1. AQIP Accreditation Systems Appraisal 2010
AQIP Portfolio, Appraisal, and Strategy Forum

2. AQIP Accreditation Components
We are here
Every seven years - reaccreditation visit
Every four years
Every year - three Action Projects
System Portfolio
System Appraisal
NMU
AQIP
Strategy Forum (3 day retreat)
2009 Reaccreditation visit
2010 Systems Portfolio (100 pages we send to AQIP), Systems Appraisal (50 pages written appraisal AQIP sends us), Strategy Forum (we meet with AQIP to discuss the issues identified)
Current Action projects are:
Knowledge management system – II (benchmarking data and key performance indicators)
Internships and Work Experiences Procedure Review
Academic Program Review
NMU AQIP website has full information and documents.
AQIP Portfolio, Appraisal, and Strategy Forum

3. Systems Portfolio (to AQIP)
Institutional Overview – NMU profile
Nine categories covering breadth and depth of institution’s functions and administration
Three phases of improvement cycle
Process (96 questions)
Results (50 questions)
Improvements /use of data (20 questions)
Sent in May 2010
AQIP Portfolio, Appraisal, and Strategy Forum

4. Systems Appraisal (from AQIP)
We’ve shown improvement since the 2006 appraisal
Received in Oct. 2010
Important message: we’ve improved a lot in both write-up and actuality in past 4 years. Rewrite goal was to eliminate all accreditation issues and as many strategic issues and OO scorings as possible. We succeeded.
Failed accreditation issue is cause for losing full accreditation
5 Accreditation Issues for 2006 were:
1) Ongoing assessment provides evidence of effectiveness
2) All levels of planning aligned to fulfill mission
3) Goals for student learning outcomes are clearly stated for each program
4) High level leadership is actively engaged with continuous improvement
5) Measures, benchmarks targets, results lead to quality improvement
SS – Outstanding strength
S – Strength
O – Opportunity
OO – Outstanding Opportunity
AQIP Portfolio, Appraisal, and Strategy Forum

5. Systems Appraisal – Strategic Issues
The improvement cycle runs from developing vision and goals from culture, to plan and action processes, to evaluation and use of data for revision. It repeats endlessly so continuously improve.
In 2006, there were 17 serious overriding concerns. In 2010, there are 3.
AQIP Portfolio, Appraisal, and Strategy Forum

6. Systems Appraisal - Item Scoring
Examples of (formal) processes we do well:
robust curriculum development for courses
course scheduling
First year experience program
Review of vendors to most effectively meet our needs
Data results would be:
-regular surveys of alumni and participation in the NSSE to document current student perceptions and attitudes.
-cohort performance measures to track students’ progress
-state peer data as evidence of productivity and effectiveness of employee groups
Use of data for improvement:
-Purchasing studied card usage and entered into an online supplier contract saving substantial costs.
-Space Utilization Committee, Facilities, and Registrar‘s Office assessed scheduling guidelines to concentrate class placement to three (3) core buildings during non-peak hours to save operational costs
AQIP Portfolio, Appraisal, and Strategy Forum

7. Strategy Forum – 3 day retreat (with AQIP)
Purpose
Use Systems Appraisal and collected input
8 member NMU team focuses on improvement strategies
Outcomes we bring home
Specifically, how we will improve one AQIP category of high priority
Specifically, how we will improve NMU’s culture & infrastructure of continuous improvement
Identify other AQIP institutions as peers
These “specifics” are drafts of action projects or tactical steps.
Peers are valuable. They are needed as references in the portfolio and in action projects. Approx. 10 schools will participate. All have completed at least 2 Systems Portfolios.
AQIP Portfolio, Appraisal, and Strategy Forum