1. Mike Murphy, Director and Dean Faculty of Engineering Centralisation / Decentralisation in European Universities Case Study: DIT DEAN – HUMANE Conference University Governance: Interaction between FacultiesandCentral Administration Interaction between Faculties and Central Administration

2. Abstract n This talk will present the history, current status and likely future evolution of the governance of the Dublin Institute of Technology, Ireland’s largest higher education institution. n Prior to 1992, the DIT consisted of six loosely confederated colleges, all vocationally oriented. They were managed locally but administered centrally by a Vocational Educational Committee. With the establishment of the DIT, the governance evolved to a more traditional structure, with academic matters managed by an Academic Council, resource and executive matters managed by a Board of Directors and the overall Institute governed by a Governing Body. n One of the key structural initiatives undertaken in the late 1990’s was the introduction of a Faculty structure. Six faculties were established, each headed by a director. In addition four central directors were appointed. Of fundamental importance was the establishment and recognition of schools within the faculties and that all academic staff must be assigned to a school, and that schools represented the basic academic unit. n While reporting lines were established, the balance of responsibility (and control) between schools and faculties was not addressed to resolution, leading to ambiguity of structure. Further, the establishment of six faculties did not adequately address faculty administrative resource needs for a late twentieth century HEI. n These issues are now being addressed in a number of ways. First a review by the EUA, of which DIT is a member, has, in its verbal report, indicated that the DIT should clarify roles between Schools and faculties. Second an internal DIT Administrative Review Group is developing a description of a professionally staffed and functioning faculty administration. Third, in its preparatory work for a move to a new single campus, the DIT is addressing how to best govern itself to function effectively in the 21st century.

3. Presentation Outline n History and Evolution: –How did we get to be where we are and what we are? n Current Status: –What exactly and where exactly are we? n Likely Future State: –Do we know where we are going and how will we know when we get there? n Perspective: –What have we learned along our journey?

6. Origins of DIT n Kevin St Technical School in 1887 n Part-time evening programmes n Science, art and technical classes n Working class origins

7. Aungier St. Business Kevin St College of Technology Rathmines College of Commerce Bolton St. College of Technology Cathal Brugha St. College of Catering Mountjoy Square Marketing & Design DIT Evolution – 6 Colleges

8. Early Governance 1930 - 1960 n Governance by the City of Dublin Vocational Education Committee (CDVEC) n In 1930, CDVEC established a Board of Studies comprising its CEO and Principals of each of the colleges –Board provided academic and organisational oversight –Cohesion across the colleges n In 1963, CDVEC established separate college councils to create academic and administrative structures for each college –Council nominees by CDVEC, college principal, staff and student representatives

9. Early Governance 1960 - 1980 n In 1960’s CDVEC established an Academic Council with expanded membership n Formally established in 1970 –Establishment and development of courses –Academic standards –Admission standards and requirements –Awards –Exam regulations –Liaison with industry, professional bodies, etc. –Promotion of research and development n DIT established in 1978 on an ad hoc basis –to further coordinate the work of the six colleges n Dublin Institute of Technology Act 1992

11. n Colleges of CDVEC had many years of academic maturity n Complementary rather than competitive activities n Each college had its own management structure n CDVEC operated Academic Council

12. Bolton St. Kevin St. City Centre

13. DIT Statistics n Full-time students: –UG- 9,670 –PG- 510 –Research- 90 –PhD- 51 n Part-time students: –UG - 3,087 –PG- 694 n Apprentice students: –3,500 StaffNumber Academic1,110 Admin354 Library60 Technical120 General220

14. DIT Governance Governing Body Academic Council Directorate

15. DIT Governance - Statutory n Governing Body Role –Chair, President of DIT, + 18 ordinary members: –6 nominated by CDVEC –2 members of academic staff –1 member of non-academic staff –2 student representatives –1 nominee of Irish Congress of Trade Unions –1 nominee from Trinity College Dublin –5 from professional and other relevant organisations nominated by CDVEC n Functions include: Managing the affairs of DIT, including its land and buildings, appointment of committees, approval of staff appointments, approval of DIT budget, approval of DIT strategy

16. DIT Governance - Statutory n Academic Council –Designing, developing courses –Quality assurance –Recommendations on awards –Degree awarding powers up to and including PhD n No executive powers n Approximately 90 members n Reports to Governing Body

17. DIT Governance - Statutory n President –Acts as Chief Executive Office n Directors –6 faculty directors –4 central directors n Meet as a Directorate n Responsible for leadership and management of institute n Executive arm of DIT

18. Governance Issues n President as CEO –10 year term of office n Faculty Structure agreed in 1994 n College Principals mapped to DIT Faculty Directors, (thus 6 Faculties) –Appointed permanently –Directors report to President

19. Decision Making in DIT n In theory it works as follows: –Directorate and its sub-committees make executive decisions –Academic council makes academic and research decisions –Governing Body approves work of both bodies n Academic Council well defined and functioning effectively, aside from volume of work n But a looseness across lines of responsibility is now evident within Faculties and Directorate –(Poorly) defined committee work

20. Decision Making in DIT n Faculty Structures –Goal was to complete integration of colleges into “One DIT” –All staff were mapped to Schools –Schools were mapped to Faculties –Appointment of Directors rather than principals Directors as Deans n Persistent Issue is role of School (and Head of School) vs role of Faculty (and Director)

21. Administrative Support n 1990 – 6 loosely federated colleges, each with its own Principal, Vice- Principals, and admin support n 1990 -1997 – Development of Central administration from nothing –Appointment of central directors (Finance, HR, Academic Affairs, Research & Enterprise) –No “Head of Administration” n Admin in Faculties

23. Current Initiatives in DIT Governance n Admin Review –Are we structured and staffed appropriately for our size and scale of operations? –What should our admin structure look like when we move to a single campus? –What should our transition plan be? n Structural Reform –The future will tell, but such reforms are underway in other Irish institutions

24. Conclusion n “One DIT” accepted and internalised, but structures are, arguably, sub-optimal –Structures are legacy structures from Colleges –Poorly developed and staffed central admin support –Low-level admin support within Faculties –Should all 10 Directors be at same level? –Academic unit issue of Schools vs Faculty requires attention

25. Bolton St Digital Hub Aungier St Kevin St Cathal Brugha St Mountjoy Sq Smithfield What should our Governance Model be when we move to single campus?