LV Director of Campus Operations IEP

LV Director of Campus Operations (2021-2022)

   Please fill out the blue columns in September:

Please fill out the yellow columns in July:

*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
Evaluate the accessibility, safety, and functionality of campus common areas for students and employees.
2: Equity Diversity and Inclusion 3: Resource Development +Alignment
  • 5-Resources Planning & Institutional Effectiveness
    •

    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.

    Partially Completed
    No
    Partially Completed
    Encourage employee engagement in facilities planning for the campus.
    3: Resource Development +Alignment
  • 5-Resources Planning & Institutional Effectiveness
    •

    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. 
    Partially Completed
    No
    Partially Completed
    Identify physical landmarks with cultural significance on the campus and create a maintenance and revitalization plan.
    3: Resource Development +Alignment
  • 5-Resources Planning & Institutional Effectiveness
    •

    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.
    Partially Completed
    No
    Previous IEPs

    2020-2021: LV 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

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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.