1. Offer Yearly Staff D.E.I training

2. Utilize monthly student-athlete newsletters to educate population on a diverse range of social identities 

1. Attendance/ Completion of trainings 

2. Click through rate of newsletters 

1. 100% attendance/completion of Head Coaches and Full-Time staff

2. 60% click through rate of newsletters

• Several D.E.I. training and education opportunities have been offered throughout the year, staff have participated in a variety of events.
• Monthly newsletter has been distributed to student-athletes, staff, and administrators

• In addition to offering various events throughout the year that staff/coaches can choose to attend, moving forward I am looking to develop a standardized DEI training that everyone participates in, participation in additional events will still be available. This way we can ensure a consistent understanding of specific topics relative to our student-athletes.
• Continue to look for ways to ensure student-athlete engagement with newsletter. (As the year went on, we began to embed the newsletter into the email so it automatically opened when the email was clicked on. Additionally we began to set up locations at each campus that feature athletics updates, these locations included the monthly newsletter on display.)

1. Develop an onboarding process for all PT employees.

2. Develop streamlined departmental policy's for NJCAA and MCC procedures consistent across all campuses. 

1. Document an onboarding process for all new Part-Time employees to access as reference when first starting at MCC.

2. Document departmental procedures electronically, so they may be updated yearly, and accessible to staff.

1. Onboarding process is created and placed into a single document to be distributed to Part-Time Staff during initial welcome/onboarding to MCC.

2. An electronic drive has been developed for Coaches and Staff to access for NJCAA and MCC process.

3. Procedures are documented electronically and available as an additional resource for coaches and staff. 

• Procedures have been documented throughout the year in various areas of the department to provide coaches/staff with access to as much information as possible.
• On boarding process has been developed and documented for new PT employees.

• Develop yearly trainings for staff/coaches on the information on the electronic drive so they are familiar with accessing the information.
• Moving forward, get feedback from new PT Faculty hires regarding their onboarding process to continue to improve the process so new employees are comfortable and have the tools/support they need to be successful. 

1. Develop Grade tracking/monitoring process

2. Implement Study Hall requirements based on G.P.A. standing

3. Work with local organizations to provide individual service opportunities for student-athletes to volunteer.

4. Work with teams to develop team community service opportunities of interest.

1. Student G.P.A., Team G.P.A. averages, Departmental G.P.A. average

2. Student-Athlete weekly study hall checks

3/4. Student community service hours, Team community service hours, Departmental community service hours.

1. Team G.P.A. of a 3.0. Department average G.P.A. of a 3.0

2. 90 completion of required study hall hours per team

3/4. Team average of 10 hours of community service per student-athlete. Department total of 1,500 hours of service (minimum).

• In the Fall semester 3 teams had a team GPA of 3.0 >
• For the Fall 2021 semester, the department GPA average was 2.58
• Study hall checks were completed to satisfaction
• Currently as a department we have completed 662 community service hours

• Student-athletes and coaches now have an understanding of departmental expectations when it comes to a commitment to academics, and community. Now that a program has been developed coaches have gradually become more comfortable with implementing these standards. We have re-evaluated ways to monitor academic progress to help increase student-athletes' academic performance. A Pathways progression plan for each individual team has been developed; this plan connects Career Services, Student Services, and athletics staff/coaches to help provide additional structure to benefit the student-athletes. Each pathways progression plan details out a number of academic, leadership and career building events throughout the year that will assist the student-athlete in being successful academically.
• We have also reviewed various repercussions for student-athletes who do not complete required weekly study hall hours as this tool will directly assist student-athletes in time management, homework completion and preparation for courses. Looking for ways to make this process digital to improve this process. The current process is not practical as it is a paper process. Student-athletes often have trouble keeping up with weekly documents, coaches can lose papers, etc.
• Each month the department offers community service opportunities where student-athletes can accumulate community service hours. Moving forward, in addition to the small scale monthly opportunities, each team will plan one large scale community service event per year to guarantee student-athletes accumulate their required hours. The addition of a large scale event (volunteering at a local Salvation Army to feed the homeless etc.) will all student-athletes to accumulate a large number of service hours at a time that is most convenient to their season. Athletes will still be offered smaller scale service opportunities on a monthly basis by the department to supplement additional hours. 

• $500 to maintain community service tracking app HelperHelper
• $1750 to get technology that will allow us to better monitor student-athlete study halls

1. Develop a process for tracking/reporting student-athlete placement after graduation from MCC

2. Develop EOY stay survey for all HC and full time staff 

1. Implement process to track and publish placement of student-athletes.

2. Develop a process to publicize where student-athletes are moving-on to post MCC 

1. Collect data on the 2022 gradating student-athletes as a baseline

2. 100% survey completion by all HC and fulltime staff

Collected data on all 2022 graduating student-athletes in addition to developing a database of former student-athletes (2012- current).

Created an end of the year stay survey for head coaches and FT staff via Qualtrics. Survey is being distributed to participants May 23rd and due back May 27th. Will completed by May 31st.

Now that a database has been developed, we can accurately maintain and track student-athlete placement. Examining other schools within the NJCAA, we will create paths on our Athletics Website to publicize this information.

EOY stay survey has been created for all Head Coaches and Full Time Staff. The data gathered from these surveys will be utilized to make improvements, adjustments and point of emphasis for the following year.