School of Art, Design & Printing College of Arts & Tourism Dublin Institute of Technology Response to Report by School Review Panel 18 November 2010
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Executive Summary Academic Quality Enhancement context The terms of reference for the DIT School Review process are outlined in the Handbook for Academic Quality Enhancement and provide for a strategic overview of the School. This is the first School Review within the School. School Review Visit The Review Panel visited the School on 24 th and 25 th March 2010 and met with staff of the School and College, students and graduates. The School found the process of the review to be positive and the engagement with the Panel, while rigorous, was useful and supported serious reflection on the future direction of the School. Commendations The School is gratified that the Review Panel was very impressed with the attitude of the staff and commended the School for the friendly and positive discussions, the quality of its programmes, the attitude of staff and enthusiasm of the students it met. The School is also particularly gratified that the Panel made twenty specific commendations and highlighted: The strong engagement with various sectors including involvement with relevant international and national boards and panels. 3
The Schools mindfulness of the changing operating environment and approach to academic planning. Evidence that the School/College structure is supportive of creativity and innovation. The strong spirit of resilience of the staff and the willingness to embrace change. Recommendations The Review Panel made eleven recommendations. They reflect the proposed School Development Plan (chapter 3 of this document) submitted by the School and, in particular, the list of Key School Activities for 2010 to 2015. Some of the recommendations are made to the College and Institute: Recommendation 4 is for a staff workload allocation model. Recommendation 10 underlines the importance of ensuring that access to Institute facilities such as the library and satellite buildings is maintained at the least and enhanced where possible, in line with student and staff needs. 4
1. Commendations The Review Panel particularly commended the following: 1.1 Commendation one The engagement of staff during the review process in preparation and presentation. The staff recognise the importance of the School Review in the Quality Enhancement (QE) process and used the opportunity not only to improve and develop programme delivery but also engaged fully with the spirit of the strategic review of School process, procedures and activities. 1.2 Commendation two The clear strategy employed in undertaking of review and the succinctness of the review documentation. The School commenced preparation for the Review in March 2009 and the Steering Committee had its first meeting in April. Six Steering Groups were set up and a series of workshops for all staff were held during the course of the review. In September a leading representative of each sector (Fine Art, Design, Printing) was invited to address the School on the key issues facing them. Each Programme Teams and Committees also carried out a full review of their activities. 1.3 Commendation three The use of staff intranet for the Review Panel but also as staff information resource. The staff intranet was set up by the School over five years ago to provide access to QE documentation such as External Examiner 5
reports, Q5 documents, programme documents etc. School policies and procedures are also available along with useful templates (module descriptor etc) and forms for assessment, health and safety issues, financial matters etc. The Review Panel was given access to the intranet for the duration of the Review Process. 1.4 Commendation four The strong engagement of students and graduates with the Review Panel. The School engages fully with the QE procedures regarding student representation on committees and, in addition, staff maintain very good informal relationships with students and graduates. This was clearly reflected in the number of graduates who met with the panel in addition to their contribution to the discussion. 1.5 Commendation five Evidence of strong engagement of the School s staff with the various sectors including involvement with relevant international and national boards and panels. A key policy of the School is to encourage and support staff engagement with their sectors. In addition, the School takes active interest in sectoral issues by contributing to reports, taking part in the organisation of national events such as the annual Design Week Ireland and hosting international conferences such as the annual Association Typographique Internationale in September 2010. Members of staff hold, or have held, significant roles in national and international organisations such as the presidency of the Institute of Designers in Ireland, Chair of Visual Artists Ireland, Board of the Irish Print Museum, President of the European League of the Institutes of Art and many more. 1.6 Commendation six The School s engagement with external agencies, industry and professional bodies in informing currency, curriculum development and research issues. 6
The development phase of the new BA in Visual and Critical Studies (commenced in September 2010) included three seminars with leading national and international academics, journals, museums and galleries etc. This approach to ensuring that the School s activities and relevant and appropriate is fundamental across all areas. 1.7 Commendation seven The enthusiasm within the School for a commitment to developing a research profile. The appointment of a Research Coordinator for the School in January 2010 has been a catalyst for developing a School research strategy to focus efforts for maximum value. The School is also committed to engaging with GradCAM, the collaboration between key art & design schools on the island for developing fourth level education. 1.8 Commendation eight The strong recognition and usage of student and staff central support services. The Institute strategy for ONE DIT is central to the School s vision of providing a rounded experience for students and ensure there is no unnecessary duplication of resources. 1.9 Commendation nine The good working relationship with DIT and College administrative structures and strong working links with DIT functions. The School Executive recognise the importance of working with College and Institute policies and procedures to ensure a positive experience for both staff and students. 1.10 Commendation ten The engagement of professional and academic external examiners. The School is committed to developing an international reputation for excellence and the appointment of recognised experts is essential to maintaining the quality of its programmes. 7
1.11 Commendation eleven The strong community engagement of the School. Community engagement and the development of learning communities is a fundamental element of the School vision. This is manifested in the BA in Visual Art that was developed in partnership with the Sherkin Island Development Society and a close working relationship with the Community Links Office to produce a range of modules that support engagement with many different community groups. 1.12 Commendation twelve The ecologically sensitive practice which is developing environmentally friendly approaches. The conversion of three printing presses to alcohol free operation and the reduction of volatile organic compounds (VOCs) across the School s laboratories and workshops is a priority. 1.13 Commendation thirteen The use of international assessors as part of review panel. The School s vision to develop an international reputation for excellence can only be achieved by engaging with recognised international experts. The School is particularly satisfied that its achievements to date have been recognised and commended following a thorough and rigorous process of review by such experts. 1.14 Commendation fourteen The School s mindfulness of the changing operating environment and approach to academic planning, in relation to its plans to increase of student numbers. The School recognises the challenges arising from the recent global crisis and acknowledges the need for increasing the value that can be exploited from existing resources. However, the plan to increase student numbers is based on soundly identified academic opportunities and is rooted in the ability to ensure quality in all areas of delivery. 8
1.15 Commendation fifteen Evidence that the College/School culture is supportive of creativity and innovation. 1.16 Commendation sixteen The School s attempt to encourage a level of cohesiveness among staff team despite disparateness of departments and locations. The School recognises that the ONE DIT vision must be reflected in all aspects of the Institute. This approach is essential in supporting an international reach and extracting the maximum value from increasingly limited resources. The move to a single campus in Grangegorman will significantly improve the opportunity for cohesion if this approach to working together is the norm. 1.17 Commendation seventeen The strong spirit of resilience of staff team in the face of current challenges and their willingness to embrace change. The School is fortunate in having a team of staff that is self-aware, committed, enthusiastic, and extremely able. The structures adopted by the School have been designed to facilitate staff in addressing new opportunities while supporting the maintenance of excellence as a first principle. 1.18 Commendation eighteen The engagement of staff teams in programme review. This is a reflection of the commitment to excellence that staff bring to School. 1.19 Commendation nineteen The engagement of students in quality enhancement processes. The commitment demonstrated by staff is reflected by a matching commitment and engagement by students. 9
1.20 Commendation twenty The weekly meetings between programme/year coordinators and students/class representatives. 10
2. Recommendations 2.1 Recommendation one The Panel considers that, while there is evidence of good practice in relation to learning, teaching and assessment, a School policy and strategy is needed in this regard which will address issues such as consistency of practice and approach across programmes and modules and will build upon best practice. Paragraph 2.4.2 of the School Development Plan addresses learning and teaching and proposes the implementation of a teaching forum with the aim of developing the capacity of students for independent learning. The forum, which commenced during the last academic year, is addressing all areas of learning, teaching and assessment so that a coherent, appropriate and deliverable policy will result. 2.2 Recommendation two While there is evidence of innovative use of technologies to support learning, the School should develop a coordinated and integrated strategy for the use of technology across programmes, in particular use of Webcourses to provide basic programme information. The use of technology to support remote learning on the BA in Visual Art delivered in Sherkin Island is currently being disseminated across the School as a first stage in an emerging strategy. The School developed a module in 2009 for exclusive delivery in the online virtual world of Second Life. This year it has been integrated with the set of optional modules offered across all programmes in the School. Facebook is being piloted across a selection of programmes this year to evaluate its effect on engaging students in online discussion. 11
2.3 Recommendation three The School should continue to monitor the deployment of resources in order to protect the quality of the student experience. This recommendation arose from discussion about the School s projected increase in student numbers and decrease in academic staff. The panel was particularly concerned that proposed new textbased programmes should not result in a depletion of resources for the existing successful practice-based programmes. Timetables for 2010/11 have now been running for almost a full semester and the new and existing programmes have been integrated successfully for modules in critical theory. The Programme Teams/Committees, Teaching Forum, School Forum and the School Executive will monitor these developments. 2.4 Recommendation four In the context of planned developments, the School/Institute should update its staffing strategy and recruitment model and investigate the potential for developing a staff workload allocation model. While this is essentially a recommendation not only for the Institute but the wider sector, the School Executive is exploring how it might develop a workload allocation model. 2.5 Recommendation five The School should improve and update student handbooks in order to engage students more effectively and these handbooks should be disseminated annually to ensure that students are kept up-to-date with DIT, School and programme processes, procedures and services. Student handbooks are an essential learning support and are produced independently by each programme in line with the Quality Enhancement Handbook requirements. In September this year a committee started working on a new template. 12
2.6 Recommendation six The Panel welcomes the appointment of a School Research Coordinator but it recommends that the School generates a School Research Policy and Strategy including a clear vision and plan. The School Research Coordinator was appointed in January 2010 and, working closely with the School Executive and active researchers, is in the process of formulating a vision and strategic plan that will incorporate a research policy. The first iteration will be completed by the end of the current academic year. A peer-reviewed quarterly publication will be launched in January 2011. 2.7 Recommendation seven The School should maximise the opportunities to build upon and celebrate its engagement with industry, communities and cultural organisations. In addition to maximising the potential of its links and activities by publishing details on the DIT website the School has started a number of projects including: a formal celebration of the thirtieth anniversary of the Visual Communication degree (arising out of a proposal from the chair of Design Business Ireland); a lecturer in Design has been appointed chair of the national organising committee for Design Week Ireland; and an annual public lecture series commences in December 2010. 2.8 Recommendation eight The School should continue to forge links and synergies between its constituent elements, as well as within the College and Institute, with a view to maximising potential to share knowledge, expertise and resources. A set of optional programmes commenced delivery across all programmes in the School in the current academic year (2010/11). The School is also engaged with GradCAM (the Graduate School of Creative Arts & Media) in the development of a structured MPhil and PhD programme. A range of new taught masters programmes will be developed with GradCAM for commencement in September 2011. 13
2.9 Recommendation nine The School should fully employ DIT s procedures for quality enhancement in particular the student feedback mechanisms and use it as a tool to inform programme development. Programme Committees/Teams will be asked to demonstrate engagement with student representatives and evidence of full implementation of the student feedback mechanisms. 2.10 Recommendation ten The College/Institute should work to ensure that access to Institute facilities such as library and satellite buildings is maintained at the least and enhanced where possible, in line with student and staff needs. While this recommendation is directed at the College and Institute the School will ensure that it keeps the importance of access on the wider agenda in the face of increasing financial pressure. 2.11 Recommendation eleven The School should review the specialist printing and copying needs of programmes to ensure that appropriate facilities are in place. The School has already engaged in consultation with ICT Services and met with RICOH, the company supplying on-site printing to DIT, to discuss the development of a strategy for providing specialist printing and copying services appropriate to the particular programmes delivered by the School. 14
3. School Development Plan The key outcome of the School Review process is an enhanced School Development Plan. The plan is informed by the Institute s strategic plan 1 and has the following strategic priorities: 3.1 Summary of strategic priorities Exploit the range of choices provided by the modular system across the Institute to enable students develop new areas of creative practice. Continue to deliver professional education in art, design and printing at all levels up to and including PhD. Integrate practice-based degree programmes with the new visual and critical studies degree programme. Use emerging technology to support delivery and provide flexibility for students. Offer a matrix of taught masters programmes. Build capacity to supervise at doctoral and post-doctoral level. Resource a programme of academic research and scholarship. 3.2 Positioning of School 3.2.1 Demand for programmes Increase taught student numbers (under- and post graduate) to over 800 by 2015. Increase percentage of first preferences in the CAO System from 30 percent to 60 percent by 2015. Build capacity to have 10 PhD students registered by 2015. 1 Dublin Institute of Technology Strategic Plan 2009 2011 http://www.dit.ie/media/documents/aboutdit/president/approved%20strategic%20plan%202009%20-11.pdf 15
3.2.2 Competitive position of School Maintain an active role in Heads of Art and Design in Ireland. Lead the development of GradCAM. Continue active engagement with international bodies such as ELIA, ATypI, ISTD, Cumulus, IAG at SIVA. 3.2.3 Key sectors 3.2.4 Key drivers in external environment impacting on the School National restrictions on employment. Increasing budget cutbacks. Restrictive practices associated with controls imposed on public sector bodies. Outcomes from forthcoming Hunt Report into the Higher Education sector. 3.2.5 Key drivers in the internal environment New College structure. New budget allocation mechanism. Preparation for move to Grangegorman campus. 3.2.6 Marketing the School Set up a team to expand and maintain the School website. Build content on DIT Arrow repository of knowledge. Establish a second-level school visits calendar. 3.3 Challenges and opportunities for the School 3.3.1 Challenges Implementing the new College and School organisational structures. Addressing knowledge gaps that arise when retiring members of staff are not replaced. 3.3.2 Opportunities Synergies resulting from new College structure. Move to single campus in Grangegorman. 16
Increasing success of GradCAM. 3.4 Key School activities for 2010 to 2015 3.4.1 Programme development Integrate core undergraduate programmes with new textbased programmes Develop matrix of taught masters programmes. Build range of optional modules for delivery across the School. Build range of elective modules for delivery across the Institute. Build on the emerging suite of Executive Education and Training programmes in the Print & Packaging and Design sectors. 3.4.2 Learning and teaching Implement the teaching forum with the aim of developing the capacity of students for independent learning. Develop a School policy for the use of Webcourses on taught programmes and devise a strategy for implementation. Extend the range of modules supported by podcasting, social networking opportunities, virtual environments etc. 3.4.3 Research and scholarship Rebuild capacity to lead a major EU-funded research project annually. Establish the Drawing Lab as a recognised research centre of the Institute. Harness the existing expertise in virtual delivery for research activity. Publish six papers/conference publications annually. Staff to publish at least one book or chapter of a book every second year. Present at least two fine art exhibitions annually. 3.4.4 Links with professional sectors Maintain leadership role on National Design Week Committee. Maintain leadership role on the Council of the Institute of Designers in Ireland. 17
Maintain leadership role on the Print & Packaging Forum and Print & Packaging Skillnet. Continue joint partnership with Design 21 Century. 18