AQIP 2007 Systems Portfolio - San Juan College

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San Juan College – AQIP Systems Portfolio- November 2007Context for Analysis (C)4C1 The operational organization includes moretraditional educational structures along with crossfunctionalunits designed to allow for improvementopportunities, communication and cooperativeprojects. SJC organizes its work into fiveadministrative workgroups: Learning, StudentServices, Technology Services, Institutional Research& Planning, and Business Services (See Table 4-1).Each workgroup has an established mission, goalsand objectives which are integrated into SJC’smission and strategic plan. Employees aresegmented into three groups: Professional, Support-Staff, and Faculty. Each position has a clearlydefined job description. Faculty and instructional staffpositions are designed to complement theprogrammatic needs of the academic programs.Quality Councils on Student Success, and CommunityLinkages focus on research, benchmarking, andrecommendations for improving systems related totheir respective charges.Administrative Professional Support FacultyWorkgroups Staff StaffLearning 103 59 116Student Services 30 37Technology 10 10Institutional7 3Research andPlanningBusiness31 72ServicesAdministration 8 7Table 4.1 Administrative WorkgroupsSJC has expanded Learning into eight schools:Business, Continuing Education & CommunityDevelopment, Energy, Extended Learning, HealthSciences, Humanities, Math & Science, and Trades &Technology. The deans, department chairs andprogram directors are assigned the responsibility formanaging personnel, curricular and student issues.The reorganization was based on an analysis ofstudent input and stakeholder survey results,community forums, advisory committees, local andnational market surveys, and environmental scanning.Expanding these academic schools has enhancedprogram development and provided strength to theoverall organization of the college. The schoolsprovide more on-site and external opportunities tobetter serve our students and local industry.School deans meet bi-weekly with the Vice Presidentfor Learning to address college-wide issues.Regularly scheduled meetings of the Quality Councils,President’s Cabinet, Presidential AdvisoryCommittees, departments, schools and other crossfunctionalgroups establish multiple opportunities andformats for communication and cooperation acrossfunctional units.In response to a need to improve professionaldevelopment and design a system to supportdevelopment and recognition, the Office ofOrganizational Development was formed in 2003.Over the past four years, a system of networkedopportunities and increased resources forprofessional growth has evolved under the umbrellaof this office. The collaborative effort includes theCTX, a new webpage for the SJC EmployeeDevelopment Gateway, employee transcript ofProfessional Learning courses and cross functionalcollaboration with in-house Technology Training, CLCEd2Go Pro courses, Business & Industry Training,Human Resources orientation and otheropportunities. Online alternatives for required trainingin defensive driving, preventing sexual harassment,and safety are provided. New staff orientation andassigned mentors support professional learningacross campus. Advisory committees for the CTXand support staff assist Organizational Developmentin identifying and developing in-service opportunitiesfor employees.4C2 Key institutional and geographic factors thatdetermine how SJC addresses the work environmentsand job classifications are the large service area andnatural resource-based economy. These factors haveled to increased satellite facilities and on-campusresources, including the School of Energy, East andWest Centers, Learning Commons, and HHPC.Since many of the employees and students commutelong distances and spend long hours on campus, thecollege has invested in better dining services, studentstudy and lounge areas, a Learning Commons, andCenter for Teaching Excellence. The LearningCommons, for example, includes areas for quiet andgroup study, work on computers, café style seatingand other amenities that create an open atmospherefor collaborative learning of students, staff, andcommunity members. The Student Activities area hasexpanded to include more space for study, clubs,meetings, and recreation based on feedback fromstudents and staff. The Center for TeachingExcellence has expanded its mission to include allemployees, rather than a more narrow focus on fulltime faculty.Since the college has challenges related to recruitingand retaining highly qualified staff for an increasingnumber of job classifications, a commitment toincreasing professional learning and development forall staff groups is under way. In the last few years,opportunities for development in job skills, technologyand campus leadership have steadily increased.Employees, particularly in support positions, aretrained and provided experiences in leadership roleson various committees and councils in order toprepare them for advancement. Specific immediateAQIP Category Four: Valuing People 36
San Juan College – AQIP Systems Portfolio- November 2007Employee Group Total Full/PartTimeFaculty 370 116 FT254 PTEthnicity Gender Degrees AverageYearsof Service3% Native American6% Hispanic1% African American90% Anglo55% Female45% Male18% Doctorate55% Masters13% Bachelors14% Other7 yearsProfessional Staff 210 188 FT22 PTSupport Staff 224 188 FT36 PTTable 4-2 Workforce Demographics8% Native American10% Hispanic3% African American79% Anglo22% Native American22% Hispanic1% African American55% AngloAdministrative 8 8 FT 88% Anglo12% AfricanAmerican54% Female46% Male72% Female27% Male50% Female50% Male4% Doctorate30% Masters45% Bachelors21% OtherNot available7 years5 years12% Doctorate88% Masters 7 yearsand long-term technology needs of faculty and staffare responded proactively through “just-in-time” oneon-oneand group technology trainings. Staff enjoyfree membership in the Human Performance Center,where they and family members are provided gymand workout privileges, free health information andservices, low cost blood work, dental services, andother benefits. Employees are afforded a free tuitionincentive for credit classes. These benefits wereprovided to increase workforce retention.San Juan College employs a variety of part-timeemployees (adjunct faculty, professional and supportstaff), short-term temporary workers, work-studystudents, and seasonal laborers as needed acrossthe college for instructional and support services.Regular part time employees enjoy the same benefitsas salaried full time employees. Part time employeesare integrated into the workforce and provide a criticalsupport system to providing services to students andthe community.SJC recruits through various channels: local, regional,and national print ads; websites; trade shows;employee search consultants; and marketingbrochures. The College now has two full timeprofessional staff recruiters to address the need to fillvacant positions. Professional and faculty positionsare recruited on a national basis in order to attract themost qualified candidates. Part time employees areused to fill areas of growing enrollment and at peakcycles. New adjunct faculty, supported by full timefaculty mentors, are hired to fill course loads indisciplines and programs with increased enrollmentnumbers or growth.Students, funded through the federal work-studyprogram or the state payroll program provideadditional flexible part-time employment. The collegeemploys close to 300 students a year in foodservices, computer labs, the library, andadministrative offices which provide opportunities toobtain job-related skills and to develop work ethics.The college is open to creative solutions in managingthe workforce to cover critical growth areas or provideimproved services. In Student Services, cross-trainedstaff members of the newly formed FAAB (FinancialAid, Admissions, Business) Office can providestudents with quick answers to questions concerningtheir enrollment, financial aid status, or tuition in onelocation. This not only provides faster service to ourstudents but also frees up staff in other areas to helpconcentrate on more complex student questions,process applications, and update records.4C3 Human Resources office provides workforcedemographics at the beginning of each academicyear for full and part-time employees (see Table 4-2).The summarized data is used to respond to state andnational surveys and is shared with the VP’s andPresident to assist in determining staffing needs,program development, reorganization issues, salaryplacement of new professional staff, and collegegrowth indicators. The HR office monitors potentialretirements and reports to the President and VPs thenumber of employees eligible for retirement over thenext five-year period; this data impacts programreorganization and development issues.SJC looks at the national labor shortages in thetechnical, professional, and industry fields. The mostdifficult positions to fill have been positions in medicalsupport, diesel, oil and gas fields, and aviation. Thelocal energy industry offers high wages that impactthe college’s ability to recruit and retain employees.This has resulted in increased funding required forrecruitment.SJC is transitioning to Datatel® software with the newHR administrative application module nearlycomplete. This has made data more easily accessibleand will improve the use of trend data for analysis ofthe workforce and balance of assignment ofresources.AQIP Category Four: Valuing People 37
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