SECURING

OUR FUTURE

2023
- 2028

UNIVERSITY COLLEGE CORK

STRATEGIC PLAN 2023–2028
SECURING OUR FUTURE

2
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

“
Like a flock of starlings, human
systems are connected, complex
and adaptive, with an extraordinary
ability to synchronise with each
other. Leadership, in the context of
a starling murmuration, is inclusive,
distributed, and wholly reliant on
effective and multi-directional
communication. “
PROFESSOR JOHN O’HALLORAN
President

3
SECURING OUR FUTURE

4
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Contents
President’s Foreword 6
Introduction 8
Vision, Mission and Values 10
Strategic Goals 11
Strategic Approaches 12

Goal One: Research and Innovation 14

Strategic Approaches and Priority Actions 16

Goal Two: Student Success 20

Strategic Approaches and Priority Actions 22

Goal Three: Global Engagement 26

Strategic Approaches and Priority Actions 28

Goal Four: Our Staff, Our Culture 32

Strategic Approaches and Priority Actions 34

Goal Five: Our Place, Our Footprint 38

Strategic Approaches and Priority Actions 40

Strategic Enablers 44
Key Priority Actions 46
From Strategy to Implementation 48

5
SECURING OUR FUTURE

President’s Foreword

I
am excited to present the University College Cork As a leading research university, we are acutely aware
Strategic Plan 2023–2028. This plan is the result of of the importance of creativity, ambition and discovery
deep stakeholder engagement and an ambitious to support innovation. In the coming years, we will
mindset. It is a truly collaborative effort which has implement a step change in research, cultivating a
been developed by, and for, us all. distinctive research reputation in signature areas of
excellence to address global grand challenges. We will
UCC is operating in a challenging national and
do this in partnership with stakeholders to maximise our
international environment shaped by political, economic,
impact at regional, national and international levels. We
social, technological, legal, cultural and demographic
will also continue to work to shape national policy to
changes. The pace of societal change is unprecedented
ensure that our higher education system can continue to
and accelerating. Securing Our Future: UCC Strategic
enhance Ireland’s international reputation.
Plan 2023–2028 has been developed to position the
University optimally in this environment of rapid change
and reflects our commitment to a sustainable future for
our people, planet and university.
“ As a leading research university, we are acutely
aware of the importance of creativity, ambition
Since its foundation in 1845, UCC has experienced and
and discovery to support innovation. “
responded to many periods of challenge and change.
How we respond to the challenges and opportunities
Core to our purpose as a university is the delivery of a
ahead must be driven by our core institutional values.
relevant, dynamic and inclusive learning experience for
This plan identifies eight core values which emerged
all students. As we emerge from the significant
from broad consultation across our community. These
challenges of recent years, we will embrace the
serve as a guide for our actions, behaviours and culture,
opportunity to reimagine the work environment and
and I encourage all members of our community to live
the student experience. We will focus on delivering a
them and use them to support decisions.
comprehensive and research-led Connected Curriculum,
6
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

with greater specialisation and renowned postgraduate inclusive, distributed, and wholly reliant on effective and
programmes, becoming the university of choice for multi-directional communication. Every bird is afforded
postgraduate study in signature areas of excellence. the opportunity to lead and to follow when appropriate.
For me, this is a fitting metaphor for the UCC community,
Our staff and students are central to our success.
conjuring the sense of interconnectedness, adaptability,
We care about their wellbeing and are committed to
diversity and strength in unison. Collectively, these birds
providing a safe environment that celebrates diversity
transform the space they occupy, they are a mesmerising
and enables our people to grow and flourish. We will
wonder, a pulsating, harmonised whole; they seemingly
embed fairness, inclusivity, equal opportunities and
defy the laws of nature while defining nature itself. My
equity for all students and staff. We will develop support
vision for UCC is that we are empowered as individuals,
frameworks for staff and students as they transition but working as a connected collective on a shared
in, through and out of the University. We consider it a mission to deliver transformative research, disseminate
priority to attract, support and retain talented staff by knowledge and advance learning for the enrichment of
continuing to foster a positive working environment, society and stewardship of our planet. I look forward to
fully aligned with our values. working together to deliver the goals of this plan and
Our planet is facing the most significant natural find new ways to achieve collective impact and build a
resource and environmental challenges of its history. It is community where everyone has a place.
incumbent on universities to act, to research, to educate, I am grateful to the many colleagues and stakeholders
to lead and to develop leaders to tackle climate change who so meaningfully engaged in the consultation and
and create a sustainable future for us all. Changes to feedback processes that informed the development of
our campus spaces, both physical and virtual, will offer this plan, ensuring that it reflects our shared vision for
further opportunity to maximise their flexibility and the future. In particular, I would like to acknowledge the
sustainability and enable us to deliver more inclusive work of the Strategy Coordination Group who led the
and dynamic learning and teaching. We view UCC’s process of preparing this plan, which was approved by
leadership and achievements to date as a strong base UCC’s Governing Body in December 2022.
from which to build and grow, and we will continue to be
responsive and agile.
As an ornithologist, I have always been intrigued by
starling murmurations. Like a flock of starlings, human
systems are connected, complex and adaptive, with an
extraordinary ability to synchronise with each other. PROFESSOR JOHN O’HALLORAN
Leadership, in the context of a starling murmuration, is President

“ It is incumbent on universities
to act, to research, to educate,
to lead and to develop leaders
to tackle climate change
and create a sustainable
future for us all. “

7
SECURING OUR FUTURE

Introduction
U
CC is a comprehensive research-based globally our academic staff are international, bringing a global
oriented university with over 24,000 students, lens to our research and teaching. We are committed
3,200 staff and over 200,000 alumni worldwide. to providing a diverse, inclusive and equitable place
Our student body includes 4,000 international of work where all our staff belong and flourish.
students from 138 countries. UCC draws its identity We are committed to implementing the Athena
from a diverse spread of community, education, health SWAN principles (2021) and other Equality, Diversity
service, industry, arts and heritage relationships. We and Inclusion (EDI) related frameworks at an
have developed an extensive range of partnerships institutional level.
worldwide which continue to inform our curriculum and
UCC is a leading research institution and is recognised
our research.
as world-leading in many areas including food and
This university is a place where every student experiences the microbiome, sustainability and climate action,
the transformative effect of higher education, regardless digital technologies, photonics and quantum
of their life stage or subject of study, to fulfil their physics. Several of Ireland’s leading research centres
potential and pursue their individual vision of success. are embedded in UCC. These include the Tyndall
We nurture talent through supporting, challenging and National Institute (microsystems, photonics, quantum
mentoring our students. Our dedicated Skills Centre computing, nanotechnology), APC Microbiome
strengthens core student learning with the development Ireland (gastrointestinal health, functional foods)
of transversal skills. We offer a wide range of scholarships and the Environmental Research Institute (climate
and a distinctive Quercus Talented Students’ Programme. action, sustainable society and circular economy). We
We are committed to widening participation, equality, promote excellence in all research areas and work to
diversity and inclusion. Up to a quarter of our incoming have a positive local and global impact through our
students come from underrepresented backgrounds and research, teaching and engagement with society.
we have developed pathways from further education into
UCC is a connected university and during the
75% of our undergraduate programmes. In line with our
implementation of our Academic Strategy (2018–
Student Success Framework, a range of activities are in
2022), we introduced a Connected Curriculum and
place to foster positive outcomes for students under the
Graduate Attributes Programme with a view to
framework of Begin, Belong and Become.
engaging students in a distinctive education, where the
Our success is derived from our staff body of 3,200 curriculum is visibly linked to research, employability,
whose talent, drive and commitment enables us to be civic engagement, Sustainable Development Goals
ambitious in our goals and achievements. Over a third of (SDGs), other disciplines and the wider world.
8
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

UCC is located at the second largest natural harbour in

the world and in the heartland of Ireland’s energy, food,
pharmaceutical and information and communications
technology industries. Over 25% of national energy needs
are produced in Cork and seven out of ten of the world’s
top pharmaceutical companies and Ireland’s top four
24k
students
3.2k
food companies are located in Munster. staff across
from 138 countries the university
Our regional affinity is particularly crystallised in a mutual across the world
engagement with the diverse Irish-speaking districts in
the region. We recognise the importance of the Gaeltacht
districts of counties Waterford, Cork and Kerry in the over
University’s heritage, and in constituting an integral part
of the identity that it seeks to develop through creative
partnerships. We recognise our Irish-language heritage
7th
most sustainable
200k
UCC alumni
as a critical element of the University’s unique identity. university in the world worldwide
We are committed to our obligations under the Official (UI GreenMetric)
Languages Act (2003 and amendment, 2021) and to the
promotion of the Irish language and the Gaeltacht as set
out in the 20-Year Strategy for the Irish Language
2010–2030. ranked in the top 10 most sustainable universities in the
world in the UI GreenMetric World University Rankings.
We recognise that the ‘third mission of universities’,
engagement, is at the heart of the future vision and This plan is aligned with the Universities Act (1997) and
policy direction for higher education in Ireland and it is informed by international trends, national policy,
Europe. Engaged research and innovation is central to the University’s quality enhancement ethos, and by
addressing Ireland’s social, economic and environmental the implementation of best practice in governance,
challenges as set out in Impact 2030: Ireland’s Research information compliance and risk management processes.
and Innovation Strategy. We promote this mission of It is also informed and developed on the basis of an
collaboration and co-creation with society, embedding extensive internal and external consultation process.
a university-wide culture where staff, students and
In setting out our goals, strategic approaches and priority
external partners feel valued and supported to deliver
actions to 2028, there is a necessary interdependence
engaged research, community-engaged learning and
and complementarity across the goals, which are of equal
public engagement.
priority. To achieve the successes envisaged by this plan,
As the world’s first Green Flag university, we are proud of it will be fundamental to work collaboratively as one
our leadership in sustainability, and UCC is consistently university community. 
9
SECURING OUR FUTURE

Our Vision
UCC connects and empowers people to
create knowledge that shapes a sustainable
and inclusive world.

Our Mission
UCC’s mission is to create and sustain
an inclusive environment and culture to
enable transformative research and learning
for the enrichment of society and
stewardship of our planet.

Our Values
It is important to have distinct values for our
organisation, so that they can guide everyday
behaviours and decision-making. The core
UCC values are:

C ompassion
A gility
I ntegrity
R espect
D iscovery
E quity
A ccountability
S ustainability
Our values are represented in the mnemonic
CAIRDEAS, the Irish for ‘friendship’, as they underpin
our relationships and engagement with the local and
global UCC community and all our partners.

10
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Strategic
Goals
Goal One:
Research
and Innovation
Deliver impactful research and innovation that
addresses global grand challenges in signature areas
of excellence through the UCC Futures framework,
resulting in a distinctive research reputation.

Goal Two:
Student Success
Provide a student-centred, inclusive and digitally
enhanced learning environment, a Connected
Curriculum and an outstanding student
experience, to prepare UCC graduates to
make a positive impact.

Goal Three:
Global Engagement
Grow UCC’s international reach to amplify
our global impact.

Goal Four:
Our Staff, Our Culture
Implement a progressive and inclusive People and
Culture Plan to attract, develop and retain our talent.

Goal Five:
Our Place, Our Footprint
Radically reform our practices and use of space and
technology to meet our ambitious sustainability and
climate action goals.

11
SECURING OUR FUTURE

Strategic Approaches
to Achieve our Goals
Goal One:
Goal Two:
Research Student Success
and Innovation
1.1 Implement the UCC Futures framework,
informed by smart specialisation and the
2.1 Implement an academic plan to further
embed the Connected Curriculum and lifelong
UN SDGs. learning, enabling educational and professional
success for all students.
1.2 Improve strategic hiring, retention and
development of our people at all career
stages, supported by a research ecosystem
2.2 Be the university of choice for postgraduate
study in signature areas of excellence and
and career framework. develop pathways to widen access into
programmes at all levels.
1.3 Increase PhD enrolment numbers, enhance
the research student experience, and embed
research and innovation into our curriculum.
2.3 Develop and provide excellent equipment,
facilities, services and accommodation.

1.4 Transform UCC’s research culture through the

implementation of engaged research and open
2.4 Support student success, health and
wellbeing, informed by the student voice.
research, underpinned by academic integrity,
and ethical and responsible practice.
2.5 Provide a digitally enabled learning and
teaching experience, equitable to all, which
1.5 Create an innovation culture and
entrepreneurial campus, underpinned
incorporates Universal Design1 principles.

by an ethos of creativity and discovery.

Goal Three: Global Engagement

3.1 Develop a Global Engagement Plan that drives

a strategic approach to internationalisation
3.4 Promote greater diversity among our staff
and students in line with our values, including
and strengthens our global profile. through UCC’s role as a University of Sanctuary.

3.2 Significantly improve UCC’s external reputation

and brand impact, including the acceleration
3.5 Inform, empower and mobilise alumni, friends
and partners in support of our ambitions.
of UCC’s improved position in the global
university rankings.

3.3 Internationalise our curriculum and our research

through strategic partnerships and mobility.

12
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Goal Four: Goal Five:

Our Staff, Our Place,
Our Culture Our Footprint
4.1 Create and implement a People and
Culture Plan to attract, develop and retain
5.1 Develop innovative sustainability solutions
for local, national, regional and global impact,
global talent. and embed sustainability into education,
research, operations and recognition
4.2 Embed a culture of equality, diversity,
inclusion and belonging in UCC, embracing
initiatives for staff and students.

our differences as a key institutional strength. 5.2 Work with local and national bodies to
optimise and improve infrastructure, space
4.3 Implement a Future of Work model, which
is driven by a culture of high performance,
and unique assets to generate value for UCC
and Cork as a destination.
professional development, excellence and
effective communications. 5.3 Enhance our digitally connected campus
to enable greater innovation, agility and
4.4 Establish career development frameworks
and structured programmes to support all
excellence, transforming how we work
and learn.
categories of staff on their career journey.
5.4 Develop our capital programme informed
4.5 Develop leaders and deliver enhanced and
effective performance management that
by the UCC Campus Masterplan and
our carbon-neutral goals, where existing
recognises, promotes and rewards strong buildings and grounds are optimised.
performance, and that addresses gaps.
5.5 Reimagine ways of working by capitalising
on opportunities in our physical and digital
environments.

1. Universal Design (UD) is a framework to improve and optimise, and ensure inclusion in the learning environment.

13
SECURING OUR FUTURE

Goal One:
Research
and Innovation
Deliver impactful research and innovation that
addresses global grand challenges in signature areas
of excellence through the UCC Futures framework,
resulting in a distinctive research reputation.

O
ur ambition is to be the leading Futures, and implementing a research-informed
university in Ireland for research and curriculum. Establishing cohesion between
innovation, based on a reputation research and innovation and our curriculum
for discovery, research integrity and will foster UCC’s reputation for excellence in
sustainability. We will prioritise addressing global strategic areas.
grand challenges through the lens of the UN
Our Research and Innovation measures of
SDGs and the UCC Futures framework.
success will include securing €130 million from
The UCC Futures framework is an ambitious Horizon Europe funding programmes by 2028,
programme that aims to radically transform how and an additional 20 European Research Council
we carry out research at UCC. To drive change, (ERC) awards. We will work with government
we must also embrace it by transforming our in their review and reform of supports for PhD
methodologies and work practices. Focusing on students, with a view to significantly increasing
ten interdisciplinary themes drawing on expertise the number of doctoral candidates we enrol
in the natural sciences, the social sciences and each year. We will focus on increasing overall
the humanities, we will adopt a holistic approach, scholarly output across all publication types
linking education, research and knowledge by 10% per annum and where more than 65%
exchange, to develop solutions focused on of all publications are open access by 2028. A
global grand challenges. The imperative to priority will be the achievement of our research
translate research and knowledge into innovative, commercialisation targets under the Knowledge
equitable and sustainable solutions that deliver Transfer Ireland framework. We will have further
value and impact in real-world contexts has never measures of success which will be developed
been greater. Reflecting this, we will prioritise over the course of the implementation of this
engaged and open research practices, set in a plan and will be informed by evolving national
culture of innovation and entrepreneurship. strategy and our own ambition.

“
Transformation of the research ecosystem
under UCC Futures will be complemented by
The imperative to translate research and
strategies to attract and retain the talent to
knowledge into innovative, equitable
augment our expertise and capacity to deliver
and sustainable solutions that deliver
research excellence. We will focus on increasing
the number of research active staff and doctoral value and impact in real-world contexts “
candidates in the key thematic areas of UCC has never been greater.

14
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

15
SECURING
STRATEGICOUR FUTURE
PLAN 2023–2028

Research and Innovation

Strategic Approaches and Priority Actions

Improve strategic hiring, retention

Implement the UCC Futures framework,
1.1 informed by smart specialisation and
the UN SDGs.
1.2 and development of our people at all
career stages, supported by a research
ecosystem and career framework.

i. Position UCC’s research activities within the ten i. Use a strategic hiring approach under the UCC
inclusive and interdisciplinary themes of the UCC Futures thematic areas where all new academic
Futures framework. This will support researchers hires demonstrate the potential to achieve
to compete successfully for funding and drive prestigious funding awards such as European
innovative, solution-focused research. Research Council (ERC) or equivalent.
ii. Embed impact mapping in our research ii. Supporting the enhanced excellence agenda,
ecosystem so that all researchers can articulate increase the number of ERC awards secured by
the links between their research and global UCC researchers.
grand challenges via the framework of the UN
iii. Collaborate closely with key stakeholders to
SDGs. Prioritise research where UCC can have
inform and shape national/EU research funding
maximum impact.
ecosystem policy and strategy.
iii. Develop enabling structures for academic staff
iv. Revise the Research Overhead Allocation policy
to prioritise research and dissemination of quality
and establish a Strategic Research Fund.
research publication outputs in high-impact
peer-reviewed journals. v. Deliver a Digital Enablement programme to
leverage better data and infrastructure that
iv. Develop research and innovation excellence criteria
supports institutional strategic objectives across
that reflect the diversity of research outputs,
the research lifecycle.
providing for discipline-specific articulation of
achievement and success.
v. Ensure maximum societal, cultural and economic
impact through active cross-disciplinary
collaboration with our communities, across
the city and region, nationally and internationally.

1.3 Increase PhD enrolment numbers, enhance the research student experience, and embed
research and innovation into our curriculum.

i. Inform and influence the reform of state supports for PhD researchers.
ii. Develop and execute an action plan to grow the number of doctoral students and fellowships.
iii. Prioritise structured PhD programmes in signature areas of excellence that can be developed at scale.
iv. Enhance the experience of PhD students through structured programmes, enhanced support of supervisors
and increased opportunity for practice-based PhDs. Mentoring and supervision programmes, tracked and
informed by the Research Administration Project (RAP), will be embedded and aligned with our Graduate
Attributes Programme (GAP).
v. Ensure research excellence, particularly that demonstrated through UCC Futures, is embedded within our
curriculum offerings, enabling UCC students to experience a comprehensive, research-informed education.

16
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Transform UCC’s research culture

Create an innovation culture
through the implementation of
1.4 engaged research and open research,
underpinned by academic integrity, and
1.5 and entrepreneurial campus,
underpinned by an ethos of
creativity and discovery.
ethical and responsible practice.

i. Launch UCC’s first Research Charter, driving i. Increase our knowledge exchange measures
research culture change to develop and implement through strategic alignment with the UCC
a holistic research and innovation environment. Futures framework. Significantly increase the
number of spin-out companies arising from
ii. Develop policies and mechanisms to support the
UCC research, creating employment, engaging
effective dissemination of research expertise and
enterprise and driving investment in the
maximise impact by taking a coordinated, holistic
university sector.
approach to embedding principles and practices
of open research. ii. Create an Entrepreneur in Residence programme
to enhance the impact of our research and
iii. Actively support staff and students to embrace
innovation, as well as the creation of new
a range of rigorous research approaches and
ventures, products and services for societal
methodologies that share a common interest in
benefit. Create a new student Entrepreneurship/
collaborative engaged research ‘with’ and ‘within’
Start-up Hub within the existing university
society, such as Public Patient Involvement,
infrastructure.
Inclusion Health, Evidence for Public Policy and
Citizen Science. Enhance public outreach efforts iii. Establish an externally facing business
on our research initiatives, both in collaborative engagement unit to strengthen engagement with
engaged research and otherwise, in the pursuit of key sectors and enhance commercial activity,
improving community engagement with research particularly with indigenous enterprise.
and its practical applications.
iv. Be inclusive of a broad range of creative
iv. Provide supports to ensure FAIR (Findable, contributions from performance and composition
Accessible, Interoperable and Reusable) data to discovery and invention, strengthening
stewardship. knowledge exchange and cross-disciplinary
research collaboration.
v. Ensure that the environment in UCC supports
the conduct of research to the highest ethical v. Align the south/southwest hospitals research
standards, and that UCC researchers are framework with that of the University to support
appropriately trained. the development of an Academic Health Sciences
System.
vi. Enhance research excellence and impact by
integrating equality, diversity and inclusion vi. Work with external stakeholders, including local
into the design, execution and monitoring of authorities, IDA Ireland and Enterprise Ireland, to
research activity. play a leading role in the economic development
of Cork as an innovation region, including
through the development of UCC’s city centre
campus, Cork Science and Innovation Park, and
the embedding of the Cork Innovation Corridor
concept into national plans as they develop for
innovative cities.

17
SECURING OUR FUTURE

18
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

19
SECURING OUR FUTURE

U
CC is committed to delivering a high-quality
and flexible student experience to support
students to achieve their desired career

Goal Two:
and personal development outcomes. The
touchstone for enhancing the student experience
will be the broadening and deeper embedding of

Student
the Connected Curriculum, which aims to deliver
curricular coherence to students focused on research-
based teaching, employability, sustainability, inter-

Success
and transdisciplinarity, global reach and civic and
community engagement.
In delivering this goal, we will work with our partners
in further and higher education to extend and diversify
the pathways into the University to offer increased
access and an equitable educational experience to
Provide a student-centred, students at all levels, as enabled by national policy
inclusive and digitally enhanced and support. Our transformative Graduate Attributes
Programme, which identifies the core attributes
learning environment, a Connected required of our graduates, will underpin our efforts
Curriculum and an outstanding to assist students as they transition in, through and
out of the University. ‘From Acorn to Mighty Oak’
student experience, to prepare UCC represents the journey that each student completes
graduates to make a positive impact. while attending UCC, as they experience significant
academic, personal and social growth. We nurture
talent by supporting, challenging and mentoring our
20
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

students and through the provision of an extensive range value of including, surfacing and celebrating differing
of scholarships. At postgraduate level, we will become perspectives through which to view, experience and
the university of choice for graduates in our signature shape our world. By embracing students as partners and
research areas and we will continue to work with experts in their university experience, we will ensure that
government agencies and employers to develop policy the student voice informs UCC’s activities and decision
and funding enablers to facilitate flexible and part-time making. In line with our Student Success Framework, a
postgraduate options. wide range of initiatives will be implemented to support
the health and wellbeing of our students, which will
We will leverage a digitally enhanced learning
underpin their success in UCC and beyond.
environment, following Universal Design principles, and
a dynamic and flexible range of pedagogies. Responding Recognising that each student has different needs, we
to the rapidly evolving fifth industrial revolution, we will will take a holistic, responsive approach to support the
continue to equip our students with competencies and physical, social and mental health of all UCC students.
transversal skills for the digital age, including complex We will ensure that we understand and address the
problem solving, critical thinking and creativity. UCC needs of all our students and that we deliver best
will also focus on developing programmes in strategic practice in the provision of an inclusive, safe and
areas of excellence to optimise students’ capacity supportive environment which promotes a sense
for professional success and maximise their positive of belonging.
contribution to society.
As well as ambitious retention targets, our measures
Delivering an outstanding student experience, steeped of success will be focused on positive student
in our values of compassion, respect, equity and outcomes in education and employability. We will
sustainability, is fundamental to student success, expand connections with key industrial partners to
as is preparing UCC students to be effective global inform our curriculum and widen student placement
citizens, who make a positive societal impact. We will activity. We will widen participation in line with the
continue to cultivate a community which reflects the National Access Plan 2022–2028, and target
diversity of society, and which recognises the inherent a student:staff ratio of 17:1 by 2028.
21
STRATEGICOUR
SECURING PLAN
FUTURE
2023–2028

Student Success
Strategic Approaches and Priority Actions

Be the university of choice for

Implement an academic plan to further
postgraduate study in signature
2.1 embed the Connected Curriculum and
lifelong learning, enabling educational 2.2 areas of excellence and develop
pathways to widen access into
and professional success for all students.
programmes at all levels.

i. Offer an inclusive and responsive Connected i. Develop signature postgraduate programmes

Curriculum, evidenced in our Curriculum in distinct areas of research excellence, aligned
Management System, that connects students with the UCC Futures framework.
with research, Sustainable Development Goals,
ii. Further develop collaborative pathways
employers, community, entrepreneurship and the
embedding routes from further education
world, underpinned by an organisational culture
through to higher education in collaboration
of equality, diversity and inclusion, along with
with partner institutions in line with national
intercultural and linguistic competency.
funding and policy developments.
ii. Complete a comprehensive review of the UCC
Assessment Framework and implement approved
actions to enhance the quality of the student Develop and provide excellent
experience.
iii. Empower students and stakeholders to be active
2.3 equipment, facilities, services
and accommodation.
participants in co-creating education pathways,
further enabling educational success, underpinned
by academic integrity and professional excellence i. Optimise the time students spend on campus
for all. and augment this with effective online
engagement in a manner that will minimise
iv. Create an externally focused Lifelong Learning the impact on the environment and allow us
Hub to deliver greater coherence and to integrate to flexibly engage non-traditional students.
the provision of flexible learning, Continuing ii. Continue to prioritise plans for upgrading
Professional Development (CPD), digital badges campus accommodation and building sports
and micro-credentials to meet societal, regional infrastructure.
and national development goals for all students.
iii. Work with policy makers and government
v. Connect staff with the scholarship of teaching stakeholders in their objectives to
and learning through developments in teaching, provide increased campus-based student
assessment and curriculum design. Support accommodation and to address the cost of
staff to engage with opportunities to deliver living for students.
inclusive and engaged learning and teaching iv. Develop a capital lifecycle plan to review and
including flipped classroom, problem-based enhance our equipment needs.
learning, competence-based learning and
experiential learning. v. Create sustainable, accessible, inclusive and
connected learning spaces, both physically
and digitally, to support all students and staff
to achieve their goals.
vi. Protect and grow UCC Library services to
support learning, teaching and research.
Continue to acquire printed and digital
collections, digitising, preserving and
making publicly accessible unique and
distinct collections to facilitate local and
remote scholarship.
vii. Continue to develop partnerships, including
with the Academic Health Sciences System, to
support learning and research opportunities.
22
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Provide a digitally enabled learning

Support student success, health
2.4 and wellbeing, informed by the
student voice.
2.5 and teaching experience, equitable
to all, which incorporates Universal
Design principles.

i. Embed the Student Forum as a representative i. Through the implementation of Universal Design
assembly of students enabling constructive (UD) principles, ensure an equitable experience
consultation and participation, and continue to for all, so that our campus provides an inclusive
connect with students through structured surveys. and respectful environment for students and
staff.
ii. Attract and retain a diverse community of students
in line with the National Access Plan (2022–2028) ii. Implement the Digital Education Plan.
targets using a data-informed approach.
iii. Develop a portfolio of flexible, blended and
iii. Ensure support and recognition for informal online programmes for professional development,
learning, volunteering and skills development lifelong learning and executive education.
to enable lifelong, life-wide and life-deep
iv. Embed a digitally progressive learning and
opportunities for learning and engagement to
teaching environment and enhance the digital
provide a high-quality university experience as
literacy of staff and students.
students transition in, through and out of UCC.
iv. Increase accessibility and inclusivity of student
services and supports.
v. Support the mental, emotional, social and physical
wellbeing of students by implementing action
plans aligned with the Healthy Campus Charter
and the Student Success Framework, Student
Mental Health and Wellbeing Strategy, and Sports
Strategy.
vi. Enhance the overall student experience by
implementing targeted programmes in both
curricular (e.g. Connected Curriculum) and
extra-curricular areas (e.g. improving resources,
engaging students in structured surveys, and
implementing wellbeing charters and initiatives).
vii. Implement targeted initiatives to ensure that UCC
is a safe place for all students, including the Sexual
Violence Framework.

23
SECURING OUR FUTURE

24
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

25
SECURING OUR FUTURE

Goal Three:
Global
Engagement
Grow UCC’s international reach to amplify
our global impact.

U
CC is a globally oriented university We will also extend our global reach through an
with an ambition to extend our reach ambitious programme of alumni engagement.
and amplify our global impact. We value
As a research-intensive, globally focused,
our partnerships and connections with
internationally competitive knowledge institution,
individuals, alumni and organisations in Ireland
our position in global rankings is important to
and across the world. Our partnerships offer
our external reputation and development. In
opportunities for mobility inwards and outwards
striving to strengthen our global engagement,
and ensure that we maintain an international
we aim to continually improve our world ranking
perspective in all that we do. They also provide
position, and aim to increase the proportion of
the opportunity for us to bring Ireland’s unique
our international staff and students. We will
culture and heritage to the world. Our research
focus on maintaining and enhancing strategic
and our curriculum are informed by our global
partnerships, and we will align our globalisation
partnerships and support our ambition to
efforts with our research and business
extend our reach to like-minded institutions
community priorities.
around the world.
Achieving the ambitions and priorities of this
A Global Engagement Plan, aligned with
strategy will enable us to fulfil our potential
the refreshed UCC branding and marketing
and take our place as a truly global university,
campaign, will work to establish mutually
distinctive internationally for the quality and
beneficial partnerships based on respect and
standing of its activities. We will achieve our
shared values of global citizens. The central
internationalisation goals in fulfilment of our
driver for international student recruitment will
values and targets in relation to sustainability
continue to be our internationalisation ambitions,
and climate action objectives. Our measures of
where we recognise that deep understanding
success will include an increase in international
emerges from learning experiences that bring
staff and student numbers and growth in
transnational perspectives to our curriculum. The
outward and inward mobility, including visiting
flow of cultures and nationalities that populate
professorships, PhD students and Fulbright and
our research and learning spaces enhances the
Sanctuary scholars. The emerging international
development of intercultural communication
education, research and innovation strategy
skills and deepens connections with our alumni
being developed nationally will also inform our
globally. By adapting our curriculum and
future direction and measures of success in
developing a reputation as an institution that
global engagement.
welcomes and embraces diversity, we will attract
international students and staff to diversify
the university community and its curriculum to
reflect the international society in which we live.

26
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

27
STRATEGICOUR
SECURING PLAN
FUTURE
2023–2028

Global Engagement
Strategic Approaches and Priority Actions

3.1 Develop a Global Engagement Plan that drives a strategic approach to internationalisation
and strengthens our global profile.

i. Appoint a Vice President for Global Engagement to lead the development and implementation of a strategic
Global Engagement Plan.
ii. Pursue membership of influential global university networks.

Significantly improve UCC’s

external reputation and brand impact, Internationalise our curriculum and
3.2 including the acceleration of UCC’s
improved position in the global
3.3 our research through strategic
partnerships and mobility.
university rankings.

i. Develop and implement a refreshed marketing i. Further develop a select number of strategic
and brand campaign to differentiate the local, regional, national and international
University, including systematic processes partnerships to bring tangible benefits to our
for storytelling as a medium to enhance our research and teaching.
reputation and brand impact nationally and
ii. Optimise UCC’s strength in civic and community
internationally. Engage and involve students and
engagement for local and global impact across
staff in these efforts.
research, teaching and strategic partnerships,
ii. Strengthen the identity and the prominence of enhancing our reputation internationally as a
the Irish language across the University to ensure thought leader.
the sustainability of our language and heritage.
iii. Optimise UCC’s engagement with Erasmus and
iii. Implement the Arts and Culture Plan to the European Universities Initiative, deepening
demonstrate UCC’s unique contributions to the our global engagement in collaboration with our
arts and to our rich culture, and to enhance our partners.
reputation nationally and internationally.
iv. Leverage and commit to participation with
iv. Accelerate UCC’s improved position in select regional partners in the UNESCO Global
global rankings by prioritising and actioning key Network of Learning Cities. Measure and pursue
areas for improvement including student:staff specific strategic objectives from a lifelong
ratio and research citation performance. learning, economic development, inclusion,
and sustainability perspective to meet National
Development Plan 2021–2030 and regional
development ambitions.

28
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Promote greater diversity among

3.4 our staff and students in line with our

values, including through UCC’s role
as a University of Sanctuary.

i. Increase the inward and outward mobility of

students and staff, including through exchange
programmes and sabbatical leave.
ii. Grow the number of international students and
staff in line with our internationalisation ambitions.
iii. Develop and implement a University of Sanctuary
Action Plan.

Inform, empower and mobilise

3.5 alumni, friends and partners in
support of our ambitions.

i. Sustain and grow philanthropic income.

ii. Identify the top-priority projects for a strategic
fundraising campaign.
iii. Increase the focus on donor relations and
stewardship to thank and recognise partners and
friends of UCC nationally and internationally.
iv. Recruit, support and steward a network of
international alumni ambassadors (volunteers) to
support philanthropy, brand, reputation, global
engagement and international recruitment.
v. Achieve a step change in alumni and stakeholder
engagement through new segmented and
targeted engagement programmes that deliver
clearly articulated mutual benefits.

29
SECURING OUR FUTURE

30
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

31
SECURING OUR FUTURE

Goal Four: Implement a progressive and

Our Staff, inclusive People and Culture Plan

to attract, develop and retain

Our Culture our talent.

T
hrough our People and Culture Plan, we with the shared purpose elaborated in this strategic
will create an environment of respect and plan. This will be enabled through a collective and
compassion, where all staff feel valued and feel a coordinated effort, where we evolve practices and
sense of belonging to the university community. policies, embracing strategic change based on agile
Our staff will see the potential to grow and have and lean methodologies. We will develop a Future of
opportunities to work flexibly in a way that recognises Work model, which will define how our work, our staff
the importance of wellbeing and work–life balance. From and our workplaces will evolve in the years to come.
a people and culture perspective, the key challenges The model will leverage the latest digital technologies
remain the ability to attract, develop and retain quality to offer flexible and sustainable work practices to
staff. The collective response to the challenges posed support the health and wellbeing of staff. Transparent
in recent years shows what the University is capable of communication and change management processes will
achieving in extraordinary and difficult circumstances. In align our efforts for positive impact from our collective
the coming years, we have the opportunity to transform and interconnected actions.
UCC and deliver meaningful societal changes in line
In our approach to staff recruitment and retention, we
32
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

are conscious of the demand for talent globally. Actions by achieving a Silver Institutional award, and five
arising from the people and culture plan will work additional awards at unit/departmental level by
to enhance UCC’s career progression, development, 2028. We will develop UCC’s first Equality, Diversity,
leadership and overall staff experience. We will continue Inclusion and Belonging (EDIB) Framework (2023–
to foster an environment in UCC which is fair, inclusive 2028) to further embed EDIB across all functions
and diverse, creating a positive workplace and a within the University.
culture of belonging. We will support staff to grow in
Our measures of success will include having 75% of
their professional and personal lives. We will recognise
academic staff with formal teaching and learning
and reward the contribution and efforts of all staff by
qualifications, recorded on our human resources
implementing professional development and enhanced
information system. We will commit to growing
performance management frameworks across all stages
professional development for all staff led by UCC
of the career journey.
leaders and people managers as role models,
We will focus on incorporating the Athena SWAN values towards embedding a strong culture of CPD.
into our everyday practice and have this recognised
33
STRATEGICOUR
SECURING PLAN
FUTURE
2023–2028

Our Staff, Our Culture

Strategic Approaches and Priority Actions

Embed a culture of equality, diversity,

Create and implement a People and
4.1 Culture Plan to attract, develop and
retain global talent.
4.2 inclusion and belonging in UCC,
embracing our differences as a key
institutional strength.

i. Deliver an enhanced approach to the recruitment i. Develop and implement UCC’s first Equality,
of global talent, the nurturing of existing talent Diversity, Inclusion and Belonging (EDIB)
and the development of leadership with key Framework (2023–2028) including targeting
positions, such as Head of School. a silver institutional Athena SWAN award, and
other equality frameworks, including the Public
ii. Work with government to address the issue of
Sector Duty.
soft-funded2 contracts, especially as it relates to
the sustainability of research at UCC. ii. Undertake a UCC Values and Culture/EDIB
consultation process every two years to measure
iii. Work with strategic partners to support
progress, ensure accountability, share feedback
the development of flexible employment
with the UCC community and to inform action
arrangements.
under an agreed governance and accountability
framework.

Implement a Future of Work model,

which is driven by a culture of
4.3 high-performance, professional
development, excellence and
effective communications.

i. Implement a hybrid and agile way of working in

a new Future of Work model with appropriate
working and space utilisation practices that
take account of the changing nature of work
and learning in an increasingly digital and
hybrid world.
ii. Implement an improved Continuing Professional
Development (CPD) model, and offerings, to
ensure staff are equipped with the knowledge
and skills to succeed in a hybrid and digital
university.
iii. Implement initiatives to embed HR excellence in
research and achieve a third renewal of our HR
Excellence in Research award.
iv. Review and improve the staff support model for
safety, health and wellbeing by seeking feedback
from, and engaging with, staff on improved and
more streamlined approaches.

34
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Establish career development Develop university leaders and deliver

frameworks and structured enhanced and effective performance
4.4 programmes to support all
categories of staff on their
4.5 management that recognises, promotes
and rewards strong performance, and
career journey. that can address gaps.

i. Develop and implement a dedicated programme i. Develop communities of practice and enhance
to support staff in their transition in, through and staff recognition initiatives.
out of the University.
ii. Implement improved performance development
ii. Informed by benchmarking with comparator and management systems and mechanisms to
universities, review and implement improvements acknowledge and reward strong performance
to staff promotion processes including a and address gaps in performance.
consideration of the frequency of staff
iii. Introduce an intentional approach to succession
promotion calls.
planning and talent retention, where staff are
supported to reach their maximum potential.
Nurture and develop future leaders.

2. Soft-funded contracts of employment are only supported by short-term external research funding which does not provide progression for research
staff. This contributes to unnecessarily high levels of staff turnover and a staff environment that is at odds with the research ambitions of the University.

35
SECURING OUR FUTURE

36
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

37
SECURING OUR FUTURE

38
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Goal Five:
Our Place,
Our Footprint
Radically reform our practices and use of space and
technology to meet our ambitious sustainability and
climate action goals.

U
CC’s physical campus provides The new Office of Sustainability and
a unique environment of historic Climate Action will ensure that the
and modern buildings and imperative of sustainability underpins
landscapes which inspire and all plans and actions to reimagine and
support our students, staff and visitors. reform our work practices and physical
Our digital campus provides the space, and digital spaces by 2028. We will
tools and technology to work, research, continue our journey of carbon reduction
teach and learn in sustainable, agile and to achieve our public sector 2030 target
inclusive ways. Together, our physical and move towards a net zero carbon
and digital spaces create opportunities impact by 2040. This will involve an
for local, national and international ambitious, targeted programme of
community-building, communication and capital development and refurbishment
collaboration, which are central to all of of the existing physical and digital
our goals and core values. estate, complemented by new or
reformed working, learning and teaching
We aim to provide world-class facilities
practices and recognition initiatives and
to support the academic mission of our
supports. We will set the standard for
21st-century campus, which provides
developing and implementing innovative
flexible and inclusive teaching, learning
sustainability solutions and will exemplify
and research facilities. We will build on
the behaviours and values we want to
our digital capability and excellence to
instil in wider society.
enable a more agile, responsive institution
that is ready for the rapid pace of change Key measures of success for this goal will
in the digital age. New, refurbished and include achieving the STARS platinum
revitalised physical facilities and services accreditation from the Association for the
will enhance the working and learning Advancement of Sustainability in Higher
environment for staff and students and Education. We will achieve 51% absolute
attract visitors and guests to engage with carbon reduction by 2030, an annual net
the University. finance surplus of 3% and we will grow
net assets by 1% annually. Additional
measures of success will be developed in
the early stages of implementation.

39
STRATEGICOUR
SECURING PLAN
FUTURE
2023–2028

Our Place, Our Footprint

Strategic Approaches and Priority Actions

Develop innovative sustainability Work with local and national

solutions for local, national, regional and bodies to optimise and improve
5.1 global impact, and embed sustainability
into education, research, operations
and recognition initiatives for staff
5.2 infrastructure, space and unique
assets to generate value for
and students. UCC and Cork as a destination.

i. Adopt and implement UCC’s Sustainability and i. Position UCC as a tourism and cultural heritage
Climate Action Plan, supported by a new Office destination for the region. A new campus visitor
of Sustainability and Climate Action, to deliver engagement model and the development of
our zero-waste and carbon-neutral targets and the UCC Treasures Gallery will maximise the
to ensure our learning, teaching, research and availability of UCC’s assets to the public.
operations lead and inspire the transition to a
ii. Revitalise the Granary Theatre and its
more sustainable future.
immediate environment to advance our
ii. Provide leadership and innovative solutions in vision for a Creative Hub.
our region for more globally sustainable industry,
enterprise and healthcare systems (Pharma,
Chemical, Food, Fintech, Information Technology
and Life Sciences).
iii. Develop our position as thought leaders for
sustainability internationally.
iv. Develop a sustainability module for all staff
and students and make it available nationally
and internationally.

5.3 Enhance our digitally connected campus to enable greater innovation, agility and
excellence, transforming how we work and learn.

i. Develop a smart, connected and sustainable campus, including services that enable the future of work
and learning, by enhancing the unique on-campus and hybrid experience of staff, students and visitors.
ii. Deliver the University’s Digital Masterplan and associated project commitments across our strategic goals
and enablers.
iii. Support the digital transformation of administration processes across the professional services by
automating processes, reducing duplication and enhancing efficiency.

40
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Develop our capital programme

informed by the UCC Campus Reimagine ways of working by
5.4 Masterplan and our carbon-neutral
goals, where existing buildings and
5.5 capitalising on opportunities in our
physical and digital environments.
grounds are optimised.

i. Deliver on key capital development projects i. Proactively manage a blended working

including the Cork University Business School environment.
building, a new Dental School and Hospital, a new
ii. Provide innovative and inclusive teaching spaces
Clinical Medical School, clinical facilities on partner
to meet the evolving learning and teaching
clinical sites, the expansion of the Tyndall National
expectations of students and staff.
Institute, the refurbishment of the Kane Science
Building and enhanced infrastructure for the North iii. Optimise the use of UCC facilities across the year.
Mall campus. This will include a space audit to identify how
space can be reconfigured for better use and
ii. Advance UCC’s overall targeted capital
improved student-facing services.
development programme, focusing on improved
sports facilities, student accommodation and
priority projects in line with the UCC Campus
Masterplan.
iii. Continue to invest in the university estate in
a systematic manner to improve the overall
condition of our buildings and supporting
infrastructure. Sub-standard facilities will be
prioritised.

41
SECURING OUR FUTURE

42
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

43
SECURING OUR FUTURE

Strategic Enablers

T
he success of this strategic plan will be dependent on a number of enablers working and
interacting across goals, approaches and actions. Some of the enablers are referenced
in the goals to ensure accountability and indicate measures of success while others span
across the entire strategy.

The key enablers include:

- People, Wellbeing and Equality, - Operational Excellence

Diversity and Inclusion (EDI)
- Strategic Partnerships
- Effective Communications
- Digital Capabilities and
- Resources Quality Data
- Philanthropy and Stakeholder - Governance
Engagement

44
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Constraints and Limiting Factors

W
e operate in a very challenging national research and training system as set out in Funding
higher education funding environment the Future, the government’s funding and reform
where there is inadequate exchequer framework for higher education. Our ability to fully
funding to support our infrastructural deliver our ambitious strategic plan will be dependent
needs, where state investment per student has dropped on government’s implementation of Funding the
by 65% since 2008 and where 80% of our income Future in restoring a sustainable funding model for
currently funds a fixed cost. Our future ambition will be higher education and in beginning to address the
constrained by the level of state investment in higher recognised shortfall in funding and the scale of the
education, and our diversification of funding sources investment required to deliver enhanced performance
as well as continued growth of non-exchequer income and strengthened quality of outcomes.
will remain of critical importance for UCC. We will work
in partnership with the higher education sector and
government to deliver the ambitious reform agenda and
a fit-for-purpose, high-performing, unified education,

45
SECURING OUR FUTURE

Strategic Enablers
Key Priority Actions

People, Wellbeing and EDI

i. Embed a culture of equality, diversity, inclusion and belonging into the organisation, embracing our
differences as a key institutional strength.
ii. Enhance excellence and impact by integrating equality, diversity, inclusion and belonging into the
design, execution and monitoring of university activities.
iii. Adopt the Healthy Campus Charter and implement the Student Success Strategy to deliver student success
and to enhance the staff experience.
iv. Foster staff wellbeing to support employees and create a positive work environment.

Effective Communications

i. Develop and implement an improved approach to internal and external communications.

Resources

i. Conduct a comprehensive market assessment and benchmarking of all fees and charges to
ensure alignment with our peers.
ii. Consider alternative financing models.
iii. Support the implementation of the recommendations from the 2022 review of UCC’s subsidiaries.
iv. Support the implementation of the actions arising from the review of UCC’s professional services.

Philanthropy and Stakeholder Engagement

i. Deliver a fundraising campaign for agreed priorities in collaboration with Cork University Foundation.
ii. Introduce a programme of engagement for all stakeholders (alumni, parents, students, staff, honorary
graduates and donors) in the life and philanthropic health of the University in collaboration with
volunteer boards.

46
 UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

Operational Excellence

i. Invest in operational excellence to simplify and connect our processes, systems and services. Embed
continuous improvement, change management and data governance methodologies across all areas
of UCC. Deliver a comprehensive training and support programme for staff to support these actions.

Strategic Partnerships

i. Develop a select number of strategic local and international partnerships that support our goals, based
on data-driven decisions and systematically gathered information. These will include partnerships with
academic and research institutions, the business and wider community, and policy makers nationally
and internationally.
ii. Focus on partnerships that bring tangible benefits to our research, teaching and learning, and to our
students and staff.

Digital Capabilities and Quality Data

i. Deliver a Data Plan enabling a culture where data is valued and used as an asset to generate
strategic value and insights to identify opportunities and to enhance the effectiveness and efficiency
of decision-making.
ii. Build governance tools and platforms to drive greater strategic value from data.

Governance

i. Implement new legislation and codes of governance relevant to the sector and update our governance
and policy frameworks accordingly.
ii. Implement the new student governance structures.
iii. Develop legal and information-compliance processes that are effective and lean.
iv. Implement an Enterprise Risk Management helpdesk and system to provide agile, solution-focused
support to the university community.

47
SECURING OUR FUTURE

From Strategy to
Implementation

T
his strategic plan outlines the path we will take
to Secure Our Future in the next five years.
This shared purpose will be delivered through
achievement of our five goals, which will be
supported by a number of strategic enablers. Each
goal will be achieved through a number of strategic
approaches and specific actions. These approaches,
together with our values, will give direction to the
choices and decisions we all make during the lifetime
of this plan. Design thinking will inform our approach,
supporting us in our commitment to address the global
grand challenges.
Impact generation is a key concept and driver in this
plan. Generating impact takes many different forms, for
example high-quality academic publications, impactful,
globally orientated staff and graduates, independent
voices on matters of public importance. Impact is thus
aligned with UCC’s core mission and our role in society.
The extent of our success in realising the goals depends
on internal and external developments. During the
implementation of this plan, we will remain dynamic,
and responsive to emerging opportunities. Despite the
operational challenges of constraints on financial, space,
personnel and other resources, there will be a strong
focus on the implementation of the priorities in this plan.
The goals and strategic approaches differ in terms of
their starting positions and level of development. To
move from the strategic framework to execution in
practice, we will develop annual operational plans for
each goal with clearly defined actions and measurable
outcomes. A lean reporting framework will outline
progress towards measures of success.
To ensure coherent and efficient reporting, these
plans and measures will also be closely aligned with
our performance compact with the Higher Education
Authority. Internal and external developments will
influence and shape the actions we take. As we
work steadily towards delivering on our measures
of success we will work collaboratively together as
one university community.

48
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

49
SECURING OUR FUTURE

50
UNIVERSITY COLLEGE CORK STRATEGIC PLAN 2023–2028

51