O1 Goals for Student Learning, Academic Climate, Key Systems and Programs.
O2 Key Non-Instructional Services and Programs.
O3 Short- and Long-Term Requirements and Expectations of Students and Stakeholders.
O4 Administrative, Faculty, and Staff Human Resources.
O5 Alignment of Processes and Mission/Policies/Requirements.
O6 Alignment of Administrative Support and Mission.
O7 Collection and Distribution of Data/Information.
O8 Commitments, Constraints, Challenges and Opportunities.
O9 Key Partnerships and Collaborations.

1P1 and 1P2 Student Learning and Development Objectives.
1P3 Design of New Programs.
1P4 Responsiveness in Program Design.
1P5 and 1P6 Required Student Preparation.
1P7 Advising and Program Selection for Students.
1P8 Underprepared Students.
1P9 Detecting and Addressing Different Learning Styles.
1P10 Special Needs of Student Subgroups.
1P11 Effective Teaching and Learning.
1P12 Design of Course Delivery System.
1P13 and 1P14 Currency of Programs and Courses.
1P15 Determination of Learning Support Needs.
1P16 Alignment of Co-Curricular and Curriculum Goals.
1P17 Degrees and Certificates.
1P18 Assessment of Student Learning.
1R1 and 1R2 Measurement and Performance Results for Student Learning and Development.
1R3 Program Performance Results.
1R4 Evidence of Acquired Knowledge and Skill.
1R5 Learning Support Performance Results.
1R6 Benchmarking Results for Helping Students Learn.
1I1 Recent Improvements in Helping Students Learn.
1I2 Improvement Efforts for Helping Students Learn.

2P1 Design and Operation of Key Non-Instructional Processes.
2P2 and 2P3 Development of Non-Instructional Objectives.
2P4 Assessment and Review of Non-Instructional Objectives.
2P5 and 2P6 Faculty/Staff Needs for Other Objectives.
2R1 and 2R2 Measures and Performance Results for Non-Instructional Objectives.
2R3 Benchmarking Results for Other Distinctive Objectives.
2R4 Impact of Other Distinctive Objectives on MCC and External Environment.
2I1 Recent Improvements in Accomplishing Other Distinctive Objectives.
2I2 Improvement Efforts for Accomplishing Other Distinctive Objectives.

3P1 Identification of Changing Student Needs.
3P2 Student Relationships.
3P3 and 3P4 Stakeholder Group Needs and Relationships.
3P5 Student and Stakeholder Targeting.
3P6 Student and Stakeholder Complaint Processes.
3R1 Student and Stakeholder Satisfaction.
3R2 Results for Student and Stakeholder Satisfaction.
3R3 Performance Results for Student Relationships.
3R4 and 3R5 Performance Results for Stakeholder Relationships.
3R6 Results Comparisons for Understanding Student and Stakeholder Needs.
3I1 Recent Improvements in Understanding Student and Stakeholder Needs.
3I2 Improvement Efforts for Understanding Student and Stakeholder Needs.

4P1 and 4P2 Credentials, Skills and Values of MCC Employees.
4P3 and 4P4 Employee Recruitment, Hiring, Orientation and Retention.
4P5 Human Resources Planning.
4P6 Organizational Productivity and Employee Satisfaction.
4P7 Ethical Practices of Employees.
4P8 and 4P9 Employee Training Needs.
4P10 Employee Performance Evaluation.
4P11 Employee Recognition, Reward, Compensation and Benefits.
4P12 Motivation of Faculty, Staff and Administrators.
4P13 Employee Satisfaction, Health and Safety.
4R1 and 4R2 Measures and Performance Results for Valuing People.
4R3 Evidence of Employee Productivity and Effectiveness.
4R4 Benchmarking Results for Valuing People.
4I1 Recent Improvements in Valuing People.
4I2 Improvement Efforts for Valuing People.

5P1 MCC’s Mission, Vision and Values.
5P2 and 5P3 Leadership Direction Toward Mission, Vision, and Values.
5P4 Seeking Future Opportunities.
5P5 Organizational Decision Making.
5P6 Use of Data in Decision Making.
5P7 and 5P8 Internal Communication.
5P9 Leadership Development.
5P10 Maintenance of Mission, Vision and Values.
5R1 and 5R2 Measures and Results for Leading and Communicating.
5R3 Benchmarking Leading and Communicating.
5I1 Recent Improvements in Leading and Communicating.
5I2 Improvement Efforts for Leading and Communicating.

6P1 Support Service Needs of Students and Stakeholder Groups.
6P2 Identification of Support Service Needs.
6P3 Processes for Physical Safety and Security.
6P4 Key Support Service Processes.
6P5 Documentation of Support Processes.
6R1 and 6R2 Results for Student and Institutional Support Services.
6R3 Results for Administrative Support Services.
6R4 Use of Information to Improve Support Services.
6R5 Benchmarking Support for Organizational Operations.
6I1 Recent Improvements in Supporting Organizational Operations.
6I2 Improvement Efforts for Supporting Organizational Operations.

7P1 Selection, Management and Distribution of Data.
7P2 Data Support for Planning and Improvement.
7P3 Collection, Storage, and Accessibility of Data.
7P4 Analysis of Performance Data.
7P5 Comparative Data.
7P6 Alignment of Data Analysis With Organizational Goals.
7P7 Information Systems and Processes.
7R1 Measures of Knowledge Management.
7R2 and 7R3 Results for Measuring Effectiveness.
7I1 Recent Improvements in Measuring Effectiveness.
7I2 Improvement Efforts for Measuring Effectiveness.

8P1 MCC’s Key Planning Processes.
8P2 and 8P6 Selection of Short- and Long-Term Strategies.
8P3 Development of Action Plans.
8P4 Alignment of Planning Processes.
8P5 Objectives and Goals at MCC.
8P7 Risk Assessment in Planning.
8P8 Development of Human Capacity to Address Change.
8R1 and 8R4 Effectiveness and Benchmarking of Planning Processes and Systems.
8R2 Performance Results for Organizational Planning.
8R3 Target Setting for Organizational Planning.
8R5 Measures and Evaluation of Planning Processes.
8I1 Recent Improvements in Continuous Improvement.
8I2 Improvement Efforts for Planning Continuous Improvement.

9P1 Relationships with Organizations that Supply MCC with Students.
9P2 Relationships with Organizations MCC Students Will Attend or Join.
9P3 and 9P4 Relationships with Organizations that Supply Materials and Services.
9P5 and 9P6 Relationships with External Associations, Partners, and Agencies.
9P7 Internal Relationships Among Organizational Units at MCC.
9R1 and 9R2 Measures and Results for Internal and External Relationships.
9R3 Benchmarking Results for Collaborative Relationships.
9I1 Recent Improvements in Building Relationships.
9I2 Improvement Efforts for Building Collaborative Relationships.

• Criterion One – Mission and Integrity
  • Core Component 1a: The organization’s mission documents are clear and articulate publicly the organization’s commitments.
  • Core Component 1b: In its mission documents, the organization recognizes the diversity of its learners, other constituencies, and the greater society it serves.
  • Core Component 1c: Understanding of and support for the mission pervade the organization.
  • Core Component 1d: The organization’s governance and administrative structures promote effective leadership and support collaborative process that enables the organization to fulfill its mission.
  • Core Component 1e: The organization upholds and protects its integrity.
• Criterion Two – Preparing for the Future
  • Core Component 2a: The organization realistically prepares for a future shaped by multiple societal and economic trends.
  • Core component 2b: The organization’s resource base supports its educational programs and its plans for maintaining and strengthening their quality in the future.
  • Core component 2c: The organization’s ongoing evaluation and assessment processes provide reliable evidence of institutional effectiveness that clearly informs strategies for continuous improvement.
  • Core component 2d: All levels of planning align with the organization’s mission, thereby enhancing its capacity to fulfill that mission.
• Criterion Three – Student Learning and Effective Teaching
  • Core component 3a: The organization’s goals for student learning outcomes are clearly stated for each educational program and make effective assessment possible.
  • Core component 3b: The organization values and supports effective teaching.
  • Core component 3c: The organization creates effective learning environments.
  • Core component 3d: The organization’s learning resources support student learning and effective teaching.
• Criterion Four—Acquisition, Discovery, and Application of Knowledge
  • Core Component 4a: The organization demonstrates, through the actions of its board, administrators, students, faculty, and staff, that it values a life of learning.
  • Core Component 4b: The organization demonstrates that acquisition of a breadth of knowledge and skills and the exercise of intellectual inquiry are integral to its educational programs.
  • Core Component 4c: The organization assesses the usefulness of its curricula to students who will live and work in a global, diverse, and technological society.
  • Core component 4d: The organization provides support to ensure that faculty, students, and staff acquire, discover, and apply knowledge responsibly.
• Criterion Five—Engagement and Service
  • Core Component 5a: The organization learns from the constituencies it serves and analyzes its capacity to serve their needs and expectations.
  • Core Component 5b: The organization has the capacity and the commitment to engage with its identified constituencies and communities.
  • Core Component 5c: The organization demonstrates its responsiveness to those constituencies that depend on it for service.
  • Core Component 5d: Internal and external constituencies value the services the organization provides.