REVIEW REPORT
School of Natural Sciences, NUI Galway
07/03/2014
Reviewers
Prof. Margaret Dallman, Dean of the Faculty of Natural Sciences, Imperial College, London, England,
(Chair); Prof. Colin Jago, Dean of the College of Natural Sciences, Bangor University, Wales;
Dr. Kieran Conboy, Dean of the College of Business, Public Policy and Law, NUI Galway; Dr Mary
Fleming, Head of the School of Education, NUI Galway; Mr Gerry McAleavey, Athrú Consultancy,
Dublin (Coordinator)
Key Strengths of School of Natural Sciences
The School:
1. Is recognised as making an exceptional contribution to the delivery of the University’s strategic
objectives by key stakeholders within the University and is crucial to the aspiration of the
University for success in the international ranking system.
2. Delivers on the University’s key strategic intent of enhancing its Research profile:
a. The School constitutes 7% of the University’s academic staff while delivering 20% of
research expenditure
b. Publications per Academic FTE are 3 times the University average
c. Citations are approx. 3 times the University average and 1.5 times that of the College of
Science average
d. PhD supervision is 1.5 times the University average
3. Is committed to excellence in Teaching and Learning, educating approx. 50% of the College’s
students at undergraduate and postgraduate level.
4. Has an energetic and unified leadership team dedicated to developing a performance culture
underpinned by robust data and metrics and founded on open and honest relationships.
5. Demonstrates clear appreciation of the challenges facing the School in merging the previously
disparate Disciplines.
6. Has an innovative and exemplary Outreach programme which is a model on which the University
can build in order to support its strategic objectives.
Key Recommendations
1. Develop and articulate a Strategy for the School which establishes clear direction for the future
and:
a. Articulates a clear vision and mission;
b. Informs and aligns with the new University Strategy;
c. Identifies the critical differentiating characteristics of the School;
d. Identifies an educational offer that aligns with its research strengths;
e. Further exploits the Research and Educational synergies between the Disciplines;
f.
Identifies opportunities for collaborations within the School, College and the wider
University;
g. Includes a space plan which leverages maximum potential of the Biosciences Research
building for both education and research purposes;
h. Identifies areas of strategic activity that demand investment by the University.
2. Utilise and build on the success of the delivery of the academic simplification process in order to
identify further efficiencies in undergraduate module, programme and course delivery:
a. Consider a radical re-evaluation of the portfolio and configuration of module options
available to students following both the denominated and un-denominated degree
routes;
b. Ensure that the educational offer includes the possibility of small group teaching, peerto-peer learning and collaborative student engagement;
c. Engage with CELT to explore the potential to identify further efficiencies and improved
quality in the design and delivery of undergraduate curricula;
d. Streamline the options available, mapping to programmes and timetabling in order to
reduce workload pressure and to communicate clarity to students;
e. Seek further opportunities to embed rigorous application of the Student Feedback and
Engagement policy and use as input to the PMDS process.
3. Continue to build on Research success by:
a. Working with the VP for Research and the Dean of Internationalisation to identify new
sources of income such as EU Research Funding (Horizon 20/20. ERC etc.), new
international markets and Industry in particular through leveraging the commercial
relationships developed through the postgraduate programmes;
b. Developing a research portfolio that strategically concentrates resources and effort;
c. Developing new multi-disciplinary synergies within the School, by for example initiating
cohort activities for PhD students and providing PhD students with two supervisors from
different Disciplines or Schools;
d. Recognising the value of the Post-doctoral cohort in underpinning research effort and
developing mechanisms to provide support for their career progression.
4. Work with the University to develop:
a. A transparent Resource Allocation model which will guide and inform programme and
research planning;
b. A staff reward and incentivisation scheme within the context of extremely limited
promotional opportunities;
c. A mechanism for research overhead and overseas student fee income distribution to
reinforce research and teaching effort and engender behaviours that benefit both the
individuals and the University;
d. Enhanced mechanisms of support for Research income generation;
e. An Outreach programme, modelled on the current School activity, with a sustainable
funding stream.
5. Work with the University to develop support mechanisms which underpin an equality and
diversity agenda that supports staff retention, development and contribution to all dimensions of
the School’s activities.
6. Develop an overall strategy for Masters programmes that articulates a framework and structure
which:
a. Expresses a coherent and integrated Vision;
b. Will ensure a delivery strategy that improves the student experience while reducing
pressure on the Programme directors who are dedicated but stretched by the present
provision;
c. Leverages past successes;
d. Has the ability to demonstrate a defined return on investment supported by the
appropriate metrics;
e. Builds reputation both nationally and internationally.
7. Clearly identify the School’s future space and infrastructure requirements, develop a range of
options to deliver these and engage with the University to achieve the most effective solution
that fully optimises the utilisation of a valuable resource and delivers the core ambitions of the
School
8. Technical and Administrative support should be integrated and managed at School level through:
a. Fully involving the relevant staff and utilising the existing expertise and experience
within the Disciplines;
b. Employing organisation benchmarking and identifying best practice approaches.
9. A process should be put in place to further develop the School staff at all levels which builds on
the significant success and progress made to date. This process should be aimed at continuing to
develop (a) excellence in pedagogical competence to support Teaching and Learning (b) widely
distributed leadership capability and (c) a high performing Technical and Administrative function
through working to develop:
a. A situation where all newly appointed researchers are encouraged to avail themselves of
the expertise and training provided by CELT;
b. Competencies to deliver the full potential of the PMDS process e.g. comfort with
performance conversations, giving and receiving feedback etc;
c. A mind-set that challenges the status quo and a desire to learn from others and to seek
out best practice;
d. The ability to develop shared objectives which inspire confidence;
e. Change capacity and competence;
f. Mechanisms to maintain resilience that are underpinned by supportive team
relationships;
g. With the University, a framework that will enable all Technical and Administrative staff
to meet their full potential.
Other Recommendations
•
Investigate the potential to apply:
o Bangor University’s School of Natural Sciences approach or similar models of best practice to
module simplification / rationalisation within an NUI Galway context with the aim of
improving the efficiency while maintaining, or improving, the effectiveness of the teaching
provision and the quality of the student experience;
o Imperial College London’s approach or similar models of best practice to supporting career
development for Post-doctoral researchers.
• 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
• Comprehensive, clear and metric-supported Self-Assessment Report;
• All School staff and others participating in the process were extremely open, willing to engage
and accommodating;
• The Review meeting programme was well organised and structured while remaining flexible
and responsive to the requirements of the Review team;
• Consideration should be given to ensuring that more time is provided in the schedule to
ascertain and assimilate student input.
Action Plan
School of Natural Sciences
Action Plan meeting held on 26th May 2014 at 9.30 am in A113 Alexander Anderson
Boardroom
Present
From the Unit: Prof Vincent O’Flaherty, Prof Martin Feely, Prof Jim O’Gara, Dr Tiernan Henry, Dr Eve
Daly, Dr Gerhard Schlosser, Dr Michael Carty, Ms Susan Gallagher
From the Review Team: Dr Kieran Conboy, Dr Mary Fleming
From University Management: Dr David O’Sullivan, Prof Pól Ó Dochartaigh, Mr Michael Kavanagh, Dr
Andrew Shearer, Dr Iain MacLabhrainn, Dr Brian Hughes, Ms Orla Baxter, 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. Expand and articulate a School Strategic Plan which establishes clear direction for the
future, aligned with the College Strategic Plan and the University’s Strategic Plan and the
development thereof. This new School Strategic Plan will incorporate recommendations
made in this Review Report.
[Responsible: Head of School; Due: 01/09/2014]
2. Utilise and build on the success of the delivery of the academic simplification process in
order to identify further efficiencies in undergraduate module, programme and course
delivery.
[Responsible: Vice-Head for LTA; Due: 01/03/2015]
3. Continue to build on Research success:
a. Work with the VP for Research and the Dean of Internationalisation to identify
new sources of income;
b. Develop a research portfolio that strategically concentrates resources and effort;
c. Develop new multi-disciplinary synergies within the School that cluster in an
innovative way;
d. Further recognise the value of the Post-doctoral cohort in underpinning research
effort and developing mechanisms to provide support for their career
progression.
[Responsible: Head of School; Due: 01/06/2015]
4. Work with the Dean of Science and Registrar to develop:
a. A more transparent Resource Allocation Model which will guide and inform
programme and research planning;
b. A staff reward and incentivisation scheme within the context of extremely
limited promotional opportunities;
c. A mechanism for research overhead and overseas student fee income
distribution to reinforce research and teaching effort and engender behaviours
that benefit both the individuals and the University;
d. Enhanced mechanisms of support for Research income generation;
e. An Outreach programme, modelled on the current School activity, with a
sustainable funding stream supported by the Director of Marketing and
Communications.
[Responsible: Head of School; Due: 01/06/2015]
5. Develop support mechanisms which underpin opportunities that support staff retention,
development and contribution to all dimensions of the School’s activities.
[Responsible: Registrar; Due: 01/06/2015]
6. Develop an overall strategy for Masters programmes that articulates a framework and
structure which:
a. Expresses a coherent and integrated Vision that leverages past successes;
b. Ensures a delivery strategy that improves the student experience while reducing
pressure on Programme Directors, dedicated but stretched by the present
provision;
c. Demonstrates a defined return on investment supported by the appropriate
metrics;
d. Builds reputation both nationally and internationally.
[Responsible: Vice-Head for PG studies; Due: 01/06/2015]
7. Clearly identify the School’s future space and infrastructure requirements, develop a
range of options to deliver these and engage with the University to achieve the most
effective solution that fully optimises the utilisation of a valuable resource and delivers
the core ambitions of the School.
[Responsible: Head of School; Due: 01/06/2015]
All other recommendations made in the Review Report, for example, enhanced communications
with CELT, ongoing support for PMDS, etc. have been noted and will be acted upon. Full details are
available in the Review Report.
Approved by:
Head of School, Professor Vincent O’Flaherty
Dean, Dr Andrew Shearer
Registrar and Deputy-President, Prof Pól O’Dochartaigh
Director of Quality, Dr David O’Sullivan
Date: 30th September 2014