Integrated Social Accountability (SA) in the Accreditation Process for Medical Faculties in Algeria: From Administrative Requirement to Strategic Management

Mohamed Ridha Guedjati, Hanene Benaldjia, Adeila Dallel Taibi and Abdesselam Hamizi
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Mohamed Ridha Guedjati: University of BATNA, Faculty of medicine Ezzouhor cities 05000 BATNA ALGERIA
Hanene Benaldjia: University of BATNA, Faculty of medicine Ezzouhor cities 05000 BATNA ALGERIA
Adeila Dallel Taibi: University of BATNA, Faculty of medicine Ezzouhor cities 05000 BATNA ALGERIA
Abdesselam Hamizi: University of CONSTANTINE, Faculty of medicine, Ali Mendjeli city 25 000 CONSTANTINE ALGERIA

Technium Education and Humanities, 2026, vol. 13, 94-101

Abstract: Abstract. Background: In response to international alignment directives, the Algerian Ministry of Higher Education and Scientific Research accelerated the institutional accreditation of medical faculties in October 2024. However, adapting universal frameworks (such as WFME or CIDMEF) is hindered by macro-regulatory determinants, highly centralized budgetary systems, and structured rigidity in governance. Methods: Drawing upon the conceptual framework of the Réseau International Francophone pour la Responsabilité Sociale en Santé (RIFRESS), this study develops an internal evaluation matrix. It translates Social Accountability (SA) principles into verifiable metrics across a three-tiered blueprint: Conception, Production, and Usability (the CPU model). Results: A concrete, criteria-based evaluation grid was modelled to map local epidemiological priorities. It integrates operational indicators such as decentralised clinical training in underserved territories (instead of reliance solely on tertiary university hospitals), targeted postgraduate research aligned with local health authority priorities, and longitudinal tracking of graduate medical placement at 3 and 5 years. Furthermore, a proactive deanship transformation matrix provides structural alternatives to centralisation. Conclusions: To avoid passive governmental compliance, SA must serve as the cornerstone of medical school excellence. Deans must engage in institutional diplomacy and leverage endogenous mechanisms specifically Quality Assurance (QA) units and Continuous Professional Development (CPD) to transform mandatory evaluation from an administrative burden into an engine for community health improvement.

Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:tec:educat:ojs:13810

DOI: 10.47577/teh.v13i.13810

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