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Addressing the AQIP Systems Appraisal Feedback Report

Addressing the AQIP Systems Appraisal Feedback Report. Prepared by Roxanne Munch January 4-5, 2007. Overview. What is the AQIP Systems Portfolio? How and when did JJC prepare it? How often do we submit and revise it? What does it cover? What is the Systems Appraisal Feedback Report?

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Addressing the AQIP Systems Appraisal Feedback Report

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  1. Addressing the AQIP Systems Appraisal Feedback Report Prepared by Roxanne Munch January 4-5, 2007

  2. Overview • What is the AQIP Systems Portfolio? • How and when did JJC prepare it? • How often do we submit and revise it? • What does it cover? • What is the Systems Appraisal Feedback Report? • Who prepares the report? • What information does it contain? • How do we use it?

  3. What is the AQIP Systems Portfolio? • A self-study document • A required step in the AQIP accreditation process • A “living” work for supporting and documenting continuous quality improvement • A public document

  4. Preparing the Systems Portfolio • Who prepares it? • AQIP colleges select their own method. • JJC created small teams for each chapter. • JJC’s leadership team was Denis Wright, Ryan Smith, and Roxanne Munch. • When? • AQIP colleges may begin working on their Systems Portfolio as soon as they enter the AQIP program. • The template was not yet ready when JJC joined AQIP. • JJC began and submitted its first portfolio in 2004. • In what format? • Print • Electronic posting and submission • NOTE: The Systems Portfolio is absolutely limited to 100 pages!

  5. Submitting the Portfolio • Print copies were required in 2004. • Reviewers each received a copy from the HLC. • JJC provided copies to the Board of Trustees, the Cabinet, and the team of authors. • Submissions and revisions are now electronic. • The AQIP college liaison may make revisions electronically at any time.

  6. Portfolio Contents: Nine AQIP Categories • Category #1: Helping Students Learn • Category #2: Accomplishing Other Distinctive Objectives • Category #3: Understanding Students’ and Other Stakeholders’ Needs • Category #4: Valuing People • Category #5: Leading and Communicating • Category #6: Supporting Institutional Operations • Category #7: Measuring Effectiveness • Category #8: Planning Continuous Improvement • Category #9: Building Collaborative Relationships

  7. Portfolio Contents: Critical Characteristics • Historical Information • Mission, Vision, and Goals • Demographic Information • Partners, Competitors, Programs • Key Opportunities and Challenges • Organizational Structure

  8. Portfolio Contents: Chapter Structure • Contexts—factual information specific to the school and the category. • Processes—Explanations of how the college conducts its operations. • Processes are a series of steps. • They are often represented graphically by flow charts or action graphics. • Results—Data generated by measuring the processes. • Results are often represented with graphs. • Results show changes internally over time. • Results show data compared or benchmarked to outside measures. • Improvement—Evidence of how results are used to improve operations.

  9. What is the Systems Appraisal Feedback Report? • A systematic response to the Systems Portfolio • An anonymously prepared external review • A set of guidelines for identifying strengths and opportunities for improvement

  10. Preparing the Feedback Report • Who prepares it? • A team of 6-7 trained examiners • A blend of experienced and newer examiners • A blend of examiners from various academic backgrounds and geographic locations • How is it prepared? • A team leader coordinates the process • The HLC provides templates for each stage of the process • Teams prepare individual drafts and collaborate through conference calls • Individuals “champion” assigned chapters • The team participates in final editing and review before submitting to the HLC

  11. Contents of the Feedback Report • Critical Characteristics—Specific relevant characteristics are identified for each category • Evaluations—SS, S, O, OO • Comments—Statements identifying the specific strengths and opportunities • Rubrics—A ranking system to identify progress in the quality journey. Rubrics are no longer used. • Strategic Issues—Key trends throughout the document that deserve particular attention

  12. Using the Feedback Report • Strategic Issues • Potential priorities for change and improvement • Potential topics for future Quality Action Projects • Opportunities for Improvement • Areas needing a clearer or more complete system • Areas needing a better explanation in the portfolio • Strengths • Areas for continued enhancement • Cause for celebration!

  13. Some Final Thoughts • The hardest part of the Systems Portfolio process is understanding systems. • Systems are not “stuff.” • More is not better. Padding the portfolio with fluff doesn’t work! • Systems are dynamic and complete. • They shouldn’t have loose ends and stray parts. • Good systems are clear, transparent, replicable, and logical.

  14. Some More Final Thoughts • Good portfolios will become better when • The “contexts” sections shrink, • The “processes” are complete and clear cycles with good graphical representations, • The “results” will grow with more trend data and comparative data, • The “improvements” will be measurable and ongoing, and • EVERYONE will have read and understood AQIP’s questions and the college’s responses!

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