Strategic Initiatives
Office of Strategic Initiatives
The Office of Strategic Initiatives manages strategic planning and implementation activities and other strategic initiatives. This includes coordinating attainment of institutional goals, completing related research projects, producing reports, and keeping stakeholders informed and engaged. Strategic planning and implementation efforts are guided by the MCC Integrated Planning Charter.
Glossary of MCC Terms Used in Strategic Planning Materials
Belonging: The positive output of doing our diversity, inclusion and equity work well. It’s the emotional connection we have when we truly believe, feel and trust that we can be and bring our whole selves to work, resulting in increased engagement and stronger connectivity to our teams and to the broader organization. Also see underrepresented.
DEI Training: For the purposes of MCC’s 2022-2026 strategic plan, DEI training refers to Implicit Bias, Inclusive Workforce, Microaggression, and other training facilitated by MCC’s Office of Diversity, Equity, and Inclusion. Review the brochure available at [link to new DEI page] for details.
Diversity: The differences that make each of us unique. This includes individuals from all racial and ethnic identities, ages, nationalities, social and economic status, sexual orientation, gender identity/expression, religious, political, and ideological perspectives, and physical and mental abilities.
Equity: Seeks to ensure fair treatment, equality of opportunity, and fairness in access to information and resources for all. We believe this is only possible in an environment built on respect and dignity. We aim to meet each student’s unique needs so that all students have an equal opportunity to success.
First-Generation Student: MCC defines a first-generation student as one whose parent(s) did not complete an associate degree. (Many four-year institutions use the definition cited in the Higher Education Act of 1965, so check with the institution if transferring.)
Inclusion: Builds a culture of belonging by actively inviting the contribution and participation of all people. Also see underrepresented.
Institutional Key Performance Indicator (KPI): The quantifiable metric used to illustrate the general success of each of the three strategic plan priorities; access, equity, and excellence. These three metrics are measured and reported each quarter to provide a dashboard for strategic plan progress. (In addition, each department establishes an annual KPI in support of a specific strategic plan goal.)
Student Access Funds: For the purposes of MCC’s 2022-2026 strategic plan, Student Access Funds refers to Foundation for MCC [link to new FMCC page] funds that provide donor-funded support direct to students via scholarships, financial awards for books and other required classroom supplies, grants for transportation and other resources from the Jayhawk Hub, and other types of financial support that directly benefits students and improves access to higher education.
Underrepresented: For the purposes of MCC’s 2022-2026 strategic plan, underrepresented students includes students who are first-generation, Pell-eligible, Black/African-American, or Hispanic. Strategic plan objectives related to underrepresented students help improve belonging and inclusion.
Please contact our office to learn more about strategic planning at MCC:
Our Mission Statement:
Muskegon Community College, dedicated to equity and excellence, prepares students, builds communities, and improves lives.
Our Vision:
An educated, inclusive community
Our Guiding Values:
Learning
Integrity
Excellence
Collaboration
Kindness
Muskegon Community College is guided by our mission, vision, and values. All three of these statements should work together in harmony, without overlaps or gaps.
- Our mission statement defines our purpose; our current mission statement was adopted in January 2017.
- Our vision statement describes our aspirations and explains our desired end-state and what we hope to accomplish; our current vision statement was endorsed by the Board of Trustees in August 2019.
- Our guiding values describes our behaviors and the manner in which we support our mission and achieve our vision; our current values were endorsed by the Board of Trustees in January 2021.
The MCC Integrated Planning Steering Committee manages the process of reviewing and updating our mission, vision, and values. They are reviewed every five years in conjunction with our strategic planning process.
ASPIRING: 2023-24 Annual Progress Report
Review our progress towards meeting our 10 goals and 23 measurable objectives and provide your input! Your suggestions help assure MCC continues to meet evolving student and community needs. Please share your thoughts on our 2024-2025 focus areas and other aspects of the strategic plan at www.surveymonkey.com/r/MCCAspiring by 12/09/24.
The MCC 2022-2026 Strategic Plan: Aspiring to Be the Best
The strategic plan priorities and goals were developed with the input of 46 organizations and over 2,000 students, employees, and community members participating in planning committees, forums, surveys, and focus groups. The 2022-2026 Strategic Plan: Aspiring to Be the Best was launched in early 2022 and concludes on June 30, 2026. Progress reports are published here each quarter (see report links below).
Strategic Plan Priorities and Goals
ACCESS goals
1. Raise awareness of MCC
2. Meet enrollment goals while expanding opportunities for underrepresented populations
3. Expand community engagement
EQUITY goals
4. Create an inclusive culture of understanding and respect towards diversity
5. Increase student and employee diversity
6. Enhance each student’s experience
EXCELLENCE goals
7. Improve outcomes for all students
8. Improve institutional effectiveness
9. Provide exceptional environments for effective teaching and learning
10. Increase transfer and career success of graduates
Reports: Review progress made on our measurable objectives
- Fall 2024 Quarterly Progress Report
- 2023-2024 Annual Progress Report
- Summer 2024 Quarterly Progress Report
- Spring 2024 Quarterly Progress Report
Do these goals meet student and community needs? How would you measure success? Please provide your input at www.surveymonkey.com/r/MCCgoals.
*For the purposes of MCC’s 2022-2026 strategic plan, underrepresented students includes students who are first-generation, Pell-eligible, Black/African-American, or Hispanic. Strategic plan objectives related to underrepresented students help improve belonging and inclusion.
MCC Integrated Planning Steering Committee
- Dr. John Selmon, President (Chair)
- Tina Dee, Director of Strategic Initiatives (Assistant Chair)
- Kristine Anderson, Chief Human Resources Officer
- Dr. Ed Breitenbach, Dean of Assessment and Instruction
- Nicholas Budimir, Faculty Association representative
- Ruben Cortez, Custodial/Maintenance Unit Association representative
- Dr. Patti D’Avignon, Dean of Student Services
- Beth Dick, Chief Financial Officer
- Ken James, Chief Diversity Officer
- Chris Nowak, Educational Support Staff Association representative
- Susan Samaniego, Chief Advancement Officer
- Kristin Tank, Chief Marketing & Communications Officer
- Dr. Steven Wilson, Chief Information Officer (Ellucian)
Integrated Planning Consultant: Dr. Nicholas Santilli, Senior Director for Learning Strategy, The Society for College and University Planning (SCUP)
Achieving the Dream Team
MCC is proud to be an Achieving the Dream Leader College. Our Achieving the Dream (ATD) Team is a vital partner in attaining the College’s strategic plan goals. The ATD Team works to: improve the student experience; increase persistence, retention, and completion rates; make data accessible, understandable and usable; reduce equity and achievement gaps; and remove barriers to access and success. The team is led by Dr. Patti D’Avignon, Dean of Student Services, and Jon Meeuwenberg, College Success Center Faculty [link each leader name to their page in new employee directory]. Team members include: Chief Diversity Officer (Ken James), Chief Human Resources Officer (Kristine Anderson), Director of Student Success (Dr. Steve Sanocki – Interim), Institutional Research/Data (Erin Strauts), Faculty (Irene Church, Evin Rodkey, Megan Lockard), Counselor (Lisa Ribbe), Workforce Development (Stephanie Briggs), Communications (Jon Mills), Student Success Staff Member (Emily Merten), and Student Representative (TBD).
Goal Team Leaders:
- Access Goal Team Leads: Stephanie Briggs, Associate Dean of Workforce & Talent Development; Sarah Luker, Director of Admissions; and Kristin Tank, Chief Marketing & Communications Officer [link each leader name to their page in new employee directory]
- Equity Goal Team Leads: Ken James, Chief Diversity Officer; Jason Cooper, Director of Compliance & Title IX Coordinator; and Dr. Vanthony McMullan, Director of DEI [link each leader name to their page in new employee directory]
- Excellence Goals: Dr. Ed Breitenbach, Dean of Assessment and Instruction; Dr. Patti D’Avignon, Dean of Student Services; and George Sharp, Counseling Department Chair [link each leader name to their page in new employee directory]
How the Strategic Plan was Developed
Throughout 2021, Muskegon Community College engaged campus and community members in a process to develop the Muskegon Community College 2022-2026 strategic plan. Under the direction of the MCC Integrated Planning Steering Committee, 150 students, community stakeholders, and employees served on six committees that met July through October 2021 to identify priorities and goals for the new plan. In addition, all community members, students, employees, and other stakeholders were invited to provide input via town hall meetings, forums, and surveys. Overall, 46 organizations and 2,354 people participated in the process.
The collaborations produced a new 54-month strategic plan that builds on student success accomplishments and aims to position Muskegon Community College as the best community college in the nation. The comprehensive and inclusive planning process led to three priorities and ten goals, which were endorsed by the MCC Board of Trustees in March 2022. Everyone is welcome to provide feedback on the strategic plan at any time during the 4.5-year implementation period at www.surveymonkey.com/r/MCCgoals.
MCC’s Integrated Planning Process
The 54-month plan commenced in spring 2022 and concludes June 30, 2026. Our aim is to increase enrollment among under-represented groups and meet the criteria for the top student success awards from the leading student success organizations, the Achieving the Dream Leah Meyer Austin Award, Achieving the Dream Leader College of Distinction, and the Aspen Prize for Community College Excellence. These prestigious awards are based on student success data related to equity, access, retention/completion, graduation rates, and post-graduate success.
Integrated planning is a sustainable approach to planning that builds relationships (internal and external), aligns the organization (horizontally across departments, vertically from operations to mission), and emphasizes preparedness for change (ongoing engagement and feedback). Visit the Society for College and University Planning’s website to learn more.
The planning process integrated Appreciative Inquiry, which is a strengths-based approach. Collaborative discussions with the 150 students, community members, and employees serving on five committees resulted in the following conclusions:
What we do well:
- Provide exceptional value for a high-quality education
- Offer outstanding support to students
- Provide a wide array of community services and events
What we value:
- The success of our students
- Providing a welcoming environment
- Community collaborations
- Teaching and learning
- Talent, expertise, commitment, and dedication of faculty and staff
What we hope for the future:
- Increase access and enrollment
- Improve diversity, equity, and inclusion
- Expand collaborations
- Provide an exceptional environment for teaching and learning
Additional information about the planning process is outlined in the MCC Integrated Planning Charter.
Unless otherwise noted, baseline/starting metrics are as of the 1/1/22 launch and the due date to attain target metrics is when the plan concludes on 6/30/2026. Review how MCC defines terms used in our strategic plan [link needed to terms on SI tab].
