AQIP 2007 Systems Portfolio - San Juan College

San Juan College – AQIP Systems Portfolio – November 2007process to ensure that they are meeting the needs ofstudents and key stakeholder groups.Documentation of processes includes standardoperational procedures manuals, managementsoftware, diagrams and process charts, and feedbackmechanisms such as Quality Quick Checks. Otherdocumentation is available through the employeemanuals and the college intranet. Changes inprocesses are communicated through convocationactivities, internal publications, email, and the collegeintranet. Employee orientations communicate keyprocesses and support services. An employeetranscript and Employee Development Gatewayprovide easy access to professional learninginformation, request forms, calendar of events, andlocations for opportunities.6P4: Feedback loops and cycles of improvement areused to improve key student and administrativesupport processes. The primary cycle of improvementis the aligned strategic budget process initiative.While many departments use a continuousimprovement model to improve their services,analyzing data and information in operationalprocesses, these pockets of quality need to bedeployed throughout the College. Departmentsutilizing a continuous improvement model includeOrganizational Development, Physical Plant, AuxillaryServices, HHPC and OTS. An example of how keyadministrative support areas use information toimprove services is the Help Desk tickets and ratingssystem management in OTS. Help Desk creates awork order ticket, either online or via phone, andprogress is tracked. Completion of tickets prompts anautomatic satisfaction of service survey to the enduser and tickets are analyzed for trends of serviceneeds. Management follows up with a response toany low ratings and technical solutions to trendingissues, such as training or projects for improvement ofservice.6P5: SJC collects performance indicators thatinclude key support service process informationduring regular cycles of assessment, generally twoyears for more extensive evaluation and annually orquarterly for short cycle formative assessments forprocess improvement. The Noel-Levitz StudentSatisfaction Survey, CCSSE, climate survey andprofessional learning needs assessments arecollected at the institutional level on a regular basisDepartmental processes include the collection andanalysis of feedback, participation levels andsatisfaction surveys for improvement.Results (R)6R 1-2-3 Advising Process Given the results fromNLSSI a priority to improve Advising and Counselingservices was identified. This priority was furtherreinforced by data from student, faculty and stafffocus groups. An outside consultant assisted in thedevelopment of the SJC Advising and CounselingCenter (ACC) model. The Centralized Advising andCounseling Center Action Project was designed andbegun in July 2006.National trends indicate the importance of advisinghas remained fairly constant, while SJC studentsindicated an increasing trend in importance. At thesame time, satisfaction with advising shows resultssimilar to national trends, yet inconsistent and nothigh performance satisfaction. Analysis of theimportance of advising and satisfaction with advisingrevealed key gaps in performance to address. SeeFigures 6.3 and 6.4 below.The information in Table 6.2 reveals a commonthread of perceived student, faculty and staffobstacles to the advising process. This helped todrive an action plan that focused on improvement ofthe student advisement process, leading to theadoption of the new ACC model.5.45.254.84.64.4Satisfaction with Advising1999 2001 2003 2005Figure 6.2 SJC Student Satisfaction with Advising6.26.165.95.8Importance of Advising1999 2001 2003 2005Figure 6.3 Importance of Advising for SJC StudentsNat'lSJCSJCNat'lAQIP Category Six: Supporting Institutional Operations 57