Strategic Plan of the Central European Institute of Technology at Masaryk University up to 2020 www.ceitec.eu As adopted by CEITEC MU after consultation with the Director´s Boar (13. 12. 2016) and with the Scientific Board (19. 12. 2016). Mission CEITEC MU, as a member of CEITEC consortium and a research institute within MU, aims to improve quality of life and human health through scientific research. Strategic Priorities 1. Strong institutional profile 2. Leadership in science 3. Excellent working environment 4. Sustainable and efficient institute with good governance 5. Strong community open to its environment Vision (2020) ―― Internationally recognized research institute in life sciences with links to material science ―― One scientific community bridging disciplinary boundaries ―― Role model for a university research institute in Czech and Central European context ―― Source of inspiration and innovation to the university, a driver of internationalization of the university ―― An institute with open, international, fair and friendly environment Strategic Plan 2020 GOALS KEY IMPLEMENTING MEASURES AND ACTIVITIES RESOURCE IMPLICATIONS PERFORMANCE INDICATORSS 1. STRONG INSTITUTIONAL PROFILE Address societal challenges in new generation biomedicine and sustainable agriculture through interdisciplinary research potential Develop strategic projects in cooperation with other partners to address key topics in a large scale Smart Accelerator (Assistance–involvement in collaborative projects) OP VVV Excellent Research (TargetCell – new interdisciplinary groups) H2020-Teaming (new interdisciplinary groups) OP VVV Pre-application Research and Long-term Inter-sectoral Collaboration (collaboration with industry) CZ-AT Interreg for core facilities (promotion of CFs for regional industry) Number of projects with budget ≥10mil EUR Number of collaborative research: ―― total number ―― companies ―― application sphere ―― research organizations ―― number of research groups from CEITEC MU Number of: ―― inventions ―― patents ―― license agreements ―― new companies ―― technologies Adjust openings of new research groups with interdisciplinary potential Further develop collaboration with industry and other business partners Strengthen the recognition of the institute at European and international level through outstanding researchers and state-of-the-art infrastructure. Develop new strategic partnerships at institutional level in the (a) U.S./ Canada, (b) Asia, (c) Central, Eastern, and South-Eastern Europe H2020 LIBRA, ORION, future SWAFS and other coordination and support actions (EU-LIFE involvement) Overview of strategic institutional partnerships Number of: ―― total joint projects ―― with strategic institutional partners Number of high-profile international scientific events hosted at CEITEC Number of CEITEC researchers invited to hold lectures at high-profile international scientific events Number of visiting professors from abroad at the institute Volume of development aid projects Actively participate in EU-LIFE, ESFRI and other already existing associations Enter into membership of other European-level alliances Increase participation in development aid initiatives Achieve recognition across the university community as its constitutive part Increase participation in development aid initiatives Involvement in OP VVV Development of Capacities for R&D at MU MEYS Large Research Infrastructures Scheme GAMU Interdisciplinary Projects Number of: ―― programmes signed within MU ―― agreements of cooperation signed within MU Number/percentage of research outputs with co-authors from other MU units operating in: ―― natural sciences ―― social sciences ―― humanities and arts ―― other Support access of researchers from MU including non-traditional users to core facilities Enhance interaction and collaboration with social sciences, humanities and art Strategic Priorities Strategic Plan 2020 2. LEADERSHIP IN SCIENCE Attract and help grow scientific leaders Active recruitment policy for researchers (from junior researchers to group leaders) Postdoc applications to MSCA-IF/SoMoPro ERC/ERC Support Scheme Postdoctoral Training Programme may benefit from joint activities listed in SoMoPro/MSCA-IFs Number of research groups/CF (total/new) Number of research groups with joint agreement between CEITEC MU and other institution Number of applicants per group leader vacancy Number of applicants per research job vacancy (other than GLs) Number of CEITEC postdocs hired by other institutions (CZ/ abroad) Number of: ―― external awards ―― internal awards System of attracting undergraduate students Implement a career scheme for researchers Implement a postdoctoral training programme Create internal awards for excellent results Become a centre for postgraduate education and training matching with the research profile Develop the concept and institutionalize CEITEC PhD School at MU (through agreements with faculties and university) in accordance with Principles for Innovative Doctoral Training Smart Accelerator (Assistance – involvement in collaborative projects) OP VVV Excellent Research (TargetCell – new interdisciplinary groups) H2020-Teaming (new interdisciplinary groups) OP VVV Pre-application Research and Long-term Inter-sectoral Collaboration (collaboration with industry) CZ-AT Interreg for core facilities (promotion of CFs for regional industry) Number of students in CEITEC PhD School at MU: ―― current students ―― graduates ―― terminated studies Other training programmes: ―― number of events ―― number of participants Number of summer/winter schools and workshops Offer professionally-oriented training programmes at different levels Organize a set of summer and winter schools and workshops both on scientific topics and in science management, namely core facility management Overcome interdisciplinary barriers and barriers among fundamental, applied and translational research Support joint research platforms and projects across research groups and programmes GAMU Interdisciplinary Projects, TAČR Number of research groups with interdisciplinary outcomes Volume of income from collaborative research: ―― total income ―― lowest-highest figure, median ―― companies ―― application sphere ―― research organizations Number of projects of collaborative research Adopt and implement a strategy for knowledge and technology transfer Develop internal networking through common events Stimulate high-end research originating from the institute Implement an internal assessment system for researchers and further develop the system of external evaluation NPU -II Number/percentage of articles in Q1 journals Volume of grant funding acquired: ―― national ―― international ―― private Number of ERC grants Number of grants: ―― EMBO Installation and Fellowship grants ―― Welcome Trust grants ―― Marie Skłodowska-Curie grants (except SoMoPro) Number of H2020 consortia grants Implement budget rules combining basic support for research groups by level of seniority with performance-based elements Develop a grants strategy based tailored approach to research groups Clarify the status and funding of research groups that are joint units with other organization (or MU faculty) Strategic Priorities Strategic Plan 2020 3. EXCELLENT WORKING ENVIRONMENT Enhance coherent, transparent, fair and supportive conditions of employment at any stage of career Adopt and implement a set of internal regulations to encompass HR policy for all categories of employees H2020-Teaming OP VVV Development of Capacities for R&D at MU HR4R Excellence logo awarded Overview of events in personal development programmes for employees: ―― postdoc ―― senior researchers ―― junior researchers ―― administration Implement internal assessment and personal development support Provide state-of-the-art research infrastructure and related services. Adopt and implement institutional policy on concept, organization, development and funding of core facilities MEYS Large Research Infrastructures Scheme CZ-AT Interreg for core facilities Percentage of use against total operating time per CF Number of users per CF: ―― internal ―― MU ―― other institutions ―― international ―― academic ―― commercial Number of publications with acknowledgment to CF Overview of participations within CF networks: ―― European ―― international Number of events organized by CF: ―― European ―― international Define needs for, and principles of provision of, other research-related services (space allocation, IT support, health and safety service, data management, intellectual property management etc.) Increase the inclusiveness of the institute Support the primacy of English as language of communication including administration OP VVV Development of Capacities for R&D at MU H2020 LIBRA, ERA Chair H2020-Teaming Percentage of administrative jobs filled by a person of international background or experiences Number of mobility of administrative staff Overview of foreign researchers Number of hired foreign employees Overview of services provided to: ―― employees ―― students Increase mobility and internationalization of CEITEC MU staff through recruitment, where possible, and by improving English language competencies of administrative staff Streamline the welcome and adaptation services Provide support to scientists to facilitate combining work and family obligations (such as babysitting during key events etc.) Strategic Priorities Strategic Plan 2020 4. SUSTAINABLE AND EFFICIENT INSTITUTE WITH GOOD GOVERNANCE Develop an economy able to meet the obligations and needs of the institute Implement budget rules providing clear procedures for preparing, approving, and evaluating/revising annual budget OP VVV Development of Capacities for R&D at MU Volume of the total budget Volume/percentage of institutional funding within the total budget Volume/percentage of operation costs against the total budget Volume/percentage of investment costs against the total budget Improve financial planning, reporting and analysis with the use of budget transparency tools (open budget) Ensure efficient and client-oriented administration and operations Implement a single administrative model and culture across the institute OP VVV Development of Capacities for R&D at MU Overview of internal regulations: ―― new ―― updated Quality survey as a feedback to improve operations and client-oriented administration. Overview of administrative procedures performed in electronic form: ―― HR ―― economics ―― grants ―― PhD study ―― public tenders ―― record service Define administrative processes including clearly intended process roles through internal regulations or handbooks Increase the digitalization of administration and related services Develop a risk management system Create/revise purchasing system namely (consumables, software etc.) Define a long-term concept for maintenance and operation of existing infrastructure Strengthen one CEITEC identity across research centres Increase involvement of group leaders and other key constituencies into governance of the institute H2020-Teaming Number of research group leaders meetings Number of CEITEC participants on organized events Number of events for junior researchers Number of alumni Hold regular research group leaders meetings Develop internal networking through common events (including events available to family members) Enable a platform for junior researchers representation Develop and institutionalize alumni network Strategic Priorities Strategic Plan 2020 5. STRONG COMMUNITY OPEN TO ITS ENVIRONMENT Increase and intensify academic and community collaborations and interaction within the university and within the CEITEC consortium Regularly organize events connecting scientific or science-related themes at the institute with the rest of the university/CEITEC consortium H2020 LIBRA, ERA Chair Number of joint events: ―― CEITEC consortium ―― MU Overview of communication channels Take active part, or initiate, debates on issues of scientific ethics Develop communication channels with university parts, with researchers in the campus, at the institute Engage with local (regional, national) community and society-at-large Regularly organize open days for general public H2020-Twinnings; H2020-Teaming; H2020-ORION and other SWAFS actions Every MSCA-IF or SoMoPro has an outreach component Number of media articles/ reports on CEITEC: ―― institution ―― person related to ―― theme Number of group leaders trained in communication with media Number of participants of Open days Number of educational activities for school-age children Number of partnerships with schools Overview of events organized or co-organized for the public Increase the presence of the institute and group leaders in social media Develop partnership with key media players (Czech TV, newspaper etc.) to raise public awareness on scientific topics Develop partnership with schools and educational activities for school-age children From time to time organize national and international events on science policy and science management Strategic Priorities Strategic Plan 2020