b'Strategic Plan Approach The College has a bold plan for the future of education and workforce training on the Mississippi Gulf Coast. The strategy is grounded in the Colleges mission, vision, values, and institutional commitments. In developing Excelerate 2030, MGCCC employed a strategic planning approach focused on what type of institution it wanted to become in ten years. The Long-Term Planning Strategy provides ongoing cycles (Three-Year Sprints) of assessment and adaptation, which will be driven by data obtained through implementation.Excelerate 2030 is designed to be a dynamic, evolving plan that anticipates changing circumstances and delivers in response to those changes. To realize success in a fast-paced world, Excelerate 2030 fuses together strategy and executiona plan designed to continually make adjustments and periodic dramatic pivots. Fusing strategy and execution will serve as a catalyst to drive learning, flexibility, continuous improvement, and reinvention.INTRODUCTION TO TRANSFORMATIONAL TRENDSReview and ValidateIn order to stay relevant in the midst of rapid change, MGCCC is MGCCCs Mission,actively developing new strategies to redesign how the College will Vision, and Values fulfill its mission. Across America, political and economic pressures Analyze,Assess thehave increased accountability and brought into question the value Assess, and1 Strengths,of postsecondary education, especially workforce readiness, cost, and Adjust theWeaknesses,access. Meanwhile, the American population and college students Plan as an Opportunities,are becoming increasingly diverse, which creates a gravitational pull Ongoing Process 6 2 and Threats to focus on student success across various demographics (i.e., equity). Among these shifting demographics, the emerging majority will be older with a competing need to strike a balance between school and INPUT FROM:work/family needs. In order to meet the social and academic needs of future students, the College must shift to a more student-centered Institutional ResearchExecute and5 3 Understandapproach wherein we ensure the institution is student ready instead Community StakeholdersManage thethe Globalof questioning if students are college ready. Focus Areas and Environment andStudents and EmployeesAssessment4 TransformationalLocal Business and IndustryMGCCC will evolve to meet these needs, ensuring the College is future- Strategies Trends proof. In order to forecast how the College will need to change in Develop Institutional coming years, there are at least four major transformational trends that Commitments: will push MGCCC to become a complex adaptive system: redesigning Focus Areas andeducation and training, adapting to demographic shifts, cultivating Assessment Strategies economic growth, and adopting emerging technology and data usage.EXCELERATE 20305'