Strategic Goal #2: Strengthen Efficiencies in OPERATIONS
Objective 1 - Make better use of data to inform decision-making and planning
2019:
The Office of Institutional Research (OIR) has continued to keep updated reports and data on the OIR webpage and portal page as well as providing timely data upon request. The office plans to host several data lunches in the 19-20 academic year to share information and continue data conversations for all areas of the college. In addition, OIR is currently exploring ways to create dynamic reports that will engage the college in exploring their own data in support of improving their areas.
OIR is scheduling an audit of the WebI reports and universes to ensure data accuracy. In addition, we are scheduling meetings with OAR and Financial Aid to clean up data and ensure accuracy of data in Colleague.
2018:
The results of the recent Community College Survey of Student Engagement (CCSSE) have been shared with the College Council, Faculty and Board of Trustees. A workshop on the CCSSE results was held at the Fall 2018 In Service Day. The benchmark that showed the least engagement was in the area of active and collaborative learning. $5000 from the professional development budget will be allocated specifically to faculty who wish to incorporate more active and collaborative learning strategies in the learning environment.
Objective 2 - Increase efficiencies in administrative and student processes through enhanced technology
2019:
Approval received for a 3-year license subscription to SmartCatalog by Watermark—a dynamic, interactive online catalog platform.
Purchase of iPads for the Nursing Program's 1:1 Technology Initiative
Objective 3 - Streamline marketing, public relations, and communications
2019:
An Office of Institutional Advancement was created under the leadership of an Executive Director to streamline the public relations and outreach responsibilities, and further advance the college’s presence by combining the Development, Alumni Relations, Athletics, and Community Education and programming.
2018:
Contractual agreements with marketing and public relations vendors have been discontinued.
Marketing, PR, and Communications are centralized internally with the Director of Public Relations and Community Outreach. Marketing and advertising channels have been expanded to include billboards and movie theaters (see plan).
Objective 4 - Reduce costs of textbooks and educational resources
2019:
Implemented open educational resources (free materials in public domain that more faculty are using in classroom). MC is hiring a full time OER Library to serve as a resource. Includes all-inclusive pricing (Pearson) and streaming communication.
2018:
Operations of the bookstore have been outsourced to Follett. It is anticipated that economies of scale will reduce costs over time.
A full-time faculty member and coordinator of the Teaching and Learning Center recently completed a sabbatical, in part, to research “open” educational resources. The faculty member is piloting a course exclusively with OER.
The Associate Dean of the Learning Resource Center is attending a state-wide symposium on Open Educational Resources.
Objective 5 - Improve communication between board, administration, and faculty for improved transparency
2019:
The College Council is fully functioning as a shared governance forum and meets on a monthly basis. Representative groups on the council have followed the established process for electing their respective delegates on the council. Strategic Plan Implementation and Strategic Enrollment updates are provided to the College Council and the Board of Trustees on a monthly basis. Departmental and program updates are also provided at the Board of Trustees meetings every month under the President’s Report.
The Strategic Planning Center website (mortoncollege-spc.com) has been revised and provides access to strategic planning processes and documents.
2018:
The first reading was held at the September Board of Trustees of a new board policy that clarifies communication between vendors, the Board, and Administration. All reports and correspondence related to the Higher Learning Commission have been distributed in full to all college stakeholders.
The newly formed College Council is meeting monthly with agendas and minutes. Presentations at Board meetings by different staff members, representing different college departments have been expanded and include monthly strategic plan implementation updates and strategic enrollment updates at monthly board and college council meetings. The Chair of the Board regularly attends college events and activities.
The president has formed a vendor audit committee, comprised of faculty and staff to review vendor contracts above $25k to improve transparency.
The president’s office is sending out monthly updates highlighting major activities college-wide of the previous month as well as projected activities over the next 3 months.
Recognition of faculty achievements and accomplishments is included at monthly faculty Unit Meetings.
Objective 6 - Increase evidence-based planning to support institutional effectiveness and close the loop between assessment and resource allocation
2018:
Under the recently board approved organizational restructuring plan, Financial Aid is now in the Student Services unit under the leadership of the Dean of Student Services. [See new org chart]
Objective 7 - Increase impact of sustainable practices to enhance cost-savings
2019:
Balanced budget – From FY19 to FY20, salaries and benefits as a percentage of the budget reduced from 71% to 63%.
2018:
Finished FY18 with a $2.7M surplus in the Operating Fund
Budgeted FY19 Revenues - $8.6M Local Support (taxes) 31%, $7.4M State Support (state grants)27%, $11.7M Tuition & Fees 42%
Budgeted FY19 Expenses- $17.8M Salaries/Benefits 71%, $2.7M Contractual Services 11%, 1.6M Materials/Supplies 7%, $1.3M Scholarships/Grants 6%, $.8M Utilities 4%, $.5M Meeting Expense
Actuals for July – Education Fund FY19 Revenues 16.8%, Expenses 7.2%
Also see attached financial presentation.