An Coiste Feabhais Acadúil
The Committee on Academic Quality Improvement
The Academic Quality Assurance Programme 2004-2005
Report to Údarás na hOllscoile
Review of
Student Services
Self-Assessment
Review Group Visit
Follow Up Meeting
June to September 2004
19th – 21st October, 2004
16th May 2005
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.
Professor Jim Gosling, Director of Quality, September 2005
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Report to Údarás – Review of Student Services 2004–2005
1. Overview
1.1 Background
Historically, this University has always provided support services for its students. Up until the
1970’s that support was provided largely by academic staff in a pastoral care capacity and by
Deans of Residence.
In the mid to late 1970’s the University recognised that the growth in student numbers and
the proper care of students required a more structured form of support: A Student Services
Committee was set up to consider and formulate policy with regard to student support services,
and specialist support staff were put in place, e.g. Student Services Administrator,
Accommodation Officer, Student Counsellor, Sports Officer, Sports Attendants, and Careers
and Appointments Officer.
In the period between then and now in response to increased student numbers, diversity
in the student population, changing student needs, and recognising that student support services
added to the quality of the student experience and the reputation of the University, more staff
and further services were added.
In 2004, the NUI Galway appointed a Vice President for Student Services. This
appointment reflects the vision of the University Strategic Plan to be a Student-Centred
University. The portfolio of Student Services to fall within the domain of responsibility of the
Vice- President for Student Services is still under discussion.
1.2 Vision, Aim and Roles of Student Services
Our Vision
Student Services is committed to enhancing the individual student experience by providing an
excellent service that supports the holistic development of the person, thereby enabling each
student to achieve their full academic potential. Through valuing, recognising and supporting
each staff member and by forging strong alliances within the University Community, Student
Services will assist NUI Galway to become a truly Student Centred University.
Our Aim
Student Services, NUI Galway aims to provide services in support of the social, recreational and
community life, the personal well-being, and the non-academic development of the students of
the University such that the student experience of each individual student is enhanced and each
is enabled to reach his/her full academic potential.
Roles:
To provide a range of services in support of the overall mission and aims as outlined above the
following areas:
Accommodation: To provide a comprehensive Accommodation service which provides
information and advice to students and their parents on accommodation available; by liaising
with accommodation providers and managers to ensure the provision of high quality, affordable
accommodation to suit student needs and by promoting and maintaining good relations with
landlords, tenants and relevant accommodation providers in the area.
Chaplains/Deans of Residence: To create a caring, welcoming, inclusive, student centred
environment in collaboration with staff and students of the University which acknowledges the
spiritual dimension of the person and provides opportunities for faith expression and
development. In addition this service provides a locus for prayer and worship in times of
celebration, commemoration and of mourning; provides ongoing pastoral care, understanding
and assistance to staff and students; is present to students and staff in times of particular trauma
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or difficulty and collaborates with colleagues in furthering the various strategic objectives of the
University
Counselling: To provide a professional, confidential counselling service to students who
experience educational, psychological, trauma and/or social problems while studying in NUI,
Galway. The service also has a role in: assisting the institution in anticipating, identifying and
providing conditions that will contribute to the well-being and success of students; planning
and implementing specific preventative and educational programmes; providing a
consultative/advisory role to staff.
Disability: NUI, Galway is committed to Equality of Opportunity and positively values the
participation of students with disabilities in its educational and other programmes. The
Disability Liaison Office aims to provide a professional, confidential, responsive and
approachable service to support the needs of students with disabilities. Student Services are
committed to the provision of an inclusive and equitable learning environment that promotes a
University experience of the highest quality for all students.
Student Health Unit: To provide a student-friendly, confidential primary care service to the
students of NUI Galway as far as resources and safe practice allow. To promote physical and
psychological well-being for students of the University, in liaison with other student services in
the University and outside agencies
Student Personal Development: To provide advice and support in the creation, development
and management of student clubs and societies. To provide a series of development
programmes such as the Mind Body & Soul Programme which provide opportunities for the
self-development of the student. To cooperate with the CKI initiative in providing opportunities
for and supporting participation in student volunteering, in particular in relation to the Student
Connect (Peer mentoring) programme and to participate in the training of such students.
Orientation: To provide assistance and guidance in particular to new students and to participate
in the Orientation Programme for such students.
Financial Assistance: To administer the Student Assistance fund to meet the needs of the
students and to meet the requirements of the funding agencies.
Advocacy: Chaplains, Counsellors, and Health Unit staff are in regular liaison with academic
staff on behalf of students with regard to academic and non-academic issues that impinge on the
life of the student and in turn on their academic performance. In addition there is the study
skills, and exam supports that we offer albeit small in scale.
1.3 Personnel
The total number of personnel offering services to students and reporting via the Vice President
for Student Services and Human Resources at the time of the Review was 22 full time and three
(therapists) part time, including six involved primarily in management and administration.
1.4 Accommodation and Facilities
Most of ‘Student Services’ are located in the Áras Uí Cathail in high quality offices with one
office and some administrative space in Áras na Mac Léinn. However, there are a significant
number of issues relating to the configuration and capacity of these facilities, and to the
accommodation and facilities of some of the services that seriously impinge on the overall
quality of service that can be offered.
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2. Review Group Visit and Report
The Review Group consisted of: Mr. Keith H. Cooper, Deputy Director of Academic and
Student Affairs, Oxford Brookes University (Chair); Mr. Barry Kehoe, Director of Student
Affairs, Dublin City University; Dr. Jane Conroy, Department of French, NUI, Galway; and
Ms. Anne Marie Forde, Buildings Office, NUI, Galway acting as Rapporteur.
2.1 Overall Comments, and Main Recommendations from Report
The Review Group would like to commend and acknowledge Student Services staff on their
high level of commitment and the excellent work being carried out within the various units.
The interaction with all concerned in the review process indicated that people working in all the
different sections participated fully in the quality review process. The group felt that a critical
success factor in Student Services is the strong sense of teamwork that currently exists which
should not be lost in any formal restructuring process. A strong relationship exists between
persons working across boundaries in related sections even though they have different reporting
relationships. However, the Review Group deduced that there was an underlying feeling of
potential difficulties arising from the current organisational structure. Resource constraints
were evident in certain areas, e.g. Health Service, Counselling Service(?), Chaplaincy Service
and Disability Services, however, staff were still committed to providing a very good service
within these divisions.
The recommendations were comprehensive and detailed, and given under 10 headings:
1 The Review Process
1.1 The Review Group recommended that it would be beneficial to identify a cross-section of
stakeholders for future review processes, and that further information about the purpose of
meetings should be circulated to stakeholders when inviting them to participate in meetings
arranged as part of the review process.
1.2 The timing of the review should also be considered for future review processes, for
example, during Conferring week (the week of this review), some members of staff may not
have been able to attend.
2 The Concept of Student Services
2.1 The Review Group recommends that Student Services in NUI, Galway strengthen the
organisational integration of the various services, that they more consciously embrace a
strategic and proactive stance, that they seek to strengthen their links and their
communication with their academic colleagues, and that they seek to influence the student
policy of the University, as well as provide a range of professional services.
2.2 With regard to those support services for students currently outside the organisational
structure of Student Services, the Review Group recommends that the post of Mature
Student Officer be moved from its present location to Student Services, notwithstanding its
involvement in recruitment and admissions.
2.3 Without prejudice to the recommendations of the forthcoming strategic review of Sport in
NUI Galway, it is the Review Group’s view that all of sport (Sports Officer, sports
facilities, revenue generation, programming, sports clubs, Athletic Union Committee, elite
sport, scholarships and awards) should be under one unified structure. The Review Group
further recommends that this integrated Sports Service be within Student Services.
2.4 The Review Group also recommends that serious consideration be given to the formal
inclusion within Student Services of ‘other’ services; in particular, Access Officer, Arts
Officer and Overseas Students’ Officer.
2.5 If formal inclusion proves impossible, then effective structures to support the
working relationship between these services must be established.
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2.6 Care must be taken to ensure that the contribution the informal Student Support Services
Group (formerly known as Student Development Group) has made to the cohesion of
Student Services is not lost in the move to more formal management structures. The
Student Support Services Group’s role has been particularly effective in maintaining links
'across boundaries' to those services for students that are not part of Student Services.
3
Structure and Management
3.1 Consideration should be given to creating a post of Director of Student Services. The case
for such a development will be much stronger if more services for students are brought
within the Student Services remit. In the absence of such a post, then the management
structure should be strengthened in other sections of the Unit similar to the arrangement put
in place in Counselling and that which has been ‘imported’ for Careers.
3.2 Student Services must be given equal status and attention in the work of the
Vice-President for Student Services and Human Resources. The Review Group lacks sufficient
knowledge of NUI, Galway’s structures to have a view on the extent to which there may be
the potential for role conflict in this post, but would urge awareness of this possibility.
3.3 The Review Group support the expressed commitment to creating a management culture
within Student Services that places more emphasis on: goal setting; reflection and
performance; staff development; measuring and monitoring performance; gathering
quantitative and qualitative data on client use of services, provided that this is informed by
experience of similar work in higher education in other countries.
3.4 Transparent financial procedures documents should be drafted and all relevant staff within
the Unit instructed in their use. Budget responsibility should be devolved into the various
sections within Student Services.
3.5 Examine the Administrative Support arrangements with a view to enabling members of
administrative staff to have a closer association with a named section of the Unit and
develop relevant expertise whilst maintaining agreed and essential ‘mutual cover’.
3.6 Review the membership and terms of reference of the Student Services Committee, the
Athletics Union and the Societies Committee.
4
Funding
4.1 Establish whether or not the funding for Clubs and Societies is in fact below the average of
other Universities in Ireland and adjust as necessary.
4.2 Seek clarification on the future funding of the Mind, Body and Soul programme.
4.3 With the expansion in student numbers, the University must envisage either decreasing the
health service, radically changing the way that Health care is provided, or increasing
funding, through charges or through an increased levy, if the student body consents.
5
Staff Recruitment, Training and Development
5.1 Ensure that appropriate training is available to staff who are recruited to provide specialist
services within Student Services.
5.2 Conduct a training needs assessment and liaise with the Training and Development Officer
to provide in-service training and/or identify appropriate external courses to meet on-going
requirements, particularly in relation to changing legislation.
5.3 When recruiting in Student Services, consideration should be given to achieving a balance
of age groups, as far as permissible under anti-discrimination legislation.
5.4 Explore the possibility of remunerating part-time chaplains to expand the number of faiths
catered for on-campus.
5.5 Recruit short-term administrative assistance for peak periods in areas such as the
Accommodation Office.
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5.6 Augment the number of staff involved in the Health Service to correspond to the steep rise
in patients coming for consultation.
5.7 Provide a greater level of administrative assistance for the Societies Officer, the
Counselling Service and the Administrative Officer, Student Services.
5.8 Provide administrative support to allow the Disability Liaison Officer more time to focus
on strategic issues and formulate funding applications.
5.9 Whilst acknowledging that the post of Accommodation Officer was reviewed and re-graded
approximately 18 months ago, we believe there is a case for a further review of the
appropriateness of the grading.
5.10 Additional resources should be provided within the Counselling service during peak
periods, for example, examination time.
5.11 If the arrangement is not already in place, the postgraduate group recommends the
establishment of training for Postgraduate Supervisors.
6
Communications
6.1 Establish uniform terminology to give a more noticeable cohesion to the many services
included in Student Services.
6.2 Ensure a brand image by adopting a common style for all Student Services brochures and
reports.
6.3 Explore the possibility of developing further joint committees similar to the model of the
‘Arts Faculty Liaison Committee’ in order to improve communications with academic staff.
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Accommodation
7.1 It is the Review Group’s view that the offices within Students Services should be
consolidated into one physical location. In the interim, the following require immediate
action:
• Assign suitable office to Societies Officer.
• Relocate the three Counsellors’ rooms and reception area, ideally within the Health
Centre.
• Provide a suitable office space for the Learning Support Tutor.
• Provide a suitable office/work space for the Co-ordinator, Mind, Body & Soul
Programme.
• Provide a larger, well lit space for the Health Centre and enhance the reception area.
• Provide a ‘front desk’ which is suitable for disabled students’ use, where confidentiality
can be ensured and where student services can be grouped together.
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8.1
8.2
8.3
8.4
8.5
Functions, Activities & Processes
Review administration of Student Assistance Fund with a view to assuring its fairness,
consistency and transparency. The current arrangements seem to be rather fragmented,
and may contain the potential for anomalies and possible abuse by individual students.
Review procedures for awarding Sports Scholarships to ensure that they are seen as
transparent and fair. Students should be formally represented in the selection process.
Establish an institute-wide Student Complaints Procedure.
Set up facilitated informal 'issue groups' involving Student Services staff and student
representatives to identify reasons for the latter’s expressed loss of confidence in some of
these services and to agree on action that is required to restore it.
Establish an informal forum involving the Counselling Service and the Students’ Union to
explore the reasons for deterioration in confidence in the Counselling Service. This forum
should be facilitated by the Vice-President for Student Services and Human Resources.
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8.6
8.7
8.8
8.9
8.10
8.11
8.12
8.13
8.14
8.15
8.16
8.17
8.18
8.19
8.20
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9.1
9.2
Review the workload and appointments system of the Counselling Service to ensure that
they are consistent with professional recommendations on good practice.
Provide an accessible handbook (and training & development sessions) for teaching staff
to inform their response to students presenting with personal problems.
Ensure that the skills and resources of the Counselling Service are adequate to meet the
new challenges presented by widening participation to include increased numbers of
international students.
Review the modest office overheads budget made available for Counselling and the
Chaplaincy services.
Review the way in which Student Services and, indeed, the whole institution provides
services and information to the Postgraduate community. (see 5.9)
Examine closely the case for a specialist post in Assistive Technology.
Adopt procedures to ensure that teaching staff receive accurate and timely information
about disabled students they are teaching. This is a complex and delicate area that has
many considerations, from confidentiality to health and safety, therefore, the design of
procedures must be given adequate time. A number of models are in use in student
disability services in higher education and could be adapted.
Carry out an accessibility audit of the University estate and use this information to
identify a rolling programme of improvements to facilities for disabled users.
Check that procedures are in place to ensure access to Special Initiatives and other
funding for disabled students.
Consider the role of Counselling and its relationship with the Centre for Excellence in
Learning and Teaching in planning the provision for Learning Support.
Consideration needs to be given to specific accommodation requirements for particular
student groups, for example postgraduates, disabled students etc. by selecting and coding
appropriate accommodation.
Negotiate with private residences on the issue of rental deposit retention should a student
be awarded a place at another University.
A system needs to be put in place for the continuous updating of accommodation listings
and onus should be put on landlords to update the Accommodation Office on a weekly
basis if they want their property to remain on the list.
Clarification required whether the Code of Conduct can and/or should be enforced for
damage done by students in Residences off-campus.
The needs of postgraduate students should be explored through a focus group or some
other structured method of needs assessment.
Health
The Review Group recommends that the Health Unit be fully integrated into the Student
Services structure, unless there is legal advice indicating that this would increase the
University’s liability. The Board should be abolished, but the ring-fenced funding,
generated by the levy, should be retained.
The Review Group also recommends that the Health Service should take on a more
explicit health promotion and health education mission, and to this end we recommend
that the Mind, Body and Soul programme, should it be continued, be integrated into the
Health Service.
10 Orientation Programmes
10.1 The orientation programme for new students needs to be reviewed. The integrated
orientation this year was a welcome development but the general student population
believe that the process is unnecessarily lengthy and could be refined.
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10.2 Whilst the University is attracting vast numbers of postgraduate students, there is no
orientation programme available to them so that they can become aware of the various
services provided. An opportunity exists for Student Services to extend their orientation
programme to postgraduates and other student groupings. The postgraduate population
are keen to indicate that there are two very distinct groups within that population, i.e.
NUI, Galway graduates and external recruits.
10.3 The role of student services also needs to be embedded into the academic community so
that they are fully briefed on the various services available to students. Student Services
should be proactive in relation to opportunities for meeting new academic staff such as the
Staff Induction Process.
3. Action Plans
Follow up Meeting
9.30 a.m. Monday 16 May 2005 in Hynes Boardroom (A132)
th
Present: Professor J Gosling (Chair), Professor J Ward, Ms M O’Riordan, Dr F Lysaght, Mr M Doran, Mr B
Kehoe, Ms A M Forde, Mr S Mac Mathuna, Ms A O’Farrell, Sr A O’Regan, Ms E Walsh, Fr D Hogan, Ms M
Linnane (in attendance).
3.1 Action Plan for Student Services
The Vice President for Student Services and Human resources will ensure the coordination and
monitoring of the implementation of the following agreed actions and takes particular
responsibility for driving the implementation of the Strategic Plan and all matters outside the
authority of the individual service managers. Otherwise, implementation is the responsibility of
the appropriate Student Service manager.
1. The Strategic Plan for Student Services covers the major recommendations in the Review
Report, including:
o The strengthening of the organisational integration of the various services.
o The creation of a management culture that places more emphasis on:
a. goal setting;
b. reflection and performance;
c. staff development;
d. communication and cooperation with academic staff;
e. measuring and monitoring performance by gathering qualitative and
quantitative data on client us of services.
o Transparent and documented financial procedures and devolved budget
responsibilities as appropriate.
o Policies for appropriate training for staff recruited to provide specialist services
within Student Services.
o The assessment of training needs in cooperation with the Training and Development
Officer and the provision of in-service training, particularly in relation to changing
legislation.
o A uniform terminology and a brand image to give a more noticeable cohesion to the
many services included in Student Services.
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2.
3.
4.
5.
6.
7.
o A model for appropriate communications with faculties and academic departments.
o A students complaints procedure that applies to all of the discreet Student Services.
o Procedures to ensure that teaching staff receive accurate and timely information
about disabled students they are teaching.
o A revised system for the administration of Student Assistance Funds with a view to
assuring fairness, consistency and transparency.
o Establish the needs of Postgraduate Students through appropriate focus groups and
cater for those information and service needs as appropriate.
o Support the role of the “Student Services Group”.
In order to improve the effectiveness and efficiency of the services offered, the following
proposals will be made to the VP Physical Resources:
o Collection together of as many of the ‘Student Services’ as possible, with a ‘front desk’
that is suitable for disabled students, where confidentiality can be ensured.
o Relocation of the three Counsellors’ rooms and a reception area, as a matter of urgency
to a single suitable location.
o Provision of a suitable office for the Societies Officer.
o Provision of a suitable office space for the Learning Support Tutor, as a matter of
urgency
o Provision of suitable office/work space for the Coordinator of the Mind, Body & Soul
Programme
o Provision of a larger, well lit space for the Health Centre with an enhanced reception
area
The Vice President for Student Services and Human Resources in consultation with the
service managers will construct an administrative support model that includes essential
‘permanent’ administrators and, as necessary, provide for extra support as appropriate.
The Student Services Group will give particular attention to issues related to students
perceptions of the Services and will set up facilitated informal ‘issue groups’ involving
Student Services staff and student representatives for this purpose.
The Accommodation Officer will implement the following:
o A revised system for the weekly updating of accommodation listings, which puts the
onus on landlords to ensure the continuing accuracy of the information.
o Cater for the specific accommodation requirements of postgraduates, disabled
students etc. by selecting and coding appropriate accommodation.
o Negotiate with residence operators the re-funding of rental deposits when a student is
awarded a place at another University.
Subsequent to a decision being taken by the board of the limited company that presently
operates the Student Heath Service, the following issues/actions will be considered:
o Integration of the Student Health Unit into the University and the Student Services
structure ensuring the ring fencing of funding for maintenance of same.
o Review the current resource constraints arising from the steep rise in patient
numbers.
o A more explicit health promotion and health education mission.
o A review to clarify the future funding of the Mind, Body and Soul programme
particularly in the context of the relationship of the programme to the Health Unit.
The Head of Counselling will:
o Review the workload and appointments system of the Counselling Service to ensure
that they are consistent with professional recommendations on good practice.
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o Continue with the development of a handbook/web site (and training & development
sessions) for teaching staff to inform their response to students presenting with
personal problems.
o Ensure that the skills and resources of the Counselling Service are adequate to meet
the new challenges presented by increasing student diversity.
o Review the basis of office overheads budget.
8. The Disability Officer will:
o After six months, review the new formal agreement with Computer Services
whereby a specialist in Assistive Technology will be available for two days per week
to establish if it is necessary to provide additional capability here.
o Actively contribute to the rolling programme of improvements to facilities for
disabled users that will arise from the current accessibility audit of the University
estate.
9. The Chaplaincy will:
o Review the office overheads budget.
o Explore the possibility of recognising and remunerating part-time Chaplains.
10. Orientation programmes for new students will continue to be revised and enhanced and
variants developed to suit the needs of postgraduates, transfer students and other student
groupings.
11. The Student Services Administrator will establish whether or not the funding for Clubs and
Societies is in fact below the average of other Universities in Ireland.
12. Student Services welcomes the report by Dr. Jane MacKenzie on the development of an
effective Learner Support System at NUI, Galway. In particular Student Services urge that
such a unit have strong links with those providing support for academically “at risk” groups
to ensure a coherent provision of supports for students.
3.2 Action Plan for University Management:
1. The UMT will examine by January 2006 the broad range of student services and supports
(including the Mature Students Officer, Access Officer, Overseas Officer and the Sports
Service) with view to:
a. Identifying additional services that could most effectively report to the Vice
President for Student Services and Human Resources,
b. Supporting the close existing working relationships between services not so
reporting and Student Services
c. Considering the necessity for a Director of Student Services.
2. To facilitate the overall administration of Student Services the Vice President for Student
Services and Human Resources will propose that the membership and terms of reference of
the Student Services Committee, and of its subcommittees, the Athletics Union and the
Societies Committee, be reviewed and, as necessary, revised.
3. The Registrar and Deputy President will consider how to ensure effective communications
between the academic community and Student Services, with a view to making a proposal to
relevant bodies by March 2006.
4. The Vice-President for Physical Resources will consider a physical plan for Student
Services and act to ensure that, in the short and longer terms, agreed space configurations
and facilities are provided for in the University Development Plan.
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5. The Vice-President for Physical Resources is currently reviewing procedures for awarding
Sports Scholarships and will ensure that they are seen as transparent and fair. Students will
be represented formally in the selection process.
6. The Registrar and Deputy President will work with the Academic Secretary to:
a. Institute revision and updating of the Code of Conduct for Students with a view to
the new version being agreed and published by September 2006
b. Initiate the development of an institute-wide Student Complaints Procedure with a
view to having it in place for the second semester of 2005–06.
7. For future reviews of administration, service and support units, the Quality Office will work
together with the unit under review to identify all the most important groups of stakeholders
and ensure their participation in the review process.
Approved by: Vice-President for Student Services & Human Resources,
Ms M O’Riordan, 3 August 2005
Approved by: Registrar, Prof J Browne, 3 August 2005
Approved by: Vice-President for Physical Resources, Prof J Ward, 23 August 2005
Approved by: Academic Secretary, Dr S Mac Mathúna, 14 September 2005
Finalised: 14 September 2005, Jim Gosling, Director of Quality
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