AQIP 2007 Systems Portfolio - San Juan College

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San Juan College – AQIP Systems Portfolio- November 2007San Juan CollegePerformance MeasuresLastMeasuredCurrentMeasureScoring CriteriaStretch Target Goal ModerateRisk10 9 8 7 6 5 4 3 2 1N M P erfo rm a n ceM ea su res1. Percent receiving degree, certificate, transferred, or transfer ready 2007FA 68.1%2. Percent of graduates employed in NM 2007FA 61.0%3a. Percent Native American enrollment rates to reflect service area. 2007FA 32.4%3b. Percent Hispanic enrollment rates to reflect service area. 2007FA 11.3%4a. Percent Native American graduation rates to reflect service area. 2007FA 21.9%4b. Percent Hispanic graduation rates to reflect service area. 2007FA 10.0%5. The number of students participating annually in Community Education. 2007FA 28126. The number of students participating annually in Service Learning. 2007FA 4337. Percentage of programs with increasing or level enrollments over a three-year period. 2007FA 61.5%8a. Student Persistence - Fall-to-Spring 2007FA 74.0%8b. Student Persistence - Fall-to-Fall 2007SP 54.0%9. Percent of graduates employed or continuing education in NM 2007FA 64.9%External Benchmark - Noel-Levitz Student Satisfaction - Percentage of National Norm 2005FA 3.8%10. Graduation Rate of First-time, Full-time, Freshmen after 150% of degree time. 2007FA 14.6%11. Percent of NM graduates employed in NM 2006FA 82.3%Table 8.2 NM Performance Measures for SJCLegislative Finance Committee and becomeincorporated into the annual appropriations bill forNew Mexico’s postsecondary institutions. In addition,the NMHED has selected fall to fall persistence as ameasure for all postsecondary institutions in the stateto receive additional incentive funding. Additionalperformance measures have been established bySJC’s Trustees based upon widely recognizedindicators of performances for colleges anduniversities. College selected measures are reviewedby senior leadership and the Board.8P6 The annual budgeting process is the principalmeans by which resources are allocated to supportthe strategies associated with the Strategic Plan. Theaction plans depicted in the planning model diagramin 8P1 along with resource issues associated withchanges in the resource requirements of routinefunctions of the College’s cost centers are the basisfor most budget requests. Many of those requestsare influenced as well by the mechanisms identified in8P2. All budget requests from SJC’s largest unit,Learning, are reviewed and prioritized by the deans ofthe respective schools for the cost centers withinthose schools. The deans and the Vice President forLearning in turn review the prioritized requests fromeach school before those requests, along withprioritized requests from the units headed by the otherfour Vice Presidents, are reviewed by the Presidentand Vice Presidents each spring in their regularweekly meetings. A budget retreat with the Trusteesalso occurs during this period to advise them of theoverall revenue outlook for the coming fiscal year aswell as the major resource needs that have surfacedin the review of budget requests from the costcenters. The Trustees must adopt the budget for theupcoming fiscal year by March. Allocations to thecost centers for the new fiscal year are made in Julyat the start of the new fiscal year.8P7 Ensuring faculty, staff and administratorcapabilities are developed and nurtured isaccomplished as part of the annual planning process.The ODD (formed as a direct result of the work ofthe Quality Organizational Development Council 2002Framework for Professional Development, and the2003 Climate Survey) works to meet institutional,departmental, and individual professionaldevelopment and training needs. Cross-functionalteams have attended the CQIN Summer Institute, theAQIP Strategy Forum the HLC Assessment Academy,along with other such events in order to gainknowledge of institutional strategies and action plansand to benchmark as well as integrate best practicesfor continuous process improvement (see 4P4).To ensure these efforts are addressing theprofessional development needs aligned withinstitutional focus and individual level needs, theSSDC and the CTX Advisory Committee providesfeedback to the ODD. Evaluations following eachdevelopment event and training are reviewed foropportunities for improvement.8P8 Measures of the effectiveness of the planningsystems at San Juan College regularly collected andanalyzed include employee, student and stakeholdersatisfaction surveys, needs assessments, forums andfocus groups, and learning outcomes. In addition,input from external reviews of the AQIP SystemsPortfolio, Action Projects, Checkup Visit and StrategyForums also inform the process.San Juan College has over 50 measures ofeffectiveness associated with the vision, mission andstrategic planning that are tracked on the institution’sAQIP Category Eight: Planning Continuous Improvement 72
San Juan College – AQIP Systems Portfolio- November 2007scorecard (see Category 7). Reports are provided tothe Board of Trustees on a regular basis.Results (R)8R1 The results include the current Strategic Plan2006-2010 (see Figure 8-#, which includes 18strategic initiatives within four categories). Each VicePresident (Learning, Student Services, BusinessServices, Institutional Research and Planning, andTechnology Services) has developed additionalinitiatives that are pertinent to their areas and arecorrelated with the Strategic Plan initiatives. Eachdepartment and School has developed an operationalplan and objectives that correlate with their divisionInitiatives In many of the areas this has been “drivendown” to Individual Work Plans.Valuing educational access and student successThe above scorecard has the State of New Mexicocommunity college performance measures whichinclude measures for access and success. The tableincludes San Juan College measures and targets. Ifthe measure score is green or blue then the collegehas met or exceeded the target.Valuing partnershipsIn 2005, several community forums were conducted invarious areas of the service area. The participants inthe forums mentioned a great number of opportunitieswith each community providing a unique perspective.The following are results from those forums.• More specialized programs working with localbusiness & industry were developed in areas ofpipeline operators, safety and management for oil& gas, skilled laborers, senior citizen seminars,agriculture and related vocations.• More opportunities for high school students toget an early start in college through thepartnership for the Technical Education Center(TEC). New programs available in: CNAFirefighter, First Response Emergency Medical,and Cosmetology.Increase in Specialized ProgramsOil and Gas IndustryAutomotive Industry7 Programs2 ProgramsHealthcare Industry 7 Programs (2distance educ., 1weekend)Agriculture1 ProgramSenior Citizen – EncoreProgram1 ProgramTable 8.3 Increase in Specialized Programs8R2 The following table has the State of New Mexicocommunity college performance measures whichinclude measures for access and success. The tableincludes SJC current measures and targetsestablished for the next two years.FY 07 FY 08 FY 09Performance Measures Actual Target TargetPercent successful after 3 years 68.1% 71.0% 70.0%Percent complete within 150% of time 14.6% 15.7% 15.7%Percent placed in jobs in New Mexico 61.0% 62.0% 62.0%Percent of Native Americans enrolled 32.4% 27.0% 28.0%Percent of Native American graduates 21.9% 26.0% 24.0%Number enrolled in commmunity service 2,812 2,720 2,900Number enrolled in service learning pgm. 433 385 420Percent of programs with stable or 61.5% 85.0% 63.0%increasing enrollmentPercent persisting to following spring 74.0% 78.0% 74.2%Percent placed in jobs or continuing 64.9% 70.0% 67.0%education in New MexicoTable 8.4 Performance Measures and TargetsThe Enrollment Management Taskforce has beencharged with developing and implementing strategiesto increase enrollment by at least 3.5 percent annuallyin student credit hours.8R3 Although, San Juan College has begun utilizingpeers, best practices and national groups forbenchmarking, the institution has yet to benchmarkprojections. Performance results are presentedthroughout the portfolio.8R4 The Quick Quality Checks assessment is aprincipal means of informing departments of theirprogress towards continuous improvement. QuickQuality Checks are reviewed annually. Below is acopy of the Business and Finance summary of theQuick Quality Check. The new Communication andInput Design Action Project (Fall 2007) was selectedas a priority project because of the results of thePACE survey (see Category 5). A goal of the projectis to establish a climate more receptive to andcapable of sustaining process improvement.Improvements (I)8I1 Using AQIP categories as deployed through theQuality Quick Checks provides a framework forcontinuous improvement as do the variousbenchmarking mechanisms the College has begunemploying. These data sources increasingly pointout issues that need further examination andsubsequent targeting for improvement, particularprocesses deployed throughout the college. Inanticipation of moving towards the AQIP Systemefolio, Student Services is piloting an ebinder, toelectronically link Quality Quick Checks supportingdocuments on a shared drive. Further deployment ofthe planning model in Figure 8.1 must continueAQIP Category Eight: Planning Continuous Improvement 73
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