action planning for post- quality assurance reviews* professor andrew s downes pro vice chancellor...

ACTION PLANNING FOR POST- QUALITY ASSURANCE REVIEWS*

Professor Andrew S DownesPro Vice ChancellorUniversity Office of Planning and DevelopmentUniversity of the West Indies*Quality Assurance Unit Workshop on Action Planning for Implementation, March 6, 2015

OUTLINE OF PRESENTATION

Quality Issues in Strategic Planning Action Planning Framework Project Management Tools for Action

Planning Some Considerations for Departments

QUALITY ISSUES IN STRATEGIC PLANNING

Strategic Planning sets out the long term direction for the organization in a coordinated and systematic manner—mission, vision, goals/objectives and broad strategies and initiatives

UWI’s Strategic Plan 2012-2017 contains several references to the quality dimension of strategic planning:


– The delivery of accredited quality programmes at reasonable cost (basis of competitive advantage)

– The provision of high quality customer (staff and students) service (IOP perspective)

– Improvement in the quality of the working conditions of staff (EED perspective)

– Recruitment and Retention of high quality staff and students (Outreach perspective)

– Improvement and harmonization of quality assurance practices and processes across the campuses (T&L perspective)


Quality Assurance Review Process involves:– Internal Evaluation including the preparation of a Self

Assessment Report by department/discipline members– External Evaluation by an external review team– Action Plan to respond to the agreed recommendations of

the review process

The key objective of the exercise is to enhance the academic and administrative quality of the department/discipline’s operations

ACTION PLANNING FRAMEWORK

Action Planning is a key element of the overall planning process in an organization especially during the implementation or execution phase.

McChesney-Covey’s Four Disciplines of Execution:– Focus on the wildly important goals/objectives– Act on ‘lead’ indicators which measure the key activities

that must be undertaken to achieve goals/objectives– Keep a compelling scorecard to monitor progress and

communicate to stakeholders– Create a cadence of accountability


In the context of the QARs, action planning refers to the process whereby a department translates the agreed recommendations into executable, measurable and accountable actions to achieve the goal of enhancing the quality dimension of its operation.

Action planning is also part of the institutional effectiveness process and proposed Quality Management System.


For each recommendation, the action planning process requires the specification of– Key objectives of actions ( what); – Output(s) ( what for);– Strategies/activities (how)– Responsibilities (who)– Timelines (when)

The Template for an Action Plan is given as:

Recommendation/Action to be taken

Objective(S)

Initiative(s) Success Indicator(s)

Resources Required (budget)

Start Date

Completion date

Party(ies) Responsible

Collaborators

Risk Factors


Over the planning period, progress with the activities/initiatives will be monitored and evaluated— measurement and data collection will be critical

The Reporting Template for the Action Plan would cover:– Action– Initiative– Progress to date– Reason for Variance

PROJECT MANAGEMENT TOOLS FOR ACTION PLANNING

Action Planning involves the design and management of projects (i.e. a series of tasks directed towards a specific outcome/goal)

Action planning therefore involves the use of three (3) key project management tools:– Logical Framework (LF)– Work Breakdown Structure (WBS)– Gantt Chart (GC)


The Logical Framework (Logframe):– A methodology/tool for planning, managing and

evaluating programmes, projects and operations and involves the following:

Problem analysis Analysis of objectives Analysis of strategies Design of activity and resource schedules Stakeholder analysis Preparation of the Logframe

LOGICAL FRAMEWORK MATRIXNarrative Summary

Verifiable Indicators (OVI)

Means of Verification (MOV)

Important Assumptions

GOAL

PURPOSE

OUTPUTS

ACTIVITIES Inputs

Project Structure Indicators of Achievement

Means of Verification

Important Assumptions and Risks

GOAL:What are the wider objectives which the activity will help achieve? (Longer term impact)

What are the measures/indicators/judgement to determine goal achievement?

What sources of information exist or can be provided to allow the goal to be measured?

What external factors are necessary to sustain the objectives in the long run?

PURPOSE:What are the intended immediate effects of project?What changes will activity bring? What are the benefits, to whom?

What are the measures/indicators to judge achievement of purpose?

What sources of information exist or can be provided to allow the achievement of purpose to be measured?

What external factors are necessary if the purpose is to contribute to achievement of the goal?

OUTPUTS:What deliverables are to be produce to achieve the purpose

What kind and quality of outputs and by when will they be produced? ( Quantity/Quality/Time)

What are the sources of information to verify the achievement of the outputs?

What are the factors not in control of the project which are liable to restrict the outputs achieving the purpose?

ACTIVITIES:What must be achieved to get the outputs

What kind and quality of activities and by when will they be produced?

What are the sources of information to verify the achievement of the activities?

What factors will restrict the activities from creating the outputs?


Work Breakdown Structure(WBS)– Simply subdivides a complicated task into smaller

tasks until a level is reached where further subdivision is not feasible.

– It assist with the estimation of time, costs and resources associated with the project/tasks

WBS does not show the sequence in which work is performed hence a scheduling tool is needed.


Gantt Chart:– Show the amount of work done or task completed in certain

periods of time in relation to the amount planned for those periods

– A graphical method of presenting information on work completed within a scheduling arrangement

Drawback of Gantt chart—determining the impact of a slip of one task on the other tasks of a project can be difficult.

Other scheduling tools have been developed:– Critical Path Method (CPM)– Performance Evaluation and Review Technique(PERT)

SOME CONSIDERATIONS FOR DEPARTMENTS

Carefully review the recommendations of the QA of discipline/department

Identify reasonable/doable key recommendations in light of the strategic/operational plans---use retreat, brainstorming etc

List the benefits of the undertaking the agreed recommendations—VC’s Award for Excellence!!

Develop an Action Plan using the PM tools—measurement, data collection, accountability

Review progress with the Action Plan.

action planning for post- quality assurance reviews* professor andrew s downes pro vice chancellor...

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