Message from the President

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Grant Harrington
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1 VISION 2020

Macomb at a Glance n Founded in September 1954, initially offering 17 courses to 84 students.

training and continuing education for public service professionals and a Michigan Technical Education Center.

training, professional education and certification, and continuing education and enrichment opportunities. n This semester, more than 20,000 students pursuing degree-credit coursework.

n Nationally recognized for effective workforce development programs. z In May 2013, completed a program funded by a $4.

9 million federal grant to lead a coalition of eight Michigan community colleges to train displaced workers to fill advanced manufacturing jobs identified by local employers.

2 Macomb at a Glance n Founded in September 1954, initially offering 17 courses to 84 students. n Today, provides learning experiences to nearly 48,000 students annually, with two main campuses offering a breadth of traditional transfer and career preparation programs, a center focused on training and continuing education for public service professionals and a Michigan Technical Education Center. n Comprehensive educational programming including pre-collegiate experiences, university transfer and career preparation programs, bachelor-degree completion and graduate degree programs, workforce training, professional education and certification, and continuing education and enrichment opportunities. n This semester, more than 20,000 students pursuing degree-credit coursework. n The largest grantor of associate degrees in Michigan. Ranked nationally in the top two percent in the number of associate degrees awarded by community colleges. n Nationally recognized for effective workforce development programs. z In May 2013, completed a program funded by a $4.9 million federal grant to retrain and place displaced workers, exceeding objectives and training 2,558 individuals, 145 percent of goal. z In September 2013, awarded a $24.9 million federal grant to lead a coalition of eight Michigan community colleges to train displaced workers to fill advanced manufacturing jobs identified by local employers. n More than 3,000 students pursuing bachelor-degree completion and graduate degree programs through partnerships with 11 senior institutions at the college s University Center. n Provides state-of-the art facility for doctors-in-training through an expansion site of the Michigan State University College of Osteopathic Medicine, located at the Macomb University Center. n Provides motivated high school juniors and seniors the opportunity to get a head start on their college education through the Early College of Macomb with more than 500 students participating and earning college credit while in high school. n Established the Center for Innovation and Entrepreneurship to provide students and community members with a one-stop resource for entrepreneurship education and training, mentorship for startups and existing small business, and access to capital. z Introduced the Innovation Fund Macomb Community College, Powered by JPMorgan Chase &Co., to provide valuable capital to entrepreneurs at that pivotal time in business development between family and friends funding and the ability to attract mainstream financial investor support, and to provide unique learning experiences for Macomb students.

Message from the President At Macomb Community College, planning for the future isn t a mysterious process centered on crystal ball gazing.

Planning at Macomb is also about assessing and adjusting to sometimes rapidly changing environmental conditions.

Macomb s approach to planning is a comprehensive collection of ongoing activities and processes to systematically coordinate and align our resources and actions with the College s

Everything is tied back to Macomb s mission, which is directly linked to our three institutional priorities: student success, efficiency and effectiveness, and community

And, while we take a long-term view to create a meaningful framework in which to work and we develop annual plans tied directly to our priorities, the College is always actively

3 Message from the President At Macomb Community College, planning for the future isn t a mysterious process centered on crystal ball gazing. Instead, planning is a disciplined process to set priorities, focus energy and resources, and establish agreement about intended outcomes. Planning at Macomb is also about assessing and adjusting to sometimes rapidly changing environmental conditions. Our process is not confined to solely engaging our internal stakeholders of faculty and staff, but also encompasses and pursues input from students and community members. Macomb s approach to planning is a comprehensive collection of ongoing activities and processes to systematically coordinate and align our resources and actions with the College s mission: education, enrichment and economic development. Everything is tied back to Macomb s mission, which is directly linked to our three institutional priorities: student success, efficiency and effectiveness, and community engagement. And, while we take a long-term view to create a meaningful framework in which to work and we develop annual plans tied directly to our priorities, the College is always actively monitoring the environment to validate trends as well as identify emerging opportunities and issues. We recognize the value of preparing for the future as well as the equal importance of being responsive to continually changing conditions in the short term. This commitment to marrying a longer-term outlook and planning with active, ongoing monitoring equips Macomb with the tools to make thoughtful, rapid course corrections. This is key to maintaining the College s relevancy and delivering on our promise of education, enrichment and economic development that positions Macomb County and its residents for success. James Jacobs, Ph.D.

4 College Planning Process VISION f MISSION f MISSION STRANDS f ENVIRONMENTAL ASSESSMENT f PLANNING ASSUMPTIONS f INSTITUTIONAL PRIORITIES f STRATEGIC PLAN

Macomb s planning philosophy is forward-looking and responsive to its changing environment.

the way in which the College fulfills its mission.

for annual operational planning across the organization, including the allocation of resources.

as the basis for identifying our institutional priorities, strategic goals and objectives.

process and provides input (July 2014) n Review of Guiding Principles (September December 2014) n Environmental scanning to

2015) n College community participates in environmental scanning workshop (February 2015) n Report developed capturing

understand their perceptions (February 2015) n Planning Survey administered to Board of Trustee members, community leaders,

5 Macomb s planning philosophy is forward-looking and responsive to its changing environment. The information included in this plan is the result of more than a year of college and community-wide engagement and outlines the way in which the College fulfills its mission. It articulates shared institutional priorities, establishes the overall direction for the College and provides a framework for annual operational planning across the organization, including the allocation of resources. Information collected throughout the process provides a foundation to explore the institution s future direction and serves as the basis for identifying our institutional priorities, strategic goals and objectives. From July of 2014 through December of 2015, the following activities where conducted: n Board of Trustees supports planning process and provides input (July 2014) n Review of Guiding Principles (September December 2014) n Environmental scanning to identify trends, events and changes that could potentially impact the College s operating environment (November 2014 January 2015) n College community participates in environmental scanning workshop (February 2015) n Report developed capturing workshop content (April 2015) n Macomb Opinion Survey administered to approximately 400 community members, designed to understand their perceptions (February 2015) n Planning Survey administered to Board of Trustee members, community leaders, administrators and staff to gather information to inform the planning process (October 2015) n Student input gathered in numerous ways through surveys and focus groups associated with a variety of College initiatives to ensure our priorities adequately reflect the needs of Macomb students (September 2014 December 2015)

Institutional Priorities STUDENT SUCCESS Goal Provide learning opportunities and support services that enable students to achieve their educational goals.

Ensure accountability through active and continuous data analysis of student persistence, course completion, degree attainment and support services n Ensure an educational continuum that supports

learning EFFICIENCY AND EFFECTIVENESS Goal Evaluate and manage processes and resources to ensure sound fiscal stewardship of community investment while sustaining a relevant and comprehensive

Objectives n Ensure continuous process and systems improvements n Use technology to develop innovative approaches to teaching, learning and support services n Recruit and retain diverse faculty and

6 Institutional Priorities STUDENT SUCCESS Goal Provide learning opportunities and support services that enable students to achieve their educational goals. Objectives n Improve persistence, course completion and degree attainment resulting in achievement of educational goals n Develop and implement strategies and models to improve student success n Ensure accountability through active and continuous data analysis of student persistence, course completion, degree attainment and support services n Ensure an educational continuum that supports smooth transitions from K 12 to Macomb and that focuses on pathways from Macomb to other institutions n Support strategies and practices proven to promote quality teaching and increased student learning EFFICIENCY AND EFFECTIVENESS Goal Evaluate and manage processes and resources to ensure sound fiscal stewardship of community investment while sustaining a relevant and comprehensive educational institution. Objectives n Ensure continuous process and systems improvements n Use technology to develop innovative approaches to teaching, learning and support services n Recruit and retain diverse faculty and staff and support their professional and personal development n Investment in facilities and equipment to ensure an effective teaching and learning environment that prepares students for advanced education and workplace success n Encourage data-driven decision-making to ensure continuous improvement, greater effectiveness, and accountability in student learning and administrative outcomes n Improve communication and collaboration between faculty, staff and students n Maintain a strategic approach to budgeting that aligns planning with revenue allocations n Identify other sources of revenue to support the institution beyond traditional funding sources

COMMUNITY ENGAGEMENT Goal Strengthen partnerships and increase

a key role in driving dialogue and developing new approaches to address

Objectives n Enhance outreach efforts with community partners to meet the

other post-secondary institutions to strengthen transfer pathways to

preparation for college n Strengthen relationships with business and

n Present meaningful cultural and arts experiences to support learning and

7 COMMUNITY ENGAGEMENT Goal Strengthen partnerships and increase collaboration to better anticipate and respond to community needs, playing a key role in driving dialogue and developing new approaches to address emerging needs. Objectives n Enhance outreach efforts with community partners to meet the needs of an increasingly diverse population n Expand partnerships with other post-secondary institutions to strengthen transfer pathways to advanced degrees n Partner with K 12 to strengthen students academic preparation for college n Strengthen relationships with business and industry to more closely connect education and training to workplace needs n Present meaningful cultural and arts experiences to support learning and enrichment for community members of all ages n Enhance the entrepreneurial ecosystem in the region n Pursue stable funding sources by engaging voters and taxpayers

NO SNOW REPLACE PHOTO The Board of Trustees, as the elected voice of the community, is committed to achieving the Vision and Mission of Macomb Community College.

8 NO SNOW REPLACE PHOTO The Board of Trustees, as the elected voice of the community, is committed to achieving the Vision and Mission of Macomb Community College. The Core Values, Organizational Philosophy and Institutional Priorities contained in this booklet provide evidence of the Board of Trustees desire to govern the College in the best interests of its students and the community it serves. The Board affirms its commitment to these Guiding Principles and supports the actions necessary for the College to continue to enhance both individual growth and social advancement. Approved by the Board of Trustees, March 15, 2016 Board of Trustees Jennifer Haase Residence: Richmond Office: Chairperson Term Expires: Dec. 31, 2020 Frank Cusumano Residence: Macomb Township Office: Vice Chairperson Term Expires: Dec. 31, 2020 Katherine Lorenzo Residence: Clinton Township Office: Secretary Term Expires: Dec. 31, 2022 Roseanne DiMaria Residence: Eastpointe Office: Treasurer Term Expires: Dec. 31, 2018 Kristi Dean Residence: Shelby Township Office: Trustee Term Expires: Dec. 31, 2022 Joseph DeSantis Residence: Sterling Heights Office: Trustee Term Expires: Dec. 31, 2018 Vincent Viviano Residence: Shelby Township Office: Trustee Term Expires: Dec. 31, 2020

Guiding Principles for Macomb Community College VISION Macomb

education and the community s preferred choice for lifelong learning,

MISSION As a publicly funded and community-based institution of higher

of high-quality educational, enrichment and economic development

program completion, graduation, transfer, advanced degree attainment

ENRICHMENT Provide personal enrichment experiences through cultural

9 Guiding Principles for Macomb Community College VISION Macomb Community College will continue to be a recognized leader of higher education and the community s preferred choice for lifelong learning, cultural enrichment and community development opportunities. MISSION As a publicly funded and community-based institution of higher education, Macomb Community College provides a comprehensive program of high-quality educational, enrichment and economic development experiences designed to promote student success, individual growth and social advancement. MISSION STRANDS EDUCATION Provide a learning environment that promotes program completion, graduation, transfer, advanced degree attainment and career success. ENRICHMENT Provide personal enrichment experiences through cultural and arts programming. ECONOMIC DEVELOPMENT Provide education, training and support in developing a skilled workforce and in fostering entrepreneurship to cultivate southeast Michigan s economic vitality.

Core Values Since Macomb Community College s founding more than half a century ago, it has developed into a trusted and indispensable community resource.

EXCELLENCE n In all learning experiences n In governance and management systems n In individual and group performance n In financial stewardship CONTRIBUTION n To the expanding body of knowledge n To

10 Core Values Since Macomb Community College s founding more than half a century ago, it has developed into a trusted and indispensable community resource. The following values represent the College s deeply held beliefs. EXCELLENCE n In all learning experiences n In governance and management systems n In individual and group performance n In financial stewardship CONTRIBUTION n To the expanding body of knowledge n To the advancement of our professional knowledge and development n To the enrichment of our society and the economic vitality of our community LEADERSHIP n In creating a shared vision and mission n In acting with integrity and professionalism n In serving the community n In encouraging an environment of transparency and accountability n In establishing collaborative purpose, direction and action INNOVATION n In inspiring creativity and peak performance n In generating momentum for advancement and continuous improvement n In strategically shaping the future RESPONSIVENESS n To changing environments n To current and emerging students and community needs n To the capacity of human and technological potential DIVERSITY n In engaging the community as members of a multicultural world n In welcoming the diversity of faculty, staff and students n In supporting respect, fairness, dignity and equality for all individuals n In promoting an inclusive environment that celebrates differences in thought, background, life experiences and varied cultural perspectives

Organizational Philosophy Our Organizational Philosophy supports the College s Vision, Mission and Core Values by defining shared beliefs and behaviors that shape and sustain our culture.

It is based upon a holistic perspective and provides a foundation for the development of College policies, procedures and standards.

Similarly, we realize that the College is a part of a broader community and, as a result, understand how our collective actions affect the well being of the community we serve.

11 Organizational Philosophy Our Organizational Philosophy supports the College s Vision, Mission and Core Values by defining shared beliefs and behaviors that shape and sustain our culture. This statement of philosophy offers guidance on how we should interact with each other and those we serve. It is based upon a holistic perspective and provides a foundation for the development of College policies, procedures and standards. We recognize the importance of the various components of the College and value the contribution each area makes in shaping the organization as a whole. Similarly, we realize that the College is a part of a broader community and, as a result, understand how our collective actions affect the well being of the community we serve. RESPECT We value one another s contributions and strive to cultivate a respectful environment. We encourage multiple views and ideas within our college community, recognizing the importance of varying perspectives for institutional success. INTEGRITY We act with integrity, striving to be open and honest in our interactions, exercising fair judgments and honoring our commitments. We demonstrate that we are responsible stewards of the resources and trust granted to us by the community we serve. COMMUNICATION We recognize the important role that communication plays in fostering understanding and credibility both within our organization and externally with our constituencies. We aim for accuracy, clarity, transparency, insight and courtesy in all forms of communication. SERVICE We believe that as individuals we contribute to the success of the College and that through our daily actions we affect the overall quality of experiences and perceptions of the College. We support professional standards for service to students and constituents while reinforcing these standards through training programs and performance measures. EMPOWERMENT We broadly share with each other our College s Mission, Core Values, Organizational Philosophy and Institutional Priorities so that we have a clear sense of our roles, responsibilities and timelines. We support innovation and flexibility as essential ingredients for institutional renewal, and we foster a climate of achievement by creating opportunities for continuous learning and professional development. INCLUSIVENESS We value and respect individual differences and strive to cultivate an inclusive, accessible, diverse and welcoming environment. We work to increase awareness and understanding of different cultural context among staff, students and community, and seek to develop curriculum and support services through a multicultural lens.

12 Macomb Community College Locations 26 MILE M-53 WOODWARD TO PONTIAC 12 MILE DEQUINDRE M MILE 15 MILE 14 MILE CHICAGO RD. 13 MILE 8 MILE MOUND RD. I-696 VAN DYKE M-TEC HOOVER CLINTON U TICA ROAD SCHOENHERR BUNERT HAYES R IVER R D CENTER CAMPUS. SOUTH CAMPUS GARFIELD RD. 21 MILE HALL ROAD (M-59) 19 MILE CANAL RD. GROESBECK (M-97) TO DETROIT EAST CAMPUS GRATIOT (US-25) MASONIC I-94 TO PORT HURON EXIT 241 EXIT 240 N S SELFRIDGE ANGB 3/16 Center Campus Garfield Road Clinton Township, MI South Campus E. 12 Mile Road Warren, MI East Campus Dunham Road Clinton Township, MI Michigan Technical Education Center (M-TEC sm ) 7900 Tank Avenue Warren, MI _17 REV 2-17

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