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 2022-206 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: Summer 2023

To see our progress as of 6/30/23, click on the link below each goal or view 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: Summer 2023
1.01.01 Increase the number of prospective students who complete an admissions application by 1% annually (22-23 goal 6484, actual 5572; 23-24 goal 5627, actual TBD) 6,484 5,572 (912) We were at 86% of goal last FY.  We expect that our new marketing campaign, Reconnect events, and outreach efforts by our Enrollment Team will put us at goal in the coming year.  We are working to increase awareness of scholarships, vast areas of study, and opportunities to attend college tuition-free via Michigan Reconnect, Early College, and other programs.  The 2021-22 target was surpassed 19.4%. Visit our Video Viewbook at www.mccyoucan.org.

2. Meet annual enrollment goals while expanding opportunities for underrepresented populations
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Obj # Measurable Objective Target Metric Current Metric Variance Quarterly Report Progress Notes: Summer 2023
1.02.01 Increase the number of underrepresented students provided with a donor-funded gas card to support transportation needs (23-24 target TBD, actual TBD; 22-23 target 145, actual 145) 145 145 0 Achieved! Thanks to donor support, the Jayhawk Hub met the 2022-23 target by providing 145 gas cards 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 (F22 goal 1058, actual 972; W23 goal 333, actual 338; S23 goal 180, actual 178) 1,571 1,488 (83) We were at 95% of our target over the past academic year.  We are working with EAB to improve enrollment and have launched a new enrollment management plan that is focused on recruiting, retaining, and regaining students.  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: Summer 2023
1.03.01 INSTITUTIONAL KPI: Meet each year’s FMCC Student Access Funds fundraising goal (2022-23 $100,000, actual $122,996; 2023-24 $110,000, actual TBD) $100,000 $122,996 $22,996 Exceeding targets!  Last fiscal year, 115 donors contributed to a Student Access Fund.  In addition to support for the Jayhawk Hub and various scholarships, these funds support other direct assistance to students. One new area of assistance this quarter was funding for caps and gowns for students who would not otherwise be able to participate in the graduation ceremony. Although only one student requested this assistance this year, over $1,300 was raised and will be available in future years for those students who need this assistance.

Priority #2: EQUITY

4. Create an inclusive culture of understanding and respect towards diversity
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Obj # Measurable Objective Target Metric Current Metric Variance Quarterly Report Progress Notes: Summer 2023
2.04.01 Engage employees in 6 campus-wide conversations about diversity, equity, inclusion, and/or belonging by 6/30/24 6 0 (6) We are on track to achieve objective by the due date.  Ken James, Chief Diversity Officer, and Dr. Vanthony McMullan, DEI Director, will engage 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 our DEI services for community members.
2.04.02 Offer 13 opportunities for employees to participate in DEI training in by 6/30/24 13 5 (8) We are on track to achieve this objective by the due date.  In the coming year, employees will have the opportunity to participate in training related to implicit bias, microaggressions, healing racism, plus a new 4-part DEI certificate program.  To date, 67 employees have completed training sessions.
2.04.03 Meet each year’s community member participation in DEI academies, trainings, and events (FY22-23 goal 1623, actual 1549, FY23-24 goal 1600, actual TBD) 1,623 1,549 (74) Throughout the 2022-23 fiscal year, over 1,500 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: Summer 2023
2.05.01 Meet each semester’s underrepresented* students enrollment goal (F23 goal XX, actual TBD; W24 goal XX, actual XX; S24 goal XX, actual TBD) TBD TBD TBD We are currently identifying baseline and target metrics for this objective; please look for updates next quarter.  Our enrollment representatives are collaborating with the Boys & Girls Club and other organizations to build 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
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Obj # Measurable Objective Target Metric Current Metric Variance Quarterly Report Progress Notes: Summer 2023
2.06.01 Close achievement gaps for underrepresented* students: Increase fall-to-fall retention to 55% (started at Black 27.7%, Hispanic 42.1%, Pell 45.2%, 1G 40.8%) 55.00% 38.95% -16.05% National student success organizations identified fall-to-fall retention as a top indicator for overall academic success.  The Achieving the Dream Team provides ongoing monitoring reports to faculty, who develop strategies to improve classroom success and retention.  In addition, Completion Coaches provide one-on-one support to students.  Learn more at www.muskegoncc.edu/student-success/college-completion-coaches.
2.06.02 INSTITUTIONAL KPI: Close achievement gaps for underrepresented* students:  Increase pass rate to 73% (started at Black 33.6%, Hispanic 57.8%, Pell 60.3%, 1G 59.6%) 73% 52.83% -20.18% MCC’s Achieving the Dream Team is working with ATD coaches to improve academic success.  Achieving the Dream was founded to close achievement gaps and accelerate student success by guiding community college on implementing innovative, 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% (started at Black 2.5%, Hispanic 11.1%, Pell 14.9%, 1G 13.5%) 28% 10.28% -17.73% 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
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Obj # Measurable Objective Target Metric Current Metric Variance Quarterly Report Progress Notes: Summer 2023
3.07.01 Increase fall-to-fall retention rates from 49.2% to 55% 55.00% 29.20% -25.80% MCC’s Achieving the Dream Team is focused on improving retention, which is a leading indicator for academic success.  The team includes the Provost, Dean of Student Services, Chief Diversity Officer, and others.  Meet our Provost, Dr. Kelley Conrad, at www.muskegoncc.edu/contact/kelley-conrad.
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% 67.60% -5.40% Our 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 19.3% in Fall 2021 to 28% in Fall 2025 28.00% 19.30% -8.70% 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
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Obj # Measurable Objective Target Metric Current Metric Variance Quarterly Report Progress Notes: Summer 2023
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
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Obj # Measurable Objective Target Metric Current Metric Variance Quarterly Report Progress Notes: Summer 2023
3.09.01 Increase the number of faculty members who earn the ACUE certificate in Effective College Instruction to 43 by 6/30/24 43 38 (5) We are on track to meet this objective by the due date.  So far, 38 faculty members demonstrated their commitment to student success and equity by completing coursework that equips them with the 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
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Obj # Measurable Objective Target Metric Current Metric Variance Quarterly Report Progress Notes: Summer 2023
3.10.01 Offer 10 or more events each academic year to assist students with the transfer process and/or exploring career pathways 10 12 2 Exceeded target!  Over the last academic year, we offered 12 events to support students as they explore transfer and career opportunities.  Event opportunities included Transfer Fairs, Transfer Tuesdays, and field trips to partner 4-year institutions.  Learn more about transfer services at www.muskegoncc.edu/transferservices.

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.

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 OfficerDr. Patti D’Avignon, Dean of Student Services, and Jon Meeuwenberg, College Success Center Faculty.

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.

Keep Informed

Please follow us on the MCC Facebook for community members and/or subscribe to our newsletter, MCC News Digest, to keep informed of our progress.

Tina Dee Tina Dee
Director of Strategic Initiatives
Room 2109H
(231) 777-0660