2011 Quality Program Summary
Mott Community College
Flint, Michigan / http://aqip.mcc.edu/
QUALITY PROGRAM SUMMARY
“If the bulk of this material is available on the web, the Quality Program Summary
can simply consist of descriptions of web-based resources and links to them.”
AQIP Quality Checkup Guide, page 10
Q1 AQIP@MCC Web Pages. Since joining AQIP in 2005, Mott Community College’s primary method of
communication regarding its quality program has been a rich series of web pages on the MCC web site.
The AQIP@MCC pages have a dedicated URL for ease of access by Action Project team members,
internal stakeholders, and external audiences who may be interested in our quality efforts. Nearly
everything contained in this summary comes from MCC’s AQIP web resources. The web address is:
http://aqip.mcc.edu/
The AQIP@MCC quality pages serve as a real-time communication between Action Project team leaders
and members, as well as an archive of past work. The AQIP@MCC home page is designed to present
this current and historical information in a straightforward and user-friendly manner.
Figure Q1-1 Screen Capture of the AQIP@MCC home page
Because so many different types of resources are contained in the site, web design techniques have
been employed to streamline the look and feel of the page. Specifically, the MCC web design team has
employed the use of “twisties” to create nested lists on the home page. These appear as small arrows
which reveal longer lists of documents and web resources when clicked. This document contains
summaries and descriptions of the resources available online.
AQIP@MCC / 2011 Quality Program Summary
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The quality pages linked here are the primary means of communication for all AQIP activities at Mott
Community College. Below is a recent document explaining all AQIP@MCC Activity 2012-2013:
http://www.mcc.edu/aqip/pdf_aqip/AQIP_activity_through_2012-2013.pdf
Q2 Action Project Information. MCC has launched a total of eight AQIP Action Projects since 2005. Of
these eight, six have been official AQIP Action Projects that were uploaded to the AQIP Action Project
Directory and subject to the AQIP Annual Update feedback cycle. Each AQIP Action Project has its own
dedicated web page containing important communications, meeting minutes, work project archives,
and member contact information. Annual Updates and reviewer feedback on the six projects that were
uploaded into the AQIP Action Project Directory are also archived on these pages and available for any
interested visitor.
As part of our participation in AQIP, at any given time we maintain three “official” Action Projects which
are listed in the AQIP Action Project Directory. It should be noted that MCC initially selected projects
that were quite large in scope; in consultation with AQIP staff, peers at other AQIP institutions, as well
as internal members of our various quality efforts, our future Action Projects will focus on shorter and
more distinct project goals. Still, MCC has made considerable progress toward its AQIP Action Projects.
MCC uses a formal 7-step process for all AQIP projects; these stages are also used to track the progress
toward the Team’s goals. These 7 steps are quite common in CQI and were introduced to MCC during a
series of on-site training sessions conducted by Carol Tyler, former director of the quality program at Fox
Valley Technical College. Further details regarding this training may be found in Figure Q2-1 below. The
7 steps have been useful in providing a framework for quality work on our campus:
1
Identify area
for
improvement
2
Define
current
situation
3
Analyze
current
situation
4
Develop an
improvement
theory
5
Implement
best
strategies
6
Monitor
results
7
Adjust,
standardize,
or plan
further
Figure Q2-1 MCC’s 7-Step Quality Process
Two of MCC’s Action Projects have been “internal” teams that were not part of the AQIP Action Project
Directory. In both cases, these were pressing projects that the President and Executive Cabinet wished
to elevate to primary importance at MCC. While these are not reported in the Action Project Directory,
these teams have used the same structure and process as the official AQIP Action Projects. Each project
has a sponsor, team leaders, and cross-functional team leadership. The projects conducted in this
manner were Faculty Assignments, and Wait List/Retention Alert. Both projects involved activation of
new modules in college’s ERP platform, Datatel. Complex in nature, these projects required the work of
a large group of internal stakeholders.
Web Pages for Current AQIP Action Projects:
http://www.mcc.edu/aqip/aqip_actproj_develop_edu.shtml
http://www.mcc.edu/aqip/aqip_actproj_campus_cb_readiness.shtml
http://www.mcc.edu/aqip/aqip_actproj_comp_wellness.shtml
http://www.mcc.edu/aqip/aqip_actproj_wait-list-retention.shtml
AQIP@MCC / 2011 Quality Program Summary
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Web pages for Retired AQIP Action Projects:
http://www.mcc.edu/aqip/aqip_actproj_datatinterg.shtml
http://www.mcc.edu/aqip/aqip_actproj_degaud.shtml
http://www.mcc.edu/aqip/aqip_actproj_experedu.shtml
http://www.mcc.edu/aqip/aqip_actproj_profdev.shtml
Q3 Stakeholder Input Activities. On two separate occasions, MCC has conducted extensive and
sustained activities in order to gather internal and external input on its quality efforts. In 2005, MCC
worked with the Higher Learning Commission to launch the Constellation Survey and AQIP Conversation
Day. MCC was closed for an entire day and more than 500 employees took part in an all-day
stakeholder engagement activity facilitated by Lynn Priddy from HLC and James Honan from the Harvard
Graduate School of Education. A great deal of archived information about these activities is located on
the quality pages, including PowerPoint presentations, survey results, qualitative table reports,
suggested Action Project ideas, as well as photographs and video recordings from the actual event.
In 2009, a similar activity was undertaken to solicit input for MCC’s second-generation AQIP Action
Projects. Rather than close the college for an entire day, a half-day activity was designed that could be
repeated three times to afford a critical mass of employees the opportunity to participate. To draw a
distinction between these events and the Conversation Day that kicked off our AQIP efforts, these
sessions were named AQIP Discussion Days. Detailed information about these sessions is also available
on the quality pages. Below are links to a number of relevant resources that document MCC’s extensive
stakeholder engagement activities in 2005, 2006, and 2009.
2005 AQIP/HLC Report on Constellation Survey
http://www.mcc.edu/aqip/pdf_aqip/mottccconstelresultsrpt-final.pdf
2005 Conversation Day “Immediate Action” Items
http://www.mcc.edu/aqip/pdf_aqip/aqip_immediate_action_3x5.pdf
2005 Conversation Day PowerPoint
http://www.mcc.edu/aqip/pdf_aqip/mottccconvday_priddy_powerpoint.pdf
2006 Proposed Action Projects
http://www.mcc.edu/aqip/pdf_aqip/2006_Proposed_AQIP_Projects_Survey_Summary.pdf
2009 Discussion Days Power Point
http://www.mcc.edu/aqip/pdf_aqip/half-day_sessions_2009.pdf
2009 Compiled Table Reports from Discussion Days
http://www.mcc.edu/aqip/pdf_aqip/AQIP_Opportunities_2009-12-03.pdf
http://www.mcc.edu/aqip/pdf_aqip/AQIP_Opportunities_2009-12-04.pdf
http://www.mcc.edu/aqip/pdf_aqip/AQIP_Opportunities_2009-12-10.pdf
http://www.mcc.edu/aqip/pdf_aqip/AQIP_Strengths_2009-12-03.pdf
http://www.mcc.edu/aqip/pdf_aqip/AQIP_Strengths_2009-12-04.pdf
http://www.mcc.edu/aqip/pdf_aqip/AQIP_Strengths_2009-12-10.pdf
AQIP@MCC / 2011 Quality Program Summary
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Q4 Systems Portfolio. MCC made an extensive effort to create its Systems Portfolio as a living
document. As it exists online, MCC’s Systems Portfolio is a dynamic series of web pages that directly
meet the requirements set forth by AQIP, but also contain a number of multi-media elements, including
short video interviews with actual MCC employees describing our processes. The online version of
MCC’s Systems Portfolio may be accessed here:
http://www.mcc.edu/aqip/aqip_sys_portfolio.shtml
Figure Q4-1 Screen Capture of the MCC’s Online AQIP Systems Portfolio
During the development of the Systems Portfolio, a number of web-based resources were deployed to
coordinate the efforts of the various teams working on the document.
User’s Guide to 2009 Systems Appraisal Report
http://screencast.com/t/MTc3OGYwNjEt
Printable (PDF) 2009 Systems Portfolio
http://www.mcc.edu/aqip/sysport_files/MCC_2009_Systems_Portfolio_Submission.pdf
Description of MCC’s Process for Creating the 2009 Systems Portfolio
http://www.mcc.edu/aqip/aqip_sys_portfolio_process.shtml
Q5 History of AQIP at Mott Community College. The Higher Learning Commission launched its AQIP
effort at the same time MCC was undergoing preparations for a 10-year self study in the late 1990s. For
several years, leaders at MCC followed the development of AQIP and kept track of its progress. As early
as 2002, AQIP categories were used to develop MCC’s strategic plan. In 2005, the President of MCC sent
24 employees to the AQIP Colloquium to determine if MCC should pursue AQIP. Figure Q5-1 below is a
timeline of MCC’s involvement in AQIP.
AQIP@MCC / 2011 Quality Program Summary
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2002
2005
2006
2008
2009
[Pre-AQIP] MCC begins to use the 9 AQIP Categories in its Strategic Plan
[April] The president forms a 24-member Accreditation Recommendation Committee
(ARC) which attends the AQIP Colloquium and recommends that MCC apply to become
an AQIP institution
[November] MCC holds AQIP Conversation Day, which formally launches AQIP@MCC
MCC attends its first Strategy Forum in Lisle, IL
The department of Planning, Research, & Quality is created to support CQI efforts
[June - October] MCC submits its first AQIP Systems Portfolio and receives Feedback
[November] An anonymous survey is deployed to generate new AQIP Action Projects
[December] 3 half-day AQIP Discussion Days are held modeled on 2005 Conversation
Day
2010
[March] The President and Executive Cabinet (EC) select 4 new AQIP Action Projects
[May] MCC attends its second Strategy Forum in Lisle, IL (Creating the Climate for
Continuous Improvement)
2011 [September] Two of the four AQIP Action Projects make formal recommendations to
the President and Executive Cabinet
[November] MCC prepares for its first AQIP Quality Checkup by submitting a Federal
Compliance Packet and related materials
Figure Q5-1 Timeline of AQIP-Related Activities at Mott Community College
Prior to becoming an AQIP institution, MCC used the 9 categories to organize the 2002 strategic plan, a
practice that continues through the current plan. The familiar model used by AQIP to illustrate the
categories, reprinted here, has been an extremely useful visual aid in communicating the centrality of
student learning. This framework was printed in every version of the strategic plan, and has been part
of every AQIP presentation to the college and surrounding community:
3. Understanding
Students’ and
Other
Stakeholders’
Needs
4.
5.
6.
8.
9.
Valuing People
Leading and Communicating
Supporting Institutional Operations
Planning Continuous Improvement
Building Collaborative Relationships
1. Helping
Students Learn
2. Accomplishing
Other Distinctive
Objectives
7. Measuring Effectiveness
Figure Q5-2 AQIP Quality Category Framework
Simply printing this model on MCC materials does not ensure that the ideas behind the AQIP categories
and processes are embedded deeply in college systems. The CQI orientation built into the framework is
something a wide group of college leaders are attempting to model as a direction through Action Project
team activities, presentations, and strategic planning documents.
AQIP@MCC / 2011 Quality Program Summary
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Q6 AQIP@MCC YouTube Channel. In an attempt to add multi-media content to the 2009 Systems
Portfolio, a series of short and informal videos were produced to highlight MCC’s quality efforts. Each
video is approximately two minutes in length and consists of a college employee describing a process or
system outlined in the Systems Portfolio. The link for MCC’s YouTube channel is here:
http://www.youtube.com/AQIPatMCC
Usage statistics from the YouTube site, as well as results from our own AQIP Awareness Survey, indicate
that these resources are not heavily used. The intended audience of these videos was the same as the
AQIP Systems Portfolio.
Figure Q6-1 Screen Capture of the AQIP@MCC YouTube Channel
The YouTube channel and videos are maintained for archival purposes, as they directly support the
material presented in the Systems Portfolio and may be of interest to internal and external audiences in
the future. They serve as an example of how individual employees at MCC have interfaced with AQIP
efforts on campus.
Q7 Awareness of AQIP at Mott Community College. In preparation for the 2010 Strategy Forum, MCC
developed a web-based AQIP Awareness Survey that was deployed in May of 2010. The survey was
anonymous and did not ask employees to identify full-time/part-time status or employee group. Survey
respondents indicated the following:
 65% attended one of the AQIP Discussion Days in 2009
 54% attended AQIP Conversation Day in November of 2005
 47% had heard at least one AQIP presentation at a faculty/employee meeting
 14% had not attended any AQIP-related event
These results were widely shared with MCC employees and drove future communications and planning
concerning AQIP at MCC.
AQIP@MCC / 2011 Quality Program Summary
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In addition to asking questions about attendance and participation, the 2010 AQIP Awareness Survey
asked employees to rate their familiarity with particular aspects of MCC’s quality efforts. Figure Q7-1
below shows the relative awareness of several AQIP activities on a basic Likert scale.
180
AQIP all-employee
meetings
160
MCC's AQIP Action
Projects
140
MCC's AQIP web
pages
120
MCC's 2009 Systems
Portfolio
100
MCC's AQIP
YouTube channel
80
60
40
20
0
Completely
unaware
Mostly
Unaware
Somewhat
Aware
Very Aware
Extremely
Aware
Figure Q7-1 MCC Employee Awareness Survey Results by Communication Method
Employee awareness was highest regarding AQIP all-employee meetings (58% reported being very or
extremely aware) and MCC’s AQIP Action Projects (40% reported being very or extremely aware).
Awareness was lowest regarding MCC’s AQIP YouTube channel which contains a number of
supplementary videos (80% reported being mostly or completely unaware). Figure Q7-2 below shows
the raw number of employees involved in various AQIP activities over the recent past.
503 Attended AQIP Conversation Day in 2005
357 Attended the 2009 AQIP Discussion Days (half-day sessions)
64
Served on previous (retired) Action Project teams
57
Currently serving on Action Project teams
128 Responded to the 2009 Action Project Generation survey
276 Responded to the 2010 AQIP Awareness Survey
Figure Q7-2 Employee Participation in AQIP Activities 2005-2010
AQIP@MCC / 2011 Quality Program Summary
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The same survey asked MCC employees to rate their overall awareness of AQIP as a whole. 276
employees completed the anonymous survey. The overall awareness of AQIP is represented in Figure
Q7-3 below.
7%
12%
47%
34%
Figure Q7-3 Employee Familiarity with AQIP Activities at MCC
Again, the question was asked using a basic Likert scale from “Extremely Familiar” to “Never Heard of
It.” We were pleased to learn that 81% of employees reported some familiarity with AQIP. Additionally:
 47% were “familiar” or “extremely familiar”
 34% were “basically familiar”
 12% reported that they had heard of AQIP but “don’t know much about it”
 7% had never heard of AQIP
At the time of the survey MCC had 915 employees, 401 of whom were full-time. This survey
represented a 30% sample of all MCC employees. Employees were also asked to submit suggestions to
build awareness about AQIP and quality efforts on campus. One comment in particular was especially
helpful: “Explain what AQIP really is... I have a feeling that those of you who have been around awhile
assume that everyone else knows what this is all about.” We often reprint this comment in
communications and presentations.
Q8 Institutional Alignment. Alignment of processes under a unified mission has been a key concern at
MCC since becoming an AQIP institution in 2005. In our quality efforts at MCC, we have consciously
made use of the stages of quality development outlined in the AQIP publication Systems Portfolio Guide:
A Resource For Creating Your Systems Portfolio. In addition to being helpful in crafting our Systems
Portfolio, this publication has developed our understanding of where we are in our quality journey. This
AQIP publication may be accessed here:
http://www.aqip.org/index.php?option=com_docman&task=doc_download&gid=144&Itemid=128
In our Systems Portfolio and many other places, we consciously refer to the stages of development as a
way to model future processes and strive to become more aligned in our systems. Figure Q7-4 outlines
the stages as described by AQIP:
AQIP@MCC / 2011 Quality Program Summary
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Reacting
Approaches
The organization sees its operations as activities rather than processes. Operations
primarily respond to immediate needs or problems and don’t concentrate much on
anticipating future requirements, capacities, or changes. Goals are implicit and
poorly defined. There are lots of “informal” procedures and processes. “Putting out
fires” seems more important than preventing them.
Systematic
The organization is at the beginning stages of conducting its operations by
Approaches repeatable, consistent processes that it can evaluate and improve. It has begun to
see the value of making explicit the goal of every activity, procedure, and process
and of designing “proactive” processes that prevent rather than discover
(we believe
problems. There are early signs of closer coordination among organizational units,
MCC is here) with effective processes being deployed across the organization. Strategy and
quantitative goals are being defined. The walls between organizational “silos” are
beginning to erode.
Aligned
The organization groups and manages operations as processes that are repeatable
Approaches and regularly evaluated for improvement. It strives to make sure that what is
learned is shared among organizational units. Its processes address the
organization’s key goals and strategies. Coordination among units, divisions, and
departments is a major emphasis. People see “the big picture” and relate what
they do to organizational goals and strategies.
Integrated
Operations are characterized by processes that are repeatable and regularly
Approaches evaluated for change and improvement in collaboration with other affected units.
Efficiencies across units are sought and achieved through analysis, innovation, and
sharing. Processes and measures track progress on key strategic and operational
goals. Outsiders request permission to visit and study why the organization is so
successful.
Figure Q7-4 Stages in Organizational Quality Development (from AQIP web)
By keeping these stages specifically in mind, it is hoped that MCC will aspire to systems that are more
aligned, analysis-driven, and coordinated across organizational units.
About This Document. Because nearly all of the material presented here resides on MCC’s well-used
and comprehensive quality program web site, an attempt to present as many hypertext links as possible
has been made. Some of the information presented here comes from the Systems Portfolio itself, as
well as other AQIP documents such as the 2006 and 2010 Strategy for Action Workbooks, as well as the
two-page poster The Mott Community College Quality Effort: 2005-2010, all of which were prepared for
Strategy Forum sessions.
AQIP@MCC / 2011 Quality Program Summary
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