Outcomes & impact of the Outcomes & impact of the Project and remaining Project and remaining

challenges: Durban University challenges: Durban University of Technology of Technology

Outcomes & impact of the Outcomes & impact of the Project and remaining Project and remaining

challenges: Durban University challenges: Durban University of Technology of Technology

Bella Sattar, Director: CQPA

&

Lesley Cooke, Specialist: CQPA

Overview

• Context: Our merger• The model for mutual support• Proposed phases for the project• Phase 1: Diagnostic analysis• Phase 2: Project implementation plan• Phase 3: Implementation• Remaining challenges

• Acknowledgements

The Merger in the melting pot of higher education

• First Higher Education Merger MLS + TN = DIT DUT

• A collision of cultures

• Sertec HEQC

• A trajectory for change: moving to a unified approach to quality systems

Core activities: Teaching & LearningResearchCommunity ServiceTechnology Transfer

Support & administrative activities for staff and students

Strategic planning, governance and resourcing

Impact tracking

AB

D

C

Adapted from the Model for Mutual Re-enforcement (Scott & Hawke, 2003)

Model for mutual support

Proposed phases for the project

ACTIVITIES TIME FRAMES

Phase 1: Diagnostic analysis and reviewConducted by researcher who will be appointed and paid by the

HEQC

October/November 2005 to April 2006

Phase 2: Development of detailed project implementation plan April 2006 to June 2006

Phase 3: Implementation of planWill overlap with HEQC audit which is scheduled for August 2007.

Amendments to the project implementation plan may be necessary after the audit

July 2006 to November 2008

Phase 1: Diagnostic Analysis

• March – April 2006• Dr Michael Smout• Analysis of existing quality management

systems• Informed development of detailed project

implementation plan

Implementation

• Plan further amended in light of pending Institutional Audit (August 2007)

• Four key areas:1. A quality management system for experiential

learning

2. An electronic profiling system for monitoring the quality of academic programmes

3. A system for management of academic programmes

4. Enhanced and improved quality literacy

Quality management: experiential learning

WIL database

Minimum standards

Literaturesearch &

review

Focus group

interviews

QM for EL

System for quality management of academic programmes

QM of academic programmes

Conceptual framework: programme management

Collaboration with UKZN

Template: subject descriptors

Database: subject descriptors

Faculty workshopsAudit: programme

legal status

Programme review &

evaluation

Minimum standards & Database

QM: Foundation provision

User surveys

Enhanced & improved staff quality literacy

Improved quality literacy

of staff

Workshops with Workshops with academic academic

departments and departments and support services

Capacity Capacity development development

for CQPA for CQPA staffstaff

Visits by Visits by international international

expertsexperts

Outcomes & impactIssues emerging from the diagnostic analysis Outcomes/impact

Integration of quality assurance, planning and resource allocation

Linked to implementation of the Strategic Plan

Review and streamline committee structures for QA and planning

A streamlined committee structure has been developed

Establish posts for five Quality Promotion Officers to operate at a Faculty level

Five posts established. Four staff were appointed to these posts in 2007

Review of the content and format of existing DUT policies Policies were reviewed, standardised format was implemented

Benchmarking the quality of academic programmes Minimum standards developed, piloted in one programme, process for implementation is work-in-progress

Enhancing MI systems for the purposes of tracking quality PeTALS

Confirm and document the mandates of support departments Ongoing audit of support departments

Building the capacity of the Heads of Department for programme management and academic leadership

Capacity building workshops

Maintaining momentum with regard to planning and establishing a positive culture for planning

Strategic Plan finalised and approved by Strategic Planning Committee. Operational Plan work-in-progress

Promoting community engagement Linked to Strategic Plan

Benchmarking support departments Ongoing capacity development of support departments

Management of academic programme structure Capacity building workshops & PeTALS

Remaining challenges & sustaining the outcomes of the project

• Conceptual framework for, & QA of, WIL• Conceptual framework for programme

management• Quality assurance for quality enhancement: a

shifting paradigm• Quality literacy for quality enhancement• Student quality literacy • …• Presentation of Report to the DUT on Monday

27th October, 2008

Acknowledgements

• The DUT acknowledges the support provided by the :o Finnish Government o HEQC

• In addition, Bella & Lesley acknowledge the support from:o Reshma & Anusha [CQPA]o Executive Management & staff from the DUTo Focus group participants from the DUT, UJ,

CPUT, TUT, & NMMU