1. QUALITY REVIEW REVIEWED – APPRAISAL OF THE QA/QI PROTOCOLS DEVELOPED AND IMPLEMENTED IN UL Patrick Cashell & Adrian Thomas, University of Limerick, Ireland

2. The number of universities increased from three to nine and the Government established a network of 14 Institutes of Technology distributed across the country. The number of universities increased from three to nine and the Government established a network of 14 Institutes of Technology distributed across the country. Total student numbers in the HE Sector increased 700% in that period with the total number engaged in full-time HE studies across all of Ireland’s institutions now numbering some 140,000. Total student numbers in the HE Sector increased 700% in that period with the total number engaged in full-time HE studies across all of Ireland’s institutions now numbering some 140,000.

3. UL originally established as the “National Institute for Higher Education (NIHE)” was the first of the new institutions to be established as a University by the Irish Parliament (1989). UL originally established as the “National Institute for Higher Education (NIHE)” was the first of the new institutions to be established as a University by the Irish Parliament (1989). Innovative and applied approach to undergraduate and postgraduate teaching and learning, and introduction of such unprecedented features as cooperative education, modular programmes and autonomous learning methodologies. Innovative and applied approach to undergraduate and postgraduate teaching and learning, and introduction of such unprecedented features as cooperative education, modular programmes and autonomous learning methodologies.

4. Rapidly changing Higher Education sector in Ireland inevitably resulted in the adoption of contemporary approaches to Quality Assurance/Quality Improvement. Rapidly changing Higher Education sector in Ireland inevitably resulted in the adoption of contemporary approaches to Quality Assurance/Quality Improvement. The lateness of the development and implementation of QA/QI systems in Ireland’s universities and Institutes of Technology afforded Ireland’s HE institutions a timely opportunity to evaluate and adapt to Ireland’s own unique requirements, a “best fit” in terms of a QA/QI process. The lateness of the development and implementation of QA/QI systems in Ireland’s universities and Institutes of Technology afforded Ireland’s HE institutions a timely opportunity to evaluate and adapt to Ireland’s own unique requirements, a “best fit” in terms of a QA/QI process.

5. Ireland’s universities, under the aegis of the Higher Education Authority (HEA). Put in place the Irish Universities Quality Board (IUQB). Ireland’s universities, under the aegis of the Higher Education Authority (HEA). Put in place the Irish Universities Quality Board (IUQB). The universities, working with the IUQB, developed and fine-tuned a sectoral set of guidelines and procedures for QA/QI across all the universities, thereby leading to a homogenous, although autonomous implementation of quality across the university sector. The universities, working with the IUQB, developed and fine-tuned a sectoral set of guidelines and procedures for QA/QI across all the universities, thereby leading to a homogenous, although autonomous implementation of quality across the university sector.

6. The guidelines provided for substantial harmonisation in the procedures in use in each university, and made allowance for sufficient variation and autonomy between the individual institutions’ own requirements and approaches. The guidelines provided for substantial harmonisation in the procedures in use in each university, and made allowance for sufficient variation and autonomy between the individual institutions’ own requirements and approaches. UL set about the project of quality-reviewing all of its 25+ academic departments in the period 1998-2006. UL set about the project of quality-reviewing all of its 25+ academic departments in the period 1998-2006. UL utilised a uniquely Limerick-based approach and methodology. UL utilised a uniquely Limerick-based approach and methodology. UL had a team of standing Chairpersons on each of its Quality Review Panels; strong emphasis was also placed on the “peer” role of both academics and industrialists/professionals who were members of these panels. UL had a team of standing Chairpersons on each of its Quality Review Panels; strong emphasis was also placed on the “peer” role of both academics and industrialists/professionals who were members of these panels. All the Quality Review Panels, across the diversity of departments in the University, followed a consistent template, schedule and reporting process, in carrying out their reviews. All the Quality Review Panels, across the diversity of departments in the University, followed a consistent template, schedule and reporting process, in carrying out their reviews.

7. With the quality reviews in the University’s academic departments well-established and with the first cycle completed, and the methodology fine-tuned, attention was turned by UL’s Quality Support Unit to the many academic support departments. With the quality reviews in the University’s academic departments well-established and with the first cycle completed, and the methodology fine-tuned, attention was turned by UL’s Quality Support Unit to the many academic support departments. Decided that the support departments should develop, and implement, a quality management system (QMS), based on the ISO9000:2000 model. Decided that the support departments should develop, and implement, a quality management system (QMS), based on the ISO9000:2000 model.

8. Information Technology (ITD) and Cooperative Education and Careers Division (CECD) completed this phase of UL’s quality review strategy. Information Technology (ITD) and Cooperative Education and Careers Division (CECD) completed this phase of UL’s quality review strategy. Library and Student Academic Administration developed their own basic QMS using ideas drawn from ISO9000 and other sources. Library and Student Academic Administration developed their own basic QMS using ideas drawn from ISO9000 and other sources. The university decided to set up a task force to develop a bespoke QMS based on the most appropriate elements of ISO9000, Baldridge and EFQM and in 2006 this was published as the UL Quality Management System. The university decided to set up a task force to develop a bespoke QMS based on the most appropriate elements of ISO9000, Baldridge and EFQM and in 2006 this was published as the UL Quality Management System.

9. It was agreed to make a quality review of all support departments during 2006 and 2007 and this had the effect of galvanising all units into activity. It was agreed to make a quality review of all support departments during 2006 and 2007 and this had the effect of galvanising all units into activity. The Departments: The Departments:  Buildings & Estates,  Human Resources,  Student Affairs Division,  Campus Life Services,  University Arena and Sports,  Finance Division and  Research.

10. In addition to the self-evident added-value of these departmental quality reviews being completed, and the reports published, a significantly valuable spin-off of the process has been the now holistic and indeed enthusiastic manner in which the Campus Community has embraced the university’s quality agenda. In addition to the self-evident added-value of these departmental quality reviews being completed, and the reports published, a significantly valuable spin-off of the process has been the now holistic and indeed enthusiastic manner in which the Campus Community has embraced the university’s quality agenda.

11. During the period 1997 to 2004 all of Ireland’s universities undertook regular reviews of their teaching and support departments. During the period 1997 to 2004 all of Ireland’s universities undertook regular reviews of their teaching and support departments. The universities jointly agreed to devolve this authority to the IUQB and in 2004 the HEA and IUQB contracted the European University Association (EUA) to review the whole Irish university sector. The universities jointly agreed to devolve this authority to the IUQB and in 2004 the HEA and IUQB contracted the European University Association (EUA) to review the whole Irish university sector. Three EUA review panels visited each individual university campus on two occasions, during 2004. Three EUA review panels visited each individual university campus on two occasions, during 2004. The EUA teams completed their mission and reported in detail on each university’s quality strategies and procedures, as well as presenting a holistic “sectoral report”. The EUA teams completed their mission and reported in detail on each university’s quality strategies and procedures, as well as presenting a holistic “sectoral report”.

12. This EUA report “validated much of the work underway in the [universities] sector, for Quality Assurance, and provides accountability in respect of this work.” It goes on to articulate: “The validation of these systems is…a major endorsement of the universities”. This EUA report “validated much of the work underway in the [universities] sector, for Quality Assurance, and provides accountability in respect of this work.” It goes on to articulate: “The validation of these systems is…a major endorsement of the universities”. The Minister for Education & Science, in launching the Report commented that: “The systematic organisation and promotion of Quality Assurance at the initiative of the Universities themselves here is unparalleled in any other country in Europe or the US or Canada”. The Minister for Education & Science, in launching the Report commented that: “The systematic organisation and promotion of Quality Assurance at the initiative of the Universities themselves here is unparalleled in any other country in Europe or the US or Canada”.

13. To promote awareness and enhance buy-in to the quality culture across the University, the Quality Support Unit has established the QIFAC Awards scheme, with a budget of €150,000 for funding QI projects. To promote awareness and enhance buy-in to the quality culture across the University, the Quality Support Unit has established the QIFAC Awards scheme, with a budget of €150,000 for funding QI projects. The HEA also funds a number of sectoral projects, through the IUQB, which facilitate UL and its fellow universities in engaging in cross-sectoral studies on a common Quality theme. The HEA also funds a number of sectoral projects, through the IUQB, which facilitate UL and its fellow universities in engaging in cross-sectoral studies on a common Quality theme.

14. Five significant features of the UL Quality ‘brand’ which characterise the institution’s approach: Five significant features of the UL Quality ‘brand’ which characterise the institution’s approach:  The bespoke QMS model deployed and adapted in the support departments;  The open, honest and friendly tone of the engagement between the PRG and University staff, both before and during the review meetings;  The requirement for departments to respond to the quality review by putting forward a detailed QI Action Plan for approval by the university Executive;  Wide distribution and discussion of the quality review report, through Deans’ Council, Executive Committee and Governing Authority. Reports are published in full on the University’s website;  Involvement of stakeholders, and thereby elucidation of their views during the support departments’ quality reviews.