1. Continuous Improvement: The Foundation for AQIP Accreditation
Office of Institutional effectiveness
Bruce Moses
Amber Holloway

2. Are you confused about all the jargon from the "experts”?
Assessment
Six Sigma
Appreciative Inquiry
Total Quality
AQIP
Continuous Improvement

3. Objectives of this Session
At the conclusion of this session, those participating will be able to:
Define AQIP
Identify the six key components of AQIP
Understand the key elements of developing the Systems Portfolio
Comprehend the Continuous Improvement Model (Plan, Do, Check, Act)
Discern the Four Principles of Continuous Improvement
Recognize the Principles of High Performing Organizations
A Model for Institutional Effectiveness Structure

4. Methods of Accreditation
North Central Accreditation (NCA) and The Higher Learning Commission (HLC)
The two commissions hold the legal authority to conduct accrediting activities for educational organizations.
Higher Learning Commission now has 2 methods for institutional accreditation:
PEAQ = Program to Evaluate and Advance Quality
a historical self-assessment model
AQIP = Academic Quality Improvement Program
uses system thinking and process focused for the future

5. HLC Five Criteria for Accreditation
Criterion One: Mission and Integrity. The organization operates with integrity to ensure the fulfillment of its mission through structures and processes that involve the board, administration, faculty, staff, and students. Criterion Two: Preparing for the Future. The organization’s allocation of resources and its processes for evaluation and planning demonstrate its capacity to fulfill its mission, improve the quality of its education, and respond to future challenges and opportunities. Criterion Three: Student Learning and Effective Teaching. The organization provides evidence of student learning and teaching effectiveness that demonstrates it is fulfilling its educational mission. Criterion Four: Acquisition, Discovery, and Application of Knowledge. The organization promotes a life of learning for its faculty, administration, staff, and students by fostering and supporting inquiry, creativity, practice, and social responsibility in ways consistent with its mission. Criterion Five: Engagement and Service. As called for by its mission, the organization identifies its constituencies and serves them in ways both value.
1st Break at end of Five Criteria discussion.

6. AQIP Accreditation at SAU
SAU’s accrediting body is the Higher Learning Commission (HLC).
The North Central Association (NCA) is that portion of the Higher Learning Commission that approves degree granting institutions like SAU.
The accreditation program within the HLC that SAU follows is the Academic Quality Improvement Program (AQIP) which requires use of Continuous Quality Improvement.

7. What is AQIP?
An accreditation process that requires the use of Continuous Improvement principles.
A program that uses systems thinking and is process focused on the future.
A program that relies on data and outcome measures.
A participatory process that involves internal and external constituents.
The foundation is fact-based decisions, working with diverse groups, resolving conflicts, and using quality based tools to build consensus.

8. AQIP Categories Helping Students Learn
Accomplishing Other Distinctive Objectives
Understanding Students’ and Other Stakeholders’ Needs
Valuing People
Leading and Communicating
Supporting Organizational Operations
Measuring Effectiveness
Planning Continuous Improvement
Building Collaborative Relationships

9. Key Components of AQIP
Strategy Forum I- Strategies for Action brings together teams from diverse colleges and universities to generate and test new improvement strategies in a creative, supportive environment Action Projects/Annual Updates Continuous Improvement of selected SAU processes that model the behavior of high performing organizations Systems Portfolio Report that describes systems and processes at SAU within the nine AQIP categories, that emphasizes how you conduct business

10. Key Components of AQIP Systems Appraisal
Feedback report on SAU’s Systems Portfolio from trained AQIP peer reviewers
Strategy Forum II- Climate for Continuous Learning
Brings together experienced teams from diverse colleges and universities to generate and test new improvement strategies in a creative, supportive environment
Quality Check-up Visit
Affirms accuracy of Systems Portfolio and confirms institution’s compliance Five Criteria of Accreditation

11. What do AQIP Action Projects Do?
Identify an opportunity to improve
Organize a team to develop interventions and make recommendations to leadership to implement interventions
Always evaluate the results of the intervention
Act to: standardize, adjust, or abandon intervention
Documents and disseminates the new process

12. What is Continuous Improvement?
A way for organizations to get better by:
Continually examining processes and systems (Plan)
Formulating possible interventions for improvement of those processes and systems (Do)
Using controlled experimentation to determine if the desired effect is achieved from those interventions (Check)
Act to standardize, adjust, or abandon the implemented interventions (Act)
More pervasive than just AQIP—diffused into departments, units, and programs

13. Four Principles of Continuous Improvement
Requires support and resources from management
Talk the talk
Walk the walk
Is process focused
Utilizes teamwork to address opportunities for improvement
Requires controlled experimentation (piloting) of interventions before formal change

14. Activity
Identify a process you feel is an opportunity for improvement. (Document the steps in the process).
Describe the desired result that you would like for this process. (Document what that result should be).
Identify possible interventions that will improve this process.

15. What is the Systems Portfolio?
A page public portfolio describing SAU’s fundamental institutional processes and systems.
The Portfolio covers the nine AQIP Categories, describing processes, results, and improvement questions in each category, and shows evidence that the institution continues to meet the HLC’s five Criteria for Accreditation.
Once created the Systems Portfolio is continually updated to reflect changes in the institution's systems and processes.
The Portfolio is a valuable resource for both internal and external audiences, including specialized accrediting organizations, state higher education agencies, prospective employees, and other stakeholders.

16. Purpose of the Systems Portfolio
AQIP calls upon institutions to submit a Systems Portfolio and undergo a Systems Appraisal every four years. The Systems Appraisal uses information from the Systems Portfolio to provide expert, objective, third party feedback on our strengths and opportunities for improvement. In turn, what we learn from the Systems Appraisal will help us determine our next targets for advancing quality at SAU through Action Projects and other planning processes.

17. Components of Systems Portfolio
Institutional Overview- Is a brief description that summarizes what is most important to SAU and the key factors that are influencing your overall direction.
Nine Categories (P,R, & I Questions)- Each of the Categories deals with a related group of processes, and allows an organization to analyze, understand, and explore opportunities for improving these processes. The Helping Students Learn section will occupy twice the space of any of the other eight categories in your portfolio.
Index- the location of evidence in the Systems Portfolio relating to the five Criteria for Accreditation
Self Evaluation- For each category, we will self identify which systems are strong and healthy, distinguishing them from the ones that present opportunities for improvement.

18. Creating a Systems Portfolio
faculty
staff
administrators
students
trustees
employers
focus groups
public
Suppliers
existing data
reports
evaluations
surveys
databases
descriptions
perceptions
policies
procedures
processes
Inputs
analyze
and
describe
current
goals,
practices,
and results
draft
the Overview
and each
Portfolio
chapter
Actions
Analyzing
and
describing
current
goals,
practices,
and results
Drafting
the Overview
and each
Portfolio
chapter
reach agreement
on current
goals,
practices,
and results
publish completed
System
Portfolio
Outputs
HLC
trustees
administrators
faculty
staff
students
parents
potential donors
employers
Stakeholders
The campus community contributes in multiple ways. Also discuss successes, pitfalls, barriers.

19. Principles of High Performance Organizations
Place high value on:
Focus: A mission and vision driven by students’ and other stakeholders’ expectations.
Involvement: Broad-based faculty, staff, and administrative involvement.
Leadership: Leaders and leadership systems that support a quality culture.
Learning: A learning-centered environment.
People: Respect for and willingness to invest in people (faculty, staff, and administrators).
Collaboration: Collaboration and a shared institutional focus.
Agility: Agility, flexibility, and responsiveness to changing needs and conditions.
Foresight: Planning for innovation and improvement.
Information: Fact-based evidence-gathering and thinking to support analysis and decision-making.
Integrity: Integrity and responsible institutional citizenship.

20. A Model for Institutional Effectiveness Structure
Process Improvement Teams
(process “owners”)
Division Liaisons
Category co-chairs
Steering Committee
(Oversight Team)

21. Lessons Learned
Recognize the inevitable struggle in the paradigm shift
Start with Continuous Improvement not AQIP
Continuous Improvement will advance College’s vision
Continuous Improvement is not a silo process
Use volunteers when selecting units for piloting

22. Take-away Tips
Keep the Systems Portfolio in the context of improvement, re-accreditation, etc., rather than as a “project” or “initiative”
Maintain continuous communication with the College about accreditation and CI effort
Keep supporting each other (Systems Portfolio Teams)
Celebrate success
Hold people accountable; don’t let them off the hook
Focus should remain on AQIP/CI
Faculty ,staff, and administrators are system and process owners

23. How you can HELP! Become an active member of a AQIP Project or CI team
Utilize the CI principles and PDCA Model
Avail oneself to training opportunities.
Integrate and model CI into the way you do business daily
Encourage your co-workers to submit Action Project proposals

24. Thank you for your attention and participation!