District Office of Campus Police IEP

District Office of Campus Police (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
Improve district safety and security
1: Student Success 5: Structure and Processes
  • 1-Mission
    •

    Develop, implement and oversee District Safety and Security Plan aligning with Climate Survey results.

    Completion of plan development with staggered implementation of goals.

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

    The MCCPD Safety and Security plan was completed in November 2021. The Plan's framework goals were 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.)

    The Plan will 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 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.



        
    Completed
    Yes
    Partially Completed
    Leverage technology to enhance campus safety
    4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Install new exterior security/surveillance cameras at the Blue River and Maplewoods campuses.

    2. Reassess Campus Installment Plan for need for interior security/surveillance cameras for each campus.

    1. % of installation.


    2. Vendor walk throughs of campus interiors. 

    1.  100% of cameras installed by  FY'22.


    2. 100% completion of vendor walk throughs of each campus.

    In March 2020, secured funding of $767,500.00 to purchase security cameras, labor and installation districtwide. The security cameras have been purchased and ordered. As of May 2022, 15% of the cameras have been installed districtwide. Security camera installation at LV completed. Security camera installation at the BR and MW campuses in progress/will be completed in May/June 2022. Security camera installation at PV campus (AC,BP) set for completion in July/August 2002.

    100% of vendor walk-throughs completed in March 2022. Walkthroughs determined the number and types of security cameras needed per campus to inform funding. 

    Additional walk throughs scheduled to determine if any gaps in critical areas per location.

    Partially Completed
    No
    Completed
    Create opportunities for employee engagement
    4: Culture and Environment
  • 2-Integrity: Ethical & Responsible Conduct
    •

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

     

    2. Promote and support opportunities for MCCPD 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. Each employee to participate/volunteer for 2 on-campus student facing events per academic year.

    1. Completion of 5 events, 1 per campus. 100% MCCPD 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. MCCPD co-hosted a meet and greet event at each campus location with the rest of the legal unit with 33% of MCCPD employee participation overall per campus. 

    • 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 MCCPD police officers participated in a minimum of 2 student-facing events districtwide as part of their official duties to include: Wolf Stock, Battle of the Bands, St. Patrick's Day parade, Flights of the Fancy,  Commencement, Rockin in the Woods, etc. Dispatch was unable to participate in any activates. 100% of MCCPD Personnel (non-officer) completed 2 student-facing events. 

    1. MCCPD will focus on utilizing employee engagement opportunities as training opportunities. Given staffing considerations, it was not feasible for frontline supervisors at each campus to attend their respective meet and greet without adversely impacting the ability to provide safety and security services districtwide. Moving forward, employee engagement opportunities will be limited to MCCPD personnel in the Administrative Center and top front line supervisor. 


    2. Student facing opportunities will focus on front-line opportunities in Student Services areas. Given staffing considerations, it was not feasible for front line officers, frontline supervisors, and dispatchers to volunteer in student facing activities without adversely impacting the ability to provide safety and security services districtwide. Moving forward, student facing activities will be limited to MCCPD personnel in the Administrative Center. 
    Completed
    No
    Completed
    Advance MCC's Culture of Assessment
    4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    1. Review and assess general orders and operational directives. 


    2. Develop MCCPD report card/assessment focused on crime statistics, operational guidelines, and overall operations.

    1. Committee reviews or general orders and operational directives. Updates per committee recommendation. 


    2. Completion of annual report.

    1. Completion by 02/28/2022.


    2. 06/30/22 Annual Report report out.

    1. MCCPD convened a committee to review MCCPD General Orders and Directives to ensure alignment and compliance with practices. The committee completed its review in February 2022.  


    2. 90% of the data has been collected and is under review to be placed in final form for the Report Card/Assessment Report. 70% of the Report Card/Assessment Report has been completed. 

    The committee will meet annually to review general orders. Reviews will be conducted through the lens of the Legal Unit Shares Services adopted strategic themes. 
    Completed
    No
    Previous IEPs

    2020-2021: District Office of Campus Police 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.