This Facilities Master Plan supports the College's directions that are outlined in MCC's 2012-2016 Strategic Plan and the recommendations documented in the Serving Students Best Report.
The strategic plan is organized into four directions. Each one is essential to the mission of the College and has been incorporated into the development of the master plan.
The planning team's interpretation of the directions and goals of the College's Strategic Plan, as they apply to this Facilities Master Plan, are embodied in the following five Strategic Objectives. Each of the proposed capital projects in this plan is tied to one or more of these objectives to illustrate how the project relates to the College's Mission.
Strategic Objective 1: Demonstrate purposeful allocation of resources, make strategic investments in technology and facilities, and develop sustainable practices to create a supportive and collaborative 21st Century learning environment.
Strategic Objective 2: Create an environment that supports a collaborative, transparent, seamless, and student-focused set of aligned support services that will help prospective, incoming, and current students succeed with their educational and life goals.
Strategic Objective 3: Support career technical and S.T.E.M. programs that are business and industry-relevant and responsive to local workforce needs by providing flexible and quality facilities.
Strategic Objective 4: Provide space that supports collaboration between the College, the community, local schools, businesses and industry.
Strategic Objective 5: Create appropriate support spaces such as offices, work areas, and storage facilities for academic and non-academic departments.
The capital projects recommended by this plan place learning first through the creation of 21st century learning environments; support student success and persistence through the consolidation of services for students; foster collaboration with regional business and industry through the development of the new Downtown Campus and an addition to the ATC; and ensure institutional effectiveness by maximizing the use of existing College resources through strategic investment in facilities and technology.
The College directed the planning team to develop a list of projects that will need to be completed in the years following the 2013-2018 Facilities Master Plan time period. In addition to a list of long-range property preservation projects, the following capital projects were identified: