WI Forward Award 2012 - Welcome to MATC - Milwaukee Area ...

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Category 1: LEADERSHIP 1.1 SENIOR LEADERSHIP At MATC, we follow a PDCA improvement cycle throughout our systems, and this includes within the leadership of the college. Figure 1-1a shows the general quality improvement progression: Figure 1-1a: PDCA Cycle for Leadership Improvement (ACT) • Communicate accomplishments and future actions • Establish new goals and strategies • Adjust personnel • Fire / hire / promote • Revise budget for new priorities and actions • Recognize achievements (CHECK) • Coordinate performance evaluation system • Evaluate leaders, Provost, VPs • Review college’s board performance • Assess personnel needs • Evaluate communication feedback • Analyze attainment of goals CHECK ACT DO PLAN (PLAN) • Set direction for divisions and departments • Establish a culture of student and stakeholder engagement • Coordinate resources • Set goals • Integrate processes into action • Set standard for ethical behavior (DO) • Deploy Mission, Vision, and Values • Establish a sustainable organization • Implement plans • Utilize resources effectively • Provide transparent practices • Oversee implementation of key college processes ACT CHECK PLAN DO MATC’s senior leadership team consists of the President and his Executive Cabinet. The Organizational Chart (page B) shows the governance structure of the institution, beginning with the District Board. Following feedback from external agencies such as the HLC Systems Appraisal and the WI Fast Forward Award feedback, MATC leadership developed and now maintains a more robust, transparent, and integrated reporting structure to ensure better communication with all stakeholders. Figure 1-1b presents the top-tier of Leadership Teams. Many of the “related committees and teams” overlap with the leadership teams that they work with. Figure 1-1b: Leadership Teams Leadership Team Purposes & Foci Related Committees & Teams District Board • Fulfill duties and powers as outlined in Chapter 38 of the Wisconsin Statutes • Ensure MATC is meeting its commitment in increasing the potential and productivity of the people in the district through the development and delivery of high-quality educational programs consistent with current and emerging educational and labor market needs President’s Cabinet • Establish direction for college with a focus on mission and vision • Monitor progress of college on key initiatives • Plan for the future with external data analysis • Guide budget decisions with student-centered focus • Integrate federal, state, and local guidelines, law • Determine and mitigate high risk factors impacting the college • Communication and problem-solving of key internal issues Provost’s Cabinet • Ensure coordination, communication, and decision-making among departments, divisions, and campuses • Identify, review, and evaluate systems and processes related to academics, student services, information technology and regional campuses • Plan, implement and evaluate budget allocation process for capital equipment and remodeling Strategic Planning & Budgeting Steering Committee (SPBSC) • Employ the Shared Governance model • Help set Strategic Plan • Create annual Action Projects tied to Strategic Goals • Evaluate Strategic Plan • Evaluate Core Committees • Make formal recommendations to the President Budget Committee • Shape and monitor annual budget • Advisory Audit Committee • Education, Services and Institutional Relations Committee • Finance, Personnel and Operations Committee • Public Television Committee • Diversity Council • Completion Challenge Task Force • Accreditation Team • Bargaining Team • Provost Council • Campus Vice Presidents’ Team • Enrollment Capacity Planning Team • Coaching Committee • Legislative Team • Technology Steering Committee • Facility Planning Team • Safety Team • Distance Learning Team • Grants Team(s) • Professional Development Team • Core Committees • Academic Technology Core Committee • Curriculum, Learning and Assessment Core Committee • Collaborations and Partnerships Core Committee • Sustainability and Facilities Core Committee • Human Resources Core Committee • Strategic Enrollment Management Core Committee • Student Success Core Committee 1.1.a VISION, VALUES, AND MISSION 1.1.a(1) Vision and Values Through the collaborative efforts of writing the accreditation portfolio in 2009, college leaders recognized that we were embarking on a new chapter of quality improvement under new leadership; therefore, they oversaw the task of revising the college’s Mission and Vision in 2010. At a District Board retreat, a new mission and vision were drafted. The drafts were further developed by a shared 1
Category 1: Leadership governance committee and then sent to the college community (internal and external) for feedback. The committee revised the statements based on that feedback. The final drafts were shared with and approved by the District Board before being presented to the college as finished documents. Articulating a set of values for the institute followed a similar process in 2011 (Figure P-1a). Senior leaders set and deploy the mission, vision, and values utilizing the shared governance model (P.1b), demonstrating their commitment to and collaboration with this model for decision-making, which is shared among the governing board, district administrators, and faculty, with the participation of staff and students. Leadership communicates the mission and vision by posting these in the Board room, offices, on the website, and incorporating them into major college publications such as the Annual Report and the catalog. They are clearly visible in high traffic areas of each campus. The president and the Executive Cabinet reinforce MATC’s mission, vision, and values externally by modeling the principles during interactions with internal and external partners, the community, and other stakeholders. In addition, at the President’s Cabinet meetings, issues related to accountability, customer satisfaction, excellence, diversity, integrity, and student success are discussed. Decision-making at the college is student-centered, mission-focused, and reflects our values. The college’s commitment to the newly crafted values was seen when they were used as the centerpiece for Conversation Days in spring 2012. The feedback from those community dialogs, along with input from our key external partners, including Advisory Committee members, helped shape the tactics and action projects for the 2012-13 Strategic Plan. 1.1.a(2) Promoting Legal and Ethical Behavior Under the governance of the District Board, a “District Code of Ethics Policy” (available on the MATC website) establishes the ethical practices to be followed by all MATC employees. Additional policies and procedures can also be found on the website. The District Code promotes the MATC values of Integrity and Accountability. Administrative policies for faculty and staff focus on promoting an ethical work environment and cover issues such as affirmative action, non-discrimination, harassment, copyright guidelines, FERPA, equipment bids, and intellectual property. This Code is the foundation for all subsequent policies and procedures, including maintaining transparency in decision making. This transparency can be seen in the open District Board meetings held monthly. Attitudes about ethical behavior are measured through PACE surveys that assess the extent of open and ethical communications (Figures 7-3f, item #4; 7-3g, item #5 & #7; 7-3h, item #1). 1.1.a(3) Creating a Sustainable Organization Leadership maintains oversight of all strategic planning goals aligned with budgeting processes and outcomes. Leadership reviews the key performance indicators (KPIs), also referred to as “dashboards,” identified by the Cabinet and reviewed and approved by the District Board. The District Board reviews the KPIs quarterly and requests more data or strategies to improve gaps in performance. For example, gaps in underprepared students and students of color are of particular interest, and strategies have been identified in the Strategic Plan to address these areas. Senior leaders regularly develop, review, and revise strategies to ensure long-term financial, human resources, and environmental sustainability of the college. Senior leaders create an environment for organizational performance improvement by modeling the PDCA cycle (Figure 1-1a). They foster a community that accomplishes its mission and strategic goals through innovation, leadership, and agility. Evidence of such an environment can be seen in the Professional Assignments given to faculty to participate in shared governance, to develop new curriculum and programs, and to assist in the improvement processes for current programs and services (Figure 7-3m). Innovation Grants are offered to faculty to promote the value of excellence, and awards are given to proposals that embody innovation that is directly connected to achieving particular strategic goals. In addition, college leaders create a culture that strives to achieve a positive experience for students and stakeholders, promoting their engagement with the college on all levels. This is realized through the shared governance model, board members holding “Listening and Learning” sessions open to the public on all campuses each semester, and the President’s and Provost’s Cabinets responding to concerns and needs presented in research results. The results of these efforts can be seen in the 2012 PACE survey, which included customized items on leadership, and these outcomes provide a benchmark (Figure 7-3h). The 2012 Student Satisfaction Inventory (SSI) survey findings (Figure 7-1s) show evidence of improved student experiences in general terms, reflecting our leadership’s efforts in student-centered improvements. College leaders continue to demonstrate their commitment to the mission, vision, and values by creating an environment that values a trained and skilled workforce. Workforce learning is continuously promoted and supported by administration through the Professional Development office. Each year this office provides a comprehensive schedule of training opportunities for faculty and staff in Certification, Professional Development, Computers, and Wellness (Figures 7-3g, item #3 & 7-3l). To develop and enhance administrative leadership skills, leadership improvement is aligned with the strategic planning goals using the annual Performance Planning and Evaluation Process. External consultants and trainers, as well as internal facilitators, have worked with Human Resources and other divisions to provide on-going development sessions related to innovation, performance management, budgeting principles, continuous improvement, change management, and utilizing data for decision-making. In 2006, one of the continuous improvement projects for HLC Accreditation was, “Leading and Communicating for Performance Excellence,” centered on training Student Services leadership on the principles, processes, and tools of quality performance. Based on feedback, an introductory management course was developed and conducted for new managers, and course evaluations indicate it was a valuable training session. The college is currently working on finalizing a more focused succession plan to prepare for ongoing leadership in the college. To this end, data on personnel are analyzed by the President’s and Provost’s Cabinets to identify current staffing and future 2
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WI Forward Award 2012 - Welcome to MATC - Milwaukee Area ...

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