Vision 2020 Outcomes

Vision 2020: What is it and how was it created?

Mid Michigan College set forth its Strategic Plan for 2016-2020, Vision 2020. This plan was based on evidence and built on the foundation of the College’s first 50 years. The Vision 2020 aspirations and objectives intended to build a bridge to the College’s place in the 21st century. For each of the plan's four years, Mid identified specific measurable targets that were ambitious but achievable.

Vision 2020 integrated the recommendations of many individuals and groups. Input from advisory councils, academic and administrative departments, and the committees and councils of our shared governance system broadened the vision. The Plan was further enhanced by the thoughtful contributions of more than 200 individuals who participated in focus groups related to the 2015 Campus Master Plan.

Vision 2020 reinforced the College's commitment to the College’s four enduring goals and the plan was organized around them:

  • Encouraging Student Success
  • Engaging the Community
  • Enhancing Employee Impact
  • Ensuring Institutional Effectiveness

Watch our Outcomes and Achievement Video to learn more about what was accomplished during the course of Vision 2020.

Full-Length Video

Short Video

Read about some of our key achievements during Vision 2020

Engaging the Community

Mid seeks to be a significant organization within the communities it serves.

Expand Key Partnerships Since Vision 2020, new partnerships have begun and existing partnerships have grown. Mid has expanded its service to regions outside its original service district and strengthened relationships with off-site course providers in Huron, Tuscola, Gratiot, and Mecosta Counties. It's also strengthened relationships with the Central Michigan Manufacturers Association and MSU Extension.
Engage Community Members in Lifelong Learning Since the revitalization of Lifelong Learning classes at Mid, offerings have grown to over 70 annually. More than 1,500 registrations for these offerings occurred during the life of Vision 2020.
Contribute to the Workforce and Economic Development of the Region Enrollment in Corporate and Rapid Trainings, along with professional workshops increased by 191 people during Vision 2020.
Ensure Mid Michigan College Foundation Supports Key Objectives Full Time Foundation staff were hired during Vision 2020 to increase awareness, participation, and engagement of alumni and friends of the College. The Poet Family Outdoor Education Center on the Harrison Campus came to fruition in part because of the contributions of Mid's Foundation.
Share the College's Story with the Community The College is regularly featured by local and State press. The number of press releases in 2019 (116) more than doubled the number in 2015.

Encouraging Student Success

While Mid can take pride in its long-standing commitment to student success and to its documented achievements, much work remains. Challenges to student success can be found, and must be addressed, throughout the student experience. Opportunities for improving student success can be organized in a five-part spectrum – Enrollment, Developmental Education, Progress, Transfer and Completion, and Workforce Readiness.

Enrollment: New Onboarding and Retention Model Mid reorganized all of its student onboarding and retention efforts during Vision 2020 and created its Mid Mentor team. Since 2015, the percent of applicants enrolling in courses has increased by 5.6%.
Enrollment: New Student Orientations Created Mid launched new interactive orientation sessions for all first time freshmen and transfer students during Vision 2020. These orientations help students acquaint themselves with Mid and set them up for greater College success. Since their launch in 2017, over 2,700 students have attended orientation sessions.
Enrollment: Dual Enrollment Services Annually, Mid serves over 1,200 dual enrolled students from over 50 Michigan high schools. At the end of Vision 2020, 26.6% of all Mid students were dual enrollees - a 6% increase since 2015. Mid also increased the partnerships with area high schools and RESDs/ISDs, as well as the off-campus course offerings at these partner sites.
Enrollment: Online Offerings Between 2015 and 2019, annual enrollment in at least one online course increased by 479 students, an 18.6% increase. In the last year alone, online enrollment increased by 9.9%.
Enrollment: New Paths to Degrees with CMU A collaborative effort to support students who did not meet Central Michigan University's standard admissions criteria launched in 2017. Since then, nearly 150 students have participated in the Chippewa Achieve Program (CAP). Students take a full load of courses at Mid Michigan College while they live at CMU. Upon successful completion of courses at Mid, CAP students are fully accepted at CMU. Data indicates that CAP participation removes the statistical disadvantage for students based on their high school GPAs.
Placement & Developmental Education: Reduce Non-College-Level Course Taking Since moving to its new placement methodology based on multiple measures vs a single Accuplacer test, there have been significant increases in students entering College-level courses. The increase in English courses is 15% and in math, it's 17%. Academic performance has remained stable, indicating that students are doing just as well under this new system.
Placement & Developmental Education: TRIO SSS Annually, Mid's TRIO Student Support Services program serves 140 students. Each year of the five-year grant cycle, the TRIO SSS program has exceeded its benchmarks. Most recently, 95% of our students are in academic good standing, 85% persist from Fall to Fall, 64% graduate, 37% graduate and transfer to a four-year institution, and average GPA is 3.17, all of which are considerably higher than the general Mid student population. Given the persistence rate, TRIO SSS students generate an additional $123,530-$207,799 annually, depending on in-district vs. out-of-district tuition compared to the general Mid student population.
Progress: Improved Student Communications/Awareness During Vision 2020, myMid, a mobile-friendly web destination, launched. This web area arranges key information for students in one place and organizes content in a student-friendly way. Last year, myMid had more than 280,000 visits.
Progress: Assisting with Non-Academic Barriers During Vision 2020, Mid formalized a Wellness department and increased offerings for students. Over 30 wellness events were offered in 2019 alone. Over 50 faculty and staff are trained Safe Zone Allies. Over 100 wellness-related concerns were responded to in 2019.
Progress: Supporting Diverse Learners During Vision 2020, the College launched LUCES courses to support a variety of learners. LUCES sections serve between 250-700 students annually. Its sheltered-content teaching model reduces the statistical disadvantage for its students who perform nearly as well academically as the general Mid population.
Progress: Combatting Food Insecurity Since the Campus Cupboard food pantries launched in 2018, 404 students and family members have been served and 3,765 items have been distributed.
Progress: Academic Assistance In 2019-20 alone, 1,840 student participated in Writing and Reading Center consultations and 1,100 attended supplemental instruction. Students using these and other Learning Services average 1/2 letter grade higher in coursework.
Progress: Co-curricular Activities and Athletics Growth Athletic offerings have grown from 2 to 8 sports and from 25 to 100 student-athletes during Vision 2020. Over 50% of Mid's student-athletes successfully transfer or graduate, a higher rate than the general population. Mid's chapter of Phi Theta Kappa (the International Honor Society of Two-Year Colleges), inducts 23% of eligible students--the third highest engagement in the State.
Transfer and Completion: Maintaining Academic Momentum Since 2015, the average credits taken by first time freshmen, returning and transfer students has increased by 1/2 credit. All orientation and materials provided to students reinforce the value of taking 15 credits a semester or 30 credits annually in order to complete on time.
Transfer and Completion: Guided Pathways Mid became one of the first College's in Michigan to join the Guided Pathways initiative. Since that time, 66 pathways have been developed and launched. The College has created "Areas of Interest" to capture and categorize these pathways, allowing students to better understand how their academic pursuits connect to their future career or transfer plans.
Transfer and Completion: Empowering Learnings with Planning Tools The Plans App was developed to support students in their own learning, allowing them to interact with Mid's Guided Pathways in a web app. Since 2019, over 2,000 students have created plans, and over 550 of those have been approved by Mid Mentors.
Transfer and Completion: Improved Career Services From 2018-19 to 2019-20, career services doubled student contacts, from 300 to 600 and increased participation by both employers and job seekers at its annual career fair.
Transfer and Completion: Increased Internship Opportunities Since March, 2017, when the internship system was adjusted, there have been annual increases in student interns, placement sites, and courses offering internships. Since 2017, 119 Students have been placed in internships.
Transfer and Completion: Supporting Students Close to Completing Mid launched a Degrees When Due campaign to support students who had nearly completed a degree but did not finalize graduation. Over 600 past Mid students were engaged in this program, with 10 completing their degrees as a result.
Transfer and Completion: Auto-Awarding Degrees Mid has entirely changed its process for awarding degrees. Instead of requiring students to apply for graduation (and know whether or not they are eligible to complete a credential), the College now runs an academic audit to identify degree completers, and students are alerted that they are eligible for a degree. Not only does this eliminate a barrier for students, it fosters greater degree completion.

Enhancing Employee Impact

Mid Michigan College is committed to strengthening the impact and effectiveness of our work.

Improve Hiring, Training, and Equitability for Employees Since the start of Vision 2020, the HR department at Mid has launched a new online hiring platform to expand access to quality applicants and to improve the overall hiring experience. It has launched a New Employee Onboarding process to train new employees and welcome them to the College team--over 300 people have participated in this onboarding so far. An internal evaluation of employment compensation was completed with the assistance of a consulting firm, resulting in new alignment of roles and responsibilities and a point factoring system. To strengthen employees' wellbeing, the College launched its HelpNet offerings as part of each employee's benefit package.

Ensuring Institutional Effectiveness

Mid is committed to access, affordability, accountability, and transparency in its decision-making and actions.

Transparency: Shared Governance Having grown from the Involvement Task Force's work in 2014, Shared Governance at Mid now engages 125 people annually in decision-making. This includes all employee groups and students who serve as committee representatives.
Accountability: Living our Mission Approximately 75 Mid employees participated in developing the College's Core Values. Shared Governance teams assisted in developing a new mission statement. Both of these changes launched in 2018. New mission statement: "We develop knowledge and ability to empower students and transform communities." New Core Values: People, Integrity, Learning, Community, and Excellence.
Accountability: Harrison Facility Renovations Learn all about the effort to rightsize our Harrison campus and maximize its impact and efficiency on the Project Website
Accountability: College Name and Brand When Mid Michigan Community College changed its name to Mid Michigan College, it also launched an effort to reinvigorate its brand. In finalizing the College's updated logo, 628 students and 184 employees provided guidance.
Accountability: Make Data-Informed Decisions A formalized Institutional Researcher position was created during Vision 2020. This position oversees the College's data reporting requirements, and it supports employees in the College with their reviews and initiatives. Recent projects where IR played a role are the data and analysis provided for "Degrees When Due", the TRIO SSS grant renewal, and statistical modeling to predict enrollment.
Accountability: Ensure the Safety and Security of Campus Visitors, Students, and Employees New security protocols were put into effect during Vision 2020, including creating a dedicated team of safety and security personnel on each campus.
Access for All Learners: Online Learning Online offerings in 2018-19 included 18 more courses and 40 new course sections compared to 2015-16.
Access for All Learners: Accessible Digital Content A task force was created during Vision 2020 to ensure compliancy and excellent in developing accessible web and digital content. Video captioning was added, new policies related to creating web-accessible content were enacted, and the College's website was revised to ensure accessibility. More work and information about the College accessibility project can be found on its Accessibility Pages.
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