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
