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.
- 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:
- MCC’s Mission, Vision, Values, Goals, and Plans
- Supporting one another
- Establishing a climate of trust
- Conflict Resolution training
- Respectful Communication
- 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.
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 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.
- A process is a conceptual sequence of events that provides an organized and coordinated focus.
- A system is an organized collection of integrated processes which enables an organization to reach a desired outcome.
- 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.
We envision strengthening human resources, increasing revenue streams and exploring the development of new ones.
- 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
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.
- 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
- Home-school Organizations
- Community Colleges
- Mission and para-church organizations
- 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.