Sustaining Progress Fourth Progress Report

Transcription

1 Sustaining Progress Fourth Progress Report Name of Institution DUBLIN CITY UNIVERSITY I confirm that I have assessed and verified the extent of progress and co-operation which has been achieved to date in respect of each grade in the institution in completing the specific actions set out in the institution s Revised Action Plan. The basis of this assessment is set out below in this document. Signed by Head of Institution: Prof. Ferdinand Von Prondzynski Date: Stable Industrial Relations Climate (SP Section 19) The parties recognise the importance of stable industrial relations and are committed to maintaining a well-managed industrial relations environment to minimise disputes affecting the level of service to the public. A stable industrial relations climate has important benefits for the general public and the public service itself. These benefits include the provision of uninterrupted services, improved productivity and staff morale, increased public confidence and the maintenance of Ireland as a desirable location for foreign direct investment. Progress Achieved (Indicate whether parties have complied with the terms of the Agreement) The parties have complied with the commitments made under Sustaining Progress. Implementation Difficulties / Outstanding Issues

2 This Agreement: a. Provides that no cost-increasing claims by trade unions or employees for improvements in pay or conditions of employment, other than those provided for in clauses and 19.19, will be made or processed during the currency of the Agreement; b. Commits employers, trade unions and employees to promoting industrial harmony; and c. Precludes strikes or other forms of industrial action by trade unions, employees or employers in respect of any matters covered by this Agreement, where the employer or trade union concerned is acting in accordance with the provisions of this Agreement. Stable Industrial Relations Climate (SP Section 19) Over the term of the agreement, the parties will fully utilise the dispute resolution machinery of the state in the following instances: As above Progress Achieved (Indicate whether parties have complied with the terms of the Agreement) The parties have complied with the commitments under Sustaining Progress. Implementation Difficulties / Outstanding Issues a. Where the parties cannot reach agreement at local level on matters covered by the agreement b. Where a dispute arises as to what constitutes a breach of the agreement and c. Where there is disagreement as to what constitutes ongoing change The parties will comply with the terms of the agreement. Modernisation and Flexibility (SP 19.1 & 19.2) Flexibility and modernisation continue to be on

3 The increasing demand for improvements in the provision of public services requires a flexible approach to working practices by individual public servants, management and unions. This entails the removal of unnecessary demarcations, the adoption of more modern approaches to work and the promotion of innovative ways of meeting the demand for services. It is also necessary that managers have the flexibility to adapt procedures to respond to particular pressures, which may vary from sector to sector, and to ensure that work methods are suited to the efficient delivery of services. the agenda for management, union and the Partnership Forum. The report of the Public Service Benchmarking Body noted that change is accepted as an essential and ongoing criterion of survival, growth and prosperity in the private sector. The report identified flexibility of working as a key requirement in the achievement of greater efficiency and effectiveness in the public service. In light of the importance of this issue, the parties to this Agreement will cooperate with flexibility and modernisation as provided for in Sections 20 to 26. As above

4 Partnership The parties to the Agreement recommit themselves to extending and deepening the partnership process at the workplace in accordance with commitments under previous national agreements. It is intended that the National Centre for Partnership and Performance will play an increasing role in supporting this process. (SP 19.16) The partnership approach has been a useful mechanism to help secure delivery of change and modernisation in organisations where it has become well-established. The parties are committed to building upon the structures that have been established, and to further embedding and refining the process across the public service, in order to deliver real improvements in performance at organisational level, involve staff in the change and modernisation process and improve the working environment. (SP 20.9) Progress Achieved (Indicate whether parties have complied with the terms of the Agreement) The Partnership process is being extended and deepened within DCU. This has been greatly facilitated by the many projects, specifically the introduction of the Performance Management & Development Scheme which is being developed by a Subgroup of the Partnership Forum. As above Implementation Difficulties / Outstanding Issues The parties will continue to approach on-going modernisation in the sector through partnership. Partnership will be supported by staff, unions and management and will become a central and mainstreamed feature in the day-to-day operations/business of institutions. In particular, partnership will be aimed at managing and responding to the challenges of change in the workplace, improving performance, influencing the development of future policy and strategic planning, and facilitating and improving quality and flexibility in the delivery of services. Every effort will be made to resolve issues through the partnership process. (SP 24.35) As above

5 Specific Action(s) for each commitment set out in the Action Plan Actio n No. Specific Action 1 Agreement in principal to introduce Performance Management for academic and related grades at Partnership level. 2 Select appropriate model for DCU and agree with Union. Date for Completion July 03 Complete d Yes Y No - N Yes Details of progress made to date supported by relevant examples. Please provide clear and concise examples of progress achieved. See Third Progress Report January 04 Yes See Third Progress Report 3 Commence training for all staff March 04 Yes & See Third Progress Report 4 Complete Pilot Scheme for selected Departments July 04 Yes See Third Progress Report. 5 Implement Scheme across DCU. September 04 Yes & In addition to this, an Evaluation Report on the PMDS Pilot Scheme with recommendations has now been issued by Willie Thompson, External Training Consultant. (Appendix 1). The Subgroup of the Performance Management & Development Scheme have met and will continue to meet to discuss the recommendations with a view to implementing the recommendations arising from the Report. A review of the scheme will be ongoing.. See third progress report. If specific action has not met completion date please provide an explanation See third progress report.

6 5a Introduce/integrate Training Needs Analysis Software Tool into the Performance Management & Development Scheme 6 Formal agreement of Terms of Reference for Partnership Group. 7 Establishment of working groups with aim of widening participation in Partnership process. 8 Through web publish information and initiatives 8a Partnership Forum Group to attend training to further develop working relationships to enable them to work more effectively as a group. 9 New financial system being implemented Agresso Mar 06 No (1) A process has been developed by which a Training Needs Analysis tool can be integrated into PMDS in a seamless way. (2) DCU has liased with Bristol University to discuss redesigning the Bristol On-Line Survey tool to meet DCU s needs. (3) Presentation has been made to Subgroup of Partnership Forum on Performance Management to gain agreement of the Subgroup on the proposal with a view to piloting the software tool with one school/unit as part of their PMDS process. July 03 Yes See Third Progress Report July 03 Sept. 03 Yes & Yes & See Third Progress Report See Third Progress Report June 05 Initial link has been made with the National Centre for Partnership & Performance (NCPP), who will now give a presentation at the next Partnership Meeting scheduled for April The presentation will include details of how the NCPP can support the DCU Partnership Forum, particularly in terms of identifying training initiatives to develop the group and increase its effectiveness across the University. Sept. 03 Yes See Third Progress Report

7 10 HR Information System to be accessible to business system management. A) backend access Sept. 04 Yes B) Management and all staff 11 All HR policies, procedures and best practice guidelines to be placed on HR website. 11a Undertake a complete review of the HR dept MIS requirements to include systems analysis and process review (in light of the HR Quality Review). March 05 No Planned access to all Management and all staff has been reviewed in light of the HR MIS project see item 17 of this report. Sept. 04 Yes See Third Progress Report Mar 06 (1) A MIS Project Steering Committee and Project Team have been established. (2) The Project Scope document and Project Plan has been accepted by the Steering Committee. (Appendix 2) (3) The Project Plan consists of 3 separate phases (i) process review and current systems analysis (ii) request for tender and systems selection and (iii) systems implementation and integration. (4) The process review and current system evaluation have been completed. A gap analysis and high level requirement document is being prepared for presentation to the Project Steering Committee. This will conclude Phase I of the Project. Phase 2 of the Project will commence in mid April.

8 12 Initiate service level agreements within DCU for support service areas, also make full use of initiatives from the Q & A process. 13 Recruitment process agreed timeline to be published 14 Commence negotiations with a view to establishing customer service standards. 15 Further provision of electronic access for students April 04 See Third Progress Report. More recently further Service Level Agreements have been developed in relation to the Research Centres. SLA between HR and the Research Centres is attached. (Appendix 3) Oct. 03 Yes See Third Progress Report April 04 Yes& See Third Progress Report In addition, the Faculty Admin. Peer Group have drafted a Code of Professional Standards which will be applicable to administrative grades across all University Faculty Offices. This will be finalised and publicised shortly. Jan. 04 Yes See Third Progress Report 15a Introduce staff web based portals Mar 05 Yes The Introduction of the Staff Web Based Portals was presented to the University Executive in February Training for all staff in the use of web-based portals is currently 15b Upgrade student web based portals Mar 05 Yes & underway. Development work to upgrade student web based portals has been undertaken and implemented by the Computer Services Department. Development of the student portals will continue on an on-going basis.

9 15c 15d 15e 15f 15g Provide students and staff access to their personal file space from offcampus locations. Introduce Helpdesk software to the Human Resources Department Introduce on-line application procedure for taught postgraduate courses Provide a full and interactive staff intranet Introduce University wide calendar web based facilities Dec 05 Mar 06 Sep 05 Mar 06 Sep 05 The provision of access to students and staff to their personal file space from off-campus locations has been developed by the Computer Services Department. This is currently being piloted by a number of staff members in the University The Pilot will be key in terms of testing and verifying issues such as security etc. As part of the HR MIS Project Review, helpdesk software is currently being investigated with particular reference to the helpdesk software in use in the Computer Services Department. This has been developed in conjunction with the Registry Office. Training is currently on going and applications are currently being processed through this system. This is currently being looked at in the context of the new DCU Strategic Planning Process. University wide web based calendaring facilities have now been developed. This facility is currently being tested as part of a pilot scheme within the Computer Services Department.

10 15h Provide a comprehensive Staff Handbook/Manual to be published on the web. 16 Further development of purchasing within DCU June 05 (1). Internal working group established to produce the staff Handbook. (2). The working group has met on three occasions. The outline contents and sections of the handbook have been agreed. (3). A first draft has now been made available. (4). Final editing and a review of target audience will take place in April. (5). Quotations for printing and design of the handbook have been obtained from commercial printers. (6). Printing and distribution of the handbook will take place in May Sept. 03 Yes See Third Progress Report

11 17 Pilot selected self-service access to HR system 18 Extend electronic collection of marks to all Academic Departments 19 Initiate training needs analysis leading to personal development plans for staff. 20 Particular emphasis on Management and Leadership Skills training for all staff. Sept. 04 No See Third Progress Report In view of the HR Department undertaking a complete review of its MIS requirements, this has impacted on any self-service access that will be made available. The newly established MIS Project Team has identified Staff/Management Self Service access to HR Systems as one of its MIS objectives. Self Service access to HR Systems will be included in the Request for Tender that will be advertised in Phase 2 of the Project. Phase 2 is due to commence in April April 04 Yes See Third Progress Report Jan. 04 Yes See Third Progress Report and refer to item 5a. Yes See Third Progress Report. Dec. 04 A comprehensive Management Training Programme has been developed. (Appendix 5). This programme is near completion a review will take place to its overall effectiveness in time for the academic year 2005/2006. See Third Progress Report. (As the HR Department is undertaking a complete review of its MIS requirements including a process review and current systems analysis. This impacts on any self-service access that will be made available. In view of this the new date of completion will be determined by the project lead teams.

12 20b Develop and publish web based Annual Training Calendar Mar 05 Yes This has been published on the DCU Training & Development Website and is currently under review. (Appendix 6) 21 Equality awareness seminars Sept. 04 Yes & See Third Progress Report In addition to this the University is launching its Equality Review and Action Plan in April This will be launched by the Minister for Justice, Equality and Law Reform, Michael McDowell, TD. 22 Continuing promotion and monitoring of Family Friendly Policies. April 04 Yes & The University has retained an external consultant to fully review the University s performance on the Equality agenda over the last 3 years and to make recommendations. See Third Progress Report. In addition to this, the University once again participated in the National Family Friendly Day on 1 st March by running a competition for the children of staff as well as a number of workshops on work life balance. The HR Department has successfully secured funding of approx 2,000 to conduct a feasibility study on the development of an Employee Assistance Programme for the University.

13 23 Respect and Dignity in the Workplace training for both management and staff. 23a Carry out Equality Audit of the Student Experience and implement recommendations accordingly. 24 Initiate a review of processes for the recruitment of people with disabilities via HR and Disability Office. 25 Introduction of Code of Practice for Staff with Disabilities. 26 Provision of organisational development support for units to assist in the introduction of organisational change and crossfunctional work. 27 Review of opening hours for central services i.e. library, sports centre etc. 28 Provision of open service agreements to students where possible 29 Extension of re-deployment agreement for all staff. April 04 Yes & See Third Progress Report Dec 2005 A student equality audit was proposed to the Executive by the Equality Director, and was adopted by the Executive on 30 November with a revised completion date of 30 June July 03 Yes See Third Progress Report Sept. 04 Yes See Third Progress Report March 05 Yes. See Third Progress Report. Dec. 03 Yes See Third Progress Report Jan. 04 Yes See Third Progress Report specifically under items 12 and 14. March 04 See Third Progress Report.

14 30 Development of a non-pay Reward System for administrative staff and related staff. Dec. 03 No Concerns have been raised by the Senior Management of the University regarding funding for the proposed Reward Scheme. Concerns were also raised with regard to the identifiable deliverables. These concerns have been referred back to the Reward & Recognition Subgroup for further consideration. 31 Reduction of overtime across the University Sept. 04 Yes & 32 Agreement regarding the servicing of April 04 Yes & research centres in DCU In terms of the Recognition Scheme (ie. the additional leave scheme), this has now been approved in principle by the Senior Management of the University and will be submitted to the University Executive with a view to implementation in due course. See Third Progress Report See Third Progress Report. In addition to this, a number of specially funded positions have now been established within the central service units. A new dedicated HR Officer has been appointed to support the Research Centres and there are plans to appoint to similar positions two in the Library and one in the Finance Office. A Service Level Agreement had now been agreed between the Research Centers and the HR Office (Appendix 7)

15 32a Co-operate with the new Faculty Structures and the newly appointed Executive Deans in developing both the management and administrative structures (including those arising from the re-alignment/re-organisation of the School Structures) Dec 05 Deans have been appointed in all new Faculties and administrative structures have now been agreed. The Faculty of Science has now drawn up a Faculty Constitution (Appendix 8) and the intention is that similar frameworks will be constituted in the other faculties. The FAPG (Faculty Admin Peer Group) which involves all the administrative staff in the 5 DCU Faculties have drafted up a Code of Professional Standards which will be applicable to administrative functions across all the Faculties. In addition to this, the FAPG are in the process of designing and developing an Administrative Induction Programme at a faculty level. 33 Extension of flexi time arrangements June 04 No Senior Management has raised concerns regarding additional funding that will be needed to for the proposed flexitime scheme. For example, the additional funding that will be required to finance security and staffing to support extended opening hours and access to buildings etc. These concerns are currently being referred back to the Flexitime Subgroup for further consideration.

16 34 Examination of possibility of introduction of term time/short term working. 35 Negotiate an agreed code of practice with SIPTU regarding terminal exams 36 The University Strategic Plan outlines clear Objectives for DCU. Delivery of these objectives will involve flexibility in all areas of DCU timescales. 37 Each Department has completed or is currently working on their own Strategic Plan. April 04 No Senior Management has referred the scheme back for further consideration. They have requested that the Scheme be investigated from an Equality perspective in terms of widening access to the scheme and examining the leave period. The findings will be submitted to Senior Management for a final decision on the proposal. Sept. 04 No This has been tabled at the unionmanagement meetings and DCU understands that this will be Dec. 04 Dec. 04 Yes & Yes & negotiated at a sectoral level. See Third Progress Report. See Item 37 and 37a. See Third Progress Report. These will be updated and revamped in line with the new Strategic Planning process which has already commenced. See Third Progress Report.

17 37a Publish & update a schedule for the next phase of Strategic Planning Mar 06 (1) In a recent communication from the President of the University to all staff, he has confirmed that the University Executive has now endorsed the process which will be used to draft the next DCU Strategic Plan and will (if adopted by the University Governing Authority in April 2005) take effect later this year. (Appendix 9) (2) The President has confirmed that a Strategic Planning Group will be established which will have a membership of both staff and students with a variety of skills and experience. An invitation to those interested in participating has been extended to all staff. (3) The process of drafting the Strategic Plan will be supported by the Strategic Projects Unit which was established to support a number of strategic initiatives across the University, one of which is to facilitate the development of the Strategic Plan. (Appendix 10) (4) The process itself will involve workshops and meetings open to all staff. The adoption of the plan will be followed by an active implementation process.

18 38 Quality reviews completed (visit dates): DCU Business School (Oct 2000) School of Physical Sciences (April 2002)* Office for Innovation & Business Relations (Nov. 2002)** School of Computing (Mar 2003)** School of Communications (Mar 2003)** School of Biotechnology (April 2003)** Registry (April 2003)** Student Affairs (February 2004)*** Fiontar (March 2004)*** Human Resources (March 2004)*** School of Electronic Engineering (March 2004)*** School of Chemical Sciences (April 2004)*** All of the above reviews have been completed. *Report published in November 2002 following approval by Governing Authority ** Report published in February 2004 following approval by Governing Authority. *** Report published in February 2005 following approval by Governing Authority process completed on a 6-year cycle. Peer Review Group Reports, Quality Improvement Plans and Summary Report to Governing Authority published as left These reports outline key initiatives for the Schools and Units over a period of between one and five years at both a School and University level. The reports can be located at ews.shtml

19 39 Quality Reviews in progress (visit dates below): Student Finance Committee (February 2005) Office of the Vice-President for Research (February 2005) School of Mechanical and Manufacturing Engineering (March 2005) School of Applied Languages and Intercultural Studies (March 2005) School of Nursing (March 2005) Computer Services Department (March 2005) The review visits took place as indicated above. Finance Office (April 2005) The review visit will take place as scheduled above All Peer Review Group reports are due to be received in the period March May Schools and Units will then begin the process of developing Quality Improvement Plans. The annual report to Governing Authority will be submitted for approval in November

20 40 Quality Improvement Scheme Funded Projects: 2003 Scheme (5 projects): Audit of the Clinical Learning Environment (School of Nursing) Review of SOP for Good Clinical Practice (Office of the Vice-President for Research) Library Service Evaluation Project (the Library) Improving Formal and Informal communication processes (Faculty of Science and Health) Best Practice in Career Service Provision to Language Students: A Pilot Project (Student Affairs/School of Applied Languages and Intercultural Studies) 2004 Scheme (2 projects): Design and Delivery of a Training Needs Analysis tool / template for Heads of Schools and Units (Human Resources) Developing the quality of postgraduate nurse education through an evaluation of the impact of the Graduate Diploma in Nursing upon the nursing practice of its graduates (School of Nursing) Reports on the 2003 projects were published in December 2004 Reports on the 2004 projects will be published before year end 2005

21 40a Co-operate with the recommendations arising from the EUA reports commissioned by the IUQB in conjunction with the HEA. (Due for publication in February 2005) Mar 06 DCU has received the final copy of the EUA report in March The university Executive is in the process of drafting a response to the recommendations, which will be sent to the IUQB in April It will then be sent to the Minister and will be published subsequently (in April 2005). Following that, DCU will establish a task group who will work on implementing the recommendations contained within the report. 41 National Research Centres as per Strategic Plan 42 Development of new research track permanent contracts for quality staff in DCU and research centres. Sept. 04 Yes & DCU will also be co-operating with the recommendations in the sectoral Report, which will be published by the HEA at the same time as the individual university reports (April 2005). See Third Progress Report In addition to this see Item 32 above. Sept. 03 Yes See Third Progress Report

22 Statement on Overall Progress in the Institution Commitments, supported by examples, where most progress has been made to date. DCU Strategic Plan Expected improvements in the institution resulting from full implementation of specific actions. Whilst the University is still in the process of implementing the actions arising from its current Strategic Plan Leading Change, significant progress has already been made in setting in place the next Strategic Planning Process. The intention is to make the process more inclusive this time around particularly at a departmental level. Meetings will be held at Faculty and unit level to ensure that DCU-wide planning and devolved planning are linked. Communication on the strategic planning process will be continuous via a website that will be dedicated to the process. An active implementation process is planned and will be communicated to all staff via the website. A full implementation programme will be set out with staff assigned to it. The Programme will be monitored and staff will be updated regularly regarding progress made. Achievements will be visible to all staff and other stakeholders.

23 Performance Management and Development Scheme. A significant amount of progress has been made in terms of developing and introducing a Performance Management and Development Scheme for DCU. The pilot programme, which involved approximately 100 staff proved very successful, with positive feedback being received from both management and staff. The benefits of this scheme to DCU will: - Improve overall performance and planning (at University, Departmental and individual level) - Improve communication between staff at all levels; - Better understanding/clarity around roles and responsibilities and how individuals can contribute to departmental and university activities - Cultivate a culture of continuous improvement in line with other Quality Assurance initiatives As part of the development and consultation process to date, we already have seen some evidence of improvement in the above areas. Further developments are being considered to further enhance and improve the implementation of the scheme university-wide. Quality Reviews A significant amount of progress has been made in terms of Quality Reviews that have taken place, particularly in terms of Quality Improvement Plans and initiatives at local level. See items 38, 39 and 40. Also, this year saw considerable success with Schools and Units successfully applying for funds under the Quality Assurance heading of Training for Trainers (2004), National Development Programme.

24 Partnership Forum The concept of Partnership is expanding in DCU and staff awareness of the Partnership Forum is growing, particularly in light of the subgroups which have been set up, but more specifically (and more recently) as a result of the work and the consultation process undertaken by the Subgroup of Performance Management. This subgroup provided a model for further subgroups; Subgroup on Reward and Recognition Subgroup on Review of Job titles for Non-Academic Staff Subgroup on the Introduction of Flexitime to DCU The University intends to build upon the concept of Partnership which is proving itself as an effective method of managing change by involving all levels and categories of staff (inclusive of management and union). Through the process of Partnership, staff are being enabled to take a more active role in decisions which affect them. More recently the Forum has made links with the National Centre for Partnership & Performance and hope to build on this linked to further develop the concept of Partnership in DCU.

25 REPORT OF PARTNERSHIP COMMITTEE The following is the report of the Partnership Committee following consideration of the above report from the head of the institution. The Partnership Committee has considered the report and is happy that this is an accurate account of progress to date. Signed by the Chairperson(s) of the Partnership Committee: (Prof Albert Pratt) Date:

26