District Office of Legal IEP

District Office of Legal (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
Create opportunities for employee engagement
4: Culture and Environment
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Promote and support opportunities for Legal Office personnel to engage with personnel throughout the District. 

     

    2. Promote and support opportunities for Legal Office personnel to participate in on-campus student facing events at campuses.

    1.  Develop and promote a calendar of 1 employee engagement opportunity at each campus.

     

    2. Percentage of employees who participate/volunteer for 2 on-campus student facing events per academic year.

    1. Completion of 5 events, 1 per campus. 100% employee participation per engagement opportunity. Participation/attendance of 10 external personnel for each engagement opportunity.

     

    2. 100% employee participation/volunteer for on-campus student facing events per academic year.

    1. The legal department co-hosted a meet and greet event at each campus location with the rest of the legal unit with 88% legal department employee participation overall. 

    • Blue River - April 4
    • Longview - April 13
    • Maple Woods - April 18
    • Penn Valley - April 27

     A minimum of 10 people attended each event.  

    2. 100% of employees of the legal department completed a minimum of 2 student-facing events districtwide to include: Campus Center Welcome Table Volunteer at Penn Valley and HSI, Welcome Back Waffles for students at Maple Woods, Grad Bag Distribution at Penn Valley, Project Success Student Workshop, Wolfpack Wellness Event for students at Maple Woods, Reading Strategies at Penn Valley, Scholars Day Volunteer at Longview Commencement Student Name Tag and Information Check-In Volunteer at Cable Dahmer Arena.

    The legal department will focus on utilizing employee engagement opportunities as training opportunities. Student facing opportunities will focus on front-line opportunities in Student Services areas. 
    Completed
    No
    Completed
    Oversee improvement of safety and security practices
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Support development and implementation of the District Safety and Security Plan ensuring goal alignment with 2021 Climate Survey results as they relate to campus police and risk management.

    Completion of plan development with staggered implementation of goals.

    Ensure plan developed by December 31, 2021 with 25% of staggered goals implemented by end of FY'22.

    The District Safety and Security Plan was developed under a two-prong approach: 1) The MCCPD Safety and Security plan and 2) EHS Program Plan. 

    1. The MCCPD Safety and Security plan was completed in November 2021. The Plan was development with staggered implementation of goals and informed by the 2021 Campus Climate Survey. Over 25% of the staggered goals for Phase 1 have been implemented. (7 of the 12 goals listed have been initiated or completed.)

    2. The EHS Program Plan was completed in May 2022. The Program timeline is a two-phased approach with a 5 year staggered timeline of implementation of goals. For 2021-2022, of the 7 goals identified, 3 have been completed and 4 are in progress to be completed by June 30, 2022.

    The MCCPD Safety and Security Plan and EHS Program Planwill be re-evaluated to incorporate key elements of the Homeland Security Infrastructure Survey Security & Resilience Report. Addition of these key elements will ensure a more robust District Safety and Security Plan that is informed by not only employee and student feedback but also the leading government agency in terrorism. The re-evaluation will assist in seeking appropriate resources, people and funding, to inform goal prioritization.


    The EHS Program Plan will be re-evaluated to incorporate key elements of the Missouri Department of Natural Resource waste disposal reports written in 2022. The re-evaluation will assist in seeking appropriate resources, people and funding, to inform goal prioritization.
    Completed
    Yes
    Partially Completed
    Development and implementation of automated contract review process
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Develop and implement Phase 2 of the Project Plan for the automated workflow platform for contracts at or below the $25,000 threshold.

    Achieving the substantive and deadline-driven targets set forth in the Project Plan. 

    4/30/2022 Deployment and Handoff

    A phase 2 project plan was developed, with deadline-driven targets 60-75% complete. Deployment/handoff was not achieved due to staffing loss and project reprioritization within the IT department. 

    The legal department has obtained proposals and quotations from four vendors of contract management software solutions as a "back-up" option in the event FY23 budget dollars are available to support completion of this operational tactic.

    Partially Completed
    Yes

    $25,000 annually is needed to purchase a contract management software solution to enable automating contract lifecycle management District-wide. 

    Partially Completed
    Advance MCC's Culture of Assessment
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Develop Legal Office report card/assessment focus on legal landscape, legal operations, and external management.

    Completion of an annual report.

    06/30/22 Annual Report report out.

    The annual assessment report is in process and will be ready for report out on 6/30/2022. 

    The legal department will continue to track and assess the legal landscape, legal operations, and external management.

    Partially Completed
    No
    Previous IEPs

    2020-2021: District Office of Legal IEP

    2021-2022: District Office of Legal 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.