Office of Financial and Administrative Services IEP

District Office of Financial & Administrative Services (2021-2022)

   Please fill out the blue columns in September:

Please fill out the yellow columns in July:

*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
Identify and implement contiguous improvement activities and actions that allow the MCC support services to contribute to the "Total Experience" in the most efficient and effective ways.
3: Resource Development +Alignment 4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Assist with the planning, processing and reviewing of the office chair rodeo at all campuses. 

    2. Assist with reviewing and establishing reports for the utilization of classroom space.

    3. Provide additional notary services to staff/departments at MCC.

    4. As circumstances allow, plan social events within department; i.e. Mingle with the Kringle, Department Retreat 

    1. Contribute to calculation of requested chairs to be purchased and replace those office chairs. 

    2. Number of campuses completed by the end of FY 2022

    3. Notary services provided.

    4, Number of social events held within the department. 

    1. By the end of FY2022

    2. Two campuses completed 

    3. On an ongoing basis

    4. 2 events

    First round of office chair replacement is being implemented.

    Investigate and explore the ongoing efforts to replace and update other exhausted office furniture at the College.
    Completed
    Yes

    Will need funds to carry out any further actions.
    Partially Completed
    Improve communications via available resources and all modalities to allow patrons to not only assist themselves, but navigate successfully through MCC's required protocols and policies.erational Goal Two
    3: Resource Development +Alignment 4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •
  • 2-Integrity: Ethical & Responsible Conduct
    •
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Contribute to the redesign of the MCC website. 

    2. Research and promote the most effective method to share documents via a business share drive option.

    1. Frequency of attendance of website redesign meetings

    2. Development of a satisfactory solution to the shared drive problem.

    1. At least twice per month.

    2. By the end of FY2022

    Updates to the FAS Website are being implemented.

    New information to the FAS Websites is ongoing.

    Shared drive solution is still under investigation.
    Partially Completed
    No
    Partially Completed
    Participate in professional development by attending regional conferences/workshops
    3: Resource Development +Alignment 4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •
  • 2-Integrity: Ethical & Responsible Conduct
    •
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Present at a regional conference.

    2. Attend regional/national conferences

    3. Number of department employees participating in Innovation Academy 

    Performance Measure #1:  Present at a regional conference

    Performance Measure #2:  Attend regional/national conferences

    Performance Measure #3:  Attend Innovation Academy

    Target #1: Present at one conference in FY2022

    Target #2: Attend two conferences in FY2022

    Target #3: At least one attendee at the MCC Innovation Academy.

    Proposals to present have been submitted.

    Planned attendance at MCCA & CACUBO

    Continue to identify areas were MCC Has been successfully and noteworthy of a presentation.

    Will look to offer sending others to appropriate conferences.
    Partially Completed
    Yes

    May need additional funds if maximum number of people plan to attend the maximum number of gatherings in person.
    Partially Completed
    Advance MCC's Culture of Assessment
    4: Culture and Environment
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Complete update process for Surplus and Facility Leasing policies

    2. Evaluate and update additional policies

    3. Review and update FAS organizational chart

    4. Review IEP goals/targets

    Performance Measure #1:  Monitor board policies and process updates as required.

    Performance Measure #2:  Number of additional policies updated/evaluated

    Performance Measure #3:  Frequency of review of organizational chart. 

    Performance Measure #4: Compliance with Departmental IEPs. 

    1. By January 2022.

    Target #2: A minimum of 4 by the end of FY2022. 

    Target #3: Review chart monthly. 

    Target #4:  100% compliance. 

    Policies and procedures are being monitored with success; several have been approved and implemented.

    Next round of policies for update are being evaluated.

    FAS organization chart is updated monthly given all the changes happening.

    Next round of policies/procedures for updating may include, construction and related doctrine.

    New schedule to update the FAS organization chart has been implemented to keep it accurate.
    Partially Completed
    No
    Previous IEPs

    2020-2021: District Office of Administrative Services & Finance/Budget 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

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    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.