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.

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

8. Educational Objectives

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

15. Technological
Innovations

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

36. STUDENT SELECTION PROCESS

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

46. Leadership Framework

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.