1.        What does this Innovative Practice do and how does it work?

Annually, MCC initiates an environmental scanning process to ascertain all the needs of its many stakeholders and communities.   This process reaffirms the strategic directions of MCC and allows the institution to look at those goals still unmet to reprioritize for the following year.   This is followed by each employee of the college developing an individual work and performance plan, where they align their individual goals and objectives for the coming year with the key strategic directions of the institution.   Next, administrative and classified employees meet with their supervisors to agree about core work competencies, major job responsibilities, and goals for the following year.   Finally, each employee meets with their supervisor and mid-year as well as year-end to evaluate the accomplishments and to being to plan for the following year.

2.        What motivated you to develop or adopt this Innovative Practice?

The State of Colorado Community College System requires a yearly evaluation and plan for each employee of its colleges.    Each college however is given the latitude to create a process which reflects the best practices for its institution and its needs.  

3.        How long did it take you to develop and implement this Innovative Practice?

The performance plan for faculty began as a result of a merit pay initiative in the State of Colorado 15 years ago.   However, the process remains one in constant review.   The administrative review process also was developed in that same time frame.   The classified evaluation system has been part of the Community College System since its inception in 1969.  

4.        What did it cost you to develop and implement this Innovative Practice?

Basically, the cost was in personnel time in the development of these instruments to insure that everyone had a voice in the evaluation strategy statewide and at each individual college.

5.        What resistance did you face in developing and implementing this Innovative Practice and how did you reduce or overcome it?

There was resistance to the whole idea of merit pay and concern that it would be hard to measure performance.   However, colleges were required to put a process in place and due to the inclusion of all faculty and staff, we were able to create buy-in.

6.        What does it cost to maintain and operate this Innovative Practice, and what does it save you?

Personnel time and very little otherwise.

7.        How do you measure or check whether this Innovative Practice performs the way you intend it to?

We measure how well MCC meets student needs through the Measure of Academic   Proficiency & Progress (MAPP) test, student satisfaction surveys, success rates on licensure exams, and employer satisfaction surveys.

We measure faculty achievement of goals though student evaluations of faculty and through supervisor evaluation of stated goals on faculty annual work plans.   Faculty are responsible for providing evidence to their supervisor that they have achieved annual work plan goals.   The supervisor awards merit accordingly.   

We measure classified staff achievement of goals through a similar process, with criteria pre-determined by the State of Colorado.  

We measure administrative achievement of goals through performance in multiple criteria established by CCCS.

Indirectly, we believe student graduation and retention rates are a reflection of the college’s achievement of its overall mission and goals.   MCC has had the highest graduation and retention rates of any of the 13 colleges in the Colorado Community College system for two years running.

8.        What print or web documents are available to provide more detail and explanation about this Innovative Practice?

Print copies of the actual planning documents are available upon request.

9.        How does your organization currently use this Innovative Practice?

Explained above.   It is used yearly.

10.    Whom at your organization should people contact for more information or help about this Innovative Practice.

Janet Brinkman, Director of Human Resources.   Janet.brinkman@morgancc.edu

1. Leading and Communicating via the Systems Portfolio and Feedback Processes
2. Marketing Creative Team
3. Ensuring Continuity of Mission and Values through Planned Hiring, Mentorship and Leadership Succession
4. Use of SBARO as a Standardized Communication Tool in Education
5. Strategic Planning
6. Succession Planning Through Leadership Training
7. Key Performance Indicators at SCC
8. Pathfinder - Mentoring and Succession Planning
9. The Lost Student: A proactive and multi-department process for preventing students from dropping or stopping out.