Guiding Principles for Macomb Community College

Transcription

1 Guiding Principles for Macomb Community College Macomb Community College Education Enrichment Economic Development

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3 Guiding Principles for Macomb Community College The Board of Trustees, as the elected voice of the community, is committed to achieving the Vision and Mission of Macomb Community College. The Core Values, Organizational Philosophy, and Planning Strategies contained in this booklet provide evidence of the Board of Trustees desire to govern the College in the best interests of its students and and supports the actions necessary for the College to continue to enhance both individual growth and social improvement. BOARD OF TRUSTEES Nancy Falcone Sullivan Chairperson Christine Bonkowski Vice Chairperson Connie Bolanowski Secretary Roseanne DiMaria Treasurer Frank DeSantis Trustee Joseph DeSantis Trustee James F. Kelly Trustee Albert L. Lorenzo College President Macomb Community College Education Enrichment Economic Development Twelve Mile Road Warren, MI Approved by the Board of Trustees December 20,

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5 Macomb Community College Vision Macomb will continue to be a leading edge community college and the community s preferred choice for lifelong learning, cultural enrichment, and community development opportunities. Mission As a publicly funded and community-based institution of higher education, Macomb Community College provides a comprehensive program of high-quality educational, enrichment, and economic development experiences designed to promote individual growth and social improvement. Organizational Goals and Purposes Macomb Community College endeavors to maintain open, affordable, and lifelong access to an integrated continuum of learner-centered educational opportunities, personal enrichment experiences, and community development programs, including: Transfer Education, designed to offer courses that parallel university curricula and prepare students successfully to pursue a baccalaureate degree. Career Preparation, designed to prepare and qualify students for immediate employment and ongoing success in the world of work. Learning Outreach, designed to provide alternative delivery systems, personalized options, and community-based learning opportunities. Advanced Studies, designed to enable students to complete baccalaureate degrees, with colleges, universities, and professional associations. Student and Community Enrichment, designed to provide artistic, athletic, cultural, co-curricular and personal enrichment experiences, and related community development programs. Economic and Workforce Development, designed to deliver customized learning experiences, specialized business support services, and continuing education offerings that rapidly respond to business and community needs. Student Success Services, designed to improve academic achievement, persistence, and the attainment of educational goals. 3

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7 CORE VALUES Since Macomb Community College s founding more than half a century ago, it has developed into a trusted and indispensable community resource. The following values represent the College s deeply held beliefs. Excellence In all learning experiences In governance and management systems In individual and group performance Contribution To the expanding body of knowledge To the advancement of our professions To the enrichment of our society and the economic vitality of our community Responsiveness To changing environments To current and emerging student and community needs To the capacity of human and technological potential Leadership In creating a shared vision and mission In acting with integrity and professionalism In serving the community Innovation In inspiring creativity and peak performance In generating momentum for advancement and continuous improvement In strategically shaping the future 5

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9 Organizational Philosophy shared beliefs and behaviors that shape and sustain our culture. This statement of philosophy offers guidance on how we should interact with each other and those we serve. It is based upon a holistic perspective and provides a foundation for the development of College policies, procedures, and standards. We recognize the importance of the various components of the College and value the contribution each area makes in shaping the organization as a whole. Similarly, we realize that the College is a part of a broader community and as a result, understand how our collective actions affect the well being of the community we serve. Respect We value one another s contributions and strive to cultivate a respectful, inclusive environment. We encourage multiple views and ideas within our campus community, recognizing the importance of varying perspectives for institutional success and renewal. Integrity We act with integrity, striving to be open and honest in our interactions, exercising fair judgments, and honoring our commitments. We demonstrate that we are responsible stewards of the resources and trust granted to us by the community we serve. Communication We recognize the important role that communications play in fostering understanding and credibility both within our organization and externally with our constituencies. We aim for accuracy, clarity, insight, and courtesy in all forms of communications. Diversity We value diversity, respect individual differences, and strive to cultivate an inclusive, accessible, and welcoming environment. We work to increase awareness and understanding of different cultural contexts among staff, students and community, and seek to develop curriculum and support services through a multicultural lens. Service We believe that as individuals we contribute to the success of the College and through our daily actions, we affect the overall quality of experiences and perceptions of the College. We support professional standards for service to students and clients while reinforcing these standards through training programs and performance measures. Empowerment We broadly share with each other our College s Mission, Core Values, Organizational Philosophy, and strategic goals so that we have a clear sense of institutional priorities, roles, responsibilities and timelines. foster a climate of achievement by creating opportunities for continuous learning and professional development. 7

10 EMPHASIS ON LEARNING designed to prepare students for real-world experiences and employment challenges. Embedded in all courses are educational experiences that reinforce a student s understanding of technology, critical thinking, mathematics, communications, and globalization and diversity. Common Degree Outcomes* Macomb Community College is committed to the continual improvement of teaching and learning. environment within which students will realize their educational goals. Therefore, associate degree recipients are expected to meet the following outcomes as appropriate to the student s program. The graduate can integrate the knowledge and technological skills necessary to be a successful learner. The student will be able to utilize technology to generate work and effectively communicate with others. The student can locate, analyze, evaluate, and critique information resources. The student will be able to responsibly and ethically use and properly attribute information resources. The graduate can demonstrate how to think competently. The student will be able to identify problems, approach them systematically, and explore viable solutions. The student will be able to evaluate the reasoning and arguments and evidence offered by others. The graduate can demonstrate how to employ mathematical knowledge. The student can apply the concepts of math. The student can use quantitative data in everyday life. The student can evaluate quantitative information. The graduate can demonstrate how to communicate competently. The student s written and oral work is organized, and the development is appropriate to the task and to the arguments presented by the student. The student can clearly distinguish between his ideas and those of others in both written and oral communication. The student s written work follows the conventions of standard written English in punctuation, grammar, and spelling. The graduate is sensitive to issues relating to a diverse, global society. The student will have an understanding and appreciation of multicultural factors and their personal, pro- societal and international impact. The student will have an understanding and appreciation of diverse geographical, historical, sociological, and psychological viewpoints. * Approved by the Curriculum Committee, May 2005 Refer to Macomb Intranet Learning Unit Guidelines 8

11 GUIDELINES FOR STUDENT SUCCESS Students seeking a college education come to the community college with a broad spectrum of needs. Being true to its mission, Macomb Community College embraces an open door philosophy and welcomes students with diverse backgrounds and capabilities. To that end, the College fully supports student success strategies and attempts to guide students through the completion of their educational goals. Ultimately, the College s goal is to position students for success. However to achieve this goal effectively, the organization must continuously balance its commitment to be academically sound, accessible, constituent focused, and barrier free. Maintaining a focus on student success, while simultaneously satisfying these multiple priorities, requires the College to apply the following beliefs when offering support services to students. Faculty play an important role in supporting student success. Resources should be maximized to meet the needs of the greatest number of students. When possible, students should be empowered to plan for their future. The college should counsel, advise, and support students in their academic endeavors. In limited cases, this includes restricting students from certain activities and programs. Students should avail themselves of college resources that support student success. Checkpoints in the system, or perceived barriers, should provide a meaningful valueadded purpose. Intervention activities should be monitored for effectiveness and continuous improvement. Refer to Macomb Intranet Learning Unit Guidelines 9

12 Shaping the College s Future PLANNING STRATEGIES To remain viable and competitive in an age of rapid change, Macomb Community College s leader- and supported by the Board of Trustees, the team embraces a strategic planning philosophy that is forward looking and responsive to a changing environment. This proactive philosophy is built upon the key fundamental concepts of awareness and agility awareness of environmental and societal trends and the agility to respond in a timely and meaningful way. To maximize the College s overall effectiveness, three unique strategies form the basis for the College s approach to strategic planning: The Mission Strand Leadership Concept A Leading Edge Strategies Approach Collectively these three elements combine to form a framework for planning that has effectively guided the College during the past decade. Refreshed regularly, this framework serves as a solid foundation for positioning Macomb Community College for the future. It is widely understood, embraced, and applied throughout the organization by College staff. FOCUS ON MISSION MISSION LEADERS The Mission Strand Leadership Concept, conceived in 1995, is designed to focus the College s leadership team on the core areas cited in the Mission Statement. This concept serves to broaden the College s strategic leadership expertise and provides a means for linking organizational leadership and structure with planning and budgeting processes. Through the Mission Strand Leadership Concept the College seeks to: Improve overall mission effectiveness Hasten the implementation of concurrent change and advancement initiatives Better align staff effort around the basic purposes for which the College exists. The mission leadership strategy aligns executive leadership with each mission strand. Mission Leaders, by becoming resident experts and visible champions, are expected to create and sustain a dynamic environment by assuming responsibility for formulating and implementing the strategic directions for their particular mission strand. Ultimately the College s Board of Trustees and the President are responsible for advancing the College s mission. However, within this context, individual Mission Leaders enjoy a unique position 10

13 MISSION STRANDS Transfer Education Career Preparation Learning Outreach Advanced Studies Student and Community Enrichment Economic and Workforce Development Student Success Services MISSION LEADERS Vice Provost Arts and Sciences Vice Provost Career Programs Vice Provost Learning Outreach Vice President University Center Vice President Student and Community Relations Vice Provost Economic and Workforce Development Vice Provost Student and Learning Development The College s mission strands generally focus on serving external constituencies. However, within the organization there are a number of units whose primary role is to provide services that support the delivery of mission related activities. While these services may be less visible to the public, they are no less essential to the College s success. As a result, a parallel system for deploying strategic Service Leaders for the College. THE STRATEGIC GUIDANCE PROCESS Macomb s approach to planning. This process consists of several guiding principles that assure connectivity to the community, provide a foundation for organizational thinking, and attempt to better organizational commitment to the following: All planning emanates from the College s mission and social purpose. Organizational planning and development is built upon an outside in approach. Strategic planning at Macomb is a continuous process, not a periodic task. Ongoing environmental scanning and organizational assessment shape the strategic directions and initiatives of the College. Organizational units are empowered to develop implementation plans. Resource availability College s current levels of performance and the external factors that may potentially impact the College s mission. From this examination emerges a plan that is designed to advance Macomb s effectiveness. 11

14 LEADING EDGE STRATEGIES Macomb Community College prides itself on its accomplishments in higher education, as well as its numerous contributions to the community. These actions are a result of a proactive strategy that enables the College to function as a leading edge organization. Leading Edge Strategies the approach the College takes in shaping strategic direction help to maintain the uniqueness of Macomb. This proactive approach provides a meaningful focus for staff while promoting high levels of organizational effectiveness. Such strategies include: Maintaining an Adaptive Policy Environment The College utilizes a multi-level policy structure that includes the Board of Trustees, administrative leadership, and departmental staff. This supportive environment provides for maximum oversight. Providing for a Continuum of Learning The College recognizes the value and importance of all learning and strives to develop a lifelong relationship with all learners. Particular emphasis is placed on facilitating seamless student transitions from one learning experience to another. Promoting a Culture of Evidence The College is committed to continuous improvement guided by quality and performance indicators. It continually monitors stakeholder attitudes and opinions and alters strategies accordingly. When setting direction, staff are encouraged to make decisions based upon data. Placing a Priority on Partnerships The College strives to engage capable and respected partners to advance ongoing programs and strategic initiatives. It recognizes that value-added synergy develops through such collaboration. Assuring Long-Term Financial Stability and Strategic Investment Capability reserves in both operating and capital funds while establishing a unique Strategic Initiative Fund to support new venture projects. 12

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16 BOARD OF TRUSTEES Nancy Falcone Sullivan Chairperson Christine Bonkowski Vice Chairperson Connie Bolanowski Secretary Roseanne DiMaria Treasurer Frank DeSantis Trustee Joseph DeSantis Trustee James F. Kelly Trustee Albert L. Lorenzo College President