MCC Goals and Progress

2017-2022 Strategic Plan Key Performance Indicators

As of 3/31/2019 – 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 concludes on June 30, 2022.  Progress for each measurable objectives is updated quarterly and current as of 12/31/18.

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 Spring update notes DRAFT
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 on a system to gather this information so we can keep in touch with our 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 1.5 (4) The 2018-19 alumni relations plan will be updated to incorporate data imports, satisfaction surveys, and other two-way communications.  For more details, contact Rachel Steward, Alumni/Retiree Relations Manager.
1.01.04 Develop and implement 1 plan to update portal and improve ease and effectiveness of how students interact digitally with MCC by 12/31/19 1 0.6 (0.40) Implementation of the new portal system is about 60% complete.  The Office of Information Technology is conducting student focus groups to ensure it meets diverse student needs and is easily accessible for all.  For more information, contact Mike Alstrom, CIO.
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 This objective is 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) This project is 50% complete and on track to be completed on time.  The Dean of Student Success has completed the student success CRM manual for the Advise module.  The Registrar is completing the manual for Recruit, the enrollment module.  Completion of the Advise manual will improve outreach by the MCC Care Team to students who need support services.
1.01.09 Complete 1 renovation to Testing Center by December 31, 2018 to accommodate the requirements for certification by the National College Testing Association (NCTA) 1 1 0 This objective is 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) This project is scheduled for 2019-20. We expect this will be achieved on time.

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 Notes
1.02.01 INSTITUTIONAL KPI:  Keep tuition as the #1 lowest rate in Muskegon, Ottawa, Newaygo, and Kent Counties 1 1 0 MCC’s current in-district rate of $113.50 is the lowest tuition rates in these four counties.
1.02.02 Increase the number of all Pell-eligible students who complete their financial aid file to 69% by fall 2021 census date (up 5% from baseline of 64%) 69% 64% -5% Completing the Free Application for Federal Student Aid (FAFSA) form is the first and most important step to getting financial aid.  The state deadline to submit FAFSA forms was March 1, 2019 for the 2019-20 school year, but As long as your FAFSA is submitted by the federal deadline of June 30, students may be qualified to receive federal loans, grants and other financial aid (but not for state-funded aid programs).  Visit www.muskegoncc.edu/fafsa for more information.
1.02.03 Increase completion rate of the FAFSA to 69% by 2022 for eligible enrolled students (7% increase from 62%); setting incremental KPI for each year 69% 64% -5% We expect to meet this objective by providing a variety of services to help students complete financial aid forms.   The state deadline to submit FAFSA forms was March 1, 2019 for the 2019-20 school year, but As long as your FAFSA is submitted by the federal deadline of June 30, students may be qualified to receive federal loans, grants and other financial aid (but not for state-funded aid programs).  Visit www.muskegoncc.edu/fafsa for more information.
1.02.04 Implement 1 online scholarship application software by 6/30/19 1 0.25 (0.75) The Scholarship Software Selection Committee selected Scholarship Manager from NextGen Web Solutions, which will make it much easier for students to apply for scholarships.  An implementation team is working to make this software available in August/September 2019 before we start our high school visits in the fall.  Contact Jean Roberts for more information.
1.02.05 Develop 1 annual communication plan to promote awareness of scholarships and financial aid opportunities (one each year of implementation) 5 0 (5) In the development of the strategic plan, students and other constituents identified the need to increase awareness of financial aid opportunities as a top priority.  The Office of Community Outreach is working our ad agency and other departments to increase awareness on and off campus to increase applications for scholarships and other forms of financial aid.  We aim to get on track this year for the 2019-20 year; no plan submitted for 2017-18 or 2018-19.

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 Notes
1.03.01 INSTITUTIONAL KPI:  Meet each semester’s enrollment goals as outlined in the Strategic Enrollment and Management Plan (SEMP goals for 2018-19:  Fall18 4,303 (actual=4,129) Winter19 4,296 (actual=3,964) Summer19 1,834 (actual=1,625) 1,834 1,625 (209) There’s still time to register for summer classes, which begin on May 20.  We are already at 89% of goal as of 4/23/19.  While the Winter 19 headcount was down overall, full-time enrollment exceeded goal at 105.5%. Visit the Enrollment Services home page to get ready for next semester https://www.muskegoncc.edu/enrollment-services/.
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% 19.58% -3.92% We work with a variety of organizations in our 4-county service area, including the Boys and Girls Club, Covenant Academy, and the College Access Networks in Oceana and Ottawa Counties, all of which are working to increase enrollment for students of color.  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 0 (5) MCC English instructors Shauna Hayes and Theresa Kanoza are meeting with Muskegon Area Teachers of English (MATE) at local high schools to discuss successful matriculation strategies regarding placement testing and degree completion.  Next year’s curriculum summit/outreach efforts will focus on math.  No summit was held in 2017-18.
1.03.05 Increase number of inquiries gathered via Recruit (CRM software) by 2.5% each year over the 5 year strategic plan 8,694 5,265 (3,429) We tracked 4,124 prospective students for Fall 2018 and another 1,141 prospective students for the Winter 2019 semester.  We expect to make the annual goal after tracking inquiries for the summer semester.  For more details or to get started at MCC, contact Stephanie Briggs, Director of Admissions.
1.03.06 Increase number of high schools that attend Senior Visit Day to 20 schools over the 5 year strategic plan (up from 15 in 2016-17) 20 21 1 We have exceed this goal two years in a row!  21 high schools are will visit for Senior Visit Days in April-May 2019.  Last year’s goal of 16 exceeded with 19 schools participating.  During their visit, high school seniors meet with a counselor get information about the areas of study available via the six Guided Pathways; learn more at https://www.muskegoncc.edu/counseling-and-advising-center/career-pathways.
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) 180 150 (30) This year’s MCC Expo, tentatively scheduled for October 19, 2019 will feature information and displays related to Guided Pathways and Michigan’s Hot 50 Jobs.  This event is for all prospects, including high school students and returning adults.  150 people attended MCC Expo (fka Taste of Tomorrow) in October 2018.

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 Notes
1.04.01 INSTITUTIONAL KPI:  Maintain the success rate of students earning a credential or transitioning to a public university to meet or exceed the state average (25.2% as of 2019) 25.2% 27.1% 1.9% We are exceeding this goal with a transfer/graduation success rate of 27.1%!  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% -6.6% Because 66.62% of students attend MCC part-time so that they can attend to work and family, it can be difficult to earn a degree on time.  We are employing several scale-able strategies that will support student achievement, regardless of part- or full-time status.  In addition to implementing ideas from the Achieving the Dream (see www.achievingthedream.org), we are adding faculty development to improve teaching techniques and improving the Care Report system, which helps us address issues related to attendance, poor grades, and missing books.  In addition, we are exploring how to best add 7-week class options, which will help improve college adjustment and support school-life balance.  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 3/1/19; see 1.04.07) IN SUPPORT OF BOARD ENDS POLICY 5.01.4 TBD TBD TBD This objective is scheduled for 2019-2020.  Target metrics and details will be available in fall 2019.  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 We are exceeding this objective!  In 2018-19, students earned a total of 657 certificates, professional certificates, and associate degrees.  This year’s graduates will be celebrated at the 2019 Commencement Ceremony on May 8.  Our current three-year rolling average of awards for 2016-2019 is 613.  Contact Eduardo Bedoya for details about this data.
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 0 (1) A cross-functional team is working with the Deans to develop the best methods to collect and monitor student goal information.  We plan to measure goal attainment of all degree-seeking and non-degree-seeking students each semester.  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 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% -8.28% Orientation, Care Reports, and other student success initiatives are helping students get a successful start at MCC.  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% We are only very close to meeting our objective.  We are improving our tutoring, veteran, library, and disability services, plus enhancing the Guided Pathways and advising experience for students.  Contact Sally Birkam 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 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 0 (5) Representatives from GVSU, FSU, and WMU will serve on the new Career/Transfer Advisory Board to assist and advise on ways to improve the transfer process for MCC graduates.  The first meeting will be on May 17, 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 0 (1) VP for Academic Affairs, Kelley Conrad, is on track to complete this as scheduled.
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 30 25 (5) We have already exceeded this year’s goal with 30 events held this year to help students with the transfer process.  In addition to Transfer Fairs and Transfer Tuesdays events, students have the opportunity to visit local universities.  Transfer information is also shared in various classes, such as CSS 100.  Contact Career and Transfer Coordinator, Heidi Romero, for details.

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 Notes
2.06.01 Import 100% EMSI data into Raiser’s Edge IN SUPPORT OF BOARD ENDS POLICY 5.04 (FKA Provide 1 feasibility report to President’s Cabinet regarding using a data mining service) 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.  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 0.1 (4.90) All advisory committee members will be surveyed during this academic year.  The nursing advisory committee was surveyed in 2017-18.
2.06.03 Conduct 1 annual survey of all LBISC contacts to assess how well MCC is doing to prepare students IN SUPPORT OF BOARD ENDS POLICY 5.01.2, 5.01.03 5 1 (4) 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.  They are surveyed each May.  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 5 (10.0) We’ve met this objective each semester since the implementation of this plan.  Course analysis was provided for each semester in 2017-18 and for Fall 2018.  Process underway to add program analysis to reports in 2019, which will includes course enrollment and completion.
2.06.06 Develop and implement 1 operating procedure that identifies criteria and process for discontinuing academic programs and courses by 6/30/19 (Incorporated into Academic Master Plan/Planning Guidelines) 1 0 (1) This is on track for completion on time and in coordination with Academic Master Plan, a process driven by faculty involvement.
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 Notes
2.07.01 Share 1 report by 6/30/19  that outlines results of market analysis and feasibility study to determine if, when, and how health programs should be added (Incorporated into Academic Master Plan/Planning Guidelines) 1 0 (1) This is on track for completion on time and in coordination with Academic Master Plan, a process driven by faculty involvement.
2.07.02 Share 1 report by 6/30/19  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 0 (1) This is on track for completion on time and in coordination with Academic Master Plan, a process driven by faculty involvement.
2.07.03 Implement 1 new STEM program based on results of STEM report (Incorporated into Academic Master Plan/Planning Guidelines) 1 0 (1) This is on track for completion on time and in coordination with Academic Master Plan, a process driven by faculty involvement.
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 The cabinet was presented with an update that explained this would be included in the Academic Master Plan.

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 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 9/26/18 summit.  Updated research will be provided to the campus and community at the next Strategic Plan Summit on September 25, 2019.

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 Notes
2.09.01 INSTITUTIONAL KPI:  Earn 1 Reaffirmation of Accreditation by the Higher Learning Commission in 2020 1 0 (1) MCC is fully accredited and is on track for re-accreditation by the HLC in October 2020.  Visit https://www.muskegoncc.edu/academic-affairs/accreditation/ for details.
2.09.02 Earn re-accreditation for each of the 4 specialty programs 4 1 (3) We are on track for all these programs to earn re-accreditation.  Respiratory Therapy just completed re-accreditation with flying colors!  MCC’s top-rated Nursing program will earn re-accreditation in Fall 2019.  The Early Childhood Education and Medical Assistant programs are due in future years.
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% 28% -71.69% We are on track to have 40% complete by 6/30/19 and 100% complete by 6/30/2022.  Since 7/1/17, we completed reviews of 17 programs/disciplines including Electronics, Theater, and Philosophy.  There are 13 program reviews in process, including Dance, Life Science, and Nursing.  Contact Dr. Ed Breitenbach for details.
2.09.04 Improve pass rates of the 6 gateway courses that have a pass rate lower than the average of all MCC courses by 2% per year (78% as of 7/1/18) 6 0 (6) Supplemental instruction, free tutoring, Care reports, and other early inventions are improving academic progress.  We expect to be on track to achieve this objective when the latest results are available in August.  Contact JB Meeuwenberg 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 This objective is 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 Notes
2.10.01 Develop and promote 1 new Academic Master Plan by 6/30/19 1 0 (1) Faculty members and Academic Affairs expect to complete this project by July.  Contact Kelley Conrad, VP 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 Notes
3.11.01 Complete the 8 projects remaining from 2010 Facility Master Plan by 6/30/21 8 6 (2) Only two projects remain; the arts facility and wayfinding/signage improvements.  Check out our newest science, downtown, and health buildings the next time you’re on campus.  Visit https://www.muskegoncc.edu/administration/master-plan/mcc-master-plan-construction-update/ 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 Notes
3.12.01 Develop 1 signage standards and specification for main campus and distribute information to employees by August 31, 2019 1 0.1 (0.9) We are on track to achieve this objective by the due date.  The manual will be assembled after the main campus is renumbered, early summer 2019.
3.12.02 Completely re-number 100% of main campus buildings by 4/30/20 100% 50% -50% We are about half done with planning process and on track to complete the project by 6/30/19–10 months ahead of schedule!
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 this objective by the due date.  Contact Marty McDermott 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 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.  There is a team in place to assess training needs for the ADA advocate.
3.13.02 Continue to enhance compliance with all federal and state laws related to entries/doorways by ensuring 100% of door hardware is ADA compliant 100% 20% -80% This project is scheduled for 2021-22. We are on track to achieve this objective on schedule.  About 20% of our door hardware is compliant.
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 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 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 1 (4) 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 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 4 0 (4) We are on meeting this objective as scheduled.  Survey results will be shared in July 2019.  Meeting student and employee technology needs is a top priority.  Contact our OIT to learn more about our guidelines and improvement plans.
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).
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 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% 99.63% 0.63% Only 4 of 1080 incidents breached service level agreement since July 1, 2018.
3.15.07 Maintain or exceed an average rating of 4.75 out of 5 for customer technology incident resolution and request fulfillment 4.75 4.78 0.03 4039 surveys submitted, 568 responses.

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 Notes
3.16.01 Commission, conduct, and promote 1 new Facility Master Plan by 12/31/2021 to assess future facility needs in Muskegon, Ottawa, and Newaygo Counties 1 0 (1) This project is scheduled for 2020-21. We still start this process in late 2019.

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 Notes
4.17.01 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 (5) The Office of Community Outreach is working with the President’s Cabinet to develop a statement that differentiates MCC from other higher educational opportunities and other key messages that will help guide our communication efforts.  No key messages developed for 2017-18.
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 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.
4.17.03 Provide 100% of employees with the training needed to deliver desired experience by 12/31/20 100% 0% -100% 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.  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 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) The Office of Community Outreach is evaluating how to best complete a community ascertainment survey so we can determine MCC’s Top of Mind Awareness rate and gather perceptions data to see if any messaging needs adjustment.  Results of the 2010 survey is at www.muskegoncc.edu/2010plan.  They survey due in 2018 was postponed to 2019.
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% -5.0% We plan to conduct research every three years to assess perceptions about and awareness of MCC; due in 2018 and 2021.  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) The Office of Community Outreach is working with our agency of record, Grey Matter Group, to provide a landing pages for prospective students that will provide a more user-friendly experience.  We also plan to create similar general/introduction pages to the other main sections of our website.  We hope to complete this task in 2019.
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 6893 6825 (68) Ensuring our marketing efforts are effective in attracting prospective students is important.  Last year’s marketing efforts lead to 6,825 completed applications by prospective students.  We hope to have at least a 1% increase this FY.
4.18.06 Collaborate with Cabinet about topics for MCC’s magazine, Reflections, and publish and distribute at least 2 issues per year 10 1 (9) 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.
4.18.07 Increase circulation of Reflections by increasing the number of constituents in Raiser’s Edge database with valid mailing addresses to 27,000 (up 20% from 22,574 as of 7/1/17) 27,000 1,400 (25,600) MCC’s constituent database, Raiser’s Edge, now has 22,795 valid addresses.  The Fall 2018 issue was mailed to 1,400 addresses.  The printing budget will be restored in 2019-20 so we can resume sending the college magazine, Reflections, to all MCC contacts.  Contact Tina Dee to get added to our mailing list.
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 18 (30) We are on track with achieving this objective.  There is a complete editorial schedule that focuses on an institutional goal each month.  Contact Tina Dee for details.
4.18.09 Increase number of click rate of BBNC messages by 10% annually to support awareness and website conversion rates (up from 1% from 2015-2016 emails) IN SUPPORT OF BOARD ENDS POLICY 5.03 1.10% 1.59% 0.49% We monitor the relevance of our email content by reviewing how many hyperlinks were clicked in each email.  The average click rate of messages sent 2018-19 is 1.585%.  For more details, contact Tina Dee.

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 Notes
4.19.01 Increase number of companies served with training services by LBISC (Lakeshore Business & Industrial Service Center) by 10% each year (from baseline of 11) IN SUPPORT OF BOARD ENDS POLICY 5.03.02 21 27 6 LBISC efforts are exceeding goals!  We have already met the goal for the year and are consistently exploring ways to help businesses meet their specialized training needs.  For more information, contact Cyndi Langlois.
4.19.02 Develop 1 annual plan related to annexation requests and opportunities IN SUPPORT OF BOARD ENDS POLICY 5.03.04 5 2 (3) 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 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 1 (3) We are on track to get this completed in July 2019.
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 4,404 2,304 We are on track to exceed this objective even further once the recommended protocol to add a primary email to the 7,000+ records with this field missing.

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 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 5.05.01 450 361 (89) As of 4/24/19, there are 361 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 $77,096 ($22,904) The Foundation for MCC hopes to meet this goal by end of fiscal year on June 30.  In addition, FMCC received a $126,444.70 in bequests, which was added to the FMCC Endowment Fund.  Secure online donations can be made 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 $2,206,618 ($2,793,382) We are at 44% of our $5 million goal.  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 15 (6) There are 15 members on the FMCC Board of Directors, nine 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 6/30/19 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 and will soon apply for the BBB Wise Giving Alliance Seal.  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 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 9/30/19 100% 0% -100% We are aiming to identify ALL alumni to promote Jayhawk Pride!  A display with the names of all graduates is planned.  There are currently 727 graduates in our database.  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 6/30/19 100% 0% -100% We are starting this project with catching up on the data entry for graduates in 2017-2018.  There are currently 390 contacts in the Raiser’s Edge database who graduated since 2000.  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 13 (12) 13 MCC Alumni Association member provided updates to be published in 2018-19 so far; 17 alumni updates in 2017-18.  MCC alumni are invited to share their milestones and updates by contacting Rachel Stewart, Alumni Relations Manager.
4.21.05 Increase alumni and retiree attendance at Founder’s Day to 25 and 13 (respectively) by 2021 38 16 (22) Everyone is welcome to attend the Founders Day celebration!  See www.muskegoncc.edu/founders for details on this year’s event in September 2019.

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 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 23.60% 22.00% -1.6% To increase our pools by 1.6%, in addition to specialized advertising based on the roles available, we are working to identify graduate programs at institutions with a large number of students of color to partner or source our faculty positions.  The specific tactics depend on the position/area of expertise needed.  This will be measured again at the end of the fiscal year, in July 2019.
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% 43% -12% MCC wants every student to feel welcome, so offer welcoming events for incoming students, 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.  Customer service training and name badges for employees can also help create a more welcoming environment.  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% DEI efforts include the annual Unity Breakfast, the “And Justice for All” series, and discussions related to the book “Bandwidth Recovery: Helping Students Reclaim Cognitive Resources Lost to Poverty, Racism, and Social Marginalization”.  We expect to achieve objective before the plan is completed 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% 69% -6% Percentage is terrific based on national data, however with updates to policies and offering of more equitable benefits we are creating more consistency between the employee groups and hopefully an atmosphere where all employees feel valued and respected for their contributions.  Results of the most recent “Great Colleges to Work for” survey will be available in late spring.  We expect to achieve objective before the plan is completed in 2022.  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% 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 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 0.5 (4.5) We achieved this goal in FY2017-18; audit results were presented at the November Board Meeting.  We are on track to achieve objective in 2018-19.
5.23.02 Submit 1 balanced budget annually to the Board of Trustees IN SUPPORT OF BOARD ENDS POLICY 5.02.01 5 1 (4) A proposed FY 2019-20 will be presented to the Board of Trustees at in May.  The balanced fiscal year 2018-2019 budget was presented to and approved by the Board of Trustees at the May 16, 2018 Board Meeting.
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% 0% Achieved in 2018-19!  100% of departments have set at least one Key Performance Indicator for the current fiscal year.  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 8 (32) 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 12/31/20 1 0 (1) Eduardo Bedoya, Director of Institutional Research, is working with the campus tech users group, MCCDIRT, to complete this manual in order to ensure data accuracy and usefulness.
5.23.08 Implement 1 new data analysis system with dashboard reporting function by 6/30/21 1 0 (1) This project is scheduled for 2019-20.  Additional updates will be available during that time period.  For more details, contact Eduardo Bedoya, Director of Institutional Research.
5.23.09 Propose 1 cost-reduction plan to Cabinet each FY 5 2 (3) We are on track to achieve this objective each year of implementation.  Finance Director, Ken Long, discussed cost-reduction plans for the 2019-20 budget at an April 219 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 Notes
5.24.01 Complete facility vulnerability assessment of 100% of MCC locations by August 20, 2018 100% 100% 0% A completing assessment of all areas and locations was conducted last year and we are in the process of improving signage, lighting, and cameras to further enhance campus safety.  Contact Marty McDermott for details.
5.24.02 Install security cameras in all stairwells on main campus 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 0.0 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 Notes
5.25.01 Open 1 new health and wellness center by January 2019 1 1 0.0 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 wellbeing needs assessment by 6/30/19 1 0 (1) The Human Resources Department is on track to complete assessment by due date.
5.25.03 Offer 1 or more employee wellbeing programs each FY 1 3 2 We are exceeding this objective!  70 employees are participating in the Jaywalkers 6-week walking challenge.  Employees can also participate in an on-site WW program (formerly “Weight Watchers”), financial wellness programming, and physical fitness classes at the new Health and Wellness Center.
5.25.04 Complete 1 student wellbeing needs assessment by 8/1/18 1 1 0.0 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 wellbeing programs by 8/1/19 1 2 1 Complete!  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