Support the Campus Diversity and Inclusion Council and encourage progress on goals and initiatives of the council. 

1) Regularly attend Campus Diversity and Inclusion Council meetings.

2) Address diversity and inclusion in weekly updates to the campus community.

3) Be visible at diversity and inclusion events on campus. 

1) Attend 75% of the meetings. 

2) At least monthly mentions of diversity and inclusion in weekly updates.

3) Participate in at least 50% of diversity and inclusion related events. 

1. Attended 7 of 8 meetings (87.5%).

2. Mentions of DEI efforts or program promotions were included in weekly updates on 8/16, 9/13, 9/27, 10/11, 10/11/8, 11/11, 11/30,  1/18,  2/1, 2/10, 2/23, 3/24, 4/7, 4/27, and 5/5. 

3. Participated in 6 DEI-related events, including the Microaggressions workshop presented by the LV Diversity and Inclusion Council. 

The next steps in creating a welcoming environment for all at LV, is expanding the circle of employees who participate in and promote DEI work and deepening it beyond events and promotion of those events.

Focus on implementation of the district-wide redesigned student on-boarding/experience process developed with the support of Swim consultants. 

Inspire the campus to create a sense of belonging for students as part of retention efforts. 

1) Ensure that Longview staff participate in the Swim process for redesigning the student experience.

2) Focus on student sense of belonging as a retention strategy. 

3) Engage campus leaders in district and/or campus student experience initiatives. 

1) 100% of the enrollment center staff will be trained on new student onboarding process by April 1. 

2) "Sense of belonging" messaging included in campus communications at least once a month. 

3) Each LV administrator will lead at least one student experience initiative. 

1) The Wolf Pack Student Experience Re-imagined timeline has been stretched out into the next year, so finalizing process improvements and training will happen FY23.  Longview staff are participating in the process and the Dean of Student Development and Enrollment Management is co-leading the effort. 

2) Mention of creating a sense of belonging or inclusiveness has been addressed at least monthly through the weekly update emails.

3) The Dean of Student Development and Enrollment Management is co-leading the district-wide Wolf Pack Student Experience Re-imagined Steering Committee, the Vice President is providing leadership to the First-Year Experience efforts and the Civic Engagement Action Planning; the Dean of Instruction led instructional assessment efforts and works with the faculty on the common read; and the Director of Campus Operations led the process of identifying and securing updated furnishings for student areas in each building to create more "sticky" spaces. 

This work will continue into the upcoming year(s), as it is not a once and done tactic, but on-going effort to change culture and create a focus on systemic change related to student success. 

1) Get to know all full-time Longview employees.

2) Engage employees in determining campus traditions to bring back from the past as part of "honoring the past to build a foundation for the future". 

1) Meet with all full-time employees by December 22, 2021.

2) Reinstated or honored traditions at the campus.  

1) 100% of full-time employees. 

2) At least one tradition is reinstated/honored at the campus.  

1) Met with 100% of full-time employees by 12/20/2022.

2) Re-instated the employee holiday gathering and the Flights of Fancy Kite Festival, so reinstated two traditional events.  In addition, supporting the clean up of the koi pond, and supporting the Honors program with a budget allocation. 

Put process in place to ensure I meet with new employees at the campus.  And, communicated weekly open office hours, to allow for on-going relationship building, as employees want to meet with me.

Laid the foundation for continued work in the next year on either bringing back past traditions (like welcoming retirees to campus for their luncheons) and for building new traditions as we launch the new strategic plan for the campus.

Reprioritized campus budget to support these efforts, so additional budget dollars are not necessary. 

Hold the campus leadership accountable for completing planned assessments for the year. 

1) Percentage of students assessed in targeted courses for the year.

2) Number of co-curricular programs assessed. 

3) Demonstrated improvements made to programs as a result of assessment.

1) Longview will meet or exceed the district benchmark for completing course assessments.

2) Longview will meet or exceed the co-curricular benchmarks for completing co-curricular assessments 

3) Documentation of improvements made to programs as a result of assessment.

1.  80% of MCC's faculty whose classes were scheduled for assessment that term completed and reported their outcomes. Overall, 76% of eligible students completed learning outcome assessment (compared to our goal of 56%), with 82% of those students achieving the level of "met expectations" (compared to our goal of 70%). 

2.  Assessments were completed for the Wolfpack Welcome events (345 students), and for the First Generation College Student (6 students) event.  

3.  Expecting documentation on changes made by the end of this cycle might have been a bit aggressive. Changes from this cycle are expected during the upcoming year. 

Now that data is being collected, the upcoming year will need a greater focus on how assessment data is used for continuous improvement. The co-curricular data affirms the value of the programs and indicated the need to continue offering them.

Participate in planning groups to improve Learning Center processes; meet with campus faculty and staff to assist in improvement implementation.

Processes put in place for implementation of first-year Learning Center goals by the end of AY22.

All first-year goals in place; funding included in the AY23 budget.

Prior to Spring 2022 semester, tutors at all campuses were provided an opportunity to pursue CRLA tutor training, coordinated by the Longview Learning Center. Centers are currently observing common service hours and working on future plans to coordinate on virtual tutoring models. Funding for Supplemental Instruction has been secured for 2022-23.

Challenges in regard to tutor hiring, budget usage, and leadership transitions have somewhat limited the District-wide implementation of Learning Center plans. Longview will be well-positioned, however, to take a lead role as that process evolves in the coming year.

Oversee creating systems and processes to capture and catalog opportunities for employee engagement; develop communication protocols for existing communication channels and create new alternative communication channels as needed; operationalize the system and conduct focus groups to evaluate effectiveness.

Processes documented; increase in observable employee engagement; focus group satisfaction with engagement opportunities and administrative support.

A successful process documented; specific processes developed to measure employee engagement beyond employee perception and satisfaction; creation of an engagement baseline.

During 2021-22, the Vice President's Office developed a process for capturing engagement opportunities and other campus activities and distributing these out through weekly announcements to the campus community. This has been facilitated in part through oversight and guidance from the Longview Campus Calendar Committee. The Calendar Committee was convened at the end of the Spring 2022 semester to discuss the effectiveness of this process, which led to a general consensus that it is working and should be continued in the coming year.

Campus leadership will continue to seek ways of increasing transparency at Longview and improving awareness among all stakeholders for engagement opportunities.

Partner with Campus Inclusion and Engagement Council to design a non-threatening process for collecting examples of barriers to inclusion and conveying information to campus leadership.

Suggestions for eliminating barriers received by campus leadership and action taken to reduce or eliminate barriers to inclusion.

At least two suggestions received and acted upon; satisfaction improvement on campus climate survey.

Longview boasted an active Campus Inclusion and Engagement Council in 2021-22, and suggestions from this group led to programming around the campus's DEI theme. One example is the Microaggression workshop offered to employees during both the Fall 2021 and Spring 2022 semesters. Additional work specific to identifying challenges within our processes and procedures was disrupted by the leadership transition resulting from vacancy in the Vice President role for most of the spring term. We will re-review these components of the goal and explore ways of approaching this work in future years. 

We will continue to engage the Campus Inclusion and Engagement Council and align with efforts of the District Diversity, Equity, and Inclusion office in the coming year.

1. Attend/Co-Sponsor assessment training presentations.

2. Agenda item in all FYE planning meetings

3. Classroom and co-curricular support

1. Sessions attended

2. Percent of meetings where assessment was on the agenda and discussed

3. Attend a class or event where assessments are occurring. 

1. 2/semester

2. 100%

3. 1/semester

During the 2021-22 academic year, campus leadership stressed the importance of securing faculty buy-in for assessment, mindful of the need to increase participation in and reporting of course-based assessment in our classes. At Longview, the Vice President worked with the Dean of Instruction to ensure that Division Chairs and faculty were focused on improving completion rates on these assessments. Additionally, the Vice President took a lead role within the First-Year Experience Taskforce in establishing a baseline of assessment techniques and metrics to be used in the ultimate development of a robust assessment plan for First-Year Experience. Analyzing data from Fall 2021, 80% of MCC's faculty whose classes were scheduled for assessment that term completed and reported their outcomes. Overall, 76% of eligible students completed learning outcome assessment (compared to our goal of 56%), with 82% of those students achieving the level of "met expectations" (compared to our goal of 70%). In regard to First-Year Experience, the baseline study of assessment methods for current activities and initiatives is currently informing discussions of how to move forward with FYE programming, as well as co-curricular programming more broadly. 

Moving ahead, it will be important to continue working toward normalizing course-based assessment of learning outcomes so that it becomes internalized in our instructional work each semester. In the coming year, additional assessment work will need to be focused around a variety of co-curricular initiatives, not only First-Year Experience but also Civic Action Plan programming and activities that could be related to potential Community and Civic Engagement and Social Justice Institutes.

Track the progress of the building expansion and the curriculum development for diesel

1. Building expansion complete

2. Diesel curriculum through the district curriculum process

1. In time for Fall 2022 semester

2. In time for Fall 2023 semester

The building expansion for collision is on schedule to be complete by July 2022.  The diesel curriculum has completed the MCC approval process.  It will be submitted to MDHE and HLC next for their approval process.  The CAO's office is handling these 2 steps.

Need to work very closely with all parties to ensure that all necessary equipment is being secured and proper funding is available.

Attend the adjunct pool task force group meetings

Process in place to advertise relevant adjunct positions and to follow-up with applicants; hiring process streamlined; process in place to review the adjunct pool annually to keep the pool lists up-to-date 

Current processes documented and updated

Multiple meetings were held and it appears the adjunct hiring process has been streamlined a bit in HR to help the process go smoother and quicker.

We all need to continue to assess and improve the adjunct hiring process.  While improvements have been made, there are likely additional improvements that will be identified and will need to be addressed.

LV positions posted, committees established, and interviews completed

Candidates identified for each faculty position

LV positions filled by July 1, 2022

All but one of MCC-LV's faculty positions have been filled for fall 2022.  The exception is the ART position.  This position was originally a combined ART/GDES position.  After a failed search, the position was transitioned to just an ART position for LV.  The position has already gone out for internal transfer and will be posted externally on June 3rd.  I believe we are still on track to complete this hire in time for the start of the fall 2022 semester.

Address the challenge of combined positions, both in discipline and for 2 campuses, at future faculty needs task force meetings.

1. Attend/Co-Sponsor assessment training presentations.

2. Agenda item in all team meetings

3. Classroom support

1. Sessions attended

2. Percent of meetings where assessment was on the agenda and discussed

3. Attend a class where assessments are occurring. 

1. 2/semester

2. 100%

3. 1/semester

I attended trainings on assessment as necessary and as invited by the CAO's office.  I did not conduct any sessions on my own at LV.  I did include the topic of assessment at each of my division chair meetings.  It was typically as a point of touching base with the chairs to see what, if any assistance, they needed to assist them and their division faculty.  I also sent emails to the chairs each semester reminding them what disciplines/classes were being assessed each semester so they could assist the faculty as needed.

In the upcoming semesters, I need to attend a class where assessments are being completed.  I did not do that this academic year.

1. Provide support to team to ensure planned program is inclusive of needed units.

2. Ensure appropriate student learning outcomes are established and assessment  document and process are ready.

3. Assist, as needed, with ensuring students have an opportunity to complete the assessment.

1. Did the program include the prescribed elements?

2. Were the student learning outcomes established and the assessment document prepared in advance of the program?

3. Did students have an opportunity to complete the assessment?

1. 100% of prescribed elements are included in program.

2. Student learning outcomes established and assessment document complete a week prior to program.

3. 100% of students had an opportunity to complete the assessment following the program.

1. Yes, the programs and assessment surveys included the prescribed elements. 

2. Yes, Student Learning Outcomes  were established for each program and the survey addressed the learning/ understanding that each student gathered from that program.

3. Yes, all involved students had an opportunity to complete the assessment survey.

Information from the surveys is being used to update and improve each of the programs.

Wolfpack Welcome Surveys in August, 2021:  345 students completed it. All but 2 students either strongly agreed or agreed that they now understand how involvement can help them develop important life skills. All but 2 stated they now understand how Career Exploration & identifying additional resources are important to their success. All but 1 said they understand the importance of engaging with instructions inside & outside the classroom. Full overview is attached.

First Generation College Celebration on 11/8/21: 6 students completed survey. All 6 said the content presented was very helpful or extremely helpful. All said the event was excellent or very good. Full overview is attached.

Create and provide a team-building program for all LV student services staff and faculty.

Offer group sessions with LV Student Services supervisors and managers focusing on leadership strategies.

Facilitate individual sessions with LV Student Services supervisors and managers.

1. Program offered.

2. Sessions provided.

3. Meetings facilitated.

1. 1 during the year

2. At least 2

3. At least 3

1. A Retreat for all LV Student Services employees  is planned for June 24, 2022. Sessions will include the following topics: the Enneagram personality test to help us understand ourselves and one another better; overview of Fall, 2022 Common Read book and discussion of inserting the concept of empathy into our daily work; and developing Taleo goals that connect with the LV Student Services IEPs, LV Campus Goals, and the MCC Strategic Plan.

2. Two Lunch and Learn meetings are scheduled for June for supervisors and managers - with a focus on leadership and planning for the year ahead.

3. In February, 2022, the Dean held individual meetings with each LV Student Services supervisor and manager, discussing what professional development they believe would be beneficial for them and their teams.

Half of the LV Student Services supervisors and managers were new to their roles and/or the institution in 2021-2022, so we will have an on-going need to support and develop our teams. The results will be fully complete as of June 30, and we will likely provide similar programs and meetings - with different topics - in the year ahead.

1. Work with Karen Moore and others to determine the Steering Committee and establish expectations.

2. Plan meetings and agendas.

3. Execute meetings and work with Steering Committee members toward accomplishing established goals.

1. Steering Committee established and responsibilities outlined.

2. Meetings scheduled and agendas beneficial to move us forward.

3. Targets met.

1. Steering Committee and 4 work teams confirmed by October 31, 2021

2. Regular meetings, held monthly from November 2021 - April 2023

3. 100% of targets met.

1. Steering Committee and 4 work teams established in October/November, 2021.

2. Each group met regularly through March, 2022.

3. Most initial targets were met; new strategies were developed with the CSAO and CAO, and confirmed by the Executive Cabinet & Chancellor in March, 2022. New teams have been developed and a broader scope was redefined that will now include Onboarding Processes & Communications, FYE, Advising & Student Support Models, Student Outcomes & Evaluation, Progress & Completion, Academic & Career Pathways, Training & Professional Development, and Enrollment, Retention & Completion Success Metrics. 

Yes, there is an emphasis on continuous improvement. We gathered information from the original teams, plus many faculty and staff not assigned to these teams, and expanded the focus and plans for the Wolfpack Experience Re-Imagined work. We've also extended the timeline and determined continuous improvement well beyond Fall, 2022.

Work with LV Inclusion and Engagement Council to provide a program at LV focused on microaggressions.

Provide the program in Spring, 2022.

1 program for the year.

A workshop on Microaggressions was offered for LV employees on December 1, 2021. The program was offered again (during 2 break-out sessions) at the MCC Student Services Professional Development Day on March 25, 2022. The program was offered again during the the MCC Student Leadership Summit on April 8, 2022.

The LV Inclusion and Engagement Council will continue to provide workshops for LV employees and students on relevant DEI topics. 

The evaluation will be conducted via physical survey of spaces with input from students, faculty, and staff.  

The evaluation results and recommendations will be shared with the campus leadership team and President's Advisory Council  for feedback. 

A final report that includes the results of the evaluation, feedback from the campus community,  recommendations for improvements, and estimated costs for improvements will be submitted to the President.  Those recommendations that are adopted by the President will be added and prioritized on the Campus Improvement Plan. 

I have started the process by walking through the campus and evaluating common area and classroom spaces. We have identified lighting, painting, furniture, and other improvements needs. We have some cost estimates for some projects and others are still in progress. 

During this process, I have learned that there are multiple opportunities to improve the campus environment. My next step is to create a single planning document that contains outstanding projects and needs, estimated costs, funding sources, and goal completion dates.

1. Present the current campus improvement priorities to the President's Advisory Council for feedback from their constituent groups.

2. Meet with Division Chairs and Managers, at least twice per academic year to determine facilities issues and needs in their areas. 

3. Develop a culture of "closing the loop" by sharing outcomes of  campus improvement requests in writing with the Division Chairs and Managers. 

1. Percentage of Division Chairs and Managers who feel informed about campus facilities projects and that they  understand the status of their requested projects.

2. An up-to-date, prioritized list of campus improvement with cost estimates and updated status information. 

 When surveyed, 80% of Division Chairs and Managers will report feeling informed about how campus projects are prioritized, costs, and any barriers to completion. Staff and faculty understand their role as stakeholders in facilities projects. 

I have completed all of the tactics and have met this goal. I have attended division chair, student services managers, PAC, Student Government Association, and individual meetings with staff and faculty to communicate current campus improvement priorities.  When requests are made, I have closed the loop by providing details and status updates via face-to-face meetings, emails, and phone calls. 

The next steps for this goal are to conduct a formal survey to assess satisfaction with the communication about campus improvement priorities. 

1. Engage employees in conversations about historically and culturally significant landmarks on campus. This can be done by engaging the President's Advisory Council, email call for ideas, and visits to governance group meetings. 

2. Collaborate with facilities to obtain proposals and quotes for revitalized spaces. 

1. The finalized plan will contain feedback from each employee group on campus.  

2. Feedback will be documented via minute meetings and electronic survey. 

1. Employees will be knowledgeable about the historical and cultural landmarks on the campuses. 

2. Employees will have access to the final plan for revitalization to include costs and timeline (if the projects are funded).  

I have started these conversations with members of staff and faculty, gathering information about significant landmarks and displays on campus. These conversations have helped me gain understanding on why these landmarks and displays are significant and how they have been preserved and maintained in the past. 

This process will be ongoing. As budget allows, I will make plans for maintaining and updating  these landmarks and displays.