Strategic Theme I: Emerge as a first choice
MCC (2023-2024)

Operational Goal List by Theme I (Emerge)

Annual Operational Work Goals
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Maintain positive working relationships with the Board and individual trusteesChancellor's Office (2023-2024)
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Improve the retention of students and employees at MCC.Chancellor's Office (2023-2024)
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Complete the Path Forward Campaign - Phase IIDistrict Office of MCC Foundation (2023-2024)
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Enhance collaboration between ODEI, Human Resources and IR to improve integration of DEI into existing systems District Office of Diversity, Equity and Inclusion (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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Improve the retention of students and employees at MCC.District 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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Improve the retention of students and employees at MCC.President's Office Blue River Campus (2023-2024)
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Improve the retention of students and employees at MCC.BR VP of Instruction & Student Services (2023-2024)
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Provide growth opportunities for faculty and staff BR Dean of Instruction (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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Establish strong partnership with Campus Facilities Superintendent and teamBR Director of Campus Operations (2023-2024)
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Improve the retention of students and employees at MCC.BR Director of Campus Operations (2023-2024)
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Leadership development and succession planning for future Longview campus leadership.President's Office Longview Campus (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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Develop the Automotive Institute.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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Improve the retention of students and employees at MCC.LV VP of Instruction & Student Services (2023-2024)
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Incorporate instructional needs into HT construction project.LV Dean of Instruction (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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Support procedure, process, and policy changes that are needed for ERP implementation and student success.LV Dean of Student Development and Enrollment (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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Develop operational structures and processes for key areas at Longview.LV Director of Campus Operations (2023-2024)
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Support facilities renovations and planning.LV Director of Campus Operations (2023-2024)
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Improve the retention of students and employees at MCC.LV Director of Campus Operations (2023-2024)
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Improve the retention of students and employees at MCC.President's Office Maple Woods Campus (2023-2024)
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• Implement all student success and completion strategies MW VP of Instruction & Student Services (2023-2024)
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Improve the retention of students and employees at MCC.MW VP of Instruction & Student Services (2023-2024)
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Build in opportunity for professional development as Dean of Inst. in support of MW community strength.MW Dean of Instruction (2023-2024)
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Build awareness of the Teaching and Learning Center (TLC) with faculty.MW Dean of Instruction (2023-2024)
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Create an environment that is inclusive and engaging for students, faculty, staff, & the community.MW Dean of Student Development and Enrollment (2023-2024)
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Improve the retention of students and employees at MCC.MW Dean of Student Development and Enrollment (2023-2024)
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Implement all student success and completion strategies MW Director of Campus Operations (2023-2024)
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Development and implement a strategy to grow Agriculture important to the future growth and use of technology in this industry.MW Director of Campus Operations (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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Improve the retention of students and employees at MCC.President's Office Online (2023-2024)
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Improve the retention of students and employees at MCC.Online VP of Instructional Services (2023-2024)
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Improve the retention of students and employees at MCC.Online Dean of Instruction (2023-2024)
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Improve the retention of students and employees at MCC.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 the retention of students and employees at MCC.PV VP of Instruction & Student Services (2023-2024)
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Optimize course offerings and schedules to enhance students' ability to earn productive creditsPV Dean of Instruction (2023-2024)
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Consider curricular modifications that increase student success and shorten time to degree/certificate.PV Dean of Instruction (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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Become the leader of Career and Technical Education programs in the urban corePV Dean of Student Development and Enrollment (2023-2024)
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Improve the retention of students and employees at MCC.PV Dean of Student Development and Enrollment (2023-2024)
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Align the Health Science Program’s student handbooks with the MCC student code of conduct.PV Dean of Health Sciences (2023-2024)
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Drive MCC to become a destination workplace by maintaining a comprehensive benefits and wellness package for employees. District Office of Human Resources (2023-2024)
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Update and/or create HR policies and procedures to assist MCC with promoting an equity-centered framework.District Office of Human Resources (2023-2024)
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Drive MCC to become a destination workplace by partnering with CBIZ to enhance health and wellness at MCC.District Office of Total Rewards/Benefits (2023-2024)
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Emphasize employee development to ensure we have the skills and knowledge to showcase best in college customer service.District Office of Total Rewards/Benefits (2023-2024)
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Provide supervisory training on the topics of ADA and FMLA to ensure our leaders are equitable to all employees.District Office of Total Rewards/Benefits (2023-2024)
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Increase the retention of students and employees at MCC.District Office of Total Rewards/Benefits (2023-2024)
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Increase efficiencies within the full and part time hiring process. District Office of Talent Acquisition (2023-2024)
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Enhance and update job postings including implementing efficiencies and turn around time for applicants. District Office of Talent Acquisition (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Talent Acquisition (2023-2024)
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Develop a comprehensive leadership training program for MCC supervisors.District Office of Employee Relations & Engagement (2023-2024)
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Implement a comprehensive offboarding process.District Office of Employee Relations & Engagement (2023-2024)
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Increase the retention of students and employees at MCC.District Office of Employee Relations & Engagement (2023-2024)
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Provide consultation and leadership for the operationalization of the MCC Reimagined Strategic Plan, to positively influence MCC's culture.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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Increase the awareness and utilization of data to support data-informed decision making across the college. District Office of Institutional Research & Analytics (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Institutional Research & Analytics (2023-2024)
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Keep IT and AV systems current across the MCC district with replacements and upgradesDistrict Office of Information Technology - User Support (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Information Technology - Enterprise Applications (2023-2024)
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Favorable Experience - Lead collaborative efforts to develop plans and strategies.District Office of Financial & Administrative Services (2023-2024)
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Promote and encourage professional development. District Office of Financial & Administrative Services (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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Lead collaborative conversations to develop plans and strategies.District Office of Budget (2023-2024)
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Promote and encourage professional development. District Office of Budget (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Budget (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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Lead collaborative conversations to develop plans and strategies.District Office of Facilities (2023-2024)
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Promote and encourage professional development. District Office of Facilities (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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Honors College/ProgramDistrict Office of Instruction (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Instruction (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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Increase enrollment rates among underrepresented student populationsDistrict Office of Workforce & Economic Development (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Curriculum & Student Learning (2023-2024)
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Improve the retention of students and employees at MCC.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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Improve the retention of students and employees at MCC.District Office of WED Operations (2023-2024)
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Examine reinstituting Skills USA across the MCC.District Office of the Dean of CTE (2023-2024)
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Review and examine the drops, withdrawals, and incompletes for all CTE programs.District Office of the Dean of CTE (2023-2024)
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Connect females to the skilled trades professionsDistrict Office of the Dean of CTE (2023-2024)
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Become the leader of Career and Technical Education programs in the urban core District Office of the Dean of CTE (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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Improve the retention of students and employees at MCC.District Office of Campus Police (2023-2024)
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Implement institutional compliance program by providing training to identified divisions regarding compliance obligations and requirements.District Office of Risk & Compliance (2023-2024)
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conduct a full review and provide recommendations for MCC student scholarship programDistrict Office of Student Success & Engagement (2023-2024)
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Support the implementation of Project Alpha Wolf to ensure it stays on target.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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Improve the retention of students and employees at MCC.District Office of Student Financial Services (2023-2024)
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Increase the visibility and awareness of MCC AthleticsDistrict Office of Athletics (2023-2024)
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Enhance Department FundraisingDistrict Office of Athletics (2023-2024)
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Improve the retention of students and employees at MCC.District Office of Athletics (2023-2024)
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Enhance the student experience by developing student-friendly, streamlined DSS procedures for the new ERP.District Office of Student Support Services (2023-2024)
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Update students rights & privacy policy as well as annual FERPA notifications.District Office of Admissions, Records & Registration (2023-2024)
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Provide leadership and support for campus admissions initiatives.District Office of Admissions, Records & Registration (2023-2024)
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Ensure that all due dates for Project Alpha Wolf are reached in a timely manner. District Office of Admissions, Records & Registration (2023-2024)