Quality Standard 2: Organizational Management, Culture and Leadership



...

Scope:

The organizational culture and leadership of the institution support the achievement of the institution’s vision, mission, values and mandate. The institution has clear and effective communication channels as well as efficient resource management and administration systems that enable the institution to achieve its objectives. The institution is financially sound and can make reliable educational provision. An enabling technology- enabled environment is cultivated to enhance the quality of the learning experience of the learners and promote research.


Summary of Standard Criteria

  1. The organisational structure of the institution is suitable for its operations to ensure reliable educational provision and support to learners.
  2. Appropriate structures and processes are in place to facilitate planning for student success.
  3. There are effective channels for communication with potential, current and past learners, with key external stakeholders, and with all staff and tutors involved in the teaching-learning process.
  4. Enquiries and complaints are dealt with quickly, fairly and efficiently.
  5. Appropriate technology tools are used to facilitate sound planning and communication.
  6. The enrolment procedures are clear and efficient and include provision for accurate, comprehensive and helpful information to prospective learners.
  7. The development/production and delivery of course materials are timely and quality assured.
  8. There is a prompt response to the learners’ needs for academic, administrative and personal support.
  9. Financial policies, plans and procedures are clearly stated and adhered to by the institution.
  10. Provision is made in the budget to promote research in the design of courses and delivery methods.
  11. Staff and students are represented on governance structures.
  12. Appropriate learner representation is included in decision-making processes.
  13. There is an efficient and secure system for the administration and maintenance of learners’ records over time.
  14. The institution has a mechanism for constantly streamlining, encouraging innovation and creativity and improving its processes.
  15. Mechanisms are in place to ensure effective coordination among different institutional constituencies.
  16. The institution has activities to promote social harmony.
  17. The institution has a statement on ‘core values’ and mechanisms to ensure compliance by all its constituents.
  18. The institution encourages collaborative relationships among key players.

Quality Assurance Evaluation

Performance Measure Keys:
  • 0: Fails to meet criterion
  • 1: Unsatisfactory
  • 2: Marginal
  • 3: Good
  • 4: Excellent
Criteria Standards Performance Indicators Sources of Evidence Measure Motivation/Comment
2.1 The organisational structure of the institution is suitable for its operations to ensure reliable educational provision and support to learners. 2.1.1 The institution has an organizational chart that covers all relevant units, divisions and departments with specified units and positions appropriate for functions. Organisation chart, Corporate/Strategic Plan, policy manuals, handbook, planning implementation policy/framework; documented internal delegation of powers, websites. 0 1 2 3 4
2.1.2 The institution employs sufficient, appropriately qualified administrative, academic and technical staff to handle various specialized tasks and activities. Human resource plan, Corporate/Strategic Plan, staff recruitment, promotion and development policy documents; cadre provision documents. 0 1 2 3 4
2.1.3 The governance structure provides for collegial decision making and oversight of institutional activities and ensures the overall quality of the institutional provisions. Organogram, Corporate/Strategic Plan, policy manuals, handbook, planning/ implementation policy/framework; documented internal delegations of powers and authority, websites, human resource plans, documented performance review and systems, efficiency of reporting and consequential action. 0 1 2 3 4
2.2 Appropriate structures and processes are in place to facilitate planning for student success 2.2.1 The systems and processes of the institution’s academic activities are planned well in advance. Year planners, operational schedules, prospectus and brochures of academic programmes, learning and teaching plan. 0 1 2 3 4
2.2.2 The academic calendar is made available to both students and staff of the institution at the beginning of the academic year. Year planners, operational schedules, prospectus and brochures of academic programmes, learning and teaching plan and interaction with students, MIS, website. 0 1 2 3 4
2.2.3 The institution assigns responsibility for monitoring the effective implementation of the calendar and for proposing mid-term corrections where required. Committee structure and composition, terms of reference, agenda and minutes, interaction with staff and students. Learner feedback. 0 1 2 3 4
2.2.4 The institution has a culture of putting the students at the centre of all its planning and there is demonstrated commitment to student succcess by management . Appropriate student data collected, analysed and used for decision-making and planning 0 1 2 3 4
2.3 There are effective channels for communication with potential, current and past learners, with key external stakeholders, and with all staff and tutors involved in the teaching -learning process. 2.3.1 The institution has a formal mechanism for obtaining feedback from students, staff and other stakeholders on the teaching-learning process. Documented feedback mechanisms and plans; evidence of systems which achieve integration of feedback data from all stakeholders; surveys of stakeholder awareness and opinions; interaction with stakeholders. 0 1 2 3 4
2.3.2 There are various channels of communication established to ensure a timely information flow and dialogue across various units and staff of the institution. Management Information System, websites, interaction with stakeholders and documented feedback mechanisms and plans; evidence of systems which achieve integration of feedback data from all stakeholders; surveys of stakeholder awareness and opinions; e-mail and discussion forums, interaction with stakeholders. 0 1 2 3 4
2.3.3 The institution has mechanisms in place for interaction among the staff. Management Information System, websites, interaction with stakeholders, e-mail service and access. 0 1 2 3 4
2.3.4 Clear channels of communication are established between current learners and the tutors and academic staff involved in the learning process Operational Schedules; outreach centre activities; records of contact sessions. 0 1 2 3 4
2.3.5 Relevant and updated information on feedback received is made available to the stakeholders through print and/or electronic media. Management Information System, websites, interaction with stakeholders and documented feedback mechanisms and plans; evidence of systems which achieve integration of feedback data from all stakeholders; surveys of stakeholder awareness and opinions; interaction with stakeholders. 0 1 2 3 4
2.4 Enquiries and complaints are dealt with quickly, fairly and efficiently. 2.4.1 There is a mechanism to receive enquiries from stakeholders and provide correct and timely information. Corporate/Strategic Plan, grievances and redressal committee structure and policy documents and minutes of meetings, minutes of management committee meetings. 0 1 2 3 4
2.4.2 There is a mechanism to deal promptly with complaints received and provide timely redress Corporate/Strategic Plan, grievances and redressal committee structure and policy documents and minutes of meetings, minutes of management committee meetings, MIS, website, handbook. 0 1 2 3 4
2.4.3 The composition, terms of reference and decisions of the grievance redress mechanisms are made known to all thereby ensuring the transparency of the process. Corporate/Strategic Plan, grievances committee structure and policy documents and minutes of meetings, minutes of management committee meetings, MIS, website, handbook and interaction with staff and students. 0 1 2 3 4
2.5 Appropriate technology tools are used to facilitate sound planning and communication 2.5.1 The institution uses tracking devices like dashboards to monitor progress Dashboards; monitoring reports 0 1 2 3 4
2.5.2 Appropriate student data are collected, analysed and used for decision-making and planning. 0 1 2 3 4
2.5.3 Institutional management supports staff development on using institutional dashboards and latest forms of technology. 0 1 2 3 4
2.6 The enrolment procedures are clear and efficient and include provision for accurate, comprehensive and helpful information to prospective learners. 2.6.1 The information package of the institution is comprehensive, providing details of the facilities and support services available to the learners. Handbook, Prospectus, brochures, programme/course information package, MIS, website, interaction with students. 0 1 2 3 4
2.6.2 Information to prospective learners includes details of admission requirements, the procedure for enrollment and the requirements for progression through the programme. Handbook, Prospectus, brochures, programme/course information package, MIS, website, interaction with students. 0 1 2 3 4
2.6.3 Enrollment to the programmes is strictly in line with the specified norms and admission guidelines. Handbook, Prospectus, brochures, programme/course information package, MIS, website, interaction with students. 0 1 2 3 4
2.7 The development, production and delivery of course materials are timely and quality assured. 2.7.1 The production of the course materials adheres to the agreed time lines. Programme information brochures, faculty/academic board records and minutes, planning implementation policy/framework, curriculum and course development and accreditation policies and implementation strategies, activity schedules, minutes of programme theme meetings. 0 1 2 3 4
2.7.2 The development of the course materials ensures compliance with the institutional quality standards. Quality assurance plans; quality assurance committee documents; corporate/strategic plan, programme material, documented internal and external delegations and agency statements, documentation on staff and employees recruitment related to course development, course development, manuals and documentation on implementation. 0 1 2 3 4
2.7.1 The responsibility for assuring the quality of course materials at various levels and stages of production and delivery is assigned to an appropriate unit/department. Committee structure and composition, terms of reference, agendas and minutes, interaction with staff and students. 0 1 2 3 4
2.8 There is a prompt response to the learners' needs for academic, administrative and personal support. 2.8.1 The institution provides support to learners through appropriately qualified staff. Corporate/Strategic Plan, policy documents, evidence of student counselling centre/unit, its structure, functioning, interaction with students and staff. 0 1 2 3 4
2.8.2 The institution ensures the availability of appropriate academic, administrative and other instructional support for effective delivery of the programme Documents on adequacy of staff; qualifications of staff; infrastructure facilities in the centre and outreach centres, evidence of technology applications, student progress report, interaction with students 0 1 2 3 4
2.8.3 Learners can access personal counseling services in-person or online. Corporate/Strategic Plan, policy documents, evidence of student counselling centre/unit, its structure, functioning, interaction with students and staff. 0 1 2 3 4
2.8.4 The Counseling service provides prompt response for learners Corporate/Strategic Plan, policy documents, evidence of student counseling centre/unit, its structure, functioning, interaction with students and staff, access to on-line services. 0 1 2 3 4
2.9 Financial policies, plans and procedures are clearly stated and adhered to by the institution. 2.9.1 The institution has a resource mobilization plan that is prepared in advance and adequately covers all its activities. Financial allocation to the institution, corporate/strategic plan, annual reports, audit reports, cash flow and balance sheets. 0 1 2 3 4
2.9.2 The institution’s financial procedures comply with the requirements of national financial regulatory bodies. Financial allocation to the institution, corporate/strategic plan, annual reports, audit reports, cash flow and balance sheets. 0 1 2 3 4
2.9.3 There is a formally established body with designated responsibility for oversight of the institution’s adherence to statutory requirements and for judicious use of available financial resources. Financial allocation to the institution, Corporate/Strategic Plan, annual reports, audit reports, cash flow and balance sheets. 0 1 2 3 4
2.9.4 The budget allocation process is transparent and ensures that all planned and approved activities can take place. Financial allocation to the institution, Corporate/Strategic Plan, annual reports, audit reports, cash flow and balance sheets. 0 1 2 3 4
2.9.5 The institution earmarks a specific budget allocation for the enhancement of the technology infrastructure required for efficient management of institutional finances. Internal audit reports, auditor general’s reports, annual reports, audit procedures, audit committee structure, roles and responsibilities and minutes of meetings. 0 1 2 3 4
2.9.6 The institution has an internal and external financial audit mechanism. Audits take place on a regular basis and the institution consistently receives unqualified audit reports. Corporate/Strategic Plan, grievance and redress committee structure and policy documents and minutes of meetings, minutes of management committee meetings, MIS, website, handbook and interaction with staff and students. 0 1 2 3 4
2.10 Provision is made in the budget to promote research in the design of courses and delivery methods. 2.10.1 There is a budgetary provision for research and innovation in the design and delivery of academic programmes and courses for all modes of delivery (including distance and eLearning). Corporate/Strategic Plan; financial information management system; financial allocation; research committee plans, minutes of meetings; review of research committee tasks 0 1 2 3 4
2.10.2 The research and development committee (or any other appropriate body) monitors research activities. Corporate/Strategic Plan; research and development committee structure, roles and responsibilities of members, evidence of research review and feedback; annual reports. 0 1 2 3 4
2.11 Staff and students are represented on governance structures. 2.11.1 Appropriate staff representation is mandated and secured on key governance committees. Corporate/Strategic Plan; handbook, faculty brochures, management committee records, academic board records, interaction with staff, procedures for nomination and appointment to committees, by-laws. 0 1 2 3 4
2.12 Appropriate learner representation is included in decision-making processes. 2.12.1 Participation and representation of learners in academic committee or any other appropriate body is mandated and secured. Corporate/Strategic Plan; faculty brochures, academic committee records, annual report, interaction with students, procedures for nomination and appointment to committees, by-laws. 0 1 2 3 4
2.11.2 The institution supports the establishment of student councils, subject associations and student committees and organizes workshops and training programmes to empower learners to contribute productively towards academic improvement. Corporate/Strategic Plan; faculty brochures, academic committee records, annual report, interaction with students, procedures for nomination and appointment to committees, by-laws. 0 1 2 3 4
2.13 There is an efficient and secure system for the administration and maintenance of learners’ records over time. 2.13.1 There is an MIS in place which ensures that the records, personal information, assessment and evaluation results are securely stored and made accessible only to authorized persons. Corporate/Strategic Plan; MIS; annual report; lines of authority for MIS access. 0 1 2 3 4
2.13.2 Effective security arrangements are in place to ensure that the integrity of the student record is not compromised. MIS, Prospectus, handbooks, information packages, feedback studies; interaction with staff and students. 0 1 2 3 4
2.13.3 Learner records are regularly updated and made available without delay to authorized users. MIS, Prospectus, handbooks, information packages, feedback studies; interaction with staff and students. 0 1 2 3 4
2.14 The institution has a mechanism for constantly streamlining, encouraging innovation and creativity and improving its processes 2.14.1 Quality assurance procedures are based on a continuous process of feedback, evaluation and improvement. Feedback mechanisms documented, various committee/board minutes, performance review meeting minutes, evidence of consequential action. 0 1 2 3 4
2.14.2 The institution’s policies and resource allocation procedures encourage innovation and creativity. Corporate/Strategic Plan; policy documents; research committee meeting minutes; management committee meeting minutes; rewards/awards committee meeting minutes; budgetary allocations, interaction with staff. 0 1 2 3 4
2.14.3 The institution recognizes the good work done by the staff through incentives, rewards, special awards and monetary grants. Corporate/Strategic Plan; policy documents; research committee meeting minutes; management committee meeting minutes; rewards/awards committee meeting minutes; budgetary allocations, interaction with staff. 0 1 2 3 4
2.15 Mechanisms are in place to ensure effective coordination among different institutional constituencies. 2.15.1 Committee membership is designed to secure appropriate representation of relevant constituencies in decision making processes. Corporate/Strategic Plan; handbook, faculty brochures, management committee records, academic board records, interaction with staff, procedures for nomination and appointment to committees, by-laws 0 1 2 3 4
2.15.2 There is a formal mechanism for liaison between committees to ensure proper coordination and dissemination of information among the various constituencies of the institution. Corporate/Strategic Plan; handbook, faculty brochures, management committee records, academic board records, interaction with staff, procedures for nomination and appointment to committees, by-laws and all committee meeting minutes, evidence of consequential actions, interaction with staff. 0 1 2 3 4
2.15.3 There are established channels of communication so that issues discussed in committees are communicated to the senior management for appropriate decision. Corporate/Strategic Plan; handbook, faculty brochures, management committee records, academic board records, interaction with staff, procedures for nomination and appointment to committees, by-laws and all committee meeting minutes, evidence of consequential actions, interaction with staff. 0 1 2 3 4
2.16 The institution has activities to promote social harmony. 2.16.1 Institutional activities reflect national social justice priorities, social harmony, human rights, values and ethics. Corporate/Strategic Plan; policy documents, , website, interaction with staff and students, course materials. 0 1 2 3 4
2.16.2 The curriculum includes good citizenship and promotes the holistic development of the learner. Corporate/Strategic Plan; policy documents, curriculum, website, interaction with staff and students, course materials. 0 1 2 3 4
2.16.3 The institution engages in community outreach activities. Corporate/Strategic Plan, records of outreach activities and impact. 0 1 2 3 4
2.19.4 The Institution promotes cordial relationship among key players. Corporate/strategic plan, policy document, by-laws, rules and regulation, interaction with staff and students. 0 1 2 3 4
2.17 The institution has a statement on ‘core values’ and mechanisms to ensure compliance by all its constituents. 2.17.1 The institution’s defined codes of conduct and ethical standards are strictly adhered to by all students and staff. Corporate/Strategic Plan; policy documents, defined codes of conduct, by-laws, rules and regulations, interaction with staff and students. 0 1 2 3 4
2.17.2 There is a clear procedure for disciplinary action in place. Corporate/Strategic Plan; policy documents, defined codes of conduct, by-laws, rules and regulations, interaction with staff and students. 0 1 2 3 4
2.18 The institution encourages collaborative relationship among key players 2.18.1 There is an MOU for collaborative relations and the institution adheres to its terms. Policy documents, MOUs between institution and other agencies; ToRs; interaction with students, administrative staff and external providers. 0 1 2 3 4
2.18.2 In programmes that are delivered collaboratively/jointly, responsibility for performance remains with the institution that confers the qualification. Policy documents, MOUs between institution and other agencies. 0 1 2 3 4
Quality Standard 2 Quality Standard 3