Taking Stock of Maui Community College

1. Taking Stock of Maui Community College New Vocabulary Updated Assumptions Evolved Processes Changes in Context Strategic Plan Directed Photos/Wind

2. Approaching the Inventory • Updated Context • Drivers and Assets • Revised Mission and Strategic Plan Goals and Current Activities • New Directions • Cost • Financing Strategy

3. Updated Context • Rapidly Changing Community • Requiring a Revised Mission • Updated Strategic Plan • Creative Initiatives with Realistic Expectations • Revisited Financing Assumptions • WASC Resonant • Campus and Community-Based Connection

4. Community Drivers • Gas, Electricity, Food, Housing highest in the state • State, County, MEDB, and Chamber Economic Development and Diversification Agenda • “Maui” Brand, Molokai Enterprise Community, Lanai the Private Island • Environment : Ocean-related, Haleakala, Rainforests • Public Education Challenges • Drugs/Family Abuse • Infrastructure: Roads, Water, Harbors, Power • Baccalaureate Expectations • Population Growth: Maui County’s Population grew by 73% over the last 20 years: 77,100 in 1982; 134,139 in 2002

5. Higher Education Assets in Maui County • Premier Resorts (Maui and Lanai) • World’s 2nd Best Celestial Observation Site • Best Educational Telescope (Faulkes) • DOD Advanced Electro-Optical Surveillance Telescope • Potential Advanced Technology Solar Telescope • One of the Fastest Supercomputers in U.S. • Nationally Television Exposure: Football, Golf and Basketball Events/MVB Support

6. Other Maui County Higher Education Assets • Maui Writers’ Conference • UH Maui Partners: IFA, MHPCC, CTAHR • Private and Public Partners in all Sectors • Broad Community Support • Cable TV and County-wide Interactive TV Access

7. Higher Education Landscape in Maui County • MCC Students grew by 31% from 2,287 to 2,989 students in the same period • F ’03: 2,631 Students in Kahului, 270 on Molokai, 40 on Lanai, & 60 in Hana • 23% Filipino, 22% Hawaiian • 65% Part-time, 35% Full-time • 65% Female, 35% Female • Tri-Isle County requiring airfares between Maui and Molokai, Lanai, and Oahu to provide and facilitate services

8. MCC Recently Developed Assets • Expanded and Improved Facilities • Created and/or Strengthened Partnerships (Agora, HIPac Wind, MLP, CfAO, DoD Contractors, A&B, County, MVB, etc.) • Increased Grant Awards from $5.5m in FY ’03 to $12.5m FY ’04 (to Feb 25, ’04) • Revisited and Revised MCC Mission and Strategic Plan

9. 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.

10. Updated Strategic Plan and Progress

11. Goal One:Educational Effectiveness and Student SuccessEmbrace a culture of excellence and performance as the hallmarks of effective student learning and success through: • -Sharing and assuming the responsibility for student learning with all • -Treasuring diversity and inclusion, honoring collegiality, and continuously striving for exceptional performance • -Regularly reviewing all educational programs and services for students

12. Goal One: What are we currently doing to “embrace excellence and performance?” • Pursuing our revised Mission • Implementing our Strategic Plan through Action Plans for each Goal • Reorganizing and Refining Academic and Administrative Structure • Reviewing Program and Service Data through upgrading our Campus-wide Assessment System • Continuing or Expanding Programs that Resonate w/ Community-Based Need

13. Goal One: Embracing Excellence & Performance (Continued) • Consolidating or Stopping-out Programs to address Changes in Workforce Requirements • Enhancing Student Access through: • Special Student Support Programs: TRIO, WIA-Ku`ina Project, Native Hawaiian Projects (Liko A`e, Po`okela, Mohala Ka Ike) • Outreach Services to Molokai, Lanai, Hana, Kihei • Distributed Learning Programs • University Center Programs • Verifying Student Learning through Curricular Revisions focusing on “learning outcomes” and CCSSE feedback

14. Goal Two:  A Learning, Applied Research, and Service NetworkEngage in intellectual and educational activities that enable the County of Maui and the State of Hawai`i to flourish through: -Developing and Diversifying an Economy and Workforce built on Partnerships -Offering a First-rate Information Technology Infrastructure for students, faculty, and staff -Applying community-based research to contribute to discovery of knowledge

15. Goal Two: What are we currently doing to strengthen economic and workforce development, IT infrastructure and applied research? • Working with each of our 17 Associate Degree Program Advisory Committees • Growing grants w/ Rural Hawaii partners (Kauai and Hawaii CCs, HHSC, UHM College of Ed, etc.) • Advancing Partnerships w/ UHM, UHWO, UHH, UHCCs, WIA Board, MEDB, County and State • Investing in Banner and Introducing wireless and Streaming Video • Designing a student educational management flow chart to improve retention and success

16. Goal Two: Strengthening economic and workforce development, IT infrastructure and applied research (Continued) • Addressing Remedial/Developmental Needs • Supporting Apprenticeship and Journeymen Skills Upgrading programs • Meeting Oral Health Care Career Interests • Building an NSF National Center of Excellence in High Performance Computing • Implementing the Applied Business and Information Technology Bachelor’s Program Proposal; also examining other baccalaureate degree possibilities

17. Goal ThreeA Model Local, Regional, and Global CollegeTransform the profile of the College, positioning it as one of the world’s foremost multicultural centers for island and indigenous studies through: -Establishing MCC as a preferred educational and training choice -Preserving and perpetuating the Hawaiian culture, language and values

18. Goal Three: What are we doing to “transform MCC as one of the world’s foremost multicultural centers for island indigenous studies?” • Approved and funded Academic Subject Certificate in Hawaiian Studies • Currently reviewing the possibility for an AS Degree in Hawaiian Studies • Participating in the Global Islands Network • Planning for World Hula Conference in ‘05 • Portraying Eldest Residents’ Memories on Maui through “Preserving Our Recollections” Cable TV program, over 60 participants interviewed

19. Goal FourInvestment in Faculty, Staff, Students, and Their EnvironmentRecognize and invest in human resources as the key to success and provide an inspiring work environment through: -Rewarding and empowering faculty and staff, and fostering a spirit of appreciation for all college employees -Creating healthful, resource-efficient and sustainable facilities

20. Goal Four: Investing in Human Resources (Continued) • Involving faculty and staff in college-wide direction through Annual Shared Governance Retreat, Strategic Plan Implementation Teams, and Long-Range Development Plan Update • Providing faculty and staff seminars on students w/ special needs, employee benefits, technical skills on medicaid reimbursement, and Diffusing Difficult Situations • Training in WebCT, video streaming, television instruction

21. Goal Four: Investing in Human Resources (Continued) • Securing Faculty/Staff development resources through Ho`olaule`a Concert and Telethon • Introducing Culinary Arts facility as a nutritious and healthful campus resource • Fostering student organizational development: Kabatak, ASMCC, Japanese Club, Philosophy Club

22. Goal FiveResources and StewardshipAcquire, allocate, and manage the resources needed to achieve success and exercise responsible stewardship over University assets through: -Building public and private support for the implementation of the Strategic Plan -Managing resources to achieve continuing improvements in the organization, people and processes

23. Goal Five: What are we currently doing to manage and steward MCC Resources? • Adjusting to beginning Shortfalls and Deficits required reducing Fall ‘02 Course Schedule from 445 to 378 courses in Fall ’03 and Spring ’03 from 403 courses to 373 courses in Spring ’04 • RDP/RJTI seed funding to support Culinary Arts, Music, Applied Business and Information Technology Bachelor of Applied Science, Oral Health, Center for Entrepreneurship, Educational Assistants • Securing USGS funded internships for GIS skills development • Returning about two (TFSF, S&R, Grant, and Foundation) dollars for every state dollar allotted

24. What would we like to do that we’re not doing now? • Transform learning and higher education infrastructure into economic resources that help sustain and improve MCC • Respond to student enrollment needs and interests with additional classes in high demand programs and disciplines • Address 200 student waitlist for student housing by creating private sector developed 400 bed student housing facility and anticipate Student Housing Completion by Fall ’05 with • Recruiter/Marketer • Transitional Services Coordinator • Student Life Coordinator • Academic History Evaluator • Campus Health Center Nurse Practitioner

25. Meet community needs for education that support economic diversification • Offer ABIT and other Bachelor degrees with resident faculty and others through University Center including teacher preparation (3.0 faculty) • Respond to 1/3 of County population’s unmet dental needs through Oral Care Program and Center Development (2.0 faculty) • Leverage DOD, High Tech, Astronomy, High Performance Computing import of professional staff into mentorship opportunities for MCC ICS/ECET majors (3.0 faculty and 3 lab techs) • Transform Agriculture sustainability led by organic movement at MLP and biotech and R&D at Monsanto and HC&S into campus program and lab conversions to meet real science and tech needs (1.0 faculty) • Integrate and institutionalize Hawaiian studies and culture (2.0 faculty)

26. Turn problems and challenges into opportunities • Convert $1 million power expense into initiative for demonstration energy park to meet College electricity needs and generate revenues • Reverse Culinary costs and deficit into resource center through expanding instruction and practicum sessions, creating student culinary internships, introducing an emphasized financial management component to culinary curriculum (3.0 faculty) • Reverse agriculture decline through a Sustainable Ag and Ag R&D initiative with MLP, HC&S, Maui Cattle Co., and other farmers • Prepare for Long-term Care and Allied Health in Maui County (3.0 faculty)

27. What would we like to do that we’re not doing now? • Strengthen Infrastructure • Renovate the Student Center Building • Construct a privately funded Oral Health Care Center, Science and Allied Health Facility, and Dome and Telescope • Develop and Anticipate opportunities • ACM/Cable Channel/Info Tech Facilities • Maui Writers’ Conference • Broadband dist ed • Long Term Care

28. How much is it going to cost? • Addition to the Base: $450k • Biennium Budget Period: 6 positions • Under Development: Biennium Budget and Eight Year Budget Plan: 16 positions $800k • LRDP will guide CIP

29. What we spent last year? • $8.4 million G Funds • $2.7 million TFSF • $2.1 million in Special and Revolving • $5.5 million in Grants • $18.8 Total • Also received $456,000 last year in Gifts

30. How do we pay for it? • General Fund: • Adjust Higher Ed state funds per County resident through future differentiated General Fund allocations Using Final GF Allocation and Hawaii Data Book for FY ’02-’03, Honolulu C&C received $270; Big Island $180, Kauai $98, Maui $63 • Electricity and Maintenance Allocation Adjustment ( $256,000) • Biennium Request for 6.0 Positions: (ABIT 3.0 [$203,250], ECE 1.0, BioTech 1.0, and Oral Health 1.0 [$217,500]) and Supplies ($35.000) • CIP Request for Science and Allied Health Facility

31. Funding Strategy Continued • Tuition Fee Special Fund Assumption: • Student Tuition Increase beginning in Fall ’05 or ‘06 • Student Housing Supported Increase in Nonresident Tuition Contribution

32. Funding Strategy Continued • Position Reallocations based on needs and opportunities (retirements) • Distance Education Technology Fees • Lab Fees • Extramural Grants/RTRF • Savings and Reallocations from Programs such as Culinary, Music, Oral Health Care, etc. contributing to revenue generation • Private Gifts • Power Supply: MECO MOA, RHI, HiPac Wind Alternative Energy Generation of Electricity