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Towards a World Class University

  1. Towards a World Class Medical Sciences 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 a top priority  Medical Knowledge Explosion & Technological Advances  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 & Learning The Introduction of New Learning Technologies Choice of Educational Strategies Approaches to Assessment Staff Development & Professionalism Best Evidence Medical Education ACADEMIC STANDARDS Standards for Teaching operate as Benchmarks Broaden the definition of Scholarship 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. Medical Education: 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 Undertak e 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
  8. 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
  9. Action Plan to make this University a high-ranked University A Multi-layered & Multidimensional Approach Make significant contributions to the advancement of knowledge through research
  10. A New Vision... A New Approach... Components World Class University: Academic Reputation Research Citations per faculty Ratio of academic staff to students Establishing Centres of Excellence - Cardiac, Neuro, Renal & Endocrine Sciences, Imaging, ART, Oncology, Aesthetic & Reconstructive Surgery, Mol Medicine, - Transplant Surgery - Lifestyle Disease - Disruptive technologies, Robotics, Ageing populations - Info & Commun Tech [m-Health] - Health Economics, - Health policy - R&D (Drug Discovery, Nanotechnology) - Nursing - Dental Integrated Medicine [AYUSH] 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
  11. 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
  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 Value people and reward them Accountability Transparency Responsiveness Credibility Value a culture that has measurable goals and objectives – outcome oriented Promote intra- campus cooperation and teamwork ACCREDITATION Model to achieve excellence
  13. • Population of only 1.3 billion, 27 States & 7 union territories • Vast Population (80%) spread in remote areas in around 627,000 villages • 8O % of super-specialty hospitals are in big cities INDIA – THE LAND OF DIVERSITY
  14. 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
  15. Quantum of Disease Burden: What we are expected to handle? Total estimated workforce in India is 65 lacs excluding ASHA – [11.5 lac docs, 2.54 lac dental pract, 7.99 AYUSH practitioners, 29.09 lakh nurses, 11.25 pharmacists, 9.7 lakh ASHA, AN/HPS 10 lakhs; TOTAL 80 lakhs]  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  6 crore Indians fall below poverty line every year due to catastrophic health expenditure
  16. 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
  17. 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, Radiotherapy
  18. Emerging Allied & HC Professions (contd.) Nutrition Science - nutritionist, dietician Occupational therapy Ophthalmic sciences Physician Associate & Assistant Physiotherapy Primary/Community health promoters/MPW Renal Technology Surgical & Anesthesia related Technicians - Endoscopy & Laparoscopy Trauma & Burn care Emergency Medical Technician
  19. 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
  20. 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
  21. Funding Making the university sustainable Revenue Generation Four main streams of funding State Funding Operational Expenditure and Research Partnerships Strong relationships & partnerships with public and private organisations which manifest through the funding of ‘contract research’ Donations Relationship with Alumni & stakeholders with regards to the receipt of endowments and gift payments. Fees Income generated from tuition fees. Operations & Research Salary and Infrastructure
  22. 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
  23. Staff Development: A journey, not a destination Faculty Roles - Teacher - Curriculum planner - Evaluator - Educational leader - Scholar Administrator - Researcher 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 cor competencies Content Promotion of scholarship - Organisation al change & development
  24. Develop a clear educational philosophy and intention and focus administrative resources on creating an educationally rich environment. Make progress visible and compelling Design a strong infrastruc ture Apply the habits of academic entreprene urship Approach administr ation as a scholarly act Support the people doing the work Core Principles
  25. Strategies for Building a Distinctive University
  26. Exceptional Governance: Intelligent Direction Make this university an intellectual destination & 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.
  27. Characteristics of a World- Class University (WCU): Alignment of Key Factors
  28. 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 Med Education/Skills Lab Portfolios in Personal & Professional Development Self-regulated Learning
  29. 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 & the excitement of discovery with the support & intellectual stimulation of a diverse campus community.
  30. #1 Develop clear expectations for Uni graduates • 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.
  31. #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.
  32. #7 Partner within University and beyond • Center of Excellence. • Educational partnerships. • Collaborations with the University • Long-term collaborations with regional business #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
  33. Staying at the Top: Creating a Culture of Operational Excellence 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
  34. Leadership Framework University Leadership:  Results Orientated  Customer Focused  Visionary  Creativity  Strategically Focused  Ask Great Questions  Make High-Quality Decisions  Be an Incredible Communicator  Integrity  Dedication/ Confidence/ Optimism  A strong team  Inspiration Delivering the Service
  35. 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 humanitarians What will set us apart?
  36. The challenges facing our world are great. The time to address & 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-MSU 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.