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Strategic Plan

Manhattan Christian College is a private institution of higher education, and exists to secure, teach, train, and send out Christian leaders who will have a global impact for Christ.  With the conviction that every member of the body of Christ is a minister, regardless of their chosen profession, the college seeks to foster in every student a passion to fulfill the Great Commission and prepare them to be servant leaders as Christ modeled.  We will provide opportunities for students to grow in the knowledge of God’s Word, develop their unique talents and abilities, and mature as a Christian while living and learning in a distinctly Christian environment.

We believe our mission of “educating, equipping and enriching Christian leaders” is an eternal mission and therefore vital to our world.  To most effectively prepare and motivate them to penetrate the world with the Gospel of Jesus Christ, Manhattan Christian College needs to be the best it can be in every area of service.  To further our pursuit of excellence, we will focus on the following important areas.


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:
  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.
  • Identify 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 a 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 is 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.


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


  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.   


  • 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.
  • 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:
  1. High Schools
  2. Public
  3. 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.

Stragetic Planning Newsletter – Issue 1

Strategic Planning Newsletter – Issue 2