UL@50 STRATEGIC PLAN 2019 2024 - University of Limerick
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UL@50 STRATEGIC PLAN 2019 ̶ 2024
Living Bridge spanning River Shannon University of Limerick
Contents
1 - 20 21 - 40 41 - 43
Foreword 4 Our Goals Implementing the Strategy 41
President's Message 6 References 42
Goal 1
At a Glance 8 Transforming Education 21
Introduction 10
Goal 2
Context 14 Research Excellence 25
Higher Education Perspective 15
Goal 3
Vision, Mission, Values 16 Internationalisation 29
Our Ambition 18
Goal 4
City and Region 33
Goal 5
Operating Model 37
Irish World Academy
Foreword
of Music and Dance
Chancellor
Ms. Mary Harney
On behalf of the Governing
Authority, I am very pleased
to endorse this strategic
“An international leader
plan, which sets out our
in solving global
path for the next five years
challenges”
of development at UL.
This plan has evolved from a multi- innovation in fostering the potential important part of that, our impact should
stakeholder engagement process across of our students for their future through go well beyond our bricks and mortar
the university. The plan belongs to all excellence of teaching, learning and physical presence. UL has always taken
of us – students, staff and Governing research. We are now looking to that actions to foster equality of opportunity.
Authority. We have all contributed to culture to inform our uptake of new Firm commitments are made to further
its genesis, and we are all responsible educational technologies and new enhance educational opportunities
for its implementation. Nearly 50 years approaches in a student-centred for disadvantaged communities in this
ago, a small institution was born with environment. Our recently opened world- strategic plan in recognition of UL’s
massive zeal and enthusiasm and with class library is symbolic of the ambition broader responsibility across
a boundless ambition to be successful. we have for our students and graduates. the Mid-West.
Innovation was at its heart, and the
fruits of that endeavour are clear to Greater awareness of the university’s Running through our vision is a
see all around our campus and in responsibility to the city and its region strong theme of raising UL’s reputation
the achievements of our alumni. is an important part of our future at national and international levels
direction. UL can never be seen as through collaboration in research and
A reassertion of that ambition an island of academia remote from engagement with partners abroad.
is embedded in this strategic plan. the society and community around it. This is rightly seen as an important part
The challenges are great and there is The university exists because of the of securing our sustainability for the
intense competition for resources but, passion and commitment of the people future, improving our ranking among
unlike in 1972, we now have a hugely of Limerick and the Mid-West region world universities and making UL more
impressive foundation from which to 50 years ago, and we are determined attractive for students and staff.
launch the next phase of development. that it will deepen and widen its
UL has always had a reputation for community engagement over the next The University of Limerick looks forward
five years. While the development of to fulfilling and exceeding the dreams
the UL Limerick City Campus will be an of its founders.
6 UL@50 Strategic Plan 2019 ̶ 2024 7
President's Message
Dr. Des Fitzgerald
In a few short years,
our university will celebrate Summer Graduation 2019
the 50th anniversary of the
establishment of its forerunner,
the National Institute for Higher Students and location are key to UL’s location in the Mid-West of Ireland
understanding UL. Our students are is a key part of our DNA. UL was created
Education (NIHE), in 1972. at the heart of everything we do. by the people of Limerick and has had a
Strategic plans plot a course We must ensure that they are given huge impact in the region. Our ambition
every opportunity to excel; to think for the years to come goes further
for a five-year period. However, critically and solve problems; to innovate – to become a leading national and
with the coming anniversary now and work; to experience a diverse and international university here in Limerick.
so close, our sights are set not inclusive culture; to be leaders, artists,
athletes and more; to lay the foundations
Only then will UL become the university
the people of the Mid-West set out
solely on the next five years but of a healthy life; and to look back when to establish.
on the next five decades. they leave UL and feel real pride in
their university.
With the right support and backed
by significant investment, this plan
"Embed entrepreneurship
Our predecessors created a university – UL@50 – will deliver substantial in everything we do”
where none existed before because benefits to students, staff and the
they had vision, ambition and the region and will lead to:
support of their community. UL today
has those same qualities and that same › An additional 4,000 students during
commitment from the people of the Mid- the life of this plan, rising in the
West region. We will use them over the following years to 8,000, many of
coming years to create a world-class whom will be based in the city centre
university fit for the 21st century. in a significant landmark building, thus
bringing an additional annual spend
To achieve this mission, UL will become of circa €30m to the city and region,
a global leader in a continually evolving and creating new opportunities for
and growing third-level sector. Our civil and civic engagement; and
core objective is to build UL’s academic › Over 300 additional staff, rising to
reputation by building a university that is over 600 in due course, to deliver
led by research and focused on solving progressive programmes of study
difficult challenges that have relevant to society and the economy
real-world impacts. of tomorrow.
8 UL@50 Strategic Plan 2019 ̶ 2024 9
At a
Glance
7 80 366 429 c16,000 250,000m2 354,100
Seven villages Countries UL campus comprises UL has 429 laboratories Registered students Buildings Total print
providing represented in the 366 acres, including encompassing teaching, books
accommodation student body 116 acres on the research, specialist and
for 2,700 students County Clare side high-tech facilities
and staff
Timeline
Designated as a University
PMTC - of Sanctuary (2017)
Pharmaceutical School of Law wins Law
Manufacturing School of the Year (2017)
Technology Centre
(EI/IDA Technology Ranked in the 101-150
2001-04 Centre) category in the QS
1987-89
established (2013) Graduate Employability
2013-14
2017-18
UL Alumni Ranking (2017)
Ireland’s first NISE – National
established (1987) Olympic-size Institute for CONFIRM Smart
University status swimming pool Studies in Manufacturing (SFI
granted (1989) opened in UL Education Research Centre)
(2001) established (2014) established (2018)
3,490 students (1989)
Building UL Health 6th in the world for
University of commences on Research Institute suburban campus
Limerick Foundation County Clare side (HRI) established (UI Green Metric World
established (1989) of campus (2004) (2014) Ranking) (2018)
National Institute University Lero - The Irish Software SSPC - Synthesis Sunday Times Attained expanded charter
1972-75
2005-07
2008-10
2015-16
1993-97
2019
of Higher Concert Hall Research Centre (SFI and Solid State University of the Bronze Athena SWAN
Education opened (1993) Research Centre) Pharmaceutical Year 2015 award (2019)
founded (1972) established (2005) Centre (SFI
Glucksman Research Centre) DPTC - Dairy Sunday Times University
113 students (1972) Library opened MACSI - Mathematics established (2009) Processing of the Year 2019
(1997) Applications Consortium Technology Centre
1,545m2 campus for Science and Industry IComp - Irish (EI/IDA Technology Kemmy Business School
buildings (1972) established (2006) Composites Centre) established earns AACSB International
Centre (EI/IDA Accreditation (2019)
Students Union Living Bridge constructed
(2015)
established (1975) Technology Ranked world #2 for
(2007)
Centre) Clinical Education
Research Centre international student
Epi-Stem – National established (2010) happiness (2019)
(CERC) opened with
Centre for STEM University Hospital
Education established Ranked #35 in the Times
Limerick (2016) Higher Education (THE)
(2007)
Munster Rugby University Impact
Graduate Entry Medical moves to campus Rankings (2019)
School established (2007) (2016) UL ranked within top 75 in
UL Bernal Institute Europe for THE Excellence in
established (2016) Teaching and Learning (2019)
SFI Centre for Research
Training in Foundations of Data
10 UL@50 Strategic Plan 2019 ̶ 2024 Science established (2019)
Introduction
Our goal above all else is to build the Our student body of 113 in 1972 rose to
circa 16,000 in 2019. The development
academic reputation of the university. of our student facilities has been
We can do that in many ways: through our extraordinary, and we now offer on-site
accommodation to 20% of students.
commitment to research and educational
excellence, through our community of With a pioneering emphasis on work
experience through partnership with
students and staff, through our inclusivity enterprise, almost all of our students are
and diversity, through our contribution to employed within a year of graduating.
While many stay in the region and have
civic society, and through our ambition helped build the economy of the Mid-
and scope for the 50 years to come. West region, our alumni can be found in
all walks of life and leadership positions
throughout the world.
It is crucial that we get this right. able to engage students and better at
As we developed this plan, we had incorporating 21st-century technology
Our city and region have always been
constructive engagements with a wide platforms. We need to be more diverse
closely knitted to everything we do in UL.
range of stakeholders, including our and more inclusive, more international
We have always promoted access in a
staff, students and alumni; our Governing and more flexible.
region that, traditionally, has had one of
Authority; our Foundation; and our wider
the lowest rates of student progression
community. Each stakeholder played a Thankfully, our plan has been developed
to third level. We have an exceptional
crucial role in helping us to refine this on the strongest of foundations. In our
track record of engaging with enterprise
strategic plan, giving us the opportunity short history, we have graduated more
and public services, particularly in
to convey an institutional vision for the than 100,000 students and, in 2019, we
teaching and healthcare. However,
future that has the flexibility to meet were ranked as University of the Year
rejuvenating the city and region is an
the diverse and changing needs of (Sunday Times) and Best Campus.
ongoing process, and we intend
government, our industry partners and
to do more.
the wider community, which we serve. We have outstanding academic and
professional staff who are committed
Covering an area of 366 acres,
Over time, four key themes emerged to attaining the highest standards of
UL possesses one of the most
that inform the way we think about education and to conducting world-class
spectacular and environmentally
the university: research and who have shown great
conscious third-level campuses in the
loyalty to and affection for UL.
world. Core to our ambition for the
› Transforming learning campus is the attainment of the highest
› Digital transformation We can boast unrivalled sports and
standards of sustainability and climate
› City and culture cultural facilities, including the Irish
protection while making it more liveable
› Health and wellbeing World Academy of Music and Dance, the
and integrated for students.
Irish Chamber Orchestra, the UL Sport
These themes are key as we seek to Arena, Ireland’s first 50-metre swimming
develop our educational programmes pool, an international running track, the
and ways of teaching so that we are National Self Portrait Collection of Ireland Small Group Teaching School of Design
more experiential, more problem- and the University Concert Hall.
based, more entrepreneurial, more
12 UL@50 Strategic Plan 2019 ̶ 2024 13
facilities; address the demands for more We have a rich and proud history and
student accommodation; centralise have made enormous strides in just a
student services; invest in technology to few short decades. NIHE evolved into a
The Pontoon develop UL as a ‘Digital University’; and university and expanded its academic
University of Limerick
reduce waste and carbon emissions. programmes far beyond where it started
from. In the next 50 years – the second
The great city of Limerick and the wider half of the first century of UL – we must
Mid-West region are at the heart of ensure that we build our academic
everything we do. However, we must reputation and that we build our identity
aspire to the national and, indeed, as a national and international university.
international stage and become known
as a university located in – but not solely Our students and staff have stated
for – the Mid-West of Ireland. clearly that they want UL to be
distinctive, dynamic, student focused,
In the years to come, we will expand our academically strong, creative,
reach, beginning with the Digital District entrepreneurial and innovative – indeed,
at Parkpoint and the Limerick City all the characteristics that the university
Campus before expanding to Dublin and has fostered and is known for.
abroad. We will work with the city’s other
third-level institutions, Limerick Institute In short, we need to be the world-leading
of Technology and Mary Immaculate university that the Mid-West region,
College, to reimagine Limerick as a in general, and the city of Limerick,
student city and to build a regional in particular, deserves.
brand for third-level education.
These developments will enable us to
achieve several ambitious objectives:
› to be a research-intensive university
that solves global challenges;
› to transform learning and the
educational experience;
“UL needs to take
› to place entrepreneurship and
advantage of being a
We have seen extraordinary investment Sustaining our campus and the wellbeing
in research at UL. This is key to the of our community is central to our enterprise at the heart of what we do; young university.
university’s academic reputation, and we vision. As well as aiming to make the UL › to address the skills needs Our youth allows us to
must develop it even further by building campus in Castletroy more integrated
on our successes and fostering talent. and liveable for students, one of our key
of our community;
be innovative and think
We want to engage in challenges that are objectives is to further develop facilities › to grow student numbers, outside the box. That
particularly postgraduate and
central to the emerging Horizon Europe,
the next EU Framework Programme.
for research, education and student
accommodation. We want to create more international students; should be part of our
Indeed, building our EU programmes innovative teaching spaces that promote › to greatly enhance life on campus identity. Be different!”
is essential if we are to succeed as problem-based and experiential learning; and the life of our city;
a research-intensive university. UL’s expand our north campus and integrate
research has always tackled global our Clare and Limerick campuses; › and, most importantly, to build
sustainable development goals (SDGs) develop facilities for entrepreneurship; our academic reputation.
and will continue to do so. In fact, UL invest further in sports and student
ranked 35th in the world in the Times facilities, particularly for students
Higher Education SDG University with disabilities; develop distinct
Impact Rankings in 2019. postgraduate and international student
14 UL@50 Strategic Plan 2019 ̶ 2024 15
Context Higher Education
Perspective
Four key themes have shaped Legislative and Changing demographics, greater student
mobility and evolving requirements and
the development of UL@50, Statutory Requirements practices in higher education have all
our strategic plan, and are The University of Limerick operates
contributed to the ambitions we have
outlined in this strategy. We also want
embedded within the plan: under national legislation and the
to meet global challenges, in particular
Universities Act, 1997. The overall
the UN sustainable development goals,
authority for the affairs of the university
through our community and
› Transforming learning
› Digital transformation
“UL must share is vested in the Governing Authority,
volunteer programmes.
which is appointed in accordance
› City and culture expertise and with the Act.
We are committed to contributing to
› Health and wellbeing knowledge the national objectives of quality and
From our wide-ranging staff engagement process, through research, National and International academic excellence, developing a talent
Policy and Frameworks pipeline for our citizens, ensuring equity
the areas we collectively need to focus on include: education and of access, leading and contributing to
› Academic reputation – Growing and improving our engagement The University of Limerick recognises world-class research and development
through national and international
academic reputation in Ireland and internationally; for the benefit the national policy context in which
engagement, and ensuring governance,
it operates. The development of this
› ‘The UL graduate’ – Educating outstanding of society” strategy is informed by relevant national leadership and operational excellence.
graduates and active citizens; policy and framework documents and is
aligned to the Higher Education Authority We are committed to attaining the
Strategy and Performance highest standards of inclusivity, dignity,
› Supporting our people – Enabling our staff to
Dialogue 2018-2021. human rights and gender balance in all
achieve their ambition;
the work we do and to promoting and
supporting the health and wellbeing of
› ‘Civic University’ – Actively engaging with our city
all our students, staff and visitors.
and our region to support the region and economy;
› Inclusion and diversity – Embracing and promoting
an open and welcoming campus for all;
Graduate Entry
› Dynamism – Continually challenging our ambitions
Medical School
and proactively seeking out new opportunities. Research
In short, our efforts are focused on positioning UL
at the forefront of developing practice in education
and research while providing an enriching student
experience and contributing to our city and region
through academic excellence.
16 UL@50 Strategic Plan 2019 ̶ 2024 17
Vision, Vision Mission Values
Mission,
The University of Limerick will be a Our mission is to build on the The University of Limerick fosters
community of scholars with a global expertise of our scholars in creating, curiosity, creativity and academic
reputation for excellence, creativity, harnessing and imparting knowledge excellence in an inclusive community
Values innovation, entrepreneurship and
engagement.
for the benefit of our students and the
enrichment of our community.
committed to social good.
Ultimately, we want to create a The students and their future impact on Our core values are:
destination of excellence in education, society is at the heart of all we do.
research and innovation that will attract › Creative and Innovative
the highest-calibre staff and the best We must maintain a standard of Shape the future by looking at things
students from all sections of society, both excellence in education, training, research differently to others. Appreciating risks
in Ireland and abroad, and ensure that and innovation so that we can deliver on but trusting our judgement.
Limerick and the Mid-West are recognised the needs of society and of our students,
› Inclusive and Diverse
as great places to live and work. staff and graduates, and we must ensure
Welcoming all. Rooted in Europe
that our students have the opportunity to
but global in reach.
become leaders in their chosen careers.
› Ethical and Sustainable
Doing the right things, in the right
way, for the right reasons. Tackling
national and global challenges,
and supporting sustainable goals.
› Supportive and Transformational
Empowering our students
and staff to lead.
› Ambitious and Driven
Working with all to push the
boundaries of knowledge.
Niche Orla de Brí
North Campus
18 Strategic Plan 2019 ̶ 2024 19Our Ambition
Goal 1
Transforming
Our university will enhance our Education
community and our region as a preferred
location in which to visit, work, study
and live. In implementing this plan, we
will transform the University of Limerick Goal 5
beyond being a regional university into
Operating Academic
a national – and indeed international
– university located in the Mid-West
Model Reputation
region of Ireland. Dynamism The UL Goal 2
Graduate
We are known for the quality of our
Our
Ambition
Research
graduates and the success of our alumni. Excellence
Inclusion Supporting
Over the next 50 years, we will further and Our
build our reputation internationally as Diversity People
a university recognised for its research, Civic
impact and distinctiveness and as University
a significant contributor to solving
global challenges.
Through our transformational approach Goal 4
to education, we will deliver the
highest standard of student experience City and
and achievement.
Region Goal 3
We will aim to become the university Internationalisation
of choice in Ireland for national and
international postgraduate students,
which will develop our intellectual
depth and ensure our sustainability.
UL alumna Professor Brigid
Laffan addressing a UL Alumni We will place enterprise and
Gathering in Brussels entrepreneurship at the heart of what
we do to build regional and national skills
and help sustain and build our economy.
20 UL@50 Strategic Plan 2019 ̶ 2024 21“[We must] prioritise Goal 1
investment in technology
to futureproof education” Transforming Education
Our academic model delivers
flexible learning, responds to and
shapes national and international
student aspirations, addresses
regional and national skills
needs and educates professional
leaders for the future.
We will build on our academic excellence
and capabilities in transformative pedagogies, digital
literacies and self-governance as well as innovative
and collaborative curricula. We will work in close
collaboration with relevant partners, including business,
industry, government, national and international
educational institutions, communities of interest
and our alumni network. Our goal is to foster a student-
centred learning environment to enable students to
develop as independent, creative and critical thinkers,
which will help them to become engaged citizens,
professionals and potential future leaders.
C-Pen Text Reader
Assistive Learning Technology
22 UL@50 Strategic Plan 2019 ̶ 2024 23Our Priorities Objectives Our Priorities Objectives
Excellent ›› Diversifying our student body through An international ›› Embedding global perspectives into the curriculum,
student internationalisation, widening access and growing university in fostering cross-cultural competencies and growing
experience postgraduate education the Mid-West international partnerships
›› Facilitating and promoting flexible learning through ›› Developing an academic reputation that helps
the design and delivery of bespoke professional retain talent in the region and attract students
development and executive education programmes from across the country
›› Nurturing disciplinary foundations and ›› Addressing national skills needs by offering
interdisciplinary exchange and collaboration postgraduate degree and apprenticeship
programmes that build on our expertise in areas
›› Enhancing student mobility through international such as artificial intelligence, aircraft leasing
short-term and semester-based study and and teaching leadership
placement opportunities and fostering modern
foreign-language learning ›› Developing innovative learning in partnership
with other academic centres and industries
so that we can adequately address rapidly
changing skills needs
Transforming ›› Developing flexible learning spaces in support
learning of student-centred, technology-enhanced and
enabled learning approaches
“Being entrepreneurial,
›› Developing new curricula, challenge-driven
and collaborative learning modes, and cross- particularly in technology,
disciplinary sharing and exchange gives UL a distinct identity”
›› Embedding entrepreneurship in all our programmes
at undergraduate and postgraduate levels,
with a focus on curiosity and the imagination
›› Developing our progression and awards
strategy, providing flexibility for all students
and facilitating lifelong learning
›› Stimulating access to active and personalised
learning through educational technology
provision and use
Professor Stephen Kinsella lecturing
in the University Concert Hall
24 UL@50 Strategic Plan 2019 ̶ 2024 25Goal 2
How we will measure our success
›› Greater student engagement through
investment in flexible learning and
›› The development of UL as a
‘Digital University’ that supports the Research Excellence
innovative learning spaces delivery of educational technology
across the institution and the
›› The growth of postgraduate deployment of data-driven learning
programmes and industry-led analytics tools and that promotes
continuing professional development, better student engagement Defined by excellence and
including the development of the UL impact, our research positions
Limerick City Campus as a graduate ›› A greater share of students
centre in business technology and from outside of the region
us as a leader in addressing
academies of learning with enterprise global challenges.
›› An increase in the number
›› The development of a student stream of programmes that address The national and international reputation of a university
similar to Co-op for entrepreneurship national skills needs is inextricably linked to the calibre and impact of its
and creativity at both undergraduate research. We will focus on building our research culture,
and postgraduate levels capacity and capability to further establish ourselves
as a research-led university of choice for high-quality
students and staff. We will continue to build on our
interdisciplinary programmes in materials, software,
advanced manufacturing, applied mathematics and
health and will further develop our research institutes
- the UL Bernal Institute, Lero and the UL Health
Research Institute - to build on this success. However,
we also recognise that we must expand our research
into other areas if we are to achieve our objective
of building UL’s academic reputation.
2019/20 2023/24
Total number of student registrations 15,481* 19,416
(25% increase)
*as at start of AY 2019/20
2019/20 2023/24
Level 9/10 enrolments as a % 22% 30%
of all student registrations (33% increase)
26 UL@50 Strategic Plan 2019 ̶ 2024 27Our Priorities Objectives Our Priorities Objectives
Broaden our ›› Building on existing areas of excellence so we Research ›› Embedding a culture of research, innovation
research programmes can develop interdisciplinary programmes that with impact and entrepreneurship in our students and staff
address global challenges in areas such as
digital transformation and health ›› Building symbiotic relationships with partners
where impact is considered at all stages of the
›› Being agile – further enhancing knowledge and research programme and knowledge transfer
discovery in niche and novel areas is facilitated
›› Diversifying our research funding in support ›› Translating our research findings to offer
of sustainable growth and excellence maximum impact to people, society and
with a particular focus on EU and non- economies and addressing the UN sustainable
exchequer funding development goals
›› Developing research-led, flagship
postgraduate programmes that showcase
Build partnerships ›› Extending our national and international reach our areas of strength and enhance our
and collaborations by strengthening and developing our strategic international reputation
partnerships with leading universities, industry,
business partners and agencies
›› Facilitating our students and staff to be
leaders of, and active contributors to, global
research programmes
›› Adding to the intellectual depth and experience
of our research by attracting international
experts and visiting scholars to UL
“UL must attract the best Titan Themis Microscope
researchers at all levels, Bernal Institute
including PhD students”
28 UL@50 Strategic Plan 2019 ̶ 2024 29Goal 3
How we will measure our success
›› More diverse research funding,
with a particular focus on EU and
›› A wider range of structured
postgraduate programmes in Internationalisation
non-exchequer funding and areas of research investment
high-value awards
›› More focus on innovation and
›› The development of a range of entrepreneurship amongst students
national and international academic and staff, with an increase in UL Our creative and entrepreneurial
and industry research networks spin-out companies approach and programmes attract,
›› Improved global rankings
develop and retain high-calibre
international students and staff,
›› An increase in knowledge transfer
through licenses, patents and
leading to the diversification
industry partnerships of our community.
We recognise the need to enrich the academic and
intellectual experience of our student and staff
communities through internationalisation. We also
recognise the need to develop our global reach so as
to grow our academic reputation. We will accomplish
these goals by honing our programmes to meet global
market needs, by attracting leading international
academics and by continuing to facilitate international
partnerships in research and education.
2019 2023
Normalised 34%* 50%
citation impact above world above world
*based on 2018
average average
2019 2023
Spin-outs 12* 18
(50% increase
*based on 2018
on baseline)
30 UL@50 Strategic Plan 2019 ̶ 2024 31Our Priorities Objectives Our Priorities Objectives
Diversify our ›› Diversifying our student body, targeting global International ›› Fostering research partnerships with leading
UL community markets aligned to our areas of excellence, partnerships global partners in education
and maximising funding opportunities that enhance our
global ranking ›› Partnering with emerging European universities,
›› Attracting international academic leaders with specifically with those that share our
varying perspectives so that we can enhance enterprise culture
our research capabilities and enrich
the student experience ›› Engaging in EU programmes, in particular
Horizon Europe, European University Initiative,
›› Developing our language offering, providing European Research Council (ERC) and
all students with a second language option Marie Sklodowska-Curie training opportunities,
reinforced through our leading position in while continuing and growing our partnerships
the Erasmus programme with UK universities
›› Supporting programmes that tackle global
challenges and the UN sustainable development
A high-quality experience ›› Enhancing the international student experience goals in areas where we have expertise,
for international students by delivering quality, coherent and integrated such as health and education
graduate offerings and engaging our students
in industry ›› Engaging in global university networks that
contribute to the professional and academic
›› Enriching our international education programmes development of the university
through a comprehensive suite of supports
that, together with the academic experience,
make UL the Irish university of choice for
international students
›› Supporting international student and staff
exchange and study abroad through our extensive
network of partnerships, for example,
the Erasmus programme
“Internationalisation should
complement the regional
objective, not compete with it”
Graduation at University of Limerick
32 UL@50 Strategic Plan 2019 ̶ 2024 33How we will measure our success
Goal 4
›› Greater diversification over time
in our student and staff body
›› An increase in the number of leading
international academic appointments
City and Region
or joint appointments in selected
›› More international opportunities academic fields
for our students and staff
›› Greater participation in international
›› Greater internationalisation of partnerships and networks that tackle Our engagement with the city
our flagship PhD programmes global challenges and region enriches communities
in targeted areas
›› Improved university impact rankings
and enhances opportunities
›› Increased EU funding, particularly for all who live there.
individual academic awards and
research partnerships We support the implementation of the Government’s
‘Project Ireland 2040 - National Planning Framework’
and ‘Limerick 2030’, which will, in turn, support the
development of a stronger Limerick and Mid-West
region. This will contribute to the city and region being
regarded as a preferred location to visit, work, study
and live, making UL more attractive for prospective
students, staff and industry partners.
Our community engagement, in particular our focus
on equality of opportunity for access to university
education and training, is a huge part of who we are.
We will continue to accommodate non-traditional
learners, students with disabilities, those who are
socially disadvantaged, and those from the Travelling
community. Acknowledging that access to third
2019/20 2023/24 level goes beyond our institution, we will work with
2024
Limerick Institute of Technology, Mary Immaculate
College, Limerick City and County Council, local
14% authorities and other partners to further develop
Increase in non-EU 7% (100% increase)
international students access opportunities across the Mid-West.
as a % of all students
registrations (FTE's) We are committed to contributing to the development of
sports, arts and cultural offerings in the city and region
through our campus programmes and facilities, including
the Irish World Academy of Music and Dance, the Irish
2019/20 2023/24 Chamber Orchestra and the University Concert Hall.
20% of undergraduate students 35% 40%
spending at least one semester
abroad (EU Bologna 2020 target)
34 UL@50 Strategic Plan 2019 ̶ 2024 35Our Priorities Objectives Our Priorities Objectives
Social and economic ›› Strengthening our role as a contributor and Community engagement ›› Ensuring the UL Limerick City Campus contributes
development influencer of cultural life in the city and region in a major way to the rejuvenation of Limerick city
through the provision of education and training,
performance facilities, talent and expertise ›› Further enhancing community engagement and
access programmes so that we can foster engaged
›› Working with local authorities in the region, and accessible learning and entrepreneurship
identifying opportunities to support the
redevelopment of Limerick city and the broader ›› Continuing to support local voluntary bodies, for
Mid-West region example, through the President’s Volunteer Award
programme and recognition awards
›› Working with Mary Immaculate College and the
Limerick Institute of Technology in developing
Limerick city as a hub for third-level education
›› Informing and influencing regional and national
discussions through the contribution and expertise
of our people, in particular in the implementation of
the National Development Plan
“UL is a leader in education
and in empowering
our communities”
Munster Rugby
University of Limerick
36 UL@50 Strategic Plan 2019 ̶ 2024 37How we will measure our success
Goal 5
Operating Model
›› Greater access for non-traditional ›› Faster commuting to and from
students and disadvantaged the campus through city and regional
groups from the city and region, transportation planning
including asylum seekers and the
Travelling community ›› Further development of community
Our commitment to a programme
facilities as part of our infrastructure of continual improvement
›› Further development of access
programmes across UL, Limerick
framework planning, such as the
UL Fab Lab Limerick and Access
empowers our people to achieve
Institute of Technology and Mary Campus at the Limerick Enterprise excellence, regardless of their role.
Immaculate College Development Partnership (LEDP)
Our operating model determines how we structure
›› Establishment of the UL Limerick City ›› Greater engagement with ourselves, how we allocate responsibilities, how we
Campus at the junction of Sarsfield local networks to promote incentivise our operating units, how we encourage
Bridge and Honan’s Quay as part of entrepreneurship, innovation, and support our people and how we promote gender
the rejuvenation of Limerick city technology and engineering, equality and opportunity.
for example, Limerick for IT,
›› Engagement with local councils on Innovate Limerick We will ensure that our staff have clarity in relation
regional planning, for example, the to their roles and responsibilities and that central
proposed Special Development Zone ›› Greater student and staff and devolved academic and support unit resources
led by Clare County Council engagement in voluntary operate in a focused and complementary way. Key
programmes through UL Engage to our success will be the authority, incentives and
and community networks support we give our management to implement UL's
strategic objectives.
2019/20 2023/24
Maintain access of non-standard 3,400 3,870
entrants to undergraduate programmes
at 30% of student registrations
2019/20 2023/24
Increase in student 500 700
participation in PVA programme
38 UL@50 Strategic Plan 2019 ̶ 2024 39Our Priorities Objectives Our Priorities Objectives
Empowering our people ›› Implementing and embedding revised Staff development, ›› Producing a staff development strategy
organisational structures, processes and systems and supports and leadership development programme
governance that support our strategic ambitions
›› Implementing a new, aligned
›› Recognising the importance of good management workforce allocation model
and administrative resources and providing
improved developmental opportunities ›› Developing staff career pathways
guided by performance
›› Implementing and supporting equality, diversity
and inclusion, including the committed work that ›› Developing an all-staff annual strategic planning
underpins our Athena SWAN accreditation, our conversation that addresses ongoing performance
Gender Equality Action Plan and our Equality and new opportunities, and aligns strategy with
and Human Rights Strategy recruitment and financial planning
›› Enhancing the contribution of staff and meeting
their career aspirations
›› Maximising current revenue streams and
identifying new ones to compensate for the fall
in government funding
›› Placing UL on a more sustainable footing to secure
the university's autonomy and to support future
investment in academic facilities and professional
support functions
“[We will] produce
Glucksman Library
University of Limerick dynamic and challenging
graduates and staff”
40 UL@50 Strategic Plan 2019 ̶ 2024 41How we will measure our success
Implementing
›› Annual strategic, financial and
recruitment planning framed
›› Delivery of a clear, multiannual staff
development strategy and leadership
the Strategy
by performance and opportunities development programme
›› Implementation and embedding of ›› Implementation of a transparent and A strategy document is only as valuable
revised organisational structures
and processes that support the
tailored workforce allocation model
as the commitment to its implementation.
attainment of UL’s strategy and ›› Implementation of our Healthy UL UL is committed to implementing the strategy.
that enable our people to achieve Framework for staff and students
their ambitions To ensure we do so successfully, we will Built Development, UL Equality and
establish a high-level implementation Diversity, UL Research, Transformative
›› The award of an institutional Athena plan and a performance framework and Pedagogies, UL Global Engagement,
SWAN Silver accreditation as part of will mandate each faculty and unit to UL Healthy Campus Framework,
the implementation of our Equality develop plans that will identify priority UL Health Research Institute and
and Human Rights Strategy and our actions and contribute to the delivery Bernal Institute strategies and others.
Gender Equality action plan of our overall objectives. All existing strategies and plans will
support the implementation of the
Through our annual strategic planning UL@50 strategic plan.
process and the development of
individual faculty, research and In addition, we will identify, develop and
administrative plans, we will ensure that implement key cross-campus projects
progress against the implementation to support the achievement of our
of our strategy will be continually strategic ambitions.
aligned to our financial and resource
planning. These plans clearly outline the Finally, it goes without saying that the
contribution and responsibility of each full strategy implementation plan will
faculty and department towards realising be initiated, monitored and measured
the UL@50 strategic plan. by both the Executive Committee and
Governing Authority. Key performance
Of course UL exists within a wider measures that align to the national
2019/20 2023/24 institutional context, and different System Performance Framework will
parts of the institution have their own be developed to help us achieve our
strategies and plans. These include overall outcomes.
Gender balance 27% ≥40% our HEA Compact, UL Framework for
at full professorial level
2019/20 2023/24
Formalise, baseline and improve 15%
targets for a range of service metrics average improvement
on baseline Maguire’s Field Launch
University of Limerick
42 UL@50 Strategic Plan 2019 ̶ 2024 43References
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46 UL@50 Strategic Plan 2019 ̶ 2024 4748 UL@50
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