Accomplishments

Established nine new annual and endowed scholarships.

The MPTC Foundation team secured and awarded the following:

• $18,000 in CNA and Nursing scholarships to 39 students in Washington County
• $366,000 in general and donor scholarships to 377 students
• $11,500 in Forming Alliances to Cultivate Talent Initiative scholarships to 16 manufacturing program students
• $21,000 in scholarship support to Promise and Promising Futures students
• $13,000 in Student Emergency Funds
• $10,000 for textbook grants

The marketing communications team developed and executed many strategies and tactics that helped contribute to enrollment growth, including: use of new platforms in the digital space like Reddit and Bluesky; implemented new ad sequences (YouTube) and technology (Google); continued to hone our annual marketing campaign and program marketing efforts; increased PR/storytelling efforts across our district focused on key areas and new spaces.

Newly implemented AI-powered Google PMax campaign, which contributed to an overall increase of “Program Info Request” form submissions by 7.2 percent year-over-year.  (7/1/24 to 3/6/25)

Completed a market research perception study to better understand our marketplace perception.  These outcomes are helping us with a light brand refresh, which will include updating key messages and unrolling a new marketing campaign.

Heavily invested in web accessibility to meet Web Content Accessibility Guidelines and Affirmative Action compliance by the end of 2025 through employee training and website audits, focusing on color contrast, heading levels, and other accessibility improvements.

Marketing and Talent teams met to create a new internal communications procedure to guide how and where to reach employee audiences.

Completed a new 5-year strategic plan to provide an updated roadmap for the College by addressing the needs and concerns provided by numerous internal and external stakeholders.

Began the development of a defined College culture project which is intended to enhance employee attraction and retention.

We are excited to introduce the newest members of College Council:

• Brenda Komoroski, Administrative Assistant to the Dean of Business, IT & AI Innovation
• Margaret Laubenstein, Nursing Instructor
• Patrick McCain, Assessment Coordinator
• Esteban Mendoza Herrera, EWD Welding Instructor
• Sara Rhode, Substance Use Disorders Counseling Instructor
• Jill Jaber, Corrections Manager

Join us in welcoming them and celebrating their commitment to our educational community!

Raised $1.5 million for the Advanced Manufacturing Center equipment campaign.

Created and launched new Economic Workforce Development (EWD) web architecture and pages to improve user experience, design and accessibility.

Continued to tell the positive story of Moraine Park’s referendum and growth via storytelling (photo, video, written), public relations efforts and various event promotions.

Continued our alumni relations communication strategy—connecting with alumni via a quarterly e-newsletter.

Created a library of digital badges for use in the EWD Workforce Skills Hub.

Developed creative identity and rollout plan for Forward 2030, which is the College’s next strategic plan.

Collaborated with UW-Milwaukee on the development of a university transfer center space at our West Bend campus.

Completed Horicon Regional Center which opened for classes Fall Semester 2024.

Completed WB Student Services Remodel and opened the new Main Entrance addition for Spring Semester 2025

Received the Employer Support of the Guard and Reserves (ESGR) state award and national Freedom award nomination.

The talent team hired 42 new employees, promoted 10 employees and 2 employees transferred to new roles in the College.  (through Feb. 2025)

Received the Vets Ready Employer Initiative from the Wisconsin Department of Workforce Development (DWD).

The College met our goals for PTO and MTO utilization! We had 99% PTO utilization and 97% MTO utilization.

Implemented Wellable & Thrive, our new wellbeing platform and lifestyle spending account for rewards and recognition. In less than a year we have 57% of employees actively utilizing the voluntary platform.

A new performance management process, developed based on employee feedback, will roll out in 2025-26. It includes regular check-ins throughout the year instead of a single annual evaluation, enabling supervisors to discuss performance, address roadblocks, and provide coaching more frequently. Training for supervisors and employees will accompany the implementation in 2025-26.

507 Moraine Park employees completed 3,566 internal professional development courses, workshops, and other learning experiences (as of March 13, 2025).

• Provided 248 face-to-face and virtual learning experiences for employees.
• Employees completed 2,357 online learning experiences; including online courses, audiobooks, and eBooks.
• Diversity and Accessibility internal certification programs:
  • Six employees are working towards completion of the Diversity Certificate.
  • Nine employees are working towards completion of the Accessibility Certificate.

Kicked off the culture initiative with our partner, Vidl Work.

Fourteen employees applied for the college’s internal leadership development program, known as LEAP.  Currently, eleven employees are in the program, which addresses college-wide leadership needs, identifies potential successors, and fosters leadership competence. Collaborative group development focused on servant leadership in 2024-25.

Supervisors participated in change management training via the Franklin Covey online platform rolled out to all supervisors.

Implemented new/restructured Food Service contract with collaboration from the Wisconsin Technical College System Purchasing Consortium.

Completed a districtwide audit of building square footage for insurance and financial reporting.

A major upgrade was completed of our virtual desktop infrastructure to move the software in this environment to the latest versions of Windows, Adobe products, Microsoft Office product and Teams. This upgrade affects the student virtual desktops as well as employees. The new environment increases the performance of the desktops as well as the functionality of Teams within the environment.

Interesting statistics: Maintained systems availability of 100% over the course of the year. Printed over 1.3 million pages, processed 7 million email messages, supported on average, 2500 workstations and 400 file servers.

Provided key technical support to operationalize new education spaces at Fond du lac and Horicon Regional Center.  Horicon is new construction dedicated to Fire Training as well as other services. Fond du lac was the completion of phase two of construction. Both of these projects are related to the referendum projects.

Removed and replaced the main uninterruptible power supply (UPS) serving the West Bend campus. The UPS provides power in case of utility power outages to critical infrastructure. This involves computer equipment, lighting, and other facility services to maintain minimal operations and safety.

We supported 220 non-classroom events in the 24/25 year. These include events like graduation, winter graduation, pinning ceremonies, speaker series, conference center events to spotlight some larger events.

A College initiative was completed which enables us to evaluate the features and functions of providing data center services from a cloud hosted provider. As an organization we need to work more efficiently with the number of staff we have currently. Moving workload to a cloud hosted data center can theoretically reduce some of the workload and tasks we routinely perform. Current growth and expanding workloads make it imperative we explore other opportunities.

In 2024/25 we participated in the first audit of our compliance with the Gramm-Leach-Bliley Act (GLBA). GLBA is legislation which establishes controls which financial institutions must comply with. MPTC is considered a financial institution due to our participation in the federal financial aid system. Our audit was concluded with no findings, meaning the auditors found we were in compliance with GLBA requirements.

Created an RFP for the ERP. The decision made was to go with the implementation of Banner SaaS, CRM Advise, Ellucian CE, Scholarship Universe, Student Forms and the Travel/Expense module. This decision will have one of the biggest effects on the College for the next 10 years.

Implementing Banner 9 Student Self-Service with Student Profile and new Student Registration modules. This modernized the Student information available to our students and introduced an up-to-date registration process. It also gives certain staff members the ability to sign in as a student and see what the student is seeing on their screen with the global proxy abilities.

The Staff PDR project process mapped the many processes that the College has for hiring, provisioning and deprovisioning of staff. These exercises brought the key players in these processes up-to-date and on the same page. It also highlighted some key issues with the processes that have been corrected or are still in the process of being developed. An example of this is the deprovisioning process that will eliminate 90,000+ inactive accounts that have not been permanently removed from Active Directory. This will remove issues the College currently has when students/staff with previous active accounts need to have those accounts reprovisioned and improve security concerns involving inactive accounts.

9.5% increase in FTE.

Increased undergraduate enrollment by 263 students.

Made changes to admission and petition processes to comply with TCS 10.

Military Recruitment Initiative-Yellow Ribbon Event participation in January/February.

Manufacturing Promotion Task Force.

By simplifying the awarding process, financial aid was able to award 31% more students by the tuition due date.

Improved HS student account activation process for dual credit. This process minimized HS students and teachers calling for issues or assistance. No real issues reported since implementation.

Enrollment Services utilized SIS functionality and manual entry for dual credit registrations. Over 3600 unduplicated HS students were registered in courses. Over 5,000 registration forms were processed by Enrollment Services.

Implemented Degree Audit report to review potential grad applicants and to prompt them to graduate.

65% increase in Start College Now unduplicated student headcount resulting in an increase of 20 FTE from 23-24.

Completed Prison Education Program application to U.S. Department of Education.

Led the WTCS in the implementation of the new TCS10 Admissions policies and procedures.

Completed Ellucian Recruiter upgrade to Software as a Service on time and within budget.

Led efforts to enhance Title II compliance by identifying and addressing accessibility barriers within the institution’s public website and Canvas course module. Reduced barriers to digital learning and reinforced the institution’s commitment to compliance and inclusion.

Collaborated with IT, faculty, and instructional designers to implement best practices for digital accessibility.

Collaborated with Academics and Student Financial Services to simplify the challenge exam request process and utilize Canvas for challenge exam testing.

Successfully implemented Ouch That Stereotype Hurts training with positive reviews from employees.

Focus on parent engagement. Creation of parent webpage on .edu site in March 2024. Currently we have 2,318 active and engaged users with more than 5,200 sessions. Quarterly parent newsletter was sent to over 6400 parent email addresses with a 51.2% open rate, compared to 4043 addresses with a 40.4% open rate in January 24.

Completed the initial implementation of the FSET Program (SNAP benefits for students) with 12 students enrolled.

• Seven programs approved by WTCS:
• Technical Diplomas: Entrepreneur, Metal Fabrication, Automotive Undercar Technician, Visual Design Fundamentals.
• Career Pathways: Automotive Oil Change Technician, Culinary Fundamentals.
• Concept Approval: AI Data Specialist program

Created Wisconsin Department of Justice approved 200-hr Jail Academy, to be held at the site of the former UW-Oshkosh at Fond du Lac campus.

Developed two introductory Early Childhood Education courses into an 8-wk format, allowing students to enroll at two start dates each term.

Launched four new high school academies: Tax Preparer Assistant, Payroll Assistant, Phlebotomist/Specimen Processor and Pre-Health Academy

Four students will be the first graduates of our Advanced Manufacturing high school academy in May of 2025.

Signed an Associate of Arts/Associate of Science transfer agreement with Marian University.

Developed Nursing concurrent enrollment articulation agreement with Lakeland University.

Awarded $460,000 in Wisconsin Technical College System (WTCS) grants in our Emergency Medical Services (EMS) and Fire Protection Technician programs, allowing for the hiring of two new full-time faculty and the purchasing of supplies and equipment.

Completed Horicon Regional Training Center referendum construction project and classes were held starting August 2024.

Began instruction of new Fire Protection Technician associate degree program at the newly constructed Horicon Regional Training Center.

Receiving HLC approval for the Prison Education program (DOC Online); Submitted to Department of Education for full approval.

Increased enrollment in all DOC programs (online, adult and vocational on premise).

Entered into 3-year contract with Ellucian Grant Services (EGS) to benefit the Grants Office and the overall culture of grant research, development, and life-cycle management. Changing focus on overall grant management procedures and processes.

In-process for Teaching and Learning unit reorganization – completion date June 30, 2025.

Awarded $1.18m in Workforce Advancement Training grants for 2024-2025 customized training clients.

Partnered with 110 organizations to provide customized training, including 17 new clients.

Completed an estimate of 14,000 customized training hours for clients.