QUALITY REVIEW OF THE UNIVERSITY MANAGEMENT TEAM
RESPONSE OF UMT/ACTION PLAN
1.
The standard procedure following a Quality Review is for the unit under
review to prepare a response to the Final Report, followed by the holding of a
Follow-up Meeting, attended by members of the Review Group, staff in the
unit reviewed, relevant members of the University Management Team, the
Director of Quality and staff of the Quality Office. The record of that meeting,
updated as appropriate, becomes the Action Plan for the implementation of the
agreed institutional response to the Report.
2.
Since such a procedure did not fit the comprehensive response and follow-up
required to the Quality Review of the University Management Team itself, this
memorandum sets out the steps taken. Paragraphs 3 to 5 below set out the
extensive process through which the UMT and the President responded to the
Report, a process which effectively takes the place of the Follow-up meeting
in the standard procedure. Paragraph 6 summarises the recommendations
endorsed by the UMT and subsequently adopted by Údarás na hOllscoile,
which effectively constitutes the agreed Action Plan. Paragraph 7 summarises
the structure created to ensure the implementation of these recommendations.
Paragraph 8 notes the current position in relation to each of the
recommendations in Paragraph 6.
3.
The Final Report of the Review Group was published on 6 March 2008, the
first day in office of Dr James Browne as President. A special meeting of the
University Management Team was held on 1 April 2008 to discuss the Report.
It was agreed that consultants would be appointed to advise on the
restructuring of the UMT, and those who had participated in the UMT SelfAssessment Group prepared terms of reference for the consultants. At its
meeting on 22 July, the UMT noted (a) the creation of a Steering Committee
“to provide oversight, guidance and input to the review of senior management
structures” and (b) the terms of a Project Initiation Document as a basis for the
consultants’ work. The full members of the Steering Committee were the
President, the Registrar and Deputy-President, an Rúnaí, Professor Nicholas
Canny (former Vice-President for Research) and Mr Donagh O’Donoghue
(member of Údarás na hOllscoile). Professor Chris Curtin and Kathy Murphy
(both Review Group members) and Mr Chris McNairney (Director of Human
Resources and Organisational Development) were appointed as advisory
members of the Committee, Mr Seán O’Driscoll (athrú – consultant) as Project
Manager and Mr John Sweeney as Process Assurance Manager.
4.
UMT considered an update from the consultants at its meeting of 18
November and a presentation was made on behalf of the consultants at its
meeting of 9 December. On 12 December 2008, the consultants made an
interim report to the (outgoing) Údarás na hOllscoile.
5.
UMT considered a further draft report from the consultants at its meeting on
13 March 2009, and a limited-agenda special meeting was held on 24 March
2009 to review a revised version. At this meeting “UMT endorsed the report
and adopted the recommendations contained in sections 5.0 to 6.2 inclusive. It
was agreed that the President will bring forward a sequence of proposals for
the implementation of the recommendations, assuming Údarás na hOllscoile
approves the report at its meeting on Aibreán 1, 2009.” The recommendations
referred to are set out in the following paragraph.
6.
The consultants’ report endorsed by UMT recommended:
(1)
The adoption of a “change architect” configuration for the UMT, based
on the particular circumstances facing NUI Galway at the present time;
this model will emphasise the core academic mission of the University,
innovation and performance, the delivery of the capital programme,
and the bringing together of internal support services.
(2)
That the reconfigured UMT include the President, the Registrar and
Deputy President, the Secretary, the Bursar, an Executive Director
Operations, a Vice-President for Innovation and Performance and a
Vice-President for Capital Projects; the UMT to have a number of subcommittees.
(3)
A particular perception of the responsibilities of and the skill-set
required for the role of Registrar and Deputy President, emphasising
the integration of teaching, learning and research.
(4)
The creation of the post of Vice-President for Innovation and
Performance, who will act as the “custodian” of change and
performance improvement across the institution.
(5)
The creation of the post of Executive Director Operations, who will be
tasked with driving the development of a high-performing, effective,
coherent, flexible and efficient internal services organisation in support
of the academic mission, to ensure the consolidation of a diverse range
of activities and achieve process streamlining, cost reduction and
enhanced value.
(6)
The creation of the post of Vice-President for Capital Projects, who
will ensure effective delivery of the University’s capital and building
programme, including cost effectiveness and value for money.
(7)
A particular perception of the responsibilities of and the skill-set
required for the role of Bursar.
(8)
A particular perception of the responsibilities of and the skill-set
required for the role of Secretary, including acting as the custodian of
the bilingual ethos and practice of the University.
(9)
Clear definition of the roles of UMT members and the relationship
between them, together with appropriate performance management and
authority delegation processes and a leadership and management
development strategy.
(10)
That the interval between and agenda for UMT meetings ensure a
fundamental focus on the delivery of University strategy rather than on
operational matters.
(11)
The production of a written statement of the purpose and function of
UMT, to be widely communicated and shared within NUI Galway.
(12)
Objectives for the development of future leaders for NUI Galway.
(13)
That the appointment to the role of Registrar and Deputy President
should be on the basis of a rigorous, open and competitive selection
process utilising targeted searches facilitated by “head-hunter”
organisations.
(14)
The introduction of a documented performance management
methodology, together with a significant individual development
programme.
(15)
The development of an Authority Delegation Framework as a
contribution to timely and robust decision-making.
(16)
In relation to Údarás na hOllscoile (particularly with respect to its
relationship with the UMT and its members):
o A reduction in the number of members of Údarás na hOllscoile
closer to the minimum of 25
o A reduction in the number of Údarás committees
o The appointment of non-UMT members (with the exception of
the President) with the necessary competencies as chairpersons
of such committees
o That Deans should play a significant role in such committees
o Focus of Údarás business on strategic/high impact issues
7.
At its meeting on 1 April 2009, Údarás na hOllscoile adopted the proposals of
the President for the implementation of the report, together with the suggestion
that a Project Team would be appointed to oversee its implementation. The
project team, subsequently known as the Senior Management Structures
Implementation Group (or the Implementation Group, for short), consisted of
the President, the Registrar and Deputy-President, the Bursar and the
Secretary, with Professors Chris Curtin and Kathleen Murphy working with
the group in an advisory role; following his appointment as Acting Executive
Director of Operations, Dr Kieran Loftus joined the group. It was agreed that
the Group would be facilitated by John Sweeney, Director of Planning and
Administration in the President’s Office, who was the key operational
interface with the review project.
8.
The current position in relation to each of the recommendations summarised in
paragraph 6 above is as follows:
(1)
Acceptance of the proposed configuration of the UMT is evidenced by
the University statutes referred to below.
(2)
A draft statute on the constitution of the UMT (CCCXV, Chapter I),
reflecting the recommended configuration, was provisionally adopted
by Údarás na hOllscoile at its meeting on 26 February 2010.
(3)
A statute reflecting the recommended perception of the role of the
Registrar and Deputy-President (CCCXIII) was adopted by Údarás na
hOllscoile at its meeting on 26 February 2010.
(4)
The post of Vice-President for Innovation and Performance is provided
for in draft Statute CCCXV, Chapter II, provisionally adopted by
Údarás na hOllscoile at its meeting on 26 February 2010. The
responsibilities of the Vice-President are set out in Chapter I of
Regulation 2/2010, also provisionally adopted by Údarás na hOllscoile
at the same meeting. On 15 October 2009, Údarás na hOllscoile
approved the appointment to the post of Professor Chris Curtin.
(5)
The post of Executive Director of Operations is provided for in draft
Statute CCCXV, Chapter III, provisionally adopted by Údarás na
hOllscoile at its meeting on 26 February 2010. The responsibilities are
set out in that chapter. The post is currently filled by Dr Kieran Loftus
in an acting capacity.
(6)
The post of Vice-President for Capital Projects is provided for in draft
Statute CCCXV, Chapter II, provisionally adopted by Údarás na
hOllscoile at its meeting on 26 February 2010. The responsibilities of
the Vice-President are set out in Chapter II of Regulation 2/2010, also
provisionally adopted by Údarás na hOllscoile at the same meeting.
The post is currently filled by Mr Keith Warnock (appointed to the role
of Vice-President for Physical Resources for a four-year term
beginning 1 July 2006).
(7)
No substantive change has been proposed for the Statute (CCXVIII)
relating to the role of the Bursar.
(8)
A statute reflecting the recommended perception of the role of the
Secretary (CCCXV, Chapter IV) was provisionally adopted by Údarás
na hOllscoile at its meeting on 26 February 2010.
(9)
The draft statutes and regulations referred to above are a first but
significant step in defining the roles of UMT members and the
relationship between them. The speedy filling of the new roles, on an
acting basis where appropriate, has allowed the University to press
ahead, starting the process of achieving the objectives underlying the
structural recommendations. When this initial process is completed, the
UMT will address the issues of performance management, authority
delegation processes, and a leadership and management development
strategy.
(10)
The format of UMT meetings has been altered in accordance with this
recommendation. Instead of a substantial number of agenda items for
open discussion at each meeting, there is now (a) a report from the
President dealing with current issues of strategic significance, (b) a
limited number of substantive items for consideration at length by the
UMT and for decisions where appropriate (examples include the
development of the Strategic Plan and the restructuring of the UMT
and the related statutes/regulations), and (c) an opportunity for UMT
members to provide updates, for information/noting, on issues relating
to their areas of responsibility.
In addition, groups have been created, consisting of relevant members
of UMT and senior managers, to deal with various areas; such groups
avoid the necessity for the full UMT to address operational matters,
and involve senior managers more closely in decision-making relevant
to their areas.
(11)
The production of a written statement, to be widely communicated, of
the purpose and function of UMT will be undertaken when the
structural changes are complete.
(12)
An initial major initiative was undertaken in relation to the
development of future leaders for NUI Galway in the form of the
GOLD (Goals Orientated Leadership Development) programme: this
four-module programme was aimed primarily at Deans, Assistant
Deans, Heads of School and College Officers and was attended by 75
members of staff; it has been followed by a series of further initiatives
including a mentoring programme.
(13)
A statute facilitating the adoption of the recommended approach to the
appointment of the Registrar and Deputy-President (CCCXIII) was
adopted by Údarás na hOllscoile at its meeting on 26 February 2010.
(14)
The introduction of a documented approach to performance
management, together with a significant individual development
programme, will be addressed on completion of the structural changes
currently in progress.
(15)
An Authority Delegation Framework will also be prepared on
completion of the current structural changes.
(16)
In relation to Údarás na hOllscoile:
o The question of a possible reduction in the number of members
of Údarás na hOllscoile was considered at a special meeting of
the Standing and Strategic Planning Committee held on 7
October 2008; the recommendation to retain the existing level
of membership was subsequently approved by An tÚdarás
o A significant reduction in the number of Údarás committees
has been achieved, and there has also been a substantial
reduction in the number of sub-committees
o Chairpersons of committees have generally been appointed
from among the non-UMT members of An tÚdarás, with the
only exception being the President’s role (as permitted under
the recommendation) as Chair of the Standing and Strategic
Planning Committee
o An expanded role for Deans will be considered when the
creation of the new committee structure is completed
o The proposal that the focus of Údarás business should be on
strategic/high impact issues has been accepted
Keith Warnock
13 April 2010