PV VP of Instructional Services IEP

PV 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*
Partially Completed
Foster positive relationships with faculty, staff and administrators on campus.
1: Student Success 4: Culture and Environment
  • 1-Mission
    •

    1. Meet with staff and faculty during Chat and Chew with the VP to hear concerns and answer questions.

    2. Identify and develop events that can be held.

    1. Frequency of Chat and Chew participation

    2. Number of events held

    3. Percentage of event attendees who indicate a positive experience at the event via survey

    1. Quarterly Chat and Chew events

    2. 1 event that provides mechanisms for the local community to engage with the campus and 1 event that provides mechanisms for the campus community to engage with each other

    3. 50% at each event indicate a positive experience at the event via survey

    Held one chat and chew with the campus community. Faculty and staff participated, asked questions and expressed their concerns. Answers and resolutions were provided based on feedback. The Counseling Center was able to develop a magnet with resources on it that were placed around the campus for students and employees. This was a direct result of a conversation discussed during the chat and chew.

    Vice President needs to develop more initiatives to engage campus community.
    Partially Completed
    No
    Not Completed
    Lead the development of a process that will measure the effectiveness of assessment courses and services at the campus.
    1: Student Success 4: Culture and Environment 5: Structure and Processes
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Work with deans of student development and instruction to develop a culture of assessment at the campus.

    Develop and implement a process with the dean of instruction that will ensure that full-time and part-time faculty teaching for identified courses are included and provide required course assessment data for their discipline. Develop and implement a process with the dean of student development to conduct assessment of programs and services. 

    Completion and implementation of processes.

    Met with division chairs to devise a plan of action on ensuring assessment was completed as prescribed from district. There 100%  completion in the spring semester for the campus.

    It is important that the dean of instruction continue to work with division chairs to keep 100% completion of assessment for next year.
    Not Completed
    No
    Completed
    Increase overall enrollment and persistence.
    1: Student Success 5: Structure and Processes
  • 1-Mission
    •

    Work with deans of student development and instruction to develop and implement tactics from the enrollment and persistence taskforce. 

    % increase in enrollment and persistence of target populations. 

    Increase enrollment and persistence of target populations by 1%.

    Worked with dean of students to continue to develop initiatives that would improve enrollment and persistence. Enrollment did not increase was maintained with continuing students and persistence did increase by 2% as a result of the persistence challenge.

    Transition committee to new dean of students and dean of instruction. Committee continue with subcommittees.
    Completed
    No
    Not Completed
    Advance MCC's culture of assessment: Document process for Penn Valley identified in the Presidents/Vice President’s initiatives.
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Identify and edit processes and/or forms related to the campus to align with new program, regulation or procedure.   

    Develop process, if needed and quantify the number of policies, regulations and/or forms that are related or should be revised with recommended changes.

    100% completion

    Policies were identified but was not reviewed to edit to determine how the campus aligned.

    Work to review identified policies.
    Not Completed
    No
    Previous IEPs

    2020-2021: PV 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.