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Plean Straitéiseach OÉ Gaillimh 2009-2014
Bainistiú agus Eagrú na hOllscoile
Is iad seo a leanas na cúig Choláiste:
Chun na spriocanna uaillmhianacha atá leagtha amach sa phlean

Na Dána, na hEolaíochtaí Sóisialta agus an Léann Ceilteach
seo a bhaint amach beidh ar foireann uile na hOllscoile a bheith

Gnó, Beartas Poiblí agus Dlí
dílis go leanúnach don fheabhas. Caithfidh an struchtúr

Innealtóireacht agus Ionformaitic
eagraíochtúil an fhoireann uile a spreagadh chun go mbainfear

Leigheas, Altranas agus Eolaíochtaí Sláinte
straitéis chomhaontaithe na hOllscoile amach. Déantar

Eolaíocht
5
rannpháirtíocht a chothú agus a spreagadh trí thacú leis an
Táthar ag baint tairbhe cheana féin as an athstruchtúrú acadúil seo
bhfoireann na scileanna, an t-eolas agus an muinín cuí a shealbhú
ó thaobh scála de agus ó thaobh oibriú go hidirdhisciplíneach.
le hoibriú astu féin agus mar chuid den fhoireann iomlán chun
Táthar ag leanúint den chomhdhlúthú, agus tá forbairt
misean na hOllscoile a chur i gcrích agus le barr feabhais a bhaint
cinnireachta ar cheann de na tosaíochta reatha atá ann. Tá sé de
amach go pearsanta.
chuspóir ag clár GOLD (Clár Forbartha Ceannaireachta
Spriocanna-Dhírithe), ar cuireadh tús leis in 2009, a chur ar
Tá athstruchtúrú déanta ag an Ollscoil ar a struchtúr acadúil
chumas Dhéin na gColáistí, na gCeann Scoile agus ceannairí
(féach Aguisín 1). Tá cúig Choláiste, a mbeidh gach ceann díobh
acadúla eile a bheith éifeachtach agus iad ag tabhairt faoi na
á stiúradh ag Déan, curtha in áit seacht nDámh, agus is iad na
freagrachtaí nua a cuireadh orthu. Déanfar clár den sórt céanna a
Coláistí sin príomhaonaid an struchtúir acadúil, na pleanála
fhorbairt do cheannairí in áiteanna eile san Ollscoil.
acadúla agus na bainistíochta acadúla. Tá sé Scoil déag, a mbeidh
gach ceann díobh á stiúradh ag Ceann Scoile, curtha in áit cúig
Ceann de na príomhthionscnaimh is ea ualach oibre
Roinn is caoga agus is iad sin na croí-aonaid acadúla laistigh de
comhaontaithe don lucht acadúil a chur i bhfeidhm, a
na Coláistí. Rinneadh fophleananna straitéise a fhorbairt ag
chinnteoidh go mbeidh trédhearcacht agus cothroime iomlán
leibhéal Coláistí agus ag leibhéal Scoileanna.
ann agus an t-ualach oibre á roinnt laistigh de Scoileanna agus
idir Scoileanna. Tá seo tábhachtach go háirithe agus méadú ag
teacht ar an taighde atá á dhéanamh san Ollscoil agus ar líon na
n-iarchéimithe, dá réir.
Chun cur leis an athstruchtúrú atá déanta ar aonaid acadúla, agus
a bhfuil ag éirí go maith leis, agus lena chinntiú go mbeidh béim
á cur ag an institiúid ar ár bpríomhthosaíochtaí, tá athstruchtúrú
The five Colleges are:

Arts, Social Sciences and Celtic Studies

Business, Public Policy and Law

Engineering and Informatics

Medicine, Nursing and Health Sciences

Science
This academic restructuring is already beginning to deliver
benefits of scale and interdisciplinary working. Consolidation
continues, and leadership development is a current priority. Our
Goals Oriented Leadership Development (GOLD) programme,
University Management and Organisation
initiated during 2009, aims to equip Deans of Colleges, Heads of
Schools and other academic leaders to be effective in taking on
To achieve the ambitious goals set out in this plan requires a
their new devolved responsibilities. A similar programme will be
continuing commitment to excellence by all staff of the
developed for leaders elsewhere in the University.
University. The organisational structure must engage all staff in
the realisation of the University’s agreed strategy. Engagement is
A key initiative is the introduction of an agreed academic
fostered and encouraged by supporting staff to equip themselves
workload model, which will ensure complete transparency and
with the skills, knowledge and confidence to work individually
equity in the allocation and distribution of workload within and
and as part of the wider team to deliver the University’s mission
between Schools. This is particularly important as the
and to realise their own potential.
University’s research output and the associated graduate student
numbers increase.
The University has restructured its academic organisation (see
Appendix 1). Five Colleges, each managed by a Dean, have
To complement the successful restructuring of academic units
replaced seven Faculties, and are the primary units of academic
and to ensure institutional focus on our key priorities, we have
organisation, planning and management. Sixteen Schools, each
restructured our University Management Team (UMT) (see
managed by a Head, have replaced fifty-five Departments as the
Appendix 2). Key restructuring objectives include strengthening
core academic units within the Colleges. Subsidiary strategic
leadership, performance and decision-making in the University.
plans have been developed at College and School level.
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