District Office of Workforce & Economic Development IEP

District Office of Workforce & Economic Development (2021-2022)

   Please fill out the blue columns in September:

Please fill out the yellow columns in July:

*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
Increase Division revenue by 25%
5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Establish a system for the collection of performance data

    2. Identify and implement recruitment and enrollment strategies

    3.  Assess data gathered monthly

    1. System establishment and use

    2.  The number of signed Ambassador contracts and enrollments

    3.  Participation of units in monthly data collections

    1. System in place by May 1, 2022

    2. 8 new Ambassador signed contracts and enrollment of 4,860

    3. 100% of units participating monthly

    WED Division Revenue increased by 27% - the goal was 25%

    A system of collection was established before May 1, 2022 that 100% of WED units participate in. We did not complete contracts on 8 new Ambassador programs as the contact had to be updated through legal; however, we do have 8 that we are working to complete.

    We are in the process of training additional WED staff to conduct informational trainings on the division and Ambassador program to increase the number of agreements and student referrals.
    Completed
    No
    Completed
    Support MCC's diversity, Equity, and inclusion efforts.
    2: Equity Diversity and Inclusion
  • 2-Integrity: Ethical & Responsible Conduct
    •

    1. All WED staff included in DEI training topics

    2. Track WED vendor usage as it pertains to DEI

    3. Plan for promotional and services offerings for inclusivity

    1. The percentage of staff participating in 4 hours or more of DEI training

    2. The percentage of vendors this FY that are minority owned

    3. The percentage of trainings held in high poverty areas

    1.  75% of staff 

    2. 16% of vendors

    3. At least 25% of trainings

    MCC's DEI efforts were supported


    100% of staff completed 4 hours or more of DEI training

    Our top paid vendors increased from 100% Non-minority vendors to 40% minority vendors

    25% of trainings were held in high poverty areas

    Identify high poverty areas within the community to take portable trainings to. Map locations of ongoing in-community trainings to assess areas with equity gaps. Also track enrollment in programs to identify gaps in high demand high wage program enrollment and intentionally recruit to reduce gaps.
    Completed
    No
    Completed
    Development and integration of a 5 year planning document for WED
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. WED staff from all units of WED involved in the identification and development of document

    2. Track for completion and alignment 

    3. Implement and track outcomes

    1. Number of staff involved from each unit

    2. Plan development completion

    3. Monthly unit reporting outcomes associated with the new plan

    1. At least 1 staff member involved from each WED unit

    2. Plan development complete by December 12, 2021

    3. 100% of units reporting based on newly developed plan

    We worked with the leadership of Institutional Effectiveness to create a 3 year plan as opposed to a 5 year plan.

    This was support through the volunteer efforts representing 7 different units of the WED Division

    The plan was completed on time and presented at the January Quarterly Division meeting.

     The plan has been placed in a shared file and the results tracked through an excel spreadsheet in a shared file. 100% of WED staff has aligned their goals with the division plan for cascading.

    We will use this to identify Taleo goals for all staff to track for overall division performance and measurement.
    Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Attend/Co-Sponsor assessment training presentations.

    2. Agenda item in quarterly division meetings

    3. Data measuring/data aggregation process

    1. Sessions attended

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

    3. Creation of digital platform/process for aggregation of mixed methods data collected

    1. 4 per fiscal year

    2. 100%

    3. Platform/process complete for use and accessible online by June 30, 2022

    I have participated in excess of 4 assessment presentations

    We discuss the importance of this in each quarterly division meeting and the purpose and outcomes of our measurements

    The Sharepoint website has been published and ongoing improvement will continue to be made as needed.

    We will assess our current measure and seek for improvement. Identify additional areas for focus and also align our new system (Modern Campus - Destiny One) with this process for tracking as well.
    Completed
    No
    Previous IEPs

    2020-2021: District Office of Workforce & Economic Development 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.