District Office of Enterprise Project Management, Planning & Institutional Effectiveness IEP

District Office of Enterprise Project Management, Planning & Institutional Effectiveness (2021-2022)

Clear Wolf

Please fill out the blue columns in September

Please fill out the yellow columns in May:

*Total new budget dollar amount based on continuous improvement learnings for future initiatives to support performance improvement.  Provide a dollar amount and explanation for your request. Note: this does not serve as a formal budget request. Requests are not guaranteed.
Strategic Theme(s) HLC Alignment Operational Tactic Performance Measure Target Performance Measure Results Continuous Improvement Results Met Requesting FY23 Budget Dollars If "yes", please describe*
Completed
Gain wider spread support of the IEP process
4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Redesign and streamline IEP form
    2. Provide training on IEP form

    1. IEP completion rate
    2. PUM participation

    1. 100%
    2. 80% participation

    1. A 100% completion rate was achieved!

    2. Attendance has been >80%.  We have combined the closing of the loop training and opening of the loop training into one 30 min session to better maximize all PUMs time and that has been well received.

    We will continue to enhance the IEP form page to make information available to the PUMs as they need to reference for completion of their IEPs.  For example, making the new Strategy Map available below the IEP form but all on the same page for ease of reference.
    Completed
    No
    Completed
    Launch of MCC Reimagined (2022-2031 Strategic Plan)
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Work closely with Communications & Marketing to develop key materials: Strategy Map Visual, Promo Brochure, and Interactive Web presence.

    1. Informational materials are completed on time and on budget

    By end of Q1, 2022

    This was achieved as the BoT adopted the plan at the Nov. 2021 Board meeting.  It was begun on Jan. 1, 2022 for the College.

    We are now working on a 3 year shared service and campus plan playbook as a mid-term planning component that will make up the MCC Reimagined Playbook.
    Completed
    No
    Completed
    Ensure successful submission of a high quality HLC consolidated argument document
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •
  • 3-Teaching & Learning: Quality Resources & Support
    •

    1. Work with Sr. Project Lead to ensure all stakeholders are informed of deadlines.

    2. Careful review of submitted materials before final document goes to HLC.

    1. All deadlines are communicated via email at least two weeks out.

    2. Review completed with time to bolster submission and no errors prior to submission.

    1. 100% of the time, communications go out two weeks prior.

    2. HLC satisfaction

    1. This has been a key focus for much of the Q4 in 2021 and Q1-2 of 2022.  Draft II was successfully completed and distributed on time.  All signs are strong for it's quality and impact.

    2. We will know the outcome of this after the Oct. visit, but anticipate a favorable response.

    We will continue to develop more efficient ways to gather supporting documentation.
    Completed
    No
    Completed
    Provide a facilitative framework for area plans
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. DEI Charrettes

    2. WED Area Plan

    3. Maple Woods Campus Plan

    1. DEI office facilitation of experience with EPMP-IE survey.

    2. WED Area plan embraced by leadership - continuous improvement survey.

    3. Maple Woods leadership satisfaction - continuous improvement survey.

    1. 90% positive

    2. Only 10% of all comments point out continuous improvement needs.

    3. Only 10% of all comments point out continuous improvement needs.

    A template was provided to all EC members and they were trained.

    There was some confusion about the alignment of the SS/Campus Goals to an organizational goal's KPI.  This will be something we'll focus on clarifying.
    Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Provide PUM support to ensure a successful IEP process.


    2. IEP submissions completed

    1. All emails responded to within 24 hrs


    2. Submission rate

    1. 100%

    2. 100%

    1. We continue to respond to all emails within 24 hrs.  We also provide annual training on how to do IEPs, which ensures understanding for how to do the IEP.  Also, we've introduced doing a video as well and reminder emails.


    2. Anticipate 100%

    1. Will look for ways to make the video as engaging as time allows.  Also, we will continue to do the most impactful, efficient training sessions as possible.


    2. Communication and a clear, easy to follow process is the key.
    Completed
    No
    Previous IEPs

    2020-2021: District Office of Enterprise Project Management, Planning & Institutional Effectiveness IEP
    Launch Page

    2020-2021: MCC Launch Page

    2021-2022: MCC Launch Page
    Definitions

    Operational Goal – What you plan to impact or achieve in the next institutional effectiveness cycle.  Identify 3 to 5 operational goals each cycle.
    Operational Tactic – A measurable step you will take to impact or achieve an operational goal.
    Performance Measurement – The identified measure you will use to track progress on a tactic. The stronger and more specific the performance measurement, the easier it will be to report results.
    Target – Used to communicate the level of performance you’re trying to achieve. This will serve as context or meaning of your collected data. 
    Results – The final data or outcome of what you measured in relation to the identified target.
    Continuous Improvement (CI) – Your learnings and future next steps for how you will apply your results in an effort to continually improve. Ideally, information should be relayed in 1-2 short paragraphs.
    Requesting Budget Dollars     – Total dollar amount requested for FY 23 based on continuous improvement learnings for future initiatives to support performance improvement. Note: this does not serve as a formal budget request. Requests are not guaranteed.  

    Strategic Themes - 1) Student Success 2) Equity, Diversity & Inclusion 3) Resource Development & Alignment 4) Culture & Environment 5) Structure & Processes

    __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

    HLC Criteria - 1) Mission 2) Integrity: Ethical & Responsible Conduct 3) Teaching & Learning: Quality Resources & Support 4) Teaching & Learning: Evaluation & Improvement 5) Resources Planning & Institutional Effectiveness 

        Mission

    1. The institution’s mission is articulated publicly and operationalized throughout the institution.
    2. The institution’s mission demonstrates commitment to the public good.
    3. The institution provides opportunities for civic engagement in a diverse, multicultural society and globally connected world, as appropriate within its mission and for the constituencies it serves.

        Integrity: Ethical and Responsible Conduct

    1. The institution establishes and follows policies and processes to ensure fair and ethical behavior on the part of its governing board, administration, faculty and staff.
    2. The institution presents itself clearly and completely to its students and to the public.
    3. The governing board of the institution is autonomous to make decisions in the best interest of the institution in compliance with board policies and to ensure the institution’s integrity. 
    4. The institution is committed to academic freedom and freedom of expression in the pursuit of truth in teaching and learning.
    5. The institution’s policies and procedures call for responsible acquisition, discovery and application of knowledge by its faculty, staff and students.

        Teaching and Learning: Quality, Resources and Support 

    1. The rigor of the institution’s academic offerings is appropriate to higher education.
    2. The institution offers programs that engage students in collecting, analyzing and communicating information; in mastering modes of intellectual inquiry or creative work; and in developing skills adaptable to changing environments.
    3. The institution has the faculty and staff needed for effective, high-quality programs and student services.
    4. The institution provides support for student learning and resources for effective teaching.

        Teaching and Learning: Evaluation and Improvement 

    1. The institution ensures the quality of its educational offerings.
    2. The institution engages in ongoing assessment of student learning as part of its commitment to the educational outcomes of its students.
    3. The institution pursues educational improvement through goals and strategies that improve retention, persistence and completion rates in its degree and certificate programs.

        Institutional Effectiveness, Resources and Planning 

    1. Through its administrative structures and collaborative processes, the institution’s leadership demonstrates that it is effective and enables the institution to fulfill its mission.
    2. The institution’s resource base supports its educational offerings and its plans for maintaining and strengthening their quality in the future.
    3. The institution engages in systematic and integrated planning and improvement.