AQIP 2007 Systems Portfolio - San Juan College

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San Juan College – AQIP Systems Portfolio- November 2007Productivity and Effectiveness Perceptions SJC Mean Norm Base2. The extent to which my supervisor expresses confidence in my work 3.83 4.069. The extent to which my supervisor is open to the ideas, opinions and beliefs of everyone 3.60 3.8520. The extent to which I receive appropriate feedback for my work 3.32 3.4934. The extent to which my supervisor helps me to improve my work 3.43 3.5639. The extent to which I am given the opportunity to be creative in my work 3.93 3.973. The extent to which there is a spirit of cooperation within my work team 3.77 3.8033. The extent to which my work team provides an environment for free and open expression 3.75 3.7443. The extent to which a spirit of cooperation exists in my department 3.79 3.7145. The extent to which I have the opportunity to express my ideas in appropriate forums 3.22 3.5446. The extent to which professional development and training opportunities are available. 3.59 3.60Table 4.7 SJC Mean Scores from PACE Survey4I1 Human Resources, working in collaboration withadministrative workgroups, is updating andredesigning performance evaluations. A newevaluation process will help to better assess trainingneeds, improve staff performance, and align individualobjectives with SJC strategic goals. HumanResources is developing a pilot system to determinebasic skill sets by job category required per job andminimum skills in support staff positions.Processes for professional development targetedimprovement are identified through the professionaldevelopment surveys, workshop evaluations, andadvisory committees with input from members of thePresident’s Cabinet. Analysis of surveys and multipleinputs in the annual operating process forOrganizational Development identified professionaldevelopment process needs: alignment ofprofessional learning with institutional strategicdirection and student learning outcomes assessment.4I2 In light of the findings from the PACE institutionalclimate survey, SJC leadership has identifiedimproving internal communication and input as astrategic priority. A cross-functional Communicationsand Input Design Team has been charged withrecommending institutional processes that willenhance channels for communication and input inorder to provide as a basis for sustaining continuousimprovement at San Juan College. Additionalinformation regarding the charge of this taskforce ispresented in 5I2.Processes to be implemented during the 2007-08academic year in support of professional learning arean online employee transcript system for trackingemployee professional learning opportunities. Thistranscript will be provided in addition to the credit andnon-credit transcripts, so the employee can use themas part of the annual performance review and infulfillment of a professional learning plan. AnEmployee Development Gateway for better marketingand communication of calendar and events, access toopportunities and ease of request/registration is in itsinitial stages. Improvement is planned using feedbackgathered during the first three months of operation.AQIP Category Four: Valuing People 46
San Juan College – AQIP Systems Portfolio- November 2007Context for Analysis (C)5C1 SJC’s leadership structure and organizationalchart are described in the Overview. SJC leadershipand communication system is presented in Tables5.1, 5.2 and 5.3.As part of SJC’s commitment to providing itsemployees with opportunities to enhance their skillsand grow their careers, the College utilizes a crosssectionof faculty and staff to serve on variousstanding committees and task forces. A sampling ofthese types of committees is shown in Table 5.1.CommitteeWellness CommitteeSupport Staff DevelopmentCommitteeAQIP Project TeamsGrants Quality ReviewTeamsTable 5.1. Examples of SJC CommitteesCommunication ChannelAnnual President’s State of theCollege Address,Fall ConvocationPresident’s Messages (viaemail)Board of Trustees agenda andmeeting minutesCommunicator, bi-monthlynewsletter inserted in localnewspaper and distributedthroughout service area.www.sanjuancollege.edu,College catalog, courseschedules, student handbookPresident’s Cabinet meetingagendas and minutesSchool meeting agendas andminutesNews Clips, Staff NotesPurposeProvides opportunities forfaculty and staff to enrichwellness of the mind, bodyand soulCoordinates annual inserviceand monthly trainingopportunities for supportstaffResearches and implementsAQIP Action ProjectsCross functional teamconducts quality review offederal and state grantfunded programsPurposeCommunicates leadershippriorities for upcomingacademic year, includingStrategic PrioritiesDelivers time-sensitive,important information toall employees via emailPosted on websitePresident writes a regularcolumn on issues such ascampus expansion, newprograms, national issues,workforce developmentsand moreCommunicates officialpolicies to students andother stakeholders.Posted on SJC intranetPosted on SJC intranetCommunicates campusactivities and eventsElectronic communicationto share concerns orTell it to the President, Tell it tothe Vice PresidentscomplimentsTable 5.2 SJC Communication ChannelsSJC employs a variety of communication channels inorder to ensure the strategies and priorities of theCollege are communicated throughout theorganization and community. See Table 5.2 for asample of key communication channels.5C2 SJC’s Board publishes and periodically revises apolicy manual that sets the framework for theCollege’s philosophy, mission, vision, administrativeorganization, and the policies that govern theinstitution. Institutional procedures are developed inalignment with Board Policy. In 2007, the Presidentinitiated a San Juan College Leadership Academy, aweek-long event that provides experiences to helpparticipants to appreciate the breadth and depth ofchallenges and opportunities facing SJC, learningopportunities with invited nationally known guestspeakers, leadership reading/review materials, andteam building exercises. The academy is followed bya monthly leadership series. Last fall, the AssociateVice President for Learning spearheadeddevelopment of the Learning Leadership TeamHandbook. The first-ever electronic handbook,located on the SJC intranet provides a one-stop guidefor Deans.The Board holds annual retreats where policies andmajor issues are reviewed. The President and VicePresidents work with the Board as a team duringthese retreats to ensure that there is clear alignmentwith the Board and the leadership system. Boardmeetings are held monthly. Material procurements,new programs, critical institutional issues, budgetapproval and other strategic decisions are approvedat monthly meetings. In addition, departmental reportsand performance measures are presented to thepublic. Finally, the Board holds periodic work sessionswhen needed.The College’s systems are highly influenced byNMHED, New Mexico legislature and governor, theNorth Central Association Higher LearningCommission, federal program requirements,NACUBO guidelines, and by the numerous licensingand certification agencies. The College ensures thatthat its practices are aligned with these agenciesthrough internal reviews, external audits andcompliance reporting. For example, the Office ofStrategic Development has established a GrantsQuality Review process to annually review selectedgrant funded programs and projects (see Resultsbelow). Examples of external program audits includecontracting with Stamats to better understand andenhance the overall marketing efforts of the SJC andwith the Learning Resources Network (LERN) tocomplete a review of the CLC and B & I Training.AQIP Category Five: Leading and Communicating 47
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AQIP 2007 Systems Portfolio - San Juan College

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