Transcript Examples of Engineering Education Excellence

DEAN – HUMANE Conference
University Governance:
Interaction between Faculties and Central Administration
Centralisation / Decentralisation
in European Universities
Case Study: DIT
Mike Murphy, Director and Dean
Faculty of Engineering
Abstract
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This talk will present the history, current status and likely future evolution of the governance
of the Dublin Institute of Technology, Ireland’s largest higher education institution.
Prior to 1992, the DIT consisted of six loosely confederated colleges, all vocationally
oriented. They were managed locally but administered centrally by a Vocational
Educational Committee. With the establishment of the DIT, the governance evolved to a
more traditional structure, with academic matters managed by an Academic Council,
resource and executive matters managed by a Board of Directors and the overall Institute
governed by a Governing Body.
One of the key structural initiatives undertaken in the late 1990’s was the introduction of a
Faculty structure. Six faculties were established, each headed by a director. In addition
four central directors were appointed. Of fundamental importance was the establishment
and recognition of schools within the faculties and that all academic staff must be assigned
to a school, and that schools represented the basic academic unit.
While reporting lines were established, the balance of responsibility (and control) between
schools and faculties was not addressed to resolution, leading to ambiguity of structure.
Further, the establishment of six faculties did not adequately address faculty administrative
resource needs for a late twentieth century HEI.
These issues are now being addressed in a number of ways. First a review by the EUA, of
which DIT is a member, has, in its verbal report, indicated that the DIT should clarify roles
between Schools and faculties. Second an internal DIT Administrative Review Group is
developing a description of a professionally staffed and functioning faculty administration.
Third, in its preparatory work for a move to a new single campus, the DIT is addressing how
to best govern itself to function effectively in the 21st century.
Presentation Outline
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History and Evolution:
– How did we get to be where we are and what we are?
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Current Status:
– What exactly and where exactly are we?
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Likely Future State:
– Do we know where we are going and how will we know
when we get there?
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Perspective:
– What have we learned along our journey?
Origins of DIT
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Kevin St Technical
School in 1887
Part-time evening
programmes
Science, art and
technical classes
Working class
origins
DIT Evolution – 6 Colleges
Aungier St.
Business
Bolton St.
College of
Technology
Kevin St
College of
Technology
Cathal Brugha St.
College of
Catering
Rathmines
College of
Commerce
Mountjoy Square
Marketing &
Design
Early Governance 1930 - 1960
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Governance by the City of Dublin Vocational
Education Committee (CDVEC)
In 1930, CDVEC established a Board of
Studies comprising its CEO and Principals of
each of the colleges
– Board provided academic and organisational oversight
– Cohesion across the colleges
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In 1963, CDVEC established separate
college councils to create academic and
administrative structures for each college
– Council nominees by CDVEC, college principal, staff and
student representatives
Early Governance 1960 - 1980
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In 1960’s CDVEC established an Academic Council
with expanded membership
Formally established in 1970
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Establishment and development of courses
Academic standards
Admission standards and requirements
Awards
Exam regulations
Liaison with industry, professional bodies, etc.
Promotion of research and development
DIT established in 1978 on an ad hoc basis
– to further coordinate the work of the six colleges
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Dublin Institute of Technology Act 1992
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Colleges of CDVEC had
many years of academic
maturity
Complementary rather
than competitive
activities
Each college had its own
management structure
CDVEC operated
Academic Council
City Centre
Bolton St.
Kevin St.
DIT Statistics
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Full-time students:
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UG
PG
Research
PhD
- 9,670
- 510
- 90
51
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Part-time students:
– UG
- 3,087
– PG
- 694
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Apprentice students:
– 3,500
Staff
Academic
Admin
Library
Technical
General
Number
1,110
354
60
120
220
DIT Governance
Governing Body
Academic Council
Directorate
DIT Governance - Statutory
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Governing Body Role
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Chair, President of DIT, + 18 ordinary members:
6 nominated by CDVEC
2 members of academic staff
1 member of non-academic staff
2 student representatives
1 nominee of Irish Congress of Trade Unions
1 nominee from Trinity College Dublin
5 from professional and other relevant organisations nominated by
CDVEC
Functions include: Managing the affairs of DIT,
including its land and buildings, appointment of
committees, approval of staff appointments, approval
of DIT budget, approval of DIT strategy
DIT Governance - Statutory
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Academic Council
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Designing, developing courses
Quality assurance
Recommendations on awards
Degree awarding powers up to and including PhD
No executive powers
Approximately 90 members
Reports to Governing Body
DIT Governance - Statutory
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President
– Acts as Chief Executive Office
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Directors
– 6 faculty directors
– 4 central directors
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Meet as a Directorate
Responsible for leadership and management
of institute
Executive arm of DIT
Governance Issues
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President as CEO
– 10 year term of office
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Faculty Structure agreed in 1994
College Principals mapped to DIT
Faculty Directors, (thus 6 Faculties)
– Appointed permanently
– Directors report to President
Decision Making in DIT
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In theory it works as follows:
– Directorate and its sub-committees make executive decisions
– Academic council makes academic and research decisions
– Governing Body approves work of both bodies
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Academic Council well defined and functioning
effectively, aside from volume of work
But a looseness across lines of responsibility is
now evident within Faculties and Directorate
– (Poorly) defined committee work
Decision Making in DIT
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Faculty Structures
– Goal was to complete integration of colleges into
“One DIT”
– All staff were mapped to Schools
– Schools were mapped to Faculties
– Appointment of Directors rather than principals
• Directors as Deans
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Persistent Issue is role of School (and
Head of School) vs role of Faculty (and
Director)
Administrative Support
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1990 – 6 loosely federated colleges,
each with its own Principal, VicePrincipals, and admin support
1990 -1997 – Development of Central
administration from nothing
– Appointment of central directors (Finance, HR,
Academic Affairs, Research & Enterprise)
– No “Head of Administration”
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Admin in Faculties
Current Initiatives in DIT
Governance
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Admin Review
– Are we structured and staffed appropriately for our
size and scale of operations?
– What should our admin structure look like when
we move to a single campus?
– What should our transition plan be?
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Structural Reform
– The future will tell, but such reforms are underway
in other Irish institutions
Conclusion
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“One DIT” accepted and internalised, but
structures are, arguably, sub-optimal
– Structures are legacy structures from Colleges
– Poorly developed and staffed central admin support
– Low-level admin support within Faculties
– Should all 10 Directors be at same level?
– Academic unit issue of Schools vs Faculty requires
attention
What should our Governance Model
be when we move to single campus?
Mountjoy Sq
Cathal Brugha St
Bolton St
Smithfield
Digital Hub
Aungier St
Kevin St