Chief Operating Officer

REF: 007878

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Chief Operating Officer

Established in 1845, the National University of Ireland Galway has a distinguished reputation for teaching and research excellence. Home to over 17,000 students and more than 2,400 staff, the University ranks in the top three of the Irish universities in world rankings, for the quality of its teaching and research. A research-led University, NUI Galway is internationally recognised for its expertise in selected priority areas including Biomedical Science and Engineering, Marine, Environment and Energy research, Data Analytics, Public and Social Policy, and Humanities.

Located in Galway and the West of Ireland region, NUI Galway has a strong international orientation, reaching outwards to the world, through a global network of partnerships, collaborations and alumni. The University has an ambitious, confident vision for the future as outlined in its new Strategic Plan, Vision 2020 http://www.nuigalway.ie/vision2020/

The Chief Operating Officer (COO) at NUI Galway is responsible for ensuring that the University’s core work of teaching, learning and research is enabled and supported as effectively, efficiently and economically as possible. Reporting to the President, the COO will be a member of the University Management Team with specific line management responsibility for a number of key services, involving HR, Buildings and Estates and Information Solutions and Services. The COO will also have broad responsibility to ensure that the work of a wider group of support and commercial services is fully aligned with the needs and service requirements of the University community. The COO will enable good organisation and management in the devolved academic community, while also building high performing, cost-effective and well aligned central support and commercial services and systems.

Critically he/she will foster leadership, management and individual development in all parts of the University and in all staff groups. The COO will also exercise this responsibility in relation to his/her own senior team, ensuring alignment among the professional leaders of specialist functions.

With a track record of successful leadership, management and influencing skills, the COO will possess a level eight degree in a relevant area and a postgraduate qualification. S/he will have substantial experience in the development and implementation of strategy in a large complex organisation, with an understanding of the HE sector and its challenges. Strong business acumen is essential, along with the ability to deliver on organisational objectives.

The post is full time and permanent.

Salary: €106,515.68 - €136,275.84 p.a.

Candidates who wish to discuss the post should contact the office of the University Secretary at +353 91 49 2220.

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Closing date for receipt of applications is 17.00 (Irish Time) on 7th January 2016

Please Note Garda Vetting may apply.

For more information and Application Form please see website: http://www.nuigalway.ie/about-us/jobs/ Applications should be submitted online.

Please note that appointment to posts advertised will be dependent upon University approval, together with the terms of the Employment Control Framework for the higher education sector.

National University of Ireland Galway is an equal opportunities employer.

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JOB DESCRIPTIONChief Operating Officer

Background to the RoleThe role of Chief Operating Officer (COO) has evolved from the existing role of Executive Director of Operations. Recruitment is taking place on foot of the retirement of the first appointee to the EDO role and builds on organisational experience gained since the post was created in 2009.

The COO is responsible for the overall leadership, management and organisation of the University’s support functions. The key objective of this role is to ensure that the delivery of NUI Galway’s mission of teaching, learning, research and community engagement is supported through the provision of high value, cost effective, coherent and customer focused services and that the delivery of these services is optimised in terms of organisational efficiency, effectiveness, flexibility and value for money.

The COO is the senior officer with line management responsibility for a number of University units and services. Working through the functional directors and listening to the needs of the academic core units, s/he also exercises leadership across the University community to promote excellence in management practice, customer service, commercialisation and business process integration. The COO thereby ensures that support services and functions are being configured, planned, delivered and appropriately monitored to address and achieve the University’s goals.

Key ResponsibilitiesThe COO is responsible and accountable for the outcomes delivered by specialist professional teams in the following functional areas:

Commercial Revenue Buildings and Estates Management, including the Capital Programme as well as systems

and standards for estates and facilities management. HR strategy and services including staff development frameworks and PMDS. Information systems, including ICT infrastructure and common systems and services. Safety management frameworks and systems. Emergency management and business continuity. Arrangements for Procurement and Supply Contracts. Program Management Office.

These line responsibilities include development of a corporate services strategy aligned with University strategy, and ensuring that each unit has operational planning in place aligned with staff and budgetary allocations, and is focused on effective and efficient achievement of outcomes against plan, customer satisfaction, and stakeholder communication and reporting.

The COO has broader responsibilities to work with UMT colleagues and other managers to promote and foster integrated support function effectiveness, efficiency, flexibility and value for money. Specifically the COO will:

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Work with academic units and the broader academic community to understand their needs and expectations on support services and on support functions and to ensure that those needs and expectations are given full attention in planning and delivery.

Support all services directors to assure excellence in operational performance by: o Conducting annual operational planning and reporting across all support units.o Promoting regular benchmarking against best national and international practice.o Working with managers to achieve the goal of 100% PMDS implementation.o Promoting of service definition, measurement and evaluation, using tools such as

service level agreements, customer feedback, and metrics and KPIs. Develop and foster team work, collaboration and communication among the entire

Support Services leadership team in order to enhance team performance and to ensue strategic alignment with the University’s goals.

Pursue opportunities to drive efficiencies and integrate support functions, by leading formal programmes of organisational change, by pursuing tactical opportunities to promote change within and between units, and by consolidating structural and procedural changes made to date.

Establish and develop integrated operational systems, processes and procedures and overseeing their management to ensure that they are embedded in day-to-day practice.

Work with UMT colleagues to understand and to contribute to the formulation of policies, the definition and execution of programmes of work, and to strategic and operational decision making for programmes of recurrent and capital expenditure.

Put in place a strong Commercial Revenue Unit to promote opportunities to generate additional revenue and providing business and commercial advice to the UMT and others.

Develop the broader support team, promoting excellence in management practice and a culture of high performance, collaborative teamwork across boundaries, and continuous staff development and service improvement.

Coordinate and lead large cross-functional programmes and projects the scope of which will include organisational change, infrastructure and large IT programmes and projects.

Seek customer service excellence by working to ensure that the needs of service users are placed at the centre of support function design and delivery.

Represent the University on external groups as required.

Key Working RelationshipsThe COO will report to the President and will be a member of the University Management Team (UMT). A number of units will report directly to the COO as detailed above. The COO will also work collaboratively with unit heads and others including UMT colleagues, Vice-Presidents, Heads of Support Units, Deans and Heads of Schools, managers and staff at all levels, students and their representatives, and employee representatives and Trade Unions.

Requirements for the PostThe ideal candidate will be able to demonstrate:

A level eight degree in a relevant area and a postgraduate management qualification Substantial experience in the development and implementation of strategy in a large

complex organisation, with an understanding of the HE sector and its challenges. Excellent communication and interpersonal skills, highly literate and able to adapt their

communication style and technique to the wide variety of University contexts.

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Proven commercial skills and strong business acumen including the ability to advise the senior leadership team on commercial development opportunities for the University.

The capacity to comfortably work with and effectively influence managers and functional specialists across the University and its internal boundaries, with special attention to:

o HR Management in a regulated and unionised environment.o Planning, tracking and managing expenditure to achieve value for money.o Commercial partnerships and engagements.o ICT (Including substantial projects to support business change).o Estates Management (including large Capital Projects).

A track record which includes: o Successful leadership and team building.o Managing senior management performance in the context of change.o Managing the delivery of support services in a large organisation.o Management of substantial operational and project budgets.o Managing and influencing senior people in a large and complex organisation.o Negotiating and managing organisational change and the challenges it creates.o Identifying commercial opportunities in a University or a comparable environment

and pursuing them to achieve commercially successful outcomes.o Defining, managing and delivering cross functional projects in a complex

organisation.o Developing a strong management team and coaching and mentoring of that team.

Ability to foster a culture that develops talent and recognises achievement. Excellent analytical skills and a strong focus on organisational outcomes, and their

assessment and delivery. Excellent skills with the ability to lead and motivate others and to work well in a senior

leadership role and as part of a senior team.

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APPLICATION AND APPOINTMENT PROCEDURES

1. Application

A. Current NUI Galway employeesIf you are a current NUI Galway employee please use the NUI Galway Employee Self Service (ESS) portal to apply for this post. The following is a link to the ESS portal:

http://ess.nuigalway.ie

The following is a link to a User Guide for ESS:

www.nuigalway.ie/hr/documents/internal/nuig_user_guide_support_internal.pdf

Please ensure that you read the attached guide prior to applying for this post and allow sufficient time to make your online submission in advance of closing date.

Please note that closing dates/ times will not be extended for user error

Late applications will not be accepted

Non NUI Galway employeesIf you are not a current NUI Galway employee please use the NUI Galway online recruitment portal to apply for this post. The following is a link to the online recruitment portal:

http://erecruit.nuigalway.ie

The following is a link to a User Guide for the online recruitment portal:

www.nuigalway.ie/hr/documents/nuig_user_guide_support_external.pdf

Please ensure that you read the attached guide prior to applying for this post and allow sufficient time to make your online submission in advance of closing date.

Please note that closing dates/ times will not be extended for user error

Late applications will not be accepted.

Please submit the following documents under the Applicant CV section of the online form:

a. A cover letter/personal statement outlining why you wish to be considered for the post and where you believe your skills and experience meet the requirements for the post of ‘Chief Operating Officer ’.

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b. A comprehensive CV clearly showing your relevant achievements and experience in your career to date.

The completed application document must be submitted online to reach the Human Resources Office no later than 5.00 p.m. (GMT) on Thursday, 7th January 2016. Please note that an application will ONLY be considered if documents a to b above are fully completed and received by the closing date.

B. All applicants will receive an acknowledgement of application.

If you do not receive an acknowledgement of receipt of your application or if you have any other queries regarding the application process please contact recruit@nuigalway.ie

or telephone 091-492151.

C. Incentivised Scheme for Early Retirement (ISER):

It is a condition of the Incentivised Scheme for Early Retirement (ISER) as set out in Department of Finance Circular 12/09 that retirees, under that Scheme, are debarred from applying for another position in the same employment or the same sector. Therefore, such retirees may not apply for this position.

D. Pension Entitlements:

This is a pensionable position. Details of the applicable Pension Scheme will be provided to the successful candidate. The Pension element of this appointment is subject to the terms and conditions of the Pension scheme currently in force within the University. This Scheme may be amended or revised by the Irish Government or its agents at any time.

The Public Service Superannuation (Miscellaneous Provisions) Act 2004 set a minimum retirement age of 65 and removed the upper compulsory retirement age for certain New Entrants to the Public Sector on or after 1 April 2004. Effective from 1st January 2013, The Single Public Service Scheme applies to all first-time new entrants to the public service, as well as to former public servants returning to the public service after a break of more than 26 weeks.

Retirement age set, initially, at 66 years; this will rise in step with statutory changes in the State Pension Contributory (SPC) age to 67 years in 2021 and 68 years in 2028. Compulsory retirement age will be 70.

E. Declaration:

Applicants will be required to declare whether they have previously availed of a public service scheme of incentivised early retirement. Applicants will also be required to declare any entitlements to a Public Service pension benefit (in payment or preserved) from any other Public Service employment and/or where they have received a payment-in-lieu in respect of service in any Public Service employment.

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F. Collective Agreement: Redundancy Payments to Public Servants :

The Department of Public Expenditure and Reform letter dated 28th June 2012 to Personnel Officers introduced, with effect from 1st June 2012, a Collective Agreement which had been reached between the Department of Public Expenditure and Reform and the Public Services Committee of the ICTU in relation to ex-gratia Redundancy Payments to Public Servants. It is a condition of the Collective Agreement that persons availing of the agreement will not be eligible for re-employment in the public service by any public service body (as defined by the Financial Emergency Measures in the Public Interest Acts 2009 – 2011) for a period of 2 years from termination of the employment. Thereafter the consent of the Minister for Public Expenditure and Reform will be required prior to re-employment. People who availed of this scheme and who may be successful in this competition will have to prove their eligibility (expiry of period of non-eligibility) and the Minister’s consent will have to be secured prior to employment by any public service body.

G. Department of Health and Children Circular (7/2010):

The Department of Health Circular 7/2010 dated 1 November 2010 introduced a Targeted Voluntary Early Retirement (VER) Scheme and Voluntary Redundancy Schemes (VRS). It is a condition of the VER scheme that persons availing of the scheme will not be eligible for re-employment in the public health sector or in the wider public service or in a body wholly or mainly funded from public moneys. The same prohibition on re-employment applies under the VRS, except that the prohibition is for a period of 7 years, after which time any re-employment will require the approval of the Minister for Public Expenditure and Reform. People who availed of either of these schemes are not eligible to compete in this competition.

H. Declaration:

Applicants will be required to confirm whether they have previously availed of a public service scheme of incentivised early retirement and/or the collective agreement outlined above. The above represents the main schemes and agreements restricting a candidate’s right to be re-employed in the public service. However it is not intended to be an exhaustive list and candidates should declare details of any other exit mechanism they have availed of which restricts their right to be re-employed in the public service. Applicants will also be required to declare any entitlements to a Public Service pension benefit (in payment or preserved) from any other Public Service employment and/or where they have received a payment-in-lieu in respect of service in any Public Service employment.

I. Work Permits:

Work permits are permits which are granted to non-EU/EEA Citizens to allow them to work in Ireland legally. It's an illegal offense to work in Ireland without a work permit and both the employer and the employee are held responsible.For more information on work permits and for future updates, visit the Enterprise, Trade and Employment website www.entemp.ie

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2. Assessment Procedure

(a) Board of Assessors

Applications will be considered by a Board of Assessors, which will shortlist and interview candidates and report to the University Appointing Authority.Where a specific Irish Language competence is set out as an essential criterion for a post, candidates will be required to sit an Irish Oral and Written Examination at the initial stage of the recruitment process. Applications from candidates that successfully complete this initial stage will be considered by a Board of Assessors, which will shortlist and interview candidates and report to the University Appointing Authority.All applications and other materials submitted by applicants will be treated in strict confidence by all panel members and others involved in the administration of the recruitment. No information about the identity of applicants, or details of their applications, will be released to others, except where it is necessary as part of the selection process.

(b) Presentation & Interview Dates

Candidates will be advised of arrangements in due course. We endeavour to give as much notice as possible for interview dates etc., candidates should make themselves available for interview and presentation on the date(s) specified by the University. Candidates who do not attend for interview or other test when and where required by the University or who do not, when requested, furnish such evidence as the University requires in regard to any matter relevant to their candidature, will have no further claim to consideration.

(c) Expenses

Expenses are paid to candidates invited to the Assessors’ Interview (see (a) above). For further information see the University policies on expenses at the following link http://www.nuigalway.ie/financial_accounting/policies_procedures.html

(d) Referees

Referees listed on the application form of the successful candidate will be contacted following interview.

(e) Offer

All candidates will in due course be notified of the outcome of their application. The Human Resources Office will offer the post to the candidate appointed once the appointment has been made by the University Appointing Authority.

The successful candidate will be required to submit evidence of age, original qualifications and may be required to complete a medical examination. Once a conditional job offer has been made, the candidate will be asked to complete a pre-employment health questionnaire that the University’s Occupational Health Service will use in order to assess medical fitness to undertake the duties of the post.

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The information provided on the questionnaire will be used (i) to assess the candidates medical capability to do the job applied for; (ii) to determine whether any reasonable adjustments may be required to accommodate any disability or impairment which the candidate may have; and (iii) to ensure that none of the requirements of the job for which the candidate applied would adversely affect any pre-existing health conditions the candidate may have.

Human Resources Office November 2015

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Ollscoil na hÉireann, GaillimhNational University of Ireland, Galway

PROFILE OF THE UNIVERSITY

1. CONSTITUTIONNational University of Ireland Galway was established in 1845 as Queen’s College Galway by Charter under the Queen’s Colleges (Ireland) Act. Under the Irish Universities Act 1908, it became a Constituent College of the National University of Ireland established under that Act, and a new Charter was issued, changing its name to University College Galway.

Under the Universities Act, 1997, the College (together with the other Constituent Colleges) was reconstituted as a University and its title was changed to National University of Ireland Galway/ Ollscoil na hÉireann Gaillimh. It is at the same time a Constituent University of the National University of Ireland, almost all of whose functions were transferred under the Act to the Constituent Universities.

The legal standing of the University derives from the Irish Universities Act 1908, its Charter issued under that Act, the University College Galway Acts, 1929 and 2006, and the Universities Act 1997. The provisions of these instruments are further developed in Statutes and Regulations, made in accordance with those Acts and Charter.

The University’s general relationships with the State are mainly conducted through the Higher Education Authority.

2. AUTHORITIESThe Charter and relevant legislation provide for two authorities, Údarás na hOllscoile (The University Governing Authority) and the Academic Council.

Subject to the provisions of the relevant Acts and Charter, Údarás na hOllscoile is empowered to manage and control all the affairs of the University. Its membership (40) for the three-year period 1 February 2013 – 31 January 2016 is as follows: an external Cathaoirleach (Chairman), the President, the Registrar and Deputy President, 5 Professors/Personal Professors, 5 other academic staff, 3 other employees, 2 elected officers of the Students’ Union, 1 postgraduate student, 4 graduates, 7 elected by the local authorities of the region, 2 nominees of the NUI, 3 nominees from selected external organisations (including business and industry), the President of St. Angela’s College, Sligo, a member drawn from artistic and cultural interests, and 3 nominees of the Minister for Education and Skills.

Under the Universities Act 1997, the question as to whether the President, or another person (not an employee of the University or a member of Údarás na hOllscoile), is to be Cathaoirleach of Údarás na hOllscoile is a matter for decision by Údarás na hOllscoile at its first meeting and from time to time thereafter.

The Academic Council is the chief academic authority and, subject to review by Údarás na hOllscoile, controls the academic affairs of the University, including the curriculum, instruction and education provided by the University. Its members are the President, the Registrar and Deputy President, the Vice-Presidents, the Deans of Colleges, Heads of Schools, the Professors (including Personal Professors), the other Heads of discipline and other

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members drawn from the other academic staff grades and the student body, the Librarian, Director of Information Solutions and Services, Director of Lifelong Learning, the Príomhfheidhmeannach of Acadamh na hOllscolaíochta Gaeilge, the Director of the Centre for Excellence in Learning and Teaching; its present total membership is about 150. The President is entitled to preside at all meetings of the Council.

3. THE PRESIDENTUnder the Universities Act, the President is responsible to Údarás na hOllscoile (The University Governing Authority) for the efficient and effective management of the University and for the due performance of his/her functions, and is subject to such policies as may be determined from time to time by it. S/he shall, subject to the Act, manage and direct the University in its academic, administrative, financial, personnel and other activities and for those purposes has such powers as are necessary or expedient.

4. THE UNIVERSITY MANAGEMENT TEAMThe University Management Team comprises:

The President The Registrar and Deputy President The Vice-President for Innovation and Performance The Executive Director of Operations (will be the COO) The Bursar The Secretary/An Rúnaí

The President is the head and chief officer of the University and is appointed for a 10-year period, subject to retirement at 65 (for those already employed in the public sector in Ireland). The Vice-Presidents are initially appointed for a four-year period and are eligible for reappointment for one further four-year term. Acting under the President, the various members of the UMT each have specific policy and line-management responsibilities and functions. These responsibilities and functions will be reviewed from time to time. The Vice-President for the Student Experience and the Vice-President for Research will be full members of the UMT from 2016.

5. STRATEGIC PLAN 2015-2020In March 2015, following widespread consultation, the University published Vision 2020, the NUI Galway Strategic Plan 2015-2020. The University’s mission is to foster a vibrant community of students and staff, where distinguished learning, impactful research, and creative thinking are shared with the world; and Vision 2020 lays out a five-year strategy to fulfil this mission and face the future with ambition. It includes key actions and targets across a range of topics broadly divided into three themes:

Teaching and Learning Research and Innovation NUI Galway and the World Our Communities: including our students, staff, alumni and community partners,

among others

Some highlights from Vision 2020 include:

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a rise in global rankings into the Top 200 an increase in annual research income to €60 million growing the share of postgraduate students and international students increasing opportunities for work-based learning experience across our

undergraduate programmes building new student accommodation integrating the Shannon College of Hotel Management and St Angela’s College, Sligo

into the University and fostering a transformed organisational culture of gender equality

A copy of the Strategic Plan is available online:www.nuigalway.ie/vision2020

6. STUDENT SERVICESNUI Galway has historically provided a variety support services for students. Up to the 1970s this was through Deans of Residence (the Chaplain and Lady Superintendent) and directly by academic staff. Since then, as the University expanded, a more structured approach was adopted, including setting up a Student Services Committee and hiring of specialist staff (Student Services Administrator, Accommodation Office, Counsellor, Sports Officer and Careers Officer). In 2004, the first Vice-President for Student Services was appointed, reflecting the vision of the University to be student-centred. In the intervening period, the Vice-President post has been refocused and renamed as Vice-President for the Student Experience. In 2013 a Director of Student Services was appointed to provide leadership in the integration of the student services functions and for the provision of high quality and comprehensive non-academic support and wellbeing services for students. Student Services currently encompasses the following areas: Access including mature students; Accommodation; Counselling; Chaplaincy; Disability; Medical Unit; Societies; Sports (Clubs & Participation); and Welfare including Financial Aid, Health Promotion and Mentoring.

The Student Services team are core to the personal and academic development of students. This is embodied in our vision and mission statements and the University’s strategic plan. The shared vision of Student Services which inspires its actions is:‘Every NUI Galway student will be supported to actively engage with the University experience to maximise their potential for learning and leadership for life and work’

The achievement of this vision is through our mission:‘Student Services will provide students with integrated and prioritised personal, high quality services, appropriate to their developmental and support needs, to promote student engagement.’

7. COLLEGES AND SCHOOLSIn 2008, the University re-organised how it conducts its academic affairs and now is grouped into the following five Colleges:

Arts, Social Sciences, and Celtic StudiesScienceMedicine, Nursing and Health SciencesEngineering and Informatics

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Business, Public Policy and Law

Each College has the right to take into consideration all matters bearing upon the studies within its scope and, subject to review by Údarás na hOllscoile and the Academic Council, is responsible for the transaction of all academic business pertaining to it. A copy of the structures of the Colleges and Schools/Disciplines is enclosed.

8. ACADEMIC PROGRAMMESThe University provides teaching in the five Colleges, up to PhD level, for primary and postgraduate degrees and for a wide variety of Diplomas and Certificates and, in conjunction with Extern Examiners, conducts examinations and confers awards (under the 1997 Act, all degrees and other qualifications are technically NUI degrees and qualifications, although awarded by the individual Constituent University). 56 separate programmes of study are offered for undergraduate students, and over 150 taught programmes at Postgraduate level and about 140 research programmes.

The University has displayed considerable dynamism in the development of programmes to meet the evolving needs of society.

The University also provides a programme of Lifelong Learning and conducts a number of Summer Schools.

The Centre for Excellence in Learning and Teaching (CELT) plays a central role in relation to academic staff development, audiovisual services, learning technologies, language laboratories, teaching and learning policy, and (through the Community Knowledge Initiative) civic engagement and service learning.

9. STUDENT BODYThe total student enrolment stands at approximately 17,000 (14,000 fulltime, 3,000 part-time). Postgraduates accounted for 22% of enrolment. Overall, 57% of enrolment is female. In 2014/15 were 2,675 overseas students (including ERASMUS), from a total of 110 countries.

Find out more about our student body in the Essential Guide at: http://www.nuigalway.ie/about-us/who-we-are/about-the-university.html

10. RESEARCHNUI Galway has developed a distinguished reputation for its integrated approach to teaching and research. It has over 1,200 students undertaking post-graduate degrees through research, and has an external research income of over €52 million annually.

The overarching objective of NUI Galway’s Strategy for Research and Innovation (2015-2020) is to produce research that is recognised as being excellent, transformative, and relevant to societal and economic needs, while we train the next generation of researchers. NUI Galway is a research-led University with global impact. Our research community is adaptive and agile, and is collaborating and competing on a world stage. Their success is reflected in

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quantifiable measures. Between 2015-2015 the number of indexed publications tripled, the number of citations quadrupled, and the number of invention disclosures made annually rose from ten to forty.

Research PrioritiesThe University has prioritised five cross-disciplinary research themes, building on our international success to date. These are:

Applied Social Sciences and Public Policy Biomedical Science and Engineering Environment, Marine and Energy Humanities in Context, including Digital Humanities Informatics, Data Analytics, Physical and Computational Sciences

These thematic research priorities transcend School and College boundaries, are intimately linked to staffing and other resources, and are integrated within the overall framework of University strategy. NUI Galway places significant emphasis on inter-disciplinary research programmes, and the development and expansion of collaboration and research alliances with economic, social and cultural partners, in areas of regional and national strategic importance. This strategy has resulted in the creation of research clusters in themes that are academically challenging, economically viable, and regionally and nationally relevant.

11. STAFFThe University employs 2,458 staff, including fulltime and part-time. The academic complement is 1,051 staff, and a further 489 staff are employed as researchers. Additionally, 918 staff work in an administrative or support capacity, including technical officers and library staff.

Human Resource issues are managed within the Human Resources Office, under the direction of the Director of Human Resources and Organisational Development.

12. FINANCESThe University is its own financial authority and has an annual income, for recurrent purposes, of about €215m, including contract research income of approximately €52m. The sources of income (excluding contract research income) are State Grants (25%), Student Fees (65%) and Miscellaneous (10%).

13. THE UNIVERSITY AND THE IRISH LANGUAGEThe University has a special obligation, and a policy, to promote the use of Irish in its teaching and administration. The original legislative mandate was set out in the University College Galway Act 1929. Under an amendment to that Act in 2006, made at the University’s request, the obligation that competency to carry out the duties of the post through Irish constitute a factor (and in certain circumstances a decisive factor) in all appointments was removed; in its stead, the Act now provides a re-statement of the University’s unique strategic commitment to Irish by requiring that the provision of education through Irish shall be one of the principal aims of each strategic development plan. In line with other organisations in the public sector, the University also has a Scéim Teanga in operation under the Official Languages Act 2003/Acht na dTeangacha Oifigiúla 2003.

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Under the University’s Strategic Plan 2015-2020, a number of specific measures are aimed at fulfilling our unique commitment to higher level education through Irish. The include important commitments to increasing the number of Irish language-based modules available, making NUI Galway the national leader in providing initial teacher education training in Irish, and rolling out structured study and work placement programmes in the Gaeltacht to our students.

In addition to Áras na Gaeilge (the centre for Irish-language activities on the main campus), the University, with support from the Department of Community, Rural and Gaeltacht Affairs and Údarás na Gaeltachta, operates three Gaeltacht centres – Áras Mháirtín Uí Chadhain in An Cheathrú Rua, Áras Shorcha Ní Ghuairim in Carna and Ionad an Acadaimh in Gaoth Dobhair – which, aside from tailored language courses for students, staff and outside organisations, provide Diploma, Degree, Higher Diploma and Master programmes and research services, with a view to the sustainable development of the Gaeltacht and the Irish language nationally. Language courses are also offered in some 20 other locations outside the Gaeltacht.

14. RELATIONSHIPS WITH THE COMMUNITY AND THE REGIONNUI Galway is strongly committed to the principle of expanding social and geographic access to its programmes and to forging and maintaining links with the communities of its region, through a variety of educational, community service and social inclusion initiatives. Our Strategic Plan commits us further to expanding our dynamic network of partners to develop strong, mutually-beneficial relationships that extend our influence and reach.

Examples of our community partnership include:

The ALIVE programme, which sees thousands of students gaining valuable experience volunteering with civic and community organisations each year, and which contributes at least €1 million in work hours annually

Our Regional Medical Academies, which enables our medical students to gain valuable hands-on experience in hospitals in Letterkenny, Sligo, Castlebar and Ballinasloe

The Youth Academy, which welcomes hundreds of gifted primary school children to experience a range of academic programmes on campus delivered by our teaching and research staff

The EXPLORE initative, which funds staff-student partnerships to develop a range of innovative social projects and enterprises

The University will continue to play a leading role in our city and region, serving and engaging with our diverse communities.

15. RELATIONSHIPS WITH BUSINESS AND INDUSTRYThe University has a longstanding involvement in the promotion of indigenous enterprise and the direct provision of services to locally-based industry. The first incubator centre on an Irish university campus was set up here in 1984 and a significant number of campus companies have been established as a direct result.

The Technology Transfer Office is a high-performance team that guides breakthrough NUI Galway research to business reality through comprehensive support services. Its Business

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Innovation Centre provides an environment for entrepreneurship and new business growth, with incubation units that offer the necessary infrastructure to support biomedical and biotechnology start-up companies and with priority given to companies spinning off from campus research. The Office also provides expert Technology Transfer and Intellectual Property support.

The University is consistently one of the most productive in Ireland in terms of commercial research outputs. Growing our research commercialisation further is a key target in Vision 2020, with a commitment to produce 30 new spin out companies, 75 new licences and 40 new patents over the lifetime of the Strategic Plan.

16. LINKS WITH OTHER THIRD-LEVEL INSTITUTIONSIn addition to a wide range of international links, the University has a longstanding relationship with a number of Colleges in our region.

Shannon College of Hotel Management: The Shannon College of Hotel Management was formally integrated into NUI Galway in August 2015, with staff and students of the College becoming staff and students of the University. Shannon College is a constituent of the University's College of Business, Public Policy and Law, and the integration saw all academic and administrative systems aligned across the two institutions. For more information on the integration, visit: www.nuigalway.ie/shannonintegration

Burren College of Art: Also in Co. Clare, the University has a strong partnership with the Burren College of Art since 2003, offering a postgraduate programme leading to the award by NUI Galway of the Master of Fine Arts degree. A PhD research programme in the College in Studio Art has also been approved by the University.

St Angela’s College, Sligo: Work is well underway to integrate St Angela’s College, Sligo, into the University, and this is a key commitment in Vision 2020, the University’s Strategic Plan 2015-2020. The two institutions have a history of working closely together, originating in its becoming a Recognised College of the NUI in 1978 under the supervision of NUI Galway. The integration will see staff and students of St Angela’s College becoming staff and students of the University, with a closer alignment of programme delivery and shared administrative systems.

University of Limerick: In 2010, the University launched a Strategic Alliance with the University of Limerick, across all key areas of activity, in support of the social and economic development of our wider region. By combining the strengths of the two universities, we are working to enhance the services we provide to our students and to the community, while being responsive to the needs of our industry and business partners. The Alliance has an international dimension, through a partnership with Georgia Institute of Technology in the US. The Institute will work with the Alliance to establish a translational research institute to focus on technology commercialisation with industry partners.

17. THE CAMPUSThe main University Campus, with an area of some 105 hectares in the heart of the city of Galway, is attractively situated on the west bank of the River Corrib, and stretches from Nuns’ Island in the south to the Sports Grounds in Dangan to the north. Other facilities are located at An Cheathrú Rua (Acadamh na hOllscolaíochta Gaeilge), Carna (Marine Science

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Research Facility, and Áras Shorcha Ní Ghuairim), Mace Head, Carna (Atmospheric Research Station) – all in Co. Galway – as well as Carron and Finnevara in Co. Clare (Natural Sciences Field Stations), and Ionad an Acadaimh in Gaoth Dobhair in Co. Donegal. The oldest building on the main campus, the original Quadrangle building, of limestone in a Tudor style, dates from 1849. The Clinical Science Institute and the Lambe Institute are located on the Galway University Hospital site beside the main campus.

The following construction projects have been completed in recent years: Marine Science Buildings at Carna and the Main Campus Student facilities, including a new Sports Complex, a refurbished Cultural Centre

(Áras na Mac Léinn) and a refurbished restaurant (An Bhialann) Nursing Library Award-winning Engineering Building Park & Ride facility The O’Shaughnessy Bridge (in conjunction with Galway City Council) Hardiman Research Building Biosciences Building Lifecourse Institute Clinical/Translational Research Building

The University is continuing its major campus development programme under the Strategic Plan 2015-2020 including a Human Biology Building and a new Centre for Drama, Theatre and Performance due for completion in 2016. Other upcoming construction projects include new student residences on campus and new sports facilities, including a water sports centre.

18. THE JAMES HARDIMAN LIBRARYThe James Hardiman Library is the main Library for the University and is located at the heart of the campus. There is also a separate Medical Library located in the Clinical Sciences Institute at University College Hospital.

The Library contains approximately 510,000 printed books, with the total library stock, including bound periodicals, being nearer to 700,000 volumes. There is a strong emphasis on electronic access and NUI Galway is a member of IReL (the Irish Research eLibrary), a nationally-funded programme to acquire electronic content on a consortium basis. The Library provides access to over 35,000 electronic journal titles in full text, along with 350,000 electronic books. Full details of all holdings are available through the Library website.

Archives are vital to the academic mission of the University. Holdings include the Douglas Hyde manuscripts, Galway’s municipal records dating from 1484, the literary archive of John McGahern, and a wealth of material in theatre, film and the performing arts, with a particular focus on companies such as the Druid Theatre, Taibhdhearc na Gaillimhe and the Lyric Players Theatre in Belfast. A major project to digitise the archive of the Abbey Theatre is currently in progress. Complementing the archives are special collections, whose particular strengths include folklore, Irish-language materials and travel literature relating to Ireland.

Library services to academic staff include information skills training, notably a researcher-specific workshop series, online courseware and advisory services on effective literature searching, using reference management software, getting published, disseminating research and measuring its impact. A team of subject librarians and a Research Services Librarian

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provide these and other services, including course reading list support. The Library also manages the ARAN service, which provides open access to the full text of University research publications, and the Academic Writing Centre.

Full details of all Library services are available at: http://www.library.nuigalway.ie

19. COMPUTER FACILITIESThe University’s ICT services are provided by Information Solutions and Services (ISS).

There is a high-speed campus network and internet connection provided by HEAnet, the Irish national research and education network. This is complemented by an extensive wireless network. High-speed network links are also being provided to outlying research stations at Carna, Mace Head and Carron, and to the Acadamh na hOllscolaíochta Gaeilge locations at Gaeltacht sites in An Cheathrú Rua, Carna and Gaoth Dobhair.

University-wide email services are provided to staff and students. A University-wide directory service with associated file storage and print services has been implemented.

The main ICT resources for teaching and learning are the eResources provided by the James Hardiman Library, the Blackboard Virtual Learning Environment (VLE), and about 150 specialist software packages. Delivery of the VLE is led by CELT. A range of specialist software packages are currently hosted on some 1,800 computers distributed across the campus in about 60 computer suites. About half these computers are available for general student use; the other half are restricted to use by students in specific academic units. There is also some specialised local ICT provision for student use in areas such as Engineering and Informatics and language learning.

ISS manages the University’s analogue and VOIP telephone networks and supports a range of enterprise applications (Student Records, Finance, HR/Payroll and Estates Management) to support the administration of the University.

20. QUALITYQuality Assurance of research, teaching and support services is the responsibility of all staff across the University. All staff are responsible for the effective implementation of the University’s various Policies and Procedures and also for continuously seeking ways to improve quality and efficiency. All units are also responsible for assuring quality through their Operational Planning and Performance Measurement process that encourages changes and ideas that are innovative and will increase value for the University’s various stakeholders including students. The Quality Office is primarily responsible for managing the peer review element of Quality Assurance. Expert reviewers and external examiners are retained by the Quality Office to provide recommendations for improving research, teaching and support services based on their experience at leading Universities around the world. Quality Reviews mainly focus on the operational plans and improvement initiatives within units and on ways to enhance this change management process. Quality reviews can also be thematic, focusing on such issues as student feedback, internationalisation and research outputs. A recent quality review focused on research performance across all Schools. This initiative and others will be developed and improved in coming years with the aim of maintaining the University’s standing as a leading University in research and teaching.

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STRUCTURES OF THE COLLEGES AND SCHOOLS

COLLEGE SCHOOL

COLLEGE OF ARTS, SOCIAL SCIENCES AND CELTIC STUDIES

School of Geography and ArchaeologySchool of HumanitiesSchool of Languages, Literatures and CulturesSchool of EducationSchool of PsychologySchool of Political Science and Sociology

COLLEGE OF BUSINESS, PUBLICPOLICY AND LAW

JE Cairnes School of Business and EconomicsSchool of LawShannon College of Hotel Management

COLLEGE OF ENGINEERING AND INFORMATICS

School of Engineering and Informatics

COLLEGE OF MEDICINE, NURSINGAND HEALTH SCIENCES

School of MedicineSchool of Nursing and MidwiferySchool of Health Sciences

COLLEGE OF SCIENCE

School of Mathematics, Statistics and Applied MathematicsSchool of Natural SciencesSchool of ChemistrySchool of Physics

Support Services Annual Report 2014/2015

The Support Services Committee is required by its terms of reference to produce an annual report on the configuration, workload and performance of the University’s support services. Responsibility falls to the Executive Director of Operations to draft the Annual Report for adoption by the committee and submission to the Údarás. This report discharges that responsibility.

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The support services agenda has continued to be dominated by the consequences of economic downturn. The last several years have seen cutbacks in financial and staffing allocations applied more or less uniformly across the main support units. There have been specific investments in areas designed to enhance organisational performance, such as internationalisation, research support, student recruitment, and communications. However, on top of daily service delivery, the main improvement focus for support units has continued to be marginal service improvement, designed to deliver the required outputs and improve productivity, against a background of declining headcount and financial inputs.

In these difficult times there has been limited opportunity to systematically pursue the extensive organisational change needed to facilitate delivery against the ambitions of Vision 2020. Instead a greater share of the burden has fallen on individual leaders and individual contributors. It is important that the University community should recognise and acknowledge this continuing acceptance of individual responsibility throughout our organisation.

We have also seen significant change in the demands placed on support services. Student numbers have remained generally steady, but the student profile has changed through international recruitment and through the recruitment of non-traditional students (including students with disabilities) and the additional support costs incurred. The physical campus has seen dramatic change through delivery of the capital programme. This has driven increased demand on infrastructure and facilities management services, in turn driving change in management models in the Buildings Office, CELT and ISS.

These changes have in turn started to stimulate interest in support service resource allocation models. The emerging proposition is that we should adapt to change by introducing (wholly or partly) “zero based” models for budget allocation, looking at the actual demands on our services, and applying reasonable benchmarked unit cost rates to help determine budget allocations. Such a funding model is not especially radical, and, arguably, already applies in our schools and colleges.

This year has also seen a greater focus on support staff profiles, skills and development, reflected in Vision 2020. For well-managed professionally-led central support units issues of organisational structure and staff development can be seen as relatively straightforward (even if they absorb considerable energy from talented managers and leaders!). For these units the challenge is to define the competences needed to be effective, and for the University centrally (particularly the HR function) to support managers with tools such as effective PMDS, competence frameworks, defined career development pathways, and partnerships with development and training providers.

Less straightforwardly, acceptance is now emerging for the proposition that academic leaders, called upon to lead schools and colleges, need to be supported with high levels of management skills to enable them to be effective in leading their units. University general management is not necessarily a long term career choice for leading scholars, and we are beginning to recognise the value of partnerships where such leading scholars are supported by well-trained and relatively senior managers embedded alongside them in the academic units. This idea is not particularly new to NUI Galway, and can already be seen at work in our research institutes.

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The remainder of this report identifies key issues from across the support services, highlighting progress and challenges of significance across our organisation. This material also includes very short reports on certain development programmes. Detailed reports are available from each of the services, providing more information about achievements and challenges, inputs, outputs and outcomes delivered, and the achievement of operational plan targets.

Shannon College and St Angela’s Following completion of the relevant procedures Shannon College of Hotel Management is now part of the College of Business Public Policy and Law. Support units contributed to the detailed planning and preparation for this merger over many months, and continue to contribute to its successful implementation. Preparation is now in hand for integration with St Angela’s College Sligo, where much remains to be done.

ICT Funding and Delivery Capacity One of the key challenges in delivering the change called for by Vision 2020 will be funding and delivering ICT-enabled change to our business processes. We have now established a reasonably clear understanding of the funding need, along with a reasonably good understanding of the work programme that can be delivered within our management capability. The challenge now is to mobilise the project teams which must be dedicated to these projects, building on the skills available within the organisation and on the mobilisation of partnerships with capable external suppliers.

Capital Programme The programme continues on a smaller scale. Key projects at various stages included the ILAS Building, the Human Biology Building, the CTRF (Lambe Institute), and the Centre for Drama Theatre and Performance. The excellence of our capability to manage these projects effectively continues to be demonstrated daily.

IR/ER Case Management The University faced great tensions and challenges, triggered by the outcomes of two particular Equality Tribunal cases. This led to a number of high profile developments, reported elsewhere. It also led us to commission a consultant report into the University’s approach to managing cases in the various external Industrial Relations and Employee Relations bodies. This report made a number of recommendations which are being pursued, including recommendations likely to affect the organisation of the HR Office.

Staffing Profiles and Staff Development There have been a number of positive developments. Senior posts in the Buildings Office have been reconfigured to reflect the new skills mix needed as the Buildings Office continues to move from a direct labour model to one in which services are bought in. In the Bursar’s Area, particularly in Financial Accounts, activity has continued to increase the number and level of professional posts, supported by the elimination of traditional paper based activity. Similar streamlining continues to be delivered in the Registry (Academic Administration), where there is a strong focus on the use of “lean” process improvement methodology.

We have attempted to complement these unit-based initiatives in the centre by providing managers with better tools and with central supports. These have proved harder to deliver. We did achieve an estimated PMDS completion rate of 83% in the central support units, demonstrating that the scheme is being embedded; there is however more to be done, both to raise the completion rate closer to 100% and to ensure that the development requirements

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emerging from PMDS are captured and acted on by the HR Office. A project was initiated to develop support staff competence profiles, but has not yet delivered its planned outcomes.

For the first time we captured a reasonably complete record of staff training activity in central support units. This showed that central units delivered an average of 2.2 days locally organised training per staff member in 2013/14, with a further 1.1 days per central unit staff member delivered through training organised by the HR Office.

We were able to make progress on one issue which has affected staff morale and our ability to recruit the best available talent from outside the university into support roles. This was the situation of “new entrants” to the public service. Financial emergency provisions had created a situation in which these staff were paid on scales which were 10% lower than their counterparts already in service. We are now operating with much greater clarity, using one set of payscales applicable to all relevant staff. There are residual issues around recruitment competitiveness, but we understand how progress can be made with these.

Support Unit Performance Management We conducted a further annual cycle of support unit operational planning and annual reporting, continuing to involve the “stakeholder groups” which have previously been introduced into this work. The use of these groups is valued both by unit heads and by the stakeholders who participate. The performance management cycle is now reasonably well established, and underpins the development of our support services away from the historical, rather fragmented, approach and into a regime in which each unit has a much better understanding of its alignment with and contribution to achieving the university’s strategic aims.

Student Development and Support The University appointed John Hannon as its first Director of Student Services following an international competition. The initiatives which John has led have included the development of the Access Centre, bringing together a number of elements of our historically fragmented supports for non-traditional students.

We hope that progress in the integration of Student Services as a single organisational unit can be further facilitated by the reorganisation and development of accommodation in Aras Uí Chathail; this is for further discussion in the year ahead.

A major issue has emerged over student accommodation. Plans have been developed and submitted for new on-campus student accommodation. However, they will not come to fruition until 2018. This leaves (particularly) incoming first year and international students with the challenge of finding accommodation in a Galway market which has seen severely declining supply. The Student Services team has made considerable efforts, together with colleagues, to address this issue, but severe challenges remain.

Commercial Services Work has continued to develop a commercial services strategy under Vision 2020, building on the very successful outcomes delivered by our existing Commercial Services unit and on the involvement of the Galway University Foundation.

Procurement We continue to emphasise and develop the role of the Procurement and Contracts Office as a support to enable managers to acquire goods and services effectively and efficiently

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within the requirements of EU procurement law. Nationally, the Office of Government Procurement (OGP) continues to establish itself. We expect to see the (very welcome) benefits emerge over time. At present the OGP is working hard to build its capabilities and relationships and operating procedures are not fully established.

Business Continuity Management Some progress was made to develop a planning framework. We already have a reasonable well developed approach in responding to emergencies, but are less capable when it comes to understanding how we can continue our work in the aftermath of an unforeseen incident (such as fire, flood, or epidemic), which might deprive us of access to key resources and capabilities. We did respond very effectively and at short notice to the visits of HRH the Prince of Wales and the Duchess of Cornwall, and of Bundespräsident Joachim Gauck of Germany. We also mounted a very effective recovery from a fire in the Clinical Sciences Institute in September 2015; while the latter was readily contained it did serious damage to our infrastructure. The challenge in situations such as these is to ensure that our response is systematic, well-planned and effective.

Safety Management A simple and concise statement of safety policy was developed and stakeholder agreement obtained to it; it is expected to be formally adopted early in 2015/16. The key policy innovation is the simple provision is that there must be a designated “person in charge” of each operational activity in our highly delegated and decentralised management structure. This person is responsible for the safety of the activity in their charge (in accordance with legislation), and for clearly establishing the boundary and scope of their responsibility.

Academic Simplification This programme has continued, delivering the Akari Curriculum Management software and enhancements to the Examination Modelling tool (to support the work of examination boards). The achievements of this programme have been considerable but they have also been hard-won. Project teams have been small, operating on a relatively small scale with very careful effort applied to navigate the difficulties of securing commitment to change. As a result timescales have been long, and deliverable change has been smaller in scale than we might wish.

At some point we will face the challenge of replacing our aging Student Records system, perhaps simultaneously with delivering on our long standing aspiration to put in place a single data repository, covering all aspects of the our operations. Such projects affect the whole organisation and cannot realistically be delivered without commitment by the whole organisation.

Purchase to Payment We continue to phase in automation to support the management of our very diverse and high volume of relatively low value purchases. The first supplier to be covered was Club Travel, our travel management service provider. Following a software upgrade we have also included our contracted catering suppliers, where invoice values are also low and volumes high. We have also introduced electronic workflows for high value order approval. The next step will be the introduction of automated “punch-out”, enabling the rapid selection and ordering of a wide range of products, notably laboratory supplies. All of this is driving down the considerable cost and manual intervention required to transmit paper unproductively around the campus.

Staff Records and Change Management The Director of HR successfully led an initiative to establish a scheme to introduce a shared service solution to managing the ICT aspects of the CORE

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HR and Payroll software, used by all seven Irish universities. This has relieved scarce skilled staff of the need to do this work and should enable them to focus on higher value activity.

We continue to face quite basic challenges in staff administration. Key active issues are managing the engagement of Part Time Teachers and other casual staff, management of sickness records, and the temporary and short term engagement of basic grade administrative staff. These issues are linked by a common thread. We find it relatively easy to define procedural and ICT solutions which could be made to work. However, we find it much less easy to mobilise the organisational change management capability needed to implement these solutions; this is a significant issue because there are risks for the University associated with the current situation, and because there may be neither available management capacity to deliver change, nor may there be willingness to accept change on the part of those most affected.

President’s Awards for Support Services Excellence This scheme was successfully introduced and widely welcomed. It culminated in the December 2014 announcement of the first five award winners, followed by public celebration of their success at a presidential all-staff briefing and a later award ceremony in the President’s rooms. The inaugural winners were Declan Coogan, School of Psychology, Lorrain McIlrath, CELT, Anne Marie Keelan, HR, Karen Dooley, Buildings Office, and a team award to the administration team in the School of Mathematics, Applied Mathematics and Statistics. Arrangements are in place for the 2015 award cycle.

Smoke Free Campus Following widespread consultation the UMT decided to proceed with a pilot scheme designed to help denormalise smoking on campus, initially in areas of high pedestrian traffic in and near key buildings. The locations chosen are near the Library entrance and near the Engineering Building entrance. Temporary shelters have been provided in which smokers can continue to smoke.

Chief Operating Officer The current Executive Director of Operations will retire in mid-December 2015. The UMT has decided to develop the role into that of Chief Operating Officer, with greater clarity about line management accountability and responsibility for the outcomes delivered by certain units. Other responsibilities will remain in place, and the new job description being developed will emphasise the importance of planning and delivering services to support the core scholarly mission of the University effectively, efficiently, flexibly and against high standards of customer service.

EDONovember 2015For adoption by the Support Services Committee

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