2010 results. today’s agenda results summary 2010 cqs strengths and opportunities cqs benchmarks...
TRANSCRIPT
2010 Results
Today’s Agenda
• Results Summary
• 2010 CQS Strengths and Opportunities
• CQS Benchmarks
• Demographics
• Next Steps
Survey Participation
2006 2007 2008 2009 2010
Count 193 183 161 225 239
25
75
125
175
225
275
Higher is better
Note: Survey administered 11 times since 2000.
Key Findings
• Highest participation level ever with 239 completed surveys.
• Sixty-seven percent of employees were satisfied or very satisfied in 2010 as compared to 62% in 2009 and 56% in 2008. The highest satisfaction rate was 77% in 2003.
• All but 9 items improved over 2009. All 9 lower results within .08 yr to yr. All but 1 item scored higher than 2008 levels .
New Items in this Year’s Survey
• Faculty and staff demonstrate ethical behavior in decisions, actions and stakeholder interactions.
• Goddard Library provides appropriate services and resources to support teaching and learning.
• Learning is enhanced by the technology and media support provided in my class and/or meeting room(s).
• Senior leaders foster and model an ethical work environment.
• The Duplicating Center processes and completes my requests in an efficient manner.
• The training and resources (D2L, in-services, one-on-one training, etc.) provided by Educational Technology have proved beneficial to me in my work.
• Work area copiers are maintained properly so I am able to complete my local tasks on time and provide professional results.
• The Duplicating Center processes and completes my requests in an efficient manner. 4.24*
• Goddard Library provides appropriate services and resources to support teaching and learning. 4.03*
• On the whole, campus facilities and grounds are well maintained. 4.00
• Work area copiers are maintained properly so I am able to complete my local tasks on time and provide professional results. 3.96*
• RCTC Help Desk Services (Technology Support Center) effectively resolves my technology problem(s). 3.93
Strengths: 5 Highest Rated Items
Note: * 3 out of 5 of the highest rated items were new this year.
Strengths: Items with Improvement >0.2
Items 2010 2009
RCTC involves its faculty and staff in planning for the future 3.44 3.01
RCTC has computer systems which are "user-friendly" for faculty, staff and students 3.63 3.36
Faculty and Staff morale at RCTC is positive 2.77 2.50
I understand the goals of the college and my role in helping to achieve them 3.67 3.45
RCTC Help Desk Services (Technology Support Center) effectively resolves my technology problem(s). 3.93 3.73
Ways to Build on Strengths...
1. Provide positive feedback to the campus.
2. Use high performing areas as models for other departments.
3. Incorporate strengths into your recruiting/marketing messages.
4. Communicate results.
5. Celebrate.
• There are effective lines of communication between departments at the college. 2.68
• Processes for selecting, orienting, training, empowering and recognizing personnel are carefully planned. 2.72
• Employees are rewarded for outstanding job performance. 2.72
• Faculty and Staff morale at RCTC is positive. 2.77
• Employee suggestions are used to improve our institution. 2.89
Opportunities: 5 Lowest Rated Items
Note: All items listed have been the lowest rated items for the past 4 years or longer.
2010 Lowest 5: There are effective lines of communication
between departments at the college.
Strongly Disagree
Disagree Neutral Agree Strongly Agree
0%
5%
10%
15%
20%
25%
30%
35%
40%
Total
Between 5 and 15 Years
Scores: Total: 2.69 Between 5 and 15 Years: 2.50
2010 Lowest 5: Processes for selecting, orienting, training, empowering and recognizing personnel are
carefully planned.
Strongly Disagree
Disagree Neutral Agree Strongly Agree
0%
5%
10%
15%
20%
25%
30%
35%
Total
Between 5 and 15 Years
Scores: Total: 2.76 Between 5 and 15 Years: 2.52
2010 Lowest 5: Employees are rewarded for outstanding job
performance.
Strongly Disagree
Disagree Neutral Agree Strongly Agree
0%
5%
10%
15%
20%
25%
30%
35%
Total
Between 5 and 15 Years
Scores: Total: 2.76 Between 5 and 15 Years: 2.48
2010 Lowest 5: Employee suggestions are used to improve our
institution
Strongly Disagree
Disagree Neutral Agree Strongly Agree
0%
5%
10%
15%
20%
25%
30%
35%
40%
Total
Support Staff
Scores: Total: 2.91 Support Staff: 2.60
2010 Lowest 5: Faculty and staff morale at RCTC is positive.
Strongly Disagree
Disagree Neutral Agree Strongly Agree
0%
5%
10%
15%
20%
25%
30%
35%
Total
Support Staff
Scores: Total: 2.75 Support Staff: 2.37
Ways to Improve . . .
1. Go deeper by conducting focus groups.
2. Prioritize what has most impact.
3. Develop action steps.
4. Act.
5. Periodically check progress.
6. Celebrate improvement.
7. Enhance communications to Stakeholders
• New benchmark for 2010: Technology Support. Includes 8 mostly new items.
• Nine of the benchmarks measured in the survey improved from 2009 scores.
• One of the benchmarks decreased from 2009 scores:
• Employee Training and Recognition 3.00 down 0.03
CQS Benchmarks Summary
• Highest rated benchmarks were:– Technology Support 3.85– Customer Focus 3.77 – Quality Assurance 3.51
• Benchmarks showing the most improvement were:– Customer Focus 3.77 up 0.19– Strategic Quality Planning 3.40 up 0.13– Innovation 3.27 up 0.11– Quality and Productivity Improvement 3.28 up 0.11
CQS Benchmarks Strengths
CQS Benchmark Overview
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85 Customer Focus
Employee Empowerment and Teamwork
Employee Training and Recogni-tion
Measurement and Analysis
Quality Assurance
Quality and Productivity Im-provement
Strategic Quality Planning
Top Management Leadership and Support
Workforce Engagement
Workforce Innovation
Technology Support
Customer Focus Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.6
3.48
3.13
3.58
3.77
Note: * 5 new items
*
Customer Focus Benchmark Breakdown
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
4.05College leadership cultivates positive relationships with faculty, staff, and students
College services are "user-friendly"
Goddard Library provides appropriate services and resources to support teaching and learning.
Learning is enhanced by the technology and media support provided in my class and/or meeting room(s).
On the whole, campus facilities and grounds are well maintained.
RCTC computer network technology is consistently available so that I am productive in my work.
RCTC Help Desk Services (Technology Support Center) effectively resolves my technology problem(s).
RCTC Help Desk Services (technology Support Center) respond in a timely manner.
RCTC listens to its students
Student input is measured and used to drive improvements at RCTC
Students have ways to share feedback on their level of satisfaction with college programs and services
The Duplicating Center processes and completes my requests in an efficient manner.
The RCTC campus is safe and secure.
The training and resources (D2L, in-services, one-on-one training, etc.) provided by Educational Technology have proved beneficial to me in my work.
Work area copiers are maintained properly so I am able to complete my local tasks on time and provide professional re-sults.
Employee Empowerment and Teamwork Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.32
3.072.98
3.21 3.24
Note: * 1 new item
*
Employee Empowerment and Teamwork Benchmark Breakdown
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85 Academic offices and Student Support offices communicate effectively with each other
At RCTC, I have the opportunity to do what I do best every day.
Faculty and staff are encouraged to provide ideas to improve the college
Faculty and staff are involved in the development and improvement of key performance indicators and measures
Faculty and staff demonstrate ethical behavior in decisions, actions and stakeholder interactions.
Job responsibilities are communicated clearly to faculty and staff
Processes for selecting, orienting, training, em-powering and recognizing personnel are carefully planned
Team efforts (committees, task forces, rapid response teams) are effective at RCTC
Employee Training and Recognition Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.07
2.87 2.91
3.03 3
Employee Training and Recognition Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85Administrators recognize employees when they do a good job
Education programs to improve job performance are available for em-ployees
Employee suggestions are used to improve our institution
Employees are rewarded for outstand-ing job performance
Processes for selecting, orienting, training, empowering and recognizing personnel are carefully planned
There is someone at RCTC who encourages my development.
Measurement and Analysis Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.44
3.22
2.99
3.243.31
Measurement and Analysis Benchmark Breakdown
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85 College leadership shares information regularly with faculty and staff
Continuous improvement tools and methods are used regularly to solve problems at RCTC
Efforts to continuously improve are paying off at RCTC
Faculty and staff are encouraged to provide ideas to improve the college
RCTC analyzes all relevant data and in-formation before making decisions
RCTC continually evaluates and up-grades its processes for collecting data and information
RCTC uses state and national data to compare its performance with leading or best-in-class organizations
Quality Assurance Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.61
3.41
3.29
3.463.51
Quality Assurance Benchmark Breakdown
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85 Faculty and staff are encouraged to provide ideas to improve the college
Faculty and staff are involved in the de-velopment and improvement of key per-formance indicators and measures
I know what is expected of me
Job responsibilities are communicated clearly to faculty and staff
RCTC continually evaluates and upgrades its processes for collecting data and in-formation
RCTC uses state and national data to compare its performance with leading or best-in-class organizations
Student input is measured and used to drive improvements at RCTC
Students have ways to share feedback on their level of satisfaction with college programs and services
Quality and Productivity Improvement Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.36
3.13
2.9
3.173.28
Quality and Productivity Improvement Benchmark Breakdown
2006 2007 2008 2009 20102.4
2.6
2.8
3
3.2
3.4
3.6
3.8 Continuous improvement tools and methods are used regularly to solve problems at RCTC
Efforts to continuously improve are paying off at RCTC
RCTC continually evaluates and upgrades its processes for collect-ing data and information
Student input is measured and used to drive improvements at RCTC
There are effective lines of com-munication between departments at the college
Strategic Quality Planning Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.42
3.21
3.05
3.27
3.4
Strategic Quality Planning Benchmark Breakdown
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85 Academic and service departments conduct self-assessments driving the development of continuous improvement plans
Employee suggestions are used to improve our institution
Leadership at RCTC clearly communicates insti-tutional goals, priorities and future direction
RCTC involves its faculty and staff in planning for the future
RCTC plans carefully
RCTC uses state and national data to compare its performance with leading or best-in-class organizations
RCTC's vision, mission, values are familiar to employees
Student input is measured and used to drive improvements at RCTC
Top Management Leadership and Support Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.3
3.09
2.9
3.12 3.16
Note: * 1 new item
*
Top Management Leadership and Support Benchmark Breakdown
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85 Administrators model continuous improvement and set examples for quality services in their day-to-day activities
College leadership shares information regularly with faculty and staff
Employees are rewarded for outstanding job performance
Job responsibilities are communicated clearly to faculty and staff
Leadership at RCTC clearly communicates insti-tutional goals, priorities and future direction
RCTC analyzes all relevant data and information before making decisions
Senior leaders foster and model an ethical work environment.
Team efforts (committees, task forces, rapid response teams) are effective at RCTC
Workforce Engagement Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.52
3.243.14
3.33.36
Workforce Engagement Benchmark Breakdown
2006 2007 2008 2009 20102.25
2.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85At RCTC, I have the opportunity to do what I do best every day.
College leadership cultivates positive relationships with faculty, staff, and students
College leadership shares information regularly with faculty and staff
Education programs to improve job performance are available for employees
Faculty and staff are encouraged to provide ideas to improve the college
Faculty and staff are involved in the development and improvement of key performance indicators and mea-suresFaculty and Staff morale at RCTC is positive
I know what is expected of me
I understand the goals of the college and my role in help-ing to achieve them
My supervisor, or someone at RCTC, seems to care about me as a person.
RCTC provides a safe, healthy, respectful and supportive work environment
Team efforts (committees, task forces, rapid response teams) are effective at RCTC
There is someone at RCTC who encourages my devel-opment.
Workforce Innovation Benchmark
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85
3.39
3.14
2.94
3.163.23
Workforce Innovation Benchmark Breakdown
2006 2007 2008 2009 20102.45
2.65
2.85
3.05
3.25
3.45
3.65
3.85 Administrators model continuous im-provement and set examples for quality services in their day-to-day activities
Continuous improvement tools and methods are used regularly to solve problems at RCTC
Education programs to improve job per-formance are available for employees
Efforts to continuously improve are paying off at RCTC
Employee suggestions are used to improve our institution
Faculty and staff are encouraged to provide ideas to improve the college
Faculty and staff are involved in the de-velopment and improvement of key per-formance indicators and measures
RCTC involves its faculty and staff in planning for the future
Student input is measured and used to drive improvements at RCTC
Team efforts (committees, task forces, rapid response teams) are effective at RCTC
Technology Support Benchmark BreakdownOverall benchmark score: 3.85 - 2010 First Year
2006 2007 2008 2009 20102.85
3.05
3.25
3.45
3.65
3.85
4.05
4.25Learning is enhanced by the technology and media support provided in my class and/or meeting room(s).
RCTC computer network technology is consistently available so that I am productive in my work.
RCTC has computer systems which are "user-friendly" for faculty, staff and students
RCTC Help Desk Services (Technology Support Center) effectively resolves my technology problem(s).
RCTC Help Desk Services (technology Support Center) respond in a timely manner.
The Duplicating Center processes and completes my requests in an efficient manner.
The training and resources (D2L, in-services, one-on-one training, etc.) provided by Educational Technology have proved beneficial to me in my work.
Work area copiers are maintained properly so I am able to complete my local tasks on time and provide professional results.
2010: Which of the following best describes your position at RCTC?
Support Staff
Faculty
Administrative/Professional Staff
0% 10% 20% 30% 40% 50% 60%
32%
53%
16%
2010: Which best describes your employment status?
Part-Time Temporary
Full-Time Temporary
Part-Time Seasonal (9-month appointment)
Full-Time Seasonal (9-month appointment)
Part-Time Regular (12-month appointment)
Full-Time Regular (12-month appointment)
0% 10% 20% 30% 40% 50% 60% 70% 80%
9%
3%
8%
26%
1%
68%
2010: I have worked at RCTC for:
29%
45%
27%Fewer than 5 yearsBetween 5 and 15 yearsMore than 15 years
I have worked at RCTC for:
2006 2007 2008 2009 20100%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Fewer than 5 yearsBetween 5 and 15 yearsMore than 15 years
Not satisfied at all
Somewhat dissatisfied
Neutral
Satisfied
Very Satisfied
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
9%
16%
8%
45%
22%
2010: Overall Satisfaction with Employment
Overall Satisfaction with Employment
2006 2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
28%19% 13% 16% 22%
46%
46%43%
46%45%
10%
9%
11%12% 8%
13%19%
24%19% 16%
2% 7% 9% 7% 9%
Not satisfied at allSomewhat dissatisfiedNeutralSatisfiedVery Satisfied
Satisfied or Very Satisfied by Tenure:(% Satisfied or Very Satisfied)
2006 2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Fewer than 5 yearsBetween 5 and 15 yearsMore than 15 years
Satisfied or Very Satisfied by Position:(% Satisfied or Very Satisfied)
2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
51% 51% 51%54%
72%
57%
72%75%
70%67%
56%
70%
Support/Classified
Faculty
Admin/Professional Staff
2010: What is your overall impression of quality at RCTC?
15%
49%
24%
9%
4%
Excellent
Good
Average
Below Average
Inadequate
What is your overall impression of quality at RCTC?
2006 2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
21%12% 8% 12% 15%
48%
42%37%
46%49%
24%
31%
28%
27%24%
6%10%
20%10% 9%
2% 4% 7% 5% 4%
InadequateBelow AverageAverageGoodExcellent
Impression of Quality by Tenure:(% Good or Excellent)
2006 2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
90%84%
79%82%
79%
72%67%
59%
72%
51%54%
82%
57%
45%
55%
71%
Fewer than 5 years
Between 5 and 15 years
More than 15 years
Impression of Quality by Position:(% Good or Excellent)
2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
51% 51% 51%55%
72%
57%
72% 70%70%67%
56% 57%
Support/Classified
Faculty
Admin/Professional Staff
2010: I would recommend RCTC as a place to work.
26%
41%
16%
8%
9%Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
I would recommend RCTC as a place to work
2006 2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
32%20% 14% 20% 26%
44%
45%44%
46%49%
16%
20%20%
16%
16%
5%8%
12% 10%
8%2% 8% 11% 8%9%
Strongly DisagreeDisagreeNeutralAgreeStrongly Agree
% Would Recommend as a Place to Work by Tenure:
(% Agree or Strongly Agree)
2006 2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
90%84%
81%
62%
79%85%
64%
55%
64%
56% 55%
78%
60% 59% 61%
73%
Fewer than 5 years
Between 5 and 15 years
More than 15 years
% Would Recommend as a Place to Work by Position:
(% Agree or Strongly Agree)
2007 2008 2009 20100%
10%
20%
30%
40%
50%
60%
70%
80%
49%
56% 55%60%
71%
56%
74% 73%73%
67%
61%
68%
Support/Classified
Faculty
Admin/Professional Staff
2010: I would recommend RCTC as a school to attend
(to friends, family, etc.)
Definitely no
Most likely no
Probably no
Probably yes
Most likely yes
Definitely yes
Don't know
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
2%
3%
4%
18%
30%
41%
2%
I would recommend RCTC as a school to attend.
2006 2007 2008 2009 20100%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%47%
31% 32%
40% 41%
26%24%
22%
26%
30%
17%
31%29%
22%
18%
4% 3% 4%6%
4%2% 1%
7%
3% 3%1%
3% 3% 2% 2%4%
7%
3% 2% 2%
Definitely yes
Most likely yes
Probably yes
Probably no
Most likely no
Definitely no
Don't know
2010: I would recommend RCTC as a school to attend
(by position)
Support Staff Faculty Admin0%
10%
20%
30%
40%
50%
60%
34%
42%
49%
30% 29%32%
23%
18%
14%
4% 3% 3%3% 4%
0%3% 2% 3%4%
1% 0%
Definitely yes
Most likely yes
Probably yes
Probably no
Most likely no
Definitely no
Don't know
2010: How satisfied are you that this campus demonstrates a commitment to meeting the
needs of:
Part-time st
udents
Evening st
udents
Older, re
turning le
arners
Under-repre
sented populations
Commuters
Students
with disa
bilities
0
50
100
150
200
250N/A
Very Satisfied
Satisfied
Somewhat satisfied
Neutral
Somewhat dissatisfied
Not very sat-isfied
Not satisfied at all
Campus Quality Survey
• 2010 Qualitative Comments
What happens next with the data is most important
Questions to Consider
• What are you going to do (goals, strategies, actions)?
• When are you going to do it (timelines, short-term, longer-term)?
• Who is responsible for doing it (person, team, department)?
• What resources are needed (budget, staffing, technology, etc.)?
• How will you know it has been accomplished (dashboardmeasures)?
Inform the
campus how you responde
d