Strategic Direction 3: Align Workforce Demand & Curriculum Focus
Pittsburgh Technical College will address the workforce demand by offering programs that provide stackable credentialing and align with industry needs through the continual study of industry data and the cultivation of industry partnerships.
SD #3 Work Group
*Co-Chairs
Terri Barbour*
Jon Buhagiar
Kaitlin Cobourne
Ashley Davis
Marcy Dunkle
Athena Kirschner
Gabe Ofca
Chris Ringer
John Scarpino*
Becky Solt
Jennifer Waldo
Melissa Wertz
America’s workforce is its premier economic asset. Unlocking workers’ access to skills training prioritizes
what workers and businesses need to fill in-demand jobs in a 21st century economy.
– National Skills Coalition
OBJECTIVE 1
Evaluate all existing Pittsburgh Technical College programs to ensure alignment with workforce demands.
Strategies
- Promote Pittsburgh Technical College as a leading provider of workforce and economic development solutions and corporate training in the region by delivering high-quality training and instruction that enables clients to grow, succeed, and stay ahead of industry needs.
- Develop entrepreneurial programs around industry clusters reflective of the region’s and employers’ needs, and priorities of the College.
- Introduce online micro-credentials and industry certifications as a strategy to rebuild the Commonwealth, reduce unemployment, and provide an alternative stream of revenue.
- Expand role of Pittsburgh Technical College Advisory Boards to aid in the identification of state and regional critical shortage areas.
- Collaborate with business and industry to develop a robust program of experiential and community learning opportunities, including internships, mentorships, real-world projects, and experimental joint learning spaces.
OBJECTIVE 2
Using industry data, recommend new programs that will appropriately support the current and projected industry demands.
Strategies
- Cultivate innovative teaching and learning practices and improve student outcomes through the use of emerging technology and proven instructional design methodologies.
- Develop and implement a marketing and branding plan to enhance awareness of all college programs and emerging labor market needs.
- Partner with business and industry to develop stackable credentials, recognized micro-credentials, and industry certifications that cut across industry sectors and emerging skills while responding to labor market needs.
- Sustain innovative partnerships and outreach initiatives with business and industry to expand opportunities for local businesses to work with the College.
- Invest in expanding the School of Trades and its immediate alignment with the workforce by formalizing clear curricular pathways to competitive careers and advanced certifications.
OBJECTIVE 3
Launch new Pittsburgh Technical College Corporate College Model with the purpose of establishing alternative streams of revenue to include online industry certifications.
Strategies
- Establish the Corporate College, a self-sustaining entity designed to provide businesses and individuals professional training and development, online industry certifications, non-credit continuing education opportunities, and international training and development with a pathway to degree completion.
- Achieve revenue benchmarks of at least one million dollars annually through total operations.
- Strengthen collaboration among the corporate college, academic programs, workforce programs, and student services to improve students’ mastery of both academic and workforce learning outcomes.
- Provide training in 21st century workforce skills to improve students’ career readiness.
- Provide high-quality workforce programs that enhance students’ learning experience and immediate entry into the workforce.
OBJECTIVE 4
Pittsburgh Technical College, in partnership with business, industry, regional, and national partners, will establish workforce training opportunities for incumbent workers, the unemployed, the under-employed, and international groups.
Strategies
- Expand workforce training opportunities throughout the region to support economic development and workforce demands.
- Implement contract training offerings to align with and support the growth of business and industry partners.
- Launch a Presidential Advisory Board, convening twice annually, to evaluate industry needs, program alignment, and new program development.
- Align marketing and branding plan to enhance awareness of all programs and emerging labor market needs.
- Evaluate Pittsburgh Technical College’s economic impact and partnerships with local and regional business clients.
OBJECTIVE 5
Explore the feasibility of transitioning from a quarter- to a semester-based registration system to better align with the majority of non-profit higher education institutions.
Strategies
- Appoint an interdisciplinary team to evaluate the current enrollment and registration model.
- Assess the feasibility of and procedures required for the successful implementation of a semester-based system.
- Map detailed steps to implementation and submit recommendations to the President and for review by the President’s Cabinet.
- Conduct a complete and thorough analysis of all systems impacted by a proposed conversion and put in place appropriate information and engagement to assure a smooth transition, i.e. scheduling, financial aid, veterans, students with disabilities, etc.
- Conduct extensive research and analysis of the American College of Education’s Student Quarter Credit to Semester Credit Conversion Guide, California System Conversion, and other documents to inform institutional decision-making, including Transition Plan for final recommendation.
