President's Office Penn Valley Campus IEP

President's Office Penn Valley 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
Expand academic programs at MCC Penn Valley
1: Student Success
  • 3-Teaching & Learning: Quality Resources & Support
    •
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    1. Collaborate with CAO to meet with MDHE and HLC liaison on Respiratory Therapy
    2. Collaborate with faculty to identify faculty to draft the culinary curriculum

    1. Respiratory Therapy approved by MDHE and HLC?


    2. Hospitality-Culinary curriculum in the development phase?

    1. Yes

    2. Yes

    1.  On a bi-weekly/monthly basis the CAO and Campus President met with the MDHE. We are unable to apply for HLC until the self-study is completed for the program.

    2. We partnered with WED to draft the initial culinary. The curriculum will be presented to DICC in the fall, of 2022. 

    1. We will follow the timeline below to implement the program. 

    Dec, 2021   Post the position for Respiratory Care instructor for fall, 2022 start

    Jan-April, 2022  Work with consultant for Respiratory Care detailed curriculum and program implementation plan

    April, May, 2022   Internal Curriculum approval process for MCC

    June, 2022   MCC Board formal approval for program

    July, 2022   MCC Submit Program and curriculum for state approval 

    Fall, 2022   Secure equipment, supplies and proposed clinical locations for 2023 program students

    October, 2022 HLC and CoARC process commences

    October, 2022 - May 2023   Rennovation and remodel for 4th floor of HSI 

    January, 2023 - Recruitment and marketing for August, 2023 cohort

    August, 2023   First cohort begins


    2. Continue to work with the advisory board to get supportive letters to use to support the culinary program. 

     


    Completed
    No
    Completed
    Successfully launch Advance Technical Skills Institute
    1: Student Success
  • 3-Teaching & Learning: Quality Resources & Support
    •

    1. Complete RACI model for relocation of the BT programs moving to the ATSI

    2, Meeting held with the Dean of CTE, Campus leaders, and faculty to move the programs

    1. RACI model followed and revised accordingly?

    2. Meeting held with the Dean and CTE, Campus leaders, and faculty to move the programs?

    1. Yes

    2. Yes

    1. RACI model was revised as the needs of the programs that were moving to ATSI arose.

    2. Weekly meetings were held with faculty, campus leaders, and District employees regarding the programs moving

    Welding, HVAC, CIMM, INTE, and BLDM successfully moved to the ATSI. Fablab, 3D Printing, and Construction Management successfully moved to the new ETEC building. Ribbon-cutting ceremonies were held on October 2021 (ETEC) and April 8 (ATSI).

    Completed
    No
    Partially Completed
    Foster a collaborative culture that creates a sense of belonging to the greater whole for the Penn Valley Campus
    3: Resource Development +Alignment
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Faculty and staff participate in the District survey

    2. Faculty and staff participate in the capital campaign

    3. Meet with ATSI and ETEC faculty 

    4. Host campus leadership retreat

    1. % of faculty who participate in the District survey

    2. % of faculty and staff who participate in the capital campaign

    3. % of ATSI and ETEC faculty who meet with the President

    4. Campus leadership retreat held?

    1. 20% of faculty and staff participate in the survey

    2. 50% of PV faculty and staff participate in the capital campaign

    3. 100% of ATSI and ETEC faculty meet with the President

    4. Yes, retreat held. 

     1. The data used came from employees listed for PV in fall of 2021 when both surveys were administered (N=274) to calculate the % who participated.

     DEI survey= 45% of PV employees (123 survey respondents)

    CPI=24% of PV employees (65 survey respondents)

    2.  The only employee at the campus that has contributed to the Captial Campaign to date is the President. 

    3. During the month of May meetings were held with ATSI faculty. During the month of September 2021, the President met with all ETEC faculty and staff. 

    4. A campus leadership retreat was not held due to a number of vacant leadership positions. 

    1. Work with the Foundation to identify ways to engage more employees in the Pathforward Campaign. 

    2. Host the campus leadership retreat when all of the vacant positions have been filled. 
    Partially Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    1: Student Success
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    1. Meet with Chairs & Directors to identify programs and courses that are to be assessed

    2. Identify resources necessary for faculty to assess course outcomes

    % of courses identified that complete one assessment

    100% of courses identified will complete one assessment

    1. The Vice President was charged with meeting the Chairs and Directors. The President while serving as the Dean of Health Sciences met with all of the program coordinators to ensure they completed their course assessments.

    2. Faculty who were identified had mentors to assist with their course assessments. All courses identified to be assessed were completed. 

    We will continue to meet with Chairs, Program Coordinators and Directors to ensure identified courses are assessed. 

    Completed
    No
    Previous IEPs

    2020-2021: President's Office Penn Valley 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

    __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

    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.