Board meetings, strategic plans, and buyer signals from Ariella Gonzales-Vondy’s organization
Jun 11, 2026·StrategicPlan
Board
Morgan Community College Strategic Plan
This strategic plan serves as an organizational document to set priorities, common goals, and direct resource allocation to enhance operational effectiveness and define clear outcomes. The plan's mission is to empower students and enrich communities, with a vision to develop learners and responsive leaders. It is guided by values such as individual respect, integrity, diversity, equity, and excellence, and principles of integrity, respect, open communication, and collaboration. Key objectives include student access, student success, teaching excellence, community leadership and partnership, and operational effectiveness.
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Key discussions during the meeting included updates from the State Faculty Advisory Council (SFAC) regarding discretionary funding for competency-based learning, System protocols for immigration enforcement, changes to faculty evaluations moving to a coaching model, and legislative promotion of work-based learning programs. The State Student Advisory Council (SSAC) reported on efforts to promote interconnectedness among students. The Student Government Association (SGA) outlined plans for upcoming student events. Reports on Colorado Online courses highlighted current enrollment numbers and efforts to assign more courses as home sections. The Rural College Consortium (RCC) discussion focused on strategic enrollment management. Accreditation progress was reviewed, noting that HLC reviewers are scheduled to visit in March 2027, with a mock visit planned for October 2026. The ACCESS Team reported on ongoing activities, including Lunch and Learn sessions and a student engagement campaign. A mid-year budget update indicated a challenging state budget outlook due to increased Medicaid expenses, leading to scenarios for potential funding decreases for higher education. MCC's internal budget showed revenue tracking at 63.30% and expenses at 53.60% mid-year. A change was announced for the 2026-2027 spring break dates to align better with K-12 partners. The council also discussed a proposal submitted for funding through Education Design Lab to establish an I-BEST program integrating basic skills and CTE instruction. Finally, updates on catalog revisions and the announcement of four tuition-free summer classes were shared.
Jan 12, 2026·BoardMeeting
Board
Mcc President's Staff Minutes
Key discussion topics included the upcoming Spring Kickoff meeting logistics, the process for submitting floating holidays using a new spreadsheet method due to Banner limitations, and an update on the initiative to standardize HR software across CCCS colleges to utilize the "Page Up" platform for applicant tracking and onboarding starting July 1, 2026, with performance management to follow in 2027. Staff updates covered grant reporting (Title V MI CASA and Title V SUCCESS), the need to inform students about DUO requirements for off-campus email access, institutional scholarship support for new Construction Trades and Integrative Health programs pending financial aid approval, and planning for the CCCS Chancellor's visit on February 12. Enrollment figures showed the Spring Semester at 388.2 FTE, exceeding the budget goal by 9.35%. Other topics included setting deadlines for Commencement regalia orders and collection, organizing the campus Open House, finalizing Gala sponsors, tallying 2025 donations, ongoing MCC Foundation board transitions, and the finalization of land purchase adjacent to MCC Foundation property. Furthermore, discussions included planning for Career/Welcome Center/Library and STEM Studio/Science lab construction projects utilizing federal carryover funds, and the initiation of the FY27 budget process with departmental requests due later in January.
May 8, 2025·StrategicPlan
Board
Mcc Instructional Office Quality Indicator Report
The document outlines key performance measures (KPM) and quality indicators (QI) for student access, student success, and community success. It focuses on strategies to develop new programs, increase enrollment (particularly among underserved populations and at new facility sites), and enhance concurrent enrollment opportunities. Success is measured by retention, persistence, transfer, and graduation rates, as well as faculty ratings and participation in professional development. Community success involves monitoring program relevancy, tracking employment outcomes, and maintaining active engagement with economic and cultural development organizations. Operational effectiveness is addressed through increased resource allocation, improved recruitment, and employee satisfaction initiatives.
Extracted from official board minutes, strategic plans, and video transcripts.
