Mesa Community College engages in systematic, integrated, and informed planning at the Strategic, Operational, and Department levels. We have several specific plans for critical, large-scale aspects of the college:

Strategic Plan: sets the future direction for the college, ensuring the long-term viability of our institution for our students and community and the effective and efficient use of public resources, ultimately aligning with and supporting the Maricopa County Community College District (MCCCD) Strategic Plan.

Academic Master Plan (AMP): Defines the Academic Vision of the college and direct decision-making in support of the college Strategic Plan.

Strategic Enrollment Management Plan (SEM): supports the AMP and outlines goals for student recruitment, persistence, transfer, and graduation.

Information Technology Strategic Plan: supports the Strategic, AMP, and SEM plans and creates effective technology services and solutions.

Facilities Master Plan: supports all college planning and outlines ongoing and emerging facilities and virtual learning space development.

Every department at the college develops an annual plan with initiatives that advance the department’s mission while aligning with and advancing the college’s mission, strategic priorities, and AMP and SEM plan initiatives.

Given MCC’s “one college two campuses” model, Red Mountain Campus planning primarily filters up through department level plans.

Mesa Community College Strategic Plan

MCC Planning Explanation Video

Do you want to understand how planning works at MCC? Do you wonder why we have several high level plans at the college and how they are all integrated? Watch this short video to learn the answers! 

 

Strategic Planning

Strategic planning at Mesa Community College (MCC) is a dynamic, collaborative, and continuous process that sets the future direction for the college, ensuring the long-term viability of our institution for our students and community and the effective and efficient use of public resources. Our Strategic Plan serves to translate our vision into strategy by leveraging key strategic priorities. Strategic planning: 

  • Focuses on what the college as a whole will do to position for the future;
  • Addresses large-scale issues affecting the college;
  • Relies on input from internal and external environments; and
  • Provides direction for operational activities throughout the college.

Strategic Planning Resources

Operational Planning and Budgeting

Operational Planning brings together department planning, AMP, SEM, IT, and Facilities planning information in order to inform budget development and resource allocation decisions.

Department Planning

Major College Plans

Academic Master Plan

Academic Master Planning (AMP) provides strategic academic direction for the college for the next 3 to 5 years and beyond. The AMP will better position the college to promote student success, support teaching and learning, meet community educational needs, and proactively forecast and address changes in the internal and external learning environment.

Strategic Enrollment Management

Strategic Enrollment Management (SEM) planning represents a college wide collaborative effort, guided by the college mission, vision and strategic priorities, to achieve our goals for student recruitment, persistence, transfer and graduation rates at MCC.

Information Technology Strategic Plan

Information Technology (IT) Strategic planning supports the Strategic, AMP, and SEM plans and creates effective technology services and solutions.

Facilities

Facilities Master planning supports all college planning and outlines ongoing and emerging facilities and virtual learning space development.

Major Initiatives Related to Planning Efforts

The following major initiatives related to planning at MCC are highlighted here because they are critical strategies of the major plans above that are currently being highly focused on, driving the efforts of college leadership, committees, and departments.

Hispanic Serving Institution Initiative

MCC’s Hispanic Serving Institution (HSI) initiative will ensure that the college is recognized nationally for engaging the Latino community and for advancing the academic success of Latino students. This will involve transforming MCC’s college culture to actively engage with Latino students in developing personalized paths of academic success while validating students’ culture and sense of belonging as evidenced by:

  • culturally relevant academic programs
  • staffing that is reflective of the larger community
  • strong connections to the Latino community
  • increased retention and completion for Latino students.

This initiative is a key component of and directly supports the college's Strategic Priority: Strategic Enrollment Management.

Related links:

Guided Pathways to Success (GPS)

Currently in development, MCC will employ the GPS model to help students identify their goals and needs, and chart clear routes to timely completion. Starting with courses shared among broadly­ related areas of study, students progress through carefully sequenced courses with recognizable academic milestones and integrated support services. This initiative is directly from the college's Academic Master Plan and supports two of the college's Strategic Priorities: Effective Teaching and Learning and Signature Career Pathways. 

Institutional Student Learning Outcomes MCC's 4Cs

At MCC, faculty developed the Institutional Student Learning Outcomes that are to be embedded at the course level.  These outcomes are known as the “MCC’s 4 Cs” and are consistent with the Vision, Mission, and Values of both MCC and MCCCD, and reflect our commitment to Individuals and Community, Innovation, Integrity, Learning, and Service Excellence: Communication, Critical Thinking, Civic Engagement and Cultural and Global Engagement. Integrating the 4Cs into curricular and co-curricular outcomes and assessment activities is key to advancing the institution's understanding of student learning and directly supports the college's Strategic Priority: Effective Teaching and Learning.