Subprov actionplan

Towards 2016: ACTION PLAN TEMPLATE – HEA Sector
Guidelines For Completion Of The Action Plan Template For Submission To The Performance Verification Group

1. The attached template should be used to supply specific details of:

A. Priority measures or initiatives developed and agreed through the institution’s partnership process in the context of the requirements of Towards 2016
B. Achievements recorded since the submission of the final Progress Report under Sustaining Progress.

2. The Action Plan should clearly reflect the relevant priority objectives of the institution as set out in the Business Plan.
3. Information supplied should be unambiguous and succinct with a clear emphasis on deliverables.
4. Specific measures & initiatives should clearly describe targets, outputs or outcomes to be achieved during the timeframe of the Pay Agreement and
should be capable of being measured and exemplified.
5. An explicit and specific Action Plan is less likely to be queried or delayed.
6. The Action Plan may be modified during the course of the Agreement to reflect significant change initiatives agreed through the partnership process.
7. The template is in MS Word format. Please note that the space available for each field in the table is not fixed and will expand in proportion to the entry
of text. Additional rows may be added if required but otherwise no other adjustment or alteration to the table layout or format should be made. Please
contact the Secretariat if assistance is required – details below.
8. The document when completed should be digitally signed and dated by the head of the institution and transmitted electronically by e-mail to
educ_pvg@education.gov.ie for ease of distribution to the members of the Performance Verification Group. The latest date for submission is

Friday 13th October 2006.
9. A hardcopy of the completed document, signed by the head of the institution, should be retained by the institution for reference purposes.

Secretariat
Education Sector Performance Verification Group
Tel. 01 8892082
Fax 01 8896560
E-mail: educ_pvg@education.gov.ie


Towards 2016 – Agreed Action Plan

Institution DUBLIN CITY UNIVERSITY

Chairman,
Education Sector Performance Verification Group

I certify that the following Action Plan has been agreed through a partnership process representative of the stakeholders in the institution. I also
confirm that the parties have agreed to co-operate with the provisions of Chapter VIII, Section 27 of the Agreement in relation to modernisation,
flexibility, stable industrial relations and the continued development of partnership in the workplace. The parties accept that payment of each of
the increases provided for in the Agreement is dependent on verification that the conditions for payment have been met. I also confirm that I have
assessed and verified the extent of progress and co-operation with ongoing modernisation and flexibility which has been achieved in respect of
each grade in the institution since the submission of the final Progress Report under Sustaining Progress. The basis of this assessment is set out
below in the initial Progress Report appended to this document.

Signed by Head of Institution:
(Ferdinand Von Prondzynski)

Date:


Specific Priority Measures/Initiatives For Each Commitment To Be Achieved During The Timeframe Of The
‘Towards 2016’ Pay Agreement
Paragraph &
Page Reference No. Details of Specific Measures/Initiatives in order of priority What improvements will these achieve?

Focus on key deliverables & indicate what each will mean in terms of better service delivery
28.5, 28.13 &
31.73 pages 114, Staff will co-operate with ongoing change in the University for example, the All these initiatives, schemes, reforms and
116 & 133 – introduction of new schemes, initiatives, embedding and refining of new changes will contribute to the University’s
Organisational faculty structures, introduction of modularisation phase II, other policies and ability to be flexible and responsive to the
Development & reforms and changes in the volume and nature of work, the redistribution of expectations of our key stakeholders.
Change tasks and flexibility with regard to reporting.

It is agreed that there will be full co-operation with changes whilst any
dispute concerning such changes is being processed through the relevant IR
machinery (28.13).

28.6, page 115 – There are a number of cross-disciplinary strategic themes (which came out of The development of DCU’s academic agenda
Team and Cross- the last DCU strategy, Leading Change) which underpin the University’s (through the academic themes) reflects DCU
Functional strategic academic focus. These Themes provide a framework for strengths, national priorities and DCU’s
Working continuous cross-disciplinary collaboration, for investment in strategic understanding of future needs and
initiatives, and for developing strategic external partnerships. opportunities. The Academic Themes will
drive the University’s change agenda in terms
of cross-university and the interdisciplinary
development of DCU’.
Staff will continue to co-operate with cross-functional workgroups and teams As above
to deliver on the University’s Strategic Objectives.

Staff will continue to cooperate with cross functional workgroups /teams
through the partnership process to deliver on commitments contained within
the Agreed Action Plan and in the University’s Strategic Plan – Leadership
through Foresight.

28.7, 28.8 & Staff will continue to co-operate with the introduction and utilisation of new The University’s strategic plan states that the
31.70, pages 115 technology which may necessitate change in work practices. ‘innovative application of ICT will be used as a
& 132 – New catalyst for change that will contribute greatly
Technology to the success and uniqueness of DCU.’ ICT’s
primary role within the University is to provide
services to Faculties, Schools and Units to help
them deliver on their objectives particularly in
relation to the delivery of service to students.
Extend Self Service Options to Students by providing alternative payment This will improve service to students by
methods for students including on-line payment of fees together with on-line providing on-line access (anytime and
registration, provide SMS text messaging to communicate with Students. anywhere) for registration and payment of fees.
The Smartcard will help improve the
The University is committed to implementing a Campus Smartcard for both effectiveness and efficiency of service delivery
staff and students. by developing a ‘cashless society’ on campus.

The University plans to provide access to facilities and data for students from Improvement in service delivery to students by
anywhere at anytime (Web based provision) giving the student access to important
information anytime and anywhere.
Staff will continue to co-operate with the implementation and further This will significantly improve service delivery
development of the new financial management system for the University for both staff and students by improving the
efficiency and effectiveness of the financial
processing and decision-making in the
University.
Staff will co-operate with the design and implementation of e-government Ensuring that existing, combined and new
projects. services continue to be provided on an on-going
basis in an effective and efficient way.
The University plans, to design, implement and launch a Student Learning To promote collaboration between students and
Café promote a different approach to student
learning.
The University plans to provide on line access for students to course Overall improvement of service delivery to
materials, assessments and tutorials on line. students.

The University plans to redesign DCU Website Further enhance accessibility of information to
students, staff and prospective clients of the
University.
28.9, page 115 – Staff will co-operate with arrangements with the employment of temporary This will achieve a level of consistency and
Service Delivery staff, contracting, outsourcing of work in order to respond to temporary continuity of services to students and other key
Options pressures or peaks or to avoid excessive delays. (28.9) stakeholders.
The University will endeavour to ensure optimum service delivery to students This will further enhance accessibility of
in terms of accessing information outside traditional hours of work. information and services to students and all
other key stakeholders. .

28.10, page 116 – Staff will continue to co-operate with new initiatives that may arise in relation Overall contributing to a more cost effective
Shared Services to the sharing of services. and efficient service to key stakeholders.

28.12, page 116 – Staff will continue to co-operate with redeployment arrangements in response As above.
Staff to new priorities or urgent work demands.
Redeployment

28.11 & 31.71, Services may be provided outside traditional working hours through As above
pages 116 & 132 voluntary arrangements, flexible or the recruitment of staff on the basis of
– Attendance part-time working or atypical working patterns.
Patterns

31.72, page 133 – Staff will cooperate with initiatives arising from quality assurance including The Quality Assurance agenda ensures the
Quality assessment by those, including students, availing of the teaching, research and implementation of a continuous improvement
Assurance other services provided by higher educational institutions. programme across DCU.
Initiatives
Staff will co-operate with the introduction of Faculty Reviews and university Following recommendations from the EUA
wide thematic reviews and a survey of quality mechanism and procedures. review panel, the reviews will enhance the work
of the recently introduced devolved faculty
structures.

The survey will highlight possible areas of
synergies between the various quality
mechanisms and thus effectiveness of quality
assessment and improvement measures.

.

31.74, page 133 –
Performance Staff will continue to co-operate with the PMDS which was launched in June The aim of the Performance Management &
Management 2005. The scheme will be further developed as required following review Development Scheme is to improve
and evaluation. performance through development. In addition
to this, PMDS will help drive the personal/
career development of staff which will enhance
the overall professional and responsive service
to students and other key stakeholders.

The University will continue roll-out of Reviewer & Reviewee Training and The success of the scheme will be dependent
extend to Research Centres upon all staff receiving Reviewer and or
Reviewee Training as appropriate.
The University will investigate introduction of interactive Review / Reviewee As above
Training programme as part of a Refresher Training Course

31.75, page 133 – The University will conduct a Research Assessment Programme The assessment programme will facilitate DCU
Research in documenting excellence in its research and
Initiatives identify areas where further development is
needed.
The University is committed to increasing the number of recognised world In striving for world-class excellence, DCU
experts in DCU’s priority working areas must be able to draw on a critical mass of
recognised leading experts to lead projects.
The University must therefore increase the
number of world experts working in. DCU.
Staff will continue to support, promote and co-operate with high-level quality As above.
research initiatives.

31.76, page 133 - Staff will continue to co-operate with the implementation of initiatives arising Through the University’s strategic planning
Initiatives arising from the strategic planning process. process, the University’s aims to be ‘a
from the Strategic distinctive agent of radical innovation, within a
Planning process culture of world class excellence in higher
education and scholarship’. This will be
achieved through a collaborative approach in
the spirit of partnership.

Staff will co-operate with the development of DCU’s fourth level; The development of DCU’s fourth level agenda
will strengthen DCU’s scholarship and
- Establish a School of Graduate Studies contribute to the University’s determination to
- Appoint a Dean of Graduate Studies remain internationally competitive
- Develop Industrial PhD internship programme for students
- Increase postgraduate research student numbers by 20%

Develop distinguished visitors programme and support high profile These developments will promote DCU as the
conferences and workshops on campus. University of choice for both staff and students.

Towards 2016 – Initial Progress Report

Stable Industrial Relations Climate (Section 27) Have the parties complied with the terms Implementation Difficulties /
of the Agreement? Outstanding Issues
This Agreement:
• Provides that no cost-increasing claims by trade unions or employees Yes
for improvements in pay or conditions of employment, other than
those provided for in sections 27.17 and 27.20, will be made or
processed during the currency of the Agreement;
• Commits employers, trade unions and employees to promoting
industrial harmony; and
• Precludes strikes or other forms of industrial action by trade unions,
employees or employers in respect of any matters covered by this
Agreement, where the employer or trade union concerned is acting in
accordance with the provisions of this Agreement.

Over the term of the Agreement, the parties will fully utilise the dispute
resolution machinery of the state in the following instances: Yes

• Where the parties cannot reach agreement at local level on matters
covered by the agreement
• Where a dispute arises as to what constitutes a breach of the Agreement
and
• Where there is disagreement as to what constitutes ongoing change

The parties will comply with the terms of the Agreement.

Modernisation and Flexibility (Section 27) Have the parties complied with the terms Implementation Difficulties /

A flexible approach to working practices by individual public servants, Yes
management and unions is necessary to satisfy the increasing demand
for improvements in the provision of public services. This flexibility
involves the removal of unnecessary demarcations, the adoption of
more modern approaches to work and the promotion of innovative
ways of meeting the demand for services. It is also necessary that
managers have the flexibility to adapt procedures to respond to
particular pressures, which may vary from sector to sector, and to
ensure that work methods are suited to the efficient delivery of
services.

Flexibility of working is a key requirement in the achievement of Yes
greater efficiency and effectiveness in the public service. In light of
the importance of this issue, the parties to this Agreement will co-
operate with normal on-going change and the flexibility and
modernisation provided for in Sections 28 to 32.

Partnership Have the parties complied with the terms Implementation Difficulties /
Yes
The parties to the Agreement recommit themselves to developing the
partnership process at the workplace in accordance with commitments
under previous national agreements. It is intended that the National
Centre for Partnership and Performance will play a key role in
supporting this process.

Modernisation / Change
Category, e.g. Service
Delivery, HR,
Details Of Achievements Since The Submission Of The Final Progress Report Under Sustaining Progress
Performance
Management, Financial Focus on key deliverables & indicate what each has meant in terms of better service delivery
Management, New
Schemes, Initiatives,
Technology etc.
Strategic Planning Process
‘ Leadership Through Foresight’, the University’s Strategic plan was launched by the Taoiseach, Bertie Ahern on 5th December
2005.

Since the submission of the last Progress Report ‘Leadership Roadshows’ were held from May – September 2006 to communicate
and discuss with staff the main objectives (and progress to date) of the University’s Strategic Plan. Implementation of the Strategic
Plan is underway with significant progress in the areas of Research and Learning Innovation.

As part of the University’ strategy to develop DCU’s to develop its capacity, the Office of the Vice-President for Research (OVPR)
has launched two funding initiatives to support this high level objective;

- DCU Conference Support Programme will strengthen the presence of the University’s research and scholarship in the academic
world and are important vehicles in the development of the research agenda of the University. This Programme will provide staff
with designated funds and additional infrastructural supports to facilitate the hosting of conferences at DCU. The Conference
Support Programme will promote interdisciplinary research and strengthen the presence of DCU nationally and internationally.

- DCU International Visitors Programme is designed to assist in creating and building international collaborations to enhance
DCU’s research activities. The programme will support the costs of bringing individuals to DCU who have achieved a high level
of distinction in their field and whose presence on the DCU campus will have a significant impact. The programme will be used
to facilitate new collaborations, rather than supporting established collaborations.

-The DCU Online Research Support System has been upgraded with further enhancements being added.

- Small Group Teaching Models – as part of the implementation of the Learning Innovation Strategic Plan, in particular addressing
issues of improving the first year experience, the LIU will provide funding for innovative teaching approaches. Small Group
Teaching enables innovation, interaction and increased participation by students by providing alternatives to the ‘traditional didactic
lecture.

Performance Management

Since the final report was submitted there has been further training for staff and at this stage in excess of 80% of staff have now
received either Reviewer or Reviewee Training.

• The implementation and mainstreaming of PMDS into DCU is well under way.

Management Information System Approval for the resource and budget allocation for the final (implementation) stage of the
project has been secured. This resulted in the award of the tender to the selected system provider and the recent formal launch in
September 2006 of the implementation stage of the project. The project team has begun data cleansing and testing exercises that
will precede the roll out of the new system.

The overall aim of this project is to arrive at an Integrated HR system with local end user controlled access. A new HR MIS system
will incorporate workflow management and self-service, which will facilitate the devolution of processes. This will result in better
process control and improved efficiencies. The new system will also result in the following high level goals being achieved;-
• Promotion of Transparency and Sharing of Appropriate Information
• Empowering Managers with Analysis and Reporting Tools
• Empowering Employees with Self Service Access to Systems
• Monitoring of Policy Information

New Technology
There has been a significant improvement in providing access to information/ delivery of service to both staff and students through
the use of ICT. In addition to what was previously outlined in the final Progress Report under Sustaining Progress, further
progress has been achieved as follows:

- most significantly, the Computer Services Department through consultation with key stakeholders on campus has completed
a new 3 year plan which is due to go the University Executive for final approval at the end of September.
- a pilot scheme for ‘on-line registration for continuing students’ took place. The pilot was successful and it is now
anticipated that all students will register in this way from next year
- a pilot of a new swipe attendance system commenced in the School of Nursing. This system has been developed as a
means of identifying students who are having difficulties and not attending lectures. The systems will act as an early
warning systems to enable the University to put support mechanisms in place to help the students complete the course
- extension of anonymous marking systems for students
- signing of a contract to put in place a Storage Area Network (SAN) which will lead to increased storage space, file storage
and email storage for staff and students
- the integrated financial management system (AGRESSO Financials) has been fully implemented across the University. The
introduction of this system has significantly improved service delivery for both staff and students by improving the
efficiency and effectiveness of the financial processing and decision-making in the University.

Research Development Programme

The Researcher Development Programme was launched in September 2005 to support the career and professional development of
Researchers in DCU.

This innovative programme aims to provide skills based training to enable researchers to grow both personally and professionally.
This programme is unique within the higher education sector and was developed by the Training & Development section of the HR
Department in conjunction with the Office of the Vice President for Research.

To date, a series of workshops and presentations have been run as part of the programme. This began with a two-day training event
which provided information about the research environment, the internal resources and support available to those involved in
research.

A number of pilot skills based workshops for Researchers have taken place or are scheduled to take place later n 2006. These
include Developing & Managing your Research Career, Project Management for Researchers & Understanding Finance for
Researchers.

This programme supports DCU’s research strategy by helping to provide a supportive environment for postdoctoral researchers
through the provision of training. This programme helps to further integrate the Research Community with the wider university
community and to enhance client customer relationships with Industrial Partners and choices.

Partnership
The Partnership Committee recognises that there is still significant work to be done and is looking at ways to publicise and promote
the work of the Partnership Committee in its efforts to increase interest and participation at all levels across the University. .

A call for new representation on the Committee together with a survey which is being circulated to all staff will not only help the
Committee assess where they are but also help set the agenda into the future.

Partnership is proving itself as an effective way of helping to manage change by involving all levels and categories of staff in DCU.
Through the process of partnership staff have been enabled to take a more active role in the decisions that affect them. Staff
awareness of the Partnership Forum has increased significantly as a result of the successful launch of a number of initiatives, whose
development was facilitated through various workgroups of the Partnership Forum ie.

• Performance Management & Development Scheme
• Introduction of Flexitime,
• Term time Leave
• Reward & Recognition Schemes for non-academic staff.

Quality

Following the EUA Quality Review of Irish Universities in 2005 many of the recommendations made to DCU have been
implemented in full, and reported to the HEA (via the IUQB) in two progress reports in February and June 2006. Some examples of
completed actions are:

• Alignment of quality review process and strategic development processes.
• Alignment of quality processes with Institutional Research and Analysis Office to ensure systematic and effective use of the
university’s database
• University-wide issues have been identified for review which will contribute to the ongoing development of quality at DCU.
These issues have been built into the second cycle of reviews starting form 2007-08 to 2012.
• Two reports have been prepared by the Quality Promotion Committee on Common Themes in reviews of Schools 2001-
2005 (December 2005) and reviews of administrative and support units 2001-2006 (September 2006).
• A Student Forum on Quality has been organised (October 2006) to ensure that undergraduate students are more aware of the
quality assurance process and in order to enable them to contribute to this.
• A template was supplied to all Faculties for quality related matters in the Faculties’ Strategic Planning Process.

This above list is an indication of the measures taken by the Quality Promotion Unit and the Quality Promotion Committee in order
to promote quality improvement and deals with DCU-specific recommendations, only. Recommendations made in the EUA
Sectoral Report have also been implemented and are actively promoted by the Irish Universities Association Quality Committee
(IUAQC) and the Quality Officers’ Group of Irish Universities.

Promoting Equal Opportunity
Since the last Progress Report the University has been successful in recruiting an Equality Director, which is significant in terms of
delivering upon the University’s Equality Agenda. Since the ‘Equality Review and Action Plan’ was launched by the Minister for
Justice, Equality and Law Reform, Michael McDowell in 2005, the University has been implementing the recommendations arising
from this report. With the appointment of the Equality Director the University is now confident that this will result in a renewed
enthusiasm and a more focussed approach to deliver upon the recommendations.


REPORT OF PARTNERSHIP COMMITTEE
The following is the report of the Partnership Committee following consideration of the above report from the head of the institution.

Signed by the Chairperson(s)
of the Partnership Committee:

Date:

The Partnership Forum is satisfied that the above progress report reflects the progress that has been made since the last Progress Report was submitted.

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