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

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Category 3: CUSTOMER FOCUS<br />

3.1 VOICE OF THE CUSTOMER<br />

Student Success and Cus<strong>to</strong>mer Focus are <strong>MATC</strong> core values (Figure P-1a), embodying our vision <strong>to</strong> “enrich, empower, and transform”<br />

lives in the community. It is vital that student and stakeholder questions, comments, and concerns are heard and responded <strong>to</strong><br />

appropriately. This is also an integral part of the planning and implementation strategies of the college’s programs and services. Figure<br />

3-1a provides a representation of the Plan-Do-Check-Act cycle as it occurs within Student Services.<br />

Figure 3-1a PDCA Student Services<br />

(ACT)<br />

• Review Strategic Goals and revise as needed<br />

• Determine services needed<br />

• Set outcomes and targets for performance<br />

(CHECK)<br />

• Evaluate Data on performance<br />

• Conduct Surveys<br />

• Complete Quality Review Process<br />

• Hold Listening and Learning Sessions<br />

• Evaluate Retention and Persistence Moni<strong>to</strong>r attainment of KPIs<br />

CHECK<br />

ACT<br />

DO<br />

PLAN<br />

(PLAN)<br />

• Apply federal guidelines<br />

• Enforce policies and procedures<br />

• Provide Student Handbook<br />

• Seek student input<br />

• Seek staff input, goals<br />

• Identify KPI targets<br />

ACT<br />

CHECK<br />

PLAN<br />

DO<br />

(DO)<br />

• Recruit students<br />

• Test and counsel students<br />

• Register students<br />

• Provide Financial Aid<br />

• Provide support and accommodation services<br />

• Provide activities for Student Life, Athletics, Student Clubs and Organizations<br />

3.1.a STUDENT AND STAKEHOLDER LISTENING<br />

3.1.a(1)(2) Listening <strong>to</strong> Students and Stakeholders<br />

To help ensure that we are listening and responding <strong>to</strong> potential<br />

and current students, we locate them on their paths <strong>to</strong>ward<br />

success and respond accordingly. Utilizing the model developed<br />

by the WTCS, our pathways lead <strong>to</strong> employment or further<br />

education. Regardless of the point of entry, students can begin<br />

on the pathway based on their skills and abilities and progress<br />

through courses, a certificate, a diploma, or a degree program.<br />

Along the way, guidance and support are offered <strong>to</strong> optimize<br />

success. Figure 3-1b lays out the model.<br />

Figure 3-1b: Pathways for Students<br />

ADULT HIGH SCHOOL<br />

ADULT BASIC EDUCATION<br />

ENGLISH LANGUAGE LEARNING<br />

WORK READINESS<br />

BRIDGE<br />

INSTRUCTION<br />

EMBEDDED<br />

CERTIFICATE<br />

ASSOCIATE DEGREE<br />

TECHNICAL DIPLOMA<br />

TRANSFER<br />

BACCALAUREATE<br />

DEGREE<br />

UNSKILLED<br />

JOB<br />

SEMI-SKILLED<br />

JOB<br />

ENTRY-LEVEL<br />

SKILLED JOB<br />

ENTRY-LEVEL<br />

TECHNICIAN<br />

SKILLED<br />

TECHNICIAN<br />

MANAGERS &<br />

TECHNICAL PROFESSIONALS<br />

APPRENTICESHIP<br />

Using data on employment projections from EMSI (Economic Modeling Specialists Inc.), we have developed programs, as well as<br />

certificates within programs, <strong>to</strong> provide for student job opportunities.<br />

As part of establishing a PDCA culture, we listen <strong>to</strong> students <strong>to</strong> determine levels of satisfaction with programs and services using a<br />

variety of methodologies, formal and informal, internal and industry validated, appropriate for their pathway. Figure 3-1c presents the<br />

student segments, their needs, the listening mechanisms used, and how these mechanisms are measured.<br />

13

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