AQIP 2007 Systems Portfolio - San Juan College

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San Juan College – AQIP Systems Portfolio- November 2007• Be communicated to all College employees andstudents.• Be expressed clearly, with language that isunderstood by stakeholders and with clearmeans of measuring progress.Overall effectiveness of the effort of this team will beassessed through:• Changes in responses to the PACE survey• Establishment of new communication and inputprocesses and structures• Assessment of the effectiveness of these newcommunication and input processesProcess Description Purpose Owner EvidenceFaculty, Support StaffMeeting Minutes& ProfessionalAnnual ReportsCommitteesMultiple AdvisoryCouncilsAdvise SeniorManagement on ways toimprove communication& leadership at SJCSJC PresidentVice PresidentsDeansDirectorsSurveysClimate SurveyPerformanceMeasures SurveyPerkins CoreIndicator/SurveyMeasure student, faculty& staff satisfaction ordissatisfaction with SJCAcademicDepartmentsInstitutionalResearchDocumented onlinePrinted reportsPosted on SJC website.ReportsEconomic ImpactKPIAnnualSummarizes all datagathered to informstudents, staff,stakeholders of SJCstatus.PresidentVice PresidentsOnline reportsWritten ReportsPresentationsBriefingsMedia / ArticlesAt the beginning ofeach semester (Aug-Jan) the Presidentand select SeniorAdministratorstalk/brief allemployees aboutSJC plans, programs, goals & objectivesProvide generalinformation about thestate of the school, whatis being done and wherewe are trying to goPresidentSenior AdministratorsPosted on SJC websitedownloadableLeadership San JuanProgramA communityprogram to identify,enlighten &encourage emergingleaders in San JuanCountyDesigned to increaseawareness & knowledgebase of participants onissues that impact theCountyPresident SJCVP-LearningDean – CECD (CLC)SJC WebsiteCommunity MemberSectionB AIT (QCB)Leadership &Management CenterMultiple BusinessManagementTraining Classes(Franklin Covey)(Achieve Global)Provide customized feebased classes & generalmanagement training tolocal businessesDean CECDDirector B&IStaff B&IEnd of Year Reports(internal) #classes,#students, $’s collectedSan Juan CollegeLeadership AcademyWeek-long trainingworkshop followed bya monthly leadershipseriesTo give more employeesthe opportunity to growin their jobs and developmanagement skillsPresidentVice PresidentsPromotion rates of“graduates”Office of OrganizationalDevelopment/Center forTeaching ExcellencePlanned and targetedtrainings, readingseries, presentationsPromote excellence inteaching throughconversation, researchand support forinnovative practicesFaculty, StaffAttendance at events,involvement in offerings,willingness to presentTable 5. 8 SJC Feedback StrategiesAQIP Category Five: Leading and Communicating 54
San Juan College – AQIP Systems Portfolio – November 2007Context for Analysis (C)6C1: Supporting institutional operations are designedand delivered to enhance San Juan College academicprograms and to facilitate active learning, studentsuccess and student and stakeholder satisfaction.Virtually every department on campus contributes tosupporting student success. Table 6.1 highlights keystudent and administrative support service processes.Table 6.1 also indicates the key processes currentlytargeted for improvement efforts and the stakeholdergroups impacted directly by these services, withprogress categories.The support service process needs of students,identified and currently targeted, are learning support(student on-campus and extended learning support)and student services (advising, counseling, and diningservices). Employee support services currently beingaddressed in institutional initiatives are theimprovement of administrative and managementsupport, professional development, and learningresources/facilities upgrades. Community supportimprovement efforts center on addressing workforceneeds of the service community and updating facilitiesfor greater support of community activities.6C2 Key student and administrative support servicesreinforce the processes described in Category 1Helping Students Learn by providing theorganizational infrastructure to facilitate thedeployment of College activities leading toachievement of institutional goals and priorities.Key SupportProcessesAdvising andCounseling Center(ACC)Datatel/Daisy*/DataWarehouseLearning CommonsFacilities Processand Master PlanOrganizationalDevelopment andCTXAligned StrategicBudget ProcessInitiativeKey Support Service Process NeedsCentralized ACC utilizing the total intakemodel for increased student satisfactionand retentionIntegrated database system to managesignificant campus processes andknowledgeExpanded services for Library, StudentActivities, and access for communityAddress exponential growth. Adapt tochanging needs of programs and theinstitution.Comprehensive professionaldevelopment system and supportingfacilities.Alignment of initiatives and action planswith resource allocation and SJCStrategic PlanEmergency Services Comprehensive and coordinated effort toand Management improve safety and security inPlancoordination with community agencies.Realignment of Response to market realities andSchoolsregional industry needs.Develop a framework for a strategic planDining Services for the new café and kitchen scheduledto open in 2008Table 6.1 Key Support ProcessesSupport services reinforce processes through theincreased attention to professional learning andorganizational development, particularly in the areasof adult learning, student outcomes assessment, andtechnology skills for classroom management.Improvements in student advisement and counselingcenter processes, increased number of learningcommunity offerings, and improved programs incommunity learning are described further in othercategories. The support services are tied directly toCategories 1 and 2 through the College’s mission andstrategic planning and annual planning processes.Processes (P)6P1: Student support service needs are identifiedthrough a variety of listening and learning methodsidentified in Category 3 and include various internaland external environmental scans. These includeNoel-Levitz Student Satisfaction Survey, CCSSE,focus groups, surveys, Quality Councils, studentforums, benchmarking/best practice consultants,observing interactions with support services.Deficiencies and gaps are identified from the datagathered. The areas of need are prioritized based onimpact and available resources, and then action plansare developed and implemented.As previously discussed, NLSSI data indicated thatthe College needed to improve its advising system. InStakeholdersStudent Administrative CommunityXXXXX X XXXXXXX X XXXProcessProgressApproachDeploymentApproachDeploymentLearningApproachDeploymentLearningApproachDeploymentApproachDeploymentLearningTrendsApproachDeploymentLearningApproachDeploymentApproachDeploymentX X X ApproachAQIP Category Six: Supporting Institutional Operations 55
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