Quality Review Final Report: St Angela’s College
An Coiste Feabhais Acadúil
The Committee on Academic Quality Improvement
The Academic Quality Assurance Programme, 2007–2008
Review of
St Angela’s College
Final Report
16 April 2008
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This report arises from a visit by a Review Group to St Angela’s College, Sligo (STACS)
on 11th to the 14th of March, 2008. St Angela’s College had prepared and submitted a Self
Assessment Report that, with other documentation, was made available to the Group in
advance of the visit.
The Review Group (RG) consisted of: Ms. Ann W. Caldwell,
President Emerita, MGH Institute of Health Professions, acting as Chair; Ms. Olivia Bree,
Registrar, St. Patrick’s College, Drumcondra; Ms. Gráinne Conachy, Post-Primary
Inspector, Department of Education and Science; Professor James A. Houghton, Head of
the School of Natural Sciences, NUI Galway; Professor John Marshall, Personal Professor,
School of Education, NUI Galway; Ms Maria Gallo, Senior Development Officer, St
Angela’s College, acting as Rapporteur.
The report is structured to cover the following main topics:
1. Introduction and Context
2. Governance, Management and Organisation
3. Academic Programmes, Instruction, Scholarship and Research
4. The Student Experience and Student Services
5. Summary and Concluding Remarks
A common theme explored throughout the report is the collaborative linkage of the College
and NUI Galway.
1 Introduction
From its establishment by the Ursuline Sisters in 1952, St Angela’s College, Sligo
(STACS) has experienced enormous change and growth, particularly over the last decade.
Its enrolment has grown by 23% in five years, STACS has created new academic
programmes, added new buildings to its campus and, in 2006, it became a College of the
National University of Ireland, Galway, (NUI Galway): the first independent institution to
become a College of a constituent university of the NUI.
This Quality Assurance Review is therefore timely and acknowledges that the College is in
a significant period of transition. It is fitting that this process was undertaken with the
guidance and support of the Quality Office at NUI Galway. The Review Group (RG)
commends the commitment and participation of the College staff, students and stakeholders
in the Quality Assurance Review process as well as the gracious hospitality of the entire
STACS community.
The RG noted there is a strong sense of community and a collegial working environment
within the College and this provides a positive environment for managing change. The
unique characteristics of STACS offer exciting potential and possible challenges. It is
significant that STACS offers university-level education in the North West, while the rural
and isolated nature of the location is an opportunity for creative solutions to regional
educational needs. The RG notes that the academic programmes are also distinct and its
excellent reputation for the high quality of teaching and learning is widely recognised. The
long-standing tradition of the College, along with more contemporary developments and
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the linkage with NUI Galway, provides a sound foundation for future advancement.
Comments on the Review Methodology
The RG wishes to acknowledge the considerable breadth and depth of the information
provided by STACS for this Review. This documentation included the Self Assessment
Report, coordinated by the STACS Quality Assurance Steering Group, the new draft
Strategic Plan and supplementary information provided during the on-site Review Visit.
During the Visit, the RG met with members of the STACS community: academic,
administrative and support staff, students, alumni, members of the Board of Governors and
senior academic and administrative staff from NUI Galway. During this process, members
of the STACS community responded with candour and openness across a wide range of
issues. The RG found much to be commended, although not all areas can be covered in this
report.
The role of the RG is not to prescribe. Rather it seeks to hold up a mirror up to reflect back
what the STACS community itself has defined as its present challenges and future
prospects and to offer a perspective on how well it is achieving or is prepared to achieve its
institutional goals.
2. Governance, Management and Organisation
Governance
There appears to be widespread agreement that STACS, which has grown and developed
over the last decade due to the creativity, extraordinary effort and determination of the
academic and administrative staff, has outgrown the governance and management
structures that served it very well when it was a smaller and less complex institution. For
example, the RG learned that the College is acquiring limited company status effective
April 1, 2008, with the Board of Governors being replaced by a Board of Directors which
will be comprised of representatives of all of the College’s stakeholders.
It is not the remit of the RG to prescribe specific governance and management strategies.
However, some suggestions and observations may help to guide the College in the
implementation of the new Strategic Plan and to improve coordination and communication
across the entire College.
It is clear that STACS has evolved a mode of governance that was appropriate to its
requirements in the past and that enabled it to respond to outside pressures and educational
demands, to grow to its present size and to produce graduates who are recognised by the
excellence of their training and skills. However, as the College moves forward to embrace
new challenges as a University-level institution, these mechanisms may no longer be
appropriate. STACS needs to develop a structure of governance that is robust, transparent
and inclusive and in keeping with the practices found in other universities and, in
particular, is compatible with those found in NUI Galway.
Several models of governance are possible which can be appropriately designed to lead and
manage an institution of the size of STACS. The RG recommends that STACS, in
consultation with the staff and other relevant stakeholders, considers the development of a
system that involves greater integration between the Office of the President, a College-wide
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committee structure and the Board of Directors. One model worthy of consideration might
involve the President working closely with an Executive Management Team (EMT)
consisting of, for example, the Registrar, Finance Manager and the Heads of Department.
This EMT could work with the President to oversee coordination and communication
throughout the College and the implementation of the Strategic Plan, while each EMT
member might chair a committee with responsibility for a College management function,
such as Finance, Physical Resources, Academic Planning and Resources Committees. To
ensure the integration of internal and external governance systems, these committees could
include members of the Board of Directors, academic, administrative and technical staff
together with members of the student body and other stakeholders. Such a College-wide
committee structure should work in an open and transparent manner to facilitate the
engagement of everyone in the resolution of the challenges facing the College in its growth
and development.
As the College’s management structure becomes more complex, there is an increasing need
to ensure effective dissemination of information throughout the College. The EMT should
develop a clear map depicting information flow and decision-making points with relation to
administrative and academic issues to ensure effective communication between all
members of the College community.
Management and Organisation
Lack of resources and time were frequently cited as obstacles to changing the management
structures and do, in fact, present real constraints. However, there is also significant
recognition that efficiencies will be realised and employee satisfaction enhanced by
reorganising the existing staff and management structure. Empowering the academic and
administrative staff through shared responsibility for resource allocation and budgeting, the
development of a Management Information System, finalising and implementing the new
Strategic Plan are recognised as prerequisites for the continuing growth and development of
St. Angela’s College.
While the College is commended on instituting a Staff Development Program and an
Induction Program for new employees, there is a need for leadership development and
management training throughout the College. The College is encouraged to continue to
evolve a personnel system that will appropriately recognise roles and responsibilities and
that will being it more in line with peer institutions of higher education in Ireland.
STACS has recently engaged in a number of assessment exercises, including a Student
Satisfaction Survey, a SWOT analysis involving all of the major stakeholders, and
institutional Self-Assessment Report in preparation for the Quality Assurance Review.
The challenge going forward will be to incorporate these findings into the implementation
of the new Strategic Plan and to continue assessment on a regular cycle. The RG agrees
with the aim, as expressed in the draft Strategic Plan, of developing mechanisms for a
comprehensive and integrated quality assurance programme, and suggests that the College
establish its own systems for ongoing internal review of academic programmes and/or
departments/units, with the aid of the Quality Office of NUI Galway.
The College is to be commended on having developed nine new academic programmes in
the past five years. However, in some cases, the development of new programmes appears
to be more opportune than strategic. There is a danger of diluting the distinctive strengths
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and market niches of STACS courses unless a rigorous process is put in place for vetting
new programme proposals. There should be regular monitoring of the markets for new
and existing programmes in order to anticipate waning demand and new needs.
The RG suggests that STACS attract new revenue streams. Consideration should be given
to the launching of a coordinated fundraising programme, to generate money for its
ambitious buildings projects and student services requirements. Fundraising should be
assigned to a specific administrative office that would work in close liaison with the
academic units, Board of Directors and other stakeholders. The obvious goodwill of
alumni should be mobilised in this effort and this could be further developed through a
vibrant Alumni Association.
The RG is of the opinion that the relationship between the Food Technology Centre (FTC)
and the College has developed in an ad hoc manner and a certain lack of clarity has
evolved over the demarcation of roles, duties, costs and revenue sharing. It is in the best
interests of both parties that there should be clarification of the relationship of the FTC with
STACS documented in a formal Memorandum of Understanding.
The RG is concerned about the problems that appear to have developed in the relationship
between the owners and management of the new Student Residences and the College. The
Review Group regard the Student Residences as a great asset to the student experience in
the College. In addition, they are a potential source for additional revenue from conferences
and summer programmes. The RG urges the senior management of the College to take
appropriate action as may be necessary to try to resolve these problems and develop a good
working relationship.
Infrastructure
The College is committed to maintaining and updating the campus infrastructure, as
resources permit, in order to create an environment that facilitates high quality teaching and
learning and is conducive to a positive student experience. The RG suggests that a centrally
coordinated space management system would maximise space utilisation and ensure full
use of facilities that, overall, appear to be of good quality. Furthermore, it is also
recommended that the Infrastructure Plan and the creation of an ICT Plan be carefully
aligned with the Strategic Plan to ensure a coordinated development of facilities in keeping
with new academic developments and enrolment growth.
Through the visit to the campus, the RG formed a positive impression of the quality and
adequacy of teaching spaces, while acknowledging the need for refurbishment and
development of the College infrastructure. The new nursing building, library and student
residences represent state-of- the-art facilities. A number of health and safety concerns at
the College were presented to the RG and need to be carefully managed. The topography
of STACS means that there are a great number of steps and slopes that might prove
hazardous to staff, students and visitors. Safety management of the College site is of
paramount importance. The RG was also alerted to the potential problems with fresh water
supply and wastewater disposal. For health and safety reasons and because of the
sensitivity and natural beauty of the site, these problems should be addressed as a matter of
urgency.
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Mission Statement
The Mission Statement is the core declaration of the values of STACS. As with any
organisation experiencing change, it should be revisited regularly to ensure that the
changing elements of the College and its mission are harmonised. Moreover, the formation
and implementation of the new draft STACS Strategic Plan 2008-2013 should engage all
stakeholders in order for ownership of this vision to be widely shared.
Collaborative linkage between STACS and NUI Galway
The relationship between STACS and NUI Galway holds great promise for the College and
is viewed positively by representatives of both institutions. While there have been some
joint efforts at the programme and department level, the relationship needs to be
operationalised throughout the College in order to take advantage of the potential for joint
programme planning, sharing of resources and expertise, and expanded outreach. The RG
notes that a number of specific and relatively minor adjustments could be made to more
fully realise the potential of the relationship. The RG also notes that there are larger
opportunities that will take greater collaborative time and effort to realise.
The RG strongly supports this link and considers it critical in the further development of
the College. Current collaborative endeavours, such as the accreditation of STACS
programmes by NUI Galway, is noted by the RG together with the advice and support
provided in areas such as the development of a Management Information System and video
conferencing. In addition, there are also a number of commendable joint research and
programme developments, particularly in the area of Nursing and Health Studies and
Education.
The Coiste Liaison is especially useful at a policy level and the RG commends the recent
establishment of the College post of Senior Development Officer whose brief includes
strengthening the links between STACS and NUI Galway. However, the RG recommends,
in addition, a formal interdepartmental structure linking individual academic and
administrative units in both institutions will realize the potential for mutually beneficial
activities. It was reported to the RG that administrative links between key people in
Administration and Examinations are good but that the links with the NUI Galway office
dealing with student registration needs to be strengthened. The RG suggests that Coiste
Liaison provide to STACS a list of contact names in key administrative areas at NUI
Galway and arrange an annual “Aware Day” where relevant STACS administrative staff
visit NUI Galway, meet key contact people and discuss issues of mutual concern.
3. Academic Programming, Instruction, Scholarship and Research
Academic Programming and Instruction
STACS has a well-deserved reputation for delivering high quality programmes at both
undergraduate and postgraduate levels through the academic departments of Nursing and
Health Studies, Home Economics and Education and their associated subject areas. In
addition, it offers Access, Certificate and Training courses in fulfilment of its mission to
meets the needs of local and national communities. Furthermore, in its new Strategic Plan
STACS intends developing and delivering a range of new programmes. It is not the
function of this report to offer an academic review of these programmes but the following
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are observations from the RG visit.
STACS is the sole provider of initial teacher education in Home Economics in Ireland. The
College offers a vibrant Bachelor of Education honours degree programme that produces
high-quality graduates qualified to teach Home Economics and either Religious Education,
Gaeilge, Science/Biology or Business Studies/Economics. The College regularly reviews
the content and range of subjects offered as part of this programme. This commendable
practice should ensure that the B.Ed. programme offered in STACS continues to meet the
needs of the community it serves. The College is commended for the proposed introduction
of an M.A./M.Ed. Degree in Home Economics. This is a necessary step in the development
of Home Economics Education in Ireland.
In developing its range of professional programmes STACS places a commendable
emphasis on enabling students to apply theory to practice. Such practices are indicative of
the values and ideals expressed in the mission statement of the College. This is evidenced
by the systems of clinical and work placements and teaching practice modules that have
been developed to support effectively the various professional programmes offered by the
College. The College has developed links with many institutions and organisations, such as
the Health Service Executive and the Department of Education and Science. This laudable
practice has resulted in the development of a number of specialised programmes, such as
Special Educational Needs, designed to meet the needs of the local and national
communities.
The College has developed nine new academic programmes in the past five years. In
addition a number of new programmes are at various stages of development. It is strongly
recommended that STACS critically examine the range and nature of its proposed suite of
new programmes in the light of its tradition of excellence and the competing demands on
staff and resources necessary to realise the full array of all the strategic aims outlined in the
draft Strategic Plan, in particular its commitment to develop a greatly enhanced research
profile.
In addition, it is recommended that the College should review the current suite of
programmes that is offered with a view to extending the range of modes of delivery in
order to enhance the accessibility of courses to part-time students throughout the country.
In this context, the development of blended learning systems that maximise the potential of
e-learning should be considered. Mechanisms that facilitate past students and the various
employer groups to input into the review of programmes should continue to be explored
and developed. The RG notes that STACS is committed to the further development of
assessment procedures and course structure that assist in the formation of reflective
practitioners. This is consistent with the values contained in the mission statement
regarding empowering students as reflective learners.
A Bachelor of Arts in Economics and Social Studies programme (B.A.) is offered by NUI
Galway in partnership with STACS. The RG commends the aims and efforts of the
academic staff working at STACS and all those involved in delivering the programme. The
RG thinks that it would be useful at this time to collaboratively review, particularly in light
of new B.A. paradigms.
The provision of short modular-based continuous professional development (CPD)
programmes offers the opportunity for STACS to raise its national profile in professions
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and to collaborate with organisations such as Teacher Education Centres and various
Health Service Providers. In addition, such CPD programmes offer the potential for income
generation.
Scholarship and Research
The RG applauds the intention of STACS to significantly develop its research culture as
one of the major pillars of the draft Strategic Plan. The RG considers that this pillar is
critical for the development of a strong university-level profile. The RG notes a number of
commendable successes in securing outside research funding, particularly in the
departments of Nursing and Health Studies and Education. It is noted positively that
College management supports and facilitates staff undertaking postgraduate studies, in
particular providing release time to those staff members actively pursuing advanced
studies. If the explicit aim of STACS is that all academic staff undertake duties from an
active research platform, then confidence-building endeavours and tangible support are
critical in realising this aim.
To enhance the research activities of STACS, the RG recommends that the Research
Committee convene regularly in order to develop a coherent and comprehensive research
plan and foster a research culture for the College. It was reported to the RG on a number of
occasions that the heavy workload of the academic staff in terms of class contact hours
militates against developing a sufficient research and publications profile. It is
recommended that the academic staff in consultation with senior management should
explore further strategies and procedures that would serve as incentives for staff to initiate
and complete research as part of their professional development as academics.
Enhanced scholarly activity depends upon easy access to comprehensive library facilities.
The RG commends STACS for recently enhancing its library services. The new library
facility together with the dedicated library staff provides the basis for high quality research
activity. The undergraduate students also have full access to the library services of NUI
Galway from the beginning of each academic year. However the RG notes the reported
delays in allowing postgraduate students of STACS access to the services. The RG
recommends rectifying the delays in STACS student access and the regrettable system
whereby STACS staff do not have access to the NUI Galway library, which seriously
hinders staff research efforts.
The RG notes that budget allocations for library expenditures rest mainly with each
academic department. While each academic department may require a departmental-based
allocation, there should also be an adequate central library budget to allow for discretionary
expenditure.
4. The Student Experience and Student Services
Student Experience
The RG notes the central position of students in the College and the commitment to their
holistic development as evidenced in the Mission Statement: “…to develop the full
potential of our students by responding to their personal, academic and professional needs”
and “...to empower students as reflective learners, committed to excellence in education,
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innovative practice and to the concept of lifelong learning.” In addition, the RG commends
the existence of a Student Charter and the recently established Student Union. The RG
formed the impression of an extremely positive student experience, a strong sense of
community, high academic standards, and a very dedicated academic, administrative and
support staff.
A caring student-centred ethos underpins the teaching and learning provided in the College.
Members of the College staff are readily accessible to support the academic development
and pastoral care of their students. The commitment and flexibility of staff are
acknowledged and commended.
STACS attracts a high calibre of students, maintains a favourable staff-student ratio and
enjoys a very high student retention rate. Students commented on the excellent quality of
teaching, mentioning the wide variety of teaching methods and good use of modern
technology. Building on the loyalty of the student body, current and past, the RG suggests
that there are exciting possibilities for mutual benefit in the establishment of an Alumni
Association.
In light of the high number of contact hours in the B.Ed and B.NSc programmes (which is a
usual feature of such courses generally), the RG nevertheless suggests a review of these
programmes in order to ascertain if more time can be provided to students for reflective
learning. The RG acknowledges reported difficulties in relation to the timetable and
understand that efforts are being made to address it.
The RG notes the perceived countrywide image of STACS as a centre for Home
Economics teacher education, with the College having a long-standing and well-deserved
reputation in this area for many decades. Going forward, the RG recommends a College
wide co-ordinated plan for marketing and publicity to promote the image of the College
nationally in line with the current scope of programmes and future aspirations. The RG
regards marketing and publicity as important activities of modern university-level
institutions and notes that the College has recently established a position to oversee
marketing.
The location of the College is a distinctive attribute with a particular remit for the
surrounding region, as well as nationally. RG commends the new appointment in the area
of international/external affairs, which, along with the collaborative linkage with NUI
Galway will contribute to future recruitment and enrolment growth. The RG also suggests
that efforts be made to address the gender imbalance in the student body.
Student services
The RG applauds the admirable work currently undertaken in the areas of chaplaincy,
health, counselling, career guidance, student welfare, tutoring, catering for student special
needs, as well as the informal student-to-student and staff-to-student support evidenced
during the visit. The RG noted positively that the further development of an integrated
student-support system has been included in one of the pillars of the College’s Strategic
Plan 2008-2013. In the context of growing numbers and diverse student needs, the RG
encourages the College to continue to develop the student services area. In addition, to
foster the development of a vibrant student life, the RG acknowledges that there is a need
to develop sporting and leisure facilities, and for further development of clubs and
societies.
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The RG found that students are well represented in governance structures in STACS. The
staff–student forum was reported to be working well, providing a useful arena for issues to
be addressed. Students also have a voice through their representation on the various course
committees, Board of Directors, Academic Council, and through the class representative
system. A strong recently developed Students Union (SU) works on behalf of students,
liaising with corresponding unions in NUI Galway and IT Sligo. It is suggested in light of
the growth of the student enrolment, that favourable consideration be given to the case for a
full-time Students Union President.
The RG commends the excellent work of the Access Programmes, and was impressed by
the reported high percentage of students progressing as a result to third-level education
both in STACS and elsewhere, and the active participation in outreach undertaken with
students in primary and secondary schools. The RG recognises the importance of this work
for the local region, especially for communities experiencing disadvantage, as well as the
crucial links with NUI, Galway in this area.
5. Summary and Concluding Remarks
In summary, while this report contains many observations and suggestions for continuing
improvement and development, the principal recommendations are as follows:

St Angela’s College should further develop governance and management structures to
support its growth, ones that will achieve greater integration between and among the
Board of Directors, the Office of the President, and a college wide committee structure,
including an executive management team; improve communication and coordination
throughout the institution; establish priorities for resource allocation; and effectively
implement its new Strategic Plan. These governance and management initiatives
should be in keeping with best practices found at other universities, in particular
comparable to those at NUI, Galway.

The relationship between STAC and NUI Galway should be operationalised at the
interdepartmental level linking individual academic and administrative units in order
realise the considerable potential for joint program planning and administrative
efficiencies and economies.

In light of significant growth projections, STAC should conduct a comprehensive
review of both the current academic programs and the proposed suite of new programs
and critically evaluate them in relation its strategic goals as well as required resources,
market demand, and opportunities to expand access through e-learning.

In order to foster a research culture, STAC should activate the Research Committee,
develop a coherent and comprehensive research plan, explore strategies that will serve
as incentives for academic staff to conduct research, and encourage greater
collaboration with relevant NUI Galway units, including the library. The RG
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St Angela’s College Sligo: Review Report 2008
recommends rectifying the delays in STACS student access and the regrettable system
whereby STACS staff do not have access to the NUI Galway library, which seriously
hinders staff research efforts.

The College should undertake an institution-wide comprehensive plan for marketing
and publicity to promote the image of the College nationally in line with the current
scope of its programmes and future aspirations.
Overall, the RG is impressed by the transformation of STACS in recent years from a
College facing uncertainty to an institution on the move with ambitious plans and high
aspirations to grow, extending the traditional mission and strengths of the College into a
wider contemporary world. In addition, the RG formed the impression of an extremely
positive student experience, a strong sense of community, high academic standards, and
very dedicated and accessible staff.
The RG is confident that through a synergistic, strategic linkage with NUI Galway, and
with strong and dynamic leadership that St Angela’s College will realise its stated aims.
Ann W. Caldwell (Chair)
Olivia Bree,
Gráinne Conachy
James A. Houghton
John Marshall,
Maria Gallo ( Rapporteur)
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