Rónán Ó Dubhghaill, Ext June 2012 Draft University Strategic Plan Overview Rónán Ó Dubhghaill Director of Strategic Planning & Institutional Research 27 June 2012

Context 2011/12 is the last year of the current Strategic Plan The next plan will extend from 2013 to 2017 Aiming to finalise text of the plan in July Planning for Governing Body approval in September Launch publicly in December 2012

3 Process Developed through extensive consultation –University wide with students, staff –external agencies, alumni and other key stakeholders Informed by international trends, national policy Informed by the University’s quality improvement and risk management processes. Includes key actions recommended by GB & AC Includes recommendations of the GB Committee on Strategy & Innovation Continuity from existing plan –Informed by progress to date on the plan

4 Draft University Strategic Plan The plan details: –our mission –our five key goals –our strategies detailing how we will achieve our goals, and –our key projects outlining priority tasks to put our strategies into action Actions comprise 21 key projects Supported by the underpinning plans under development across the University Aligned with National objectives

5 Vision To be a world-class university connecting our region to the globe. Mission University College Cork inspires creativity and independent thinking in a research-led teaching and learning environment. Our students are our highest priority. Through our research we create and communicate knowledge to enhance the intellectual, cultural, social and economic life regionally, nationally and internationally. Vision and Mission

6 Be Ireland’s leading university and sustain our position in the top 2% of universities globally by: 1.Delivering research-inspired learning and teaching with a world class student experience 2.Being a premier European university for research, discovery, innovation and commercialisation 3.Being pre-eminent in internationalisation, external engagement and contribution to society 4.Applying best international practice to attract, develop and retain staff of the highest quality and to enable all staff to reach their full potential 5.Strengthening our infrastructure and resource base Key Strategic Goals to 2017

7 1.Strengthen research-informed and research-led teaching –Curriculum informed by latest research and findings 2.Continued excellence in teaching, learning and the student experience –Staff qualified to teach; continuous improvement of student experience –Employability skills; placement in every programme 3.Greater part-time and distance learning –On-line in areas of niche strengths; CPD & executive education 4.Strengthen research, innovation and job creation –To meet needs of society, –Create more new businesses; UCC as catalyst for FDI –Cork Science & Innovation Park / Healthcare Innovation Centre / IGNITE 5.Internationalise UCC energetically –Global alumni; overseas delivery; 18% international students 6.Active city, regional and community engagement –Regional learning cluster; broaden reach & impact 7.Financial sustainability Leading Actions to 2017

8  Integration of research, teaching and learning –Researchers engaged in teaching –Continuously enhance the curriculum with latest research  Excellence in learning, teaching & student experience –Greater capacity to deliver teaching qualifications to staff –Continuously improve through student feedback –Improved student supports –Placement and employability  Part-time and distance learning –E-learning, CPD and life-long learning  Improve business school structures Learning, Teaching & the Student Experience

9  Increase proportion entering UCC with 500 points from 21% to 24%  Increase student recruitment outside Munster by 50%  1st year retention rate of 93% or greater  Students at postgraduate level to 30% –50% of annual graduates with a PG degree.  Continue to achieve –national ‘Access’ targets –student satisfaction score of 90% in the UCC Survey –2012 scores in the International Graduate Insight survey –91% of UG graduates in employment or further study Learning, Teaching & the Student Experience

10 Maintain UG numbers –Reduce CAO quotas in area of weak demand –Greater focus on quality of intake Increase PG numbers from 23% to 30% of students Increase PT delivery –Non-exchequer income; pathway for non-traditional students Increase international student numbers Retain disciplinary mix Student Profile to 2017

11 Student numbers to grow from to UG up by 241 from to (+2%) PG up by 822 from 4104 to 4926 (+20%) Part time up by 332 from 1381 to 1713 (+24%) Full time International students up by 493 from 1662 to 2155 (+30%) Student Profile to 2017

12  Enhance major strengths, grow areas with potential  Exploit interdisciplinary opportunities  UCC Innovation Platform –Cork Science & Innovation Park –Healthcare Innovation Centre, Ignite Graduate Centre, gatewayUCC –Entrepreneurship education university-wide  Increase annual research income to €90m (€30m non- Exchequer)  Graduate 250 doctoral students annually  Increase measures of research impact > global average  Establish 20 additional high potential spin-out companies –150 new jobs. Research, Innovation & Job Creation

13  Strengthen internationalisation –Global alumni network –18% international students –Overseas delivery –Strategic partnerships –Every academic engaged internationally  Regional education cluster –CIT and other partners  Community engagement –Community-academic research links External Engagement

14  Leadership development  Project management and delivery  Staff mentoring  Enhance support staffing models  Staff wellbeing & welfare  85% of academic staff with level 10 qualifications  Increase % of staff in academic positions  All researchers aligned to research career structure Staff

15  Financial sustainability –Increase non-exchequer income  ‘Lean’ practices –Greater agility in key processes  Limited capital development  Reduce energy consumption by 3% annually Infrastructure & Resources

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