Strategic Plan
1995-2000

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Internal Assessment ORGANIZATIONAL
Driving Forces Implications for Miami Dade
The retirement of many experienced employees (faculty, staff, and administrators) has been accelerated. The college needs to take steps to preserve the experience and perspectives of these individuals.
Some Coordinating positions have been eliminated, and a shared responsibility model is emerging. Coordination of some functions will need to be addressed. District vs. campus responsibilities may need review. Communication will become even more important.
Key positions have shifted (three new campus presidents; one shifted campus president; three new district vice-presidents). These individuals will offer a new perspective, but will also require some learning time and retraining opportunities.
The college workforce is undergoing dynamic changes (RIF, turnover of employees, redeployment of employees). The college needs to provide for cross-training, re-training, and on-going orientation of employees.
The reengineering project and other initiatives such as the technology review are examining the functional processes of most major areas in the college. Further shifts in organizational structure may occur with concomitant training needs, as well as training in how to apply the new processes. Current and future staffing needs must be addressed. Retention of qualified employees with diverse experience should be a priority.
The number of new initiatives at the college and the speed with which they are moving forward for implementation has left many employees feeling disenfranchised. Support for these initiatives may be waning and employee cynicism growing.
There have been major administrative decisions that have negatively impacted morale and created a feeling of exclusion from governance by many college groups. This needs to be addressed and clarified as to climate implications, and the goal of empowering employees.

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