PV Director of Campus Operations IEP

PV 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*
Not Completed
Enhance the student experience
4: Culture and Environment
  • 1-Mission
    •

    Work within Campus Life and Leadership and facilities to build a rock garden where graduating students from MCC Penn Valley can leave a rock as a memory of the success they have had here.

    Campus Life and Leadership can have activities around the rock garden towards graduation.

    Rock garden will be produced and graduating class of 2022 will leave memories.

    Garden produced in time for utilization by the class of 2022.

    Campus Life and Leadership had discussions on how to go about this IEP.  After discussions with the Dean of Students this was moved to a low priority.  Other strategic items were submitted through the retention group which were placed as higher importance.  

    It is important for Penn Valley students to establish a ownership of PV and a tradition.  This is probably not the right one at this time for Campus Life and Leadership or for PV at this time.
    Not Completed
    Yes

    Yes I will need dollars to lay down initial layer of rock.  $9,000 dollars for some nice size white rock.
    Partially Completed
    Budget - Increase knowledge of understanding of departmental budgets.
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Work with campus Leadership, budget managers, and District to provide variety of programming and communication with Budget managers for them to have work knowledge of budget.

    Increase knowledge from and understanding of departmental budgets from 80% to 90% 

    Increase from 80% to 90%.

    Increased number of sessions to attend for understanding budget.  This year worked with Budget office to establish online trainings that could be viewed through out the year.

    Increased individual appointments as needed to discuss budget items.

    Need to send out survey to see about increased understanding.

    Should continue to work with district on online options for budget trainings.  Especially those that can be completed as new people take positions throughout the year and not wait till one time.
    Partially Completed
    Partially Completed
    Replace Old Furniture
    4: Culture and Environment
  • 3-Teaching & Learning: Quality Resources & Support
    •

    Work  and survey  faculty, students and administration on needs of furniture.  Work with facilities to get proper furniture using the new standards in ETEC and ATSI

    Replace furniture in ST, HU, and Campus Center common areas

    Furniture replaced by June 2022

    Completed and worked with faculty and staff on furniture at ETEC and ATSI.  Went through second round of items to be furniture to be finished by July 1.


    HERF allowed us to order furniture based upon the ETEC and ASTI standards. 

    Currently we are still waiting for a few pieces to be placed.  

    HERF dollars required a short turn around time for the furniture.  Furniture had to be picked and ordered within a two week period.  This did not allow for a lot of feed back from faculty and staff, but we did best we could.
    Partially Completed
    Not Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Survey faculty for needs every semester.

    Frequency of survey for needs. 

    Survey Faculty for needs every semester for improvements needed for the following semester.

    Survey will go out this week for needs of the campus for FY 23 Fall.

    Dates should be set around budget deadlines in the Spring for the fall.  Fall deadline should be in Nov to start for the spring
    Not Completed
    Not Completed
    Update Campus Center
    4: Culture and Environment
  • 5-Resources Planning & Institutional Effectiveness
    •

    Replace red brick with new tile in the campus Center main floor

    Flooring updated

    Flooring updated by June 1, 2022

    This year the floor for the campus center was still not completed.  The cost of the floor is expensive.  HERF money did not cover the cost of the floor due to requirement for use.

    I have submitted a request for dollars for the FY 23 year.  This is a priority for this campus.
    Not Completed
    Yes

    Yes cost of the floor and installation is about124,000
    Previous IEPs

    2020-2021: PV 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.