BR/BT Director of Campus Operations IEP

BR/BT Director of Campus Operations (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*
Completed
Employee Experience: Create a positive employee experience through the budget and facilities committees.
4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Create a positive employee experience by creating a culture of shared information and employee contribution through shared governance in the budget and facilities committee meetings. 1. Employees are informed of budgets, grants and projects and engage in the decision making of allocations and priorities. 2. Employees participate in creating and implementing campus standards. 

    1. When surveyed, campus stakeholders indicate they are knowledgeable of the budget decisions and facilities projects and that they feel they have participated and have provided input into the decision making. 2. Campus standards document created and shared with campus community.

    1. Of the stakeholders surveyed, 80% or more indicate they have a clear understanding of the budget and facilities decisions and have contributed to the decision making processes. 2. Campus standards are well maintained and people are held accountable to those standards. The campus is kept at a higher standard than previous years, employees have an "ownership" and pride for the campus.

    1. A survey was not administered but the information was shared with committees. Committees are asked for input on spending. Example: HEERF request as well as Facility Use Agreement Revenue spending. The Facilities Committee is asked for input on project asks or any issues on campus that need to be resolved.  Input from those meetings is gathered and presented to the President’s Advisory Council.  Employees have shared they like this structure and feel well informed.  

    2. Multiples revisions of the BR Campus Standards document have been reviewed and shared with campus employee groups Final edits and changes were made and was shared at the President’s Advisory Council and sent electronically. The BR Campus Standards Document was shared with the DCO group for potential implementation at other campuses with adaptations for their own campuses.  Employees from other campuses continue to comment on how beautiful the campus is and how well maintained.

    We will continue to share information and ask for input from employee groups.  
    Completed
    No
    Completed
    Increase student, employee and community engagement through campus and community events.
    4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •

    Provide leadership, guidance and support for campus activities like Wolfstock, BR East Ribbon Cutting, All for the Children, and Trap Shoot Event using the RACI model.

    Attend all event planning meetings, lead or run meetings when needed.  Develop or share RACI models with co-chairs and team leadership.

    Campus and community events are run smoothly and looked to as a standard for MCC.

    I ran all Move Meetings using a RACI for the BT Move (ATSI, East).  I did not lead all event meetings but provided leadership and guidance in the planning of all large events for Blue River. All events were a success and ran smoothly.

    I will continue to use the RACI model for event and project planning.  There will always be continuous improvement in all events and project planning. I have received positive feedback from using the RACI model from employee groups and departments have asked for my template to use in their work.
    Completed
    No
    Completed
    Student Experience: Improved student experience through BT program moves to new campus locations.
    4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •
  • 1-Mission
    •

    Lead the program moves from BT to create a smooth and favorable student experience to the two new locations at ATSI and BR East.

    Using the RACI model, lead teams through the two move projects.  Make sure all tasks are accounted for and hold people accountable in completion and meeting deadlines to ensure a smooth transition of all programs for our students.

    Successful move of all programs to BR East and ATSI, on time and ready for the spring 2022 semester.  Students have a positive experience at new, improved locations.

    I led all BT Move meetings for East and ATSI.  We successfully opened East on time, spring 2022.  Students and employees are very happy with the new building.

    Continue to use the RACI model which clearly states who is responsible.  This aids in holding people accountable and clear lines of responsibility especially with projects that include many departments.

    Completed
    No
    Previous IEPs

    2020-2021: BR/BT Director of Campus Operations 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.