JOAQUÍN G. MARTÍNEZ, PH.D.
I arrived in the United States from my native Cuba one month before the Mariel Boat Lift of 1980. My young mother—determined to reunite with my grandparents in America in search of freedom and the American Dream—successfully obtained political asylum. Our struggles to flee Castro’s regime and the good fortune of growing up in the land of the free, inspire me to work tirelessly so that anyone with a penny and a dream can enter a community college campus and transform his or her life through the opportunities of education.
I am a seasoned and proven senior executive, with experience serving concurrently as president of “My hope emerges from two college campuses and a Virtual College. The accumulation those places of struggle of knowledge and skills that I have acquired over almost 30 where I witness individuals years in education, including at the largest community college positively transforming in the nation, serving over 165K students in multiple roles, as their lives and the world vice provost, associate provost, academic dean, dean of around them. Educating is a students, dean of the faculty and student services, associate vocation rooted in dean, chair, and professor, among others, make me particularly hopefulness. As teachers we well suited to pursue this extraordinary opportunity for the believe that learning is position of President of Clark College. Toward that end, I possible, that nothing can embrace this calling with enthusiasm, driven by an unwavering keep an open mind from commitment to our greatest asset—Students First! seeking after knowledge and finding a way to know.” -Bell Miami Dade College is a highly complex and interconnected Hooks. matrix organization. Select members of the College’s executive leadership team are frequently appointed to oversee parallel vertical (campus-based) and/or horizontal (collegewide) functions throughout all campuses and the District, either as part of the College President’s Cabinet (campus-based; vertical) or the Executive Vice President and Provost’s Cabinet (collegewide; horizontal), on behalf of the College’s most valuable asset, its 165,000 students.
I’ve been married to my wonderful husband, Mark, for almost 14 years. We live in Hollywood, FL with our 13-year old rescued Black Lab (Bunny is 13 going on 2, an adorable 70 lb. monster!). Mark is very involved with the foster care community in S. Florida. We enjoy bringing family and friends together, cooking delicious meals, playing dominoes, and planning our yearly travel adventure. I speak five languages: Spanish, English, French, Italian, and Portuguese. Education changed my life.
Education Ph.D., Florida Atlantic University, Higher Education Leadership and Research Methodology M.S., Nova Southeastern University, TESOL | Administration and Supervision BA, Middlebury College, Political Science | Modern Foreign Languages AACC, National Community College Hispanic Council Leadership Fellow, California State University
1 | Joaquín G. Martínez, Ph.D. JOAQUÍN G. MARTÍNEZ, PH.D.
Overview of Qualifications Almost 30 years of progressive responsibilities, including at the 4th largest public school district, at a large, private research university, at a small, comprehensive non-profit private university, and most recently at the largest community college system in the US Proven record implementing/aligning resources to programs and service through innovative solutions Oversaw the Colleges’ operational divisions around institutional accreditations, research, policy and grants programs, strategic planning, and assessment and evaluation of effectiveness for 165K students across 8 campuses and outreach centers Built robust partnerships with business, industry, educational, civic, and other external groups; consulted to promote educational, research and public service objectives, and institutional policies as formulated by Board of Trustees Oversaw all academic/administrative functions of more than 70K duplicated students per year at a Virtual College and at two separate comprehensive college campuses concurrently, including but not limited to, operational procedures and activities governing students, faculty and staff, campus fiscal and physical planning, fundraising and resource development, professional development and advancement, productivity, effectiveness and efficiencies, and the totality of academic and non-academic operations Demonstrated financial acumen in spite of limited state resources, tuition caps, and reduced public funding; consistently doing more with less; secured external funding; created revenue streams Developed and implemented innovative, high quality educational and support programs with a focus on local workforce needs Enhanced, developed and implemented campus-based, student centered academic and support services so students succeed, transfer, and enter the workforce as highly- qualified graduates Strong communicator; national presenter; spokesperson; invited expert panelist; public speaker; lecturer; member of the senior executive leadership team Fostered open, transparent, and courageous conversations across the organization because the worst conversations are the ones we don’t have Served as chief spokesperson on policy matters to external constituents Built consensus and worked with diverse constituencies within the College and surrounding communities to improve quality in support of the College's mission; created urgency and executed strong change management efforts leading to significant institutional enhancements through broad, cross-functional, multi-campus engagement of stakeholders across all levels and functions; inspired the college community because people support what they help to create Possess strong interpersonal and communication skills, gravitas, and the ability to work effectively with a wide range of constituencies in a diverse community
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Extensive successes working in diverse communities anchored on principles of access and equity; maintained a comprehensive program of equal opportunity; understood and supported the value of a multi-ethnic/multicultural environment with students, faculty, and staff Demonstrated commitment to shared governance and equitable advancement of faculty and staff; negotiated and managed collective bargaining agreements
Selected Responsibilities & Accomplishments Academic Affairs Spearheaded the Academic Affairs Strategic Plan for two MDC campuses, including individual Unit Action Plans for 16 departments. This included the creation of cross-functional task forces that carried out the strategies identified by the various stakeholders to align all academic affairs areas into a comprehensive, whole-student success and engagement model anchored on the broader Campus Action Plan. Priorities were grounded in the College’s Strategic Plan and included: advancing educational excellence, improving student learning outcomes, enhancing teaching and learning processes, increasing rates of retention, progression, transfer and entry into the workforce. Programmatic enhancements were tied to workforce and industry demands, to produce highly qualified, workforce-ready graduate in close collaboration with faculty and staff; ensured innovative pedagogies for diverse learners; safeguarded academic freedom
Budgeting & Finance Managed annual operational budgets in excess of $38M and capital budgets in excess of $18M. Worked with CFO to maintain efficient operations within the policies and procedures that govern finance. Oversaw procurement, capital outlay, facilities expansion and maintenance, among others. Responsible for financial planning, sustainable resource allocations, prioritizing spending to support total campus-based and collegewide operations. Worked with VP for Facilities to create facilities master plan, architectural and educational speculations, design and construction, expansion and renovations of major capital outlay, with budgets in excess of $80M
Cultural Affairs & the Arts Hosted frequent high-volume, high-impact cultural and artistic events throughout the year, drawing hundreds of thousands of visitors to the campus. These include, but are not limited to, the Miami Film Festival, the Miami Book Fair International, the Maker’s Faire, the Miami Museum of Art and Design, the Music, Food, and Arts Festival, the Miami Culinary Institute and the operation of Tuyo restaurant, the New World School of the Arts, and myriad co-curricular programs to support and advance art and culture for students and the broader community
Facilities and Capital Improvements Aligned resources, prioritized construction and deferred maintenance expenditures, master planning, and related deliverables at two separate campuses and two separate satellite centers concurrently, including 7 flat parking lots, common areas, 17 free-standing buildings (two with historic designation), and 3
3 | Joaquín G. Martínez, Ph.D. JOAQUÍN G. MARTÍNEZ, PH.D. garages; more than 1M square feet of multi-use structures located in both urban (downtown) and suburban settings. Prioritized deferred maintenance projects in excess of $38M within the broader budget of over $400M
Faculty & Staff Encouraged positive employee morale and enthusiastically acted as a cheerleader and role model for broad engagement. Provided professional development platforms for faculty and staff, including all members of the Support Staff Council and the United Faculty of Miami Dade College (faculty union). Maintained adherence to mutually agreed terms of the collective bargaining agreement and fostered collegial relationships that embraced shared governance, emphasized faculty advancement, and forged strong collaborations with faculty and staff around the mission of the organization, with a strong focus on our most valued priority and common asset—our students!
Leadership & Supervision Oversaw 2 campuses, a Virtual College, and collegewide functions concurrently, including but not limited to, Academic Affairs through the Offices of the Deans of the Faculty and in collaboration with the Vice Provost for Academic Affairs, and the Vice Provost of Academic Schools, Student Affairs through the Office of the Deans of Students and in collaboration with the Vice Provost for Student Services, information technology through the Office of the Chief Information Officer, the New World School of the Arts (NWSA) through the Office of the Provost of NWSA, The Honors College operating across four MDC campuses, Facilities and Campus Services, including Custodial Services and Public Safety, through the Offices of the Senior Directors of Campus Administration, the Virtual College, through the Office of the Executive Director of the Virtual College (28K students/year); oversaw Emergency Management protocols, including Emergency Preparedness and Public Safety, with the Incident Commander as a direct report
Legislative Affairs Served as chief spokesperson on policy matters, educated constituents on policy implications and highlighted institutional needs and priorities in public forums, like the state legislature in Tallahassee and in presentations to local, state and national entities. Led advocacy efforts on a regular basis through sustained interactions with local and state government officials, including school board members, commissioners, mayors, representatives, senators, governors, and other functionaries of the state, and maintained membership in the Association of Florida Colleges, with the goal of advancing students’ needs by informing policy-makers of the legislative priorities
Resource Development & Fundraising Maintained consistent, effective engagement with donors and funders in support of the academic mission. Helped secure funding in excess of $35M from external funders in the last 5 years alone; requested over $15M in potential funding and secured over $10M in funding during the last year alone, including but not limited to, funding from the following entities: Americorps; Andrew W. Mellon Foundation; Bill & Melinda Gates Foundation; Career Source, South Florida; Florida Department of
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Children and Families; Florida Department of Education; Florida Department of State; James L. Knight Foundation; Lumina Foundation; Miami Dade County; The Able Trust; Univisión; US Department of Education; Wells Fargo; individual and corporate donors through the MDC Foundation and Board of Directors, among others.
Student Engagement, Access, and Success Served as Managing Director and was a member of the National Evaluation Advisory Council for the Bill and Melinda Gates’ national Completion by Design (CBD) initiative, representing MDC as part of a national cadre of CBD colleges. Served on the Lumina Foundations’ Panel for the Development of a National Latino Student Success Framework; served as the key access and success officer with oversight of the Student Achievement Initiatives (SAI); oversaw the institutional redesign efforts to increase degree completion while preserving access and educational quality. These results were lauded on the national level and they informed the research and practice on national community college completion; spearheaded the planning, design, and implementation of a Student Services Strategic Plan for the Division of Student Affairs, including individual Unit Action Plans for all 7 divisions within the student services areas; maintained regular meetings with student leaders and SGA officers; managed student retention, progression, persistence (time-to-completion), graduation, entry to workforce and/or transfer outcomes for a duplicated headcount of more than 70K students per year in campus-based roles and 165K per year in District-based roles.
Professional Experiences
Miami Dade College (MDC): Established in 1960, MDC is the largest and most diverse community college in the nation. With 8 campuses, multiple outreach centers and more than 165,000 students from across the world, MDC offers more than 300 programs of study and several degree options, including certificate, associate and baccalaureate degrees.
District Vice Provost (VP): A member of the College’s Senior Leadership Team, the VP provides collegewide leadership, support, and oversight for Institutional Research, Grants, Policy and Advocacy, Strategic Planning, Assessment, and Accreditation, among other key functions to maximize operational effectiveness across all campuses and district functions. Provide College President and Board strategic analysis on higher education issues Participated in monthly meetings of District Board of Trustees; support priorities of the Board Ensured institutional effectiveness, including in assessment, strategic planning, accreditation, analytics, research, policy, and grants across 8 campuses and the District. Ensured accountability and institutional compliance with state and federal requirements Recommended and participates in the development of College policies and procedures
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Produced research and policy analysis relevant to anticipated institutional planning, policy, and decision-making Built capacity for members of the College’s Senior Leadership Team and their organizations by promoting evidence-based decisions and facilitating access to data/information systems and research for grants, programs, and College priorities Reviewed pending legislation, legal mandates regulations, and guidelines which may affect college programs, functions and activities Represented the College internally and externally to media, government agencies, funding agencies, and the general public/local community Led College strategic planning processes including design, planning, development, implementation, and evaluation of the College’s Strategic Plan Identified emerging trends and significant environmental changes to support the College in its planning and development efforts Supported and monitored the management of college-wide and program/discipline- specific student learning outcomes assessment to enhance student learning outcomes Identified and secured college-wide grants that strengthens and expand the College’s educational opportunities
2017-2019 President, MDC Wolfson, Miami Dade College 2016-2019 President, MDC Hialeah, Miami Dade College
President (Wolfon, Hialeah and Virtual College): A member of the College’s Senior Leadership Team, the campus president is a visionary, innovative leader who continuously enhances campus programming and operations to serve the needs of our student population. The president is committed to the college-wide vision and mission and effectively communicates and accelerates that mission and vision to internal and external stakeholders. The president is accountable for key outcomes related to the strategic leadership of a campus, serves as the head of the campus management team, and is a member of the College’s District Senior Leadership Team, aligning campus goals and activities to the overall mission and vision of the College District. Participated in monthly meetings with District Board of Trustees; supported priorities and facilitated the business of the Board to achieve institutional goals Managed core functions of the Office of the President; prioritized equitable outcomes Led the development and execution of the strategic plan and related outcomes, aligned with the overall mission, vision and values of the District Planned, designed, implemented and executed a campus enrollment and productivity framework aligned with overall District enrollment and productivity goals Established the development and implementation of innovative, high quality educational programs and support programs with a focus on local workforce needs Enhanced, developed and implemented student-centered academic and support services to promote student success and completion
6 | Joaquín G. Martínez, Ph.D. JOAQUÍN G. MARTÍNEZ, PH.D.
Provided leadership in long-range institutional and statewide strategic planning, resource development and fundraising Consulted and negotiated with administrative officials and representatives of business communities and civic groups to promote educational, research and public service objectives and policies of the institution as formulated by Board of Trustees Oversaw all academic and administrative functions of two college campuses and a Virtual College concurrently, including but not limit to: operational procedures and activities governing students, faculty and staff, campus fiscal and physical planning and implementation of the collective bargaining agreement Served as the chief campus spokesperson on policy matters Maintained a comprehensive program of equal opportunity/affirmative action grounded on robust principles of equity to serve a richly diverse community
Selected Accomplishments:
Served more than 70K duplicated students and 1,200 employees and oversaw the totality of operations at two MDC campuses and a Virtual College concurrently Increased fall-to-fall retention by nearly 20% (from 55% to 74% ) in a 3-year period Increased retention of first-generation Latinx students by 8% (Latinx students outperformed the general population); retention rates of Black, Non-Hispanic students increased by 11%; enrollment and success rates for women in STEM fields increased Advanced faculty and student authentic research activity and innovative pedagogies Partnerships with community, business and industry blossomed (e.g., Sony paid interns, Viacom mentors, Bank of America, Aspen Siemens, and Univisión scholarships etc.) Donations increased, including significant campus contributions to what resulted in two consecutive years of over $1M for scholarships Increased 3-year overall graduation rates to 35%, 40 % above previous years‟ rate, with significant increases across individual ethnic groups Degree completions nearly doubled in a 3-year period Engaged students as change-makers who understood their education and its impact on their communities (e.g., ASHOKA, All-USA PTK Scholars, Gates Scholars, Jack Kent Cooke Scholars, Frederick Douglas Fellow, etc.) College credit certificates and dual enrollment increased by 200% in two years The percentage of students who enrolled in college immediately after high school increased steadily and was greater compared to other campuses Placed students on guided pathways with stackable credentials in all programs (300+) Enrollment in Virtual College online (28,000 students) increased every semester for the last seven consecutive semesters, and six out of 7 reached double-digit percentage growth, as high as 17%, at a time of declining enrollments at the College and nationally Achieved efficiencies/lowered operational costs, attaining target productivity metrics
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Diversified revenue and external funding, including through grants and scholarships Increased overall student satisfaction, as per the biannual Enrolled Student Survey 2015-2016
2015-2016 Acting President & Dean, Faculty & Student Services, Hialeah Campus, Miami Dade College The Dean of Faculty and Student Services serves as the Chief Academic and Chief Student Services Officer on a campus, with responsibility for directing academic programs and student related activities. The position collaborates with other Deans and administrators, with the goal of advancing the discipline and developing innovative, quality academic programs and effective student success initiatives. The Dean of Faculty and Student Services serves as a key advocate for effective teaching and learning, collaborative and innovative strategic enrollment management and maintains a focus on learning outcomes assessments.
Served as Acting President at MDC Hialeah in the absence of a Campus President for the 2015-16 academic year, with responsibility for the totality of campus operations Directed and led the activities and programs of student services, including but not limited to: enrollment management, orientation, registration, testing, academic advisement, scholarships, job placement, career and transfer, international students services, financial aid and admissions, disabled student services, veteran’s affairs, and student life Oversaw strategic planning for academic affairs on the campus and in assigned college- wide disciplines; established key performance indicators for enrollment and student success; met or exceeded targets and ensured alignment with District priorities Led the development of strategic course scheduling, innovation in program and course development and the faculty assignment process; ensured that course schedules met student needs and productivity expectations Developed, maintained and monitored fiscal resources and secured external funding to support educational initiatives; participated in budget development and implementation with responsibility for monitoring assigned budgets Developed and implemented the College policies and procedures Led the ongoing development, review and revision of new curricula and closed out programs as appropriate; promoted and modeled use of assessment results to assure quality and relevancy Established partnerships with external educational, professional and business communities Articulated with other educational institutions and the local community; ensured active advisory committees to meet workforce development needs
8 | Joaquín G. Martínez, Ph.D. JOAQUÍN G. MARTÍNEZ, PH.D.
Oversaw faculty advancement; ensured professional development for full-time and adjunct faculty and instructional support staff to continuously increase teaching and learning success Coordinated assigned college-wide disciplines including annual effectiveness reports, discipline action plans, accreditation reports, grant reports and strategic enrollment management plans, in consultation with other members of the College’s executive leadership team to facilitate alignment with District priorities Monitored compliance with state, regional and specialized accreditation standards Oversaw recruitment, selection, hiring, performance reviews and supervision of department chairs, directors, and other assigned personnel; provided leadership, direction and supervision to students, faculty and staff Promoted an environment supportive of the College mission and vision, student centered services and teaching excellence Oversaw mediation/resolution of faculty and student issues, grievances, and appeals Member of Executive Council and College Senior Leadership Team; attended Council of Deans, Dean of Students Council, and Academic Leadership Council Managed and provided guidance in the collective bargaining process; maintained ongoing effective communication with faculty representatives and ensured adherence to relevant areas of any collective bargaining agreement
2013-2015 Associate Provost, Student Achievement & Success, Miami Dade College Reporting directly to the College Provost, the AP is a visionary, innovative collegewide leader charged by the College President with a comprehensive redesign of all institutional systems to significantly increase degree completion rates without sacrificing access and quality. The AP is charged with the design, planning, implementation, and evaluation of a comprehensive change management overhaul across all campuses and educational outreach centers to significantly improve student achievement and success, including through the seamless integration of all academic and student services at the College.
Oversaw the Collegewide comprehensive effort to significantly increase degree completion rates while maintaining access and educational quality. Oversaw the Office of Student Achievement Initiatives; engaged more than 1,000 employees in cross- functional, multi-campus efforts orchestrated across 8 campuses to enhance services for more than 70,000 first generation students Led and chaired the Collegewide Steering Committee of more than 20 senior administrators, faculty, and staff, overseeing more than 20 task forces and work groups concurrently, conducting collegewide Town Hall meetings, helping to create the agenda for annual convocations for all college employees, and informing robust professional development to build capacity across all sectors, including with faculty from all disciplines and campuses
9 | Joaquín G. Martínez, Ph.D. JOAQUÍN G. MARTÍNEZ, PH.D.
Communicated on a regular basis internally to guide and anchor the restructuring efforts and externally with think tanks, foundations, funders, policy makers, legislators, and academic leaders to communicate progress and inform research and practice; engaged in more than 40 presentations at national professional conferences and related industry gatherings
Selected Accomplishments:
Represented Miami Dade College as Managing Director for the Bill and Melinda Gates Foundation’s Completion by Design national initiative across four states: Ohio, North Carolina, Texas and Florida Served as a member of the National Evaluation Advisory Council for the Bill and Melinda Gates Foundation on the implementation of a national student success effort Redesigned and enhanced key student success processes, including the creation of mandatory orientations for all first-time-in-college students, which has served more than 70K students; planned, designed, and implemented a new 3-tiered caseload advising model which has served more than 70,000l Infused career counseling throughout the curriculum Facilitated the redesign of developmental education at the College without notable negative impact to overall success rates, by creating and adopting concurrent, co- curricular, accelerated, and contextualized models, following the passage of FL Sen. Bill 1720, which exempted significant numbers of students from remedial courses. Secured recurring funding (over $9M) by meeting the objectives and weaving outcomes into the fabric of the institution by infusing best practices as standard practice Created Communities of Interest for metamajors to align programs to workforce needs Placed all students into guided pathways for the more than 300 programs of study Attained significant increases in retention, progression, completions, including success rates for underrepresented student groups; made significant improvements in student performance; these results are especially notable in light of the existing barriers our students face: 90% of students hailed from ethnic minorities; 44% lived below the poverty line; 70%worked; 65 % were low-income; 54% were first-generation; 81% received financial aid; 61% attended PT
2013-2013 Associate Dean of Faculty & Academic Affairs, Miami Dade College A member of the Campus Leadership Team, the AD provides support in the areas of curriculum and academic programs, student affairs, enrollment management, personnel and payroll, budgetary planning and control, grants and contracts, Campus and College governance, related activities and special events for over 50K credit and non-credit students and over 2,400 employees at MDC’s largest campus.
10 | Joaquín G. Martínez, Ph.D. JOAQUÍN G. MARTÍNEZ, PH.D.
Participated in the development and the implementation of divisional policies, procedures and guidelines for 17 independent academic units Assisted the Dean with faculty advancement procedures, accreditation compliance, approval for new courses and programs, dual enrollment courses, and Honors College activities for more than 400 FT faculty, more than 1,600 adjunct faculty members, and more than 50K credit and non-credit Worked with department chairs, faculty and Student Services to resolve student, faculty, and staff issues Developed and implemented a recruitment and retention plan for the Division of Academic Affairs, including dual enrollment, internships, international education, workforce and industry certification, stackable credentials, and external partnerships Coordinated the division’s enrollment management plan and productivity mode Assisted the Dean to determine the need for full-time faculty and staff positions Assisted the Dean in the preparation, justification, and allocation of department budgets, purchases, and funds for travel and professional development Increased resource development, managed budgets, and secured philanthropic and grant funding Served on the College Academic and Student Services Council and its corresponding committees Monitored accreditation, policies, procedures, research, student and program learning outcomes, and personnel issues pertaining to the Campus’ Division of Academic Affairs Represented the College at off-campus functions Advised the Dean of the merits and feasibility of proposals Served as Chief Academic Officer and assumed the dean’s duties in her absence
2010-2013 Department Chair, World Languages, Miami Dade College Lead Department Chairperson, Division of World Languages: The Department Chair provides academic leadership to the World Languages and English for Academic Purposes disciplines at the Kendall Campus and serves as an integral member of the College and Campus administrative team. This individual facilitates learning, quality teaching, scholarships, and services. The Department Chairperson also provides support and advice in the collective bargaining process and ensures adherence to relevant areas of any collective bargaining agreement. In the Lead Chair role, the Lead Chair serves as a coordinating administrator for the College Division of World Languages across all campuses, with a convening role for collegewide faculty within the discipline, in close collaboration with the Lead Dean. Supervised the development and/or revision of curricula and implemented instructional programs for world languages and English for Academic Purposes Developed course schedules and faculty assignments
11 | Joaquín G. Martínez, Ph.D. JOAQUÍN G. MARTÍNEZ, PH.D.
Hired, supervised, and evaluated 27 FT professors, more than 200 PT adjunct faculty, and over 25 FT and PT staff Prepared, managed, and maintained departmental budgets Managed labs, equipment, and other departmental resources Ensured the effective implementation of the faculty advancement processes Provided program information and ensured the availability of advisement services for students Served on Campus and College-wide committees Participated in the development and implementation of College policies, procedures, and guidelines Resolved issues and addressed concerns that may arise with faculty, staff, and students Provided professional development and training opportunities for faculty and staff Maintained SACS (Southern Association of Colleges and Schools) accreditation compliance Taught at least one (1) course within the discipline per academic year Maintained collegewide coordination of the World Languages disciplines; convened 8 department chairs in collaboration with the Lead Discipline Dean to address discipline matters, including international education and study abroad.
Related Professional Experiences
Professor, Director of the School of Education, Albizu University, Miami, FL Associate Professor, Coordinator, Internships and Practica, Albizu University, Miami, FL Adjunct Professor, College of Education, Nova Southeastern University, Ft. Lauderdale, FL Business Consultant, Business Language Skills—Corporate, Paris, France Teacher, French, Italian, and Spanish, Miami Dade County Public Schools, Miami, FL Language Program Coordinator, The Community School, Sun Valley, ID Teaching Assistant, Middlebury College, Middlebury, VT
Selected Faculty Instructional Assignments Undergraduate:
EDF 101 Introduction to Education; EDF 102 Teaching Diverse Populations; FLE 301 Introduction to Theories and Practices of Language Acquisition; FLE 302 Curriculum and Materials Development; FLE 303 Applied Linguistics; FLE 304 Testing and Evaluation of ESOL; EDF 202 Educational Measurements and Evaluation; REA 430 Practicum for Reading Endorsement; EDE 450 Student Clinical Teaching Internship
Graduate:
TESL 500 Advanced Theories and Practices of TESOL; TESL501 Applied Linguistics; TESL502 Applied Curriculum and Materials Development; TESL600 Research Methods: Instructional Design and Assessment; TESL 505 Cross Cultural Communications and Understanding
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Supervised or advised over 30 end-of-program graduate committees, either as faculty chair or principal faculty for graduate theses.
Selected Presentations & Publications Martinez, J. Policy Ideas & Principles to Advance Two-Generation Efforts, Ascend Fellows, The Aspen Institute, Aspen Colorado Martinez, J. Latino Student Success National Framework, Lumina Foundation, Indianapolis, IN Martinez, J. STEM Regional Collaborative. Jobs for the Future, Postsecondary State Policy, Seattle, WA Alexander, J., Collins, M., Liston, C., & Martinez, J. New Disruptive State Policies and the Future of Developmental Education Reform. Proceedings of the American Association of Community Colleges (AACC), Washington, D.C. Collins, M., Clunis, T., Martinez, J., & Williams, T. Recent Developmental Education Legislative Changes: Progress and Challenges. Proceedings of the Achieving the Dream Annual Institute on Student Success. Orlando, FL Martinez, J. Building Miami Dade College’s Student Pathway: A Three-Tiered Model of Advising, Fifth Annual Fall Symposium, Ohio Association of Community Colleges, Columbus, OH Martinez, J. American Association of Community Colleges’ Keynote Address to the National Community College Hispanic Council’s Annual National Conference, Ft. Worth, TX Johnson, S. & Martinez, J. [Book Review. The engaged teacher: What works with today’s students, by Nancy Vader McCormick]. New Forums, 194(1) Martinez, J. Completion by Design: Accomplishments and Future Directions. Proceedings of the Connections Conference of the Florida College System. Lake Mary, Florida Martinez, J. Teacher Education Students: Perceptions of High-Impact Practices. Florida Atlantic University. Boca Raton, FL, USA Martinez, J. [Book Review. The dark side of school reform: Teaching in the space between reality and Utopia, by Jeffrey Brooks]. Emerald Group, 45(2), 229-231 Del Val, R., Martinez, J., Normore, A.H., Paul-Doscher, & S., Riaz, O. In search of authentic educational leadership: Pursuing, cultivating, and supporting special moral agency. In P. T. Begley (Ed.), Moral Agency of the Educational Leader: Proceedings of the 11th Annual Values, Ethics and Educational Leadership Conference, Victoria, British Columbia: Canada Martinez, J. Office of the Minister of Education of the Dominican Republic, Proyecto Centros Tecnológicos Comunitarios (CTC), Santo Domingo, Dominican Republic Martinez, J. Ministry of Education of the Russian Federation, United States Information Agency, First US / Newly Independent States (NIS) Reciprocal Exchange Program, Moscow, Russia Martinez, J. Ministry of Education of the Republic of Azerbaijan, Teacher Education Trainer— National ESOL and Foreign Language Curricular Reform and Educator Professional Development Initiative, Baku, Azerbaijan
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Selected Press & MEdia Coverage: A closer look Presidential Talk (English version) | Charla Presidencial (Spanish version) https://www.youtube.com/watch?v=qP0K4u9I3a0 https://www.youtube.com/watch?v=qZ9V7jRkoUU In Focus: Student Achievement Initiatives https://www.youtube.com/watch?v=uXBFW4ls2DE FAU Graduate Named College President http://www.fau.edu/newsdesk/articles/Joaquin-Martinez.php More Than 13,000 Graduates Send Off The ‘Beyoncé’ Of MDC At Commencement https://www.mdcthereporter.com/more-than-13000-graduates-send-off-the-beyonce- of-mdc-at-commencement/ Empowerment, Education, Employment: The Able Trust http://www.southdadenewsleader.com/news/mdc-receives-grant/article_b2e3ef92- f4ad-11e8-9909-3360dfa0e831.html I AM MDC Day: Student Scholarships and Educational Support: https://communitynewspapers.com/featured/i-am-mdc-day-raises-record-of-over- 1m-for-scholarships-and-programs/ The Five US Cities with the Most Educated Latinos: https://www.theatlantic.com/politics/archive/2015/10/the-five-us-cities-with-the- mosteducated-latinos/433074/ Achieving the Dream Institute for Student Success: https://s3.goeshow.com/dream/annual/2015/conference_program_sessions.cfm Policy Meets Pathways: A State Policy Agenda for Transformational Change https://www.jff.org/resources/policy-meets-pathways-state-policy-agenda- transformational-change/ Ohio Association of Community Colleges https://ohiocommunitycolleges.org/pdf/Building%20Miami%20Dade%20College's%2 0Student% 20Pathway_A%203-Tiered%20Advising%20Model_Martinez.pdf National Journal Latino Education Gaps https://nationalequityatlas.org/data-in- action/nationaljournalseries3 Experts Cite Critical Needs to Better Serve Hispanic Learners https://diverseeducation.com/article/78322/ The Aspen Institute: Policy Ideas & Principles to Advance Two-Generation Efforts: https://b.3cdn.net/ascend/1b324c19707d1e43c6_p4m6i2zji.pdf Trading on Innovation to Expand Opportunity: Building a Strong Middle Skill Workforce to Enhance Economic Growth in Miami Dade County https://www.jpmorganchase.com/corporate/Corporate- Responsibility/document/54841-jpmc-gap-miami-online-aw4-v1.pdf
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Reimagining Bold Ideas: Aspen ASCEND Institute http://ascend.aspeninstitute.org/resources/reimagining-2gen-pathways-bold-ideas- for-2015/ 2019 Miami Dade College Alumni Hall of Fame http://www.socialmiami.com/socialeyes/gg12-mdc-alumni-hall-of-fame.asp Latino Education Gaps in Metros Pose Challenges for Growth and Prosperity: https://nationalequityatlas.org/data-in-action/nationaljournalseries3 Keynote at American Association of Community Colleges’ NCCHC National Leadership Symposium https://npaper-wehaa.com/ccweek/2015/07/27/#?article=256613
Selected Honors and Distinctions
Awarded the 2019 Aspen Prize for Excellence in Community Colleges, Miami Dade College, Member of the Site Visiting Committee The South Florida Business Journal 2019 Voices of Pride Honorees: https://www.bizjournals.com/southflorida/c/meet-the-2019-business-of-pride-awards- honorees/9597/joaquin-martinez.html National Evaluation Advisory Council Member, Completion by Design, Bill and Melinda Gates Foundation, Washington DC. New American High Schools National Model Award, United States Department of Education, Washington, DC Office of the First Lady of the Dominican Republic, National Distinction for Proyecto Progresando, Santo Domingo, Dominican Republic
Selected Board, Advisory, and Related Service National Education Advisory Council Member, Completion by Design, Bill & Melinda Gates Foundation Latino Student Success Framework, Lumina Foundation Hispanic Access to College Educational resources: Partner, Miami Dade County, FL New World School of the Arts Board, Representative Designee, Statutory Partnership, Miami Dade County Public Schools, Miami Dade College, and the University of Florida FLTDC, Association of Foreign Language Educators, Past President, Italian Division
15 | Joaquín G. Martínez, Ph.D.