MCC Goals and Progress

2017-2022 Strategic Plan Key Performance Indicators

As of 6/30/20 – updated quarterly

 

 

2017-2022 Strategic Plan Priorities and Goals

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 priorities and goals of our plan are below.  Each goal has 1 or more measurable objectives; the number of objectives is indicated by the number in parentheses after each goal.  You can see our progress in achieving these objectives by clicking on the link after each goal. Seven of these strategic plan objectives were selected as Key Performance Indicators, which are illustrated above.  You can also review our annual progress by reading our annual community reports.  The current Strategic Plan, which is 60% complete, concludes on June 30, 2022.  Progress for each measurable objectives is updated quarterly and current as of June 30, 2020.  

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. (13)
View progress on measurable objectives for goal #1

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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% Our current focus is assisting students as they adjust to a remote-learning.  The most recent survey conducted by Ruffalo Noel Levitz measured our student satisfaction rate at 68%, 4% better than the average national rate.  The next survey will be in spring 2021.  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 12/31/20 IN SUPPORT OF BOARD ENDS POLICY 5.04 1 0.9 (0.1) Registrar Aaron Richman is gathering non-MCC email addresses and mailing addresses from students to ensure we have valid contact information for students after they graduates.  The contact information is imported into the database used by Alumni Relations, which allows 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 2 (2) The annual alumni relations 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.  For more details, contact Rachel Stewart, Alumni/Retiree Relations Manager.
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, watch the video 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 1.5 (0.50) One manual is complete and we expect to complete the second one by the end of the year. The Dean of Student Success has completed the Advise manual (the retention module of our CRM), which outlines methods to improve outreach by the MCC Care Team to students who need support services.  The Director of Admissions has about 50% of the manual complete for Recruit, the enrollment module.
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 Earn 1 Certified Center status for the Testing Center from the National College Testing Association (NCTA) by December 31, 2020 (dependent on when certification visits are available) 1 0.25 (0.75) 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.
1.01.11 Complete 3 steps related to improving student policies to ensure they support student success (define, assess, organize) 3 0 (3) Last fall, all students, staff, and faculty were invited to complete an online survey so that we could determine if any policies are inadvertently creating obstacles to academic success.  As we moved to remote-learning/working, we began to review these policies again to ensure we are providing the flexibility needed to support students.  We plan to organize the policies to make them more user-friendly and then plan to solicit input again so that we can determine if any policies or procedures need to be altered to support student success.
1.01.12 Implement procedure to standardize student update communications 1 1 0 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.  Contact Sally Birkam to learn more.
1.01.13 Implement requirement that Blackboard is used for all classes starting Fall 2020 1 1 0 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.

2. Increase awareness of and improve systems related to financial aid, scholarships, and other funding sources. (5)
View progress on measurable objectives for goal #2

Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
1.02.01 INSTITUTIONAL KPI:  Keep tuition rate as the #1 lowest rate in Muskegon, Ottawa, Newaygo, and Kent Counties 1 2 (1) Muskegon Community College offers the lowest tuition rate in Muskegon, Ottawa, and Newaygo Counties.  Contact Ken Long, Director of Finance, or 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% 70% 3.7% We are exceeding this goal!  As of the Fall 2019 census date, 70% of Pell-eligible students completed their financial aid file.  Completing the Free Application for Federal Student Aid (FAFSA) form is the first and most important step to getting financial aid.  This data is updated annually each September.  Learn more at www.muskegoncc.edu/fafsa.
1.02.03 Increase completion rate of the FAFSA to 69% by 2021-22 for eligible enrolled students (7% increase from 62%, setting incremental KPI for each year) 69% 69% 0.0% We are meeting this goal ahead of time!  69% of eligible enrolled students completed the 2020-21 Free Application for Federal Student Aid (FAFSA) form.  Submitting a completed application is the first and most important step to getting financial aid.  This data is updated annually each September.  Learn more at www.muskegoncc.edu/fafsa.
1.02.04 Implement 1 online scholarship application software by 6/30/19 1 1.00 0.00 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 communication plan to promote awareness of scholarships and financial aid opportunities (one each year of implementation) 5 1 (4) 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 under-represented groups.

3. Improve collaborations and outreach with K-12 partners and prospective students to provide clear pathways to higher education opportunities. (6)
View progress on measurable objectives for goal #3

Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
1.03.01 INSTITUTIONAL KPI:  Meet each semester’s enrollment goals as outlined in the Strategic Enrollment and Management Plan (2019-20 SEMP goals:  Fall19 1124 new students (actual=1125) Winter20 168 new (actual=212) Summer20 129 new (actual=117) 1421 1454 33 2019-20 goal exceeded!  While on-site operations are suspended, enrollment representatives are actively working with students online and by phone to assist them with registering for fall classes, which begin Monday, August 24.  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 (24.6% as of 2019) IN SUPPORT OF BOARD ENDS POLICY 5.03.3 24.6% 20.14% -4.46% Working online and by phone, Enrollment Services continues to connect area schools and organizations including Muskegon HS, Muskegon Heights HS, and Covenant Academy.  Unfortunately, the Career Pathways: Colors of Success conference scheduled for last March was cancelled due to the pandemic.  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) 5 3 (2) We are on track to complete these outreach activities 2018-2022.  Through MATE (Muskegon Area Teachers of English), instructors Shauna Hayes and Theresa Kanoza conferred with colleagues at Orchard View and Fremont high schools throughout most of 2019-20, focusing on in-class composition invention methods and introducing prospective college students to the Hendrik Meijer Library.   In 2018-19, they collaborated with English teachers at Reeths Puffer and Mona Shores.
1.03.05 Increase number of inquiries gathered via Recruit (CRM software) by 2.5% each year over the 5 year strategic plan 10460 9898 (562) Despite all the challenges related to the pandemic, we still came pretty close to the original goal.  Our 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 20 0 Despite the pandemic-related challenges, we met our goal of 20 high schools participating in this year’s Senior Virtual Visit Days.  Enrollment representatives will assist with student orientation, placement testing, academic counseling, and registration for fall classes.  Of the 471 students who participated, 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%!  Approximately 250 people attended the MCC Expo on October 19, 2019 in our new Health and Wellness Center.  Colton Daoust of Whitehall won the 2-year scholarship that is awarded each year at this event.  Prospective students of all ages explored various career pathways.  150 people attended MCC Expo (fka Taste of Tomorrow) in October 2018.  We are currently exploring the feasibility of presenting this event online in Fall 2020.

4. Continue to improve student learning as evidenced by pass rates, persistence and retention, GPA, and attainment. (8)
View progress on measurable objectives for goal #4

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 22.3% 21.8% -0.5% 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.   For more information about our student success strategies, contact Sally Birkam, Dean of Student 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) 19.31% 8.91% -10.40% Working with Achieving the Dream and other student success organizations, Our Student Success Strategy Team continues 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.
1.04.05 Increase rate at which students meet their personal goal from ___% to ___% (to be defined by 11/30/20; see 1.04.07) IN SUPPORT OF BOARD ENDS POLICY 5.01.4 TBD TBD TBD In August 2019, we implemented a new procedure to gather each student’s educational goal.  We plan to evaluate goal attainment by program code, which identifies whether the student’s goal (vocational degree/certificate, plans to transfer, improve job skills, etc.)  Our ATD goal to bring Career Pathways to scale by the end of the year will support these efforts.  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.
1.04.06 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 Working with Achieving the Dream and other student success organizations, Our Student Success Strategy Team continues 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.
1.04.07 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.  Contact Sally Birkam for details.
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 5.01.4 30% 25.76% -4.24% Over the past several months, faculty members completed additional training to improve the success of online learning.  In addition, 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.  Contact Sally Birkam, Dean of Student Success, for more information.
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 5.01.4 65.12% 65.00% -0.12% We are providing free tutoring, counseling, and other support services online so that we can continue to help students succeed during the pandemic.  Learn more about our student success efforts at www.muskegoncc.edu/student-success.
1.04.14 Disability Support Services (DSS) assigns an academic mentor to at least 10 students who requested a DSS mentor each academic year (starting fall 2020, up from 9 in fall 2019) 10 9 (1) This project is scheduled for 2020-21.  MCC is committed to providing equal and integrated access for individuals with disabilities.  Disability Support Services provides assistance to all qualified students with documented disabilities, whether they are physical, psychological or educational.  Learn more about our services at www.muskegoncc.edu/disability-support-services.

5. Strengthen collaborations with higher education partners to increase the percentage of students who transfer to and succeed at four-year institutions. (4)
View progress on measurable objectives for goal #5

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 (years 2-5 of implementation = target of 4) 4 2 (2) We are on track with meeting this objective.  The Career/Transfer Advisory Committee met online in June.  There was representation from WMU, Ferris, and GVSU.  Most of the discussion was related to COVID-19 and what the events might look like this fall.  Learn more about what we’re doing to support successful transfers at www.muskegoncc.edu/transferservices.
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 Kelley Conrad, Vice President for Academic Affairs, for more information.
1.05.06 Offer 20 or more events each year to assist students with the transfer process (Transfer Fairs, Transfer Tuesdays, Transfer Field Trips to partner 4-year institutions) IN SUPPORT OF BOARD ENDS POLICY 5.01.01 20 22 2 Despite the pandemic-related challenges, we exceeded the goal of 20 events and offered students a variety of opportunities to learn more about their transfer options and get personalize support with the transfer process.  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. (10)
View progress on measurable objectives for goal #6

Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
2.06.01 Import 100% of alumni data from EMSI into Raiser’s Edge by 9/30/20 (EMSI, a labor market analytics firm, provided data in 2017) 100% 80% -20% We love to be in touch with our alumni!  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 Rachel Stewart for details.
2.06.02 Conduct 2 biennial surveys of advisory council members to assess how well MCC is doing to prepare students (2019 and 2021) IN SUPPORT OF BOARD ENDS POLICY 5.01.2, 5.01.03 2 1 (1) Our next survey will be conducted in 2021.  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 3 biennial surveys of current LBISC customers to assess how well MCC is preparing students IN SUPPORT OF BOARD ENDS POLICY 5.01.2, 5.01.03 3 2 (1) Results from our most recent survey in 2019 indicate the majority of Lakeshore Business and Industrial Service Center training customers 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.  LBISC 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 15 8 (7) 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 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% 90%* 10%* More than half of our classes are hybrid or completely online this fall.  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.  *Estimated; Final results will be published later this quarter.

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. (4)
View progress on measurable objectives for goal #7

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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. (1)
View progress on measurable objectives for goal #8

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 5 2 (3) We are on track to provide this needs analysis every year of the implementation period.  Dr. Ed Breitenbach shared research findings at the Community Summit held on September 25, 2019.  Updated research will be provided to the campus and community at the next Strategic Plan Community Summit in 2020, which will be held online.

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(5)
View progress on measurable objectives for goal #9

Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
2.09.01 INSTITUTIONAL KPI:  Maintain full accreditation by the Higher Learning Commission (HLC) 1 1 0 MCC is fully accredited and is on track for reaccreditation by the HLC in October 2020.  Five teams assisted with assurance arguments and preparing for this fall’s accreditation visit.  You can review all the criterion on which MCC will be evaluated at www.hlcommission.org/Policies/criteria-and-core-components.html.
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 just completed a successful reaccreditation visit by ACEN in October, Respiratory Therapy, which completed CoARC reaccreditation in 2018, and the newer Medical Assistant program, which is due for reaccreditation by CAAHEP in 2022.  We will reapply to NAEYC for reaccreditation of our Early Childhood Education program in 2020-21.
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% 38% -62% We plan to have 100% of programs reviewed by 2022.  The reviews assess such topics as transferability and enrollment trends.  25 programs/disciplines were reviewed during the first two years of implementation including Marketing, Anthropology, French, Automotive, Machining, and Respiratory Therapy.  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 6 5 (1) Pass-rates of gateway courses are improving!  Our 9 “gateway” courses, which includes English, math, and science, provide a foundation for degree attainment and academic success.  Pass-rates of gateway course was 73.9% in 2019-20, which is up from 71.5% in 2018-19.  The overall pass-rates of MCC courses was 78.2% in 2018-19 and 79.2% in 2019-20.  6 of 9 gateway courses had pass-rates under the overall average pass-rate of 78% in 2018-19, so 6 is our target in 2019-20 and five of these had a pass-rate increase of 2% or more.
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. (1)
View progress on measurable objectives for goal #10

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 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. (1)
View progress on measurable objectives for goal #11

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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.

12. Improve room numbering system and establish wayfinding consistency at all locations(3)
View progress on measurable objectives for goal #12

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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% 10% -90% This project is scheduled for 2020-21.  We are on track to achieve to assess all facility signage needs at our facilities in Muskegon, Ottawa, and Newaygo Counties by the due date.  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. (4)
View progress on measurable objectives for goal #13

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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.
3.13.02 Update all remaining door hardware with lever handles to increase ease of use 100% 20% -80% Lever handles are easier to use for those with arthritis or other types of physical impairments.   We plan to replace all existing door hardware with door levers in 2021-22.
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.
3.13.05 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/.

14. Demonstrate environmental stewardship by implementing a comprehensive institutional sustainability plan(1)
View progress on measurable objectives for goal #14

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 5 2 (3) We are blue, gold, and green–and on track to achieve this objective each year of implementation!  Learn more about our efforts at www.muskegoncc.edu/sustainability-committee.

15. Provide high quality technology wherever and however programs and services are offered to students, employees, and community members(6)
View progress on measurable objectives for goal #15

Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
3.15.01 Each year, measure: 1) satisfaction with technology among students and employees, and 2) hardware, software, and training needs of employees, share results and follow up plan with Cabinet each July (starting in 2021) 4 0 (4) This project is delayed due to pandemic-related work disruptions; look for an update next quarter
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 3 0 (3) This project is delayed due to pandemic-related work disruptions; look for an update next quarter
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% 99.19% 0.19% 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 4.75 0.00 MCC’s information technology services are provided by Ellucian.  Learn more about IT services available to students at www.muskegoncc.edu/information-technology/.

16. Commission a new Facility Master Plan by 2020 to assess future facility needs in Muskegon, Ottawa, and Newaygo Counties(1)
View progress on measurable objectives for goal #16

Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
3.16.01 Commission, conduct, and promote 1 new Facility Needs Assessment by 12/31/2021 to assess future facility needs in Muskegon, Ottawa, and Newaygo Counties (fka “Facility Master Plan”) 1 0.15 (.85) While this project was scheduled to start early, it was postponed due to the suspension of on-site operations.  However, we still expect to complete this project on time.  Contact Dr. John Selmon, Provost, 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 (4)
View progress on measurable objectives for goal #17

Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
4.17.01 Define/review 1 unique selling proposition and key message with Cabinet, update as needed, and share with campus by 3/1 of each year 2 0.5 (1.5) We are developing a statement that differentiates MCC from other higher educational opportunities and other key messages to help guide communication efforts.  A draft of some key messages is included on page 20 of the 2018-19 annual report.  We expect to have this back on track in 2020-21.  Contact Tina Dee for details.
4.17.02 Establish 1 brand management matrix that outlines desired experience for primary points of contact by 11/30/20 1 0 (1) This project is delayed due to pandemic-related work disruptions, but we expect to get back on track in 2020-21.  In conjunction with our process to update MCC values, we plan to get student input on the type of experience they wish to have as they interact with faculty and staff and through our facilities, technology, and other primary points of contact.
4.17.03 Provide 100% of employees with the training needed to deliver desired experience by 3/31/21 100% TBD TBD This project is delayed due to pandemic-related work disruptions, but we expect to get back on track in 2020-21.  Meeting student needs is the foundation of our training and development efforts.  A cross-functional team will use survey data to develop training plans that will help ensure we can deliver the desired experience through each touchpoint; website, phone, portal, campus visit, etc.
4.17.04 Conduct 1 communications audit each July to evaluate how well most-frequently used communications are on-message and reflect unique selling proposition and key messages 4 0 (4) The Office of Community Outreach is exploring how to best proceed in the evaluation of marketing efforts to ensure communications are consistent and on-message and hopes to address this in 2020.

18. Continue to improve marketing and communication efforts to increase enrollment while increasing awareness of mission, programs, and services (7)
View progress on measurable objectives for goal #18

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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.
4.18.02 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% 52% 14% 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?”
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 6958 5735 1223 The emergence of the coronavirus and its immediate impact on in-person recruitment efforts as well as the sudden uncertainty of prospective students’ educational plans affected the number of completed applications to MCC during the fourth quarter. As a result, we reached only 82% of the FY2019-20 target. Strategies to get more prospective students completing the admission application included use of social media posts and advertising in social media, radio, print, TV, and outdoor.
4.18.06 Collaborate with Cabinet about topics for each issue of MCC’s magazine, Reflections, published each January and July 10 3 (7) Reflections, MCC’s college magazine, is produced to share key information with all MCC constituents.  The July 2020 issue is cancelled due to shifting efforts to help students during the pandemic.  To ensure relevant and key information is included, all members of the President’s Cabinet collaborate on content ideas.
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 1863 1531 (332) The most recent issue of Reflections, MCC’s biannual magazine, was mailed to 1,531 addresses in January 2020; the previous issue was mailed to 1,650.  In addition, copies are available at our main campus and other MCC locations.  We working to incrementally increase circulation to keep more Key Constituents engaged with all aspects of MCC.  (17-18 goal=1540-actual 1400, 18-19 goal=1694-actual 1650, 19-20 goal=1863, actual 1531, 20-21 goal=2050, actual TBD)
4.18.08 Maintain topic schedule and collaborate with Community Outreach to pitch 1 story per month to media outlet related to a strategic plan initiative 48 24 (24) Our editorial schedule focuses on an institutional goal each month and shares relevant information with the campus and community each month.  Upcoming goals in focus include goal #23 (establish key performance indicators for all departments), #16 (commission a new facility master plan), #7 (offer new courses to meet community needs), and #9 (promote continuous improvement).  Contact Tina Dee for details.

19. Cultivate strategic partnerships with business, industry, and other key organizations to meet needs and support student success. (6)
View progress on measurable objectives for goal #19


Obj # Measurable Objective Target Current Variance FY2019-20 Progress Notes
4.19.01 Increase number LBISC (Lakeshore Business & Industrial Service Center) company meetings by 10% each year (FY19-20=169, FY18-19=154) IN SUPPORT OF BOARD ENDS POLICY 5.03.02 169 124 (45) Throughout the pandemic, we continued phone and online communications with local employers to continue discussions about how we can meet workforce development needs.  While we developed over $500,000 in Going Pro Training Plans, the State suspended Going Pro funding due to the coronavirus pandemic.  Despite these challenges, we cultivated relationships with 19 new companies this year.   For more information, 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 5 3 (2) We are on track to achieve this objective; 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 2 (2) We are on track to meet this objective each year.  14 key constituencies were identified and categorized in our Raiser’s Edge database.  The categories includes contacts such as: Alumni (verified), 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.
4.19.05 Develop procedure to centralize articulation agreements by 3/31/21 and promote the number and partners each year starting 3/31/21 2 0 (2) We are on track to complete this by the first due date.  Contact Vice President for Academic Affairs, Kelley Conrad, for 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) 2100 4644 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(6)
View progress on measurable objectives for goal #20

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 5.05.01 450 311 (139) As of 6/30/20, there are 311 donors in our database who made a cash gift during the current or last fiscal year totaling $10 or more.  Donations of any size are appreciated and help support student success!  Contact Ken Long for more information.
4.20.02 Meet annual fund campaign goals each FY of the 5 implementation years (20-21 goal $150k, actual TBD; 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 $100,000 $141,684 $41,684 Thanks to the generosity of donors, we exceeded the 2019-20 annual fund campaign goal.  The 2020-21 annual campaign goal is $150,000.  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 $3,455,274 ($44,726) We are very close to meeting our updated campaign goal and expect to complete this campaign by the end of the calendar year.  Help us get there by making a secure online donation today at www.muskegoncc.edu/donate.  For more information, contact Ken Long, Vice President for Finance and Chief Advancement Officer.
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 17 (4) The FMCC Board of Directors consists of eleven voting members and  six employees.  More community members are needed to play an active role in raising funds for scholarships and other key projects!  If you’re interested in supporting our students, complete the 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. (4)
View progress on measurable objectives for goal #21

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 7/31/20 100% 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 718 alumni records with year of graduation verified in our database; Institutional Research estimates there are 22,664 graduates.  Contact Rachel Stewart 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 7/31/20 100% TBD TBD 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 383 alumni contacts who graduated since 2007 in our database.  Contact Rachel Stewart for details.
4.21.04 Increase number of alumni who submit updates for Reflections each year to 25 by 6/30/20 (avg. # published 2011-2016 is 19) 25 29 4 FY2019-20 goal exceeded!  29 Alumni Association members provided updates about additional degrees, new jobs, and other milestones for publication in Winter 2019-20 issue of Reflections, MCC’s magazine that’s mailed to alumni and other key constituents.  19 updates were provided in 2019-20, 17 in 2017-18.  MCC alumni are encouraged to update their contact information and share news.
4.21.05 Present at least 1 retiree appreciation activity each year (2020-21 and 2020-22) 2 0 (2) 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.

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.  (7)
View progress on measurable objectives for goal #22

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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% 28.3% 4.8% 28.3% of faculty position applicants identified as people of color in 2019-20, a substantial increase from 2018-19 when 17.8% of candidates identified as people of color (plus another 4.4% of candidates undeclared).  HR recently updated recruitment materials to better showcase the diversity of our leadership and board.
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% 43% -12% We expect to achieve objective as scheduled in 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.  We distributed nearly $640,200 in CARES funds to 1,386 students (www.muskegoncc.edu/news-and-events/mcc-begins-distribution-of-cares-act-funds-to-students/)
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 expect to achieve objective as scheduled in 2022 and continue to evaluate and improve our diversity, equity, and inclusion (DEI) efforts.  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% We expect to achieve objective before the plan is completed in 2022.  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.  Results of the 2019 “Great Colleges to Work for” survey are 70% positive.  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.”  We expect to achieve objective before the plan is completed in 2022.
5.22.06 Update and distribute APS Guidebook, which outlines policies for administrative, professional, and support staff 1.0 0.5 -0.5 This project is nearly complete.
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. (10)
View progress on measurable objectives for goal #23

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 3 (2) Achieving this objective!  The budgets for 2016-17, 2017-18, and 2018-19 were 100% balanced.  Results for 2019-20 will be available in the November 2020.  Contact Ken Long, Director of Finance with questions.
5.23.02 Submit 1 balanced budget annually to the Board of Trustees IN SUPPORT OF BOARD ENDS POLICY 5.02.01 5 3 (2) We are on track to achieve this objective each of the five years of the plan.  A balanced 2020-21 budget was approved by Board of Trustees agenda June 2020.  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% All 39 departments established KPIs in FY2019-20 and at least 33 were met or exceeded!  Highlights include:  new student recruitment, transfer events, Senior Visit Day participation, and the opening of the new Ottawa Center location in Grand Haven Township.  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) 40 22 (18) 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.
5.23.07 Implement 1 data integrity procedure manual and train employees on protocols by 6/30/22 (with incremental steps developed throughout the process) 1 0.2 (0.8) Eduardo Bedoya, Director of Institutional Research, is collaborating with other departments and institutions to identify best practices to ensure data accuracy and usefulness.  The current focus is protocols to protect historical data and applying a UIC (unique identification code) to every student record in the current system.
5.23.08 Implement 1 new data analysis system with dashboard reporting function by 6/30/22 (with incremental steps developed throughout the process) 1 0.1 (0.9) We are on track to achieve this objective on time.  The Office of Institutional Research has made great progress in this area by creating standardization protocols and other guidelines that will ensure data integrity.  For more details, contact Eduardo Bedoya, Director of Institutional Research.
5.23.09 Propose 1 cost-reduction plan to Cabinet each FY IN SUPPORT OF BOARD ENDS POLICY 5.02.01, 5.02.02 5 2 (3) We are on track to achieve this objective each year of implementation.  Budget reductions will be realized in 2020-21 by updating our printer/copy machines.  This year’s budget was improved by reducing travel expenses.  For more details, Ken Long, Vice President for Finance and Chief Advancement Officer.
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 3 1 (2) 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.

24. Continue to monitor and enhance safety and security at all MCC locations and online environments. (3)
View progress on measurable objectives for goal #24

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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.
5.24.02 Install (#TBD) additional security cameras in key areas on the main campus, as identified by the 2018 facility security assessment report, by 6/30/22 TBD TBD TBD We are seeking quotes for additional security cameras in stairwells of the main campus.  The target metric will be defined upon review of proposals.  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. (5)
View progress on measurable objectives for goal #25

Obj # Measurable Objective Target Current Variance FY2019-20 Progress 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 8 7 We are supporting employees with a variety of mental health and other online well-being options during the coronavirus pandemic.  Recent opportunities include HealthWest Mental Health webinars, Managing Stress Toolkit from CIGNA, and TIAA retirement planning.  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 1 2 1 Our current well-being efforts are focused on supporting students during the coronavirus crisis, connecting with mental health services, food banks, tutoring, and other resources as needed to support their academic progress and overall well-being.  We will resume offering students a variety of programs and services at the Health and Wellness Center and Jayhawk Hub once on-campus activities resume.  Contact Marty McDermott for details.

How are we doing?

Community feedback helps ensure our goals and objectives are meeting student and community needs.  Please share your input by taking this online survey:  https://www.surveymonkey.com/r/strategicplanfeedback

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