University College CorkStrategic Plan2009 - 2012

University C

ollege Cork Strategic Plan 2009 - 2012

Coláiste na hOllscoile CorcaighPlean Straitéiseach2009 - 2012

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09 -

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Réadlann CrawfordCrawford Observatory

1. Foreword 2

2. FromRegionaltoGlobalandBack 4

3. Vision,MissionandValues 6

4. StrategicGoals 8

5. LeadingActions 10

6. Context 12

7. ImplementingourStrategy 16

Teaching,Learningand

theStudentExperience 17

Research,Innovation

andCommercialisation 20

ExternalEngagementand

theContributiontoSociety 23

ResourcesandInfrastructure 26

PositiveStaffExperience 29

MonitoringProgress 31

Contents

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Foreword

ClockTower,TheQuad�

UniversityCollegeCorkenjoysarichintellectualin-heritance.Ourcitygrewfromthe6thcenturymonasticsiteontheUniversity’sdoorstep.Inthe12thcentury,classicalandnativelearningwasnurtured,andtransmit-tedbeyondourshores.AtthedawnoftheRenaissance,Cork’sseafarerswereexploringtheworld.Itsscholarswerehonouredbyforeigncourts,exemplifiedbyDonPhilipO’SullivanfromtheBearepeninsula,a16thcenturyauthorityonnaturalhistory,knightedbytheSpanishCourt.Thepoet,EdmundSpenserwasaCork-basedproprietor.WilliamPetty,fatherofpoliticaleconomy,andRobertBoyle,afoundationalfigureinthedevelopmentofmodernsciencewere17thcenturylandownersintheneighbouringMunstercountiesofKerryandWaterford.Thephilosopher,WilliamThompson,whocoinedtheterm,“socialsciences”,farmedin19thcenturyWestCork.Ourregionalancestorsplacedahighvalueonlearninganddiscovery.

UCCowesitsimmediateoriginstoCork’sprosperityinthe18thcenturywhenthecitybecameacentreofinternationalimportanceincommoditytrading.Lateinthatcentury,Cork’smerchantsfinancedthecreationofamedicalschool.In1803theRoyalCorkInstitution,modelledontheRoyalSocietyofLondon,wasestab-lished.Offeringlecturesinagricultureandscience,itincludedanextensivelibrary.Researcherswhocollectedantiquitiesandmanuscriptsonitsbehalfbecameleadersinthedevelopmentofarchaeologyandethnography.19thcenturyscholarsandotherpublicfiguresassoci-atedwiththeRoyalCorkInstitutioncampaignedfortheestablishmentofauniversityforthecityandprovince.

Sinceitwasconstitutedin1845,UCChas,withdistinc-tion,educatedgenerationsofstudentsfromthroughoutMunsterandIrelandandsustainedtheregion’straditionofinquiryandcreativity.Today,itsagendatranscendsnationalborders,andtheUniversityisasignificantdestinationforinternationalteachersandstudents.

Thisdocument,updatingtheUniversity’sstrategicplan,commitsallofusinUCCtobuildingonthecoursesetinpreviousplans:demandingexcellenceinallwedo,valuingresearchandinnovationalongsidethebest

teachingandlearning,respondingtoachangingsocietyandbeingglobalinourambitions.

Theplangivesprimacytotheresponsibilityoffulfill-ingourregionalroletoworld-classstandards.UCCplaysaleadingpartinenhancingthecultural,socialandeconomicwell-beingofourprovince,Munster,andofIrelandasawhole.Thisenhancementofregionalresourcesandexpertiseiswhatattractsforeigndirectinvestment,underpinslocalenterpriseandstimulatesculturalendeavour.Theextenttowhichwecontributetoregionaldevelopmentwillbeamongthemostcriticaltestsofoursuccessoverthenexttenyears.

UCCdeliversgloballysignificantcontributionsinresearchandinteachingandlearning.Weexcelinanumberofnicheareas,andourambitionistocontinuallybroadenthatportfoliobycarefulprioritisationintheinvestmentofourresources.Externalvalidationwillsupportusinthatendeavour.Wemaintainacorrespondingcommitmenttothebeststudentexperiencethatwecanafford.Wewillcontinuetodeliverprogrammesvaluedbysociety,usingthemostup-to-dateteachingmethodologiesandavailingofstate-of-the-artfacilities,complementedwithampleandenrichingextra-curricularopportunities.WewillensurethatinternationalstudentswillfindfulfilmentinUCC,onavibrantcosmopolitancitycentrecampus.

Thisplanhasbeendevelopedatatimeofsignificanteconomicchallenges.Itprioritisescertainactionstostrengtheneconomicoutput,toencourageinternation-alisationandtofosterpartnershipsandsustainabilityinsupportoftheGovernment’sframeworkforeconomicrenewal.Itstressestheimportanceofdeliveringgreatervalueformoneywhilediversifyingincomesourcesinsupportofsustainingagenuine“knowledgesociety”.

Finally, thisplanhasbeendevelopedthroughtheengagementofstudents,staffandawiderangeofexternalstakeholders.Iwouldliketoacknowledgetheenthusiasmandsupportofallparticipants.UCC’ssuccessistestimonytoeachstaffmember’sdedicationtoourlearningmissionandIamconfidentthatthisdedicationwillsecuretherealisationofourambitions.

Dr Michael B. MurphyPresident

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FromRegionaltoGlobalandBack

SunDial,President’sGarden�

2.1. UniversityCollegeCork(UCC),NationalUniversityofIrelandCork,issitedinIreland’ssecondcityintheprovinceofMunster.UCC’smotto“Where Finbarr taught let Munster learn”bindsustothesixthcenturymonasteryandplaceoflearningestablishedbySt.FinbarrinGouganeBarra.UCCwasestablishedin1845asoneofthreeQueen’sCollegesinCork,GalwayandBelfast.Aregionalfocuswasafunda-mentalattributeoftheUniversitythroughoutthetwentiethcenturyandthemajorityofitsgraduateswerefromMunster.UniversityCollegeCorkisnowamajorresearch-intensiveinternationaluniversity,withaplaceinthetoprankingsofworlduniversities.Withthisstrategicplanupdateweaimtoextendourinternationalinfluenceandglobalreachwhilstretainingourregionalperspective.

2.2. Ouressentialambitioninthenewmillenniumisthatallourgraduates,atboththirdandfourthlevel,willhavethecapabilityofcontributingsignificantlyintheirchosenfieldsacrosstheglobe.Toachievethis,ourstrategicdirectionwillbetowardsthehigheststandardsofqualityinteaching,learningandresearch,andtheembeddingofanoutwardandinternationalperspectiveinallofouractivities.

2.3. Thecampustodayishometoover18,000studentsincluding2,000internationalstudentsfrom93countries.Ouracademicandresearchstaffoperateinthecontextofinternationallycompetitiveresearchandathirdofourstaffarefromoverseas.Ourstrategicallianceswithworld-rankinguniversitiesinAsia,EuropeandNorthAmericaensurethatwelearnfromandcontributetothebeststandardsofteaching,learningandresearch.Progressiveinternationalisa-tionhasbroughtsignificantbenefitstostudentlife,andthequalityofthestudentexperiencethatweprovide,inturn,attractsthebrightestandthebeststudentsbothnationallyandinternationally.

2.4. Ourglobalinteractionshavebeenfoundedontheprinciplesofhonesty,integrity,respectforhumanity,andunstintingendeavour.AsaleadingIrishandEuropeanuniversitywewillbuildonourlonghis-toryofachievementbyourstaffandalumniandweembracethechallengeofstrengtheningoursignificanceontheworldstage.

2.5. Thechallengesofthetwenty-firstcentury–sus-tainablefoodproduction,diseasecontrol,climatechange,preservationoftheenvironment,socialintegration,goodgovernance,theimpactoftech-nologicalinnovationuponsocietyandourculturalheritage,amongothers–cannolongerbesolvedinadevelopedworldcontextalone.Thesearechallengeswhichcanbeaddressedonlythroughcollaborationsbetweendevelopedanddevelopingworlds.Weaffirmourintentiontoseekaglobalcontextforourresearchintheserviceofboththeglobalandregionalcommunity.

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Vision,MissionandValues

WesternGatewayBuilding�

VisionTobeaworld-classuniversitythatlinkstheregiontotheglobe.

MissionInanenvironmentwhichgivesparityofesteemtoteaching,learningandresearchandwherestudentsareourhighestpriority,theUniversity’scentralrolesaretocreate,preserve,andcommunicateknowledgeandtoenhanceintellectual,cultural,socialandeconomiclifelocally,regionallyandglobally.

ValuesOuressentialvaluesarethoseofintegrity,accountabilityandcollaboration.Weaimtoworktothehigheststand-ardsandencourageinitiative,creativityandinnovationinallofouractivities.Wearecommittedtotheintellectualgrowth,socialformationandwelfareofourstudents.Werecognisethestrengththatwederivefromdiversityamongourstudentsandstaffandwecommitourselvestoaglobalfocusinallofouractivities.

IntegrityAdherencetohonestyandthehighestethicalstandardsintheexerciseofallourobligationsandresponsibilities

AccountabilityResponsibilityandownershipfordecisions,actionsandresults.Accountableforwhatisaccomplishedandhowitisaccomplished

CollaborationPartnershiptoenhancetheoverallcontributionthatUCCmakesinIrelandandinternationally,tothemutualbenefitofallpartners

Innovation Creativethinking,innovationanddiscovery,inwhichtheUniversity’sstrengthsareusedtothefull

DiversityMaintainingadiverseandglobally-orientedacademiccommunity

ExcellenceCommitmenttoadynamicintellectualcommunitywiththehighestpossiblestandardsofteaching,learningandresearch

LeadershipEnergyintakinginitiatives, improvingresultsandmanagingrisksforthegoodoftheUniversity

ResponsivenessOutwardlookingwithasenseofurgencyinmeetingtheneedsofsocietyandinmeetingcommitmentstoourstakeholders

Vision,MissionandValues

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StrategicGoals

TheHonanChapel�

Ourgoalsarefocusedonmeetingtheneedsofsociety.Weaimtoequipourstudentswiththeattitudes,attributes,knowledge,skillsandvaluestheyneedtotakeadvantageoftheopportunitiesandchallengestheywillencounterthroughouttheirlives.Ourkeystrategicgoalsareto:

1. Enhanceteachingandlearningand theoverallstudentexperience

2. Enhanceandincreaseinnovation, commercialisationandresearch outputofthehighestquality

3. Strengthenexternalengagement andthecontributiontosociety

4. Strengthenanddiversify theresourcebase

5. Improvethestaffexperience

StrategicGoals

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LeadingActions

EntranceArchway�0

Thefollowingareourleadingactionsforachievementby2012:

1. High quality research-led teachingisatthecoreofourmission.Wewillenhanceinnovativeandinclusiveteachingandlearningactivitiesandstrengthenthefundamentallinkagesbetweenresearch,teachingandlearning.Wewillmaximiseopportunitiesforstudents’intellectualandcreativedevelopmentsothatourgraduatesareeffectiveaslifelonglearnersandinquirers.Wewillprovideaccesstothebestaffordablelearningfacilitieswherestudentsandacademicswillworkincommunitiesofscholarship;whereopportunitiesarecreatedforallstudentstoengageinandbechallengedbyappropriatescholarlyactivityfromtheirfirstyearofundergraduatestudies;andwherestudentswillenjoythehighestpossiblequalitylearningexperience.

2. Wewillstrengthenthestudent experiencebyprovidinggreateropportunitiesforpersonalgrowthanddevelopmentoutsidetheclassroom.Everyprogrammewillseektoprovidestudentswithopportunitiesforplacementthroughvolunteeringactivities,internationalplacementorworkplace-ment.Astate-of-the-artcentrally-located“hub”willintegratecentralteachingsupportandstudentservices.

3. Wewilldevelopimprovedopportunitiesfor lifelong learningincludingcontinuingprofessionaldevelop-mentandexecutiveeducation.Thiswillbefacilitatedthroughstrategicalliancesandpartnershipswithothereducationalinstitutions,professionalrepre-sentativebodiesandvoluntaryeducationalagenciesbothnationallyandinternationally.

4. Wewill increaseflexibility for the learnerbyextendinginterdisciplinaryprogrammesandbyimplementingnewerdegreemodels.Wewillengagewitheducation,communityandbusinesspartnerstoestablisharegionallearningnetworktobuildimprovedprogressionpathwaysbetweeninstitutionstomeettheneedsoftheindividuallearnerandtheeconomicandsocialneedsoftheregion.

5. WewillstrengthenUCC’sroleasafourth-leveluniversity,activeineducatinghighlyskilleddoctoralgraduates.Graduateeducationwillbeenhancedqualitativelyandquantitatively.Doctoralstudentswillreceivestructureddiscipline-specificskills,genericskillsandentrepreneurshipandbusinesstrainingtobetterpreparethemforcareersinanincreasinglyinnovation-focussedsociety.Thenumberofdoctoralgraduateswillbedoubledfrom2003/04levelsandthepercentageofstudentsatpostgraduatelevelwillbeincreasedfrom19%to30%.

6. Wewillusethe2009UCC-wideexternalpeerresearch qualityreviewtoidentifyandprioritiseresearchstrengthsofworld-classimportanceandareasofnationalandinternationalsignificance.UCCwillfocusitsresearchinvestmentonthoseareaswithgreatestcapacitytostrengthentheIrisheconomy,thatleadknowledgecreationataninternationallevelandthatenrichtheculturalexperienceofsociety.

7. Wewillstrengtheninternationalisationthroughpartnershipswithuniversitiesofsimilarvision.Exist-ingstrategicallianceswillbefurtherdevelopedwithalimitednumberofleadinginstitutionsglobally.Partnershipsinthedevelopingworldwillbeenhanced.UCCwillrecruitfromamongstthebeststudentsworldwideandincreasetheinternationalproportionofthestudentpopulationto20%.Opportunitieswillbeexploitedfordeliveringprogrammesoverseas.

8. Wewillincreasenon-Exchequerincomeby50%anddiversify incomesourcestoreducedependencyoncoreStatefunding.

9. WewillcompleteaUniversity-wideexerciseinleadershipdevelopmenttoenableUCCtobestexploitopportunitiesinanincreasinglychallengingenvironmentandtoensurethesuccessfuldeliveryoftheUniversity’sstrategicobjectives.Wewillembedauniversity-widecultureofcontinuingleadershipdevelopment.

LeadingActions

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Context

StoneCorridor,TheQuad��

TheExternalEnvironmentThefollowingareamongthefactorsinfluencingnationalandinternationalhighereducationwhichshapeouruniversityplan:

• Unprecedentedturbulenceintheinternationaleconomy.

• Governmentandthepublicdemandgreateraccount-ability,compliance,measurableachievementand“valueformoney”.

• Inter-institutionalcollaborationisnecessarytomeetthedemandsofinternationalcompetitiveness.

• OECDcountriesareputtingconsiderableemphasisonthecentralroleofuniversitiesinmeetingregionalde-velopmentneedsandsupportingeconomicneeds.

• UniversitiesinIrelandarecentraltonationalstrategicdirectionsasevidencedbytheNational Development Plan 2007-2013andasdocumentedintheGovern-ment’sframeworkforsustainableeconomicrenewal,Building Ireland’s Smart Economy (2008).

• Thereisanemphasisontheachievementofhigheroverallqualityinteachingandlearning,togetherwithashiftinfocustolearner-centeredapproaches.Thereisanambitiontoproduceagreatervolumeofinternationallyrecognisedresearch.

• Entrepreneurshipandtechnologytransferhavebecomehighprioritiesinaneconomythatcannotrelyonmanufacturingindustrytoasgreatanextentasinthepast.

• FundingfromthenationalExchequertosupporthighereducationisdiminishing.

• Internationalcompetitiontoattractthebeststaffandstudentsisintensifying.Studentsareincreas-inglymobileandtheglobaltransnationaleducationmarketisgrowing.

• TheBolognaProcess,aimedatcreatingaEuropeanHigherEducationAreaby2010,hasaprimaryfocusonrigorousqualityassuranceandlifelonglearning.

• Thereisaprogressiveshiftfromformal,institution-boundteachingtotechnology-facilitateddistanceandtime-flexiblelearning.

• Lifelonglearningandcontinuingprofessionaldevel-opmentaredemandedbyemployersandemployeestosupportflexiblecareerpaths,particularlyinerasofrecession.NationalparticipationinlifelonglearningaimstomoveIrelandtowardsthetopquartileofEUcountriesby2013.

• Ambitiousnationaltargetsforimprovedequityofaccesstoeducationhavebeenset,andthepost-graduate,orfourth-level,ofeducationisbeingincreasinglyemphasised.

• Performance-basedfundingisbeingintroducedprogressivelybytheHigherEducationAuthority(HEA).

Context

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KeyAssumptionsIndevelopingourstrategy,anumberofkeyassumptionshavebeenmaderelatingtothefutureofhighereducationsectorsinIrelandandinternationally:

• Nationalpopulationgrowthwillcontinue,anddemandforhighereducationatthirdandfourthlevelwillcontinuetogrow;morespecialisedskills,deliveredthroughhighereducation,willberequiredtomeeteconomicandsocialneeds.

• Highereducationwill remainahighnationalpriority,undertheNational Development PlanandtheStrategy for Science Technology and Innovation,toensureeconomicsuccessandsocialcohesion.Itwillhowever,requirefurtherinvestmentfromincreasinglydiversifiedsources.

• TheNationalForesightexercisewilldelivergreat-erresourcesfortheArts,HumanitiesandSocialSciences.

• NationalstrategyandpolicieswilldemandgreaterintegrationandrationalisationofdisciplinesamongIrishuniversities;thestrategywillbeimplementedthroughgreatercohesioningovernance,leadership,managementandservicedeliverymethods.

• Giventhehigherskills requiredtoremainaninternationallycompetitiveeconomyandsociety,andinlightofresourceconstraints,prioritywillshiftfromanexpansionofuniversitystudentpopula-tionstoensuringthatuniversitieshavetheabilitytofullyrespondtotheneedsofacademicallytalentedstudents.Thisshiftfromquantitytoqualitywillbeaccompaniedbymoreeffectivepoliciestoensurethatresourceconstraintsdonotpreventtalentedstudentsfromsecuringthebenefitsofuniversityeducation.

• Universities,InstitutesofTechnologyandCol-legesofFurtherEducationwillretaindistinctbutcomplementaryrolesinhighereducationwiththesectorscollaboratingmoreeffectivelytomaximiseopportunitiesforlearners.

• Inamoreconnectedworld,theneedsofdevelopingcountrieswillfiguremorehighlyintheinternationalpolitical,socialandeducationalagenda.Theprimaryglobalobjectiveistosustainandenhancethequalityoflifeofthehumanpopulation.

ThePlanningProcessThisplanwasdevelopedbyaninclusiveUniversity-wideprocessthroughextensiveconsultationwithstudents,staff,alumni,externalagenciesandotherkeystakeholders.ThroughUCC’sdevolvedorganisationstructures,planstomeettheUniversity’sstrategicgoalsweredevelopedbytheCollegesof

• Arts,CelticStudiesandSocialSciences

• BusinessandLaw

• MedicineandHealth

• Science,EngineeringandFoodScience

andbyeverymajoradministrativeunit.Theseunderpinningplansareavailableathttp://www.ucc.ie/en/strategicplanning

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OgamStone,StoneCorridor,TheQuad ��

ImplementingourStrategy

Seekers of Knowledge, 1994,AnnetteHennessy��

7.1Teaching,LearningandtheStudentExperience

CurrentPosition7.1.1 UCChasover13,000undergraduatestudents

pursuingbachelordegreeprogrammesandover3,000postgraduatestudentspursuinghigherdegrees.Thestudentpopulationincludesover1,500studentsfromnon-EUcountries.TheUniversityiscommittedtolifelonglearningandthereareover2,000part-timestudentspursuingAdultContinu-ingEducationcoursesoncampusandincentresthroughouttheMunsterregionofIreland.

7.1.2 UCCistheuniversityofchoiceforgrowingnumbersofstudents.TheUniversityconsistentlyattractsadisproportionallyhighnumberoftopschoolleaversinthecountryandoffershonoursbachelordegreeprogrammesacrosstheArts,Humanities,SocialSciences,Business,Law,Engineering,Archi-tecture,Science,FoodScience,Medicine,Dentistry,Pharmacy,NursingandtheClinicalTherapies.

7.1.3 UCCprovideseachstudentopportunitiesforintellectualgrowththroughinsightanddiscovery,andpreparationforallaspectsofprofessionalandacademiclifebeyondgraduation.UCCisregardedinternationallyasareferencesiteforthelearningoutcomesapproachtoteachingandlearningwhichiscentraltotheimplementationoftheBolognaProcess.

7.1.4 UCCisaleadingIrishuniversityindevelopinggoodpracticeinteachingandlearning.Arisingfromitsstrengthsinresearch-ledteaching,theNationalAcademyforIntegrationofResearchandTeachingandLearning(NAIRTL)wasestablishedinUCCin2007inpartnershipwithTrinityCollegeDublin(TCD),NationalUniversityofIreland,Galway(NUIG),CorkInstituteofTechnology(CIT)andWaterfordInstituteofTechnology(WIT).Throughitsinnovativeteachingandlearningcentre,Ionad Bairre,UCCactivelypromotesgoodpractice,pro-videsaccreditedteachingandlearningprogrammesforacademicstaffandconductsextensiveresearch.ThroughIonad Bairre,UCCwasthefirstIrishuniversitytointroduceaccreditedprogrammesinteachingandlearninginhighereducation

toMasterslevel.TheUniversity’sstrengthsinteachingandlearningcontinuetobedevelopedthroughpartnershipswithnationalandinterna-tionalinstitutionsincludingHarvardUniversityandtheCarnegieFoundation.

7.1.5 UCCisa leadingIrishuniversityforstudentparticipationinclubsandsocieties.In2008,acomparativesurveyof67,000internationalstudents,undertakenbytheindependentInternationalGraduateInsightGroup,reportedUCCinthetop3outof84institutionsforsportsfacilities,socialfacilitiesanduniversityclubsandsocieties.

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StrategiesWewillfurtherdevelopteaching, learningandthestudentexperienceby:

• supportingstudents’academic,personal,socialandculturalneeds,payingparticularattentiontothoseinfirstyear

• replicatingsuccessfulretentionratesacrossallprogrammes

• continuingtoimproveflexibilityinourprogrammesandexploitingtheopportunitiescreatedbytheBolognaAccord

• providingonlineprogrammestoenabletheremotedeliveryofcoursesandtogrowthecapacityforinternationaleducation

• providingprogrammestosupportandchallengethemosttalentedstudentsandprovidingstudentswiththeopportunitytotakeaccredited“enrichmentpro-grammes”inadditiontotheirmajorprogramme

• furtherdevelopinginterdisciplinaryprogrammestomatchstudentdemandandcollaboratingwithotherinstitutionsinjointprogrammesatundergraduateandpostgraduatelevels

• initiatingtheimplementationofnewdegreemodelsincludingdoubledegreestoenablestudentstostudyfortwodegreesinparallel

• advancingfourth-levelactivities,includingtaughtpostgraduateprogrammes,torebalancetheunder-graduatetopostgraduateratioto70:30

• creating further opportunities for increasingparticipationinoutreach,lifelonglearningandcontinuingprofessionaldevelopment

• wideningparticipationthroughaninclusiveenviron-mentthatembracesdiversityandequality,ensuringthattheobjectivesoftheNational Plan for Equity of Access to Higher Education 2008-2013areachieved

• promotingtheprofessionaldevelopmentofteachingstaffandfosteringthefurtheruseofqualityassurancetoolsinteachingprogrammesaccordingtoEuropeanstandards

• continuingtoleadtheNAIRTLandencouragingstafftoengagewiththeopportunitiesitprovides

• improvingtheengagementwithstudentsintheevaluationoftheirlearningexperiences

• improvingstudentengagementwiththeUniversitybyco-locatingteachingsupportandstudentservicesfacilitiesandbyfurtherexploitingtechnologytoprovideanytime,anywhereaccesstoinformationservicesandinformationtransfer

• extendingtherangeofnon-academicstudentactivitiesthattakeplaceonthecampusandenhancingsportsandrecreationfacilitiestogiveallstudentsagreateropportunitytoparticipate

• implementingtheUCClanguagescheme,strengtheningofthebilingualexperiencethroughoutthecampus

KeyProjectsBy2012:

1. Identifyandexploittheopportunities,withineachprogramme,forprovidingstudentplacementeitherthroughvolunteeringactivities,internationalplace-mentorworkplacement

2. Enhancethecurriculumtoachieveoptimumflexibledelivery,accessibilityandcreditaccumulation

3. ProvideUniversity-widedevelopmentmodulestocaterfortalentedstudentsandtheneedsofthelifelonglearner

4. Engagewithregionaleducation,communityandbusi-nesspartnerstoestablishparametersandprinciplesforaregionallearningnetworktobuildimprovedprogressionpathwaysbetweeninstitutionstomeettheeconomicandsocialneedsoftheregion

5. DevelopnewinterdisciplinaryprogrammesandseekfurtheropportunitiestodevelopjointprogrammesincooperationwithIrishandoverseasuniversitiesandwiththeCorkInstituteofTechnology

6. Followingconsultationwithrelevantstakeholders,seeknecessaryapprovalfromexternalregulatorybodiestointroduceprogrammeswithcontentsufficienttotheawardofdoubledegrees

7. EngageinanexercisetodetermineUCC’scontribu-tiontothenationalrationalisationagenda

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8. Maximiseopportunitiesforupskillingandreskillingbydevelopinganimprovedmodelforthecoordinateddeliveryoflifelonglearning,includingcontinuingprofessionaldevelopment(CPD)andexecutiveeducation,tomeetregionalneedsandtoexploitoverseasmarkets

9. Furtherincreaseaccessforsocio-economicdisad-vantagedstudents,peoplewithadisabilityandmaturelearnersthroughcollaborativepartnershipswitheducationalproviders,communitygroupsandotherrelevantstakeholdersintheregion

10.ImprovetheteachingandlearninginfrastructurebyextendingthemenuofprofessionaldevelopmentprogrammesforteachingstaffandbydevelopingprojectsthatexploitthefullpotentialoflibraryandITfacilities

11.Implementanimprovedprocessforsystematicevalu-ationbystudentsoftheirlearningexperiences

12.Createanimprovede-environmentforstudentsthroughdevelopmentofthestudentportal

13.Improvestudentfacilitiesbyprovidingastate-of-the-artcentrally-located“hub”tohousecentralTeachingandLearningandStudentSupportservices,addingaccommodationspaces,upgradingsportsfacilitiesandprovidingextendedaccesstocampusfacilities

14.CreateastudentGaeltachtandbilingualcommunityoncampussupportedbyanetworkofbilingualservices

TargetsBy2012:

• Achieveafirstyearretentionrateof93%orgreater

• Increasetheproportionofstudentsatpostgraduatelevelfrom19%to30%

• Increaseflexible/part-timeprovisionto15%ofundergraduateentrants

• Increasetheproportionofstudentsfromsocio-economicdisadvantagedbackgroundsto5%

• Increaseenrolmentofstudentswithdisabilitiesto5%

• Increasetheproportionofmaturestudentsto14%

• Increasestudentaccommodationby1000places

• Maintainorimproveonthe2008scoreintheInternationalGraduateInsightGroupstudentsurvey

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7.2Research,InnovationandCommercialisation

CurrentPosition7.2.1 UniversityCollegeCorkisrankedinthetop3%of

universitiesworldwide1.Thisrankingistoalargeextentbasedonthequalityofitsresearchoutputandonpeeresteem.Inthefiveyearsto2008ourpeer-reviewedresearchincomehasgrownby38%,thenumberofjournalpublicationshasgrownby35%2andthenumberofregistereddoctoralstudentshasincreasedby51%.62%ofIreland’smosthighly-citedresearchersarefromUCC3.

7.2.2 TheUniversityhasidentifiedprioritythematicareasofresearchwithinitsColleges,andinter-College,interdisciplinaryandinter-institutionresearchactivitiesarecoretoUCC’sresearchstrategy.TheBioSciencesInstitute,TyndallNationalInstitute,andtheEnvironmentalResearchInstituteareourmajorresearchinstitutes.FurtherinstitutesareplannedintheHumanities,SocialSciencesandintheareaofInternationalDevelopmentamongstothers.UCCishometoanumberofmorespecialisedresearchcentres,suchastheAlimentaryPharmabioticCentre,AnalyticalandBiologicalChemistryResearchFacility,theCorkConstraintComputationCentre,theCentreforCooperativeStudies,theCentreforCriminalJusticeandHumanRightsandtheFinancialServicesInnovationCentre.ThesetogetherwithSFI-fundedstrategicresearchclustersarekeycomponentsofourresearchstrategy.

7.2.3 Weareincreasingouremphasisonthequalityofresearcherrecruitmentandcareerprogressionandonresearchinfrastructureandsupportservices.ProactiveinitiativesarebeingpursuedthroughtheUniversityResearcherAdvisoryGroup.

7.2.4 UCC,incooperationwithCIT,CorkCountyCouncil,theIndustrialDevelopmentAgency(IDA)andEnterpriseIreland,hastakenaleadintranslatingknowledgecreationintoeconomicreturnthroughtheannouncementoftheplanneddevelopmentofIreland’sfirstScienceParkinCork.WehavealsorestructuredtheUniversity’sTechnologyTransferactivitiestoensurecloserpartnershipswithmultinationalsandindigenousindustryinconvertingresearch,developmentandinnovationintocommercialisedproductsandservices.WecontinuetoworkcloselywiththeIDAandEnterpriseIrelandtofosterinnovationandtoenhancenationaleconomicdevelopment.

7.2.5 ThroughtheHEAStrategicInnovationFund,we have partnered with NUIG andTCD incollaborativeresearchinitiativesintheHumanitiesandtheEnvironment.WehaveinitiatednationalresearchanddoctoraltrainingalliancesinFoodandHealth,PharmaChem,Nanoscience,Imag-ing,BioSciencesandMolecularMedicine,HighPerformanceComputing,Environment,Marine,Humanities,andSocialSciences.

7.2.6 Wehaveanextensivenetworkofinternationalcollaborations.Wewillcontinuetodevelopstrategicpartnershipswithworld-classresearchinstitutions,withtheobjectivesofenhancingtheinternationalexperienceofIrishresearchersandpromotingtheresearchreputationofthecountry.

1Source:TimesHigherEducationSupplementuniversityranking2009-rank207outof9,0002Source:EssentialScienceIndicators(ISIThomson)3Source:ISIThomsonHighlyCited

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StrategiesWewillenhanceresearch,innovationandcommer-cialisationby:

• concentratingresearchresourcesinareasthatareproducingresearchatthehighestinternationallevels;thesewillbeidentifiedthroughacomprehensiveprocessofinternationalpeerreview

• consolidatingresearchactivitiesthroughclusteringtoestablishcriticalmassinorganisedresearchunits

• promotingandsupportinglargescaleinterdisci-plinaryresearchprojectsandnewemergingareasofresearch

• enhancingresearchinfrastructuralsupportforArts,Humanities,SocialSciences,BusinessandLaw

• leveragingnationalinvestmentsinresearchthroughparticipationinlargeresearchprojectsatEuropeanlevel

• embeddingresearchachievementasthecornerstoneofrecruitmentandpromotionprocessesandrecognis-ingandcelebratingresearchachievementbystaff

• improvingtheinternationalprofileofUCCasacentreofexcellenceforresearchtraining

• implementingmoreeffectiveprocessesforpromotingandcommunicatingfundingopportunities,andforprovidingfeedbackandmentoringtoapplicantsforexternally-fundedresearchprogrammes

• increasingtheproportionofresearchfundingfromnon-Exchequersources,specificallytargetingEUfundingandindustrysources

• enhancingthequalityofdoctoraleducationbyprovidingstructuredtraining,includingentrepreneur-shipandbusinesstraining,todoctoralstudents

• partneringwithIrishandinternationalinstitutionstodeliverexcellenceinresearch,commercialisationandknowledgetransfer

• engagingproactivelywithgovernment,developmentagencies,professionalorganisations,businessandindustryandthewidercommunity,tostimulateeconomic,social,andculturaldevelopment

• drivingthecommercialisationofresearchandtechnologytransfer,throughmechanismssuchaslicensing,patents,creatingspin-outcompaniesandsupportingexternalstart-upcompanies

• playingaleadroleintheregionalinnovationagendathroughCork’sScienceInnovationandTechnologyParkinitiative

• instillingastrongcultureofentrepreneurshipandinnovationthroughouttheUniversity

• improvingUCC’spositionasaproviderofchoiceforresearchconsultancyservicesinnicheareas

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KeyProjectsBy2012:

1. Completethe2009UCC-wideexternalpeerresearchqualityreviewanduseittoidentifyandprioritiseresearchstrengthsofworld-classimportanceandareasofnationalandinternationalsignificance(in2009)

2. ImplementrevisedarrangementsforthegovernanceandmanagementofresearchinstitutesandcentresandfortheirrelationshipwiththeColleges(in2009)

3. Introduceformalmechanismsfortheestablish-ment,support(andpossibledissolution)ofresearchclusters

4. SelectandimplementasecondgenerationResearchSupportSystem

5. CreateanelectronicInstitutionalRepositoryfordisseminatingUCC’spublishedoutput

6. EstablishdedicatedEUandCollege-specificresearchsupportthroughtheofficeoftheVicePresidentforResearch

7. Establishtheresourcesandinfrastructureneces-sarytofurtherincreasethenumberofdoctoralgraduates

8. Providestructureddiscipline-specificskills,genericskills,entrepreneurshipandbusinesstrainingtoourdoctoralstudentstopreparethemforcareersinanincreasinglyinnovation-focussedsociety

9. Enhancetechnologytransferandtheindustrialandbusinessapplicationofresearchincludingthestrengtheningoftranslationalresearchinthemedicalareathroughengagementwithend-users

10.LeadintheimplementationoftheCorkScienceInnovationandTechnologyParkincooperationwithCorkCountyCouncil,CIT,IDAIrelandandEnterpriseIreland

11.Createadditionalstate-of-the-artbusinessincubationunitstoattractthebestentrepreneursfromIrelandandoverseas

12.FurtherdeveloptheUniversity-widemoduleonentrepreneurshipsupportedbyexternalexpertise

TargetsBy2012:

• Increasenon-Exchequerresearchfundingto30%oftotalresearchincome

• Increaseannualresearchincometo€90m

• Graduate in excess of 200 doctoral studentsannually

• EnsureeveryPhDstudenthasstructureddiscipline-specificandgenericskillstraining

• Increasetheannualnumberofspin-outcompaniestoaminimumoftwoperyear

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CurrentPosition7.3.1 UniversityCollegeCorkplaysavitalroleinthe

regionalcommunityofCorkandMunster.TheBooleLibrary,LewisGlucksmanGallery,MardykeArenasportscomplex,HonanChapel,CrawfordObservatoryandouruniquecampusenvironmentallcombinetoformasubstantialheritageandculturalresourcefortheregion.

7.3.2 TheCorkUniversityPresshelpstopreservethedistinctivenessoflocalculturesandextendsthereachofUCCtonationalandinternationalcommunitiesdemonstratingtheUniversity’scommitmenttothebroaddisseminationofknowledgeandideas.

7.3.3 UCCprovidesawiderangeofprogrammes,inIrishstudies,cultureandheritagethroughwhichitengageswiththeDiaspora.ThroughitssatellitecampusfacilitiesinWestCorkandKerry,throughitsresearchandteachingandthroughitsricharchivalmaterial,UCCinvestssignificantlyinIrishcultureandheritage.ManyoftheactivitiescarriedoutbythedisciplinesofEarlyandMedievalIrish,Béaloideas/Folklore,English,Geography,History,ModernIrishandMusicconvergeononemission;theexplorationandunderstandingofwhatitmeanstobeIrish.UCC’suniqueresourcesandstrengthsinIrishcultureandheritageconnecttheUniversityandtheregiontotheglobalIrishcommunity.

7.3.4 OuroutreachprogrammesareactiveacrossMunsterandIrelandandin2008/09over2000studentsgraduatedthroughoutreachandadultcontinuingeducationprogrammes.

7.3.5 Wehavestrongpartnershipswithregionalemployers,withthehealthserviceandwithfood,pharmaceuti-cal,energyandICTindustries.Approximately70%ofourgraduatesfindemploymentinMunster.

7.3.6 WehavestrategicalliancesnationallywithDublinCityUniversity,NationalUniversityofIrelandGalway,NationalUniversityofIrelandMaynooth,

TrinityCollegeDublin,UniversityCollegeDublinandtheUniversityofLimerick.WehaveastrongcollaborativepartnershipwiththeCorkInstituteofTechnologywithwhichweawardjointdegreesinArchitectureandBiomedicalSciences.

7.3.7 UCChasclosepartnershipswithEuropeanuniversi-tiesandisactiveintheErasmusstudentexchangeprogramme.In2008/09530exchangestudentsstudiedatUCCwhile155UCCstudentsstudiedabroadunderexchangeprogrammes.WeactivelysupportthedevelopmentoftheEuropeanHigherEducationAreaundertheBolognaframeworkandweareactiveinparticipatinginTempusprojectsaimedatimprovingeducationexperiencesinotherEUcountries.

7.3.8 InternationallyUCChasagrowingandrecognisedbrand.OurrelationshipwithAsianinstitutesisakeystrength.OurpartnershipswithChineseuniversitieshavebeenenhancedthroughtheInter-nationalEducationOfficeandthroughourIrishInstituteforChineseStudiesandConfuciusInstitute.WehaveastrongpresenceinternationallythroughourofficesinBeijing,MalaysiaandBostonandthroughourstudyschoolsinChinaandMalaysia.UCCawardsinternationaljointdegreesinAfricawithMekelleUniversity(Ethiopia);inChinawithBeijingTechnologyandBusinessUniversity,HenanUniversityofFinanceandEconomicsandGuilinUniversityofElectronicEngineering;inEuropewiththeUniversityofNijmegen,UniversityofUtrecht,UniversityofHelsinkiandtheEcoleNationaledesTravauxPublics,LyonandintheUSwiththeUniversityofMontana.Internationalstudentsmakeup12%ofthestudentpopulation.

7.3.9 Wehaveanestablishedrecordofsupportingthedevelopingworldthroughtheprojectworkofmanyofourindividualsandgroups.GroupswithinourdevelopingInstituteforDevelopmentalResearchareactiveinprojectsinsub-SaharanAfrica.

7.3ExternalEngagementandtheContributiontoSociety

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7.3.10 WeregardourgraduatesasourglobalambassadorsandavaluableresourcetotheUniversity.Werec-ognisethesignificantrolealumnivolunteersplayinoursuccess.UCCplanstofurtherdeepenandextenditsengagementwithitsglobalcommunityofgraduates.

StrategiesWe will strengthen external engagement and ourcontributiontosocietyby:

• buildingstrongerallianceswithotherIrishuniversi-tiesandwiththeCorkInstituteofTechnologyanddevelopingimprovedcollaborativerelationshipswithinstitutesoftechnologyandwithcollegesofhighereducation

• furtherdevelopingdeepstrategicallianceswithasmallnumberofprestigiousuniversitiesabroadandbyestablishingoverseascampusesandstudyschools;aparticularfocuswillbeplacedonstrengtheningrelationshipswithinstitutionsinChinaandotherAsiancountries

• playingaleadroleinpromotinghighereducationinthedevelopingworld

• moreeffectivelyinteractingwithgovernmentandEUdecision-makers

• establishingourselvesatthecentreofpublicdebatethroughstaffservingonpolicybodiesandadvisoryboards

• adoptingatargetedapproachtoexternalcommuni-cationnationallyandinternationally;strengtheningmarketing,brandrecognitionandourmediapresenceandexploitingtheinternetasaglobalportal

• forgingstrongerrelationshipswithemployers,professionalbodies,industryandthecommunitytodeterminetheireducational,skillsandresearchneedsandtoproviderelevantcourses,programmesandexpertise

• workingcloselywithGovernmenttoensurethatweplayaprominentroleinsettingtheagendaforhighereducationinthefuturedevelopmentofIrelandandEurope

• broadeningtherange,scopeandaudienceofouroutreachprogrammes

• partneringwithregionalcouncilsandotheragen-ciestofacilitateaccesstothecampusforaswideanaudienceaspossible

• hostinglectures,concerts,exhibitionsandothereventstoincreaseinteractionwiththepublic,toraisetheprofileofthevisualandperformingartsandtomaketheUniversity’srichcollectionsavailabletothecommunity

• developingregionalandcommunityrelationshipsthroughpartnership,guidanceandsupport,insocial,culturalandcommunityprojects,andthroughhighprofilepubliceventsoncampus

• consolidatingUCC’spositionasauniversitydedicatedtounderstandingIrishIdentityinthetwenty-firstcentury,strengtheningUCCasacentreofIrishcultureandprovidingaknowledgegatewayforacademicsandinstitutionswishingtoengagewiththeDiaspora

• promotingtheIrishlanguageintheregionandoncampusandprovidingIrishlanguagecoursesandservicesfortheregion

• improvingandenliveningalumninetworksthroughwhichtheirrelationshipwiththeUniversitycanbesupportedandthroughwhichamoreactivegraduatecommitmenttotheUniversitycanbestimulated;continuingtosupportalumnivolunteersintheircontributiontotheactivitiesoftheUniversity

KeyProjectsBy2012:

1. StrengthentheengagementwiththeCorkInstituteofTechnologyandotherinstitutionstoidentifyopportunitiesforgreatercollaboration

2. Furtherdevelopdeepstrategicallianceswithaselectnumberofpartneruniversitiesineachcontinent

3. EnhancethestrategyforinternationaleducationtoincludethefurtherdevelopmentofoverseasstudyschoolsandexternaldeliveryandtoincreasethepercentageofstudentFullTimeEquivalents(FTEs)fromoverseasto20%

4. DevelopandimplementaplantooptimiseUCC’sparticipationineducationinthedevelopingworld

5. IdentifyandimplementmeasurestooptimisetheimpactofUCCinrelationtonationaldecisionmaking

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6. DevelopandimplementanupdatedplantostrengthentheexternalprofileoftheUniversity,optimisingcommunications,marketpositioningandbrandrecognitionincludingconsiderationofrenamingtheUniversity

7. Developcloserrelationshipswithemployers,industryandthecommunitytodeterminetheireducationalandresearchneedsandtoproviderelevantcoursesandexpertise

8. ImplementacoordinatedUniversityresponse,incol-laborationwithregionalstakeholders,tomeetingtheneedsofthoseaffectedbyeconomicdifficulties

9. Establish the International Institute of IrishIdentityatUniversityCollegeCorktomaintainandpreserveIrishculture,todevelopprogrammesonDiasporaStudiesandtoprovidecoursesandexpertise specifically for IrishAmericans andothersinterestedinIrishliteratureandheritage

10.EstablishcentresofInstitiúid na hOllscolaíochta GaeilgeinIrish-speakingareasofMunstertocaterforthirdleveleducationintheGaeltacht

11.ExpandandcultivaterelationshipswithalumnithroughclosercooperationbetweentheAlumniOfficeandtheColleges

TargetsBy2012:

• MemorandumofagreementoncollaborationinplacewiththeCorkInstituteofTechnology(in2009)

• Establishdeepstrategicallianceagreementswithat leastfiveadditionalprestigiousinternationaluniversities

• IncreasetheproportionofstudentFTEsoriginatingfromoverseasto20%

• EstablishexternaladvisoryboardsineachCollege

• IncreasethemembershipoftheGraduatesAssociationtoaminimumof30%ofgraduates

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7.4ResourcesandInfrastructure

CurrentPosition7.4.1 UCChadanincomeof€274min2007/08includ-

ingaresearchincomeof€74m.Exchequerfundingcontributes84%toincome.

7.4.2 OurcampuspossessesanaturalbeautywhichiswidelyrecognisedasdistinctiveamongtheIrishuniversities.SetinmatureparklandonthebanksoftheRiverLee,itisanoasisintheheartofathrivingcity.Themainquadranglebuilding,designedbySirThomasDeaneandBenjaminWoodward,ismodelledonatypicalOxfordCollegeandseveralofourmodernbuildingshavewonarchitecturalacclaim.UCCiscurrentlygoingthroughthemostsignificantphaseofcapitaldevelopmentinitshistory.Projectscompletedin2009includetheWesternGatewayITbuildingandthenew€50mextensionoftheTyndallNationalInstitute.

7.4.3 Irishuniversitieshavetraditionallylaggedbehindinternationalnormsinspaceprovisionforstudents.Thishasbeenpartiallyaddressedthroughrecentcapitaldevelopmentsyetfurtherinvestmentisrequiredtomeetinternationalbenchmarks.Manyofour116buildingsareofhistoricsignificanceandrequireconsiderableinvestment.UCChasthesmallestlandbankofalltheIrishuniversi-ties.DevelopmentinthemediumtermwillbeconcentratedonlandsfromVictoriaCrosstotheNorthMall.WeareanxioustocontributetothedevelopmentoftheCorkDocklandsareaandwewillworkwithlocalauthoritiesandStateagenciestodevelopaScienceParkatourgroundsinCurraheen,subjecttotherelocationofexistingsportsfacilities.

7.4.4 Ourlibraryhas18,500registeredusersand2,900readerplaces.Ithas25,000researchjournalsub-scriptionsandacollectionofonemillionvolumes.Thelibrarywasexpandedin2007withtheopeningofthepostgraduateresearchlibraryfundedbytheProgrammeforResearchinThirdLevelInstitutions(PRTLI).

7.4.5 ITservicesarebeingdevelopedbyimprovingourvirtuallearningenvironmentincludingfurtherdevelopmentoftheBlackboardsystemandestab-lishingpodcastingandvideo/audiostreamingservices.WirelessandmobileITsupportisbeingdevelopedtoprovideaccesstoservicesfromanypointintheUniversityandbeyond.Ourvir-tualresearchenvironmentwillprovidetoolstosupportcollaborationinresearchcommunitieswithinUCCandbetweeninstitutions,andthetechnical infrastructuretosupportlarge-scaleinterdisciplinaryprojectsisbeingimplemented.Datasecurityandbusinesscontinuityarecriticalandwearedevelopingamoreformalapproachtodatamanagementandstorage.

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StrategiesWewillimproveresourcesandinfrastructureby:

• diversifyingincomestreamsandincreasingnon-Exchequerincomethroughinnovativemeans

• increasingfundingthroughincreasednumbersoffullfeepayingstudents,andthroughphilanthropyandalumniassociations

• developingarobustmodelforfinancialanalysisandplanningwithdedicatedfinancialmanagementexpertiseclosertothepointofdecision

• maximising efficiency and value for money byallmeanspossibleincludingtheidentificationoffurthersavingsinprocurementandthedevelopmentofsharedservicesinthehighereducationsectornationally

• developingthecampustofurtherenhancetheUCCexperienceandtocontributetotheculturalattractivenessofCork

• improvingthecondition,safetyandaccessibilityofourbuildingsandpursuingcampusdevelopmenttothehigheststandardstoachievenationalandinternationalnormsforspaceprovision

• furtherdevelopingUCCasa‘GreenUniversity’byreducingenergyconsumptionandwaste,aidedbyourexpertiseinEnergyandEnvironmentalEngineering

• developingITservicesthroughthecreationofavirtualenvironmentwhichsupportstheneedsofstudents,academics,researchersandadministrators,andwhichisefficient,secureandeasytouse

• furtherintegratinginformationsystemsacrosstheUniversity

• increasing the library collection, maintaininga balance of acquisitions across subjects andlanguages,inpaperandelectronicformat,tomeettherequirementsofusers

• collaboratingwithotherresearchlibrariestoimproveservicesandvalueformoney

• ensuringeffective,transparentandaccountablegovernance

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KeyProjectsBy2012:

1. Identifyandpursueopportunitiesforincreasedfundingthroughinnovativemethodsincludingpublicandprivatepartnershipsandthroughpri-vatisationofUniversityactivitiesifappropriate

2. Increasenon-Exchequerincomeby50%includingadoublingoftheproportionofincomederivedfrominternationaleducation

3. StrengthenthedevelopmentfunctionbyaligningfundraisingactivitieswiththepriorityprojectsofthestrategicplanandbyprovidingfundraisingtrainingtokeystaffthroughouttheUniversity

4. Reformtheinternalresourceallocationmodeltorewardtheachievementoftheobjectivesofthestrategicplan

5. Implementthefulleconomiccostingmodelforresearchoverheads

6. Developandimplementamodelforsharedservicesinconsultationwiththesectornationally

7. CompleteprioritycapitalprojectsincludingthetwoupperfloorsoftheWesternGatewayBuilding,therefurbishmentofLawfacilitiesanddevelopingaSocialSciencebuilding

8. Implementamulti-annualprogrammeofbuildingrefurbishmentthroughprogrammessuchastheResearchFacilitiesEnhancementScheme

9. DevelopbusinesscontinuityplansforeachITapplicationandcompleteariskassessmentcoveringallapplicationsandinfrastructure

10.ImplementtheDataWarehousetoimprovetheavailabilityofinformationrelatingtostaff,students,finance,researchandtheestateoftheUniversity

11.Strengthenlibraryresourcesbyinvestinginadditionalcollections

12.Embedriskmanagementbyupdatingtheriskregisterandbyestablishingaprocessforkeepingitupdated

TargetsBy2012:

• Increaseannualnon-Exchequerincomeby50%over2008levels

• AchieveagrossspaceperstudentFTEof10m2forundergraduatesand20m2forpostgraduatesinlinewithHEAtargets

• Reduceenergyconsumptionby5%annually

• Achieveanincreasedlibrarycollectionsufficienttotheneedsofusersverifiedbysurveyresponseandstakeholderfeedback

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CurrentPosition7.5.1 TheUniversityhasover1,600academicand

researchstaffandover1,100administrativeandsupportstaff.StaffrepresentthemostsignificantinvestmentoftheUniversityaccountingfor75%ofannualexpenditure.

7.5.2 Staffdevelopmentandfulfilmentisofimportancetothewell-beingoftheinstitution.UCCensures,asfarasispractical,thatstaffhavetheopportunitytoacquiretheskills,knowledgeandexpertisetoachievetheirfullpotential.StaffdevelopmentissupportedthroughthePerformanceManagementandDevelopmentSystem,thefirstcycleofwhichwascompletedin2007.In2008UCCreceivedthetopawardnationallyfromtheIrishInstituteforTrainingandDevelopmentforaconsistentlyhighlevelofinvestmentintraininganddevelopment.

7.5.3 AnexternalreviewoftheHumanResourcesfunctionwasconductedin2008.UCCisnowimplementingtherecommendationsofthereviewwhichincludeimprovedsupportfortheacademicorganisationandagreateremphasisonleadershipandorganisationdevelopment.

StrategiesWewillimprovethestaffexperienceby:

• continuingtodevelopandretainthebeststaffandprovidingthemwithapositiveandsafeworkingenvironment

• adoptingmorestringentrecruitmentprocesses,supportedbythelatesttechnology,toidentifyandap-pointthebeststaffavailableontheglobalmarket

• enhancingsupport tostaff through improvedinduction,employeewell-beingprogrammesandbyprofessionaldevelopment

• reviewingkeypoliciesinprobationandpromo-tionandimplementingfindingsinlinewithbestpractice

• developingimprovedcareerstructures,includingresearchcareerpaths,inlinewithnationalpolicy

• continuingtodeveloptheorganisationtoensurethattheUniversityisoptimallygovernedwiththehighestpossiblelevelsofresponsiveness,efficiencyandflexibility

• strengtheningleadershipandmanagementskillsthroughouttheorganisation

• furtherstrengtheningtheacademicorganisationbydevolvingfurtherappropriateresponsibilitiestoCollegeandSchoollevel

• improvingservicedeliveryandsupporttoacademicstaffbyreorganisingadministrativeandsupportfunctionsandbycreatingmoreefficientandeffectiveadministrativeprocesses

• providinggreaterequalityofopportunityandaccesstopromotionandtraining,andactivelypromotingthefullparticipationofallstaffinUniversitylife

• furtherimprovingconsultationandengagementwithstaffthrougheffectivetransparentcommunications

• continuedcommitmenttothepartnershipprocesstofacilitatebeneficialrelationshipsamongstaffandtocontributetoacontinuingpositiveclimateofemployment

7.5PositiveStaffExperience

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KeyProjectsBy2012:

1. Improvestaffrecruitmentprocessesbyimprovingrecruitmentpoliciesandbydevelopinge-recruitmentprocesses

2. Implementanimprovedperformancemanagementanddevelopmentsystem

3. Completetherevisionofpromotionandgradingschemes

4. Establishcareerstructuresforresearchers

5. RefocustheHumanResourcesfunctionwithagreateremphasisonorganisationdevelopmentandproduceanupdatedHumanResourcesandOrganisationalDevelopmentstrategyin2009assetoutintheHRreview

6. CompleteaUniversity-wideexerciseinleadershiptalentidentification,leadershipdevelopmentandsuccessionplanning

7. DevolveappropriateHumanResourcesandFinancefunctionstotheCollegesandembedthenewman-agementstructuresacrosstheUniversity

8. UpgradetheHumanResourcesInformationSystem(HRIS)

9. Furtherimproveinternalcommunicationsprocesses

10.EmbedtheUniversity’sequalitystrategyandfurtherdevelopstrategy,policyandpracticeintheareasofstaffwelfareandmediation

TargetsBy2012:

• AchieveafullcompletionrateofthePerformanceManagementandDevelopmentSystem

• Completetheleadershipdevelopmentprogrammeforstaffinleadershippositions

• Up-to-dateaccuracyonstaffreportingfromtheHRISsystem

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7.6.1 TheactionsofthisStrategicPlanwillbeimplementedonaprojectbasis.Withinexistingresources,eachprojectwillbeassignedaprojectmanagerand,whereappropriate,cross-functionalteamswillbeformedtoensurethesuccessfulimplementationoftheplan.

7.6.2 ProgressoftheplanwillbereviewedquarterlybytheUniversityManagementTeam.

7.6MonitoringProgress

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