Category 6: Supporting Institutional Operations


6P1Support Service Needs of Students and Stakeholder Groups. The need for support services for students is determined through departments and work groups that work directly with students. The MCC Board of Trustees receives support directly through the Office of the President; meeting agendas, executive summaries, and general clerical support are provided by the manager of the President’s Office, who also serves as Assistant Secretary to the Board. Support service needs of the alumni association are provided by the Foundation for Mott Community College (FMCC). Information about the Foundation and Alumni association may be accessed here:

6P2Identification of Support Service Needs. Apart from activities that are part of the normal budgeting and job evaluation process, no systematic process exists for the identification of support service needs for faculty, staff, and administrators. A process to evaluate changes in all job duties exists through the Job Evaluation Committee (JEC). Documentation of this process may be found here:

6P3Processes for Physical Safety and Security. MCC has a comprehensive Crime Prevention program which is based upon the dual concepts of eliminating or minimizing criminal opportunities, whenever possible, and encouraging the college community to be responsible for their own security and the security of others. Community Oriented Policing (COP) is the philosophical perspective that guides the Mott College Department of Public Safety in its daily operation. COP is a process of building relationships between the police, the campus community, local government, and community members to identify and address issues of crime, disorder, and other quality of life issues. The Public Safety Department operates a number of safety-related prevention programs, among them:

  • 3P - Campaign. Prevent, Protect & Prosecute Violence Against Women
  • Escort Program
  • Security Patrols
  • Emergency Response Team (ERT)
  • Building Emergency Call Boxes
  • Parking Lot/ Ramp Emergency Call Boxes
  • Crime Reporting
  • Closed Circuit Television Surveillance
  • Electronic Alarm Systems
  • Whistle Alert Program
  • Office Watch Program

MCC’s 2008 Annual Security Report may be read here:

6P4Key Support Service Processes. MCC’s key student, administrative, and organizational support processes are managed on a day-to-day basis by the Student and Administrative Services are of the college. Under the direction of the Vice President for Student and Administrative Services (VPSAS), this area provides leadership, direction and coordination for MCC’s major administrative support functions including all Student Services and Workforce Development activities. For a listing of key institutional processes directed by this area, see Figure 2-1. A complete listing of the day-to-day management of these support processes may be found here:

6P5Documentation of Support Processes. MCC documents its support processes in the form of online tutorials and job aids. These forms of documentation are particularly useful for computer-oriented processes such as online grading, attendance reporting, data entry, and e-mail usage. Such documentation is written and revised by on-campus users and is usually demonstrated in person at workshops or training sessions in an effort to encourage knowledge sharing, innovation, and employee empowerment. An example of an online directory of information on a key support service, in this case the college’s e-mail platform GMail, may be accessed here:

An example of a prepared Job Aid for using MCC’s business intelligence platform, Cognos, may be accessed here:

6R1and6R2Results for Student and Institutional Support Services. MCC regularly collects and analyzes measures of performance data on a variety of student services through the Student Satisfaction Survey. The following table illustrates performance data for 2008 in a number of key student support services:

  Staff very nice Service exceeds expectations Treated poorly by staff Lines too long Service not available Questions not answered Other no comment
Advising 36 7 8 36 1 13 19 447
Bookstore 27 7 7 28 0 1 15 481
Career Center 9 1 1 2 1 1 3 548
Counseling & Student Development 16 2 4 9 3 4 8 521
Financial Aid 10 1 10 45 2 16 15 468
Job Placement 8 2 1 1 2 1 2 550
New Student Orientation 15 2 3 1 0 1 5 540
Peer Tutoring 5 2 0 1 1 1 3 554
Registration & Cashier’s Office 14 1 19 23 0 2 5 503
Registrar 9 0 6 6 0 1 2 542
Student Life 5 2 2 1 0 1 1 554
Call Center 7 1 4 6 0 4 2 543
Figure 6-1 2008 Support Service Results from Student Satisfaction Survey (selected)

6R3Results for Administrative Support Services. Performance results are often collected informally within departments. Some examples of institutional-level systematic methods of obtaining data to demonstrate the results of changed processes and new activities include: the annual Human Resource Employee Appreciation Event survey (conducted 2008 and 2009), the Accounting Satisfaction survey (conducted 2009), the Google e-mail beta user survey (conducted 2008) and the grant-funded COPS/SOS-MMC Impact survey (conducted 2008 and 2009). Other measures include completion rates of regular maintenance projects, deferred maintenance projects and capital outlay projects to meet the needs of the campus and community. Another example is the development and expansion of Public Safety to all sites as well as increased security through the completion of capital and grant-funded projects. Other examples include the Upward Bound and Learning Center Programs.

6R4Use of Information to Improve Support Services. Student, administrative, and organizational support areas utilize a number of indicators to improve services. One example of using information to improve services is the Student Satisfaction survey results in Figure 6-1 above; results are monitored and used on a regular basis to improve services. Another example of using information to improve services may be found in reference to MCC’s call center in 2R1 and 2R2.

6R5Benchmarking Support for Organizational Operations. At this time, MCC has no data to report comparing our results for support of organizational operations with those of other organizations.

  • Video

6I1Recent Improvements in Supporting Organizational Operations. A recent improvement to MCC’s organizational support operations is a systematic and comprehensive review of computer support. As part of the Information Technology Services (ITS) merger described in greater detail in 7I1 below, the MCC “Help Desk” function for computing support was consolidated and expanded to include all technology support needs. The help desk function retained its distinctive telephone extension (2-HELP if dialed from a campus telephone), but greatly expanded its mission and accountability as part of the merger. A comprehensive list of Computing Support Services may be accessed here:

A number of other improvements in the Student Services area constitute significant efforts to add value to MCC as a learning institution by supporting operations. A comprehensive maintenance management system was installed in the Office of Physical Plant to track routine maintenance as well as asset management. Another recent improvement to supporting operations on campus is a comprehensive asset management and space inventory system. All spaces on campus are assigned a FICM Room Use Code. These codes are set by the Postsecondary Facilities Inventory and Classification Manual (FICM). The asset inventory includes 93 asset types and 513 subtypes. At present, more than 75,000 assets are tracked by the Office of Physical Plant, and all are assigned to an FICM location. Assets are identified by ASTM Uniformal II alphanumeric codes. Under this system, assets are scheduled for planned or deferred maintenance; assets are also assigned a numeric condition code:

1 New or like new condition
2 Good condition with little obvious wear
3 Fair condition with some obvious wear
4 Poor condition with major wear
5 Essentially worn out and at end of life (on its last legs)
Figure 6-2 Asset Assessment Ratings

Below is an example of the asset management plan applied to MCC’s parking lots. Like all assets, parking lots are assessed for condition, planned replacement timelines, and costs. This allows for financial and facilities planning for future projects and expenditures.

Lot Area Condition Last Paved Age (due) DUE Capital Cost
S 68,637 5 1980 28 2008 $53,384
C 20,235 5 1991 18 2009 $16,525
A 68,472 5 1991 19 2010 $58,715
G 102,633 4 1985 28 2013 $92,408
F 19,030 4 1987 28 2015 $17,991
E 38,503 4 1987 28 2015 $38,221
D 8,923 4 1993 23 2016 $9,300
B 111,363 4 1991 27 2018 $121,877
O 11,110 1 1992 28 2020 $12,767
N 17,850 1 1993 27 2020 $21,538
L 37,072 2 1993 27 2020 $46,967
M 15,160 2 1993 27 2020 $20,167
Q 35,378 2 2002 20 2022 $49,415
R 140,930 1 2002 22 2024 $206,690
P 10,589 1 2002 24 2026 $16,306
Figure 6-3 Example Asset Replacement Parking Lots

Another example is the alignment of workforce development efforts with the state agency tasked with retraining. The workflow and location of Workforce Development were combined in one building adjacent to our local Michigan Works Agency. In addition, a comprehensive advising system was created to allow scheduling of advisors to meet the needs of students and the college based on peak registration periods, degree completion needs, and administrative processes.

6I2Improvement Efforts for Supporting Organizational Operations. The annual AQIP Action Project process has created a culture and infrastructure to address support operations in a cross-functional manner. The Data Integration team, which recently brought a previously-unused module of Datatel online, is one such example and is described in detail in 8I2 below. Another example of the Action Project process having a positive impact is the potential for an Action Project on risk management (see the answer to 8P7 below).