Strategic Planning

2020-23 Monroe County Community College Strategic Plan

The 2020-23 Monroe County Community College Strategic Plan, framed by the college's Mission, Vision and Values, was built upon input from across every area of campus. It was approved by the Administrator, Faculty and Staff councils in February 2020 and formally adopted by the Board of Trustees on Feb. 24, 2020. The establishment of timelines, assignment of responsibilities and development of evaluation strategies are underway.

Strategic Planning Task Force

  • Kojo Quartey, President, Ex-officio
  • Joe Verkennes, Director of Marketing and Communications, Interim Chair*
  • Parmeshwar Coomar, Dean of the Applied Science and Engineering Technology Division
  • Nicole Garner, Professor of Nursing
  • Ann Gerweck, Administrative Assistant to the Vice President of Enrollment and Student Success
  • Kelly Heinzerling, Director of Purchasing and Auxiliary Services
  • Barry Kinsey, Director of Workforce Development
  • Kim Lindquist, Dean of Health Sciences and Director of Nursing
  • Laura Manley, Library Director
  • Steve Mapes, Associate Professor of Counseling
  • Josh Myers, Executive Director of The Foundation at MCCC
  • Jeff Peters, Coordinator of E-Learning and Instructional Support
  • Ryan Rafko, Director of Admissions and Guidance
  • Suzanne Wetzel, Vice President of Administration
  • Quri Wygonik, Coordinator of Institutional Research, Evaluation and Assessment
  • Grace Yackee, Vice President of Instruction
*Named interim chair by the president following the retirement of Chair Randell Daniels, effective Feb. 28, 2020.

PDF of the Strategic Plan 

Monroe County Community College Strategic Plan


Strategic Plan (Full Text Version)


Implement targeted and systemic student support initiatives to empower student goal achievement.

Objective 1.1 – Improve Academic Advising

  • Implement a 30-hour degree audit communication system for current students.
  • Create a task force to analyze the current advising process and make recommendations for improvement.

Objective 1.2 – Student Driven Scheduling

  • Conduct class schedule efficiency reporting to determine the best class scheduling times by division, program, etc.
  • Expand class delivery options by promoting the blended class modality to current faculty.
  • Develop a new class option entitled “student choice” where students can choose to complete a course completely online or choose to attend scheduled on-campus meetings with the instructor for more personalized instruction.
  • Explore offering more “late start” courses which start after the normal add period of the semester.
  • Develop structured online program pathways.

Objective 1.3 – Improve Academic and Non-academic Support Services

  • Explore offering mental health crisis counseling services.
  • Streamline and expand academic boot camp offerings including the development of a reading and writing boot camp.
  • Make Brightspace shells available for all MCCC courses instead of the current request-only process and strongly encourage the use of Brightspace for all courses


Ensure that educational opportunities are attentive to the needs of those we serve.

Objective 2.1 – Relevant Programming

  • Conduct a comprehensive needs assessment of current and potential programming to establish employer, industry, and student preferences useful in planning future strategic instructional endeavors.
  • Put forward a data-supported recommendation for programming that reflects industry and student preferences/needs.

Objective 2.2 – Experiential Learning

  • Formalize an “experiential learning coordinator” position aimed at creating, organizing, and managing experiential learning opportunities.
  • Increase the number of experiential learning opportunities for students that meet employer, industry, and student needs and expectations.

Objective 2.3 – Collaboration and Civility

  • Increase employee satisfaction as it relates to campus-wide collaboration and establish a culture of civility which promotes an atmosphere of equity embedded within all college interactions
  • Develop a Campus Collaboration Committee charged with organizing a regular calendar of events/activities aimed at promoting employee collaboration and cohesiveness.
  • Explore the use of a consultant to conduct a civility/incivility assessment and provide recommendations based on findings.
  • Complete a comprehensive review and revision of applicable college policies that guide employee interaction and behavior.
  • Engage the campus in civility and team-building training. 

Objective 2.4 – Shared Governance

  • Increase employee satisfaction with the College’s shared governance.
  • Delineate and implement targeted strategies for improvement of the governance model based on governance model survey results.

Objective 2.5 – Portability of Courses

  • Conduct an inventory of courses, programs, and opportunities for articulation and transfer, followed by a gap analysis to identify areas of opportunity.
  • Increase opportunities for students to transfer courses and programs to university partners.

Objective 2.6 – Coordinated Partnerships

  • Increase and facilitate articulation, direct college, and dual enrollment opportunities for students through a well-organized and comprehensive effort.
  • Strengthen collaborative relationships with regional educational partners.
  • Formalize a coordinator position to oversee articulations, direct college, and dual enrollment opportunities. 
  • Conduct a comprehensive assessment of current courses and curricula that support coordinated partnerships, looking for opportunities to expand programming and create new opportunities.


Create a culture of collaboration and respect that is committed to improving processes that support the MCCC Mission and Vision.

Objective 3.1 –  Comprehensively assess the campus from a student-focused perspective

  • Process map the student experience to identify key services, processes and physical environments to ensure that they are student-focused.
  • Collect data and devise an intervention plan that supports a more student-focused environment.

Objective 3.2 – Align Organizational Structure

  • Evaluate human resources.
  • Analyze existing skills and determine organizational needs.
  • Build a plan to align human resources with the college's strategic direction.
  • Transition people to meet the current and future needs of MCCC students.

Objective 3.3 – Develop New Training and Professional Development Practices

  • Incorporate individual development plans into the formal campus-wide employee evaluation process that supports the realignment of skills.
  • Support skills enrichment with professional development training recommended in employee development plans.
  • Build an inclusive culture with regular, mandatory and engaging training opportunities for all employees.

Objective 3.4 – Adapt the Physical Environment

  • Alter the physical environment to support student-focused learning.
  • Provide dedicated spaces throughout campus that foster inclusion, equity and celebrate cultural diversity.
  • Redesign spaces to optimize human resource capital and processes to better support student needs and preferences.