Live your life. Create your destiny. Development of a Quality Management System (QMS) at TUT A Finnish-HEQC-TUT Project Dhaya Naidoo University of Zululand.

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Presentation transcript:

Live your life. Create your destiny. Development of a Quality Management System (QMS) at TUT A Finnish-HEQC-TUT Project Dhaya Naidoo University of Zululand 20 October 2008 Directorate of Quality Promotion Tel. (012) Fax (012) Private Bag X680 Pretoria

Directorate of Quality Promotion Project Overview  Institutional Context  Merger of 3 Technikons  New Institutional Type (UoT)  1 st merged UoT Audited by HEQC (2007)  Project Objectives  Quality Management Arrangement  Self-Assessment and External audit  Outcomes inform development of QMS

Directorate of Quality Promotion Project Implementation  Parallel Processes  Institutional arrangements for QM  Establishment of a dedicated quality directorate  Charter and Mandate  Institutional Self-Assessment  External Audit  Quality Improvement Plan

Directorate of Quality Promotion QMS Development  Capacity Building  Staff Training  Appointment of External Expert (2008)  Policy Environment  Policy Approval Monitoring and Evaluation  Electronic Systems Development  Policy Tracking Dashboard  QMS  QMS rollout

Directorate of Quality Promotion Quality Management Strategic & Operational Quality Management StrategicCouncil Senate EMCOperationalDVC / REG Exec Director Directors Line Manager Staff

Directorate of Quality Promotion Quality Principles at TUT  Quality is a strategic and a line function; that is, governance structures are accountable while line functions are responsible for the quality of their services and outputs.  Quality is managed using the electronic quality management system, where each environment is expected to record their policies, map their procedures, document their records and report on their efficiencies and effectiveness.

Directorate of Quality Promotion Strategic approach to quality A – APPROACH: (doing the right things) D – DEPLOYMENT: (do the things the right way) R – RESULTS: (how well did things go?) I – IMPROVEMENT: (how can we do better?)

Directorate of Quality Promotion 6. IMPROVEMENT5. RESULTS AND INDICATORS4. PROCESS MANAGEMENT3. RESOURCE MANAGEMENT2. POLICIES1. LEADERSHIP

Relationship between approach and framework

Directorate of Quality Promotion Constraints  Organisational Transformation  Merger  Institutional Type  Organisational Maturity  Organisational Cohesion  External Policy Environment  Transformation of the HE Landscape  HEQF  External Audits

Directorate of Quality Promotion Way Forward  Consolidate QM Gains  Strategic rather than Compliance QM  Institutional Approval and Adoption of QM Strategy, Policy, System and Approach  Institutional Capacity Building  Monitoring and Evaluation