1

STRATEGIC PLAN

2015–2020MIAMI DADE COLLEGE

3

FROM THE PRESIDENTDEAR MIAMI DADE COLLEGE COMMUNITY,

Since its founding in 1960, Miami Dade College has emerged as an essential powerhouse for our community’s growth and prosperi-ty, as well as an internationally recognized leader in higher edu-cation. What started as a social experiment in community-based higher education has now become one of the nation’s flagships for educational opportunity for each new generation, many of whom are the first in their families to attend college. Today, Miami Dade College enrolls the largest number of undergraduates in the United States, with more than 160,000 students – from students who enroll right out of high school to those wishing to enhance their professional careers and enrich their personal lives.

We are now poised to be the recognized leader in student learning, achievement and success as we enrich our community and create a future that empowers our students to succeed and make positive, meaningful change in themselves, the nation and the world.

In developing the College’s 2015–2020 Strategic Plan, we reaffirmed our commitment to changing lives through accessible, high-quality teaching and learning experiences. The new Strategic Plan focuses on three key priorities: (1) Student Access and Success, (2) Educa-tional Quality and (3) Institutional Agility. More information about each of these strategic priorities is included in the pages ahead.

The collaborative participation of our faculty, staff and students was essential in the development of our new Strategic Plan. Knowledgeable voices from our external partners in South Florida also helped to forecast the community’s needs for the future. The shared experiences and contributions offered by our stakeholders ensured that the plan’s goals and objectives emerged from the common realities we face as a learning community.

The College’s 2015–2020 Strategic Plan will serve as our roadmap to continue moving us forward as an institution. Our culture of inno-vation, collaboration and evidence will serve as a foundation for the hard work that we must undertake in the next five years. We look forward to working with you to realize our vision.

Regards,

Eduardo J. Padrón, Ph.D.President

4

• Miami Dade College engages in collegewide strategic planning every five years. Strategic planning includes a systematic review and af-firmation of the College’s mission, vision and values statements; comprehensive scans of in-ternal and external environments; and strategic goal‐setting with collaborative input from the College community. This process is directed by the collegewide Strategic Plan Coordinat-ing Committee, composed of faculty and staff across the College. The Committee is staffed by the Office of Planning and Policy Analysis in the Office of Institutional Effectiveness.

• The collegewide Strategic Plan implements the College’s mission, vision and values and artic-ulates the College’s priorities for the future. It

guides decision-making and action and informs budget development and resource allocation.

• Building on the success of and lessons learned from the College’s 2010-2015 Strategic Plan, pri-orities for developing the 2015-2020 Strategic Plan include the following:

• Focusing on fewer strategic goals that yield higher-impact results

• Improving alignment between the college-wide strategic plan and annual plans among campuses, disciplines, schools and profession-al programs, student support services and ad-ministrative support services

• Institutionalizing processes to monitor perfor-mance for continuous improvement and ac-countability

Strategic Planning ProcessCore Requirement 2.5: The institution engages in ongoing, integrated, and institutionwide research-based planning and evaluation processes that (1) incorporate a systematic review of institutional mission, goals, and outcomes; (2) result in continuing improvement in institutional quality; and (3) demonstrate the institution is effectively accomplishing its mission.

– The Principles of Accreditation: Foundations for Quality Enhancement Southern Association of Colleges and Schools Commission on Colleges

5

Phase Activity Timeline

1 Review the College’s mission, vision and values and propose revisions based on feedback from the College community

September 2014 – March 2015

2 Conduct comprehensive internal and external environmental scans to identify critical issues and trends and potential impacts on the College

September 2014 – March 2015

3 Engage in collaborative planning and outreach through town hall meetings, focus groups, surveys and meetings with College leaders, faculty, staff, students and community members

January – August 2015

4 Integrate feedback from collaborative outreach and develop collegewidestrategic priorities, goals and objectives

August – October 2015

5 Develop the collegewide Action Plan to implement the Strategic Plan

October – December 2015

6 Campuses, disciplines, schools and professional programs, student support services and administrative support services commit to implementing actions within the next five years to support the Strategic Plan

October – December 2015

7 Monitor and evaluate progress on the collegewide Strategic Plan to ensure that the College is effectively accomplishing its mission

January 2016 – June 2020

8 As necessary, refine the collegewide Stra-tegic Plan and campus, discipline/school, student support service and administra-tive support service annual plans

July 2016 – December 2020

TO DEVELOP THE 2015–2020 STRATEGIC PLAN, THE COLLEGE HAS UNDERTAKEN A COMPREHENSIVE

AND HIGHLY COLLABORATIVE PROCESS

6

Context

Our 2015-2020 Strategic Plan arrives at a critical juncture for the College as we strive to be the recognized leader in stu-

dent learning, achievement and success. Compre-hensive internal and external environmental scans conducted as part of the strategic planning pro-cess provide the context for the College’s strategic priorities, goals and objectives.

• The College received reaffirmation of its accredi-tation from the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) in June 2015, underscoring our commitment to quality and improvement and paving the way for innovations in teaching and learning through our Quality Enhancement Plan (QEP).

• The College has also received national recogni-tion such as the prestigious Carnegie Community Engagement Classification and designation as an Ashoka Changemaker Campus, highlighting our commitment to changemaking, social innova-tion, sustainability and community engagement.

• The success of the Student Achievement Initia-tives (SAI) has provided us with a model for im-plementing collegewide initiatives that can be replicated and sustained through systematic improvements to organizational infrastructures and processes and through a well-developed culture of evidence.

• The recent economic downturn and recovery have had significant impacts on student enroll-

ment and completion locally and nationally. The next five years will provide the College an oppor-tunity to maximize enrollment by expanding to new markets such as international students and working adults; ensuring that our academic pro-grams are responsive to the emerging needs of the community; and enhancing innovations in program delivery models such as the Virtual Col-lege and Competency-Based Education.

• Enrollment and completion trends associated with recent economic developments have high-lighted the need for fiscal practices that are more proactive than reactive. The exploration of more stable revenue streams and scaling up of finan-cial best practices may help reduce the College’s vulnerability to unforeseen fluctuations in the economy.

• Federal and state policies also have had signif-icant impacts on the College. Accountability efforts such as the federal gainful employment regulations and the state’s performance fund-ing model require sustained attention to per-formance indicators such as student retention, completion, job placement/continuing educa-tion and entry level wages, among others.

• Finally, input from industry and community stakeholders has emphasized the importance of the College’s ability to respond quickly to chang-ing conditions and emerging trends through the development of new academic programs and in-novative partnerships.

Mission, Vision and Core Values Mission• As Democracy’s College, Miami Dade College

changes lives through accessible, high-quality teaching and learning experiences. The College embraces its responsibility to serve as an eco-nomic, cultural and civic leader for the advance-ment of our diverse global community.

Vision• To be the recognized leader in student learning,

achievement and success while enriching our community.

Core Values• An exceptional learning environment that chal-

lenges students and empowers them to attain their academic goals

• An international perspective that makes our stu-dents civically engaged and globally competitive

• A commitment to evidence-informed decision making and accountability

• Innovation and efficiency that ensure affordabili-ty while optimizing educational quality

• An exceptional work environment that engages an exemplary and diverse workforce

• Quality community partnerships that serve as the foundation for the development of relevant workforce, cultural and civic programs

• Cultural initiatives that capture the richness of Miami-Dade County’s multicultural fabric

• Environmental awareness that results in inten-tional sustainability practices

7

8

Strategic Priorities, Goals and Objectives

Strategic Priority 1: STUDENT ACCESS AND SUCCESS

Goal 1: Miami Dade College will support and empower all students from application to com-pletion so they have the opportunity to succeed and make positive, meaningful change in them-selves, the community, the nation and the world.

Objective 1.1. Increase collegewide student enrollment

Objective 1.2. Increase student completion and success rates

Objective 1.3. Increase student engagement in changemaking activities

Strategic Priority 2: EDUCATIONAL QUALITY

Goal 2: Miami Dade College will drive innova-tion through teaching, mentoring and learning experiences that transform students, the com-munity, the nation and the world.

Objective 2.1. Increase the proportion of students who achieve a level of proficiency or higher on assessments of general education student learning outcomes

Objective 2.2. Increase academic program quality and impact

Objective 2.3. Increase innovation in teaching and learning

Strategic Priority 3: INSTITUTIONAL AGILITY

Goal 3: Miami Dade College will strengthen its foresight, capacity and agility to meet the emerging economic, cultural and civic needs of the community.

Objective 3.1. Increase institutional capacity for implementing the College’s strategic priorities

Objective 3.2. Increase employee recruitment, retention and development in key positions

Objective 3.3. Increase revenue from external and non-tuition sources to support the College’s strategic prior-ities

Objective 3.4. Increase the College’s economic, cultural and civic impact to the community

9

Strategic Initiatives

To implement the College’s strategic goals and objectives, we are implementing the follow-ing collegewide initiatives:

• Establish and implement a collegewide frame-work for strategic enrollment management

• Establish and implement a collegewide frame-work for infusing changemaking into all aspects of the student experience

• Enhance collegewide and program-level student learning outcomes and assessments, including the successful implementation of our Quality En-hancement Plan: Do the Write Thing

• Establish and implement a collegewide frame-work for strategic academic program develop-ment and review

• Institutionalize avenues for recognizing empiri-cally proven innovation in teaching and learning

• Implement infrastructure and business process

improvements in key administrative units to in-crease the College’s ability to achieve its strategic goals and objectives

• Institutionalize succession planning activities

• Implement targeted training and development opportunities for faculty and staff

• Establish and implement a collegewide frame-work for strategic resource development, alumni and donor engagement and community part-nerships

• Additional collegewide initiatives may be launched as we monitor our progress from year to year. Campuses, disciplines, schools and pro-fessional programs, student support services and administrative support services will also imple-ment initiatives specific to their areas to support the collegewide strategic goals and objectives.

Visit www.mdc.edu/strategicplan for more infor-mation on these initiatives.

10

Performance Indicators

STUDENT ACCESS AND SUCCESS• Credit and noncredit student enrollment (head-

count, credits, FTE)

• Florida Department of Education performance funding model retention rate

• Florida Department of Education performance funding model 150 percent and 200 percent completion rates

• Florida Department of Education student suc-cess rate

• Transfer rate

• Student engagement in changemaking activities

EDUCATIONAL QUALITY• Student performance on collegewide general

education student learning outcomes assess-ments

• Florida Department of Education performance funding model job placement/continuing edu-cation rate

• Employer satisfaction with Miami Dade College graduates

• Graduation rate and GPAs of Miami Dade Col-lege students who transfer

• Number and quality of faculty development op-portunities

• Institutionalization of processes to facilitate, recognize and scale innovation in teaching and learning

• Number and outcomes of students who receive Prior Learning or Alternative Credit or who partic-ipate in Competency-Based Education programs

INSTITUTIONAL AGILITY• Successful completion of strategic self-assess-

ment and improvement of infrastructure and business processes in key administrative units to support Strategic Goals 1 and 2

• Employee retention, promotion, awards and par-ticipation in professional development opportu-nities

• Time to fill key vacancies

• Revenue from funds raised by the MDC Founda-tion, grants and other income and fees

• Economic impact to Miami-Dade County

• Number and quality of cultural events and civ-ic opportunities provided to the community annually

• Visit www.mdc.edu/strategicplan for more information on these measures and to track our progress,.

Measures for determining our success include, but are not limited to the following:

11

STRATEGIC PLAN COORDINATING COMMITTEE

Dr. Archie Cubarrubia (Chair) Vice Provost, Institutional Effectiveness

Dr. Julie Alexander Vice Provost, Academic Affairs

Dr. John Barimo Chairperson, Mathematics and Sciences, Homestead Campus

Dr. Joanne Bashford President, InterAmerican Campus

Mr. Peter Davila Specialist, Office Administration, Kendall Campus

Dr. Pradel Frank Faculty, Wolfson Campus

Dr. David Kaiser Director, Institutional Research

Ms. Cindy Lau-Evans Manager, Equal Opportunity Programs, Human Resources

Mr. E. H. Levering Senior Vice Provost, Business Affairs and Chief Financial Officer

Dr. Kathy Maalouf Vice Provost, Student Affairs

Dr. Kim McGinnis Student Dean, Medical Campus

Dr. Beverly Moore-Garcia President, Kendall Campus

Dr. Susan Neimand Director, School of Education, InterAmerican Campus

Mr. Patrick Nellis District Director, College Training & Development

Ms. Veronica Nicoleau Coordinator, Academic Advisement, Kendall Campus

Dr. Jacqueline Peña Dean, Academic Affairs, North Campus

Ms. Glenda Phipps Interim Chair, Communication, Arts and Philosophy, InterAmerican Campus

Dr. Yuly Pomares Faculty, Kendall Campus

Mr. Brian Stokes Senior Director of Campus Administration, Kendall Campus

Mr. Gabriel Yanni Associate Vice Provost, Information Technology

Miami Dade College300 N.E. Second Ave.

Miami, FL 33132-2296

Miami Dade CollegeDistrict Board of TrusteesHelen Aguirre Ferré, Chair

Armando J. Bucelo Jr., Vice ChairMarili Cancio

Daniel Diaz LeyvaBenjamín León III

Bernie NavarroArmando J. Olivera

Eduardo J. Padrón, President, Miami Dade College

Miami Dade College is an equal access/equal opportunity institution and does not discriminate on the basis of sex, race, color, marital status, age, religion, nation-al origin, disability, veteran’s status, sexual orientation or genetic information. Contact the Office of the Director, Equal Opportunity Programs/ADA Coordinator, at 305-237-2577 for assistance.

Miami Dade College Foundation Board of DirectorsJulie Grimes, Chair

Jorge A. Plasencia, Vice-ChairAugusto Gil, Treasurer

Beatrice Louissaint, Secretary

Miami Dade College Foundation raises awareness and financial resources for the College to maintain open-door access to anyone who wants an education, and to provide innovative and multicultural academic and cultural programs, all of which contribute to the vitality of our community. For more information on how you can contribute to the College, please call 305-237-3240 or visit www.mdcfoundation.com.

Helen Aguirre Ferré

María C. Alonso

Sheldon T. Anderson

Miguel G. Farra

Arthur J. Furia

Maria Johnston

Eduardo J. Padrón

Alfredo Salas

Penny Shaffer

José A. Vicente

Alexandra Villoch

Louis Wolfson III

D-3135