College of DuPage has moved from a traditional model of accreditation to the Academic Quality Improvement Program (AQIP), a quality-based, continuous improvement model of accreditation through The Higher Learning Commission (HLC), a Commission of the North Central Association of Colleges and Schools (NCA). This model is based on the Malcolm Baldrige National Quality Award Program and incorporates a review process designed to deliver clear, concrete and efficient feedback to participating institutions. Additionally, it provides assurance of institutional quality to NCA and other audiences and constituencies. As encouraged by NCA, the college is customizing the AQIP process to conform to its evolving culture of continuous improvement.
Academic Quality Improvement Project Accreditation Timeline
C.O.D. has successfully completed the initial requirements for participation in the Academic Quality Improvement Program (AQIP). In October 2001, C.O.D. submitted the Goals Commitment Declaration for the three AQIP action projects, a major component for accreditation. C.O.D. reports its progress in an annual update provided to HLC each September.In 2004, C.O.D. completed its first three- to five-year cycle when it submitted a systems portfolio to NCA. The college then initiated a new cycle of continuous improvement action projects. In 2006, C.O.D. attended its second Strategy Forum. In 2008, it is expected that HLC will issue a formal reaffirmation of accreditation including a certificate for the institution, a letter to the United States Department of Education, and press releases.
Continuous Improvement Organization
In its move to a continuous improvement organizational model, C.O.D. has recently implemented a new structure for the Institutional Effectiveness Council (IEC). The newly formed IEC will oversee all quality- and effectiveness-related activities at C.O.D. The council’s responsibilities include:• Managing the content and production of the AQIP Systems Portfolio
• Coordinating Quality Improvement Project (QIP) teams
• Assessing the effectiveness of the college’s assessment processes
• Assessing and improving the effectiveness of the college’s planning processes
• Assessing and improving the measurement of the college’s effectiveness
• Serving as a resource for all Continuous Improvement (CI) teams
• Communicating effectiveness activities to the college community.In addition, the college has created the Quality Improvement Council (QIC), a group comprised of members of the IEC along with the Leadership Council, an across-the-college constituency-based group. The QIC has overall responsibility for the college’s accreditation processes. It will be responsible for chartering future QIP teams, approving QIP team recommendations, and acting upon effectiveness issues that are related to accreditation.
Continuous Improvement Process
The continuous improvement (CI) process at C.O.D. requires the college to identify purposes and goals, plan activities, implement planning, assess results of implementation with measurable outcomes, and incorporate and integrate indicated modifications where appropriate throughout the institution.The college uses reporting documents to ensure standardization and efficient communication.
Continuous Improvement Training
Continuous improvement and facilitator training were initiated during the summer of 2001. The effort is ongoing. While college leaders, continuous improvement opportunity team members and facilitators were the first to be trained, it is the college’s intention to eventually train all employees through a train-the-trainer program.AQIP
The Academic Quality Improvement Program (AQIP) represents the portion of the overall continuous improvement effort that relates to the college’s quality-based accreditation process through HLC. The nine criteria for AQIP accreditation are based on the Baldrige criteria. C.O.D. uses the AQIP criteria, as written by the HLC, as the foundation by which the college continuously monitors its performance.AQIP Action Projects
Three of C. O. D’s Action Projects have been retired. The first team designed and implemented systems and processes to improve developmental students’ skills in reading, writing and mathematics and to ensure their success in college-level English and mathematics courses. A second team designed and implemented an efficient and effective advising system to help C.O.D. students meet their individual educational goals. The third team developed effective and productive partnerships with area high schools to meet the needs of four primary stakeholder groups: high school students, their parents, high school teachers and administrators.C.O.D has three current Action Projects. Action Project 4, Valuing People Through Enhanced Communications, has been charged with improving the satisfaction levels of employees by creating a culture where everyone accepts their responsibilities for decision making and obtaining appropriate information to perform their duties. Action Project 5, Improve Academic Readiness of Students, has the goal of framing key priorities and creating actionable strategies to improve students’ academic readiness, while Action Project 6, Improve Student Engagement, has the goal of framing key priorities and creating actionable strategies to improve student engagement. Click here to go to the AQIP Action Projects page.
Benefits of AQIP/Continuous Improvement
Through the implementation of AQIP and continuous improvement, benefits to the college are continuously emerging. The use of quality tools has improved college meetings and increased the use of data rather than anecdotal information in decision-making. An example already underway is the modification of the college-wide program review process to systematically sustain continuous improvement and emphasize program quality. As C.O.D. develops increased expertise in the use of quality tools, institutional performance should become more effective and productive.
Joseph E. Collins, Ph.D.
Institutional Representative to the Higher Learning Commission
(630) 942-3203
Charts
• AQIP Timeline• Management Advisory and Operational Processes
