Provide a collaborative mechanism towards the implementation of a new enterprise resource planning platform.

% of core business processes migrated from PeopleSoft to new ERP platform.

100% migration of core business processes from PeopleSoft to new ERP platform.

The identification  of an alternative ERP solution to best meet the business needs of the college by Spring 2022.

The goal is still in progress. There were a number of factors that complicated the achievement of this goal according to schedule. There were more unanticipated questions and requests from vendors that kept pushing the timelines. The project timeline estimation was not very well thought out by the project team. The opportunity for improvement is to develop better project estimation based on this experience and utilize buffering techniques to arrive at more realistic timelines.

To ensure  the project gets back on track and provide adequate resources to implement the  next phase of the project we are requesting $250,000 to hire an ERP implementation consultant to work with our project team and the vendor's implementation partners.  This will ensure that all project milestones are met on time and on budget moving forward.

Work with all key stakeholders to develop the mechanics of the visit and the narratives.

Successful development of data classification and protection process and procedures and complete a vulnerability assessment process.

Complete the development of data classification and protection process and vulnerability assessment by Fall 2022.

Completion of vulnerability assessment  and implementation of a data loss prevention strategy.

We implemented successfully a data loss prevention strategy  where  information classified as PII cannot be sent electronically outside the organization. We conducted a vulnerability assessment of our systems and there are areas that need to be addressed.  The System Infrastructure team is working to  address the vulnerabilities identified and this will be followed by another assessment next year.

We are requesting for $30,000 to conduct a vulnerability assessment of our information system to identify areas of improvement in our information security.

Timely submission of all compliance narratives to HLC and the successful completion of a focused visit by the peer reviewers.

1. Submission of all compliance narratives (Focused Visit Report) to HLC 

2. The successful completion of a focused visit by the peer reviewers.

Focused visit report submitted by 8/8/22. 

This goal is still in progress. We are 95% done with the narrative and are on schedule to submit the Focused Visit Report on time.

The development of the Focused Visit Report and other accreditation compliance narratives could be improved in the future  with better coordination among client departments regarding what is expected from each of them. We we conduct a post mortem evaluation of the process in the coming year to come up with action items  depending on the outcome of the visit.

We are requesting $45,000 in the next Financial year to facilitate all accreditation activities and the HLC focused visit.

Continue to assess the evolving instructional and business needs of the college and implement new technologies to fulfill those needs.

Regular reports given to EC about technological advancements. 

Successful deployment or upgrade of 2 new functionalities or capabilities.

The  college deployed the Zogo Tech Data warehouse. This has enhanced the data on demand model and significantly reduced the takt time for fulfilling data requests.

The increased data availability requires new visualization capabilities to enhance data consumption and easier decision making. We are exploring adoption of PowerBI  visualization capabilities.

1. Redesign and streamline IEP form
2. Provide training on IEP form

1. IEP completion rate
2. PUM participation

1. 100%
2. 80% participation

1. A 100% completion rate was achieved!

2. Attendance has been >80%.  We have combined the closing of the loop training and opening of the loop training into one 30 min session to better maximize all PUMs time and that has been well received.

We will continue to enhance the IEP form page to make information available to the PUMs as they need to reference for completion of their IEPs.  For example, making the new Strategy Map available below the IEP form but all on the same page for ease of reference.

1. Work closely with Communications & Marketing to develop key materials: Strategy Map Visual, Promo Brochure, and Interactive Web presence.

1. Informational materials are completed on time and on budget

By end of Q1, 2022

This was achieved as the BoT adopted the plan at the Nov. 2021 Board meeting.  It was begun on Jan. 1, 2022 for the College.

We are now working on a 3 year shared service and campus plan playbook as a mid-term planning component that will make up the MCC Reimagined Playbook.

1. Work with Sr. Project Lead to ensure all stakeholders are informed of deadlines.

2. Careful review of submitted materials before final document goes to HLC.

1. All deadlines are communicated via email at least two weeks out.

2. Review completed with time to bolster submission and no errors prior to submission.

1. 100% of the time, communications go out two weeks prior.

2. HLC satisfaction

1. This has been a key focus for much of the Q4 in 2021 and Q1-2 of 2022.  Draft II was successfully completed and distributed on time.  All signs are strong for it's quality and impact.

2. We will know the outcome of this after the Oct. visit, but anticipate a favorable response.

We will continue to develop more efficient ways to gather supporting documentation.

1. DEI Charrettes

2. WED Area Plan

3. Maple Woods Campus Plan

1. DEI office facilitation of experience with EPMP-IE survey.

2. WED Area plan embraced by leadership - continuous improvement survey.

3. Maple Woods leadership satisfaction - continuous improvement survey.

1. 90% positive

2. Only 10% of all comments point out continuous improvement needs.

3. Only 10% of all comments point out continuous improvement needs.

A template was provided to all EC members and they were trained.

There was some confusion about the alignment of the SS/Campus Goals to an organizational goal's KPI.  This will be something we'll focus on clarifying.

1. Provide PUM support to ensure a successful IEP process.

2. IEP submissions completed

1. All emails responded to within 24 hrs

2. Submission rate

1. 100%

2. 100%

1. We continue to respond to all emails within 24 hrs.  We also provide annual training on how to do IEPs, which ensures understanding for how to do the IEP.  Also, we've introduced doing a video as well and reminder emails.

2. Anticipate 100%

1. Will look for ways to make the video as engaging as time allows.  Also, we will continue to do the most impactful, efficient training sessions as possible.

2. Communication and a clear, easy to follow process is the key.

1. Publish enrollment report dashboards 

2. Provide live trainings to include the extended leadership group and the enrollment distribution group.

1. Frequency of publishing of enrollment report dashboard

2. Number of trainings

1. Daily

2. At least 4 live trainings

The dashboard went live and runs daily.

Trainings were held: 

Oct. 1, 6, 7, 8 2021

Ongoing training will continue as new dashboards are developed and new leadership join MCC.

1. Communication about the new tool and training opportunities will be extended.

2. Trainings will be held and made available to all employee groups

1. Channel of communication

2. Number of trainings offered to employee groups

1. Communication delivered through MCC News about Zogotech.

2. A minimum of 3 trainings will be held and made available to all employee groups

Training opportunities were sent though MCC News.

Training Webinars were created and made available to all employees. 

With employee turnover we need to continue to remind employees the tool is available and extend training opportunities throughout the year.

Create academic data reports/dashboards, for example, program review, KPI, etc.

Number of academic data reports/dashboards published. 

A minimum of 3

Reports were created for Program Review, Student Course Success and Retention.

Additional reports are still needed to be built and shared with MCC this next year. We will continue our report repository.

Provide ongoing support to the Office of Assessment by serving as a resource member of the District Assessment Coordinating Committee (DACC).

Number of DACC meetings attended by the Executive Director of IR or Senior Research Analyst.

A minimum of four. 

DACC meetings attended:

Oct 1, 2021

Nov 5, 2021

Dec. 3 2021

March 4, 2022

April 1, 2022

Program review data was provided to the Office of Student Learning for the current cohorts. I have had discussions with the Executive Director about incorporating a direct question about DEI into the program Review. Demographic Data is already provided to faculty, however, there is no direct question for programs to respond. 

1. The infosec plan will be completed and approved by the Information Security governance committee.

2. The infosec plan will be approved by the District Technology Coordinating Council.  

3. The infosec plan will be approved by the EC.

1. Plan approved by the Information Security governance committee?

2. Plan approved by the District Strategic Technology Coordinating Council?

3. Plan approved by the EC?

1. Yes

2. Yes

3. Yes

1. no

2. no

3. no

This goal is almost complete.  We have less than 50 percent to go.  The goal is not met because proofreading and editing are taking longer than expected.  

1. Engage students for ERP feedback. 

2. Meet with Purchasing to develop a timeline.

3. Have the evaluation review team meet with the Chancellor.

4. Have the ERP-RFP posted for vendors to respond.

5. Make a recommendation to the Board no later than January. 

1. Number of students engaged

2. Timeline developed

3. Evaluation review meets with Chancellor

4. ERP-RFP posted

5. Recommendations made to the Board

1. 500 students

2. Timeline developed by September 2021

3. Meeting takes place by October 2021 

4. ERP-RFP posted by November 2021

5. Recommendation made to the Board by January 2020

1. Yes

2. Yes

3. Yes

4. Yes

5. Yes

The timeline for this goal has changed multiple times for different reasons.  

Review the technology action plans, consolidate the digital transformation objectives from each plan into a road map, and Gain census on the plan from the different technology sources. 

A  digital transformation road map completed by the end of FY22?

Yes

No

MCC has decentralized Information Technology (IT).  The first attempt to get the digital transformation plans from each IT functional area was not successful.  We need to retry.    

Implement of use of data across the different technology sources that make up the district.  

Percentage of technology sources identified in the technology area plan that have an action plan that uses data to measure success. 

100%

OIT contributed to this goal by completing the implementation of Wolf Analytics.  Also, we provide financial resources to configure the system further.  Wolf Analytics will increase stakeholders' ability to conduct data-driven decision-making.  

1. Develop Project  Plan
2. Identity Resources
3. Implement Plan

1. Remote access
2. Network Monitoring
3. Patch management
4. Imaging computers
5. Disaster recovery
a. Plan
b. UPS replacement
c. Testing
6. Compacity Planning
7. Alignment of security appliance 

Complete 5 projects.

The listed projects below have been completed. 

1. Remote access
2. Network Monitoring
3. Patch management
4. Imaging computers
5. Disaster recovery
a. Plan
c. Testing

The below projects needs to be completed or could be re-visted for improvment.
 Imaging computers

5. Disaster recovery
a. Plan
b. UPS replacement
c. Testing

6. Capacity Planning

7. Alignment of security appliance 

1. Establish recurring working sessions
2. Develop standards and procedures

1. Document system infrastructure standards and procedures for the following topics.
a. Wi-Fi guest account management
b. Service Accounts
c. Password changes
d. Email Groups
e. Cell phone
f. Monitoring
g. Server Management
h. UPS Management
i. MFA 

Establish standards and procedures related to 9 topics by end of FY 22. 

 system infrastructure standards and procedures for the following topics completed
a. Wi-Fi guest account management
b. Service Accounts
c. Password changes
d. Email Groups
e. Cell phone
f. Monitoring
g. Server Management
h. UPS Management
i. MFA 

These documents will be updated as stay relevent.

Implement and monitor services for quality. 

1. % of time internet services are available. 
2. % of time print services are available. 
3. % of time email services are available. 
4. % of time wireless services are available. 

All services available 99% of the time.

MCC will be conducting a phase 2 on wireless to fill in coverage gaps

1. Complete asset inventory
2. Create a road map for the future of assets 

1. Asset inventory completed?

2. Road map for the future of assets completed?

1. Yes

2. Yes

1. Asset inventory completed?

yes

2. Road map for the future of assets completed?

no

Assest inventory will be keep current

Road map will be created.

Teacher's station computer and projector replaced in all classrooms. Additional equipment (audio, document cameras, streaming equipment) will be evaluated and refreshed as needed.

Percentage of classrooms and teaching areas that are refreshed. 

100%

100%

We must stay on the five-year replacement cycle, so this is not a heavy lift in the future.  

All computers in the district over five years old will be replaced. Progress will be tracked in the asset management utility ServiceDesk.

Percentage of computers over 5 years old (approximately 1700 units) replaced. 

100%. Please note supply chain issues may impact the successful completion of this goal.

90%

We are getting close.  As mentioned above, we must stay on the replacement cycle once caught up.  

A Service Level Agreement outlining service request prioritization, response times and escalation protocols will be published and integrated into the Service Desk system.

The SLA will be published to the publicly available IT documentation website. Automated escalation and workflows will be configured in ServiceDesk.

The SLA and ServiceDesk integration will be completed.

95%

The SLA is complete.  Next, we must configure the SLA in Service Desk.  

Once a "new normal" is established following the closure of BT campus, a study will be done to ensure IT resources are distributed as equitably as possible throughout the district.

Data considered for this assessment will include student enrollment, number of employees, number of devices and volume of service requests for each site in the district. 

A fair algorithm for placing IT personnel will be developed from the data and personnel will be moved where needed. 

Yes-- algorithm developed and resource decisions made based on collected data. 

0%

We will start this project in the new fiscal year. 

1. Attend training, webinar, read, or otherwise engage in at least 2 activities (at least 1 MCC promoted) to increase knowledge of cultures or people different from yourself. 
2. Application Development Manager and Processing Supervisor will participate in the KCPDC supervisor development program.

1. Percentage of Enterprise Application employees who engage in at least 2 activities

2. Application Development Manager and Processing Supervisor participating in KCPD supervisor development program?

1. 100%

2. Yes

1. Activities were engaged in by all.

2. Supervisors attended KCPD training.

We will continue to participate in cultural activities and training opportunities each year.

1. Implement an account disablement standard for past students.
2. Implement account management standards for third party applications.

1.  Percentage of  past student accounts that are disabled on the established schedule.

2.  Process user accounts and permissions through IT for new third party applications.

1.  100% of past student accounts are disabled on schedule.

2.  Security is processed in accordance with the new standards for all new applications.

1. Schedule was maintained to disable past student accounts in the fall and spring terms.

2. Standards are established and being followed for new applications.

If we become fully staffed in the teams, we can approach bringing existing applications on board also to the standards of processing user access through IT.

1.  Change to document imaging technology that does not require Internet Explorer browser

2.  Set up data integrations for new applications.

3.  Set up third party applications to be accessible from Office 365 applications list

1.  New technology is available before enrollment opens in November.

2.  Data integrations exist for Ad Astra, Handshake, ZogoTech, and Accudemia applications.

3.  Enterprise Applications application portfolio columns E and F

1.  Target go live is 10/25/21

2.  Successful data feeds for the fall 2021 term

3.  90% of applications are available through O365 Apps

1. Browser agnostic document viewer implemented on schedule.

2. Data integrations in place for all the applications in the fall term.

3.  We did not make progress on this other than the new implementations due to staffing shortages.

We will continue to prioritize high value projects that position us for the future.

Support and contribute to the implementation of eLumen for curriculum planning and assessment by:

1.  Providing data to import for initial setup of the system.

2.  Creating data extract queries and configuring the upload procedures for semesterly data integration.

3.  Setting up the application for single sign on through Microsoft, available through the Office 365 apps list.

System goes live by targeted date?

Target to go live is 10/11/21.

eLumen was live by the target date with procedures in place for multiple data refreshes per term rather than once per semester.

There may be opportunities in the future related to publishing the catalog, making program requirements available online, etc.