2017-2022 Strategic Plan Final Report

Throughout the 2016-2017 academic year, 180 volunteers from Muskegon, Ottawa, and Newaygo counties worked together to develop the  Muskegon Community College 2017-2022 Strategic Plan.  The plan, which concluded six months early on 12/31/21, focused on five priorities and twenty-five goals, all of which worked to improve student success.  Seven of these strategic plan objectives were selected as Key Performance Indicators, which are illustrated below.

Each goal had one or more measurable objectives.  Overall, we successfully completed 94 objectives during the 4.5-year implementation period.  Final outcomes can be viewed by clicking on the link after each goal.  Annual progress is also summarized in our annual reports.  MCC’s current strategic plan is available for review and feedback at www.muskegoncc.edu/aspiring

2017-2021 Key Performance Indicators

Final results (as of 12/31/21)

Priority #1 Student Support:  Provide comprehensive support systems to ensure student success

1. Continue improving outstanding service initiatives to further enhance the student experience from awareness, application, and enrollment, through graduation and lifelong engagement. 
View performance of measurable objectives for goal #1

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
1.01.01 INSTITUTIONAL KPI:  Maintain student satisfaction at same or higher rate than the national average (national average is 64% as of 2018) 64% 68% 4% Achieved!  The most recent survey conducted by Ruffalo Noel Levitz measured our student satisfaction rate at 68%, 4% better than the average national rate.  Our current focus is supporting students with remote-learning, providing counseling and other virtual services, and connecting students to resources needed to support academic success.  The next survey will be in spring 2022.  Contact Patti D’Avignon For more details.
1.01.02 Develop and implement 1 procedure to add alternate and permanent mailing contact information into Colleague records/Raiser’s Edge import by 12/31/21 IN SUPPORT OF BOARD ENDS POLICY 5.04 1 0.9 (0.1) This objective was rolled-over into the 2022-2026 strategic plan.  The Registrar’s office gathered non-MCC email addresses and mailing addresses from graduating students to ensure we have valid contact information for students after they graduate.  The data will be imported into the database used by Alumni Relations, which will allow us to keep in touch and cultivate lifelong relationships with new alumni.
1.01.03 Implement 1 alumni communications and data management plan annually to ensure lifelong engagement and gather relevant data starting 7/1/18 IN SUPPORT OF BOARD ENDS POLICY 5.04 4 4 0 The 2021-22 and 2020-21 plan provides details about how we will ensure that all graduates are included in our database, alumni survey schedule, and details for gathering the data needed to support Ends Policies.  Contact Teresa Newmarch, Chief Advancement Officer, for details.
1.01.04 Develop and implement 1 new MyMCC portal to improve ease and effectiveness of how students interact digitally with MCC by 12/31/19 1 1 0 Complete!  The new MyMCC portal system went live in July 2019.  A portal management team, consisting of employees and students, will be in place to coordinate updates and ensure it’s meeting needs.  For more information, wat the at www.youtube.com/watch?v=THNG6FIbTuw.
1.01.05 Fully implement 1 “Student Success Planning” software by 2/28/18 1 1 0 Complete!  Student Planning Software allows students to plan future terms, review their progress toward meeting graduation requirements, and register for classes. Used together with regular meetings with counselors, it is an important tool for planning an academic schedule and completing their degrees on time.
1.01.06 Implement 1 online graduation application by 2/28/18 1 1 0 Complete!  The online graduation application streamlines the process for students because they can now do it from any device.  We have seen an increase in the applications for graduation since we went live in March 2018.
1.01.07 Complete implementation of 1 career services management software by 3/31/18 (aka Hire a Jayhawk) 1 1 0 Complete!  Students are able to upload their resume as well as view job and internship openings. Hire a Jayhawk allows the student to start a profile and build on it as they grow as a student at MCC as well as pick jobs that interest them in certain career fields.
1.01.08 Develop and distribute 2 manuals that outline processes, standards, and procedures related to Enrollment and Student Success constituent relationship management (CRM) systems by 12/31/20 2 2 0 Complete!  Completion of these two manuals ensures that employee efforts are efficient and that data is entered in a consistent manner, both of which will improve services that support student success.  The Director of Admissions produced the user manual complete for Recruit, the enrollment module of our CRM, and the Dean of Student Success completed the manual for the advising module, which outlines methods to improve outreach by the MCC Care Team to students who need support services.
1.01.09 Complete 1 renovation to Testing Center by December 31, 2018 to accommodate the requirements for certification by the National College Testing Association (NCTA) 1 1 0 Complete!  Check out the new Testing Center the next time you’re on campus.
1.01.10 Submit 1 application to gain Certified Center status for the Testing Center from the National College Testing Association (NCTA) 1 1 0 Our application was submitted, but the visit required to complete certification is delayed due to the pandemic.  A certified test center is able to provide services to students with accommodations, maintain the integrity of tests, ensure that testing services are continually evaluated and improved, has well-trained and professional staff.  Following these high standards provides a testing environment that helps students succeed.
1.01.12 Implement procedure to standardize student update communications 1 1 0 Complete!  Our Care Team sends standardized communications to all students 1-2 times each week with relevant information about support services and other key information to guide their academic success.
1.01.13 Implement requirement that Blackboard is used for all classes starting Fall 2020 1 1 0 Complete!  Blackboard is a tool that allows faculty to add resources for students to access online.  Students can use Blackboard to submit assignments and collaborate with others.  Learn more at www.blackboard.com.
1.01.14 Install “chat now” button on website 1 1 0 Complete!  Students and community members can easily ask questions and get help with the button that’s now the on all pages of our website.  Check it out at www.muskegoncc.edu.

2. Increase awareness of and improve systems related to financial aid, scholarships, and other funding sources
View performance of measurable objectives for goal #2

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
1.02.01 INSTITUTIONAL KPI:  Keep tuition rate as the #1 lowest rate in Muskegon, Ottawa, Newaygo, and Kent Counties 1 2 (1) To help keep tuition affordable, MCC froze tuition rates for 2021-22.  We offer the lowest tuition rate in Muskegon, Ottawa, and Newaygo Counties.  Visit www.muskegoncc.edu/financial-services/tuition-and-fees for more information.
1.02.02 Increase the number of all Pell-eligible students who complete their financial aid file to 66.3% by fall 2021 census date (up 5% from baseline of 61.3%) 66.3% 57.5% -8.8% As of the Fall 2021, 57.5% of the students who completed the Free Application for Federal Student Aid (FAFSA) were eligible for the Federal Pell Grant.  Completing the Free Application for Federal Student Aid (FAFSA) form is the first and most important step to getting financial aid.  Learn more at www.muskegoncc.edu/fafsa.
1.02.03 Increase completion rate of the FAFSA to 71.8% of eligible enrolled students by fall 2021 (7% increase from 62%, setting incremental KPI for each year) 71.8% 85.0% 13.2% Achieved!  As of fall 2021, 87% of eligible enrolled students completed the 2021-22 Free Application for Federal Student Aid (FAFSA) form.  Submitting a completed application is the first and most important step to getting financial aid.  Learn more at www.muskegoncc.edu/fafsa.
1.02.04 Implement 1 online scholarship application software by 6/30/19 1 1 0 Complete!  The new Scholarship Manager software greatly streamlines the entire scholarship process from application to award, allowing students to easily see all scholarships for which they are candidates, complete applications, see due dates, manage third party recommendations, accept awards, and complete post-award requirements.  To apply, visit www.muskegoncc.edu/scholarships.
1.02.05 Develop 1 annual plan to increase community awareness of scholarships and financial aid opportunities (each July, one each year of implementation) 5 3 (2) Increasing awareness about the availability of scholarships and other forms of financial aid continues to be a top priority that is driven by community request.  We understand this is a vital first step in creating access to higher education, especially among those who are disenfranchised or under-represented.  2021-22 efforts include advertising on at gas stations in low-income communities, in MATS buses, and in the Midwest Business Journal.  Send your suggestions to communications@muskegoncc.edu.  Plans were created each year of implementation except for 2017-18 and 2018-19.

3. Improve collaborations and outreach with K-12 partners and prospective students to provide clear pathways to higher education opportunities
View performance of measurable objectives for goal #3

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
1.03.01 INSTITUTIONAL KPI:  Meet each semester’s enrollment goals as outlined in the Strategic Enrollment and Management Plan (Fall 2021 goal 1,003, actual 1028; 2020-21 SEMP goals: F 1091 new students (actual=952) W 189 new (actual=245) S 109 new (actual=129) 1,003 1,028 25 Achieved!  We exceeded our new student goal for the fall semester by 25.  1,349 new students joined us during the 2020-21 academic year (goal was 1,389).  The admissions team is actively supporting several recruiting initiatives including Future for Frontliners, Archways for Opportunities, and cultivating new partnerships.  We exceeded our 2019-20 goal.  Prospective students can apply to join us at www.muskegoncc.edu/apply.
1.03.02 Increase enrollment of students of color to same level as Muskegon County population (24.36% as of 2020) IN SUPPORT OF BOARD ENDS POLICY 5.03.3 24.36% 19.59% -4.77% Working online and by phone, Admissions continues to connect with area schools and organizations including MCEC for the WOW Academy (World of Work), Muskegon HS, Muskegon Heights HS, Covenant Academy and Muskegon Community Education Center.  For more information, contact Stephanie Briggs, Director of Admissions.
1.03.04 Host one or more curriculum summits for high school instructors each year (alternatively, conduct outreach efforts to related high school instructors if funding is not available for them to attend summit) 4 4 0 Complete!  We engaged with different local school districts each year of the strategic plan.  In 2020-21, English instructor Theresa Kanoza is working through MATE (Muskegon Area Teachers of English) to conferred with colleagues at Reeths Puffer and Mona Shores about assessment practices and results with helps provide a smoother curricular continuity for students.
1.03.05 Increase number of inquiries gathered via Recruit (CRM software) by 2.5% each year over the 5 year strategic plan 10,145 10,903 758 Achieved!  Future for Frontliners and other initiatives helped achieve this year’s goal.  The FY2018-19 goal of 8,694 was exceeded with 10,205 inquiries.  Our Admissions Team is keeping busy guiding prospective students on a path to higher education.  For more details or to get started at MCC, contact Stephanie Briggs, Director of Admissions.
1.03.06 Increase number of high schools that attend Senior Visit Day to 20 schools over the 5 year strategic plan (up from 15 in 2016-17) 20 21 1 Achieved!  Despite the pandemic-related challenges, we exceeded this goal in 2021 and 2020!  Senior Virtual Visit Days provides the opportunity for local seniors to meet with enrollment representatives, and get assistance with student orientation, placement testing, academic counseling, and registration for fall classes.  Of the 471 students who participated in 2020, 371 had registered for fall 2020 classes by July 10.  The 2019 goal of 20 was exceeded by one and the 2018 goal of 16 exceeded with 19 schools participating.
1.03.07 Increase attendance at Expo of prospective students by 20% over the previous year (403 prospective students in 2017, formerly Taste of Tomorrow) 180 250 70 The 2019 goal was exceeded by 39% with approximately 250 people attended the MCC Expo on October 19, 2019 in our new Health and Wellness Center.   In lieu of Expo 2020, we offered several online events that will allow prospective students explore various career pathways and learn more about MCC programs and courses; see the list of upcoming events at www.facebook.com/muskegoncc/events.  Due to the pandemic, we offered a variety of online events in 2021-22 in its place.

4. Continue to improve student learning as evidenced by pass rates, persistence and retention, GPA, and attainment.
View performance of measurable objectives for goal #4

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
1.04.01 INSTITUTIONAL KPI:  Maintain success rate of first-time MCC students earning a credential or transitioning to a university (within 2 years) at/above state average IN SUPPORT OF BOARD ENDS POLICY 5.01 24.2% 22.5% -1.7% The Care Team has boosted outreach efforts to help students meet their goals while learning remotely.  Ongoing academic advising, Student Planning software, and a variety of transfer services help students achieve academic success.
1.04.02 INSTITUTIONAL KPI:  Reduce achievement gap by increasing graduation rate of students of color to same rate as overall average (at 150%/3 years) 16.00% 4.76% -11.24% Reducing the achievement gap is a focus area in the new 2022-26 strategic plan.  We are currently working with Achieving the Dream and other student success organizations to evaluate the best ways to improve equity and reduce achievement gaps.  Students or faculty can click on the “Care Report” button in the portal to connect students with a Care Team member.
1.04.06 Meet or exceed 3-year rolling average of degrees and certificates earned each year (2017-2019 average is 651) IN SUPPORT OF BOARD ENDS POLICY 5.01 651 671 20 Achieved!  Data is updated annually in April; data reported in April 2021 is the final reporting for this strategic plan implementation period.
1.04.07 Develop and implement 1 procedure to collect and report students’ specific educational goal information by 6/30/19 (see 1.04.05) IN SUPPORT OF BOARD ENDS POLICY 5.01.4 1 1 0 Complete!  Over the summer of 2019, we developed a procedure to identify each student’s “specific educational goals,” how to determine if goals were met, and related reporting guidelines.  Analysis will also include attrition rates so that we can better understand why students withdraw from classes and how we can best support their goals.
1.04.08 Increase the percent of FTMCC* fall-term students earning 12-18 credits in their first term to 30% (from baseline of 19.4% in fall 2017) *First Time at MCC IN SUPPORT OF BOARD ENDS POLICY 5.01 30% 23.87% -6.13% Orientation, Care Reports, and other student success initiatives are helping students get a successful start at MCC.  A “Holistic Student Support Intake” process that identifies the needs of each individual student is currently under development.  Data is updated annually in April; data reported in April 2021 is the final reporting for this strategic plan implementation period.
1.04.11 Increase fall-to-fall retention rates for FTMCC full-time fall term students to 65.12% (up 5% from retention rate of 62.02% as of 2017) IN SUPPORT OF BOARD ENDS POLICY 5.01 65.12% 58.00% -7.12% We provide free tutoring, counseling, and other support services online so that we can continue to help students succeed during the pandemic.  Data is updated annually in April; data reported in April 2021 is the final reporting for this strategic plan implementation period.  Learn more about our student success efforts at www.muskegoncc.edu/student-success.
1.04.14 The Tutoring Center provides an academic mentor to at least 15 students who requested a mentor 15 16 1 We’re exceeded our goal!  Our mentoring program assists students with their transition to college life, improves academic skills, and connects students with college resources through one-on one mentorship sessions.  For more information about the Tutoring Center, visit www.muskegoncc.edu/tutoring.

5. Strengthen collaborations with higher education partners to increase the percentage of students who transfer to and succeed at four-year institutions
View performance of measurable objectives for goal #5

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
1.05.03 Negotiate with higher education partners to yield at least 3 STEM-related transfer guides 3 15 12 Objective achieved!  MCC worked with Ferris State and Western to develop engineering and other STEM-related transfer guides.  In addition, we are participating in MCCA’s Michigan Transfer Agreement, which provides transfer guides for more than 12 disciplines.
1.05.04 Create Career/Transfer Advisory Committee that meets at least once annually 2019-2021 3 2 (1) While the committee was able to meet only twice due to pandemic-disruptions, much progress was made in exploring ways we can improve the transfer process.  The Career/Transfer Advisory Committee, which includes representatives from WMU, Ferris, and GVSU; collaborated on transfer events, free application day, improving online advising, and improving transfer and advising information on websites. Contact Heidi Romero, Career and Transfer Services Manager, for more information.
1.05.05 Develop 1 system to gather student success data from top five transfer institutions by 6/30/19 1 1 0 Complete!  Each year, Academic Affairs staff will gather transfer data from five colleges, GVSU, WMU, FSU, CMU, and MSU.  The data will be shared with faculty and staff so that we can update our student success and transfer services as needed.  In addition, we can access information from a statewide database.  Contact Dr. Kelley Conrad, Vice President for Academic Affairs, for more information.
1.05.06 Offer 20 or more events each year, 2019-2021, to assist students with the transfer process IN SUPPORT OF BOARD ENDS POLICY 5.01.01 60 64 4 We supported successful transfers with 64 events and classroom presentations from 7/1/2019 through 6/30/2021.  Event opportunities included Transfer Fairs, Transfer Tuesdays, and field trips to partner 4-year institutions.  The events continued online during the pandemic. Learn more about transfer services at www.muskegoncc.edu/transferservices.

Priority #2 Academic Programs: Develop, implement, and evaluate relevant and innovative programs that meet current and emerging student, business, industry, and community needs[

6. Provide viable courses and programs that address the changing needs of a diverse community.
View performance of measurable objectives for goal #6

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
2.06.01 Import 100% of alumni data from EMSI into Raiser’s Edge by 12/31/21 (EMSI, a labor market analytics firm, provided data in 2017) 100% 80% -20% This objective was rolled over into the new 2022-2026 strategic plan.  The Alumni Relations department is adding email addresses for 10,000 alumni that was collected by EMSI; we are 80% complete with this project.  This is just one of the many steps we are taking to ensure all alumni are included in our database.  Contact Teresa Newmarch, Chief Advancement Officer, for details.
2.06.02 Conduct survey of advisory council members to assess how well MCC is doing to prepare students IN SUPPORT OF BOARD ENDS POLICY 5.01.2, 5.01.03 1 1 0 Of the 194 Advisory Committee members surveyed in June 2019, 96.31% rated “MCC’s ability to prepare students to meet the unique educational, cultural, and societal needs in the community” as “excellent” or “good”, 97.29% rated “MCC’s ability to provide students with the skills necessary to enter a technologically sophisticated workplace” as “excellent” or “good”.
2.06.03 Conduct 2 surveys of current Workforce Development customers (formerly LBISC) to assess how well MCC is preparing students IN SUPPORT OF BOARD ENDS POLICY 5.01.2, 5.01.03 2 2 0 Results from our most recent survey in 2019 indicate the majority of Workforce Development customers (formerly LBISC) believe that MCC adequately prepares students to meet the unique educational, cultural, and societal needs in the community.  The next survey will be conducted in spring 2021.  Workforce Development provides customized training, apprenticeships, and other services for local businesses and industries.
2.06.05 Assist Department Chairs with course and program analysis by providing 1 departmental enrollment and completion report each semester 14 14 0 We’ve met this objective each semester since the implementation of this plan.  The analyses are provided each semester after the census date.  Course enrollment and completion data helps instructors better understand student success trends and addresses topics related to capacity and schedule efficiency.  Contact Dr. Kelley Conrad, VP for Academic Affairs for more details.
2.06.06 Develop and implement 1 operating procedure that identifies criteria and process for discontinuing academic programs and courses by 8/31/19 (Incorporated into Academic Master Plan/Planning Guidelines) 1 1 0 Complete!  The criteria and process is outlined in the Academic Master Plan/Planning Guidelines Manual, a process driven by faculty involvement.  All faculty were invited to provide their input on how to best sunset programs and courses and the steering committee is reviewing that information for inclusion in the guidelines.
2.06.07 Open 1 new facility to enhance services in Ottawa County 1 1 0 The 6,550sf Ottawa Center at 16777 Lincoln Street in Grand Haven opened in August 2019.  It provides a permanent college-owned site entirely dedicated to providing higher education opportunities to Ottawa County residents; ample free parking; close proximity to Grand Haven High School; and a central location to serve all of Ottawa County.  Learn more at www.muskegoncc.edu/academic-affairs/mcc-ottawa-center.
2.06.08 Open 1 Fab Lab to support local entrepreneurs and STEM-related learning 1 1 0 Our state-of-the-art entrepreneurial hub, in the Rooks | Sarnicola Entrepreneur Institute in downtown Muskegon, opened in June 2018.  It provides a place for inventors to create prototype and for students and children to learn and gain hands-on experience with STEM-based projects.  Contact Dave Stradal or visit www.muskegoncc.edu/lakeshore-fab-lab for more information.
2.06.09 Implement procedure to streamline approval of converting in-person classes to online delivery 1 1 0 To support the health of students, employees, and the community, the majority of classes are  offered online.  Learn more about our Safety First Learning Plan at www.muskegoncc.edu/news-and-events/mcc-to-offer-combination-of-online-and-in-person-classes-for-fall-semester/.
2.06.10 Develop 4 levels of training to ensure faculty are qualified to teach online (training for levels 1-3 levels via MCC, level 4 provided by ETOM (Educational Technology Organization of Michigan)) 4 4 0 Faculty members are dedicated to providing a high quality education regardless of delivery methods.  We support the continuous improvement of our teaching methods through a variety of professional development activities.   Read more at www.muskegoncc.edu/academic-affairs.
2.06.11 Ensure that 100% of faculty teaching online are qualified to teach online by 9/1/20 100% 100% 0% Objective achieved!  About 80% of fall classes are hybrid or completely online and all faculty teaching online completed related training.  Our outstanding faculty continue to improve their skills and share best practices for online instruction and how to best support students.  In addition, tutoring, counseling, and other support services are available online.  We remain focused on providing a high quality education, safely, regardless of method.

7. Meet current needs by offering new courses and programs in the areas of healthcare, science, and technology, as identified by the 2016-2017 Needs Assessment Survey. 
View performance of measurable objectives for goal #7

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
2.07.01 Develop and implement 1 operating procedure that outlines if, when, and how health programs should be added (Incorporated into Academic Master Plan/Planning Guidelines) 1 1 0 Complete!  The criteria and process is outlined in the Academic Master Plan/Planning Guidelines Manual.  Faculty collaborated on guidelines for effective implementation of new programs and courses.
2.07.02 Develop and implement 1 operating procedure that defines MCC’s philosophy/approach for STEM fields, how success of STEM programs and courses will be measured, and what programs should be offered (Incorporated into Academic Master Plan/Planning Guidelines) 1 1 0 Complete!  The criteria and process is outlined in the Academic Master Plan/Planning Guidelines Manual, a process driven by faculty involvement.  The steering committee used faculty input to determine how to best measure the success of STEM and all program areas.
2.07.03 Implement 1 new STEM program based on results of STEM report (Incorporated into Academic Master Plan/Planning Guidelines) 1 1 0 Complete!  The criteria and process is outlined in the Academic Master Plan/Planning Guidelines Manual, a process driven by faculty involvement.  New STEM programs will be offered as the need arises and they meet the new program implementation guidelines.
2.07.04 Provide 1 feasibility report to Cabinet regarding adding courses/programs as indicated by needs assessment by 7/31/18 (Incorporated into Academic Master Plan/Planning Guidelines) 1 1 0 Complete!  The criteria and process is outlined in the Academic Master Plan/Planning Guidelines Manual, a process driven by faculty involvement.

8. Develop and implement a system of ongoing regional market analysis that informs what programs, delivery methods, and locations are needed to meet community/business needs in Muskegon, Ottawa, and Newaygo Counties. 
View performance of measurable objectives for goal #8

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
2.08.01 Conduct 1 needs assessment each year to determine what academic programs and courses are required to meet un-met needs in three-county service area, share/discuss results at annual summit IN SUPPORT OF BOARD ENDS POLICY 5.01.4 4 4 0 Complete!  The recent Community Needs Assessment was completed in October 2021.  The final report is available at www.muskegoncc.edu/aspiring.  Contact Dr. Ed Breitenbach, Dean of Instruction and Assessment for details.

9. Evaluate our effectiveness for student learning through multiple processes, consistent with the Higher Learning Commission and other accrediting bodies, and designed to promote continuous improvement
View performance of measurable objectives for goal #9

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
2.09.01 INSTITUTIONAL KPI:  Maintain full accreditation by the Higher Learning Commission (HLC) 1 1 0 MCC is fully accredited by the Higher Learning Commission.  We had a reaccreditation visit in October 2020 and received our final accreditation report in February 2021.  More information is available at www.muskegoncc.edu/academic-affairs/accreditation.
2.09.02 Maintain accreditation for each of the 4 specialty programs; Early Childhood Education, Medical Assistant, Nursing, and Respiratory Therapy 4 3 (1) The four programs that require specialty accreditation include our top-rated Nursing program, which completed a successful reaccreditation visit by ACEN in 2020, Respiratory Therapy, which completed CoARC reaccreditation in 2018, and the newer Medical Assistant program, which is due for reaccreditation by CAAHEP in 2022.  We applied to NAEYC for reaccreditation of our Early Childhood Education in March 2021 and completed a site visit in October 2021.  We expect positive results in spring 2022.
2.09.03 Review 100% of academic disciplines and occupational programs to ensure they meet learning effectiveness guidelines (complete 20% of total disciplines/programs each year) 100% 65% -35% All programs and disciplines are scheduled for assessment every five years.  The reviews assess such topics as transferability and enrollment trends.  31 programs/disciplines have been reviewed to date, implementation including Criminal Justice, Nursing, Life Science, and Theater.  Contact Dr. Ed Breitenbach for details.
2.09.04 Improve pass rates of any gateway courses that have a pass rate lower than the average of all MCC courses by 2% per year 7 3 (4) Our 9 “gateway” courses, which includes English, math, and science, provide a foundation for degree attainment and academic success.  The pass-rates for 3 of our gateway courses improved in 2020-21.  The overall pass-rate in all gateway courses was 72.2%, compared with an overall pass-rate of all MCC courses of 78.5%.  7 of 9 gateway courses had pass-rates under the overall average pass-rate of 79.2% in 2019-20, so 7 is was our target in 2020-21.
2.09.05 Develop 1 procedure that defines criteria for measuring student learning outcomes for co-curricular activities by 6/30/18 1 1 0 Complete!  Students will be surveyed on level of satisfaction with athletics plus 5 support services; disability, tutoring, library, writing center, and orientation.

10. Develop a new Academic Master Plan.
View performance of measurable objectives for goal #10

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
2.10.01 Develop and promote 1 new Academic Master Plan/Planning Guidelines by 8/31/19 1 1 0 Complete!  The development of the Academic Master Plan/Planning Guidelines Manual is a project driven by faculty involvement.  The results were used to develop specific questions about how to best add new programs, retire programs, and questions related to transfer and program requirements.  Contact Dr. Kelley Conrad, Vice President for Academic Affairs, for details.

Priority #3 Facilities and Infrastructure:  Provide a state-of-the-art learning environment that meets academic needs while promoting access and sustainability

11. Complete the 2010 Facility Master Plan, including construction of health and wellness center, arts facility, and downtown center. 
View performance of measurable objectives for goal #11

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
3.11.01 Complete the 8 projects remaining from 2010 Facility Master Plan by 6/30/21 8 8 0 Complete!  The final two projects, the new Arts and Humanities building and the wayfinding/signage improvements, were completed in August.  Visit www.muskegoncc.edu/arts-and-humanities/arts-and-humanities-center/ for details.
3.11.02 Open new automotive technology facility 1 1 0 Automotive Program students benefit from an updated facility and have the opportunity to work on “Short Circuit,” an electric dragster that set several world records.  Learn more at www.muskegoncc.edu/degrees-and-certificates/areas-of-study/automotive-technology/.

12. Improve room numbering system and establish wayfinding consistency at all locations
View performance of measurable objectives for goal #12

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
3.12.01 Develop 1 signage standards and specification for main campus and distribute information to employees by October 31, 2019 1 1 0 Complete!  You can see our new signage standards in action with all the new signs installed on the main campus.  Contact Marty McDermott, Dean of College Services, with questions.
3.12.02 Completely re-number 100% of main campus buildings by 4/30/20 100% 100% 0% Complete!  The new room numbering system will make it much easier for students to navigate the main campus!  In addition to an improved room numbering system, over 900 new signs were installed on the main campus in time for the fall 2019 semester–eight months ahead of schedule!  Learn more at www.muskegoncc.edu/rooms.
3.12.03 Assess/identify needs for additional signage at 100% of facilities by August 20, 2021 100% 100% 0% We completed additional signage needs at all of our facilities in Muskegon, Ottawa, and Newaygo Counties.  Contact Marty McDermott, Dean of College Services, for details.

13. Improve access of our facilities, technology, and media to expand equal opportunities for persons with various abilities. 
View performance of measurable objectives for goal #13

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
3.13.01 Select and train 1 ADA advocate to join 100% of technology and construction teams creating change on campus by 8/1/20 1 1 0 Complete!  Jason Cooper will be the ADA advocate for all committees as needed.  As the ADA advocate, he participates in Tech Council, MCCDRT, and is the ADA advocate for our building projects as well.
3.13.05 Install accessible throwing wheel in ceramics studio 1 1 0 Complete!  Thanks to the advocacy of instructor Lee Ann Frame, our new Arts and Music building has an accessible throwing wheel for students who wish to take ceramic classes.  To learn more about how Disability Support Services helps student have a full experience at MCC, contact Donella Cooper or visit www.muskegoncc.edu/disability-support-services.
3.13.06 Completion of Safety First Fall 2020 Opening Plan to ensure 33 protocols are implemented at 10 facilities to reduce the spread of coronavirus 33 33 0 MCC is dedicated to ensuring a safe environment for teaching and learning at all facilities.  Watch President Nesbary’s video and learn more at www.muskegoncc.edu/we-are-mcc/.
3.13.10 Partner with Mercy Health and Michigan DHHS Region 6 to use MCC’s new Health and Wellness Center as 1 pandemic overflow hospital 1 1 0 Read about our partnership with the State of Michigan and Mercy Health to use the college’s Health and Wellness Center as a site for hospital beds for overflow patients to free up space in area hospitals for the possible influx of critical COVID-19 cases at www.muskegoncc.edu/news-and-events/mcc-offers-health-and-wellness-center-for-overflow-hospital-beds/.

14. Demonstrate environmental stewardship by implementing a comprehensive institutional sustainability plan
View performance of measurable objectives for goal #14

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
3.14.01 Post 1 annual sustainability report on website that outlines institutional sustainability goals for the coming year and accomplishments of the past year by 6/30 of each year 4 4 0 Achieved!  All reports from this implementation period are available at www.muskegoncc.edu/sustainability-committee.
3.14.02 Expand use of electronic imaging to reduce paper use and increase information access 3 1 (2) This project was rolled over into the new 2022-2026 strategic plan. The current system set for expansion to Finance, Financial Aid, and HR departments in June.

15. Provide high quality technology wherever and however programs and services are offered to students, employees, and community members
View performance of measurable objectives for goal #15

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
3.15.01 Complete 1 survey to measure students: access to appropriate technology hardware; access to stable internet connectivity; perceptions of technology support; and technology challenges and barriers impacting success 1 1 0 Of the students who participated in the survey, 11.8% have no or inadequate internet service at home.  The survey was conducted by the Office of Information Technology during the 2020-21 academic year.  Contact Dr. Steven Wilson, CIO, for details.
3.15.02 Develop and implement 1 technology plan to align technology projects with institutional strategic plan priorities, goals, and objectives by 6/30/2018 (including hardware, software, and training needs) 1 1 0 Complete!  The IT component of the Strategic Plan takes into account over 30 inputs such as the EDUCAUSE Core Data Survey, the New Media Consortium’s Horizon Report, MCCA’s Pathways, the Achieving the Dream ICAT, Institutional Strategic Plan SWOT analysis, focus groups, and interviews.
3.15.03 Implement 1 system monitoring and communication/response plans for the nine high priority technology services by 12/31/20, report results each year in OIT annual report 1 1 0 Complete!  Monitoring and reporting plans are in place.  Contact Dr. Steven Wilson, CIO, for details.
3.15.05 Develop 1 set of guidelines for the prioritization, management, and execution of technology projects and initiatives by 6/30/2018 1 1 0 Complete!  Meeting student and employee technology needs is a top priority.  Contact our OIT to learn more about our guidelines and improvement plans.
3.15.06 Maintain technology incident response times within service level agreement at 99% or better 99.00% 99.82% 0.82% MCC’s information technology services are provided by Ellucian.  Learn more about IT services available to students at www.muskegoncc.edu/information-technology.
3.15.07 Maintain or exceed an average rating of 4.75 out of 5 for customer technology incident resolution and request fulfillment 4.75 4.78 0.03 MCC’s information technology services are provided by Ellucian.  Learn more about IT services available to students at www.muskegoncc.edu/information-technology.
3.15.08 Replace 100% of employee desktop computers with laptops to increase remote-working flexibility by 9/30/21 100% 20% -80% The project was rolled over into the new 2022-2026 strategic plan.  MCC is in possession of the new laptops, which are being configured for employee use.  We expect this process to be completed in early 2022.
3.15.09 Provide all employees with 1 opportunity to apply for a technology reimbursement to meet remote-working needs 1 1 0 Because many employees needed to invest in technology to work from home, MCC provided an opportunity to get reimbursed for technology-related equipment such as computers, monitors, internet access, webcams, etc.
3.15.10 Provide students with access to 110 laptops 110 110 0 Complete!  110 laptops are available for student use. The MCC Care team provides laptops to students based on need.
3.15.11 Provide students with access to 60 Wi-Fi hot spot devices 60 60 0 Complete!  The MCC Care team is providing the hot spots to students based on need.
3.15.12 Install new phone system to increase flexibility and decrease costs 100% 100% 0% Complete!  The Office of Information Technology completed installation of new phones and Zoom phone software.  The updates support remote-working and allow employees to communicate via text or voice on any computer or mobile device with a microphone and speaker.

16. Commission a new Facility Master Plan by 2020 to assess future facility needs in Muskegon, Ottawa, and Newaygo Counties
View performance of measurable objectives for goal #16

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
3.16.01 Outline specifications for 1 Facility Needs Assessment in 2022 to assess future facility needs in Muskegon, Ottawa, and Newaygo Counties (fka “Facility Master Plan”) 1 1 0 In tandem with our next strategic planning process, we plan to assess facility and infrastructure needs in 2022.  The specifications for this project will include condition assessment (buildings/infrastructure and systems condition) and functional assessments which will help ensure our facilities are code compliance and that access is improved for differently-abled people.   Contact David Sturgeon, Director of Physical Plant, for details.

Priority #4 Engagement and Collaboration:  Expand collaborations and improve communications to further engage the community in the mission of MCC

17. Clearly differentiate MCC in communications with prospective students, community partners, donors, and alumni.

View performance of measurable objectives for goal #17

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
4.17.01 Increase TOMA (Top Of Mind Awareness) rate to 38% by 12/31/21, up from 33% as measured in 2010 IN SUPPORT OF BOARD ENDS POLICY 5.03.01 38.00% 51.60% 13.60% In our latest community ascertainment survey, 51.6% of survey respondents cited Muskegon Community College when asked “when you think of colleges in the area where you live, what colleges come to mind?”

18. Continue to improve marketing and communication efforts to increase enrollment while increasing awareness of mission, programs, and services.

View performance of measurable objectives for goal #18

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
4.18.01 Work with third-party provider to conduct 2 blind surveys every 3 years to objectively measure awareness rate (TOMA) and perceptions in 3-county service area (2018 and 2021) IN SUPPORT OF BOARD ENDS POLICY 5.03.01 2 1 (1) 308 people completed our most recent community ascertainment survey, which was conducted by a local independent research company in late 2019-early 2020.  51.6% of survey respondents cited Muskegon Community College when asked “when you think of colleges in the area where you live, what colleges come to mind?”  We aim to conduct research every three years to gather awareness and perceptions data.
4.18.04 Develop 1 procedure plan to track website traffic and conversions to determine conversion rate baseline by 9/30/18 1 1 0 Complete!  We are currently tracking the effectiveness of our marketing efforts my measuring the number of prospective students who complete the admission application.  Contact Pete Koryzno for details.
4.18.05 Increase marketing-driven website conversions for completed applications by 1% annually and report conversion rates to Cabinet each July 5,792 6,919 1,127 Taking advantage of both the Futures for Frontliners and the Michigan Reconnect initiatives during FY2020-2021, MCC surpassed its objective by 1,127 completed applications or 19.4%. Targeted marketing messages were directed to eligible adult students, as well as to the traditional student market across all advertising platforms – social media, radio, print, TV, web and outdoor signage.
4.18.07 Increase circulation of Reflections mailed to Key Constituents by 10% annually (from 1,400 as of 7/1/17) IN SUPPORT OF BOARD ENDS POLICY 5.03 2,050 3,176 1,126 Achieved!  The next issue of Reflections, MCC’s biannual magazine, will be published in September 2021.  The most recent issue was mailed to 3,176 addresses in December 2020 and the previous issue was mailed to 1,650.  We working to incrementally increase circulation to keep more Key Constituents engaged with all aspects of MCC.  Issues are also available online at www.muskegoncc.edu/reflections.  (17-18 goal=1540-actual 1400, 18-19 goal=1694-actual 1650, 19-20 goal=1863, actual 1531, 20-21 goal=2050, actual 3176)

19. Cultivate strategic partnerships with business, industry, and other key organizations to meet needs and support student success. 
View performance of measurable objectives for goal #19

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
4.19.01 Increase number of Workforce Development client company meetings by 10% each year IN SUPPORT OF BOARD ENDS POLICY 5.03.02 136 64 (72) Due to limited face to face meetings being held, WFD has increased phone contacts and email communications with local employers which we are not including in this data. WFD is using zoom to hold meetings when companies do not allow for F2F interactions.  For more information Workforce Development, contact Cyndi Langlois or visit www.muskegoncc.edu/workforce-training.
4.19.02 Develop 1 annual plan related to annexation requests and opportunities IN SUPPORT OF BOARD ENDS POLICY 5.03.04 4 4 0 Achieved!  A strategy has been defined each year of implementation.  MCC is open to discussions from adjacent counties about reducing tuition rates via annexation.  Contact President Nesbary for details.
4.19.03 Develop 1 procedure by 12/31/18 that defines the various categories of partnership and outlines process for tracking contacts and results in Raiser’s Edge 1 1 0 Complete!  14 of our constituency groups were defined as “top priority”.  The lists will be reviewed each fall.  Contact Tina Dee for details.
4.19.04 By July 31 of each year, share Raiser’s Edge (RE) relationship tracking report and develop annual relationship plan with Cabinet that identifies goals and strategies (years 2, 3, 4, & 5 of plan) 4 4 0 Complete!  14 key constituencies were identified and categorized in our Raiser’s Edge database.  The categories includes contacts such as verified alumni, donors, business leaders, education partners, elected officials, retirees, and other groups that may be interested in campus activities or potential partnerships.  Contact Tina Dee for more details.
4.19.06 Increase circulation of e-newsletter to all constituents by increasing the number of constituents in database with email addresses to 2,100 (up 50% from 1,452 as of 7/1/17) 2,100 4,644 2544 Complete!  We have exceeded this objective and are keeping touch with MCC constituents who can opt out of our communications at any time.

20. Promote philanthropic support of students, scholarships, programs, and endowments
View performance of measurable objectives for goal #20

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
4.20.01 Increase number of current donors to 450, providing report to Cabinet by 10/1 of each FY (15% increase from 2016-17 baseline of 391) IN SUPPORT OF BOARD ENDS POLICY 5.05.01 450 179 (271) As of 12/31/21, there are 179 donors in our database who made a cash gift of $10 or more during the past 24 months.  Donations of any size are appreciated and help support student success!  Visit www.muskegoncc.edu/donate to make a secure online donation to the fund of your choice.
4.20.02 Meet annual fund campaign goals each FY of the 5 implementation years (20-21 goal $150k, actual $214,817; 19-20 goal $100k, actual $141,684; 18-19 goal $100k, raised $86,673; 17-18 goal $300k, raised $127k) IN SUPPORT OF BOARD ENDS POLICY 5.05.01 $650,000 $570,174 ($79,826) The goals for the four full fiscal years total $650,000, the total raised was $570,174.  Learn more about how the Foundation for MCC is supporting students at www.muskegoncc.edu/foundation.
4.20.03 Secure a total of $3.5 million to support defined capital projects by 6/30/2022 IN SUPPORT OF BOARD ENDS POLICY 5.05.01 $3,500,000 $3,462,774 ($37,226) We concluded this campaign in April 2021 at 98.9% of goal.  Over 70% of contributions to date are allocated to the Sturrus Technology Center and the FabLab.
4.20.04 Increase FMCC (Foundation for MCC) board membership to 21 (from 2017 baseline of 17), report progress to Cabinet by 10/1 of each FY IN SUPPORT OF BOARD ENDS POLICY 5.05.02 21 16 (5) The FMCC Board of Directors consists of 13 voting members and three non-voting employees.  More community members are needed to play an active role in raising funds for scholarships and other key projects; see the board member application at www.muskegoncc.edu/fmccboard.
4.20.05 FMCC meets all 25 AFP (Association of Fundraising Professionals) Ethical Standards by 6/30/19 25 25 0 The FMCC meets all AFP ethical standards related to public trust, transparency, and effective stewardship of funds.  Contact Amy Swope or visit https://afpglobal.org/ethics/code-ethics for details.
4.20.06 FMCC meets all 20 BBB Charity Standards and earns 1 BBB Wise Giving Alliance Seal by 12/31/19 (closed incomplete; 18 of 20 standards met; no seal) 20 18 (2) The FMCC meets all but two of the twenty 20 BBB Charity Standards related to governance, effectiveness policy and reporting, disclosures, finances/expenses. View the BBB report at www.bbb.org/western-michigan/charity-reviews/charity-local/foundation-for-muskegon-community-college-in-muskegon-mi-38268370.

21. Increase pride and involvement among alumni and retirees. 
View performance of measurable objectives for goal #21

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
4.21.02 Produce and maintain a list of 100% of all graduates since 1926 so that total number of alumni can be displayed and promoted, creating a community of pride by 12/31/21 100% 3% -97% We aim to identify ALL alumni to promote Jayhawk Pride!  A display with the names of all graduates is planned.  There are currently 783 alumni records with year of graduation verified in our database; Institutional Research estimates there are 22,664 graduates.  Contact Teresa Newmarch, Chief Advancement Officer, for details.
4.21.03 Ensure that 100% of graduates since 2007 are in Raiser’s Edge with year of graduation, degree, and affinity information by 12/31/21 100% TBD TBD This objective was rolled over into the new 2022-2026 strategic plan.  We plan to get this project started by importing Registrar data including all 2007-2019 graduates into Raiser’s Edge, our primary database.  There are currently 397 alumni contacts who graduated since 2007 in our database.  Contact Teresa Newmarch, Chief Advancement Officer, for details.
4.21.04 Increase number of alumni who submit updates for Reflections each year to 25 (100 total for 4 years; up from an avg # published 2011-2016 of 19) 100 77 (23) While the overall goal was not attained, we exceeded the FY2019-20 goal with 29 Alumni Association members provided updates about additional degrees, new jobs, and other milestones for publication in Reflections, MCC’s magazine that’s mailed to alumni and other key constituents. (12 in 2020-21, 29 in 2019-20, 19 in 2018-19, 17 in 2017-18).  Alumni are encouraged to provide career, life, and other updates at www.surveymonkey.com/r/MCC_ALUMNI.
4.21.05 Present at least 2 retiree appreciation activities by 12/31/21 2 1 (1) We appreciate all the faculty and staff members who dedicated their career to helping students achieve their dreams!  We aim to work with the President’s Cabinet to have at least one activity each year to remind retirees how much we appreciate their contributions to MCC.  Retirees were mailed a holiday greeting card in December 2020 that was designed especially for them.

Priority #5 Culture and Equity:  Strengthen our culture of inclusion, equity, accountability, safety, and well-being

22. Develop and implement programs for students and employees to further promote inclusion and equity, creating a welcoming environment for all. 
View performance of measurable objectives for goal #22

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
5.22.01 Increase diversity of applicant pool for faculty positions to reflect population of Muskegon County (23.5% people of color in 2017) IN SUPPORT OF BOARD ENDS POLICY 5.03.3 23.5% 22.28% -1.23% Faculty searches over the past four fiscal years resulted in 22.275% of applicants self-identifying as people of color.  MCC’s HR department recently updated recruitment materials to better showcase the diversity of our leadership and board.  Visit www.muskegoncc.edu/employment-opportunities/ for more information about MCC job opportunities.
5.22.02 Increase students feeling of being welcomed to campus to national average (national average was 55% in 2017, up from baseline of 43%) 55.0% 43.0% -12.0% We have completed the final Community College Survey of Student Engagement (CCSSE) within this 5-year implementation period.  We plan to put a special focus on this issue in the next strategic plan, which will launch in January 2022.  How students feel welcomed has changed since the shift to remote-learning.  President’s Student Forums, Student Town Hall meetings, and other online engagement opportunities provide students with a access to help and information.  We have also increased outreach efforts to connect with students to discuss their needs related to technology, CARES act information, and other resources needed to support distance-learning.
5.22.03 Increase the number of students who believe MCC is quite a bit or very much “Encouraging contact among students from different… backgrounds” to exceed the national average in biennial CCSSE by 3% 58% 43% -15% We have completed the final Community College Survey of Student Engagement (CCSSE) within this 5-year implementation period.  We plan to put a special focus our diversity, equity, and inclusion (DEI) efforts on the next strategic plan, which will launch in January 2022.  In the meantime, we are currently exploring how to best support diversity, equity, and inclusion as we work and learn remotely.  Learn more about our DEI efforts at www.muskegoncc.edu/dei.
5.22.04 Increase % of employees who agree “institution’s policies and practices ensure fair treatment for faculty, administration and staff” to 75% (from baseline of 69%) 75% 68% -7% Implementation of weekly update emails, policy improvements, and more equitable benefits are creating more consistency and fostering environment where all employees feel valued and respected.  New data will be gathered in spring 2021.  Contact HR Executive Director Kristine Anderson for details.
5.22.05 Increase % of employees who are proud to be a part of MCC to 90% (from baseline of 87%) 90% 87% -3% Employees are exhibiting a great amount of Jayhawk Pride as we rally together to meet student needs during the pandemic.  Weekly online Campus Meetings provides all employees with an opportunity to share concerns, ask questions, and get updates.  87% Of employees participating in the last “Great Colleges to Work for” survey agree with the statement “I am proud to be part of this institution.”   New data will be gathered in spring 2021 and we expect to achieve objective before the plan is completed 12/31/21.  Contact HR Executive Director Kristine Anderson for details.
5.22.06 Update and distribute APS Guidebook, which outlines policies for administrative, professional, and support staff 1 1 0 Eleven people collaborated on updating the new guidebook for Administrative, Professional, and Support staff.  Updates include additional bereavement leave and support resources.  For details, visit www.muskegoncc.edu/human-resources/human-resources-agreements-policies/.
5.22.07 Implement plan to standardize employee update communications 1 1 0 As we shifted to remote working, the office of Human Resources standardized our employee updates to keep faculty and staff informed of campus related activities.  Employees receive two weekly newsletters with helpful information and are invited to participated in a campus-wide employee meeting each Friday.  Contact Kristine Anderson for more information.

23. Promote a culture of accountability by establishing key performance indicators for all departments and expand the institutional dashboard to report our progress to the community. 
View performance of measurable objectives for goal #23

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
5.23.01 INSTITUTIONAL KPI:  End each of the 5 fiscal years with a 100% balanced budget IN SUPPORT OF BOARD ENDS POLICY 5.02.02, 5.02.03 5 5 0 Complete!  This objective was achieved each year of implementation; each fiscal year ended within budget perimeters and the most recent audit (FY2020-21) concluded far better than budgeted.  For more information on MCC’s budgets, visit www.muskegoncc.edu/financial-services/budget-and-performance-transparency-reporting/.
5.23.02 Submit 1 balanced budget annually to the Board of Trustees IN SUPPORT OF BOARD ENDS POLICY 5.02.01 4 4 0 This objective was achieved each year of the plan.  A balanced 2021-22 budget was approved by Board of Trustees agenda June 2021.  Visit www.muskegoncc.edu/financial-services/budget-and-performance-transparency-reporting for more details about MCC’s budget.
5.23.03 Compliancy with all policies and other requirements are maintained so that there are $0 in fines and penalties each year of implementation $0 $0 $0 MCC is compliant with all laws and regulations.  For more information, contact Jason Cooper, Director of Compliance and Deputy Title IX Coordinator.
5.23.04 100% of departments established and shared at least one KPI for each FY, starting by 4/30/18 100% 100% 0% Complete!  100% of our 39 departments established at least one 2021-22; 4 are already achieved.  70% of annual KPIs were achieved in 2020-21, 77% in 2019-20, and 43% in 2018-19.  Contact Tina Dee, Director of Strategic Initiatives, for details.
5.23.05 Department KPI list is reviewed with Cabinet and shared with campus each quarter (4 times per year) 18 18 0 Achieved!  The Cabinet and all employees have ongoing access to the list of departmental KPIs and is kept apprised of the progress.  For more information, contact Tina Dee, Director of Strategic Initiatives.
5.23.09 Propose 1 cost-reduction plan to Cabinet each FY IN SUPPORT OF BOARD ENDS POLICY 5.02.01, 5.02.02 4 4 0 This objective was achieved each year of the plan.  Budget reductions were made in the area of printing and travel expenses.
5.23.10 Develop and implement method to process teaching assignment (load sheets) electronically 1 1 0 Load sheets outline teaching assignments and other criteria that help faculty plan their schedule and help staff plan for resource needs.  The online system creates greater efficiency.
5.23.11 Complete scenario/continuity planning annually and update strategic plan as needed 2 2 0 We have completed several scenario/contingency planning sessions and  are now focusing on defining scenarios for MCC’s next strategic plan, scheduled to launch in January 2021.  Integrating scenario planning into our planning process better prepares us for change while improving our overall planning and implementation efforts.  Our annual scenario and continuity planning activities will focus on the best, worse, and most likely scenarios.  Contact Tina Dee to learn more.
5.23.12 Implement online evaluation/review process for APS employees 1 1 0 To better support remote-working and create efficiencies, self-evaluation and review forms are now completed online.
5.23.13 Update MCC’s Vision Statement 1 1 0 The Implementation Advisory Team coordinated the process to develop a new vision statement.  Our goal was to define a vision statement that is aligned with our mission, is forward-looking and aspirational, and clearly defines what we hope to accomplish–MCC’s desired end state.  After reviewing input from students, employees, alumni, and community members, the new vision statement was defined as “An educated inclusive community.”
5.23.14 Update MCC Values to identify and define how we advance and support our students and mission 1 1 0 After evaluating the over 300 suggestions for campus and community members, we identified the top five.  We are pleased to report that 93% of respondents agreed that the following values are important or very important to supporting our mission and students:  Learning, Integrity, Excellence, Collaboration, and Kindness.  The Trustees endorsed the new values at the January 2021 board meeting.  Visit www.muskegoncc.edu/mission to learn more.
5.23.15 Engage students, employees, and community members in the development of MCC’s 2022-2027 strategic plan 1 1 0 Complete! 150 students, community stakeholders, and employees serving on five planning committees, plus over 2,000 people participated in surveys, town halls, and forums.  Visit www.muskegoncc.edu/aspiring to review our new goals and provide your feedback.  Keep updated on our progress by following us on the Facebook page for community members and alumni at www.facebook.com/mccalumni and/or by signing up for email updates at digest@muskegoncc.edu.

24. Continue to monitor and enhance safety and security at all MCC locations and online environments. 
View performance of measurable objectives for goal #24

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
5.24.01 Complete facility vulnerability assessment of 100% of MCC locations by August 20, 2018 100% 100% 0% Complete!  A comprehensive assessment of all areas and locations was conducted in 2018 and we are in the process of improving signage, lighting, and other security improvements to further enhance campus safety.  Contact Marty McDermott for details.
5.24.03 Complete technology security assessment, then develop and implement 1 information security management plan by 12/31/18 1 1 0 Complete!  Assessment completed by external data security expert who evaluated 130 controls.

25. Establish student and employee wellness programs. 
View performance of measurable objectives for goal #25

Obj # Measurable Objective Target Final Results Variance Final Reporting Notes
5.25.01 Open 1 new health and wellness center by January 2019 1 1 0 Complete!  Through our partnership the Michigan Department of Health and Human Services (MDHHS) Region 6 and Mercy Health, the new facility is operating as overflow hospital facility in case needed.  Visit www.muskegoncc.edu/health-and-wellness-center to learn about the variety of courses available to students and community members when it’s safe to do so.
5.25.02 Complete 1 employee well-being needs assessment by 6/30/19 1 1 0 Complete!  The Human Resources Department completed a wellness assessment in late spring 2019.  The survey captured input on a wide variety of topics that contribute to overall well-being.  Contact Kristine Anderson, Executive Director of Human Resources, for more details.
5.25.03 Offer 1 or more employee well-being programs each FY 1 14 13 We support employees with a variety of mental health and other online well-being options during the coronavirus pandemic.  Recent opportunities include COVID-19 safety training, online training for stress-reduction, and a variety of financial well-being options.  In addition, employees can enroll in MCC courses.  We plan to resume on-site wellness activities when it is safe to do so.
5.25.04 Complete 1 student well-being needs assessment by 8/1/18 1 1 0 Complete!  The assessment is completed and has resulted in a variety of programs and services offered at the Health and Wellness Center, Jayhawk Hub, and other student services.
5.25.05 Offer 1 or more student well-being programs each FY 5 7 2 We met this goal each fiscal year of implementation and will continue to support the well-being of our students.  Recent efforts include COVID-19 vaccinations and re-opening the Health and Wellness Center for student use.  In addition, we provided a variety of support service through the Jayhawk Hub and other departments including mental health services, food banks, tutoring, and other resources as needed to support their academic progress and overall well-being.  Contact Marty McDermott for details.
5.25.06 Establish quarantine rooms at main campus and at STC 2 2 0 MCC is following all best practices related to reducing the spread of coronavirus.

2017-2022 Strategic Plan Information

Throughout the 2016-2017 academic year, 180 volunteers from Muskegon, Ottawa, and

Newaygo counties worked together to develop goals for your community college. The priorities and goals developed through the strategic planning process were shared with the campus and community for feedback at a series of forums and an online survey.  The efforts resulted in a five-year plan that’s focused on student success.  See the Successful Students, Successful Communities:  Muskegon Community College 2017-2022 Strategic Plan.

This plan concluded on December 31, 2021 with 94 objectives successfully completed.  The final results are available for review at www.muskegoncc.edu/results.  You can read more about how we are supporting students by reviewing our annual reports.

2017-2022 Steering Committee

All MCC employees have a role in the implementation of the Muskegon Community College 2017-2022 Strategic Plan.  The Steering Committee (a.k.a. Implementation Advisory Team) works closely with employees and key community members to set and monitor measurable objectives, determine strategies and tactics, and provide progress reports on strategic plan goals.  Updates and annual reports will be provided to the campus and community throughout the five-year implementation.  The Steering Committee includes:

  • Dr. Dale Nesbary, President (Chair)
  • Tina Dee, Director of Strategic Initiatives (Assistant Chair)
  • Kristine Anderson, Executive Director of Human Resources
  • Eduardo Bedoya, Director of Institutional Research
  • Sally Birkam, Dean of Student Success and Campus Life
  • Dr. Ed Breitenbach, Dean of Assessment and Instruction
  • Dr. Kelley Conrad, Vice President for Academic Affairs
  • Ken Long, Interim Vice President of Finance
  • George Maniates, Faculty Association President
  • Marty McDermott, Dean of College Services and Athletic Director
  • Chris Nowak, Educational Support Staff Association representative
  • Duane Rainbolt, Custodial/Maintenance Unit Association representative
  • Dr. John Selmon, Provost and Executive Vice President
  • Kristin Tank, Dean of Marketing and Communications
  • Dr. Steven Wilson, Chief Information Officer (Ellucian)
  • Duane Rainbolt, Custodial/Maintenance Unit Association representative

How the 2017-2022 Strategic Plan was Developed

Integrated Strategic Planning Process

The construction of Muskegon Community College 2017-2022 Strategic Plan was guided by the Strategic Planning Steering Committee, a group of 16 individuals from campus and the community.  The Steering Committee worked with six subcommittees, a total of over 180 members from the community and campus, during the 2016-17 academic year to develop the current five-year plan.  Meet the dedicated committee members who created the current strategic plan.

The Muskegon Community College 2017-2022 Strategic Plan was developed over the current academic year and was launched in July 2017.  Community input was gathered throughout the process via forums, surveys, focus groups, and a community needs assessment. Read about the launch of the process here.

The campus and community were invited to join strategic planning committee members as the new Muskegon Community College 2017-2022 Strategic Plan was launched at a celebration in Collegiate Hall on Friday, July 21, 2017 (photos of this event are on our Facebook).

2016-2017 Strategic Planning Structure

MCC_Strategic_Planning_Charter

All MCC Strategic Planning Committees are benefiting from the expertise of our consultant, Dr. Nick Santilli.  Nick, who has decades of strategic and master planning experience, is Associate Provost for Assessment and Institutional Planning at John Carroll University and 2016 President of the Society for College and University Planning (see http://www.scup.org/page/leadership/board).

Learn More

For more information about MCC’s Strategic Planning, contact our office at strategic.planning@muskegoncc.edu or (231) 777-0660.

Tina Dee Tina Dee
Director of Strategic Initiatives
Room 400KK
(231) 777-0660
tina.dee@muskegoncc.edu

 

 

 

 

Have questions or feedback?

If you have questions or would like to provide additional feedback about MCC’s strategic planning process, please contact us at strategic.planning@muskegoncc.edu or (231) 777-0660.

Tina Dee Tina Dee
Director of Strategic Initiatives
Room 400KK
(231) 777-0660
tina.dee@muskegoncc.edu