Quality Assurance System at Azerbaijan University of Languages Jala Garibova Baku

Quality Assurance System at Azerbaijan University of

Languages

Jala GaribovaBaku

Quality Assurance and Control Center at Azerbaijan University

of Languages

Established: November 2008 under TEMPUS SCM project “Establishing Quality Control Systems at Azerbaijan

Universities” Project partners: Winchester University (UK) Warsaw University (Poland) Carlos III University of Madrid (Spain) Baku State University Khazar University Azerbaijan University of Languages

QA Predecessor at AUL:

Center of Evaluation of Education and Social Research

Established: May 2005

Responsibilities: Provision of expertise on quality of

higher education

Activity Outcomes

Information about education process at the University (to be used by top management)

Close observation of the development of new curricula, new examination and grading methods

Understanding problems encountered by students and staff

Facilitated decision making

QA CENTER STAFF

Director

EXPERT

TYPIST

CHIEF EXPERT SOCIOLOGIST

Quality Assurance: Mission Envisioned

Creating quality cultureDevelopment vs. discipliningPublicityCorporate culture Social responsibility Regional and international integrationEnhanced research and academic standardsPromoting civil society

Quality Assurance via International Projects

Curricular reformsResearch StandardsStructural Changes and Institutional ReformsAssessment CriteriaResourcesInfrastructureBologna requirementsLocal and regional outreachSchool reforms

International Partnerships and QA procedures (1)

Haccettepe University ( Turkey )

Curriculum modernization (focus on learning outcomes)Structural changes Joint degrees

Marc Bloch University ( France )

Curriculum reforms (focus on learning outcomes)3-cycle system: transfer of degrees (doctoral programs)Mobility of students and staff Joint degrees Structural changes

International Partnerships and QA procedures (2)

Oslo University and Agder University (Norway)

Staff mobilityStudent mobilityImproved academic standards and focus on learning

outcomesECTS implementationCountry- wide reforms

Essex University

Program audit (new tradition in QA in Azerbaijan)Student mobilityJoint degrees

QA Tools (1)

Review process:

PERFORMANCE EVALUATION

Internal review External reviewImplementing

Review Outcomes

QA Tools (2)

Performance evaluation

Academia UnitsTop

management

Administration and support staff

Programs/courses

QA Tools (3)

Internal review:AcademiaPrograms

UnitsUniversity

Self assessment Peer reviewCommittee assessment

Student/upward feedback

QA Tools (4)

External review:

DepartmentsUniversity

Peer reviewIndependent

Agencies

State Accreditation

International Programs

QA Tools (5)

Implementing Review

Outcomes(individuals)

Extended contracts

PromotionAssistance along “progress route”

Dealing with “difficult cases”

QA Tools (6)

Implementing Review

Outcomes(units/programs)

Sustained/closed programs/units

Higher Degree of Flexibility and

Autonomy

Voice in the Reform process

Increased finances (???)

Performance EvaluationAcademia:HiringPromotionCriteria revised (higher level of skills required, student feedback)Non- academic staff:New requirementsAdopting international standards of hiring Units:Peer reviewNew self-assessment tools (reporting on Why? How? What for? instead of What? Where? When?)Top management:Upward ( 360° ) feedbackPrograms: Internal ( upward and downward )External ( local and international )University:Accreditation (local or international)Upward evaluation

Assessment of Academic StaffCriteria

Required knowledge and skillsResearch MotivationCorporate input

Procedures

Certification of required knowledge and skills(internationally recognized language tests etc.)Motivation letter Student assessment reports of previous periods (if available)Research profile (sources of publication)Proof of input in overall reform process at AUL and/or

countrywideInterview (interview process revised)

Structure of Unit Self-Evaluation

Presentation of the mission and strategy List of staff Teaching matters Students’ matters Research activitiesEducational management issues Intra-university, interuniveristy and international cooperation The most important achievements The weakest points (real or potential) problems Plans for the near future Graduate profiles and intended learning outcomes

Program evaluation • Education objectives and intended qualifications of• graduates• Compliance of the curriculum with the educational

profile of graduates• Employability of graduates • Compatibility with ECTS• Compatibility with learning outcomes descriptors• Assessment criteria• Resources involved • International compatibility • Sustainability report

ACTIONS TO BE PERFORMED (1)

Modernization of Curricula

Students- centered approach Interactive teaching Defining learning outcomesFlexibility of deliveryCritical teachingTeam workGrading and assessmentStudent choice (electives)Transparency Student work-load Boosting Bologna

ACTIONS TO BE PERFORMED (2)

Research

Measuring on quality, not on quantityReach-out through international partnershipsIntegrating research into educationInternational standards

ACTIONS TO BE PERFORMED (3)

Structural changes

New units establishedChanges in functionsChanges in structural responsibilitiesChanges in the work-loadRestructuring HR Department

HR Procedures Revised

Increased responsibility of HR staffCommunication techniquesIncreased language skillsInterview “know-how”Strategic communicationProject-based approach

IMPACT(1)

Legal Framework Education lawRevised legislative documents Financing patternsInfrastructure

IMPACT(2)

Promoting civil society and expanding a political

space for educational reforms

Student involvementInternational expertiseRegional growth of projects through follow-

up initiatives Transnational HE policyCompetition and merit-based reward

Values Obtained: Improved academic standards and modernized

curriculaImproved Educational managementMarketability of researchHorizontal (not vertical) managementConcreteness of functionsLinkage among positions and functionsDynamic activity within a stable structure Consistency and stabilityBalanced approach (think globally, act locally)AutonomyTransparency Boosting reformsRegional effect