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![Page 1: Measurement, Analysis, Knowledge and Process Management Richland College 1 Fonda Vera, Dean, Planning and Research for Institutional Effectiveness 2008.](https://reader038.fdocuments.us/reader038/viewer/2022110322/56649d0d5503460f949e293f/html5/thumbnails/1.jpg)
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
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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%)
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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%)
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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%)
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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%)
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Measures and Targets
• Rationale for Measures
• Strategic vs. Operational
• Target Setting Methodology
• Review, Revise, and Refine
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Goals, KPIs, Measures, Targets
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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
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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
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Formalizing the Informal• Organizational Action Plans (OAP)
• Departmental Action Plans (DAP)
• Process Improvement/Implementation Plans (PIIP)
• Benchmarking Improvement Plans
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Pilot/Implement Approach
44
DevelopSolution
33
IdentifyRoot
Cause
22
AssignOwnership
11
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
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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
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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
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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
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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
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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
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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
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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
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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
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• 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
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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