Quality and san juan college
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Quality and San Juan College. Dr. Carol Spencer. About San Juan College. Humble Beginnings…. SCJ Student Center 1974. Student Head Count 797. Enrollment Growth Fall End-of-Semester. Student Count. Annual FTE. San Juan College Today. Fall 2002 Student Count 8,196. Quick Quality Basics.

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Quality and san juan college

Quality and San Juan College

Dr. Carol Spencer


About san juan college

About San Juan College


Quality and san juan college

Humble Beginnings…

SCJ Student Center 1974

Student Head Count 797


Enrollment growth fall end of semester

Enrollment GrowthFall End-of-Semester

Student Count

Annual FTE


Quality and san juan college

San Juan College Today

Fall 2002 Student Count 8,196


Quick quality basics

Quick Quality Basics


Seek profound knowledge and learn

“Seek profound knowledge and learn.”


Quality education an evolution

Quality EducationAn Evolution

Concepts

Values

(Deming)

TQM

Malcolm

Baldrige

Act

1982

Educational

Criteria

Established

Quality-based

Accreditation

AQIP


Quality and san juan college

QUALITY

Tools

Values

Systems


Core values

Core Values

  • Visionary Supportive Leadership

  • Learning-Centered Education

  • Organizational and Individual Learning

  • Valuing Faculty, Staff, and Partners

  • Agility

  • Focus on the Future

  • Managing for Innovation

  • Public Responsibility and Citizenship

  • Focus on Results and Creating Value

  • Systems Perspective


Quality and san juan college

Understand

Needs

Performance

Measures

Leading and Communicating

Information

and Analysis

at Every Step

Setting

Objectives

and Planning

Facultyand

Staff

Development

Educational

Design

Delivery


Tools

Tools

  • Processes that aid in gathering and synthesizing information


Ingredients for success

Ingredients for Success

  • Absolute leadership commitment

  • A leadership system to support shared governance

  • Champions who never give up

  • Allowing people to grow and learn at their own pace

  • Allowing the shared leadership system to mature through collaboration

  • A long-term framework


Sjc s quality journey

SJC’s Quality Journey

  • 1995 Our first attempt at quality training and learning

  • 1996 Lost

  • 1997 Still Lost

  • 1998 Some Understanding – Pockets of Quality

    • Thinking about learning objectives and outcomes

    • Teams emerge

    • Most quality attempts are in parts of administration

  • 1999 We start to figure it out!


Sjc s quality journey1

SJC’s Quality Journey

  • 1999 We start to figure it out

    • Fact-based decision making

    • Leaders start to walk-the-talk

    • Faculty involvement

    • Quality Councils established

    • We write our first quality application

  • 2000 State Award – We’re amazed

  • 2001 Momentum and AQIP accreditation

  • 2003 Maturing

    • Working to fully integrate a leadership system

    • Resource deployment linked to strategic-planning

    • Meaningful performance indicators


Leadership system development quality councils

Leadership System DevelopmentQuality Councils

Faculty

Students

Stakeholders

Administrators

Staff


Leadership and planning system quality councils organized around core competencies

College Association

Associated Students

Faculty

Student Support Council

Student Learning Council

Core Council

Technology Council

Community Linkages Council

Organizational Development Council

Support Staff

Professional Staff

Leadership and Planning SystemQuality Councils organized around core competencies


Leadership and planning system

Leadership and Planning System

Key Performance

Indicators

Strategic Plan

Operational/Budget Plan

Proposal/Recommendation


What the system does

What the system does…

  • Scans the environment.

  • Synthesizes what we have learned.

  • Acts upon what we have learned through our council structure and strategic planning.

  • Attacks the key strategic challenges by identifying the “critical few” activities.

  • Implements recommendations and action projects.

  • Allocates resources.

  • Measures outcomes and successes.

  • Acts to form continuous improvement loops based on the measures.


Results key performance indicators

ResultsKey Performance Indicators

How the College

Measures Success


Learning measures

19.3% average annual growth in students transferring to NM four-year institutions since 1995.

15

19.3

0

30

Learning Measures

Transfers to NM

4-Year Institutions


Learning measures1

Average Annual Percentage Growth in Degree/Certificate Completion Since 1997

5

9.25

0

10

Learning Measures

Degrees and Certificates


Student and stakeholder satisfaction

Student and Stakeholder Satisfaction

Responsiveness to Diverse Populations

0

5

-5

6.0

-10

10

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.

Noel-Levitz National Student Satisfaction Survey.

National mean is normalized to zero.


Budgetary and financial

Budgetary and Financial

Dun and Bradstreet PAYDEX measuring the length of time for an institution to pay its debts.

SJC PAYDEX rating compared to other colleges and universities nationally.

National Average - 73

National Average

70

75

65

60

80

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 satisfaction1

0

5

-5

5.5

-10

10

Student and Stakeholder Satisfaction

Instructional Effectiveness

Students’ satisfaction with their academic experience, the curriculum, and commitment to academic excellence.

Noel-Levitz National Student Satisfaction Survey.

National mean is normalized to zero.


Staff and faculty satisfaction and development

Staff and Faculty Satisfaction and Development

Continuous Improvement

60

74

80

40

20

100

Percent of employees indicating SJC is improving working conditions, addressing problems, and encouraging changes to work processes to improve quality.


Staff and faculty satisfaction and development1

60

80

40

39.6

20

100

Staff and Faculty Satisfaction and Development

Professional 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.


Key performance indicators

Key Performance Indicators

But we don’t stop there…

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?


Current improvement efforts

Current Improvement Efforts…

  • Learning

    • Learning objectives set across the curriculum.

    • Revision of program review process.

    • “New Program” approval process – business plan approach.

    • Next Year - Mandatory placement with intense development efforts.

  • Organizational Development

    • Staff development system underway.

    • Leadership Development Plan in process.

    • Teaching and Learning Center on line.


Current improvement efforts1

Current Improvement Efforts…

  • Operational and Financial

    • Operational/Budget Process undergoing 2nd improvement cycle.

    • “New Building” design process underway linking design to San Juan College’s mission and vision.

    • Improvement of information and data systems underway.


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