Phoenix College's Strategic Plan (2023 - 2030)
To ensure Phoenix College delivers on its vision, we have identified eight strategic priorities to guide our efforts over the next eight years. Each strategic priority was developed from a rich dataset that includes quantitative performance data from key performance measures as well as qualitative data gathered through widespread stakeholder input. These strategic priorities are supported by specific goals that articulate expected performance upon the conclusion of this plan.
Priorities and Goals Defined
Priorities acknowledge the most essential areas for improvement within each Strategic Commitment. Driving improvement in these focus areas is essential to ensuring PC fulfills the vision laid out by the Strategic Commitments.
Goals articulate exactly what must be accomplished to generate the positive change called for in the Priorities. Each goal aligns to an organizational key performance indicator that accurately reflects PC’s unique population and efforts.
The combination of Goals, Priorities, and Strategic Commitments articulate PC’s improvement hypothesis. By achieving the goals identified as most important (Priorities), PC will deliver on its Strategic Commitments. In so doing, PC is achieving its mission and working toward its vision of a passionate and engaged community working together to ensure learning so that everyone achieves their dreams.
Phoenix College is committed to monitoring and continuously improving performance in six key areas. Strategic Commitments encompass the most critical components of the College’s work and articulate PC’s vision for excellence in each.
Student Success
Students from our broad community set and achieve goals related to their education and career. Students have personalized resources and supports to reach their goals.
Provide access to educational opportunities and comprehensive support for students to persist to award degree completion.
Goal 1A
Reduce the campus-wide annual median years to graduate, ensuring that traditionally underperforming student groups experience decreased annual median years to graduate at equal or greater rates.
Champions: VPAA, VPSA
Goal 1B
Increase annually the number of student graduates and transfers.Increase annually the number of student graduates and transfers.
Champions: VPAA, VPSA
Student Experience
Students experience ongoing, personalized attention that is responsive and timely, leading them to be deeply engaged with campus life and community. PC actively removes barriers to support students in achieving their goals.
Elevate the PC experience in areas that matter most to student success.
Goal 2A
Close the gap between service and resource importance and satisfaction, learning, utilization rankings so that the services and resources most important to students are also the services and resources students are using consistently and are most satisfied with.
Champions: VPAA, VPSA
Goal 2B Increase student participation in first year student experiences and services.
Champion: VPSA
Goal 2C Increase student utilization of Advising, Career Services and Placement Services each year.
Champion: VPSA
Employee Satisfaction & Engagement
PC’s culture is rooted in care, mutual respect, and accountability. Every person strives to make a personal contribution that serves the greater good of our students, and they have the tools, resources, and training needed to thrive in their roles.
Ensure that all PC employees have the resources and supports they need to do their jobs well.
Goal 3A
Increase the percent of PC employees who report having the resources needed to do their jobs well on the District Employee Survey each year.
Champions: VPAS, HR Director
Develop localized, meaningful data measures that address PC culture and employee needs.
Goal 4A
Develop and implement a local-level survey that provides actionable information for ongoing improvement in PC’s culture.
Champions: AVP IE, HR Director
Community Partnership
PC is a respected community partner known for innovation and support. Partnerships are rooted in trust and create sustainable opportunities in targeted categories, that are prioritized, and aligned with institutional and community needs.
Maximize community-provided resources to support students in achieving their goals.
Goal 5A
Ensure that students have access to community-provided resources.
Champions: AVP IA, Community Relations, AA Deans
Industry & Workforce Needs
Phoenix College is a respected partner that drives a healthy economy in Phoenix and surrounding communities. Partnerships provide students work-based experiences, respond to workforce needs, and/or define critical economic drivers.
Ensure all students have access to and participate in work-based experiences.
Goal 6A
Continually develop high-quality work-based experience (WBE) opportunities for students across all fields of interest.
Champion: AA Deans
Goal 6B
Increase participation in work-based experiences (WBEs).
Champion: AA Deans
Systems & Operations
Key systems and processes are effective, and resources are allocated in alignment with organizational goals and values. Teams across the institution are accountable and practice continuous improvement to achieve efficiency and institutional excellence.
Ensure that key operational systems are clearly documented, transparent, accessible, and implemented with consistency and fidelity.
Goal 7A
Develop performance dashboards that include baseline and year-over-year performance data for key operational systems, supported by foundational data literacy development for employees who rely on these systems.
Champion: AVP IE
Goal 7B
Annually, utilize baseline performance data (access and perception) to identify priority systems for improvement, developing action plans to examine equity, and increase efficacy, efficiency, and fidelity implementation.
Champion: President
Ensure key operational systems are monitored through meaningful metrics and evaluated regularly to guide planning, decision-making, and improvement. Operationalize a robust culture of data-informed continuous improvement.
Goal 8A
Increase student learning assessment to 100%, empowering PC to make decisions that are driven by student learning outcomes.
Champions: VPAA, VPSA
Goal 8B
Use meaningful performance measures and institutional data to evaluate operational systems annually, identify improvement priorities, and implement targeted action plans while increasing campus-wide capacity and expectations for using data, metrics, and KPIs in planning and decision-making.
Champions: VPAA, VPSA
Goal 8C
Annually, use baseline performance data on system access and user perception to identify priority systems for improvement, developing action plans to advance system efficacy, efficiency, and implementation fidelity.
Champions: President, VPAS, VPAA, VPSA
Goal 8D
Use data to drive resource allocation (time, fiscal, capital, human).
Champions: President, VPAS, VPAA, VPSA