Presented to the Decision Science and Innovation Department De La Salle University
In Partial Fulfillment of The Requirements in: QUALMAN
“Coyote College College Commun Community” ity”
Submitted to: Mr. Willy Cuason
Submitted by: Chu, Joanne Guiveses, Michelle Hong, Sungwon Tan, Reza Yang, Mark
Submitted on: November , 2015
Table of Contents
Summary of Findings
2
Background Information
2
Problem Statement
3
Analysis of Alternatives
3
Detailed Recommendation
4
Answers to Case Questions
5
Learnings
6
I.
Summary of Findings
Coyote Community College offers three main program ideas: General Education, Workforce Development, and Community Education and Outreach. These educational 1
programs are designed to meet variety of academic, career, and personal educational goals of the different stakeholders, primarily the students, and to provide them with the chance to identify and improve on their abilities. Despite the fact that its primary stakeholder are the students, Coyote still ensures that the different requirements of its other key stakeholders such as staffs, employers, BOG, etc., are being met. At the same time It adapts to the changing schedule of its students by developing both online and video-based programs. In order to continuously maintain the steady increase in enrolment and in student success rate as possible, Coyote Community Colleges aims to develop a balanced scorecard that would be suitable for the college’s description and environment. Also, in order to ensure that the quality of education that the college provides is untarnished, the college could require full time faculty to have a master’s degree or higher. At the same time, it could aim to receive ISO 9001 Certification/Higher learning accreditation so that it could boost the reputation of the college. The case showed the growing importance of technology in any industry and because of this trend, companies must formulate technological strategies. The trend of utilizing technology will only continue to grow as well as continue to being complex hence planning and strategizing with it is recipe for success in this technology driven generation. II.
Background Information
Coyote Community College is a public college located in Albuquerque, New Mexico that aims to provide opportunities to those who want to identify and develop their abilities and interests. It has three campuses: one in downtown Albuquerque (main campus), in Bernalillo, and in Armijo. The campus in Albuquerque accounts for 44 percent of Coyote’s enrollment, the Bernalillo campus accounts for 25 percent and the Armijo campus accounts for 31 percent. Since 1968, Coyote have been providing accessible, affordable, high-quality higher education opportunities in a learning environment that encourages challenging, innovative teaching methods and delivery systems that enhance student learning. It offers three programs (1) General Education, University Transfer Education, and Development Education; (2) Workforce development, Certificate Programs, and Continuing Education; and (3) Community Education and Outreach. Coyote also provides high-quality student support services and resources in collaboration with community agencies to enable students to formulate their goals and pursue them realistically. In the last eight years, Coyote has shown increases in enrollment and in student success as judged by student employment rates and acceptance rates by four-year colleges and universities. This lead to the establishment of common mission, vision and values. These provide continuing direction for the college and drive specific goals to stretch Coyote's capabilities. In 1994, Coyote developed and adopted LEARN, a 2
three-point philosophy of education. These points are: Learning Excellence, Assessment and Recognizing Needs. As a result of implementing LEARN, Coyote identified three key technology-based strategies: incorporation of technologies into the traditional classroom, technology mediation allowing individually paced learning and distance learning delivery methods. All these are designed to improve student learning and meet learner requirements. Now, Coyote is focused on developing a balanced scorecard. This balance scorecard is a strategy performance tool which Coyote can use to keep track of the execution of activities within their control and to monitor the consequences arising from these actions. III.
Problem Statement
Coyote Community College wants to develop a balanced scorecard. To customize it for the educational environment, they renamed the categories as: 1. 2. 3. 4.
IV.
Funder / Financial Perspective Student / Participant Perspective Internal Process Perspective Innovation and Resource Perspective
Analysis of Alternatives
A. Do Nothing Coyote college is already set in terms of qualifications. They are already accredited in the North Central Association of Colleges and School (NCACS) as well as comply to the federal, state and local regulations. A change in the college might call for a reassessment of the federal, state and local regulations. The college might also experience difficulties in adjusting and coping with new changes that might disrupt normal activities of the college. The group suggests to do nothing since they are already providing a good education and learning environment. B. Require full time faculty to have a master’s degree or higher As stated in the case, Coyote employes 280 full time faculty. Fifty percent of which hold a master’s degree, 40 percent hold doctoral degrees, and 10 percent hold bachelor’s degree. Ten percent of 280 is is 28, which is relatively small. Our group suggests that one alternative is to require full time faculty to hold at least a master’s degree. This in return will increase the quality of education. Although attaining a higher education does not necessarily mean that he is better in teaching, it does however increase the professor’s knowledge and competency. C. ISO 9001 Certification/Higher learning accreditation 3
Education is considered as the backbone of every human being, and with an assurance of quality in a service like education, Coyote Community College will boost up its reputation and inspire their employees to continuously improve, as it is almost rare that a community college gets accreditations that are up to par with ivy league schools and also corporations. For the customers (Students) to know what they are getting is of the highest quality is a crucial moment of truth, as well for the employees to know that they are working towards a common goal, and is certified to provide the utmost quality of services inspires them to do better. V.
Detailed Recommendation
Our group suggests to simultaneously implement alternatives B and C. Coyote Community College is already accredited in the North Central Association of Colleges and School (NCACS) and they comply to the federal, state, and local regulations. However, the group noticed that they don’t have ISO 9001 Certification or any higher learning accreditation. The community college should attain ISO 9001 to further improve their image to different people and or investors. As such, improvement of perception by the society can lead to higher enrollees, more professors will apply, and or more interested investors. Furthermore, the community college should also require full time faculty to hold at least a master’s degree to further improve the professors competency and knowledge. Anything the professors learned in their master’s education can be passed down to their students. Furthermore, professors with at least a master’s degree can share his experience to the students about the culture in studying for a master’sdegree. Figure 1.1 Balance scorecard for Coyote community college
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VI.
Answers to Case Questions
Based on the description of this college and its environment, what specific types of measures should they include in each of these perspectives of the balanced scorecards? How would they be measured? Based on the descriptions, the college should include financial, customer, innovation and internal perspectives of the balanced scorecard. The financial perspective emphasize on the stakeholders concern about how efficient and effective the unit is at using its resources. This perspective measures include increases in funding from different sources, reductions of cost and risks and enhanced use of assets. The customer perspective emphasizes satisfying the needs of customers. Measures of this perspective includes customer service factors important to customer, such as time to provide service, quality, and customer perceptions on meeting their needs. The innovation perspective emphasizes continuous improvement and the creation of value. The measures this perspective includes service delivery, core competencies and productivity. The internal perspective emphasizes excellence at performing internal processes and in employee competencies. Measures include time to create change, maturity of improvements, growth and competitive success.
These could be measured by Funder / Financial Perspective - “maintain the state fund”, “Increase the total funding in tuition fees”, “Increase donations to the foundation”, “Increase grant funding” as Coyote is a public college meaning that the state of New Mexico is the one funding them, hence creating a balanced scorecard and putting a measure on the state funds would be sufficient knowledge in the financial perspective. Student / Participant Perspective - “Increase enrollment of students”, “Increase the values and the courses offered“, ”Increase the course offerings”, “Increase the quality of programs offered” as students are the primary customers of the educational institution hence the simple details such as the enrollment and the value and quality of the programs defines how much the students learn and appreciate their education Internal Process Perspective - “Increase the development and design of high impact programs”, “Increase the instructional effectiveness”, “Increase the effectiveness of student services”, “Increase access to the programs” for the internal process as most of the educational institutions processes are done within the organization, hence keeping track of the measurements such as programs and services will be optimal for the balance scorecards. Innovation and Resource Perspective - “Increase faculty/staff retention”, “Increase percentage of the skilled faculty members”, “Increase percentage of faculty members who contribute to the productivity”, “technology” as technological strategies are utilized 5
by Coyote, one of the key components written in the case that Coyote has been utilizing its technology hence incorporating technology and human resource to increase productivity would be viable to measure.
VII.
Learnings
The group has learned technology these days takes an important role in not only businesses but any other industry as well, whether it be HRM, community development, or in this situation education, technology has truly taken its toll into being a necessity for any organization. The trend in using technology to help and aid in the educational industry has signified how useful it can be, what used to require students physically going to classrooms can now learn in the comforts of their homes. The group also learned that because of this trend, companies must formulate technological strategies. Utilizing technology is only one aspect of the trend, making long term strategy and goals with technology is a different entity itself, and with both combined, the company may be given the advantage of keeping up to date with the latest trends in technologies as well as keeping its processes and future goals oriented to technology. The trend of utilizing technology will only continue to grow as well as continue to being complex hence planning and strategizing with it is recipe for success in this technology driven generation. Lastly, the group learned the importance of the common vision, mission, and values of the organization in making the organization continually grow. As stated in the case Coyote Community College was depleting and underperforming for quite some time, but when they practiced quality principles, where in all employees and members of the organization must be geared and working towards the same goal for the purpose of driving the organization forward. With this Coyote Community College even implemented LEARN, a three point philosophy of the educational institution that has helped them benchmark their standards and perform with basis and purpose.
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