Embed Size (px)
Citation preview
A MANUAL FOR INTERNAL QUALITY ASSURANCE
(IQA)
IN HIGHER EDUCATION (HE)
with a special focus on
Professional Higher Education (PHE)
QAULITY & QA
from HEI’s
VISION & MISSIONQA Seminar Vilnius – Workshop A.1
Lucien Bollaert
3 December 2014
IQA manual overview
Intro ESG I.1
Quality & QA
From vision to mission
From mission to strategy
SWOT
From strategy to policy
Quality & QA
Conclusions & good practices
IQA manual intro
ESG I.1 (2015) :
Institutions should have a policy for QA
that is made public and…
forms part of their strategic management.
Internal stakeholders should develop and…
implement the policy…
through appropriate structures and
processes, …
while involving external stakeholders.
IQA manual quality & QA
Dirk Van Damme (OECD)
Q
U
A
L
I
T
Y
EDUCATIONAL STRATEGIC CHOICE or REALITY
secondary
secondary
QF minimum standard/LO
excellence
HE a
HE b
secondary
HE c
Secondary minimum leaving standards/LO
IQA manual quality & QA
actual situation wished situationinput
“lower” or higher other profile/talentsinput(“doers” vs “thinkers”)
output
threshold or highest output as high as output possible
short-term knowledge LLL with transferable& skills competencesprocess
one fixed study flexible study program-programme programmes depending
on profiles/talents
IQA manual Quality & QA
Q is the added value between input &
output (via processes) mission (E/R/SS) institution’s strategy results
LO of input study programme achieved LO
“QA is a management approach to focus on the quality of
the organisation and is based on participation of all
stakeholders in order to satisfy their expectations and
aims as long as possible” (ISO)
input outputprocesses
Quality Management
added value = transformation
IQA manual vision & mission
from vision to mission (pp. 136-137)
vision mission
• the desired future HOW you will get
WHERE WHERE you want to
be
• the FUTURE purposes PRIMARY purposes &
& values objectives related
to your STAKE-
HOLDERS’ needs &
desires
• Where do we AIM What do we DO?
to be? What makes us different?
IQA manual vision & mission
from vision to mission (pp. 136-137)
vision mission
• deals only with the deals with PRESENT
FUTURE leading to FUTURE
• should be INSPIRING lists the broad GOALS
• for you & all staff prime audience is the
leadership & stake-
holders
• tells what you REPRE- ties back to stake-
SENT holders’ needs
• WHERE do we want WHAT do we do to-
to go to? When? How? day? Why?
IQA manual vision & mission
• Traditional mission of HE :
education | research | social services
• Modern formulation :
teaching & learning
continuum of modes of research
social impact
• Future mission of HE?
Co-creating Community in progres & process
LL learner’s centred L of competencies
international researching or creativity
network for innovation
strategic network of co-creation
from
M
I
S
S
I
O
N
to
V
I
S
I
O
N
IQA manual vision & mission
“PHE is a form of Higher Education
that offers a particularly intense
integration with the world of work in all
its aspects, including teaching, learning,
research and governance and at all levels
of the overarching Qualifications
Framework of the European Higher
Education Area” (HAPHE definition)
Rather a continuum in ways of teaching and
learning, research and governance
IQA manual vision & mission
desired future vision
to want
mission mission
future needed achievable future
to need to be able
What do we want to?
What does our
(political) context wish?
Which means do we
need?
IQA manual vision, mission & strategy
from vision & mission to strategyfuture
vision
mission
WHOare we?
do we want to be?
WHEREdo we want
to be active?
Which
ACTIVITIES?
WHATdo we want to reach
for our stakeholders?
HOWdo we want to reach
our objectives?
OBJECTIVES &
STRATEGY
HOWdo we want to deal
with our situation?
HOWdo we want to deal
with ourselves?
VALUES, BELIEFS &
CULTURE
Have our
activities
changed?
Do we
need a
new
strategy?
Has our
situation
& culture
changed?
IQA manual mission & strategy
Strategy tells us the means by which vision & mission could be achieved
mission (E/R/SS) institution’s strategy results
using criteria (standards
& indicators)
influenced by
development
influence
develop-
ment
phase
input outputprocesses
Quality Management (System)
transformation
underlying principles
underlying values
methodology
tool tool tool tool tool
IQA manual SWOT
future
turn W into S
turn T into O
IQA manual SWOT
SWOT analysis
IQA manual strategy & policy
Policy & strategy of PHE : (PHExcel)
Institutional policies and strategies are defined in
collaboration with all stakeholders and through
engagement with relevant professional regulatory
bodies and political authorities.
The policy and strategy drives structural involvement
with the world of work and wider society.
The policy and strategy drives an active and long-
term engagement with the community.
The work environment is fully supportive of
research and innovation and rewards these wherever
they emerge in the institution.
IQA manual strategy & policy
Policy & strategy objectives & outcomes of PHE :
The objectives and outcomes of the policies on teaching and
learning, and research and innovation have a clear focus upon
the needs and future developments of the world of work and
wider society.
Institutional objectives and outcomes focus on the
development of skills and competencies that enhance
employability, the societal contribution and personal
development of graduates.
The structural and systematic synergy with the world of work
is realised in the outcomes impacting on teaching and
research staff as well as in the staff and organisational
development.
Institutions develop and maintain structural community
partnerships.
IQA manual conclusions
Quality Culture (existing & wished)
Berings, Dries (2011)
IQA manual QA
Paradigm shift in concept of Q & QA(M)
early opinions new views
Quality is absolute and fixed Q is relative & multi-
layered
One standard is dominant… QA has many aspects
& determined by the producer Starting point =
customers’ needs
The final product is central… Service is vital
and should be inspected Q = result of
processes
Quality requirements are fixed Q requirements
change & raise
Quality control by quality unit Q = everybody’s
IQA manual QA
Q(A) development phases
# management & processes results
1. Q is result of individual commitment Q is variable
2. Beginning or thinking in processes Q is result of start of
systematic approach
3. Organisation is managed Q is guaranteed
professionally
4. Organisation & management are Q is continuously
systematically renewed improved with
innovation
5. Organisation is outward-oriented & Q is recognized by
strives towards excellence externals as excellent
international example
IQA manual QA
QA choices
QA on strategy no QA on strategy
TQM on E|R|SS QA on E
internal stakeholders internal & external
as consumers as co-creators
input & process & only output
output
enhancement-driven excellence-driven
transformation in QC no link with QC
QA unit responsible everybody engaged
yearly cycle x-year cycle
IQA manual conclusions
Characteristics of good IQA(s) (1)
Vision, mission & strategy are essential
in the quality (of the performance)
Vision & mission should be developed
in a systematic way looking at the
organisation’s culture, existence &
future
Vision & mission should give direction
& goals, and thus be inspiring &
motivating
IQA manual conclusions
Characteristics of good IQA(s) (2)
Vision & mission should be developed
with future-oriented stakeholders, both
internal & external
QA should not be limited to a tool to
control the realisation of the strategy
Monitoring this realisation is just one
aspect of TQM
IQA manual conclusions
Characteristics of good IQA(S) (3)
Formulate your (strategic) goals &
objectives in a SMART way (Specific,
Measurable, Attainable, Rewarding &
Timed)
A SWOT analysis is very helpful to
develop a vision/mission & strategy
Focus on the quality & continuous
improvement
of education, research & social impact
themselves
IQA manual conclusions
Good IQA(s) (specifically PHE) (3bis)
Bring in the world of work in strategy
& policy, governance, education,
research and social impact as deep as
possible
Engage representatives of the world of
work with a long term vision
Focus on the (inter)national future of
professions
Combine generic competenties with
LLL
IQA manual conclusions
