We envision a campus culture that models workplace excellence and functions with accountability, teamwork, and ownership at every level of the organization.
• To develop a clear description of MCC’s identity and to promote that identity across all campus areas.
- Continue development of promoting MCC’s identity across all campus areas.
- Complete the Core Values Display in Coffin Hall.
- Continue holding orientation meetings with new employees and the president.
• To promote a respectful climate of mutual support and trust among the MCC community.
- Continue Updating the faculty/staff section of the MCC website.
- Continue the monthly Focus at the President’s TEAM meeting covering topics relevant to the MCC community.
• To promote an environment where it is an honor, a privilege, and a pleasure to serve our students and constituents.
- Continue the implementation of the evaluation process that reviews the campus culture of campus events and of various mediums of communication, whether written or verbal.
- Hold regular meetings between President Ingram and Student Government Executive Committee.
• To foster the value of employees being involved on our campus, in the community, and in a local church.
- Re-communicate Staff and Faculty Handbooks involvement expectations.
- Complete the updating of the Staff and Faculty Handbooks.
- Continue to post and update faculty/staff highlights on the MCC homepage and on the front of department pages on the website.
- Continue to update the profiles of faculty/staff with notes concerning involvement.
We envision a campus that has a clear physical identity, that has facilities that allow us to expand our current capacity, and that provides a positive student experience.
• To design and implement a campus beautification plan.
- Determine the landscaping needs of the campus and develop a landscaping plan once the Campus Master Plan is finalized.
• To improve our campus signage internally and externally.
- Determine the signs to be added internally and begin adding them as funding allows.
• To finalize the Campus Master Plan and develop a strategy to further expand our current capacity.
- Finalize the plan for a new Residence Hall.
- Implement the plan for parking lot and new quad area on north half of campus.
- Develop plan for upgrades for ADA accessibility for Coffin Hall.
- Complete the funding needed for the construction of the multi-purpose facility by December 31, 2015.
- Begin construction of Multi-purpose facility in 2016.
• To develop a plan to maintain our current facilities.
- Re-assess current facilities to maintain and update the current deferred maintenance plans focus on the projected life-span of existing buildings.
- Develop and implement a prioritized plan for addressing those needs.
• To strengthen our campus security and emergency preparedness.
- Further develop our plan for campus security.
- Add new security measures on campus, including a new card system that would have multiple uses and updated lighting on campus.
- Continue the security training on campus for the MCC community.
PROCESSES & SYSTEMS
We envision processes and systems that perform effectively with all constituents beginning with first contact.
• To identify processes and systems throughout the institution.
- Determine which system to outline next and assign team to outline it.
• To evaluate and enhance major processes and systems throughout the institution.
• To provide training for all constituents in processes and systems as they pertain to their involvement on campus.
- Continue training on all campus software.
We envision strengthening human resources, increasing revenue streams and exploring the development of new ones.
• To enhance the effectiveness of MCC’s human resources.
• To create a clear plan to increase contributions annually.
- Increase annual fund giving to $1.25M/year.
- Evaluate the success of the current fundraising plan and make necessary adjustments.
- Increase annual contributions from grants to $50,000/year.
- Begin utilizing the grant database provided thru KICA.
- Apply for three grants for the multi-purpose facility.
- Increase number of awardable scholarships by at least two per year.
- Grow estate participants by fifteen per year.
- Continue partnership with FPM to offer estate seminars.
- Raise $2M for site development infrastructure.
- Increase alumni participation rate from 8% to 16%.
- Continue offering the MCC Now Campaign.
- Host new alumni connection events.
• Colorado in October 2015.
- Hold LEAD alumni luncheon.
• Establish a Strategic Enrollment Management plan that stabilizes retention.
- Increase freshman retention rate from 62% to 78%.
- Increase six year graduation completion rates to 65%.
- Strengthen the Dual-Degree Program and the support students need to succeed.
- Host key personnel from KSU on campus to increase communication about the dual-degree program.
• To establish a Strategic Enrollment Management plan that improves student recruitment.
- Increase LEAD enrollment from 45 to 100.
- Hire part-time recruiting staff to focus primarily on recruiting LEAD students.
- Increase the Online Program enrollment from 20 to 40 students.
- Increase Traditional degree-seeking new students from 85 to 125.
- Evaluate the success of the current recruiting plan and make adjustments as necessary.
- Develop marketing strategies to increase enrollment.
- Analyze the current marketing plan and realign resources as needed to strengthen enrollment.
- Explore alternative educational models.
- Explore a Masters program to offer at MCC.
- Develop concurrent enrollments with local High Schools.
• Manhattan High School
• Flint Hills Christian School
We envision being involved in strong academic partnerships by further enhancing our current relationships and developing new ones that are mutually beneficial.
• To strengthen our current partnerships.
- Cultivate stronger relationships with Kansas State University.
- Set date to host President Kirk Schulz on MCC’s campus.
- Develop systems and processes to facilitate a smooth transition for students between the two institutions.
- Cultivate stronger relationships with Manhattan Area Technical College.
- Hold bi-annual meetings to continue assessing and improving the relationship.
- To promote the CCV and Legacy CC residency programs and court new partners to offer similar programs.
• To identify new strategic partners and pursue those relationships.
- Develop a strategy to have a presence at Fort Riley to recruit students.
• To design structure with systems and processes for ease of transition and use by students and all strategic partners.