Chief Operating Officer
REF: 007878
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Chief Operating Officer
Established in 1845, the National University of Ireland Galway has a distinguished reputation for
teaching and research excellence. Home to over 17,000 students and more than 2,400 staff, the
University ranks in the top three of the Irish universities in world rankings, for the quality of its
teaching and research. A research-led University, NUI Galway is internationally recognised for its
expertise in selected priority areas including Biomedical Science and Engineering, Marine,
Environment and Energy research, Data Analytics, Public and Social Policy, and Humanities.
Located in Galway and the West of Ireland region, NUI Galway has a strong international
orientation, reaching outwards to the world, through a global network of partnerships,
collaborations and alumni. The University has an ambitious, confident vision for the future as
outlined in its new Strategic Plan, Vision 2020 http://www.nuigalway.ie/vision2020/
The Chief Operating Officer (COO) at NUI Galway is responsible for ensuring that the University’s
core work of teaching, learning and research is enabled and supported as effectively, efficiently
and economically as possible. Reporting to the President, the COO will be a member of the
University Management Team with specific line management responsibility for a number of key
services, involving HR, Buildings and Estates and Information Solutions and Services. The COO will
also have broad responsibility to ensure that the work of a wider group of support and commercial
services is fully aligned with the needs and service requirements of the University community. The
COO will enable good organisation and management in the devolved academic community, while
also building high performing, cost-effective and well aligned central support and commercial
services and systems.
Critically he/she will foster leadership, management and individual development in all parts of the
University and in all staff groups. The COO will also exercise this responsibility in relation to
his/her own senior team, ensuring alignment among the professional leaders of specialist
functions.
With a track record of successful leadership, management and influencing skills, the COO will
possess a level eight degree in a relevant area and a postgraduate qualification. S/he will have
substantial experience in the development and implementation of strategy in a large complex
organisation, with an understanding of the HE sector and its challenges. Strong business acumen
is essential, along with the ability to deliver on organisational objectives.
The post is full time and permanent.
Salary:
€106,515.68 - €136,275.84 p.a.
Candidates who wish to discuss the post should contact the office of the University Secretary at
+353 91 49 2220.
Closing date for receipt of applications is 17.00 (Irish Time) on 7th January 2016
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Please Note Garda Vetting may apply.
For more information and Application Form please see website:
http://www.nuigalway.ie/about-us/jobs/
Applications should be submitted online.
Please note that 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
Chief Operating Officer
Background to the Role
The role of Chief Operating Officer (COO) has evolved from the existing role of Executive Director
of Operations. Recruitment is taking place on foot of the retirement of the first appointee to the
EDO role and builds on organisational experience gained since the post was created in 2009.
The COO is responsible for the overall leadership, management and organisation of the
University’s support functions. The key objective of this role is to ensure that the delivery of NUI
Galway’s mission of teaching, learning, research and community engagement is supported
through the provision of high value, cost effective, coherent and customer focused services and
that the delivery of these services is optimised in terms of organisational efficiency, effectiveness,
flexibility and value for money.
The COO is the senior officer with line management responsibility for a number of University units
and services. Working through the functional directors and listening to the needs of the academic
core units, s/he also exercises leadership across the University community to promote excellence
in management practice, customer service, commercialisation and business process integration.
The COO thereby ensures that support services and functions are being configured, planned,
delivered and appropriately monitored to address and achieve the University’s goals.
Key Responsibilities
The COO is responsible and accountable for the outcomes delivered by specialist professional
teams in the following functional areas:
 Commercial Revenue
 Buildings and Estates Management, including the Capital Programme as well as systems
and standards for estates and facilities management.
 HR strategy and services including staff development frameworks and PMDS.
 Information systems, including ICT infrastructure and common systems and services.
 Safety management frameworks and systems.
 Emergency management and business continuity.
 Arrangements for Procurement and Supply Contracts.
 Program Management Office.
These line responsibilities include development of a corporate services strategy aligned with
University strategy, and ensuring that each unit has operational planning in place aligned with
staff and budgetary allocations, and is focused on effective and efficient achievement of outcomes
against plan, customer satisfaction, and stakeholder communication and reporting.
The COO has broader responsibilities to work with UMT colleagues and other managers to
promote and foster integrated support function effectiveness, efficiency, flexibility and value for
money. Specifically the COO will:
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Work with academic units and the broader academic community to understand their needs
and expectations on support services and on support functions and to ensure that those
needs and expectations are given full attention in planning and delivery.
Support all services directors to assure excellence in operational performance by:
o Conducting annual operational planning and reporting across all support units.
o Promoting regular benchmarking against best national and international practice.
o Working with managers to achieve the goal of 100% PMDS implementation.
o Promoting of service definition, measurement and evaluation, using tools such as
service level agreements, customer feedback, and metrics and KPIs.
Develop and foster team work, collaboration and communication among the entire
Support Services leadership team in order to enhance team performance and to ensue
strategic alignment with the University’s goals.
Pursue opportunities to drive efficiencies and integrate support functions, by leading
formal programmes of organisational change, by pursuing tactical opportunities to
promote change within and between units, and by consolidating structural and procedural
changes made to date.
Establish and develop integrated operational systems, processes and procedures and
overseeing their management to ensure that they are embedded in day-to-day practice.
Work with UMT colleagues to understand and to contribute to the formulation of policies,
the definition and execution of programmes of work, and to strategic and operational
decision making for programmes of recurrent and capital expenditure.
Put in place a strong Commercial Revenue Unit to promote opportunities to generate
additional revenue and providing business and commercial advice to the UMT and others.
Develop the broader support team, promoting excellence in management practice and a
culture of high performance, collaborative teamwork across boundaries, and continuous
staff development and service improvement.
Coordinate and lead large cross-functional programmes and projects the scope of which
will include organisational change, infrastructure and large IT programmes and projects.
Seek customer service excellence by working to ensure that the needs of service users are
placed at the centre of support function design and delivery.
Represent the University on external groups as required.
Key Working Relationships
The COO will report to the President and will be a member of the University Management Team
(UMT). A number of units will report directly to the COO as detailed above. The COO will also
work collaboratively with unit heads and others including UMT colleagues, Vice-Presidents, Heads
of Support Units, Deans and Heads of Schools, managers and staff at all levels, students and their
representatives, and employee representatives and Trade Unions.
Requirements for the Post
The ideal candidate will be able to demonstrate:
 A level eight degree in a relevant area and a postgraduate management qualification
 Substantial experience in the development and implementation of strategy in a large
complex organisation, with an understanding of the HE sector and its challenges.
 Excellent communication and interpersonal skills, highly literate and able to adapt their
communication style and technique to the wide variety of University contexts.
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Proven commercial skills and strong business acumen including the ability to advise the
senior leadership team on commercial development opportunities for the University.
The capacity to comfortably work with and effectively influence managers and functional
specialists across the University and its internal boundaries, with special attention to:
o HR Management in a regulated and unionised environment.
o Planning, tracking and managing expenditure to achieve value for money.
o Commercial partnerships and engagements.
o ICT (Including substantial projects to support business change).
o Estates Management (including large Capital Projects).
A track record which includes:
o Successful leadership and team building.
o Managing senior management performance in the context of change.
o Managing the delivery of support services in a large organisation.
o Management of substantial operational and project budgets.
o Managing and influencing senior people in a large and complex organisation.
o Negotiating and managing organisational change and the challenges it creates.
o Identifying commercial opportunities in a University or a comparable environment
and pursuing them to achieve commercially successful outcomes.
o Defining, managing and delivering cross functional projects in a complex
organisation.
o Developing a strong management team and coaching and mentoring of that team.
Ability to foster a culture that develops talent and recognises achievement.
Excellent analytical skills and a strong focus on organisational outcomes, and their
assessment and delivery.
Excellent skills with the ability to lead and motivate others and to work well in a senior
leadership role and as part of a senior team.
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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.
Please submit the following documents under the Applicant CV section of the online form:
a. A cover letter/personal statement outlining why you wish to be considered for the
post and where you believe your skills and experience meet the requirements for
the post of ‘Chief Operating Officer ’.
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b. A comprehensive CV clearly showing your relevant achievements and experience in
your career to date.
The completed application document must be submitted online to reach the Human
Resources Office no later than 5.00 p.m. (GMT) on Thursday, 7th January 2016. Please
note that an application will ONLY be considered if documents a to b above are fully
completed and received by the closing date.
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):
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.
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F. Collective Agreement: Redundancy Payments to Public Servants :
The Department of Public Expenditure and Reform letter dated 28th June 2012 to Personnel
Officers introduced, with effect from 1st June 2012, a Collective Agreement which had been
reached between the Department of Public Expenditure and Reform and the Public Services
Committee of the ICTU in relation to ex-gratia Redundancy Payments to Public Servants. It is
a condition of the Collective Agreement that persons availing of the agreement will not be
eligible for re-employment in the public service by any public service body (as defined by
the Financial Emergency Measures in the Public Interest Acts 2009 – 2011) for a period of 2
years from termination of the employment. Thereafter the consent of the Minister for
Public Expenditure and Reform will be required prior to re-employment. People who availed
of this scheme and who may be successful in this competition will have to prove their
eligibility (expiry of period of non-eligibility) and the Minister’s consent will have to be
secured prior to employment by any public service body.
G. Department of Health and Children Circular (7/2010):
The Department of Health Circular 7/2010 dated 1 November 2010 introduced a Targeted
Voluntary Early Retirement (VER) Scheme and Voluntary Redundancy Schemes (VRS). It is a
condition of the VER scheme that persons availing of the scheme will not be eligible for reemployment in the public health sector or in the wider public service or in a body wholly or
mainly funded from public moneys. The same prohibition on re-employment applies under
the VRS, except that the prohibition is for a period of 7 years, after which time any reemployment will require the approval of the Minister for Public Expenditure and Reform.
People who availed of either of these schemes are not eligible to compete in this
competition.
H. Declaration:
Applicants will be required to confirm whether they have previously availed of a public
service scheme of incentivised early retirement and/or the collective agreement outlined
above. The above represents the main schemes and agreements restricting a candidate’s
right to be re-employed in the public service. However it is not intended to be an
exhaustive list and candidates should declare details of any other exit mechanism they
have availed of which restricts their right to be re-employed in the public service.
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.
I. Work Permits:
Work permits are permits which are granted to non-EU/EEA Citizens to allow them to work
in Ireland legally. It's an illegal offense to work in Ireland without a work permit and both
the employer and the employee are held responsible.
For more information on work permits and for future updates, visit the Enterprise, Trade
and Employment website www.entemp.ie
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2.
Assessment Procedure
(a) Board of Assessors
Applications will be considered by a Board of Assessors, which will shortlist and interview
candidates and report to the University Appointing Authority.
Where a specific Irish Language competence is set out as an essential criterion for a post,
candidates will be required to sit an Irish Oral and Written Examination at the initial stage
of the recruitment process. Applications from candidates that successfully complete this
initial stage will be considered by a Board of Assessors, which will shortlist and interview
candidates and report to the University Appointing Authority.
All applications and other materials submitted by applicants will be treated in strict
confidence by all panel members and others involved in the administration of the
recruitment. No information about the identity of applicants, or details of their
applications, will be released to others, except where it is necessary as part of the selection
process.
(b) Presentation & Interview Dates
Candidates will be advised of arrangements in due course. We endeavour to give as much
notice as possible for interview dates etc., candidates should make themselves available
for interview and presentation on the date(s) specified by the University.
Candidates who do not attend for interview or other test when and where required by the
University or who do not, when requested, furnish such evidence as the University requires
in regard to any matter relevant to their candidature, will have no further claim to
consideration.
(c) Expenses
Expenses are paid to candidates invited to the Assessors’ Interview (see (a) above). For
further information see the University policies on expenses at the following link
http://www.nuigalway.ie/financial_accounting/policies_procedures.html
(d) Referees
Referees listed on the application form of the successful candidate will be contacted
following interview.
(e) Offer
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 Authority.
The successful candidate will be required to submit evidence of age, original qualifications
and may be required to complete a medical examination. Once a conditional job offer has
been made, the candidate will be asked to complete a pre-employment health
questionnaire that the University’s Occupational Health Service will use in order to assess
medical fitness to undertake the duties of the post.
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The information provided on the questionnaire will be used (i) to assess the candidates
medical capability to do the job applied for; (ii) to determine whether any reasonable
adjustments may be required to accommodate any disability or impairment which the
candidate may have; and (iii) to ensure that none of the requirements of the job for which
the candidate applied would adversely affect any pre-existing health conditions the
candidate may have.
Human Resources Office
November 2015
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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
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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.
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:
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The President
The Registrar and Deputy President
The Vice-President for Innovation and Performance
The Executive Director of Operations (will be the COO)
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 2015-2020
In March 2015, following widespread consultation, the University published Vision 2020, the
NUI Galway Strategic Plan 2015-2020. The University’s mission is to foster a vibrant
community of students and staff, where distinguished learning, impactful research, and
creative thinking are shared with the world; and Vision 2020 lays out a five-year strategy to
fulfil this mission and face the future with ambition. It includes key actions and targets across
a range of topics broadly divided into three themes:
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Teaching and Learning
Research and Innovation
NUI Galway and the World
Our Communities: including our students, staff, alumni and community partners,
among others
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Some highlights from Vision 2020 include:
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a rise in global rankings into the Top 200
an increase in annual research income to €60 million
growing the share of postgraduate students and international students
increasing opportunities for work-based learning experience across our
undergraduate programmes
building new student accommodation
integrating the Shannon College of Hotel Management and St Angela’s College, Sligo
into the University
and fostering a transformed organisational culture of gender equality
A copy of the Strategic Plan is available online:
www.nuigalway.ie/vision2020
6.
STUDENT SERVICES
NUI Galway has historically provided a variety support services for students. Up to the 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 non-academic 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 Welfare including Financial Aid, Health Promotion and Mentoring.
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
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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 the 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.
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.
In 2014/15 were 2,675 overseas students (including ERASMUS), from a total of 110
countries.
Find out more about our student body in the Essential Guide at:
http://www.nuigalway.ie/about-us/who-we-are/about-the-university.html
10. RESEARCH
NUI Galway has developed a distinguished reputation for its integrated approach to teaching
and research. It has over 1,200 students undertaking post-graduate degrees through
research, and has an external research income of over €52 million annually.
The overarching objective of NUI Galway’s Strategy for Research and Innovation (2015-2020)
is to produce research that is recognised as being excellent, transformative, and relevant to
societal and economic needs, while we train the next generation of researchers. NUI Galway
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is a research-led University with global impact. Our research community is adaptive and
agile, and is collaborating and competing on a world stage. Their success is reflected in
quantifiable measures. Between 2015-2015 the number of indexed publications tripled, the
number of citations quadrupled, and the number of invention disclosures made annually
rose from ten to forty.
Research Priorities
The University has prioritised five cross-disciplinary research themes, building on our
international success to date. These are:
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Applied Social Sciences and Public Policy
Biomedical Science and Engineering
Environment, Marine and Energy
Humanities in Context, including Digital Humanities
Informatics, Data Analytics, Physical and Computational Sciences
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 strategy. 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 2,458 staff, including fulltime and part-time. The academic
complement is 1,051 staff, and a further 489 staff are employed as researchers. Additionally,
918 staff work in an administrative or support capacity, including technical officers and
library staff.
Human Resource issues are managed within the Human Resources Office, under the
direction of the Director of Human Resources and Organisational Development.
12. FINANCES
The University is its own financial authority and has an annual income, for recurrent
purposes, of about €215m, including contract research income of approximately €52m. The
sources of income (excluding contract research income) are State Grants (25%), Student Fees
(65%) and Miscellaneous (10%).
13. THE UNIVERSITY AND THE IRISH LANGUAGE
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
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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 2015-2020, a number of specific measures are aimed at
fulfilling our unique commitment to higher level education through Irish. The include
important commitments to increasing the number of Irish language-based modules
available, making NUI Galway the national leader in providing initial teacher education
training in Irish, and rolling out structured study and work placement programmes in the
Gaeltacht to our students.
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.
14. 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. Our
Strategic Plan commits us further to expanding our dynamic network of partners to develop
strong, mutually-beneficial relationships that extend our influence and reach.
Examples of our community partnership include:




The ALIVE programme, which sees thousands of students gaining valuable experience
volunteering with civic and community organisations each year, and which
contributes at least €1 million in work hours annually
Our Regional Medical Academies, which enables our medical students to gain
valuable hands-on experience in hospitals in Letterkenny, Sligo, Castlebar and
Ballinasloe
The Youth Academy, which welcomes hundreds of gifted primary school children to
experience a range of academic programmes on campus delivered by our teaching
and research staff
The EXPLORE initative, which funds staff-student partnerships to develop a range of
innovative social projects and enterprises
The University will continue to play a leading role in our city and region, serving and engaging
with our diverse communities.
15. 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
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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 incubation units that 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.
The University is consistently one of the most productive in Ireland in terms of commercial
research outputs. Growing our research commercialisation further is a key target in Vision
2020, with a commitment to produce 30 new spin out companies, 75 new licences and 40
new patents over the lifetime of the Strategic Plan.
16. LINKS WITH OTHER THIRD-LEVEL INSTITUTIONS
In addition to a wide range of international links, the University has a longstanding
relationship with a number of Colleges in our region.
Shannon College of Hotel Management: The Shannon College of Hotel Management was
formally integrated into NUI Galway in August 2015, with staff and students of the College
becoming staff and students of the University. Shannon College is a constituent of the
University's College of Business, Public Policy and Law, and the integration saw all academic
and administrative systems aligned across the two institutions. For more information on the
integration, visit: www.nuigalway.ie/shannonintegration
Burren College of Art: Also in Co. Clare, the University has a strong partnership with the
Burren College of Art since 2003, offering 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.
St Angela’s College, Sligo: Work is well underway to integrate St Angela’s College, Sligo, into
the University, and this is a key commitment in Vision 2020, the University’s Strategic Plan
2015-2020. The two institutions have a history of working closely together, originating in its
becoming a Recognised College of the NUI in 1978 under the supervision of NUI Galway. The
integration will see staff and students of St Angela’s College becoming staff and students of
the University, with a closer alignment of programme delivery and shared administrative
systems.
University of Limerick: 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 are
working to enhance the services we provide to our students 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.
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17. 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 – as well as 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 and the Lambe Institute are located on the Galway
University Hospital site beside the main campus.
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)
 Hardiman Research Building
 Biosciences Building
 Lifecourse Institute
 Clinical/Translational Research Building
The University is continuing its major campus development programme under the Strategic
Plan 2015-2020 including a Human Biology Building and a new Centre for Drama, Theatre
and Performance due for completion in 2016. Other upcoming construction projects include
new student residences on campus and new sports facilities, including a water sports centre.
18. 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 510,000 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
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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
19. COMPUTER FACILITIES
The University’s ICT services are provided by Information Solutions and Services (ISS).
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.
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.
20. 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
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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.
STRUCTURES OF THE COLLEGES AND SCHOOLS
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
Shannon College of Hotel Management
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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Support Services Annual Report 2014/2015
The Support Services Committee is required by its terms of reference to produce an annual report
on the configuration, workload and performance of the University’s support services.
Responsibility falls to the Executive Director of Operations to draft the Annual Report for adoption
by the committee and submission to the Údarás. This report discharges that responsibility.
The support services agenda has continued to be dominated by the consequences of economic
downturn. The last several years have seen cutbacks in financial and staffing allocations applied
more or less uniformly across the main support units. There have been specific investments in
areas designed to enhance organisational performance, such as internationalisation, research
support, student recruitment, and communications. However, on top of daily service delivery, the
main improvement focus for support units has continued to be marginal service improvement,
designed to deliver the required outputs and improve productivity, against a background of
declining headcount and financial inputs.
In these difficult times there has been limited opportunity to systematically pursue the extensive
organisational change needed to facilitate delivery against the ambitions of Vision 2020. Instead a
greater share of the burden has fallen on individual leaders and individual contributors. It is
important that the University community should recognise and acknowledge this continuing
acceptance of individual responsibility throughout our organisation.
We have also seen significant change in the demands placed on support services. Student
numbers have remained generally steady, but the student profile has changed through
international recruitment and through the recruitment of non-traditional students (including
students with disabilities) and the additional support costs incurred. The physical campus has
seen dramatic change through delivery of the capital programme. This has driven increased
demand on infrastructure and facilities management services, in turn driving change in
management models in the Buildings Office, CELT and ISS.
These changes have in turn started to stimulate interest in support service resource allocation
models. The emerging proposition is that we should adapt to change by introducing (wholly or
partly) “zero based” models for budget allocation, looking at the actual demands on our services,
and applying reasonable benchmarked unit cost rates to help determine budget allocations. Such
a funding model is not especially radical, and, arguably, already applies in our schools and colleges.
This year has also seen a greater focus on support staff profiles, skills and development, reflected
in Vision 2020. For well-managed professionally-led central support units issues of organisational
structure and staff development can be seen as relatively straightforward (even if they absorb
considerable energy from talented managers and leaders!). For these units the challenge is to
define the competences needed to be effective, and for the University centrally (particularly the
HR function) to support managers with tools such as effective PMDS, competence frameworks,
defined career development pathways, and partnerships with development and training
providers.
Less straightforwardly, acceptance is now emerging for the proposition that academic leaders,
called upon to lead schools and colleges, need to be supported with high levels of management
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skills to enable them to be effective in leading their units. University general management is not
necessarily a long term career choice for leading scholars, and we are beginning to recognise the
value of partnerships where such leading scholars are supported by well-trained and relatively
senior managers embedded alongside them in the academic units. This idea is not particularly
new to NUI Galway, and can already be seen at work in our research institutes.
The remainder of this report identifies key issues from across the support services, highlighting
progress and challenges of significance across our organisation. This material also includes very
short reports on certain development programmes. Detailed reports are available from each of
the services, providing more information about achievements and challenges, inputs, outputs and
outcomes delivered, and the achievement of operational plan targets.
Shannon College and St Angela’s Following completion of the relevant procedures Shannon
College of Hotel Management is now part of the College of Business Public Policy and Law.
Support units contributed to the detailed planning and preparation for this merger over many
months, and continue to contribute to its successful implementation. Preparation is now in hand
for integration with St Angela’s College Sligo, where much remains to be done.
ICT Funding and Delivery Capacity One of the key challenges in delivering the change called for by
Vision 2020 will be funding and delivering ICT-enabled change to our business processes. We have
now established a reasonably clear understanding of the funding need, along with a reasonably
good understanding of the work programme that can be delivered within our management
capability. The challenge now is to mobilise the project teams which must be dedicated to these
projects, building on the skills available within the organisation and on the mobilisation of
partnerships with capable external suppliers.
Capital Programme The programme continues on a smaller scale. Key projects at various stages
included the ILAS Building, the Human Biology Building, the CTRF (Lambe Institute), and the Centre
for Drama Theatre and Performance. The excellence of our capability to manage these projects
effectively continues to be demonstrated daily.
IR/ER Case Management The University faced great tensions and challenges, triggered by the
outcomes of two particular Equality Tribunal cases. This led to a number of high profile
developments, reported elsewhere. It also led us to commission a consultant report into the
University’s approach to managing cases in the various external Industrial Relations and Employee
Relations bodies. This report made a number of recommendations which are being pursued,
including recommendations likely to affect the organisation of the HR Office.
Staffing Profiles and Staff Development There have been a number of positive developments.
Senior posts in the Buildings Office have been reconfigured to reflect the new skills mix needed as
the Buildings Office continues to move from a direct labour model to one in which services are
bought in. In the Bursar’s Area, particularly in Financial Accounts, activity has continued to
increase the number and level of professional posts, supported by the elimination of traditional
paper based activity. Similar streamlining continues to be delivered in the Registry (Academic
Administration), where there is a strong focus on the use of “lean” process improvement
methodology.
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We have attempted to complement these unit-based initiatives in the centre by providing
managers with better tools and with central supports. These have proved harder to deliver. We
did achieve an estimated PMDS completion rate of 83% in the central support units,
demonstrating that the scheme is being embedded; there is however more to be done, both to
raise the completion rate closer to 100% and to ensure that the development requirements
emerging from PMDS are captured and acted on by the HR Office. A project was initiated to
develop support staff competence profiles, but has not yet delivered its planned outcomes.
For the first time we captured a reasonably complete record of staff training activity in central
support units. This showed that central units delivered an average of 2.2 days locally organised
training per staff member in 2013/14, with a further 1.1 days per central unit staff member
delivered through training organised by the HR Office.
We were able to make progress on one issue which has affected staff morale and our ability to
recruit the best available talent from outside the university into support roles. This was the
situation of “new entrants” to the public service. Financial emergency provisions had created a
situation in which these staff were paid on scales which were 10% lower than their counterparts
already in service. We are now operating with much greater clarity, using one set of payscales
applicable to all relevant staff. There are residual issues around recruitment competitiveness, but
we understand how progress can be made with these.
Support Unit Performance Management We conducted a further annual cycle of support unit
operational planning and annual reporting, continuing to involve the “stakeholder groups” which
have previously been introduced into this work. The use of these groups is valued both by unit
heads and by the stakeholders who participate. The performance management cycle is now
reasonably well established, and underpins the development of our support services away from
the historical, rather fragmented, approach and into a regime in which each unit has a much
better understanding of its alignment with and contribution to achieving the university’s strategic
aims.
Student Development and Support The University appointed John Hannon as its first Director of
Student Services following an international competition. The initiatives which John has led have
included the development of the Access Centre, bringing together a number of elements of our
historically fragmented supports for non-traditional students.
We hope that progress in the integration of Student Services as a single organisational unit can be
further facilitated by the reorganisation and development of accommodation in Aras Uí Chathail;
this is for further discussion in the year ahead.
A major issue has emerged over student accommodation. Plans have been developed and
submitted for new on-campus student accommodation. However, they will not come to fruition
until 2018. This leaves (particularly) incoming first year and international students with the
challenge of finding accommodation in a Galway market which has seen severely declining supply.
The Student Services team has made considerable efforts, together with colleagues, to address
this issue, but severe challenges remain.
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Commercial Services Work has continued to develop a commercial services strategy under Vision
2020, building on the very successful outcomes delivered by our existing Commercial Services unit
and on the involvement of the Galway University Foundation.
Procurement We continue to emphasise and develop the role of the Procurement and Contracts
Office as a support to enable managers to acquire goods and services effectively and efficiently
within the requirements of EU procurement law. Nationally, the Office of Government
Procurement (OGP) continues to establish itself. We expect to see the (very welcome) benefits
emerge over time. At present the OGP is working hard to build its capabilities and relationships
and operating procedures are not fully established.
Business Continuity Management Some progress was made to develop a planning framework.
We already have a reasonable well developed approach in responding to emergencies, but are less
capable when it comes to understanding how we can continue our work in the aftermath of an
unforeseen incident (such as fire, flood, or epidemic), which might deprive us of access to key
resources and capabilities. We did respond very effectively and at short notice to the visits of HRH
the Prince of Wales and the Duchess of Cornwall, and of Bundespräsident Joachim Gauck of
Germany. We also mounted a very effective recovery from a fire in the Clinical Sciences Institute
in September 2015; while the latter was readily contained it did serious damage to our
infrastructure. The challenge in situations such as these is to ensure that our response is
systematic, well-planned and effective.
Safety Management A simple and concise statement of safety policy was developed and
stakeholder agreement obtained to it; it is expected to be formally adopted early in 2015/16. The
key policy innovation is the simple provision is that there must be a designated “person in charge”
of each operational activity in our highly delegated and decentralised management structure. This
person is responsible for the safety of the activity in their charge (in accordance with legislation),
and for clearly establishing the boundary and scope of their responsibility.
Academic Simplification This programme has continued, delivering the Akari Curriculum
Management software and enhancements to the Examination Modelling tool (to support the work
of examination boards). The achievements of this programme have been considerable but they
have also been hard-won. Project teams have been small, operating on a relatively small scale
with very careful effort applied to navigate the difficulties of securing commitment to change. As
a result timescales have been long, and deliverable change has been smaller in scale than we
might wish.
At some point we will face the challenge of replacing our aging Student Records system, perhaps
simultaneously with delivering on our long standing aspiration to put in place a single data
repository, covering all aspects of the our operations. Such projects affect the whole organisation
and cannot realistically be delivered without commitment by the whole organisation.
Purchase to Payment We continue to phase in automation to support the management of our
very diverse and high volume of relatively low value purchases. The first supplier to be covered
was Club Travel, our travel management service provider. Following a software upgrade we have
also included our contracted catering suppliers, where invoice values are also low and volumes
high. We have also introduced electronic workflows for high value order approval. The next step
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will be the introduction of automated “punch-out”, enabling the rapid selection and ordering of a
wide range of products, notably laboratory supplies. All of this is driving down the considerable
cost and manual intervention required to transmit paper unproductively around the campus.
Staff Records and Change Management The Director of HR successfully led an initiative to
establish a scheme to introduce a shared service solution to managing the ICT aspects of the
CORE HR and Payroll software, used by all seven Irish universities. This has relieved scarce skilled
staff of the need to do this work and should enable them to focus on higher value activity.
We continue to face quite basic challenges in staff administration. Key active issues are managing
the engagement of Part Time Teachers and other casual staff, management of sickness records,
and the temporary and short term engagement of basic grade administrative staff. These issues
are linked by a common thread. We find it relatively easy to define procedural and ICT solutions
which could be made to work. However, we find it much less easy to mobilise the organisational
change management capability needed to implement these solutions; this is a significant issue
because there are risks for the University associated with the current situation, and because there
may be neither available management capacity to deliver change, nor may there be willingness to
accept change on the part of those most affected.
President’s Awards for Support Services Excellence This scheme was successfully introduced and
widely welcomed. It culminated in the December 2014 announcement of the first five award
winners, followed by public celebration of their success at a presidential all-staff briefing and a
later award ceremony in the President’s rooms. The inaugural winners were Declan Coogan,
School of Psychology, Lorrain McIlrath, CELT, Anne Marie Keelan, HR, Karen Dooley, Buildings
Office, and a team award to the administration team in the School of Mathematics, Applied
Mathematics and Statistics. Arrangements are in place for the 2015 award cycle.
Smoke Free Campus Following widespread consultation the UMT decided to proceed with a pilot
scheme designed to help denormalise smoking on campus, initially in areas of high pedestrian
traffic in and near key buildings. The locations chosen are near the Library entrance and near the
Engineering Building entrance. Temporary shelters have been provided in which smokers can
continue to smoke.
Chief Operating Officer The current Executive Director of Operations will retire in mid-December
2015. The UMT has decided to develop the role into that of Chief Operating Officer, with greater
clarity about line management accountability and responsibility for the outcomes delivered by
certain units. Other responsibilities will remain in place, and the new job description being
developed will emphasise the importance of planning and delivering services to support the core
scholarly mission of the University effectively, efficiently, flexibly and against high standards of
customer service.
EDO
November 2015
For adoption by the Support Services Committee
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