The Miami Dade College 2015-2020 Strategic Plan outlines three strategic priorities: Student Access and Success, Educational Quality, and Institutional Agility. The plan was developed through a collaborative process involving internal and external stakeholders. It focuses the college on increasing enrollment, completion, innovation, and community impact over the next five years. Progress will be measured through indicators like enrollment, retention, job placement, and community engagement. The plan will guide the college's efforts to fulfill its mission of changing lives through accessible education.
Academic Plan Executive Summary 091709Jenny Darrow
Executive Summary - This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
Houston Community College's service area is Houston Independent School District, Katy, Spring Branch, Alief Independent School Districts, Stafford Municipal District, and the Fort Bend portion of Missouri City.
This volume is a product of the staff of the International Bank for Reconstruction and Development / The World Bank. The
fi ndings, interpretations, and conclusions expressed in this volume do not necessarily refl ect the views of the Executive Directors
of The World Bank or the governments they represent.
The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations,
and other information shown on any map in this work do not imply any judgement on the part of The World Bank concerning
the legal status of any territory or the endorsement or acceptance of such boundaries.
Academic Plan Executive Summary 091709Jenny Darrow
Executive Summary - This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
Houston Community College's service area is Houston Independent School District, Katy, Spring Branch, Alief Independent School Districts, Stafford Municipal District, and the Fort Bend portion of Missouri City.
This volume is a product of the staff of the International Bank for Reconstruction and Development / The World Bank. The
fi ndings, interpretations, and conclusions expressed in this volume do not necessarily refl ect the views of the Executive Directors
of The World Bank or the governments they represent.
The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations,
and other information shown on any map in this work do not imply any judgement on the part of The World Bank concerning
the legal status of any territory or the endorsement or acceptance of such boundaries.
Cleveland plan strategy power point 2013danmoulthrop
This presentation was prepared by the Cleveland Metropolitan School District to help students, families, and other members of the community understand how the new plan will be implemented.
This presentation is made for the the School to School Partnership of Puray Elementary School (Leader School) and Malasya-Uyungan Elementary School (Partner School)
In a thirty year period UAE developed a public national education system which is parallel to Western countries’ hundred year effort for education establishment.
Education has turn into a main concern in the UAE.
Modern economic and social infrastructure growth is provided by applying vast resources in health, education, and social welfare.
Re- aligning higher education curriculum with the 21st century expectations: ...Joseph Mwanzo
Re-aligning higher education curriculum with the 21st century expectations:implications for teacher training in Kenya: a paper presented by Dr Julius Jwan, PhD on a conference on the state of Higher Education in Kenya at Kenyatta University on 23rd-August,2016
Global School Management Methodologies (Philippine Setting)Timothy Wooi
These practical guide is for first-time and recently appointed principals to have an insight of global school management system methodologies, aligned to Department of Education in the Philippines to adopt and apply it in school leadership across school systems on a day-to-day basis.
Every school need to have systems that help create the conditions for staff and students to work effectively together. School systems provide simple, clear goals and effective processes to effectively communicate the ground rules for everyone.
They ensure a measure of consistency in approach and action across the school".
1 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2.docxhoney725342
1
OHIO DOMINICAN UNIVERSITY
Strategic Plan 2012-2017
ROADMAP TO THE FUTURE
August 30, 2012
MISSION OF OHIO DOMINICAN UNIVERSITY:
As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican University is guided in its
educational mission by the Dominican motto: to contemplate truth and to share with others the fruits of this
contemplation. Ohio Dominican educates all individuals committed to intellectual, spiritual and professional growth to
become lifelong learners committed to serving others in a global society, as ethical and effective leaders grounded in the
pursuit of truth, justice and peace.
VISION FOR OHIO DOMINICAN UNIVERSITY:
Ohio Dominican University has a strong regional reputation as a ‘first choice” institution. We are known for the high
quality of our faculty, staff and students. We embrace our Catholic and Dominican identity as well as our teaching
and learning excellence.
Our academic profile has greatly improved, and we are deeply committed to academic quality. Our curriculum is
robust, academically challenging, relevant and responsive to the changing and complex world we live in.
Our students are engaged and empowered. They graduate with a clear moral compass and a desire to contribute
meaningfully to society. They are well prepared for their chosen professions and motivated to make a significant
difference in their lives and others.
Our campus is beautiful and vibrant. Visitors are impressed by the sense of school spirit and a welcoming attitude.
Students participate in a robust variety of academic, artistic and athletic events displaying a distinctive ODU spirit.
We have achieved sustainable financial health, enabling us to reinvest our resources toward our most important
priorities. We have made the tough decisions necessary to diversify our funding streams, grow our endowment, and
achieve sustainable enrollment growth.
Technology is appropriately and sensibly infused throughout our campus, in our classes and operations. It enhances
teaching, learning and research.
2
ODU is strong academically and financially with the clear prospect for an ever brighter future within our grasp.
THE PLANNING PROCESS:
The Roadmap to the Future results from efforts of a 35-member task force comprised of
administrators, faculty and staff from across the University. Between September 2011 and April
2012, the task force met as a whole for six full days and spent many more hours gathering data and
working in smaller groups. Over 1,000 key stakeholders (alumni, faculty, staff, students, trustees,
Congregational members and community leaders) provided input about the challenges and
opportunities facing the University. Over the winter, members of the Planning Task Force worked
in committees to prepare a set of concept papers that contextualized the themes, explored the
challenges facing the University, and suggested ...
Cleveland plan strategy power point 2013danmoulthrop
This presentation was prepared by the Cleveland Metropolitan School District to help students, families, and other members of the community understand how the new plan will be implemented.
This presentation is made for the the School to School Partnership of Puray Elementary School (Leader School) and Malasya-Uyungan Elementary School (Partner School)
In a thirty year period UAE developed a public national education system which is parallel to Western countries’ hundred year effort for education establishment.
Education has turn into a main concern in the UAE.
Modern economic and social infrastructure growth is provided by applying vast resources in health, education, and social welfare.
Re- aligning higher education curriculum with the 21st century expectations: ...Joseph Mwanzo
Re-aligning higher education curriculum with the 21st century expectations:implications for teacher training in Kenya: a paper presented by Dr Julius Jwan, PhD on a conference on the state of Higher Education in Kenya at Kenyatta University on 23rd-August,2016
Global School Management Methodologies (Philippine Setting)Timothy Wooi
These practical guide is for first-time and recently appointed principals to have an insight of global school management system methodologies, aligned to Department of Education in the Philippines to adopt and apply it in school leadership across school systems on a day-to-day basis.
Every school need to have systems that help create the conditions for staff and students to work effectively together. School systems provide simple, clear goals and effective processes to effectively communicate the ground rules for everyone.
They ensure a measure of consistency in approach and action across the school".
1 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2.docxhoney725342
1
OHIO DOMINICAN UNIVERSITY
Strategic Plan 2012-2017
ROADMAP TO THE FUTURE
August 30, 2012
MISSION OF OHIO DOMINICAN UNIVERSITY:
As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican University is guided in its
educational mission by the Dominican motto: to contemplate truth and to share with others the fruits of this
contemplation. Ohio Dominican educates all individuals committed to intellectual, spiritual and professional growth to
become lifelong learners committed to serving others in a global society, as ethical and effective leaders grounded in the
pursuit of truth, justice and peace.
VISION FOR OHIO DOMINICAN UNIVERSITY:
Ohio Dominican University has a strong regional reputation as a ‘first choice” institution. We are known for the high
quality of our faculty, staff and students. We embrace our Catholic and Dominican identity as well as our teaching
and learning excellence.
Our academic profile has greatly improved, and we are deeply committed to academic quality. Our curriculum is
robust, academically challenging, relevant and responsive to the changing and complex world we live in.
Our students are engaged and empowered. They graduate with a clear moral compass and a desire to contribute
meaningfully to society. They are well prepared for their chosen professions and motivated to make a significant
difference in their lives and others.
Our campus is beautiful and vibrant. Visitors are impressed by the sense of school spirit and a welcoming attitude.
Students participate in a robust variety of academic, artistic and athletic events displaying a distinctive ODU spirit.
We have achieved sustainable financial health, enabling us to reinvest our resources toward our most important
priorities. We have made the tough decisions necessary to diversify our funding streams, grow our endowment, and
achieve sustainable enrollment growth.
Technology is appropriately and sensibly infused throughout our campus, in our classes and operations. It enhances
teaching, learning and research.
2
ODU is strong academically and financially with the clear prospect for an ever brighter future within our grasp.
THE PLANNING PROCESS:
The Roadmap to the Future results from efforts of a 35-member task force comprised of
administrators, faculty and staff from across the University. Between September 2011 and April
2012, the task force met as a whole for six full days and spent many more hours gathering data and
working in smaller groups. Over 1,000 key stakeholders (alumni, faculty, staff, students, trustees,
Congregational members and community leaders) provided input about the challenges and
opportunities facing the University. Over the winter, members of the Planning Task Force worked
in committees to prepare a set of concept papers that contextualized the themes, explored the
challenges facing the University, and suggested ...
Presentation for the 2017 AACC conference featuring three ATD initiatives: Adjunct Faculty, Teaching & Learning National Institute, and the OER Degree Initiative
In two paragraphs, how it should be the Academic plan for an engineer.pdfjaronkyleigh59760
In two paragraphs, how it should be the Academic plan for an engineering student?
Solution
The Academic Plan is a detailed roadmap that will lead us toward a future of continuous
academic success. The plan made up of group of core members resulting in top-level objectives
and corresponding actions was designed to benefit every segment of the college population.To
set these actions in motion, college must move forward with the same collaborative approach and
rigorous consultation process used to create the plan. The plan’s successful implementation rests
on ability to unify through collaboration with faculty, staff, students and communitymembers.
The Objectives should be:
Expanding the Reserach Strength: Research, scholarship, and creative work are essential
activities that distinguish universities from other educational institutions. These activities are
fundamental to institutional reputation, and a significant factor in making the university an
attractive place for prospective faculty and students.The Academic Plan will boost college
research profile by investing in faculty and graduate students and heightening awareness of
current and emerging areas of research strength.
Promote Program Quality and Innovation
Institution prides itself on its innovative and distinctive programs, enriched and expanded by
disciplinary permeability. Recognizing that a well-grounded disciplinary course of study
remains the
necessary foundation of a solid university education, the actions under this objective will lead to
more highly contextualized and focused criteria for defining the success of all programs.
Bulid Support to Student Sucess
Student success is a core purpose of universities, as well as source of great satisfaction for
instructors and students alike. The actions under this objective build on college current
practices around providing an outstanding learning experience. They also serve to refresh
College continuing commitment to preparing all our students, traditional and non-traditional,
to master the academic skills we consider essential to their success.
Increase in Expertimental learning and Community Engagement
Experiential learning and community engagement are two closely related facets of our core
academic mission: they allow us to test knowledge against experience and to put knowledge to
use for the benefit of society. The actions under this objective focus on improving institution
longstanding commitment to engaged learning experiences, in the knowledge that practical
experience can round out a strong university education and heighten student
engagement,motivation and success. The actions also aim to heighten Institution commitment to
forging partnerships and building bridges with constituencies outside campus boundaries.
Improve academic leadership and Adminstrative Support
Effective administration is essential to support the realization of Institution academic goals.
It involves a clear understanding that Institution academic mission is.
The Office of the Vice Provost for Student Affairs ais pleased to present our strategic plan for 2020-2025. This plan guides our efforts and ensures we focus on the most critical areas for current and future students. Our plan supports Texas Tech University’s Strategic Plan, A Foundation for the Next Century | A Pathway to 2025, by ensuring Student Affairs is actively advancing our core values and are accountable for a student-centered Red Raider experience.
University of Calgary Alumni Strategy 2013-16Erin Mason
The Alumni Strategy is a deliberate and focused effort to increase alumni satisfaction and engagement, which will lead to a greater alumni presence in university life and improved pride in the university noticeably – and measurably – by 2016.
My role in production of this publication was marketing strategist.
3. 3
FROM THE PRESIDENT
DEAR 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. 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 Process
Core 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. 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 collegewide
strategic 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. 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-
tionsuchastheprestigiousCarnegieCommunity
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.
7. 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. 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,thecommunity,thenationandtheworld.
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.
Increasetheproportionofstudentswhoachieve
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. 9
Strategic Initiatives
T
o 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
• Enhancecollegewideandprogram-levelstudent
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. 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
• Studentengagementinchangemakingactivities
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. 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
12. Miami Dade College
300 N.E. Second Ave.
Miami, FL 33132-2296
Miami Dade College
District Board of Trustees
Helen Aguirre Ferré, Chair
Armando J. Bucelo Jr., Vice Chair
Marili Cancio
Daniel Diaz Leyva
Benjamín León III
Bernie Navarro
Armando 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 Directors
Julie Grimes, Chair
Jorge A. Plasencia, Vice-Chair
Augusto 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