Destination 2022 Progress Update (January 2022)

PUEBLO

CAÑON CITY

MANCOS

DURANGO

BAYFIELD

2021 CONCLUSION

DESTINATION 2022 PROGRESS UPDATE:

2021 Overview

The final year of the Destination 2022 strategic plan provided many accomplishments due to the hard work and dedication of the entire PCC team. The COVID-19 pandemic continued to impose considerable challenges, impacting every aspect of the college. The 2021 results would not have been possible without the PCC team remaining diligently focused on student success.

• Of the original 129 KPIs, 22% were either eliminated, in an off-year for administration, not available, or not able to be tracked.

• 58% of the remaining 100 KPIs in Destination 2022 were met or completed as of December 2021.

• 4% of the KPIs were not provided due to restrictions imposed by the COVID-19 pandemic.

• In total, 38% of the KPIs finished short of the target in 2021.

STRATEGIC IMPERATIVE ONE:

Student Success

Pueblo Community College will develop a learning environment that helps students acquire the knowledge, skills, and experience necessary for advanced education, successful careers, and personal growth.

1.1a

1.1c

Increase placement in college-level courses by 2% annually

4000 3500 3000 2500 2000 1500 2015

2016

2017

2018

2019

Actual

1.1b

2020

2021

Offer at least three initiatives that address student socialcognitive needs annually.

January 2022 Target: 70 January 2021 Actual: 63 Comparison to Target: N/A Notes and Updates: Spring 2021 events/activities were mostly held virtually or as grab-and-go events. The Director of Student Life and Leadership position was filled on July 1, 2021. In July, the go-ahead was given to have in-person events on campus for student engagement.

While the number of events was almost the same for each semester, the in-person events during the Fall 2021 semester yielded many more students who engaged in the activities.

2022

Goal

Increase successful completion of college-level general education courses by 2% annually

1.2a

100

50

80

40

Increase the percentage of first-year students who persist (fall-to-fall) by 2% annually

30

60 2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

Increase the percentage of first-year minority students who persist (fall-to-fall) by 2% annually

1.2b

1.4a

Develop and offer at least three co-curricular learning activities each year that are aligned with the learning outcomes of the curriculum.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Achieved for 2020 Notes and Updates: Over 220 co-curricular events have been held over the course of the strategic plan.

1.4b

Increase annual student attendance at co-curricular learning activities to 25% of the student body by 2022.

January 2022 Target: 25% January 2021 Actual: Not completed Comparison to Target: Not completed Notes and Updates: Goal not reached due to limitations created by the COVID-19 pandemic.

1.5a

Increase “Preparedness” score average on Graduate Exit Survey* by 2% annually. *Analytic model pending January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates:

1.5b

Increase “Hard Skill” score average on Employer Survey* by 2% annually. *Analytic model pending January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates:

1.5c

Increase “Soft Skill” score average on Employer Survey* by 2% annually. *Analytic model pending January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates:

1.6a

Dedicate a minimum of 5% of marketing budget to promoting transfer programs annually.

January 2022 Target: 5% January 2021 Actual: 32% Comparison to Target: Exceeded Target Notes and Updates:

1.6b

Dedicate five events per year to promoting transfer programs.

January 2022 Target: 5 January 2021 Actual: 8 Comparison to Target: Exceeded Target Notes and Updates:

50

40

30 2015

2016

2017

2018

2019

Actual

1.2c

1.3a

2020

2021

2022

Goal

Increase CCCS Climate Survey scores for student support by 5% every two years.

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: Develop and offer at least three professional development opportunities each year that align with emerging best practices and needs assessment to deliver and measure rigorous and innovative instruction.

January 2022 Target: 3 January 2021 Actual: 8 Comparison to Target: Achieved for 2020 Notes and Updates: Faculty-led professional development included opportunities such as PCC Flex Boot Camp, The 5 Pillars of Brain Health, Grit, Growth Mindset, and Student Agency.

1.3b

Improve the level of student achievement in institutional learning outcomes by 2% annually

90

80

70 2017

2018

2019

2020

Actual

1.3c

2021

2022

Goal

Increase part-time instructor participation in the Assessment of Student Learning process by 5% annually.

January 2022 Target: 31.8% January 2021 Actual: 24.8% Comparison to Target: Short of target Notes and Updates: Preliminary data as of January 4, 2022. Note that some instructors may still need to enter scores for Fall 2021.

1.3d 80

Increase the percentage of courses scoring at least 4.5 on the course average on Student Evaluation of Instruction (SEI) forms annually

1.6c

Increase enrollment in upper-division STEM courses by 5% annually

2000

1500

1000

500 2015

70

2016

2017

2018

Actual 60 2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

2019

2020 Goal

2021

2022

1.6d

Increase minority student enrollment in upper-division STEM courses by 5% annually

1.6h

800

50

700

40

600

Increase minority student transfer rate by 2% annually

30

500

20

400

10

300

0

200 2015

2016

2017

2018

2019

Actual

1.6e

2020

2021

2015

2022

Increase number of transfer-eligible AA and AS degrees by 2% annually

200

2017

2018

2019

Actual

1.6f

2020

2018

2019

2021

2022

Goal

1.7a

Develop and implement a formal institutional plan that includes both academic and student support for distance learners by Fall 2022.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Notes and Updates:

1.7b

Devote a minimum of 1% of general funds to the development of online delivery annually.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Notes and Updates:

Goal

Increase number of transfer-eligible AA/AS degrees awarded to minority students by 2% annually

100

1.7c

60

2021

Increase the aggregate response average of relevant CCCS Climate Survey items by 5% every two years.

January 2022 Target: Off Year January 2021 Actual: Off Year Comparison to Target: N/A Notes and Updates:

2022

80

2020

1.6i

150 2016

2017

Actual

Goal

250

2015

2016

Increase enrollment in online courses by 5% annually

4000

40 2015

2016

2017

2018

2019

Actual

2020

2021

2022

3500

Goal

3000

1.6g

Increase transfer rate by 2% annually

2500 2015

35

2016

2017

2018

Actual

2019

2020

2021

2022

Goal

30 25

1.7d

20 15 10 5

2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

Identify and convert five additional degree or certificate programs to be available through PCC Online by 2022.

January 2022 Target: 5 January 2021 Actual: 13 Comparison to Target: Exceeded Target Notes and Updates: Degrees and certificates from the Health Information Technology program, Radiologic Technology BAS, Respiratory Therapy BAS, Nursing BSN, Dental Hygiene BAS, and Advanced Paramedic Practitioner BAS are available through PCC Online.

1.7e

Increase the number of unique courses offered online by 7% annually

350

1.7f

Increase course pass rates in online courses by 5% annually

100

300 80

250

200

60

2015

2016

2017

2018

2019

Actual

1.7f

2020

2021

2022

2015

2016

Goal

2017

2018

2019

Actual

Increase course completion rates in online courses by 5% annually

1.7g

100

2020

2021

2022

Goal

Increase the aggregate response average of relevant CCCS Climate Survey items by 5% every two years.

January 2022 Target: Off Year January 2021 Actual: Off Year Comparison to Target: N/A Notes and Updates:

90

80 2015

2016

2017

2018

2019

Actual

2020

2021

2022

Goal

STRATEGIC IMPERATIVE TWO:

Meeting Stakeholder Needs Pueblo Community College will expand and enhance avenues to meet the educational and workforce needs of the individuals and communities it serves.

2.1a

Increase applicants by 3% annually

2.1b

15000

6000

12000

5000

9000

4000

2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

2015

Increase under-resourced minority (URM) applicants by 3% annually

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

Increase re-admit applicants by 3% annually

2.1c

2.3b

2000

Proportion of students using Navigate will increase to 100% by 2022

100 80

1500

60 40

1000

20 500

2015

2016

2017

2018

2019

Actual

2020

2021

2022

2017

2018

Goal

2019

2020

Actual

Increase the applicant yield by 3% annually

2.2a

0

2.3c

100

80

2021

2022

Goal

Increase by 5% annually the percentage of part-time students completing their program of study within 150% of normal time

70 80

60 50

60

40 30

40

2015

2016

2017

2018

2019

Actual

2.2b

2020

2021

2022

20

2015

2016

Goal

2017

2018

2019

Actual

Increase the re-admit applicant yield by 3% annually

2.3c

100

80

2020

2021

2022

Goal

Increase by 5% annually the percentage of full-time students completing their program of study within 150% of normal time

70

80

60 50

60

40

40

30

2015

2016

2017

2018

2019

Actual

2.3a

2020

2021

2022

2015

2016

2017

2018

2019

Actual

Goal

Increase retention by 2% annually

2.3d

2020

2021

2022

Goal

Increase the number of certificates and degrees awarded by 2% annually

3500

80 70

3000

60

2500

50 40

2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

2000

2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

2.3e

Increase the percentage of students completing a degree or certificate by 2% annually

2.5a

30

60

25

50

20

40

15

2015

2016

2017

2018

2019

Actual

2.3f

2020

2021

2022

30

2015

Increase retention of remediated students by 2% annually

2016

2017

2018

2019

Actual

Goal

Increase under-resourced minority graduation rate by 2% annually

2.5b

2020

2021

2022

Goal

Increase course completion by 2% annually

100

30

25

20

15

2015

2016

2017

2018

2019

Actual

2.4a

2020

2021

2022

80

Goal

2016

2017

2018

Actual

Reduce the number of students dropped for non-payment by 5% annually

2019

2020

2021

2022

Goal

2.5c

Increase student satisfaction with Advising by 5% annually measured with the PCC Student Advising Survey.

January 2022 Target: Not Completed January 2021 Actual: Not Completed Comparison to Target: Notes and Updates: PCC Student Advising Survey was not created due to employee turnover in the Office of Institutional Research.

2.6a

Increase student use of college health, wellness, and recreation programs and facilities, as measured by headcount, by 10% annually.

January 2022 Target: 1,900 January 2021 Actual: 1,733 Comparison to Target: Short of Target Notes and Updates: The manager of the Wellness & Rec center took a new opportunity and this role has remained vacant since July 2021.

Currently, there are no plans to fund/hire this position for 2021-22.

Additionally, the 1733 check-ins may be duplicated clients. 2022 targetpending COVID restrictions.

2.6b

Increase the number of students participating in campus programming Spring Fling and Fall Fest by 2% annually and Student Organizations and activities by 10% annually.

January 2022 Target: 897 (increase of 10%) January 2021 Actual: 815 Comparison to Target: Short of Target Notes and Updates: Based on PCC’s safety protocols to navigate the COVID-19 pandemic, there were no campus events Spring 2021. Fall Fest did not occur during Fall 2021; however, PantherFest (a summer enrollment event) and first-week ASG/Student Life events were provided to the Pueblo campus. January 2022 target-pending COVID restrictions.

800 Drop for non-payment was removed in 2020 due to the COVID-19 pandemic.

700

2015

600 500 400

2015

2016

2017

2018

2019

Actual

2.4b

2020

2021

2022

Goal

Reduce the number of course cancellations by 5% annually

800 700 600 500 400 300

2015

2016

2017

2018

Actual

2019

2020 Goal

2021

2022

2.6c

Conduct a feasibility study by 2022 for adding two club sports.

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: Notes and Updates: N/A

2.6d

Increase membership in student club activities by 10% annually.

January 2022 Target: 91 (increase of 10%) January 2021 Actual: 83 Comparison to Target: Short of Target Notes and Updates: The Director of Student Life and Leadership position was filled July 1, 2021. With COVID restrictions, participation was apprehensive and not fully pursued. January 2022 target-pending COVID restrictions.

2.6e 800K

2.6f

Increase student satisfaction on the Community College Survey of Student Engagement (CCSSE) by 5% every two years.

January 2022 Target: Off Year January 2021 Actual: Off Year Comparison to Target: N/A Notes and Updates: Survey being administered Spring 2022.

2.7a

Increase duplicated attendance of individual community classes by 1% annually.

January 2022 Target: 147 January 2021 Actual: 152 Comparison to Target: Exceeded Target Notes and Updates:

2.7b

Increase the number of continuing education units (CEU) awarded by 2% annually.

January 2022 Target: 515 January 2021 Actual: 461 Comparison to Target: Short of Target Notes and Updates:

2.7c

Maintain a minimum customer overall course satisfaction level of 9.

January 2022 Target: 9.00 January 2021 Actual: 9.90 Comparison to Target: Exceeded Target Notes and Updates:

2.7d

Create or modify at least two training opportunities per year based on customer feedback.

January 2022 Target: 2 January 2021 Actual: 2 Comparison to Target: Achieved for 2021 Notes and Updates:

Increase use of social media by 5% annually, as measured by number of total engagements on main/offical college accounts

700K 600K 500K 400K 300K 200K 100K

2015

2016

2017

2018

Actual

2019

2020

2021

2022

Goal

STRATEGIC IMPERATIVE THREE:

High Performance Workforce Pueblo Community College will attract, develop, and retain a highly qualified workforce committed to student success and institutional excellence.

3.1a

Develop a position analysis procedure for positions not subject to national or programmatic standards and ensure requests for those positions are approved based on a positive benefit 95% of the time by 2017.

January 2022 Target: Completed January 2021 Actual: Completed 2019 Comparison to Target: Completed Notes and Updates:

3.1c

3.1b

Develop a position analysis procedure for positions not subject to national or programmatic standards and ensure requests for those positions are approved based on a positive benefit 95% of the time by 2017. (Eliminated) January 2022 Target: Eliminated January 2021 Actual: Eliminated Comparison to Target: N/A Notes and Updates:

3.2a

Meet credentialing requirements for faculty at 100%, with the possibility that a rare exception is granted by the Chief Academic Officer (CAO) or the Career and Technical Education (CTE) Director, to allow a faculty member to be hired under a limited Professional Development Plan by September 2017.

January 2022 Target: 100% January 2021 Actual: 100% Comparison to Target: Completed Notes and Updates: Develop and utilize a comprehensive diversity plan in our selection process to mirror our Hispanic-serving Institution (HSI) status and student demographics by July 1, 2016.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

3.2b

Maintain percentage of qualified diverse applicants for faculty and administrator and professional/technical (APT) positions at a minimum of 25% through 2022.

January 2022 Target: 25% January 2021 Actual: 43% Comparison to Target: Exceeded Target Notes and Updates: Analytics have improved since the development of this KPI. Please note that 5.6% did not disclose this information.

Additonally, instructors are at 28.3%.

3.3f

Maintain turnover rate at 10% or less through 2022.

January 2022 Target: 10.0% January 2021 Actual: 7.7% Comparison to Target: Exceeded Target Notes and Updates: Total turnover for all types of separations (retirement, termination, layoff and resignation) is 17.1%. However, best practice is to track voluntary resignation, which is 7.7%. Retirement is at 4.7% and Layoffs account for 4% of separations this year. With resignation and retirement, the turnover is 12.5%.

3.2c

Pursue at least one new diverse recruiting opportunity and/or source each year and compare response rate to hire rates to determine effectiveness. (Eliminated) January 2022 Target: Eliminated January 2021 Actual: Eliminated Comparison to Target: N/A Notes and Updates:

3.4a

Require that all faculty, APT, and classified employees attend a performance management training over a two-year period.

January 2022 Target: 100% January 2021 Actual: Unknown Comparison to Target: Notes and Updates: Training is online but no tracking on who participates is available.

3.2d

Measure response rates and demographic breakdown from recruiting sources and seek sources resulting in at least 10% of the applicants being diverse and qualified. (Eliminated) January 2022 Target: Eliminated January 2021 Actual: Eliminated Comparison to Target: N/A Notes and Updates:

3.4b

3.3a

Identify a benchmark for time-to-hire and meet or exceed that benchmark in 90% of all faculty and APT hiring processes.

January 2022 Target: 90 days January 2021 Actual: 95 days (61 if outliers removed) Comparison to Target: Exceeded Target Notes and Updates: We had four outliers that had failed searches or slow recruitment (nursing, esports, pre-college programs, and faculty for biology). With those removed, the more accurate reflection is 61 days.

Identify one key performance management area each year and deliver training and tools on that specific area to at least 25% of all employees.

January 2022 Target: 25% January 2021 Actual: Approximately 25% Comparison to Target: On Track Notes and Updates: Training was provided via the online courses and from anecdotal feedback, approximately 25% did access it.

3.4c

3.3b

Ninety percent (90%) of all new employees will meet supervisor expectations in their first year.

January 2022 Target: 90% January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: This survey needs to be revised and was not administered this year.

All new supervisors and benefit-eligible employees will complete the D2L-based Performance Management Training within 30 days of hire or advancement.

January 2022 Target: 100% January 2021 Actual: 100% Comparison to Target: On Track Notes and Updates: All new hires/supervisors confirm completion, new hires are tracked in Ultimus onboarding checklist. The only data source we have is the onboarding checklist which is confirmed by supervisor.

3.4d

3.3c

Ensure 90% of all new employees identify that their jobs meet their expectations in the first year.

January 2022 Target: 90% January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: This survey needs to be revised and was not administered this year.

Devise and implement an annual recognition program that rewards, based on measurable outcomes, between three and five individuals, departments, divisions, or teams for innovation or team accomplishments by 2019. (KPI - Revised and moved to 4.2c, Spring 2017 Conversation Days) January 2022 Target: Moved to 4.2C January 2021 Actual: Moved to 4.2C Comparison to Target: N/A Notes and Updates:

3.4e

Increase job/supervisor satisfaction, as measured on the CCCS Employee Climate Survey, by 5% every two years.

January 2022 Target: Off Year January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: CCCS Climate Survey was changed and these questions were not asked nor measured the same way. Therefore, no comparable data exists. We do know that 72% of respondents have confidence in the leadership and 85% reported that their work gives them a sense of personal accomplishment, with 83% proud to work here and 78% planning to continue their career here.

3.5a

Develop a comprehensive plan to make PCC employees highly competitive for promotional opportunities with a goal that 25% of all positions be filled by promotion from within.

January 2022 Target: Faculty - 25%; APT - 25%; Classified - 25% January 2021 Actual: FY 21 Data – Faculty - 67%; APT - 31%; Classified - 25% Comparison to Target: Met/Exceeded Targets Notes and Updates:

3.3d

3.3e

90% of minimum qualifications as identified in the job description/announcement will be confirmed as necessary in the first year of a position being filled.

January 2022 Target: 90% January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: This survey needs to be revised and was not administered this year.

90% of the primary job duties as identified in the job description will be confirmed as accurate in the first year of a position being filled.

January 2022 Target: 90% January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: This survey needs to be revised and was not administered this year.

3.5b

Provide at least 25 unique internal professional development opportunities per year.

January 2022 Target: 25 January 2021 Actual: 15+ Comparison to Target: Short of Target Notes and Updates: At least 15 opportunities were provided through multiple channels, including system office, internal, and external sources.

3.5e

Increase the number of professional development activities offered each year in on-demand format by two.

(Eliminated) January 2022 Target: Eliminated January 2021 Actual: Eliminated Comparison to Target: N/A Notes and Updates:

3.5c

Ensure that 50%, 75%, and 100% of new employees have participated in New Employee Orientation within 30, 60, and 90 days of hire, respectively.

January 2022 Target: 30 days - 50%; 60 days - 75%; 90 days - 100% January 2021 Actual: 100% completed within 60 days of hire Comparison to Target: Exceeded Target Notes and Updates: All new employees have attended NEO in either the first or second month of employment.

3.5f

Utilize internal expertise to provide professional development opportunities in at least 20% of all facilitator-led offerings.

January 2022 Target: 20% January 2021 Actual: Approximately 75% Comparison to Target: Exceeded Target Notes and Updates: Internal training that was not offered by other resources was mostly led by internal facilitators.

3.5d

Create two new on-demand professional growth opportunities each year.

January 2022 Target: 2 January 2021 Actual: 8 Comparison to Target: Exceeded Target Notes and Updates: These were mostly offered through partnership with the system office, but faculty did create internal training.

STRATEGIC IMPERATIVE FOUR:

Systemic and Sustainable Leadership Pueblo Community College will provide the leadership to meet the ever-changing needs of the institution and its stakeholders.

4.1a

Establish a baseline and increase attendance and participation in Conversation Days by 5% annually across all college populations.

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: Notes and Updates:

4.1b

Develop a systematic and transparent process for communicating audit reports and findings to internal stakeholders by 2022.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: All audit reports and accreditation findings conducted in 2021 were communicated to Cabinet and the entire college. Documents were placed in the HLC Locker.

4.2b

Increase employee engagement by 5%, as measured by an in-house climate survey, every two years.

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: The CCCS Climate survey was changed and the questions used to address this KPI were no longer available in the same capacity. Therefore, no comparable data exists. However, 239 employees were engaged in the survey completion.

4.2c

Implement an employee recognition program that encourages individual and group contributions to the Strategic Plan by 2020.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

4.1c

Ensure the business intelligence and predictive analytics are integrated in all Cabinet decisions.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: See Cabinet meetings for details.

4.3a

Increase attendance at Venture to Learn: Come to Share, Know and Grow by 5% annually. (Name change in 2019) January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: N/A Notes and Updates: Forum is not currently being provided.

4.2a

Develop a system for tracking annualy employee participation in professional growth opportunities.

January 2022 Target: Completed January 2021 Actual: System not being used, under revision Comparison to Target: Completed Notes and Updates: The D2L system has not been maintained due to lack of personnel to manage it. Revision has been discussed and will be a new project.

4.3b

Invite one or more constituents from the college to attend and participate in Cabinet meetings.

January 2022 Target: 100% January 2021 Actual: 100% Comparison to Target: Achieved for 2020 Notes and Updates: Added a second faculty representative, i.e. HIPAC co-chair. Developed FACT group and met monthly to address concerns and colloraborate on initiatives/solutions, etc.

4.3c

Increase participation in the President’s listening tour by 5% each semester.

January 2022 Target: 100% January 2021 Actual: 100% Comparison to Target: Achieved for 2021 Notes and Updates: Implemented a weekly college briefing.

4.3d

Develop and implement a delivery method through which Cabinet members will best communicate college business to their respective areas by February 2016.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: Business Continuity Plan and respective addendums were sent via email to all college stakeholders and posted to PCC Portal for reference. Daily COVID-19 updates were provided to all stakeholders.

STRATEGIC IMPERATIVE FIVE:

Resource Stewardship and Operational Excellence Pueblo Community College will create and maintain an environment in which students, faculty, and staff have access to a state-of-the-art physical and technological infrastructure that is conducive to student success, while continuing to provide affordable and educational opportunities.

5.1a

Increase the number of unique internal requestors by 10 requestors annually.

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: Notes and Updates:

5.2b

Develop a process to communicate the alignment of the budget to the strategic priorities by the end of Spring 2018.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

5.1b

Establish and maintain a centralized repository of college institutional research reports accessible by all employees by 2022.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

5.3a

Increase local area network backbone bandwidth capacity by 100% every third year.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: Completed in 2019 when we upgraded the backbone from 1 GB to 10 GB.

5.1c

Decrease the number of overdue requests for data by 10% annually.

January 2022 Target: 16 January 2021 Actual: 19 Comparison to Target: Short of Target Notes and Updates:

5.3b

5.1d

Decrease both turnaround and throughput time for lowcomplexity requests for data by 10% annually.

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: Notes and Updates:

Increase wireless bandwidth by 20% annually.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: This KPI was completed the past fall when we upgraded the circuits to 1 GB with speeds capable of 866 Mbps for all campus locations.

5.3c

5.1e

Establish and maintain a systematic internal data quality control process by 2019.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

Increase wireless coverage by 5% annually.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: In September 2021, we completed 100% coverage of all buldings and parking lots for all campus locations.

5.3d

5.2a

Identify three key strategic priorities per year using business intelligence and predictive analytics.

January 2022 Target: 3 January 2021 Actual: See Report Comparison to Target: Notes and Updates: Annual Goals and Strategic Priorities developed and submitted to CCCS Chancellor and all PCC Stakeholders.

Replace/renew 15% of all installed base technology annually.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: During the past 2 years, we have replaced all classroom IT technologies for all campus locations. We are on track for computer reductions and upgrades.

5.3e

Replace/renew 5% of program-specific technology annually.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: Technology has been upgraded/replaced for CIS and medical programs.

5.4a

50% of the annual facility depreciation will be set aside in reserves for replacement.

January 2022 Target: 50% January 2021 Actual: 50% Comparison to Target: Achieved for 2020 Notes and Updates:

5.4b

5.5a

5.5b

5.5c

5.5d

50% of the annual IT depreciation will be set aside in reserves for replacement.

January 2022 Target: 50% January 2021 Actual: 50% Comparison to Target: Achieved for 2020 Notes and Updates:

Ensure that the Chemical Hygiene Officer and the Science Lab Coordinator conduct one complete inspection of chemical safety compliance each semester.

January 2022 Target: 100% January 2021 Actual: Not met Comparison to Target: Notes and Updates: Not completed due to turnover with the Environmental Health and Safety Officer position.

5.6a

Ensure at least 80% of the Emergency Response Team participate in Emergency Response Team Training (or refresher training) annually.

January 2022 Target: 80% January 2021 Actual: 80% Comparison to Target: Notes and Updates: Each member participated in yearly drills, such as fire, lockout, and lockdown, with debriefings after each event.

Specify in the college catalog the required student-owned technology that aligns with academic pathways by 2022.

January 2022 Target: Bring Your Own Device rolled out January 2021 Actual: Bring Your Own Device rolled out Comparison to Target: Achieved for 2020 Notes and Updates: Bring Your Own Device (BYOD) description is included in the catalog.

5.6b

Increase the use of digital course materials in the learning management system, in lieu of printed materials, by 5% annually.

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: Notes and Updates: The number of courses using OER has not been documented before 2019, so there is no baseline figure.

5.6c

Increase student wireless usage by 3% per year.

January 2022 Target: In Process January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: Through our BYOD program and associated installations, every student is now asked to have their own computers for connection on all campus. This KPI is considered to be complete.

5.6d

Increase proportion of network logins through wireless guest network by 5% annually.

January 2022 Target: Off Year January 2021 Actual: Off Year Comparison to Target: N/A Notes and Updates: All logins for students and visitors are connecting to the guest network via wirelss connections. Our use of PCC wired computers in the classrom has been reduced by 88% over the past 4 years, meeting/exceeding this KPI.

Ensure at least 40% of faculty and staff participate in emergency preparedness training (or refresher training) annually.

January 2022 Target: 100% January 2021 Actual: 100% Comparison to Target: Achieved for 2020 Notes and Updates: The safety video created by PCC’s Department of Public Safety is played at the annual facility Fall Kickoff meeting.

Emergency drills and SRP information is sent out each semester.

Ensure that each campus site stages at least two emergency preparedness drills per semester.

January 2022 Target: 2 January 2021 Actual: 1 Comparison to Target: Short of Target Notes and Updates: Due to COVID-19, only one emergency preparedness drill (fire drill) was conducted.

STRATEGIC IMPERATIVE SIX:

Empowering College Culture Pueblo Community College will integrate business intelligence and predictive analytics into daily operations, providing the framework for a roadmap for continuous improvement.

6.1a

Develop a systematic action project selection process by 2016. (Eliminated) January 2022 Target: Eliminated January 2021 Actual: Eliminated Comparison to Target: N/A Notes and Updates: Eliminated, HLC retired the AQIP system.

6.1c

Initiate at least one new action project per year.

(Eliminated) January 2022 Target: Eliminated January 2021 Actual: Eliminated Comparison to Target: N/A Notes and Updates: Eliminated, HLC retired the AQIP system.

6.1b

Increase the number of action projects submitted to the selection process to at least three per year. (Eliminated) January 2022 Target: Eliminated January 2021 Actual: Eliminated Comparison to Target: N/A Notes and Updates: Eliminated, HLC retired the AQIP system.

6.1d

Develop at least five new analytic models per year to track and flag student performance for GPS advising.

January 2022 Target: 5 January 2021 Actual: 2 Comparison to Target: Notes and Updates: A survey analytics dashboard and a student caseload dashboard were added to Navigate last year. These are now working in conjuction with the 10+ previously added. Using Navigate, we stage multiple rounds of progress reports each semester, as well as TRIO progress reports. In addition, we remind all instructors to submit academic alerts via Navigate each semester.

6.2b

Ensure that all operational planning processes include predictive analytics by 2022.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

6.3a

Develop a basic data dictionary by December 2017 to be reviewed and expanded each year thereafter.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

6.2a

Define, document, and implement data governance to identify strategic data needs, business planning, data policies, data standard, and management of data governance activities by Spring 2017.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: All data received from CCCS and CDHE is forwarded to Cabinet and/or specific functional group for review, discussion and decision making.

6.3b

Stage at least two events annually to expand awareness and understanding of predictive analytics.

January 2022 Target: 2 January 2021 Actual: Completed Comparison to Target: Notes and Updates:

6.3c

Deploy a time-sensitive data feedback system to promote continuous improvement of duty performance for all employees (e.g. Secret Shopper, Follow-Up Calls, etc.).

January 2022 Target: N/A January 2021 Actual: N/A Comparison to Target: Notes and Updates:

6.4a

Ensure that roles and responsibilities are integrated into job descriptions and performance evaluations by Spring 2017.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Notes and Updates:

6.4b

Increase full-time employee participation in strategic updates by 10% each year

600 500 400 300 200 100 0 100

2015

2016

2017

2018

Actual

2019

2020

2021

2022

Goal

6.4c

Increase the percentage of strategic updates scoring at or above 10 points by 5% each year following the baseline established in academic year 2015-2016.

January 2022 Target: 98.0% January 2021 Actual: 91.0% Comparison to Target: Notes and Updates:

6.5a

Develop operational performance indicators for all functional areas of the college by 2017.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates:

6.5b

Develop operational models for all functional areas of the college by 2020.

January 2022 Target: Completed January 2021 Actual: Completed Comparison to Target: Completed Notes and Updates: