Chapter 15 describes a framework for analyzing and improving educational initiatives through a focus on quality. Key elements of the framework include establishing clear standards, assessing current practices, involving stakeholders, training staff, monitoring curriculum delivery, verifying student assessments, using teams to drive improvements, and developing a culture of self-assessment. The framework is intended as a guide for institutions to develop their own path to achieving high quality.

1. Chapter 15:
Framework
Andrea Vallejo
Socio-educational project

2. Summary
• Chapter 15 describes a
framework for analyzing existing
initiatives for planning and
implementing new ones. It shows
a guide to find each institution´s
own route to quality.

3. Quality Frameworks
• In order to be a quality frame work in education it must align with
teaching and learning. Delivery of learning to students is the central
focus.
Define
standards of
principal
attributes
Discover:
What you
are doing
Question:
Methods
and
procedures
Document:
What you
intend to do
Do what you
say you are
doing
Provide:
evidence of
accomplishment

4. Developing leadership and strategy
Key elements
Commitment from
senior management
for success
Effective teamwork
leadership
strategy
Clear distinctive
mission
Strategy for
achieving mission
Involvement of
customers
Assessment of
evaluation

5. Delighting Customers
Meet internal
and external
needs of
customers
through focus
groups,
questionnaires,
etc.
Collect negative
reviews of
people
Information
collated and
analyzed prior
to decision
making

6. Designating quality champions
Headquarter or
principal
Champions- assist, guide
teams in discovering
quality projects
Quality steering group- represent key
interests, drive and support quality
improvement process

7. Ensuring that senior management
team monitors progress
Well
informed
about
philosop
hy,
methods
of quality
manage
ment
Well built
manage
ment
team to
use for
reference
Everyone
well
trained
and
prepared
to change
working
patterns
to support
developm
ent
Lead up
to
quality
cascade

8. Initiating staff training for quality
Training-
most
important
motivators
Training in
basics of TQM
Knowledge of
key tools
Trainers to
visit
organizations
Prime
opportunity
to underscore
organization´s
values
Top
management
closely
involved

9. Monitoring the delivery of the
curriculum
Methods of learning
stablished and
followed
Syllabuses, course
submissions, schemes of
work, records of work,
assessment records, action
plans, records of
achievement
Document actions to
correct them:
recording of failure,
below-average
performance
Documentation of
aims and objectives
and specifications
Include evidence
for demand of
programs and
resources for it
Process must be
specified,
arrangements of
teamwork, roles and
responsibilities

10. Verifying the assessment
of student performance
Evidence of quality management
From external examiners
reports
From moderators reports From verifiers reports
Verification system
For internal verification Assesment arrangements documented
Elements of quality framework
Formative and summative assessment
details
Grading criteria, award of qualifications

11. Quality
message
Needs to be
communicated
effectively
Clear reasons
and purposes
Staff regularly
informed
Need of
feedback
Achievements
must be
celebrated
Clear thinking
and thoughtful
communication
Implementing
it:
Reason to
perusing
quality
improvements
provides
motivation
Not
undertaking it:
Possible lost
enrollments,
student
failures,
damage
reputations
Measuring costs of quality

12. Teamwork
• Link between teacher
professionalism and quality
development process
• Without it innovation
cannot be instituted.
• Key aspect: recognition of
internal customer chain
• Teams are engines of
quality improvements, they
make quality management
work.

13. Applying quality
tools and
techniques
Knowing area to
improve
Selecting correct
tools
TQM process to
tackle them
Strategic approach
Projects best
tackled by teams
Teams analyze work
flow, processes,
methods, results
Team work training,
problem solving,
use of tools to be
successful
Analysis highlights
areas in need of
improvement

14. Developing a self-
assessment
culture
• An institution should have a means
for evaluating its total performance.
External inspectors may undertake
this.
• A system of peer review
can build confidence and trust,
and can act as significant staff
development. Mechanisms need to be
developed to feed the results of this
auditing back into the strategic
planning processes.
• Regular review and evaluation
need to be an integral part of the
program.

15. Applying the framework
Comprehensive
framework to
assure meeting
customer needs
Clear identity,
well-defined
standards
necessary for
self confident
institutions
Everybody is
responsible for
quality and its
improvement
TQM cannot be
purchased,
must be
customized
according to
existing culture