REVIEW REPORT
School of Chemistry, NUI Galway
24/02/2014
Reviewers
Prof. Andrew Mount, Head of Physical Chemistry, School of Chemistry, the University of Edinburgh,
Edinburgh, Scotland (Chair); Prof. Mikael Bols, Head of Chemistry Department, the University of
Copenhagen, Copenhagen, Denmark; Dr. Ger Harnett, Chief Scientist, Roche-Ireland
Pharmaceuticals, Clarecastle, Co. Clare, Ireland; Dr Margaret Hodgins, Head of the School of Health
Sciences, NUI Galway; Mr Gerry McAleavey, Athrú Consultancy, Dublin (Coordinator)
Key Strengths of School of Chemistry
The School:
1. Is recognised as making a valuable contribution to University success by key stakeholders within
the University
2. Has cultivated and maintained extensive, successful and lasting relationships with high quality
industry
3. Delivers strong Research output
4. Has an exceptionally strong commitment to excellence in Teaching
5. Has approachable, open and helpful staff at all levels within the School who are held in high
regard by both undergraduate and postgraduate students
6. Exhibits a strong team spirit
7. Has a lean team of enthusiastic and flexible Technical and Administrative staff focussed on
delivering solutions
8. Makes flexible and efficient use of increasingly limited resources while striving to maintain
investment in state of the art equipment
9. Has Safety as a core value underpinned by robust processes and staff commitment
10. Has proactively introduced successful new courses - for example Biopharmaceutical Chemistry
11. Has appointed Adjunct Professors to strengthen links with industry and to develop funding
opportunities
12. Has proven success in relation to all its PhD graduates gaining employment
Key Recommendations
1. Develop and promote a compelling Strategy to give the School clear focus and direction for the
future which:
a. Informs and is aligned with the new University Strategy
b. Presents a clearly articulated Future Vision
c. Articulates the benefits, underpinned by relevant metrics where appropriate, of
strategic investment
d. Displays innovative approaches and thinking
e. Exploits the School’s unique strengths
f. Is proactive and concentrates on early engagement
g. Exploits strategic collaboration and partnership within the College, Research Centres
and the wider University
2. Put in place a focussed and concise Implementation plan, with all staff participation and
ownership, to deliver the Strategy that clearly states:
a. What it will deliver for each key stakeholder
b. The added value of each proposed action and initiative – for example sources of income
c. How each action will be delivered
d. How collaboration within the College and with Research Institutes can be optimised
e. How emerging risks associated with any loss in the critical mass of Technical and
Administrative staff numbers – for example arising from the significant natural
retirement rates in the short to medium term - can be addressed, particularly given
their key role in the ongoing promotion and maintenance of the strong safety culture
that exists in the School
f. How innovative options for new courses can be utilised, for example targeted Masters
(focused on non-EU funding potential) to increase income, as well as partially address
PhD number concerns and a BSc in Biomolecular Sciences to stream undergraduates at
an earlier point
3. The University should commit to the development of fit for purpose teaching laboratory space
and infrastructure through a process of intensive engagement with the School as client, that:
a. Brings about improved operational efficiency and effectiveness to enable creation of
time to expand the successful research activity
b. Enhances the Student Experience
c. Demonstrates the core commitment to Teaching and supports student recruitment
strategies
d. Exploits opportunities from the freeing up of University buildings stock - for example
Biochemistry teaching laboratory space
e. Provides suitable space for cross-disciplinary laboratory use leading to increased
collaboration and effective resource utilisation
4. Chemistry is a core discipline. The rising student / staff ratio in the School of Chemistry must
be addressed so that it can continue to perform well by:
a. The University filling Dr Jones’ post
b. All stakeholders working actively to assign a further staff member to Chemistry from
within existing University resources
5. Develop a strong brand profile for the School that supports and helps deliver the University’s
objectives by:
a. Developing a strong brand identity through working in partnership with the Marketing
and Communications Office
b. Exploiting this profile to enhance the reputation of the University
6. There needs to be a process to continue to develop and leverage robust relationships both
through internal and external engagement:
a. With Industry partners
b. With key alumni
c. By Inviting key senior University staff to play a central role in endorsing and
communicating the School’s Vision and in supporting the launch of the School’s Strategy
7. PhD numbers are critical to Chemistry in maintaining and increasing Research output assisting in
teaching delivery and meeting the requirements of industry for trained researchers. A crucial
element of the plan will be to develop a strategy to address falling PhD student numbers by:
a. Working with key stakeholders in the University
b. Further developing links with external bodies and organisations
c. Increasing the number of placements in the University Chemistry laboratories and
elsewhere – for example during undergraduate vacations
8. Optimise teaching resource and organisation by:
a. Maximising opportunity for block teaching
b. Fully utilising Postdoctoral resource availability for mutual benefit
c. Fully utilising all School affiliated staff - for example Emeritus and affiliated Research
Centre staff
d. Engaging with CELT to explore the potential to identify efficiency gains
e. Exploring best practice in the College and implementing opportunities for collaborative
teaching
f. Enhancing the importance of Teaching in the School
g. Continuing to improve the relevant elements of the Structured PhD programme
Other Recommendations
•
•
•
•
Explore all opportunities for School of Chemistry staff (including Postdoctoral and PhD’s) to use
University resources such as generic meeting rooms, video conferencing facilities etc.
Meet with sister Disciplines to enhance relationships and explore joint problem solving
Engage with the Dean of Internationalisation in respect of the potential for income generation
from any new Targeted Masters programme
Discuss with CELT possible benefits that may accrue from attending the upcoming Annual
Conference on Field-work, Laboratory and Experiential learning in order to better inform any
actions to improve effectiveness and efficiency in the use of laboratory space
Comments on Review Process
•
•
•
The Self-Assessment Report was well structured and succinct
Staff and participants were extremely helpful and accommodating
The Review meeting programme was well organised with excellent representation
Action Plan
School of Chemistry
Action Plan meeting held on 28th May at 11.00 am in The MRI Boardroom, MRI Building
Present
From the Unit: Prof Paul Murphy, Prof Donal Leech, Dr Niall Geraghty, Dr Andrea Erxleben, Ms Karen
Kelly, Mr Dermot McGrath
From the Review Team: Dr Margaret Hodgins
From University Management: Prof Pól O Dochartaigh, Ms Orla Baxter, Dr Andrew Shearer, Dr David
O’Sullivan, Dr Iain MacLabhrainn, Mr Michael Kavanagh, Ms Maureen Linnane
This Action Plan has been agreed by Reviewers, the School and University Management in response
to the Review Report for the above named review. Further details on some actions are available in
the Review Report. This Action Plan together with the Review Report is available on the University’s
public website.
Actions for the Unit and University Management
1. Develop and promote a compelling Strategic Plan that gives the School clear focus and direction
for the future, informed and aligned with the new University Strategy Plan and the College
Strategic Plan. Put in place a focussed and concise Implementation Plan, with all staff
participation and ownership, to deliver the Strategy.
[Responsible: Head of School; Due: 01/06/2015]
2. The University will commit to the development of fit for purpose teaching laboratory space and
infrastructure through a process of intensive engagement with the School. The School will
develop a proposal to be discussed with staff of the Buildings Office, with an aim to identify
space that can be used in the near future.
[Responsible: Registrar/Head of School; Due: 01/06/2015]
3. As a core discipline, address the rising student/staff ratio in the School so that it can continue to
perform well, by working with the College Dean to ensure appropriate levels of resources are
allocated to the School.
[Responsible: Dean of Science; Due: 01/06/2015]
4. Develop a strong brand profile for the School that supports and helps deliver the University’s
objectives by working in partnership with the Marketing and Communications Office and by
exploiting this profile to enhance the reputation of the University.
[Responsible: Head of School; Due: 01/06/2015]
5. Establish a process to continue to develop and leverage robust relationships both through
internal and external engagement
[Responsible: Head of School; Due: 01/06/2015]
6. Continue to work with all stakeholders, internal and external, to develop a strategy to address
falling PhD student numbers
[Responsible: Head of School; Due: On-going]
7. Continue to optimise teaching resource and organisation by:
a. Maximising opportunity for block teaching
b. Fully utilising Postdoctoral resource availability for mutual benefit
c. Fully utilising all School affiliated staff - for example Emeritus and affiliated Research
Centre staff
d. Engaging with CELT to explore the potential to identify efficiency gains
e. Exploring best practice in the College and implementing opportunities for collaborative
teaching
f. Enhancing the importance of Teaching in the School
g. Continuing to improve the relevant elements of the Structured PhD programme
[Responsible: Head of School; Due: 01/06/2015]
8. Explore all opportunities for School staff (including Postdoctoral and PhD’s) to use University
resources such as generic meeting rooms, video conferencing facilities etc.
[Responsible: Head of School; Due: On-going]
9. Meet with sister Disciplines to enhance relationships and explore joint problem solving
[Responsible: Head of School; Due: On-going]
10. Engage with the Dean of Internationalisation in respect of the potential for income generation
from any new Targeted Masters programme
[Responsible: Dean of Science; 01/06/2015]
11. Discuss with CELT possible benefits that may accrue from attending the upcoming Annual
Conference on Field-work, Laboratory and Experiential learning in order to better inform any
actions to improve effectiveness and efficiency in the use of laboratory space
[Responsible: Head of School; 01/06/2015]
Approved by:
Head of School, Professor Paul V Murphy
Dean, Dr Andrew Shearer
Registrar and Deputy-President, Prof Pól O’Dochartaigh
Director of Quality, Dr David O’Sullivan
Date: 30th September 2014