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Dublin, Ireland

Dundalk Institute of Technology formerly Regional Technical College, Dundalk is a 90-acre campus situated in Dundalk, County Louth, Ireland, halfway between Dublin and Belfast . The campus is 800 metres from the main Dublin Belfast road and 3 minutes drive from the M1 motorway to Dublin. Dublin Airport is a 35-minute drive by car. Dundalk is served by the Dublin Belfast Train corridor and Dundalk's Clarke Station is approximately a 20-minute walk from the campus. In 2002 DkIT took possession of the adjoining PJ Carroll Tobacco Factory. By 2005 partial development took place in the Carroll's site with Plumbing and Electrical Trades Workshops relocated there and the opening of a "Bright Room" digital media editing suite. Refurbishment of 11,500 square metres of the PJ Carroll Building was completed by 2010, and the School of Informatics and Creative Arts took up full-time residence there. The Building was officially opened on 11 February 2011 by the then An Taoiseach, Mr Brian Cowen TD who stated that "the completion of a €38m capital investment at the Dundalk Institute of Technology campus represents a vote of confidence in the Institute’s future and will help further strengthen its capacity to drive economic regeneration in the northeast".In 2005 a building for the newly introduced Nursing and Health studies was opened. In 2005 also, DkIT became one of the first urban locations to have an industrial standard wind turbine installed. It is the first large wind turbine in the world to be constructed on the campus of a third level institution.The institution was one of the original network of Regional Technical Colleges set up in the 1970s with an emphasis on business, engineering and science. Over the past decade and a half, the Institute has expanded its range of programmes to include hospitality, humanities, music, creative arts and nursing. Apprenticeship courses have long been a feature of the Institute, there has been continual expansion in the Apprenticeship provisioning the electrical and plumbing fields. The Institute has four Schools, with each one consisting of a number of departments with a wide range of programmes on offer. Additionally, the Lifelong Learning Centre offers many part-time study options and there are also many apprenticeship options on offer, through the School of Engineering.The four schools at DkIT are: School of Business and Humanities Department of Business Studies Department of Humanities Department of Management and Financial Studies Section of Hospitality Studies School of Engineering Department of Civil and Environmental Engineering Department of Construction and Surveying Department of Electronic and Mechanical Engineering School of Informatics and Creative Arts Department of Computing and Mathematics Section of Creative Media Section of Music School of Health and Science Department of Applied science Department of Nursing, Midwifery and Health Studies Section of MidwiferyMr Denis Cummins has been President of the Institute since 2006. The previous presidents/directors/principals have been Dr Seán McDonagh, Mr Denis Murphy , Mr Gerry Carroll and Dr Tom Collins.The Chairman of the Board of Govornors since 2011 is Mr. Andrew Griffith he succeeded Ms. Joanna Gardiner and Mr. Clifford Kelly.DkIT currently awaits with great interest the implementation of the recent Hunt Report as the Institute determines the optimum pathway towards its future re-designation as a 'Technological University'. Wikipedia.

Agency: Cordis | Branch: FP7 | Program: MC-IAPP | Phase: FP7-PEOPLE-IAPP-2008 | Award Amount: 1.43M | Year: 2009

Currently most research into efficient algal-oil production is being carried out by the private sector, but if predictions from small scale production experiments are realised then using algae to produce biodiesel may be the only viable method by which to produce enough bio-fuel to replace current world petrol/diesel usage. Micro-algae in particular have much faster growth-rates than terrestrial crops. The yield of oil from algae is estimated to be from between 19,000 to 75,000 litres per acre, per year; this is 7 to 31 times greater than the next best crop, oil of palm. As terrestrial contributions are greatly limited by the finite area of land available under any culture method, it is essential that the potential of the marine environment as a source of biomass for bio-fuel production is realised. The group intends to facilitate a multi-disciplinary research programme through the recruitment of experienced researchers aimed at the acquisition of new knowledge and skills in the production of biofuels from native seaweed and cultured micro-algae. The project will identify the native seaweed and cultured micro-algal processes with the most potential for fuel production, the best time and technique to harvest seaweed and the culture methodologies for micro-algae along with an economic and environmental appraisal which will identify the size of the farm required and the feasibility of a commercial size operation. This will provide the physical (biomass product) and the intellectual (methodology for production and extraction) tools to enable the bio-fuel sector to base its business on the most suitable and profitable process.

Agency: Cordis | Branch: FP7 | Program: MC-IAPP | Phase: FP7-PEOPLE-2009-IAPP | Award Amount: 1.83M | Year: 2010

INCORPORATING EUROPEAN FUNDAMENTAL VALUES INTO ICT FOR AGEING: A VITAL POLITICAL, ETHICAL , TECHNOLOGICAL, AND INDUSTRIAL CHALLENGE (VALUE-AGEING) is a 48 month Marie Curie Industry-Academia Partnerships and Pathways Action which aims to foster co-operation between non-commercial and commercial entities on a joint research project about the incorporation of Fundamental Values of the EU in Info-Communication Technology (ICT) for Ageing. ICT gives individuals as well as societies the possibility to improve their lives and to free them from certain constraints. Technology alleviates the tyranny of human material constitution, its physical limitations, its spatiotemporal constraints, and its limited capacity to perform actions. This holds particularly true for ICT for ageing, provided that technology is respectful of values such as human dignity, autonomy, respect for privacy, family life, data protection and non-discrimination. Good technology is not just about making something better; it is about doing something different and consequently making people think differently. Fundamental values should be built into the design stage of ICT from the outset. We need to understand both the way in which existing values are driving technology innovation, and how technology in its turn is changing peoples standards. Social scientists and ethicists should learn from technologists, and in their turn technologists should learn from scholars working on human values. Value issues must be addressed at the design stages because it is then, when instruments are thought up, that meanings and values are embedded in technology. This makes a project like VALUE-AGEING a vital instrument to incorporate fundamental EU principles in industrial strategies and technological awareness in policy setting. The VALUE-AGEING partnership represents a unique multidisciplinary combination which will contribute towards educating a new generation of researchers in the fiel

Agency: Cordis | Branch: H2020 | Program: RIA | Phase: PHC-25-2015 | Award Amount: 4.88M | Year: 2016

ProACT targets Europes 50 million multimorbid patients to proactively self-manage and offset the EUs annual 700billion cost of chronic disease management. ProACT aims at providing and evaluating an open application programming interface to integrate a variety of new and existing technologies to advance home based integrated care (IC). Cloud based data analytics will determine correlations between technology use and the influence of support actors to impact on the health and quality of life of patients. Research will examine 4 models of care/support, central to implementing effective, continued and coordinated patient-centric care/self-management. Development of a novel data aggregation and cloud platform system will enable data analysis for improvement of IC, effective measurement of results and comparison of efficiency and costs, so that the relationship between patients and their personalized care network is optimized. Proof of concept trials (120 patients in total, with associated care/support actors) will be carried out within Health Services (Ireland and Belgium) with associated living lab facilities to ensure patient co-design technology approaches. Clinical status information, therapies and activity tools will be deployed for the conditions of: chronic heart failure (CHF), diabetes and chronic obstructive pulmonary disease (COPD). Tools to support mild cognitive impairment and detect early onset dementia are included. Commercial potential will be validated during the project supported by a European feasibility study to assess the cultural and political determinants for adoption and scalability of the ecosystem. ProACT engages a multidisciplinary EU consortium of 3 public and 9 private organizations (including 2 of the worlds leading ICT companies, the largest home care provider and 2 EU service provider and technology networks) to develop and validate the ecosystem. Individually partners could develop the components. Together we can develop the system.

Agency: Cordis | Branch: FP7 | Program: CSA | Phase: ICT-2013.5.1 | Award Amount: 416.65K | Year: 2013

A large amount of resources have been given since the beginning of both the FP7 and CIP, on research and innovation projects related to eHealth, Active Ageing and Independent Living with a focus on empowering people with age related dependencies or disabilities to live independently, delay/avoid institutionalisation and staying active and solutions that combine health, social care and smart living systems and age-friendly environments.\nThis large amount of projects, however, seems fragmented to their individual aims and objectives, creating a large need for cross project communication and interactivity that is required for a wider societal and business impact. Several following drawbacks have been identified:\n-Lack of connectivity and knowledge sharing between all the projects that are dealing with similar health, ageing and inclusion problems or complementary technologies.\n-Lack of awareness and effective dialog between stakeholders involved in health, ageing and inclusion-care and all the research and innovation projects funded by the EC.\n- Slow up-take of technological innovation due to a lack of appropriate visibility and valuation of project results quality and potential\n- Lack of awareness of the wider societal and business impact that research and innovation results on health, ageing and inclusion can bring to local and regional communities\nHAIVISIO will enhance visibility and awareness on the results generated from eHealth, Active Ageing and Independent Living projects, supporting a community building around these results, through a series of communication activities and synergies exploration. The proposed project will engage all relevant projects in a collective and synergetic way, identifying best-practices, involving the most active partners and stakeholders and disseminating widely the added value and assets generated from each project. It will link and work in tandem will almost all relevant projects funded by the EC.

Casey V.,Dundalk Institute of Technology
Journal of the Brazilian Computer Society | Year: 2010

Globally distributed information systems development has become a key strategy for large sections of the software industry. This involves outsourcing projects to third parties or offshoring development to divisions in remote locations. A popular approach when implementing these strategies is the establishment of virtual teams. The justification for embarking on this approach is to endeavor to leverage the potential benefits of labor arbitrage available between geographical locations. When implementing such a strategy organizations must recognize that virtual teams operate differently to collocated teams, therefore, they must be managed differently. These differences arise due to the complex and collaborative nature of information systems development and the impact distance introduces. Geographical, temporal, cultural, and linguistic distance all negatively impact on coordination, cooperation, communication, and visibility in the virtual team setting. In these circumstances, it needs to be recognized that the project management of a virtual team must be carried out in a different manner to that of a collocated team. Results from this research highlight six specific project management areas, which need to be addressed to facilitate successful virtual team operation. They are: Organizational Virtual Team Strategy, Risk Management, Infrastructure, Implementation of a Virtual Team Process, Team Structure and Organization, and Conflict Management. © 2010 The Brazilian Computer Society.

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