How Do You Measure Success

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How Do You Measure Success?
ACCT Annual Community College Leadership
Congress Seattle , WA September 7- 10, 2005
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Wausau, Wisconsin 2,500 FTE 18,000 Individuals
served annually Average student age 32 5
regional campuses Serves a 10 county, rural
geographic district 402 full time employees
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Productivity Quality Measures (PQMs)

• Adult Population Served
• Contracted Training
• Continuing Education
• Recent High School Graduate Enrollments
• Operational Costs

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Measuring Quality at NTC Shortcomings

• Randomly Chosen Measures
• Quarterly Measurements Not Meaningful
• Old Data

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Moving to a Better Process

• Key Issue What are the right measures?
• The wrong measure of the right thing is better
  than the right measure of the wrong thing.

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The Right Measures

• Monitor what the board says is important
• Are aligned with the Colleges Mission, Vision
  and Community Benefits Statements

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Today at NTC

• The Board monitors 35 Key Quality Indicators
  (KQIs)
• Measures are tied directly to Community Benefit
  Statements
• Data is fresh

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Systems Thinking

• Define Systems Processes
• Develop Measures
• Establish Benchmarks
• Define Success

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Monitoring Performance NTC
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Monitoring Performance NTC

• KQI Sheet
• Board Monitoring Tree
• Presidents Monitoring Tree
• Learning System Monitoring Tree
• Student Success Monitoring Tree

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Monitoring Performance NTC Board Monitoring Tree
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Monitoring Performance NTC Presidents
Monitoring Tree
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Monitoring Performance NTC VP Operations
Monitoring Tree
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Monitoring Performance NTC VP Learning
Monitoring Tree
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Continuous Quality Improvement Network (CQIN)

• CQIN is a consortium of colleges, universities,
  non-profit and corporate organizations focused on
  performance excellence in higher education
• Share best practices
• Train in quality processes
• Advocate results-oriented educational and
  management practices

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CQIN Members

• 45 members
• CEO organization
• Application for membership
• Juried selection

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CQIN Summer Institute Corporate Partners

• Motorola University (1998)
• Saturn Corporation/General Motors (1999)
• Disney Institute/Walt Disney World (2000)
• Southwest Airlines/Karlee Industries/ Texas
  Nameplate Company/TD Industries (2001)

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CQIN Summer Institute Corporate Partners

• Experience Engineering/Starbucks/
• Pike Place Fish Market (2002)
• 3M (2003)
• League of Innovation (2004)
• St. Lukes Hospital/Boeing (2005)

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For More Information
www.cqin.org
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Why invest in quality?

• Develops a data-managed culture
• Leverages financial and human resources to
  targeted results
• Focuses the organization to achieve measurable
  results in key areas
• Positions the organization to address growing
  accountability standards

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How do I begin?

• Senior leadership commits to quality
• Educate the organization to terminology and
  quality concepts
• Conduct a self assessment

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How Datatel began its journey
Baldrige Feedback
Center for Institutional Effectiveness
Maturity of Effort
State Productivity Quality Program
TQM w/IBM
1985
Time
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Assessment How you can begin?

• Are we making progress as leaders?
• A leadership survey from the Baldrige National
  Quality Program
• CQIN Trailblazer assessment
• Self assessment framework to identify strengths
  and opportunities for improvement
• CQIN Pacesetter Application
• Higher education focused

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More resources for the journey

• State quality award programs
• Getting Started with the Baldrige National
  Program
• A guide to self assessment from BNQP
• Baldrige National Quality Program application
• Every application receives feedback

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Questions?