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. 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

3. 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

4. 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

5. 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

6. 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.

7. 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

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

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

11. Custodial Workload Analysis

12. 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.

13. 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

14. 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)

15. 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

16. 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

17. Increase Educational Capital of the State

18. Expand Workforce Development

19. Assist in Economic Diversification

20. Address Underserved Regions/Populations

21. Other Urgent Priorities

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

23. Mahalo and Questions . . .