Higher Learning Commission (North Central Association)

Comparison/Evaluation ofAQIP and PEAQ

Michelle Johnston

Accreditation

• Higher Learning Commission (North Central Association)—one of six regional associations

Two Types

• Program to Evaluate and Advance Quality (PEAQ)

• Academic Quality Improvement Program (AQIP)

Characteristics

• Voluntary

• Self-evaluation (Self-study)

• Peer review (eligible and trained peer reviewer, consultant-evaluators) in the specific processes—AQIP and PEAQ

• Quality Assurance

Accreditation Types

• Institutionalized (HLC) - has as guiding principles promotes:– Integrity,– Flexibility,– Openness, and– Excellence.

• Specialized-programmatic

(NCATE, TEAC, NRPA)

Accreditation as a Learning Experience

• Learning experience for all;

• All university participants learn; and

• Consultant-evaluators learn.

PEAQ Criteria

1. Mission and integrity2. Preparing for the future3. Student learning and effective

teaching4. Acquisition, Discovery, and

Application of knowledge5. Engagement and Service

PEAQ

• Succinctly, the mission is the key element in this form of accreditation. The question needs to be asked: Is there evidence that all components of the institution support the mission?

Ferris’ Mission Statement

• Ferris State University will be a national leader in providing opportunities for innovative teaching and learning in career-oriented, technological and professional education.

AQIP Criteria

1. Helping students learn2. Accomplishing distinctive objectives3. Understanding student and

stakeholder needs4. Valuing People5. Leading and communicating6. Supporting institutional operations

—providing an environment in which learning can thrive

AQIP Criteria cont.

7. Measuring effectiveness8. Planning for continuous

improvement—vision, planning, strategies, action plans, coordination, alignment of strategies and action plans

9. Building collaborative relationships to determine how they contribute to accomplishing the mission

Fits the distinctive nature of the institution—based on mission

Defining quality as meeting stakeholders expectations

Self-study process helps institution maintain focus

Focus on stakeholder expectations--learning outcomes

Effective evaluation of the whole organization

Institutional self-assessment from a quality perspective

Connects with ongoing vision of the organization

Broad-based involvement

Engages the multiple constituencies of the organization

Leadership supports a quality-driving culture

Builds on existing practices Institution centers on learning

PEAQ AQIP (launched 1999)

Has strong President and Board support Systematic development of faculty, staff, administrators, etc.

Draws on recognized leaders throughout the organization

Internal and external collaboration

Produces evidence that accreditation criteria are met

Quality-driven institutions promote flexibility and agility

Commitment to peer review Foresight—future oriented

Cyclical Information—use data

Integrity—institution fulfills its public responsibility toward citizens

PEAQ AQIP (launched 1999)

PEAQ AQIP (launched 1999)Cyclical continuous improvement

Three cycles—Action (one-year); Strategy (four-year); Accreditation (seven-year)

Action project committed to three or four action projects to complete in months or years with Action Project updates—improvements in Systems Portfolio

Strategy in which institutions maintain systems portfolio describes systems and processes used to achieve goals; participation in strategy forum drives organizations

Accreditation—reviews evidence of action cycles and strategy cycles—check-up visits before reaffirmation of accreditation

Flexibility

• AQIP has the action and strategy cycles

• PEAQ is flexible according to the institutional mission

Autonomy• PEAQ is mission-driven while AQIP

asks about our stakeholders. Therefore, I think both can allow Ferris State University to be autonomous in its decision making.

• AQIP – institution decides on actions and strategy sessions.

Sustained Work

• AQIP because it is continuous. There are always action cycles and/or strategy cycles in which the institution should be engaged, rather than PEAQ in which there is a 10-year cycle. In some institutions, there are stops and gaps between cycles.

Greater Continuity of Effort

• Perhaps AQIP because it looks at the stakeholders and the objectives that support the learning of our primary stakeholders (students).

Institutional Culture• Ferris State University is familiar

with the PEAQ process. It would take professional development to for all (faculty, staff, administrators, etc.) to make the change. However, Ferris State University does support professional learning which is AQIP.

Goal Setting and Planning

• Procedures; Both

Convenience

• Probably PEAQ, but AQIP would engage more people and sustain the improvement.

Gain More Knowledge

• AQIP because there is continuous work and data analysis.

Positive Improvement

• AQIP because of the action and strategy cycles

• AQIP really needs someone to oversee all of the cycles

Summary – Closing Thoughts

• What do you think?