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QUALITY ASSURANCE:QUALITY ASSURANCE:FACULTY OF LAW, MAKERERE FACULTY OF LAW, MAKERERE
UNIVERSITY – STUDENTS’ ROLEUNIVERSITY – STUDENTS’ ROLE March 2007March 2007
ByBySam LubogaSam Luboga
Deputy Dean EducationDeputy Dean EducationFaculty of Medicine, Makerere UniversityFaculty of Medicine, Makerere University
QUALITY GOAL OF QUALITY GOAL OF MAKERERE UNIVERSITYMAKERERE UNIVERSITY
QualityQuality of academic of academic provision:provision:TeachingTeachingResearch Research ServiceService
Obstacle or Opportunity? Obstacle or Opportunity? (Shortages/Challenges)(Shortages/Challenges)
Current Current Unhappy Unhappy SituationSituation
Preferred Preferred Happy Happy
SituationSituation
WHAT IS A “VISION”?WHAT IS A “VISION”?
QUALITY ASSURED
THE VISION OF MAKERERE THE VISION OF MAKERERE UNIVERSITYUNIVERSITY
To be a centre of academic To be a centre of academic excellence, providing world-excellence, providing world-class teaching, research class teaching, research and services relevant to and services relevant to sustainable development sustainable development needs of societyneeds of society
THE MISSION OF MAKERERE THE MISSION OF MAKERERE UNIVERSITYUNIVERSITY
To provide quality teaching, carry out To provide quality teaching, carry out research and offer professional research and offer professional services to meet the changing needs services to meet the changing needs of society by utilizing world-wide and of society by utilizing world-wide and internally generated human internally generated human resources, information and resources, information and technology to enhance the technology to enhance the University's leading position in University's leading position in Uganda and beyondUganda and beyond
ALL EMPHASIZE ALL EMPHASIZE QUALITYQUALITY..
FROM YOUR PERSPECTIVE, TO FROM YOUR PERSPECTIVE, TO WHAT EXTENT IS QUALITY WHAT EXTENT IS QUALITY
ACHIVED IN YOUR FACULTY?ACHIVED IN YOUR FACULTY?
What is the definition What is the definition of:of:
QQuality?uality?
QQuality uality assuranceassurance??
QQuality assurance system?uality assurance system?
BBenchmarkingenchmarking??
DEFINITIONSDEFINITIONS
Quality:Quality: Fitness for purpose; Fitness for purpose; conforming to preset products and conforming to preset products and process (ISO 9000) standardsprocess (ISO 9000) standards; ; products and services meeting products and services meeting needs/satisfaction of customersneeds/satisfaction of customers
Quality Assurance:Quality Assurance: All policies and All policies and processes directed at ensuring processes directed at ensuring enhancement of quality and enhancement of quality and standards of educational provisionstandards of educational provision
Quality Assurance System:Quality Assurance System: Internal Internal organizational structures, resources and organizational structures, resources and processes needed to implement quality processes needed to implement quality assurance functionsassurance functions
Benchmarking:Benchmarking: Recognizing & examining Recognizing & examining best practices in the world and using the best practices in the world and using the knowledge to improve all aspects of the knowledge to improve all aspects of the organizationorganization
Total Quality Management:Total Quality Management: Involving Involving everyone in the organization in everyone in the organization in continuously improving all continuously improving all products and products and processesprocesses to achieve, on every occasion, to achieve, on every occasion, quality that satisfies customers’ needsquality that satisfies customers’ needs
PURPOSES OF THE WORKSHOPPURPOSES OF THE WORKSHOP11
Bring staff & students of pilot Bring staff & students of pilot faculties up to date on the faculties up to date on the University Quality Assurance University Quality Assurance PolicyPolicy
Reach consensus on proposed Reach consensus on proposed activities within pilot projectactivities within pilot project
Solicit ideas from students on Solicit ideas from students on how best to promote Quality how best to promote Quality AssuranceAssurance
TIP OF THE ICEBERG PRINCIPLETIP OF THE ICEBERG PRINCIPLE22 NEVER IGNORE WEAK SIGNALSNEVER IGNORE WEAK SIGNALS
8383747487879797NKOZINKOZI
4545444413138282IUIUIUIU
2424434329299595MUSTMUST
3939313139399090MAKMAK
OppotuOppotu
ResearResearEntrepEntrepComp Comp
skillsskillsEmployEmployUNIVUNIV
TIP OF THE ICEBERG PRINCIPLE TIP OF THE ICEBERG PRINCIPLE NEVER IGNORE WEAK SIGNALSNEVER IGNORE WEAK SIGNALS
NKOZINKOZI
IUIUIUIU
MUSTMUST
MAKMAK
UNIVUNIV
979710010084849595100100
25255050434345458383
44446161454545458181
22222929434333337575
Cater Cater CampCamp
Accom Accom CampCamp
Equip Equip & Lib& Lib
AvailaAvailabTMbTM
Good Good LecturLecturee
FAKE IT TO GET ITFAKE IT TO GET IT
Just by thinking you are the best you will become the best – Napolean Hill
You will find you have to produce materials that support the positioning
You will tend to find ways that focus on delivering excellence and value to prove you are the best
CAPTION FROM THE NEW CAPTION FROM THE NEW VISION 30/10/06VISION 30/10/06
Is any of this true of your of Is any of this true of your of your faculty?your faculty?
What do you find very What do you find very satisfying (is of high quality) satisfying (is of high quality) in your faculty?in your faculty?
What do you find not so What do you find not so satisfying (& needs quality satisfying (& needs quality improvement)?improvement)?
WHY IS QUALITY AND WHY IS QUALITY AND QUALITY ASSURANCE SO QUALITY ASSURANCE SO
IMPORTANT?IMPORTANT?
PURPOSE FOR QUALITY PURPOSE FOR QUALITY ASSURANCEASSURANCE33
Ensure that products and services Ensure that products and services meet customer needsmeet customer needs
Ensure benefit not harmEnsure benefit not harm Minimize errors, their costs and Minimize errors, their costs and
potentially serious consequencespotentially serious consequences Ensure maximum efficacyEnsure maximum efficacy Promote reputation of institution Promote reputation of institution Beat the competitionBeat the competition
WHAT IS COST OF QUALITY?WHAT IS COST OF QUALITY?33
Failure – waste that Failure – waste that could be avoided, could be avoided, e.g. e.g. injusticesinjustices: : consequences & consequences & remediesremedies
Appraisal – Appraisal – stopping defects stopping defects going unnoticedgoing unnoticed
Prevention – Prevention – eliminating Wasteeliminating Waste
3. VIRTUOUS CYCLE: TARGET 3. VIRTUOUS CYCLE: TARGET QUALITY OF PRODUCT AND QUALITY OF PRODUCT AND
PROCESSPROCESSImproved fit for purpose
Product improvement
Process improvements
Improved conformance to specifications
Improved reputation
Improved customer satisfaction
Increased demand
Higher prices
Increased productivity
Lower production costs
Quality improvement programmes
Increased profits
WHAT AREAS IN MAKERERE WHAT AREAS IN MAKERERE UNIVERSITY & YOUR UNIVERSITY & YOUR
FACULTY SHOULD FACULTY SHOULD QUALITY QUALITY ASSURANCEASSURANCE FOCUS ON? FOCUS ON?
AREAS OF FOCUS FOR A AREAS OF FOCUS FOR A QUALITY ASSURANCE SYSTEMQUALITY ASSURANCE SYSTEM
1.1. Mission and objectivesMission and objectives2.2. Educational principles, Educational principles,
processes and programmes processes and programmes 3.3. Assessment of traineesAssessment of trainees4.4. Student selection, Student selection,
administration, academic administration, academic guidance/support & guidance/support & representation representation
5.5. Academic staff/facultyAcademic staff/faculty
1.1. Educational settings and Educational settings and resources, library, ICTresources, library, ICT
2.2. Monitoring and Evaluation of Monitoring and Evaluation of programmes and coursesprogrammes and courses
3.3. Governance and administrationGovernance and administration
4.4. Universal accessibility for Universal accessibility for physically disabledphysically disabled
5.5. Socio-psychological learning Socio-psychological learning environmentenvironment
6.6. Continuous institutional renewalContinuous institutional renewal
FOR A QUALITY ASSURANCE FOR A QUALITY ASSURANCE SYSTEM TO WORK SYSTEM TO WORK
Constant “Monitoring and Constant “Monitoring and evaluation” evaluation” Checks, audits, and Checks, audits, and corrective actions corrective actions
Ensure the highest Ensure the highest achievable qualityachievable quality
FACTORS AFFECTING QUALITYFACTORS AFFECTING QUALITY44
ProcessInput (Students)
Quality of
Output
Books & Cases Personnel
Environment Methods
What else?
ELEMENTS OF A QUALITY ELEMENTS OF A QUALITY ASSURANCE SYSTEMASSURANCE SYSTEM66
PROCESSESINPUTSQUALITY OUTPUTS
Organizational leadership & management
Personnel: Training
Standards
Assessment
Documentation
Su
pp
liers
Cu
stom
ers
Rewards
QUALITY ASSURANCE SYSTEMQUALITY ASSURANCE SYSTEM
FacilitiesFacilities ProgramsPrograms Financial resourcesFinancial resources StaffStaff StudentsStudents ManagementManagement Government supportGovernment supportAll are important. A chain is as strong as its All are important. A chain is as strong as its
weakest linkweakest link
WHAT IS THE ROLE OF WHAT IS THE ROLE OF STUDENTS IN QUALITY STUDENTS IN QUALITY
ASSURANCE IN FACULTY ASSURANCE IN FACULTY AND UNIVERSITY?AND UNIVERSITY?
STUDENT PARTICIPATIONSTUDENT PARTICIPATION
ACADEMIC – Feedback on academic ACADEMIC – Feedback on academic programmes:programmes: Daily contact with teaching staffDaily contact with teaching staff Participation in academic committee Participation in academic committee
meetingsmeetings Filling in log books and check listsFilling in log books and check lists Filling in evaluation forms and periodic Filling in evaluation forms and periodic
survey formssurvey forms Filling in teacher assessment formsFilling in teacher assessment forms
STUDENT PARTICIPATIONSTUDENT PARTICIPATION
Political participation:Political participation: Students’ Guild and other faculty based Students’ Guild and other faculty based
student associationsstudent associations Representation on University and Faculty Representation on University and Faculty
boards & committeesboards & committees Social participation:Social participation:
Debating societiesDebating societies Concerts and other “create fun” activitiesConcerts and other “create fun” activities
Follow-up to make sure that feed-back Follow-up to make sure that feed-back results in further improvement of quality results in further improvement of quality of education and the entire learning of education and the entire learning environmentenvironment
THE MISSION OF MAKERERE THE MISSION OF MAKERERE UNIVERSITY QUALITY ASSURANCE UNIVERSITY QUALITY ASSURANCE
SYSTEMSYSTEM55
Promote confidence in:Promote confidence in: Quality of academic provision Quality of academic provision
(Teaching, Research and Service)(Teaching, Research and Service) Standard of awards of Makerere Standard of awards of Makerere
UniversityUniversity Measures taken to safeguard, Measures taken to safeguard,
enhance and effectively manage enhance and effectively manage quality assurance systemquality assurance system
STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES
Establish an efficient and effective Establish an efficient and effective QA policy and strategyQA policy and strategy
Establish an efficient and effective Establish an efficient and effective QA systemQA system
Ensure effective staff and student Ensure effective staff and student performanceperformance
Provide leadership in the Provide leadership in the transformation of core QA business transformation of core QA business processesprocesses
PILOTING QUALITY PILOTING QUALITY ASSURANCE FOR ASSURANCE FOR
MAKERERE UNIVERSITYMAKERERE UNIVERSITY
QA - ACTIVITIES ASKED OF QA - ACTIVITIES ASKED OF PILOT FACULTIESPILOT FACULTIES55
1.1. Provide leadership – by piloting QA Provide leadership – by piloting QA initiativeinitiative
2.2. Prepare academicians for their roles Prepare academicians for their roles – Training in pedagogy– Training in pedagogy
3.3. Train in Flexible & Distributed Train in Flexible & Distributed Learning (FDL) including Learning (FDL) including e-learninge-learning DICTSDICTS
4.4. Ensure effective performance by Ensure effective performance by teacher -student assessmentteacher -student assessment
5.5. Organize student attachmentsOrganize student attachments
1.1. Effectively implement and evaluate Effectively implement and evaluate external examiningexternal examining
2.2. Undertake curriculum monitoring Undertake curriculum monitoring and reviews (Delivery, support and and reviews (Delivery, support and assessment)assessment)
3.3. Offer cross-cutting courses to Offer cross-cutting courses to graduate studentsgraduate students
4.4. Evaluate research programmesEvaluate research programmes5.5. Improve efficiency and Improve efficiency and
effectiveness of QASeffectiveness of QAS6.6. Scale out to University based on Scale out to University based on
lessons learntlessons learnt
ACTUALIZING THE PILOT ACTUALIZING THE PILOT PROJECT?PROJECT?
HOW CAN YOU IMPLEMENT HOW CAN YOU IMPLEMENT QA ACTIVITIES?QA ACTIVITIES?
TEMPERED RADICAL APPROACHTEMPERED RADICAL APPROACH(Meyerson. Tempered Radicals. Harvard Business School Press, 2001)(Meyerson. Tempered Radicals. Harvard Business School Press, 2001)
STAY & CONFORM
LEAVE Quietly Resign
Flame out
Quiet i
ndivid
ual
effort
sPublic,
deliberate efforts LEAVE
Apprecia
tive
Leadership:
STAY & CHANGE
ORGANIZATION
WHAT ABOUT YOU, HOW DO YOU RESPOND?
1. INSPIRE COMMITMENT 1. INSPIRE COMMITMENT
The art of listening:The art of listening: Role play “bad” listeningRole play “bad” listening Group experience “bad” listeningGroup experience “bad” listening Share how it felt not being listened toShare how it felt not being listened to Role model “good” listeningRole model “good” listening Group experience “good” listeningGroup experience “good” listening Share how it felt being listened to wellShare how it felt being listened to well Actively listen and keenly observe. Do not Actively listen and keenly observe. Do not
allow people’s efforts to go unnoticed & allow people’s efforts to go unnoticed & unappreciatedunappreciated
When I dream alone, it is just a dream
When we dream together, it is the beginning of reality
When we work together, following our dream, it is the creation of heaven on earth
(adapted Brazilian Proverb)
THE CAPACITY OF THE CAPACITY OF APPRECIATIVE & SPIRITED APPRECIATIVE & SPIRITED
LEADERSLEADERS
“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead
2. GET TO THE ROOT CAUSE, 2. GET TO THE ROOT CAUSE, ASK:ASK:
1.1. Why?Why?
2.2. Why?Why?
3.3. Why?Why?
4.4. Why?Why?
5.5. Why?Why?MSH - MANAGERS WHO LEAD
3. DEMING (PDCA) CYCLE3. DEMING (PDCA) CYCLE
QUALITY
Quality AssuranceSystem
PLAN - identify problems faced, plan solution
DO changes on a small scale first to test whether they will work
ACT to get the greatest benefit from changes: Implement on a large scale if successful
CHECK to see if changes are working: achieving desired improvements
UNIVERSITY UNDERTAKINGUNIVERSITY UNDERTAKING
We are continuously seeking ways to We are continuously seeking ways to improve our university and welcome improve our university and welcome and value your views, comments and and value your views, comments and suggestionssuggestions
GETTING INVOLVEDGETTING INVOLVED
Personal Tutor System: Academic Personal Tutor System: Academic guidance and personal supportguidance and personal support
Programme and subject committees: Programme and subject committees: Critique content, teaching & learning Critique content, teaching & learning
methods, assessment and learning methods, assessment and learning resources resources
Recommend improvementsRecommend improvements Feedback when asked in meetings or Feedback when asked in meetings or
filling out questionnairesfilling out questionnaires
GETTING INVOLVEDGETTING INVOLVED
External programme review External programme review panelspanels
University decision making University decision making committeescommittees
Quality improvement in learning Quality improvement in learning and teaching projects e.g. and teaching projects e.g. development of study guidesdevelopment of study guides
Complaints system – serious Complaints system – serious persistent failurepersistent failure
QUALITY IMPROVEMENT: A QUALITY IMPROVEMENT: A CONTINUOUS LONG TERM CONTINUOUS LONG TERM
COMMITMENTCOMMITMENT Quality of not a trip to a known Quality of not a trip to a known
destination but an endless pursuit for destination but an endless pursuit for improvementsimprovements
All have two complementary roles: All have two complementary roles: Maintenance and ImprovementMaintenance and Improvement
QA is not intended to be punitive but QA is not intended to be punitive but supportive and promotivesupportive and promotive
Everyone has a responsibilityEveryone has a responsibility
WORKSHOP EVALUATIONWORKSHOP EVALUATION1.1. What new thing (s) have you learnt What new thing (s) have you learnt
today?………………,…………………,today?………………,…………………,2.2. To what extent have your expectations To what extent have your expectations
been met? 1, 2, 3 (Tick one)been met? 1, 2, 3 (Tick one)3.3. How relevant is what you learnt to your How relevant is what you learnt to your
day to day life? 1, 2, 3 (Tick one)day to day life? 1, 2, 3 (Tick one)4.4. How relevant is what you learnt to your How relevant is what you learnt to your
Faculty roles? 1, 2, 3 (Tick one)Faculty roles? 1, 2, 3 (Tick one)5.5. To what extent are you committed To what extent are you committed
Quality? 1, 2,3 (Tick one)Quality? 1, 2,3 (Tick one)
1 = Not at all, 2 = 50%, 3 = Wholly1 = Not at all, 2 = 50%, 3 = Wholly
COMMITMENTCOMMITMENT
What will you, What will you, personally, do to personally, do to enable the Faculty enable the Faculty of Law outshine its of Law outshine its past glory?past glory?
QUALITY ASSURANCE:QUALITY ASSURANCE:FACULTY OF LAW, MAKERERE FACULTY OF LAW, MAKERERE UNIVERSITY – STUDENTS’ ROLE UNIVERSITY – STUDENTS’ ROLE March 2007 March 2007
QUALITY GOAL OF MAKERERE QUALITY GOAL OF MAKERERE UNIVERSITYUNIVERSITY
THE VISION OF MAKERERE UNIVERSITYTHE VISION OF MAKERERE UNIVERSITY THE MISSION OF MAKERERE THE MISSION OF MAKERERE
UNIVERSITYUNIVERSITY ALL EMPHASIZE QUALITY.ALL EMPHASIZE QUALITY.
FROM YOUR PERSPECTIVE, TO WHAT FROM YOUR PERSPECTIVE, TO WHAT EXTENT IS QUALITY ACHIVED IN YOUR EXTENT IS QUALITY ACHIVED IN YOUR FACULTY?FACULTY?
DEFINITIONSDEFINITIONS PURPOSES OF THE WORKSHOP1 PURPOSES OF THE WORKSHOP1 TIP OF THE ICEBERG PRINCIPLE2 TIP OF THE ICEBERG PRINCIPLE2
NEVER IGNORE WEAK SIGNALSNEVER IGNORE WEAK SIGNALS TIP OF THE ICEBERG PRINCIPLE NEVER TIP OF THE ICEBERG PRINCIPLE NEVER
IGNORE WEAK SIGNALSIGNORE WEAK SIGNALS CAPTION FROM THE NEW VISION CAPTION FROM THE NEW VISION
30/10/0630/10/06 PURPOSE FOR QUALITY ASSURANCE3PURPOSE FOR QUALITY ASSURANCE3 WHAT IS COST OF QUALITY?3WHAT IS COST OF QUALITY?3 3. VIRTUOUS CYCLE: TARGET QUALITY 3. VIRTUOUS CYCLE: TARGET QUALITY
OF PRODUCT AND PROCESSOF PRODUCT AND PROCESS WHAT AREAS IN MAKERERE WHAT AREAS IN MAKERERE
UNIVERSITY & YOUR FACULTY SHOULD UNIVERSITY & YOUR FACULTY SHOULD QUALITY ASSURANCE FOCUS ON?QUALITY ASSURANCE FOCUS ON?
AREAS OF FOCUS FOR A QUALITY AREAS OF FOCUS FOR A QUALITY ASSURANCE SYSTEMASSURANCE SYSTEM
FOR A QUALITY ASSURANCE SYSTEM FOR A QUALITY ASSURANCE SYSTEM TO WORK TO WORK
FACTORS AFFECTING QUALITY4FACTORS AFFECTING QUALITY4 ELEMENTS OF A QUALITY ASSURANCE ELEMENTS OF A QUALITY ASSURANCE
SYSTEM6SYSTEM6 QUALITY ASSURANCE SYSTEMQUALITY ASSURANCE SYSTEM WHAT IS THE ROLE OF STUDENTS IN WHAT IS THE ROLE OF STUDENTS IN
QUALITY ASSURANCE IN FACULTY AND QUALITY ASSURANCE IN FACULTY AND UNIVERSITY?UNIVERSITY?
STUDENT PARTICIPATIONSTUDENT PARTICIPATION STUDENT PARTICIPATIONSTUDENT PARTICIPATION THE MISSION OF MAKERERE THE MISSION OF MAKERERE
UNIVERSITY QUALITY ASSURANCE UNIVERSITY QUALITY ASSURANCE SYSTEM5SYSTEM5
STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES PILOTING QUALITY ASSURANCE FOR PILOTING QUALITY ASSURANCE FOR
MAKERERE UNIVERSITYMAKERERE UNIVERSITY QA - ACTIVITIES ASKED OF PILOT QA - ACTIVITIES ASKED OF PILOT
FACULTIES5FACULTIES5 ACTUALIZING THE PILOT PROJECT?ACTUALIZING THE PILOT PROJECT?
HOW CAN YOU IMPLEMENT QA HOW CAN YOU IMPLEMENT QA ACTIVITIES?ACTIVITIES?
TEMPERED RADICAL APPROACHTEMPERED RADICAL APPROACH(Meyerson. Tempered Radicals. (Meyerson. Tempered Radicals. Harvard Business School Press, 2001)Harvard Business School Press, 2001)
1. INSPIRE COMMITMENT 1. INSPIRE COMMITMENT THE CAPACITY OF THE CAPACITY OF
APPRECIATIVE & SPIRITED LEADERSAPPRECIATIVE & SPIRITED LEADERS 2. GET TO THE ROOT CAUSE, ASK:2. GET TO THE ROOT CAUSE, ASK: 3. DEMING (PDCA) CYCLE3. DEMING (PDCA) CYCLE IN CONCLUSIONIN CONCLUSION UNIVERSITY UNDERTAKINGUNIVERSITY UNDERTAKING GETTING INVOLVEDGETTING INVOLVED GETTING INVOLVEDGETTING INVOLVED QUALITY IMPROVEMENT: A QUALITY IMPROVEMENT: A
CONTINUOUS LONG TERM CONTINUOUS LONG TERM COMMITMENTCOMMITMENT
WORKSHOP EVALUATIONWORKSHOP EVALUATION COMMITMENTCOMMITMENT
QUALITY ASSURANCE:QUALITY ASSURANCE:FACULTY OF LAW, MAKERERE FACULTY OF LAW, MAKERERE UNIVERSITY – STUDENTS’ ROLE UNIVERSITY – STUDENTS’ ROLE March 2007 March 2007
QUALITY GOAL OF MAKERERE QUALITY GOAL OF MAKERERE UNIVERSITYUNIVERSITY
THE VISION OF MAKERERE UNIVERSITYTHE VISION OF MAKERERE UNIVERSITY THE MISSION OF MAKERERE THE MISSION OF MAKERERE
UNIVERSITYUNIVERSITY ALL EMPHASIZE QUALITY.ALL EMPHASIZE QUALITY.
FROM YOUR PERSPECTIVE, TO WHAT FROM YOUR PERSPECTIVE, TO WHAT EXTENT IS QUALITY ACHIVED IN YOUR EXTENT IS QUALITY ACHIVED IN YOUR FACULTY?FACULTY?
DEFINITIONSDEFINITIONS PURPOSES OF THE WORKSHOP1 PURPOSES OF THE WORKSHOP1 TIP OF THE ICEBERG PRINCIPLE2 TIP OF THE ICEBERG PRINCIPLE2
NEVER IGNORE WEAK SIGNALSNEVER IGNORE WEAK SIGNALS TIP OF THE ICEBERG PRINCIPLE NEVER TIP OF THE ICEBERG PRINCIPLE NEVER
IGNORE WEAK SIGNALSIGNORE WEAK SIGNALS CAPTION FROM THE NEW VISION CAPTION FROM THE NEW VISION
30/10/0630/10/06 PURPOSE FOR QUALITY ASSURANCE3PURPOSE FOR QUALITY ASSURANCE3 WHAT IS COST OF QUALITY?3WHAT IS COST OF QUALITY?3 3. VIRTUOUS CYCLE: TARGET QUALITY 3. VIRTUOUS CYCLE: TARGET QUALITY
OF PRODUCT AND PROCESSOF PRODUCT AND PROCESS WHAT AREAS IN MAKERERE WHAT AREAS IN MAKERERE
UNIVERSITY & YOUR FACULTY SHOULD UNIVERSITY & YOUR FACULTY SHOULD QUALITY ASSURANCE FOCUS ON?QUALITY ASSURANCE FOCUS ON?
AREAS OF FOCUS FOR A QUALITY AREAS OF FOCUS FOR A QUALITY ASSURANCE SYSTEMASSURANCE SYSTEM
FOR A QUALITY ASSURANCE SYSTEM FOR A QUALITY ASSURANCE SYSTEM TO WORK TO WORK
FACTORS AFFECTING QUALITY4FACTORS AFFECTING QUALITY4 ELEMENTS OF A QUALITY ASSURANCE ELEMENTS OF A QUALITY ASSURANCE
SYSTEM6SYSTEM6 QUALITY ASSURANCE SYSTEMQUALITY ASSURANCE SYSTEM WHAT IS THE ROLE OF STUDENTS IN WHAT IS THE ROLE OF STUDENTS IN
QUALITY ASSURANCE IN FACULTY AND QUALITY ASSURANCE IN FACULTY AND UNIVERSITY?UNIVERSITY?
STUDENT PARTICIPATIONSTUDENT PARTICIPATION STUDENT PARTICIPATIONSTUDENT PARTICIPATION THE MISSION OF MAKERERE THE MISSION OF MAKERERE
UNIVERSITY QUALITY ASSURANCE UNIVERSITY QUALITY ASSURANCE SYSTEM5SYSTEM5
STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES PILOTING QUALITY ASSURANCE FOR PILOTING QUALITY ASSURANCE FOR
MAKERERE UNIVERSITYMAKERERE UNIVERSITY QA - ACTIVITIES ASKED OF PILOT QA - ACTIVITIES ASKED OF PILOT
FACULTIES5FACULTIES5 ACTUALIZING THE PILOT PROJECT?ACTUALIZING THE PILOT PROJECT?
HOW CAN YOU IMPLEMENT QA HOW CAN YOU IMPLEMENT QA ACTIVITIES?ACTIVITIES?
TEMPERED RADICAL APPROACHTEMPERED RADICAL APPROACH(Meyerson. Tempered Radicals. (Meyerson. Tempered Radicals. Harvard Business School Press, 2001)Harvard Business School Press, 2001)
1. INSPIRE COMMITMENT 1. INSPIRE COMMITMENT THE CAPACITY OF THE CAPACITY OF
APPRECIATIVE & SPIRITED LEADERSAPPRECIATIVE & SPIRITED LEADERS 2. GET TO THE ROOT CAUSE, ASK:2. GET TO THE ROOT CAUSE, ASK: 3. DEMING (PDCA) CYCLE3. DEMING (PDCA) CYCLE IN CONCLUSIONIN CONCLUSION UNIVERSITY UNDERTAKINGUNIVERSITY UNDERTAKING GETTING INVOLVEDGETTING INVOLVED GETTING INVOLVEDGETTING INVOLVED QUALITY IMPROVEMENT: A QUALITY IMPROVEMENT: A
CONTINUOUS LONG TERM CONTINUOUS LONG TERM COMMITMENTCOMMITMENT
WORKSHOP EVALUATIONWORKSHOP EVALUATION COMMITMENTCOMMITMENT