Quality Assurance and Enhancement System (Governance structures)

2.1 Introduction

This chapter of the Quality Assurance Handbook outlines the governance structures that enable National College of Ireland (NCI) to facilitate quality assurance and enhancement of its programmes and services. It outlines how the Quality Assurance and Enhancement System (QAES) is updated, and the roles that both corporate and academic governance structures and key office holders play in supporting the implementation of the QAES. 

It also describes the specific role of the Quality and Institutional Effectiveness Office (QIE) and the mechanisms that it uses to promote and support a culture of quality assurance and enhancement. The supporting policies on policy formation, project management, and the framework for the evaluation of College support and service functions is also described. 

2.2 External Quality Assurance

From an external point of view, the College is subject to a number of external measures to ensure compliance with quality assurance standards. These include programme validation and revalidation panels, programme review panels and institutional review panels. Such mechanisms for external review are instigated by relevant outside bodies such as Quality and Qualifications Ireland (QQI), the Higher Education Authority (HEA), and Professional, Regulatory or Statutory Bodies (PRSBs) that accredit and recognise NCI programmes such as the Chartered Institute for Personnel Development (CIPD), Psychological Society of Ireland (PSI), the Teaching Council, the Association of Chartered Certified Accountants Ireland (ACCA), the Chartered Institute of Management Accountants (CIMA) and others, from time to time.

2.3 Corporate Governance

2.3.1 Role of the Governing Body

The Governing Body constitutes the Board of Directors of the National College of Ireland Ltd and, as such, its members have all of the responsibilities of Directors under the Companies Acts and at common law. The Governing Body is responsible for the strategic development of the College and overseeing the mission of the College, and delivery of the College’s Strategic Plan. The collective responsibility and authority of the Governing Body should be safeguarded.

The Governing Body oversees the management of and controls the affairs of the College and all property of the College, and performs the functions conferred on the College by its Memorandum and Articles, and shall have all such powers as are necessary or expedient for the purpose of those functions. 

The Governing Body shall meet at least 4 times per year, retain full and effective control over the College and monitor the executive management and performance. The Governing Body should have a formal schedule of matters specifically reserved to it for decision to ensure that the direction and control of the College is firmly under its authority. This schedule should include at least the following:

• Approval of annual budgets and corporate plans;
• Approval of strategic plans;
• Approval of annual reports and accounts;
• Board Appointments and Removals;
• Approval of terms of reference and appointments to Governing Body Committees;
• Approval of Bank facilities, Mandates and Guarantees;
• Appointment of the President of the College;
• Receipt and approval of quarterly President’s Reports to the Governing Body;
• Approval of terms of major contracts;
• Significant acquisitions, disposals and retirement of assets of the college;
• Major investments and capital projects, delegated authority levels;
• Treasury policy and risk management policies;
• Review of the system of internal controls.

All members of the Governing Body should have access to advice and services of the Company Secretary who is responsible to the Governing Body for ensuring that procedures are followed and that applicable rules and regulations are complied with.  The removal of the Company Secretary should be a matter for the Governing Body as a whole.

The Governing Body should, in a Governing Body resolution, establish the formal procedures whereby members, in the furtherance of their duties, may take independent professional advice, if necessary, at the reasonable, expense of the College.  Such procedures should also be set out in the code of conduct for members of the Governing Body. Any business or other interests, which could affect a member’s independence, should be dealt with as outlined in the section on Disclosure of Interests.

It is the Governing Body’s duty to ensure that a balanced and understandable assessment of the College’s position is made in presenting its Annual Report and Accounts to the Companies Office. The members of the Governing Body should state in the annual report that they are responsible for preparing the accounts.  There should also be a statement by the external auditors about their reporting responsibilities.

The Governing Body has responsibility to establish procedures for maintaining an appropriate relationship with external auditors. The members of the Governing Body should review and adopt an annual report from the Finance, Audit and Organisation sub-committee on the effectiveness of the Colleges internal controls, including financial, operational and compliance controls and risk management.

The Governing Body is responsible for compliance with all statutory obligations applicable to the College.  Where individual Governing Body members become aware of non-compliance with any such obligation, they should immediately bring this to the attention of the Chairman of the Governing Body with a view to having the matter rectified. If the matter can be rectified by the Chairman the matter can be closed; if the matter cannot be rectified, the Chairman should advise the Governing Body accordingly.

The Governing Body should be supplied, in a timely fashion, with information which is of a suitable quality to enable its members to satisfactorily discharge their duties.

2.3.2 Appointment of Members of the Governing Body

The Governing Body is appointed in accordance with the Articles and Memorandum of Association of the National College of Ireland Ltd and consists of a total of 16 members constituted as following:

1) Two Members nominated by each of the following:

a) IBEC

b) ICTU

c) The Jesuit Order

2) An Independent Chairman

3) Two Staff Representatives from NCI

4) One Representative from NCI’s Students’ Union

5) Up to five Independent Governors approved by the Board on the recommendation of the Nominations Committee

6) The President of NCI (ex officio)

2.3.3 The Role of the Members of the Governing Body

As the Governing Body of the College is, from a legal perspective, the Board of Directors of the College, the obligations of a member of the Governing Body are the equivalent to the obligations of a Director of a company.  The fundamental principle in relation to the obligation of a Director is that it is owed to the company and not to any member or nominating body who may have appointed them to the Board.  In other words, each Director must ensure that, at all times, the best interests of the company, and not any other interest, are at the forefront of their considerations when making decisions relating to the company or otherwise acting as a Director.

Subject to the above legal position, the primary role and responsibility of members of the Governing Body is to oversee and to participate in decision making in the best interest of the College and in keeping with its mission and values. The following responsibilities and expectations relate to this role:

• All members of the Governing Body must place the highest priority on promoting and preserving the unique ethos and mission of the College and its commitment to community-based learning, and should act as an advocate for the College at all times to the best of their ability.
• Members of the Governing Body must be committed to having NCI compete vigorously and energetically but also ethically and honestly with other educational institutions, commercial organisations and other providers of educational services and research.
• Ensure that NCI is committed to conducting all procurement, including consultancy, in accordance with best practice guidelines.
• Members of the Governing Body must ensure that they are fully compliant with all returns required as Directors of National College of Ireland Ltd, including Ethics in Public Office legislation, and the Company Secretary shall assist each Director in fulfilling all such compliance requirements.
• Members of the Governing Body will avoid giving or receiving corporate gifts, hospitality, preferential treatment or benefits which might affect the ability of the donor or recipient to make independent judgment on business issues.
• Members of the Governing Body are required to avoid the use of NCI resources or time for personal gain or the benefit of persons/organisations unconnected with the College or the benefit of its competitors.
• Members of the Governing Body must comply with NCI’s commitment to providing access to general information relating to its activities in a way that is open and in compliance with the terms of the Freedom of Information Acts and General Data Protection Rules (GDPR).
• Members of the Governing Body are required to respect the confidentiality of sensitive information held by the College, including but not limited to:
  • Personal information
  • Information received in confidence by NCI
  • Any commercially sensitive information or other information relating to or affecting the reputation of the College
• Members of the Governing Body will observe the strictest confidentiality in relation to all discussions and decisions taken at meetings of the Body.
• Members are required to attend all meetings of the Governing Body save for unavoidable occasions.  Any member missing form two consecutive meetings shall be approached by the Chairman or Senior Independent Governor as appropriate, and the matter will be discussed with the member concerned.
• All members of the Governing Body must acknowledge and abide by the requirement to be loyal to the College and to at all times conform to the highest standards of business ethics.
• All members of the Governing Body are committed to promoting the health and safety of all the Colleges learners and staff.
• Members of the Governing Body should ensure they are properly briefed prior to attendance at meetings.

These responsibilities and expectations form a code of conduct (see Section 2.3.5), which is adopted by the Governing Body and reviewed annually by the Senior Independent Governor as part of an overall Corporate Governance review. Proposals for any necessary changes shall be made to the Governing Body.

On appointment of new members to the Governing Body, the Chairman will lead a full induction programme, in the course of which the Company Secretary shall provide each new member with the following:

• A copy of the Mission Statement of the College, together with existing strategy and policy documents;
• A formal schedule of matters referred to or reserved for the Governing Body for decision;
• Procedures for obtaining information on relevant new laws and regulations;
• Procedures to be followed when, exceptionally, decisions are required between Governing Body meetings;
• A schedule detailing the composition of all committees and their terms of reference;
• A statement explaining their responsibilities in relation to the preparation of the accounts, the College’s system on internal control and audit with supporting assumptions or qualifications as necessary;
• A statement informing them that they have access to the advice and services of the Company Secretary, who is responsible to the Governing Body for ensuring its procedures are followed and that the applicable rules and regulations are complied with;
• A code of ethics/conduct, including a disclosure form for their personal and professional interests;
• A fully updated list of all compliance regulations relating to the College’s activities; and
• A copy of the most up to date version of the “Code of Practice for the Governance of Third Level Institutions″ together with any relevant best practice governance guidance notes.

2.3.4 Term of Office and Retirement

One third of the members of the Governing Body retire each year based on who has been longest in office.  A retiring member is eligible for re-appointment subject to them not exceeding two full terms in office with the exception of the President of the College who holds their position ex officio.  Section 38 of the Articles and Memorandum of Association of the Company provide for disqualification of Governors on specified grounds.

2.3.5 Code of Conduct for Member of the Governing Body

NCI has developed this Code of Conduct for members of the Governing Body.  This Code of Conduct takes account of the implications of the Ethics of Public Office Acts, 1995 and 2001 together with compliance requirements as set out in Appendix 1 of the Directors Guide. 

Intent and Scope

The purpose of the Code is to provide guidance to the Chairman and members of the Governing Body of NCI in performing their duties as members of the Body, as set down in the relevant legislation.

Objectives

The objectives of the Code are:

• To set out an agreed set of ethical principles;
• To promote and maintain confidence and trust in the Governing Body and Staff of NCI;
• To prevent the development or acceptance of unethical practices;
• To promote the highest legal, management and ethical standards in the entire activities of NCI; and
• To promote compliance with current best governance and management practice in all the activities of NCI.

General Principles

All members of the Governing Body are required to observe the following fundamental principles as set out in the framework for the Code of Conduct.

1. Integrity

Members of the Governing Body are required to disclose outside employment/business interests which they consider may be in conflict or in potential conflict with the business of NCI.

• The Governing Body will not allow management or employees to be involved in outside employment/business interests in conflict or in potential conflict with the business of NCI;
• Members of the Governing Body will avoid giving or receiving gifts, hospitality, preferential treatment or benefits which might or appear to affect the ability of the donor or the recipient to make independent judgment on business transactions;
• Members of the Governing Body must be committed to having NCI compete vigorously and energetically but also ethically and honestly with other educational institutions, commercial and other providers of research and advisory services;
• NCI is committed to conducting its purchasing activities of goods/services in accordance with public policy and the best business practice and its purchasing regulations reflect this;
• NCI is committed to ensuring that the accounts/reports accurately reflect their operating performance and are not misleading or designed to be misleading;
• Members of the Governing Body are required to avoid the use of the NCI resources or time for personal gain, for the benefit of persons/organizations unconnected with the College or its activities or for benefit of competitors; and
• NCI is committed not to acquire information or business secrets by improper means.

2. Information

NCI is committed to providing access to general information relating to its activities in a way that is open and enhances its accountability to the general public.  Members of the Governing Body are required to respect the confidentiality of sensitive information held by NCI.  This would constitute material such as:

• personal information;
• information received in confidence by NCI;
• any commercially sensitive information or other information sensitive to the reputation or effective performance of the management of the College.

Members of the Governing Body will:

• observe appropriate prior consultation procedures with third parties where, exceptionally, it is proposed to release sensitive information in the public interest;
• comply with all relevant statutory provisions (e.g. Data Protection legislation, the Freedom of Information Act, 1997, etc);
• observe the strictest confidentiality in relation to all discussions and decisions taken at meetings of the Board;
• fulfil all regulatory and statutory obligations imposed on the Company; and
• comply with detailed tendering and purchasing procedures, as well as complying with prescribed levels of authority for sanctioning any relevant expenditure.

NCI has introduced measures to prevent fraud and to ensure compliance with the prescribed levels of authority for sanctioning any relevant expenditure. As such, members of the Board are required to use their reasonable endeavours to attend all Governing Body meetings. 

It is acknowledged that the acceptance of positions following employment and/or engagement by a third level institution can give rise to the potential for conflicts of interest and to confidentiality concerns.  The Governing Body of NCI will consider any cases in which such conflicts of interest or confidentiality concerns may arise and will take appropriate steps to deal with such matters in an effective manner.  The Governing Body will also ensure that any procedures that it may put in place in this regard are monitored and enforced.

3. Loyalty

The Governing Body acknowledge the responsibility to be loyal to NCI and to be fully committed to all its activities while mindful that NCI itself must at all times take into account interests of its learners, funders and other stakeholders, including taxpayers. It also acknowledges the duty of all its members to conform to the highest standards of business ethics.

4. Fairness

NCI is committed to complying with employment equality and equal status legislation, and to instilling fairness in all its business activities and dealings. The College values its learners, faculty and staff, suppliers, and customers and treats all its learners, faculty and staff, suppliers and customers equally.

5. Work/External Environment

The Governing Body and staff of the NCI place the highest priority on promoting and preserving the health and safety of its employees and learners. Accordingly, NCI will ensure that community needs and concerns are fully reflected and considered in its activities and operations, and will minimise any detrimental impact of its operations on the environment.

6. Responsibility

NCI will circulate this Code of Conduct, alongside a policy document on disclosure of interests to all members of the Governing Body. The College will also ensure that all members of the Governing Body understand its contents, and will provide practical guidance and direction as required on such areas as gifts and entertainment and other ethical considerations which arise routinely.

7. Review

NCI will review this Code of Conduct as appropriate, making any recommendations for revision to the Governing Body for consideration and approval. 

2.3.6 Disclosure of Interests by Members of the Governing Body

In addition to the legal requirement under the Companies Acts and the requirements of the Ethics in Public Office Act 1995, the following procedures should be observed:

i) On appointment to the Governing Body of the College, each member should furnish to the Secretary of the Institute details relating to his/her employment and all other business interests including shareholdings, professional relationships etc., which could involve a conflict of interest or could materially influence the member in relation to the performance of his/her functions as a member of the Governing Body.  Any interests of a member’s family of which he/she could be expected to be reasonably aware or a person or connected with the member which could involve a conflict of interest or could materially influence the member in the performance of his/her functions should also be disclosed. For this purpose, persons and bodies connected with a member should include:

a) a spouse, parent, brother, sister, child or step-child;

b) a body corporate with which the member is associated;

c) a person acting as the trustee of any trust, the beneficiaries of which include the member or persons in (a) above or a body corporate as in (b); and

d) a person acting as a partner of the member or of any person or body who, by virtue of (a) – (c) is connected with the member.

Each member should furnish to the Secretary details of business interests on the lines above of which he/she becomes aware during the course of his/her membership of the Governing Body.

ii) Where it is relevant in any matter which arises, the member should require to indicate to the Secretary the employment and any other business interests of all persons connected with him/her, as defined at (i).

iii) Where a member Governing Body has a minor shareholding valued at less than €15,000 or of not more than 5% of the issued share capital of a business with which the College has a business relationship, the Governing Body may exercise discretion regarding the disclosure as required above.

iv) If a member has a doubt as to whether this Code requires the disclosure of an interest of his/her own or of a connected person, that member should consult the Chairman and senior independent Governor.

v) Details of the above interests should be kept by the Company Secretary, in a special confidential register and should be updated on an annual basis (completed details to be forwarded by members to the Secretary of the College within 10 days of receipt of request).  Changes in the interim should be notified to the Secretary as soon as possible.  Only the Chairman, Secretary, Senior Independent Director, and President should have access to the register.

vi) Should a matter relating to the interests of the Chairman arise, he/she should depute the Senior Independent Director to chair the Governing Body meeting and should absent himself/herself when the Governing Body is deliberating   or deciding on a matter in which the Chairman or a person or body connected  with the Chairman has an interest.

vii) Governing Body documents on any case which relate to any dealings with the above interests should be made available to the member concerned prior to a decision being taken. Such documents should be taken to include those relating to cases involving competitors to the above interests. Decisions once taken should be notified to the member.

viii) As it is recognised that the interests of a Governing Body Member and persons connected with them can change at short notice, a member should, in cases where they receive documents relating to their interests or those connected with them, return the documents to the Company Secretary at the earliest opportunity.

ix) A member should absent themselves when the Governing Body is deliberation or deciding on matters in which that member (other than in their capacity as a member of the Governing Body) or a person or body connected with the member has an interest.  In such cases a separate record (to which the member would have access) should be maintained.

x) Where a question arises as to whether or not a case relates to the interests of member or a person or body connected with that member, the Chairman of the Governing Body should determine the question.  Where such matter relates to the interests of the Chairman the Senior Independent Director should determine the question. 

xi) Former Governing Body members should treat commercial information received while acting in that capacity as confidential.

2.3.7 Chairman of the Governing Body

The Chairman is responsible for creating the conditions that ensure the effectiveness of the Governing Body.

Duties / Responsibilities

The primary responsibility of the Chairman is the efficient and effective working of the Board of Governors.  This includes the following duties: 

• Run the business of the Governing Body and set its Agenda. The Agenda should take full account of the issues and concerns of all Board Members.  Members may be asked to provide significant Agenda items prior to meetings.  Agendas should be forward looking and concentrate on strategic matters.
• Ensure that the Members of the Governing Body receive accurate, timely and clear information, in particular about College performance, to enable the Governing Body to make sound decisions, monitor effectively, and provide advice to promote the success of the College.
• Direct discussions towards the emergence of a consensus view, giving clear direction from the Board of Management.
• Ensure effective communication with stakeholders and ensure that members of the Governing Body develop an understanding of the views of the major stakeholders.
• Manage the meetings of the Governing Body to ensure that sufficient time is allowed for discussion of complex and contentious issues, arranging for informal meetings beforehand, where appropriate, to enable thorough preparation for the Board discussion.  It is particularly important that members have sufficient time to consider critical issues and are not faced with unrealistic deadlines for decision making.
• Ensure that the collective responsibility and authority of the Governing Body is safeguarded. Excessive influence on Governing Body decision-making by individual members should be avoided while allowing Governing Body members the opportunity to fully contribute to deliberations.
• Take the lead in providing a properly constructed induction programme for new Board members, with the Company Secretary facilitating provision. It is the responsibility of the Chairman to address the development needs of the Governing Body as a whole, with a view to enhancing its effectiveness as a team.
• Encourage active participation by all members of the Board.
• Provide advice and support to the President and Senior Executive Team of the College, while respecting executive responsibility.
• Ensure a clear structure for the effective running of Governing Body Committees.
• Promote effective relationships and open communication both inside and outside the Boardroom between members and the senior executive team.

2.3.8 Role of the Senior Independent Governor

The Board shall appoint one of the members to be the Senior Independent Governor for a term of two years as provided for in the Articles of Association.

Duties and Responsibilities

The Senior Independent Governor shall:

• Be responsible for completion of annual performance review of the Chairman, and shall also lead an annual corporate Governance review of the College as well as fulfil such duties as may be assigned to him/her from time to time by the Governing Body.
• In the absence of the Chairman, the Senior Independent Governor will chair all meetings of the Governing Body.

2.3.9 Committees of the Governing Body

The Governing Body may establish such committees as it deems appropriate for the effective performance of its duties but will establish and maintain the following committees as a minimum:

• The Finance, Audit and Organisation Committee
• The Remuneration Committee
• The Nominations Committee
• The Risk Committee

Figure 1: Sub-committees of the Governing Body and relationship with the President and NCI Executive

2.3.9.1. The Finance, Audit and Organisation Committee

The Governing Body will maintain a Finance, Audit and Organisation Committee (FAOC) of a least three members with written terms of reference which deal clearly with its authority and duties.

The duties of the FAOC consist of: 

• Meeting with external auditors at least once a year.
• Regularly meeting with the President, Director of Finance, the Secretary and the Financial Controller for the purpose of discussing the internal control systems and other significant issues.
• Monitoring the integrity of the financial statements of the College, including the annual returns and interim reports and other formal statements relating to financial performance
• Reviewing significant financial reporting issues and judgments which they contain.

The FAOC will review summary financial statements, significant financial statements, significant financial returns to regulators and stakeholders and any financial information or documents requested by the Board. In particular, it will review and challenge the following where necessary: 

• The consistency of any changes to accounting policies on an annual basis.
• The methods used to account for the unusual or significant transactions where different approaches are possible.
• Whether the Company has followed appropriate accounting standards and made appropriate estimates and judgments, taking account of the views of the Auditor.
• All material information presented with the financial statements.

The FAOC will also monitor the effectiveness of the College’s internal audit function and ensure it has sufficient resources and access to information to enable it to perform it functions effectively. This involves reviewing and assessing the annual internal audit plan, and reviewing and monitoring Management’s response(s) to the recommendations arising from internal audits. The FAOC oversees the College’s relationship with the external auditor(s). This involves reviewing the annual audit plan, any representation letters and Management’s responses to the external audit. 

Finally, it must also review its own performance constitution and terms of reference to ensure its ongoing effectiveness and to recommend any necessary changes to the Board for approval in a timely, actionable manner.

2.3.9.2 The Remuneration Committee

The Governing Body should establish a Remuneration Committee of a least three members with written terms of reference which deals clearly with its authority and duties and which reviews the remuneration of the President, Vice President and Director of Finance on an annual basis, making necessary recommendations thereon to the Board.

The duties of the Remuneration Committee consist of reviewing all relevant comparative information and to make recommendations to the Board in respect of the Remuneration of the President, Vice Presidents and the Director of Finance.  including performance related remuneration and pension.

2.3.9.3 The Nomination Committee

The Governing Body shall maintain a Nominations Committee.

The duties of the Nomination Committee consist of the following:

• Reviewing and reporting to the Governing Body on the skills, knowledge and composition of the Board, making recommendations for necessary changes.
• Succession planning at Chairman, Governor, and President Level within the Company and what skills and expertise are needed for the future.
• Being responsible to the Governing Body for identification and recommendation of three independent Directors, as provided for in the Articles and Memorandum of Association.
• Recommending a suitable candidate for appointment as Senior Independent Governor.
• Recommending appointments to the Finance, Audit and Organisation Committee, and the Remuneration Committee in conjunction with the Chairman.
• Keeping the leadership needs of the Company under review at Governing Body and Executive Board level.

2.3.9.4 The Risk Committee

The Governing Body will maintain a Risk Committee of a least four Members with written terms of reference which deal clearly with its authority and duties.

The duties of the Risk Committee consist of:

• Advising and assisting the Governing Body in discharging its oversight responsibilities in the area of risk management (excluding internal financial control where oversight is provided by the Finance Audit and Organisation Committee)
• Reviewing and monitoring the establishment of a risk register to identify, assess and manage risk and compliance with statutory obligations.
• Monitoring the effectiveness of the Company’s approach to risk management and ensure it has sufficient resources and access to information to enable it perform its functions effectively.
• Arranging regular discussions with the President, the Director of Finance and the Company Secretary on the general levels of risk maturity within National College of Ireland.
• Reviewing its own performance constitution, and terms of reference to ensure its ongoing effectiveness and recommended any necessary changes to the Board for approval.

Risk Register

The Risk Register is maintained by the Director of Finance on behalf of the Senior Management Team. The main Risk Register contains all current identified risks, with a sufficiently detailed description to allow an understanding of the risk. It also details the controls and actions in place to mitigate the risk. Each risk is allocated to one of the following broad Risk Areas:

01. Viability of NCI

02. Structural Changes in the Sector

03. Fundraising

04. Student Numbers / Recruitment

05. Programmes

06. International

07. Quality

08. Teaching and Learning

09. Governance

10. External Relations

11. Financial Control

12. Contingency Planning

13. Colleagues

14. Child Protection / Safeguarding

15. Research & Intellectual Property

16. Facilities

The Risk Committee is also provided with the following additional reports ahead of each meeting:

• Event Report which is a summary regarding any risk-events that have occurred since last meeting, and update regarding the 5 highest scoring risks on the Register.
• Changes Report which details of any changes that have been made to the Register since the preceding published version.

Risk Scoring

Each risk is scored on two axes - 'Impact' and 'Likelihood'.  Risks are then graded on a scale from 'Low' to 'Critical'.  The use of a ‘Heat Map’ helps in comparing the relative seriousness of risks.

Impact: Management's assessment of the likely impact on NCI from 1 (minor) to 6 (major), if the  risk  occurred.

Likely: Management's current assessment of the possibility of the risk actually occurring from 1 (low) to 6 (high).

Total: Total risk score is calculated by multiplying the assessed values for "Impact" by "Likelihood"

2.3.10 Charter of Ethics in Procurement

While it is recognised that good working relationships between buyers and suppliers are essential to the delivery of a quality service, it is acknowledged that ethical standards must be maintained at all times by all parties. The purpose of this Charter is to set appropriate boundaries for ethical behaviour to be adhered to by all those involved in the procurement process. In particular, personnel directly engaged in procurement, or in a position to influence decisions on contract awards to any extent, are required to commit themselves to adhere to this Charter. This Charter of Ethics in Procurement has been formally approved by the Governing Body.

Charter on Ethics in Procurement Gifts:

• Gifts or financial rewards of any significance may under no circumstances be offered, accepted or solicited.
• Without prejudice to the above, however, unsolicited gifts of low or nominal intrinsic value may be offered and accepted.

Hospitability

• Hospitality must never be solicited.
• Meals: normal business practice may occasionally justify dining with a supplier, but only subject to internal guidelines.
• Golf Outings and other Entertainment: these may be accepted as hospitality only on a limited basis and again subject to internal guidelines.
• Travel and/or Accommodation Expenses: may never be accepted or paid for by suppliers.

Sponsorship

• Sponsorship must never be solicited from suppliers and where offered may only be accepted when expressly approved in writing by management.

Conflict of Interest

• Persons operating within the purchasing/supply chain must refrain from using either their personal position or the organization’s resources for gain.
• All forms of personal interest in supplier and purchasing organizations other than in publicly quoted companies, including any shareholding and/or personal relationships which could give rise to conflict of interest, must be disclosed to management in writing.

Confidentially

• All supplier and tender information relating to the tender process must be treated in the strictest confidence, at least up to the time of contract award.  Disclosure of such information, and in particular to another interested party, is strictly prohibited.  Adherence to this principle is fundamental to the participation of all parties to the procurement process.
• After the award of contract information may be provided in accordance with FOI legislation, where invoked or with the provisions of EU procurement directives.

2.4 Executive Management

The management of the NCI is coordinated and facilitated by two committees. These are:

• The Senior Management Team
• The Executive Group

These committees exist for the purpose of assisting the President in discharging responsibilities as Chief Executive Officer of NCI. Policies emanating from the deliberations of these committees may require approval of Academic Council and/or the Governing Body. 

Figure 2: Executive Leadership and Management Structure, correct as of December 2024.

2.4.1 Senior Management Team

As the most senior executive committee of the College, the Senior Management Team (SMT) is responsible for supporting the President in the exercise of their responsibilities as outlined in the NCI Memorandum and Articles of Association. Although each member of the SMT has an overall defined area of responsibility, the SMT assumes a shared responsibility for all areas of College business and assists the President in reporting to the Governing Body. 

Terms of Reference

The SMT is chaired by the President (or person delegated by the President if required) and responsible for: 

• The development, implementation and impact of NCI’s strategic plans and policies.
• The effective management of the College's financial, physical, and human resources.
• Initiating actions to safeguard the reputation and distinctiveness of the College.
• Committing the College to major initiatives where these fit with College strategy.
• Reviewing business critical and high-level risk and initiating actions to mitigate all risks highlighted in the NCI Risk Register.
• Corporate governance and ensuring NCI’s compliance with regulatory, statutory, and legal requirements.
• Managing and monitoring the financial allocation model and budgetary rules of the College.
• Capital projects decision-making (construction, acquisition, refurbishment, and leasing of properties) in line with policies on capital approval levels.
• Ensure College programmes and activities reflect environmental and sustainable objectives aligned with the UN Sustainable Development Goals.
• Approving Academic Partnerships; Memorandums of Understanding and Memorandums of Agreement between NCI and partner institutions at national, European, or international level.
• Ensure that the College’s policies, procedures, and activities reflect those of an equal, diverse, and inclusive organisation.
• Coordinating the College response to emergencies and crises to ensure business continuity.
• Agreeing the College’s approach and safeguards to secure and manage data.
• Representation of the College in external activities.
• Reporting to Governing Body as required.

Members

The Senior Management Team consists of the following members:

• President (Chair)
• Vice President Academic Affairs & Research & EDI (Vice-Chair)
• Director of Human Resources
• Registrar
• Finance Director and Company Secretary
• Director of Marketing & International Development
• Deans

Frequency of Meetings

The Senior Management Team monthly.

2.4.2 The Executive Group

The Executive Group (EG) comprises of Executive Directors, and Senior Management Team (SMT) members, that collectively hold responsibility for developing and implementing the vision and strategy of the College. The EG is accountable to the President for the overall management and leadership of the College academically, operationally, and strategically. 

Terms of Reference

The EG is chaired by the President (or person delegated by the President if required) and responsible for: 

• Collectively managing and delivering the overall strategic direction of the College, taking account of the resources required and available of same
• Understanding the academic environment and the broader College environment, and implications for programme delivery and student success.
• Providing a critical link between Academic Council and the work of the Executive.
• The management and allocation of resources across all College activities and programmes.
• Providing oversight of departmental/School/Centre teams across the College and reporting back to teams on relevant matters relating to College operations and business.
• Providing guidance and leadership on student facing initiatives referring matters to the National College of Ireland Students Union (NCISU) as appropriate.
• The effective risk management of the College within each area of responsibility and maintenance of an accurate Risk Register for Risk Committee of Governing Body.
• Approving institution-wide policies to comply with College, and external statutory or regulatory requirements, with recommendations to Academic Council and Governing Body, where required.
• Implementing actions to drive equality, diversity, and inclusion initiatives.
• Considering and approving recommendations from the Programme Lifecycle Management Executive Sub-Group on the College programme portfolio
• Ensuring operational supports for learner success, teaching and research excellence are optimally configured and resourced.
• Ensuring sustainability is represented in all aspects of College business and across our portfolio of programmes
• Act as the Steering Group for institutional projects or programmes of work, as agreed by the President
• Protecting the reputation of the College
• Representing the College in external activities.

Membership

The Executive Group consists of the following members:

• President (Chair)
• Vice President Academic Affairs & Research & EDI (Vice-Chair)
• Director of Human Resources
• Registrar
• Director of Finance and Company Secretary
• Director of Marketing & International Development
• Director of Early Learning Initiative (ELI)
• Director of Centre for Education and Lifelong Learning (CELL)
• Dean, School of Business
• Dean, School of Computing
• Director of Development & External Engagement
• Commercial & Incubation Manager
• Director of Quality & Institutional Effectiveness
• Director of Information and Communication Technology Services

Frequency of Meetings 

The Executive Group meets monthly.

2.5 Academic Governance

The College’s Quality Assurance and Enhancement System (QAES) is implemented via the Executive Leadership and Management structure set out in section 2.4 and the academic governance structure outlined in Figure 3 below. To ensure that the highest possible standards are being maintained, there are separate roles for each of the following groups within the QAES: 

• Academic Council
• Learning, Teaching and Assessment Committee
• Research Committee
  • Ethics Committee
  • Intellectual Property Advisory Committee
• Academic Programmes and Quality Committee
• School Committee
  • Programme Committees
  • Class Representative Liaison

Figure 3: Academic Governance structure, linking to Executive Management structure.

2.5.1 Academic Council

The role of Academic Council is written into the Memorandum of Articles for the company and is described as follows: 

• “The College shall appoint a body of persons to the Academic Council to assist the Governing Body of the College in the planning, co-ordination, development and overseeing of the educational work of the College.”.
• “Under the direction of the Governing Body, the Academic Council may regulate its own procedures.”

Terms of Reference

The main duty of the Academic Council is to direct and inform effective decision making to ensure effectiveness and quality in NCI’s teaching, learning, assessment, student support and research activities. It acts as the authoritative body for academic quality matters and drives effective decision making to ensuring the maintenance of academic standards and alignment with statutory and regulatory requirements. The Academic Council will oversee the quality, relevance and impact of academic strategies, policies and procedures for academic quality assurance, continuous quality improvement, and programme lifecycle management. The underlying principle being to encourage a culture of continuous quality improvement and across NCI. 

The principal functions of the Academic Council shall be: 

• To advise Governing Body on matters relating to the relevance, currency and quality of new and existing programmes;
• To provide advice to Governing Body on the effectiveness and impact of NCI’s academic and research strategies and their alignment with national and international trends and benchmarks;
• To approve, monitor and report to Governing Body on the effectiveness of NCI’s academic strategies, policies, procedures and regulations deployed to enhance learner accessibility, equity and success;
• To advise the Governing Body on the form of regulations to be made by the Academic Council for the conduct of examinations and for the evaluation of academic progress and achievement;
• To make recommendations to the Governors for the award of fellowships, scholarships, bursaries, prizes or other awards;
• To ensure the efficient and effective operation of the Academic Council by establishing and delegating authority and actions to sub-committees;
• To review minutes and actions from the sub-committees and direct activities as appropriate in support of the advancement, efficiency and effectiveness of NCI’s academic strategies, plans and priorities;
• To submit an annual report to Governing Body of its activities, including an analysis of evidence of annual programme and institutional performance, quality assurance, quality improvements and impact.

Membership of the Academic Council 

Persons who hold the following positions may be members of the Academic Council, regardless of the permanency of their position:

• The President (Co-Chair)
• The Vice President Academic Affairs & Research (Co-Chair)
• Registrar (Secretary)
• Director, Early Learning Initiative
• Director, Quality and Institutional Effectiveness
• The Deans of Schools
• Director Centre of Education and Lifelong Learning
• Research Committee Representative
• Librarian
• Three members of full-time Academic Staff, appointed by the President spanning the two schools and the centre for Education and Lifelong Learning
• Six members of the Academic Staff of the College, nominated by each School – to include at least two associate faculty members
• NCISU Executive, usually the President and Vice-President
• Committee Support (appointed by Registrar).

Proceedings 

• A quorum shall be 50% plus one of the voting members, to include at least one member from each School.
• The Academic Council will meet as required, with a minimum of four meetings annually.
• The President of the College shall be the Chairperson of the Academic Council but has agreed to co-Chair with the Vice President to enhance institutional effectiveness, efficiency, knowledge sharing and consistency.
• Appointed /nominated Faculty members (identified in italics) will serve a 2-year cycle and may be re- appointed for a further year at the request of the Chairs.
• The membership and work of the Academic Council aims to be reflective of NCIs commitments as outlined in the Equality, Diversity and Inclusion (EDI) Policy.
• Members will be asked to provide the secretary with one named deputy/alternative in case of an inability to attend a meeting.
• Members are expected actively participate in the work of the Academic Council which will, in some instances, include pre and post-meeting activities.
• The Chairs may co-opt additional members for a period to be determined.
• The Chairs may convene and delegate activities to working parties when required.
• The Registrar will be responsible for ensuring that agendas and minutes are in place for each meeting

2.5.2 Academic Programmes & Quality Committee

The purpose of the Academic Programmes and Quality Committee (APQC) is to oversee academic quality and standards across the design, development, delivery, and review of NCI’s academic programmes. The Committee also maintains oversight of the implementation of policies and procedures related to academic programmes and the learner experience. The committee supports the Academic Council in the exercise of its function to design, develop and implement appropriate programmes of study in the College. The Committee also receives and monitors reports on academic partnerships and the quality of administrative and support services teams.   

Scope and Responsibilities 

The scope of the Academic Programmes and Quality committee covers oversight of: 

1. The NCI Programme Lifecycle for all programmes in the NCI portfolio of programmes  – spanning programme development; validation; delivery, and revalidation or retirement. 
2. Quality Assurance and continuous improvement of academic, administrative and support services.  
3. Academic Partnerships – domestic, European and International 
4. NCI’s Quality Assurance and Enhancement System (QAES) including relevant policies and procedures related to academic programmes and the NCI learner experience 
5. The NCI Annual Quality Report (AQR), and any such institutional level Quality Reports prepared for submission to the Academic Council, Governing Body and QQI. 

The specific responsibilities of the committee, as set out below, may vary from time to time. The removal or addition of new responsibilities is subject to the approval of the Academic Council.  

Within its Scope, the APQC will, inter alia: 

1. Review and approve proposals for new programmes to proceed to QQI validation and/or professional accreditation processes: 
   • Provide feedback to Programme and School Committees on areas for the quality enhancement of proposals, prior to final approval. 
   • Approve the academic case for new programmes, including proposed structure and volume of learner effort (ECTS); learning outcomes; teaching, learning and assessment strategies and modes of delivery; 
   • Coordinate with the College Executive to ensure that the strategic, business and financial/funding viability aspects of a new programme proposal have also been approved. 
2. Approve final Programme documentation, for programme validation, revalidation or modification, as specified by QQI or other Awarding Bodies, prior to formal submission: 
   • The committee will not approve the proposed list of modules, or the curriculum content or assessment strategies of individual modules; however it may provide feedback on modules for consideration by Programme Committees. 
3. Approve final Programme documentation for Professional or Regulatory Body accreditation, prior to formal submission. 
4. Review and approve major programme modifications, that will require Differential Validation (QQI) or professional re-accreditation outside of the normal schedule (of re-validation or professional re-accreditation). 
5. Review and approve proposals for programme discontinuation, or for formal Programme Retirement, in line with NCI QA policy and procedures and any relevant QQI requirements. 
6. Review and endorse periodic Programme Review Reports submitted by Programme Committees as part of the Self-Evaluation process that precedes QQI re-validation and/or professional re-accreditation processes. 
7. Review and discuss Annual Programme Monitoring reports from Programme and School committees, and thematic or institution-wide quality reports and make recommendation to the Academic Council as appropriate. 
8. Review reports on the outcomes of learner feedback and employer feedback mechanisms at a programme and institutional level, identifying recurring themes, issues and opportunities for quality improvement and to share good practice, across Schools and service units. 
9. Review the outcomes of quality reviews of administrative and support services teams to support thematic improvements across the College. 
10. Review reports arising from institutional policies and procedures for academic partnerships domestically and at a European and international level to enhance the quality and consistency of partnership arrangements. 
11. Recommend, for the approval of the Academic Council, new or refreshed NCI policies relating to the quality of programmes and/or the learner experience as published within the QAES.  

Composition 

Term duration: Faculty and AF members are nominated by the Deans are appointed for a three-year term. This term can be renewed once only, with the approval of the Chair.  

Working Protocol 

This section defines the meeting frequency, quorum, and decision-making processes. 

• Meeting Frequency: The Committee shall meet monthly, and otherwise as required. Meetings will be organized to align with key Academic Council meeting dates and the timelines for programme approvals.  
• Quorum Requirements: 50% of members is the required quorum for a meeting of the committee to proceed. To be quorate, at least one of the academic members, from each School (Permanent or Associate Faculty) must be present. 
• Decision-Making Process: Consensus-based. Specified Chair’s actions may be agreed as necessary, from time to time, for decision outside of the formal committee meeting. 
• Record-Keeping: The secretariat for the committee will be provided by the QIE Office. 

Reporting & Accountability  

The Academic Programmes and Quality Committee reports to the Academic Council and acts on the Council’s authority to reach decisions on NCI’s academic programme portfolio and to make recommendations to the Council on matters of Quality Assurance and Enhancement in the College. The work of the APQC will be reflected in the NCI Annual Quality Reports (AQR) to Academic Council, Governing Body and QQI. 

The Committee will make the written record of the meeting available to staff, on the NCI Support Hub, after the record has been formally noted by the Academic Council.  

Review & Amendment 

The terms of reference will be reviewed annually at the first meeting of each academic year and any changes reflected in the AQR. Suggested amendments to the Terms of Reference will be proposed to the Academic Council for approval. 

2.5.3 Learning, Teaching and Assessment Committee

The Learning, Teaching and Assessment Committee (LTAC) is responsible for monitoring the quality, relevance and impact of NCI’s Learning, Teaching and Assessment Strategy. It is responsible for identifying the NCIs learning and teaching environment is student centred, and our teaching, learning and assessment practices are aligned with QQI requirements and appropriate for ensuring the learning outcomes of NCI programmes are achieved by our learners. The LTAC will identify emerging institutional needs for enhancing teaching quality and provide advice and guidance to the Executive and Academic Council on how best to strengthen consistency and quality across NCI’s teaching, learning and assessment practices, policies and procedures.  

Terms of Reference

• To develop, monitor and evaluate the implementation, relevance and impact of NCI’s Learning, Teaching and Assessment Strategy; 
• To identify staff and educational development needs, priorities and solutions to enhance the consistency, currency and quality of learning, teaching and assessment practices and the NCI learning environment;
• To make recommendations to the Academic Council on the development and implementation of pedagogic practices to further enhance student success, achievement and satisfaction;
• To identify and disseminate examples of good practice from within and outside of NCI for use as benchmarks and to promote a culture of continuous quality improvement;
• To identify and recommend to the Executive opportunities for external funding to support initiatives for the enhancement of learning, teaching and assessment within NCI.

Membership

Persons who hold the following positions may be members of the LTAC, regardless of the permanency of their position:

• Vice President Academic Affairs & Research
• Deans of School
• Vice Deans
• Head Cloud Competency Centre
• Director of Centre for Research & Innovation in Learning & Teaching
• Four members of full-time Academic Faculty - one of whom is a member of Academic Council and one from each School/Centre
• Two student representatives
• A representative from Quality and institutional Effectiveness Office
• A Representative from Learner Support Services

2.5.4 Research Committee

The Research Committee (RC) shall be responsible for advising Academic Council on the strategic direction for research within NCI and the design and implementation of the NCI Research Strategy. It will monitor and report on the quality, quantity and impact of NCI staff and student research and help continually improve postgraduate research experiences and supervision to ensure alignment with regulatory requirements and national and international best practice.

The RC will lead on developing and monitoring the currency and impact of NCI’s policies, regulations, procedures and strategies for Research excellence and advancement, and advise the Academic Council on matters related to Research capacity and capability in deliverance of the NCI Academic Strategy goals and priorities. It will also identify and recommend to the Executive opportunities for external funding.  

Terms of Reference 

• To advise Academic Council on the strategic positioning, priorities and profile of NCI’s research activities;
• To develop and monitor the effectiveness and impact of NCI’s Research Strategy, policies, procedures and regulations for postgraduate study delivered directly by NCI and through collaborative agreements;
• To promote and monitor research capacity and capability development across NCI researchers and strengthen the relationship between teaching, supervision and research;
• To recommend improvements in resourcing or facilities that will support and enhance staff and student research opportunities and achievements;
• To aid the promotion and recognition of NCI’s research community and impact nationally and internationally;
• To monitor and review the terms of reference, membership and effectiveness of the Ethics Sub-Committee and the Intellectual Property Advisory Sub-Committee;
• To monitor that NCI’s research complies with ethical standards reflected in legal and regulatory requirements as well as best practice;
• To monitor and report to Academic Council on NCI’s compliance with research funding, rules, regulations and requirements.  

Membership

Persons who hold the following positions may be members of the Research Committee, regardless of the permanency of their position:

• Registrar
• Deans of Schools
• Vice Deans of School
• Head of the Cloud Competency Centre
• Finance Officer
• Director of the Centre for Research & Innovation in Learning & Teaching
• Faculty members, 1 of whom shall sit on Academic Council and 2 others as selected from each School and one of whom shall act as Chair
• Head of Library & Information Services
• IT Manager
• Director of Quality and Institutional Effectiveness
• Up to 2 external researchers who hold senior posts in Ireland and/or internationally
• Learner representative who is currently undertaking postgraduate research

Normally, elected or selected members that miss more than 2 meetings will be replaced by another representative. Selected Faculty members of the Committee may normally serve only on one other committee of Academic Council. 

Frequency of Meetings

The Research Committee will meet at least 4 times per academic year and at such other times as may be required.

2.5.5 Ethics Sub-Committee

Terms of reference 

• To develop a Code of Practice for dealing with allegations of research misconduct
• To develop, implement and evaluate operational structures for research ethics approval within the College
• To develop and promote guidelines of good practice in research ethics within the College
• To act as the final body of appeal and final decision on any disputed matter concerning research ethics and governance.
• To promote awareness of all aspects of governance and ethics among the College community
• Consider proposals for faculty, staff and student research on human subjects 

Membership

• Deans of Schools
• Vice Dean for Postgraduate Programmes & Research (Chair)
• Vice Dean for Academic Programmes & Research
• Head of Cloud Competency Centre
• Director Centre for Research & Innovation in Learning & Teaching
• External Representatives
• Faculty members of Research Committee

The Ethics Sub-Committee will meet at least once per semester. A calendar of meetings will be published to which researchers should plan submission of proposals. It is recognised that due to the nature of some research, it may be required to consider applications outside of this calendar. In these cases, the researcher should request a meeting with two weeks’ notice. 

2.5.6 The Intellectual Property Advisory Committee

The Intellectual Property Advisory Committee (IPAC) is involved in:

• The identification of intellectual property (IP) and evaluation of commercial potential.
• Appointing experts to review the IP.
• Determining IP agreements with industry regarding collaborative research projects.
• Facilitating a fair and equitable return to those involved in commercialisation of their research/work.
• Nominating negotiators with third parties and ensuring a reasonable financial return to the personnel involved (where appropriate) and to NCI.
• Protection of intellectual property including processing of patent, registered design and trade mark applications with the assistance of patent attorneys and other professionals where appropriate.
• The formulation and implementation of strategies for commercialisation in a timely manner and in partnership with the inventor(s).
• Negotiating assignments and licences, options for licences or other commercial arrangements with third parties to assist in producing a financial return to the creators of the intellectual property and NCI. In this regard, consideration will be given to the need for NCI to retain access to know-how and research material for on-going research purposes.
• Assisting in the marketing and business support of NCI Intellectual Property for commercialisation.

The IPAC shall be a sub-committee of the Research Committee consisting of the following members:

• Director of Research/Chair of the Research Committee
• School of Business representative
• School of Computing representative
• Commercial Manager

2.5.7 School Committee

The School Committee (SC) acts as the key consultative and decision-making forum within each School.  It informs effective decision making by the Dean at a programme, School and institutional level. The SC monitors the staff and student experience across the School and is responsible for reviewing evidence of programme compliance, quality and consistency across the School’s portfolio of programmes. The SC plays a key role in the design, development and delivery of the School Strategy and ensures its contributions to the achievement of NCIs goals and strategies. The SC also ensures the voices and experiences of the staff and students within the school inform NCI’s decision making throughout the academic governance structure. 

Terms of Reference 

• To oversee the continuous improvement of academic quality, standards, satisfaction and effectiveness across the School’s portfolio of programmes and NCI’s support services for its staff and students;
• To develop and monitor the implementation and impact of the School Strategy and its alignment with NCI’s mission, goals and strategies including the Academic Strategy, Research Strategy and Teaching, Learning and Assessment Strategy;
• To monitor evidence of the consistency, compliance and quality of all programmes within the School;
• To identify and recommend resources needed to enhance the continuous quality improvement of NCI programmes and programme teams within the School. 
• To monitor, agree and where appropriate escalate or delegate actions in response to the analysis of Annual Programme Evaluation Reports (APERs);
• To monitor data on student, satisfaction, welfare and experiences and escalate or delegate actions at a programme, School and Institutional level as required;
• To approve internal and external examiners, and submitting names of approved external examiners to the Academic Operations Committee;
• To review examination results, prior to submitting broadsheets to the Examination 

Membership of School Committee

The membership of each School Committee shall comprise of the following staff members who are appointed by the Dean of School: 

• Dean of School (Chair)
• Programme Directors from the school
• Faculty members from the school
• Programme Co-ordinators
• Co-opt members as necessary  

Frequency of Meetings 

A School Committee meets at regular intervals, but no fewer than twice per semester. The Dean of School will be responsible for ensuring that regular meetings take place. 

2.5.8 Programme Committee

The Programme Committee is at the heart of the School’s academic quality assurance system. A Programme Committee is established for each programme offered by NCI, and it is responsible, in conjunction with the relevant Dean of School, for developing and assisting in the operation of the programme. The Programme Committee ensures the quality delivery of the academic programme and that learners are well informed that their progress is being monitored, a reasonable balance of work is offered to the learner, and that assessments are appropriate, consistent and fair. The committee ensures the relevance and quality of the programme by a process of periodic evaluation.

Terms of Reference 

Each Programme Committee is in effect a sub-committee of the School Committee and is assigned the following academic responsibilities, within the framework of the regulations laid down by Academic Council: 

• Advising the School Committee, and as appropriate, Academic Council, on matters relating to proposed or existing programmes
• Developing programme proposals after they have received outline planning approval from the School Committee in advance of presentation to Academic Quality Committee
• Assisting in processing such proposals through the appropriate programme development process with a view to securing approval of the programme from Academic Council and external validation
• Monitoring the implementation of the programme and regularly report on matters to the School Committee who in turn will report to the Academic Council
• Incorporating approved modifications in the programme after annual monitoring
• Supporting the critical self-evaluation of the programme and the preparation of revised documentation and other tasks in relation to the five-yearly programme evaluation process
• Ensuring the highest standards of academic excellence for the learner from all faculty
• Preparing an annual Programme Monitoring report in October outlining the following:
  • Changes to the curriculum and its component parts that have been approved subject to the procedures outlined for programme review and evaluation
  • Presentation and analysis of Retention, Progression and Completion statistics for the previous session
  • Abstract of external examiner reports for the programme for the previous session
  • Review of the learner intake for the current session
  • Continuation of Professional Exemptions available
• Planning a timetable of assessments at the beginning of the academic year to ensure that there is a reasonable balance of work for learners taking the programme.
• Preparing a list of texts and equipment that learners will be required to purchase and use in sufficient time for planning purposes
• Preparing and maintaining a programme handbook for learners (suggested contents include: College calendar, an introduction to the Department running the programme, where to get help, schedule of assessments and examinations, approved programme schedule, grading schemes, aims and objectives of the programme, regulations for special purpose areas, required equipment and books, approved syllabus details.)
• Carrying out such other functions as are considered appropriate, module to the approval of the School Committee 

The Programme Committee may establish sub-committees and working parties, some of whose membership may, with the approval of the School Committee, be from outside the Committee or from outside the College, subject to approval of Academic Council and Governing Body. The committee shall be responsible for reporting its decisions and views to the faculty transmitting the relevant decisions and views of the School Committee to its members and stakeholders.   

Membership of Programme Committee 

The membership of each Programme Committee shall comprise of the following members who are appointed by the Dean of School: 

• Programme Director Chair)
• Members of faculty involved in the delivery of the programme
• Co-opted members as necessary (Dean of School approves such positions)
• Programme Co-Coordinator
• Learner Representation via Class Representative Liaison mechanism
• IT representative
• Library representative
• Where a programme involves collaboration with another organisation, that organisation will be represented on the programme committee

Frequency of Meetings 

A Programme Committee will meet at least once each semester and/or at such other times as required. A Programme Committee may take submissions from associate faculty who are unable to attend a scheduled meeting. These submissions should be submitted to the Programme Director.

2.5.9 Class Representative Liaison

Each class year within a programme shall elect at least two representatives who will meet with the Dean of School and all relevant academic and support staff for consultations about learner views relating to programme content, delivery, assessment and development, and to identify areas of concern for the class groups. This liaison will take place at least once a semester or more often as required. The election of the Class Representative is facilitated by the Student Services department. 

Class Representatives shall have the following responsibilities:

• Consideration and referral to Programme Committee when necessary, of issues relating to the Programme.
• Dissemination of information affecting learners within the scope of the Programme.
• Provision of responses to issues previously referred to the Programme Committee or School Committee

Please refer to Chapter 7 (7.17) for further information about the Class Representative mechanism and its function in the QAES.

2.6 Key Roles Supporting Quality Assurance & Enhancement

The College’s QAES is implemented via the academic governance structure outlined in Figure 2.3. However, to ensure that the highest possible standards are being maintained, there are separate responsibilities and activities for each of the following roles within the QAES. 

• President
• Vice President – Academic Affairs & Research
• Registrar
• Director Quality and Institutional Effectiveness
• Deans of School/Director of Centre
• Programme Directors
• Faculty Members
• Programme Co-Ordinators
• Academic Partnership Manager
• Apprenticeship Manager

2.6.1 President of the College

In conjunction with the Governing Body, the President of the College is responsible for the planning and implementation of the policy and administrative decisions of the Governing Body. They exercise overall responsibility for the day-to-day running of the College and play a pro-active role as a member of the Governing Body, as well as chairing the Executive Team, the Executive Group, Academic Council and its Sub-Committees as appropriate. Responsibility for chairing these bodies may be delegated to the Vice President – Academic Affairs & Research. 

2.6.2 Vice-President, Academic Affairs & Research

Reporting to the President, the Vice-President will take responsibility for the academic and administrative management of NCI. In the absence of the President, the Vice President will assume the responsibilities of Acting President. 

Strategy

• Work collaboratively with the President, Executive Team and Faculty to develop an annual academic plan for the campus consistent with the mission and strategic plans of the College.
• Develop and implement innovative teaching and learning strategies in order to improve the student learning experience.
• Develop, implement and monitor policies for maintaining the academic quality of the College.
• Liaise with the Deans of Schools and with other senior academic staff to define short and long term academic goals and strategies for their attainment.
• Proactively participate as a member of the Executive Board, which is the senior management committee of the college and accountable to the President.
• Work proactively to seek and develop inter-institutional collaborative relationships in line with College strategy.

Leadership

• Chair the Academic Council, Academic Operations Committee and other College Committees (as delegated by the President) that oversee Academic Quality Assurance within the College.
• Foster an environment which promotes excellence in Learning and Teaching.
• Encourage and nurture all members of staff to ensure optimal career development, growth of talent, focus of talent for results and career management to ensure realisation of potential.
• Foster an environment that promotes the College’s values.

Research

• Development, initiation and implementation of strategies to enhance research productivity within all academic departments of the College including recognition of achievement.
• Liaison with Deans of School to establish ambitious, but realistic, targets for taught and research graduate students.
• Development and implementation of sound policies to ensure optimal benefit for the National College of Ireland related to intellectual property, commercialisation of College derived research and overhead on research contracts.
• Leadership for the development and preparation of institutional submissions for research funding.
• Liaison with the finance function to ensure responsible management and administration of all research grants and contracts.
• Liaison with national and international agencies concerning opportunities for funding of research.

Management

• Assume responsibility for the academic affairs and research of the College, the achievement of all goals in his/her areas of responsibility including staffing, financial planning, budget control and the development and monitoring of policies and procedures.
• Undertake line management responsibilities for all direct reports.
• Oversee all activities related to academic administration; including admissions, registration, scheduling (exams and timetables), student awards, student life and all other student services.
• Oversee the implementation of internal academic accreditation processes and procedures and ensure compliance with all external accreditation and professional exemption obligations. 

2.6.3 The Registrar

The Registrar is responsible for the academic administration of the college in accordance with the policies and procedures approved by Academic Council. The office ensures that there is an effective quality assurance process in place dealing with, academic affairs, examinations, student experience, academic appeals, academic discipline and the effective implementation of all policies and procedures pertaining to academic excellence throughout the college. 

Ensure the effective operation of the Student Services Department:

Academic Affairs 

• Oversight of all academic affairs including learner admissions, registration and examinations
• Integrity and security of the student information database system and records
• Graduation schedules and ceremonies 

Careers and Opportunities 

• Oversee the provision of a Careers and Advisory service to learners to ensure that a professional high quality service is provided.
• Collaborate with other schools and universities on learner service issues.
• Ensure that learner needs are being met in relation to their welfare and academic needs, through  various activities and communication channels.. 

Library & Information Service

• Overseeing implementation of a strategic plan for the Library
• Reviewing management of day-to-day activities in the Library 

Committee Business 

• To be Recording Secretary to Academic Council and Secretary to its Standing Committee.
• To be an ex-officio member of relevant College committees

Policy & Planning 

• To ensure that the Academic Regulations approved by the Academic Council are implemented and kept under periodic review; and to ensure the proper conduct of, and adherence to, NCI policy and standards in all areas dealt with the Office.
• To research and develop policy papers on all aspects of the academic life of the College, and explore and identify new academic undertakings and ways of promoting these through the College’s structures. 

Quality 

• To ensure a high quality learner support structure for learner life through the provision of the careers and opportunities services, learner services and a wellness centre.
• To be consulted in relation to the content and publication of College publications
• To ensure an excellent learner support service through the provision of a high quality information service
• To assess and monitor quality in respect of:
• Programme content, instructional process, timetabling structure;
• Examinations – failure and transfer rates
• To promote and monitor the learner transfer process from Universities / Institutes of Technology, etc. to NCI; similarly, for mature learners
• To liaise on behalf of the College, with various external agencies, such as the HEA, on all appropriate matters relating to academic planning and quality.
• To undertake such specific research projects associated with academic administration, planning and quality as may be specified from time to time by the President 

2.6.4 Director of Quality and Institutional Effectiveness

The Director of Quality and Institutional Effectiveness (QIE) leads the strategic development and operational delivery of quality assurance and enhancement activities across the College.

The role is central to ensuring the institution meets its obligations under the Quality and Qualifications Ireland (QQI) statutory framework and adheres to national and European standards for higher education quality. This role supports effective institutional decision-making by overseeing data-driven initiatives that enhance programme quality, the quality of the NCI learner experience and organizational effectiveness. The Director will promote a culture of continuous quality improvement, academic excellence, and institutional accountability.

• Lead on QQI action plans, relationships, engagement and reporting, including annual reporting (AQRs) and responses to cyclical institutional reviews (CINNTE).
• Oversight of NCIs Programme Lifecycle Management structure, including internal and external programme validation, annual monitoring, revalidation and/or retirement processes.
• Lead the development, implementation and management of NCIs quality assurance and enhancement policies and procedures, ensuring alignment with QQI and ESG standards, as appropriate.
• Lead strategic quality enhancement initiatives across academic and support units including overseeing the cyclical review of administrative/support services.
• Promote a culture of evidence-based decision-making by managing the collection, analysis, and reporting of programme quality data.
• Advise senior leadership on institutional effectiveness and quality assurance strategies.
• Support academic governance, risk and planning processes overseen by NCI’s Academic Council and its sub-committees.  
• Serve as primary liaison with QQI and other regulatory agencies.
• Collect, analyse, and report on key academic quality metrics.
• Provide staff training and promote student-centred institutional policies and practices. 

2.6.5 Dean of School

The Dean of School is responsible for the effective day-to-day management of the School and implementing the quality assurance processes of NCI within the School. Their key areas of responsibility include:

• Development of strategy for the School within overall College strategy;
• Encouragement and promotion of the highest standards of performance and achievement in every aspect of the Schools operations;
• Encouragement and nurturing all members of departmental staff so as to ensure optimal career development, growth of talent, focus of talent for results and career management to ensure realisation of potential;
• Facilitating the engagement of Associate Faculty with the School/College
• Ensuring that College-wide communications on School matters are regular, relevant and reliable;
• Development, maintenance, documentation and research of NCI’s unique learning environment within the School;
• Reviewing all programmes to ensure the learner is at the centre of the learning process;
• Programme and faculty timetabling/scheduling to maximise utilisation of hours;
• Recruitment of academic faculty in accordance with H.R policies and procedures to strengthen academic team;
• Management of human, financial and physical resources to ensure optimal deployment towards achievement of academic goals;
• Ensuring representation of interests of the School and its members at institutional and national levels when appropriate;
• Maintaining effective channels of communication within the School and between the School and the senior management;
• Promoting the School with a range of agreed professional bodies, so as to maximise future opportunity for development of new and existing School programmes. 
• Maintaining an active academic role by acting as programme manager of one programme and delivery of 4 learner contact hours during term.
• Improving awareness of available services, and ensure equality of access;
• Building better processes for dialogue and communication with learners within the School;
• Development and implementation of clearly defined academic goals for the School in accordance with the College’s Learning and Teaching Programme Strategy
• Development of Research, in association with the Vice President Research, and implementation of clearly defined research goals for the School in accordance with the College’s strategic plan and Learning and Teaching research strategy
• Development and implementation of clearly defined enterprise goals for the School in accordance with the College’s strategic plan and Learning and Teaching enterprise strategy;
• Embedding enterprise development and entrepreneurship into all programme modules; and
• Contribute to the overall welfare of the College through collegial sharing of resources and striving for institutional goals.

2.6.6 Vice-Dean of Business (School of Business)

The Vice-Dean School of Business will be responsible for the management of all full-time and part-time postgraduate programmes in Business.

The key areas of responsibility are:

• Assume management responsibilities, as agreed with the Dean of the School, for providing effective oversight of permanent and associate faculty involved in delivering the School’s Business programmes.
• Oversee and coordinate the timetabling and allocation of teaching responsibilities in collaboration with the Dean.
• Provide Subject Leadership, offering comprehensive academic oversight across all levels and modules within the discipline.
• Drive excellence in learning and teaching across the Business subject areas of the School, fostering high-quality educational outcomes.
• Ensure the effective implementation and continuous oversight of NCI’s QA policies and procedures for Business programmes, maintaining the highest standards of quality and compliance.
• Champion the student voice, actively engaging with student cohorts to enhance pedagogies, improve the student experience, and support their development.
• Oversee and manage the College’s apprenticeship programmes within the School of Business, ensuring alignment with institutional objectives and standards.
• Maintain and strengthen relationships with relevant professional bodies, securing accreditation and enhancing support for the School’s Business programme portfolio.
• Lead the development and revalidation of Business programmes, under the direction and guidance of the Dean of the School of Business, ensuring their relevance and rigor.
• Collaborate effectively with other internal Schools and Departments to promote interdisciplinary initiatives and enhance institutional synergy.
• Contribute strategically to new Business programme planning and development, including the expansion of Erasmus and other international collaborations and partnerships.
• Participate actively in College Committees, providing valuable input to institutional governance and decision-making

2.6.7 Vice-Dean, Centre for Education and Lifelong Learning (CELL) and Psychology (School of Business)

The Vice-Dean for the Centre for Education and Lifelong Learning (CELL) and Psychology in the School of Business will be responsible for the management of all full-time and part-time undergraduate programmes within Psychology and Education.

The key areas of responsibilities are:

• Assume management responsibilities, as agreed with the Dean of the School, for providing effective oversight of permanent and associate faculty involved in delivering the School’s Psychology and Early Education programmes.
• Oversee and coordinate the timetabling and allocation of teaching responsibilities in collaboration with the Dean.
• Drive excellence in learning and teaching across the Psychology and Early Education subject areas of the School, fostering high-quality educational outcomes.
• Ensure the effective implementation and continuous oversight of NCI’s QA policies and procedures for Psychology and Early Education programmes, maintaining the highest standards of quality and compliance.
• Champion the student voice, actively engaging with student cohorts to enhance pedagogies, improve the student experience, and support their development.
• Oversee and manage the College’s apprenticeship programmes within the School of Psychology and Early Education, ensuring alignment with institutional objectives and standards.
• Maintain and strengthen relationships with relevant professional bodies, securing accreditation and enhancing support for the School’s Psychology and Early Education programme portfolio.
• Lead the development and revalidation of Psychology and Early Education programmes, under the direction and guidance of the Dean of the School of Business and Humanities, ensuring their relevance and rigor.
• Collaborate effectively with other internal Schools and Departments to promote interdisciplinary initiatives and enhance institutional synergy.
• Contribute strategically to new Psychology and Early Education programme planning and development, including the expansion of Erasmus and other international collaborations and partnerships.
• Participate actively in college Committee meetings, providing valuable input to institutional governance and decision-making.
• Provide Subject Leadership, offering comprehensive academic oversight across all levels and modules within the discipline.

2.6.8 Vice-Dean, Academic Programmes & Research (School of Computing) 

The Vice-Dean, Academic Programmes & Research in the School of Computing will be responsible for the management of all full-time and part-time programmes and supporting the implementation of the College research strategy within the School.

The key areas of responsibility are:

• The timetabling and allocation of teaching responsibilities for the School’s undergraduate and postgraduate programmes (except programmes within the Cloud Competency Centre) in conjunction with the Dean.
• Undertaking line management responsibilities (as agreed with the Dean of School) for permanent and associate faculty engaged in teaching the School’s undergraduate and postgraduate programmes.
• Fulfilling the role of Subject leadership through the provision of agreed academic oversight across all Level 6, 7, 8 9 and 10 programmes (except Cloud Competency Centre Programmes) and modules. This involves leading and advancing the scholarship/ research and learning & teaching in agreed subject areas of the School.
• Ensuring implementation of and day-to-day oversight of NCI’s QA policy and procedures for the School’s undergraduate and postgraduate programmes.
• Leading, managing and overseeing the day-to-day operations for undergraduate and postgraduate programmes within the School.
• Ensuring that the views of undergraduate and postgraduate students within the School are appropriately acted upon.
• Working collaboratively with other internal Schools and Departments.
• Participate actively in college Committee meetings, providing valuable input to institutional governance and decision-making.

Research

• Actively participate in the delivery of the College Research Strategy and lead its implementation at School level.
• In conjunction with the Dean of School, Head of Cloud Competency Centre and Vice President identify, agree and source streams of research funding in fulfilment of the institutional research plan.
• Oversee and co-ordinate all School research activities (except those within the Cloud Competency Centre) including funding bids, publications, papers and theses in accordance with procedures and as required by the College Research Office.
• Provide oversight for the quality of agreed level 9 and 10 theses to ensure continuous improvement of the standard of research being produced.
• Work with faculty in the School to develop individual research strategies and action plans.
• Liaise with the Vice President on research matters.
• Represent the School and take an active role on the College Research Committee.

2.6.9 Head of Cloud Competency Centre

The Head of the Cloud Competency Centre (CCC) is responsible for establishing and sustaining the NCI Cloud Competency Centre as a centre of excellence for advanced learning and research in Cloud Computing. In addition to setting-up the centre, this role has responsibility for:  

Strategic Management

• Implementing the Vision and Strategy of the Centre together with the Dean of School of Computing
• Achieving and realising the objectives of the Centre.
• Implementing the roadmap to realise the programmes in the Centre
• Obtaining the external funding necessary to sustain and further develop the Centre
• Contributing strongly to overall Pedagogical direction and Research direction of the Centre
• Establishing strong collaborative relationships with industry and academic institutions

Operational

• Directing the Centre’s operational day-to-day activities including promotion of the Centre
• Creation of Academic Programmes
• Interfacing with School of Computing Faculty
• Academic programme direction and teaching
• Focus research directives towards outcomes relevant to industry
• Generate income for collaborative research
• Play a key leadership role working with industry and staff in driving income growth for the Centre
• Optimise performance against Key Performance Indicators for the Centre
• Manage staff in the Centre
• Engagement with Industry - Maintain good communication at both strategic and operational level with ICT industry in Ireland
• To produce world-class research outcomes
• To be an active researcher capable of leading on, and winning, major new research projects for the Centre
• To be responsible for expanding the Centre’s network

The Head of the CCC must also:

• Undertake personal research and maintain research profile and research outputs
• Undertake PhD supervision
• Report project progress to Dean of School of Computing on a regular basis
• Undertake administrative duties appropriate to the post and any other duties as may be deemed appropriate by the Dean of School of Computing
• Participate in the School’s Annual Review process and undertake relevant staff development

2.6.10 Programme Director

The Programme Director provides academic leadership for a programme through planning and chairing the Programme Committee meetings so that faculty lecturing on the programme can actively participate in the ongoing development of the programme, monitor learner feedback and ensure that delivery of the programme is in accordance with the quality assurance procedures of the College and the Approved Programme Schedule as issued by the awarding body.

The key areas of responsibility are:

Academic Leadership

• Primary responsibility for convening and chairing Programme Committee meetings which take place at least once each semester and/or other times as required.
• Primary responsibility for ensuring that the minutes of Programme Committee meetings are taken by a Programme Coordinator or nominee and are recorded on the School portal site by the Programme Coordinator.
• Primary responsibility for ensuring adherence to the Terms of Reference for Programme Committee meetings set out in 2.6.6 above of the Quality Assurance Handbook. The work of the Programme Committee encompasses:
• Periodic evaluation of the of the relevance and quality of the programme
• Ensuring there is a reasonable balance of work for the learner and that assessments are appropriate, fair and varied to meet the learning outcomes
• Ensuring that the assessment and feedback timetable is scheduled and communicated to students at the beginning of the academic year and that the assessment structure is available to students
• The preparation, maintenance and publication of a Programme Handbook 

Review interim External Examiner Reports

• Take an overview of exam broadsheets to identify and query any anomalies Support the Vice-Dean with programmatic review
• Escalate programme compliance issues e.g. exam deadlines not being met to the appropriate Vice Dean
• Write annual monitoring report with feedback and input from the Programme Committee and follow through on the implementation of any recommendations
• Co-ordinate with the Marketing Department the preparation of course marketing material and ensure that marketing material in brochures and on the web-site is up to date
• Deal with academic concerns relating to the Programme and liaise with the Vice-Deans as appropriate.

Programme Management

• Approve direct entry applications that do not meet the minimum programme entry requirements
• Participate in interviews for mature students/RPEL as appropriate
• Liaise with Vice-Deans on approval of programme admissions with advanced standing
• Advise the need to recruit Associate Faculty, Teaching Assistants, Lab Assistants to the relevant Vice-Dean
• Input to updating Job Descriptions as needed
• Sit on interview panels for Associate Faculty
• Give guidance to new Associate Faculty and Teaching Assistants by giving them an overview of the programme, an outline teaching content, cover assessment types, dates, deadlines and giving student feedback, importance of attending Programme Committee meetings, schedule for Programme Committee meetings, clarify any queries from Associate Faculty regarding their job description.
• Sign-off time-sheets for Associate Faculty, Teaching Assistants and Lab Assistants

Student Relations & Pastoral Care

• Present to students at Orientation and cover course content, assessment structure and dates, how student academic queries/problems are handled, student discipline, plagiarism
• Liaise with appropriate Departments regarding student supports and pastoral care
• Ensure that Class Representative meetings are planned and attend them, that minutes are taken by a Programme Coordinator and that a response is given and action taken on issues that arise

2.6.11 Faculty Member

The faculty member sits on the programme committee and is responsible for the quality of the delivery of the module being taught and acting on feedback from learners.  They may also be appointed as module guardian. As module guardian, it is the faculty member’s responsibility for its review and development and acting on feedback from learners, internal or external reviewers. 

The key areas of responsibility are: 

Teaching

• Lecture to learners within the School and other relevant areas.
• Design and deliver executive education programmes both ‘in company’ and for ‘public’ programmes. (Please Note: Unless specifically contracted to do so, Associate Faculty do not engage in these activities).
• Provide a professional support to learners in their learning activities.
• Facilitate tutorials associated with lecturers.
• Participate in committees appropriate to programmes.
• Engage in research consultancy and development work as appropriate.
• Make available information as required by the NCI's management in a professional context.
• Participate in appropriate activities necessary to the furtherance of the NCI.
• Prepare reading lists and handout materials for learners.
• Set and correct examinations for programmes taught.
• Set and correct projects for programmes taught.
• Set correct and give written feedback on project work, research work and dissertation.
• Facilitate skills development workshops.
• Liaise with library re: reading materials, booklists, etc.

Programme Development 

• Assist in the development of existing programmes.
• This may involve drafting submission documents, liaison with the validating bodies, promoting, implementing and reviewing programmes. 

Research 

• Carry out research relevant to College activities including regular publications and presentations. (Please Note: Unless specifically contracted to do so, Associate Faculty do not engage in these activities).

General 

• Act as a Programme Director/Leader (Please Note: Unless specifically contracted to do so, Associate Faculty do not engage in these activities).
• Assist in the development of NCI's School.
• Participate in relevant professional development activities.
• Participate in Academic Council meetings and staff meetings
• Contribute to academic and disciplinary committees as requested.
• Be available to learners at notified times outside of class contact hours for guidance and support.
• Attend College functions such as various exhibitions, school visits and other external events
• Work on short programmes, training and consultations which may arise 

2.6.12 Programme Coordinator

The Programme Coordinator is responsible for providing Administrative Support to faculty members within the School and is a primary point of contact with learners. 

Key Responsibilities:

• Provide high-quality co-ordination support for programmes in the School
• Provide a high quality of service to students of the College.
• Respond professionally to enquiries from students, Class Representatives, off-campus contacts and faculty on a range of issues.
• Effective interaction with other units in the College such as the other School, Student Services, Registrar’s Office, Fees and Examinations.
• Deal appropriately with incoming calls, emails and Support Hub tickets.
• Ensure that all duties within the office are performed in a professional, efficient manner.
• Support the promotion of programmes to target audiences through all available communication channels.
• Ensure that College Policies, outlined in the QAES Handbook, for programme management and delivery are adhered to.
• Provide Faculty with information regarding timetables, course notes, student numbers and location of lectures.
• Assist the Programme Directors in the production of examination results and broadsheets.
• Act as secretary to assigned Programme Committees.
• Introduce themselves to and regularly attend the class groups they support.
• Be alert to developing problems and raise to the appropriate level as soon as possible.
• Respond to and address student complaints.
• Check availability of resources e.g. Library, IT.
• Alert Faculty and Students to planned assessment schedules and deadlines.
• Assist in orientation and registration.
• Record and follow up on exam/assessment absence, medical records and attendance.
• Compilation and maintenance of all Programme material, module descriptors and distribution to the student body.
• Assist in the timetabling process of relevant programmes assigned.
• Assist with programme co-ordination for other programmes for other areas as required.
• Assist with assessment processes in the School.
• Accept and record receipt of projects and assignments.
• Provide administrative support for the College’s formal student feedback mechanisms such as Class Representative meetings and student surveys.
• Provide cover for Reception.
• Any other duties as assigned.

2.6.13 Apprenticeship Manager

The Apprenticeship manager has day to day responsibility for discharging NCI’s role as coordinating provider for NCIs National Apprenticeship Programmes. They are also a key point of contact between the relevant faculty and associate faculty team responsible for developing, delivering and reviewing the programme and. the Consortium Steering Group, and individual employers. Rather than a range of Programme Directors interacting with the same employer, it is a more effective use of resources to appoint a single point of contact to be the liaison. 

The Apprenticeship manager will represent NCI on the Consortium Steering Group and be the main point of contact for the funding and Statutory Agencies. They will also chair the Apprentice Implementation Group (AIG) and be a member of the National Programme Committee. These responsibilities do not, however, undermine the individual responsibility that a Programme Director has for the apprenticeship programme, their learners or the normal academic relationships between Deans, Vice Deans and their programmes and academic committees.

2.7 Other Committee Structures

2.7.1 Committees Related to Assessment & Discipline

The composition and role of the Examination Board, Disciplinary Committee and Appeals Committees are described in detail under Chapter 4 - Assessment. 

2.7.2 Health and Safety Committee

The function of the Health and Safety Committee (HSC) is to discuss matters relevant to the safety and health of all people working and attending the National College of Ireland.  The committee will be chaired by the Commercial Manager, who will set agendas and ensure that actions are completed. 

The HSC is made up of 17 representatives from departments within the National College of Ireland. There are 6 meeting held calendar year. More meetings are held if required

Membership of Health and Safety Committee 

The HSC shall be comprised of the following staff members:  

• Commercial Manager (Chair)
• HR Manager
• Premises Manager
• IT Department Representative
• Library Representative
• Learner Life Department Representative
• Facilities Manager
• Security Team Leader
• Students’ Union President 

2.7.3 Academic Operations Committee

Terms of Reference

Chaired by the VP Academic Affairs & Research, the Academic Operations Committee (AOC) will report to and advise Executive Group on issues relating to operational academic matters that arise from the deliberations of Academic Council and its subcommittees. It will be a forum for the sharing of best practice between Schools. It will also report back to Academic Council. 

The AOC will specifically manage: 

• Programme development and review
• Issues arising from the assessment process
• Issues arising that affect teaching & learning
• Issues arising from the implementation of policy

Membership

The AOC consists of the following members:

• Vice President Academic Affairs & Research (Chair)
• Deans of School,
• Vice Deans
• Head of Cloud Competency Centre
• Registrar
• Director Centre for Research & Innovation in Learning & Teaching.
• Member of Faculty from each School
• IT manager

Frequency of Meetings

The AOC will meet at monthly intervals at least and as required. The Head of Library & Information Services and the Director of Student Services will be invited to attend as the agenda dictates.

2.8 Role of Quality and Institutional Effectiveness (QIE) Office

The QIE Office plays a pivotal role in supporting and enhancing QAES at NCI. It is responsible for the strategic oversight and operational implementation of quality assurance policies and practices, ensuring continuous improvement and compliance with national and international standards.

Policy Development, Implementation, and Review

The QIE Office manages the College's portfolio of quality assurance and institutional policies. This includes:

• Creating new policies that align with legislative requirements, QQI guidelines, and best practices in higher education, supporting the effective delivery of academic programmes and student services.
• Implementing policies in collaboration with relevant stakeholders, providing training and guidance to ensure effective application across the institution.
• Reviewing and updating policies regularly to maintain relevance and compliance with current legislation, regulatory requirements, and institutional changes. The QIE Office coordinates this process by:
  • Maintaining a schedule of policy reviews and ensuring timely updates.
  • Engaging with stakeholders, including academic departments and administrative units, to gather feedback.
  • Managing the approval process, presenting revised policies to appropriate committees and governance bodies for endorsement.
• Liaising with other departments such as HR and Finance to ensure consistency across all institutional policies.

Programme Lifecycle Mangement

The Programme Lifecycle Manager within the QIE Office supports all faculty and staff throughout each step in the academic programme lifecycle -  from programme opportunity identification to programme validation, revalidation or retirement. The PLM Manager project manages all validation and revalidation processes for new and existing programmes, ensuring compliance with QQI – as NCIs awarding body – and  other national, European and international standards and requirements. The PLM Manager also supports applications for professional body recognition and coordinates submission of required documentation. 

2.8.1 Academic Partnership Manager

The Academic Partnership Manager works within the QIE Team to promote effective academic partnerships with national, European and International academic partners. This involves developing and managing effective partnership relationships and processes with key internal and external stakeholders. The postholder will maintain a central NCI register of academic partnerships and hold a repository of all associated contracts and documentation for internal and external auditing purposes. The post holder will be the key contact and institutional lead for the promotion and utilisation of Erasmus + Student and Staff mobilities, incoming and outgoing.

Service and Business Process Improvement

The QIE Ofice service delivery and business processes through: 

• Facilitating service evaluations and feedback processes across academic and support units to identify areas for improvement.
• Conducting business process improvement workshops to streamline operations and increase efficiency

Institutional Review and Compliance

The QIE Office is responsible for the co-ordination of institutional review processes to ensure complaince with  QQI and external bodies’ requirements. This includes:

• Preparing and submitting institutional self-evaluation reports.
• Coordinating site visits and follow-up actions following external reviews.
• Ensuring ongoing compliance with statutory and regulatory requirements.

Representation 

The QIE Office represents NCI at national and international quality assurance and enhancement fora. This role enables NCI to:

• Engage in benchmarking activities to identify best practices and areas for improvement.
• Participate in external quality assurance networks to stay aligned with evolving national and international standards.
• Use insights gained from these external engagements to inform internal policies and drive continuous improvement within the institution.

Institutional Research and Analytics

The QIE supports evidence-based decision-making and strategic planning through data collection and analysis. This includes:

• Collecting, analysing, and disseminating data on key performance indicators such as student satisfaction, progression, and retention.
• Managing institutional surveys, such as Student Survey.ie (national student engagement survey); providing programme and module evaluation data to support programme and module-level assessments.
• Supplying data for annual programme monitoring, external reporting, and ad-hoc management information requirements to inform specific institutional initiatives.

Strategic Planning and Institutional Effectiveness

The QIE Office contributes to the strategic and academic planning of NCI by:

• Participating in key governance structures such as the Executive Group, Academic Council, and relevant sub-committees.
• Providing data-driven insights and analysis to inform institutional policy development and strategic decision-making.
• Leading the development and monitoring of institutional effectiveness plans, ensuring alignment with the College’s mission and strategic goals.

Monitoring and Evaluation

The QIE Office uses the following tools to monitor and evaluate effectivess of policies and procedure.

Thematic Analysis

Thematic analysis is used by the QIE Office to systematically evaluate qualitative data from various sources to identify recurring themes and trends that can inform policy and procedural changes. This method is particularly useful for:

• Analysing qualitative reports such as programme validation reports, external examiner reports, and minutes from programme committee meetings.
• Informing training needs and recommending changes to policies and processes based on the findings.
• Reporting outcomes of thematic analyses to the Academic Council, Executive Group, and the Risk Committee of the Governing Body.

Benchmarking

Benchmarking is a key component of the QIE Office’s strategy to maintain and enhance the QAES. It is used to:

• Compare NCI’s award classifications and graduate outcomes against publicly available data from other institutions.
• Identify areas where NCI is performing well and areas for improvement based on national and international standards.
• Benchmark services as part of the Service and Support Function Quality System, providing insights into how service delivery can be enhanced.

2.9 Administrative and Support Service Reviews

The NCI Administrative/Support Service Review Process is designed as a self-assessment process that enables staff in non-academic units to critically review the fitness for purpose, efficiency, effectiveness and impact of our services, policies, procedures and processes. The primary outcome of an Administrative/Service Review is for the team undertaking the self-assessment to have confidence in the effectiveness of their activities and help identify aspects working well and those that require further improvement. The process reinforces staff capabilities in critical self-reflection and strengthens our ability to make informed short, medium and long-term decisions.

The process is designed for use in non-academic areas and will help us:

• Ensure effectiveness in managing and monitoring the impact of policies, procedures and processes on the student experience, retention and success as well as enhancing operational consistency.
• Identify and disseminate good and innovative practices that could be seen as exemplars to other areas of NCI.
• Identify opportunities for further improvement that will impact on the quality of stakeholder experiences.
• Review the quality of the NCI stakeholder experiences across differing levels, lengths and locations of engagement.
• Document policy and procedural alignment with internal and external compliance requirements and standards, including those of the HEA and QQI.

The process can be tailored to meet the scope of any self-assessment process via consultation with the QIE Director.

2.9.1 The Review Process

 2.9.2 Stage 1: Self-Assessment Report (SAR) Prepared

A Self-Assessment Report (SAR) is the core document within the review process. The SAR is a self-reflective and critical evaluation completed by a small team of individuals within the unit/centre responsible for the policy/procedure/process under review. Similar to a SWOT analysis, the SAR is developed usually by one individual within the Self-Assessment Team to provide a self- critical account of the effectiveness and consistency with internal and external requirements (as appropriate) of the policy/procedure/procedure under review. A SAR template document is provided to aid discussions. However, in instances when assessing the evidence behind external compliance – such as the QQI Code of Pastoral Care for International Students) – it suggested a customised template be used to underpin the evidence collection and critique process. The following key aspects of commentary should be included in the SAR:

• Outline of the aims, objectives and goals of the policy/procedure/process under review. How effectively do we believe we are in meeting the aims, objectives and goals? When were they last reviewed/refreshed? How do we monitor impact and effectiveness? What are the reasons behind selecting this for review now?
• Comment on the strengths and weaknesses of the existing policy/procedure/process. What are the key steps/aspects? Are these considered fit for purpose? Are there any gaps or shortcomings known that need addressing/fixing? How is transparency and consistency in implementation achieved and monitored? How visible and accessible is the policy/procedure/process to key stakeholders?
• Outline the governance, management and monitoring arrangements - including identifying key stakeholders, key staff with roles and responsibilities for the design, delivery, implementation and monitoring effectiveness. What data is collected and analysed to assess operational effectiveness? How is stakeholder feedback collected, actioned and responded to? What complaints/appeals processes are in place? How do you know these are accessible and effective? What examples can you give of actions undertaken as a result of feedback on stakeholder experiences or data analysis? How do you know management, governance and monitoring processes are effective?
• What internal and external factors are currently considered in relation to this policy/procedure/process being applied? How have practices been benchmarked against internal and external exemplars? How do you have confidence in alignment with internal external compliance requirements (where appropriate)? How is alignment and consistency of application monitored and maintained?
• Outline how the impact and risks of the policy/procedure/process are identified, measured and monitored? What improvements have been made or are proposed as a consequence? How have impact and risks been assessed – communicated – escalated – managed/mitigated? What has been the overall impact for stakeholders?

The SAR should be used to highlight:

A package of supporting evidence should be submitted alongside the SAR to QIE to instigate the peer review element of the process. Suitable documents may include:

• A copy of the existing relevant policies, procedures, processes under review.
• A copy of all associated guidelines/documents/work instructions prepared and distributed for internal and external stakeholders.
• Any pertinent data analysed/gathered on how the policy/procedure has been delivered/implemented over the past 3-5 years.
• A copy of any/all relevant internal and external analysis or reports.
• A copy of any/all relevant external regulations/guidelines or requirements.
• Any data and trend analysis of stakeholder feedback/complaints etc.

Completion of the SAR is likely to be between 2-4 weeks depending on the size, scope and staffing complement of the Self-Assessment Team.

2.9.3 Stage 2: Pre-meeting

Following completion of the desk-based analysis a pre-meeting will be held between the QIE lead and the policy/procedure owner(s). The purpose being to agree the subsequent meetings to be undertaken with key stakeholders (internal and external – if appropriate) and a notional schedule for peer review will be developed.

The pre-meeting will seek to:

• confirm that the SAR and supporting documentation are well-matched to the process of review and identify emerging areas for discussion.
• agree the schedule of meetings and activities to be conducted and timescales for
• completion.
• identify and agree any specific additional qualitative or quantitative documentation that might be required in advance of, or during, the meetings.

Following this meeting, QIE will appoint a peer review team (usually 2-3 people depending on complexity and scope, chaired by an internal reviewer to minimise burden on externals and enhance consistency) that will complete a desk-based analysis of the documents submitted. Any further evidence required will be requested at this stage. The timescale for the analysis being completed will be agreed upon in advance with the policy/procedure /process owner and will be proportionate to the nature and urgency of the area under review. Notionally, the desk-based analysis would be completed within a two-week period.

2.9.4 Stage 3: Panel Meetings

Following the desk-based review Panel meetings will be undertaken usually over one day in duration - depending on the scope under review. The Panel will include a designated Chair (usually an NCI Executive Group Member) that will lead discussions during the meetings and lead preparations of the post-meeting report. The process will be supported administratively by QIE. The final meeting will include an oral report to the self-assessment team delivered by the Panel Chair. This will enable initial findings and recommendations to be discussed prior to a report being drafted.

2.9.5 Stage 4: Reporting

Up to two weeks after the oral report is delivered, a brief findings and recommendations report will be prepared by QIE on behalf of the Panel. The report, including an executive summary, will be submitted to the policy/procedure/process owner for factual accuracy checking in advance of being finalised. The policy/procedure/process owner will be given up to two weeks in which to comment in advance of the report being shared with the relevant Director/Executive member.

2.9.6 Stage 5: Action Plan and Monitoring 

One month after the report is finalised the policy/procedure/process owner will be asked to submit an action plan to QIE. Action plan progress will be monitored by QIE. QIE will also play an active role in disseminating the outcomes of the review, particularly the good practice identified through the process through the QIE SharePoint site.

If significant causes of concern are however identified, the relevant member of the NCI Executive will be asked to consider the risk management strategies to be applied or whether a wider discussion is required within the Executive, as appropriate. Any resource implications will be considered within the NCI Annual Budgeting process.

2.9.7 Monitoring, Evaluation and Complaints

QIE will regularly monitor and evaluate the effectiveness of the review process. Those that engage in the process will be asked to complete a brief online questionnaire on the appropriateness and suitability of the process and the benefits and impact of engagement. Any complaints on the procedures or disputes should be make directly to the QIE Director.

2.9.8 Summary of Review Process and Notional Timeline

*Timescales will vary in line with the urgency and scope of the review and the quality and quantity of evidence (oral and written) provided)

2.10 Process for Updating Quality Assurance System in National College of Ireland

NCI’s QAES can only be effective if it is aligned to the current needs of learners, staff and external stakeholders in business, industry, community and public/wider civic society. It is therefore of the utmost importance that this system is continuously reviewed and updated. The policies supporting the system are reviewed arising from the outputs of the academic governance structures.

The following structures are in place to facilitate feedback to occur within the system, thus allowing for the implementation of the necessary changes to occur. There are other instruments such as feedback surveys and focus groups, identified throughout the handbook.

1. Senior Management Team
2. Executive Group and its Sub-Committees:
   • Academic Operations Committee
   • Health & Safety Committee
3. Academic Council and its Sub-Committees:
   • Research Committee and its sub-committees
   • Learning, Teaching & Assessment Committee (LTAC)
   • School Committees and their sub-committees
   • Exam Board and its sub-committee

Meetings of Academic Council and its sub-committees will normally take place on a Wednesday afternoon to facilitate maximum participation of all members of the Committees. It is the responsibility of the Chair of these committees to ensure that minutes are recorded, and action items are followed up on. It is the responsibility of the Secretary of each of the Committees to present minutes of meetings in a timely manner, normally within 5 working days of the meeting and that actions impacting or requiring change to the QAES are brought to the attention of the DQIE

All committee structures listed above are required to present an annual report to Academic Council each year. Recommendations for change to the existing QAES presented at any stage throughout an academic year will be reviewed by the Academic Programmes and Quality Committee. This process is recorded by the DQIE and presented to the Committee for review. Prior to presentation to the APQC, the DQIE will, where appropriate, research and/or consult with appropriate stakeholders regarding the impact of the change.

The APQC will present a report detailing the recommended changes that need to be made to the QAES annually. When/if these changes are approved by Academic Council, the QAES will be revised to reflect the approved changes. On completion of this task, the APQC will report back to Academic Council. This process will be undertaken annually and changes will be reported to Governing Body and QQI as part of the Annual Quality Report in February each year.

The QAES is an institutional-wide system, therefore, any issue that arises concerning quality around college processes can and must be communicated to the Director of QIE without delay. The DQIE will then present any such concerns to the next sitting of the Academic Programmes and Quality Committee. Should the issue warrant it, a special meeting of either committee may be called. The College will also incorporate all methods of feedback used within college structures and external to college structures. External structures include programme submission panels, programme review panels and institutional review panels.

Ensuring the quality of the College's academic programmes involves the active participation of the Academic Council, Schools, College committees, staff, faculty, learners and external stakeholders. The roles of key participants in this process are outlined

1. Version Control for Policies