NMC Systems Portfolio - 2017

2017 Systems​ ​Portfolio Northwestern​ ​Michigan​ ​College

Table​ ​of​ ​Contents Institutional​ ​Overview

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Category​ ​1​ ​-​ ​Helping​ ​Students​ ​Learn 1.1​ ​-​ ​Common​ ​Learning​ ​Outcomes 1P1:​ ​PROCESSES 1R1:​ ​RESULTS 1I1:​ ​IMPROVEMENTS Sources 1.2​ ​-​ ​Program​ ​Learning​ ​Outcomes 1P2:​ ​PROCESSES 1R2:​ ​RESULTS 1I2​ ​IMPROVEMENTS (4.B.3) Sources 1.3​ ​-​ ​Academic​ ​Program​ ​Design 1P3:​ ​PROCESSES 1R3:​ ​RESULTS 1I3:​ ​IMPROVEMENTS Sources 1.4​ ​-​ ​Academic​ ​Program​ ​Quality 1P4:​ ​PROCESSES 1R4:​ ​RESULTS 1I4:​ ​IMPROVEMENTS Sources 1.5​ ​-​ ​Academic​ ​Integrity 1P5:​ ​PROCESSES 1R5:​ ​RESULTS 1I5:​ ​IMPROVEMENTS Sources

8 9 10 14 18 21 23 24 27 30 30 32 33 37 39 39 41 42 45 48 49 50 50 52 53 53

Category​ ​2​ ​-​ ​Meeting​ ​Student​ ​and​ ​Other​ ​Key​ ​Stakeholder​ ​Needs 2.1​ ​-​ ​Current​ ​and​ ​Prospective​ ​Student​ ​Need 2P1:​ ​PROCESSES 2R1:​ ​RESULTS 2I1:​ ​IMPROVEMENTS Sources

55 56 57 64 69 70 2

2.2​ ​-​ ​Retention,​ ​Persistence,​ ​and​ ​Completion 2P2:​ ​PROCESSES 2R2:​ ​RESULTS 2I2:​ ​IMPROVEMENTS​ ​(4.C.3) Sources 2.3​ ​-​ ​Key​ ​Stakeholder​ ​Needs 2P3:​ ​PROCESSES 2R3:​ ​RESULTS 2I3:​ ​IMPROVEMENTS Sources 2.4​ ​-​ ​Complaint​ ​Processes 2P4:​ ​PROCESSES 2R4:​ ​RESULTS 2I4:​ ​IMPROVEMENTS Sources 2.5​ ​-​ ​Building​ ​Collaborations​ ​and​ ​Partnerships 2P5:​ ​PROCESSES 2R5:​ ​RESULTS 2I5:​ ​IMPROVEMENTS Sources Category​ ​3​ ​-​ ​Valuing​ ​Employees 3.1​ ​-​ ​Hiring 3P1:​ ​PROCESSES 3R1:​ ​RESULTS 3I1:​ ​IMPROVEMENTS Sources 3.2​ ​-​ ​Evaluation​ ​and​ ​Recognition 3P2:​ ​PROCESSES 3R2:​ ​RESULTS 3I2:​ ​IMPROVEMENTS Sources 3.3​ ​-​ ​Development 3P3:​ ​PROCESSES 3R3:​ ​RESULTS 3I3:​ ​IMPROVEMENTS Sources

71 71 75 79 80 82 82 86 89 89 90 90 93 94 95 96 96 98 101 102 103 104 105 110 111 112 114 115 119 120 121 122 123 125 125 126 3

Category​ ​4​ ​-​ ​Planning​ ​and​ ​Leading 4.1​ ​-​ ​Mission​ ​and​ ​Vision 4P1:​ ​PROCESSES 4R1:​ ​RESULTS 4I1:​ ​IMPROVEMENTS Sources 4.2​ ​-​ ​Strategic​ ​Planning 4P2:​ ​PROCESSES 4R2:​ ​RESULTS 4I2:​ ​IMPROVEMENTS Sources 4.3​ ​-​ ​Leadership 4P3:​ ​PROCESSES 4R3:​ ​RESULTS 4I3:​ ​IMPROVEMENTS Sources 4.4​ ​-​ ​Integrity 4P4:​ ​PROCESSES 4R4:​ ​RESULTS 4I4:​ ​IMPROVEMENTS Sources

127 128 129 131 132 132 133 134 137 138 138 140 141 145 146 147 148 149 152 152 152

Category​ ​5​ ​-​ ​Knowledge​ ​Management​ ​and​ ​Resource​ ​Stewardship 5.1​ ​-​ ​Knowledge​ ​Management 5P1:​ ​PROCESSES 5R1:​ ​RESULTS 5I1:​ ​IMPROVEMENTS Sources 5.2​ ​-​ ​Resource​ ​Management 5P2:​ ​PROCESSES 5R2:​ ​RESULTS​ 5I2:​ ​IMPROVEMENTS Sources 5.3​ ​-​ ​Operational​ ​Effectiveness 5P3:​ ​PROCESSES 5R3:​ ​RESULTS 5I3:​ ​IMPROVEMENTS

154 155 156 159 159 160 161 161 163 163 164 165 165 168 170 4

Sources Category​ ​6​ ​-​ ​Quality​ ​Overview 6.1​ ​-​ ​Quality​ ​Improvement​ ​Initiatives 6P1:​ ​PROCESSES 6R1:​ ​RESULTS 6I1:​ ​IMPROVEMENTS Sources 6.2​ ​-​ ​Culture​ ​of​ ​Quality 6P2:​ ​PROCESSES 6R2:​ ​RESULTS 6I2:​ ​IMPROVEMENTS Sources

170 172 173 173 176 177 177 178 178 180 181 181

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Institutional​ ​Overview

No​rthwestern​ ​Michigan​ ​College​ ​(NMC)​ ​was​ ​the​ ​first comprehensive​ ​community​ ​college​ ​chartered​ ​in​ ​the State​ ​of​ ​Michigan. ​ ​Since​ ​its​ ​founding​ ​in​ ​1951,​ ​NMC​ ​has become​ ​integrally​ ​woven​ ​into​ ​the​ ​educational,​ ​economic, social,​ ​and​ ​cultural​ ​fabric​ ​of​ ​the​ ​Grand​ ​Traverse​ ​region. NMC’s​ ​Mission​ ​is​ ​to​ ​provide​ ​lifelong​ ​learning​ ​opportunities​ ​to​ ​our​ ​communities​ ​through: ● Associate​ ​degree,​ ​certificate,​ ​and​ ​transfer​ ​education ● ● ● ● ●

Career/occupational​ ​education​ ​and​ ​workforce​ ​development Bachelor​ ​degrees​ ​in​ ​select​ ​programs Cultural​ ​and​ ​personal​ ​enrichment

Baccalaureate​ ​and​ ​graduate​ ​program​ ​facilitation Regional​ ​economic​ ​development

Strategic​ ​directions​ ​include ​ensuring​ ​NMC​ ​learners​ ​are​ ​prepared​ ​for​ ​success​ ​in​ ​a​ ​global society​ ​and​ ​economy​ and ​establishing​ ​national​ ​and​ ​international​ ​competencies​ in​ ​select educational​ ​areas​ ​connected​ ​to​ ​regional​ ​economy​ ​and​ ​assets. ​ ​In​ ​addition​ ​to​ ​strong​ ​liberal​ ​arts and​ ​occupational​ ​program​ ​curricula​ ​and​ ​an​ ​expanding​ ​number​ ​of​ ​international​ ​learning opportunities,​ ​the​ ​College​ ​has​ ​several​ ​nationally-recognized​ ​programs​ ​that​ ​build​ ​on​ ​unique​ ​assets of​ ​the​ ​region​ ​and​ ​not​ ​only​ ​serve​ ​the​ ​local​ ​community,​ ​but​ ​others​ ​around​ ​the​ ​state,​ ​country,​ ​and world​ ​(1P3). NMC​ ​serves​ ​over​ ​50,000​ ​learners​ ​annually​ ​through​ ​more​ ​than​ ​60​ ​areas​ ​of​ ​academic​ ​study, College​ ​for​ ​Kids​ ​and​ ​other​ ​non-credit​ ​courses​ ​through​ ​Extended​ ​Education,​ ​organizational​ ​and customized​ ​training​ ​for​ ​businesses,​ ​and​ ​other​ ​community​ ​learning​ ​opportunities​ ​such​ ​as​ ​the International​ ​Affairs​ ​Forum,​ ​TEDx​ ​Conferences,​ ​and​ ​exhibits​ ​at​ ​the​ ​Dennos​ ​Museum. ​ ​Seven partner​ ​universities​ ​grant​ ​advanced​ ​degrees​ ​through​ ​NMC’s​ ​University​ ​Center.​ ​Fall​ ​2016 academic​ ​enrollment​ ​was​ ​4,164​ ​students. ​ ​Thirty-seven​ ​percent​ ​were​ ​enrolled​ ​full-time,​ ​52% were​ ​women,​ ​and​ ​84%​ ​identified​ ​as​ ​White. ​ ​The​ ​average​ ​age​ ​for​ ​credit-students​ ​was​ ​24​ ​years. Most​ ​programming​ ​occurs​ ​at​ ​the​ ​Main,​ ​Great​ ​Lakes,​ ​and​ ​Aero​ ​Park​ ​Campuses. ​ ​Select​ ​programs are​ ​offered​ ​partially​ ​or​ ​exclusively​ ​online. ​ ​Additional​ ​facilities​ ​include​ ​the​ ​University​ ​Center and​ ​Rogers​ ​Observatory. NMC​ ​has​ ​four​ ​functional​ ​areas​ ​each​ ​led​ ​by​ ​a​ ​vice​ ​president:​ ​Educational​ ​Services,​ ​Lifelong​ ​and Professional​ ​Learning,​ ​Finance​ ​and​ ​Administration,​ ​and​ ​Student​ ​Services​ ​and​ ​Technologies.​ ​Fall 2016​ ​data​ ​show​ ​NMC​ ​had​ ​721​ ​employees​ ​(12%​ ​full-time​ ​faculty,​ ​32%​ ​adjunct​ ​faculty,​ ​31% full-time​ ​staff,​ ​and​ ​25%​ ​part-time​ ​staff). 6

NMC​ ​joined​ ​AQIP​ ​in​ ​2005​ ​as​ ​this​ ​pathway​ ​supported​ ​the​ ​College’s​ ​emerging​ ​culture​ ​of continuous​ ​improvement. ​ ​Since​ ​NMC’s​ ​last​ ​Appraisal​ ​in​ ​2014,​ ​the​ ​College​ ​has​ ​responded​ ​to these​ ​opportunities: ● Strengthening​ ​the​ ​evaluation​ ​and​ ​alignment​ ​of​ ​General​ ​Education​ ​Outcomes​ and expanding​ ​analysis​ ​to​ ​the​ ​course​ ​level. ​ ​Through​ ​the​ ​Learning​ ​Outcomes​ ​Action​ ​Project (2014-2017),​ ​there​ ​has​ ​been​ ​significant​ ​progress.​ ​This​ ​will​ ​continue​ ​to​ ​be​ ​an​ ​area​ ​of​ ​focus (1I1). ● Improving​ ​how​ ​data/information​ ​is​ ​communicated​. ​ ​The​ ​Office​ ​of​ ​Research,​ ​Planning, and​ ​Effectiveness​ ​(ORPE)​ ​has​ ​made​ ​significant​ ​changes​ ​to​ ​its​ ​Intranet​ ​to​ ​make data/information​ ​easier​ ​to​ ​access​ ​and​ ​understand.​ ​There​ ​has​ ​also​ ​been​ ​a​ ​systematic​ ​effort to​ ​ensure​ ​timely​ ​distribution​ ​of​ ​communications.​ ​Data/information​ ​management continues​ ​to​ ​be​ ​a​ ​challenge in​ ​which​ ​next​ ​steps​ ​are​ ​described​ ​in​ ​4I3​ ​and​ ​5I1. ● Identifying​ ​needs​ ​of​ ​underprepared​ ​students​. ​ ​The​ ​Enhancing​ ​Developmental Education​ ​Action​ ​Project​ ​(2012-2015),​ ​Learning​ ​Experiences​ ​Action​ ​Project (2012-2014),​ ​and​ ​NMC’s​ ​participation​ ​in​ ​Guided​ ​Pathways​ ​resulted​ ​in​ ​changes​ ​to processes​ ​for​ ​identifying​ ​and​ ​addressing​ ​student​ ​learning​ ​needs.​ ​Work​ ​continues​ ​on increasing​ ​retention​ ​and​ ​completion​ ​for ​all​ ​students​ (2I1​ ​and​ ​2I2). ● Developing​ ​a​ ​more​ ​robust​ ​peer​ ​benchmarking​ ​process​ and​ ​using​ ​results​ ​for​ ​future improvement. ​ ​Since​ ​2014,​ ​the​ ​College​ ​has​ ​expanded​ ​its​ ​use​ ​of​ ​NCCBP​ ​benchmarking and​ ​has​ ​joined​ ​the​ ​AACC’s​ ​Voluntary​ ​Framework​ ​of​ ​Accountability​ ​for​ ​benchmarking student​ ​success​ ​data. ​ ​Descriptions​ ​of​ ​how​ ​the​ ​College​ ​uses​ ​benchmarks​ ​are​ ​found throughout​ ​the​ ​Portfolio. ● Continuing​ ​to​ ​strengthen​ ​and​ ​align​ ​processes​ ​in​ ​Category​ ​3.​ ​ ​Due​ ​to​ ​the​ ​work​ ​of​ ​the Talent​ ​Action​ ​Project​ ​(2009-2017),​ ​improvements​ ​have​ ​been​ ​made​ ​to​ ​workforce​ ​hiring, orientation,​ ​evaluation,​ ​and​ ​development. ​ ​A​ ​thorough​ ​review​ ​of​ ​benefits​ ​and compensation​ ​systems​ ​led​ ​to​ ​changes​ ​intended​ ​to​ ​improve​ ​internal​ ​equity​ ​and​ ​external competitiveness. ​ ​Continuous​ ​improvement​ ​is​ ​ongoing. ​ ​Ensuring​ ​meaningful​ ​recognition continues​ ​to​ ​be​ ​a​ ​challenge;​ ​a​ ​newly-charged​ ​Recognition​ ​Committee​ ​is​ ​working​ ​to​ ​create a​ ​more​ ​strategic​ ​approach​ ​to​ ​recognition​ ​across​ ​campus.

In​ ​addition​ ​to​ ​ongoing​ ​work​ ​cited​ ​above,​ ​organization-wide​ ​efforts​ ​in​ ​the​ ​next​ ​three​ ​years​ ​will focus​ ​on:

● Shared​ ​governance. ​ Multiple​ ​factors​ ​(employee​ ​survey​ ​feedback,​ ​a​ ​change​ ​in​ ​staff classification​ ​in​ ​2015,​ ​and​ ​the​ ​unionization​ ​of​ ​faculty​ ​in​ ​2016)​ ​pointed​ ​to​ ​a​ ​need​ ​to review​ ​current​ ​structure​ ​and​ ​processes. ​ ​An​ ​Action​ ​Project​ ​was​ ​launched​ ​in​ ​May​ ​2017, and​ ​a​ ​newly-charged​ ​Leadership​ ​Team​ ​has​ ​started​ ​meeting​ ​monthly​ ​(4I3). ● Experiential​ ​Learning.​ ​ ​An​ ​Action​ ​Project​ ​was​ ​launched​ ​in​ ​March​ ​2017​ ​with​ ​a​ ​goal​ ​to expand​ ​the​ ​use​ ​of​ ​experiential​ ​learning​ ​not​ ​just​ ​in​ ​the​ ​classroom​ ​but​ ​in​ ​student/staff touchpoints​ ​as​ ​well​ ​(1.3). ● Resource​ ​and​ ​infrastructure​ ​development​. ​ ​Specifics​ ​are​ ​outlined​ ​in​ ​Categories​ ​2​ ​and 5.

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Category​ ​1​ ​-​ ​Helping​ ​Students​ ​Learn Introduction At​ ​the​ ​time​ ​of​ ​the​ ​last​ ​Systems​ ​Portfolio,​ ​NMC​ ​had​ ​processes​ ​for​ ​identifying,​ ​assessing,​ ​and following​ ​up​ ​on​ ​student​ ​learning​ ​outcomes. ​ ​However,​ ​the​ ​College lacked​ ​consistency, alignment,​ ​and​ ​documented​ ​evidence​ ​for a​ ​large​ ​proportion of​ ​those​ ​processes​ ​and​ ​results: ● General​ ​Education​ ​Outcomes​ (GEOs)​ ​were​ ​defined with​ ​an​ ​assessment​ ​plan​ ​in​ ​place,​ ​but the​ ​assessment​ ​needed​ ​to​ ​include​ ​program​ ​and​ ​course-level​ ​outcome​ ​processes.​ ​At​ ​the institutional​ ​level,​ ​the​ ​plan​ ​needed​ ​to​ ​detail​ ​how​ ​results​ ​were​ ​used​ ​to​ ​improve​ ​student achievement. ● Program​ ​learning​ ​outcomes​ existed​ ​and​ ​were​ ​assessed​ ​in​ ​some​ ​areas,​ ​but​ ​not​ ​others. Additionally,​ ​there​ ​was​ ​little​ ​evidence​ ​for​ ​the​ ​alignment​ ​of​ ​program​ ​and​ ​course-level learning​ ​outcomes. ● Course-level​ ​learning​ ​outcomes​ were​ ​detailed​ ​on​ ​course​ ​outlines​ ​and​ ​syllabi,​ ​yet​ ​there were​ ​inconsistencies​ ​in​ ​how​ ​outcomes​ ​were​ ​written,​ ​with​ ​assessment​ ​evidence,​ ​and​ ​with follow-up​ ​actions​ ​from​ ​assessment​ ​results. ● The​ ​College​ ​launched​ ​the​ ​Learning​ ​Outcomes​ ​Team​ ​(LOT)​ ​Action​ ​Project​ ​in​ ​early​ ​2014. The​ ​team’s​ ​work​ ​is​ ​highlighted​ ​throughout​ ​1.1​ ​and​ ​1.2.​ ​LOT​ ​has​ ​recently​ ​transitioned​ ​to become​ ​the​ ​Assessment​ ​Team,​ ​a​ ​standing​ ​committee​ ​supporting​ ​assessment​ ​of​ ​learning outcomes​ ​at​ ​all​ ​levels. Over​ ​the​ ​past​ ​three​ ​years,​ ​NMC​ ​has​ ​made​ ​significant​ ​progress​ ​in​ ​aligning​ ​and​ ​assessing​ ​learning outcomes. ​ ​Both​ ​processes​ ​and​ ​results​ ​have​ ​become​ ​more ​systematic,​ ​moving​ ​toward​ ​alignment​. All​ ​courses​ ​and​ ​programs​ ​have​ ​more​ ​consistently​ ​written and​ ​aligned​ ​outcomes,​ ​and occupational​ ​programs​ ​are​ ​clarifying​ ​curriculum​ ​maps. ​ ​Some​ ​have​ ​identified​ ​levels​ ​of attainment​ ​(i.e.,​ ​introduced,​ ​reinforced,​ ​demonstrated)​ ​within​ ​their​ ​maps. ​ ​A​ ​next​ ​step​ ​is​ ​for​ ​all programs​ ​to​ ​clarify​ ​that​ ​detail​ ​in​ ​their​ ​curricula.​ ​GEO​ ​assessment​ ​is​ ​now​ ​happening​ ​for​ ​all students​ ​every​ ​year​ ​in​ ​designated​ ​courses,​ ​allowing​ ​longitudinal​ ​analysis. ​ ​The​ ​ORPE​ ​Intranet site​ ​has​ ​undergone​ ​major​ ​revision​ ​and​ ​is​ ​working​ ​to​ ​make​ ​data​ ​and​ ​assessment​ ​information​ ​even more​ ​accessible,​ ​allowing​ ​instructors​ ​to​ ​evaluate​ ​findings​ ​at​ ​the​ ​course,​ ​program,​ ​and institutional​ ​levels.​ ​All​ ​results​ ​are​ ​documented​ ​and​ ​used​ ​for​ ​improvement​ ​in​ ​curriculum​ ​design and​ ​delivery​ ​as​ ​described​ ​in​ ​in​ ​1P1,​ ​1P2,​ ​1P3,​ ​and​ ​1P4. With​ ​a​ ​few​ ​exceptions,​ ​such​ ​as​ ​NMC’s​ ​Global​ ​Endorsement,​ ​processes​ ​for​ ​articulating​ ​and assessing​ ​learning​ ​outcomes​ ​for​ ​co-curricular​ ​activities​ ​tend​ ​to​ ​be​ ​more​ ​informal​ ​or ​reacting.​ ​ ​An opportunity​ ​over​ ​the​ ​next​ ​few​ ​years​ ​is​ ​to​ ​develop​ ​systematic​ ​and​ ​aligned​ ​processes. Processes​ ​for​ ​ensuring​ ​quality​ ​across​ ​all​ ​programs,​ ​modalities,​ ​and​ ​locations​ ​(1.4)​ ​are ​aligned​. The​ ​College​ ​uses​ ​the​ ​same​ ​standards​ ​for​ ​hiring​ ​all​ ​faculty​ ​(3P1)​ ​and​ ​the​ ​same​ ​learning​ ​outcomes for​ ​courses​ ​regardless​ ​of​ ​location​ ​and​ ​modality,​ ​and​ ​the​ ​College​ ​specifically​ ​reviews​ ​student success​ ​data​ ​in​ ​online​ ​courses. ​ ​NMC’s​ ​online​ ​course​ ​data​ ​for​ ​completer​ ​and​ ​enrollee​ ​success exceeds​ ​NCCBP​ ​benchmarks​ ​at​ ​the​ ​95th​ ​percentile;​ ​however, the​ ​College​ ​has​ ​initiated​ ​a​ ​number 8

of​ ​strategies​ ​to​ ​continue​ ​to​ ​close​ ​the​ ​student​ ​success​ ​gap​ ​between​ ​online​ ​and​ ​face-to-face courses. Processes​ ​and​ ​results​ ​for​ ​ensuring​ ​academic​ ​integrity​ ​(1.5)​ ​are ​aligned​ ​through: ● Clearly​ ​communicated​ ​policies​ ​for​ ​faculty​ ​and​ ​students ● Training​ ​for​ ​faculty ● Instruction​ ​and​ ​support​ ​for​ ​all​ ​students​ ​in​ ​appropriate​ ​use​ ​of​ ​resources ● Systematic​ ​processes​ ​for​ ​addressing​ ​violations ● Tracking​ ​and​ ​analysis​ ​through​ ​Maxient​ ​software

1.1​ ​-​ ​Common​ ​Learning​ ​Outcomes HLC​ ​Overview

Common​ ​Learning​ ​Outcomes​ ​focuses​ ​on​ ​the​ ​knowledge,​ ​skills​ ​and​ ​abilities​ ​expected​ ​of graduates​ ​from​ ​all​ ​programs.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​3.B., 3.E.​ ​and​ ​4.B.​ ​in​ ​this​ ​section. 1P1:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​determining,​ ​communicating​ ​and​ ​ensuring​ ​the​ ​stated​ ​common learning​ ​outcomes,​ ​and​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those​ ​processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ● ● ● ● ● ●

Aligning​ ​common​ ​outcomes​ ​(institutional​ ​or​ ​general​ ​education​ ​goals)​ ​to​ ​the​ ​mission, educational​ ​offerings​ ​and​ ​degree​ ​levels​ ​of​ ​the​ ​institution​ ​(3.B.1,​ ​3.E.2) Determining​ ​common​ ​outcomes​ ​(3.B.2,​ ​4.B.4) Articulating​ ​the​ ​purposes,​ ​content​ ​and​ ​level​ ​of​ ​achievement​ ​of​ ​the​ ​outcomes​ ​(3.B.2, 4.B.1) Incorporating​ ​into​ ​the​ ​curriculum​ ​opportunities​ ​for​ ​all​ ​students​ ​to​ ​achieve​ ​the​ ​outcomes (3.B.3,​ ​3.B.5) Ensuring​ ​the​ ​outcomes​ ​remain​ ​relevant​ ​and​ ​aligned​ ​with​ ​student,​ ​workplace​ ​and​ ​societal needs​ ​(3.B.4) Designing,​ ​aligning​ ​and​ ​delivering​ ​co-curricular​ ​activities​ ​to​ ​support​ ​learning​ ​(3.E.1, 4.B.2) Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​attainment​ ​of​ ​common learning​ ​outcomes​ ​(4.B.2) Assessing​ ​common​ ​learning​ ​outcomes​ ​(4.B.1,​ ​4.B.2,​ ​4.B.4)

1R1:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​students​ ​possess​ ​the​ ​knowledge,​ ​skills​ ​and​ ​abilities​ ​that are​ ​expected​ ​at​ ​each​ ​degree​ ​level?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in 1P1.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: 9

● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

1I1:​ ​IMPROVEMENT Based​ ​on​ ​1R1,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?​ ​(4.B.3) NMC​ ​Response

1P1:​ ​PROCESSES 1P1.1​ ​Aligning​ ​common​ ​outcomes​ ​(institutional​ ​or​ ​general​ ​education​ ​goals)​ ​to​ ​the​ ​mission, educational​ ​offerings,​ ​and​ ​degree​ ​levels​ ​of​ ​the​ ​institution​​ ​(3.B.1,​ ​3.E.2) NMC’s​ ​common​ ​learning​ ​outcomes​ ​support​ ​its​ ​mission,​ ​purposes,​ ​and​ ​philosophy​ ​of​ ​general education​ ​which​ ​is​ ​"to​ ​promote​ ​the​ ​acquisition​ ​of​ ​knowledge,​ ​skills,​ ​and​ ​attitudes​ ​needed​ ​to function​ ​effectively​ ​in​ ​a​ ​changing​ ​world. ​ ​General​ ​Education​ ​fosters​ ​intellectual​ ​curiosity, essential​ ​to​ ​lifelong​ ​learning."​ ​Staff​ ​Policy​ ​D-101.01​.​ ​(3.B.1)

NMC’s​ ​mission​ ​is​ ​to​ ​provide​ ​lifelong​ ​learning​ ​opportunities​ ​to​ ​our​ ​communities​ ​(​Board​ ​Policy C-100.00​).​ ​To​ ​meet​ ​this​ ​mission,​ ​the​ ​College​ ​offers​ ​a​ ​wide​ ​range​ ​of​ ​associate​ ​degrees, certificates,​ ​and​ ​transfer​ ​education​ ​in​ ​liberal​ ​arts​ ​and​ ​sciences​ ​and​ ​occupational​ ​studies. Additionally,​ ​NMC​ ​now​ ​offers​ ​select​ ​baccalaureate​ ​programs.​ ​Since​ ​2014,​ ​NMC​ ​has​ ​participated in​ ​the​ ​Michigan​ ​Transfer​ ​Agreement​ ​(MTA)​ ​which​ ​strives​ ​to​ ​improve​ ​transferability​ ​of​ ​core courses​ ​among​ ​Michigan​ ​public​ ​and​ ​private​ ​colleges​ ​and​ ​universities.​ ​Through​ ​the​ ​University Center​ ​at​ ​NMC,​ ​the​ ​College​ ​partners​ ​with​ ​eight​ ​universities​ ​to​ ​connect​ ​students​ ​locally​ ​to​ ​both undergraduate​ ​and​ ​graduate​ ​programs.​ ​NMC​ ​is​ ​also​ ​engaged​ ​in​ ​career/occupational​ ​education, workforce​ ​development,​ ​and​ ​cultural​ ​and​ ​personal​ ​enrichment.​ ​This​ ​broad​ ​spectrum​ ​of​ ​offerings supports​ ​our​ ​learners​ ​in​ ​meeting​ ​their​ ​goal(s)​ ​to​ ​be​ ​college-,​ ​transfer-,​ ​and​ ​career-ready, and prepared​ ​for​ ​lifelong​ ​learning​ ​opportunities​ ​(​Board​ ​Policy​ ​C-103.00-Purposes)​.​ ​(3.B.1, 3.E.2) General​ ​Education​ ​Outcomes​ ​(GEOs)​ ​include​ ​Communication,​ ​Critical​ ​Thinking,​ ​and Quantitative​ ​Reasoning,​ ​all​ ​considered​ ​essential​ ​regardless​ ​of​ ​education​ ​or​ ​career​ ​path.​ ​The College​ ​more​ ​recently​ ​added​ ​a​ ​"cultural​ ​perspectives​ ​and​ ​diversity"​ ​course​ ​requirement​ ​as​ ​a​ ​part of​ ​the​ ​Associate​ ​of​ ​Science​ ​and​ ​Arts​ ​(ASA),​ ​Associate​ ​of​ ​General​ ​Studies​ ​(AGS),​ ​and​ ​the Bachelor​ ​of​ ​Science​ ​(BS).​ ​In​ ​these​ ​courses​ ​students​ ​evaluate​ ​connections​ ​between​ ​worldviews, power​ ​structures,​ ​and​ ​experiences​ ​of​ ​multiple​ ​cultures​ ​historically​ ​or​ ​in​ ​contemporary​ ​contexts. This​ ​supports​ ​NMC’s​ ​goal​ ​of​ ​helping​ ​students​ ​engage​ ​as​ ​educated​ ​and​ ​informed​ ​citizens in​ ​a diverse​ ​society.​ ​In​ ​addition,​ ​the​ ​College​ ​adopted​ ​L.​ ​Dee​ ​Fink’s​ ​framework​ ​for​ ​identifying Significant​ ​Learning​ ​Outcomes​ ​in​ ​the​ ​design​ ​of​ ​all​ ​credit​ ​courses.​ ​Categories​ ​of​ ​outcomes include​ ​Knowledge,​ ​Application,​ ​Integration,​ ​Learning​ ​to​ ​Learn,​ ​Caring-Civic​ ​Learning,​ ​and

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Human​ ​Dimension.​ ​These are​ ​defined​ ​as​ ​critical​ ​skills​ ​for​ ​workers​ ​in​ ​the​ ​21st​ ​Century,​ ​and​ ​the College​ ​believes​ ​all​ ​NMC​ ​courses​ ​should​ ​support​ ​these​ ​outcomes.​ ​(3.B.1,​ ​3.B.2,​ ​3.E.2,​ ​3.B.4) Aligning​ ​common​ ​outcomes​ ​across​ ​NMC’s​ ​academic​ ​offerings​ ​began​ ​with​ ​requiring​ ​that​ ​all Group​ ​I​ ​courses​ ​support​ ​at​ ​least​ ​one​ ​of​ ​the​ ​GEOs.​ ​Curriculum​ ​mapping​ ​was​ ​implemented​ ​to improve​ ​consistency,​ ​alignment,​ ​and​ ​documentation​ ​of​ ​processes​ ​and​ ​results. ​Course​ ​outlines were​ ​modified​ ​to​ ​identify​ ​GEOs​ ​and​ ​other​ ​student​ ​learning​ ​outcomes​ ​using​ ​the​ ​L.​ ​Dee​ ​Fink framework.

To​ ​strengthen​ ​integration​ ​and​ ​alignment,​ ​the​ ​College​ ​launched​ ​the​ ​Learning​ ​Outcomes​ ​Action Project​ ​Team​ ​(LOT)​,​ ​in​ ​2014. ​ ​Project​ ​goals​ ​included​ ​the​ ​alignment​ ​of​ ​learning​ ​outcomes, development​ ​of​ ​a​ ​comprehensive​ ​assessment​ ​plan,​ ​action​ ​plans​ ​for​ ​continuous​ ​improvement,​ ​and professional​ ​development​ ​to​ ​support​ ​the​ ​effectiveness​ ​of​ ​learning​ ​outcomes​ ​and​ ​the​ ​assessment process.​ ​In​ ​2017,​ ​the​ ​action​ ​project​ ​team​ ​transitioned​ ​to​ ​a​ ​standing​ ​committee,​ ​the​ ​Assessment Team.​ ​The​ ​team’s​ ​work​ ​is​ ​highlighted​ ​throughout​ ​1.1​ ​and​ ​1.2. 1P1.2​ ​Determining​ ​common​ ​outcomes​​ ​(3.B.2,​ ​4.B.4)

Initially,​ ​the​ ​Curriculum​ ​Committee,​ ​a​ ​subcommittee​ ​of​ ​Faculty​ ​Council,​ ​was​ ​charged​ ​with determining​ ​and​ ​developing​ ​GEOs.​ ​Teams​ ​of​ ​faculty,​ ​working​ ​with​ ​other​ ​internal​ ​and​ ​external stakeholders,​ ​explored​ ​the​ ​traits​ ​that​ ​lifelong​ ​learners​ ​need​ ​and​ ​how​ ​students​ ​will​ ​achieve​ ​those outcomes​ ​throughout​ ​the​ ​college.​ ​They​ ​considered​ ​NMC’s​ ​strategic​ ​directions​ ​and​ ​the​ ​input​ ​of stakeholders,​ ​advisory​ ​committees,​ ​and​ ​employers,​ ​and​ ​they​ ​benchmarked​ ​outcomes​ ​used​ ​by other​ ​post-secondary​ ​institutions​ ​and​ ​professional​ ​organizations​ ​(e.g.​ ​American​ ​Association​ ​of Colleges​ ​and​ ​The​ ​Foundation​ ​for​ ​Critical​ ​Thinking).​ ​The​ ​groups​ ​generated​ ​three outcomes: ​Communication,​ ​Critical​ ​Thinking,​ ​and​ ​Quantitative​ ​Reasoning​​ ​based​ ​on​ ​NMC’s mission,​ ​purposes,​ ​and​ ​philosophy​ ​of​ ​general​ ​education​ ​that​ ​reflect​ ​the​ ​skills,​ ​knowledge,​ ​and attitudes​ ​we​ ​believe​ ​all​ ​college-educated​ ​people​ ​must​ ​possess.​ ​(3.B.2)

As​ ​stated​ ​earlier,​ ​the​ ​College​ ​more​ ​recently​ ​added​ ​"cultural​ ​perspectives​ ​and​ ​diversity"​ ​criteria​ ​to some​ ​degrees​ ​and​ ​adopted​ ​L.​ ​Dee​ ​Fink’s​ ​Significant​ ​Learning​ ​Outcomes​ ​framework​ ​in​ ​the design​ ​of​ ​all​ ​credit​ ​courses.​ ​The​ ​College​ ​continues​ ​to​ ​evaluate​ ​and​ ​refine​ ​GEOs​ ​to​ ​ensure​ ​they are​ ​relevant​ ​and​ ​reflect​ ​learner,​ ​workplace,​ ​and​ ​societal​ ​needs​ ​through​ ​processes​ ​described​ ​in 1P1.5.​ ​(3.B.2,​ ​3.B.4,​ ​4.B.4) 1P1.3​ ​Articulating​ ​the​ ​purposes,​ ​content​ ​and​ ​level​ ​of​ ​achievement​ ​of​ ​the​ ​outcomes​ ​(3.B.2, 4.B.1)

NMC​ ​articulates​ ​the​ ​purpose​ ​and​ ​content​ ​of​ ​GEOs​ ​on​ ​the​ ​NMC​ ​website​ ​and​ ​in​ ​the​ ​NMC​ ​catalog. (​Staff​ ​Policy​ ​D-101.01​; ​NMC​ ​Catalog​​ ​p.​ ​6).​ ​(3.B.2,​ ​4.B.1) The​ ​GEOs​ ​identify​ ​four​ ​levels​ ​of​ ​achievement:​ ​proficient,​ ​sufficient,​ ​developing,​ ​and​ ​deficient. These​ ​levels​ ​are​ ​defined​ ​through​ ​rubrics​.​ ​The​ ​GEOs​ ​are​ ​embedded​ ​in​ ​all​ ​degrees,​ ​and​ ​NMC aspires​ ​to​ ​ensure​ ​that​ ​all​ ​graduates​ ​will​ ​demonstrate​ ​sufficiency​ ​or​ ​higher​ ​on​ ​each​ ​of​ ​the outcomes.​ ​(3.B.2,​ ​4.B.1) The​ ​cultural​ ​perspectives​ ​and​ ​diversity​ ​requirement​ ​is​ ​also​ ​articulated​ ​on​ ​the​ ​college​ ​website. (3.B.2,​ ​4.B.1) 1P1.4​ ​Incorporating​ ​into​ ​the​ ​curriculum​ ​opportunities​ ​for​ ​all​ ​students​ ​to​ ​achieve​ ​the outcomes​ ​(3.B.3,​ ​3.B.5)

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In​ ​developing​ ​course​ ​curriculum,​ ​faculty​ ​consider​ ​degree​ ​requirements,​ ​GEOs,​ ​and​ ​program learning​ ​outcomes​ ​as​ ​they​ ​create​ ​course​ ​outlines​.​ ​Outlines​ ​identify​ ​course​ ​learning​ ​outcomes, which​ ​may​ ​include​ ​GEOs,​ ​using​ ​the​ ​L.​ ​Dee​ ​Fink​ ​framework.​ ​Then​ ​faculty​ ​design​ ​their​ ​courses with​ ​learning​ ​activities​ ​that​ ​give​ ​students​ ​opportunities​ ​to​ ​achieve​ ​these​ ​outcomes.​ ​For​ ​example, by​ ​engaging​ ​in​ ​case​ ​studies,​ ​simulations,​ ​research​ ​projects,​ ​and​ ​development​ ​and​ ​presentation​ ​of portfolios,​ ​students​ ​can​ ​demonstrate​ ​critical​ ​thinking,​ ​effective​ ​communication,​ ​creative​ ​work, and​ ​the​ ​discovery​ ​of​ ​knowledge​ ​in​ ​their​ ​programs​ ​consistent​ ​with​ ​NMC’s​ ​general​ ​education philosophy,​ ​Policy​ ​D-101.01​.​ ​(3.B.3,​ ​3.B.5) In​ ​support​ ​of​ ​the​ ​Communications​ ​GEO,​ ​the​ ​College​ ​also​ ​identifies​ ​writing-intensive​ ​courses that​ ​use​ ​formal​ ​and​ ​informal​ ​writing​ ​to​ ​help​ ​students​ ​learn​ ​course​ ​content​ ​and​ ​offer​ ​instruction on​ ​developing​ ​formal​ ​writing​ ​assignments.​ ​Formal​ ​writing​ ​may​ ​be​ ​form-specific​ ​to​ ​a​ ​discipline, such​ ​as​ ​field or​ ​technical​ ​reports.​ ​Informal​ ​writing​ ​includes​ ​a​ ​broad​ ​range​ ​of​ ​activities​ ​such​ ​as journal​ ​writing,​ ​collaborative​ ​exercises,​ ​or​ ​verbal​ ​games​ ​with​ ​key​ ​concepts.​ ​(3.B.5)

To​ ​meet​ ​the​ ​cultural​ ​perspectives​ ​and​ ​diversity​ ​requirement,​ ​the​ ​College​ ​offers​ ​a​ ​growing ​list​ ​of courses.​ ​ ​NMC’s​ ​International​ ​Services​ ​and​ ​Service​ ​Learning​ ​Office​ ​works​ ​closely​ ​with​ ​faculty to​ ​provide​ ​training,​ ​support,​ ​and​ ​resources​ ​in​ ​building​ ​global​ ​components​ ​into​ ​courses​ ​and programs. ​ ​In​ ​addition,​ ​the​ ​College​ ​offers​ ​an​ ​opportunity​ ​for​ ​students​ ​to​ ​acquire​ ​a ​Global Endorsement​​ ​on​ ​their​ ​transcripts​ ​by​ ​accumulating​ ​points​ ​for​ ​a​ ​mix​ ​of​ ​curricular​ ​and​ ​co-curricular experiences.​ ​(3.B.4) 1​ P1.5​ ​Ensuring​ ​the​ ​outcomes​ ​remain​ ​relevant​ ​and​ ​aligned​ ​with​ ​student,​ ​workplace​ ​and societal​ ​needs​​ ​(3.B.4)

The​ ​Curriculum​ ​Committee​ ​(CC)​ ​is​ ​charged​ ​with​ ​reviewing​ ​degree​ ​requirements​ ​every​ ​five​ ​years and​ ​GEOs​ ​every​ ​two​ ​years.​ ​CC​ ​will​ ​review​ ​the​ ​proposals​ ​for​ ​GEO​ ​change(s)​ ​with​ ​special attention​ ​to​ ​the​ ​scope,​ ​rationale,​ ​content,​ ​possible​ ​consequences​ ​of​ ​the​ ​proposed​ ​change(s)​ ​and alternative​ ​methods​ ​of​ ​attaining​ ​the​ ​same​ ​result.​ ​CC​ ​then​ ​seeks​ ​input​ ​from​ ​the​ ​College community.​ ​Should​ ​CC​ ​determine​ ​to​ ​make​ ​changes​ ​in​ ​the​ ​outcomes,​ ​the​ ​draft​ ​is​ ​sent​ ​to​ ​Policy Council​ ​for​ ​review.​ ​CC​ ​and​ ​Policy​ ​Council​ ​hold​ ​a​ ​public​ ​hearing​ ​to​ ​gather​ ​input​ ​and​ ​make refinements​ ​as​ ​needed.​ ​The​ ​proposed​ ​new​ ​outcomes​ ​are​ ​then​ ​forwarded​ ​to​ ​the​ ​VP​ ​for Educational​ ​Services​ ​and​ ​then​ ​to​ ​the​ ​President​ ​for​ ​final​ ​approval. ​ ​Full​ ​details​ ​of​ ​the​ ​process​ ​are outlined​ ​by ​Staff​ ​Policy​ ​D-101.02​​ ​and​ ​illustrated​ ​in​ ​Process​ ​for​ ​Reviewing​ ​Degree​ ​Requirements and​ ​General​ ​Education​ ​Outcomes.​​ ​(3.B.4) All​ ​three​ ​outcomes​ ​were​ ​reviewed​ ​and​ ​revised​ ​during​ ​the​ ​2015/16​ ​academic​ ​year.

1P1.6​ ​Designing,​ ​aligning​ ​and​ ​delivering​ ​co-curricular​ ​activities​ ​to​ ​support​ ​learning​​ ​(3.E.1, 4.B.2) There​ ​are​ ​many​ ​structured​ ​co-curricular​ ​learning​ ​opportunities​ ​designed​ ​to​ ​provide​ ​an​ ​enriched educational​ ​environment​ ​for​ ​NMC​ ​students.​ ​These​ ​learning​ ​opportunities​ ​engage​ ​faculty​ ​and students​ ​in​ ​scholarship​ ​and​ ​creative​ ​work​ ​through​ ​real-world​ ​situations: Global​ ​Endorsement​ ​through​ ​coursework,​ ​international​ ​experiences,​ ​and​ ​co-curricular activities​ ​such​ ​as​ ​the​ ​International​ ​Affairs​ ​Forum ● Student​ ​Government​ ​Association​ ​activities​ ​and​ ​a​ ​wide​ ​variety​ ​of​ ​student​ ​groups ● Honors​ ​Program​ ​and​ ​Phi​ ​Theta​ ​Kappa ●

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● ● ● ●

White​ ​Pine​ ​Press​ ​-​ ​student​ ​newspaper NMC​ ​Magazine​ ​-​ ​student​ ​magazine Career​ ​exploration​ ​internships​ ​and​ ​required​ ​program​ ​internships Domestic​ ​and​ ​international​ ​service​ ​learning​ ​projects

To​ ​build​ ​on​ ​these​ ​efforts,​ ​the​ ​College​ ​launched​ ​a​ ​new​ ​Action​ ​Project​ ​on​ ​experiential​ ​learning​ ​in 2017​ ​(​Declaration​ ​document​)​ ​with​ ​the​ ​goal​ ​to​ ​expand​ ​the​ ​use​ ​of​ ​experiential​ ​learning,​ ​reaching all​ ​NMC​ ​learners​ ​by​ ​this​ ​pedagogy.​ ​(​3.E.1)

While​ ​most​ ​co-curricular​ ​programs​ ​have​ ​a​ ​stated​ ​purpose,​ ​some​ ​do​ ​not​ ​have​ ​clearly​ ​articulated learning​ ​outcomes​ ​or​ ​assessments. ​ ​For​ ​those​ ​that​ ​do​ ​state​ ​learning​ ​outcomes,​ ​instructors​ ​or​ ​other program​ ​sponsors​ ​use​ ​assessment​ ​tools​ ​and​ ​methods​ ​suited​ ​to​ ​the​ ​context​ ​of​ ​the​ ​program.​ ​These may​ ​include​ ​pre/post​ ​assessments,​ ​journal​ ​or​ ​other​ ​reflections​ ​submissions,​ ​post-event​ ​debriefs, or​ ​assessment​ ​of​ ​projects​ ​or​ ​presentations.​ ​For​ ​example,​ ​the​ ​purpose​ ​of​ ​the ​Global​ ​Endorsement is​ ​to​ ​develop​ ​global​ ​awareness​ ​and​ ​understanding. ​ ​Learning​ ​is​ ​demonstrated​ ​and​ ​assessed through​ ​a​ ​final​ ​capstone​ ​presentation​.​ ​(​4.B.2) Developing​ ​a​ ​simple,​ ​consistent​ ​process​ ​for​ ​articulating​ ​and​ ​assessing​ ​learning​ ​outcomes​ ​for​ ​all co-curricular​ ​activities​ ​is​ ​an​ ​important​ ​opportunity​ ​for​ ​the​ ​College​ ​and supports​ ​systematic continuous​ ​improvement​ ​of these​ ​programs​ ​(1I2). 1P1.7​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​attainment​ ​of​ ​common learning​ ​outcomes​​ ​(4.B.2)

Faculty​ ​develop​ ​a​ ​variety​ ​of​ ​assessment​ ​activities​​ ​such​ ​as​ ​case​ ​studies,​ ​simulations,​ ​research projects,​ ​portfolios,​ ​or​ ​capstone​ ​projects​ ​appropriate​ ​to​ ​their​ ​courses​ ​and​ ​use​ ​a​ ​set​ ​of institutional​ ​rubrics​​ ​to​ ​measure​ ​student​ ​proficiency.​ ​Results​ ​are​ ​collected​ ​and​ ​tracked​ ​through NMC’s​ ​learning​ ​management​ ​system,​ ​Moodle​.​ ​(4.B.2)

The​ ​CC​ ​commissioned​ ​faculty​ ​sub-teams​ ​to​ ​develop​ ​a​ ​set​ ​of ​institutional​ ​rubrics​​ ​that​ ​align​ ​with the​ ​GEOs.​ ​All​ ​teams​ ​invited​ ​faculty​ ​to​ ​provide​ ​input​ ​in​ ​the​ ​process​ ​of​ ​developing​ ​these​ ​rubrics. Training​ ​sessions​ ​on​ ​the​ ​rubrics​ ​then​ ​preceded​ ​dissemination​ ​to​ ​all​ ​faculty.​ ​Refinements​ ​to​ ​the rubrics​ ​are​ ​made​ ​as​ ​needed,​ ​and​ ​all​ ​are​ ​subject​ ​to​ ​a​ ​two-year​ ​review​ ​cycle​ ​described​ ​earlier​ ​(​Staff Policy​ ​D-101.02​).​​ ​(4.B.1,​ ​4.B.2) LOT​ ​investigated​ ​various​ ​software​ ​alternatives​ ​and determined that​ ​Moodle​ ​would​ ​provide​ ​the most​ ​effective​ ​and​ ​expedient​ ​platform​ ​for​ ​data​ ​collection.​ ​Faculty​ ​had​ ​already​ ​integrated​ ​the Moodle​ ​gradebook​ ​into​ ​their​ ​courses,​ ​making​ ​the​ ​data​ ​easy​ ​to​ ​extract​ ​and​ ​aggregate.​ ​Another benefit​ ​to​ ​using​ ​Moodle​ ​is​ ​that​ ​instructors​ ​have​ ​immediate​ ​access​ ​to​ ​course​ ​assessments​ ​and​ ​can potentially​ ​make​ ​pedagogical​ ​adjustments​ ​in​ ​real-time.​ ​(4.B.2) 1P1.8​ ​Assessing​ ​common​ ​learning​ ​outcomes​​ ​(4.B.1,​ ​4.B.2,​ ​4.B.4)

The​ ​Learning​ ​Outcomes​ ​Action​ ​Project​ ​work​ ​has​ ​led​ ​to​ ​changes​ ​in​ ​the​ ​frequency​ ​and​ ​scope​ ​of GEO​ ​assessment​ ​as​ ​well​ ​as​ ​how​ ​results​ ​are​ ​analyzed​ ​and​ ​shared.

Change​ ​in​ ​frequency.​​ ​The​ ​College​ ​is​ ​moving​ ​towards​ ​a​ ​continuous​ ​assessment cycle​ ​for​ ​each outcome​ ​(​Table​ ​1P2.8​).​ ​Previously,​ ​the​ ​College​ ​assessed one​ ​outcome​ ​once​ ​every​ ​three semesters;​ ​however,​ ​with​ ​improved​ ​data​ ​collection​ ​processes,​ ​instructors​ ​can​ ​enter​ ​assessment scores​ ​within​ ​Moodle,​ ​affording​ ​greater​ ​efficiency​ ​for​ ​faculty. In​ ​Fall​ ​2017,​ ​all​ ​three​ ​outcomes 13

will​ ​be​ ​assessed​ ​each​ ​semester.​ ​This​ ​will​ ​not​ ​only​ ​provide​ ​longitudinal​ ​data​ ​on​ ​student​ ​cohorts​ ​in order​ ​to​ ​measure​ ​student​ ​progress,​ ​it​ ​will​ ​allow​ ​instructors,​ ​departments,​ ​and​ ​programs​ ​greater ability​ ​to​ ​address​ ​gaps​ ​in​ ​student​ ​achievement​ ​in​ ​real-time,​ ​ultimately,​ ​shortening​ ​the​ ​PDCA cycle​ ​of​ ​continuous​ ​improvement.​ ​(4.B.2,​ ​4.B.4) Change​ ​in​ ​scope.​​ ​Before​ ​Fall​ ​2015,​ ​only​ ​a​ ​sample​ ​of​ ​“near-graduates”​ ​data​ ​was​ ​collected.​ ​Since then,​ ​all​ ​instructors​ ​teaching​ ​courses​ ​in​ ​which​ ​a GEO​ ​is​ ​supported​ ​have​ ​been​ ​required​ ​to​ ​assess all​ ​students​ ​enrolled​ ​in​ ​the​ ​course​ ​and​ ​submit​ ​assessment​ ​results​ ​through​ ​Moodle.​ ​The​ ​basis​ ​for this​ ​change​ ​was: ● ●

The​ ​recognized​ ​need​ ​for​ ​longitudinal​ ​data. Improved​ ​sampling​ ​methodology​ ​and​ ​tools​ ​(Moodle).​ ​(4.B.4)

Analyzing​ ​and​ ​sharing​ ​results.​​ ​The​ ​Assessment​ ​Coordinator​ ​compiles​ ​scores​ ​and​ ​identifies trends​ ​which​ ​are​ ​visually​ ​shared​ ​on​ ​the​ ​ORPE​ ​website.​ ​Instructors​ ​are​ ​also​ ​able​ ​to​ ​access​ ​their own​ ​data​ ​to​ ​analyze​ ​how​ ​their​ ​students​ ​are​ ​progressing​ ​toward​ ​GEOs.​ ​At​ ​the​ ​end​ ​of​ ​each semester,​ ​instructors​ ​are​ ​asked​ ​to​ ​submit​ ​a ​GEO​ ​Report​ ​Form​​ ​summarizing​ ​their​ ​student’s strengths​ ​and​ ​weaknesses​ ​in​ ​terms​ ​of​ ​the​ ​outcomes. ​ ​The​ ​report​ ​also​ ​asks​ ​instructors​ ​to​ ​identify and​ ​document​ ​how​ ​they​ ​plan​ ​to​ ​address opportunities​ ​for​ ​improvement of​ ​their​ ​students​ ​and​ ​how the​ ​College​ ​may​ ​help​ ​support​ ​these​ ​efforts​.​ ​(4.B.1,​ ​4.B.2, 4.B.3,​ ​4.B.4) While​ ​the​ ​process​ ​of​ ​gathering​ ​data​ ​is​ ​ongoing,​ ​the​ ​expectation​ ​of​ ​academic​ ​departments​ ​is​ ​to implement​ ​course​ ​or​ ​program​ ​level​ ​changes​ ​in​ ​the​ ​fall​ ​semesters​ ​after​ ​reviewing​ ​data​ ​throughout the​ ​academic​ ​year.​ ​CC and​ ​ESIMT​ ​also​ ​review​ ​assessment​ ​results​ ​and​ ​may​ ​recommend improvement​ ​actions​ ​(​Roles​ ​and​ ​Responsibilities​).​ ​(4.B.3,​ ​4.B.4)

1R1:​ ​RESULTS 1R1.1​ ​Summary​ ​of​ ​results GEO​ ​Summary​ ​Data​.​ ​Results​ ​for​ ​GEO​ ​assessment​ ​(at​ ​institutional​ ​and​ ​academic-area​ ​levels) can​ ​be​ ​found​ ​on​ ​the​ ​ORPE​ ​website. Compiling​ ​cross-departmental​ ​aggregated​ ​data, ​Table​ ​1R1.1​​ ​(next​ ​page)​ ​shows​ ​the​ ​estimated proficiency​ ​level​ ​at​ ​the​ ​institutional​ ​level.​ ​According​ ​to​ ​the​ ​most​ ​recent​ ​data,​ ​81%​ ​of​ ​students assessed​ ​in​ ​Quantitative​ ​Reasoning​ ​demonstrated​ ​a​ ​level​ ​of​ ​“sufficient”​ ​or​ ​“proficient”, compared​ ​to​ ​77%​ ​of​ ​students​ ​assessed​ ​for​ ​Communication,​ ​and​ ​71%​ ​of​ ​students​ ​assessed​ ​for Critical​ ​Thinking.

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Return​ ​rates.​​ ​Collection​ ​of​ ​Quantitative​ ​Reasoning​ ​data​ ​within​ ​Moodle​ ​began​ ​during​ ​Fall​ ​2015. Initially,​ ​the​ ​percent​ ​of​ ​returned​ ​outcome​ ​scores​ ​by​ ​instructors​ ​was​ ​lower​ ​than​ ​desired.​ ​The original​ ​requested​ ​sample​ ​consisted​ ​of​ ​2,654​ ​students;​ ​the​ ​total​ ​number​ ​of​ ​outcome​ ​scores received​ ​was​ ​1,441,​ ​a​ ​54%​ ​return​ ​rate.​ ​The​ ​return​ ​rates​ ​for​ ​Communication​ ​(Spring​ ​2016)​ ​and Critical​ ​Thinking​ ​(Fall​ ​2016)​ ​were​ ​42%​ ​(2,375​ ​of​ ​4,098)​ ​and​ ​53%​ ​(3,299​ ​of​ ​6,225)​ ​respectively. Increasing​ ​the​ ​return​ ​rate​ ​is​ ​an​ ​area​ ​for​ ​improvement. 1R1.2​ ​Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks

External​ ​benchmarks.​​ ​As​ ​discussed​ ​in​ ​1P1.7,​ ​NMC​ ​has​ ​created​ ​internal,​ ​custom​ ​rubrics​ ​for assessing​ ​general​ ​education​ ​requirements,​ ​which​ ​more​ ​accurately​ ​address​ ​the​ ​way​ ​NMC measures​ ​GEOs.​ ​As​ ​such,​ ​comparisons​ ​to​ ​external​ ​benchmarks​ ​are​ ​limiting​ ​and​ ​not​ ​believed​ ​to reflect​ ​the​ ​proficiency​ ​of​ ​NMC​ ​students​ ​accurately​ ​and​ ​reliably.

Internal​ ​targets.​​ ​NMC’s​ ​goal​ ​has​ ​been​ ​that​ ​all​ ​graduates​ ​will​ ​perform​ ​at​ ​the​ ​“Sufficient”​ ​or “Proficient”​ ​level​ ​in​ ​each​ ​of​ ​the​ ​three​ ​GEOs.​ ​Prior​ ​to​ ​2015,​ ​NMC​ ​assessed​ ​only​ ​a​ ​sample​ ​of near-graduates.​ ​During​ ​that​ ​time,​ ​data​ ​show​ ​that​ ​between​ ​87%-93%​ ​of​ ​assessed​ ​students​ ​scored at​ ​the​ ​sufficient​ ​or​ ​proficient​ ​levels​ ​in​ ​Communication.​ ​Quantitative​ ​Reasoning​ ​scores​ ​were somewhat​ ​lower​ ​(79-84%).​ ​The​ ​biggest​ ​gap​ ​was​ ​in​ ​Critical​ ​Thinking.​ ​Just​ ​12%​ ​of​ ​assessed students​ ​scored​ ​at​ ​the​ ​sufficient​ ​or​ ​proficient​ ​level​ ​in​ ​2012.​ ​2014​ ​results​ ​showed​ ​dramatic improvement​ ​(44%)​ ​but​ ​still​ ​56%​ ​below​ ​the​ ​goal​ ​of​ ​all​ ​graduates​ ​demonstrating​ ​sufficiency.

Beginning​ ​in​ ​2015,​ ​the​ ​College​ ​started​ ​collecting​ ​data​ ​on​ ​all​ ​learners​ ​in​ ​courses​ ​that​ ​supported​ ​a GEO.​ ​Scores​ ​for​ ​quantitative​ ​reasoning​ ​remained​ ​about​ ​the​ ​same​ ​(+1%),​ ​Communication dropped​ ​significantly​ ​(-13%),​ ​and​ ​Critical​ ​Thinking​ ​Scores​ ​improved​ ​dramatically​ ​(+27%). Over​ ​the​ ​past​ ​two​ ​years,​ ​the​ ​Assessment​ ​Team​ ​has​ ​not​ ​pulled​ ​a​ ​subset​ ​of​ ​data​ ​showing​ ​levels​ ​of only​ ​graduates​ ​but​ ​has​ ​instead​ ​focused​ ​on​ ​all​ ​learners​ ​and​ ​improving​ ​assignments​ ​and​ ​the

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assessment​ ​of​ ​GEOs​ ​in​ ​all​ ​relevant​ ​courses.​ ​Having​ ​data​ ​on​ ​all​ ​learners​ ​and​ ​conducting longitudinal​ ​analyses​ ​will​ ​allow​ ​better​ ​understanding​ ​of​ ​student​ ​progress​ ​through​ ​our​ ​programs; this​ ​understanding​ ​will​ ​lead​ ​to​ ​improvements​ ​in​ ​curriculum​ ​to​ ​strengthen​ ​outcomes. 1R1.3​ ​Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

Communication GEO​ ​scores​ ​for Communication​ ​(​Figure​ ​1​)​ ​have​ ​fluctuated​ ​somewhat​ ​over​ ​the​ ​past​ ​10​ ​years. There​ ​was​ ​a​ ​substantial​ ​increase​ ​in​ ​the​ ​number​ ​of​ ​students​ ​scoring​ ​“Proficient​ ​or​ ​Sufficient” from​ ​2006-08​ ​(+11%)​ ​as​ ​well​ ​an​ ​increase​ ​from​ ​2010-13​ ​(+9%).​ ​There​ ​was​ ​a​ ​slight​ ​decline​ ​from 2013-15​ ​(-3%)​ ​and​ ​then​ ​a​ ​larger​ ​decline​ ​from​ ​2015-16​ ​(-13%). ​ ​The​ ​most​ ​recent​ ​decline​ ​may​ ​be due​ ​to​ ​an​ ​increase​ ​in​ ​sample​ ​size,​ ​that​ ​is,​ ​all​ ​students​ ​being​ ​measured​ ​rather​ ​than​ ​only near-graduates.

The​ ​first​ ​longitudinal​ ​data​ ​shows​ ​higher​ ​Communication​ ​GEO​ ​scores​ ​in​ ​sequence​ ​courses. Figure​ ​2​ ​(next​ ​page)​ ​illustrates​ ​a​ ​comparison​ ​of​ ​scores​ ​in​ ​ENG​ ​111​ ​and​ ​ENG​ ​112​ ​as​ ​well​ ​as​ ​a breakdown​ ​of​ ​scores​ ​by​ ​the​ ​four​ ​capabilities​ ​that​ ​comprise​ ​the​ ​Communication​ ​Rubric​ ​(Com 1=Main​ ​Idea,​ ​Com​ ​2​ ​=​ ​Conventions,​ ​Com​ ​3​ ​=Organization,​ ​Com​ ​4=​ ​Support). ​ ​Average​ ​scores in​ ​ENG​ ​112​ ​were​ ​higher​ ​on​ ​all​ ​four​ ​capabilities​ ​than​ ​average​ ​scores​ ​in​ ​ENG​ ​111.

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Quantitative​ ​Reasoning GEO​ ​scores​ ​for​ ​Quantitative​ ​Reasoning​ ​(​Figure​ ​3​)​ ​have​ ​been​ ​more​ ​consistent.​ ​Over​ ​the​ ​last​ ​three cycles,​ ​total​ ​Quantitative​ ​Reasoning​ ​scores​ ​have​ ​remained​ ​in​ ​the​ ​80th​ ​percentile.​ ​Where​ ​students appear​ ​to​ ​have​ ​the​ ​most​ ​opportunities​ ​within​ ​Quantitative​ ​Reasoning​ ​is​ ​the​ ​“Judgment”​ ​trait. (Quantitative​ ​Reasoning​ ​Rubric).​ ​A​ ​possible​ ​explanation​ ​is​ ​that​ ​faculty​ ​in​ ​mathematics​ ​have been​ ​improving​ ​the​ ​quality​ ​of​ ​assignments​ ​and​ ​teaching​ ​methods​ ​over​ ​the​ ​past​ ​few​ ​years.​ ​These improvements​ ​may​ ​translate​ ​into​ ​stable​ ​Quantitative​ ​Reasoning​ ​scores​ ​while​ ​assessment procedures​ ​have​ ​changed.

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Critical​ ​Thinking GEO​ ​scores​ ​for​ ​Critical​ ​Thinking​ ​(​Figure​ ​4​)​ ​have​ ​continued​ ​to increase​ ​since​ ​2011.​ ​Since​ ​that time,​ ​a​ ​new​ ​rubric​ ​was​ ​adopted,​ ​and​ ​there​ ​was​ ​more​ ​thorough​ ​faculty​ ​training​ ​on​ ​how​ ​to​ ​use​ ​the rubric​ ​when​ ​they​ ​assess​ ​student​ ​assignments. ​ ​The​ ​training​ ​also​ ​encouraged​ ​instructors​ ​to​ ​look​ ​at their​ ​own​ ​assignments​ ​to​ ​make​ ​sure​ ​they​ ​were​ ​aligned​ ​to​ ​the​ ​rubric.​ ​In​ ​short,​ ​improvements​ ​to the​ ​critical​ ​thinking​ ​rubric,​ ​increased​ ​training​ ​with​ ​the​ ​rubric,​ ​and​ ​improvements​ ​to​ ​assignments seem​ ​to​ ​be​ ​correlated​ ​with​ ​the​ ​improvements​ ​in​ ​assessment​ ​scores.

Overall Reviewing​ ​initial​ ​data​ ​from​ ​the​ ​last​ ​two​ ​years,​ ​it​ ​appears​ ​that​ ​while​ ​some​ ​students​ ​may demonstrate​ ​Sufficiency​ ​or​ ​Proficiency​ ​after​ ​just​ ​one​ ​course​ ​that​ ​supports​ ​a​ ​GEO,​ ​other​ ​students’ competency​ ​will​ ​develop​ ​over​ ​time​ ​and​ ​subsequent​ ​courses.​ ​Hopefully,​ ​all​ ​students​ ​will strengthen​ ​skills​ ​as​ ​they​ ​take​ ​higher-level​ ​courses.​ ​With​ ​the​ ​new​ ​assessment​ ​process​ ​in​ ​place,​ ​the Assessment​ ​Coordinator​ ​will​ ​be​ ​able​ ​to examine longitudinal​ ​data​ ​using​ ​student​ ​cohorts. ​ ​Similar to​ ​Spring​ ​2017​ ​Communication​ ​GEO​ ​data​ ​(​Figure​ ​2​),​ ​faculty​ ​will​ ​be​ ​able​ ​to​ ​assess​ ​results​ ​from other​ ​courses​ ​taken​ ​sequentially.​ ​Using​ ​longitudinal​ ​data​ ​in​ ​this​ ​way​ ​will​ ​allow​ ​instructors​ ​to address​ ​learning​ ​opportunities​ ​and​ ​gaps​ ​more​ ​effectively​ ​and​ ​work​ ​toward​ ​the​ ​goal​ ​of​ ​all graduates​ ​demonstrating​ ​sufficiency​ ​or​ ​proficiency​ ​in​ ​these​ ​GEOs.

1I1:​ ​IMPROVEMENTS 1I1.1​ ​Changing​ ​the​ ​scope,​ ​frequency,​ ​and​ ​process​ ​of​ ​data​ ​collection

The​ ​move​ ​to​ ​assess​ ​all​ ​students​ ​in​ ​relevant​ ​courses​ ​on​ ​all​ ​three​ ​outcomes​ ​each​ ​semester​ ​has​ ​been a​ ​change​ ​that​ ​is​ ​expected​ ​to​ ​produce​ ​significant​ ​results.​ ​Entering​ ​data​ ​digitally​ ​through​ ​Moodle 18

enables​ ​the​ ​input​ ​and​ ​processing​ ​of​ ​data​ ​to​ ​occur​ ​in​ ​a​ ​timely​ ​manner.​ ​This​ ​increased​ ​frequency​ ​of assessing​ ​all​ ​GEOs​ ​digitally​ ​serves​ ​a​ ​number​ ​of​ ​purposes: More​ ​frequent​ ​and​ ​continual​ ​use​ ​of​ ​the​ ​rubrics​ ​and​ ​data​ ​collection​ ​system​ ​should​ ​increase reliability​ ​and​ ​validity​ ​of​ ​the​ ​measures​ ​due​ ​to​ ​familiarity​ ​with​ ​the​ ​assessment​ ​process​ ​and tools. ● NMC​ ​faculty​ ​have​ ​been​ ​struggling​ ​with​ ​the​ ​feeling​ ​that​ ​assessment​ ​of​ ​GEOs​ ​is​ ​an “add-on”​ ​to​ ​what​ ​they​ ​do​ ​in​ ​the​ ​classroom.​ ​It​ ​is​ ​believed​ ​that​ ​this​ ​perception​ ​stems​ ​from GEOs​ ​previously​ ​being​ ​assessed​ ​only​ ​once​ ​every​ ​three​ ​semesters.​ ​Moving​ ​to​ ​a​ ​continual cycle​ ​of​ ​assessment​ ​will​ ​help​ ​integrate​ ​the​ ​assessment​ ​of​ ​GEOs​ ​into​ ​the​ ​courses​ ​that support​ ​them. ● NMC​ ​will​ ​be​ ​able​ ​to​ ​start​ ​collecting​ ​longitudinal​ ​data​ ​on​ ​cohorts​ ​as​ ​well​ ​as​ ​individual students​ ​as​ ​illustrated​ ​in​ ​Figure​ ​3.​ ​These​ ​data​ ​may​ ​then​ ​be​ ​used​ ​to​ ​measure​ ​progress​ ​of student​ ​achievement​ ​over​ ​time. ● Improved​ ​accuracy​ ​through​ ​consistency​ ​and​ ​frequency​ ​of​ ​data​ ​collection​ ​should​ ​result​ ​in more​ ​actionable​ ​data​ ​from​ ​2017​ ​forward. ●

Progress​ ​has​ ​been​ ​made;​ ​however,​ ​the​ ​process​ ​is​ ​still​ ​new,​ ​and​ ​it​ ​will​ ​take​ ​time​ ​to​ ​mature.​ ​For example,​ ​this​ ​shift​ ​has​ ​increased​ ​opportunities​ ​for​ ​departmental-level​ ​norming​ ​and​ ​has​ ​allowed instructors​ ​to​ ​access​ ​data​ ​on​ ​how​ ​well​ ​students​ ​are​ ​doing​ ​on​ ​specific​ ​assignments.​ ​However,​ ​in the​ ​new​ ​system​ ​there​ ​are​ ​no​ ​mechanisms​ ​for​ ​cross-departmental​ ​norming​ ​of​ ​types​ ​of​ ​assignments used​ ​in​ ​the​ ​GEO​ ​assessment​ ​or​ ​cross-departmental​ ​norming​ ​of​ ​how​ ​individual​ ​artifacts​ ​are evaluated.​ ​In​ ​the​ ​future,​ ​campus​ ​professional​ ​development​ ​meetings​ ​could​ ​be​ ​structured​ ​to​ ​allow cross-departmental​ ​faculty​ ​conversations​ ​about​ ​norming​ ​and​ ​how​ ​the​ ​shared​ ​rubrics​ ​are​ ​applied in​ ​various​ ​departments. 1I1.2​ ​Professional​ ​Development​ ​and​ ​Support

Providing​ ​professional​ ​development​ ​to​ ​increase​ ​understanding​ ​of​ ​GEOs​ ​and​ ​Student​ ​Learning Outcomes​ ​for​ ​faculty,​ ​administrators​ ​and​ ​staff​ ​has​ ​been​ ​a​ ​central​ ​focus​ ​of​ ​the​ ​Center​ ​for Instructional​ ​Excellence​ ​(CIE)​ ​and​ ​LOT.​ ​Educational​ ​Media​ ​Technologies​ ​provided​ ​online​ ​and face-to-face​ ​training​ ​on​ ​using​ ​Moodle​ ​to​ ​add​ ​GEOs​ ​to​ ​course​ ​assessments​ ​as​ ​well​ ​as​ ​using​ ​the grading​ ​system​ ​to​ ​indicate​ ​achievement​ ​levels.​ ​The​ ​Spring​ ​2016​ ​Professional​ ​Development​ ​Day was​ ​dedicated​ ​to​ ​evaluating​ ​and​ ​discussing​ ​the​ ​critical​ ​thinking​ ​rubric​ ​and​ ​assessments.​ ​LOT determined​ ​that​ ​improvement​ ​was​ ​needed​ ​in​ ​the​ ​writing​ ​of​ ​course​ ​outcomes​ ​and​ ​integrating​ ​the GEOs​ ​into​ ​the​ ​Student​ ​Learning​ ​Outcomes.​ ​Further​ ​training​ ​was​ ​indicated​ ​and​ ​resulted​ ​in​ ​a yearlong​ ​endeavor​ ​to​ ​increase​ ​the​ ​accuracy​ ​of​ ​how​ ​outcomes​ ​were​ ​written​ ​for​ ​both​ ​clarity​ ​and measurability.​ ​For​ ​the​ ​Fall​ ​2016​ ​Professional​ ​Development​ ​Day,​ ​a​ ​representative​ ​from​ ​Dee​ ​Fink &​ ​Associates,​ ​provided​ ​extensive​ ​training​ ​for​ ​faculty.​ ​A​ ​follow-up​ ​training​ ​in​ ​January​ ​2017 provided​ ​an​ ​additional​ ​opportunity​ ​to​ ​further​ ​engage​ ​faculty​ ​in​ ​knowledge,​ ​skills,​ ​and​ ​writing.

In​ ​evaluating​ ​the​ ​status​ ​of​ ​Student​ ​Learning​ ​Outcomes​ ​this​ ​spring,​ ​LOT​ ​engaged​ ​in​ ​additional training​ ​for​ ​its​ ​team​ ​members,​ ​department​ ​chairs,​ ​and​ ​faculty,​ ​including​ ​adjuncts.​ ​NMC’s Instructional​ ​Designer​ ​and​ ​others​ ​provided​ ​individual​ ​support​ ​to​ ​faculty​ ​members​ ​and departments.​ ​All​ ​course​ ​outcomes​ ​in​ ​every​ ​academic​ ​area​ ​have​ ​been​ ​reviewed​ ​and​ ​refined​ ​where appropriate​ ​as​ ​of​ ​Fall​ ​2017. 19

1I1.3​ ​Engaging​ ​faculty

Engaging​ ​all​ ​faculty​ ​in​ ​the​ ​assessment​ ​process​ ​is​ ​essential​ ​in​ ​making​ ​significant,​ ​continuous improvement. Gathering​ ​faculty​ ​feedback,​ ​listening​ ​to​ ​concerns,​ ​collaboratively​ ​problem-solving challenges,​ ​and​ ​providing​ ​opportunities​ ​for​ ​shared​ ​learning​ ​are​ ​all​ ​essential​ ​to​ ​building engagement.​ ​For​ ​example,​ ​at​ ​a​ ​recent​ ​outcomes​ ​training​ ​session,​ ​some​ ​faculty​ ​members raised​ ​questions​ ​about​ ​how​ ​to​ ​make​ ​the​ ​assessment​ ​work​ ​manageable​ ​and​ ​meaningful. Faculty​ ​want​ ​to​ ​ensure​ ​assessments​ ​are​ ​authentic​ ​and​ ​not​ ​just​ ​“teaching​ ​to​ ​a​ ​rubric.” ● Additional​ ​training,​ ​periodic​ ​refreshers,​ ​and​ ​online​ ​tools​ ​will​ ​be​ ​needed​ ​to​ ​eliminate confusion​ ​over​ ​the​ ​change​ ​in​ ​the​ ​process,​ ​scoring​ ​responsibilities,​ ​and​ ​inputting​ ​data​ ​into the​ ​system.​ ​Educational​ ​Media​ ​Technologies​ ​has​ ​created​ ​a​ ​number​ ​of​ ​how-to​ ​videos​ ​and other​ ​tools​ ​available​ ​to​ ​faculty​ ​on​ ​the​ ​teaching@nmc​ ​site.​ ​As​ ​needs​ ​are​ ​identified,​ ​CIE​ ​is able​ ​to​ ​offer​ ​just-in-time​ ​training​ ​through​ ​Friday​ ​Forums​ ​and​ ​its​ ​Coffee​ ​Club​ ​series.​ ​New faculty​ ​are​ ​introduced​ ​to​ ​NMC’s​ ​assessment​ ​process​ ​during​ ​orientation​ ​and​ ​receive additional​ ​training​ ​as​ ​part​ ​of​ ​the​ ​New​ ​Faculty​ ​Learning​ ​Community. ●

With additional​ ​training​ ​and​ ​tools,​ ​shared​ ​learning,​ ​collaborative​ ​problem-solving,​ ​and​ ​ongoing listening​ ​and​ ​support​ ​from​ ​Department​ ​Chairs,​ ​CIE,​ ​the​ ​Assessment​ ​Team,​ ​and​ ​Educational Media​ ​Technologies,​ ​the​ ​issues​ ​related​ ​to​ ​low​ ​return​ ​rates​ ​will​ ​be​ ​eliminated​ ​as​ ​GEO​ ​assessment becomes​ ​a​ ​more​ ​useful,​ ​integrated​ ​process​ ​for​ ​improving​ ​student​ ​learning.​ ​Further,​ ​working within​ ​departments,​ ​faculty​ ​and​ ​chairs​ ​will​ ​be​ ​able​ ​to​ ​utilize​ ​data​ ​to​ ​determine​ ​if​ ​the​ ​curriculum needs​ ​to​ ​be​ ​refined​ ​or​ ​adjusted.​ ​Now​ ​that​ ​data​ ​is​ ​available​ ​"just​ ​in​ ​time," in​ ​depth​ ​discussions will​ ​create​ ​opportunities​ ​for​ ​continuous​ ​improvement. 1I1.4​ ​NMC​ ​Intranet​ ​site

A​ ​major​ ​undertaking​ ​this​ ​last​ ​year​ ​has​ ​been​ ​upgrading​ ​and​ ​refining​ ​the​ ​ORPE​ ​Intranet​ ​site​. Articulating​ ​the​ ​assessment​ ​process,​ ​providing​ ​the​ ​instruments,​ ​and​ ​publishing​ ​results​ ​of​ ​our findings​ ​continues​ ​to​ ​evolve​ ​into​ ​a​ ​great​ ​resource​ ​for​ ​administrators,​ ​faculty,​ ​staff​ ​and​ ​other stakeholders.​ ​The​ ​intent​ ​is​ ​to​ ​provide​ ​easy​ ​and​ ​efficient​ ​access​ ​to​ ​the​ ​information​ ​needed​ ​to support​ ​the ​Teaching​ ​and​ ​Learning​ ​Process​​ ​(next​ ​page)​ ​and ​Assessment​ ​Plan​. 1I1.5​ ​Assessment​ ​Team​ ​Support

Transitioning​ ​LOT,​ ​an​ ​Action​ ​Project​ ​team,​ ​to​ ​a​ ​standing​ ​committee​ ​(Assessment​ ​Team)​ ​is​ ​an important​ ​investment​ ​in​ ​ongoing​ ​support​ ​of​ ​the​ ​continuous​ ​improvement​ ​of​ ​learning​ ​outcomes assessment​ ​at​ ​all​ ​levels:​ ​general​ ​education,​ ​program,​ ​and​ ​course.

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Sources ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Project​ ​Declaration-Experiential​ ​Learning Project​ ​Declaration-Learning​ ​Outcomes Assessment​ ​Plan​ ​2017-18 Assessment​ ​Plan​ ​2017-18​ ​(page​ ​number​ ​4) Assessment​ ​Roles​ ​and​ ​Responsibilities Board​ ​Policy​ ​C​ ​100.00-Mission Board​ ​Policy​ ​C​ ​103.00-Purposes Course​ ​Outline​ ​form GEO​ ​Data​ ​Summary-detail GEO​ ​Data​ ​Summary-detail​ ​(page​ ​number​ ​2) GEO​ ​Report​ ​Form GEO​ ​Rubrics Global​ ​Endorsement​ ​Capstone​ ​Guidelines Global​ ​Endorsement-requirements​ ​and​ ​examples List​ ​of​ ​Cultural​ ​Perspectives-Diversity​ ​Courses List​ ​of​ ​Global​ ​Courses ORPE​ ​Webpage-Gen​ ​Ed​ ​Info 21

● ● ● ● ● ● ● ● ● ● ●

ORPE​ ​Webpage-Gen​ ​Ed​ ​Results ORPE​ ​Webpage-Rubrics Process​ ​for​ ​reviewing​ ​degree​ ​requirements Staff​ ​Policy​ ​D​ ​101.01-Gen​ ​Ed​ ​Outcomes Staff​ ​Policy​ ​D​ ​101.02​ ​Gen​ ​Ed​ ​Outcomes​ ​Change Staff​ ​Policy​ ​D​ ​102.00-Assessment​ ​of​ ​Student​ ​Learning Staff​ ​Policy​ ​D​ ​102.01-Assessment​ ​of​ ​Student​ ​Learning​ ​Outcomes Table​ ​1R1.1-GEO​ ​Summary​ ​Data​ ​2011-16 Table1P1.1-GEO​ ​Descriptions Table1P2.8-GEO​ ​Assessment​ ​Schedule Teaching​ ​and​ ​Learning​ ​Cycle

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1.2​ ​-​ ​Program​ ​Learning​ ​Outcomes HLC​ ​Overview

Program​ ​Learning​ ​Outcomes​ ​focuses​ ​on​ ​the​ ​knowledge,​ ​skills​ ​and​ ​abilities​ ​graduates​ ​from particular​ ​programs​ ​are​ ​expected​ ​to​ ​possess.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core Components​ ​3.B.,​ ​3.E.​ ​and​ ​4.B.​ ​in​ ​this​ ​section.

1P2:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​determining,​ ​communicating​ ​and​ ​ensuring​ ​the​ ​stated​ ​program​ ​learning outcomes​ ​and​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those​ ​processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to, descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ●

● ● ● ● ● ●

Aligning​ ​learning​ ​outcomes​ ​for​ ​programs​ ​(e.g.,​ ​nursing,​ ​business​ ​administration, elementary​ ​teaching,​ ​etc.)​ ​to​ ​the​ ​mission,​ ​educational​ ​offerings​ ​and​ ​degree​ ​levels​ ​of​ ​the institution​ ​(3.E.2) Determining​ ​program​ ​outcomes​ ​(4.B.4) Articulating​ ​the​ ​purposes,​ ​content​ ​and​ ​level​ ​of​ ​achievement​ ​of​ ​the​ ​outcomes​ ​(4.B.1) Ensuring​ ​the​ ​outcomes​ ​remain​ ​relevant​ ​and​ ​aligned​ ​with​ ​student,​ ​workplace​ ​and​ ​societal needs​ ​(3.B.4) Designing,​ ​aligning​ ​and​ ​delivering​ ​co-curricular​ ​activities​ ​to​ ​support​ ​learning​ ​(3.E.1, 4.B.2) Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​attainment​ ​of​ ​program learning​ ​outcomes​ ​(4.B.2) Assessing​ ​program​ ​learning​ ​outcomes​ ​(4.B.1,​ ​4.B.2,​ ​4.B.4)

1R2:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​students​ ​possess​ ​the​ ​knowledge,​ ​skills​ ​and​ ​abilities​ ​that are​ ​expected​ ​in​ ​programs?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​1P2. All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: Overall​ ​levels​ ​of​ ​deployment​ ​of​ ​the​ ​program​ ​assessment​ ​processes​ ​within​ ​the​ ​institution (i.e.,​ ​how​ ​many​ ​programs​ ​are/not​ ​assessing​ ​program​ ​goals) ● Summary​ ​results​ ​of​ ​assessments​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) ● Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks ● Interpretation​ ​of​ ​assessment​ ​results​ ​and​ ​insights​ ​gained ●

1I2:​ ​IMPROVEMENT Based​ ​on​ ​1R2,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?​ ​(4.B.3)

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NMC​ ​Response

1P2:​ ​PROCESSES

1P2.1​ ​Aligning​ ​learning​ ​outcomes​ ​for​ ​programs​ ​to​ ​the​ ​mission,​ ​educational​ ​offerings​ ​and degree​ ​levels​ ​of​ ​the​ ​institution​​ ​(3.E.2)

For​ ​all​ ​new​ ​programs,​ ​the​ ​College​ ​utilizes​ ​a​ ​well-defined,​ ​sequential​ ​four-stage internal ​decision-making​ ​process​​ ​that​ ​begins​ ​with​ ​the​ ​development​ ​of​ ​an Idea​ ​Summary​ ​followed by​ ​Curriculum​ ​Committee​ ​and​ ​President’s​ ​Council’s​ ​reviews;​ ​a​ ​market​ ​research​ ​analysis; business​ ​model​ ​development;​ ​implementation​ ​planning;​ ​and​ ​finally,​ ​Board​ ​of​ ​Trustee​ ​approval. Each​ ​stage​ ​requires​ ​a​ ​review​ ​and​ ​a​ ​decision​ ​before​ ​moving​ ​forward.​ ​The Idea​ ​Summary​ ​asks those​ ​proposing​ ​new​ ​academic​ ​programs​ ​to​ ​describe​ ​the​ ​program,​ ​outcomes,​ ​and​ ​its​ ​fit​ ​with college​ ​mission​ ​and​ ​strategy.​ ​This​ ​process​ ​vets​ ​potential​ ​new​ ​programs​ ​against​ ​institutional resources,​ ​capabilities,​ ​and​ ​priorities​ ​while​ ​aligning​ ​to​ ​the​ ​mission,​ ​educational​ ​offerings,​ ​and degree​ ​levels​ ​of​ ​the​ ​College.​ ​(3.E.2) The​ ​annual​ ​program​ ​review​ ​process​ ​(1P2.7),​ ​ensures​ ​current​ ​program​ ​outcomes​ ​stay​ ​aligned​ ​with the​ ​College’s​ ​mission,​ ​offerings,​ ​and​ ​degree​ ​levels. 1P2.2​ ​Determining​ ​program​ ​outcomes​​ ​(4.B.4)

NMC​ ​uses​ ​a​ ​collaborative​ ​approach​ ​to​ ​program​ ​design.​ ​Program​ ​area​ ​faculty​ ​and​ ​resource​ ​staff establish​ ​program​ ​outcomes​ ​during​ ​the​ ​development​ ​process.​ ​For​ ​occupational​ ​programs, relevant​ ​outcomes​ ​are​ ​determined​ ​with​ ​input​ ​from​ ​advisory​ ​boards,​ ​professional​ ​associations, accrediting​ ​bodies,​ ​and​ ​state​ ​and​ ​federal​ ​regulating​ ​agencies.​ ​Liberal​ ​studies​ ​program​ ​outcomes include​ ​transferability​ ​of​ ​courses​ ​to​ ​transfer​ ​institutions,​ ​support​ ​of​ ​occupational​ ​program outcomes,​ ​achievement​ ​of​ ​the​ ​college-wide​ ​general​ ​education​ ​outcomes​ ​(GEOs)​ ​outlined​ ​in​ ​1P1, and​ ​any​ ​other​ ​specific​ ​programmatic​ ​outcomes​ ​deemed​ ​significant​ ​for​ ​students​ ​by​ ​faculty​ ​in those​ ​areas.​ ​(4.B.4) 1P2.3​ ​Articulating​ ​the​ ​purposes,​ ​content​ ​and​ ​level​ ​of​ ​achievement​ ​of​ ​the​ ​outcomes​​ ​(4.B.1)

Program​ ​outcomes​ ​are​ ​articulated​ ​on​ ​program​ ​web​ ​pages,​ ​and​ ​course​ ​outcomes​ ​are​ ​identified on ​course​ ​outlines​​ ​as​ ​well​ ​as​ ​each​ ​faculty​ ​member’s​ ​syllabus.​ ​Additionally,​ ​program​ ​coordinators have​ ​created​ ​program​ ​curriculum​ ​maps​ ​that​ ​identify​ ​the​ ​courses​ ​required​ ​for​ ​the​ ​program​ ​and how​ ​those​ ​courses​ ​support​ ​the​ ​program​ ​outcomes: ● ●

Marine​ ​Technology​ and ​Computer​ ​Information​ ​Technology​ curriculum​ ​maps The​ ​Nursing​ ​Program​ ​provides​ ​entering​ ​students​ ​with​ ​a ​Policy​ ​Manual​​ ​that​ ​describes​ ​the required​ ​courses​ ​and​ ​level​ ​of​ ​achievement​ ​needed​ ​for​ ​both​ ​the​ ​courses​ ​and​ ​certification. (4.B.1)

Academic​ ​leadership,​ ​program​ ​coordinators,​ ​faculty​ ​members,​ ​and​ ​instructional​ ​staff​ ​work collaboratively​ ​to​ ​assure​ ​the​ ​purpose,​ ​content,​ ​and​ ​levels​ ​of​ ​achievement​ ​meet​ ​the​ ​needs​ ​and quality​ ​of​ ​all​ ​stakeholders. Annual​ ​Program​ ​Review​ ​ensures​ ​programs​ ​sustain​ ​continuous improvement​ ​to​ ​meet​ ​targeted​ ​needs​ ​and​ ​subsequent​ ​goals. 24

1P2.4​ ​Ensuring​ ​the​ ​outcomes​ ​remain​ ​relevant​ ​and​ ​aligned​ ​with​ ​student,​ ​workplace​ ​and societal​ ​needs​​ ​(3.B.4)

Annual​ ​Program​ ​Review,​ ​an​ ​evaluation​ ​of​ ​quantitative​ ​metrics​ ​and​ ​qualitative​ ​reflection​ ​on prior-year​ ​activities​ ​and​ ​outcomes,​ ​ensures outcomes​ ​remain​ ​relevant​ ​and​ ​aligned​ ​with​ ​student, workplace,​ ​and​ ​societal​ ​needs.

Each​ ​occupational​ ​program​ ​has​ ​an​ ​advisory​ ​committee​ ​that​ ​provides​ ​input​ ​relating​ ​to​ ​curriculum and its​ ​ability​ ​to​ ​prepare​ ​students for success​ ​in​ ​the​ ​workplace.​ ​Committee​ ​members​ ​include business,​ ​industry,​ ​and​ ​organizational​ ​representatives,​ ​as​ ​well​ ​as​ ​students,​ ​faculty,​ ​academic​ ​and career​ ​advisors,​ ​and​ ​administrators.​ ​The​ ​Carl​ ​D.​ ​Perkins​ ​grant​ ​regulations​ ​guide​ ​the​ ​work​ ​of​ ​the committee​ ​and​ ​clarify​ ​member​ ​responsibilities.​ ​All​ ​NMC​ ​advisory​ ​committees​ ​meet​ ​minimally once​ ​a​ ​year.​ ​At​ ​least​ ​once​ ​per​ ​year,​ ​members​ ​complete​ ​an​ ​Advisory​ ​Committee​ ​Survey​​ ​assessing program​ ​facilities,​ ​equipment,​ ​and​ ​programmatic​ ​and​ ​course​ ​offerings.​ ​Feedback​ ​from​ ​these meetings​ ​and​ ​surveys​ ​is​ ​essential​ ​in​ ​ensuring​ ​programs​ ​remain​ ​relevant​ ​and​ ​aligned​ ​with workplace​ ​needs.​ ​For​ ​example,​ ​based​ ​on​ ​Advisory​ ​Board​ ​feedback,​ ​the​ ​Computer​ ​Information Technology​ ​program​ ​recently​ ​revised​ ​its​ ​curriculum​ ​to​ ​increase​ ​communication​ ​skills​ ​vital​ ​to success​ ​in​ ​today’s​ ​work​ ​environment.​ ​(3.B.4) For​ ​several​ ​of​ ​the​ ​health​ ​sciences​ ​areas,​ ​the​ ​Office​ ​of​ ​Research,​ ​Planning,​ ​and​ ​Effectiveness (ORPE)​ ​distributes​ ​an​ ​employer​ ​satisfaction​ ​survey​ ​to​ ​employers​ ​identified​ ​by​ ​graduates​ ​from the​ ​last​ ​academic​ ​year.​ ​The​ ​survey​ ​contains​ ​items​ ​related​ ​to​ ​general​ ​occupational​ ​and​ ​workplace skills​ ​as​ ​well​ ​as​ ​open-ended​ ​items​ ​to​ ​allow​ ​employers​ ​to​ ​provide​ ​information​ ​regarding​ ​areas​ ​of strengths,​ ​areas​ ​for​ ​improvement,​ ​and​ ​suggestions​ ​to​ ​improve​ ​the​ ​graduates’​ ​skills​ ​to​ ​meet​ ​their needs.​ ​Survey​ ​results​ ​are​ ​analyzed​ ​by​ ​ORPE,​ ​provided​ ​to​ ​the​ ​academic​ ​areas,​ ​and​ ​then​ ​used​ ​in the​ ​program​ ​review​ ​document,​ ​guiding​ ​program​ ​improvements,​ ​as​ ​necessary. ​ ​(3.B.4) Program​ ​coordinators​ ​also​ ​gather​ ​feedback​ ​through​ ​informal​ ​conversations​ ​with​ ​graduates​ ​and employers.

1P2.5​ ​Designing,​ ​aligning​ ​and​ ​delivering​ ​co-curricular​ ​activities​ ​to​ ​support​ ​learning​​ ​(3.E.1, 4.B.2) Aligned with​ ​NMC’s​ ​mission,​ ​vision,​ ​and​ ​general​ ​education​ ​philosophy,​ ​students​ ​are​ ​offered​ ​a variety​ ​of​ ​experiences​ ​to​ ​support​ ​their​ ​academic​ ​learning​ ​through student​ ​groups​ ​and co-curricular​ ​activities​ ​related​ ​to​ ​their​ ​academic​ ​program​ ​and​ ​areas​ ​of​ ​interest.​ ​The​ ​College offers​ ​programming​ ​in​ ​support​ ​of​ ​the ​NMC​ ​Global​ ​Endorsement,​​ ​such​ ​as​ ​study​ ​abroad opportunities,​ ​as​ ​well​ ​as​ ​a​ ​variety​ ​of​ ​service-learning​ ​and​ ​experiential​ ​learning​ ​projects throughout​ ​the​ ​curriculum.​ ​For​ ​example,​ ​one​ ​cross-curricular​ ​service-learning​ ​project​ ​explores homelessness​ ​through​ ​the​ ​lens​ ​of​ ​sociology,​ ​social​ ​work,​ ​English,​ ​and​ ​business​ ​communications. The​ ​project​ ​culminates​ ​in​ ​community​ ​presentations​ ​that​ ​articulate​ ​the​ ​impact​ ​of​ ​homelessness. Students​ ​who​ ​participate​ ​in​ ​college-sanctioned​ ​service​ ​learning​ ​and​ ​global​ ​opportunities​ ​may receive​ ​documentation​ ​of​ ​these​ ​activities​ ​on​ ​their​ ​college​ ​transcripts.​​ ​(3.E.1,​ ​3.E.2,​ ​4.B.2)

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1P2.6​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​attainment​ ​of​ ​program learning​ ​outcomes​​ ​(4.B.2) Curricular​ ​Programs

Methods​ ​used​ ​to​ ​assess​ ​attainment​ ​of​ ​program​ ​learning​ ​outcomes​ ​are​ ​directly​ ​connected​ ​to​ ​the context​ ​of​ ​specific​ ​programs: Occupational​ ​areas​ ​assess​ ​outcomes​ ​by​ ​reviewing​ ​skill​ ​attainment/certification​ ​pass​ ​rates, advisory​ ​board​ ​evaluations,​ ​graduate/employer​ ​satisfaction​ ​surveys,​ ​and​ ​other​ ​program outcomes​ ​data. ​(4.B.2) o Programs​ ​with​ ​industry-specific​ ​certification​ ​exams​ ​report​ ​their​ ​student​ ​exam​ ​data during​ ​the​ ​review​ ​process​ ​(​Program​ ​Review​ ​Sample-ADN). o Programs​ ​without​ ​external​ ​validation​ ​use​ ​industry/faculty​ ​developed​ ​exams​ ​or rubrics. ▪ Program​ ​Review​ ​Sample-​ ​CIT ▪ Program​ ​Review​ ​Sample-​ ​VisCom ● Liberal​ ​studies​ ​programs​ ​use​ ​many​ ​of​ ​the​ ​same​ ​measures,​ ​but​ ​instead​ ​of​ ​advisory​ ​group feedback,​ ​employer​ ​surveys,​ ​and​ ​external​ ​certifications,​ ​they​ ​may​ ​use​ ​GEO​ ​assessments and​ ​student​ ​perception​ ​of​ ​preparation​ ​through​ ​graduate​ ​or​ ​transfer​ ​surveys​ ​to​ ​evaluate learning​ ​outcomes​ ​(​Humanities​​ ​and​ ​Science​ ​&​ ​Math-​samples).​ ​(4.B.2) ●

See​ ​Program​ ​Metrics​ ​Descriptions​.

Co-Curricular​ ​Programs​ ​and​ ​Activities

While​ ​most​ ​co-curricular​ ​programs​ ​have​ ​a​ ​stated​ ​purpose,​ ​some​ ​do​ ​not​ ​clearly​ ​articulate​ ​learning outcomes/assessments. ​ ​For​ ​those​ ​that​ ​do​ ​state​ ​learning​ ​outcomes,​ ​instructors​ ​or​ ​other​ ​program sponsors​ ​use​ ​assessment​ ​tools​ ​and​ ​methods​ ​suited​ ​to​ ​the​ ​context​ ​of​ ​the​ ​program.​ ​These​ ​may include​ ​pre/post​ ​assessments,​ ​journal​ ​or​ ​other​ ​reflections​ ​submissions.​ ​For​ ​example,​ ​the​ ​purpose of​ ​the ​NMC​ ​Global​ ​Endorsement​​ ​is​ ​to​ ​develop​ ​global​ ​awareness​ ​and​ ​understanding.​ ​Learning​ ​is demonstrated​ ​and​ ​assessed​ ​through​ ​a​ ​final ​capstone​ ​presentation​.​ ​(4.B.2) Developing​ ​a​ ​simple,​ ​consistent​ ​process​ ​for​ ​articulating​ ​and​ ​assessing​ ​learning​ ​outcomes​ ​for​ ​all co-curricular​ ​activities​ ​is​ ​an​ ​important​ ​opportunity​ ​for​ ​the​ ​College​ ​and​ ​supports​ ​systematic continuous​ ​improvement​ ​of​ ​these​ ​programs​ ​(1I2). 1P2.7​ ​Assessing​ ​program​ ​learning​ ​outcomes​​ ​(4.B.1,​ ​4.B.2,​ ​4.B.4)

While​ ​program​ ​coordinators​ ​and​ ​faculty​ ​are​ ​monitoring​ ​outcomes​ ​throughout​ ​the​ ​year,​ ​formal college-wide Annual​ ​Program​ ​Review​ ​occurs​ ​in​ ​late​ ​fall,​ ​in​ ​preparation​ ​for​ ​the​ ​upcoming​ ​budget planning​ ​cycle.​ ​Program​ ​Coordinators​ ​work​ ​with​ ​other​ ​program​ ​faculty​ ​to​ ​review​ ​outcomes​ ​and identify​ ​strengths,​ ​gaps,​ ​and​ ​potential​ ​causes​ ​of​ ​gaps.​ ​An​ ​action​ ​plan​ ​is​ ​then​ ​developed​ ​and documented​ ​(​Occupational​ ​Program​ ​Review​ ​template​ ​and​ ​Liberal​ ​Studies​ ​Program​ ​Review template​).​ ​Program​ ​review​ ​is​ ​part​ ​of​ ​an​ ​aligned​ ​process,​ ​goals​ ​from​ ​these​ ​action​ ​plans​ ​cascade​ ​to individual​ ​program​ ​faculty​ ​member’s​ ​goals​ ​as​ ​appropriate.​ ​Goal​ ​progress​ ​is​ ​assessed​ ​at​ ​the individual​ ​level​ ​as​ ​well​ ​as​ ​the​ ​program​ ​level.​ ​(4.B.1,​ ​4.B.2,​ ​4.B.4) In​ ​the​ ​next​ ​review​ ​cycle,​ ​program​ ​coordinators​ ​and​ ​faculty​ ​determine​ ​how​ ​their​ ​actions​ ​affected learning​ ​outcomes​ ​(see​ ​Annual​ ​Program​ ​Review​ ​Process​). ​ ​(4.B.4)

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1R2:​ ​RESULTS Overall​ ​levels​ ​of​ ​deployment​ ​of​ ​the​ ​program​ ​assessment​ ​processes​ ​within​ ​the​ ​institution

Program​ ​outcomes​ ​and​ ​curriculum​ ​maps​ ​are​ ​identified​ ​and​ ​available​ ​on​ ​the​ ​program​ ​website​ ​for 55%​ ​of​ ​the​ ​AAS​ ​programs;​ ​100%​ ​of​ ​ADN​ ​and​ ​BS​ ​programs​ ​have​ ​outcomes​ ​and​ ​maps​ ​available. Departments​ ​in​ ​the​ ​liberal​ ​arts​ ​programs​ ​(ASA)​ ​identified​ ​general​ ​education​ ​outcomes​ ​as program​ ​outcomes​ ​and​ ​all​ ​are​ ​available​ ​for​ ​review​ ​on​ ​program​ ​review​ ​documents. Summary​ ​results​ ​of​ ​assessments

For​ ​occupational​ ​programs, ​Table 1R2.1​​ ​illustrates​ ​2015-16​ ​student​ ​pass​ ​rates​ ​in​ ​occupational programs​ ​using​ ​faculty/advisory​ ​committee​ ​selected​ ​assessment​ ​tools; ​Table 1R2.2​​ ​shows 2015-16​ ​results​ ​for​ ​programs​ ​with​ ​licensure/certification​ ​exams.​ ​Program​ ​outcomes​ ​for​ ​liberal studies​ ​are​ ​posted​ ​on​ ​individual​ ​Annual​ ​Plans​ ​and​ ​are​ ​not​ ​aggregated.

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Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks

Occupational​ ​Programs For​ ​Occupational​ ​programs​ ​with​ ​external​ ​accrediting​ ​bodies,​ ​2015-16​ ​data​ ​show​ ​programs exceeded​ ​those​ ​benchmarks.​ ​(​Table 1R2.1​).

Perkins​ ​Core​ ​Performance​ ​Indicators​​ ​are​ ​collected​ ​for​ ​occupational​ ​programs.​ ​ORPE​ ​collects​ ​the information​ ​by​ ​program,​ ​aggregates​ ​the​ ​data​ ​at​ ​the​ ​institutional​ ​level,​ ​and​ ​then​ ​reports​ ​it​ ​to the State​ ​where​ ​data​ ​is​ ​compiled​ ​for​ ​comparison​ ​by​ ​institution.​ ​A​ ​comparison​ ​of​ ​core performance​ ​indicators​ ​for​ ​NMC​ ​to​ ​the​ ​state​ ​average​ ​and​ ​target​ ​indicates​ ​that​ ​overall,​ ​NMC meets​ ​or​ ​exceeds​ ​the​ ​target​ ​set​ ​by​ ​the​ ​state​ ​as​ ​well​ ​as​ ​the​ ​averages​ ​of​ ​Michigan community colleges​ ​for​ ​the​ ​past​ ​three​ ​years.​ ​There​ ​are​ ​two​ ​instances​ ​in​ ​which​ ​NMC​ ​was​ ​below​ ​the​ ​state average​ ​and​ ​targets​ ​for​ ​1P2​ ​(2013-14)​ ​and​ ​3P1​ ​(2014-15).​ ​After​ ​review​ ​of​ ​the​ ​3P1​ ​(2014-15) result,​ ​a​ ​reporting​ ​error​ ​was​ ​found​ ​and​ ​the​ ​correct​ ​percentage​ ​is​ ​65.30%, meeting the​ ​State​ ​Target but​ ​not​ ​the State​ ​average.​ ​Programs​ ​with​ ​outcomes​ ​below​ ​target​ ​develop​ ​plans​ ​for​ ​improvements during​ ​the​ ​annual​ ​planning​ ​process. The​ ​College​ ​also​ ​collects​ ​Advisory​ ​Board​ ​feedback​ ​on​ ​all​ ​occupational​ ​programs​ ​and​ ​has​ ​set​ ​an internal​ ​target​ ​for​ ​level​ ​of​ ​satisfaction​ ​with​ ​graduates’​ ​skill,​ ​attitude,​ ​and​ ​performance​ ​of​ ​4.0​ ​on​ ​a 5-point​ ​scale.​ ​Results​​ ​show​ ​programs​ ​have​ ​exceeded​ ​the​ ​target​ ​the​ ​last​ ​three​ ​years​ ​in​ ​all​ ​but​ ​one program​ ​area.​ ​(See​ ​next​ ​page.)

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Liberal​ ​Studies​ ​Programs For​ ​liberal​ ​studies​ ​programs​ ​using​ ​GEOs​ ​as​ ​their​ ​primary​ ​outcomes,​ ​NMC​ ​has​ ​created​ ​internal, custom​ ​rubrics​ ​for​ ​assessment​ ​(1P1)​ ​which​ ​more​ ​accurately​ ​address​ ​the​ ​way​ ​NMC​ ​measures GEOs.​ ​As​ ​such,​ ​comparisons​ ​to​ ​external​ ​benchmarks​ ​are​ ​limiting​ ​and​ ​not​ ​believed​ ​to​ ​reflect​ ​the proficiency​ ​of​ ​NMC​ ​students​ ​accurately​ ​and​ ​reliably. All​ ​Programs-Student​ ​Satisfaction​ ​with​ ​Preparation NMC​ ​has​ ​set​ ​an​ ​internal​ ​target​ ​for​ ​Graduate​ ​and​ ​Transfer​ ​Satisfaction​ ​at​ ​90%.​ ​The​ ​college​ ​has exceeded​ ​its​ ​target​ ​for Transfer​ ​Satisfaction​ ​the​ ​last​ ​two​ ​years​ ​with ​93%​ ​agreeing​​ ​"NMC prepared​ ​me​ ​well​ ​for​ ​continuing​ ​my​ ​education"​ ​but​ ​saw​ ​a​ ​drop (-14%)​ ​in​ ​Graduate​ ​Satisfaction (see​ ​Graduate​ ​Report​ ​Chart​ ​6​).​ ​Feedback​ ​through​ ​open-ended​ ​comments​ ​was​ ​varied​ ​and primarily​ ​quite​ ​positive.​ ​Cited​ ​areas​ ​of​ ​concern​ ​were​ ​program-specific,​ ​and​ ​feedback​ ​is addressed​ ​at​ ​the​ ​program​ ​level.

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Interpretation​ ​of​ ​assessment​ ​results​ ​and​ ​insights​ ​gained

Overall,​ ​results​ ​of​ ​assessment​ ​at​ ​the​ ​program​ ​level​ ​reflect​ ​various​ ​stages​ ​of​ ​maturity.​ ​Internal​ ​and external​ ​stakeholders​ ​are​ ​engaged​ ​in​ ​our​ ​program​ ​development​ ​and​ ​assessment​ ​processes.​ ​The majority​ ​of​ ​the​ ​occupational​ ​programs​ ​have​ ​publicly-stated​ ​program​ ​outcomes​ ​which​ ​are specific,​ ​measurable,​ ​achievable,​ ​relevant,​ ​and​ ​time-bound​ ​(SMART).​ ​Most​ ​of​ ​the​ ​curriculum maps​ ​are​ ​written​ ​at​ ​the​ ​basic​ ​level​ ​and​ ​align​ ​to​ ​programs​ ​outcomes.​ ​Some​ ​programs​ ​have identified​ ​levels​ ​of​ ​attainment​ ​(i.e.,​ ​introduced,​ ​reinforced,​ ​demonstrated)​ ​within​ ​their​ ​curriculum map​ ​(​CIT​ ​Developer​ ​Program,​ ​Marine​ ​Technology​). Program​ ​outcomes​ ​are​ ​reviewed​ ​annually,​ ​and​ ​when​ ​there​ ​is​ ​a​ ​gap,​ ​the​ ​college​ ​has​ ​a​ ​systematic, clear,​ ​and​ ​timely​ ​process​ ​for​ ​addressing​ ​it​ ​(1P2.7).

1I2​ ​IMPROVEMENTS (4.B.3)

Over​ ​the​ ​last​ ​year,​ ​the​ ​College​ ​has​ ​worked​ ​to​ ​ensure​ ​that​ ​all​ ​academic​ ​programs​ ​have​ ​program outcomes​ ​and​ ​curriculum​ ​map​ ​documents​ ​posted​ ​on​ ​their​ ​respective​ ​program/department websites. ​ ​Currently​ ​short​ ​of​ ​that​ ​100%​ ​target,​ ​Educational​ ​Services​ ​plans​ ​to​ ​close​ ​the​ ​gap​ ​this year. In​ ​the​ ​next​ ​one​ ​to​ ​three​ ​years: Require​ ​new​ ​programs​ ​to​ ​identify​ ​outcomes​ ​at​ ​the​ ​onset​ ​of​ ​the​ ​program development​ ​stage.​​ ​The ​Idea​ ​Summary​ ​template​​ ​has​ ​been​ ​recently​ ​revised​ ​to​ ​reflect​ ​this change. ● Develop​ ​a​ ​consistent​ ​process​ ​for​ ​articulating​ ​co-curricular​ ​program​ ​and​ ​activity alignment,​ ​learning​ ​outcomes,​ ​and​ ​assessments.​ ​As​ ​noted​ ​in​ ​1P2,​ ​while​ ​most co-curricular​ ​programs​ ​have​ ​a​ ​stated​ ​purpose,​ ​some​ ​do​ ​not​ ​clearly​ ​articulate​ ​the​ ​intended learning​ ​outcomes​ ​or​ ​have​ ​a​ ​regular​ ​process​ ​for​ ​assessing​ ​achievement​ ​of​ ​learning outcomes.​ ​Developing​ ​a​ ​simple,​ ​consistent​ ​process​ ​will​ ​support​ ​systematic​ ​continuous improvement​ ​of​ ​these​ ​programs. ● Include​ ​levels​ ​of​ ​attainment​ ​(introduced,​ ​demonstrated,​ ​mastered)​ ​to​ ​curriculum map​ ​templates​​ ​for​ ​a​ ​better​ ​understanding​ ​of​ ​curriculum​ ​design​ ​and​ ​student​ ​expectations. These​ ​levels​ ​can​ ​also​ ​aid​ ​faculty​ ​in​ ​determining​ ​course​ ​prerequisites. ●

Sources ● ● ● ●

4.2​ ​Decision​ ​Making​ ​Process Advisory​ ​Committee​ ​Program​ ​Evaluation​ ​form Advisory​ ​Survey​ ​Feedback Annual​ ​Program​ ​Review​ ​Process 30

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Course​ ​Outline​ ​form Curriculum​ ​Map-BSMT Curriculum​ ​Map-CIT DM​ ​Idea​ ​Summary​ ​Template Global​ ​Endorsement​ ​Capstone​ ​Guidelines Global​ ​Endorsement-requirements​ ​and​ ​examples Graduate​ ​Survey​ ​Report-2017 Graduate​ ​Survey​ ​Report-2017​ ​(page​ ​number​ ​7) International​ ​Services​ ​and​ ​Service​ ​Learning​ ​webpage NMC​ ​Nursing​ ​Program​ ​Policy​ ​Manual Occupational​ ​Program​ ​Outcomes​ ​Summary​ ​2015-16 Online​ ​v.​ ​Face​ ​to​ ​Face​ ​Success​ ​Data Perkins​ ​Core​ ​Indicator​ ​Comparison Program​ ​Review​ ​Example​ ​ADN-FY18 Program​ ​Review​ ​Example​ ​CIT-FY18 Program​ ​Review​ ​Example​ ​Humanities-FY18 Program​ ​Review​ ​Example​ ​SciMath-Area-FY18 Program​ ​Review​ ​example​ ​Visual-Comm-FY18 Program​ ​Review​ ​Metrics​ ​Descriptions Program​ ​Review​ ​Metrics-Summary​ ​of​ ​Data Program​ ​Review​ ​Metrics-Summary​ ​of​ ​Data​ ​(page​ ​number​ ​2) Program​ ​Review​ ​Template-Liberal​ ​Studies Program​ ​Review​ ​Template-Occupational Transfer​ ​Survey​ ​Report​ ​2015 Transfer​ ​Survey​ ​Report​ ​2015​ ​(page​ ​number​ ​6)

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1.3​ ​-​ ​Academic​ ​Program​ ​Design HLC​ ​Overview

Academic​ ​Program​ ​Design​ ​focuses​ ​on​ ​developing​ ​and​ ​revising​ ​programs​ ​to​ ​meet​ ​stakeholders' needs.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​1.C.​ ​and​ ​4.A.​ ​in​ ​this section. 1P3:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​ensuring​ ​new​ ​and​ ​current​ ​programs​ ​meet​ ​the​ ​needs​ ​of​ ​the​ ​institution and​ ​its​ ​diverse​ ​stakeholders.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for the​ ​following: ● ● ● ● ●

Identifying​ ​student​ ​stakeholder​ ​groups​ ​and​ ​determining​ ​their​ ​educational​ ​needs​ ​(1.C.1, 1.C.2) Identifying​ ​other​ ​key​ ​stakeholder​ ​groups​ ​and​ ​determining​ ​their​ ​needs​ ​(1.C.1,​ ​1.C.2) Developing​ ​and​ ​improving​ ​responsive​ ​programming​ ​to​ ​meet​ ​all​ ​stakeholders'​ ​needs (1.C.1,​ ​1.C.2) Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​the​ ​currency​ ​and effectiveness​ ​of​ ​academic​ ​programs Reviewing​ ​the​ ​viability​ ​of​ ​courses​ ​and​ ​programs​ ​and​ ​changing​ ​or​ ​discontinuing​ ​when necessary​ ​(4.A.1)

1R3:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​programs​ ​are​ ​current​ ​and​ ​meet​ ​the​ ​needs​ ​of​ ​the institution's​ ​diverse​ ​stakeholders?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in 1P3.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​assessments​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

1I3:​ ​IMPROVEMENT Based​ ​on​ ​1R3,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

1P3:​ ​PROCESSES

1P3.1​ ​Identifying​ ​student​ ​stakeholder​ ​groups​ ​and​ ​determining​ ​their​ ​educational​ ​needs (1.C.1,​ ​1.C.2) NMC​ ​is​ ​an​ ​open​ ​access,​ ​comprehensive​ ​community​ ​college.​ ​Service​ ​area​ ​demographics help provide​ ​an​ ​overall​ ​picture​ ​of​ ​the​ ​community​ ​we​ ​serve​ ​(​Service​ ​Area​ ​Characteristic​).

The​ ​College​ ​designs​ ​programs​ ​to​ ​meet​ ​the​ ​needs​ ​of​ ​our​ ​community​ ​as​ ​well​ ​as​ ​leverage​ ​regional resources.​ ​Three​ ​student​ ​stakeholder​ ​groups​ ​affect​ ​academic​ ​programming​ ​at​ ​NMC:​ ​prospective, current,​ ​and​ ​past.​ ​We​ ​build​ ​partnerships​ ​with​ ​secondary​ ​schools​ ​and​ ​career​ ​tech​ ​centers​ ​to facilitate​ ​student​ ​transition​ ​from​ ​high​ ​school​ ​to​ ​community​ ​college.​ ​NMC​ ​partners​ ​with​ ​colleges and​ ​universities​ ​at​ ​our​ ​NMC​ ​University​ ​Center,​ ​allowing​ ​students​ ​to​ ​continue​ ​their​ ​education without​ ​having​ ​to​ ​leave​ ​the​ ​area.​ ​Our​ ​alumni​ ​return​ ​in​ ​various​ ​capacities:​ ​adjunct​ ​faculty, advisory​ ​committee​ ​members,​ ​donors,​ ​volunteers.​ ​The​ ​relationships​ ​with​ ​our​ ​alumni​ ​also​ ​serve 33

as​ ​a​ ​conduit​ ​for​ ​programming​ ​based​ ​on​ ​their​ ​business/industry​ ​ties​ ​within​ ​the​ ​community.​ ​(1.C.1, 1.C.2) As​ ​the​ ​Grand​ ​Traverse​ ​region​ ​is​ ​home​ ​to​ ​a​ ​significant​ ​Native​ ​American​ ​population,​ ​the​ ​College offers​ ​a​ ​Native​ ​American​ ​history​ ​class​ ​and​ ​has​ ​been​ ​working​ ​with​ ​the​ ​Grand​ ​Traverse​ ​Band​ ​of Ottawa​ ​and​ ​Chippewa​ ​Indians​ ​to​ ​develop​ ​a​ ​year-long​ ​language​ ​course​ ​sequence​ ​in Anishinaabemowin.​ ​NMC​ ​also​ ​has​ ​a​ ​student​ ​success​ ​coach​ ​specifically​ ​to​ ​support​ ​our​ ​native student​ ​population.​ ​(1.C.1,​ ​1.C.2) NMC​ ​offers​ ​a​ ​variety​ ​of​ ​academic​ ​programs​ ​designed​ ​to​ ​meet​ ​the​ ​needs​ ​of​ ​our​ ​community.​ ​We have​ ​students​ ​who​ ​may​ ​be​ ​full​ ​or​ ​part-time;​ ​seeking​ ​a​ ​certificate,​ ​degree,​ ​or​ ​some​ ​type​ ​of​ ​skill enhancement;​ ​and​ ​we​ ​offer​ ​programming​ ​for​ ​the​ ​student​ ​wishing​ ​to​ ​transfer​ ​(​Summary​ ​of Academic​ ​Degrees​ ​and​ ​Certificates​).​ ​(1.C.1,​ ​1.C.2) NMC​ ​has​ ​been​ ​a​ ​pioneer​ ​in​ ​developing​ ​programming​ ​based​ ​on​ ​our​ ​geographic​ ​location​ ​and regional​ ​assets,​ ​local​ ​talent,​ ​and​ ​the​ ​needs​ ​of​ ​our​ ​community.​ ​Not​ ​only​ ​are​ ​we​ ​serving​ ​a​ ​local​ ​and regional​ ​population,​ ​we​ ​provide​ ​valuable​ ​experiences​ ​to​ ​our​ ​students​ ​and​ ​faculty​ ​on​ ​a​ ​global level.​ ​For​ ​example,​ ​our​ ​region​ ​is​ ​surrounded​ ​by​ ​the​ ​Great​ ​Lakes, the​ ​largest​ ​group​ ​of​ ​freshwater lakes​ ​on​ ​Earth,​ ​so​ ​it​ ​was​ ​a​ ​natural​ ​fit​ ​that​ ​NMC​ ​created​ ​the​ ​Great​ ​Lakes​ ​Water​ ​Studies​ ​Institute (GLWSI)​.​ ​Offering​ ​a​ ​variety​ ​of​ ​degrees​ ​and​ ​programming,​ ​the​ ​GLWSI​ ​is​ ​strategically​ ​positioned to​ ​engage​ ​individuals​ ​and​ ​organizations,​ ​both​ ​locally​ ​and​ ​globally,​ ​in​ ​advancing​ ​skills, knowledge​ ​and​ ​understanding​ ​of​ ​the​ ​world’s​ ​dynamic​ ​water​ ​resources.​ ​In​ ​addition​ ​to​ ​industry professional​ ​development​ ​offerings,​ ​the​ ​GLWSI​ ​now​ ​offers​ ​students​ ​a​ ​unique​ ​partnership​ ​with Western​ ​Michigan​ ​University​ ​for​ ​the​ ​delivery​ ​of​ ​a​ ​BS​ ​in​ ​Freshwater​ ​Science​ ​and​ ​Sustainability, the​ ​only​ ​degree​ ​of​ ​its​ ​kind​ ​in​ ​the​ ​US.​ ​The​ ​GLWSI​ ​also​ ​offers​ ​a​ ​Marine​ ​Technology BS​ ​that​ ​was developed​ ​to​ ​serve​ ​a​ ​global​ ​need​ ​for​ ​highly​ ​skilled​ ​people​ ​in​ ​the​ ​marine​ ​industry,​ ​the​ ​only​ ​degree of​ ​its​ ​kind​ ​in​ ​the​ ​world.​ ​Graduates​ ​of​ ​these​ ​programs​ ​are​ ​in​ ​high​ ​demand.​ ​(​1.C.2) One​ ​of​ ​the​ ​College’s​ ​strategic​ ​directions,​ ​to​ ​prepare​ ​learners​ ​for​ ​success​ ​in​ ​a​ ​global​ ​society,​ ​has been​ ​a​ ​driver​ ​in​ ​program​ ​planning​ ​and​ ​design.​ ​The​ ​College’s​ ​upper​ ​Midwest​ ​location​ ​and regional​ ​demographics​ ​calls​ ​for​ ​extra​ ​attention​ ​to​ ​implementing​ ​strategies​ ​to​ ​increase​ ​the diversity​ ​of​ ​global​ ​and​ ​cultural​ ​experiences​ ​of​ ​our​ ​learners.​ ​International​ ​students​ ​were​ ​2.4%​ ​of the​ ​Fall​ ​2016​ ​student​ ​population​ ​(n=3,985),​ ​2.6%​ ​for​ ​Fall​ ​2017,​ ​and​ ​the​ ​college​ ​set​ ​a​ ​target​ ​of increasing​ ​that​ ​number​ ​to​ ​5%​ ​by​ ​2020.​ ​NMC​ ​has​ ​partnered​ ​with​ ​local​ ​high​ ​schools​ ​to​ ​bring students​ ​from​ ​China​ ​to​ ​the​ ​College​ ​and​ ​community. ​ ​In​ ​addition,​ ​the​ ​College​ ​has​ ​developed​ ​a number​ ​of​ ​partnerships​ ​and​ ​programs​ ​bringing​ ​international​ ​students,​ ​faculty,​ ​and​ ​experiences​ ​to our​ ​campus​ ​as​ ​well​ ​as​ ​expand​ ​opportunities​ ​for​ ​our​ ​students​ ​and​ ​faculty​ ​abroad​ ​(​Summary​ ​of International/Global​ ​Programming​).​ ​(1.C.1,​ ​1.C.2) Students​ ​can​ ​earn​ ​a ​Global​ ​Endorsement​​ ​on​ ​their​ ​transcript​ ​through​ ​academic​ ​and​ ​experiential learning,​ ​activities​ ​and​ ​event​ ​participation,​ ​and​ ​preparing​ ​a​ ​final​ ​capstone​ ​presentation​. NMC’s ​International​ ​Services​ ​and​ ​Service​ ​Learning​ ​Office​​ ​works​ ​closely​ ​with​ ​faculty​ ​to​ ​provide training,​ ​support,​ ​and​ ​resources​ ​in​ ​building​ ​global​ ​components​ ​into​ ​courses​ ​and​ ​programs.​ ​The College​ ​is​ ​a​ ​member​ ​of​ ​the​ ​Midwest​ ​Institute​ ​for​ ​International/Intercultural​ ​Education​ ​(MIIIE) and​ ​Community​ ​Colleges​ ​for​ ​International​ ​Development​ ​(CCID),​ ​both​ ​organizations​ ​offer​ ​a wealth​ ​of​ ​international​ ​educational​ ​resources.​ ​(1.C.1,​ ​1.C.2)

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To​ ​further​ ​support​ ​its​ ​role​ ​in​ ​a​ ​multicultural​ ​society,​ ​NMC​ ​recognizes​ ​a​ ​need​ ​to​ ​increase​ ​the diversity​ ​of​ ​its​ ​faculty​ ​and​ ​staff.​ ​Currently,​ ​NMC’s​ ​minority​ ​employee/population​ ​ratio​ ​is​ ​0.52 placing​ ​the​ ​college​ ​in​ ​the​ ​29th​ ​percentile​ ​among​ ​peers​ ​according​ ​to​ ​the​ ​2016​ ​NCCBP​ ​Report,​ ​an area​ ​for​ ​improvement​ ​in​ ​3I1.​ ​(1.C.1,​ ​1.C.2) The​ ​2016​ ​NCCBP​ ​report​ ​also​ ​places​ ​NMC​ ​in​ ​the​ ​8th​ ​percentile​​ ​for​ ​the​ ​number​ ​of​ ​minority​ ​credit students. ​ ​This​ ​requires​ ​extra​ ​attention​ ​to​ ​programming​ ​and​ ​services​ ​to​ ​ensure​ ​these​ ​students​ ​feel welcome,​ ​included,​ ​and​ ​safe.​ ​While​ ​some​ ​of​ ​these​ ​issues​ ​can​ ​be​ ​addressed​ ​through​ ​student services​ ​described​ ​in​ ​2.1​ ​and​ ​2.4​ ​and​ ​faculty/staff​ ​training​ ​(3I1),​ ​culturally​ ​sensitive​ ​and informed​ ​programming​ ​are​ ​also​ ​essential. Courses​ ​within​ ​Communications,​ ​Humanities,​ ​and​ ​Social​ ​Science​ ​that​ ​meet​ ​NMC’s​ ​cultural perspectives​ ​and​ ​diversity​ ​requirement​ ​have​ ​students​ ​evaluating​ ​connections​ ​between worldviews,​ ​power​ ​structures,​ ​and​ ​experiences​ ​of​ ​multiple​ ​cultures​ ​historically​ ​or​ ​in contemporary​ ​contexts​ ​support​ ​helping​ ​students​ ​to​ ​engage​ ​as​ ​educated​ ​and​ ​informed​ ​citizens in​ ​a diverse​ ​society. ​ ​In​ ​addition,​ ​NMC​ ​has​ ​adopted​ ​L.​ ​Dee​ ​Fink’s​ ​framework​ ​of​ ​Significant​ ​Learning Outcomes​ ​for​ ​the​ ​design​ ​all​ ​courses​ ​(1P1). ​ ​As​ ​faculty​ ​develop​ ​outcomes​ ​for​ ​the​ ​Human Dimension​ ​they​ ​consider​ ​what​ ​students​ ​will​ ​learn​ ​about​ ​themselves​ ​and​ ​others and​ ​the​ ​personal and​ ​social​ ​implications​ ​of​ ​that​ ​learning. ​ ​Human​ ​Dimension​ ​outcomes​ ​address​ ​social,​ ​cultural, and​ ​interpersonal​ ​awareness​ ​within​ ​the​ ​context​ ​of​ ​specific​ ​courses​ ​or​ ​program​ ​content.​ ​(1.C.1, 1.C.2) 1P3.2​ ​Identifying​ ​other​ ​key​ ​stakeholder​ ​groups​ ​and​ ​determining​ ​their​ ​needs​​ ​(1.C.1,​ ​1.C.2) NMC​ ​works​ ​closely​ ​with​ ​other​ ​key​ ​stakeholder​ ​groups​ ​as​ ​it​ ​designs​ ​programs​ ​to​ ​meet community​ ​needs.​ ​External​ ​groups​ ​include: ● ● ● ●

Employers​ ​(local,​ ​regional,​ ​and​ ​global) Educational​ ​partners​ ​(K-12,​ ​other​ ​community​ ​colleges,​ ​universities) Workforce​ ​and​ ​economic​ ​development​ ​organizations Accreditation​ ​bodies​ ​(institutional and​ ​program-specific)

The​ ​College​ ​identifies​ ​needs​ ​through​ ​formal​ ​surveys​ ​and​ ​community​ ​listening​ ​sessions​ ​as​ ​well​ ​as informal​ ​feedback​ ​from​ ​advisory​ ​committees,​ ​employers,​ ​educational​ ​partners,​ ​and​ ​other stakeholders​ ​(2.3).​ ​(1.C.1,​ ​1.C.2) 1P3.3​ ​Developing​ ​and​ ​improving​ ​responsive​ ​programming​ ​to​ ​meet​ ​all​ ​stakeholders’​ ​needs (1.C.1,​ ​1.C.2​) In​ ​response​ ​to​ ​local,​ ​regional,​ ​and​ ​national​ ​trends,​ ​NMC’s​ ​faculty​ ​develop​ ​new​ ​program​ ​ideas​ ​in collaboration​ ​with​ ​employers,​ ​educational​ ​partners,​ ​workforce​ ​and​ ​economic​ ​development organizations,​ ​and​ ​accreditation​ ​bodies. The​ ​process​ ​for​ ​initiating​ ​and​ ​considering​ ​new​ ​program​ ​proposals​ ​is​ ​documented​ ​in ​Staff​ ​Policy D-502.2​​ ​and​ ​outlined​ ​on​ ​the​ ​process​ ​map, ​Decision-Making​ ​Process​ ​for​ ​New​ ​Programs​ ​& Services.​​ ​In​ ​Stage​ ​1,​ ​the​ ​program​ ​point​ ​of​ ​contact​ ​completes​ ​an ​Idea​ ​Summary​​ ​outlining​ ​the 35

opportunity,​ ​the​ ​fit​ ​with​ ​NMC’s​ ​mission​ ​and​ ​strategic​ ​directions,​ ​and​ ​preliminary​ ​market information.​ ​Curriculum​ ​Committee​ ​first​ ​reviews​ ​the​ ​proposal​ ​and​ ​its​ ​fit​ ​with​ ​the​ ​educational offerings​ ​and​ ​degree​ ​levels​ ​of​ ​the​ ​college,​ ​and​ ​then​ ​President’s​ ​Council​ ​determines​ ​whether​ ​the proposal​ ​goes​ ​to​ ​the​ ​next​ ​stage​ ​for​ ​more​ ​comprehensive​ ​Market​ ​Research​​ ​to​ ​inform​ ​the​ ​viability of​ ​new​ ​program​ ​design.​ ​(1.C.2) Because​ ​of​ ​the​ ​relatively​ ​low​ ​population​ ​density​ ​of​ ​NMC’s​ ​service​ ​area,​ ​developing​ ​responsive programming​ ​often​ ​requires​ ​working​ ​collaboratively/creatively​ ​with​ ​employer,​ ​economic development,​ ​or​ ​educational​ ​partners​ ​to​ ​share​ ​resources/expertise/costs.​ ​Enrollment​ ​and​ ​job opening​ ​projections​ ​cannot​ ​support​ ​NMC's​ ​investing​ ​alone​ ​in​ ​high-cost​ ​programming​ ​such​ ​as allied​ ​health​ ​specialties​ ​or​ ​technology​ ​programs,​ ​and​ ​yet​ ​those​ ​skill​ ​sets​ ​are​ ​essential​ ​for​ ​the region’s​ ​talent​ ​pool​ ​(2.5). 1P3.4​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​the​ ​currency​ ​and effectiveness​ ​of​ ​academic​ ​programs

Once​ ​a​ ​program​ ​is​ ​developed,​ ​NMC’s annual​ ​program​ ​review​ ​process​ ​ensures​ ​programs​ ​and courses​ ​are​ ​up​ ​to​ ​date​ ​and​ ​effective.​ ​The​ ​Academic​ ​Program​ ​Review​ ​Action​ ​Project​ ​team (2008-10)​ ​worked​ ​to​ ​create​ ​a​ ​process​ ​that​ ​was​ ​useful,​ ​met​ ​all​ ​reporting​ ​requirements,​ ​and was not​ ​duplicative​ ​with​ ​other​ ​college​ ​processes.​ ​The​ ​review​ ​includes​ ​an​ ​annual​ ​evaluation​ ​of quantitative​ ​metrics​ ​and​ ​qualitative​ ​reflection​ ​on​ ​the​ ​prior​ ​year’s​ ​activities.​ ​From​ ​this,​ ​goals​ ​for the​ ​program​ ​are​ ​set​ ​and​ ​action​ ​plans​ ​identified​ ​for​ ​the​ ​coming​ ​year. Program​ ​review​ ​documents and​ ​organizational​ ​metrics​ ​are​ ​available​ ​on​ ​the​ ​ORPE​ ​Intranet​ ​site​.​ ​The​ ​College's​ ​planning process​ ​(4P2)​ ​ensures​ ​that​ ​program​ ​and​ ​department​ ​goals​ ​align​ ​with​ ​strategic​ ​goals,​ ​and​ ​that service​ ​area​ ​goals​ ​appropriately​ ​support​ ​program​ ​goals. See ​Annual​ ​Program​ ​Review​ ​Process​. (4.A.1) The​ ​metrics​ ​tracked​ ​in​ ​program​ ​review​ ​are​ ​categorized​ ​in​ ​four​ ​levels​ ​of​ ​evaluation​:​ ​Learner Perception​ ​and​ ​Behavior,​ ​Learning,​ ​Skill​ ​Transfer,​ ​and​ ​External​ ​Assessment.​ ​For​ ​a​ ​summary​ ​of program​ ​review​ ​metrics​ ​(​Program​ ​Review​ ​Metrics​).​ ​(4.A.1) Advisory​ ​Group​ ​Feedback​ ​is​ ​critical​ ​in​ ​ensuring​ ​our​ ​programs​ ​are​ ​up-to-date​ ​and​ ​effective. Program​ ​areas​ ​meet​ ​with​ ​advisory​ ​groups​ ​at​ ​least​ ​once​ ​per​ ​year to​ ​discuss​ ​the​ ​relevance​ ​of​ ​the program​ ​curriculum,​ ​resources,​ ​and​ ​student​ ​success.​ ​Advisory​ ​Group​ ​feedback​ ​is​ ​captured informally​ ​through​ ​meeting​ ​minutes,​ ​and​ ​ORPE​ ​conducts​ ​surveys​ ​annually.​ ​Survey​ ​data​ ​is published​ ​in​ ​the​ ​quantitative​ ​metrics​ ​in​ ​Level​ ​Four:​ ​External​ ​Assessment​ ​of​ ​learning effectiveness.​ ​Advisory​ ​group​ ​meeting​ ​minutes​ ​are​ ​posted​ ​on​ ​the​ ​Intranet.​ ​(4.A.1)

Finally,​ ​program​ ​areas​ ​use​ ​specific​ ​accreditation​ ​requirements​ ​and​ ​evaluations​ ​to​ ​inform​ ​program relevance​ ​and​ ​effectiveness.​ ​NMC​ ​maintains​ ​several ​programmatic​ ​accreditations​​ ​that​ ​are​ ​listed online​ ​and​ ​in​ ​the​ ​NMC​ ​catalog.​ ​(4.A.1) 1P3.5​ ​Reviewing​ ​the​ ​viability​ ​of​ ​courses​ ​and​ ​programs​ ​and​ ​changing​ ​or​ ​discontinuing​ ​when necessary​​ ​(4.A.1) While​ ​academic​ ​chairs,​ ​program​ ​coordinators,​ ​and​ ​faculty​ ​are​ ​monitoring​ ​outcomes​ ​throughout the​ ​year,​ ​formal​ ​college-wide​ ​annual​ ​program​ ​review​ ​occurs​ ​in​ ​late​ ​fall,​ ​in​ ​preparation​ ​for​ ​the upcoming​ ​budget​ ​planning​ ​cycle.​ ​ORPE​ ​collects​ ​and​ ​publishes​ ​program​ ​metrics​ ​for​ ​faculty​ ​to use​ ​in​ ​developing/revising​ ​their​ ​A3​ ​(​Program​ ​Review​ ​document​).​ ​The​ ​data​ ​are​ ​analyzed​ ​by​ ​the unit,​ ​and​ ​goals​ ​for​ ​the​ ​upcoming​ ​year​ ​are​ ​developed​ ​based​ ​on​ ​that​ ​analysis. ​(4.A.1)

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Faculty​ ​and​ ​instructional​ ​leadership​ ​initiate​ ​curricular​ ​course​ ​changes​ ​based​ ​on​ ​advisory committee​ ​input,​ ​assessment​ ​results,​ ​accreditation​ ​agency​ ​recommendations,​ ​and​ ​through cross-discipline​ ​communication​ ​on​ ​the​ ​Curriculum​ ​Committee​ ​(CC).​ ​Changes​ ​that​ ​substantially impact​ ​course​ ​content​ ​are​ ​presented​ ​to​ ​the​ ​CC for​ ​approval. The​ ​College​ ​uses​ ​a​ ​variety​ ​of​ ​tools​ ​to​ ​assess​ ​the​ ​viability​ ​of​ ​courses​ ​and​ ​programs:

The ​Digital​ ​Dashboard​​ ​is​ ​used​ ​to​ ​monitor​ ​enrollment​ ​trends,​ ​manage​ ​course​ ​sections,​ ​and assist​ ​in​ ​making​ ​decisions​ ​about​ ​course​ ​and​ ​program​ ​offerings. ● Annually​ ​reviewing​ ​the ​Cost​ ​to​ ​Educate​ ​model​​ ​informs​ ​program​ ​coordinators​ ​of​ ​the productivity​ ​of​ ​their​ ​programs.​ ​The​ ​model​ ​provides​ ​revenue​ ​and​ ​expense​ ​data​ ​for​ ​all NMC’s​ ​academic​ ​programs,​ ​and ​graphics​​ ​rank​ ​the​ ​programs​ ​by​ ​net​ ​contribution​ ​on​ ​an annual​ ​basis. Data​ ​guides​ ​changes​ ​to​ ​funding​ ​strategies​ ​for​ ​certain​ ​programs​ ​or discontinuing​ ​programs​ ​and​ ​courses​ ​when​ ​necessary. ● Labor​ ​market​ ​data​ ​provided​ ​by​ ​Economic​ ​Modeling​ ​Specialists,​ ​Inc.​ ​is​ ​used​ ​to​ ​inform program​ ​planning​ ​or​ ​revision. ● Advisory​ ​board​ ​and​ ​other​ ​stakeholder​ ​feedback​ ​is​ ​also​ ​important​ ​in​ ​determining​ ​whether to​ ​change​ ​or​ ​discontinue​ ​programs. ●

Input​ ​from​ ​these​ ​sources​ ​is​ ​reviewed regularly,​ ​and​ ​changes​ ​can​ ​be​ ​implemented​ ​at​ ​any​ ​time. Data​ ​are​ ​also​ ​assessed​ ​systematically​ ​through​ ​the​ ​annual​ ​program​ ​review​ ​process.

1R3:​ ​RESULTS 1R3.1​ ​Summary​ ​results​ ​of​ ​assessments

Program​ ​Review Metrics​ ​for​ ​all​ ​NMC​ ​programs​ are​ ​posted​ ​on​ ​the​ ​ORPE​ ​intranet​ ​page. ​ ​All​ ​individual​ ​annual program​ ​review​ ​documents​ ​are​ ​also​ ​posted​ ​on​ ​the​ ​site​ ​(see​ ​Operational​ ​Plans​),​ ​and​ ​examples​ ​are highlighted​ ​in​ ​1R2. ​Table​ ​1R3​​ ​(next​ ​page)​ ​summarizes​ ​some​ ​recent​ ​changes​ ​to​ ​ensure​ ​programs meet​ ​student​ ​and​ ​other​ ​stakeholder​ ​needs.

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Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey In​ ​addition​ ​to​ ​the​ ​many​ ​student​ ​and​ ​other​ ​stakeholder​ ​inputs​ ​to​ ​the​ ​annual​ ​program​ ​review process,​ ​the ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey​​ ​is​ ​another​ ​important​ ​tool​ ​in​ ​assessing how​ ​well​ ​the​ ​college​ ​is​ ​meeting​ ​community​ ​learning​ ​needs.​ ​Survey​ ​results​ ​are​ ​detailed​ ​in​ ​2R3. 1R3.2​ ​Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks

The​ ​program​ ​review​ ​document​ ​compares​ ​actual​ ​data​ ​with​ ​internal​ ​targets​ ​and​ ​external benchmarks,​ ​as​ ​appropriate.​ ​As​ ​described​ ​in​ ​1R2,​ ​occupational​ ​programs​ ​with​ ​external accrediting​ ​bodies​ ​(e.g.​ ​aviation,​ ​nursing,​ ​dental​ ​assisting)​ ​have​ ​outcome​ ​benchmarks​ ​set​ ​by​ ​the specific​ ​program​ ​accrediting​ ​agency.​ ​In​ ​addition,​ ​NMC​ ​collects​ ​data​ ​on​ ​the​ ​Carl​ ​D.​ ​Perkins (federal)​ ​core​ ​performance​ ​indicators​ ​for​ ​all​ ​occupational​ ​programs.​ ​The​ ​college​ ​has​ ​set​ ​internal targets​ ​for​ ​liberal​ ​studies​ ​programs​ ​using​ ​general​ ​education​ ​outcomes​ ​(GEO’s)​ ​as​ ​their​ ​primary outcomes.​ ​As​ ​described​ ​in​ ​1P1,​ ​NMC​ ​has​ ​created​ ​internal,​ ​custom​ ​rubrics​ ​for​ ​assessing​ ​GEO's, 38

so​ ​comparisons​ ​to​ ​external​ ​benchmarks​ ​are​ ​limiting​ ​and​ ​not​ ​believed​ ​to​ ​best​ ​reflect​ ​the proficiency​ ​of​ ​NMC​ ​students​ ​accurately​ ​and​ ​reliably.

An​ ​organizational​ ​view​ ​of​ ​program​ ​data​ ​benchmarks​ ​and​ ​targets​ ​is​ ​found​ ​in​ ​the ​Program​ ​Metrics Summary​.​ ​ ​Generally,​ ​programs meet​ ​or​ ​exceed targets.​ ​Exceptions​ ​include​ ​Learner​ ​Assessment of​ ​Quality​ ​of​ ​Course,​ ​Learner​ ​Assessment​ ​of​ ​Quality​ ​of​ ​Instruction,​ ​and​ ​Graduate​ ​Satisfaction with​ ​NMC​ ​Preparation.​ ​As​ ​these​ ​data​ ​are​ ​analyzed​ ​at​ ​the​ ​program​ ​or​ ​course​ ​level,​ ​areas​ ​whose ratings​ ​are​ ​below​ ​target​ ​develop​ ​goals​ ​and​ ​plans​ ​for​ ​the​ ​upcoming​ ​year​ ​to​ ​improve​ ​results​ ​the following​ ​year. 1R3.3​ ​Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

Over​ ​the​ ​past​ ​three​ ​years,​ ​NMC​ ​developed​ ​new​ ​program​ ​offerings​ ​and​ ​made​ ​updates​ ​to​ ​existing courses,​ ​certificates,​ ​and​ ​programs,​ ​in​ ​response​ ​to​ ​stakeholder​ ​needs. ​Table​ ​1R3​​ ​provides examples​ ​of​ ​faculty​ ​and​ ​staff​ ​responsiveness​ ​to​ ​advisory​ ​committee​ ​suggestions,​ ​educational partners’​ ​collaboration,​ ​and​ ​workforce​ ​needs​ ​and​ ​requests.​ ​As​ ​we​ ​seek​ ​out​ ​and​ ​respond​ ​to requests​ ​for​ ​new​ ​and​ ​innovative​ ​programming,​ ​we​ ​continue​ ​to​ ​develop​ ​creative​ ​partnerships​ ​with our​ ​stakeholders.​ ​These​ ​relationships​ ​help​ ​the​ ​College​ ​meet​ ​the​ ​challenge​ ​of​ ​delivering​ ​small programs​ ​requiring​ ​specialized​ ​expertise,​ ​equipment,​ ​facilities,​ ​and​ ​accreditation​ ​costs​ ​(2.5).

1I3:​ ​IMPROVEMENTS

In​ ​addition​ ​to​ ​changes​ ​highlighted​ ​in​ ​Table​ ​1R3,​ ​the College​ ​has​ ​made​ ​progress​ ​in cultural/international​ ​programming​ ​including​ ​the​ ​launch​ ​of​ ​a​ ​Collaborative​ ​Online​ ​International Learning​ ​(COIL)​ ​course​ ​in​ ​Fall​ ​2016. ​Feedback​​ ​was​ ​very​ ​positive. ​ ​The​ ​addition​ ​of​ ​the planned ​Innovation​ ​Center​​ ​(2.1)​ ​will​ ​provide​ ​the​ ​necessary​ ​space​ ​to​ ​expand​ ​this​ ​type​ ​of​ ​course offering. Improvements​ ​over​ ​the​ ​next​ ​one​ ​to​ ​three​ ​years: Review​ ​the​ ​program​ ​review​ ​process​.​ ​Adjust​ ​as​ ​needed.​ ​Confirm​ ​we​ ​are​ ​collecting​ ​the right​ ​information​ ​that​ ​allows​ ​program​ ​coordinators​ ​to​ ​make​ ​decisions​ ​and​ ​modifications, and​ ​that​ ​we​ ​are​ ​analyzing​ ​the​ ​data​ ​we​ ​collect. ● Review​ ​metrics.​ ​ ​Ensure​ ​benchmarking​ ​collection​ ​with​ ​meaningful​ ​data,​ ​especially​ ​when external​ ​certification/licensure​ ​exams​ ​do​ ​not​ ​exist. ● With​ ​available​ ​resources​ ​an​ ​ongoing​ ​challenge,​ ​we​ ​will​ ​continue​ ​to​ ​seek​ ​out​ ​partnerships that​ ​meet​ ​stakeholder​ ​needs. ●

Sources ● ●

2.1​ ​Innovation​ ​Center​ ​Overview 4.2​ ​Decision​ ​Making​ ​Process

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4.2​ ​DM​ ​Market​ ​Summary​ ​Template Annual​ ​Program​ ​Review​ ​Data Annual​ ​Program​ ​Review​ ​Process Community-Survey-2014-Final-Report Cost​ ​to​ ​Educate-graphic Course​ ​Eval​ ​form-online Digital​ ​Dashboard​ ​home Digital​ ​Dashboard-Cost​ ​to​ ​Educate​ ​data DM​ ​Idea​ ​Summary​ ​Template Fall​ ​2016​ ​COIL​ ​Course​ ​Highlights-NMC Four​ ​levels​ ​of​ ​Evaluation Global​ ​Endorsement​ ​Capstone​ ​Guidelines Global​ ​Endorsement-requirements​ ​and​ ​examples GLWSI​ ​Homepage International​ ​Services​ ​and​ ​Service​ ​Learning​ ​webpage Intranet​ ​page-ORPE​ ​home List​ ​of​ ​Degrees​ ​and​ ​Certificates List​ ​of​ ​Global​ ​Courses List​ ​of​ ​Program​ ​Accreditations NMC​ ​Service​ ​Area​ ​Characteristics Operational​ ​A3s-Program​ ​Reviews​ ​Intranet​ ​Page Program​ ​Review​ ​Metrics-Summary​ ​of​ ​Data Program​ ​Review​ ​Template-Occupational Service​ ​Learning​ ​Overview​ ​webpage Staff​ ​Policy​ ​D-502.02​ ​Decision​ ​Making Summary​ ​of​ ​Academic​ ​Degrees​ ​and​ ​Certificates Summary​ ​of​ ​International-Global​ ​Programming Table​ ​1R3​ ​Program​ ​Changes

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1.4​ ​-​ ​Academic​ ​Program​ ​Quality HLC​ ​Overview

Academic​ ​Program​ ​Quality​ ​focuses​ ​on​ ​ensuring​ ​quality​ ​across​ ​all​ ​programs,​ ​modalities​ ​and locations.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​3.A.​ ​and​ ​4.A.​ ​in​ ​this section. 1P4:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​ensuring​ ​quality​ ​academic​ ​programming.​ ​This​ ​includes,​ ​but​ ​is​ ​not limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ● ● ● ●

Determining​ ​and​ ​communicating​ ​the​ ​preparation​ ​required​ ​of​ ​students​ ​for​ ​the​ ​specific curricula,​ ​programs,​ ​courses​ ​and​ ​learning​ ​they​ ​will​ ​pursue​ ​(4.A.4) Evaluating​ ​and​ ​ensuring​ ​program​ ​rigor​ ​for​ ​all​ ​modalities,​ ​locations,​ ​consortia​ ​and dual-credit​ ​programs​ ​(3.A.1,​ ​3.A.3,​ ​4.A.4) Awarding​ ​prior​ ​learning​ ​and​ ​transfer​ ​credits​ ​(4.A.2,​ ​4.A.3) Selecting,​ ​implementing​ ​and​ ​maintaining​ ​specialized​ ​accreditation(s)​ ​(4.A.5) Assessing​ ​the​ ​level​ ​of​ ​outcomes​ ​attainment​ ​by​ ​graduates​ ​at​ ​all​ ​levels​ ​(3.A.2,​ ​4.A.6) Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​program​ ​rigor​ ​across​ ​all modalities

1R4:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​the​ ​quality​ ​of​ ​academic​ ​programs?​ ​The​ ​results​ ​presented should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​1P4.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared. These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​assessments​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

1I4:​ ​IMPROVEMENT Based​ ​on​ ​1R4,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

1P4:​ ​PROCESSES 1P4.1​ ​Determining​ ​and​ ​communicating​ ​the​ ​preparation​ ​required​ ​of​ ​students​ ​for​ ​the specific​ ​curricula,​ ​programs,​ ​courses​ ​and​ ​learning​ ​they​ ​will​ ​pursue​​ ​(4.A.4)

While​ ​the​ ​College​ ​has​ ​established​ ​general​ ​guidelines​ ​regarding​ ​levels​ ​of​ ​preparation​ ​for​ ​degrees and​ ​certificates,​ ​faculty​ ​members​ ​work​ ​with​ ​business/industry/educational​ ​member​ ​advisory committees​ ​and​ ​program​ ​accrediting​ ​agencies​ ​to​ ​determine​ ​the​ ​level​ ​of​ ​preparation​ ​students​ ​are required​ ​to​ ​have​ ​for​ ​specific​ ​programs​ ​and​ ​courses.​ ​(4.A.4)

Required​ ​levels​ ​of​ ​preparation​ ​for​ ​programs​ ​and​ ​courses​ ​are​ ​documented​ ​in​ ​the​ ​official​ ​College catalog.​ ​Program​ ​requirements​ ​and​ ​model​ ​schedules​ ​are​ ​available​ ​on​ ​specific​ ​program​ ​websites. Prerequisite​ ​information​ ​is​ ​programmed​ ​into​ ​the​ ​student​ ​data​ ​management​ ​system​ ​(Banner)​ ​and available​ ​to​ ​students​ ​when​ ​registering.​ ​My​ ​Academic​ ​Plan​ ​(MAP) provides​ ​students​ ​the​ ​required courses​ ​needed​ ​for​ ​their​ ​program​ ​of​ ​study​ ​in​ ​a​ ​self-service​ ​format.​ ​(4.A.4) For​ ​all​ ​students,​ ​Student​ ​Services​ ​staff​ ​and​ ​academic​ ​advisors​ ​provide​ ​personalized​ ​attention through​ ​the​ ​admissions,​ ​orientation​ ​and​ ​registration​ ​processes.​ ​Professional​ ​and​ ​faculty​ ​advisors knowledgeable​ ​about​ ​program​ ​requirements​ ​serve​ ​as​ ​advisors,​ ​meeting​ ​face-to-face​ ​with​ ​new students​ ​at​ ​orientation​ ​through​ ​the​ ​registration​ ​process​ ​(2P1). As​ ​English​ ​and​ ​math​ ​competency​ ​are​ ​required​ ​for​ ​all​ ​programs,​ ​the​ ​College​ ​uses​ ​a​ ​variety​ ​of methods​ ​to​ ​determine​ ​preparation​ ​and​ ​placement:

English NMC​ ​took​ ​the​ ​retirement​ ​of​ ​the​ ​COMPASS​ ​test​ ​as​ ​an​ ​opportunity​ ​to​ ​reexamine​ ​placement practices​ ​in​ ​English.​ ​The​ ​Communications​ ​department,​ ​together​ ​with​ ​ORPE,​ ​Student​ ​Success, Advising,​ ​and​ ​Enrollment​ ​Services,​ ​completed​ ​a​ ​comprehensive​ ​study​ ​of​ ​best​ ​practices​ ​in English​ ​placement​ ​and​ ​a​ ​review​ ​of​ ​NMC's​ ​own​ ​placement​ ​data.​ ​The​ ​result​ ​was​ ​a​ ​new​ ​process​ ​for English​ ​placement,​ ​beginning​ ​Spring​ ​2017,​ ​using​ ​any​ ​one​ ​of​ ​several​ ​placement​ ​factors​ ​(​English Placement​ ​Flowchart​). ​ ​If​ ​students​ ​do​ ​not​ ​have​ ​any​ ​of​ ​these​ ​scores,​ ​or​ ​if​ ​their​ ​scores​ ​are​ ​too​ ​old, they​ ​can​ ​complete​ ​a​ ​self-survey​ ​and​ ​writing​ ​sample​ ​that​ ​are​ ​evaluated​ ​by​ ​English​ ​faculty.​ ​(4.A.4) Math Math​ ​placement​ ​is​ ​determined​ ​by: ● ● ●

ACT​ ​scores​ ​of​ ​21+​ ​in​ ​math​ ​(scores​ ​must​ ​be​ ​less​ ​than​ ​five​ ​years​ ​old) SAT​ ​scores​ ​of​ ​530+​ ​in​ ​math​ ​(2016​ ​SAT​ ​or​ ​later) Transfer​ ​credits​ ​in​ ​math​ ​from​ ​another​ ​school,​ ​or​ ​a​ ​CLEP​ ​or​ ​AP​ ​exam

The​ ​Accuplacer​ ​placement​ ​exam​ ​can​ ​be​ ​used​ ​to​ ​determine​ ​competency​ ​if​ ​ACT/SAT​ ​scores​ ​are unavailable. The​ ​Mathematics​ ​Department​ ​examined​ ​Accuplacer​ ​and​ ​Aleks​ ​when​ ​COMPASS​ ​was discontinued.​ ​Faculty​ ​also​ ​explored​ ​using​ ​high​ ​school​ ​GPA​ ​but​ ​felt​ ​it​ ​was​ ​not​ ​a​ ​reliable​ ​tool because​ ​of​ ​the​ ​variety​ ​of​ ​math​ ​courses​ ​students​ ​take.​ ​The​ ​department​ ​decided​ ​to​ ​continue​ ​with 42

Accuplacer​ ​to​ ​align​ ​with​ ​peer​ ​Michigan community​ ​colleges,​ ​determining​ ​cut​ ​scores​ ​through peer​ ​comparisons.​ ​The​ ​department​ ​will​ ​be​ ​reviewing​ ​the​ ​new​ ​version​ ​of​ ​Accuplacer​ ​due​ ​later​ ​this year​ ​and​ ​making​ ​adjustments​ ​using​ ​data​ ​from​ ​math​ ​courses​ ​this​ ​past​ ​summer​ ​and​ ​fall.​ ​(4.A.4) 1P4.2​ ​Evaluating​ ​and​ ​ensuring​ ​program​ ​rigor​ ​for​ ​all​ ​modalities,​ ​locations,​ ​consortia​ ​and dual-credit​ ​programs​​ ​(3.A.1,​ ​3.A.3,​ ​4.A.4)

Regardless​ ​of​ ​delivery​ ​method,​ ​location,​ ​or​ ​level,​ ​course​ ​outcomes​ ​are​ ​applied​ ​consistently. The ​Course​ ​Outline​​ ​is​ ​approved​ ​by​ ​the​ ​Curriculum​ ​Committee​ ​(CC),​ ​reviewed​ ​annually​ ​by​ ​lead faculty,​ ​and​ ​used​ ​by​ ​all​ ​faculty​ ​in​ ​developing​ ​their​ ​section​ ​of​ ​the​ ​offering.​ ​(3.A.3,​ ​4.A.4)

Faculty​ ​credentials​ ​are​ ​carefully​ ​reviewed​ ​and​ ​must​ ​be​ ​consistent​ ​with​ ​NMC​ ​requirements​ ​(3P1). In​ ​conjunction​ ​with​ ​HR,​ ​academic​ ​areas​ ​created​ ​a​ ​taxonomy​ ​of​ ​courses​ ​and​ ​identified​ ​the​ ​level​ ​of faculty​ ​preparedness​​ ​required​ ​to​ ​teach​ ​courses​ ​offered​ ​at​ ​the​ ​College.​ ​All​ ​faculty,​ ​regardless​ ​of teaching​ ​location​ ​or​ ​level,​ ​are​ ​required​ ​to​ ​meet​ ​these​ ​qualifications​ ​as​ ​defined​ ​by​ ​HLC guidelines,​ ​industry-specific​ ​requirements,​ ​and​ ​NMC​ ​requirements​ ​based​ ​on ​NISOD​ ​criteria​.​ ​The College​ ​retains​ ​authority​ ​over​ ​establishing​ ​all​ ​of​ ​these​ ​requirements​ ​regardless​ ​of​ ​program offerings,​ ​modalities,​ ​and​ ​locations​ ​of​ ​delivery​ ​(​Staff​ ​HR​ ​Policies​ ​D-762.00​;​ ​D-762.01​).​ ​(4.A.4) CC ensures​ ​that​ ​courses​ ​and​ ​programs​ ​offered​ ​are​ ​current​ ​and​ ​require​ ​appropriate​ ​levels​ ​of student​ ​performance​ ​through​ ​its​ ​approval​ ​process​ ​for​ ​new​ ​courses​ ​and​ ​programs​ ​described​ ​in 1P3. ​ ​In​ ​addition,​ ​all​ ​programs​ ​are​ ​reviewed​ ​annually​ ​using​ ​student​ ​success​ ​data​ ​as​ ​well​ ​as advisory​ ​board​ ​and​ ​other​ ​external​ ​stakeholder​ ​feedback​ ​(1P3). ​ ​Learning​ ​outcomes​ ​appropriate​ ​to NMC’s​ ​degree-granting​ ​authority​ ​are​ ​annotated​ ​on​ ​syllabi,​ ​course​ ​outlines,​ ​and​ ​in​ ​general education​ ​policies. ​(3.A.1) Course​ ​outcomes​ ​and​ ​the​ ​general​ ​education​ ​outcomes​ ​are​ ​consistent​ ​across​ ​delivery​ ​modalities. When​ ​NMC​ ​assesses​ ​the​ ​general​ ​education​ ​outcomes,​ ​student​ ​work​ ​is​ ​requested​ ​similarly​ ​from face-to-face,​ ​online,​ ​and​ ​hybrid​ ​classes,​ ​as​ ​well​ ​as​ ​from​ ​multiple​ ​program​ ​areas​ ​at​ ​our​ ​multiple locations. ​Course​ ​evaluations​​ ​are​ ​administered​ ​in​ ​all​ ​courses​ ​to​ ​assess​ ​instructor​ ​and​ ​course effectiveness. ​(3.A.3) 1P4.3​ ​Awarding​ ​prior​ ​learning​ ​and​ ​transfer​ ​credits​​ ​(4.A.2,​ ​4.A.3)

At​ ​the​ ​individual​ ​learner​ ​level,​ ​NMC​ ​evaluates​ ​the​ ​credit​ ​on​ ​transcripts​ ​through​ ​several​ ​credit inventory​ ​processes.​ ​Staff​ ​procedures​ ​guide​ ​experiential​ ​and​ ​prior​ ​learning​ ​evaluation​ ​and​ ​the acceptance​ ​of​ ​transfer​ ​credit​.​ ​Students​ ​can​ ​see​ ​how​ ​their​ ​credits​ ​transfer​ ​through​ ​a​ ​Michigan schools​ ​transfer​ ​guide​​ ​posted​ ​on​ ​NMC's​ ​website.​ ​(4.A.2,​ ​4.A.3) Most​ ​recently​ ​NMC​ ​has​ ​been​ ​working​ ​with​ ​all​ ​Michigan​ ​community​ ​colleges​ ​and​ ​universities​ ​on the​ ​Michigan​ ​Transfer​ ​Agreement,​ ​a​ ​block​ ​transfer​ ​initiative,​ ​in​ ​which​ ​30​ ​credits​ ​of​ ​general education​ ​requirements​ ​would​ ​transfer​ ​automatically​ ​to​ ​universities.​ ​NMC​ ​has​ ​multiple articulation​ ​agreements​​ ​with​ ​specific​ ​colleges​ ​and​ ​universities​ ​related​ ​to​ ​academic​ ​programs. (4.A.2,​ ​4.A.3) To​ ​help​ ​students​ ​receive​ ​credit​ ​for​ ​all​ ​coursework​ ​leading​ ​to​ ​a​ ​degree,​ ​NMC​ ​signed twelve ​Reverse​ ​Transfer​ ​Agreements​​ ​with​ ​Michigan​ ​universities.​ ​These​ ​agreements​ ​assist students​ ​in​ ​transferring​ ​credits​ ​earned​ ​at​ ​their​ ​transfer​ ​institutions​ ​back​ ​to​ ​NMC​ ​in​ ​order​ ​to

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complete​ ​associate​ ​degree​ ​requirements.​ ​By​ ​working​ ​with​ ​the​ ​universities,​ ​both​ ​schools​ ​track student​ ​progress​ ​in​ ​obtaining​ ​credentials​ ​for​ ​which​ ​they​ ​are​ ​entitled.​ ​(4.A.2,​ ​4.A.3) 1P4.4​ ​Selecting,​ ​implementing​ ​and​ ​maintaining​ ​specialized​ ​accreditation(s)​​ ​(4.A.5)

NMC​ ​maintains​ ​several ​programmatic​ ​accreditations​​ ​to​ ​ensure​ ​NMC’s​ ​graduates​ ​qualify​ ​for required​ ​state​ ​or​ ​national​ ​certification​ ​exams,​ ​increase​ ​the​ ​employability​ ​of​ ​our​ ​graduates,​ ​and ensure​ ​the​ ​portability​ ​of​ ​their​ ​degree.​ ​(4.A.5)

The​ ​College​ ​allocates​ ​resources,​ ​as​ ​part​ ​of​ ​the​ ​budgeting​ ​and​ ​program​ ​review​ ​process,​ ​to support faculty​ ​and​ ​program​ ​coordinators​ ​who​ ​have​ ​program​ ​accreditation​ ​job​ ​responsibilities. 1P4.5​ ​Assessing​ ​the​ ​level​ ​of​ ​outcomes​ ​attainment​ ​by​ ​graduates​ ​at​ ​all​ ​levels​​ ​(3.A.2,​ ​4.A.6)

In​ ​establishing​ ​degree​ ​requirements,​ ​NMC​ ​provides​ ​a​ ​common​ ​learning​ ​experience​ ​while providing​ ​students​ ​with​ ​choices​ ​that​ ​enhance​ ​their​ ​personal​ ​goals.​ ​This​ ​guiding​ ​principle​ ​and specific​ ​certificate​ ​and​ ​degree​ ​requirements​ ​are​ ​found​ ​in​ ​Staff​ ​Policies​ ​D-105.00​ ​through D-105.07​ ​and​ ​D-106.01​.​ ​Degree​ ​requirements​ ​are​ ​also​ ​available​ ​on​ ​the​ ​website​ ​along​ ​with​ ​other academic​ ​information​ ​(see ​Degrees​ ​and​ ​Certificates​​ ​and​ ​sample​ ​link:​ ​AAS​ ​Degree Requirements​).​ ​(3.A.2) In​ ​addition​ ​to​ ​degree​ ​requirements,​ ​the​ ​College​ ​has​ ​clearly​ ​stated​ ​program​ ​and​ ​course-level outcomes.​ ​Program-level​ ​outcomes​ ​are​ ​stated​ ​on​ ​the​ ​college​ ​website;​ ​course​ ​outcomes​ ​are consistently​ ​stated​ ​on​ ​all ​course​ ​syllabi​​ ​(taken​ ​from​ ​the​ ​approved​ ​Course​ ​Outline​).​ ​Curriculum maps,​ ​showing​ ​the​ ​linkage​ ​of​ ​courses​ ​to​ ​programs​ ​learning​ ​outcomes,​ ​are​ ​available​ ​on​ ​program websites.​ ​(3.A.2)

Student​ ​achievement​ ​data​ ​is​ ​collected​ ​during​ ​the​ ​Annual​ ​Program​ ​Review​ ​Process​ ​(​sample template​).​ ​Licensure​ ​pass​ ​rates,​ ​program​ ​outcome​ ​achievement,​ ​job​ ​placement,​ ​transfer​ ​rates,​ ​and graduate​ ​survey​ ​feedback​ ​are​ ​analyzed​ ​by​ ​program​ ​faculty. ​(4.A.6) Information​ ​is​ ​also​ ​documented​ ​on​ ​programmatic​ ​self-study​ ​reports,​ ​as​ ​required​ ​by​ ​accreditation agencies. 1P4.6​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​assess​ ​program​ ​rigor​ ​across​ ​all modalities Program​ ​rigor​ ​is​ ​assured​ ​through​ ​systematic​ ​course​ ​assessment​ ​and​ ​annual​ ​program​ ​review. Programmatic​ ​accreditation​ ​and​ ​review​ ​metrics​ ​include​ ​program​ ​outcome​ ​results​ ​focusing​ ​on skill​ ​attainment​ ​(licensure​ ​and​ ​certification),​ ​transfer​ ​or​ ​placement,​ ​and​ ​course-​ ​and program-level​ ​satisfaction​ ​(see​ ​Program​ ​Review​ ​Metrics​​ ​and​ ​Program​ ​Review​ ​Metrics Descriptions​).​ ​Data​ ​is​ ​analyzed​ ​using​ ​external and​ ​internal​ ​benchmarks.​ ​The​ ​same​ ​metrics​ ​and analysis​ ​are​ ​used​ ​regardless​ ​of​ ​program​ ​modality,​ ​and​ ​the​ ​College​ ​specifically​ ​reviews​ ​student success​ ​data​ ​in​ ​online​ ​courses.​ ​(3.A.3)

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1R4:​ ​RESULTS

Course​ ​and​ ​Program​ ​Student​ ​Satisfaction​ ​Levels

Course​ ​Evaluations​ are​ ​distributed​ ​to​ ​all​ ​students​ ​in​ ​all​ ​courses each​ ​semester.​ ​Program evaluations​ ​are emailed to​ ​all​ ​students​ ​enrolled​ ​in​ ​occupational​ ​programs​ ​annually.

These​ ​evaluations​ ​are​ ​used​ ​to​ ​help​ ​instructors​ ​make​ ​improvements.​ ​For​ ​example,​ ​in​ ​Computer Information​ ​Technology​ ​Program,​ ​student​ ​perception​ ​of​ ​“Overall​ ​Quality​ ​of​ ​Course”,​ ​“Quality of​ ​Instruction”,​ ​and​ ​“Learner​ ​Program​ ​Satisfaction”​ ​have​ ​steadily​ ​increased​ ​over​ ​the​ ​past​ ​several years​ ​due​ ​to​ ​changes​ ​made​ ​during​ ​the​ ​program​ ​review​ ​process​ ​(Program​ ​Review​ ​Sample-​ ​CIT​).

Graduate​ ​Survey NMC​ ​Graduate​ ​Surveys​ ​are​ ​administered​ ​to​ ​graduates​ ​who​ ​receive​ ​an​ ​award​ ​during​ ​a​ ​fiscal​ ​year (July​ ​1​ ​to​ ​June​ ​30),​ ​six​ ​months​ ​following​ ​their​ ​graduation.​ ​Surveys​ ​are​ ​first​ ​distributed electronically​ ​via​ ​email​ ​through​ ​the​ ​Office​ ​of​ ​Research,​ ​Planning,​ ​and​ ​Effectiveness​ ​(ORPE). For​ ​those​ ​not​ ​returned,​ ​NMC​ ​callers​ ​attempt​ ​to​ ​reach​ ​graduates​ ​by​ ​phone.​ ​Response​ ​rates average​ ​approximately​ ​50​ ​percent.​ ​Full​ ​Graduate​ ​Survey​ ​Reports​ ​are​ ​available​ ​on​ ​the​ ​ORPE Intranet​ ​website​ ​(​Graduate​ ​Survey​ ​Data​).

As​ ​with​ ​course​ ​and​ ​program​ ​surveys,​ ​feedback​ ​is​ ​reviewed​ ​at​ ​the​ ​department​ ​level​ ​for​ ​focused improvements. 45

Certification/licensure​ ​pass​ ​rates

A​ ​summary​ ​of​ ​certification/licensure​ ​pass​ ​rates​ ​can​ ​be​ ​found​ ​in​ ​1.2. Online​ ​Credit​ ​Courses

The​ ​2016​ ​NCCBP​ ​report​​ ​indicates​ ​that​ ​NMC’s​ ​percentage​ ​of​ ​online​ ​course​ ​offerings​ ​is​ ​relatively low​ ​(10%)​ ​compared​ ​to​ ​peer​ ​institutions;​ ​however,​ ​NMC​ ​was​ ​identified​ ​as​ ​a​ ​“best​ ​performer”​ ​for students​ ​receiving​ ​a​ ​passing​ ​grade​ ​in​ ​online​ ​courses​ ​(89%,​ ​2016;​ ​88%,​ ​2015)​ ​which​ ​is​ ​in​ ​the​ ​90th percentile​ ​nationwide​ ​for​ ​participating​ ​community​ ​colleges.

In​ ​2011,​ ​NMC​ ​piloted​ ​the​ ​TeachingSOLUTIONS​ ​training​ ​for​ ​any​ ​instructor​ ​that​ ​is​ ​new​ ​to teaching​ ​in​ ​the​ ​online​ ​environment.​ ​The​ ​program​ ​was​ ​made​ ​mandatory​ ​shortly​ ​after​ ​the successful​ ​pilot​ ​and​ ​continues​ ​to​ ​be​ ​a​ ​requirement.​ ​In​ ​addition,​ ​the​ ​Course​ ​Development​ ​Institute was​ ​established​ ​during​ ​Summer​ ​2015​ ​as​ ​another​ ​resource​ ​for​ ​faculty​ ​to​ ​get​ ​dedicated​ ​time​ ​with instructional​ ​technology​ ​and​ ​design​ ​staff​ ​to​ ​develop​ ​an​ ​online​ ​courses​ ​using​ ​sound​ ​online pedagogy. 46

Online​ ​student​ ​success​ ​rates​ have​ ​increased​ ​by​ ​3.5%​ ​from​ ​the​ ​2012-13​ ​academic​ ​year​ ​to​ ​the 2016-17​ ​academic​ ​year.​ ​During​ ​the​ ​same​ ​time​ ​period,​ ​NMC’s​ ​withdrawal​ ​rate​ ​has​ ​declined​ ​1.9% and​ ​failure​ ​rate​ ​has​ ​declined​ ​3%.​ ​These​ ​improvements​ ​are​ ​positive;​ ​however,​ ​there​ ​is still opportunity for​ ​improvement​ ​in​ ​the​ ​success​ ​rates​ ​between​ ​online​ ​and​ ​face-to-face​ ​courses. The​ ​gap​ ​was​ ​6.4%​ ​in​ ​2016-17,​ ​an​ ​incremental​ ​change​ ​from​ ​6.9%​ ​in​ ​2012-13,​ ​but​ ​a​ ​gap​ ​that NMC​ ​aspires​ ​to​ ​close.

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1I4:​ ​IMPROVEMENTS An​ ​online​ ​course​ ​review​ ​process​ ​was​ ​established​ ​during​ ​2016-17​ ​to​ ​provide​ ​faculty​ ​with feedback​ ​on​ ​their​ ​online​ ​course​ ​design​ ​from​ ​the​ ​Educational​ ​Media​ ​Technologies​ ​(EMT) instructional​ ​design​ ​team​ ​and​ ​from​ ​their​ ​peers​ ​participating​ ​in​ ​the​ ​process.​ ​Faculty​ ​participating in​ ​a​ ​review​ ​cohort​ ​meet four​ ​times​ ​a​ ​semester​ ​to​ ​review​ ​and​ ​discuss​ ​online​ ​course​ ​design elements​ ​in​ ​the​ ​NMC​ ​Online​ ​Course​ ​Design​ ​Review​ ​Guide,​ ​and​ ​the​ ​process​ ​concludes​ ​with​ ​a showcase​ ​meeting​ ​with​ ​department​ ​chairs.​ ​The​ ​goal​ ​is​ ​to​ ​review​ ​10-15​ ​courses​ ​per​ ​year.​ ​In​ ​2017, EMT​ ​began​ ​a​ ​“train-the-trainer”​ ​program​ ​to​ ​develop​ ​feedback​ ​skills​ ​with​ ​faculty​ ​members interested​ ​in​ ​helping​ ​with​ ​the​ ​review​ ​process.​ ​The​ ​goal​ ​of​ ​the​ ​“train-the-trainer”​ ​aspect​ ​of​ ​the program​ ​is​ ​to​ ​increase​ ​expertise​ ​throughout​ ​the​ ​College​ ​faculty. In​ ​addition​ ​to​ ​the​ ​review​ ​process,​ ​EMT​ ​continues​ ​to​ ​offer​ ​TeachingSOLUTIONS,​ ​a​ ​professional development​ ​workshop​ ​for​ ​faculty​ ​addressing​ ​both​ ​pedagogy​ ​and​ ​design.​ ​The​ ​workshop​ ​is offered​ ​face-to-face​ ​every​ ​May​ ​in​ ​an​ ​intensive​ ​one-week​ ​format​ ​and​ ​online​ ​over​ ​the​ ​course​ ​of​ ​a semester.​ ​All​ ​faculty​ ​wanting​ ​to​ ​teach​ ​online​ ​at​ ​NMC​ ​must​ ​complete​ ​TeachingSOLUTIONS​ ​or provide​ ​evidence​ ​of​ ​prior​ ​online​ ​teaching​ ​training​ ​from​ ​another​ ​institution​ ​or​ ​online​ ​learning professional​ ​development​ ​organization.​ ​Faculty​ ​may​ ​also​ ​attend​ ​the​ ​week-long​ ​Course Development​ ​Institute​ ​in​ ​May. In​ ​2017,​ ​NMC​ ​launched​ ​a​ ​project​ ​to​ ​redesign​ ​the​ ​student​ ​orientation​ ​to​ ​online​ ​learning,​ ​including emphasis​ ​on​ ​success​ ​strategies,​ ​expectations​ ​for​ ​online​ ​learning,​ ​and​ ​resources​ ​for​ ​becoming successful​ ​at​ ​using​ ​the​ ​course​ ​management​ ​system.​ ​Ten​ ​courses​ ​participated​ ​in​ ​a​ ​Fall​ ​2017​ ​pilot that​ ​required​ ​students​ ​to​ ​complete​ ​the​ ​new​ ​orientation​ ​before​ ​accessing​ ​course​ ​content.​ ​Peer institutions​ ​that​ ​implemented​ ​similar​ ​requirements observed gains​ ​in​ ​their​ ​online​ ​course​ ​success 48

rates​ ​and​ ​reductions​ ​in​ ​withdrawals.​ ​The​ ​plan​ ​is​ ​to​ ​implement​ ​the​ ​orientation​ ​for​ ​all​ ​students​ ​new to​ ​online​ ​courses​ ​at​ ​NMC​ ​in​ ​the​ ​next​ ​2​ ​years. In​ ​addition​ ​to​ ​the​ ​new​ ​orientation​ ​efforts,​ ​NMC​ ​began​ ​offering​ ​student​ ​success​ ​coaching​ ​to​ ​three online​ ​classes​ ​during​ ​the​ ​2016-17​ ​academic​ ​year.​ ​Initial​ ​comparative​ ​data​ ​on​ ​success​ ​rates​ ​has been​ ​positive​ ​and​ ​the​ ​practice​ ​has​ ​expanded​ ​to​ ​additional​ ​courses.​ ​Lastly,​ ​free​ ​online​ ​tutoring​ ​is available​ ​for​ ​students​ ​through​ ​NetTutor,​ ​directly​ ​linked​ ​from​ ​NMC’s​ ​learning​ ​management system, providing​ ​tutoring​ ​in​ ​most​ ​subject​ ​areas​ ​taught​ ​online​ ​at​ ​NMC.

Sources ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

3.1​ ​Faculty​ ​Catalog​ ​sample​ ​page Annual​ ​Program​ ​Review​ ​Data Articulation​ ​Agreements CIT​ ​Metrics-Learner​ ​Perception Course​ ​Eval​ ​form-F2F Course​ ​Outline​ ​form Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​2017 Degree​ ​Requirements​ ​AAS Degree​ ​Requirements​ ​Policies English​ ​Placement​ ​flowchart Graduate​ ​Survey​ ​Data List​ ​of​ ​Degrees​ ​and​ ​Certificates List​ ​of​ ​Program​ ​Accreditations MACRAO​ ​Agreement​ ​webpage NISOD​ ​Criteria Online​ ​course​ ​success​ ​data-NCCBP​ ​report Online​ ​v.​ ​Face​ ​to​ ​Face​ ​Success​ ​Data Program​ ​Review​ ​Metrics​ ​Descriptions Program​ ​Review​ ​Template-Occupational Reverse​ ​Transfer​ ​Agreement​ ​partners Staff​ ​HR​ ​Policy​ ​D-762.00​ ​Faculty​ ​Teaching​ ​Credential​ ​Requirements Staff​ ​HR​ ​Policy​ ​D-762.01​ ​Faculty​ ​Teaching​ ​Credential​ ​Requirements​ ​Procedure Transfer​ ​Guides​ ​webpage

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1.5​ ​-​ ​Academic​ ​Integrity HLC​ ​Overview

Academic​ ​Integrity​ ​focuses​ ​on​ ​ethical​ ​practices​ ​while​ ​pursuing​ ​knowledge.​ ​The​ ​institution should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​2.D.​ ​and​ ​2.E.​ ​in​ ​this​ ​section.

1P5:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​supporting​ ​ethical​ ​scholarly​ ​practices​ ​by​ ​students​ ​and​ ​faculty.​ ​This includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: Ensuring​ ​freedom​ ​of​ ​expression​ ​and​ ​the​ ​integrity​ ​of​ ​research​ ​and​ ​scholarly​ ​practice​ ​(2.D., 2.E.1,​ ​2.E.3) ● Ensuring​ ​ethical​ ​learning​ ​and​ ​research​ ​practices​ ​of​ ​students​ ​(2.E.2,​ ​2.E.3) ● Ensuring​ ​ethical​ ​teaching​ ​and​ ​research​ ​practices​ ​of​ ​faculty​ ​(2.E.2,​ ​2.E.3) ● Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​evaluate​ ​the​ ​effectiveness​ ​and comprehensiveness​ ​of​ ​supporting​ ​academic​ ​integrity ●

1R5:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​the​ ​quality​ ​of​ ​academic​ ​integrity?​ ​The​ ​results​ ​presented should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​1P5.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared. These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​where​ ​appropriate) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

1I5:​ ​IMPROVEMENT Based​ ​on​ ​1R5,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

1P5:​ ​PROCESSES 1P5.1​ ​Ensuring​ ​freedom​ ​of​ ​expression​ ​and​ ​the​ ​integrity​ ​of​ ​research​ ​and​ ​scholarly​ ​practice (2.D.,​ ​2.E.1,​ ​2.E.3) The​ ​integrity​ ​of​ ​research​ ​and​ ​scholarly​ ​practice​ ​and​ ​the​ ​pursuit​ ​of​ ​truth​ ​in​ ​teaching​ ​and​ ​learning are​ ​supported​ ​by​ ​the​ ​Faculty​ ​Code​ ​of​ ​Professional​ ​Ethics​ ​outlined​ ​in ​Staff​ ​Policy​ ​D-749.00​.The Collective​ ​Bargaining​ ​Agreement,​ ​Article​ ​XXIV​ ​Academic​ ​Freedom​,​ ​also​ ​affirms​ ​the​ ​college’s commitment​ ​to​ ​academic​ ​freedom.​ ​(2.D) 50

Additional​ ​policies​ ​and​ ​procedures​ ​to​ ​ensure​ ​the​ ​integrity​ ​of​ ​research​ ​and​ ​scholarly​ ​practice​ ​are described​ ​below.​ ​(2.E.1,​ ​2.E.3) 1P5.2​ ​Ensuring​ ​ethical​ ​learning​ ​and​ ​research​ ​practices​ ​of​ ​students​​ ​(2.E.2,​ ​2.E.3)

The​ ​Student​ ​Rights​ ​and​ ​Responsibilities ​Staff​ ​Policy​ ​D-602.01​​ ​is​ ​available​ ​in​ ​the​ ​College catalog,​ ​website,​ ​and​ ​a​ ​link​ ​is​ ​provided​ ​in​ ​every​ ​syllabus​ ​and​ ​Moodle​ ​course​ ​shell.​ ​This​ ​policy outlines​ ​prohibited​ ​behaviors​ ​(Section​ ​5​).​​ ​(2.E.3)

Students​ ​are​ ​guided​ ​by​ ​faculty​ ​and​ ​library​ ​staff​ ​in​ ​the​ ​ethical​ ​use​ ​of​ ​information​ ​resources. Librarians​ ​instruct​ ​all​ ​students​ ​in​ ​freshman​ ​composition​ ​in​ ​Information​ ​Literacy​ ​using​ ​standards from​ ​the​ ​American​ ​College​ ​and​ ​Research​ ​Libraries.​ ​Library​ ​sessions​ ​address​ ​proper​ ​attribution and​ ​citations,​ ​and​ ​reference​ ​material​ ​for​ ​citations​ ​(by​ ​discipline)​ ​is​ ​located​ ​on​ ​the​ ​web​ ​in LibGuides​.​ ​(​Citing​ ​Sources​ ​Using​ ​MLA​ ​Style​​ ​or​ ​APA​ ​Formatting​).​ ​The​ ​composition​ ​curriculum used​ ​in​ ​all​ ​sections​ ​of​ ​freshman​ ​composition​ ​provides​ ​information​ ​about​ ​plagiarism​ ​and​ ​use​ ​of resources.​ ​The​ ​Writing​ ​Center​ ​provides​ ​additional​ ​guidance.​ ​The​ ​goal​ ​of​ ​the​ ​information​ ​literacy curriculum​ ​is​ ​to​ ​have​ ​students​ ​leave​ ​NMC​ ​responsible,​ ​ethical​ ​users​ ​and​ ​purveyors​ ​of information.​​ ​(2.E.2) Per​ ​policy,​ ​when​ ​a​ ​faculty​ ​member​ ​has​ ​reasonable​ ​evidence​ ​a​ ​student​ ​has​ ​cheated​ ​or​ ​plagiarized academic​ ​work,​ ​he/she​ ​may​ ​provide​ ​a​ ​written​ ​warning,​ ​reprimand,​ ​or​ ​impose​ ​course-level sanctions,​ ​depending​ ​on​ ​the​ ​severity​ ​of​ ​the​ ​incident.​ ​Faculty​ ​will​ ​also​ ​report​ ​the​ ​violation​ ​to​ ​the VP​ ​of​ ​Student​ ​Services​ ​and​ ​Technologies.​ ​If​ ​the​ ​violation​ ​is​ ​egregious,​ ​the​ ​student​ ​may​ ​be suspended​ ​or​ ​dismissed​ ​from​ ​the​ ​College.​ ​(2.E.3) 1P5.3​ ​Ensuring​ ​ethical​ ​teaching​ ​and​ ​research​ ​practices​ ​of​ ​faculty​​ ​(2.E.1,​ ​2.E.3)

In​ ​addition​ ​to​ ​the​ ​Faculty​ ​Code​ ​of​ ​Professional​ ​Ethics​ ​outlined​ ​in ​Staff​ ​Policy​ ​D-749.00,​​ ​the following​ ​policies​ ​further​ ​support​ ​ethical​ ​teaching​ ​and​ ​research​ ​practices:​ ​(​2.E.3) Per ​Staff​ ​Policy​ ​D-506.08​​ ​Human​ ​Subject​ ​Research, ORPE​ ​gathers​ ​and​ ​monitors research​ ​requests​ ​in​ ​order​ ​to​ ​ensure​ ​the​ ​rights,​ ​privacy,​ ​dignity​ ​and​ ​welfare​ ​of​ ​human subjects​ ​(as​ ​defined​ ​by​ ​Title​ ​45​ ​of​ ​the​ ​Code​ ​of​ ​Federal​ ​Regulations,​ ​Part​ ​46,​ ​Protection​ ​of Human​ ​Subjects)​ ​involved​ ​in​ ​studies​ ​conducted​ ​on​ ​or​ ​by​ ​NMC​ ​students​ ​or​ ​employees. Requests​ ​for​ ​research​ ​involving​ ​human​ ​subjects​ ​are​ ​assessed​ ​with​ ​respect​ ​to: o Sensitivity​ ​to​ ​community​ ​attitudes o Safeguarding​ ​of​ ​research​ ​participant​ ​rights​ ​and​ ​welfare o Institutional​ ​commitments​ ​and​ ​obligations o Applicable​ ​law​ ​(risk​ ​management) o Standards​ ​of​ ​professional​ ​conduct​ ​and​ ​practice ● Staff​ ​Policy​ ​D-506.02​ Intellectual​ ​Property​ ​Rights​ ​for​ ​Courses​ ​and​ ​Course​ ​Materials​ ​for the​ ​Flexible​ ​Learning​ ​Option​ ​Program​ ​outlines​ ​standards​ ​when​ ​developing​ ​materials​ ​for Flexible​ ​Learning​ ​Options​ ​courses.​ ​The​ ​Collective​ ​Bargaining​ ​Agreement​​ ​further clarifies​ ​Intellectual​ ​Property​ ​Rights​ ​for​ ​regular-appointed​ ​faculty. ●

In​ ​the​ ​event​ ​a​ ​faculty​ ​member​ ​is​ ​found​ ​to​ ​have​ ​violated​ ​these​ ​standards,​ ​appropriate​ ​disciplinary action​ ​is​ ​taken​ ​based​ ​on​ ​the​ ​severity​ ​of​ ​the​ ​offense​ ​(​Article​ ​VII​).​ ​(2.E.1,​ ​2.E.3) 51

1P5.4​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​used​ ​to​ ​evaluate​ ​the​ ​effectiveness​ ​and comprehensiveness​ ​of​ ​supporting​ ​academic​ ​integrity

Since​ ​implementing​ ​Maxient​ ​in​ ​2013,​ ​the​ ​College​ ​has​ ​developed​ ​a​ ​more​ ​deliberate​ ​system​ ​for tracking​ ​incidents​ ​of​ ​student​ ​academic​ ​misconduct​ ​(​Behavioral​ ​Incident​ ​Report​ ​Team​ ​Process​), as​ ​well​ ​as​ ​student​ ​complaints​ ​(​Process​ ​for​ ​Collecting,​ ​Analyzing​ ​and​ ​Acting​ ​on​ ​Complaints​),​ ​and has​ ​encouraged​ ​both​ ​faculty​ ​and​ ​students​ ​to​ ​use​ ​this​ ​reporting​ ​system​ ​(2.4).​ ​Records​ ​can​ ​be analyzed​ ​for​ ​patterns​ ​of​ ​student​ ​behavior,​ ​difficulties​ ​with​ ​college​ ​policies,​ ​or​ ​other​ ​issues​ ​to address​ ​systemically.​ ​(2.E.1,​ ​2.E.3) HR maintains​ ​all​ ​records​ ​on​ ​faculty​ ​personnel​ ​issues.​ ​The VP​ ​for​ ​Student​ ​Services​ ​and Technologies​ ​(VPSST)​ ​maintains​ ​records​ ​of​ ​student​ ​academic​ ​misconduct​ ​and​ ​other​ ​behavioral incidents.​ ​(2.E.1,​ ​2.E.3)

1R5:​ ​RESULTS

1R5.1​ ​Summary​ ​results​ ​of​ ​measures

Results​ indicate​ ​that​ ​there​ ​were​ ​thirteen​ ​cases​ ​involving​ ​cheating/plagiarism​ ​documented​ ​in​ ​the 2016-17​ ​academic​ ​year.​ ​Data​ ​on​ ​these​ ​incidences​ ​are​ ​taken​ ​from​ ​Maxient,​ ​the​ ​College’s​ ​judicial affairs​ ​tracking​ ​software​ ​used​ ​to​ ​report​ ​and​ ​process​ ​all​ ​student-related​ ​complaints​ ​and​ ​concerns.

1R5.2​ ​Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks

NMC​ ​strives​ ​for​ ​100%​ ​resolution​ ​of​ ​complaints​ ​and​ ​issues​ ​in​ ​a​ ​timely​ ​manner.​ ​Processes described​ ​in​ ​detail​ ​in​ ​2.4​ ​(​Behavioral​ ​Incident​ ​Report​ ​Team​ ​Process​​ ​and​ ​(​Process​ ​for​ ​Collecting, Analyzing​ ​and​ ​Acting​ ​on​ ​Complaints​)​ ​have​ ​supported​ ​that​ ​outcome. The​ ​College​ ​has​ ​received​ ​relatively​ ​few​ ​reports​ ​for​ ​academic​ ​integrity​ ​issues​ ​as​ ​shown​ ​in​ ​the table​ ​above.​ ​The​ ​number​ ​of​ ​incidents​ ​or​ ​complaints​ ​is​ ​not​ ​benchmarked​ ​or​ ​compared​ ​to​ ​external

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benchmarks;​ ​however,​ ​according​ ​to​ ​research​ ​conducted​ ​between​ ​Fall​ ​2002​ ​and​ ​Spring​ ​2015​ ​by Dr.​ ​McCabe​ ​and​ ​the​ ​International​ ​Center​ ​for​ ​Academic​ ​Integrity​,​ ​68%​ ​of​ ​university undergraduate​ ​students​ ​admit​ ​to​ ​some​ ​type​ ​of​ ​cheating.​ ​Other​ ​studies​ ​show​ ​similarly​ ​high numbers,​ ​which​ ​suggests​ ​our​ ​detection​ ​and​ ​reporting​ ​are​ ​both​ ​quite​ ​low. 1R5.3​ ​Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

In​ ​nearly​ ​all​ ​incidences​ ​of​ ​academic​ ​dishonesty,​ ​the​ ​instructor​ ​was​ ​the​ ​person​ ​who​ ​uncovered​ ​the infraction​ ​and​ ​suggested​ ​appropriate​ ​consequences​ ​based​ ​on​ ​the​ ​details​ ​of​ ​the​ ​case.​ ​As​ ​indicated in​ ​the​ ​data,​ ​the​ ​most​ ​severe​ ​sanctions​ ​are​ ​rarely​ ​administered.​ ​Most​ ​first-time​ ​offenders​ ​are​ ​given a​ ​warning,​ ​and​ ​some​ ​may​ ​be​ ​referred​ ​to​ ​the​ ​Writing​ ​Center​ ​for​ ​further​ ​guidance.​ ​Only​ ​repeated or​ ​the​ ​most​ ​egregious​ ​of​ ​offenses​ ​result​ ​in​ ​suspension​ ​or​ ​expulsion. The​ ​low​ ​number​ ​of​ ​cases​ ​overall​ ​is​ ​likely​ ​due​ ​to​ ​under-reporting.​ ​While​ ​the​ ​reporting​ ​system​ ​is not​ ​new,​ ​observed​ ​violations​ ​appear​ ​to​ ​be​ ​infrequent,​ ​and​ ​faculty​ ​may​ ​handle​ ​them​ ​directly​ ​with the​ ​student​ ​and​ ​not​ ​always​ ​remember​ ​to​ ​report​ ​them.​ ​In​ ​the​ ​past​ ​year,​ ​the​ ​Dean​ ​of​ ​Students​ ​has been​ ​active​ ​in​ ​reminding​ ​the​ ​college​ ​community​ ​to​ ​report​ ​even​ ​minor​ ​issues​ ​for​ ​tracking purposes,​ ​as​ ​it​ ​may​ ​reveal​ ​a​ ​larger​ ​problem​ ​to​ ​address​ ​with​ ​that​ ​student.

1I5:​ ​IMPROVEMENTS

The​ ​College​ ​educates​ ​students​ ​about​ ​academic​ ​dishonesty​ ​in​ ​multiple​ ​ways​ ​and​ ​in​ ​multiple venues​ ​(1P5).​ ​These​ ​efforts​ ​will​ ​continue​ ​as​ ​will​ ​reinforcements​ ​to​ ​staff​ ​and​ ​faculty​ ​to​ ​report cases.​ ​(2.E.2)

The​ ​Center​ ​for​ ​Instructional​ ​Excellence​ ​(CIE)​ ​has​ ​been​ ​periodically​ ​offering​ ​sessions​ ​on academic​ ​integrity,​ ​addressing​ ​plagiarism​ ​and​ ​cheating,​ ​through​ ​its​ ​Friday​ ​Forum​ ​series.​ ​CIE will​ ​continue​ ​to​ ​schedule​ ​training​ ​as​ ​needed​ ​based​ ​on​ ​new​ ​faculty​ ​hiring,​ ​a​ ​spike​ ​in​ ​incidents,​ ​or requests​ ​from​ ​faculty​ ​or​ ​student​ ​services.​ ​(2.E.1)

Sources ● ● ● ● ● ● ● ● ● ● ● ●

2.4​ ​BIRT​ ​Process 2.4​ ​Collecting​ ​Complaint​ ​Information​ ​Process CBA​ ​Article​ ​VII-Due​ ​Process-Just​ ​Cause CBA​ ​Article​ ​XX​ ​Intellectual​ ​Property​ ​Rights CBA​ ​Article​ ​XXIV​ ​Academic​ ​Freedom Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​2017 ICAI​ ​Study Incidents​ ​of​ ​Cheating-Plagiarism LibGuide-APA​ ​Example LibGuide-MLA​ ​Example LibGuides​ ​webpage nmc-faculty-collective-bargaining-agreement-2016-2018 53

● ● ● ● ● ● ●

nmc-faculty-collective-bargaining-agreement-2016-2018​ ​(page​ ​number​ ​25) Staff​ ​HR​ ​Policy​ ​D-749.00​ ​Faculty​ ​Code​ ​of​ ​Professional​ ​Ethics Staff​ ​Policy​ ​D-506.02​ ​Intellectual​ ​Property Staff​ ​Policy​ ​D-506.08​ ​Human​ ​Subject​ ​Research Staff​ ​Policy​ ​D-602.01​ ​Section​ ​5-Academic​ ​Code​ ​of​ ​Conduct Staff​ ​Policy​ ​D-602.01​ ​Student​ ​Rights-Responsibilities Staff​ ​Policy​ ​D-602.01​ ​Student​ ​Rights-Responsibilities​ ​(page​ ​number​ ​14)

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Category​ ​2​ ​-​ ​Meeting​ ​Student​ ​and​ ​Other​ ​Key Stakeholder​ ​Needs

Introduction Based​ ​on​ ​feedback​ ​from​ ​the​ ​last​ ​Systems​ ​Appraisal,​ ​several​ ​Action​ ​Projects​ ​have​ ​contributed​ ​to positive​ ​changes​ ​in​ ​identifying​ ​and​ ​meeting​ ​student​ ​and​ ​other​ ​stakeholder​ ​needs: ● Learning​ ​Experiences​ ​(2012-14)​ led​ ​to​ ​consistent​ ​early​ ​assessment​ ​and​ ​feedback. ● Enhancing​ D ​ evelopmental​ ​Education​ ​(2012-15)​ created​ ​important​ ​changes​ ​to developmental​ ​math​ ​and​ ​English. ● Building​ ​Lifelong​ ​Relationships​ ​(2012-14)​ launched​ ​the​ ​implementation​ ​of​ ​Ellucian Recruiter​ ​for​ ​working​ ​with​ ​prospective​ ​students,​ ​Degree​ ​Works​ ​to​ ​improve​ ​the relationship​ ​between​ ​advisors​ ​and​ ​current​ ​academic​ ​learners,​ ​and​ ​Raiser’s​ ​Edge​ ​for tracking​ ​and​ ​communicating​ ​with​ ​key​ ​stakeholders​ ​such​ ​as​ ​alumni​ ​and​ ​donors. In​ ​addition,​ ​the​ ​College​ ​has​ ​shifted​ ​from​ ​separate ​enrollment​ ​management​ offices​ ​to an ​enrollment​ ​services​ ​model​ with​ ​reorganized​ ​departments. ​ ​Enrollment​ ​Services​ ​now​ ​includes Admissions,​ ​Records​ ​and​ ​Registration,​ ​Financial​ ​Services​ ​and​ ​Financial​ ​Aid​ ​with​ ​four​ ​shared positions. ​ ​NMC​ ​also​ ​purchased​ ​new​ ​software​ ​that​ ​will​ ​improve​ ​student​ ​success​ ​tracking​ ​and enhance​ ​the​ ​ability​ ​to​ ​analyze​ ​and​ ​benchmark​ ​student​ ​success​ ​data​ ​to​ ​identify​ ​needs​ ​and​ ​improve retention,​ ​persistence,​ ​and​ ​completion. ​ ​With​ ​these​ ​changes,​ ​the​ ​College​ ​is ​moving​ ​from​ ​aligned to​ ​fully​ ​integrated​ with​ ​respect​ ​to​ ​identifying​ ​and​ ​meeting​ ​current​ ​and​ ​prospective​ ​student​ ​needs (2.1). Currently,​ ​processes​ ​and​ ​results​ ​for​ ​collecting,​ ​analyzing,​ ​distributing,​ ​and​ ​using​ ​data​ ​on retention,​ ​persistence,​ ​and​ ​completion​ ​are ​systematic​ ​but​ ​moving​ ​toward​ ​alignment​ as​ ​the College​ ​clarifies​ ​and​ ​simplifies​ ​its​ ​targets. ​ ​These​ ​measures​ ​are​ ​consistently​ ​tracked​ ​at institutional,​ ​departmental,​ ​and​ ​course​ ​levels. Results​ ​are​ ​then​ ​used​ ​to​ ​inform​ ​actions and​ ​make data-driven​ ​improvements​ ​on​ ​a​ ​daily,​ ​semester,​ ​or​ ​annual​ ​basis​ ​(2.2). NMC’s​ ​process​ ​and​ ​results​ ​for​ collecting​ ​and​ ​acting​ ​on​ ​complaint​ ​information​ ​from​ ​students are​ ​fully integrated​ ​within​ ​Enrollment​ ​and​ ​Student​ ​Services​ ​and​ ​crosses​ ​over​ ​into​ ​several academic​ ​processes. ​ ​The​ ​systematic​ ​process​ ​of​ ​tracking​ ​complaints​ ​has​ ​been​ ​strengthened through​ ​implementing​ ​Maxient.​ ​Conversely, ​collecting​ ​and​ ​acting​ ​on​ ​complaint​ ​information from​ ​other​ ​stakeholders​ ​has​ ​been​ ​reacting​.​ ​Each​ ​department​ ​addresses​ ​complaints independently​ ​without​ ​a​ ​consistent​ ​system​ ​for​ ​tracking​ ​and​ ​identifying​ ​trends. ​ ​An​ ​important improvement​ ​in​ ​the​ ​near​ ​future​ ​is​ ​to​ ​implement​ ​Maxient​ ​use​ ​across​ ​the​ ​college​ ​for​ ​capturing, tracking,​ ​and​ ​analyzing​ ​general​ ​complaint​ ​information​ ​from​ ​all​ ​stakeholders.​ ​This​ ​supports consistent​ ​documentation​ ​and​ ​tracking while​ ​allowing the​ ​College​ ​to​ ​identify​ ​trends​ ​across​ ​the organization​ ​(2.4). Processes​ ​for​ ​determining,​ ​understanding,​ ​and​ ​meeting​ ​needs​ ​of​ ​external​ ​stakeholders​ ​are aligned​ ​(2.3).​ ​ ​The​ ​College regularly​ ​gathers​ ​feedback​ ​from​ ​employers,​ ​the​ ​general​ ​community, feeder​ ​and​ ​placement​ ​institutions,​ ​and​ ​other​ ​stakeholders​ ​through​ ​advisory​ ​committees,​ ​surveys, 55

listening​ ​sessions,​ ​Board​ ​of​ ​Trustees​ ​meetings,​ ​and​ ​other​ ​methods. ​ ​While​ ​feedback​ ​is​ ​considered throughout​ ​the​ ​year,​ ​data​ ​are​ ​systematically​ ​analyzed​ ​at​ ​the​ ​beginning​ ​of​ ​every​ ​planning​ ​cycle when​ ​the​ ​organization,​ ​as​ ​well​ ​as​ ​programs​ ​and​ ​departments,​ ​considers​ ​goals,​ ​strategies,​ ​and action​ ​plans​ ​for​ ​the​ ​coming​ ​year​ ​(4.2). Through​ ​aligned​ ​planning​ ​and​ ​the​ ​addition​ ​of​ ​tracking​ ​software,​ ​NMC’s​ ​processes​ ​for​ ​building collaborations​ ​and​ ​partnerships ​continue​ ​to​ ​move​ ​from reacting​ ​to​ ​systematic​. ​ ​Goals​ ​for partnerships​ ​are​ ​clearly​ ​established​ ​at​ ​the​ ​onset​ ​and​ ​regularly​ ​evaluated​ ​for​ ​effectiveness​ ​(2.5).

2.1​ ​-​ ​Current​ ​and​ ​Prospective​ ​Student​ ​Need HLC​ ​Overview Current​ ​and​ ​Prospective​ ​Student​ ​Need​ ​focuses​ ​on​ ​determining,​ ​understanding​ ​and​ ​meeting​ ​the academic​ ​and​ ​non-academic​ ​needs​ ​of​ ​current​ ​and​ ​prospective​ ​students.​ ​The​ ​institution​ ​should provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​3.C​ ​and​ ​3.D​ ​in​ ​this​ ​section. 2P1:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​serving​ ​the​ ​academic​ ​and​ ​non-academic​ ​needs​ ​of​ ​current​ ​and prospective​ ​students.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the following: ● ● ● ● ● ● ● ● ● ● ● ●

Identifying​ ​underprepared​ ​and​ ​at-risk​ ​students,​ ​and​ ​determining​ ​their​ ​academic​ ​support needs​ ​(3.D.1) Deploying​ ​academic​ ​support​ ​services​ ​to​ ​help​ ​students​ ​select​ ​and​ ​successfully​ ​complete courses​ ​and​ ​programs​ ​(3.D.2) Ensuring​ ​faculty​ ​are​ ​available​ ​for​ ​student​ ​inquiry​ ​(3.C.5) Determining​ ​and​ ​addressing​ ​the​ ​learning​ ​support​ ​needs​ ​(tutoring,​ ​advising,​ ​library, laboratories,​ ​research,​ ​etc.)​ ​of​ ​students​ ​and​ ​faculty​ ​(3.D.1,​ ​3.D.3,​ ​3.D.4,​ ​3.D.5) Determining​ ​new​ ​student​ ​groups​ ​to​ ​target​ ​for​ ​educational​ ​offerings​ ​and​ ​services Meeting​ ​changing​ ​student​ ​needs Identifying​ ​and​ ​supporting​ ​student​ ​subgroups​ ​with​ ​distinctive​ ​needs​ ​(e.g.,​ ​seniors, commuters,​ ​distance​ ​learners,​ ​military​ ​veterans)​ ​(3.D.1) Deploying​ ​non-academic​ ​support​ ​services​ ​to​ ​help​ ​students​ ​be​ ​successful​ ​(3.D.2) Ensuring​ ​staff​ ​members​ ​who​ ​provide​ ​non-academic​ ​student​ ​support​ ​services​ ​are qualified,​ ​trained​ ​and​ ​supported​ ​(3.C.6) Communicating​ ​the​ ​availability​ ​of​ ​non-academic​ ​support​ ​services​ ​(3.D.2) Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​student​ ​needs Assessing​ ​the​ ​degree​ ​to​ ​which​ ​student​ ​needs​ ​are​ ​met

2R1:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​current​ ​and​ ​prospective​ ​students'​ ​needs​ ​are​ ​being​ ​met? The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​2P1.​ ​All​ ​data​ ​presented​ ​should include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a 56

brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

2I1:​ ​IMPROVEMENT Based​ ​on​ ​2R1,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

2P1:​ ​PROCESSES

2P1.1​ ​Identifying​ ​underprepared​ ​and​ ​at-risk​ ​students,​ ​and​ ​determining​ ​their​ ​academic support​ ​needs​ ​(3.D.1)

NMC​ ​initially​ ​learns​ ​about​ ​individual​ ​student​ ​needs​ ​through​ ​the​ ​application​ ​and​ ​placement testing​ ​process,​ ​during​ ​orientation​ ​through​ ​conversations​ ​with​ ​advisors,​ ​financial​ ​aid,​ ​and​ ​other Enrollment​ ​Services​ ​and​ ​Student​ ​Services​ ​staff,​ ​and​ ​through​ ​self-reported​ ​support​ ​service​ ​needs. All​ ​students​ ​receive​ ​personalized​ ​attention​ ​through​ ​the​ ​admissions,​ ​orientation,​ ​and​ ​academic advising​ ​and​ ​registration​ ​processes.​ ​In​ ​this​ ​way,​ ​NMC​ ​can​ ​provide​ ​learning​ ​support,​ ​preparatory instruction,​ ​and​ ​non-academic​ ​support​ ​to​ ​address​ ​student​ ​needs.​ ​(3.D.1) Once​ ​students​ ​are​ ​enrolled​ ​and​ ​taking​ ​courses,​ ​faculty,​ ​Enrollment​ ​Services,​ ​or​ ​Student​ ​Services staff​ ​may​ ​discover​ ​additional​ ​needs​ ​not​ ​identified​ ​during​ ​the​ ​enrollment​ ​process. Prospective​ ​Students

NMC​ ​uses​ ​multiple​ ​methods​ ​to​ ​assess​ ​students’​ ​preparation​ ​for​ ​college,​ ​both​ ​academically​ ​and psychosocially.​ ​Beginning​ ​Spring​ ​2017,​ ​academic​ ​preparation​ ​is​ ​evaluated​ ​by​ ​means​ ​of​ ​ACT​ ​or SAT​ ​test​ ​scores,​ ​high​ ​school​ ​GPA,​ ​GED​ ​scores,​ ​writing​ ​samples,​ ​and​ ​the​ ​Accuplacer​ ​placement test.​ ​English​ ​and​ ​math​ ​faculty​ ​set​ ​cut​ ​scores​ ​for​ ​determining​ ​placement​ ​into​ ​specific​ ​courses​ ​to increase​ ​the​ ​likelihood​ ​of​ ​student​ ​success.​ ​To​ ​support​ ​optimal​ ​placement,​ ​students​ ​needing​ ​help with​ ​math​ ​skills​ ​may​ ​be​ ​directed​ ​to​ ​use​ ​the​ ​Accuplacer​ ​Study​ ​App​ ​and​ ​Khan​ ​Academy,​ ​a test-prep​ ​tool​ ​and​ ​self-directed​ ​math​ ​tutoring​ ​program​ ​respectively,​ ​or​ ​a​ ​face-to-face​ ​math​ ​boot camp​ ​to​ ​review​ ​math​ ​skills. ​(3.D.1,​ ​3.D.2)

For​ ​underprepared​ ​students,​ ​NMC​ ​offers​ ​developmental​ ​English​ ​and​ ​math​ ​courses.​ ​ English​ ​and math​ ​faculty​ ​work​ ​with​ ​faculty​ ​from​ ​other​ ​program​ ​areas​ ​to​ ​create​ ​linkages​ ​and​ ​context​ ​for foundational​ ​skills.​​ ​(3.D.1,​ ​3.D.2) While​ ​encouraged​ ​to​ ​take​ ​their​ ​developmental​ ​courses​ ​first,​ ​students​ ​are​ ​permitted​ ​to​ ​take credit-bearing​ ​courses,​ ​as​ ​long​ ​as​ ​they​ ​meet​ ​the​ ​prerequisites.​ ​In​ ​this​ ​way,​ ​NMC​ ​helps​ ​students build​ ​academic​ ​skills​ ​while​ ​continuing​ ​to​ ​engage​ ​them​ ​in​ ​courses​ ​relevant​ ​to​ ​their​ ​desired

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programs​ ​of​ ​study.​ ​ Since​ ​implementing​ ​this​ ​strategy,​ ​course​ ​persistence​ ​rates​ ​in​ ​developmental courses​ ​have​ ​improved​ ​(2R1). ​(3.D.1,​ ​3.D.2)

Students​ ​can​ ​be​ ​conditionally​ ​admitted​ ​to​ ​NMC​ ​when​ ​their​ ​high​ ​school​ ​grade​ ​point​ ​average (GPA) is​ ​below​ ​a​ ​2.0.​ ​These​ ​students​ ​sign​ ​a​ ​contract​ ​that​ ​they​ ​will​ ​take​ ​the​ ​Academic​ ​Study Methods​ ​course,​ ​meet​ ​with​ ​a​ ​Student​ ​Success​ ​Coach,​ ​and​ ​work​ ​to​ ​achieve​ ​a​ ​2.0​ ​or​ ​higher​ ​in​ ​their first​ ​college​ ​semester.​ ​(3.D.1,​ ​3.D.2) NMC​ ​partners​ ​with​ ​Michigan​ ​Works​ ​to​ ​provide​ ​Basic​ ​Adult​ ​Education​ ​to​ ​help​ ​students​ ​who​ ​do not​ ​place​ ​into​ ​the​ ​developmental​ ​level​ ​offered​ ​at​ ​the​ ​College.​ ​(3.D.1,​ ​3.D.2) Current​ ​Students

Students​ ​with​ ​a​ ​cumulative​ ​GPA below​ ​2.0​ ​are​ ​placed​ ​on​ ​academic​ ​probation​ ​and​ ​are​ ​required​ ​to meet​ ​with​ ​an​ ​academic​ ​advisor​ ​prior​ ​to​ ​course​ ​registration.​ ​To​ ​prepare​ ​for​ ​this​ ​meeting,​ ​students complete​ ​an​ ​assessment​ ​to​ ​aid​ ​them​ ​in​ ​understanding​ ​habits/behaviors​ ​that​ ​contribute​ ​academic performance​ ​as​ ​well​ ​as​ ​factors​ ​that​ ​will​ ​facilitate​ ​goal​ ​achievement.​ ​During​ ​the​ ​meeting,​ ​a success​ ​plan​ ​is​ ​created​ ​and​ ​referrals​ ​are​ ​made​ ​to​ ​other​ ​departments​ ​and​ ​resources​ ​as​ ​appropriate. (3.D.1) 2P1.2​ ​Deploying​ ​academic​ ​support​ ​services​ ​to​ ​help​ ​students​ ​select​ ​and​ ​successfully complete​ ​courses​ ​and​ ​programs​​ ​(3.D.2)

Professional​ ​and​ ​faculty​ ​advisors​ ​participate​ ​in​ ​orientation​ ​where​ ​students​ ​receive​ ​one-on-one help​ ​in​ ​selecting​ ​courses​ ​for​ ​their​ ​chosen​ ​programs​ ​that​ ​match​ ​their​ ​needs,​ ​interests,​ ​and​ ​abilities (​3.D.2).​ ​ ​As​ ​NMC​ ​cultivates​ ​a​ ​culture​ ​of​ ​advising,​ ​an​ ​outcome​ ​of​ ​the​ ​Pathways​ ​to​ ​Completion Action​ ​Project,​ ​continuing​ ​students​ ​are​ ​encouraged​ ​to​ ​connect​ ​with​ ​their​ ​advisor​ ​throughout​ ​their college​ ​experience.​ ​A​ ​worksheet​ ​called​ ​“​Preparing​ ​for​ ​Advising​” is​ ​available​ ​to​ ​students​ ​prior​ ​to orientation​ ​and​ ​is​ ​provided​ ​in​ ​each​ ​advisor​ ​workbook.​​ ​(3.D.2)

For​ ​students​ ​undecided​ ​in​ ​their​ ​program​ ​choice,​ ​NMC​ ​offers​ ​comprehensive​ ​career​ ​counseling services.​ ​Students​ ​can​ ​indicate​ ​their​ ​level​ ​of​ ​"decidedness"​ ​on​ ​the​ ​NMC​ ​application​ ​for admission,​ ​and​ ​interventions​ ​are​ ​implemented​ ​to​ ​target​ ​students​ ​at​ ​their​ ​specific​ ​stage​ ​of​ ​career decision-making.​ ​Web​ ​resources​ ​include​ ​a​ ​careers​ ​database​ ​(Career​ ​Coach),​ ​learning​ ​styles assessments,​ ​and​ ​a​ ​database​ ​of​ ​colleges​ ​and​ ​majors​ ​to​ ​help​ ​students​ ​chart​ ​a​ ​pathway​ ​toward​ ​their educational​ ​and​ ​career​ ​goals. Additionally,​ ​the​ ​College​ ​offers​ ​a​ ​variety​ ​of​ ​career​ ​or​ ​program exploration​ ​opportunities as​ ​well​ ​as a​ ​Career​ ​Exploration​ ​and​ ​Planning​ ​course​ ​(PSY​ ​100).​ ​(3.D.1, 3.D.2) Once​ ​students​ ​have​ ​selected​ ​a​ ​course​ ​of​ ​study,​ ​the​ ​college​ ​has​ ​a​ ​number​ ​of​ ​tools​ ​and​ ​strategies​ ​in place​ ​to​ ​support​ ​students​ ​in​ ​successfully​ ​completing​ ​their​ ​goals. Tracking​ ​tools​ ​for​ ​students

My​ ​Academic​ ​Plan​ ​(MAP)​,​ ​the​ ​DegreeWorks​ ​module​ ​of​ ​the​ ​Banner​ ​ERP​ ​system, enables​ ​students​ ​to​ ​track​ ​progress​ ​toward​ ​their​ ​degree​ ​and​ ​identify​ ​specific​ ​courses required​ ​for​ ​completion.​ ​(3.D.2,​ ​3.D.3) ● Plans​,​ ​a​ ​resource​ ​in​ ​MAP,​ ​allows​ ​students,​ ​in​ ​cooperation​ ​with​ ​their​ ​academic​ ​advisor, to schedule​ ​several​ ​semesters​ ​in​ ​advance​ ​and​ ​ensure​ ​they​ ​are​ ​taking​ ​prerequisite​ ​courses in​ ​timely​ ​sequences.​ ​It​ ​also​ ​has​ ​tools​ ​for​ ​considering​ ​a​ ​variety​ ​of​ ​scenarios,​ ​such​ ​as changing​ ​majors.​ ​The​ ​Plans​ ​tool​ ​includes​ ​a​ ​GPA​ ​calculator​ ​as​ ​well. ​(3.D.2,​ ​3.D.3) ●

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●

Transcript​ ​audits​,​ ​a​ ​process​ ​in​ ​the​ ​Records​ ​Office​ ​to​ ​audit​ ​transcripts​ ​ensuring​ ​all requirements​ ​are​ ​met.

Tracking​ ​tools​ ​and​ ​intervention​ ​strategies​ ​for​ ​faculty​ ​and​ ​staff Students​ ​Services,​ ​Enrollment​ ​Services,​ ​and​ ​faculty​ ​use​ ​a​ ​combination​ ​of​ ​Banner​ ​reports​ ​to identify​ ​students​ ​at​ ​risk​ ​of​ ​not​ ​completing​ ​their​ ​goal: Mid-term​ ​Alerts​.​ ​Faculty​ ​send​ ​mid-term​ ​Alerts​ ​to​ ​any​ ​student​ ​receiving​ ​less​ ​than​ ​a​ ​2.0 in​ ​a​ ​course,​ ​prompting​ ​a​ ​contact​ ​from​ ​Student​ ​Services: o Students​ ​already​ ​working​ ​with​ ​a​ ​Success​ ​Coach​ ​receive​ ​a​ ​communication​ ​from their​ ​coach. o Those​ ​on​ ​academic​ ​probation​ ​receive​ ​communication​ ​from​ ​the​ ​Advising​ ​Center and​ ​are​ ​required​ ​to​ ​meet​ ​with​ ​advisors​ ​prior​ ​to​ ​registering​ ​for​ ​the​ ​next​ ​semester. o All​ ​other​ ​students​ ​receive​ ​an​ ​email​ ​from​ ​Advising​ ​outlining​ ​steps​ ​to​ ​take​ ​for assistance. ● Early​ ​Alerts.​​ ​Faculty​ ​can​ ​send​ ​Early​ ​Alerts​ ​to​ ​students​ ​at​ ​any​ ​time​ ​during​ ​the​ ​semester. The​ ​Coordinator​ ​for​ ​Student​ ​Success​ ​receives​ ​copies​ ​of​ ​these​ ​alerts​ ​and​ ​follows​ ​up​ ​with students​ ​individually. ● Registration​ ​reports.​​ ​The​ ​Advising​ ​Center​ ​contacts​ ​students​ ​who​ ​have​ ​not​ ​registered​ ​for next​ ​semester​ ​courses​ ​to​ ​identify​ ​barriers​ ​and​ ​offer​ ​assistance. ●

NMC​ ​has​ ​purchased​ ​a​ ​new​ ​software​ ​system​ ​that​ ​will​ ​greatly​ ​improve​ ​student​ ​success​ ​tracking.​ ​It will​ ​also​ ​enhance​ ​the​ ​ability​ ​to​ ​analyze​ ​and​ ​benchmark​ ​data​ ​and​ ​identify​ ​needs.​ ​Implementation began​ ​Fall​ ​2017. 2P1.3​ ​Ensuring​ ​faculty​ ​are​ ​available​ ​for​ ​student​ ​inquiry​​ ​(3.C.5)

Faculty​ ​serve​ ​as​ ​academic​ ​advisors​ ​and​ ​are​ ​available​ ​at​ ​orientation​ ​and​ ​throughout​ ​a​ ​student’s education​ ​experience. ​ ​Instructors​ ​are​ ​required​ ​to​ ​hold​ ​posted​ ​office​ ​hours​ ​for​ ​students​ ​in​ ​their classes;​ ​these​ ​are​ ​included​ ​in​ ​the​ ​course​ ​syllabus.​ ​(3.C.5)

2P1.4​ ​Determining​ ​and​ ​addressing​ ​the​ ​learning​ ​support​ ​needs​ ​(tutoring,​ ​advising,​ ​library, laboratories,​ ​research,​ ​etc.)​ ​of​ ​students​ ​and​ ​faculty​​ ​(3.D.1,​ ​3.D.3,​ ​3.D.4,​ ​3.D.5) Advising

Every​ ​student​ ​is​ ​assigned​ ​an​ ​academic​ ​advisor.​ ​While​ ​they​ ​are​ ​encouraged​ ​to​ ​meet​ ​with​ ​their advisors​ ​throughout​ ​their​ ​time​ ​at​ ​NMC,​ ​students​ ​placed​ ​on​ ​academic​ ​probation​ ​must​ ​meet​ ​with them​ ​before​ ​registering​ ​for​ ​classes​ ​during​ ​their​ ​first​ ​two​ ​semesters.​ ​Additionally,​ ​Advising​ ​and Records​ ​work​ ​together​ ​to​ ​reach​ ​out​ ​to​ ​students​ ​who​ ​have​ ​not​ ​registered​ ​for​ ​the​ ​next​ ​semester​ ​or who​ ​are​ ​close​ ​to​ ​graduating.​ ​(​3.D.3) Advising​ ​responsibilities​ ​are​ ​shared​ ​among​ ​professional​ ​and​ ​faculty​ ​advisors.​ ​Faculty​ ​advise students​ ​in​ ​their​ ​discipline​ ​while​ ​the​ ​professional​ ​advisors​ ​primarily​ ​advise​ ​students​ ​in​ ​general and​ ​transfer​ ​programs. (​3.D.3)

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Tutoring The​ ​Tutoring​ ​Center​​ ​is​ ​open​ ​M-F​ ​and​ ​is​ ​available​ ​to​ ​students​ ​for​ ​individual​ ​tutoring,​ ​drop-in tutoring,​ ​and​ ​study​ ​skills​ ​assistance.​ ​It​ ​also​ ​provides​ ​24/7​ ​online​ ​tutoring​ ​in​ ​most​ ​subjects. Faculty​ ​and​ ​staff​ ​can​ ​refer​ ​students​ ​to​ ​the​ ​Tutoring​ ​Center​ ​or​ ​to​ ​the ​Student​ ​Success​ ​Center​​ ​for Academic​ ​Success​ ​Coaching.​ ​Trained​ ​coaches​ ​share​ ​strategies​ ​and​ ​tools​ ​to​ ​assist​ ​students​ ​in overcoming​ ​learning​ ​challenges,​ ​setting​ ​and​ ​working​ ​toward​ ​goals,​ ​and​ ​developing​ ​college-level study​ ​skills.​ ​Faculty​ ​members​ ​are​ ​encouraged​ ​to​ ​allow​ ​learning​ ​aids​ ​in​ ​the​ ​classroom,​ ​and coaches​ ​are​ ​available​ ​to​ ​make​ ​class​ ​presentations​ ​at​ ​the​ ​instructor’s​ ​invitation.​ ​NMC​ ​also provides​ ​a​ ​Math​ ​Center,​ ​a​ ​Writing​ ​and​ ​Reading​ ​Center​,​ ​and​ ​opened​ ​a​ ​Science​ ​Center​ ​in​ ​Fall 2017.​ ​(3.D.1,​ ​3.D.2) Guidance​ ​in​ ​research​ ​and​ ​information​ ​resources

Library​ ​staff​ ​teach​ ​Information​ ​Literacy​ ​as​ ​an​ ​embedded​ ​and​ ​integrated​ ​part​ ​of​ ​the​ ​freshman composition​ ​sequence.​ ​Using​ ​the​ ​standards​ ​from​ ​the​ ​American​ ​College​ ​and​ ​Research​ ​Libraries, library​ ​staff​ ​and​ ​faculty​ ​guide​ ​students​ ​in​ ​the​ ​effective​ ​use​ ​of​ ​research​ ​and​ ​information resources. ​LibGuides​​ ​on​ ​the​ ​website​ ​offer​ ​information​ ​to​ ​students​ ​when​ ​they​ ​are​ ​not​ ​in​ ​the classroom.​ ​(3.D.5) Internship​ ​and​ ​Clinical​ ​placement​ ​sites

Many​ ​occupational​ ​programs​ ​include​ ​internships​ ​such​ ​as​ ​Social​ ​Work​ ​and​ ​Computer​ ​Information Technology. ​ ​ A​ ​full-time​ ​coordinator​ ​supports​ ​internships​ ​for​ ​business​ ​and​ ​technical​ ​programs. A​ ​part-time​ ​position​ ​supports​ ​these​ ​career​ ​services​ ​for​ ​all​ ​other​ ​students.​ ​(3.D.4) Health​ ​occupations​ ​programs​ ​require​ ​clinical​ ​placements.​ ​The​ ​College​ ​ensures​ ​adequate placement​ ​sites​ ​by​ ​developing​ ​educational​ ​agreements​ ​with​ ​hospitals,​ ​clinics,​ ​dental​ ​practices,​ ​or other​ ​healthcare​ ​providers. ​(3.D.4) Classroom​ ​space​ ​and​ ​equipment

To​ ​support​ ​faculty​ ​and​ ​student​ ​teaching​ ​and​ ​learning​ ​needs,​ ​NMC​ ​converted​ ​four​ ​regular classrooms​ ​to​ ​active​ ​learning​ ​classrooms​ ​designed​ ​to​ ​be​ ​flexible,​ ​interactive,​ ​and​ ​conducive​ ​to student-centered​ ​learning​ ​experiences.​ ​The Student​ ​Success​ ​Center​ ​has​ ​also​ ​added​ ​portable​ ​white boards,​ ​collaborative​ ​workstations,​ ​and​ ​bring-your-own-device​ ​stations​ ​to​ ​keep​ ​pace​ ​with​ ​student needs.​ ​(​3.D.4) NMC​ ​continues​ ​to​ ​assess​ ​the​ ​alignment​ ​of​ ​spaces​ ​and​ ​equipment​ ​with​ ​21st​ ​Century​ ​learning needs.​ ​The​ ​College​ ​is​ ​currently​ ​planning​ ​for​ ​a​ ​new​ ​Innovation​ ​Center​,​ ​a​ ​cross-disciplinary​ ​hub​ ​to serve​ ​resident​ ​and​ ​commuter​ ​students,​ ​community​ ​members​ ​and​ ​workforce​ ​partners.​ ​State funding​ ​is​ ​secured​ ​and​ ​groundbreaking​ ​is​ ​targeted​ ​for May​ ​2018.​ ​(3.D.4) Laboratories,​ ​equipment,​ ​performance​ ​spaces,​ ​museum​ ​collections,​ ​and​ ​other program-specific​ ​resources

College​ ​facilities​ ​include​ ​dedicated​ ​laboratories​ ​and​ ​equipment​ ​for​ ​automotive,​ ​construction technology,​ ​dental​ ​assisting,​ ​maritime​ ​technology,​ ​freshwater​ ​studies,​ ​aviation,​ ​audio technology,​ ​music,​ ​and​ ​other​ ​programs. ​ ​NMC​ ​recently​ ​purchased​ ​2.8​ ​million​ ​dollars​ ​in​ ​technical and​ ​nursing​ ​program​ ​equipment​ ​upgrades​ ​through​ ​a​ ​CSTEP​ ​Grant. ​ ​Advisory​ ​group​ ​feedback and​ ​special​ ​programmatic​ ​accreditation​ ​criteria​ ​are​ ​critical​ ​in​ ​helping​ ​to​ ​assess​ ​the​ ​quality​ ​and 60

appropriateness​ ​of​ ​our​ ​spaces​ ​and​ ​equipment​ ​for​ ​effective​ ​teaching​ ​and​ ​in​ ​meeting​ ​students’ learning​ ​needs.​ ​(​3.D.4) 2P1e.​ ​Determining​ ​new​ ​student​ ​groups​ ​to​ ​target​ ​for​ ​educational​ ​offerings​ ​and​ ​services

Identifying​ ​new​ ​student​ ​groups​ ​to​ ​target​ ​for​ ​educational​ ​offerings​ ​occurs​ ​through​ ​Enrollment Services,​ ​Student​ ​Services,​ ​and​ ​faculty​ ​interactions​ ​with​ ​students;​ ​through​ ​Program​ ​Review;​ ​and through​ ​student​ ​surveys​ ​(e.g.,​ ​Learner​ ​Engagement). 2P1.6​ ​Meeting​ ​changing​ ​student​ ​needs

Developing​ ​and​ ​implementing​ ​strategies​ ​to​ ​meet​ ​changing​ ​needs​ ​is​ ​part​ ​of​ ​our​ ​aligned​ ​planning and​ ​budgeting​ ​process​ ​described​ ​in​ ​4.2. 2P1.7​ ​Identifying​ ​and​ ​supporting​ ​student​ ​subgroups​ ​with​ ​distinctive​ ​needs​ ​(e.g.,​ ​seniors, commuters,​ ​distance​ ​learners,​ ​military​ ​veterans)​​ ​(3.D.1)

NMC​ ​identifies​ ​a​ ​number​ ​of​ ​student​ ​subgroups​ ​with​ ​distinct​ ​needs​ ​and​ ​recognizes​ ​the importance​ ​of​ ​supporting​ ​them​ ​beginning​ ​with​ ​the​ ​application​ ​process.​ ​For​ ​example,​ ​NMC’s online​ ​application​ ​is​ ​available​ ​in​ ​different​ ​versions​ ​that​ ​ask​ ​slightly​ ​different​ ​questions​ ​based​ ​on program​ ​of​ ​study​ ​and​ ​whether​ ​the​ ​student​ ​is​ ​new,​ ​returning,​ ​a​ ​military​ ​veteran,​ ​or​ ​an international​ ​student. ​(3.D.1)​​ ​NMC​ ​tracks​ ​subgroup​ ​performance​ ​outcomes​ ​in​ ​order​ ​to​ ​identify gaps​ ​in​ ​achievement​ ​and​ ​discover​ ​potential​ ​distinctive​ ​needs: Students​ ​with​ ​disabilities​​ ​have​ ​a​ ​dedicated​ ​staff​ ​person​ ​available​ ​to​ ​them,​ ​and​ ​the Americans​ ​with​ ​Disabilities​ ​Act​ ​Amendments​ ​Act​ ​(ADAAA) determines​ ​protocol.​ ​Books in​ ​alternative​ ​formats,​ ​ASL​ ​interpreters,​ ​adaptive​ ​equipment,​ ​and​ ​note-takers​ ​are​ ​some​ ​of the​ ​many​ ​services​ ​available​ ​for​ ​eligible​ ​students. ​(3.D.1)​ ● Students​ ​In​ ​NMC’s​ ​Early​ ​College​ ​program​​ ​are​ ​eligible​ ​for​ ​the​ ​same​ ​services​ ​as​ ​our traditional​ ​students.​ ​The​ ​Early​ ​College​ ​coordinator​ ​in​ ​Admissions​ ​addresses​ ​additional needs​ ​or​ ​barriers​ ​on​ ​an​ ​individual​ ​basis​ ​working​ ​in​ ​conjunction​ ​with​ ​staff​ ​of​ ​the​ ​partner school.​ ​All​ ​Admissions​ ​personnel​ ​are​ ​trained​ ​to​ ​address​ ​the​ ​specific​ ​needs​ ​of dual-enrolled​ ​students.​ ​(3.D.1) ● Veterans​​ ​are​ ​served​ ​through​ ​NMC’s​ ​Military​ ​&​ ​Veteran​ ​Services​. The point-of-contact provides​ ​a​ ​checklist​ ​for​ ​successful​ ​transition​ ​from​ ​the​ ​military​ ​to college​ ​and​ ​hosts​ ​a​ ​veteran-specific​ ​orientation. ​ ​NMC​ ​also​ ​provides​ ​two​ ​veteran-specific scholarships.​ ​Additional​ ​support​ ​includes​ ​a​ ​Student​ ​Veterans​ ​of​ ​America​ ​support​ ​group and​ ​a​ ​Freedom​ ​Lounge​ ​for​ ​all​ ​students​ ​to​ ​use​ ​as​ ​a​ ​quiet​ ​space.​ ​Licensed​ ​counselors​ ​are qualified​ ​to​ ​work​ ​with​ ​post-traumatic​ ​stress​ ​disorder​ ​(PTSD).​ ​NMC​ ​is​ ​in​ ​the​ ​top​ ​15%​ ​of colleges​ ​in​ ​the​ ​United​ ​States​ ​designated​ ​as​ ​a​ ​military-friendly​ ​school​ ​and​ ​has​ ​been nominated​ ​as​ ​Best​ ​for​ ​Vets.​ ​(3.D.1) ● NMC​ ​supports​ ​its​ ​growing​ ​international​ ​student​ ​population​ through​ ​targeted admissions​ ​assistance (see​ ​Admissions:​ ​International​ ​Students​)​ ​and​ ​an​ ​International​ ​Club​. The​ ​club's​ ​mission​ ​is​ ​to​ ​foster​ ​relations​ ​between​ ​NMC's​ ​international​ ​and​ ​domestic students,​ ​promote​ ​the​ ​idea​ ​that​ ​people​ ​from​ ​diverse​ ​backgrounds​ ​working​ ​together, contribute​ ​to​ ​the​ ​community,​ ​socialize​ ​and​ ​share​ ​knowledge​ ​and​ ​culture.​ ​The​ ​club​ ​not only​ ​provides​ ​networking​ ​and​ ​social​ ​support,​ ​it​ ​achieves​ ​its​ ​mission​ ​through​ ​a​ ​variety​ ​of events​ ​such​ ​as​ ​the​ ​annual​ ​International​ ​Dinner,​ ​International​ ​Education​ ​Week, ●

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and ​Window​ ​on​ ​the​ ​World​​ ​as​ ​well​ ​as​ ​opportunities​ ​for​ ​students​ ​to​ ​speak​ ​in​ ​courses​ ​to “share​ ​knowledge​ ​and​ ​culture."​ ​(3.D.1) One​ ​of​ ​NMC’s​ ​strategic​ ​goals​ ​is​ ​to​ ​grow​ ​the​ ​number​ ​of​ ​international​ ​students,​ ​and​ ​through​ ​a partnership​ ​with​ ​Traverse​ ​City​ ​Area​ ​Public​ ​Schools,​ ​NMC​ ​anticipates​ ​an​ ​increase​ ​of​ ​students from​ ​China.​ ​The​ ​College​ ​has​ ​added​ ​dormitory​ ​space​ ​and​ ​expanded​ ​services​ ​necessary​ ​to​ ​support these​ ​students. ​(3.D.1;​ ​3.D.4) ●

The​ ​Grand​ ​Traverse​ ​region​ ​is​ ​home​ ​to​ ​a​ ​significant​ ​Native​ ​American​ ​population.​ ​For the​ ​last​ ​four​ ​years,​ ​the​ ​Grand​ ​Traverse​ ​Band​ ​of​ ​Ottawa​ ​and​ ​Chippewa​ ​Indians​ ​has provided​ ​grant​ ​dollars​ ​to​ ​fund​ ​strategies​ ​for​ ​improving​ ​the​ ​success​ ​rates​ ​of​ ​NMC’s​ ​Native American​ ​students.​ ​(1.C.1,​ ​1.C.2)​ ​ ​For​ ​example,​ ​the​ ​college​ ​added​ ​a​ ​Native​ ​American Student​ ​Success​ ​Coach​ ​in​ ​2014.​ ​In​ ​addition​ ​to​ ​individual​ ​tutoring,​ ​the​ ​Success​ ​Coach launched​ ​a​ ​Native​ ​American​ ​Student​ ​Group​ ​to​ ​promote​ ​Native​ ​American​ ​cultural​ ​and community​ ​awareness.​ ​(3.D.1)

There​ ​are​ ​a​ ​variety​ ​of​ ​student​ ​groups​, with​ ​new​ ​ones​ ​regularly​ ​forming,​ ​to​ ​support​ ​a​ ​broad​ ​range of​ ​student​ ​interests​ ​and​ ​needs.​ ​Those​ ​wishing​ ​to​ ​start​ ​a​ ​new​ ​group​ ​secure​ ​a​ ​faculty​ ​or​ ​staff advisor​ ​and​ ​submit​ ​an​ ​application​ ​form​ ​to​ ​the​ ​Student​ ​Life​ ​Office,​ ​which​ ​forwards​ ​it​ ​to​ ​the VP for​ ​Educational​ ​Services​ ​for​ ​approval.​ ​(3.D.1) As​ ​discussed​ ​in​ ​1P3,​ ​because​ ​NMC's​ ​minority​ ​population​ ​is​ ​small​ ​(10%),​ ​as​ ​is​ ​our​ ​regional minority​ ​demographic​ ​(5.99%),​ ​it​ ​creates​ ​a​ ​particular​ ​challenge​ ​for​ ​these​ ​students​ ​to​ ​feel welcome,​ ​included,​ ​and​ ​safe.​ ​The​ ​College​ ​continues​ ​to​ ​explore​ ​ways​ ​to​ ​address​ ​these​ ​issues through​ ​program​ ​design​ ​(1P3)​ ​and​ ​through​ ​the​ ​hiring​ ​and​ ​training​ ​of​ ​faculty​ ​and​ ​staff​ ​(3I1​ ​and 3I3).​ ​(1.C.1,​ ​1.C.2,​ ​3.D.1) 2P1.8​ ​Deploying​ ​non-academic​ ​support​ ​services​ ​to​ ​help​ ​students​ ​be​ ​successful​​ ​(3.D.1)

NMC​ ​offers​ ​a​ ​number​ ​of​ ​non-academic​ ​support​ ​services​ ​including​ ​personal​ ​counseling,​ ​financial aid​ ​and​ ​counseling,​ ​and​ ​a​ ​child​ ​care​ ​center.​ ​Student​ ​Life​ ​supports​ ​students​ ​through​ ​a​ ​wide​ ​variety of​ ​student​ ​groups,​ ​social​ ​activities,​ ​and​ ​intramural​ ​opportunities.​ ​Additionally,​ ​the​ ​College​ ​has access​ ​to​ ​numerous​ ​community​ ​resources​ ​for​ ​students​ ​struggling​ ​with​ ​housing,​ ​transportation,​ ​or food​ ​security​ ​issues.​ ​NMC​ ​initiated​ ​a​ ​food​ ​pantry in​ ​Fall​ ​2017.​ ​(3.D.1) 2P1.9​ ​Ensuring​ ​staff​ ​members​ ​who​ ​provide​ ​non-academic​ ​student​ ​support​ ​services​ ​are qualified,​ ​trained​ ​and​ ​supported​​ ​(3.C.6)

Detailed​ ​in​ ​Category​ ​3,​ ​the​ ​College​ ​ensures​ ​positions​ ​have​ ​a​ ​clear​ ​job​ ​description​ ​outlining​ ​the education,​ ​experience,​ ​competencies​ ​and​ ​other​ ​qualifications​ ​required​ ​to​ ​fulfill​ ​the responsibilities​ ​of​ ​the​ ​position.​ ​The​ ​recruitment,​ ​on-boarding,​ ​orientation,​ ​development,​ ​and evaluation​ ​processes​ ​are​ ​all​ ​designed​ ​to​ ​ensure​ ​employees​ ​are​ ​qualified,​ ​trained,​ ​and​ ​supported. (3.C.6) 2P1.10​ ​Communicating​ ​the​ ​availability​ ​of​ ​academic​ ​and​ ​non-academic​ ​support​ ​services (3.D.2) NMC​ ​provides​ ​information​ ​about​ ​its​ ​academic​ ​and​ ​non-academic​ ​support​ ​services through​ ​its 62

website,​ ​orientation​ ​processes,​ ​course​ ​syllabi (​Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​p.6​),​ ​student newsletters,​ ​NMC​ ​planners,​ ​social​ ​media,​ ​on-campus​ ​marketing​ ​(e.g.​ ​hallway​ ​monitors,​ ​flyers, sidewalk​ ​chalking)​ ​and​ ​through​ ​individual​ ​conversations​ ​with​ ​students​ ​and​ ​faculty​ ​or​ ​staff. (3.D.2) 2P1.11​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​student​ ​needs

Annual​ ​Program​ ​Review​ ​(1P2),​ ​Annual​ ​Planning​ ​(4P2).​ ​The​ ​aligned​ ​planning​ ​process,​ ​which includes​ ​Annual​ ​Program​ ​Reviews​ ​conducted​ ​by​ ​faculty​ ​and​ ​annual​ ​assessment​ ​and​ ​planning​ ​by all​ ​student​ ​service​ ​areas​ ​of​ ​the​ ​College,​ ​provides​ ​a​ ​systematic​ ​process​ ​for​ ​evaluating​ ​how​ ​well​ ​we are​ ​meeting​ ​student​ ​needs.​ ​As​ ​departments​ ​reflect​ ​on​ ​quantitative​ ​and​ ​qualitative​ ​data​ ​(both formal​ ​and​ ​informal)​ ​and​ ​compare​ ​student​ ​success​ ​data​ ​with​ ​targets,​ ​gap​ ​analyses​ ​may​ ​reveal potential​ ​unmet​ ​needs. The​ ​Learner​ ​Engagement​ ​Survey​​ ​assesses​ ​student​ ​need​ ​and​ ​satisfaction​ ​with​ ​learning-support services.​ ​This​ ​survey​ ​was​ ​designed influenced​ ​by the​ ​Community​ ​College​ ​Survey​ ​of​ ​Students Engagement​ ​(CCSSE)​ ​and​ ​the​ ​NMC​ ​Service​ ​Effectiveness​ ​Survey​ ​which​ ​had​ ​been​ ​utilized​ ​in past​ ​years. Through​​ ​other​ ​service-specific​ ​surveys​,​ ​NMC​ ​determines​ ​broad-level​ ​learning​ ​support​ ​needs related​ ​to​ ​technology,​ ​study​ ​spaces​ ​and​ ​facilities,​ ​and​ ​the​ ​library.

The​ ​Withdrawal​ ​Survey​​ ​is​ ​administered​ ​weekly​ ​by​ ​the​ ​Office​ ​of​ ​Research,​ ​Planning​ ​& Effectiveness​ ​(ORPE)​ ​to​ ​students​ ​who​ ​drop​ ​at​ ​least​ ​one​ ​course​ ​during​ ​the​ ​semester.​ ​Results​ ​are made​ ​available​ ​to​ ​ESIMT​ ​and​ ​the​ ​Enrollment​ ​&​ ​Student​ ​Services​ ​Teams​ ​for​ ​immediate​ ​action designed​ ​to​ ​reduce​ ​further​ ​withdrawals.​ ​For​ ​students​ ​who​ ​are​ ​open​ ​to​ ​having​ ​an​ ​NMC​ ​employee contact​ ​them,​ ​Academic​ ​Chairs​ ​follow​ ​up​ ​with​ ​students​ ​for​ ​teaching-related​ ​issues,​ ​and​ ​Student Services​ ​staff​ ​follow​ ​up​ ​on​ ​all​ ​other​ ​issues​ ​noted​ ​by​ ​students.​ ​Student​ ​response​ ​data​ ​from​ ​the entire​ ​semester​ ​is​ ​aggregated​ ​in​ ​a​ ​final​ ​report to​ ​provide​ ​useful​ ​information​ ​in​ ​planning​ ​and improvement. 2P1.12​ ​Assessing​ ​the​ ​degree​ ​to​ ​which​ ​student​ ​needs​ ​are​ ​met

Some​ ​of​ ​the​ ​same​ ​tools​ ​used​ ​to​ ​assess​ ​needs​ ​also​ ​assess​ ​the​ ​degree​ ​to​ ​which​ ​students’​ ​needs​ ​are met.​ ​Survey​ ​data,​ ​student​ ​success​ ​data,​ ​and​ ​informal​ ​feedback​ ​all​ ​provide​ ​useful​ ​feedback. Sample​ ​metrics​ ​include: Survey​ ​data​ ​highlighted​ ​in​ ​2P1.11:​ Course​ ​evaluations,​ ​Graduate​ ​Survey,​ ​Transfer Survey,​ ​Withdrawal​ ​Survey,​ ​and​ ​Learner​ ​Engagement​ ​Survey. ● Success​ ​in​ ​developmental​ ​courses​ ​and​ ​subsequent​ ​success​ ​in​ ​college​ ​level​ ​math​ ​and writing. ● Retention​ ​and​ ​graduation/completion​ ​rates​.​ ​Processes​ ​outlined​ ​throughout​ ​this subcategory​ ​are​ ​designed​ ​to​ ​increase​ ​student​ ​retention,​ ​persistence,​ ​and​ ​completion. These​ ​data​ ​provide​ ​vital​ ​information​ ​for​ ​annual​ ​planning​ ​and​ ​the​ ​continuous improvement​ ​of​ ​student​ ​services. ​ ​In​ ​addition,​ ​Enrollment​ ​Services​ ​and​ ​Student​ ​Services leaders​ ​check​ ​these​ ​statistics​ ​daily,​ ​and​ ​the​ ​entire​ ​group​ ​reviews​ ​enrollment​ ​and​ ​retention data​ ​at​ ​their​ ​joint​ ​meeting​ ​every​ ​other​ ​week.​ ​Areas​ ​adjust​ ​strategies​ ​based​ ​on​ ​their ●

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analyses.​ ​For​ ​example,​ ​if​ ​data​ ​show​ ​a​ ​number​ ​of​ ​students​ ​have​ ​not​ ​yet​ ​registered​ ​for​ ​their next​ ​semester​ ​courses,​ ​Student​ ​Services​ ​will​ ​implement​ ​a​ ​targeted​ ​outreach​ ​effort.

2R1:​ ​RESULTS

Course​ ​Evaluations,​ ​Graduate​ ​Surveys,​ ​and​ ​Transfer​ ​Surveys Course​ ​Evaluations​ ​are​ ​conducted each​ ​semester​ ​and​ ​Graduate​ ​and​ ​Transfer​ ​Survey​ ​data​ ​is collected​ ​annually.​ ​Internal​ ​benchmarks​ ​use​ ​criterion-referenced​ ​framework​ ​based​ ​on​ ​the​ ​3-year historical​ ​average.​ ​ The​ ​last​ ​three​ ​years’ ​aggregate​ ​data​​ ​for​ ​learner​ ​assessment​ ​of​ ​the​ ​quality​ ​of the​ ​course​ ​(90%)​ ​was​ ​above​ ​the​ ​target​ ​(87%)​ ​while​ ​quality​ ​of​ ​instruction (77%) was​ ​below​ ​target (85%),​ ​and​ ​the​ ​most ​recent​ ​results​​ ​for​ ​graduate​ ​satisfaction​ ​(78%)​ ​with​ ​NMC​ ​preparation​ ​was below​ ​the​ ​90%​ ​target.

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As​ ​these​ ​data​ ​are​ ​analyzed​ ​at​ ​the​ ​course​ ​and​ ​program​ ​level,​ ​instructors​ ​and​ ​academic administrators​ ​can​ ​implement​ ​improvement​ ​plans.​ ​ For​ ​example,​ ​Computer​ ​Information Technology​ ​program​ ​satisfaction​ ​has​ ​been​ ​below​ ​target,​ ​and​ ​faculty​ ​have​ ​made​ ​a​ ​number​ ​of changes​ ​including​ ​adjustments​ ​to​ ​course​ ​time​ ​and​ ​integrating​ ​additional​ ​collaborative​ ​learning projects. ​Results​​ ​show​ ​steady​ ​improvement.

Learner​ ​Engagement​ ​Survey

The ​Learner​ ​Engagement​ ​(LE)​ ​Survey​​ ​is​ ​administered​ ​to​ ​currently-enrolled​ ​credit​ ​students​ ​each year​ ​which​ ​allows​ ​academic​ ​areas​ ​time​ ​to​ ​analyze​ ​results​ ​and​ ​implement​ ​changes​ ​where​ ​needed. Table​ ​8​ ​(see​ ​next​ ​page) of​ ​the​ ​2017​ ​report​ ​shows​ ​respondents’​ ​levels​ ​of​ ​satisfaction​ ​with​ ​college functions​ ​and​ ​services.​ ​Results​ ​include​ ​annual​ ​comparisons.

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Each​ ​year,​ ​the​ ​College​ ​includes​ ​items​ ​that​ ​relate​ ​to​ ​important​ ​topics​ ​or​ ​issues.​ ​For​ ​2017,​ ​food insecurity​ ​items​ ​(​Table​ ​6,​ ​page​ ​16​)​ ​were​ ​included​ ​as​ ​these​ ​were​ ​identified​ ​as​ ​a​ ​growing​ ​concern in​ ​our​ ​country​ ​as​ ​well​ ​as​ ​in​ ​our​ ​local​ ​area.

Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

Respondents​ ​reported​ ​highest​ ​levels​ ​of​ ​satisfaction​ ​with:​ ​access​ ​to​ ​computers​ ​and/or​ ​computer labs​ ​(86%),​ ​attitude​ ​of​ ​faculty/staff​ ​toward​ ​students​ ​of​ ​your​ ​gender​ ​(85%),​ ​library​ ​resources (85%),​ ​and​ ​attitude​ ​of​ ​faculty/staff​ ​of​ ​students​ ​of​ ​your​ ​racial/ethnic​ ​background​ ​(84%). Compared​ ​to​ ​results​ ​from​ ​the​ ​2016​ ​LE​ ​Survey,​ ​all​ ​but​ ​six​ ​out​ ​of​ ​30​ ​college​ ​functions​ ​and services​ ​increased,​ ​and​ ​one​ ​did​ ​not​ ​change.

Services​ ​that​ ​increased​ ​the​ ​most​ ​in​ ​satisfaction​ ​levels​ ​were​ ​Career​ ​Counseling​ ​(+10%)​ ​and Transfer​ ​Advising​ ​(+9%).​ ​As​ ​the​ ​college​ ​has​ ​implemented​ ​a​ ​number​ ​of​ ​changes​ ​in​ ​these​ ​areas (e.g.,​ ​implementing​ ​MAP​ ​and​ ​Plans,​ ​reorganization​ ​of​ ​Enrollment​ ​Services,​ ​and​ ​a​ ​number​ ​of initiatives​ ​through​ ​our​ ​work​ ​in​ ​Guided​ ​Pathways​ ​highlighted​ ​in​ ​2.2),​ ​the​ ​increase​ ​in​ ​satisfaction suggests​ ​those​ ​changes​ ​may​ ​be​ ​making​ ​a​ ​positive​ ​difference. The​ ​item​ ​that​ ​decreased​ ​most​ ​in​ ​satisfaction​ ​was​ ​related​ ​to​ ​the​ ​availability​ ​of​ ​courses​ ​at​ ​times when​ ​needed​ ​(​-​4%).​ ​The​ ​college​ ​should​ ​continue​ ​to​ ​offer​ ​flexibility​ ​in​ ​course​ ​times​ ​and​ ​may want​ ​to​ ​consider​ ​more​ ​evening​ ​and​ ​online​ ​courses.

The​ ​number​ ​of​ ​students​ ​experiencing​ ​food​ ​insecurity​ ​led​ ​NMC​ ​to​ ​launch​ ​a​ ​food​ ​pantry​ ​in​ ​Fall 2017. Success​ ​in​ ​developmental​ ​courses​ ​and​ ​subsequent​ ​success​ ​in​ ​college-level​ ​math​ ​and​ ​writing The​ ​Enhancing​ ​Developmental​ ​Education​ ​Action​ ​Project​ ​team​ ​(2012-2015)​ ​launched​ ​new initiatives,​ ​proposed​ ​new​ ​pilots​ ​and​ ​began​ ​to​ ​strategically​ ​analyze​ ​developmental​ ​education

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data. ​Results​​ ​show​ ​enrollee​ ​success​ ​rates​ ​increased​ ​from​ ​67%​ ​in​ ​2011​ ​to​ ​93%,​ ​72%,​ ​and​ ​77%​ ​in 2013,​ ​14,​ ​and​ ​15,​ ​respectively.​ ​Completer​ ​success​ ​increased​ ​from​ ​75%​ ​in​ ​2011​ ​to​ ​93%,​ ​78%,​ ​and 84%,​ ​respectively.​ ​Course​ ​completions​ ​decreased​ ​from​ ​89%​ ​in​ ​2011​ ​to​ ​86%,​ ​71%,​ ​and​ ​82% during​ ​the​ ​same​ ​time​ ​period.​ ​Although​ ​not​ ​all​ ​initiatives​ ​resulted​ ​in​ ​increases​ ​across​ ​the​ ​three metrics,​ ​the​ ​team​ ​recognized​ ​the​ ​need​ ​to​ ​continue​ ​examining​ ​issues​ ​related​ ​to​ ​developmental education​ ​student​ ​success.

Retention​ ​and​ ​Completion​ ​Data

Data​ ​are​ ​essential​ ​for​ ​making​ ​daily​ ​adjustments​ ​and​ ​ongoing​ ​continuous​ ​improvements​ ​in​ ​student services​ ​(2P1).​ ​For​ ​example,​ ​the​ ​Tutoring​ ​and​ ​Math​ ​Centers’​ ​annual​ ​metrics​ ​include​ ​a​ ​number​ ​of process​ ​measures​ ​along​ ​with​ ​a​ ​targeted​ ​outcome​ ​measure,​ ​average​ ​final​ ​grade​ ​in​ ​courses​ ​tutored. Since​ ​2014,​ ​Tutoring​ ​has​ ​made​ ​a​ ​number​ ​of​ ​changes​ ​including​ ​implementing​ ​NetTutor,​ ​adding 68

Teaching​ ​Assistants​ ​in​ ​self-paced​ ​math​ ​courses,​ ​providing​ ​drop-in​ ​math​ ​tutoring​ ​and​ ​one-on-one content​ ​tutoring. ​ ​Data​ ​show​ ​improvement​​ ​(+.39)​ ​over​ ​the​ ​last​ ​four​ ​years.

For​ ​a​ ​complete​ ​review​ ​of​ ​retention​ ​and​ ​completion​ ​metrics,​ ​see​ ​2R2.

2I1:​ ​IMPROVEMENTS Recent​ ​improvements ●

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● ● ● ● ●

In​ ​2016,​ ​the​ ​College​ ​shifted​ ​its​ ​focus​ ​from​ ​enrollment​ ​management​​ ​to​ ​enrollment services​​ ​and​ ​reorganized​ ​departments​;​ ​Enrollment​ ​Services​ ​now​ ​includes​ ​Admissions, Records​ ​and​ ​Registration,​ ​and​ ​Financial​ ​Services​ ​and​ ​Financial​ ​Aid.​ ​There​ ​are​ ​four shared​ ​positions​ ​(three​ ​between​ ​Admissions​ ​and​ ​Financial​ ​Aid​ ​and​ ​one​ ​between​ ​Financial Services​ ​and​ ​Financial​ ​Aid) to​ ​emphasize​ ​increasing​ ​registration.​ ​Attention​ ​is​ ​now​ ​on​ ​the full​ ​interaction​ ​with​ ​the​ ​student​ ​from​ ​first​ ​contact​ ​through​ ​credential​ ​attainment: enrollment,​ ​retention,​ ​and​ ​completion. New​ ​placement​ ​process ​for​ ​math​ ​and​ ​English (1P4). Reduced​ ​the​ ​number​ ​of​ ​non-credit​ ​hours​ ​required​ ​of​ ​developmental​ ​English​ ​students. ENG​ ​107,​ ​the​ ​college​ ​success​ ​course,​ ​was​ ​combined​ ​with​ ​ENG​ ​97,​ ​our​ ​most​ ​basic developmental​ ​reading​ ​and​ ​writing​ ​course.​ ​This​ ​combination​ ​brings​ ​college​ ​success strategies​ ​to​ ​our​ ​most​ ​at-risk​ ​students​ ​while​ ​also​ ​giving​ ​them​ ​two​ ​100-level​ ​credits.​ ​ENG 99,​ ​our​ ​highest-level​ ​developmental​ ​course,​ ​was​ ​also​ ​reduced​ ​from​ ​6​ ​to​ ​3​ ​credits​ ​and​ ​then merged​ ​with​ ​ENG​ ​108,​ ​a​ ​three-credit,​ ​college-level​ ​critical​ ​reading​ ​course. Implemented​ ​the​ ​Academic​ ​Works​ ​Scholarship​ ​system. Many​ ​changes​ ​in​ ​orientation​ ​and​ ​enhancements​ ​to​ ​online​ ​registration. Implemented​ ​Recruit,​ ​MAP,​ ​and​ ​Plans. Launched​ ​the​ ​SOAR​ ​(Skills,​ ​Opportunity,​ ​Achievement,​ ​Reward)​ ​Pilot​ ​Program​​ ​to provide​ ​lifelong​ ​learning​ ​opportunities​ ​to​ ​students​ ​with​ ​cognitive​ ​or​ ​other​ ​disabilities. Added​ ​new​ ​dormitory.​​ ​Lack​ ​of​ ​affordable​ ​housing​ ​has​ ​been​ ​a​ ​consistent​ ​challenge​ ​in the​ ​area,​ ​and​ ​the​ ​2016​ ​Learner​ ​Engagement​ ​Survey​ ​results​ ​recommended​ ​improvements 69

to​ ​on-campus​ ​housing.​ ​Additionally,​ ​NMC’s​ ​growing​ ​international​ ​student​ ​population requires​ ​new​ ​dormitory​ ​space. ● Purchased​ ​2.8​ ​million​ ​dollars​ ​in​ ​technical​ ​and​ ​nursing​ ​program​ ​equipment upgrades​​ ​through​ ​a​ ​CSTEP​ ​Grant. In​ ​the​ ​next​ ​1-3​ ​years Improving​ ​analytics.​​ ​The​ ​College​ ​has​ ​purchased​ ​a​ ​new​ ​software​ ​tool​ ​for​ ​identifying​ ​key trends​ ​related​ ​to​ ​student​ ​success,​ ​predictive​ ​identification​ ​of​ ​student support​ ​needs, and evaluation​ ​of​ ​the​ ​efficacy​ ​of​ ​current​ ​interventions.​ ​Implementation​ ​began​ ​Fall​ ​2017; completion​ ​target​ ​is​ ​Spring​ ​2018. ● Building​ ​a​ ​new​ ​library​ ​and​ ​Innovation​ ​Center​​ ​to​ ​better​ ​meet​ ​student​ ​needs. Groundbreaking​ ​is​ ​targeted​ ​for​ ​May​ ​2018. ● Piloting​ ​a​ ​student​ ​food​ ​pantry​​ ​beginning​ ​Fall​ ​2017. ●

Sources ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

2.1​ ​Innovation​ ​Center​ ​Overview 2.1​ ​Preparing​ ​for​ ​Advising​ ​Form CIT​ ​Annual​ ​Plan​ ​FY18 Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​2017 Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​2017​ ​(page​ ​number​ ​6) Course​ ​Satisfaction Developmental​ ​Ed​ ​Success​ ​Metrics Graduate-Survey-Report-2017 Graduate-Survey-Report-2017​ ​(page​ ​number​ ​7) International​ ​Club​ ​webpage International​ ​Services​ ​and​ ​Service​ ​Learning​ ​webpage International​ ​Students​ ​webpage Learner​ ​Engagement​ ​Report​ ​2017 Learner​ ​Engagement​ ​Report​ ​2017​ ​(page​ ​number​ ​16) Learner​ ​Engagement​ ​Report​ ​2017​ ​(page​ ​number​ ​18) LibGuides​ ​webpage Military​ ​&​ ​Veterans​ ​Services​ ​webpage Perkins​ ​Core​ ​Indicator​ ​Comparison Student​ ​Groups​ ​webpage Student​ ​Services​ ​home​ ​webpage Student​ ​Success​ ​Center​ ​webpage Tutoring​ ​Metrics​ ​Summary Tutoring-Math​ ​Center​ ​webpage Window​ ​on​ ​the​ ​World​ ​webpage Writing​ ​Center​ ​webpage 70

2.2​ ​-​ ​Retention,​ ​Persistence,​ ​and​ ​Completion HLC​ ​Overview

Retention,​ ​Persistence​ ​and​ ​Completion​ ​focuses​ ​on​ ​the​ ​approach​ ​to​ ​collecting,​ ​analyzing​ ​and distributing​ ​data​ ​on​ ​retention,​ ​persistence​ ​and​ ​completion​ ​to​ ​stakeholders​ ​for​ ​decision​ ​making. The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Component​ ​4.C.​ ​in​ ​this​ ​section. 2P2:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​collecting,​ ​analyzing​ ​and​ ​distributing​ ​data​ ​on​ ​retention,​ ​persistence and​ ​completion.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the following: ● ● ● ● ●

Collecting​ ​student​ ​retention,​ ​persistence​ ​and​ ​completion​ ​data​ ​(4.C.2,​ ​4.C.4) Determining​ ​targets​ ​for​ ​student​ ​retention,​ ​persistence​ ​and​ ​completion​ ​(4.C.1,​ ​4.C.4) Analyzing​ ​information​ ​on​ ​student​ ​retention,​ ​persistence​ ​and​ ​completion Meeting​ ​targets​ ​for​ ​retention,​ ​persistence​ ​and​ ​completion​ ​(4.C.1) Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​retention,​ ​persistence​ ​and completion​ ​(4.C.4)

2R2:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​student​ ​retention,​ ​persistence​ ​and​ ​completion?​ ​The​ ​results​ ​presented should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​2P2.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared. These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

2I2:​ ​IMPROVEMENT Based​ ​on​ ​2R2,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?​ ​(4.C.3) NMC​ ​Responses

2P2:​ ​PROCESSES 2P2.1​ ​Collecting​ ​student​ ​retention,​ ​persistence​ ​and​ ​completion​ ​data​​ ​(4.C.2,​ ​4.C.4) NMC​ ​collects​ ​student​ ​retention,​ ​persistence,​ ​and​ ​completion​ ​data​ ​in​ ​its​ ​student​ ​information system,​ ​Banner.​ ​ To​ ​promote​ ​consistent​ ​longitudinal​ ​reporting​ ​methods,​ ​the​ ​Office​ ​of​ ​Research, Planning,​ ​&​ ​Effectiveness​ ​(ORPE)​ ​maintains​ ​detailed​ ​work​ ​instructions​ ​for​ ​each​ ​custom​ ​Banner 71

report.​ ​ORPE​ ​also​ ​develops​ ​and​ ​maintains​ ​work​ ​instructions​ ​for​ ​data​ ​collection​ ​through​ ​surveys and​ ​for​ ​reporting​ ​to​ ​governmental,​ ​benchmarking,​ ​and​ ​community​ ​stakeholders. ​(4.C.2,​ ​4.C.4) NMC​ ​conducts​ ​several​ ​internal​ ​surveys​ ​(e.g.,​ ​graduate,​ ​program​ ​evaluation)​ ​that​ ​serve​ ​as qualitative​ ​measures​ ​of​ ​student​ ​outcomes​ ​and​ ​progress.​ ​Qualitative​ ​measures​ ​complement​ ​the objective​ ​success​ ​metrics​ ​of​ ​the​ ​College​ ​and​ ​follow​ ​a ​survey​ ​process​ ​protocol​​ ​that​ ​assists in determining​ ​research​ ​priorities.​ ​ORPE​ ​collects​ ​data​ ​through​ ​electronically​ ​administered surveys​ ​and​ ​evaluations​ ​(e.g.,​ ​Survey​ ​Monkey,​ ​Evaluation​ ​Kit). ​ ​In​ ​some​ ​cases,​ ​phone​ ​follow-up is​ ​used​ ​to​ ​increase​ ​overall​ ​response​ ​rates.​ ​(​4.C.2,​ ​4.C.4) ORPE​ ​submits​ ​student​ ​success​ ​data​ ​annually​ ​to​ ​IPEDS,​ ​Perkins,​ ​the​ ​Voluntary​ ​Framework​ ​of Accountability ​(VFA),​ ​and​ ​others​ ​based​ ​upon​ ​each​ ​entity's​ ​definitions​ ​and​ ​guidelines. 2P2.2​ ​Determining​ ​targets​ ​for​ ​student​ ​retention,​ ​persistence​ ​and​ ​completion​​ ​(4.C.1,​ ​4.C.4) The​ ​College​ ​uses​ ​a​ ​variety​ ​of​ ​data​ ​including​ ​the​ ​Perkins​ ​Core​ ​Indicators,​ ​National​ ​Community College​ ​Benchmark​ ​Project​ ​(NCCBP),​ ​VFA,​ ​Governor’s​ ​Michigan​ ​Dashboard​ ​metrics​,​ ​and​ ​the Integrated​ ​Postsecondary​ ​Data​ ​System​ ​(IPEDS)​ ​benchmarks​,​ ​to​ ​assess​ ​how​ ​NMC​ ​is​ ​performing in​ ​relation​ ​to​ ​other​ ​institutions​ ​regionally​ ​and​ ​nationally. ​ ​A review​ ​of​ ​several​ ​metrics​ ​enables​ ​the College​ ​to​ ​establish​ ​concurrent​ ​validity. ​ (4.C.1,​ ​4.C.4) In​ ​determining​ ​which​ ​targets​ ​or​ ​benchmarks​ ​to​ ​choose,​ ​the​ ​College​ ​considers​ ​both​ ​strategic​ ​and operational​ ​benchmarks.​ ​ Strategic​ ​benchmarks​ ​provide​ ​the​ ​College​ ​with​ ​longer-term​ ​targets (completion​ ​rates,​ ​graduation​ ​rates)​ ​that​ ​support​ ​student​ ​success​ ​through​ ​the​ ​College’s​ ​strategic plan.​ ​ Operational​ ​benchmarks​ ​inform shorter-term​ ​strategies​ ​related​ ​to​ ​student​ ​success​ ​(e.g. department/program​ ​operational​ ​plans).​ ​ The​ ​PDCA​ ​cycle​ ​supports​ ​continuous​ ​improvement​ ​at the​ ​department/program​ ​level​ ​which​ ​aligns​ ​to​ ​strategic-level​ ​goals​ ​at​ ​the​ ​institutional​ ​level. (4.C.1) The​ ​College​ ​also​ ​considers​ ​the​ ​purpose​ ​of​ ​the​ ​analysis​ ​or​ ​data​ ​reporting​ ​as​ ​well​ ​as​ ​the​ ​number​ ​of colleges​ ​similar​ ​to​ ​NMC​ ​in​ ​budget-size​ ​and​ ​purposes​ ​to​ ​make​ ​peer​ ​comparisons​ ​useful.​ ​For example,​ ​NMC​ ​uses​ ​VFA​ ​and​ ​NCCBP​ ​benchmarks​ ​as​ ​their​ ​success​ ​definitions​ ​reflect​ ​the part-time​ ​enrollment​ ​of​ ​many​ ​community​ ​college​ ​students.(​4.C.4) In​ ​2015,​ ​the​ ​Michigan​ ​Community​ ​College​ ​Association​ ​(MCCA)​ ​approved​ ​a ​funding​ ​model which​ ​includes​ ​a​ ​completion​ ​component​ ​based​ ​on​ ​the​ ​proportionate​ ​share​ ​of​ ​completers,​ ​average rates​ ​of​ ​completion,​ ​and​ ​average​ ​improvement​ ​in​ ​average​ ​rates​ ​of​ ​completion​ ​using the ​Governor’s​ ​Dashboard​​ ​and​ ​IPEDS.​ ​ These​ ​metrics​ ​have​ ​a​ ​significant​ ​impact​ ​on​ ​funding​ ​for colleges,​ ​so​ ​having​ ​clear​ ​and​ ​attainable​ ​success​ ​metric​ ​goals​ ​is​ ​important. (​4.C.4)

Perkins​ ​Core​ ​Indicators​ provide​ ​six​ ​benchmarks​ ​related​ ​to​ ​core​ ​performance​ ​for​ ​Career​ ​and Technical​ ​Education​ ​(CTE)​ ​concentrators.​ ​ These​ ​external​ ​benchmarks​ ​established​ ​by​ ​Michigan for​ ​occupational​ ​programs​ ​allow​ ​NMC​ ​to​ ​compare​ ​success​ ​metrics​ ​with​ ​a​ ​comparable​ ​peer​ ​group of​ ​colleges. (​4.C.4) The ​NMC​ ​Board​ ​of​ ​Trustees​ ​(BoT)​ ​Level​ ​Strategic​ ​Goals​​ ​use​ ​eight​ ​metrics,​ ​externally benchmarked​ ​to​ ​NCCBP​ ​and​ ​VFA,​ ​to​ ​directly​ ​measure​ ​learner​ ​success​ ​in​ ​terms​ ​of​ ​persistence and​ ​completion.​ ​President’s​ ​Council​ ​(PC)​ ​reviews​ ​and​ ​determines​ ​annual​ ​targets​ ​each​ ​fall​ ​as​ ​part

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of​ ​the​ ​strategic-level​ ​planning​ ​process.​ ​ Targets​ ​are​ ​reviewed​ ​at​ ​the​ ​BoT​ ​strategic​ ​retreat,​ ​shared with​ ​college​ ​leaders,​ ​and​ ​then​ ​posted​ ​on​ ​the​ ​ORPE​ ​website.​ ​Targets​ ​are​ ​selected​ ​to​ ​be challenging​ ​yet​ ​attainable. Factors​ ​considered​ ​in​ ​determining​ ​targets​ ​include​ ​peer​ ​comparisons, historical​ ​data​ ​(including​ ​previous​ ​year​ ​goals),​ ​and​ ​state​ ​and​ ​national​ ​comparison​ ​information. For​ ​example,​ ​the​ ​college-level​ ​course​ ​completer​ ​success​ ​metric​ ​for​ ​the​ ​College​ ​in​ ​Fall​ ​2015​ ​was 85.6%,​ ​slightly​ ​below​ ​the​ ​BoT​ ​Level​ ​Strategic​ ​Goal​ ​target​ ​of​ ​85.6%,​ ​the​ ​75th​ ​percentile​ ​of​ ​the NCCBP​ ​three-year​ ​national​ ​average.​ ​Before​ ​the​ ​college​ ​considers​ ​benchmarking​ ​at​ ​the​ ​90th percentile​ ​(89.5%),​ ​it​ ​is​ ​necessary​ ​to​ ​reach​ ​the​ ​75th​ ​percentile,​ ​a​ ​challenging​ ​yet​ ​attainable goal. ​(4.C.1,​ ​4.C.4)​​ ​

Academic​ ​Program​ ​Review​ ​Data​​ ​use​ ​additional​ ​benchmarks​ ​that​ ​align​ ​with​ ​the​ ​four​ ​levels​ ​of evaluation​ ​of​ ​the​ ​annual​ ​program​ ​review​ ​process​ ​(described​ ​in​ ​detail​ ​in​ ​1P2​ ​and​ ​1P3).​ ​These additional​ ​benchmarks​ ​reflect​ ​a​ ​criterion-referenced​ ​framework​ ​which​ ​are​ ​primarily​ ​based​ ​on​ ​the three-year​ ​historical​ ​average​ ​of​ ​the​ ​College.​ ​ While​ ​external​ ​benchmarking​ ​provides​ ​a comparison​ ​of​ ​student​ ​success​ ​metrics​ ​to​ ​peer​ ​institutions,​ ​internal​ ​benchmarking​ ​allows​ ​NMC​ ​to directly​ ​compare​ ​our​ ​baseline​ ​benchmarks​ ​to​ ​new​ ​results​ ​in​ ​order​ ​to​ ​set​ ​new​ ​goals. ​(4.C.1,​ ​4.C.4) A​ ​summary​ ​of​ ​benchmark​ ​and​ ​target​ ​descriptions​ ​for​ ​completion​,​ ​retention​,​ ​and ​persistence identify​ ​the​ ​various​ ​state​ ​and​ ​national-level​ ​initiatives​ ​and​ ​agencies​ ​utilized​ ​by​ ​NMC. ​(4.C.1, 4.C.4) 2P2.3 Analyzing​ ​information​ ​on​ ​student​ ​retention,​ ​persistence​ ​and​ ​completion

A variety​ ​of​ ​methods​ ​are​ ​used​ ​to​ ​analyze​ ​student​ ​retention,​ ​persistence,​ ​and​ ​completion​ ​data extracted​ ​from​ ​Banner​ ​or​ ​the​ ​college​ ​data​ ​mart​ ​through​ ​custom​ ​reports.

ORPE​ ​uses​ ​statistical​ ​software​ ​as​ ​well​ ​as​ ​spreadsheets to​ ​analyze​ ​data​ ​through​ ​descriptive statistics​ ​(e.g.,​ ​identification​ ​of​ ​trends)​ ​and​ ​inferential​ ​statistics​ ​(e.g.,​ ​forecasting,​ ​decision​ ​trees, hypothesis​ ​testing,​ ​regression,​ ​and​ ​predictive​ ​analytics). ​ ​For​ ​example,​ ​decision​ ​tree​ ​analysis guided​ ​student​ ​placement​ ​into​ ​appropriate-level​ ​English​ ​courses​ ​based​ ​primarily​ ​on​ ​high​ ​school GPA​.​ ​Once​ ​data​ ​are​ ​analyzed,​ ​findings​ ​are​ ​shared​ ​and​ ​presented​ ​in​ ​a​ ​mode​ ​(e.g.,​ ​executive report,​ ​dashboard)​ ​that​ ​best​ ​meets​ ​the​ ​needs​ ​of​ ​the​ ​stakeholder.​ ​Metrics​ ​and​ ​results​ ​are​ ​then shared​ ​with​ ​NMC​ ​faculty​ ​and​ ​staff​ ​on​ ​the​ ​ORPE​ ​intranet​ ​site.​ ​ This​ ​sharing​ ​not​ ​only​ ​provides access,​ ​but​ ​it​ ​gives​ ​faculty​ ​and​ ​staff​ ​an​ ​opportunity​ ​to​ ​raise​ ​additional​ ​questions​ ​for​ ​analysis. Program​ ​retention,​ ​persistence,​ ​and​ ​completion​ ​data​ ​are​ ​analyzed​ ​each​ ​year​ ​by​ ​faculty​ ​and administrators​ ​(e.g.,​ ​academic​ ​chairs,​ ​department​ ​heads). ​ ​Current​ ​and​ ​three-year​ ​trends​ ​are provided​ ​to​ ​academic​ ​departments​ ​to​ ​share​ ​with​ ​their​ ​respective​ ​advisory​ ​committees​ ​to​ ​use​ ​in the​ ​program​ ​review​ ​process​ ​of​ ​continuous​ ​improvement​ ​(1.3). In​ ​addition​ ​to​ ​annual​ ​planning,​ ​Enrollment​ ​and​ ​Student​ ​Services​ ​leaders​ ​check​ ​statistics​ ​daily through​ ​custom​ ​reports​ ​or​ ​the​ ​Digital​ ​Dashboard​. ​ ​The​ ​entire​ ​group​ ​reviews​ ​enrollment​ ​and retention​ ​data​ ​at​ ​joint​ ​meetings​ ​every​ ​other​ ​week. ​ ​Areas​ ​adjust​ ​strategies​ ​based​ ​on​ ​these analyses.

​2P2.4​ ​Meeting​ ​targets​ ​for​ ​retention,​ ​persistence​ ​and​ ​completion​​ ​(4.C.1)​For​ ​example,​ ​if​ ​data indicate​ ​that​ ​a​ ​number​ ​of​ ​students​ ​have​ ​not​ ​yet​ ​registered,​ ​staff​ ​implement​ ​a​ ​targeted​ ​outreach effort​ ​to​ ​help​ ​these​ ​students​ ​register​ ​for​ ​the​ ​next​ ​semester. NMC​ ​develops​ ​initiatives​ ​such​ ​as​ ​Guided​ ​Pathways​ ​to​ ​positively​ ​impact​ ​student​ ​retention, persistence,​ ​and​ ​completion​ ​to​ ​meet​ ​strategic​ ​and​ ​operational​ ​goals​ ​(BoT​ ​Level​ ​Strategic​ ​Goal

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B1​).​ ​Course-level​ ​persistence​ ​and​ ​completer​ ​success​ ​targets​ ​are​ ​based​ ​on​ ​the​ ​NCCBP​ ​three-year national​ ​average​ ​of​ ​community​ ​colleges​ ​at​ ​the​ ​75th​ ​percentile.​ ​Institutional-level​ ​persistence​ ​and retention​ ​targets​ ​are​ ​based​ ​on​ ​VFA​ ​college​ ​averages. ​ ​For​ ​the​ ​past​ ​three​ ​years,​ ​NMC​ ​has​ ​met​ ​or exceeded​ ​nearly​ ​all​ ​BoT​ ​Strategic​ ​Goal targets;​ ​exceptions​ ​were​ ​"Transfer​ ​Rate"​ ​and​ ​"Total Completion/Transfer​ ​rates​ ​within​ ​six​ ​years"​ ​in​ ​Fall​ ​2016.​ ​(4.C.1) The​ ​use​ ​of​ ​performance​ ​indicators,​ ​produced​ ​for ​Perkins​​ ​requirements,​ ​NCCBP​ ​reporting,​ ​and for​ ​internal​ ​use,​ ​allows​ ​continuous​ ​improvement​ ​at​ ​the​ ​program​ ​level​ ​in​ ​annual​ ​planning.​ ​After reviewing​ ​and​ ​analyzing​ ​data,​ ​the​ ​results​ ​are​ ​shared​ ​with​ ​respective​ ​stakeholders​ ​following​ ​a reporting​ ​process​ ​protocol​.​ ​ In​ ​collaboration​ ​with​ ​various​ ​campus​ ​groups,​ ​college​ ​leaders​ ​make informed​ ​decisions​ ​that​ ​align​ ​with​ ​the​ ​strategic​ ​directions​ ​of​ ​the​ ​College​ ​as​ ​ways​ ​to​ ​meet established​ ​targets.​ ​(​4.C.2;​ ​4.C.3) 2P2.5​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​retention,​ ​persistence​ ​and completion​​ ​(4.C.4)

The​ ​College​ ​uses​ ​the ​PDCA​ ​model​​ ​to​ ​assess​ ​retention,​ ​persistence,​ ​and​ ​completion.​ ​ To​ ​support data-driven​ ​decisions​ ​regarding​ ​success​ ​metrics,​ ​ORPE​ ​provides​ ​consultation,​ ​evidence-based resources​ ​(e.g.,​ ​EAB​),​ ​and​ ​professional​ ​development​ ​training​ ​to​ ​individuals​ ​or​ ​department teams. ​ ​Additionally,​ ​ORPE​ ​identifies​ ​evidence-based​ ​practices​ ​in​ ​data​ ​collection​ ​and​ ​analysis through​ ​active​ ​memberships​ ​in​ ​national​ ​and​ ​regional​ ​symposiums​ ​or​ ​conferences​ ​(e.g., Association​ ​of​ ​Institutional​ ​Research,​ ​EAB,​ ​HLC)​ ​and​ ​professional​ ​organizations​ ​(e.g.,​ ​Michigan Community​ ​College​ ​Data​ ​and​ ​Evaluation​ ​Committee,​ ​Michigan​ ​Community​ ​College Collaborative​ ​for​ ​Accountability,​ ​Research,​ ​and​ ​Effectiveness). ​ ​ORPE​ ​then​ ​shares​ ​relevant evidence-based​ ​practices​ ​and​ ​emerging​ ​trends​ ​in​ ​data​ ​collection​ ​and​ ​analysis​ ​with​ ​the​ ​College. (4.C.3;​ ​4.C.4) A​ ​tool,​ ​method,​ ​or​ ​instrument​ ​is​ ​selected​ ​based​ ​on​ ​its​ ​ability​ ​to​ ​address​ ​the​ ​research​ ​question.​ ​ Operational​ ​definitions,​ ​cohorts,​ ​and​ ​targets​ ​are​ ​critical​ ​to​ ​the​ ​development​ ​of​ ​meaningful retention,​ ​persistence,​ ​and​ ​completion​ ​outcomes. ​ ​Data​ ​and​ ​tables​ ​within​ ​internal​ ​databases​ ​and tools​ ​such​ ​as​ ​statistical​ ​packages,​ ​MS​ ​Excel,​ ​and​ ​Access,​ ​all​ ​support​ ​efforts​ ​for​ ​staff​ ​to​ ​analyze data.​ ​Additionally,​ ​NMC​ ​has​ ​been​ ​increasingly​ ​using​ ​tracking​ ​tools​ ​from​ ​the​ ​National​ ​Student Clearinghouse​ ​(NSC)​ ​to​ ​determine​ ​subsequent​ ​student​ ​enrollment​ ​and​ ​credential​ ​attainment​ ​after transfer​ ​from​ ​NMC.​ ​(4.C.4)​ To​ ​collect​ ​qualitative​ ​data,​ ​ORPE​ ​distributes​ ​internal​ ​surveys​ ​(e.g.,​ ​transfer,​ ​withdrawal, graduate),​ ​to​ ​gather​ ​more​ ​complete​ ​information​ ​about​ ​students'​ ​graduation​ ​and​ ​transfer experiences​ ​and​ ​to​ ​help​ ​identify​ ​possible​ ​barriers​ ​to​ ​non-completions. ​ ​For​ ​example,​ ​course​ ​and program​ ​evaluations​ ​by​ ​students​ ​measure​ ​satisfaction​ ​in​ ​programs. ​ ​Results​ ​provide​ ​instructors and​ ​academic​ ​administrators​ ​with​ ​information​ ​to​ ​take​ ​action​ ​within​ ​the​ ​classroom​ ​and​ ​increase probability​ ​of​ ​student​ ​success. ​ ​Student withdrawal​ ​survey​ ​results​ ​are​ ​distributed​ ​regularly​ ​to​ ​the Education​ ​Services​ ​Management​ ​Team​ ​and​ ​Enrollment​ ​Services​ ​staff​ ​for​ ​review. ​ ​Student response​ ​data​ ​is​ ​also​ ​aggregated​ ​in​ ​a​ ​final​ ​report. ​ ​ The Learner​ ​Engagement​ ​Survey​ ​provides information​ ​related​ ​to​ ​programs​ ​and​ ​services​ ​which​ ​can​ ​affect​ ​student​ ​success. ​(4.C.4) NMC​ ​uses​ ​many​ ​federal​ ​or​ ​state​ ​mandated​ ​student​ ​success​ ​metrics​ ​(e.g.,​ ​IPEDS,​ ​Perkins); however,​ ​the​ ​college​ ​also​ ​uses​ ​success​ ​metrics​ ​from​ ​initiatives​ ​that​ ​provide​ ​more​ ​suitable comparison​ ​for​ ​community​ ​colleges​ ​(2P2.2).​ ​ At​ ​the​ ​course​ ​level, ​persistence​ ​metrics​​ ​are benchmarked​ ​with​ ​the​ ​NCCBP​ ​at​ ​the​ ​75th​ ​percentile. ​ ​Occupational​ ​program​ ​areas​ ​use ​Perkins

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Core​ ​Indicators​​ ​in​ ​their​ ​program​ ​review​ ​to​ ​set​ ​action​ ​plans​ ​for​ ​the​ ​upcoming​ ​year. ​ ​Institutional retention,​ ​persistence,​ ​and​ ​completion​ ​rates​ ​measure​ ​progress​ ​on​ ​the ​BoT​ ​Level​ ​Strategic​ ​Goals​. While​ ​NMC​ ​has​ ​little​ ​to​ ​no​ ​input​ ​as​ ​to​ ​how​ ​many​ ​of​ ​these​ ​national​ ​metrics​ ​are​ ​defined​ ​or reported,​ ​the​ ​College​ ​benefits​ ​by​ ​using​ ​them​ ​to​ ​monitor​ ​retention,​ ​persistence,​ ​and​ ​completion for​ ​national​ ​and​ ​state​ ​peer​ ​college benchmarks​ ​and​ ​evaluate​ ​longitudinal​ ​data. ​(4.C.4)

2R2:​ ​RESULTS The​ ​College​ ​uses​ ​multiple​ ​metrics​ ​to​ ​inform​ ​decision-making.​ ​ Results​ ​are​ ​collected​ ​for​ ​student retention​,​ ​persistence​,​ ​and​ ​completion​. ​ ​ NMC’s​ ​BoT​ ​Level​ ​strategic​ ​performance​ ​indicator​​ ​results​ ​show​ ​a​ ​mostly​ ​positive​ ​trending​ ​over the​ ​past​ ​three​ ​years​ ​compared​ ​to​ ​external​ ​benchmarks.​ ​ Most​ ​recently,​ ​course-level​ ​completion, completion/graduation,​ ​fall-to-next​ ​term​ ​persistence,​ ​and​ ​fall-to-fall​ ​retention​ ​rates​ ​at​ ​NMC​ ​were higher​ ​than​ ​comparative​ ​external​ ​benchmarks.​ ​ The​ ​college-level​ ​course​ ​completer​ ​success metric​ ​for​ ​the​ ​college​ ​in​ ​Fall​ ​2015​ ​was​ ​85.6%,​ ​slightly​ ​below​ ​the​ ​target.​ ​ The​ ​BoT​ ​level​ ​strategic goal​ ​for​ ​this​ ​target​ ​was​ ​set​ ​to​ ​the​ ​75th​ ​percentile​ ​(86.8%)​ ​of​ ​the​ ​NCCBP​ ​three-year​ ​national average​ ​of​ ​community​ ​colleges.​ ​ PC​ ​will​ ​review​ ​and​ ​use​ ​this​ ​information​ ​to​ ​recommend​ ​annual targets​ ​for​ ​2018​ ​to​ ​Board​ ​members​ ​at​ ​their​ ​semi-annual​ ​strategic​ ​study​ ​session.​ ​

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Additional​ ​Completion​ ​Results

IPEDS​ ​data​ ​is​ ​a​ ​significant​ ​metric​ ​used​ ​in​ ​the​ ​State’s​ ​performance​ ​funding​ ​model.​ ​A ​comparison​ using​ ​IPEDS​ ​six-year​ ​awards​ ​data​ ​shows​ ​that​ ​NMC’s​ ​rate​ ​is​ ​lower​ ​compared​ ​to​ ​the​ ​IPEDS cohort​ ​(-2.1%).​ ​ To​ ​complement​ ​IPEDS​ ​graduation​ ​data,​ ​NMC​ ​also​ ​uses​ ​VFA​ ​data. ​ ​Compared to​ ​the​ ​VFA​ ​cohort,​ ​a​ ​higher​ ​percentage​ ​of​ ​NMC​ ​students​ ​received​ ​more​ ​awards​ ​for​ ​both​ ​the​ ​main and​ ​credential-seeking​ ​cohorts,​ ​while​ ​first-time-college-students​ ​(FTIC)​ ​received​ ​slightly​ ​less awards​ ​(-0.6%).​ ​ To​ ​understand​ ​the​ ​lower​ ​award​ ​attainment​ ​of​ ​FTIC​ ​students,​ ​the​ ​application item​ ​related​ ​to​ ​student​ ​disclosure​ ​of​ ​FTIC​ ​was​ ​reviewed​ ​to​ ​ensure​ ​validity​ ​of​ ​the​ ​FTIC​ ​definition. As​ ​a​ ​result,​ ​a​ ​change​ ​was​ ​made​ ​to​ ​this​ ​item​ ​on​ ​the​ ​college​ ​application​ ​in​ ​the​ ​spring​ ​2017​ ​term. Subsequent​ ​FTIC​ ​student​ ​metrics​ ​will​ ​continue​ ​to​ ​be​ ​monitored​ ​in​ ​order​ ​to​ ​determine​ ​if additional​ ​initiatives​ ​focused​ ​on​ ​student​ ​success​ ​with​ ​FTIC​ ​are​ ​needed. As​ ​an​ ​internal​ ​comparison,​ ​while​ ​2016​ ​course-level​ ​completion​ ​(+0.1%)​ ​and​ ​fall-to-next​ ​term persistence​ ​(+3.7%)​ ​were​ ​higher​ ​compared​ ​to​ ​results​ ​from​ ​2015,​ ​completion/graduation​ ​(-1.7%) and​ ​fall-to-fall​ ​retention​ ​(-0.8%)​ ​rates​ ​decreased.​ ​ In​ ​this​ ​context,​ ​it​ ​is​ ​expected​ ​that​ ​when​ ​course completion​ ​increases,​ ​students​ ​may​ ​be​ ​more​ ​likely​ ​to​ ​persist​ ​into​ ​the​ ​next​ ​term.

Additional​ ​Retention​ ​Data

The ​Governor’s​ ​Dashboard​​ ​metrics​ ​allow​ ​NMC​ ​to​ ​track​ ​and​ ​compare​ ​fall-to-next​ ​term persistence and​ ​six-year​ ​completion/transfer​ ​success​ ​rates.​ ​ Fall-to-next-term persistence​ ​rates​ ​for NMC​ ​have​ ​historically​ ​been​ ​above​ ​the​ ​State​ ​average.

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This​ ​is​ ​also​ ​true​ ​when​ ​comparing​ ​NMC​ ​to​ ​the​ ​NCCBP​ ​75th​ ​percentile​ ​and​ ​to ​VFA​ ​metrics​​ ​for both​ ​fall-to-next​ ​term​ ​and​ ​fall-to-fall​ ​retention.​ ​Comparatively,​ ​NMC​ ​exceeds​ ​external​ ​targets. NMC's​ ​internal​ ​metric​ ​outcomes​ ​remain​ ​relatively​ ​stable.​ ​The​ ​most​ ​notable​ ​increase​ ​occurred within​ ​the​ ​credential-seeking​ ​cohort​ ​over​ ​the​ ​past​ ​three​ ​years​ ​(+4%).​ ​ Decreases​ ​in​ ​term​ ​retention were​ ​observed​ ​for​ ​the​ ​main​ ​cohort​ ​and​ ​FTIC​ ​students​ ​(-2%​ ​and​ ​-2.2%,​ ​respectively).​ ​ As mentioned​ ​previously,​ ​a​ ​change​ ​in​ ​the​ ​application​ ​items​ ​related​ ​to​ ​FTIC​ ​was​ ​changed​ ​in​ ​Spring 2017.​ ​ NMC​ ​will​ ​continue​ ​to​ ​monitor​ ​results​ ​for​ ​this​ ​cohort.​ ​Because​ ​the​ ​main​ ​cohort​ ​includes FTIC​ ​students,​ ​it​ ​is​ ​likely​ ​that​ ​the​ ​FTIC​ ​cohort​ ​rates​ ​are​ ​negatively​ ​affecting​ ​the​ ​overall​ ​rates.​ ​

Perkins​ ​Core​ ​Indicators

NMC​ ​has​ ​consistently​ ​met​ ​or​ ​exceeded​ ​Perkins​​ ​targets​ ​for​ ​all​ ​metrics​ ​except​ ​for​ ​Certificate, Credential,​ ​or​ ​Degree​ ​(2P1)​ ​which​ ​was​ ​0.96%​ ​below​ ​the​ ​State​ ​Target​ ​in​ ​2013-14.​ ​ Since​ ​that time,​ ​NMC​ ​has​ ​exceeded​ ​this​ ​target​ ​by​ ​4.91%​ ​and​ ​7.2%​ ​in​ ​2014-15​ ​and​ ​2015-16,​ ​respectively. For​ ​NMC’s​ ​non-traditional​ ​student​ ​population,​ ​NMC​ ​has​ ​significantly​ ​exceeded​ ​the​ ​State​ ​Target for​ ​the​ ​most​ ​recent​ ​reporting​ ​years.​ ​Compared​ ​to​ ​the​ ​average​ ​State​ ​Achieved,​ ​the​ ​college​ ​has​ ​also consistently​ ​met​ ​or​ ​exceeded​ ​rates​ ​for​ ​all​ ​metrics​ ​with​ ​few​ ​exceptions:​ ​for​ ​2013-14,​ ​NMC​ ​was lower​ ​for​ ​2P1​ ​(-6.57%)​ ​and​ ​4P1​ ​(-0.55%);​ ​for​ ​2014-15,​ ​NMC​ ​was​ ​lower​ ​for​ ​3P1​ ​(-1.92%).​ ​NMC will​ ​continue​ ​to​ ​monitor​ ​and​ ​evaluate​ ​NMC​ ​metrics​ ​when​ ​compared​ ​to​ ​the​ ​State​ ​Target​ ​and average​ ​State​ ​Achieved​ ​rates. ​ ​(See​ ​next​ ​page.)

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Survey​ ​Data

The ​Learner​ ​Engagement​ ​Survey​​ ​provides​ ​information​ ​related​ ​to​ ​student​ ​success.​ ​ For​ ​example, the​ ​rating​ ​for​ ​academic​ ​advising​ ​in​ ​2017​ ​increased​ ​by​ ​6%​ ​from​ ​2016​ ​while​ ​satisfaction​ ​with​ ​the Writing​ ​and​ ​Reading​ ​Center​ ​decreased​ ​by​ ​1%.​ ​ Both​ ​academic​ ​advising​ ​and​ ​assistance​ ​provided through​ ​the​ ​Writing​ ​and​ ​Reading​ ​Center​ ​correspond​ ​to​ ​student​ ​success. ​ ​ The​ ​LE​ ​Survey provides​ ​a​ ​comparison​ ​of​ ​internal​ ​results​ ​from​ ​previous​ ​years​ ​as​ ​well​ ​as​ ​an​ ​internal​ ​target​ ​based on​ ​the​ ​most​ ​recent​ ​two-or-three​ ​year​ ​averages. ​ ​Because​ ​the​ ​College​ ​distributes​ ​an​ ​NMC-specific survey,​ ​items​ ​are​ ​not​ ​externally​ ​benchmarked.

Course​ ​and​ ​Program​ ​Evaluation​ results​ ​indicate​ ​that​ ​student​ ​satisfaction​ ​with​ ​quality​ ​of​ ​programs has​ ​exceeded​ ​the​ ​target​ ​the​ ​last​ ​three​ ​years,​ ​but​ ​that​ ​quality​ ​of​ ​instruction​ ​and​ ​course,​ ​though trending​ ​upward,​ ​have​ ​been​ ​below​ ​target​ ​over​ ​the​ ​past​ ​three​ ​years. The​ ​2017 ​Withdrawal​ ​Survey​​ ​results​ ​indicate​ ​that​ ​the​ ​majority​ ​of​ ​students​ ​withdrew​ ​due​ ​to work/life/school​ ​balance. ​ ​More​ ​than​ ​half​ ​indicated​ ​that​ ​there​ ​was​ ​nothing​ ​that​ ​the​ ​College​ ​could have​ ​done​ ​to​ ​keep​ ​them​ ​enrolled. ​ ​Others​ ​provided​ ​feedback​ ​that​ ​the​ ​class​ ​format/time​ ​did​ ​not work,​ ​course​ ​was​ ​too​ ​difficult,​ ​tutoring​ ​was​ ​needed,​ ​or​ ​different​ ​faculty​ ​was​ ​needed. Survey​ ​data​ ​from​ ​all​ ​sources​ ​is​ ​used​ ​by​ ​faculty,​ ​academic/administrative​ ​leaders​ ​at​ ​the​ ​course, program,​ ​or​ ​service​ ​area​ ​level​ ​to​ ​make​ ​improvements​ ​(2I1,​ ​2I2). ​ ​(4.C.3)

2I2:​ ​IMPROVEMENTS​ ​(4.C.3) Guided​ ​Pathways

In​ ​Spring​ ​2015,​ ​NMC ​applied​​ ​and​ ​was​ ​selected​ ​as​ ​a​ ​member​ ​in​ ​the​ ​first​ ​cohort​ ​of​ ​the​ ​Michigan Center​ ​for​ ​Student​ ​Success​ ​(MCSS,​ ​part​ ​of​ ​MCCA)​ ​in​ ​the​ ​Michigan​ ​Guided​ ​Pathways​ ​(GP) Project.​ ​Selection​ ​was​ ​based​ ​on​ ​NMC's ​self-assessment​ identifying​ ​opportunities​ ​for improvement. ​ ​The​ ​GP​ ​has​ ​provided​ ​the​ ​College​ ​with​ ​a​ ​strategic​ ​opportunity​ ​to​ ​share​ ​strengths with​ ​other​ ​cohort​ ​members​ ​as​ ​well​ ​as​ ​to​ ​learn​ ​from​ ​MCSS​ ​leaders​ ​and​ ​GP​ ​members. ​(4.C.3)​ After​ ​reviewing​ ​internal​ ​success​ ​metrics,​ ​a​ ​steering​ ​committee​ ​was​ ​established​ ​that​ ​began​ ​to address​ ​different​ ​aspects​ ​of​ ​Guided​ ​Pathways​​ ​and​ ​to​ ​focus​ ​on​ ​efforts​ ​to​ ​increase​ ​student retention,​ ​persistence,​ ​and​ ​completion.​ ​Progress​ ​to​ ​date: ● ● ● ●

Identified​ ​Meta​ ​majors​ ​to​ ​help​ ​guide​ ​students​ ​on​ ​programs​ ​and​ ​careers. Established​ ​model​ ​schedules​ ​for​ ​all​ ​degree​ ​programs. Implemented​ ​My​ ​Academic​ ​Plan​ ​(DegreeWorks). Integrated​ ​developmental​ ​education​ ​as​ ​co-requisites​ ​in​ ​English​ ​courses.

Next​ ​steps​ ​include: Implement​ ​new​ ​software​ ​analytics​ ​to​ ​identify​ ​key​ ​trends​ ​related​ ​to​ ​student​ ​success, predictive​ ​identification​ ​of​ ​students​ ​who​ ​need​ ​additional​ ​support,​ ​evaluation​ ​of​ ​efficacy of​ ​current​ ​interventions.​ ​Completion​ ​target​ ​is​ ​Spring​ ​2018. ● Review​ ​course​ ​sequencing​ ​and​ ​selection​ ​based​ ​on​ ​analysis​ ​of​ ​course​ ​maps​ ​and​ ​plans. ●

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Identify​ ​gateway​ ​courses​ ​for​ ​each​ ​program​ ​and​ ​determine​ ​appropriate​ ​student​ ​services.

Course​ ​Evaluations

Student​ ​satisfaction​ ​with​ ​quality​ ​of​ ​instruction​ ​and​ ​course​ ​as​ ​rated​ ​on​ ​course​ ​evaluations​ ​has been​ ​relatively​ ​stagnant​ ​over​ ​the​ ​past​ ​five​ ​years​ ​with​ ​the​ ​average​ ​ratings​ ​of​ ​81%​ ​and​ ​82%, respectively. ​ ​Reviewing​ ​the​ ​data,​ ​ORPE​ ​noted​ ​that​ ​the​ ​highest​ ​course​ ​evaluation​ ​response​ ​rate (35%)​ ​occurred​ ​in​ ​Fall​ ​2013.​ ​ Additionally,​ ​given​ ​the​ ​lengthy​ ​processing​ ​time,​ ​instructors​ ​were not​ ​able​ ​to​ ​receive​ ​results​ ​of​ ​the​ ​course​ ​evaluations​ ​until​ ​the​ ​middle​ ​of​ ​the​ ​next​ ​semester,​ ​well after​ ​course​ ​planning​ ​occurs. ​ ​ORPE​ ​worked​ ​with​ ​Educational​ ​Media​ ​Technology​ ​to​ ​research options​ ​for​ ​addressing these​ ​issues,​ ​and​ ​in​ ​Fall​ ​2016,​ ​NMC​ ​began​ ​using​ ​a​ ​new​ ​course​ ​evaluation software​ ​product,​ ​Evaluation​ ​Kit​ ​(EK). ​ ​Because​ ​EK​ ​interfaces​ ​with​ ​the​ ​College​ ​learning management​ ​system,​ ​Moodle,​ ​survey​ ​distribution​ ​is​ ​easier,​ ​students​ ​receive​ ​pop-up​ ​reminders, and​ ​faculty​ ​can​ ​access​ ​results​ ​as​ ​soon​ ​as​ ​they​ ​submit​ ​final​ ​grades. ​ ​As​ ​result,​ ​the​ ​course evaluation​ ​response​ ​rates​ ​have​ ​gradually​ ​increased. ​ ​(4.C.3)​ ​ ​The ​overall​ ​response​ ​rate​​ ​for​ ​Spring 2017​ ​reached​ ​55%.​ ​ The​ ​College​ ​will​ ​continue​ ​to​ ​use​ ​the​ ​PDCA​ ​model​ ​to​ ​improve​ ​response rates.​ ​Although​ ​qualitative​ ​in​ ​nature,​ ​student​ ​feedback​ ​is​ ​a​ ​significant​ ​source​ ​of​ ​information​ ​that faculty​ ​and​ ​administration​ ​can​ ​use​ ​to​ ​improve​ ​student​ ​retention,​ ​persistence,​ ​and​ ​completion​ ​at the​ ​course​ ​level.​ ​ Department/Program​ ​Improvements

Departments​ ​use ​operational​ ​plan​ ​results​​ ​to​ ​make​ ​improvements​ ​as​ ​well.​ ​For​ ​example,​ ​Computer Information​ ​Technology​ ​(CIT)​ ​recently​ ​began​ ​to​ ​promote​ ​area-related​ ​activities​ ​and​ ​events​ ​to develop​ ​a​ ​sense​ ​of​ ​cohesion​ ​or​ ​belonging​ ​for​ ​students​ ​through​ ​various​ ​initiatives.​ ​Previous research​ ​initiated​ ​through​ ​Guided​ ​Pathways​ ​found​ ​that​ ​sense​ ​of​ ​belonging​ ​is​ ​a​ ​significant,​ ​if​ ​not the​ ​most​ ​important,​ ​non-cognitive​ ​factor​ ​relating​ ​to​ ​student​ ​retention.​ ​ CIT​ ​created​ ​various students​ ​groups​ ​and​ ​developed​ ​a​ ​social​ ​media​ ​presence​ ​to​ ​provide​ ​opportunities​ ​for​ ​current students​ ​as​ ​well​ ​as​ ​recent​ ​alums.​ ​CIT​ ​is​ ​also​ ​integrating​ ​additional​ ​collaborative​ ​active​ ​learning projects​ ​in​ ​the​ ​classroom​ ​and​ ​is​ ​considering​ ​adding​ ​a​ ​boot​ ​camp.​ ​Using​ ​the​ ​PDCA​ ​model,​ ​the department​ ​will​ ​continue​ ​to​ ​refine​ ​data​ ​collection​ ​in​ ​order​ ​to​ ​more​ ​clearly​ ​and​ ​accurately​ ​refine targets/goals.​ ​(4.C.3)​​ ​ Sources ● ● ● ● ● ● ● ● ● ●

Academic​ ​Program​ ​Review​ ​Data-Intranet​ ​page BOT-Level-Strategic-Goals-FY16 CIT​ ​2017​ ​Activities-Events CIT​ ​Annual​ ​Plan​ ​FY18 Completion​ ​Metrics-Descriptions Completion​ ​Results Continuous​ ​Quality​ ​Improvement​ ​Overview Course​ ​Evaluation​ ​-​ ​Longitudinal​ ​Response​ ​Rates Digital​ ​Dashboard​ ​home EAB-webpage 80

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English​ ​Placement​ ​flowchart Enhancing​ ​Dev-Ed​ ​Action​ ​Project-Final-Report Governors​ ​Metrics​ ​Dashboard GP​ ​Application​ ​Letter GP​ ​Self-Assessment Guided​ ​Pathways​ ​Report​ ​2017 IE​ ​Category​ ​1​ ​Results IPEDS​ ​Data​ ​Report​ ​2016 IPEDS-VFA​ ​Comparison Learner​ ​Engagement​ ​Report​ ​2017 MCCA​ ​Funding​ ​Model​ ​2016 Perkins​ ​Core​ ​Indicator​ ​Data​ ​2013-16 Persistence​ ​Metrics-descriptions Persistence​ ​Results Reporting​ ​Protocol Retention​ ​Metrics-descriptions Retention​ ​Results Success​ ​Metrics-Developmental​ ​Courses Survey​ ​Protocol Transfer​ ​Survey​ ​Report​ ​2015 Transfer​ ​Survey​ ​Report​ ​2015​ ​(page​ ​number​ ​6) VFA​ ​Fall-Spring​ ​Retention VFA​ ​Outcomes​ ​Internal​ ​Report​ ​2016-17 Withdrawal​ ​Report​ ​Spring​ ​2017

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2.3​ ​-​ ​Key​ ​Stakeholder​ ​Needs HLC​ ​Overview

Key​ ​Stakeholder​ ​Needs​ ​focuses​ ​on​ ​determining,​ ​understanding​ ​and​ ​meeting​ ​needs​ ​of​ ​key stakeholder​ ​groups,​ ​including​ ​alumni​ ​and​ ​community​ ​partners.

2P3:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​serving​ ​the​ ​needs​ ​of​ ​key​ ​external​ ​stakeholder​ ​groups.​ ​This​ ​includes, but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ● ● ●

Determining​ ​key​ ​external​ ​stakeholder​ ​groups​ ​(e.g.,​ ​alumni,​ ​employers,​ ​community) Determining​ ​new​ ​stakeholders​ ​to​ ​target​ ​for​ ​services​ ​or​ ​partnership Meeting​ ​the​ ​changing​ ​needs​ ​of​ ​key​ ​stakeholders Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​key​ ​stakeholder​ ​needs Assessing​ ​the​ ​degree​ ​to​ ​which​ ​key​ ​stakeholder​ ​needs​ ​are​ ​met

2R3:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​key​ ​stakeholder​ ​needs​ ​are​ ​being​ ​met?​ ​The​ ​results presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​2P3.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

2I3:​ ​IMPROVEMENT Based​ ​on​ ​2R3,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

2P3:​ ​PROCESSES

2P3.1​ ​Determining​ ​key​ ​external​ ​stakeholder​ ​groups​ ​(e.g.,​ ​alumni,​ ​employers,​ ​community)

NMC​ ​recognizes​ ​a​ ​number​ ​of​ ​external​ ​stakeholders--people​ ​or​ ​entities​ ​that​ ​have​ ​a​ ​vested​ ​interest in​ ​the​ ​welfare​ ​and​ ​success​ ​of​ ​the​ ​College​ ​and​ ​its​ ​learners: Businesses,​ ​employers​ ​who​ ​hire​ ​our​ ​students​.​ ​Employer​ ​stakeholders​ ​(local,​ ​regional, state-wide,​ ​or​ ​national)​ ​vary​ ​by​ ​program. ● Internship​ ​placement​ ​sites ● University​ ​Center​ ​partners​ ​and​ ​other​ ​receiving​ ​institutions ●

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The​ ​community.​​ ​The​ ​geographic​ ​boundary​ ​of​ ​NMC’s​ ​“community,”​ ​has​ ​evolved​ ​over the​ ​years.​ ​As​ ​with​ ​employers,​ ​each​ ​program​ ​has​ ​its​ ​own​ ​community​ ​of​ ​prospective students,​ ​their​ ​families,​ ​businesses,​ ​and​ ​other​ ​organizations​ ​who​ ​may​ ​benefit​ ​from,​ ​and are​ ​thus​ ​vested​ ​in,​ ​our​ ​success. o Primarily​ ​regional:​ ​liberal​ ​arts​ ​programs,​ ​health​ ​occupations o All​ ​of​ ​northern​ ​Michigan:​ ​technical​ ​programs,​ ​manufacturing,​ ​agriculture o National:​ ​freshwater​ ​studies,​ ​maritime,​ ​culinary Local​ ​school​ ​districts/feeder​ ​institutions Current​ ​students’​ ​families Prospective​ ​students​ ​and​ ​their​ ​families Donors​​ ​who​ ​provide​ ​scholarships​ ​or​ ​other​ ​resources Organizations​ ​that​ ​provide​ ​grant​ ​funds Elected​ ​officials,​ ​board​ ​members Alumni Department​ ​of​ ​Education Economic​ ​development​ ​organizations

In​ ​addition,​ ​some​ ​departments​ ​have​ ​stakeholders ​specific​​ ​to​ ​their​ ​programs.

2P3.2​ ​Determining​ ​new​ ​stakeholders​ ​to​ ​target​ ​for​ ​services​ ​or​ ​partnership

Potential​ ​new​ ​stakeholders​ ​may​ ​be​ ​identified​ ​through​ ​interactions​ ​with​ ​current​ ​stakeholders listed​ ​above​ ​or​ ​by​ ​participating​ ​in​ ​regional​ ​partnership​ ​meetings​ ​focused​ ​on​ ​economic development,​ ​workforce​ ​development,​ ​and​ ​other​ ​educational​ ​planning.​ ​Employers​ ​or​ ​industries may​ ​also​ ​approach​ ​the​ ​College to​ ​help​ ​address needs​ ​for​ ​qualified​ ​talent. 2P3.3​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​key​ ​stakeholder​ ​needs

Listening​ ​to​ ​external​ ​stakeholders​ ​happens​ ​through​ ​a​ ​variety​ ​of​ ​methods,​ ​both​ ​formal​ ​and informal,​ ​quantitative​ ​and​ ​qualitative.​ ​(1D1,​ ​1D3) ●

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The​ ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey​​ ​helps​ ​discover​ ​which​ ​of​ ​NMC’s offerings​ ​community​ ​members​ ​most​ ​value​ ​and​ ​probes​ ​community​ ​interest​ ​in​ ​new programs​ ​and​ ​services. Community​ ​listening​ ​sessions​ ​conducted​ ​periodically​ ​with​ ​external​ ​constituencies​ ​to gauge​ ​the​ ​efficacy​ ​of​ ​college​ ​strategic​ ​directions. Through​ ​the​ ​NMC​ ​Board​ ​of​ ​Trustees.​​ ​As​ ​representatives​ ​of​ ​the​ ​community,​ ​the​ ​Board of​ ​Trustees​ ​provides​ ​important​ ​feedback​ ​on​ ​community​ ​perceptions​ ​of​ ​strengths​ ​and​ ​gaps in​ ​meeting​ ​external​ ​stakeholder​ ​needs. Alumni​ ​Survey​ ​and​ ​Interviews.​​ ​The​ ​Alumni​ ​Relations​ ​program​ ​has​ ​established​ ​a biannual​ ​alumni​ ​interest​ ​survey,​ ​and​ ​the​ ​Director​ ​of​ ​Alumni​ ​Relations​ ​conducts​ ​ongoing interviews​ ​with​ ​current​ ​students​ ​and​ ​alumni. Through​ ​close​ ​relationships​ ​with​ ​our​ ​feeder​ ​institutions​ ​and​ ​receiving​ ​institutions, NMC​ ​regularly​ ​gathers​ ​information​ ​on​ ​their​ ​needs​ ​and​ ​incorporates​ ​feedback​ ​into​ ​annual action​ ​plans​ ​as​ ​appropriate. Advisory​ ​groups​​ ​provide​ ​feedback​ ​on​ ​changing​ ​industry​ ​requirements​ ​and​ ​the​ ​employee skills​ ​needed​ ​in​ ​occupational​ ​areas​ ​informing​ ​programmatic​ ​and​ ​curricular​ ​changes. 83

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Extended​ ​Education​ ​Services​ ​(EES)​ ​also​ ​relies​ ​on​ ​advisory​ ​groups​ ​for​ ​its​ ​non-credit programs​ ​and​ ​the​ ​Alumni​ ​Relations​ ​Program​ ​recently​ ​(2015)​ ​created​ ​an​ ​Alumni​ ​Steering Committee​ ​to​ ​assist​ ​with​ ​strategic​ ​and​ ​program​ ​planning. Feedback​ ​from​ ​internship​ ​placement​ ​sites​. Other​ ​employer​ ​feedback​​ ​is​ ​gathered​ ​through​ ​employer​ ​satisfaction​ ​surveys,​ ​focus groups,​ ​and​ ​individual​ ​conversations​ ​with​ ​employers. Graduate​ ​feedback​ is​ ​gathered​ ​through​ ​the​ ​annual​ ​Graduate​ ​Survey​ ​as​ ​well​ ​as informally​ ​through​ ​program​ ​coordinator​ ​or​ ​other​ ​faculty​ ​conversations​ ​with​ ​graduates. Participation​ ​in​ ​state​ ​and​ ​national​ ​organizations.​​ ​NMC​ ​faculty​ ​and​ ​staff​ ​are​ ​engaged with​ ​a​ ​wide​ ​variety​ ​of​ ​state​ ​and​ ​national​ ​organizations​ ​to​ ​stay current​ ​with​ ​trends, opportunities,​ ​and​ ​regulatory​ ​changes. Market​ ​analysis.​​ ​Before​ ​launching​ ​a​ ​new​ ​program​ ​or​ ​service,​ ​the​ ​College​ ​conducts​ ​a market​ ​analysis​ ​to​ ​determine​ ​the​ ​size​ ​and​ ​scope​ ​of​ ​the​ ​need​ ​and​ ​whether​ ​the​ ​College​ ​is the​ ​best​ ​entity​ ​to​ ​address​ ​the​ ​need​ ​(​Market​ ​Summary​ ​Template​). Post​ ​event​ ​surveys/debriefs.​ Departments​ ​or​ ​programs​ ​that​ ​offer​ ​services​ ​to​ ​the community​ ​gather​ ​feedback​ ​through​ ​surveys​ ​or​ ​staff​ ​debrief​ ​sessions.

Analysis​ ​of​ ​these​ ​various​ ​data​ ​typically​ ​happens​ ​immediately​ ​after​ ​results​ ​are​ ​gathered.​ ​In addition,​ ​NMC’s​ ​aligned​ ​planning​ ​process,​ ​detailed​ ​in​ ​4.2,​ ​guides​ ​departments,​ ​programs,​ ​and the​ ​whole​ ​institution​ ​in​ ​systematically​ ​analyzing​ ​the​ ​changing​ ​needs​ ​of​ ​our​ ​key​ ​stakeholder groups​ ​annually.​ ​The​ ​“​grasping​ ​the​ ​situation​”​ ​portion​ ​of​ ​the​ ​process​ ​outlines​ ​listening​ ​in​ ​three stakeholder​ ​categories:​ ​Learners​ ​(2P1),​ ​Employees​ ​(3P2),​ ​and​ ​the​ ​Community,​ ​our​ ​external stakeholders,​ ​as​ ​outlined​ ​above.

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2P3.4​ ​Meeting​ ​the​ ​changing​ ​needs​ ​of​ ​key​ ​stakeholders

Data​ ​on​ ​changing​ ​needs​ ​can​ ​trigger​ ​a​ ​variety​ ​of​ ​potential​ ​responses.​ ​Each​ ​has​ ​a​ ​systematic process​ ​for​ ​addressing​ ​change​ ​to​ ​ensure​ ​it​ ​is​ ​aligned​ ​with​ ​College​ ​Mission,​ ​Vision,​ ​and​ ​resource capabilities: Some​ ​changes​ ​to​ ​programs​ ​or​ ​services​ ​can​ ​be​ ​made​ ​easily​​ ​at​ ​the​ ​department​ ​level​​ ​with little​ ​or​ ​no​ ​additional​ ​resources​.​ ​These​ ​changes​ ​are​ ​simply​ ​a​ ​part​ ​of​ ​NMC’s​ ​on-going continuous​ ​improvement​ ​process​ ​of​ ​“grasp​ ​the​ ​situation”​ ​then​ ​Plan-Do-Check-Adjust. ● Changes​ ​to​ ​curriculum​​ ​are​ ​proposed​ ​by​ ​program​ ​coordinators,​ ​department​ ​heads,​ ​or academic​ ​chairs​ ​and​ ​reviewed​ ​first​ ​by​ ​the​ ​VP​ ​of​ ​Educational​ ​Services​ ​and​ ​then​ ​by Curriculum​ ​Committee​ ​(1P3). ● Other​ ​changes​ ​require​ ​additional​ ​human​ ​or​ ​equipment​ ​resources​.​ ​Position​ ​requests follow​ ​processes​ ​outlined​ ​in​ ​3P1.​ ​Other​ ​resource​ ​requests​ ​are​ ​evaluated​ ​throughout​ ​the budget​ ​development​ ​cycle​ ​by​ ​Planning​ ​and​ ​Budget​ ​Council​ ​and​ ​President’s​ ​Council​ ​and prioritized​ ​based​ ​on​ ​NMC’s​ ​strategic​ ​priorities​ ​and​ ​available​ ​funds. ● When​ ​meeting​ ​changing​ ​stakeholder​ ​needs,​ ​consideration​ ​of​​ ​new​ ​programs​ ​or services,​ requests​ ​go​ ​through​ ​the​ ​colleges​ ​four-step ​Decision-Making​ ​Process​​ ​outlined​ ​in 4P2. ●

Important​ ​opportunities​ ​can​ ​arise​ ​outside​ ​the​ ​regular​ ​budgeting​ ​cycle,​ ​and​ ​NMC​ ​has​ ​at​ ​least​ ​three innovative​ ​ways​ ​to​ ​provide​ ​additional​ ​resources​ ​to​ ​achieve​ ​important​ ​and​ ​highly​ ​valued outcomes:​ ​the​ ​Board-designated​ ​Fund​ ​for​ ​Transformation,​ ​the​ ​Strategic​ ​Fund,​ ​and​ ​Innovation Grants​ ​funded​ ​through​ ​NMC’s​ ​Foundation. Recent​ ​examples​ ​of​ ​meeting​ ​the​ ​changing​ ​needs​ ​of​ ​stakeholders​ ​include:

Revamped​ ​Engineering​ ​Tech​ ​degree​ ​due​ ​to​ ​feedback​ ​from​ ​the​ ​program​ ​advisory​ ​board and​ ​a​ ​faculty​ ​member’s​ ​Return​ ​to​ ​Industry​ ​experiences ● Restructured​ ​welding​ ​program ● Conducted​ ​first​ ​Alumni​ ​Relations​ ​Program​ ​professional​ ​networking​ ​reception​ ​in​ ​2017 based​ ​upon​ ​feedback​ ​in​ ​the​ ​2016​ ​Alumni​ ​Interest​ ​Survey ●

Additionally,​ ​the​ ​Resource​ ​Development​ ​office​ ​has​ ​implemented​ ​significant​ ​changes​ ​since​ ​the last​ ​portfolio,​ ​many​ ​triggered​ ​by​ ​the​ ​2012-2014​ ​Action​ ​Project,​ ​Building​ ​Lifelong​ ​Relationships: Restructured​ ​the​ ​department,​ ​adding​ ​Director​ ​of​ ​Alumni​ ​Relations​ ​and​ ​Database​ ​and Prospects​ ​Research​ ​Specialist​ ​positions. ● Alumni​ ​Steering​ ​Committee​ ​formed​ ​August​ ​2015;​ ​Strategic​ ​Plan​ ​finalized​ ​January​ ​2016, Alumni​ ​Interest​ ​Survey​ ​launched​ ​February​ ​2016,​ ​spurring​ ​the​ ​implementation​ ​of​ ​specific initiatives​ ​and​ ​offerings​ ​ranked​ ​highly​ ​by​ ​alumni. ● Engaged​ ​multiple​ ​stakeholder​ ​groups​ ​to​ ​draft​ ​a​ ​comprehensive​ ​case​ ​for​ ​support​ ​reflecting the​ ​Colleges​ ​priority​ ​areas​ ​for​ ​philanthropic​ ​investment. ● Implemented​ ​Raiser’s​ ​Edge​ ​NXT​ ​dashboarding​ ​tool. ●

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2P3.5​ ​Assessing​ ​the​ ​degree​ ​to​ ​which​ ​key​ ​stakeholder​ ​needs​ ​are​ ​met

Many​ ​of​ ​the​ ​same​ ​processes​ ​used​ ​to​ ​assess​ ​needs​ ​(2P3.3)​ ​are​ ​also​ ​used​ ​to​ ​determine​ ​how effectively​ ​the​ ​college​ ​is​ ​meeting​ ​those​ ​needs.​ ​For​ ​example,​ ​the​ ​Community​ ​Attitude​ ​and Awareness​ ​Survey​ ​asks​ ​respondents​ ​to​ ​rate​ ​many​ ​aspects of​ ​NMC including​ ​the​ ​how​ ​well it responds​ ​to​ ​community​ ​learning​ ​needs.

The​ ​College​ ​tracks​ ​a​ ​number​ ​of​ ​outcome​ ​measures​ ​that​ ​reflect​ ​how​ ​well​ ​programs​ ​and​ ​services are​ ​meeting​ ​stakeholder​ ​needs. ● ● ● ● ● ● ● ● ●

Employment​ ​ratings​ ​of​ ​NMC​ ​graduates​ ​(Perkins​ ​Data) Participation​ ​in​ ​programs,​ ​credit​ ​and​ ​noncredit Museum​ ​attendance,​ ​membership​ ​participation Attendance​ ​at​ ​concerts,​ ​music​ ​program​ ​performances,​ ​International​ ​Affairs​ ​Forum,​ ​or other​ ​events Having​ ​clean​ ​Department​ ​of​ ​Education​ ​and​ ​Financial​ ​audits Meeting​ ​Gainful​ ​Employment​ ​standards Donor​ ​and​ ​alumni​ ​satisfaction Workforce​ ​training​ ​impact Regional​ ​economic​ ​impact

While​ ​NMC​ ​conducts​ ​regular​ ​graduate​ ​and​ ​employer​ ​surveys,​ ​many​ ​programs​ ​find​ ​the​ ​informal, face-to-face​ ​or​ ​phone​ ​conversations​ ​with​ ​students​ ​and​ ​employers​ ​much​ ​more​ ​valuable. Contacting​ ​each​ ​graduate​ ​provides in-depth​ ​information​ ​about​ ​specific​ ​aspects​ ​of​ ​programs​ ​that are​ ​most​ ​beneficial​ ​and​ ​those​ ​in​ ​need​ ​of​ ​improvement.​ ​These​ ​personal​ ​conversations​ ​also strengthen​ ​the​ ​relationship​ ​with​ ​the​ ​graduate​ ​or​ ​employer and,​ ​hopefully, increases​ ​the​ ​possibility of​ ​their​ ​seeing​ ​NMC​ ​as​ ​a​ ​partner​ ​in​ ​“lifelong​ ​learning.”

2R3:​ ​RESULTS

The ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey​​ ​(2P3.5),​ ​conducted​ ​every​ ​two​ ​to​ ​three​ ​years​ ​by an​ ​external​ ​research​ ​firm,​ ​is​ ​an​ ​important​ ​tool​ ​in​ ​assessing​ ​how​ ​well​ ​NMC​ ​is​ ​meeting​ ​community needs.​ ​This​ ​telephone​ ​survey​ ​interviews​ ​a​ ​stratified​ ​random​ ​sample​ ​of​ ​adult​ ​residents​ ​(18+) proportionally​ ​drawn​ ​from​ ​the​ ​six-county​ ​NMC​ ​service​ ​area.​ ​Results​ ​are​ ​shared​ ​internally​ ​and with​ ​the​ ​public​ ​through​ ​an​ ​open​ ​Board​ ​of​ ​Trustees​ ​meeting. Results​ indicate a​ ​high​ ​level​ ​of​ ​satisfaction​ ​from​ ​our​ ​community​ ​members,​ ​consistently meeting or​ ​exceeding​ ​a​ ​95%​ ​positive​ ​rating​ ​for​ ​many​ ​items.​ ​Communication,​ ​managing​ ​finances,​ ​and availability​ ​of​ ​scholarships​ ​and​ ​financial​ ​aid​ ​are​ ​somewhat​ ​below​ ​target,​ ​and​ ​the​ ​college​ ​has taken​ ​steps​ ​to​ ​address​ ​these​ ​gaps: ● ●

There​ ​have​ ​been​ ​a​ ​number​ ​of​ ​changes​ ​in​ ​communications​ ​(4I1). The​ ​College​ ​has​ ​invested​ ​in​ ​the​ ​NMC​ ​Foundation​ ​with​ ​personnel,​ ​software​ ​infrastructure, and​ ​strategic​ ​planning​ ​with​ ​goals​ ​of​ ​increased​ ​donations​ ​to​ ​offset​ ​operating​ ​costs​ ​and strengthen​ ​student​ ​scholarship​ ​funding​ ​(5I2). 86

Other​ ​survey items​ ​explore​ ​how​ ​community​ ​values​ ​the​ ​enrichment​ ​and​ ​workforce​ ​training offered​ ​by​ ​NMC.​ ​In​ ​the​ ​most​ ​recent​ ​survey​,​ ​nearly​ ​three​ ​quarters​ ​of​ ​community​ ​respondents​ ​rate the​ ​offering​ ​of​ ​organizational​ ​and​ ​workforce​ ​training​ ​as​ ​important,​ ​and​ ​about​ ​64%​ ​rate​ ​personal enrichment​ ​courses as​ ​important. Linked​ ​to​ ​NMC’s​ ​offerings​ ​for​ ​personal​ ​enrichment​ ​courses,​ ​NMC​ ​hosts​ ​a​ ​multitude​ ​of​ ​cultural events​ ​and​ ​is​ ​the​ ​home​ ​of​ ​the​ ​Dennos​ ​Museum​ ​Center.​ ​The​ ​2014​ ​results​​ ​(p.2)​ ​indicate​ ​that​ ​over three​ ​quarters​ ​of​ ​the​ ​respondents​ ​rate​ ​these​ ​offerings​ ​as important. Respondents​ ​also​ ​rated​ ​how​ ​well​ ​NMC​ ​was​ ​doing​ ​in​ ​providing​ ​workforce​ ​training,​ ​community enrichment​ ​and​ ​cultural​ ​education​ ​for​ ​the​ ​community. ​Results​​ ​indicate​ ​over​ ​75%​ ​of​ ​respondents rated​ ​NMC​ ​as​ ​“Good​ ​or​ ​Outstanding”​ ​on​ ​these​ ​offerings. ​ ​As​ ​a​ ​complement,​ ​the​ ​2016​ ​NCCBP report ranks​ ​NMC​ ​in​ ​the​ ​94th​ ​percentile​ ​for​ ​cultural​ ​activities. Workforce​ ​Training​ ​Impact Through​ ​NMC’s​ ​affiliation​ ​with​ ​the​ ​Michigan​ ​Manufacturing​ ​and​ ​Technology​ ​Center​ ​(MMTC), goals​ ​for​ ​benchmarking​ ​are​ ​established​ ​at​ ​the​ ​national​ ​level​ ​for​ ​each​ ​state​ ​and​ ​then​ ​at​ ​the​ ​state level​ ​for​ ​each​ ​region​ ​within​ ​the​ ​state.​ ​It​ ​is​ ​necessary​ ​to​ ​meet​ ​specified​ ​levels​ ​of​ ​impact​ ​on projects​ ​with​ ​manufacturers​ ​in​ ​order​ ​to​ ​maintain​ ​funding.​ ​Both​ ​the​ ​statewide​ ​center​ ​and​ ​NMC’s regional​ ​center​ ​are​ ​in​ ​good​ ​standing​ ​for​ ​meeting​ ​the​ ​region’s​ ​impact​ ​goals.​ ​NMC​ ​has​ ​attracted additional​ ​funding​ ​because​ ​of​ ​the​ ​high​ ​level​ ​of​ ​success​ ​in​ ​this​ ​area. Surveys​ ​are​ ​conducted​ ​quarterly​ ​with​ ​clients​ ​who​ ​completed​ ​training​ ​and​ ​coaching​ ​projects​ ​in the​ ​past​ ​year​ ​and​ ​reported​ ​on​ ​a​ ​rolling​ ​four​ ​quarters.​ ​For​ ​the​ ​most​ ​recent​ ​rolling​ ​four-quarters (Q2​ ​2017)​ ​NMC​ ​Training​ ​Services​ ​scored​ ​a​ ​100​ ​out​ ​of​ ​a​ ​possible​ ​100​ ​ranking​ ​it​ ​as​ ​a “Performing​ ​with​ ​Distinction”​ ​center.​ ​For​ ​$191,000​ ​received​ ​in​ ​Federal​ ​funding​ ​the​ ​following impacts​ ​were​ ​reported​ ​by​ ​clients. ● ● ● ● ● ●

$5.6​ ​million-New​ ​Sales $44.5​ ​million-Retained​ ​Sales 231-​ ​jobs​ ​created​ ​and​ ​retained $15.6​ ​million-New​ ​Investments $4.2​ ​million-Cost​ ​Savings Net​ ​Promoter​ ​Score​ ​8.3/10

In​ ​addition,​ ​NCCBP data​ ​show​ ​significant​ ​growth​ ​in​ ​revenue​ ​in​ ​the​ ​last​ ​three​ ​reports,​ ​moving from​ ​the​ ​14%​ ​to​ ​81%​ ​Rank (​NMC​ ​Training​ ​Data​ ​and​ ​Benchmarks​).

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Donor​ ​and​ ​Alumni​ ​Satisfaction

In​ ​addition​ ​to​ ​the​ ​Alumni​ ​Interest​ ​Survey​ ​and​ ​informal​ ​feedback​ ​from​ ​donors​ ​and​ ​alumni, Resource​ ​Development​ ​tracks: ● ● ●

Conversion​ ​rates​ ​for​ ​donors​ ​moving​ ​from​ ​annual​ ​gifts,​ ​to​ ​major​ ​gifts,​ ​to​ ​planned​ ​gifts Number​ ​of​ ​repeat​ ​donors​ ​at​ ​each​ ​level Number​ ​of​ ​new​ ​donors​ ​(those​ ​not​ ​having​ ​given​ ​within five​ ​years),​ ​including​ ​from​ ​alumni

The​ ​June​ ​2017​ ​Donor Dashboard​ shows​ ​that​ ​retention​ ​last​ ​year​ ​was​ ​higher​ ​than​ ​the​ ​previous year. While current​ ​fiscal​ ​year​ ​retention​ ​is​ ​currently​ ​lower​ ​than​ ​the​ ​last​ ​two​ ​years,​ ​staff​ ​have implemented​ ​strategies​ ​to​ ​address​ ​the​ ​gap. At​ ​this​ ​point​ ​in​ ​the​ ​year,​ ​data​ ​shows​ ​a​ ​small​ ​increase in​ ​the​ ​number​ ​of​ ​new​ ​donors​ ​and​ ​a​ ​dramatic​ ​increase​ ​in​ ​revenue​ ​from​ ​new​ ​donors. Alumni​ ​giving,​ ​as​ ​a​ ​total​ ​amount,​ ​increased​ ​significantly​ ​in​ ​FY17.

Other​ ​Stakeholder​ ​Feedback​ ​Results Academic​ ​Program​ ​Metrics,​ ​including​ ​Advisory​ ​Board​ ​and​ ​Employer​ ​survey​ ​results,​ ​are highlighted​ ​in​ ​Category​ ​1.

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2I3:​ ​IMPROVEMENTS The​ ​Dennos​ ​Museum​​ ​is​ ​currently​ ​undergoing​ ​a​ ​$5-million​ ​expansion​ ​adding​ ​almost​ ​15,000 square​ ​feet.​ ​The​ ​new​ ​space​ ​will​ ​include​ ​two​ ​new​ ​permanent​ ​collection​ ​galleries,​ ​a​ ​new​ ​sculpture gallery,​ ​a​ ​larger​ ​Inuit​ ​gallery,​ ​additional​ ​classroom​ ​space,​ ​backstage​ ​storage​ ​space​ ​for​ ​musical equipment,​ ​and​ ​an​ ​improved​ ​loading​ ​dock. ​ ​Improvements​ ​will: Allow​ ​the​ ​College​ ​to​ ​showcase​ ​its​ ​permanent​ ​collection​ ​and​ ​make​ ​it​ ​more​ ​accessible​ ​as an​ ​educational​ ​resource​ ​both​ ​on-and-off​ ​campus. ● Provide​ ​a​ ​better​ ​laboratory​ ​for​ ​music​ ​instruction​ ​and​ ​performance. ● Support​ ​growing​ ​opportunities​ ​in​ ​the​ ​digital​ ​music​ ​program​ ​related​ ​to​ ​recording​ ​and concert​ ​sound​ ​production. ●

Maritime​ ​Academy. ​ ​Industry​ ​feedback​ ​indicates​ ​a​ ​shortage​ ​of​ ​engineers.​ ​In​ ​response,​ ​the Maritime​ ​Academy​ ​has​ ​submitted​ ​a​ ​veterans​ ​program​ ​to​ ​the​ ​U.S.​ ​Coast​ ​Guard​ ​for​ ​approval.​ ​ This program​ ​will​ ​allow​ ​military​ ​veterans​ ​to​ ​apply​ ​the​ ​sea​ ​service​ ​and​ ​training​ ​they​ ​accrued​ ​while​ ​on active​ ​duty​ ​to​ ​the​ ​engineering​ ​program​ ​track,​ ​making​ ​it​ ​possible​ ​for​ ​them​ ​to​ ​complete​ ​in​ ​a​ ​shorter period​ ​of​ ​time. Extended​ ​Education​ ​Services​​ ​has​ ​focused​ ​on​ ​improving​ ​its​ ​cancellation​ ​rate,​ ​revising​ ​its business​ ​model,​ ​and​ ​streamlining​ ​processes.​ ​EES​ ​is​ ​implementing​ ​a​ ​new​ ​online​ ​registration software​ ​so​ ​staff​ ​will​ ​be​ ​able​ ​to​ ​spend​ ​less​ ​time​ ​on​ ​administrative​ ​tasks​ ​and​ ​more​ ​time​ ​on specialty​ ​program​ ​development​ ​to​ ​meet​ ​learner​ ​needs.

Training​ ​Services​ ​is​ ​applying​ ​blended​ ​learning​ ​and​ ​tablet​ ​technology​ ​approaches​ ​to​ ​new​ ​and existing​ ​courses​ ​as​ ​well​ ​as​ ​streamlining​ ​the​ ​inquiry-to-delivery​ ​process.

Sources ● ● ● ● ● ● ● ● ● ● ●

2.3​ ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey-​ ​Importance 2.3​ ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey-​ ​Importance​ ​(page​ ​number​ ​2) 2.3​ ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey-Rating 4.2​ ​Decision​ ​Making​ ​Process 4.2​ ​DM​ ​Market​ ​Summary​ ​Template 4.2​ ​Grasping​ ​the​ ​Situation​ ​Process CAAS​ ​Overall​ ​Effectiveness Community-Survey-2014-Final-Report Donor​ ​Dashboard​ ​June​ ​2017 NMC​ ​Training​ ​Data​ ​and​ ​Benchmarks Program-Specific​ ​Stakeholders

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2.4​ ​-​ ​Complaint​ ​Processes HLC​ ​Overview

Complaint​ ​Processes​ ​focuses​ ​on​ ​collecting,​ ​analyzing​ ​and​ ​responding​ ​to​ ​complaints​ ​from students​ ​or​ ​key​ ​stakeholder​ ​groups.

2P4:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​collecting,​ ​analyzing​ ​and​ ​responding​ ​to​ ​complaints​ ​from​ ​students​ ​and stakeholder​ ​groups.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the following: ● ● ● ● ●

Collecting​ ​complaint​ ​information​ ​from​ ​students Collecting​ ​complaint​ ​information​ ​from​ ​other​ ​key​ ​stakeholders Learning​ ​from​ ​complaint​ ​information​ ​and​ ​determining​ ​actions Communicating​ ​actions​ ​to​ ​students​ ​and​ ​other​ ​key​ ​stakeholders Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​evaluate​ ​complaint​ ​resolution

2R4:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​student​ ​and​ ​key​ ​stakeholder​ ​complaints?​ ​The​ ​results​ ​presented​ ​should​ ​be for​ ​the​ ​processes​ ​identified​ ​in​ ​2P4.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied, response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

2I4:​ ​IMPROVEMENT Based​ ​on​ ​2R4,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

2P4:​ ​PROCESSES

2P4.1​ ​Collecting​ ​complaint​ ​information​ ​from​ ​students

The​ ​College​ ​has​ ​a​ ​systematic​ ​process​ ​for​ ​collecting​ ​and​ ​acting​ ​on​ ​complaint​ ​information​ ​from students,​ ​guided​ ​by​ ​Policy​ ​D-602.01​,​ ​Student​ ​Rights​ ​and​ ​Responsibilities.​ ​The​ ​policy​ ​includes processes​ ​for​ ​addressing: ● ●

General​ ​complaints Concerns​ ​about​ ​the​ ​behavior/conduct​ ​of​ ​NMC​ ​students,​ ​faculty,​ ​or​ ​staff 90

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Complaints​ ​about​ ​unfair​ ​grading

The​ ​policy​ ​outlines​ ​codes​ ​of​ ​conduct,​ ​possible​ ​sanctions,​ ​and​ ​the​ ​process​ ​for​ ​appealing​ ​decisions. Instructions​ ​are​ ​available​ ​for​ ​students​ ​on​ ​the​ ​website,​ ​Policy​ ​D-602.01​.​ ​Note:​ ​Some​ ​occupational areas​ ​have​ ​additional​ ​professional​ ​standards​ ​mandated​ ​by​ ​program​ ​requirements​ ​and​ ​licensure (e.g.,​ ​Maritime,​ ​Aviation,​ ​Health​ ​Occupations,​ ​and​ ​Law​ ​Enforcement). General​ ​Complaints All​ ​formal​ ​student​ ​complaints​ ​are​ ​entered​ ​into​ ​NMC’s​ ​tracking​ ​software,​ ​Maxient,​ ​which​ ​allows for​ ​complaint​ ​and​ ​incident​ ​report​ ​storage,​ ​tracking,​ ​communication,​ ​and​ ​data​ ​analysis. The​ ​primary​ ​responsibility​ ​for​ ​resolving​ ​student​ ​complaints​ ​resides​ ​with​ ​the VP for​ ​Student Services​ ​and​ ​Technologies​ ​(VPSST).​ ​Students​ ​are​ ​directed​ ​to​ ​the​ ​VPSST​ ​office​ ​from​ ​various college​ ​departments​ ​including​ ​faculty,​ ​the​ ​President’s​ ​office,​ ​and​ ​the​ ​Board​ ​of​ ​Trustees. Depending​ ​on​ ​the​ ​nature​ ​of​ ​the​ ​complaint,​ ​the​ ​VPSST​ ​staff​ ​may​ ​initially​ ​refer​ ​the​ ​student​ ​to​ ​the director​ ​of​ ​the​ ​affected​ ​service​ ​area​ ​or​ ​an​ ​academic​ ​area​ ​chairperson. If​ ​the​ ​complaint​ ​is​ ​not​ ​resolved​ ​after​ ​this​ ​first​ ​step,​ ​the​ ​student​ ​submits​ ​a​ ​written​ ​request​ ​for further​ ​resolution.​ ​The​ ​written​ ​request​ ​must​ ​include​ ​the​ ​specific​ ​nature​ ​of​ ​the​ ​complaint,​ ​reasons for​ ​filing​ ​the​ ​complaint,​ ​and​ ​the​ ​specific​ ​remedy​ ​requested.​ ​The​ ​VPSST​ ​then​ ​arranges​ ​a​ ​meeting with​ ​the​ ​student​ ​and​ ​appropriate​ ​college​ ​employees​ ​and​ ​documents​ ​the​ ​outcome​ ​in​ ​NMC’s tracking​ ​system​ ​(​Process​ ​for​ ​Collecting,​ ​Analyzing​ ​and​ ​Acting​ ​on​ ​Complaint​ ​Information​). Behavior/Conduct​ ​matters​ ​or​ ​Mental​ ​Health​ ​concerns The​ ​formal​ ​complaint​ ​procedure​ ​described​ ​above​ ​is​ ​connected​ ​through​ ​Maxient​ ​to the​ ​Red​ ​Flag System,​ ​operated​ ​by​ ​Student​ ​Services​ ​and​ ​designed​ ​to​ ​address​ ​student​ ​issues​ ​involving behavioral/conduct​ ​matters​ ​or​ ​mental​ ​health​ ​concerns.​ ​NMC​ ​staff​ ​or​ ​students​ ​can​ ​submit​ ​a ​Red Flag​ ​Report​​ ​through​ ​a​ ​link​ ​on​ ​the​ ​Campus​ ​Safety​ ​&​ ​Security​ ​homepage​.​ ​The​ ​Red​ ​Flag​ ​System​ ​is monitored​ ​and​ ​managed​ ​by​ ​the​ ​Dean​ ​of​ ​Students​ ​and​ ​the​ ​Director​ ​of​ ​Residence​ ​Life/Judicial Affairs​ ​and​ ​their​ ​teams: ●

The​ ​BIRT​ ​team​ ​is​ ​led​ ​by​ ​the​ ​Dean​ ​of​ ​Students​ ​along​ ​with​ ​the​ ​Director​ ​of​ ​Residence Life/Judicial​ ​Affairs,​ ​the​ ​Assistant​ ​Director​ ​of​ ​Campus​ ​Safety​ ​and​ ​Security,​ ​the​ ​Director of​ ​Health​ ​Services,​ ​the​ ​Disability​ ​Support​ ​Services​ ​Specialist,​ ​and​ ​representatives​ ​from Advising,​ ​Counseling,​ ​and​ ​the​ ​faculty.

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The​ ​Judicial​ ​Affairs​ ​team​ ​includes​ ​the​ ​Director​ ​of​ ​Residence​ ​Life/Judicial​ ​Affairs​ ​along with​ ​Dean​ ​of​ ​Students​ ​and​ ​a​ ​representative​ ​from​ ​Counseling.

All​ ​reports​ ​are​ ​assigned​ ​for​ ​investigation​ ​and​ ​addressed​ ​through​ ​a​ ​member​ ​of​ ​the​ ​Behavioral Incident​ ​Report​ ​Team​ ​(BIRT).​ ​The​ ​data​ ​from​ ​these​ ​reports​ ​are​ ​available​ ​for​ ​analysis​ ​to​ ​identify trends​ ​as​ ​well​ ​as​ ​programming​ ​and​ ​staffing​ ​needs​ ​(​Red​ ​Flag/BIRT​ ​Process​ ​for​ ​behavioral incidents​). Complaints​ ​about​ ​unfair​ ​grading As​ ​mentioned​ ​earlier, ​Policy​ ​D-602.01​​ ​outlines​ ​the​ ​process​ ​for​ ​protesting​ ​a​ ​grading​ ​decision. This​ ​information​ ​is​ ​available​ ​for​ ​students​ ​on​ ​the​ ​website​ ​and​ ​on​ ​all​ ​course​ ​syllabi.​ ​While​ ​most 91

grade​ ​disputes​ ​are​ ​resolved​ ​informally​ ​through​ ​discussions​ ​between​ ​the​ ​student​ ​and​ ​faculty member,​ ​students​ ​wanting​ ​to​ ​formally​ ​protest​ ​a​ ​grading​ ​decision​ ​follow​ ​the​ ​steps​ ​outlined​ ​in Policy​ ​D-602.01​​ ​beginning​ ​with​ ​submitting​ ​a​ ​written​ ​request​ ​to​ ​the​ ​VPSST.​ ​The​ ​VPSST​ ​then arranges​ ​a​ ​series​ ​of​ ​informal​ ​conferences​ ​until​ ​the​ ​issue​ ​is​ ​resolved.​ ​If​ ​resolution​ ​is​ ​not​ ​found​ ​at this​ ​stage,​ ​the​ ​VPSST​ ​decides​ ​the​ ​issue,​ ​which​ ​can​ ​be​ ​appealed​ ​by​ ​either​ ​the​ ​student​ ​or​ ​faculty member​ ​to​ ​an​ ​Academic​ ​Review​ ​Board who​ ​makes​ ​the​ ​final​ ​decision. 2P4.2​ ​Collecting​ ​complaint​ ​information​ ​from​ ​other​ ​key​ ​stakeholders Collecting​ ​complaint​ ​information​ ​from​ ​other​ ​key​ ​stakeholders​ ​such​ ​as​ ​employees​ ​and​ ​members of​ ​the​ ​public​ ​tends​ ​to​ ​be​ ​departmentalized​ ​and​ ​reactive​ ​rather​ ​than​ ​systematic​ ​or​ ​integrated. Complaints​ ​from​ ​the​ ​general​ ​public​ ​may​ ​come​ ​through​ ​the​ ​Office​ ​of​ ​the​ ​President​ ​and​ ​are​ ​either addressed​ ​by​ ​the​ ​office​ ​staff​ ​or​ ​routed​ ​to​ ​the​ ​appropriate​ ​person​ ​in​ ​another​ ​area​ ​of​ ​the​ ​college. Members​ ​of​ ​the​ ​public​ ​may​ ​also​ ​voice​ ​concerns​ ​during​ ​the​ ​Public​ ​Comment​ ​portion​ ​of​ ​all​ ​Board of​ ​Trustees​ ​meetings. As​ ​with​ ​the​ ​Office​ ​of​ ​the​ ​President,​ ​other​ ​departments​ ​receiving​ ​stakeholder​ ​complaints generally​ ​address​ ​them​ ​at​ ​the​ ​point​ ​of​ ​contact​ ​or​ ​refer​ ​them​ ​to​ ​another​ ​person​ ​or​ ​department when​ ​appropriate. Currently,​ ​there​ ​is​ ​no​ ​systematic​ ​process​ ​for​ ​collecting​ ​or​ ​analyzing​ ​this​ ​complaint​ ​data,​ ​so​ ​this​ ​is an​ ​area​ ​for​ ​improvement,​ ​using​ ​Maxient​ ​for​ ​capturing,​ ​tracking,​ ​and​ ​analyzing​ ​complaints​ ​across the​ ​college​ ​and​ ​across​ ​stakeholder​ ​groups​ ​(2I4). 2P4.3​ ​Learning​ ​from​ ​complaint​ ​information​ ​and​ ​determining​ ​actions Student​ ​Services​ ​teams​ ​regularly​ ​review​ ​analytics​ ​in​ ​the​ ​Red​ ​Flag​ ​tracking​ ​system,​ ​Maxient (Judicial​ ​Affairs​ ​Committee​ ​meets​ ​once​ ​per​ ​week;​ ​the​ ​BIRT​ ​Team​ ​meets​ ​once​ ​per month). Teams​ ​identify​ ​any​ ​spikes​ ​in​ ​incident​ ​frequency,​ ​consider​ ​possible​ ​root​ ​causes,​ ​and determine​ ​appropriate​ ​action. ​ ​Examples: After​ ​noticing​ ​that​ ​five​ ​students​ ​lost​ ​a​ ​parent​ ​during​ ​the​ ​same​ ​month,​ ​the​ ​team​ ​decided​ ​to facilitate​ ​a​ ​bereavement​ ​group. ● In​ ​2015,​ ​NMC​ ​experienced​ ​an​ ​increase​ ​in​ ​student​ ​resident​ ​population​ ​and​ ​at​ ​the​ ​same time​ ​noticed​ ​a​ ​spike​ ​in​ ​Title​ ​IX​ ​and​ ​judicial​ ​affairs​ ​complaints.​ ​Additional​ ​staff​ ​were hired​ ​to​ ​address​ ​these​ ​issues. ● Student​ ​Services​ ​noticed​ ​a​ ​spike​ ​in​ ​complaints​ ​from​ ​nursing​ ​students.​ ​Investigation discovered​ ​the​ ​complaints​ ​were​ ​due​ ​to​ ​a​ ​change​ ​in​ ​testing​ ​required​ ​by​ ​program accreditors.​ ​Staff​ ​worked​ ​with​ ​nursing​ ​faculty​ ​to​ ​address​ ​concerns. ●

Implementing​ ​Maxient​ ​tracking​ ​for​ ​other​ ​stakeholder​ ​complaints​ ​will​ ​allow​ ​for​ ​broader organizational​ ​learning​ ​(2I4).

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2P4.4​ ​Communicating​ ​actions​ ​to​ ​students​ ​and​ ​other​ ​key​ ​stakeholders Since​ ​all​ ​formal​ ​student​ ​complaints​ ​are​ ​handled​ ​through​ ​face-to-face​ ​conversations,​ ​the​ ​outcome or​ ​action​ ​is​ ​communicated​ ​directly​ ​through​ ​the​ ​final​ ​meeting.​ ​In​ ​addition,​ ​the​ ​VPSST​ ​issues​ ​the resolution​ ​of​ ​the​ ​complaint​ ​in​ ​writing​ ​after​ ​this​ ​final​ ​meeting. Actions​ ​related​ ​to​ ​NMC’s​ ​Red​ ​Flag​ ​system​ ​are​ ​communicated​ ​in​ ​writing.​ ​The​ ​Maxient​ ​tracking system​ ​sends​ ​students​ ​a​ ​formal​ ​letter​ ​outlining​ ​sanctions​ ​and​ ​sends​ ​alerts​ ​to​ ​staff​ ​on​ ​a​ ​regular basis​ ​for​ ​tracking​ ​progress​ ​of​ ​the​ ​judicial​ ​process. As​ ​noted​ ​earlier,​ ​communication​ ​to​ ​other​ ​stakeholders​ ​regarding​ ​the​ ​outcome​ ​of​ ​their​ ​complaints is​ ​currently​ ​dependent​ ​on​ ​the​ ​actions​ ​of​ ​the​ ​person​ ​or​ ​department​ ​who​ ​received​ ​the​ ​complaint. 2P4.5​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​evaluate​ ​complaint​ ​resolution The​ ​College​ ​implemented​ ​Maxient​ ​in​ ​2013, which​ ​has​ ​proved​ ​to​ ​be​ ​a​ ​valuable​ ​tool​ ​for collecting,​ ​storing,​ ​tracking,​ ​and​ ​analyzing​ ​complaint​ ​and​ ​incident​ ​data. While​ ​successful​ ​resolution​ ​of​ ​complaints​ ​in​ ​a​ ​timely​ ​manner​ ​is​ ​always​ ​a​ ​target,​ ​it​ ​is​ ​not​ ​possible in​ ​every​ ​instance.​ ​Sometimes​ ​students​ ​or​ ​other​ ​stakeholders​ ​have​ ​expectations​ ​that​ ​are​ ​beyond what​ ​the​ ​College​ ​can​ ​reasonably​ ​provide.​ ​Other​ ​important​ ​measures​ ​of​ ​the​ ​effectiveness​ ​of​ ​our complaint​ ​procedure​ ​are​ ​whether​ ​students​ ​feel​ ​safe​ ​on​ ​campus​ ​and​ ​if​ ​they​ ​believe​ ​their​ ​concerns are​ ​taken​ ​seriously.​ ​The​ ​Campus​ ​Climate​ ​and​ ​Learner​ ​Engagement​ ​Surveys​ ​gather​ ​this​ ​student feedback. Other​ ​methods​ ​of​ ​gathering​ ​and​ ​acting​ ​on​ ​student​ ​and​ ​stakeholder​ ​complaint​ ​information NMC​ ​conducts​ ​ongoing​ ​evaluation​ ​of​ ​our​ ​student​ ​services​ ​through​ ​surveys​ ​and​ ​focus​ ​groups​ ​in advising,​ ​residence​ ​life,​ ​food​ ​services,​ ​records​ ​and​ ​registration,​ ​orientation,​ ​counseling,​ ​and facilities​ ​etc.​ ​After​ ​analyzing​ ​complaints,​ ​if​ ​the​ ​affected​ ​area​ ​determines​ ​there​ ​is​ ​a​ ​gap​ ​to​ ​address, an​ ​action​ ​plan​ ​is​ ​created,​ ​documented,​ ​and​ ​tracked​ ​on​ ​the​ ​area’s​ ​annual​ ​planning​ ​documents. Similarly,​ ​the​ ​College​ ​has​ ​multiple​ ​methods​ ​of​ ​listening​ ​to​ ​employee​ ​and​ ​external​ ​stakeholder needs​ ​and​ ​concerns​ ​outlined​ ​in​ ​3.2​ ​and​ ​2.3​ ​respectively.​ ​This​ ​feedback​ ​is​ ​an​ ​important component​ ​of​ ​NMC’s​ ​continuous​ ​improvement​ ​process.

2R4:​ ​RESULTS Campus​ ​Climate​ ​Survey The​ ​HEDS​ ​Campus​ ​Climate​ ​Survey​ ​was​ ​distributed​ ​for​ ​the​ ​first​ ​time​ ​in​ ​2016.​ ​HEDS​ ​(Higher Education​ ​Data​ ​Sharing​ ​Consortium​)​ ​is​ ​a​ ​consortium​ ​of​ ​private​ ​colleges​ ​and​ ​universities​ ​that share,​ ​analyze,​ ​and​ ​use​ ​data​ ​to​ ​improve​ ​their​ ​effectiveness​ ​and​ ​advance​ ​student​ ​success. All​ ​registered​ ​students​ ​received​ ​an​ ​email​ ​with​ ​a​ ​survey​ ​link. ​Results​​ ​indicate​ ​that​ ​the​ ​majority​ ​of students​ ​feel​ ​safe​ ​on​ ​campus​ ​(88%)​ ​and​ ​respected​ ​by​ ​college​ ​personnel​ ​(92%). ​ ​Targets​ ​will​ ​be 93

established​ ​after​ ​the​ ​second​ ​distribution​ ​in​ ​2018. ​ ​A​ ​comparison with​ ​other​ ​colleges​ who participated​ ​in​ ​the​ ​survey​ ​show​ ​NMC's​ ​ratings​ ​generally​ ​higher​ ​on relevant questions.

Maxient​ ​Data

During 2016-17,​ ​161​ ​incidents​ ​were​ ​reported​ ​in​ ​Maxient.​ ​Almost​ ​all​ ​were​ ​conduct​ ​or​ ​behavior concerns. ​ ​Thirteen involved​ ​cheating​ ​or​ ​plagiarism​ ​(1R4)​ ​and​ ​7​ ​were​ ​Title​ ​IX​ ​related​ ​(4R4). There​ ​were​ ​only​ ​2​ ​general​ ​complaints​ ​submitted​ ​to​ ​the​ ​VPSST,​ ​both​ ​were​ ​resolved.

It​ ​appears​ ​that​ ​most​ ​general​ ​complaints​ ​were​ ​resolved​ ​at​ ​the​ ​point​ ​of​ ​contact​ ​and​ ​did​ ​not​ ​escalate to​ ​the​ ​level​ ​of​ ​a​ ​formal​ ​complaint.

2I4:​ ​IMPROVEMENTS

Implementing​ ​Maxient​ ​in​ ​2013​ ​has​ ​not​ ​only​ ​improved​ ​gathering​ ​and​ ​analysis​ ​of​ ​student complaint​ ​information,​ ​it​ ​has​ ​enabled​ ​more​ ​consistent​ ​tracking​ ​of​ ​incidents​ ​and​ ​resulting sanctions. Over​ ​the​ ​past​ ​five​ ​years, efforts​ ​with​ ​staff​ ​and​ ​faculty​ ​were​ ​strengthened​ ​to​ ​help​ ​employees understand​ ​Student​ ​Rights​ ​and​ ​Responsibilities​ ​and​ ​how​ ​they​ ​effectively​ ​apply​ ​to​ ​campus behavior. In​ ​2015,​ ​NMC​ ​added​ ​alcohol​ ​and​ ​drug​ ​policy​ ​and​ ​Title​ ​IX​ ​information​ ​during​ ​new​ ​student orientation,​ ​and​ ​the​ ​College​ ​provides​ ​additional​ ​Title​ ​IX​ ​training​ ​to​ ​our​ ​resident​ ​hall​ ​and Maritime​ ​students.​ ​At​ ​the​ ​beginning​ ​of​ ​each​ ​semester,​ ​all​ ​students​ ​receive​ ​information​ ​about identifying​ ​and​ ​reporting​ ​sexual​ ​misconduct.

An​ ​important​ ​improvement​ ​this​ ​year​ ​will​ ​be​ ​to​ ​implement​ ​Maxient​ ​use​ ​across​ ​the​ ​College​ ​for capturing,​ ​tracking,​ ​and​ ​analyzing​ ​general​ ​complaint​ ​information​ ​from​ ​all​ ​stakeholders.​ ​This​ ​will support​ ​consistent​ ​documentation​ ​and​ ​tracking​ ​and​ ​allow​ ​the​ ​College​ ​to​ ​identify​ ​trends​ ​across​ ​the organization.

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Sources ● ● ● ● ● ● ● ● ●

2.4​ ​BIRT​ ​Process 2.4​ ​Collecting​ ​Complaint​ ​Information​ ​Process 2.4​ ​Red​ ​Flag​ ​-​ ​Incident​ ​Reporting​ ​Form Campus​ ​Climate​ ​Survey​ ​2016 Campus​ ​Safety​ ​&​ ​Security-webpage HEDS​ ​2015-16​ ​Campus​ ​Climate​ ​Report HEDS​ ​webpage Staff​ ​Policy​ ​D-602.01​ ​Student​ ​Rights-Responsibilities Staff​ ​Policy​ ​D-602.01​ ​Student​ ​Rights-Responsibilities​ ​(page​ ​number​ ​16)

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2.5​ ​-​ ​Building​ ​Collaborations​ ​and​ ​Partnerships HLC​ ​Overview

Building​ ​Collaborations​ ​and​ ​Partnerships​ ​focuses​ ​on​ ​aligning,​ ​building​ ​and​ ​determining​ ​the effectiveness​ ​of​ ​collaborations​ ​and​ ​partnerships​ ​to​ ​further​ ​the​ ​mission​ ​of​ ​the​ ​institution.

2P5:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​managing​ ​collaborations​ ​and​ ​partnerships​ ​to​ ​further​ ​the​ ​mission​ ​of​ ​the institution.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: Selecting​ ​partners​ ​for​ ​collaboration​ ​(e.g.,​ ​other​ ​educational​ ​institutions,​ ​civic organizations,​ ​businesses) ● Building​ ​and​ ​maintaining​ ​relationships​ ​with​ ​partners ● Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​partnership​ ​effectiveness ● Evaluating​ ​the​ ​degree​ ​to​ ​which​ ​collaborations​ ​and​ ​partnerships​ ​are​ ​effective ●

2R5:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​the​ ​effectiveness​ ​of​ ​aligning​ ​and​ ​building​ ​collaborations​ ​and partnerships?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​2P5.​ ​All​ ​data presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

2I5:​ ​IMPROVEMENT Based​ ​on​ ​2R5,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

2P5:​ ​PROCESSES

2P5.1​ ​Selecting​ ​partners​ ​for​ ​collaboration​ ​(e.g.,​ ​other​ ​educational​ ​institutions,​ ​civic organizations,​ ​businesses)

Generally,​ ​NMC​ ​selects​ ​partners​ ​for​ ​collaboration​ ​to​ ​broaden​ ​the​ ​scope​ ​and​ ​types​ ​of​ ​learning​ ​we can​ ​provide​ ​students,​ ​employers,​ ​and​ ​community​ ​members;​ ​to​ ​share​ ​resources​ ​and​ ​expertise;​ ​to provide​ ​financial​ ​aid​ ​and​ ​other​ ​support​ ​services;​ ​to​ ​increase​ ​participation​ ​or​ ​enrollment​ ​in​ ​our programs;​ ​to​ ​build​ ​the​ ​community’s​ ​talent​ ​pool;​ ​and​ ​to​ ​maximize​ ​the​ ​use​ ​of​ ​community resources​ ​by​ ​reducing​ ​duplication​ ​of​ ​effort,​ ​services,​ ​or​ ​activities. ​Figure​ ​2P5-1​​ ​summarizes types​ ​of​ ​partnerships,​ ​how​ ​they​ ​are​ ​developed,​ ​and​ ​how​ ​they​ ​are​ ​measured. 96

2P5.2​ ​Building​ ​and​ ​maintaining​ ​relationships​ ​with​ ​partners

Partnerships​ ​are​ ​frequently​ ​developed​ ​and​ ​managed​ ​through​ ​regular​ ​participation​ ​with​ ​local, regional,​ ​statewide,​ ​and​ ​national​ ​committees​ ​and​ ​boards.​ ​Staff​ ​members​ ​are​ ​frequently​ ​assigned to​ ​represent​ ​NMC​ ​in​ ​professional​ ​associations;​ ​several​ ​NMC​ ​staff​ ​serve​ ​in​ ​leadership​ ​roles. NMC​ ​faculty​ ​and​ ​staff​ ​members​ ​are​ ​also​ ​engaged​ ​with​ ​community​ ​organizations​ ​which​ ​help inform College work​ ​such​ ​as​ ​Rotary​ ​Club​ ​or​ ​Chamber​ ​of​ ​Commerce.​ ​NMC​ ​is​ ​part​ ​of​ ​the​ ​fabric of​ ​our​ ​community,​ ​and​ ​our​ ​staff​ ​and​ ​volunteer​ ​board​ ​members​ ​serve​ ​to​ ​maintain​ ​those​ ​essential connections. Other​ ​partnerships​ ​develop​ ​informally​ ​and​ ​organically: NMC​ ​faculty​ ​or​ ​staff​ ​identify​ ​individuals​ ​or​ ​organizations​ ​with​ ​shared​ ​interests​ ​meet​ ​to explore​ ​potential​ ​areas​ ​for​ ​collaboration. ● Someone​ ​outside​ ​NMC​ ​identifies​ ​the​ ​College​ ​as​ ​a​ ​potential​ ​partner​ ​and​ ​contacts​ ​relevant individuals​ ​to​ ​explore​ ​potential​ ​collaboration. ●

Effective​ ​partnerships​ ​are​ ​built​ ​on​ ​trust​ ​which​ ​requires​ ​ongoing​ ​investment​ ​in​ ​the​ ​relationship through​ ​regular​ ​communication,​ ​active​ ​listening,​ ​and​ ​collaborative​ ​problem-solving.​ ​Clear communication​ ​from​ ​beginning​ ​to​ ​end​ ​of​ ​any​ ​collaborative​ ​effort​ ​is​ ​essential. Trust​ ​is​ ​also influenced​ ​by​ ​reputation;​ ​quality​ ​programs​ ​attract​ ​potential​ ​partners.

Potential​ ​conflicts​ ​of​ ​interest​ ​or​ ​other​ ​ethical​ ​concerns​ ​are​ ​addressed​ ​through​ ​partnership agreements,​ ​contracts,​ ​or​ ​MOUs.​ ​The conflict​ ​of​ ​interest​ ​policy​ ​(​D-506.01)​ ensures​ ​proper procedures​ ​are​ ​followed. ​ ​All​ ​agreements,​ ​contracts,​ ​or​ ​MOUs​ ​are​ ​managed​ ​by​ ​NMC’s​ ​Business Office​ ​and​ ​comply​ ​with​ ​all​ ​federal​ ​guidelines.​ ​MOUs​ ​are​ ​typically​ ​subject​ ​to​ ​legal​ ​counsel review​ ​to​ ​ensure​ ​they​ ​address​ ​all​ ​potential​ ​ethical​ ​concerns.​ ​In​ ​addition,​ ​potential​ ​partnerships involving​ ​new​ ​programs​ ​or​ ​services​ ​are​ ​vetted​ ​through​ ​NMC’s ​Decision-Making​ ​Process​​ ​to ensure​ ​they​ ​are​ ​aligned​ ​with​ ​NMC’s​ ​mission,​ ​vision,​ ​and​ ​resources,​ ​and​ ​that​ ​NMC’s​ ​involvement is​ ​appropriate. 2P5.3​ ​Selecting​ ​the​ ​tools,​ ​methods​ ​and​ ​instruments​ ​to​ ​assess​ ​partnership​ ​effectiveness

The​ ​success​ ​of​ ​virtually​ ​every​ ​program​ ​and​ ​service​ ​of​ ​the​ ​College​ ​depends​ ​on​ ​effective​ ​external partnerships.​ ​To​ ​ensure​ ​these​ ​partnerships​ ​meet​ ​the​ ​needs​ ​of​ ​the​ ​various stakeholders,​ ​NMC applies​ ​the​ ​same​ ​continuous​ ​improvement​ ​methodology​ ​of​ ​Plan-Do-Check-Adjust​ ​that​ ​it​ ​uses​ ​for all​ ​other​ ​processes.​ ​In​ ​planning​ ​a​ ​formal​ ​partnership​ ​agreement,​ ​parties​ ​clarify​ ​the​ ​purpose​ ​of​ ​the partnership​ ​and​ ​identify​ ​success​ ​measures. When​ ​possible,​ ​partners​ ​establish​ ​targets​ ​for​ ​quantitative​ ​measures​ ​such​ ​as​ ​enrollment,​ ​learner outcomes,​ ​and​ ​cost​ ​savings.​ ​The​ ​agreement​ ​also​ ​includes​ ​a​ ​timeline​ ​for​ ​evaluating​ ​success factors including the​ ​overall​ ​effectiveness​ ​of​ ​the​ ​partnership.​ ​The​ ​frequency​ ​of​ ​the​ ​review​ ​varies depending​ ​on​ ​the​ ​nature​ ​of​ ​the​ ​partnership​ ​and​ ​its​ ​goals. Minimally,​ ​all​ ​areas​ ​of​ ​the​ ​College​ ​formally​ ​assess​ ​the​ ​effectiveness​ ​of​ ​their​ ​programs,​ ​services and​ ​related​ ​partnerships​ ​annually​ ​through​ ​the​ ​aligned​ ​planning​ ​process​ ​(4P2).

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2P5.4​ ​Evaluating​ ​the​ ​degree​ ​to​ ​which​ ​collaborations​ ​and​ ​partnerships​ ​are​ ​effective

NMC​ ​personnel​ ​responsible​ ​for​ ​implementing​ ​various​ ​program​ ​and​ ​service​ ​partnerships​ ​are accountable​ ​for​ ​their​ ​evaluation.​ ​Quantitative​ ​data​ ​may​ ​be​ ​gathered​ ​by​ ​the​ ​departments​ ​or individuals​ ​involved​ ​in​ ​the​ ​partnership​ ​or​ ​by​ ​the​ ​Office​ ​of​ ​Research,​ ​Planning​ ​and​ ​Effectiveness (ORPE).​ ​Qualitative​ ​data​ ​and​ ​informal​ ​feedback​ ​is​ ​gathered​ ​regularly​ ​by​ ​those​ ​involved​ ​in​ ​the partnership. For​ ​relationships​ ​with​ ​donors,​ ​alumni,​ ​and​ ​the​ ​community,​ ​NMC​ ​measures​ ​satisfaction​ ​levels through​ ​survey​ ​research​ ​and​ ​tracks​ ​direct​ ​tangible​ ​commitment​ ​in​ ​the​ ​form​ ​of​ ​financial contribution.

2R5:​ ​RESULTS

As​ ​described​ ​in​ ​2P5,​ ​virtually​ ​every​ ​program​ ​and​ ​service​ ​at​ ​the​ ​college​ ​has​ ​developed partnerships,​ ​and​ ​each​ ​area​ ​is​ ​responsible​ ​for​ ​evaluating​ ​their​ ​effectiveness.​ ​Some​ ​collect​ ​data​ ​or gather​ ​feedback​ ​specific​ ​to​ ​their​ ​partnerships.​ ​Outcomes​ ​can​ ​be​ ​found​ ​on​ ​department​ ​planning documents. ​ ​For​ ​example, ​Enrollment​ ​and ​Student​ ​Services​ ​have​ ​implemented​ ​the​ ​following: Partnered​ ​with​ ​Michigan​ ​Works​ ​to​ ​provide​ ​adult​ ​education​ ​on​ ​NMC​ ​Campus​ ​as​ ​an​ ​option for​ ​students​ ​who​ ​did​ ​not​ ​place​ ​into​ ​developmental​ ​courses​ ​(2P1). ● Expanded​ ​the​ ​number​ ​of​ ​consortium​ ​agreements​ ​through​ ​partnerships​ ​with​ ​University Center​ ​partners​ ​and​ ​other​ ​four-year​ ​institutions. ​ ​These​ ​allow​ ​students​ ​to​ ​take​ ​some classes​ ​at​ ​NMC​ ​at​ ​a​ ​lower​ ​tuition​ ​rate,​ ​utilizing​ ​their​ ​financial​ ​aid​ ​dollars​ ​and​ ​helps​ ​them complete. ●

Relevant​ ​organization-level data are​ ​collected​ ​and​ ​reported​ ​regularly: Area​ ​High​ ​School,​ ​Dual​ ​Enrollment/Early​ ​College​ ​Enrollment​ ​Data The​​ ​Fall​ ​2017​ ​Enrollment​ ​Report​​ ​shows​ ​steady​ ​increases​ ​over​ ​the​ ​last​ ​four​ ​years​ ​in​ ​the​ ​number of​ ​students​ ​and​ ​the​ ​number​ ​of​ ​contact​ ​hours​ ​in​ ​dual-enrollment​ ​and​ ​early​ ​college​ ​programs.

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In​ ​addition,​ ​the​ ​number​ ​of​ ​17-20​ ​year​ ​old​ ​enrolled​ ​in​ ​NMC​ ​courses​ ​has​ ​remained​ ​steady​ ​despite an​ ​average​ ​decrease​ ​of​ ​3%​ ​in​ ​the​ ​number​ ​of​ ​area​ ​high​ ​school​ ​graduates​ ​since​ ​2012.

Student​ ​Services​ ​also​ ​tracks​ ​rates​ ​of​ ​enrollment​ ​from​ ​area​ ​high​ ​schools (see​ ​next​ ​page)​ ​and continually​ ​assesses​ ​and​ ​adjusts​ ​recruitment​ ​and​ ​orientation​ ​practices​ ​to​ ​meet​ ​student​ ​and​ ​high school​ ​staff​ ​needs.

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Transfer​ ​Data NMC's​ ​relationship​ ​with​ ​other​ ​post-secondary​ ​institutions​ ​is​ ​focused​ ​on​ ​a​ ​smooth​ ​transfer experience​ ​for​ ​students​ ​and​ ​on​ ​increasing​ ​transferability​ ​of​ ​courses. ​Results​ ​indicate​ ​that​ ​NMC has​ ​met​ ​or​ ​exceeded​ ​its​ ​target​ ​(90%)​ ​for​ ​transfer​ ​student​ ​satisfaction.​ ​

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NMC​ ​currently​ ​has​ ​12 ​Reverse​ ​Transfer​ ​Partnerships​​ ​and​ ​has​ ​awarded​ ​102​ ​associate’s​ ​degrees since​ ​2013​ ​through​ ​these​ ​partnerships.

Advisory​ ​Committee​ ​Satisfaction

The ​Advisory​ ​Committee​ ​Survey​​ ​is​ ​administered​ ​electronically​ ​on​ ​an​ ​annual​ ​schedule​ ​as​ ​part​ ​of the​ ​Academic​ ​Program​ ​Review​ ​process. Respondents rate​ ​the​ ​effectiveness​ ​of​ ​NMC​ ​in​ ​building collaborative​ ​relationships.​ ​ Employers​ ​who​ ​serve​ ​as​ ​members​ ​of​ ​NMC’s​ ​programmatic​ ​advisory groups​ ​have​ ​consistently ​rated​​ ​their​ ​partnership​ ​with​ ​NMC​ ​faculty​ ​as​ ​above​ ​average​ ​or excellent. ​ ​As​ ​the​ ​2016-17​ ​average​ ​shows​ ​a​ ​slight​ ​drop,​ ​individual​ ​program​ ​survey​ ​results​ ​can​ ​be used​ ​to​ ​identify​ ​and​ ​address​ ​concerns. ​ ​

Friend-raising/Fundraising Direct​ ​measures​ ​of​ ​our​ ​community​ ​partnership​ ​include​ ​friend-raising​ ​and​ ​fund-raising.​ ​Those data​ ​can​ ​be​ ​found​ ​in​ ​2R3.

2I5:​ ​IMPROVEMENTS Over​ ​the​ ​next​ ​1​ ​to​ ​3​ ​years:

Educational​ ​Services​ ​would​ ​like​ ​to​ ​strengthen​ ​partnership/collaboration​ ​with​ ​area​ ​high​ ​schools. Academic​ ​leaders​ ​and​ ​faculty,​ ​primarily​ ​in​ ​math​ ​and​ ​English,​ ​had​ ​been​ ​meeting​ ​regularly​ ​with math​ ​and​ ​English​ ​instructors​ ​from​ ​the​ ​high​ ​schools​ ​to​ ​align​ ​curricula​ ​and​ ​high​ ​school performance​ ​with​ ​college​ ​readiness​ ​standards.​ ​These​ ​meetings​ ​have​ ​not​ ​been​ ​happening​ ​due​ ​to time​ ​constraints​ ​on​ ​Traverse​ ​City​ ​Area​ ​Public​ ​Schools​ ​personnel.​ ​The​ ​College​ ​remains​ ​optimistic that​ ​discussion​ ​will​ ​be​ ​renewed​ ​at​ ​some​ ​point​ ​in​ ​the​ ​future. 101

Dennos​ ​Museum Through​ ​major​ ​donor​ ​contributions,​ ​the​ ​Dennos​ ​is​ ​undergoing​ ​a​ ​substantial​ ​expansion​ ​that​ ​will allow​ ​the​ ​College​ ​to​ ​showcase​ ​its​ ​permanent​ ​collection​ ​on​ ​an​ ​ongoing​ ​basis,​ ​making​ ​it​ ​more accessible​ ​as​ ​an​ ​educational​ ​resource​ ​both​ ​on​ ​and​ ​off​ ​campus. ​ ​The​ ​improvements​ ​to​ ​Milliken Auditorium​ ​will provide​ ​a​ ​better​ ​laboratory​ ​for​ ​music​ ​instruction​ ​and​ ​performance​ ​and​ ​will support​ ​the​ ​growing​ ​opportunities​ ​in​ ​the​ ​audio​ ​tech​ ​program​ ​related​ ​to​ ​recording​ ​and​ ​concert sound​ ​production. The​​ ​Music​ ​Department​ ​anticipates​ ​expanded partnerships,​ ​and​ ​Audio​ ​Tech seeks​ ​a​ ​four-year partnership​ ​to​ ​provide​ ​a​ ​bachelor’s​ ​degree​ ​track​ ​for​ ​students.

Sources ● ● ● ● ● ● ● ● ● ● ● ● ● ●

2.5​ ​Internship-Training​ ​Agreement​ ​form 2.5​ ​Summary​ ​of​ ​Partnerships 4.2​ ​Decision​ ​Making​ ​Process Advisory​ ​Committee​ ​Program​ ​Evaluation​ ​form Advisory​ ​Committee​ ​Survey​ ​Results Articulation​ ​Agreements Dual​ ​Enrolled/Early​ ​College​ ​Participation Enrollment​ ​Report​ ​Fall​ ​2017 Enrollment​ ​Report​ ​Fall​ ​2017​ ​(page​ ​number​ ​2) Enrollment​ ​Report​ ​Fall​ ​2017​ ​(page​ ​number​ ​3) Enrollment​ ​Report​ ​Fall​ ​2017​ ​(page​ ​number​ ​4) Reverse​ ​Transfer​ ​Agreement​ ​partners Staff​ ​Policy​ ​D​ ​506.01​ ​Conflict​ ​of​ ​Interest Transfer​ ​Student​ ​Satisfaction

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Category​ ​3​ ​-​ ​Valuing​ ​Employees

Introduction Due​ ​to​ ​the​ ​work​ ​of​ ​the​ ​Talent​ ​Action​ ​Project​ ​(2009-2017),​ ​processes​ ​in​ ​this​ ​category continue​ ​to improve. NMC’s​ ​processes​ ​for​ ​attracting​ ​and​ ​hiring​ ​candidates​ ​with​ ​the​ ​required​ ​credentials,​ ​skills,​ ​and values​ ​are ​aligned​ as​ ​the​ ​College​ ​has​ ​embedded​ ​the​ ​organization’s​ ​Competency​ ​Model​ ​into workforce​ ​planning,​ ​recruitment,​ ​selection,​ ​and​ ​orientation. ​ ​Implementing​ ​job​ ​description software​ ​prompted​ ​a​ ​thorough​ ​review​ ​and​ ​standardization​ ​of​ ​job​ ​descriptions,​ ​clarifying​ ​required credentials​ ​and​ ​competencies​ ​(3P1). Processes​ ​for​ ​Ensuring​ ​the​ ​institution​ ​has​ ​sufficient​ ​numbers​ ​of​ ​faculty​ ​and​ ​staff​ ​are ​aligned​ as the​ ​College​ ​built​ ​workforce​ ​planning​ ​into​ ​the​ ​annual​ ​aligned​ ​planning​ ​and​ ​budgeting​ ​process: identifying​ ​programmatic​ ​needs,​ ​tracking​ ​enrollment​ ​patterns,​ ​and​ ​benchmarking​ ​course​ ​loads and​ ​classroom​ ​efficiency. ​ ​Staffing​ ​levels​ ​are​ ​reviewed​ ​on​ ​an​ ​ongoing​ ​basis,​ ​adjusting​ ​as necessary​ ​to​ ​changes​ ​in​ ​enrollment​ ​and​ ​areas​ ​of​ ​student​ ​need​ ​(3P1). Processes​ ​and​ ​results​ ​for​ ​evaluating​ ​and​ ​recognizing​ ​performance​ ​and​ ​contribution​ ​to​ ​the institution​ ​are​ ​at​ ​varying​ ​stages​ ​of​ ​maturity​ ​(3P2). Performance​ ​evaluation​ ​is ​becoming​ ​systematic​ with​ ​implementation​ ​of​ ​new​ ​evaluation processes​ ​for​ ​adjunct​ ​and​ ​regular​ ​faculty. ​ ​All​ ​employees​ ​will​ ​be​ ​using​ ​the​ ​same​ ​software​ ​system for​ ​documenting​ ​reviews​ ​and​ ​goal​ ​plans,​ ​allowing​ ​for​ ​greater​ ​accountability,​ ​shared​ ​learning,​ ​and process​ ​improvements. ​ ​These​ ​processes​ ​are​ ​expected​ ​to​ ​move​ ​from​ ​systematic​ ​to​ ​aligned​ ​or integrated​ ​in​ ​the​ ​next​ ​few​ ​years. ​ ​An​ ​important​ ​area​ ​for​ ​improvement​ ​is​ ​to​ ​strengthen​ ​the​ ​tools​ ​to verify​ ​competency​ ​demonstration​ ​and​ ​growth​ ​for​ ​staff​ ​(3I2;​ ​3I3). Processes​ ​for​ ​employee​ ​recognition​ ​overall​ ​are ​systematic​. ​ ​While​ ​the​ ​College​ ​has​ ​a​ ​number​ ​of formal​ ​and​ ​informal​ ​processes​ ​in​ ​place,​ ​employee​ ​feedback​ ​is​ ​mixed​ ​regarding the​ ​degree​ ​of meaningfulness. ​ ​A​ ​newly​ ​charged​ ​Employee​ ​Recognition​ ​Committee​ ​is​ ​working​ ​to​ ​create​ ​a more​ ​strategic​ ​approach​ ​to​ ​recognition​ ​that​ ​supports​ ​employee​ ​engagement​ ​and​ ​retention. Compensation​ ​and​ ​benefit​ ​systems​ ​are ​becoming​ ​aligned ​led​ ​by​ ​the​ ​work​ ​of​ ​the​ ​Talent​ ​Action Project​ ​Phase​ ​III​ ​(3.2). ​ ​Goals​ ​in​ ​this​ ​phase​ ​were​ ​to​ ​ensure​ ​compensation​ ​and​ ​benefit​ ​systems were​ ​“externally​ ​competitive​ ​and​ ​internally​ ​equitable”​ ​as​ ​well​ ​as​ ​meet​ ​other​ ​organizational values.​ ​Project​ ​outcomes​ ​included​ ​implementing​ ​a​ ​number​ ​of​ ​changes​ ​including​ ​revising​ ​the adjunct​ ​faculty​ ​pay​ ​plan,​ ​benchmarking​ ​all​ ​other​ ​faculty​ ​and​ ​staff​ ​to​ ​the​ ​mean​ ​or​ ​median​ ​of​ ​their respective​ ​markets,​ ​revising​ ​the​ ​staff​ ​classification​ ​plan,​ ​and​ ​revising​ ​several​ ​details​ ​in​ ​the​ ​NMC benefits​ ​package​ ​to​ ​provide​ ​greater​ ​internal​ ​equity. ​ ​The​ ​College​ ​is​ ​checking​ ​and​ ​adjusting​ ​these changes​ ​to​ ​ensure​ ​they​ ​meet​ ​the​ ​goals​ ​of​ ​attracting​ ​and​ ​retaining​ ​talent. Processes​ ​and​ ​results​ ​for​ ​training,​ ​educating​ ​and​ ​supporting​ ​employees​ ​in​ ​their​ ​professional development​ ​are ​becoming​ ​aligned ​through​ ​embedding​ ​the​ ​NMC​ ​competency​ ​model​ ​into development​ ​planning,​ ​the​ ​addition​ ​of​ ​a​ ​Talent​ ​Development​ ​Coordinator,​ ​implementation​ ​of 103

learning​ ​management​ ​software​ ​for​ ​tracking,​ ​and​ ​strong​ ​collaboration​ ​between​ ​the​ ​Professional Development​ ​Institute​ ​(PDI)​ ​and​ ​the​ ​Center​ ​for​ ​Instructional​ ​Excellence​ ​(CIE). ​ ​As​ ​mentioned earlier,​ ​strengthening​ ​the​ ​process​ ​for​ ​verifying​ ​and​ ​tracking​ ​competency​ ​growth​ ​and demonstration​ ​is​ ​an​ ​important​ ​area​ ​for​ ​improvement,​ ​providing​ ​more​ ​objective​ ​outcome measures​ ​for​ ​both​ ​performance​ ​and​ ​professional​ ​development​ ​processes.

3.1​ ​-​ ​Hiring HLC​ ​Overview

Hiring​ ​focuses​ ​on​ ​the​ ​acquisition​ ​of​ ​appropriately​ ​qualified/credentialed​ ​faculty,​ ​staff​ ​and administrators​ ​to​ ​ensure​ ​that​ ​effective,​ ​high-quality​ ​programs​ ​and​ ​student​ ​support​ ​services​ ​are provided.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Component​ ​3.C.​ ​in​ ​this​ ​section.

3P1:​ ​PROCESSES Describe​ ​the​ ​process​ ​for​ ​hiring​ ​faculty,​ ​staff​ ​and​ ​administrators.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ● ● ●

Recruiting,​ ​hiring​ ​and​ ​orienting​ ​processes​ ​that​ ​result​ ​in​ ​staff​ ​and​ ​administrators​ ​who possess​ ​the​ ​required​ ​qualification,​ ​skills​ ​and​ ​values​ ​(3.C.6) Developing​ ​and​ ​meeting​ ​academic​ ​credentialing​ ​standards​ ​for​ ​faculty,​ ​including​ ​those​ ​in dual​ ​credit,​ ​contractual​ ​and​ ​consortia​ ​programs​ ​(3.C.1,​ ​3.C.2) Ensuring​ ​the​ ​institution​ ​has​ ​sufficient​ ​numbers​ ​of​ ​faculty​ ​to​ ​carry​ ​out​ ​both​ ​classroom​ ​and non-classroom​ ​programs​ ​and​ ​activities​ ​(3.C.1) Ensuring​ ​the​ ​acquisition​ ​of​ ​sufficient​ ​numbers​ ​of​ ​staff​ ​to​ ​provide​ ​student​ ​support​ ​services Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

3R1:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​recruitment,​ ​hiring​ ​and​ ​orienting​ ​practices​ ​ensure effective​ ​provision​ ​for​ ​programs​ ​and​ ​services?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes identified​ ​in​ ​3P1.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected, who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

3I1:​ ​IMPROVEMENT Based​ ​on​ ​3R1,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

3P1:​ ​PROCESSES

3P1.1​ ​Recruiting,​ ​hiring​ ​and​ ​orienting​ ​processes​​ ​(3.C.6)

To​ ​ensure​ ​NMC​ ​has​ ​faculty​ ​and​ ​staff​ ​who​ ​possess​ ​required​ ​qualifications,​ ​skills​ ​and​ ​values​ ​to achieve​ ​its​ ​mission​ ​and​ ​vision​ ​and​ ​to​ ​ensure​ ​high-quality​ ​programs​ ​and​ ​student​ ​support​ ​services, the​ ​College​ ​continues​ ​to​ ​hone​ ​its​ ​workforce​ ​planning,​ ​recruiting,​ ​hiring,​ ​and​ ​orienting​ ​processes as​ ​well​ ​as​ ​its​ ​development​ ​and​ ​evaluation​ ​processes​ ​(3P2, 3P3). Workforce​ ​planning Identifying​ ​needs

Workforce​ ​planning​ ​addresses​ ​new​ ​needs​ ​identified​ ​in​ ​the​ ​strategic​ ​plan​ ​and​ ​aligned​ ​planning processes​ ​as​ ​well​ ​as​ ​current or​ ​anticipated​ ​needs​ ​due​ ​to​ ​projected​ ​retirements,​ ​turnover,​ ​or enrollment​ ​changes.​ ​While​ ​current​ ​needs​ ​are​ ​dealt​ ​with​ ​as​ ​vacancies​ ​occur,​ ​new​ ​and​ ​anticipated needs​ ​are​ ​addressed​ ​during​ ​the​ ​annual​ ​planning​ ​and​ ​budgeting​ ​process​ ​to​ ​address​ ​competencies needs,​ ​retirements/turnover,​ ​and​ ​enrollment​ ​data​.​ ​(3.C.1,​ ​3.C.2,​ ​3.C.6) Position​ ​request​ ​and​ ​approval​ ​process

Once​ ​departments​ ​identify​ ​a​ ​need,​ ​position​ ​requests​ ​and​ ​approval​ ​involves​ ​the​ ​following: 1. The​ ​manager/director/academic​ ​chair​ ​(hiring​ ​manager)​ ​evaluates​ ​the​ ​departmental structure​ ​for​ ​needed​ ​competencies​ ​and​ ​capacity​ ​and​ ​reviews​ ​this​ ​assessment​ ​with​ ​her executive.​ ​They​ ​explore​ ​opportunities​ ​to​ ​leverage​ ​capacity​ ​from​ ​other​ ​areas​ ​of​ ​the College​ ​or​ ​to​ ​collaborate​ ​across​ ​organizations.​ ​The​ ​goal​ ​is​ ​to​ ​meet​ ​needs​ ​while​ ​making best​ ​use​ ​of​ ​talent​ ​resources.​ ​(3.C.1) 2. If​ ​the​ ​executive​ ​and​ ​hiring​ ​manager​ ​decide​ ​to​ ​pursue​ ​a​ ​position,​ ​the​ ​hiring​ ​manager​ ​works with​ ​HR​ ​to​ ​create​ ​or​ ​update​ ​a​ ​job​ ​description​ ​clarifying​ ​key​ ​responsibilities​ ​and​ ​required credentials​ ​and​ ​experience.​​ ​(3.C.2;​ ​3.C.6) 3. The​ ​hiring​ ​manager​ ​submits​ ​the​ ​appropriate​ ​form​ ​(​NMC​ ​Faculty​ ​Personnel​ ​Request and ​NMC​ ​Staff​ ​Personnel​ ​Request​)​ ​outlining​ ​the​ ​position​ ​and​ ​rationale. 4. The​ ​request​ ​routes​ ​to​ ​HR​ ​for​ ​budget​ ​information,​ ​to​ ​the​ ​appropriate VP​ ​for​ ​signature,​ ​and then​ ​to​ ​the​ ​VP​ ​Group​ ​(VPG)​ ​for​ ​review. o Replacement​ ​requests​​ ​can​ ​happen​ ​any​ ​time​ ​of​ ​year. ​ ​If​ ​a​ ​request​ ​is​ ​recommended by​ ​the​ ​VPG,​ ​it​ ​is​ ​presented​ ​to​ ​Planning​ ​and​ ​Budget​ ​Council​ ​(PBC)​ ​for information​ ​purposes. o New​ ​position​ ​requests​​ ​go​ ​through​ ​PBC’s​ ​position​ ​prioritization​ ​process,​ ​and PBC​ ​forwards​ ​its​ ​recommendations​ ​to​ ​the​ ​President. Determining​ ​credentials-staff​ ​(3.C.6,​ ​5.A.4)

NMC’s​ ​Competency​ ​Model​ helps​ ​identify​ ​the​ ​specific​ ​skills,​ ​behaviors,​ ​values,​ ​and​ ​credentials required​ ​for​ ​staff​ ​and​ ​administrators in​ ​three​ ​categories: 1. Foundational​ ​Competencies​ ​(p.1) ​essential​ ​for​ ​everyone​ ​and​ ​aligned​ ​with​ ​NMC’s​ ​Values. 105

2. Functional​ ​Competencies​ ​(p.4)​​ ​necessary​ ​for​ ​most,​ ​but​ ​skill​ ​level​ ​will​ ​vary​ ​by​ ​role. 3. Technical​ C ​ ompetence/Expertise​ ​relative​ ​to​ ​the​ ​specific​ ​role​ ​addressing​ ​the​ ​specific credentials​ ​required​ ​for​ ​each​ ​position. ​ ​Role-specific​ ​credentials​ ​are​ ​determined​ ​through HLC​ ​guidelines​ ​and​ ​industry-specific​ ​standards. Determining​ ​credentials-faculty​ ​(3.C.2)

NMC​ ​Faculty​ ​credentials​ ​draw​ ​from​ ​the​ ​following​ ​three​ ​sources:​ ​the​ ​HLC,​ ​industry-specific requirements,​ ​and​ ​NISOD. ​ ​The​ ​College​ ​used​ ​a​ ​set​ ​of​ ​constructs​ ​from​ ​the​ ​1997​ ​NISOD International​ ​Conference​ ​and​ ​criteria​ ​cited​ ​in​ ​Vandermast’s​ ​“Hiring​ ​Faculty​ ​for​ ​the​ ​Next Century,”​ ​in​ ​Innovation​ ​Abstracts,​ ​20(19),​ ​to​ ​define​ ​characteristics​ ​of​ ​an​ ​outstanding​ ​instructor​ ​at NMC​.​ ​(3.C.2)

Communicating​ ​Credentials

Qualifications​ ​for​ ​all​ ​positions​ ​are​ ​communicated​ ​through ​job​ ​descriptions​​ ​and ​job​ ​postings​. (3.C.2,​ ​3.C.6,​ ​5.A.4)

To​ ​further​ ​clarify​ ​qualifications​ ​for​ ​instructors,​ ​a​ ​catalog​ ​specific​ ​to​ ​hiring​ ​faculty​ ​lists​ ​each credit​ ​course​ ​offered​ ​at​ ​NMC​ ​along​ ​with​ ​specific​ ​requirements​ ​to​ ​teach​ ​that​ ​course.​ ​These requirements​ ​apply​ ​whether​ ​the​ ​instructor​ ​is​ ​full-time​ ​or​ ​adjunct​ ​and​ ​includes​ ​those​ ​in​ ​dual credit,​ ​contractual,​ ​and​ ​consortial​ ​credit​ ​programs.​ ​This​ ​catalog​ ​is​ ​accessible​ ​to​ ​the​ ​public through​ ​NMC’s ​Employment​ ​Opportunities​ ​web​ ​page​​ ​and​ ​internally​ ​on​ ​the​ ​HR​ ​Intranet​ ​page (​sample​ ​page).​​ ​(3.C.2) 106

Recruiting,​ ​selecting,​ ​and​ ​hiring

Once​ ​a​ ​position​ ​is​ ​approved,​ ​the​ ​recruitment​ ​process​ ​involves​ ​two​ ​key​ ​phases:​ ​attracting applicants​ ​and evaluating​ ​applicant​ ​qualifications​ ​and​ ​organizational​ ​fit. Recruiting

Job​ ​postings​ ​and​ ​advertisements​ ​communicate​ ​requirements​ ​and​ ​provide​ ​potential​ ​candidates information​ ​to​ ​assess​ ​fit.​ ​Applicants​ ​for​ ​instructor​ ​positions​ ​can​ ​access​ ​requirements​ ​for​ ​all teaching​ ​assignments​ ​by​ ​following​ ​the​ ​link​ ​on​ ​the ​Employment​ ​Opportunities​ ​web​ ​page​.​ (3.C.2; 3.C.6,​ ​5.A.4) Selecting​ ​and​ ​hiring

The​ ​process​ ​for​ ​selecting​ ​and​ ​hiring​ ​all​ ​regular​ ​faculty​ ​and​ ​staff​ ​is​ ​designed​ ​to​ ​assess​ ​and​ ​verify the​ ​applicant’s​ ​credentials,​ ​experience,​ ​and​ ​competencies.

Search​ ​Team​ ​Selection​ ​and​ ​Training Search​ ​team​ ​members​ ​are​ ​selected​ ​to​ ​represent​ ​a​ ​mix​ ​of​ ​people​ ​from​ ​both​ ​inside​ ​the​ ​department and​ ​those​ ​who​ ​interact​ ​with​ ​the​ ​position​ ​to​ ​ensure​ ​differing​ ​perspectives.​ ​Teams​ ​receive​ ​training on​ ​interviewing/hiring​ ​guidelines.​ ​The​ ​team​ ​also​ ​reviews​ ​job​ ​qualifications,​ ​selection​ ​criteria, and​ ​interview​ ​questions​ ​created​ ​to​ ​assess​ ​those​ ​targeted​ ​skills,​ ​experience,​ ​credentials,​ ​and competencies. Initial​ ​Screening​ ​of​ ​Candidates Team​ ​members independently​ ​review​ ​the​ ​refined​ ​list​ ​of​ ​applicants’​ ​application​ ​packets​ ​and assess​ ​strengths​ ​using​ ​a​ ​position-specific​ ​evaluation​ ​matrix​.​ ​Together​ ​the​ ​team​ ​determines candidates​ ​for​ ​phone​ ​interviews.​​ ​(3.C.2;​ ​3.C.6,​ ​5.A.4)

Phone​ ​interviews​ assess​ ​candidates​ ​according​ ​to​ ​selection​ ​criteria,​ ​and​ ​a​ ​final​ ​subset​ ​of applicants​ ​is​ ​brought​ ​to​ ​campus​ ​for​ ​in-person​ ​interviews.​ ​In-person​ ​interviews​ ​address​ ​skill​ ​and foundational​ ​competencies,​ ​and​ ​organizational​ ​fit​ ​through​ ​interview​ ​questions,​ ​portfolio​ ​review, teaching​ ​demonstrations,​ ​presentations,​ ​or​ ​other​ ​skills​ ​evaluations​ ​(Interview​ ​Question Templates​ ​for ​faculty​​ ​and​ ​staff​).​​ ​(3.C.2;​ ​3.C.6,​ ​5.A.4)

There​ ​is​ ​a​ ​second​ ​interview​ ​with​ ​the​ ​academic​ ​chair​ ​and​ ​area​ ​vice​ ​president​ ​for​ ​faculty​ ​positions. For​ ​staff​ ​positions,​ ​teams​ ​occasionally​ ​schedule​ ​second​ ​interviews​ ​with​ ​the​ ​hiring​ ​manager​ ​and area​ ​executive.​ ​For​ ​some​ ​executive-level​ ​positions,​ ​open​ ​interviews​ ​with​ ​finalists​ ​allow​ ​all interested​ ​campus​ ​community​ ​members​ ​to​ ​assist​ ​in​ ​vetting.​ ​(3.C.2;​ ​3.C.6,​ ​5.A.4) Selection After​ ​interviews,​ ​the​ ​search​ ​team​ ​recommends​ ​a​ ​finalist​ ​and​ ​acceptable​ ​alternatives​ ​for​ ​hire​ ​to the​ ​responsible​ ​executive.​ ​HR​ ​conducts​ ​background​ ​checks​ ​and​ ​requests​ ​official​ ​transcripts, while​ ​the​ ​hiring​ ​manager​ ​conducts​ ​employment​ ​reference​ ​checks.​ ​The​ ​executive​ ​approves​ ​and recommends​ ​a​ ​finalist​ ​to​ ​the​ ​President.​ ​(3.C.2;​ ​3.C.6,​ ​5.A.4) Verifying​ ​qualifications All​ ​regular​ ​and​ ​adjunct​ ​faculty​ ​and​ ​regular​ ​staff​ ​are​ ​required​ ​to​ ​provide​ ​official​ ​transcripts​ ​to verify​ ​their​ ​academic​ ​credentials​ ​as​ ​well​ ​as​ ​other​ ​official​ ​licenses​ ​and​ ​certifications.​ ​Hiring managers​ ​validate​ ​experience​ ​during​ ​the​ ​reference​ ​check​ ​process.​ ​(3.C.2​ ​and​ ​3.C.6,​ ​5.A.4)

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Once​ ​hired,​ ​all​ ​faculty​ ​and​ ​staff​ ​names,​ ​titles,​ ​and​ ​credentials​ ​are​ ​posted​ ​on​ ​NMC’s​ ​website (​Catalog​ ​p.160​).

Note:​ ​NMC​ ​also​ ​has​ ​processes​ ​to​ ​ensure​ ​all​ ​faculty​ ​and​ ​staff​ ​maintain​ ​required​ ​credentials​ ​and certifications​ ​(3.3) ​(3.C.2) On-boarding​ ​and​ ​Orientation​ ​(3.C.2,​ ​3.C.6,​ ​5.A.4)

NMC​ ​has​ ​standardized​ ​on-boarding​ ​and​ ​orientation.​ ​A​ ​New​ ​Hire​ ​Checklist​ ​ensures​ ​consistency, and​ ​the​ ​entire​ ​on-boarding​ ​process​ ​is​ ​available​ ​and​ ​tracked​ ​through​ ​NMC’s​ ​on-boarding software.​ ​The​ ​initial​ ​online​ ​component​ ​includes​ ​NMC's​ ​history,​ ​Mission,​ ​Vision,​ ​and​ ​Values, and​ ​compliance​ ​training​ ​required​ ​for​ ​NMC​ ​and​ ​for​ ​their​ ​position​. ​Day​ ​one​ ​begins​ ​with​ ​a meeting​ ​with​ ​HR,​ ​then​ ​the​ ​hiring​ ​manager​ ​begins​ ​the​ ​process​ ​of​ ​orienting​ ​new​ ​employees​ ​to​ ​their department.​ ​The​ ​first​ ​two​ ​weeks​ ​include​ ​meeting​ ​with​ ​a​ ​tech​ ​liaison​ ​and​ ​an​ ​introduction​ ​to​ ​NMC systems. The​ ​New Employee​ ​Orientation​ ​and​ ​the​ ​New​ ​Faculty​ ​Institute ​are​ ​offered​ ​two​ ​times​ ​a​ ​year​ ​to coincide​ ​with​ ​peak​ ​hiring​ ​times.

The​​ ​New​ ​Employee​ ​Orientation​ ​is​ ​a​ ​one-day​ ​event​ ​that​ ​includes meeting​ ​with​ ​executive​ ​staff;​ ​an introduction​ ​to​ ​our​ ​CQI​ ​processes​ ​and​ ​AQIP​ ​accreditation​ ​pathway,​ ​and​ ​ending​ ​with​ ​a​ ​campus tour​ ​highlighting​ ​new​ ​program​ ​and​ ​service​ ​innovations.​ ​(3.C.2,​ ​3.C.6,​ ​5.A.4)

The​​ ​New​ ​Faculty​ ​Institute​,​ ​a​ ​one-day​ ​event,​ ​is​ ​for​ ​new​ ​faculty​ ​and​ ​adjunct​ ​members​ ​and​ ​is​ ​led by​ ​the​ ​Center​ ​for​ ​Instructional​ ​Excellence​ ​(CIE). ​ ​The​ ​Institute​ ​orients​ ​new​ ​faculty​ ​to NMC’s common​ ​learning​ ​outcomes​ ​and​ ​faculty's​ ​role​ ​in​ ​the​ ​assessment​ ​of​ ​student​ ​learning. ​ ​Those​ ​new to​ ​NMC’s​ ​learning​ ​management​ ​system,​ ​Moodle,​ ​can​ ​participate​ ​in​ ​a​ ​Moodle​ ​workshop.​ ​Other content​ ​of​ ​the​ ​New​ ​Faculty​ ​Institute​ ​varies​ ​depending​ ​on​ ​the​ ​composition​ ​and​ ​needs​ ​of​ ​the​ ​group. (3.C.2) Other​ ​role-specific​ ​orientation​ ​and​ ​development​ ​for​ ​faculty

All​ ​new​ ​faculty​ ​are​ ​on​ ​provisional​ ​status​ ​for​ ​three​ ​years.​ ​During​ ​that​ ​time​ ​they​ ​are​ ​required​ ​to attend​ ​two​ ​conferences​ ​per​ ​year,​ ​one​ ​in​ ​their​ ​discipline​ ​and​ ​one​ ​focused​ ​on​ ​teaching. ​ ​New faculty​ ​are​ ​also​ ​expected​ ​to​ ​attend​ ​monthly​ ​Friday​ ​Forums​ ​and​ ​the​ ​three​ ​professional development​ ​days​ ​per​ ​year​ ​sponsored​ ​by​ ​CIE.​ ​Beginning​ ​in​ ​Spring​ ​2017,​ ​new​ ​faculty​ ​were invited​ ​to​ ​join​ ​the​ ​New​ ​Faculty​ ​Learning​ ​Community. ​(3.C.2) Other​ ​role-specific​ ​orientation​ ​and​ ​development​ ​for​ ​staff

Based​ ​on​ ​work​ ​from​ ​the​ ​Talent​ ​Action​ ​Project,​ ​the​ ​College​ ​launched​ ​a​ ​new​ ​process​ ​for​ ​staff​ ​in 2015. Similar​ ​to​ ​faculty,​ ​the​ ​first​ ​three​ ​years​ ​for​ ​new​ ​staff​ ​begin​ ​in​ ​the​ ​“Learning​ ​Zone,”​ ​the​ ​first​ ​three steps​ ​on​ ​the​ ​staff​ ​pay​ ​scale.​ ​The​ ​Talent​ ​Development​ ​Coordinator​ ​works​ ​with​ ​new​ ​employees and​ ​their​ ​supervisors​ ​to​ ​create​ ​a​ ​Learning​ ​Plan​ ​tracked​ ​through​ ​NMC's​ ​goal-setting​ ​and performance​ ​software. Similar​ ​to​ ​faculty​ ​movement​ ​from​ ​provisional​ ​to​ ​regular​ ​status,​ ​once​ ​the​ ​Learning​ ​Plan​ ​is completed​ ​and​ ​assessments​ ​indicate​ ​the​ ​new​ ​employee​ ​is​ ​meeting​ ​all​ ​expectations​ ​of​ ​their​ ​role, hiring​ ​managers​ ​recommend​ ​movement​ ​to​ ​the​ ​“Experienced​ ​Zone.”​ ​This​ ​indicates​ ​the​ ​person​ ​is meeting​ ​all​ ​key​ ​responsibilities​ ​and​ ​demonstrating​ ​essential​ ​competencies.​ ​This​ ​process​ ​is

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designed​ ​to​ ​ensure​ ​all​ ​staff​ ​and​ ​administrators​ ​possess​ ​the​ ​required​ ​qualification,​ ​skills,​ ​and values.​​ ​(3.C.6,​ ​5.A.4) Planning​ ​for​ ​knowledge​ ​transfer

Beginning​ ​in​ ​2014,​ ​the​ ​College​ ​started​ ​making​ ​a​ ​deliberate​ ​practice​ ​of​ ​timing​ ​new​ ​hires​ ​to​ ​allow cross-training​ ​with​ ​retiring​ ​employees​ ​in​ ​key​ ​positions.​ ​Documenting​ ​key​ ​processes​ ​and​ ​standard procedures​ ​in​ ​the​ ​college’s​ ​learning​ ​platform,​ ​Moodle,​ ​has​ ​also​ ​been​ ​a​ ​useful​ ​knowledge-transfer tool. ​(3.C.2,​ ​3.C.6,​ ​5.A.4) 3P1.2​ ​Ensuring​ ​the​ ​institution​ ​has​ ​sufficient​ ​faculty​​ ​(3.C.1)

NMC​ ​ensures​ ​it​ ​has​ ​sufficient​ ​numbers​ ​of​ ​faculty​ ​members​ ​to​ ​serve​ ​students​ ​both​ ​in​ ​the classroom​ ​and​ ​in​ ​non-classroom​ ​roles​ ​by​ ​tracking​ ​enrollment​ ​patterns​ ​and​ ​benchmarking​ ​course loads​ ​and​ ​classroom​ ​efficiency.​ ​As​ ​the​ ​Educational​ ​Services​ ​Instructional​ ​Management​ ​Team (ESIMT)​ ​assess​ ​enrollment​ ​trends​ ​to​ ​determine​ ​if​ ​there​ ​is​ ​sufficient​ ​qualified​ ​faculty​ ​to​ ​teach​ ​the projected​ ​number​ ​of​ ​courses;​ ​if​ ​not,​ ​academic​ ​chairs​ ​implement​ ​a​ ​recruitment​ ​strategy.​ ​(3.C.1)

NMC’s ​Faculty​ ​Load​ ​Policy​ ​D-736.00​​ ​sets​ ​the​ ​normal​ ​full-time​ ​load​ ​at​ ​30-32​ ​contact​ ​hours​ ​of instruction​ ​per​ ​year​ ​for​ ​a​ ​two-semester​ ​faculty​ ​member​ ​and​ ​45-48​ ​contact​ ​hours​ ​per​ ​year​ ​for​ ​a three-semester​ ​faculty​ ​member​ ​(15-16​ ​contacts​ ​per​ ​semester).​ ​This​ ​is​ ​consistent​ ​with​ ​the​ ​industry standard​ ​in​ ​Michigan​ ​and​ ​allows​ ​time​ ​for​ ​the​ ​non-classroom​ ​responsibilities​ ​of​ ​instructors. Faculty​ ​are​ ​provided​ ​release​ ​time​ ​for​ ​extensive​ ​non-classroom​ ​programs​ ​and​ ​activities​ ​such​ ​as serving​ ​as​ ​academic​ ​chair​ ​or​ ​CIE​ ​Director,​ ​leading​ ​an​ ​Action​ ​Project,​ ​or​ ​other​ ​work​ ​beyond typical​ ​non-classroom​ ​responsibilities.​ ​(3.C.1) 3P1.3​ ​Ensuring​ ​sufficient​ ​staff​ ​to​ ​provide​ ​student​ ​support​ ​services

As​ ​part​ ​of​ ​each​ ​year’s​ ​planning​ ​and​ ​budgeting​ ​process,​ ​leaders​ ​review​ ​departmental​ ​metrics​ ​and ask if​ ​the​ ​right​ ​number​ ​of​ ​support​ ​service​ ​personnel​ ​are​ ​in​ ​positions​ ​to​ ​meet​ ​student​ ​needs,​ ​align with​ ​projected​ ​enrollment,​ ​and​ ​meet​ ​strategic​ ​goals. If not,​ ​leaders​ ​explore​ ​re-allocating resources​ ​and/or​ ​initiating​ ​the​ ​position​ ​request​ ​process​ ​outlined​ ​in​ ​the​ ​Workforce​ ​Planning. 3P1.4​ ​Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

NMC​ ​assesses​ ​the​ ​effectiveness​ ​of​ ​hiring,​ ​on-boarding,​ ​and​ ​orientation​ ​processes​ ​by​ ​tracking​ ​a number​ ​of​ ​process​ ​and​ ​outcome​ ​measures. Feedback​ ​from​ ​new​ ​employees​ ​and​ ​hiring​ ​managers,​ ​both​ ​informally​ ​and​ ​through​ ​surveys automatically​ ​sent​ ​through​ ​NMC's​ ​talent​ ​management​ ​software o Feedback​ ​on​ ​Hiring​ ​Process o Feedback​ ​on​ ​First​ ​Day o 6-week​ ​Supervisor o 6-Week​ ​Employee ● Monthly​ ​recruitment​ ​and​ ​attrition​ ​reports ●

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3R1:​ ​RESULTS Feedback​ ​on​ ​Hiring,​ ​Orientation Quantitative​ ​data​ ​from​ ​2016/17​ show​ ​positive​ ​ratings​ ​from​ ​supervisors​ ​on​ ​the​ ​hiring​ ​process (100%).​ ​Feedback​ ​on​ ​training​ ​and​ ​support​ ​in​ ​legal​ ​guidelines​ ​and​ ​in​ ​using​ ​the​ ​software​ ​system improved​ ​significantly​ ​over​ ​the​ ​last​ ​three​ ​years.​ ​Data​ ​also​ ​show​ ​that​ ​new​ ​hires​ ​generally​ ​found resources​ ​available​ ​before​ ​and​ ​during​ ​their​ ​first​ ​day​ ​valuable.​ ​Meeting​ ​with​ ​a​ ​tech​ ​liaison received​ ​mixed​ ​feedback,​ ​but​ ​this​ ​is​ ​understandable​ ​given​ ​that​ ​people​ ​enter​ ​the​ ​organization​ ​with varied​ ​technology​ ​backgrounds.​ ​Open​ ​comments​ ​confirm​ ​that​ ​some​ ​find​ ​this​ ​very​ ​valuable.

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Supervisor​ ​feedback​ on​ ​how​ ​new​ ​hires​ ​are​ ​learning​ ​their​ ​roles​ ​and​ ​adapting​ ​to​ ​the​ ​culture​ ​show almost​ ​all​ ​are​ ​as​ ​expected​ ​or​ ​faster​ ​than​ ​expected​ ​(95%). ​ ​Data​ ​suggest​ ​an​ ​opportunity​ ​to​ ​improve online​ ​orientation​ ​resources.

While​ ​the​ ​quantitative​ ​data​ ​provide​ ​internal​ ​benchmarking,​ ​HR​ ​finds​ ​the​ ​open-ended​ ​comments in​ ​surveys​ ​and​ ​the​ ​frequent​ ​face-to-face​ ​feedback​ ​most​ ​useful​ ​in​ ​addressing​ ​concerns​ ​and​ ​making adjustments.​ ​For​ ​example,​ ​in​ ​2016​ ​when​ ​feedback​ ​from​ ​applicants​ ​suggested​ ​that​ ​the “application​ ​takes​ ​too​ ​long​ ​to​ ​complete,”​ ​the​ ​application​ ​was streamlined. Recruitment​ ​Reports​,​ ​Attrition​ ​Reports

Over​ ​the​ ​last​ ​year,​ ​HR​ ​has​ ​been​ ​tracking​ ​recruitment​ ​and​ ​retention​ ​data​ ​in​ ​monthly​ ​reports. These​ ​data​ ​are​ ​useful​ ​in​ ​workforce​ ​planning​ ​and​ ​in​ ​evaluating​ ​NMC’s​ ​ability​ ​to​ ​attract​ ​and​ ​retain talent.

3I1:​ ​IMPROVEMENTS Implemented​ ​since​ ​2013

NMC​ ​has​ ​made​ ​the​ ​following​ ​improvements: ● ● ● ●

● ●

Human​ ​Resources​ ​portal​ ​and​ ​website​ ​update​​ ​in​ ​2015 provides​ ​easier​ ​access​ ​to information,​ ​forms,​ ​and​ ​other​ ​resources. Application​ ​review​ ​and​ ​update​. Revised​ ​search​ ​team​ ​training​ ​to​ ​strengthen​ ​diversity​ ​information. Updated​ ​recruitment​ ​methods.​​ ​In​ ​2014,​ ​HR​ ​started​ ​using​ ​contemporary​ ​direct-sourcing methods​ ​such​ ​as​ ​LinkedIn​ ​and​ ​professional​ ​resume​ ​banks​ ​when​ ​recruiting​ ​for​ ​hard-to-fill positions.​ ​As​ ​this​ ​is​ ​a​ ​relatively​ ​new​ ​strategy​ ​for​ ​the​ ​college,​ ​there​ ​is​ ​little conversion-number​ ​data,​ ​but​ ​early​ ​results​ ​appear​ ​promising.​ ​(3.C.1) Embedded​ ​the​ ​Competency​ ​Model​​ ​into​ ​workforce​ ​planning,​ ​recruitment,​ ​selection,​ ​and orientation.​​ ​(3.C.2,​ ​3.C.6,​ ​5A.4) Implemented​ ​job​ ​description​ ​software​​ ​allows​ ​greater​ ​consistency​ ​in​ ​job​ ​descriptions across​ ​the​ ​College.​ ​These​ ​standardized​ ​job​ ​descriptions​ ​are​ ​becoming​ ​increasingly​ ​useful 111

in​ ​workforce​ ​planning,​ ​recruitment,​ ​selection,​ ​and​ ​orientation​ ​as​ ​well​ ​as​ ​evaluation​ ​and development.​ ​(See​ ​3.2​ ​and​ ​3.3.) ● Implemented​ ​employee​ ​learning​ ​management​ ​software ​provides​ ​easy​ ​access​ ​to​ ​online resources​ ​and​ ​other​ ​professional​ ​development​ ​essential​ ​for​ ​new​ ​staff​ ​learning​ ​plans. ● Increased​ ​the​ ​strategic​ ​focus​ ​of​ ​workforce​ ​planning.​​ ​(​3.C.1)​​ ​Feedback​ ​from​ ​the​ ​2014 Portfolio​ ​Assessment​ ​as​ ​well​ ​as​ ​internal​ ​feedback​ ​underscored​ ​the​ ​need​ ​to​ ​move workforce​ ​planning​ ​from​ ​a​ ​predominantly​ ​reactive​ ​process​ ​to​ ​a​ ​more​ ​strategic​ ​one. Several​ ​changes​ ​have​ ​been​ ​implemented: o Adjusting​ ​hiring​ ​timing​ ​to​ ​allow​ ​cross-training​ ​with​ ​a​ ​retiring​ ​employee​ ​in​ ​key positions. o Ensuring​ ​replacement​ ​position​ ​requests​ ​are​ ​evaluated​ ​rather​ ​than​ ​automatically filled​ ​by​ ​building​ ​a​ ​review​ ​requirement​ ​into​ ​the​ ​position​ ​request​ ​process. o Building​ ​workforce​ ​planning​ ​into​ ​the​ ​annual​ ​aligned​ ​planning​ ​and​ ​budgeting process.​ ​Both​ ​faculty​ ​and​ ​staff​ ​leaders​ ​consider​ ​enrollment​ ​trends,​ ​department goals,​ ​and​ ​other​ ​relevant​ ​data​ ​as​ ​they​ ​assess​ ​staffing​ ​needs. Process​ ​Improvements​ ​for​ ​the​ ​next​ ​one​ ​to​ ​three​ ​years Continuing​ ​to​ ​strengthen​ ​the​ ​strategic​ ​focus​ ​of​ ​workforce​ ​planning.​ ​(3.C.1​) Increasing​ ​the​ ​diversity​ ​of​ ​faculty​ ​and​ ​staff​ ​is​ ​important​ ​in​ ​supporting​ ​the​ ​goal​ ​of ensuring​ ​students​ ​are​ ​prepared​ ​to​ ​live​ ​and​ ​work​ ​in​ ​a​ ​global​ ​society.​ ​The​ ​2016​ ​NCCBP report indicates that​ ​while​ ​the​ ​percentage​ ​of​ ​minorities​ ​living​ ​in​ ​the​ ​college​ ​service​ ​area​ ​is low​ ​(5.99%),​ ​the​ ​percentage​ ​of​ ​minority​ ​NMC​ ​employees​ ​is​ ​even​ ​lower​ ​(3.09%). ​ ​The college's​ ​percentage​ ​of​ ​minority​ ​credit​ ​students​ ​is​ ​9.48%,​ ​substantially​ ​higher​ ​compared to​ ​the​ ​service​ ​area. ● Standardizing​ ​work​ ​process​ ​documentation.​ ​(3.C.2,​ ​3.C.6,​ ​5A.4)​​ ​Some​ ​areas​ ​of​ ​the college demonstrate​ ​excellent​ ​work​ ​in​ ​documenting​ ​processes​ ​for​ ​easy​ ​transfer​ ​of knowledge​ ​to​ ​new​ ​hires.​ ​This​ ​practice​ ​needs​ ​to​ ​be​ ​consistent​ ​across​ ​the​ ​organization. ● Strengthening​ ​use​ ​of​ ​data​ ​and​ ​benchmarking​ ​in​ ​continuous​ ​improvement​ ​efforts.​​ ​In 2016,​ ​the​ ​College​ ​clarified​ ​metrics​ ​useful​ ​in​ ​assessing​ ​all​ ​aspects​ ​of​ ​our​ ​talent management​ ​system.​ ​Identifying​ ​external​ ​benchmarks​ ​where​ ​relevant​ ​and​ ​developing internal​ ​targets​ ​is​ ​an​ ​important​ ​next​ ​step. ●

Sources ● ● ● ● ● ● ● ●

3.1​ ​Competency​ ​Model 3.1​ ​Competency​ ​Model​ ​(page​ ​number​ ​1) 3.1​ ​Competency​ ​Model​ ​(page​ ​number​ ​4) 3.1​ ​Employment​ ​Opportunities​ ​webpage 3.1​ ​Enrollment​ ​Trend​ ​Data 3.1​ ​Faculty​ ​Catalog​ ​sample​ ​page 3.1​ ​Interview​ ​Questions​ ​Phone 3.1​ ​Interview​ ​Questions​ ​In-Person-Faculty 112

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

3.1​ ​Interview​ ​Questions​ ​In-Person-Staff 3.1​ ​Job​ ​Description-Faculty 3.1​ ​Job​ ​Posting​ ​example 3.1​ ​Personnel​ ​Request​ ​form​ ​Faculty 3.1​ ​Personnel​ ​Request​ ​form​ ​Staff 3.1​ ​Selection​ ​Matrix 6​ ​Week​ ​Feedback​ ​form-employee 6​ ​Week​ ​Feedback​ ​form-supervisor F2F​ ​Orientation-August​ ​2017.pptx Feedback​ ​on​ ​Hiring​ ​Process-supervisor Feedback​ ​on​ ​your​ ​first​ ​day-employee Hiring-Orientation​ ​Summary​ ​Report Hiring-Orientation​ ​Summary​ ​Report​ ​(page​ ​number​ ​2) HR-Attrition-Report Monthly​ ​Recruitment​ ​Report​ ​Sample NISOD​ ​Criteria NMC​ ​Catalog​ ​2017-18​ ​Faculty-Staff nmc-faculty-collective-bargaining-agreement-2016-2018 Staff​ ​HR​ ​Policy​ ​D-736.00​ ​Faculty​ ​Load

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3.2​ ​-​ ​Evaluation​ ​and​ ​Recognition HLC​ ​Overview

Evaluation​ ​and​ ​Recognition​ ​focuses​ ​on​ ​the​ ​assessment​ ​and​ ​recognition​ ​of​ ​faculty,​ ​staff​ ​and administrators'​ ​contributions​ ​to​ ​the​ ​institution.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core Component​ ​3.C.​ ​within​ ​this​ ​section. 3P2:​ ​PROCESSES Describe​ ​the​ ​processes​ ​that​ ​assess​ ​and​ ​recognize​ ​faculty,​ ​staff​ ​and​ ​administrators'​ ​contributions to​ ​the​ ​institution.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the following: ● ● ● ● ● ● ●

Designing​ ​performance​ ​evaluation​ ​systems​ ​for​ ​all​ ​employees Soliciting​ ​input​ ​from​ ​and​ ​communicating​ ​expectations​ ​to​ ​faculty,​ ​staff​ ​and​ ​administrators Aligning​ ​the​ ​evaluation​ ​system​ ​with​ ​institutional​ ​objectives​ ​for​ ​both​ ​instructional​ ​and non-instructional​ ​programs​ ​and​ ​services Utilizing​ ​established​ ​institutional​ ​policies​ ​and​ ​procedures​ ​to​ ​regularly​ ​evaluate​ ​all​ ​faculty, staff​ ​and​ ​administrators​ ​(3.C.3) Establishing​ ​employee​ ​recognition,​ ​compensation​ ​and​ ​benefit​ ​systems​ ​to​ ​promote retention​ ​and​ ​high​ ​performance Promoting​ ​employee​ ​satisfaction​ ​and​ ​engagement Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

3R2:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​evaluation​ ​processes​ ​assess​ ​employees'​ ​contributions​ ​to the​ ​institution?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​3P2.​ ​All​ ​data presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

3I2:​ ​IMPROVEMENT Based​ ​on​ ​3R2,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

3P2:​ ​PROCESSES

3P2.1​ ​Designing​ ​performance​ ​evaluation​ ​systems​ ​for​ ​all​ ​employees​ ​and​ ​aligning​ ​the evaluation​ ​system​ ​with​ ​institutional​ ​objectives​ ​for​ ​both​ ​instructional​ ​and​ ​non-instructional programs​ ​and​ ​services.

During​ ​the​ ​Talent​ ​Action​ ​Project​ ​Phase​ ​III​ ​(2012-2014),​ ​the​ ​Compensation​ ​Review​ ​Work​ ​Group gathered​ ​campus​ ​input​ ​and​ ​developed​ ​the​ ​following​ ​purpose​ ​statement​ ​for​ ​NMC’s​ ​performance and​ ​recognition​ ​systems: NMC​ ​will​ ​recognize​ ​and​ ​support​ ​high​ ​performance,​ ​work​ ​effectiveness/competency,​ ​leadership development,​ ​and​ ​exemplifying​ ​College​ ​values.​ ​We​ ​will​ ​celebrate​ ​the​ ​contribution to/achievement​ ​of​ ​College​ ​goals.​ ​Our​ ​systems​ ​will​ ​ensure​ ​accountability​ ​at​ ​all​ ​levels.​ ​We​ ​will honor​ ​years​ ​of​ ​service​ ​to​ ​the​ ​College,​ ​recognizing​ ​experience​ ​and​ ​achievements.

Over​ ​the​ ​years,​ ​HR​ ​and​ ​Talent​ ​Action​ ​Project​ ​teams​ ​have​ ​worked​ ​to​ ​design​ ​and​ ​refine​ ​processes intended​ ​to​ ​fulfill​ ​that​ ​purpose​ ​and​ ​to​ ​align​ ​individual​ ​goal-setting​ ​and​ ​performance​ ​objectives with​ ​organizational​ ​mission​ ​and​ ​strategy. Aligned​ ​Planning Described​ ​throughout​ ​this​ ​portfolio,​ ​NMC​ ​has​ ​a ​regular​ ​cycle​ ​of​ ​refining​ ​strategy,​ ​goals​ ​and targets,​ ​developing​ ​and​ ​implementing​ ​action​ ​plans,​ ​and​ ​evaluating​ ​results.​​ ​This​ ​process​ ​happens at​ ​the​ ​organization,​ ​department,​ ​and​ ​individual​ ​levels.

To​ ​support​ ​evaluation​ ​and​ ​continuous​ ​improvement,​ ​it​ ​is​ ​the​ ​intent​ ​that​ ​all​ ​goals​ ​are​ ​written​ ​with clear​ ​targets​ ​and​ ​timelines. Success​ ​in​ ​achieving​ ​targets​ ​is​ ​evaluated​ ​through​ ​learner​ ​and​ ​other​ ​stakeholder​ ​feedback, surveys,​ ​focus​ ​groups,​ ​advisory​ ​boards,​ ​and​ ​additional​ ​data​ ​collected​ ​by​ ​departments​ ​and​ ​the Office​ ​of​ ​Research,​ ​Planning​ ​and​ ​Effectiveness​ ​(ORPE) (Categories​ ​1,​ ​2,​ ​and​ ​4). Regular​ ​checks​ ​at​ ​individual,​ ​department,​ ​and​ ​organization​ ​level Checks​ ​on​ ​goal​ ​progress​ ​are​ ​to​ ​be​ ​conducted​ ​regularly​ ​in​ ​order​ ​to: ● ● ● ●

Recognize​ ​and​ ​celebrate​ ​accomplishments Adjust​ ​course​ ​by​ ​addressing​ ​barriers​ ​and​ ​shifting​ ​priorities Provide​ ​feedback​ ​on​ ​performance​ ​gaps Capture​ ​and​ ​share​ ​learning

Frequency​ ​of​ ​checks​ ​varies​ ​depending​ ​on​ ​the​ ​needs​ ​of​ ​the​ ​department​ ​or​ ​team.​ ​President’s Council​ ​has​ ​established​ ​monthly​ ​checks​ ​on​ ​strategic​ ​plan​ ​goal​ ​progress. Performance​ ​Improvement​ ​Process

To​ ​support​ ​high​ ​performance​ ​it​ ​is​ ​essential​ ​that​ ​employees​ ​receive​ ​regular​ ​feedback. ​ ​If​ ​a performance​ ​gap​ ​is​ ​not​ ​resolved​ ​through​ ​feedback or​ ​if​ ​there​ ​is​ ​a​ ​serious​ ​violation​ ​of​ ​policies​ ​or 115

procedures,​ ​then​ ​the​ ​employee​ ​will​ ​have​ ​a​ ​documented​ ​Performance​ ​Improvement​ ​Plan​ ​that clearly​ ​outlines: ● ●

The​ ​standards​ ​that​ ​must​ ​be​ ​met An​ ​action​ ​plan​ ​with​ ​timeline​ ​to​ ​meet​ ​the​ ​standards

The​ ​purpose​ ​of​ ​the​ ​Performance​ ​Improvement​ ​Plan​ ​is​ ​to​ ​get​ ​the​ ​employee​ ​back​ ​on​ ​track,​ ​to support​ ​their​ ​success​ ​in​ ​the​ ​organization (​Performance​ ​Improvement​ ​Process​).

3P2.2​ ​Utilizing​ ​established​ ​institutional​ ​policies​ ​and​ ​procedures​ ​to​ ​regularly​ ​evaluate​ ​all faculty,​ ​staff​ ​and​ ​administrators​​ ​(3.C.3)

Annual​ ​reviews​ ​are​ ​designed​ ​to​ ​summarize​ ​the​ ​checks​ ​that​ ​have​ ​happened​ ​throughout​ ​the​ ​year:

Experienced​ ​Staff Experienced​ ​staff​ ​and​ ​administrators​ ​follow​ ​the ​MyPDCA​​ ​process.​ ​All​ ​goals​ ​and​ ​reviews​ ​are documented​ ​in​ ​the​ ​College’s​ ​performance​ ​software​ ​system.​ ​New​ ​staff​ ​also​ ​follow MyPDCA and in​ ​addition​ ​have​ ​an​ ​individualized​ ​learning​ ​plan​ ​designed​ ​to​ ​ensure​ ​they​ ​meet​ ​the​ ​following criteria: ● ● ● ●

Perform​ ​all​ ​aspects​ ​of​ ​the​ ​job​ ​effectively​ ​and​ ​independently Consistently​ ​exhibit​ ​the​ ​desired​ ​knowledge,​ ​skills,​ ​and​ ​competencies Knowledgeable​ ​about​ ​NMC​ ​culture​ ​and​ ​processes Contribute​ ​to​ ​organizational​ ​health;​ ​exemplify​ ​NMC​ ​values

New​ ​staff​ ​generally​ ​have​ ​three​ ​years​ ​to​ ​complete​ ​this​ ​learning​ ​plan,​ ​complete​ ​a​ ​Zone​ ​Adjustment Packet​ ​(​ZAP​)​ ​and​ ​submit​ ​for​ ​review​ ​and​ ​signature. This​ ​process​ ​for​ ​staff​ ​evaluation​ ​mirrors​ ​the​ ​provisional​ ​faculty​ ​process​ ​and​ ​ensures​ ​staff​ ​have the​ ​essential​ ​skills​ ​and​ ​values​ ​to​ ​be​ ​effective​ ​in​ ​their​ ​roles.​ ​(3.C.6,​ ​5.A.4)

Regular​ ​Faculty*​ ​(3.C.3) Faculty​ ​reviews​ are​ ​similar​ ​to​ ​staff​ ​reviews.​ ​The​ ​process​ ​has​ ​been​ ​revised​ ​as​ ​of​ ​August​ ​2017​ ​and now​ ​includes​ ​the​ ​following: Faculty​ ​members​ ​complete​ ​a​ ​self-review​ ​based​ ​on: o Classroom​ ​observations o Written​ ​feedback​ ​from​ ​peers o Student​ ​evaluations​ ​and​ ​feedback o Satisfactory​ ​Professional​ ​Standards ● Faculty​ ​member​ ​and​ ​supervisor​ ​meet​ ​to​ ​discuss​ ​the​ ​review​ ​and​ ​potential​ ​goals​ ​for​ ​the following​ ​year. ● Both​ ​sign​ ​the​ ​updated​ ​review and​ ​submit​ ​it​ ​to​ ​HR​ ​through​ ​NMC's​ ​talent​ ​management software. ●

Provisional​ ​Faculty*​ ​(3.C.3) Provisional​ ​faculty​ ​follow​ ​the​ ​same​ ​annual​ ​review​ ​process;​ ​however,​ ​they​ ​are​ ​observed​ ​more 116

frequently,​ ​receive​ ​more​ ​frequent​ ​student​ ​feedback,​ ​and​ ​have​ ​additional​ ​professional development​ ​requirements.​ ​

These ​reviews​​ ​(p.6)​ ​are​ ​used​ ​to​ ​support​ ​the​ ​Chair's​ ​recommendation​ ​to​ ​continue​ ​employment after​ ​each​ ​of​ ​the​ ​provisional​ ​status​ ​semesters,​ ​to​ ​move​ ​the​ ​provisional​ ​faculty​ ​member​ ​into regular​ ​status​ ​at​ ​the​ ​conclusion​ ​of​ ​the​ ​third​ ​year,​ ​or​ ​to​ ​terminate​ ​employment​ ​at​ ​the​ ​conclusion​ ​of any​ ​one​ ​of​ ​the​ ​provisional​ ​status​ ​semesters. Adjunct​ ​Faculty​ ​(3.C.3) Adjunct​ ​faculty​ ​reviews​ currently​ ​happen​ ​at​ ​the​ ​end​ ​of​ ​fall​ ​semester​ ​for​ ​those​ ​who​ ​do​ ​not​ ​teach in​ ​the​ ​spring,​ ​and​ ​at​ ​the​ ​end​ ​of​ ​spring​ ​semester​ ​for​ ​all​ ​other​ ​adjunct​ ​faculty. 3P2.3​ ​Soliciting​ ​input​ ​from​ ​and​ ​communicating​ ​expectations​ ​to​ ​faculty,​ ​staff​ ​and administrators

Developing​ ​and​ ​communicating​ ​expectations​ ​to​ ​faculty,​ ​staff,​ ​and​ ​administrators​ ​happens through​ ​job​ ​descriptions,​ ​on-boarding​ ​and​ ​orientation,​ ​employee​ ​guides,​ ​collective​ ​bargaining agreements,​ ​and​ ​goal-setting/performance​ ​review​ ​processes.

Ongoing​ ​conversations​ ​between​ ​the​ ​supervisor​ ​and​ ​employee​ ​provide​ ​opportunities​ ​for​ ​clarifying expectations​ ​and​ ​for​ ​modifying​ ​goals​ ​or​ ​job​ ​descriptions​ ​when​ ​appropriate. 3P2.4​ ​Establishing​ ​employee​ ​recognition,​ ​compensation​ ​and​ ​benefit​ ​systems​ ​to​ ​promote retention​ ​and​ ​high​ ​performance Employee​ ​recognition​ ​systems

NMC’s​ ​recognition​ ​systems​ include​ ​a​ ​mix​ ​of​ ​formal​ ​and​ ​informal​ ​recognition​ ​strategies​ ​designed to​ ​recognize​ ​high​ ​performance,​ ​exemplifying​ ​NMC​ ​Values,​ ​and​ ​goal​ ​achievement.​ ​There​ ​is​ ​also a​ ​system​ ​for​ ​honoring​ ​years​ ​of​ ​service.

In​ ​August​ ​2013,​ ​the​ ​Compensation​ ​Review​ ​Work​ ​Group​ ​conducted​ ​an​ ​employee​ ​survey​ ​to understand​ ​the​ ​kinds​ ​of​ ​personal,​ ​team/department,​ ​and​ ​College-wide​ ​recognition​ ​employees​ ​find meaningful.​ ​While​ ​current​ ​programs​ ​had​ ​value​ ​for​ ​some,​ ​others​ ​found​ ​them​ ​“not​ ​very meaningful.”​ ​There​ ​was​ ​work​ ​to​ ​do​ ​in​ ​strengthening​ ​current​ ​systems​ ​as​ ​well​ ​as​ ​clarifying​ ​and supporting​ ​the​ ​supervisor’s​ ​important​ ​role​ ​in​ ​recognition. In Fall​ ​2014, the​ ​Employee​ ​Recognition​ ​Committee​ ​was​ ​recharged​ ​with​ ​new​ ​membership​ ​and​ ​a new​ ​purpose:

To​ ​ensure​ ​Northwestern​ ​Michigan​ ​College’s​ ​recognition​ ​systems​ ​are​ ​meaningful,​ ​support NMC’s​ ​Mission,​ ​Vision,​ ​and​ ​Values,​ ​and​ ​promote​ ​the​ ​ability​ ​to​ ​attract,​ ​develop,​ ​and retain​ ​talent​ ​for​ ​the​ ​College​ ​through​ ​quality​ ​recognition​ ​programs. NMC’s​ ​recognition​ ​program​ ​will​ ​recognize​ ​high​ ​performance,​ ​work effectiveness/competency,​ ​leadership​ ​development,​ ​and​ ​exemplifying​ ​NMC’s​ ​Values.​ ​We will​ ​celebrate​ ​the​ ​contributions​ ​and​ ​achievement​ ​of​ ​College​ ​goals,​ ​and​ ​honor​ ​years​ ​of service​ ​to​ ​NMC,​ ​recognizing​ ​experience​ ​and​ ​achievements.

The​ ​group​ ​first​ ​examined​ ​survey​ ​results​ ​and​ ​decided​ ​to​ ​begin​ ​its​ ​work​ ​reviewing​ ​and​ ​revising​ ​the Kudos​ ​program,​ ​as​ ​almost​ ​70%​ ​of​ ​the​ ​employees​ ​who​ ​responded​ ​rated​ ​it​ ​as​ ​meaningful​.​ ​Changes included​ ​clarifying​ ​the​ ​purpose,​ ​increasing​ ​communication​ ​and​ ​awareness,​ ​and​ ​increasing​ ​access 117

to​ ​tools. A​ ​temporary​ ​increase​ ​in​ ​Kudos​ ​submissions​ ​occurred;​ ​however,​ ​the​ ​long​ ​term​ ​impact​ ​on value​ ​has​ ​not​ ​been​ ​assessed. The​ ​committee​ ​is​ ​now​ ​working​ ​to​ ​identify​ ​a​ ​more​ ​strategic​ ​approach​ ​to​ ​recognition​ ​to​ ​assist​ ​in employee​ ​engagement,​ ​retention,​ ​and​ ​recognition​ ​of​ ​performance.​ ​To​ ​support​ ​this​ ​effort,​ ​the committee​ ​is​ ​looking​ ​to​ ​increase​ ​supervisor​ ​participation​ ​in​ ​its​ ​work. Compensation​ ​and​ ​benefits​ ​systems

Also​ ​during​ ​Talent​ ​Action​ ​Project​ ​Phase​ ​III​ ​(2012-2014),​ ​the​ ​Compensation​ ​Review​ ​Work Group​ ​reviewed​ ​all​ ​aspects​ ​of​ ​pay​ ​and​ ​benefits,​ ​gathered​ ​broad​ ​input​ ​across​ ​the​ ​organization,​ ​and developed​ ​the​ ​following​ ​value​ ​statements​ ​regarding​ ​pay​ ​and​ ​benefits: Pay:​ ​Within​ ​the​ ​bounds​ ​of​ ​financial​ ​feasibility,​ ​employee​ ​compensation​ ​will​ ​be​ ​externally competitive​ ​and​ ​internally​ ​equitable.​ ​Our​ ​pay​ ​system​ ​will​ ​recognize​ ​experience​ ​and support​ ​competence.​ ​It​ ​will​ ​support​ ​longevity​ ​linked​ ​to​ ​increased​ ​skill,​ ​experience,​ ​and organizational​ ​contribution.

Benefits:​ ​NMC’s​ ​benefits​ ​will​ ​be​ ​externally​ ​competitive​ ​and​ ​internally​ ​equitable;​ ​all full-time​ ​employees​ ​will​ ​receive​ ​the​ ​same​ ​benefits;​ ​part-time​ ​employees’​ ​benefits​ ​will​ ​be prorated. As​ ​individual​ ​life​ ​circumstances​ ​vary​ ​and​ ​change,​ ​employees​ ​will​ ​have​ ​a​ ​choice​ ​of​ ​benefit options​ ​where​ ​possible.

The​ ​Work​ ​Group​ ​used​ ​these​ ​value​ ​statements​ ​to​ ​evaluate​ ​current​ ​systems​ ​and​ ​made recommendations​ ​to​ ​revise​ ​the​ ​Adjunct​ ​Faculty​ ​pay​ ​plan using​ ​the​ ​top​ ​20%​ ​of​ ​Michigan Community​ ​Colleges​ ​as​ ​the​ ​benchmark​ ​based​ ​on​ ​an​ ​analysis​ ​of​ ​their​ ​relative​ ​responsibilities, benchmark other​ ​faculty​ ​and​ ​staff​ ​pay​ ​at​ ​the​ ​mean​ ​or​ ​median​ ​of​ ​their​ ​respective​ ​markets,​ ​revise staff​ ​salaries​ ​in​ ​alignment​ ​with​ ​the​ ​new​ ​classification​ ​plan,​ ​and​ ​revise several​ ​details​ ​in​ ​the benefits​ ​package​ ​to​ ​provide​ ​greater​ ​internal​ ​equity. 3P2.5​ ​Promoting​ ​employee​ ​satisfaction​ ​and​ ​engagement

NMC​ ​promotes​ ​employee​ ​satisfaction​ ​and​ ​engagement​ ​through​ ​meaningful​ ​work,​ ​participation in​ ​planning,​ ​continuous​ ​improvement​ ​efforts​ ​and​ ​decision-making​ ​(Categories​ ​4​ ​and​ ​5),​ ​support of​ ​ongoing​ ​learning​ ​and​ ​development​ ​(Category​ ​3.3),​ ​leadership​ ​development,​ ​working​ ​to​ ​ensure salary​ ​and​ ​benefits​ ​are​ ​externally​ ​competitive​ ​and​ ​internally​ ​equitable,​ ​and​ ​other​ ​strategies​ ​that contribute​ ​to​ ​a​ ​quality​ ​work​ ​environment. 3P2.6​ ​Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

NMC​ ​uses​ ​both​ ​qualitative​ ​and​ ​quantitative​ ​measures​ ​to​ ​assess​ ​the​ ​effectiveness​ ​of​ ​its performance​ ​and​ ​recognition​ ​systems: Participation​ ​in​ ​the​ ​individual​ ​review​ ​process​ ​is​ ​tracked​ ​through​ ​NMC’s​ ​performance software. ● Participation​ ​in​ ​NMC’s​ ​formal​ ​recognition​ ​programs​ ​is​ ​documented​ ​and​ ​posted​ ​on​ ​the internet​ ​and/or​ ​intranet. ●

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Employee​ ​feedback​ ​on​ ​some​ ​aspects​ ​of​ ​supervisor​ ​effectiveness​ ​in​ ​providing performance​ ​feedback​ ​and​ ​recognition​ ​is​ ​gathered​ ​formally​ ​through​ ​the​ ​Employee Engagement​ ​Survey.

Ultimately,​ ​the​ ​success​ ​of​ ​NMC’s​ ​performance​ ​and​ ​recognition​ ​systems​ ​is​ ​measured​ ​through:​ ​1) the​ ​quality​ ​of​ ​programs​ ​and​ ​services,​ ​2)​ ​the​ ​success​ ​of​ ​learners,​ ​and​ ​3)​ ​the​ ​engagement​ ​of employees.​ ​Outcome​ ​measures​ ​for​ ​the​ ​first​ ​two​ ​are​ ​described​ ​in​ ​Categories​ ​1​ ​and​ ​2,​ ​and​ ​the Employee​ ​Engagement​ ​Survey​ ​provides​ ​both​ ​quantitative​ ​and​ ​qualitative​ ​feedback​ ​on employees’​ ​overall​ ​satisfaction​ ​and​ ​engagement.

3R2:​ ​RESULTS Participation​ ​in​ ​Individual​ ​Review​ ​Process The​ ​Talent​ ​Development​ ​Coordinator​ ​creates​ ​reports​ ​for​ ​each​ ​area​ ​indicating​ ​which​ ​reviews​ ​are completed​ ​and​ ​which​ ​are​ ​still​ ​in​ ​process. ​ ​These​ ​provide​ ​useful​ ​information​ ​for​ ​supervisor​ ​follow up​ ​to​ ​ensure​ ​completion. ​ ​Currently,​ ​data​ ​extracted​ ​from​ ​the​ ​software​ ​is​ ​not​ ​easily​ ​accessible​ ​in aggregate​ ​format. ​ ​HR​ ​is​ ​working​ ​to​ ​improve​ ​the​ ​software's​ ​reporting​ ​function​ ​(3I2). Employee​ ​Engagement​ ​Survey The ​Employee​ ​Engagement​ ​Survey​​ ​is​ ​conducted​ ​regularly​ ​with​ ​all​ ​full​ ​and​ ​part-time​ ​regular employees,​ ​adjunct​ ​faculty​ ​and​ ​supplemental​ ​staff​ ​to​ ​examine ​levels​ ​of​ ​engagement​​ ​within​ ​their areas​ ​as​ ​well​ ​as​ ​across​ ​campus​ ​and​ ​to​ ​inform​ ​areas​ ​for​ ​improvement. ​ ​ORPE​ ​collaborates​ ​with external​ ​institutions​ ​to​ ​administer​ ​the​ ​survey.​ ​ In​ ​turn,​ ​NMC​ ​receives​ ​de-identified​ ​data​ ​to maintain​ ​the​ ​anonymity​ ​of​ ​respondents.​ ​ An​ ​email​ ​with​ ​an​ ​embedded​ ​survey​ ​link​ ​to​ ​the​ ​survey​ ​is sent​ ​to​ ​current​ ​NMC​ ​employees. 2016​ ​Survey results​ ​show​ ​agreement​ ​levels​ ​on​ ​some​ ​items​ ​were​ ​higher​ ​than​ ​in​ ​2013,​ ​e.g.,​ ​"I​ ​am aware​ ​of​ ​how​ ​my​ ​role​ ​can​ ​improve​ ​persistence​ ​and​ ​completion"​ ​(+7%)​ ​and​ ​"I​ ​regularly​ ​work​ ​to develop​ ​my​ ​skills"​ ​(+19%),​ ​some​ ​were​ ​about​ ​the​ ​same,​ ​and​ ​others​ ​were​ ​lower,​ ​e.g.​ ​"I​ ​have​ ​the support​ ​I​ ​need​ ​to​ ​do​ ​my​ ​job"​ ​(-14%)​ ​and​ ​"My​ ​work​ ​is​ ​valued​ ​at​ ​NMC"​ ​(-10%).​ ​See​ ​Appendix​ ​A next​ ​page.

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The​ ​timing​ ​of​ ​the​ ​2016​ ​survey​ ​coincided​ ​with​ ​the​ ​negotiation​ ​of​ ​the​ ​first​ ​faculty​ ​collective bargaining​ ​agreement,​ ​a​ ​process​ ​with​ ​inherent​ ​conflict. ​ ​It​ ​is​ ​hoped​ ​that​ ​through​ ​committed​ ​work in​ ​shared​ ​governance,​ ​engagement​ ​will​ ​strengthen.​ ​An ​Action​ ​Project​​ ​was​ ​launched​ ​in​ ​May​ ​2017 to​ ​evaluate​ ​and​ ​clarify​ ​our​ ​shared​ ​governance​ ​structure,​ ​and​ ​a​ ​newly-charged ​Leadership​ ​Group consisting​ ​of​ ​department​ ​chairs​ ​and​ ​directors;​ ​committee,​ ​council,​ ​and​ ​employee​ ​group​ ​chairs; project​ ​chairs​ ​and​ ​executive​ ​leaders​ ​has​ ​started​ ​meeting​ ​monthly​ ​to​ ​improve​ ​communication, engagement,​ ​and​ ​operational​ ​alignment​ ​(4I3).

3I2:​ ​IMPROVEMENTS

HR​ ​is​ ​working​ ​to​ ​improve​ ​the​ ​report​ ​generation​ ​function​ ​of​ ​its​ ​software,​ ​and​ ​over​ ​the​ ​next​ ​1-3 years​ ​the​ ​college​ ​will​ ​focus​ ​on: ● ● ●

Implementing​ ​the​ ​new​ ​faculty​ ​evaluation​ ​process​ ​effectively Continuing​ ​to​ ​strengthen​ ​supervisor​ ​development Strengthening​ ​the​ ​process​ ​for​ ​verifying​ ​competency​ ​demonstration​ ​and​ ​growth​ ​for​ ​staff and​ ​tying​ ​competency​ ​demonstration​ ​to​ ​the​ ​annual​ ​review​ ​process​ ​(3I3).

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Sources ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

3.2​ ​Adjunct​ ​Faculty​ ​Review​ ​Process 3.2​ ​Completing​ ​the​ ​Zone​ ​Adjustment​ ​Packet​ ​(ZAP) 3.2​ ​Faculty​ ​Evaluation​ ​Process 3.2​ ​Faculty​ ​Evaluation​ ​Process​ ​(page​ ​number​ ​4) 3.2​ ​Faculty​ ​Evaluation​ ​Process​ ​(page​ ​number​ ​6) 3.2​ ​MyPDCA​ ​Process-Staff 3.2​ ​MyPDCA​ ​Process-Staff​ ​(page​ ​number​ ​2) 3.2​ ​NMC​ ​Recognition​ ​Systems 3.2​ ​Staff​ ​Performance​ ​Review​ ​Status 3.2​ ​The​ ​Performance​ ​Improvement​ ​Process 4.3​ ​Leadership​ ​Group​ ​Intranet​ ​page Continuous​ ​Quality​ ​Improvement​ ​Overview Declaration-Shared​ ​Governance​ ​Action​ ​Project Employee​ ​Engagement​ ​Measures Employee​ ​Engagement​ ​Survey​ ​2016 Employee​ ​Engagement​ ​Survey​ ​2016​ ​(page​ ​number​ ​38)

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3.3​ ​-​ ​Development HLC​ ​Overview

Development​ ​focuses​ ​on​ ​processes​ ​for​ ​continually​ ​training,​ ​educating​ ​and​ ​supporting​ ​employees to​ ​remain​ ​current​ ​in​ ​their​ ​methods​ ​and​ ​to​ ​contribute​ ​fully​ ​and​ ​effectively​ ​throughout​ ​their​ ​careers at​ ​the​ ​institution.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​3.C.​ ​and​ ​5.A.​ ​in this​ ​section. 3P3:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​training,​ ​educating​ ​and​ ​supporting​ ​the​ ​professional​ ​development​ ​of employees.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ● ● ●

Providing​ ​and​ ​supporting​ ​regular​ ​professional​ ​development​ ​for​ ​all​ ​employees​ ​(3.C.4, 5.A.4) Ensuring​ ​that​ ​instructors​ ​are​ ​current​ ​in​ ​instructional​ ​content​ ​in​ ​their​ ​disciplines​ ​and pedagogical​ ​processes​ ​(3.C.4) Supporting​ ​student​ ​support​ ​staff​ ​members​ ​to​ ​increase​ ​their​ ​skills​ ​and​ ​knowledge​ ​in​ ​their areas​ ​of​ ​expertise​ ​(e.g.​ ​advising,​ ​financial​ ​aid,​ ​etc.)​ ​(3.C.6) Aligning​ ​employee​ ​professional​ ​development​ ​activities​ ​with​ ​institutional​ ​objectives Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

3R3:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​if​ ​employees​ ​are​ ​assisted​ ​and​ ​supported​ ​in​ ​their​ ​professional development?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​3P3.​ ​All​ ​data presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

3I3:​ ​IMPROVEMENT Based​ ​on​ ​3R3,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

3P3:​ ​PROCESSES

3P3.1​ ​Providing​ ​and​ ​supporting​ ​regular​ ​professional​ ​development​ ​for​ ​all​ ​employees​​ ​(3.C.4, 5.A.4) NMC​ ​is​ ​committed​ ​to​ ​providing​ ​professional​ ​development​ ​opportunities​ ​and​ ​ranks​ ​in​ ​the​ ​95th percentile​ ​in​ ​the​ ​National​ ​Community​ ​College​ ​Benchmark​ ​Project​ ​(NCCBP)​ ​for​ ​professional development​ ​expenditures​ ​per​ ​full-time-equated​ ​employee.​ ​To​ ​achieve​ ​the​ ​purposes​ ​outlined in ​Policy​ ​D-753.00,​​ ​the​ ​College​ ​consistently​ ​allocates​ ​2.25%​ ​of​ ​general​ ​fund​ ​salaries​ ​and​ ​wages for​ ​professional​ ​development​ ​in​ ​accordance​ ​with ​Resource​ ​Guidelines​.​ ​In​ ​addition,​ ​the​ ​College offers​ ​tuition​ ​benefit,​ ​and​ ​after​ ​seven​ ​full-time​ ​years​ ​of​ ​service,​ ​faculty​ ​and​ ​executive, administrative,​ ​and​ ​professional​ ​staff​ ​may​ ​apply​ ​for​ ​Sabbatical​ ​Leave​ ​according​ ​to ​Policy D-753.02​​ ​or per​ ​the​ ​Faculty​ ​Collective​ ​Bargaining​ ​Agreement​ ​Article​ ​XVIII​.​ ​(3.C.4,​ ​5.A.4) Through​ ​the​ ​annual​ ​review​ ​process​ ​(3.2),​ ​all​ ​regular​ ​employees​ ​set​ ​professional​ ​development goals.​ ​To​ ​meet​ ​these,​ ​faculty​ ​and​ ​staff​ ​engage​ ​in​ ​a​ ​variety​ ​of​ ​activities​ ​such​ ​as​ ​workshops, conferences,​ ​webinars,​ ​reading,​ ​memberships​ ​and​ ​participation​ ​in​ ​professional​ ​associations,​ ​or other​ ​professional​ ​development​ ​strategies​ ​(​Policy​ ​D-753.01)​.​ ​(3.C.4,​ ​5.A.4)

The​ ​allocation​ ​of​ ​professional​ ​development​ ​funds​ ​varies.​ ​Each​ ​department​ ​budgets​ ​according​ ​to the​ ​development​ ​required​ ​to​ ​achieve​ ​operational​ ​goals​ ​of​ ​the​ ​unit​ ​and​ ​maintain​ ​required certifications.​​ ​(3.C.4,​ ​5.A.4)

3P3.2​ ​Ensuring​ ​that​ ​instructors​ ​are​ ​current​ ​in​ ​instructional​ ​content​ ​in​ ​their​ ​disciplines​ ​and pedagogical​ ​processes​​ ​(3.C.4)

The​ ​Center​ ​for​ ​Instructional​ ​Excellence​ ​(CIE) plans​ ​faculty-wide​ ​professional​ ​development initiatives.​ ​In​ ​addition​ ​to​ ​the​ ​New​ ​Faculty​ ​Institute​ ​described (3.1),​ ​CIE​ ​offers​ ​monthly​ ​Friday Forums,​ ​a​ ​monthly​ ​Coffee​ ​Club,​ ​and​ ​three​ ​professional​ ​development​ ​days​ ​per​ ​year.​ ​Beginning​ ​in Spring​ ​2016,​ ​CIE​ ​launched​ ​faculty​ ​learning​ ​communities​ ​as​ ​an​ ​opportunity​ ​for​ ​shared​ ​learning​ ​as well​ ​as​ ​a​ ​Sharing​ ​Showcase,​ ​a​ ​collection​ ​of​ ​in-house​ ​professional​ ​development​ ​videos.​ ​(3.C.4) CIE​ ​also​ ​allocates​ ​funding​ ​for​ ​faculty​ ​professional​ ​development​ ​requests​ ​through​ ​the​ ​annual planning​ ​process.​ ​(3.C.4)

Regular​ ​Faculty As​ ​part​ ​of​ ​the​ ​annual​ ​performance​ ​assessment​ ​and​ ​planning​ ​process​ ​(3.2),​ ​full-time​ ​faculty members​ ​submit​ ​an​ ​Annual​ ​Plan​ ​that​ ​includes​ ​professional​ ​development​ ​goals​ ​to​ ​ensure​ ​they​ ​are current​ ​in​ ​their​ ​fields​ ​and​ ​pedagogical​ ​processes​ ​and​ ​that​ ​they​ ​maintain​ ​any​ ​required​ ​licensure​ ​or certification. Provisional​ ​Faculty Provisional​ ​faculty​ ​are​ ​required​ ​to​ ​participate​ ​in​ ​CIE-sponsored​ ​professional​ ​development​ ​and two​ ​conferences/year​ ​(3.1). Adjunct​ ​Faculty Adjunct​ ​instructors​ ​are​ ​also​ ​supported​ ​with​ ​training​ ​specific​ ​to​ ​their​ ​discipline.​ ​Requests​ ​are

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submitted​ ​through​ ​the​ ​academic​ ​chairs.​ ​Adjunct​ ​faculty​ ​are​ ​invited​ ​to​ ​all​ ​CIE​ ​events​ ​and​ ​are compensated​ ​for​ ​their​ ​participation. Additional​ ​support​ ​to​ ​ensure​ ​faculty​ ​are​ ​current​ ​in​ ​pedagogical​ ​processes

The​ ​Educational​ ​Media​ ​Technology​ ​department​ ​works​ ​with​ ​CIE​ ​to​ ​design​ ​resources​ ​to​ ​provide NMC​ ​instructors​ ​with​ ​current​ ​strategies​ ​for​ ​teaching​ ​with​ ​21st​ ​century​ ​teaching​ ​skills.​ ​(3.C.4) TeachingSOLUTIONS​,​ ​NMC’s​ ​professional​ ​development​ ​program​ ​for​ ​21st​ ​Century teaching​ ​and​ ​learning​ ​with​ ​technology,​ ​addresses​ ​key​ ​components​ ​of​ ​successful​ ​use​ ​of technology​ ​for​ ​teaching​ ​and​ ​learning.​ ​Core​ ​activities​ ​are​ ​centered​ ​on​ ​existing​ ​NMC instructor​ ​requirements​ ​such​ ​as​ ​teaching​ ​and​ ​assessing​ ​the​ ​General​ ​Education​ ​Outcomes, and​ ​on​ ​student​ ​persistence​ ​and​ ​retention. ● CIE​ ​&​ ​EMT​ ​Newsletter​ provides​ ​relevant​ ​technology​ ​and​ ​professional​ ​development information. ● Teaching@NMC​,​ ​"An​ ​online​ ​resource​ ​for​ ​all​ ​NMC​ ​instructors,"​ ​includes​ ​tutorials,​ ​forms, a​ ​professional​ ​development​ ​calendar,​ ​technology​ ​and​ ​teaching​ ​resources,​ ​instructional design​ ​help,​ ​and​ ​blog​ ​posts​ ​written​ ​by​ ​NMC​ ​faculty. ●

3P3.3​ ​Supporting​ ​student​ ​support​ ​staff​ ​members​ ​to​ ​increase​ ​their​ ​skills​ ​and​ ​knowledge​ ​in their​ ​areas​ ​of​ ​expertise​​ ​(3.C.6)

Professional​ ​development​ ​needs​ ​of​ ​staff​ ​are​ ​identified​ ​at​ ​least​ ​annually​ ​through​ ​NMC’s performance​ ​planning​ ​and​ ​assessment​ ​process​ ​(MyPDCA).​ ​These​ ​needs​ ​are​ ​determined​ ​after reviewing​ ​the​ ​individual’s​ ​personal​ ​job​ ​responsibilities​ ​as​ ​well​ ​as​ ​department​ ​and​ ​organizational goals​ ​(3.2).​ ​Some​ ​positions​ ​require​ ​specific​ ​professional​ ​development​ ​to​ ​maintain​ ​certification. In​ ​addition,​ ​as​ ​student​ ​and​ ​other​ ​stakeholder​ ​needs​ ​evolve,​ ​organizational​ ​and​ ​departmental goals,​ ​strategies,​ ​and​ ​competencies​ ​required​ ​to​ ​meet​ ​those​ ​needs​ ​also​ ​evolve,​ ​so​ ​ongoing​ ​growth and​ ​development​ ​of​ ​staff​ ​competencies​ ​is​ ​essential.​ ​Aligning​ ​training​ ​or​ ​professional development​ ​with​ ​departmental​ ​or​ ​organizational​ ​needs​ ​ensures​ ​that​ ​the​ ​College​ ​will​ ​have​ ​the competencies​ ​necessary​ ​to​ ​execute​ ​short-​ ​and​ ​long-​ ​range​ ​organizational​ ​goals.​ ​(3.C.6) NMC​ ​also​ ​encourages​ ​employees​ ​to​ ​be​ ​active​ ​in​ ​state​ ​and​ ​national​ ​professional​ ​organizations related​ ​to​ ​their​ ​area​ ​of​ ​employment.​ ​Many​ ​student​ ​support​ ​staff​ ​not​ ​only​ ​attend​ ​these organizations'​ ​conferences​ ​but​ ​serve​ ​in​ ​a​ ​leadership​ ​capacity​ ​as​ ​well.

3P3.4​ ​Aligning​ ​employee​ ​professional​ ​development​ ​activities​ ​with​ ​institutional​ ​objectives

As​ ​professional​ ​development​ ​planning​ ​is​ ​part​ ​of​ ​the​ ​same​ ​annual​ ​planning​ ​process​ ​that​ ​addresses strategic​ ​and​ ​operational​ ​goals,​ ​alignment​ ​with​ ​department​ ​and​ ​organizational​ ​objectives​ ​is integrated​ ​by​ ​design. The College​ ​established​ ​the​ ​Professional​ ​Development​ ​Institute​ ​(PDI)​ ​in​ ​2013​ ​to​ ​develop​ ​and align​ ​internal​ ​professional​ ​development​ ​opportunities​ ​with​ ​the​ ​NMC​ ​Competency​ ​Model​. ​ ​With an​ ​advisory​ ​team​ ​of​ ​employees​ ​across​ ​roles​ ​and​ ​departments,​ ​PDI​ ​serves​ ​as​ ​an​ ​umbrella​ ​for​ ​all internal​ ​professional​ ​development,​ ​working​ ​closely​ ​with​ ​the​ ​long-established​ ​CIE.​ ​During​ ​Fall 2016,​ ​NMC​ ​held​ ​its​ ​first​ ​Faculty​ ​&​ ​Staff​ ​October​ ​Professional​ ​Development​ ​Day​ ​open​ ​to​ ​all regular​ ​staff,​ ​faculty,​ ​and​ ​adjunct​ ​faculty.​ ​The​ ​event​ ​allowed​ ​collaboration​ ​across​ ​departments

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and​ ​employee​ ​groups​ ​centered​ ​around​ ​the​ ​theme:​ ​Increasing​ ​Student​ ​Success.​ ​It​ ​is​ ​now​ ​an​ ​annual event​ ​due​ ​to​ ​its​ ​success. ​ ​The​ ​2017​ ​NMC​ ​Fall​ ​Conference​ ​theme​ ​was​ ​Innovation​ ​and Collaboration.​ ​(3.C.4,​ ​5.A.4) Strategic-level​ ​professional​ ​development​ ​in​ ​innovation,​ ​leadership​ ​and​ ​continuous​ ​quality improvement,​ ​is​ ​further​ ​supported​ ​by​ ​NMC’s​ ​membership​ ​in​ ​the​ ​Continuous​ ​Quality Improvement​ ​Network​ ​(CQIN). ​ ​Additionally,​ ​academic​ ​leadership​ ​has​ ​engaged​ ​in​ ​team-based strategic​ ​professional​ ​development​ ​by​ ​participating​ ​in​ ​the​ ​Michigan​ ​Student​ ​Success​ ​Summit since​ ​2014​ ​and attends​ ​the​ ​Chair​ ​Academy,​ ​the​ ​annual​ ​conference​ ​of​ ​the​ ​American​ ​Association of​ ​Community​ ​Colleges,​ ​and/or​ ​the​ ​League​ ​for​ ​Innovation​ ​annual​ ​meeting​ ​in​ ​Spring​ ​2018. 3P3.5​ ​Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

The​ ​College​ ​tracks​ ​outcomes​ ​through​ ​its​ ​annual​ ​review​ ​process.​ ​Departments​ ​are​ ​responsible​ ​for tracking​ ​staff​ ​and​ ​faculty​ ​required​ ​certifications. ​ ​

3R3:​ ​RESULTS

Currently,​ ​professional​ ​development​ ​outcomes​ ​are​ ​tracked​ ​at​ ​the​ ​department​ ​level making aggregate reports​ ​difficult​ ​to​ ​create. ​ ​Accountability​ ​lies​ ​with​ ​executive​ ​leadership​ ​in​ ​each functional​ ​area.​ ​HR​ ​is​ ​working​ ​to​ ​address​ ​this​ ​reporting​ ​gap​ ​(listed​ ​as​ ​an​ ​improvement​ ​in​ ​3I2). The​ ​new​ ​faculty​ ​evaluation​ ​system​ ​launched​ ​Fall​ ​2017​ ​(3P2)​ ​has​ ​all​ ​data​ ​posted​ ​through​ ​the talent​ ​management​ ​software,​ ​so​ ​by​ ​next​ ​year,​ ​aggregate​ ​data​ ​will​ ​be​ ​available.

3I3:​ ​IMPROVEMENTS

Addressing​ ​new​ ​HLC​ ​guidelines

A​ ​priority​ ​for​ ​CIE​ ​faculty​ ​professional​ ​development​ ​funding​ ​for​ ​the​ ​next​ ​few​ ​years​ ​is​ ​to​ ​ensure faculty​ ​meet​ ​the​ ​new​ ​HLC​ ​educational​ ​requirements.​ ​NMC​ ​conducted​ ​an​ ​audit​ ​to​ ​identify​ ​any qualifications​ ​gaps. ​ ​If​ ​an​ ​instructor’s​ ​master’s​ ​degree​ ​was​ ​not​ ​in​ ​the​ ​specific​ ​area​ ​of​ ​the​ ​general education​ ​course​ ​they​ ​teach,​ ​the​ ​courses​ ​on​ ​his​ ​or​ ​her​ ​transcripts​ ​were​ ​reviewed​ ​by​ ​the​ ​instructor, the​ ​academic​ ​chair,​ ​the​ ​VP​ ​for​ ​Educational​ ​Services,​ ​and​ ​Human​ ​Resources​ ​to​ ​determine​ ​if​ ​18 graduate​ ​credits​ ​were​ ​in​ ​the​ ​appropriate​ ​content​ ​area. If​ ​yes,​ ​the​ ​rationale​ ​supporting​ ​the​ ​instructor’s​ ​qualifications​ ​were​ ​placed​ ​in​ ​their transcript​ ​file. ● If​ ​no,​ ​the​ ​rationale​ ​supporting​ ​how​ ​many​ ​master’s-level​ ​credits​ ​were​ ​in​ ​the​ ​correct content​ ​area​ ​were​ ​documented​ ​and​ ​placed​ ​in​ ​their​ ​transcript​ ​file.​ ​The​ ​team​ ​determined how​ ​many​ ​credits​ ​are​ ​still​ ​needed.​ ​(3.C.4,​ ​3.C.2) ●

Those​ ​not​ ​meeting​ ​the​ ​HLC​ ​guidelines​ ​are​ ​on​ ​a​ ​learning​ ​plan​ ​to​ ​bridge​ ​credential​ ​gaps.​ ​The​ ​plan identifies​ ​the​ ​number​ ​and​ ​types​ ​of​ ​courses​ ​that​ ​must​ ​be​ ​completed​ ​and​ ​the​ ​institution​ ​where​ ​those credits​ ​will​ ​be​ ​obtained.​ ​Course​ ​completion​ ​is​ ​documented​ ​in​ ​a​ ​transcript​ ​file​ ​for​ ​each 125

instructor. ​ ​All​ ​must​ ​be​ ​enrolled​ ​and​ ​working​ ​on​ ​those​ ​credits​ ​no​ ​later​ ​than​ ​August​ ​2017. Faculty​ ​will​ ​be​ ​reimbursed​ ​at​ ​80%​ ​for​ ​the​ ​courses​ ​they​ ​complete.​ ​(3.C.2,​ ​3.C.4) 3I3.2​ ​Strengthening competency​ ​growth/attainment​ ​tracking

As​ ​mentioned​ ​in​ ​3I2,​ ​strengthening​ ​the​ ​process​ ​for​ ​verifying​ ​and​ ​tracking​ ​competency​ ​growth and​ ​demonstration​ ​is​ ​an​ ​important​ ​area​ ​for​ ​improvement,​ ​providing​ ​more​ ​objective​ ​outcome measures​ ​for​ ​both​ ​performance​ ​and​ ​professional​ ​development​ ​processes.​ ​Competency development​ ​is​ ​an​ ​essential​ ​element​ ​of​ ​growth​ ​within​ ​a​ ​role​ ​as​ ​well​ ​as​ ​preparation​ ​for​ ​future roles,​ ​if​ ​desired.​ ​As​ ​staff​ ​job​ ​descriptions​ ​were​ ​refined​ ​in​ ​2014,​ ​managers refined​ ​the​ ​list​ ​of required​ ​and​ ​preferred​ ​qualifications.​ ​While​ ​staff​ ​are​ ​not​ ​hired​ ​unless​ ​they​ ​meet​ ​required qualifications,​ ​the​ ​preferred​ ​qualifications​ ​(if​ ​not​ ​yet​ ​met)​ ​could​ ​be​ ​built​ ​into​ ​developments​ ​plans going​ ​forward. ​3I3.3​ ​Strengthening​ ​diversity​ ​training

Because​ ​there​ ​is​ ​a​ ​relatively​ ​small​ ​number​ ​of​ ​minority​ ​students​ ​on​ ​NMC’s​ ​campus​ ​requires​ ​extra attention​ ​to​ ​ensure​ ​these​ ​students​ ​feel​ ​welcome,​ ​included,​ ​and​ ​safe​ ​(1P3). ​ ​In​ ​addition​ ​to providing​ ​culturally-sensitive​ ​programming​ ​(1P3)​ ​and​ ​increasing​ ​the​ ​number​ ​of​ ​minority employees​ ​(3I1),​ ​the​ ​College​ ​recognizes​ ​the​ ​need​ ​for​ ​increased​ ​diversity​ ​training​ ​for​ ​all employees. Sources ● ● ● ● ● ● ● ● ● ● ● ●

3.1​ ​Competency​ ​Model 3.3​ ​Teaching@NMC​ ​webpage 3.3​ ​TeachingSOLUTIONS​ ​Overview 4.2​ ​Resource​ ​Guidelines CBA​ ​Article​ ​XVIII-Sabbatical​ ​Leave CIE-EMT​ ​Newsletter​ ​sample nmc-faculty-collective-bargaining-agreement-2016-2018 nmc-faculty-collective-bargaining-agreement-2016-2018​ ​(page​ ​number​ ​12) Staff​ ​HR​ ​Policy​ ​D​ ​753.00-Prof​ ​Dev Staff​ ​HR​ ​Policy​ ​D​ ​753.01-Prof​ ​Dev​ ​Procedure Staff​ ​HR​ ​Policy​ ​D​ ​753.02​ ​Sabbatical-Staff Staff​ ​HR​ ​Policy​ ​D​ ​753.03​ ​Sabbatical-Faculty

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Category​ ​4​ ​-​ ​Planning​ ​and​ ​Leading

Introduction Processes​ ​and​ ​results​ ​for​ ​developing,​ ​communicating,​ ​deploying,​ ​and​ ​reviewing​ ​NMC’s​ ​mission and​ ​vision​ ​are ​integrated​. ​ ​Mission​ ​and​ ​vision​ ​are​ ​confirmed​ ​by​ ​policy​ ​and​ ​provide​ ​the foundation​ ​for​ ​annual​ ​aligned​ ​planning,​ ​budgeting,​ ​and​ ​decision-making​ ​for​ ​new​ ​programs​ ​and services. ​ ​The​ ​College​ ​gathers​ ​regular​ ​feedback​ ​on​ ​its​ ​mission​ ​and​ ​vision​ ​through​ ​surveys, advisory​ ​boards,​ ​small​ ​group​ ​discussions​ ​with​ ​internal​ ​and​ ​external​ ​stakeholders,​ ​and​ ​through environmental​ ​scanning​ ​(4.1). While​ ​leadership​ ​processes​ ​are ​aligned,​ the​ ​College​ ​is​ ​currently​ ​evaluating​ ​and​ ​clarifying​ ​the shared​ ​governance​ ​system. ​ ​As​ ​noted​ ​in​ ​our​ ​2013​ ​Systems​ ​Portfolio,​ ​feedback​ ​in​ ​both​ ​the​ ​2012 and​ ​2013​ ​NMC​ ​Employee​ ​Engagement​ ​Surveys​ ​indicated​ ​a​ ​need​ ​to​ ​review​ ​both​ ​the​ ​overall effectiveness​ ​of​ ​our​ ​structure​ ​and​ ​communications. ​ ​In​ ​addition,​ ​the​ ​staff​ ​classification​ ​system was​ ​changed​ ​in​ ​2015​ ​making​ ​the​ ​current​ ​system​ ​of​ ​representation​ ​somewhat​ ​obsolete. ​ ​An Action​ ​Project​ ​was​ ​launched​ ​in​ ​May​ ​2017​ ​to​ ​evaluate​ ​and​ ​clarify the​ ​shared​ ​governance structure,​ ​and​ ​a​ ​newly-charged​ ​Leadership​ ​Group​ ​consisting​ ​of​ ​department​ ​chairs​ ​and​ ​directors; committee,​ ​council,​ ​and​ ​employee​ ​group​ ​chairs;​ ​project​ ​chairs;​ ​and​ ​executive​ ​leaders​ ​has​ ​started meeting​ ​monthly​ ​to​ ​improve​ ​communication,​ ​engagement,​ ​and​ ​operational​ ​alignment​ ​(4.3). Prior​ ​to​ ​2013,​ ​processes​ ​for​ ​developing​ ​leadership​ ​skills​ ​and​ ​abilities​ ​had​ ​been​ ​reactive; however,​ ​with​ ​the​ ​development​ ​of​ ​NMC’s​ ​leadership​ ​competency​ ​model,​ ​the​ ​launch​ ​of​ ​the Professional​ ​Development​ ​Institute,​ ​and​ ​the​ ​implementation​ ​of​ ​learning​ ​management​ ​software, processes​ ​and​ ​results​ ​are ​moving​ ​toward​ ​systematic​(4.3). NMC’s​ ​annual ​aligned​ ​planning​ ​process​ ​connects​ ​mission,​ ​vision,​ ​and​ ​values​ ​with​ ​strategic planning​ ​and​ ​with​ ​operational​ ​planning​ ​at​ ​the​ ​organizational,​ ​program​ ​or​ ​department,​ ​project, and​ ​individual​ ​levels. ​ ​Internal​ ​horizontal​ ​alignment​ ​is​ ​supported​ ​through​ ​cross-functional planning​ ​meetings​ ​of​ ​the​ ​Leadership​ ​Group​ ​and​ ​through​ ​shared​ ​governance​ ​councils​ ​and committees.​ ​The​ ​use​ ​of​ ​data​ ​and​ ​performance​ ​information​ ranges​ ​from systematic to integrated​ ​within​ ​the​ ​annual​ ​planning​ ​process. ​ ​Department​ ​and​ ​program​ ​outcomes​ ​data​ ​drive operational​ ​improvements​ ​and​ ​informs​ ​strategic​ ​planning. ​ ​Feedback​ ​from​ ​external​ ​stakeholders and​ ​environmental​ ​scanning​ ​also​ ​informs​ ​planning​ ​and​ ​may​ ​lead​ ​to​ ​proposals​ ​for​ ​new​ ​programs and​ ​services. ​ ​Market​ ​research​ ​and​ ​business​ ​modeling​ ​for​ ​new​ ​programs​ ​and​ ​services​ ​informs​ ​the metrics​ ​and​ ​action​ ​plans. ​ ​Continuous​ ​improvement​ ​initiatives​ ​operationalized​ ​by​ ​programs, departments,​ ​or​ ​action​ ​project​ ​teams​ ​stem​ ​from​ ​strategic​ ​plan​ ​goals. ​ ​Budget​ ​allocation​ ​processes are​ ​designed​ ​to​ ​reflect​ ​these​ ​priorities. ​ ​All​ ​these​ ​processes​ ​are​ ​monitored​ ​for​ ​improvement opportunities. ​ ​The​ ​2017​ ​Institutional​ ​Effectiveness​ ​Survey​ ​data​ ​indicate​ ​gaps​ ​in​ ​some​ ​areas​ ​of the​ ​College​ ​with​ ​respect​ ​to​ ​communication,​ ​training,​ ​and​ ​implementation. ​ ​Monthly​ ​Leadership Group​ ​meetings​ ​will​ ​be​ ​a​ ​valuable​ ​platform​ ​for​ ​clarifying​ ​and​ ​closing​ ​those​ ​gaps​ ​(4.2). NMC​ ​has​ ​woven​ ​the​ ​concept​ ​of​ ​ethical​ ​behavior​ ​into​ ​many​ ​different​ ​processes​ ​beginning​ ​with our​ ​value​ ​statements. ​ ​Ethical​ ​behavior​ ​is​ ​one​ ​of​ ​the​ ​foundational​ ​competencies​ ​listed​ ​in​ ​job descriptions​ ​and​ ​thus​ ​embedded​ ​in​ ​hiring​ ​and​ ​performance​ ​assessment​ ​processes. ​ ​In​ ​addition,

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policies,​ ​work​ ​procedures,​ ​and​ ​trustee,​ ​faculty,​ ​staff,​ ​and​ ​student​ ​codes​ ​of​ ​conduct​ ​communicate standards​ ​for​ ​ethical​ ​behavior. ​ ​The​ ​College​ ​measures​ ​perceptions​ ​of​ ​ethical​ ​behavior​ ​and​ ​we assess​ ​ethical​ ​behavior​ ​directly. ​ ​As​ ​such,​ ​these​ ​processes​ ​and​ ​results​ ​are ​integrated​ by​ ​design (4.4).

4.1​ ​-​ ​Mission​ ​and​ ​Vision HLC​ ​Overview

Mission​ ​and​ ​Vision​ ​focuses​ ​on​ ​how​ ​the​ ​institution​ ​develops,​ ​communicates​ ​and​ ​reviews​ ​its mission​ ​and​ ​vision.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​1.A.,​ ​1.B.​ ​and 1.D.​ ​within​ ​this​ ​section. 4P1:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​developing,​ ​communicating​ ​and​ ​reviewing​ ​the​ ​institution's​ ​mission, vision​ ​and​ ​values,​ ​and​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those​ ​processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ● ● ● ●

Developing,​ ​deploying,​ ​and​ ​reviewing​ ​the​ ​institution's​ ​mission,​ ​vision​ ​and​ ​values​ ​(1.A.1, 1.D.2,​ ​1.D.3) Ensuring​ ​that​ ​institutional​ ​actions​ ​reflect​ ​a​ ​commitment​ ​to​ ​its​ ​values Communicating​ ​the​ ​mission,​ ​vision​ ​and​ ​values​ ​(1.B.1,1.B.2,​ ​1.B.3) Ensuring​ ​that​ ​academic​ ​programs​ ​and​ ​services​ ​are​ ​consistent​ ​with​ ​the​ ​institution's mission​ ​(1.A.2) Allocating​ ​resources​ ​to​ ​advance​ ​the​ ​institution's​ ​mission​ ​and​ ​vision,​ ​while​ ​upholding​ ​the institution's​ ​values​ ​(1.D.1,​ ​1.A.3) Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools​ ​(e.g.​ ​brand​ ​studies,​ ​focus​ ​groups, community​ ​forums/studies​ ​and​ ​employee​ ​satisfaction​ ​surveys)

4R1:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​developing,​ ​communicating​ ​and​ ​reviewing​ ​the​ ​institution's​ ​mission, vision​ ​and​ ​values?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​4P1.​ ​All​ ​data presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

4I1:​ ​IMPROVEMENT Based​ ​on​ ​4R1,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? 128

NMC​ ​Responses

4P1:​ ​PROCESSES

4P1.1​ ​Developing,​ ​deploying,​ ​and​ ​reviewing​ ​the​ ​institution’s​ ​mission,​ ​vision​ ​and​ ​values (1.A.1,​ ​1.D.2,​ ​1.D.3)

NMC’s​ ​mission,​ ​vision,​ ​and​ ​value​ ​statements​ ​were​ ​developed​ ​through​ ​broad-based​ ​participation of​ ​executive​ ​leadership,​ ​faculty,​ ​staff,​ ​governance​ ​councils,​ ​the​ ​Board​ ​of​ ​Trustees,​ ​the community,​ ​and​ ​external​ ​stakeholders.​ ​All​ ​are​ ​approved​ ​by​ ​the​ ​Board​ ​of​ ​Trustees​ ​(​Board​ ​Policy A-106.00​).​ ​(1.A.1) The ​Mission,​ ​Vision,​ ​Values,​ ​Purposes,​ ​Strategic​ ​directions,​ ​and​ ​Institutional​ ​Effectiveness Criteria​​ ​work​ ​together​ ​to​ ​clearly​ ​articulate​ ​that​ ​providing​ ​lifelong​ ​learning​ ​is​ ​NMC’s​ ​primary purpose.​ ​The​ ​Purpose​ ​and​ ​Strategic​ ​Directions​ ​statements​ ​further​ ​clarify​ ​who​ ​we​ ​serve​ ​and​ ​how we​ ​serve​ ​them.​ ​(1.D.2)

The​ ​College​ ​reviews​ ​the​ ​Mission,​ ​Vision,​ ​Values,​ ​Purposes,​ ​Strategic​ ​Directions,​ ​and Institutional​ ​Effectiveness​ ​Criteria​ ​as​ ​part​ ​of​ ​the​ ​strategic​ ​planning​ ​process​ ​(4P2).​ ​Information gathered​ ​by​ ​listening​ ​to​ ​students,​ ​the​ ​community​ ​and​ ​other​ ​stakeholders,​ ​and​ ​through environmental​ ​scanning​ ​may​ ​indicate​ ​a​ ​need​ ​for​ ​change.​ ​In​ ​Spring​ ​2013,​ ​NMC’s​ ​Purposes, revised​ ​by​ ​the​ ​Board​ ​of​ ​Trustees,​ ​include​ ​providing​ ​Bachelor’s​ ​degrees​ ​in​ ​select​ ​areas.​ ​This change​ ​was​ ​a​ ​direct​ ​result​ ​of​ ​feedback​ ​from​ ​students,​ ​industry,​ ​and​ ​a​ ​change​ ​in​ ​State​ ​of​ ​Michigan law.​ ​(1.D.3) 4P1.2​ ​Ensuring​ ​that​ ​institutional​ ​actions​ ​reflect​ ​a​ ​commitment​ ​to​ ​its​ ​values

Strategic​ ​and​ ​operational​ ​plans​ ​are​ ​anchored​ ​by​ ​the​ ​College’s​ ​Mission,​ ​Vision,​ ​and​ ​Values.​ ​The Strategic​ ​Directions​ ​and​ ​Institutional​ ​Effectiveness​ ​Criteria​ ​set​ ​direction​ ​for​ ​the​ ​College​ ​to​ ​guide organizational​ ​and​ ​departmental​ ​planning​ ​and​ ​to​ ​delineate​ ​priorities​ ​of​ ​the​ ​College​ ​(see​ ​Guiding Principles​ ​Map​). NMC’s​ ​Mission​ ​and​ ​Values​ ​are​ ​embedded​ ​in​ ​a ​four-phase​ ​decision-making​ ​process​​ ​(​Policy D-502.02​)​ ​for​ ​new​ ​programs​ ​and​ ​services.​ ​In​ ​the​ ​Idea​ ​Summary​ ​phase,​ ​proposers​ ​are​ ​asked​ ​to describe​ ​the​ ​new​ ​program​ ​or​ ​service’s​ ​fit​ ​with​ ​the​ ​organizational​ ​Mission​ ​and​ ​Strategic Directions.​ ​The​ ​planning​ ​and​ ​budgeting​ ​processes​ ​also​ ​reinforce​ ​NMC’s​ ​Mission​ ​and​ ​Values. Departments​ ​requesting​ ​additional​ ​resources​ ​during​ ​the​ ​budgeting​ ​cycle​ ​must​ ​justify​ ​the​ ​request with​ ​an​ ​analysis​ ​of​ ​performance​ ​metrics,​ ​a​ ​description​ ​of​ ​how​ ​the​ ​resources​ ​will​ ​support​ ​the operational​ ​and​ ​strategic​ ​plan​ ​goals,​ ​and​ ​a​ ​consideration​ ​for​ ​potential​ ​collaborative​ ​partnerships.

NMC’s​ ​Strategic​ ​Directions​ ​and​ ​the​ ​elevation​ ​of​ ​the​ ​Institutional​ ​Effectiveness​ ​Criteria​ ​to​ ​Board Ends​ ​policy​ ​(​Board​ ​Policy​ ​C-104.00​)​ ​ensures​ ​that​ ​NMC’s​ ​Values​ ​are​ ​embedded​ ​into​ ​planning and​ ​decision-making​ ​processes. 4P1.3​ ​Communicating​ ​the​ ​mission,​ ​vision​ ​and​ ​values​​ ​(1.B.1,​ ​1.B.2,​ ​1.B.3)

NMC​ ​publicly​ ​articulates​ ​its ​Mission,​ ​Vision,​ ​Values,​ ​Purposes,​ ​Strategic​ ​Directions,​ ​and Institutional​ ​Effectiveness​ ​Criteria​​ ​on​ ​its​ ​website.​ ​Together​ ​these​ ​documents​ ​explain​ ​the College’s​ ​priorities​ ​and​ ​identify​ ​what​ ​NMC​ ​does​ ​for​ ​whom.​ ​(1.B.1-3) 129

New​ ​employees​ ​learn​ ​about​ ​NMC’s​ ​Mission,​ ​Vision,​ ​and​ ​Values​ ​during​ ​orientation.​ ​Framed copies​ ​of​ ​these​ ​statements​ ​are​ ​in​ ​all​ ​conference​ ​rooms​ ​and​ ​serve​ ​as​ ​a​ ​reference​ ​during​ ​meetings. 4P1.4​ ​Ensuring​ ​that​ ​academic​ ​programs​ ​and​ ​services​ ​are​ ​consistent​ ​with​ ​the​ ​institution’s mission​​ ​(1.A.2)

NMC’s​ ​stated​ ​Mission​ ​is​ ​to​ ​provide​ ​lifelong​ ​learning​ ​opportunities​ ​to​ ​our​ ​communities.​ ​Our portfolio​ ​of​ ​offerings​ ​include​ ​College​ ​for​ ​Kids,​ ​Extended​ ​Education​ ​non-credit​ ​courses,​ ​credit programs​ ​in​ ​liberal​ ​arts​ ​and​ ​sciences​ ​and​ ​occupational​ ​studies,​ ​organizational​ ​and​ ​customized training​ ​for​ ​business​ ​and​ ​industry,​ ​and​ ​Life​ ​Academy​ ​(“lifelong​ ​learning​ ​for​ ​age​ ​50​ ​and​ ​better”). The​ ​College​ ​also​ ​sponsors​ ​the​ ​International​ ​Affairs​ ​Forum,​ ​TEDx​ ​Conferences,​ ​and​ ​a​ ​host​ ​of other​ ​community​ ​learning​ ​opportunities.​ ​These​ ​programs,​ ​services,​ ​and​ ​enrollment​ ​profiles​ ​are all​ ​consistent​ ​with​ ​NMC’s​ ​Mission.​ ​(​1.A.2​) As​ ​described​ ​earlier,​ ​proposals​ ​for​ ​new​ ​programs​ ​or​ ​services​ ​are​ ​vetted​ ​through​ ​a​ ​four-phase decision-making​ ​process​ ​in​ ​which​ ​proposers​ ​describe​ ​the​ ​new​ ​program​ ​or​ ​service’s​ ​fit​ ​with​ ​the organizational​ ​Mission​ ​and​ ​Strategic​ ​Directions.​ ​(​1.A.2​)

4P1.5​ ​Allocating​ ​resources​ ​to​ ​advance​ ​the​ ​institution’s​ ​mission​ ​and​ ​vision,​ ​while​ ​upholding the​ ​institution’s​ ​values​ ​(1.D.1,​ ​1.A.3)

As​ ​shown​ ​in​ ​the​ ​Guiding​ ​Principles​ ​Map​,​ ​NMC’s​ ​Mission,​ ​Vision,​ ​and​ ​Values​ ​are​ ​the​ ​foundation for​ ​our​ ​planning​ ​and​ ​budgeting.​ ​As​ ​an​ ​aligned​ ​process,​ ​College-wide​ ​and​ ​department​ ​goals, activities,​ ​and​ ​budgeting​ ​decisions​ ​must​ ​reflect​ ​our​ ​Mission​ ​of​ ​providing​ ​lifelong​ ​learning​ ​to​ ​our communities. ​ ​Each​ ​year,​ ​Planning​ ​and​ ​Budget​ ​Council​ ​reviews,​ ​President’s​ ​Council recommends,​ ​and​ ​the​ ​Board​ ​of​ ​Trustees​ ​approves​ ​guidelines​ ​for​ ​financial​ ​planning​ ​and budgeting​ ​that​ ​reflect​ ​the​ ​Mission​ ​and​ ​Values​ ​of​ ​the​ ​College.​ ​See ​Resource​ ​Guidelines.​​ ​(​1.A.3​) The​ ​Capital​ ​Outlay​ ​Allocation​ ​Team​ ​(COAT)​ ​oversees​ ​the​ ​allocation​ ​of​ ​capital​ ​funds,​ ​which help​ ​ensure​ ​NMC’s​ ​evolving​ ​technological​ ​infrastructure​ ​and​ ​any​ ​capital​ ​purchases​ ​keep​ ​pace with​ ​needs​ ​in​ ​the​ ​classroom​ ​and​ ​in​ ​support​ ​services.​ ​The​ ​Center​ ​for​ ​Instructional​ ​Excellence (CIE)​ ​Director​ ​works​ ​in​ ​conjunction​ ​with​ ​the​ ​CIE​ ​Advisory​ ​Board​ ​to​ ​determine​ ​and​ ​plan faculty-wide​ ​professional​ ​development​ ​initiatives​ ​and​ ​allocate​ ​funding​ ​for​ ​faculty​ ​professional development​ ​requests​ ​(3P3).

NMC​ ​actively​ ​listens​ ​to​ ​the​ ​community​ ​through​ ​leadership​ ​by​ ​our​ ​elected​ ​Board​ ​of​ ​Trustees,​ ​by gathering​ ​feedback​ ​from​ ​the​ ​community​ ​on​ ​the​ ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey, and​ ​through​ ​community​ ​participation​ ​on​ ​the​ ​Foundation​ ​Board​ ​and​ ​advisory​ ​groups.​ ​Results​ ​help us​ ​discover​ ​which​ ​NMC​ ​offerings​ ​community​ ​members​ ​value​ ​most​ ​as​ ​well​ ​as​ ​gauge​ ​community interest​ ​in​ ​programs​ ​and​ ​services​ ​for​ ​feasibility.​ ​(​1.D.1​,​ ​1.D.3​) 4P1.6​ ​Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools​ ​(e.g.​ ​brand​ ​studies,​ ​focus groups,​ ​community​ ​forums/studies​ ​and​ ​employee​ ​satisfaction​ ​surveys) NMC​ ​tracks​ ​the​ ​effectiveness​ ​of​ ​its​ ​developing,​ ​communicating,​ ​reviewing,​ ​and​ ​aligning​ ​its Mission,​ ​Vision,​ ​and​ ​Values​ ​through​ ​a​ ​variety​ ​of​ ​feedback​ ​mechanisms​ ​(e.g.,​ ​surveys,​ ​scans, advisory​ ​boards,​ ​and​ ​leadership​ ​group​ ​feedback).​ ​Feedback​ ​methods​ ​are​ ​detailed​ ​in​ ​2.3.

NMC’s​ ​Strategic​ ​Plan​ ​includes​ ​performance​ ​tracked​ ​on​ ​the​ ​metrics​ ​dashboard​ ​on​ ​the​ ​Office​ ​of Research,​ ​Planning,​ ​and​ ​Effectiveness​ ​(ORPE)​ ​intranet​ ​site.​ ​Results​ ​provide​ ​information​ ​used​ ​in 130

planning​ ​and​ ​budgeting​ ​to​ ​advance​ ​the​ ​Mission​ ​and​ ​Vision​ ​(4.2).​ ​Additionally,​ ​the​ ​College​ ​tracks its​ ​effect​ ​on​ ​regional​ ​economic​ ​development​ ​through​ ​economic​ ​impact​ ​research.

4R1:​ ​RESULTS

Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey​ ​(CAAS)

Conducted​ ​by​ ​an​ ​external​ ​research​ ​firm,​ ​CAAS​ ​is​ ​an​ ​important​ ​tool​ ​in​ ​assessing​ ​how​ ​well​ ​NMC is​ ​meeting​ ​its​ ​Mission​ ​of​ ​providing​ ​lifelong​ ​learning​ ​by​ ​sampling​ ​residents​ ​in​ ​the​ ​six-county NMC​ ​service​ ​area.​ ​Results​ ​are​ ​shared​ ​internally​ ​and​ ​with​ ​the​ ​public​ ​through​ ​an​ ​open​ ​Board​ ​of Trustees​ ​meeting​ ​and​ ​on​ ​NMC’s​ ​website. Key​ ​findings​ ​from​ ​2014:

Northwestern​ ​Michigan​ ​College​ ​continues​ ​to​ ​receive​ ​strong​ ​ratings​ ​for​ ​overall favorability,​ ​overall​ ​performance,​ ​and​ ​for​ ​performance​ ​in​ ​specific​ ​program​ ​and​ ​service areas. ● Residents​ ​who​ ​are​ ​more​ ​familiar​ ​with​ ​the​ ​College​ ​provide​ ​higher​ ​ratings than​ ​those​ ​who​ ​are​ ​less​ ​familiar​ ​with​ ​NMC. ● Providing​ ​high​ ​school​ ​students​ ​access​ ​to​ ​college​ ​credit,​ ​skilled-trade​ ​career​ ​training, preparing​ ​students​ ​to​ ​transfer,​ ​and​ ​providing​ ​access​ ​to​ ​other​ ​four-year​ ​colleges​ ​and universities,​ ​providing​ ​Associate's​ ​and​ ​Bachelor’s​ ​degrees,​ ​and​ ​college​ ​prep​ ​courses​ ​are the​ ​most​ ​important​ ​programs​ ​or​ ​services​ ​to​ ​local​ ​residents. ●

Ratings​ ​also​ ​indicate​ ​an​ ​opportunity​ ​to​ ​improve​ ​how​ ​NMC​ ​communicates​ ​with​ ​the​ ​community. Economic​ ​Impact​ ​Study

One​ ​of​ ​NMC’s​ ​stated​ ​Purposes​ ​is​ ​“regional​ ​economic​ ​development.” ​ ​Economic​ ​Impact​ ​studies, conducted​ ​by​ ​an​ ​external​ ​research​ ​firm,​ ​provide​ ​an​ ​estimate​ ​of​ ​the​ ​economic​ ​contribution​ ​NMC makes​ ​to​ ​the​ ​surrounding​ ​region. In​ ​the​ ​2014​ ​study,​​ ​NMC​ ​was​ ​identified​ ​as​ ​a​ ​vital​ ​economic​ ​asset​ ​for​ ​the​ ​regional​ ​community​ ​in that​ ​the​ ​programs​ ​offered​ ​through​ ​the​ ​College​ ​are​ ​advantageous​ ​to​ ​both​ ​employers​ ​and residents. ​ ​NMC’s​ ​education​ ​and​ ​training​ ​build​ ​the​ ​skills​ ​and​ ​knowledge​ ​that​ ​enhance productivity​ ​and​ ​employability.​ ​Many​ ​local​ ​employers​ ​partner​ ​with​ ​the​ ​College​ ​through internships,​ ​advisory​ ​committees,​ ​or​ ​in​ ​other​ ​ways​ ​which​ ​promote​ ​retention​ ​of​ ​community residents​ ​by​ ​providing​ ​good​ ​employment​ ​opportunities.

NMC​ ​also​ ​has​ ​an​ ​impact​ ​on​ ​the​ ​local​ ​average​ ​annual​ ​income​ ​and​ ​employment​ ​rates.​ ​Individuals with​ ​an​ ​Associate’s​ ​degree​ ​is​ ​30​ ​percent​ ​higher​ ​compared​ ​to​ ​those​ ​with​ ​a​ ​high​ ​school​ ​diploma. Individuals​ ​with​ ​a​ ​Baccalaureate​ ​degree​ ​typically​ ​earn​ ​25​ ​percent salaries compared​ ​to​ ​those with​ ​an​ ​Associate’s​ ​degree.​ ​Additionally,​ ​those​ ​with​ ​an​ ​Associate​ ​degree​ ​(3.9%)​ ​face​ ​lower unemployment​ ​rates​ ​than​ ​those​ ​with​ ​a​ ​high​ ​school diploma​ ​(15%). EMSI,​ ​Inc.​ ​is​ ​currently​ ​processing​ ​the 2017​ ​NMC​ ​Report.

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4I1:​ ​IMPROVEMENTS

Feedback​ ​from​ ​the​ ​CAAS​ ​indicate​ ​the​ ​College​ ​has​ ​work​ ​to​ ​do​ ​in​ ​communicating​ ​how​ ​to​ ​deliver its​ ​Mission.​ ​ While​ ​a​ ​lot​ ​of​ ​great​ ​work​ ​is​ ​happening,​ ​the​ ​community​ ​is​ ​not​ ​necessarily​ ​aware​ ​of it. ​ ​Recent​ ​changes​ ​include: ●

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● ● ●

Launch​ ​of​ ​Nexus​ ​magazine​ ​to​ ​raise​ ​awareness​ ​of​ ​the​ ​good​ ​work​ ​of​ ​the​ ​College​ ​and better​ ​engage​ ​key​ ​stakeholder​ ​groups.​ ​ ​The​ ​inaugural​ ​issue​ ​was​ ​mailed​ ​January​ ​10​ ​to 27,178​ ​recipients. Subscriptions​ ​to​ ​NMC​ ​Now​ ​newsletter​,​ ​our​ ​main​ ​email​ ​marketing​ ​campaign,​ ​increased by​ ​60%​ ​(404​ ​subscribers​ ​in​ ​2016;​ ​currently​ ​655​ ​subscribers).​ ​Engagement​ ​continues​ ​to​ ​be high,​ ​with​ ​50%​ ​of​ ​subscribers​ ​opening​ ​the​ ​most​ ​recent​ ​issue,​ ​almost​ ​three​ ​times​ ​the industry​ ​average​ ​of​ ​17%,​ ​and​ ​4.6%​ ​clicking​ ​on​ ​an​ ​article,​ ​more​ ​than​ ​twice​ ​the​ ​industry average​ ​of​ ​2.2%. Development​ ​of​ ​new​ ​brochures,​ ​view-book Enlisting​ ​expertise​ ​in​ ​legislative​ ​communication​​ ​to​ ​tell​ ​the​ ​NMC​ ​story​ ​in​ ​Michigan​ ​and Washington resulting​ ​in secured​ ​state​ ​funding​ ​for​ ​the​ ​new​ ​NMC​ ​Innovation​ ​Center​ ​(2.3). Increased​ ​communication​ ​and​ ​outreach​ ​with​ ​alumni​​ ​(2.3).

In​ ​the​ ​next​ ​1-3​ ​years​ ​the​ ​college​ ​expects​ ​to: Create​ ​an​ ​integrated​ ​marketing​ ​communications​ ​plan​​ ​to​ ​strengthen​ ​the​ ​College's public​ ​relations,​ ​marketing​ ​and​ ​communications​ ​efforts. ● Improve​ ​internal​ ​communication​ ​around​ ​Mission​ ​and​ ​Vision​ ​through​ ​the​ ​shared governance​ ​project​ ​highlighted​ ​in​ ​4.3. ● Launch​ ​a​ ​public​ ​fundraising​ ​campaign​ ​to​ ​increase​ ​broad​ ​philanthropic​ ​support​ ​of​ ​the College.​ ​Currently,​ ​the​ ​NMC​ ​Foundation​ ​is​ ​in​ ​the​ ​leadership​ ​phase​ ​of​ ​a​ ​significant comprehensive​ ​campaign​ ​with​ ​a​ ​working​ ​goal​ ​to​ ​raise​ ​$35​ ​million. In​ ​Fall​ ​of​ ​2019, we plan​ ​to​ ​host​ ​a​ ​major​ ​launch​ ​event to​ ​roll​ ​out​ ​the​ ​public​ ​campaign.​ ​The​ ​College​ ​and Foundation​ ​will​ ​plan​ ​to​ ​strengthen​ ​public​ ​relations​ ​in​ ​preparation​ ​for​ ​this​ ​public​ ​launch seeking​ ​broad​ ​philanthropic​ ​support.​ ●

Sources ● ● ● ● ● ● ● ● ●

4.1​ ​NMC​ ​Webpage-Mission,​ ​Vision,​ ​Values,​ ​Purposes,​ ​Strategic​ ​Directions,​ ​IE​ ​Criteria 4.2​ ​Decision​ ​Making​ ​Process 4.2​ ​Guiding​ ​Principles​ ​Map 4.2​ ​Resource​ ​Guidelines Board​ ​Policy​ ​A​ ​106.00​ ​Items​ ​for​ ​Board​ ​Approval Board​ ​Policy​ ​C​ ​104.00​ ​IE​ ​Criteria Community-Survey-2014-Final-Report Economic​ ​Impact​ ​Study​ ​2014 Staff​ ​Policy​ ​D​ ​502.02​ ​Decision​ ​Making

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4.2​ ​-​ ​Strategic​ ​Planning HLC​ ​Overview

Strategic​ ​Planning​ ​focuses​ ​on​ ​how​ ​the​ ​institution​ ​achieves​ ​its​ ​mission​ ​and​ ​vision.​ ​The​ ​institution should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​5.B.​ ​and​ ​5.C.​ ​in​ ​this​ ​section. 4P2:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​communicating,​ ​planning,​ ​implementing​ ​and​ ​reviewing​ ​the institution's​ ​plans​ ​and​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those​ ​processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following:

Engaging​ ​internal​ ​and​ ​external​ ​stakeholders​ ​in​ ​strategic​ ​planning​ ​(5.C.3) Aligning​ ​operations​ ​with​ ​the​ ​institution's​ ​mission,​ ​vision​ ​and​ ​values​ ​(5.C.2) Aligning​ ​efforts​ ​across​ ​departments,​ ​divisions​ ​and​ ​colleges​ ​for​ ​optimum​ ​effectiveness and​ ​efficiency​ ​(5.B.3) ● Capitalizing​ ​on​ ​opportunities​ ​and​ ​institutional​ ​strengths​ ​and​ ​countering​ ​the​ ​impact​ ​of institutional​ ​weaknesses​ ​and​ ​potential​ ​threats​ ​(5.C.4,​ ​5.C.5) ● Creating​ ​and​ ​implementing​ ​strategies​ ​and​ ​action​ ​plans​ ​that​ ​maximize​ ​current​ ​resources and​ ​meet​ ​future​ ​needs​ ​(5.C.1,​ ​5.C.4) ● Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools​ ​(e.g.​ ​achievement​ ​of​ ​goals​ ​and/or satisfaction​ ​with​ ​process) ● ● ●

4R2:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​communicating,​ ​planning,​ ​implementing​ ​and​ ​reviewing​ ​the​ ​institution's operational​ ​plans?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​4P2.​ ​All​ ​data presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

4I2:​ ​IMPROVEMENT Based​ ​on​ ​4R2,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

4P2:​ ​PROCESSES

4P2.1​ ​Engaging​ ​internal​ ​and​ ​external​ ​stakeholders​ ​in​ ​strategic​ ​planning​​ ​(5.C.3)

NMC’s ​Aligned​ ​Planning​ ​Process​​ ​engages​ ​internal​ ​and​ ​external​ ​stakeholders​ ​in​ ​all​ ​phases​ ​of planning. The​ ​first​ ​step,​ ​“​grasping​ ​the​ ​situation​,”​ ​focuses​ ​on​ ​understanding​ ​the​ ​current​ ​conditions​ ​with respect​ ​to​ ​learner​ ​success,​ ​progress​ ​on​ ​department​ ​and​ ​strategic​ ​goals,​ ​finances​ ​and​ ​other operations,​ ​as​ ​well​ ​as​ ​changes​ ​in​ ​the​ ​local​ ​or​ ​global​ ​environment. ​ ​While​ ​this​ ​process​ ​occurs throughout​ ​the​ ​year,​ ​data​ ​are​ ​systematically​ ​analyzed​ ​at​ ​the​ ​beginning​ ​of​ ​every​ ​planning​ ​cycle. Key​ ​inputs​ ​include: Formal​ ​and​ ​informal​ ​feedback​ ​gathered​ ​from​ ​students,​ ​employees,​ ​the​ ​NMC​ ​Board​ ​of Trustees,​ ​the​ ​community,​ ​our​ ​partners,​ ​and​ ​external​ ​stakeholders,​ ​described​ ​in​ ​Categories 2​ ​and​ ​3. ● Analysis​ ​of​ ​College​ ​performance​ ​metrics.​ ​NMC​ ​uses​ ​national​ ​benchmarks,​ ​where applicable,​ ​in​ ​determining​ ​targets. ● Emerging​ ​issues​ ​related​ ​to​ ​technology,​ ​demographics,​ ​globalization,​ ​and​ ​trends​ ​in​ ​higher education​ ​discovered​ ​through​ ​the​ ​NMC​ ​Scan​ ​(5.C.3-5). ●

The​ ​NMC​ ​executive​ ​team​ ​considers​ ​these​ ​analyses​ ​as​ ​it​ ​reviews​ ​the​ ​College's​ ​mission,​ ​vision, values,​ ​purposes,​ ​strategic​ ​directions,​ ​and​ ​institutional​ ​effectiveness​ ​criteria,​ ​developing​ ​a​ ​draft strategic​ ​plan​ ​with​ ​input​ ​from​ ​leaders​ ​across​ ​the​ ​College​ ​(​Guiding​ ​Principles​ ​Map)​.​ ​The​ ​plan includes​ ​updated​ ​goals,​ ​metrics,​ ​and​ ​targets.​ ​Through​ ​an​ ​annual​ ​planning​ ​retreat,​ ​the​ ​Board​ ​of Trustees​ ​provides​ ​input​ ​to​ ​the​ ​draft​ ​plan​ ​and​ ​identifies​ ​the​ ​most​ ​important​ ​goals​ ​and​ ​metrics​ ​to monitor​ ​in​ ​the​ ​current​ ​plan​ ​year.​ ​This​ ​ensures​ ​that​ ​the​ ​Board​ ​is​ ​spending​ ​its​ ​time​ ​on​ ​the​ ​most important​ ​priorities​ ​to​ ​preserve​ ​and​ ​enhance​ ​the​ ​College. ​(5.C.3) Once​ ​refined,​ ​the​ ​new​ ​plan​ ​becomes​ ​the​ ​basis​ ​for​ ​operational​ ​planning​ ​at​ ​both​ ​the​ ​organization and​ ​department​ ​levels.​ ​A​ ​summary​ ​of​ ​organizational​ ​involvement​ ​and​ ​a​ ​calendar​ ​outlining​ ​the timing​ ​of​ ​key​ ​events​ ​are​ ​posted​ ​on​ ​the​ ​College​ ​intranet​ ​(​Summary​ ​of​ ​Planning Involvement​; ​Planning​ ​Calendar)​. ​(5.C.3) 4P2.2​ ​Aligning​ ​operations​ ​with​ ​the​ ​institution’s​ ​mission,​ ​vision​ ​and​ ​values​​ ​(5.C.2)

Departments​ ​consider​ ​both​ ​organization-wide​ ​strategic​ ​goals​ ​(anchored​ ​by​ ​NMC’s​ ​mission, vision​ ​and​ ​values)​ ​and​ ​area-specific​ ​goals in​ ​developing​ ​annual​ ​operational​ ​plans.​ ​For​ ​example, academic​ ​areas​ ​conduct​ ​annual​ ​program​ ​reviews​ ​to​ ​identify​ ​strengths​ ​as​ ​well​ ​as​ ​opportunities​ ​to improve​ ​student​ ​or​ ​program​ ​success​ ​(Category​ ​1).

Similarly,​ ​other​ ​departments​ ​review​ ​their​ ​operation-specific​ ​success​ ​metrics​ ​and​ ​targets​ ​to identify opportunities​ ​for​ ​improvement.​ ​All​ ​academic​ ​areas​ ​and​ ​departments​ ​capture​ ​their​ ​annual plans​ ​on​ ​a​ ​one-page​ ​document​ ​(​A3​ ​Template)​​ ​that​ ​summarizes​ ​metrics,​ ​targets,​ ​goals,​ ​and​ ​action steps.​ ​Goals​ ​are​ ​coded​ ​to​ ​identify the​ ​Institutional​ ​Effectiveness​ ​Criteria​ ​and/or​ ​Strategic 134

Direction to​ ​target.​ ​Leaders​ ​identify​ ​budget​ ​and​ ​resource​ ​implications​ ​of​ ​the​ ​annual​ ​plans,​ ​which inform​ ​budget​ ​requests (​A3​ ​Template​ ​p.2​). ​(5.C.2)

4P2.3​ ​Aligning​ ​efforts​ ​across​ ​departments,​ ​divisions​ ​and​ ​colleges​ ​for​ ​optimum​ ​effectiveness and​ ​efficiency​​ ​(5.B.3)

NMC​ ​supports​ ​internal​ ​vertical​ ​and​ ​horizontal​ ​alignment​ ​through​ ​cross-functional​ ​meetings​ ​of the​ Leadership​ ​Group​,​ ​including​ ​Academic​ ​Chairs,​ ​directors,​ ​council​ ​chairs,​ ​Action Project chairs,​ ​and​ ​other​ ​leaders​ ​from​ ​across​ ​the​ ​College,​ ​as​ ​well​ ​as​ ​Planning​ ​and​ ​Budget​ ​Council,​ ​Policy Council,​ ​and​ ​President’s​ ​Council​ ​(Staff​ ​Policies ​D-502.00​​ ​and​ ​D-502.01​)​ ​(5.B.1-3).​​ ​This cross-functional​ ​planning​ ​helps​ ​identify​ ​potential​ ​resources,​ ​gaps,​ ​and​ ​areas​ ​for​ ​collaboration. Once​ ​goals​ ​are​ ​clarified,​ ​the​ ​College​ ​develops​ ​its​ ​budget​ ​to​ ​ensure​ ​that​ ​the​ ​allocation​ ​of​ ​resources is​ ​aligned​ ​with​ ​the​ ​College's​ ​mission​ ​and​ ​priorities. ​(5.C.1) 4P2.4​ ​Capitalizing​ ​on​ ​opportunities​ ​and​ ​institutional​ ​strengths​ ​and​ ​countering​ ​the​ ​impact of​ ​institutional​ ​weaknesses​ ​and​ ​potential​ ​threats​​ ​(5.C.4,​ ​5.C.5) As​ ​described​ ​earlier,​ ​the​ ​aligned​ ​planning​ ​process​ ​begins​ ​with​ ​a​ ​thorough​ ​review​ ​of​ ​data​ ​on learners,​ ​employees,​ ​and​ ​the​ ​community,​ ​as​ ​well​ ​as​ ​an​ ​environmental​ ​scan​ ​of​ ​external​ ​drivers. Additionally,​ ​the​ ​Office​ ​of​ ​Research,​ ​Planning,​ ​and​ ​Effectiveness​ ​(ORPE)​ ​tracks​ ​performance metrics.​ ​These​ ​data​ ​help​ ​identify​ ​strengths​ ​and​ ​opportunities​ ​as​ ​well​ ​as​ ​potential​ ​threats​ ​and shortcomings to​ ​inform​ ​strategy​ ​and​ ​operational​ ​planning​ ​across​ ​the​ ​College. ​(5.C.3-5)

NMC​ ​considers​ ​shifts​ ​in​ ​technology​ ​and​ ​funding,​ ​developing​ ​its​ ​budget​ ​model​ ​based​ ​on anticipated​ ​enrollment,​ ​projected​ ​revenue​ ​from​ ​tuition​ ​and​ ​fees,​ ​state​ ​aid,​ ​property​ ​taxes,​ ​and other​ ​sources​ ​as​ ​well​ ​as​ ​projected​ ​costs​ ​(​Budget​ ​Considerations​).​ ​The​ ​Cost​ ​to​ ​Educate​ ​model, available​ ​on​ ​NMC’s​ ​digital​ ​dashboard,​ ​provides​ ​an​ ​understanding​ ​of​ ​NMC’s​ ​current​ ​capacity and​ ​helps​ ​anticipate​ ​economic​ ​fluctuations.​ ​Each​ ​monthly​ ​Board​ ​of​ ​Trustees​ ​meeting​ ​includes​ ​a review​ ​of​ ​budget​ ​to​ ​actual​ ​financial​ ​results. During​ ​each​ ​planning​ ​and​ ​budgeting​ ​cycle,​ ​NMC develops​ ​and​ ​evaluates​ ​multiple​ ​scenarios​ ​based​ ​on​ ​all​ ​these​ ​inputs​ ​before​ ​making​ ​a​ ​final​ ​fiscal year​ ​budget​ ​recommendation. ​(5.C.4-5) While​ ​NMC’s​ ​plan​ ​is​ ​based​ ​on​ ​the​ ​sustainability​ ​and​ ​stability​ ​of​ ​current​ ​capacity,​ ​planning​ ​is also​ ​intended​ ​to​ ​take​ ​advantage​ ​of​ ​growth​ ​opportunities.​ ​One​ ​strategic​ ​direction​ ​is​ ​to​ ​“establish national​ ​and​ ​international​ ​competencies​ ​and​ ​provide​ ​leadership​ ​in​ ​select​ ​educational​ ​areas connected​ ​to​ ​the​ ​regional​ ​economy​ ​and​ ​assets”​ ​such​ ​as​ ​Freshwater,​ ​Applied​ ​Technology,​ ​Arts and​ ​Culture,​ ​Innovation/Entrepreneurism,​ ​and​ ​Value-Added​ ​Agriculture.​ ​Within​ ​these​ ​areas​ ​of expertise,​ ​NMC​ ​further​ ​explores​ ​opportunities​ ​to​ ​provide​ ​value​ ​and​ ​increase​ ​revenue.​ ​The College​ ​distinguishes​ ​among service​ ​levels​ ​within​ ​program​ ​offerings: ● ●

Portfolio​ ​A:​ Academic​ ​offerings​ ​priced​ ​through​ ​our​ ​standard​ ​College​ ​tuition​ ​rates. Portfolio​ ​B:​ Offerings​ ​of​ ​programs​ ​and​ ​services​ ​that​ ​can​ ​be​ ​priced​ ​outside​ ​the​ ​standard rate​ ​system​ ​and​ ​marketed​ ​to​ ​individuals​ ​who​ ​may​ ​not​ ​be​ ​normally​ ​served​ ​by​ ​the traditional​ ​community​ ​college.​ ​These​ ​learners​ ​include​ ​those​ ​who​ ​are​ ​seeking​ ​state, national​ ​and​ ​international​ ​credentials​ ​based​ ​on​ ​the​ ​College’s​ ​specialty​ ​areas.

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Portfolio​ ​C:​ Offerings​ ​utilizing​ ​intellectual​ ​property​ ​that​ ​may​ ​be​ ​related​ ​to​ ​College offerings​ ​but​ ​are​ ​held​ ​by​ ​partner​ ​organizations.​ ​The​ ​partners​ ​work​ ​together​ ​to​ ​market offerings.

These​ ​strategies​ ​allow​ ​NMC​ ​to​ ​anticipate​ ​and​ ​respond​ ​to​ ​the​ ​possible​ ​impact​ ​of​ ​fluctuations​ ​in standard​ ​sources​ ​of​ ​revenue. ​(5.C.4-5) 4P2.5​ ​Creating​ ​and​ ​implementing​ ​strategies​ ​and​ ​action​ ​plans​ ​that​ ​maximize​ ​current resources​ ​and​ ​meet​ ​future​ ​needs​​ ​(5.C.1,​ ​5.C.4)

A​ ​review​ ​of​ ​NMC’s​ ​budget​ ​planning​ ​((​Budget​ ​Considerations​)​ ​highlights​ ​the​ ​many​ ​factors​ ​the College​ ​considers​ ​in​ ​budget​ ​development.​ ​As​ ​revenue​ ​growth​ ​from​ ​property​ ​tax​ ​is​ ​limited​ ​by statute​ ​and​ ​state​ ​funding,​ ​revenue​ ​has​ ​declined​ ​as​ ​a​ ​percent​ ​of​ ​revenue​ ​sources,​ ​and​ ​the percentage​ ​of​ ​budget​ ​relying​ ​on​ ​tuition​ ​and​ ​fees​ ​has​ ​steadily​ ​increased.​ ​To​ ​minimize​ ​tuition increases,​ ​NMC​ ​has​ ​implemented​ ​a​ ​number​ ​of​ ​strategies.​ ​In​ ​addition​ ​to​ ​recruitment​ ​and​ ​retention efforts​ ​described​ ​in​ ​2P1​ ​and​ ​workforce​ ​planning​ ​strategies​ ​described​ ​in​ ​3P1,​ ​resource development​ ​planning​ ​is​ ​an​ ​essential​ ​and​ ​highly​ ​successful​ ​strategy​ ​for​ ​bolstering​ ​economic strength,​ ​capitalizing​ ​on​ ​assets,​ ​and​ ​increasing​ ​capacity​ ​to​ ​meet​ ​our​ ​mission,​ ​vision,​ ​and​ ​future needs.​ ​(​5.C.1,​ ​5.C.4) NMC​ ​continues​ ​to​ ​explore​ ​revenue​ ​potential​ ​with​ ​unique​ ​programs.​ ​ The​ ​College​ ​participates​ ​in a​ ​statewide​ ​economic​ ​development​ ​strategy​ ​through​ ​the​ ​Michigan​ ​New​ ​Jobs​ ​Training​ ​Program, has​ ​developed​ ​programs​ ​such​ ​as​ ​our​ ​International​ ​Summer​ ​Flight​ ​Experience,​ ​and​ ​has​ ​been​ ​a service​ ​provider​ ​for​ ​grant-funded​ ​research​ ​such​ ​as​ ​the​ ​National​ ​Park​ ​Service​ ​and​ ​Sleeping​ ​Bear National​ ​Lakeshore​ ​coastal​ ​assessment​ ​project. ​ ​The​ ​College​ ​has​ ​also​ ​expanded​ ​its​ ​use​ ​of differential​ ​tuition​ ​in​ ​high-cost​ ​occupational​ ​programs​ ​as​ ​a​ ​way​ ​to​ ​sustain​ ​both​ ​these​ ​programs and​ ​the​ ​College​ ​as​ ​a​ ​whole.​ ​(​5.C.1,​ ​5.C.4)

In​ ​recent​ ​years,​ ​the​ ​College​ ​has​ ​invested​ ​in​ ​the​ ​NMC​ ​Foundation​ ​with​ ​personnel,​ ​software infrastructure,​ ​and​ ​strategic​ ​planning​ ​with​ ​goals​ ​of​ ​increased​ ​donations​ ​to​ ​offset​ ​operating​ ​costs and​ ​strengthen​ ​student​ ​scholarship​ ​funding.​ ​This​ ​investment​ ​is​ ​yielding​ ​significant​ ​results​ ​in​ ​FY 2017: ● ● ●

Annual​ ​Fund​ ​raised​ ​=​ ​$565,472​ ​(Goal​ ​$275,000) Total​ ​dollars​ ​raised​ ​=​ ​$​ ​8,072,686​ ​(Goal​ ​$3,350,000) Number​ ​of​ ​donors​ ​=10.04%​ ​above​ ​FY16

Additionally,​ ​the​ ​College,​ ​through​ ​the​ ​NMC​ ​Foundation,​ ​has​ ​launched​ ​a​ ​comprehensive campaign​ ​to​ ​increase​ ​philanthropic​ ​resources​ ​available​ ​for​ ​the​ ​development​ ​and​ ​sustainability​ ​of all​ ​programs.​ ​The​ ​campaign​ ​focuses​ ​on​ ​three​ ​areas:​ ​scholarships,​ ​programs,​ ​and​ ​facilities​ ​and​ ​the current​ ​working​ ​goal​ ​is​ ​$35​ ​million.​ ​To​ ​date,​ ​the​ ​campaign​ ​has​ ​raised​ ​more​ ​than​ ​$12​ ​million including​ ​several​ ​seven-figure​ ​gifts​ ​to​ ​all​ ​three​ ​priority​ ​areas. (​5.C.1,​ ​5.C.4) 4P2.6​ ​Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools​ ​(e.g.​ ​achievement​ ​of​ ​goals and/or​ ​satisfaction​ ​with​ ​process)

NMC​ ​tracks​ ​outcomes​ ​at​ ​the​ ​organizational,​ ​project,​ ​and​ ​departmental​ ​level.​ ​All​ ​are​ ​posted​ ​on the​ ​ORPE​ ​intranet​ ​site: 136

Organizational​ ​level.​​ ​Strategic​ ​Plan​ ​performance​ ​metrics​ ​are​ ​tracked​ ​on​ ​the​ ​institutional metrics​ ​dashboard.​ ​NMC​ ​incorporates​ ​national​ ​benchmarks​ ​in​ ​determining​ ​targets. ● Project​ ​level.​​ ​Each​ ​Action​ ​Project​ ​team​ ​determines​ ​outcome​ ​and​ ​process​ ​targets,​ ​checks their​ ​work​ ​and​ ​performance​ ​results​ ​with​ ​project​ ​sponsors​ ​and​ ​steering​ ​teams,​ ​and​ ​makes adjustments​ ​accordingly. ● Program/Department​ ​level.​​ ​The​ ​annual​ ​planning​ ​document​ ​(​A3​ ​Template)​​ ​is​ ​designed so​ ​individual​ ​programs​ ​or​ ​units​ ​identify​ ​metrics​ ​and​ ​targets​ ​reflective​ ​of​ ​their​ ​specific operational​ ​goals.​ ​Prior​ ​outcomes​ ​are​ ​posted​ ​in​ ​the​ ​document​ ​and​ ​inform​ ​the​ ​next​ ​cycle of​ ​goal-setting. Annual​ ​plans​ ​are​ ​posted​ ​on​ ​the​ ​ORPE​ ​intranet​ ​site,​ ​though​ ​departments may​ ​maintain​ ​more​ ​detailed,​ ​real-time​ ​dashboards​ ​within​ ​their​ ​departments. ●

When​ ​evaluating​ ​results,​ ​NMC​ ​uses​ ​“stoplight”​ ​color​ ​coding​ ​to​ ​show​ ​where​ ​goals​ ​are​ ​meeting target​ ​(green),​ ​not​ ​meeting​ ​target​ ​but​ ​trending​ ​in​ ​the​ ​right​ ​direction​ ​(yellow),​ ​or​ ​not​ ​meeting target​ ​and​ ​trending​ ​in​ ​the​ ​wrong​ ​direction​ ​(red).

The​ ​use​ ​of​ ​data​ ​and​ ​performance​ ​information​ ​is​ ​aligned​ ​within​ ​the​ ​annual​ ​planning​ ​process. Environmental​ ​scanning​ ​informs​ ​the​ ​strategic​ ​plan​ ​and​ ​goal​ ​setting,​ ​which​ ​leads​ ​to​ ​proposals​ ​for new​ ​programs​ ​and​ ​services.​ ​Market​ ​research​ ​and​ ​business​ ​modeling​ ​for​ ​new​ ​programs​ ​and services​ ​informs​ ​metrics​ ​and​ ​action​ ​plans.​ ​Continuous​ ​improvement​ ​initiatives​ ​operationalized by​ ​action​ ​project​ ​teams​ ​stem​ ​from​ ​strategic​ ​goals​ ​so​ ​the​ ​College​ ​is​ ​always​ ​working​ ​on​ ​its​ ​top priorities.​ ​Budget​ ​allocation​ ​decisions​ ​reflect​ ​these​ ​priorities. ​(5.C.1-2)

4R2:​ ​RESULTS

Organizational​ ​Strategic​ ​Plan

The​ ​current ​Board-level​ ​strategic​ ​plan​​ ​with​ ​metrics,​ ​targets,​ ​and​ ​stoplight​ ​coding​ ​is​ ​posted​ ​on​ ​the ORPE​ ​intranet​ ​site. Operational​ ​Plans​

Results​ ​of​ ​operational​ ​planning​ ​for​ ​all​ ​departments​ ​are​ ​found​ ​on​ ​the​ ​ORPE​ ​Intranet​. Plans document​ ​how​ ​program​ ​and​ ​institutional​ ​data​ ​is​ ​used​ ​to​ ​develop​ ​improvement​ ​goals for​ ​the following​ ​year and the​ ​progress​ ​made​ ​on​ ​previous​ ​year’s​ ​goals. Institutional​ ​Effectiveness​ ​Survey

Approximately​ ​every​ ​two​ ​years,​ ​the​ ​College​ ​gathers​ ​feedback​ ​from​ ​Leadership​ ​Group​ ​members on​ ​many​ ​aspects​ ​of​ ​continuous​ ​improvement,​ ​including​ ​planning​ ​processes,​ ​through​ ​the Institutional​ ​Effectiveness​ ​(IE)​ ​Survey. ​ ​For​ ​the​ ​2016-17​ ​Survey​,​ ​the​ ​College​ ​received​ ​38 completed​ ​responses​ ​out​ ​of​ ​the​ ​possible​ ​50​ ​members​ ​(76%).​ ​Typically,​ ​the​ ​College​ ​uses​ ​a three-year​ ​average​ ​of​ ​survey​ ​responses​ ​to​ ​assess​ ​current​ ​results.​ ​Internal​ ​targets​ ​help​ ​the​ ​College track​ ​performance​ ​over​ ​time​ ​to​ ​inform​ ​continuous​ ​improvement. 2016-17​ ​results​ show​ ​a​ ​significant decrease​ ​in​ ​three​ ​measures​ ​and​ ​just​ ​moderate​ ​(57-66%) agreement​ ​with​ ​three​ ​new​ ​measures​ ​related​ ​to​ ​the​ ​planning​ ​process.​ ​ ​Open​ ​comments​​ ​suggest that​ ​while​ ​planning​ ​processes​ ​are​ ​working​ ​very​ ​well​ ​in​ ​some​ ​parts​ ​of​ ​the​ ​organization,​ ​they​ ​are

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not​ ​functioning​ ​as​ ​designed​ ​in​ ​other​ ​departments.​ ​Clarifying​ ​and​ ​understanding​ ​those​ ​gaps​ ​is critical​ ​to​ ​the​ ​success​ ​and​ ​improvement​ ​of​ ​planning​ ​efforts.

4I2:​ ​IMPROVEMENTS

The​ ​College​ ​started​ ​to​ ​better​ ​utilize​ ​the ​Leadership​ ​Group​.​ ​ Formerly,​ ​the​ ​group​ ​met​ ​once​ ​or twice​ ​a​ ​year​ ​to​ ​review​ ​strategic​ ​work​ ​plans​ ​and​ ​identify​ ​areas​ ​for​ ​collaboration. ​ ​With​ ​new membership​ ​and​ ​clarified​ ​purpose,​ ​the​ ​group​ ​has​ ​started​ ​meeting​ ​monthly​ ​to: Review​ ​the​ ​alignment​ ​of​ ​the​ ​strategic​ ​plan​ ​with​ ​operational​ ​plans​ ​of​ ​departments​ ​and programs. ● Discuss​ ​linkages​ ​among​ ​all​ ​unit​ ​plans​ ​and​ ​initiatives​ ​to​ ​find​ ​opportunities​ ​for​ ​better coordination​ ​of​ ​work​ ​and​ ​resources​ ​to​ ​meet​ ​common​ ​goals. ● Address​ ​College-wide​ ​issues​ ​raised​ ​by​ ​institutional​ ​research​ ​reports​ ​and​ ​other​ ​sources ● Serve​ ​as​ ​the​ ​primary​ ​College-wide​ ​group​ ​to​ ​enhance​ ​communication​ ​and​ ​engagement among​ ​units​ ​and​ ​between​ ​the​ ​unit​ ​leadership​ ​and​ ​the​ ​executive​ ​staff. ●

Sources ● ●

4.2​ ​A3​ ​Template 4.2​ ​A3​ ​Template​ ​(page​ ​number​ ​2) 138

● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

4.2​ ​Aligned​ ​Planning​ ​Calendar 4.2​ ​Aligned​ ​Planning​ ​Process 4.2​ ​Budget​ ​Considerations​ ​FY18 4.2​ ​Grasping​ ​the​ ​Situation​ ​Process 4.2​ ​Guiding​ ​Principles​ ​Map 4.2​ ​Resource​ ​Guidelines 4.2​ ​Summary​ ​of​ ​Planning​ ​Involvement 4.3​ ​Leadership​ ​Group​ ​Intranet​ ​page BOT-Level-Strategic-Goals-FY16 IE​ ​Survey​ ​Report​ ​2017 IE​ ​Survey​ ​Report​ ​2017​ ​(page​ ​number​ ​13) Institutional​ ​Effectiveness​ ​Survey-questions​ ​related​ ​to​ ​planning Operational​ ​A3s-Program​ ​Reviews​ ​Intranet​ ​Page Staff​ ​Policy​ ​D-502.00​ ​Governance Staff​ ​Policy​ ​D-502.01​ ​Governance

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4.3​ ​-​ ​Leadership HLC​ ​Overview

Leadership​ ​focuses​ ​on​ ​governance​ ​and​ ​leadership​ ​of​ ​the​ ​institution.​ ​The​ ​institution​ ​should provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​2.C.​ ​and​ ​5.B.​ ​in​ ​this​ ​section.

4P3:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​ensuring​ ​sound​ ​and​ ​effective​ ​leadership​ ​of​ ​the​ ​institution,​ ​and​ ​identify who​ ​is​ ​involved​ ​in​ ​those​ ​processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key processes​ ​for​ ​the​ ​following: ● ● ● ● ● ● ● ● ●

Establishing​ ​appropriate​ ​relationship​ ​between​ ​the​ ​institution​ ​and​ ​its​ ​governing​ ​board​ ​to support​ ​leadership​ ​and​ ​governance​ ​(2.C.4) Establishing​ ​oversight​ ​responsibilities​ ​and​ ​policies​ ​of​ ​the​ ​governing​ ​board​ ​(2.C.3,​ ​5.B.1, 5.B.2) Maintaining​ ​board​ ​oversight,​ ​while​ ​delegating​ ​management​ ​responsibilities​ ​to administrators​ ​and​ ​academic​ ​matters​ ​to​ ​faculty​ ​(2.C.4) Ensuring​ ​open​ ​communication​ ​between​ ​and​ ​among​ ​all​ ​colleges,​ ​divisions​ ​and departments Collaborating​ ​across​ ​all​ ​units​ ​to​ ​ensure​ ​the​ ​maintenance​ ​of​ ​high​ ​academic​ ​standards (5.B.3) Providing​ ​effective​ ​leadership​ ​to​ ​all​ ​institutional​ ​stakeholders​ ​(2.C.1,​ ​2.C.2) Developing​ ​leaders​ ​at​ ​all​ ​levels​ ​within​ ​the​ ​institution Ensuring​ ​the​ ​institution's​ ​ability​ ​to​ ​act​ ​in​ ​accordance​ ​with​ ​its​ ​mission​ ​and​ ​vision​ ​(2.C.3) Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

4R3:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​ensuring​ ​long-term​ ​effective​ ​leadership​ ​of​ ​the​ ​institution?​ ​The​ ​results presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​4P3.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

4I3:​ ​IMPROVEMENT Based​ ​on​ ​4R3,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

4P3:​ ​PROCESSES

4P3.1​ ​Establishing​ ​appropriate​ ​relationship​ ​between​ ​the​ ​institution​ ​and​ ​its​ ​governing board​ ​to​ ​support​ ​leadership​ ​and​ ​governance​​ ​(2.C.4)

In​ ​NMC’s​ ​shared​ ​governance​ ​model,​ ​the​ ​Board​ ​of​ ​Trustees​ ​delegates​ ​day-to-day​ ​management​ ​of the​ ​College​ ​to​ ​the​ ​President​ ​(​Board​ ​Policy​ ​B-100.00​). ​(2.C.4) The​ ​College​ ​begins​ ​to​ ​establish​ ​a​ ​relationship​ ​with​ ​Trustees​ ​in​ ​the​ ​weeks​ ​leading​ ​up​ ​to​ ​the election​ ​when​ ​candidates​ ​are​ ​provided​ ​with​ ​an​ ​information​ ​packet​ ​from​ ​the​ ​President's​ ​Office and​ ​invited​ ​to​ ​an​ ​informational​ ​session​ ​with​ ​the​ ​Board​ ​Chair,​ ​College​ ​President,​ ​and​ ​executive staff.​ ​ New​ ​trustees​ ​participate​ ​in​ ​an​ ​orientation​ ​session,​ ​and​ ​the​ ​College​ ​schedules​ ​a​ ​Board​ ​of Trustees​ ​retreat​ ​shortly​ ​after​ ​the​ ​beginning​ ​of​ ​the​ ​new​ ​year​ ​with​ ​Trustees,​ ​the​ ​President,​ ​and executive​ ​staff. Trustees​ ​are​ ​supported​ ​and​ ​encouraged​ ​to​ ​attend​ ​professional​ ​development​ ​conferences​ ​through organizations​ ​such​ ​as​ ​the​ ​Association​ ​of​ ​Community​ ​Colleges​ ​Trustees​ ​and​ ​the​ ​Michigan Community​ ​College​ ​Association​ ​to​ ​better​ ​understand​ ​their​ ​roles​ ​within​ ​the​ ​College​ ​leadership structure​ ​as​ ​well​ ​as​ ​state​ ​and​ ​national​ ​issues​ ​pertaining​ ​to​ ​community​ ​colleges. 4P3.2​ ​Establishing​ ​oversight​ ​responsibilities​ ​and​ ​policies​ ​of​ ​the​ ​governing​ ​board​​ ​(2.C.3, 5.B.1,​ ​5.B.2)

NMC’s​ ​governance​ ​model,​ ​including​ ​purpose,​ ​structure,​ ​and​ ​processes,​ ​is​ ​outlined​ ​in​ ​Policy​ ​D502.01​.​ ​Board​ ​policies​ ​and​ ​procedures​ ​guide​ ​the​ ​board​ ​in​ ​meeting​ ​its​ ​legal​ ​and​ ​fiduciary responsibilities (​Board​ ​of​ ​Trustees​ ​Policies​).

Along​ ​with​ ​the​ ​Board​ ​of​ ​Trustees​ ​and​ ​President,​ ​three​ ​internal​ ​Councils​ ​comprise​ ​NMC’s​ ​shared governance​ ​model​ ​(​Policy​ ​D-​ ​502.01​). ​Council​ ​membership​​ ​includes​ ​administration,​ ​faculty, staff,​ ​and​ ​students. ​(5.B.2)

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To​ ​facilitate​ ​appropriate​ ​board​ ​oversight​ ​and​ ​ensure​ ​the​ ​Board​ ​of​ ​Trustees​ ​is​ ​knowledgeable about​ ​the​ ​College,​ ​monthly​ ​board​ ​agendas​ ​include​ ​specific​ ​standard​ ​topics​ ​such​ ​as​ ​financial​ ​and enrollment​ ​reports,​ ​Foundation​ ​reports,​ ​and​ ​legislative​ ​issues.​ ​ The​ ​Faculty​ ​Report​ ​highlights academic​ ​accomplishments,​ ​innovation,​ ​and​ ​topics​ ​relevant​ ​to​ ​student​ ​learning​ ​and​ ​success.​ ​ The Program​ ​Focus​ ​agenda​ ​item​ ​provides​ ​an​ ​opportunity​ ​for​ ​the​ ​Board​ ​learn​ ​more​ ​about​ ​the​ ​wide range​ ​of​ ​College​ ​programs​ ​and​ ​services​ ​(​Sample​ ​Agenda​).​ ​ In​ ​addition,​ ​sub-committee​ ​meetings, participation​ ​in​ ​College​ ​events,​ ​and​ ​involvement​ ​in​ ​planning,​ ​advocacy,​ ​and​ ​other​ ​community functions​ ​ensure​ ​the​ ​governing​ ​board​ ​is​ ​knowledgeable​ ​about​ ​the​ ​institution. ​(5.B.1)​ The​ ​governing​ ​board​ ​preserves​ ​its​ ​independence​ ​from​ ​undue​ ​influence​ ​on​ ​the​ ​part​ ​of​ ​donors, elected​ ​officials,​ ​ownership​ ​interests,​ ​or​ ​other​ ​external​ ​parties​ ​by​ ​following​ ​Open​ ​Meetings Act guidelines​ ​embedded​ ​in​ ​Board​ ​Bylaws​ ​(​Board​ ​Policy​ ​A-100.00​)​ ​and​ ​by​ ​adhering​ ​to​ ​its conflict​ ​of​ ​interest​ ​policy​ ​(​Board​ ​Policy​ ​A-102.01​). ​ ​If​ ​board​ ​members​ ​have​ ​a​ ​conflict​ ​of​ ​interest with​ ​a​ ​topic​ ​under​ ​discussion,​ ​they​ ​will​ ​recuse themselves​ ​from​ ​voting. ​(2.C.3) 4P3.3​ ​Maintaining​ ​board​ ​oversight,​ ​while​ ​delegating​ ​management​ ​responsibilities​ ​to administrators​ ​and​ ​academic​ ​matters​ ​to​ ​faculty​​ ​(2.C.4)

Board​ ​members​ ​oversee​ ​the​ ​College​ ​through​ ​monthly​ ​board​ ​meetings​ ​by​ ​reviewing​ ​and analyzing​ ​institutional​ ​reports​ ​and​ ​financial​ ​statements​ ​and​ ​by​ ​acting​ ​on​ ​policy​ ​changes​ ​and budgetary​ ​or​ ​property​ ​decisions​ ​consistent​ ​with​ ​their​ ​role​ ​and​ ​responsibilities.​ ​ The​ ​Board delegates​ ​day-to-day​ ​operational​ ​decisions​ ​to​ ​the​ ​President​ ​(​Board​ ​Policy​ ​B-100.00​).​ ​ The President’s​ ​performance​ ​of​ ​these​ ​obligations​ ​is​ ​reviewed​ ​and​ ​evaluated​ ​by​ ​the​ ​Board​ ​of​ ​Trustees annually​ ​(​Board​ ​Policy​ ​A-102.00​).​ ​ The​ ​President​ ​delegates​ ​to​ ​members​ ​of​ ​the​ ​executive​ ​team the​ ​oversight​ ​of​ ​their​ ​respective​ ​areas.​ ​Day-to-day​ ​operational​ ​decisions​ ​are​ ​made​ ​at​ ​the departmental​ ​management​ ​level.​ ​Department​ ​leaders​ ​use​ ​unit​ ​operational​ ​goals​ ​on​ ​annual 142

planning​ ​documents​ ​to​ ​guide​ ​decision-making,​ ​ensuring​ ​alignment​ ​with​ ​NMC’s​ ​goals​ ​and directions.​ ​(2.C.4)

Academic​ ​administrators​ ​depend​ ​on​ ​faculty​ ​to​ ​carry​ ​out​ ​daily​ ​operations​ ​of​ ​instructional programs​ ​while​ ​offering​ ​support​ ​and​ ​high-level​ ​oversight​ ​of​ ​academic​ ​matters.​ ​ Each​ ​academic department​ ​is​ ​staffed​ ​with​ ​an​ ​Academic​ ​Chair​ ​who​ ​is​ ​responsible​ ​for​ ​recommending​ ​and ensuring​ ​faculty​ ​are​ ​observed,​ ​directing​ ​program​ ​development,​ ​working​ ​with​ ​advisory​ ​committee members,​ ​and​ ​assisting​ ​in​ ​scheduling​ ​full-time​ ​faculty​ ​and​ ​course​ ​sections.​ ​ Faculty​ ​are responsible​ ​for​ ​the​ ​oversight​ ​of​ ​program​ ​curriculum​ ​and​ ​course​ ​content. ​(2.C.4)​

Curriculum​ ​Committee,​ ​a​ ​subcommittee​ ​of​ ​Faculty​ ​Council,​ ​is​ ​responsible​ ​for​ ​recommending, monitoring,​ ​and​ ​reviewing​ ​the​ ​academic​ ​curriculum​ ​including​ ​adoption​ ​of​ ​programs;​ ​adoption, modification,​ ​and​ ​deletion​ ​of​ ​courses;​ ​revision​ ​of​ ​degree​ ​requirements;​ ​curriculum​ ​standard​ ​or related​ ​issues​ ​brought​ ​to​ ​the​ ​Committee;​ ​and​ ​making​ ​recommendations​ ​to​ ​the​ ​VP​ ​for​ ​Educational Services. ​(2.C.4)​ 4P3.4​ ​Ensuring​ ​open​ ​communication​ ​between​ ​and​ ​among​ ​all​ ​colleges,​ ​divisions​ ​and departments

The​ ​approach​ ​for​ ​decision-making​ ​among​ ​the​ ​shared​ ​governance​ ​councils​ ​is​ ​to​ ​gather​ ​input​ ​from broad​ ​perspectives,​ ​formulate​ ​a​ ​recommendation​ ​based​ ​on​ ​discussion​ ​and​ ​consensus,​ ​and communicate​ ​the​ ​results​ ​of​ ​discussions​ ​through​ ​committee​ ​minutes​ ​and​ ​memos​ ​made​ ​available on​ ​NMC’s​ ​Intranet​ ​site​ ​and​ ​via​ ​email. Additionally,​ ​multiple​ ​College-wide​ ​committees​ ​operate with​ ​specific​ ​charges​ ​and​ ​share​ ​work​ ​on​ ​the​ ​Intranet. ​(5.B.2)​ 4P3.5​ ​Collaborating​ ​across​ ​all​ ​units​ ​to​ ​ensure​ ​the​ ​maintenance​ ​of​ ​high​ ​academic​ ​standards (5.B.3)

NMC’s​ ​Governance​ ​Councils,​ ​committees,​ ​and​ ​organizational​ ​structure​ ​enables​ ​the​ ​Board, faculty,​ ​staff,​ ​and​ ​students​ ​to​ ​be​ ​involved​ ​in​ ​setting​ ​academic​ ​requirements,​ ​policy,​ ​and processes.​ ​Curriculum​ ​Committee​ ​works​ ​with​ ​the​ ​VP​ ​for​ ​Educational​ ​Services​ ​and​ ​Academic Chairs​ ​to​ ​set​ ​academic​ ​requirements.​ ​Policies​ ​and​ ​processes​ ​to​ ​support​ ​requirements​ ​are developed,​ ​reviewed,​ ​and​ ​approved​ ​through​ ​shared​ ​governance​ ​structures,​ ​which​ ​are​ ​then implemented​ ​and​ ​evaluated​ ​through​ ​faculty​ ​and​ ​staff​ ​in​ ​Educational​ ​and​ ​Student​ ​Services. ​ ​New programs​ ​as​ ​well​ ​as​ ​changes​ ​to​ ​degree​ ​requirements​ ​are​ ​subject​ ​to​ ​Board​ ​approval​ ​(​Board​ ​Policy A-106.00​). ​(5.B.3) 4P3.6​ ​Providing​ ​effective​ ​leadership​ ​to​ ​all​ ​institutional​ ​stakeholders​​ ​(2.C.1​ ​and​ ​2.C.2)

As​ ​previously​ ​mentioned,​ ​each​ ​regular​ ​monthly​ ​Board​ ​of​ ​Trustees​ ​meeting​ ​agenda typically includes​ ​reports​ ​on​ ​programs,​ ​teaching​ ​and​ ​learning,​ ​enrollment,​ ​finances,​ ​the Foundation,​ ​and​ ​legislative​ ​issues,​ ​as​ ​well​ ​as​ ​Board​ ​Chair​ ​and​ ​Presidential​ ​updates.​ ​This​ ​ensures the​ ​Board​ ​is​ ​knowledgeable​ ​about​ ​NMC's​ ​current​ ​operations​ ​and​ ​emerging​ ​opportunities​ ​and challenges.​ ​ In​ ​addition,​ ​the​ ​Board​ ​reviews​ ​progress​ ​on​ ​the​ ​Board-level​ ​goals during semi-annual meetings.​ ​Standard​ ​procedures​ ​ensure​ ​the​ ​Board​ ​is​ ​spending​ ​its​ ​time​ ​on​ ​the most​ ​important​ ​priorities​ ​to​ ​preserve​ ​and​ ​enhance​ ​the​ ​College.​ ​(2.C.1-2) The​ ​Board​ ​receives​ ​input​ ​from​ ​community​ ​constituents​ ​at​ ​its​ ​monthly​ ​meetings​ ​through​ ​Public Comment​ ​and​ ​from​ ​student​ ​groups​ ​who​ ​periodically​ ​present​ ​at​ ​Board​ ​meetings.​ ​ Individual Board​ ​members​ ​engage​ ​the​ ​community​ ​in​ ​service​ ​or​ ​other​ ​organizations,​ ​and​ ​three​ ​serve​ ​on

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the NMC​ ​Foundation​ ​Board.​ ​ These​ ​activities​ ​ensure​ ​that​ ​the​ ​Board​ ​of​ ​Trustees​ ​considers multiple​ ​internal​ ​and​ ​external​ ​constituency​ ​interests​ ​in​ ​its​ ​decision-making.​​ ​(2.C.2) 4P3.6​ ​Developing​ ​leaders​ ​at​ ​all​ ​levels​ ​within​ ​the​ ​institution

As​ ​part​ ​of​ ​the​ ​Talent​ ​Action​ ​Project​ ​(2011-2013),​ ​the​ ​College​ ​developed​ ​a​ ​leadership competency​ ​model​ ​identifying​ ​the​ ​skills,​ ​knowledge,​ ​and​ ​attributes​ ​necessary​ ​for​ ​effective leadership​ ​at​ ​NMC.​ ​An​ ​underlying​ ​assumption​ ​of​ ​the​ ​model​ ​is​ ​that everyone​ ​has​ ​leadership​ ​roles and​ ​responsibilities,​ ​though​ ​they​ ​vary​ ​depending​ ​on​ ​position​ ​(​Competencies​ ​by​ ​Role​). Competencies​ ​are​ ​developed​ ​through​ ​a​ ​combination​ ​of​ ​coursework,​ ​conferences​ ​or​ ​seminars, learning​ ​from​ ​others​ ​(coaching/mentoring),​ ​and​ ​on-the-job​ ​learning. Coursework,​ ​conferences,​ ​seminars

Described in​ ​3.3,​ ​the​ ​Professional​ ​Development​ ​Institute​ ​was​ ​launched​ ​in​ ​2013​ ​to​ ​provide​ ​a​ ​mix of​ ​online​ ​courses,​ ​face-to-face​ ​workshops,​ ​and​ ​cohort​ ​learning​ ​experiences​ ​to​ ​support​ ​leadership competency​ ​development (​NMC’s​ ​Leadership​ ​Development​ ​Programs​).

In​ ​addition,​ ​each​ ​year​ ​academic​ ​department​ ​chairs​ ​choose​ ​a​ ​national​ ​conference​ ​to​ ​attend​ ​as​ ​a team​ ​(e.g.,​ ​The​ ​Chair​ ​Academy,​ ​American​ ​Association​ ​of​ ​Community​ ​Colleges​ ​annual​ ​meeting). Executive​ ​staff​ ​members​ ​as​ ​a​ ​team​ ​choose​ ​professional​ ​development​ ​opportunities​ ​that​ ​align with​ ​accomplishing​ ​the​ ​strategic​ ​goals. ​ ​Board​ ​members​ ​are​ ​encouraged​ ​to​ ​attend​ ​the professional​ ​development​ ​sessions​ ​provided​ ​by​ ​the​ ​Association​ ​of​ ​Community​ ​College​ ​Trustees at​ ​its​ ​annual​ ​meeting. Mentoring,​ ​on-the-job​ ​learning

There​ ​are​ ​both​ ​formal​ ​and​ ​informal​ ​coaching/mentoring​ ​opportunities,​ ​and​ ​the​ ​College​ ​supports on-the-job​ ​leadership​ ​development​ ​through​ ​cross-training,​ ​participation​ ​in​ ​cross-functional teams,​ ​committees,​ ​governance​ ​councils,​ ​and​ ​a​ ​variety​ ​of​ ​informal​ ​leadership​ ​roles. 4P3.7​ ​Ensuring​ ​the​ ​institution’s​ ​ability​ ​to​ ​act​ ​in​ ​accordance​ ​with​ ​its​ ​mission​ ​and​ ​vision (2.C.3)

When​ ​a​ ​Trustee​ ​or​ ​the​ ​Board​ ​as​ ​a​ ​whole​ ​receives​ ​requests​ ​or​ ​communications​ ​from​ ​an​ ​external stakeholder,​ ​the​ ​College follows​ ​this​ ​protocol: 1. The​ ​information​ ​is​ ​shared​ ​with​ ​the​ ​President​ ​and​ ​all​ ​Trustees. 2. The​ P ​ resident​ ​works​ ​with​ ​the​ ​executive​ ​team​ ​to​ ​provide​ ​an​ ​accurate​ ​response. 3. The​ r​ esponse​ ​is​ ​sent​ ​appropriately​ ​from​ ​either​ ​the​ ​President​ ​and/or​ ​Board​ ​Chair​ ​and copied​ ​to​ ​the​ ​entire​ ​Board. When​ ​external​ ​parties​ ​advocate​ ​for​ ​a​ ​particular​ ​program​ ​or​ ​service,​ ​they​ ​may​ ​be​ ​directed​ ​to​ ​work with​ ​the​ ​appropriate​ ​area​ ​VP​ ​to​ ​complete​ ​an ​Idea​ ​Summary​​ ​for​ ​submission​ ​through​ ​the​ ​College’s Decision-Making​ ​Process​. ​ ​This​ ​four-step​ ​review​ ​ensures​ ​proposals​ ​are​ ​aligned​ ​with​ ​NMC’s mission,​ ​vision,​ ​and​ ​resources,​ ​and​ ​that​ ​NMC’s​ ​involvement​ ​is​ ​appropriate. ​(2.C.3) 4P3.8​ ​Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

NMC​ ​measures​ ​its​ ​performance​ ​in​ ​governance​ ​and​ ​leadership​ ​in​ ​several​ ​ways. ​ ​The​ ​Board​ ​of Trustees​ ​evaluates​ ​the​ ​College’s​ ​work​ ​annually​ ​as​ ​part​ ​of​ ​the​ ​president's​ ​performance 144

evaluation. ​ ​These​ ​evaluations​ ​are​ ​shared​ ​publicly​ ​and​ ​posted​ ​on​ ​the​ ​web. ​ ​Employees​ ​evaluate components​ ​of​ ​governance​ ​and​ ​leading​ ​through​ ​the​ ​Employee​ ​Engagement​ ​Survey.

4R3:​ ​RESULTS

Employee​ ​Engagement​ ​Survey

The ​Supervisor​ ​Index​​ ​is​ ​trending​ ​in​ ​a​ ​positive​ ​direction,​ ​suggesting​ ​that​ ​leadership​ ​development efforts​ ​may​ ​be​ ​starting​ ​to​ ​have​ ​an​ ​impact.​ ​At​ ​the​ ​same​ ​time,​ ​some​ ​questions​ ​in​ ​the​ ​engagement index​ ​were​ ​lower​ ​in​ ​2016. ​ ​Two​ ​items​ ​were​ ​identified​ ​as​ ​opportunities​ ​for​ ​improvement​ ​in​ ​both the​ ​2012​ ​and​ ​2013​ ​Employee​ ​Engagement​ ​Surveys:​ ​(1)​ ​the​ ​usefulness​ ​of​ ​our​ ​communications from​ ​our​ ​shared​ ​governance​ ​structure;​ ​and​ ​(2)​ ​our​ ​shared​ ​governance​ ​structure​ ​is​ ​an​ ​effective way​ ​to​ ​lead​ ​the​ ​organization.

President​ ​Performance​ ​Review

The​ ​President’s performance​ ​is​ ​evaluated​ ​annually​ ​by​ ​the​ ​seven-member​ ​Board​ ​of​ ​Trustees​ ​for core​ ​competencies​ ​and​ ​key​ ​responsibilities. ​ ​The​ ​2017​ ​Report​ ​shows​ ​composite​ ​scores​ ​of ​3.85 (core​ ​competencies,​ ​p.9)​​ ​and ​3.76​ ​(key​ ​responsibilities,​ ​p.17)​ . ​ ​The​ ​metrics​ ​have​ ​been​ ​relatively stable​ ​over​ ​the​ ​past​ ​three​ ​years​. ​ ​Changes​ ​from​ ​last​ ​year​ ​to​ ​2017​ ​ranged​ ​from​ ​0.0​ ​-​ ​0.6​ ​on​ ​a​ ​4.0 scale.

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The​ ​most​ ​significant​ ​increase,​ ​+0.6,​ ​relates​ ​to​ ​Shared​ ​Governance.​ ​ ​Open​ ​review​ ​comments​ ​(p.8) from​ ​Board​ ​members​ ​recommended​ ​a​ ​review​ ​and​ ​clarification​ ​of​ ​the​ ​College​ ​shared​ ​governance structure. ​ ​Along​ ​with​ ​other​ ​factors​ ​related​ ​to​ ​shared​ ​governance,​ ​the​ ​College​ ​decided​ ​to​ ​address this​ ​through​ ​an​ ​Action​ ​Project​ ​(4I3).

4I3:​ ​IMPROVEMENTS

Shared​ ​Governance​ ​Action​ ​Project​.​ ​ ​As​ ​noted,​ ​multiple​ ​factors​ ​(employee​ ​engagement​ ​survey feedback,​ ​change​ ​in​ ​staff​ ​classification​ ​in​ ​2015,​ ​unionization​ ​of​ ​faculty​ ​in​ ​2016,​ ​and​ ​Board feedback) indicated​ ​a​ ​need​ ​to​ ​review​ ​current​ ​structure​ ​and​ ​processes.​ ​ The​ ​Shared​ ​Governance project was​ ​launched​ ​in​ ​Spring 2017.​ ​ To​ ​date,​ ​the​ ​team​ ​participated​ ​in​ ​a​ ​Building​ ​Trust​ ​into​ ​the Culture​ ​session​ ​at​ ​the​ ​Continuous​ ​Quality​ ​Improvement​ ​Network​ ​conference​ ​in​ ​August,​ ​has 146

gathered​ ​employee​ ​feedback​ ​through​ ​a​ ​survey​ ​and​ ​a​ ​series​ ​of​ ​small​ ​group​ ​meetings​ ​and​ ​is engaged​ ​in​ ​a​ ​complete​ ​review​ ​of​ ​our​ ​shared​ ​governance​ ​structure.

In​ ​addition,​ ​a​ ​newly-charged​ ​Leadership​ ​Group​ ​consisting​ ​of​ ​department​ ​chairs​ ​and​ ​directors; committee,​ ​council,​ ​and​ ​employee​ ​group​ ​chairs;​ ​project​ ​chairs​ ​and​ ​executive​ ​leaders​ ​has​ ​started meeting​ ​monthly​ ​to​ ​improve​ ​communication,​ ​engagement,​ ​and​ ​operational​ ​alignment (​Leadership​ ​Group​ ​Intranet​ ​Page).

Sources ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

4.2​ ​Decision​ ​Making​ ​Process 4.3​ ​Board​ ​Agenda​ ​Sample 4.3​ ​Competencies​ ​by​ ​role 4.3​ ​Leadership​ ​Development​ ​Programs 4.3​ ​Leadership​ ​Group​ ​Intranet​ ​page 4.3​ ​President​ ​Evaluation​ ​2017 4.3​ ​President​ ​Evaluation​ ​2017​ ​(page​ ​number​ ​8) 4.3​ ​President​ ​Evaluation​ ​2017​ ​(page​ ​number​ ​9) 4.3​ ​President​ ​Evaluation​ ​2017​ ​(page​ ​number​ ​17) 4.3​ ​President​ ​Evaluation​ ​Historical​ ​data Board​ ​Policy​ ​A​ ​100.00​ ​Bylaws Board​ ​Policy​ ​A​ ​101.00​ ​Responsibilities Board​ ​Policy​ ​A​ ​102.00​ ​Governing​ ​Style Board​ ​Policy​ ​A​ ​102.01​ ​Conflict​ ​of​ ​Interest Board​ ​Policy​ ​A​ ​106.00​ ​Items​ ​for​ ​Board​ ​Approval Board​ ​Policy​ ​B​ ​100.00​ ​Delegation​ ​to​ ​President Board​ ​Process​ ​Policies Declaration-Shared​ ​Governance​ ​Action​ ​Project DM​ ​Idea​ ​Summary​ ​Template Employee​ ​Engagement​ ​Survey​ ​2016 Employee​ ​Engagement-Survey​ ​Supervisor​ ​Index NMC​ ​Council​ ​Membership Staff​ ​Policy​ ​D​ ​502.00​ ​Governance Staff​ ​Policy​ ​D​ ​502.01​ ​Governance

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4.4​ ​-​ ​Integrity HLC​ ​Overview

Integrity​ ​focuses​ ​on​ ​how​ ​the​ ​institution​ ​ensures​ ​legal​ ​and​ ​ethical​ ​behavior​ ​and​ ​fulfills​ ​its​ ​societal responsibilities.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Components​ ​2.A.​ ​and​ ​2.B.​ ​in this​ ​section. 4P4:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​developing​ ​and​ ​communicating​ ​legal​ ​and​ ​ethical​ ​standards​ ​and monitoring​ ​behavior​ ​to​ ​ensure​ ​standards​ ​are​ ​met.​ ​In​ ​addition,​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following:

Developing​ ​and​ ​communicating​ ​standards Training​ ​employees​ ​and​ ​modeling​ ​for​ ​ethical​ ​and​ ​legal​ ​behavior​ ​across​ ​all​ ​levels​ ​of​ ​the institution ● Operating​ ​financial,​ ​academic,​ ​personnel​ ​and​ ​auxiliary​ ​functions​ ​with​ ​integrity,​ ​including following​ ​fair​ ​and​ ​ethical​ ​policies​ ​and​ ​adhering​ ​to​ ​processes​ ​for​ ​the​ ​governing​ ​board, administration,​ ​faculty​ ​and​ ​staff​ ​(2.A.) ● Making​ ​information​ ​about​ ​programs,​ ​requirements,​ ​faculty​ ​and​ ​staff,​ ​costs​ ​to​ ​students, control,​ ​and​ ​accreditation​ ​relationships​ ​readily​ ​and​ ​clearly​ ​available​ ​to​ ​all​ ​constituents (2.B.) ● ●

4R4:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​ensuring​ ​institutional​ ​integrity?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the processes​ ​identified​ ​in​ ​4P4.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

4I4:​ ​IMPROVEMENT Based​ ​on​ ​4R4,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

4P4:​ ​PROCESSES

4P4.1​ ​Developing​ ​and​ ​communicating​ ​standards

Communicating​ ​standards​ ​to​ ​all​ ​employees​ ​begins​ ​with​ ​NMC’s​ ​values​ ​which​ ​were​ ​developed through​ ​a​ ​campus-wide​ ​strategic​ ​planning​ ​process​ ​in​ ​2006​ ​and​ ​2007.​ ​One​ ​value​ ​statement​ ​in particular​ ​asserts:​ ​“Our​ ​actions​ ​are​ ​governed​ ​by​ ​the​ ​highest​ ​degree​ ​of​ ​ethics,​ ​integrity​ ​and personal​ ​responsibility,​ ​exhibited​ ​through​ ​transparency,​ ​openness​ ​and​ ​trust.”​ ​All​ ​new​ ​employees are​ ​oriented​ ​to​ ​NMC’s​ ​values​ ​at​ ​the​ ​New​ ​Faculty​ ​and​ ​Staff​ ​Institute​ ​and​ ​also​ ​through​ ​the​ ​online orientation​ ​process​ ​(3P1). ​(2.A) Ethical​ ​standards​ ​are​ ​also​ ​communicated​ ​through ​Foundational​ ​Competencies​,​ ​developed through​ ​focus​ ​group​ ​input​ ​during​ ​Talent​ ​Action​ ​Project​ ​Phase​ ​II.​ ​These​ ​appear​ ​in​ ​job​ ​postings and​ ​job​ ​descriptions,​ ​and​ ​through​ ​the​ ​performance​ ​planning​ ​and​ ​assessment​ ​process​ ​(3P2), supervisors​ ​can​ ​incorporate​ ​these​ ​into​ ​reviews. Two​ ​formal​ ​policies​ ​state​ ​NMC’s​ ​position​ ​regarding​ ​conflict​ ​of​ ​interest:​ ​Conflict​ ​of​ ​Interest Board​ ​of​ ​Trustees​ ​Process​ ​(​A-102.01)​​ ​and​ ​Conflict​ ​of​ ​Interest​ ​Staff​ ​Policy​ ​(​D-506.01​). Executive​ ​staff​ ​and​ ​Board​ ​of​ ​Trustees​ ​are​ ​required​ ​annually​ ​to​ ​affirm​ ​that​ ​they​ ​follow​ ​the College’s​ ​conflict​ ​of​ ​interest​ ​policies. ​(2.A)

NMC’s​ ​policies​ ​on​ ​academic​ ​honesty​ ​and​ ​integrity​ ​are​ ​documented​ ​in​ ​the ​Faculty​ ​Code​ ​of Professional​ ​Ethics​​ ​and​ ​in​ ​the​ ​Student​ ​Rights​ ​and​ ​Responsibilities​ ​Policy​ ​D-602.10​ ​section​ ​5​, Academic​ ​Code​ ​of​ ​Conduct. ​ ​Faculty​ ​members​ ​include​ ​a​ ​statement​ ​on​ ​the​ ​syllabus​ ​stating policies​ ​related​ ​to​ ​academic​ ​honesty.​ ​See​ ​Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​p.4​.​ ​This​ ​syllabus language​ ​is​ ​preloaded​ ​on​ ​all​ ​Moodle​ ​course​ ​shells. ​(2.A)

Guidelines​ ​on​ ​the​ ​appropriate​ ​use​ ​of​ ​computer​ ​and​ ​network​ ​systems​ ​are​ ​outlined​ ​in ​Staff​ ​Policy D​ ​506.06.

NMC’s​ ​hiring​ ​processes​ ​were​ ​developed​ ​based​ ​on​ ​federal​ ​and​ ​state​ ​guidelines​ ​and​ ​NMC policies.​ ​As​ ​outlined​ ​in​ ​3P1,​ ​the​ ​College​ ​ensures​ ​these​ ​guidelines​ ​are​ ​followed​ ​through​ ​hiring manager​ ​and​ ​search​ ​team​ ​training,​ ​close​ ​monitoring​ ​of​ ​search​ ​team​ ​activities​ ​by​ ​the​ ​Recruitment Specialist,​ ​and​ ​the​ ​inclusion​ ​of​ ​Human​ ​Resource​ ​representatives​ ​in​ ​all​ ​final​ ​decision​ ​meetings.​ ​In addition,​ ​all​ ​search​ ​team​ ​materials​ ​and​ ​notes​ ​are​ ​collected,​ ​reviewed,​ ​and​ ​maintained​ ​consistent with​ ​NMC’s​ ​document​ ​retention​ ​policy.​ ​(2.A) Beginning​ ​in​ ​Spring​ ​2017,​ ​students​ ​cannot​ ​register​ ​for​ ​classes​ ​without​ ​first​ ​reading​ ​and​ ​agreeing to​ ​abide​ ​by​ ​alcohol,​ ​drug,​ ​and​ ​Title​ ​IX​ ​policies. 4P4.2​ ​Training​ ​employees​ ​and​ ​modeling​ ​for​ ​ethical​ ​and​ ​legal​ ​behavior​ ​across​ ​all​ ​levels​ ​of the​ ​institution

All​ ​employees​ ​receive​ ​initial​ ​training​ ​on​ ​FERPA,​ ​Title​ ​IX,​ ​Sexual​ ​Harassment,​ ​and​ ​Alcohol​ ​and Drug​ ​policies​ ​and​ ​procedures​ ​as​ ​part​ ​of​ ​the​ ​on-boarding​ ​process.​ ​Annual​ ​refresher​ ​training​ ​is conducted​ ​on​ ​Title​ ​IX​ ​and​ ​alcohol​ ​and​ ​drug​ ​policies​ ​as​ ​required​ ​by​ ​federal​ ​guidelines.​ ​Additional 149

FERPA​ ​training​ ​is​ ​provided​ ​on​ ​an​ ​as-needed​ ​basis​ ​(e.g.​ ​changes​ ​in​ ​laws,​ ​policies,​ ​or procedures). ​(2.A)

To​ ​further​ ​protect​ ​external​ ​access​ ​to​ ​personal​ ​identifying​ ​information​ ​or​ ​other​ ​sensitive information,​ ​NMC​ ​required comprehensive​ ​online/network​ ​security​ ​training​ ​for​ ​all​ ​employees beginning​ ​in​ ​2015.​ ​Our​ ​Systems​ ​and​ ​LAN​ ​Management​ ​department​ ​assesses​ ​long-term effectiveness​ ​of​ ​the​ ​training​ ​by​ ​sending​ ​mock​ ​phishing​ ​messages,​ ​determining​ ​additional​ ​training needs. ​(2.A) The​ ​College​ ​requires​ ​the​ ​following​ ​training​ ​related​ ​to​ ​ethical​ ​handling​ ​of​ ​money/payments: ​(2.A) ● ●

● ● ●

Cash​ ​Handling​ ​for​ ​anyone​ ​receiving money.​ ​Training​ ​includes​ ​proper​ ​money​ ​handling instructions,​ ​applied​ ​FERPA​ ​training,​ ​etc. Federal​ ​Student​ ​Aid​ ​Coach​ ​Training​ ​for​ ​all​ ​Student​ ​Financial​ ​Services​ ​employees​ ​during their​ ​department​ ​orientation. Overview includes​ ​Federal​ ​Student​ ​Aid​ ​regulations​ ​and College​ ​responsibilities. Annual​ ​Payment​ ​Card​ ​Industry​ ​(PCI)​ ​Data​ ​Security​ ​training​ ​for​ ​anyone​ ​who uses​ ​credit cards. Purchasing​ ​Card​ ​training​ ​for​ ​all​ ​assigned​ ​an​ ​NMC​ ​credit​ ​card. Budget​ ​Manager​ ​Training​ ​for​ ​all​ ​budget​ ​managers.

4P4.3​ ​Operating​ ​financial,​ ​academic,​ ​personnel​ ​and​ ​auxiliary​ ​functions​ ​with​ ​integrity, including​ ​following​ ​fair​ ​and​ ​ethical​ ​policies​ ​and​ ​adhering​ ​to​ ​processes​ ​for​ ​the​ ​governing board,​ ​administration,​ ​faculty​ ​and​ ​staff​​ ​(2.A.)

NMC​ ​ensures​ ​ethical​ ​practices​ ​by​ ​intentionally​ ​designing​ ​work​ ​processes​ ​so​ ​that​ ​duties​ ​involving payroll​ ​processing​ ​and​ ​purchasing​ ​are​ ​handled​ ​by​ ​different​ ​people​ ​and​ ​require​ ​levels​ ​of​ ​review and​ ​approval.​ ​Procurement​ ​card​ ​guidelines​ ​define​ ​specific​ ​use​ ​and​ ​the​ ​steps​ ​taken​ ​to​ ​monitor such​ ​use.​ ​The​ ​purchasing​ ​policy​ ​(​D-504.02​)​ ​states​ ​the​ ​allowable​ ​limits​ ​on​ ​purchases​ ​by employee​ ​classification. ​ ​The​ ​shared​ ​governance​ ​system​ ​(​D-502.01​)​ ​contributes​ ​to​ ​a​ ​check system​ ​for​ ​many​ ​College​ ​processes. ​(2.A) External​ ​audits,​ ​such​ ​as​ ​the​ ​annual​ ​financial​ ​audit,​ ​review​ ​the​ ​College’s​ ​practices​ ​in​ ​light​ ​of ethical​ ​guidelines. ​(2.A)

NMC’s​ ​Board​ ​of​ ​Trustees​ ​operates​ ​according​ ​to​ ​the​ ​Policy​ ​Governance​ ​Model​ ​and​ ​multiple policies​ ​outlining​ ​board​ ​processes​. Transparency​ ​and​ ​openness​ ​is​ ​exhibited​ ​through​ ​public​ ​access to​ ​Board​ ​of​ ​Trustee​ ​meetings,​ ​minutes​ ​and​ ​video​ ​recordings, annual​ ​financial​ ​audits,​ ​academic program​ ​accreditation​ ​status​ ​and​ ​costs.​ ​NMC​ ​recognizes​ ​that​ ​as​ ​a​ ​public​ ​institution,​ ​most information​ ​can​ ​be​ ​obtained​ ​through​ ​the​ ​Freedom​ ​of​ ​Information​ ​Act.​ ​ This​ ​public​ ​accountability encourages​ ​clarity​ ​in​ ​record-keeping​ ​and​ ​procedures​ ​and​ ​supports​ ​reporting​ ​transparency, consistency,​ ​and​ ​accuracy. ​(2.A) Specific​ ​staff​ ​members​ ​have​ ​oversight​ ​for​ ​creating​ ​contractual​ ​agreements​ ​with​ ​organizations that​ ​supply​ ​materials​ ​and​ ​services,​ ​subject​ ​to​ ​Board​ ​of​ ​Trustee​ ​or​ ​Presidential​ ​approval. ​ ​The threshold​ ​for​ ​Board-level​ ​approval​ ​for​ ​vendor​ ​contracts​ ​is​ ​$35,000.​ ​ If​ ​over​ ​$35,000,​ ​NMC’s Board​ ​of​ ​Trustees​ ​evaluates​ ​the​ ​contract​ ​and​ ​the​ ​soundness​ ​of​ ​decision-making​ ​in​ ​the recommendation​ ​to​ ​engage​ ​a​ ​vendor.​ ​ If​ ​below​ ​$35,000,​ ​contractual​ ​relationships​ ​are​ ​carried​ ​out as​ ​defined​ ​in​ ​the​ ​request​ ​for​ ​proposals​ ​and​ ​the​ ​College's​ ​purchasing​ ​policy​ ​and​ ​procedures.

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Procedures​ ​are​ ​available​ ​to​ ​the​ ​campus​ ​on​ ​the​ ​intranet​ ​and​ ​are​ ​presented​ ​in​ ​Budget​ ​Manager’s training​ ​from​ ​the​ ​Finance​ ​and​ ​Administration​ ​area. ​(2.A)

As​ ​noted​ ​in​ ​2.5,​ ​the​ ​College​ ​addresses​ ​potential​ ​conflicts​ ​of​ ​interest​ ​or​ ​other​ ​ethical​ ​concerns through​ ​our​ ​partnership​ ​agreements,​ ​contracts,​ ​or​ ​Memorandums​ ​of​ ​Understanding​ ​(MOU’s). All​ ​are​ ​managed​ ​by​ ​NMC’s​ ​Business​ ​Office​ ​and​ ​comply​ ​with​ ​all​ ​federal​ ​guidelines​ ​as​ ​well​ ​as NMC’s​ ​conflict​ ​of​ ​interest​ ​policy​ ​(D-506.01​).​ ​MOU’s​ ​are​ ​typically​ ​subject​ ​to​ ​legal​ ​counsel review​ ​as​ ​well​ ​to​ ​ensure​ ​they​ ​address​ ​all​ ​potential​ ​ethical​ ​concerns. ​(2.A)

Extended​ ​Education​ ​Services​ ​(EES)​ ​has​ ​developed​ ​checks​ ​and​ ​balances​ ​to​ ​manage​ ​potential conflicts​ ​of​ ​interest​ ​in​ ​those​ ​cases​ ​where​ ​community​ ​members,​ ​consultants,​ ​or​ ​small​ ​business owners​ ​may​ ​bring​ ​an​ ​idea​ ​for​ ​a​ ​community​ ​enrichment​ ​course​ ​with​ ​an​ ​embedded​ ​sales​ ​pitch.​ ​ To address​ ​this​ ​potential​ ​problem: 1. All​ ​instructors​ ​sign​ ​independent​ ​contractor​ ​contracts.​ ​ These​ ​are​ ​managed​ ​by​ ​the​ ​Business Office​ ​and​ ​comply​ ​with​ ​all​ ​federal​ ​guidelines. 2. EES​ ​Program​ ​Coordinators​ ​set​ ​clear​ ​expectations:​ ​the​ ​purpose​ ​of​ ​this​ ​course​ ​offering​ ​is​ ​to provide​ ​learning,​ ​to​ ​teach​ ​people​ ​something. ​ ​It​ ​is not​ ​a​ ​sales​ ​pitch.​ ​EES​ ​carefully monitors​ ​courses​ ​both​ ​through​ ​staff​ ​attending​ ​classes​ ​and​ ​through​ ​participant​ ​feedback​ ​to ensure​ ​instructors​ ​are​ ​adhering​ ​to​ ​those​ ​guidelines​ ​and​ ​that​ ​participants​ ​do​ ​not​ ​feel​ ​any pressure​ ​to​ ​purchase​ ​specific​ ​products​ ​or​ ​services. ​(2.A) Monitoring​ ​behavior​ ​to​ ​ensure​ ​standards​ ​are​ ​met

Compliance​ ​training​ ​completion​ ​is​ ​tracked​ ​through​ ​NMC​ ​talent​ ​management​ ​software.​ ​ Reports are​ ​sent​ ​to​ ​supervisors​ ​to​ ​follow​ ​up​ ​with​ ​any​ ​employee​ ​that​ ​has​ ​not​ ​completed​ ​required​ ​training.​ ​ In​ ​addition​ ​to​ ​training,​ ​the​ ​College​ ​uses​ ​the​ ​following​ ​processes​ ​to​ ​ensure​ ​standards​ ​are met: ​(2.A)

Leader​ ​observation​.​ ​As​ ​leaders​ ​work​ ​with​ ​their​ ​teams,​ ​they​ ​are​ ​responsible​ ​to​ ​address any​ ​ethical​ ​concerns​ ​in​ ​a​ ​timely​ ​manner​ ​as​ ​outlined​ ​in​ ​NMC’s ​Performance​ ​Improvement Plan​​ ​process.​ ​Minor​ ​violations​ ​may​ ​result​ ​in​ ​feedback,​ ​coaching,​ ​and​ ​documentation; more​ ​serious​ ​violations​ ​may​ ​lead​ ​to​ ​immediate​ ​termination. ● Student​ ​feedback.​​ ​Students​ ​can​ ​provide​ ​feedback​ ​on​ ​unethical​ ​behavior​ ​of​ ​faculty,​ ​staff, or​ ​other​ ​students​ ​informally​ ​and​ ​through​ ​more​ ​formal​ ​channels​ ​such​ ​as​ ​course​ ​evaluations or​ ​NMC’s​ ​Red​ ​Flag​ ​system​ ​(2.4) ● Faculty​ ​feedback​ ​to​ ​students ● Annual​ ​financial​ ​audits ●

4P4.4​ ​Making​ ​information​ ​about​ ​programs,​ ​requirements,​ ​faculty​ ​and​ ​staff,​ ​costs​ ​to students,​ ​control,​ ​and​ ​accreditation​ ​relationships​ ​readily​ ​and​ ​clearly​ ​available​ ​to​ ​all constituents​ ​(2.B.)

Information​ ​about​ ​each​ ​academic​ ​program’s​ ​requirements,​ ​costs,​ ​and​ ​accreditation​ ​relationships is​ ​available​ ​on​ ​NMC​ ​website​​ ​and​ ​its​ ​online​ ​catalog​.​ ​In​ ​addition,​ ​prospective​ ​students​ ​and​ ​the community​ ​can​ ​find​ ​a​ ​list​ ​of​ ​all​ ​faculty​ ​and​ ​staff​ ​members,​ ​their​ ​role,​ ​and​ ​their​ ​credentials​ ​in​ ​the Faculty​ ​and​ ​Staff​ ​section​ ​of​ ​the Online​ ​Catalog​.​ ​(2.B.) 151

4R4:​ ​RESULTS

Financial​ ​Audits.​ ​The​ ​College​ ​consistently​ ​receives​ ​a​ ​clean​ ​opinion​ ​with​ ​no​ ​findings.​ ​This​ ​is​ ​the highest​ ​opinion​ ​that​ ​an​ ​audit​ ​can​ ​receive.​​ ​(2.A) Annual​ ​Title​ ​IX​ ​Report.​ ​During​ ​the​ ​2016-2017​ ​academic​ ​year,​ ​NMC​ ​was​ ​put​ ​on​ ​notice​ ​for​ ​7 different​ ​incidences​ ​of​ ​behavior​ ​that​ ​potentially​ ​fell​ ​under​ ​what​ ​is​ ​prohibited​ ​under​ ​Title​ ​IX (behavior​ ​that​ ​is​ ​harassing​ ​in​ ​nature​ ​based​ ​on​ ​one’s​ ​sex​ ​or​ ​gender,​ ​gender​ ​or​ ​sex-based discrimination​ ​or​ ​violence​ ​that​ ​prevents​ ​a​ ​student​ ​from​ ​receiving​ ​their​ ​education).​ ​Details​ ​of​ ​how those​ ​incidences​ ​were​ ​addressed​ ​can​ ​be​ ​found​ ​in​ ​Annual​ ​Title​ ​IX​ ​Report​. ​(2.A) Cases​ ​of​ ​criminal​ ​conduct were rare,​ ​but​ ​were​ ​addressed​ ​promptly​ ​when​ ​they​ ​occurred.​ ​A​ ​recent incidence​ ​of​ ​alleged​ ​embezzlement​ ​led​ ​to​ ​immediate​ ​dismissal.​ ​It​ ​also​ ​prompted​ ​additional training​ ​for​ ​all​ ​purchase​ ​card​ ​holders. ​(2.A)

4I4:​ ​IMPROVEMENTS

The​ ​Implementation​ ​of​ ​Talent​ ​Management​ ​software​ ​makes​ ​it​ ​easier​ ​to​ ​implement​ ​just-in-time training​ ​to​ ​all​ ​employees​ ​and​ ​track​ ​completion​ ​to​ ​ensure​ ​all​ ​are​ ​receiving​ ​important​ ​information. In​ ​the​ ​last​ ​two​ ​years,​ ​NMC​ ​has​ ​strengthened​ ​its​ ​Title​ ​IX​ ​training​ ​for​ ​students​ ​and​ ​for​ ​all employees.​ ​Faculty​ ​and​ ​staff​ ​received​ ​new​ ​online​ ​training​ ​in​ ​2016​ ​and​ ​2017.​ ​In​ ​addition,​ ​the College​ ​scheduled​ ​face-to-face​ ​sessions​ ​with​ ​a​ ​content​ ​expert​ ​in​ ​August​ ​2017;​ ​two​ ​members​ ​of our​ ​Board​ ​of​ ​Trustees,​ ​about​ ​50​ ​staff​ ​and​ ​administrators,​ ​25​ ​adjunct​ ​faculty,​ ​and​ ​more​ ​than​ ​90 faculty​ ​participated.

NMC continues​ ​to​ ​provide​ ​training​ ​and​ ​supervisor​ ​support​ ​to​ ​ensure​ ​all​ ​ethical​ ​standards​ ​are​ ​met.

Sources ● ● ● ● ● ● ● ● ● ● ● ● ●

3.1​ ​Competency​ ​Model 3.2​ ​MyPDCA​ ​Process-Staff 3.2​ ​The​ ​Performance​ ​Improvement​ ​Process Annual​ ​Financial​ ​Audits-webpage Annual-Title-IX-Report Board​ ​Policy​ ​A​ ​102.01​ ​Conflict​ ​of​ ​Interest Board​ ​Process​ ​Policies Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​2017 Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​2017​ ​(page​ ​number​ ​2) Course​ ​Syllabus​ ​Essential​ ​Criteria​ ​2017​ ​(page​ ​number​ ​4) Staff​ ​HR​ ​Policy​ ​D​ ​749.00-Faculty​ ​Code​ ​of​ ​Professional​ ​Ethics Staff​ ​Policy​ ​D​ ​502.01​ ​Governance Staff​ ​Policy​ ​D​ ​504.02​ ​Purchasing 152

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Staff​ ​Policy​ ​D​ ​506.01​ ​Conflict​ ​of​ ​Interest Staff​ ​Policy​ ​D​ ​506.06​ ​Computer​ ​Use Staff​ ​Policy​ ​D​ ​602.01​ ​Section​ ​5-Academic​ ​Code​ ​of​ ​Conduct Staff​ ​Policy​ ​D​ ​602.01​ ​Student​ ​Rights-Responsibilities Staff​ ​Policy​ ​D​ ​602.01​ ​Student​ ​Rights-Responsibilities​ ​(page​ ​number​ ​14)

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Category​ ​5​ ​-​ ​Knowledge​ ​Management​ ​and​ ​Resource Stewardship Introduction NMC’s​ ​processes​ ​for​ ​selecting,​ ​organizing,​ ​analyzing,​ ​and​ ​sharing​ ​data​ ​and​ ​performance information​ ​as​ ​well​ ​as​ ​using​ ​data​ ​in​ ​decision-making​ ​are​ ​in​ ​various​ ​stages​ ​of​ ​maturity.​ ​Processes for​ ​collecting,​ ​analyzing,​ ​and​ ​sharing​ ​data​ ​are ​systematic​. ​ ​The​ ​Office​ ​of​ ​Research,​ ​Planning,​ ​and Effectiveness​ ​(ORPE)​ ​works​ ​with​ ​Information​ ​Technology​ ​Services​ ​(ITS)​ ​to​ ​regularly​ ​collect, compile,​ ​manage,​ ​and​ ​distribute​ ​information​ ​and​ ​performance​ ​data. ​ ​The​ ​ORPE​ ​Intranet​ ​site serves​ ​as​ ​the main​ ​access​ ​point​ ​for​ ​institutional​ ​performance​ ​information. ​ ​ORPE​ ​has​ ​made significant​ ​improvements​ ​to​ ​make​ ​data​ ​easier​ ​to​ ​find​ ​and​ ​understand. ​ ​Analyzing​ ​and​ ​using​ ​data in​ ​decision-making​ ​is ​systematic​ within​ ​units​ ​and ​aligned​ in​ ​many​ ​aspects​ ​of​ ​annual​ ​planning and​ ​budgeting;​ ​however,​ ​the​ ​use​ ​of​ ​data​ ​in​ ​decision-making​ ​is​ ​not​ ​yet​ ​fully​ ​integrated.​ ​Some units​ ​have​ ​difficulty​ ​aligning​ ​their​ ​performance​ ​metrics​ ​with​ ​organizational​ ​targets. Improvements​ ​in​ ​campus-wide​ ​communication​ ​efforts​ ​to​ ​help​ ​make​ ​NMC's​ ​overall performance targets​ ​even​ ​more​ ​usable​ ​is​ ​an​ ​important​ ​opportunity​ ​for​ ​the​ ​College. ​ ​In​ ​addition,​ ​despite substantial​ ​investments​ ​in​ ​data​ ​management​ ​systems,​ ​feedback​ ​indicates​ ​that​ ​the​ ​usability​ ​of those​ ​systems​ ​is​ ​not​ ​sufficient​ ​for​ ​some​ ​departments. ​ ​ORPE​ ​and​ ​ITS​ ​have​ ​been​ ​gathering​ ​data needs​ ​from​ ​leaders​ ​as​ ​an​ ​important​ ​first​ ​step​ ​in​ ​finding​ ​solutions​ ​(5.1). The​ ​College​ ​maintains​ ​an​ ​established,​ ​stable​ ​process​ ​for​ ​annual​ ​budgeting​ ​along​ ​with​ ​a well-developed​ ​model​ ​for​ ​future​ ​budget​ ​scenario​ ​development​ ​that​ ​is ​integrated​ with​ ​annual strategic​ ​and​ ​operational​ ​planning​ ​processes. ​ ​Proposals​ ​for​ ​new​ ​programs​ ​or​ ​services​ ​go​ ​through a​ ​four-step​ ​decision​ ​making​ ​process​ ​that​ ​analyzes​ ​fit​ ​with​ ​mission,​ ​strategic​ ​agenda,​ ​market,​ ​and resources. ​ ​The​ ​College​ ​maintains​ ​working​ ​capital​ ​reserves​ ​and​ ​additional​ ​reserve​ ​funds​ ​for building​ ​projects,​ ​technology,​ ​program​ ​advancements,​ ​and​ ​other​ ​significant​ ​purchases​ ​of products​ ​and/or​ ​services. ​ ​The​ ​NMC​ ​Foundation​ ​is​ ​one​ ​of​ ​the​ ​top​ ​twenty​ ​foundations​ ​in​ ​the country​ ​and​ ​was​ ​recently​ ​recognized​ ​with​ ​a​ ​CASE​ ​Circle​ ​of​ ​Excellence​ ​award​ ​for​ ​overall performance. ​ ​The​ ​Foundation​ ​works​ ​to​ ​provide​ ​philanthropic​ ​resources​ ​for​ ​scholarships, programs,​ ​and​ ​facilities,​ ​aligned​ ​with​ ​the​ ​College’s​ ​strategic​ ​directions.​ ​Results​ ​are ​integrated​ as the​ ​College​ ​monitors​ ​financial​ ​thrivability​ ​by​ ​tracking​ ​Primary​ ​Reserves​ ​ratio,​ ​Composite financial​ ​index,​ ​and​ ​Net​ ​Operating​ ​Ratio. ​ ​The​ ​Office​ ​of​ ​Finance​ ​and​ ​Administration​ ​provides monthly​ ​financial​ ​reports​ ​to​ ​Planning​ ​and​ ​Budget​ ​Council,​ ​President’s​ ​Council,​ ​and​ ​the​ ​Board​ ​of Trustees. ​ ​In​ ​addition,​ ​the​ ​college​ ​contracts​ ​with​ ​a​ ​third​ ​party​ ​to​ ​conduct​ ​annual​ ​financial​ ​audits (5.2). The​ ​processes​ ​and​ ​results​ ​for​ ​designing,​ ​maintaining,​ ​and​ ​communicating​ ​safety​ ​and​ ​security information​ ​and​ ​procedures​ ​have ​moved​ ​from​ ​systematic​ ​to​ ​aligned​.​ ​Since​ ​the​ ​last​ ​portfolio, NMC​ ​updated​ ​the​ ​phone​ ​alert​ ​system,​ ​initiated​ ​a​ ​new​ ​lockdown​ ​training​ ​procedure,​ ​installed security​ ​film​ ​and​ ​blinds​ ​on​ ​all​ ​interior​ ​windows,​ ​increased​ ​the​ ​number​ ​of​ ​security​ ​cameras,​ ​and implemented​ ​more​ ​robust​ ​safety​ ​training​ ​for​ ​students​ ​and​ ​employees. ​ ​NMC​ ​communicates time-sensitive​ ​information​ ​to​ ​our​ ​entire​ ​community​ ​through​ ​email​ ​and​ ​voicemail​ ​broadcasts, audio​ ​broadcasts​ ​to​ ​phones​ ​and​ ​speakers,​ ​text​ ​messages,​ ​computer​ ​desktop​ ​alerts,​ ​and​ ​local 154

media. ​ ​Processes​ ​promote​ ​close​ ​coordination​ ​among​ ​institutional​ ​and​ ​community​ ​units. ​ ​All incidents​ ​are​ ​recorded​ ​in​ ​the​ ​NMC’s​ ​tracking​ ​software,​ ​Maxient,​ ​allowing​ ​for​ ​trend​ ​analysis​ ​and intervention​ ​planning​ ​(5.3).

5.1​ ​-​ ​Knowledge​ ​Management HLC​ ​Overview

Knowledge​ ​Management​ ​focuses​ ​on​ ​how​ ​data,​ ​information​ ​and​ ​performance​ ​results​ ​are​ ​used​ ​in decision-making​ ​processes​ ​at​ ​all​ ​levels​ ​and​ ​in​ ​all​ ​parts​ ​of​ ​the​ ​institution. 5P1:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​knowledge​ ​management,​ ​and​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ●

● ●

Selecting,​ ​organizing,​ ​analyzing​ ​and​ ​sharing​ ​data​ ​and​ ​performance​ ​information​ ​to​ ​support planning,​ ​process​ ​improvement​ ​and​ ​decision​ ​making Determining​ ​data,​ ​information​ ​and​ ​performance​ ​results​ ​that​ ​units​ ​and​ ​departments​ ​need​ ​to plan​ ​and​ ​manage​ ​effectively Making​ ​data,​ ​information​ ​and​ ​performance​ ​results​ ​readily​ ​and​ ​reliably​ ​available​ ​to​ ​the units​ ​and​ ​departments​ ​that​ ​depend​ ​upon​ ​this​ ​information​ ​for​ ​operational​ ​effectiveness, planning​ ​and​ ​improvements Ensuring​ ​the​ ​timeliness,​ ​accuracy,​ ​reliability​ ​and​ ​security​ ​of​ ​the​ ​institution's​ ​knowledge management​ ​system(s)​ ​and​ ​related​ ​processes Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools​ ​(including​ ​software​ ​platforms and/or​ ​contracted​ ​services)

5R1:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​determining​ ​how​ ​data,​ ​information​ ​and​ ​performance​ ​results​ ​are​ ​used​ ​in decision-making​ ​processes​ ​at​ ​all​ ​levels​ ​and​ ​in​ ​all​ ​parts​ ​of​ ​the​ ​institution?​ ​The​ ​results​ ​presented should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​5P1.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared. These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

5I1:​ ​IMPROVEMENT Based​ ​on​ ​5R1,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years?

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NMC​ ​Responses

5P1:​ ​PROCESSES

5P1.1​ ​Selecting,​ ​organizing,​ ​analyzing​ ​and​ ​sharing​ ​data​ ​and​ ​performance​ ​information​ ​to support​ ​planning,​ ​process​ ​improvement​ ​and​ ​decision​ ​making

The​ ​data​ ​and​ ​information​ ​required​ ​to​ ​measure​ ​NMC’s​ ​overall​ ​performance​ ​is​ ​guided​ ​by​ ​the strategic​ ​plan​ ​and​ ​the​ ​Board​ ​of​ ​Trustees-approved​ ​metrics​ ​and​ ​targets.​ ​The​ ​executive​ ​team​ ​as well​ ​as​ ​individual​ ​instructional​ ​and​ ​non-instructional​ ​units​ ​select​ ​performance​ ​data​ ​based​ ​on​ ​the strategic​ ​goals​ ​of​ ​NMC​ ​at​ ​the​ ​institutional​ ​level​ ​and​ ​the​ ​Office​ ​of​ ​Research,​ ​Planning,​ ​& Effectiveness​ ​(ORPE)​ ​distributes​ ​data​ ​in​ ​the​ ​form​ ​of​ ​dashboards​ ​on​ ​the​ ​Intranet​ ​for​ ​the​ ​College to​ ​use​ ​in​ ​planning​ ​and​ ​decision-making: ● ● ● ●

Learner​ ​persistence​ ​and​ ​completion Employee​ ​Engagement Community​ ​Attitude​ ​and​ ​Awareness​ ​Survey​ ​data Primary​ ​Reserves​ ​ratio,​ ​Composite​ ​financial​ ​index,​ ​Net​ ​Operating​ ​Ratio

Performance​ ​targets​ ​are​ ​set​ ​based​ ​on​ ​historical​ ​trend​ ​analysis​ ​or​ ​established​ ​external​ ​benchmarks described​ ​throughout​ ​the​ ​Systems​ ​Portfolio. 5P1.2​ ​Determining​ ​data,​ ​information​ ​and​ ​performance​ ​results​ ​that​ ​units​ ​and​ ​departments need​ ​to​ ​plan​ ​and​ ​manage​ ​effectively

ORPE​ ​works​ ​with​ ​unit​ ​leaders​ ​to​ ​determine​ ​departmental​ ​needs​ ​regarding​ ​performance information​ ​and​ ​to​ ​assist​ ​with​ ​measurement.​ ​Each​ ​unit​ ​has​ ​a​ ​series​ ​of​ ​metrics​ ​to​ ​measure​ ​its effectiveness​ ​and​ ​inform​ ​action​ ​plans​ ​for​ ​the upcoming​ ​year​ ​in​ ​support​ ​of​ ​the​ ​strategic​ ​plan.​ ​For example,​ ​all​ ​academic​ ​program​ ​planning​ ​is​ ​informed​ ​by​ ​several​ ​common​ ​metrics​ ​determined​ ​by the​ ​Academic​ ​Program​ ​Review​ ​Action​ ​Project​ ​team​ ​and​ ​detailed​ ​in​ ​1P2.​ ​Common​ ​metrics​ ​are reported​ ​in​ ​each​ ​program​ ​review​ ​document,​ ​and​ ​data​ ​are​ ​available​ ​on​ ​ORPE’s​ ​Intranet​ ​site, which​ ​can​ ​be​ ​aggregated​ ​to​ ​measure​ ​performance​ ​at​ ​the​ ​institutional​ ​level.

Service​ ​units​ ​follow​ ​the​ ​same​ ​protocol.​ ​Some​ ​use​ ​common,​ ​organizational​ ​metrics​ ​for​ ​planning; they​ ​may​ ​also​ ​select​ ​and​ ​monitor​ ​their​ ​own​ ​key​ ​outcomes​ ​and​ ​metrics​ ​tailored​ ​to​ ​the​ ​specific work​ ​conducted​ ​in​ ​their​ ​departments.​ ​Additionally,​ ​ORPE​ ​works​ ​with​ ​units​ ​requiring​ ​ad​ ​hoc research​ ​through​ ​the​ ​research​ ​design​ ​and​ ​implementation​ ​processes:​ ​articulating​ ​a​ ​clear​ ​research question,​ ​determining​ ​the​ ​appropriate​ ​methodology​ ​for​ ​the​ ​research,​ ​and​ ​collecting​ ​and​ ​analyzing the​ ​data. At​ ​the Action​ ​Project​ ​level,​ ​Steering​ ​teams​ ​charter​ ​each​ ​cross-functional​ ​project​ ​determining​ ​the overarching​ ​objectives​ ​for​ ​the​ ​project​ ​and​ ​measures​ ​to​ ​assess​ ​progress​ ​or​ ​success.​ ​A​ ​member from​ ​ORPE​ ​participates​ ​as​ ​part​ ​of​ ​each​ ​action​ ​project​ ​team​ ​to​ ​provide​ ​guidance​ ​in​ ​measuring outcomes.​ ​Again,​ ​project​ ​progress​ ​as​ ​well​ ​as​ ​process​ ​and​ ​outcome​ ​measures​ ​are​ ​reported​ ​on​ ​the ORPE​ ​Intranet​ ​site.

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5P1.3​ ​Making​ ​data,​ ​information​ ​and​ ​performance​ ​results​ ​readily​ ​and​ ​reliably​ ​available​ ​to the​ ​units​ ​and​ ​departments​ ​that​ ​depend​ ​upon​ ​this​ ​information​ ​for​ ​operational​ ​effectiveness, planning​ ​and​ ​improvements. Information​ ​to​ ​support​ ​planning​ ​and​ ​improvement​ ​efforts​ ​is​ ​compiled,​ ​managed,​ ​and​ ​distributed primarily​ ​by​ ​Information​ ​Technology​ ​Services​ ​(ITS)​ ​and​ ​ORPE,​ ​who​ ​collaborate​ ​to meet information​ ​needs​ ​of​ ​departments​ ​and​ ​areas.​ ​Departments​ ​submit​ ​help-desk​ ​requests​ ​directly​ ​to ITS​ ​or​ ​ORPE​ ​for​ ​prioritization. ORPE​ ​overseas​ ​the​ ​research​ ​agenda​ ​of​ ​the​ ​College,​ ​assists​ ​units​ ​with​ ​department​ ​research,​ ​and its​ ​Intranet​ ​site​ ​serves​ ​as​ ​the​ ​clearinghouse​ ​for​ ​the​ ​institutional​ ​performance​ ​information​ ​and data: ● ● ● ● ● ● ● ● ● ●

Academic​ ​Program​ ​Review​ ​data All​ ​program​ ​and​ ​service​ ​planning​ ​documents​ ​(A3's) All​ ​reports​ ​and​ ​research​ ​conducted​ ​as​ ​a​ ​part​ ​of​ ​the​ ​institutional​ ​research​ ​agenda Board-approved​ ​metrics​ ​and​ ​targets​ ​supporting​ ​NMC’s​ ​strategic​ ​goals Environmental​ ​Scans,​ ​Survey​ ​Research​ ​and​ ​Reports Gen​ ​ed​ ​Outcomes​ ​assessment​ ​data​ ​and​ ​rubrics NMC’s​ ​Decision-Making​ ​Process​ ​and​ ​templates Organizational​ ​measures​ ​and​ ​performance​ ​targets​ ​for​ ​each​ ​of​ ​the​ ​AQIP​ ​Categories Resources​ ​from​ ​the​ ​VFA​ ​and​ ​EAB Strategic​ ​Planning​ ​documents​ ​and​ ​tools

ORPE​ ​has​ ​been​ ​working​ ​to​ ​enhance​ ​various​ ​performance​ ​dashboards​ ​to​ ​make​ ​data​ ​easier​ ​to​ ​find and​ ​understand. ITS​ ​creates​ ​operational​ ​reports​ ​in​ ​our​ ​enterprise​ ​system​ ​that​ ​users​ ​run​ ​as​ ​needed,​ ​and​ ​maintains an​ ​interactive​ ​web-based ​Digital​ ​Dashboard​​ ​providing​ ​real-time​ ​information​ ​for​ ​formative decision-making​ ​in​ ​enrollment​ ​services​ ​and​ ​in​ ​managing​ ​classroom​ ​and​ ​instructional​ ​delivery: ● ● ● ●

Cost​ ​to​ ​Educate​ ​model Course​ ​efficiency​ ​data Financial​ ​aid​ ​disbursements Recruitment​ ​statistics​ ​such​ ​as​ ​the​ ​number​ ​of​ ​inquiries,​ ​applicants,​ ​admits,​ ​and​ ​registrants

Information​ ​regarding​ ​individual​ ​employee​ ​goals,​ ​performance​ ​reviews,​ ​and​ ​professional development​ ​plans​ ​and​ ​records​ ​is​ ​available​ ​through ​NMC’s​ ​Talent​ ​Portal​​ ​through​ ​the​ ​employee Intranet​ ​homepage.​ ​The​ ​status​ ​of​ ​hiring,​ ​on-boarding,​ ​and​ ​orientation​ ​is​ ​also​ ​available​ ​through the​ ​Talent​ ​Portal.​ ​Other​ ​information​ ​used​ ​in​ ​human​ ​resource​ ​planning​ ​and​ ​in​ ​the​ ​continuous improvement​ ​of​ ​talent​ ​management​ ​(Category​ ​3)​ ​is​ ​located​ ​in​ ​customized​ ​Banner​ ​reports accessed​ ​through​ ​HR​ ​personnel. 5P1.4​ ​Ensuring​ ​the​ ​timeliness,​ ​accuracy,​ ​reliability​ ​and​ ​security​ ​of​ ​the​ ​institution’s knowledge​ ​management​ ​system(s)​ ​and​ ​related​ ​processes

Processes​ ​for​ ​timeliness,​ ​accuracy,​ ​reliability,​ ​and​ ​security​ ​of​ ​information​ ​are​ ​aligned​ ​with multiple​ ​operational​ ​processes​ ​and​ ​are​ ​centrally​ ​managed​ ​by​ ​ITS. 157

Many​ ​of​ ​NMC's​ ​information​ ​systems​ ​follow​ ​a​ ​one-piece​ ​flow​ ​process​ ​which​ ​supports​ ​timeliness and​ ​accuracy.​ ​For​ ​example,​ ​timeliness​ ​of​ ​student​ ​information​ ​is​ ​assured​ ​because​ ​data​ ​is​ ​entered into​ ​the​ ​system​ ​as​ ​it​ ​is​ ​received​ ​through​ ​on-line​ ​applications​ ​and​ ​registration.​ ​When​ ​students enter​ ​their​ ​data,​ ​there​ ​is​ ​greater​ ​likelihood​ ​for​ ​admissions​ ​accuracy.​ ​Data​ ​in​ ​NMC’s​ ​Ellucian Banner​ ​software​ ​system​ ​is​ ​constantly​ ​being​ ​updated​ ​and​ ​refreshed.

Other​ ​information​ ​system​ ​processes​ ​follow​ ​a​ ​batched​ ​process​ ​flow​ ​for​ ​data​ ​entry​ ​which​ ​may challenge​ ​timeliness​ ​but​ ​increases​ ​accuracy​ ​and​ ​reliability.​ ​For​ ​instance,​ ​ORPE​ ​coordinates​ ​most of​ ​the​ ​external​ ​accountability​ ​reporting​ ​and​ ​can​ ​monitor​ ​data​ ​accuracy​ ​and​ ​reliability. Personal​ ​data​ ​is​ ​updated​ ​at​ ​the​ ​request​ ​of​ ​students​ ​and​ ​employees.​ ​Each​ ​semester,​ ​the​ ​online registration​ ​system​ ​prompts​ ​students​ ​to​ ​update​ ​personal​ ​information,​ ​such​ ​as​ ​major,​ ​to​ ​ensure accuracy. The​ ​security​ ​and​ ​reliability​ ​of​ ​our​ ​information​ ​systems​ ​are​ ​ensured​ ​in​ ​a​ ​number​ ​of​ ​ways: 1. The​ ​network​ ​room​ ​has​ ​an​ ​uninterruptible​ ​electrical​ ​power​ ​supply,​ ​entrance​ ​security protection,​ ​fire,​ ​water,​ ​and​ ​smoke​ ​detection​ ​with​ ​automatic​ ​reporting​ ​to​ ​a​ ​monitoring station,​ ​and​ ​an​ ​automatic​ ​fire​ ​suppression​ ​system.​ ​A​ ​firewall​ ​and​ ​intrusion​ ​prevention system​ ​also​ ​protects​ ​NMC’s​ ​systems. 2. NMC​ ​maintains​ ​policies​ ​for​ ​password​ ​changes​ ​and​ ​for​ ​the​ ​use​ ​of​ ​personally​ ​identifiable information​ ​(​Staff​ ​Policy​ ​D-506.06​).​ ​Access​ ​to​ ​specific​ ​data​ ​is​ ​monitored​ ​by​ ​security points​ ​of​ ​contact​ ​in​ ​finance,​ ​human​ ​resources,​ ​student​ ​services,​ ​and​ ​financial​ ​aid.​ ​These individuals​ ​authorize​ ​access​ ​as​ ​required​ ​and​ ​set​ ​up​ ​the​ ​security​ ​measures,​ ​consistent​ ​with FERPA​ ​regulations,​ ​for​ ​each​ ​set​ ​of​ ​data. 3. NMC​ ​backs​ ​up​ ​information​ ​systems​ ​daily​ ​or​ ​hourly​ ​depending​ ​on​ ​the​ ​priority​ ​and​ ​level​ ​of importance​ ​of​ ​the​ ​system. 4. NMC​ ​provides​ ​network​ ​security​ ​training​ ​to​ ​all​ ​employees,​ ​safeguarding​ ​personally identifiable​ ​student​ ​or​ ​employee​ ​information. 5. A​ ​third-party​ ​conducts​ ​an​ ​audit​ ​of​ ​the​ ​security​ ​of​ ​NMC’s​ ​information​ ​systems​ ​annually. 5P1.5​ ​Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools​ ​(including​ ​software platforms​ ​and/or​ ​contracted​ ​services)

The​ ​Ellucian​ ​Higher​ ​Education​ ​Banner​ ​Enterprise​ ​System​ ​is​ ​the​ ​primary​ ​platform​ ​for​ ​storing student,​ ​employee,​ ​and​ ​financial​ ​data.​ ​ITS​ ​uses​ ​existing​ ​Banner​ ​components,​ ​such​ ​as​ ​Recruiter, Degree​ ​Works,​ ​and​ ​Banner​ ​Self​ ​Service,​ ​or​ ​customizes​ ​reports​ ​for​ ​tracking​ ​outcomes/measures.

While​ ​having​ ​one​ ​integrated​ ​system​ ​has​ ​advantages,​ ​creating​ ​customized​ ​reports​ ​can​ ​be labor-intensive,​ ​creating​ ​a​ ​backlog​ ​of​ ​report​ ​requests.​ ​The​ ​College​ ​is​ ​exploring​ ​technology solutions​ ​that​ ​would​ ​interface​ ​well​ ​with​ ​Banner​ ​and​ ​make​ ​it​ ​easier​ ​to​ ​create​ ​user-friendly​ ​custom reports. Other​ ​platforms​ ​used​ ​in​ ​tracking​ ​outcomes/measures: ● ● ●

Datamart​ ​(Oracle​ ​database​ ​tables). Raiser's​ ​Edge​ ​is​ ​used​ ​for​ ​resource​ ​development. Resource​ ​25​ ​tracks​ ​scheduling​ ​and​ ​facility​ ​use. 158

SilkRoad​ ​Recruiting,​ ​Performance,​ ​and​ ​Learning​ ​platforms​ ​and​ ​HRToolbench​ ​form​ ​the Talent​ ​Portal​ ​for​ ​Human​ ​Resources​ ​information. ● The​ ​Help​ ​Desk​ ​Ticket​ ​system​ ​documents​ ​the​ ​types​ ​and​ ​volume​ ​of​ ​requests​ ​and​ ​provides​ ​a record​ ​of​ ​how​ ​problems​ ​have​ ​been​ ​resolved. ● The​ ​Moodle​ ​learning​ ​platform​ ​provides​ ​storage​ ​for​ ​and​ ​access​ ​to​ ​student​ ​success​ ​data, including​ ​gen​ ​ed​ ​outcomes​ ​assessments. ●

Other​ ​information-sharing​ ​tools NMC’s​ ​Intranet​​ ​is​ ​another​ ​tool​ ​for​ ​providing​ ​data​ ​and​ ​information​ ​for​ ​employees. NMC’s​ ​content​ ​management​ ​system​ ​lets​ ​individual​ ​departments​ ​manage​ ​the​ ​content​ ​on their​ ​Intranet​ ​site​ ​to​ ​be​ ​agile​ ​and​ ​responsive​ ​to​ ​user​ ​needs. ● Google​ ​applications​​ ​have​ ​become​ ​increasingly​ ​useful​ ​to​ ​committees​ ​and cross-functional​ ​teams. ● The​ ​College​ ​also​ ​supports​ ​knowledge​ ​sharing​ ​through​ ​standard​ ​work​ ​procedures, flowcharts,​ ​and​ ​document​ ​templates​ ​stored​ ​on​ ​the​ ​intranet​ ​and/or​ ​shared​ ​drive. ● The​ ​Learning​ ​Resources​ ​&​ ​Technologies​ ​staff​ ​uses​ ​a​ ​wiki-​ ​based​ ​system​ ​to​ ​share information​ ​about​ ​the​ ​configuration​ ​and​ ​management​ ​of​ ​NMC’s​ ​enterprise​ ​systems. ●

Continuous​ ​Improvement​ ​of​ ​Knowledge​ ​information​ ​systems

ITS​ ​and​ ​ORPE​ ​determine​ ​data​ ​collection,​ ​storage,​ ​and​ ​accessibility​ ​needs​ ​through​ ​conversations with​ ​executives​ ​and​ ​unit​ ​administrators.​ ​NMC​ ​also​ ​measures​ ​the​ ​effectiveness​ ​of​ ​knowledge management​ ​system​ ​through​ ​the​ ​Institutional​ ​Effectiveness​ ​Survey​.

5R1:​ ​RESULTS Survey​ ​Feedback

On​ ​the​ ​2016 ​Employee​ ​Engagement​ ​Survey​​ ​82%​ ​agreed​ ​with​ ​“I​ ​know​ ​where​ ​to​ ​access​ ​College information​ ​that​ ​I​ ​need​ ​to​ ​do​ ​my​ ​job.”​ ​On​ ​the​ ​other​ ​hand,​ ​feedback​ ​from​ ​Leadership​ ​Group members​ ​via​ ​the​ 2017​ ​Institutional​ ​Effectiveness​ ​Survey​​ ​indicated ​ ​55% agreement​ ​with​ ​the statement,​ ​“We​ ​have​ ​systems​ ​in​ ​place​ ​to​ ​provide​ ​data​ ​that​ ​inform​ ​improvement,”​ ​and​ ​58% agreed,​ ​“We​ ​do​ ​a​ ​good​ ​job​ ​of​ ​creating​ ​a​ ​culture​ ​of​ ​evidence​ ​(e.g.,​ ​documented​ ​processes​ ​and results)​ ​as​ ​it​ ​relates​ ​to​ ​continuous​ ​improvement.”​ ​These​ ​are​ ​areas​ ​for​ ​improvement.

5I1:​ ​IMPROVEMENTS

In​ ​the​ ​last​ ​year,​ ​the​ ​College​ ​has​ ​taken​ ​several​ ​steps​ ​to​ ​improve​ ​accessibility​ ​of​ ​information: ● ●

Modifications​ ​to​ ​the​ ​ORPE​ ​website Creation​ ​of​ ​a ​Talent​ ​Portal​​ ​providing​ ​one​ ​point​ ​of​ ​access​ ​for​ ​hiring​ ​information,​ ​job description​ ​management,​ ​and​ ​learning​ ​and​ ​performance​ ​management.

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Purchase​ ​of​ ​new​ ​software​ ​analytics​ ​to​ ​improve​ ​student​ ​tracking,​ ​analysis​ ​and benchmarking​ ​of​ ​student​ ​success​ ​data,​ ​and​ ​needs​ ​identification.​ ​Implementation​ ​has begun​ ​with​ ​a​ ​target​ ​completion​ ​of​ ​Spring​ ​2018.

Institutional​ ​Effectiveness​ ​Survey​ comments​ ​suggest​ ​that​ ​despite​ ​substantial​ ​investments​ ​in​ ​data management​ ​systems,​ ​the​ ​usability​ ​of​ ​those​ ​systems​ ​is​ ​not​ ​sufficient​ ​for​ ​some​ ​departments. ORPE​ ​and​ ​ITS​ ​have​ ​been​ ​gathering​ ​data​ ​needs​ ​from​ ​leaders​ ​as​ ​an​ ​important​ ​first​ ​step​ ​in​ ​finding solutions. In​ ​addition,​ ​some​ ​units​ ​express​ ​a​ ​challenge​ ​in​ ​aligning​ ​their​ ​performance​ ​metrics​ ​with organizational​ ​targets.​ ​Clarifying,​ ​and​ ​perhaps​ ​simplifying,​ ​NMC’s​ ​overall​ ​performance​ ​targets is​ ​an​ ​important​ ​opportunity​ ​for​ ​the​ ​College.​ ​The​ ​newly-charged ​Leadership​ ​Group​​ ​provides​ ​a forum​ ​for​ ​addressing such​ ​issues. Sources ● ● ● ● ● ●

4.3​ ​Leadership​ ​Group​ ​Intranet​ ​page Digital​ ​Dashboard​ ​home Employee​ ​Engagement​ ​Survey​ ​2016 IE​ ​Survey​ ​Report​ ​2017 Staff​ ​Policy​ ​D​ ​506.06​ ​Computer​ ​Use Talent​ ​Portal

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5.2​ ​-​ ​Resource​ ​Management HLC​ ​Overview

Resource​ ​Management​ ​focuses​ ​on​ ​how​ ​the​ ​resource​ ​base​ ​of​ ​an​ ​institution​ ​supports​ ​and​ ​improves its​ ​educational​ ​programs​ ​and​ ​operations.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core Component​ ​5.A.​ ​in​ ​this​ ​section. 5P2:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​managing​ ​resources,​ ​and​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those​ ​processes. This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: Maintaining​ ​fiscal,​ ​physical​ ​and​ ​technological​ ​infrastructures​ ​sufficient​ ​to​ ​support operations​ ​(5.A.1) ● Setting​ ​goals​ ​aligned​ ​with​ ​the​ ​institutional​ ​mission,​ ​resources,​ ​opportunities​ ​and emerging​ ​needs​ ​(5.A.3) ● Allocating​ ​and​ ​assigning​ ​resources​ ​to​ ​achieve​ ​organizational​ ​goals,​ ​while​ ​ensuring​ ​that educational​ ​purposes​ ​are​ ​not​ ​adversely​ ​affected​ ​(5.A.2) ● Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools ●

5R2:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​resource​ ​management?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes identified​ ​in​ ​5P2.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected, who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

5I2:​ ​IMPROVEMENT Based​ ​on​ ​5R2,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

5P2:​ ​PROCESSES

5P2.1​ ​Maintaining​ ​fiscal,​ ​physical​ ​and​ ​technological​ ​infrastructures​ ​sufficient​ ​to​ ​support operations (5.A.1) The​ ​College​ ​has​ ​excelled​ ​at​ ​preparing​ ​resources​ ​in​ ​advance​ ​of​ ​implementing​ ​plans,​ ​ensuring fiscal​ ​and​ ​human​ ​resources​ ​and​ ​physical​ ​and​ ​technological​ ​infrastructure​ ​sufficient​ ​to​ ​support​ ​its operations​ ​wherever​ ​and​ ​however​ ​programs​ ​are​ ​delivered.​ ​Consistent​ ​with​ ​Board-approved 161

Resource​ ​Guidelines​,​ ​NMC​ ​has​ ​budgeted​ ​conservatively​ ​and​ ​built​ ​reserves​ ​to​ ​address​ ​potential reductions​ ​in​ ​state​ ​funding,​ ​fluctuations​ ​in​ ​expenses, and​ ​provide​ ​resources​ ​for​ ​innovation​ ​and improvements​ ​to​ ​existing​ ​programs​ ​and​ ​infrastructure In​ ​addition,​ ​NMC​ ​created​ ​a​ ​Technology Plant​ ​Fund,​ ​funded​ ​by​ ​a​ ​student​ ​technology​ ​fee,​ ​to​ ​finance​ ​ongoing​ ​technology-based​ ​initiatives such​ ​as​ ​replacement​ ​or​ ​upgrade​ ​of​ ​computers​ ​or​ ​other​ ​technology​ ​needs​ ​(NMC​ ​Resources Guidelines​ ​p.​ ​2​).​ ​(5.A.1) 5P2.2​ ​Setting​ ​goals​ ​aligned​ ​with​ ​the​ ​institutional​ ​mission,​ ​resources,​ ​opportunities​ ​and emerging​ ​needs​​ ​(5.A.3)

As​ ​shown​ ​in​ ​the​ ​Guiding​ ​Principles​ ​Map​,​ ​NMC’s​ ​mission,​ ​vision,​ ​and​ ​values​ ​are​ ​the​ ​foundation for​ ​our​ ​planning​ ​and​ ​budgeting.​ ​ As​ ​an​ ​aligned​ ​process,​ ​College-wide​ ​and​ ​department​ ​goals, activities,​ ​and​ ​budgeting​ ​decisions​ ​must​ ​reflect the​ ​mission​ ​of​ ​providing​ ​lifelong​ ​learning​ ​to​ ​our communities.​ ​ A3​ ​templates​ used​ ​throughout​ ​the​ ​College​ ​support​ ​linking​ ​operational​ ​goals​ ​with​ ​organizational strategy​ ​by​ ​asking​ ​plan​ ​authors​ ​to​ ​identify​ ​the​ ​IE​ ​Criteria​ ​and/or​ ​strategic​ ​direction​ ​directing​ ​the goal​ ​or​ ​activity​ ​(​A3​ ​template​ ​p.2​).​ ​Since​ ​planning​ ​precedes​ ​budgeting,​ ​there​ ​is​ ​also​ ​a ​column (p.2)​​ ​in​ ​the​ ​A3​ ​action​ ​plan​ ​section​ ​which​ ​identifies​ ​budget​ ​considerations​ ​for​ ​a​ ​specific​ ​goal​ ​or activity.​ ​Budget​ ​impacts,​ ​with​ ​rationale, then​ ​carry​ ​over​ ​to​ ​the​ ​departmental​ ​budget​ ​request.​ ​If​ ​a budget​ ​request​ ​is​ ​not​ ​granted,​ ​the​ ​A3​ ​is​ ​revised​ ​to​ ​reflect​ ​the​ ​impact​ ​of​ ​lessor​ ​or​ ​different resources. VPs are​ ​able​ ​to​ ​restructure​ ​resources​ ​within​ ​their​ ​area​ ​of​ ​responsibility​ ​to​ ​execute action​ ​plans​ ​efficiently​ ​and​ ​effectively.​ ​(5.A.3)

As​ ​described​ ​in​ ​Category​ ​4,​ ​proposals​ ​for​ ​new​ ​programs​ ​or​ ​services​ ​go​ ​through​ ​a​ ​four-step decision-making​ ​process​​ ​that​ ​analyzes​ ​fit​ ​with​ ​mission,​ ​strategic​ ​agenda,​ ​market,​ ​and​ ​resources. Any​ ​new​ ​program​ ​or​ ​service​ ​that​ ​advances​ ​to​ ​step​ ​four​ ​(​Implementation​ ​Planning​)​ ​will​ ​have resources​ ​assigned​ ​prior​ ​to​ ​launch. ​(5.A.1-3) Allocating​ ​and​ ​assigning​ ​resources​ ​to​ ​achieve​ ​organizational​ ​goals,​ ​while​ ​ensuring​ ​that educational​ ​purposes​ ​are​ ​not​ ​adversely​ ​affected​​ ​(5.A.2) Each​ ​year​ ​Planning​ ​and​ ​Budget​ ​Council​ ​reviews,​ ​President's​ ​Council​ ​recommends,​ ​and​ ​the Board​ ​of​ ​Trustees​ ​approves​ ​guidelines​ ​for​ ​financial​ ​planning​ ​and​ ​budgeting​ ​that​ ​reflect​ ​the mission​ ​and​ ​values​ ​of​ ​the​ ​College (​Resource​ ​Guidelines​).​ ​(5.A.3)

NMC​ ​regularly​ ​evaluates​ ​our​ ​deployment​ ​of​ ​resources​ ​relative​ ​to​ ​our​ ​strategic​ ​and​ ​operational priorities.​ ​President’s​ ​Council​ ​regularly​ ​checks​ ​and​ ​adjusts​ ​the​ ​strategic​ ​plan.​ ​The​ ​Council​ ​may adjust​ ​goals​ ​mid-year​ ​should​ ​resources​ ​become​ ​constrained​ ​or​ ​the​ ​need​ ​for​ ​resources​ ​to​ ​achieve​ ​a goal​ ​increases​ ​beyond​ ​what​ ​was​ ​planned.​ ​(5.A.5) NMC’s​ ​planning​ ​budgeting​ ​has​ ​allowed​ ​agility​ ​in​ ​responding​ ​to​ ​market​ ​opportunities​ ​without adversely​ ​affecting​ ​current​ ​programs.​ ​To​ ​ensure​ ​funding​ ​for​ ​NMC’s​ ​educational​ ​purposes​ ​is​ ​not adversely​ ​affected​ ​by​ ​elective​ ​resource​ ​allocations​ ​to​ ​other​ ​areas,​ ​the​ ​College​ ​created​ ​two​ ​funds expressly​ ​for​ ​funding​ ​needs​ ​outside​ ​of​ ​regular​ ​operational​ ​budget:​ ​the​ ​Strategic​ ​Fund​ ​and​ ​the Fund​ ​for​ ​Transformation.​ ​The​ ​former​ ​is​ ​managed​ ​by​ ​the​ ​President​ ​and​ ​is​ ​intended​ ​to​ ​help​ ​fund strategic​ ​initiatives​ ​that​ ​do​ ​not​ ​yet​ ​have​ ​resources​ ​available​ ​through​ ​the​ ​regular​ ​budget.​ ​The​ ​Fund for​ ​Transformation​ ​is​ ​a​ ​Board-designated​ ​fund​ ​for​ ​transformation​ ​initiatives.​ ​(5.A.2) NMC benefits​ ​from​ ​the​ ​support​ ​of​ ​the​ ​NMC​ ​Foundation.​ ​The​ ​NMC​ ​Foundation​ ​is​ ​one​ ​of​ ​the​ ​top twenty​ ​foundations​ ​in​ ​the​ ​country​ ​and​ ​was​ ​recently​ ​recognized​ ​with​ ​a​ ​CASE​ ​Circle​ ​of

162

Excellence​ ​award​ ​for​ ​overall​ ​performance.​ ​The​ ​Foundation​ ​works​ ​to​ ​provide​ ​philanthropic resources​ ​for​ ​scholarships,​ ​programs,​ ​and​ ​facilities,​ ​aligned​ ​with​ ​the​ ​College’s​ ​strategic directions.​ ​As​ ​part​ ​of​ ​the​ ​annual​ ​fund,​ ​the​ ​Foundation​ ​raises​ ​resources​ ​to​ ​award​ ​Innovation Grants​ ​to​ ​fund​ ​innovative​ ​ideas​ ​and​ ​opportunities​ ​that​ ​emerge​ ​through​ ​the​ ​year.​ ​(​5.A.1-2​) Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

The​ ​College​ ​monitors​ ​financial​ ​thrivability​ ​by​ ​tracking​ ​Primary​ ​Reserves​ ​ratio,​ ​Composite financial​ ​index,​ ​and​ ​Net​ ​Operating​ ​Ratio.​ ​ The​ ​Office​ ​of​ ​Finance​ ​and​ ​Administration​ ​provides monthly​ ​financial​ ​reports​ ​to​ ​PBC,​ ​President’s​ ​Council,​ ​and​ ​the​ ​Board​ ​of​ ​Trustees.​ ​ In​ ​addition, the​ ​College​ ​contracts​ ​with​ ​a​ ​third​ ​party​ ​to​ ​conduct​ ​annual​ ​financial​ ​audits.​ ​(5.A.5)

5R2:​ ​RESULTS​ Financial​ ​Measure

FY14

FY15

FY16

Target

Primary​ ​Reserves​ ​Ratio

0.32

0.34

0.34

0.20-.040

Composite​ ​financial​ ​index

2.82

4.09

1.61

3.0-5.0

1.00%

5.75%

1.48%

>0

Net​ ​Operating​ ​Ratio

The​ ​primary​ ​reserve​ ​ratio​ ​has​ ​stayed​ ​consistent.​ ​ The​ ​net​ ​operating​ ​ratio​ ​has​ ​declined​ ​which corresponds​ ​with​ ​a​ ​decrease​ ​in​ ​enrollment. ​ ​NMC’s​ ​composite​ ​index​ ​declined​ ​in​ ​correlation​ ​to the​ ​net​ ​operating​ ​ratio​ ​decrease​ ​and​ ​added​ ​debt.​ ​ The​ ​increase​ ​in​ ​debt​ ​is​ ​planned​ ​activity​ ​that supports​ ​the​ ​strategic​ ​plan​ ​to​ ​increase​ ​out-of-state​ ​and​ ​international​ ​enrollment. For​ ​financial​ ​audits​,​ ​NMC consistently​ ​receives​ ​a​ ​clean​ ​opinion​ ​with​ ​no​ ​findings.​ ​ This​ ​is​ ​the highest​ ​opinion​ ​that​ ​an​ ​audit​ ​can​ ​receive.

5I2:​ ​IMPROVEMENTS

As​ ​revenue​ ​growth​ ​from​ ​property​ ​tax​ ​is​ ​limited​ ​by​ ​statute​ ​and​ ​state​ ​funding​ ​has​ ​declined​ ​as​ ​a percent​ ​of​ ​our​ ​revenue​ ​sources,​ ​the​ ​percentage​ ​of​ ​budget​ ​relying​ ​on​ ​tuition​ ​and​ ​fees​ ​has​ ​steadily increased.​ ​To​ ​minimize​ ​tuition​ ​increases,​ ​NMC​ ​has​ ​implemented​ ​a​ ​number​ ​of​ ​strategies.​ ​In addition​ ​to​ ​recruitment​ ​and​ ​retention​ ​efforts​ ​described​ ​in​ ​2P1​ ​and​ ​workforce​ ​planning​ ​strategies described​ ​in​ ​3P1,​ ​the​ ​College​ ​has: ●

Invested​ ​in​ ​the​ ​NMC​ ​Foundation​​ ​with​ ​personnel,​ ​software​ ​infrastructure,​ ​and​ ​strategic planning​ ​with​ ​goals​ ​of​ ​increased​ ​donations​ ​to​ ​offset​ ​operating​ ​costs​ ​and​ ​strengthen student​ ​scholarship​ ​funding.​ ​This​ ​investment​ ​is​ ​yielding​ ​significant​ ​results​ ​in​ ​FY​ ​2017: o Annual​ ​Fund​ ​raised​ ​=​ ​$565,472​ ​(Goal​ ​$275,000) 163

Total​ ​dollars​ ​raised​ ​=​ ​$​ ​8,072,686​ ​(Goal​ ​$3,350,000) Number​ ​of​ ​donors​ ​to​ ​the​ ​annual​ ​fund​ ​=​ ​10.04%​ ​above​ ​FY16 ● Explored​ ​revenue​ ​potential​ ​with​ ​unique​ ​programs.​​ ​The​ ​College​ ​has​ ​launched​ ​several initiatives​ ​including​ ​the​ ​New​ ​Jobs​ ​Training​ ​Act,​ ​International​ ​Summer​ ​Flight​ ​Experience Programs,​ ​and​ ​as​ ​a​ ​service​ ​provider​ ​for​ ​grant-funded​ ​research​ ​projects. ● Expanded​ ​use​ ​of​ ​differential​ ​tuition​ ​in​ ​high-cost​ ​occupational​ ​programs​​ ​as​ ​a​ ​way​ ​to sustain​ ​both​ ​these​ ​programs​ ​and​ ​the​ ​College​ ​as​ ​a​ ​whole. o o

The​ ​College​ ​will​ ​continue​ ​to​ ​pursue​ ​these​ ​three​ ​strategies. ​ ​Currently,​ ​the​ ​NMC​ ​Foundation​ ​is​ ​in the​ ​leadership​ ​phase​ ​of​ ​a​ ​significant​ ​comprehensive​ ​campaign​ ​with​ ​a​ ​goal​ ​to​ ​raise​ ​$35​ ​million. Sources ● ● ● ● ● ● ● ●

4.2​ ​A3​ ​Template 4.2​ ​A3​ ​Template​ ​(page​ ​number​ ​2) 4.2​ ​Decision​ ​Making​ ​Process 4.2​ ​DM​ ​Implementation​ ​Plan​ ​Template 4.2​ ​Guiding​ ​Principles​ ​Map 4.2​ ​Resource​ ​Guidelines 4.2​ ​Resource​ ​Guidelines​ ​(page​ ​number​ ​2) Annual​ ​Financial​ ​Audits-webpage

164

5.3​ ​-​ ​Operational​ ​Effectiveness HLC​ ​Overview

Operational​ ​Effectiveness​ ​focuses​ ​on​ ​how​ ​an​ ​institution​ ​ensures​ ​effective​ ​management​ ​of​ ​its operations​ ​in​ ​the​ ​present​ ​and​ ​plans​ ​for​ ​continuity​ ​of​ ​operations​ ​into​ ​the​ ​future.​ ​The​ ​institution should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Component​ ​5.A.​ ​in​ ​this​ ​section.

5P3:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​operational​ ​effectiveness,​ ​and​ ​identify​ ​who​ ​is​ ​involved​ ​in​ ​those processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following: ● ● ● ● ● ●

Building​ ​budgets​ ​to​ ​accomplish​ ​institutional​ ​goals Monitoring​ ​financial​ ​position​ ​and​ ​adjusting​ ​budgets​ ​(5.A.5) Maintaining​ ​a​ ​technological​ ​infrastructure​ ​that​ ​is​ ​reliable,​ ​secure​ ​and​ ​user-friendly Maintaining​ ​a​ ​physical​ ​infrastructure​ ​that​ ​is​ ​reliable,​ ​secure​ ​and​ ​user-friendly Managing​ ​risks​ ​to​ ​ensure​ ​operational​ ​stability,​ ​including​ ​emergency​ ​preparedness Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

5R3:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​ensuring​ ​effective​ ​management​ ​of​ ​operations​ ​on​ ​an​ ​ongoing​ ​basis​ ​and for​ ​the​ ​future?​ ​The​ ​results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​5P3.​ ​All​ ​data presented​ ​should​ ​include​ ​the​ ​population​ ​studied,​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared.​ ​These​ ​results​ ​might​ ​include: ● ● ●

Summary​ ​results​ ​of​ ​measures​ ​(include​ ​tables​ ​and​ ​figures​ ​when​ ​possible) Comparison​ ​of​ ​results​ ​with​ ​internal​ ​targets​ ​and​ ​external​ ​benchmarks Interpretation​ ​of​ ​results​ ​and​ ​insights​ ​gained

5I3:​ ​IMPROVEMENT Based​ ​on​ ​5R3,​ ​what​ ​process​ ​improvements​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be​ ​implemented​ ​in the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

5P3:​ ​PROCESSES

5P3.1​ ​Building​ ​budgets​ ​to​ ​accomplish​ ​institutional​ ​goals

NMC​ ​maintains​ ​an​ ​established,​ ​stable​ ​process​ ​for​ ​annual​ ​budgeting​ ​along​ ​with​ ​a​ ​well-developed model​ ​for​ ​future​ ​budget​ ​scenario​ ​development,​ ​maintained​ ​by​ ​the​ ​Finance​ ​&​ ​Administrative Services​ ​(FAS)​ ​department​ ​(​Budget​ ​Considerations​ ​FY18​).​ ​ Each​ ​year,​ ​FAS provides ​training 165

and​ ​online​ ​resources​​ ​to​ ​budget​ ​managers​ ​and​ ​department​ ​heads​ ​in​ ​the​ ​procedures​ ​of​ ​budgeting. NMC​ ​utilizes​ ​electronic​ ​budget​ ​submission for​ ​increased​ ​efficiency​ ​and​ ​data​ ​accuracy.​ ​(​5.A.5​)

Planning​ ​&​ ​Budget​ ​Council​ ​(PBC),​ ​a​ ​key​ ​component​ ​of​ ​our​ ​shared​ ​governance​ ​model,​ ​reviews and​ ​provides​ ​feedback​ ​to​ ​all​ ​key​ ​inputs​ ​(revenues​ ​and​ ​expenses)​ ​to​ ​the​ ​budget,​ ​engages​ ​in​ ​a prioritization​ ​of​ ​new​ ​position​ ​requests​ ​consistent​ ​with​ ​NMC’s​ ​strategic​ ​plan,​ ​and​ ​reviews​ ​the Capital​ ​Outlay​ ​Allocation​ ​Team​ ​(COAT)​ ​recommendation.​ ​PBC​ ​also​ ​reviews​ ​and​ ​recommends changes​ ​to​ ​the​ ​College’s​ ​Resource​ ​Guidelines​.​ ​PBC​ ​submits​ ​budget​ ​recommendations​ ​to​ ​the president.​ ​The​ ​Board​ ​of​ ​Trustees​ ​ultimately​ ​approves​ ​NMC’s​ ​General​ ​Fund​ ​operating​ ​budget each​ ​summer. ​(5.A.5) 5P3.2​ ​Monitoring​ ​financial​ ​position​ ​and​ ​adjusting​ ​budgets​​ ​(5.A.5)

Once​ ​approved, FAS​ ​closely​ ​monitors​ ​the​ ​budget​ ​providing​ ​monthly​ ​actual-to-plan​ ​summaries​ ​to PBC,​ ​President’s​ ​Council,​ ​and​ ​the​ ​Board​ ​of​ ​Trustees.​ ​The​ ​Board​ ​of​ ​Trustees​ ​meeting​ ​agendas, materials,​ ​and​ ​minutes​ ​are​ ​available​ ​publicly​ ​(​BOT​ ​Homepage​). ​ ​President’s​ ​Council​ ​regularly evaluates​ ​the​ ​deployment​ ​of​ ​resources​ ​relative​ ​to​ ​strategic​ ​and​ ​operational​ ​priorities​ ​and​ ​ensures operational​ ​goals​ ​are​ ​achievable​ ​given​ ​the​ ​resources​ ​at​ ​hand.​ ​The​ ​Council​ ​may​ ​adjust​ ​goals mid-year. ​(5.A.5) 5P3.3​ ​maintaining​ ​a​ ​technological​ ​infrastructure​ ​that​ ​is​ ​reliable,​ ​secure​ ​and​ ​user-friendly

NMC​ ​created​ ​a​ ​Technology​ ​Plant​ ​Fund,​ ​funded​ ​by​ ​a​ ​student​ ​technology​ ​fee,​ ​to​ ​finance​ ​ongoing technology-based​ ​initiatives​ ​such​ ​as​ ​replacement​ ​or​ ​upgrade​ ​of​ ​computers​ ​or​ ​other​ ​technology needs.​ ​ To​ ​aid​ ​in​ ​planning,​ ​the​ ​College​ ​distributed a ​Student​ ​Technology​ ​Use​ ​Survey​​ ​in​ ​Fall 2016.​ ​Technology​ ​staff​ ​also​ ​analyze​ ​Help​ ​Desk​ ​Ticket​ ​data​ ​and​ ​meet​ ​with​ ​department​ ​leaders and​ ​faculty​ ​to​ ​understand​ ​needs.​ ​(5.A.1) 5P3.3​ ​Maintaining​ ​a​ ​physical​ ​infrastructure​ ​that​ ​is​ ​reliable,​ ​secure​ ​and​ ​user-friendly

In​ ​2012,​ ​the​ ​College​ ​conducted​ ​a​ ​comprehensive​ ​facilities​ ​assessment​ ​and​ ​update​ ​to​ ​the​ ​master plan.​ ​ As​ ​outlined​ ​in​ ​NMC’s​ ​Resource​ ​Guidelines​,​ ​NMC​ ​maintains​ ​a​ ​Physical​ ​Plant​ ​Major Maintenance​ ​and​ ​Future​ ​Buildings​ ​fund​ ​to​ ​ensure​ ​resources​ ​are​ ​available​ ​for​ ​infrastructure maintenance​ ​and​ ​improvements.​ ​(5.A.1) NMC’s​ ​Capital​ ​Outlay​ ​Allocation​ ​Team​ ​(COAT)​ ​oversees​ ​the​ ​general​ ​fund​ ​allocation​ ​so evolving​ ​technological​ ​infrastructure​ ​and​ ​other​ ​capital​ ​purchases​ ​keep​ ​pace​ ​with​ ​needs​ ​in​ ​the classroom​ ​and​ ​in​ ​support​ ​services.​ ​Department​ ​leaders​ ​annually​ ​submit​ ​requests​ ​along​ ​with​ ​a statement​ ​of​ ​the​ ​level​ ​of​ ​importance​ ​for​ ​funding,​ ​and​ ​a​ ​committee​ ​of​ ​peers​ ​selects​ ​projects​ ​to fund​ ​within​ ​the​ ​level​ ​of​ ​resources​ ​allocated​ ​for​ ​capital​ ​for​ ​the​ ​coming​ ​year.​ ​ All​ ​COAT recommendations​ ​require​ ​the​ ​approval​ ​of​ ​PBC​ ​before​ ​final​ ​recommendation​ ​to​ ​the president. ​(5.A.1;​ ​5.A.5)

5P3.4​ ​Managing​ ​risks​ ​to​ ​ensure​ ​operational​ ​stability,​ ​including​ ​emergency​ ​preparedness

Operating​ ​in​ ​a​ ​volatile,​ ​uncertain,​ ​complex,​ ​and​ ​ambiguous​ ​environment​ ​(VUCA)​ ​makes assessing​ ​and​ ​addressing​ ​risk​ ​in​ ​our​ ​planning​ ​processes​ ​difficult,​ ​yet​ ​essential.​ ​Budget​ ​scenario modeling​ ​allows​ ​the​ ​College​ ​to​ ​test​ ​multiple​ ​scenarios​ ​around​ ​key​ ​variables​ ​such​ ​as​ ​enrollment, retention,​ ​revenue​ ​sources,​ ​and​ ​operating​ ​costs.​ ​As​ ​described​ ​in​ ​5.2,​ ​the​ ​College​ ​budgets conservatively,​ ​adjusting​ ​as​ ​actual​ ​enrollment​ ​and​ ​revenue​ ​figures​ ​become​ ​available.​ ​(​5.A.5) 166

As​ ​the​ ​College​ ​aligns​ ​plans​ ​with​ ​budgets,​ ​risk​ ​is​ ​addressed​ ​in​ ​several​ ​ways.​ ​It​ ​begins​ ​by​ ​setting priorities​ ​given​ ​resource​ ​availability,​ ​pursuing​ ​key​ ​strategies​ ​within​ ​the​ ​window​ ​of​ ​opportunity, and​ ​placing​ ​less​ ​time-sensitive​ ​goals​ ​in​ ​a​ ​pool​ ​for​ ​future​ ​consideration.​ ​At​ ​the​ ​operational​ ​plan level,​ ​the ​A3​ ​template​​ ​contains​ ​sections​ ​where​ ​plan​ ​authors​ ​analyze​ ​and​ ​justify​ ​activities​ ​and resource​ ​needs.​ ​These​ ​can​ ​inform​ ​discussions​ ​with​ ​executive​ ​leaders​ ​regarding​ ​potential​ ​impact as​ ​well​ ​as​ ​risk. NMC’s ​four-step​ ​decision-making​ ​process​​ ​guides​ ​those​ ​proposing​ ​new​ ​programs or​ ​services,​ ​as​ ​well​ ​as​ ​those​ ​reviewing​ ​those​ ​proposals,​ ​through​ ​a​ ​risk-assessment​ ​process. Through​ ​market​ ​research​ ​(step​ ​two),​ ​business​ ​model​ ​development​ ​(step​ ​three),​ ​and implementation​ ​planning​ ​(step​ ​four),​ ​sponsors​ ​and​ ​decision​ ​makers​ ​can​ ​understand​ ​potential risks​ ​and​ ​determine​ ​ways​ ​to​ ​reduce​ ​or​ ​manage​ ​them.​ ​In​ ​addition,​ ​NMC​ ​takes​ ​steps​ ​to​ ​mitigate risk​ ​by​ ​maintaining​ ​a​ ​Working​ ​Capital​ ​Reserve​ ​Fund​ ​and​ ​establishing​ ​additional​ ​reserves​ ​for building​ ​projects​ ​and​ ​other​ ​significant​ ​purchases​ ​of​ ​products​ ​and/or​ ​services ​(Resource Guidelines,​ ​page​ ​2​).​ ​(5.A.1-3;​ ​5.A.5) Emergency​ ​Preparedness

Designing​ ​procedures​ ​and/or​ ​support​ ​information​ ​starts​ ​with​ ​identifying​ ​the​ ​needs​ ​of​ ​internal​ ​and external​ ​stakeholders.​ ​ Campus​ ​Security​ ​provides ​public​ ​links​ ​on​ ​the​ ​NMC​ ​website​​ ​with​ ​the​ ​most pertinent​ ​information​ ​for​ ​students​ ​and​ ​employees,​ ​including​ ​the ​“Red​ ​Flag”​ ​Information Reporting​ ​System.​​ ​The​ ​Emergency​ ​Management​ ​Team​ ​(EMT),​ ​in​ ​collaboration​ ​with​ ​local authorities,​ ​designs​ ​the​ ​Emergency​ ​Response​ ​Plan.​ ​The​ ​team​ ​regularly​ ​reviews​ ​the​ ​status​ ​of​ ​our safety​ ​and​ ​security​ ​systems,​ ​identifies​ ​issues,​ ​sets​ ​priorities,​ ​and​ ​evaluates​ ​changes.​ ​Select members​ ​of​ ​the​ ​team​ ​sit​ ​on​ ​a​ ​regional​ ​task​ ​force​ ​to​ ​ensure​ ​coordination​ ​of​ ​first​ ​responders. In​ ​the​ ​event​ ​of​ ​an​ ​emergency,​ ​the​ ​Incident​ ​Command​ ​Team​ ​(ICT)​ ​will​ ​immediately​ ​evaluate​ ​the emergency​ ​and​ ​assess​ ​the​ ​ongoing​ ​threat​ ​to​ ​campus.​ ​This​ ​information​ ​is​ ​relayed​ ​to​ ​the​ ​Policy Team, led​ ​by​ ​the​ ​president,​ ​who​ ​manage​ ​all​ ​external​ ​affairs​ ​of​ ​NMC​ ​during​ ​and​ ​after​ ​the emergency.​ ​During​ ​an​ ​emergency,​ ​the​ ​following​ ​individuals​ ​will​ ​be​ ​kept​ ​informed​ ​at​ ​all​ ​times: Directors​ ​of​ ​Campus​ ​Security,​ ​Facilities,​ ​Public​ ​Relations,​ ​and​ ​the​ ​President. ICT​ ​will​ ​respond​ ​to the​ ​incident​ ​under​ ​the​ ​advice​ ​of,​ ​and​ ​in​ ​coordination​ ​with,​ ​the​ ​Policy​ ​Team (​Emergency Management​ ​Org​ ​Chart). NMC​ ​communicates​ ​time-sensitive​ ​information​ ​to​ ​our​ ​entire​ ​community​ ​through​ ​email​ ​and voicemail​ ​broadcasts,​ ​audio​ ​broadcasts​ ​to​ ​phones​ ​and​ ​speakers,​ ​text​ ​messages,​ ​computer​ ​desktop alerts,​ ​and​ ​local​ ​media.​ ​EMT​ ​shares​ ​documentation​ ​for​ ​handling​ ​emergencies​ ​in​ ​both​ ​written​ ​and electronic​ ​formats.​ ​Safety​ ​training​ ​for​ ​students​ ​and​ ​employees​ ​is​ ​accessible​ ​through​ ​videos​ ​in NMC’s​ ​content​ ​management​ ​system.​ ​The​ ​College​ ​regularly​ ​conducts​ ​fire​ ​and​ ​lockdown​ ​drills. All​ ​academic​ ​courses​ ​show​ ​a​ ​12-minute​ ​security​ ​video​ ​to​ ​students​ ​at​ ​the​ ​beginning​ ​of​ ​the semester. For​ ​early​ ​intervention​ ​in​ ​behavioral​ ​issues,​ ​NMC​ ​implemented​ ​the​ ​Behavioral​ ​Incident​ ​Report Team​ ​(BIRT)​ ​in​ ​2008​ ​(also​ ​referenced​ ​in​ ​Category​ ​2).​ ​For​ ​integration​ ​of​ ​information,​ ​several members​ ​of EMT​ ​are​ ​also​ ​on​ ​the​ ​BIRT.​ ​ ​BIRT​ ​meets​ ​on​ ​a​ ​systematic​ ​schedule​ ​and​ ​as​ ​needed. All​ ​incidents​ ​are​ ​recorded​ ​in​ ​the​ ​NMC’s​ ​tracking​ ​software,​ ​Maxient,​ ​allowing​ ​for​ ​trend​ ​analysis and​ ​intervention​ ​planning​ ​(​BIRT​ ​Process​ ​flowchart​). Tracking​ ​outcomes/measures​ ​utilizing​ ​appropriate​ ​tools

The​ ​College​ ​tracks​ ​outcomes​ ​related​ ​to​ ​managing​ ​operations​ ​in​ ​a​ ​variety​ ​of​ ​ways: 167

Monthly​ ​financial​ ​reports​ ​(made​ ​public​ ​through​ ​Board​ ​of​ ​Trustees​ ​meetings) Annual​ ​financial​ ​audits​ ​(​posted​ ​on​ ​web​) Student​ ​and​ ​community​ ​feedback​ ​through​ ​the​ ​Learner​ ​Engagement,​ ​Community​ ​Attitude and​ ​Awareness,​ ​and​ ​Campus​ ​Climate​ ​Surveys ● Emergency​ ​Management​ ​data​ ​(posted​ ​on​ ​web) o Daily​ ​Crime​ ​Log o Annual​ ​Title​ ​IX​ ​Report o Clery​ ​Report,​ ​an​ ​overview​ ​of​ ​campus​ ​safety​ ​and​ ​security​ ​including​ ​a​ ​summary​ ​of crime​ ​and​ ​fire​ ​statistics ● ● ●

5R3:​ ​RESULTS

Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey

The ​Community​ ​Attitudes​ ​and​ ​Awareness​ ​Survey​​ ​(2P3),​ ​conducted​ ​by​ ​an​ ​external​ ​research​ ​firm, is​ ​an​ ​important​ ​tool​ ​for​ ​gathering​ ​community​ ​feedback.​ ​The​ ​survey​ ​is​ ​distributed​ ​to​ ​residents from​ ​the​ ​six-county​ ​NMC​ ​service​ ​area.​ ​ Results​ ​are​ ​shared​ ​internally​ ​and​ ​with​ ​the​ ​public​ ​through an​ ​open​ ​Board​ ​of​ ​Trustees​ ​meeting. Responses​ ​related​ ​to​ ​NMC’s​ ​operations​ (see​ ​next​ ​page)​ ​show​ ​the​ ​college​ ​has​ ​exceeded​ ​its​ ​target of​ ​95%​ ​in​ ​all​ ​but​ ​two​ ​areas:​ ​managing​ ​finances​ ​and​ ​tax​ ​dollars​ ​received​ ​89%​ ​approval​ ​ratings. Though​ ​still​ ​a​ ​positive​ ​rating,​ ​we​ ​look​ ​to​ ​strengthen​ ​those​ ​scores​ ​through​ ​improved communications​ ​(4I1)​ ​and​ ​changes​ ​in​ ​Resource​ ​Development​ ​(5I2).

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Campus​ ​Climate​ ​Survey

In​ ​Spring​ ​2016,​ ​enrolled​ ​students​ ​participated​ ​in the ​HEDS​​ ​(Higher​ ​Education​ ​Data​ ​Sharing Consortium)​ ​Campus​ ​Climate​ ​Survey.​ ​ A​ ​safety​ ​question​ ​provided​ ​on​ ​the​ ​HEDS​ ​survey is ​comparable​​ ​to​ ​a​ ​similar​ ​item​ ​found​ ​in​ ​the​ ​NMC​ ​Learner​ ​Engagement​ ​(LE)​ ​Survey,​ ​the difference​ ​being​ ​agreement​ ​and​ ​satisfaction.​ ​Compared​ ​to​ ​student​ ​satisfaction​ ​with​ ​safety​ ​at​ ​the College​ ​(76%​ ​on​ ​the​ ​LE​ ​Survey),​ ​students​ ​agreed​ ​that​ ​they​ ​feel​ ​safe​ ​on​ ​campus​ ​(88%​ ​on​ ​the Campus​ ​Climate​ ​Survey).​ ​Although​ ​no​ ​external​ ​benchmarks​ ​have​ ​been​ ​set​ ​for​ ​subsequent Campus​ ​Climate​ ​surveys​ ​given​ ​a​ ​first-time​ ​distribution,​ ​the​ ​internal​ ​benchmark​ ​for​ ​this​ ​item​ ​on the​ ​2018​ ​on​ ​the​ ​LE​ ​Survey​ ​has​ ​been​ ​set​ ​for​ ​77%,​ ​which​ ​will​ ​be​ ​the​ ​third​ ​year​ ​for​ ​this​ ​item​ ​to appear​ ​on​ ​the​ ​LE​ ​survey.

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5I3:​ ​IMPROVEMENTS

Safety​ ​and​ ​Security.​ ​In​ ​recent​ ​years,​ ​NMC​ ​has​ ​made​ ​the​ ​following​ ​improvement​ ​to​ ​its​ ​safety and​ ​security​ ​systems: Initiated​ ​a​ ​new​ ​lock-down​ ​training​ ​procedure Updated​ ​the​ ​phone​ ​alert​ ​system Increased​ ​the​ ​number​ ​of​ ​security​ ​cameras Implemented​ ​more​ ​robust​ ​safety​ ​training​ ​for​ ​employees Launched​ ​expanded​ ​Title​ ​IX​ ​training​ ​for​ ​all​ ​students​ ​and​ ​employees​ ​beginning​ ​in​ ​2016 Installed​ ​security​ ​film​ ​and​ ​blinds​ ​on​ ​all​ ​interior​ ​windows Has​ ​been​ ​installing​ ​new​ ​locks​ ​on​ ​campus​ ​doors​ ​that​ ​can​ ​be​ ​locked​ ​remotely​ ​(targeted completion​ ​Fall​ ​2017) ● Hired​ ​a​ ​consultant​ ​to​ ​review​ ​building​ ​security​ ​on​ ​all​ ​campuses ● ● ● ● ● ● ●

In​ ​addition,​ ​the​ ​executive​ ​team​ ​has​ ​standardized​ ​an​ ​end-of-semester​ ​meeting​ ​with​ ​the​ ​Dean​ ​of Students​ ​to​ ​review​ ​safety​ ​and​ ​security​ ​incidents,​ ​trends,​ ​impact​ ​of​ ​intervention​ ​strategies,​ ​and other​ ​relevant​ ​security​ ​issues.

Physical​ ​and​ ​Technological​ ​Infrastructure.​ ​ ​ As​ ​noted​ ​in​ ​other​ ​sections​ ​of​ ​the​ ​portfolio,​ ​NMC opened​ ​a​ ​new​ ​dormitory​ ​in​ ​Fall​ ​2017​ ​and​ ​is​ ​breaking​ ​ground​ ​on​ ​a​ ​new​ ​Innovation​ ​Center.​ ​The College​ ​also​ ​intends​ ​to​ ​replace​ ​campus​ ​apartments,​ ​though​ ​there​ ​is​ ​no​ ​target​ ​date​ ​set​ ​at​ ​this​ ​time.

Sources ● ● ● ●

2.4​ ​BIRT​ ​Process 2.4​ ​Red​ ​Flag​ ​-​ ​Incident​ ​Reporting​ ​Form 4.2​ ​A3​ ​Template 4.2​ ​A3​ ​Template​ ​(page​ ​number​ ​2) 170

● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

4.2​ ​Budget​ ​Considerations​ ​FY18 4.2​ ​Decision​ ​Making​ ​Process 4.2​ ​Resource​ ​Guidelines 4.2​ ​Resource​ ​Guidelines​ ​(page​ ​number​ ​2) Annual​ ​Financial​ ​Audits-webpage BOT​ ​Homepage.docx Campus​ ​Safety​ ​&​ ​Security-webpage Community​ ​Survey​ ​questions​ ​related​ ​to​ ​Operations Community-Survey-2014-Final-Report Emergency​ ​Mgt.​ ​Org​ ​Chart Fall​ ​2016​ ​Student​ ​Technology​ ​Use​ ​Report HEDS​ ​2015-16​ ​Campus​ ​Climate​ ​Report HEDS​ ​webpage Intranet​ ​page-Budgeting Safety​ ​Survey​ ​Comparison

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Category​ ​6​ ​-​ ​Quality​ ​Overview

Introduction Continuous​ ​Quality​ ​Improvement​ ​is ​aligned​ ​at​ ​NMC​ ​through​ ​a​ ​Plan-Do-Check-Adjust framework​ ​which​ ​has​ ​become​ ​part​ ​of​ ​the​ ​DNA​ ​of​ ​the​ ​college​ ​and​ ​happens​ ​at​ ​all​ ​levels: organization,​ ​program​ ​or​ ​department,​ ​project,​ ​and​ ​individual. ​ ​Plan-Do-Check-Adjust​ ​is​ ​the foundation​ ​for​ ​aligned​ ​planning,​ ​identifying​ ​specific​ ​areas​ ​for​ ​improvement​ ​through​ ​Action Projects,​ ​and​ ​daily​ ​incremental​ ​improvements​ ​in​ ​the​ ​classroom,​ ​service​ ​areas,​ ​and​ ​administrative units​ ​(6.1). NMC​ ​recognized​ ​early​ ​in​ ​its​ ​quality​ ​journey​ ​that​ ​the​ ​organization​ ​should​ ​not​ ​use​ ​different processes​ ​for​ ​identifying​ ​AQIP​ ​action​ ​projects​ ​than​ ​it​ ​uses​ ​for​ ​determining​ ​other​ ​College priorities. ​ ​Thus,​ ​action​ ​projects​ ​are​ ​a​ ​subset​ ​of​ ​the​ ​College’s​ ​priorities,​ ​informed​ ​by​ ​gaps identified​ ​in​ ​the​ ​Systems​ ​Portfolio​ ​and​ ​Institutional​ ​Effectiveness​ ​Criteria​ ​measures​ ​and intentionally​ ​monitored​ ​on​ ​the​ ​strategic​ ​plan​ ​(6.1). NMC’s​ ​processes​ ​and​ ​results​ ​for​ ​developing​ ​and​ ​documenting​ ​evidence​ ​of​ ​performance​ ​and learning​ ​from​ ​its​ ​operational​ ​experiences​ ​are ​moving​ ​from​ ​systematic​ ​to​ ​aligned​. ​ ​Regular Check-Adjust​ ​happens​ ​at​ ​all​ ​levels,​ ​though​ ​recent​ ​feedback​ ​on​ ​employee​ ​surveys​ ​suggests​ ​there is​ ​an​ ​opportunity​ ​to​ ​strengthen​ ​employee​ ​involvement​ ​in​ ​some​ ​areas. ​ ​Further,​ ​to​ ​become​ ​fully integrated,​ ​the​ ​Shared​ ​Governance​ ​Action​ ​Project​ ​(4I3)​ ​is​ ​addressing​ ​the​ ​need​ ​for​ ​more​ ​effective ways​ ​of​ ​sharing​ ​our​ ​learning​ ​across​ ​units​ ​(6.1). The​ ​College​ ​has​ ​worked​ ​hard​ ​to​ ​create​ ​robust,​ ​aligned​ ​quality​ ​systems. ​ ​Multiple​ ​Action​ ​Projects and​ ​countless​ ​hours​ ​have​ ​gone​ ​into​ ​building​ ​and​ ​improving​ ​our​ ​culture​ ​of​ ​quality​ ​(6.2). ​ ​Many elements​ ​received​ ​consistently​ ​high​ ​marks​ ​in​ ​initial​ ​assessments. ​ ​However,​ ​in​ ​the​ ​2017​ ​IE Survey,​ ​scores​ ​were​ ​significantly​ ​lower​ ​on​ ​a​ ​number​ ​items​ ​compared​ ​to​ ​2014. ​ ​Open​ ​comments suggest​ ​that​ ​IE​ ​systems​ ​are​ ​working​ ​well​ ​for​ ​some​ ​areas​ ​or​ ​departments;​ ​however,​ ​for​ ​some, there​ ​is​ ​clearly​ ​a​ ​disconnect​ ​between​ ​how​ ​the​ ​systems​ ​are​ ​supposed​ ​to​ ​work​ ​and​ ​how​ ​they are actually​ ​working. ​ ​This​ ​is​ ​a​ ​critical​ ​area​ ​for​ ​the​ ​College​ ​to​ ​understand​ ​and​ ​address. ​ ​An important​ ​step​ ​in​ ​this​ ​effort​ ​is​ ​the​ ​recent​ ​launch​ ​of​ ​a​ ​newly-charged​ ​Leadership​ ​Group​ ​that​ ​meets monthly​ ​to: ● Discuss​ ​and​ ​review​ ​the​ ​alignment​ ​of​ ​the​ ​College’s​ ​strategic​ ​plan​ ​with​ ​the​ ​operational plans​ ​of​ ​each​ ​of​ ​the​ ​College’s​ ​departments​ ​and​ ​programs. ● Address​ ​college-wide​ ​issues​ ​that​ ​are​ ​raised​ ​by​ ​institutional​ ​research​ ​reports​ ​and​ ​other sources. ● Discuss​ ​linkages​ ​among​ ​all​ ​unit​ ​plans​ ​and​ ​initiatives​ ​to​ ​find​ ​opportunities​ ​for​ ​better coordination​ ​of​ ​work​ ​and​ ​resources​ ​to​ ​meet​ ​common​ ​goals. ● Serve​ ​as​ ​the​ ​primary​ ​college-wide​ ​group​ ​to​ ​enhance​ ​communication​ ​and​ ​engagement among​ ​the​ ​College’s​ ​units​ ​and​ ​between​ ​the​ ​unit​ ​leadership​ ​and​ ​the​ ​executive​ ​staff.

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6.1​ ​-​ ​Quality​ ​Improvement​ ​Initiatives HLC​ ​Overview

Quality​ ​Improvement​ ​Initiatives​ ​focuses​ ​on​ ​the​ ​Continuous​ ​Quality​ ​Improvement​ ​(CQI) initiatives​ ​the​ ​institution​ ​is​ ​engaged​ ​in​ ​and​ ​how​ ​they​ ​work​ ​together​ ​within​ ​the​ ​institution.

6P1:​ ​PROCESSES Describe​ ​the​ ​processes​ ​for​ ​determining​ ​and​ ​integrating​ ​CQI​ ​initiatives,​ ​and​ ​identify​ ​who​ ​is involved​ ​in​ ​those​ ​processes.​ ​This​ ​includes,​ ​but​ ​is​ ​not​ ​limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for the​ ​following: ● ●

Selecting,​ ​deploying​ ​and​ ​evaluating​ ​quality​ ​improvement​ ​initiatives Aligning​ ​the​ ​Systems​ ​Portfolio,​ ​Action​ ​Projects,​ ​Comprehensive​ ​Quality​ ​Review​ ​and Strategy​ ​Forums

6R1:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​continuous​ ​quality​ ​improvement​ ​initiatives?​ ​The​ ​results​ ​presented​ ​should be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​6P1.​ ​All​ ​data​ ​presented​ ​should​ ​include​ ​the​ ​population​ ​studied, response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief​ ​explanation​ ​of​ ​how​ ​often the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the​ ​results​ ​are​ ​shared. 6I1:​ ​IMPROVEMENT Based​ ​on​ ​6R1,​ ​what​ ​quality​ ​improvement​ ​initiatives​ ​have​ ​been​ ​implemented​ ​or​ ​will​ ​be implemented​ ​in​ ​the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

6P1:​ ​PROCESSES 6P1.1​ ​Selecting,​ ​deploying​ ​and​ ​evaluating​ ​quality​ ​improvement​ ​initiatives NMC​ ​recognized​ ​early​ ​in​ ​its​ ​quality​ ​journey​ ​that​ ​the​ ​organization​ ​should​ ​not​ ​use​ ​different processes​ ​for​ ​identifying​ ​Action​ ​Projects​ ​than​ ​it​ ​uses​ ​for​ ​determining​ ​other​ ​College​ ​priorities. Thus,​ ​Action​ ​Projects​ ​are​ ​a​ ​subset​ ​of​ ​the​ ​College’s​ ​priorities,​ ​informed​ ​by​ ​gaps​ ​identified​ ​in​ ​the Systems​ ​Portfolio​ ​and​ ​intentionally​ ​monitored​ ​on​ ​the​ ​strategic​ ​plan. The​ ​process​ ​for​ ​selecting,​ ​deploying,​ ​and​ ​evaluating​ ​all​ ​quality​ ​improvement​ ​efforts​​ ​follows the​ ​same​ ​steps:​ ​Grasp​ ​the​ ​situation,​ ​Plan,​ ​Do,​ ​Check,​ ​Adjust.​ ​ ​ ​(See​ ​Overview​.) While​ ​a​ ​small​ ​process​ ​adjustment​ ​may​ ​need​ ​only​ ​moments​ ​to​ ​complete​ ​these​ ​steps,​ ​College-wide initiatives​ ​such​ ​as​ ​strategic​ ​goals​ ​or​ ​Action​ ​Projects​ ​require​ ​months​ ​to years.

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Selecting​ ​CQI​ ​initiatives​​ ​begins​ ​with​ ​“grasping​ ​the​ ​situation”​ ​by​ ​reflecting​ ​on: ● Portfolio​ ​Assessments,​ ​Comprehensive​ ​Quality​ ​Reviews ● Institutional​ ​Effectiveness​ ​Criteria​ ​assessments,​ ​Strategic​ ​Plan​ ​metrics ● Environmental​ ​Scans ● Listening​ ​to: o Learners​ ​(informal​ ​and​ ​formal​ ​feedback) o The​ ​Community​ ​(surveys,​ ​advisory​ ​boards,​ ​informal​ ​feedback) o Employees​ ​(Employee​ ​Engagement​ ​Survey,​ ​small​ ​group​ ​meetings) ● End​ ​of​ ​year​ ​reviews​ ​at​ ​all​ ​levels​ ​in​ ​the​ ​Aligned​ ​Planning​ ​Process o Individual​ ​goals o Department​ ​goals,​ ​Program​ ​Review o Organization​ ​goals Potential​ ​CQI​ ​initiatives​ ​are​ ​identified​ ​then​ ​vetted​ ​through​ ​the ​Aligned​ ​Planning​​ ​and Decision-Making​ ​Processes​: ● ● ●

Which​ ​best​ ​fit​ ​the​ ​mission,​ ​vision,​ ​values​ ​of​ ​the​ ​College? Which​ ​will​ ​have​ ​the​ ​greatest​ ​impact? Which​ ​are​ ​the​ ​first​ ​priorities​ ​given​ ​windows​ ​of​ ​opportunity​ ​and​ ​available​ ​resources?

Those​ ​selected​ ​for​ ​implementation​ ​are​ ​deployed​ ​at​ ​the​ ​appropriate​ ​level​ ​(organization, department,​ ​or​ ​action​ ​project)​ ​and​ ​all​ ​follow​ ​a​ ​similar​ ​Plan-Do-Check-Adjust​ ​(PDCA) process​.

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Throughout​ ​PDCA,​ ​CQI​ ​initiative​ ​sponsors​ ​or​ ​teams​ ​continue​ ​to​ ​grasp​ ​the​ ​situation: ● What’s​ ​happening?​ ​What​ ​are​ ​we​ ​learning? ● Are​ ​conditions​ ​changing?​ ​What​ ​new​ ​information​ ​or​ ​opportunities​ ​are​ ​we​ ​seeing? ● What​ ​further​ ​adjustments​ ​should​ ​we​ ​consider? In​ ​addition​ ​to​ ​ongoing​ ​checks​ ​during​ ​implementation,​ ​each​ ​CQI​ ​initiative​ ​is​ ​ultimately evaluated​ ​based​ ​on​ ​outcomes.​​ ​Did​ ​we​ ​achieve​ ​the​ ​goal?​ ​Did​ ​we​ ​meet​ ​our​ ​target?​ ​If​ ​not,​ ​why not?​ ​What​ ​did​ ​we​ ​learn?​ ​The​ ​evaluation​ ​is​ ​documented​ ​in​ ​the​ ​Systems​ ​Portfolio,​ ​Action​ ​Project reports​ ​or​ ​other HLC​ ​reports,​ ​or​ ​on​ ​department​ ​or​ ​program​ ​review​ ​A3’s. The​ ​CQI​ ​Activities​ ​Table​ summarizes​ ​CQI​ ​Activities,​ ​who​ ​is​ ​involved​ ​in​ ​selection​ ​and deployment,​ ​and​ ​how​ ​the​ ​activity​ ​is​ ​evaluated.

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6P2.2​ ​Aligning​ ​the​ ​Systems​ ​Portfolio,​ ​Action​ ​Projects,​ ​Comprehensive​ ​Quality​ ​Review​ ​and Strategy​ ​Forums

Organizational​ ​measures​ ​and​ ​performance​ ​targets​ ​for​ ​each​ ​of​ ​the​ ​AQIP​ ​Categories​ ​are​ ​posted​ ​on an​ ​Intranet​ ​dashboard.​ ​These​ ​measures​ ​and​ ​targets​ ​are​ ​informed​ ​by the​ ​IE​ ​System​ ​-​ ​the​ ​Systems Portfolio,​ ​Action​ ​Projects,​ ​and​ ​Strategic​ ​Planning.​ ​A​ ​review​ ​of​ ​these​ ​longitudinal​ ​measures​ ​helps inform​ ​a​ ​project​ ​pool​ ​for​ ​continuous​ ​improvement​ ​and​ ​other​ ​strategic,​ ​program,​ ​or department-level​ ​goals.

6R1:​ ​RESULTS

Following​ ​is​ ​a​ ​summary​ ​of​ ​major​ ​CQI​ ​activity​ ​since​ ​the​ ​2013​ ​Portfolio: ●

●

●

●

●

Strengthening​ ​the​ ​evaluation​ ​and​ ​alignment​ ​of​ ​General​ ​Education​ ​Outcomes​​ ​and expanding​ ​analysis​ ​to​ ​the​ ​course​ ​level.​ ​ Through​ ​the​ ​Learning​ ​Outcomes​ ​Team​ ​Action Project​ ​(2014-2017),​ ​there​ ​has​ ​been​ ​significant​ ​progress. ​ ​This​ ​will​ ​continue​ ​to​ ​be​ ​an​ ​area of​ ​focus​ ​(1I1).​ ​ Improving​ ​how​ ​data/information​ ​is​ ​communicated.​​ ​ The​ ​Office​ ​of​ ​Research,​ ​Planning, and​ ​Effectiveness​ ​has​ ​made​ ​critical​ ​changes​ ​to​ ​its​ ​Intranet​ ​to​ ​make​ ​data/information easier​ ​to​ ​access​ ​and​ ​understand.​ ​Data/information​ ​management​ ​continues​ ​to​ ​be​ ​a challenge;​ ​next​ ​steps​ ​are​ ​described​ ​in​ ​4I3​ ​and​ ​5I1. Identifying​ ​the​ ​needs​ ​of​ ​underprepared​ ​students.​​ ​ The​ ​Enhancing​ ​Developmental Education​ ​Action​ ​Project​ ​(2012-2015),​ ​Learning​ ​Experiences​ ​Action​ ​Project (2012-2014),​ ​and​ ​NMC’s​ ​participation​ ​in​ ​Guided​ ​Pathways​ ​resulted​ ​in​ ​changes​ ​to processes​ ​for​ ​identifying​ ​and​ ​addressing​ ​student​ ​learning​ ​needs.​ ​ Work​ ​continues​ ​on increasing​ ​retention​ ​and​ ​completion​ ​for​ ​all​ ​students​ ​(2I1​ ​and​ ​2I2). Developing​ ​a​ ​more​ ​robust​ ​peer​ ​benchmarking​ ​process​​ ​and​ ​using​ ​the​ ​results​ ​for​ ​future improvement.​ ​ Since​ ​2014,​ ​the​ ​College​ ​has​ ​expanded​ ​its​ ​use​ ​of​ ​NCCBP​ ​benchmarking and​ ​has​ ​joined​ ​the​ ​AACC’s​ ​Voluntary​ ​Framework​ ​of​ ​Accountability​ ​for​ ​benchmarking student​ ​success​ ​data.​ ​ Descriptions​ ​of​ ​how​ ​the​ ​College​ ​uses​ ​benchmarking​ ​are​ ​found throughout​ ​the​ ​Portfolio. Continuing​ ​to​ ​strengthen​ ​and​ ​align​ ​processes​ ​in​ ​Category​ ​3​.​ ​Due​ ​to​ ​the​ ​work​ ​of​ ​the Talent​ ​Action​ ​Project​ ​(2009-2017),​ ​improvements​ ​have​ ​been​ ​made​ ​to​ ​workforce​ ​hiring, orientation,​ ​evaluation,​ ​and​ ​development.​ ​ A​ ​thorough​ ​review​ ​of​ ​benefits​ ​and compensation​ ​systems​ ​led​ ​to​ ​changes​ ​intended​ ​to​ ​improve​ ​internal​ ​equity​ ​and​ ​external competitiveness:​ ​continuous​ ​improvement​ ​is​ ​ongoing.​ ​ Ensuring​ ​meaningful​ ​recognition continues​ ​to​ ​be​ ​a​ ​challenge;​ ​therefore,​ ​a​ ​newly-charged​ ​Recognition​ ​Committee​ ​is working​ ​to​ ​create​ ​a​ ​more​ ​strategic​ ​approach​ ​to​ ​recognition​ ​across​ ​campus.

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6I1:​ ​IMPROVEMENTS In​ ​addition​ ​to​ ​ongoing​ ​work​ ​cited​ ​in​ ​6R1,​ ​the​ ​College​ ​has​ ​launched​ ​the​ ​following​ ​Action Projects: Shared​ ​governance.​​ ​ Multiple​ ​factors​ ​pointed​ ​to​ ​a​ ​need​ ​to​ ​review​ ​current​ ​structure​ ​and processes.​ ​An​ ​Action​ ​Project​ ​was​ ​launched​ ​in​ ​May​ ​2017,​ ​and​ ​a​ ​newly-charged Leadership​ ​Team​ ​has​ ​started​ ​meeting​ ​monthly​ ​(4I3).​ ​ ● Experiential​ ​Learning.​ ​ An​ ​Action​ ​Project​ ​was​ ​launched​ ​in​ ​March​ ​2017​ ​with​ ​a​ ​goal​ ​to expand​ ​the​ ​use​ ​of​ ​experiential​ ​learning​ ​so​ ​that​ ​all​ ​NMC​ ​learners​ ​will​ ​be​ ​touched​ ​by​ ​this pedagogy,​ ​not​ ​just​ ​in​ ​the​ ​classroom,​ ​but​ ​in​ ​student/staff​ ​touchpoints​ ​as​ ​well. ●

Sources ● ● ● ● ● ●

4.2​ ​A3​ ​Template 4.2​ ​Aligned​ ​Planning​ ​Process 4.2​ ​Decision​ ​Making​ ​Process Continuous​ ​Quality​ ​Improvement​ ​Overview CQI​ ​Activities​ ​Table PDCA​ ​Process

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6.2​ ​-​ ​Culture​ ​of​ ​Quality HLC​ ​Overview

Culture​ ​of​ ​Quality​ ​focuses​ ​on​ ​how​ ​the​ ​institution​ ​integrates​ ​continuous​ ​quality​ ​improvement​ ​into its​ ​culture.​ ​The​ ​institution​ ​should​ ​provide​ ​evidence​ ​for​ ​Core​ ​Component​ ​5.D.​ ​in​ ​this​ ​section. 6P2:​ ​PROCESSES Describe​ ​how​ ​a​ ​culture​ ​of​ ​quality​ ​is​ ​ensured​ ​within​ ​the​ ​institution.​ ​This​ ​includes,​ ​but​ ​is​ ​not limited​ ​to,​ ​descriptions​ ​of​ ​key​ ​processes​ ​for​ ​the​ ​following:

Developing​ ​an​ ​infrastructure​ ​and​ ​providing​ ​resources​ ​to​ ​support​ ​a​ ​culture​ ​of​ ​quality Ensuring​ ​continuous​ ​quality​ ​improvement​ ​is​ ​making​ ​an​ ​evident​ ​and​ ​widely​ ​understood impact​ ​on​ ​institutional​ ​culture​ ​and​ ​operations​ ​(5.D.1) ● Ensuring​ ​the​ ​institution​ ​learns​ ​from​ ​its​ ​experiences​ ​with​ ​CQI​ ​initiatives​ ​(5.D.2) ● Reviewing,​ ​reaffirming​ ​and​ ​understanding​ ​the​ ​role​ ​and​ ​vitality​ ​of​ ​the​ ​AQIP​ ​Pathway within​ ​the​ ​institution ● ●

6R2:​ ​RESULTS What​ ​are​ ​the​ ​results​ ​for​ ​continuous​ ​quality​ ​improvement​ ​to​ ​evidence​ ​a​ ​culture​ ​of​ ​quality?​ ​The results​ ​presented​ ​should​ ​be​ ​for​ ​the​ ​processes​ ​identified​ ​in​ ​6P2.​ ​All​ ​data​ ​presented​ ​should​ ​include the​ ​population​ ​studied,​ ​the​ ​response​ ​rate​ ​and​ ​sample​ ​size.​ ​All​ ​results​ ​should​ ​also​ ​include​ ​a​ ​brief explanation​ ​of​ ​how​ ​often​ ​the​ ​data​ ​is​ ​collected,​ ​who​ ​is​ ​involved​ ​in​ ​collecting​ ​the​ ​data​ ​and​ ​how​ ​the results​ ​are​ ​shared. 6I2:​ ​IMPROVEMENT Based​ ​on​ ​6R2,​ ​what​ ​process​ ​improvements​ ​to​ ​the​ ​quality​ ​culture​ ​have​ ​been​ ​implemented​ ​or​ ​will be​ ​implemented​ ​in​ ​the​ ​next​ ​one​ ​to​ ​three​ ​years? NMC​ ​Responses

6P2:​ ​PROCESSES

6P2.1​ ​Developing​ ​an​ ​infrastructure​ ​and​ ​providing​ ​resources​ ​to​ ​support​ ​a​ ​culture​ ​of​ ​quality An​ ​important​ ​early​ ​infrastructure​ ​investment​ ​to​ ​support​ ​a​ ​culture​ ​of​ ​quality​ ​was​ ​creating​ ​the Office​ ​of​ ​Research,​ ​Planning​ ​&​ ​Effectiveness​ ​(ORPE)​ ​in​ ​2008.​ ​ORPE​ ​oversees​ ​the​ ​research agenda​ ​of​ ​the​ ​College,​ ​and​ ​its Intranet serves​ ​as​ ​a​ ​central​ ​source​ ​for​ ​data,​ ​reports,​ ​and​ ​other essential​ ​quality​ ​information.​ ​ORPE​ ​personnel​ ​continue​ ​to​ ​make​ ​improvements​ ​to​ ​dashboards and​ ​reporting​ ​capabilities.

NMC​ ​implemented​ ​its ​aligned​ ​planning​ ​process​​ ​in​ ​2011​ ​(4P2).​ ​Aligned​ ​planning​ ​has​ ​improved communication​ ​both​ ​horizontally​ ​and​ ​vertically,​ ​resulting​ ​in​ ​operational​ ​action​ ​plans​ ​that​ ​are better​ ​aligned​ ​with​ ​the​ ​College’s​ ​strategic​ ​goals.​ ​The​ ​Plan-Do-Check-Adjust​ ​(PDCA)​ ​process underlying​ ​aligned​ ​planning​ ​has​ ​infiltrated​ ​NMC​ ​culture​ ​so​ ​that​ ​it​ ​is​ ​present​ ​in​ ​virtually​ ​all processes. 178

All​ ​new​ ​employees​ ​receive​ ​orientation​ ​to​ ​NMC’s​ ​culture​ ​of​ ​continuous​ ​improvement​ ​(3P1). Additionally,​ ​the​ ​Professional​ ​Development​ ​Institute​ ​provides​ ​a​ ​mix​ ​of​ ​online​ ​and​ ​face-to-face training​ ​in​ ​aligned​ ​planning,​ ​measuring​ ​results,​ ​continuous​ ​improvement​ ​and​ ​problem​ ​solving,​ ​as well​ ​as​ ​an​ ​orientation​ ​to​ ​specific​ ​training​ ​in​ ​lean​ ​processes​ ​and​ ​tools.​ ​While​ ​open​ ​to​ ​all employees,​ ​many​ ​of​ ​these​ ​courses​ ​are​ ​now​ ​a​ ​required​ ​part​ ​of​ ​new​ ​supervisor​ ​orientation. The​ ​College​ ​further​ ​supports​ ​continuous​ ​improvement​ ​with​ ​standardized​ ​tools​ ​such​ ​as ​A3 Templates​ and​ ​Project​ ​Charter​ ​templates​ used​ ​for​ ​operational​ ​plans,​ ​program​ ​review,​ ​and​ ​project planning. ​ ​To​ ​support​ ​Action​ ​Projects,​ ​the​ ​College​ ​may​ ​provide​ ​release​ ​time​ ​for​ ​faculty​ ​or​ ​staff to​ ​ensure​ ​adequate​ ​time​ ​to​ ​accomplish​ ​project​ ​goals. 6P2.2​ ​Ensuring​ ​continuous​ ​quality​ ​improvement​ ​is​ ​making​ ​an​ ​evident​ ​and​ ​widely understood​ ​impact​ ​on​ ​institutional​ ​culture​ ​and​ ​operations (5.D.1)

PDCA is​ ​the​ ​foundation​ ​for​ ​aligned​ ​planning,​ ​for​ ​identifying​ ​specific​ ​areas​ ​for​ ​improvement through​ ​Action​ ​Projects,​ ​and​ ​for​ ​daily​ ​incremental​ ​improvements​ ​in​ ​the​ ​classroom,​ ​service​ ​areas, and​ ​administrative​ ​units.​ ​All​ ​employees​ ​are​ ​involved​ ​in​ ​CQI​ ​efforts,​ ​at​ ​the​ ​individual​ ​and department​ ​level,​ ​and​ ​many​ ​are​ ​part​ ​of​ ​cross-functional​ ​teams.​ ​Requiring​ ​all​ ​employee, department,​ ​Action​ ​Project,​ ​and​ ​organization-wide​ ​goals​ ​to​ ​be​ ​specific,​ ​measurable,​ ​achievable, realistic,​ ​and​ ​timely​ ​(SMART)​ ​and​ ​to​ ​have​ ​clear​ ​outcomes, helps​ ​assumptions,​ ​evaluate​ ​the impact​ ​of​ ​their​ ​efforts,​ ​and​ ​adjust​ ​as​ ​needed.​ ​Documenting​ ​outcomes​ ​and​ ​reflections/learning points​ ​is​ ​built​ ​into​ ​all​ ​CQI​ ​efforts. ​(5.D.1) In​ ​the​ ​most​ ​recent​​ ​Employee​ ​Engagement​ ​Survey​,​ ​98%​ ​of​ ​respondents​ ​Strongly​ ​Agree​ ​or​ ​Agree that​ ​“I​ ​am​ ​committed​ ​to​ ​continuous​ ​improvement​ ​in​ ​my​ ​work.”​ ​while​ ​85% agreed​ ​with​ ​“I​ ​offer suggestions​ ​to​ ​improve​ ​daily​ ​tasks​ ​or​ ​processes.” 6P2.3​ ​Ensuring​ ​the​ ​institution​ ​learns​ ​from​ ​its​ ​experiences​ ​with​ ​CQI​ ​initiatives (5.D.2)

The​ ​discipline​ ​of​ ​reflection​ ​on​ ​learning​ ​is​ ​systemic,​ ​supported​ ​by​ ​standardized​ ​processes​ ​and tools.​ ​All​ ​continuous​ ​improvement​ ​planning​ ​and​ ​report​ ​documents​ ​have​ ​a​ ​space​ ​to​ ​record reflections. Project​ ​teams​ ​record​ ​lessons​ ​learned​ ​as​ ​part​ ​of​ ​closing​ ​the​ ​project.​ ​Departments capture​ ​learning​ ​points​ ​from​ ​the​ ​prior​ ​year​ ​as​ ​they​ ​plan​ ​for​ ​the​ ​coming​ ​year (​A3​ ​Template​). Individuals​ ​document​ ​lessons​ ​learned​ ​as​ ​they​ ​evaluate​ ​goal​ ​progress​ ​and​ ​set​ ​new​ ​goals​ ​during annual​ ​reviews.​ ​The​ ​College​ ​has​ ​worked​ ​to​ ​emphasize​ ​that​ ​learning​ ​from​ ​failure​ ​is​ ​just​ ​as important​ ​as​ ​learning​ ​from​ ​success. ​(5.D.2)

Sharing​ ​that​ ​learning​ ​across​ ​the​ ​organization​ ​happens​ ​informally​ ​through​ ​committee​ ​meetings, conversations​ ​with​ ​colleagues,​ ​and​ ​learning​ ​communities​ ​and​ ​more​ ​formally​ ​through​ ​reports​ ​to the​ ​Board​ ​of​ ​Trustees,​ ​Fall​ ​Conference​ ​sessions,​ ​the​ ​Foundations​ ​of​ ​Leadership​ ​cohort​ ​sessions, and​ ​through​ ​all-campus​ ​orientation​ ​tours. ​(5.D.2) 6P2.​ ​4​ ​Reviewing,​ ​reaffirming​ ​and​ ​understanding​ ​the​ ​role​ ​and​ ​vitality​ ​of​ ​the​ ​AQIP Pathway​ ​within​ ​the​ ​institution

NMC​ ​chose​ ​the​ ​AQIP​ ​Pathway​ ​in​ ​2005​ ​because​ ​it​ ​supported​ ​the​ ​College’s​ ​commitment​ ​to quality​ ​and​ ​its​ ​efforts​ ​to​ ​build​ ​a​ ​culture​ ​of​ ​continuous​ ​improvement.​ ​Requiring​ ​annual​ ​reports, on-going​ ​Action​ ​Projects,​ ​and​ ​more​ ​frequent​ ​comprehensive​ ​assessments​ ​has​ ​truly​ ​helped​ ​move the​ ​college​ ​from​ ​a​ ​“business-as-usual-then-scramble-every-ten-years”​ ​organization​ ​to​ ​one 179

grounded​ ​in​ ​continuous​ ​improvement. PDCA​ ​has​ ​become​ ​part​ ​of​ ​the​ ​DNA​ ​of​ ​the​ ​College​ ​and happens​ ​at​ ​all​ ​levels.

6R2:​ ​RESULTS

Evidence​ ​of​ ​results​ ​in​ ​NMC’s​ ​quality​ ​improvement​ ​efforts​ ​over​ ​the​ ​last​ ​four​ ​years​ ​can​ ​be​ ​found in​ ​President​ ​Reports​ ​to​ ​the​ ​Board​ ​of​ ​Trustees,​ ​Action​ ​Project​ ​Reports,​ ​and​ ​throughout ​Program Review​ ​and​ ​Department​ ​A3​ ​Planning​ ​documents​ ​(5.D.1)​.​ ​Here​ ​is​ ​a​ ​small​ ​sample: ● ● ●

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Retention,​ ​Persistence​ ​and​ ​Completion​ ​results​ ​show​ ​a​ ​mostly​ ​positive​ ​trending​ ​over​ ​the past​ ​three​ ​years​ ​(2R2). Exceeding​ ​external​ ​benchmarks​ ​for​ ​Technical​ ​Skills​ ​Attainment​ ​in​ ​all​ ​but​ ​one​ ​program area​ ​(1R2). Consistently​ ​meeting​ ​or​ ​exceeding​ ​a​ ​high​ ​95%​ ​satisfaction​ ​target​ ​with​ ​“academic reputation”​ ​“responding​ ​to​ ​the​ ​learning​ ​needs​ ​of​ ​the​ ​community,”​ ​“overall​ ​reputation” and​ ​“value​ ​of​ ​an​ ​NMC​ ​education”​ ​(2R3). Among​ ​15%​ ​of​ ​colleges​ ​in​ ​the​ ​United​ ​States​ ​designated​ ​as​ ​a​ ​military-friendly​ ​school​ ​and nominated​ ​as​ ​one​ ​of​ ​the​ ​top​ ​five​ ​“Best​ ​for​ ​Vets”​ ​community​ ​colleges​ ​nationwide​ ​(2.1). Developed​ ​a​ ​number​ ​of​ ​nationally-recognized​ ​programs​ ​drawing​ ​learners​ ​from​ ​around the​ ​world,​ ​e.g.​ ​a​ ​BS​ ​in​ ​Freshwater​ ​Science​ ​and​ ​Sustainability,​ ​the​ ​only​ ​degree​ ​of​ ​its​ ​kind in​ ​the​ ​United​ ​States,​ ​through​ ​a​ ​unique​ ​partnership​ ​with​ ​Western​ ​Michigan​ ​University (1.3). The​ ​College​ ​has​ ​consistently​ ​received​ ​a​ ​clean​ ​opinion​ ​with​ ​no​ ​findings​ ​in​ ​annual financial​ ​audits,​ ​the​ ​highest​ ​opinion​ ​an​ ​audit​ ​can​ ​receive​ ​(5R2). 180

Institutional​ ​Effectiveness​ ​Survey

The​ ​College​ ​has​ ​gathered​ ​feedback​ ​on​ ​IE​ ​systems​ ​through​ ​a​ ​survey​ ​administered​ ​to​ ​members​ ​of the​ ​Leadership​ ​Group​ ​in​ ​2012,​ ​2014,​ ​and​ ​2017.​ ​Many​ ​elements​ ​received​ ​consistently​ ​high​ ​marks in​ ​initial​ ​assessments.​ ​However,​ ​in​ ​the​ ​2017​ ​IE​ ​Survey​,​ ​scores​ ​were​ ​significantly​ ​lower​ ​on​ ​a number​ ​items​ ​compared​ ​to​ ​2014.​ ​Open​ ​comments​ ​suggest​ ​that​ ​while​ ​IE​ ​systems​ ​are​ ​working well​ ​for​ ​some​ ​areas​ ​or​ ​departments,​ ​there​ ​is​ ​clearly​ ​a​ ​disconnect​ ​between​ ​how​ ​the​ ​systems​ ​are supposed​ ​to​ ​work​ ​and​ ​how​ ​they​ ​are,​ ​in​ ​fact,​ ​operating​ ​for​ ​some.​ ​This​ ​is​ ​a​ ​critical​ ​area​ ​for​ ​the College​ ​to​ ​understand​ ​and​ ​address.

6I2:​ ​IMPROVEMENTS

The​ ​College​ ​recently​ ​launched​ ​a​ ​newly-charged ​Leadership​ ​Group​​ ​that​ ​meets​ ​monthly​ ​to: Discuss​ ​and​ ​review​ ​the​ ​alignment​ ​of​ ​the​ ​College’s​ ​strategic​ ​plan​ ​with​ ​the​ ​operational plans​ ​of​ ​each​ ​of​ ​the​ ​College’s​ ​departments​ ​and​ ​programs. ● Address​ ​College-wide​ ​issues​ ​that​ ​are​ ​raised​ ​by​ ​institutional​ ​research​ ​reports​ ​and​ ​other sources ● Discuss​ ​linkages​ ​among​ ​all​ ​unit​ ​plans​ ​and​ ​initiatives​ ​to​ ​find​ ​opportunities​ ​for​ ​better coordination​ ​of​ ​work​ ​and​ ​resources​ ​to​ ​meet​ ​common​ ​goals. ● Serve​ ​as​ ​the​ ​primary​ ​College-wide​ ​group​ ​to​ ​enhance​ ​communication​ ​and​ ​engagement among​ ​the​ ​College’s​ ​units​ ​and​ ​between​ ​the​ ​unit​ ​leadership​ ​and​ ​the​ ​executive​ ​staff. ●

We​ ​expect​ ​this​ ​process​ ​to​ ​have​ ​a​ ​significant​ ​impact​ ​on​ ​strengthening​ ​our​ ​culture​ ​of​ ​quality. Sources ● ● ● ● ● ● ● ● ●

4.2​ ​A3​ ​Template 4.2​ ​Aligned​ ​Planning​ ​Process 4.3​ ​Leadership​ ​Group​ ​Intranet​ ​page Continuous​ ​Quality​ ​Improvement​ ​Overview Employee​ ​Engagement​ ​Survey​ ​2016 IE​ ​Survey​ ​Report​ ​2017 IE​ ​Survey​ ​Report​ ​2017​ ​(page​ ​number​ ​11) Operational​ ​A3s-Program​ ​Reviews​ ​Intranet​ ​Page Project​ ​Charter​ ​Template

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