Taking stock of maui community college
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Taking Stock of Maui Community College. New Vocabulary Updated Assumptions Evolved Processes Changes in Context Strategic Plan Directed Photos/Wind. Community Drivers. Cost of Living Highest in the State Economic Development and Diversification Agenda

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Taking Stock of Maui Community College

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Taking Stock of Maui Community College

New Vocabulary

Updated Assumptions

Evolved Processes

Changes in Context

Strategic Plan Directed

Photos/Wind


Community Drivers

  • Cost of Living Highest in the State

  • Economic Development and Diversification Agenda

  • “Maui” Brand, Molokai Enterprise Community, Lanai the Private Island

  • Environmental Issues

  • Public Education Challenges

  • Drugs/Family Abuse

  • Aging Infrastructure

  • Baccalaureate Needs

  • Population Growth:

    • Maui County’s Population grew by 73% over the last 20 years: 77,100 in 1982; 134,139 in 2002


Higher Education Landscape in Maui County

  • MCC Students grew by 31% from 2,287 to 2,996 students over same 20 year period

    • 23% Filipino, 22% Hawaiian

    • 65% Part-time, 35% Full-time

    • 65% Female, 35% Male


Higher Education Assets in Maui County

  • Premier Resorts (Maui and Lanai)

  • Solar Observation Site

    • Educational Telescope (Faulkes)

    • DOD Advanced Electro-Optical Surveillance Telescope

    • Potential Advanced Technology Solar Telescope

  • On-island Supercomputer Capacity

  • Maui Writers’ Conference

  • Private and Public Partners in all Sectors

  • Broad Community Support

  • Cable TV and County-wide Interactive TV Access


  • MCC Recently Developed Assets

    • Expanded and Improved Facilities

    • Created and/or Strengthened Partnerships (Agora, HIPac Wind, MLP, CfAO, DoD Contractors, A&B, County, MEDB, etc.)

    • Increased Grant Awards from $5.5m in FY ’03 to $10.6m FY ’05 (est.)

    • Revisited and Revised MCC Mission and Strategic Plan


    Revised College Mission

    Maui Community College is a learning centered institution that provides affordable, high quality credit and non-credit educational opportunities to a diverse community of lifelong learners.


    Issues and Problems

    • Utilities Shortfall

    • Increasing Deferred Repairs and Maintenance

    • Infrastructure shortfall, Clerical, APT, IT Specs, Janitors, Maintenance, Groundskeepers and Core faculty

    • Aging equipment with no replacement funds

    • Need for inter-island travel with increasing airfares

    • Special and revolving fund program deficits

    • Minimal supply and operating funds

    • Lack of staff development funds


    Note.-- Includes operating funds only; does not include CIP.


    Note.-- Ratio of MauCC G-funded counselors (n=4) to FTE (1,672 in F05) is the highest and least desirable.


    Custodial Workload Analysis


    How can MCC better meet State Needs?

    • Restore and develop higher education infrastructure

      • Student Center Renovation

      • Science Building

      • Electricity System Replacement

      • Allied Health Facility

    • Address present Workforce Shortage and Prepare for Future Needs (Health Care, Teachers, Social Workers, Construction Workers, etc.)

    • Support Economic Development and Diversification

    • Develop and Anticipate opportunities

      • Broadband Distance Education

      • Long Term Care

      • Sustainability Movement

    Note.-- Goundskeeper count is for Kahului campus; excludes dorms and outreach.


    How can MCC increase student participation and success?

    • Restore marketing and enrollment management

    • Strengthen student retention and persistence through counseling and other student support services

    • Restore instructional support through faculty and ancillary (computing, learning lab, library staff support) positions

    • Attract students to new programs grounded in community needs offering well-compensated positions

    • Improve learning environment through campus facilities and grounds support


    How will we Recognize Success?

    • Student participation will represent at least % of County population

    • Student access from high schools will represent at least % of County’s graduating class

    • Graduates will be able to successfully demonstrate 90 % proficiency of MCC’s Learning Outcomes

    • At least 85% of our CTE graduates seeking work will be employed in their field within one year of completing their degrees

    • Student and Employer Satisfaction (CCSSE, Graduate/Leaver Surveys)

    • Transfer rates (UH System, Clearinghouse Data)


    How will MCC fund New Initiatives?

    • General Fund Biennium Budget Requests

    • Student Resident and Nonresident tuition

    • Moving programs towards sustainability wherever feasible

    • Reallocations among programs

    • Enlisting extramural support from Federal, County, and Private Sector sources

    • Developing Partnerships with Public and Private Employers


    Turn Challenges into Opportunities

    • Generate Revenues and Energy:

      • Convert $1 million power expense into initiative for on campus demonstration energy park

      • Reverse Culinary costs and deficit into resource center introducing an emphasized financial management component to culinary curriculum

      • Reverse Agriculture decline through a Sustainable Ag and Ag R&D initiative with MLP, HC&S, Maui Cattle Co., and other farmers

      • Strengthen Oral Care support and prepare for Nursing and Long-term Care Needs


    Increase Educational Capital of the State


    Expand Workforce Development


    Assist in Economic Diversification


    Address Underserved Regions/Populations


    Other Urgent Priorities


    Reallocations

    • Consolidation of existing Carpentry, Building Maintenance, Drafting, Welding and Sustainable Technology vocational programs into a new Construction Technology Program


    Mahalo and Questions . . .


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