Active Projects
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Web Accessibility Remediation for WCAG 2.1 AA Compliance
Digital Accessibility · Higher Education Compliance
High Priority
About this project
The college has formally adopted WCAG 2.1 Level AA with a compliance effective date of April 24, 2026, and has an active remediation initiative covering web content and PDF documents. Monitoring tools are in place, but the identified gap in remediation capability poses direct compliance and equity risk for students and staff.
The opportunity
The April 2026 deadline creates clear near-term urgency, and the college's active IT budget and confirmed use of cooperative purchasing vehicles support an accelerated procurement path. Addressing the remediation gap now reduces legal exposure and ensures equitable digital access ahead of the compliance deadline.
MITN/BidNet Direct
Discuss this project →Centralize Identity and Password Management Infrastructure
Cybersecurity · IT Modernization
High Priority
About this project
The college currently relies on an external consultant to manage hybrid Azure and Office 365 password operations, with no centralized identity management platform in place. This interim approach introduces continuity risk, ongoing unplanned costs, and potential gaps in access control compliance across campus systems.
The opportunity
With an active project already underway and an established Microsoft 365 environment, the groundwork for a scalable identity platform is in place. Transitioning now aligns with the upcoming fiscal cycle, supports cybersecurity grant eligibility, and reduces long-term consulting dependency while strengthening institutional access governance.
Mass Notification System Consolidation
Emergency Management · Campus Communications
High Priority
About this project
Mid Michigan College operates a fragmented mass notification environment, with separate systems handling general campus alerts and faculty communications. The primary alert system's contract status is unknown and no recent audits are documented, creating continuity risk and gaps in coordinated emergency response.
The opportunity
Incoming leadership in July 2026 and an active grant window — including funds eligible for emergency communications infrastructure — create a timely opening to consolidate platforms, reduce operational risk, and align with emergency preparedness mandates ahead of the next fiscal cycle.
Emergency Operations Plan Modernization for Campus Safety
Emergency Management · Campus Safety
High Priority
About this project
The college lacks a publicly posted, dated Emergency Operations Plan and has no documented evidence of recent exercises or audits, creating measurable compliance and operational risk. This gap is especially critical given active campus safety responsibilities and a split mass-notification system that may hinder coordinated emergency response.
The opportunity
Incoming campus safety and executive leadership in 2025–2026 creates a receptive window for EOP modernization, and identified grant opportunities with July 2026 deadlines explicitly fund emergency communications and preparedness technology. Acting within the current fiscal cycle positions the college to close compliance gaps, unify alerting systems, and strengthen community safety outcomes.
Campus Security Camera Infrastructure Upgrade
Physical Security · Campus Safety
High Priority
About this project
The college has received board approval and committed budget for a security camera infrastructure upgrade, signaling an active procurement phase with CIO-level oversight. Aging or insufficient camera coverage creates gaps in campus safety monitoring, elevating risk to students, staff, and facilities.
The opportunity
Board-approved funding and an active procurement timeline create a near-term window to advance this initiative within the current fiscal cycle. Cooperative purchasing vehicles already confirmed by the college can reduce acquisition complexity and accelerate deployment.
IT Systems Monitoring & Cybersecurity Capability Modernization
IT Modernization · Cybersecurity
High Priority
About this project
The college relies on an existing remote monitoring and management platform for IT oversight, yet ongoing cybersecurity consulting spend signals unmet internal capability gaps. With a CIO-led security purchasing process and a leadership transition underway, the current toolset may not fully address evolving institutional risk.
The opportunity
A substantial IT and software budget, active grant opportunities aligned with cybersecurity initiatives, and a leadership transition create a timely window to re-evaluate monitoring and endpoint management capabilities. Strengthening this function now reduces operational risk and supports responsible stewardship of public funds heading into the next fiscal cycle.