| January 2026 |
Appointment of Strategic Planning Leadership Team (SPLT) co-chairs and issuance of
an RFP for a Strategic Planning Consultant. |
Not yet engaged. |
Strategic planning governance launch and RFP issued. |
| February 2026 |
Announce committee membership to the College community. |
Not yet engaged. |
Committee membership communicated to the campus community. |
| March 2026 |
Committee recommends Strategic Planning Consultant to the President and ELT; President
and ELT select Strategic Planning Consultant. |
Proposal is under review; upon selection, CBT transitions into project startup activities
identified in Stage 1. |
Consultant selected and transition into project initiation. |
| April - June 2026 |
Following consultant selection, MCC leadership, SPLT, and project participants engage
in startup coordination and preparation for formal project launch activities |
Phase 1: Project Initiation, Startup, and Strategic Framing: contract execution; pre-planning coordination; review of institutional plans, data,
and strategic materials; confirmation of governance, communications, engagement approach,
meeting cadence, project timeline, and preparation for June 16 kickoff activities |
|
| June 2026 |
Committee confirms stakeholder and focus group structure in consultation with President
and ELT |
Phase 1 transitions into Phase 2 as CBT supports engagement design, stakeholder mapping, outreach planning, and preparation
for discovery activities |
Stakeholder engagement approach finalized and discovery launched |
| June - December 2026 |
Quantitative and qualitative data collection occurs including document review, surveys,
focus groups, interviews, and open forums; key findings shared with the College community |
Phase 2: Discovery, Analysis, and Organizational Sensing: environmental scanning; benchmarking; institutional review; surveys; interviews; listening
sessions using SOAR framework; stakeholder engagement; synthesis of findings using
the AACC Resilient by Design framework |
Environmental Scan; stakeholder findings; engagement summaries; synthesis materials;
findings communicated to the College community |
| January - February 2027 |
MCC leadership, SPLT, and planning participants review findings and engage in synthesis
discussions leading toward recommendations |
Phase 3: Synthesis, Strategic Priorities, Strategic Plan Development, and Implementation
Framework: facilitated synthesis sessions; development of draft strategic priorities, goals,
strategies, success measures, and implementation considerations |
Draft strategic framework; preliminary goals and strategic priorities prepared for
leadership review |
| March 2027 |
Committee advances recommendations to President and ELT |
CBT supports refinement of strategic priorities and prepares materials to inform leadership
recommendations |
Strategic recommendations advanced for leadership consideration |
| May 2027 |
Strategic priorities finalized in consultation with President and ELT |
Draft Strategic Plan refined and aligned with leadership direction and institutional
planning priorities |
Strategic priorities finalized and incorporated into draft Strategic Plan |
| June 2027 |
Strategic Plan proposal presented to the MCC Board of Trustees for first read |
Draft Strategic Plan refined and aligned with leadership direction and institutional
planning priorities |
Strategic priorities finalized and incorporated into draft Strategic Plan |
| July 2027 |
Leadership and planning participants review Board and stakeholder feedback and finalize
plan content |
Final revisions and implementation planning support |
Final Strategic Plan prepared for Board approval |
| August 2027 |
Board approves Strategic Plan and plan is shared with the College community |
Phase 3 culminates in final plan support |
Board-approved Strategic Plan; implementation framework; communication and activation
support |
