Phoenix College's 6-Year Strategic Plan (2023 - 2028)
To ensure Phoenix College delivers on its vision, we have identified nine strategic priorities to guide our efforts over the next six 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.
Support students in reaching their goals as soon as possible.
Goal 1A
Reduce the campus-wide annual median years to graduate from 5.3 years to 4.3 years, ensuring that traditionally underperforming student groups experience decreased annual median years to graduate at equal or greater rates.
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 students.
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 utilization of Advising and 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. Ensure that baseline data collection is completed with response rates similar to or greater than response rates on the District Employee Satisfaction Survey and that data is able to be disaggregated by employee classification (e.g., faculty, administration, non-exempt staff, etc.) and demographics.
Champions: IR Director, 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 student utilization of community-provided resources is representative of the PC student population.
Champions: Development Director, Community Relations, Dean of Industry & Public Service
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 that all students have access to and participate in work-based experiences while attending PC.
Goal 6A
Increase access to work-based experiences (WBEs) ensuring that 100% of students participate in at least one WBE during their time at PC.
Champion: Dean of Industry & Public Service
Goal 6B
Ensure equitable access to and intentional engagement in WBEs as evidenced by annual student participation representing the PC population.
Champion: Dean of Industry & Public Service
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 known, efficient, fairly constructed, implemented with fidelity, and effective.
Goal 7A
Develop performance dashboards that include baseline and year-over-year performance data for key operational systems. Champion: IR Director
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
Operationalize a robust culture of data-informed continuous improvement.
Goal 8A
Increase student learning assessment to 100%, ensuring that all residential and adjunct faculty deliver at least one assessment of key student learning each semester and complete the annual individual assessment form each year, empowering PC to make decisions that are driven by student learning outcomes.
Champions: VPAA, VPSA
Goal 8B
Ensure that 100% of staff who impact student learning engage in at least one student learning outcomes assessment, conducted at the program or department level each semester and complete the annual individual narrative assessment report each year.
Champions: VPAA, VPSA
Goal 8C
Ensure all departments regularly engage in data-informed program review.
Champions: President, VPAS, VPAA, VPSA
Goal 8D
Use data to drive resource allocation (time, fiscal, capital, human).
Champions: President, VPAS, VPAA, VPSA
Open access and support students in persisting to completion.
Goal 9A
Increase the percentage of First Gen Students who complete 12 credits in the first semester and 24 credits in the first year, ensuring that historically underperforming student groups experience increased credit accumulation at equal or greater rates. Champions: VPSA, VPAA
Goal 9B
Support students to increase Fall to Fall persistence (accounting for Fall to Spring graduates) among First-Gen Students annually, ensuring that historically underperforming student groups experience increased persistence at equal or greater rates.
Champions: VPSA, VPAA, VPAS
Goal 9C
Develop data collection tools and methods that support students’ educational needs and monitor their progress toward explicitly identified, personal and professional goals.
Champions: VPAA, CIO, IR director, Dean of Industry & Public Service