Assessment Report of
Institutional Accreditation of
St. John’s National Academy of Health Sciences
John Nagar, Bangalore – 560 034, Karnataka
St. John’s National Academy is made up of 3 units namely
1. St. John’s Medical College
2. St. John’s Medical College Hospital and
3. St. John’s College of Nursing
St. John’s Medical College was started in the year 1963 and the other two units were added subsequently. The hospital came into existence in 1975. Nursing education was first commenced in a school of nursing in 1980 which was upgraded into a college of nursing in 1989. All the constituent units were brought under one institution in 1994 when it was re-named as the St. John’s National Academy of Health Sciences.
The units of the Academy function as affiliated institutions for the present. They were individually affiliated to Bangalore University till 1996. The establishment of a new medical university in the state from July 1996 has led to all the institutions being affiliated now to the newly created Rajiv Gandhi University of Health Sciences.
The Academy receives no grant from the government. It functions entirely as a self-financing organisation. No capitation fee is collected from students.
The entire academy is located in a vast area of 140 acres and at present is part of the urban conglomeration of the city of Bangalore. The medical college admits 60 undergraduate students annually and the college of nursing admits students to 3 undergraduate courses namely Basic B.Sc. Nursing Course, Post Certificate B.Sc. Nursing Course and also a Diploma in Nursing Course. The unit cost of education for an MBBS undergraduate course has been worked out by the Management as Rs. 95,000/- and for a B.Sc. Nursing undergraduate course as Rs.45,000/- which is reasonable considering the variety of additional inputs required for training an MBBS graduate.
The Academy also runs certificate courses, diploma courses and post graduate courses in a number of departments in both the College of Medicine and the College of Nursing. There are 32 departments in the medical college and the college also keeps creating newer departments as and when the need arises. The College of Nursing has 7 departments.
On the request of St. John’s National Academy of Health Sciences, The National Assessment and Accreditation Council constituted a peer team to visit the Academy and to validate the self study report submitted by the Academy
The team comprised of the following members:
1. Dr. Joyce Ponniah - Member
2. Dr. Sriramachari S. - Member
3. Dr. Chandrasekar - Member
4. Dr. Aliamma Chatterjee -Member
5. Dr. Lalitha Kameswaran - Chair person
Prof. Dr. A. Gnanam, Chairman of NAAC and Dr. Antony Stella, Deputy Adviser of NAAC, both spent a considerable amount of time with the team and guided them in their deliberations and the team acknowledges with gratitude their invaluable advises. Mr. Ponmudi Raj’s assistance at all stages is appreciated and the team wishes to acknowledge the cooperation and help received from all the three members of NAAC
The team members spent 4 full days in Bangalore from 21st to 24th of March 2000 visiting all the departments of the Academy and carefully analysed the self study report and also evaluated in person all the teaching-learning and service activities of the various wings of the institution. The Principal accompanied the team to all the departments and additional documents, data, information on activities and present and future proposals were furnished to the members of the team as and when required. The team members met the members of the Board of Management along with the Director and Principals of the medical and nursing colleges and the Board of Directors. They also had separate meetings with the Heads of Departments, senior faculty members, some of the students, some members of the Alumni Association and representative groups of undergraduate and post graduate students.
By and large there was unanimity in the evaluation and the consensus arrived at has been recorded below under the heads of the seven criteria identified by the NAAC for assessment and accreditation.
Criterion I: Curricular Aspects:
The institutions in the Academy are all affiliated institutions and the basic curricula naturally depends on the frame-work of the affiliating university namely Rajiv Gandhi University of Health Sciences and also that of the Recognizing National Councils like the Indian Medical Council and the Nursing Council of India. It must be mentioned to the credit of the institution that, within this frame work, the institution has tried to be as creative and imaginative as possible to fulfil the stated objectives and goals of the Academy which are
1. To provide Health-care to the medically underprivileged
2. To endeavour and progress towards academic excellence
3. To support all its teaching activities entirely from the earnings of its hospital
4. To make medical education relevant to the community in which it is situated to encourage and promote research activities whenever and wherever possible
To achieve these objectives the college has a staff council which meets regularly and offers its suggestions to the Principal. The college has a Medical Education Cell which has part time staff drawn from Pre-, Para- and clinical departments of the institution. There are a considerable number of out–reach programmes including residential programmes under the rural orientation programme and community health action programme. There are compulsory courses in behavioral sciences and medical ethics in addition to the internist programme which is compulsory. As per university regulations the college also posts undergraduate students during their student-ship as externists for a period of six weeks in rotation through the various super speciality departments.
Thus the programmes framed are quite compatible with the goals and objectives of providing, health care to the medically under privileged through the ‘ROP’ and ‘CHAP’ Programmes. The commitment obtained from the students through a “Rural Bond scheme” for Rs. 2 lakhs to serve for a minimum period of two years in hospitals in under served areas in remote regions in different parts of the country after graduation ensures that the graduates fulfill the stated goals of the Academy. The conditions are reviewed from time to time and the bond amount is revised upwards whenever required and this provides for the strict enforcement of the provisions. The Academy has a networking with a wide range of charity hospitals and from the response of the fresh graduates it appeared that they were not averse to this arrangement. They felt that the assurance of a job waiting for them on graduation gave them a sense of security and a feeling of independence.
Emphasis on medical ethics is commendable. It is good in principle and the present programmes and the future potential for this course was discussed with the faculty concerned.
Criterion II: Teaching-learning and Evaluation
The college, the library, hostels and laboratories are all located within one compound. The library facilities are used by the students up to 11.00 p.m. at night and greater interaction between students and staff promotes their involvement in improving their academic knowledge.
Many of the teachers have been exposed to the procedures of the National Teacher Training Course (NTTC) and pedagogic principles are being followed. It is such teachers who have undergone the NTTC courses and they constitute the Medical Education Cell in the college. They are able to motivate a considerable number of junior teachers to adopt newer technologies in teaching.
The annual admission is small and manageable. Skills and work culture are enhanced by the internship and ward-ship programmes. While conforming to the frame work of the existing university examination system, newer methods like Objective Structured Clinical Examination(OSCE) and Objective Structured Practical Examination(OSPE) are tried which facilitates hands-on training for the students even before starting internship. Good co-curricular activities along with this hands-on training enhances the students sense of self confidence and contributes to his/her overall development.
The Medical Education Cell also coordinates integrated teaching modules on subjects bringing together the faculty of various departments.
All the departments have a student feedback which is conducive for the staff to make changes in the teaching modules to suit the needs of the students.
There is special attention given to slow learners and repeaters. All the departments are more than adequately staffed with well-qualified teachers. A considerable number of staff are alumni of the Institution, which is an advantage. The staff are encouraged to take sabbatical leave and also study leave to improve their knowledge.
Criterion III: Research, Consultancy and Extension
In India generally the research output from medical colleges is very poor. Relatively speaking the St. John’s National Academy of Health Sciences has shown interest in research. Undergraduate students are encouraged to take up small research programs for which quite often they are encouraged to get financial assistance from the Indian Council of Medical Research (ICMR) – Postgraduate students and junior staff members have incentives to take up research projects because :
1. They get travel assistance to attend conferences and present papers.
2. Their promotions are linked up at least partially to their list of publications.
3. Some departments have been recognized by the university for Ph.D. research programs.
4. Research methodology courses are conducted for the benefit of the postgraduate students and junior faculty members regularly.
However, one cannot help noticing that there is a greater bias towards clinical and applied research than to fundamental research. There is a Research Society in the College which is able to extend limited assistance to some programs. The community health department carries-out a considerable number of out-reach programs which entails collection of data and statistical analysis. Consultancy and extension services are noteworthy.
A few nonclinical departments have taken up research projects and the contributions of one or two departments like physiology have enhanced the image of the Institution.
There are tie-ups with a few international funding agencies. The institution has also received funds from philanthropic agencies. The progressive involvement and increase in contributions from alumni for the promotion of research is heartening to note.
The bulk of the publications are clinical and case-oriented. There are relatively fewer thematic problems that are being tackled, Neuro Surgery Department has evinced sustained interest in selected areas which is commendable.
Lack of certain sophisticated equipment like the Electron-Microscope may be a handicap. In view of the prospects of substantial financial support from the alumni the lack of such facilities may get rectified in the near future. The Institution has made considerable impact in the consultancy and service areas. But the impact in the field of medical research is yet to be felt. The impact will naturally be judged on the basis of publications and elections to fellowships and memberships in National and International Academic bodies.
Criterion IV: Infrastructure and Learning Resources
The campus is vast. There is ample scope for future expansion. The institution provides almost all the facilities required like library, hostels, staff quarters, college, laboratories, hospital wings and play grounds all in one campus within walking distance of each other. Almost all departments have access to computer facilities. A few departments have also made attempts to use computer assisted training programs. The library has Medline facilities and a good collection of CD ROM, a fairly impressive collection of books, current journals and old bound volumes of journals. Xeroxing facilities are available. The institution regularly arranges continuing medical education programs in which the faculty participates mainly as resource persons. Foreign students come frequently to undergo elective postings in the institution, which promotes interaction with students from various countries. As volume and variety of research projects increase there is still scope for further improvement of the existing facilities for the starting of additional diversified courses and for advancement of research in areas of fundamental medical problems at the molecular and cellular level.
There are 22 Operation Theatres and any time at least 16 are working. Four of them are operational all 24 hours to tackle all emergencies. They have a separate maintenance department. There is a common animal house in addition to small individual animal houses for each one of the college departments. Availability of all the diagnostic laboratories and a well-equipped modern blood bank on the ground floor of the hospital block in an area accessible to both inpatients and outpatients is a definite advantage.
There is a modern state-of-the-art auditorium with about 1200 seats dedicated to the alumni of the institution, entirely under the control of the Management which is a distinct advantage.
The campus also has a conveniently built guest house adjacent to the staff quarters. A substantial number of teaching faculty, paramedical staff as well as non-teaching staff are provided with living quarters in the campus.
Nearly 80% of students reside in hostels inside the campus and almost all the students enjoy single room accommodation.
Criterion V: Student Support and Progression
The staff-student ratio is very favourable as the number of students admitted to various courses are small and the total number of staff are more than adequate to meet the student needs. At the beginning of the undergraduate course students have to undergo an orientation program which gives them an idea of what they can expect during their training program. The tutorship/wardship program in which 2 to 5 students are adopted by each willing faculty member provides academic as well as emotional support to the students.
Indoor and outdoor games and involvement in the college cultural activities help the students achieve stability and mental maturity.
Generally the adaptation of the students to the new course and new environment is good and the dropout rate is very low. Attempt at placement of all the graduates in rural service without any exception is commendable and superiority or inferiority complexes among students are all ironed out.
There is an active alumni association in the medical college, which extends impressive support to all the activities of the College. They take initiative in gifting state-of-the-art equipment to various departments.
A considerable number of students are able to avail themselves of financial assistance and scholarships from endowments made not only by the alumni but also by other charitable and philanthropic organizations. After completing their rural service students feel confident that they will be able to secure admission in one of the postgraduate courses in the college. The students generally utilize spare time in rural postings to improve their knowledge for competing in the entrance examinations. In case a student is unable to secure a seat, the graduate can go back and continue to work in the charitable hospital for a further duration. This gives a sense of security and hope.
Criterion VI: Organisation and Management
A considerable number of the faculty are alumni of the institution. The St. John’s National Academy of Health Sciences and its constituent colleges and institutions are owned by the Catholic Bishops Conference of India (CBCI) Society for Medical Education. The General body consists of all the members of the CBCI Society of Medical Education. The Governing Board consists of 12 members, 4 of whom elected from among the members of the General Body. The Director of the Academy, the Principals and the administrators are ex-officio members. At least a few faculty members could be elected by rotation to be members of the body to give greater opportunity to the faculty to discuss their views. The Governing board is largely from the church. It may be expanded to include representatives from user agencies and to provide opportunities to other eminent professionals to make their views more comprehensive.
St. John’s National Academy of Health Sciences had some financial constraints some years ago, but now it has overcome these restricting handicaps. The institution is poised for raising more funds and looks forward greater academic autonomy. The procedures, practices and conventions evolved are good, transparent and are to be appreciated. All the staff are eligible for some concessions in payments for medical treatment.
All the financial and administrative problems are tackled by the various administrative boards and bodies. The faculty is not directly involved in any of these problems.
All the hostels are under wardens who are usually faculty members. They are able to interact with students as and when required. Apart from retirement benefits like gratuity, provident fund the Management has instituted a meritorious service benefit scheme. Under this scheme every staff member who retires after 20 years of continuous service is eligible for half the basic pay in lieu of pension for life. After his/her demise the spouse is paid half of this amount for another ten years. Retired persons continue to enjoy concessional treatment benefits.
Criterion VII: Healthy Practices
1. Inspite of being a self-financing organisation St. John’s National Academy of Health Sciences is a non-capitation, fee levying institution which does not collect donations for admission. Most of its expenditure is met from income earned from the hospital.
4. Considerable effort made by the management to motivate students to serve in under-served areas is to be commended.
The Academy is genuinely interested in translating its goals into planned step- by- step progressive activity. From 1963 to 2000 – in nearly 37 years the different institutions have recorded an impressive growth. All the courses run within the campus are health related and the student curricula dovetail very well into the academic programs of the different colleges. The faculty from different constituent colleges can also complement the efforts of each other. The opportunity to share the infrastructure available in one college with those of the other colleges has a summative effect in solving unexpected problematic situations and gives the staff and students opportunities for collaborative research particularly related to applied clinical sciences and out-reach programs.
As the institutions have grown and expanded considerably, there is scope for the academy to register rapid progress, expansion and growth, if it is given the opportunity. At this juncture, perhaps, a greater degree of autonomy in its governance and academic flexibility, as in some of the National Medical Institutions in this country, may provide the impetus required for growth in the right direction.
As we have mentioned earlier, the institution has fulfilled its goals and objectives to a large extent and is moving in the right academic direction. The various administrative bodies should allow greater representation to the faculty members. More postgraduate courses should be started particularly in the super-specialty departments. Research in basic medical sciences and fundamental problems of medicine and life should be encouraged. More equipment to assist in fundamental research at molecular and cellular level should be procured. An exclusive department of research and if possible a full-fledged institute of research should be established. More Ph.D. programs should be started.
Full-time research staffs need to be appointed and these can be tenure-posts initially until a research institute and research cadre is well established in the campus. The institution itself should strive to train staff in different centers of excellence to acquire newer skills in research procedures. They should be given inducements to publish and win national and international awards in academic areas. Periodic visits by research staff to foreign countries should be encouraged, so that the St. John’s National Academy of Health Sciences becomes a model institution for medical research both at the national and international levels.
In particular the Peer Team would like to commend the Institution for the following aspects:
1. Successful translation of its objectives into results.
2. Effective utilization and sharing infrastructure and facilities among the constituent institutions
3. The enthusiastic and highly motivated faculty.
4. Good staff-student relationship.
5. The active involvement of the Alumni Association in the development of the institution.
The Peer Team would like to recommend to the institution the following areas, for its further growth and development:
1. Optimal involvement of faculty in the Board of Governance.
2. More focussed and thematic research.
3. Improved national and international linkages especially for research.
4. Greater faculty participation in national and International academic professional organizations for greater impact.
5. Usage of computers by faculty can be further encouraged by inducements.