EHS Strategy

Knowledge with Impact Faculty of Education and Health Sciences Strategy 2022 - 2025

Excellence

Culture

Sustainability

‘Eagna Chun Gnímh’ Wisdom for Action Knowledge with Impact | 1

“Tolerance and compassion are qualities of fearless people” Paulo Coelho nominated by Ann Marie Kennedy, EHS Faculty Office

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Contents Foreword................................................................................................................................... 4 Mission........................................................................................................................................ 6 Our History............................................................................................................................... 8 Through Time..................................................................................................................... 10 Values........................................................................................................................................ 12 Context..................................................................................................................................... 14 Research Focus and Structures.......................................................................... 16 Education and Health Sciences Facilities..................................................... 18 Education and Health Sciences at a glance 2021-22........................ 20 Knowledge with Impact.............................................................................................. 21 Excellence and Innovation....................................................................................... 22 Excellence and Innovation Metrics and Targets..................................... 24 Example Initiatives for Excellence and Innovation................................ 26 Culture..................................................................................................................................... 28 Culture Metrics and Targets.................................................................................. 30 Example Initiatives for Culture............................................................................... 32 Sustainability....................................................................................................................... 34 Sustainability Metrics and Targets..................................................................... 36 Example Initiatives for Sustainability................................................................ 38 Strategy at a Glance.................................................................................................... 40 From Vision to Reality.................................................................................................. 42 Sections of the UL@50 Implementation plan are referred to throughout as [UL n.n.n], e.g. [UL 5.2.2.2] Knowledge with Impact | 3

Foreword

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Knowledge with Impact | 4

On behalf of all of the staff of the Faculty of Education and Health Sciences: Prof Rachel Msetfi

Executive Dean

Mr Declan O’Brien

Faculty Manager

Mr Brian Hartigan

Finance Business Partner

Ms Karen Fanneran

HR Business Partner

Ms Nicola Kelly

Project Manager

Prof Giles Warrington

Head of Physical Education and Sports Sciences

Dr Aileen Wright

Head of Allied Health

Prof Eric Igou

Head of Psychology

Prof Deirdre McGrath

Head of Medicine

Prof Patricia Mannix-McNamara

Head of Education

Prof Pauline Meskell

Head of Nursing and Midwifery

Dr Anca Minescu

Assistant Dean International

Prof Ann MacPhail

Assistant Dean Research

Dr Siobhan Howard

Assistant Dean Academic

Prof Paul Burke

Chief Academic Officer Vice Dean Health Sciences

Prof Alan Donnelly

Director of the Health Research Institute

Our strategy describes the vision, pillars and objectives for the Faculty of Education and Health Sciences for the next three years. Importantly, we have based all of this on our shared professional values, which underpin what we aspire to, our objectives, the way we work and the values we aim to instil in our students.

We have many strengths as a Faculty, delivering exciting and innovative programmes with prize winning curricula, through which our students thrive. Our capacity and strengths in research continue to grow, such that we compare well with education, health, psychology and sports institutions globally, and make a significant contribution to the University research profile.

The University Strategy, UL@50, was launched in 2019 and refreshed in 2022, with our Sustainability Framework published shortly thereafter. Our new Faculty strategy is well aligned with the goals and ethos of the institutional strategy and frameworks.

The key tenets of the faculty strategy, the vision, mission, values, and pillars were developed by the members of the faculty management committee, with extensive consultation and input from all schools, departments and the faculty office. We received numerous helpful comments and suggestions, many of which we have integrated into the strategy, and the final draft was endorsed at an exceptional meeting for all staff of the faculty in May 2022.

The strategy document includes quotes made by or nominated by members of staff of the faculty and demonstrate all our commitment to our values and our faculty. We are very proud of the strategy we have developed and look forward to working together to deliver on this ambitious plan.

Professor Rachel Msetfi Executive Dean

Faculty of Education and Health sciences

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Mission

Our aim is to advance the wellbeing of people by graduating excellent scientists, education and healthcare professionals; through excellent teaching, research, and scholarship create and disseminate knowledge that impacts the social, educational and healthcare needs of people locally, nationally and globally.

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“I have spread my dreams under your feet; Tread softly because you tread on my dreams” From the poem “Aedh Wishes for the Cloths of Heaven” W. B. Yeats - 1865-1939 Nominated by Dr Clare E Conway (Medicine)

Knowledge with Impact | 7

Our History

The Faculty of Education and Health Sciences (EHS) is one of four UL Faculties. EHS was established in 2008, based on a solid platform of physical education & sports science and education broadly, with a view towards UL’s vision of expanding education and research activities across a broad spectrum of health-related disciplines.

Since its establishment, EHS has grown to become the university’s second-largest faculty. It comprises of three Departments - Nursing & Midwifery, Physical Education & Sport Sciences and Psychology - and three Schools - Allied Health, Medicine, and Education. Within those academic units, there has been consistent development of new academic programmes, undergraduate and taught postgraduate, with associated research endeavours, leading to significant increases in student and staff numbers.

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Implementation of the University’s strategies within EHS has been impressive. As evidenced by the expansion of undergraduate education programmes within diverse Departments and Schools, the faculty’s staff have invested considerable energy in designing new curricula while maintaining teaching standards across existing offerings and achieving ambitious research targets.

EHS has a core mission of advancing the well-being of people by graduating effective and critically reflective scientists, education and healthcare professionals and creating and disseminating knowledge through teaching, research and scholarship that impacts the social, educational, and healthcare needs of people locally, nationally, and globally.

Therefore, despite the scope of our disciplines, EHS is collectively cohesive due to shared values and interest in the education of the next generations of scholars, teachers, and healthcare professionals, while performing impactful research relevant to those same sectors.

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Through Time Launched Graduate entry medical school and psychology department Launched UL’s first ever Structured Doctorate in Education

Established New Faculty of Education and Health Sciences including academic units: • • • • • • •

Opened New purpose built medical school building

Graduate Entry Medical School Speech & Language Therapy Occupational Therapy, Physiotherapy Education & Professional Studies Nursing & Midwifery Physical Education & Sport Sciences Psychology

Commenced The Faculty wide EHS Structured PhD programme

Introduced Electronic Grading System

2012

Opened Newly restructured PESS building

2013

L E S “F 2

Appointed Founding Dean Professor Mary O’Sullivan and Founding Faculty Manager Declan O’Brien Numbers Undergraduate students Postgraduate students PhDs Staff

2,071 450 71 133

2011 2010 2014

2007

2008

Launched EHS research strategy statement 2008 to 2013 Converted All programmes to ECT system

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2009

Welcomed Over 10,000 students from 184 Schools to both October Open Days

Combined Physiotherapy, Occupational Therapy and Speech & Language Therapy to form the Department of Clinical Therapies

2015

Appointed Professor Alison Perry as Second Dean of EHS

Delivered Online teaching, research and remote working in line with Covid public health restrictions Supported Covid effort via EHS students and staff volunteering work in health and school settings

Relaunched Department of Clinical Therapies as the School of Allied Health

Launched EHS Research Strategy Future Ready” 2015-2020

2018

Succeeded 291 EHS Students won 29% of the President’s Volunteer Awards

Relaunched Graduate Entry Medical School as the School of Medicine

2020

Obtained AS Bronze award for Dept of Nursing & Midwifery with all 6 academic units accredited

2021

2019

2022

2017

2016

Relaunched Department of Education and Professional studies as the School of Education Awarded First ever AS bronze for EHS Department for PESS

Awarded AS Bronze for School of Allied Health, School of Medicine & Dept of Psychology

Appointed Prof Rachel Msetfi as Third EHS Dean Opened New Clinical Education and Research building on the University Hospital Limerick site

Returned To campus, and hybrid work and study for staff and students Renamed Schroedinger Building renamed the Science and Education Building Numbers Undergraduate students Postgraduate students PhDs Staff

3,105 1,592 259 336

Developed Succeed and Lead post-doctoral fellowship programme Awarded AS Bronze for School of Education Knowledge with Impact | 11

Values

UL@50 core values have been the inspiration for the development of our EHS strategic plan, with our shared values being: ➤a welcoming, supportive and inclusive environment in which to live, work and study [UL@50; Inclusive and Diverse]

➤an organisational culture which promotes collaboration and empowerment [UL@50; Supportive and Transformation]

➤sustainability in the ways that we work, support our community, and protect our environment [UL@50; Ethical and Sustainable]

➤the highest standards of ethical practice and integrity [UL@50; Ethical and Sustainable]

➤organisational transparency, accountability and responsibility [UL@50; Ethical and Sustainable]

➤excellence in all that we do and visionary approach to realising this [UL@50; Ambitious and Driven, Creative and Innovative]

➤professional and working standards which have a foundation of compassion, dignity, kindness and respect [UL@50; Supportive and Transformation]

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“Research that aims to have lasting impact needs to be transparent and of integrity.”

Dr Jenny Roth (Psychology)

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Context

This strategy has been developed in the context of a time of significant transition and change for higher education.

2022 sees us – as individuals, a community, and society in the process of recovery from the Covid-19 pandemic, with global political unrest and economic challenges a constant feature in our news feeds, and military action taking place on Europe’s doorstep.

Worry and uncertainty have been a feature of our everyday lives for some time. However, we also see, with tremendous optimism, the positive impact that universities can have during these troubling times.

The students and staff of the Faculty of Education and Health Sciences have exemplified this and pulled together, ensuring the continued running of academic programmes, conducting research to support the national public health effort, and contributing in highly practical ways. For example, setting up and running a virtual contact tracing hub, a field hospital, providing training in infection prevention and control, and supporting education and health sciences students in placements that contributed to the continued running of our schools, hospitals and health settings. These contributions, amongst many others, have been widely acknowledged as important evidence of universities’ positive impact on society.

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Similarly, Impact 2030 is Ireland’s research and innovation strategy, and explicitly recognises that universities must be at the heart of addressing ‘societal, economic and environmental challenges’.

This strategy contains a strong commitment from government, including building capacity and supporting talent, emphasising inclusion, international perspective, and governance. The National Development Plan (NDP, 2021-2030) also acknowledges the importance of Universities, in addressing the challenges and opportunities of significant population increases, changes in how we work, travel, learn and live, the need for connectivity and partnership, and critically, that we must prioritise action related to the emergency of climate change.

The University of Limerick, with the UL@50 strategy (2019-2024), and the UL Sustainability Framework 2030, is entirely consistent with this approach. UL has embraced the UN sustainable development goals to guide our thinking. Specifically, we aspire to become a ‘truly sustainable university’ and the UL sustainability framework will act as ‘a bedrock’ to guide our decisions and actions, being cognisant of the need to be regenerative in our approach and act in partnership with our communities. This framework has united the UL community and will stand us in good stead regarding the challenges we face.

In formulating our strategy, EHS is very aware of the regional, national, and global context and our role and responsibilities in it. The NDP targets the population of Limerick to grow by 50% to 60% by 2040, to a minimum of a 140,000 population (from 94,000 in 2016). We are therefore at the heart of the imperative to educate and retain talented teachers and health care professionals. This points to the importance of, not just pre-registration education, but also continuing professional development, upskilling, and lifelong learning. The Sláintecare Report (2017) also emphasises the need for healthcare reform, and developing ‘…the research capacity of clinicians, healthcare professionals and managers…’ in partnership with academic organisations.

Along similar lines, detailed data on population growth, school pupil numbers, university student numbers, and teaching council registrations have been analysed to predict the numbers of teachers needed in Ireland to 2038 (Teacher Supply Report.

Department of Education, 2021) and this will inform the development of a teacher workforce planning model. Notwithstanding the continuing undersupply of teachers in STEM disciplines, the data indicates the likelihood of an oversupply of postprimary teachers within this decade. As an HEI providing post-primary teacher education, we must be cognisant of this prediction in our own planning.

A further consideration is the need to embed

digitalisation in schools and provide ‘professional learning supports at each stage of the teacher education continuum to enable teachers to embed digital technologies into their practice.’ Given the continuous evolution of technology, ongoing opportunities for upskilling and CPD for teachers will be required.

Whilst digitalisation is prominent in all areas of government strategy, physical education, sport, mental health, social interaction, and community cohesion are also as prominent. Plans for community development are ’…based on a set of core values covering social inclusion, equality and respect for diversity…’ with references to harnessing the potential of communities, bringing people together, including individuals, groups, agencies, voluntary and statutory bodies to make a positive difference.

The Sustainable, Inclusive and Empowered Communities strategy (2019-2024) says that, ‘The task [of community development] is social change to achieve equality, social justice and human rights, and the process is the application of principles of participation, empowerment and collective decision-making in a structured and coordinated way.’ There is no one way to achieve these goals, but we each have a small part to play. The Education and Health Sciences Strategy, ‘Knowledge with Impact’, wholeheartedly endorses these values and goals.

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Research Focus and Structures Social Inclusion

The Faculty of Education and Health Sciences boasts a vibrant research community. Our researchers are active in researching and publishing in a range of areas, including education, health and wellbeing, social inclusion and human performance. The Faculty has previously articulated thematic areas of work, which are underpinned by the strength of our academic disciplines:

Optimising Health

Research Themes

Professional Practice and Education

Physical Activity and Human Performance

Health Research Institute Sport and Human Performance Research Centre Centre for Social Issues Research National Centre for STEM Education Limerick Digital Cancer Research Centre

World Class Research

PEPAYS Ireland Public and Patient Involvement 4i Centre

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The research centres, units and groups affiliated with the faculty of Education and Health Sciences are well positioned to contribute to mission based foci and are research leaders in their fields. Whilst research centres may affiliate more strongly with one school or department, they are inter-disciplinary in nature.

Our research interests align well with the UN Sustainable Development Goals (SDGs) and the UL sustainability framework, which embraces mission-based foci.

#SDG 3 Good Health and Well Being

#SDG 4 Quality Education

= #SDG 5 Gender Equality

#SDG 10 Reduced Inequalities

#SDG 17 Partnerships for the Goals

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Educationand andHealth Health Education SciencesFacilities Facilities Sciences

The Faculty of Education and Health Sciences is mainly based on the Castletroy campus of the University of Limerick for administrative purposes. However, our work is widely distributed across clinical, school and placement sites across Ireland.

The original main building of the University of Limerick homes the School of Education, the Department of Psychology and the Faculty Office. The brain child of our founding President, Prof Ed Walsh, the main building is built around a quadrangle, with each side of the square connected to all the others, to make sure that disciplines could connect and communicate with each other.

Although the University has outgrown the original building, the opportunities for inter-disciplinary teaching and research are still incredibly important.

The Dept of Psychology has facilities to conduct human observational and group studies, with labs containing stateof-the-art AV and CCTV equipment. Biological and health psychology, and cognition labs provide for the collection of physiological samples and individual psychological measurements for analysis. Adjacent, the School of Education’s Education Technology Centre provides all education students with access to a wealth of IT and AV equipment, IT and AV technical support and in-house expertise in the area of ICT integration and use in education. The Centre captures all student teaching for the Micro-Teaching Program using two methods: directly onto DVD and simultaneously streamed and captured using an innovative IPTV system. The Centre has also integrated virtual and augmented reality into the program, which gives our students a truly unique teaching experience.

The Science and Education building nearby provides additional facilities, workshops and laboratories for science and technology teacher education (6827m2). Also nearby, the Physical Education and Sports Sciences Department is one of our oldest academic departments and resides in one of the universities’ original ‘new’ buildings constructed in 1972 (6350m2). The Department has extensive facilities supporting research and teaching in physiology, biochemistry, biomechanics, anatomy and motor skills, with purpose-built sports halls and a gym. Physical education and sports sciences students and researchers also have access to the excellent facilities of the UL Sports Arena.

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Accessed via the Living Bridge, the Health Sciences building on the north side of the campus is home to the Dept of Nursing and Midwifery and the School of Allied Health. Beautifully situated next to the River Shannon, the structure of this unique building (4300m2, 2005) mimics the undulating shape of the river and surrounding countryside. Facilities include purpose built clinical facilities, clinical skills labs, kitchen, therapy resource room, activities daily living suite and a clinic, with patient simulators used to represent real-world patient scenarios.

The School of Medicine is located in one of our newest buildings (constructed in 2012, 4295m2). A sparkling modern fourfloor building, the School building was custom designed for modern medical education and is equipped with latest digitally equipped lecture theatres and small group teaching and study space. The second floor is dedicated to clinical and anatomical skills teaching. There are eight clinical skills labs, which can be reconfigured depending on teaching requirements, and two anatomical skills labs. The labs are equipped with a state-ofthe-art AV system, which allows students to record themselves performing procedural or physical exam skills. The top floor of the building has custom designed biomedical laboratories situated at the top of the building.

The two health and medicine buildings on the north campus are augmented by the Clinical Education and Research Centre Building situated on the Dooradoyle site of University Hospital Limerick, the main site of the University of Limerick Hospital Group. This unique space constitutes a joint initiative by the University and the Hospital group, recognising that education and research in health and medicine is a shared opportunity and responsibility. This 3400m2 building opened in 2019 is state of the art both in terms of facilities and concept and is also home to our shared University of Limerick Hospital Group, Health Sciences Academy.

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Education and Health Sciences at a glance 2021-22

OUR PEOPLE Students

4,991

3,389

1,602

259

Students

Undergraduate students

L9 & L10 students

Doctoral registrations

192

47

89

8

Academic Staff FTE

Clinical academic Staff FTE

Administrative & Technical Staff Staff FTE

Research Staff FTE

Staff

6 Athena SWAN bronze awards GLOBAL RANKINGS

126-150

251-300 151-170

351-400 51-100

Education Times High Education (THE) ranking 2022

Psychology Times High Education (THE) ranking 2022

Nursing QS rankings 2022

Medicine QS rankings 2022

Sports related subjects QS rankings 2022

358

60%

14.8%

€8.34m

38%

Publications

Publications with international co-authors

Top decile papers

Research funding

EU funding

RESEARCH METRICS 2021

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Knowledge with Impact

Going from Good to Great ➤ Education ➤ Research ➤ Digital Transformation

Excellence & Innovation

Transforming Education / Research Excellence

UL@50 Operating Model/ Green Internationalisation

Culture

Creating Environments to work together ➤ Equality, Diversity and Inclusion ➤ Empowering People ➤ Operational Transparency and Accountability

City & Region

Sustainability

Positive contribution to the society and the Environment ➤ Working Collaboratively in Partnership ➤ Sustainable Practice

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Excellence and Innovation

We aspire to lead, and to provide a model for just, equitable and inclusive teaching, research and scholarship. We embrace available opportunities and emergent technologies so we can conduct excellent education and research programmes with local, national, and international impact.

Research. Extend on an inclusive research culture that maximises the dissemination of quality and impactful research that integrates teaching and research to solve grand challenges.

1.

Prioritise knowledge dissemination for Impact

2. Foster capacity for world-class research 3. Improve support and development opportunities for all EHS researchers 4. Strengthen the internationalisation of our research 5. Facilitate sustainable funding streams to support EHS research 6. Promote EHS @ UL as an excellent research location Education. Our excellent EHS learning and teaching experiences develop graduates with the skills to respond to challenges and shape the advancement of their respective professions for the future.

1.

Maintain and enhance the excellence of our academic programmes (including maintaining accreditation, Staff Student Ratio (SSR), and research led teaching)

2. Transform teaching and learning in EHS, targeting individual growth of the learner, societal impact and our EHS values 3. Increase the number of students graduating from innovative & impactful doctoral programmes in EHS 4. Innovate our academic portfolio to encourage lifelong learning increase availability of stackable micro-credentials 5. Promote EHS@UL as an excellent academic destination

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6. Ensure that all programmes are informed by the patient, user, public and/or stakeholder involvement 7. Students will receive an excellent learning experience which benefits from cuttingedge technologies, innovative and flexible pedagogies and a highly skilled and experienced academic staff 8. Ensure that education/teaching/learning is inclusive and caters for a diverse student population by building staff knowledge and competence around diversity and inclusivity (diversity in terms of ethnicity, dis/ability and neurodiversity and social class) Digital Transformation. Promote digital transformation across EHS to enhance our practices.

1.

Promote inter-disciplinary research and education on grand challenges that avail of technological advancements (including AI, E-health, educational technologies and wearables) [see also UL 2.1.2]

2. Student learning experiences benefit from flexible and Innovative pedagogies 3. Use our expertise in digital health to enhance the student learning experience; Establish simulation as an area of key need for investment and programme development in EHS 4. Use digital transformation as a means to improve the effectiveness and efficiency of all our practices 5. Digital literacy is a key attribute for all EHS graduates and staff 6. Digital transformation will support sustainable practices

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Metrics and Targets

EXCELLENCE IN RESEARCH Citations per paper 398 Publications

Papers with international co-authors 411 Publications

15%

25%

decile

decile

60%

7.9 citations

10 citations

External funding

€8.3m

75%

Doctoral registrations % of total registrations €9.4m

12.5% increase

52% increase

17.5% increase

41 40% EU

27

38% EU

THE rankings (research score)

Sabbaticals

15% increase

International Sabbatical 14.3 - 31.5 12.5 - 27.4

EHS Current

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2025 Hosting plan in place

Target

EXCELLENCE IN TEACHING Registrations on innovative doctoral programmes

Student staff ratio

53

Registrations

132

Registrations

150% increase

EHS average student staff ratio is 19:1 Support accreditation requirements

THE rankings (teaching score)

Flexible learning Intake targets

15% increase

80% increase

17.6 - 36.4 15.3 - 31.6

17.9%

9.8%

2021 Partime Intake

Target

EXCELLENCE IN INNOVATION EHS programmes with digital literacy embedded

80% 2025

Sabbaticals and SRLs focused on digital pedagogies

Digitalisation and Grand Challenges

Prioritise inderdisciplinary industry funding

Departmental plans for simulation and Virtual Reality established

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Example Initiatives for Excellence and Innovation

✓ Develop and implement a citation maximisation programme (including Faculty Induction, PDRS, research impact plans, Performance and Development Review System (PDRS) inclusion); Incentivise and promote open-access publishing.

Ensure that discipline norms for citation are clarified; [UL 2.3.2] ✓ Enhance the education of researchers via developing and implementing a plan for the continued development of innovative doctoral programmes. [UL 2.3.3, UL 2.4.2] ✓ Make a faculty wide agreement related to support for new early career academics, accelerating their start with reduced teaching in the first year and start-up funding consistent with discipline and level. [UL 2.4.2] ✓ Develop an EHS Sabbatical hosting plan and programme to include benefits to visiting scholars, publicising EHS as a sabbatical destination and sabbatical invitations [UL 1.3.2; UL 2.2.2; UL 3.1.1; UL 3.2.3] ✓ Maintain or reduce EHS Student Staff Ratio (SSR), and ensure that growth in student numbers does not compromise our excellent programmes [UL 5.3.1] ✓ Audit our academic portfolio to identify existing learning modes [UL 1.1.2] ✓ Develop and implement an EHS framework for accelerated professional doctoral programmes within the faculty (under which pathways are chosen); Explore the development the PhD by Prior Publication for Medicine and Health Professions; [UL 1.2.4 recognition of prior learning] ✓ Audit equipment inventory and work towards having access to the most effective and leading edge technical solutions and training to use same (Examples include simulation suites, virtual reality and updated AV equipment) [UL 2.4.3; UL 5.3.3] ✓ Offer Continued Professional Development (CPD)and micro credentials in the digital space, how does the new knowledge and research findings from the digital world affect people in their practice [UL 1.2.4] ✓ Unified workload allocation model adopted by EHS will include time allocation for CPD for all staff [UL 5.1.1]

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“

“

“Knowledge with Impact encourages colleagues to support each other in exploring, sharing and promoting knowledge that will result in meaningful, long-lasting change.”

Prof Ann MacPhail (PESS, Assistant Dean Research)

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Culture

We are committed to progressing an equitable organisational culture in which staff and students are empowered, can be creative and innovative, and seek out opportunities to positively contribute to the societies and environments in which they study, live and work.

Equity, Inclusivity and Care 1.

EHS will provide an inclusive and welcoming environment for all staff and students that promote well-being and work-life balance for all

2. Ensure equity of access to resources which enhance career development.

3. Ensure Equality, Diversity and Inclusion (EDI) work is valued, visible and central to EHS (inward and outward facing) 4. Foster an environment and community that is inclusive and is reflective of everyone, in terms of ‘race’, ethnicity, disability, gender, sexuality, age & health status 5. Diversify the EHS community through internationalisation, widening access and increased flexibility (staff and student) 6. Ensure productive synergies between ‘Internationalisation’ and ‘EDI’ remits, ensuring these are embedded as part of core business throughout research, education and community engagements Efficiency, Transparency and Accountability 1.

Improve clarity and efficiency in cross-faculty processes and pathways

2. Ensure consistency, transparency and accountability across EHS in decision-making principles and discretionary resource allocation 3. Develop a plan for effective communication for the faculty 4. Embed the HEA code of governance and demonstrable compliance in our practices 5. Ensure that workload allocation is sustainable, transparent and equitable Empowerment. Developing a Flexible, Supported, Person-Centred environment that promotes empowerment 1.

Ensure that a diversity of voices are heard in informing EHS decisionmaking, including both staff and students

2. Build opportunities for staff to develop and leverage their individual strength 3. Ensure that our shared EHS values permeate our day-to-day work 28 | Knowledge with Impact

Knowledge with Impact | 29

Metrics and Targets

SURVEYS

100%

50%

Student survey

Student exit survey

4 items on workload

Workload impact

2021

2019

39 - 58%

Target

40 - 60%

100%

Irish universities

EHS 2021

53.2%

52.6%

50%

38 - 50%

0%

ATHENA SWAN AWARDS

ANNUAL LEAVE

60%

0%

Mostly agree

Respondents affirmative (i.e. some, quite a bit, very much)

EHS Awards

Target

6 Bronze awards

4 Bronze, 2 Silver

Days of Annual Leave taken

69%

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Target

Target

90%

COMMITTEES Target

Student, Researcher, Stakeholder, Service user Representation 90%

DIVERSE PERSPECTIVES ON ASSIGNMENTS

EHS Target 90%

Irish Universities 94.5%

EHS Responses 75.8% Include diverse perpectives on assignments

NON EU STUDENTS

% of Non EU Students

Target

14.7% increase

7.91%

9.08%

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Example Initiatives for Culture

✓ Initiate and implement a project to ensure student contact time, assessment timing, and workload are consistent with a healthy work-life balance. ✓ Explore good practices and innovations across EHS around internationalisation and equality, diversity and inclusion (EDI) to share practices and enhance the student and staff experience. [UL 1.1.4; UL 3.1.2; UL 3.2.1; UL 5.2.1] ✓ The unified workload allocation model adopted by EHS will ensure that time allocations and workload expectations are communicated and implemented carefully [UL 5.1.1]; The unified workload allocation model adopted by EHS will include time allocation for CPD for all staff [UL 5.1.1] ✓ Ensure that all staff are reminded to take and log their annual leave via the CORE portal [UL 5.1.1] ✓ Identify and consider how best to acknowledge staff and student contributions towards ensuring equality, diversity and inclusion across EHS [UL 5.2.5] ✓ Provide flexibility and accessibility in programme delivery, including introducing PT fees and stackability [UL 4.1.2; UL 4.2.1] ✓ For EHS specific administrative processes, develop and publish process and pathway information (i.e. research recruitment; approvals; etc) to ensure clarity for all staff [UL 5.1.2] ✓ Review best practice on student representation on groups and committees, and put in place an action plan to ensure that student’s voice is heard in EHS [UL 5.2.5]

Nominated by Dr Aoife Neary (Co-Chair EHS Equality and Diversity Committee, School of Education) 32 | Knowledge with Impact

“Solidarity does not assume that our struggles are the same struggles, or that our pain is the same pain, or that our hope is for the same future.

Solidarity involves commitment, and work, as well as the recognition that even if we do not have the same feelings, or the same lives, or the same bodies, we do live on common ground.”

Ahmed (2014)

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Sustainability

We commit to advancing the creation and exchange of knowledge and, in so doing, affect positive change in a sustainable and innovative way.

We respect and value our partnerships and collaborations with all our stakeholders at a local, regional, national and global level.

We commit to nurturing and growing these relationships to create a better future for all.

Working Collaboratively and in Partnership. Building purposeful and committed relationships with colleagues in UL and beyond that result in a positive social impact.

1.

Nurture and develop our strategic partnerships to support innovation and internationalisation in our academic and research programmes

2. Work collaboratively across the university so that our work benefits from inter-disciplinary and inter-functional expertise 3. Promote health and wellbeing in the Limerick Region; including the clinical academic research ecosystem Sustainable Practice. Foster the abilities, qualities and skills that are central to achieving meaningful and sustainable practice.

1.

Prioritise a sustainable workload for all staff

2. Prioritise giving back to the community via the provision of CPD, life-long learning, sharing expertise and collaborating models which are mutually beneficial [UL 1.1.2] 3. Become a leader within the university and externally in developing more sustainable practice 4. Encourage a sustainable business and functional model within EHS

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Metrics and Targets

PARTNERSHIPS

Strategic partnerships developed per year

+2

+2

+2

+2

+2

2021

2022

2023

2024

2025

baseline 2021

PROGRAMMES

Student numbers

Registration on strategic partnership programmes

Target

50%

increase

APPOINTMENTS

Joint appointments with Strategic Partners

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Target

15%

increase

PRESIDENTS AWARD

Number of EHS students receiving President’s Volunteer Award

PVA

PVA

PVA 20 % increase

16 % increase

EHS 189

EHS 219

EHS Target

2020

2021

2022

UL 4.6] EHS 2021 = 219, 29% of PVAs; 219-189. 16 % increase from previous year – maintain growth and increase to 20%

GREEN TARGETS

% of staff committed to individual green targets

90% reach BUDGET

Non-pay to pay ratio increased

2 % increase

12%

10%

EHS average 10%

Target

STUDENTS

EHS student registrations

5,882 4,991

18%

growth

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Example Initiatives for Sustainability

✓ Build innovative, resourced, and sustainable, new models of partnership, which support placement based activities, including in the private sector and international placements; Define non-traditional placement settings; [UL1.2.6; UL 3.2.3] ✓ Provide opportunities to share skillsets of support staff, thus enhancing career development opportunities and functional effectiveness; Review current and potential opportunities for professional and support staff, at local and faculty level, for involvement in activities that will enhance their career progression, e.g. project work, special interest committees and consult with them on what supports are needed to enhance career progression [UL 5.2.2] ✓ Support the development of cross-university - hospital - community governance structure for clinical and community research [UL 5.2.2] ✓ Increase numbers of students taking health programmes, including medicine, nursing & midwifery, allied health, and clinical psychology; and international students. Increase numbers of teacher education students in key need areas, such as maths and upskilling programmes [UL 1.1.3] ✓ Support academic and research programmes, and associated appointments, which benefit the Limerick health ecosystem. These might include inter-cultural competence, leadership and inter-professional working. The Health Science Academy will inform developments in the Health space [UL 4.1.1; UL 4.2.2] ✓ Align our programme development with the needs of the Professional community (ie health, education etc); [UL 4.1.1] ✓ Encourage students and staff to participate in green internationalisation, via virtual exchange and collaboration [UL 3.1.2; UL 3.2.4] ✓ Encourage our students to participate in volunteering and the Presidents Volunteer Award scheme [UL 4.1.1; UL 4.2.1] ✓ Commit to green targets related to work practices for the faculty and ask each staff member to set individual level targets for these (examples include: Reduction of Journeys, reduction of printing, increase use of digital media for marketing and programme materials, the proportion of hybrid); [UL 3.2.4] ✓ Support remote and hybrid working for EHS staff where business needs are met, including an individual and team ‘keep connected’ plan [UL 5.3.2]

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“We are fortunate to work and study on a thriving campus full of diversity, greenery and liveability.”

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Strategy at a Glance

Our Values What we believe in ✓ a welcoming, supportive and inclusive environment in which to live, work and study ✓ an organisational culture which promotes collaboration and empowerment ✓ sustainability in the ways that we work, support our community and protect our environment ✓ the highest standards of ethical practice and integrity ✓ organisational transparency, accountability and responsibility ✓ excellence in all that we do and a visionary approach to realising this ✓ professional and working standards, which have a foundation of compassion, dignity, kindness and respect

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Our Mission What we stand for To advance the well-being of people by graduating excellent scientists, education and healthcare professionals; through excellent teaching, research, and scholarship, create and disseminate knowledge that impacts on the social, educational and healthcare needs of people locally, nationally and globally.

Our Priorities What we need to focus on

Excellence and Innovation Going from Good to Great in ✓ Education ✓ Research ✓ Digital Transformation Creating environments to work together ✓ Equality, Diversity and Inclusion ✓ Empowering People ✓ Operational Transparency and Accountability Positive contribution to the Society and Environment ✓ Working Collaboratively in Partnership ✓ Sustainable Practice

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From Vision to Reality

Our strategy is underpinned by a multi-year action plan, composed of a series of projects and initiatives. The plan includes targets and KPIs to evaluate progress. Every year, in conjunction with our faculty budget process, we will select initiatives to help us achieve the objectives. Initiatives will be coordinated by the relevant faculty committees and working groups, with the faculty management committee and faculty board receiving regular updates.

Strategies of plans for each of the Schools and Departments will be developed within the framework of University UL@50 strategy, the Sustainability Framework and the Faculty’s strategy.

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“Strategies are typically about the ‘destination’, and not ‘the journey’. This strategy is different, because it is also about how we want to work in EHS: how all staff should be supported to belong and to contribute in making the world a better place. The journey itself is important! The relationships with each other and with the university infrastructure, the feeling of being supported to become the best we can be, they all matter in our faculty!”

Dr Anca Minescu, Assistant Dean International

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