1. State Center Community College District May 23, 2006

2. Welcome & Introductions

3. Meeting Objectives  To discuss coordinated planning between the various entities within the SCCCD  Identify data-gathering needs for strategic planning – strengths and opportunities for improvement  To understand both the current and potential capabilities of Colleague system in support of data gathering needs  To understand the balanced scorecard approach for measurement as applied to higher education

4. Agenda Overview of Strategic Planning & KPIs District-wide data gathering needs Colleague Overview of the Balanced Scorecard Approach in Higher Education

5. The Relationship Between SCCCD Continuous Improvement & Strategic Planning  Both are planned organizational processes  They share the principles of data-driven decision making, broad communication across the organization, assessment of the needs of multiple stakeholders, benchmarking, and strong leadership commitment

6. Conversations on Strategic Planning

7. Strategic Planning  Coordinated planning between SCCCD and the campuses/centers –current reality and future vision  Utilization of a uniform set of common measures (KPI’s)  Engage in District-wide external scanning opportunitiies

8. Possible Key Performance Indicators:  Student Academic Achievement  GPA  Success rate (A-B-C-Cr)  Student Matriculation  Persistence (across terms)  Retention (within term)  Student Educational Goals  Transfer  Degrees/Certificates  Job Placement  Student Satisfaction  College Financial Stability  College Enrollment  Achievement of Outcomes  Student Learning Outcomes  Program Outcomes  Institutional Outcomes  Employee Satisfaction  Climate  Professional Development  Leadership and Governance  Community Perception / Participation

9. District-wide Data Gathering  Where do we have research strengths?  Where do we have research opportunities for improvement

10. We have all this data, right?

11. What you have today: Review: State Center CCD, Datatel Account Profile (handout)

12. What’s Colleague  Colleague is an administrative system  Runs/reports/gathers data for your Finance, Student, Financial Aid, Human Resource, Payroll and Advancement Departments  It is a huge data gathering system

13. Can Datatel?  You can query anything that is stored in the Colleague database  Colleague can provide all research needs for which it stores data  And it cannot provide research needs for the data it doesn't store.  But:

14. What can we do today? Getting data/reports out today:  Standard Colleague reports  Envision Reporting Utilities (Envision toolkit) for ad-hoc reporting  Uniquery, Unidata query tool for ad-hoc reporting  Datamarts,(pre-defined data extracts) not ad-hoc  3rd Party Reporting tools: Microsoft, (Excel or Word) Safari, Bus. Objects, FRx (finance)

15.  Operational Data Store (ODS) new  Sits on top of Colleague  E xtracts data from Colleague  T ransforms and prepares the data  L oads into ODS  Output Strategic, Analytic, Ad-hoc reports  Using tools the average user understands

16. Data Warehouse Solution Architecture ETL Other Systems Data Colleague Data SQL Server/Oracle/UniData ODS - Staging Tables ETL Relational Tables Data Marts Data Cubes ETL Operational Reports Strategic Reports Ad-Hoc Reports Analytic Reports Enterprise Delivery Platform

17. Dashboards, Query and Research

18. The Balanced Scorecard

19. Planning Framework External Scan Internal Scan KPI’s Impact Analysis SWOT Analysis GAP Analysis College’s Goals & Objectives Unit Strategies Unit Action Plans Unit Progress Reports Fast Track Planning SCCCD District Goals Mission/Values/Vision Functional Plans Ed MP / Tech Plan Facilities Plan/ Etc

20. Planning Framework External Scan Internal Scan KPI’s Impact Analysis SWOT Analysis GAP Analysis College’s Goals & Objectives Unit Strategies Unit Action Plans Unit Progress Reports Fast Track Planning SCCCD District Goals Mission/Values/Vision Functional Plans Ed MP / Tech Plan Facilities Plan/ Etc

21. Balanced Scorecard Definition of Terms Balanced Scorecard. A comprehensive collection of financial and non-financial data and information supplied to the managers of an entity in order to help them achieve the entity’s objectives. Dashboard. A user interface that organizes and presents information in a way that is easy to read. The name refers to the fact that it can sometimes look like the dashboard of a car. Also known as cockpits or scorecards.

22. The objective in developing a Balanced Scorecard is to find a critical set of measures that serve as a warning enabling organizational leaders to be alerted to potential problems. They can then drill down to more complex sets of measures when the key indicators causes concern. Balanced Scorecard

23. In Search of Balance Balanced in terms of: Short and long term perspectives; Formative and summative measures, or leading (CSFs) and lagging (KPIs) indicators; and The most important strategic and operational choices of the institution.

24. The Balanced Scorecard suggests that we view the organization from a variety perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives: Perspectives

25. PerspectiveGeneric MeasuresKaplin & Norton Definition FinancialReturn on investment and Economic value-added To succeed financially, how should we appear to our shareholders? CustomerSatisfaction, retention, market, And account share To achieve our vision, how should we appear to our customers? Internal Business Processes Quality, response time, cost, and new product introductions To satisfy our shareholders and customers what business processes must we excel at? Learning and Growth Employee satisfaction and information system availability To achieve our vision, how will We sustain our ability to change And improve?

26. Perspectives Source: Kaplan & Norton

27. Perspectives & KPIs

29. Cascading & Aggregating Measures  Cascade from the top down;  Aggregate from the bottom up; and  Build a template that supports cascading to all levels.

30. Cascading & Aggregating Measures

31. Costs & Benefits Costs  Investment of employee and other resources in development of and training for Balanced Scorecard implementation;  Loss of power when data drives decisions; and  Decrease in the effectiveness of anecdotal information.

32. Costs & Benefits Benefits  Common vocabulary and focus;  Supports fact-based decision making;  Helps define cause-effect relationships; and  Clarification of responsibility.

33. Examples of the Balanced Scorecard

40. Questions?