Measurement, Analysis, Knowledge and Process

Management

Richland College

1

Fonda Vera,Dean, Planning and Research for Institutional Effectiveness

2008 Baldrige Regional ConferenceDenver, Colorado

September 16, 2008

Overview

• Measurement System

• Workforce System

• Lessons to Share

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Deploy

Integrate

Approach

Learn

Richland CollegeCycles of Improvement

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Developing a Robust Measurement System

• Strategic Planning Priority Goals

• Key Performance Indicators

• Measures and Targets

• Institutional vs. Departmental Measures

• Review, Revise, and Refine

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Richland’s Four Strategic Planning Priority Goals

• Identify and Meet Community Educational Needs (20%)

• Enable All Students to Succeed (35%)

• Enable All Employees to Succeed (20%)

• Ensure Institutional Effectiveness (25%)

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Identify and Meet Community Educational Needs

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• Initiate Proactive Community Relationship Building (5%)

• Conduct Open, Regular Communication with Community Stakeholders (10%)

• Increase Enrollment in Service Area Underserved Populations (15%)

• Provide Business and Industry Work Force Training (20%)

• Respond to Community Educational Needs (50%)

Enable All Students to Succeed

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• Monitor and Improve Student Success (40%)

• Monitor and Improve Success for Historically Under-served Student Groups (40%)

• Provide Proactive Student Services to Address Student Learning Needs (20%)

Enable All Employees to Succeed

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• Promote Excellence in Job Performance (15%)

• Provide Excellence in Job Satisfaction (10%)

• Provide Comprehensive Professional Development for All Employee Groups (25%)

• Proactively manage turnover and diversity (25%)

• Provide a safe and healthy working environment (25%)

Ensure Institutional Effectiveness

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• Remain Fiscally Responsible and Sound (35%)

• Meet and Exceed Internal and External Standards and Requirements (35%)

• Improve Operational Productivity (30%)

Measures and Targets

• Rationale for Measures

• Strategic vs. Operational

• Target Setting Methodology

• Review, Revise, and Refine

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Goals, KPIs, Measures, Targets

1.1.1 Contact hours from dual credit and tech-prep2007-2008 Target

Range90% – 100%

360,000 – 400,000

2009-2010 Target Range

90% - 100%

405,000 – 450,000

2010-2011 Target Range

90% - 100%

495,000 – 550,000

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Goals, KPIs, Measures, Targets

1.5.1 # of on-line contact hours2007-2008 Target

Range90% – 100%

832,000 – 925,000

2009-2010 Target Range

90% - 100%

1,080,000 – 1,200,000

2010-2011 Target Range

90% - 100%

1,260,000 – 1,400,000

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Goals, KPIs, Measures, Targets

Formalizing the Informal• Organizational Action Plans (OAP)

• Departmental Action Plans (DAP)

• Process Improvement/Implementation Plans (PIIP)

• Benchmarking Improvement Plans

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15

16

55

Pilot/Implement Approach

44

DevelopSolution

33

IdentifyRoot

Cause

22

AssignOwnership

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IdentifyImprovement

Need

66

MeasureImpact

77

DisseminateResults

88

Evaluate theProcess

RLC Evaluation &Improvement

Approach

Integrate Approach

Deploy

Learn

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Process Improvement (PIIP)

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Monthly Report Card• The “Thunion” - Thunder Onion

• How it Works

• Raw Data Sheet

• Layer 3

• Layer 2

• The Dashboard

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How It Works

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Thunion Report - Raw Data

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Thunion Report - Layer 3

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June 2008

Thunion Report - Layer 2

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Thunion Report - Dashboard

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1.1.1 Contact hours from dual credit and tech-prep2007-2008 Target Range

90% – 100%

360,000 – 400,000

Performanceas of

June 2008

364,966

Score

10.14

Adjusted Score

10.00

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Thunion Report - Raw Data

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1.5.1 # of on-line contact hours 2007-2008 Target Range

90% – 100%

832,500 – 925,000

Performanceas of

June 2008

1,097,172

Score

13.18

Adjusted Score

10.00

Thunion Report - Raw Data

End of Year Report

• Purpose

• Key Findings

• Strategic Emphases

• Application for Strategic Planning

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Target Range > 400,000 - 360,000Performance = 364,966% of max. target range = 91.24%

Source: DCCCD Colleague System

Dual-Credit Contact Hours

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Dual Credit Contact Hours

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

2002-03 2003-04 2004-05 2005-06 2006-07

RLCPeer 1Peer 2Peer 3100% of Target90% of Target

Hours

Go

od

Strategies for Increasing Dual Credit Market Share

• RCHS Established

• Increased Dual Credit staff

• Targeted Outreach to:– service area high schools– home schooled students

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Distance Learning Contact Hour Trends

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Source: DCCCD Colleague System

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000

1,100,000

1,200,000

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

CO

NT

AC

T H

OU

RS

Peer 1

Peer 2

Peer3

RLC

Trends in Distance Learning Contact Hours - Richland vs. Peers

Strategies for Increasing Distance Learning Market Share

• Schedule Analysis & Efficiency

• Faculty Professional Development

• High Student/Faculty Engagement

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Inside Higher Education:

• Student and Employee Surveys• Peers and Competitor Colleges• State Agencies for Best Performers• Transfer School Performance for RLC students• Sharing Groups such as the NCCBP• Financial Comparative Performance Ratings

(e.g., Moody and Fitch)

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Comparative Information

Organization Nature of Benchmark Activity

Ritz-Carlton Hotels ThunderValue-of-the-Week

Texas Nameplate Dashboard

Walt Disney Company Interview/screening, Orientation

Branch-Smith Printing Supplier/Partner Score Card

Saint Luke’s Hospital Performance Excellence Model

Outside Higher Education:

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Comparative Information

Cycles of Improvement

• Updated Office of Planning and Research For Institutional Effectiveness Web Site (Summer 2008)

• Organizational Action Plan Format Revised (Fall 2007)

• 2006-07 End of Year Report Format Revised (Fall 2007)

• Strategic Planning Training Powerpoint (Spring 2007)

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Core Competencies

• Student Success in University Transfer

• Agility and Innovation

• Faculty and Staff Development

• Sustainability - Triple Bottom Line

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Performance Excellence ModelVision

MissionThunderValues

Strategy

Key Processes Requirements Key Measures

Education delivery

• Meet requirements in curriculum design

• Student success for all student grps (E)

• Stakeholder satisfaction (E)

Education effectiveness evaluation and improvement

• Improve student success

• Assess student-learning outcomes

• Student success for all student grps (E)

• Stakeholder satisfaction (E)

(I) = in-process measure, (E)= end-process measure

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Key Learning Work Processes

Key Processes Requirements Key Measures

Financial Services - Budgeting

• Careful planning and monitoring of expenditures

• Efficient and effective use of revenues

• reimb. contact hour revenue (I,E)

• % budget spent by costs (I,E)

• % budget expended (I)• Total fund balance (E)• Campus Quality

Results (E)

(I) = in-process measure, (E)= end-process measure

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Key Support Work Processes

• Office of Emergency Management

- Emergency Preparedness Training

- Risk Management

- Campus Safety Forums

- Hazardous Materials management

• Emergency Response Plan - RAIN

• Measures Tracking

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Emergency Readiness

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Performance Excellence Model

ProcessImplementationImprovement

Plan(PIIP)

Process Evaluation

Student Learning

Student Services

Employee Services

Support Services

PerformanceImprovement, Benchmarking& Innovation

SharedLearnings

Lessons to Share• Start Where You Are

• Keep it Simple - Draw Pictures

• Communicate Continuously

• Integrate with the Whole

• Continuously Evaluate and Improve

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Measurement, Analysis, Knowledge and Process

Management

Richland College

43

Fonda Vera,Dean, Planning and Research for Institutional Effectiveness

2008 Baldrige Regional ConferenceDenver, Colorado

September 16, 2008