CSU | QI | 2004 Web Seminar Series

Information on upcoming web seminars and on-demand viewing of archives of past seminars.

On-Demand Viewing - Archives

Special Address from Chancellor Reed - "CSU's Commitment to Quality",Chancellor Hemenway - University of Kansas

QI 101: An Introduction to Quality Improvement in the CSU
Learn the basics about the quality tools and resources available through the CSU�s Quality Improvement Program.

Ralph Wolff - Moving Beyond Compliance to a Systems Approach to Quality: Early Reflections on the New WASC Accreditation Model
The new WASC accreditation model is built on a "whole systems" approach to quality and evaluation, focusing heavily in its multi-stage model of review on student and organizational learning. It has been implemented for nearly two years now and Ralph Wolff, the Executive Director of WASC, will review the lessons being learned and the changes being experienced by campuses, teams and WASC itself.

College Review Process at CSU Northridge
Internal Audit is an independent, objective and consulting activity designed to add value and improve an organization's operations. At CSU Northridge, the Office of the Internal Auditor has designed a College Review to review administrative procedures and internal controls at the college level. The Process reviews fiscal management, human resources, health and safety, and information systems security and maintenance. The Process was developed trough review of best practices and experience at the other universities

Please note: If you have an active Popup blocker please click here
Unfortunately we experienced some technical difficulties in the beginning of this session but were unable to edit that out. To view the presentation, click on the link. When it comes up, you can click on the green arrow just below the word playing and drag it out to 12:30 and begin from there.

Phil Hart - Resolving Growing Pains through Strategic Alignment and Performance Measurement- A Case Study
Lockheed Federal Credit Union�s (LFCU) process to define and develop its performance management initiative began in 1996. Despite being one of the 25 largest CU�s in the nation, LFCU was threatened by regulatory change, industry consolidation, rapid growth of non-bank financial institutions and significant technology innovations. LFCU�s Executive Team recognized the need to change and adapt to the marketplace. The strategic transformation called for the closing of geographically remote branches, outsourcing of non-value added operations, continuous process improvement, organizational alignment, and performance accountabilities initiatives. Today, with the implementation of the pbviews Performance Measurement System, LFCU is implementing the final piece of the strategic plan that had been laid out eight years ago.