Office of Financial Services and Accounting

Office of Financial Services & Accounting (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 continuous activities/actions to contribute favorably to the "Total Experience" in the most efficient and effective ways to improve services provided to all patrons in the College community.
3: Resource Development +Alignment 4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Complete a pilot of payment request functionality in PeopleSoft. 

    2. Implement Grants Council to address stewardship of grants lifecycle.

    1. Payment Request Center pilot implemented?

    2. Number of quarterly Grants Council meetings conducted.

    1. Yes

    2. At least 3 meetings. 

    Payment Request Center was implemented April 1st.  

    As of March 31st, we have conducted 2 grant council meetings.  The third is planned for June 14th.

    Accounting will monitor the number of payment requests entered to verify usage.  We will also seek feedback to ensure the implementation was successful and improve areas of concern that are raised.


    The Grants Council will seek feedback from members on format and content of future meetings.
    Completed
    No
    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
  • 2-Integrity: Ethical & Responsible Conduct
    •
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Conduct assessment of internal customers' training needs and develop plan to address.

    Plan to address findings of need assessment developed?

    Yes.

    We reviewed what our internal customers' training requests and implemented trainings to address this.

    We  will continue to lead follow up conversations and meetings to identify areas of improvement.
    Completed
    No
    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
    •

    Advance knowledge, increase networking and research best practices.

    Number of conferences/ workshops/ webinars which can contribute to MCC improvements and compliance participated in. 

    Present at 1 conference and attend 1 webinar quarterly

    We presented the Reserve Strategy Canvas at CACUBO in the fall of 2021.  We have also attended  webinars on HEERF funding, GASB 87 and other financial topics.

    Conferences, workshops and webinars will continue to be of value for the Financial Services area to address changing requirements.  The departments will continue to attend these to ensure required level of knowledge.
    Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    4: Culture and Environment
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Work with internal customers to identify improvements in systems, knowledge base and processes.

    1.  Review gifts and external funding policies

    2.  Document the process flow for grants lifecycle and identify necessary changes

    3.  Draft plan to update the internal website to provide accurate information to internal customers

    1. Review and changes submitted?

    2. Final process flow for grants completed?

    3. Plan for updating internal website information completed?

    1. Yes, all gifts and external funding policies reviewed and changes submitted

    2.  Yes, final process flow for grants lifecycle completed

    3. Yes, completed plan for updating internal website information

    As part of the Grants infrastructure, all related policies were reviewed and revisions recommended.  Since the Foundation is affected by some of these recommendations, we are waiting for their feedback.  

    The process flow for the grants lifecycle is in use.  We anticipate this will be a fluid process flow and will update as necessary.

    The internal website has been updated.

    We will be reviewing the "toolbox" provided to current and prospective grant managers to ensure they have the necessary support.  We will also include this in the Grants Council meetings to address needs by the departments that support grant efforts.
    Completed
    No
    Previous IEPs

    2020-2021: District Office of Financial & Administrative Services 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.