The CQI Steering Committee is the umbrella structure responsible for monitoring campus quality initiatives.   The committee is supported by both permanent representatives and those that rotate.   Permanent membership belongs to the Dean of Institutional Planning and Effectiveness, the Director of Institutional Research, the chair of the Assessment Committee, and the Vice President for Education.   Rotating members includes the chairs of all active AQIP Action Project Teams, representatives from active CQIN Project Teams, and leaders from active CQI Process Teams.   Membership will range from nine to twelve or fifteen members, depending upon what processes or projects are studied.

Meetings are held monthly throughout the academic year and during the summer months as needed.   The Steering Committee commissions all cross-functional CQI Process teams and is made aware of any intra-departmental teams that are being considered.   AQIP, CQIN and University System of Ohio activities are reported to the Steering Committee.   Progress reports from these teams are given by the assigned representative and in some instances support from the Steering Committee is requested.

All meeting minutes are posted to the electronic daily Update and to the CQI Webpage.  

Considerable discussion supported the need for a campus-wide understanding of our quality journey.   A seven-member team developed the thrust of the infrastructure and the College’s President explained the plan in his annual Fall Address to all employees that year. The final design was deployed during fall semester of the 2001-2002 academic year.   It is reviewed annually.

Costs were the man hours necessary for discussion and decision making.  

Initial resistance came from those not wanting to change.   Also, some of those in leadership positions not selected for team membership felt their input was more critical than that of team leaders of projects members not holding positions of authority.   In time, as the team membership has rotated, most of these concerns have disappeared.

Some handout materials are provided to encourage a better understanding of processes and projects.   Otherwise, time of the participating is the only cost.

Communication of quality initiatives and the progress reports are distributed across campus through electronic media, the CQI webpage, and report backs in meetings.   Feedback from staff members not directly involved in individual processes support that they are learning of our initiatives and may offer input if desired.   Individuals across campus continue to submit suggestions for improving processes on both sides of the house, and volunteers for service support the idea that our quality teams do get work done. Leadership of the CQI Process Teams is determined by the area the team focuses on and as such, allows opportunities to many staff who would not normally take on such roles.

Dr. Jane Salisbury

Dean, Institutional Planning and Effectiveness

jsalisbury@edisonohio.edu

937-778-7926

1. Open budget planning process links budget requests to college’s strategic objectives (Category 8P6)
2. Strategic Planning
3. Inclusive Strategic Planning Process Improves Strategic Focus
4. OnGoing Improvement (OGI) model directs strategic and systematic planning and improvement
5. Plus-it: A Continuous Improvement Model