Prepared by the Strategic Plan Coordinating Committee

January, 2010

Developing theDeveloping theMDC Strategic PlanMDC Strategic Plan

2010-20152010-2015

Leadership Planning SessionsLeadership Planning Sessions

Mission, Vision, Values Review and Approval

Progress and Accomplishments 2009

Internal and External Scans

Collaborative Planning

Leadership meetings

Web surveys and town meetings or focus groups

Integrative Planning and Approval of Plan

Theme 1: Access to the College Phone calls to students who applied but did not register, were

enrolled but not yet registered for the next term, and more are now routinely made.

New financial aid system implemented to enhance delivery and service to students.

Community expos and high school partnerships that emphasize STEM developed.

New presentation materials for use with 8-12th grade students prepared.

College-wide Open Houses for prospective students held each year. College joined FaceBook to communicate with prospective

students.

Theme 1: Access to the College Many enhancements made to on-line admission and other on-line

processes. Student relationship management system implemented.

Measures of success: Enrollment up 7.5% overall since 2004. High school draw increased 8.2 pp to 46.3% of graduating class. Transfer students increased 24% and baccalaureate degree seekers

528% since 2004. Retention rates (fall-to-fall) have increased 4.6 pp since 2004. 154% increase in number of students enrolled in Virtual College since

2004. MDC West opened and grew quickly.

Theme 2: Student Achievement and Success QEP strategies implemented and evaluated.

Participated in CASTL and launched MDC Spotlight on Research presentation forum for faculty.

Review of CASSC processes and procedures with actions to streamline and enhance communication implemented.

Workforce Innovations Group established and new Perkins Grant model implemented.

Research conducted on accelerated schedules, SLS courses, Virtual College, etc.

Student satisfaction increased for18 of 19 services and programs.

Ten Learning Outcomes initiative launched, curriculum maps completed, and college level assessment in place.

Theme 2: Student Achievement and Success On-line IEPs, pop-up surveys for withdrawing students, Medical

Campus student tracking system, V-Coach, and more technological tools implemented.

Measures of Success: Reached target pass rate in two QEP math courses; Math attitude

improvements met goal. 42% fewer courses on “high risk” list for low pass rates . 21% increase in graduates and 364 baccalaureate graduates as of

2008-09. 5 pp increase in job placement rates for career program graduates

since 2004. Graduate and Alumni student ratings are high.

Theme 3: Serving the Community Miami Book Fair International, Miami International Film Festival, and

numerous cultural programs and events continue to be offered Four new baccalaureate programs approved to meet community needs. Partnerships established with FPL for electrical power training, with

China to train air traffic controllers, with Televisa for film and television production, and more.

Green teams formed at each campus with wide range of activities. Recycling program expanded to include bottles and cans. Environmental workshops reached about 5,000 MDC students in 2008-

09. Almost 2.5 million in grant funding received for environmental

programs; 11 proposals submitted in 2008-09.

Theme 3: Serving the Community Successful migration to new Job Placement software. Exceeded goal for placements and internships. Reached out through website, Virtual College, and iTunes U.

Measures of Success: 115% increase in faculty and 28% increase in students participating

in service learning; 61% increase in hours contributed since 2005. Awarded Carnegie “Community Engagement Classification” for

exemplary collaboration with community. Won “Florida Campus Compact Engaged Campus of the Year” award. College Learning Outcomes Assessment results and student self-

ratings increased in areas of civic engagement and interpersonal skills.

Theme 4: Resource Development and Allocation Cost reduction initiatives implemented. The MDC Fund and MDC 1960 Society launched. Local option tax referendum passed in Miami Dade County but failed

statewide. Program to reconnect alumni with MDC launched. Odyssey ports successfully implemented in 2009.

Measures of Success: College and Foundation portfolios exceeded median returns for

comparable size. Resource development awarded 24 million in grant funding in 2008-09,

60% of funds requested through proposals. 24% increase in grant proposals submitted since 2007-08. 14% increase in class size and 7% increase in productivity since 2004.

Theme 5: Employees and the College On-line employment process implemented to streamline process

and reduce time to fill positions.

On-boarding program developed and implemented to improve new hire experience.

AskHR program launched.

Operations divisions developed and implemented new service philosophies initiatives.

Numerous programs to assist with work/life balance including discounted rates at child care center, subsidy for participating in wellness events like the Corporate Run.

Measures of Success: Received “Great Colleges to Work For” award in 2009.

Significant reduction in time required to fill positions.

Surpassed commitment to diverse workforce with increases in Hispanic and overall minority employee proportions; 75% minority in 2009.

Increases in employee ratings in many key areas related to workplace satisfaction since 2003.

Indicators of successful progression through college prep and into first college level courses suggest that MDC needs to strategically improve delivery of college prep.

MDC is making progress in reducing early transfers among AA degree seeking students but still has more room for improvement.

Transfer student success in the SUS is declining and is now lower than the native SUS students.

Job placement rates are good overall and for most programs. Perkins measure performance suggest room for improvement in a number of areas.

The College is earning national recognition for Learning Outcomes work and needs to continue to focus attention on building expertise, expanding assessment, and using results.

Budget cuts have reduced in-person recruitment activities leading to greater use of technological tools and resources to communicate with prospective students.

MDC draw of recent high school graduates is good and increasing but overall college-going rates of MDCPS graduates is low for seven major (mostly low-performing) high schools.

MDC needs to ensure that appropriate services and support are provided for our growing baccalaureate population.

Retention rates are high and increasing overall, although rates remain lower for Black non-Hispanic students.

MDC’s graduation rate is lower than the CC system but retention rates are higher. MDC’s graduation rate is higher than national peers.

MDC should review course and program schedule options to maximize flexibility and ease of completion for students in response to student ratings.

MDC has effectively used student and employee feedback to improve in some key areas and should continue to systematically measure and use results.

Research “hot issues” or trends and their likely impact on the college:

Population and enrollment forecasts

MDC’s competitive position

Labor market trends/emerging occupations

Innovations in higher education

Economic trends, resource development and funding forecast

Community partnerships, engagement, and outreach

County projections forecast 19% growth in population by 2025, especially in western and southern parts of county, which could lead to continued enrollment growth overall at MDC.

NCES predicts a 24% increase in public postsecondary enrollment in Florida by 2018, especially among 25-35 year olds, women, and first-time-in-college students.

State reports indicate that MDCPS enrollment has declined and they project 10% fewer graduates by 2015-16 although the MDCPS high school graduation rate has increased recently.

MDC’s draw of graduates has increased over last several years leading to higher proportion of traditional age and college ready students in our enrollment.

Increased visibility and viability of area proprietary schools could mean loss of enrollment and graduates for MDC, especially in specific programs (business, CIS, criminal justice, health professions, nursing)

Increased advocacy for state funding of certain programs and the inclusion of proprietary schools in economic development and workforce initiatives could result in redistribution of funds with less for MDC.

Increased competition from online providers could mean less market share for MDC.

Capped enrollment at local colleges and universities could increase demand and enrollment at MDC and more college-ready students.

MDC should evaluate marketing strategies, streamline enrollment procedures, and ensure academic/career programs meet current/future market demands.

MDC should investigate program, scheduling, and retention programs that focus on growing “traditional age” and college ready students.

MDC should expand online offerings, increase marketing for specific programs, and explore ways to make specific programs more appealing to potential students.

MDC must continue to strategically promote/advocate for state funding for public college programs.

Increasing number of interdisciplinary careers and degrees could lead to demand for new courses and programs.

Greater infusion of technology in academics overall and in specific areas such as architecture, GIS, green technology, etc. may lead to adoption of new technology tools and faculty/staff training at MDC.

Increased global and national demand in areas such as green initiatives, sustainable and renewable energy, geographic technology, nutrition/culinary/hospitality could lead to new programs, incorporation of green studies into occupational courses, etc.

Workforce trends in wind/solar energy, nanotechnology, transportations systems, health informatics, marine technology, and building information modeling and increased demand for healthcare for aging population could lead to new programs.

MDC should pursue federal money targeted toward first responder, green jobs and non-credit education.

Growing number of online tools, apps and web applications has continued to greatly influence the learning environment of the online and F2F classroom.

MDC must rethink traditional start/stop dates and the delivery and pace of classes.

MDC must rethink the delivery of developmental education by using other successful models (such as CUNY’s)

MDC should consider expanding curriculum by institutionalizing service learning and creating international campuses and/or international exchanges that globalize the curriculum.

MDC must become more intentional in designing and building facilities that will impact learning and/or advance the College’s Ten Learning Outcomes.

MDC should explore opportunities to provide workforce training for green jobs and other emerging fields.

Florida’s GDP is expected to decline 1.6% in 2009-2010 making the state 48th in the US.

State population growth, which is typically the engine of general revenue growth, is flattening and expected to remain so for years.

Unemployment is presently at 10%+ in 41 of 67 Florida counties. The housing market is slowly improving: year-to-year sales are up,

prices are flattening out, and foreclosures are bottoming out in the state.

The state budget is expected to be stable for 2009-10 but is forecasted to be in deficit for the next three years due to required spending increases.

Trends point to decreases in overall giving in the U.S. Individual and corporate donors are more strategic about their giving. MDC should cultivate strong relationships that will lead to gifts in the

future and explore social networking as a means to interact with key and broader audiences.

As state and federal revenue decreases, available funds for college programs have been reduced or eliminated.

MDC should seek funds in lesser amounts from a wider variety of sources.

MDC should increase partnerships and collaborative grant endeavors.

MDC should work to increase support from the local Workforce Investment Board.

MDC should focus effort on American Recovery and Reinvestment Act (ARRA) opportunities.

MDC should align activities of grant projects with the narrowed focus of grantor agencies.

Growing emphasis on “engaged learning” that often includes service learning and other learning opportunities beyond the classroom and within the community at large.

Increased attention to the responsibility of higher education to foster civic engagement and civic development.

Increased awareness of “green” issues and environmental sustainability within our communities.

MDC should continue to develop strategies for the integration of service learning in virtual courses.

MDC should provide more professional development and logistical support to faculty to help them use service learning as a strategy to “green” the curriculum.

Where do we go from here?

What should the College focus on and accomplish over the next five years?