Strategic Planning

Annual cycle will be clearly articulated and calendared
Membership will be redefined - inclusive, yet responsive
Appropriate College Plans (TCT, Academic Affairs, Facilities Master Plan, Financial Plan, etc) will be linked and aligned with College Strategic Plan
Strategic Planning sub committees (TCT, Capital Planning, Enrollment Management, BDST) will be linked and aligned with the Strategic Planning Process; clarity of decision making/ recommendation process will be determined
Role and function of sub committees will be clearly delineated or reaffirmed
College decision making process related to SP will be delineated or reaffirmed
A process to develop effective and directive annual College Priorities will be developed
A Strategic Planning agenda for FY11 will be developed
Strategic planning core functioning will be aligned with the Indicators of a Learning Centered College

Automated Planning and Budgeting (APB)

The APB process and calendar will be aligned with the Strategic Planning Process
System updates will be made to align APB with current Fund structure and process change
The APB calendar will be aligned to maximize actual use of operational plans and annual reporting as leadership tools at the division and department levels
The Annual Reporting process will be integrated into district reporting requirements

Program Review (out of class)

Develop a plan and process to begin institution-wide out of class program review process
A process will be developed for new program initiatives that includes: program and learning outcomes will be clearly defined for all new PVCC program initiatives in advance of implementation; pilot timeline; formative evaluation; resources required; alignment with College priorities; review process

Institutional Effectiveness (IE)

MCCCD IE best practices will be benchmarked
PVCC will maintain an integrated IE function inclusive of institutional research, strategic planning, program review, and assessment
Institutional level IE roles for institutional research, program review, and assessment will be delineated or reaffirmed
Appropriate leadership will be defined and position filled
A plan to address HLC 2005 Final Report will be developed in response to issues related to assessment, program review and strategic planning that remain pending
A system of formative evaluation will be developed for implementation with all new programs
Information and reporting needs (including key college decision making metrics) to support the strategic planning process (including SPT sub teams) will be identified.
A strategy to “push access to information (i.e. though dashboards) to end users will be identified.

College Organizational Structure (Are we organized to do our best work?)

College organizational structure will be evaluated
Administrative leadership needs will be identified and prioritized (including unfilled and proposed new positions)
Distribution of current and/or realigned administrative resources (positions, funding) will be evaluated
Organizational efficiencies to align out of class units engaged with student learning will be better aligned with Academic Affairs
Clustering of like programs to reduce administrative “overhead” will be achieved; combining of like functions will be considered
Duplication of administrative leadership for shared programs (cross divisional) will be minimized