2018-2021 Strategic Plan
“It is an exciting time to be at CSM. I look forward to the collaborative implementation of our 2018-2021 strategic plan that will benefit CSM’s employees, communities, and most importantly, our students.” - Dr. Maureen Murphy, President, College of Southern Maryland
Over the past 60 years, the College of Southern Maryland (CSM) has evolved into a dynamic educational institution proudly serving tens of thousands of students annually.
Social change and technology are transforming how we communicate, learn, live, and work. Our data clearly shows that geography has become less of a factor in students’ choices on where to learn. Meanwhile, state and federal policymakers as well as the public require that educational programs produce outcomes that are measurable and transferable.
Recognized as one of the 2019 Aspen Prize for Community College Excellence Top 150 Community Colleges, CSM is focused on outstanding outcomes with student learning, completion, employment and accessibility. We recognize, however, that new approaches and new resources are required for continued growth and future effectiveness.
We will always remain true to the fundamental principles that have long defined our culture: our deeply felt commitment to accessibility, affordability, diversity, innovation, and partnerships. We will always champion the merits of lifelong learning and the vital importance of education in a civil society.
The 2018-2021 CSM institutional plan was created in collaboration with both internal and external college stakeholders. The plan includes three concise goals which articulate our enduring values and strategic intentions. From this plan, we will develop action plans with measurable outcomes and milestones. To help us remain nimble and innovative, we will refine our action plans annually.
Our Three Priorities
#1: OUR GOAL IS TO IMPROVE STUDENT PROGRESS AND COMPLETION
CSM recognizes that, while many things affect students’ abilities to complete their programs in a timely manner, we must reduce all barriers within our span of control to ensure the best student outcomes possible.
BECAUSE:
- People with college credentials have higher earning potential
- People with college credentials have lower unemployment and poverty rates
- People with college credentials have higher rates of job satisfaction
- People with college credentials are more likely to be healthy
- People with college credentials have more opportunities for social mobility
- 80% of CSM’s graduates remain in Southern Maryland and contribute directly to the regional social and economic climate
STRATEGIES TO ACHIEVE THIS GOAL:
- Identify critical measures for student progress and completion and develop reporting protocols
- Implement guided pathways
WE WILL MEASURE SUCCESS BY:
- Monitoring the number of graduates
- Monitoring the time to graduation
- Monitoring successful completion of developmental courses and gateway courses
- Monitoring pass rates on licensure/certification examinations
IN YEAR ONE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:
- Shared a draft College Success Dashboard with Board of Trustees
- Mapped curriculum pathways
- Streamlined advising and implemented Student Planning
IN YEAR TWO, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:
- Launched Achieving the Dream
- Implement program assessment for Workforce Development programs
IN YEAR THREE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOALS:
- Implemented First Year of Achieving the Dream Action Plan
- Clarify the Paths
- Systemize the Supports
- Demystify the Finances
- Collaborated with Workforce Development Board and Tri-County Council on Getting Southern Maryland Back to Work initiative
- Developed new instructional modalities to mitigate the pandemic
- To address student needs that were exacerbated by the pandemic, we implemented the mobile Hawk Feeder and laptop distribution programs, and provided tuition assistance through our Help-a-Hawk scholarship fund
#2: OUR GOAL IS TO PROVIDE TARGETED PROGRAMMING TO MEET REGIONAL NEEDS
CSM understands its role in the community and will engage new and existing partners in government, economic development, education, and business to develop and sustain innovative programming and revenue streams to advance the vitality of the college and the region.
BECAUSE:
- Local economic development agencies need a qualified workforce to attract new businesses and industry
- Local businesses need to retain qualified workers
- Baby boomers are retiring in record numbers
STRATEGIES TO ACHIEVE THIS GOAL:
- Determine strategic purpose for each campus based on county economic and workforce needs
- Develop a long-range educational and facilities use framework
WE WILL MEASURE SUCCESS BY:
- Number of complete degree programs at each campus
- Number of applied learning experiences per degree program that are tied to regional employers
- Satisfaction rates of Program Advisory Councils
IN YEAR ONE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOALS:
- Clarified degree programs that can be completed at each campus
- Integrated Workforce Development staff into Program Advisory Councils
IN YEAR TWO, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOALS:
- Enhanced Local Partnerships
- Engaged in Market Segmentation Study
- Finished Construction on the CSM Velocity Center
IN YEAR THREE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOALS:
- Launched Getting Southern Maryland Back to Work and other training programs
- Launched programming for CSM Velocity Center
- Provided Technical Assistance to Charles County Health Department
- Finalized Facilities Master Plan to ensure campuses meet regional needs
#3: OUR GOAL IS TO FUNCTION AS ONE REGIONAL COLLEGE
CSM cannot implement its One College vision without supporting employee excellence. Consequently, CSM will make organizational and professional effectiveness a priority.
BECAUSE:
- Learners move liberally among the campuses and need consistent messages wherever they are
- Increased alignment creates operational efficiencies, allowing dollars to focus on the learning enterprise
- Consistency supports employee development
STRATEGIES TO ACHIEVE THIS GOAL:
- Ensure the organizational structure supports our One College vision in programs and services
- Build a culture of collaboration and learning
WE WILL MEASURE SUCCESS BY:
- Number of internal professional development opportunities by functional areas
- Results of employee satisfaction survey
- Results of student surveys
- Monitoring resources allocated to mission-central activities
IN YEAR ONE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:
- Implemented organizational alignment of college by function
- Piloted a collegial governance process
- Revised the employee onboarding process
IN YEAR TWO, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:
- Budget Unification legislation signed into law
- Sustained Progress in Process Alignment Across Campuses
- Collegial Governance research concluded
IN YEAR THREE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:
- Implemented participatory governance
- Initiated policy review for post-Covid workforce
- Completed organizational realignment with creation of new Division of Learning and merging of Marketing and Admissions units
- Implemented unified budgets across counties and campuses
- Created a new Virtual Campus to recognize our online classes are not tied to any single physical campus