MW Director of Campus Operations IEP

MW Director of Campus Operations (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
Work collaboratively with other Directors of Campus Operations to increase employee's understanding of the MCC budget planning process.
3: Resource Development +Alignment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Campus stakeholders are informed and knowledgeable about the budget planning process. 

    Through survey, stakeholders indicate they have a clear understanding of the campus budget planning process. 

    Of the stakeholders surveyed, 80% or more indicate they have a clear understanding of the budget process. 

    Campus budget committee surveyed and do have a clear understanding of budget planning process. Many added additional comments that it was an easy process this year and went very smoothly. Additional information was gathered to improve in the next fiscal year. 

    Additional steps - Make internal deadlines for budget requests earlier. Work with budget committee to understand how to tie in IEP and strategic plan to budget requests. 
    Completed
    No
    Completed
    Support a collaborative working and learning environment by establishing the campus Facilities Council to support an attractive and well-maintained campus.
    4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Identify faculty, staff, and students to serve on the committee. 
    2. Invite campus and district facilities members to speak to educate on best practices, upcoming projects, and strategic goals. 

    1. Membership representative of faculty, staff, and students across the campus from different buildings. 

    2. # of annual members

    3. # of meetings

    4. Shared minutes with the campus community. 

    At least one faculty, staff, and student representative on committee. 

    At least one building representative on committee.

    Hold at least five meetings in 2021-2022 academic year. 

    Facilities committee established. Members solicited from each building. Held 4 meetings in the 2021-2022 year. 

    Continue to add members to facilities committee, establish plan for facilities committee. 


    Additional dollars requested for facilities committee selected campus projects.


    Learnscape 2.0 - $150,000

    SC132 classroom - $20,000

    Campus artwork - $9,000
    Completed
    Yes

    Additional dollars requested for facilities committee selected campus projects.

    Learnscape 2.0 - $150,000

    SC132 classroom - $20,000

    Campus artwork - $9,000
    Completed
    Community Engagement: Foster positive relationships in the Northland that result in overwhelming support for MCC-MW.
    2: Equity Diversity and Inclusion 5: Structure and Processes
  • 1-Mission
    •

    Solicit and continue to work with Northland Businesses to sustain and build positive relationships and promote MCC and MCC-MapleWoods. 

    1. Solicit and utilize Northland businesses (include MBE/WBE) as purchasing vendors. 

    2. Work collaboratively with MCC faculty, staff, and administration to increase the number of on-campus events with the community. 

    Host at least two community meetings above baseline. 

    Increase awareness within campus community of local MBE/WBE vendors through communication and councils. 

    1. Hosted  - Northland Scholarship breakfast, Rockin in the Woods, two chamber events at Maple Woods campus. 

    2. Utilized WBE printing business and WBE promotional company. 

    3. Continued to solicit for facilities use agreements, however, the process is changing so it is difficult to gain business in the middle of a process change. 


    Additional dollars request for community partnerships, dues and members ships. 

    President's Budget - $4000

    Marketing - $6000

    Continue annual events for next year.

    Learn and understand new FUA process. 
    Completed
    Yes

    Additional dollars request for community partnerships, dues and members ships. 

    President's Budget - $4000

    Marketing - $6000
    Previous IEPs

    2020-2021: MW 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

    __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

    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.