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The Institutional Mission Achievement Plan (MAP)

Mission Statement

Our mission at Metropolitan Community College is to serve our community with distinction. We are a role model in higher education. We will deliver:

  • Quality learning opportunities
  • Lifelong educational programs
  • Services that support personal and professional enrichment and training
  • Programs and services which stimulate economic and workforce development
  • Courses and programs which provide a transferable path to baccalaureate institutions
  • Career/vocational education supporting business and economic partnerships
  • A positive learning environment that promotes student success

Overall Strategies to maximize mission achievement:

  1. Understand current, emerging and future needs in our service area
  2. Champion service area access (reduce barriers) to education, awareness and need fulfilling opportunities
  3. Excel at assessment and effective academic delivery
  4. Proactively uncover and encourage community potential
  5. Seek quality outcomes through personal, social and economic enrichment
  6. Leverage all available resources to best serve our mission and strategies

Primary Priorities

A majority of MCC's resources are rightfully committed to activities of teaching, student support and other organizational support services that allow the college to function. Ongoing quality service is ensured by the efforts of all faculty and staff to excel at adjusting to changing needs and opportunities.

The following is the executive summary of what is planned to help us build on what we already do so well, as we work to improve our mission achievement outcomes. 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.

The major initiative in FY 2013-14 is to work on ways to better align available resources with priorities that best position MCC to effectively serve our four-county area this year and beyond. This positioning requires investment in more effective classroom spaces, both physical and virtual, and the reengineering of services.

Executive Summary MAP:

Category 1, Helping Students Learn and Faculty Teach

  • Continuously monitor the relevancy of 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
  • Continue the transformational initiatives in pedagogy and learning theories employed by faculty to move us from traditional to flipped classroom:
    • Pedagogy
    • Technology
    • Place

Category 2, Accomplishing Other Distinctive Objectives

  • Enhance resource development efforts and outcomes
    • Conduct a successful comprehensive major gift campaign, involving board members, community volunteers, faculty and staff in support of the College's master plan for facilities 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, and planned giving systems
    • Build long-term MCC Foundation Board capacity through shared planning, involvement and recruitment
    • Expand scope and reach of the Friends and Alumni Network
  • 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 at enrollment; implement Datatel Portal and E-Advising, and provide necessary training
    • Review process of placement testing: conduct effective assessment, explore current research and best practices, 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
  • Seek ways to effectively use assessment tools 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, access 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 Datatel Colleague system use
  • Continue implementing effective operational sustainability practices

Category 6b, Providing Physical Facilities and Infrastructure

  • Evaluate and respond with appropriate remedies to any facility barriers to MCC services
  • Position information technology infrastructure to effectively serve academic and operational mission achievement
    • Continue network infrastructure upgrades
  • Work the Facilities Plan that is provided in the Board packet each month
    • Continue phasing work on the Facilities Master Plan, with an initial emphasis on the Fort Omaha Campus, Elkhorn Valley Campus and Sarpy County strategies
  • Develop and implement recommendations to best leverage MCC's facilities and infrastructure
  • Continue to strengthen facility planning and work safety coordination
  • Continue implementing effective facility sustainability practices

Category 7, Measuring Effectiveness

  • Review data 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
  • Use workplace climate 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)
  • 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 Nebraska Workforce Development to develop training 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 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
  • Improve our one-to-one relationship with businesses in our four-county service area and effectively engage community advisory groups to assist in the identification of curriculum improvements and enhanced MCC services
  • 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
  • Work with the Nebraska Department of Labor and others to improve student awareness of employment opportunities and access to data on student career outcomes
 
 
 
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