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Quality Manual

GRADUATE ENTRY MEDICAL SCHOOL

ADMINISTRATIVE AND TECHNICAL TEAM

QUALITY MANUAL

GEMS Quality Manual 2016 2 Rev. 4

In the following pages, a number of questions are provided as prompts for completion of each section of the manual. Guidelines stating the kind of information that should be included in each section are also provided. A link to the Quality Manual should be strategically placed on the division’s website.


CONTENTS

1. INTRODUCTION ................................................................................................................................ 6

1.1 Brief Outline of the Division ........................................................................................................... 6

1.2 Our Commitment to Quality ............................................................................................................ 1

1.3 Quality Policy .................................................................................................................................. 1

2. CUSTOMER FOCUS .......................................................................................................................... 2

2.1 Our Customer ................................................................................................................................... 2

2.2 Our Approach to Customer Focus ................................................................................................... 2

2.2.1 Knowing what our customers want ........................................................................................... 2

2.2.2 Managing our customers’ needs and expectations .................................................................... 2

2.1.3 Customer Feedback ................................................................................................................... 3

3. LEADERSHIP AND MANAGEMENT RESPONSIBILITY ............................................................. 4

3.1 Introduction to GEMS Management Structures ............................................................................... 4

3.1.1 GEMS Executive ....................................................................................................................... 4

3.1.2 The GEMS the Admin and Tech team’s Responsibilities ......................................................... 4

3.1.3 How Management Communicate the Importance of Quality.................................................... 4

3.2 GEMS QUALITY TEAM ............................................................................................................... 5

3.2.1 Formation of the Quality Team ................................................................................................. 5

3.2.2 Rotation of Roles ....................................................................................................................... 6

3.3 GEMS Strategic Development ......................................................................................................... 6

3.4 Planning ........................................................................................................................................... 6

3.4.1 GEMS Planning Activities ........................................................................................................ 6

3.4.4 Scheduling ................................................................................................................................. 7

3.4.5 Assessment ................................................................................................................................ 8

3.5 Management Review Process .......................................................................................................... 8

3.5.1 Gems Executive Committee ...................................................................................................... 9

3.5.2 ATMG or Administration and Technical Management Group ................................................. 9

3.5.3 UL Admin Team Meetings and CAL Admin Meetings .......................................................... 11

3.5.4 Technical Team ....................................................................................................................... 11

3.5.5 Clinical Teaching meeting ...................................................................................................... 11

3.5.6 Clinical Site Bi-Annual Admin Meeting ................................................................................. 11


3.5.7 Clinical Site Visits ................................................................................................................... 12

4. INVOLVEMENT OF STAFF ............................................................................................................ 13

4.2 Responsibility and Authority ........................................................................................................ 13

4.3 Communication .............................................................................................................................. 13

4.4 Training and Development ............................................................................................................ 15

4.4.1 Staff Development and Training ............................................................................................. 15

4.4.2 PDRS – Performance and Development Review System ....................................................... 15

4.5 Work Environment and Infrastructure ........................................................................................... 15

4.5.1 Future Developments – Clinical Education and Research Centre (CERC) ............................ 16

5. CONTINUAL IMPROVEMENT ...................................................................................................... 17

5.1 Quality Improvement Objectives ................................................................................................... 17

5.1.1 Quality Committee for Dept Quality Review in 2015 ............................................................ 17

5.1.2 Admin & Tech Quality Team’s Progress ................................................................................ 18

6. PROCESS APPROACH .................................................................................................................... 18

6.1 QMS Processes .............................................................................................................................. 18

6.2 Key Business Processes ................................................................................................................. 18

6.4 A Systematic Approach to Management ....................................................................................... 19

7. USING DATA TO SUPPORT DECISION MAKING ...................................................................... 21

7.1 Analysis of Data ............................................................................................................................. 21

7.2 Strategic Review of Data by Management .................................................................................... 21

8. SUPPLIER, PARTNER & COMMUNITY RELATIONS ................................................................ 21

8.1 Suppliers ........................................................................................................................................ 21

8.1.1 GEMS Main suppliers ............................................................................................................. 22

8.2 Partners .......................................................................................................................................... 23

8.2.1 Academic Departments within UL .......................................................................................... 23

8.2.2 Support Departments within UL ............................................................................................. 23

8.2.3 Other Universities and Third Level Institutions ...................................................................... 23

8.3 Affiliated Partners .......................................................................................................................... 23

8.3.1 HSE including the affiliated hospitals and Intern Network..................................................... 24

8.3.2 GP Practices ............................................................................................................................ 24

8.3.3 Atlantic Bridge ........................................................................................................................ 24


8.4 Community Relations .................................................................................................................... 25

8.4.1 The local Community .............................................................................................................. 25

8.5 Communication with Stakeholders ................................................................................................ 25

8.5.1 Publicity .................................................................................................................................. 25

8.5.2 Outsourced Services ................................................................................................................ 26

9. APPROVALS AND REVISION HISTORY ..................................................................................... 27


1. INTRODUCTION

1.1 Brief Outline of the Division

The University of Limerick Graduate Entry Medical School (The GEMS) offers a four-year medical degree

programme open to graduates from any discipline. It has a highly innovative curriculum that aims to

produce doctors who are well equipped to meet the existing and emerging needs of Irish society. The

school opened its doors in 2007 with a cohort of 32 students who became the first graduates of the new

school in 2011. Since then the growth and expansion of faculty and support staff has been rapid in line

with the increased intake of student’s year on year. For example in Academic Year AY2013-2014 there

were 146 in Year 1, 137 in Year 2, 106 in Year 3 and 96 in Year 4, this Academic Year AY2015-2016 there

were 151 in Year 1, 153 in Year 2, 137 in Year 3 and 130 in Year 4. . As a result, there has been much

movement and development of roles and responsibility in line with the support needed due to the

increased numbers.

In addition, the new courses of Paramedic Studies offer two paramedical degree programmes: a four-year

BSc in Paramedic Studies and a two year BSc in Paramedic Studies for practitioner entrants. The

department also offers a range of Continuing Professional Competence (CPC) programmes and an

Emergency Medical Educator scheme. Paramedic Studies has a unique and interactive approach to

learning, shaping exceptional individuals who will contribute in a positive way to the world of paramedic

science. The department welcomed its first intake of Practitioner Entrant students in 2014 with 22

enrolling, a further 33 commenced in 2015. In 2016 Paramedic Studies will be the first university in

Ireland to offer a four-year BSc Paramedic Studies Programme with both an academic and professional

paramedic qualification being awarded. Paramedic Studies department has two full time members of

staff; an executive administrator and senior administrator located in the Irish Chamber Orchestra building

located on the North Campus of UL.

The GEMS Administrative and Technical Team has rapidly expanded in line with the original tender

agreement approved by the Irish Medical Council and new courses such as paramedics. By 2016 the

division was made up of approximately 31 full time members of staff and is led by the School Manager.

The school’s admin and technical team members are located in two locations with the majority located

on Campus in a purpose built building located on the North Campus of UL, the remaining staff are located

in temporary office space in the Clinical Academic Liaison Building in Dooradoyle, short distance from the

University Hospital Limerick. The reporting structure is complex; there are five or six small teams with

one Senior Executive/ Executive supporting 3-6 team members. There are however many other cross

function teams made up of people from all groups usually set up for cross communications for delivery of

day to day operations, for example Assessment and Clinical CTM (Clinical Teaching Meeting) has

members of UL and CAL administrators and Technicians working together. The reporting structure is

outlined as of August 2016 in Figure 1, the dotted lines denote the functional crossover of reporting

structures to maintain operations:

Quality Manual

Figure 1- Admin and Technical Team Organisational Structure

Quality Manual

1.2 Our Commitment to Quality

The University requires all non-academic divisions to have an active, professional, structured Quality

Management System in place which conforms to the principles set out in the Standard Framework for

Support Departments (2006). All members of the division should be very familiar with this and all routine

processes and policies within the division should both align with the Framework and be fully documented

in this Quality Manual. The GEMS Admin & Tech Team is the division for which this Quality Manual is

formulated. The overall GEMS Departmental Review was held in May 2015 and will be referred to as

GEMS for the purposes of this manual. As the school is newly developing its processes and the division

provides an extensive range of services it was decided by the Quality Support Unit that the division and

the department as a whole would undergo separate review processes to feed into the final Quality

Review in 2015.

This Quality Manual demonstrates the division’s commitment to maintaining a high level of quality and

strong customer focus, while striving to continually improve the level and quality of service we provide to

our customers. Quality is an integral part of our entire business operation.

Changes to any processes outlined in this manual and to our processes are controlled using the division’s

Documentation Control Procedure (See GEMS Operational Process M). The GEMS Admin and Technical

Team are committed to providing quality services and continual improvement. The quality team was

assigned after a full team workshop in July 2013, new members were elected again in July 2014. The

Admin and Technical team members that make up the Quality Team are outlined in section 3 of this

manual.

1.3 Quality Policy

The GEMS Quality Policy was developed after the GEMS Departmental Quality Review and will be underpinned by the University of Limerick’s Quality Policy http://www2.ul.ie/web/WWW/Services/Quality/Home. The GEMS admin and technical team have developed Customer Service Charter (see GEMS Operational Process A) and in subsequent audits in 2016 developed and approved a Quality Policy (see GEMS Operational Process N) displayed in prominent locations throughout the division.

http://www2.ul.ie/web/WWW/Services/Quality/Home


2. CUSTOMER FOCUS

2.1 OUR CUSTOMER

In GEMS, our primary customers are our Students. During the Quality workshops, the division identified external and internal customers and stakeholders whom the admin and technical team also provide support to by facilitating their teaching, work or queries and they are outlined below:

Faculty (Professors, Tutors, Senior Lecturers, External Lecturers and GP Coordinators etc.)

Affiliated Hospitals and GPs and all other Discipline specific Placement Sites (Clinical supervisors, Hospital Consultants, GPs and GP Coordinators, Site Managers or Administrators,

Research Staff

Intern network

Ourselves and other UL staff – customers of each other and other departments within UL

Public (Patients for exams, Parents of Graduate, Students or Potential Students, Interested Bodies)

For the purpose of developing a Quality Management System we will focus our report on developing administrative and technical support for our students as our primary customer. Our Customer Service Charter outlines our expectations for the service we provide and informs students

the Admin and Technical Team will endeavour to guide and support them through their time learning

with us in accordance with the GEMS mission statement. The full Customer Service Charter can be found

in GEMS Operational Process A.

2.2 OUR APPROACH TO CUSTOMER FOCUS

2.2.1 KNOWING WHAT OUR CUSTOMERS WANT

GEMS have a proactive approach in engaging students to gather feedback. We acknowledge that our

Customers have an expected level of service when they undertake their study at the school. As

expectations are high and the school is relatively new, the school has always proactively sought customer

feedback from our current students and from our previous graduates in order to enhance the

programme. Current students provide feedback through online surveys throughout the four years; they

provide feedback on administrative support such as Orientation, Assessment, Module Evaluations and

Clinical Placements. Annually, the school administers an exit survey of Year 4 students, the DREEM

SURVEY, which gathers feedback on student’s experiences of the entire programme. Furthermore, four

Class Reps from each year sit on the Education Committee with Faculty and Senior Admin members in

view to discuss the programme, teaching and development of the curriculum.

2.2.2 MANAGING OUR CUSTOMERS’ NEEDS AND EXPECTATIONS

The admin and technical team provide information and documentation in relation to the services and the

supports for each Academic Year of the Programme. The majority of the information is included in the

Course Handbooks (there are individual Handbooks for each Academic Year). In addition, as students

rotate through six disciplines during Clinical Placements in Years 3 and 4, there are individual Handbooks


relating to the curriculum and support services specific to each discipline and clinical site provided to

facilitate student learning and progression through the final academic years.

Finally, there are dedicated points of contact within administrative and technical team which support

academic years 1 and 2 and a dedicated coordinator for each step of their Clinical Placements through

years 3 and 4. There is a high level of technical support provided for students to facilitate their teaching in

GEMS there are guidelines on how to use the following supports on SULIS and students are expected to

familiarise themselves with the tools and to access them regularly:

Scheduler (provides student timetables according to their placement at any given rotation)

Txttools (updates students of changes to schedule)

SULIS (provides access to recorder sessions, all teaching resources are posted to SULIS)

Video-conferencing Instructions (provides information on how to use the VC in each site)

GEMS Website (on-line room booking/technical facilities and lab booking)

The admin and technical team update all guidance information annually or throughout the year in

response to changes, student feedback and queries.

2.1.3 CUSTOMER FEEDBACK

We manage customer complaints at direct point of contact where in as all possible. Students have

dedicated points of contact to help them in this regard, co-ordinators for each academic year, discipline

and clinical site. The contact details for all personnel are outlined in the appropriate Handbooks and the

GEMS website.

The Clinical Academic Liaison Manager visits students in each clinical site and gathers feedback, there are

dealt with on the spot or addressed queries and complaints to the relevant person subsequently.

Any complaint is forwarded to the Individual relevant person/s and escalated where appropriate.

Depending on the nature of the complaint, it can be discussed face-to-face or resolved through e-mail or

for more serious complaints use the Universities formal Student Complaints Procedure which can be

accessed if required.

There are various ways of dealing with the complaints, some are small daily/ad hoc issues which are not

recorded but dealt with as they arise and resolved and some are verbally resolved; some are resolved by

e-mail (and recorded in that regard). There is no formal log of complaints. To date, formal complaints

have been addressed directly by the Head of School and the Director of Education who have made

decision on a case by case basis.

The school endeavours to resolve all complaints and takes action to ensure the issue does not arise again,

preventative measures are put in place where relevant and items are added to the relevant planning

activities and student information to prevent reoccurrence. This is the responsibility of senior managers

and coordinators. The school actively welcomes constructive criticism in order to improve the program

and all comments are taken on board as feedback.


3. LEADERSHIP AND MANAGEMENT RESPONSIBILITY

3.1 INTRODUCTION TO GEMS MANAGEMENT STRUCTURES FOR CONTINUAL

IMPROVEMENT

3.1.1 GEMS EXECUTIVE

Overall strategic management is the responsibility of the GEMS Executive, membership of this forum

includes Head of School, School Manager, the Director of Education and the Director of Research. This

forum meets weekly and the group set the overall strategy for the division to ensure all staff is in

alignment towards GEMS and UL’s strategic goals and objectives. They include:

Resource Planning and Development

Performance Reviews against Objectives

Continual Improvement through our Quality Management System

3.1.2 THE GEMS THE ADMIN AND TECH TEAM ’S RESPONSIBILITIES

The roles and responsibilities for each position displayed in figure 1 are outlined in a document available

to all staff located on SharePoint and is update as positions change:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/HR/GEMS%20Staff/Admin%20and%20Technic

al%20Teams%20Primary%20Responsibilities.docx

3.1.3 HOW MANAGEMENT COMMUNICATE THE IMPORTANCE OF QUALITY

The importance of quality is communicated by the School Manager to the ATMG (Admin and Technical

Management Team). Members in turn are asked to stress its importance at their respective team

meetings. This is further reinforced by involving all staff in the quality process and making resources

available to enable quality workshops and training to take place. Quality team leaders are afforded “red

time” to enable them to ring fence time to devote to their roles which serves to emphasise its

importance. Additionally a social element in the form of an admin & technical quality team working day

and function (annually) has been added to reward the team effort & reinforce the quality ethos.

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/HR/GEMS%20Staff/Admin%20and%20Technical%20Teams%20Primary%20Responsibilities.docx



3.2 THE GEMS QUALITY TEAM

The GEMS are committed to providing quality services and continual improvement. The Admin and

Technical team leaders and sub team members are outlined below. Each of the Quality Team leader are

responsible for Quality Sub Teams as described above and all staff members will eventually be involved as

Quality lead in order to ensure all staff members are trained and promoting quality management

processes.

2013-14 2014-15 2016 2017

Objective and Aim for QMS team Creating QMS

and Drafting

Processes

Auditing &

Supporting Visit

Auditing & gap

analysis

Auditing &

CIP

QUALITY MANAGEMENT TEAMS

MEMBERS

Term 1

July 2013 &

June 2014

Term 2

July 2014 & July

2015

QMS Review

Tues 12th -Thurs

14th May 2015

Term 3

May 2015- Dec 2016

Term 4

Dec-2016

Dec 2017/18

Customer Focus

Ann McA, Jen, Josephine, Hilda,

Laura, CAL Coop

Bernie

McGrenaghan

Jennifer

Fitzgerald

Jennifer Fitzgerald Roisin

Conway

Involvement of Staff

Emma, Jeffrey, Sharon N, Karen, UL

Coop

Emma Foley Emma Foley Emma Foley Laoise

Hogan

Partner Relations

Niall, Anne M, Máire, Emmeline,

Michelle A.

Niall A Collins Maíre

Bhreathnach

Maíre Bhreathnach Maíre

Bhreathnach

Leadership/Management

Michelle M, Mary B, Rachel, Hilda,

Brian

Michelle M Mary B O’Connell Mary B O’Connell Ciara Joyce

Process Approach

Rebecca (Ciara J), Gillian/Roisin C,

Margaret, Sharon B( Patrick), Tech

Coop

Rebecca

Gachet

Sharon Barret Patsy Finn Mary B

O’Connell

Quality Lead Roisin

Monaghan

Roisin Monaghan Roisin Monaghan Roisin

Monaghan

3.2.1 FORMATION OF THE QUALITY TEAM

The GEMS quality team 2013-14 was formed with input from Invisio & the UL Quality Office. All admin &

technical staff were invited to express a preference on the quality areas and with one or two exceptions,

individuals were allocated by the GEMS Manager to either their first or second choice. In forming the

sub-teams, consideration was primarily given to having a balance of members from on campus, CAL &

technical support, a mix of grades and a member of the ATMG in each group. In appointing leaders, the

same goal was applied such that the overall quality team would again achieve this balance but a decision

was taken not to have any member of the ATMG on the main quality team. The overall quality leader

reports on progress by attending the ATMG & AEG meeting. The Quality Teams objective was to create

and implement the QMS by December 2013.


The quality team 2014-15 was put in place on the 10th July 2014, this new Quality Team was elected from

the original groups at a Quality Workshop where the QMS was presented to the team, this new team will

cease by July 2015 and a new team was elected at the Quality workshop.

3.2.2 ROTATION OF ROLES

The rotation of roles will be reviewed when the current team achieves its goal of Auditing and

Participating in Quality Review Visit. There is no obligation on current team leaders to continue in these

roles if they do not wish to do so, but it is hoped that a core will remain in place and people will rotate

into elect team leader roles in line with the terms outlined in the above table.

3.3 GEMS STRATEGIC DEVELOPMENT IN LINE WITH UL STRATEGIC PLAN 2015- 2019

In GEMS activities are planned in line with the UL Strategic Goals careful consideration of the four Goals

from the ‘Broadening Horizons’ approach http://www.ul.ie/ullinks/StrategicPlan/ , the School has

outlined how it meets with these goals in its long- and short-term planning.

The following document outlines the specifics of this: https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Committees/ATMG/HR/PDRS%20resources/PDRS%20Preparation%20-%20UL%20Strategic%20Goals_Broadening%20Horizons_20151105.docx

In maintaining and changing the Quality Management System, the regulatory and statutory requirements, such as University’s Act, Purchasing, Finance and HR policies, are communicated and accommodated within the system.

University’s Act: Universities Act

University’s Strategic Plan (2011-2015): UL Strategic Plan 2011-2015

Purchasing: http://www3.ul.ie/finance/purchasing.php

Finance: http://www2.ul.ie/web/WWW/Administration/Office_of_the_Director_of_Finance

HR Policies: http://www3.ul.ie/finance/purchasing.php

Student Academic Administration: UL Student Handbook

3.4 Planning

GEMS Admin & Technical Team are planning in an appropriate manner for each service provided by the division. In all cases, the management teams (ATMG and AEG) ensure that the correct resource level and experience are in place to support any of these planning structures. In this section we are outlining three main planning activities that are undertaken by Admin & Technical Team in GEMS during each Academic Year.

3.4.1 GEMS PLANNING ACTIVITIES

The objective of the Orientation program at GEMS is to facilitate a smooth transition for new students into their academic life in Years 1, and subsequently in Years 3 & 4 for their clinical placements. The

http://www.ul.ie/ullinks/StrategicPlan/

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Committees/ATMG/HR/PDRS%20resources/PDRS%20Preparation%20-%20UL%20Strategic%20Goals_Broadening%20Horizons_20151105.docx

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Committees/ATMG/HR/PDRS%20resources/PDRS%20Preparation%20-%20UL%20Strategic%20Goals_Broadening%20Horizons_20151105.docx

http://www.irishstatutebook.ie/1989/en/act/pub/0014/index.html

http://www2.ul.ie/pdf/521283169.pdf

http://www3.ul.ie/finance/purchasing.php

http://www2.ul.ie/web/WWW/Administration/Office_of_the_Director_of_Finance

http://www3.ul.ie/finance/purchasing.php

http://www2.ul.ie/pdf/388196739.pdf


overall UL orientation programme is designed to provide students with information on admissions, student services, key resources, technology services, and more.

3.4.2 ORIENTATION YEAR 1

Orientation takes place every year for incoming 1st years. The Senior Executive Administrator and the

Executive Administrator are responsible for the planning and organising of this event with support from

most of the Admin and Technical team based on campus. There is a lengthy coordination process that

commences during the second semester each year until students first day of arrival. A detailed plan and

list of tasks is reviewed and updated annually and there are considerable amounts of documentation also

updated and held on SharePoint: Link to Orientation main activities/documentation and folders of information on SharePoint for Incoming Year 1s are in the link below: https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/Student%20Administration/Orientation%20Programme/2016/Orientation_Outline_for_Students_2016.doc

As Orientation for Year 1 is a key to providing a successful service we have outlined the steps in the

process in more detail and this can be found in GEMS Operational Process J entitled ‘GEMS Admin & Tech

Team Orientation Process Year 1’.

3.4.3 ORIENTATION YEARS 3 & 4

Orientation takes place every year for Year 3 students commencing Clinical Placement. A local site specific

orientation takes place for Year 3 and Year 4 at University Hospital Limerick (UHL) and each of the

affiliated sites. The Clinical Academic Liaison Manager and the Clinical Liaison Executive Administrator is

responsible for the planning and organising with the help of all staff located in the Clinical Academic

Liaison office. Orientation day for year 3 takes place in University Hospital Limerick and is video-

conferenced to the students in the affiliated hospitals and GP hubs. Orientation day for the Year 4

students receive on site specific orientation on their first morning of each rotation for each of the five

placements throughout year 4. Initial preparation for this is finalised at the start of the year and

administered at each change of rotation by discipline specific Senior Admins or affiliated site

administrators.

Link to Orientation Plan for Year 3 &4 is found in the below link but is also held as a Project on SharePoint which is linked to individual’s Outlook: https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Lists/Sharon%20Test/gantt.aspx

Link to Orientation main activities/documentation and folders of information on SharePoint for Incoming Year 3&4s are updated annually in SharePoint under Clinical Placements.

As Orientation for Year 3&4 is a key to providing a successful service we have outlined the steps in the

process in more details and this can be found in GEMS Operational Process K entitled ‘GEMS Admin &

Tech Team Orientation Process Year 3&4’.

3.4.4 SCHEDULING

The purpose of scheduling within GEMS is to assist with the overall course planning for an Academic Year.

The planning, organising and scheduling of teaching sessions takes place in advance of each semester.

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/Student%20Administration/Orientation%20Programme/2016/Orientation_Outline_for_Students_2016.doc

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/Student%20Administration/Orientation%20Programme/2016/Orientation_Outline_for_Students_2016.doc

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Lists/Sharon%20Test/gantt.aspx


The scheduling of additional ad-hoc teaching sessions is also necessary throughout the semester. The

GEMS scheduler is the tool used to book, edit, cancel or reschedule teaching sessions. It is viewable by

GEMS students and is used as their main point of reference for viewing their weekly teaching session

schedule. It is the responsibility of the year coordinators and discipline-specific administrators involved in

the management of teaching schedules to ensure that the procedures outlined in the process document

are followed when carrying out scheduling activities.

The Scheduling Process is one of our key business processes and we have outlined the steps in the

process in more detail in a separate process that can be found in GEMS Operational Process B entitled

‘GEMS Admin & Tech Team Scheduling Process’.

3.4.5 ASSESSMENT

Assessment planning takes place at the beginning of each Academic Year in conjunction with the Academic Calendar and Student Academic Administration assessment & scheduling. The University of Limerick Academic Calendar can be found on the below link: http://ulsites.ul.ie/academiccalendar/academic-calendar-1617

When exam dates are published, exam timelines are agreed upon between the relevant Assessment Lead

(there is a separate Faculty Assessment Lead for Years 1 & 2 and 3 & 4) and the Executive Administrator-

Assessment Officer. The deadlines are decided upon for the submission of written exam questions and

these are reviewed at the Academic Course Evaluation working group referred to as the ‘ACE Working

Group’ before being sent for further review to the External Examiners. The formats of the clinical exams

are also discussed at the planning meeting. An example of an assessment schedule can be found at the

following link:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Assessment/Exam%20Information/16_17_Assessment/AY16_17_Assessment%20Monthly%20Highlights.docx

The Executive Administrator coordinates the examination process along with the senior coordinators in

fortnightly meetings for each year.

The Assessment Process is one of our key business processes and we have outlined the steps in the

process in more detail in a separate process that can be found in GEMS Operational Process C entitled

‘GEMS Admin & Tech Team Assessment Process’.

3.5 Management Review Process

Management review the Quality Management System at planned intervals to ensure its continuing suitability, adequacy and effectiveness. This review includes assessing opportunities for improvement and the need for changes to the QMS, including the quality policy and quality objectives.

http://ulsites.ul.ie/academiccalendar/academic-calendar-1617




The management review process includes a structure of meetings that take place weekly, fortnightly and quarterly throughout each academic year. These meetings are outlined below and include detail on who is involved, the topics that are discussed, and how progress is monitored.

3.5.1 GEMS EXECUTIVE COMMITTEE

The Executive Committee meets on a weekly basis to discuss strategic issues and planning of relevance to

the school as a whole.

The Group comprises the Head of School, School Manager; Director of Education, Director of Research

and key staff are invited to some meetings for discussion. The minimum quorum is 3 of 4 members and

no formal minutes are kept but actions points are recorded against the name of an individual member.

All members of the Executive Committee contribute items to the agenda the day before the meeting.

Agenda items which have not been concluded are held on the agenda and brought forward to the next

meeting. These are prioritised by Head of School and School Manager and a final agenda is then

circulated. Any member of staff can ask for items to be raised through their line manager to a member of

the Executive but they must be of importance to the whole school rather than matters better discussed

within our recognised staff group meetings

The agenda varies week by week but can be broadly captured by the following headings:

Start with review of previous action points

Day-to-day operations of the School

Recruitment & Budget Planning

Strategic items related to Education & Research

Staff Development Applications

Reports/updates from EHS, UL or external meetings

Troubleshooting of issues that have raised concern in the school

Any non-routine matters raised by faculty, staff or students

The School Manager reports back to the ATMG and AEG (see below) with the information of relevance to the day to day operations of the school and upcoming changes that will impact the operations in the long term.

3.5.2 ATMG OR ADMINISTRATION AND TECHNICAL MANAGEMENT GROUP

The ATMG meets fortnightly to discuss projects or strategic matters that affect all teams, the Admin and Tech Team based in UL and the Clinical Academic Liaison team (or CAL team) based in Dooradoyle near University Hospital Limerick. It serves as a communication and decision making forum providing oversight of development al projects within all three sections and updates from other committees where members are represented. The Group comprises the School Manager, the Chief Technical Officer, the Senior Executive Administrator based on-campus and one based off-campus titled Clinical Academic Liaison Manager. The minimum quorum is 3 of the 4 members.


The Agenda is defined based on the core business areas of both teams and all members can add additional items to the agenda by entering on SharePoint in advance of the meeting or tabling on the day. Informal minutes or ‘Status Report’ are recorded at each meeting and each action point is assigned to the relevant staff member to proceed with after each meeting. Topics discussed vary but focus on the day-to-day operations of the admin, clinical & technical teams. Agenda items which have not concluded are held on the agenda and brought forward to the next meeting. Each member completes a short Report update from their area before the meeting for items that are not discussed but useful information for the team to be aware off. There are four standing agenda items outlined below:

1. Matters arising from the last meeting

2. Updates from Committee meetings

3. Projects

4. Agenda items for discussion The Senior Executive Admin in UL and Clinical Academic Liaison Manager report back to the members in the Admin Exec Group with decisions made by ATMG and information of relevance to the day to day operations for the wider admin team.

3.5.3 ADMIN EXEC GROUP (AEG)

The Administrative Executive Group meets weekly on a Monday morning to discuss operational matters

that affect all strands of the School admin team. The purpose of the meeting is a communication forum

for all strands of the School to exchange information and propose items for discussion. All members

prepare a brief report by the previous Friday at lunchtime and add agenda items for discussion. Any

areas/issues for discussion should be added to the agenda in advance of the meeting.

The meeting comprises all members of the School admin team working at Exec Admin and upwards,

namely; School Manager, Senior Exec Admin based in the GEMS, Senior Exec Admin (CAL Manager) based

in the CAL office, GEMS Exec Admins: International Support Officer, CAL Officer, Assessment Officer,

Paramedic Studies Exec Admin and Research Exec Admin. The minimum quorum is 5 of the 9 members.

The Agenda is defined based on the core business areas of all Exec admin team members and all

members can add additional items to the agenda by entering on SharePoint in advance of the meeting or

tabling on the day. Informal minutes or ‘Status Report’ and action points are recorded at each meeting

and each action point is assigned to the relevant staff member to proceed with after each meeting. Topics

discussed vary week by week focus on the day-to-day operations of the whole School admin team. The

status report also has a section on the developmental projects the group are implementing through the

year. Agenda items which have not concluded are held on the agenda and brought forward to the next

meeting. There are five standing agenda items:

1. Matters arising from the last meeting

2. Updates from Committee meetings including ATMG

3. Reports

4. Projects

5. Agenda items for discussion


This timing of the meeting precedes ATMG and any issues or queries raised in this meeting will be fed into

the ATMG agenda for that day. All responses should be communicated back to the Admin Exec group by

the relevant Senior Exec Admin for inclusion in the UL and CAL weekly team meetings.

3.5.4 UL ADMIN TEAM MEETINGS AND CAL ADMIN MEETINGS

The UL and CAL admin team meetings take place weekly. The UL Team Meeting are coordinated by the

UL Executive Administrator and takes place in the Medical School. The CAL meeting is coordinated by the

Clinical Academic Liaison Manager/Executive Admin based in CAL and takes place in the CAL office every

Tuesday.

The meetings are informal and updates from ATMG/other sources that are relevant to everyone are

recorded and disseminated before the meetings. Each staff member reports on issues arising from day to

day activities, workloads, events coming up, etc. Meetings are designed to ensure that information is

shared and cover is provided if needed. No formal minutes recorded, however an updated rolling agenda

is circulated in advance. Example of a typical clinical team meeting agenda can be found at the following

link:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Teaching/Year%203%20ClinicalGP%20Placements/CAL%20Tea

m%20Admin%20Meetings/CAL%20Team%20Meeting%20%204th%20Nov%202013.docx

3.5.5 TECHNICAL TEAM

Technical team meetings and one-on-one meetings are held on both a scheduled and ad-hoc basis. All members of the technical team are involved in the group meetings and it’s an opportunity for everyone to inform or be informed of things that are going on. Each member of the team feeds into the relevant agendas, which usually are updates on issues arising since the previous meeting and plans for future work. There is no formal process for recording actions or progress – updates on progress are made at subsequent meetings.

3.5.6 CLINICAL TEACHING MEETING (CTM)

Clinical Teaching Meetings take place fortnightly involving the Clinical Liaison Manager, Executive Admin

Clinical Academic Liaison, Clinical Academic Liaison Senior Administrators, Technical Officer, GP

Coordinator and Hospital Coordinator. All the members of this meeting are responsible for aspects of

support for students and the teaching through Years 3 & Year 4. This meeting covers IT Updates/ Issues,

the Clinical Teaching in each Site, ITA (Assessment) Updates, Clinical Matching Updates, Extra Student

Training events, Clinical Site Visit updates, Scheduler/Logbook/Sulis/Logbook. No formal minutes

recorded, however a ‘Status Report is updated at the meeting. Example of a typical clinical team meeting

report can be found at the following link:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Teaching/Year%203%20ClinicalGP%20Placements/Clinical%20Meetings/20160216_CTM%20Status%20Report.doc

3.5.7 CLINICAL SITE BI-ANNUAL ADMIN MEETING

This meeting takes place twice in a year between the clinical team in UL/CAL (all attendees to the clinical

teaching meetings) and the four clinical site administrators at the affiliated hospital sites. It is an

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Teaching/Year%203%20ClinicalGP%20Placements/CAL%20Team%20Admin%20Meetings/CAL%20Team%20Meeting%2004th%20November%202013.docx

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Teaching/Year%203%20ClinicalGP%20Placements/CAL%20Team%20Admin%20Meetings/CAL%20Team%20Meeting%2004th%20November%202013.docx




opportunity to touch base with colleagues based at affiliated sites. The Clinical Academic Liaison Manager

decides the agenda and minutes are recorded and circulated to Senior Administrators at each site.

Clinical Academic Liaison Manager reports back to ATMG. No formal minutes recorded, however an

updated action focused report is circulated. Example of a typical clinical team meeting agenda can be

found at the following link:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Teaching/Year%203%20ClinicalGP%20Placements/Clinical%20Meetings/Bi-annual%20Clinical%20Admin%20meetings/2016%20bi-annual%20CTM/20160628_CTM%20bi-annual%20MINUTES.docx

3.5.8 CLINICAL SITE VISITS

The Clinical Academic Liaison Manager visits affiliated Clinical sites once or twice per semester and the GP

hubs twice per semester to meet with students and tutors to get feedback on clinical placements and

teaching and discuss any issues or concerns. There is no formal agenda or minutes recorded. However the

Clinical Academic Liaison Manager records any updates from staff on day to day activities, workloads,

events coming up, etc. and reports back to ATMG or relevant Professor.





4. INVOLVEMENT OF STAFF

4.1 Overview

The Quality Team for the admin and technical review was set up at the beginning of the AY13-14 with a

view to feeding into the overall GEMS quality review which occurred in May 2015. Following a number of

workshops, the most important areas were mutually identified by all staff and staff members were then

allocated to groups with a team leader taking responsibility for each section.

Team leaders are not members of the ATMG but a member was assigned to each team. Each sub-team has a mix of CAL; Campus; Admin & Technical as does the overall team. The quality team is led the Quality Lead who is not a member of any of the sub-teams. Membership is outlined in Section 3.2 of this manual.

It is envisaged that the quality team leaders will also act as auditors but as this was the school’s first

Quality review, staff have not yet participated in audits in other divisions. Team leaders and members will

rotate regularly but details of these rotations will be finalised.

4.2 Responsibility and Authority

The main roles and responsibilities for each team member of the GEMS admin and technical team are

outlined in the Primary Responsibilities document which is available on SharePoint at the following link:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/HR/GEMS%20Staff/Admin%20and%

20Technical%20Teams%20Primary%20Responsibilities.docx

4.3 Communication

While the department is governed by University Policies, there is no communication strategy available for

the department. As communication forms part of the University’s strategic plan and is contained in page

67 of the document which is available on the UL website at the following link:


There are a number of meetings run within the department which run on a weekly, monthly or annual

basis. They serve a variety of purposes and are outlined in section 3 (Leadership and Management

Responsibility) section of the Quality Manual. As part of the quality review, the Quality Team have

outlined the GEMS communication process in figure 2 and a detailed description of the Communication

Strategy and Forums are included in GEMS Operational Process P entitled GEMS Admin & Technical Team

Communication Process.





Figure 2- GEMS Communication Structure


4.4 Training and Development

The University of Limerick has developed Professional and Training Development schemes to support

staff and facilitate learning and personal and professional development. The policies are available in

http://www.ul.ie/hr/hr-policies-procedures-and-forms-z.

4.4.1 STAFF DEVELOPMENT AND TRAINING

Individual’s development needs can be identified with line managers through the PDRS (Performance and

Development Review System) . Alternatively, staff may want to progress further education in their own

time. The School actively advocates and promotes individual staff development of further education and

skill development and has developed a Policy and guidelines to access such support. The Staff

Development Policy outlines the details and application for access of this support:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Manual/Shared%20Documents/GEMS_Continuing_

Professional_Development_(CPD)_Scheme.pdf

The GEMS Admin and Technical Team’s training and development strategy is included in GEMS

Operational Process X of the GEMS Quality Manual entitled GEMS Admin & Technical Team Training and

Development Process.

4.4.2 PDRS – PERFORMANCE AND DEVELOPMENT REVIEW SYSTEM

This system, introduced and promoted by University of Limerick’s Human Resource Department, has

been implemented by line managers for the Administration and Technical teams in GEMS. Individual’s

PDRS meetings are on-going and all staff for the current academic year will be met by the end of 2013.

Line Managers meet with staff to agree individual objectives and ensure the alignment of team and

individual objectives with the University's strategic priorities. Subsequently, there are follow-up meetings

which will be scheduled on an individual basis with each staff member. The overall focus of the system is

on improving performance and enhancing professional/career development.

4.5 Work Environment and Infrastructure

The GEMS staff are dispersed across a number of sites including the GEMS building in the University and

the Clinical Academic Liaison (CAL) building in Dooradoyle, University Hospital Limerick (UHL) Dooradoyle,

St Luke’s hospital Kilkenny, Midlands Regional Hospital Tullamore, Portiuncula Hospital Ballinasloe and

South Tipperary General Hospital Clonmel there are additional GP Hubs located in Kilkenny, Ennis,

Farrenfore, UL, Clonmel and Tullamore Hospital sites also act as GP hubs.

The GEMS building located on the North Campus in University was purpose built for the schools

requirements and accommodates all activities for Years 1 and 2 students along with research staff. All the

clinical sites have a designated tutorial room with videoconferencing equipment and lockers to facilitate

teaching in each site. The Clinical Academic Liaison (CAL) Building which is part of the O’Malley Pharmacy

building in Dooradoyle provides temporary accommodation for GEMS Clinical Academic Liaison Support

staff and Faculty until the completion of the Clinical Education and Research Building (CERC) in 2016. The

facility for Year 3 & 4 in UHL was expanded in October 2012 with the opening of a new Learning Resource

Centre, located on the main UHL campus.

http://www.ul.ie/hr/hr-policies-procedures-and-forms-z

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Manual/Shared%20Documents/GEMS_Continuing_Professional_Development_(CPD)_Scheme.pdf

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Manual/Shared%20Documents/GEMS_Continuing_Professional_Development_(CPD)_Scheme.pdf


The management team monitor and maintain the appropriate infrastructure and work environment to

achieve conformity to requirements. All work areas are maintained in a clean and tidy manner. The work

environment and infrastructure that GEMS operate within is mainly dictated by the University. Facility

maintenance of the new GEMS building was the responsibility of the Chief Technical Officer for the 1st

year that staff were located in the building. As of October 2013 this responsibility has been handed over

to the Buildings department and requests for action are processed by contacting them directly.

4.5.1 FUTURE DEVELOPMENTS – CLINICAL EDUCATION AND RESEARCH CENTRE (CERC)

The Clinical Education Research Centre (CERC) which will be purpose built for GEMS requirements will be

situated at University Hospital Limerick (UHL). The Centre will replace the GEMS existing CAL building as

well as the currently inadequate post-graduate medical education facilities at UHL. The development is

due to commence in April 2014 and the new building will be occupied by the end of 2016. The building is

being constructed with an option to extend upwards to a further floor in connection with plans for UL’s

Health Research.


5. CONTINUAL IMPROVEMENT

GEMS Admin & Technical Team’s management are committed to the process of continual improvement

as outlined in this Quality Manual and QMS Processes. Management ensure the organisation maintains a

focus on the customer as key to the success of the service provision. Quality Team regularly review the

Quality Management System, Management Objectives and Processes (outlined in the appendices).

Changes to the Quality Management System will be made on review of the system annually; we hope this

will allow for maintenance of the integrity of the system and achievement of any existing objectives.

In maintaining and changing the Quality Management System, the regulatory and statutory requirements,

such as University’s Act, Purchasing, Finance and HR policies, are communicated and accommodated

within the system.

The process of achieving ‘Quality’ is continual and the division is expected to constantly challenge norms

and seek opportunities to make improvement.

Subsequent to the GEMs Departmental Quality Review in 2015 the department’s strategy for continual

improvement will be agreed and include details of the division’s quality improvement action plan. Until

then an Audit Schedule outlined in GEMS Operational Process O will schedule a review or the GEMs

Admin and Technical Teams review of Processes and QMS in its entirety.

5.1 Quality Improvement Objectives

5.1.1 QUALITY COMMITTEE FOR DEPT QUALITY REVIEW IN 2015

The objectives will be set by the GEMS Quality Team comprising of representatives from the Faculty,

Technical and Administration teams within the School. Combining the School’s Mission Statement, and

Strategic Goals (which are derived from the University’s overall Strategic Plan), the various School

deliverables have unique quality objectives which are identified and planned as appropriate within each

area. The objectives, which will focus largely on delivering high quality services to customers of GEMS,

are monitored and measured by the feedback from the various customer clusters. Our customers are

regularly asked for their feedback on their GEMS interactions and experiences – suggestions for

improvements are widely considered and implemented as appropriate.

It is envisaged that each staffing team (Faculty, Administration and Technical) within the School will

review their respective areas on an on-going basis through the regular meetings which plan operationally

and strategically as it stands. Feedback and suggestions for improvements will be fed into Quality Teams

for review, likely on a quarterly basis.

It is envisaged that the objectives will be communicated via the Team Leaders to the respective members,

supported by a central database of relevant documentation and guidance on SharePoint. The monthly

School meeting will also be used to discuss issues surrounding Quality objectives if necessary. GEMS

quality objectives are derived from the School’s individual Strategic Goals which are a subset of the

University’s goals.


5.1.2 ADMIN & TECH QUALITY TEAM ’S PROGRESS

The Quality Team meet fortnightly to review each team’s progress and discuss any suggestions or issues

that may have arisen. Each sub team’s progress is reviewed by the QMS project leader and the sub team

leaders. Progress is monitored and documented in the status report on SP:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/test/Admin%20%20Technical%20Quality%20Teams/Quality%2

0Team%20Leaders%20Meetings/Quality%20Team%202015-16/Quality%20Team%20Status%20Report%202015.doc

The role of the Quality Team lead is to ensure that the relevant processes are established, report on the progress of the Quality Sub Teams, and propose any improvements to the GEMS Management Team. The GEMS Audit Schedule (see GEMS Operational Process O) has been drawn up to review and evaluate the performance and effectiveness of the QMS and identify the necessary actions required for continual improvement.

6. PROCESS APPROACH

In line with the divisional quality review, GEMS Admin and Technical Team have reviewed their systems

and procedures and developed a process approach to quality. The importance of developing a process

approach and improving quality of services was communicated to all staff in a series of quality process

workshops. Subsequently, the quality division provided training to the Team Leaders and the Quality

lead. The Quality Team leaders reinforced the Process approach among the teams throughout the

Process. Sub Teams met frequently to ensure this approach was incorporated into the development of

the Quality Management System.

Once the QMS was developed, implemented and agreed an Audit Schedule has been implemented and is

included in GEMS Operational Process O. The Quality Management Team will rotate members and review

all processes and associated procedures as per the Audit Schedule to ensure the processes leads to

quality improvements. The Quality Management Team members will rotate.

6.1 QMS Processes

The QMS Processes and Key Business processes once identified in our quality workshops were

disseminated among the sub groups to discuss and develop the individual Processes. These are included

in the appendices.

6.2 Key Business Processes

During the Quality Team’s Training Day and the subsequent Workshops with all Admin and Technical

Team staff, seven broad key business processes were identified for the division specifically outside of the

services provided by the faculty and the Department as a whole.

The seven Key Business Processes for GEMS Admin & Technical Team were identified. The group

workshops identified the high risk processes that could need further documentation and elaboration of

their processes for this reason, Clinical Placement Process, Technical Support for Teaching Process and

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/test/Admin%20%20Technical%20Quality%20Teams/Quality%20Team%20Leaders%20Meetings/Quality%20Team%202015-16/Quality%20Team%20Status%20Report%202015.doc

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/test/Admin%20%20Technical%20Quality%20Teams/Quality%20Team%20Leaders%20Meetings/Quality%20Team%202015-16/Quality%20Team%20Status%20Report%202015.doc


Admin Support Process were developed and some were assigned further processes. Additionally there

are processes outlined in the QMS that are required in all manuals.

The finalised Key Business Processes, QMS Processes and Customer Service Charter outlined for GEMS

Admin & Technical Team Quality Management System are attached in appendices and are as follows: Customer Service Charter GEMS Operational Process A

Scheduling Process GEMS Operational Process B

Assessment Process GEMS Operational Process C

Technical Support for Teaching Process GEMS Operational Process D

Admin Support of Students & Faculty Process GEMS Operational Process E

Year 1 Orientation Planning Process GEMS Operational Process J

Year 3 & 4 Orientation Planning Process GEMS Operational Process K

Research Support Process GEMS Operational Process F

Clinical Placements Support Process GEMS Operational Process G

Clinical Placements Matching Process GEMS Operational Process H

Finance Support Process GEMS Operational Process I

Training & Development Process GEMS Operational Process L

Documentation Control Process GEMS Operational Process M

Quality Policy GEMS Operational Process N

Internal Audit / Self-Assessment Process GEMS Operational Process O

Communications Process GEMS Operational Process P

Teaching Site Set Up Process and Contingency Plan Process GEMS Operational Process Q

International Placement Support Process (tbc) GEMS Operational Process R

Paramedics Studies Support Admin Process (tbc) GEMS Operational Process S

6.3 A Systematic Approach to Management

Figure 3 outlines our commitment to continual improvement for our customers and interaction between

the processes of the quality management system. The figure outlines the main processes integral to our

QMS (displayed in the outer circle). These processes support our key business processes (outlined in the

centre).


Figure 3 GEMS Admin & Technical Team’s systematic approach to management

Internal Audit /Self Assessment

Key Business Processes Scheduling Process Assessment Technical Support for Teaching Admin Support of Students & Faculty Research Support Clinical Placements Support Finance Support Process

Quality Manual

Training & Development

Communications

Purchasing Supplier

Management

Documentation Control

Customer Satisfaction(Output)

Monitoring & Measuring

Continual Improvement

Customer Needs(Input)

QMS

Key business processes are

supported by QMS activities

QMS


7. USING DATA TO SUPPORT DECISION MAKING

The division ensures that effective decisions are based on the analysis of data and information. We are

conscious of the importance of fact-gathering and record-keeping in the decision making process. There are

several methods used to ensure a factual approach to decision making.

7.1 Analysis of Data

The DREEM survey is sent out annually to Year 4 students by the Director of Education. The DREEM survey

gathers information on student feedback on the programme and the clinical placements and clinical sites.

The Director of Education is responsible for collecting and analysing the data, measuring trends of responses

over time. A synopsis of the survey results are presented to faculty and Admins and Technical Team at the

Annual Education Conference during the summer. Suggestions are made at this forum to better enhance the

services which is fed back into the Executive Committee and associated working groups.

The Admin and Technical Team gather data for Clinical Placements to ensure that the Clinical Placements

Matching is fair and consistent. Data is gathered on Orientation annually to ensure the continual

improvement each year.

7.2 Strategic Review of Data by Management

The GEMS Admin and Technical team discuss feedback from the DREEM Survey in the Annual Planning

meetings and ATMG and subsequent decisions for improvement are made to enhance the service if

necessary.

8. SUPPLIER, PARTNER & COMMUNITY RELATIONS

8.1 Suppliers

The University’s procurement policy covers the management and control of all non-pay expenditure within UL and this policy is adhered to by GEMS. Full details of the policy are available on the Procurement web site:

http://www2.ul.ie/web/WWW/Services/Finance/Procurement_and_Supply_Chain_Office

The University already has a pre-existing list of Suppliers and these are available on the secure password

protected “Buyers Section” of the Procurement web site:

http://www2.ul.ie/web/WWW/Services/Finance/Procurement_and_Supply_Chain_Office/UL_Procurement/

Buyers_Section

A distinction is made between Contracted and Approved suppliers. A contracted supplier is a supplier who has been through the UL tender process (Procurements above €25,000) must be tendered and has a current

http://www2.ul.ie/web/WWW/Services/Finance/Procurement_and_Supply_Chain_Office

http://www2.ul.ie/web/WWW/Services/Finance/Procurement_and_Supply_Chain_Office/UL_Procurement/Buyers_Section

http://www2.ul.ie/web/WWW/Services/Finance/Procurement_and_Supply_Chain_Office/UL_Procurement/Buyers_Section


contract in place for use by UL staff in this case three quotations are not required. An approved supplier is a supplier who has been through the procurement qualification process and who is approved for use for UL Staff. However, 3 quotations must be obtained between €5,000 - €25,000. In the first instance GEMS will always try to procure from either of the above lists.

In the event that GEMS needs to purchase from a supplier not listed in either category above and from a

supplier that has not been used by the University in the past, then the new supplier will be set up using the

Supplier set up form. The way in which new suppliers are chosen by GEMS is dependent on the item being

procured but will be based on sound business principles which recognises, amongst others factors, the

quality of the goods and services offered, relevant experience and reputation, financial stability and the

ability to perform the contract in a timely manner. GEMS will always seek value for money and adheres to

the thresholds below:

Tender/quotation thresholds: Need to Purchase Requirements

under €5,000 No quotations required €5,000 - €25,000 Three written quotations

€25,001 - €193,000 UL Tender Procedure

Relevant supplier forms i.e. New Supplier Set up Form and Sole Supplier Justification Form is available from

the forms section of Procurement web site:

http://www2.ul.ie/web/WWW/Services/Finance/Procurement_and_Supply_Chain_Office/UL_Purchasing/Forms

8.1.1 GEMS MAIN SUPPLIERS

GEMS uses a large variety of suppliers which are too numerous to mention. All can be found on the supplier

section of the Procurement web site. In addition to the Contracted and Approved supplier lists described

above, Procurement offers an A-Z and searchable database of ALL suppliers used by the University.

http://www.corporate-systems.ul.ie/documentation/finance/supplier.php

Communication with suppliers varies with the product or service and routine communication happens as required when placing orders or to query stock, products, specifications etc.

Procurement also provides options for rating suppliers and complaints about a supplier.

Supplier Rating: http://www3.ul.ie/procurement/suppliers/rating.php and

Supplier Complaint: http://www3.ul.ie/procurement/suppliers/complaint.php

Procurement schedule review meetings and engage with suppliers on a regular basis and meetings are occasionally held by GEMS with large suppliers (e.g. Cardiac Services or Action Point) to review and feedback on products and services. Additionally GEMS will always respond to supplier requests for feedback on products or services from regular suppliers and endeavours to adhere to the guidelines on “Relationships with Suppliers” provided on the Procurement web site.

http://www2.ul.ie/web/WWW/Services/Finance/Procurement_and_Supply_Chain_Office/UL_Procurement/Policies_%26_Procedures/Procurement_Procedure



http://www.corporate-systems.ul.ie/documentation/finance/supplier.php

http://www3.ul.ie/procurement/suppliers/rating.php

http://www3.ul.ie/procurement/suppliers/complaint.php




8.2 Partners

GEMS build good working relationships with other academic and support departments within UL and also the interaction with other universities and third level institutions. While significant interaction takes place between GEMS and other academic and support departments at academic levels, this section focuses on relationships of the Admin & Technical teams. They can be categorised as follows.

8.2.1 ACADEMIC DEPARTMENTS WITHIN UL

Relationships with other academic departments centre on the provision of teaching by those Departments to GEMS and engagement is around scheduling and payment for this service. Routine communication takes place with the EHS Faculty of which GEMS is a constituent school. Informal relationships exist between GEMS staff and their counterparts in other academic departments and are a useful source of communication and networking.

8.2.2 SUPPORT DEPARTMENTS WITHIN UL

Relationships with support departments are numerous and predominantly involve, Access Office, Buildings & Estates, Finance (including Procurement), Human Resources, Information Technology Division (ITD), International Office, Student Academic Administration and Student Affairs.

8.2.3 OTHER UNIVERSITIES AND THIRD LEVEL INSTITUTIONS

Relationships with other Universities hoped to widen these relationships over the coming years and discussions have begun with UCD at programme director level with a view to enhancing the communication between the two Medical Schools and exploring the possibility of setting up a national administrative network with members from all six Irish Medical Schools (UCD, UCC, NUIG, TCD, RCSI & UL) and Third level institutions are currently not widespread. There is some interaction at administrative and technical levels with staff who are jointly appointed at hospital teaching sites and with clinical placement officers of the other medical schools.

The development of a Joint Medical Academy at Portiuncula Hospital, Ballinasloe between NUIG and UL GEMS brings the expertise of two of Ireland’s medical schools together through shared teaching and facilities. It is hoped that this model will enhance relationships at administrative & technical levels between the two institutions.

At an international level, some relationships have been developed where student electives (incoming & outgoing) take place. The school is working to develop relationship and formal agreements:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/Legal%20Agreements/LegalAgreements_Information.xlsx

8.3 AFFILIATED PARTNERS

It is important to note that GEMS has a variety of other external partners outside of the UL and third level academic institutions, the most important of which are as follows:




8.3.1 HSE INCLUDING THE AFFILIATED HOSPITALS AND INTERN NETWORK

There are formal agreements and working relationships built with each of the affiliated hospital sites. The Site Specific Agreements outline the formal arrangement between GEMS and each hospital site which are located on SharePoint :


These site agreements are underpinned by the Concord Agreement between all six Medical Schools and the HSE. Again this is available on SharePoint in the folder above.

The Intern Network is a national network coordinating the intern year post graduation from all Irish Medical Schools in Ireland. The Intern Network in Limerick facilitates the Medical Education and Training of graduates of Irish medical schools. It is the final stage in training for students to become registered medical practitioners in Ireland. As the Intern Network is important to the success of our students and graduates the admin and technical team based in CAL provide finance and administrative support to the Intern Coordinator. There is a formal agreement defining this relationship on SharePoint available:

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/Legal%20Agreements/Intern%20Netw

ork%20Agreement%20UL%20HSE.pdf

The Clinical Academic Liaison Manager is integral to developing a good working relationship with the site administrators and tutors in our partner sites. Monthly site visits to each site are arranged and are integral to developing partner relations.

8.3.2 GP PRACTICES

There are formal agreements and working relationships built with each General Practitioner (GPs) who have a Year 3 student on placement with them for 18 weeks. There are formal agreements between GEMS and each GP teaching practices are governed by Memorandum of Understanding which are available on SharePoint at:

In relation to Administration and Technical team developing relations, the Clinical Academic Liaison Manager and the Community Placement Officer is integral to developing a good working relationship with the GP coordinators and the GPs in each site and monthly site visits to each site are arranged and are integral to developing partner relations.

8.3.3 ATLANTIC BRIDGE

Atlantic Bridge acts as agents to recruit international students. The relationship is described in the formal agreement available on SharePoint.



https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/Legal%20Agreements/Intern_Network_Agreements/Intern%20Network%20Agreement%20UL%20HSE.pdf

https://sharepoint.ul.ie/SiteDirectory/MedicalSchool/Administration/Legal%20Agreements/Intern_Network_Agreements/Intern%20Network%20Agreement%20UL%20HSE.pdf


8.4 Community Relations

8.4.1 THE LOCAL COMMUNITY

It is a stated goal of UL’s Strategic Plan to be renowned for the excellence of its contribution to the economic, educational, social and cultural life of Ireland in general and the Shannon region in particular. The GEMS endeavours to support this goal by developing greater relationships within the local and wider community.

Some of the activities and events to engage with the wider community are as follows:

Promoting the City and region by providing access to the excellent facilities of the new GEMS Building (when not in use for teaching)

Encouraging environmental and social responsibility within GEMS students and beyond

Contributing to Limerick’s regeneration

Involvement in the Limerick “smarter travel” initiative

Student participation in the President’s Volunteer Programme

A Mission Statement that actively seeks to “…. lead to improvement in quality of care in the community”.

A scholarship scheme aimed at promoting the study of medicine by socio-economic disadvantaged students

Development of quality teaching hospital and intern networks in the region.

Public talks / lectures / fund raising events e.g. coffee morning Philippines’ disaster

Student involvement in the community as part of their General Practice placements

Student participation on ambulance shifts

Student led initiatives such as Teddy Bear Hospital; Pop-up BP / Heart Monitoring Clinics; GIVE Graduate International Volunteer Elective

Open access Medical Art Collection

8.5 Communication with Stakeholders

The school communicates with your key stakeholders through normal day to day modern technology (email, phone etc.) Meetings are arranged to discuss site specific issues and sometimes teleconferencing and video conferencing is used to facilitate these meetings.

8.5.1 PUBLICITY

There is a monthly GEMS Newsletter notifying of announcements, upcoming events and information on research and achievements of students and staff.

There are annual GEMS Open Days for incoming students or stakeholders to engage with staff in relation to the programme.

There is a dedicated website, which outlines information on the Program, Staff, News Events, Location and Contact Details. There is also information for current and prospective students. Click here to view the website information: http://www.ul.ie/gems/

We publicise your services on our website, newsletter, through brochure, course programme, handbooks during open days and on request.

http://www.ul.ie/gems/


There are public lectures informing of research activities and there has been research events such as the UHL Research Symposium which highlighted the Research efforts in GEMS, UHL and the University more generally.

The Admin and Technical team produce or facilitate support and feed into the newsletter, website, marketing publications (handbooks, programmes, leaflets) and update the website.

8.5.2 OUTSOURCED SERVICES

There are many essential outsourced technical services provided by suppliers. There is a complied list of technical suppliers and contact details on SharePoint:

We always strive to improve our performance by regular feedback from our suppliers and the users of the services and we implement these changes where viable to ensure a current and effective service with our partners.


9. APPROVALS AND REVISION HISTORY

Revision

No.

Date Approved by: Details of Change

1 Dec 2014 Roisin Monaghan Initial Release

2 Sept 2014 Roisin Monaghan Audit Reviewed- Updated meeting structures and

membership as this had changed- Updated Communication

Process Map- Grammatical Errors

3 Feb 2015 Roisin Monaghan Updated Table of Contents and List of Operational

Processes(#10)

4 Aug 2016 Roisin Monaghan Full Update and Audit Review- Updated Organisation

Structure, Meeting structure to include AEG, Quality Team

membership, the Communication Process Map- any

Grammatical Errors or errors with links and file paths.

Paramedics Course included in the manual also. Website

Process was removed as it was incomplete and should be a

procedure.

5 Dec 2016 Roisin Monaghan Updated Quality Team with new team members for Term 4

Dec 2016-Dec2017/2018


10. LIST OF OPERATIONAL PROCESSES

GEMS Operational Process A: Admin & Technical Team Customer Service Charter GEMS Operational Process B: Scheduling Process GEMS Operational Process C: Assessment Process GEMS Operational Process D: Technical Support for Teaching Process GEMS Operational Process E: Admin Support of Students & Faculty Process GEMS Operational Process F: Research Support Process GEMS Operational Process G: Clinical Placements Support Process GEMS Operational Process H: Clinical Placements Matching Process GEMS Operational Process I: Finance Support Process GEMS Operational Process J: Year 1 Orientation Planning Process GEMS Operational Process K: Year 3 & 4 Orientation Planning Process GEMS Operational Process L: Training & Development Process GEMS Operational Process M: Document Control Process GEMS Operational Process N: GEMS Quality Policy GEMS Operational Process O: Self-Assessment Internal Audit (Audit Schedule) GEMS Operational Process P: Communications Process GEMS Operational Process Q: Clinical Site Teaching Site Set Up Process GEMS Operational Process R: GEMS International Placement Support Process -new GEMS Operational Process S: GEMS Paramedics Studies Support Admin Process-new