Strategic Plan

Mission

通过学习、参与和服务来发展完整的人. MC渴望培养理想的麦克弗森学院毕业生，以纪念最火的十个赌博软件的创始兄弟教会遗产的价值观.

Vision

设定一个新的轨迹，改变学生的体验，建立一个现代化的目的地学习社区.

Culture

Learning happens best in community. 管委会社区每天都致力于建立一种文化:

• Embraces diversity, equity, and inclusion
• 通过培养成员的智力成长和整体健康，努力成为“值得工作的伟大学院”
• Empowers an entrepreneurial spirit with bold goals
• 利用适应性领导思维，为MC社区提供解决重大挑战的工具
• Adopts a career-oriented approach to liberal arts
• 了解世界在变化，学生需要为全球劳动力做好准备, environmentally aware, and increasingly virtual
• Serves beyond volunteerism

管委会的文化融入四项策略性措施: Academic Program Growth Mindset, East McPherson, Wellness and Inclusion, and $1B Endowment.

1. Academic Program Growth Mindset

以不同的方式思考校园，以吸引和留住认真对待自己教育的学生, life, and career through quality employees, programs, and spaces.

Outcomes: 1,500 Students; 80-85% Student Retention; 85% Minority Student Retention; 65% Graduation Rate; 95% Career Placement Rate; Average Debt at Graduation Less Than $10,000 Per Student; 100% of Need Met for All Students; 1,000 Alumni and Friend Mentors; 50M Media Impressions

Initiatives

• 成长型思维模式——拓展超出招生预期的增长方法，包括利用学术领导的重点，包括个人成长, quality, and innovation in teaching and learning
• 通过应用最火的十个赌博软件从汽车修复成功中学到的东西来实现增长-确定将在关键学科中创建卓越中心的特征, align resources, and integrate key success factors across departments
• General Education—Provide context and excellent learning opportunities for students in a general education program focused on innovative approaches to the liberal arts and effective pedagogical methods; leverage technology to meet students in their space and model the virtual world around us
• 学生财务自由- 100%需求满足和学生债务项目
• 团队合作——建议、指导和MC学生体验框架
• 创业型MC学生模型——以创业精神规划学生职业发展的综合模型, service, and international perspective
• 全国意识运动——来自丹佛、俄克拉荷马州、堪萨斯和奥马哈市场的增长

2. East McPherson

从传统的住宅校园过渡到满足学生课堂内外需求的现代生活社区.

Outcomes: 500,000 sq. ft. New and Remodeled Campus Space; 85-90% Students Living in Campus Community Space; $100M Retail, Commercial and Industrial Development

Initiatives

• 东麦克弗森校区总体规划设施和土地使用的综合规划, including new, reused, updated, and expanded spaces
• 欧几里德走廊-员工，客人和亲和住房
• Education Hub—Remodeled and expanded campus including new Campus Commons; Boiler House Event Center and Market; Learning Commons in Miller Library; Mohler academic space; Student Wellness Center; Hotel/Convention; First Year Housing
• 住宅区-中心东部创建了第二个到第四年的住房社区
• 运动空间-为现有设施和斗牛犬公园创建一个计划
• 麦克弗森技术中心——扩大的汽车修复空间, 考虑到工程项目的发展, automotive collection center, test track, 以及汽车和交通相关业务的发展

3. Wellness and Inclusion

设计一个包容的社区，机构和个人的整体健康是有价值的.

Outcomes: 90-95% GCTWK Satisfaction; 50% Employee Participation in Wellness Programs; 100% Employee Development Plans; 75% Race and Equity Center Score; 500% Increase in Applications for Job Openings

Initiatives

• Kansas Leadership Center Small-Town Inclusion Project—MC partners with local business and industry to create a national small-town inclusion model; Focus on Hiring equity-minded employees
• Whole Person Program—Introduce physical, mental, spiritual, financial, cultural, 为校园员工提供职业参与机会
• 健康计分卡-制定计分卡，以更好地了解校园的综合健康状况, students, employees, and constituents
• Employee Space—Reimagine space for employees to work, live, 享受麦克弗森的生活，以吸引和留住最优秀的人才
• Employer of Choice—Top compensation, benefits, and professional development; Expand opportunities to secure a more qualified hire through virtual employment and remote options

4. $1B Endowment

为MC的未来提供所需的资源和支持，以实现使命和愿景，并执行社区设计2.0 plan.

Outcomes: $500M Raised in Non-Binding Endowment Commitments; $3M Raised each year in Budget Relieving Gifts; $50M Raised for Capital Projects; 15,000 New Alumni and Friend Donors; 100,000名校友和朋友在MC赞助的活动中亲自和在线参与

Initiatives

• 传承荣誉榜-继续推动计划捐献捐献承诺
• Building Community Campaign 2.完成建设社区并启动1亿美元的活动
• # bulldogpride -通过学生债务项目推动面对面和在线参与以及签名指导计划, 利用虚拟牛头犬网络平台的职业和少数族裔指导项目
• 当地参与-与当地社区和社区合作，塑造MC