District Office of Information Technology - Enterprise Applications IEP

District Office of Information Technology - Enterprise Applications (2021-2022)

Please fill out the blue columns in September:

Please fill out the yellow columns in May:

*Total new budget dollar amount based on continuous improvement learnings for future initiatives to support performance improvement.  Provide a dollar amount and explanation for your request. Note: this does not serve as a formal budget request. Requests are not guaranteed.
Strategic Theme(s) HLC Alignment Operational Tactic Performance Measure Target Performance Measure Results Continuous Improvement Results Met Requesting FY23 Budget Dollars If "yes", please describe*
Completed
Enterprise Applications employees will engage in activities that contribute to MCC being a great place to work.
2: Equity Diversity and Inclusion 4: Culture and Environment
  • 5-Resources Planning & Institutional Effectiveness
    •

    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.
    Completed
    No
    Completed
    Enterprise Applications will implement user account management standards to increase security of MCC's applications.
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    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.
    Completed
    No
    Partially Completed
    Enterprise Applications will implement current technology to begin transforming the college digitally.
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    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.
    Partially Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    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.
    Completed
    No
    Previous IEPs

    2020-2021: District Office of Information Technology - Enterprise Applications IEP
    Launch Page

    2020-2021: MCC Launch Page

    2021-2022: MCC Launch Page
    Definitions

    Operational Goal – What you plan to impact or achieve in the next institutional effectiveness cycle.  Identify 3 to 5 operational goals each cycle.
    Operational Tactic – A measurable step you will take to impact or achieve an operational goal.
    Performance Measurement – The identified measure you will use to track progress on a tactic. The stronger and more specific the performance measurement, the easier it will be to report results.
    Target – Used to communicate the level of performance you’re trying to achieve. This will serve as context or meaning of your collected data. 
    Results – The final data or outcome of what you measured in relation to the identified target.
    Continuous Improvement (CI) – Your learnings and future next steps for how you will apply your results in an effort to continually improve. Ideally, information should be relayed in 1-2 short paragraphs.
    Requesting Budget Dollars     – Total dollar amount requested for FY 23 based on continuous improvement learnings for future initiatives to support performance improvement. Note: this does not serve as a formal budget request. Requests are not guaranteed.  

    Strategic Themes - 1) Student Success 2) Equity, Diversity & Inclusion 3) Resource Development & Alignment 4) Culture & Environment 5) Structure & Processes

    _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________

    HLC Criteria - 1) Mission 2) Integrity: Ethical & Responsible Conduct 3) Teaching & Learning: Quality Resources & Support 4) Teaching & Learning: Evaluation & Improvement 5) Resources Planning & Institutional Effectiveness 

        Mission

    1. The institution’s mission is articulated publicly and operationalized throughout the institution.
    2. The institution’s mission demonstrates commitment to the public good.
    3. The institution provides opportunities for civic engagement in a diverse, multicultural society and globally connected world, as appropriate within its mission and for the constituencies it serves.

        Integrity: Ethical and Responsible Conduct

    1. The institution establishes and follows policies and processes to ensure fair and ethical behavior on the part of its governing board, administration, faculty and staff.
    2. The institution presents itself clearly and completely to its students and to the public.
    3. The governing board of the institution is autonomous to make decisions in the best interest of the institution in compliance with board policies and to ensure the institution’s integrity. 
    4. The institution is committed to academic freedom and freedom of expression in the pursuit of truth in teaching and learning.
    5. The institution’s policies and procedures call for responsible acquisition, discovery and application of knowledge by its faculty, staff and students.

        Teaching and Learning: Quality, Resources and Support 

    1. The rigor of the institution’s academic offerings is appropriate to higher education.
    2. The institution offers programs that engage students in collecting, analyzing and communicating information; in mastering modes of intellectual inquiry or creative work; and in developing skills adaptable to changing environments.
    3. The institution has the faculty and staff needed for effective, high-quality programs and student services.
    4. The institution provides support for student learning and resources for effective teaching.

        Teaching and Learning: Evaluation and Improvement 

    1. The institution ensures the quality of its educational offerings.
    2. The institution engages in ongoing assessment of student learning as part of its commitment to the educational outcomes of its students.
    3. The institution pursues educational improvement through goals and strategies that improve retention, persistence and completion rates in its degree and certificate programs.

        Institutional Effectiveness, Resources and Planning 

    1. Through its administrative structures and collaborative processes, the institution’s leadership demonstrates that it is effective and enables the institution to fulfill its mission.
    2. The institution’s resource base supports its educational offerings and its plans for maintaining and strengthening their quality in the future.
    3. The institution engages in systematic and integrated planning and improvement.