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Professional Development
at Mott Community College
An AQIP Project
Higher Learning Commission
Recommendation to the MCC
Executive Cabinet
by
MCC AQIP PD Project Committee
January 2008
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AQIP Project Timeline
• November 2005
Conversation Day
– Prioritization Process
– Community Input
• September 2006 P.D. Action Team formed
– Monthly Meetings
– Site Visitations
– Research
– Retreats with Facilitators
• January 2007
Recommendation to EC
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AQIP Action Project Process
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7-step Problem Solving Model
1.
2.
3.
4.
5.
6.
7.
Describe the problem
Describe the current process
Identify and verify the problem’s root cause
Develop a solution and action plan – we are here, today!
Implement the solution
Review and evaluate
Reflect and act on learnings
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P.D. Committee
• Sherry Bradish – Co-chair
• William Reich – Co-chair
• Larry Koehler – Co-chair
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Bernard Cunningham
• Melissa Rueterbusch
Crystal Croffe
• Randy Schapel
Jennifer McDonald
• Dolores Sharpe
Jennifer Fillion
• Terry Travis
Kate Schamanek / Brenda Phillips - Recorder
• Steve Robinson - Resource
• Gail Ives – Resource
• Martha Goldstein - Resource
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Amy Fugate - Sponsor
Mark Kennedy - Sponsor
Helen Burnstad – Consultant
Carol Tyler - Trainer
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Committee Goal
• The goal of this project is to implement a system
that supports and encourages professional
development and provides opportunities to
improve the knowledge, skills, and abilities of all
employees. As an organization, we will foster a
culture in which all employees are continuously
learning and improving their professional and
technical skill and experience and develop a
means for measuring the impact of professional
development. This will add value to the
organization and to our stakeholder community.
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Research Summary
• Research done at several institutions similar to MCC
– Site visitations
– Web searches
• Several models - every school does it differently – but
all have a funded, supported Center
• ASTD suggests 2% of payroll for P.D. – MCC close to
this
• Budgets and programs for P.D. should stay where they
are – but be coordinated
• Start small and let the center grow as needed
• P.D. center should assess institutional and individual
P.D. needs
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Committee Recommendation
• MCC commit resources to develop and promote culture
of P.D. for all employees
• MCC commit resources to staff and support a
“professional development center” to promote the
concept of a Learning College
• This center to coordinate with existing P.D. activities and
collaborate with all MCC departments to develop new
initiatives to benefit all employees
• MCC activate an advisory council to reinforce the
center’s mission
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Specific Action by EC
• Create professional development center
• Hire director for the center and provide
administrative support
• Assign appropriate budget
• Assign appropriate space and provide
appropriate furnishings for center
• Assemble P.D. advisory council
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Create Center
• Combine with proposed Center for
Teaching and Learning
• Use TAP position already identified in
Academic Affairs for director position
• Identify resources for administrative
support for the center
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Hire Director
• Create job description and process
through JEC
• Post position and hire director by summer
2008
• Assign existing or hire new administrative
assistant to support director
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Provide Budget
• Add necessary salary and benefit budget
for director and admin. assistant
• Add necessary operational and
administrative budget for center
• Maintain current P.D. budgets at divisional,
departmental, bargaining unit levels
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Assign Space
• Identify space to house center – combine
with Center for Teaching and Learning,
Service Learning, seminar rooms, etc.?
– Third floor of Library??
• Space can house director and admin.
assistant
• Provide appropriate furnishings
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Create Advisory Council
• Cross-functional, cross-campus council
• Assignment to provide support and input
to director of center
• Membership may be rotating, service time
TBD
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Organizational Chart
professional
development
center
Advisory
Council
Academic
Deans
Faculty
E. C.
V.P. A.A.
Director
Union
Leaders
Admin. Asst.
Members
Admin.
Directors
Staff
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Links to MCC Strategic
Plan 2007-2012
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1.1
2.2
3.1
3.2
3.3
4.1
4.2
5.1
5.2
Use research / development to enhance curriculum
Maintain technology to support employee productivity
Develop cross-functional improvement processes
Use AQIP principles for student success
Become more efficient in using resources efficiently
Align MCC programs to local labor market needs
Expand capacity to enhance viability of our community
Maintain performance standards for employees
Develop leadership excellence; strengthen employee
skills, productivity and accountability
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Links to MCC Strategic
Objectives 2007-2012
• 1.2 Courses, programs, services designed and delivered
to increase student success
• 1.4 Resources to deliver instruction and support
improvements
• 2.1 Pursuit of growth, development
• 3.3 Make communication a priority
• 4.1 Provide employees with P.D. opportunities
• 4.3 Establish culture that demonstrates value of education
• 7.1 Use methods to measure quality teaching and learning
• 7.2 Evaluate employees to ensure relevant employment
goals, including quality
• 8.1 Establish systematic approach to process
improvement
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Roll-out
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MCC Strategic Plan linkage
Definitions
Communication plan to college community
Web presence
Guarantee of confidentiality
Supervisors trained in “how to use” the center
Introduction of Individual Professional Development Plan
(IPDP)
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Director: “To Do”
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Focus on all employees
Collect and communicate current P.D. available
Gathering / catalyst role
Develop and support new P.D. activity
Help employees navigate P.D. system
Provide means to recognize employees
Record keeper for IPDPs, including analysis for P.D.
development (P.D. database?)
• Coordinate budgets and P.D. resources across MCC
• Establish assessment tools to examine effectiveness of
P.D. at MCC (e.g. Kirkpatrick or others)
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IPDP
• May include every kind of professional and individual
development to get to whatever goal(s) are necessary
/ desired
• Every employee encouraged to develop and keep
updated
• Provides data for P.D. program development
• May require gradual implementation for a variety of
reasons
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P.D. Program Suggestions
• Leadership, supervisory
• Technical, skill-set (software, equipment, etc.)
• Interpersonal (customer service, dealing with difficult
people, conflict resolution, etc.)
• Legal and compliance (sexual harassment prevention,
required certifications, etc.)
• Orientation (processes, systems, navigation, job types,
etc.)
• Personal enrichment (health, wellness, financial
management, social sharing, etc.)
• AQIP (tools, improvement processes, collaborative
problem solving, etc.)
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