 | Foster real world opportunities for students to be work ready. District Office of MCC Foundation (2021-2022) |
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 | Student Experience: Implement improvements to the enrollment and registration processes in support of the moonshot to enhance the student experience. President's Office Blue River Campus and Business & Technology Campus (2021-2022) |
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 | Facilitate the continuous improvement of enrollment processes, including those related to selective admission and Early College programs. BR/BT VP of Instructional Services (2021-2022) |
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| | Oversee implementation of strategic scheduling processes at MCC-Blue River, ensuring that all relevant campus stakeholders are involved in developing semester schedules. BR/BT VP of Instructional Services (2021-2022) |
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| | Advance MCC's Culture of Assessment BR/BT VP of Instructional Services (2021-2022) |
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| | Employee Experience: Create a positive employee experience through the budget and facilities committees. BR/BT Director of Campus Operations (2021-2022) |
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| | Increase student, employee and community engagement through campus and community events. BR/BT Director of Campus Operations (2021-2022) |
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| | Student Experience: Improved student experience through BT program moves to new campus locations. BR/BT Director of Campus Operations (2021-2022) |
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| | Advance MCC's Culture of Assessment LV VP of Instructional Services (2021-2022) |
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| | Support the District’s initiative on improving the adjunct recruitment and hiring process LV Dean of Instruction (2021-2022) |
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| | Improve the Student Experience: Co-Chair the Steering Committee for SWIM Implementation LV Dean of Student Development and Enrollment (2021-2022) |
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| | Advance MCC's Culture of Assessment MW VP of Instructional Services (2021-2022) |
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| | Work collaboratively with other Directors of Campus Operations to increase employee's understanding of the MCC budget planning process. MW Director of Campus Operations (2021-2022) |
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| | Support a collaborative working and learning environment by establishing the campus Facilities Council to support an attractive and well-maintained campus. MW Director of Campus Operations (2021-2022) |
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| | Community Engagement: Foster positive relationships in the Northland that result in overwhelming support for MCC-MW. MW Director of Campus Operations (2021-2022) |
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| | Lead the development of a process that will measure the effectiveness of assessment courses and services at the campus. PV VP of Instructional Services (2021-2022) |
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| | Increase overall enrollment and persistence. PV VP of Instructional Services (2021-2022) |
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| | Advance MCC's culture of assessment: Document process for Penn Valley identified in the Presidents/Vice President’s initiatives. PV VP of Instructional Services (2021-2022) |
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| | Document, assess and streamline all instructional services campus processes. PV Dean of Instruction (2021-2022) |
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| | Advance MCC's Culture of Assessment PV Dean of Instruction (2021-2022) |
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| | Increase dual credit, dual enrollment and early college academy options at Penn Valley. PV Dean of Instruction (2021-2022) |
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| | Budget - Increase knowledge of understanding of departmental budgets. PV Director of Campus Operations (2021-2022) |
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| | Advance MCC's Culture of Assessment PV Director of Campus Operations (2021-2022) |
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| | Streamline and Implement a more Robust On-Boarding & Off-Boarding Process District Office of Human Resources (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Human Resources (2021-2022) |
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| | Improve Onboarding Process for New Hires District Office of Total Rewards/Benefits (2021-2022) |
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| | Advance MCC's Culture of Assessment. District Office of Total Rewards/Benefits (2021-2022) |
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| | Total Rewards Calendar District Office of Total Rewards/Benefits (2021-2022) |
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| | Successful implementation of a new streamlined Part Time Hiring Process. District Office of Talent Acquisition (2021-2022) |
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| | Implement and Train on Onboarding and Offboarding Process District Office of Talent Acquisition (2021-2022) |
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| | Develop a More Efficient Adjunct Hiring Process District Office of Talent Acquisition (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Talent Acquisition (2021-2022) |
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| | Engage the Learning and Development Council to champion the work of the HR office District Office of Employee Relations & Engagement (2021-2022) |
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| | Develop a more comprehensive Professional Development Program District Office of Employee Relations & Engagement (2021-2022) |
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| | Provide district-wide education on on-boarding and off-boarding process District Office of Employee Relations & Engagement (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Employee Relations & Engagement (2021-2022) |
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| | Establishment of ERP implementation framework District Office of Institutional Effectiveness Research & Technology (2021-2022) |
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| | Provide a facilitated framework for the development of MCC's information security program District Office of Institutional Effectiveness Research & Technology (2021-2022) |
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| | Provide a facilitative and oversight framework for a successful HLC focused visit. District Office of Institutional Effectiveness Research & Technology (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Institutional Effectiveness Research & Technology (2021-2022) |
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| | Gain wider spread support of the IEP process District Office of Enterprise Project Management, Planning & Institutional Effectiveness (2021-2022) |
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| | Launch of MCC Reimagined (2022-2031 Strategic Plan) District Office of Enterprise Project Management, Planning & Institutional Effectiveness (2021-2022) |
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| | Ensure successful submission of a high quality HLC consolidated argument document District Office of Enterprise Project Management, Planning & Institutional Effectiveness (2021-2022) |
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| | Provide a facilitative framework for area plans District Office of Enterprise Project Management, Planning & Institutional Effectiveness (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Enterprise Project Management, Planning & Institutional Effectiveness (2021-2022) |
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| | Automate the current daily enrollment report/dashboards using Zogotech Analytics District Office of Institutional Research & Analytics (2021-2022) |
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| | Provide Enrollment Analytics, Zogotech access to the MCC community. District Office of Institutional Research & Analytics (2021-2022) |
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| | Increase culture of evidence District Office of Institutional Research & Analytics (2021-2022) |
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| | The college will have an approved security program by the end of FY 22. District Office of Information Technology (2021-2022) |
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| | Develop a road map for digital transformation by the end of FY 22. District Office of Information Technology (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Information Technology (2021-2022) |
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| | A Service Level Agreement (SLA) will be implemented District Office of Information Technology - User Support (2021-2022) |
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| | Enterprise Applications will implement user account management standards to increase security of MCC's applications. District Office of Information Technology - Enterprise Applications (2021-2022) |
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| | Enterprise Applications will implement current technology to begin transforming the college digitally. District Office of Information Technology - Enterprise Applications (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Information Technology - Enterprise Applications (2021-2022) |
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| | Identify and implement contiguous improvement activities and actions that allow the MCC support services to contribute to the "Total Experience" in the most efficient and effective ways. District Office of Financial & Administrative Services (2021-2022) |
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| | Improve communications via available resources and all modalities to allow patrons to not only assist themselves, but navigate successfully through MCC's required protocols and policies.erational Goal Two District Office of Financial & Administrative Services (2021-2022) |
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| | Participate in professional development by attending regional conferences/workshops District Office of Financial & Administrative Services (2021-2022) |
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| | Identify and implement continuous activities/actions to contribute favorably to the "Total Experience" in the most efficient and effective ways to improve services provided to all patrons in the College community. Office of Financial Services & Accounting (2021-2022) |
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| | Improve communications via available resources and all modalities to allow patrons to not only assist themselves, but navigate successfully through MCC's required protocols and policies.erational Goal Two Office of Financial Services & Accounting (2021-2022) |
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| | Participate in professional development by attending regional conferences/workshops Office of Financial Services & Accounting (2021-2022) |
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| | Identify and implement continuous activities/actions to contribute favorably to the "Total Experience" in the most efficient and effective ways to improve services provided to all patrons in the College community. Office of Budget (2021-2022) |
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| | Improve communications via available resources and all modalities to allow patrons to not only assist themselves, but navigate successfully through MCC's required protocols and policies. Office of Budget (2021-2022) |
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| | Participate in professional development by attending regional conferences/workshops Office of Budget (2021-2022) |
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| | Identify and implement continuous activities/actions to contribute favorably to the "Total Experience" in the most efficient and effective ways to improve services provided to all patrons in the College community. Office of Procurement Services (2021-2022) |
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| | Improve communications via available resources and all modalities to allow patrons to not only assist themselves, but navigate successfully through MCC's required protocols and policies. Office of Procurement Services (2021-2022) |
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| | Participate in professional development by attending regional conferences/workshops Office of Procurement Services (2021-2022) |
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| | Identify and implement continuous activities/actions to contribute favorably to the "Total Experience" in the most efficient and effective ways to improve services provided to all patrons in the College community. Office of Facilities (2021-2022) |
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| | Improve communications via available resources and all modalities to allow patrons to not only assist themselves, but navigate successfully through MCC's required protocols and policies. Office of Facilities (2021-2022) |
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| | Participate in professional development by attending regional conferences/workshops Office of Facilities (2021-2022) |
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| | Complete Respiratory Care Bachelor of Applied Science Program Proposal and align funding requests for program implementation by January 25, 2022 District Office of Instruction (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Instruction (2021-2022) |
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| | Successful implementation of MCC's assessment and curriculum platform, eLumen. District Office of Academic Affairs (2021-2022) |
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| | Refine the recently developed Articulations process. District Office of Academic Affairs (2021-2022) |
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| | Refine the Dual Credit Strategic Plan to increase enrollment for dual credit students. District Office of Academic Affairs (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Academic Affairs (2021-2022) |
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| | Increase Division revenue by 25% District Office of Workforce & Economic Development (2021-2022) |
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| | Development and integration of a 5 year planning document for WED District Office of Workforce & Economic Development (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Workforce & Economic Development (2021-2022) |
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| | Continued efforts to improve the processes the assessment of student learning at MCC. District Office of Curriculum & Assessment (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Curriculum & Assessment (2021-2022) |
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| | Create Framework and support Advanced Articulation District Office of Instructional Initiatives (2021-2022) |
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| | Improve dual credit processes District Office of Instructional Initiatives (2021-2022) |
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| | Increase instructional efficiency District Office of Continuing Education (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Continuing Education (2021-2022) |
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| | Oversee improvement of safety and security practices District Office of Legal (2021-2022) |
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| | Development and implementation of automated contract review process District Office of Legal (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Legal (2021-2022) |
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| | Improve district safety and security District Office of Campus Police (2021-2022) |
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| | Leverage technology to enhance campus safety District Office of Campus Police (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Campus Police (2021-2022) |
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| | Improve environmental health and safety efforts District Office of Risk & Compliance (2021-2022) |
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| | Create opportunities for employee engagement District Office of Risk & Compliance (2021-2022) |
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| | Streamline internal insurance and claims processes District Office of Risk & Compliance (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Risk & Compliance (2021-2022) |
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| | Enhance the Student Experience: Launch the new MCC website in February of 2022 District Office of Communications & Marketing Services (2021-2022) |
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| | Advance MCC's Culture of Diversity, Equity and Inclusion: Deliver DEI focused professional development opportunities. District Office of Communications & Marketing Services (2021-2022) |
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| | Advance MCC's Culture of Assessment: Post-project customer feedback process District Office of Communications & Marketing Services (2021-2022) |
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| | Advance MCC's Culture of Assessment District Office of Student Financial Services (2021-2022) |
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| | Develop an assessment process to track the success of the athletic department in comparison to departmental goals. District Office of Athletics (2021-2022) |
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| | Enhance the employee experience in our department through the creation of a better onboarding process. District Office of ADA Compliance & Disability Services (2021-2022) |
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| | Better our student experience by developing documentation and providing training to MCC employees on credit for prior learning, and articulated credit. District Office of Enrollment Services (2021-2022) |
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| | Increase the number of options student with non-traditional backgrounds have of receiving college credit for what they have already learned by documenting the route to add one third party test to each of testing centers (CLEP, Person View, or other), and talking with 4 discipline faculty about awarding credit for nationally recognized examinations. District Office of Enrollment Services (2021-2022) |
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| | At each department meeting, we will discuss ways we can improve employee’s experience. I will recommend and implement at least 2 developed strategies a semester. District Office of Enrollment Services (2021-2022) |
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| | Provide leadership and support as the testing centers finalize and implement their CAS action plan. District Office of Enrollment Services (2021-2022) |
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