fall 2007 aqip update mcc board of trustees meeting monday, august 27, 2007

Fall 2007 AQIP Update

MCC Board of Trustees Meeting

Monday, August 27, 2007

THREE IMBEDDED IMPROVEMENT CYCLESAcademic Quality Improvement Program cycles

of continuous improvement

ACTION: Every YearAction projects submitted to NCA and replaced

as completed.

STRATEGY: Every 4 YearsMCC maintains a Systems Portfolio, participates in a Strategy

Forum, and has a Systems Appraisal performed by peer reviewers

ACCREDITATION: Every 7 YearsReaffirmation of accreditation as MCC demonstrates continuous

improvement and fulfillment of NCA criteria

HLC Criteria for Accreditation

1. Mission and Integrity

2. Preparing for the Future

3. Student Learning and Effective Teaching

4. Acquisition, Discovery, and Application of Knowledge

5. Engagement and Service

MCC’s Quality Journey-Past

April 2005 President’s Accreditation Recommendation Committee (ARC) attends AQIP Colloquium

October 21, 2005 MCC formally accepted into the Academic Quality Improvement Program (AQIP)

November 2005 AQIP Conversation Day. Institutional kick-off of quality initiative, dialogue on college past and future; input for Action Cycle projects

January – May 2006 Action Project Prioritization Process. Employee forums and community town hall meetings

May 2006 AQIP Strategy Forum. President, EC, Board Member & cross-functional group of employees

August 2006 MCC publishes and begins work on 3 Action Projects: Professional Development, Degree Audit, and Experiential/Co-Op Education

MCC’s Quality Journey-Future

August 2007 Post Action Project updates in the AQIP Action Project Directory

Fall 2007 Action Cycle Review Process

August 2008

August 2009

Action Project Annual updates (projects retired, new projects started)

May 2009 AQIP Strategy Forum. For returning institutions: CEO, EC, and representative employees

August 2009 Systems Appraisal. A thorough examination of MCC’s systems, processes, accomplishments, outcomes and assessment of student learning as documented in the Systems Portfolio conducted by a panel of peer reviewers.

2012 MCC eligible for re-accreditation with HLC; end of the 2007-2012 Strategic Planning cycle

9 AQIP Categories

1. Helping Students Learn

2. Accomplishing Other Distinctive Objectives

3. Understanding Students’ and Other Stakeholders’ Needs

4. Valuing People

5. Leading and Communicating

6. Supporting Institutional Operations

7. Measuring Effectiveness

8. Planning Continuous Improvement

9. Building Collaborative Relationships

3. Understanding Students’ and Other Stakeholders’ Needs

4. Valuing People

5. Leading and Communicating

6. Supporting Institutional Operations

8. Planning Continuous Improvement

9. Building Collaborative Relationships

1. Helping Students Learn

2. Accomplishing Other Distinctive Objectives

7. Measuring Effectiveness

AQIP QUALITY FRAMEWORK

ACTION CYCLEEvery Year

7-Step CQI Process

1. Identify an area for improvement

2. Define the current situation

3. Analyze the current situation

4. Develop and improvement theory

5. Implement the best strategies

6. Monitor the results

7. Adjust, standardize, or plan further improvements

1 2 3 4 5 6 7

Identify area for

improvement

Define current

situation

Analyze current

situation

Develop an improvement

theory

Implement best

strategies

Monitor results

Adjust, standardize, or

plan further

Degree Audit AP

TITLE/GOAL: Design and implement a degree audit system.

SPONSOR(S): Scott Jenkins

TEAM LEADERS: Dolores Sharpe, Troy Boquette, Anne Gupton, David Schaff

TEAM MEMBERS: Chris VonFintel, Lori Wcisel, Mark Hope, Wendy LaCroix, Cheryl Bassett, Jason Moehlman

EXPECTED COMPLETION DATE: May 31, 2008

Degree Audit AP

QUALITY JOURNEY:

To date, the Team has:

• Reconciled differences over software systems preferences and “turf” issues between departments• Used quality tools to define current DA systems and analyze the current workflow• Recommended Datatel Degree Audit software to Executive Cabinet (approved)• Solicited proposal from Enertron (as opposed to Datatel) for development and training; selected Enertron as the programming vendor • Met with representatives from Enertron to discuss programming of MCC degree requirements into Degree Audit • Integrated new team members from Information Systems for implementation stage• Designed a look and feel compatible with MCC’s online style and WebAdvisor• Designation of point person to work with Enertron (Registrar)• Designation of point person for communication & training plan (faculty Counselor)

Degree Audit AP

QUALITY JOURNEY:

Unlike the other two current Action Projects, the Degree Audit Team has primarily involved employees who work with the registration, advising, and curriculum processes at the college, as well as the technical information systems staff/department. After the completion of programming and migration, a larger and more representative group of stakeholders—including students—will be engaged. To date, those involved have:

• Strengthened relationships between Registrar, Academic Affairs, Counseling and Student Development, and Information Systems.• Utilized a letter from President encouraging all employees to be responsive to the time-sensitive questions and needs from the AP Team as it worked with Enertron to build the degree audit programming.• Developed a rich body of web-based resources on the team’s work processes, including meeting minutes, agendas, resources from other institutions, etc. on the central AQIP web site; demonstrations of these web-based resources to internal college groups including supervisors, managers, etc.

Degree Audit AP

NEXT STEPS:

All MCC Action Projects periodically rate their progress along the seven CQI steps. The Degree Audit Team is currently at Step 5, Implement Best Strategies. Upcoming planned steps include:

• Complete the build of our 2004 paper college catalog in the Datatel Degree Audit software• Build subsequent catalog years based upon CPSC (MCC’s academic governance body which approves program and curriculum requirements) changes • MCC degree requirements as programmed to be tested, running student records against the Degree Audit requirements. • Internal rollout of preliminary Degree Audit system to advisors, counselors, and registrars staff in late Fall 2007• Develop training materials and job aids for faculty, staff and students• Schedule of training/open lab sessions• Develop plan for ongoing evaluation and updating of Degree Audit system

Degree Audit AP

NEXT STEPS:

Creation of MCC Programs and Requirements in the new degree audit system will take considerable coordination of effort. Remaining challenges include:• Continued coordination of communication efforts between Enertron, MCC-MIS and the Academic and Student Services as programming work progresses• Accurate information about curriculum details must be quickly found and interpreted for Enertron; questions must be answered promptly• Job aids and employee training must be developed• A final “rollout” and training plan must be developed (employees and students)• Criteria for evaluation of results need to be determined• Sponsor, who was also a member of the EC, left the college to accept another position in the Summer of 2007, and a new sponsor was identified.• The Team must work to maintain a standing schedule of meetings, tasks, and deadlines with attendance by all team members

1 2 3 4 5 6 7Identify area

for improvement

Define current

situation

Analyze current

situation


theory

Implement best

strategies

Monitor results


plan further

Professional Development APTITLE/GOAL: Implement a system that supports and encourages

professional development for all college employees.

SPONSOR(S): Amy Fugate, Mark Kennedy

TEAM LEADERS: Larry Koehler, Sherry Bradish, Kate Schmanek, Bill Reich

TEAM MEMBERS: Melissa Rueterbusch, Jennifer Fillion, Terry Travis, Randy Schapel, Jennifer McDonald, Crystal Croffe

EXPECTED COMPLETION DATE: June 30, 2008

Professional Development AP

QUALITY JOURNEY:

The Professional Development Team has spent a great deal of time trying to utilize the CQI training provided by Carol Tyler in September 2006 to plan its work. To date, the Team has:

• Defined stakeholders, boundaries and resources• Developed a template to capture documentation of current PD activities• Clarified the roles of Sponsor, Team Leader, Member, and Facilitator• Determined a 3-year history for documentation of activities• Identified sources of relevant data on current situation• Discussed a survey design to further document current PD activities• Agreed to invite an outside facilitator to help move the Team forward• Agreed that larger blocks of time must be reserved for meetings• Completed visits to other colleges (both area institutions and a number of schools in the Kansas City MO and KS metro area)

QUALITY JOURNEY:

The Professional Development Team has worked to involve college employees from academic areas, as well as other non-academic areas of the college such as facilities, etc. Specifically, the Team has:

• Added representation from Student Services. When originally formed, this team had no representation from the student services area. The Administrative Assistant to the Executive Dean of Student Services added as a team member.• Developed a rich body of web-based resources on the team’s work processes, including meeting minutes, agendas, resources from other institutions, etc. on the central AQIP web site; demonstrations of these web-based resources to internal college groups including supervisors, managers, etc.


NEXT STEPS:

All MCC Action Projects periodically rate their progress along the seven CQI steps. The Professional Development Team is currently at Step 2, Define Current Situation. Upcoming planned steps include:

• Complete visits to other institutions and report best practices to the team• Compile 3-year history of professional development activities• Create inventory of non-faculty professional development activities• Support the team’s discussion of appropriate data-related activity (i.e. the selection of measurement to indicate growth, change, improvement, etc.)


NEXT STEPS:

• For a variety of reasons, the Professional Development Team has struggled to progress beyond Step 2. Many of these are simple attendance and meeting issues, but Team leaders have identified some larger challenges as well:Regular attendance by team leaders and membersGreater sense of AP as an institutional priorityDeveloping a shared vision of the purpose of the AP as defined in the goal statementRestructuring of Faculty PD function in Academic Affairs

Consultation with AQIP Coordinator about progress or lack thereofKeep in touch with Sponsors to define “boundaries” of any proposed actionsHaving 4 team leaders created a sense of confusion and resulted in a lack of direction in the early stages of the team’s workA new Chief Academic Officer came to the college after the development of this project’s formal goals


1 2 3 4 5 6 7

Identify area for

improvement

Define current

situation

Analyze current

situation


theory

Implement best

strategies

Monitor results


plan further

Experiential Education APTITLE/GOAL: Expand cooperative education and experiential

learning opportunities in all areas of the curriculum.

SPONSOR(S): Scott Jenkins, Amy Fugate

TEAM LEADERS: Carol Nielsen, Robert Matthews, Carlos Cisneros, Cindy McDaniel

TEAM MEMBERS: Tom Crampton, Chuck Thiel, Paul Rozycki. Lillie McCain

EXPECTED COMPLETION DATE: May 31, 2008

QUALITY JOURNEY:

The Experiential Ed/Co-Op Team has defined the current state of experiential education at MCC and completed some analysis of the current situation, including:

• Identified credit, non-credit, workforce development, and continuing education/corporate services as four areas of “curriculum” focus for the project• Defined terms related to experiential education, curriculum, co-op, etc.• Produced an inventory of credit courses with co-op, internship, externship, and practicum experiences• Begun to inventory non-credit experiential opportunities and external relationships and sources for experiential ed• Preliminary discussion of an improvement theory, i.e. a need for alignment of co-op and experiential ed opportunities across all divisions and departments• Discussed the need for a “clearinghouse” to match students (credit, non-credit, workforce development, and continuing ed) with opportunities• Researched and acquired institutional membership in Michigan Council for Internships and Cooperative Education.

Experiential Education AP

QUALITY JOURNEY:

The Experiential Education/Co-Op Team has engaged the college community in a number of important ways, including:

• Survey of all faculty (both part-time and full-time) to describe current experiential activities in all college courses• Engaged both the credit and non-credit areas of the college in investigating and researching the topic; 2 sponsors represent the academic and non-credit areas• Developed a rich body of web-based resources on the team’s work processes, including meeting minutes, agendas, resources from other institutions, etc. on the central AQIP web site; demonstrations of these web-based resources to internal college groups including supervisors, managers, etc.


NEXT STEPS:

All MCC Action Projects periodically rate their progress along the seven CQI steps. The Experiential Education/Co-Op Team is currently at Step 3, Analyze Current Situation. Upcoming planned steps include:

• Development of a shared “lexicon” or “Glossary” of experiential education/co-op related terminology based upon current MCC practices and existing information from professional organizations, etc.• Begin to form an improvement theory (Step 4)


NEXT STEPS:

The Experiential Education/Co-Op Team needs more regular involvement and attendance by Team leaders. In addition, future challenges include:• Expand discussion beyond service learning• Finish Step 2 with a body of defined experiences as a “baseline”• Keep in touch with Sponsors to define “boundaries” of any proposed coordination/clearinghouse for experiential education and co-op• Retirement of one team leader• Two team members elevated to team leader status• The Team must work to maintain a standing schedule of meetings, tasks, and deadlines with attendance by all team members


STRATEGY CYCLE

Every Four Years

(2009)

AQIP & Strategic Planning

• 2007-2012 Strategic Plan developed in alignment with AQIP principles

• Systems Portfolio database created to track and measure progress toward overarching and enabling strategic goals

• Major areas (such as Academic Affairs, Administration, Student Services, Human Resources, Finance, etc.) supply data to measure effectiveness

• Database coded to align with strategic planning objectives, AQIP categories, and HLC criteria for accreditation

• End of 5-year planning cycle coincides with re-accreditation in 2012

1. Student Learning & Success

2. Technology Initiatives3. Systems

Improvement4. Economic

Development5. Human Resources

Development6. Institutional Image &

Community Relations7. Budget/Finance

MCC Strategic Planning Aligned with AQIP

2007-2012 Overarching Strategic Goals

• Utilize research and development to proactively enhance curriculum to meet demands of students and employers.

• Focus, align and integrate organizational efforts across academic, student service, continuing education and workforce development, to support student learning.

• Coordinate curriculum and services across all sites to create learning-centered environments that offer all students an opportunity to succeed.

STUDENT LEARNING & SUCCESS


• Commit the funds, including staffing costs, to continuously analyze and support the technology needs both in the teaching curriculum and the college’s operations and student services.

• Maintain state of the art technology that embraces student learning and supports faculty/staff productivity in order to maximize student success and organizational effectiveness.

TECHNOLOGY INITIATIVES


• Develop comprehensive cross-functional improvement processes that enable us to respond quickly to changes in the external environment while simultaneously making existing operations faster, smarter, cheaper, and of the same or higher quality.

• Using AQIP principles and practices ensure that improvement processes and communication between all sectors of the college start with community and student needs and end with student success.

SYSTEMS IMPROVEMENT


• Establish tools and processes that help the College better and more consistently measure its performance and progress toward goals.

SYSTEMS IMPROVEMENT [cont.]


• MCC programs and services will be directly related to the labor market needs of our region and we will continuously analyze and prepare for emerging economic challenges and opportunities.

• Expand our capacity to be involved and responsive to local, regional and state plans for economic growth and align our resources and assets to enhance the viability of the community.

ECONOMIC DEVELOPMENT


• Maintain stringent selection, professional development, and performance standards for faculty and staff and guide human resource planning to ensure high quality effective teaching and service delivery.

• Ensure a solid foundation for organizational success by supporting an agile organizational culture focused on service to students and the community; developing leadership excellence and strengthening employee skills, productivity and accountability.

HUMAN RESOURCE DEVELOPMENT


• Continue to have a positive presence in the community by engaging community partners to better meet area educational needs.

• Communicate and emphasize quality of programs and services as well as our leadership role in the community, to ensure continued support of the college.

INSTITUTIONAL IMAGE & COMMUNITY RELATIONS


• Focus on controllable revenues and costs to sustain our current reputation and facilities and provide funding for strategic priorities.

• Establish short and long term budget and finance priorities that provide a balanced approach to the needs of a learning organization with the flexibility to realign resources.

• Implement a comprehensive strategy to address the long term deficit which enables us to continue to provide affordable high quality education.

BUDGET/FINANCE

Strategy Forum & Systems Portfolio

• Systems Portfolio is a living document

• Relational database—always changing, always current

• Not a “3-Ring-Binder” type report

• Capable of generating reports on all AQIP Categories, Criteria, and MCC Strategic Objectives

• Runs in MS Access on any MCC Desktop

Systems Portfolio Screen Images

REACCREDITATION

Every Seven Years

(2012)

fall 2007 aqip update mcc board of trustees meeting monday, august 27, 2007

Documents

action cycle projects

year slide

year action projects

improvement theory

service slide

aqip strategy forum

aqip categories

action cycle review