Office of Budget IEP

Office of Budget (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:  Maintain Budget Calendar.

     #2:  Maintain Position Tracking.

     #3:  Identify if there are areas of improvement for the annual Budget Planning process.

    #1: Frequency of budget calendar review

    #2: Frequency of position tracking file updates

    #3: Implement feedback from prior years' processes.

    Target #1: Regularly review the budget calendar. Update as needed. 

    Target #2: Regularly update the position tracking file. Investigate if it could be helpful in other processes or departments (HR, for example).

    Target #3: Gather feedback from prior years processes. Implement changes, if any.

    MCC's Budget Calendar won 1st place for CACUBO's Best Practices Award. A trophy was received and a presentation given the at CACUBO's annual conference.

    The position tracking file is updated almost daily and has proved to be a very helpful budget resource.

    A meeting was held in July to discuss how the FY22 budget planning process went. Changes were implemented into FY23 budget planning (for example, preloading FY23 budgets since we were using incremental and flat for the model).

    The Budget Calendar will continue to be reviewed regularly and updated as needed.

    The Position Tracking file will continue to be updated regularly. This has proven to be a very helpful tool for the Budget Office as well as for others.

    Process review meetings will continue. Next to be scheduled will be FY23 budget planning followup.
    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.
    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
    •

    1. Trainings led by the Budget office. Identify if additional training opportunities exist.

    2. Internal website presence on InfoEx.

    3. Budget Office Process Procedures


    1. Number of Budget 101 trainings scheduled

    2. Timeline for updating Budget Office InfoEx page

    3. Timeline for reviewing and updating each process file.

    Target #1: 6 or more 

    Target #2: By end of December. Add new fiscal year planning files timely.

    Target #3: Prior to fiscal year end. Create new documented processes if gap exists.

    Before the end of November, 7 virtual Budget 101 trainings were given. 

    The redesign of the Budget Office's InfoEx page was completed Nov. 2021.

    Updating internal procedures is an ongoing process. Core functions remain unchanged, but external influences continue to change and we continue to adjust.

    The Budget Office will continue to schedule Budget 101 trainings out into the future so areas are able to plan ahead with training.

    InfoEx will continue to be updated with new and updated material as needed.

    Internal procedures will continued to be reviewed and updated as needed.
    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
    •

    Seek opportunities to participate in professional development activites.

    Number of professional development opportunities directly related to Budget and Planning attended.

    At least one. Options include:

    NACUBO Budget & Planning Forum, Sept. 13-14, 17

    CACUBO Annual Conference, Sept. 27-29

    Full attendance in both conferences complete.

    Various webinars have also been attended through NACUBO, CACUBO and MCCA. 

    The Budget Office will continue to seek opportunities to participate in professional development activities.
    Completed
    No
    Completed
    Advance MCC's Culture of Assessment.
    4: Culture and Environment
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Review MCC Budget Book to identify opportunities to solidify linkages between fiscal planning and college planning. 

    Meet with the Office of Enterprise Project Management, Planning, and Institutional Effectiveness to discuss potential revisions. 

    Meet by February 15, 2022

    4.05010 BP has been reviewed. No changes recommended.

    Redesign of the Budget & Planning InfoEx page completed Nov. 2021. 

    Budget Book is planned to include the new Strategic Plan. The final version of the adopted budget book will be presented to the Board of Trustees for approval at the end of June.

    Beginning this fiscal year, the Budget Office created a very short survey to send after Budget 101 trainings. Response has been high and helpful. Changes have been implemented.

    Budget 101 training surveys will continue for ongoing performance and material monitoring.

    The Budget Book will be adjusted annually as needed.

    InfoEx will continue to be updated with new and updated material as needed.
    Completed
    No
    Previous IEPs

    2020-2021: District Office of 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.