Mohawk Valley Community College
Planning Overview

At Mohawk Valley Community College, strategic planning is a dynamic, adaptive process shaped by the reality that we operate in an environment of constant change. Social, technological, economic, educational, and political forces are evolving rapidly, and we recognize that yesterday’s solutions may not meet tomorrow’s challenges. Rather than anchoring our plans in fixed long-term assumptions, we emphasize continuous environmental scanning and responsiveness to emerging trends through our HawkVision group. This proactive approach ensures that we remain attentive to external signals and grounded in the real-time needs of our students, community, and workforce.

 

Our annual planning efforts are framed within a clear and consistent strategic architecture built on five enduring pillars.

1.     Increase student completion
2.     Strengthen the educational pipeline
3.     Advance diversity, equity, and inclusion
4.     Develop the workforce and community
5.     Improve operational excellence

These pillars provide cohesion and direction, while allowing enough flexibility for each year’s tactics and resource allocations to reflect current conditions. This balance between structure and adaptability ensures MVCC remains mission-driven, forward-looking, and deeply aligned with the evolving context in which we serve.

Annual Plan 2025-2026
 
1.    Increase Student Completion

1A. Increase 2- and 3- year graduation rates
·       Develop department-level supports to provide targeted academic advising and student success resources.
·       Create faculty-led early intervention systems to identify and support at-risk students.
·       Increase collaboration between STEM faculty, Business faculty and Career Services to host career readiness events.
·       Strengthen academic supports to increase and improve early annual registration rates, timely placement testing, and use of established academic support services (e.g. tutoring and supplemental instruction) (SA)

1B. Increase persistence momentum Fall-Spring and Fall-Fall
·       Expand mental health and wellness services, including counseling and referrals. (SA)
·       Expand early intervention strategies and student outreach through coordinated financial literacy coaching, campus policy and resource education, and enhanced Care Team protocols to reduce student barriers and support a proactive college culture. (SA)

2.    Strengthen the Educational Pipeline

2A. Increase the six-year student success rate Strengthen Transfer and Articulation Agreements by building clear pathways K-12/Dual Credit and Free FastTrack courses through Bachelor’s Degree or Career

2B. Increase the number of students that transfer and complete bachelor’s degrees within 6 years
·       Establish and operationalize a strategic enrollment management plan and process inclusive of key College representatives with clarity of mission, roles, and outcome accountabilities. (PO, AA, and SA)
·       Operationalize Customer Relationship Management (CRM) system Ellucian Advise to expand and refine advising impact on transfer and four-year degree success. (SA)
·       Improve transfer interest and success by expanding the nature and number of dedicated transfer events. (SA)

2C. Strengthen dual credit pathways
·       Host financial aid workshops for high schools, campus, and community partners. (SA)
·       Enhance BOCES and K-12 pathway programs, increasing application yield rates. (SA, others?)
·       Operationalize Customer Relationship Management (CRM) system Element 451 to expand and refine recruitment, marketing, and communication. (PO, SA)

3.    Advance Diversity, Equity, and Inclusion

3A. Increase the number of students who report that they feel their needs are met at MVCC
 ·       Create training/workshops/presentations for students on civility to promote respect, empathy, and inclusion.
·       Scale the number of student diversity dialogues.
·       Create awareness through programming about neurodivergence and learning.

3B. Ensure equitable outcomes for all students
·       Expand direct student support services to remove non-academic barriers for economically vulnerable students. (SA)
·       Strengthen intervention pathways for students to minimize behaviors that lead to academic risk, with a specific focus on scalable systems that empower those on academic probation to succeed. (SA)
·       Expand data analysis to develop specific action plans and interventions.

4.    Develop the Workforce and Community

4A. Increase the percentage of graduates employed in their field of study
·       Refine curricula in to address current workforce demands in the region.
·       Increase applied learning opportunities through job shadowing and site visits.
·       Maintain and develop partnerships with regional employers to create internship and workforce training opportunities for students.
·       Collaborate with local businesses to design and implement workforce training programs that align with community needs.
·       Develop and implement phase one of the ONRAMP (One Network for Regional Advanced Manufacturing Partnerships) initiative.

4B. Increase average graduate earning post-graduation
·       Embed structured career coaching to assist undecided students with navigating their academic pathways. (SA)
·       Increase career education integration into academic courses. (SA)

5.    Improve Operational Excellence

5A. Strengthen the overall stability and financial health of the College.
·       Engage in the Self-Study process for the Middle States Accreditation process.
·       Adapt processes to account for changes to Direct Service Provider, Pre-Employment Transition Services, Apprenticeship and other SUNY grant programs.

5B. Increase the percent of students satisfied with the overall experience at MVCC
·       Provide IT solutions and proactive support to reduce technical barriers and create a seamless, accessible, and empowering environment for all students.(AS)
·       Maintain College buildings, equipment and infrastructure, including additions and modifications to existing buildings, in a way as to maximize the overall college experience for students, faculty and staff. (AS)
·       Expand financial literacy programming for students, creating comprehensive, real-time, and individually tailored messaging and education. (SA)
·       Develop and implement a communication plan to improve clarity and accessibility of student-facing communications including review of Student Affairs website content, enhanced visibility of student conduct expectations, and partnership with Student Congress and residence life staff to amplify critical messaging across digital and peer-led platforms. (SA)