District Office of Enrollment Services IEP

District Office of Enrollment 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*
Not Completed
Better our student experience by developing documentation and providing training to MCC employees on credit for prior learning, and articulated credit.
1: Student Success 2: Equity Diversity and Inclusion 5: Structure and Processes
  • 2-Integrity: Ethical & Responsible Conduct
    •
  • 1-Mission
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    This will be achieved by working with enrollment managers & student success managers from each campus

    This will be measured complete when the training has been conducted. 

    Increase awareness based on training feedback. 

    The credit for prior learning policy and procedure has been updated and submitted to CPRC and is still in the process of being approved. Initially, we anticipated approval in the fall to begin training in the spring.  Since the policy and procedure are still in the CPRC review process, training has been delayed until they are approved.

    The backend processing of the articulated credit process has been documented. There has been a staffing transition on the district instructional team responsible for coordinating the front end of this process, delaying the documentation work on the full process. The district instructional team will be hiring a dual credit coordinator to coordinate this work moving forward.

    Staffing transitions in the area responsible for coordinating articulated credit highlights the need do have clearly documented processes, to not lose momentum on this work. 

    Not Completed
    No
    Completed
    Increase the number of options student with non-traditional backgrounds have of receiving college credit for what they have already learned by documenting the route to add one third party test to each of testing centers (CLEP, Person View, or other), and talking with 4 discipline faculty about awarding credit for nationally recognized examinations.
    1: Student Success 2: Equity Diversity and Inclusion 5: Structure and Processes
  • 1-Mission
    •
  • 2-Integrity: Ethical & Responsible Conduct
    •
  • 5-Resources Planning & Institutional Effectiveness
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    1) Work with the testing center coordinators to asses what is reasonable to expand.

    2) Document the route to expansion.

    Document route of expansion.

    Additional options for our students are in place. 

    The process for adding additional testing options in our testing centers has been documented.

    Initial discussions have taken place with engineering, fire science, public safety, automotive and graphic design faculty on adding credit for prior learning options.

    Increasing the number of credit for prior learning opportunities is a long term process and needs the an approved credit for prior learning policy and procedure to support expansion. 

    Completed
    No
    Completed
    At each department meeting, we will discuss ways we can improve employee’s experience. I will recommend and implement at least 2 developed strategies a semester.
    4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •
  • 2-Integrity: Ethical & Responsible Conduct
    •
  • 5-Resources Planning & Institutional Effectiveness
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    1) add the topic as a standing agenda item to the meeting. 

    2) with the appropriate AVC to implement the suggestions.

    The document with the recommended suggestions.

    I hope that this will be 100% completed.

    This was a standing agenda item at our team meetings. Many of the item suggested where outside the control of the department, this included remote work and information about facilities & moving. The following items were suggested: providing updated equipment to the information center staff and doing some more social activities within the student data center. 

    Transitions in the team, meant that the group discussion was not very big and lacked continuity.  The primary items that came up, remote work & facilities changes, are being worked on by a district taskforce or facilities. The department did ordered some equipment, namely silicon hand/wrist rest for members of the info center to make their computer work more comfortable. The student data center resumed a pre-covid pot luck tradition that they had stopped.

    Completed
    No
    Partially Completed
    Provide leadership and support as the testing centers finalize and implement their CAS action plan.
    1: Student Success 2: Equity Diversity and Inclusion 4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •
  • 2-Integrity: Ethical & Responsible Conduct
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    A document presented to the AVC outlining assessment direction. 

    If the Testing Center are able to assess their standards. 

    The plan is in place. 

    The testing centers have developed a survey that they want to administer to measure satisfaction with their services.  They are in the process of determining how to best administer the survey and plan to begin administering it in the next academic year.

    Some members of the group had tired to implement a similar survey in the past and did not feel supported in that endeavor.  It took more time to work through this process as a result. 

    Partially Completed
    No
    Previous IEPs

    2020-2021: District Office of Enrollment 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.