1 Quality Assurance in Italian Universities Gianfranco Rebora, University Cattaneo – LIUC (Italy) Matteo Turri, University of Milan (Italy) EURAM 2010.

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Quality Assurance in Italian Universities

Gianfranco Rebora, University Cattaneo – LIUC (Italy)

Matteo Turri, University of Milan (Italy)

EURAM 2010

Back to the Future

19-22 May 2010 – Tor Vergata, Rome

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This paper aims

to review the main events in the development of evaluation activities in Italian universities from 1993 to the present day,

to explain the reasons of poor results coming from a relevant collective effort

to find some relevant evidence also in the optics of pubblic management and governance

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QA/ Evaluation

• Not a very specific concept…

• … comprehends different approaches, methodologies and practices referred to definition, development and assessment of quality, aiming to improve the ability of institutions, staff and students to meet HE goals (which are debated not fixed beforehand)

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2007 – 2009 Bologna ProcessStocktaking Report 2009

• Stage of development of external QA systemStage of development of external QA system 3• Level of student participation in QA 2• Level of international participation in QA 2

Report from working groups appointed by theBologna Follow-up Group to theMinisterial Conference in Leuven/Louvain-la-Neuve28-29 April 2009

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Why do results seem poor?(of QA in Italian experience)

1993- 2009:• Evaluation and QA

activities and practices have been growing at a fast rate

But results seem poor:- Accountability ?- Improvement ?

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IDEA

METHODS USE

BODIES

Inertia, opportunism

andunforeseen

or undesidered

effects

Components of an evaluation system Institutional and Organisational

Impact:

Knowledge-Learning

Improvement

Accountability

Conceptual framework

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The critical point: How evaluation is used

• The “actual use” according to Patton (1997, p.20) is the best way to understand the value of evaluation activities and the efforts dedicated to it. We considered:

• Generating knowledge• Improvement• Accountability• non-use, given that in some cases no use is made of

evaluation output

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The Italian QA story: three stages

• 1993-1998: start up

• 1999 – 2006: a surfeit of information and very few results

• 2007-2009: stalemate

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BodiesKind of use

1993-1998

Start up

1999-2006

Information diffused

2006-2009

Stalemate

Ev. Units Instituted with the aim of verify “the administration of state funding, productivity in teaching and research”

Charged to develop the assessment techniques established by CNSVU and to make an annual report

Continuing activities

OVSU Collects extensive information

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CNVSU Replaced the OSVU:-Collecting data- consultancy and assistency to ministerial requirements

Merger with CIVR

Anvur: instituted by law in 2006, delay prolonged to 2010

CIVR In charge of research evaluation

(exercise 2001-03)

Starts new exercise

2004-08 (2010)

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How QA has been used: an overviewKind of use 1993-1998

Start up

1999-2006

Information diffused

2006-2009

Stalemate

Knowledge

Accountability

Improvement

No use

Growing and diffused knowledge

This use of evaluation “causes embarrassment” because it provides justification for university government actions that cannot be taken”

Path of improvement has been interrupted (in research field)

No use of evaluation prevails – risk is avoided

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1999-2006: a surfeit of information but very few results

Universities interpreted this greater autonomy by increasing the number of degree courses and adopting opportunist behaviour such as increasing the number of competitions for lecturing positions, at times dealing with career opportunities in an underhand way

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This university was admitted…

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2007-2009: stalemate

• 2007: a law decided the merger of the CNVSU and CIVR and the setting up of the ANVUR

• 2008: the new government modified the set-up of Anvur• 2009: the new rules are on the way of final approval, but

the Agency is not yet beginning its activity • 2010: a new research evaluation exercise is now

starting (2004-2008): CIVR is still in charge of it• Universities must now manage relevant cuts in their

budgets with the risk that future rules about evaluation will increase the pressure for compliance and conformity

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Lessons learned

1. To emphasize (to stress) the USE (of evaluation) helps to understand things

2. The field of Higher education is open /very sensitive to accept evaluation

1. International (European) drive2. Availability of core competences3. Culture/past experiences of research

3. Governance matters1. University system governance2. Institution level

4. Two different vision are in conflict:1. Administrative/ bureaucratic2. Professional

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3. Governance problems have negative impact on use of

evaluation

– University system level

– HE Institutions level

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At University system level

• An administrative/ bureaucratic approach prevails on a more substantial and professional one

• Minimum quality requisites have a very formal intepretation

• Lack of resources/budget and political events influence the continuity of QA practices: es. CIVR/VTR after 2006

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At HEIs level

A weak type of governance like the one in Italian universities is disinterested in evaluation because it involves making decisions that no one has the strength to make:• Several rectors saw evaluation as a stimulus and tool for

governance but then had difficulty in finding the necessary consensus for re-election

• A sudden reduction in the autonomy of evaluation units is however quite common after the election of a new rector

(MINELLI E, REBORA G., TURRI M. (2008). How can evaluation_fail? The case of Italian universities. QUALITY IN HIGHER EDUCATION. vol. 14)

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Mismatch between macro level initiatives in QA and micro level experienced needs

We can remove it by:– establishing a threshold in order to prevent the

diffusion of weak higher education initiatives – abolishing rules that impose specific organisational

patterns and limit strategies of differentiation– providing rules that university leaders (rectors, deans

and the various coordinators of teaching activities) can use in order to validate and strengthen their strategic choices and their government structure

– promoting autonomy and a more competent professional approach of central bodies and agencies operating in the field of HE

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How QA has been used: an overviewKind of use 1993-1998

Start up

1999-2006

Information diffused

2006-2009

Stalemate

Knowledge Predominant Extended: Most frequent use Most frequent use

Accountability the attempt to use quantitative data to influence decision - making and the allocation of funds has failed

Decisions are postponed

Improvement Lack of involvement of universities in self evaluation procedures that could generate learning

VTR: stimulated various disciplines to discuss and define their criteria of excellence for research

Lack of involvment continues

VTR was interrupted

No use abundance of bulky and generic documents which are not used, as most teaching staff are unaware that they exist

abundance of bulky and generic documents which are not used, as most teaching staff are unaware that they exist