Internal quality development and
assurance in HEIs
Seminar on quality assurance in higher education in
Armenia
Yerevan, 4 June 2007
Karin Riegler
Senior Programme Manager, EUA
INTRODUCTION
European University Association (EUA)
EUA: main representative organisation of universities
(c750) and their national Rectors’ Conferences (34) in 46
countries across Europe
Mission: to ensure that universities have the means to
fulfil their three-fold mission (research, teaching and
services to society)
 Policy development and advocacy
 Support to members (projects, services & publications)
 Particular focus on Bologna process implementation
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INTRODUCTION
Higher education in Europe:
a complex environment
National priorities: great variety of national policies and
corresponding requirements on HEIs
Bologna process: a larger Europe looking for convergence
through common structures and tools - focussing on
teaching and learning
[Lisbon strategy: a smaller Europe with ambitious
economic and social goals – focus on research and wider
societal transformation process]
Internationalisation/globalisation: increased
competition, growing global higher education market,
debate on trade in educational services
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EUA ACTIVITIES
Quality assurance: an essential tool for
European HEIs -> EUA activities
Institutional Evaluation Programme (since 1993): 170 higher
education institutions in 37 countries
Projects:
 Quality Culture (2002-2006): 150 institutions in 30 countries
 EMNEM- European Masters New Evaluation Methodology –
guidelines for internal QA of joint master programmes (2006)
 Creativity in Higher Education (2006-2007): 32 institutions in 20
countries
 European Forum for Quality Assurance (2006-)
Policy debates on the European dimension of QA (E4, European
Standards and Guidelines, register of QA agencies)
National and international activities
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LESSIONS LEARNED
Lessions learned from EUA activities
All HEIs have deficits
There are frequently analysed common deficits
There are no “one-fits-all” solutions, but it is possibel to
define common principles for internal quality
There is no single definition of quality or excellence
-> relative concepts
Quality is not a neutral concept, but closely related to
ideology and power (who defines quality in which way, who
is accountable to whom etc.)
Direct correlation between autonomy and quality culture
Autonomy and accountability – a fragile balance
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RECOMMENDATIONS (1)
Recommendations for internal quality
General principles:
 ESG as a tool for internal quality, not as a checklist
 Institutional mission and goals as primary points of reference
for all quality processes (fitness for purpose)
 Focus on the global picture, i.e. the institution as a whole
 A shared concept of quality among the university community
-> quality culture
 Continuous improvement, and not “punishment” for noncompliance, as the main purpose of internal quality measures
-> future orientation
 Mindful of the effects of quality measures on creativity and
innovation
 Complement internal quality processes with external elements
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RECOMMENDATIONS (2)
Recommendations (2)
Processes:
 Selection of priority areas for internal quality on the basis of
institutional self-evaluation
 Linking university data collection and analysis with internal
quality processes
 Balancing transparency with confidentiality
 Ensuring effective feedback loops on outcomes of internal
quality processes (follow-up) and communication to the
university community
 Avoiding overly bureaucratic or complicated processes
 Avoiding costly procedures -> cost/benefit analysis is essential
(include intangible costs such as stress, loss of morale, etc.)
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RECOMMENDATIONS (3)
Recommendations (3)
Actors:
 Broad involvement of the university community (students,
academic and administrative staff) in the development of
internal quality measure (bottom-up)
 University leadership to fully endorse and backup the
implementation (top-down)
Cooperation
 Information updates on European/international debates
 Exchange of experiences and good practices with other HEIs,
nationally and internationally
 Using opportunities for benchmarking
 Active participation in national negotiations about the scope of
quality measures
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FURTHER INFORMATION
Thank you very much for your attention
www.eua.be
[email protected]
Institutional Evaluation programme:
http://www.eua.be/index.php?id=58
Quality Culture:
http://www.eua.be/index.php?id=111
EMNEM – Quality of Joint Masters:
http://www.eua.be/index.php?id=110
Creativity in Higher Education:
http://www.eua.be/index.php?id=109
European Forum for Quality Assurance:
http://www.eua.be/index.php?id=108
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