Institute of Technology Tallaght 2016 STRATEGIC PLAN 2019 Institute of Technology Tallaght Strategic Plan 2016 – 2019

Contents

Foreword 1. Introduction 1.1 Context: The Greater Dublin Region 6 1.2 Institute Mission 6 1.3 Institute Profile 7 1.4 Academic Schools, Disciplines & Programmes 8 1.5 Academic Quality Assurance 9 1.6 Research 9 1.7 Innovation and Enterprise Development 9 1.8 Student Demographic 10 1.9 Cultural Diversity 10 1.10 Educational Philosophy 12 1.11 Guiding Principles and Values 12 1.12 The Student Experience 13 2. IT Tallaght’s Vision and Strategy: Strategic Pillars, Goals and Objectives 2016-19 14 Pillar 1: Technological University Designation 18 Pillar 2: Career Focused Quality Higher Education 19 2.1 Programme Design and Delivery 19 2.2 Excellence in Teaching, Learning and the Quality of the Student Experience 20 2.3 Participation, Access and Lifelong Learning 20 Pillar 3: Research, Innovation and Enterprise 22 3.1 Core Research Capacity 22 3.2 Institute Research Centres and Groups 22 3.3 Innovation and Entrepreneurship 23 Pillar 4: Enhanced Engagement with Enterprise and the Community 24 4.1 Increase Engagement with Industry 24 4.2 Promote Civic Engagement 24 Pillar 5: Internationalisation 25 5.1 Internationalise the Campus 25 5.2 Promote International Student and Staff Exchanges 25 5.3 Increase the International Dimension of our Programmes 26 Pillar 6: Campus Development 27 6.1 Develop the Existing Campus 27 6.2 Promote Environmental Sustainability 27 6.3 A Health Promoting University 27 Pillar 7: People and Culture 28 3. Strategy Implementation 29 3.1 Conclusion 30

ii 1 Institute of Technology Tallaght Strategic Plan 2016 – 2019

Foreword Introduction by President

On behalf of the Governing Body, I welcome This Strategic Plan sets out the proposed the publication of the Institute’s Strategic Plan strategic direction of the Institute of Technology 2016-19. The Strategic Plan provides a clear Tallaght for the period 2016-2019. The Strategic and focused strategy for the development of the Plan is formed against the background of the Institute over the next three years. National Strategy for Higher Education in Ireland to 2030 which sets out an ambitious plan for all The most defining achievement of the Higher Education Institutions (HEIs) in Ireland. current Strategic Plan will be the successful It is also formulated at a point of transition achievement of Technological University status in the Institute’s history. The Institute plans by the Institute and its partner institutions, to apply for designation with its partners as a the Dublin Institute of Technology (DIT) and Technological University during the life of this the Institute of Technology Blanchardstown Strategic Plan. (ITB). The Governing Body believes that the future Technological University will contribute Our strategic priorities are influenced by We look forward with optimism to shaping the to sustaining the Dublin region as an our Performance Compact with the Higher future. Our ambition is to promote progress internationally competitive location, critical for Education Authority (HEA). These reflect in our region and to facilitate the personal and the successful performance of the entire national the criteria for designation as a Technological professional achievements of our staff and economy. University and the set of national priorities students, and of the communities we serve. Our established by Government in areas that implementation plans recognise that strategic The establishment of a Technological University cover the broad spectrum of higher education achievement is delivered through the staff of for the Greater Dublin Region will be one of the provision, from research to industry engagement, the Institute as well as our stakeholders and our most exciting and important landmarks in Irish and the wider dimension of internationalisation. students. higher education in decades. Our priorities also reflect our distinct profile and mission which differentiates us from other Thomas Stone Professor Tom Collins Higher Education Institutes in the Irish Higher President Chairman of ITT Governing Body Education (HE) landscape.

2 3 Institute of Technology Tallaght Strategic Plan 2016 – 2019 1

Introduction

The Institute of Technology Tallaght was established in 1992 and caters for a student population of 5,604 students. It is the only third level Higher Education Institute in South Dublin County, which is one of the most densely populated and highly industrialised counties in Ireland. Since its establishment, the Institute has embraced significant change and transformation. It has pioneered new developments in education and research and is at the forefront of scientific and technological innovations in industry. It has established centres of innovation and entrepreneurship, adapted to the impact of ICT on education, embracing the challenges and opportunities associated with the globalisation of markets, education and technologies.

4 5 Institute of Technology Tallaght Strategic Plan 2016 – 2019

The Institute is now on a new path of Overall, the Greater Dublin Region is 1.3 INSTITUTE PROFILE transformation with the ultimate ambition recognised as a national asset and its ongoing The student population of the Institute in of creating and becoming part of a new development as an internationally competitive 2015/16 was 5,604 registered students. This Technological University. This process is in place location is critical for the performance of the comprised 3,057 full-time students and 2,547 since October 2011 when the Institute, together entire national economy2. The Technological part-time students, including over 500 students with the Dublin Institute of Technology (DIT) University (TU4Dublin) aims to play a pivotal registered on professional programmes. The and the Institute of Technology Blanchardstown role in the Dublin region. With three main trend in student numbers, full-time and part- (ITB), established a formal alliance to develop a campuses in Dublin, the university is forecasted time, over the period 2010/11 to 2015/16 is programme of work that will culminate in the to have an estimated 27,000 learners, studying illustrated in Figure 1.1 below. submission of a joint application for designation at levels 6 to 10 on the National Framework as a Technological University. of Qualifications (NFQ). Flexible and part- Figure 1.1 Student Numbers 2010/11 to time students will account for over one third 2015/16 ‘Technological Universities’ are envisaged as a of all TU4Dublin learners. The conceptual and new type of higher education institution in the legislative frameworks for the establishment 7000 Irish landscape. The Technological University of Technological Universities is provided in (TU4Dublin) will offer innovative pathways the HEA document, Process and Criteria for 6000 for students by providing flexible, practice-led Designation of a Technological University (2012), research and education opportunities that meet and the Technological Universities Bill (2015). 5000 the needs of a diverse population of learners. 4000 Graduates of the Technological University will 1.2 INSTITUTE MISSION develop attributes that prepare them for life The Institute is a key driver in the development 3000 and for fulfilling careers in a rapidly changing of the region and works closely with regional Student Numbers knowledge economy. and national partners for that purpose. The role 2000 of the Institute in the region is to: 1.1 CONTEXT: THE GREATER DUBLIN 1000 REGION • Provide learners with higher education 0 Ireland is now one of the most globalised opportunities from Level 6 to Level 10 on the 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 countries in the world and the Greater Dublin National Qualifications Framework (NQF) Year Region (GDR) is a key driver of economic • Widen participation in higher education Full-time Part-time Total growth within the Irish economy. Currently the country’s only internationally-competitive large • Create career ready graduates for business, industry and society Source: Annual Figures supplied to the Higher Education scale city region, the Greater Dublin Region Authority (HEA) in March of each year has a population of over 1.9 million people, • Provide comprehensive lifelong learning projected to reach 2.1 million by 2020. Dublin opportunities for the region Despite the impact of the recession during the generates approximately 48% of the national • Provide educational supports to business, period covered by the last Strategic Plan, student GDP and employs almost 30% of the workforce1. industry and society numbers have increased. With the forecast It has attracted 47% of Ireland’s Foreign Direct increase in population in the Dublin region, Investment (FDI); it is home to nine of the ten • Engage in research, innovation and enterprise coupled with the growth in new and exciting largest global ICT companies and it accounts development programme offerings and internationalisation, for 86% of the total FDI in the financial services • Contribute to social, cultural and economic student numbers are expected to increase over sector in Ireland. It attracts almost four million development the next five years. visitors annually, generating revenues of over €1 Billion and it accounts for 57% of the total • Enhance internationalisation and integration number of international students studying in within the region Ireland.

1 From the Economic Profile prepared by Dublin Chamber of Commerce, 2013. 6 7 2 ‘Dublin’s Role in the Irish and Global Economy, 2012 – Report 4’, Williams, B., Foley, W., Cudden, J. & Shahumyan, H. Institute of Technology Tallaght Strategic Plan 2016 – 2019

1.4 ACADEMIC SCHOOLS, part-time programmes which account for 1.5 ACADEMIC QUALITY ASSURANCE Institute Research Centres DISCIPLINES & PROGRAMMES approximately 45% of students. IT Tallaght has delegated authority from Quality • Centre for Applied Sciences and Health The Institute is organised academically into Qualifications Ireland (QQI) to make awards (CASH) The Institute has developed its portfolio of three Schools, comprising the School of Business from level 6 Higher Certificate to Level 10 PhD programmes substantially in recent years to • Centre for Pharmaceutical Research & & Humanities (which accounts for 41.7% of on the National Qualifications Framework Development (CPRD) students), the School of Science (35.3%) and the meet specific skills shortages and to provide (NQF). It has delegated authority to make School of Engineering (23%). Academic schools, customised training, up-skilling and workforce awards at Level 10 in the disciplines of Biology, • Centre for Research in Electro-Analytical departments and research teams have strong development. It has also developed a number of Chemistry, Engineering, and Humanities. The Chemistry (CREATE) partnerships and industrial collaborations to collaborative programmes through partnership Institute is committed to the provision of Higher • MiCRA-Biodiagnostics support high-quality educational programmes, with other professional bodies, third level Education of the highest quality and has in place • Nuclear Magnetic Resonance Institute research and commercialisation. The institutes (national and international) and internal quality assurance and enhancement Research Centre (NMRics) Department of Lifelong Learning co-ordinates industry partners. systems that are focused on delivering excellence in teaching and learning, and excellence in • The Biopharma and Neutraceutical Research team (BPNR) Figure 1.2 Academic Schools and Departments applied research. • Centre for Microbial Host Interaction (CMHI) In keeping with the Principles of Internal Quality • Bioengineering Technology Centre (BTC) Assurance and Enhancement for Technological Universities in Ireland3 and with the Standards • The National Centre for Franco-Irish Studies and Guidelines for Quality Assurance in the (NCFIS) School of Engineering European Higher Education Area,4 accountability and continuous enhancement lie at the heart Department of Mechanical Engineering 1.7 INNOVATION AND ENTERPRISE of the Institute’s quality assurance activities, DEVELOPMENT Department of Electronic Engineering giving confidence in its performance as a higher education institution. The Institute has an established and proven range of supports and services to help the 1.6 RESEARCH advancement of commercial innovation and enterprise development. The Institute’s Synergy The Institute is a leading centre for the Centre provides business supports to industry and advancement of targeted research, commercial delivers enterprise and innovation programmes Department of Lifelong innovation and enterprise development. for start-up ventures. With a focus on the high Research activity is a growth area and reflects School of Business Learning technology and knowledge intensive sectors, the & Humanities the high priority attached to it by the Institute. Synergy Centre facilitates industry - academia Part-time/ Flexible/Distance The Institute hosts nine Research Centres. Department of Management collaborations to support enterprises that Programmes The Centre for Applied Sciences and Health contribute to job creation, innovation and exports. Department of Marketing & (CASH) provides an umbrella for a number of Business Computing research groups all focused on research related The Synergy Centre is co-located with to health. In addition, IT Tallaght is home to the Department of Accountancy & the Centre of Applied Science for Health MiCRA (Microsensors for Clinical Research and Professional Studies (CASH), which provides research capability Analysis) Technology Gateway, part of Enterprise and knowledge and technical expertise to Department of Humanities Ireland’s Technology Gateway Network, which support start-up companies. Another Institute School of Science provides technology solutions and support to incubation centre, Synergy Global, is located & Computing SME’s. The Institute collaborates extensively in CityWest International Business Campus, with other research organisations, both close the Institute. Synergy Global provides an Department of Applied Science nationally and internationally. attractive location for businesses emerging from Department of Computing the Synergy Centre.

3 Technological Universities Quality Framework: Principles of Internal Quality Assurance and Enhancement for Technological Universities in 8 Ireland (IOTI, 2014). 9 4 Standards and Guidelines for Quality Assurance in the European Higher Education Area (ESG, 2015). Institute of Technology Tallaght Strategic Plan 2016 – 2019

4% 4% SinceDublin the 24 Tallaghtlast Strategic Plan, the number of This figure shows 31% of students fall within the 1.8 9%STUDENT DEMOGRAPHIC Dublin 22 Clondalkin 26% international (non-EU) students has increased. ‘other’ category. These students come from more Figure 1.3 provides a breakdown of new student Dublin 12 Walkinstown TheDublin Institute 10 Ballyfermot has collaboration agreements with than 50 various countries in Asia, Africa, South registrations2% (full-time) in 2015/16. The strong UniversitiesDublin 16 Firhouse, and Institutes Templeogue, in Te reChina,nure Vietnam, America and the Russian Federation. Cultural 5%regional focus and impact of IT Tallaght is Dublin 14 Clonskeagh/Rathfarnham theDublin US and8 Inchi Canada,core as well as Europe (under understanding and exchange is cemented reflected in the 92% of students coming from theDublin Erasmus 20 Palmerstow programme).n The percentage of through the core curriculum as well as through within the Greater Dublin Region (which Dublin 6, 6W Terenure international students is planned to increase in the many clubs, societies, extra-curricular and includes Counties Kildare, Meath and Wicklow). County Dublin theOther coming Dublin years. volunteering activities that support the building 10%Of these, 76% come from the Dublin Region,8% Co Wicklow of relationships and mutual understanding with the majority of students coming from the Co Meath 1.9 CULTURAL DIVERSITY among students. immediate catchment area of South Dublin Co Kildare 7% Other National County.9% A high percentage of students come With seventy-five different nationalities International The cultural diversity that exists within from Dublin 24 (26%), Dublin 12 (8%),3% Dublin represented, the Institute provides a rich multi- 3% 6% the Institute is a resource for learning and 16 (10%) and from2% 2% Kildare3% (9%). cultural educational environment in which to for personal development. Learners from study. Seventy-five per cent of students are different cultures, religions, ethnic, linguistic Figure 1.3 Student Demographic 2015/16 Irish; the remaining 25% come from 75 countries and geographical backgrounds, bring together across the globe. Figure 1.4 below provides 4% region-specific challenges, cultures, technologies, 4% an overview of students studying at IT Tallaght economic perspectives and worldviews. This in 2015/16 whose country of origin is outside 9% facilitates open and equitable sharing of 26% Ireland. knowledge, ideas and understanding across 2% Figure 1.4 Students by Country of Origin communities throughout the world. It also 5% (Outside Ireland) engenders a shared commitment to addressing the challenges faced by societies at local and

13% global levels, opening up the opportunity to 20% promote social and economic development in 10% 8% other parts of the world.

The growth in cultural diversity requires 7% 9% greater flexibility and creativity by staff in 3% 8% responding to the needs of diverse groups, as 3% 6% 2% 2% 3% represented above. This has implications for teaching, learning and assessment as well as Dublin 24 Tallaght 6% for the allocation of learning resources and Dublin 22 Clondalkin student supports. The Institute is committed Dublin 12 Walkinstown 31% Dublin 10 Ballyfermot 5% to providing the required learning supports Dublin 16 Firhouse, Templeogue, Terenure and teaching methods to meet the needs of Dublin 14 Clonskeagh/Rathfarnham 5% an increasingly diverse student population, to Dublin 8 Inchicore 4% 4% 4% Dublin 20 Palmerstown ensure that all learners receive a high quality Dublin 6, 6W Terenure Poland educational experience. It is guided in this area County Dublin Nigeria by national and international policy guidelines, Other Dublin Lithuania Co Wicklow United Kingdom including the National Strategy for Higher Co Meath Romania Education to 2030 and the European Standards and Co Kildare Latvia Guidelines for Quality Assurance in the European Other National Germany International France Higher Education Area (ESG, 2015). Other China

10 11 Institute of Technology Tallaght Strategic Plan 2016 – 2019

1.10 EDUCATIONAL PHILOSOPHY 1.11 GUIDING PRINCIPLES AND The Institute’s core principles are summarised as 1.12 THE STUDENT EXPERIENCE VALUES follows: The Institute’s educational philosophy is that The Institute’s student-centred educational learning should inspire and empower the The Institute, in carrying out its activities, is philosophy, outlined above, recognises the • Supportive – through small class groups, individual through the creation of independent guided by an underlying philosophy of service, importance of the student voice and student individual attention and a collaborative and reflective thinking driven by a healthy public responsibility and integrity. It is also representation at all levels. It is committed to learning environment, we will be supportive capacity for critical analysis, the development of imbued with a spirit of professionalism and contributing to a positive student experience that of both students and staff to achieve their knowledge, know-how, skill, competence and excellence in all areas. The values and principles acknowledges the importance to the broader needs and aspirations literacy for lifelong learning, in a vibrant and that the Institute embraces are set out below. aspects of student learning associated with inquiring learning environment. These reflect the Institute’s commitment to • Accessible – we will ensure equality, diversity participation in sport and clubs and societies, and With the student at the centre of its activities, excellence in both teaching and research; to and inclusiveness in participation in the the ‘non-academic’ elements of student life. staff aims to enrich teaching, improve learning the enhancement of the learning experience Institute’s programmes and activities At IT Tallaght we give students more than the experiences, support personalised learning of students; to the promotion of educational • Friendly - we will deal with all those with discipline-specific knowledge that will help and create new opportunities for research. opportunity and social inclusion through whom we interact in a responsive and them in their career. We provide an environment Through close, effective links between education, equality of access for all; and to the development positive manner and we will be welcoming of where our students feel welcome and supported, research and business, the Institute ensures of staff and students through a supportive all who enter the Institute where they can make friends and become part that educational programmes are designed and environment that provides opportunities for of a community, where they can develop a • Professional – we will perform with delivered to equip graduates with the knowledge development to all those who wish to realise sense of belonging and recognise the valuable professional excellence in teaching, research, and competencies to succeed in high-skill their ambitions and fulfil their potential. contribution they can make to the wider society. innovation, governance and management occupations and tomorrow’s careers. We promote a culture that supports student • Relevant – we will ensure the continued engagement at all levels. We allow student-led relevance to industry, business and society activities to flourish. Our vision is to develop of our academic programmes, research and confident and creative individuals and active and innovation. informed citizens, preparing people with purpose in life and the competencies to achieve it.

Figure 1.5 The Student Experience

Positive Relationships

Happiness & Positive Well-being Thinking

Academic Excellence

Physical Active & Health Informed Citizens

Personal & Professional Development

12 13 Institute of Technology Tallaght Strategic Plan 2016 – 2019 2

IT Tallaght’s Vision and Strategy: Strategic Pillars, Goals And Objectives 2016-19

Our Strategic Plan 2016-2019 identifies seven strategic priority pillars that reflect our vision and focus. The strategic goals under each pillar maintain continuity with the previous Strategic Plan and are simultaneously designed to ensure that the Institute meets the criteria for designation as a Technological University. For each strategic goal, a series of objectives and key performance indicators are identified to ensure that we deliver our strategy.

14 15 Positive Relationships

Happiness & Positive Well-being Thinking

Academic Excellence

Physical Active & Health Informed Citizens

Personal & Professional Institute of Technology Tallaght Development Strategic Plan 2016 – 2019

As part of our strategic planning framework, experience. Many of these metrics are also Technological University Designation: People and Culture: external benchmarks are used as reference points linked to our Performance Compact with the We aim to meet the established criteria for We will continue to enable and support our in setting targets, for example, national targets Higher Education Authority (HEA) and address designation as a Technological University with staff to achieve our strategic goals and to in relation to access and Irish Survey of Student the range of educational priorities identified by our partners and to complete the structural and drive professional excellence in education and Engagement (ISSE) metrics related to career- Government for Higher Education in Ireland. change process phases involved to deliver this research, and the student experience. readiness, employability skills and the student The seven interconnected strategic pillars are: project. This goal influences our strategy across all major areas. Figure 2.1 Strategic Pillars 2016-19 Career Focused Quality Higher Education: We will optimise the effectiveness of the teaching and learning experience for our students, maintaining our focus on career- Technological oriented programmes while also enhancing University quality assurance related to teaching, learning Designation and assessment, including the learning environment and relevant links to research and innovation. People and Internationalisation Culture Research, Innovation and Enterprise: We will strengthen the continuum of initiatives from research through innovation to enterprise development, with an emphasis on the social and economic impact of these activities for the region.

STRATEGIC Enhanced Engagement with Industry and the PILLARS Community: Campus Career-oriented We will make engagement with industry and Development Quality Higher community a central tenet of our research Education activities, academic programmes and civic engagement initiatives.

Internationalisation: We will continue to implement a range of initiatives to internationalise the curriculum, Enhanced Research, Engagement with integrate into global education networks, and Innovation and create a multicultural society that respects Industry & Enterprise Community difference and promotes diversity.

Campus Development: We will expand the campus to provide for a Sports Science, Health and Recreation building, and a designated Tourism, Hospitality and Food building. The Institute also aspires to advance along the path of becoming a ‘Health Promoting University’ and be an exemplar of environmental sustainability.

16 17

STRATEGIC PILLARS Institute of Technology Tallaght Strategic Plan 2016 – 2019

PILLAR 1: PILLAR 2: Technological University Designation Career Focused Quality Higher Education

Technological Universities are already an • A focus on enterprise focused courses of The three strategic goals identified under this • Enhance and develop our portfolio of established feature of many other higher study and industry-focused research and pillar are as follows: programmes and their composition in education systems, particularly in Europe. The innovation that is directly relevant and line with designation as a Technological National Strategy for Higher Education to contributes to the economic, social and 2.1 Programme Design and Delivery University, with specific targets for provision 2030 (2011, p.105) identifies the distinguishing cultural development of the university’s at levels 6 to 10 of the National Framework The Institute will maintain and develop a characteristics of Technological Universities and region of Qualifications (NFQ) relevant programme offering in line with the is insistent that there should be a differentiation • A commitment to work closely with industry, Institutes mission and future designation as • Promote the number of blended/distance/in- between the existing Irish universities and new enterprise, community, and other HEIs in a Technological University. We will ensure company programmes to advance the region technological universities. the region to support national objectives for that the programme offering will continue to and the national objectives in relation to higher education as they relate, for example, have a South Dublin regional focus and be lifelong learning and workforce development The main distinguishing characteristics of a to the provision of increased access, transfer designed to create career ready graduates for the Technological University (as envisioned in the • Engage with industry, enterprise, community and progression opportunities for learners, region and beyond. Career focused skills and Irish context) are: and professional bodies in programme design the promotion of co-ordinated academic industry relevance will be further embedded in and delivery to ensure that programmes • An emphasis on practice-based learning, with planning at regional level, and enhanced programme design and delivery. Programmes are aligned effectively to the regional and programmes of study closely related to labour institutional cooperation and collaboration will be delivered to the highest national national needs of the labour market and market skills needs and incorporating work- to leverage the strengths of individual standards of teaching and will support high society, and facilitating work placements as based learning/internships/work placement institutions and improve the performance of student achievement and the development of appropriate as appropriate the system as a whole. an independent learner. A culture of continuous quality improvement will be promoted across • Partner with the Dublin Regional Skills • A strategic commitment to the provision of In order to realise our ambition to achieve a programme development and teaching, learning Forum, Education and Training Boards (ETBs) career-focused and practice-led programmes Technological University for the region, we will: and assessment activities. IT Tallaght graduates in the region, and the Expert Group on of education at levels 6 to 10 on the National will be recognised not only for the quality of Future Skills Needs (EGFSN), to promote Framework of Qualifications, ranging from • Engage with ITB and DIT in managing the their academic qualification but also for the co-ordinated academic planning within the Higher Certificate to Doctoral Level, and transition to a Technological University career enabling nature of their education; they Dublin/Leinster Pillar 11 region including new apprenticeship programmes • Ensure the Institute aligns with the functions will be innovative, independent learners, and • Incorporate and develop inter-disciplinary/ • A priority placed on the employability of of a Technological University, with particular possess a set of transferable skills. They will multidisciplinary programmes to prepare graduates and on the development of generic regard to the needs of the region in which it is be recognised by, and sought after to fulfil the graduates for complex professional roles in work-related competencies located needs of regional business, industry, the wider a changing technological world in order to • Implement actions to ensure achievement of economy and society. The strategic objectives meet enterprise requirements and market the eligibility criteria for TU designation. under this goal are to: needs

18 19 Institute of Technology Tallaght Strategic Plan 2016 – 2019

2.2 Excellence in Teaching, Learning and the foster employability skills, entrepreneurship, • Provide opportunities for increased • Increase the number of learners participating Quality of the Student Experience creativity, independent and lifelong learning, participation by entrants from socio-economic in flexible programmes/modes of delivery and civic engagement, social responsibility and a groups that have low participation in higher promote a culture of lifelong learning among We will promote excellence in teaching, global perspective/competencies education graduates with opportunities for up-skilling learning and assessment, and support the and re-skilling development of graduates who are innovative • Maintain and update the IT infrastructure and • Continue to support participation by first- and entrepreneurial, with core skills in their embrace digital technologies in services and time mature student entrants and advanced • Increase the number of entrants from Further chosen field of study. Students at IT Tallaght will in teaching, learning and assessment entry students Education (FE) colleges, Education and Training Boards (ETBs) and other entrants experience a dynamic, personalised, student- • Invest in capital equipment - technology and • Support increased participation by students with FETAC awards centric learning environment, in which they scientific instrumentation - that is compatible with disabilities are encouraged to learn effectively and develop with modern IT architectures and suitable personal initiative and life skills to support their for preparing students for employment in holistic development and achieve their ambitions modern industrial settings and full potential. Graduates will be highly skilled in their chosen field with disciplinary and • Invest in teaching facilities professional knowledge. They will be effective • Promote a culture and institutional conditions communicators, leaders and team players. to support student engagement, developing Through a practice-based curriculum, we will both formal and informal mechanisms to promote the development of generic skills across support a collaborative approach in which all disciplines, including active civic engagement students are trusted partners in the education and social responsibility, entrepreneurial process competencies and the ability to apply creative • Enhance the first year experience and support ideas/innovations to address complex social student success and retention through a problems. Strategic objectives under this goal series of designated actions implemented are to: across all disciplines

• Continue staff development in Teaching, 2.3 Participation, Access and Lifelong Learning and Assessment.5 Following Learning national and European Standards and Guidelines for Quality Assurance in the The Institute prides itself on being an open European Higher Education Area (ESG, 2015), and accessible organisation and will enhance this will also take account of the needs of an participation in higher education by students from increasingly diverse student population and its region, ensuring they achieve their potential. improve the digital skills and literacy of staff In pursuing this objective, the Institute will widen participation for those students from backgrounds • Continue staff development in the traditionally under-represented in higher Professional Service domains to support education. It will meet its targets in support of the excellence in student services provision HEA National Plan for Equity of Access to Higher • Increase awareness and adoption of universal Education 2015-19 through a range of supports design principles in Teaching and Learning and activities for learners including pre-entry • Ensure that the desired graduate attributes activities, alternative entry mechanisms and post- are developed through the inclusion in the entry supports. The strategic objectives identified curriculum of components to promote and under this goal are to:

5 This will be in line with the new National Professional Development Framework for all Staff who Teach in Irish Higher Education. The 20 framework was developed by the National Forum for the Enhancement of Teaching and Learning. See http://www.teachingandlearning.ie/ 21 Institute of Technology Tallaght Strategic Plan 2016 – 2019

• Grow and consolidate the activities of the • Provide continued support for previous PILLAR 3: existing research centres and groups through participants who have developed start-up collaboration with our TU4Dublin partners companies through provision of mentoring, Research, Innovation and Enterprise and other organizations at regional, national incubation space, hot desk facilities, executive and international level training, seminars and workshops • Where appropriate, seek to integrate and • Increase the number of R&D contracts, align research activities with the proposed collaborative projects, innovation vouchers, structures and research pillars identified innovation partnerships and license for the TU4Dublin. The key research pillars agreements are: Environment, Energy and Health; • Provide technology solutions and support to Information, Communications and Media; SME’s through participation in the Enterprise New Materials and Devices; and Society, Ireland Technology Gateway’s Network6. Culture and Enterprise MiCRA is the IT Tallaght Technology Gateway • Grow and sustain research collaborations providing access to research capability and The three strategic goals identified under this • Provide alternate avenues for people in with local enterprises, South Dublin County technology solutions for regional and national pillar are: work to access Level 9 and 10 qualifications Council and other key regional and national enterprises through work based research activity stakeholders to undertake research with 3.1 Core Research Capacity • Support the promotion of entrepreneurship • Increase the percentage of full-time academic direct social and economic impacts at undergraduate and post-graduate level The recommendations of the National Strategy staff that hold a PhD qualification or through student enterprise competitions and for Higher Education to 2030 in relation to equivalent 3.3 Innovation and Entrepreneurship student enterprise development programmes, research include greater prioritisation of research • Promote the dissemination of staff research IT Tallaght will strengthen its position as a hub including a summer programme activities, enhanced support for the career and publications for the advancement of commercial innovation development of researchers, increased doctoral • Facilitate company internships with start-up within the region. We will collaborate with graduate output underpinned by a consistent companies and SMEs 3.2 Institute Research Centres and Groups research funding partners and other institutions quality PhD framework and embedding to maintain and develop a comprehensive knowledge transfer into institutional activities. Our second goal under this pillar is to strengthen enterprise development support framework for Informed by the recommendations of national existing Research Centres and groups. We industry. This will include incubation facilities, strategy and in the context of progression will continue to build and strengthen our provision of equipment/lab facilities and towards the achievement of Technological research in identified priority areas, including innovation management services. We will exploit University designation, the Institute will Applied Sciences and Health (pharmaceuticals our research expertise and capabilities to progress prioritise the following research related actions. analysis, micro-sensors for clinical and other commercial innovation in partnership with We will: analyses, and microbial host interactions), Engineering (bio-mechanical engineering and industry and other Higher Education Institutions. We will also provide design, development • Develop and support a culture of active RF technology), Computing, Humanities and and validation services, within our areas of research and engagement across all Schools Social Science, including Business. The Institute expertise, to those engaged in applied research and Departments, including the development will seek to further develop the strength and and innovation regionally and nationally. The of staff expertise, provision and maintenance depth of its research capacity via national and strategic objectives identified are to: of research space and equipment, including inter-institutional research collaborations and the granting of competitive seed funding to exploiting pertinent funding mechanisms as they • Increase the number of entrepreneurs stimulate research activity arise. We will also continue to source research funding from national and European agencies or supported through the New Frontiers • Increase the number of research students at schemes and develop international partnerships Programme Masters and PhD level to raise the status and profile of research. Strategic objectives under this goal are to:

6 Enterprise Ireland in partnership with the Institutes of Technology has established a nationwide network of 15 Technology Gateways to provide 22 supports for SMEs. Link: https://www.enterprise-ireland.com/en/Research-Innovation/Companies/Collaborate-with-companies-research- 23 institutes/Technology-Gateway-Programme.html Institute of Technology Tallaght Strategic Plan 2016 – 2019

PILLAR 4: PILLAR 5: Enhanced Engagement With Enterprise Internationalisation and The Community

A strategic priority and vital component of 4.2 Promote Civic Engagement Internationalisation involves a commitment to 5.1 Internationalise the Campus the current Strategic Plan is to enhance our integrate an international/inter-cultural and/ We are committed to developing a diverse The first goal is to internationalise the campus. engagement with enterprise and community. or global dimension into the goals, functions, range of civic engagement initiatives to At present the Institute has strong international Two strategic goals are identified under this teaching and learning, research, services, support participation in social and economic links within Europe and collaborates with a pillar: informal curriculum and the overall delivery of development. This helps students to understand number of Universities and Institutes outside education within a higher education institution. and value their unique contribution and role of Europe, including China, Vietnam and 4.1 Increase Engagement with Industry Internationalisation thereby supports and in society. We have introduced a Special Canada. This provides a rich cultural educational enables a higher education institution to The National Employers Survey 2015 and the Purpose Award in Volunteering (15 credits) environment for students. Three strategic respond more effectively to its environment Roadmap for Employment-Academic Partnerships and an elective module in Active Citizenship objectives identified under this goal are to: which is increasingly changing and adapting to (REAP)7 highlight the benefits of work-based (5 credits). IT Tallaght students and graduates international imperatives. learning experiences including work placements, will be encouraged and supported to engage • Increase the number of international EU and internships, industry projects, secondment with a variety of stakeholders across various non-EU students as a percentage of full-time Preparing students for a life of global citizenship, of staff, and industry input into curriculum public, private and voluntary sector agencies, to enrolments in line with the scale and mission with opportunities to work, study and conduct development and assessment. These initiatives drive progress and transformative change. The of the Institute research abroad, is an important part of our help bridge the gap between education strategic objectives identified are to: strategy. Ego mundi civis esse cupio (I desire to • Develop an internationalisation strategy in and employment, supporting the transition be a citizen of the world), said Erasmus, the conjunction with our TU partners and to employment for learners. The strategic • Increase the number of real-world projects, most eminent Humanist scholar of his time. It objectives identified under this heading are to: including social, artistic, cultural, and • Market Institute programmes internationally is through embracing this concept of global scientific events/activities/projects organized citizenship that we will create an outstanding • Increase the number of programmes with for and in conjunction with the local 5.2 Promote International Student and Staff learner experience and enhance international a work placement/ internship/ industry community/partners Exchanges education and research. project element and/or Professional Body • Promote IT Tallaght Awards for Volunteering/ The second goal is to promote international recognition/collaboration in programme student and staff exchanges and collaborations. Active citizenship Three strategic goals are identified to advance accreditation This will help nurture an international culture the role and core activities of the Institute among both staff and students. Our strategic • Increase the number of research projects and the region in the context of increased objectives in relation to this goal are to: and theses undertaken in co-operation with globalisation. organisations (industry, public, non-profit organisations) in the region • Provide opportunities for staff to engage in relevant work experience, teaching and learning opportunities and research activity outside the State and to establish collaborative relationships globally to further this objective 7 REAP is a collaborative project funded by the HEA (Higher Education Authority), involving a number of Higher Education institutions in 24 Ireland aimed at developing systems and structures which support good practice in engagement interactions between higher education and 25 enterprise, primarily through the inclusion of a work-based learning experience within the undergraduate education process. Institute of Technology Tallaght Strategic Plan 2016 – 2019

• Increase the number of outward visits by students, providing opportunities for and PILLAR 6: encouraging them to study or undertake a work placement or research project in another Campus Development country • Support the use of digital technologies to bridge distances and support international collaboration in education provision • Underpin our international education provision with quality assurance systems aligned with QQI Policy for Collaborative Programmes, Transnational Programmes and Joint Awards.8 During this period, we will develop our existing 6.2 Promote Environmental Sustainability 5.3 Increase the International Dimension of campus to support growth in the student The strategic objective under this goal is to: our Programmes population and to create an attractive and The third goal is to internationalise the supportive learning environment to support • Promote an environmentally friendly campus, curriculum across all disciplines and levels (NFQ teaching, research and innovation activities. The including implementation of a range of green Level 6 to Level 10). Our strategic objectives are tree strategic goals identified under this pillar are and sustainable strategies and initiatives to ensure that: to: 6.3 A Health Promoting Institute • Each programme will engage students with 6.1 Develop the Existing Campus We aim to support all dimensions of health and an internationally informed curriculum that The strategic objectives to be implemented wellbeing i.e. physical, mental, sexual, social and improves understanding of other economies, under this goal are to: spiritual health. In order to support this goal, cultures and societies. This can be done by the three strategic objectives are to: incorporating a module/component with an • Complete the design and planning processes international focus and/or a language and/or to support extending the campus to provide • Incorporate health awareness as an integrated an international visit/work placement. for a Sports Science, Health and Recreation component of the curriculum, ensuring • The curriculum will support employment building; a designated Tourism, Hospitality that students have access to a basic health/ in a global context and prepare graduates and Food building with generic teaching personal development module or part module for employment in companies that trade space; as well as relocation capacity for the as part of induction in first year Institute’s Technical Development Centre internationally. • Develop a healthy physical and social and Icon Court office space. The delivery of environment for working and learning by the Sports Science, Health and Recreation e.g. providing healthy eating/healthy food building, with additional sports pitches, is an options, access to sports facilities, and immediate priority promotion of a caring ethos or atmosphere on • In conjunction with our TU partners, campus a plan will be developed for Student • Develop proactive strategies to engage with Accommodation on campus. Together, these the wider community in relation to health initiatives will support the development of an and identify ways in which the Institute can integrated education campus. make a contribution to community health.

8 See 26 http://www.qqi.ie/Publications/Policy%20for%20Collaborative%20Programmes%20Transnational%20Programmes%20and%20Joint%20Awards.pdf 27 Institute of Technology Tallaght Strategic Plan 2016 – 2019

PILLAR 7: 3 People and Culture Strategy Implementation

In order to strengthen our capacity to achieve our goals we have adopted a strategic planning framework which is described in the diagram below (Figure 3.1). Our starting point is our Strategic Plan which sets out our priority strategic pillars. Each strategic pillar has a number of strategic To deliver on our strategy and build goals, each with a set of strategic objectives. Based on these objectives, organisational capability, the Institute will key performance indicators (KPIs) are identified in our operational plan enable and support staff to achieve our strategic that best measure performance and progress towards realising the stated goals. We aim to raise the quality of the services objectives. that we provide and to drive professional excellence in education, research and the student Figure 3.1 IT Tallaght Strategic Planning Framework experience. The strategic goals under this pillar are to:

• Provide staff training and development opportunities to support the evolving change Strategic Goals and development needs of our people • Foster a team ethos where staff across all Strategic Strategic departments and administrative areas work Pillars Objectives together in the context of transformation to a Technological University Strategic Planning • Align all staff training and development to Framework institutional needs, prioritising role-related training and professional development to Reporting and Key Performance support the achievement of the strategic goals Review of KPIs Actions of the Institute

• Ensure good internal communications Key Performance throughout the organisation, with Indicators (KPIs) opportunities for interactive dialogue to inform and promote effective, transparent and participative decision-making • Ensure equality of opportunity , diversity and inclusion is considered and incorporated into all decision making, processes and structures

28 29 Institute of Technology Tallaght

Over the life of this Strategic Plan, these KPIs effort and resources into its development will be periodically measured and reported by and is committed to building a new type of Senior Management to the Governing Body university to serve the future generations of of the Institute and to the HEA in the context Dublin and Ireland. This plan is intended to of the Higher Education Systems Performance take the TU4Dublin partners through the next Framework. This process will help identify stage of the journey to Technological University progress against stated goals. Strategic Planning designation. The Institute, along with our also occurs within a dynamic environment partners, will work together to cohesively and policy framework. Consequently, our achieve the criteria set down in legislation for Strategic Plan may need to be updated to technological universities; to develop a new type reflect changes in the environment that impact of university as articulated through the TU4D on the achievement of our stated goals. Our strategic intent9; and, to realise the Alliance’s monitoring and review process will ensure that primary goal of becoming a Technological we adjust to such changing circumstances and University for the Greater Dublin region. maintain progress in the achievement of our goals.

3.1 CONCLUSION IT Tallaght has developed a clear and focused strategy for the development of the Institute over the next three years. We have in place an implementation plan that will enable us to realise our objectives. This plan will lead us towards Technological University designation and a combined Strategic Plan for the period 2019-2021.

Our staff, students and alumni have already created a legacy of success and achievement. We will build on this legacy and support and empower our staff to achieve the stated goals that will shape our future in the coming years. We recognise that strategic achievement is delivered through our staff, our stakeholders and our students.

While we plan to make progress across seven defined pillars, the most defining achievement of the current Strategic Plan will be the successful achievement of Technological University status. The TU4Dublin will be one of the most exciting and important landmarks in Irish higher education in decades. The TU4Dublin Alliance has invested substantial time, thinking,

9 See http://www.tu4dublin.ie 30