Sustaining Progress – Fifth Progress Report
Name of Institution
National University of Ireland Galway
I confirm that I have assessed and verified the extent of progress and co-operation which has been achieved to date in respect of each grade in
the institution in completing the specific actions set out in the institution’s agreed Action Plan. The basis of this assessment is set out below in
this document.
Signed by Head of Institution: Dr. Iognáid G. Ó Muircheartaigh
Date: 30th September 2005
Stable Industrial Relations Climate (SP Section 19)
The parties recognise the importance of stable industrial relations and
are committed to maintaining a well-managed industrial relations
environment to minimise disputes affecting the level of service to the
public. A stable industrial relations climate has important benefits for
the general public and the public service itself. These benefits
include the provision of uninterrupted services, improved productivity
and staff morale, increased public confidence and the maintenance of
Ireland as a desirable location for foreign direct investment.
Progress Achieved
(Indicate whether parties have complied with
the terms of the Agreement)
The General Industrial Relations climate in
NUIG is good. The Partnership process has been
seen as a positive step forward, which has led to
a number of initiatives that have been well
received by staff and management alike.
An objective of the Partnership Group is to
improve the industrial relations climate thus
potentially reducing the number of third party
referrals. As the Partnership Group develops this
area they will be instrumental in proactively
maintaining a stable industrial relations climate.
A Partnership Facilitator is being recruited to
further develop the concept of organisation
change throughout the University through the
promotion, development and facilitation of the
Partnership concept across the University. This
will allow for further development of local
Partnership groups in different areas within the
University.
Implementation Difficulties /
Outstanding Issues
The University regrets that it has been unable
to secure external funding to support the
appointment of a Partnership Facilitator and
notes that the general financial situation will
continue to put pressure on the process.
However the University is in the process of
appointing an administrator on a part time
basis in order to help promote the partnership
concept.
This Agreement:
a. Provides that no cost-increasing claims by trade unions or
employees for improvements in pay or conditions of
employment, other than those provided for in clauses 19.18
and 19.19, will be made or processed during the currency of
the Agreement;
b. Commits employers, trade unions and employees to promoting
industrial harmony; and
c. Precludes strikes or other forms of industrial action by trade
unions, employees or employers in respect of any matters covered
by this Agreement, where the employer or trade union concerned
is acting in accordance with the provisions of this Agreement.
Stable Industrial Relations Climate (SP Section 19)
Over the term of the agreement, the parties will fully utilise the
dispute resolution machinery of the state in the following instances:
a. Where the parties cannot reach agreement at local level on
matters covered by the agreement
b. Where a dispute arises as to what constitutes a breach of the
agreement and
c. Where there is disagreement as to what constitutes ongoing
change
The parties will comply with the terms of the agreement.
a. The College has not received any cost
increasing claims in respect of any issues
covered in the national agreement,
Sustaining Progress since its application
in June 2003
b. Promoting Industrial Harmony – The
partnership group continues to operate
providing a forum for industrial relations
issues to be addressed in consultation
with all major employee groupings.
Precluding strikes. There have been no strikes
and none are pending.
Progress Achieved
(Indicate whether parties have complied with
the terms of the Agreement)
The dispute resolution machinery or any other
agreed machinery as outlined in section 19 has
been fully accepted by the Partnership
committee as a means for dispute/disagreement
resolution and formal procedures will now be
put in place.
Through the partnership process Management
and Unions have outlined that dispute/grievance
issues can be referred to the Partnership Group
on a voluntary basis.
(Refer to Revised Terms of Reference
Document Appendix 1 “Main Partnership
Committee”, Paragraph 3)
Implementation Difficulties /
Outstanding Issues
Modernisation and Flexibility (SP 19.1 & 19.2)
The increasing demand for improvements in the provision of public
services requires a flexible approach to working practices by
individual public servants, management and unions. This entails the
removal of unnecessary demarcations, the adoption of more modern
approaches to work and the promotion of innovative ways of meeting
the demand for services. It is also necessary that managers have the
flexibility to adapt procedures to respond to particular pressures,
which may vary from sector to sector, and to ensure that work
methods are suited to the efficient delivery of services.
The report of the Public Service Benchmarking Body noted that
change is accepted as an essential and ongoing criterion of survival,
growth and prosperity in the private sector. The report identified
flexibility of working as a key requirement in the achievement of
greater efficiency and effectiveness in the public service. In light of
the importance of this issue, the parties to this Agreement will cooperate with flexibility and modernisation as provided for in Sections
20 to 26.
NUIG has a strategic plan, which sets out the
context for modernisation from 2003 to 2008.
The Sustaining Progress Action Plan is aligned
with the Strategic Plan for the University, which
was developed following extensive consultation
with staff, students, alumni and partners in the
University foundation industry and academia. It
represents the combined thinking of the entire
university community led by the University
Management Team and the Standing and
Strategic Planning Committee. There are seven
key strategic priorities, which will run during
the lifetime of sustaining progress and beyond.
• Flexible working has been successfully
piloted and is currently being implemented.
• The University has identified a possible I.T.
Solution to facilitate the needs of flexible
work pattern monitoring.
• Job Sharing schemes have been in operation
throughout the University for some time with
the exception of the academic area. This has
recently been reviewed and a job-share
scheme for academic staff has recently been
put in place and two staff have availed of
same.
• A Term Time Working policy is currently
under review by the Partnership Group.
• Outsourcing of work using contractors has
been
implemented
in
the
Buildings/Maintenance
area
and
the
employment of temporary staff has been
agreed across the University. It is intended
that this will be further developed under the
Parallel Benchmarking process.
• The University will continue to develop
flexible work practices in consultation with
Staff, the Unions and the Partnership Group.
Flexitime is continuing to be rolled out on a
manual basis pending the introduction of an
IT solution. The relevant software has been
purchased and installed. When testing is
complete it will be implemented across the
campus.
Job Sharing scheme for academics is finalised
and in place.
Term time Working Policy is in place and has
operated successfully during the Summer
2005.
Partnership
The parties to the Agreement recommit themselves to extending and
deepening the partnership process at the workplace in accordance
with commitments under previous national agreements. It is intended
that the National Centre for Partnership and Performance will play an
increasing role in supporting this process. (SP 19.16)
The partnership approach has been a useful mechanism to help secure
delivery of change and modernisation in organisations where it has
become well-established. The parties are committed to building upon
the structures that have been established, and to further embedding
and refining the process across the public service, in order to deliver
real improvements in performance at organisational level, involve
staff in the change and modernisation process and improve the
working environment. (SP 20.9)
Progress Achieved
(Indicate whether parties have complied with
the terms of the Agreement)
Revised terms of reference were agreed at a
Residential Workshop in January.
(See Appendix 1)
This Workshop (which involved the National
Centre for Partnership and Performance, NCPP)
also reviewed the operation of The Partnership
Process and implementation of the work
programme scheduled for 2004.
Further training was completed in June, which
involved case studies on the partnership process
in other organisations.
The role of the Partnership Group is being
further explored and embedded in University
structures through training and the setting up of
Partnership Sub groups to deliver on the
changes required under Sustaining Progress.
The Partnership Group has devised a
programme for communicating Partnership
across the University. This plan involves
attending departmental meetings to present
information on Partnership and the production
of newsletters. The objective of this being the
long term embedding and refining of
Partnership as a vehicle for consultation and
change.
A Partnership Facilitator is being recruited to
help with further development of the concept
across the University. This will allow for further
development of the local Partnership groups in
different areas within the University.
Implementation Difficulties /
Outstanding Issues
The University is in the process of appointing
a Partnership administrator on a part time
basis in order to help promote the partnership
concept.
The parties will continue to approach on-going modernisation in the
sector through partnership. Partnership will be supported by staff,
unions and management and will become a central and mainstreamed
feature in the day-to-day operations/business of institutions. In
particular, partnership will be aimed at managing and responding to
the challenges of change in the workplace, improving performance,
influencing the development of future policy and strategic planning,
and facilitating and improving quality and flexibility in the delivery of
services. Every effort will be made to resolve issues through the
partnership process. (SP 24.35)
The Partnership Group is central to the
implementation of the Sustaining Progress
Action plan outlined below.
The Partnership Group has a schedule of
meetings for the coming year, which occur
monthly. Due to the pressure of issues to be
discussed a number of extra meetings were held
during the Summer period.
The next meeting is due to be held on the 13th of
October.
The partnership group is addressing the
following issues.
a. Sick Leave for General operatives
b. Career Break Scheme.
c. Term Time Working.
d. Parking Management Scheme.
The Parking Management Scheme has been
implemented, which includes clamping
/controls, a permit system for staff and
students and allocation of car parks on an
agreed basis as staff-only, student –only,
shared or pay-and-display.
Additional
mobility management initiatives are being
pursued.
A sub group of the Partnership committee
meets regularly in order to resolve parking
issues and help develop the Universities
mobility management initiatives.
Specific Action(s) for each commitment set out in the Action Plan
Action
No.
Specific Action
Date for
Completion
Completed
Yes – Y
No - N
Details of progress made to date
supported by relevant examples.
Please provide clear and concise examples of progress
achieved.
If specific action has not met
completion date please
provide an explanation
1
2
3
4
5.
6.
Agreement in principle in introduce
personal development planning for all
grades
Commence training for all administrative
managers and staff for personal
development planning scheme.
Complete pilot scheme for administrative
staff.
Agree scheme with relevant trade unions
for academic staff.
Pilot scheme for academic staff and
technical staff.
Training for Heads of Departments and
staff.
October 2003
Y
Completed as per 2nd Progress report
Apr 04
Y
Completed as per 2nd Progress report
Jan 04
Y
Completed as per 2nd Progress report
Sep 04
Y
Completed as per 4th Progress report
Oct 04
Y
Dec 04
Y
Final document being presented to APRC
October 14th 2005
63 Heads of Department and line
managers have been through 2-day
Performance and Development Appraisal
training. 86 appraisees have been through
half day training
7.
Implementation of appraisal scheme across
the University.
Jan 05
Ongoing
8.
Review of promotion and probationary
procedures.
Sep 04
Ongoing
9.
Development of scheme for all other
categories of staff.
Apr 04
Ongoing
All admin staff have been trained,
Academic
training
commencing
September 2005, Technician Training mid
October and General Operative Grade
November 2005. All categories of staff
will be trained and schemes implemented
by December 2005
A review of the Promotion Procedure for
Senior University Administrators had
been agreed with the HAY Group.
A scheme for the general operative grades
has to be developed.
The interim report has been
received and is currently being
reviewed by UMT
It is expected that this will be
finalised early in ‘06
10.
11.
12
13
14
15.
16
17.
18.
19.
Pilot scheme (personal development
planning) for all other categories of staff.
Introduction of scheme for all other
categories of staff.
Agree New Terms of Reference for the
Universities Partnership Group
Create Partnership Group for Craft
Workers in the Buildings Office
Devolve Partnership to departments by
developing models of best practice.
Workshop to identify relevant projects for
Partnership including inter alia,
organisational change issues.
Establishment of Joint Working Group on
the impact of the Fixed Term Workers Act
on staff within the University
Residential training weekend to review
progress and establish an agenda for the
future.
Development of an Executive Information
System (EIS)
University wide staff acceptance of
ongoing changes to financial and related
software, and resulting business process
reengineering (if applicable) including
Accounting, Payroll/HR Student
Records/Fees and related systems.
Oct 04
Ongoing
As per item 7 above
Mar 05
Ongoing
As per item 7 above
Nov 03
Y
Completed as per 2nd Progress report
Oct 03
Y
Completed as per 2nd Progress report
Dec 04
Ongoing
Jul 04
Y
The Partnership Group arising out of the Partnership Administrator being
Residential
Workshop,
have
set recruited which will help develop
themselves an objective of developing a this further.
Communication Plan for Partnership
across the University. This will involve
attending departmental meetings, training
and newsletters outlining models of best
practice. Notice boards and website
communication will also feature as part of
this plan.
Key Stakeholders are identified through
the Partnership Process and are tasked
with implementing the action items
agreed under Sustaining Progress. For e.g.
The Library Subgroups.
Completed as per 2nd Progress report
Nov 03
Y
Completed as per 2nd Progress report
Jul 04
Y
Completed as per 2nd Progress report
Apr 04
Y
Completed as per 4th Progress report
Ongoing
Y
Completed
20.
21.
22.
23.
24
25.
26.
Provision of Financial Accounting web
page and attendant self-service access to
staff and students.
Deploy online purchasing in 10 major
spending Departments.
University wide acceptance of higher
levels of data captures to enhance quality
of information systems and maximise
VFM.
Web based self-service system for
procurement, expense reimbursement,
cheque and bank draft requisitions &
invoicing.
Self-service access to departmental and
research action financial information.
Increased levels of interaction and cooperation between offices processing
information for payroll and HR systems.
Implementation of new procedures to
manage the quality assurance process,
which will set out how quality, is to be
achieved. The quality assurance process is
the process by which the University
ensures that its teaching, research and
service delivery are critically evaluated and
constantly reviewed and where possible
improved. A synopsis of the quality
assurance process in NUI, Galway was
attached in Appendix I in the first progress
report. This of course is an ongoing
process.
Apr 04
Y
Completed as per 2nd Progress report
Apr 04
Y
Completed
Ongoing
Y
Completed
Sep 04
Y
Completed
Apr 04
Y
Completed as per 3rd Progress report
Apr 04
Y
Completed as per 2nd Progress report
Dec 04
Y
Completed as per 2nd Progress report
Commitment to Implementation of
Sept 05
the agreed action plan of the Quality
Review Process while ensuring all the
relevant stakeholders are consulted
fully during and after the reviews.
Y
The guidelines for reviews issued to
departments and to reviewers are revised
each year to take into account issues
raised in the interim. The new guidelines
state clearly and, in more than one place,
that all categories of staff (and students,
for all academic reviews) within the
department being reviewed are included
at all stages of the process.
Develop procedures to ensure
departments/units set objectives in line
with the University’s strategic plans.
Ongoing review of organisational units to
identify strengths and weaknesses and to
improve services to students via the QA
process.
Dec 04
Y
Completed as per 2nd Progress report
Dec 04
Y
Dec 04
Y
30.
Ongoing measurement of services to
students via surveys etc.
Roll out of the University’s academic plan.
Ongoing
Y
Admissions, Examinations and Student
Records will be reviewed in 2005 as well
as the James Hardiman Library for the 2nd
time. The results of the reviews will be
published on the web. This work will be
ongoing
across
many
different
departments in the University on a regular
basis.
Student surveys will form part of the
ongoing measurement of services.
Completed as per 2nd Progress report.
31.
Review of management structure.
Dec 04
26.1
27.
28.
29.
Ongoing
This will be completed on schedule,
according to the Strategic Plan.
External assistance has been
sought on appropriate models and
a framework for looking at the
management structure. This is
under active consideration by the
University Management Team.
32.
As part of the Quality Assurance process,
evaluate and review stakeholder standards
and implement necessary changes to
service in response to stakeholder needs
while maintaining academic standards (see
also initiatives involving organisational
changes)
Ongoing
Ongoing
36.
Service delivery, performance measures
and desired standards will be published as
part of the quality reviews for each
department as well as annually.
Deployment of electronic access to student
records in Academic Departments.
Extend electronic collection of marks to all
Academic Departments.
Provide electronic self-service access to
students.
Pilot web based recruitment.
37.
Pilot self-service access to HR system.
Apr 04
Ongoing
38.
Pilot EIS reports for Heads of Departments
linking information from Student, Finance
& HR systems.
Refer to Virtual Learning Environment in
paragraph 24.2.
Apr 04
Y
Dec 04
Ongoing
40.
41.
Select Estates Management software.
Implement electronic maintenance request
logging.
Dec 04
Apr 04
Y
Ongoing
42.
Ongoing web development to improve
external access to information.
Mar 05
Y
33.
34.
35.
39.
Ongoing
Mar 04
Y
Completed as per 3rd Progress report
Feb 04
Y
Completed as per 3rd Progress report
Jun 04
Y
Completed
Exam results delivered to 95%
of students in July ‘05
Apr 04
Ongoing
Held due to resourcing /budget issues.
Funding is not available for this initiative.
At present there is no funding for
this project.
Will form part of Flexitime project Pilot
Q3 2005.
Implemented in September ’05.
Live pilot planned for December
’05 in the HR offices.
Completed as per 3rd Progress report
Completed as per 3rd Progress report
Going live in Buildings Office April
2005.
Room booking was implemented.
Electronic maintenance request logging
(PEMAC System) has been implemented
on a limited basis.
This will continue to be ongoing by its
nature.
The software is continuing to be
tested and therefore operating on
a limited basis. It will be
developed further when testing is
complete.
43.
Implement a Training and Development
Plan for all Staff.
Oct 03
Y
43.1
The University will bring forward
specific training on
supervisory/management issues
which appropriate staff will be
required to attend.
Sept 05
Y
43.2
44.
Completed as per 2nd Progress report
The University has implemented a
supervisory management programme.
This is an accredited course under the
banner of the “Introductory Certificate in
Supervisory Development”
Specific Leadership Programmes
are being developed. Please see
enclosed Staff Training &
Development Booklet.
Please see enclosed Staff Training
& Development Booklet
The University will ensure that
July 05 &
upskilling/retraining will be provided thereafter
to staff in the event of organisational
change.
Y
Training Needs Assessments and
evaluation are carried out and targeted
training delivered
Promote equal opportunity and widen
access to family friendly initiatives
Review existing policies.
Y
The Equality Subcommittee meets
regularly. The Equality Subcommittee
have introduced an Equality Monitoring
Form, which is sent out to all applicants
for jobs at NUI, Galway with a view to
effective monitoring and statistics.
Other initiatives including a Parenting
Programme for Staff, which has been very
successful.
The Anti-Bullying Policy for Students has
been agreed by the Equality
Subcommittee.
Jan 04
Completed as per 3rd Progress report
The Partnership group are currently
reviewing the Career Break Scheme and
also Term Time Working policies.
45.
46.
Ongoing consultation with Trade Unions.
Promote Family Friendly Initiatives.
Jan 04
Ongoing
Y
Ongoing
47.
48.
Extension of job sharing.
Explore the possibility of term time
employment.
Ongoing
Jul 04
Y
Y
Completed as per 3rd Progress report
Completed
Implementation of Term – Time
Working in administration areas.
Mar 05
Y
Completed
48.1
Anti-Bullying policy for students
agreed and published.
The Equality Web Site has been
updated.
Development of Equality strategy
underway with appointment of
new Equality Manager.
The Career Break Scheme has
been reviewed and Term Time
Working has been implemented
48.2
Consider expansion of Term Time
Working to technical and academic
areas.
Sept 05
Promote opportunities and implement
agreed code of practice for the employment
of people with disabilities.
Review code of practice.
Jul 04
Ongoing
Being Reviewed.
It is expected to have this review
completed by December ’05.
Y
Completed as per 3rd Progress report
Begin an audit of disabled access to
March ‘05
buildings and facilities
Complete a review of policies and
Mar ‘06
practices in respect of disabled access
to buildings and facilities.
Y
Completed as per 4th Progress report.
50.
51.
52.
53.
Ongoing consultation with Trade Unions.
Sign off with Trade Unions.
Implementation.
Review interview/recruitment techniques.
Jul 04
Jul 04
Sep 04
Jul 04
Y
Y
Y
Y
54.
Agree new roles for technical staff on foot
of agreement on the application of MLT
award.
Agreement to outsource work and use
private contract staff in line with the
Procedural Agreement for the use of
Private Contractors.
Development of promotional scheme for
administrative and related staff, which will
include a competency, based element, to
replace the job evaluation scheme.
Jul 04
Ongoing
Apr 04
Y
Nov 04
Y
49.
49.1
49.2
55.
56.
Y
Completed as per 3rd
Completed as per 3rd
Completed as per 3rd
Completed as per 3rd
Rolling Audit will continue to
help improve facilities.
As this relates to the audit
findings above it will be
progressed in line with the above
process.
Progress report
Progress report
Progress report
Progress report
Agreement has been reached with all the
trade unions to outsource work in line
with the terms and conditions of the Main
Trade Makes Good Agreement.
Agreement has been reached on the new
scheme.
Agreement has not been reached
at national level on the
application of the MLT award.
Completed within the parallel
benchmarking framework.
It is expected to implement this
shortly.
56.1
Begin the review of the promotional
schemes for academic staff.
Sept. ‘05
Y
The Personal Professorship Promotions
Board has approved ,in principle ,changes
to the promotional outlet. These will now
be formally proposed to relevant
University authorities and Trade Unions.
Changes to the Senior Lectureship
promotional scheme are being drafted for
consideration by the Promotions Board in
the first instance
57.
58.
59.
Co-operation with university initiatives to
manage its resources in difficult financial
circumstances.
Reduction of overtime across the
University.
Ongoing
Ongoing
Dec 03
Y
Review of timetabling arrangements to
enhance use of Physical Resources.
Dec 04
Y
59.1
Begin the review of organisational Sept. ‘05
structures in line with best practice
following appropriate consultation.
In academic areas, this will be in
accordance with the Academic Plan
following appropriate consultation.
Y
59.2
Begin the implementation of changes Mar. ‘06
to organisational structures in line
with
best
practice
following
appropriate
consultation.
In
academic areas, this will be in
accordance with the Academic Plan
following appropriate consultation.
Y
An overtime group has been examining
the expenditure and ways of reducing
overtime have been identified. Some
reduction have been achieved and it is
expected that others will follow.
A Working Group of the Physical
Resources Committee brought forward
recommendations regarding the improved
use of teaching space. These are being
implemented.
Discussions are ongoing particularly, in
the context of the Academic Plan, to
establish a Council of Deans.
As per 59.1 above
Reductions have been achieved
with targeted groups. Shift
patterns have been changed to
provide enhanced services while
reducing overtime.
Y
Staff roles are being examined where
communications equipment may be
considered necessary.
59.3
Provide communications equipment Jan 06
as appropriate i.e. mobile phone,
pager and radios which staff will be
required to use.
59.4
To
establish
a
Duty Jan 06
Supervisor/Manager
roster
for
monitoring out of hours activities for
operational and health & safety
reasons.
This will be developed as the Parallel
agreements are implemented.
59.5
To expand the use of web based March 06
technology for internal University
business.
Requirements have been identified
following a needs analysis.
Initial discussions are arranged with the
main software providers for early May.
59.6
Review of the available facilities and Mar 06
training for staff on web-based
technology.
Full co-operation with the use of IT Mar 06
systems for generating reports,
schedules etc.
59.7
59.8
59.9
60
61.
62.
Roll out and full implementation of Mar 06
fire
detection
system
installation/maintenance.
Begin the review of Fire Marshall Sept 05
training across the University.
Introduction of Flexi-time for
Administration Staff.
Review and implement redeployment
agreement for administrative, technical and
general operative staff.
Changes to opening hours for central
services i.e. library.
Agreed in action plans for
General operatives and Trades.
Three
facilities
services
supervisors recently provided
with mobile phones to enhance
communications.
Resources will be a major issue.
Resources will be a limiting
factor.
Software has been identified.
This is linked to Parallel
Benchmarking.
This will be incorporated in the
Craft workers implementation of
their action plan.
Y
This review has begun.
Oct 03
Y
Completed as per 2nd Progress report
Jul 04
Y
Completed for General operative grades
during Parallel Benchmarking process.
Mar 04
Y
Completed as per 3rd Progress report
Begin the examination of the means
of extending access to facilities &
services – including buildings,
computer suites & laboratories to
students and staff.
Sept 05
Y
The stakeholders are being identified at Access protocol being reviewed
present.
by Safety Committee.
Apr 04
Y
Completed as per 3rd Progress report
64.
Provision of central administrative services
to students & public on a 9 to 5 basis.
Changing shift patterns as appropriate.
Oct/Nov 04
Y
Completed for General operative grades
during Parallel Benchmarking process.
65.
Continued development of team working.
Nov 04
Y
66.
Negotiate an agreed code of practice in
Jul 04
relation to Terminal Examinations with the
relevant Trade Unions.
Ongoing
Implementation of institutional planning
and strategic development:
A Strategic Plan and an Academic Plan
covering the period 2003 – 2008 have been
agreed and are in the process of being
implemented. The University Management
Team and Údarás na hOllscoile monitor the
plan.
Y
Significant progress has been achieved
within the Library. Many of the services
will be provided through teamwork,
which will enable services to be
maintained throughout the day.
Other areas have been agreed through the
parallel benchmarking process.
Completed as per 3rd Progress report
Y
Completed as per 2nd Progress report
62.1
63.
67
67.1
Development of such a plan is proceeding
and the principles are understood by the
relevant service providers.
Put a plan in place to maintain Mar 06
critical I.C.T platforms on a 24/7
basis.
Y
67.2
Identify the key stakeholders in Sept/ ‘05
relation to the provision and use of
I.C.T. platforms.
The core stakeholders have been
identified
This process has been integrated with the
University’s academic planning process.
Draft requirements definition
documentation is expected to be tabled
before the end of December 2005.
67.3
Identify the key service requirements Mar 06
in response to needs of stakeholders
identified.
68.
Provision of formal programmes on
Dec 04
teaching and learning methodologies.
Dec 04
Development of virtual learning
environment and increased use of
technologies in support of the core teaching
mission and student learning support.
Y
Completed as per 3rd Progress report
Y
Completed as per 3rd Progress report
Further encourage the development
of “Blackboard” as a means of
providing teaching materials via the
net.
Y
This is being further developed within the
University.
69.
69.1
Ongoing
Successful delivery requires
progress on three fronts:
•
Risk analysis and planning
of countermeasures.
Significant progress has
been made.
•
Technology provision.
Significant progress has
been made
•
Agreement on staff
participation in the flexible
arrangements required to
manage residual risk
Piloting of “teaching portfolio” process for
individual academic staff and Continuing
Professional Development (CPD) to
encourage reflective practice.
Establishment of a forum in the Centre for
Excellence in Learning and Teaching for
discussion and review of approaches to
teaching and assessment in the light of a
virtual learning environment.
Dec 04
Y
Completed as per 3rd Progress report
Dec 04
Y
Completed as per 3rd Progress report
71.1
Expand and develop the range of
services to staff & students having
regard to resource implications for
service providers.
Ongoing
Ongoing
71.2
Review employment patterns of
research staff in Department and
Research Centres to ensure
recruitment & retention of high
calibre candidates.
Mar 06
Y
71.3
Review the terms and conditions of
research staff in Department and
Research Centres to ensure
recruitment & retention of high
calibre candidates.
Mar. ‘06
Y
70.
71.
Library will be available on a seven
day basis from Sept ‘05
Other offices are also available as a
result of the implementation of the
Flexitime policy.
Agreement has been reached and is
being implemented.
Agreement has been reached and is
being implemented.
Statement on Overall Progress in the Institution
Commitments, supported by examples, where most progress has been
made to date.
Expected improvements in the institution resulting from full
implementation of specific actions.
The Partnership Group
The Partnership Group has been in existence for 4 years. The commitment of all
its members is evident by the amount of progress that has being made since the
last Progress Report.
The commitments entered into in the action plan will ensure the development and
application of a Partnership approach to implementing the University’s Strategic
Plan. The identification of key stakeholders and the need to increase participation
and consultation on delivering the action items agreed under Sustaining Progress is
allowing Employees the opportunity to “buy into” the change process, reinforcing
the message and enabling implementation to be successful.
The increased remit of the Partnership Group to accept referrals on dispute/grievance
issues is seen as a very positive step for the University and will represent a
significant move in the Industrial Relations Culture by moving away from the
traditional adversarial approach to one of consensus.
In order to develop the partnership model further the University is in the process of
recruiting a Partnership Administrator. There are five key areas being targeted these
are
Examples include:
The Partnership Group have set themselves an action plan to increase the way
Partnership is used as a vehicle for change by systematically targeting all
departments with a view to increasing awareness on Partnership at work. A
Communication Strategy is being devised to include regular Partnership
Newsletters.
The Revised Terms of Reference demonstrate a commitment to giving
employees the option of referring dispute/grievance incidences to the Partnership
Group for their comment. It is hoped that as awareness grows on the remit of the
Partnership Group, this will result in the reduction of Third Party referrals.
The Partnership Group has identified the key stakeholders required to implement
the action items agreed under Sustaining Progress. They plan to support these
subgroups through facilitation and training.
Considerable work has been achieved in the area of widening access to Family
Friendly Initiatives through initiatives such as Term Time Leave, extending Job
Sharing to other departments and the introduction of Flexible Work Patterns
across the University.
The Partnership Group meets on a monthly basis and meetings are pre-scheduled
right through 2005/6.
1.
2.
3.
4.
5.
Promotion
Facilitation
Training
Development
Advice and support
It is envisaged that this post will help to consolidate the partnership process
throughout the University.
Quality Initiatives
The Quality office was established to facilitate the implementation of the
Strategic Plan, in particular the achievement of a “total quality culture”.
Quality related activities are now a normal part of University life. The
commitment to Quality is evident in the scale of evaluation and review that has
taken place during 2002/2003 resulting in all of the 55 Departments and 11
interdisciplinary programmes being reviewed and the planned evaluation of 9
departments for review for the second time in 2004.
Quality related activities inform Senior Management of the needs of Programmes
and Students. They also act to promote improved effectiveness at all levels, identify
strategic initiatives, and give recognition to all those who perform exceptionally.
The development of an organisational structure that supports recognises and rewards
quality initiatives will foster a culture of total quality practice to assure and control
the quality of its services and programmes to students, staff and its external publics.
These reports/initiatives are available for viewing on the Quality Website:
http://www.nuigalway.ie/administration_services/quality_office/.
Development of an Executive Information System (EIS)
The objective of the EIS Project is to provide management in the university with
key data/metrics covering all aspects of the University as well as intervarsity
comparisons.
The commitment to achieving this is demonstrated in the appointment of a
Project Manager, the setting up of an EIS Steering Committee and the
involvement of key stakeholders in five working groups to complete the work.
The first phase was to supply 30 reports on a secure intranet suite, which is
complete. The next two phases involve creating web based dynamic reporting
starting with the Admissions area and cover all areas of strategic data.
Development of Family Friendly Initiatives
Both the Equality Committee and the Partnership Group has been tasked with the
development of Family Friendly Initiatives.
The Equality Committee has been instrumental in extending the University Job
Share Scheme to the Academic Departments. They are in currently in the
formalisation stage of this policy document.
The Partnership Group has completed and implemented a scheme in relation to
Term Time Leave.
The Partnership Group is also working on broadening flexible working to all
areas of the University. An It solution has been purchased and will be rolled out
following testing.
Improved and timely management reports will provide a sound basis for
management decisions throughout the University.
The development of Family Friendly Initiatives has a two-pronged approach in that it
allows employees to have a work/life balance whilst also enabling the University to
facilitate the needs of Students and it’s Public to more flexible opening hours in
essential services such as the Library and Academic Administration.
Training and Development
A comprehensive training and development plan is in place for Semester I of
academic year 2005/2006, (September 2005 to January 2006) for all staff in NUI
Galway. During this period of time 425 members of NUI Galway staff will have
availed of training and development opportunities through 32 training
programmes, which have been organised by Staff Training & Development in
the Human Resources Department. Management Development Training has been
targeted and resourced to facilitate the need to equip Managers with the skills to
implement Modernisation planning for the University. The training programmes
devised for Supervisors and Managers transfer learning on partnership
approaches to dealing with issues and conflict.
The provision of Training is seen as a vital resource in equipping Staff and Managers
with the necessary skills to carry out their duties effectively and with due cognisance
to the need to deliver a service that meets the needs of the Customer.
Management Development Training has been targeted for Supervisors and Managers
to ensure a Partnership Approach to dealing with issues/conflict are specifically
covered.
Code of Practice in relation to Terminal Examinations.
In the case of essential services, additional procedures and safeguards are necessary for the peaceful resolution of disputes and these should be included in the
appropriate agreements between employers and trade unions. These services include those whose cessation or interruption could endanger life, or cause major damage to
the national economy, or widespread hardship to the Community and particularly: health services, energy supplies, including gas and electricity, water and sewage
services, fire, ambulance and rescue services, certain elements of public transport and terminal exams (including those falling at the end of Semesters, if applicable).
This list is indicative rather than comprehensive. Detailed consideration of this practice is ongoing.
1. These additional procedures and safeguards should be introduced through consultation and agreement in all services and employments coming within the scope of
the above paragraph. The parties should recognise their joint responsibility to resolve disputes in such services and employments without resorting to strikes or other
forms of industrial action.
2. The introduction of these additional procedures and safeguards should be accompanied by arrangements for the dissemination and exchange of information relating to
various aspects of the life of the undertaking concerned including its relationship with the community, which it serves. Employers should make appropriate
arrangements for consultation with the unions through the use of agreed procedures especially where major changes affecting employees’ interests are concerned.
3. Except where other procedures and safeguards have been introduced which ensure the continuity of essential supplies and services, agreements negotiated on a
voluntary basis should include one of the following provisions in order to eliminate or reduce any risk to essential supplies and services arising from industrial disputes:
e. acceptance by the parties of awards, decisions and recommendations which result from the final stage of the dispute settlement procedures where these include
investigation by an independent expert body such as the Labour Court, an agreed arbitration board or tribunal or an independent person appointed by the parties;
OR
f.
a specific undertaking in agreements that, in the event of any one of the parties deciding that an award, decision or recommendation emerging from the final
stage of the dispute settlement procedure is unsatisfactory they will agree on the means of resolving the issue without resort to strike or other forms of industrial
action, such agreements to include a provision for a review of the case by an agreed recognised body after twelve months, such review to represent a final
determination of the issue;
OR
c.
provision that the parties to an agreement would accept awards, decisions or recommendations resulting from the operation of the final stage of the dispute
procedure on the basis that an independent review would take place at five-yearly intervals to examine whether the employees covered by the agreement had
been placed at any disadvantage as a result of entering into such agreement and if so to advise, having regard to all aspects of the situation, including economic
and financial considerations, on the changes necessary to redress the position.
REPORT OF PARTNERSHIP COMMITTEE
The following is the report of the Partnership Committee following consideration of the above report from the head of the institution.
Signed by the Chairperson(s)
of the Partnership Committee: Professor Roy Green,
Date: 30th September 2005
•
The University is committed to extending and deepening the partnership process, which it believes can deliver on higher performance and a better
working environment through consultation and development of co-operative work relationships.
•
The Partnership Group would like to highlight the lack of external funding to support Partnership in the University Sector. This is extremely
problematic particularly when the Health Sector, I.T. and Local Authority have a national framework, which allows funding at a local level as well as
designated funding to support Partnership Projects in certain sectors. The Partnership Group believes, that the key to successfully embedding
Partnership into the Culture of the University requires dedicated resources to facilitate this process. To do this successfully funding arrangements
need to be put in place for all Universities that secure resources for these activities.
•
The Partnership Group is looking forward to the Partnership Administrator taking up position. This will facilitate further development of the
Partnership web site and further integration of Partnership in departments within University.