Dublin City University:International Engagement,

Implementing Bologna and contribution to MTE-EUA

programme development

Dr. Noel Murphy

• DCU’s commitment to International Engagement

• Overview of the Bologna Process

• Implementing Bologna in Ireland

– the National Framework for Qualifications

– DCU’s Academic Framework for Innovation

• MTE-EUA project

– DCU’s involvement and contribution

Overview:

Through its mission to transform lives and societies through education, research and innovation, DCU will ... act as an agent for social, cultural and economic progress at the individual, national and international levels.

– Almost 2,000 international students from 114 countries attend DCU.

– 30% of our undergraduate student body are non-traditional (Mature, Access, Disability, Distance Learners).

Over the next five years we will ...

– Enrich the educational offerings for our postgraduate students by expanding the provision of Structured, Enterprise-Academic and International Joint programmes

– Enhance our translational research impact by developing significant partnerships with national and international institutions

– Establish a small, dynamic, global network of partner universities in regions prioritised in DCU’s Internationalisation Strategy ... Including the Middle East

DCU’s International Commitment:

Programme or Initiative 2010-2012   DCU CoordCOST Action 1 1Erasmus Academic Network 1  Erasmus Multilateral Projects 1  Erasmus Mundus Doctoral programme 1 1EU CIP 1 1EU Leonardo 1  EU Lifelong Learning 1  EU Public Health Agency 1  European Space Agency  1 1

FP7 Coordination and Support Action 1  FP7-ENV 1  FP7-HEALTH 2 1FP7-ICT 11 1

FP7-IDEAS-ERC 1 1FP7-NMP 3 1FP7-PEOPLE 16 12FP7-SCIENCE-IN-SOCIETY 4 2FP7-SEC 1  FP7-SME 2  IAPP 1 1Integration Fund Community Actions 2009 1  INTERREG 2  Tempus 5  

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Programme or Initiative 2010-2012   DCU CoordCOST Action 1 1Erasmus Academic Network 1  Erasmus Multilateral Projects 1  Erasmus Mundus Doctoral programme 1 1EU CIP 1 1EU Leonardo 1  EU Lifelong Learning 1  EU Public Health Agency 1  European Space Agency  1 1

FP7 Coordination and Support Action 1  FP7-ENV 1  FP7-HEALTH 2 1FP7-ICT 11 1

FP7-IDEAS-ERC 1 1FP7-NMP 3 1FP7-PEOPLE 16 12FP7-SCIENCE-IN-SOCIETY 4 2FP7-SEC 1  FP7-SME 2  IAPP 1 1Integration Fund Community Actions 2009 1  INTERREG 2  Tempus 5  

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University of CreteCranfield University

European University AssociationLinnaeus University

Yarmouk University

Bologna Process − EHEA by 2010– System of comparable degrees in three cycles (ug/gr/dr) – System of Credit Transfer (ECTS) + Diploma Supplement – International Transparency and Recognition– International Mobility of Learners, Graduates & Staff– European co-operation and standards in QA:

– Evaluation of programmes + institutions, including internal assessment, external review, participation of students and publication of results

– Develop national frameworks of qualifications– Increase competitiveness,

– but balance with strengthened social cohesion and reducing social and gender inequalities both at national and at European level

Why have a Qualifications Framework?

■ For learners, it clarifies the status of a qualification and how to progress from one qualification to another;

■ For education and training providers it defines the standards, in terms of knowledge, skills and competencies, to be achieved by persons qualifying for an award;

■ For employers and other stakeholders it describes the knowledge, skills and competences which can be expected from holders of a qualification.

■ Promotes coherence, comparability and transparency across the education system,

■ Encourages access, transfer and progression through the system,

■ Develops lifelong learning opportunities and develops individual and collective human potential.

National Framework of Qualifications

The mechanism for implementing above goals– Defines and describes the Learning Outcomes at each

level in strands:• Knowledge – Breadth; Kind• Know-how and skill - Range; Selectivity• Competence - Context; Learning to Learn; Insight

– Defines relationship between levels by Learning Outcomes– Positions certain key qualifications at the appropriate level

on basis of their learning outcomes– Legislative Dimension– Widespread consultation, research and development– Had to be acceptable to and usable by stakeholders with

diverse philosophies of learning

Irish Framework Architecture

■ A single framework encompassing all post first-level awards made in the State;

■ 10 levels in the Framework: • second level: 1 to 6; • higher education, further education and training: 6-10

■ The Framework is “outcomes based”:

• Each level is defined by a Level Indicator

- a series of statements defining the knowledge, skills and competences to be acquired by the learner for an award at that level.

Irish Framework Architecture

Irish Framework Architecture

An Award Type is a class of named awards (e.g. Masters Degrees) at the same level sharing common features.

An award-type may be Major, Minor, Special-purpose or Supplemental.

Major award-types are the principal class(es) of awards made at each level and are characterised by a broad range of learning outcomes

Minor award-types do not have the full range of learning outcomes associated with the major award-type(s) at that level.

Special purpose award-types are made for specific, narrow purposes,

Supplemental award-types recognise the acquisition of additional or updated knowledge, skills and competencies.

Level Award Type

10 Doctoral Degree and Higher Doctorate

9 Masters Degree and Postgraduate Diploma

8 Honours Bachelor Degree and Higher Diploma

NFQ and the Irish Universities

• Later, slower adoption than HETAC/FETAC where it was mandated by legislation

• Significant difficult issues, especially wrt postgraduate qualifications level 8/9, − Higher/Graduate Diplomas in particular

• 2007 – Framework Implementation Network – IUA; NQAI, Universities, Linked Colleges, etc:

3 Working Groups:– Disciplinary Learning Outcomes– Assessment of Learning Outcomes– Award Naming and Titling

• 2012 – NFQ now universally used by institutions/ educators/ learners

• New overarching body: Qualifications & Quality Ireland (QQI)

Learning Outcomes

• Clearly identify what a learner can demonstrate as a result of successfully completing a part of a learning programme

• Shift of focus from Teaching to Learning

• Challenges to teaching and especially assessment approaches

Irish Framework Architecture

The Level Indicators are defined under eight strands:

1. knowledge - breadth

2. knowledge - kind

3. know-how and skill - range

4. know-how and skill - selectivity

5. competence - context

6. competence - role

7. competence – learning to learn

8. competence - insight.

Level Indicators eg. Level 8 vs 9

Knowledge – Breadth: Level 8 Knowledge – Breadth: Level 9

An understanding of the theory, concepts and methods pertaining to a field (or fields) of learning

A systematic understanding ofknowledge, at, or informed by, theforefront of a field of learning

Knowledge - Kind: Level 8 Knowledge - Kind: Level 9

Detailed knowledge and understanding in one or more specialised areas, some of it at the current boundaries of the field(s)

A critical awareness of current problems and/or new insights,

generally informed by the forefront of a field of learning

Know-how and Skill - Range: Level 8 Know-how and Skill - Range: Level 9

Demonstrate mastery of a complex andspecialised area of skills and tools; use and modify advanced skills and tool to conduct closely guided research, professional or advanced technical activity

Demonstrate a range of standard and specialised research or equivalent tools and techniques of enquiry

• For students, assessment defines the curriculum – Certain things may be seen as more important than other simply

because they are easier to assess– For academics they sometimes feel forced to ‘teach to the test’

• Formative and Summative assessment have a role:– Assessment as/for learning Vs assessment of learning

“Students can, with difficulty, escape from the effects of poor teaching, they cannot (by definition if they want to graduate) escape the effects of poor assessment”.

(Boud, 1995)

The Pivotal Role of Assessment

The Pivotal Role of Assessment

•Learning & Teaching Activities

Designed to meet LOs

If assessment drives the curriculum then we must make sure that it drives the right things! (Biggs, 1999)

DCU: Academic Framework for Innovation

• Strategic Plan mandated wide-ranging Curriculum Reform– Review of the entire degree portfolio– Flexible student-centred learning

• Implement Bologna/NFQ– Alignment with appropriate NFQ level– Comparability/Mobility (Learning Outcomes)– Flexibility

The DCU AFI Process

• Review and redesign all Programmes to use Learning Outcomes– All programme outcomes now rewritten– AFI Fellows to guide local process– All modules rewritten by May ’09– Still need work

• On assessment• Programme Review

• New Marks & Standards• Upgrade to MIS

Implementation used in DCUTop Down Approach

Module coordinators involved at later stage

Mainly involves Programme Chairs initially

Module Descriptors

Programme Descriptors

NFQ Descriptors

Learning OutcomesCourseworkAssessment

Indicative Syllabus

Disciplinary Programme OutcomesOther Programme Information

Generic DescriptorsNFQ Level Descriptors

More coherent approach

than bottom

up

DCU Process: Support for Developers

• ‘Learning Outcomes Week’:– Introduction to LO paradigm– Learning from other institutions– Role of LOs in student learning– Events for programme chairs– Round table discussion:

• Workshops and clinics• Web/print resources• Coursebuilder system• Debate: “Academic choice and flexibility - friend or

foe”• AFI Fellows – one per school/dept• Key issues

– Clarity on mandatory requirements vs. autonomy– Space to debate issues

Working with Professional Organisations

Engineers Ireland- Also require a Learning Outcome-based approach- Now requires Masters-level for professional engineer status

Programmes must enable graduates to demonstrate (to a certain standard under 7 headings):

a) Advanced knowledge and understanding of the mathematics, sciences, engineering sciences and technologies underpinning their branch of engineering.

b) The ability to identify, formulate, analyse and solve complex engineering problems.

c) The ability to perform the detailed design of a novel system, component or process using analysis and interpretation of relevant data .

Working with Professional Organisations

Programmes must enable graduates to demonstrate:

d) The ability to design and conduct experiments and to apply a range of standard and specialised research (or equivalent) tools and techniques of enquiry.

e) Understanding of the need for high ethical standards in the practice of engineering, including the responsibilities of the engineering profession towards people and the environment.

f) The ability to work effectively as an individual, in teams and in multi-disciplinary settings, together with the capacity to undertake lifelong learning.

g) Ability to communicate effectively on complex engineering activities with the engineering community and with society at large.

Working with non-Bologna Systems

NFQ/Bologna introduction in Ireland accompanied by

− Semesterisation and Modularization

− makes mobility of students easier

− biggest remaining difficulty is synchronisation of academic calendars – even within Ireland

European Credit Transfer System (ECTS)- Clearly defined measure of student workload- Fairly compatible nationally and across EU- Possible to translate to other approaches such as student credit hours, but often need to keep both approaches side-by-side

Standards and Guidelines forQuality Assurance in the EHEA

Part 1: Internal QA within HEIs

1.1 Policy and procedures for quality assurance

1.2 Formal mechanisms for Approval, monitoring and periodic review of programmes and awards

1.3 Students should be assessed using published criteria, regulations and procedures which are applied consistently.

1.4 Procedures for QA of teaching staff - qualified and competent.

1.5 Adequate and appropriate Learning resources and student support:

1.6 Institutions should collect, analyse and use relevant information for the effective management of their programmes/activities.

1.7 Institutions should regularly publish up to date, impartial and objective quantitative and qualitative information, about the programmes and awards they offering.

Standards and Guidelines forQuality Assurance in the EHEA

Part 2: External QA of HE

2.1 External QA procedures should examine effectiveness of the internal quality assurance processes

2.2 Published Aims and objectives of QA processes should determine their design.

2.3 Formal external QA decisions should be based on explicit published criteria applied consistently.

2.4 External QA Processes should be fit for purpose.

2.5 Published Reports should be clear and readily accessible to its intended readership.

2.6 QA Follow-up should be clear and implemented consistently.

2.7 External QA should be on a clearly defined cycle

2.8 There should be System-wide analyses.

Standards and Guidelines forQuality Assurance in the EHEA

Part 3: Standards for external QA agencies

3.1 External QA agencies should take into account the presence and effectiveness of the external quality assurance processes.

3.2 Agencies should be formally recognised and comply with any relevant legislation.

3.3 Agencies should undertake external QA at institutional or programme level) on a regular basis.

3.4 Agencies should have adequate and proportional resources

3.5 Agencies should have clear and explicit goals and objectives for their work, contained in a publicly available statement.

3.6 Agencies should be independent of third parties such as HEIs, ministries or other stakeholders.

3.7 The processes, criteria and procedures used by agencies should be pre-defined and publicly available.

3.8 Agencies should have in place procedures for their own accountability.

What’s MTE-EUA about?

Design, development, implementation, accreditation

of three taught Masters programmes

in Telecommunications Engineering

at Yarmouk University, Irbid, Jordan

• Relevant to local market needs

• Internationally comparable and compatible

• Building on EU developments in Higher Education

How did it come about?

Visit to DCU by YU President and two Deans - Nov 2009

• Send Masters/PhD students to English-speaking universities in Europe

• Jordan academics/HE system quite US-centric

• Interest in taught postgraduate and industrially relevant programmes

• Stability of the country was a factor that interested us

Yarmouk – one of the two major public universities in Jordan

− New university like DCU, with programmes geared toward industry

− Jan 2010: asked to contribute to Planning Tempus project – to reform an existing MSc. program in Wireless Communications Engineering

– to introduce new tracks in related fields

Why are we involved?School of Electronic Engineering, DCU

• operating a flexible taught postgraduate programme since 1990

• specialism in Telecoms Engineering since 1996/97

• collaborative version with Wuhan University in China since 2006

• involved in a curriculum reform Tempus project in the late-1990s organised by Poznan University of Technology, Poland

– a positive experience that led to subsequent research collaboration

…“apart from the possible benefits of collaboration, we thought it would be useful to us (DCU) to ensure that we also achieve the same objectives of relevance,

practicality and quality to which they (YU) aspire”.

DCU’s Input to Tempus MTE-EUA

Knowledge of an NFQ, based on Learning Outcomes

Knowledge and experience of QA/QI procedures

Particular expertise in Telecoms and Management

Experience in the development of Masters Level Programmes

Experience in Accreditation of Engineering programmes for Professional (Chartered) Engineer recognition

Links between Learning Outcomes approach and assessment

IT systems for QA and student support

Strengths in• International collaboration• Quality Assurance processes• Experience with international IET Accreditation

Strengths in• Curriculum development• Teaching methodologies and study models• Industry needs; Surveying methodology

Strengths in• Industry-oriented programs• Industrial needs in the telecommunication sector • Engineering Management and Marketing

Strengths in• Project management; Market analysis & Surveying • Technical expertise• Management IT System Development

And who else is involved?

What has it achieved so far?

Three industry-relevant Masters programmes in Telecoms and Telecoms management designed – teaching materials being developed;

Underpinned by market research for industry, student and society needs;

Solid understanding of Bologna-type educational structures by JO Partners (credits, learning outcomes + matched assessment, layered QA structures and processes);

Trust and good working relationship built across all of the project partners

Quality Control structures • implemented for the project • designed for the operating programmes

Website and Documentation management systems to support the project

Information System for QC on programme well-progressed

Professional Accreditation process by the IET well underway.

What will be the durable benefits?

Mutual respect and understanding between the participants• New personal networks in a new region for us

Compatible programmes and modules • will allow the exchange of expertise, staff, students and teaching

materials between Jordan and the EU

Professional Development of academic staff of JO partners

A network of collaboration with EU institutions for JO partners

Strong links between JO Partners and local Industry in Jordan

Improvements in our programmes and processes in DCU

…and more that we are only beginning to realize