Dale Nesbary, PhD Donald Crandall, MD Mike Alstrom Congress/MuskegonCC...2011 –2012: Board...
Transcript of Dale Nesbary, PhD Donald Crandall, MD Mike Alstrom Congress/MuskegonCC...2011 –2012: Board...
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Dale Nesbary, PhDPresident Mike Alstrom
Chief Information Officer
Donald Crandall, MDBoard Chair
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About Policy Governance & History at MCC
Results on Strategy and Institutional Performance
A perspective on Ends Policies and Execution
Questions
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Roles of Governance & Management
Governance Process Policies
Executive Limitations Policies
Board Management Delegation Policies
Ends Policies (The WIG in 4DX process)
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2011 – 2012: Board Retreat, Facilitator, Evaluation
2013 – 2014: New member orientation, Capital Campaign
2015: Formal Adoption, Ends Policies Established
2016: Staff Reorganization, Student Success Positions added
Director of Student Success
Career Services & Transfer Coordinator
Workforce Training & Internship Coordinator
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Regenerated Campus
Organized Systems
Acting to Implement Decisions Made
Community and Region Revitalization
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Top 50 Best Value Community Colleges of 2016 of 1,711
Community Colleges Ranked
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Founded: 1926
Unduplicated Headcount 2015: 7,179
Student Faculty Ratio: 17:1
Achieving the Dream Leader College
Av Age Credit Students: 24
Notable Programs:
Technology/Advanced Manufacturing/Automotive
Nursing – Allied Health
Entrepreneurial Studies
Multi – County Early College/Dual Enrollment
Visual and Performing Arts
Athletic Programs
Located on the beautiful shores of Lake Michigan
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Transitional economy, from postwar industrial to advanced
manufacturing, health care and recreation
One of the greatest concerns in Muskegon is the relative lack
of skilled talent
● Currently 53% of job postings require an Associate’s
degree, Certificate, or Bachelor’s degree
● By 2025, this number is projected to rise to 64%
Of Muskegon’s workforce, only 31% have these types of
postsecondary credentials
MCC needed dramatic change to impact the community to
meet talent demands
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Muskegon Community College needed to better “fit” its
community:
• Enhance Student Engagement and Success
• Bolster Early College/Dual Enrollment
• “Articulate” Talent Pipeline/Business Partners
• Streamline Planning Processes (Strategic, Master,
Academic)
• Expand and Update Infrastructure to Meet Talent and
Community Needs
• Use Guidance from Sister Institutions and “Anchor”
Communities
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2009 MCC Plan for Enrollment Growth and Budget Stabilization
2010 Strategic and Master Plans
2010 Achieving the Dream College Designation
2011 Community Ascertainment Survey
2011 Higher Learning Commission Reaccreditation
2012-2013 G.K. Baum Surveys and Focus Groups
2015 Plante Moran Cresa Community Surveys
2011-15 Conversion to Policy Governance
2017-22 Strategic Planning Process
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Muskegon Community College is experiencing its most significant facilities upgrade since the
construction of our Main Campus in 1967
$9.6M Science Center – Open for Business
$14M Health and Wellness Center/Fall 2017
• Lakeshore Fitness Center – Open/Renovation
• Health Center – Open/Renovation Fall 2017
• Integrated Mercy/Trinity Community Health Clinic
$17.8M Downtown Technology Center/Fall 2017: The Largest
Investment in Downtown Since MAF Record Kept (2000)
$6.2M Art Center/Fall 2018
Renovations/Upgrades of Food Service, Planetarium, Golf Course,
Main Campus Mechanicals
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2013 Summer – $4.6M State of Michigan Capital Outlay Funds for Science
Center and Renovation
2013 Fall – $24M Local Bonding /Millage Secured
2015 Spring – Building Donation: Jon Rooks
2015 Spring – $200,000: Donation Nick and Ashley Sarnicola
2015 Spring – $4.1M from MEDC CCSTEP Grant
2015 Summer – $2.5M from US Economic Development Administration for
Downtown Center
2016 Summer – $5.6M State of Michigan Capital Outlay Funds for Health and
Wellness Center and Renovation
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Community & Regional Partnerships/Impact• Membership in Talent 2025 Business Collaborative
• Muskegon Area Promise Zone Authority
• Early College in Three Counties
• Multiple Business Partners Funding Infrastructure and
Sharing Program Instruction/Development
• EMSI Study Finds MCC Has a $266 Million Annual
Regional Economic Impact
Student Success Initiatives• Culture of Evidence: Improved Data & Reporting
• High Impact Practices Leading Student Success
• Improved Persistence, Retention, Business Partnerships
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Formal statements of outcomes
Specific and Measurable
Staff develop means to achieve ends
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Ends are Lag Measures
Lag Measure: Increase the average number of college credits from 16.1
to 17.5 by Fall 2017
Means are Lead Measures
Predictive of Lag Measure Success
Can be influenced *McChesney, C., Covey, S., & Huling, J. (2012). The 4
disciplines of execution: Achieving your wildly important
goals. New York, NY: Free Press.
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Faculty & Staff Training: 40
New Students: 406 phone calls, 381 emails
Returning Students: 2407 phone calls, 782 emails
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387 automatic
Math Tutoring
alerts
137 Faculty
submitted alerts
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Donald Crandall, Board Chair
Mike Alstrom, Chief Information Officer
Dale Nesbary, President