1.  Update outdated processes to reflect WED's new structure.

2.  Identify responsible parties for Operations functions.

3.  Update approval chains to reflect new organizational structure.

1.  Process manual for WED Operations unit.

2.  RACI documents for all Operations teams.

3a.  WED employee list with supervisor identified.

3b.  Update E-req system for new approval levels due to restructure.

1.  Yes/No

2.  (5) RACI documents

3a.  Yes/No

3b.  Yes/No

1.  Process manual for WED Operations 90% complete, with a target 100% completion date of July 31, 2022.  

2.  RACI documents completed for all Operations teams.  

3a.  Employee list with supervisor completed.

3b.  E-Req system update in process with a target completion date of June 30, 2022.   Purchasing requested this project be put on hold as they were extremely short-staffed and unable to complete it at the time.  We have recently revived it and will have it completed by the end of the current fiscal year.  

The Operations team continually looks for ways to improve efficiency.  We have created centralized departmental email accounts for each team - Fiscal, Enrollment, Recruitment, and Corporate College.  This has helped speed up response time to inquiries and requests for assistance, as nothing sits in a single person's inbox while that person is potentially unavailable.  

1.  Utilize QuickBooks to track financial data by funding source within WED.

2.  Utilize QuickBooks to track revenue/expenses by course area, client, and/or sector.

3.  Increase transparency for WED financial information.

1.  Financials reported monthly by WED Overhead, Corporate College, Economic Development and Continuing Education as a whole, providing a high-level view of revenue and expenses.

2a. Track revenue/expense by Continuing Ed course.

2b.  Track revenue/expense by Corporate College client.

3.  Generate new financial reports based on the new detail being tracked.

1.  (12) monthly reports

2a.  (13) current courses identified to be tracked

2b.  (5) current clients, new clients to be added as identified

3.  (13) CE course reports and (5) client reports at minimum

1.  Monthly financial reports generated for each high-level unit, but not through QuickBooks.  

2a.  Revenue/Expense tracked separately for each CE program, but not through QuickBooks.

2b.  Revenue for each CC client tracked separately in QuickBooks.  Expenses have proven to be more challenging to track, as there are multiple purchase points for CC and not all information flows to the fiscal team.

3.  CE program reports being generated monthly.  Individual CC reports still being identified and created.  

This project has proven more challenging than I expected it to be.  QuickBooks is a powerful financial program, but my team has struggled in implementing it the way we want to use it.  We have also discovered gaps in processes that need to be addressed, especially when it comes to tying expenses directly to the revenue source.  Fiscal does not do all purchasing for the unit, so when someone else purchases materials, Fiscal is not always notified and therefore unable to track the expense to the revenue.  We are looking at ways to address this gap in process.  

I have charged the Fiscal Manager to communicate with the QuickBooks team to determine if they can set up our system for us for a fee, and what that fee will be.  This will allow us to make progress on this project in a much faster way than trying to stumble through it ourselves.  It may very well be worth the investment.

We have discovered that much of the tracking we need to do related to vendor and client contracts can be completed through another platform that WED uses, monday.com .  The Fiscal team has been expanding the use of monday.com so that more information is being shared with others in the unit.

1.  Develop a recruitment strategy for noncredit, credential training.

2.  Market WED programs to non-traditional, underserved populations.

3.  Leverage community partnerships to recruit students to WED programs.

4.  Increase the number of Corporate College clients by 25%.

1.  Market stackable training to current and former students.

2. Host recruiting sessions at non-traditional locations, such as the KCATA Transit center.

3a.  Increase the number of organizations who participate in the WED Ambassador Program.  

3b.  Facilitate outreach sessions at current Ambassador partner organizations.

4a.  Contact former clients.

4b.  Attend networking events to connect with local business and industry.

1.  (6) outreach efforts.

2.  Host (6) sessions at the KCATA Transit Center.

3a.  Establish MOU's with (6) new Ambassador partners.

3b.  Host sessions at (3) Ambassador partner locations.

4a.  Contact (10) former clients.

4b.  Attend (5) networking events.

1.  Still in development.  Staffing has just recently been settled in the recruitment team.

2.  KCATA sessions have now begun.  At the request of KCATA, these were postponed due to COVID.  We were originally scheduled to begin them in January 2022, but the spread of the Omicron variant prompted KCATA to close the Transit Center to outside organizations.  They just reopened the Center in April.  MCC began hosting sessions in May.  

3a.  WED paused the Ambassador Program when the staff assigned to it left the college.  Now that staffing has been restored, the Outreach team has refocused.

3b.  WED is currently hosting a Community Health Worker program in partnership with Community Services League at their location.

4a.  Business Developers have contacted a minimum of 10 former clients to reengage on behalf of MCC Corporate College.  

4b.  The Outreach, Business Development team, and Recruitment team has attended more than 5 networking events in the period.  

This area has been slow to develop.  There has been a high amount of turnover and staffing movement within the Corporate College and Recruitment teams since these IEP's were created.  We have only recently settled in with a complete team, so they are just really gaining some traction.  They have drafted a recruitment plan that is currently being reviewed and edited before presentation to Leadership for approval and adoption.  

The Director of Business Development, Enrollment and Recruitment is continually looking for new opportunities to expand our outreach efforts, both for business clients and individual students.  The Business Developers are being charged with serving more sectors than just manufacturing.  I envision these efforts to produce tangible results during the next cycle.  

1. Evaluate the effectiveness of implementing a centralized system of communication and information tracking within the WED Fiscal department.  

1. KPI's identified and tracked

1.  50% usage of centralized email.

2.  50% of service agreements stored in a centralized platform.

3.  50% reduction in inquiries to the Fiscal team related to service agreements.

4.  80% usage of Adobe Sign for all signature processing within WED.  

1.  90% of fiscal operations emails are sent to/from the central email, removing silos and reducing wait time for assistance.

2.  70% of service agreements are now uploaded on monday.com, increasing visibility for the entire team.  

3.  60% reduction in inquiries related to service agreements due to the increased visibility.

4.  100% utilization of the centralized Adobe Sign signature process.

The Fiscal team spent a significant amount of time gathering feedback and identifying the information that would be most useful to members of the WED team and administration.  They continue to identify additional information to be tracked centrally to make everyone's jobs easier.  They have made great strides in increasing efficiency and removing silos related to items that have always been held solely within the Fiscal department.