University Strategy 2006-2008 ‘Leadership through Foresight’ Overview

1. University Strategy 2006-2008 ‘Leadership through Foresight’ Overview

2. Introduction

3. Dublin City University - Facts & Figures • 10,000 students • 2300 postgraduates • 600 by research • 1200 staff (300 academic) • €56m capital investment from HEA in research centres at DCU • Annual research expend. ~ €24m • Research contracts 2005 valued at €42m

4. Faculties DCU Business School Faculty of Science and Health • Computing • Electronic Engineering • Mechanical & Manufacturing Faculties of Humanities and Social Sciences • Applied Language and Intercultural Studies • Communications Education Studies Fiontar Law and Government Faculty of Science and Health • Biotechnology Chemical Sciences • Mathematics Nursing • Physical Sciences Health and Human Performance Oscail (Distance Education) Recently changed to an ‘executive’ faculty model

5. Research Centres and Institutes • National Research Centres • National Centre for Sensor Research • National Centre for Plasma Science and Technology • National Institute for Cellular Biotechnology • Research Institute for Networks and Communications Engineering • University Designated Research Centres • Centre for Digital Video Processing • Centre for International Studies • Centre for Research in Management Learning and Development • Centre for Society, Information and Media (SIM) • Centre for Translation and Textual Studies • Materials Processing Research Centre • Vascular Health Research Centre • International Centre for Neurotherapeutics • Centre for Advancement of Science Teaching and Learning

6. Research Funding Successes since June 2005 Wyeth Biopharmaceuticals Research €4m • Industrial collaborator Bristol-Myers Squibb Collaboration €10m • Industry and university collaborators National Institute for Bioprocessing, Research & Training €72m • Industry and university collaborators Biomedical Diagnostics Institute €22m • University and industrial partners National Digital Research Centre €25m • University and industrial partners

7. Strategy

8. High level strategic objectives for university Supported via 30 sub-objectives within component plans: Learning Innovation Research Internal Communications Wider Community Engagement 100+ initiatives overall across all plans In each of the full plans individual objectives have timelines, metrics, responsibility (prime & associated) All will form an integrated three year operational plan for implementation Each initiative being costed as part of the process (Revenue Strategy) Foreword

9. DCU – Radical and Different: • Pioneering implementation of the Academic Themes • Pioneering in a number of other areas including: • Benchmarking (Research assessment, Teaching & Learning benchmarking) • Benchmarking against small group of international alliance partners • International Foresight groups in Research, Learning Innovation leading to fast, flexible reaction to international trends • A focus on key research areas • Introduction of Postgraduate training • Introduction of ‘Intra for postgrads’ • Introduction of Thematic modules via the Academic Themes • Examining branding of the university in terms of Linked Colleges, Research Centres to create a more integrated approach to marketing

10. The Theme Leaders are at the core of making DCU pioneering & different • Academic Themes: • Business & Innovation • Internationalisation, Interculturalism and Social Development • Science, Discovery & Technological Innovation (SDTI) • Information Technology & the Knowledge Society • Education & Learning • Life Sciences & Health in Society • Academic Themes can ensure cross university, interdisciplinary developments will take place • Working directly with the Executive Faculty structures that are now in place

11. All sections of the Strategy process use a similar governance structure Outside ‘Sanity Check’ External Advisory Board Small Working Group Relevant Individual Or Unit Internal Advisory Board Strategic Projects Unit Into Draft Consultation Process Provides suggested discussion areas, draft documents Provides relevant feedback, outside reports and analysis Management Plans Representative Group Back for final version and inclusion in Planning process

12. Strategic Objectives

13. DCU will integrate the Academic Themes as drivers of innovation and change with all areas of the university activities consistent with our strategic intent DCU will identify knowledge trends and future national needs and act upon them, for the purpose of leading change in Irish society and the successful translation of knowledge into social & economic benefits DCU will continually reinvent its education portfolio to ensure that it is innovative and radical and responds to student needs and national priorities DCU will strengthen its scholarship so as to become an internationally recognised, interdisciplinary, highly focused, research-intensive and collaborative university DCU will be a leader in the development of Ireland’s Fourth Level DCU will develop a radical, sustainable and appropriate strategy for revenue growth and integrate our policy and resourcing to reflect our distinctive strategic priorities DCU will deepen its commitment to Ireland’s social, cultural and economic development DCU will secure a small number of strategic alliances with national and international partners Strategic Objectives