PV Dean of CTE IEP

PV Dean of CTE

   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
Ensure CTE programs are informed by current industry professionals.
1: Student Success
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    Build an INTE Advisory Board.

    An INTE advisory board will be created and have met prior to January 31, 2022.

    The newly formed INTE Advisory Board will allow the INTE program to request Enhancement Grant funding.

    The INTE advisory board was formed and met March 31 and May 6 to begin reviewing the INTE curriculum.

    The consists of the following

    Adam Jelenic - LMV Automotive

    Jake Schealler - The Baker Group

    Berrie Maas - Mars Petcare

    Quincy Kinney - Hallmark

    Matt Kiser - Church & Dwight

    Bradley Teeter - Honeywell

    Scott Rempfer - Honeywell

    Clarence Scott - Smithfield

    Tatia Shelton - MCC Career Services Coordinator

    Eric Wehmueller - faculty

    Jim Frevert - faculty

    Roger Claypool - faculty

    Matt  Wooten - RS Electric

    Nick Blaylock - Church & Dwight

    The initial meetings went very well.  Good, robust conversations are happening about the INTE programs.  Next steps will be for the the faculty to take recommendations from these conversations and draft a program outline to bring back to the advisory board in fall 2022.  
    Completed
    Completed
    Ensure process for funding identification and funding source information are available to project stakeholders.
    5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Create a draft process for identifying, organizing, and prioritizing funding sources and CTE equipment needs.

    Draft process will be created by December 31, 2021.

    This process will help project leads and other relevant stakeholders determine best use of funds for projects and assist MCC in prioritizing CTE equipment purchases.

    A draft was created in Excel, but it is a VERY manual, laborious tracking system.  Presented to Dr. Alicia Dickens and she asked Dr. Barcus Jackson if we have a way to automate this process.  At this time, there is not.  The Excel document is attached.

    Need to work with IT and Administrative Services to see if there is a more automated way to capture and track this information.
    Completed
    Completed
    Create an environment of support for CTE program coordinators.
    4: Culture and Environment
  • 3-Teaching & Learning: Quality Resources & Support
    •

    Create a Program Coordinator Manual template.

    Draft template created by February 28, 2022.

    To prevent burnout and frustration, the manual will provide guidance on the responsibilities and operational tasks of the Program Coordinator role.

    I started this task and then due to discussion among the negotiation committees was asked to hold off on this work by the CAO.  I have attached the information I gathered from a former and new CTE program coordinator.

    This should be revisited by the CAO's office.  Happy to help if needed.
    Completed
    Completed
    Assess the relevance of and degree/certificate efficiencies for the IINTE programs.
    1: Student Success 5: Structure and Processes
  • 4-Teaching & Learning: Evaluation & Improvement
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Analyze enrollment and completion data to determine if there are degrees and certificates that need to be streamlined and or eliminated within the Industrial Technology programs.

    Data report will be available to review with INTE faculty by March 1, 2022.

    INTE streamlined degrees/certificates would increase fill rates in program courses and eliminate chronic low enrollment classes.

    We have reviewed the data and began discussions with the INTE advisory board to determine the steps to streamline the certificates and degrees.

    We have an INTE instructor that is willing to work on this over the summer and then we will present to the advisory board in fall 2022.
    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.