PRESIDENT’S WORK PLAN 2018–21

OPPORTUNITY EQUITABLE STUDENT SUCCESS

Our student population reflects the diverse communities that we serve,

Improve socio-economic mobility for students, particularly low-income our students graduate at a constantly increasing rate and disparities in student
students from underserved communities. outcomes are significantly reduced or eliminated.

Examples of Strategies Goals Related to Opportunity Examples of Strategies Goals Related to Equitable Success

Leverage or obtain additional resources
for PCC and our students by strategically
building on existing partnerships and
forging new ones cohesively with:
w s tate agencies/entities
(e.g., Department of Human Services,
Higher Education Coordinating
Commission, Governor’s Office,
The Oregon Workforce Talent
Development Board, the Oregon
Legislature, etc.)
w local school districts
w universities
w employers and business associations
w cities
w establish and operationalize the
infrastructure for building or expanding
strategic partnerships:
t he Employer Partnership
Committee
Pathways to Opportunity
PCC K-12 Council
t he Communities of
Color Advisory Council
listening sessions for the next
PCC Strategic Plan
w work to garner additional public and
YESS (Yes for Equitable Student Success) w increase student completion rates
strategies and related initiatives –
leading indicators such as:
2018-19 is the year for implementation
of YESS initiatives and: – quarter to quarter retention
w alignment of district-wide YESS and – developmental
campus work plans education outcomes
w decrease disparities in these rates
w implementation of President’s
between student populations
Excellence Fund projects (many
of which are focused on equitable
student success)
w continued evolution toward
becoming a learning organization
(e.g., implementation of a talent
management system)
w identification, communication and

ES
private resources pursuit of strategic Key Indicators of

EM

ST
w counties

TH
Achievement regarding equitable

R
 ork with cities, counties, state
w

A
E
R

TE
student success and long-term

O
w multi-county government

G
C
legislature and federal government,

IC
D
alignment of the new strategic plan,

G
A

O
w housing and transit authorities private funders

A
N
the biennial budget development

LS
O
SI
process and accreditation (see reverse

IS
w the federal government  ctively engage in the PCC
a

M
Foundation Campaign for side) along with alignment of the
w policy intermediaries
college and board goals;

C
O
Opportunity) to increase

M
w the local press and news outlets

M
w pursue new public and private funding

LS
opportunity for students and the

A
IC

O
w community-based organizations/ for student success

A
communities they come from

G
TI

D
O
non-profits

R
N

A
S

O
TH

B
w philanthropic donors

EM
ES
 PRESIDENT’S WORK PLAN STRATEGIC PROCESS ALIGNMENT TIMELINE

2017-2019 2019-2021 2021-2023 2023-2025

Biennium Biennium Biennium Biennium

17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25

END OF WORK PLAN, BEGINNING OF STRATEGIC PLAN

19-21 biennial 21-23 biennial 23-25 biennial 25-27 biennial
budget submitted budget submitted budget submitted budget submitted
Supplemental to board in to board in to board in to board in
Supplemental Supplemental Supplemental
Budget due March 2019 March 2021 March 2023 March 2025
Budget due in budget due in Budget due in
to board in
June 2020 June 2022 June 2024
June 2018

Supplemental Supplemental Supplemental Supplemental

Budget due Budget due Budget due Budget due
Budget
to board in to board in to board in to board in
June 2019 June 2021 June 2023 June 2025

Work on Phase 1* Work on Phase 2* Work on Final

New budget model
of new distribution of new distribution Phase* of new New distribution
Complete Phase 1* implemented
formula formula Complete Phase 2* distribution formula formula completed New budget model
of new distribution
distribution formula and implemented implemented
formula*
in 23-25

Structural Study
Continue Strategic
Plan the Strategic planning Process
Planning Process
Align Plan with
Strategic (Env. Scan, External
21 – 23 Budget
Plan Input, Internal
By March of 21
input, etc.)
Write the Plan
Begin Strategic
planning process

Review Mission Full Cycle Visit in

Accreditation Mid Cycle Visit
Statement Spring of 2022

04/18/2019