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IRISH COLLEGE OF HUMANITIES & APPLIED SCIENCES Progress Report June 2013 OBJECTIVE 1: PUBLIC CONFIDENCE Recommendation Action Identified In ICHAS Response To IR Report Responsibility Actions Taken/Future Actions Progress June 2013 Lead 1 ICHAS should establish mechanisms to evaluate the effectiveness of the public information provided by it to potential students and the general public to ensure that the information provided meets the minimum requirements of the NQAI Policies, actions and procedures for Access, Transfer and Progression for Learners, 2003. Include as part of annual QA review. Ensure centralised co- ordination and sanction of all public information and evaluation of same. Head of Quality & Standards. Head of Quality & Standards. Reviewed and approved by Marketing Team and Director of Academic Affairs Website revised and updated on ongoing basis Do complete review report October, 2013 evaluating all public information. Ongoing Ongoing Ongoing Director of Corporate Affairs QA Committee 2 A mechanism for securing the views of key stakeholders on publicity and public information should be developed by ICHAS that secures the views of the community Ensure ‘sign-off’ of relevant information provided to the public by relevant academic and corporate sources. To be led by Head of Quality & Standards who will work with relevant team member as required. Annual survey of stakeholders (students, placement agencies, social stakeholders, professional bodies, service users are now an on-going feature of the process of securing views. They are completed at end of academic year and are reviewed by Management team. Ongoing Director of Corporate Affairs

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Page 1: IRISH COLLEGE OF HUMANITIES & APPLIED SCIENCES Progress … of Humanities a… · IRISH COLLEGE OF HUMANITIES & APPLIED SCIENCES Progress Report June 2013 OBJECTIVE 1: PUBLIC CONFIDENCE

IRISH COLLEGE OF HUMANITIES & APPLIED SCIENCES Progress Report June 2013

OBJECTIVE 1: PUBLIC CONFIDENCE

Recommendation Action Identified In ICHAS Response To IR

Report

Responsibility Actions Taken/Future Actions Progress June 2013

Lead

1 ICHAS should establish mechanisms to evaluate the effectiveness of the public information provided by it to potential students and the general public to ensure that the information provided meets the minimum requirements of the NQAI Policies, actions and procedures for Access, Transfer and Progression for Learners, 2003.

Include as part of annual QA review. Ensure centralised co-ordination and sanction of all public information and evaluation of same.

Head of Quality & Standards. Head of Quality & Standards.

Reviewed and approved by Marketing Team and Director of Academic Affairs Website revised and updated on ongoing basis Do complete review report October, 2013 evaluating all public information.

Ongoing Ongoing Ongoing

Director of Corporate Affairs QA Committee

2 A mechanism for securing the views of key stakeholders on publicity and public information should be developed by ICHAS that secures the views of the community

Ensure ‘sign-off’ of relevant information provided to the public by relevant academic and corporate sources.

To be led by Head of Quality & Standards who will work with relevant team member as required.

Annual survey of stakeholders (students, placement agencies, social stakeholders, professional bodies, service users are now an on-going feature of the process of securing views. They are completed at end of academic year and are reviewed by Management team.

Ongoing

Director of Corporate Affairs

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served in a way that can be used to develop further its information systems.

Engage more frequently and systematically with external stakeholders in order to assess effectiveness of information. Use online survey tools, in-house open days, ongoing engagement (e.g. with practice placement providers). Where stakeholders are gathered for on-campus events, views on public information provision will be invited and recorded (e.g. class representative meetings, programme boards, practice placement open day).

To be led by Head of Quality & Standards who will work with relevant team member as required. To be led by Head of Quality & Standards who will work with relevant team member as required.

The Senior Management team have engaged with a variety of other stakeholder including professional bodies, employers, etc, with regard to the strategic development of the college Placement providers and other stakeholders are canvassed for feedback by Director of Corporate Affairs.

Ongoing Ongoing

Director of Corporate Affairs Director of Corporate Affairs

3 Clear and updated information should be made available to students regularly throughout their programme to ensure that they are clear about the status of their

Ensure current information is included on website and portal on the requirements of all professional bodies and the status of ICHAS awards in

Director of Academic Affairs & Head of Quality & Standards

Level 7 and 8 Programmes were submitted to both the IAAAC & NAPCP and recognition of the programmes achieved through both Associations and information updated by April 2013.

Actioned & On-going

Director of Academic Affairs & Head of Quality & Standards

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academic award in relation to professional practice and professional body membership.

relation to each. Hold periodic webinars to update students on developments within PTF and HETAC, as appropriate. Supplement webinar with face-to-face discussion or Q&A session during scheduled class visits. Development of more formalised links with relevant professional bodies is part of the ICHAS strategic plan and is the focus of activity by the Director of Academic Affairs on an ongoing basis. Designate responsibility to one senior individual to take a lead role in the information

Director of Academic Affairs. Director of Academic Affairs. Director of Academic Affairs. Responsibility to be delegated by the CEO and reviewed in light of prevailing

Dissemination of this sort is built into programme induction processes as well as progression processes. All students have been advised of expanded opportunities for professional accreditation by letter and on Student Portal as well as by way of workshops/webinars. Ongoing on an annual basis and more frequently where necessary Professional Accreditation opportunities secured with 3 of the five Counselling Associations currently sitting on the Psychological Therapies Forum in Ireland for Level 7 and 8 Programmes. Other opportunities are still being actively pursued. Completed - Responsibility of the Director of Corporate Affairs.

Actioned & On-going Actioned & On-going Actioned & On-going Completed

Director of Academic Affairs. Director of Academic Affairs. CEO Director of Corporate Affairs

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dissemination and public relations for the College. Promulgate objective profile information on the independent appointees to the ICHAS Governing Authority and the predominance of external public interest representatives on this board. Produce an Annual Report providing objective and transparent information on College performance against key performance indicators.

resources and workloads. Director of Corporate Affairs & Head of Quality & Standards. Director of Corporate Affairs to lead.

The profiles of Independent members of GA are placed on the College website. Annual Report – status is currently being produced for year 2013. Expected to be ready by October, 2013.

Completed Ongoing

Director of Corporate Affairs to lead.

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Recommendation Action Identified In ICHAS Response To IR

Report

Responsibility Actions Taken/Future Actions Progress June 2013

Lead

4 The Governing Authority should review the strategy and market intelligence underpinning the decision to move into new cognate disciplines. This is strongly recommended given the currently unmet resource demands of existing programmes, particularly in relation to library access and IT resources described under Objective 3 – Quality Assurance, and the potential areas for growth in contiguous areas of counselling and psychotherapy.

Governing Authority reviewed detailed proposal and all supporting market intelligence and projections relating to proposed programme diversification. Senior Executive consulted internally and externally with key stakeholders. Decision to proceed with a phased and considered diversification strategy.

Governing Authority Senior Executive Governing Authority

As per its terms of reference, Governing Authority continues to monitor strategic direction. Programme Validation processes completed in May/June 2012, with new programmes in the area of business being validated by an external review panel. Business Degrees validated - completed

Ongoing Ongoing Completed

Chair of Governing Authority CEO Chair of Governing Authority

5 Senior Management & Governors should strengthen the mechanisms by which feedback is fed into the strategic planning process in ways that are

Define Key Performance Indicators within the strategic plan, as the basis for on-going monitoring and review.

Senior Executive.

Senior management and Board of Governors have reviewed the strategic direction of the college and their conclusions and recommendations are incorporated into the strategic plan under the direction of the CEO.

Ongoing

CEO

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systematic and robust. More specifically, the mechanisms for considering the consequences of different strategies should be enhanced to model the potential outcomes and performance measures of key objectives.

Monitor achievement of identified milestones within the implementation of the strategic plan. Produce an Annual Report providing objective and transparent information on College performance against key performance indicators.

Governing Authority in appropriate collaboration with all functional areas within the College. Senior Executive

On-going and KPI’s are evolving On-going and KPI’s are evolving

On-going First Report to be completed October 2013

CEO Director of Corporate Affairs

6 The Executive Management Team should give further consideration as to how the strategic planning process more effectively takes account of the views of internal and external stakeholders. This may be achieved through a more formal advisory group that operate in

Actively consider the establishment of a formal advisory group to support strategic development. Liaise with members of Governing Authority to define the level and nature of internal and external consultation desired in

Senior Executive. Senior Executive.

Revise January 2014 On-going

Senior Executive. Senior Executive.

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the way that an industry advisory board functions in supporting strategic development.

order to effectively support the strategic planning process. Once above is decided, document and circulate views of stakeholder groups as a basis for strategic planning and decision-making.

Head of Quality & Standards.

On-going.

Head of Quality & Standards.

7 Senior Management should develop mechanisms to provide more effective communication, especially those off-campus, to ensure that the role and functions of College committees are clear and that staff and students understand the decisions made by these governing structures.

An information campaign on the role and function of the various committees is underway using a number of channels and fora: Lecturer Meetings, Class Reps Meeting, Learner & Lecturer Induction, Programme Boards, and Portal. Minutes of Academic Council and Programme Boards are being made more

Co-ordinated by Head of Quality & Standards. Emphasis on consistency and clarity of information on an on-going basis. Co-ordinated by Head of Quality & Standards.

All relevant documentation circulated to all relevant stakeholders. Electronic access to all meetings facilitated to optimise communication sightlines and HAASS responsible for ensuring effective communication to all the necessary stakeholders All such minutes are disseminated through College Portal and at relevant Rep & Programme/Faculty meetings

Ongoing On-going

Head of Q&S Chairs of relevant boards and committees.

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widely available via the portal. Recommendations from lecturers and learners on how best to achieve their greater understanding and inclusion in key deliberative and decision-making committees are under active review with final details and timelines due to be finalised shortly.

Co-ordinated by Head of Quality & Standards.

An active feature of Discussion at all Faculty Board Meetings.

Ongoing

Head of Academic Administration & Support

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OBJECTIVE 3: QUALITY ASSURANCE

Recommendation Action Identified In ICHAS

Response To IR Report

Responsibility Actions Taken/Future Actions Progress June 2013

Lead

8 The work in progress on the design and implementation of quality assurance systems must be completed as a matter of urgency. There are many systems under development resulting in a failure of academic oversight as communication flows and reporting mechanisms are not embedded as yet. ICHAS must act to ensure that these processes are implemented as a matter of priority to ensure that the quality controls and feedback loops are operating effectively.

Write up outstanding procedures in areas of : Access, Transfer & Progression; Equality; RPL. As part of quarterly audit for 2012, review each of the 7 elements individually and supplement procedures accordingly.

Head of Quality & Standards in liaison with all staff across the College. Head of Quality & Standards. Head of Quality & Standards. Head of Quality & Standards.

Ongoing Finalise QA Manual. Ensure adherence and implementation to procedures therein. Set schedule for regular audits and ensure they happen. Set schedule for Governing Authority meeting and ensure QA update is provided in timely fashion.

Procedures completed. Completed Ongoing Ongoing Schedules set and updated/reviews are on-going

HQ&S Senior Executive HQ&S HQ&S HQ&S

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Governing Authority to review and monitor progress on the implementation of the QA enhancement plan and general quality assurance systems on a quarterly basis. Include performance against defined quality assurance objectives in the ICHAS Annual Report. Engage with peers and external experts to benchmark ICHAS QA procedures against national and international best practice. Secure agreement for external peer

Head of Quality & Standards to present quarterly update and progress report to Governing Authority. Head of Quality & Standards in collaboration with Director of Corporate Affairs. Head of Quality & Standards Head of Quality & Standards

Complete report by October 2013. Calendar of meetings for GA incorporates meetings with QA personnel Send for external review. Incomplete but on-going. Complete report by October 2013. Calendar of meetings for GA incorporates meetings with QA personnel

On-going On-going. Ongoing On-going

HQ&S/ DCA HQ&S HQ&S DCA/HQ&S

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review of QA framework. Build network relationships in the area of quality assurance e.g. HECA & HETAC conferences and direct liaison with peers in other private institutions. In a formalised way, ensure more accessible explanation of QA procedures for relevant staff during 2011-12 and provide practical support to the implementation and review of same. Set dates for in-house training for relevant staff members.

Head of Quality & Standards. Head of Quality & Standards

Currently relationships being developed through membership of HECA On-going training sessions are scheduled throughout the academic year on a wide variety of QA topics.

On-going Completed to date and Ongoing

DCA/HQ&S HQ&S

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9 ICHAS should review the staff and student membership of key committees to ensure that there is an active contribution from these key stakeholders in decisions that affect academic operations.

Discussions have taken place with lecturer and learner groups to establish most effective means of facilitating involvement and capturing the student voice. Outcomes of this discussion have been presented to Academic Council and senior management and actions will be formally communicated to stakeholder groups. Incorporate this into terms of reference of each key committee and update documented procedures accordingly.

Head of Quality & Standards Head of Quality & Standards Head of Quality & Standards

Ensure further integration of the learner voice on key committees during 2012-13 Ensure further integration of the stakeholder voice on key committees during 2012-13 These are included in the Terms of reference for each Group

Completed and Ongoing (Students and staff are members of Programme Boards, Academic Council, and Student Rep Meetings). Completed and Ongoing Completed

HQ&S HQ&S HQ&S

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10 New procedures for annual monitoring must be formalised and mechanisms put in place to ensure that appropriate scrutiny is undertaken of annual reports that are collected in a systematic way and fed into programme boards before consideration by Academic Council.

Review the structure and timing of meetings of key groups to ensure adequate, relevant and timely information flow. Define key elements of Annual Quality Report and define the ‘feed-in’ reports that are required by and from each key committee. Communicate outcomes of this review to all relevant stakeholder groups.

Head of Quality & Standards Head of Quality & Standards Head of Quality & Standards

Full Annual Academic calendar and available through the College Portal. Minutes and documentation and reports circulated for consideration in advance of all meetings. Defined and included in QA processes Routine feature of QA updates

Ongoing Completed Ongoing

HQ&S HQ&S HQ&S

11. The student voice in the formal committee structures should reflect an active participation with appropriate

Discuss with lecturer and learner groups to establish most effective means of facilitating involvement and

Head of Quality & Standards

Student Representatives on all committees relevant to student affairs (AC, PB, GA (To be finalised for GA).

Ongoing

HQ&S

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representation in all significant committees. Student evaluation should also be developed to feed into more formal reports to Academic Council that support academic oversight of teaching and learning.

capturing the student voice. Incorporate this into terms of reference of each key committee and update documented procedures accordingly.

Head of Quality & Standards

Ongoing

HQ&S

12 Programme information should be clarified to ensure that students understand the burden of work and the demands of assessment to support the transition back to higher education.

This will be revisited as part of the general review of public information and marketing information generated by the College. Will benchmark it against other higher education Colleges.

HQ&S Workload commitments are explicitly included on the College Portal, in Information leaflets, on the website and advised to learners at programme induction and at the commencement of each module. Has been benchmarked against other Colleges.

Completed & Ongoing

HQ&S

13 A policy should be established whereby the volume and complexity of the external examiner load is identified. Additionally the

The workload of the current external examiners has been reviewed and a dedicated External Examiner

Director of Academic Affairs & HQ&S

Ongoing monitoring of workload and demands of External Examiners. Continue to Identify resource requirement and appoint examiners as appropriate.

Ongoing

DAA & HQ&S

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workload of current external examiners should be reviewed to ensure that robust scrutiny of the assessment process is possible for the numbers of students who are assigned to ensure that standards are not compromised. The panel was of the view that two external examiners may be insufficient to cover the existing large volume of work required.

appointed as a third external examiner for 2011-12 (with particular responsibility for MA programmes). Document more fully all aspects of the external examiner workload and develop clear guidelines for external examiners. Identify resource requirement and appoint examiners as appropriate.

Director of Academic Affairs & HQ&S Director of Academic Affairs & HQ&S

Ongoing monitoring of workload and demands of External Examiners. Continue to Identify resource requirement and appoint examiners as appropriate. Ongoing monitoring of workload and demands of External Examiners. Continue to Identify resource requirement and appoint examiners as appropriate.

Ongoing Ongoing

DAA & HQ&S DAA & HQ&S

14 As a matter of urgency and priority, mechanisms should be put in place to ensure that all students receive timely written feedback on their

Refer Academic Calendars and list actions required to embed a culture of adherence to same (in learners interests)

Ensure that 2012-13 sets clearly defined turnaround deadlines for each lecturer and that students

Moodle based feedback provided for continuous assessment assignments. Feedback reports provided to all students. Turnaround deadlines set and communicated to all lecturers.

On-going

HQ&S and HASS

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assessments to enable them to develop and learn from the process. Additionally results should be available to students within a defined turnaround period that gives effective feedback as soon as is practicable.

A review of the online results system has been completed which resulted in a recommendation to have a cut-off time for the upload of assessments, the upload of results, as well as an automatic system of issuing results through email or via the portal. This work has been contracted to the ICHAS IT consultant.

receive feedback in a timely manner

Results available within two weeks of assignments normally. Spring Exam Board introduced to ensure earlier indicative results from Semester 1 for all students. Calendar or timelines for lecturers and submission of results to system is set out in advance of the academic year.

On-going On-going

HQ&S and HASS HQ&S and HASS

15. Academic teaching staff should be more closely involved in the assessment of learning. This should include taking responsibility for

Review current policy and more explicitly detail the involvement of the teaching staff in the assessment

DAA/ DUS/HQ&S

All lecturers are required to set assignments and examinations, which are collated by Programme Leads, Directors of Undergraduate and Graduate Studies and approved by External Examiners. All assessments are internally examined by members of Faculty with an internal

Actioned and on-going

DAA/ DUS/HQ&S

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setting papers, albeit subject to internal or external approval. Additionally it should be made clear that staff whose student work is being considered must attend examination board meetings.

process; inform lecturers of same. Consult with lecturing team on most appropriate way to enhance involvement. Communicate better the requirements for attendance at meetings.

DAA/ DUS/HQ&S DAA/ DUS/HQ&S

moderation system in place and subject to external examination. All Faculty and Staff advised of same.

Actioned and on-going Actioned and on-going

DAA/ DUS/HQ&S DAA/ DUS/HQ&S

16. Academic staff should routinely receive copies of external examiner reports and these reports should be made available to students directly, or through other committees that consider examiner reports and the follow up action required.

Make copies of external examiner reports available to lecturers and students via the College portal.

HASS & DAA

Continue to Ensure Procedures are followed. External Examiners reports are made available to students through Programme Boards and all staff on College Portal

Actioned and On-going

HASS & DAA

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Lecturers should contribute to the response to external examiner reports and take responsibility for the implementation of any actions required at module level.

Establish mechanism/forum to allow these stakeholders contribute to the College response to such reports. Liaise with lecturing team in a supportive manner to facilitate implementation of recommendations at modular level.

HASS & DAA HASS & DAA

Invitations for response to External Examiners Reports to be issued to Faculty and through Student Rep Forum. Routine feature of Discourse at Programme/Faculty Boards

On-going Actioned and On-going

HQ&S DAA

17. Academic teaching staff should be included in the design of modular content in order to create an academic community thus enabling subject specialist staff to make a dynamic contribution to the development of subject knowledge and module programmes.

Academic Staff are currently expected to be involved in the design, delivery, assessment and evaluation of modules. To enhance their involvement and in order to promote the quality of the ‘academic community’, there

DAA

Ongoing Monitoring required.

Actioned and On-going

DAA

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are a number of suggestions that the College is progressing, including. Expand the number of programme boards to twice a semester Include off-campus lecturer representative on internal moderation panel. Regional meetings with members of faculty and Director of Studies to be scheduled in conjunction with class visits Regional lecturer representative & regional meetings. These systems will be piloted over the coming year,

DAA DAA DAA DAA DAA

Meeting Structures revised Completed Completed Attendance at all meetings facilitated through videoconference facilities Systems in place. Continue to monitor

Actioned Actioned and On-going Actioned and On-going Actioned and On-going Actioned and On-going

HQ&S DAA DAA HQ&S HQ&S

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following which a review will occur and the most effective approaches finalised.

18. Fixed term contracts should make explicit the nature of the duties required and more particularly the meetings, events and Boards that require the attendance of the post holders. The arrangements for the continuity of key post holders should also be considered in the light of the reliance on fixed term contracts.

Revise fixed term contracts appropriately.

Director of Corporate Affairs

Academic Calendar in Place. All contracts are for fixed purpose. Continue to Monitor.

Actioned and On-going

DCA

19. ICHAS should consider whether the requirement to develop a minimum number of modules through blended learning on all programmes can be sustained given the variable internet

See comments in introduction to this chapter in Response to HETAC. This is retained under review as part of the roll-out of blended

HQ&S HQ&S

Blended Learning (asynchronous) introduced on phased basis in 2012, with synchronous options introduced on pilot basis in 2013. Evaluation to be completed by October 2013. Continue Monitoring. Initial feedback form Students and Faculty generally positive to the experiences.

Ongoing Ongoing

HQ&S HQ&S

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access for some students and teaching staff.

learning. All new students enrolling in ICHAS programmes will be clearly advised of the IT resource requirements for participation on programmes.

HQ&S

Student survey to be Completed at end of current Academic Year. All potential and new Students are advised of teaching approaches and requirements.

Student Surveys due for completion and analysis by September 2013 Ongoing

HQ&S and HASS HQ&S and HASS

20a An urgent review must be undertaken by ICHAS to ensure that the identification of practice placement and the support systems in place are effective and robust.

See commentary in introduction to this chapter in Response to HETAC. Students will be supported in identifying their own learning needs in advance and in identifying suitable placement organisations and portfolio activities.

DAA & DUS DAA & DUS DAA & DUS

Review undertaken and actions taken to enhance the systems. Students work collaboratively with the Programme Lead and/or DUS/DGS to identify placement and learning needs. Co-ordinated by Programme Co-ordinator and Placement Co-ordinator. Monitoring on-going

Actioned and On-going Actioned and On-going Ongoing

DAA & DUS HASS HQ&S

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20b Additionally there should be a review of the effectiveness of ICHAS contact with students while they are out in placement to ensure that there is on-going support from the College to students and supervisors.

See commentary in introduction to this chapter. Review support documentation given to students, supervisors and host organisations to ensure it’s fit-for-purpose to support students in advance of and while on placement.

DAA & DUS DAA & DUS

Review undertaken and on-going. Regular contact is maintained with students on placement by the Placement Co-ordinator and with the Placement Providers by the DCA. Academic support is provided by the Module Lead.

Actioned and On-going

DAA &DUS

20c Additionally further consideration should be given to determine what, if any, actions could be taken to strengthen the contribution of the practice placement report to the overall assessment of practice skills and competences in accordance with the approved programme schedules.

Recommendations arising from internal discussion are: Restructuring of assessment to a more portfolio-based Assessment of competencies rather than personal reflections of students. Incorporation of the clinical supervisor report into the

DAA & DUS DAA & DUS

Assessment restructured and on-going monitoring of effectiveness of same in place. Orientation of Assignments revised. Continue to Monitor

Actioned & On-going Actioned & On-going

DAA & DUS DAA & DUS

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assessment process – review of report and briefing if clinical supervisor will be required. Integrate the portfolio for assessment into relevant stage modules Schedule two placement tutorials during the year focusing on the assessment requirements of the module. These systems will be piloted over the coming year, following which a review will occur and the most effective approaches finalised

DAA & DUS DAA & DUS

Actioned. Continue to Monitor Continue to Monitor

Actioned & Ongoing Actioned & Ongoing

DAA & DUS DAA & DUS

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21 Mechanism for tracking and recording the professional development of teaching staff should be established to ensure that staff are supported in maintaining the professional underpinning of their teaching. Oversight of teaching staff should also include consideration of the pedagogical skills of staff as well as their professional subject knowledge.

A database of lecturer qualifications and experiences exists. Professional development activities of teaching staff will be tracked and recorded on an annual basis. Themed workshops or training days will be organised as part of the academic calendar for 2012-13 and on-going thereafter.

DAA & HQ&S DAA & HQ&S

Actioned Actioned & On-going

Ongoing Ongoing

DAA & HQ&S HQ&S

22. Resources should be reviewed as a matter of some urgency. The library support should be strengthened to ensure that students have access to books and journals that are

Review the on-line library options and identify financial resources required.

Director of Academic Affairs in conjunction with the Head of Finance.

Access to Online Library resources continues.

Actioned & On-going

DAA &HoF

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considered to be key requirements of their programme, notably in off-campus centres. In the short term mechanisms such as extending the on-line resource to include some key e-books may help to support current students but longer term resource planning is required to address the expansion of the subject base through the College.

At point of next renewal of licence in June 2012, the library resource will be expanded.

Director of Academic Affairs in conjunction with the Head of Finance.

Continue to monitor needs on an on-going basis.

Actioned & On-going

DAA &HoF

23. Protocols for project, thesis and dissertation supervision should be reviewed to ensure consistency of support and oversight of student progress in the postgraduate programmes.

Protocols will be reviewed as recommended and necessary amendments will be in place by commencement of next academic year.

Director of Academic Affairs.

Protocols clarified. Continue to monitor effectiveness

Actioned & On-going

DAA

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24. IT support for current students should be reviewed to ensure that mechanisms are in place to offer appropriate assistance for those students who have limited access to broadband, particularly those in off-campus centres.

Blended Learning Supports have been discussed in the introduction to this chapter.

Head of Learning & Innovation

Review undertaken and on-going monitoring in progress. Individual difficulties and support needs are managed on a case-by-case basis by IT Support and the Academic Administration and Support department. A Dedicated Student IT support structure is in place.

Actioned & On-going

HLI &HASS

25. ICHAS should consider whether a more systematic approach to careers guidance might support graduates more effectively in using their awards within their employment roles.

This recommendation is accepted and more systematic approaches will be considered and recommendations made to Management and Academic Council. This consideration will aim to foster the capacity in learners to up skill and recreate oneself throughout a working career and will also consider support approaches

Head of Academic Administration & Student Services.

Commenced but incomplete. Review in 2014 Ongoing HASS

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relevant to graduates of the College.

26. Mechanisms must be put in place to ensure that staff and students observe standards and requirements of key policies relating to intellectual property, scholarship norms and academic practice in their access to a wide range of teaching and learning materials.

Highlight policies relating to intellectual property and academic practice to all staff via noticeboards, portal, handbooks and in-service days. Ensure appropriate licencing arrangements are maintained.

Senior Executive Senior Executive

Policies highlighted to all student, faculty and administration staff. Continue to monitor. Continue to monitor.

Actioned and On-going Actioned and On-going

Senior Executive HQ&S

27. ICHAS should explore mechanisms by which students are supported in making a direct contribution as members of key committees and to meetings. The College should ensure that there is feedback to students

Recommendations arising from internal discussions include: Focused module evaluation forms to replace current annual evaluation forms; processing of evaluations through college portal, continued support and

Head of Academic Administration & Student Services Head of Academic Administration

Student evaluations and feedback processes have been streamlined and are undertaken routinely. Students are invited to elect/nominate reps on key stakeholder committees and students receive feedback through the Portal. Continue to Monitor effectiveness of mechanisms.

Actioned and On-going Actioned and On-going

HASS &HQ&S HASS &HQ&S

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on matters that they have raised. This might include expediting the work undertaken to develop the student council.

promotion of class representative elections and periodic class representative meetings, election or nomination of student representatives to programme board and academic council. Making available minutes of class rep meetings, programme board and academic council meetings on the portal.

& Student Services

28. ICHAS should move quickly to implement its planned system of management information and academic reporting to committees.

Prior to the review panel visit, ICHAS commissioned a root and branch review of its IT infrastructure and software systems. The report found that there is a large amount of functionality contained within the systems and that the system is

HL&I Being implemented and reviewed on an on-going basis- On-going support and enhancement of the MIS as required. These are provided by an external consultant who works with staff to improve the system to ensure end user needs are met e.g. Moodle. Continue to monitor.

Actioned & On-going Actioned & On-going

HL&I HL&I

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now stable and functioning well. The consultant provided a number of recommendations, many of which have been completed since the panel visit. ICHAS has contracted the services of a software development expert to provide on-going support and enhancement of the MIS.

29. Review current information flows to ensure that all centres are up-to-date with changes and key elements of policy and protocol.

Consultation with lecturers and learners at off-campus centres has identified preferred and optimal methods of communication. The approach being adopted comprises a number of avenues for communication of

HQ&S HQ&S

Points in Column 3 actioned. Moodle access provided to all students and lecturers and information updated on a timely basis. Information flow charts reviewed by all staff. Ongoing monitoring and review of the effectiveness to be continued.

Actioned & On-going Actioned & ongoing

HQ&S HQ&S

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new information to these cohorts i.e. email to lecturer and learners supported by supplementary information in the resource section of the portal, further supported by direct communication to relevant lecturers and class representatives. Ongoing monitoring and review of the effectiveness of this information to take place as part of quarterly QA audits.

HQ&S

Ongoing monitoring and review of the effectiveness to be continued.

Actioned & ongoing

HQ&S

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OBJECTIVE 4: QUALIFICATIONS FRAMEWORK, ACCESS, TRANSFER AND

PROGRESSION

Recommendation Action Identified In ICHAS Response To

IR Report

Responsibility Actions Taken/Future Actions Progress June 2013

Lead

30. ICHAS should act immediately to ensure that Europass Diploma Supplements are issued, as described, to all students leaving with HETAC awards in 2012 and beyond.

All Europass Supplements for 2011 graduates were distributed at the October 2011 Conferring Ceremony together with parchments. All Europass Supplements for 2010 graduates were distributed in November 2011. This document will be issued at all future conferring ceremonies.

Head of Academic Administration & Student Services. HA&ASS HA&ASS

Completed September – November 2011. Completed September – November 2011. Completed September – November 2011.

Completed Completed Completed

HASS HASS HASS

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31. ICHAS should ensure that information regarding entry, transfer and progression arrangements should be clearly stated where programme information is published.

ICHAS is of the view that this is currently the case and will continue to ensure that all future published programme information will contain clear information in this regard.

Head of Academic Administration & Student Services & Head of Quality & Standards.

Completed Subject to annual review.

Actioned & On-going

HASS

32. ICHAS may find it desirable to consider what, if any, further mechanisms could be established to strengthen the opportunities for transfer into and out of programmes that support professional development for students undertaking other programmes of study.

This recommendation is accepted and a full review will take place during 2012.

Directors of Undergraduate & Graduate Studies, Head of Academic Administration & Students Services & Head of Quality & Standards.

Transfer arrangements monitored on an on-going basis

Ongoing Directors of Studies, Head of Academic Administration & Students Services & Head of Quality & Standards.

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OBJECTIVE 6: RECOMMENDATIONS FOR ENHANCEMENT

Recommendation Action Identified In ICHAS Response To

IR Report

Responsibility Actions Taken/Future Actions Progress June 2013

Lead

33. All recommendations of the Programmatic Review of 2011 should be addressed and included in the action plan that is developed as a response by ICHAS to this Institutional Review Report and submitted to HETAC.

Since September 2011, the Quality Enhancement Plan has provided the framework for quality enhancement at ICHAS and the recommendations of the Programmatic Review are included therein. The programmatic review implementation will be formally and separately discussed at the June meeting of the BA programme board and it is proposed that a final report on the implementation of the

HQ&S HQ&S

As referred to in the initial response of ICHAS to the IR report, the recommendations of the expert panel are being integrated within the Quality Enhancement Plan and progress on both fronts will continue to be jointly reviewed as part of quality assurance audits. Work to continue on this recommendation

Actioned & On-going Ongoing

HQ&S HQ&S

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recommendations will be completed at that point and contained in the ICHAS Annual Report. The recommendations of the expert panel are being integrated within the Quality Enhancement Plan and progress on both fronts will be jointly reviewed as part of quality assurance audits.

HQ&S

Work to continue on this recommendation

Work to continue on this recommendation

HQ&S