MWCC OPERATIONAL PLAN - FY2023

HENNE

ROSBURYHENNE

Eastern North

Southern New Hampshire

public

SDA

at

private students

at other colleges,

data to research where

going

recruitment

focus

these

MWCC.

2+2

ROSBURYHENNE

HENNE

ROSBURYHENNE

HENNE

HENNE

ROSBURYHENNE

1.3.2

ROSBURYHENNE

noncredit

Academic

increase

of

ROSBURYHENNE

SCALES ROSBURYHENNE

enrollment

re-write website

ease of user

to support

to dual enrollment, early college

accelerated pathways

with regional entities supporting diverse populations

create pipelines to non-credit enrollment and employment for diverse members of North Central Massachusetts.

of Adult

enroll a minimum of

individuals per year in core adult education classes (HiSET/GED prep, ESOL and college track courses)

enrollment rates of students in the Transition to College

from Adult education programs in central MA.

in time

on pages, reduction of bounce rates, increased

in partnerships with regional entities

FY2023

SCALES ROSBURYHENNE ENGLAN

DUGGAN CLARK

individuals will be enrolled in HiSet, GED, ESOL and college track

enrollment rates percentage for

to College

FY2023

DUGGAN COLELLO 1.1.2

FY2023

DUGGAN KAYSER

1.1.1 27. Increase assistance and services for ESL students seeking enrollment in the Transition to Community College program around the evaluation and translation of educational documentation so they can access postsecondary education.

1.1.1 28. The Department of Workforce Access and Education will enroll a minimum of 100 un or underemployed individuals per year in priority industry occupational training programs.

1.1.1 29. The Department of Correctional Education will increase enrollment rates for incarcerated individuals in the Department of Corrections with the Second Chance PELL program and explore program growth options within the Department of Corrections including minimum security and with Worcester County Jail.

Increase in assistance and services for ESL students in the Transition to Community College Program

FY2023 FY2023

No DUGGAN KAYSER

28. 100 individuals (unor underemployed) receive priority industry occupational training

FY2023 FY2023

No No DUGGAN GORDON

1.1.1 30. The Department of Corporate Training and Community Education will develop an effective Workplace ESL program to promote employee professional growth leading to promotion and wage increase.

29. 1) Increase in DOC enrollment rate for incarcerated individuals;

Determine viability of new programming at Worcester County Jail

FY2023 FY2023

No No No DUGGAN STAZINSKI

30. Workforce ESL program developed FY2023 FY2023

No No No DUGGAN CLARK

Facilities Capital Leadership

Collaborator

1.1.1

to implement and expand college access programming in the region, targeting first-generation, lowincome and diverse students and preparing them for post-secondary education

X% of students served by college access programs (Talent Search, UBMS, GEAR UP, Shannon, etc.) will complete the FAFSA; X% will apply to a college or university within their senior year; 90% of GEAR UP seniors will apply to MWCC in their senior year; X% will attend college tours; X% will participate in tutoring?; X% will complete a rigorous curriculum

1.1.1

Continue to expand early college programming both through current districts and addition of new districts, targeting low-income, first generation, underrepresented students who may not be considering college.

Increased participation rate in early college programming by 9th and 10th grade students in partnering schools; increase in % of early college students taking credit-bearing courses; diverse students served

funding opportunities that support diversity, equity and inclusion programs and activities.

Funding pipeline developed for DEI

Leadership

Collaborator

FORHAN

WILLIAMS

1.1.2

a case management approach designed to mitigate noncognitive barriers to college participation and completion by providing guidance, support, pertaining to education cost, housing, food, family, transportation and financial insecurity issues.

1. Develop comprehensive referral services to internal and external supports for individuals (credit and noncredit, affiliated with MWCC) who face cognitive and non-cognitive challenges that may impede successful enrollment, persistence and completion.

1. Referral services to internal and external supports developed; 2) Increase in partnerships with regional agencies and community based organizations that provide assistance to students with barriers.

1.1.2

Develop a Student Solution Center focused on a case management approach to mitigate basic needs challenges of our students; Phase 1: Concept refinement, leadership review, and funding exploration.

3. Creation of a business plan for introduction of Student Solution Center

1.1.2

Utilize referrals to the Brewer Center's SOS Program; Meeting student basic needs through SOS, food pantry, transportation support, etc.; collaborate on development of OneStop with Student Services & THRIVE.

% of student body accessing resources; semester-to-semester retention for students served and fall-to-fall

FY2023

transportat

DUGGAN

LAYTON

NICHOLSON

1.1.2

Create / Distribute a basic needs survey that qualifies and quantifies the non-cognitive challenges our students face. This data is critical to effectively align resources and measure success/impact of support initiatives year-to-year.

5, Basic needs survey administered

FY2023

Items

Strategic

Date

Facilities

Leadership

Collaborator

Support

Collaborat ors

student-parents who represent

the nation’s community

drop-in, short-term childcare,

“two-

(2G)

that

education the student-parent

the

post-COVID

of mental health

mental health

to include more after-hours

Leominster/Devens coverage.

collaboration to enrich

communication planning and delivery throughout the learner

a repository for all communications sent for staff to access to enhance the student/customer

all learner

for

identify

at all

of

evidence,

the

of advising

SCALES ROSBURYHENNE 1.1.5

SCALES ROSBURYHENNE

O'SULLIV

ROSBURYHENNE O'SULLIV

1.1.2

10. The Transition to Community College program will provide intentional advising support to a minimum of 30 Transition to Community College students per semester to help them navigate their first semesters at MWCC.

1.1.2 11. The Transition to Community College program will increase enrollment from targeted community agencies such as MyTurn.

1.1.2

12. The Department of Workforce Access and Education will provide cost free training programs in Healthcare, Manufacturing, and IT to the un and underemployed individuals of North Central Massachusetts.

11. Minimum of 30 Transition to Comm College students will received intentional advising

FY2023 FY2023

DUGGAN KAYSER

1.1.2

13. The Department of Workforce Access and Education will increase its formal partnerships with regional agencies to provide additional opportunities for support services and financial assistance for eligible individuals.

12. Increase in enrollment from MyTurn and other targeted community agencies

13. Free training provided un- and underemployed individuals in North Central MA

FY2023 FY2023

DUGGAN KAYSER

1.1.2

14. The Department of Correctional Education will provide will expand Second Chance PELL program for incarcerated students providing "free" college to men while incarcerated and to continue advisor support to the DOC students when they are released to engage in MWCC and continue education as traditional students.

14. Increase in formal partnerships with regional agencies to provide support services and financial assistance

FY2023 FY2023

No DUGGAN GORDON

15. Advisor support provided to DOC students after release

FY2023 FY2023

No DUGGAN GORDON

FY2023 FY2023

DUGGAN STAZINSKI 1.1.5

1.1.3 Demonstrate a welcoming, accepting environment across our mix of academic supports, learner services, and civic learning initiatives.

1.1.3

1. Expand recruitment effort initiatives designed to develop the perception among prospective adult students as MWCC as the first choice for personal academic growth, professional advancement, development and retraining.

Regularly assess and discuss in Enrollment Management what is happening in competitive marketplace to note trend progressions

1. Creation of an adult page on the college admissions website including information on exchange exams, CLEP, clubs, access to childcare and other services.

2. Maintains MWCC competitive edge and allows readiness in all branding, strategic recruitment, financial preparedness messaging and enrollment activities

1.1.3

Assess physical and virtual space and practices for student-centeredness and make changes to ensure a welcoming and supportive learning environment for all students.

3. Assessment of physical and virtual space and practices

FY2023

ROSBURYHENNE

SCALES ROSBURYHENNE 1.1.2

1.1.3

The Transition to Community College program will implement a variety of onboarding options for students to address barriers to enrollment including remote synchronous and in-person options.

Onboarding practices for students to address barriers established

FY2023

DUGGAN QUAYE EISLER

1.1.3

The Department of Workforce Access and Education will conduct a comprehensive assessment of the intake process for Manufacturing programming and adjust practices as needed to enhance student success.

assessment of the Manufacturing Program intake process

FY2023

DUGGAN KAYSER

FY2023

DUGGAN GORDON

Tech Facilities Capital Leadership Team

Collaborator Leadership Team Member or

Support

Other Collaborat ors

Notes

1.1.4

professional development

to faculty and staff on building interdepartmental

ability to operate

a diversity and

training

understanding diversity and

we

better serve a diverse

population integrate into

program

topics of

collaboration,

Teaching and Learning

that is inclusive of all

PD curriculum;

Creation of virtual learning ecosystem;

Offering of regular PD workshops

asynch workshops and resources

professional

for faculty and staff.

form a Diversity, Equity and Inclusion Committee to advise programs on matters of DEI and

long-term professional

training

form a Diversity Equity and Inclusion

the

staff,

community

understanding of

a

1.1.5

proactively with learners to educate them about financial literacy and mitigate the high cost of education with innovative strategies and financial support, to the greatest extent possible.

1.1.5

pre-college pathways to reduce cost and improve academic outcomes

pre-college pathways reduce cost.

EISLER

1.1.5

Expand articulation agreements between non-credit, academic and workforce education programs offered free of cost and academic coursework offered at the college.

The Department of Adult Education will expand college track offerings to include Mathematics and First-Year Experience.

Increase in articulation agreements between academic and workforce education programs

Math and FYE will be offered via college track in AE

1.1.5

The Department of Workforce Access and Education will expand the industry recognized credentials offered in its programming that articulate to college credit coursework to include credentials in IT.

Strategy for reduced cost single seats in courses for dual enrollment students developed and implemented, available to both ECA and DE students (ECA funded by program).

Increase industryrecognized credentials articulating to college credit in IT

FY2023

EISLER

Reduced cost structure for students working to attain high school credit prior to graduation, competitive with FSU and others

FY2023

COLELLO 1.3.3

FY2023

EISLER

FY2023

QUAYE

1.1.6

implement institutional policies and procedures, academic programs and academic procedures, and assessment

with a diversity, inclusion and equity perspective.

1.1.6

existing financial literacy workshop series through Student Services.

MWCC Foundation

incorporate a mandatory, populationlevel financial literacy module that all new students must complete as part of their first semester at MWCC.

the need for learners to incur debt

increase innovative and other means of aid

financial literacy of students, decrease in learners incurring unnecessary debt

1.1.6

the creation of a depository for policies and procedures that will be easily accessible through an employee portal.

of Intranet with dedicated Human Resources area containing all updated documents, policies and procedures

literacy offerings

all LLL&WD departments

seek to expand internal and external partnerships (such as MassHire) to bring this content to other areas of the college and community.

financial literacy/knowledge among staff, faculty and students

FY2023

RULAND MAYER/R EYNOLDS

ZOTTOLI/LAYT

RULAND/ EISLER

ENGLAND SENNETT

ZELESKY RULAND

1.2.1

academic and nonacademic support staff at each campus or instructional site and method of study as they transition along their academic path.

1.2.1

Using SUCCESS Fund grant, expand the coaching roster from three to four coaches and work with Academic Advising, Career and Transfer to complement work and services offered to learners

Expansion of success

to assist learners and complementary work and services

1.2.1

Explore weekend hours (as overload) of admissions office to meet the needs of community.

1.2.1

The Division of Lifelong Learning and Workforce Development will increase student support staffing, including adding at least one additional full-time student support specialist in both Adult Education and Workforce Access; and one part-time student support specialist in Correction Education

Potential for greater participation among learners

Increase in student support staffing

1.2.1

College Access Program counselors/advisors will work with students individually, with a focus on goal setting and career exploration, as well as introducing students to support services on campus as they transition from GEAR UP/Talent Search/Upward Bound

College Access students utilize MWCC academic, career, and transfer advisors, along with low-income, first generation (LIFG) support services.

EISLER O'SULLIV

ALL MWCC

SCALES ROSBURYHENNE

DUGGAN SENNETT QUAYE

GONZALEZ HOGAN/C

methods of study.

1.2.1

6. Expand early college advising by 2 positions in order to support new early college designations, growth in existing designated partners and dual enrollment opportunities with nondesignated partners

5. Increased student and faculty support at offsite locations, resulting in higher retention and completion rates; expanding number of early college partnerships nondesignated partners dual enrollment opportunities

1.2.2 Maintain affordable programming by keeping focus on sustainability, impact, and containing costs in all decision making across the college.

1.2.2

1. Develop and implement strategies to help reduce student cost across the organization, such as dedicated staff to implement and expand Open Educational Resource Project - course marking, faculty release time to redesign courses around open and library-licensed materials with librarian support, and free printing and copying for students

1. Increases in annual operating expenditures do not exceed the rate of inflation; we establish infrastructure to facilitate use of OER in courses; 2. decreased mean cost of texts by 15%; 3. course marking processes in place 4. deliver faculty development in OER best practices

1.2.2

Professional development to faculty and staff on Open Educational Resources (OER)

5. Increase in use of OER; decrease in student cost for textbooks and other course materials

1.2.4

Workforce

full-time

Lifelong

days/nights/remote/hybrid,

Department of Adult Education

multi-year

Department of Workforce

pursue

multi-year

project.

LLL

DUGGAN LAYTON

DUGGAN LAYTON GORDON

ZOTTOLI/

reduce cost

Access

continue

of early

offer

College learners,

post-secondary

of dollars in

education tuition, fees and books, aiding in

the affordability of post-secondary

1.2.7 Expand access to programs like dual enrollment, early college, adult education and workplace training, and other accelerated pathways to enrollment and completion.

1.2.7

1. The Division of Lifelong Learning and Workforce Development will increase the number of industry credentials articulated to credit courses at MWCC and expand partnerships with the Division of Access and Transition to support expanded industry credentialing and credit articulation for early college and dual enrollment programs.

1. Increase in industry credentials and credit articulations available and increase in credentialing offerings to Early College and Dual Enrollment learners

FY2023 FY2023

No DUGGAN FORHAN EISLER

1.2.7

2. The Department of Adult Education will partner with the Division of Access and Transition to delivery college track developmental ELA, Math, and Student Success coursework to Early College and Dual Enrollment students.

2. Increase in college track coursework for Early College and Dual Enrollment learners

FY2023 FY2023

No DUGGAN FORHAN EISLER

1.2.7

3. Implement new Early College designation with Narragansett, expand access to early college with Sizer Charter, Fitchburg High School, Leominster High School and Gardner High School, and pursue new early college partnerships within the region

3. Increased access to early college programs by underrepresented students across the region

FY2023 FY2023

No No SCALES FORHAN

Strategic

Tech Facilities Capital Leadership

Collaborator

Team Member or Staff Lead

Support s

Other Collaborat ors

Notes

1.2.7

early

CRM management tool

dual enrollment/early college to ease application/approval process for students and families, and increase the amount of time advisors can spend supporting students and potential students.

CRM management tool within dual enrollment/early college to ease application/approval process: Advisors will be able to dedicate more time to work directly with students rather than administrative activities; reduction/elimination of current manual processes required due to differences in process from the rest of the college.

pathways

align all college access programs with area high schools and with areas of economic development and growth, and embedding stackable credentials.

strategies for the

of barriers to credit-bearing

coursework for potential early college/dual enrollment students who

to meet college readiness

Ed courses to be delivered within partnering high schools to sophomores and juniors, resulting in college-ready status

barriers to higher education for underrepresented populations, and establish strategic initiatives to reduce or eliminate barriers.

labor market analysis and areas of student interest as reflected in Portrait of a Graduate

enrolled in the

gain a

understanding of

available to them

designed

will have the opportunity to gain

or more

prior to high school graduation, and

also have the opportunity to gain experience and credentialing in their selected pathway prior to matriculation into higher education.

credit and noncredit

alignment with each early college

plans for specific areas of study that support regional economies and areas of interest for incoming students

employability of EC/DE

at high school graduation within their field of interest

ORHAN/V

1.3.2

Multiple

1.3.2

The Division of Lifelong Learning and Workforce Development will strengthen partnerships with regional state agencies and community based organizations to provide comprehensive pathways to support services for non-credit students

in education and training programs.

2. LLL/WFD will continue to act as the colead or lead agency of the MassHire North Central MA Career Center operating consortium

1.3.2

Departments of Adult Education and Workforce Access

Education

assign rotating staff to be stationed at the MassHire North Central Career Center.

assigned at Career Center to offer

1.3.3

to implement, align and support college access programming in the region, ensuring a continuity of experience for first-generation and low-income youth from pre-k through postsecondary education and occupational training.

1.3.3

The Department of Workforce Access and Education will apply for a minimum of one grant per year with a target population of the un or underemployed.

grant application

a target

of the un or underemployed

1.3.3

1.3.4

to grow the Second Chance Pell program, support for the formerly incarcerated, as well as the Department of Transitional Assistance (DTA) population in a financially responsible manner.

Workforce

of the

the

administrative

of the

1.3.4

Department of Correctional Education will expand current programming in DOC increasing

of enrollments, students, and graduates in BUC program.

programming to include

credentials (CAA

BUC graduates.

expanding programming / MWCC

in the DOC minimum facilities.

expanding services / classes /

in the Worcester House of Corrections and with Fitchburg Community Corrections.

guided self-placement for Correction Program learners.

programming

credentials

to

assessment processes

among

and expand the early college programs and Adult Education programs, with emphasis on teaching and learning, student success (program and goal

and

and implement an early college

learners

gain a more clear understanding of the students being

to

2.1.1

3. The Department of Adult Education and Training will implement the use of DegreeWorks into academic planning for students enrolled in core programming.

3. DegreeWorks utilized by Adult Education for student success

FY2023 FY2023

No DUGGAN COLELLO

2.1.1

4. The Department of Workforce Access and Education will incorporate work-based learning activities into a minimum of 2 occupational training programs.

4. Work-based learning activities incorporated into 2 occupational training programs

FY2023 FY2023

No No DUGGAN GORDON

2.1.1

5. The Department of Correctional Education will explore working with Advising to create a Second Chance PELL Advising map for students when released from the DOC creating a clear path from incarceration and the 2CP program to traditional college programming at MWCC.

5. Advising map created for Correctional Programs student success

FY2023 FY2023

No No No DUGGAN STAZINSKI EISLER/R OSBURYHENNE/O' SULLIVA

2.1.1

6. The Department of Corporate Training and Community Education will offer a minimum of 2 apprenticeship programs.

6. Corporate Training offers 2 apprenticeship programs in FY2023

FY2023 FY2023

No No No DUGGAN CLARK

2.1.1

7.Working with partnering early college high schools, continue development and refinement of grades 9 and 10 career and college preparation.

7. Each partnering EC HS will have a clear plan for grade 9 and grade 10 students who indicate they are interested in early college to explore career pathways and to address academic skillsets required to be college-ready by junior or senior years.

FY2023 FY2023

No No No SCALES FORHAN/VETT ESSE

Facilities

Leadership

Collaborator

2.1.2 Identify barriers within the institutional culture and promote internal, cross-functional teamwork to eliminate barriers and provide a collaborative, holistic experience for all learners.

2.1.2

Create functional communication channels among advising, THRIVE, and success coaches

2.1.2

The Division of Lifelong Learning and Workforce Development will implement the use of student success teams across all department to include student support services, instructors, and administrators to support student learning and success.

Increased rates of learner persistence and retention.

Increase in noncredit student success and program completion

2.1.2

The Department of Correctional Education will continue to work with the DOC to retain students in the program so that they are not moved from the DOC when they are actively in programming. If a move is mandatory work with the DOC to have student moved to a MWCC site (NCCI or MCI). Explore options to continue working with students when moved to a lower security.

3. Increased rates of DOC learners program success and completion

ZELESKY

DUGGAN ZELESKY

DUGGAN STAZINSKI

to build upon the work of the College and Career Alignment

Workforce

convene

incoming

including the expansion of community service, internships, cooperative education, volunteerism,

work

Department of Correctional Education will continue to provide Academic Advising

STAZINSKI

to the

in the DOC program: When a

is having challenges in the program provide a written

with the student. Engage

and former

with academic

learner communications

Admissions

ROSBURYHENNE

Lifelong Learning

Workforce

all departments to outline how

incorporate robust

counseling, academic, and personal planning

well as workplace

their

Department of Adult Education

document electronic education and career plans for students enrolled in core classes that include labor market data and post-secondary pathways.

Department of Correctional Education will provide Degree Works print out to students each semester to see program progress. Provide individual educational counseling to students and develop continuing education plans using Advising maps.

collaborative programming on academic, career planning , and goal-setting for learners (workshops; peer interest groups); 2. Explore curriculum in career exploration

Access Programs will

middle/high school students with MWCC Career & Admissions staff for information sessions, as well as post-secondary referral services.

noncredit

personal

learners setting academic, career and personal goals.

of DegreeWorks into DOC programming for learner

rates of learners who engage in academic and career

TRIO

in an MWCC information session/workshop

on career

2.2.1

9.United Way Youth Venture (UWYV) and Changemaker Education programming will support K-14 learners in social entrepreneurship and civic action projects, workshops, and embedded curriculum.

9. A) Provide UWYV programming both during the day and after school in 8 K-12 schools; ; B) MWCC UWYV staff will deliver UWYV-based Civic Action Project curriculum as a high school graduation requirement in two high schools; and C) Support 3,000 K-12 learners with workshops, community speakers on interests/career pathways, and Healthy Minds student conference

2.2.2 Offer and broaden dynamic learner life experiences that engage learners in cocurricular and leadership activities.

2.2.2 1. Continue momentum and “lessons learned” from COVID pandemic by offering all student life events in a hyflex/hybrid format that includes both in-person and remote engagement opportunities. This flexible delivery modality has diversified attendance and allows for students to actively participate in events.

1. Refinement of flexible delivery modalities to allow for maximum learner access, engagement, and attendance

2.2.2

leadership

programming

the Leominster campus.

a student leadership club

NSLS (National Society of Leadership & Success) as the foundational feeder for this new leadership opportunity designed for emerging student leaders.

with academic affairs and faculty to incorporate student life programming into the fabric of course syllabi.

Leominster campus

have access to programming

leadership

of Student Leadership

2.2.2

Division of Lifelong Learning and Workforce Development will expand community education offerings, including Health & Wellness courses, that integrate with pre-college and un/underemployed and incumbent occupational training programs.

robust career development that supports learner networking through job panels, job fairs, and career readiness workshops.

Student life programming included in all syllabi resulting in increased engagement of learners

Increased community programming and increased collaboration with early college

EISLER MATSON

SCALES FORHAN

2.2.3

Research "Academic Deep Dives" and "Lunch and Learn" with faculty, regional high school counselors and business organizations.

1. Career and transfer development programs that meet the needs of all learners, especially diverse learner populations who have been traditionally underrepresented in postsecondary education.

2.2.3

2. The Division of Lifelong Learning and Workforce Development will partner with the MassHire North Central Career Center to bring career development activities to non-credit students at the college.

Increase in career development for noncredit learners

2.2.3

3. The Department of Adult Education will offer Career Center Seminars and Career Center Workshops operated through the MassHire North Central Career Center to students enrolled in adult education courses.

Collaborative career events for program participants

2.2.3

The Department of Workforce Access and Education will collaborate with the Business Services Representative of the MassHire North Central Career Center to offer postprogram placement services (job fairs, recruitment events, etc.) for workforce training programs.

4. Collaborative career events for program participants

faculty

Second

ROSBUR YHENNE/W ARFIELD

baccalaureate

MWCC

learners

the 4-year

internships, cooperative education, volunteer opportunities, service learning, civic engagement, and other work experiences for learners to gain insight into their chosen

with regional employers and academic programs to develop internships and other work experiences that help learners to gain experience while earning college credit; Leadership Team will discuss a strategy for moving this forward in FY 2023

internships, cooperative education, volunteerism, service learning, civic engagement and other work experiences into program requirements and syllabi

number

curriculum-based internships, cooperative education, volunteerism, service learning, civic engagement, and work experiences for

learner awareness of industry and expansion of learner engagement and access to work experience for college credit

create and

a "Career Spree Day" in collaboration with the North Central MA Chamber of Commerce

in engagement of regional businesses with MWCC learners; Increase in career knowledge for learners

EISLER SCALES

NICHOLS

HOOVEN

SCALES

NICHOLS

ROSBUR

WILLIAMS PARKER

EISLER ROSBUR

Enrollment

adult education

programmatic

modalities

a means

close

WILLIAMS ZELESKY

underrepresented

non-traditional

mentoring

of

noncredit credentials are offered

early college

of diverse

gain workforce

will allow them to

working within

field of interest

to matriculation.

Men of

mentoring

learners from communities of color,

as individuals from other underrepresented

mentoring

underrepresented

cultural competency

MWCC community

meet needs of global

EISLER SARGENT ZELESKY

FORHAN ACADEM

DEANS

WILLIAMS ZELESKY

2.3.4

Establish financial planning for growing number of undocumented (prospective and current) learners who are not eligible for Federal Financial Aid

Ongoing group and individual sessions with students to determine sources of scholarships and aid available.

2.3.4

3. Review data for learner prospects and applicants and their preference of campus; build certificate and degree completion programs at campuses applicable to the data received to eliminate transportation barriers

3. Build certificate and degree completion programs at campuses and online/hybrid programs applicable to the data received to eliminate transportation barriers

2.3.5 Provide ongoing professional development to all employees and pedagogy methods on access and equity for underserved populations

2.3.5

1. The Division of Lifelong Learning and Workforce Development will collaborate with the MWCC Chief Diversity Officer and MWCC IR department to conduct an equity audit of the division and map out a multiyear professional development plan.

1. Equity audit conducted; 2) Multi-year DEI professional development plan implemented

2.3.5

2. The Department of Adult Education will analyze all student demographic data within the LACES database to better understand the demographic make-up of its student population.

3. Develop DEI workshop curriculum on equity: 1. service delivery; 2 pedagogy; curriculum and learning design to increase cultural competency within MWCC community to meet needs of global community;

Better understanding of learner demographics for planning purposes

3. Provide professional development to all employees that embraces culturally-focused training and dialogues around race, ethnicity, gender, and sexuality increase retention of minorities students

COLELLO

RULAND

SCALES ROSBUR

WILLIAMS PARKER

WILLIAMS

2.3.5

provide professional development for A&T staff and early college faculty on trauma-informed strategies in order to support our staff and our students as they re-enter physical learning spaces

and faculty are better prepared to address issues for students; increased

(not sympathy)

2.3.6

Dual Language Program

addresses and embraces culturally-focused curriculum and dialogue around race, ethnicity, gender and sexuality.

collaborating with K-12, Dual Enrollment and Early College; adding certificate programs

in Dual Language program offerings for Early College population

2.3.6

professional development to all employees that embraces culturallyfocused training and dialogues around race, ethnicity, gender, and sexuality

environment that embraces culturallyfocused training and dialogues around race, ethnicity, gender, and sexuality and results in increased retention of minorities students

Continue to grow and expand on the success of Brewer Center dialogues on issues that impact MWCC Community and learners locally, regionally, and globally

in dialogues on timely issues

2.3.6

Division of Lifelong Learning and Workforce Development will revise pre-college academic course curriculum to include multiple perspectives and the experiences of diverse and underrepresented populations throughout history.

in retention of learners from underrepresented backgrounds

GOAL 3: EQUITABLE AND INCLUSIVE PEDAGOGY, FACILITATION, AND ACADEMIC PROGRAMMING

DEANS

ROSBURYHENNE

ROSBURYHENNE EISLER/D UGGAN/Z

EISLER ENROLL

GORDON PARKER

Manageme

innovative

the

new and existing academic programming, and

in

Local

to align

other grant

education

with

to inform

build

high

move

non-credit trainings

Workforce

Workforce

Learning

Access

local high

post-graduate

LAYTON/ SCALES

GONZAL

3.1.4

co-curricular programming, service learning and civic engagement opportunities, and relevant support services into academic courses and syllabi to support the intent of the academic program.

1. Develop a robust civic learning program aligned with curriculum and across programs, inclusive of service learning, civic engagement, community research and dialogue opportunities.

1. An increase in civic knowledge through participation in civic learning initiatives as demonstrated by students' ability to articulate a gain of this knowledge inside and outside of the classroom.

3.1.4

Integrate early alert and earlyintervention procedures into academic courses and syllabi; 2. explore institutionalize mid-term grades

2. Early alert and early intervention revised.

3.1.4

Leverage POG data and corresponding strategies to inform curricular and co-curricular development and design "with and not for"

3. Curricula and cocurricula are reviewed to leverage POG data for strategic design "with and not for"

3.1.4

The Division of Lifelong Learning and Workforce Development will expand partnerships with academic programs to provide program-specific sidecar student success courses.

Expansion of noncredit and credit program partnershipssidecar student success initiatives

FY2023

FORHAN

MOUNTA

EISLER

Leadership

Collaborator

3.1.4

3.1.5

course development processes

SPRING

3.1.6

student and faculty engagement, and for technology integration.

the integration of technology on campus

virtually, providing infrastructure to support all learners.

implement learning design and online pedagogy through development of processes,

improvement of support infrastructure.

Academic Senate approval for course

processes that follow instructional design

SPRING

add three degree

that can be completed

approval of

policies

curriculum.

new

DEANS HENRICH

DEANS HENRICH

HENRICHS

PARKER HENRICH

3.2.2

The Department of Adult Education will complete its programmatic curriculum map that outlines how academic courses offered within the department align to the Institutional Student Learning Outcomes (ISLOs)

Mapping of Adult Education curriculum to ISLOs

FY2023 FY2023

PARKER HENRICH

3.2.2

The Department of Workforce Access and Education will complete a program outline document including existing or potential credit course alignment and Institutional Learning Outcomes Mapping where appropriate.

Mapping of Adult Education curriculum to ISLOs

FY2023

DUGGAN PARKER

3.2.3 Develop or refine Program Student Learning Outcomes (PSLOs) and a process for their assessment.

3.2.3

The Department of Correctional Education will support the program review activities of its academic programs as requested by the Division of Academic Affairs.

1.The Division of Lifelong Learning and Workforce Development will identify and align Programmatic Student Learning Outcomes with the Institutional Student Learning Outcomes.

2. The Department of Adult Education will identify learning outcomes for its programs (adult education, ESOL, college track) assessed by the measurable skill gain measure of our funder.

Correction Programs supports program reviews as requested by Academic Affairs

Identification and alignment of Adult Education learning outcomes with ISLOs

FY2023

DUGGAN EISLER HENRICH

2. Identification of learning outcomes for adult Education Programs assessed by measurable skill gain

FY2023 FY2023

DUGGAN EISLER HENRICH

FY2023

DUGGAN COLELLO HENRICH

3.3.1

Form Teaching and Learning Advisory Board and establish Faculty

Residence

Established infrastructure for synchronous and asynchronous learning opportunities and community building

on teaching and learning

3.3.1

Develop inclusive professional develop opportunities for all employees

Increase in faculty and staff engagement in professional development opportunities.

3.3.2 Develop a transparent and well-defined process for employees to access for the requisition and support of professional development.

1. Develop a front-line training series that focused on the many positions across the College that have direct, focused interaction with students as customers. This training should be modular and available to all employees as soon as they begin employment.

1. Modules are available to all employees as soon as they begin employment 2) Implement college-wide PD for front-line positions

3.3.2

2. Identify 2-3 half-days per year when the College will “close” to support an “All College” professional development opportunity that focused on one of the five Strategic Initiatives embedded in this plan.

Institution-wide training opportunities on MWCC Strategic Plan on regular, timely basis; open, transparent dialogues

3.3.2

The Division of Lifelong Learning and Workforce Development will develop and implement a multi-year professional development plan to train their staff on the successful use of Google Workspace for Education applications.

Creation of multi-year, professional development plan on Google Work Space for Education

WILLIAMS

SENNETT

HOOVEN SENNETT

HORLANDER SENNETT

3.4.1

the learning environments across all campuses, instructional sites and modalities of learning on how they meet the needs of learners, faculty and staff and are healthy, safe, engaging, easily navigated and conducive to maximized learning

1. Finance and Administration will identify current use of space across all campuses

Learning environments promote excellence in teaching and learning and meet the needs of learners, faculty and staff.

In Progress (Spring 2022)

Gardner: Fall 2023; Leominster: Spring 2023: Devens: Spring 2024

No No No QUAYE EISLER PITCHKO

3.4.1

Creation and maintenance of listing of all MWCC space and its current use

Creation of a listing and site plan that reflects all spaces on campus and who is occupying the space

In Progress (Spring 2022)

Gardner: Fall 2023; Leominster: Spring 2023: Devens: Spring 2024

3.4.1

The Division of Lifelong Learning and Workforce Development will create dynamic physical and virtual learning spaces for students across all departments.

Dynamic physical and virtual space for LLL&WD s=learners

3.4.1

Department of Adult Education will expand its virtual course offerings.

3.4.1

Department of Workforce

and Education will maintain certification for the Department of Public Health to operate remote

Assistant Training programs.

Expansion of AE online course offerings

Retention of certification from the Department of Public Health to continue

Assistant remote training programs

No No No QUAYE PITCHKO

No No DUGGAN QUAYE

DUGGAN COLELLO EISLER

DUGGAN GORDON SHEA

Strategic

Tech Facilities Capital Leadership Team Lead Collaborator Leadership Team Member or Staff Lead

Also Support s SI #

Other Collaborat ors & Notes

3.4.2

3.4.2

the needs of

faculty, and staff

is healthy,

engaging,

configurations,

maximizes

media

(based

relocations, remodeling

classroom

technology

future

technology

3.4.2

ensure

all campus learning

plan for internal and external funding sources for space

Develop a short-term and long-term plan for operational sources, Commonwealth of Massachusetts sources, grants and fundraising sources

all campuses

learning

a 3 to 5 year

plan of DCAMM, internal, external, and other funding sources and priorities.

modalities

in pedagogy,

technology

physical environments

Collaborator

3.4.2

of peripheral, collaborative spaces that

learner needs for instruction

collaborative work outside of the

all

instruction

collaborative

3.4.2

plan for update, repair, replacement and upholstery

of furniture in academic, learner services, and other open

on all campuses

all needs and develop an annual plan for cleaning, repairing and replacing furniture

academic, learner services and other open spaces on all campuses

3.4.2

audit of ADA compliance of physical spaces (offices, classrooms, conference rooms, etc.) and furniture to ensure college is accessible and comfortable for all on al campuses

with Academic Environment and Technology Committee on intersection of pedagogy, learning, and space modernization

of all compliance items and development of a plan for compliance and ongoing compliance

Collaboration brings about positive learning environment changes

2023

2023

updates

PITCHKO

PITCHKO

3.4.2

Faculty with tech tools they can include in their courses across the curriculum

3.4.2

health safety and flexibility for configuration changes into all learning environment updates, anticipating future health crises and new needs, taking advantage of renovation projects to ensure safety and health are addressed

Faculty are able to incorporate technology tools into curriculum

Assessment of health and safety issues, work with academic area on plans for learning environments, and create a plan for maintaining changes related to COVID changes put in place

FALL 2023

PITCHKO

Collaborator

HORLANDER

3.4.2

Division of Lifelong Learning and Workforce Development will develop a process and procedure for assessing the learning space needs of teachers and students within the division.

for communicating learning space needs established

3.4.2

The Department of Adult Education will develop and distribute a faculty and student survey on learning space needs.

Learning space needs survey to faculty and staff in LLL & WD is completed

3.4.2

The Division of Lifelong Learning and Workforce Development will identify and secure funding sources to support equipment and technology upgrades.

Increase in funding sources that can be used for equipment and technology

3.4.2

The Department of Adult Education will include technology purchases and upgrades in budgets for its new and continuation funding sources.

The Department of Workforce Access and Education will pursue one funding opportunity focused primarily on equipment upgrades.

Technology expenses are covered by grants and other funding sources

Capital funding for equipment upgrades is secured

FY2023

PITCHKO

DUGGAN QUAYE PARKER

DUGGAN LAYTON HORLAN

3.4.3

and transform the LaChance Library physical spaces into a modern community college library that serves the needs of and inspires our students, faculty, and staff, as well as supporting our connections to the larger community.

Build an assessment of LaChance Library's programmatic space needs through existing data analysis, new surveys, other library site visits, and library staff discussion.

Needs Assessment overview document

FY2023

DUGGAN LAYTON HORLAN

2022

FY2023

LAYTON PITCHKO

4:

ECONOMIC DEVELOPMENT LEADERSHIP

4.1.1 Use data from regional labor market studies, the Central MA Regional Workforce Blueprint, The North Central Massachusetts Chamber of Commerce

“One North Central: A Roadmap for Regional Prosperity,” and other workforce sources to develop relevant education and training in credit and non-credit programs.

1. The Division of Lifelong Learning and Workforce Development will continue to align all non-credit academic and workforce education programs to the priority industries outlined in regional planning documents.

1. Alignment of all noncredit training programs to the regional planning documents

FY2023 FY2023

No No No DUGGAN

4.1.1

2. The Department of Adult Education and Training will align its grant applications and programming to the workforce development plans of the central and north central Massachusetts region.

3. Alignment of all noncredit training programs to the regional planning documents

FY2023 FY2023

No No No DUGGAN COLELLO

4.1.1

3. The Department of Workforce Access and Education will align its training programs to the workforce development plans of the central and north central Massachusetts region.

2. Alignment of all noncredit training programs to the regional planning documents

FY2023 FY2023

No No No DUGGAN GORDON

4.1.1

4. Resources Development will align workforce grant funding to workforce development plans for north central Massachusetts whenever possible.

4. Alignment of regional priorities with workforce grants being sought

FY2023 FY2023

No No No LAYTON DUGGAN

Items

Strategic

Date

Tech Facilities Capital Leadership

Collaborator Leadership Team Member or Staff Lead

Support s

#

Other Collaborat ors

Notes

4.1.2

regional business and industry leaders in forecasting their needs to overcome perceived skills gaps among workers and identify new opportunities to grow the region’s economic health.

1. Promote technology (Handshake, Career Assessment Tools, etc.) to enhance services to all constituents (students, alumni

1. Strong and active partnerships working for same goal across region that will result in increased economic development in North Central Massachusetts.

FY2023

4.1.2

Increase touchpoints between Career Services and Academic Divisions by building intentional space for collaborations to support students, faculty and regional employer connections

2. Intentional development of partnerships and collaborations with MWCC students, faculty and regional workforce

4.1.2

3. The Division of Lifelong Learning and Workforce Development will collaborate with the MassHire North Central Workforce Board and MassHire North Central Career Center to assess regional employer needs.

3. Intentional collaborations to address workforce and occupational training for regional workforce

FY2023

4.1.2

The Department of Corporate Training and Community Education will develop additional training programs to respond to community and workforce needs and increase the number of companies served.

4.Increase in the number of training programs and companies served

FY2023 FY2023

4.1.3 Collaborate on the development of new programs and enhancements to current programs.

4.1.3

Focus on employer engagement to increase opportunities for students

Increased employer engagement that offers learners career opportunities and other learning experiences

SCALES ROSBURYHENNE

SCALES ROSBURYHENNE EISLER

DUGGAN MASSHIR

FY2023

DUGGAN CLARK

FY2023

SCALES ROSBURYHENNE

ZOTTOLI

Department of Workforce

Education

support the

to increase the

of training programs

non-credit to credit

Department of Correctional Education will explore non-credit opportunities for DOC students while incarcerated and post release to enhance BUC certificate and increase job readiness post release. Explore opportunities to engage Fitchburg Community Corrections to engage clients with non-credit options with MWCC.

CAEL

re-entry

non-credit

Program

be better

for jobs

noncredit

4.1.4 Disseminate information to develop education and training plans for North Central Massachusetts, including K-12 partners, Adult Education programs, college academic and workforce programs, chambers of commerce, and other pertinent institutions and stakeholders

4.1.4

1. VP of Lifelong Learning and Workforce Development will serve on regional planning committees, advisory boards, and executive boards as needed to ensure active participation in regional planning initiatives.

1.MWCC information promoted on regular basis; increased engagement from pertinent stakeholders

2. Executive Director of Corporate Training and Community Education will join Chamber as Board member, outreach to business partners to write Workforce Training Fund Grants, work with MassHire, NAMC and other stakeholders to recruit and deliver incumbent training.

4.1.5 Identify current and projected education and training needs of employers in North Central Massachusetts.

4.1.5 1 .The Division of Lifelong Learning and Workforce Development will participate in regional planning activities that identify current and future employer needs within North Central Massachusetts.

4.1.5

2. The Director of Adult Education will participate in the regional WIOA Core Partner planning activities.

2. MWCC information promoted on regular basis; increased engagement from pertinent stakeholders

1. MWCC uses real-time information to make programming and funding needs decisions

2. Alignment of MWCC occupational training programs with regional workforce needs

ROSBURYHENNE

DUGGAN COLELLO

Leadership

CLARK

4.1.5

3 .The Department of Corporate Training and Community Education will meet with employers to identify training needs; develop and deliver quality education to their incumbent workers with intention to upskill for retention and professional growth opportunities.

4.1.6 Explore how the noncredit space can support creative learning design and learner success for academic programs (i.e., online, self-paced FYE, pre-college academy, etc.).

4.1.6

1. The Division of Lifelong Learning and Workforce Development will expand partnerships with regional organizations to expand specific pathways to enrollment for their organization and creating student pipelines for training programs.

3. Increase in the number of employers utilizing training for incumbent workers

FY2023 FY2023

No No DUGGAN CLARK

4.1.7 Develop seamless linkages between our work with business and industry and other strategic college partnerships, such as local school districts, Adult Education programs and community-based organizations, to identify, support, and develop learners and workers in the pipeline.

2. The Department of Adult Education will expand ESOL course offerings to community partner organization sites to increase access to programming.

1. Expansion of community connections for workforce partnerships and student pipelines

FY2023

No No No DUGGAN

2. Expansion of ESOL programming and access to that programming

FY2023 FY2023

No No No DUGGAN COLELLO

Items

Strategic

Date

Facilities Capital Leadership

Collaborator

Member or Staff

Support

Collaborat ors

4.1.7

1. The Division of Lifelong Learning and Workforce Development will collaborate with the MassHire North Central Workforce Board and other regional leaders to develop long-term strategies to fund the workforce training needs of the region.

1. Strong partnerships with stakeholders that will lead to increased collaborations with MWCC.

4.1.7

Department of Corporate Training and Community Education will meet with employers to identify training needs; develop and deliver quality education to their incumbent workers with intention to upskill for retention and professional growth opportunities.

2. Increase in number of corporate trainings that are delivered to upskill incumbent workers in region

on issues that shape the regional workforce and economic viability.

4.2.1 Work with institutional, business, and political leaders to develop funding strategies, resources and approaches to meeting training and educational needs.

4.2.1

1. Continue to enhance students' career readiness through coaching and advising, building innovative programming that aligns with academic and industry trends and is reflective of college mission.

1. Increased funding for academic and training opportunities that meet the employment needs of region.

The Division of Lifelong Learning and Workforce Development will collaborate with the MassHire North Central Workforce Board and other regional leaders to develop long-term strategies to fund the workforce training needs of the region.

Increased number of career-ready MWCC graduates.

4.2.2 Facilitate work-based learning, registered apprenticeships and other models that engage learners in career pathways from K12 through postsecondary study, as well as those involved in workforce training programs such as Adult Education.

1. The Division of Lifelong Learning and Workforce Development will expand work-based learning programming throughout the division.

Expansion of workbased learning programming across LLL&WD early college and occupational training programs

4.2.2

The Department of Workforce Access and Education will integrate work-based learning experiences into all of its core programming (healthcare, IT, Advanced Manufacturing, Early Childhood Education)

Increased number of workforce-ready participants in occupational training

FY2023

GORDON

4.2.2

The Department of Corporate Training and Community Education will partner with local industry to conduct a minimum of one apprenticeship program.

Strong partnerships with stakeholders that will lead to increased collaborations with MWCC.

4.2.3 Provide a forum for an Innovative Ideas Group to look for new opportunities for MWCC and the regional workforce.

4.2.4 Be a leader and a catalyst of regional efforts to diversity the workforce in North Central Massachusetts.

The Division of Lifelong Learning and Workforce Development will coordinate internal and external information sharing and idea sharing events.

The Leadership team will develop an action plan for this item in the next fiscal year.

Strong partnerships with stakeholders that will lead to increased collaborations with MWCC.

FY2023

DUGGAN CLARK

FY2023

EISLER PARKER

Outcome Needed FY2023 FY2023

5.1.1 Deliberately increase recruitment and retention of diverse employees that are reflective of MWCC’s learner population.

5.1.1

1. The Division of Lifelong Learning and Workforce Development will increase its employees of color by 5% over the next by actively recruiting diverse candidates through local and statewide organizations.

2. The Department of Adult Education will add a preferred qualification of bilingual to all job postings.

1. Increased diversity of MWCC employees that is reflective of learner population

FY2023 FY2023

No No No DUGGAN SENNETT

5.1.1

3. The Department of Workforce Access and Education will add a preferred qualification of bilingual to all job postings.

2. Increase in number of bilingual staff in Adult Education

3. Increase in number of bilingual staff in Workforce Access & Education

FY2023 FY2023

No No No DUGGAN SENNETT COLLELO

5.1.1

4. Increase the number of Second Chance PELL program students that mirror the diversity of MWCCs student population.

4. Increase in diversity of Second Chance Pell learners, matching MWCC's learner population

FY2023 FY2023 No No No No DUGGAN SENNETT GORDON

5.1.2 Consistently provide ongoing and intentional professional development to those seeking to be leaders that expands their skill set and is relevant to their role within the institution.

1. The Division of Lifelong Learning and Workforce Development will support the development of leaders within the division by developing an internal leadership mentoring program and identifying one staff member each year to participate.

1. Mentoring program for LLL & WD staff created and launched

FY2023 FY2023 No No No No DUGGAN STAZINSKI ENROLL

FY2023 FY2023

No No No DUGGAN SENNETT

Facilities

Leadership

Initiative

Human:

employee

5.1.2

2. The Department of Workforce Access and Education will identify and support emerging leaders in the department and encourage employees to pursue professional development that aligns with professional goals; offer PD paths the support professional growth.

2. Employees have access to professional development to career paths and growth

FY2023 FY2023

No No DUGGAN SENNETT GORDON

5.1.2

3. The Department of Corporate Training and Community Education will offer professional development opportunities to employees with encouragement to participate in at least two PD events per year.

3. Increased engagement of employees in professional development

FY2023 FY2023

No No No DUGGAN SENNETT CLARK

5.1.3 Foster a positive employee climate that supports transparent and open communication, values differences, supports a commitment to social responsibility, and builds a strong sense of pride in the MWCC community

5.1.3

1. Create 2 to 3 annual Professional Development days for All College to focus on college's strategic goals -end of day meeting could allow more to attend and contribute

1. An intentional professional development opportunities schedule that is open and inclusive to all employees

FY2023 FY2023

No No No VANDER HOOVEN SENNETT All College Committee /Academic Senate

2. Review workload equity and service levels across campuses and officesexploring cross-functionality and possibility of extended student-facing office hours to meet needs of all students on all campuses across all modalities

2. Equity of workload and an increase in efficiencies of customer service to learners across all campuses and modalities of learning

FY2023 FY2023

No No No SCALES ZELESKY; ROSBUR Y-HENNE

Strategic

Date

Tech Facilities Capital Leadership

Collaborator Leadership Team Member or Staff Lead

Support s

Other Collaborat ors & Notes

5.1.3

3.VP of Lifelong Learning and Workforce Development will develop an internal website for the division that will house programmatic information, performance, data, and short and longterm planning documents.

3. Access to programmatic and other pertinent divisional documents and communications for all divisional employees

FY2023 FY2023

No DUGGAN

5.1.3

4. VP of Lifelong Learning and Workforce Development will conduct regular meetings with full and part time staff members and attend regular team meetings for each department under his/her purview.

4. Open, transparent communications and consistency of leadership across all teams/departments

FY2023 FY2023

No No No DUGGAN

5.1.3

5. The Director of Adult Education will conduct regular staff meetings to review information, policy, and procedures.

5. Effective communications that keep staff informed and up to date on institutional data

FY2023 FY2023

No No No DUGGAN COLELLO

5.1.3

6.Executive Director of Corporate Training and Community Education will conduct regular staff meetings to review information, policy, and procedures.

6. Effective communications that keep staff informed and up to date on institutional data

FY2023 FY2023

No No No DUGGAN CLARK

Tech Facilities Capital Leadership

Collaborator

Strategic Initiative

Physical and Technological Infrastructure: Invest in physical and technological infrastructure to support current and future programs and campus safety.

5.2.1

term planning

a

public

and

Workforce

plan

Lifelong

implement a multi-year

to the

include longterm

sustainable and innovative

Adult Education, Workforce Access and Education.

Community

LAYTON/ OLIVERI/ GORDON/ STAZINS

Banner Modernization Project: Implement Banner Document Management System 11/1/2021 12/31/2022

Banner Modernization Project: Implement

System for future integrations

Modernization Project: Implement Blackboard Ultra Nav

Banner Modernization Project: Finish decommissioning process 7/1/2022 12/31/2022

Banner Modernization Project: DegreeWorks Upgrade from 5.0.3 to 5.0.7 1/1/2023 6/30/2023

9. Banner Modernization Project: Re-architecting the hire/termination process 7/1/2022 12/31/2022

Banner Modernization Project: Upgrading GAM and Toad Data Point (TDP) on the MWCC-tasks server and migrating the TDP automations 7/1/2022 8/1/2022

MULLEN

MULLEN

Modernization Project: HEIRS process

Banner Modernization Project:

7/1/2022 12/31/2022

MULLEN

of Academic Affairs reporting 7/1/2022 12/31/2022

Modernization Project: Blackboard - Rewrite of upload scripts 7/1/2022 12/31/2022

Banner Modernization Project:

9 Automations 1/1/2023 6/30/2025

Banner Modernization Project: Replacing Discoverer Reporting Tool and migrate reports to APEX or new tool 7/1/2022 6/30/2022

Banner Modernization Project: Replace Jasper PDF output system for APEX 7/1/2022 8/1/2022

Banner Modernization Project:

Card System Upgrade (Plan and Purchase) 7/1/2022 12/31/2022

Banner

Project: Purchase and implement Reporting Tool 7/1/2022 6/30/2023

MULLEN

HORLANDER MULLEN

Banner Modernization Project: Implement Self Service 9 Business Office functions 1/1/2023 5/30/2023

Banner Modernization Project: Migrate Photo Sync to New Server and decommission older

Banner Modernization Project: Banner Testing Instance Passwords (WIP)

7/1/2022 8/1/2022

6/30/2023

Banner Modernization Project: Banner to PDF functionality (Ticket 11318-2) 7/1/2022 6/30/2023

Banner Modernization Project: Samba shares to replace SSH 7/1/2022 6/30/2023

Banner Modernization Project:

Security Standardization - Default roles, template(s), and form with workflow 7/1/2022 6/30/2023

Banner Modernization Project: New ID Numbers in Degree Works (Need method to hide "Do not use" accounts) 7/1/2022 6/30/2023

PITCHKO/ SWIFT/LA YTON

PITCHKO

5.2.2

a rolling 3 to 5 year plan for addressing deferred maintenance, new capital, and technology needs, with a plan for funding.

a funding strategy to implement the infrastructure plan

Creation of 3 to 5 year rolling infrastructure

plan that is updated regularly

5.2.2

an updated list of deferred maintenance, new capital and technology needs based on institutional data and strategic goals

Creation of 3 to 5 year rolling plan for deferred maintenance, new capital projects and technology needs based on strategic goals and updated regularly.

6/30/2023

Develop a funding and prioritization software strategy plan including implementing improvements to the student information system.

Creating a funding and prioritization plan for software improvements to the student information system.

Lifelong Learning

Workforce Development will collaborate with the Development

funding aligned to the divisional

Workforce

Education

Development

for expansion/improvement

funding

work with

local

that will

in the local

the Development

funding for the non-credit

the

funding

to

and funding

Fitchburg

Corrections program,

House of

other

yet

EISLER

Facilities Capital Leadership

Collaborator

Collaborat

Notes

MULLEN PITCHKO/

HORLANDER

5.2.2

Department of Corporate Training and Community Education will educate business partners about available grant opportunities to fund training for their incumbent workers and will assist companies in writing grant applications to secure these funds.

7. Increase in number of business partners that utilize fund training for incumbent workers

5.2.2

Develop the annual/long-term grant development agenda, by researching private and public funding sources that align to each of the goals and strategic initiatives of the MWCC Strategic and Operational Plan AND by meeting with Divisions to determine their needs in the short and long-term.

8. Exploration and development of funding sources to support strategic institutional projects, including Campus Infrastructure and Campus Safety Plan.

5.3.1 Establish structures that regularly review, update, and/or develop comprehensive documented college wide policy, process, and practices for consistent application across the college.

1. The Division of Lifelong Learning and Workforce Development will establish an internal policy and procedural review team that will regularly analyze existing policies and procedures to ensure consistent application of LLL/WFD policies across the division and institution

1. Improved employee awareness and understanding of operational practices and significant policy matters (e.g. Title IX, sexual harassment, disaster preparedness, etc.).

5.3.2 Expand readiness activities that mitigate the effects of natural, man-made, and technological disasters and safety concerns.

1. Evaluate access and egress to campus buildings from a safety and security lens.

1. Increased response readiness among emergency management personnel and other employees across the organization.

Facilities

Leadership

Collaborator

DUGGAN SENNETT

KOLIMAGA

Strategic Initiative 5.3 Capacity Building: Build our

to

and safely to meet the needs of learners and employees.

HORLANDER ZELESKY

5.4.1 Campus Utilization Plan: Develop and implement a campus utilization plan that maximizes the potential of all campuses, is equitable across campuses, meeting the needs of our community and secures, invests, and expands revenue sources at the college

1. Perform annual assessment of major revenue sources and potential future funding sources and prioritize according to strategic plan

1. Campus Utilization Plan maintained and a goal/revenue setting annual process to establish goals for the following year (October annually) is developed and adhered to

annual updates thereafter

5.4.1

Create and pursue a long-term resource development agenda and respective sustainability plans that align with strategic goals and initiatives

Creation of rolling 3 to 5 year budgets

2023

annual updates thereafter

5.4.1

Align campus operational hours with student support services so that all students receive the same learning environment no matter where or what time they access an MWCC campus or program. MWCC must resource their support services to cover their operational hours. (i.e. cafeteria should be open for evening students, offices should be available through the evening, etc.). This may include EXPANDING services or CONTRACTING campus operational hours.

3. Equitable services offered across all campuses and all modalities

Items Per Strategic Action Outcomes/Deliverables

Date Completion

Tech Facilities Capital Leadership Team Lead Collaborator Leadership Team Member or Staff Lead

Also Support s SI #

Other Collaborat ors & Notes

Action

PITCHKO LEADERS HIP TEAM

QUAYE

QUAYE LEADERS HIP TEAM/PIT CHKO

5.4.2 Budgeting Process:

Develop an inclusive process for budget submissions, adjustments, and online, real-time access to data.

1. Develop a consistent participatory institutional budgeting and review process that aligns with strategic goals and is transparent with policies, procedures and practices to determine effective allocation of resources

1. Creation of a consistent and annual inclusive budgeting process with timeline and goals for achieving an annual and updating rolling budget

SUM

2023

annual updates thereafter

5.4.2

Restructure cost centers by priority on annual basis

Creation of cost centers that meet accreditation and tracking needs

SUM 2023

2023

annual updates thereafter

5.4.2

Add access and expand upon process for input, submissions, edits, approvals and monitoring by Cost Center heads

3. Create access request, training, and onboarding process for data access, as well as for initial submission and requested edits

SUM 2023 Fall 2024

annually thereafter

5.4.2

The Division of Lifelong Learning and Workforce Development will implement measures across all campus locations to maximize potential revenue sources and existing space while creating a cost-effective staffing and space plan for non-credit programming.

Cost effective staffing plan and space plan for non credit programming is developed across all campuses and modalities

5.4.3 Resource Development:

Create and pursue a long-term resource development agenda and respective sustainability plans that align with MWCC’s strategic goals, objectives, and initiatives.

1. Identify and prioritize sustainability according to options currently available and future options (Capital Plan, Academic Programs Plan, Academic and Non-Academic Prioritization and Assessment, New Grant Opportunities)

1. Identification of funding sources, sustainability policy related to expenses, beyond grant dollars and prevention of growing operational spending

Spring 2022 Fall 2023 and annual updates thereafter

QUAYE

LAYTON

Strategic

Outcomes/Deliverables

Tech Facilities Capital Leadership

Collaborator

Team Member or

Support

Collaborat ors

Notes

5.4.3

Prioritize funding for both technology tools and technology staff to deploy them in order to infuse technology and application of business analysis practice across institution

2. Identification of funding sources and prioritization of priorities with a rolling plan for sustainability of enhanced technology

2022 Fall 2023

annual updates

5.4.3

The Division of Lifelong Learning and Workforce Development and all its departments will participate in comprehensive, divisional budgeting process

3. Divisional needs established and budgeting process aligns with divisional needs

FY2023

DUGGAN

5.4.3

The Division of Lifelong Learning and Workforce Development will align its resource development (human, fiscal, capital) to its multi-year strategic plan and include investments in technology and technical training equipment.

4. Alignment of resource development to strategic plan and technology agenda

FY2023

DUGGAN LAYTON

5.4.3

Launch annual grant management check-in process, including developing a schedule with existing grant directors.

5. Annual grant management process established with current project directors

5.4.3

Support the Office of Resource and Strategic Initiative Development goal of securing new and renewal grant funding of between $5 to $6 million in FY23 that supports MWCC’s Strategic and Operational Plan by June 30, 2023.

6. Increase in funding to support institutional strategic initiatives for FY2023

FY2023

5.4.3

7. Continue regular grant opportunity meetings with the MWCC Foundation, to enable the Development Office to assist the MWCC Foundation in pursuing private and corporate foundations that align with the mission and strategic plans of the college.

7. Increased collaboration on funding need identification, funding sources and alignment with institutional strategic initiatives

FY2023

FY2023

LAYTON ZOTTOLI