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Campus Initiatives

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3rd Year

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.

  1. Continue development of promoting MCC’s identity across all campus areas.
  2. Complete the Core Values Display in Coffin Hall.
  3. Continue holding orientation meetings with new employees and the president.

To promote a respectful climate of mutual support and trust among the MCC community.

  1. Continue Updating the faculty/staff section of the MCC website.
  2. 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.

  1. 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.
  2. 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.

  1. Re-communicate Staff and Faculty Handbooks involvement expectations.MCC Strageic Planning button green navy.jpg
  2. Complete the updating of the Staff and Faculty Handbooks.
  3. Continue to post and update faculty/staff highlights on the MCC homepage and on the front of department pages on the website.
  4. 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.

  1. 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.

  1. 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.

  1. Finalize the plan for a new Residence Hall.
  2. Implement the plan for parking lot and new quad area on north half of campus.
  3. Develop plan for upgrades for ADA accessibility for Coffin Hall.
  4. Complete the funding needed for the construction of the multi-purpose facility by December 31, 2015.
  5. Begin construction of Multi-purpose facility in 2016.

To develop a plan to maintain our current facilities.

  1. Re-assess current facilities to maintain and update the current deferred maintenance plans focus on the projected life-span of existing buildings.
  2. Develop and implement a prioritized plan for addressing those needs.

To strengthen our campus security and emergency preparedness.

  1. Further develop our plan for campus security.
  2. Add new security measures on campus, including a new card system that would have multiple uses and updated lighting on campus.
  3. Continue the security training on campus for the MCC community.


We envision processes and systems that perform effectively with all constituents beginning with first contact.

To identify processes and systems throughout the institution.

  1. 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.

  1. 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.

  1. Increase annual fund giving to $1.25M/year.
  2. Evaluate the success of the current fundraising plan and make necessary adjustments.
  3. Increase annual contributions from grants to $50,000/year.
  4. Begin utilizing the grant database provided thru KICA.
  5. Apply for three grants for the multi-purpose facility.
  6. Increase number of awardable scholarships by at least two per year.
  7. Grow estate participants by fifteen per year.
  8. Continue partnership with FPM to offer estate seminars.
  9. Raise $2M for site development infrastructure.
  10. Increase alumni participation rate from 8% to 16%.
  11. Continue offering the MCC Now Campaign.
  12. Host new alumni connection events.

Colorado in October 2015.

  1. Hold LEAD alumni luncheon.

Establish a Strategic Enrollment Management plan that stabilizes retention.

  1. Increase freshman retention rate from 62% to 78%.
  2. Increase six year graduation completion rates to 65%.
  3. Strengthen the Dual-Degree Program and the support students need to succeed.
  4. 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.

  1. Increase LEAD enrollment from 45 to 100.
  2. Hire part-time recruiting staff to focus primarily on recruiting LEAD students.
  3. Increase the Online Program enrollment from 20 to 40 students.
  4. Increase Traditional degree-seeking new students from 85 to 125.
  5. Evaluate the success of the current recruiting plan and make adjustments as necessary.
  6. Develop marketing strategies to increase enrollment.
  7. Analyze the current marketing plan and realign resources as needed to strengthen enrollment.
  8. Explore alternative educational models.
  9. Explore a Masters program to offer at MCC.
  10. 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.

  1. Cultivate stronger relationships with Kansas State University.
  2. Set date to host President Kirk Schulz on MCC’s campus.
  3. Develop systems and processes to facilitate a smooth transition for students between the two institutions.
  4. Cultivate stronger relationships with Manhattan Area Technical College.
  5. Hold bi-annual meetings to continue assessing and improving the relationship.
  6. 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.

  1. 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.

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