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

Customer Focus: Category 3
Since 2001, academic program improvements targeting
responsiveness to student and employer needs must follow
the state-mandated Quality Review Process (QRP), a PDCA
process. An internal self-study, conducted by program personnel,
develops collective opinion about areas that affect their
programs. These areas include curriculum, instructional delivery
and format, assessment of student learning, advisory committees,
equipment and facilities, learning and innovation, student
satisfaction, interfacing with General Education, academic
support, employer satisfaction, faculty and staff, and marketing.
This data provides a perspective on strengths and challenges
within a program and leads to improvements in the areas of
course completion, retention, and job placement. Metrics can be
seen in Figures 7-1c and 7-1d.
Student Government organizations help identify and respond
to changing needs as well. The Student Senate at each campus
represents the needs of current students. The Area Student
Senate Board (ASSB) consists of elected officers by students and
selected members of the four campus senates. Representatives
make recommendations to the administration on college
issues. The Student Life Committee is a standing committee
consisting of students, faculty, staff and administration, and it
recommends action to the administration on matters affecting
students and student life. Students’ needs are also voiced when
the Student Life Office regularly meets with student organization
representatives.
In Student Services, supervisors regularly monitor their service
areas and processing times, making “on the spot” changes when
possible. Such information is then used to adjust processes
for succeeding semesters. The new Welcome Center at the
Milwaukee Campus has been gathering feedback since it opened
to continue its PDCA improvement cycle (Figure 7-2e).
The state requires and tabulates employer satisfaction surveys
every five years (Figure 7-1q). Results indicate that MATC
graduates continue to meet or exceed expectations in work
skills, people skills, and attitudes. Feedback from employees,
employers and other community members are collected and
analyzed through such research tools as a customer service
survey, program advisory survey, market survey, and a variety of
secondary sources.
As access and coverage remain priorities for MATC, we have
a robust social media presence to attract potential students,
beginning with our external website (Figure 7-5e). In addition,
the college sponsors an official Facebook page and two
official Twitter accounts. The primary audiences for these
communication vehicles are current and prospective students
and the community. By establishing a social media presence,
the college creates communication “where students are.” The
presence affords us the opportunity to respond to questions,
direct students to appropriate resources, and provide additional
information. All general email inquiries are directed to info@
matc.edu, which is coordinated by Student Services customer
service representatives. Questions are either responded to
directly or forwarded to appropriate staff for response. Online
FAQs were developed in response to the most common questions
and feedback received from students and stakeholders.
3.1.b DETERMINATION OF STUDENT AND
STAKEHOLDER SATISFACTION AND ENGAGEMENT
3.1.b(1)(3) Satisfaction, Engagement and Dissatisfaction
MATC determines student and stakeholder satisfaction and
engagement, through a number of instruments in the hope of
meeting and exceeding expectations, as articulated in the value
of Customer Focus. The Noel-Levitz SSI helps gauge student
satisfaction in many key areas of the college (Figure 7-1s) and
allows MATC to compare itself with peer institutions (Figure
7-2a). The Community College Student Engagement Survey
(CCSSE) was first administered in spring of 2012, and it will
provide a benchmark for future tracking on engagement issues.
Learning and Support Processes identified in Category 6 include
such satisfaction and engagement measures as Licensure Exam
Results and Comparative Data (Figure 7-1n); College Market
Share (Figure 7-2b); Retention (Figure 7-1f); Graduation Trends
(Figure 7-1j); Student Persistence (Figure 7-2f); Program
Enrollment (Figure 7.-2g), and Smart Start Feedback (Figure
7-2d). Students and stakeholders are encouraged to share their
satisfaction and dissatisfaction through the mechanisms listed
in Figure 3-1c. In addition, current students have a formal
complaint process (as presented in the Student Handbook
and online) and access to services provided by Student
Accommodations (Figure 7-1r).
To aid in market success, annual dashboards and the Enrollment
Funnel reporting structure provide success measures for
attracting, retaining, transferring, graduating, and placing
students, and for the effectiveness of the admissions, registration,
instructional, support, and placement processes. The Strategic
Enrollment Management and Student Success Core Committees
seek to maximize the recruitment, marketing, retention,
graduation, employment and transfer of students by discussing
data-informed trends, as discussed more in 4.1b. A telephone
survey of students who have left the college was conducted in
2011, and the results helped us recognize barriers to success that
are outside of our control versus those that we can help them
overcome. Major reasons for not persisting were beyond the
college’s influence, including personal life changes, devoting
more time to work, economic survival issues, and no longer
having time for school.
3.1.b(2) Satisfaction Relative to Competitors
The SSI survey feedback also provides MATC with student and
stakeholder satisfaction, and relative dissatisfaction, as compared
to some of our peers (Figure 7-2a). Comparative Fall Retention
Rates (Figure 7-1g) and the Comparative Part-Time Student
Graduation Rates (Figure 7-1k) also give us comparative data on
student success. Student satisfaction and dissatisfaction are also
determined through Listening Mechanisms (Figure 3-1c), program
Advisory Committees, and complaint processes (3.2.b(2)).
3.2 CUSTOMER ENGAGEMENT
3.2.a(1) Programs and Services
Upholding the values of Customer Focus and Excellence, MATC
uses EMSI “Strategic Advantage” software to examine labor
15