2022-2026 Strategic Plan

Aspiring To Be The Best

The strategic plan priorities and goals were developed with the input of 46 organizations and over 2,000 students, employees, and community members participating in planning committees, forums, surveys, and focus groups. The 2022-2026 Strategic Plan: Aspiring to Be the Best was launched in early 2022 and concludes on June 30, 2026. Progress reports are published here each quarter.

Strategic Plan Quarterly Progress Report: Spring 2024

To see progress as of 03/31/24, click on link below each goal or view a PDF report.

Priority #1: ACCESS

1. Raise awareness of MCC
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
1.01.01	Increase the number of prospective students who complete an admissions application by 1% annually (23-24 goal 5627; 22-23 goal 6484, actual 5572)	5,627	3,264	(2,363)	We expect that marketing and admission efforts could allow us to meet this goal before end of fiscal year on June 30. The aim is to increase awareness of scholarships, vast areas of study, and opportunities to attend college tuition-free via Michigan Reconnect, Early College, and other programs.

2. Meet enrollment goals while expanding opportunities for underrepresented populations
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
1.02.01	Increase the number of underrepresented students provided with a donor-funded gas card to support transportation needs (23-24 target 165; 22-23 target 145, actual 145)	165	350	185	Thanks to donor support, we have already exceeded this annual target. So far this academic year, the Jayhawk Hub provided gas cards to 350 underrepresented students to support their academic goals. The Jayhawk Hub is a one-stop center that connects students with resources related to food insecurity, housing instability, transportation emergencies, and other stressors that can impact academic success. Learn more at www.muskegoncc.edu/student-success/jayhawk-hub.
1.02.02	Meet each semester’s new student enrollment goal (W24 goal 378 actual 450; F23 goal 972 actual 1,057; S24 goal 178 actual TBD (FY2022-23 goal 1,571, actual 1,488))	178	143	(35)	We are on track to achieve this objective before the summer semester begins on May 13. New student enrollment goals for the fall and winter semesters were exceeded! Visit www.mccyoucan.org to see how easy it is to get started at MCC and learn more about our areas of study and options to pursue a degree tuition-free!

3. Increase community engagement
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Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
1.03.01	INSTITUTIONAL KPI: Meet each year’s FMCC Student Access Funds fundraising goal (2023-24 goal $110,000, actual TBD; 2022-23 g:$100,000, a:$122,996)	$110,000	$90,694	($19,306)	Thanks to donor support, we are on track to meet this year’s goal and we exceeded the 2022-23 goal by nearly 23%. Student Access Funds include scholarship funds and contributions to the Jayhawk Hub, all of which provide direct financial assistance to students. Make your secure online donation today at www.muskegoncc.edu/donate.

Priority #2: EQUITY

4. Create an inclusive culture of understanding and respect towards diversity
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
2.04.01	Engage employees in 4 college-wide conversations about diversity, equity, inclusion, and/or belonging by 6/30/24	4	3	(1)	We are on track to achieve this objective by the due date. Each month, Ken James, Chief Diversity Officer, engages employees in conversation about DEI topics during Campus Wide Meetings, which is attended by faculty and staff each Friday morning. Visit www.muskegoncc.edu/diversity-equity-inclusion to learn about consulting services for businesses and community members.
2.04.02	Offer 13 opportunities for employees to participate in DEIB training and activities by 12/31/24	13	16	3	Achieved! This target was exceeded 3 months ahead of schedule. The most recent activities include our annual Unity Day breakfast, Global Awareness Festival, DEIB trainings, documentaries, lectures and more. Learn more at www.muskegoncc.edu/diversity-equity-inclusion/.
2.04.03	Meet each year’s community member participation in DEI academies, trainings, and events (FY23-24 goal 1600; FY22-23 goal 1623, actual 1549)	1,600	1,698	98	Achieved! The 2023-24 goal has already been exceeded! So far this FY, MCC’s Office of DEI provided training for 14 organizations including Metal Technologies, Muskegon Chamber, public school districts, and other colleges. Last fiscal year, 1,549 community members participated in MCC’s DEI events, training programs, and professional development academies. Visit www.muskegoncc.edu/diversity-equity-inclusion to register or learn more.

5. Increase student and employee diversity
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Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
2.05.01	Meet each semester’s underrepresented* students enrollment goal	TBD	TBD	TBD	We are currently identifying baseline and target metrics for this objective; please look for updates next quarter. Collaborations with the Community Resource Center at Muskegon Rescue Mission, the Boys & Girls Club, and other organizations are building relationships with underrepresented populations. Additionally, the upcoming “See Yourself Here” campaign will help more prospective students envision a path to success.

6. Enhance each student’s experience
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
2.06.01	Close achievement gaps for underrepresented* students: Increase fall-to-fall retention to 55% (up from Black 27.7%, Hispanic 42.1%, Pell 45.2%, 1G 40.8%)	55.00%	42.68%	-12.32%	National student success organizations identified fall-to-fall retention as a top indicator for overall academic success. MCC’s Achieving the Dream Team provides ongoing monitoring reports to faculty, who develop strategies to improve classroom success and retention. In addition, free tutoring and other support services help improve academic success. Learn more at www.muskegoncc.edu/student-success.
2.06.02	INSTITUTIONAL KPI: Close achievement gaps for underrepresented* students: Increase pass rate to 73% (up from Black 33.6%, Hispanic 57.8%, Pell 60.3%, 1G 59.6%)	73%	60.45%	-12.55%	With all groups increasing pass-rates, we are on track to meet this goal by the close of the strategic plan. The 2022-23 pass-rates (Black 43.6%, Hispanic 66.4%, Pell 64.4%, 1G 67.5%) represent an average increase of 7.62%. MCC’s Achieving the Dream Team is guided by the national Achieving the Dream organization, which aims to close achievement gaps and accelerate student success with evidence-based initiatives that can produce and sustain improved student success.
2.06.03	Close achievement gaps for underrepresented* students: Increase gateway course completion to 28% (up from Black 9%, Hispanic 20.3%, Pell 28.7%, 1G 26%)	46%	21.50%	-24.50%	Gateway courses, which includes first year English and math, provide a foundation for degree attainment and academic success. Students in these courses are benefit from a co-requisite class that provides the support needed for successful completion. Completion Coaches provide direct support to improve academic success.

Priority #3: EXCELLENCE

7. Improve outcomes for all students
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
3.07.01	Increase fall-to-fall retention rates from 49.2% to 55%	55.00%	51.10%	-3.90%	MCC’s Achieving the Dream Team is focused on improving retention, which is a leading indicator for academic success. Learn more about this team at www.muskegoncc.edu/aspiring/#atdteam.
3.07.02	INSTITUTIONAL KPI: Increase the percentage of attempted college-level credits completed with a C or better from 67.6% in Fall 2021 to 73% in Fall 2025	73.00%	69.96%	-3.04%	With pass-rates increased by 2.36% last year, we are on track to achieve this goal. MCC’s Achieving the Dream Team is working closely with faculty and student services to ensure all students have the support needed to achieve the grades needed to meet their academic goals. Learn more about MCC’s variety of support services at www.muskegoncc.edu/student-success.
3.07.03	Increase the percentage of students who successfully complete a gateway English and math course by the end of their first year from 36.2% in Fall 2021 to 46% in Fall 2025	46.00%	33.80%	-12.20%	Successful completion of a student’s first English and math course provides a strong foundation for continued academic success, so students are supported with supplemental support classes and free tutoring. Since appropriate selection is the first step in ensuring successful completion, our students use guided self-placement to ensure effective course placement. Visit www.muskegoncc.edu/course-placement to learn more about this process.
3.07.04	Increase the percentage of students who return to MCC after a 1-year or more absence by 1% annually	TBD	TBD	TBD	We are currently identifying baseline and target metrics for this objective; please look for updates next quarter.

8. Improve institutional effectiveness
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
3.08.01	Complete 1 evaluation of the budgeting process to ensure it is driven by student success and present procedural recommendations to Cabinet by June 30, 2023	1	1	0	Achieved! Some of the outcomes of the evaluation include using more efficient strategies to increase enrollment, which will keep tuition costs down for all students, thereby increasing access. In addition, MCC’s new Opportunity Team will collaborate with campus colleagues to determine what initiatives will best support student success and will work with the Foundation for MCC to gain funding for those programs. For more information, contact Beth Dick, CFO.

9. Provide exceptional environments for effective teaching and learning
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
3.09.01	Increase the number of faculty members who earn the ACUE certificate in Effective College Instruction to 50 by 6/30/25 (currently at 38)	50	38	(12)	We are on track to meet this objective by the due date. So far, 38 faculty members earned the credential and 4 others are in process. The coursework covers evidence-based teaching practices shown to improve student engagement, increase persistence, and close equity gaps. ACUE Certification is the only nationally recognized collegiate teaching credential endorsed by the American Council on Education.
3.09.02	Improve student accessibility to instruction by offering faculty 6 training opportunities focused on adaptive instruction content by 6/30/24	6	7	1	Achieved! These trainings provided by MCC’s Center for Teaching and Learning help faculty adapt their instruction so that it’s accessible for those with hearing, vision, cognitive, and mobile conditions. 10 faculty members completed training at seven sessions last fiscal year. For more information, contact Barbara Landes, Instructional Support Technician & Instructor.

10. Increase transfer and career success of graduates
View objectives and progress

Obj #	Measurable Objective	Target Metric	Current Metric	Variance	Quarterly Report Progress Notes: Spring 2024
3.10.01	Offer 10 or more events each academic year to assist students with the transfer process and/or exploring career pathways	10	15	5	Achieved! This year’s goal was exceeded by the end of the third quarter (3/31/24) with 15 events offered so far. Last year’s target was exceeded with 12 events to support students as they explore transfer and career opportunities. Upcoming event opportunities include Transfer Fairs, Transfer Tuesdays, and field trips to partner 4-year institutions.

Unless otherwise noted, baseline/starting metrics are as of the 1/1/22 launch and the due date to attain target metrics is when the plan concludes on 6/30/2026. Review how MCC defines terms used in our strategic plan.

Past reports

Do these goals meet student and community needs? How would you measure success? Provide your input at www.surveymonkey.com/r/MCCgoals.

MCC Integrated Planning Steering Committee

Achieving the Dream Team (formerly “Student Success Strategy Team”)

MCC is proud to be an Achieving the Dream Leader College. Our Achieving the Dream (ATD) Team is a vital partner in attaining the College’s strategic plan goals. The ATD Team works to: improve the student experience; increase persistence, retention, and completion rates; make data accessible, understandable and usable; reduce equity and achievement gaps; and remove barriers to access and success. The team is led by Dr. Kelley Conrad, Provost and Chief Student Services Officer; Dr. Patti D’Avignon, Dean of Student Services, and Jon Meeuwenberg, College Success Center Faculty. Team members include: Chief Diversity Officer (Ken James), Chief Human Resources Officer (Kristine Anderson), Director of Student Success (Dr. Steve Sanocki – Interim), Institutional Research/Data (Erin Strauts), Faculty (Irene Church, Evin Rodkey, Megan Lockard), Counselor (Lisa Ribbe), Workforce Development (Stephanie Briggs), Communications (Jon Mills), Student Success Staff Member (Emily Merten), and Student Representative (TBD).

MCC has been an Achieving the Dream College since 2010 and an Achieving the Dream Leader College 2015-2021, 2023-present.

Goal Team Leaders:

Access Goals: Stephanie Briggs, Associate Dean of Workforce & Talent Development, Sarah Luker, Director of Admissions, and Kristin Tank, Chief Marketing & Communications Officer

Equity Goals: Ken James, Chief Diversity Officer, Jason Cooper, Director of Compliance & Title IX Coordinator, and Dr. Vanthony McMullan, Director of DEI

Excellence Goals: Dr. Ed Breitenbach, Dean of Assessment and Instruction and Dr. Patti D’Avignon, Dean of Student Services, and George Sharp, Counseling Department Chair

Integrated Planning Consultant: Dr. Nicholas Santilli, Senior Director for Learning Strategy, The Society for College and University Planning (SCUP)

How the Strategic Plan was Developed

Throughout 2021, Muskegon Community College engaged campus and community members in a process to develop the Muskegon Community College 2022-2026 strategic plan. Under the direction of the MCC Integrated Planning Steering Committee, 150 students, community stakeholders, and employees served on six committees that met July through October 2021 to identify priorities and goals for the new plan. In addition, all community members, students, employees, and other stakeholders were invited to provide input via town hall meetings, forums, and surveys. Overall, 46 organizations and 2,354 people participated in the process.

The collaborations produced a new 54-month strategic plan that builds on student success accomplishments and aims to position Muskegon Community College as the best community college in the nation. The comprehensive and inclusive planning process led to three priorities and ten goals, which were endorsed by the MCC Board of Trustees in March 2022. Everyone is welcome to provide feedback on the strategic plan at any time during the 4.5-year implementation period at www.surveymonkey.com/r/MCCgoals.

MCC’s Integrated Planning Process

The 54-month plan commenced in spring 2022 and concludes June 30, 2026. Our aim is to increase enrollment among under-represented groups and meet the criteria for the top student success awards from the leading student success organizations, the Achieving the Dream Leah Meyer Austin Award, Achieving the Dream Leader College of Distinction, and the Aspen Prize for Community College Excellence. These prestigious awards are based on student success data related to equity, access, retention/completion, graduation rates, and post-graduate success.

Integrated planning is a sustainable approach to planning that builds relationships (internal and external), aligns the organization (horizontally across departments, vertically from operations to mission), and emphasizes preparedness for change (ongoing engagement and feedback). Visit the Society for College and University Planning’s website to learn more.

The planning process integrated Appreciative Inquiry, which is a strengths-based approach. Collaborative discussions with the 150 students, community members, and employees serving on five committees resulted in the following conclusions:

What we do well:

Provide exceptional value for a high-quality education
Offer outstanding support to students
Provide a wide array of community services and events

What we value:

The success of our students
Providing a welcoming environment
Community collaborations
Teaching and learning
Talent, expertise, commitment, and dedication of faculty and staff

What we hope for the future:

Increase access and enrollment
Improve diversity, equity, and inclusion
Expand collaborations
Provide an exceptional environment for teaching and learning

Additional information about the planning process is outlined in the MCC Integrated Planning Charter.

Community-Wide Academic Needs Assessment

As part of Muskegon Community College’s strategic planning process, we encouraged input from the community about what programs, courses, and other educational opportunities are needed. We worked with a variety of partners to get input from current/recent high school students, current/recent MCC students, business/industry, alumni, and all community members in May-August 2021.

Review the results of our 2021 Community Needs Assessment

Contact Dr. Edward Breitenbach, Dean of Instruction and Assessment, at edward.breitenbach@muskegoncc.edu with questions.