District Office of Academic Affairs IEP

District Office of Academic Affairs (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
Successful implementation of MCC's assessment and curriculum platform, eLumen.
5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1.  Emphasize the value of MCC's new assessment and curriculum platform, eLumen, to all MCC faculty
    2.  Regularly provide eLumen configuration and implementation updates to faculty, leadership, and staff. 

    1. Newsletters from the CAO and the Office of Academic Affairs will document updates on eLumen. 
    2.  Number of new program opportunities created with local school districts

    1. Monthly notices/reports during active semesters
    2. 3 new opportunities with local school districts 
     

    Updates around assessment were included in the CAO newsletter as well as all meetings facilitated by myself on behalf of the Academic Affairs office (examples:  Deans and Directors and  DACC). 

    Updates from the CAO in the CAO newsletter  will continue along with dedicated time reporting out on assessment at meetings facilitated by myself.  
    Completed
    No
    Completed
    Refine the recently developed Articulations process.
    5: Structure and Processes
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    1.  Update the district-wide process for Articulation agreements with other Colleges and Universities.
    2.  Publish the Articulation process internally and publicly.
    3.  Organize and improve the collection of Articulation agreements.

    1.  Consult with Campus Deans of Instruction, Vice Presidents, and the college Registrar to establish and document the Articulation process.
    2.  Consult with MCC web team of publicizing the Articulation process on the Intranet (Info Exchange) and website for outside higher learning entities.
    3. Develop an in-house documentation process to serve as a district repository for housing MCC's Articulation Agreements.

    1.  By the end of April 2022
    2.  By the end of April 2022
    3.  By the end of March 2022

    A district-wide process has been developed for publicizing articulation agreements. Consultation with campus leadership and the registrar  has occurred  and will continue. Publicizing of the Articulation Process on Info Ex as well as for outside learning entities has occurred. An in-house documentation process has been developed for housing MCC Articulation Agreements.  

    Work will continue in fine-tuning the document repository for the Articulation Agreements. Conversations with four year partners are occurring around updating existing agreements to affirm currency or to create new agreements. 
    Completed
    No
    Partially Completed
    Refine the Dual Credit Strategic Plan to increase enrollment for dual credit students.
    5: Structure and Processes
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    1. Update and the recently developed strategic plan toward increasing enrollment and reducing barriers in processes.
    2.  Continue efforts to create more program opportunities with local school districts.
    3.Continue efforts in developing new partnerships among local school districts.

    1. Refine the recently developed strategic plan toward increasing enrollment and reducing barriers in processes.
    2.  Continue efforts to create more program opportunities with local school districts.
    3. Continue developing new partnerships among local school districts

    1.  January - February 2022
    2. April 2022
    3. By May 2022

    Progress is being made with increasing enrollment and reducing barriers in processes associated to dual credit. New program opportunities have been emerging with local school districts, and the development of new partnerships with school districts is happening.

    A restructuring of the district positions associated to the dual credit work is underway to ensure the best strategy and support for dual credit program. Continued progress will occur to increase enrollment and to reduce barriers in processes associated to dual credit. New program opportunities will continue to be identified with local school districts, and the development of new partnerships with school districts will continue to be a priority for the college.

    Partially Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    1. Attend/Co-Sponsor assessment training presentations.

    2. Agenda item in all team meetings

    1. Sessions attended

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

    1. 2/semester

    2. 100%


    Weekly co-sponsoring of training sessions occurred with faculty, and 100% of meetings I attended had assessment on the agenda and discussions occurred. 

    Co-sponsorship of assessment trainings and information sessions will occur, and all meetings I attend will include assessment on the agenda.

    Completed
    No
    Previous IEPs

    2020-2021: District Office of Academic Affairs 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.