Outline:

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Outline

• Quality
• Quality Assurance
• Quality Control (QC)
• Quality Improvement (QI)
• Total Quality Management (TQM)
• Accreditation
• Principles of assurance and accreditation process
• Strategic Planning(Vision, Mission, Goals,
  Objectives)

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Quality

• In health care, it is doing
• the right things
• right,
• the first time and
• all the time

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• How you know it is right??
• It is compared to standards
• Example

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• The term quality was first introduced by
  industry
• (quality of products)
• Quality is part of every day work in any
  recognized institution

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Disadvantages

• Lot of paper work
• Lot of definitions and terms
• Should I study in quality?

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Advantages

• Competent graduates
• Competent services
• Accreditation ? Recognized Institution
• Support continuing quality improvement

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Quality Assurance

• The means of ensuring that

Academic standards are defined and achieved in
line with equivalent standards nationally and
internationally
The quality of learning opportunities, research
and community involvement are appropriate and
fulfill the expectations of the range of
stakeholders.
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Quality Control (QC)

• A management process when actual performance is
  measured against expected performance and actions
  are taken on the difference

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Quality Improvement (QI)

• It is the science of process management.
• It transforms Inputs (difference) to outputs
  (Actions)
• It adds value and creates useful information.

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Total Quality Management (TQM)

• TQM are processes related to the coordination of
  activities connected with QA, QC and QI or with
  one of the three, as well as the administration
  and resource allocation of these processes.

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Accreditation

• The recognition accorded by the Agency to an
  institution which can demonstrate that
• Its programmes meet acceptable standards
• It has in place effective systems to ensure the
  quality and continuing improvement of its
  academic activities, according to the criteria
  published by the Agency.

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Principles of assurance and accreditation process

1. Focus on the customer (addressing the prime needs
   of the student, society and the labour market)
2. Leadership (uniting visions, aims and strategies
   in the educational community)

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• People involvement (confirming the effective and
  equitable participation of all who are engaged in
  education without discrimination and allowing the
  full use of their abilities for the benefit of
  education and the wider community)
• Focus on tools (addressing processes and means as
  well as product or outcomes)

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1. Adopting decisions on the basis of fact
   (encouraging and requiring judgements to be
   evidence-based and reasonable)
2. Continuous improvement (recognising the
   commitment to respond to changing needs)
3. Autonomy (respecting the responsibility of an
   institution for its academic activities)

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• Mutual benefits (taking an approach to the range
  of participants reviewers, institutions,
  students and the wider community that optimises
  the development and transfer of knowledge and
  skills)
• Next steps (ensuring that the Agency and
  institutions, being in a dynamic and open-ended
  process of continuing improvement, are committed
  to identifying actions and issues to be
  addressed).

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Some definitions

• Academic Standards
• Intended learning outcome
• Curricula
• Student assessment
• Student achievement
• Quality of Learning Opportunities
• Intended learning outcome
• Curricula
• Student assessment
• Student achievement

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Academic Standards
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Curricula

• The curricula for the program facilitate the
  attainment of the stated intended learning
  outcomes.

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Student assessment

• A set of processes , including examinations and
  other activities concluded by the institution to
  measure the achievement of the intended learning
  outcomes of a course / programme.

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Student achievement

• Levels of students achievements are maintained
  with due regard to the use of
• external reference points,
• moderation and
• evaluation of achievement.

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Quality of Learning Opportunities

• Teaching and learning
• Student support
• Learning resources

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Teaching and learning

• There are effective teaching and learning,
  informed by a shared, strategic view of learning
  and the selection of appropriate teaching
  methods and due attention is paid to the
  encouragement of independent learning.

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Student support
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Learning resources
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Strategic Planning
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Now it is time to dream
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Vision

• To define where we want to be we will use the
  vision of the organization, which can be defined
  as a shared vision of success and it is the
  pursuit of this success which inspires and
  motivates people to work together

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• The vision of the organization should
• challenge and inspire the group to work together
  to the utmost of their capabilities in order to
  achieve the purpose (Mission) of the organization.

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MRI Vision

• The Medical Research Institute,
• as an academic health-science institution,
• aims to assume a leading role in providing
  standardized science-based solutions for health
  care problems by innovative integration of
  research, education and clinical care in a way
  which serves not only the needs of our community,
  but also across national boundaries.

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Mission

• It can be defined as
• "the reason for being of the organization /
  institution
• we could also say that Mission is
• the role of the organization in respect of the
  vision.

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Writing a Mission statement

• It can be quite a challenging task and it will
  probably take some time.
• However its importance should be considered,
• not only because it is an essential element for
  strategic planning
• but also because the process can help the
  organization to involve the members in debating
  and agreeing on the reason for their work.

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• Of course there are different opinions on the
  contents of a Mission Statement.
• Mission statements should be concise, clear and
  attractive.
• In summary then, a mission statement could
  include
• What the organization intends to achieve.
• What we are good at. As a distinctive
  characteristic compared to other organizations.
• What we do, who we do it for and how we do it
• It should reflect the values of the organization
  and its specificity.

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• Once the mission is written, everybody involved
  in the process would probably experience a bigger
  feeling of ownership of it and therefore a
  stronger commitment towards the organization.
• It is important that is published and also that
  it is in some way incorporated into the
  organization's constitution or statutes.

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MRI Mission

• The Medical Research Institute is dedicated to
  enhance its service contributions in the
  community through
• Education with commitment and creativity
• Research with originality and applicability
• Health care with high quality and compassion

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Goals and objectives

• Discussions about goals and objectives will be
  pursued during the whole process of strategic
  planning. However at this point last stage of the
  process is in sight.
• By now most decisions would have been taken and
  the overall picture of the organization's
  direction should be clear.
• It is time now to agree on concrete measures to
  achieve the agreed results.

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MRI Goals

• Adopt basic and clinical research programs aiming
  at improving and solving current medical problems
  facing our community.
• Develop postgraduate educational programs which
  create highly employable graduates capable of
  contributing to their society and meeting high
  national, regional and international standards.
• Conduct continuous professional development
  programs to enhance knowledge, skills and
  attitudes of professionals and researchers.

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MRI Goals (cont.)

• Provide a high-quality and cost-effective health
  care through evidence based diagnostic and
  therapeutic services.
• Maintain maximum achievable levels of patient
  safety and satisfaction through the medical care
  we provide.
• Sustain a working and learning environment to our
  staff and students that promotes teamwork,
  commitment and professionalism.

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Objectives
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• Specific
• written in a concise form that clearly states
  when, how, and where the situation will be
  changed.
• Measurable
• so the achievement or process can be measured.
• Achievable
• the element of challenge has to be present to
  motivate people but they have to be affordable so
  as to avoid frustration.
• Relevant and Realistic
• focus on the priorities of the organization.
• Time-bound
• a time framework in which the objective will be
  achieved.

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Strategic Planning
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Educational Process
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• Quality Assurance and Accreditation Project
• http//www.qaap.net

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