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Board Priorities

Fall 2015-Fall 2016 Priorities and Action Items

At the July 30-31, 2015 PCC Board of Governors’ retreat, the following priorities and action items were identified.  Action item progress will be evaluated as part of the annual Board Self-Evaluation.

I.  Strategic Direction 1: Reaffirm Higher Learning Commission's (HLC) accreditation and fully commit to the HLC Guiding Values

Board Priority 1:  All HLC core components that are met with concern will be successfully addressed.

Board Action Items

a. Review the progress on addressing HLC concerns at Board of Governors’ (BOG)  meetings and provide further direction as appropriate; Fall 2016

b. Approve the “Notice Report” to the HLC; June, 2016.

c. Prepare for the HLC Focus Evaluation visit in September, 2016; Spring 2016 and Fall 2016.

II.  Strategic Direction 2: Improve student access and success

Board Priority 1:  A systematic approach that eradicates barriers to enrolling, improves student success, and strengthens developmental education will be developed.

Board Action Items

a. Strengthen Board Policy 3.30 on Student Success and ask the Chancellor to integrate specific components from the Association of  Community College Trustees Governance Institute for Student Success priorities identified at the Statewide meeting in April 2015; Spring  2016

b. Adopt a new Board Policy on Developmental Education; Spring 2016.

c. Strengthen Board Policies 3.05 and 3.10 to reaffirm the College's commitment to Open Admissions; Spring 2016.

d. Review the progress in Student Success initiatives at monthly Board meetings and provide further direction as appropriate; September, 2015.

e. Evaluate the Community College Survey of Student Engagement (CCSSE) and provide further direction as appropriate; Spring 2016 or Fall 2016.

III. Strategic Direction 3: Strengthen the College's financial position

Board Priority 1:   A comprehensive approach to align enrollment, tax revenues, student tuition and expenditures will be developed.

Board Action Items

a. Evaluate possible resource attainment alternatives and expenditure reductions and provide further direction as appropriate; Fall 2015 and Spring 2016.

b. Assess the Chancellor's proposed plan for managing "Expenditure Limitations" and provide further direction as appropriate; Fall 2015 and Spring 2016

Board Priority 2:  The strengthening of the PCC Foundation will be encouraged.

Board Action Items

a. Discuss recommendations to better define and strengthen the PCC Foundation; Spring 2016 or Fall 2016.

b. Support more fundraising events on campuses by allowing the Foundation to serve alcohol at selected venues; Spring 2016

Board Priority 3:  Enrollment management and advertising strategies will be strengthened.

Board Action Items

a. Evaluate efforts to strengthen enrollment management and advertising initiatives; Fall 2015.

b. Support recruitment by attending more community events such as the college fair; Fall 2015 and Spring 2016.

IV.  Strategic Direction 4: Improve responsiveness to the needs of business and industry and economic development opportunities

Board Priority 1:  The BOG will increase its knowledge of the workforce and economic development needs in the community.

Board Action Items

a. Attend meetings with the Workforce Invest Board, Sun Corridor Inc. (formerly known as TREO) or other similar organizations to become more knowledgeable about the economic development needs in Pima County and Arizona; Fall 2015 or Spring 2016.

Board Priority 2: The College’s workforce development programs will meet industry standards.

Board Action Items

a. Evaluate specific occupational program review reports and other reports to confirm that the College is meeting industry needs and provide further direction as appropriate; Spring 2016 or Fall 2016.

Board Priority 3:   The Board will become better informed and advocate for State policy changes that enhance PCC’s ability to be responsive.

Board Action Items

a. Review State legislative updates with the College’s lobbyist and assist in State and local advocacy; Spring 2016.

V.  Strategic Direction 5: Increase diversity, inclusion, and global education

Board Priority 1:  There will be a comprehensive approach with a goal of students and employees reflecting the diversity of the community.

Board Action Items

a. Review the diversity plan and provide further direction as needed; Spring 2016 or Fall 2016.

Board Priority 2:  A plan for global education will be implemented that fosters global understanding and is cost-effective. 

Board Action Items

a. Evaluate the global education plans at a BOG meeting and provide further direction as needed; Spring 2016 or Fall 2016. 

VI.  Strategic Direction 6: Develop a culture of organizational learning, employee accountability, and employee development

Board Priority 1:  All employees will foster a culture that supports team-building, innovation, risk-taking, inclusivity, respect, transparency, and accountability.

Board Action Items

a. Model respect, civility, support for innovation, inclusivity and a spirit of inquiry at all BOG meetings; ongoing.

b. Build camaraderie by encouraging the Chancellor to have more college and campus celebrations and team building events; ongoing.

c. Expect that all College organizations/groups will model respect, civility, support for innovation, inclusivity and the spirit of inquiry; on-going.

d. Incorporate an Innovation Showcase topic at select BOG meetings and/or study sessions and invite employees to present; Spring 2016.

Board Priority 2:  The Chancellor will lead a comprehensive approach to managing change designed to strengthen the institution.

Board Action Items

a. Expect improvement in all aspects of communication including requesting the Chancellor develop parameters on how to roll-out major change initiatives; Spring 2016.

Board Priority 3:  The Chancellor will foster a culture that supports inquiry and evidence based-decision making.

Board Action Items

a. Evaluate timely reports based on the newly created BOG reporting calendar to strengthen evidenced based decision-making; Fall 2015.

b. Request that reports or information items presented to the BOG include data as appropriate and be visible to the audience; Fall 2015.

VII.  Strategic Direction 7: Strengthen Organizational Functioning

Board Priority 1:  Comprehensive long-range facilities and educational master plans that are integrated and include long-range resource projections will be developed.

Board Action Items

a. Analyze the outcome of the facility and education master plans and provide support by allocating resources; Spring 2016.

b. Ensure that there are internal and external opportunities to review and discuss the reports prior to being formally adopted; Spring 2016.

VIII.  Strategic Direction 8: Improve Board Performance

Board Priority 1:  Board work and meetings are focused on the most important issues facing the College.

Board Action Items

a. Collaborate with the Chancellor in developing regular meeting and study session agendas in keeping with the most important issues facing the College; ongoing.

b. Develop a BOG annual master calendar that includes regular meetings and study sessions, self-evaluation and chancellor evaluation, and key events; Fall 2015.

Board Priority 2:  An effective Board-Chancellor partnership will be strengthened.

Board Action Items

a. Adhere to communication protocols defined in the BOG Bylaws; refer community, employee and student complaints to the internal processes and to the Chancellor as appropriate; ongoing.

b. Uphold the principles and practices defined in policy and in the Board Bylaws section X.3.8 related to delegation of authority to the Chancellor; ongoing.


Archive of Board Priorities, Strategies and Plans