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2013-14 Initiatives

CAMPUS CULTURE
We envision a campus culture that models workplace excellence and functions with accountability, teamwork, and ownership at every level of the organization.

Goals

  • To develop a clear description of MCC’s identity and to promote that identity across all campus areas.
  • Draft an MCC Identity statement that deals with “who we are” and “why we exist.”
  • Compile a bulleted summary of the history of MCC.
  • Have a “re-orientation” class for all current employees in which the MCC Identity Statement and History are reviewed.
  • Develop and implement a New Employee Orientation in which the MCC Identity Statement and History are reviewed.
  • Include the MCC Identity Statement and History in every employee application and job descriptions, an MCC brochure and on the MCC webpage under the tab “Who We Are.”
  • Develop and implement a plan to promote MCC’s identity and history in our facilities, especially using wall space.
  • To promote a respectful climate of mutual support and trust among the MCC community.
  • Have a “re-orientation” class for all current employees in which a respectful climate of mutual support and trust among the MCC community is reviewed.
  • Have an orientation class for all new employees in which a respectful climate of mutual support and trust among the MCC community is reviewed.
  • Complete the faculty/staff section of the MCC website.
  • Have a monthly Focus at the President’s TEAM meeting that cover the following topics:
  1. MCC’s Mission, Vision, Values, Goals, and Plans
  2. Supporting one another
  3. Establishing a climate of trust
  4. Conflict Resolution training
  5. Respectful Communication
  6. Other Topics as needed
  • To promote an environment where it is an honor, a privilege, and a pleasure to serve our students and constituents.
  • Develop and implement an on-going evaluation process that reviews the campus culture of campus events and of various mediums of communication, whether written or verbal.
  • Identity our “customer”, then develop and provide on-going training in customer service.
  • Utilize the Student Council to provide input regarding customer service on campus and make needed changes.
  • To foster the value of employees being involved on our campus, in the community, and in a local church.
  • Communicate Staff and Faculty Handbooks involvement expectations.
  • Post faculty/staff highlights on the MCC homepage and on the front of department pages on the website.
  • Create and maintain an list of opportunities for involvement.
  • Updated profiles of faculty/staff with notes concerning involvement.

CAMPUS DEVELOPMENT
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. 

Goals

  • 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 if finalized.
  • Raise the necessary funding to develop the plan.
  • Implement the plan as funding allows, and as fits into the timing of the development of the Campus Master Plan.
  • To improve our campus signage internally and externally.
  • Assess the signs needed.
  • Design a plan to begin the construction of the external signs needed on campus as timed in phase with the development of the Campus Master Plan.
  • Design a plan to begin installing the signs on buildings internally.
  • To finalize the Campus Master Plan and develop a strategy to further expand our current capacity.
  • Receive board approval on the priority list for building construction.
  • Develop a plan to raise the necessary funds for the development of the Campus Master Plan.
  • Receive city approval of the CMP.
  • Execute the plan to raise the funds necessary for the development of the CMP.
  • To develop a plan to maintain our current facilities.
  • Renew the funding of the deferred maintenance fund.
  • 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.
  • Assess the current plans for campus security and emergency preparedness.
  • Develop and implement a plan for campus security that focuses on prevention, preparedness, response, and recovery.
  • Develop a communication plan to keep the campus fully informed of the status of our campus security and emergency preparedness.
  • Hold regular training for employees and students.

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

Assumptions:

  1. A process is a conceptual sequence of events that provides an organized and coordinated focus.
  2. A system is an organized collection of integrated processes which enables an organization to reach a desired outcome.   

Goals

  • To identify processes and systems throughout the institution.
  • Identify within departments all major processes that are necessary to support constituent interaction with the institution.
  • Develop mapping of current processes (1) within departments and (2) across departmental lines.
  • Determine current systems within the processes operate.
  • Develop mapping of new processes as needed keeping at the forefront the concept of “map to mission.”
  • To evaluate and enhance major processes and systems throughout the institution.
  • Prioritize the major processes.
  • Analyze qualitative and quantitative research data from the past three years regarding processes and systems needing immediate response.
  • Make necessary enhancements to processes and systems based on analysis of research.
  • To provide training for all constituents in processes and systems as they pertain to their involvement on campus.
  • Initiate continuous training for MyMCC (student information system –Empower),  MCC Online (learning management system – Moodlerooms), and Logos Bible software.
  • Identify unique circumstances which could lead to an exception to any process.

RESOURCE DEVELOPMENT
We envision strengthening human resources, increasing revenue streams and exploring the development of new ones.

Goals

  • To enhance the effectiveness of MCC’s human resources.
  • Realign organizational structure for optimal stewardship of talent, time, and resources in order to reduce operating expenses and strengthen workflow communication.
  • Create a culture of appreciation on campus among employees and towards students  (Campus Culture).
  • Assign a task force to complete a comprehensive health insurance program evaluation and recommendation for implementation.
  • Improve communication tools for internal marketing (Campus Culture).
  • To create a clear plan to increase contributions annually.
  • Increase annual fund giving to $1.25M/year.
  • Increase annual contributions from grants to $50,000/year.
  • Increase number of awardable scholarships by at least two per year.
  • Grow estate participants by fifteen per year.
  • Raise $2M for site development infrastructure.
  • Increase alumni participation rate from 8% to 16%.
  • Educate all constituents on the new direction and focus of the institution (Campus Culture).
  • Create a clear fundraising plan.
  • Projectize the budget – tying fundraising to specific aspects of the budget.
  • To 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%.
  • Educate students on the new direction and focus of the institution.
  • Assign a task force to evaluate, recommend, and implement a competitive tuition and scholarship structure for MCC.
  • Strengthen the Dual-Degree Program
  • Establish an Academic Advisor/specialist for Dual Degree students.
  • Adjust housing rates according to facility
  • To establish a Strategic Enrollment Management plan that improves student recruitment.
  • Increase LEAD enrollment from 45 to 100.
  •  Increase the Online Program enrollment from 20 to 40 students.
  • Increase Traditional degree-seeking new students from 85 to 125.
  • Educate alumni youth ministers and church leaders on the new direction and focus of the institution.
  • Develop a new student recruitment plan.
  • Develop concurrent enrollments with area high schools.
  • Develop marketing strategies to increase enrollment.
  • Explore alternative educational models.
  • Establish a “bridge” program for LEAD

STRATEGIC PARTNERSHIPS
We envision being involved in strong academic partnerships by further enhancing our current relationships and developing new ones that are mutually beneficial. 

Goals

  • To strengthen our current partnerships.
  • Cultivate stronger relationships with Kansas State University.
  • o Invite the KSU President to attend an MCC President’s Cabinet meeting each fall.
  • Assess the necessary steps to eliminate the out-of-state tuition requirement for out-of-state students desiring to benefit from the dual-degree program.
  • 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.
  • Cultivate a stronger relationship with Perspectives on the World Mission Movement.
  • To assess the CCV residency program and the value of the partnership for the college and the students participating.
  • Plan a trip to take the Christian Ministry Department faculty to CCV to visit with students and staff involved, and to tour the campus.
  • To identify new strategic partners and pursue those relationships.
  • Develop list of potential partners to pursue.
  • Educational institutions:
  • High Schools
  1. Public
  2. Private
  • Home-school Organizations
  • Community Colleges
  • Churches
  • Mission and para-church organizations
  • ROTC
  • Fort Riley
  • Analyze mutual benefits of partnerships and determine priority regarding which ones to pursue.
  • Develop potential classes and degree combinations to offer
  • Receive approval to pursue relationships.
  • To design structure with systems and processes for ease of transition and use by students and all strategic partners.
  • Develop mapping of current processes within departments and across departmental lines.
  • Develop mapping of new processes as needed.