Strategic Planning 2018 - 2023

The strategic plan consists of three strategic priorities. The mission, vision, and values of the College drive the strategic goals. The strategic goals, approved by the Board of Trustees for the period of 2018-2023, are listed below:

This process in 2017 resulted in the following mission, vision, and values for the period of 2018-2023:

Mission

College of the Mainland is a learning-centered, comprehensive community college dedicated to student success and the intellectual and economic enrichment of the diverse communities we serve.

Vision

College of the Mainland will be a valued and vital community partner by enriching our community and preparing our students to thrive in a diverse, dynamic and global environment.

Values

  • Student Success and Academic Excellence
  • Continuous Improvement and Accountability
  • Mutual Respect and Civility
  • Diversity and Inclusiveness
  • Innovation and Adaptability
  • Campus and Community Collaboration

Goals and Strategies

Goal 1: Student Success

Student Success is our top priority. College of the Mainland will be the college of choice for our community.

Strategy 1

Implement Guided Pathways to aid students in determining and completing their path to success

Strategy 2

Offer Co-requisite Developmental Courses for all students who come in not ready for college-level English and Math, expediently preparing them for successful completion of English and Math courses.

Strategy 3

Create Articulation Agreements with 4-year Institutions for clear and efficient transfer opportunities for students.

Strategy 4

Develop a comprehensive Academic Master Plan to improve existing programs and develop new successful programs.

Goal 2: Employee Success

College of the Mainland will create an environment that retains and attracts administrators, faculty, and staff committed to serving our students.

Strategy 1

Implement a campus wide program dedicated to facilitating the education and training of employees to improve job performance and service to students

Strategy 2

Attract, select and retain high performing and diverse talent.

Goal 3: Facilities Improvement

Provide a safe, aesthetic environment conducive to learning, while addressing the workforce needs of local business and industry.

Strategy 1

Completion of Maintenance Tax Note Projects

Strategy 2

Plan and build new college facilities supported by the bond

Strategy 3

Upgrade Technology to support student success

Key Performance Indicators

Goal 1: Student Success

Student success is our top priority. College of the Mainland will be the college of choice for our community.

  • Full-Time Equivalent enrollment will reach 4,000 by 2025
  • Increase the number of degrees and certificates awarded to 1,300 per year by 2025
  • The average time to complete a degree will decrease to 4 years by 2025
  • The average number of credits earned per degree will decrease to 70 by 2025
  • Number of New Students
  • Student Retention, Fall to Spring
  • Student Retention, Fall to Fall
  • Number of Transfers
  • Successful Course Completion Rate in Developmental Courses
  • Successful Course Completion Rate in Gateway ENGL 1301
  • Successful Course Completion Rate in Gateway MATH pathways courses
  • Successful Course Completion Rates in Distance Education

Goal 2: Employee Success

Create an environment that retains and attracts administrators, faculty, and staff committed to serving our students.

  • Ensure that employee compensation and benefits are and remain competitive with peer Texas community colleges and the surrounding Houston business community by 2018.
  • Support of employee continuing education and professional development in order to achieve and maintain a high-performing, highly engaged workforce. By 2020, 75% of employees will participate in a minimum of 16 hours of professional development per year.
  • Increase community wide engagement among administrators, faculty, staff, and trustees.
  • Provide workshops, seminars, and course work promoting effective teaching, learning, and assessment practices.

Goal 3: Facilities Improvement

Provide a safe, aesthetic environment conducive to learning, while addressing the workforce needs of local business and industry.

  • By 2027, 75% of the first two phases of the master facilities plan will be completed.
  • Secure passage of Bond Referendum by November 2018.
  • Establish exemplary teaching-learning environment that best serves our faculty and students as evidenced by completion rates, surveys, course evaluations, and other data.

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