MCC Goals and Progress

2017-2022 Strategic Plan Key Performance Indicators

As of 9/30/2019 – 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 progress made over the past year by reading the 2017-18 Annual Report.

The current Strategic Plan, which is 45% complete, concludes on June 30, 2022.  Progress for each measurable objectives is updated quarterly and current as of September 30, 2019.

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. (10)
View progress on measurable objectives for goal #1

Objective # Measurable Objective Final target Current Variance Fall 2019 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% We are exceeding our goal!  The most recent survey conducted by Ruffalo Noel Levitz measured our student satisfaction rate at 68%, 4% better than the average national rate.  In addition to the many free services provided to support academic success, MCC students can take advantage of the new Health and Wellness Center and the Jayhawk Hub, a one-stop location that provides students with a wide range of life resources.  New signage and room renumbering will be completed this summer and we expect these improvements will also improve student satisfaction.
1.01.02 Develop and implement 1 procedure to gather alternate and permanent mailing and email contact information during graduation audit process by 6/30/20 IN SUPPORT OF BOARD ENDS POLICY 5.04 1 0 (1) This project is scheduled for 2019-20.  Our registrar is working with our Office of Information Technology to update the graduation audit process so that future contact information is gathered, which will allow us to keep in touch with new alumni.
1.01.03 Implement 1 alumni communications and data management plan annually to ensure lifelong engagement and gather relevant data starting 6/30/18 IN SUPPORT OF BOARD ENDS POLICY 5.04 5 2 (3) Plans for the first two years of implementation were submitted.  The 2019-20 alumni relations plan will be updated with more details about how we will ensure that all graduates are included in our database and satisfaction survey schedule.  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 0.99 (0.01) Almost complete!  The new MyMCC portal system went live in July 2019.  The Office of Information Technology conducted student focus groups to ensure it meets diverse student needs and is easily accessible for all.  For more information, contact Mike Alstrom, CIO, or check out the video at https://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 outlines processes, standards, and procedures related to Enrollment and Student Success CRMs by 6/30/20 2 1.1 (0.9) The Dean of Student Success has completed the student success CRM manual for the Advise module.  Completion of the Advise manual will improve outreach by the MCC Care Team to students who need support services.  The Director of Admissions has about 10% of the manual complete for the enrollment module, Recruit.
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, 2019 (dependent on when certification visits are available) 1 0 (1) We expect this will be achieved on time.  NCTA is updating application process and we expect to be able to apply in November.  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.

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


Objective # Measurable Objective Final target Current Variance Fall 2019 Progress Notes
1.02.01 INSTITUTIONAL KPI:  Keep tuition as the #1 lowest rate in Muskegon, Ottawa, Newaygo, and Kent Counties 1 2 1 At just $117 per credit hour, Muskegon Community College offers the lowest tuition rate in Muskegon, Ottawa, and Newaygo Counties; the second lowest rate in these four counties.  For details about how we set tuition rates, contact Ken Long, Director of Finance.
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% 61.9% -4% LAST REPORT:  We are seeing incremental improvements each year so far and expect to achieve the 2021 goal.  Completing the Free Application for Federal Student Aid (FAFSA) form is the first and most important step to getting financial aid–and required if you wish to participate in the debt-forgiveness program (see www.muskegoncc.edu/debtforgiveness for details).  Plan to attend a free FAFSA Friday event to get help with your application.  Visit www.muskegoncc.edu/fafsa for more information.
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 69.0% 70.8% 2% Objective achieved two years ahead of schedule!  All students are encouraged to complete FAFSA forms each year–the first and most important step in securing financial aid of any type.  The state deadline to submit FAFSA forms for the 2020-21 academic year is March 1, 2020.  Visit www.muskegoncc.edu/fafsa for more information.
1.02.04 Implement 1 online scholarship application software by 6/30/19 1 0.90 (0.10) The new Scholarship Manager software greatly streamlines the entire scholarship process from application to award and is scheduled to be ready for applications in January.  It allows 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.  Contact Jean Roberts for details.
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) Campus and community members provided input about how to best increase community awareness at the September 2019 Community Summit.  Their input will augment the 2019-20 promotion plan developed by the Community Outreach department.  The plan includes:  “meet with Enrollment Services (Financial Aid) and the Foundation for MCC (FMCC)”, “develop Financial Aid and Scholarship promotional materials”, and implement “using posters, website, social media, brochures, and MCC TV.  Feedback can be directed to Trynette Harps, Dean of Outreach.

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


Objective # Measurable Objective Final target Current Variance Fall 2019 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=TBD) Winter20 168 new (actual=TBD) Summer20 129 new (actual=TBD) 1,124 1,125 1 Fall enrollment goal exceeded!  Our Enrollment Services team visits high schools and connects with other organizations to ensure that all prospective students see a clear pathway to higher education.  Our debt forgiveness program is helping lapsed students return.  Contact Stephanie Briggs for details.
1.03.02 Increase enrollment of students of color to same level as Muskegon County population (23.5% as of 2017) IN SUPPORT OF BOARD ENDS POLICY 5.03.3 23.5% 19.6% -3.9% Enrollment Services participated in the Hispanic Family night at Lakeshore Middle School in Grand Haven.  In addition, we have ongoing outreach efforts with Muskegon Heights and MHS and in key areas of eastern Michigan.  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 2 (3) We are on track to complete these outreach activities 2018-2022.   Through the MATE program (Muskegon Area Teachers of English), instructors Shauna Hayes and Theresa Kanoza are conferring with colleagues at Orchard View and Fremont high schools this fall.  Last year, they collaborated with English teachers at Reeths Puffer and Mona Shores.   As an established point of contact at the college level, MCC is a key resource for area high school teachers as they guide students on their path to higher education.  Contact Theresa Kanoza or Kelley Conrad for details.
1.03.05 Increase number of inquiries gathered via Recruit (CRM software) by 2.5% each year over the 5 year strategic plan 10,460 4,124 (6,336) We are on track to achieve the 2019-20 goal of 10,460.  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) 21 0 (21) High schools from Muskegon, Ottawa, and Newaygo Counties will be invited to join us for Senior Visit Days in April-May 2020.  Last year’s goal of 20 was exceeded by 1 and the 2017-18 goal of 16 exceeded with 19 schools participating.  During their visit, high school seniors complete testing, counseling, orientation and register for classes.
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 We exceeded this year’s goal by 39%!  Exactly 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.  In addition, 125 people explored our the new facilities on our main campus. 150 people attended MCC Expo (fka Taste of Tomorrow) in October 2018.  Contact Trynette Harps for details.

4. Continue to improve student learning as evidenced by pass rates, persistence and retention, GPA, and attainment. (7)
View progress on measurable objectives for goal #4


Objective # Measurable Objective Final target Current Variance Fall 2019 Progress Notes
1.04.01 INSTITUTIONAL KPI:  Maintain success rate of first-time MCC students earning a credential or transitioning to a university at/above state average IN SUPPORT OF BOARD ENDS POLICY 5.01(25.2% in 2019, 2-yr lagging) 25.2% 27.1% 2% Our student support activities are helping exceed this objective with a transfer/graduation success rate of 27.1%!  Transfer Coordinator, Heidi Romero, coordinates a variety of activities to help students with the transfer process.  All students benefit from our Student Planning software and helpful counseling.  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) 16.50% 9.9% -7% Our new mentoring program for students of color was launched this fall, providing additional support to help more students to attain their educational goals.  Offering 7-week classes is another initiative that will help close the achievement gap, while supporting the success of all students who struggle to balance life, work, and school.  Starting fall 2020, students can opt for 7-week classes and complete an entire degree with this more flexible schedule option.  For more information, contact Dean of Student Success, Sally Birkam.
1.04.05 Increase rate at which students meet their personal goal from ___% to ___% (to be defined in June 2020; 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.  The first dataset will be analyzed in spring 2020 and will be used to determine the target metric for this objective.  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.  See objective 1.04.08 for more information.
1.04.06 Meet or exceed 3-year rolling average of degrees and certificates earned each year (2015-17 average was 588) IN SUPPORT OF BOARD ENDS POLICY 5.01 588 613 25 In 2018-19, students earned 657 certificates, professional certificates, and associate degrees.  Our current three-year rolling average of awards for 2016-2019 is 613.  Initiatives that support student success include providing mentors to all students with a disability and developing a “Holistic Student Support Intake” form that will identify what support is needed for each individual student.  Contact Sally Birkam with questions.
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!  We will measure goal attainment of all degree-seeking and non-degree-seeking students annually in March.  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.  For more details, contact Jean Roberts or Sally Birkam.
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) 30% 21.72% -8% Student Planning software, in conjunction with counseling support, has a positive impact on student success.  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) 65.12% 62.43% -2.69% Free tutoring, counseling, and other support services help students succeed so they can return to MCC to complete their degrees.  The new Jayhawk Hub connects  students with resources that address food scarcity, housing insecurity, financial hardships, and other challenges that can affect academic success.  Contact Sally Birkam, Dean of Student Success, for more information.

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


Objective # Measurable Objective Final target Current Variance Fall 2019 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 Board that meets at least once annually throughout 5-year implementation period 5 1 (4) LAST REPORT:  Representatives from GVUS, FSU, and WMU are serving on the new Career/Transfer Advisory Board, which will assist and advise on ways to improve the transfer process for MCC graduates.  The first meeting was in May 2019.  Contact Career and Transfer Coordinator, Heidi Romero, for details.
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 4 (16) We are on track to exceed this year’s goal!  4 Events were offered in September and 6 were scheduled for October and November, including a visit to FSU for engineering students on November 8.  Last year’s goal was exceeded with 25 events held this year to help students with the transfer process.  Visit www.muskegoncc.edu/transferservices to learn more about transfer services and see upcoming events.

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. (5)
View progress on measurable objectives for goal #6

Objective # Measurable Objective Final target Current Variance Fall 2019 Progress Notes
2.06.01 Import 100% of alumni data from EMSI into Raiser’s Edge by 3/31/20 100% 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 1 annual survey of all advisory council members to assess how well MCC is doing to prepare students IN SUPPORT OF BOARD ENDS POLICY 5.01.2, 5.01.03 5 2 (3) We are on track to complete this each year of implementation.  194 Advisory Committee members were 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 1 annual survey of current LBISC customers to assess how well MCC is preparing students IN SUPPORT OF BOARD ENDS POLICY 5.01.2, 5.01.03 5 2 (3) Achieving objective – Results from the 2018 and 2019 surveys indicate the majority of Lakeshore Business and Industrial Service Center’s contacts believe that MCC adequately prepares students to meet the unique educational, cultural, and societal needs in the community.  LBISC provides customized training, apprenticeships, and other services for local businesses and industries.  Contact Cyndi Langlois for details.
2.06.05 Assist Department Chairs with course and program analysis by providing 1 departmental enrollment and completion report each semester 15 7 (8) We’ve met this objective each semester since the implementation of this plan.  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.
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

Objective # Measurable Objective Final target Current Variance Fall 2019 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

Objective # Measurable Objective Final target Current Variance Fall 2019 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.

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

Objective # Measurable Objective Final target Current Variance Fall 2019 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.  There are five teams working on assurance arguments and preparing for next year’s accreditation visit.  You can review all the criterion on which MCC will be evaluated at https://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 4 0 The four programs that require specialty accreditation include our top-rated Nursing program, which is undergoing reaccreditation by ACEN in October, Respiratory Therapy, which completed CoARC reaccreditation with flying colors in 2018, the newer Medical Assistant program, which is due for reaccreditation by CAAHEP in 2022, and the Early Childhood Education reaccreditation by NAEYC will be due in 2024.  Contact Dr. Ed Breitenbach, Dean of Instruction and Assessment, for details.
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% 40% -60% We are on track 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 Anthropology, French, Automotive, Machining, and Respiratory Therapy.  There are 12 program reviews in process, including Nursing and Criminal Justice.  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 (8 of 9 gateway courses had 2017-18 pass rates under the average pass rate of all courses, 78% as of 7/1/18) 8 7 (1) Supplemental instruction, free tutoring, Care Reports, and other early inventions are improving academic progress.  Of the 9 gateway courses, 8 had pass-rates under the overall average pass-rate of 78% (as of 7/1/18) and 7 of those met or exceeded the objective.  The pass rate of all gateway courses had a 1.7% increase.  6 of 9 gateway courses had pass-rates under the overall average pass-rate of 78%; 6 will be the 2019-20 goal.  Contact JB Meeuwenberg in the College Success Center for details.
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


Objective # Measurable Objective Final target Current Variance Fall 2019 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 process began with a survey to all part- and full-time faculty about:  what we do well, academic values, and hopes for the futures.  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

Objective # Measurable Objective Final target Current Variance Fall 2019 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

Objective # Measurable Objective Final target Current Variance Fall 2019 Progress Notes
3.12.01 Develop 1 signage standards and specification for main campus and distribute information to employees by October 31, 2019 1 0.95 (0.05) We are on track to achieve this objective by the due date.  You can see our new signage standards in action with all the new signs on the main campus.  Contact Jeff Hedges, or 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 fall 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. 3)
View progress on measurable objectives for goal #13

Objective # Measurable Objective Final target Current Variance Fall 2019 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 knob hardware with lever handles to increase ease of use 100% 20% -80% Level handles are easier to use for those with arthritis or other types of physical impairments.   We plan to replace all existing door knob hardware with door levers in 2021-22.
3.13.04 Increase compliance with Section 508 of the Workforce Investment Act of 1998 by installing software on 10% of the student lab computers that will allow for large links, buttons, and controls by January 31, 2020 (834 lab computers) 83 2 (81) This project is scheduled for 2021-22.  Increasing access for all students is important.  We are on schedule to complete this objective before the due date.

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

Objective # Measurable Objective Final target Current Variance Fall 2019 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!  See our current sustainability report 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


Objective # Measurable Objective Final target Current Variance Fall 2019 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 July 2019) 4 0 (4) The Office of Information Technology was focused on providing services for two new building projects and implementing a new portal system this year.  The Tech Council is defining the schedule for what month the survey will be administered each year, so we expect to get this back on track in 2019-20.  Contact Mike Alstrom for details.
3.15.02 Develop and implement 1 technology plan to align technology projects with institutional strategic plan priorities, goals, and objectives by 6/30/2018 (including hardware, software, and training needs) 1 1 0 Complete!  The IT component of the Strategic Plan takes into account over 30 inputs such as the EDUCAUSE Core Data Survey, the New Media Consortium’s Horizon Report, MCCA’s Pathways, the Achieving the Dream ICAT, Institutional Strategic Plan SWOT analysis, focus groups, and interviews.
3.15.03 Implement 1 system monitoring and communication/response plans for the nine high priority technology services by 12/31/2019, report results each year in OIT annual report 3 0 (3) OIT is on track to achieve this objective by the first due date (and then each year after).  Monitors indicating low drive space thresholds exceeded were prioritized and completed.  Additional monitor development in progress.  Contact Mike Alstrom with questions.
3.15.05 Develop 1 set of guidelines for the prioritization, management, and execution of technology projects and initiatives by 6/30/2018 1 1 0 Complete!  Meeting student and employee technology needs is a top priority.  Contact our OIT to learn more about our guidelines and improvement plans.
3.15.06 Maintain technology incident response times within service level agreement at 99% or better 99.00% 99.14% 0.14% MCC’s information technology services are provided by Ellucian.  Service Level Agreement for incidents is as follows: Priority 1 = 30 minutes; Priority 2 = 60 minutes; Priority 3 = 4 hours; Priority 4 = 8 hours.  For more information, contact Mike Alstrom, CIO.
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 4.77 0.02 MCC’s information technology services are provided by Ellucian.  Service Level Agreement for incidents is as follows: Priority 1 = 30 minutes; Priority 2 = 60 minutes; Priority 3 = 4 hours; Priority 4 = 8 hours.  For more information, contact Mike Alstrom, CIO.

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


Objective # Measurable Objective Final target Current Variance Fall 2019 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 0.1 (0.9) We are on track to complete this ahead of schedule.  The Board of Trustees approved seeking bids for facility assessment services at the October 2019 board meeting.  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

Objective # Measurable Objective Final target Current Variance Fall 2019 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 5 0.25 (4.75) The Strategic Plan Implementation Advisory Team/President’s Cabinet is developing a statement that differentiates MCC from other higher educational opportunities and other key messages that will help guide our communication efforts.  A draft of some key messages were included on page 20 of the 2018-19 annual report.  We hope to get this objective on track on 2019-20.
4.17.02 Establish 1 brand management matrix that outlines desired experience for all points of contact by 12/31/19 1 0 (1) A cross-functional team will work together in 2019-20 to identify the desired experience of our various student types, which will then be used to guide training as needed to ensure we can deliver that experience.  Contact Trynette Harps for details.
4.17.03 Provide 100% of employees with the training needed to deliver desired experience by 12/31/20 100% TBD TBD This project is scheduled for 2019-20. Our HR department and Student Services will use the “brand experience matrix” created by the Office of Community Outreach to 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 2019-20.  No audit completed in 2018.

18. Continue to improve marketing and communication efforts to increase enrollment while increasing awareness of mission, programs, and services (9)
View progress on measurable objectives for goal #18

Objective # Measurable Objective Final target Current Variance Fall 2019 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 0 (2) Our next Community Ascertainment Survey will be conducted in late 2019.  We aim to conduct research every three years to gather awareness and perceptions data to determine if any messaging needs adjustment.  Results of the 2010 survey is at www.muskegoncc.edu/2010plan.  Contact Trynette Harps for more details.
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% 33% -5% Our next Community Ascertainment Survey will be conducted in late 2019.  We aim to conduct research every three years to assess perceptions about and awareness of MCC.  Results of our last survey, completed in 2010, are available at www.muskegoncc.edu/2010plan.
4.18.03 Establish website landing pages for at least the 5 main menu categories on website by 8/31/19 5 0 (5) (Pending review)
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 6,958 0 (6,958) We expect to achieve this objective again in 2019-20; results will be reported in July 2020.  The FY2018-19 goal of 6,825 completed applications was exceeded with 6,889.   This year, we aim to have 6958 completed applications at https://muskegoncc.elluciancrmrecruit.com/admissions/pages/welcome.aspx.
4.18.06 Collaborate with Cabinet about topics for each issue of MCC’s magazine, Reflections (publish and distribute at least 2 issues per year) 10 3 (7) Reflections, MCC’s college magazine, is produced to share key information with all MCC constituents.  In addition to alumni updates, it includes stories related to all institutional goals and other information relevant to all sectors of our community.  To ensure relevant and key information is included, all members of the President’s Cabinet is encouraged to suggest story 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 1,595 1,650 55 2018-19 circulation of Reflections, MCC’s biannual magazine, increased by nearly 18% since 2017.  We’re working to ensure that all Key Constituents who wish to receive it, get a copy of Reflections mailed to them.  The next issue will be mailed in December.   Reflections is available by mail or online; you can update your preferences at alumnirelations@muskegoncc.edu.  (17-18 goal 1,540, actual 1,400, 18-19 goal 1,595, actual 1,650, 19-20 goal 1,754, 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) We collaborated with the Office of Community Outreach and achieved 100% in FY2018-19!  Our editorial schedule focuses on an institutional goal each month and shares relevant information with the campus and community each month.  This fall, we will showcase goal #3 (Improve collaborations and outreach), goal #21 (Increase pride and involvement among alumni and retirees), and goal #25 (Establish student and employee wellness programs).  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


Objective # Measurable Objective Final target Current Variance Fall 2019 Progress Notes
4.19.01 Increase number LBISC (Lakeshore Business & Industrial Service Center) company meetings by 10% each year (154 meetings in FY18-19) IN SUPPORT OF BOARD ENDS POLICY 5.03.02 169 68 (101) We are on track to achieve this FY objective.  MCC consulted with over 20 companies to develop close to $500,000 in training plans and apprenticeships programs for Going Pro Talent Funds. Award are scheduled to be announced in December.  The team is working on New Jobs Training Grants and several Incumbent Worker grants with companies.  Additionally, the team is planning to hold several talent pipeline tours with K-12 partners to get students interested in careers in STEM.
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 6/30/20 and promote the number and partners each year starting 6/30/20 3 0 (3) This project is scheduled for 2019-20.  Progress will be shared during that time period.  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) 2,100 4,644 2544 Complete!  We have exceeded this objective and are keeping touch with MCC constituents who can opt out of our communications at any time.

20. Promote philanthropic support of students, scholarships, programs, and endowments(6)
View progress on measurable objectives for goal #20

Objective # Measurable Objective Final target Current Variance Fall 2019 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 5.05.01 450 249 (201) As of 10/2/19, there are 249 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!
4.20.02 Meet annual fund campaign goals each FY of the 5 implementation years (18-19 goal is $100k, 17-18 goal was $300k) IN SUPPORT OF BOARD ENDS POLICY 5.05.01 $100,000 $60,956 ($39,044) We are on track to meet this FY goal.  The majority of first quarter contributions were allocated to equipment/facility improvements, student life, scholarships, and endowment funds.  Employees are supporting the new Employee Endowment Fund, which will help fund a variety of employee-driven projects.  Tax-deductible gifts of any amount are appreciated and can be applied to the fund of your choice at www.muskegoncc.edu/donate.
4.20.03 Secure a total of $5 million to support defined capital projects by 6/30/2022 IN SUPPORT OF BOARD ENDS POLICY 5.05.01 $5,000,000 $3,392,806 ($1,607,194) We are at 67.8% of our $5 million goal and expect to meet the goal by the 6/30/22 due date.  Over 90% of funds raised were for the Downtown Center.  The FMCC board is now focused on raising funds for the Arts and Humanities building project.  For more information, contact Amy Swope.
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) Renee Johnson,  Michael Verstraete, and Brennen Gorman joined the FMCC board in October.  There are now 17 members on the FMCC Board of Directors, eleven volunteers 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 1 0 (1) The FMCC meets all 20 BBB Charity Standards related to governance, effectiveness policy and reporting, disclosures, finances/keeping expenses at 35% or less, and fundraising materials.  We are awaiting results for of our application for the BBB Wise Giving Alliance Seal.  Contact Amy Swope or visit www.give.org to learn more.

21. Increase pride and involvement among alumni and retirees. (4)
View progress on measurable objectives for goal #21

Objective # Measurable Objective Final target Current Variance Fall 2019 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 12/31/19 100% 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 727 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 12/31/19 100% 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 390 alumni contacts who graduated since 2000 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 0 (25) We are gathering alumni updates for our 2019-20 issues of Reflections.  Last year, 19 Alumni Association members provided updates about additional degrees, new jobs, and other milestones for publication in 2018-19 issues of Reflections.  17 alumni provided updates  in 2017-18.  MCC alumni are invited to update their contact information and share news by visiting https://www.muskegoncc.edu/alumni-relations/stay-connected/.
4.21.05 Increase alumni and retiree attendance at Founder’s Day to 25 and 13 (respectively) by 2021 38 6 (32) 4 alumni and 2 retirees purchased tickets for the 2019 Founder’s Day event.  13 Alumni and 3 retirees purchased tickets in 2018.  Each year, MCC celebrates its 1926 founding with a community celebration that’s open to everyone.  Contact Amy Swope or visit www.muskegoncc.edu/founders for details.

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 (5)
View progress on measurable objectives for goal #22

Objective # Measurable Objective Final target Current Variance Fall 2019 Progress Notes
5.22.01 Increase diversity of applicant pool for faculty positions to reflect population of Muskegon County (23.6% people of color in 2017) IN SUPPORT OF BOARD ENDS POLICY 5.03.3 23.6% 17.8% -5.8% There were two faculty searches in FY18-19, which resulted in 17.8% candidates of color in our pools, with another 4.4% of the candidates undeclared.  To help with future searches we are working on the MCC employment brand and have hired an HR Employment Manager who has begun to increase our social media presence with improvements to our recruitment pages, more communications on LinkedIn and Facebook.
5.22.02 Increase students feeling of being welcomed to campus to national average (which is 55% in 2017, up from baseline of 43%) 55.0% 43.0% -12.0% MCC wants every student to feel welcome, so offer welcoming events for incoming students (Jayhawk Frenzy), Veteran Services, and a variety of campus life programs.  In addition, the new Jayhawk Hub and Health and Wellness Center are meeting a variety of student needs.  Orientation and professional development for employees also helps us provide a more welcoming environment.  Data is collected by CCSSE and will be collected again in 2020.  We expect to achieve objective as scheduled in 2022.
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% -15.0% Diversity, equity, and inclusion (DEI) efforts at MCC include the annual Unity Breakfast, the “And Justice for All” series, discussions related to the book “Bandwidth Recovery”, sessions during orientation and faculty seminar days regarding inclusion and equity. This is all supported by our updated MCC mission and vision.  Data is collected by CCSSE and will be collected again in 2020.  Learn more about our DEI efforts at www.muskegoncc.edu/dei. We expect to achieve objective as scheduled in 2022.
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.  Policy updates 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; 115 employees participated.  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% 87% Of employees participating in the 2019 “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.  HR assembling a team that will implement an employee pride campaign; contact Kristine Anderson for details.
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. (8)
View progress on measurable objectives for goal #23

Objective # Measurable Objective Final target Current Variance Fall 2019 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 1 (4) The final accounting for the 2018-19 budget will be finalized in fall 2019 with the final audit report made to the Board of Trustees in November 2019.  This objective was achieved in FY2017-18.  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 2 (3) We are on track to achieve this objective each of the five years of the plan.  The Board of Trustees approved a balanced FY budget in May 2019 and May 2018.  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 4/30/18 100.0% 72% -28% Departments are finalizing 2019-20 Key Performance Indicators.  100% established KPIs in FY2018-19 and 29 were met or exceeded.  For more information, contact Tina Dee, Director of Strategic Initiatives.
5.23.05 Department KPI list is reviewed with Cabinet and shared with campus each quarter (4 times per year) 40 9 (31) The cabinet has 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.  Applying a UIC (unique identification code) to every student record in the current systems is making a substantial positive impact on this progress.
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.  Finance Director, Ken Long, discussed travel and other cost-reduction plans for the 2019-20 budget at an April 2019 President’s Cabinet meeting.

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


Objective # Measurable Objective Final target Current Variance Fall 2019 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 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 This project is scheduled for 2019-20.  The target metric and progress will be shared during that time period.  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.  Contact Mike Alstrom for details.

25. Establish student and employee wellness programs. (5)
View progress on measurable objectives for goal #25


Objective # Measurable Objective Final target Current Variance Fall 2019 Progress Notes
5.25.01 Open 1 new health and wellness center by January 2019 1 1 0 Complete!  The new Health and Wellness Center is open, providing access to state-of-the-art fitness equipment and indoor track.  Call (231) 777-0495 or visit https://www.muskegoncc.edu/health-and-wellness-center/ to learn about the variety of courses available to students and community members.
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.  One idea that will be implemented based on survey input is the creation of a portal page for adjuncts so that they are more connected to campus information and activities.  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 5 4 Employees had the opportunity to participate in many well-being activities in the first quarter including the Jayhawk 5k, cornhole tournament, and wellness prize drawings completing annual wellness appointments (physical, vision, and dental appointments, etc.) or participation in exercise or well-being events.   We continue to offer on-site WW (formerly “Weight Watchers”) and free fitness classes at the new Health and Wellness Center.
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 We offer students a variety of programs and services at the Health and Wellness Center, Jayhawk Hub, and other student services activities.  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