Office of Procurement Services IEP

Office of Procurement 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*
Partially 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
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    Offer regular trainings for procurement process and P-card reporting to stress the importance of account coding.

    The frequency of procurement and P-card trainings offered.

    Each quarter, provide procurement and P-card training at each campus, depending on who needs training at each location. Provide a minimum of 4 trainings per quarter.

    Care out taskforce assignments to improve auxiliary services contracted services.

    Examine and change processes that may improve the experience like auxiliary services Bookstore, Food Services, as well as operational activities.

    Has lead to revamping of P-Card processes that will be rolled out in September 2022.

    Auxiliary Services continues to look at how best to provide bookstore, food services, etc. to the MCC Community.
    Partially Completed
    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
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  • 4-Teaching & Learning: Evaluation & Improvement
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  • 5-Resources Planning & Institutional Effectiveness
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    1. Update Request for Board Action Submission Schedule on InfoExchange to match what is available on the MCCkc.edu website.

    2. Ensure Vendor Information on public website is up to date and easily accessible.

    1. Timeframe for updating request for board action schedule.

    2. Frequency of review of vendor information on the website. 

    1. Update Request for Board Action schedule within 3 months and update for the next year by December.

    2. Review that information on the website for Vendors is up to date monthly.

    Change in BoardDocs users and guardians has allowed for some changes, but has also delayed others.

    Website information updated.

    The team will continue to collaborate on ways to improve the Board preparation process.


    With the current updates to the Website, now we will maintain.
    Completed
    Completed
    Participate in professional development by attending regional conferences/workshops
    3: Resource Development +Alignment 4: Culture and Environment 5: Structure and Processes
  • 1-Mission
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  • 2-Integrity: Ethical & Responsible Conduct
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  • 4-Teaching & Learning: Evaluation & Improvement
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  • 5-Resources Planning & Institutional Effectiveness
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    1. Track available procurement conferences that would benefit the procurement department.

    2. Prepare to attend national NAEP conference Summer 2022.

    Number of regional conferences attended. 

    Attend 2 regional conferences

    Executive Director attended NAEP District 5 Regional Conference November 7-10, 2021

    Exec Director and staff attended Congresswoman State Procurement Conference in Warrensburg on October 12, 2021.

    Staff attended National  Procurement Card Conference in April 2022.

    Team members are being encouraged to explore options and participate as appropriate.
    Completed
    Partially Completed
    Advance MCC's Culture of Assessment
    4: Culture and Environment
  • 4-Teaching & Learning: Evaluation & Improvement
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  • 5-Resources Planning & Institutional Effectiveness
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    1. Develop method to assess each MCC department's spending with diverse supplies. Once calculated, use assessment results to inspire departments to buy from diverse suppliers.

    2. Measure how effective procurement and P-card training is to reduce the information that needs to be corrected by the procurement department.

    1. Frequency of calculation and report out of departmental utilization of diverse suppliers

    2. Percentage decrease in the number of account coding correction to be completed by the procurement department. 

    1. Assess performance on quarterly basis. Report percentage of spending at diverse suppliers to each department on a quarterly basis. 

    2. Decrease number of account coding corrections to be completed by procurement department by 20%

    Measurements are still being defined for departmental related diverse spend. Looking for software tool to assist in process.


    Have built new processes into procurement card coding that allow for more timely completion of approvals and accuracy of account codes being used.

    Will allow for more timely and accurate reporting.
    Partially Completed
    Previous IEPs

    2020-2021: District Office of Procurement 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.