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MOTT COMMUNITY COLLEGE
STRATEGIC PLAN
2007-2012
At a special meeting of the Mott Community College Board of Trustees held in November of 1999, the MCC Board adopted five goals to be completed by 2002. One of those goals was to "update the college's strategic plan for the years 2000-2005".
When President Richard Shaink arrived at MCC in April of 2000, one of his first priorities for the College was to develop the Board’s goal of a long-range vision and a strategic plan for the future. MCC's external environmental scanning process began in July 2000 with five community sessions held at various locations throughout the county. Two college employee internal planning sessions were held in October and November of 2000. A Strategic Planning Community Committee (SPCC) was formed in January 2001 to assess the direction proposed for the next five years from a broad strategic perspective and to provide the President with input regarding final recommendations on the strategic plan.
At the same time, a Strategic Planning Task Force comprised of MCC faculty and staff members met to examine all the gathered data and to begin the final work on materials related to the development of the MCC Strategic Plan. In addition, during the period of January 24-26, 2001, a survey of community members was conducted by Weiland and Associates as part of the strategic planning process.
Using all of this data, the Executive Cabinet members met on February 7, 2001 to develop a Final Strategic Plan and Implementation Steps to be presented to the Board of Trustees for approval. The board approved the plan February 26, 2001. As this five-year plan came to end, the strategic planning process began anew.
The college’s strategic planning for 2007-2012 began with a foundation built on a Board initiated desire for a learning-centered college, the cultural shift associated with Academic Quality Improvement Process (AQIP) and Continuous Quality Improvement (CQI), and MCC’s previous 2001-2006 Strategic Plan.
With this as the foundation, administrators conducted community surveys, six community town hall meetings, and four student town hall meetings to learn more about community and student needs. In addition, staff began environmental scans of county economic drivers, demographic patterns, as well as college financial and enrollment trends. As Executive Cabinet members reviewed data, overarching patterns began to take shape and goals were formed. To verify the overarching goals that resulted, the Strategic Planning Group garnered input from students, faculty and staff, the Board of Trustees, community members, and state legislative leaders while undertaking revisions based on suggestions from these stakeholders.
A draft Strategic Plan was presented on March 26, 2007 for additional feedback from members of the Board of Trustees at the Board Workshop. A final strategic planning survey by BMA Consulting was completed. All input was reviewed and all revisions accomplished before submission to the Board for approval.
The Board approved the 2007-2012 strategic plan on April 23, 2007.
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Board of Trustees
Charles Stewart Mott Community College
Regular Board of Trustees Meeting, April 23, 2007
Volume 38 |
MOTT COMMUNITY COLLEGE
STRATEGIC PLAN
2007-2012
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Strategic Planning Group Role & Responsibilities
The strategic planning group sought to garner input from numerous college stakeholders, as well as, external data sources. The group analyzed and synthesized this information to create a model strategic plan suitable for additional input from members of the college community, and ultimately, for presentation to the Board of Trustees for its approval.
MCC Mission Statement
The mission of Mott Community College is to provide high quality, accessible and affordable educational opportunities and services—including programs focused on university transfer, technical and lifelong learning, as well as workforce and economic development—that promote student success, individual development, and improve the overall quality of life in a multicultural community.
2007-2012 Overarching Strategic Goals
STUDENT LEARNING & SUCCESS
- Utilize research and development to proactively enhance curriculum to meet demands of students and employers.
- Focus, align and integrate organizational efforts across academic, student service, continuing education and workforce development, to support student learning.
- Coordinate curriculum and services across all sites to create learning-centered environments that offer all students an opportunity to succeed.
TECHNOLOGY INITIATIVES
- Commit the funds, including staffing costs, to continuously analyze and support the technology needs both in the teaching curriculum and the college's operations and student services.
- Maintain state of the art technology that enhances student learning and supports faculty/staff productivity in order to maximize student success and organizational effectiveness.
SYSTEMS IMPROVEMENT
- Develop comprehensive cross-functional improvement processes that enable us to respond quickly to changes in the external environment while simultaneously making existing operations faster, smarter, cheaper, and of the same or higher quality.
- Using AQIP principles and practices ensure that improvement processes and communication between all sectors of the college start with community and student needs and end with student success.
- Establish measures that provide the foundation to become more efficient in our use of resources.
ECONOMIC DEVELOPMENT
- MCC programs and services will be directly related to the labor market needs of our region and we will continuously analyze and prepare for emerging economic challenges and opportunities.
- Expand our capacity to be involved and responsive to local, regional and state plans for economic growth and align our resources and assets to enhance the viability of the community.
HUMAN RESOURCES DEVELOPMENT
- Maintain stringent selection, professional development, and performance standards for faculty and staff and guide human resource planning to ensure high quality effective teaching and service delivery.
- Ensure a solid foundation for organizational success by supporting an agile organizational culture focused on service to students and the community; developing leadership excellence and strengthening employee skills, productivity and accountability.
INSTITUTIONAL IMAGE & COMMUNITY RELATIONS
- Continue to have a positive presence in the community by engaging community partners to better meet area educational needs.
- Communicate and emphasize quality of programs and services as well as our leadership role in the community, to ensure continued support of the college.
BUDGET/FINANCE
- Focus on controllable revenues and costs to sustain our current reputation and facilities and provide funding for strategic priorities.
- Establish short and long term budget and finance priorities that provide a balanced approach to the needs of a learning organization with the flexibility to realign resources.
- Implement a comprehensive strategy to address the long term deficit which enables us to continue to provide affordable high quality education.
Implementation Procedures
- MCC Board of Trustees approves five-year MCC Strategic Plan.
- College-wide dissemination of Strategic Plan and related materials.
- President directs Executive Cabinet to identify action steps or enabling objectives that can be accomplished in upcoming year that apply to one or more of the strategic goals or objectives.
- Each Executive Cabinet member conducts a planning process to identify current fiscal year action plans with measurable outcomes.
- Review of plans by full Executive Cabinet to determine cross-functional impact.
- Communicate to Board of Trustees the linkage between the Strategic Plan and the budget. (Beginning with current fiscal year, during board consideration of upcoming budget, management will communicate to the Board the action steps planned to be implemented for each strategic objective.)
- Implementation.
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