Strategic Planning

2025-30 Strategic Plan: Improving the Student Experience

MCCC Social Work student(Approved by the Board of Trustees, Sept 22, 2025)

The 2025-30 Monroe County Community College Strategic Plan was built upon input from across every area of campus throughout 2025. It was approved by the Faculty, Administrator and Staff Councils in Summer 2025, and the Board of Trustees formally approved the plan's goals on Sept. 22, 2025. Below is the plan, as well a listing of the members Strategic Planning Committee and Leadership Team. Information about the archived 2020-25 plan is also provided below. The Strategic Planning Committee recognizes that items in this plan may have contractual implications for certain collective bargaining groups. 

Plan Outcomes

  • Increase retention by a potential range of 9-13% over 5 years, after consultation with retention offices.
  • Establish and meet metrics for student achievement rates of goals (e.g., degree/certificate completion and transfer).
  • Improved student and employee satisfaction surveys (e.g. Community College Survey of Student Engagement and climate surveys).

Teacher in class

Goal 1: Redesign the MCCC service-delivery model.

DELIVERABLES

1.1 Migrate to a “one-stop shop” for students that includes student services and student success offices.  

1.2 Adopt cyclical campuswide student-first/service-delivery training.     

1.3 Define and publish departmental and positional roles w/public FAQ.

1.4 Implement multiple accountability measures for attainment (post-SEM Works).

1.5 Improve shared interdepartmental notes on students (discuss setup/access).

1.6 Adopt a new advising model based on best practices that:

  • Is intrusive

  • Incorporates plans of study

  • Is developed by a cross-disciplinary team

  • Is informed by input from all stakeholders  

 Employee outside Whitman Center                

Goal 2: Improve transparency and employee communication.

DELIVERABLES

2.1 Design and implement a participatory shared governance framework based on Clarus report recommendations.

2.2 Integrate Responsible, Accountable, Consulted, and Informed (RACI) model into decision making based on Clarus report recommendations.

2.3 Deliver regular report-outs on strategic plan (including operational plans enumerated in 2.5) detailing progress by executive leadership with mandatory employee attendance, in a town hall setting at least once a semester.

2.4 Enhance onboarding and exiting procedures based on Clarus report recommendations, including a feedback loop of exit interview information.

2.5 Develop, publish, implement and assess effectiveness of operational plans.

      2.5a Enrollment Management plan

      2.5b Facilities management plan

      2.5c Campus master plan

      2.5d Crisis management plan

      2.5e Technology/IT plan

      2.5f Workforce development plan

      2.5g Student success plan

      2.5h Academic Program Development Plan

Male nurse

Goal 3: Expand opportunities for student success and advancement.

DELIVERABLES

3.1 Expand and promote credit for prior learning (e.g., advanced placement).

3.2 Provide comprehensive career services as recommended by the SEM Works report.

3.3 Create and institute a new model for student goal setting and completion tracking that includes:

  • Developing and centralizing detailed sequential plans of study available for students for every degree offering
  • Laddering certificates into degree programs

3.4 Develop policy and procedure regarding grants that address:

  • Assessment of student impact
  • Sustainability plans for high-impact student initiatives
  • Management of grant activities (e.g. post-award management, implementation, budget, reporting)
 
  • Joe Verkennes, Director of Marketing and Communications, Co-Chair
  • Quri Wygonik, Director of Institutional Research, Planning and Accreditation, Co-chair
  • Kojo Quartey, President, Ex-officio
  • Scott Behrens, Vice President of Enrollment Management and Student Success
  • Lori Biggs, Nursing Program Coordinator
  • Parmeshwar Coomar, Dean of the Applied Science and Engineering Technology Division
  • Kevin Cooper, Dean of the Science/Math Division
  • Penny Dorcey, Executive Assistant to the President and Board of Trustees
  • Rachel Eagle, Assistant to the Vice President of Instruction
  • Nicole Garner, Professor of Nursing
  • Tracy Giacomini, Associate Professor of Nursing
  • Kelly Heinzerling, Director of Purchasing and Auxiliary Services
  • Martin Humphreys, Institutional Research Analyst
  • Christina Kelly, Educational Advocate-ASET Division
  • Barry Kinsey, Director of Workforce Development
  • Francis Montry, Network and Communications Administrator
  • Josh Myers, Executive Director of The Foundation at MCCC
  • Katie Navock, Director of Enrollment Mangement
  • Jeff Peters, Coordinator of e-Learning and Instructional Support
  • Brianna Pilz, Student Government Representative
  • Brianna Pio, Institutional Research Analyst
  • Robin Smith, Adjunct Instructor, Humanities
  • Helen Stripling, Director of Respiratory Therapy
  • Linda Torbet, Executive Director of Human Resources
  • Grace Yackee, Vice President of Instruction 

 

Membership:

Quri Wygonik, Strategic Planning Committee Co-Chair and Director of Institutional Effectiveness and Chief Data Officer
Joe Verkennes, Strategic Planning Committee Co-Chair and Director of Marketing and Communications
Amanda Althouse
Nicole Garner, Professor of Nursing
Joshua Myers, Executive Director of The Foundation at MCCC
Helen Stripling, Director of Respiratory Therapy

 

If you have specific questions regarding the Strategic Planning process at MCCC, please contact Quri Wygonik at qwygonik@monroeccc.edu or at (734) 384-4237.

 


Archived Strategic Plan

2020-25 Strategic Plan 

2020-25 Strategic Plan Progress and Key Performance Indicators 

The college has developed a webpage that tracks all progress made on the objectives and tactics in the 2020-25 Strategic Plan, as well as links to the Key Performance Indicators that are impacted by each tactic in the plan. Key Performance Indicators (KPIs) are the critical (key) quantifiable indicators of progress toward an intended result. KPIs provide a focus for strategic and operational improvement, create an analytical basis for decision making and help focus attention on what matters most (Harlow, 2022).

VIEW MCCC'S PROGRESS ON THE 2020-25 STRATEGIC PLAN

Strategic Planning Updates to the Board of Trustees

Fall 2021 Strategic Planning Update

Spring 2022 Strategic Planning Update

Fall 2022 Strategic Planning Update

Fall 2024 Strategic Planning Update