MW VP of Instructional Services IEP

MW VP of Instructional Services (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 Northlands that result in support for MCC and MW
3: Resource Development +Alignment
  • 1-Mission
    •

    Current partnerships will be strengthened and new one created to build support for MCC programming particularly at MW

    1. Continue to identify and build community relationships in the Northlands by attending and/events in the private and public sectors

    2. Increase the number/type of community events held on campus 

    3. Create feedback loop for community events

    1a. Number of events/sponsorships in different locations

    1b. Number of leads generated

    2a. number of events

    2b. number of participants in each event

    3. assessment tool

    Hosted Northland Chamber Leadership Meeting 11/10/21

    Hosted Northland Youth Leadership Meeting 2/28/22

    Hosted Northland Chamber Meeting 5/26/22

    Planned to Host NKC counselors April 13 but was cancelled due to weather

    Hosted Random Acts of Kindness with Primrose Retirement Community February, 2022

    Hosted Honk and Howl for the community October, 2021

    1-2. Have seen increased recognition of campus in community events resulting in an increase in the number of requests for participation in varying community events, i.e. International event at Staley high school and Liberty festival.   This goal will be continued. We have realized need to take a comprehensive and strategic approach to on and off campus participation as no one individual area is staffed to handle the number.  

    3. Surveys have been developed and utilized when appropriate.  Information is shared among the teams where appropriate..
    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-Mission
    •

    At least 70 percent of employees will feel that they have the opportunity to participate in events and have an impact on the campus as a whole

    1. Maintain and build current cocurricular activities/events increasing participation

    2.  Increase the number of activities/events where all employees can participate

    1. Attendance Rosters/event calendars and/or meeting minutes

    2. Number of activities

    Overall result: activities were scheduled in a manner which allowed the greatest number of employees to participate if they desired.  Additionally other campuses partnered with our campus to allow staff members to participate while keeping key operations open to students.

    1 and 2. Increased the number of cocurricular events and events by 3

    The number of events is strong, attendance by all areas is not.  Need to work with Deans to ensure that all employees feel included and understand the importance of their attendance
    Completed
    No
    Completed
    Equity Agenda: Support the development and implementation of a comprehensive equity strategy for the college
    2: Equity Diversity and Inclusion
  • 2-Integrity: Ethical & Responsible Conduct
    •

    At least 70% of campus community will have exposure to at least one "unconscious bias" activity thereby raising awareness

    1. Participate in the equity framework as determined by the interim Vice President for DEI

    2. Support the events for the campus DEI theme of "unconscious bias"

    1. Participation in all activities

    2. Participate as member of the campus DEI council and assist in preparation and implementation of activities

    Activities were integrated into both employee and student experiences.  At the student level, the student organizations, such as SAGA and MOC3 and Sister Circle were able to participate through discussions, both student and staff were able to be exposed to various DEI elements including unconscious bias through our Women's Panel, Oxfam and Poverty simulation.

    The office of DEI is undergoing changes so what will be identified as the future direction for the campus has not been specified but the campus would like to continue with the unconscious bias theme in addition to whatever is identified.
    Completed
    No
    Partially Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Meeting the assessment expectations of the campus by 100 percent thereby creating a culture which demonstrates assessment as a viable tool

    1. Create an Assessment Committee separate from the Curriculum Committee on Campus

    2. Build training opportunities for all employees in various assessment components utilizing the TLC

    3. Meet the College's requirement for courses/students assessed throughout the academic year

    1. Meetings and Minutes

    2. Number and attendance at events

    3. Percentage of courses assessed as determined by the CAO  

    1. Discussion regarding developing an Assessment committee was started.  The discussion will continue with a targeted timeline of development by the end of September.

    2. Training opportunities where created by the district with some support from the TLC

    3. Met the College's expectation in the Fall, still have not received the data from the Spring.

    Assessment continues to be an area of opportunity for the College and for the campus.
    Partially Completed
    No
    Previous IEPs

    2020-2021: MW VP of Instructional Services 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.