Director of Sport & Physical Activity
Ref: 007827
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National University of Ireland Galway
Director of Sport & Physical Activity
Applications are invited for the above full-time permanent post.
Student Services, which provides a comprehensive range of support and development services to all
students of the University, wishes to recruit a Director of Sport & Physical Activity. The post is a
senior management position in the University, reporting to the Vice-President for the Student
Experience. The Director of Sport & Physical Activity will play the lead role in the strategic
management of sport and physical activity in the University including developing a sustainable
funding stream for sport. Other key functions of this post will be the development of the
infrastructure necessary for all sports activity and the development of partnerships with colleagues,
students and external stakeholders to realise the University’s strategic aspirations in relation to
sport, health and well-being. The post holder will be responsible for the development of initiatives
to raise the profile and access to sport and physical activity for all students of the University, and
ensuring that University facilities are beneficial to students, staff, and outside user groups. She/he
will support the development of NUI Galway Clubs, the support structures for high performance
sportspersons, and the University’s Sports Scholarship Programme.
Candidates must hold a university degree or equivalent qualification coupled with ten years’
experience which includes:


Developing and implementing sports strategies;
Developing and implementing sustainable funding models; and
A demonstrable record of leadership at a national or international level in the sports area.
Ideally, the candidate will have experience in change management as well as demonstrating
empathy with sports people in an academic institution.
Applicants may be required to take part in a range of assessment exercises in advance of interview.
For enquires relating to the position please contact: Dr. Pat Morgan, Vice-President for the Student
Experience (pat.morgan@nuigalway.ie)
Salary Scale (Under Review):
Assistant Secretary Scale - €75,874 - €86,234 pa (New entrants post
January 2011). Assistant Secretary Scale- €84,082-€95,593 pa (Pre
Jan 2011)
Associate Secretary Scale - €109,789 per annum (New entrants post
Jan 2011). Associate Secretary Scale- €121,766 pa (Pre Jan 2011)
This appointment will be made on the above scale in line with current Government pay policy
For pre 1995 public sector entrants in Ireland, the D class Salary rates will apply.
Closing date for receipt of applications is 17.00 GMT on September 18, 2015. It will not be
possible to consider applications received after the closing date.
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Please Note Garda Vetting will apply
Applications should be submitted online.
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 DESCRIPTION
1. Job Title
Discipline/Section
Current Job Holder
Director of Sport & Physical
Activity
Is post Permanent or a
Contract?
Student Services/ Student Experience
Vacant
2.
PERMANENT
Role Relationships
The Director of Sport & Physical Activity will report to the Vice-President for the Student Experience but will
work very closely with the Director of Student Services in the implementation of the strategic plan for
enriching the student experience and with the Director of Physical Resources in connection with the
development, maintenance and expansion of sporting facilities.
The holder has specific job contact with:
Vice-President for the Student Experience
Director of Student Services
Director of Physical Resources
Sports Staff
Staff of Student Services
Sports Clubs committees and members
Elite Athletes
Sport Policy makers Nationally
Sports organisations & National Governing Bodies of Sport
Commercial Bodies regarding Sponsorship
Director of Student Research and Outreach
Press Office
Alumni
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S/He has general contact with:



Academic Administration and Leadership
Galway University Foundation
Directors of Sport in other institutions nationally and internationally
Please include a simple organisational chart to illustrate position of job holder.
Vice-President for
the Student
Experience
Director of Sport &
Physical Activity
Sports Unit Staff
Sports Centre
Director of Student
Services
Water-Sports
Centre
Regional Sport
Centre & National
Governing Body
Sports Reps.
3. MAIN PURPOSE OF JOB:
1. Responsible for the strategic leadership and management of sport and physical activity in the
University, in particular the post holder will be responsible for developing a sustainable funding
stream for sport
2. Will lead in the development of partnerships with colleagues, students, and external stakeholders,
which are conducive to the effective realisation of the University’s strategic aspirations in relation
to student sport, health and wellbeing.
3. Will provide the leadership required to develop the infrastructure necessary for the all sports
including the new water-sports centre
4. MAIN DUTIES AND RESPONSIBILITIES:
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(Write in perceived order of Importance)
Strategic Leadership
1. To review, lead and implement the integrated and strategic development of sport and physical
activity in the University.
2. To develop a sustainable business model for sport and physical activity in the university including
the exploitation of potential commercial opportunities
3. To work closely with the Director of Student Services in the implementation of the University’s
strategic plan with reference to the student experience
4. To provide input, as required, into the financial and commercial activities of the Student Services
area
5. To work with the University’s Student Recruitment function to maximise student recruitment
Management
1. To develop and maintain an organisational structure capable of delivering the University sports
strategy which will include developing clear roles and responsibilities for sports staff, building the
capacities of staff, managing performance and ensuring safe practices.
2. To prepare, monitor and control the annual Sports budget to ensure costs are in line with the
agreed business plan.
3. To nurture a collaborative and mutually beneficial relationship with the Buildings and Estates Office
which has responsibility for the development, management and maintenance of buildings, grounds
and sports pitches. This will include sharing information and integrating sports strategy and
timetabling with grounds development and pitch maintenance operations in the interests of
achieving quality and long term sustainability of all sports facilities.
Professional
1. To build relationships with the national and local sport’s governing bodies, across the higher
education sector and other organisations in order to further the development of sport and profile
of NUI Galway locally, nationally and globally
2. To effectively represent the interests of the university with major stakeholders including:
government, companies; funding authorities and the local community, to ensure goodwill towards
the University and co-operation for further developments in sport.
3. In cooperation with the Student Clubs to increase participation of University students in sporting
activities at intra mural, extra mural and elite levels.
4. To identify, support and foster a number of elite sports within the university.
5. To foster and support individual elite sportspersons in the University.
6. To review the operation of the University Sports Centre to ensure appropriate development and
usage of the centre by the student body
7. To develop, in association with the Buildings Office, the required facilities and infrastructure to
support the development of sport in the University.
8. To promote NUI Galway sport in collaboration with University press and relations, including the
preparation of press releases and the arrangement of media coverage for sport events, and ensure
that the appropriate media is informed of the results of all sporting events
9. The Director will also work in partnership with relevant stakeholders to ensure NUI Galway sport
and physical activity is beneficial to outside user groups as well as individual students.
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10. To examine and propose possible links between the sports activities and academic programmes.
11. Any other duties as may be required.
5. SPECIAL FEATURES OF JOB:
Candidates must hold a university degree or equivalent qualification coupled with ten years’ experience
which includes:


Developing and implementing sports strategies;
Developing and implementing sustainable funding models; and
A demonstrable record of leadership at a national or international level in the sports area.
Ideally, the candidate will have experience in change management as well as demonstrating empathy with
sports people in an academic institution.
Please note Garda Vetting will Apply
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Sports Strategy for NUI Galway
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Table of Contents
Introduction ________________________________________________________________________ 10
Mission __________________________________________________________________________ 10
Key Goals ________________________________________________________________________ 10
Strategic Goal 1: Establishing University Management Commitment to Sport ___________________ 12
Actions: __________________________________________________________________________ 12
Strategic Goal 2 - Building the appropriate Management Structure and staffing _________________ 13
Actions __________________________________________________________________________ 16
Strategic Goal 3 - Develop the required Facilities ___________________________________________ 17
Actions __________________________________________________________________________ 17
Strategic Goal 4 - Identify and develop a group of target Elite sports ___________________________ 18
Suggested Criteria for the Selection Of Elite Sports _______________________________________ 18
Elite Sports Programme _____________________________________________________________ 19
Actions __________________________________________________________________________ 19
Strategic Goal 5 - Increase Participation __________________________________________________ 19
Intramural Programme _____________________________________________________________ 20
Actions __________________________________________________________________________ 20
Strategic Goal 6 - Investigate the feasibility of sport in Academic Programmes __________________ 21
Actions __________________________________________________________________________ 21
Strategic Goal 7 - Develop enhanced Partnerships internally and externally _____________________ 22
Actions __________________________________________________________________________ 23
Appendix 1 _________________________________________________________________________ 24
Appendix 2 _________________________________________________________________________ 27
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Introduction
This document summarises the key findings and recommendations of the Genesis report (November
2005). This report was the culmination of an extensive review of Sport in NUI Galway, during which
they consulted widely with all stakeholders. Based on their experience in the development of sports
strategies for other universities, and working in conjunction with a Steering Group within the
University, they developed a series of seven strategic goals, which are summarised below and form
the basis of this document. These recommendations have been updated in the light of the changes
in the University since that time, not least of which is the decision by the University to offer for
tender the management of the new sports facility which is currently under construction.
Sport and recreation has always played an integral role in University life. It is a mechanism for
addressing several key challenges:
-
Raising the profile and image of the University
Attracting students
Promoting health of students and staff
Ensuring a balanced lifestyle
Enhancing the academic offering.
Sport has a critical role to play in the delivery of the overall strategy at NUI Galway. Investment in
sport is a justifiable corporate and strategic priority for the University, and intrinsically linked to the
overall strategy. However, to deliver on this potential there is a need for a step change in the
approach to and position of sport at NUI Galway.
Mission
The mission established by the strategic process is to promote participation and higher standards of
performance in sport and physical activity within NUI Galway to ensure that sport contributes to the
health, well-being and education of students and staff and that it supports the corporate objectives
of the University.
Key Goals
For the accomplishment of the mission, seven key strategic goals were identified:
1. Establish University Management Commitment to sport
2. Build the appropriate Management Structure and staffing
3. Develop the required Facilities
4. Identify and develop a group of target Elite sports
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5. Increase Participation
6. Investigate the feasibility of sport in Academic Programmes
7. Develop enhanced Partnerships internally and externally
A range of recommendations under each strategic goal has been identified and an indication of
priorities and timescales for implementation has been provided.
The recommendations include








reinforcing the role of sport and its link to the overall University strategy
provision of adequate resources (financial and physical) to deliver the sports strategy
the appointment of additional professional staff (including a Director of Sport and
Recreation)
specific proposals in respect of the facilities
establishment of an elite sports programme (of no more than six sports)
development and delivery of a participation programme
review of the potential of an academic course related to sport
the development of partnerships internally and externally.
Whilst Genesis recommended that the new Sports Facilities should be managed internally it has
been decided that these facilities should initially be outsourced to a third party to manage. This will
be reviewed on an ongoing basis.
On the basis of conservative initial estimates, the strategy will require some additional expenditure
over and above the current planned facilities investment. However, without this we do not believe
the University will reap the reward of the major capital investment programme.
This strategy is ambitious and stretching but not unattainable. It requires the commitment and
support of all stakeholders within the University. If successfully delivered, sport and recreation will
play a full part in contributing to the overall strategic plan for NUI Galway.
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Strategic Goal 1: Establishing University Management Commitment to Sport
It was clear during the conduct of the Genesis review that there was considerable sympathy for
sport within the University senior management. The experience of other universities would suggest
that without a clear commitment to providing real leadership for sport, it would be hard to envisage
sport being anything other than a marginal aspect of NUI Galway life.
The perception of many of those consulted during the preparation of this strategy was that sport
was not a priority for the university. Whilst there has been a level of commitment to sport,
evidenced by the development of this proposed strategy and the major investment in the new
sports centre, the level of commitment to and interest in sport falls well short of other universities in
Ireland and the UK.
The present expenditure in sport in NUI Galway is approximately €876,000. It is important to note
that the above figure does not represent the whole picture and, in particular, there are a number of
staff in Student Services who provide support for sport especially through the Sport and Recreation
Union.
Actions:
Strategic Priority – Management Commitment
Action
Priority
MC1
Achieve
senior 1
management agreement to
the strategy
Responsibility
Vice-President for Student Services &
Human Resources
Vice-President Physical Resources
Sport & Recreation Union (SRU)
MC2
Publish the agreed strategy
1
Vice-President for Student Services &
Human Resources
Vice-President Physical Resources
Sport & Recreation Union (SRU)
MC3
Agree levels of financial 1
investment to be provided
for the implementation of
the strategy
Vice-President for Student Services &
Human Resources
Vice-President Physical Resources
University Management Team
MC4
Review
how
sporting 3
success can be better
celebrated
Head of Sport
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Strategic Goal 2 - Building the appropriate Management Structure and staffing
There is in NUI Galway a singular lack of a clear management focus and integration for sport in the
University. Without that integrated leadership and management of both the development and
delivery of the services, the University will be in great danger of failing to realise the full potential of
sport and of its major facilities investment.
In order to support the development of sport and physical activity additional professional resources
will need to be deployed. However, it is important to recognise the continuing role of the volunteers
from both staff and students in the development both of standards of performance and levels of
participation; it will be critical for the professional team to recognise that their main role will be
supporting and encouraging that voluntary network and resource.
It is recommended that:

That all aspects of sport should be operated on an integrated basis and led by a Head of
Sport and Recreation, who should also have direct responsibility for implementation of the
sports strategy. The sport and recreation service should be part of Student Services as that
would be most comparable with other universities and confirm the role of sport within the
framework of essential services for students.

The Head of Sport will have particular responsibility for reviewing the operation of the Sports
Centre in line with the agreements in place with the external operator of the Sports Centre
and advising the University on any developments that might be required to ensure that the
operation of the Centre is in line with the University’s vision for Sport.
Consideration must be given to the following initial structure as the minimum necessary to allow the
University to move the Sports Strategy forwards:
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Vice-President for Student Services
and Human Resources
Head of Sport and
Recreation
Development
Officer
Participation
Development
Officer
Development
Officer
Elite Programme
Clubs
Sport Specific
Development Officers
Sessional Coaches and Leaders
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Apart from the Head’s post, the following professional posts are recommended:





Development Officer, Participation This officer would have responsibility for driving forward
all programmes and plans for increasing staff and student involvement in physical activity
both within the built facilities and more widely. This post would have a key role in marketing
the new sports facilities
Development Officers, 1-Clubs, 2-Elite Programme Two further development officer posts
should be created by NUI Galway, the first to support and develop the network of University
clubs and the volunteers who sustain them and the second to develop the proposed elite
programme described below
Sports Specific Development Officers It should be possible for the University to obtain
further funding from governing bodies of sport to support the employment of a small
number of dedicated officers for the major sports and we recommend that the Head pursue
this as a priority.
Sessional Coaches and Leaders The development officers will require trained coaches and
leaders to sustain the programmes they organise and, while it would be premature to
identify this resource in detail in advance of the development of the specific programmes, it
is important to understand that it will be required. It should be noted that Clubs at NUI,
Galway are self managing bodies, who select and appoint their coaches and leaders. This
model serves clubs well as community organisations and care must be exercised to guard this
model by ensuring significant Club input into the appointment/selection of coaches and
leaders.
Additionally, we recommend that the importance of the present Clubs’ Captain position
within the Students’ Union continue to be recognised and that the Head and his/her staff
involve that post-holder closely in any planning to retain a close working partnership with
the Students’ Union.
The University does presently have staff posts which it sustains directly and indirectly through AMT
which contribute significantly to the development of sport and physical recreation and to the
support of clubs. All the proposed posts should be considered to be new posts with new job
descriptions; the suitability of existing staff for transfer into any of the new posts should be
considered after the posts themselves are agreed.
In terms of the proposed reporting lines, it is recommended that the Head of Sport and Recreation
report directly to the Vice-President for Student Services & Human Resources.
We have recommended that the Head of Sport and Recreation should have direct responsibility for
the implementation of the sports strategy.
In addition to the professional posts described above it is necessary to retain and develop the
committee and advisory structures beyond the professional department proposed and in particular:

The Sport and Recreation Union. The Sport and Recreation Union in NUI Galway provides a
critical bridge between those involved in student sport on the one hand and the university
authorities on the other. The present focus is mainly on the disbursement of funds to
student clubs and the development of policy and we recommend these responsibilities
continue. We suggest further that the Sport and Recreation Union continue with its formal
responsibility for policy formulation in the area of sport and recreation and it should be
advised and serviced by the Head of Sport and Recreation. The Terms of Reference for the
Sport & Recreation Union are attached as Appendix 1.
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
The University Centre Planning and Management Group discusses and advises on
arrangements for the construction and management of the Sports Centre, Water Sports
Centre and the Cultural Centre which together constitute the University Centre project. In
doing so the group have oversight of the setting of service level agreements in terms of
operations for the three projects including related tendering processes. It is envisaged that
when a Head of Sport is employed he/she will be a member of this group. In order to ensure
communication between the Sport & Recreation Union and the UCPMG the Chair of the
Sport & Recreation Union is in attendance at the UCPMG meetings. The Terms of reference
for the UCPMG are attached as Appendix 2.
Actions
Strategic Priority – Management Structure
Action
MS1
Priority
Achieve senior management agreement to 1
the key staffing appointments and structure
1
Responsibility
Vice-President for Student
Services
&
Human
Resources
Vice-President
Resources
Physical
Vice President
Services
&
Resources
Student
Human
MS2
Recruit the Head of Sport
MS3
Establish
Monitoring
and
Framework for the Strategy
MS4
Review existing staffing of facilities and 1
create the necessary new posts for the
enhanced facilities and service
Vice-President for Student
Services
&
Human
Resources
MS5
Create an integrated management structure 1
for sport including all developmental and
operational responsibilities
University
Team
MS6
Recruit other key staff
2
Head of Sport
MS7
Review and strengthen the role of the Sport 2
and Recreation Union
Head of Sport
MS8
Establish network of part-time coaches to 2
support programmes
Head of Sport
MS9
Seek support from sports governing bodies 3
for further development officer positions
Head of Sport
Evaluation 1
Sport & Recreation Union
Management
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Strategic Goal 3 - Develop the required Facilities
The clear commitment has been made by the University that the new facilities should be designed in
such a way as to deliver the main goals of this strategy.
Facilities and facility improvements planned as part of this strategy include:



Development of New Sports Centre - €22m
New Synthetic Pitch and upgrading of existing pitches including floodlighting - €5m
Water Sports Centre - up to €4.5m
It will take some time to complete all the sports facilities planned and it will be necessary to create a
series of transitional arrangements both in terms of the utilisation of the existing facilities and
related staffing issues.
Actions
Strategic Priority – Facilities
Action
F1
Priority
Draft complete Facilities Plan and prioritise 1
actions, identify costs and associated sources of
revenue and identify a timeline for
implementation. The Facilities Plan to include:
Responsibility
Head of Sport

Provision of Floodlit “cages” for intramural sport.
 New synthetic pitch at Dangan
 A plan for up to 3 new grass pitches in
the longer term
all of which have already been identified as key
needs.
F2
Achieve senior management agreement to the 1
complete facilities plan
Head of Sport
F3
Carry out feasibility study of water sport centre 1
options and agree and proceed with proposed
option
UCPMG
F4
Develop Business Plans for any new facilities
1
Head of Sport
F5
Seek
government/lottery
funding
appropriate parts of the Facilities Plan
for 1
Head of Sport
F6
Take action to review health and safety issues in 1
respect of facilities
Head of Sport
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Strategic Goal 4 - Identify and develop a group of target Elite sports
The elite dimension to sport in a university offers much which can help promote the profile of the
institution in question. Internally too, success by the top teams and individuals can generate interest
and help grow levels of participation.
There are between 6 and 8 sports in which the University either does or could excel and investment
in supporting excellence should be a priority; the steering group recommends that initially six sports
be identified for an elite programme.
Recognising that the major sports like rowing, hurling, gaelic football, soccer and rugby may well
feature in the elite programme from the outset, the University should be on the look out for “niche”
sports where it could play a unique and important role in Ireland. This latter category could include
martial arts or basketball where there is considerable activity within the University. There should be
steps taken also to ensure a gender balance amongst the sports chosen
Selection of elite sports should be on the basis of a submission by the appropriate sport in response
to an appropriate set of criteria which should be developed by reference to objective
national/international standards.
In addition to a group of up to 6 sports, it is suggested also that it should be possible for individuals
who have already achieved appropriate levels of sports performance at a national level to be
included in the programme. The specific levels of performance should be agreed with the governing
bodies.
The University Sports Scholarship Scheme should be integrated into the overall elite programme.
Suggested Criteria for the Selection Of Elite Sports
The assessment of whether a sport is to be in the small group of focus sports must be based on the
sport’s potential to achieve success and to contribute to the raising of the University’s profile.
Factors which will reflect this will include:






Current levels of performance in inter-varsity competition
Levels of participation within the university
The robustness of the club structures
Commitment of the participants to compete at higher levels
Coaching structures
Availability of appropriate facilities
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

The scope for partnerships with the national governing bodies
National and International recognition of NUI Galway activity in the sport.
The assessment of individual performers for inclusion in the programme should be based on criteria
agreed with the appropriate national governing bodies.
Elite Sports Programme
The University should employ a development officer to focus on the provision of support for elite
sport. This individual should be responsible for the co-ordination of the elite sports programme. That
programme for the targeted sports and individuals should include:









Part-time professional coaching support
Strength and conditioning coaching
Access to appropriate sports science services
Priority access to facilities
Financial support for individuals especially those selected for national teams
An agreed performance plan updated each year
Flexibility in academic commitments
Access to the revised scholarship scheme
Lifestyle and career advice
Actions
Strategic Priority – Elite Sport
Action
Priority
Responsibility
E1
Develop integrated elite programme
2
Head of Sport
E2
Review scholarship scheme
2
Head of Sport
E3
Select sports/individuals for the elite 2
programme by a competitive process
Head of Sport and Sport &
Recreation Union
E4
Promote the Elite Programme
3
Head of Sport
E5
Create access to appropriate sports 3
medicine and sports science services
Head of Sport
Strategic Goal 5 - Increase Participation
One of the main goals of this strategy must be to grow levels of student and staff participation in
sport and informal physical recreation and, so important is this to long term health, space should be
found in the academic programme to enable it to be achieved. If NUI Galway is serious about
increasing levels of participation then it has to make space in the timetable for that participation to
happen. This will require extensive discussion and agreement with Academic Staff. The concept of
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making a particular time (Wednesday afternoon has been suggested) available for sport should be
considered.
Barriers to general participation include the lack of available facilities, the pressures of academic
work, competing social activities and simply general apathy. To tackle these aspects will require the
development of a wide range of programmes and activities which should be created and managed
by a Participation Development Officer.
Intramural Programme
An active intramural programme is likely to be a cornerstone the efforts to grow participation. It is
envisaged that the Participation Development Officer would have overall responsibility for growing
levels of participation by staff and students, in both formal and informal sports and physical
recreation, and would provide the basic organisation and encouragement of the participation
opportunities. Intra-mural participation should be self-sustaining financially with the exception of
the general support given to clubs.
The key elements of this programme will be planned by the Participation Development Officer but
are likely to include:






Identifying time for and programming leagues and competitions
Working in departments to engender appropriate interest
Promoting all activities
Supporting the organisation of intra-mural leagues and competitions
Organising training for voluntary leaders and coaches
Support and encouragement of club recruitment and the development of new intramural
clubs as required
Actions
Strategic Priority – Participation
Action
Priority
Responsibility
P1
Investigate steps which could be taken to provide 1
academic flexibility to support participation
Head of Sport
P2
Develop participation programmes for staff and 2
students
Head of Sport
P3
Create a participation marketing plan linked to the 2
opening of the new facilities and in conjunction with the
Operator of the Sports Centre
Head of Sport
P4
Create intra-mural leagues and competitions in targeted 3
activities for both staff and students
Head of Sport
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P5
Develop promotional campaigns in partnership with the 3
Student Health Service
Head of Sport
P6
Review the support given to clubs to link more strongly
to levels of activity and potential
Head of Sport and
Sport & Recreation
Union
3
Strategic Goal 6 - Investigate the feasibility of sport in Academic Programmes
In the consultation process there was no consensus around the possible creation of a formal
academic department in some aspect of sport but there was considerable interest in investigating
the position of sport within a number of academic programmes. It was agreed that a useful goal for
the strategy would be the investigation of this aspect.
This aspect has a considerable amount to offer NUI Galway and that the synergies which would be
possible between the academic and recreational aspects of sport would be significant. An
appropriate committee should be established to review this.
Actions
Strategic Priority – Academic Development
Action
AD1
Priority
Establish a committee to review the potential of 1
academic course development related to sport
Responsibility
Head of Sport in
conjunction with the
Registrar’s Office
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Strategic Goal 7 - Develop enhanced Partnerships internally and externally
While there was a good level of partnership working with local community clubs and schools, the
real benefits of partnership working on a larger scale have simply not been realised by the University.
The potential for the University to play a significant part in developing sport in the West of Ireland,
and in some sports on a national basis, is there. To date there had been no real means of activating
the potential of partnerships with national governing bodies of sport and with the government.
The Regional Sports Centre is an initiative in which the University works in partnership with the local
sporting community. Volunteers from the sporting community take the main responsibilities for
booking and managing the facilities, which include an athletics facility comprising a six lane track and
field event facilities, a grass pitch and a synthetic pitch with a sand-based multi-sports surface.
At an operational level, relationships between the Regional Sports Centre volunteers and the
University appear to be good. However, there appeared to be considerable scope for strengthening
the partnership between the two organisations to ensure that the facilities supported both
community and University sport to their fullest potential. Whilst the track and synthetic pitch are
certainly important to the local sports community and clubs there is no real evidence of regional
plans and structures for the development of sport in the West of Ireland being based around these
facilities. The facility management of the track and the pitch is handled by hard working volunteers
and part-time employees.
Participation by NUI Galway nominees on the Board of Management for the Regional Sports Centre
should be reviewed in the interests of progressing partnership with the Regional Sports Centre.
Whilst recognising that there would be resistance to the University appearing to take over the
Regional Sports Centre, there is no reason why the University should not take responsibility for the
full operational management of these facilities within a framework agreed with the Regional Sports
Centre Board. This would release the volunteers from day to day operational matters and allow the
University and the Board to consider the wider contribution which might be made by NUI Galway
and the Regional Centre to sports development throughout the West of Ireland. Integrated
operational management of the Regional Sports Centre facilities and the University’s own facilities
would also allow the optimum use of both by the University and community alike.
NUI Galway could be a major centre for sport in the West of Ireland and if this is to happen it will
require the development or expansion of a range of partnerships. Specific reference has been made
above to the potential of the Regional Sports Centre and of the major governing bodies and we
recommend that these areas be pursued urgently.
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It was noted above that the present relationships with local clubs and community organisations are
good and it is recommended that the community use dimension of the new facilities should be
reviewed to establish appropriate policies and practices for the future.
There may be scope for some growth in sponsorship by the private sector of University plans once
the momentum of the overall strategy has been established; in particular the elite scholarship
programme would be an area of interest to businesses.
Actions
Strategic Priority – Partnerships
Action
Priority
Responsibility
PS1
Review arrangements with the Regional Sports 2
Centre
Head of Sport
PS2
Identify and approach key major governing bodies 2
for support
Head of Sport
PS3
Review policies and plans for community use in the 2
light of the development of the new facilities
Head of Sport
PS4
Discuss with the Irish Sports Council the concept of 3
NUI Galway being a focus for sports development in
the West of Ireland
Head of Sport
PS5
Develop appropriate sponsorship packages and 3
build links with local and national businesses
Head of Sport
23
Appendix 1
NUI, Galway Sport and Recreation Union Constitution
and
NUI, Galway Sport and Recreation Union Committee
Terms of Reference
(Formerly NUI, Galway Athletic Union Constitution
and NUI, Galway Athletic Union Committee)
1. The aim of the NUI, Galway Sport and Recreation Union shall be to enrich the lives of the
University community through participation in sport and physical recreation.
2. The Membership of the NUI, Galway Sport and Recreation Union shall comprise all
registered students of the University, together with staff of the University. Members of the
NUI, Galway Alumni Association and any other persons may be admitted to Union
membership on such conditions as may be laid down from time to time by the NUI, Galway
Sport and Recreation Union Committee.
3. The Management of the NUI, Galway Sport and Recreation Union shall be carried out by a
Committee, hereinafter called the NUI, Galway Sport and Recreation Union Committee.
4. The functions of the NUI, Galway University Sport and Recreation Union Committee shall be:
 To formulate and to recommend policy in relation to the provision, delivery, staffing,
and management of sport, physical recreation, sports scholarships, and any other
activities in support of participation in sport and physical recreation at NUI, Galway.
 To agree the distribution of such funds as are allocated to the Union.
 To be an advocate for the development of sport and opportunities for physical
recreation at NUI, Galway
 To advise as appropriate on the physical resources and infrastructure for the
accommodation of Sport and Physical Recreation at NUI, Galway, e.g. playing fields,
sports’ buildings, changing rooms, water-sports facilities.
5. The NUI, Galway Sport and Recreation Union Committee shall comprise 14 members
appointed as follows:
1 member shall be elected by the Student Services Committee from among the members of the
Student Services Committee to act as Chairperson of the Committee.
24
1 member shall be a nominee of the Director of Physical Resources of the University.
1 member shall be the elected Clubs Captain of the NUI, Galway Students Union.
2 members shall be appointed by the Governing Authority of the University.
5 members shall be elected to provide representational input from sports clubs on the basis of
the following groupings of clubs in the manner set out herein:
Group A (Martial Arts to elect 1representatives) Aikido, Judo, Karate, Kung Fu, Tae
Kwon Do.
Group B (Court Games to elect 1 representatives): Archery, Badminton, Basketball,
Boxing, Fencing, Handball, Racquetball, Squash, Table-Tennis, Volleyball
Group C (Water Sports to elect 1 representatives): Kayak, Surfing, Swimming and
Waterpolo, Sub-Aqua, Rowing, Sailing, Windsurfing
Group D (Field Sports to elect 1 representatives): Camogie, Cricket, Ladies Gaelic
Football, Mens’ Gaelic Football, Hurling, Hockey, Mens’Rugby; Ladies Rugby .
Group E (Other Sports to elect 1 representatives): Athletics, Cycling, Golf, Equestrian,
Mountaineering, Orienteering, Paintball, Tennis, World Sports.
4 members shall be co-opted by foregoing 10 members, 2 of whom shall represent the interests
of students involved in physical recreation activities other than through Sports Clubs.
25
As new Clubs receive full recognition, the NUI, Galway Sport and Recreation Union has the
Authority to allocate them to a grouping.
Group representatives shall be elected at the beginning of each academic year, at a duly
convened election, and election shall by simple majority. Each group will be a constituency
for the purpose of conducting an election. The candidates for election for the position of
group representative in any constituency must be an officer of a Club within the group,
nominated by a Club within the group. The term of office of group representatives will be
one academic year, and no representative can serve more than three consecutive terms.
The Secretary of the NUI, Galway Sport and Recreation Union will act as Convenor and
Returning Officer for all elections provided for under these terms of reference.
6. The Committee shall meet no less than three times each semester. Meetings shall be held
during regular term; not to be normally held during “Study Week”.
7. Members of the NUI, Galway Sport and Recreation Union Committee who do not attend at
least one meeting of the Committee in any six month period shall forfeit membership of the
Committee and shall be replaced.
26
Appendix 2
Terms of Reference for University Centre
Planning and Management Group (UCPMG).
1. The name of the Group will be the University Centre Planning and Management Group
(UCPMG).
2. The function of UCPMG will be to discuss and advise on arrangements for the construction
and management of the Sports Centre, Water Sports Centre and the Cultural Centre which
together constitute the University Centre project. In doing so the group will have oversight
of the setting of service level agreements in terms of operations for the three projects
including related tendering processes.
3. It will report to Údarás na hOllscoile through the President.
4. The President will chair the UCPMG Group or in his unavoidable absence, nominate an
alternate.
5. Meetings will occur monthly during the academic year with a schedule of dates issued at
beginning of Academic Year and listed in Liosta na gCruinnithe.
6. The Students' Union representatives will be responsible for representing the interests of the
student population through consultation with the Clubs and Societies, and through regular
consultation with the Class Representatives Council.
7. The composition of UCPMG shall be as that outlined in the Údarás na hOllscoile meeting of
5th March 2004 (UO/M19/3.7) with the formal addition of the Vice President for Student
Services & Human Resources at the next meeting of Údarás (14 December 2007).
7.1: The Students' Union shall nominate one member of Union staff to be present at all
meetings of the group.
7.2: The President shall ask the Bursar to nominate a member of staff to be present at
all meetings of the group.
27
Ollscoil na hÉireann, Gaillimh
National University of Ireland, Galway
PROFILE OF THE UNIVERSITY
1.
CONSTITUTION
National 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.
AUTHORITIES
The 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 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.
28
3.
THE PRESIDENT
Under 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 TEAM
The University Management Team comprises:
The President
The Registrar and Deputy-President
The Vice-President for Innovation and Performance
The Executive Director of Operations
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 VicePresident for the Student Experience and the Vice-President for Research will be full members
of the UMT from 2016.
5.
STRATEGIC PLAN 2009-14
In September 2009, following widespread consultation, the University published the NUI
Galway Strategic Plan. NUI Galway offers a holistic, educational and cultural experience to its
diverse student body. Our University is recognised nationally and internationally for
innovation, excellence and leadership in selected and distinctive programmes of teaching,
research and scholarship. Our programmes reflect the strengths of the University, national
priorities, and the strengths and needs of the region. We have a particular commitment to
Gaeltacht regions and the Irish language community. The University seeks to develop and
sustain effective strategic partnerships with relevant regional, national and international
stakeholders and organisations.
A copy of the Strategic Plan is available online:
http://www.nuigalway.ie/president/reports.html
6.
STUDENT SERVICES
NUI Galway has historically provided a variety support services for students. Up to 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 nonacademic 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
29
Welfare including Financial Aid, Health Promotion and Mentoring. The total staff complement
is
shown
under
Organisation
and
Management
(Appendix
1).
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 SCHOOLS
In 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 Studies
Science
Medicine, Nursing and Health Sciences
Engineering and Informatics
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 PROGRAMMES
The University provides teaching in those 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.
30
9. STUDENT BODY
The total student enrolment stands at approximately 17,000 (14,000 fulltime, 3,000 parttime). Postgraduates accounted for 22% of enrolment. Overall, 57% of enrolment is female.
There were 2,257 overseas students (including ERASMUS), from a total of 110 countries.
10. RESEARCH
NUI Galway has developed a distinguished reputation for its integrated approach to teaching
and research. It has over 1,000 students undertaking post-graduate degrees through
research, and has an external research income of over €59 million annually.
The overarching objective of NUI Galway’s Strategy for Research and Innovation (2009-2014)
is that NUI Galway be firmly embedded within the top rank of research universities
internationally, in selected prioritised areas. To meet this objective, the University has
identified and prioritised a set of cross-disciplinary research themes, building on our research
achievements to date, and is focusing its resources and efforts on these themes through
targeted recruitment and resource allocation, and the establishment of a number of
specialised research institutes and centres.
Our approach to research is guided by the following principles:
The process of prioritisation in building on the academic strengths of the University
Responsiveness to regional, national and international interactions, allied to the national
demands to support the achievement of the knowledge and innovation economy and
society
Partnership and collaboration with regional, national and international research
organisations which enable the achievement of greater effectiveness, complementarities
and economies of scale
Organisational restructuring to facilitate new interdisciplinary modes of interaction
A commitment to knowledge transfer and innovation, which is underpinned by an
intensification of knowledge dissemination and a particular focus on technology transfer
and commercialisation.
Research Priorities
The five thematic research priorities of the University are:
i. Biomedical Science and Engineering
ii. Informatics, Physical and Computational Sciences
iii. Environment, Marine and Energy
iv. Applied Social Sciences and Public Policy
v. Humanities in Context
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 strategic foci. 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. STAFF
The University employs 2,525 staff, including fulltime and part-time. The academic
complement is 1,076 staff, of whom 610 are fulltime. A further 511 staff are employed as
researchers. Additionally, there are 104 technical and senior technical officers, with a further
787 staff engaged in computing, library, administration and ancillary services.
Human Resource issues are managed within the Human Resources Office, under the direction
of the Director of Human Resources and Organisational Development, working with the
31
Executive Director of Operations and with appropriate liaison with the Registrar and DeputyPresident, who has a special responsibility for academic staff.
12. FINANCES
The University is its own financial authority and has an annual income, for recurrent purposes,
of about €213m, including contract research income of approximately €59m. The sources of
income (excluding contract research income) are State Grants (30%), Student Fees (60%) and
Miscellaneous (10%). Pay costs comprise 71% of recurrent expenditure.
12.
THE UNIVERSITY AND IRISH
The 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.
Under the University’s Strategic Plan 2009-14, which includes as one of its strategic priorities
the development of an exemplary bilingual campus, a number of specific initiatives have been
undertaken, most significantly the establishment of a new, integrated structure (Acadamh na
hOllscolaíochta Gaeilge) within the University, to plan and implement academic programmes
through Irish, responsive to the community’s educational and developmental needs, in
addition to the traditional programmes and courses offered in a number of areas, and the
further development of the University’s Gaeltacht centres in Galway and Donegal. Irish is in
use in the administrative services of the University, particularly in its central offices, and
facilities are offered to assist staff and students in developing their competency in Irish.
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.
13.
RELATIONSHIPS WITH THE COMMUNITY AND THE REGION
NUI 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.
The University has operated an educational outreach programme since the 1960s, whereby
off-campus educational programmes are offered throughout the region and across Ireland.
Outreach programmes include the provision of fulltime, part-time and open and distance
learning programmes at certificate, diploma, degree and postgraduate levels. The cumulative
impact of outreach and non-traditional programmes can be appreciated from the fact that
close to 40,000 individuals have participated in its programmes over the last 40 years. Such
courses have also been provided abroad, in the Baltic countries and in Sri Lanka and Kosovo.
To facilitate access for the socio-economically disadvantaged and non-traditional groups, the
University, alone and in partnership with other institutions, has established a range of Access
32
and Foundation courses for school-leavers and adults across the Border, Midland and Western
Region (which enjoys Objective 1 status). Completion of these gives students special
admission to the University’s full-time and part-time undergraduate programmes.
14.
RELATIONSHIPS WITH BUSINESS AND INDUSTRY
The 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
Innovation Centre provides an environment for entrepreneurship and new business growth,
with 23 incubation units which 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.
15.
LINKS WITH OTHER THIRD-LEVEL INSTITUTIONS
In addition to a wide range of international links, the University has a longstanding relationship
with St. Angela’s College, Sligo, originating in its becoming a Recognised College of the NUI in
1978 under the supervision of NUI Galway, but which has since led to an increasing number of
joint educational and developmental initiatives.
That culminated in St. Angela’s College becoming a College of NUI Galway on 1 January 2006
under a formal Agreement, while retaining an appropriate degree of autonomy and preserving
its separate legal status and its traditional ethos. There is appropriate cross-representation of
staff on the academic bodies of the partner institutions, including membership of Údarás na
hOllscoile for the President of the College.
In 2003 the College was designated by the Minister for Education and Science as henceforth
the sole national centre for the training of teachers of Home Economics, with a consequent
growth and diversification of its specialisms within that discipline. Its educational provision,
however, has expanded beyond that original remit. Today it offers programmes at Bachelor,
Master, Higher Diploma and Diploma levels in a wide range of aspects of Home Economics,
Education (including Special Education Needs), Nursing (General and Intellectual Disability),
Food, Textiles, Fashion and Design; it also provides an Access course for the socioeconomically
disadvantaged in association with the University, and cooperates in the delivery of NUI
Galway’s BA programme in Youth and Family Studies. It also has an important Food Product
Development Centre and has been involved in a variety of cross-Border projects with
educational institutions in Northern Ireland. The College currently has an enrolment of 510
full-time and 472 part-time students and a staff of 87 full-time and 19 part-time.
The University also has incroporated Shannon College of Hotel Management, under which
students of that College pursue, under the supervision of the University, a BComm degree, the
final year of which is spent in the University. A BBS degree in International Hotel Management
commenced in 2001 in collaboration with and under the supervision of the University. In that
year the College also became a Recognised College of the NUI.
Also in Co. Clare, the University partners Burren College of Art in the offering since 2003 of 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.
In 2000, in the context of the National Development Plan which projected significant
investment for the new Objective 1 (Border, Midland and Western) region, the University,
33
which is the only University in that region, initiated broader cooperative links with all the
higher education institutions in the region, in the form of a unique Regional Higher Education
Network (LÍONRA). This network, which formalises at institutional level a wide range of
cooperative measures and maximises the provision of education and training opportunities for
all residents of the region through innovative approaches and the use of new technologies,
comprises the University, St. Angela’s College, Sligo, and the Institutes of Technology in
Galway-Mayo, Sligo, Athlone, Dundalk and Letterkenny.
The University, through the Atlantic University Alliance, is engaged in an inter-regional
technology transfer project with University College Cork and the University of Limerick. The
AUA aims to pool their individual expertise and resources, making them available through joint
projects in training, education and Research and Development. At the heart of the Alliance is
its interaction with academia and industry. Among its projects are part-time Diploma, Degree
and Master programmes delivered by distance/on-line learning in areas such as Technology
Management and Science and Technology Studies.
Abroad, there are direct programme linkages with Regis University (Denver, Colorado) and the
Ahavoli Institute of Psychology (Jaffna, Sri Lanka).
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 will enhance the services we provide to
our students, (through a student mobility Link to Learn programme) 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.
16.
THE CAMPUS
The 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 Research
Facility, and Áras Shorcha Ní Ghuairim), Mace Head, Carna (Atmospheric Research Station) - all
in Co. Galway - and 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 is located on the Galway University Hospital site beside the main
campus. The University premises comprise of 177,098 sq. m. of buildings, including student
residences on the north campus and satellite locations (at Carna and Carran, for example).
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)
An extension to the James Hardiman Library
Biosciences Building
Lifecourse Institute
Clinical/Translational Research Building
34
The University is continuing its major campus development programme under the Strategic
Plan 2009-2014 including a Human Biology Building and a new theatre and arts building
17.
LIBRARY
The James Hardiman Library
The 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 480,000 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 researcherspecific 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
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
18.
COMPUTER FACILITIES
The University’s ICT services are provided by Information Solutions and Services (ISS). ISS
reports to the Executive Director of Operations and has a staff of 50 FTEs.
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.
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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.
19.
QUALITY
Quality 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.
20.
LEARNING AND TEACHING STRATEGY
The University has a formal Learning, Teaching & Assessment Strategy which is regularly
reviewed (http://www.nuigalway.ie/celt/documents/revised-LTA-2012.pdf) and which
provides both an overview of our educational philosophy and specific actions that aim to
ensure the highest possible quality learning experience for our students, one that enriches,
enthuses and empowers them for their future life and careers . The Centre for Excellence in
Learning & Teaching (CELT) plays a key role in shaping and supporting the implementation of
this strategy, as well as undertaking pilot studies and research on aspects of pedagogy and
policy.
NUI Galway was the first University in Ireland to develop the role of ‘Learning Technologist’; to
offer to its staff a PgCert/PgDip/MA framework in Teaching, Learning and wider ‘academic
practice;’ to embed ‘service’ (or community based) learning in its programmes. It has also
garnered recognition at national and international levels for innovations in, and commitment
to, teaching and the nurturing of student learning. An annual Symposium, visiting scholars
and an active seminar programme all centre on aspects of teaching and learning. The
University has secured a very significant number of National Teaching Awards and invested
heavily in its technological infrastructure to support teaching. Technologies embedded with
teaching venues include videoconferencing, ‘clickers,’ echo360 (lecture capture) and
smartboards. In the online context, Blackboard and a range of ancillary tools (such as Turnitin,
Collaborate, Kaltura, echo360) are used on all the University’s programmes and also support
projected growth in blended and online offerings (currently the University has 60+ such
programmes: http://www.nuigalway.ie/celt/eLearning/online_blended_learning.html)
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STRUCTURES OF THE COLLEGES AND SCHOOLS/DISCIPLINES
COLLEGE
COLLEGE OF ARTS, SOCIAL SCIENCES
AND CELTIC STUDIES
COLLEGE OF BUSINESS, PUBLIC
POLICY AND LAW
COLLEGE OF ENGINEERING AND
INFORMATICS
COLLEGE OF MEDICINE, NURSING
AND HEALTH SCIENCES
COLLEGE OF SCIENCE
SCHOOL
School of Geography and Archaeology
School of Humanities
School of Languages, Literatures and Cultures
School of Education
School of Psychology
School of Political Science and Sociology
JE Cairnes School of Business and Economics
School of Law
School of Engineering and Informatics
School of Medicine
School of Nursing and Midwifery
School of Health Sciences
School of Mathematics, Statistics and Applied
Mathematics
School of Natural Sciences
School of Chemistry
School of Physics
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Appendix 1. Student Services/Student Experience Organisational Chart
Registrar &
Deputy President
Vice President
(Student Experience)
Director
Student Services
Head of Counselling (AO)
2.59 FTE x Counsellors (G5)
Societies Officer
Disability Officer (G5)
Dean of Chaplaincy (G4)
Assistant Disability Officer (G4)
Dean of Chaplaincy (G4)
Director
Sport & Physical Activity
Head (AO)
Career Development Centre
Accommodation &
Welfare Officer
(AO)
Access Officer (G5)
Sports & Recreation Unit
Clubs & Participation Officer
Senior Placement Officer
Administative Assististant G4
Administrative Assistant (G3)
2 x Admin Assist (G2)
Adult & Community Education
Project Officer
(G5)
Administrative Assistant (G2)
&
Career Development Advisor
2 x (G5)
Admin Assistant (G2)
2 part time Learning Support Tutors (G4)
Assistive Technologist (G4)
Admin Assistant (G2)
2 x Placement Officer (G4)
Transferable Skills Project Officer (G4)
Employment Officer (G4)
3 x Academic Tutors
(G3)
Information Officer
1.6 FTE Executive Assistant
(G3)
&
Placement Support Coordinator
2 x (G3)
Admin Assistant (G2)
2 x Admin Assistant (G2)
Admin Assistant (G2)
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APPLICATION AND APPOINTMENT PROCEDURES
1.
Application
A. Current NUI Galway employees
If 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 employees
If 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.
The completed application document must be submitted online to reach the Human
Resources Office no later than 17.00 (GMT) on Friday 18th September 2015.
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):
39
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.
Assessment Procedure
(a)
Assessment Board
Applications will be considered by an Assessment Board, which will shortlist and interview
candidates.
Applicants may be required to complete assessment tests appropriate to the requirements of
the role.
Candidates who are invited to attend for interview will have their reasonable return travel and
subsistence expenses paid.
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 Authorities.
40
(b)
Interview Dates
Candidates will be advised of arrangements in due course.
(c)
Expenses
Only candidates invited to the Assessors’ Interview (see (a) above) will have their reasonable
return travel and subsistence expenses paid.
(d)
Referees
Referees listed on the application forms of shortlisted candidates will be contacted prior to
interview.
(e)
The successful candidate will be required to submit evidence of age, original qualifications and
undergo a medical examination.
Appointments will be conditional on work authorisation validation. Further details are available at
www.djei.ie
Human Resources Office
14 August 2015
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