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Creating a Comprehensive Institutional Measurement System

Learn about the performance excellence model and approaches for deploying and integrating key learnings in a community college. Explore strategic planning, goal alignment, interpreting data, and major surveys for institutional effectiveness.

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Creating a Comprehensive Institutional Measurement System

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  1. Richland College Creating a Comprehensive Institutional Measurement System Texas Association for Institutional Research March 1, 2007 Fonda Vera, Dean,Planning and Research For Institutional Effectiveness Gloria Washington, Director, Institutional Effectiveness Bao Huynh, Director, Institutional Research Teaching, Learning, Community Building 1

  2. Session Overview • Performance Excellence Model • Approaches • Deployment of Approaches • Results and Key Learnings • Integrating and Sharing Key Learnings 2

  3. Performance Excellence Model 3

  4. Approach Deploy Integrate Learn Richland CollegeCycles of Improvement 4

  5. Richland CollegeCycles of Improvement APPROACHES Teaching, Learning, Community Building 5

  6. Strategic Planning Process 6

  7. Goals, KPIs, Measures, Targets 7

  8. Alignment of Goals 8

  9. Interpreting Data 9

  10. 2006-2007 Target Range 90% – 100% 2008-2009 Target Range 90% - 100% 2010-2011 Target Range 90% - 100% 207,000 – 230,000 360,000 – 400,000 450,000 – 500,000 Goals, KPIs, Measures, Targets 1.1.1 Contact hours from dual credit and tech-prep 10

  11. 2006-2007 Target Range 90% – 100% 2008-2009 Target Range 90% - 100% 2010-2011 Target Range 90% - 100% 1,071,000 – 1,190,000 1,178,100 – 1,309,000 1,295,100 – 1,439,000 Goals, KPIs, Measures, Targets 1.5.1 # of on-line contact hours 11

  12. 2006-2007 Target Range 90% – 100% 2008-2009 Target Range 90% - 100% 2010-2011 Target Range 90% - 100% 75.60 – 84.00 76.05 – 84.50 76.95 – 85.50 Goals, KPIs, Measures, Targets 2.1.2 % retained through semester in credit classes 12

  13. Information Management • Major Surveys • Community College Survey of Student Engagement • Noel-Levitz Student Satisfaction Inventory • Campus Quality Survey • Assessment of ThunderValues • Other Departmental Surveys 13

  14. Major Surveys Approaches • Administer one major survey every year • Segment and Analyze • Themes across Surveys • Action Plans to Improve • User-friendly Reports • Distribute Widely • Other Departmental Surveys 14

  15. Richland CollegeCycles of Improvement DEPLOYMENT OF APPROACHES Teaching, Learning, Community Building 15

  16. OrganizationalActions • Organizational Actions are those actions developed by the senior leadership of the college and are broad in scope. • ThunderTeam initiates Organizational Actions because of •  performance gaps from the End of Year Report, national surveys, or benchmarking •  state, district-wide, or DCCCD Board initiatives •  strategic college-wide initiatives • All Organizational Actions have supporting Departmental Actions • Organizational Actions are those actions developed by the senior leadership of the college and are broad in scope. • ThunderTeam initiates Organizational Actions because of •  performance gaps from the End of Year Report, national surveys, or benchmarking •  state, district-wide, or DCCCD Board initiatives •  strategic college-wide initiatives • All Organizational Actions have supporting Departmental Actions • Organizational Actions are those actions developed by the senior leadership of the college and are broad in scope. • ThunderTeam initiates Organizational Actions because of •  performance gaps from the End of Year Report, national surveys, or benchmarking •  state, district-wide, or DCCCD Board initiatives •  strategic college-wide initiatives • All Organizational Actions have supporting Departmental Actions • Organizational Actions are those actions developed by the senior leadership of the college and are broad in scope. • ThunderTeam initiates Organizational Actions because of •  performance gaps from the End of Year Report, national surveys, or benchmarking •  state, district-wide, or DCCCD Board initiatives •  strategic college-wide initiatives • All Organizational Actions have supporting Departmental Actions 16

  17. Organizational Action Plans 17

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  19. Departments or work units initiate Departmental Actions in support of: an Organizational Action or a department-specific performance gap or initiative. Departmental Actions respond only to those Organizational Actions that are relevant for their work area. Departmental Actions are not required if one of these conditions does not exist. Departmental Actions • Departments or work units initiate Departmental Actionsin support of: • an Organizational Action or • a department-specific performance gap or initiative. • Departmental Actions respond only to those Organizational Actions that are relevant for their work area. • Departmental Actions are not required if one of these conditions does not exist. • Departments or work units initiate Departmental Actions in support of: • an Organizational Action or • a department-specific performance gap or initiative. • Departmental Actions respond only to those Organizational Actions that are relevant for their work area. • Departmental Actions are not required if one of these conditions does not exist. • Departments or work units initiate Departmental Actions in support of: • an Organizational Action or • a department-specific performance gap or initiative. • Departmental Actions respond only to those Organizational Actions that are relevant for their work area. • Departmental Actions are not required if one of these conditions does not exist. 19

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  24. Process Improvement/Implementation Plan (PIIP) 8-step process to: document implementation of new processes/programs improve existing processes/programs Process Improvement /Implementation Plan 24

  25. Identify Improvement Need Assign Ownership Evaluate the Process 1 8 2 RLC Evaluation & Improvement Approach Identify Root Cause Disseminate Results 7 3 Measure Impact Develop Solution Pilot/ Implement Approach 6 4 5 Process Improvement Approach Integrate Learn Deploy 25

  26. Develop Solution Assign Ownership Identify Root Cause Identify Improvement Need 26

  27. The Benchmarking Process provides a standardized institutional process for investigating best/better practices. Through this system, best/better practices are: Proposed Accepted for further research and review Assigned to a process owner Adopted, revised or rejected Benchmarking Process 27

  28. Benchmarking Form 28

  29. Thunion Report 29

  30. Thunion Report - Layer 1 30

  31. Thunion Report - Layer 2 31

  32. Thunion Report - Layer 3 32

  33. 2006-2007 Target Range 90% – 100% Performance as of December 2006 Score Adjusted Score 207,000 – 230,000 85,216 9.26 9.26 Thunion Report - Raw Data 1.1.1 Contact hours from dual credit and tech-prep 33

  34. 2006-2007 Target Range 90% – 100% Performance as of December 2006 Score Adjusted Score 1,071,000 – 1,190,000 303,280 6.37 6.37 Thunion Report - Raw Data 1.5.1 # of on-line contact hours 34

  35. 2006-2007 Target Range 90% – 100% Performance as of December 2006 Score Adjusted Score 75.60 – 84.00 83.78 9.97 9.97 Thunion Report - Raw Data 2.1.2 % retained through semester in credit classes 35

  36. Richland CollegeCycles of Improvement RESULTS AND KEY LEARNINGS Teaching, Learning, Community Building 36

  37. Student Success Results - End of Year 37

  38. Dual Credit Contact Hours 38

  39. Market Share of Service Area 39

  40. Comparative Information Outside Higher Education: 40

  41. Types of Analysis • Enrollment Projections • Daily Registration Comparative Reports • Facility Use for Class Scheduling Effectiveness • Discipline and Program Review • Market Share Analysis • Trended Grade Distribution Reports • Survey Results with Themes & Next Steps • Monthly Employee Diversity Reports 41

  42. Daily Enrollment Comparison District Colleges 42

  43. On-line Contact Hours 43

  44. Richland CollegeCycles of Improvement INTEGRATING AND SHARING KEY LEARNINGS Teaching, Learning, Community Building 44

  45. Posting of: PIIP documents Benchmarking reports QEP activities and reports Executive summaries and next steps for all major surveys Monthly Thunion Report Card Annual End of Year Report Richland College Shared Learnings Teaching, Learning, Community Building 45

  46. ADLI for Continuous Improvement Data Informed - Not data-driven Measure what is key Segment for greater understanding User-friendly Strategies and Reports Benchmark Best Practices Take action Evaluate The Richland CollegeMeasurement System Philosophy 46

  47. Richland College Creating a Comprehensive Institutional Measurement System Texas Association for Institutional Research March 1, 2007 Fonda Vera, Dean,Planning and Research For Institutional Effectiveness Gloria Washington, Director, Institutional Effectiveness Bao Huynh, Director, Institutional Research Teaching, Learning, Community Building 47

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