Developing the
MDC Strategic Plan
2010-2015
Leadership Planning Sessions
Prepared by the Strategic Plan Coordinating
Committee
January, 2010
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Mission, Vision, Values Review and Approval
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Progress and Accomplishments 2009
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Internal and External Scans
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Collaborative Planning
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Leadership meetings
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Web surveys and town meetings or focus groups
Integrative Planning and Approval of Plan
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Theme 1: Access to the College
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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.
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Theme 1: Access to the College
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Many enhancements made to on-line admission and other on-line
processes.
Student relationship management system implemented.
Measures of success:
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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.
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Theme 2: Student Achievement and Success
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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.
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Theme 2: Student Achievement and Success
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On-line IEPs, pop-up surveys for withdrawing students, Medical
Campus student tracking system, V-Coach, and more technological
tools implemented.
Measures of Success:
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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.
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Theme 3: Serving the Community
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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 200809.
Almost 2.5 million in grant funding received for environmental
programs; 11 proposals submitted in 2008-09.
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Theme 3: Serving the Community
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Successful migration to new Job Placement software.
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Exceeded goal for placements and internships.
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Reached out through website, Virtual College, and iTunes U.
Measures of Success:
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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 selfratings increased in areas of civic engagement and interpersonal
skills.
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Theme 4: Resource Development and Allocation
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Cost reduction initiatives implemented.
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The MDC Fund and MDC 1960 Society launched.
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Local option tax referendum passed in Miami Dade County but failed
statewide.
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Program to reconnect alumni with MDC launched.
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Odyssey ports successfully implemented in 2009.
Measures of Success:
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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.
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24% increase in grant proposals submitted since 2007-08.
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14% increase in class size and 7% increase in productivity since 2004.
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Theme 5: Employees and the College
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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.
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Measures of Success:
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Received “Great Colleges to Work For” award in 2009.
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Significant reduction in time required to fill positions.
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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.
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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.
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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.
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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:
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Population and enrollment forecasts
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MDC’s competitive position
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Labor market trends/emerging occupations
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Innovations in higher education
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Economic trends, resource development and funding
forecast
Community partnerships, engagement, and outreach
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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 firsttime-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.
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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.
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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.
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Increasing number of interdisciplinary careers and degrees
could lead to demand for new courses and programs.
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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.
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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.
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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.
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MDC should pursue federal money targeted toward first
responder, green jobs and non-credit education.
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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.
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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.
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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.
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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.
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Where do we go from here?
What should the College focus on and accomplish
over the next five years?