Tactic 1. – Develop a DEI Strategy

Tactic 2. – Elevate employee and student engagement

1. DEI Strategy created (Y/N)

2. Net Promoter Scores

1. Strategy in place by May 2022

2a 5 pt increase (Current NPS = -1)

2b Maintain or increase (NPS = 38)

We continue to build on our DEI strategy and expand our outreach.

Learning to better coordinate with other departments and programs.

Tactic 1. – Continue to move the capital campaign toward its goal 

 Tactic 2 Identify and implement innovative revenue-generating strategies (Ex. attachment, grants)

1. % of capital campaign goal reached

2. One new revenue-generating strategy identified

1. 70% by end of May ‘22

2. Revenue generating strategy identified implemented by May ‘22

We have surpassed our goal and are looking to increase the campaign fundraising goal.

We're continuing to improve our strategy, outreach and potential targets. Formed subcommittees to address specific targets.

Tactic 2 – Successful HLC Focused Visit

1. 10yr comprehensive framework developed (Y/N)

2. All campuses are aware, informed and engaged with the upcoming HLC visit

1. Framework developed by May ‘22

2. Monthly communication updates included HLC updates May’22 and Oct. ‘22

We have developed a 10 year framework and engaged all campuses on all facets of upcoming visit.

We are better at identifying and addresses areas of interest from the HLC and developing useful strategies to address these areas.

Tactic 1. – Build a culture of assessment accountability in support of CAO’s office.

Reoccurring agenda item asking for progress updates in EC meetings 

1/month

While we have made great progress in assessment, there is still more work ahead. Perseverance and communication has been the key. It is difficult for most people to change the way they work, but it is still essential and necessary that we continue these efforts. As our faculty and staff get more comfortable with the new approaches, there will be more acceptance.

We learned that more faculty and staff agreed with our efforts than was previously realized. Continued communication, firmness of purpose and patience with those slow to come around have been key to our progress. 

1. Aggressively pursue funding opportunities for the Path Forward Capital Campaign by identifying and soliciting prospective donors.

2. Create the fundraising infrastructure to pursue success in the future by elevating the giving standard. 

1. A dashboard will be shared with MCCF BOD on the number of prospectives identified, solicitations made, and dollars received.

2. Growth in all donor categories (public funding, supply chain manufacturing,  business partners, alumni, individual donors, private foundations and MCC employees). 

1. Dashboard is shared with MCCF Board of Directors quarterly. 

2. 10-20% growth in all categories. 

The MCC Foundation has aggressively pursued fundraising opportunities and has grown the Path Forward Campaign commitment balance from $5.9 million to $15.6 million since July 1, 2021. A dashboard that details asks on the table and current campaign commitments has also been established. It is shown to the MCC Board of Trustees and the MCC Foundation Board of Directors during Foundation presentations. There has been growth in each donor category of the campaign, however, the most significant growth has been centered around the private foundation donor category. 

While the Path Forward Campaign has seen significant growth in this fiscal year, the Foundation is aware of the opportunities available to further grow and develop the other donor categories within the campaign to assist in surpassing the $20 million campaign goal.

Cultivate and maintain new and existing relationships with prospective and current donors. 

Growth in scholarships and endowment.

Growth in endowed scholarships by 30%.

The Foundation continues to nurture current donor relationships and cultivate new ones.  The Foundation has established 3 new endowed scholarships accounts in FY22 as well as 3 annual scholarship accounts. An annual scholarship means that the balance is not endowed and the donor would like to give the full or partial balance to an eligible student. 

This will be an area for ongoing improvement for the Foundation office and with further experience and beefed up staffing in the office, the Staff is ready to further grow the overall number of endowed scholarship accounts. 

1. Encourage new participation from MCC alumni through e-communications and in-person social events. 

1. Alumni registrations on "stay connected" forms 

2. Participation of alumni in MCC events

1. 10-20% growth in alumni registrations. 

2. 10-20% growth in alumni participation. 

Due to the looming COVID-19 Pandemic, the Foundation did not participate in in-person events until January 2022. Throughout the last several months, the Foundation has reconnected with 69 alumni through the stay-connected forms. The Foundation has also established a quarterly eNewsletter and will be sending the second edition of this eNews in May 2022. Currently, this is shared with over 20,000 email addresses of alumni that are in the Foundation database.

The Foundation will be working diligently next year through additional MCC events to reconnect with an even greater number of alumni and will continue to grow the participation in MCC related events, e-Newsletters and stay connected forms. 

Grow industry partnerships. 

1. Dashboard of new and existing connections will be shared at MCCF Board of Directors meetings. 

2. Growth in real world opportunities

1. Dashboard shared at every MCCF board meeting

2. 10% growth in real world opportunities

The Foundation has garnered additional support from area industries and businesses through fundraising activities. One prime example comes from a donor that purchased the artwork at this year's MLK Scholarship Luncheon and will be meeting with the Foundation in June 2022 to connect about future internships, part-time employment opportunities, and possible future pipeline of full-time opportunities for students in marketing and graphic design. 

There is room for continuous improvement in this area and now that the capital campaign is in the public phase, additional work will come as the Foundation continues to cultivate relationships and donations from the business and industry sectors of the community.

1. Assess the level of employing giving and engagement. 

2. Assess new alumni engagement strategies. 

1. Number of employees that give in employee giving program

2. Percentage of newly engaged alumni 

1. 10% of full-time employees.

2. 10-20% growth 

Unfortunately, the Foundation did not see a 10% success rate in the number of full-time employees participating in the employee giving program. Less than 25 full-time employees currently participate in the employee giving program. 

The Foundation has learned that other outlets beyond just the MCC News and MCC Updates are required to market and capture employee participation in the annual employee giving program. While we were not as successful as we had hoped for in FY 22, plans are in the works to further connect with campus employees in the fall during inserves and the all-college in-service. The Foundation has also made it a point throughout the spring 2022 semester to participate in and attend campus-related events to cultivate our relationships with other MCC employees. 

Create a series of charrettes that is focused on consensus-building surrounding the vision for diversity, equity, and inclusion at MCCKC.

% of participants who feel like their voices were heard through the charrettes.

80% of participants report feeling as if their voices were heard through the charrette process.

An extensive amount of research has been conducted.  Two charrette sessions were held with every campus before the end of 2021 as well as an employee survey and student survey.

As a new DEI leader joins MCC, there will be a DEI institute and a framework will be developed.  This data will be greatly beneficial.  The next phase will be to develop Phase II of the DEI Shared Service plan which is the fully detailed version built off what was provided for the MCC Reimagined Playbook.

1. – The Office of Diversity, Equity, and Inclusion will cross-collaborate with Human Resources, and Institutional Research. By formulating a three-legged stool (i.e., Funnel), the employee and student experience will be enhanced. 

2. Strive to ensure that all campuses are made aware, informed, and engaged with DEI efforts/initiatives.

1. Regular meetings between the Office of DEI, HR, and IR.

 2. Regular meetings with district-wide DEI Council

1. Quarterly meetings.

2. 1 meeting/month

Have met throughout the year with all groups connected to and related to DEI.

Took a consultant to visit with all key groups in support of the Social Justice Institute.

Also, the consultant was taken to every campus and met with students, faculty, and staff.  

Several targeted DEI roundtables have been held this past year.

The consultant will develop a report to recommend the next steps with the social justice institute and will be presented to the EC and Campus Presidents.

Will incorporate mandatory DEI training in collaboration with HR going forward.

A social justice institute is planned for the 2022-2023 academic year along with other additional aligned training opportunities and community engagement activities.

Through shared and participatory governance, develop a Diversity, Equity, and Inclusion Strategy.

Diversity, Equity, and Inclusion Strategy formulated.

In alignment with the Equity Framework/Phased Approach, have a Diversity, Equity, and Inclusion Strategy in place by the Fall 2022 Semester. 

A draft DEI plan was shared with the district-wide DEI council, but we wanted to pause and ensure the MCC Reimagined District-Wide plan was solidly in place. 

This DEI plan is well underway and in progress and with the new DEI leadership coming to MCC, this will be a key focus for the 2022-2023 academic year.

Audit performed?

Report generated will include details of all the DEI work MCC has done and what can be improved.  This audit will support the development of the DEI strategy document.

An MCC DEI institute is happening in June of 2022.  This will fully build out the audit and assessment.

Information from previous data collected and at the June 2022 DEI institute will allow for completion very soon after this IEP cycle closes.