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