Post on 13-Jan-2016
Quality and San Juan Quality and San Juan CollegeCollege
Dr. Carol SpencerDr. Carol Spencer
About San Juan CollegeAbout San Juan College
Humble Beginnings…
Student Head Count 797
SCJ Student Center 1974
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Enrollment GrowthEnrollment GrowthFall End-of-SemesterFall End-of-Semester
Student Count
Annual FTE
San Juan College Today
Fall 2002 Student Count 8,196
Quick Quality BasicsQuick Quality Basics
““Seek profound knowledge Seek profound knowledge and learn.”and learn.”
Quality EducationQuality EducationAn EvolutionAn Evolution
ConceptsValues
(Deming)
TQM MalcolmBaldrige
Act1982
EducationalCriteria
Established
Quality-basedAccreditation
AQIP
Values
Systems
ToolsQUALITY
Core ValuesCore Values
Visionary Supportive LeadershipVisionary Supportive Leadership Learning-Centered EducationLearning-Centered Education Organizational and Individual LearningOrganizational and Individual Learning Valuing Faculty, Staff, and PartnersValuing Faculty, Staff, and Partners AgilityAgility Focus on the FutureFocus on the Future Managing for InnovationManaging for Innovation Public Responsibility and CitizenshipPublic Responsibility and Citizenship Focus on Results and Creating ValueFocus on Results and Creating Value Systems PerspectiveSystems Perspective
Setting Objectives
and Planning
EducationalDesign
Delivery
Leading and Communicating
Faculty andStaff
Development
Informationand Analysisat Every Step
UnderstandNeeds
Performance Measures
ToolsTools
Processes that aid Processes that aid in gathering and in gathering and synthesizing synthesizing informationinformation
Ingredients for SuccessIngredients for Success
Absolute leadership commitmentAbsolute leadership commitment A leadership system to support shared A leadership system to support shared
governancegovernance Champions who never give upChampions who never give up Allowing people to grow and learn at Allowing people to grow and learn at
their own pacetheir own pace Allowing the shared leadership system to Allowing the shared leadership system to
mature through collaborationmature through collaboration A long-term frameworkA long-term framework
SJC’s Quality JourneySJC’s Quality Journey 1995 1995 Our first attempt at quality Our first attempt at quality
training and learningtraining and learning 1996 1996 LostLost 1997 1997 Still LostStill Lost 1998 1998 Some Understanding – Some Understanding –
Pockets of QualityPockets of Quality– Thinking about learning objectives and outcomesThinking about learning objectives and outcomes– Teams emergeTeams emerge– Most quality attempts are in parts of administrationMost quality attempts are in parts of administration
1999 1999 We start to figure it out!We start to figure it out!
SJC’s Quality JourneySJC’s Quality Journey 1999 1999 We start to figure it outWe start to figure it out
– Fact-based decision makingFact-based decision making– Leaders start to walk-the-talkLeaders start to walk-the-talk– Faculty involvementFaculty involvement– Quality Councils establishedQuality Councils established– We write our first quality applicationWe write our first quality application
2000 2000 State Award – We’re amazedState Award – We’re amazed 2001 2001 Momentum and AQIP Momentum and AQIP
accreditationaccreditation 2003 2003 MaturingMaturing
– Working to fully integrate a leadership systemWorking to fully integrate a leadership system– Resource deployment linked to strategic-planningResource deployment linked to strategic-planning– Meaningful performance indicatorsMeaningful performance indicators
Leadership System DevelopmentLeadership System DevelopmentQuality CouncilsQuality Councils
FacultyStudentsStakeholdersAdministratorsStaff
Leadership and Planning SystemLeadership and Planning System Quality Councils organized around core competenciesQuality Councils organized around core competencies
Student Learning Council
Technology Council
Organizational Development
Council
Student Support Council
Community Linkages Council
Core Council
Faculty
Support Staff
Associated Students
Professional Staff
College Association
Leadership and Planning SystemLeadership and Planning System
Proposal/Recommendation
Operational/Budget Plan
Key Performance IndicatorsStrategic Plan
What the system does…What the system does… Scans the environment.Scans the environment. Synthesizes what we have learned.Synthesizes what we have learned. Acts upon what we have learned through our Acts upon what we have learned through our
council structure and strategic planning.council structure and strategic planning. Attacks the Attacks the keykey strategic challenges by identifying strategic challenges by identifying
the “critical few” activities.the “critical few” activities. Implements recommendations and action projects.Implements recommendations and action projects. Allocates resources.Allocates resources. Measures outcomes and successes.Measures outcomes and successes. Acts to form continuous improvement loops based Acts to form continuous improvement loops based
on the measures.on the measures.
ResultsResultsKey Performance IndicatorsKey Performance Indicators
How the College Measures Success
Learning MeasuresLearning Measures
0
200
400
600
800
1000
1200
1995 1996 1997 1998 1999 2000 2001 2002
19.3% average annual growth in students transferring to NM four-year institutions since 1995.
30
1519.3
0
Transfers to NM Transfers to NM 4-Year Institutions4-Year Institutions
Learning MeasuresLearning Measures
0
100
200
300
400
500
600
1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03
Average Annual Percentage Growth in Degree/Certificate
Completion Since 1997
10
5
9.25
0
Degrees and CertificatesDegrees and Certificates
Student and Stakeholder Student and Stakeholder SatisfactionSatisfaction
The students’ perception of the college’s commitment to specific groups of students enrolled such as under-represented populations, students with disabilities, part-time students, returning learners, etc.
Responsiveness to Diverse Populations
-10
-5
0
5
10
6.0
Noel-Levitz National Student Satisfaction Survey. National mean is normalized to zero.
0
10
20
30
40
50
60
70
80
1996 1997 1998 1999 2000 2001 2002 2003
Budgetary and FinancialBudgetary and Financial
SJC PAYDEX rating compared to other colleges and universities
nationally.
80
70
60
Dun and Bradstreet PAYDEX measuring the length of time for an institution to pay its debts.
65 75
National Average
National Average - 73
60 – 22 days beyond terms
65 – 19 days beyond terms
70 – 15 days beyond terms
75 – 8 days beyond terms
80 – on terms
Student and Stakeholder Student and Stakeholder SatisfactionSatisfaction
Students’ satisfaction with their academic experience, the curriculum, and commitment to academic excellence.
Instructional Effectiveness
-10
-5
0
5
10
5.5
Noel-Levitz National Student Satisfaction Survey. National mean is normalized to zero.
Staff and Faculty Satisfaction Staff and Faculty Satisfaction and Developmentand Development
Percent of employees indicating SJC is improving working conditions, addressing problems, and encouraging changes to work processes to improve quality.
Continuous Improvement
20
40
60
80
100
74
Staff and Faculty Satisfaction Staff and Faculty Satisfaction and Developmentand Development
Percent of employees indicating their belief that the professional development program is meeting their needs and feel the administration provides an opportunity to identify employee training needs that will help them improve their job skills.
Professional Development
20
40
60
80
100
39.6
Key Performance IndicatorsKey Performance Indicators
How are we doing as an organization?
How are we doing as a department?
How are we doing as a class?
How is our individual learning progressing?
But we don’t stop there…
Current Improvement Efforts…Current Improvement Efforts… LearningLearning
– Learning objectives set across the curriculum.Learning objectives set across the curriculum.
– Revision of program review process.Revision of program review process.
– ““New Program” approval process – business plan New Program” approval process – business plan approach.approach.
– Next Year - Mandatory placement with intense Next Year - Mandatory placement with intense development efforts.development efforts.
Organizational DevelopmentOrganizational Development– Staff development system underway.Staff development system underway.
– Leadership Development Plan in process. Leadership Development Plan in process.
– Teaching and Learning Center on line.Teaching and Learning Center on line.
Current Improvement Efforts…Current Improvement Efforts…
Operational and FinancialOperational and Financial– Operational/Budget Process undergoing 2Operational/Budget Process undergoing 2ndnd
improvement cycle.improvement cycle.
– ““New Building” design process underway linking New Building” design process underway linking design to San Juan College’s mission and vision.design to San Juan College’s mission and vision.
– Improvement of information and data systems Improvement of information and data systems underway.underway.