President's Office Blue River Campus and Business & Technology Campus IEP

President's Office Blue River Campus and Business & Technology Campus (2021-2022)

   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*
Partially Completed
Student Experience: Implement improvements to the enrollment and registration processes in support of the moonshot to enhance the student experience.
5: Structure and Processes
  • 3-Teaching & Learning: Quality Resources & Support
    •

    1. Re-engineer process maps for cohort onboarding and retention

    2. Development of a change management strategy

    3. Development of a communications plan for inquiry to the first day of class

    4. Roll out pathway advising

    1. Y/N

    2. Y/N

    3. Y/N

    4. Y/N

    1. By end of summer '22

    2. By end of summer '22

    3. By end of summer '22

    4. By end of summer '22

    MCC-Blue River participated in the re-engineering mapping, change management strategy, and communications.  Updates were given in meeting with the Staff Association representatives and at the President's Advisory Council.  There are several BR employees participating on the committees.  

    This effort is ongoing and is part of a larger College goal.  Continuous improvement is built in to the model.
    Partially Completed
    Completed
    • Employee Experience: Create opportunities for employee engagement.
    1: Student Success
  • 5-Resources Planning & Institutional Effectiveness
    •

    Ensure that the Campus, Deans and VP collaborate to create meaningful activities for employee engagement.

    Agendas, flyers, announcements.

    Creation and implementation of activities and internal/external employee engagement activities and resources.  

    There were several additional meaningful initiatives that took place to encourage employee engagement at the campus and College.  There was a holiday party with over 70 people in attendance, an Enrollment Appreciation lunch to recognize the staff and faculty's contributions to enrollment, there was an employee picnic, and employees are engaged in shared governance at the campus and at the College.  This year, we also held faculty/student lunches and solicited employee input in key decisions surrounding the campus plan, new hires, and awards and recognitions.

    Some events went better than others and some were better received.  As an example, the first faculty/student lunch was poorly attended and there wasn't much interaction between faculty and students.  This led to discussions on how we might improve this at the next one and it was decided that we could have faculty join the student engagement "VIP Event" where students are recruited for Student Government and student clubs.  This one improvement made a significant improvement in the level of engagement that took place between faculty and students.  
    Completed
    Partially Completed
    Equity Agenda: Support the development and implementation of a comprehensive equity strategy for the college.
    4: Culture and Environment
  • 5-Resources Planning & Institutional Effectiveness
    •

    Ensure campus participation and support of the equity strategy through the campus Diversity, Equity and Inclusion Council, common read, and the addition of intentional campus-based equity activities.

    Agenda items, calendars, flyers, and meeting minutes.

    Monthly meetings of the campus DEI council, monthly Affinity Group participation, campus attendance in equity trainings/meetings/discussions.

    The BR campus's Diversity, Equity, and Inclusion Council was very actively engaged in helping to achieve this goal.  A survey was conducted by the members of the committee and a great deal of feedback was received and shared with the college-wide Office of Equity and Inclusion.  Faculty attended the Gardner Institute as part of the College group.  The campus's Men of Color group was restarted by a faculty member.  The common read took place with several faculty using the book Just Us.  And the DEI Council reports out to the President's Advisory Council.  

    Much more work and discussion needs to take place surrounding the topics of diversity and equity.  Our employee demographics do not match those of the community we serve, student feedback points to the need for employees from backgrounds that are similar to those of the students.  The common read should have more faculty involvement.
    Partially Completed
    Completed
    Academic Plan: Develop and implement an accountability system for assessment.
    1: Student Success
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    Encourage and require the BR and BT teams to engage in and use assessment as defined by HLC.  

    Include on agendas at campus EC meetings, President's Advisory Council, and Strategic Planning Committee.  Require VP and Deans to do the same. 

    8 EC agenda items, 2 PAC agenda discussions, and 2 Strategic Planning committee discussions.  Full participation in college wide assessment activities.

    Participation at the BR campus improved significantly.  Assessment was included on the agenda as detailed in the goal and the dean and division chairs reported out regularly.  As a result, we had full faculty involvement, and a significant increase in the number of faculty who participated and submitted responses.  

    Faculty, division chairs, and deans are discussing the results to implement program improvements and curricular enhancements. 

    Completed
    Previous IEPs

    2020-2021: President's Office Blue River Campus and Business & Technology Campus 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

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    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.