District Office of Communications & Marketing Services IEP

District Office of Communications & Marketing Services (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*
Partially Completed
Enhance the Student Experience: Launch the new MCC website in February of 2022
5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Complete site map

    Develop wireframes

    Website Design

    Implement new CMS

    User Testing

    Handoff and launch

    Successful launch of new website, a new CMS system in place complete with trained CMS editors and a fully operational chatbot

    Launch of new site in March of 2022.

    There have been delays in delivery of the product from the external firms. As of 5/23/22 we are in the user testing phase of the completed website and are anticipating a July 5 go live date.

    Since the design firm and the development firm came in with a joint bid and project description, we were under the assumption that there were strong lines of communications between the two, this has not been the case. In the future I would either recommend going with a vendor that can cover the entire project or if joint vendors are involved, insisting on both firms participating in all progress report meetings
    Partially Completed
    No
    Completed
    Enhance the Employee Experience: Assess the employee experience with DEI themed professional development sessions
    4: Culture and Environment
  • 1-Mission
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Include questions in the post-in-service survey to measure if employees were provided with the opportunity and content needed to enhance their appreciation of and commitment to issues of diversity, equity and inclusion at MCC. 

    The percentage of employees responding in the affirmative to the following questions:

    Which of the following DEI sessions did you attend? Choose 1 or 2 sessions or did not attend

    Did MCC provide a wide variety of DEI topics?

    The focus of MCC I/S was to provide all MCC employees a variety of options to understand/engage in topics that are traditionally marginalized. Did we meet this goal? Please explain. 

    80% responding that they did attend a DEI session and 80% responding in the affirmative to the other two questions.

    While a majority of those attending in-service said we met our goal of providing quality DEI related content, we got the sense that day of the event that the number of people attending the breakout sessions was not what we had hoped for. 

    The hybrid format of in-service proved problematic and provided little incentive for employees to attend the afternoon virtual break out sessions. The format for in-service this year will not include breakout sessions in the afternoon.
    Completed
    No
    Completed
    Advance MCC's Culture of Diversity, Equity and Inclusion: Deliver DEI focused professional development opportunities.
    4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Delivering a in-service general session focused on issues of diversity, equity and inclusion (DEI) and securing 10 breakout sessions focusing on a wide variety of DEI issues.

    Delivery of an in-service that meets the goal

    Successful delivery of in-service

    This goal was met.

    No continuous improvement recommendations.
    Completed
    No
    Completed
    Advance MCC's Culture of Assessment: Post-project customer feedback process
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Develop an assessment tool that will allow clients of Marketing and Communications to provide feedback on the quality of the service provided and the product delivered.

    Successful development and implementation of the client feedback tool.

    Delivery of first post-project feedback form in February 2022

    The development and deployment of the first feedback surveys was completed on time and continues successfully. 

    At the beginning we sent feedback surveys to the project client at the conclusion of every project. This was a bit odd as we at times ended up sending surveys to ourselves. We tweaked the process so that surveys are only sent for projects that originate outside our department.

    Completed
    No
    Previous IEPs

    2020-2021: District Office of Communications & Marketing Services 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.