Programme


1.1. 
The ACDE-QAAA plan is sequentially and organically developed and the following six programmatic thrusts have been identified:

  • Establishment of the Agency
  • Setting  up the  Directorate
  • Embedding the ACDE-QAAA Activity Regime
  • Advocacy and Networking
  • Professional Training and Capacity Enhancement
  • ACDE-QAAA Appraisal and Performance Reviews

  1.2.1.

Each programmatic thrust has its strategic objective, performance indicators, followed by the agent to perform the action, the timeframe to be taken, resources to be used and remarks made where necessary to guide its implementation. They have been set out as described in the following table.


1.2.2 
 

It must be emphasised that member institutions should be prepared to commit seed-funding to enable the start-up of ACDE-QAAA to facilitate ownership

Strategic Objective 1: The ACDE establishes a credible African agency with the capacity and capability to conduct quality and related functions to assure an effective balance amongst the three ODL elements of access, quality and cost.

Performance Indicators:

  • ACDE establishes a credible agency by 15th June, 2009
  • Key ACDE-QAAA personnel appointed
  • Adequate infrastructure provided
  • Potential to conduct QA demonstrated through capacity and capability
  • Ensure effective balance through conceptual frameworks, models and evaluation instruments

No

ACTION

AGENT

TIMEFRAME

RESOURCES

REMARKS

1.3

Establishment of the Agency

1.3.1

  • Submit Working Group’s (W/G) report to ACDE Secretariat.
  •  

W/G

15th September, 2008

Time, editorial, technical expertise and office materials.

 

1.3.2

  •  Submit W/G’s report to ACDE Board for approval.

 

ACDE Secretariat

Next Board meeting  
15th Nov 08

Use resources at ACDE Secretariat

 

 

1.3.3

   Appoint key 
P personnel
( (Agency 1.Director, 2 Unit Senior Project Officers)

ACDE Board

Board Approval 15th Nov 08

ACDE recruitment machinery

Through recruitment, secondment, sabbatical /leave of absence positions

 Strategic Objective 2: The ACDE Secretariat sets up a fully functional ACDE-QAAA Directorate able to implement the approved strategies through effective systems, procedures and adequate allocation of resources.

Performance Indicators:

  • Location identified for situating the directorate
  • Assumption date determined
  • Premises secured, renovation completed, office space allocated and fully equipped
  • Administrative and operational systems in place by June, 2009

No

ACTION

AGENT

TIMEFRAME

RESOURCES

REMARKS

1.4

Set up ACDE QAAA Office

1.4.1

 Identify location

ACDE Board

 Board Meeting of 15th November 2008.

 Time, ACDE Secretariat staff and potential host country inputs.

 Physical location could be outside the ACDE Secretariat

1.4.2

Determine assumption date

ACDE Secretariat

30th June 2009

Time, ACDE Secretariat staff.

Negotiated with the appointees

1.4.3

Procure infrastructure

ACDE Secretariat

15th June 2009.

Funds,time, ACDE Secretariat staff

Funds to cater for infrastructure as required

1.4.4

Develop systems, procedures, work plan and operational budget etc.

ACDE-QAAA Director.

February 2009

ACDE-QAAA staff, funds and equipment

 

Strategic Objective 3: The ACDE-QAAA Directorate completes the development of the QA systems after rigorous scrutiny by relevant and renowned external experts. 
                                       

 Performance Indicators:

  • Indigenous and contextualised QA model in place
  • QA Systems, methodology and implementation strategy for audit and review cycles finalised
  • External experts engaged and feedback received
  • ACDE-QAAA portfolio containing a battery of refined (valid and reliable) instruments and tools

No

ACTION

AGENT

TIMEFRAME

RESOURCES

REMARKS

1.5

Embedding ACDE-QAAA Activity Regime

1.5.1

Develop ACDE-QAAA model

Board and ACDE-QAAA

15th Oct,2009

ACDE-QAAA staff and invited  experts

 

 

1.5.2

Plancycles of audits and reviews

ACDE-QAAA

15th July2009

Dedicated funds for travel, subsistence and comm.

In consultation with stakeholders

1.5.3

Develop QA tools / instruments

ACDE-QAAA

15th June, 2010

ACDE-QAAA staff, experts, web-based resources

Tools and instruments to be digital and customised

1.5.4

External review

International Reference Group (IRG)

15th July,2010

IRG honoraria, AQAAA staff

 

1.5.5

Refine and consolidate tools and instruments

ACDE-QAAA

15thAugust, 2010

 

 

Strategic Objective 4: The ACDE-QAAA embarks on an effective series of activities with regard to promoting the agency and interacting with experts and key stakeholders at multiple levels.

Performance Indicators:

  • Comprehensive marketing strategy developed and implemented
  • Consultative platforms established at all levels
  • IRG constituted

No

ACTION

AGENT

TIMEFRAME

RESOURCES

REMARKS

1.6

Advocacy and Networking

1.6.1

Publicise ACDE-QAAA amongst ACDE member institutions

ACDE-QAAA  and ACDE Secretariat

First alert by 15th July, 2010 during IRG  review
Strategy for follow up

Funds, all available communication channels, including ICT

 

 

1.6.2

Constitute IRG

ACDE-QAAA
Director

15 Oct,2009

ICT and ACDE-QAAA website

COL; AAU; ICDE; INQAAHE

1.6.3

Develop marketing strategy and consultative fora

ACDE-QAAA
Directorate

 

15 Oct, 2009

 

ACDE-QAAA hyperlinked website; brochures, newsletters and via ACDE members

 

1.6.4

Presentations to continental fora and bodies (AU; AAU; NEPAD; MINEDAF)

ACDE-QAAA staff

By July,  2010

Travel time and funds, enlisted ACDE staff

 After completion of tools  and instruments

1.6.5

Inform regional and national QA structures (including professional agencies)

ACDE-QAAA
Directorate

By July 2010

Travel time and funds, enlisted ACDE staff

 

Strategic Objective 5: The ACDE-QAAA conducts professional training and capacity enhancement on a continuous basis for the purposes of staff development and the certification of trained QA specialists.                                      

 Performance Indicators:

  • Training and development programmes for ACDE-QAAA staff in place by 15th March 2009
  • Regional /institutional orientation workshops successfully conducted
  • Significant contributions made to professional development of ODL QA specialists
  • Certification and recognition processes for developing the pool of trained experts in place.

No

ACTION

AGENT

TIMEFRAME

RESOURCES

REMARKS

1.7

Professional Training and Capacity Enhancement

1.7.1

Regular ACDE-QAAA staff development

ACDE-QAAA Directorate

15 Oct,2009

Induction and continuous professional development programmes

 

1.7.2

Develop a system for the certification and recognition of a human resources pool of trained experts in QA processes

ACDE-QAAA Directorate and IRG experts

15 March, 2010

 

Fees charged for professional training and continuous professional
development

1.7.3

Conduct regional / institutional orientation and familiarisation workshops

ACDE-QAAA Directorate

15 June 2010

Travel time, funds, member institutions and regional structures

 

 Strategic Objective 6: ACDE-QAAA sets up efficient and effective appraisal and performance review systems to monitor and continuously improve the quality of its operations.

Performance Indicators:

  • Development of set of self- evaluation instruments
  • Development of external assessment tool
  • Submission of Mid-Term Report by June, 2010 and Founding Phase Report by June 2011.

No

 ACTION

 AGENT

 TIMEFRAME

 RESOURCES

 REMARKS

1.8

ACDE-QAAA Appraisal and Performance Review

1.8.1

ACDE-QAAA Appraisal and Performance review 
Self-Appraisal

ACDE-QAAA Directorate

Mid-term after 12 months by June 2010; 
24 month Founding Phase Report June 2011

 In-house resources

 Report to Board and IRG

 

1.8.2

External appraisal

IRG, selected counterpart QA agency, independent assessor

After a 36 month period

Funding for site visits and
in-house resources

Role of independent assessor is to ensure rigorous scrutiny

 

.