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QQuality Promotion
&
uality Promotion
&
CCapacity Development…….
apacity Development…….
Lesley Boyd and Jill Fresen
QualityQuality
…..could they come to the aid of weary South African academics?
…..could they come to the aid of weary South African academics?
Dept of Telematic Learning and Education InnovationUniversity of Pretoria
IndependentQuality Assurance Consultant
AgendaAgendaQA initiatives get ‘bad press’QA initiatives get ‘bad press’
Reasons for failure of systems
Reasons for failure of systems
The solution: supportive programmes to empower
academics in their institutions
The solution: supportive programmes to empower
academics in their institutions
AgendaAgendaQA initiatives get ‘bad press’QA initiatives get ‘bad press’
Reasons for failure of systems
Reasons for failure of systems
The solution: supportive programmes to empower
academics in their institutions
The solution: supportive programmes to empower
academics in their institutions
Let’s face it....Let’s face it....
There has been a great deal ofsometimes passionate dissent about how quality improvement should beimplemented
There has been a great deal ofsometimes passionate dissent about how quality improvement should beimplemented
Road so far has been ‘tumultuous’Road so far has been ‘tumultuous’
Difficulties in implementation in any new system are not uncommonDifficulties in implementation in any new system are not uncommon
The Chasm....The Chasm....
Business as usual
Externaldemands
not well explained
not digestible
jargon ridden
time consuming
CONTROL POWER OWNERSHIP
alienationstressnegative impacton people
impression managementgame playingtick box mentality
Closing the chasmClosing the chasmBusiness as usual
Externaldemands
easily interpreted
benefits understood
not unduly complicated
politically acceptable
internally drivenCONTROL POWER OWNERSHIP
external accountability demands are absorbed as a part of normal QA activities
BalancingBalancingSELF EVALUATION
• Guidance is required on effective internal self evaluation mechanisms
• Quality is variable within the institution
• Working methods are individualised
• Little ownership of QA mechanisms
EXTERNAL CONTROL
BalancingBalancing
SELF EVALUATION
EXTERNALCONTROL
A ‘lighter touch’
Self evaluation mechanisms are established and proven to be effective
External QA systemsExternal QA systems
Basic conditions for success: simple and efficient as possible trusted by all stakeholders enable government to fulfill its responsibility for QA to parliament and the public cost effective recognised internationally
Basic conditions for success: simple and efficient as possible trusted by all stakeholders enable government to fulfill its responsibility for QA to parliament and the public cost effective recognised internationally
Vroeijenstijn, T. 2001
External QA systemsExternal QA systems
‘A successful QA system should empower learning providers to take responsibility for quality assurance’.
‘A successful QA system should empower learning providers to take responsibility for quality assurance’.
Vroeijenstijn, T. 2001
AgendaAgendaQA initiatives get ‘bad press’QA initiatives get ‘bad press’
Reasons for failure of systems
Reasons for failure of systems
The solution: supportive programmes to empower
academics in their institutions
The solution: supportive programmes to empower
academics in their institutions
Why do systems fail?Why do systems fail?
The users of the proposed system: don’t perceive a benefit can’t make sense of it can’t understand its purpose feel coerced into it don’t think it applies to them don’t accept they have a ‘problem’ situation had inappropriate or unrealistic expectations feel threatened by it
The users of the proposed system: don’t perceive a benefit can’t make sense of it can’t understand its purpose feel coerced into it don’t think it applies to them don’t accept they have a ‘problem’ situation had inappropriate or unrealistic expectations feel threatened by it
Effective implementation
Effective implementation
Effective implementation enables individuals to progress through a cycle of commitment
Effective implementation enables individuals to progress through a cycle of commitment
Deny
Resist Explore
Commit
Effective implementation
Effective implementation
Unconsciousincompetence
Consciousincompetence
Conscious competence
Unconsciouscompetence
Effective implementation
Effective implementation
‘The process of implementation is to marry the proposed system with the people who are going to use it, so that it becomes a part of their everyday work’.
‘The process of implementation is to marry the proposed system with the people who are going to use it, so that it becomes a part of their everyday work’.
Boyd, LG. 2004
‘A new system rarely succeeds purely by just being available, or at the other extreme, just by being mandatory’.
‘A new system rarely succeeds purely by just being available, or at the other extreme, just by being mandatory’.
AgendaAgendaQA initiatives get ‘bad press’QA initiatives get ‘bad press’
Reasons for failure of systems
Reasons for failure of systems
The solution: supportive programmes to empower
academics in their institutions
The solution: supportive programmes to empower
academics in their institutions
DefinitionsDefinitions
Quality Promotion:raising the awareness of the need for change
Capacity Development:enhancing skills to
achievespecific results
Quality Promotion:raising the awareness of the need for change
Capacity Development:enhancing skills to
achievespecific results
Adapted from HEQC Founding Document and website
InitiativesInitiatives
Quality Promotion Unit (1995-99) QA Managers Forums Regional HE institutions – FOTIM HEQC Programme of one day visits HEQC Improving Teaching and Learning Project First cycle of audits 2004 -2009
Quality Promotion Unit (1995-99) QA Managers Forums Regional HE institutions – FOTIM HEQC Programme of one day visits HEQC Improving Teaching and Learning Project First cycle of audits 2004 -2009
The requirement?The requirement?
A comprehensive quality promotion and capacity building programme to support and not burden the already quality weary South African academic.
A comprehensive quality promotion and capacity building programme to support and not burden the already quality weary South African academic.
Programme ObjectivesProgramme Objectives
share simple improvement initiatives
demystify and interpret QA theory and practice in a way which engenders ownership and motivation to develop internal QA systems
assist in scene setting for external audits
share simple improvement initiatives
demystify and interpret QA theory and practice in a way which engenders ownership and motivation to develop internal QA systems
assist in scene setting for external audits
Programme attributesProgramme attributes
aimed directly at supporting academics and departments available to public and private providers alike on a voluntary basis as a result of expressed needs simple and digestible in approach share best practice from those who
have made good progress
aimed directly at supporting academics and departments available to public and private providers alike on a voluntary basis as a result of expressed needs simple and digestible in approach share best practice from those who
have made good progress
ConclusionConclusion
Let us provide appropriate training and support to empower academics toimplement, and assume responsibility for, their own accountable quality assurance practices.
Let us provide appropriate training and support to empower academics toimplement, and assume responsibility for, their own accountable quality assurance practices.
Telematic Learning and Education Innovation
Telematic Learning and Education Innovation
Flexible Learning,
enhanced by Technology
Flexible Learning,
enhanced by Technology
E-
education
E-
education
Education
Innovation
Education
Innovation
University of PretoriaUniversity of Pretoria
E-EducationE-Education
Web-support Multi-media (on CD-Rom) Video production Video conferencing Interactive Television Graphic services Photographic services
Web-support Multi-media (on CD-Rom) Video production Video conferencing Interactive Television Graphic services Photographic services
QMS - PhilosophyQMS - Philosophy
evaluation, improvement rather than external accountability ownership and commitment from all practitioners in the E-education Unit
evaluation, improvement rather than external accountability ownership and commitment from all practitioners in the E-education Unit
Quality Management System
Quality Management System
DODO
Detailed work instructionsDetailed work instructions
Standards, checklists, forms
Standards, checklists, forms
ProceduresProceduresProcessesProcesses
PLANPLAN
Quality PolicyQuality Policy
Quality Objectives
Quality Objectives
Organisational Objectives
Organisational Objectives
CONTROL
CONTROLRecordsRecords
Measurements and Targets
Measurements and Targets
ACTACT
Feed
back L
oop
Feed
back L
oop
Boyd, 2001 – adapted from Waller, Allen & Burns, 1993
Procedure writingProcedure writing
Task teams Template for each procedure:
• Title of the procedure• Overview of the procedure• Objectives of the procedure • Numbered procedure steps • Responsibilities• Supporting documents & outputs• Footer: document control data
Example of a procedure
Task teams Template for each procedure:
• Title of the procedure• Overview of the procedure• Objectives of the procedure • Numbered procedure steps • Responsibilities• Supporting documents & outputs• Footer: document control data
Example of a procedure
Four levelsFour levels
ReactionLearningBehaviou
rResults
ReactionLearningBehaviou
rResults
Customer satisfaction
Kirkpatrick, D. 1998
Return on investment