Towards a World Class University
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The document discusses the vision for developing a world-class university. It outlines strategies for transforming medical education, focusing on critical thinking, problem-solving and leadership skills. The university aims to achieve excellence in education, service, and research. It discusses developing new curricula and learning tools to keep up with changes in healthcare and students' needs. It emphasizes the importance of staff development and responding to the context in which medical education operates. The university seeks to establish centers of excellence and attract extraordinary students and faculty. It outlines a strategic plan and funding model to make the university sustainable and achieve its mission.
![A New Vision...
A New
Approach...
World Class
University:
Academic
Reputation
Research
Citations
per faculty
Ratio of
academic
staff to
students
Establishing Centres of Excellence
- Cardiac & Neurosciences
- Transplant Surgery
- Lifestyle Disease
- Disruptive technologies, robotics, ageing
populations
- Information & Communication
technology [m-Health]
- Health Economics
- Health policy
- R&D (Drug Discovery, Nanotechnology)
University Needs:
A combination of
freedom, autonomy &
leadership.
An environment that
fosters
competitiveness,
unrestrained scientific
inquiry, critical
thinking, innovation and
creativity
Hire the best scholars
and put them in
positions of power
Control quality through
hiring panels
For Board Council: only
choose people who are
deemed to be good for
the university](https://image.slidesharecdn.com/towardsaworldclassuniversity2-230130065417-28de634b/85/Towards-a-World-Class-University-11-320.jpg)
![Quantum of Disease Burden:
What we are expected to handle?
6 crore Indians fall below poverty line every year due to catastrophic
health expenditure
17.5 m people die each year in India from cardiovascular dis - 74% of
urban Indians are at risk of CVDs
NCDs – 72.5% deaths worldwide (6 M deaths in 2016); 61% deaths in India;
over 3 m suffer from cancer
India is emerging as diabetic capital of the world - 70 m living with
diabetes; 1 m deaths in India in 2016
Trauma & Accidents - over 0.5 m RTAs
Mental Health neglected for far too long
Total estimated workforce in India is 65 lacs excluding ASHA –
48.,55%/10,000 pop [11.5 lakh docs, 2.54 dental practitioners, 7.99
AYUSH practitioners, 29.09 lakh nurses, 11.25 pharmacists, 9.7 lakh
ASHA, AN/HPS 10 lakhs; TOTAL 80 lakhs]](https://image.slidesharecdn.com/towardsaworldclassuniversity2-230130065417-28de634b/85/Towards-a-World-Class-University-23-320.jpg)
![Emerging cadres of hope
Doctor: WHO Norm 1/1000
[Status:0.7]
Nurse: WHO Norm 3/1000
[Status:1.7]
Pharmacist Need based [0.5/1000]
Physician Assistant - work in tertiary
care institutions, Surgical Assistants
Nurse Practitioner provides PHC &
implements National Program](https://image.slidesharecdn.com/towardsaworldclassuniversity2-230130065417-28de634b/85/Towards-a-World-Class-University-27-320.jpg)
Towards a World Class University
- 1. Towards a World Class University Prof. S. A. Tabish FRCP, FACP, FAMS, FRCPE, MD HA (AIIMS), MBBS, FRIPH (London) Fellowship University of Bristol, England Doctorate in Educational Leadership (USA)
- 2. Transforming the face of medical education We focus on a University, to give the teaching & research a real world context in the social, economic and political environment across the globe. We will prepare students to become leaders in any setting. The University will provide a quality education that effectively integrates critical thinking, problem-solving and leadership skills. The University will achieve its mission by striving for excellence in education, service and research.
- 3. New Horizons in Medical Education CHALLENGES Patients as Consumers/Patient’s Expectations Healthcare Delivery Medical Knowledge Doctor’s availability & Workload Student’s Requirements RESPONSE The Development of New Curricula The Introduction of New Learning Situations & Use of New Tools & Aids to Learning Introduction of New Methods of Assessment Importance of Staff Development Structures Medical Education must respond to the context in which it operates
- 4. NEW TRENDS Outcome-based Education Cost-effectiveness of approaches to Teaching & Lrarning The Introduction of New Learning Technologies Choice of Educational Starategies Approaches to Assessment Staff Development & Professionalism Best Evidence Medical Education ACADEMIC STANDARDS Standards for Teaching operatre as Benchmarks Broaden the definition of sScholarship of Discovery, Application, Integration & Teaching
- 5. Model for Change Establish a sense of Urgency Create the Guiding Coalition Develop a vision & Strategy Communicate the Change Vision Empower Broad-Based Action Generate Short-term Wins Consolidate gains & produce more Change Anchor New Approaches in the Culture
- 6. Passion for a Better World The six priority areas that span the full breadth of the University: Discovery Science: Transforming our world through fundamental scientific research Health of the Planet: Addressing critical environmental and sustainability challenges facing humankind Human Health: Defining the future of health through advances from bench to bedside across a broad range of disciplines Innovation and Entrepreneurship: Accelerating the journey from idea to impact Teaching, Learning, and Living: Reimagining education for the 21st-century learner The Core: Attracting extraordinary students and faculty and providing them with the resources they need to thrive
- 7. Ultimate Aim is to: Supply Society with a knowledgeabl e skilled and up-to-date cadre of professionals who put patient care above self interest Undertake to maintain & develop their expertise over the course of lifelong career Medicine has a privileged position in the society, &, as a result, medical education is itself set apart from the main body of higher education Medical Education is in a perpetual state of unrest Medical Educatio n
- 9. Quality in Medical Education High Quality medical education is a vital prerequisite for high quality patient care CQI is the responsibility of all academic administrators Quality Improvement is a dynamic & continuous process whose aim is the achievement of excellence
- 10. Action Plan to make this University a high-ranked University Deliver highest quality services, at the most efficient cost, in the timeliest manner: A Multilayered & Multidimentional Approach Make significant contributions to the advancement of knowledge through research
- 11. A New Vision... A New Approach... World Class University: Academic Reputation Research Citations per faculty Ratio of academic staff to students Establishing Centres of Excellence - Cardiac & Neurosciences - Transplant Surgery - Lifestyle Disease - Disruptive technologies, robotics, ageing populations - Information & Communication technology [m-Health] - Health Economics - Health policy - R&D (Drug Discovery, Nanotechnology) University Needs: A combination of freedom, autonomy & leadership. An environment that fosters competitiveness, unrestrained scientific inquiry, critical thinking, innovation and creativity Hire the best scholars and put them in positions of power Control quality through hiring panels For Board Council: only choose people who are deemed to be good for the university
- 12. Articulate a clear vision, mission and values Clearly defined roles and responsibilities Communicate a coherent institutional stewardship philosophy Promote an environment of innovation and creativity Values people and rewards them Promotes personal development Values a culture that have measurable goals and objectives – outcome oriented Promote intra- campus cooperation and teamwork Rewards execution Model to achieve excellence
- 13. Provide means for colleges/depa rtments to acquire and manage finances, facilities, and information resources they need Provide appealing, safe, healthy, and sustainable physical environment that supports teaching and research mission Provide highst quality service at efficient cost, in timely manner, and maximize long- term value of university investments to ensure stakeholders achieve goals/objectives of the institution Provide high quality of work life for all employees regardless of position or function, including opportunities for individual development Promote Uni values aligned with the broader community to ensure common purpose and agreement for university mission Mission
- 14. Bridging the gap between educational theory and practice From Theory to Practice
- 21. 21 • Population of only 1.3 billion, 28 States & 5 union territories • Vast Population (80%) spread in inaccessible & remote areas (border areas) & remote islands in around 627,000 villages • 8O % of super- specialty live in big cities INDIA – THE LAND OF DIVERSITY
- 22. Health Care Facilities In India PUBLIC SECTOR: 12760 Hospitals, > 5000 CHCs, > 25000 PHCs, 0.15 m Sub- Health Centres PRIVATE SECTOR: Provides 80% of the care Medical Institutions: 539 Dental Institutions: 313 Pharmacy Colleges: 5906 Nursing Colleges/Schools: 8770 Allied & Healthcare Institutions: over 1400 Key issue: lack of access to timely HC & shortage of specialists; one third of cardiac pts die due to late diagnosis; half of the diabetics go un-diagnosed 103% population of world holds a mobile cellular subscription Half of the world lacks access to essential health services 5 Billion people do not have access to Surgical & Anesthesia care when needed Need: Anytime, anywhere HC
- 23. Quantum of Disease Burden: What we are expected to handle? 6 crore Indians fall below poverty line every year due to catastrophic health expenditure 17.5 m people die each year in India from cardiovascular dis - 74% of urban Indians are at risk of CVDs NCDs – 72.5% deaths worldwide (6 M deaths in 2016); 61% deaths in India; over 3 m suffer from cancer India is emerging as diabetic capital of the world - 70 m living with diabetes; 1 m deaths in India in 2016 Trauma & Accidents - over 0.5 m RTAs Mental Health neglected for far too long Total estimated workforce in India is 65 lacs excluding ASHA – 48.,55%/10,000 pop [11.5 lakh docs, 2.54 dental practitioners, 7.99 AYUSH practitioners, 29.09 lakh nurses, 11.25 pharmacists, 9.7 lakh ASHA, AN/HPS 10 lakhs; TOTAL 80 lakhs]
- 24. Human Resource in the changing World: Future Trends We will need 18 million health workers more in 2030 Consider the labour market dynamics & education policies Building the capacity of institutions Skills & competencies - entrepreneurial, STEM, risk management, digital, leadership, creativity & innovation, emotional intelligence, problem solving Invest in ‘real’ reality & human intelligence
- 25. Emerging Allied & HC Professions: Taking Health & Wellness to every doorstep Behavioual Health Sciences- psychologist, beh analyst integrated behavioural health counsellor, Mental H Supp. Cardiology, vascular, neurosciences & pulmonary technology Health & Information Management Life Sciences- Biotechnologist, Biochemist, Mol Biologist, Molecular Geneticist, Ecologist, Biomed Engineering, Biomed Equipment Tech, Occupational health, Safety & Env Protec Officers Med Lab Sciences Tech - Cytology Tech, Forensic Sciences, Histology, Hematology Medical Radiology, imaging & therapeutic technology - Med Physics, Nuclear Med Technologist, Radiothrapy
- 26. Emerging Allied & HC Professions (contd.) Nutrition Science - nutritionist, dietician Occupational therapy Ophthalmic sciences Physician Associate & Assistant Physiotherapy Primary/Community health promoters Renal Technology Surgical & Anesthesia related Technicians - Endoscopy & Laparoscopy Trauma & Burn care
- 27. Emerging cadres of hope Doctor: WHO Norm 1/1000 [Status:0.7] Nurse: WHO Norm 3/1000 [Status:1.7] Pharmacist Need based [0.5/1000] Physician Assistant - work in tertiary care institutions, Surgical Assistants Nurse Practitioner provides PHC & implements National Program
- 28. HC Sector to drive 21st century Economy Health Care: 8 Trillion USD Food & Agri: 8T USD IT: 3.4 T USD Oil & Nat Gas: 2 T USD Automobile: 2 T USD Media: 1.7 T USD Energy: 1.4 T USD Apparel: 1.4 T USD
- 29. Funding Making the university sustainable Revenue Generation Four main streams of funding State Funding Operational Expenditure and Research Partnerships Strong relationships and partnerships with public and private organisations which manifest through the funding of ‘contract research’ Donations Relationship with alumni and stakeholders with regards to the receipt of endowments and gift payments. Fees Income generated from tuition fees. Operations & Research Salary and Infrastructure
- 30. Medical Education: Doctor of the Future A Caregiver Compassion and Empathy Communicator • Doctor-Patient Relationship • Interpersonal communication Decision Maker • Needs Assessment • Healthcare Delivery Community Leader • Disease Prevention • Health Promotion • Medical Care A Good Manager • Managing materials • Human Resource management • Patient Safety Preparing Future Doctors • Accountability • Creative Autonomy • Quality
- 31. Staff Development: A journey, not a destination Faculty Roles - Teacher - Curriculum planner - Evaluator - Educational leader - Administrator - Researcher - Scholar Staff Development - Formal - Learning on the job - Belonging to a community of educators - Mentorship - Role modelling - Organisational support - Development * Staff development activities should be guided by knowledge of core competencies Content - Promotion of scholarship - Organisational change & development
- 32. Develop a clear educational philosophy and intention and focus administrative resources on creating an educationally rich environment. Make progress visible and compellin g Design a strong infrastr ucture Apply the habits of academic entreprene urship Approach administrati on as a scholarly act Support the people doing the work Core Principles
- 33. Strategies for Building a Distinctive University
- 34. Exceptional Governance: Intelligent Direction Make this university an intellectual destination and a transformative educational hub through ideas that challenge & change the world. Focus on Groundbreaking Research 1. Journey from Good to Great, from Smart to Wise, future-focused and process-focused by providing exceptional governance 2. Moving from survival to stability to success to significance. I will set up direction, with innovative vision, align people to vision, set goals, motivate and inspire, provide total quality leadership Engage in exploring the Universe: our researchers & their discoveries will invigorate the Healthcare, advance industry, and influence the international scientific agenda to expand the reach of science. We should be rated among the top Universities in the world for the quality and breadth of our research enterprise, for the scholarly distinction of its faculty, for the excellence of its UG/PG/Doctoral programs, and for the amount of funding received in support of its research programs. We will establish a world-renowned science research and education institution, where extraordinary faculty and students seek answers to complex questions, discover new knowledge, lead innovation, and transform our future.
- 35. Characteristics of a World- Class University (WCU): Alignment of Key Factors
- 38. The Curriculum in Context
- 39. Evaluation
- 40. Educational Strategies Problem-based Learning Interprofessional Education Work-based learning Supervision, Monitoring & Coaching Teaching & Leading Small Groups Lectures & Large Groups Technology-enhanced Learning E-Learning Simulation in Medical Education Portfolios in Personal & Professional Development Self-regulated Learning
- 41. Responding to the challenge Metaleadership: optimally engaging three facets of organizational connectivity – up, down, and across: who are the many stakeholders that must be influenced and how can they best be leveraged to catalyze forward progress: to create joint ventures, strategic alliances, etc. - vision and the process charted are so compelling that others follow A high degree of emotional intelligence is one critical Our institution will be dedicated to providing its students with an education that combines rigorous academic study and the excitement of discovery with the support and intellectual stimulation of a diverse campus community.
- 42. #1 Develop clear expectations for Uni graduates at both undergraduate and postgraduate level. • Employ a powerful and coherent educational philosophy. • Use this philosophy to guide institutional investments in learning. #2 Use a strategic planning and budget model. • Free up funds for innovation and redesign of essential programs and support structures. • Invest in programs that make us distinctive. #3 Introduce a culture of evidence. • Foster a habit of continuous learning and improvement. • Utilize an experimental approach to change. • Guide change with evidence of impact.
- 43. #4 Expect high and rigorous standards. • Build support for scholarship. • Expand institutional research and assessment. • Define clear academic and administrative priorities and introduce rigorous performance expectations. #5 Promote productive collaborations and partnerships both internal and external. • Focus on strategic societal issues (e.g. quality of preK-12 education, renewable energy, health care, community development, diversification of the economy, arts/cultural programs). • Create learning opportunities for our students. #6 Foster interdisciplinary work within the administration as well as across academic programs. • Between Centres/Colleges • Between academic and student affairs. • Across fields and disciplines.
- 44. #7 Partner within Ayurvigyan Uni and beyond. • Center of Excellence. • Educational partnerships. • Collaborations with the University of Minnesota. • Long-term collaborations with regional business and non-profit organizations. #8 Seek additional sources of external support. • Portfolio of grant support. • Expand graduate programming. • Fund-raising. • New educational packages: summer session, workshops, etc. #9 Expand international programming. • To promote global competence. • To support development of regional enterprise
- 45. Staying at the Top: Creating a Culture of Operational Excellence Use interest-based negotiation, multidimensional problem solving, meta leadership to build collaboration and manage conflicts. 3. High Concentration of Talent 2. Abundant Resources 1. Exceptional Governance 3 key components: Features that encourage strategic vision, innovation, and flexibility and that enable institution to make decisions and to manage resources Faculty and Students To offer a rich learning environment and to conduct advanced research
- 47. Shaping the future Key Concepts Seek answers to “impossible ” questions Discover new knowledge Lead the way into the future Recruiting top-calibre scientists & scholars Employ intellectu al pioneers Engage some of the greatest humanitaria ns What will set us apart?
- 48. The challenges facing our world are great. The time to address and ameliorate them is short. The opportunity for action is now. And the agent of positive change – perhaps more than ever before in our history – can be MP-AVW Thank You Health, like beauty, is in the eye of the beholder; and that a definition cannot capture its complexity. We might need to accept that all we can do is to frame the concept of health through the services that society can afford, and modulate our hopes and expectations with the limited resources available & common sense.