District Office of Diversity, Equity and Inclusion IEP

District Office of Diversity, Equity and Inclusion (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
Create a robust mechanism of diversity, equity, and inclusion engagement for faculty, staff, and students in MCCKC's higher ed. ecosystem
2: Equity Diversity and Inclusion 4: Culture and Environment
  • 1-Mission
    •

    Create a series of charrettes that is focused on consensus-building surrounding the vision for diversity, equity, and inclusion at MCCKC.

    % of participants who feel like their voices were heard through the charrettes.

    80% of participants report feeling as if their voices were heard through the charrette process.

    An extensive amount of research has been conducted.  Two charrette sessions were held with every campus before the end of 2021 as well as an employee survey and student survey.

    As a new DEI leader joins MCC, there will be a DEI institute and a framework will be developed.  This data will be greatly beneficial.  The next phase will be to develop Phase II of the DEI Shared Service plan which is the fully detailed version built off what was provided for the MCC Reimagined Playbook.
    Completed
    No
    Completed
    Enhance cross-collaboration between the Office of Diversity, Equity, and Inclusion, Human Resources, & Institutional Research to improve the employee and student experience.
    2: Equity Diversity and Inclusion 5: Structure and Processes
  • 2-Integrity: Ethical & Responsible Conduct
    •

    1. – The Office of Diversity, Equity, and Inclusion will cross-collaborate with Human Resources, and Institutional Research. By formulating a three-legged stool (i.e., Funnel), the employee and student experience will be enhanced. 

    2. Strive to ensure that all campuses are made aware, informed, and engaged with DEI efforts/initiatives.

    1. Regular meetings between the Office of DEI, HR, and IR.

     2. Regular meetings with district-wide DEI Council

    1. Quarterly meetings.

    2. 1 meeting/month

    Have met throughout the year with all groups connected to and related to DEI.

    Took a consultant to visit with all key groups in support of the Social Justice Institute.

    Also, the consultant was taken to every campus and met with students, faculty, and staff.  

    Several targeted DEI roundtables have been held this past year.

    The consultant will develop a report to recommend the next steps with the social justice institute and will be presented to the EC and Campus Presidents.

    Will incorporate mandatory DEI training in collaboration with HR going forward.

    A social justice institute is planned for the 2022-2023 academic year along with other additional aligned training opportunities and community engagement activities.
    Completed
    No
    Partially Completed
    Evolve MCCKC's propensity towards embracing diversity, equity, and inclusion for all.
    2: Equity Diversity and Inclusion 4: Culture and Environment
  • 1-Mission
    •

    Through shared and participatory governance, develop a Diversity, Equity, and Inclusion Strategy.

    Diversity, Equity, and Inclusion Strategy formulated.

    In alignment with the Equity Framework/Phased Approach, have a Diversity, Equity, and Inclusion Strategy in place by the Fall 2022 Semester. 

    A draft DEI plan was shared with the district-wide DEI council, but we wanted to pause and ensure the MCC Reimagined District-Wide plan was solidly in place. 

    This DEI plan is well underway and in progress and with the new DEI leadership coming to MCC, this will be a key focus for the 2022-2023 academic year.
    Partially Completed
    Partially Completed
    Advance MCC's Culture of Assessment
    2: Equity Diversity and Inclusion
  • 3-Teaching & Learning: Quality Resources & Support
    •

    Tactic 1. – Conduct an Institutional Diversity Audit.

    Audit performed?

    Report generated will include details of all the DEI work MCC has done and what can be improved.  This audit will support the development of the DEI strategy document.

    An MCC DEI institute is happening in June of 2022.  This will fully build out the audit and assessment.

    Information from previous data collected and at the June 2022 DEI institute will allow for completion very soon after this IEP cycle closes.
    Partially Completed
    Previous IEPs

    2020-2021: District Office of Equity & Diversity 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.