KPI Progress

Strategy 2

Academic Programs & Workforce Develpoment Partnerships

2.1

Increase college readiness of Mohave County prospective students.

2.2

Improve student preparedness for careers and community engagement by expanding experiential learning opportunities with the support of external partnerships.

2.3

Enhance alignment of program growth and development with regional workforce and educational attainment needs through strengthened partnerships.

2.4

Implement academic planning and delivery models that address the scheduling, modality and program needs of the students we serve.

2.5

Promote a culture of faculty development supporting student achievement and program needs of the students we serve.

Strategy 3

Holistic approach to student success

3.1

Increase fall to spring and spring to fall persistence for new and returning students.

Persistence is measured by tracking students from one term to the next.

3.2

Increase Fall-to-Fall retention of credential-seeking new students.

3.3

Increase program/credential completion of new students (100%, 150%, 200%).

New student cohort 2021-2022 is reporting against the most recent completed year 2023-2024.

3.4

Increase transfer-out rates for continuing educational attainment.

3.5

Implement a plan to increase program/credential completion for students who historically have had lower program/credential completion outcomes.

Strategy 4

Foundations of Organizational Success:

Technology, Facilities, Personnel Resources

4.1

Enhance employee capacity by supporting the achievement of annual professional development goals.

4.2

Create a consistent learning environment that offers faculty, staff and students the same tools, equipment, and software using platform agnostic hardware and software, remote communication tools, and mobile technology.

4.3

Minimize the college’s vulnerability to cybersecurity threats.

4.4

Develop and implement an annual budget process that provides resources aligned with the strategic plan and allocated to support efficient, sustainable management of strategic priorities.

4.5

Enhance data-driven decision making by developing and implementing a college-wide data governance plan addressing data standards, integrity, and access.

4.6

Develop a college-wide facilities master plan that emphasizes design of ideal learning and working environments, sustainability and conservation practices, and capital resource stewardship.

4.7

Develop a college-wide branding and marketing plan to support enrollment, institutional image and competitive position.

Strategy 1

ENROLLMENT FOR ALL

1.1

Increase the community college-going rate for students in the MCC service area.

Community college going rate is defined as a percent of Mohave county high school graduates enrolled at MCC within 12 months after graduating.

1.2

Implement a plan to increase access for students who historically have had lower enrollment rates.

1.3

Increase the enrollment of occupational learners in programs with industry-recognized credentials.

The scope of programs applicable to this objective was broadened for Year 3 to align with a list of CIP codes for classification as career and technical education (CTE) that the Arizona Department of Education has published for the 2023-2024 year.

1.4

Increase enrollment of high school learners via innovative dual, concurrent and early start offerings.