Taking Stock of Maui
Community College
New Vocabulary
Updated Assumptions
Evolved Processes
Changes in Context
Strategic Plan Directed
Photos/Wind
Approaching the Inventory
Updated Context
Drivers and Assets
Revised Mission and Strategic Plan Goals
and Current Activities
New Directions
Cost
Financing Strategy
Updated Context
Rapidly Changing Community
Requiring a Revised Mission
Updated Strategic Plan
Creative Initiatives with Realistic Expectations
Revisited Financing Assumptions
WASC Resonant
Campus and Community-Based Connection
Community Drivers
Gas, Electricity, Food, Housing
highest in the state
State, County, MEDB, and
Chamber Economic
Development and
Diversification Agenda
“Maui” Brand, Molokai
Enterprise Community, Lanai
the Private Island
Environment : Ocean-related,
Haleakala, Rainforests
Public Education Challenges
Drugs/Family Abuse
Infrastructure: Roads, Water,
Harbors, Power
Baccalaureate Expectations
Population Growth: Maui
County’s Population grew by
73% over the last 20 years:
77,100 in 1982; 134,139 in 2002
Higher Education Assets in Maui
County
Premier Resorts (Maui and Lanai)
World’s 2nd Best Celestial Observation Site
Best Educational Telescope (Faulkes)
DOD Advanced Electro-Optical Surveillance Telescope
Potential Advanced Technology Solar Telescope
One of the Fastest Supercomputers in U.S.
Nationally Television Exposure: Football, Golf
and Basketball Events/MVB Support
Other Maui County Higher Education Assets
Maui Writers’ Conference
UH Maui Partners: IFA, MHPCC, CTAHR
Private and Public Partners in all Sectors
Broad Community Support
Cable TV and County-wide Interactive TV
Access
Higher Education Landscape in
Maui County
MCC Students grew by 31%
from 2,287 to 2,989 students
in the same period
F ’03: 2,631 Students in
Kahului, 270 on Molokai, 40
on Lanai, & 60 in Hana
23% Filipino, 22% Hawaiian
65% Part-time, 35% Full-time
65% Female, 35% Female
Tri-Isle County requiring
airfares between Maui and
Molokai, Lanai, and Oahu to
provide and facilitate
services
MCC Recently Developed Assets
Expanded and Improved Facilities
Created and/or Strengthened Partnerships
(Agora, HIPac Wind, MLP, CfAO, DoD
Contractors, A&B, County, MVB, etc.)
Increased Grant Awards from $5.5m in FY
’03 to $12.5m FY ’04 (to Feb 25, ’04)
Revisited and Revised MCC Mission and
Strategic Plan
Revised College Mission
Maui Community
College is a learning
centered institution
that provides
affordable, high
quality credit and noncredit educational
opportunities to a
diverse community of
lifelong learners.
Updated Strategic Plan and
Progress
Goal One:
Educational Effectiveness and Student Success
Embrace a culture of excellence and performance as
the hallmarks of effective student learning and
success through:
-Sharing and assuming the responsibility for
student learning with all
-Treasuring diversity and inclusion, honoring
collegiality, and continuously striving for
exceptional performance
-Regularly reviewing all educational programs
and services for students
Goal One: What are we currently doing to
“embrace excellence and performance?”
Pursuing our revised Mission
Implementing our Strategic Plan through
Action Plans for each Goal
Reorganizing and Refining Academic and
Administrative Structure
Reviewing Program and Service Data
through upgrading our Campus-wide
Assessment System
Continuing or Expanding Programs that
Resonate w/ Community-Based Need
Goal One: Embracing Excellence & Performance
(Continued)
Consolidating or Stopping-out Programs to
address Changes in Workforce Requirements
Enhancing Student Access through:
– Special Student Support Programs: TRIO,
WIA-Ku`ina Project, Native Hawaiian Projects
(Liko A`e, Po`okela, Mohala Ka Ike)
– Outreach Services to Molokai, Lanai, Hana,
Kihei
– Distributed Learning Programs
– University Center Programs
Verifying Student Learning through Curricular
Revisions focusing on “learning outcomes” and
CCSSE feedback
Goal Two:
A Learning, Applied Research, and Service
Network
Engage in intellectual and educational activities that
enable the County of Maui and the State of Hawai`i to
flourish through:
-Developing and Diversifying an Economy and
Workforce built on Partnerships
-Offering a First-rate Information Technology
Infrastructure for students, faculty, and staff
-Applying community-based research to contribute
to discovery of knowledge
Goal Two: What are we currently doing to
strengthen economic and workforce development,
IT infrastructure and applied research?
Working with each of our 17 Associate Degree
Program Advisory Committees
Growing grants w/ Rural Hawaii partners (Kauai and
Hawaii CCs, HHSC, UHM College of Ed, etc.)
Advancing Partnerships w/ UHM, UHWO, UHH,
UHCCs, WIA Board, MEDB, County and State
Investing in Banner and Introducing wireless and
Streaming Video
Designing a student educational management flow
chart to improve retention and success
Goal Two: Strengthening economic and workforce
development, IT infrastructure and applied
research (Continued)
Addressing Remedial/Developmental Needs
Supporting Apprenticeship and Journeymen
Skills Upgrading programs
Meeting Oral Health Care Career Interests
Building an NSF National Center of Excellence
in High Performance Computing
Implementing the Applied Business and
Information Technology Bachelor’s Program
Proposal; also examining other baccalaureate
degree possibilities
Goal Three
A Model Local, Regional, and Global College
Transform the profile of the College, positioning it
as one of the world’s foremost multicultural centers
for island and indigenous studies through:
-Establishing MCC as a preferred
educational and training choice
-Preserving and perpetuating the Hawaiian
culture, language and values
Goal Three: What are we doing to “transform MCC
as one of the world’s foremost multicultural centers
for island indigenous studies?”
Approved and funded Academic Subject
Certificate in Hawaiian Studies
Currently reviewing the possibility for an AS
Degree in Hawaiian Studies
Participating in the Global Islands Network
Planning for World Hula Conference in ‘05
Portraying Eldest Residents’ Memories on Maui
through “Preserving Our Recollections” Cable
TV program, over 60 participants interviewed
Goal Four
Investment in Faculty, Staff, Students, and Their
Environment
Recognize and invest in human resources as the key to
success and provide an inspiring work environment
through:
-Rewarding and empowering faculty and staff,
and fostering a spirit of appreciation for all
college employees
-Creating healthful, resource-efficient and
sustainable facilities
Goal Four: Investing in Human Resources
(Continued)
Involving faculty and staff in college-wide
direction through Annual Shared Governance
Retreat, Strategic Plan Implementation Teams,
and Long-Range Development Plan Update
Providing faculty and staff seminars on students
w/ special needs, employee benefits, technical
skills on medicaid reimbursement, and Diffusing
Difficult Situations
Training in WebCT, video streaming, television
instruction
Goal Four: Investing in Human Resources
(Continued)
Securing Faculty/Staff development resources
through Ho`olaule`a Concert and Telethon
Introducing Culinary Arts facility as a nutritious
and healthful campus resource
Fostering student organizational development:
Kabatak, ASMCC, Japanese Club, Philosophy
Club
Goal Five
Resources and Stewardship
Acquire, allocate, and manage the resources needed to
achieve success and exercise responsible stewardship
over University assets through:
-Building public and private support for the
implementation of the Strategic Plan
-Managing resources to achieve continuing
improvements in the organization, people and
processes
Goal Five: What are we currently doing to manage
and steward MCC Resources?
Adjusting to beginning Shortfalls and Deficits
required reducing Fall ‘02 Course Schedule from
445 to 378 courses in Fall ’03 and Spring ’03
from 403 courses to 373 courses in Spring ’04
RDP/RJTI seed funding to support Culinary Arts,
Music, Applied Business and Information
Technology Bachelor of Applied Science, Oral
Health, Center for Entrepreneurship,
Educational Assistants
Securing USGS funded internships for GIS skills
development
Returning about two (TFSF, S&R, Grant, and
Foundation) dollars for every state dollar allotted
What would we like to do that we’re not doing now?
Transform learning and higher education
infrastructure into economic resources that help
sustain and improve MCC
Respond to student enrollment needs and interests
with additional classes in high demand programs
and disciplines
Address 200 student waitlist for student housing by
creating private sector developed 400 bed student
housing facility and anticipate Student Housing
Completion by Fall ’05 with
Recruiter/Marketer
Transitional Services Coordinator
Student Life Coordinator
Academic History Evaluator
Campus Health Center Nurse Practitioner
–
Meet community needs for education that
support economic diversification
– Offer ABIT and other Bachelor degrees with
resident faculty and others through University
Center including teacher preparation (3.0 faculty)
– Respond to 1/3 of County population’s unmet
dental needs through Oral Care Program and
Center Development (2.0 faculty)
– Leverage DOD, High Tech, Astronomy, High
Performance Computing import of professional
staff into mentorship opportunities for MCC
ICS/ECET majors (3.0 faculty and 3 lab techs)
– Transform Agriculture sustainability led by
organic movement at MLP and biotech and R&D
at Monsanto and HC&S into campus program and
lab conversions to meet real science and tech
needs (1.0 faculty)
– Integrate and institutionalize Hawaiian studies
and culture (2.0 faculty)
Turn problems and challenges into opportunities
– Convert $1 million power expense into initiative
for demonstration energy park to meet College
electricity needs and generate revenues
– Reverse Culinary costs and deficit into resource
center through expanding instruction and
practicum sessions, creating student culinary
internships, introducing an emphasized financial
management component to culinary curriculum
(3.0 faculty)
– Reverse agriculture decline through a Sustainable
Ag and Ag R&D initiative with MLP, HC&S, Maui
Cattle Co., and other farmers
– Prepare for Long-term Care and Allied Health in
Maui County (3.0 faculty)
What would we like to do that we’re
not doing now?
Strengthen Infrastructure
– Renovate the Student Center Building
– Construct a privately funded Oral Health Care
Center, Science and Allied Health Facility, and
Dome and Telescope
Develop and Anticipate opportunities
–
–
–
–
ACM/Cable Channel/Info Tech Facilities
Maui Writers’ Conference
Broadband dist ed
Long Term Care
How much is it going to cost?
Addition to the Base: $450k
Biennium Budget Period: 6 positions
Under Development: Biennium Budget
and Eight Year Budget Plan: 16 positions
$800k
LRDP will guide CIP
What we spent last year?
$8.4 million G Funds
$2.7 million TFSF
$2.1 million in Special and Revolving
$5.5 million in Grants
$18.8 Total
Also received $456,000 last year in Gifts
How do we pay for it?
General Fund:
– Adjust Higher Ed state funds per County resident
through future differentiated General Fund
allocations
Using Final GF Allocation and Hawaii Data Book
for FY ’02-’03, Honolulu C&C received $270; Big
Island $180, Kauai $98, Maui $63
– Electricity and Maintenance Allocation
Adjustment ( $256,000)
– Biennium Request for 6.0 Positions: (ABIT 3.0
[$203,250], ECE 1.0, BioTech 1.0, and Oral Health
1.0 [$217,500]) and Supplies ($35.000)
– CIP Request for Science and Allied Health Facility
Funding Strategy Continued
Tuition Fee Special Fund Assumption:
– Student Tuition Increase beginning in
Fall ’05 or ‘06
– Student Housing Supported Increase
in Nonresident Tuition Contribution
Funding Strategy Continued
Position Reallocations based on needs and
opportunities (retirements)
Distance Education Technology Fees
Lab Fees
Extramural Grants/RTRF
Savings and Reallocations from Programs such
as Culinary, Music, Oral Health Care, etc.
contributing to revenue generation
Private Gifts
Power Supply: MECO MOA, RHI, HiPac Wind
Alternative Energy Generation of Electricity