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How to connect (integrate )QA to the decision making processes at all levels? Blaženka Divjak University of Zagreb Purpose of quality assurance Impact of quality should be meaningful Improvement Main purpose
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How to connect (integrate )QA to the decision making processes at all levels? Blaženka Divjak University of Zagreb Purpose of quality assurance Impact of quality should be meaningful Improvement Main purpose of internal quality evaluation, but not exclusively because external QE works as a catalyst for internal improvement Accountability Main purpose of external quality evaluation, but again not exclusively Achieving goals (nurturing values), strategic planning, working according institutional values, enhancing QC Culture eat strategy for breakfast J.Juran Impact on the system; ability to justify and support justified change, but aviod redundancy 1 Results of QA Self evaluation report Statistics, students evaluations, quantitative and qualitative data Sometimes tendency to hide weaknesses Report Strict criteria and procedures of evaluation may work against innovation and creativity and relay on bureaucratisation and inflexibility Additional qualitative and quantitative data Follow up procedures? Linking evaluation to funding all (?) levels of decision making? HEI decision bodies Aim: improvement, accountability Government National level Aim: accreditation, funding, efficiency accountability To all of them (including students and employers) QA provide useful information (informed decisions) is it possible?! 2 HEI Rector Faculty Department Study programme level network, not always hyrarchy Individuals (students, teachers) Stakeholders, market Give them roles in QAS All levels of DM should live QC Is it possible for QAS to support all of them? Limited resorces for QAS External vs Internal External (an event type QA) more clearer output (easier to see recommendations) but missing local data Important for institutional leadership as well for national DM bodies Internal (continuous type of QA) a lot of data, self evaluation, sometimes boring procedures Can be used for daily management as well Introduce: Flaging system for importance and make responsibility plan (for different levels of DM) for problem solving 3 Practices Evaluations available, but limited resources to tackle all the issues good practice: Exp 1: Initial idea: Pick 3 4 common themes to deal with Decide on responsibilities and levels Add: priorities setting due to risk assessment Help in conflict resolution: external member of QA committee Exp 2: student evaluations goal: minimal standards; visibility Pick 30 worst cases development plan follow up Exp 3: give priority to processes that are important for DM but also individuals (not necessarily for the same reasons ) Transparent student assessment Bad practice : results available but not on time for DM or student evaluations are not take into consideration in DM Other issues QAS for administration Link between QAS and DM depends very much on organizational structure of HEI Problem of dividing DM between academic (Senat) and business affairs (Council) Insufficient communication between two top DM bodies Important of consultations (communications) an all levels and between all levels aviod redundancy in data collection and confusion in methodology and be careful in interpretation(s) Correlate internal and external data and methodology as much as possible 4 Thank you Corralate QAS and decision making processes closely correlated it means that impact of QAS should be meaningful to DM at ll levels as well QA agencies Use balanced approaches (common themes vs risk assessment) Take into consideration results of external and internal quality evaluation in process of DM but with awareness of context and purpose of different evaluations Put in place formal as well as informal periodic consultations (communications) an all levels and between all levels Plan your QAS (processes and tools) carefuly in order to avoid redundances and to collect what we need for DM (it s probably for external accreditation as well ) 5
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