State Fair Community College - 2012 Spring Survey...Employee Training and Recognition 4.544 0.540...

Campus Quality SurveyState Fair Community College - 2012 Spring Survey

4.568

4.586

4.384

4.613

4.523

4.550

4.464

4.491

4.527

4.349

4.441

4.279

3.911

4.117

4.000

3.973

3.873

3.891

3.900

3.706

0.126

0.306

0.473

0.495

0.523

0.577

0.591

0.600

0.627

0.642

0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 5.000

Quality improvement teams have been established in this organization

This institution believes in continuous quality improvement

This institution uses state and national data to compare its performance with that of other institutions

Faculty and staff take pride in their work

The mission, purpose and values of this institution are familiar to employees

My department meets as a team to plan and coordinate work

This institution uses teams to solve problems

This institution listens to its students

Prof. development training programs are available to assist employees in improving their jobperformance

This institution regularly conducts surveys to evaluate the quality of its programs and services

Mean Value

Survey Items with Ten Smallest Performance Gaps

How It Should Be How It Is Now

Copyright 1996, USA Group/Noel-Levitz Centers, Inc. 2-1Performance Horizons Consulting Group


4.598

4.527

4.450

4.435

4.333

4.482

4.568

4.491

4.464

4.200

2.832

2.830

2.874

2.898

2.880

3.071

3.234

3.200

3.179

2.945

1.766

1.696

1.577

1.537

1.454

1.411

1.333

1.291

1.286

1.255

0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 5.000

Processes for selecting, orienting, training, empowering and recognizing employees are carefully planned

Employees are rewarded for outstanding job performance

There are effective lines of communication between departments

Written procedures clearly define who is responsible for each operation and service

Each department or work unit has written, up-to-date service expectations

Established standards and procedures define job expectations for employees

Job responsibilities are communicated clearly to employees

It is easy to get information at this institution

Employees are encouraged to provide suggestions on ways to improve the work flow

Employees receive special training in improving customer service

Mean Value

Survey Items With Ten Largest Performance Gaps




4.523

4.515

4.470

4.459

4.436

4.424

4.395

4.376

3.518

3.592

3.544

3.227

3.589

3.449

3.376

3.543

0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 5.000

Top Management Leadership andSupport

Employee Empowerment andTeamwork

Measurement and Analysis

Employee Training and Recognition

Strategic Quality Planning

Quality and Productivity ImprovementResults

Quality Assurance

Customer Focus

Mean Value

All Staff Perceptions of Performance in Eight Main Survey Categories

How It Should Be



4.576

4.567

4.544

4.504

4.502

4.485

4.476

4.461

3.589

3.533

3.167

3.462

3.546

3.615

3.390

3.536

0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 5.000

Employee Empowerment and Teamwork

Top Management Leadership and Support


Quality and Productivity Improvement Results



Quality Assurance

Customer Focus

Mean Value

How It Should Be

Support/Classified Staff Perceptions of Performance in Eight Main Survey Categories



4.479

4.452

4.434

4.413

4.352

4.346

4.322

4.294

3.209

3.340

3.316

3.064

3.294

3.414

3.256

3.510

0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 5.000







Quality Assurance

Customer Focus

Mean Value

How It Should Be

Faculty/Instructor Perceptions of Performance in Eight Main Survey Categories



0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000

0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 5.000




Customer Focus



Quality Assurance


Mean Value

How It Should Be

Department Chair Perceptions of Performance in Eight Main Survey Categories*No respondents in this category



4.546

4.539

4.493

4.480

4.454

4.442

4.414

4.396

3.716

3.763

3.697

3.687

3.372

3.540

3.438

3.566

0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 5.000







Quality Assurance

Customer Focus

Mean Value

How It Should Be

Administrative/Professional Perceptions of Performance in Eight Main Survey Categories



Summary of All Staff Perceptions in Eight Main Survey CategoriesIn Descending Order of How it Should Be

1 - Strongly disagree2 - Disagree3 - Uncertain4 - Agree5 - Strongly Agree

How It How It Is PerformanceShould Be Now Gap

Scales Mean St. Dev. Mean St. Dev. Mean St. Dev.Top Management Leadership and Support 4.523 0.538 3.518 1.141 1.005 1.203Employee Empowerment and Teamwork 4.515 0.552 3.592 1.153 0.923 1.199Measurement and Analysis 4.470 0.565 3.544 1.045 0.927 1.107Employee Training and Recognition 4.459 0.592 3.227 1.128 1.232 1.206Strategic Quality Planning 4.436 0.616 3.589 1.020 0.847 1.058Quality and Productivity Improvement Results 4.424 0.626 3.449 1.057 0.975 1.107Quality Assurance 4.395 0.637 3.376 1.036 1.019 1.137Customer Focus 4.376 0.651 3.543 0.983 0.833 1.011

Performance Horizons Consulting Group Copyright 1996, USA Group/Noel-Levitz Centers, Inc. 2-8


Summary of Staff Perceptions in Eight Main Survey CategoriesIn Descending Order of How it Should Be

(Support/Classified)1 - Strongly disagree2 - Disagree3 - Uncertain4 - Agree5 - Strongly Agree


Scales Mean St. Dev. Mean St. Dev. Mean St. Dev.Employee Empowerment and Teamwork 4.576 0.510 3.589 1.091 0.987 1.129Top Management Leadership and Support 4.567 0.502 3.533 1.125 1.033 1.168Employee Training and Recognition 4.544 0.540 3.167 1.129 1.377 1.192Quality and Productivity Improvement Results 4.504 0.559 3.462 1.018 1.042 1.055Measurement and Analysis 4.502 0.516 3.546 0.994 0.955 1.057Strategic Quality Planning 4.485 0.525 3.615 0.963 0.870 0.989Quality Assurance 4.476 0.568 3.390 0.968 1.086 1.041Customer Focus 4.461 0.576 3.536 0.941 0.925 0.941

(Faculty/Instructor)


Scales Mean St. Dev. Mean St. Dev. Mean St. Dev.Top Management Leadership and Support 4.479 0.563 3.209 1.321 1.270 1.445Employee Empowerment and Teamwork 4.452 0.568 3.340 1.324 1.112 1.431Measurement and Analysis 4.434 0.607 3.316 1.177 1.118 1.288Employee Training and Recognition 4.413 0.617 3.064 1.239 1.348 1.354Quality and Productivity Improvement Results 4.352 0.645 3.294 1.142 1.058 1.225Strategic Quality Planning 4.346 0.675 3.414 1.119 0.932 1.190Quality Assurance 4.322 0.653 3.256 1.130 1.066 1.283Customer Focus 4.294 0.675 3.510 1.022 0.783 1.097



Summary of Staff Perceptions in Eight Main Survey CategoriesIn Descending Order of How it Should Be

(Department Chair)1 - Strongly disagree *No respondents in this category2 - Disagree3 - Uncertain4 - Agree5 - Strongly Agree


Scales Mean St. Dev. Mean St. Dev. Mean St. Dev.Employee Training and Recognition -- -- -- -- -- --Top Management Leadership and Support -- -- -- -- -- --Employee Empowerment and Teamwork -- -- -- -- -- --Customer Focus -- -- -- -- -- --Quality and Productivity Improvement Results -- -- -- -- -- --Strategic Quality Planning -- -- -- -- -- --Quality Assurance -- -- -- -- -- --Measurement and Analysis -- -- -- -- -- --

(Administrative/Professional)


Scales Mean St. Dev. Mean St. Dev. Mean St. Dev.Top Management Leadership and Support 4.546 0.536 3.716 0.970 0.830 0.988Employee Empowerment and Teamwork 4.539 0.559 3.763 1.040 0.776 1.035Measurement and Analysis 4.493 0.568 3.697 0.959 0.796 0.981Strategic Quality Planning 4.480 0.625 3.687 0.981 0.792 1.009Employee Training and Recognition 4.454 0.607 3.372 1.036 1.082 1.087Quality and Productivity Improvement Results 4.442 0.648 3.540 1.021 0.903 1.052Quality Assurance 4.414 0.665 3.438 1.016 0.976 1.091Customer Focus 4.396 0.678 3.566 0.996 0.830 0.999



Summary of All Staff Perceptions of Performance on Indivdual Survey ItemsIn Descending Order of How it Should Be


How It How It Is PerformanceItem Should Be Now GapNo. Item Mean St. Dev. Mean St. Dev. Mean St. Dev.

29 Faculty and staff take pride in their work 4.613 0.489 4.117 0.748 0.495 0.725

8 Processes for selecting, orienting, training, empowering and recognizing employees are carefully planned 4.598 0.530 2.832 1.178 1.766 1.343

43 This institution believes in continuous quality improvement 4.586 0.513 4.279 0.822 0.306 0.76025 Administrators are committed to providing quality service 4.580 0.514 3.920 0.941 0.661 0.92613 Job responsibilities are communicated clearly to employees 4.568 0.516 3.234 1.070 1.333 1.19337 There is a spirit of teamwork and cooperation in this organization 4.568 0.516 3.396 1.138 1.171 1.18246 Quality improvement teams have been established in this organization 4.568 0.566 4.441 0.697 0.126 0.68940 My department meets as a team to plan and coordinate work 4.550 0.552 3.973 1.187 0.577 1.10035 Administrators have confidence and trust in me 4.545 0.518 3.773 1.131 0.773 1.18639 Our services to students are "user-friendly" 4.541 0.518 3.739 1.024 0.802 1.05233 My supervisor helps me improve my job performance 4.536 0.536 3.864 1.161 0.673 1.08541 This institution analyzes all relevant data before making decisions 4.536 0.536 3.300 1.080 1.236 1.15747 This institution plans carefully 4.532 0.501 3.658 1.022 0.874 1.063

50 Prof. development training programs are available to assist employees in improving their job performance 4.527 0.537 3.900 0.976 0.627 0.966

26 Employees are rewarded for outstanding job performance 4.527 0.569 2.830 1.222 1.696 1.38149 The mission, purpose and values of this institution are familiar to employees 4.523 0.553 4.000 0.863 0.523 0.84030 Administrators set examples of quality services in their day-to-day performance 4.514 0.520 3.631 1.070 0.883 1.13431 Administrators recognize faculty and staff when they do a good job 4.514 0.520 3.315 1.136 1.198 1.182

6 Team efforts are effective in this organization 4.509 0.538 3.600 1.006 0.909 0.98222 Efforts to improve quality are paying off in this institution 4.505 0.502 3.811 0.920 0.694 0.892

Performance Horizons Consulting Group Copyright 1996, USA Group/Noel Levitz Centers, Inc. 2-11





11 This institution promotes excellent employee-student relationships 4.500 0.520 3.813 0.855 0.688 0.84938 I know what is expected of me 4.500 0.600 3.813 1.027 0.688 1.07436 Administrators share information regularly with faculty and staff 4.495 0.520 3.459 1.085 1.036 1.15210 This institution has "user-friendly" computer systems to assist employees and students 4.495 0.603 3.596 1.115 0.899 1.162

1 This institution listens to its students 4.491 0.538 3.891 0.839 0.600 0.9014 It is easy to get information at this institution 4.491 0.674 3.200 1.132 1.291 1.2372 This institution involves its employees in planning for the future 4.491 0.648 3.370 1.064 1.120 1.166

12 Established standards and procedures define job expectations for employees 4.482 0.585 3.071 1.080 1.411 1.227

5 Students have a way to provide feedback on their level of satisfaction with school programs and services 4.481 0.572 3.685 0.924 0.796 1.048

20 Administrators treat students as their top priority 4.473 0.615 3.777 1.096 0.696 1.24432 Administrators pay attention to what I have to say 4.473 0.536 3.321 1.224 1.152 1.31719 Employees are empowered to resolve problems quickly 4.468 0.600 3.243 1.223 1.225 1.29828 Employees are encouraged to provide suggestions on ways to improve the work flow 4.464 0.536 3.179 1.092 1.286 1.20434 This institution uses teams to solve problems 4.464 0.570 3.873 0.996 0.591 0.99848 Employee suggestions are used to improve our institution 4.459 0.552 3.297 1.014 1.162 1.06627 There are effective lines of communication between departments 4.450 0.614 2.874 1.129 1.577 1.26918 This institution continually evaluates and upgrades its processes for collecting data 4.446 0.534 3.723 0.912 0.723 1.01545 Written procedures clearly define who is responsible for each operation and service 4.435 0.568 2.898 1.004 1.537 1.13142 Quality improvement tools and methods are used regularly to solve problems 4.418 0.548 3.709 0.881 0.709 0.86021 Administrators cultivate positive relationships with students 4.414 0.595 3.640 0.961 0.775 0.96944 Employees are involved in the development and improvement of performance measures 4.391 0.560 3.491 1.029 0.900 1.07515 Student input is systematically monitored and measured as a basis for improvement 4.384 0.688 3.509 0.920 0.875 1.006






17 This institution uses state and national data to compare its performance with that of other institutions 4.384 0.619 3.911 0.896 0.473 0.91024 Students believe faculty care about what they think 4.384 0.619 3.446 0.919 0.938 0.93314 This institution analyzes complaints to determine appropriate remedial actions 4.366 0.671 3.259 1.137 1.107 1.203

3 This institution regularly conducts surveys to evaluate the quality of its programs and services 4.349 0.658 3.706 0.975 0.642 0.9387 Each department or work unit has written, up-to-date service expectations 4.333 0.684 2.880 0.944 1.454 1.114

16 Student survey results are published and posted regularly 4.321 0.618 3.411 0.954 0.911 1.0709 Employees receive special training in improving customer service 4.200 0.714 2.945 0.927 1.255 1.018

23 Guarantees of satisfaction are offered to students to ensure quality service 3.875 0.861 3.098 0.838 0.777 1.020



Summary of Support/Classified Staff Perceptions of Performance on Indivdual Survey ItemsIn Descending Order of How it Should Be


Campus -- Service -- Service -- Service --How It How It How It Is Performance

Item Should Be Should Be Now GapNo. Item Mean St. Dev. Mean St. Dev. Mean St. Dev. Mean St. Dev.

29 Faculty and staff take pride in their work 4.613 0.489 4.633 0.490 4.100 0.712 0.533 0.681

8 Processes for selecting, orienting, training, empowering and recognizing employees are carefully planned 4.598 0.530 4.690 0.471 2.862 1.187 1.828 1.284

43 This institution believes in continuous quality improvement 4.586 0.513 4.667 0.479 4.300 0.702 0.367 0.61525 Administrators are committed to providing quality service 4.580 0.514 4.600 0.498 4.167 0.791 0.433 0.77413 Job responsibilities are communicated clearly to employees 4.568 0.516 4.567 0.504 3.200 1.126 1.367 1.21737 There is a spirit of teamwork and cooperation in this organization 4.568 0.516 4.567 0.504 3.267 1.172 1.300 1.23646 Quality improvement teams have been established in this organization 4.568 0.566 4.667 0.479 4.400 0.724 0.267 0.64040 My department meets as a team to plan and coordinate work 4.550 0.552 4.633 0.490 3.833 1.085 0.800 1.06435 Administrators have confidence and trust in me 4.545 0.518 4.567 0.504 3.633 1.098 0.933 1.11239 Our services to students are "user-friendly" 4.541 0.518 4.567 0.504 3.633 1.098 0.933 1.08133 My supervisor helps me improve my job performance 4.536 0.536 4.667 0.479 3.933 1.112 0.733 1.14341 This institution analyzes all relevant data before making decisions 4.536 0.536 4.533 0.507 3.467 1.008 1.067 1.11247 This institution plans carefully 4.532 0.501 4.533 0.507 3.833 1.020 0.700 1.055

50 Prof. development training programs are available to assist employees in improving their job performance 4.527 0.537 4.533 0.507 3.867 0.819 0.667 0.844

26 Employees are rewarded for outstanding job performance 4.527 0.569 4.667 0.479 2.700 1.317 1.967 1.42649 The mission, purpose and values of this institution are familiar to employees 4.523 0.553 4.533 0.507 3.833 0.986 0.700 0.98830 Administrators set examples of quality services in their day-to-day performance 4.514 0.520 4.533 0.507 3.767 0.935 0.767 0.93531 Administrators recognize faculty and staff when they do a good job 4.514 0.520 4.633 0.490 3.067 1.285 1.567 1.331

6 Team efforts are effective in this organization 4.509 0.538 4.433 0.568 3.800 0.847 0.633 0.76522 Efforts to improve quality are paying off in this institution 4.505 0.502 4.517 0.509 3.828 0.848 0.690 0.850







11 This institution promotes excellent employee-student relationships 4.500 0.520 4.600 0.498 3.767 0.817 0.833 0.87438 I know what is expected of me 4.500 0.600 4.600 0.498 3.600 1.070 1.000 1.17436 Administrators share information regularly with faculty and staff 4.495 0.520 4.467 0.507 3.300 1.119 1.167 1.14710 This institution has "user-friendly" computer systems to assist employees and students 4.495 0.603 4.533 0.507 3.300 1.264 1.233 1.431

1 This institution listens to its students 4.491 0.538 4.500 0.572 3.767 0.679 0.733 0.6914 It is easy to get information at this institution 4.491 0.674 4.600 0.498 3.333 1.093 1.267 1.1432 This institution involves its employees in planning for the future 4.491 0.648 4.552 0.506 3.345 1.111 1.207 1.177

12 Established standards and procedures define job expectations for employees 4.482 0.585 4.567 0.504 3.233 1.165 1.333 1.155

5 Students have a way to provide feedback on their level of satisfaction with school programs and services 4.481 0.572 4.586 0.501 3.483 0.871 1.103 0.976

20 Administrators treat students as their top priority 4.473 0.615 4.667 0.479 3.733 1.048 0.933 1.14332 Administrators pay attention to what I have to say 4.473 0.536 4.533 0.507 3.167 1.234 1.367 1.27319 Employees are empowered to resolve problems quickly 4.468 0.600 4.567 0.568 3.267 1.202 1.300 1.34328 Employees are encouraged to provide suggestions on ways to improve the work flow 4.464 0.536 4.533 0.507 3.300 0.988 1.233 1.07334 This institution uses teams to solve problems 4.464 0.570 4.500 0.509 3.833 0.913 0.667 0.88448 Employee suggestions are used to improve our institution 4.459 0.552 4.567 0.504 3.433 0.817 1.133 0.86027 There are effective lines of communication between departments 4.450 0.614 4.633 0.490 2.733 1.202 1.900 1.32218 This institution continually evaluates and upgrades its processes for collecting data 4.446 0.534 4.433 0.568 3.800 0.805 0.633 0.80945 Written procedures clearly define who is responsible for each operation and service 4.435 0.568 4.533 0.571 2.967 0.999 1.567 1.04042 Quality improvement tools and methods are used regularly to solve problems 4.418 0.548 4.467 0.507 3.700 0.750 0.767 0.72821 Administrators cultivate positive relationships with students 4.414 0.595 4.552 0.506 3.793 1.013 0.759 0.98844 Employees are involved in the development and improvement of performance measures 4.391 0.560 4.433 0.568 3.567 0.858 0.867 0.86015 Student input is systematically monitored and measured as a basis for improvement 4.384 0.688 4.400 0.563 3.433 0.774 0.967 0.850







17 This institution uses state and national data to compare its performance with that of other institutions 4.384 0.619 4.433 0.568 3.900 0.803 0.533 0.81924 Students believe faculty care about what they think 4.384 0.619 4.500 0.509 3.367 0.928 1.133 0.86014 This institution analyzes complaints to determine appropriate remedial actions 4.366 0.671 4.467 0.507 3.400 1.133 1.067 1.143

3 This institution regularly conducts surveys to evaluate the quality of its programs and services 4.349 0.658 4.400 0.563 3.733 0.907 0.667 0.8447 Each department or work unit has written, up-to-date service expectations 4.333 0.684 4.400 0.563 2.933 0.980 1.467 1.167

16 Student survey results are published and posted regularly 4.321 0.618 4.400 0.621 3.400 0.855 1.000 0.9839 Employees receive special training in improving customer service 4.200 0.714 4.200 0.664 2.767 0.971 1.433 1.006

23 Guarantees of satisfaction are offered to students to ensure quality service 3.875 0.861 4.233 0.817 3.267 0.691 0.967 0.850



Summary of Faculty/Instructor Perceptions of Performance on Indivdual Survey ItemsIn Descending Order of How it Should Be


Campus -- Faculty -- Faculty -- Faculty --How It How It How It Is Performance










Summary of Department Chair Perceptions of Performance on Indivdual Survey ItemsIn Descending Order of How it Should Be

1 - Strongly disagree *No respondents in this category2 - Disagree3 - Uncertain4 - Agree5 - Strongly Agree

Campus -- Dept. Chair -- Dept. Chair -- Dept. Chair --How It How It How It Is Performance


29 Faculty and staff take pride in their work 4.613 0.489 -- -- -- -- -- --

8 Processes for selecting, orienting, training, empowering and recognizing employees are carefully planned 4.598 0.530 -- -- -- -- -- --

43 This institution believes in continuous quality improvement 4.586 0.513 -- -- -- -- -- --25 Administrators are committed to providing quality service 4.580 0.514 -- -- -- -- -- --13 Job responsibilities are communicated clearly to employees 4.568 0.516 -- -- -- -- -- --37 There is a spirit of teamwork and cooperation in this organization 4.568 0.516 -- -- -- -- -- --46 Quality improvement teams have been established in this organization 4.568 0.566 -- -- -- -- -- --40 My department meets as a team to plan and coordinate work 4.550 0.552 -- -- -- -- -- --35 Administrators have confidence and trust in me 4.545 0.518 -- -- -- -- -- --39 Our services to students are "user-friendly" 4.541 0.518 -- -- -- -- -- --33 My supervisor helps me improve my job performance 4.536 0.536 -- -- -- -- -- --41 This institution analyzes all relevant data before making decisions 4.536 0.536 -- -- -- -- -- --47 This institution plans carefully 4.532 0.501 -- -- -- -- -- --

50 Prof. development training programs are available to assist employees in improving their job performance 4.527 0.537 -- -- -- -- -- --

26 Employees are rewarded for outstanding job performance 4.527 0.569 -- -- -- -- -- --49 The mission, purpose and values of this institution are familiar to employees 4.523 0.553 -- -- -- -- -- --30 Administrators set examples of quality services in their day-to-day performance 4.514 0.520 -- -- -- -- -- --31 Administrators recognize faculty and staff when they do a good job 4.514 0.520 -- -- -- -- -- --

6 Team efforts are effective in this organization 4.509 0.538 -- -- -- -- -- --22 Efforts to improve quality are paying off in this institution 4.505 0.502 -- -- -- -- -- --







11 This institution promotes excellent employee-student relationships 4.500 0.520 -- -- -- -- -- --38 I know what is expected of me 4.500 0.600 -- -- -- -- -- --36 Administrators share information regularly with faculty and staff 4.495 0.520 -- -- -- -- -- --10 This institution has "user-friendly" computer systems to assist employees and students 4.495 0.603 -- -- -- -- -- --

1 This institution listens to its students 4.491 0.538 -- -- -- -- -- --4 It is easy to get information at this institution 4.491 0.674 -- -- -- -- -- --2 This institution involves its employees in planning for the future 4.491 0.648 -- -- -- -- -- --

12 Established standards and procedures define job expectations for employees 4.482 0.585 -- -- -- -- -- --

5 Students have a way to provide feedback on their level of satisfaction with school programs and services 4.481 0.572 -- -- -- -- -- --

20 Administrators treat students as their top priority 4.473 0.615 -- -- -- -- -- --32 Administrators pay attention to what I have to say 4.473 0.536 -- -- -- -- -- --19 Employees are empowered to resolve problems quickly 4.468 0.600 -- -- -- -- -- --28 Employees are encouraged to provide suggestions on ways to improve the work flow 4.464 0.536 -- -- -- -- -- --34 This institution uses teams to solve problems 4.464 0.570 -- -- -- -- -- --48 Employee suggestions are used to improve our institution 4.459 0.552 -- -- -- -- -- --27 There are effective lines of communication between departments 4.450 0.614 -- -- -- -- -- --18 This institution continually evaluates and upgrades its processes for collecting data 4.446 0.534 -- -- -- -- -- --45 Written procedures clearly define who is responsible for each operation and service 4.435 0.568 -- -- -- -- -- --42 Quality improvement tools and methods are used regularly to solve problems 4.418 0.548 -- -- -- -- -- --21 Administrators cultivate positive relationships with students 4.414 0.595 -- -- -- -- -- --44 Employees are involved in the development and improvement of performance measures 4.391 0.560 -- -- -- -- -- --15 Student input is systematically monitored and measured as a basis for improvement 4.384 0.688 -- -- -- -- -- --







17 This institution uses state and national data to compare its performance with that of other institutions 4.384 0.619 -- -- -- -- -- --24 Students believe faculty care about what they think 4.384 0.619 -- -- -- -- -- --14 This institution analyzes complaints to determine appropriate remedial actions 4.366 0.671 -- -- -- -- -- --

3 This institution regularly conducts surveys to evaluate the quality of its programs and services 4.349 0.658 -- -- -- -- -- --7 Each department or work unit has written, up-to-date service expectations 4.333 0.684 -- -- -- -- -- --

16 Student survey results are published and posted regularly 4.321 0.618 -- -- -- -- -- --9 Employees receive special training in improving customer service 4.200 0.714 -- -- -- -- -- --

23 Guarantees of satisfaction are offered to students to ensure quality service 3.875 0.861 -- -- -- -- -- --



Summary of Administrative/Professional Perceptions of Performance on Indivdual Survey ItemsIn Descending Order of How it Should Be


Campus -- Admin/Prof. -- Admin/Prof. -- Admin/Prof. --How It How It How It Is Performance










List of Survey Items Included in Each of the Main Survey Categories1 - Strongly disagree2 - Disagree3 - Uncertain4 - Agree5 - Strongly Agree

How It How It Is PerformanceItem Should Be Now GapNo. Scale Mean St. Dev. Mean St. Dev. Mean St. Dev.

TOP MANAGEMENT LEADERSHIP AND SUPPORT 4.523 0.538 3.518 1.141 1.005 1.2036 Team efforts are effective in this organization 4.509 0.538 3.600 1.006 0.909 0.982

13 Job responsibilities are communicated clearly to employees 4.568 0.516 3.234 1.070 1.333 1.19320 Administrators treat students as their top priority 4.473 0.615 3.777 1.096 0.696 1.24425 Administrators are committed to providing quality service 4.580 0.514 3.920 0.941 0.661 0.92626 Employees are rewarded for outstanding job performance 4.527 0.569 2.830 1.222 1.696 1.38130 Administrators set examples of quality services in their day-to-day performance 4.514 0.520 3.631 1.070 0.883 1.13432 Administrators pay attention to what I have to say 4.473 0.536 3.321 1.224 1.152 1.31733 My supervisor helps me improve my job performance 4.536 0.536 3.864 1.161 0.673 1.08535 Administrators have confidence and trust in me 4.545 0.518 3.773 1.131 0.773 1.18636 Administrators share information regularly with faculty and staff 4.495 0.520 3.459 1.085 1.036 1.15241 This institution analyzes all relevant data before making decisions 4.536 0.536 3.300 1.080 1.236 1.157

CUSTOMER FOCUS 4.376 0.651 3.543 0.983 0.833 1.0111 This institution listens to its students 4.491 0.538 3.891 0.839 0.600 0.9013 This institution regularly conducts surveys to evaluate the quality of its programs and services 4.349 0.658 3.706 0.975 0.642 0.938


9 Employees receive special training in improving customer service 4.200 0.714 2.945 0.927 1.255 1.01811 This institution promotes excellent employee-student relationships 4.500 0.520 3.813 0.855 0.688 0.84914 This institution analyzes complaints to determine appropriate remedial actions 4.366 0.671 3.259 1.137 1.107 1.20315 Student input is systematically monitored and measured as a basis for improvement 4.384 0.688 3.509 0.920 0.875 1.00616 Student survey results are published and posted regularly 4.321 0.618 3.411 0.954 0.911 1.07021 Administrators cultivate positive relationships with students 4.414 0.595 3.640 0.961 0.775 0.96923 Guarantees of satisfaction are offered to students to ensure quality service 3.875 0.861 3.098 0.838 0.777 1.02024 Students believe faculty care about what they think 4.384 0.619 3.446 0.919 0.938 0.93325 Administrators are committed to providing quality service 4.580 0.514 3.920 0.941 0.661 0.92639 Our services to students are "user-friendly" 4.541 0.518 3.739 1.024 0.802 1.052





STRATEGIC QUALITY PLANNING 4.436 0.616 3.589 1.020 0.847 1.0582 This institution involves its employees in planning for the future 4.491 0.648 3.370 1.064 1.120 1.1663 This institution regularly conducts surveys to evaluate the quality of its programs and services 4.349 0.658 3.706 0.975 0.642 0.938

14 This institution analyzes complaints to determine appropriate remedial actions 4.366 0.671 3.259 1.137 1.107 1.20315 Student input is systematically monitored and measured as a basis for improvement 4.384 0.688 3.509 0.920 0.875 1.00617 This institution uses state and national data to compare its performance with that of other institutions 4.384 0.619 3.911 0.896 0.473 0.91047 This institution plans carefully 4.532 0.501 3.658 1.022 0.874 1.06348 Employee suggestions are used to improve our institution 4.459 0.552 3.297 1.014 1.162 1.06649 The mission, purpose and values of this institution are familiar to employees 4.523 0.553 4.000 0.863 0.523 0.840

QUALITY ASSURANCE 4.395 0.637 3.376 1.036 1.019 1.137


7 Each department or work unit has written, up-to-date service expectations 4.333 0.684 2.880 0.944 1.454 1.11412 Established standards and procedures define job expectations for employees 4.482 0.585 3.071 1.080 1.411 1.22713 Job responsibilities are communicated clearly to employees 4.568 0.516 3.234 1.070 1.333 1.19315 Student input is systematically monitored and measured as a basis for improvement 4.384 0.688 3.509 0.920 0.875 1.00617 This institution uses state and national data to compare its performance with that of other institutions 4.384 0.619 3.911 0.896 0.473 0.91018 This institution continually evaluates and upgrades its processes for collecting data 4.446 0.534 3.723 0.912 0.723 1.01523 Guarantees of satisfaction are offered to students to ensure quality service 3.875 0.861 3.098 0.838 0.777 1.02028 Employees are encouraged to provide suggestions on ways to improve the work flow 4.464 0.536 3.179 1.092 1.286 1.20438 I know what is expected of me 4.500 0.600 3.813 1.027 0.688 1.07444 Employees are involved in the development and improvement of performance measures 4.391 0.560 3.491 1.029 0.900 1.07545 Written procedures clearly define who is responsible for each operation and service 4.435 0.568 2.898 1.004 1.537 1.131





MEASUREMENT AND ANALYSIS 4.470 0.565 3.544 1.045 0.927 1.1074 It is easy to get information at this institution 4.491 0.674 3.200 1.132 1.291 1.237

10 This institution has "user-friendly" computer systems to assist employees and students 4.495 0.603 3.596 1.115 0.899 1.16217 This institution uses state and national data to compare its performance with that of other institutions 4.384 0.619 3.911 0.896 0.473 0.91018 This institution continually evaluates and upgrades its processes for collecting data 4.446 0.534 3.723 0.912 0.723 1.01522 Efforts to improve quality are paying off in this institution 4.505 0.502 3.811 0.920 0.694 0.89228 Employees are encouraged to provide suggestions on ways to improve the work flow 4.464 0.536 3.179 1.092 1.286 1.20436 Administrators share information regularly with faculty and staff 4.495 0.520 3.459 1.085 1.036 1.15241 This institution analyzes all relevant data before making decisions 4.536 0.536 3.300 1.080 1.236 1.15742 Quality improvement tools and methods are used regularly to solve problems 4.418 0.548 3.709 0.881 0.709 0.860

QUALITY AND PRODUCTIVITY IMPROVEMENT RESULTS 4.424 0.626 3.449 1.057 0.975 1.1077 Each department or work unit has written, up-to-date service expectations 4.333 0.684 2.880 0.944 1.454 1.114

12 Established standards and procedures define job expectations for employees 4.482 0.585 3.071 1.080 1.411 1.22715 Student input is systematically monitored and measured as a basis for improvement 4.384 0.688 3.509 0.920 0.875 1.00618 This institution continually evaluates and upgrades its processes for collecting data 4.446 0.534 3.723 0.912 0.723 1.01522 Efforts to improve quality are paying off in this institution 4.505 0.502 3.811 0.920 0.694 0.89223 Guarantees of satisfaction are offered to students to ensure quality service 3.875 0.861 3.098 0.838 0.777 1.02027 There are effective lines of communication between departments 4.450 0.614 2.874 1.129 1.577 1.26929 Faculty and staff take pride in their work 4.613 0.489 4.117 0.748 0.495 0.72537 There is a spirit of teamwork and cooperation in this organization 4.568 0.516 3.396 1.138 1.171 1.18242 Quality improvement tools and methods are used regularly to solve problems 4.418 0.548 3.709 0.881 0.709 0.86043 This institution believes in continuous quality improvement 4.586 0.513 4.279 0.822 0.306 0.76045 Written procedures clearly define who is responsible for each operation and service 4.435 0.568 2.898 1.004 1.537 1.131





EMPLOYEE TRAINING AND RECOGNITION 4.459 0.592 3.227 1.128 1.232 1.206


9 Employees receive special training in improving customer service 4.200 0.714 2.945 0.927 1.255 1.01819 Employees are empowered to resolve problems quickly 4.468 0.600 3.243 1.223 1.225 1.29824 Students believe faculty care about what they think 4.384 0.619 3.446 0.919 0.938 0.93326 Employees are rewarded for outstanding job performance 4.527 0.569 2.830 1.222 1.696 1.38131 Administrators recognize faculty and staff when they do a good job 4.514 0.520 3.315 1.136 1.198 1.18248 Employee suggestions are used to improve our institution 4.459 0.552 3.297 1.014 1.162 1.066

50 Prof. development training programs are available to assist employees in improving their job performance 4.527 0.537 3.900 0.976 0.627 0.966

EMPLOYEE EMPOWERMENT AND TEAMWORK 4.515 0.552 3.592 1.153 0.923 1.1996 Team efforts are effective in this organization 4.509 0.538 3.600 1.006 0.909 0.982


13 Job responsibilities are communicated clearly to employees 4.568 0.516 3.234 1.070 1.333 1.19319 Employees are empowered to resolve problems quickly 4.468 0.600 3.243 1.223 1.225 1.29820 Administrators treat students as their top priority 4.473 0.615 3.777 1.096 0.696 1.24428 Employees are encouraged to provide suggestions on ways to improve the work flow 4.464 0.536 3.179 1.092 1.286 1.20433 My supervisor helps me improve my job performance 4.536 0.536 3.864 1.161 0.673 1.08534 This institution uses teams to solve problems 4.464 0.570 3.873 0.996 0.591 0.99835 Administrators have confidence and trust in me 4.545 0.518 3.773 1.131 0.773 1.18637 There is a spirit of teamwork and cooperation in this organization 4.568 0.516 3.396 1.138 1.171 1.18240 My department meets as a team to plan and coordinate work 4.550 0.552 3.973 1.187 0.577 1.10044 Employees are involved in the development and improvement of performance measures 4.391 0.560 3.491 1.029 0.900 1.07546 Quality improvement teams have been established in this organization 4.568 0.566 4.441 0.697 0.126 0.689


Campus Quality SurveyState Fair Community College - 2012 Spring SurveyEmployee Perceptions of Institutional Programs, Services, and Activities

In Descending Order of Mean Value1 - Poor and inadequate2 - Fair, much improvement needed3 - Good, still needs improvement4 - Very good and is continually improving5 - Excellent *No respondents in this category

Campus Support/Classfied Faculty/Instructor Department Chair Admin/ProfessionalNo. Programs, Services, and Activities Mean St. Dev. Mean St. Dev. Mean St. Dev. Mean St. Dev. Mean St. Dev.

68 Communicating with legislators and other politicians 4.016 0.745 3.882 0.928 4.158 0.688 -- -- 4.000 0.67951 Library and learning resources 3.972 0.690 4.107 0.685 3.939 0.747 -- -- 3.911 0.66877 Student activities 3.874 0.813 3.786 0.833 3.933 0.740 -- -- 3.907 0.86872 Basic skills/developmental/alternative programs 3.874 0.718 3.870 0.757 4.000 0.707 -- -- 3.763 0.71466 Parking for faculty and staff 3.803 1.019 3.633 1.159 3.886 0.900 -- -- 3.840 1.03767 Computer information systems and services 3.761 0.868 3.600 0.932 3.694 0.951 -- -- 3.918 0.75980 Continuing education and community programs and services 3.757 0.822 3.920 0.812 3.875 0.793 -- -- 3.578 0.83963 Research and planning services 3.747 0.766 3.952 0.590 3.462 0.989 -- -- 3.821 0.64461 Relations with other educational institutions 3.745 0.829 3.905 0.889 3.581 0.886 -- -- 3.780 0.75970 Business office services 3.730 0.851 3.655 0.897 3.667 1.069 -- -- 3.816 0.63571 Bookstore services 3.701 0.843 3.800 0.805 3.667 1.014 -- -- 3.673 0.74758 Marketing, advertising, and public relations 3.667 0.854 3.815 0.786 3.303 0.918 -- -- 3.804 0.77862 Financial aid assistance and services 3.637 0.876 3.458 0.833 3.353 1.012 -- -- 3.953 0.68873 Affirmative action 3.635 1.112 3.769 1.092 3.857 1.236 -- -- 3.393 1.03179 Relationships with the private sector and business community 3.620 0.947 3.944 0.998 3.750 0.950 -- -- 3.366 0.88875 Media, audio visual, technology services 3.570 0.848 3.640 0.952 3.457 0.950 -- -- 3.622 0.71655 Maintenance and custodial services 3.530 0.949 3.800 0.761 3.471 1.187 -- -- 3.367 0.83476 Switchboard and telephone services 3.529 0.975 3.552 0.948 3.645 0.985 -- -- 3.419 1.00657 Student admissions and registration services 3.523 0.851 3.607 0.875 3.471 0.929 -- -- 3.500 0.79274 Curriculum planning, design, and coordination 3.468 0.958 3.722 0.752 3.611 1.050 -- -- 3.205 0.92356 Cafeteria and food services 3.390 0.886 3.731 0.874 3.138 0.915 -- -- 3.372 0.81769 Payroll services 3.384 1.093 3.379 0.979 3.361 1.268 -- -- 3.370 1.01964 Counseling and student advisement services 3.380 0.944 3.393 1.031 3.361 0.899 -- -- 3.381 0.96254 Security/police services 3.354 0.972 3.400 0.894 3.471 0.929 -- -- 3.213 1.06260 Career information and planning services 3.222 0.957 3.545 0.963 3.161 0.860 -- -- 3.056 1.01365 Budget planning and coordination 3.207 1.000 3.600 0.995 2.939 1.144 -- -- 3.211 0.81178 Health and nursing services 3.051 1.292 3.625 1.310 2.700 1.380 -- -- 2.909 1.10952 Personnel/human resource services 3.009 1.112 3.069 1.163 2.722 1.186 -- -- 3.146 0.98953 Recruitment and orientation of new employees 2.927 1.060 3.000 1.041 3.000 1.069 -- -- 2.809 1.07659 Communication with other departments 2.922 0.988 2.833 0.913 2.639 1.125 -- -- 3.188 0.867


CampusCampus Quality SurveyState Fair Community College - 2012 Spring Survey

Summary of Responses to Survey Items 81, 93, 94, and 95

Support /Classified Department Chair Professional Staff

n % n % n % n %81. Rate overall satisfaction with employment

Not satisfied at all 0 0.00% 2 6.06% 0 0.00% 1 2.04%Somewhat dissatisfied 2 7.41% 7 21.21% 0 0.00% 2 4.08%

Neutral 5 18.52% 3 9.09% 0 0.00% 3 6.12%Satisfied 12 44.44% 12 36.36% 0 0.00% 25 51.02%

Very Satisfied 8 29.63% 9 27.27% 0 0.00% 18 36.73%Total 27 100.00% 33 100.00% 0 0.00% 49 100.00%

93. Employment statusFull-Time Regular 29 96.67% 35 97.22% 0 0.00% 50 100.00%Part-Time Regular 0 0.00% 1 2.78% 0 0.00% 0 0.00%

Full-Time Temporary 1 3.33% 0 0.00% 0 0.00% 0 0.00%Part-Time Temporary 0 0.00% 0 0.00% 0 0.00% 0 0.00%

Total 30 100.00% 36 100.00% 0 0.00% 50 100.00%

94. Overall impression of qualityExcellent 9 30.00% 9 25.00% 0 0.00% 18 36.00%

Good 14 46.67% 16 44.44% 0 0.00% 26 52.00%Average 7 23.33% 7 19.44% 0 0.00% 5 10.00%

Below Average 0 0.00% 2 5.56% 0 0.00% 1 2.00%Inadequate 0 0.00% 2 5.56% 0 0.00% 0 0.00%

Total 30 100.00% 36 100.00% 0 0.00% 50 100.00%

95. Attended class or workshop on qualityYes 25 86.21% 29 80.56% 0 0.00% 46 93.88%No 4 13.79% 7 19.44% 0 0.00% 3 6.12%

Total 29 100.00% 36 100.00% 0 0.00% 49 100.00%

Total Number of Survey Respondents: 118

InstructorFaculty/ Administrative /


Questions

1 This institution listens to its students2 This institution involves its employees in planning for the future3 This institution regularly conducts surveys to evaluate the quality of its programs and services4 It is easy to get information at this institution5 Students have a way to provide feedback on their level of satisfaction with school programs and services6 Team efforts are effective in this organization7 Each department or work unit has written, up-to-date service expectations8 Processes for selecting, orienting, training, empowering and recognizing employees are carefully planned9 Employees receive special training in improving customer service

10 This institution has "user-friendly" computer systems to assist employees and students11 This institution promotes excellent employee-student relationships12 Established standards and procedures define job expectations for employees13 Job responsibilities are communicated clearly to employees14 This institution analyzes complaints to determine appropriate remedial actions15 Student input is systematically monitored and measured as a basis for improvement16 Student survey results are published and posted regularly17 This institution uses state and national data to compare its performance with that of other institutions18 This institution continually evaluates and upgrades its processes for collecting data19 Employees are empowered to resolve problems quickly20 Administrators treat students as their top priority21 Administrators cultivate positive relationships with students22 Efforts to improve quality are paying off in this institution23 Guarantees of satisfaction are offered to students to ensure quality service24 Students believe faculty care about what they think25 Administrators are committed to providing quality service26 Employees are rewarded for outstanding job performance27 There are effective lines of communication between departments28 Employees are encouraged to provide suggestions on ways to improve the work flow29 Faculty and staff take pride in their work30 Administrators set examples of quality services in their day-to-day performance31 Administrators recognize faculty and staff when they do a good job32 Administrators pay attention to what I have to say33 My supervisor helps me improve my job performance34 This institution uses teams to solve problems35 Administrators have confidence and trust in me

Page 134

Questions

36 Administrators share information regularly with faculty and staff37 There is a spirit of teamwork and cooperation in this organization38 I know what is expected of me39 Our services to students are "user-friendly"40 My department meets as a team to plan and coordinate work41 This institution analyzes all relevant data before making decisions42 Quality improvement tools and methods are used regularly to solve problems43 This institution believes in continuous quality improvement44 Employees are involved in the development and improvement of performance measures45 Written procedures clearly define who is responsible for each operation and service46 Quality improvement teams have been established in this organization47 This institution plans carefully48 Employee suggestions are used to improve our institution49 The mission, purpose and values of this institution are familiar to employees50 Prof. development training programs are available to assist employees in improving their job performance82 Do you feel team advisors take an advisory role for the teams as outlined in the Team Membership Handbook83 Do you believe that the workload at your College is distributed fairly84 Are administrators at the College willing to share the load in team activities85 Are you comfortable taking a public position on institutional issues when you differ from administration86 Does the College create an atmosphere of collegiality that invites a variety of opinions in open discussions87 Do you feel secure in your job88 Do you feel you have adequate input in the decision making process89 Do you believe that the College has a participative planning and evaluation process90 Do you feel comfortable exercising the policy on academic freedom91 Do you believe the College demonstrates a good work ethic51 Library and learning resources52 Personnel/human resource services53 Recruitment and orientation of new employees54 Security/police services55 Maintenance and custodial services56 Cafeteria and food services57 Student admissions and registration services58 Marketing, advertising, and public relations59 Communication with other departments60 Career information and planning services61 Relations with other educational institutions62 Financial aid assistance and services

Page 135

Questions

63 Research and planning services64 Counseling and student advisement services65 Budget planning and coordination66 Parking for faculty and staff67 Computer information systems and services68 Communicating with legislators and other politicians69 Payroll services70 Business office services71 Bookstore services72 Basic skills/developmental/alternative programs73 Affirmative action74 Curriculum planning, design, and coordination75 Media, audio visual, technology services76 Switchboard and telephone services77 Student activities78 Health and nursing services79 Relationships with the private sector and business community80 Continuing education and community programs and services

Page 136

Quality Improvement Survey Results

This Is This Is PerformanceItem How It How It Is GapNo. Questions Should Be Now Mean

1 This institution listens to its students 4.491 3.891 0.6002 This institution involves its employees in planning for the future 4.491 3.370 1.1203 This institution regularly conducts surveys to evaluate the quality of its programs and services 4.349 3.706 0.6424 It is easy to get information at this institution 4.491 3.200 1.2915 Students have a way to provide feedback on their level of satisfaction with school programs a 4.481 3.685 0.7966 Team efforts are effective in this organization 4.509 3.600 0.9097 Each department or work unit has written, up-to-date service expectations 4.333 2.880 1.4548 Processes for selecting, orienting, training, empowering and recognizing employees are caref 4.598 2.832 1.7669 Employees receive special training in improving customer service 4.200 2.945 1.255

10 This institution has "user-friendly" computer systems to assist employees and students 4.495 3.596 0.89911 This institution promotes excellent employee-student relationships 4.500 3.813 0.68812 Established standards and procedures define job expectations for employees 4.482 3.071 1.41113 Job responsibilities are communicated clearly to employees 4.568 3.234 1.33314 This institution analyzes complaints to determine appropriate remedial actions 4.366 3.259 1.10715 Student input is systematically monitored and measured as a basis for improvement 4.384 3.509 0.87516 Student survey results are published and posted regularly 4.321 3.411 0.91117 This institution uses state and national data to compare its performance with that of other inst 4.384 3.911 0.47318 This institution continually evaluates and upgrades its processes for collecting data 4.446 3.723 0.72319 Employees are empowered to resolve problems quickly 4.468 3.243 1.22520 Administrators treat students as their top priority 4.473 3.777 0.69621 Administrators cultivate positive relationships with students 4.414 3.640 0.77522 Efforts to improve quality are paying off in this institution 4.505 3.811 0.69423 Guarantees of satisfaction are offered to students to ensure quality service 3.875 3.098 0.77724 Students believe faculty care about what they think 4.384 3.446 0.93825 Administrators are committed to providing quality service 4.580 3.920 0.661

National Quality Academy 137 Quality Improvement Survey

Quality Improvement Survey Results

This Is This Is PerformanceItem How It How It Is GapNo. Questions Should Be Now Mean

26 Employees are rewarded for outstanding job performance 4.527 2.830 1.69627 There are effective lines of communication between departments 4.450 2.874 1.57728 Employees are encouraged to provide suggestions on ways to improve the work flow 4.464 3.179 1.28629 Faculty and staff take pride in their work 4.613 4.117 0.49530 Administrators set examples of quality services in their day-to-day performance 4.514 3.631 0.88331 Administrators recognize faculty and staff when they do a good job 4.514 3.315 1.19832 Administrators pay attention to what I have to say 4.473 3.321 1.15233 My supervisor helps me improve my job performance 4.536 3.864 0.67334 This institution uses teams to solve problems 4.464 3.873 0.59135 Administrators have confidence and trust in me 4.545 3.773 0.77336 Administrators share information regularly with faculty and staff 4.495 3.459 1.03637 There is a spirit of teamwork and cooperation in this organization 4.568 3.396 1.17138 I know what is expected of me 4.500 3.813 0.68839 Our services to students are "user-friendly" 4.541 3.739 0.80240 My department meets as a team to plan and coordinate work 4.550 3.973 0.57741 This institution analyzes all relevant data before making decisions 4.536 3.300 1.23642 Quality improvement tools and methods are used regularly to solve problems 4.418 3.709 0.70943 This institution believes in continuous quality improvement 4.586 4.279 0.30644 Employees are involved in the development and improvement of performance measures 4.391 3.491 0.90045 Written procedures clearly define who is responsible for each operation and service 4.435 2.898 1.53746 Quality improvement teams have been established in this organization 4.568 4.441 0.12647 This institution plans carefully 4.532 3.658 0.87448 Employee suggestions are used to improve our institution 4.459 3.297 1.16249 The mission, purpose and values of this institution are familiar to employees 4.523 4.000 0.52350 Prof. development training programs are available to assist employees in improving their job p 4.527 3.900 0.627

National Quality Academy 138 Quality Improvement Survey


4.58

4.65

4.50

4.21

4.46

4.30

4.27

4.53

3.97

4.51

3.98

4.01

3.82

3.48

3.73

3.55

3.49

3.71

3.14

3.68

0.61

0.64

0.69

0.73

0.74

0.75

0.77

0.83

0.84

0.84

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

I know what is expected of me






Quality improvement teams have been established in this organization

Prof. development training programs are available to assist employees in improving their job performance

Guarantees of satisfaction are offered to students to ensure quality service


Mean Value

National Norms Two-Year CollegesTen Smallest Performance Gaps on Individual Survey Items


3-1Copyright 1996, USA Group Noel-Levitz, Inc.Performance Horizons Consulting Group


4.51

4.52

4.48

4.43

4.55

4.44

4.36

4.42

4.46

4.56

2.68

2.74

2.96

3.00

3.13

3.03

2.97

3.06

3.12

3.23

1.83

1.77

1.52

1.43

1.42

1.40

1.39

1.36

1.33

1.32

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

There are effective lines of communication betweendepartments

Employees are rewarded for outstanding jobperformance

Processes for selecting, orienting, training,empowering and recognizing employees are

carefully planned

This institution analyzes all relevant data beforemaking decisions

Administrators recognize faculty and staff when theydo a good job

Employees are empowered to resolve problemsquickly

Employees receive special training in improvingcustomer service

Written procedures clearly define who is responsiblefor each operation and service

Employee suggestions are used to improve ourinstitution

There is a spirit of teamwork and cooperation in thisorganization

Mean Value

National Norms Two-Year CollegesTen Largest Performance Gaps on Individual Survey Items




4.68

4.72

4.60

4.54

4.57

4.65

4.44

4.60

4.66

4.56

4.17

4.17

4.04

3.97

3.97

4.04

3.79

3.95

3.98

3.85

0.51

0.55

0.56

0.58

0.60

0.61

0.65

0.65

0.68

0.71

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00




Students have a way to provide feedback on their level of satisfaction with school programs and services


Administrators have confidence and trust in me



Administrators are committed to providing quality service

Administrators cultivate positive relationships with students

Mean Value

National Norms Two-Year Career SchoolsTen Smallest Performance Gaps on Individual Survey Items




4.57

4.55

4.42

4.65

4.50

4.48

4.56

4.45

4.35

4.21

3.01

3.16

3.10

3.38

3.26

3.30

3.39

3.30

3.22

3.11

1.56

1.39

1.32

1.27

1.24

1.17

1.17

1.15

1.12

1.11

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

There are effective lines of communication betweendepartments

Processes for selecting, orienting, training, empoweringand recognizing employees are carefully planned

Employees receive special training in improvingcustomer service

Employees are rewarded for outstanding jobperformance

Written procedures clearly define who is responsible foreach operation and service

This institution analyzes all relevant data before makingdecisions

This institution has "user-friendly" computer systems toassist employees and students

Each department or work unit has written, up-to-dateservice expectations

Quality improvement teams have been established inthis organization

Student survey results are published and postedregularly

Mean Value

National Norms Two-Year Career SchoolsTen Largest Performance Gaps on Individual Survey Items




4.55

4.25

4.46

4.25

4.45

4.42

4.62

4.47

4.51

4.49

3.92

3.55

3.72

3.46

3.66

3.62

3.81

3.66

3.67

3.62

0.63

0.70

0.74

0.78

0.79

0.80

0.81

0.81

0.84

0.87

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00






Students have a way to provide feedback on their level of satisfaction with school programs and services



Administrators have confidence and trust in me

My department meets as a team to plan and coordinate work

Mean Value

National Norms Four-Year InstitutionsTen Smallest Performance Gaps on Individual Survey Items




4.53

4.48

4.53

4.44

4.32

4.40

4.40

4.39

4.52

4.41

2.69

2.67

3.05

2.95

2.92

3.00

3.01

3.04

3.17

3.07

1.84

1.81

1.49

1.48

1.40

1.39

1.39

1.35

1.35

1.34

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

Employees are rewarded for outstanding job performance

There are effective lines of communication between departments

Administrators recognize faculty and staff when they do a good job

Processes for selecting, orienting, training, empowering and recognizing employees are carefully planned

Employees receive special training in improving customer service

Employees are empowered to resolve problems quickly

This institution analyzes all relevant data before making decisions

Written procedures clearly define who is responsible for each operation and service

There is a spirit of teamwork and cooperation in this organization

This institution analyzes complaints to determine appropriate remedial actions

Mean Value

National Norms Four-Year InstitutionsTen Largest Performance Gaps on Individual Survey Items




Comparison with National Norms in Eight Main Survey CategoriesAll Staff Perceptions of How it Should Be


Private Two-Year Four-YearTwo-Year Colleges Career Schools Institutions All Institutions Your Institution

Scales Mean St. Dev. Mean St. Dev. Mean St. Dev. Mean St. Dev. Mean St. Dev.

Top Management Leadership and Support 4.506 0.637 4.605 0.598 4.480 0.654 4.530 0.066 4.523 0.538Employee Training and Recognition 4.482 0.658 4.567 0.623 4.452 0.672 4.500 0.060 4.459 0.592Employee Empowerment and Teamwork 4.467 0.664 4.558 0.635 4.435 0.679 4.486 0.064 4.515 0.552Customer Focus 4.391 0.716 4.473 0.696 4.355 0.729 4.406 0.061 4.376 0.651Quality and Productivity Improvement Results 4.368 0.718 4.459 0.698 4.349 0.719 4.392 0.059 4.424 0.626Strategic Quality Planning 4.408 0.673 4.481 0.655 4.375 0.682 4.421 0.054 4.436 0.616Measurement and Analysis 4.414 0.679 4.469 0.674 4.398 0.675 4.427 0.037 4.470 0.565Quality Assurance 4.368 0.709 4.440 0.701 4.346 0.710 4.385 0.049 4.395 0.637



Comparison with National Norms in Eight Main Survey CategoriesAll Staff Perceptions of How it Is Now


Private Two-Year Four-YearTwo-Year Colleges Career Schools Institutions All Institutions Your Institution

Scales Mean St. Dev. Mean St. Dev. Mean St. Dev. Mean St. Dev. Mean St. Dev.

Top Management Leadership and Support 3.332 1.167 3.708 1.169 3.283 1.145 3.441 0.232 3.518 1.141Employee Training and Recognition 3.176 1.167 3.475 1.193 3.096 1.132 3.249 0.200 3.227 1.128Employee Empowerment and Teamwork 3.343 1.168 3.601 1.188 3.277 1.146 3.407 0.171 3.592 1.153Customer Focus 3.402 1.039 3.658 1.090 3.357 1.016 3.472 0.162 3.543 0.983Quality and Productivity Improvement Results 3.309 1.070 3.504 1.101 3.302 1.052 3.372 0.115 3.449 1.057Strategic Quality Planning 3.229 1.075 3.460 1.118 3.200 1.049 3.296 0.142 3.589 1.020Measurement and Analysis 3.368 1.065 3.595 1.096 3.306 1.046 3.423 0.152 3.544 1.045Quality Assurance 3.307 1.044 3.515 1.094 3.281 1.024 3.368 0.128 3.376 1.036



National Norms Two-Year Colleges in All Standard QuestionsAll Staff Perceptions


How It How It Is PerformanceItem Should Be Now GapNo. Item

29 Faculty and staff take pride in their work 4.650 4.010 0.64025 Administrators are committed to providing quality service 4.570 3.639 0.93138 I know what is expected of me 4.578 3.976 0.60739 Campus services are "user-friendly" 4.559 3.626 0.93237 There is a spirit of teamwork and cooperation on this campus 4.555 3.233 1.322

50 Prof. development training programs are available to assist employees in improving their job performance 4.530 3.705 0.833

31 Administrators recognize employees when they do a good job 4.546 3.125 1.42010 This institution has "user-friendly" computer systems to support personnel 4.553 3.448 1.10530 Administrators set examples of quality performance in their day-to-day activities 4.545 3.361 1.18335 Administrators have confidence and trust in me 4.540 3.703 0.8374 It is easy to get information at this institution 4.544 3.294 1.250

11 This institution promotes excellent employee-to-student relationships 4.526 3.652 0.87526 Employees are rewarded for outstanding job performance 4.517 2.742 1.77413 Job responsibilities are communicated clearly to employees 4.525 3.312 1.2132 This institution involves its employees in planning for the future 4.516 3.302 1.214

40 My department meets as a team to plan and coordinate work 4.519 3.674 0.8391 This institution listens to its students 4.514 3.677 0.837

33 My supervisor helps me improve my job performance 4.520 3.646 0.87427 There are effective lines of communication between departments 4.508 2.682 1.82749 The mission, purpose and values of this institution are understood by employees 4.505 3.816 0.69436 Administrators share information regularly with faculty and staff 4.499 3.302 1.19732 Administrators pay attention to what I have to say 4.490 3.214 1.276






47 This institution plans carefully 4.493 3.276 1.217

8 Processes for selecting, orienting, training, empowering and recognizing personnel are carefully planned 4.485 2.957 1.523

20 Administrators treat students as their top priority 4.473 3.434 1.04028 Employees are encouraged to provide feedback on ways to improve the work flow 4.479 3.208 1.27124 Students believe faculty care about what they think 4.462 3.568 0.893

5 Students have a way to provide feedback on their level of satisfaction with campus programs and services 4.457 3.586 0.871

48 Employee suggestions are used to improve our institution 4.455 3.124 1.3286 Team efforts are effective on this campus 4.456 3.295 1.160

22 Efforts to improve quality are paying off in this institution 4.448 3.484 0.96443 This institution believes in continuous quality improvement 4.458 3.725 0.73614 This institution analyzes complaints to determine appropriate actions 4.435 3.133 1.30112 Established standards and procedures define job expectations for employees 4.450 3.296 1.15441 This institution analyzes all relevant data2 before making decisions 4.435 3.003 1.42619 Employees are empowered to resolve students' problems quickly 4.435 3.031 1.40121 Administrators cultivates positive relationships with students 4.418 3.446 0.97145 Written procedures clearly define who is responsible for each operation and service 4.417 3.059 1.36044 Employees are involved in the development and improvement of performance measures 4.395 3.274 1.1219 Service personnel receive special training in customer service 4.361 2.972 1.387

15 Student input is systematically measured and monitored as a basis for improvement 4.347 3.270 1.0777 Each department has written, up-to-date service expectations 4.329 3.066 1.263

34 This institution uses teams to solve problems 4.314 3.472 0.8433 This institution regularly conducts surveys to evaluate its programs and services 4.298 3.546 0.751






42 Quality process tools and methods are used regularly to solve problems 4.289 3.188 1.10018 This institution continually evaluates and upgrades its processes for collecting data 4.268 3.375 0.89346 Quality improvement teams have been established on this campus 4.274 3.493 0.77417 We use regional data2 to compare our performance with that of other institutions 4.211 3.478 0.73416 Student survey results are published and posted regularly 4.160 2.976 1.18423 Guarantees of satisfaction are offered to students to ensure quality service 3.971 3.137 0.836



National Norms Two-Year Career Schools in All Standard QuestionsAll Staff Perceptions



29 Faculty and staff take pride in their work 4.718 4.168 0.55038 I know what is expected of me 4.680 4.170 0.51025 Administrators are committed to providing quality service 4.659 3.983 0.67531 Administrators recognize employees when they do a good job 4.657 3.650 1.00726 Employees are rewarded for outstanding job performance 4.650 3.381 1.26935 Administrators have confidence and trust in me 4.651 4.042 0.60930 Administrators set examples of quality performance in their day-to-day activities 4.638 3.772 0.86737 There is a spirit of teamwork and cooperation on this campus 4.638 3.591 1.04611 This institution promotes excellent employee-to-student relationships 4.594 3.887 0.70733 My supervisor helps me improve my job performance 4.621 3.893 0.72732 Administrators pay attention to what I have to say 4.609 3.702 0.90743 This institution believes in continuous quality improvement 4.602 3.952 0.650


20 Administrators treat students as their top priority 4.590 3.876 0.71413 Job responsibilities are communicated clearly to employees 4.591 3.519 1.0721 This institution listens to its students 4.571 3.974 0.597

36 Administrators share information regularly with faculty and staff 4.582 3.705 0.87749 The mission, purpose and values of this institution are understood by employees 4.602 4.043 0.5596 Team efforts are effective on this campus 4.582 3.612 0.970

27 There are effective lines of communication between departments 4.568 3.009 1.56039 Campus services are "user-friendly" 4.567 3.800 0.76740 My department meets as a team to plan and coordinate work 4.582 3.774 0.808






28 Employees are encouraged to provide feedback on ways to improve the work flow 4.568 3.583 0.98410 This institution has "user-friendly" computer systems to support personnel 4.563 3.390 1.1734 It is easy to get information at this institution 4.557 3.595 0.962

24 Students believe faculty care about what they think 4.546 3.718 0.82821 Administrators cultivates positive relationships with students 4.556 3.851 0.70522 Efforts to improve quality are paying off in this institution 4.554 3.764 0.790



12 Established standards and procedures define job expectations for employees 4.540 3.539 1.0012 This institution involves its employees in planning for the future 4.526 3.527 0.999

47 This institution plans carefully 4.540 3.445 1.09514 This institution analyzes complaints to determine appropriate actions 4.521 3.437 1.08448 Employee suggestions are used to improve our institution 4.522 3.427 1.09519 Employees are empowered to resolve students' problems quickly 4.522 3.450 1.07245 Written procedures clearly define who is responsible for each operation and service 4.503 3.262 1.24141 This institution analyzes all relevant datac before making decisions 4.477 3.305 1.17344 Employees are involved in the development and improvement of performance measures 4.473 3.412 1.06115 Student input is systematically measured and monitored as a basis for improvement 4.445 3.589 0.8567 Each department has written, up-to-date service expectations 4.448 3.303 1.145

34 This institution uses teams to solve problems 4.433 3.518 0.9153 This institution regularly conducts surveys to evaluate its programs and services 4.443 3.795 0.6489 Service personnel receive special training in customer service 4.420 3.099 1.321






42 Quality process tools and methods are used regularly to solve problems 4.385 3.332 1.05346 Quality improvement teams have been established on this campus 4.345 3.221 1.12518 This institution continually evaluates and upgrades its processes for collecting datac 4.289 3.370 0.91917 We use regional datac to compare our performance with that of other institutions 4.243 3.494 0.74916 Student survey results are published and posted regularly 4.215 3.106 1.10823 Guarantees of satisfaction are offered to students to ensure quality service 4.071 3.345 0.726



National Norms Four-Year Institutions in All Standard QuestionsAll Staff Perceptions



29 Faculty and staff take pride in their work 4.618 3.814 0.80838 I know what is expected of me 4.550 3.920 0.63031 Administrators recognize employees when they do a good job 4.535 3.046 1.48926 Employees are rewarded for outstanding job performance 4.531 2.688 1.84325 Administrators are committed to providing quality service 4.539 3.601 0.93810 This institution has "user-friendly" computer systems to support personnel 4.538 3.532 1.00637 There is a spirit of teamwork and cooperation on this campus 4.516 3.165 1.34830 Administrators set examples of quality performance in their day-to-day activities 4.515 3.315 1.20039 Campus services are "user-friendly" 4.514 3.643 0.871


35 Administrators have confidence and trust in me 4.511 3.672 0.83911 This institution promotes excellent employee-to-student relationships 4.496 3.584 0.91113 Job responsibilities are communicated clearly to employees 4.505 3.254 1.2514 It is easy to get information at this institution 4.485 3.228 1.258

33 My supervisor helps me improve my job performance 4.498 3.568 0.93040 My department meets as a team to plan and coordinate work 4.490 3.623 0.86749 The mission, purpose and values of this institution are understood by employees 4.474 3.657 0.81327 There are effective lines of communication between departments 4.480 2.665 1.81436 Administrators share information regularly with faculty and staff 4.478 3.218 1.26047 This institution plans carefully 4.465 3.170 1.29622 Efforts to improve quality are paying off in this institution 4.458 3.514 0.9442 This institution involves its employees in planning for the future 4.438 3.176 1.262






32 Administrators pay attention to what I have to say 4.448 3.119 1.3281 This institution listens to its students 4.452 3.655 0.794

43 This institution believes in continuous quality improvement 4.461 3.721 0.73628 Employees are encouraged to provide feedback on ways to improve the work flow 4.450 3.170 1.28021 Administrators cultivates positive relationships with students 4.430 3.509 0.921



6 Team efforts are effective on this campus 4.427 3.273 1.15424 Students believe faculty care about what they think 4.408 3.293 1.11520 Administrators treat students as their top priority 4.429 3.406 1.02212 Established standards and procedures define job expectations for employees 4.429 3.282 1.14848 Employee suggestions are used to improve our institution 4.408 3.074 1.33414 This institution analyzes complaints to determine appropriate actions 4.412 3.069 1.34219 Employees are empowered to resolve students' problems quickly 4.401 3.004 1.39341 This institution analyzes all relevant data4 before making decisions 4.398 3.011 1.38745 Written procedures clearly define who is responsible for each operation and service 4.389 3.037 1.35244 Employees are involved in the development and improvement of performance measures 4.369 3.151 1.2187 Each department has written, up-to-date service expectations 4.327 3.006 1.3229 Service personnel receive special training in customer service 4.320 2.920 1.401

15 Student input is systematically measured and monitored as a basis for improvement 4.306 3.290 1.01634 This institution uses teams to solve problems 4.289 3.356 0.93342 Quality process tools and methods are used regularly to solve problems 4.276 3.151 1.125






3 This institution regularly conducts surveys to evaluate its programs and services 4.246 3.465 0.78318 This institution continually evaluates and upgrades its processes for collecting data4 4.251 3.347 0.90417 We use regional data4 to compare our performance with that of other institutions 4.246 3.550 0.69646 Quality improvement teams have been established on this campus 4.210 3.227 0.98316 Student survey results are published and posted regularly 4.122 2.963 1.15823 Guarantees of satisfaction are offered to students to ensure quality service 3.937 3.023 0.915


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Campus Quality Survey Interpretive Guide and Results

State Fair Community College

Overall Composite Observations and Recommendations

Introduction

This is the fourth time the Campus Quality Survey™ has been used at State Fair Community College.

There are both positive and negative factors revealed by the findings, providing much opportunity for analysis, reflection , and action.

The Campus Quality Survey™ results provide a snapshot of employee perceptions at a given time. The information is useful as a basis for analysis of the past. However, the data is even more valuable for charting the future of the College.

Some educational organizations choose to distribute Survey results to all employees. This is an excellent idea, as it affirms that their input has been valued and they can see how the organization as a whole has responded. This sharing can be accomplished by referencing and highl ighting the various charts, tables, observations, and recommendations in staff communications. Some institutions place copies of the entire report in their resource center for check-out by employees or post the report on their internal Web site. This helps instill confidence by avoiding the perception that results are selectively revealed.

The Basis for These Observations and Recommendations

The observations and recommendations in this section are based on a comprehensive analysis including the following :

1. Data obtained from the objective survey responses is reviewed . This includes analysis of the: • smallest and largest Performance Gap items • results of the composite averages of survey items related to the

eight Presidential Award for Quality categories • results of survey data for items 51-80 showing ratings of institutional

programs, services, and activities • staff ratings for item 81 (employee satisfaction) and 94 (impression

of quality)

Performance Horizons CONSULTING GROUPX 45



2. Overall composite data is compared to averages from all other institutions in the Performance Horizons data bank. Note that there are further comparisons of data with Two-Year Colleges.

3. Data from 2012 is analyzed and compared with data from the previous four surveys (2006, 2007, 2008, and 201 0).

4. Employee comments and suggestions are reviewed.

While all four approaches yield valuable information, caution should be exercised when comparing data and results with other institutions. The size and types of institutions influence national data norms. Other factors include the number of overall responses, number of survey participants in each employee group, and variables unique to individual institutions.

It is noted that the number of SFCC survey participants began with 75 in 2006, increased in 2007 (112) and 2008 (118), and decreased slightly in 2010 (1 01 ). The current number of survey participants (118) reflects a 57% increase from 2006 and ties with 2008 to represent the largest number of survey participants in five years.

Observations and Recommendations

1. Effective quality improvement is the result of a thousand things done a little bit better, not a few things done a lot better. The four key features of an improvement system are:

• Measurable indicators of quality for all key processes • Focused improvement effort for each quality indicator • Continuous measurement, strong customer service, and process

fine-tuning • Strong leadership that includes total staff participation

We recommend that improvement initiatives being employed currently be analyzed for conformance to the above listed four key features. Adjusting of improvement processes accordingly should yield positive results.

2. Individuals responsible for the five functional areas that received the highest overall ratings should be commended for their commitment to providing exemplary services to students and others who use their services. These services are detailed in chart 2-30 titled Employee Perceptions of Institutional of Programs, Services, and Activities, and

PeffotmGftCC!' Hori:zon1 CONSULTING GROUP:IC 46

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are also listed on page 20. The five highest rated services are listed below in descending order of rating :

• Communicating with legislators and other politicians* ~ Library and learning resources***** • Student activities** • Basic skills/developmental/alternative programs**** • Parking for faculty and staff**

Note that an asterisk (*) represents the number of years this service area was rated among the top five. This is the first time that Communicating with legislators and other politicians (4.016) has been among the five highest rated service areas. Library and learning resources (3 .972) has been one of the five highest rated services five surveys in a row. Student activities (3.874) was the second highest rated area in 2010. Basic skills/developmental/alternative programs (3.874) was the second highest rated area in 2006, and third highest rated area in 2007 and 2010. Parking for faculty and staff improved from the sixth lowest rated service area in 2008 (2.769) to the fifth highest rated service area in 2010 (3.606) and 2012 (3.803).

A review of the ten smallest Performance Gap items as shown on chart 2-1 and summarized on pages 12-13, shows all ten items to have values below 1.000 and range from 0.126 to 0.642. For the fifth year in a row item 46; Quality improvement teams have been established in this organization, represents the smallest Performance Gap with a value of 0.126. Previous surveys show Performance Gaps for item 46 at 0.215 (201 0), 0.209 (2008), 0.149 (2007), and 0.290 (2006). Nationally, item 46 represents the seventh smallest Performance Gap (0.774) at TwoYear Colleges.

An evaluation of the ten largest Performance Gap items as identified on Chart 2-2 and summarized on page 13, shows each of these items to have Performance Gap values above 1.000 and range from 1.255 to 1. 766. As previously stated items with Performance Gaps of 1.000 or higher generally represent areas needing attention. A review of charts 2-1 1 to 2-13 shows that 19 of the first 50 survey items (38%) have Performance Gap values at or above 1.000. This is lower than the national norm for Two-Year Colleges which shows 28 of 50 survey items (56%) with Performance Gaps at or above 1.000 (refer also to charts 3-13 to 3-15).

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As acknowledged earlier, a number of factors should be considered when comparing campus results with National Norms. Nevertheless, the comparison is a logical starting point. Charts 3-11 and 3-12 show SFCC How It Is Now ratings are higher in seven quality categories and lower in Employee Training and Recognition when compared with the average ratings of All Institutions in the data bank. When comparing SFCC to Two-Year Colleges, How It Is Now ratings are higher in all eight quality categories.

These results are presented in the following table with the 2012 ratings printed in red above the 2010, 2008, 2007, and 2006 data. Results are sorted in descending order of State Fair Community College 2012 rating. It is of interest to note that current SFCC ratings for seven quality categories reveal the highest values in five years, while the rating for Customer Focus is the second highest in five years.

All Two-Year Quality Category SFCC Institutions College

Overall National National Norm Norm

3.592 3.407 3.343 3.003 3.377 3.328 3.365 3.356 3.312 3.264 3.345 3.295

Employee Empowerment and Teamwork 3.301 3.332 3.296 3.589 3.296 3.229 3.078 3.269 3.218 3.515 3.248 3.202 3.328 3.236 3.184

Strategic Quality Planning 3.240 3.225 3.186 3.544 3.423 3.368 3.008 3.391 3.355 3.414 3.363 3.335 3.149 3.351 3.318

Measurement and Analysis 3.141 3.338 3.316 3.543 3.472 3.402 3.232 3.446 3.394 3.551 3.423 3.375 3.304 3.412 3.363

Customer Focus 3.304 3.399 3.359 3.518 3.441 3.332 2.924 3.411 3.317 3.302 3.387 3.299 3.173 3.376 3.282

Top Management Leadership and Support 3.223 3.365 3.285

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3.449 3.372 3.309 2.861 3.346 3.296 3.295 3.319 3.273 3.133 3.307 3.252

Qualit)t/Productivity Improvement Results 3.076 3.297 3.253 3.376 3.368 3.307 2.982 3.342 3.299 3.332 3.322 3.283 3.181 3.311 3.269

Quality Assurance 3.090 3.301 3.269 3.227 3.249 3.176 2.665 3.218 3.163 3.128 3.195 3.155 3.012 3.184 3.139

Employee Training and Recognition 3.108 3.171 3.138

5. For the fifth survey in a row the quality improvement category identified as needing the greatest attention is Employee Training and Recognition. This is indicated by the largest Performance Gap overall (1.232) and in the three employee groups; Support/Classified (1.377), Faculty/Instructor (1.348), and Administrative/ Professional (1.082). Nationally, Employee Training and Recognition represents the largest Performance Gap category at Two-Year Colleges (1.306), Private TwoYear Career Schools (1.092), Four-Year Institutions (1.356), and All Institutions (1.251 ).

Performance Gap values for the Employee Training and Recognition category are presented in the following table. It is noted that the current SFCC Performance Gap decreased from 2010 and is below the national norm for All Institutions and Two-Year Colleges.


SFCC All Institutions Two-Year College Year Performance Gap Performance Gap Performance Gap

2006 1.304 1.324 1.347

2007 1.352 1.313 1.347

2008 1.283 1.303 1.331

2010 1.707 1.281 1.322

2012 1.232 1.251 1.306

The number of respondents reporting participation in training or professional development activities related to a quality improvement

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initiative (Item 95) is high (88%). The table on page 36 shows the five year pattern of participation.

It is recommended that professional development and employee recognition be examined to determine where improvement is needed. Some suggested strategies include: • Appoint a study team to review professional development and

recognition programs for facu lty, staff, and administration.

• Study the current professional development and recognition processes and determine where they can be improved.

• Hold focus group sessions with personnel at all levels to get feedback about current professional development and recognition programs.

• Survey personnel at all levels to determine their perceived professional development needs.

• Analyze the data obtained, and design an action plan that details the goals and strategies for improvement, together with measurement criteria and a responsibility chart. See sample Action Plan format in the Appendix.

The specific survey items that make up the Employee Training and Recognition category are presented in chart 2-29. Of the eight items listed in this category, three are among SFCC's ten largest Performance Gap items for 2012 (items 8, 9, and 26) .

State Fair Community College's largest Performance Gap was calculated for item 8 which states; Processes for selecting, orienting, training, empowering, and recognizing employees are carefully planned (1.766). Item 8 also represented the largest Performance Gap in 2010 (2.422), while in 2008 (1.602), 2007 (1 .683), and 2006 (1 .882) it represented the fifth, fourth, and third largest Performance Gap, respectively. Nationally, item 8 is the third largest Performance Gap item at Two-Year Colleges (1 .523).

The following table presents staff responses to item 8 along with TwoYear College National Norms. The 2012 results are shown in red above the 2010, 2008, 2007 and 2006 data. The six columns provide a variety of information and offer a useful perspective from which to analyze overall and employee group responses. This information should be carefully studied to identify opportunities for improvement initiatives.

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Item 8: Processes for

selecting, orienting, tra ining, Two-Year Two-Year Two-Year empowering, and recognizing SFCC SFCC SFCC National National National employees are carefully

planned.

Overall Campus

Support/Classified

Faculty/Instructor

Department Chair

Administrative/Prof.

Should Be Now Gap Norm Norm Norm Should Be Now Gap

4.598 2.832 1.766 4.485 2.957 1.523 4.489 2.067 2.422 4.489 2.940 1.544 4.509 2.907 1.602 4.485 2.927 1.558 4.465 2.782 1.683 4.482 2.902 1.580 4.529 2.647 1.882 4.480 2.899 1.581

4.690 2.862 1.828 4.385 2.423 1.962 4.515 2.879 1.636 4.429 3.143 1.286 4.500 2.500 2.000 4.515 2.515 2.000 4.515 1.848 2.667 4.552 2.483 2.069 4.444 2.556 1.889 4.526 2.316 2.211

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3.750 3.000 0.750 4.000 3.000 1.000 5.000 3.500 1.500 4.614 3.023 1.591 4.533 2.000 2.533 4.561 3.220 1.341 4.531 2.844 1.688 4.519 2.926 1.593

Item 8 Summary: Performance Gaps decreased overall and in the three employee groups yet remain high. For the fifth year in a row, SFCC's overall Performance Gap is above the Two-Year College national norm.

Also listed in the Employee Training and Recognition category is item 26 which refers directly to rewards and states: Employees are rewarded for outstanding job performance. Item 26 currently represents SFCC's second largest Performance Gap with a value of 1.696. Item 26 was the third largest Performance Gap in 2010 (2.163), the largest Performance Gap in 2008 (1 .771 ), the fifth largest in 2007 (1.683), and the second

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Item 26: Employees are rewarded for outstanding job performance.

Overall Campus

Support/Classified

Faculty/Instructor

Department Chair




largest in 2006 (1.928). Nationally, item 26 is the second largest Performance Gap at Two-Year Colleges (1.774).

The table below shows staff responses along with Two-Year College National Norms for item 26. The 2012 results are printed in red above the 2010, 2008, 2007 and 2006 data.

2-Year 2-Year 2-Year

SFCC SFCC SFCC National National National

Should Be Now Gap Norm Norm Norm

Should Be Now Gap

4.527 2.830 1.696 4.517 2.742 1.774 4.391 2.228 2.163 4.521 2.723 1.796

4.459 2.688 1.771 4.521 2.727 1.795

4.416 2.733 1.683 4.522 2.719 1.803 4.435 2.507 1.928 4.524 2.722 1.801

4.667 2.700 1.967

4.192 2.500 1.692

4.455 2.515 1.939 4.519 3.148 1.370 4.429 2.000 2.429

4.515 2.545 1.970 4.441 1.853 2.588 4.533 2.467 2.067

4.389 2.528 1.861 4.526 2.368 2.158

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4.000 2.500 1.500 4.000 3.000 1.000 4.500 3.500 1.000

4.468 3.085 1.383 4.484 2.355 2.129

4.463 3.024 1.439 4.364 2.697 1.677 4.370 2.926 1.444

Item 26 Summary: Performance Gaps decreased overall and in two employee groups. SFCC's overall Performance Gap is below the TwoYear College National Norm.

Item 9 addresses employee training and states; Employees receive special training in improving customer service. This is the first time item

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9 has been among SFCC's ten largest Performance Gap items and currently represents the tenth largest Performance Gap (1.255). Prior to 2012 Performance Gap values for item 9 ranged from a low of 1.158 (2007) to a high of 1.637 (201 0). Nationally, item 9 is the seventh largest Performance Gap at Two-Year Colleges (1.387).

6. Communication is a focus area that warrants continuing study. The third largest Performance Gap for 2012 was tabulated for item 27 which states: There are effective lines of communication between departments (1.577). Item 27 represented the second largest Performance Gap in 2010 (2.326) and 2008 (1.727), while in 2007 (1.950) and 2006 (2.014) it was the largest Performance Gap. Nationally, item 27 is the largest Performance Gap item at Two-Year Colleges (1.827).

Staff responses and Two-Year College National Norms for item 27 are shown in the following table. The 2012 results are shown in red above the 2010, 2008, 2007 and 2006 data.

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Item 27: There are effective

lines of communication

between departments.

Overall Campus

Support/Classified

Faculty/Instructor

Department Chair




2-Year 2-Year 2-Year

National National National SFCC SFCC SFCC

Norm Norm Norm Should Be Now Gap

Should Be Now Gap

4.450 2.874 1.577 4.508 2.682 1.827

4.467 2.141 2.326 4.511 2.672 1.840 4.427 2.700 1.727 4.508 2.668 1.840 4.356 2.406 1.950 4.508 2.658 1.850 4.464 2.449 2.014 4.507 2.664 1.843

4.633 2.733 1.900 4.385 2.231 2.154 4.515 2.424 2.091 4.333 2.481 1.852 4.524 2.238 2.286

4.303 2.727 1.576 4.382 1.824 2.559 4.323 2.516 1.806 4.222 2.361 1.861

4.211 2.789 1.421

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4.000 3.000 1.000 4.000 2.000 2.000 4.500 3.000 1.500

4.447 3.043 1.404 4.613 2.387 2.226 4.488 3.049 1.439 4.515 2.455 2.061 4.593 2.333 2.259

Item 27 Summary: Performance Gaps decreased overall and in the three employee groups. SFCC's overall Performance Gap represents the lowest value in five years and is below the Two-Year College National Norm .

Item 59 asked employees to rate communication with other departments using a five-point scale . This item is presented in chart 2-30 which rates programs, services and activities. Communication with other departments is currently the lowest rated service area overall and in two employee groups, and the fifth lowest rated service area in one employee group (refer also to page 21 ). Previous survey results show that Communication with other departments was also the lowest rated service area in 2010 (2.255), and the third lowest rated service area in

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2008 (2.643), 2007 (2.444 ), and 2006 (2.446). Employee responses to item 59 are shown in the table below. The 2012 ratings are shown in red above the 2010, 2008, 2007 and 2006 results .

1 = Poor and Inadequate

2 = Fair, Much Improvement Needed

Item 59: Communication with 3 = Good, Still Needs Improvement

other departments. 4 = Very Good and is Continually Improving

5 = Excellent as it is Now

2.922 2.255 2.643 2.444

Overall Campus 2.446 2.833 2.320 2.314 2.379

Support/Classified 2.435 2.639 1.842 2.563 2.486

Faculty/Instructor 2.500 --

2.750 2.000

Department Chair 3.000 3.188 2.647 2.977 2.417

Administrative/Professional 2.357

Item 59 Summary: Employee ratings increased overall and in the three employee groups, and remain in the Fair, Much Improvement Needed range for the overall campus and two employee groups. It is noted that SFCC's overall campus rating represents the highest value in five years.

Item 45 also relates to communication and states; Written procedures clearly define who is responsible for each operation and service.

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Currently, item 45 represents the fourth largest Performance Gap (1.537), yet is the lowest value in five years. Prior to 2012, item 45 represented the fifth, third , eighth, and fourth largest Performance Gap in 2010 (1 .933), 2008 (1.636), 2007 (1.604), and 2006 (1.855), respectively. Nationally, item 45 represents the eighth largest Performance Gap at Two-Year Colleges (1.360).

Communication impacts all operating systems of an organization. It also plays an important role in the overall atmosphere and staff morale. Thus, communication must be considered among the highest priority areas of a campus' quality improvement process. It is recommended that a cross-functional team be appointed to study the processes related to communication between departments. The following techniques may be effective:

• Review all the charts, tables, and data in this report, with special emphasis on items related to communication.

• Conduct interviews and focus group sessions among personnel levels.

• Survey employees at all levels on specific aspects of communication.

• Analyze the data obtained, and design an Action Plan that details goals and strategies for improvement, measurement criteria, responsibilities, and timelines. See sample Action Plan format in the Appendix.

• The action plan should include the development of written procedures for all cross-functional operating processes. The written processes should help support more systematic interdepartmental communication.

The Level of Satisfaction with Employment ratings show an increase in the combined percentage of satisfied and very satisfied responses from 59% to 77% representing the second highest combined percentage since 2008 (81 %).The combined percentage of somewhat dissatisfied and not satisfied at all Fesponses decreased from 30% to 13% representing the second lowest combined percentage since 2008 (11 %). These results are illustrated in the table below.

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Item 81: Level of Employee Satisfaction

Combined Satisfied and Combined Somewhat

Dissatisfied and Year

Very Satisfied Not Satisfied At All

2006 67% 13%

2007 66% 24%

2008 81% 11%

2010 59% 30%

2012 77% 13%

Similarly, the Overall Impression of Quality ratings show an increase in the combined percentage of excellent and good responses from 56% to 79% representing the representing the highest combined percentage in five years. The combined percentage of below average and inadequate responses decreased from 14% to 5% and ties with 2006 to represent the lowest combined percentage in five years. These results are shown in the following table.

Item 94 · Overall Impression of Quality

Combined Excellent Combined Below Average

Year and Good and Inadequate

2006 72% 5%

2007 65% 12%

2008 74% 6%

2010 56% 14%

2012 79% 5%

8. It is recommended that the lowest rated service areas, summarized on page 21, be examined and improvement efforts concentrated as needed. The areas rated lowest by the overall campus and two or more personnel groups are listed below:

• Communication with other departments***** • Recruitment and orientation of new employees***** • Personnel/human resource services**** • Health and nursing services*****

An asterisk(*) represents the number of years this service area has been among the five lowest rated areas. Communication with other departments (2.922) was also the lowest rated service area in 2010

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(2.255), and the third lowest rated area in 2008 (2.643), 2007 (2.444 ), and 2006 (2.446). Recruitment and orientation of new employees (2.927) was also the second lowest rated service area in 2010 (2.337), and the fifth lowest rated area in 2008 (2. 7 41 ), 2007 (2.530), and 2006 (2.552). Personnel/human resource services (3.009) was also the third lowest rated service area in 2010 (2.384 ), and the fourth lowest rated area in 2007 (2.495) and 2006 (2.507). Health and nursing services (3.051) was also the fourth lowest rated service area in 2010 (2.579), and the second lowest rated area in 2008 (2.556), 2007 (2.183), and 2006 (2.250). It is recommended that administration study these low rated areas and develop an action plan for improvement.

9. It is recommended that administration carefully review the Employee Comments and Suggestions. Please refer to pages 39-41 .

10. It is recommended that the Campus Quality Survey be repeated in 2013. This should help identify progress in closing the Performance Gaps as a result of planned continuous quality improvement initiatives.

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Some Thoughts on the Validity of the Campus Quality Survey™ Provided by Performance Horizons Consulting Group

Groups and individuals completing the Campus Quality Survey sometimes inquire about the validity of Survey resu lts. These results are communicated through the Campus Quality Survey Report, based on the data gathered from individual survey participant responses. Concern about validity is appropriate and should be discussed.

Generally, validity may be defined as the accuracy and reliability with which a survey confirms known facts or predicts outcomes that can be confirmed through other measurements or observation. The Campus Quality Survey seeks to quantify subjective perceptions of various aspects of an organization's functions and circumstances to the individuals working within it. Survey val idity does not address objective facts.

With th is in mind, the validity of the Survey can be addressed in two ways.

1. HOW VALID ARE SURVEY QUESTIONS? Individual survey questions may be considered valid because they address issues that staff members in educational institutions have indicated to be significant in determining levels of satisfaction within their job environments. This satisfaction is important, as it is generally related to functional effectiveness and personal and professional fulfillment. The questions have been tested in hundreds of surveys involving many thousands of individual respondents. Survey customers indicate a remarkable correlation between positive survey scores and a happy work environment. Negative survey results generally indicate a stressed work environment.

Individuals answer Survey questions in a variety of ways depending on personal perspective. For example, some Survey respondents feel satisfied about a particular aspect of an organization's operation, wh ile others may feel entirely differently about the same observable phenomena or their experiences with the phenomena. Thus, the survey documents subjective information that becomes significant by virtue of the reporting of individual responses as aggregate arithmetic and statistical values. These values are meant to be analyzed and considered "good" indicators, or indicators that suggest remedial action, largely based on the established standards of the institution.

2. HOW VALID IS THE SURVEY REPORT? The Survey Report is constructed thoughtfully, and reports summary data based on

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individual survey participants' responses. The data is derived using valid statistical analysis tools and processes. The Report clearly presents data that has been deemed useful by Survey customers over a period of more than ten years.

Though each of the measures involved in the Campus Quality Survey deals with subjective judgment, each addresses an issue that can significantly impact the overall success of an organization, where the hearts as well as the minds of individuals must be engaged toward fulfilling the mission of the enterprise.

Survey data provides a means to identify areas of strengths as well as areas that call for remedial action. Thus, the Survey offers an important and economical way to engage the individuals working in the organization in building a more effective, functional, and satisfactory place to work.

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State Fair Community College - 2012 Spring Survey...Employee Training and Recognition 4.544 0.540...

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