BR/BT Dean of Instruction IEP

BR/BT Dean of Instruction (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
Provide opportunities for faculty to explore new and innovative ideas
1: Student Success
  • 3-Teaching & Learning: Quality Resources & Support
    •

    Work with the Faculty to find a central location where they can share activities and ideas that have been successful in their classrooms.  

    1. Have the Division Chairs explore the feasibility of creating a Teach/Learning Center. 

    2. Encourage Faculty to explore the uses of Virtual Reality to enhance the learning environment.

    1. Plan to develop a Teaching Learning Center and implement by Fall 2022.

    2. 20% of faculty will schedule and/or investigate the possibilities of using the Virtual Reality room.

    1.  Short survey to indicate interest in a Teaching Learning Center.  Survey results were non conclusive.

    2.  FY 22 is a transition year.  Just a few faculty were able to attend the demo/training for VR.  Over all only 10% of faculty attended a session.

    Faculty were not interested in starting and maintaining a Teaching Learning Center, but were interested in other professional Development opportunities.  i.e.  brown bag lunch, group discussions on current topics in education

    Virtual Reality training will start up again this summer and into FY 23.  More faculty have expressed an interest than in Fall 21.  Interest to start a student VR club will hopefully build interest in the students as well.
    Partially Completed
    No
    Completed
    Support Division Chairs in the strategic scheduling process in collaboration with student services.
    1: Student Success
  • 3-Teaching & Learning: Quality Resources & Support
    •

    1.  Assist Division Chairs in creating a semester schedule that will assist students in enrolling in a full slate of classes as they work on their Associates in Arts degree. 

    2.  Work with Division Chairs to create a schedule that  incorporates Pathways beginning Fall 2022 to 

    1.   Use Dean and Chairs meeting to assist Division Chairs in developing the schedule showing possible student blocks for first semester and second semester students.

    2.  Have Division Chairs create an evening virtual schedule to allow students to enroll in a full-time virtual schedule.

    3.  Work with Division Chairs and Student Development to create and implement a Fall 2022 schedule and beyond with an emphasis in Pathways.

    1.  Hold scheduling meetings twice a month.

    2.  10% Increase in the number of students enrolled full-time in Spring 2022.

    3.  Create block schedules with Pathways in mind for Fall 2022

    1. Meetings with Division Chairs and Student Services occurred twice each semester

    2.  Data indicates that there was no increase in the number of students who enrolled full-time.

    3. Block schedules were created for day, afternoon, and evening times.  Advising was please with the blocks and felt that it was easier for students to get their schedules.

    1.  Meetings will continue between Dean, Division Chairs, and Student Services to continue to refine enrollment process.

    2.  With the increase in enrollment, we are still working towards more students enrolling at full-time at BR.

    3.  Starting Fall 22, Dean and Division Chairs have created a MW and TR schedule with three classes offered on Friday only.  We are encouraged that this will help the enrollment as well as the percent of students enrolling full-time.
    Completed
    No
    Partially Completed
    Foster a culture of faculty and student engagement.
    4: Culture and Environment
  • 3-Teaching & Learning: Quality Resources & Support
    •

    1.  Collaborate with Student Engagement to identify ways to get faculty interested in Co-curricular activities.

    1. Determine faculty interest in Co-curricular Activities.

    2.  Meet with interested faculty to Identify specific activities that are outside of but complement their course.

    1.  Create and administer a survey to identify faculty interest in Co-Curricular Activities Fall 2021.

    2.  Partner with Student Engagement to offer 2 Co-curricular activities this fiscal year.

    1.  The survey to determine interest was not completed.  Faculty were approached to determine interest and if interested were told to notify Student Engagement.

    2.  Two Co-curricular activities were identified this FY - Social Science, and Science Fridays

    Student Engagement along with the Dean's office will continue to encourage faculty to implement Co-curricular activities around their classes.
    Partially Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    1: Student Success
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    1. Support Division Chairs in implementing Fall 2021 and Spring 2022 Assessments

    2. Work with Discipline Coordinators to understand the importance of assessment

    3. Provide resources to help in the reporting process.

    1. Assessment with be a standing item during the Dean and Chairs meeting each week.

    2. Invite Discipline Coordinators to the Dean and Chairs meeting to discuss strategies to help Adjuncts.

    3. Provide resources to help with implementing and reporting results.

    . 

    1. Dean and Chairs agendas will have Assessment as a standing item.

    2. 100% Coordinators attend one Dean and Chairs meeting.

    3. Determine a point person for each discipline as a resource for reporting.

    1.  Dean and Chairs met weekly to discuss assessment.

    2.  Coordinators met on a regular basis with the Chairs.

    3.  Each Discipline was notified of the point person for their discipline.

    We will continue to discuss assessment and to encourage ALL faculty full-time and part-time to participate.  FY 22 Blue River had 99% participation of full-time and 80% of part-time faculty.
    Completed
    No
    Previous IEPs

    2020-2021: BR/BT Dean of Instruction 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.