Measurement, Analysis, Knowledge and Process Management Richland College 1 Fonda Vera, Dean, Planning and Research for Institutional Effectiveness 2008 Baldrige Regional Conference Denver, Colorado September 16, 2008

Overview Measurement System Workforce System Lessons to Share 2

Deploy Integrate Approach Learn Richland College Cycles of Improvement 3

Developing a Robust Measurement System Strategic Planning Priority Goals Key Performance Indicators Measures and Targets Institutional vs. Departmental Measures Review, Revise, and Refine 4

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%) 5

Identify and Meet Community Educational Needs 6 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 7 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 8 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 9 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 10

11 Goals, KPIs, Measures, Targets

1.1.1 Contact hours from dual credit and tech-prep Target Range 90% – 100% 360,000 – 400, Target Range 90% - 100% 405,000 – 450, Target Range 90% - 100% 495,000 – 550, Goals, KPIs, Measures, Targets

1.5.1 # of on-line contact hours Target Range 90% – 100% 832,000 – 925, Target Range 90% - 100% 1,080,000 – 1,200, Target Range 90% - 100% 1,260,000 – 1,400, Goals, KPIs, Measures, Targets

Formalizing the Informal Organizational Action Plans (OAP) Departmental Action Plans (DAP) Process Improvement/Implementation Plans (PIIP) Benchmarking Improvement Plans 14

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5 Pilot/ Implement Approach 4 Develop Solution 3 Identify Root Cause 2 Assign Ownership 1 Identify Improvement Need 6 Measure Impact 7 Disseminate Results 8 Evaluate the Process RLC Evaluation & Improvement Approach Integrate Approach Deploy Learn 17 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 19

How It Works 20

Thunion Report - Raw Data 21

Thunion Report - Layer 3 22 June 2008

Thunion Report - Layer 2 23

Thunion Report - Dashboard 24

1.1.1 Contact hours from dual credit and tech-prep Target Range 90% – 100% 360,000 – 400,000 Performance as of June ,966 Score Adjusted Score Thunion Report - Raw Data

# of on-line contact hours Target Range 90% – 100% 832,500 – 925,000 Performance as of June ,097,172 Score Adjusted Score Thunion Report - Raw Data

End of Year Report Purpose Key Findings Strategic Emphases Application for Strategic Planning 27

Target Range > 400, ,000 Performance = 364,966 % of max. target range = 91.24% Source: DCCCD Colleague System Dual-Credit Contact Hours 28

Strategies for Increasing Dual Credit Market Share RCHS Established Increased Dual Credit staff Targeted Outreach to: – service area high schools – home schooled students 29

Distance Learning Contact Hour Trends 30 Source: DCCCD Colleague System

Strategies for Increasing Distance Learning Market Share Schedule Analysis & Efficiency Faculty Professional Development High Student/Faculty Engagement 31

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) 32 Comparative Information

OrganizationNature of Benchmark Activity Ritz-Carlton HotelsThunderValue-of-the-Week Texas NameplateDashboard Walt Disney CompanyInterview/screening, Orientation Branch-Smith PrintingSupplier/Partner Score Card Saint Luke’s HospitalPerformance Excellence Model Outside Higher Education: 33 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) End of Year Report Format Revised (Fall 2007) Strategic Planning Training Powerpoint (Spring 2007) 34

Core Competencies Student Success in University Transfer Agility and Innovation Faculty and Staff Development Sustainability - Triple Bottom Line 35

36 Performance Excellence Model Vision Mission ThunderValues Strategy

Key ProcessesRequirementsKey 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 37 Key Learning Work Processes

Key ProcessesRequirementsKey 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 38 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 39 Emergency Readiness

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41 Performance Excellence Model Process Implementation Improvement Plan (PIIP) Process Evaluation Student Learning Student Services Employee Services Support Services Performance Improvement, Benchmarking & Innovation Shared Learnings

Lessons to Share Start Where You Are Keep it Simple - Draw Pictures Communicate Continuously Integrate with the Whole Continuously Evaluate and Improve 42

Measurement, Analysis, Knowledge and Process Management Richland College 43 Fonda Vera, Dean, Planning and Research for Institutional Effectiveness 2008 Baldrige Regional Conference Denver, Colorado September 16, 2008