MCC Strategic Plan 2025-2030

Strategic Plan

McHenry County College's Strategic Plan 2025-2030 outlines key priorities aimed at advancing the mission of McHenry County College through a focus on our people, our craft, and our students.

While our mission and the solid system of values and priorities remain steadfast, the everchanging landscape of education requires us to continue our resilience, adaptability, and proactivity in responding to new opportunities that emerge. This planning roadmap will also strengthen MCC’s foundation, allowing us to further embrace the resilience needed to adapt to change.

McHenry County College faculty, staff, and administration are committed to achieving the following adopted Mission, Vision, Values, Focus, and Priorities for 2025-2030. These core elements reflect the central focus of our institution and its people, specifically:

  • Providing wraparound support and encouragement to both students and employees through the continuation of hospitable work practices and expansion of student resource access.
  • Growing programs and pathways, as well as expanded degree and credential options.
  • Leveraging technology through safe, secure, and accessible practices.
  • Creating a safe, inclusive, and welcoming environment for all.
  • Gathering a greater ability to produce given the quick-changing needs of our community.
  • Developing collaborations to support programs and services.
  • Building a culture of excellence through our people.
  • Growing employee knowledge and expertise through relevant educational resources.
  • Enhancing consistent internal communication across and at different levels of the institution.
  • Reaching students in relevant and visible ways.

Together, these collective priorities will enhance our learning environment, support the well-being of all constituents, and position the College for continued success.

MCC 2025-2030 Priorities

Our People

  • Expand opportunities for hospitable work and employee well-being.
  • Enhance employee onboarding and orientation practices.
  • Increase employee and skills development programs for individuals at all levels of the institution.
  • Provide employees with clear, consistent information, as well as channels for giving input.
  • Set and communicate clear expectations.
  • Grow employee-supervisor relationships.
  • Increase employee recognition and engagement activities to help individuals feel included.
  • Continue focus on growing relationships with key community partners and constituents.

Our Craft

  • Seize new opportunities that align with the College mission.
  • Expand programs to anticipate and meet workforce and community needs.
  • Broaden teaching and learning approach to better connect work to learning.
  • Expand definition of “students” to include learners with a variety of personal, educational, and professional goals.
  • Streamline processes to improve efficiency and create quicker impact.
  • Make technology work for the institution by leveraging its benefits for both the classroom and institutional processes.

Our Students

  • Grow programs that support our most vulnerable student populations.
  • Expand opportunities for student well-being and support.
  • Expand student access to resources that address their basic needs.
  • Ensure all students have access to the same services and resources.
  • Expand access and disability services to those who need them.
  • Create more viable pathways for students to take.
  • Leverage new tools/channels to consistently communicate important college information.