2021 - 2024 Strategic Plan

CSM recognizes that, while many things affect students’ abilities to complete their programs in a timely manner, we must reduce all barriers within our 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

STRATEGIES TO ACHIEVE THIS GOAL:

• 1.1 Clarify the paths: ensure students have the information and resources they need to achieve their academic and career goals
• 1.2 Systemize the supports: each student will have appropriate and timely support to achieve their educational goals
• 1.3 Demystify the finances: ensure students fully understand the cost of attending college and payment/financial aid options available to them

WE WILL MEASURE SUCCESS BY:

• Percentage of students earning six or more credits during their first term
• Number of degrees and certificates awarded each year
  
• Percentage of first-time students placing in at least one developmental course
  
• Percentage of students completing the FASFA and receiving financial aid
  
• Graduation rates for students compared to other Maryland community colleges
  
• Alumni satisfaction rates with transfer preparation
  
• Measurements will be disaggregated by gender, race/ethnicity, and economic status where appropriate

IN YEAR ONE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:

• Trained nearly 200 faculty members to implement national best practices in student retention (Hawk: Go!)
  
• Expanded the number of students completing FAFSA applications through increased communication, improved processes, and removed barriers
  
• Piloted HawkHubs to triage and quickly respond to student admission, registration, enrollment, and academic needs
  
• Developed Registration Live events to provide students with admissions, advising and registration services in one comprehensive session

IN YEAR TWO, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:

• Implemented ReUp initiative to engage students who have stopped attending CSM in the past seven years. We have reached out to more than 12,500 students and 385 have re-enrolled
• Relaunched “Destination College.” Over 800 elementary school students at 10 schools in Calvert and Charles Counties have participated in this college enrichment program
• Established a Transition Navigator to assist ABE/GED students in enrolling in traditional college programs of study. This year 20 students transitioned from the ABE/GED program to CSM credit and credit-free classes
• Expanded homeschool program in Charles County resulting in 525 course enrollments by 170 homeschool students
• Launched “Early College” program in partnership with Charles County Public Schools
• Completed Hy-Flex Classroom upgrades across all campuses to allow students the flexibility to learn from anywhere and instructors the ability to teach from anyplace
• Finalized the design for the new La Plata Campus Student Resource Center. This renovated building will be a one-stop-shop for prospective students and most student services homeschool students

CSM is committed to fostering an environment that is welcoming, inclusive, and respectful of all students, staff, faculty, and visitors. Equity is at the core of such an environment. Equity is grounded in the principle of fairness and is achieved by providing each individual with the opportunity, resources, and access needed to be successful.

BECAUSE:

• Equity, access, and diversity are more than just words to us: They embody our commitment to a culture of student and employee achievement wherever people are in their academic or professional journey
• Equity and access demand commitments from both sides ... students sharing their experiences, and we at CSM responding, accordingly
• Our culture is ever-evolving in a way that recognizes the tenets of equity and diversity.
• Developing educational programs and services that are grounded in equity helps advance social justice and economic mobility for all Southern Marylanders

STRATEGIES TO ACHIEVE THIS GOAL:

• 2.1 Improve hiring practices to ensure equity for all
• 2.2 Use disaggregated data to close equity gaps
• 2.3 Expand digital access and technology to ensure equity for all learners
• 2.4 Strengthen cultural competency among all employees

WE WILL MEASURE SUCCESS BY:

• Percentage of employees who participate in diversity, equity, and inclusion training
• Percentage of full-time faculty who are People of Color
• Percentage of staff and administrators who are People of Color
• Students of Color enrollment compared to service area population
• Successful-persister rate of credit students after four years
• Graduation-transfer rate of credit students after four years
• Diversity percentage in nursing graduates when compared to national data
• Measurements will be disaggregated by gender, race/ethnicity, and economic status where appropriate.

IN YEAR ONE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOALS:

• Provided over 400 students with laptops and other technology to ensure equity for all learners
• Implemented mandatory hiring committee training to promote equitable hiring practices
• Institutionalized the consistent use of data disaggregated by gender, race/ethnicity, and economic status in planning and decision making

IN YEAR TWO, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOALS:

• Hosted a Tri-county Transition Expo for high school students with disabilities transitioning to postsecondary endeavors. The attendees were able to visit with exhibitors ranging from area adult services providers to community partners to CSM representatives
• Awarded $920,000 CSM Foundation Scholarships and over $300,000 in Charles County Commissioner Scholarships to students
• Participated in the community-based Benefits Data Trust project to support closing gaps to reduce hunger and poverty and to build pathways to economic mobility for our students

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 the regional workforce pipeline 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
• 89% of CSM graduates remain in Southern Maryland and contribute directly to the regional workforce
  

STRATEGIES TO ACHIEVE THIS GOAL:

• 3.1 Establish the college as the training provider of choice for Southern Maryland
  
• 3.2 Collaborate with regional and state partners on workforce development initiatives
  
• 3.3 Provide accelerated learning opportunities that align with regional workforce needs as well as global industry needs

WE WILL MEASURE SUCCESS BY:

• Enrollment in continuing education workforce development courses
• Enrollment in contract training courses
  
• Enrollment in continuing professional education courses leading to government or industry certification
  
• Number of continuing education course completions leading to a professional license or industry certification
  
• Number of degrees and industry credentials awarded annually
  
• Alumni satisfaction rates with employment preparation
• Measurements will be disaggregated by gender, race/ethnicity, and economic status where appropriate.

IN YEAR ONE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:

• Implemented four new memorandums of understanding (MOUs) with local partners to expand the education-to-industry pipelines in the trades, energy, and healthcare sectors
• Piloted new work-based learning programs to provide more experiential learning opportunities for students in their areas of study
  
• Developed and began awarding new micro-credential and digital badges in high demand skill areas
• Improved prior learning assessment (PLA) policies and processes to expand opportunities for students with prior learning experience to more rapidly complete courses and credentials

IN YEAR TWO, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:

• Collaborated with the Regional Workforce Board to garner 39 referrals for training resulting in over $84,000 in contracts
• Increased business client contracts executed through the Workforce Center, resulting in a 12% increase in revenue
• Launched Work-Based Learning initiative to external employers: 27 students were placed at 23 companies
• Began participating in the federal WorkForce Recruitment Program to connect federal and private sector employers with highly motivated college students and recent graduates with disabilities

CSM believes that fostering a culture of employee engagement, work-life balance, life-long learning, and high performance is critical to the success of the college’s mission and our ability to serve our students and our community.

BECAUSE:

• By fostering employee engagement, the college builds a dynamic culture that will benefit both students and employees
  
• A high-performing employee culture encourages employees to work better and strategically
  
• A high-performing employee culture retains talent, attracts outstanding new employees, and improves organizational performance

STRATEGIES TO ACHIEVE THIS GOAL:

• 4.1 Expand professional development
  
• 4.2 Reconceptualize where and how we work
  
• 4.3 Strengthen a culture that incorporates our institutional values in all we do
  
• 4.4 Ensure a workplace environment that is inclusive, participatory, and encourages employee engagement at all levels

WE WILL MEASURE SUCCESS BY:

• Number of professional development trainings offered to employees
  
• Ratio of full-time to part-time faculty
  
• Percentage of departments that participate in the yearly planning process
  
• Percentage of employees who feel they have an opportunity to express their ideas in appropriate forums
  
• Percent of employees who feel that CSM demonstrates a commitment to equity
• Measurements will be disaggregated by gender, race/ethnicity, and economic status where appropriate.

IN YEAR ONE, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:

• Launched the Future State of Work initiative to streamline processes, create efficiencies, and improve collaboration
• Expanded telework opportunities for college employees
  
• Operationalized participatory governance to encourage more employee engagement at all levels of the organization
  
• Utilized NEOED Learn, Human Resource’s new online learning management system, to provide more employee training and professional development opportunities

IN YEAR TWO, WE ACCOMPLISHED THE FOLLOWING TO ACHIEVE OUR GOAL:

• Piloted an executive coaching program to help enhance skills of leaders and emerging leaders at the college
• Launched a newly redesigned CSM Intranet site to better serve employee information and communication needs
• Participated in Achieving the Dream’s inaugural Advising Success Network (ASN) cohort which is a national effort to develop a community of practice for institutions interested in improving their advising practices and policies
• Initiated a robust cybersecurity program assessment review, mandated annual cybersecurity awareness training, and initiated a new external managed threat detection and response service to supplement internal IT security resources