Creating Futures by IADT

creating futures iadt Strategic Plan 2008 â&#x20AC;&#x201C; 2012

Table of Contents 1. Chairman’s Introduction

2. Director’s Foreword

3. Introduction 3.1 Vision 3.2 Mission 3.3 Values

8 10 10 10

4. The Future: 2008–2012 Strategic Plan 4.1 Goals 4.2 Action Lines 4.2.1 Dashboard Indicators 4.2.2 The Eight Action Lines Action Line 1: Teaching & Learning Action Line 2: The Student Experience Action Line 3: Research Development & Innovation Action Line 4: External Engagement Action Line 5: The Staff Experience Action Line 6: Organisational Culture Action Line 7: Resources & Planning Action Line 8: Governance

12 12 12 14 14 16 16 16 16 18 18 18 18

5. Past to Present: Developing the 2008–2012 Strategic Plan 5.1 Recent Developments 5.2 2003–2008 ‘Futureproof’ Strategic Plan: Review & Evaluation 5.2.1 Key Successes & Milestones of ‘Futureproof’ 2003–2008 5.3 Key Inputs for 2008–2012 Strategic Plan

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6. External Environment: Future Influences

7. Monitoring & Reviewing the Plan’s Progress

8. Assumptions, Critical Success Factors & Resources

9. Acknowledgements

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â&#x20AC;&#x153;It is important to acknowledge the scale of development and transformation that has taken place at IADT during the last five yearsâ&#x20AC;?.

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1. Chairmanâ&#x20AC;&#x2122;s Introduction In shaping our Strategy 2008â&#x20AC;&#x201C;2102, we have undertaken a wide-ranging consultation, to benchmark the achievements of the last five years both internally and externally. It is important to acknowledge the scale of development and transformation that has taken place at IADT during the last five years. Critical to our continuing success has been the pivotal role played by our engaged and committed staff and a vibrant student body in what has become an enabling, if challenging, policy and funding environment. I would like to acknowledge the valuable insights provided by external stakeholders and their affirmation of the unique strengths and positioning of IADT within the Institutes of Technology sector and on the wider higher education landscape. Development of the campus infrastructure, critical to the realisation of this strategic plan, is well underway. This underscores the confidence and commitment of Government to IADT. We look forward to the next phase of growth knowing that we are building on a solid foundation. The members of the Governing Body join me in affirming our wholehearted support for an ambitious and well-constructed growth plan, focused on the changing nature of the student, the development of research capabilities and engagement with the community and the world of work.

David Harvey Chairman

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â&#x20AC;&#x153;We have established a strong reputation for cross-disciplinary approaches and enterprise development, as well as for our research capability in convergent aspects of the arts, technology and enterpriseâ&#x20AC;?.

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2. Directorâ&#x20AC;&#x2122;s Foreword We embark upon this five-year strategic plan with confidence and enthusiasm and a clear focus on how IADT will play its role in a changing Ireland. In the relatively short number of years since inception, in 1997, we have seen a fourfold increase in student numbers and the development of innovative undergraduate and postgraduate study opportunities in each of our three Schools. We have established a strong reputation for cross-disciplinary approaches and enterprise development, as well as for our research capability in convergent aspects of the arts, technology and enterprise. Our organisational capability and quality has also been acknowledged externally, during the recent strategic period, when IADT achieved delegated authority from HETAC to confer awards at honours degree level. Now is the time to build on these successes. I would like to acknowledge the pivotal role of staff and students in identifying priorities, and in shaping a thematic approach to the 2008â&#x20AC;&#x201C;2012 strategic plan that is responsive to the changing requirements of the sectors and communities we serve. I look forward to working with all staff and with our student body to imagine, shape and realise this next developmental phase for IADT.

Jim Devine Director

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3. Introduction IADT is preparing for a bright future. Over the past five years the contributions we have made to the Higher Education sector, and Institutes of Technology specifically, have been marked by increased number of students and the number of potential students who nominate us as their preferred choice. Our reputation has grown and continues to grow in our areas of specialisation. Now we are ready to take the next steps, both in developing what we have to offer and developing the campus to accommodate our staff, our students and our ambitions. Our goals in core areas of teaching, research and service have been the subject of extensive discussion in the formulation of this Strategic Plan. These goals have been translated into eight carefully balanced and inter-dependent thematic action lines. As a small and specialised higher education institution, we are committed to development through collaboration with industry and higher education partners, nationally and internationally. This is reflected throughout. The background and overall framework for our Strategic Plan 2008â&#x20AC;&#x201C;2012 is included in this document. It should be read in conjunction with the Strategic Action Plan which sets out the detailed actions, timelines, performance indicators and leadership required to achieve our goals. Outcomes will be reviewed annually and, factoring in any changes in the external environment, we will update the action plan accordingly. The landscape for higher education continues to change rapidly. The recent announcement of the development of a policy framework for higher education is welcome, with an outcome expected within the period of this Strategic Plan. We have planned for expected change and will engage fully and adaptively with the evolving framework.

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3.1 Vision To be at the forefront of teaching, research and innovation at the convergence of the arts, technology and enterprise, and to contribute to Ireland’s development as a creative knowledge economy. 3.2 Mission The IADT mission is to sustain and enhance our reputation as the college of preferred choice in our areas of specialisation. This will be achieved by providing professional and industry relevant programmes, innovative approaches to teaching, learning and assessment, and by engaging in research, enterprise development and innovation. Our student and staff bodies will reflect the diversity of the new Ireland and will have a strong international contingent. Our graduates will be well-placed to contribute to economic, social and cultural development. With significant growth in numbers, IADT will be a centre for lifelong learning and will be recognised as a significant player in policy and industry development, and as a valued collaborative partner with industry and with other higher education institutions. 3.3 Values Our core value is ‘to do the right thing the right way’. This reflects on education, research, funding and innovation. It also applies to social life, moral values, respect and enjoyment of Institute life. Our core value will be achieved by: • Respect, to be founded on trust, communications, openness and transparency • Reputation, to be based on academic standards, innovation, entrepreneurship, competitiveness and empowerment • Campus life, to be characterised by enjoyment, fulfilment and work-life balance for staff and students • Diversity and inclusion, to be evident in all our campus activities and in our relations with the community • Social responsibility

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teaching, learning and assessment

the student experience

external engagement

research,development and innovation

resources and planning

the staff experience

governance

organisational culture Back to Table of Contents / Back / Next Page

4. 2008–2012 Strategic Plan Our Strategic Plan has specific goals and actions that will help us to succeed in our Mission. We have set these out as clearly as possible to allow all interested parties to understand and appreciate completely what we hope to achieve over the next five years. 4.1 Goals Eight high-level goals will be addressed over the next five years: • Grow student numbers and diversity to 2,500 WTEs, including a target of 250 recruited internationally and 250 at postgraduate level • Continue to provide and develop a quality, professionally focused action learning experience, matched to the National Qualifications Framework • Achieve Delegation of Authority by HETAC for taught and research programmes at Level 9 • Diversify the work of the academic and wider staff to achieve a balance of teaching/learning, research, development and innovation, industry engagement and service to the community • Attract research funding with an annual value of €1.5m and establish a postgraduate and technology transfer centre • Ensure a quality staff experience where staff are valued, professionally developed and enabled to perform to their full potential • Ensure that IADT continues to determine its future as an autonomous higher education institution, by securing and efficiently managing the necessary resources • Make student accommodation available through the Institute (but not necessarily on campus) 4.2 Action Lines The goals of our strategic plan will be realised by pursuing eight action lines: the four verical actions represent our frontline activities in teaching research and service; the four horizontal arrows represent the actions that we will use to develop and enable the necessary environment and infrastructure.

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To monitor the progress and effectiveness of the Action Lines in achieving our goals, an annual Action Plan will provide a high-level assessment of achievement. This will show where we are successful and where we can make improvements. The Action Plan is presented in Part B and will be monitored and updated annually. This will take account of progress and changes in the external environment and will be done using ‘dashboard’ indicators with the appropriate metrics. The objectives for each action line are summarised below. 4.2.1 Dashboard Indicators Implementation of the Strategic Plan will be monitored continuously by the Director and Executive Team. The following indicators will provide a high-level status check: • Growth in student numbers, profile and diversity • Growth in overall numbers making IADT their first choice in their CAO or direct applications • Retention, progression and completion rates • Learner satisfaction • Publications, IP and other recognised research and commercialisation metrics • Systematic progress towards delegated authority at level 9 • Income secured from Exchequer and non-Exchequer sources • Staff satisfaction 4.2.2 The Eight Action Lines The objectives for each of the eight action lines are listed below. These are fully elaborated upon in the Action Plan, presented in Part B, which will be reviewed and updated annually.

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Teaching, Learning and Assessment • To deliver a quality reflective curriculum that readily engages with the changing opportunities of the 21st century • To prepare students to meet and exceed the needs of enterprise, community and public service • To use educational media to support learning • To continually develop and test learning and teaching strategies which meet the needs and opportunities presented by diverse learning groups, emergent technologies and evolving cultures • To offer our curriculum to a range of learners on and off campus via flexible delivery modes • To equip students with the tools to become self-directed and reflective lifelong learners • To benchmark our provision against best practice nationally and internationally • To enhance and strengthen the quality assurance systems with extended participation from academia and industry The Student Experience • To graduate skilled and articulate students who are prepared for effective and engaged citizenship, within a global environment • To provide integrated and campus-wide services that will support and enhance our students’ learning • To engage and communicate more effectively with future, current and past students to enable them to appreciate and participate in the life of IADT • To add value to the student experience by providing social recreational and cultural activities • To offer increased opportunities to under-represented groups to participate fully in IADT Research Development and Innovation • To support and enhance the status and reputation of IADT’s research and commercialisation capability in the selected theme areas of: – Creative Arts and Media – Public Cultures/Entrepreneurship – Psychology/Technology • To generate Research Funding that will reach a target of 1.5 million euro per annum after a five year period • To increase the size of IADT’s incubation facilities to improve commercial research and technology transfer opportunities, particularly in the area of Digital Media • To apply knowledge and expertise to support the economic, social and cultural development in the region External Engagement • To ensure strategic alignment with, and contribution to, the achievement of national economic and social targets • To develop and maintain an open and productive dialogue with the stakeholders and communities we serve, and upon whom we rely for advice and support • To contribute nationally and internationally to professional and academic fora in our areas of specialisation and in the formation of policy

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• To develop mutually beneficial partnerships and collaborations within the educational sector, nationally and internationally, as well as with community groups • To enhance the perceptions and reputation of the Institute The Staff Experience • To attract and retain motivated, creative and innovative staff, and to support these staff to meet the professional and personal challenges that may arise during their career with IADT • To engage and communicate effectively with current and past staff to enable them to fully appreciate and participate in the life of IADT • To embed a culture of equality and diversity within IADT • To create a work environment that respects the value of each individual and the diversity of staff, which will enable them to contribute fully and gain all the benefits and enjoyment from their involvement in IADT • To provide adequate social spaces for staff that will enhance good working relationships, based on a culture of partnership, affirmation and respect Organisational Culture • To strengthen the sense of identity for students and staff • To improve understanding of everyone’s roles in the organisation • To improve understanding of different disciplines in IADT • To value a campus which gives a positive image of IADT • To improve the quality of communication • To recognise the positive contribution of staff and students • To embed a culture of innovation and quality enhancement Resources and Planning • To secure the financial resources required to manage an Institute of 2,500 students (2,200 student places, 2,500 FTE) • To increase non-core income (i.e. gross income, and not the excess of income over expenditure) • To provide campus accommodation to meet the needs of 2,500 students (i.e. teaching, learning & research spaces, library, office accommodation and student residences) • To provide ICT equipment and services appropriate to the needs of students • To provide specialist equipment and services appropriate to the needs of students • To provide the appropriate number and balance of staff necessary to operate a campus of 2,500 students • To optimise the actions of all staff and students • To recognise and value the experience of students and the contribution they make to the running of the Institute • To provide an accessible and environmentally managed campus Governance • To maintain and enhance the highest standards of Governance • To manage risk appropriately • To be fully compliant with all requirements specified under the Education and Training Act 1999 • To achieve delegation at Level 9 (taught and research) • To be fully compliant with Towards 2016 and any successive agreements • To optimise the use of our resources 18

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5. Past to Present: Developing the 2008–2012 Plan It is important to our future that we understand and acknowledge what we have learned from our past: namely the Strategic Plan period 2003–2008. The process of reviewing the 2003–2008 Plan and developing the 2008–2012 Plan commenced in January 2007, and has been facilitated throughout by an external expert. The process included three steps: January-June 2007 [Review] • Review of documented outcomes of 2003–2008 strategy • Consultation with external stakeholders • Interviews with all members of the Executive and Management Teams • Open consultation sessions with staff and students • Questionnaires for staff • Series of meetings with the Executive Team to consider feedback as it became available • Briefing for Governing Body June-December 2007 [Shaping the 2008–2012 Strategic Plan] • Identification of eight Action Lines • Formation of teams of eight to ten people, comprising staff and students, to develop the detail of the eight Action Lines • Sign-off on draft Plan by Executive and Governing Body • Consultation with all staff through open meetings • Consultation with the Management Team, Joint Forum and Academic Council January-March 2008 [Finalising the 2008–2012 Plan] • Refinement of Action Lines and detailed implementation plan • Sign-off by Governing Body • Final consultation with staff • Publication The outcomes of the 2003–2008 Plan review are summarised overleaf, outlining the basis on which the new Strategic Plan has been built. Key inputs of an external nature, e.g. trends identified as well as policy documents and strategic frameworks of relevant government departments and agencies are also summarised.

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5.1 Recent Developments The period covered by the ‘FutureProof’ Strategic Plan 2003–2008 has been one of significant change nationally for higher education, and for the IoT sector in particular. In these circumstances and combined with developments at the Institute, IADT has undergone significant transformation. Externally, developments of considerable magnitude have been brought about through the Qualifications (Education and Training Act), 1999, the OECD Review of Higher Education (2004) and the Institutes of Technology Act (2006). These have resulted in a new set of relationships with HETAC and HEA. In the same period there has been significant growth in funding for research development, innovation and commercialisation, albeit in a highly competitive bidding environment, and IADT has built valued relationships with Forfás, Enterprise Ireland, IDA, Digital Hub and the Research Councils. Rapidly changing demographics have also impacted on the profile and numbers of college applicants and on the demand for places in different disciplines. IADT has developed its Access Programme and has built sustainable links with schools, FE colleges and the wider community. 5.2 Review and Evaluation of the 2003–2008 ‘Futureprooof’ Strategic Plan Evaluation of the 2003–2008 strategy provided valuable feedback and helped assess strengths and weaknesses from the perspective of external and internal stakeholders. The following key points were identified: • Overall, IADT is regarded as having achieved significant success during the last strategic period. The Institute has been ambitious, innovative and has punched above its weight • The unique and differentiated positioning of IADT within the IoT sector, and wider higher education sector as a whole, has been affirmed internally and, in particular, by external stakeholders • The process and outcome of the 2003–2008 strategy was a steep learning curve for IADT. However, in terms of a process and a product, it ensured the organisation achieved a stronger position. • The next strategic period should allow scope to undertake capacity building work, particularly in areas that were significantly stretched or which may not have developed as rapidly. The work needed spans processes and systems, culture, delegation of responsibility, accountability and re-framing of some roles and responsibilities. This work is important in order to consolidate the unique and lauded positioning of IADT • Much was learned in developing and implementing the 2003–2008 strategy, which in effect was the first five-year strategic plan for the Institute. As a result, the management and staff are well positioned to succeed in this second strategic period. • The scale of IADT brings advantages and disadvantages, and these must be factored into the strategy e.g., our smaller size is an attraction for students but has disadvantages in terms of economies of scale • The resources of IADT are finite and the capacity to raise independent funds needs to be developed systematically • The full development of the campus to facilitate learning, social engagement and research is ongoing but is a number of years from completion • The level of engagement with strategy at all levels in the organisation needs to be further developed by the Management Team as this will achieve a strong sense of ownership of the new strategy 22

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5.2.1 Key Successes & Milestones of ‘Futureproof’ 2003–2008 Key successes in the existing strategy include: • IADT’s unique positioning • The interaction and openness to collaboration with industry, other third level institutions and the policy/government agency system • The development of flagship programmes that are unique to IADT • The positive student experience • The commitment to teaching excellence There are several specific and quantifiable milestones that we recognise as having been achieved during the 2003–2008 period: • Full-time student numbers have grown from 1,287 in 2003 to 1,861 in 2008 • The implementation of the Qualifications (Education and Training) Act, 1999, led to the establishment of NQAI and HETAC, a very positive development calling for a significant response from IADT during the transition period • Each of our three Schools completed their first Programmatic Reviews. IADT Quality Procedures were agreed with HETAC, and the Quality Manual was published. Following an institutional review, Delegation of Authority to make awards at Level 9 was conferred by HETAC in 2006 • The implementation of the Institutes of Technology Act (2006) transferred responsibility for funding to the HEA, and the process is underway to revise the allocation model • Undergraduate programmes have undergone major development • The portfolio of taught postgraduate programmes has been developed across our three Schools, and seven programmes are now offered at Level 9 (MA, MSc) • The first and successful postgraduate research awards have been made at masters level and the number of research students has grown to 10 • The first Research Review of IADT was carried out by HETAC • IADT, in collaboration with UCD, TCE, DCU and NCAD, is a founding partner in the €25m National Digital Research Centre, located at the Digital Hub • IADT is also a collaborating partner with DIT, NCAD and UU in the establishment of the Graduate School of Creative Arts and Media, funded through PRTLI • The National Film School has been established as a key national and international centre of excellence • The Centre for Creative Technologies and Applications, and the Centre for Public Culture Studies have been established to support thematic research in psychology/technology and public cultures/entrepreneurship respectively • Media Cube, the IADT campus incubation centre, which focuses on media/digital media start-ups, has been set up with funding from Enterprise Ireland • The campus development plan has been agreed with the Department of Education and Science and, following the Kelly review and report, is now being implemented Essential infrastructure works and an all-weather pitch are nearing completion; the National Film School building is at design stage; and three major buildings have been committed to under the recently announced PPP programme (digital media building, multi-purpose hall and workshops) • The campus ICT infrastructure has undergone significant upgrading and there has been a full implementation of the sector-wide, centrally hosted MIS • The Code of Practice for Governance of Institutes of Technololgy was introduced and has been fully implemented

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5.3 Key Inputs for the 2008–2012 Plan The development phase of this Strategic Plan coincides with the articulation and publication of a number of key public policies and directions, strategic plans of relevant agencies and informative studies at national and local levels. The role that IADT can play in supporting national policy implementation has been considered in framing our plan. The findings of relevant studies have also been factored. Included in our deliberations are: • National Development Plan 2007–2013 • Strategy for Science Technology and Innovation 2007–2013 • Transforming Irish Industry 2008–2011: the Enterprise Ireland Strategy • Reports, statistics and discussion papers issued by HEA and by the National Access Office at HEA • Annual Competitiveness Report (Forfás, 2007) • Towards Developing an Entrepreneurship Policy for Ireland (Forfás, 2007) • The Role of the Institutes of Technology in Enterprise Development (Forfás, 2007) • Partnership for the Arts 2006–2010: Arts Council Strategic Plan • Strategy/Planning publications of the Irish Film Board • Research Infrastructure in Ireland – Building for Tomorrow (Forfás, 2006) • Reports of the Expert Group on Future Skills Needs, e.g. Tomorrow’s Skills: Towards A National Skills Strategy (2007), and International Digital Media Industry: Implications for Ireland ( 2006) • Strategy for the Arts 2007–2010 (Dun Laoghaire Rathdown County Council) • Strategy Action Implementation Plan 2006–2008 (Dun Laoghaire County Enterprise Board) Also critical to our deliberations are reports and analyses of IADT performance over the past five years. Trends analysis has been undertaken on recruitment and completion patterns. Financial performance has also been monitored in terms of resource management and planning.

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6. External Environment – Future Influences An analysis of the external environment for IADT’s future strategy identified the following dynamic and changing elements. These require particular attention, adaptability and agility in the face of change: • The Department of Education and Science has signalled its intention to commence a process leading to the articulation of a new policy framework for higher education. This is likely to herald change in the life of the new IADT Strategic Plan • A new funding allocation model is under development by HEA, including proposals for a performance-related element. The unit cost model will require greater transparency and accountability for funds and decisions on expenditure • The national focus on research is heavily engaging all higher education institutions in the pursuit of research funding. This must be balanced with a clear focus on teaching and learning as well as on quality • Sustainability, in the short term, of programmes and disciplines must be monitored closely as school-leaving numbers continue to fall. The medium to long term forecast is for a reversal of this trend. The location of IADT in the Greater Dublin Area on the eastern seaboard and N11 corridor is of significant benefit • The continuing demand for appropriately well-educated graduates, professionals and potential employees will shape the funding available and the value that the ‘system’ puts on IADT and its work. It is essential to recognise that growth rates are already slowing significantly in Ireland. A level of retrenchment on spending is already evident and there is a more cautious atmosphere in the business community at large. The imperative for generation of other sources of funding is more urgent and potentially more challenging 7. Monitoring and Review Progress on the strategy will be monitored on a quarterly basis by the Executive. Monitoring will focus on implementation of the actions agreed, the capacity of the teams to achieve the timelines and the impact of the actions towards the desired objective. On a six-monthly basis the Governing Body will receive a progress report on the strategy’s implementation. This will be qualitative in nature. Annually, when the overall KPI data are available, the Governing Body will receive a quantitative and qualitative assessment of progress on the strategy. Should a significant event occur which might have an impact on the strategy, the Executive will meet to consider the relevant impact and determine if the strategy needs to be changed as a consequence. If such changes are needed, the detail will be worked through the Working Group that developed the relevant Action Plans. The outcome of this review will be presented to the Governing Body.

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8. Assumptions, Critical Success Factors and Resources This strategy has been developed on the basis of a number of key assumptions: • Funding levels available from Government, through the HEA, will continue as they have in the past. The new structures of unit costing will recognise the higher cost of certain IADT programmes and the added value of the synergistic fusion of the three Schools. The challenge of earning 20% of its funding from sources external to the Exchequer is one that IADT is prepared for and welcomes • Government policy in relation to the IoT sector continues to recognise the value, and the special positioning, of the IoTs in third level education. And, further, that this policy continues to support smaller, niche colleges delivering on their mission on an independent basis, while developing and maintaining collaborative relationships with other third level institutions in Ireland and internationally • National policies on Enterprise, Research and Innovation, and National Agreements will not alter significantly. The new strategy has been based on these policies and agreements • Elements of the campus capital development programme (new buildings etc.), already committed to IADT by the Government, are fulfilled within the expected timeframe Critical success factors in this strategy’s implementation have been identified. These have the capacity to undermine the strategy’s implementation, if they are not available to it. They are as follow: • The required development capacity will be accommodated internally to underpin the capability of IADT to implement this strategy. This will entail changes in the modus operandi and a willingness to embrace change • The different parts of IADT will develop ways of working together to realise the vision and mission of our Institute, which works on the convergence of the Arts, Technology and Enterprise. This is recognised as a unique strength of IADT and is key to the new strategy • The effective communication of the strategy to all stakeholders, particularly those internally, will need to be coupled with good leadership so that the efforts of staff and managers achieve the necessary levels • The ability to generate resources that are independent of the core HEA grant. • Achieve efficiencies in current operations that will allow resources to be redirected to developmental activities • Finally, key interdependencies have been identified, e.g., between the Academic Plan, Teaching and Learning Strategy and the ‘Resources and Planning’ action line

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â&#x20AC;&#x153;The input of external stakeholders has been invaluable and their generosity in making time available is greatly appreciatedâ&#x20AC;?.

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9. Acknowledgements The strategic process, led by the Director and the Executive Team, has been greatly assisted by the contribution of students and staff. Formal groupings within IADT, namely the Management Team, Joint Forum and Academic Council, also provided particular perspectives. Members of the Governing Body made important contributions at key stages in the process and ultimately approved the Plan. Particular thanks are due to Mr. David Johnson, a member of the Governing Body, who facilitated a ‘Bluesky’ strategic session at his offices in Google, at which students and staff worked together on the strategic positioning of the Institute. The President of the Students’ Union organised the active participation of class representatives and individual students, as did some of the academic staff, bringing the perspective of a key stakeholder group to the process. The work of organising the strategic process and the many drafts was supported significantly by Ms. Elizabeth Stunell and Ms. Elaine Dominguez. The input of external stakeholders has been invaluable and their generosity in making time available is greatly appreciated. The organisations consulted were: Industry • Digital Media Forum • eBay • IONA Technologies • RTE Government Department/Agency • Arts Council • Department of Communications, Energy & Natural Resources • Enterprise Ireland • Forfás • Higher Education and Training Awards Council • Higher Education Authority • IDA • The Digital Hub Local/Regional • Dun Laoghaire Rathdown County Council • Dun Laoghaire Rathdown County Enterprise Board • Senior College, Dun Laoghaire • Southside Partnership Finally, our thanks to Jane Williams and colleagues, the Sia Group, who facilitated the process throughout.

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design: www.language.ie

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Dun Laoghaire Institute of Art, Design & Technology Institiúid Ealaíne, Deartha & Teicneolaíochta Dhún Laoghaire Kill Avenue, Dun Laoghaire, Co. Dublin, Ireland t: + 353 (0) 1 214 4600 f: + 353 (0) 1 214 4700 www.iadt.ie

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