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Implementation of actions is typically a non-linear process i.e. there may be many adjustments and iterations to the action over time and attribution of enhancement to iQR alone is simplistic. The identification and selection of KPIs is key for informing the iQR process stimulating ideation and later when attempting to quantify the impact of QA. This paper presents a study of approaches to managing impact related to iQR within the Irish University sector that may contribute to more responsible QA.

 

This paper was presented at EQAF and reflects the views of the named authors only.

Implementation of actions is typically a non-linear process i.e. there may be many adjustments and iterations to the action over time and attribution of enhancement to iQR alone is simplistic. The identification and selection of KPIs is key for informing the iQR process stimulating ideation and later when attempting to quantify the impact of QA. This paper presents a study of approaches to managing impact related to iQR within the Irish University sector that may contribute to more responsible QA.

 

This paper was presented at EQAF and reflects the views of the named authors only.

Managing the impact of internal quality review in Irish universities

David O’Sullivan, Elizabeth Noonan, Roisin Smith, Aisling McKenna, Roy Ferguson, Gary Walsh, Siobhan Harkin

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