Dale Nesbary, PhDPresident Mike Alstrom

Chief Information Officer

Donald Crandall, MDBoard Chair

About Policy Governance & History at MCC

Results on Strategy and Institutional Performance

A perspective on Ends Policies and Execution

Questions

Roles of Governance & Management

Governance Process Policies

Executive Limitations Policies

Board Management Delegation Policies

Ends Policies (The WIG in 4DX process)

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

Regenerated Campus

Organized Systems

Acting to Implement Decisions Made

Community and Region Revitalization

Top 50 Best Value Community Colleges of 2016 of 1,711

Community Colleges Ranked

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

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

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

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

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

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

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

Formal statements of outcomes

Specific and Measurable

Staff develop means to achieve ends

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.

Faculty & Staff Training: 40

New Students: 406 phone calls, 381 emails

Returning Students: 2407 phone calls, 782 emails

387 automatic

Math Tutoring

alerts

137 Faculty

submitted alerts

Donald Crandall, Board Chair

dcrandallmd@comcast.net

Mike Alstrom, Chief Information Officer

mike.alstrom@muskegoncc.edu

Dale Nesbary, President

dale.nesbary@muskegoncc.edu