1. Continue to attend chamber, rotary, and community meetings with the intent to identity opportunities for partnership 

2. Engage local legislatures with the intent to develop champions for MCC - Maple Woods goals and strategic initiatives 

3. Invite community leaders to MCC - Maple Woods activities and events 

1. # of partnership opportunities 

2. # of legislatures supporting the MCC/MCCA legislative agenda

3. # of community leaders attending MCC - Maple Woods events 

1. 3 formal partnerships established as a result of the operational tactics stated 

2. 3 legislatures who support the MCC/MCCA Legislative Agenda 

3.  3 community leaders will attend MCC - Maple Woods events 

1.  Formal partnerships were developed with the Northland Career Center, Gladestone Chamber of Commerce and Feed the Northland Kids

2. Representatives Maggie Nurrenburn, Wes Rogers and Ashley Aunt all support the MCC/MCCA Legislative Agenda 

3.  David Slater (Ex Director of Clay County EDC), Kyle Vena (Vice President of Community Impact - KC Royals) and Alicia Hommon (Gladestone C of C Board Chair)

1. Formal Partnerships were developed with the Northland Career Center, Gladestone Chamber of Commerce and Feed the Northland Kids

2. Representatives  Maggie Nurrenburn, Wes Rogers and Ashley Aunt all support the MCC/MCCA Legislative Agenda 

3. David Slater (Executive Director of Clay County EDC), Kyle Vena (Vice President of Communication its Impact - KC Royals) and Alicia Common (Gladestone Chamber of Commerce Board Chair)

1. Strategically identify faculty and staff to serve on each of the governance councils and committees
2. Invite campus leaders to the Presidents Weekly Cabinet meetings
3. Plan and execute a campus event for all faculty and staff to participate (professional development)

1. Cross sectional representation of faculty and staff participating on councils 
2. # of of annual participants 
3. # of campus events executed 

1. Those who participate on council and committees will lend to creating a sense of belonging to the greater whole of the MW campus

2. Six campus leaders will attend and participate in the Presidents weekly Leadership Team meeting 

3.  One professional development event will be planned where faculty and staff are invited to attend 

1. 31/122 faculty and staff participated in campus committees and councils 

2.  Linda Carter, Kelly Fowler, Rosemary Martin, Amy Peak, Sandra Garcia, Sara Woodward, Andy Minor, Rowdy Pyle, Leanna Brunner, Chris Morrow, Lacie McClellan, David Slater, Sara Woodward, Adam Kisler, Andy Minor, Bil Young,  and Blake Fry all attended the President Leadership Team meeting this year academic year

Continue work to engage more faculty and staff in President sponsored campus meetings and events 

1. Fully participate in the equity framework as determined by the interim Vice President for DEI
2. Engage the campus DEI council to provide professional development events and activities for MW faculty, staff and students
3. Integrate DEI principals and strategies into the annual MW summer governance retreat 

1. 100% participation in framework activities 
2. # of professional development events 
3. annual MW summer governance retreat curriculum inclusive of DEI strategies 

1. 50% of MCC Maple Woods faculty and staff exposed to DEI principles and strategies 

2. Three professional development events will be planned for faculty and staff at the MW campus

3.  Invite the AVC for DEI to present during the summer governance retreat 

1.  All MW faculty and staff were exposed to Dr. Haynes presentation during the Aug 2021 In-Service program 

2.  Northland Ethnic Festival, Poverty simulation, Oxfam Hunger Banquet, and information forwarded to all MW employees regarding unconscious Bias was sent via MCC email

3.  The AVC for DEI will speak during the summer DEI institute to those invited by the Chancellor, as recommended by the Presidents and others 

Continue to integrate DEI strategies and principles into day to day efforts at the college and district level

1. Formulate an Assessment Committee at MCC - MW
2. Partner with the MW faculty association to co-message correspondence to all faculty expressing the importance of finishing the task 
3. Hold chairs accountable for checking progress to ensure 100% completion by the end of the academic year

1. # of courses assessed for MW as determined by the CAO

2.  # of messages from VP/Dean and/or AVC of Instruction 

3. Correspondence from CAO to faculty encouraging completion 

1.  56% assessment of all classes designating for fall 2021 and spring 2022

2. At least two messages from the VP/Dean and/or AVC of Instruction during the fall 2021 semester

3.  At least one follow-up message from the CAO to faculty who did not complete their assessment responsibility 

Fall 2021

• 100% FT Faculty participated
• 84% ALL faculty participated
• 82% of eligible students participated
• 82% students "met" the standard of competence in the learning outcome

Spring 2022  (not totally complete yet)

• 84 % FT faculty 
• 80% All Faculty
• 77% eligible students participated
• 84% students "met" the standard of competence in the learning outcome

Continue to support the CAO, Vice Presidents and Deans while support and encouragement is given to chairs/FT/PT faculty

Current partnerships will be strengthened and new one created to build support for MCC programming particularly at MW

1. Continue to identify and build community relationships in the Northlands by attending and/events in the private and public sectors

2. Increase the number/type of community events held on campus 

3. Create feedback loop for community events

1a. Number of events/sponsorships in different locations

1b. Number of leads generated

2a. number of events

2b. number of participants in each event

3. assessment tool

Hosted Northland Chamber Leadership Meeting 11/10/21

Hosted Northland Youth Leadership Meeting 2/28/22

Hosted Northland Chamber Meeting 5/26/22

Planned to Host NKC counselors April 13 but was cancelled due to weather

Hosted Random Acts of Kindness with Primrose Retirement Community February, 2022

Hosted Honk and Howl for the community October, 2021

1-2. Have seen increased recognition of campus in community events resulting in an increase in the number of requests for participation in varying community events, i.e. International event at Staley high school and Liberty festival.   This goal will be continued. We have realized need to take a comprehensive and strategic approach to on and off campus participation as no one individual area is staffed to handle the number.  

3. Surveys have been developed and utilized when appropriate.  Information is shared among the teams where appropriate..

At least 70 percent of employees will feel that they have the opportunity to participate in events and have an impact on the campus as a whole

1. Maintain and build current cocurricular activities/events increasing participation

2.  Increase the number of activities/events where all employees can participate

1. Attendance Rosters/event calendars and/or meeting minutes

2. Number of activities

Overall result: activities were scheduled in a manner which allowed the greatest number of employees to participate if they desired.  Additionally other campuses partnered with our campus to allow staff members to participate while keeping key operations open to students.

1 and 2. Increased the number of cocurricular events and events by 3

The number of events is strong, attendance by all areas is not.  Need to work with Deans to ensure that all employees feel included and understand the importance of their attendance

At least 70% of campus community will have exposure to at least one "unconscious bias" activity thereby raising awareness

1. Participate in the equity framework as determined by the interim Vice President for DEI

2. Support the events for the campus DEI theme of "unconscious bias"

1. Participation in all activities

2. Participate as member of the campus DEI council and assist in preparation and implementation of activities

Activities were integrated into both employee and student experiences.  At the student level, the student organizations, such as SAGA and MOC3 and Sister Circle were able to participate through discussions, both student and staff were able to be exposed to various DEI elements including unconscious bias through our Women's Panel, Oxfam and Poverty simulation.

The office of DEI is undergoing changes so what will be identified as the future direction for the campus has not been specified but the campus would like to continue with the unconscious bias theme in addition to whatever is identified.

Meeting the assessment expectations of the campus by 100 percent thereby creating a culture which demonstrates assessment as a viable tool

1. Create an Assessment Committee separate from the Curriculum Committee on Campus

2. Build training opportunities for all employees in various assessment components utilizing the TLC

3. Meet the College's requirement for courses/students assessed throughout the academic year

1. Meetings and Minutes

2. Number and attendance at events

3. Percentage of courses assessed as determined by the CAO  

1. Discussion regarding developing an Assessment committee was started.  The discussion will continue with a targeted timeline of development by the end of September.

2. Training opportunities where created by the district with some support from the TLC

3. Met the College's expectation in the Fall, still have not received the data from the Spring.

Assessment continues to be an area of opportunity for the College and for the campus.

Strengthen current partnerships and build new opportunity for partnerships

1a.  Participate in the Northland Chamber Leadership Training Institute

1b. Attend campus activities that involve personnel from school districts that feed into MW/MCC programs

1c.  Increase number of enrollment opportunities in dual credit/Early College Academy

1a. Completion of the Northland Leadership Academy

1b. 85-90% attendance in identified activities

1c.  Increase current areas of study by at least 3 (FLIN, Vet Tech, etc)

1a]  Did not complete Northland Leadership Academy due to emergency neck surgery.

1b] Attended NKC Mock Interview Day at Staley Highschool.

1c] Met with Vet Tech Advisory Board [fall/spring], BUSN Advisory Board [fall/spring] and AGRI - NCC partners [spring].

1a]  Enrolled in Northland Leadership Academy for 22 - 23 school year.

1b]  Continue to increase ECA & Dual Credit offerings.

1c]  Offer additional FLIN & Vet Tech courses during the Fall '22.

Work with Dean of Student Success and VP to develop a mechanism to recognize employees consistently throughout the year

Create and publish a monthly highlight featuring several faculty and staff members and how they impact the students and campus

A minimum of 7 publications

1a] Added information to President's newsletter [fall/spring].

1a]  Fall 2022 semester, start publications from Dean of Instruction department.

Work with the Dean of Student Success to increase the participation by faculty in DEI student activities particularly those generated from the theme of "unconscious bias"

Number of faculty who participate in activities sponsored by CLL and increase the number of cocurricular events

Increase the number of faculty participation by 25 percent and increase the faculty led opportunities by 3 events

1a]  Faculty participated in Do the Work Seminar.

1b]  Faculty participated in Scholar Bowl.

1c]  Faculty participated in TLC Canvas Trainings.

1a] Work with division chairs to increase faculty participation.

1b] Develop and launching a Peer to Peer mentoring program.

1c] Launch Honor's program.

1. Work with Dean of SS, VP and Chairs to create viable Assessment Committee for the campus

2. Agenda item in all team meetings

1. Development and implementation of the committee

2. Percent of meetings where assessment was on the agenda and discussed

1. Two-three meetings  prior to end of academic year

2. 100%

1a]  Created an assessment survey with MPC chair to assess the effectiveness of our Assessment program.

1a]  Starting in Fall 2022, start meeting monthly to discuss assessment program.

1. Continue to work with Northland Businesses to sustain and build positive relationships and promote MCC, MCC-Maple Woods, and what we have to offer. 

1. a. Host meetings for Northland Regional Chamber meetings on the MCC-Maple Woods campus throughout the academic year. This includes the Northland Leadership Committee and Education Committee.

b. Continue to share enrollment and event information with Northland area business. This is information that they have the opportunity to share with their employees as well to promote enrollment for adult learners.

1. a. Northland Chamber of Commerce Leadership and Education Committee participants. Host at least one meeting for each committee.

b. Over 600 Northland area businesses. Share enrollment and event information relevant to adult learners. 

1. a. We were able to host a Northland Regional Chamber Education Committee meeting on campus . The meeting was held on 11/10/21 and there were many influential members of the Northland present. We were also able to present to and share information about MCC and MCC-Maple Woods with the committee members. They also received information and MCC "swag" to take with them. Additionally, on 2/28/22 we hosted the Northland Regional Chambers Youth Leadership group. This group features student leaders from our high school service area. The students were also able to receive a presentation and information about MCC and MCC-Maple Woods as a part of their day.

b. We continue to share information regarding events and enrollment with our area business, through the help of the Northland Reginal Chamber of Commerce and the directory they provide each year. These messages are geared towards adult learners and features events such as our Adult Learner Nights. 

1. a. We do feel that continuing our strong relationship and the Northland Chamber of Commerce is beneficial. By hosting these meetings we are able to create another avenue to do so. It is also a great opportunity to continue to meet leaders in the Northland and build partnerships with those businesses and individuals. We hope to continue to increase these opportunities to host these events.

b. We will continue to share enrollment and event information with our area businesses. One improvement that we are looking at is the structure of our Adult Learner Nights. Additionally, we will be working to see if we can create some more face-to-face opportunities with more of the businesses.

Create opportunities to appreciate student services staff. This effort will help to recognize and support our staff and their efforts, which helps with employee morale and can have a positive impact on student experience and success.

1. a. Recognize and highlight each staff member through the end of FY22. This will be accomplished through an email highlighting an individual for their work and accomplishments.

b. Host  "happy hour" events each semester for Student Services staff. We will also invite our administrative team and faculty leaders. These events may be virtual to limit and potential exposure and contact tracing.

1. a. Approximately 45 Student Services full-time and part-time staff.

b. All Student Services Staff, MW Administrators, and MW Division Chairs will be invited. Goal is to have one per semester.

1. a. Throughout the academic year, we have aimed to acknowledge all of our Student Services staff (full-time and part-time). We have done and continue to do so. The message is shared with MW Everyone allows individuals to be appreciated and for others across the campus to get to know our teams a little more. Each individual also receives a certificate, gift of appreciation, and snacks as well.

b. We did not host a happy hour for Student Services this academic year. We were able to have staff participate in some other events, which were offered through the MW President's Office. 

1. a. We did learn that staying consistent with the messages and fitting all staff into the academic year (one per week) can be a little demanding. This was one of the reasons for us making this a goal for the end of the fiscal year. We will more than likely go past that point as well. We also learned that not everyone wants to be publicly recognized, which is ok. We chose to recognize those individuals silently. Additionally, as we move into the next Academic year, we would also like to recognize groups, such as faculty, facilities, campus police, etc. Overall though, this has been a great effort. Many staff are very appreciative and others, such as faculty, have complimented the effort and appreciate getting to know more about the staff on campus. 

b. One of the reasons this became a challenge was because of the changes in COVID precautions. We went back in forth for a while and ultimately ran out of time. We do plan to have a retreat style event this summer for MW Student Services. 

1. Offer education, opportunities, and events that revolve around the topic of Unconscious Bias. This will be done in conjunction with the MW Inclusion and Engagement Council.

2. Continue to offer programming through  clubs and organizations, such as Sexuality and Gender Acceptance (SAGA) . This includes our Sister Circle and Men of Courage, Character, and Culture (MOC3) groups. 

1.  Offer educational opportunities to the campus to bring awareness to Unconscious Bias. We will also look to host an event/activity for the campus about this topic.

2. Continue to hold sessions for our Sister Circle and MOC3 groups. Additionally, we are looking to have male students of color participate in the 2021 Men of Color Student Leadership Institute (MOCSLI). 

1. MW Employees and Students. 

2. Student Clubs and organizations such as Sexuality and Gender Acceptance (SAGA) and our Sister Circle and MOC3 groups.

1. We were able to promote information about unconscious bias to the campus community via email. This included information about unconscious bias and the the many types of unconscious biases that exist. We we were also able to integrate the topic into our sessions and discussions with our Sister Circle and Men of Courage, Character, and Culture (MOC3) groups. The also included a showing of an episode of 100 Humans that focused on unconscious bias. Additionally, we were able to include the topic in our Women in the Workplace panel, which was held on campus on March 2nd. 

2. We were successful with keeping our Sister Circle and MOC3 groups meeting and moving. Both groups were able to hold "Real Talk" sessions throughout each semester. These meetings were held monthly by each group and proved to provide some needed conversations and support for the students. We were also able to have approximately 8 students across the MCC District participate in the virtual 2021 Men of Color Student Leadership Institute (MOCSLI) event. Three of these students were MCC-Maple Woods students and one of our MW students was featured on the student panel sessions. Additionally, these three students also won prizes and scholarships during the event.

1. a. We would like to continue our efforts of bringing attention and learning to topics such as unconscious bias to the MCC-Maple Woods campus and community. One area of improvement is to continue to learn to lean on the individuals and resources through our MW Inclusion & Engagement Council. A good example of this was the Northland Ethnic Festival, where two faculty members of the committee were able to take the lead on MCC-Maple Woods having a presence at the event. 

b. Efforts for MOC3, Sister Circle, and other like groups will continue. We did learn that we will need to continue to find ways to gain more participation in the groups. This is true across the board for student involvement. A lot of this seems to still be the remnants of the pandemic. For MOC3 we are also looking at doing some restructuring to the name, logo, and doing more promotion for students...especially through faculty and the classrooms. There were several students who became very involved in each group due to be referred to them by an instructor. 

Continue progress on creating partnerships with faculty to offer co-curricular programming, while assessing these offerings.

1. Number of co-curricular programs offered each semester. Work with our MW Student Engagement Office to assess the program for effectiveness, successes, and areas of improvement.

1-2 programs.

1. For the academic year, we were able to have 10 Student Success Workshops (Jessica Halperin), Oxfam Hunger Banquet (Crystal Moore) and The COVID Experience (Sociology instructors). We were also able to assess those workshops through surveys and are analyzing those results to aide in planning for the next academic year. The Student Success Workshops were also a huge success and our Campus Life and Leadership Coordinator (Kaitlyn Kelly) and Sociology Instructor (Jessica Halperin) presented this effort and results to the MCC Board of Trustees at a fall 2021 board meeting. Additionally, through the leadership of our Student Engagement Manager (Rowdy Pyle) we were able to host the first ever Student Engagement Showcase on February 16, 2022. The just of this event was to showcase our successful co-curricular programming, have discussions on the topic, share data, and ultimately encourage even more involvement. 

We just want to continue to build on the momentum built this past academic year. We will continue to analyze the results of the surveys and assessments to strengthen the programming. We are also looking to continue to get even more faculty involved in these efforts.

Campus stakeholders are informed and knowledgeable about the budget planning process. 

Through survey, stakeholders indicate they have a clear understanding of the campus budget planning process. 

Of the stakeholders surveyed, 80% or more indicate they have a clear understanding of the budget process. 

Campus budget committee surveyed and do have a clear understanding of budget planning process. Many added additional comments that it was an easy process this year and went very smoothly. Additional information was gathered to improve in the next fiscal year. 

Additional steps - Make internal deadlines for budget requests earlier. Work with budget committee to understand how to tie in IEP and strategic plan to budget requests. 

1. Identify faculty, staff, and students to serve on the committee. 
2. Invite campus and district facilities members to speak to educate on best practices, upcoming projects, and strategic goals. 

1. Membership representative of faculty, staff, and students across the campus from different buildings. 

2. # of annual members

3. # of meetings

4. Shared minutes with the campus community. 

At least one faculty, staff, and student representative on committee. 

At least one building representative on committee.

Hold at least five meetings in 2021-2022 academic year. 

Facilities committee established. Members solicited from each building. Held 4 meetings in the 2021-2022 year. 

Continue to add members to facilities committee, establish plan for facilities committee. 

Additional dollars requested for facilities committee selected campus projects.

Learnscape 2.0 - $150,000

SC132 classroom - $20,000

Campus artwork - $9,000

Additional dollars requested for facilities committee selected campus projects.

Learnscape 2.0 - $150,000

SC132 classroom - $20,000

Campus artwork - $9,000

Solicit and continue to work with Northland Businesses to sustain and build positive relationships and promote MCC and MCC-MapleWoods. 

1. Solicit and utilize Northland businesses (include MBE/WBE) as purchasing vendors. 

2. Work collaboratively with MCC faculty, staff, and administration to increase the number of on-campus events with the community. 

Host at least two community meetings above baseline. 

Increase awareness within campus community of local MBE/WBE vendors through communication and councils. 

1. Hosted  - Northland Scholarship breakfast, Rockin in the Woods, two chamber events at Maple Woods campus. 

2. Utilized WBE printing business and WBE promotional company. 

3. Continued to solicit for facilities use agreements, however, the process is changing so it is difficult to gain business in the middle of a process change. 

Additional dollars request for community partnerships, dues and members ships. 

President's Budget - $4000

Marketing - $6000

Continue annual events for next year.

Learn and understand new FUA process. 

Additional dollars request for community partnerships, dues and members ships. 

President's Budget - $4000

Marketing - $6000

1.  In accordance with the Higher Learning Commission complete an approved Teach-out plan

2.  Engage with St. Joseph community and students to secure transition

3.  Assist North Central Missouri College to acquire services at the Hillyard Technical Center

1.  Receive guidance and official approval from the Higher Learning Commission to begin and complete closure of the Hillyard Technical Center in St. Joseph.

2.  Continue attending St. Joseph community events and recruit students to Metropolitan Community College locations until June 30, 2022.

3.  Continue communicating with representatives from North Central Community College and assist with their needs monthly until June 30, 2022.

1.  Receive official Higher Learning Commission letter recognizing Metropolitan Community College closure of the St. Joseph site by June 30, 2022.

2.  Attend all scheduled St. Joseph Chamber of Commerce meetings and events until June 30, 2022. 

3.  Complete final meeting with North Central College in June 2022 to review all items secured and not secured for an easy transition.

1. Completed a Teach-Out plan with Vice Chancellor John Chawana to close out the program. Submitted and accepted by HLC in February 2022. 

2. Met with students who were transitioned Health Sciences Institute. Allowed for students in the Apprenticeship Program to continue classroom sessions through May 2022 to successfully complete the program. Also met with members of the St. Joseph Chamber of Commerce, the St. Joseph School District and business leaders involved in the apprenticeship program. 

3. Held meetings with North Central Missouri College (NCMC) regarding the transition of classroom space in the Hillyard Technical Center to assure that students would have facilities available when NCMC starts classes in fall 2022. 

N/A

1.  Hold meeting consisting of Metropolitan Community College (staff) and Hillyard Technical Center (staff) reviewing and completing inventory lists.

2.  Secure moving date of Metropolitan Community College equipment from the Hillyard Technical Center to Metropolitan Community College campuses.

3.  Secure moving date of Metropolitan Community College furniture from the Hillyard Technical Center to Metropolitan Community College campuses.

4.  Secure Information Technology and remove from the Hillyard Technical Center.

1.  Identify  and account for 100% of all equipment owned by Metropolitan Community College.

2.  Identity all moving of equipment, furniture and Information Technology dates before the end of February 2022.

1.  100% completion of equipment identified and transferred before June 30, 2022.

2.  100% completion of Information Technology moved before June 30, 2022.

1. Met with Dr. Jill Huntsman of St. Joseph School District and NCMC leaders regarding inventory left in classrooms in the Hillyard Classroom. It was mutually agreed that MCC would retain the space until the Apprenticeship program through the Workforce and Economic Development division was able to complete classes. Inventory agreed and designated on February 24, 2022.

2. It was agreed that May 17, 2022 would be established as the move-out of equipment. 

3. May 18 and May 24 (if needed) would be set for large items and furniture to be removed. 

4. IT equipment and services successfully removed with the assistance of MCC IT on May 19, 2022 

Establish regular employee times and site hours with availability of advisors, counselors and financial aid. 

1. Successfully relocate all Metropolitan Community College programs and course offerings from the Hillyard Technical Center to the Metropolitan Community College locations.

2.  Contact students currently enrolled in programs (written and verbal) to announce moving and assist their relocation.

3.  Assist students in the Radiological Technology and Surgical Technical programs with financial support.

1.  Create a written announcement and contact by phone all students before the beginning of the Fall 2021 semester.

2.  Complete phone calls and written notices contacting 100% of returning and new students enrolled at MCC Maple Woods | St. Joseph site.

3.  Award 100% of current and returning students enrolled in Radiologic Technology and Surgical Technology programs.

1.  All students will be informed of their opportunity to continue with their program of study at a Metropolitan Community College campus.

2.  MCC will retain 100 % of students who enrolled at MCC Maple Woods | St. Joseph site and relocated to MCC Penn Valley | HSI location.

3.  Financial assistance provided for students in Radiologic Technology and Surgical Technology will provide security for their enrollment status.

1. All health sciences students were successfully relocated to the Health Sciences Institute at the Penn Valley Campus of Metropolitan Community College.  Followed up with each student to allow for a smooth transition.  Spoke to students via phone and sent email messages. Offered financial assistance for transportation, as needed. 

2. Email and phone conversations held with each students and support provided through financial aid advisors and other services, including advising and tutoring.  Connections provided with faculty.  Students in WED apprenticeship informed of continued availability and plans for completion. 

3. Students in Radiology and Surgical Tech programs were provided with assistance to cover cost of change in textbooks and encouraged to use services of advising, financial aid and other departments as appropriate. 

Quality programs at the Penn Valley Campus were made available. 

1. Assess outreach strategies and revise strategies based on findings.

2.  Serve as a model for future openings and closings of site locations.

1. Contact students on a weekly basis prior to the start of the semester. 

2. Track student responses and insure that all students accepted and noted the change in location and programming. 

1. Complete tracking of all student responses prior to the start of semester

2. Track all student responses on a spreadsheet and review contact information to ensure contact was made

3. Update any addresses as needed.

1. Outreach strategies included phone calls, mailed letters to address of record and emails. Contact was made by the Site Coordinator and others  and included introduction of faculty at new program location. Increased number of contacts to each student including individual and group emails. Phone contact encouraged to provide personalized support for any hardships encountered. Through review it was noted that the majority of students had a shortened commute to the Penn Valley HSI location vs. the Hillyard St. Joseph location and most were very accepting of the change in location. Addresses updated as needed. 100 percent of enrolled students responded to information and were so noted. 

2. Reviewed the pro-forma and background for this site opening and determined that further research was needed to determine community needs.  Enrollment in general education classes continued to decline in all course offerings that were held in-person.  Students from the St. Joseph area had cost effective options with Missouri Western and the site location of NCMC in St. Joseph. Retaining faculty, especially in health sciences classes was difficult due to the greater pay offering in non-teaching positions. 

Detailed community needs assessment would benefit future site opening considerations. Long term research and supported data should be considered before the investment.