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University College CorkStrategic Plan2009 - 2012
University C
ollege Cork Strategic Plan 2009 - 2012
Coláiste na hOllscoile CorcaighPlean Straitéiseach2009 - 2012
Col
áist
e na
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llsc
oile
Cor
caig
h Pl
ean
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09 -
2012
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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