This is an international analytic glossary of issues related to quality in higher education Each item is listed below with a core definition synthesised from various sources. For a full analytic review including context, associated issues, related terms and sources click on the underlined term in the alphabetical listing below. This is a dynamic glossary and the author would welcome any e-mail suggestions for amendments or additions. The information in this Glossary may be used and circulated without permission provided the source and copyright is acknowledged.
Both teacher and student feedback must be systematically sought, analysed and responded to. Teachers and students Quality education should be distributed to all be actively involved in planning programme evaluation and in using its results for programme development.
Student performance must be analysed in relation to the curriculum and the mission and objectives of the medical school. Student performance should be analysed in relation to student background, conditions and entrance qualifications, and should be used to provide feedback to the committees responsible for student selection, curriculum planning and student counselling.
Measures of student performance would include information about average study duration, scores, pass and failure rates at examinations, success and dropout rates, student reports about conditions in their courses, as well as time spent by the students on areas of special interest.
Programme evaluation must involve the governance and administration of the medical school, the academic staff and the students. A wider range of stakeholders should have access to results of course and programme evaluation, and their views on the relevance and development of the curriculum should be considered.
A wider range of stakeholders would include educational and health care authorities, representatives of the community, professional organisations and those responsible for postgraduate education. Governance structures and functions of the medical school must be defined, including their relationships within the University.
The governance structures should set out the committee structure, and reflect representation from academic staff, students and other stakeholders. The committee structure would include a curriculum committee with the authority to design and manage the medical curriculum. Relationships within the University and its governance structures should be specified, if the medical school is part of or affiliated to a University.
Other stakeholders would include ministries of higher education and health, other representatives of the health care sector and the public. The responsibilities of the academic leadership of the medical school for the medical educational programme must be clearly stated. The academic leadership should be evaluated at defined intervals with respect to achievement of the mission and objectives of the school.
The medical school must have a clear line of responsibility and authority for the curriculum and its resourcing, including a dedicated educational budget.
There should be sufficient autonomy to direct resources, including remuneration of teaching staff, in an appropriate manner in order to achieve the overall objectives of the school.
The educational budget would depend on the budgetary practice in each institution and country. The administrative staff of the medical school must be appropriate to support the implementation of the school's educational programme and other activities and to ensure good management and deployment of its resources.
The management should include a programme of quality assurance and the management should submit itself to regular review. The medical school must have a constructive interaction with the health and health-related sectors of society and government.
The collaboration with partners of the health sector should be formalised. The health sector would include the health care delivery system, whether public or private, medical research institutions, etc.
The health-related sector would, depending on issues and local organisation, include institutions and regulating bodies with implications for health promotion and disease prevention e.
The medical school must as a dynamic institution initiate procedures for regular reviewing and updating of its structure and functions and must rectify documented deficiencies.
The process of renewal should be based on prospective studies and analyses and should lead to the revisions of the policies and practices of the medical school in accordance with past experience, present activities and future perspectives.
In so doing, it should address the following issues: Adaptation of the mission and objectives of the medical school to the scientific, socio-economic and cultural development of the society.
The modification shall include the clinical skills and public health training and involvement in patient care appropriate to responsibilities encountered upon graduation. Adaptation of the curricular model and instructional methods to ensure that these are appropriate and relevant.
The adjustment shall assure that new relevant knowledge, concepts and methods are included and outdated ones discarded.
Development of assessment principles, and the methods and the number of examinations according to changes in educational objectives and learning goals and methods. Adaptation of student recruitment policy and selection methods to changing expectations and circumstances, human resource needs, changes in the premedical education system and the requirements of the educational programme.
Adaptation of recruitment and staffing policy regarding the academic staff according to changing needs of the medical school. Updating of educational resources according to changing needs of the medical school, i.
Refinement of the process of programme monitoring and evaluation. The detailed objectives of the medical programme should be described. How are they made known to the relevant parties?
Quality Specify how social responsibility, research attainment, community involvement and readiness for postgraduate training are reflected in the objectives. Provide references to other published mission and objective statements that refer to these areas. Participation in Formulation of Mission and Objectives Basic Who are the school's principal stakeholders?Hospitals & health services.
Public hospitals in Victoria.
A list of public hospitals and health services in Victoria. Safer Care Victoria. Safer Care Victoria is the peak state authority for leading quality and safety improvement in healthcare.
Toastmasters District 55 serving Austin, San Antonio, Corpus Christi and all of Central and South Texas. Many of the facts in this research reveal associations between education and variables like earnings.
These relationships may be caused in part (or in whole) by factors that are related to education but not necessarily caused by education. Important information on higher education accreditation, the recognition of accrediting organizations and information resources for students, presidents and chancellors, faculty and other audiences.
Introduction. Education is both a basic human right and a core element of sustainable development. It is the theme of the United Nations’ fourth Sustainable Development Goal, which seeks to “ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.”[ii].
Mission To prepare leaders in education and to generate knowledge to improve student opportunity, achievement, and success. Overview Education touches every aspect of human activity. At the Harvard Graduate School of Education (HGSE), we believe studying and improving the enterprise of education are central to the health and future of society.