District Office of Student Financial Services IEP

District Office of Student Financial Services (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
Support and encourage a welcoming and inclusive workplace, educational institution and community.
2: Equity Diversity and Inclusion
  • 1-Mission
    •

    1) Encourage and promote professional development opportunities for staff to pursue throughout the year to broaden their knowledge and experience with diversity, equity and inclusion.

    2) Conduct team activity where staff have the opportunity to share what they have learned, discuss the topic and explore opportunities to contribute to an inclusive workplace and education institional. 

    % of staff that participates and shares information on their completed activity and/or what they learned a from their PD event.

    100% staff participation in PD activity and sharing of takeaways from PD activity. 

    90% of the staff in the department participated in a professional development activity focused on Equity, Diversity and Inclusion and shared key take aways and participated in discussion during team meetings.  We have made conscience efforts to be more inclusive and intentional with communications and looking at set-up changes to implement soon such as adding preferred gender as an option on the application for admissions.

    Recommend we continue to incorporate and focus on DEI efforts to be more inclusive and active at MCC and in our department's work with students and staff.
    Completed
    No
    Partially Completed
    Engage with and support the process for ERP review to recommend a system that will support staff and operational efficiencies.
    4: Culture and Environment
  • 5-Resources Planning & Institutional Effectiveness
    •

    1) Work with the RFP committee that is evaluating the ERP system as a representative for our division.  

    2) Seek feedback, share information and work with the SFS functional departments and key stakeholders throughout the process. 

    1. Frequency of time dedicated to the project  

    2. Frequency of updates provided on the process,

    1. Time dedicated to the project on a weekly basis. 

    2. Regular communications to key stakeholders will be conducted (weekly and/or monthly as determined by the process).


    Our team is actively participating in the ERP process for a new ERP System.  This is an on-going process but completed components include providing feedback to the RFP before going out to vendors, reviewing the submitted proposals and evaluating them and participating in upcoming vendor interviews and sand box testing.

    This process will continue into the next IEP cycle.  As we move into the sandbox phase, select and involve key stake holders for testing each of the vendors product, solicit feedback and help the committee make a decision that will be best for MCC.
    Partially Completed
    No
    Completed
    Improve the communication and operations with Follett to ensure student success.
    1: Student Success
  • 3-Teaching & Learning: Quality Resources & Support
    •

    Work with the DCOs, the Bookstore Task Force and Follett to improve the student's experience with using financial aid to purchase books through Follett, ensure seemless transition of charges and no disruption to refunds.  

    Follett will meet agreed upon operational deadlines and timeline. MCC will ensure timely and accurate communication with Follett prior to each semester.

    Process will be worked out with Follett to meet the needs of MCC and Follett collectively.

    We have continued to work with Follett as well as the Bookstore Task Force to improve process and make a recommendation for the future of the MCC/Follett partnership.  While we have improved the financial aid experience and resolved several of the issues with students being able to obtain the materials and books needed for their courses using financial aid funds, the Task Force recommendation is to transition to a new digital bookstore option after this coming semester/year.

    Work on this project is continuous and if the Task Force recommendation is approved, additional work will be required to ensure a seamless transition for students and MCC.
    Completed
    No
    Partially Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    Get financial aid back on track to complete the year 1 and year 2 CAS Assessments components. 

    Year 1 assessment portion will be completed and draft year 2 implementation plan developed.

    All financial aid managers and key AC staff will participate and contribute to the CAS assessment process.

    We are still working on this but will be completed by June 30th.

    Finalize the assessment pieces by June 30th and present to Deans.

    Partially Completed
    No
    Previous IEPs

    2020-2021: District Office of Student Financial 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

    _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________

    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.