Strategic Priorities

1. Program and Member Benefits
   
   
1. Recognize Outstanding Work
   
   1. Develop annual awards to recognize institutions, students, faculty members, community partners and for their achievements in the areas of service, service-learning, and civic engagement.
   2. Encourage representatives of member institutions to apply for awards sponsored by National Campus Compact.
      
2. Develop and disseminate resources between and among member institutions and national network about best practices, national trends, policies, and research.
   
   1. Develop network of in-state and regional consultants/faculty trainers.
   2. Develop website and online newsletter 
   3. Provide a guide to models of successful programs (within the State and nationally) in the areas of service, service-learning, and civic engagement.
      
3. Advise member institutions in program development, advisory board development, faculty and community partner training, developing support within institution and external to institution.
   
4. Sponsor and co-sponsor statewide and regional conferences, trainings, and events, serving as a clearinghouse to publicize public events across member campuses.
   
   1. Explore member interest in four overarching focal areas:   International/Cross-cultural,  Sustainability,  Leadership,  P-20 Developmental Model of Civic Engagement. 
      
5. Provide  subgrants to members and sponsor grantwriting workshops.
   
   1. Administer AmeriCorps*VISTA  program (RFP, application & recruitment process, monthly trainings, reporting, site visits, annual renewal reapplication, etc. )
   2. Apply for CNCS Learn & Serve grant.
   3. Research and apply for other foundation and private grants for special projects.
      
6. Develop Partnerships
   
1. Encourage reciprocal relationships between campuses and communities.
2. Collaboratively establish sustainable, evidence-based, best-practice partnerships.
3. Explore partnerships with international organizations, alternative break sites, and international internships.
4. Encourage P-16/P-20 partnerships; highlight national best practices and share resources. 
   
7. Develop processes and tools for evaluation and assessment of the social impact of higher education on communities.
1. Participate in annual Campus Compact survey.
2. Collaboratively work with member institutions researching social impact of civic engagement on students, including first-generation and at-risk, and impact of campuses on their communities.
   
2. Governance/Organizational Leadership and Effectiveness (policies) 
   
1. Increase Board Engagement
   
1. Develop board goals for engagement of member presidents.
2. Conduct monthly meetings with Board Chair.
3. Establish rapport with all new member presidents. 
4. Communicate monthly update with Board members.
   
2.  Maintain high involvement of Senior Advisory Group
1. Establish Task force groups as necessary.
   
3. Establish and improve office and office management systems
   
   1. Finalize operating policies manual. 
   2. Establish annual staff review process. 
   3. Establish benefits. 
      
3. Marketing and Branding
   
1. Develop integrated marketing and communications plan.
2. Develop and disseminate communication tools online & print.
1.  Coordinate state-wide event and publicity for launch.
2. Develop MDCC website, VISTA brochure, and on-line newsletter.
3. Develop targeted communications fo key constituencies and audiences.
4. Disseminate annual report. 
3. Collaborate on annual conference and co-sponsor in-state and regional trainings and conferences.
   
4. Strategic Partnerships and Outreach
   
   1. Explore possibility of expanding to be a MD/DC Compact with D.C. Institutions.
   2. Explore collaborations with other MD and national higher education associations around mutual goals (USM, MICUA, MACC, MHEC, AAC&U).
   3. Identify, develop and strengthen strategic partnerships with statewide government and non-profit organizations:  GOCI, MANO, GWIB, Volunteer Maryland, and Baltimore Collegetown.
   4. Monitor national legislative initiatives related to civic engagement, service-learning, etc. 
      
5. Achieve Financial Stability and Growth
   
   1. Increase and maintain stable membership. 
   2. Maintain balanced budget.
   3. Conduct Board review of dues including recommendation of modest annual increase. 
   4. Expand staff to include full-time program coordinator and executive assistant.
   5. Seek other funding source including state, federal, and corporate sources.
      
      1. Develop contacts with foundations to explore opportunities to apply for grants as a consortium of colleges and universities (e.g. Abell, Weinberg)
      2. Develop strategy to approach MHEC,  Maryland legislators, and D.C. Government
      3. Explore support from individual and business partners
      4. Pursue appropriate partnerships with other state Compacts and national Campus Compact
      5. Continue to seek various kinds of institutional in-kind support
      6. Meet and develop rapport with all newly appointed presidents in Maryland and D.C.