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Presentedtothe

DecisionScienceandInnovationDepartment
DeLaSalleUniversity

InPartialFulfillmentofTheRequirementsin:
QUALMAN

CoyoteCollegeCommunity

Submittedto:
Mr.WillyCuason

Submittedby:
Chu,Joanne
Guiveses,Michelle
Hong,Sungwon
Tan,Reza
Yang,Mark

Submittedon:
November,2015

TableofContents

SummaryofFindings

BackgroundInformation

ProblemStatement

AnalysisofAlternatives

DetailedRecommendation

AnswerstoCaseQuestions

Learnings

I.

SummaryofFindings

CoyoteCommunityCollegeoffersthreemainprogramideas:GeneralEducation,
Workforce Development, and Community Education and Outreach. Theseeducational
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programs are designed to meet variety of academic, career,and personaleducational


goals ofthedifferentstakeholders,primarily the students, and to provide them with the
chancetoidentifyandimproveontheirabilities.
Despitethefactthatitsprimarystakeholderarethestudents,Coyotestillensures
that the different requirements of its other keystakeholderssuch as staffs,employers,
BOG, etc., are being met. At the same time It adapts to the changing schedule of its
studentsbydevelopingbothonlineandvideobasedprograms.
In orderto continuously maintainthesteadyincreaseinenrolmentandinstudent
success rate as possible, Coyote Community Colleges aims to develop a balanced
scorecard that wouldbesuitablefor thecollegesdescription and environment. Also,in
order toensurethatthequalityofeducationthatthecollegeprovidesisuntarnished,the
collegecould requirefull time facultyto haveamasters degreeor higher. At thesame
time,itcouldaimto receiveISO 9001Certification/Higherlearningaccreditationsothat
itcouldboostthereputationofthecollege.
The case showed the growing importance of technology in any industry and
because ofthistrend,companies mustformulate technologicalstrategies.The trendof
utilizing technology will only continue to grow as well as continue to being complex
hence planning and strategizing with it is recipe forsuccessin this technology driven
generation.

II.

BackgroundInformation

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. Ithasthreecampuses:oneindowntownAlbuquerque(main
campus), in Bernalillo, and in Armijo. The campus in Albuquerque accounts for 44
percent of Coyotes enrollment, the Bernalillo campus accounts for25percent andthe
Armijocampusaccountsfor31percent.
Since 1968, Coyote have been providing accessible, affordable, highquality
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 highquality student support services and resources in collaboration with
community agencies to enable students to formulate their goals and pursue them
realistically.
In thelast eight years,Coyote has shown increases inenrollmentandinstudent
success as judged by student employment rates and acceptance rates by fouryear
collegesand universities.This lead totheestablishmentofcommonmission,visionand
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
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threepoint philosophy of education. These points are: Learning Excellence,


Assessment and Recognizing Needs. As a result of implementing LEARN, Coyote
identified three key technologybased strategies: incorporation of technologies into the
traditional classroom, technology mediation allowing individually paced learning and
distance learningdeliverymethods. All these are designed toimprovestudent learning
and meet learner requirements. Now, Coyote is focused on developing a balanced
scorecard.Thisbalance scorecardisastrategyperformancetoolwhichCoyotecanuse
to keep track of the execution of activities within their control and to monitor the
consequencesarisingfromtheseactions.
III.

ProblemStatement

Coyote Community College wants to develop a balanced scorecard. To


customizeitfortheeducationalenvironment,theyrenamedthecategoriesas:
1.
2.
3.
4.

Funder/FinancialPerspective
Student/ParticipantPerspective
InternalProcessPerspective
InnovationandResourcePerspective

IV.

AnalysisofAlternatives
A. DoNothing
Coyote college is already set in terms ofqualifications. They are already
accreditedin the NorthCentral Association of Collegesand School (NCACS)as
wellas comply to thefederal,stateandlocalregulations.Achangeinthecollege
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 thatmightdisruptnormalactivitiesofthecollege.Thegroupsuggeststo
do nothing since they are already providing a good education and learning
environment.
B. Requirefulltimefacultytohaveamastersdegreeorhigher
Asstated inthe case, Coyoteemployes 280 full timefaculty.Fiftypercent
of which hold a masters degree, 40 percent hold doctoral degrees, and 10
percent hold bachelors degree. Ten percent of 280 is is 28, which isrelatively
small. Our group suggests that one alternative is to require full time faculty to
hold at least a masters degree. This in return will increase the quality of
education.Although attaining a highereducation does notnecessarilymeanthat
heis better inteaching,itdoes howeverincreasetheprofessorsknowledgeand
competency.
C. ISO9001Certification/Higherlearningaccreditation
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Education isconsidered asthe backboneofevery humanbeing, andwith


an assurance of quality in a service like education, CoyoteCommunityCollege
will boost up its reputation and inspire their employeesto continuously improve,
asitisalmostrarethatacommunitycollegegetsaccreditationsthatareuptopar
with ivy league schools and also corporations. For the customers (Students)to
know what they are gettingis of thehighest qualityis a crucial moment of truth,
aswell for the employeestoknowthattheyare workingtowardsacommongoal,
and is certified to provide the utmost quality of services inspires them to do
better.
V.

DetailedRecommendation

Our group suggests to simultaneously implement alternatives B and C. Coyote


Community College is already accredited in the North Central Association ofColleges
and School (NCACS) and they comply to the federal, state, and local regulations.
However, the group noticed that they dont have ISO 9001 Certification or any higher
learning accreditation.ThecommunitycollegeshouldattainISO9001to furtherimprove
their imageto differentpeopleandorinvestors. Assuch,improvementofperceptionby
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 toholdat least amasters degree to furtherimprovetheprofessorscompetency
and knowledge. Anything the professors learned in their masters education can be
passeddownto their students. Furthermore,professors withat leastamastersdegree
can share his experience to the students about the culture in studying for a
mastersdegree.
Figure 1.1
Balance
scorecard
for Coyote
community
college


VI.

AnswerstoCaseQuestions

Based on the descriptionof this collegeand its environment,whatspecifictypes


of measures should they include in each of these perspectives of the balanced
scorecards?Howwouldtheybemeasured?
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
fundingfromdifferentsources,reductionsofcostandrisksandenhanceduseofassets.
The customer perspective emphasizessatisfying the needs of customers.Measures of
this perspective includes customer servicefactorsimportantto customer, such astime
to provide service, quality, and customer perceptions on meeting their needs. The
innovation perspective emphasizes continuousimprovement andthe creationof 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,
maturityofimprovements,growthandcompetitivesuccess.

Thesecouldbemeasuredby
Funder/ Financial Perspective maintainthe statefund,Increase thetotalfundingin
tuitionfees,Increase donationsto the foundation,IncreasegrantfundingasCoyote
isa publiccollegemeaningthatthestateofNewMexicoistheonefundingthem,hence
creating a balanced scorecard and putting a measure on the state funds would be
sufficientknowledgeinthefinancialperspective.
Student / Participant Perspective Increase enrollment of students, Increase the
values and the coursesoffered,Increasethecourseofferings,Increasethequalityof
programs offered as students are the primarycustomersof the educational institution
hence the simple details such as the enrollment and the value and quality of the
programsdefineshowmuchthestudentslearnandappreciatetheireducation
Internal Process Perspective Increase the development and design of high impact
programs, Increase the instructional effectiveness, Increase the effectiveness of
student services, Increaseaccess totheprogramsfortheinternalprocessasmostof
the educational institutions processesaredone within the organization, hencekeeping
track of the measurements such as programs and services will be optimal for the
balancescorecards.
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 astechnological strategiesareutilized
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byCoyote, oneofthekeycomponentswritten inthecasethatCoyotehasbeenutilizing


its technology hence incorporating technology and human resource to increase
productivitywouldbeviabletomeasure.

VII.

Learnings

Thegrouphaslearnedtechnologythesedaystakesanimportantroleinnotonly
businessesbutanyotherindustryaswell,whetheritbeHRM,communitydevelopment,
orinthissituationeducation,technologyhastrulytakenitstollintobeinganecessityfor
anyorganization.Thetrendinusingtechnologytohelpandaidintheeducational
industryhassignifiedhowusefulitcanbe,whatusedtorequirestudentsphysically
goingtoclassroomscannowlearninthecomfortsoftheirhomes.
Thegroupalsolearnedthatbecauseofthistrend,companiesmustformulate
technologicalstrategies.Utilizingtechnologyisonlyoneaspectofthetrend,making
longtermstrategyandgoalswithtechnologyisadifferententityitself,andwithboth
combined,thecompanymaybegiventheadvantageofkeepinguptodatewiththe
latesttrendsintechnologiesaswellaskeepingitsprocessesandfuturegoalsoriented
totechnology.Thetrendofutilizingtechnologywillonlycontinuetogrowaswellas
continuetobeingcomplexhenceplanningandstrategizingwithitisrecipeforsuccess
inthistechnologydrivengeneration.
Lastly,thegrouplearnedtheimportanceofthecommonvision,mission,and
valuesoftheorganizationinmakingtheorganizationcontinuallygrow.Asstatedinthe
caseCoyoteCommunityCollegewasdepletingandunderperformingforquitesome
time,butwhentheypracticedqualityprinciples,whereinallemployeesandmembersof
theorganizationmustbegearedandworkingtowardsthesamegoalforthepurposeof
drivingtheorganizationforward.WiththisCoyoteCommunityCollegeeven
implementedLEARN,athreepointphilosophyoftheeducationalinstitutionthathas
helpedthembenchmarktheirstandardsandperformwithbasisandpurpose.