Chancellor's Office IEP

Chancellor's Office (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
Evolve MCC’s Culture
4: Culture and Environment
  • 1-Mission
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Tactic 1. – Develop a DEI Strategy

    Tactic 2. – Elevate employee and student engagement

    1. DEI Strategy created (Y/N)

    2. Net Promoter Scores

    a. Employee Net Promoter Score

    f. Student Net Promoter Score


    1. Strategy in place by May 2022

    2a 5 pt increase (Current NPS = -1)

    2b Maintain or increase (NPS = 38)

    We continue to build on our DEI strategy and expand our outreach.

    Learning to better coordinate with other departments and programs.
    Partially Completed
    Completed
    Continue to strengthen MCC’s financial dexterity
    3: Resource Development +Alignment
  • 5-Resources Planning & Institutional Effectiveness
    •

    Tactic 1. – Continue to move the capital campaign toward its goal 

     Tactic 2 Identify and implement innovative revenue-generating strategies (Ex. attachment, grants)

    1. % of capital campaign goal reached

    2. One new revenue-generating strategy identified

    1. 70% by end of May ‘22

    2. Revenue generating strategy identified implemented by May ‘22

    We have surpassed our goal and are looking to increase the campaign fundraising goal.

    We're continuing to improve our strategy, outreach and potential targets. Formed subcommittees to address specific targets.
    Completed
    Completed
    Ensure Success with Enterprise Wide Initiatives
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Tactic 1. – Develop a comprehensive framework 

    Tactic 2 – Successful HLC Focused Visit

    1. 10yr comprehensive framework developed (Y/N)

    2. All campuses are aware, informed and engaged with the upcoming HLC visit

    1. Framework developed by May ‘22

    2. Monthly communication updates included HLC updates May’22 and Oct. ‘22

    We have developed a 10 year framework and engaged all campuses on all facets of upcoming visit.

    We are better at identifying and addresses areas of interest from the HLC and developing useful strategies to address these areas.
    Completed
    Partially Completed
    Advance MCC's Culture of Assessment
    4: Culture and Environment
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    Tactic 1. – Build a culture of assessment accountability in support of CAO’s office.

    Reoccurring agenda item asking for progress updates in EC meetings 

    1/month

    While we have made great progress in assessment, there is still more work ahead. Perseverance and communication has been the key. It is difficult for most people to change the way they work, but it is still essential and necessary that we continue these efforts. As our faculty and staff get more comfortable with the new approaches, there will be more acceptance.

    We learned that more faculty and staff agreed with our efforts than was previously realized. Continued communication, firmness of purpose and patience with those slow to come around have been key to our progress. 
    Partially Completed
    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.