Strategic Plan 2015-2018

Introduction: The Strategic Planning Process

Strategic planning at Mesa Community College (MCC) is a dynamic, collaborative, and continuous process that sets the future direction for the college, and is guided by our college's Vision, Mission, Values, and Student Learning Outcomes, 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.

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.

Vision

MCC- leading the way to success in our local and global community.

Mission

MCC excels in teaching, learning, and empowering individuals to succeed in our local and global community. We serve as a resource for college and career readiness, transfer education, workforce development, and life-long learning.

Values

Individuals & Community- MCC encourages active citizenship and embraces the diversity of people and ideas.

Innovation- MCC delivers cutting-edge instruction and service.

Integrity- MCC upholds the highest standards of ethics and public stewardship.

Learning- MCC champions individual student success that reflects the highest academic standards.

Service Excellence- MCC makes a positive difference in the lives of our students, community members, and each other through meaningful relationships.

Institutional Student Learning Outcomes

MCC's 4Cs

Communication- The purposeful development, expression and reception of a message through oral, written or nonverbal means.

Critical Thinking- The mental process of effectively identifying, determining, gathering, evaluating, and utilizing resources to innovate and/or to accomplish a specific task.

Civic Engagement- Encompasses actions to promote the quality of life in a community, through both political and non-political processes.

Cultural and Global Engagement- Encompasses the awareness of cultural systems, events, and creations and an ability to apply this cultural and global awareness to human interaction and expression.

MCC’s Strategic Priorities

Strategic Enrollment Management: Supporting student success from recruitment to completion.

Strategic Enrollment Management (SEM) 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.

SEM Guiding Principles:

  • Focus on students and community
  • Encourage innovation
  • Promote cross-divisionality
  • Exhibit fiscal responsibility
  • Advance long term viability

SEM Priorities and Strategies: (expand all)

  • Enrollment Priority 1: SEM Plan will support the Academic Master Plan (AMP).
    • Goal 1.1: Ensure SEM Goals, Objectives and Strategies support, align and integrate with AMP.
      • Strategy 1.1: Create a SEM Implementations and Operations Team (SEMIOT). [SEM Task Force]
      • Strategy 1.2: Once AMP is complete, create an AMP-SEM working team to integrate and align SEM plan with AMP. [SEMIOT; AMP committee]
  • Enrollment Priority 2: Outreach, recruitment and marketing efforts support college enrollment and FTSE goals.
    • Goal 2.1a: Yield 30% conversion rate from admissions to enrollment among key market segments . [Outreach and Enrollment Development]
    • Goal 2.1b: Market penetration meets or exceeds NCCCBP median. [Outreach and Enrollment Development; Institutional Advancement]
    • Goal 2.1c: Recruitment, outreach and marketing efforts support college enrollment and FTSE goals. [Outreach and Enrollment Development; VPSA; Institutional Advancement]
      • Strategy 2.1.1: Align efforts with comprehensive, integrated and measurable marketing, recruitment and outreach plan, as well as district IMOR2 and One Maricopa initiatives.
      • Strategy 2.1.2: Assess and identify market segments (both local and online) yielding high rate of return (e.g. number enrolled).
      • Strategy 2.1.3: Identify and pursue market segments that yield students with high levels of enrollment intensity (i.e. populations more likely to attend college full-time).
      • Strategy 2.1.4: Optimize use of technology and electronic resources in recruitment, outreach and marketing activities.
      • Strategy 2.1.5: Leverage college programs and services with economic and workforce trends and community engagement.
      • Strategy 2.1.6: The MCC brand will remain competitive in the face of increased market competition.
      • Strategy 2.1.7: Recruitment, outreach and marketing support a diverse student body and expand access.
    • Goal 2.2: Achieve goals for Mesa Counts on College (MCOC) initiative. [Outreach and Enrollment Development; VPSA]
      • Strategy 2.2.1: Incorporate objectives and goals from MCOC with SEM plan.
      • Strategy 2.2.2: Continue partnerships and initiatives established by MCOC now that the grant has terminated.
      • Strategy 2.2.3: Strengthen partnerships with and outreach to middle and high schools.
  • Enrollment Priority 3: Meet or exceed college enrollment and FTSE goals by increasing student success, retention, persistence and completion.
    • Goal 3.1: Increase retention, persistence and subsequent college-level success rates among developmental education students; rates will meet or exceed NCCBP median.
      • Strategy 3.1.1: Use informed improvement process to assess indicators of developmental student success and failure and develop a plan to increase developmental student success and persistence (including traditional developmental students as well as ESL students). [Dev. Ed. Committee; FSS; ENG/RDG/MAT Department Chairs; VPAA]
      • Strategy 3.1.2: Provide and support professional development opportunities for faculty to explore best practices regarding pedagogy and student retention and persistence. [Dev. Ed. Committee; ENG/RDG/MAT Department Chairs; VPAA]
      • Strategy 3.1.3: Ensure placement testing accuracy. [Testing Services; Dev. Ed. Committee; ENG/RDG/MAT Department Chairs; VPAA]
      • Strategy 3.1.4: Identify and implement new methods to increase the speed students are able to complete their developmental education sequences. [Dev. Ed. Committee; FSS; ENG/RDG/MAT Department Chairs; VPAA]
      • Strategy 3.1.5: Expand student-to-student and employee-to-student mentoring programs and early alert programs. [Connect 4 Success; FSS; Dean Student Retention]
    • Goal 3.2: Increase course success and retention rates to meet or exceed NCCBP median.
      • Strategy 3.2.1: Provide and support professional development opportunities for faculty to explore best practices regarding pedagogy and student retention and persistence. [Department Chairs; CTL; Deans of Instruction; VPAA]
      • Strategy 3.2.2: Develop a plan to increase eLearning course success and retention rates to meet or exceed the rates of face-to-face courses. [Dean Innovative Learning; eLearning Committee]
      • Strategy 3.2.3: Increase student awareness and track use of Academic Support Services (e.g. Learning Enhancement Center, Academic Skills Center, Writing Lab, and so on) to increase student success and retention. [Department Chairs; Deans of Instruction; VPAA; Dean Student Retention]
      • Strategy 3.2.4: Using the informed improvement process, identify interventions to increase retention and persistence of diverse student groups to increase overall course success. [Department Chairs; Deans of Instruction; VPAA; Dean Student Retention; OIE]
    • Goal 3.3:  Increase student enrollment intensity (i.e. students enrolling in more credit hours), as measured by average credit hours attempted and increases in higher academic loads (e.g. full-time, three-quarter time, half-time).
      • Strategy 3.3.1: Develop and implement robust enrollment counseling process and programming to promote and support increased enrollment intensity, including items such as financial aid literacy, early and continued academic advising (establish individual learning plans early in student career and continuous recommendations for course sequences), career exploration, and so on. [Advising; Financial Aid; Dean Enrollment Services; VPSA]
      • Strategy 3.3.2: Provide a college-wide advisement model that aligns across divisions, compliments academic instruction and student retention, success and completion. [Advisement; Department Chairs; Dean Enrollment Services; VPSA; VPAA]
      • Strategy 3.3.3: Increase support for online learners. [Dean Innovative Learning; eLearning Committee]
      • Strategy 3.3.4: Ensure adequate cross-training and professional development of all student services staff. [Deans of Student Affairs; VPSA]
      • Strategy 3.3.5 (links to Goal 3.6.1): Develop a comprehensive recovery program for students who stop-out, drop-out or otherwise fall out of contact before completing (i.e. completed SIF but didn’t enroll or took placement tests but didn’t enroll). [Deans of Student Affairs; VPSA]
    • Goal 3.4:  Implement a comprehensive course management system/office that balances efficient and effective use of college resources and student needs. [Department Chairs; Deans of Instruction; VPAA; VPAS]
      • Strategy 3.4.1: Course enrollment levels and schedule of classes meets student needs and supports college enrollment and FTSE goals.
      • Strategy 3.4.2: Leverage Maricopa Priorities to identify and assess programs with low FTSE and high costs.
      • Strategy 3.4.3: Using historical trends and predicted future demands, departments establish a predictable cycle of course offerings to allow for longer-range academic advising and development of accurate student learning plans. 
    • Goal 3.5: Current and relevant technologies are available to use both in the classroom and in all areas of student support to improve services related to retention and persistence efforts. [Department Chairs; VPAA; Technology Steering Committee; VPIT; SEMIOT]
      • Strategy 3.5.1: The Technology Steering Committee, directed by the VPIT will complete campus technology audits, surveys and environmental scans to ensure campus strategically uses technology to benefit student retention, persistence and completion.
      • Strategy 3.5.2: Align SEM objectives and strategies with the IT Strategic Plan.
    • Goal 3.6a: Increase the number of graduates and awards by 50% (2010 baseline) by year 2020 (aligned with MCCCD goals based on President Obama’s initiative).
    • Goal 3.6b: Meet or exceed NCCBP median for completion and transfer rates.
      • Strategy 3.6.1 (links to Goal 3.3.5): Develop a comprehensive recovery program for students who stop-out, drop-out or otherwise fall out of contact before completing (i.e. completed SIF but didn’t enroll or took placement tests but didn’t enroll). [Deans of Student Affairs; VPSA]
      • Strategy 3.6.2: Match students with engaging programs and career paths by developing individualized learning plans as early in a student’s career as possible. [Advising; Deans of Student Affairs; VPSA]
      • Strategy 3.6.3: Increase participation in university partnership programs. [Advising; Deans of Student Affairs; VPSA; VPAA]
      • Strategy 3.6.4 (links to Objective 3.3): Increase student enrollment intensity to decrease time to completion or transfer. [See Strategies under Objective 3.3 for task owners]
      • Strategy 3.6.5: Develop and maintain a comprehensive SEM Predictive Model. [OIE]
    • Goal 3.7: Measure and develop goals for non-standard completions for non-traditional students (e.g. non-award seeking, personal interest, only here for a class, etc). [OIE; Workforce]
      • Strategy 3.7.1: Define and measure successful completion for students indicating intents other than seeking a degree, certificate or transfer.
      • Strategy 3.7.2: Identify other indicators of successful completion, such as licensure rates, exam passage rates, job placement rates and attempted vs. earned credit hours.
  • Enrollment Priority 4: Increase student satisfaction and engagement across all support services and academic affairs to meet or exceed comparable national cohort scores.
    • Goal 4.1: Satisfaction and engagement scores on national surveys administered at MCC will meet or exceed comparable national cohorts.
      • Strategy 4.1.1: Establish customer service expectations utilizing best practices and create a student-first culture. [Deans Students Affairs; VPSA]
      • Strategy 4.1.2: Encourage professional development opportunities for staff, faculty and administrators. [HR; All functional units]
      • Strategy 4.1.3: Continue college-wide use of informed improvement process to leverage survey data for positive interventions. [All departments]
      • Strategy 4.1.4: Create a culture of volunteerism and community involvement. [Service Learning, VPSA; VPAA; President’s Office]
      • Strategy 4.1.5 (links to Goal 3.1.5): Increase student-student and employee-student engagement.
    • Goal 4.2: MCC will have robust student programming options that are both co-curricular and engaging, as measured by increasing satisfaction and engagement scores in the Community College Survey of Student Engagement and the Noel-Levitz Student Satisfaction Inventory.
      • Strategy 4.2.1: Partnerships between retention/support services and academic departments to create co-curricular programs for students that speak to their areas of study. [Dean Student Retention; VPSA; Department Chairs; VPAA]
      • Strategy 4.2.2: Partnerships within student affairs departments to support more comprehensive, holistic student programs. [Students Affairs Departments; Deans Student Affairs; VPSA]

Effective Teaching and Learning: Crafting environments and experiences that foster the development of knowledge and abilities.

MCC will focus on understanding how our students learn and craft environments and experiences that foster the development of knowledge and abilities (MCC’s 4C’s Student Learning Outcomes). Students will experience the best of emerging teaching and learning experiences, which are often linked to technologies. Students will have access to creative and innovative program structures and modalities well-suited for these learning environments.

(expand all)

  • Strategic Priority Guiding Statement Part 1: MCC will focus on understanding how our students learn and will craft learning environments (physical and virtual) and experiences that foster the development of knowledge, attitudes, and abilities, particularly for MCC’s 4Cs Student Learning Outcomes.
    • Goal 1: Seek to understand, through assessment of student learning, how our students learn and the extent to which they are learning our 4Cs Student Learning Outcomes: Communication, Critical Thinking, Civic Engagement, and Cultural and Global Engagement.
      • Strategy 1: Faculty led Student Outcomes Committee (SOC) will continue implementation of the college’s student learning assessment program with an emphasis on utilizing outcomes assessment data to improve teaching and learning. [SOC]*
    • Goal 2: Build a culture of assessment around MCC’s 4Cs Institutional Learning Outcomes across the curriculum and in co-curricular programs/activities. Faculty led SOC will:
      • Strategy 1: Work to increase faculty participation in Integration of MCC’s 4Cs into curriculum.
        • Action Item 1: Using the initial course mapping activities, determine the baseline level of integration of MCC’s 4C’s into all courses offered at MCC and increase each year until all courses have integrated the outcomes to the extent it is possible to do so. [SOC]
      • Strategy 2: Work to increase faculty participation in assessing MCC’s 4Cs at the course level.
        • Action Item 2: Spring 2015 4Cs Assessment Pilot Residential Faculty participation: 33/323 = 10.2% participation rate. The goal is to double the participation rate each year for the following four years. [SOC, VP Academic Affairs, Faculty Senate President, Chair of Chairs, Academic Deans]
      • Strategy 3: Work with department chairs, managers, and Academic Affairs leadership to ensure that assessment of MCC’s 4Cs is a documented department initiative in every department plan. [SOC, VP Academic Affairs, Faculty Senate President, Chair of Chairs, Academic Deans]
      • Strategy 4: Work with co-curricular programs/activities to ensure MCC’s 4Cs are integrated into learning goals and that they are assessed.
        • Action Item 4: Identify all co-curricular programs/activities, like Student Life and Leadership as an example, and reach out to them to assist with the integration and assessment of MCC’s 4Cs. Goal of 1/3 of all co-curricular programs and activities per year for three years have integrated and begun assessing MCC’s 4Cs, having all co-curricular programs/activities fully integrated and assessing by 2018. [SOC, VP Student Affairs, Student Affairs Deans]
  • Strategic Priority Guiding Statement Part 2: Students will experience the best of emerging teaching and learning experiences, as determined through informed improvement and scholarship of teaching and learning efforts, which are often linked to technologies.
    • As outlined in AMP Educational Priority, Academic Excellence:

      Goal 3 (AMP Goal 1): MCC is committed to offering a high quality educational experience through academic excellence. MCC hires and supports faculty who are committed to scholarly pursuits of teaching and learning, resulting in high levels of student success. As such, MCC seeks to craft curricula, environments, and experiences that foster the development of knowledge and abilities. MCC will sustain and build present and future college academic centers of excellence that adapt to the needs of our local and global partners.
      • Strategy 1: MCC will hire, train, and sustain a highly motivated, talented, knowledgeable, and diverse workforce who are recognized for teaching and service excellence to ensure rigor and high levels of student success. [College Administration and Faculty Leadership, Human Resources, AMP Core Team]
      • Strategy 2: MCC will engage in timely, comprehensive, and appropriate assessment of student learning outcomes at the course, program, and institutional levels. Academic assessment is recursive and sustainable which leads to a culture of assessment throughout the college to ensure a high quality educational experience. (Note: directly tied to Goal 1) [SOC, Faculty, Faculty Leadership, VP Academic Affairs, Academic Deans, AMP Core Team]
    • Goal 4: Cultivate innovative teaching and learning practices and improve student outcomes through the use of emerging technology and proven instructional design methodologies.
      • Strategy 1: Leverage instructional technologies to eliminate barriers and provide access to learning, regardless of modality, including: low-cost/no cost course materials/textbooks, universal design, student engagement, quality course design, etc. [Faculty, Faculty Leadership, VP Academic Affairs, Academic Deans, Center for Teaching and Learning, VP IT, College Technology Services, VP Administrative Services]
      • Strategy 2: Leverage instructional technology to facilitate student learning and engagement (with content, peers, and instructor) by creating opportunities for critical thinking, problem solving, teamwork, communication, student created projects/presentations, and other proven student engagement methodologies. [Faculty, Center for Teaching and Learning, eLearning]
      • Strategy 3: Instructional content, learning resources, and other learning experiences practice universal design strategies for all learners regardless of language, physical, or cognitive abilities. [Faculty, Faculty Leadership, Center for Teaching and Learning, eLearning, VP Academic Affairs, Academic Deans, VP IT, College Technology Services
  • Strategic Priority Guiding Statement Part 3: Students will have access to creative and innovative program structures and modalities (i.e. short-term, hybrid, competency-based) well-suited for these learning environments.
    • As outlined in AMP Educational Priority, Personalized Educational Pathways:

      Goal 5 (AMP Goal 2): MCC is committed to helping each student develop his/her/their own clearly defined, structured, and personalized pathway to obtain his/her/their educational goals of transfer, degree/certificate, job placement, or personal enrichment.
      • Strategy 1: MCC will establish and provide innovative and sustainable educational programs with clearly defined pathways that are responsive to community and industry needs and that prepare students to obtain educational and career goals. [Guided Pathways to Success Team, AMP Core Team]
      • Strategy 2: MCC will partner with universities to offer and expand access to baccalaureate degrees at the college. [Guided Pathways to Success Team, AMP Core Team, VP AA, Academic Deans]
      • Strategy 3: MCC will employ the Guided Pathways to Success (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 will progress through carefully sequenced courses with recognizable academic milestones and integrated support services. [Guided Pathways to Success Team, AMP Core Team]
    • As outlined in SEM Enrollment Priority 3, Goal 3, Meet or exceed college enrollment and FTSE goals by increasing student success, retention, persistence and completion:

      Goal 6 (SEM Goal 3.4): Implement a comprehensive course management system that balances efficient and effective use of college resources and student needs. [Academic Affairs, Scheduling and Curriculum Office, SEM Team]
      • Strategy 1 (SEM Strategy 3.4.1): Course enrollment levels and schedule of classes will meet student needs and supports college enrollment and FTSE goals. [SEM Team]
      • Strategy 2 (SEM Strategy 3.4.2): Leverage Maricopa Priorities to identify and assess programs with low FTSE and high costs. [SEM Team]
      • Strategy 3 (SEM Strategy 3.4.3): Using historical trends and predicted future demands, departments will establish a predictable cycle of course offerings to allow for longer-range academic advising and development of accurate student learning plans. [SEM Team]

*Items in brackets indicate parties responsible for advancing the strategy.

Signature Career Pathways: Providing evolving, in-demand programs designed for student success.

The Strategic Planning Committee is currently working with college constituents to fully develop this Strategic Priority. The following serves as a guiding statement for the development of this Strategic Priority: MCC will provide up-to-date, in-demand programs that are highly attractive to potential students by conducting a comprehensive review of current program offerings in light of occupational forecasts related to sectors of job growth with the goal of developing evolving, in-demand programs designed for student success.

Alignment with Maricopa County Community College District Strategic Planning

MCC is one of the 10 colleges in the Maricopa County Community College District (MCCCD). While each college has a unique and recognizable role within its own community, the 10 colleges also have a shared foundation in the vision and mission of the District.

MCCCD Vision

A Community of College - Colleges for the Community - working collectively and responsibly to meet the lifelong learning needs of our diverse students and communities.

MCCCD Mission

The Maricopa Community Colleges provide access to higher education for diverse students and communities.

We focus on learning through:

University Transfer Education, General Education, Developmental Education, Workforce Development, Student Development Services, Continuing Education, Community Education, Civic Responsibility, and Global Engagement.

Alignment of MCC’s Strategic Priorities with MCCCD’s Strategic Commitments (2017-2020)

1. Build a Thriving Community through Access and Student Success

MCC’s Strategic Priorities that support this goal:

Strategic Enrollment Management: Supporting student success from recruitment to completion.

Effective Teaching and Learning: Crafting environments and experiences that foster the development of knowledge and abilities.

Signature Career Pathways: Providing evolving, in-demand programs designed for student success.

2. Be a Driving Force for Economic and Workforce Development in Arizona

MCC’s Strategic Priorities that support this goal:

Strategic Enrollment Management: Supporting student success from recruitment to completion.

Effective Teaching and Learning: Crafting environments and experiences that foster the development of knowledge and abilities.

Signature Career Pathways: Providing evolving, in-demand programs designed for student success.

3. Attain Recognition as an Innovator among Institutions of Higher Education

MCC’s Strategic Priorities that support this goal:

Strategic Enrollment Management: Supporting student success from recruitment to completion.

Effective Teaching and Learning: Crafting environments and experiences that foster the development of knowledge and abilities.

Signature Career Pathways: Providing evolving, in-demand programs designed for student success.

Annual Report on Progress Toward Accomplishing our Strategic Priorities

Each year the Strategic Plan will be updated to include an analysis of our progress toward accomplishing our Strategic Priorities. Stay tuned…