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Strategic Planning


Strategic Priority: INSTITUTIONAL AGILITY


Strategic Goal 3:
MDC 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 - COMMITMENTS◄NEW

Objective 3.2. 

Increase employee recruitment, retention, and development in key positions - COMMITMENTS◄NEW

Objective 3.3. 

Increase revenue from external and non-tuition sources to support the College’s strategic priorities - COMMITMENTS◄NEW

Objective 3.4. 

Increase the College’s economic, cultural, and civic impact to the community - COMMITMENTS◄NEW

VI. Infrastructure and Business Process Improvement

Implement infrastructure and business process improvements in key administrative units to increase the College’s ability to achieve its strategic goals and objectives (Leads: Vice Provost, IE and Division Leads)

Desired Outcomes: To identify strengths and opportunities for improvement within the identified twelve key college-wide functions in support of achieving the College’s Strategic Priorities, Goals and Objectives.

Q1 - September

35%

Q2 - October

40%

Q3 - April

50%

Q4 - July

TBD


VII. Succession Management

Institutionalize succession management activities (Leads: Provosts/Campus Presidents/Vice Provost, Human Resources)

Desired Outcomes: To promote and encourage the systematic development and establishment of clearly define career pathways to essential positions needed by the College, specifically as per Goal 3, Objective 3.2.

Q1 - September

10%

Q2 - October

10%

Q3 - April

TBD

Q4 - July

TBD


VIII. Targeted Training and Development

Develop targeted training and development opportunities for faculty and staff (Leads: District Director, CTD/Provosts/Campus Presidents/Vice Provost, Human Resources)

Desired Outcomes: To provide professional development opportunities for faculty and staff that help build capacity in alignment with the College’s Strategic Priorities, Goals, and Objectives.

Q1 - September

20%

Q2 - October

25%

Q3 - April

35%

Q4 - July

TBD


IX. Strategic Resource Development and Partnerships

Establish College-wide framework for strategic resource development, alumni and donor engagement, and community partnerships (Leads: Provosts/Senior Vice Provost, Chief Financial Officer/Director, Grants Development/VP of Advancement & Executive Director/MDCulture)

Desired Outcomes: To establish structures and processes that provide long-term sustainable funding sources in support of achieving the College’s Strategic Priorities, Goals and Objectives.

Q1 - September

25%

Q2 - October

25%

Q3 - April

30%

Q4 - July

TBD




Miami Dade College is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associate and baccalaureate degrees.
Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Miami Dade College.
Miami Dade College is an equal access/equal opportunity institution which does not discriminate on the basis of sex, race, color, marital status, age, religion, national origin,
disability, veteran’s status, ethnicity, pregnancy, sexual orientation or genetic information. Additional information may be obtained by contacting the
Office of Equal Opportunity Programs/ADA Coordinator/Title IX Coordinator, at 305.237.2577.