April 25 – 27, 2012
Chicago, IL
AQIP STRATEGY FORUM
WHO WAS THERE?
• Kerry Hart, MCC President
• Susan Clough, Vice President of Finance
• Betty McKie, Vice President of Instruction
• Kent Bauer, Vice President of Student Success
• Derek Grubb, Director of Institutional Effectiveness
• Kathy Frisbie, Faculty, Chair of the Health Sciences Division, and Chair of Strategic Planning Team
• Greg Thomas, Faculty, AQIP Liaison
WHY WE WENT
• Necessary for Reaccreditation.
• To strategize ways to improve effectiveness at our institution.
• To share with and learn from other institutions.
IMPORTANCE OF ACCREDITATION
• Keeps our doors open
• Assures the public of quality in its educational institutions
IMPORTANCE OF QUALITY IMPROVEMENT
• Earmark of a successful organization
WHAT DID WE DO?
• The first half of the Strategy Forum was focused on the development of an action project in an area we as an institution recognize as needing improvement.
• The second half was focused on developing a quality culture initiative.
ACTION PROJECT
• The area we as an institution recognized prior to the forum as needing improvement was Category 7, “Measuring Effectiveness”
• Why?
• The Portfolio Appraisal Report from AQIP repeatedly brought it to our attention.
• We ourselves see the need to better document how we use data in making institutional decisions.
WHAT IS THE PROJECT?
• Title: “Aligning Data Needs and Processes”
• Focus is on better aligning data needs to decision making processes at every level of college operations.
• To be initiated in the Fall, when everyone is back from summer break.
QUALITY CULTURE INITIATIVE
• What is the state of our quality culture now?
• What can we do to improve it?
CULTURE SURVEY
• Prior to the Forum MCC employees participated in an online quality climate survey.
• Gives us a snapshot of our current quality climate.
• Results from all 14 participating institutions were compiled.
• The identities of individual institutions were kept confidential.
• The data revealed our standing in sixteen distinct aspects of institutional climate.
• Conflict Resolution
• Culture Management
• Disposition Toward Change
• Employee Participation
• Evidence-based Orientation
• Goal Clarity
• Human Resources Orientation
• Task Structure
• Institution Focus
• Institution Integration
• Locus of Authority
• Management Style
• Performance Orientation
• Reward Orientation
• Stakeholder Orientation
• Identification with the Institution
ASPECTS OF QUALITY CLIMATE
UNDERSTANDING THE RESULTS• 6 point scale
0 = lowest
6 = highest
3 = neutral
• Code
• Green bar = the average score of all 14 participating institutions
• MCC = institution “Y”
CONFLICT RESOLUTION
• The degree to which the institution encourages its employees to air conflicts and criticisms openly.
CULTURE MANAGEMENT
• The extent to which the institution actively and deliberately strives to shape the culture it wants through conscious, intentional actions.
DISPOSITION TOWARD CHANGE
• The degree to which employees are creative and innovative, and constantly search for better ways of getting the job done.
EMPLOYEE PARTICIPATION
• The extent to which employees participate in the decision-making processes of the institution.
EVIDENCE-BASED ORIENTATION
• [Awaiting exact definition from AQIP].
GOAL CLARITY
• The degree to which the institution creates clear objectives and performance expectations.
HUMAN RESOURCES ORIENTATION
• The extent to which the institution has high regard for its human resources.
IDENTIFICATION WITH THE INSTITUTION
• The degree to which employees identify with the institution.
INSTITUTION FOCUS
• The extent to which the insitution concentrates on those activities that constitute the fundamentals of its business.
INSTITUTION INTEGRATION
• The degree to which the parts of the institution operate in a coordinated way by co-operating effectively towards the achievement of overall institutional objectives.
LOCUS OF AUTHORITY
• The degree of responsibility, freedom, and independence that individual employees have.
LOCUS OF AUTHORITY
• The degree of responsibility, freedom, and independence that individual employees have.
MANAGEMENT STYLE
• The degree to which managers provide clear communication, assistance, and support to their subordinates.
PERFORMANCE ORIENTATION
• The extent to which individuals are held accountable for clearly defined results and a high level of performance.
REWARD ORIENTATION
• The degree to which performance determines recognition and rewards.
STAKEHOLDER ORIENTATION
• The extent to which the institution seriously seeks out and actively responds to the views of its students and stakeholders.
TASK STRUCTURE
• The degree to which rules, regulations, and direct supervision are applied to manage employee behavior.
WHAT DOES ALL THIS MEAN?
•MCC rocks!
A NOTE OF CAUTION
• Participating institutions were instructed to have at least 50 employees complete the survey.
• MCC had a return of about 42.
• The fewer people surveyed, the less reliable the results.
WHAT WE LEARNED AT THE FORUM
• We’re on the right path.
• We’re never done.
• How we improve is up to us.• Internally determined, not externally
mandated.
STRATEGY FORUM TEAM
Hard at work
WHAT IS THAT THING CRAWLING UP THE SIDE OF HIS FACE?
SHOOT OUT!
MCC WAS WELL REPRESENTED AT THE FORUM
Betty weighs in
QUALITY KINGDOM
Challenged to come up with a metaphor for our quality initiative, a fantasy board game theme emerged.
STRATEGY FORUM TEAM WITH FACILITATORSApril 27, 2010 - Chicago
