Category 2: Accomplishing Other Distinctive Objectives

 

Reacting
Systematic
Aligned
Integrated
Isolated tasks and
activities address
immediate needs
Repeatable, proactive
processes with clear
and explicit goals
Stable, consciously
managed, regularly
evaluated
Regularly improved
through analysis,
innovation and sharing

The AQIP throughput model, which has been widely shared and utilized at MCC since 2001, visually places Accomplishing Other Distinctive Objectives alongside Helping Students Learn as the key "outputs" of a higher education organization. As a comprehensive community college, MCC performs a number of key, non-academic functions that add value to the surrounding community. Among these are athletics, workforce development, public safety, financial aid, economic development, and Veterans services and many others.

As was recognized in the 2009 Systems Appraisal Feedback Report, MCC has been a leader in workforce development programs. In fact, two of the Significant Strengths (SS) comments for the previous Portfolio highlight MCC's workforce development and community policing functions, which remain strong and continue to receive recognition and praise. For this reason, Category 2 of this document will still describe workforce and public safety processes, but will focus on other aspects of Student and Administrative Services.

For more than 70 years of MCC's 90 year history, student athletics has been an integral part of campus and community life. MCC has student teams in men's baseball, basketball, cross-country, and golf; and women's teams in basketball, cross country, softball, and volleyball. The Men's Basketball program at Mott Community College has established itself as one of the premier community college programs in the country. The MCC Bears compete in the Michigan Community College Athletic Association's (MCCAA) Eastern Conference as well as Region 12 of the National Junior College Athletic Association (NJCAA). The MCC men's basketball team has won the National championship four times: 2003, 2007, 2008 and 2012. The MCC women's basketball team was Eastern Conference Champions in 2001 and 2006, and MCCAA State Champions in 2007. MCC excels at other sports as well. The nationally-competitive men's golf team continues a 70-year tradition at MCC. The MCC women's volleyball team is becoming one of the elite programs in the country and a great deal of emphasis is placed on developing the best student athlete. Success on the court is equally stressed with success in the classroom.

The Office of Physical Plant (OPP) manages all facilities construction projects, as well as all building maintenance, custodial services and grounds services. MCC's main campus in Flint—in addition to additional locations in Lapeer, Fenton, and Clio—consists of a complex system of buildings and facilities that require regular maintenance, repair and construction. OPP also handles risk management for the college.

In summary, the activities and results described for Accomplishing Other Distinctive Objectives indicates that MCC is performing in a Systematic and Aligned manner that is repeatable, proactive and has clear, explicit goals.

2P1Design and Operation of Key Non-Instructional Processes.  MCC has enjoyed a very stable organizational structure; the basic design of departments and units has remained consistent for over a decade.  The primary division of organizational processes remains the same as it was reported in the 2009 Systems Portfolio.  MCC is comprised of two primary organizational units: Academic Affairs and Student and Administrative Services.  Key non-instructional processes reside in both areas of the college; to the greatest extent possible, organizational units within these areas are structured in a way that stresses the interdependence of instructional and non-instructional functions.  Non-instructional processes at the Vice President level are listed in the following table:

Academic Affairs Student and Administrative Services
Information Technology Services (ITS)
Planning, Research & Quality
Institutional Research(IR)
Assessment of Student Learning
Center for Teaching and Learning
K-12 Partnerships
TechPrep
Professional Development
Library
University Center
Honors Program
Experiential/Service Learning

Athletics
Continuing Education / Corporate Services
Extension Sites
Mott Middle College High School
Office of Physical Plant
Maintenance, Custodial & Grounds
Public Safety
Health Services
Admissions & Recruitment
Counseling & Student Development
Placement Testing
Records & Registration
Registrar
Student Financial Services
Learning Center
DisAbility Services
Student Life
Workforce Development
Grant Development
Veterans Services
Student Employment Center

Figure 2-1 VP-Level Key Non-Instructional Processes

In addition to the non-instructional processes under the direction of MCC's two Vice Presidents, other key processes are organized within the Office of the President and other cabinet-level positions.  Among these are:

  • Accounting/Finance
  • Marketing & Public Relations
  • Human Resources
  • Regional Technology Initiatives

The design and operation of key non-instructional processes are under the direction of the Student and Administrative Services Office.  The design and operation of key non-instructional processes in Auxiliary Services involves input from key stakeholders through the implementation of the 7-step problem-solving model.   In order to determine major non-instructional objectives, the college extension centers are asked to engage in community public forums.  In order to determine MCC's major non-instructional objectives for our external stakeholders, staff members from extension centers obtain input from various community groups and organizations, participate in various advisory groups and councils, work closely with the local workforce investment boards and State Department of Labor, and obtain feedback from employers. With regard to these objectives, input is communicated through e-mail, the college web site, and regular meetings.  The Office of Grant Development collaborates with key staff, faculty, and administrators to define and develop external funding applications to support the strategic goals of the College.

The Office of Physical Plant (OPP) maintains MCC's main campus and additional locations.  The main campus is located in Flint, Michigan on land that was donated by Charles Stewart Mott in 1955.  The additional locations approved by HLC and listed on our Statement of Affiliation Status are:

Additional Location Address Programs Opened
Northern Tier Center 4082 W. Vienna Rd, Clio MI AA 9/3/2002
Southern Lakes Branch Center 2100 W. Thompson Rd, Fenton, MI AA, AAS 9/3/1991
Livingston Regional Center 1240 Packard Dr, Howell, MI Non-Credit 1/3/2001
Lapeer Extension Center 550 Lake Dr, Lapeer, MI AA 1/4/1994
Figure 2-2 Additional Locations

MCC recently filed a request that the Livingston site be listed as an "additional location" with HLC, as credit courses may be offered there in the future.  This request is currently under review by the Substantive Change Panel of HLC.  MCC also operates a Workforce Education Center in Flint that is considered part of the Main Campus.

The Office of Physical Plant is organized as a separate department within the office of the Vice President for Student and Administrative Services. The department is designed with two major functions:  Design & Construction and Facilities Services.  Facilities Services is further divided into three work groups (maintenance, grounds-keeping and custodial).  This structure allows focused attention by all OPP staff to making the College a clean, safe, accessible and comfortable place in which to learn.  Design & Construction is responsible for all projects that alter the facilities in whatever manner (renovation, remodeling, new construction, additions, etc.) and is the group that works with architects, engineers, contractors, suppliers, etc., in order to make sure that the facilities of the college are suitable for the particular learning environment required.  Facilities Services is responsible for all facility maintenance assuring that all mechanical, electrical, plumbing and other building systems operate as designed, cleaning all of the facilities on a regular basis, and maintaining the College grounds as a pleasant part of the urban environment in which the college is located.  In other areas of Student and Administrative Services, Admissions and Financial Aid representatives assist students and families in local high schools and community organizations to assist families in understanding the higher education process.  Workforce Development's non-instructional processes must meet grant expectations and be in alignment with MCC's mission in order to receive grant funding.

2P2 and 2P3 Development of Non-Instructional Objectives.  MCC places workforce and economic development alongside its traditional academic and transfer instructional focus, as evidenced by the mission statement described in the Overview and at various other areas of this Portfolio.  A variety of methods are used to inform non-academic initiatives.  In order to determine major non-instructional objectives, the college engages in community public forums, needs assessment surveys, and other environmental scanning.

In order to determine MCC's major non-instructional objectives for our external stakeholders we obtain input from community groups and organizations, monitor labor market trends and information, participate in various advisory groups and councils, work closely with the local workforce investment board and state Department of Labor, and obtain feedback from various employers.  Internal stakeholders as well as external stakeholders are involved in setting these objectives.  These objectives are communicated through e-mail, the college web site, and regular meetings. 

The objectives for operations in Athletics are determined by the college administration with input from coaches, booster groups, student groups, and interested community members.  Major non-instructional objectives for external stakeholders are determined with input from the stakeholders.  Surveys are a common method of collecting and documenting stakeholders input.  Mott's divisions of Corporate Services and Workforce Development have had the opportunity to provide businesses in Michigan with a significant competitive and financial edge by working with the State of Michigan to offer the MI New Jobs Training Program.  We were able to provide qualified businesses with cost effective training solutions for employees being placed into "NEW" jobs.

Student Services managers are responsible for networking with stakeholders in their discipline and needs are identified through these relationships.  The process for determining other objectives is being aware of what is happening in the community, statewide and nationally.  Collecting knowledge regarding the objectives of funders, other organizations, partner community colleges, grant/donor partners, and the objectives within the MCC institution is how the team determines future goals.  The Student Services area recently finalized a Strategic Enrollment Management Plan with the following goal priorities for 2013-2015: increase student contact hours to 250,000; increase retention rates by 5% in the first year and by 10% in year three; fully integrate continuing education, workforce development and academic credit services.

Expectations are communicated through the mission statement; the policy handbook for coaches, participants and support groups; through team meetings where decisions regarding new programming and/or community involvement are determined.  Communication of expectations is also done through monthly staff meetings, VP monthly reports, quarterly and annual reports, with any vital information being sent out via email or personally from the leadership team.

2P4Assessment and Review of Non-Instructional Objectives.Key non-instructional objectives are developed annually in the strategic planning process described in 8P1 below.  Termed "enabling objectives," these initiatives are tracked in a central database and comprise a significant portion of the annual strategic plan.  In addition to the strategic plan, the Board of Trustees and EC review operational activities on a monthly basis through the president's executive summary.  The executive summary is prepared each month for the Board for the purposes of informing that body of major objectives and processes underway on campus.  At a policy and strategic leadership level, the Board and EC evaluate the appropriateness and value of all non-instructional objectives.  Non-instructional areas engage in regular reporting cycles that promote the assessment and review of objectives.  Programs such as Upward Bound report twice each year to external funders.  In addition, a number of MCC's non-instructional objectives are grant funded.  One example of planning and assessment of non-instructional objectives is the Office of Physical Plant Capital Outlay Master Plan, which may be accessed here:
http://www.mcc.edu/physical_plant/pdf_opp/2014_Capital_Outlay_Master_Plan.pdf

As demonstrated by Figure 2-1 above, the Vice President of Student and Administrative Services (VPSAS) is charged with the operation of many of the college's non-instructional objectives.  The VPSAS conducts regular meetings with lead managers in key non-instructional areas to assess and review these objectives.

The review of the objectives is conducted by the administration with input from interested stakeholders.    External grant funded programs include periodic reporting requirements to assess progress in achieving programmatic objectives and milestones relative to predetermined evaluation measures.  Additional assessment and review are determined by the goodwill built in the community and subsequent referrals and requests for staff involvement.  The leadership team is expected to routinely question the purpose of the objective and the current relevance of the objective.

2P5and2P6Faculty/Staff Needs for Other Objectives..  Apart from the annual strategic planning process, which incorporates objectives developed at the department level on an annual basis, faculty and staff needs for various objectives are assessed on an ad-hoc basis.  The primary tool for determining needs and readjusting objectives and processes is internal survey research.  MCC departments utilize the Institutional Research (IR) office to design and deploy surveys that target segments of the college or the institution as a whole.  In the recent past, surveys have been conducted on the topics of parking, accounting/purchasing, space utilization, library, the college web site, and other departments.

Staff needs are determined by the size and scope of the program.  Administrative evaluation and efforts to improve operations may necessitate staff size.  Faculty and staff are provided opportunities to outline their needs using a variety of web applications on the Mott Community College website.  In addition, direct communications such as phone or email, are used to ascertain needs.  Staffing needs are considered when determinations regarding new programs and services are made.  The leadership team is constantly looking to engage faculty and staff to solicit their involvement with community engagement initiatives.

Auxiliary Services Team members, in consultation with the Supervisor of Auxiliary Services, are empowered to adjust processes as needed to serve the customer.  Extension Center staff members have the opportunity to participate in the annual strategic planning process, which incorporates objectives developed at the department level on an annual basis.  Student Services fosters an environment of staff development in all areas.  Staff is encouraged to provide feedback and recommendations for professional development and programs in which they are involved.  Faculty and staff have the opportunity to adjust or change positions within Workforce Development as long as they have the skills, degree and aptitude to deliver the objectives. Grant funded programs and employment is contingent upon having transferable skills to continuously meet the demands of the funders, community and college mission.

2R1 and 2R2 Measures and Performance Results for Non-Instructional Objectives.MCC collects and analyzes numerous indicators of non-instructional objectives and activities, both for internal process management purposes and external reporting and accountability.  Extensive lists of the measures that are regularly tracked are discussed in greater detail in 7P2 below.  One example is the tracking of call center data.  Data are analyzed to reveal patterns by month, especially as those patterns related to registration and peak period activity.  The following table is an example of the call volume data collected by the College Information Center:

Month 2009 2010 2011 2012 2013
January 19,774 29,365 24,680 11,975 11,040
February 11,877 15,230 15,878 8,314 7,490
March 12,566 18,165 16,805 7,726 7,006
April 16,642 24,385 18,749 9,536 9,419
May 13,211 18,680 16,048 8,869 8,429
June 15,899 21,178 18,698 10,331 7,728
July 16,105 18,905 15,723 9,604 13,522
August 25,741 24,183 15,517 15,343 6,471
September 23,462 21,067 10,379 8,334  
October 17,172 18,229 9,140 8,038  
November 17,501 21,068 8,503 6,862  
December 20,155 14,969 9,009 6,494  
Totals 210,105 245,424 179,129 111,426 36,968
Figure 2-3 MCC Call Center Tracking Data 2009-2012

Student service departments also routinely track attendance and participation in programs, as does the Center for Teaching and Learning (CTL), which is described in greater detail in 1P11 above.

Within the Athletic Department, three performance results for objectives include:  contests, monitored academic performance, and continued participation as students pursue their degree.  Based on the information collected, customers express positive reactions to the services provided.  The Livingston Center's mix of programs, contract training, and assessment allows us to meet training and educational needs of area businesses and industry.  Our workforce clients contribute to the growing strength of local businesses and economic development.  The Office of Grant Development submits a monthly progress report to the Vice President for Student and Administrative Services that chronicles the status of pending and funded grant submissions.  The report is also posted on the Office of Grant Development webpage and is available for public review.  Workforce Development has met the objectives outlined in the grants by receiving "meeting" or "exceeding" status for all outcomes over multiple grants. Performance is measured monthly for all grants in Workforce Development.  

Other indicators of major non-instructional objectives include ITS help desk reports, Public Safety incident reports, grants development reports, and similar regular reporting.  One non-instructional area that routinely measures performance results is Facilities and the Office of Physical Plant.  MCC maintains and updates its physical facilities and routinely updates the college community about improvements.  A thorough discussion of inventory classification and assessment results appears in 6I1 below.  Below are brief profiles of other non-instructional "outputs" for MCC that serve and engage the greater community.

Science Olympiad.  Science Olympiad is in its 28th year at the State level and its 27th year at Mott. Usually there are thirty teams that include 400 – 600 students who participate in this event per year.  Students work as individuals and in teams with teachers and parent sponsors who help them acquire skills for the various competitions. These include events in robotics, biology, chemistry, mathematics, and computers.  Students take written tests, build devices either before or at the competition, and test these devices to fly, hold weight, play music, move a mass or meet some other challenge.  The events are supervised by college faculty, college students and business representatives.

SkillsUSA.  For the fourth year in a row, Mott's Graphic Design and Photography programs hosted the SkillsUSA Regional Competition in February 2012.  Students from high schools all around the region competed in a series of timed skilled activities demonstrating their mastery in design principles, layout, typography, photo-imaging and industry software. Nearly 30 students participated from 6 different high schools. Top finishers go on to State and National level competitions.  Projects and tests are developed and judged by Mott Graphic Design and Photography faculty who take an active role in
coordinating the event activities which are held in the Visual Arts & Design Center's Graphic Design labs and the Photography Computer Lab. Feedback from high school instructors and student participants indicates a high level of popularity since Mott began hosting this event in 2009.

Ballenger Eminent Speaker Lecture Series.  The College has an ongoing lecture series which changes theme every two years; the theme for 2012-13 has been Business/Entrepreneurship. The format varies from one major keynote speaker to workshops or panel discussions. The events are planned to be student-centered while still providing a learning opportunity to the greater community. For example, the Spring 2012 event featured Flint native, entrepreneur, and author W. David Tarver to speak to our students and the community at large concerning how education catapulted him into a career, which in turn, prepared him to venture out on his own and build a thirty five million dollar technology business. In Fall 2012 the series brought in reality television personality Daymond Johns, star of the ABC reality show Shark Tank, creator of the clothing line FUBU (for us by us), and accomplished author of Display of Power: How FUBU Changed a World of Fashion, Branding, and Lifestyle as well as, The Brand Within: How We Brand Ourselves, From Birth to the Boardroom.   Spring 2013 built upon the Daymond Johns lecture and his reality television show Shark Tank and Mott Community College hosted their own Shark Tank style business plan competition. Playing on the theme of Shark Tank, business owners, bankers, and business professionals from the Flint community came together to judge business plans in three separate categories: High-School Students, Mott College Students, and the Flint Community where prizes were given out for winners in each category.

Annual Mathematics Competition.  Faculty and local high school teachers held the seventh Annual Mathematics Competition. Sixteen schools attended the competition. A participating school can bring one or two teams. This event was developed several years ago by a math teacher from Almont High School and was brought to Mott seven years ago by a Mott Mathematics faculty member. MCC Mathematics faculty create the questions and activities for the event while local high school teachers serve as proctors and share the responsibility with faculty in grading each event. This event has grown in popularity and participation has increased over the seven years that this has been conducted. Schools now look forward and plan for this opportunity for their students to learn more about college through this experience.

Cosmetology Community Services.  Cosmetology is actively involved throughout the community.  Two to three times per month, the program provides free services to nursing homes, the food kitchen and GASC, among others.  They also participate in The Chamber of Commerce Business Focus program and the Women's Expo. Faculty attends styling shows with their students twice per year to keep them up to date on the latest trends in the industry.

Community Services from the Accounting Department.  MCC's Accounting program has added to their repertoire the IRS sponsored Volunteer Income Tax Assistance (VITA) program. This is a great community service opportunity in which students who have taken one of Mott's Income Tax classes can volunteer their time and expertise to prepare income tax returns for low-income individuals in our community. These students work through the program at two different sites: Resource Genesee and MCC Hispanic Tech Center. The accounting majors gain valuable work experience while participating in a service learning activity.  MCC's Accounting program in the Business Division has begun facilitating biannual Best Practices in Accounting workshops for area high school Accounting teachers.  This endeavor is a community initiative designed to build relationships with the area high schools, keeping them informed of the latest tools in accounting education and encouraging cutting edge learning opportunities for teachers and their students.

Muslim Journeys/Holocaust Community Library Initiatives.  One example of the value that the MCC library provides to the local community is the recent Muslim Journeys initiative.  In February 2013, the MCC library participated in this National Endowment for the Humanities (NEH) Bridging Cultures Bookshelf project.  Specific elements of the library's collection on Muslim and Arab heritage are on display in showcases for the public from February through December of 2013.  A number of LibGuides were prepared and promoted on the library's public facebook page.  Local public and academic libraries were informed of access to the collection and were invited to attend the March event. Posters were provided to mount in their libraries to promote the event.  Public showing of the film The Prince Among Slaves viewing, lecture, discussion was held in March of 2013 and was open to members of the public at no charge. Lectures from MCC professors and local Arab American leaders took place in the library.  MCC also develops local community service and outreach programs through the library; on recent example is June of 2011 when the library hosted Recounting Memory: Flint-Area Holocaust Survivors & Youth Dialogue with History. The exhibit contained photos, stories, and oral history projects of local Holocaust survivors and was undertaken as a partnership with Jewish Community Services of Flint.

Within the Athletics Department, the results of competitive activities on the conference, state, regional and national levels are collected annually; academic performance for both teams and individuals is collected at the conclusion of every season; and the number of student/athletes that transfer to 4-year institutions is documented at the end of every season.  Currently, survey results are being collected from end-users of our Events Set-up services and we look to find ways to improve customer service.  In our Printing area, we are collecting bookstore return information to find ways to conserve resources. The Livingston Center compiles data from phone inquiries and interest cards to analyze trends and create curriculum to meet community needs.  For example, the Livingston center has implemented an accelerated CNC program to meet the growing employment need of local industries and elevate the unemployment conditions in the area.  The staff and resources dedicated to the Office of Grant Development are partly evaluated according to "return on investment" criteria by the institution annually and partly evaluated according to the quality of work performed and services provided to the College, and with partnering organizations.  Within Workforce Development, all major non-instructional objectives and activities are collected and analyzed at least once a month by Client Service Representatives and during course/program teaching, the instructor analyzes the data weekly or monthly. All data is entered into the workforce data system known as Efforts to Outcomes (ETO), the data may also be entered into One Stop Management Information System (OSMIS) and/or Datatel which can be viewed by WFD staff with access and permission.

2R3Benchmarking Results for Other Distinctive Objectives.MCC has identified few external comparisons for results on other distinctive objectives.  One measure that is routinely tracked is public safety information required by the Clery Act.  Benchmarks on public safety are easily correlated with both higher education organizations and traditional police department data that are publicly reported. These data are regularly updated and posted for the community in an interactive format here:
http://www.mcc.edu/public_safety/ps_clery_act_records.shtml

Our Athletic teams consistently outrank other schools in our conference in all three objective results.  In addition, the leadership team is a direct link to the community, the face of the college and can alert the college community as to any issues that may negatively or positively affect the institution.

2R4 Impact of Other Distinctive Objectives on MCC and External Environment.Relationships with local community organizations, regional boards and statewide organizations have allowed MCC to take on new initiatives in worker training and increase both credit and non-credit enrollment. These partnerships enhance the college's relationship not only with industry leaders, but with students and the community in general.  One distinctive objective that has a direct impact on MCC and the external environment is workforce development enrollments.  The following table shows new program enrollments for 2011- 2012:

Genesee County Healthcare 69
Workforce Investment Act 644    Certified Nurse Assistant (CAN) 37
    Adult 443    Pharmacy Technician 32
    Dislocated 79 Green Construction (GCON) 123
    Youth (19-21) 86 Machinist – CNC 44
    Incumbent Worker 36 Transportation, Distribution and Logistics 35
Interested in Training/Education 828 YouthBuild 27
Food Assistance Employment and Training 55 Community Technology Centers (First Time Visits thru 6/12) 1,697
Jobs, Education & Training (JET)  Program Vocational Education 73 Community Technology Centers (Total Visits) 9,816
JET Subsidized Employment 74 Youth Programs (14-18) 52
Temporary Assistance for Needy Families Orientations 791    Summer Youth Initiative (Kearsley Park) 10
Pathways Out of  Poverty 147    Summer Youth Initiative (Youth Enrichment) 12
Earn and Learn 316    Teen CEO 30
Green & Healthy Homes Initiative 118 Smart Teachers as Role Models (STAR) 32
Operation Fast Break  61 Shiawassee County
GED Preparation 153 Workforce Investment Act 40
    GED Preparation (Workforce Education Center) 142 Adult 40
    GED Preparation (GED Hispanic Center) 11 Employment Services (Total Visits) 15,494
State Energy Sector Partnership 131 Training (WIA) 14
Industrial Applicator 42 Training (TAA) 48
Computer Repair/A+ 7    
Figure 2-4 Workforce Development New Program Enrollments 2011-2012

MCC has a long history of involvement with engaging the community, offering flexibility in programs to meet the changing training and demographic challenges that economically challenged regions face. When available, performance results are fed back into the institution's relevant processes in this area.

A recent example of MCC's service and experiential learning programs—initiated as the result of one of the first AQIP Action Projects—is the honors program's clown troupe.  HONS 251 Students apply Service Learning as the Mott Campus Clowns.  The Mott Campus Clowns are a newly-formed clown troupe at Mott Community College.  All ten members are Honors Program students enrolled in HONS 251: Social Diversity & Civic Engagement. As a course requirement, students must develop various clown skills, including juggling, puppetry, pocket magic, balloon animals, and face painting.  In October, while in Detroit for a service weekend, the Mott Campus Clowns made appearances at Boys & Girls Clubs, Special Olympics, nursing homes and community events.  Students enrolled in HONS 251 during Winter Semester will venture to the City of Brotherly Love for Alternative Spring Break from March 11 through March 18. Students will be housed at the Old First Reformed Church.  Partial funding for the Mott Campus Clowns has been provided through a Venture Grant awarded by the Michigan Campus Compact. More information about the service learning can be accessed here:
http://www.mcc.edu/honors/hp_servicelearning.shtml

The success of our Athletic programs and the positive media coverage we receive is a definite boost to our public image.  Many of the Auxiliary Services' customers are external to the institution, therefore, when they have a positive experience on campus or with services delivered, an assumption is made that they are likely to have a favorable impression of MCC.  Extension Centers have developed relationships with local community organizations, regional boards and statewide organizations.  For example, in Lapeer County MCC has been allowed to take on new initiatives in worker training and increase both credit and non-credit enrollment, such as the new Dual Enrollment Enhancement Program (D.E.E.P.) agreement with Lapeer Community Schools. This and other relationships in Lapeer and surrounding counties serve to enhance the college's relationship with students and the community in general.  Other key programs that MCC-Extension Centers have been instrumental in developing are:

  • Clio Family Health & Fitness Expo-This annual event has been a nationally recognized program that has educated local citizens regarding the importance of diet, exercise, pro-active living, and health related occupations through both hands on activities and informational access. 
  • The Clio Community Schools efforts to identify and inform parents with young children about the benefits provided through reading books and interactive play.  Volunteers are trained and provide free workshops to the public regarding reading materials and interactive techniques that will provide children with basic reading skills.
  • An Adult Care Facility to provide Direct Service Provider training for those interested in working in this area.  The Direct Service Provider certification allows graduates to work at adult care facilities in Genesee County.
  • The Livingston Center's involvement with businesses and industry builds partnerships and enhances the business community as well as the Center.  The Center provides resources and services to both businesses and residents of the community.  It is involved with 3 local chambers of commerce, Livingston and Oakland County MI Works, Michigan Rehabilitation Services, State of Michigan Veterans Employment Services, and is a member of the Work Force Development Council.  All of these connections enhance our visibility and build our reputation.
  • The Livingston Center provides rooms and equipment for many different programs including; Fulton Schools GED program, Online High School program, and the Adult Diploma program.  The Center partners with Michigan Rehabilitation Services, Work Skills, and LESA to provide a Summer Challenge for students with Autism.

Over the past ten years, the Office of Physical Plant (OPP) has worked hard to reduce the level of deferred maintenance in order to provide a campus that operates dependably for its stakeholders. This reduction in deferred maintenance, along with an increase in consistent planned maintenance and an increase in replacement of assets that have reached the end of their useful lives (as opposed to "run-to-failure" mode) have considerably increased the efficiency and the reliability of college building systems. As a result, we are seen favorably as a "go-to" place by organizations within and beyond our community and region.  The organization is strengthened by the relationships developed in the high schools and the community at large through information and service. 

2I1Recent Improvements in Accomplishing Other Distinctive Objectives.Recent improvements have been made in the development of region-specific continuing education programs, workforce development training and expanding programs based on regional community needs.  Many of the programs listed in Figure 2-4 above are newly-developed or significantly expanded.  The southeast corridor of Genesee County, which comprises a large portion of MCC's service area, has received special attention as unmet needs in that area continue to grow with new program development, including revamping medical simulation and working with police agencies, trade unions and others to establish and develop programs that meet community and business needs.  A systematic and comprehensive review is completed on every WFD grant monthly and quarterly by the funder and annually by a 3rd party evaluator.

Documentation of athletic teams' GPA and participant advancement are recent improvements.
Auxiliary Services is currently leading the way with new inventory control procedure implementation.  After spending eighteen plus months refining the institution's inventory control procedures with a group of internal stakeholders, the procedures were introduced to the College's Leadership Group.  As we work towards implementation, we are looking to move to a Radio Frequency Identification (RFID) system.  At the same time Auxiliary Services Team members are working with accounting team members to identify the underlying process that support the procedures identified.  Recent improvements in accomplishing other objectives include the development of region-specific continuing education programs; such as expanded offerings of the Certified Nurse Aide course in Lapeer based on the regional community needs.

The past decade has seen dramatic improvement in processes and in performance relative to the College's physical environment. Through judicious expenditure of funds from the publicly supported capital bonds sold by the MCC the level of deferred maintenance has decreased sharply and the College has a planned Asset Replacement Program that should maintain a high level of reliability for the college's systems.  Continuously monitoring the grant outcomes where Workforce Development received a "meeting" is analyzed to determine the changes that need to happen so the next measure is reported as "exceeding" status. 

A slideshow of recent facilities improvements performed by the Office of Physical Plant may be accessed here:
http://www.mcc.edu/physical_plant/file_opp/FY_10-11_Projects.ppsx

2I2 Improvement Efforts for Accomplishing Other Distinctive Objectives.MCC's culture is most responsive to external forces in identifying improvement efforts.  One such example is the MCC web site, which is useful to both internal and external stakeholders.  MCC's web site and its maintenance is an example of how our culture and infrastructure help set targets for improvements in this category.  There exist significant expectations that the institutional web site be used as a primary communication tool to provide easy access for all stakeholders to college information and interactive functionality. 

The MCC Web Development Team (WDT) has built both the culture and infrastructure to routinely develop and maintain content on web pages by holding monthly meetings, focused WDT support meetings with departments involved in creating new web content, and a powerful content management database with email notifications regarding content needing updates.  WDT meetings include a review and discussion of what new areas are scheduled for development or improvement. 

In response to the rapidly changing nature of state and local workforce needs, key MCC staff have served as leaders in the implementation and improvement of workforce development initiatives, most notably the Michigan No Worker Left Behind program, with a focus on meeting or exceeding the performance targets established by the State.

The culture and infrastructure of MCC allows both credit and non-credit programs to be flexible and meet specific needs.  Specific process improvements include using Datatel to track and monitor students in all non-credit programming.  Targets are developed by looking at baseline data, analyzing state, federal and local funding and meeting changing community needs.

Extension Centers offer both credit and non-credit courses to be flexible and meet specific needs within the local community.  The culture of the Office of Physical Plant (OPP) is entirely focused on maintaining the facilities and grounds of the college's campuses at the highest level of functionality and reliability possible with the funds that are available. This culture drives the processes that are selected and used to improve performance of the facilities for which we are responsible. Additionally, OPP is engaged with the college community so that strategic and tactical targets developed by academic and other student services areas are utilized to inform the processes in OPP and set targets for OPP improved performance.