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