AIT - LIT Consortium Staff Survey Report by AIT - LIT Consortium

INDEX OF CONTENTS Page No. Index of Contents

Summary of Key Findings

Introduction

Survey Findings

Institution and Areas of Work

Core Values for New Technological University

Vision Statement of the New Technological University

Comments on the Vision Statement Mission Statement of the New Technological University Comments on the Mission Statement

5 10 11

Main Student Categories for Growth in Student Numbers

Main Factors Contributing to Growth in Student Numbers

Main Factors in Developing the Quality of Teaching and Learning

Main Factors in Growing the Research, Development and Innovation Capabilities

Main Factors in Improving Stakeholder Engagement

Main Factors in Improving Engagement and Development of Staff

Opportunities for the New Technological University

Challenges for the New Technological University

Benefits of the Proposed New Technological University

Staff Benefits

Student Benefits

Industry Benefits

Main Comments on the Benefits of the New Technological University

Critical Success Factors for the New Technological University Conclusions

45 49

Appendix 1

Survey Questionnaire

Appendix 2

More Detailed Data Tables

SUMMARY OF KEY FINDINGS As part of the process of developing an application for Technological University status, the AIT/LIT Consortium project team commissioned this research survey of the views of staff within the two Institutes. The survey was an opportunity for staff to share their views for the purpose of informing the consortium in the development of the Technological University application. An online survey questionnaire was shared with staff (from 3rd – 26th June). The survey questionnaire contained a mix of quantitative and qualitative questions in order to gain a comprehensive assessment of the views of staff. Data analysis was undertaken using SPPS. The extent of the comments provided in response to the open questions (qualitative) was significant and provides a detailed insight into the opinions of staff. The approach taken to analyse the open questions was to determine the themes which emerged for each question. Overall, the level of response and tone of the comments, indicates a high level of positivity among staff and support for developing the Technological University. There are some concerns about this development but these are the minority. There was a significant response to the survey, a total of 657 staff completed the questionnaire which represents a response rate of approximately 54.8%. Some 52.1% of respondents were from LIT and 47.3% from AIT (0.6% did not indicate their Institute).

Core Values, Vision and Mission Statements The main values selected by staff for the new Technological University (from the list provided) are (in order of priority): • Excellence; • Professionalism; • Quality; • Innovative; • Collaborative; • Integrity; • Supportive; and • Inclusive. The main words suggested by staff for inclusion in the vision statement of the new Technological University include (in order of priority): • Student/learner centred; • Research focused; • Industry focused/engaged; • Accessible; • Community centred; • Innovative; • Excellence; • Inclusive; and • International focus. The main words suggested by staff for inclusion in the mission statement of the new Technological University include (in order of priority): • Student/learner centred; • Supportive/support; • Diverse/diversity; ii

• • • • • •

Education/teaching; Quality; International/global; Regional/local; Professional; and Engaged/engaging.

Student Categories for Growth Staff identify school leavers regionally as the main type of student to target for growth in numbers. While other important groups include school leavers nationally, postgraduates and flexible learning students.

Achieving Growth in Student Numbers Staff believe that the reputation/identity of the Technological University is the most critically important factor in contributing to a growth in student numbers. Enhancing the overall student experience and improving the campus equipment are also important.

Developing the Quality of Teaching and Learning When specifically asked to identify how the quality of teaching and learning could be developed, staff focused on investment in staff (by way of upskilling), technology and facilities as the three priority factors.

Growing the Research, Development and Innovation Capabilities Staff identify accessing research funding as the most important factor in growing the research, development and innovation capabilities of the new Technological University. They also identify the need to grow the number of research active staff and to develop research partnerships with industry.

Improving Stakeholder Engagement Promoting links with industry is significantly the most important factor which staff identify for improving stakeholder engagement. However, staff identify that it is also important to foster links with the region and the local community.

Improving Engagement and Development of Staff Staff identify the provision of training and development specific to their needs as the most important factor in improving engagement and development of staff. Enhancing opportunities for career development and greater work/life balance are also seen as important factors.

Opportunities for the New Technological University The development of the Technological University provides an opportunity for enhanced collaboration with a range of stakeholders (industry, academic, national and global institutions). The potential and capacity for collaboration is expected to grow and lead to potential new synergies.

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There is an expectation that the development will lead to the provision of a broader range of programmes at all levels. While the quality of programmes is anticipated to improve due to the input of a wider more experienced staff team. A Technological University should provide the opportunity to grow student numbers at all levels. University status is potentially a stronger brand with greater appeal to students than an Institute of Technology. In particular, it is expected that postgraduate numbers will grow as more research opportunities are developed. It is anticipated that the research capacity and capability will be further developed and that an enhanced culture of research and publication will emerge over time. Greater availability of research funding is also expected to drive growth in this area. The creation of the Technological University is expected to provide opportunities for accessing increased funding and resources for investment in facilities and programmes. Increased student numbers and University status are seen as important levers for securing funding. Staff believe that the establishment of the new Technological University provides the opportunity to develop a new image and identity which can lead to the emergence of strong brand and reputation as a world class University.

Challenges for the New Technological University Sourcing funding/resources to facilitate investment in facilities and programmes is seen as challenging. More opportunities may be available for sourcing research funding but this will depend on enhanced research capacity and capability. The presence of multiple campus locations (distanced from each other) across four counties poses a challenge: to creating a single identity; the coordination and standardisation of delivery/approaches; aligning service delivery and standard across all locations; and achieving efficiency in programme delivery. Some staff believe that duplication of services/programmes may occur and the approach to addressing duplication could impact on staff and students. Communication is considered as central to smooth transition into a new structure. While there is a high level of positivity among staff about the benefits for students of a new Technological University, there are some concerns about the possible impact on student learning and ensuring that some students are not left behind. Creating a distinct identity in a competitive education market for students will not be easy. The challenge is to create a fresh, modern and innovative identity but also to reflect the attributes and credibility of AIT and LIT. The new University needs to compete with long established Universities, other Technological Universities and other third level education providers. The key question which will need to be addressed is: what makes the new Technological University distinctively different from other colleges/universities?

Potential Benefits for Staff, Students and Industry There are a wide range of benefits identified for staff, students and industry as a result of the development of the new Technological University.

Staff Benefits The potential of working in a Technological University is expected to benefit staff by providing them with enhanced career opportunities with increased potential for structured career development and promotion. While for others, there is the expectation of greater job security within the new entity. There is a belief that the new Technological University will widen the network of colleagues and connections which will lead to greater shared learning, cross departmental/disciplinary collaboration and engagement with industry. A greater focus on research within the new Technological University is likely to lead to enhanced research capacity and capability among staff. Those with a research interest anticipate that they may have the opportunity for more research engagement and to further develop their research interests. University status is perceived by staff as beneficial for students, staff and industry. Staff suggest that the title University could potentially rejuvenate the institutions. There is a sense that the title â&#x20AC;&#x2DC;Universityâ&#x20AC;&#x2122; provides better recognition nationally and internationally. Investment in facilities, resources and equipment following establishment as a Technological University is expected to result in a better resourced college for staff to work in, students to learn in and for industry to engage and collaboration with.

Student Benefits Following the establishment of the new Technological University, students are expected to benefit from a wider choice of courses, with greater opportunities for progression which ultimately will lead to better career prospects. In addition to a wider range of courses, students are also expected to benefit from the more varied academic expertise available in a larger institution. A more active research function is also envisaged as enhancing the learning experience for students. An increased focus on quality and standards of education is also anticipated. Students are expected to benefit from increased investment in staff, courses, facilities, equipment and supports will ultimately lead to better learning outcomes and experiences. University status is identified as contributing towards the production of more employable graduates leading to better income earning potential, possibly a competitive edge in the jobs market and better career prospects.

Industry Benefits Industry is likely to benefit from the availability of a highly skilled and qualified pool of graduates from a wider range of disciplines. The ongoing course/programme development, investment in campus facilities, technology, equipment and staff and approaches to teaching and learning are anticipated to improve the calibre of graduates who are more aligned with industry needs.

The creation of a Technological University is anticipated by staff to provide opportunities for industry to collaborate on research projects, guide the direction of research/teaching and to benefit from research outputs and interactions with staff and students. The Technological University provides the opportunity to enhance the existing linkages and to create new alliances. The Technological University is likely to be more closely aligned to the needs of industry for ongoing training, CPD for their employees and the delivery of high quality bespoke training. A wider staff base is perceived to provide a more diverse range of expertise and skills which is potentially available to industry.

Critical Success Factors for the Technological University While the research identified the potential development and enhancement of teaching, additional courses and the student experience as important, staff consider that achieving growth in student numbers (both recruiting new students and retaining students for further studies) is critical to the success of the new Technological University. Investment (new courses/programmes; recruitment of additional staff; upskilling of staff; campus facilities; technology; and student facilities) can only occur if the Technological University is successful in securing the necessary funding from a range of sources including: EU; Government; student fees; research sources (various); and industry. Clear and effective communication in the new Technological University is a critical success factor, including between: management and staff; management/staff and students; staff within and across departments/faculties; different campus locations; and the Technological University and stakeholders/industry. The development of an enhanced and embedded culture of research is perceived as being an essential part of the progression to University status. An enhanced research critical mass is perceived as an outcome of becoming a Technological University. Staff consider themselves as fundamental to the success of the new Technological University as they directly engage with students in the delivery of education and training and lead on research activities. Staff buy-in is critical to success and will be achieved by ongoing communication and engagement with staff.

Conclusions on the Development of the Technological University

Positivity and Enthusiasm The staff of AIT and LIT are overwhelmingly positive about developing a Technological University and the potential outcomes for themselves, students, industry and wider community. Staff want to see the creation of a new Technological University which is focused on student learning and experience, while developing a deeper research ethos and a closer connection with industry/wider community. The process of developing a Technological University appears to be boosting morale and esteem and motivating staff to further achieve within the new entity. There is an obvious sense of pride (particularly relating to the ethos of supporting students) in the achievements of AIT and LIT to date but also in the future potential of being part of a Technological University. The enthusiasm of staff for the development of the Technological University is obvious in the range of opportunities envisaged from the establishment of the new entity.

Expansion in Programmes There is an opportunity to expand the range and depth of programmes/courses (including postgraduate level) available and the delivery approaches to students. The new Technological University provides the momentum to increase research capacity and capability and foster a deeper research and publication culture.

Growth in Student Numbers Ultimately, the establishment of a Technological University provides the opportunity and potential to grow student numbers at all levels primarily due to the: opportunity for students to graduate from a University; perceived enhanced status; and increased potential for postgraduate study and research.

Coordination and Connection of Campuses A reality of the new Technological University is that it will be a challenge to coordinate and connect two previously independent Institutes of Technology with six campus locations. Ongoing communication will be critical to this process.

Potential Impact on Student Learning The current student focused approach is valued and needs to be protected and nurtured in the development of the new Technological University in order to ensure that students remain the priority focus and concern.

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Identity Creating an identity and brand for the new Technological University will be important for its success. The challenge is to identify the factors which differentiate the new Technological University from other third level providers and to successfully promote those factors.

Potential Benefits The new Technological University is perceived as beneficial for staff, students and other stakeholders (including industry). The benefits for staff are focused around career and personal development opportunities as result of enhanced collaboration/networking, increased focus on research, enhanced facilities and supports and the status of working within a University. Students can potentially benefit from a wider range of learning opportunities and the possible progression within their studies and ultimately from the enhanced status of obtaining a University qualification. Industry has the potential to benefit from the availability of skilled graduates which facilitates recruitment and possibly contributes to the success of those businesses. It also provides the opportunity for collaboration on research and other projects which benefit industry, the University and the wider community.

Success Factors Six fundamental pillars emerge which are essential for the success of the new Technological University: securing funding for investment in facilities, courses and people; developing an enhanced research focus/reputation in tandem with teaching/learning; consolidating and growing student numbers; supporting and developing staff; effective communication at all levels; and engaging/collaborating with others.

Concluding Comment The creation of a new Technological University is a positive, exciting and ambitious development for AIT and LIT. It has the potential to deliver significant opportunities and dividends for students, staff, other stakeholders and the wider region/country. The development is not without challenges but these challenges can be addressed. Fundamental to the success of the goal of creating a successful new Technological University is maintaining a high level of communication and engagement with all stakeholders (staff, students, industry and others) throughout the process, clearly outlining the ambitious goals and the approach to realising those goals.

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1. INTRODUCTION As part of the process of developing an application for Technological University status, the AIT/LIT Consortium project team commissioned this research survey of the views of staff within the two Institutes. The survey was an opportunity for staff to share their views for the purpose of informing the consortium in the development of the Technological University application. Dr Pat Bogue, Broadmore Research and Consulting was engaged to manage the survey process and analyse the findings. A survey questionnaire was developed in consultation with the project team (see Appendix 1). An online link to the survey was shared with staff and they were encouraged to complete the survey and reminded while the survey link was live (from 3rd â&#x20AC;&#x201C; 26th June). The number of staff across both institutions at the time of the survey was approximately 1,200. The survey questionnaire contained a mix of quantitative and qualitative questions in order to gain a comprehensive assessment of the views of staff on the development of the Technological University. Data analysis was undertaken using SPPS. The extent of the comments provided in response to the open questions (qualitative) was significant and provides a detailed insight into the opinions of staff. The approach taken to analyse the open questions was to determine the themes which emerged for each question. In the presentation of findings, the main themes are outlined, supported by an overview of the main views expressed and further complemented by a selection of direct quotations from staff. Overall, the level of response and tone of the comments, indicates a high level of positivity and support for developing the Technological University. There are some reservations about this development but these are the minority.

The research findings are presented in Section 2. Within Section 2, there are a number of subsections which present different elements of the findings. Firstly there are suggestions from staff on the values, vision and mission statements for the new Technological University (Sections 2.2-2.4). Staff were asked to both select values for the new Technological University and words for inclusion in the vision and mission statements, while additional comments on these statements were also invited. The findings from a series of quantitative questions on the main factors for growth and development of the Technological University are illustrated in a number of graphs (Sections 2.5-2.10). The findings from a number of quantitative questions relating to opportunities, challenges, benefits and success factors are presented in Sections 2.11-2.14. These sections provide an in-depth view of staff opinions. Staff were invited to provide their comments to these open questions. Finally conclusions from the research are provided in Section 3.

2. SURVEY FINDINGS Overall, there was a significant level of response to the survey and a total of 657 members of staff1 responded to the survey across both Institutes of Technology (IoT) which represents a response rate of approximately 54.8%.

2.1 Institution and Area of Work Some 52.1% of the respondents are from LIT (Moylish – 38.7%; Thurles – 6.1%; Clare Street – 5%; Clonmel – 2%; & Ennis – 0.3%) and 47.3% from AIT. The level of response across the various areas of work within the two Institutes is presented in Table 1. Table 1 Area of Work For Staff within AIT & LIT (n=657) Area of Work Faculty of Applied Science, Engineering & Technology (LIT) Faculty of Business & Humanities (LIT) Limerick School of Art & Design (LSAD) Research, Development and Innovation (LIT) Corporate Services & Capital Development (LIT)

% 20.4 12 8.1 3.7 3.4

Academic Affairs & Registrar (AIT/LIT) President's Office (AIT/LIT)

7.4 3.9

Faculty of Engineering & Informatics (AIT) Faculty of Science & Health (AIT) Faculty of Business & Hospitality (AIT) Financial & Corporate Affairs (AIT) Research, Innovation & Enterprise (AIT) Faculty of Continuing, Professional, Online and Distance Learning (AIT) Strategic Planning, Institutional Performance, Equality & Diversity (AIT)

11.4 11.1 10.2 2.5 2.5 1.5 0.9

No Response

1.4

A small number of respondents did not provide a response or comment to individual questions. This number accounts for any apparent discrepancy where the total number of responses does not add to 100%.

2.2 Core Values for New Technological University Staff were provided with a list of values in the survey questionnaire which included those in the existing AIT and LIT Strategic Plans and others, from which they were asked to select five core values for the new Technological University. The top five core values for the new Technological University selected by staff, include: excellence (44.1%); professionalism (42.6%); quality (39.7%); innovative (34.4%); and collaborative (33.8%) (Figure 1).

Core Values for the New Technological University (n=657) Equity

8.1

Collegiality

13.9

Trustworthy

14.3

Engaged

15.7

Partnership

Respectful

18.6

Accountability

19.5

Accessibility

19.8

Transparency

19.9

Diversity

21.3

Equality

23.3

Inclusive

28.2

Supportive

29.2

Integrity

30.6

Collaborative

33.8

Innovative

34.4

Quality

39.7

Professionalism

42.6

Excellence

44.1 0

% of Staff

Note: Respondents could select a maximum of 5 values from the list provided Figure 1 Most Important Core Values Identified by Staff for the New Technological University (n=657) 3

2.3 Vision Statement of the New Technological University By way of stimulating the response from members of staff, the current vision statements of both AIT and LIT were presented in the survey questionnaire. Staff members were asked to reflect on the vision statement for the new Technological University and to suggest five key words that should be included in the new vision statement. Almost two-thirds (64.2%) of staff suggested that the words ‘student/learner centred/student experience’ (or similar words) should be included in the new vision statement (Table 2). While two out of five (40.1%) suggested that ‘research focused/led/driven’ should be part of the vision statement. Other key words suggested by staff include ‘industry focused/engaged/connected’ (29%) and ‘accessible’ (26.6%) (further detail is presented in Appendix 2 - Table 10). Table 2 Main Words Suggested For Inclusion in the Vision Statement of the New Technological University (n=531) Main Words Suggested for Vision Statement % Student/learner centred/student experience/outstanding learner experience 64.2 Research focused, informed and applied/led/driven 40.1 Industry focused/engaged/connected/led/relevant 29.0 Accessible 26.6 Community centred/service/benefit 16.9 Innovative 16.0 Excellence - teaching, research 15.6 Inclusive 15.6 International/global focus 15.4 Quality - teaching, learning 13.4 Engaged 12.4 Collaborative/collaboration 8.9 Supportive - staff students 8.9 Impactful 7.9 Leading 7.3 Teaching and learning – practical and applied 6.8 Social, community and economic growth 6.6 Contemporary 6.4 Diverse/diversity 6.4 Equal opportunity/equality 6.4 Relevant 5.8 Professional 5.3 Regional focus 5.1

2.3.1 Comments on the Vision Statement Staff were invited to comment on the vision statement for the new Technological University2. Some of the main comments are provided in this section.

Student Centred Staff suggest that a central element to the new vision statement should be a focus on student learning, personal development and experience. By being student centred, it should help to ensure that students are proud of their University. Must be student centred at all timesâ&#x20AC;Ś..inclusive and accessible to allâ&#x20AC;Ś..the student should be central as they are at the centre of higher education While obviously focused on the academic needs of students, staff believe that the Technological University should seek to ensure that it is holistic in terms of also addressing the social and emotional development of students. A TU that bridges the gap between the student's aspirations/ambitions and the environmental, technological and socio-economic needs of a modern worldâ&#x20AC;Ś..We should be committed to the social and emotional development of our students (not just a narrow career focus)

Community and Regional Focus AIT & LIT are strongly rooted within their local/regional communities and this link with community is expected by staff to be reflected in the future vision statement. The key metrics must not be student numbers or research budgets, they must be based on local engagement and the success of its learners in finding well paid employment in the region Aligned with the emerging needs of industry, enterprise, and communities of place The research findings suggest that a key focus of the Technological University is to serve regional needs by providing opportunities for education and skills development and supporting industries/employers to source highly educated employees. We need to carefully speak to our region/regions as they are our key stakeholders for students, industry, civic and social community collaboration and indeed research Technological University will be established to serve the needs of the people of the Midland and Shannon River regions, as a location to educate the people of all ages / to improve their skills / to support existing industries /employers, to develop new jobs and to expand foreign links through international students

Innovative Staff suggest that the new Technological University needs to be innovative in all aspects of education (including encouraging innovation among students), research and approach to management which should be reflected in the vision statement.

This was a separate question (from the suggestion of key words for the vision) and therefore there is not a direct correlation with the words listed in Table 2.

Excellence and Quality According to staff, the vision statement should express the desire to achieve and deliver excellence in all areas of academic and research endeavour. Quality of programmes, courses and delivery are highlighted as important in the vision for the future of the Technological University. Conveying the message to the public that the Technological University is striving for excellence in all areas delivery to students, industry and the wider community is important. Staff believe that achieving excellence in research and building the research reputation of the Technological University should be a particular focus. Excellence in learning, teaching and in scholarship Aiming not just to be the best Technological University for students but the best Technological University for staff, the best employer Should aspire to excellence in teaching and research in line with its elevated status as a Technological University while retaining its core strength as a student-centred college where students at all levels of ability can feel that they are receiving personal support from staff

Collaboration Internal and external collaboration should be central to the future vision of the Technological University. Internal collaboration between staff across both institutions and external collaboration with others are believed by staff to be critical to making the Technological University more attractive to students and staff. While much focus is typically placed on collaboration with industry, staff also suggest that it is important to collaborate with the social, community and voluntary sectors. A wonderful, exciting time for AIT/LIT to expand and work collaboratively to enhance and enrich every students experience and continued growth through partnership with external stakeholders to make the new Technological University an attractive higher education provider for new, returning, continuing students and its staff

Ambitious Staff suggest that in the language used, the vision statement should clearly set out the ambition for the new Technological University, including widening the opportunities for people from all backgrounds to access educational opportunities. They believe that this ambition should be driven by the desire to the leading Technological University (educational institution) and to be seen to be a leader in education in Ireland. Fantastic opportunity to become leading TU in Ireland Instead of maintaining an insular regional introspective focus, we can strive to instead see ourselves at the centrepoint of a circle, looking outwards, and welcoming inwards both a national and international diverse community of learners to our inclusive student centred educational space We also need to speak to the future, the future world of work, research of the future and the impact of research on peopleâ&#x20AC;&#x2122;s lives, on communities and on generations In developing and following through on the achievement of a Technological University, the findings indicate that staff believe that it is important that there is a statement of the ambition to be a new University and not a merger of two Institutes of Technology. 6

The vision of the new Technological University needs to have greater ambition that simply the merging of two Institutes of Technology Ambition is the most important characteristic…..the IoT sector has been held back by not thinking big. We need to bring people from outside the organisation to plan and set targets and goals that are not IoT goals but University goals

Culture of Learning The development of a culture of learning and an overall environment which promotes learning are identified by staff as important for inclusion in the vision statement. Staff suggest that care should be taken to ensure that the focus remains on the Technological University being a place of learning. Create a learning environment that is stable, sustainable and focused regionally, thriving nationally while impacting globally A whole campus approach which aspires to create a learning environment and culture that enhances the health and wellbeing of its community and enables people to reach their full potential

Differentiate from Other Colleges One of the realities for the new Technological University is competition from other Universities and Colleges for prospective students. Staff suggest that the long established Universities have tradition as a selling point but the new Technological University should consider modernity as a selling point. The vision statement should seek to differentiate it from other education providers. In order to compete with other Universities/Colleges, the Technological University should strive to be the best and a leader in the field of education. Staff would like the vision statement to demonstrate leadership and excellence in a student and community focused approach. Consider the impact of the vision on someone who maybe does not think they can/ should go to college …… Showing leadership and excellence in a way that is community focused (not leaving anyone behind) and student centred We can't compete with older universities on tradition (yet!) so use modernity as a value/ selling point Strive to be radical, innovative, industry engaged and impactful in every aspect of the TU Address the question…..How will the TU be different? Should seek to distinguish itself from its peers in the technological higher education landscape and lead the sector. It should be a "best in class" example of a TU and demonstrate that to prospective students and their parents, teachers…..Vision should differentiate us from what the standard University offering is to carve the TU out a specialist niche Staff indicate that the new Technological University should seek to be different in terms of how it engages and delivers to students and in doing so provide them with effective work placements and engagement with industry. Seek to be different from Universities in how we engage with students and provide applied learning and student supports

Ethos of the Institutes of Technology (IoT) One of the strengths of AIT/LIT identified by staff is that they have a community feeling where students feel supported by staff. It is important that the community feeling is continued in the development of the new Technological University so that one of the key strengths of the IoTs is not lost. A key element of the IoT system is identified as applied practical learning, with small classes and support from staff. Keep student and staff welfare as number one in the vision. Continuing with the sense of community within each college is very important and not to lose sight of that while still coming together as a new TU It would be a shame to lose the small close knit community feeling. University can be intimidating for learners and it is important to keep that connection with the community and local industry so we don't create more barriers We need to look at ensuring we stay close to core values around practical work and developing courses that reflect industry requirements so students have a career roadmap after graduating rather than a generic degree Staff are proud of the ethos of the IoT approach which focuses on supporting students through practical learning and engagement with staff. Some are concerned that this ethos could by weakened in the transition into a Technological University. The TU needs to cater for a cohort of student with diverse ability and not lose its identity by concentrating exclusively on research where it has to compete with established Universities. It strength lies in Practical and Applied teaching and learning and should build on the reputation in this area Donâ&#x20AC;&#x2122;t lose focus of what made LIT what it isâ&#x20AC;Ś..Donâ&#x20AC;&#x2122;t lose the good that we have in our existing institutes as we merge into something different It will be important not to lose sight of the fundamental role of the Institute as a provider of quality courses rich in applied learning and practical skills, which equip graduates for the real world of work, while also fostering research and postgraduate opportunities

Disadvantaged Students Staff think that the vision statement should make reference to providing students (particularly those from less advantaged households who may perceive that third level education is not for them) with options to progress to different levels of education. The Technological University needs to be inclusive and accessible to students of all abilities and backgrounds and this should be an aspiration which is addressed in the vision statement. As well as postgrad students, we should still target levels 6 and 7 and give students that pathway to 3rd level who may not otherwise have the opportunity To imbue the idea of welcome to everyone, inclusiveness and diversity embedded throughout Dedication to equality, diversity and socially-engaged practices

Suggested Content for the Vision Statement The importance of using clear and simple language in the vision statement was stressed by staff so that it was obvious to everyone what the vision of the Technological University actually is. Some specific suggestions for the vision statement are made by staff members: The new Technological University will be a vibrant and diverse learning community which will strive to meet the ever evolving needs of its students, by the deliverance of excellent and accessible higher education where students and staff are supported in reaching their full potential Our TU vision is a new unique university with a strengthened regional focus that will benefit our staff, our students and the communities we serve matching the ideals and ethos of the European University Area strategy. We are committed to a long-term strategy focused on sustainability and excellence committed to societal transformation in our regions in the context of both new and emerging regional and global challenges

2.4 Mission Statement of the New Technological University By way of stimulating the response from members of staff, the current mission statements of both AIT and LIT were presented in the survey questionnaire. Staff members were asked to reflect on the mission statement for the new Technological University and asked to suggest five key words that should be included in the new mission statement. Two out of five (40.6%) staff members suggested that ‘student/learner centred/focused’ should be included in the mission statement of the new Technological University and 30.1% suggested the word ‘support’ and related words (Table 3). Other key words suggested include: ‘diverse/diversity’ (29.7%); ‘education/teaching’ (26.5%); ‘quality’ (26.5%); and ‘international’ (22.1%) (further detail is presented in Appendix 2 - Table 11). Table 3 Main Words Suggested For Inclusion in the Mission Statement of the Proposed New Technological University (n=438) Main Words Suggested for Mission Statement % Student/learner centred/focused 40.6 Supportive/supporting/support 30.1 Diverse/diversity 29.7 Education/teaching 26.5 Quality/high quality 26.5 International/global - focus/outlook/reach 22.1 Regional/local focus 19.6 Professional 19.4 Engaged/engagement/engaging (community/industry/enterprise) 19.2 Career-focussed 17.8 Research focused/driven/led (incl Applied Research) 16.9 Empower/empowerment/empowering 16.4 Economic social and cultural development 14.2 Community - part of/supporting/building 13.5 Industry/enterprise/business - focused/led/driven/linked/relevant 17.3 Impactful 12.3 Inclusion/inclusive 10.5 National - focus/outlook 9.6 Innovation/innovative 9.1 Collaborative/collaboration/partnership 8.4 Excellence in teaching, learning, research 7.5 Equality 6.6 Learning/active learning 6.2 Development/develop 5.5

2.4.1 Comments on the Mission Statement Staff were invited to provide comments on the mission statement for the new Technological University3. Some of the main comments are provided.

Student Focused The mission statement should according to staff emphasise the student focused nature of education delivery which produces career ready students with a global view and potentially leaders in what they do. The mission should be centred on the creation of a relevant educational experience, resulting in the creation of well rounded, agile, confident graduates. A willingness to listen, engage and respond to the needs of all, a fluid and supportive suite of programmes that serve the needs of students, community, staff, industry and country

Accessible Education Staff suggest that the new Technological University should continue to focus on seeking to make education as accessible as possible to the widest group of students. In appealing to a wide range of students, the Technological University should therefore, focus on developing existing strengths and aspects which differentiate it from other institutions. Internally, staff believe that there should be greater opportunities for students of all disciplines to access modules and programmes in other areas/disciplines. In addition to access, it is also considered critically important that progression opportunities for students continue to be fostered and encouraged. The new TU needs to capitalise on the strengths and facilities of the current courses/campuses. Cross departmental modules need to be made more accessible to offer students the best opportunity to learn and evolve

Regional Focus The research evidence suggests that the Technological University can play a significant role in supporting the development of education, community and industry within the region and leading regional development which should be referenced in the mission statement. Enhancement of opportunities available for communities in the Midlands and Mid West should be a primary focus The geographical locations of the new TU ideally place it as an organisation that can lead a rebalancing of the countryâ&#x20AC;Ś..Regional integration and development across a wide range of sectors

Disadvantaged Individuals/Students AIT/LIT have supported those less advantaged and those less likely to participate in third level education. By seeking to continue to engage with disadvantaged individuals, staff think that this could make the Technological University distinctive from others and as such could be referenced in the mission statement. If our mission actively engages with urban disadvantage and rural decline then we will be unique 3

This was a separate question (from the suggestion of key words for the vision) and therefore there is not a direct correlation with the words listed in Table 3.

The new University should make a particular effort to ensure student representation from disadvantaged groups. Education is the most effective tool we have to address social and economic disadvantage. Our new TU could adopt bold strategies to attract students that have been left behind - the travelling community, former prisoners, asylum seekers and refugees, children in care Able to offer weaker students an opportunity to achieve a third level qualification and a career

Excellence The strive for excellence is cited by staff as an ambitious but achievable aim for the new University and achieving excellence should be included in the mission statement. Our mission should be to deliver world-class research and teaching, educating our students to become future leaders and innovators, and benefiting the wider population through our research, enterprise and influence Professionalism and excellence in our ambition, actions and outputs

Leadership Staff believe that the new Technological University should seek to be a leader in the region and in the provision of education, demonstrated by teaching practice, research and involvement in knowledge transfer. TU should become a leader in our Region and engage with both enterprise and social/cultural stakeholders Leading by example through: best teaching practices, post graduate research and involvement within knowledge transfer projects The language for a new university should be reaching towards an exciting future, ambitious, curious, inquisitive, learning, exciting

Suggested Content for Mission Statement Staff identify it as important to keep the mission statement simple and allow staff the opportunity to buy-into it. They suggest that the mission statement should be realistic and achievable as it would be unfair to both staff and students if it was not achievable. The mission statement should mention delivery to students, staff, wider community and industry. It is critical that words live and are visible, rather than chosen because they fit the discipline. The mission should embed the pillars around how we do everything from teaching to research to problem solving to HR to catering

Some specific suggestions for the mission statement are made by staff. Be a contemporary and engaged Technological University distinguished by outstanding learner experience, international focus, impactful and applied research To be the national beacon for excellence in education, innovation and research and while embracing diversity, creativity, culture and community Deliver the â&#x20AC;&#x2DC;knowledge squareâ&#x20AC;&#x2122; of research, innovation, education and impactful direct services to society. This initiative will deliver impact, value and innovative solutions for our society and economy. At the heart of our strategy is the ambition to be a strategic knowledge generator and technology transfer partner of choice for our stakeholders facing current global challenges

2.5 Main Student Categories for Growth in Student Numbers The main categories for student growth selected by staff included (list of options below were provided in survey questionnaire and staff were asked to select up to 5 options): school leavers regionally (62.4%); school leavers nationally (56.9%); post-graduate students (56.2%); and flexible learning students (55.6%) (Figure 4). It is interesting to note that flexible learning students and CPD students are also considered as areas for student growth.

Most Important Categories for Growing Student Numbers (n=657) 19.3

Erasmus/Exchange students

30.9

International EU students

International non-EU students

35.3

Further education students

37.3

Continuous Professional Development students

41.6

Apprenticeship & training students

44.9

Mature students Flexible Learning students

55.6

Postgraduate students

56.2

School leavers nationally

56.9 62.4

School leavers regionally 0

% of Staff

Note: Respondents could select a maximum of 5 categories from the list provided Figure 2 Most Important Student Categories for Growth in Overall Student Numbers in the New Technological University in First 5 Years (n=657) 14

2.6 Main Factors Contributing to Growth in Student Numbers Developing the reputation/identity of the new Technological University was selected by 55.1% of staff as the most important factor for growing student numbers over the first 5 years (Figure 5) (list of options below were provided in survey questionnaire and staff were asked to select up to 3 factors). Enhancing the overall student experience (47.8%) and improving campus equipment and facilities (45.8%) are also significant factors.

Most Important Factors in Growing Student Numbers (n=657) 13.9

Maintaining multi-campus locations

Developing international opportunities

17.2

Expanding the programme offering

17.7

Improving collaboration and engagement

24.8

Enhancing student progression pathways

25.7

Strengthening links between research, teaching and learning

31.7

Enhancing the quality of teaching and learning

45.8

Improving campus equipment and facilities

47.8

Enhancing the overall student experience

55.1

Developing the reputation/identity of the Technological University 0

% of Staff

Note: Respondents could select a maximum of 3 factors from the list provided Figure 3 Most Important Factors for Growing Student Numbers in the New Technological University in First 5 Years (n=657) 15

2.7 Main Factors in Developing the Quality of Teaching and Learning Some 44.3% of staff selected upskilling of staff as the most important factor in developing the quality of teaching and learning in the new Technological University over its first 5 years (Figure 6) (list of options below were provided in survey questionnaire and staff were asked to select up to 3 factors). Investing in technology (37.7%) and facilities (35.3%) are also considered as important factors.

Most Important Factors in Developing Quality of Teaching and Learning (n=657) 16

Improving the academic content of courses

16.6

Enhancing the research component of courses

24.2

Accessing high quality academic staff

27.2

Offering opportunities for flexible/online learning

29.2

Investing in equipment

30.4

Using blended methods of course delivery

31.1

Enhancing the applied nature of courses

35.3

Investing in facilities

37.7

Investing in technology

44.3

Upskilling staff 0

% of Staff

Note: Respondents could select a maximum of 3 factors from the list provided Figure 4 Most Important Factors for Developing the Quality of Teaching and Learning in the New Technological University in First 5 Years (n=657) 16

2.8 Main Factors in Growing the Research, Development and Innovation Capabilities Accessing research funding (41.6%), growing research active staff numbers (39.4%) and developing research partnerships with local industry (37.3%) were selected by staff as the most important factors in growing the research, development and innovation capabilities of the new Technological University in the first 5 years (Figure 7) (list of options below were provided in survey questionnaire and staff were asked to select up to 3 factors).

Most Important Factors in Growing the Research, Development and Innovation Capabilities (n=657) 9.3

Growing the number of research centres Broadening the TU's research, innovation and development focus

Supporting innovation and entrepreneurship

19 20.4

Improving connectivity with enterprise

22.2

Enhancing the quality and reputation of research centres

22.8

Developing a strategic link between RDI and teaching and learning

Developing partnerships with other agencies e.g. IDA, Enterprise Ireland, Teagasc

29.1

Promoting and embedding a culture of industry focus across the Technological University

37.3

Developing research partnerships with local industry

39.4

Growing research active staff numbers

41.6

Accessing research funding 0

% of Staff

Note: Respondents could select a maximum of 3 factors from the list provided Figure 5 Most Important Factors for Growing the Research, Development and Innovation Capabilities of the New Technological University in First 5 Years (n=657) 17

2.9 Main Factors in Improving Stakeholder Engagement Over half (54%) of staff selected promoting links with industry as the most important factor in improving stakeholder engagement for the new Technological University over the next 5 years (Figure 8) (list of options below were provided in survey questionnaire and staff were asked to select up to 3 factors). Other important factors include fostering links with the region (39.7%) and fostering links with the local community (31.5%).

Most Important Factors in Improving Stakeholder Engagement (n=657) Supporting links with other higher education institutions nationally

18.4

Seeking feedback on engagement activities and adapting approach accordingly

18.4

Supporting socially and economically disadvantaged groups

21.3

Connecting with the alumni network

22.8

Promoting links with enterprise

27.5

Fostering links with international higher education institutions

27.9

Utilising the campuses to support engagement activities

29.8

Fostering links with the local community

31.5

Fostering links with the region

39.7

Promoting links with industry

54 0

% of Staff

Note: Respondents could select a maximum of 3 factors from the list provided Figure 6 Most Important Factors in Improving Stakeholder Engagement With the New Technological University Over the First 5 Years (n=657) 18

2.10 Main Factors in Improving Engagement and Development of Staff Over half (54.2%) of staff selected â&#x20AC;&#x2DC;providing staff with additional training and developing offerings that are specific to their needsâ&#x20AC;&#x2122; as the most important factor in improving engagement and development of staff over the next 5 years (Figure 9) (list of options below were provided in survey questionnaire and staff were asked to select up to 3 factors). Enhancing opportunities for career development was selected by 46% and enhancing opportunities for greater work life balance by 41.7%. While over one third (36.4%) considered improving communication between management and staff as important.

Most Important Factors in Improving Engagement and Development of Staff (n=657) Holding cross departmental meetings

9.9

Organising additional and more frequent staff social gatherings

Holding regular departmental meetings

11.7

Implementing performance management and development systems for staff

13.5

Enhancing feedback opportunities and mechanisms

18.3

Providing regular staff briefings with regard to Technological University developments

21.5

Providing opportunities for cross-departmental working

26.2

Improving communication channels from the Management Team to all staff

36.4

Enhancing opportunities for greater work/life balance

41.7

Enhancing opportunities for career development

Providing staff with additional training and development offerings that are specific toâ&#x20AC;Ś

54.2 0

% of Staff

Note: Respondents could select a maximum of 3 factors from the list provided Figure 7 Most Important Factors for Improving Engagement and Development of Staff in the New Technological University Over First 5 Years (n=657)

2.11 Opportunities for the New Technological University Note: In the presentation of the findings in this and subsequent sections, there may appear to be some contradictions or divergence of opinion. Any such apparent contradictions should be taken to represent the diversity of opinion within a large staff cohort across two different Institutes of Technology. Staff members were invited to suggest three main opportunities for the new Technological University. The top opportunity identified by staff for the new Technological University is the potential for ‘collaboration’ (including industry, academic and other institutions) (46.6%) (Table 4). While 42.4% identified ‘expansion/improvement of learning opportunities’. One third (32.8%) identified ‘student recruitment’ while 28.4% identified ‘research opportunities’. Some 25.9% identified the ‘potential to develop/expand the Institution’ and 25.3% identified ‘funding/investment opportunities’. While one quarter (23.5%) identified ‘reputation/prestige as an opportunity’ (further detail is presented in Appendix 2 - Table 12). Table 4 Main Opportunities Identified for the Proposed New Technological University (n=545) Main Opportunities % Collaboration (Industry, Academic, National and Global Institutions) 46.6 Expand/Improve Learning Opportunities/Broaden Learning Horizons/Quality of Learning Opportunities 42.4 Student Recruitment (national and international) 32.8 Research Opportunities 28.4 Development/Expansion - Institutional & Infrastructural 25.9 Funding/Investment Opportunities/Greater Resources 25.3 Reputation/Prestige 23.5 Staff Development/Attract Skilled Personnel/Promotion Opportunities 16.0 Marketing Potential (National and International) 13.8 Regional Development 10.8 To provide further insights into the views of staff on the opportunities for the new Technological University, some additional comments and specific quotes are presented.

Collaboration Overall the concept of collaboration (with a range of stakeholders) is considered by staff as an opportunity for the new Technological University. They suggest that the existing close links between AIT/LIT and stakeholders could be enhanced by the development of the Technological University, by further responding to industry needs and being more attractive to industry for collaborative engagement. The development of the Technological University opens up the potential for industrial collaborations at national and international level beyond the current local links. Strengthening links in industry both nationally and internationally Departmental collaboration across the campuses…..collaboration opportunities with a wider network of colleagues…..cross fertilisation of ideas between both institutions The Technological University could benefit from industrial collaboration through insights and input into programme development and also increased opportunities for student placement. Establishing long term relationships with industry

Opportunities for academic collaborations both internally and externally are also identified by staff. Internally, the creation of the Technological University makes it possible for cross campus (department/faculty) collaborations by way of combining resources/skills, sharing ideas, knowledge, experiences and approaches with a wider network of colleagues. Externally there is the potential for enhanced collaboration with other Universities at national and international level which could enhance the knowledge base of staff, lead to a cross fertilisation of ideas and the forging of new beneficial links. Enhancing our ties with industry which range from practical connections through to research partners Overall, staff expect that the potential and capacity for collaboration (internally and externally) to grow as the Technological University develops, opening access to new and more diverse networks leading to new synergies. Collaboration with a wider group of stakeholders

Expand/Improve Learning Opportunities/Broaden Learning Horizons/Quality of Learning Opportunities There is an expectation among staff that the emergence of the Technological University will lead to the provision of a broader range of courses/programmes at all levels (undergraduate, postgraduate, continuous learning) and including distance learning, flexible/blended learning, continuous lifelong learning opportunities. Overall quality of programmes is expected to improve due to input of a wider range of more experienced staff with differing expertise. Diversification of programme offering Harness the innovative nature of both colleges to improve course offering At undergraduate level, there is an anticipation by staff that the development into a Technological University will lead to greater diversification in the content of courses/programmes. A wider range of disciplines will provide the potential for more interdisciplinary cross faculty learning and an overall broader education for students. The multi-campus nature of the Technological University could also facilitate more intercampus study opportunities. Improved academic content of courses The development of the Technological University is likely to increase the opportunities for postgraduate studies and enhance the potential for progression up to Level 10. Expanding the offering of coursesâ&#x20AC;Ś..which are responsive to regional needs Enhanced lifelong learning opportunities in the region Staff hope that the development of a Technological University will facilitate ongoing development and expansion of campus locations and facilities. It is expected that campus facilities will need to develop in order to reflect those of a University which would allow staff to fulfil their potential. Our campuses need to reflect a modern TU- buildings, equipment, services

Student Recruitment The research findings suggest that the development of the Technological University provides the opportunity to grow student numbers (undergraduate, postgraduate, national, international, full-time and part-time). A wider catchment area with campuses in four different counties and wider appeal of a new Technological University are identified as ways to grow numbers. The Technological University status is perceived by staff to be a stronger brand with greater appeal to students (their parents, teachers and peers). The larger scale institution is also considered to be a more marketable proposition. The elevation to Technological University status is expected to lead to more opportunities for research and further studies which could potentially ensure greater retention of students to postgraduate level and attract students from other colleges for postgraduate studies. Greater scope for new students (including disadvantaged) who want to attend a University Access to wider catchment areaâ&#x20AC;Ś..attract students from a wider geographic areaâ&#x20AC;Ś..may attract students that would not have considered AIT/LIT in the past Increase in undergraduate and postgraduate student numbers (both national and international) due to University status

Research Opportunities Technological University status is expected by staff to lead to more research opportunities as the research capacity and capability are further developed. The opportunities will be enhanced by the ongoing fostering of a culture of research and publication and ultimately the development of a research reputation. The demand for postgraduate studies is also expected to drive an increase in the numbers engaged in research. Create a first class research environment Development of academic research and publication culture Increase in research activities with a higher proportion of postgrad students There is an expectation among staff of more funding being available for research and greater opportunity to access research funding (from various sources). Engaging in collaborative research with other educational institutions and industry is also seen by staff an opportunity. Building research capacities and capabilities Broadening of research activities both nationally and internationally

Development/Expansion â&#x20AC;&#x201C; Institutional & Infrastructural It is anticipated by staff that the establishment of the Technological University will result in considerable development/expansion in facilities for teaching and learning including classrooms, workshops and laboratories. The expected growth in student numbers is expected to drive the expansion and development of departments and faculties. Upgrading campus facilities to university standards Expect that the Technological University will have state of the art facilities

In addition to infrastructural development, staff expect changes to be made to academic structures and systems. This would provide the potential to develop, improve and harmonise protocols and standards. In addition, staff perceive that there are opportunities to develop research centres and centres of excellence which will have a wide benefit to staff, students and external stakeholders. Better teaching equipment and classrooms Create and maintain state of the art facilities across creative disciplines

Funding/Investment Opportunities/Greater Resources As a result of designation as a Technological University, there is an anticipation among staff of increased investment, funding and resources being available for facilities (as discussed previously) but also programmes and staff leading to the creation of enhanced facilities for teaching and learning, enterprise, culture and sports. The increased mass of students and University status are considered by staff to be important levers in attracting funding from a range of sources: exchequer; EU; and industry. University status is considered as providing particular opportunities for sourcing EU funding for research and campus development. Combined resources from both AIT and LIT Greater funding leverage and increased funding for all areas As the reputation for research grows, staff expect more opportunities for accessing research funding, both independently and in collaboration with other organisations/colleges. More access to research funding and opportunities to apply for more funding Increased opportunity for research fundingâ&#x20AC;Ś..access more research funding due to University status Greater EU funding opportunities

Build Reputation Staff believe that the establishment of the new Technological University provides the opportunity to develop a new image, reputation and identity which impacts on other aspects such as student numbers, research opportunities, accessing funding etc. Therefore, there is the potential to create a strong brand regionally, nationally and internationally and ultimately the reputation as a world class Technological University. The status is also perceived as providing a more recognisable qualification for students and enhanced personal status for staff from working in a University. Greater status within the third level sector in Ireland Status associated with students graduating from a University Chance to start afresh with a new University oriented brand/identity A strong reputation (which can only be maintained through effective delivery) and identity are perceived by staff as important in attracting students (including higher achievers), new staff (including high calibre) and funding.

Opportunity to develop a strong regional, national and international reputationâ&#x20AC;Ś..More credibility and prestige While some staff suggest that the actual achievement of establishing a Technological University will potentially provide a boost for students, staff and the wider region and provide a positive dividend. Achievement will be a major boost for all students, staff & stakeholders.

Staff Development/Attract Skilled Personnel/Promotion Opportunities The perceived growth in student numbers following the development of the Technological University should provide opportunities for increased staff numbers. Supporting staff to complete their own training/education Academic progression and career opportunities for staff Staff believe that growth in staff numbers should also provide promotion opportunities for existing staff, the potential for staff development by way of training and enhanced qualifications and the potential to attract new highly skilled staff which would increase the overall pool of knowledge. The enlarged college base is also perceived as presenting greater career development opportunities. More attractive for potential staff Develop career pathways for research active staff

Marketing Potential (National and International) A Technological University is perceived by staff as having greater marketing potential than an Institute of Technology and this would particularly be the case when marketing nationally and internationally. Staff believe that the Technological University status provides greater opportunities for creating international awareness and marketing with the potential of gaining recognition in International University rankings in the future. TU status provides a more attraction option to International studentsâ&#x20AC;Ś..University has greater appeal internationally for students Stronger brand name to attract better students and staff â&#x20AC;Ś.. potentially greater marketing potential abroad

Regional Development Staff believe that the establishment of the Technological University could lead to the development of education and research opportunities with a regional focus. As a result, the Technological University is seen as having the potential to contribute to revitalising the area and stimulating economic growth, development and regional regeneration. There is an opportunity for the Technological University to potentially have a significant impact on the region much wider than just the provision of education. Stimulating the economic growth of the entire region Drive regional development and provide more opportunities for individuals, enterprise and the community Making an impact locally â&#x20AC;Ś..Becoming a major player in regional and local development

2.12 Challenges for the New Technological University Staff members were invited to suggest three main challenges for the new Technological University. One quarter (24.8%) of staff identified ‘finance’ as a challenge for the new Technological University while one in five (21.7%) identified ‘cross-campus communication, connectivity and coordination’ as a challenge (Table 5). Other significant challenges identified include: ‘impact on student learning experience’ (16.2%); ‘campus geographic spread’ (14%); ‘development a unique brand’ (13.8%); ‘the logistics of the transition process’ (12.9%); ‘competition with other institutions’ (12.7%); ‘infrastructural and facility demands’ (12.7%); and ‘duplication of offering/services’ (12%) (Table 5) (further detail is presented in Appendix 2 - Table 13). Table 5 Main Challenges Identified for the Proposed New Technological University (n=557) Main Challenges % Finance 24.8 Cross-Campus Communication, Connectivity and Coordination 21.7 Impact on Student Learning and Experience/Expanding Learning Opportunities/Quality 16.2 of Learning Opportunities Campus Geographic Spread 14.0 Developing a Unique Brand Identity 13.8 Transition Logistics 12.9 Competition Within HE Sector 12.7 Infrastructural and Facility Demands 12.7 Duplication of Offerings and Services 12.0 Retaining Unique Focus, Culture and Identity 11.7 Student Recruitment Challenges 11.3 Reform of Existing Processes and Culture 11.0 Developing a Strategic Vision and Plan 10.8 Note: In reviewing the challenges for the new Technological University presented in this section, it is important to consider that staff were specifically prompted to identify challenges. Therefore, the challenges presented should not be viewed as expressions of negativity or opposition to the concept of a Technological University but a balanced reflection on some of the key issues which may emerge and need to be addressed in achieving the goal of creating a new Technological University. To provide further insights into the views of staff on the challenges for the new Technological University, some additional comments and specific quotes are presented.

Finance The primary challenge identified by staff for the new Technological University is sourcing funding/resources for investment to develop new and enhanced campus facilities/equipment and programmes/courses and delivering on the high expectations of staff and students. The need to attract funding to both Institutes for research, development, and innovation Finding the money to support high quality blended and online education Staff believe that it will be challenging to secure adequate resources to fund the scale of investment whether through own activities, exchequer/EU funding or external (industry) investment. Exchequer funding is perceived as critically important and therefore Government belief and buy-in into the new Technological University is crucial. The financial fall-out from the Covid 19 pandemic will pose an 26

additional challenge given that national and EU budgets have received an unexpected shock and new demands. Securing the backing of Government in these challenging times While research is a key area for the future within the Technological University, the ability to access significant research funding (particularly in the initial years) was identified by staff as challenging. Obtaining additional funding towards research activities Possible restructuring (staff, services, supports, campus etc) and the creation of a new brand as a result of designation as a Technological University may also place additional demands for resources in the initial years following establishment.

Cross Campus Communication Connectivity and Coordination The challenge of effective communication and coordination across all campus locations will be significant. Staff perceive that the communication challenge relates to the coordination of previously unconnected institutions. Some staff believe that duplication of services may occur due to the provision of similar courses/programmes across both AIT and LIT currently. Duplication could pose a challenge for the integration and coordination of services across campus locations and impact on cross campus connections. To ensure effective integration of all campuses and staff into the new TU Creating a cohesive link between all campuses…..cohesive delivery of support services across all campuses Staff suggest that the coordination of services/supports involves developing and adopting common approaches, standards and protocols, which require time and engagement. Similarly they consider that collaboration, coordination and effective communication is required in developing and delivering courses/programmes and ensuring standardised approaches to teaching. Staff while enthused about the opportunities for students from the new entity are concerned about ensuring a consistent approach, level of service to students and student experience across all campus locations. Blending of AIT and LIT Departments and policies Adopting common standards and protocols…..alignment of policies and procedures between LIT and AIT…..streamlining and standardising Creating a similar experience for students on different campus locations Communication challenges are identified by staff at two key levels: ongoing communication across the campus locations and various faculties, departments and centres (at different levels e.g. management-staff, staff-staff, staff-student etc); and specific communication regarding the process and progress towards the development and ultimately formation of the new Technological University. Miscommunication could damage long-term integration and cohesion across the campuses. Communication and miscommunication across campuses/departments ….. confusion about how things will work across different Departments in both colleges

Impact on Student Learning/Expanding Learning Opportunities/Quality of Learning Opportunities There are some concerns among staff that the development and subsequent expansion of the new University may impact on student learning. Paramount among those concerns is the ability to maintain a student centred approach to teaching (small classes and high level of contact with staff) as the Technological University grows, student numbers increase and the range of courses expands. There is a fear of marginalising Level 6 & 7 students who are a core cohort for AIT and LIT. To ensure that we can maintain our Student Centered approach Potential marginalisation of students who might enter at L6 & L7….. Lack of student focus in a bigger organisation…..greater class sizes could impact on the general type of learners on our courses The growing demand for online courses is identified by staff as an opportunity but equally a challenge for the new Technological University to meet the demand with the ‘right’ courses and quality of delivery. Innovation is required in the design, content and delivery of these courses so that they effectively meet the demands of students. Staff also recognise that the engagement by a greater cohort of students in online, remote and blended learning will also bring the challenge of how best to support students who are primarily engaging remotely as opposed to being in a physical classroom. Our students still need real teaching, many cannot teach themselves Maintaining the quality and identity of the undergraduate programs while also developing research output Establishing as a University will add to the perceived recognition of their award for students but it is likely to increase their expectations (and their parents and teachers) of what they want from their course and a University. Staff suggest that the level of teaching in some areas may need to improve to reach University standard.

Campus Geographic Locations Staff identify the presence of multiple campus locations across four counties as posing a challenge: to creating a single identity; the coordination and standardisation of delivery/approaches; aligning service delivery and standard across all locations; and achieving efficiency in programme delivery. The challenge is to create and maintain a unified University across multiple locations and ensuring that all campuses feel part of the new University and do not view themselves as independent entities. Distance between campuses and aligning support provided across campuses

Staff also perceive the physical distance between campus locations as a challenge to forming and developing working relationships between departments and staff members. The distance is perceived as potentially impacting on the ability to collaborate across campus locations. Staff collaboration across large geographic area…..to overcome geographic dispersion in forging alliance…..distance between campuses may make collaboration more difficult The distance from campuses means it will be more difficult to work collaboratively with colleagues in the same department

Developing a Unique Brand Identity The third level education sector is competitive with institutions vying for the interest of prospective students. Staff claim that while the new Technological University will have many positive attributes of appeal to prospective students (e.g. enhanced programme, new entity, expansion and development), it also faces a challenging task in developing its own unique brand and identity which will be new and distinct but reflective of the attributes and credibility established by AIT and LIT prior to this. They stress that it is important to ensure that the new Technological University is not simply viewed as an enhanced IoT. Creating a model and identity for the new single TU entity Need to avoid the public perception of being a second rate University when compared to other more established Universities Developing a new ‘brand’ that we are proud of while not losing our positive history/legacy that we have already created In order to be different, staff suggest that the Technological University needs to have a unique offering or appeal to students. The identity will need to be developed regionally (across the immediate catchment area), nationally and internationally. Need to distinguish itself from other TU’s and the IoT sector…..need to create a proper identity that separates AIT/LIT from everyone else Pitching itself against Universities – need to identify why it is different Establishing a unique and attractive identity regionally and nationally Develop a brand identity for the new TU in a crowded market across a wide region… need a differentiator

Transition Logistics While a there is a low level awareness or knowledge of the progress towards the development of the Technological University is evident among some staff, there is an appreciation of the challenges facing management and staff in the transition into the new structure. Integrating the two institutions…..coordinating the task of bringing the two institutes together and the administration overwhelm One of the biggest issues which staff identify in the transition into a Technological University will be the blending of two distinct organisations into one new entity and the integration of structures, resources, staff and students across a number of campuses and the significant administrative burden of doing so. The harmonisation of systems, processes and ways of working also presents challenges. There is a level of concern that if the transition process is not tightly managed, it could slow down decision making and overshadow the actual goals and priorities of the new Technological University and could tarnish the new entity internally and externally. Blending LIT & AIT….. amalgamation of resources, staff and facilities Integration teething issues 29

Making sure that the merger process itself does not overshadow the priorities Staff suggest that the complexity of the process of creating a new entity means that it needs to be methodical in order to bring staff along with the process, ensure that there is buy in and that individuals, departments or campuses are not left behind or perceive that they are being marginalised by the development of the Technological University. Complexity of implementing change Fear of rushed process with poor branding While the challenge of funding was already specifically addressed, staff identify that the transition process will be demanding on financial resources in order to effectively overcome challenges and to get the new Technological University established as efficiently as possible. Getting the proposal and the TU across the line Appropriate funding and use of it to successfully transition and succeed

Competition within the HE Sector There is a level of apprehension among staff about the challenge of competing with others in the education sector. In particular, there is concern about losing the established IoT identities and being able to compete with other newly established Technological Universities and long established traditional Universities (nationally and internationally). Traditional Universities have a more established research reputation and capability which the new Technological University needs to further develop and enhance. Staff suggest that longer established Universities have potentially a better funding base and established structure. Online education providers who are gaining an increasing foothold in the education sector are also perceived as a threat to the new Technological University. Competition from better funded, better established institutions…..standing out nationally and internationally…..Could become lost in the mix of other Universities Don’t want to be second choice University for students without adequate points to gain entry onto courses in traditional Universities Managing the competitive threat of online education

Infrastructural and Facility Demands Staff identify the development of facilities and infrastructure in the new Technological University as a challenge however there is an expectation that it is necessary to engage in considerable investment in order to effectively compete as a Technological University meeting the demands and increased expectations of the anticipated increased student numbers. Staff recognise that it will be challenging to fund the necessary investment (both renovate existing and provision of new) in: student accommodation; classrooms; laboratories; workshops; social and recreational spaces; academic space; offices; information technology; equipment; and car parking. Existing campus infrastructure needs upgrading….. modernising older parts of campus

Providing teaching areas that are fit for purpose and improved work facilities for staff Lack of on-campus student facilities…..investment required to accommodate expansion of student numbers

Duplication of Offerings and Services Some staff are concerned about the possible duplication of courses/programmes and services across different campuses. They suggest that any decision on the future viability of courses will be difficult and they fear that any potential withdrawal of courses from campus locations and or specialisation in other locations could lead to uncertainty for staff and students. Staff are also concerned that there could be implications for them in the event of any similar courses being merged/changed as a result of the establishment of the new University. Rationalisation of duplicated offerings which means local needs are not served Deciding on which courses should be delivered on which campus Some staff were also concerned about duplication of structures and they suggest that it could be potentially challenging to create single management units and associated support services, without reducing the overall number of faculties, departments and units across the new Technological University. Speculation about possible streamlining (even though there is no indication that this will occur) of staff functions is causing unease, uncertainty and insecurity among some staff. Restructuring of roles, overlapping roles, changes to reporting structures – fear of change, insecurity Merging of academic departments, duplication of resources, courses and staff Reorganising of departments and schools

Retaining Unique Focus, Culture and Identity Staff are proud of the IoT ethos and the focus placed on student support and education. In the progression towards a new Technological University, staff highlight the importance of retaining this unique focus, culture and identity. Some staff are concerned that the IoT ethos might be diminished or lost in the transition to a Technological University and as a result some of the traditional student cohort could be lost or left behind e.g. less advantaged and less academic students. In addition, there are some concerns about how an enlarged University might be able to cater for those students who: are more practical and hands-on focused; and are looking for a more intimate, caring and supportive environment (which is provided by the IoTs). Potential loss of sight of importance of lower level students ‘trades and level 6’…..we must not lose our reputation as a college where all students are supported Risk of losing our identity which we have built up over the years

Student Recruitment Challenges Increasing student numbers is seen by staff as both an opportunity and a benefit of the evolution into a Technological University. However, they also appreciate that growing student numbers will be challenging in terms of promoting the new Technological University to prospective students, facing 31

competition from long established Universities and other newly established Technological Universities and developing courses/programmes and the campus facilities to meet the needs of new students. Growing student numbers to sustainable levels Competing with established Universities for high calibre students Staff highlight that the potential to increase postgraduate students also brings with it the challenge of developing research and postgraduate programmes to both retain existing undergraduate students through to further studies and attract students from other colleges to undertake further studies in the Technological University. Staff say that the new Technological University will need to establish itself as a reputable research and postgraduate institution as traditional Universities currently have greater appeal for postgraduate studies. Attracting high quality postgraduate students The research findings indicate that smaller and more close knit campuses have appeal for particular cohorts of students and in the expansion and development, staff suggest that care needs to be taken in the drive to increase student numbers so as not to lose this perception and feeling so that those students for whom this has particular appeal do not feel excluded (intentionally or unintentionally). Staff believe that ongoing and lifelong learning students need to be convinced about what the Technological University has to offer them as they may have limited perceptions relating to what was available previously in the individual institutions. A reality of the Covid 19 pandemic is that growth in international student numbers may be severely curtailed at least in the short to medium term.

Reform of Existing Processes and Culture Staff anticipate that reforming existing processes within the new institutions, essentially identifying the best way of doing things and implementing changes could be potentially challenging. However, resistance to change among staff could slow down the process and staff need to be informed, supported and encouraged in order to buy-in to this change. Moving from a smaller IoT to a University mentality Finding the most efficient business model for the new organisation Achieving an effective organisational structure A significant part of the change process identified by staff is creating common structures and processes that represent the most efficient and effective way of doing things and then adjusting to these processes and addressing any anomalies that may occur. Changes to the way we operate and function but there can be resistance to change Create a cultural shift within the existing IoTs

Developing a Strategic Vision and Plan Staff appreciate that it is not an easy task to bring two similar but yet independent and different colleges together to form one new entity. The development of an overall strategic vision and plan for the new Technological University is perceived as a difficult challenge. Consulting with staff, agreeing on common goals and actions and communicating the outcomes with staff so that there is buy-in into the strategy and the new University concept are not easy tasks. The strategy needs to ensure that externally the new Technological University positions and focuses itself so as to be successful, while being considerate of the needs of staff and students and building on the individual achievements of both partners. Lack of unity and common purpose among staff Merging can result in disengaged staff and disengaged students Creating shared values/mission that represents both institutions accurately The strategy is important in terms of providing a vision and focus for future development but also it demonstrates to staff the direction that the Technological University is taking and that it is a new entity rather than a merger of the two existing Institutions. Staff believe that it requires ambition to develop a ‘University’ in every sense rather than just an ‘enlarged and merged’ Institute of Technology. Creating a holistic TU which services both Institutions Ensure we live up the title ‘University’ A small number of staff question whether the motivation to develop the new entity is driven by an internal desire to develop a TU or external (Government) desire for the IoTs to upgrade to University status. The external desire to create Universities is perceived by these staff as something that could complicate the management and produce limited tangible benefits. Therefore it is critically important that the strategic vision and plan clearly expresses the motivation for and purpose of the new Technological University and the pathway to creating a integrated network of campus locations within the one organisation.

2.13 Benefits of the Proposed New Technological University Considerable focus was placed in the research on determining the views of staff on the benefits for themselves, students and industry from the new Technological University (staff were provided with the opportunity to identify the three main benefits for each group). As could be expected there is considerable overlap in the benefits for the staff, students and industry. Therefore in order to provide a coherent overview of the findings, summary tables are presented for each of the three groups and subsequently a more detailed commentary is provided.

2.13.1 Staff Benefits The main benefit which staff identified for themselves from the new Technological University was ‘career/job security/opportunities’ (69.5%) (Table 6). One third (32.8%) of staff anticipated benefits from ‘collaboration and networking’ while 29.3% expected ‘research opportunities’. While 22.6% of staff perceived that ‘University status’ would benefit them in their roles (further detail is presented in Appendix 2 - Table 14). Table 6 Main Benefits of the Proposed New Technological University identified for Staff (n=527) Main Benefits for Staff % Career/Job and Personal Development Opportunities/Job Security 69.5 Collaborative and Networking Opportunities 32.8 Research Opportunities/Recognition of Research 29.3 University Status 22.6 Quality Facilities, Resources and Equipment 20.1 Job and Workplace Satisfaction/Staff Recognition/Less Pressure on Staff 15.9 Access to Funding/Investment 15.8 Expansion and Access to Knowledge 15.2 New Workplace Culture and Environment 10.6 Quality Education and Learning Opportunities 10.2

2.13.2 Student Benefits The outstanding benefits of the new Technological University identified by staff for students were the wider array of learning opportunities available (77.6%) and a University qualification (71.7%) (Table 7). Other significant benefits identified included: progression and personal development opportunities (30.9%); quality of the education and learning opportunities (29.2%); and quality of facilities, resources and equipment (29.2%) (further detail is presented in Appendix 2 - Table 15). Table 7 Main Benefits of the Proposed New Technological University identified by Staff for Students (n=537) Main Benefits for Students % Wider Array of Learning Opportunities/Progression and Personal Development 77.6 Opportunities University Qualification 71.7 Quality Education and Learning Opportunities 30.5 Quality Facilities, Resources and Equipment 29.2 Employability and Employment Opportunities/Career Focused Education/Industry 23.6 Links Better Student Experience 15.5

2.13.3 Industry Benefits Four out of five (81.8%) staff members identified â&#x20AC;&#x2DC;access to a larger pool of students/skilled graduatesâ&#x20AC;&#x2122; as the main benefit to industry from the establishment of a new Technological University (Table 8). Half of staff identified research opportunities as benefiting industry while 45% identified collaborative and networking opportunities (further detail is presented in Appendix 2 - Table 16). Table 8 Main Benefits of the Proposed New Technological University identified by Staff for Industry (n=418) Main Benefits % Access to Larger Pool of Students/Skilled Graduates 81.8 Research Opportunities 48.3 Collaborative and Networking Opportunities 45.0 Quality Education and Learning Opportunities 25.6 Greater Range of Expertise 24.6 Focus on and Response to Industry Needs 17.7 Innovation and Development Opportunities 15.6 Prestige of University Connection 12.9 Quality Facilities, Resources and Equipment 11.2 Regional Access to Resources 11.2

2.13.4 Main Comments on The Benefits of the Technological University The main benefits of the Technological University have been provided in summary in the Tables 6-8, in order to provide more insights in the benefits, further comments and details are provided in this section.

Collaborative and Networking Opportunities Widening of the professional network of colleagues and connections is an obvious benefit to staff from the development of the new Technological University. Staff believe that the potential of these connections/networks will be realised through working with, sharing ideas with, learning from a wider group of colleagues with a diverse range of skills/experience providing access to previously unconnected colleagues. The expanded range of programmes and provides scope for shared learning from other lecturers delivering similar programmes. Learning from and working with colleagues from another IoT Opportunity to grow professional network and learn from other staff members The widened networks are also envisaged by staff to provide enhanced opportunities for cross departmental/disciplinary collaboration within the new larger entity. They also expect that the opportunities for external collaboration with other Universities in the area of research projects will also be enhanced. Increased possibility to engage collaboratively on projects across departments Opportunities to connect and work with colleagues within the same departments, rather than competing against them

A widened research focus within the Technological University would also facilitate more networking between research, teaching and administration. Links between research, training, teaching are all strengthened Evidence from the research suggests that the development of the Technological University provides the opportunity to enhance the existing linkages and to create new alliances and partnerships between industry, staff and students. The Technological University is expected by staff to benefit from the strong focus on practical engagement within AIT and LIT. Staff believe that input and insights from industry will help to enhance the development of new courses and improvement of existing courses. Opportunities for collaboration [industry] with staff to create a symbiotic relationship Greater collaboration capacity re research, student placement and CPD Industry could collaborate in course development New opportunity to seek partnerships and alliances..â&#x20AC;ŚIncreased potential for multidisciplinary collaborations

Research The findings suggest that a greater focus on research within the new Technological University will lead to enhanced research capacity and capability among staff. Staff with a research interest will benefit from the opportunity to engage more in this area, have more time to do so and to develop their research interests (and potentially gain promotion on the basis of research achievements). Ultimately, staff hope that an embedded research culture will be further developed in the Technological University which will benefit all those with a research interest. Improved focus on academic research and its worth Opportunity for research careersâ&#x20AC;Ś..greater opportunities for pursuing research interests Ability to conduct research â&#x20AC;&#x201C; access to greater research funding and better research facilities Greater opportunities for research collaboration both internally and externally within the Technological University are expected by staff to potentially help to access research funding. Greater opportunity for research collaboration across departments The creation of a Technological University is anticipated by staff to provide opportunities for industry in the region to collaborate on research projects and for industry to guide the direction of research and to benefit from research outputs and the interactions with research staff and students. There is an expectation that an enhanced focus on research could lead to a strengthening of existing research centres and the setting up of new research centres. A greater mass of research expertise will be a resource for regional industry to engage with and support them in product and market development. It will also lead to a greater focus on research and development and skills in these areas among graduates. Establishment of more research centres that offer opportunity for collaboration 36

More opportunities for research collaboration…..joint ventures in research Access to research and product development support Engaging in leading edge research and innovation in cooperation with enterprise Students will potentially benefit from greater exposure to research and opportunities to engage in research. While they would also benefit from the learning gained from research active staff.

University Status University status is perceived by staff as beneficial for students, staff and industry. Staff believe that working in a University and being a University lecturer confers greater status to staff. They suggest that the title University could potentially rejuvenate the two partner colleges and increase esteem. There is also a sense of pride among staff that University status benefits the perception of the courses, programmes and research. There is a sense that the title ‘University’ gives the institution better recognition nationally and internationally. The status is also considered as important by staff in competing with other colleges for students. Greater prestige of working in a University…..reputation and status of working in a University Having more clout on a national basis ….. no longer being the underdogs…..not in lower tier of third level education The perceived status of a University award is identified by staff as a benefit for students. This relates to a genuine enhanced reputation and status from a new University with high quality programmes/courses, staff and standards. In addition a University qualification is perceived as being better recognised internationally and by industry than that from an IoT. University possibly more valued in some places than an IoT degree There is also a sense among staff that University status will help to overcome a perception of inferiority regarding non-University (e.g. IoT) qualifications. The designation of Technological University status is expected to elevate the perception of the new entity within the Irish higher education system. There’s an issue in Ireland with a two-tiered education system, not in quality but in perception Having parity of esteem with other students who go to a University The status of a University qualification is perceived by staff as potentially leading to enhanced career opportunities as employers and society place a higher value on a University award. Status and reputation of qualification Employers might perceive a higher standing for a TU degree…..looks better on CV Listed as a University in CAO With regard to industry, staff believe that there is a greater benefit (enhancing their own reputation) to association with a Technological University than with an Institute of Technology and as a result,

industry should be more likely to engage with the new college. In particular, larger multinational and foreign companies may be more likely to be attracted to a University than an Institute of Technology. Perceived prestige of collaborating with a University Industry more likely to connect with a University brand Larger multinational companies will find it easier to convince their Head Offices to collaborate with a University

Quality Facilities, Resources and Equipment Investment in the Technological University is expected by staff to benefit students on the premise that increased resources in staff, courses, facilities, equipment and supports will ultimately lead to better learning outcomes and experiences. A small number of staff believe that investment is required because the current standard of campus facilities are not up the standard which would be expected from a University. Increased funding for better quality facilities within the college and more modern better equipped campus We will have access to more funding to enable the new TU to have better facilities and equipment for our students Enhanced technology and equipment which enable staff to offer expanded teaching Hopefully availing of improved facilities and teaching resources as a result of improved funding of the TU Investment in facilities, resources and equipment following establishment as a Technological University is expected by staff to result in a highly resourced college available (including access to research facilities and centres) for engagement and collaboration with industry. Improved infrastructure, technologies/equipment for collaboration Opportunity to get access to latest technologies

Quality Education and Learning Opportunities Evidence from the research suggests that the creation of the Technological University provides a momentum and the opportunity for staff to become engaged in developing new and innovative programmes and courses. An enhanced research focus is also expected by staff to benefit teaching and encourage cross departmental programmes. Development of unique and up to date programmes Share vision for delivery of high quality programmes The creation of a new Technological University is anticipated by staff to benefit students by way of the wider and more varied academic expertise available in a larger institution with more knowledge, experience and skills. This is seen as a natural positive outcome of the blending of the existing 38

expertise within AIT and LIT but also more qualified staff as result of enhanced staff development and potential recruitment of new expertise to meet possibly expanded roles and programmes. Enhanced programmes are also likely to provide opportunities for specialist lecturers with niche and distinct expertise. The new Technological University is also expected by staff to strive towards excellence in teaching and research which would benefit students and the overall institution. Demonstrated excellence in teaching, learning and research Better learning experience by having experts from both colleges working together Students will benefit from a greater academic and research mix of the combined institutes A more active research function within the Technological University is also envisaged by staff to enhance the learning experience of students as research informs teaching and students benefit from staff who are more actively engaged and experienced in research. Enhanced access to expertise both research, teaching and supportâ&#x20AC;Ś..enhanced quality of teaching due to more research activity More research informed teaching and learner experience Staff expect that an enhanced focus on quality and standards of education and training within the new Technological University will benefit graduates and employers (industry). The practical nature of education and training is expected to reflect the needs of industry more closely and also provides them with more employable recruits and students for placement. In addition, the Technological University is likely to be more closely aligned to the needs of industry for ongoing training and CPD for their employees. A wide skills base and expertise within the staff team will provide more opportunities for the delivery of high quality bespoke training for industry. Practical teaching to differentiate from traditional Universities Development of new programmes with work ready graduates and postgraduate More opportunities for professionals to engage in CPD and upskilling Staff that can deliver personalised bespoke courses to upgrade existing staff

Career and Personal Development Opportunities Working within a new enlarged Technological University is expected by staff to provide enhanced career benefits both within their current location and across the expanded range of campus locations. Progression opportunities are anticipated by staff as they are supported and encouraged to improve their own skills, experience and scope of work. Staff envisage that a larger institution is likely to provide a more structured career development pathway with opportunities for promotion in the future. In particular, it is anticipated by staff that there will be greater opportunities in research in the new Technological University. The new institution is also likely to provide greater job security, particularly for researchers. Greater opportunity for promotionâ&#x20AC;Ś..more opportunities for personal career development Real progression opportunities for research active staff 39

Better job security compared to that resulting from remaining as an IoT A new focus is expected by staff to be placed on achieving levels of qualification (e.g. PhD for teaching staff) and that staff will be provided with the opportunities to upskill and supported in doing so. A wider and more diverse staff will also provide more opportunities for peer learning. Access to new education and upskilling opportunities Potential to learn new skills from new team members A small minority of staff members expressed concern about the extent to which human capital is currently appreciated within the two institutions and how it could be appreciated in the new Technological University. Some are also concerned about how the possible duplication of functions and the future location of specific functions/roles/positions could impact on their roles as the Institutes evolve into a Technological University.

Wider Array of Learning Opportunities Available In general there is an expectation among staff that students will benefit from: • Wider choice and more diverse range of courses delivered across several campus locations; • Greater opportunity for progression from Level 6 upwards and more postgraduate and research opportunities in addition to opportunities to migrate across academic departments (and greater potential for transfer to other colleges for further studies) – also pathway for progression is clearer; • More flexible and blended learning opportunities; and • Ultimately leading to better career prospects. Broader range of modules/courses/programmes to access…..students will have a greater range of options in relation to courses More opportunities for postgraduate progression…..Path to Level 8, 9,and 10 more accessible and achievable More options for flexible learning

Skilled Graduates The primary benefit identified by staff for industry from the creation of a new Technological University is the local and regional availability of a highly skilled and qualified pool of graduates from a wider range of disciplines. The ongoing course/programme development, investment in campus facilities, technology, equipment and staff and approaches to teaching and learning are anticipated by staff to contributing to improving the calibre of graduates. Ultimately these graduates will be work ready and employable and there will be a continuous stream of graduates available, including an enhanced pool of students with postgraduate qualifications. It is anticipated by staff that high quality and employable graduates will make it easier for firms to integrate them into the workforce and contribute to business success. Their skills should contribute to innovation in industry and support wealth generation and profitability for businesses.

Staff believe that a high level of engagement with industry should also lead to graduates who are more aligned with industry needs and skilled in new and upcoming areas. In addition, there will be a greater pool of students available for work placement. Better graduates that have benefited from increased staff experience Source of highly skilled and qualified graduates and internees Higher number of courses producing more diverse skillsetsâ&#x20AC;Ś..Industry relevant graduates with specific transferable skillsets Provision of a well-educated and competent cohort of students

Greater Range of Expertise A wider staff base is perceived to provide a more diverse range of expertise and skills within the Technological University which is potentially available to industry in addition to providing education and training to students. The findings suggest that a more experienced staff team are also more likely to have a higher level of education (e.g. PhD level) and a wider range of experience gained within and outside of the Technological University. Enhanced research engagement is also anticipated to improve the skills and experience of staff. A broader range of expertise available across the regionâ&#x20AC;Ś..access to a wider range of expert knowledge There should be better quality staff due to increased research activity Access to greater levels of shared knowledge/skills/experience More innovative consultancy and research opportunities Access to more expertise/contacts in one institution

Focus on and Response to Industry Needs Similar to AIT and LIT, staff identify that the development of the new Technological University provides the potential to match the needs of industry more closely for graduate skills and for improving the skills of existing employees. The Technological University can therefore strengthen the links with industry by engaging in coordinated outreach which benefits staff, students and industry. Staff expect that the high level of engagement should also result in programmes/courses which are more reflective of and responsive to industry needs. There is an opportunity for industry to react to requests from the Technological University for insights on programmes and their needs and also proactively make suggestions in these areas. There is also the opportunity (as discussed earlier) to engage in and benefit from research. Stronger focus on needs of local industry Opportunity to ask enterprise/industry what they want from a Technological University Opportunity to develop industry specific programme â&#x20AC;&#x201C; industry led

Sharpened industry focus in programme design and provisionâ&#x20AC;Ś..opportunity to guide University learning in the direction of industry needs

Innovation and Development Opportunities Staff believe that the new Technological University has the potential to support and encourage innovation and to pioneer new technologies which could improve productivity and efficiency for industry. They suggest that industry collaborations provide the opportunity to address issues directly impacting on industry and enterprise, including product innovation and development. Industry effectively using the TU to support innovation See results from research put into practice in industry Supporting innovation and entrepreneurship

Employability and Employment Opportunities The status of a University qualification is identified by staff as contributing towards more employable graduates (as a result of the quality of course content, delivery and the work experience gained) who are better perceived by potential employers. Greater employment options may also lead to better income earning potential for graduates and possibly a competitive edge in the jobs market. Enhanced employability both in Ireland and Internationallyâ&#x20AC;Ś..better able to compete in the job market Staff believe that greater contact with industry would create more work placement opportunities and also more full-time job opportunities following graduation. A greater level of collaboration between the Technological University and industry is expected to lead to a better understanding by industry of the standard of education/training of graduates, course content and the calibre of graduates. Expanded opportunity for placement with industry, innovation and external stakeholders Engagement and links with some of the best multinational companies on the western corridor Improved perception of graduates in terms of employers

Better Student Experience According to staff, a larger more diverse student population will bring with it more opportunities to mix with a wider range of students on an array of courses and enrich the student experience presenting more opportunities for students to experience the positive benefits of attending college including: courses; facilities; equipment; sports; clubs; and societies. Larger and more diverse student population Improved student experience â&#x20AC;&#x201C; facilities, sports, societies, equipment and social opportunities Wider opportunities to mix with other students academically and socially

Expansion and Access to Knowledge Staff are enthused about the potential wider sharing of knowledge and experiences from access to an enlarged staff group (both existing and potential future recruits). An enlarged staff team brings with it significant synergies from blending a wider range of expertise, perspectives and skills and varied approaches to teaching and imparting knowledge to students. Staff indicate that there is an eagerness to learn from each other and gain new insights and excitement about sharing ideas and pooling of minds to further develop existing courses, new courses and innovative approaches to teaching. Potential synergies from pooling of resources Cross fertilisation of ideas and innovations in teaching and learning Access to greater levels of shared knowledge/skills/expertise Potential exchanges of knowledge, expertise and teaching and learning approaches

Access to Funding/Investment In general, there is an expectation among staff that the development of the Technological University will lead to increased opportunities to access funding. For research, it is anticipated that University status will elevate the potential to access wider funding streams (Government; EU; commercial and other) and greater collaboration opportunities. In general, it is also anticipated that there will be greater access to resources for investing in the facilities, technology and approaches to teaching. Might open doors to accessing funding for further research and collaborations â&#x20AC;&#x2DC;Universityâ&#x20AC;&#x2122; brand may improve access to funding Increased funding resulting in better resources, facilities and equipment

New Workplace Culture and Environment Staff believe that the creation of a new Technological University by AIT and LIT provides the opportunity to develop a new entity which blends the positives of each and while developing new approaches to address challenges/areas of weakness. A new organisation also facilitates the implementation of new procedures, practices and approaches which can bring about positive change and lead to a more efficient organisation. Opportunity for change and increased efficiencies Chance to redevelop and improve operating procedures in line with international best practice The new institution provides the opportunity to create a new culture of education and research with a unified vision for the future. Staff are enthused to be part of a new University which has the potential not only to be recognised nationally but also internationally. It is suggested that improved communication could better inform staff on the process of developing and improving staff buy in. Part of a new dynamic organisation recognised worldwide There is a sense of excitement evident among staff about the development of the Technological University and anticipation of the opportunities and benefits that this may bring for them personally 43

and the overall college. The excitement is also based on the anticipation of greater collaboration and becoming a greater force in education, regionally, nationally and internationally. Exciting times, really looking forward to the journey Excited to be part of this consortium and am looking forward to seeing the development unfold This is a wonderful step forward and I'm very excited to be working in an institute on the verge of becoming Ireland's next technological university Despite the general optimism about the development of the new Technological University and the positive impact on workplace culture and environment, a small number of staff are concerned about the extent to which AIT and LIT are compatible. These staff members believe that it may be difficult to form a sustainable partnership and are concerned about the reputations of each of the Institutes being damaged if the development of a new University is not successful.

Regional Access to Resources Staff identify that a significant benefit for industry from the establishment of a Technological University is the local, regional access to a University with a wide range of research and academic expertise. Essentially they see industry as potentially benefitting from having a University in the region with a wide pool of expertise (staff) and talent for recruitment (students). Industry is also thought to be more likely to avail of the innovation and research facilities when available locally. Centrally located TU that can deliver highly skilled problem solving personnel Proximity to enterprise and other stakeholders which should facilitate cooperation and lead to greater synergies and outcomes Local industries will benefit from having a university of their doorstep through been able to access research facilities in the TU

2.14 Critical Success Factors for the New Technological University Staff members were invited to suggest three critical success factors for the new Technological University. There was a wide range of suggestions made by staff with regard to critical success factors for the new Technological University. The main themes identified are presented in Table 9. The main themes relate to: • Student numbers (22.6%); • Funding (21%); • Communication (20.8%); • Research (20.8%); and • Staff (18.8%). (Further detail is presented in Appendix 2 - Table 17). Table 9 Main Critical Success Factors for the New Technological University Identified by Staff (n=500) Main Success Factors Student numbers - traditional and new cohort/national and international/ 22.6 undergrad/postgrad/research Funding - various streams, adequate to needs, achieve plans/develop 21.0 Communication - internal & external/across institutions/management down 20.8 Research - growth/development/success/culture/reputation 20.8 Staff - quality/competent/motivated/morale/upskilling/qualifications 18.8 Facilities/equipment/technology/campus development 13.8 Alignment of vision and values/adhere to core beliefs/values/clear 12.0 mission/goals/strategy/plans/direction/common purpose/respect IoT ethos Note: Respondents were asked to provide three success factors

Student Numbers Staff consider student numbers to be the most important success factor for the new Institution. This is not surprising because students are the primary customer of an educational institution and a growing business needs to grow its customer base. Staff identify growth in student numbers is required at all levels: undergraduate (CAO applicants); post-graduates; distance learners; & ongoing and continuous education students. Growing students on Level 8 and higher courses is particularly important as AIT/LIT already have considerable market share in Level 6 and 7 courses (more traditional IoT cohort). Staff believe that a more diverse student mix is important including a higher intake of international students at all levels but particularly postgraduate level. Increase in student numbers at all levels (taught programmes and research)….. increase in the total number of students (undergraduate distance learners and postgraduate) Increase in CAO first choice applicants…..attracting students that would not have attended in the past In addition to recruiting new students, staff believe that the retention of existing students to higher level degrees, further studies and research is important. It is hoped by staff that an increased focus on research within the new Technological University will lead to an increase in Master’s and PhD students and the potential to retain more undergraduates to further studies.

Significant increase in postgraduate numbersâ&#x20AC;Ś..funding for postgrads and real research opportunities Attracting and keeping students

Funding Much of discussion in earlier sections has focused on investment in: developing new and improving existing courses/programmes; recruitment of additional staff; upskilling of staff; campus facilities; technology; and student facilities. Staff believe that investment can only occur if the Technological University is successful in securing the necessary funding from a range of sources including: EU; Government; student fees; research sources (various); and industry. In addition, staff highlight the requirement for short-term funding to get the Technological University established and operational. Once established, the Technological University will require enhanced operational budgets to run the business and become established as a high quality and reputable University. Long term, staff identify that the University requires a stable, sustainable funding stream from a range of sources and that it will struggle to survive and compete if it does not have financial stability. Access to additional funding to get the new TU up and running and to provide better quality facilities and equipment To secure additional funding and invest some of it in the smaller campus locations to improve teaching facilities, student facilities and the student experience Access to funding to provide better teaching and learning facilities Ability to secure adequate funding to flourish in the new higher education landscape, rather than just exist

Communication Clear and effective communication in the new Technological University is identified by staff as a critical success factor, including between: management and staff (both directions); management/staff and students; staff within and across departments/faculties; both partner institutions (traditional associations may persist); different campus locations; and the Technological University and stakeholders/industry. Good communication between management and staffâ&#x20AC;Ś..clear communication from top down and bottom up and with all stakeholders Having staff on board â&#x20AC;&#x201C; communicating with and including staff in direction of the TU Staff believe that communication is important in the process of developing both the application for Technological University status and also the future success of the institution. Communication during the Technological University application process is critically important to getting staff to buy-into the process, encourage collaboration and integration from the start which will be critical in the successful establishment of the Technological University. Inform people across both institutes as the development progresses, bring them with you, collaborate with them as peers and colleagues, share expertise, work as one. This will embed a shared culture from the start 46

Staff suggest that gaps in internal communication should be identified and addressed to ensure that staff are inadequately informed on issues/aspects relevant to them and the Institute. Communication and brand are absolutely key

Research The development of an enhanced and embedded culture of research is perceived by staff as being an essential part of the progression to University status. Staff perceive the enhancement of the research critical mass as an outcome of becoming a Technological University. Achievement in the area of research is recognised by staff as an important step in the development of a successful Technological University. Increase in the procurement of research grant funding and increase in the number of research active staff While identified by staff as a critical success factor for the Technological University, enhancing engagement in research and ultimately research outputs will be challenging to ensure: • An enhanced focus on research activity at all levels and growing research and development activity by enabling and facilitating staff and students to engage; • Increased research collaboration internally and externally with other educational institutions and industry; • Increased/improved research collaboration; • A focus on applied and practical research; • Industry led research projects; • The development of research centres of excellence; • The development and maintenance of an enhanced research culture; • An enhanced research publication culture; • Access to research funding from a range of sources; • The building of research expertise; • That ultimately the Technological University becomes a champion of research; and • The achievement of research excellence. Increase in both academic and industrial focused research projects Growing R&D activity through enabling staff and students…..Investment into new research centres of excellence Development of a vibrant publication culture, with recognised research across all of the faculties

Staff Staff consider themselves as fundamental to the success of the new Technological University as they directly engage with students in the delivery of education and training and lead on research activities. It is anticipated by staff that the creation of the new University will encourage the development of a motivated, high performing and supportive staff team. By investing in staff development, training, upskilling and support, it is believed by staff that morale and motivation should be maintained at a high level. One of the outcomes of investment in staff and supporting their professional development is anticipated to be enhanced qualifications for staff. Motivated highly engaged staff 47

Staff need to feel supported, valued and rewarded, if this happens the rest will follow Support for staff in professional development and academic developments Support for staff to achieve credible researcher status Staff buy-in is seen as critical to success by staff and they believe that it will be achieved by way of effective communication and engaging with staff at all levels throughout the process. However, a small number of staff expressed disappointment with the level of staff engagement to date and are concerned that they do not have adequate information on the development of the Technological University. Their fear is that an ambitious strategy and application could be developed but without staff buy-in, it would be difficult to achieve. Therefore, ensuring that staff are adequately informed and involved throughout the process will help to achieve buy-in. What are the benchmarks we need to hit? When should we hit them (dates)? What is the timeframe involved?

Facilities/Equipment/Technology/Campus Development Anticipated investment and subsequent improvement in facilities/equipment/campus development is seen by staff as critically important in the future success of the new Technological University. Investment is considered by staff as essential in order to be seen to be worthy of University status and in doing so ensure a more modern campus for staff, students and other stakeholders. Better equipment and technology State of the art facilitiesâ&#x20AC;Ś..Upgraded facilities with more relevant learning spaces for the 21st century Development of cutting edge facilities and technological support Standard that meet the expectations of students

Alignment of Vision, Mission and Values/Goals/Strategy/Common Purpose/Respect IoT Ethos The strategic plan for the new Technological University has a key role to play in its future success. The development of a clear vision for the University and an approach to achieve the vision are seen by staff as important for success. In doing so, the original values and ethos of the Institutes of Technology should not be lost. Staff see the strategic plan as an opportunity to demonstrate a clear direction and pathway for how the original IoTs are developed into a Technological University and provide direction internally (staff, students) and externally (other stakeholders) on the development of the Technological University. Staff believe that even though ambitious, the goals for the new institution should be realistic and achievable. Creating a successful model, vision and identity for the new TUâ&#x20AC;Ś..Clear strategy for short, medium and long-term goals Ensure a cohesive mission is developed and an effective strategy for implementation adopted Crucial that the original remit of the origins of the IoTs does not get lost as we progress into the future

3 Conclusions Key conclusions on the research findings are presented in this section, it is anticipated that the AIT/LIT Consortium may also draw further conclusions from their review of the findings.

Positivity and Enthusiasm The staff of AIT and LIT are overwhelmingly positive about the process of developing a Technological University and the potential outcomes for themselves, students, industry and wider community. The positivity is evident in the overall response rate and the general tone of staff responses and comments. There is an evident desire among staff to create a new Technological University which is focused on student learning and experience, while developing a deeper research ethos and focusing on a closer connection with industry. The development of the research focus also provides an opportunity to inform and enhance student teaching and learning. The creation of a Technological University potentially widens the reach from local/regional to national and international. The process of developing a Technological University appears to be boosting morale and esteem among staff. There is an obvious sense of pride both in recognising the achievements of AIT and LIT to date but also in the future potential of being part of a Technological University. There is a particular sense of pride in the Institute of Technology ethos of focusing on and supporting students, particularly those who may be less advantaged. University status is considered important in terms of how the institutions, staff and students/graduates are perceived in the public eye and eliminating the gap that traditionally exists between Universities and other third level institutions. One gets the sense, that the new identity would motivate staff to further achieve and to drive the Technological University to be a leader in education and in regional/national development. The enthusiasm of staff for the development of the Technological University is obvious in the range of opportunities envisaged from the establishment of the new entity. The hunger for learning from others is evident in the expectations of future collaborations in a range of areas. It also reflects the realism among staff that smaller institutions need to reach out to other educational institutions and stakeholders in order to develop and prosper.

Expansion in Programmes The benefit of collaboration and the development of a new University provides the opportunity to expand the range and depth of programmes/courses available and the delivery approaches to students. The establishment of a University and the strengthening of research within the institution in particular provides the opportunity to increase the extent of postgraduate activity which ultimately enhances the research potential and output, while also providing a mechanism to attract financial resources. The new University provides the momentum to increase research capacity and capability and foster a deeper research and publication culture.

Growth in Student Numbers Ultimately, the establishment of a Technological University provides the opportunity and potential to grow student numbers at all levels, undergraduate, postgraduate, national, international, full and part time. The potential for growth in student numbers is presented by the opportunity to study in and graduate from a University, the enhanced perceived status and the opportunity to market as such and the increased potential for postgraduate study and research. The creation of a Technological University provides the platform/foundation for a growth in student numbers which will only be

realised and sustained if the new entity is a success for students, staff, industry and other stakeholders.

Expectations for Investment A high level of expectation is evident from staff for investment, campus and programme development as a result of the creation of the new Technological University. However, securing the necessary funding to meet these ambitious development expectations will be challenging for the new Technological University. In order to ensure that expectations are not dented, it is important that management communicates (when appropriate) actual development/investment plans, timescales and potential funding sources.

Coordination and Connection of Campuses A reality of the new Technological University is that it will involve coordination and connection of two previously independent Institutes of Technology with six campus locations. This is a challenge that the AIT/LIT consortium have undoubtedly anticipated and are addressing in the development process and will plan for in the establishment phase. It highlights the significance of effective communication across all aspects of the new University and in particular the threat of miscommunication or misunderstandings across different locations.

Potential Impact on Student Learning There is an expectation that the creation of a new Technological University will provide new opportunities for expanding and improving the learning and overall experience of students. However, it is evident that there is a level of concern that the development could potentially impact negatively on student learning. The conclusion that could be drawn from this fear is that the current student focused approach is valued and recognised as a key strength of the Institute of Technology approach and needs to be protected and nurtured in the emergence of the new Technological University in order to ensure that the student remains the priority focus and concern. It reaffirms the pride in the IoT ethos and approach and the importance of not losing it in an otherwise progressive initiative.

Identity Creating an identity and brand for the new Technological University will be important for its success. This will be challenging as the Technological University concept is new within Ireland while the education market for students is very competitive. The challenge is to identify the factors which differentiate the new Technological University from other third level providers and to successfully promote them to potential students, other stakeholders and the general public.

Potential Benefits It is clearly evident that the development of the new Technological University is perceived as beneficial for staff, students and other stakeholders (including industry). While expressed in different ways the benefits for staff are focused around career and personal development opportunities as result of enhanced collaboration/networking, increased focus on research, enhanced facilities and supports and the status of working within a University. Students can potentially benefit from a wider range of learning opportunities and the potential for progression within their studies and ultimately from the enhanced status of obtaining a University qualification. 50

Obviously industry has the potential to benefit from the availability of skilled graduates within the region which can facilitate recruitment and contribute to the success of those businesses. However, the new Technological University also provides significant opportunity for collaboration on research and other projects which benefit industry, the University and the wider community.

Reservations There are some reservations among a minority of staff regarding the concept, the process and the ability to achieve on the ambition. However, the ongoing process of engagement and communication with staff should help to address these reservations.

Success Factors In terms of the future success of the proposed Technological University, based on an assessment of the views of staff, six fundamental pillars emerge which are essential for success: securing funding for investment in facilities, courses and people; developing an enhanced research focus/reputation in tandem with teaching/learning; consolidating and growing student numbers; supporting and developing staff; effective communication at all levels; and engaging/collaborating with others. There are many other factors pertinent to success but these six key areas impact on all others.

Concluding Comment The core message from staff is that the creation of a new Technological University is a positive, exciting and ambitious development for AIT and LIT. It has the potential to deliver significant opportunities and dividends for students, staff, other stakeholders and the wider region/country. The development is not without challenges but these challenges can be addressed. There are some reservations however, the recognition of these reservations can help in addressing them. Fundamental to the success of the goal of creating a successful new Technological University is maintaining a high level of communication and engagement with all stakeholders (staff, students, industry and others) throughout the process, clearly outlining the ambitious goals and the approach to realising those goals.

APPENDIX 1 Towards a New Technological University What Staff Think? 1. What campus location are your primarily located (if more than one location, please select primary location or where you spend the most time)?  Athlone  Clare Street  Clonmel  Ennis  Moylish  Thurles 2. Please choose the area which best describes where you work within AIT or LIT?  Faculty of Applied Science, Engineering & Technology (LIT)  Faculty of Business & Hospitality (AIT)  Faculty of Business & Humanities (LIT)  Faculty of Continuing, Professional, Online and Distance Learning (AIT)  Faculty of Engineering & Informatics (AIT)  Faculty of Science & Health (AIT)  Limerick School of Art & Design (LSAD)  Academic Affairs & Registrar (LIT/AIT)  Corporate Services & Capital Development (LIT)  Financial & Corporate Affairs (AIT)  Research, Development and Innovation (LIT)  Research, Innovation & Enterprise (AIT)  Strategic Planning, Institutional Performance, Equality & Diversity (AIT)  President's Office (LIT/AIT) 3. Please select five key student categories that you feel are most important in growing student numbers in the new Technological University during its first 5 years from the following list. Please select up to (but no more than) 5 ❑ School leavers regionally ❑ School leavers nationally ❑ Postgraduate students ❑ International EU students ❑ International non-EU students ❑ Further education students ❑ Apprenticeship & training students ❑ Mature students ❑ Erasmus/Exchange students ❑ Continuous Professional Development students ❑ Flexible Learning students

4. Please select three key factors in growing student numbers in the new Technological University over its first 5 years from the following list. Please select up to (but no more than) 3 ❑ Enhancing the quality of teaching and learning ❑ Expanding the programme offering ❑ Enhancing student progression pathways ❑ Strengthening links between research, teaching and learning ❑ Enhancing the overall student experience ❑ Developing international opportunities ❑ Improving campus equipment and facilities ❑ Maintaining multi-campus locations ❑ Improving collaboration and engagement ❑ Developing the reputation/identity of the Technological University

5. Please select three key factors in developing the quality of teaching and learning in the new Technological University over its first 5 years from the following list. Please select up to (but no more than 3) ❑ Enhancing the applied nature of courses ❑ Improving the academic content of courses ❑ Enhancing the research component of courses ❑ Accessing high quality academic staff ❑ Upskilling staff ❑ Using blended methods of course delivery ❑ Offering opportunities for flexible/online learning ❑ Investing in technology ❑ Investing in facilities ❑ Investing in equipment 6. Please select three key factors in growing the research, development and innovation capabilities of the new Technological University over its first 5 years from the following list. Please select up to (but no more than) 3 ❑ Growing the number of research centres ❑ Enhancing the quality and reputation of research centres ❑ Developing research partnerships with local industry ❑ Accessing research funding ❑ Supporting innovation and entrepreneurship ❑ Growing research active staff numbers ❑ Broadening the TU's research, innovation and development focus ❑ Developing partnerships with other agencies e.g. IDA, Enterprise Ireland, Teagasc ❑ Developing a strategic link between RDI and teaching and learning ❑ Promoting and embedding a culture of industry focus across the Technological University ❑ Improving connectivity with enterprise 7. Please select three key factors which will allow the new Technological University to improve stakeholder engagement over its first 5 years from the following list. Please select up to (but no more than) 3 ❑ Fostering links with the local community ❑ Fostering links with the region ❑ Promoting links with industry ❑ Promoting links with enterprise ❑ Supporting links with other higher education institutions nationally ❑ Fostering links with international higher education institutions ❑ Connecting with the alumni network ❑ Supporting socially and economically disadvantaged groups ❑ Utilising the campuses to support engagement activities ❑ Seeking feedback on engagement activities and adapting approach accordingly

8. Please select three key factors required to improve engagement and development of staff over the next 5 years from the following list. Please select up to (but no more than) 3 ❑ Enhancing opportunities for career development ❑ Providing opportunities for cross-departmental working ❑ Providing staff with additional training and development offerings that are specific to their needs ❑ Holding regular departmental meetings ❑ Holding cross departmental meetings ❑ Providing regular staff briefings with regard to Technological University developments ❑ Improving communication channels from the Management Team to all staff ❑ Implementing performance management and development systems for staff ❑ Enhancing opportunities for greater work/life balance ❑ Organising additional and more frequent staff social gatherings ❑ Enhancing feedback opportunities and mechanisms 9. What do you consider are the top 3 opportunities for the proposed new Technological University? 1 2 3

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10. What do you consider are the top 3 challenges for the proposed new Technological University? 1 2 3

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11. What do you consider are the top 3 benefits of the new Technological University for students (current and prospective)? 1 2 3

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12. What do you consider are the top 3 benefits of the new Technological University for staff? 1 2 3

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13. What do you consider are the top 3 benefits of the new Technological University for industry? 1 2 3

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14. What do you consider as the top 3 critical success factors for the new Technological University? 1 2 3

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15. Please identify 5 core values which should guide the new Technological University from the following list? Select up to (but no more than) 5 ❑ Excellence ❑ Equity ❑ Accessibility ❑ Quality ❑ Diversity ❑ Collegiality ❑ Supportive ❑ Equality ❑ Respectful ❑ Innovative ❑ Integrity ❑ Professionalism ❑ Trustworthy ❑ Collaborative ❑ Engaged ❑ Transparency ❑ Accountability ❑ Inclusive ❑ Partnership

LIT's vision to 2022 is to be a leading provider of higher education that is student centered, research informed, industry relevant and accessible for all. The vision of AIT is to be a contemporary and engaged technological university distinguished by outstanding learner experience, international focus, and impactful and applied research. To lead the Midlands' continued social and economic growth for the benefit of the communities we serve.

16. Reflecting on the vision for the proposed new Technological University, what are the key words that you would suggest should be included in the new vision? 1 2 3 4 5

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17. Please provide any other comments relevant to the vision of the new Technological University (max 50 words).

___________________________________ ___________________________________ ___________________________________ ___________________________________ The mission of LIT is to be a regionally focused Higher Education Institute with a national and international outlook. We empower our diverse student body by providing a quality higher education experience enabling economic, social and cultural development. The mission of AIT is to provide student-centred, career-focused education, training and applied research programmes for our diverse cohort of learners within a professional and supportive environment. We are fully committed to intensive and impactful engagement with regional business, enterprise and our communities. 18. Reflecting on the mission for the proposed new Technological University, what are the key words that you would suggest should be included in the new mission? 1 2 3 4 5

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19. Please provide any other comments relevant to the mission of the new Technological University (max 50 words).

___________________________________ ___________________________________ ___________________________________ ___________________________________ 20. Have you any further comments on the development of the proposed New Technological University (max 50 words)?

___________________________________ ___________________________________ ___________________________________ ___________________________________ Thank you for taking the time to complete this survey

APPENDIX 2 More Detailed Data Tables Table 10 Main Words Suggested For Inclusion in the Vision Statement of the New Technological University (n=531) Main Words Suggested for Vision % Student/learner centred/student experience/outstanding learner experience 64.2 Research focused, informed and applied/led/driven 40.1 Industry focused/engaged/connected/led/relevant 29.0 Accessible 26.6 Community centred/service/benefit 16.9 Innovative 16.0 Excellence - teaching, research 15.6 Inclusive 15.6 International/global focus 15.4 Quality - teaching, learning 13.4 Engaged 12.4 Collaborative/collaboration 8.9 Supportive - staff students 8.9 Impactful 7.9 Leading 7.3 Teaching and learning â&#x20AC;&#x201C; practical and applied 6.8 Social, community and economic growth 6.6 Contemporary 6.4 Diverse/diversity 6.4 Equal opportunity/equality 6.4 Relevant 5.8 Professional 5.3 Regional focus 5.1 Education 4.1 Environmentally responsible/sustainable 4.1 Dynamic/driven/focused/motivated 4.1 Integrity 4.0 Creative 3.8 Progressive 3.6 Technology 2.8 Forward thinking 2.8 Partnership 2.6 Respect 2.6 Mid west & Midlands & Shannon 2.4 Grow/expansion/development 2.3 Transparency/openness/accountable 2.3

Table 11 Main Words Suggested For Inclusion in the Mission Statement of the Proposed New Technological University (n=438) Main Words % Student/learner centred/focused 40.6 Supportive/supporting/support 30.1 Diverse/diversity 29.7 Education/teaching 26.5 Quality/high quality 26.5 International/global - focus/outlook/reach 22.1 Regional/local focus 19.6 Professional 19.4 Engaged/engagement/engaging (community/industry/enterprise) 19.2 Career-focussed 17.8 Research focused/driven/led (incl Applied Research) 16.9 Empower/empowerment/empowering 16.4 Economic social and cultural development 14.2 Community - part of/supporting/building 13.5 Industry/enterprise/business - focused/led/driven/linked/relevant 17.3 Impactful 12.3 Inclusion/inclusive 10.5 National - focus/outlook 9.6 Innovation/innovative 9.1 Collaborative/collaboration/partnership 8.4 Excellence in teaching, learning, research 7.5 Equality 6.6 Learning/active learning 6.2 Development/develop/continuous 5.5 Commitment/committed 4.6 Accessible 4.3 Enabling 4.3 Leadership/leading/best 3.9 Dynamic/progressive/cutting edge/modern 3.7 Transparency/open/accountable 3.4 Flexible/adaptable/responsive 3.2 Applied 3.0 Relevant 3.0 Respect/respectful 2.7 Opportunities 2.5 Sustainable 2.5

Table 12 Main Opportunities Identified for the Proposed New Technological University (n=545) Main Opportunities % Expand/Improve Learning Opportunities/Broaden Learning Horizons/Quality of Learning Opportunities 42.4 Student Recruitment (national and international) 32.8 Research Opportunities 28.4 Development/Expansion - Institutional & Infrastructural 25.9 Funding/Investment Opportunities/Greater Resources 25.3 Reputation/Prestige 23.5 Industry Collaboration 16.1 Staff Development/Attract Skilled Personnel/Promotion Opportunities 16.0 Academic Collaboration 13.8 Marketing Potential (National and International) 13.8 Collaboration - General 11.0 Regional Development 10.8 Societal Impact/Contribution/Community Engagement and Development 8.6 Niche Development 6.4 Student Career Development Opportunities 5.7 Increased Visibility/Unique Identity 5.0 Increased Accessibility/Social Inclusion 4.6 Enhance Student Experience 4.4 Innovation Opportunities 4.4 Global Institutional Collaboration 3.9 Leadership Potential 3.9 Cultural Development of Institution 3.3 Competitiveness 2.9 Enhance Staff Environment 2.6 Develop Global Reach 2.4 National Institutional Collaboration 1.8

Table 13 Main Challenges Identified for the Proposed New Technological University (n=557) Main Challenges % Finance/Funding 24.8 Cross-Campus Communication, Connectivity and Coordination 21.7 Impact on Student Learning and Experience/Expanding Learning Opportunities/Quality 16.2 of Learning Opportunities Campus Geographic Spread 14.0 Developing a Unique Brand Identity 13.8 Transition Logistics 12.9 Competition Within HE Sector 12.7 Infrastructural and Facility Demands 12.7 Duplication of Offerings and Services 12.0 Retaining Unique Focus, Culture and Identity 11.7 Student Recruitment Challenges 11.3 Reform of Existing Processes and Culture 11.0 Developing a Strategic Vision and Plan 10.8 Addressing Pressures on Staff 9.3 Communication, Transparency and Openness 8.4 Building Reputation 8.3 Securing Support for Change 8.1 Marketing/Raising awareness 7.7 Developing a Shared Culture 7.4 Resource Demands 6.6 Management Issues 5.2 Staff Development Challenges 5.0 Developing a Research Culture 4.8 Compromising Existing Individual Campuses 4.3 Addressing Current Challenges 3.8 Partnerships and Collaboration 3.4 Internal Conflict 3.1 Challenges of Academic Standards 2.7 Apprehensions to Change 2.5 Cross-Campus Resource Allocation 2.5 Impacts on Local Community, Region and Society 2.5 Retaining Staff 2.5 Meeting and Maintaining New Metric Requirements 2.3 Addressing Issues of Socio-Economic Disadvantage and Access 2.2 Staff Recruitment 2.2 Investment Challenges 2.0 Time Constraints 2.0

Table 14 Main Benefits of the Proposed New Technological University identified by Staff for Staff (n=527) Main Benefits % Career/Job and Personal Development Opportunities/Job Security 69.5 Collaborative and Networking Opportunities 32.8 Research Opportunities/Recognition of Research 29.3 Prestige of University Status 22.6 Quality Facilities, Resources and Equipment 20.1 Job and Workplace Satisfaction/Staff Recognition/Less Pressure on Staff 15.9 Access to Funding/Investment 15.8 Expansion and Access to Knowledge 15.2 New Workplace Culture and Environment 10.6 Quality Education and Learning Opportunities 10.2 Incoming Students 5.5 Industry Opportunities and Collaboration 5.5 A Larger and More Competitive Institution 3.6 Academic and Institutional Reforms 3.2 International Opportunities 2.7 No Benefits to Staff 2.7 Increased Supports 2.5 Recognition of Research 2.5 Benefits not Known 2.1 Connection to Local Community and Region 2.1 Revitalisation 2.1 Greater Salary and Wages 1.1

Table 15 Main Benefits of the Proposed New Technological University identified by Staff for Students (n=537) Main Benefits % Wider Array of Learning Opportunities/ Progression and Personal Development 77.6 Opportunities Prestige of University Qualification 71.7 Quality Education and Learning Opportunities 30.5 Quality Facilities, Resources and Equipment 29.2 Employability and Employment Opportunities/Career Focused Education/Industry 23.6 Links Better Student Experience 15.5 Increased Access to Third-Level Education 8.0 Exposure to Research 6.3 Collaborative Opportunities Available 4.5 Access to Funding Opportunities 4.1 Access to International Opportunities 3.2 Networking Opportunities 2.6 Connection to Local Community and Region 2.0

Table 16 Main Benefits of the Proposed New Technological University identified by Staff for Industry (n=418) Main Benefits % Access to Larger Pool of Students/Skilled Graduates 81.8 Research Opportunities 48.3 Collaborative and Networking Opportunities 45.0 Quality Education and Learning Opportunities 25.6 Greater Range of Expertise 24.6 Focus on and Response to Industry Needs 17.7 Innovation and Development Opportunities 15.6 Prestige of University Connection 12.9 Quality Facilities, Resources and Equipment 11.2 Regional Access to Resources 11.2 Investment and Funding Opportunities 9.8 Community and Regional Development 9.3 International Opportunities 3.3 No Benefits for Industry 3.1 Industry Expansion Potential 2.4 Greater Confidence in the HEI 1.9 Solution Development 1.7 Benefits to Industry Not Known 1.4 Support for Entrepreneurs 1.2

Table 17 Main Critical Success Factors for the New Technological University Identified by Staff (n=500) Main Success Factors Student numbers - traditional and new cohort/national and international/ 22.6 undergrad/postgrad/research Funding - various streams, adequate to needs, achieve plans/develop 21.0 Communication - internal & external/across institutions/management down 20.8 Research - growth/development/success/culture/reputation 20.8 Staff - quality/competent/motivated/morale/upskilling/qualifications 18.8 Facilities/equipment/technology/campus development 13.8 Alignment of vision and values/adhere to core beliefs/values/clear 12.0 mission/goals/strategy/plans/direction/common purpose/respect IoT ethos Staff engagement 11.4 Achieve/deliver on targets/goals/realistic/success 9.6 Student - focus/experience/buy-in/engagement 9.2 Industry engagement/links/collaboration 9.0 Reputation â&#x20AC;&#x201C; national/international/ranking/recognition 9.0 Teaching - learning environment - improved/excellence/education focus/small classes 8.2 Quality - courses/staff/delivery/research/teaching/standards 7.8 Brand/branding/brand identity 7.2 Staff buy-in 7.0 Integration/cohesion - meaningful/across campuses/institutes 7.0 Management - leadership - governance - high quality/effective/dynamic 7.0 Collaboration/partnership 6.8 Marketing/promotion 6.4 Identity - profile/USP/image - New TU-not just two IoTs 6.4 Course offering/new/relevant/responsive/meet student needs/career focused 6.2 Adapting to change/flexible/open to change/culture of change 5.8 Quality students/graduates/competent/fearless/competent 5.6 International - visibility/recruitment/recognition/ranking/engagement 4.8 Innovation - creativity/planning/critical thinking 3.4 Community engagement/links 3.2 Regional & national buy in/Connection/Engagement 3.0 Transparency/accountability 2.8 Differentiated from Competitors/Competitive College 2.6 Stakeholder Buy-in/Engagement/Links 2.4 Cooperation - (cross department/management/staff) 2.2 Investment - facilities, people, resources 2.2 Academic progression for students 2.0