An Coiste Feabhais Acadúil
The Committee on Academic Quality Improvement
The Academic Quality Assurance Programme 2006-2007
Report to Údarás na hOllscoile
Review of
Shannon College of Hotel Management
Self-Assessment
Review Group Visit
Follow Up Meeting
January to March 2007
13th – 15th March, 2007
26th September 2007
This Report was compiled for members of Údarás na hOllscoile, NUI Galway and its
committees as a readily accessible but comprehensive source of information on the above
review, its context and its outcomes.
Quality Office, August 2007
Report to an tÚdarás – Review of Shannon College of Hotel Management 2006–2007
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1. Overview of the College
1.1 Aims and Objectives
“Commitment to excellence” are the three words that best describe the ethos of the Shannon
College of Hotel Management (SCHM). Excellence in teaching, excellence in professional
practice and excellence in the formation of business managers are the foundations upon which
SCHM is built.
SCHM’s mission is to educate future managers and leaders for the Irish and international hotel
industry through a unique honours degree programme which combines college based learning
(in theoretical and practical environments), monitored industry placements at operative and
trainee management level and close interaction with the student to assist with the development
of management skills. SCHM’s ethos is central to its mission and attributes its success to
certain core values:
 Interview prior to admission to establish suitability to a career in hospitality management
and to provide information and assistance for clarification of career choice.

Substantial practical exposure.

Comprehensive industry placements.

The inculcation of presentation skills, customer relationship skills and management
values.

Rigorous academic business and professional course.
 Student adherence to a Code of Discipline.
The current agreed objective of the college’s programmes is:
‘To equip graduates to reach the position of hotel general manager or similar corporate
position, within the international hospitality industry’.
1.2 Background
The Shannon College of Hotel Management (SCHM) was founded in 1951 and became a
Recognised College of the National University of Ireland in 2000.
Shannon College is currently wholly owned by Dublin Airport Authority (DAA),
formerly Aer Rianta, awaiting the establishment of the Shannon Airport Authority (SAA).
SCHM is managed by SAA, pending integration with NUI Galway.
As a result of the dissolution of Aer Rianta, announced by the Government in 2003, it
has become necessary for SCHM to examine its position with regard to optimal future
ownership and academic direction. It is clear that in future Shannon and Dublin Airport
Authorities will be concentrating exclusively on airport management with a consequent
withdrawal from non-core activities. SCHM is not included in the business plans of either
Dublin Airport Authority or Shannon Airport Authority.
Therefore, as a result of Government policy, a change in the ownership of SCHM is
necessary. Recognising this reality, the Board of Shannon College, following an intensive
strategic review involving management and staff, considered that the optimal ownership option
was full integration with NUI Galway, thereby building on the very close academic working ties
that are already in place between the two institutions.
This proposal is fully supported by Dublin Airport Authority, Shannon Airport Authority
and the Governing Body of NUI Galway, Fáilte Ireland, The Irish Hotel Federation and the Irish
Hospitality Institute.
Report to an tÚdarás – Review of Shannon College of Hotel Management 2006–2007
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1.3 Progress to date
One of the requirements of becoming a Recognised College of the National University of
Ireland was the need for a written quality assurance process that was robust and inherent in
Shannon’s culture. As there was so much change and development taking place in the college at
this time, there was a delay in formulating and documenting the quality assurance process.
Therefore, as the college had moved on and embedded its relationship with the N.U.I. a
process of reflection and self evaluation needed to take place to identify what Shannon actually
does. The Self Assessment of the College for this review was the first such reflective document
culminating in a Peer Review Group Visit.
The current Strategic Plan 2002 – 2007 has guided the operations and direction of Shannon
College over the last number of years. The main components of the strategic plan identify a
broad range of issues that SCHM needs to address during the lifetime of the plan. The Strategic
Plan had not taken into consideration the prospect that the ownership of SCHM would need to
be addressed in 2003.
Main Components of Strategic Plan
 Discussions for Future Directions beyond the Strategic Plan
 Improving the Quality of Irish intake and image of Hotel Management Careers
 Improving Staffing – Adopting equitable 3rd level Salary levels, developing new staff
structure & recruiting additional Administrative support staff.
 Generate additional income by increasing student numbers & developing further
graduate and post-graduate programmes.
 Adopt Quality Assurance Procedures to meet best international practice.
 Raise capital to refurbish and build new facilities.
 Improve Student Services, Facilities and Accommodation
1.4 Student Numbers
The total number of fulltime equivalent (FTE) students in the College was 189 in the year
2005/2006, representing an increase of 8.6% in the year since 2004-2005.
1.5 Student to Staff Ratios
In 2005/2006, the number of fulltime equivalent (FTE) academic staff in the College was 13.9,
giving a student: staff ratio of 13.6.
1.6 Accommodation and Facilities
The core facilities of the Unit are located in the main college building, which contains 9 offices,
an archives room, a staff room, and 4 classrooms of the following size, one for 60 students, two
for 30-40 and one for 20. There are 2 auditoria for 160 and 60 students respectively.
The computer room has space for 25 students, the language lab for 15 and library seats
44 students. There is only limited office space available. The Food and Beverage building
contains 1 production kitchen, 1 training kitchen, a 60 seated restaurant. There are also four
offices that accommodate six staff members.
There is a lack of appropriate Student Recreational, Communal and Sporting facilities.
Accommodation for 1st year students is rented at Bunratty Village, students 2nd year & above
live in private accommodation in Shannon. Students believe that the present structure of student
accommodation is a contributing factor to a reduction in student interaction and integration.
Report to an tÚdarás – Review of Shannon College of Hotel Management 2006–2007
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2. Review Group Report Overview and Recommendations
The Review Group consisted of: Mr. Donagh Davern, General Manager, The Heritage Golf & Spa Resort,
County Laois (Chair); Professor Peter Jenner, Chair of School of Hospitality and Tourism Administration, Endicott
College, Beverly MA, USA; Dr. Stuart Jauncey, Head of School, School of Hotel and Catering Studies,
Galway/Mayo Institute of Technology, Prof. Catherine O’Brien, Department of Italian, NUI Galway (Cognate); Dr.
Martina Prendergast, Development Manager, Environmental Change Institute, NUI Galway of the CFA acting as
rapporteur.
2.1 Summary and Main Recommendations from Report
Summary
The Shannon College of Hotel Management has a unique ethos and culture that should be
preserved into the future regardless of integration and accommodation issues. The maintenance
of this will require strong management and high levels of industry involvement.
Full integration with NUI Galway requires the early development of an integration plan
covering all areas of policy, teaching, research and administration. The development of this plan
will require the establishment of a working party including representatives from all sectors of
Shannon and at least one senior representative from NUI Galway.
The Quality Review Group recognises the lack of capital investment and support and
acknowledges the negative impact and frustration this is having on staff who in some cases are
lacking appropriate teaching aids and essential materials. In order to help to address this issue
and to prepare for the future, the college management should develop transparent processes for
the request and allocation of resources.
Main Recommendations
1. The Review Group feels that it is imperative that the College form a Collaborative
Transitional Panel that facilitates partnership and communication between NUI Galway and
Shannon College. The panel should consist of teaching staff and administration staff from
both organisations. The purpose of this panel would be to develop an integration plan and to
communicate this plan to all stakeholders.
2. In order that the use of existing resources and, in particular the acquisition of teaching and
office materials, is equitably and transparently managed, a formal system for requesting class
materials should be developed and clear criteria for prioritising their procurement be drawn
up. This could form part of the annual or periodic budgeting process. This will also provide
the management team with a listing of required teaching resources that could be presented to
those wishing to provide sponsorship.
3. All staff should fully understand that their remuneration will improve as a result of the
merger with NUI Galway, but care needs to be taken to ensure that all terms and conditions
between the two institutions will be equitable after full integration. They must be equally
aware of the new demands this will place on them in terms of postgraduate qualifications
and academic research.
4. In addition to teaching in their own professional areas, staff are required to undertake a range
of administrative and other duties. This may mean that some staff have high workloads.
These workloads may need careful examination in the light of parity with other university
and third level teachers.
5. Management should attempt to explore the impact of the merger on administrative work and
job responsibilities and to communicate this to the appropriate staff as soon as possible.
6. A common area should be provided for College staff.
7. The College should review the role, function, effectiveness and development of student
representation, including student class representatives and the student council.
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8. The college could consider making the purchase of laptops a recommendation for all
students, especially as direct access to on-line learning resources would alleviate problems
with limited library resources.
9. A common area for students should be provided.
10. An IT system that allows real-time access to files would help with timely execution of
billing and student accounts, thus making the organisation more efficient.
11. The Review Group feel that the current annual Library budget of approximately €19,000 is
completely insufficient. The group recommend that this budget is increased.
12. The Placement Officer should be advised to join an association of placement officers so that
current best practice in methods of assessing and administrating placements can be shared.
13. A policy or contract should be developed that explicitly states the minimum requirements
and expectations for the placement experience, i.e., rotations through departments and terms
and conditions of employment. The real and extensive work that occurs through placements
is recognised as an essential part of the Shannon education experience and yet it is
significantly undervalued in terms of its quantitative contribution to the final award. A
formal set of learning outcomes should be developed to enable a more realistic and
transparent assessment of this learning, and the impact of this learning on the final
classification of award should be increased.
14. Because of the concentration and energy needed to successfully absorb language tuition such
classes should ideally be offered in the early morning or early afternoon slots.
15. The College should consider installing a digital satellite dish for extra curricular language
practice and comprehension.
16. The College should investigate and purchase technology systems including the use of
contemporary property management systems and point of sales software. We suggest they
support this investment with class time and training.
17. Pursue the opportunities that exist with the integration with NUI Galway in terms of library
material and resources.
18. Recent research support has proved successful in terms of encouraging staff to obtain
Masters Qualifications. However, resources and time allowances for staff development and
research are poor and this may limit the ability of some staff to be successful in obtaining
further and higher qualifications in the future. This situation may also generate a lack of
parity with colleagues post NUI Galway integration.
19. In order to facilitate this change, the College should consider developing a Research
Strategy.
3. Action Plans
Follow-up Meeting, Wednesday, 26th September, 2007, Park Inn Hotel, Shannon
Present: Professor J Gosling – Director of Quality (Chair), Prof. S. Collins, Professor M. Keane, Mr. C. Mac
Nairney, Ms. K. O’Connell, Mr. F. O’Driscoll, Ms. C. Egan, Ms. D. O’Hanlon, Ms. M. Brennan, Ms. I. O’Connell,
Mr. P. Smyth, Ms. P. Ó Néill, Ms. S. Sloane, Dr. Maria Palma Fahey, Dr. M Prendergast, Dr. Eimear Thornton – in
attendance. Apologies: Prof. J. Browne, An Dr. S. Mac Mathúna, Mr. M. Kavanagh, Prof. Catherine O’Brien, Mr.
K Warnock Dr. I. Mac Labhrainn, Mr. S. Jauncey, Mr. D. Davern
3.1 Action Plan for Shannon College of Hotel Management (SCHM):
1) Impact of Merger:
a) Once the formal documentation has been approved by the HEA, the SCHM will play a
vigorous role in ensuring an effective formal partnership with the College of Business,
Public Policy and Law and with NUI Galway. A transition coordination panel, that will
Report to an tÚdarás – Review of Shannon College of Hotel Management 2006–2007
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meet regularly, will consist of teaching and administrative staff from SCHM and NUI
Galway representatives from the key relevant academic, administrative and support units.
b) At an appropriate stage in the process, the job descriptions and workloads of all staff will
be revised with prior consultation.
c) SCHM will actively and continuously explore the opportunities that will exist in terms of
library material and resources.
d) Upon separation from the Airport Authority, an IT system allowing real-time access to
files originally controlled by the Authority will be implemented. Integration of
appropriate functions with NUI Galway will be prioritised over a longer timescale.
2) Research:
a) SCHM will ensure that academic staff are aware of the new expectations the partnership
will place on them in terms of postgraduate qualifications and research, and will
facilitate the needs of staff in these respects.
b) SCHM’s research focus will be on applied research related to the national and
international hospitality industry and professional updating. SCHM staff will collaborate
with others at NUI Galway to progress this research ethos.
c) SCHM will host a research-relevant international conference in 2009/2010.
3) Student Feedback: SCHM will establish a ‘student-staff liaison committee’ that will meet
monthly during term time to discuss issues and monitor improvements. The roles of student
representatives (who will be members of the committee) have been formalised, clarified and
training has been given. Quick surveys will also be done regularly to complement the work
of the committee.
4) Placement:
a) SCHM will retain the current weighting for the 07/08 academic year of 10% for
placement reports and 5% for the viva voce Exam. However it will be proposed to the
Curriculum Review Committee to increase the allocation to 15% for the former and
retain 5% for the latter, thereby increasing the combined percentage to 20% in
subsequent years.
b) The College have joined ‘Placenet’ – the forum for University Placement Officers.
5) Supports for teaching:
a) The timetable has been adjusted for the 07/08 academic year to ensure that language
classes will be offered in the early morning or early afternoon slots.
b) The Language Laboratory has been upgraded with funding provided by the Alumni.
Staff have been trained on the newly-installed satellite TV system and other innovations.
6) SCHM will consider increasing substantially the annual budget for the Library.
7) Technology:
a) Technology Systems: The College will employ the newly acquired ‘Picasso’ property
management system by Techotel and the ‘Micros’ point of sale system (in the training
restaurant) in the 2007/2008 academic year. Also, the College Trust will cover the cost
of a separate server to enable ‘Picasso’ to operate in a classroom environment.
b) Laptops: The College will recommend the purchase of laptop computers by all students
and facilitate this by identifying low cost sources. Wireless access in the College will be
provided before Summer 2008 and will be investigated for the Bunratty residences.
8) Interviews: Students will be interviewed by the same interviewers and a revised
questionnaire will be used to ensure standardisation.
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9) Common Areas:
a) Staff Common Area: Temporary accommodation will be rented before January 2007.
b) Student Common Area: Temporary accommodation to be provided (subject to planning
permission) in 2008. A vending facility will be provided in the main building external to
the recreational room or elsewhere until longer term facilities in place.
10) Resource and Materials
a) SCHM will develop transparent processes for the request and allocation of resources by
March 2008.
b) A formal system for requesting class materials will be developed and clear criteria for
prioritising their procurement will be drawn up.
3.2 Action Plan for NUI Galway University Management Team:
1. Collaborative Transitional Panel: The College of Business, Public Policy and Law and
SCHM will establish a ‘collaborative transitional panel’ that facilitates agreed appropriate
levels of integration, and promotes regular communication between units within NUI
Galway and the SCHM. This body will also be given formal recognition by UMT and
authorised to explore and promote the appropriate sharing of services, resources, facilities
and expertise.
2. Research Strategy: The Vice President for Research will consider applications from SCHM
for resources in order to develop a research strategy at SCHM.
3. Human Resources will ensure that all terms and conditions between the two institutions will
be equitable after full integration.
Approved by: Director of Shannon College of Hotel Management, Mr. Philip J. Smyth, 7 th March 2008
Approved by: Registrar of Shannon College of Hotel Management, Ms. Kate O’Connell, 7 th March 2008
Approved by: NUI Galway Acting Registrar and Deputy President, Professor J. Ward, 28 th April 2008
Approved by: Vice President for Research, Professor N. Canny, 12th March 2008
Approved by: Director of CELT, Dr. I. MacLabhrainn, 11th March 2008
Approved by: Dean of Faculty of Commerce, Professor M. Keane, 14th March 2008
Finalised, 28th April 2008,
Jim Gosling, Director of Quality