After completion of the training workshop, the participants will be able to know: - the Significance of IQAC; - QA in Higher Education; - Institutional Quality Assurance Cell (IQAC) - Establishment of IQAC - Objectives of the IQAC - Purposes of Quality in Higher Education - The Role of IQAC - IQAC Management - Quality Assurance Committee (QAC) - Functions of IQAC - Conclusion

1. PROF. DR. MD. NAZRUL ISLAM,
FORMER DIRECTOR
IQAC, SAU, SYLHET
1

2. LEARNING OUTCOMES
After completion of the training workshop, the participants will
be able to know:
 the Significance of IQAC;
 QA in Higher Education;
 Institutional Quality Assurance Cell (IQAC)
 Establishment of IQAC
 Objectives of the IQAC
 Purposes of Quality in Higher Education
 The Role of IQAC
 IQAC Management
 Quality Assurance Committee (QAC)
 Functions of IQAC
 Conclusion
2

3. SIGNIFICANCE OF IQAC
 The scope of HE is expanding rapidly in
Bangladesh both in public and private
sector.
 Institutional set up with defined vision,
mission, goal, objectives and
responsibility in accordance with
accepted QA principles within the
university is available.
3

4. CONT.
 Without effective QA culture, the ongoing
practices lacks transparency, accountability,
consistency and evidence of good practice.
 IQA infrastructure is indispensable for a QA
culture in a university.
 The setting up of IQACs at public and private
universities would promote the QA culture to
ensure quality in education.
4

5. 5
QA can be described as the systematic, structured and
continuous attention to quality in terms of quality
maintenance and improvement. Quality Assurance System
has two distinct wings: (i) Internal Quality Assurance (IQA),
and (ii) External Quality Assurance (EQA).
Accreditation
Internal Quality
Assurance (IQA)
Follow up
Self-Assessment
Enhancement
External Quality
Assurance (EQA)
External
assessment
Certification
Quality
Assurance
System in
Higher
Education
QUALITY ASSURANCE

6. QA IN HIGHER EDUCATION
The Concept
 QA is a continuous process of evaluation
(assessing, monitoring, guaranteeing,
maintaining, and improving) the quality of HE
Institutions or study programs.
 QA focuses on both accountability and
improvement, providing information and
judgments (not ranking) through an agreed
upon and consistent process and well-
established criteria.
 QA activities depend on the existence of the
necessary institutional mechanisms
preferably sustained by a sound quality
culture.
6

7. CONT.
 Quality management, enhancement, control
and assessment are means through which
quality assurance is ensured.
 The scope of QA is determined by the shape
and size of the HE system.
 QA varies from accreditation.
 The capacity to operate, provide educational
services and to award officially recognized
degrees.
7

8. INSTITUTIONAL QUALITY ASSURANCE CELL (IQAC)
 HE forms the basis of knowledge society, a
comprehensive system of creativity and
innovation for attaining rapid socioeconomic
development.
 In Bangladesh the scope of HE is expanding
fast in both public and private sectors.
 The government, UGC and the universities feel
an increasing need to look at the quality and
standard of HE.
 Fostering global competence through QE needs
the development of benchmarks of
excellences, good practices in HE and
institutionalization of continuous improvement
process.
8

9. CONT.
 UGC is responding positively to these
challenges and is committed to change
the higher education landscape through
establishing IQAC at the university level.
 Now the IQAC is functional cell at the
university level with specific responsibility
of ensuring good practices.
 The establishment of an IQAC is an
indispensable first step towards the
development of internal quality assurance
system in a university.
9

10. CONT.
 The general objective of IQAC is to
promote a QC within the university and
implement QA standards and
benchmarked quality criteria.
 The IQAC established following an
administrative order of the university
authority.
 It is organized in such a way as befits the
size, existing structure and capacity of
the university as defined in the Act.
10

11. International Context
 The QA in HE has become an important
global trend. Nearly half of all countries
worldwide have established quality
assurance mechanisms of one type or
another, during the last decade or two.
The following factors help to explain this
trend:
 The rapid expansion of higher education
systems.
11

12. CONT.
Globalization
 The quality of HEI has suffered in many
countries due to economic constraints and a
priorities placed on basic education rather
than on the advanced levels.
 Strong expectations that quality assurance
mechanisms will ensure continuous quality
control and improvement.
12

13. CONT.
 QA is linked to professional mobility, and a
growing number of regional and international
integration processes.
 Effective mechanisms for the professional
recognition of higher education credentials.
 The global organization for coordinating the
activities of national QA agencies and for
providing guidance for good practices:
 International Network for Quality Assurance
Agencies in Higher Education (INQAAHE)
13

14. CONT.
The regional QA organizations:
 Asia pacific quality network (APQN)
 Caribbean Area Network for Quality Assurance in
Tertiary Education (CANQATE)
 European Association for Quality Assurance in Higher
Education (ENQA)
 Arab Network for Quality Assurance in Higher
Education (ANQAHE)
 INQAAHE secretariat is situated in Barcelona, Spain.
 In South Asia, India, Pakistan, Sri Lanka and Maldives
are full members of INQAAHE.
14

15. CONT.
 At present there is only one private
sector accreditation agency for the
Engineering and Technology Degree in
Bangladesh called Board of Accreditation
for Engineering & Technical Education
(BAETE).
15

16. ESTABLISHMENT OF IQAC
 The IQAC already has been established in
each university under an Administrative Order
of the University Authority on 2015.
 Initially the IQAC has been established with
the financial assistance from HEQEP.
 IQACs shall become a permanent organ of the
Universities and their operations will be
sustained and maintained under the revenue
budget of the institution.
16

17. CONT.
 Universities will prepare a succession plan during the
project period with the objectives of its continuity.
 For a dynamic and effective IQAC, the concerned
University must take initiative to increase the availability
of experienced and competent academics. This may
include the followings:
 Providing critical development experiences through
training, workshop and study visit;
 University shall identify, train, and retain talents to
ensure the smooth functioning of the IQAC and
development of the QA culture in the University;
 The University make necessary funding provisions in its
revenue budget to meet the costs of the IQAC on a
regular basis and include the IQAC in its permanent
organizational set up.
17

18. OBJECTIVES OF THE IQAC
The general objective of the IQAC is to promote
a QA culture within the University.
The Specific Objectives are to:
 Institutionalize the QA culture in accordance
with national QA guidelines and international
practices;
 Ensure that the University’s QA procedures are
designed following the QAU guidelines and
national requirements;
 Develop, maintain and enhance QE and
people’s perception in favour of the University
through consistent QA practice and
performance; 18

19. PURPOSES OF QUALITY IN HIGHER EDUCATION
Knowledge is power
Action speaks louder than
words
Attitude is a little thing, but
it makes a big difference.
There are Two main purposes for Attaining Quality in Higher Education:
(a) Fitness of the Purpose for…
Graduates to attain outcomes in terms of Knowledge, Skills and Attitudes so that
they are being able to meet the needs of stakeholders.

20. 20
Improving
Quality in
Higher
Education
Teaching: formal
arrangement for
increasing
KNOWLEDGE,
attitude and skills of
learners
Training:
formal
arrangement
for increasing
SKILLS,
knowledge
and
attitudes of
existing job
holdersInformal
Education: family,
halls of residence,
play ground &
environment etc.
Learning:
increasing
ATTITUDES,
knowledge and
skills of learners
by their own
initiatives and
efforts
Non-Formal Education of
Learners:
co-curricular, extra-curricular
activities, seminar, conference,
workshops, study visits, tours,
debates etc.
Guidance and
Counseling:
constant
monitoring,
feedback &
How to Improve Quality in Higher Education ?
Holistic Approach to
Improve the Quality in
Higher Education

21. 5/11/202021
 Quality of Learners: commitment and interest with respect to
knowledge, attitudes and skills
 Quality of Staff: commitment, to knowledge, skills and attitudes
 Content: reflected in relevant curricula for the acquisition of basic
skills, attitude and knowledge referring for life.
 Facilities: physical, co- & extra-curricular activities.
 Environments: governance, safety and security
Capacity:
b) Fitness for the purpose of....
Improving HEI/program offering entity in terms of its Capacity &
Process to facilitate the attainment of Intended Learning Outcomes (ILOs):

22. 5/11/202022
 Enrollment: admission policies
 Curricula: effective and student centered
learning(SCL)/ outcome based teaching learning
(OBTL).
 Budgeting: salaries; capital; endowment
management etc.
 Planning: strategic planning, curricular planning,
etc.
 Staff development: education/training,
communication
Processes:

23. 5/11/202023
 Student Support: student advising & counseling,
progress towards degree completion, scholarship
sanctions, etc.
 Residence Life: housing selection, training for
residential hall staff, conflict resolution/mediation
 Advancement: fund-raising, alumni relations, public
relations, government/corporate relations, community
relations, etc.
Processes (contd…..)

24. THE ROLE OF IQAC
The role of IQAC is to:
 Support the University in achieving its vision
through providing good quality education;
 Function as a central quality assurance unit for
the University and review existing standards and
procedures;
 Develop new standards, policies, systems,
processes, and procedures by adapting and
incorporating best practices;
 Systematically monitor and evaluate University’s
practices and processes through audit, survey and
other instruments as deemed fit to ensure
generally acceptable standards of quality;
24

25. CONT.
 Build image of the University with confidence
of the stakeholders ensuring transparency,
accountability and good practices in all
aspects of management; and
 Prepare the University to meet the External QA
Assessment and Accreditation Requirements.
 Review of existing policies, systems, processes
and procedures.
 Assessing and strengthening capacity for
effective governance, teaching- learning,
research and community services.
25

26. CONT.
 Organize trainings, workshops and seminars
on quality related themes towards the
promotion of quality culture.
 Arrangement of feedback processes from
students, academic and non-academic staffs,
alumni and employers.
 Coordinate among different institutions for
quality related activities including adoption
and dissemination of best practices.
26

27. CONT.
 To execute the IQAC activities in the
University
 To develop action plan for IQAC activities
 To develop awareness in the University about
quality culture
 To motivate the faculty members and staff in
the IQAC activities
 To communicate with VC, QAC and SAC for
doing all IQAC activities successfully in the
University
 To motivate the self assessment activities
 To assist in report preparation and submission27

28. CONT.
 Prepare the project completion report(PCR)
and monitoring for preparing the Self-
Assessment Report (SAR) by SAC, External
Validation Report by EPRT and Post Self-
Assessment Improvement Plan(PSAIP) by the
SAC and submit to the QAU through IQAC.
28

29. IQAC MANAGEMENT
 IQAC : The Head of the IQAC called Director
and he supported by Additional
Director(s)(AD).
 IQAC Staffing: Non-academic personnel are
already appointed as technical/support staff,
e.g., administrative/office manager, accounts
officer, record keeper, data entry/computer
operator, MLSS etc. to assist the Director
and Additional Director for the operation and
management of the IQAC.
29

30. CONT.
Work Arrangements for Director and AD: The AD engaged
actively in IQAC management along with the Director and
assist in the administration of the IQAC.
Director’s Responsibilities:
 The implementation of the programmed activities of the
IQAC as delineated in the IQAC Operations Manual to
carry out the QA activities.
 The Director together with the Additional Director(s)
take the responsibility to mobilize the IQAC staff and
logistics.
30

31. CONT.
31
The management and operational leadership of
IQAC vested in the hands of the Director who shall
function as the chief executive officer (CEO) and
Drawing and Disbursement Officer (DDO) of the
IQAC.
The Director shall be accountable to the VC and
would report to him periodically. Additionally he
will liaise with the QAU and the University in
respect of QA activities.
The Director shall maintain close communication
and correspond with the project director, HEQEP in
all matters of Sub-project Implementation.

32. 32
QUALITY ASSURANCE COMMITTEE (QAC)
Institutional Oversight
In order to look after the key issues of quality assurance and
activities of the IQAC the Quality Assurance Committee (QAC)
already has been constituted in each university. The IQAC shall
report to the VC and be supervised by the University’s QAC. The
composition of the QAC has been designed as follows:
1. Vice Chancellor of the university (Chair)
2. Director of Finance and Accounts
3. Director of IQAC
4-10. All Deans
11-12. Any other two senior academics/personnel appointed by
the Syndicate nominated by the Vice-Chancellor
13. Registrar of the University
14. Additional Director of IQAC (Member-Secretary of the QAC )

33. 33
Functions of IQAC
In order to achieve the objectives the major functions of the IQAC
are as follows:
 Facilitate the mission and objectives of the university for
enhancing the quality and relevance of HE and respond to
global trends on QE;
 Guide and assist the program offering entities of the university
to define program objectives;
 Develop standards and benchmarks for various academic and
administrative activities of the University;
 Review existing procedures for further improvement of delivery
of HE
 Prepare QA documents and procedures for use within the
University following specifications and guidelines provided in
the IQAC OM;
 Encourage staffs to maintain professional code of conduct in
accordance with the QAU guidelines and international
practices and facilitate to maintain good practices in
operations;

34. CONT.
 Provide necessary support to the program
offering entities, i.e., departments, faculties
and institutes to conduct the self-assessment,
external peer review and implement QA process
at the program level;
 Development and application of quality
benchmarks/parameters for various academic
and administrative activities of an institution.
 Documentation of the various programmes /
activities leading to quality improvement.
 Conduct regular monitoring of implementation
of policies, systems, processes and procedures;34

35. CONT.
 Facilitate the approval of new program
offering entity and new programs for existing
entities using appropriate procedures;
 Develop an Institutional QA Strategic Plan for
every 5 years and ensure its implementation
and monitoring of achievements;
 Co‐ordinate all QA related activities within the
university;
 Liaise with QAU and other external QA
agencies; 35

36. CONT.
 Organize workshops, seminars and appropriate
training for capacity building and promoting QA
culture at all levels of the University;
 Advise University management, faculty and
departments on QA and related matters;
 Take initiative and lead to establish
Professional Development Center at the
University;
 Prepare the detailed budget of the IQAC; and
 Conduct improvement audit at any level of the
University if necessary.
 Acting as a nodal agency of the institution for
quality-related activities.

37. 5/11/2020
37
Administrative &
Financial
Support to SA
Activities
Organize
Workshops/
Seminars
Summary of the Major Functions of the IQAC
Training
of
Teachers
Reporting Procurement
Establishing
QA Culture at
the University
Liaison betn.
QAU & Univ.
Competent
Staff
Recruitment
Hiring
EPRs
Form
QAC
IQAC

38. CONCLUSION
IQAC is the totally of systems, resources and
information devoted to setting up, maintaining and
improving the overall quality and standards of an
institution. Thus, if quality is required to be assured
we need a structured quality assurance mechanism
that makes it possible to monitor, improve and
evaluate quality. Therefore, each and every
institution will have to build its own IQAC keeping
certain objectives in mind namely monitoring,
evaluation quality assurance for specific activities
and instruments for quality assurance.
38