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

Customer Focus: Category 3
discrimination and/or harassment are investigated by MATC’s
Human Resources office, which serves as the central intake point
for all internal complaints of discrimination and/or harassment.
During the complaint process, if there is probable cause that
unlawful discrimination or harassment may have occurred,
HR makes an effort to resolve the dispute through conciliation
and consensus. If a resolution is not achieved through those
processes, the office refers the matter to the appropriate MATC
department for disciplinary action or sanctions. If the findings
show that there is no probable that discrimination or harassment
occurred, HR dismisses the complaint. The individual is sent a
Letter of Complaint Dismissal.
The Director of Student Life keeps a log of all student
complaints while each division has systematically begun
recording all academic complaints since 2011. In addition, a
group of associate deans are working on ensuring consistency
for all divisional student complaint procedures. The electronic
Maxient system was employed for the daily reporting of safety
and security events in 2010, including complaints. It is currently
used to capture generic Public Safety concerns. At this time, no
systematic way to follow up with complaints is enforced nor are
they analyzed to help identify areas needed for improvement.
However, individuals receive one-on-one attention with each
complaint and subsequent follow up. This response and the
clarity of the complaint processes help restore the students’ or
stakeholders’ confidence in MATC.
Category 4: MEASURE, ANALYSIS & KNOWLEDGE MANAGEMENT
4.1. MEASUREMENT, ANALYSIS, AND IMPROVEMENT OF ORGANIZATIONAL PERFORMANCE
4.1.a(1) Performance Measures
We have identified improving our use of data for decision-making and improvements as a strategic challenge. Figure 4-1a provides
the overall improvement process now being followed in this area.
Figure 4-1a: PDCA for Measurement, Analysis, & Knowledge Management
(ACT)
• Readjust data and project reporting based on changed
specifications and feedback
• Reassign project responsibilities as needed
• Provide training to address staff needs / weaknesses
• Gain approval for updated college dashboards and Project KPIs as
performance measures
(CHECK)
• Send IRSP Customer Service Evaluation to clients
• Review project lists, loads and evaluations
• Address critical or emergency client/college needs
• Monitor scheduling and success of projects and reports
• Reassess college dashboards and KPIs for relevancy as part of annual updating
CHECK
ACT
For tracking daily operations and overall organizational
performance, MATC uses a newly implemented Datatel
Dashboard system that has begun to transform, standardize,
and improve our knowledge management system. The new
software system provides the ability to develop reports based
on a full range of easily accessible data that “talk with each
other.” Progress on strategic planning goals and objectives as
well as their Key Performance Indicators (KPIs) are tracked
separately by IRSP. The indicators are created and monitored in
consultation with core committees of the Strategic Plan, and they
are identified for all action projects within the annual Strategic
Plan (Figure 2-1c).
Areas of the college that had not been tracked or monitored on a
regular basis, had been unsystematically or partially tracked, or
were monitored through monthly hard copy or electronic reports
DO
PLAN
(PLAN)
• Review annual scheduling of projects and reporting
• Prioritize projects and reporting
• Align responsibilities with appropriate staff
• Discuss relevant issues at bi-weekly IRSP and IT mtgs. and at quarterly
IRSP/IT joint mtgs. for suggestions and assistance
• Plan Operationalization for college dashboards and project KPIs and
ACT
for their accessibility
CHECK
(DO)
• Review Project Design / Specifications tied to Federal / State
Guidelines or to college / Client Needs
• Implement Project; Collect / Manage Data, Systems, and Monitor
Accuracy and Progress
• Conduct Analysis / Testing/ Data Clean-up
• Write/ File Report and Present Finished Product to Clients
• Populate and Present Data Elements for college dashboards and Project KPIs
PLAN
DO
will now have greater transparency through the creation and
updating of Finance, Human Resources, Student Enrollment and
Financial Aid dashboards.
Key performance measures vary depending on the college area.
At the top of the organization, key performance measures of
institutional health are reported to the District Board monthly,
based on annually-updated data concerning student success rates
(Figures 7-1a through 7-1e), enrollment trends (Figure 7-2g) ,
student retention and persistence (Figures 7-1f and 7-2f) employer
and student satisfaction (Figures 7-1q and 7-1s), and program
affordability. Additionally, performance on budgetary and financial
indicators is provided to the District Board monthly (while those in
charge of cost centers monitor departmental performance monthly
through electronically-shared reports). Examples of key measures
include budgeted versus actuals for expenditures and revenues
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