MW Dean of Instruction IEP

MW Dean of Instruction (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*
Partially Completed
Community Engagement: Foster positive relationships in the Northlands that result in support for MCC and MW
  • 1-Mission
    •

    Strengthen current partnerships and build new opportunity for partnerships

    1a.  Participate in the Northland Chamber Leadership Training Institute

    1b. Attend campus activities that involve personnel from school districts that feed into MW/MCC programs

    1c.  Increase number of enrollment opportunities in dual credit/Early College Academy

    1a. Completion of the Northland Leadership Academy

    1b. 85-90% attendance in identified activities

    1c.  Increase current areas of study by at least 3 (FLIN, Vet Tech, etc)

    1a]  Did not complete Northland Leadership Academy due to emergency neck surgery.

    1b] Attended NKC Mock Interview Day at Staley Highschool.

    1c] Met with Vet Tech Advisory Board [fall/spring], BUSN Advisory Board [fall/spring] and AGRI - NCC partners [spring].

    1a]  Enrolled in Northland Leadership Academy for 22 - 23 school year.

    1b]  Continue to increase ECA & Dual Credit offerings.

    1c]  Offer additional FLIN & Vet Tech courses during the Fall '22.
    Partially Completed
    No
    Partially Completed
    Employee Experience: Foster a collaborative culture that creates a sense of belonging to the greater whole for the MW campus
  • 2-Integrity: Ethical & Responsible Conduct
    •

    Work with Dean of Student Success and VP to develop a mechanism to recognize employees consistently throughout the year

    Create and publish a monthly highlight featuring several faculty and staff members and how they impact the students and campus

    A minimum of 7 publications

    1a] Added information to President's newsletter [fall/spring].

    1a]  Fall 2022 semester, start publications from Dean of Instruction department.
    Partially Completed
    No
    Partially Completed
    Equity Agenda: Support the development and implementation of a comprehensive equity strategy for the college
  • 2-Integrity: Ethical & Responsible Conduct
    •

    Work with the Dean of Student Success to increase the participation by faculty in DEI student activities particularly those generated from the theme of "unconscious bias"

    Number of faculty who participate in activities sponsored by CLL and increase the number of cocurricular events

    Increase the number of faculty participation by 25 percent and increase the faculty led opportunities by 3 events

    1a]  Faculty participated in Do the Work Seminar.

    1b]  Faculty participated in Scholar Bowl.

    1c]  Faculty participated in TLC Canvas Trainings.

    1a] Work with division chairs to increase faculty participation.

    1b] Develop and launching a Peer to Peer mentoring program.

    1c] Launch Honor's program.
    Partially Completed
    No
    Not Completed
    Advance MCC's Culture of Assessment
  • 3-Teaching & Learning: Quality Resources & Support
    •
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    1. Work with Dean of SS, VP and Chairs to create viable Assessment Committee for the campus

    2. Agenda item in all team meetings

    1. Development and implementation of the committee

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

    1. Two-three meetings  prior to end of academic year

    2. 100%

    1a]  Created an assessment survey with MPC chair to assess the effectiveness of our Assessment program.

    1a]  Starting in Fall 2022, start meeting monthly to discuss assessment program.
    Not Completed
    No
    Previous IEPs

    2020-2021: MW Dean of Instruction 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.