CONSIDERATIONS FOR THE FORMAL CREATION OF A QUALITY ASSURANCE AGENCY FOR CATHOLIC UNIVERSITIES IN AFRICA AND MADAGASCAR (ACUQA)

Preamble

1. This discussion paper attempts to synthesise the conclusions deriving from the Study Visits to Ireland in 2010 and subsequent consideration by the ACUQA Management Team and Advisory Board.  The conclusions are largely consistent, so it may be safe to presume an emerging consensus.  Thus, it is presented as a proposal so that it may easily be adapted as a formal constitutional document, if found acceptable.
2. It is emphasised that the project is now reaching a critical time, when it either takes off or fades away. The reasons for the initiative in the first year arose from a genuine concern fo the quality and sustainability of Catholic universities in Africa which has not abated. Thus, post pilot phase, and certainly by October 2011, ACUQA should be formally constituted and the role of ACUHIAM in this is critical.

Foundation Principles of ACUQA

3. Deriving from the existing organisational frameworks and overarching policy considerations, the following are advanced
1. the binding documents of Pope John Paul II on Catholic Higher Education, Sapentia Chrlstiana for the Sacred Sciences, and Ex Corde Ecclesiae for Catholic universities in general, provide firm foundations with which ACUHIAM can identify;
2. It is considered essential that ACUHIAM enhances its interest in QA through the establishment of a quality agency as part of its organisation with the support of SECAM if possible. The backing of the local magisterium will be important in further strengthening the legitimacy of the agency;
3. the distinctive characteristics of Catholic Education evident in the lived ethos of ACUHIAM should be mainstreamed in emerging processes of quality assurance.  QA processes at both intra-institution and agency level will be concerned not only with academic indicators, but also with Catholic ethos and culture indicators.  These should be evident in all instruments that ACUHIAM endeavours to develop for QA purposes;
4. ACUQA activities will be in tandem with the priorities of the Catholic Church in Africa especially with regard to the call to be the agents of transformation in society, promoting social justice and reconciliation, and in general being champions of the Social Teaching of the Church with regard to contemporary issues in Africa and the world.  Thus ACUQA has the mandate to be relevant and to contribute to helping the Church become more relevant to the social realities on the continent;
5. there are already QA systems in institutions which can be greatly enhanced by harmonisation and comparability with one another.  This enhances national and international credibility. These QA systems should be enhanced regardless of language, nationality or culture;
6. the well recognised international principle of universities establishing cooperative organisations for QA is relevant to this situation and this, in fact will be ACUQA’s position.  It implies an important role for ACUHIAM.  The autonomy of each institution is not to be put under threat or compromised; it will rather be enhanced through the Agency whose main work will clearly be that of helping the Institutions fulfil their distinctive missions with their specific mandates.  The agency will give QA support to the implementation of what each institution holds dear;
7. the Agency will be autonomous, which is a necessary imperative of any Quality Agency;
8. the Agency will be supportive and advisory in respect of participating institutions.  Its recommendations – general or institutionally specific – will need to be deliberated and acted upon by the institutions themselves and their governing authorities;
9. the Agency will cooperate as appropriate with other relevant organisations, including national, regional and local governments; national quality agencies; SECAM and the national and regional Bishops Conferences, the Congregation for Catholic Education and AVEPRO, FIUC.

Legal Status of ACUQA

4. This will need to be established at an early date.  It could be, inter alia:
1. a subset of ACUHIAM;
2. a formal inter-institutional Consortium
3. a charity.

This is an important issue and will condition approaches to liability, employment of staff, financial integrity.

5. Following from previous paragraphs, it seems the most desirable status is as a part of ACUHIA, but it need to be guaranteed academic independence and operational autonomy.

Activities of ACUQA

6. In order to develop constructive and positive relations with institutions, the Agency is expected to facilitate, inter alia
1. the development of a Q. culture within institutions;
2. the conduct of external peer reviews to pass judgements on QA arrangements and make recommendations for Q. Improvement;
3. the production of guidelines on special themes such as PhD training, institutional research (databases), the student experience in first year etc;
4. joint research projects;
5. mobility of students and introduction of common credit systems;
6. dialogue sessions with individual institutions to discuss external reviews, highlight problem issues;
7. the organisation of conferences on specific topics;
8. common mechanisms for dealing with public relations and media issues;
9. development of the website;
10. consultancy from abroad on specific issues.

Governance and Organisation

7. The Agency will be governed by a Board whose functions will be to
1. promote the quality of the network of member institutions, the knowledge of Christian revelation and related matters, the teaching of sacred and other relevant sciences, associated scholarly activity and the role of HEI as evangelistic organisations;
2. establish a philosophy of quality assurance and enhancement and an associated sense of strategic decision;
3. establish the policies, objectives, criteria instruments guidelines and evaluation procedures to give effect to the overarching philosophy;
4. approve, monitor, maintain and review a strategic plan for the Agency, in the light of evolving circumstances and opportunities;
5. ensure the Agency operates in accordance with principles of impartiality, professionalism, independence, transparency and probity;
6. establish and sustain constructive, positive and supportive relationships with institutions;
7. ensure constructive relationships exist with national quality or accreditation agencies, in the interests of member institutions;
8. keep abreast of international developments in quality assurance;
9. ensure the financial health and probity of ACUQA; the adequacy of its staffing and resource base; approve the annual budget and accounts;
10. ensure a good public reputation for the Agency, especially with its sponsoring organisations, bishops conferences and other relevant stakeholders;
8. The membership of the Board shall comprise:

• President of ACUHIAM (ex-officio);
• President of SECAM (ex-officio);
• An Archbishop;
• one Francophone former Rector;
• one Anglophone former Rector;
• one International expert in quality assurance;
• one representative of Civil Society;
• one student;
• one co-opted member;
• maximum of two additional making a total of eleven.

9. It is envisaged that:

• apart from the ex officio members, members will be appointed by the Board itself;
• normal term of office would be five years;
• a system of variable lengths of office would need to be agreed for the first board to ensure continuity;
• the Board shall elect a Chair and Vice Chair;
• There will be one or two meetings per annum

10. The Agency will be managed by a Chief Executive Officer, who will be responsible for, inter alia:

• proposing potential members for appointment;
• convening the Board and serving as its Executive Secretary;
• managing the Office and its activities;
• preparing and managing the implementation of the strategic plan;
• calling an Annual Forum of heads of the participating institutions to review progress and discuss future initiatives and procedures. This will take place as a normal feature of ACUHIAM’s Annual Conference

Funding and Financial Consideration

11. ACUQA will produce an annual budget of expenditure and income, together with a three year projection of both elements and will publish annual accounts.
12. Re. expenditure, it is estimated at present that this will encompass

• salaries of CEO and assistant CEO – $3.5k and $2.5k per month respectively - $6,000 per month and $72k p.a. (plus usual add-ons?);
• ongoing running costs of the office e.g. $?k per month = $? p.a.;
• costs of institutional review visits;
• honoraria;
• travel;
• accommodation;
• travel and accommodations costs of staff
• rent for office – rent free!
• support of advisers to draft guidelines, supervise activities by (possibly by secondments);
• Website and other communications;

13. Re. income, a profile will need to be built up likely to comprise

• initially, pump-priming support from international Catholic charities, likely to be phased out over time;
• subscriptions from member HEI;
• fees levied on institutions for cost of external review visits;

14. The financial management of ACUQA will be undertaken by the CEO and overseen by the Board, using relevant specialist financial administration of SAUT if appropriate (costs to be negotiated).
15. An indicative first year budget would need to be worked out as a matter of priority.

Some Operational Considerations

16. There seems general agreement that the initial location of the ACUQA Executive/Office should be at the St. Augustine’s University of Tanzania, building on the commitments already make by the University, and the fully equipped office is already established.
17. In principle, once the relative steady state, the languages of ACUQA would be English, French, Portuguese and Swahili.  However, in the first instance English and French seem to be the most feasible from a cost point of view.  Translation costs will need to be built into the budget.
18. There will be an obligation on the organisation to act according to best practice financial and report regulations (of ACUHIAM, assuming ACUQA forms part of CUHIAM).  This will include the preparation of annual budget and multi-year budget, audited accounts, an Annual Report and a Strategic Plan.

Conclusion

This paper is intended to present a coherent organisational framework for ACUQA, building on previous discussions, which can, of course, be adapted as a constitutional document.  It does not address questions of how ACUQA will be set up nor any timetable for its inception.  This is probably best done as a separate paper.