A perspective on institutional quality assurance

A perspective on Institutional Quality Assurance

National Conference on Innovations in Higher Education Quality Quality Enhancement Quality Sustenance Quality Promotion Quality Culture Quality Awareness Quality Assurance How are they different ?

QUA LITY ASSURANCE Quality Culture

The Quality Assurance Program Advance Sustain Attain

Higher Education - Today More people entering higher education than ever before Developed countries – working to expand higher education resources Developing countries – enhancing existing infrastructures to cope with demand The globalisation of education Growth in networks of higher and further education institutions across regions and countries Move towards mobile learning and remote learning Online learning increasingly at the heart of education Increasing competition Universities competing for staff, students (particularly from abroad), research funding, and partnerships Institutions investing heavily in ICT to support and maintain competitive position Increased Access, Equity and Accountability External Quality Assessment & Accreditation

Institutional quality assurance - REQUIREMENTS Entire Institution! All Programmes! What? What are the standards ? Policy and procedures for quality assurance F ormal mechanisms for the approval, periodic review and monitoring of the programmes and awards. Assessment of students Public information Information systems Learning resources and student support Quality assurance of teaching staff

QUALITY ASSURANCE AT THE LEVEL OF AN INSTITUTION Q = 9 M factors Man (Academic staff, Students) Materials Machines-Equipment Management Methods Measurement Motivation Money Markets

Monitoring and measurement Self assessment Analysis of data Continuous improvement Human Resource Management Management review Need for Internalizing and Institutionalizing Quality Assurance – measurement, analysis & improvement

The National Policy on Education NPE-86 recognises that a human being is a positive asset and a precious national resource which needs to be cherished, nurtured and developed with tenderness and care, coupled with dynamism. All Educational Institutions with the primary responsibility of human resource development must cater to Holistic Education leading to Student centric development: Personal skills (Self-awareness and Self-esteem) Interpersonal Skills (Teamwork ) and Societal Skills (Knowledge about Indian constitution and civic responsibilities) Therefore, Educational Services of an Institution should be directed towards Learner-develpment

"Tell me and I forget. Teach me and I remember. Involve me and I learn." Ben Franklin Therefore, all activities should be learner-centric

Evaluating Institution Effectiveness - Challenging Programs Institution Students Central focus of learning Courses Social Experiences (Adventitious happenings) Previous Academic Experiences Intentions, Goals, Commitments Psychology of individuals Pre entry attributes I N T E G R A T I O N Empirical support Strong Weak Competencies and Life Skills acquired Societal demands Aspirations, Goals, Commitments 21 st Century global competition Departure attributes and decisions M A R K E T D E M A N D S

NEED FOR A HIGH QUALITY LEARNING EXPERIENCE In the 21 st century context Self learning Skills for moving with times Communication skills Significant and lasting learning Augmentation of Intelligence Quotient IQ) Emotional Quotient(EQ) Spiritual Quotient(SQ) Practical skills Foundational knowledge Student engagement Human dimensions Value education

The following aspects are to be emphasized: 1. Commitment 2. Team work and Team building 3. Planning the Quality Assurance activities 4. Arriving at an Institutional quality Model 5. The discipline of Continuous Improvement 6. Willingness to adopt changes 7. March towards Excellence through strategic planning 8. Meet global challenges

1. Commitment Wanting to do well, to feel a sense of belonging to a group or a team of people working towards the same goals, and being determined to achieve those goals or targets should be the natural aspirations of staff in any organisation

2. Importance of Team work and Team Building “ It’s a fact that people working as a team can achieve better results than individuals working alone.”

Use the Team Building Tool http://www.teambuildinginc.com

PLAN CHECK DO ACT 3. Planning the Quality Assurance activities: The PDCA Cycle has utmost relevance to education institutions Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any.

Mission statement goals & aims expected outcomes process study programmes research projects community services output graduates scientific production services 4. Arriving at an Institutional Quality Model input management policy staff students funding facilities Realised mission Achieved goals Achieved outcomes Satisfaction stakeholders

5. The Discipline of Continuous Improvement Teaching, Learning, Community Building Deploy Integrate Approach Learn

Quality improvement (TAKING MEASURES FOR CORRECTION AT EACH CYCLE) TEMPORAL QUALITY ASSURANCE AT THE LEVEL OF AN INSTITUTION Every next cycle must be of better quality

6. Be willing to adopt changes Survival of any Institution …… depends on recognizing the writings on the wall ! It has to change with the times It has to learn from others who are doing better It has to brace up for the challenge: -from competition, -impact of internet, -sophistication of technologies, -constant response to stakeholder preferences -global demands .

What makes an institution Strong? Quality and versatility The continued relevance, quality and attractiveness of its courses The ability to renew itself without losing its base of excellence Committed and capable men and women who build and sustain it, regarding it as their own Do the staff belong to the college or does the college belong to them?

Every institution must Plan for Change knowledge sharing activities – match teachers talents with student training. Study demands of the Generation X and stakeholder needs. Make a 10 year blue print for the campus/institution Specify short-term goals for each year – review progress Net working/twinning for -sharing resources & manpower -exchange programme tie ups with other institutions in the neighbourhood (a thought on cluster institutions)

Quality Assurance calls for: Quality system deployment Advanced quality planning Comprehensive quality manuals Use of quality cost Involvement of non - production operation Failure Mode and Effect Analysis Statistical process control

Quality enhancement is a multi-pronged transformation process Gap analysis and awareness creation Faculty attitudinal change Institutional resources and innovation Policy reviews Administrative commitment Improved learning Changes In the Curricula Outcome: Effective education & employable graduates Multi-Stakeholder participation (all levels) Internalization and Institutionalization of Quality

Changing Ahead of the Curve “ Many institutions wait too long to attempt transformations, doing so only when the signs of trouble have become obvious. But in today’s unforgiving environment, that’s probably too late. High performers by contrast, change before they must, knowing that the best way to transform is from a position of strength.”

Institutional Processes to Improve Process Evaluation 7. March Towards Excellence through Strategic Planning: Adopt the Performance Excellence Model Adopt Performance Improvement, Benchmarking & Innovation Process Implementation Improvement Plan (PIIP) Student Learning Student Services Employee Services Support Services Strategic Planning Shared Learnings

Vision into Action is Strategic Planning Vision Mission Culture Values Why are we in business? ? How do we do business? ? Where are we now? ? Where do we want to be? ? Strategies Environment Assessment Gap Analysis

Strategic Planning Process contd … Goals Tactics Coordination Budgets How can we get there? ? How will we know we’ve arrived? ? Stakeholder satisfaction Reports Milestones

The difficult bit is ALWAYS yet to be achieved IN THE CLIMB UP THE EXCELLENCE MOUNTAIN

8. Higher Education: Global Challenges Collaboration tools Provide students with personalised learning experiences Help develop new learning/teaching platforms with stronger accountability and performance tracking Meet students demands for new learning tools and solutions to take advantage of Internet capabilities Recruit, retain, results Integrate and access a variety of student data securely (health, academic, business, legal) Utilise better solutions to manage administrative (HR, Finance) and supply chain demands Improve management processes Operations Cross institutional/business information-sharing and tracking Build research communities that are geographically dispersed Realise value of research Drive collaboration for innovation Institutions seeking opportunities to build global value chains Expand “for profit” opportunities to support financial needs. Web based systems to process student data Integrate data and applications across functions Implement management tools to cut IT costs Virtual classroom environment to provide e-learning environment for “anywhere” access to classes Create web based instructional tools and easier access to digital resources Deliver cost- effective IT infrastructure, access, multi-media learning environments Use of high powered computing & custom applications in research centres Technology enablers Challenges Description Teaching Research

ICT Challenges Mobility (students, faculty members)  wireless capabilities, always-on connectivity, information sharing Data management  Database capabilities, hosting, reporting, sharing e-learning/distance learning  Infrastructure for remote and/or live lectures, conferences and seminars Community and collaboration  Collaborative infrastructure, networking (portals, extranet…), anywhere/anytime access, identity management

Seek Solutions to Meet the Digital Challenge Learning Delivery & Management Teacher/Student Technology Experience Managed Operating Environment Integrated Administration Learning Potential Programmes Community IT Academy Learner Psyche Learning Gateway Learning Suite Learning Network Manager Integrated Administration

Enable Connected Learning Need: A Learning Gateway for a single, consistent framework that supports thriving communities of educators, policy makers, administrators, governments and students In too many cases stakeholders in higher education operate in loosely connected networks preventing true collaboration

Accreditation by any Quality Assurance Agency must not be the beginning but an end to the internal quality enhancement processes and efforts of any institution so that the spiralling effects of internalizing Quality Assurance paves way for perceivable enhancement in all constituents of the institution and leads to Excellence Otherwise……

This is how an HEI (and individual components of an HEI) would get entangled if change is not adopted at an appropriate time to MOVE FORWARD!!! Then it would be a point of no return !!! SO LET US ALL ACT NOW

Right Qualification frame work Right infrastructure Right Faculty Right Learning resources Right Delivery mechanism Right encouragement for research and Consultancy Right programs for institution-specific staff development & Right mechanisms of Internal Quality Assurance Therefore, Let us pledge to promote the eight “Rights” in an educational institution:

Let us all see Learning in a Whole New Light?

A perspective on institutional quality assurance

A perspective on institutional quality assurance

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A perspective on institutional quality assurance