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Striving for ExcellenceStriving for Excellence

Professor Jim Ward

Registrar & Deputy President

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Performance Analysis for NUI Performance Analysis for NUI GalwayGalway

NUI Galway has collaborated with 80% of the Top 50 Universities in the World and 9 out of the Top 10, since 2003.

NUI Galway is in the Top 1% of Universities in the world in the field of Clinical Medicine. NUI Galway’s published papers in Clinical Medicine have increased by 104% since 1998.

NUI Galway citations in Clinical Medicine have increased by 589% since 1998.

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NUI Galway out performs every other Irish University in the field of Business, Management and Accounting in the terms of citations per paper.

Top 2 in IrelandEarth and Planetary Sciences (NUIM 1)

Energy (UCC 1) (Almost equal on this)

Economics, Econometrics and Finance (UCC 1)

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Top 3 in Ireland:Environmental Science (UCC 1, DCU 1)

Psychology (TCD 1, UCC 2)

Chemical Engineering (DCU 1, UCD 2)

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Research only RAE 1986-2001

The Times 1994 - 2002

Financial Times 1998-2002

Sunday Times 1998-2002

Teaching only the Daily Telegraph 1998 - 2002

Cambridge 1 1 1 1 Premier Div.Oxford 2 2 2 2 Premier Div.LSE 3 4= 5 3 Premier Div.Imperial College 4 3 3 4 Premier Div.Warwick 5 6 8 7 Premier Div.UCL 6 4= 4 6 Premier Div.York 7 9 9 5 Premier Div.

Table - A Comparison of published university league tables, compiled on a summative basis (top 15 universities)

Source: Managing Successful Universities, Michael Shattock

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Research only RAE 1986-2001

The Times 1994 - 2002

Financial Times 1998-2002

Sunday Times 1998-2002

Teaching only the Daily Telegraph 1998 - 2002

Edinburgh 8= 7 12 13 Div. 1UMIST 8= 21 10 15 Div. 1Manchester 10 16 16 18 Div. 1Lancaster 11 18 27 16 Div. 1Sussex 12= 31 36 33 Div. 2Bristol 12= 8 6 11 Div. 1Essex 15 27 25 30 Div. 1Durham 15 13 24 10 Premier Div.

Table - A Comparison of published university league tables, compiled on a summative basis (top 15 universities)

Source: Managing Successful Universities, Michael Shattock

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Conclusion from League TablesConclusion from League Tables

Most striking conclusion is that a group of seven universities seem consistently to perform better than the rest, whether in research alone or in the tables which give much greater weight to student related measures.

Source: Managing Successful Universities, Michael Shattock

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Contextual FactorsContextual FactorsThe association of the age of the university with research prestige

Only 8 per cent of Europe’s most research intensive universities were founded in the post-war period.

Of The top cluster of 64 universities, the majority had their roots in the Middle ages.

Source: Managing Successful Universities, Michael Shattock

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Older institutions can have a halo effect based on historic reputations which attract the best staff and the best students and it is the interaction of these two constituents which can create an outstanding intellectual community, generate leading research, produce excellently trained students and provide continued self-reinforcing success.

Location in large centres of population appears to offer considerable advantages

Elites tend to be self perpetuating

Source: Managing Successful Universities, Michael Shattock

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Managing Universities for successManaging Universities for successTeaching and research represent the core business of universities and those universities that excel in these areas also tend to attract the best qualified students and lead the field in industrial supported research or in extending the boundaries of the university in social and economic activities

There are no absolute predictors of what makes a university successful, whether age of foundation, location or disciplinary base, although these factors may make a large contribution, institutional management in its broadest sense make a critical contribution.

Source: Managing Successful Universities, Michael Shattock

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Maintenance of financial stability is an important component in achieving academic success but can only be attained from a diversified funding baseLeadership is essential but distributed, rather than charismatic or personal, leadership will be most likely to produce sustainable high institutional performanceInstitutional reputation and image is a far more important corporate asset than many universities realiseAmbition is a key to success but institutional ambition must be translated into all those activities which are essential components of institutional performance

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1.1. Bias for ActionBias for ActionProblem SolvingExperimentingWorking Groups

2.2. Being Close to our Customer / Those we Being Close to our Customer / Those we teach & provide services toteach & provide services to

Providing unparalleled quality, service, reliability.Listening

– eg, Student Evaluations, KPI’s

8 Attributes that characterise 8 Attributes that characterise excellent innovative organisationsexcellent innovative organisations

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3.3. Autonomy & InnovationAutonomy & InnovationLeaders & innovators at all levels

Creativity & risk taking

Support risk – takers

4.4. Everyone is a source of ideasEveryone is a source of ideasRespect & dignity – a pervasive theme in excellent organisations

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5. Value – Driven5. Value – Driven

What do we stand for?

What do we do that gives everyone more Pride?

Every excellent organisation is CLEAR on what it stands for.

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UniversityUniversity Workshop Conclusion Workshop Conclusion Proposed Brand Values for NUI GalwayProposed Brand Values for NUI Galway

Real World Learning

Discovery-led: inspiring creativity

Connected – a vibrant city community networking with the world

Challenging: Challenging you to achieve your potential

Driver of Innovation and Development

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6.6. Build on Strengths & CompetencesBuild on Strengths & Competences

7.7. Simplicity in StructureSimplicity in Structure

8.8. Simultaneous Loose – Tight Simultaneous Loose – Tight PropertiesProperties

Autonomous units, driven by clear central values