IADT Strategic Plan 2014-2018

IADT Strategic Plan2014 - 2018

www.iadt.ie

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Dun Laoghaire Institute of Art, Design and Technology Kill Avenue, Dun Laoghaire, Co. Dublin, Ireland

Tel: + 353 1 239 4000 Facsimile: + 353 1 239 4700 URL: www.iadt.ie Email: [email protected]

All rights reserved. No part of this publication may be reprinted or reproduced or utilised in any electronic, mechanical, or other means, now known or hereafter invented, including photocopying or recording or otherwise, without the prior written permission of the authors.

Photography Credit: Christian Richters Design by: Catalysto

ContentsIntroduction by Chair of Governing Body 2

President’s Foreword 4

1. Executive Summary 7

2. IADT Vision and Mission 9

3. Strategic Positioning 113.1 “Creating Futures”2008 to 2012 123.2 IADT Strategic Plan 2014-2018 13

4. The External Context 154.1 The Changing Environment in Higher Education 154.2 Consolidation Alliances and Clusters 174.3 The Creative, Cultural and Digital Technologies Sectors 174.4 Institute & Campus Sustainability 18

5. Strategic Priorities 2014 - 2018 215.1 Students and Programmes 235.2 Knowledge Generation and Transfer 295.3 Collaboration and Engagement 315.4 Culture and Communication 36

6. Implementing and Monitoring The Strategy 41

Appendix 1: Acknowledgements 42

Appendix 2: Acronyms 44

1Dun Laoghaire Institute of Art, Design and Technology Strategic Plan 2014 - 2018

Introduction by Chair of Governing Body Welcome to the Dun Laoghaire Institute of Art, Design and Technology (IADT) Strategic Plan 2014 to 2018. This plan is the culmination of research, insights and expertise from a wide variety of internal and external stakeholders and we acknowledge all those who have contributed to its completion. This Strategic Plan outlines how IADT will face the future with confidence. IADT has seen significant development since our previous Strategy was published. The growth of our student body and the development of campus infrastructure, including the award winning National Film School building, reaffirm IADT’s position as a unique entity in Ireland’s education landscape. The outstanding work carried out by our staff and the achievements of our students will continue to be pivotal to IADT’s future.

This plan also recognises the value and importance of fostering our close working relationship with industry, the creative sector and government. Strong engagement with our stakeholders coupled with the development of strategic partnerships and alliances will be critical to the realisation of our mission.

The members of the Governing Body join me in supporting and acknowledging the significance of this ambitious Strategic Plan to the growth of IADT. We look forward to the future, supported by a Strategic Plan that prepares us for continued success.

Rónán Ó Muirthile Chair of the Governing Body

2Introduction by Chair of Governing Body

3iadt Strategic Plan 2014 - 2018

President’s Foreword Welcome to IADT’s Strategic Plan 2014 to 2018. We are Ireland’s only Institute of Art, Design and Technology with a specific aim to lead and inform the creative, cultural and technological industries through learning, teaching, research and innovation. Our new strategic plan evidences and extends our continuing role in generating new thinking and new creative practices, at once uniquely Irish in focus and concern, and yet simultaneously turning outwards to test ourselves against the best of European and International work. These are distinctive achievements made possible by our collective vision and mission.

IADT has grown and developed our position as the leading higher education provider for the creative, cultural and digital technological sectors. We work with learners and stakeholders as partners to develop graduates who are innovative, creative, entrepreneurial and adaptable, and who can meet the challenges of a digital age. We value our autonomy and recognise and celebrate our unique position.

The period since the last strategic plan has presented many challenges for higher education nationally and internationally, but also many opportunities. Since our last strategic plan we have made significant growth in student numbers at both undergraduate and postgraduate level, in teaching and learning, and in research and innovation. Our new plan builds on these successes and leads us into new and exciting areas for development.

Our new plan also emphasises the importance of strategic partnerships and alliances to achieve our goals. Our new plan looks increasingly to international markets for students, for partnerships and for joint projects and research. Our relationship with industry and community is strong and forms a key facet of this plan. Building on and developing new formal alliances and partnerships with other higher education partners is a key focus for us over the next five years. Our overall focus will continue to be on the quality of the whole student experience and the quality of our graduates.

I would like to acknowledge all those involved in shaping and developing this plan. I look forward to working with all our staff, students and stakeholders to make IADT’s vision a reality. IADT has an exciting future as a specialist Institute of Art, Design and Technology, with a clearly articulated vision for our future.

Dr Annie Doona President of IADT

4 President’s Foreword

IADT has grown and developed our position as the leading higher education provider for the creative, cultural and digital technological sectors. We work with learners and stakeholders as partners to develop graduates who are innovative, creative, entrepreneurial and adaptable, and who can meet the challenges of a digital age.


6Executive Summary

1. Executive SummaryThis document sets out our strategic ambition for the period 2014 to 2018. The main elements of our Strategic Plan are summarised below. Our vision as an autonomous Institute of Art, Design and Technology with a specialist mission is to support learning, teaching, research and innovation, and to play a leading role in the development of industries focusing on the creative, cultural and digital technologies sectors.

Our mission is to continue to specialise in creativity and innovation as expressed in the arts, technology and entrepreneurship and to work with learners and stakeholders as partners to develop graduates who are innovative, creative, entrepreneurial and adaptable, and who are ready to meet the challenges of the digital age.

Students & Programmes 1. Teaching and Learning

2. ‘The Student Experience and Campus Life

3. Participation, Equal Access and Lifelong Learning

4. The National Film School

Knowledge Generation & Transfer 5. Research and Innovation

Collaboration & Engagement 6. Engagement with Enterprise and the Community

7. Partnerships and Collaboration

8. The International Agenda

Culture & Communications 9. Enhancing Communications

10. Valuing Staff


8IADT Vision and Mission

2. IADT Vision and Mission Our vision as an autonomous Institute of Art, Design and Technology with a specialist mission is to support learning, teaching, research and innovation, and to play a leading role in the development of industries focusing on the creative, cultural and digital technologies sectors.

Our mission is to continue to specialise in creativity and innovation as expressed in the arts, technology and entrepreneurship and to work with learners and stakeholders as partners to develop graduates who are innovative, creative, entrepreneurial and adaptable, and who are ready to meet the challenges of the digital age.

IADT values the following in pursuit of our vision and mission:

f Creativity, innovation, engagement and entrepreneurship amongst our students and staff

f The contribution of all staff across IADT in achieving our goals

f A commitment to excellence in all our programmes and activities

f National and international partnerships and collaboration between technology, academia, business and the creative, cultural and digital technologies industries sector

f Local, national and international partnerships and collaboration with community organisations and groups and other educational establishments

f Free and open intellectual enquiry and expression

f Mutual respect, collegiality and trust

f A commitment to lifelong learning, diversity and inclusion

f A commitment to progression, quality improvement and high standards

f A commitment to influence and engage with students, staff and other stakeholders

f Autonomy, accountability and good governance


10Strategic Positioning

3. Strategic Positioning IADT is uniquely positioned in terms of our programmes and research. We are mission-focused and hold a distinct position within the higher education sector in Ireland as an Institute of Art, Design and Technology leading in programmes for the technological and the creative and cultural industries and sectors. Given our unique and distinctive focus, our programme offering supports the development of the creative, entrepreneurial and technical skills of our students, vital for their future careers and for Ireland’s economic regeneration and development.

Our Strategic Plan 2014-2018 sets the objective of consolidating and enhancing our position as a specialised institute working in close partnership with industry and communities and other higher education institutions (HEIs) to educate students who can shape, change and develop industry and communities, and respond to changing societal needs.


3.1 “Creating Futures”2008 to 2012 Notwithstanding a challenging external environment, we have been successful in achieving the goals set out in Creating Futures and have moved forward with confidence, creating and owning a distinctive space within higher education.

Key successes since our last Strategic Plan include:

f Contributed strongly to national strategy and policy in a number of areas including the future configuration of Higher Education, Entrepreneurship Education, Cultural Policy, the development of Art and Design Education and the Creative Industries

f Achievement of Delegated Authority for taught Level 9 programmes

f Positive outcomes from Programmatic and Institutional Reviews

f Increased student numbers from 1,834 in 2008 to 2,300 in 2013

f Improved retention rates across a range of programmes

f Developed a successful staff and student Erasmus mobility and exchange programme

f Increased our non-EU international student numbers

f Increased research and commercialisation income

f Increased numbers of Masters by Research students

f Restructured the Institute from three Schools to two Faculties, to create greater opportunities for cross-disciplinary research, projects and learning

f Created a new Directorate of Creativity, Innovation and Research focusing on external engagement and the international agenda

f Developed new programmes at undergraduate level

f Developed a range of Special Purpose Awards in a number of areas

f Developed the first collaborative programme with a private industry partner for joint provision of an undergraduate programme

f Enhanced the development of entrepreneurship skills in staff and students

f Developed and rolled out a successful accredited staff development programme in teaching and learning, including an accredited programme through the national Learning Innovation Network

f Developed partnerships and alliances with institutions in the creative and cultural sector and with higher education partners, nationally and internationally

f Collaboration with UCD culminating in the signing of a formal MOU to actively develop further alliances, joint projects, events and research opportunities

f Strengthened community engagement through a range of local, national and international projects and initiatives

f Development of a range of Labour Market Activation (Springboard) programmes for the unemployed

f Developed opportunities for collaboration with industry and the creative, cultural and digital technology sectors

12Strategic Positioning

f Developed the first student scholarship schemes with partners including BSkyB and Warner Brothers

f Introduced an IADT Honorary Fellow Scheme to recognise and formally acknowledge the contribution of key external individuals in support of our vision and mission

f Led the development and advancement of a thematic cluster for Creative and Cultural Industries in the Dublin region

f Developed new on-campus buildings to accommodate our new programme in Design for Stage and Screen

f Launched the new National Film School (NFS) offering state of the art facilities across a number of programmes

3.2 IADT Strategic Plan 2014-2018 This Strategic Plan covers the period 2014 to 2018 and builds on our established reputation and achievements. This Plan is set within the context of the National Strategy for Higher Education to 2030 which places higher education as central to Ireland’s economic recovery and prosperity, and to the promotion of individual well-being and social development. It highlights our contribution to the creative, cultural and digital industries and sectors, and increased engagement with our partners in industry and the community.

The Plan was developed over the period September 2013 to June 2014. We adopted an inclusive approach to capturing our stakeholders’ input to ensure our Plan appropriately responds to their current and future needs.

The following were key elements in the development of our Plan:

f Consultation with a wide range of external stakeholders

f Consultation and input from IADT Executive and Management Teams, staff and Union representatives, and our Governing Body

f Consultation with students and alumni

f Environmental analysis including consideration of the changes and challenges of the higher education sector and the creative and cultural industries, nationally and internationally

f Background analysis of comparable and best practice institutions, nationally and internationally, to identify strategic trends

f Development and analysis of key performance indicators to support ongoing monitoring and evaluation.

Due to the changing nature of the external environment and the sector in which IADT operates, this Plan has been developed with flexibility to allow us to respond and adapt to changing circumstances as may be required.

We will continue to progress and innovate within our environment embracing challenges and seeking opportunities throughout the life of this Plan.


14The External Context

4. The External Context4.1 The Changing Environment in Higher Education

Since the preparation of our last Plan, Creating Futures in 2008, the environment in which we operate has changed fundamentally. Global and national economic uncertainty has led to austerity and cutbacks in the education sector. This, together with a fundamental refocusing of education policy and structural reform, means that the landscape we now operate within is challenging and significantly different. The National Strategy for Higher Education to 2030 has provided a roadmap for reform of the higher education system in Ireland, underpinned by enhanced collaboration, consolidation and cooperation in the sharing of resources and expertise across higher education institutions.


‘Creating Futures’ IADT Strategic Plan 2008-2012

Report of Special Group on Public Service Numbers and Expenditure Programmes -The McCarthy Report

‘National Strategy for Higher Education to 2030, Report of the Strategy Group’ -Hunt Report

2008 2009 2011

IADT Institutional Review Response, Implementation Plan & Timeframe

IADT Internal Structural Changes

HEA ‘Towards a Future Higher Education Landscape’

IADT Response to HEA: ‘Towards a Future Higher Education Landscape’

‘A Proposed Reconfiguration of the Irish System of Higher Education’ Report prepared by International Expert Panel for HEA

‘Promoting Cultural and Creative Sectors for Growth and Jobs In The EU’, European Commission

HEA ‘Institutional Responses to the Landscape Document: A Gap Analysis’

ESRI ‘A Study of Future Demand for Higher Education in Ireland’

‘Arts in Education’ Charter, Department of Education & Skills and Department of Arts, Heritage & the Gaeltacht

HEA ‘Review of the Provision of Creative Arts Programmes in Dublin’

Preparation of IADT Strategic Plan 2014-2019

HEA Draft Mission-based Performance Compact 2014-2016

Response to Technological Universities Bill

Response to HEA Compact submission

Submission and response to National Entrepreneurship Policy Statement Consultation

2012

2013

2014

The visual below (although by no means an exhaustive list) reflects the level of change, which has impacted the focus of higher education in Ireland, much of which has been driven by the National Strategy for Higher Education to 2030.

IADT Direction of Travel


Concurrently with all of the above IADT, together with all other educational institutions, has been impacted by the economic conditions, the progression of policy and the changing external environment. IADT has developed our Strategic Plan to respond positively to, and take advantage of, all opportunities arising from the challenging environment.

4.2 Consolidation Alliances and Clusters In consideration of current government policy relating to educational consolidation, our position is clear; IADT will continue to progress as an autonomous higher education institution with a strong focus on delivering upon key national priorities.

We recognise that as a relatively small institution we will benefit greatly from partnerships and collaborations, which form a key element of our Plan. These alliances will enable us to assist in the shaping of the creative and cultural industries and society in general, provide opportunities to leverage shared resources and infrastructure, and support the advancement of pathways, progression routes and creating opportunities for a diverse cohort of learners. We will actively continue to seek alliances and partnerships with other higher education institutions, further education and private organisations nationally and internationally to enhance our vision and mission and to achieve our stated goals. The sharing of resources and services will also be explored where they benefit our staff and students.

A number of national priorities were published as part of the National Strategy for Higher Education to 2030 and IADT looks forward to continuing to work towards the delivery of these priorities, both independently and collaboratively.

4.3 The Creative, Cultural and Digital Technologies SectorsThe creative, cultural and digital technologies industries are recognised as high growth sectors nationally and internationally and are key stakeholders for IADT. In addition to their direct effect, these industries have many “spill-over” effects which play a crucial role in driving economic and social innovation across many sectors. Recognition and appreciation of IADT’s role and contribution within these sectors is growing as a result of the blurring of boundaries between culture, economics and technology.

While the importance of these industries is clear and should be embraced, the dynamics are changing; driven by new audiences, digital technology, changing distribution channels, and the removal of barriers between creators and consumers.

To deliver upon the potential of these sectors, the right enablers are necessary. Education is essential to influencing the future development of the industry and can act as a powerful catalyst in equipping students with the creative, technological and entrepreneurial skills to advance our knowledge economy, whilst stimulating demand for more diverse and innovative solutions in parallel.

IADT is playing a key role in advancing the development of industry relevant programmes. We integrate creativity across our curriculum and advocate the nurturing of skills such as critical thinking, design skills, problem solving, collaboration and communication.

It is our view that the greatest impact can be achieved by working in collaboration with others in the sector. IADT is currently collaborating extensively, for example, through the Dublin-


based thematic cluster around the creative and cultural industries sector encompassing higher education and further education institutions, and a consortium of industry groups and cultural organisations. The partners in this cluster will be united in furthering a set of agreed objectives and strategies to grow and to represent the best in the creative and cultural sectors in Ireland.

This Plan will continue to position IADT as an important leader, policy influencer, and an important centre of teaching, learning and applied research within the creative, cultural and digital technologies industries.

4.4 Institute & Campus SustainabilityAs identified in the changing and uncertain environment, IADT needs to develop our activities to ensure its continued financial sustainability and capacity to remain as an autonomous higher education institute. In common with many other HEI’s we are currently heavily dependent on recurrent grant and undergraduate fee income. There is a need to diversify our income base through growth in postgraduate and international student numbers; the continued development of industry relevant programmes and the provision of externally funded professional development and training opportunities. The current financial model for higher education funding in Ireland, is based on growing student numbers in line with national trends. IADT needs to keep pace with this growth.

Additionally, IADT needs to develop the range of other activities to utilise the resources of our campus by harnessing potential commercialisation activities through the NFS Studios, the Media Cube, the all-weather pitch, and all other resources of the campus. IADT will update our Campus Development Plan to reflect these challenges and to provide the best possible facilities we can for all our students and staff.


This Plan will continue to position IADT as an important leader, policy influencer, and an important centre of teaching, learning and applied research within the creative, cultural and digital technologies industries.


20 Strategic Priorities 2014 - 2018

5. Strategic Priorities 2014 - 2018 We have developed a number of strategic priorities for 2014-2018 to fulfil our distinctive mission. These are additionally informed by our Mission-based Performance Compact agreed with the HEA. Each strategic priority includes a number of objectives, progress on which will be evaluated over the life of this Plan.


Our strategic priorities, which are detailed further below, can be summarised as follows:

Students & Programmes

Strategic Priority 1: To grow student numbers through development of all our disciplines and practices so that we are a coherent Institute of Art, Design and Technology with a distinctive programme range, and to embed the critical thinking, design, digital and entrepreneurial skills necessary for employment and lifelong learning

Strategic Priority 2: To provide a high quality and fulfilling educational experience for students facilitated through excellent facilities and teaching space, enhanced student services, campus life and civic/community engagement.

Strategic Priority 3: To strengthen the link between further education and higher education, and to widen access, opportunity and support for students from disadvantaged backgrounds, mature students and those with learning difficulties and disabilities.

Strategic Priority 4: To enhance the profile and position of the National Film School as the primary centre of film education and practice-based research nationally, and to build recognition for the National Film School internationally.

Knowledge Generation & Transfer

Strategic Priority 5: To be at the forefront of research and innovation in our selected areas that will maximise our contribution to the creative, cultural and digital technologies industries and inform our teaching and learning activities.

Collaboration & Engagement Strategic Priority 6: To progress engagement with community and enterprise in order to further develop opportunities and benefits for students, staff and partners.

Strategic Priority 7: To leverage strategic relationships with key stakeholders in the creative, cultural and digital technologies industries in order to develop innovative, creative partnerships and to deliver new insights and concepts.

Strategic Priority 8: To further develop and formalise links with international HEI’s and organisations to develop and grow our international student numbers and provide opportunities for new types of collaboration and engagement.

Culture & Communication Strategic Priority 9: To realise our collective ambition through enhanced communication, greater alignment of activities, sharing of knowledge and improved technology and systems.

Strategic Priority 10: To provide a positive and progressive working environment and to promote opportunities for personal and career development for all IADT staff.

22Strategic Priorities 2014 - 2018

5.1 Students and Programmes5.1.1 Teaching and Learning

Strategic Priority 1: To grow student numbers through development of all our disciplines and practices so that we are a coherent Institute of Art, Design and Technology with a distinctive programme range, and to embed the critical thinking, design, digital and entrepreneurial skills necessary for employment and lifelong learning.Enterprises with the creative and cultural industries and their associated digital technologies are constantly changing, adapting and responding to environmental needs and circumstances. It is therefore imperative that students are exposed to the entrepreneurial, innovative and critical thinking styles, practices and approaches necessary to navigate through the challenges and opportunities they are likely to encounter upon graduation. It is also imperative that our students are equipped with the skills and knowledge to enable them to fully embrace and operate within the changing digital world. IADT is unique in having a suite of programmes that bring together our key disciplines in the creative arts, design, digital media, humanities, entrepreneurship, technology and applied psychology which reflect and represent our unique vision and mission.

In order to prepare our students, we place excellence in teaching and learning at the heart of what we do; our programmes offer a combination of theoretical and academic modules with an applied focus, that enables students to develop knowledge, skills and competencies in their discipline area. We have developed a Learning, Teaching and Assessment Strategy (LTA Strategy), which aligns those theoretical and practice-based pedagogies. The LTA Strategy has three aims:

1. Developing knowledge, skills and competencies

2. Supporting student learning

3. Preparing students for life after IADT

Our approach centres on supporting our students to reach their potential, with all our staff involved in creating our student-centred learning environment. While our current strengths will be maintained, we recognise the need for greater integration of creativity and innovation in our programme offering, together with the need for greater alignment between learning outcomes, pedagogy and assessment. All policies pursued in the area of learning and teaching will promote the increasingly international and culturally diverse nature of IADT.

Strategic Objectives This Plan centres on developing the knowledge, skills, competencies, and support for student learning and preparing students for work and professional practice. Specifically this includes:

f Review, develop and implement a curriculum plan for IADT that enhances all our discipline areas, strengthens our specialist vision and mission, and dedicates available resources to enhance delivery.

f Developing our portfolio of programmes in the key disciplines of creative arts, humanities, film, design, digital media, entrepreneurship, technology and applied psychology which reflects and represents our unique vision and mission.


f Build internship opportunities and project-based learning into programmes through formalised links with enterprise and community, so as to embed practical experience and civic engagement in all programmes.

f Review and explore the opportunities to develop Higher Apprenticeships for the creative industries sector incorporating a work-based learning programme.

f Create greater opportunities for inter-disciplinary work across all programmes so as to offer flexibility and choice for students, and to embed the thematic strengths of IADT such as design thinking, creativity and problem solving.

f Strengthen our quality assurance and improvement, and embed regular reviews of feedback (internal and external) to ensure recommendations for improvement are implemented.

f Embed entrepreneurship, employability, and the use of digital literacy in our programmes.

f Identify initiatives to sustain and improve retention levels in undergraduate programmes and across the Institute, in particular for ‘at risk’ categories of students.

f Continue to support staff development for teaching and learning.

f Review and grow sustainable part-time and continuing professional development (CPD) provision with a focus on industry provision, and explore opportunities for integration and accreditation.

f Explore opportunities for joint programme development and delivery with other education providers - further education and higher education and private training companies - nationally and internationally.

5.1.2 Student Experience and Campus Life

Strategic Priority 2: To provide a high quality and fulfilling educational experience for students facilitated through excellent facilities and teaching space, enhanced student services, campus life and civic/community engagement.The quality of the student experience is one of the most important performance indicators for all higher education institutions. The overall student experience is driven by a number of factors including the quality of teaching and learning, student supports, programme content and structure, staff and student interactions, and the overall campus environment. Feedback from students and stakeholders as part of the consultation process indicated that the quality of the student experience at IADT, specifically the non-academic aspect, is an area requiring improvement.

In a time where the attraction and retention of students is a key focus for third level institutions, we consider the development of our suburban campus recreational and accommodation facilities to be important. In recognition of budgetary constraints, achieving an enhanced student experience, from structured services to the provision of recreational facilities, will require regional collaboration and some investment. We will pursue opportunities for the sharing of resources with other higher education institutions, enterprise and community bodies in a cost effective manner. We will also invest in our own records system to ensure better communication, support and tracking of our students.

To improve the overall student experience, we will focus on issues such as sustainability and the promotion of a healthy lifestyle as way of enhancing the student experience, and will prioritise the development of strong social awareness and the civic engagement agenda amongst our


students. Furthermore, we recognise that there are opportunities to improve both campus life and campus utilisation, particularly during out of hours (evening and holidays), which could lead to the generation of additional sources of funding. We will pursue such opportunities and partnerships where they clearly contribute to the improvement of IADT campus life and the overall student experience.

In improving the social and environmental aspects of student life, we hope to enhance our position within our community, with our stakeholders and importantly with our alumni. Many of the IADT alumni now work in the creative and cultural industries in Ireland and internationally. In furthering our alumni links we will create opportunities for learning, knowledge transfer and employment, specifically relating to the creative and cultural sectors.

Strategic ObjectivesIADT will pursue a number of initiatives to improve the overall student experience, delivered through the following objectives:

f Create a central support facility on campus to provide a full student-centred service, from initial contact through to graduation, in collaboration with a range of partners where appropriate

f Create a Student and Client Relationship Management System to maximise effective communication and tracking

f Review IADT’s Campus Development Plan to identify and meet future Institute needs

f Maximise facilities on campus through more strategic use of resources and, off campus through stronger external partnerships, in order to best serve our students

f Strengthen links with and between our alumni through enhanced communication and networking events and initiatives

f Commercialise our campus and facilities to generate additional funding that can support the improvement of facilities

f Raise awareness of sustainability issues on campus and develop the green campus agenda

f Promote an awareness of a healthy and balanced lifestyle and good physical and mental health amongst our students

5.1.3 Participation, Equal Access and Lifelong Learning

Strategic Priority 3: To strengthen the link between further education and higher education, and to widen access, opportunity and support for students from disadvantaged backgrounds, mature students and those with learning difficulties and disabilities.An objective of the national education agenda is to promote access for disadvantaged groups and put in place coherent pathways into higher education from second level education, further education and other non-traditional entry routes. At IADT, we pride ourselves on providing a supportive and inclusive campus in which diversity is positively valued. Since 2010, we have made considerable progress to integrate and mainstream access practices and initiatives, supported by IADT’s Equal Access and Participation Strategy, Learning Teaching and Assessment Strategy, and IADT’s Learner Charter which guides student and Institute interactions.


Our programme offering is differentiated through our specialised and responsive programmes that are designed and delivered with the varied needs of our diverse student, industry and stakeholder base in mind. The unique aspects of our learning and teaching model allow for greater focus on practice-based learning, thereby reducing traditional barriers to entry to higher education programmes, and therefore attract students from a wide range of backgrounds. A critical aspect of the IADT student experience and therefore progression, is the breadth and level of support our students receive. Our “First Year Matters” initiative has been central to supporting first-year students to engage with their learning experience more successfully.

Whilst mindful of resource constraints, we will continue to provide ongoing supports for all students registered with the Access Office. The IADT Access Office will continue to work with a range of local partners to develop supportive community relationships and activities, and to improve social inclusion in the local area.

Strategic ObjectivesIADT continues to create a supportive and inclusive campus in which diversity is positively valued. This priority is an important building block for current students, and in the attraction and retention of future students, and will be supported by the following objectives:

f Strengthen relationships to support progression between further education and higher education, and higher education and employment, to create progression pathways and ease of transition for students through the education system

f Develop access, transfer and progression arrangements particularly with programmes in further education colleges where formal arrangements are not currently in place

f Develop supportive community relationships and activities, through the Access Office, to facilitate participation and improve access.

f Facilitate entry to and participation in our programmes by mature students, students from non-traditional entry routes, students who are experiencing socioeconomic disadvantage, and those with needs arising from a health or disability issue

f Ensure our students have access to the highest standard of tuition and facilities within their discipline, and within real and virtual centres of excellence in their region

5.1.4 The National Film School

Strategic Priority 4: To enhance the profile and position of the National Film School as the primary centre of film education and practice-based research nationally, and to build recognition for the National Film School internationally.The National Film School (NFS) is an integral part of IADT that influences and captures best practice in the film, animation, broadcasting, design for stage and screen, modelmaking and digital media industries by providing creative, technical and academic education of an international standard.

As a national and international player in film and media related disciplines and sectors, the NFS offers a bridge between education and industry. This Plan prioritizes interaction and co-operation between students, staff and enterprise to ensure the NFS is renowned for producing exceptionally talented, up-to-date, and industry-ready graduates.


Over the life of this Plan, we will build on the opportunities provided by the NFS to further advance our reputation on an international level as a centre of excellence in education and training in television, film and animation. We will expand the NFS relationships with enterprise and the community to embed knowledge exchange for the benefit of students, staff and external stakeholders.

The opening of the new state of the art, dedicated building for the NFS in November 2013 will support us to further our profile as a national and international centre of excellence for the creative and cultural sectors. At the same time, this will provide new income streams and support the funding of collaborative projects within areas including television, film, animation and related areas.

Strategic ObjectivesIADT will pursue a number of activities that will reinforce the high standard of applied film education that we have provided for almost 30 years, delivered through the following objectives:

f Develop opportunities for students and staff across IADT disciplines to contribute to and benefit from the NFS to enhance their education experience

f Advance the innovative and entrepreneurial skills of NFS graduates through greater integration of the full breadth of IADT disciplines, into NFS programmes

f Create programmes and events designed to increase collaboration among producers, writers and directors, and spearhead industry development and upskilling in Ireland

f Create and develop links to become the centre of excellence for employers, international film and television companies, and film and television related media queries

f Create a commercial development plan for NFS revenue generation

f Formalise agreements with other international film schools and experts to enhance our programmes and teaching and learning

f Build the brand and profile of the NFS at IADT as an internationally recognised leading provider within the film industry through its education of students and alumni, its creative outputs and its significant contribution to the advancement of the sector.


5.2 Knowledge Generation and Transfer5.2.1 Research and Innovation

Strategic Priority 5: To be at the forefront of research and innovation in our selected areas that will maximise our contribution to the creative, cultural and digital technologies industries and inform our teaching and learning activities.Research, development, innovation and industry engagement are key features of the IADT Strategic Plan 2014-2018. Advancement in this area will be critical in the continued success of IADT to inform our teaching, diversify our income streams, and enhance our industry profile and reputation as a specialist institution.

Our teaching, learning and enterprise engagement can be greatly enhanced through advancing research and innovation in our selected areas of Creative Arts and Media, Public Cultures and Entrepreneurship and Psychology/Technology. Our recently established Directorate of Creativity, Innovation and Research will be responsible for leading this initiative.

We will develop IADT’s research profile through publication and professional practice outputs. Our Knowledge Transfer service will identify intellectual property from students and staff projects and make this available for the benefit of start-up enterprises and industry partners.

Greater industry engagement and the provision of innovation support for start-up enterprises in the fields of digital media technology and enterprise is important, and is facilitated through our on-campus business incubator, the Media Cube. We will advance and expand our incubation offering in conjunction with partners, and pursue opportunities to engage with our region.

Success in this area is integral to meet the needs of the creative, cultural and digital technology industries in Ireland and to develop new areas of expertise in for example usability and human behaviour and digital humanities research.

Strategic ObjectivesThis Plan focuses on achievable and targeted research, innovation, and business engagement and will be achieved through the following objectives:

f Support and enhance the status and reputation of IADT’s research capacity in the areas of Creative Arts and Media, Public Cultures, Entrepreneurship, Psychology and Technology.

f Develop further our research outputs in our key identified areas through active sourcing of research funding to provide funding opportunities and incentives for staff

f Build capacity for research (inputs and outputs) and innovation activity through collaboration and the creation of additional funding sources, and new sources of postgraduate research funding for Level 9 scholarships (such as the Science Without Borders initiative) to increase current numbers of postgraduate research students

f Create partnerships and advance alliances to deliver joint specialist research masters, PhDs and practice-based PhDs, as well as advancing opportunities arising from of our established relationship with UCD

f Further develop the connectivity between our research activity and our programmes


f Expand the range of partnerships and collaboration opportunities with the creative industry sub-sectors of television, film, and animation, art and design, leveraging key opportunities provided by Enterprise Ireland and through Horizon 2020

f Maximise utilisation of our business incubation to develop spin-out and spin-in businesses, and associated licenses and patents from these ventures

f Explore opportunities to develop a creative industries focused incubation centre.

5.3 Collaboration and Engagement5.3.1 Engagement with Enterprise and the Community

Strategic Priority 6: To progress engagement with community and enterprise in order to further develop opportunities and benefits for students, staff and partners.Key to the achievement of national economic and social targets is the need for a well-developed entrepreneurial ecosystem supporting organisational initiatives and practices, in conjunction with internal and external stakeholders.

The process of developing this Plan highlighted that many of our stakeholders, including enterprise and the community, are keen to establish and strengthen their relationships with IADT. As a specialist provider of Level 7 to 9 programmes in art, design, media, technology and entrepreneurship, IADT produces knowledge for the benefit of the economy and society and prepares students for active citizenship. We have a history of engagement in the local, national and international community, for example through our FÍS and SCHOOL IN A BOX (SIAB) projects. Our presence can be greatly enhanced through greater engagement with industry, and the creation of opportunities for direct involvement of staff and students in enterprise and community initiatives.

IADT aims to implement a more coordinated approach to engagement which would enhance our position within our region, and derive greater benefits and opportunities for our Institute, our community and our enterprise partners.

We feel the greatest value and impact will only be achieved through a coordinated approach to sharing our knowledge, managing relationships and exploiting online technologies.

Strategic ObjectivesEngagement with enterprise and the community is essential to ensuring our knowledge and skills transfer yield maximum economic, social and cultural benefit, and will be supported by the following objectives:

f Allocate responsibility for the management and co-ordination of external engagement to ensure the maximum potential of all relationships is achieved, specifically with the IUA/IOTI Campus Engage initiative.

f Create an open environment which promotes campus engagement with enterprise and the community, and facilitates greater knowledge transfer to enterprise and the community


f Collaborate with industry and the community in programme development and delivery to support the continued integration of practical project-based education, work placements or appropriate work-based assignments across all our programmes

f Develop further volunteering and community engagement projects and opportunities for our staff and students

f Ensure strategic alignment with, and contribution to, the achievement of national economic and social targets including Springboard Labour Market Activation Initiative and Enterprise Ireland Innovation Voucher participation

f Advance industry engagement through the Enterprise Ireland New Frontiers or similar programmes

f Mobilise the digital skills of our students to train and mentor local young people from disadvantaged backgrounds

f Encourage student enterprise activities on campus and in the community

f Facilitate graduate start-ups through our incubation centre.

5.3.2 Partnerships and Collaboration

Strategic Priority 7: To leverage strategic relationships with key stakeholders in the creative, cultural and digital technologies industries in order to develop innovative, creative partnerships and to deliver new insights and concepts.The purpose of partnerships, collaboration and clusters is to advance the capacity, performance and contribution of higher education as a whole. Our Plan is underpinned by the development of partnerships with other higher education institutions, industry and the creative cultural sector, and the development of regional and thematic clusters. At present we have an established relationship with UCD, formalised through an MOU, and we are part of a Dublin/Leinster Pillar 1 cluster with UCD, TCD, NCAD, and Marino Institute of Education, in addition to a number of regionally based clusters including GradCAM and the DRHEA.

Additionally of significant importance, is the development of a thematic cluster based around the creative and cultural industries, involving partners in further and higher education, industry and the creative community. The proposal is for the development of a creative industries cluster in Dublin encompassing higher education and further education institutions, and a consortium of industry groups, and cultural organisations to implement the key recommendations of the HEA Report: ‘Review of the Provision of Creative Arts Programmes in Dublin’ (February 2013).

Some of the benefits of regional clusters include:

f High quality and a better integrated set of services for students, businesses and communities

f Shared and coordinated academic planning and curricula development

f Regional development of entrepreneurship education

f Enhanced access, transfer and progression opportunities for learners

f Coordinated approach to enterprise and community engagement

f Shared services and facilities


f Coordinated approach to presentation and promotion of the region internationally

f Opportunities for the generation and sharing of new knowledge, ideas and research.

In the short term while clusters are being established, we will form alliances between institutions that will eventually be members of the same cluster.

Strategic ObjectivesIADT will pursue collaboration and cluster opportunities that enhance existing relationships and create new partnerships, to progress regions of knowledge and ideas. IADT will achieve this through the following objectives:

f Enhance cross-institutional collaboration and regional clusters through formal links to gain greater economies in the sharing of resources

f Formalise collaborations with creative institutions, national and international, for research, student and staff exchanges, shared access to common modules, and shared learning to build on the positive reputation of IADT

f Further our formal relationship with UCD, subject to national policy direction, up to and including Recognised College status.

f Pursue the development of a three-way cluster of IADT, UCD and NCAD in our mutual interest

5.3.3 The International Agenda

Strategic Priority 8: To further develop and formalise links with international HEI’s and organisations to develop and grow our international student numbers and provide opportunities for new types of collaboration and engagement.The National Strategy for Higher Education 2030 states that ‘internationalisation’ includes: “…attracting more international students, making it easier for staff and students to study and engage in research abroad, making Ireland attractive to international staff, establishing more collaborative institutional links, internationalising curricula, developing trans-national education, and participating in EU programmes”.

The IADT Internationalisation Strategy and related operational plan for overseas student recruitment is designed to develop our profile and reputation as a truly international specialist institution, aligned to the vision and mission of IADT. Firstly, we will focus on the generation of non-exchequer funding through planned and targeted growth of non-EU international student recruitment, within a limited geographical market, with specific institutions that reflect the ethos of IADT. Secondly, we will develop an international network of institutions which will enhance the teaching, research and enterprise environment of IADT through the leveraging of these links for staff and student exchanges, research programmes, and business links to develop our innovation and enterprise activities.

Our international objective will be achieved through the development of an international network of institutions through which student and staff exchanges, research and innovation and enterprise activities can be progressed.

The internationalisation of the IADT campus requires a balanced mix of overseas students


across the different programmes and levels, from undergraduate, postgraduate, and research, with staff exchange programmes between the collaborating institutions enhancing our learning, teaching and cultural environment.

One of the challenges with increasing our proportion of overseas students is our capacity to support an international learning environment without negatively impacting on the local/national undergraduate recruitment base. This approach needs to balance the number and progression routes of direct entry undergraduate students, and the variety of postgraduate and research study opportunities, while providing a rich cultural mix of students from different overseas countries and educational backgrounds. As such, our approach will be rolled out on a phased basis to ensure the necessary quality assurance, student support and marketing systems are established and aligned to the needs of this new student base.

Strategic ObjectivesThe reputation and profile of IADT will be enhanced by the internationalisation of its campus, programmes and staffing, and will be supported by the following objectives:

f Promote international mobility and research opportunities to enhance the profile and reputation of IADT and ensure students are exposed to international curricula

f Formalise partnerships with a sustainable network of international institutions to facilitate inward and outward movement of students and staff to improve overall experience and enhance the quality of learning, teaching and research

f Further develop opportunities for the outward mobility of staff and students through Erasmus+ and other exchange opportunities

f Encourage and support participation in international higher education networks and initiatives

f Set up cost-effective systems and infrastructure to promote and manage the recruitment of non-EU international students, support student welfare, and collaborate to ensure an excellent learning experience and cultural offering

f Develop opportunities to extend and celebrate the diversity of our staff and student body at IADT.


5.4 Culture and Communication5.4.1 Enhancing Communication

Strategic Priority 9: To realise our collective ambition through enhanced communication, greater alignment of activities, sharing of knowledge and improved technology and systems.This aspect of our Plan focuses on two priority areas - external and internal communications.

External Communications - During the consultation process, our stakeholders highlighted the positive associations with the IADT brand, particularly in the creative, cultural and digital technologies industries. However, brand awareness and the overall visibility of IADT’s distinctive offering was highlighted as an area requiring enhancement and greater coordination.

This Plan focuses on making the IADT brand more cohesive, and its related values and objectives clearer and immediately recognisable. We will undertake a programme of communication and initiatives to make our programmes and vision more visible though greater brand awareness and better communication of our distinctive mission, values and priorities. This requires a strategic and structured approach to marketing and information sharing aimed at delivering a consistent message and showcasing our strengths, nationally and internationally. A key focus of our Plan is marketing and communication through a newly designed, user friendly website available on diverse contemporary platforms.

We will further develop our use of a range of social media as a communication and marketing tool. We will build more formal relationships with our extensive and successful alumni.

Internal Communications - Information sharing is a necessary part of harnessing our many contacts and relationships, of building greater awareness of the IADT brand, profile and achievements. In order to facilitate this sharing, the appropriate systems are required. Given limited budgets, the development of knowledge management, information sharing and communications systems within IADT will be implemented in a cost effective manner. This priority requires greater interdisciplinary alignment and teamwork, and is supported by the recent restructuring of our academic functions which promotes a more open and team-based culture, and maximises internal and external engagement to achieve greater coherence in our activities.

Developing robust and clear internal communication systems is crucial for the maintenance of good relationships, leveraging of our established reputation, delivering consistent messages across the Institute and the dissemination of information for the benefit of all.

Strategic Objectives The enhancement of communications will enable greater knowledge sharing and team alignment, and will provide students, staff and our external stakeholders with an open, interactive and engaging environment, achieved through the following objectives:

f Enhance our communications and marketing function to improve the visibility of our brand internally and externally

f Redevelop the IADT website and social media presence to effectively promote IADT


The enhancement of communications will enable greater knowledge sharing and team alignment, and will provide students, staff and our external stakeholders with an open, interactive and engaging environment.


f Further develop the use of Social Media platforms to communicate more efficiently with students and alumni

f Build and strengthen our brand recognition through hosting and participating in creative and cultural industry initiatives at a local, regional, national and international level

f Improve ICT systems and processes to further develop an open culture of partnership and collaboration where information sharing is enabled by processes, structures and systems

f Encourage and support staff to engage in activities and initiatives, internal and external, that support the advancement of the Institute’s vision and mission.

5.4.2 Valuing Staff

Strategic Priority 10: To provide a positive and progressive working environment and to promote opportunities for personal and career development for all IADT staff. IADT has a committed, well-qualified and dynamic staff who understand and share the vision and mission of the Institute. Our staff are essential in realising the vision and mission of IADT. Their positive and professional interactions and engagements with a range of stakeholders, internally and externally, will determine the continued success and development of the Institute. Supporting them in responding to the many challenges that naturally arise will be the achievement of the following objectives:

Strategic Objectives Our staff are an essential part of our continued success. This priority is considered critical to achieving our vision, and is supported by the following objectives:

f Review current information and consultation processes and implement strategies to improve lines of communication and opportunities to actively engage in the advancement of IADT, its programmes, services and activities.

f Further develop the Institute and its corporate procedures to ensure that we are Leading, Organising and Working in new and creative ways. Our overarching goal being to maximise new and innovative service delivery channels while delivering the highest levels of efficiencies, usability and flexibility so as to enhance student and client services.

f Review our talent management strategies and policies so as to enhance the qualifications, and skills necessary to support staff in the delivery of our strategic and operational objectives now and into the future.

f Review and celebrate existing research practice and activities with a view to building future research and development opportunities for staff across the Institute.

f Contribute to the national review of opportunities to develop and implement shared services and outsourcing arrangements, whilst ensuring that such arrangements add value to our operational capability to deliver quality assured student and client services

f Promote an awareness of a healthy and balanced lifestyle and good physical and mental health amongst our staff

f Explore further opportunities to grow non-exchequer funding and resources necessary to add to our core services and staff and proactively engage with industry and clients of the Institute.

f Grow and develop stronger relationships with previous staff members through exploring opportunities for them to continue their involvement in the life of the Institute.


40Implementing and Monitoring The Strategy

6. Implementing and Monitoring The StrategyTo support us in implementing our Strategic Plan to 2018, we will develop a strategic implementation framework aligned to our ten strategic priorities, with strategic objectives aligned to each priority. The following actions will support us in implementing and monitoring progress against the IADT Strategic Plan for 2014 to 2018.

IADT Strategic Plan 2014 to 2018

Strategic Implementation Plan 2014 to 2018

Mission Based Performance Compact

Annual Operational Planning

f Allocate responsibility for delivering on our strategic priorities

f Monitor & report on progress

f Define timelines for completion

f Agree key milestones

f Allow for creativity & flexibility

f Respond to change

f Provide challenge & oversight

f Enhance accountability and demonstrate distinctiveness

f Provide interim targets or milestones on the path to the final target


f Identify & explain any underperformance against objectives

f Provide challenge & oversight

f Allocate responsibility for delivering tasks

f Identify resource requirements


f Identify inhibitors to progress

f Identify changes required

f Identify contingency plans to adapt to change

f Support redirection if unplanned events occur

Governing Body - Quarterly Update

HEA - Annual Self-Evaluation Executive Management Team - Quarterly Update

In addition to formal reporting, we will communicate our progress in an open and transparent manner to our staff, students and to our wider stakeholders.

Over the life of this Plan, we will assess our strategic priorities on an ongoing basis to ensure that they remain appropriately aligned to the national agenda, and responsive to the needs of all our stakeholders. Other processes such as Institutional and Programmatic Reviews will further aid this process of ongoing assessment.


Appendix 1: Acknowledgements The strategic development process, led by the President and the Executive Management Team, has been greatly assisted by the contribution of students, staff, alumni and members of the Governing Body. The input of external stakeholders has been invaluable and their generosity in making time available is greatly appreciated. The organisations available to participate in the consultation process included:

Department of Education & Skills

Department of Arts, Heritage & the Gaeltacht

Higher Education Authority (HEA)

Quality & Qualifications Ireland (QQI)

Institutes of Technology of Ireland (IoTI)

IADT / UCD Working Group

Ballyfermot College of Further Education

Senior College Dun Laoghaire

Dun Laoghaire Further Education Institute

Aladdin Schools

Loreto Foxrock

Blackrock Education Centre

Dun Laoghaire-Rathdown County Council (DLRCC) County Development Board Dept.

DLRCC Arts Office

Dun Laoghaire-Rathdown County Enterprise Board

Bray Area Partnership

Southside Partnership

Association for Higher Education Access and Disability (AHEAD)

Women in Business Alliance

Design & Crafts Council of Ireland (DCCoI)

Irish Film Board

42 Appendix 1: Acknowledgements

Screen Producers Ireland

IBEC

Enterprise Ireland

Irish Software Innovation Network

Film Base

Ashford Studios

IQ Content

Software Design

Vidatum

Engineers Ireland

Vodafone

MKO Consultants

Keg Kartoonz

DETAIL. Design Studio

Caboom / Animation Ireland

Lucidity

Monster Entertainment

Carr Communications

Other stakeholders were consulted on an individual basis throughout the process and assisted in the preparation of this Plan


Appendix 2: Acronyms Below is a list of acronyms used throughout this document.

CCI Creative and Cultural Industries

CPD Continuing Professional Development

DIT Dublin Institute of Technology

DRHEA Dublin Regional Higher Educational Alliance

EU European Union

FE Further Education

FYM First Years Matters

HE Higher Education

HEA Higher Education Authority

HEI Higher Education Institution

IADT Dun Laoghaire Institute of Art, Design and Technology

IoT Institute of Technology

IoTI Institutes of Technology Ireland

IUA Irish Universities Association

LLL Lifelong Learning

LTA Learning, Teaching and Assessment

MIE Marino Institute of Education

MOU Memorandum of Understanding

NCAD National College of Art & Design

NFQ National Framework of Qualifications

NFS National Film School

QQI Quality and Qualifications Ireland

RIAM Royal Irish Academy of Music

SME Small and Medium Enterprises

T&L Teaching and Learning

TCD Trinity College Dublin

UCD University College Dublin

44 Appendix 2: Acronyms

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Documents

Transcript of IADT Strategic Plan 2014-2018