Narrative

SUBCATEGORY TWO: CULTURE OF QUALITY

Developing an infrastructure and providing resources to support a culture of quality

Strategic Planning and KPIs: In September 2013, the College developed a new three-year strategic plan. To plan strategically, the College needed a robust understanding and an honest assessment of our current position, the environment in which we operate, and a full understanding of future opportunities and threats.  Liaisons monitor outcomes and milestones, allocate resources, and direct staff as appropriate.  The College also introduced KPIs that measure its overall progress toward increasing student success. The KPIs are the centerpiece of the College’s focus on transparency and increasing effectiveness of its operations. 

 

Enterprise Data Warehouse: An Enterprise Data Warehouse (EDW) RFP was issued Fall 2014 in response to growing demand from the President’s Cabinet, academic affairs, and student success and engagement stakeholders for improved access to College data. ZogoTech was selected as the EDW of choice and now serves as the College’s central repository for data analysis. 

 

Focus on Community: The Carlsen Center is a multi-venue, award-winning performing arts center that has hosted a diverse array of live performances from local, national, and international artists for more than 25 years. Student-centered activities held in the center include theater productions, concert band, choirs, chorus performances, the annual student fashion show, the student talent show, athletics awards, and numerous graduation/pinning ceremonies. The center has hosted more than two million visitors. Recognizing the need to remain a top-quality venue, the College has undertaken a comprehensive renovation, utilizing a variety of innovative funding sources to realize the vision of a completely modernized, state-of-the art facility. These sources include community fundraising efforts such as the Name-A-Seat campaign, corporate sponsorship for the green room, and various other naming opportunities. Unique fundraising efforts, combined with a judicious use of College reserves set aside for capital improvements, should result in no increased costs to students but provide a greatly-enhanced experience for educational activities.

 

Ensuring continuous quality improvement is making an evident and widely understood impact on institutional culture and operations (5.D.1)

The College continues to refine its strategic planning and AQIP processes for alignment with emerging quality improvement projects, long-term strategic planning goals, and budgeting processes. AQIP projects are tied directly to strategic planning tasks and goals and AQIP teams report progress to the President's Cabinet throughout the academic year. An example of this alignment can be found in multiple AQIP projects including the Winter term implementation, the revamping of the academic program review process, benchmarking of best practices, and the Pathways initiatives. The College's overarching planning processes created each of these projects as initiatives encompassed by the strategic plan (5.D.1).

 

The President's Cabinet monitors strategic plan progress during weekly meetings focused on imporvement strategies, as does the Board of Trustees during the academic year and as part of the annual plan reporting and budget process. Regular listening sessions held on campus also provide a forum for feedback. Sessions held in Spring 2016 generated additional proposed projects that were aligned with both KPIs and strategic plan goals and tasks. These listening sessions identified a project that will focus on supporting faculty development by conducting a needs assessment around current offerings from the College.

 

Program Review: The College self-identified the need to improve processes by which the academic and administrative divisions of the College practices CQI. In designing both the academic and administrative review processes, the College endeavored to align overall institutional evaluation, planning, and development processes with the following goals:

  • Ensure that academic programs and administrative support remain focused on student successs and serving the needs of the community;
  • Increase coherence of academic program development and apply CQI;
  • Enhance the quality of academic and administrative programs and services by assessing strengths and challenges;
  • Align needs and campus priorities with the planning budget process; and
  • Ensure that priorities are consistent with the College's mission and strategic plan.

 

The College initially focused on academic divisions as central to its mission. The implementation of the revised program review format began during the 2014–2015 academic year. The 2016–2017 academic year represents a full three-year cycle of the comprehensive Program Review. As previously noted, the administrative service area review built upon the success and strategies of academic reviews with processes that are aligned. Implementation of the administrative review began campuswide in Fall 2016. Like its academic counterpart, the administrative review is on a three-year cycle.

 

Facilities Master Plan: The College’s facilities and space planning efforts have been ad hoc in past years and were generally successful in meeting the needs of the College. In recent years, changing patterns of enrollment, including an increase in online classes and additional physical space needs for career and technical education programs, have precipitated the need for additional analysis to ensure the use of the College's facilities is maximized and the capital investment in facilities contributes to our mission.

 

In Fall 2015, the College contracted an outside firm to develop a comprehensive Facilities Master Plan to marry academic and functional needs and opportunities with the physical characteristics and organization of the campus to help JCCC achieve its goals. These goals include developing large scale new construction or renovation projects for a capital budget to be financed through revenue bonds; a capital fundraising campaign; or College reserves; evaluating and improving space utilization; and identifying, redeploying, or removing obsolete space (5.D.1).

 

Ensuring the institution learns from its experiences with CQI initiatives (5.D.2)

During the academic year, each AQIP and strategic planning project makes numerous presentations to the President’s Cabinet as well as to subcommittees of the Board of Trustees. During the summer, the Cabinet and the Board hold retreats to review final stages of projects, look at outcomes that have been accomplished, and finalize plans for moving forward into the next academic year. Many AQIP projects build upon the successes of prior projects. An example of this tendency is the Best Practices AQIP project, which identified the best practices that became the Student Pathways project (5.D.2).

 

Best practices that are shared during presentations to the Cabinet and the Board are shared across the College. The cross-pollenization of ideas, quality improvements, best practices, and student success focus has benefitted campus discussion and the culture of continuous improvement. AQIP teams across the College are cross-disciplinary in nature, with representation from the Faculty Senate, Faculty Association, administration, and staff. This provides for a richer collection of ideas from across the campus and a broader dissemination of results and outcomes from projects (5.D.2).

 

Reviewing, reaffirming, and understanding the role and vitality of the AQIP Pathway within the institution

JCCC has been successful in creating a venue for AQIP that includes regular presentations to the campus community, Faculty Senate, Faculty Association, Learning Qualities committee and the Board of Trustees. Processes in place for the ongoing support of the AQIP Pathway include the AQIP Steering Committee, campuswide processes for proposing AQIP projects, approval processes that include the President's Cabinet, and established reporting structure.

Evidence
File  Carlsen Center Renovation 
File  Inspire Learning - Strategic Plan 2014-17 
URLKey Performance Indicators