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The Institutional Mission Achievement Plan (MAP)

Mission Statement

Metropolitan Community College delivers relevant, student-centered education to a diverse community of learners.


Core Requirements to maximize mission achievement:

  1. Identify current, emerging and future needs and opportunities in our service area
  2. Champion access (reduce barriers) to relevant education and awareness that best addresses service area needs and opportunities
  3. Excel in assessment, advising and academic delivery
  4. Demonstrate a culture of individual respect and professional service in every interaction
  5. Proactively uncover and encourage community potential
  6. Seek quality personal, social and economic enrichment outcomes
  7. Be a great steward of public trust and funds, leveraging all available resources and partnerships to maximize outcomes that best serve students and stakeholders

Primary Priorities

  • MCC is uniquely positioned among educational providers to fill knowledge gaps and other related emerging opportunities in our service area of Dodge, Douglas, Sarpy and Washington Counties. This is why MCC's vision is to have the capacity and flexibility to continuously evolve into the community college that best serves this four-county area. Plans for FY 2015-16 facilitate this evolution through investments in:
    • more effective and flexible learning spaces
      • major initiative is to start construction of new academic buildings at the Fort Omaha Campus, which includes a Center for Advanced and Emerging Technologies, a Construction Education Center and an Academic Skills Center
    • reengineering curriculum, academic delivery and student support systems to maximize student success and other relevant outcomes
    • area-wide cloud and other virtual campus capabilities

The following is the executive summary of high-level mission achievement plans in nine key categories.  Additionally, Area and Cost Center MAPs, as well as other operational and infrastructure plans such as Budget and the Master Facilities Plan, are all important components of our Institutional MAP.  Plans provide guidance, but it's the continuous dedication of all faculty and staff to improve mission achievement outcomes that ultimately ensures MCC maximizes its ability to effectively deliver relevant student-centered education to a diverse community of learners.

Executive Summary MAP:

Category 1, Helping Students Learn and Faculty Teach

  • Continuously monitor the relevancy of credit and non-credit program offerings and learning environments to ensure delivery of educational services that are aligned with employment and other needs/opportunities in our four-county service area
    • Understand student, employer and other stakeholder academic expectations
    • Improve and expand online and hybrid academic delivery and assessment
    • Continue work to provide "just as needed" academic delivery and support services, including creation of course modules (current focus is developmental courses)
    • Train, hire and support faculty who can advance content and tools which facilitate mission achievement, including virtual campus initiatives
    • Assess learning outcomes at the course and program level across all delivery platforms
  • Continue the transformational initiatives in pedagogy and learning theories employed by faculty to move us from traditional to flipped classroom:
    • Review classrooms in an effort to set priorities for renovation, replacement and exploration of technology used to delivery instruction
    • Develop curriculum guidelines for experiential, contextualized, competency-based, and modular academic innovations

Category 2, Accomplishing Other Distinctive Objectives

  • Enhance resource development efforts and outcomes
    • Conduct a successful comprehensive multi-year major gift campaign, involving board members, community volunteers, faculty and staff in support of the College's master plan for facilities, scholarships and other strategic initiatives
    • Build operational capacity of MCC's institutional advancement efforts including institutional planning, annual giving, major gifts, prospect research, grant development/management, online presence, and planned giving systems
    • Build long-term MCC Foundation Board capacity through shared planning, involvement and recruitment
    • Enhance strategic scholarship award systems to improve student outcomes
  • Continue to advance cultural awareness and civic opportunities in MCC's service area
    • Host civic activities that strengthen MCC's community relationships/partnerships and improve opportunities for mission achievement
    • Enhance communication and engagement with neighborhoods

Category 3, Understanding Students' and Other Stakeholders' Needs

  • Expand and enhance positive first contact and retention outcomes
    • Maximize web awareness, access and use, including effective use of online advising, orientation, and information gathering prior to enrollment and tracking of information across various departments during enrollment; implement quarterly  student resource workshops, and provide necessary training, i.e., Ellucian GO mobile app, Student Planning, My Way navigation, Office 365 Suite, etc.
    • Review process of placement: conduct effective assessment, explore current research and best practices with an emphasis on using multiple measures, and make appropriate changes
    • Review all enrollment processes, practices and policies to determine and then minimize barriers to student access, engagement and success
  • Increase student success by encouraging self reliance and personal responsibility
    • Leverage advising and other support services to best serve student development
  • Continue implementing improvements to career services and student career tracking
  • Create planned checkpoints that allow staff to engage students and reaffirm that their educational goal is accurate and correlates with their life goal
  • Implement student and staff surveying processes to generate early alerts and interventions, and feedback related to services for continuous improvements
  • Continue to seek ways to effectively use assessment tools and data to improve services to all constituencies
  • Improve outreach and student access to needed services

Category 4, Valuing People

  • Continue to advance a culture that promotes equity, diversity and inclusion
  • Create new opportunities to more effectively tap our collective ability to think
  • Enhance faculty and staff training and development
  • Use periodic workplace climate surveys to guide improvement

Category 5, Leading and Communicating

  • Further advance inclusiveness and communication within MCC and with external stakeholders
    • Encourage communication and freedom of expression among students, staff, faculty and other stakeholders
    • Continue to integrate planning, budget and operations, so the emerging planning/budget process effectively connects with each work process and stakeholder
    • Consistently acknowledge the importance of teaching, serving students and other key processes; and communicate an appreciation for everyone who helps MCC achieve quality outcomes
    • Effectively collect and address external input and emerging expectations/opportunities
  • Pursue funding that achieves the most "mission" responsible balance of quality services versus cost to students and the four-county service area
    • Work to ensure state funding supports best outcomes for Nebraska and MCC's service area
    • To help fund high cost programs and other student services, study the use of student fees for those that directly benefit
  • Leverage all available resources to best serve MCC's mission, ensuring decisions and commitments balance current demands with long-term financial and staffing stability

Category 6a, Supporting Organizational Operations

  • Effectively deploy support resources to best leverage the capacity of areas that directly serve students
    • Provide quality operational services and technology support that best benefits students, faculty and staff
    • Continue to meet expectations for public safety and information/technology security
  • Complete disaster recovery and business continuity plan for technology areas
  • Evaluate best practices and improve processes as appropriate
    • Evaluate priorities based on need
    • Enhance Ellucian Colleague system use
  • Continue implementing effective operational sustainability practices

Category 6b, Providing Physical Facilities and Infrastructure

  • Ensure facilities effectively and efficiently provide access to MCC services
  • Position information technology infrastructure to best serve mission achievement
    • Continue network infrastructure upgrades including completion of the area-wide fiber cable network and expanding wireless connectivity in the classroom
  • Work the Facilities Plan that is provided in the Board packet each month
    • Construct the Fort Omaha Project
  • Continue to strengthen long and short-term facility planning
  • Provide working and learning environments that are free from recognized safety and environmental hazards
  • Continue implementing effective facility sustainability practices

Category 7, Measuring Effectiveness

  • Review data, data systems and processes used to measure student outcomes and improve as appropriate
    • Determine effectiveness of current services and identify mission achievement gaps by measuring four-county education needs and opportunities with achieved outcomes
    • Continue to define important units of measurement, such as retention, completion and career outcomes and communicate the information college-wide
  • Use workplace and student surveys to guide improvement

Category 8, Planning Continuous Improvement

  • Further enhance the Mission Achievement Planning Process (MAPPing), including:
    • function descriptions, expectations and measurement documentation, and continued development of supporting systems and processes
    • periodic institutional quality analysis and technology reviews of each significant function
  • Provide opportunities that:
    • advance understanding of MAPPing and continuous improvement
    • encourage individual and work group thought and input, facilitated by effective college/division/area/cost center/work group/supervisor communication
  • Work to align job descriptions and performance reviews with desired outcomes, including continuous improvement

Category 9, Building Collaborative Relationships

  • Collaborate with external stakeholders to increase awareness and subsequent enrollment of disenfranchised community members (including low-income and first generation)
  • Take steps to further engage and partner with all businesses in our four-county service area 
    • Improve MCC's one-to one relationship with businesses
    • Effectively engage community advisory groups to assist in the identification of curriculum improvements and enhanced MCC services
    • Find businesses willing to strategically invest in MCC to enhance outcomes that benefit them directly and indirectly
  • Continue to grow partnerships with high schools and others to provide programs/services that enable early college opportunities and improve post-secondary education awareness
  • Partner with four-county chambers of commerce, area businesses, non-profit organizations, and/or workforce development agencies to develop training and awareness programs for the professional training of the employed, pre-employed, and under-employed
  • Partner with organizations and educational vendors to provide expanded life-long personal enrichment education that meets the changing demographics of MCC's service area
  • Maintain and expand transfer and reverse transfer articulation agreements with regional/national universities
  • Strengthen relationships with local law enforcement and emergency management agencies
  • Collaborate with community organizations to create educational programs and demonstration projects distinguishing MCC as a leader in sustainable practices
  • Work with governmental agencies, foundations, and private individuals to expand the availability of scholarships, grants, and other educational funding resources
  • Work with local government, the state legislature, and the other community colleges to foster collective support of equitable funding solutions and local control/accountability
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