President's Office Maple Woods Campus IEP

President's Office Maple Woods 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*
Completed
Community Engagement: Foster positive relationships in the Northland that result in overwhelming support for MCC, MW
4: Culture and Environment

1. Continue to attend chamber, rotary, and community meetings with the intent to identity opportunities for partnership 

2. Engage local legislatures with the intent to develop champions for MCC - Maple Woods goals and strategic initiatives 

3. Invite community leaders to MCC - Maple Woods activities and events 

1. # of partnership opportunities 

2. # of legislatures supporting the MCC/MCCA legislative agenda

3. # of community leaders attending MCC - Maple Woods events 

1. 3 formal partnerships established as a result of the operational tactics stated 

2. 3 legislatures who support the MCC/MCCA Legislative Agenda 

3.  3 community leaders will attend MCC - Maple Woods events 

1.  Formal partnerships were developed with the Northland Career Center, Gladestone Chamber of Commerce and Feed the Northland Kids


2. Representatives Maggie Nurrenburn, Wes Rogers and Ashley Aunt all support the MCC/MCCA Legislative Agenda 


3.  David Slater (Ex Director of Clay County EDC), Kyle Vena (Vice President of Community Impact - KC Royals) and Alicia Hommon (Gladestone C of C Board Chair)

1. Formal Partnerships were developed with the Northland Career Center, Gladestone Chamber of Commerce and Feed the Northland Kids

2. Representatives  Maggie Nurrenburn, Wes Rogers and Ashley Aunt all support the MCC/MCCA Legislative Agenda 

3. David Slater (Executive Director of Clay County EDC), Kyle Vena (Vice President of Communication its Impact - KC Royals) and Alicia Common (Gladestone Chamber of Commerce Board Chair)
Completed
No
Completed
Employee Experience: Foster a collaborative culture that creates a sense of belonging to the greater whole for the MW Campus
4: Culture and Environment

  1. Strategically identify faculty and staff to serve on each of the governance councils and committees
  2. Invite campus leaders to the Presidents Weekly Cabinet meetings
  3. Plan and execute a campus event for all faculty and staff to participate (professional development)

  1. Cross sectional representation of faculty and staff participating on councils 
  2. # of of annual participants 
  3. # of campus events executed 

1. Those who participate on council and committees will lend to creating a sense of belonging to the greater whole of the MW campus

2. Six campus leaders will attend and participate in the Presidents weekly Leadership Team meeting 

3.  One professional development event will be planned where faculty and staff are invited to attend 

1. 31/122 faculty and staff participated in campus committees and councils 

2.  Linda Carter, Kelly Fowler, Rosemary Martin, Amy Peak, Sandra Garcia, Sara Woodward, Andy Minor, Rowdy Pyle, Leanna Brunner, Chris Morrow, Lacie McClellan, David Slater, Sara Woodward, Adam Kisler, Andy Minor, Bil Young,  and Blake Fry all attended the President Leadership Team meeting this year academic year

Continue work to engage more faculty and staff in President sponsored campus meetings and events 
Completed
No
Partially Completed
•Equity Agenda: Support the development and implementation of a comprehensive equity strategy for the college
2: Equity Diversity and Inclusion

  1. Fully participate in the equity framework as determined by the interim Vice President for DEI
  2. Engage the campus DEI council to provide professional development events and activities for MW faculty, staff and students
  3. Integrate DEI principals and strategies into the annual MW summer governance retreat 

  1. 100% participation in framework activities 
  2. # of professional development events 
  3. annual MW summer governance retreat curriculum inclusive of DEI strategies 

1. 50% of MCC Maple Woods faculty and staff exposed to DEI principles and strategies 

2. Three professional development events will be planned for faculty and staff at the MW campus

3.  Invite the AVC for DEI to present during the summer governance retreat 

1.  All MW faculty and staff were exposed to Dr. Haynes presentation during the Aug 2021 In-Service program 

2.  Northland Ethnic Festival, Poverty simulation, Oxfam Hunger Banquet, and information forwarded to all MW employees regarding unconscious Bias was sent via MCC email

3.  The AVC for DEI will speak during the summer DEI institute to those invited by the Chancellor, as recommended by the Presidents and others 

Continue to integrate DEI strategies and principles into day to day efforts at the college and district level
Partially Completed
No
Completed
Advance MCC's Culture of Assessment
1: Student Success

  1. Formulate an Assessment Committee at MCC - MW
  2. Partner with the MW faculty association to co-message correspondence to all faculty expressing the importance of finishing the task 
  3. Hold chairs accountable for checking progress to ensure 100% completion by the end of the academic year

1. # of courses assessed for MW as determined by the CAO

2.  # of messages from VP/Dean and/or AVC of Instruction 

3. Correspondence from CAO to faculty encouraging completion 

1.  56% assessment of all classes designating for fall 2021 and spring 2022

2. At least two messages from the VP/Dean and/or AVC of Instruction during the fall 2021 semester

3.  At least one follow-up message from the CAO to faculty who did not complete their assessment responsibility 

Fall 2021

  • 100% FT Faculty participated
  • 84% ALL faculty participated
  • 82% of eligible students participated
  • 82% students "met" the standard of competence in the learning outcome

Spring 2022  (not totally complete yet)

  • 84 % FT faculty 
  • 80% All Faculty
  • 77% eligible students participated
  • 84% students "met" the standard of competence in the learning outcome

Continue to support the CAO, Vice Presidents and Deans while support and encouragement is given to chairs/FT/PT faculty

Completed
No
Previous IEPs

2020-2021: President's Office Maple Woods 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.