A. Students, Alumni & Community
MCC (2023-2024)

Operational Goal List by Perspective (A)

Operational Goals
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Expand MCC's profile and involvement in the community, while updating MCC Community on these efforts. Chancellor's Office (2023-2024)
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Further Strengthen and Grow the MCC Alumni Network District Office of MCC Foundation (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Diversity, Equity and Inclusion (2023-2024)
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Elevate MCC's brand by leveraging regional appeal of campusesDistrict Office of Communications & Marketing Services (2023-2024)
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Support Phase II of the Path Forward CampaignDistrict Office of Communications & Marketing Services (2023-2024)
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Continue to foster and develop relationships with community partners in the BR service areaPresident's Office Blue River Campus (2023-2024)
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Ensure compliance programming at the BR CampusBR Dean of Student Development and Enrollment (2023-2024)
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Improve the retention of students and employees at MCC.BR Dean of Student Development and Enrollment (2023-2024)
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Develop a three to five year enrollment plan for the Longview campus.President's Office Longview Campus (2023-2024)
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Improve the retention of students and employees at MCC.President's Office Longview Campus (2023-2024)
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Strengthen partnerships with key community stakeholders. LV VP of Instruction & Student Services (2023-2024)
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Inclusion and belonging in the classroom experience.LV Dean of Instruction (2023-2024)
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Longview Arts programming and curricular support.LV Dean of Instruction (2023-2024)
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Improve the retention of students and employees at MCC.LV Dean of Instruction (2023-2024)
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2. Transition Big Ideas to Next StepsLV Dean of Student Development and Enrollment (2023-2024)
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Increase enrollment among recent high school graduates and adult students.LV Dean of Student Development and Enrollment (2023-2024)
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Improve the retention of students and employees at MCC.LV Dean of Student Development and Enrollment (2023-2024)
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Support facilities renovations and planning.LV Director of Campus Operations (2023-2024)
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Implement all student success and completion strategies President's Office Maple Woods Campus (2023-2024)
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Strengthen the Cultural Champions work through MCC establishing a culture of caring.MW Dean of Instruction (2023-2024)
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Implement all student success and completion strategies.MW Dean of Student Development and Enrollment (2023-2024)
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Development and implement a strategy to grow Vet Tech and complimentary programs in Agriculture important to the future growth and use of technology in this industry.MW Dean of Student Development and Enrollment (2023-2024)
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Improve the retention of students and employees at MCCMW Director of Campus Operations (2023-2024)
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Online degree program development for MCC.President's Office Online (2023-2024)
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Launch first eSports Fundraiser for ON Campus.President's Office Online (2023-2024)
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Expand ECA options for area high schoolsOnline VP of Instructional Services (2023-2024)
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Develop a guaranteed schedule for each of the 8 pathways.Online Dean of Instruction (2023-2024)
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Increase Increase dual credit enrollments, enrollment (retention) for returning students, and enrollment in new students.President's Office Penn Valley Campus (2023-2024)
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Increase Secondary Student EngagementPV VP of Instruction & Student Services (2023-2024)
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Increase Community EngagementPV VP of Instruction & Student Services (2023-2024)
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Improve and increase student development programing that intentionally targets academically needy students.PV Dean of Student Development and Enrollment (2023-2024)
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Improve student enrollment and students success practices and procedures to increase retention.PV Dean of Student Development and Enrollment (2023-2024)
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Develop a streamlined process that enables campus members to Identify suitable office spaces for the relocation, establishment, or expansion of Penn Valley programs and services. PV Director of Campus Operations (2023-2024)
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Simplify MCC's full-time and part-time hiring process by implementing efficiencies within the hiring process making MCC a destination workplace.District Office of Human Resources (2023-2024)
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Guide the utilization of Institutional Research to ensure data gathering is maximized across the College.District Office of Institutional Effectiveness Research & Technology (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Institutional Effectiveness Research & Technology (2023-2024)
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MCC will provide information technology that creates value for MCC employees and students.District Office of Information Technology - Systems Infrastructure (2023-2024)
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MCC will provide a safe, stable and robust computing environment to maximize student and employee success.District Office of Information Technology - Systems Infrastructure (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Information Technology - Systems Infrastructure (2023-2024)
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Contribute to a safe and secure computing environment.District Office of Information Technology - Enterprise Applications (2023-2024)
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Improve the retention of students & employees at MCC.District Office of Financial & Administrative Services (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Financial Services & Accounting (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Procurement Services (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Facilities (2023-2024)
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Guided Pathways - Phase II ImplementationDistrict Office of Academic Affairs (2023-2024)
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Improve Articulation AgreementsDistrict Office of Academic Affairs (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Academic Affairs (2023-2024)
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Support Guided Pathways during the Phase II implementationDistrict Office of Curriculum & Student Learning (2023-2024)
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Develop a new Articulated Credit process for MCC. District Office of Curriculum & Student Learning (2023-2024)
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Increase graduation rates by student groups.District Office of WED Instruction (2023-2024)
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Develop and implement a marketing strategy specific to WED's programs and services.District Office of WED Operations (2023-2024)
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Implement 3-year training schedule for employees geared towards legal compliance focused areas.District Office of Legal (2023-2024)
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Reimagine Conceptual Policy Model for the InstitutionDistrict Office of Legal (2023-2024)
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Implement Focused Compliance ReviewsDistrict Office of Legal (2023-2024)
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Raise awareness of MCCPD ServicesDistrict Office of Campus Police (2023-2024)
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Successfully address and resolve compliance report findings for the student services areaDistrict Office of Student Success & Engagement (2023-2024)
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Initiate policy/procedure updates to address compliance report finding, support Big Idea initiatives and Project Alpha Wolf District Office of Student Services (2023-2024)
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Provide leadership and support to implement the Advising & Counseling/Career Services Big IdeasDistrict Office of Student Services (2023-2024)
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Increase the visibility and awareness of MCC AthleticsDistrict Office of Athletics (2023-2024)
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Increase engagement with Athletics AlumniDistrict Office of Athletics (2023-2024)
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Enhance counseling services through implementation of data tracking.District Office of Student Support Services (2023-2024)
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Provide leadership and support for campus admissions initiatives.District Office of Admissions, Records & Registration (2023-2024)