy, and associated budget model that recognizes and centers shifting community demographics and the education and training needs of underserved and marginalized community members.
Electronic Security Systems
Leveraging a 2020 commissioned analysis by the Faith Group (a consulting group focused on enterprise security systems) and an internal PCC working group, Phase I will completely restructure the support model for video surveillance, electronic door locks, mass notification, and emergency alert systems at the college. Phase II will see future Bond investments creating an upgraded, holistic, security infrastructure at the college.
Bold Innovative Growth (BIG Project for Multiple Modalities)
The BIG project helps address barriers to higher education and training through expanded educational opportunities in multiple modalities that meet student needs for access and flexibility. Depending on the extent of growth, we can generate new revenue opportunities through the expansion of courses and programs delivered online – whether credit or non-credit. This project houses six individual projects:
BIG Innovation and Tech Operations
Establish the executive dean’s office operations that oversee the creation of the new division of innovation and technology in support of achieving AA/SA’s strategic initiatives.
BIG Online Growth and Quality
Add Online Learning staffing resources to increase the quantity and quality of online and hybrid instructional modalities through instructional design, media, faculty development, support, training, mentoring, and course development. Practices and procedures will also be developed where needed in alignment with Academic Affairs leadership and department or operating policies.
BIG Learning Technology and Innovation
Increase human resources and operational infrastructure, expanding support for learning technologies across all instruction at the college. This includes, but is not limited to, expanded technology management resources, faculty technology training, user support for faculty and students, and emerging technologies.
BIG Online Student Success
Establish leadership to support Student Affairs leaders as they develop a comprehensive service delivery philosophy and operating model that incorporates multiple, accessible modalities and pilot success coaching for online students.
BIG Project Management Office Operations
Establish a new project management office including staffing, operations practices, department policies, and procedures to support technology project management for AA/SA in completing the strategic goals of the college.
BIG App Systems Operations
Expand the applications systems and support department with additional staffing, redesign of operational practices, department policies, and procedures, as the foundation for AA/SA technology systems and users to deliver on the strategic goals of the college.
Strategic Course Scheduling
This project will create a strategic course scheduling model that is responsive to the needs of our students and community and takes into account multiple modalities, time, location, and academic program maps. The model will promote cross-location collaboration and coordination, efficiency, space utilization, and resource savings.
Institutional Equity Plan
The Equity Planning Process will effectively respond to ongoing needs, enhance efforts already in progress, and accelerate transformative change toward a more equitable and socially-just PCC as part of departmental plans throughout the college.
Professional Development Program
The professional development process will establish and provide training on key competencies, and align with employee assessment and goal setting to support accountability in our leaders, faculty, and staff, and achieve college initiatives on equity, inclusion, belonging, and excellence.
Develop a Comprehensive Transition Plan
The purpose of the Development of a Comprehensive Transition Plan is to establish a long-term plan to address deficiencies and areas out of compliance, so student accessibility is consistent across the college. The project will assess and enhance all college spaces, both physical and virtual, to increase the number of welcoming and healthy spaces that are designed as flexible and accessible, prioritize technological and educational systems that are interchangeable, and are easily updated and modified.
Strengthen and Structure College Communications
College communications, both internal and external, have evolved organically over the years, with some oversight provided by district offices and some by campus leadership teams. With the adoption and implementation of a one-college model and college-wide reorganization, we have the opportunity to create a strategic, holistic plan for PCC that includes and unifies internal communications, media relations, public relations, community engagement, and marketing within the College Advancement division.
Student Belonging, Engagement, and Well-Being
This personnel investment ensures the continuity and institutionalization of the Outreach and Advocacy Project and provides critical support and direct service to student survivors of gender-based violence and sexual assault. The program addresses equitable access and support for an increasing number of students reporting barriers to their educational progress due to interpersonal violence and its impacts. The program also provides advocacy and support for Title IX compliance.
Workforce Development and Opportunity Centers
With a WorkSource Center and DHS office on site, and Community Workforce Development (CWD) staff situated in workforce partner offices across the Portland metropolitan area, we take PCC’s front door to where the most marginalized and underrepresented populations are in need of a better job, training, and education. With funding from the college and additional funding from contracts and grants, these centers aim to reverse racial and economic disparities. They offer equity-based strategies for the college to become “student-ready” and to create a pipeline of students prepared to succeed in education and connect with career-track employment.