M
2021
2028
Masaryk
University
Strategic Plan
MASARYK
UNIVERSITY
Masaryk University
Strategic Plan
2021–2028
Brno 2021
© Masaryk University, 2021
ISBN 978-80-210-9862-6
6 Institution Management and Infrastructure 58–63
5 Information Systems and IT Support 52–57
4 HR Management and Staff Development 46–51
3 Internal Culture and Social Contribution Activities 38–45
2 Research and Doctoral Studies 26–37
1 Teaching and Education 12–25
M Foreword / Mission / Values / Vision 4–11
Table of contents
Ladies and gentlemen,
You have in your hands the
Masaryk University Strategic
Plan for 2021–2028, a fundamental
conceptual development document
determining the direction of our
university in education, research,
its social role and infrastructural
development in the coming years,
which is the result of intensive
university­‑wide debate.
I consider this strategy to be an
important milestone in my work as
rector and I am glad that we have
managed its preparation through
university­‑wide discussion, despite
everything taking place in this
period of crisis. When I took over
the rector’s office in September
2019, little did I think that we, as
a university and society, would
face such a serious epidemic. The
coronavirus crisis is testing our
prudence, resilience, coherence,
foresight and will. However
I believe that we will manage
everything and that we can face the
coming years in the hope that we
will emerge all the stronger from
this unprecedented crisis. I also
believe that the Masaryk University
Strategic Plan for 2021–2028 creates
the basic ideological and conceptual
preconditions for further growth
and development and shows a clear
direction for our university.
I would like to take this opportunity
to thank all the deans, all the
directors of parts of the university,
all colleagues from our university
staff and students who have been
involved in thinking about the
future of our university and put
in work preparing this strategic
document. I really appreciate that,
as a university, we can look for
a common vision and speak with
one voice. And I am also pleased
that our new, tenth faculty – the
Faculty of Pharmacy – also took
part in the preparation of the
strategy. Its establishment in
2020 was an important strategic
and developmental step for our
university.
In my inaugural address in the
autumn of 2019, I mentioned two
fundamental factors I consider
important for the functioning of
a university: movement and time.
I think that every wise institution
must move forward, must be able
to anticipate subsequent events,
and should allow for previously
unsuspected interconnections
of its individual components. To
be dynamic, agile and creative as
a whole. And time is a fundamental
variable; which in practice means
that it is impossible to have endless
discussions and postpone decisions;
to wait for the most opportune
time, which may never come.
I believe that Masaryk University
has shown that it can be a dynamic,
versatile and creative institution.
And at the same time an institution
that can make timely decisions and
choose the right solutions.
I think that for a community such
as our university, it remains imperative
not only to have a common
vision as an academic community,
but also to be coherent and united in
today’s “fluid” world. To work together
for academic freedom, to ensure academic
integrity, to be a critical institution
in society and to be a prudent
voice of reason in a world where it is
often lacking. Above all to simply be
what the university is supposed to be
in the deepest sense – a community of
ideas, values and spirit.
T.G. Masaryk said: “A person must
find their way. If they truly seek it,
they’ll quickly find it. But then they
have to hold on or they’ll lose it.”
I think we, as Masaryk University,
have been seeking – and we are
seeking together.
And that we have found something
together – and continue to do so. Let
the Masaryk University Strategic
Plan for 2021–2028 be proof of this.
Martin Bareš
Rector
Foreword
5
Těmito hodnotami jsou:
-	 Úcta, jako základ vnitřní kultury, vzájemný respekt, solidarita a partnerství při veškerém
jednání. Úcta k principům zakládajícím rovnost příležitostí a transparentnost.
Jakož i úcta k zásadám akademické etiky.
-	 Svoboda, respektovaná a  obhajovaná jako společenský imperativ. Taktéž jako
princip vnitřního uspořádání univerzity v podobě akademické svobody výuky a bádání
či svobody zodpovědné volby vlastní studijní cesty, ale také jako princip institucionální
autonomie univerzity vůči státu.
-	 Zodpovědnost, zdůrazňující úlohu univerzity jako spolutvůrce veřejného mínění,
řešitele lokálních i celospolečenských témat a poskytovatele veřejné služby otevřeného
všem. Rovněž individuální zodpovědnost studentů a zaměstnanců odrážející
se v respektu k univerzitním pravidlům a v sounáležitosti s univerzitou.
The mission of Masaryk University
is to contribute through its scientific
activities, student education and social
activities to the high quality and healthy
life of all generations, and to a free,
cohesive and secure society.
MI
S
SI
ON
Respect, as the basis of
internal culture, solidarity
and partnership in all
negotiations. Respect for
the principles establishing
equal opportunities and
transparency, as well as
respect for the principles of
academic ethics.
Freedom, respected and
defended as a social
imperative. Also, freedom
as a principle of internal
organisation of the university
in the form of academic
freedom of teaching and
research or freedom of choice
of students’ own curriculum
profile, but also as a principle
of institutional autonomy of
the university vis­‑à-vis the
state.
Responsibility, emphasising
the role of the university as
a co­‑creator of public opinion,
a solver of local and society‑wide
issues and a provider
of a public service open to
all. Also, the individual
responsibility of students and
staff reflected in respect for
university rules and belonging
to the university.
Since its founding, Masaryk University has always respected and
professed the democratic values of a Free Republic. To this day these
values have formed the basis of its internal culture and are widely
shared by the university’s academic community. These values are:V
A
LU
ES
Respect Freedom Responsibility
9
An internationally‑recognised
research
university and an excellent
Czech higher education
institution, setting trends
in fulfilling all the roles of
a university
A university where education
and science transcend the
boundaries of individual
disciplines, as it supports
interdisciplinarity and the
personalisation of studies, the
creation of interdisciplinary
research teams and synergies
between workplaces
A university where teaching,
research and social
activities are an integral part
of the professional portfolios
of academic staff
A university that is
demanding in its study
requirements, whose
graduates are successful
personalities, with promising
careers and an active
approach to life, where they
have diligently taken up the
opportunities for development
offered
A university that is an
inspiring community
which, in its principles and
daily activities, fully respects
and fulfils the principles
of social responsibility and
contributes to meeting the
Sustainable Development
Goals, in accordance with
which it leads its students and
employees
A university where students
are perceived as respected
colleagues, with established
processes and practices for
cooperation with staff in
solving important issues of
the direction and functioning
of individual agendas and the
institution as a whole
A university that is
a responsible and
demanding employer, acting
according to the principles
of transparency, equality
and non­‑discrimination,
supporting the achievement
of professional goals and at the
same time providing employees
with a work­‑life balance
A university that is a model
in its internal culture, in
its ability to reach consensus,
in the harmonisation of its
components to the benefit of
the university as a whole and
in the integrity of a work
and study environment
characterised by high ethical
and professional standards
VI
SI
ON10
In 2028, Masaryk University will be
Teaching and Education1Strategic Goals
1.1	 Strengthen the importance of teaching as a prestigious
academic mission focusing on the success of students in study
and in life, and to become an institution characterised by its
excellent teaching, which is sought after by quality and talented
candidates
1.2	 Ensure the flexibility of study paths with an emphasis on the
personalisation of studies, interdisciplinarity of the curriculum
and its long­‑term applicability and strengthen students’
motivation for their own development and learning
1.3	 Develop progressive modern teaching methods, distance and
online forms of education and strengthen the participation of
students and practitioners in teaching and the evaluation of its
quality
1.4	 Enable education for professional growth and personal
development throughout life by providing an appropriate degree
programmes and strengthening the importance of lifelong
learning
1.5	 Perceive and further strengthen internationalisation as an
integral part of the degree programmes, curriculum, content
and forms of teaching and services provided at all faculties of the
university
they are educated beyond their main discipline in the areas
they have chosen from the wide portfolio of study and creative
opportunities the university offers,
they are proficient in a world language corresponding to their
field of study and professional orientation, and have reached
a communicative level in a second world language, have
completed an internship abroad or part of their studies in
a foreign language and can succeed in a globalised world,
they can think analytically and critically, work with others, have
digital competencies, practical experience and are ready to learn
and develop throughout life,
they perceive trends and problems in society, can think about
them and formulate their own attitudes, are engaged in events
around them, understand issues of social responsibility and
sustainable development, and wish to be active citizens striving
to change society for the better.
A Masaryk University
graduate is a figure
who is in demand and
employable in the labour
market in accordance with
society’s needs, because:
GRA
DU
A
TE
During their studies, a Masaryk University graduate will acquire
professional knowledge and related skills, which by their
nature reflect the specifics of the chosen degree programme,
as well as the relevant scientific discipline and at higher levels of
study also the individual focus of each student.
To ensure the long­‑term employability of its graduates, the
university strives to form, in addition to the above, transferable
competencies in its students, which will enable them to apply
the acquired knowledge and skills in their professional and
personal lives on a long­‑term basis, with an appropriate degree of
independence and personal responsibility and an understanding
of the wider social context.
14
1 Teaching and Education
Profile of a Masaryk University Graduate
1.1	1	 Teaching competencies and experience are fully integrated
into the criteria of habilitation and professor appointment
procedures and are taken into account and specified in job
descriptions
	2	 The system of evaluating excellent pedagogical work rewards
individuals and academic teams and supports the creation and
dissemination of educational innovations with specific tools
	3	 Number of students per teacher (maintaining a favourable
ratio reflecting the quality of education while taking into account
growth in numbers of applicants)
	4	 Proportion of unsuccessful students in degree programmes
in various phases of study (declining trend)
1.2	1	 Students of Bachelor’s degree programmes (not regulated) have
a practical opportunity to choose a study plan up to the
second semester
	2	 Rules implemented allowing flexible transfers of students
between degree programmes
	3	 Number of students who have successfully completed shared
university core courses (growing trend)
	4	 Number of students choosing interdisciplinary studies
combining a main (major) and secondary (minor) study plan
(growing trend)
	5	 Established tools to compensate disadvantaged students
in the early stages of study
1.3	1	 The number of degree programmes implemented in a purely
distance form (growing trend)
	2	 Online education is an integral part of teaching and learning
in all study modes at all faculties
	3	 The number of students and practitioners involved in
evaluating teaching quality (in the processes of evaluation of
degree programmes, within boards for studies, etc.; growing
trend)
1.4	1	 Systematised new offer of all possibilities of lifelong learning
available on the university website structured according to
the typical needs of potential applicants (combined and
distance degree programmes for studying while employed, short
career-oriented programmes for changes in qualifications, online
courses for acquiring specific skills, etc.)
	2	 The university offers its students the opportunity to identify
their skills portfolio before entering professional life
16 17
1 1Teaching and Education Teaching and Education
Key Results and Indicators
1 1
1.5	1	 An obligation to complete at least one course in a foreign
language within Czech degree programmes introduced at all
faculties of the university
	2	 The number of courses taught in foreign languages
in non­‑philological degree programmes carried out in Czech
(growing trend)
	3	 The number of foreign language courses in the blended
learning mode included in the degree programmes at individual
faculties (growing trend)
	4	 The number of degree programmes in English in all types
of taught studies (growing trend)
	5	 The share of foreign students in degree programmes
(growing trend)
	6	 The proportion of students completing a placement abroad
during their studies (lasting one month, one semester, etc.;
growing trend)
	7	 University­‑wide Welcome Centre with a wide range of services
for international students and staff
18
1 Teaching and Education1
I. Degree
Programmes and
Course of Studies
Degree programmes and
lifelong learning
Identification of elite degree
programmes at MU and support of
their development in order to strengthen
their prestige in the eyes of
applicants within competition in
the Czech Republic and abroad
Creating career-oriented degree
programmes with integrated
compulsory internships during
studies, with the direct participation
of companies or other potential
employers in teaching, etc.
Rationalisation of the structure
of degree programmes by considering
the demand for degree
programmes, reducing duplication,
etc.
Support for further development
of joint degree programmes
created and implemented by several
faculties
The creation of the concept of
combined and distance studies in
connection with the national debate
and the concepts considered in it
Preparation of related processes
and implementing teaching of
the shared university core across
faculties
Completing internal rules and
processes related to implementation
of so­‑called deferred choice
within degree programmes and
encouraging the necessary external
legislative changes for its practical
implementation
Setting up internal rules enabling
transfers between degree
programmes without needing to
dropout and at the same time with
the maximum extent of recognition
of already completed parts of
studies
Introduction of practical tools
supporting personalisation
of studies, e.g. combinability of
modules within MU, recognition of
previous education, completion of
a distance learning course online in
English, etc.
Revision of final state examinations
content and requirements
for writing final theses so as to
reflect the diversification of degree
programmes in connection with
the graduate profile and learning
outcomes of given degree programmes
(e.g. replacement of factual
examinations by a professional
discussion on the topic of the final
thesis, replacement of the final
thesis by a project investigated
in cooperation with a potential
employer, etc.)
Preparing short­‑cycle, non­‑degree,
micro­‑credentialing programmes,
in the mode of lifelong learning,
combined or distance forms, enabling
supplementing or changing
qualifications for applicants
during their professional life
Creating online courses from
a range of disciplines in Czech
and English for various target
groups and the use of MU’s own and
international platforms for their
sharing
Sharing recorded lectures by
university experts in order to
(among other things) address
motivated applicants (as well
as current students) looking for
professional information
Preparing and implementing of
educational programmes within
the framework of specialised
education (certification of doctors,
approval of teachers, further
education of schoolteachers, etc.)
Creating and implementing rules
corresponding to the specifics
of degree programmes for the
recognition of the results of
previous non­‑formal education
and informal learning
II. Applicants,
Admissions
Procedure,
Cooperation
with Schools and
Student Dropout
Rate
Applicants and admissions
procedures
Regulation of the number of
students in individual degree
programmes according to demand,
success in studies and employment
of graduates
Unification of minimum requirements
for applicants across degree
programmes and faculties
Completion, piloting and introduction
of a new MU Learning
Potential Test in the form of
adaptive testing
Strengthening alternative forms
of admissions procedures by
taking into account the extracurricular
activities of applicants,
participation in professional
competitions, certified language
exams, excellent results in specific
subjects at secondary schools,
artistic talent, sports talent, etc., in
addition to tests of knowledge and
learning potential
Developing various forms of support
to open up educational opportunities
to candidates with health,
social and other disadvantages
The expansion of careers
counselling services, e.g.
towards changing or increasing
the qualifications of already
employed graduates, towards the
public through lifelong learning
courses, etc.
Maintaining contact with its
graduates by offering further
development through professional
lectures at the university, online
courses, etc.
Strengthening the coordination
of lifelong learning provided by
the various parts of the university
with an emphasis on its promotion,
development and quality assurance
The establishment of an educational
institution with a specific
educational offer focused on
satisfying the demand for studying
and society­‑wide needs
Shared university core,
so­‑called deferred choice,
personalisation of studies and
graduation
Completion of the shared university
core consisting of courses from
various disciplines, interdisciplinary
courses, including courses in
English, following the example of
courses at world universities
Support for increasing social
mobility through projects
ensuring a level playing field for
university studies
Informing and motivating to
study potential applicants from
the Roma and national, cultural
or other minorities, people with
disabilities or special needs, people
at risk of social exclusion and those
with other disadvantages
Differentiation of admissions
procedures for full­‑time and
part­‑time study modes with
regard to different motivations of
applicants
Cooperation with schools and
activities for pupils, students
and teachers
Creating a comprehensive range
of educational, creative, leisure
and sports events for pupils and
students by age category and field
and their promotion to primary and
secondary schools and parents
Strengthening active forms of
university presentation at secondary
schools, e.g. by expanding the
network of university ambassadors
from among students, by involving
academic staff in visits to secondary
schools, etc.
Maximising use of the potential of
Students’ Professional Activities
to identify talented students
20 21
1 1Teaching and Education Teaching and Education
Measures to Meet Strategic Goals
1 1
Development of existing and
creation of new comprehensive
programmes to develop the talents
of motivated secondary school
students and primary school
pupils, e.g. Bioskop, Children’s University,
Junior Academy, Mini‑Erasmus,
etc., to strengthen their
enthusiasm for further education
and help them make the right
choices for further study
Enabling secondary school
students to access the teaching of
selected courses with anticipated
subsequent recognition of credits
obtained within regular studies at
the university
Creating an offer of specialised
courses (in the social sciences,
humanities, natural sciences and
informatics) intended for secondary
school students (thanks to
which they can gain, for example,
a bonus within the admissions
procedure at MU)
Providing professional advice
to secondary school teachers
on the content and form of the
teaching of key subjects as well as
the pitfalls of university studies
from the student’s point of view, or
establishing systematic cooperation
in this area with secondary schools
(e.g. the organisation of seminars
for secondary school teachers,
headteachers, counsellors, the
teaching of secondary school
subjects by academic staff and
supervision of secondary school
teachers on university grounds)
Standardisation of the
development of the relevant
competencies of academic staff
and doctoral students for quality
teaching, e.g. in the field of new
forms of teaching, methods of
student evaluation, teaching of
foreign students, supervision of
final theses, etc.
Developing the ICT literacy
of academic staff for distance
forms of synchronous and
asynchronous teaching, including
supporting them in the active use of
available tools
Setting rules for cooperation with
degree programme guarantors,
obtaining their feedback and
supervision of their activities by
the MU Internal Evaluation Board,
etc.
Care for the quality of educational
activities through the implementation
of regular evaluations of
degree programmes and thematic
evaluations in various areas of
teaching and forms of education
(teaching methods, learning
outcomes, testing and verification of
knowledge and competencies, etc.)
Setting up quality monitoring
mechanisms within degree
programmes, including reflection
of students’ views, for example
through boards in Bachelor’s, Mas-
ter’s and follow­‑up Master’s degree
programmes
Prevention of student dropout
Ensuring the availability of
data and relevant analyses for
teachers and guarantors of
degree programmes with the
aim of continuous evaluation of
sources of student dropout and
obtaining feedback on various
aspects of teaching, subjects and
degree programmes
Revision of requirements for
students at the beginning of and
during their studies at the level of
degree programmes, distribution of
study requirements to a reasonable
extent throughout the semester and
ensuring timely information for
students about all requirements
during the academic year
Early identification of students at
risk of dropping out through data
in the MU Information System and
other indicators reflecting current
study efforts and other contexts
Providing individualised support
and various types of counselling
to students at risk of dropping out
Training the staff of offices for
studies (or others) in communication
with students and the
appropriate approach to solving
students’ problems, etc.
Providing support to academics
in teaching methods and communication
with students to help
them properly motivate students
and develop their potential as much
as possible to support academic
success
Revision of the current student
evaluation of teaching, discussion
of possible models and new elements
of student evaluation during the semester
or according to specific needs
Strengthening the use of
knowledge gained from student
evaluation of teaching at the level
of individual courses, within the
evaluation of degree programmes,
within the evaluation of academic
staff, at the level of faculty management,
etc. and informing students
of the usefulness of this feedback
and the measures taken
Implementation of applicant,
student and graduate surveys
and extension of work with
the results of student surveys,
projection of their conclusions
into consideration of innovation in
teaching, the choice of educational
methods, the structure of the
curriculum, services to applicants,
students, graduates, etc.
Forms of teaching and
innovation
Creating conditions for reflection
on the learning styles of current
students, e.g. teaching designed
with the participation of
students (both in the content of the
curriculum and the teaching itself),
by involving digital technologies in
teaching and application of other
relevant forms of teaching
Enrichment of frontal teaching
with interactive, distance,
project and simulation teaching,
etc. where relevant
Development of mentoring by
senior students of lower grade
students and institutionalising this
at faculty level
Strengthening methodological
support aimed at students and
supervisors and implementation
of other necessary measures to
strengthen academic ethics
III. Teaching
and Learning,
Quality Assurance
and Innovative
Elements
Development of pedagogical
competencies, teaching quality
and obtaining feedback
Strengthening the importance
and prestige of academic
staff’s teaching work, e.g. by
projecting pedagogical careers into
habilitation and professor appointment
procedures, evaluation
of pedagogical competencies of
teachers, discussions on various
issues at faculty and university
level, within the MU Internal
Evaluation Board, etc.
Identification of the best
examples of quality teaching (e.g.
through student evaluation) and
their proper formal and informal
appreciation (e.g. recommending
observations of the classes of
excellently evaluated lecturers)
Modernisation of teaching spaces
in line with the goals and methods
of teaching, creating an environment
for interdisciplinary opportunities
and student cooperation
Introduction of tools for the systematic
support, sharing, validation
and evaluation of educational
innovations
Talent development, involving
students in research, gaining
practical experience and
supporting entrepreneurship
Systematic identification of
gifted students and offering
them appropriate educational
and creative activities at the level
of degree programmes, faculties
and university (e.g. team projects
and participation in international
competitions, specific courses, etc.)
Creating opportunities for the
involvement of students in
research activities, including
the offer of scholarship awards or
participation directly in the grant,
or the introduction of research‑oriented
courses in the curricula
of degree programmes
Offer a variety of scholarship
programmes to strengthen
students’ motivation, reward their
talent and exceptional results or to
overcome various disadvantages in
their studies
Building a functioning system of
support for internships during
studies and not just for career‑oriented
studies
22 23
1 1Teaching and Education Teaching and Education
Support for practical internships
of students at home and abroad
within the framework of academic
and career-oriented degree
programmes and creating other
opportunities to deepen cooperation
with partner companies,
institutions, organisations, etc.
Entrepreneurship support for
students of all disciplines by
offering appropriate courses in
cooperation with partners (e.g.
South Moravian Innovation Centre)
Providing teaching of courses
focused on innovations and
trends in the field with the participation
of experts from practice
Creating technology­‑oriented
courses and their teaching across
faculties
IV. Curriculum
and Degree Pro‑
gramme Interna‑
tionalisation and
Related Services
Internationalisation of curricula
and language competencies
Determination of minimum requirements
for the implementation of
elements of internationalisation
into the curriculum and study obligations
at all faculties (obligation
to take at least one course in a foreign
language in the given type of study
or complete part of studies abroad)
Foreign language degree
programmes
Creation of an interdisciplinary
and interfaculty Liberal Arts
degree programme in English for
Bachelor studies
Preparation of the prestigious
PPE interdisciplinary degree
programme (Politics, Philosophy
and Economics) in English
Realisation of joint international
Master’s courses of the Erasmus
Mundus type
Implementation of interdisciplinary
degree programmes in
English or other foreign languages
in cooperation between several
departments within one faculty or
cooperation of several faculties
for Bachelor’s and follow­‑up
Master’s studies (e.g. also with
a technological focus)
Monitoring and evaluating the
study demand from foreign
students and offering corresponding
foreign language degree
programmes
Streamlining processes in the
field of double degree accreditation,
etc.
Foreign mobility
Creating a comprehensive offer
of international mobility for
students and staff, including
introducing new types of mobility
such as blended mobility, virtual
seminars, COIL courses, etc.
Requirement of foreign language
competencies, depending on the
field, for entry to Bachelor’s, Mas-
ter’s and follow­‑up Master’s studies
and subsequent targeted development
of professional language
competencies of students in
various forms as an integral part
of studies for their successful
completion (e.g. teaching courses
in a foreign language, foreign
language summer schools, language
courses and online education)
Developing students’ global and
intercultural competencies
by strengthening curriculum
internationalisation in degree
programmes
Increasing the share of courses
taught in foreign languages in
Czech degree programmes at all
faculties
Strengthening foreign language
teaching (especially English)
for specific and professional
purposes, depending on the focus
of degree programmes
Systematic development of
competencies of academic and
other staff involved in teaching
(including doctoral students) in
the internationalisation of the
curriculum, teaching in a foreign
language, teaching shared with
foreign lecturers, etc.
Adopt measures to monitor the
quality of foreign language
courses and degree programmes
Use of consortia of cooperating
universities, EDUC, CGU, the
Hague Network, etc., for non‑traditional
types of mobility and
other forms of internationalisation
Introduction of support tools to
motivate groups of students who
generally travel less and students
with special needs to go abroad
Creating scholarship programmes
to support mutual student mobility
Implementation of the processes
required for the Erasmus Without
Paper initiative
Support services and
adaptation tools for students
and staff
Offer of possibilities of intensive
preparation of students and
employees for a stay abroad (e.g.
a two­‑week intensive language
course, online consultations with
partner universities, targeted
language preparation for the
departure of non­‑academic staff,
etc.)
Providing comprehensive
information to foreign students
interested in studying on the offer
of degree programmes, services for
students, the process of recognition
of previous education obtained
abroad, obtaining a visa, etc.
Building book collections in
libraries, including electronic
information sources, to support
internationalisation of the
curriculum
Providing a sufficient and diverse
range of foreign language courses
for students, academics and
non­‑academics
Support and motivation to write
final theses in foreign languages
in Czech degree programmes as
well
Increasing the motivation of
academic staff for teaching shared
with lecturers from foreign
universities
Developing the offer of common
courses for domestic and foreign
students with the aim of streamlining
teaching and strengthening
opportunities for students from
various countries to meet
Support and expansion of the offer
of courses with visiting foreign
staff accessible to students of all
faculties in order to strengthen
interdisciplinary ties
Organisation of summer schools
in foreign languages
Adoption of measures for the
maximum automatic recognition
of results from the period of
study abroad
Developing counselling
services for foreign students
and staff through the Centre
for International Cooperation,
International Support Office, the
Language Centre, international or
study offices at faculties and the
interconnection of these units in
the service provided
Offer of adaptation tools and
opportunities for incoming
foreign students (e.g. orientation
week in the Czech environment,
Czech language courses, etc.)
Strengthening psychological
counselling in English offered to
foreign students
Promotion and cooperation
Strengthening the promotion of
study opportunities in foreign
languages through active marketing
abroad, online forms and
campaigns on social networks, the
use of dedicated portals, through
student ambassadors, etc.
Setting up a system of cooperation
with foreign students
and graduates and developing
MU’s own scholarship and graduate
programme
Involving the university in
strategic international cooperation,
building partnerships
and participation in international
organisations and consortia
associating universities from
different countries
24 25
1 1Teaching and Education Teaching and Education
Research and
Doctoral Studies2Strategic Goals
2.1	 Contribute to addressing global and local challenges through
basic and applied research and the application of its results
in society in the areas of health and quality of life, education,
historical and cultural heritage, sustainable development,
technological progress, security, rights and equality in society
2.2	 Strive for excellence in the international research area by
developing interdisciplinary strategic topics, emphasising
promising research areas, effective use and sharing of excellence
and the ability to employ and motivate exceptional scientists and
young researchers
2.3	 Strengthen internationally­‑recognised quality scientific
performance in all parts of the university, with appropriate tools
taking into account disciplinary differences and the range of
resting levels of research
2.4	 Introduce higher standards in doctoral studies across disciplines
with an emphasis on the quality of scientific results of doctoral
students, gaining international experience during doctoral
studies and adherence to the study schedule
2.5	 Pay due attention to the socio­‑economic status of doctoral
students and their full integration into the scientific community
as promising colleagues so as to strengthen their motivation for
the successful completion of studies and subsequent careers
2.1	1	Successful implementation of a strategic development project
in the field of innovations for a healthy and secure society
	2	Established high­‑quality university facilities connecting basic
and clinical research in the field of human health and full use of
the research potential of the MU Faculty of Pharmacy
	3	Number of proposals and obtained projects in grant schemes
of international providers, where MU is the principal
investigator or co­‑investigator (especially in Horizon Europe)
	4	Number of projects in cooperation with industry / state
administration / local government (TA CR, MIT, etc.;
growing trend)
2.2	1	Proportion of highly­‑cited publications according
to the Web of Science
	2	Number of proposals submitted and individual international
prestigious research grants received (e.g. ERC; growing trend)
	3	All key infrastructures of the university in science,
informatics, social sciences and humanities operate in the mode
of shared laboratories (core facilities)
	4	New successfully established teams of holders of the MUNI
Award in Science and Humanities
	5	Periodic evaluation of research quality introduced as
a standard part of management at all faculties and university
institutes (functional peer review panels, etc.)
2.3	1	Proportion of scientific results indexed by the world’s major
multidisciplinary citation databases (Web of Science, Scopus
and other relevant ones; growing trend)
	2	Proportion of scientific publications of authors from MU
published in the first and second quartile of rankings
according to the citation index (e.g. IF and AIS) of relevant
journals on the Web of Science (growing trend)
	3	Number of scientific publications in the top 1%, 5% and 10%
of the world’s most cited publications according to the
Web of Science with a key role of authors from MU (first/
corresponding author; growing trend)
2.4	1	Established standards of doctoral studies at faculties and as
part of the internal evaluation of doctoral degree programmes
	2	Implemented standardised requirements for the quality
of work of doctoral students’ supervisors
	3	Proportion of scientific results of doctoral students, which
are indexed by the world’s major multidisciplinary citation
databases (Web of Science, Scopus and other relevant ones)
out of the total number of results of doctoral students from MU
(growing trend)
	4	Proportion of scientific publications of doctoral students in
prestigious sources (journals and publishers) with regard to the
given scientific discipline’s quality criteria (growing trend)
	5	The share of doctoral students completing a foreign internship
(of minimum length one month, one semester, etc.; growing trend)
	6	Proportion of successful doctoral studies graduates within the
standard duration of study (growing trend)
28 29
2 2Research and Doctoral Studies Research and Doctoral Studies
Key Results and Indicators
2.5	1	Average amount of financial remuneration per doctoral
student at individual faculties (growing trend)
	2	Number of supported doctoral students from scholarship
programmes to reward excellent results in doctoral studies
(growing trend)
	3	Portfolio of motivational tools for doctoral students and
supervisors within MUNI PhD Academia
	4	Established system to monitor the employment and career
paths of doctoral graduates
30 31
2 2Research and Doctoral Studies Research and Doctoral Studies
I. Direction of
Research, Support
for Excellence and
Social Relevance
and Cooperation
with the
Application Sector
Targeted development of strategic
research priorities based on
the health, social, technical and
economic challenges of society,
especially in the fields of biomedicine,
pharmacy, safety, health
and quality of life, environment
and sustainable development,
with the support of artificial
intelligence and synergies across
the university
Identification of promising fields
according to defined criteria (e.g.
according to internal formative
evaluation of research, bibliometric
analyses of publication performance
and international comparison
in the field) and support for their
development through new
principles of standard budgets of
individual constituent parts and
internal grant schemes
Linking research and teaching by
involving all research institutes
at the university in educational
activities with the aim of strengthening
the transfer of the latest
scientific knowledge to students
and postgraduates
Strengthening active communication
and popularisation of
science and research as a crucial
part of academic and scientific work
across the academic community
through appropriate tools and
measures within the workplace
II. Internationalisa‑
tion
Use of the institute of extraordinary
professors for the
recruitment and employment of top
senior academics and researchers
from abroad
Strengthening use of creative
sabbaticals and supporting the
horizontal mobility of academics
and researchers between institu-
tions
Regular monitoring of scientific
outputs to identify new dynamic
topics and personalities with extremely
rapid growth in scientific
recognition, topics or personalities
with traditionally long­‑term
excellent scientific recognition
and the use of results monitoring
in the system of individualised
support and university strategies
Motivation and practical support
for the creation of interdisciplinary
and multidisciplinary
teams from the natural sciences,
informatics, social sciences and
humanities
Strengthening the technological
direction of the university’s creative
activities and identifying
opportunities for practical
application of scientific knowledge
Institutional anchoring of cooperation
with important partners,
such as the University Hospital
Brno, St. Anne’s University Hospital
including the ICRC, the Czech
Academy of Sciences, institutions
in the CEITEC consortium, etc.
Introducing support tools to
motivate researchers to choose
topics not only for basic but also
applied research
Expansion of targeted support
to attract excellent scientists
from abroad and development
of a system for their subsequent
integration in the environments of
the Czech Republic, Brno and the
university
Maximising use of the potential of
foreign academics and researchers
through their involvement in
teaching, university events, etc.
Implementing rules and motivational
tools to support the
publication of results in the
most influential international
journals according to Journal
Citation Reports rankings
and their equivalents in fields
under­‑represented in the international
Web of Science and Scopus
commercial databases
Creating grant strategies at the
level of faculties and other units
to obtain grants from international
schemes and strengthen involvement
in international consortia
(e.g. in Horizon Europe and
connected initiatives)
Increasing the application of
research results by developing
a related service for cooperation
with partners from the application
sector (i.e. industry, state administration,
local government, etc.) and
technology and knowledge transfer
support, Proof of Concept projects
and the establishment of spin­‑off
companies
Creating motivational tools
to increase the relevance of
research and the development of
cooperation with the application
sector, inter alia, in connection
with the priorities of the Innovation
Strategy of the Czech Republic
2019–2030 and the Regional
Innovation Strategy of the South
Moravian Region 2021–2027
Developing long­‑term cross­‑sector
cooperation and strengthening
close research cooperation with
industry, state administration and
local government
Creating opportunities (discussions,
workshops and seminars) for
the transfer of practical experience
of academic staff and students from
cooperation with the application
sector within the university, popularisation
of applied research,
concepts for start­‑ups and spin‑offs
and rewarding exceptional
cooperation with practice
III. Evaluation
of the Creative
Activities of
Constituent Parts
of the University,
Units and
Individuals
Introduction of internal formative
evaluation of research at the level
of faculties, university institutes
and individual research teams
Strengthening the importance of
internal research evaluation in
order to define binding strategic
decisions
Acquisition of independent
critical peer reviews when
assessing the quality of scientific
work as a part of the internal
evaluation system
Cooperation with the Masaryk
University International Scientific
Advisory Board and other
panels of experts in the evaluation
of research and reflection on the
obtained recommendations
32 33
2 2Research and Doctoral Studies Research and Doctoral Studies
Measures to Meet Strategic Goals
Development of tools to evaluate
the quality of work and performance
of academic and research
staff and continuing regular
evaluation of employees using
applicable internal procedures
Creation of bibliometric analyses
and consideration of knowledge
acquired in evaluations of faculties
and university institutes, in
searching for opportunities
for cooperation, in evaluating
the performance of individual
workplaces, etc.
Ensuring the interconnection of
requirements for applicants in
habilitation and professor appointment
procedures with a multi‑criteria
bibliometric analysis of
their publication activities
Support for the registration of
scientific results in local bibliographic
databases in order to provide
data for relevant analysis of the
scientific performance of the
university across all disciplines,
taking into account field­‑specific
types of results and multilingu-
alism
Maintaining the favourable
position of the university on the
Roadmap of the Czech Republic
of large infrastructures for
research, experimental development
and innovation
Support for large research
infrastructure projects in their
integration into the European
Roadmap for Research Infra-
structures
VI. Doctoral Studies
Admissions procedure for
doctoral studies
Active communication with
doctoral studies applicants in
order to present possible career
paths (professional v. academic)
and the requirements for creative
activity and teaching that will be
placed on them during studies
Setting up an admissions procedure
verifying the motivation
of applicants for a given topic to
strengthen the selection of talented
and motivated applicants with the
potential to complete the studies
(e.g. setting an obligation to prepare
an essay on a given topic, designing
a project for a research goal, etc.)
Implementation of international
selection procedures for doctoral
studies and the corresponding
advertising of recruitment activities
with the aim of also attracting
promising foreign students
IV. R&D Financing
System, Obtaining
Grants and Internal
Grant Schemes
Introducing a motivational
system of funding science and
research at the university in
accordance with the internal
definition of high­‑quality science
and the principles of responsible
research evaluation following
internationally­‑recognised
principles respecting the field
focus of workplaces and reflecting
the results of national evaluation
according to Methodology 2017+
Internal discussion on the economic
context of creative activity
and practical financial implications
for university­‑wide and faculty
budgets
Strengthening the link between
quality of scientific activity and
funding of science in the budget
strategies of individual constituent
parts and units of the university
Strengthening grant success rates
in units and constituent parts
with below­‑average scientific
performance through a clear grant
strategy and specific follow­‑up
support
Identification of staff and research
teams with the potential for
scientific excellence and ensuring
their maximum individualised
support in obtaining grants and
related infrastructure
Admission of applicants for doctoral
studies in favour of a narrower
selection of high­‑quality and
promising students (optimising
the number of admissions according
to the specifics of individual
fields) and regulation of the number
of doctoral students per supervisor
Prevention of student dropout
Monitoring the success of doctoral
students in various phases of study,
analysing the causes of dropping
out and subsequent work with the
results within doctoral boards and
faculty management
Systematic work with doctoral
boards at individual faculties
to strengthen their active role
harmonising the management
of doctoral studies, providing
feedback to students, working with
supervisors and other aspects
Revision of procedures for
planning the course of doctoral
studies and introduction of
a system of regular verification of
the fulfilment of doctoral students’
individual study plans’ objectives
where not already standard
The introduction of motivational
tools for doctoral students
and supervisors to strengthen
graduation rates within the
standard duration of study
Revision of teaching duties of
doctoral students with the aim
of focusing students’ activities
related to research on the
doctoral thesis topic
Revision of internal grant
schemes (e.g. Grant Agency of
Masaryk University) with an
emphasis on obtaining international
grants (ERC and others), to
support interdisciplinary and
multidisciplinary topics and
young researchers
Creation of financial instruments
to compensate for fluctuations
in research teams following the
termination of highly prestigious
grants (e.g. ERC)
Creating tools that will enable
the transfer of knowledge and
experience from successful
applicants for prestigious grants to
other academic and research staff
and doctoral students
V. Research
Centres and
Infrastructures
Creating and implementing an
investment strategy for the
renewal and development of
research infrastructure
Care for the established research
centres and core facilities and
support for their synergies with
other constituent parts and units of
the university
Increasing the number of core
facilities and ensuring transparent
access to such research
infrastructures for internal and
external users
Standardisation of requirements
for supervisors defining the
extent of responsibilities when
leading doctoral students and
providing methodological support
to supervisors, e.g. in the form of
seminars and workshops
Evaluation of the quality of
supervisors’ work by monitoring
completion rates for doctoral
studies, the average duration of
study, the quality of research
results, the employment of doctoral
students after graduation and the
projection of selected parameters
into qualification procedures
Introduction of mentoring as
another means of providing
feedback to doctoral students in
the relevant fields
Doctoral studies conception
Implementation of doctoral
studies standards across degree
programmes with respect to field
specifics
Revision of field­‑specific requirements
for doctoral theses and
publication results and definition
of recommendations and principles
for publication activities of doctoral
students
Support and guidance for doctoral
students’ publishing research
results in prestigious sources
(journals and publishers) in
accordance with the given discipli-
ne’s quality requirements
34 35
2 2Research and Doctoral Studies Research and Doctoral Studies
Revision of the credit system in
doctoral studies
Development of the concept of
doctoral schools in MUNI PhD Academia
in the form of university‑wide
and faculty activities with
the aim of providing common
elements of studies (e.g. education
in transferable skills, seminars for
knowledge sharing, courses with
foreign researchers, etc.)
Strengthening international ties
in the preparation of doctoral
students and the use of the
principles of cotutelles of doctoral
theses in international cooperation
Support for the implementation
of national and international
collaborative doctorates
Strengthening the interdisciplinarity
of doctoral studies
by offering courses from other
scientific disciplines, involving
students in interdisciplinary
projects, etc.
Development of information
literacy of doctoral students
to increase the quality of their
scientific results
Involving doctoral students in
the popularisation of science and
research and providing appropriate
support by strengthening their
communication and other skills
Socioeconomic status of
doctoral students
Setting the motivational amount
of financial remuneration
with clear qualitative criteria
for ongoing success in study and
related publishing and teaching
activities
Creating scholarship programmes
to reward excellent results in
doctoral studies
Extension of support for scientific
projects of doctoral students in
the form of internal grant competitions
and involvement in research
grants of external providers
Ensuring adequate facilities for
doctoral students as new researchers
within workplaces
International mobility,
internships and careers of
doctoral students
Making requirements for
international mobility of doctoral
students more concrete
Motivation of doctoral students for
stays abroad, even for more than
one month
Support for internships
for doctoral students in the
application sector (industry, state
administration, etc.) and research
institutions
Providing support for reconciling
doctoral studies and beginning
careers with family life
Providing career counselling for
the best possible employment of
graduate doctoral students in the
academic sphere and in professional
positions outside it
Motivation of doctoral graduates to
continue their careers in postdoctoral
positions abroad as much as
possible
Career mapping of successful
doctoral graduates and maintaining
active contact with them
36 37
2 2Research and Doctoral Studies Research and Doctoral Studies
Internal Culture and
Social Contribution
Activities3
Strategic Goals
3.1 	 Create a coordinated university policy for fulfilment of its social
role and to incorporate it into the evaluation of quality at the
level of the university, faculties and units as a desirable mission
together with education and research
3.2 	 Act as a credible and strategic partner which, with its broad
portfolio of professional, independent expertise and ability to
clearly reach the whole of society, actively contributes to solving
local and global challenges, raises new issues and cultivates
public discussion
3.3 	 Support altruistic initiatives initiated by students and staff
aimed at the public through an open environment to help those
in need, by developing association activities and by volunteering
3.4 	 Act as a centre of social, cultural and sports life for students,
staff and the public and to create platforms and opportunities for
meetings and knowledge dissemination
3.5 	 Strengthen the esprit de corps of the university’s students,
staff and graduates and create a university community sharing
common values as a basic prerequisite for fulfilling all university
roles
40 41
3 3Internal Culture and Social Contribution Activities Internal Culture and Social Contribution Activities
Key Results and Indicators
3.1	1	Implemented evaluation of the university’s social role as part
of quality assurance
	2	An established process of selection of priority topics arising
from social needs and their solution in cooperation of the
university’s constituent parts
	3	A working tool for mapping the fulfilment of the social role of
the university by individual students, employees and units
3.2	1	An overview of implemented activities within the fulfilment
of social roles, social responsibility (CSR) and Sustainable
Development Goals (SDGs) published on www.muni.cz/en
	2	Number of statements of university experts on issues being
addressed in society in the relevant media and in public debate
(growing trend)
3.3	1	Creation of a fund to support the implementation of projects
of students and employees with a socially beneficial impact
and the volume of allocated and drawn funds
	2	Institutionalised volunteering in the university structure and
an overview of its activities
3.4	1	Establishment of a university Centre for Culture,
Art and Events
	2	Overview and attendance of social, cultural and sports events
organised for the university and the general public
3.5	1	Establishment of internal evaluation of employees taking into
account fulfilment of the university’s social role within the
work portfolio
	2	Awards and other rewards for socially responsible
initiatives of students and staff
	3	Indicators of satisfaction and esprit de corps of students,
graduates and staff resulting from university surveys
I. Conceptions
and Systematic
Measures in
Fulfilling the Social
Role
Creation of a conception for and
gradual introduction of evaluation
of the fulfilment of the social role
at the level of the university and its
constituent parts
Setting thematic priorities, in
relation to social need, with the aim
of strengthening the impact of
implemented projects on society
(e.g. thematic year / thematic
semester for the involvement of
several faculties in coordinated
activities, etc.)
Creating a strategy for the
university’s contribution to the
fulfilment of the Sustainable
Development Goals (SDGs), including
a method of monitoring its
implementation across university
activities, in connection with the
Strategic Framework of the Czech
Republic 2030
Participation in resolving strategic
issues of the statutory city
of Brno and the South Moravian
Region (social, environmental,
economic, etc.)
Cooperation with industry
and companies, educational
institutions, providers of health
and social services, non­‑profit and
non­‑governmental organisations,
professional associations, public
administration, state administration,
etc. on specific projects and
entering into new partnerships
Strengthening awareness, within
the university and towards the
public, of the range of activities
undertaken for society and their
effects (e.g. by creating a separate
section of the university website,
publishing an annual summary of
fulfilment of the university’s social
role, etc.)
Acting in a regional, national and
international environment as
a standard setter in inclusive
policy (in the field of education of
people with disabilities or special
needs, those at risk of social
exclusion or with other disadvantages,
etc.)
Cultivation of public discussion
by developing media activities
through social networks, the
university’s own portal em.muni.
cz, MU experts’ appearances in the
media, etc.
Strengthening coordination
of activities aimed at various
target groups across the university
with the aim of streamlining
communication and the overall
impact of implemented activities
(e.g. by creating thematic working
groups, and monitoring planned
activities for a given year and their
greater synchronisation across
components)
Incorporating feedback on the
fulfilment of the social role into
relevant student, graduate and
employee surveys
Creating a fund managing finances
for socially­‑beneficial activities
and setting rules to support specific
projects initiated by students and
staff
Support for volunteering and
its development within university
associations or initiatives at
individual faculties and other units
and its institutionalisation
Strengthening the cooperation
of university units (Masaryk
University Press, Mendel Museum,
MU Archive, University Centre
Telč, University Cinema Scala
and others) in fulfilling the
university’s cultural role and
in cultivating the internal and
external environment
Creation and implementation
of media training for doctoral
students, new academics and
researchers, staff in leadership
positions, etc. in order to develop
their competencies and strengthen
motivation for media appearances
Evaluation of the media image of
Masaryk University compared to
institutions of a similar type
Support for the implementation
of activities and initiatives
expanding knowledge and
skills contributing to personal
development of the individual
and society (e.g. IT skills, financial
and legal literacy, personal health
care and prevention, etc.)
Carrying out a wide range of
educational, awareness­‑raising,
counselling and beneficial
activities to various target
groups needing such help (those
disadvantaged in any way, physically
and mentally handicapped,
socially excluded, sick, elderly, etc.)
Building a professional identity
according to the focus of a given
part of the university by
participating in the activities of
professional and interest chambers
and organisations strengthening
the dissemination of good practice
in a given scientific field and the
transfer of knowledge to social
life
Building a Masaryk University
cultural and social centre,
including finding suitable premises,
and strengthening meetings
between students, staff, graduates
and the general public on various
occasions
Creating a platform to present
a comprehensive range of cultural
and educational activities for the
general public
Institutionalisation of cooperation
with key actors of the region
in priority topics (South Moravian
Region, statutory city of Brno,
South Moravian Innovation Centre,
key employers, major non­‑profit
organisations, providers of health
and social services, schools, sports
and cultural organisations, etc.)
II. The Impact of
the Social Role of
the University
Active participation in the
creation of policies, strategies
and legislation at regional,
national and international levels,
especially in key areas reflecting
the expertise of MU
Implementation of initiatives
and activities with the aim of
the informal dissemination of
knowledge in the form of online
open teaching courses, public
debates, popularisation of scientific
results, exhibitions, etc.
Development of the universi­
ty’s publishing activities to
various target groups through the
publication of professional titles
and scientific­‑popularisation titles
Creating subject collections in
libraries with the aim of preserving
the historical development
of scientific knowledge
Sharing of cultural heritage
administered by the university,
especially the library fund,
archives, collections, etc., in digital
form to strengthen the cultural
role of the university and the
dissemination of knowledge to the
public
Organising a portfolio of events for
the public and academia to develop
social, cultural and sporting life
in the city and in the region
42 43
3 3Internal Culture and Social Contribution Activities Internal Culture and Social Contribution Activities
Measures to Meet Strategic Goals
III. Motivation
of Students and
Employees to Fulfil
the Social Role of
the University
Raising awareness of the
university‘s social role, social
responsibility (CSR) and Sustainable
Development Goals (SDGs),
of implemented and potential
activities in these areas, global
and national trends, across the
university (e.g. separate sections on
the website, seminars and internal
conferences)
Inclusion of social responsibility
issues and sustainable development
in the university curriculum
in the form of variously
focused courses, including the
shared university core
Rewarding socially­‑beneficial
activities of academic, research
and non­‑academic staff as part of
their professional portfolio
Support for socially­‑beneficial
student projects and motivation
to undertake these activities, such
as a symbolic number of credits
within specified subjects
Motivation of employees to fulfil
the university’s social role
through various measures (e.g.
organisation of charity days, etc.)
Support for activities and provision
of facilities to university associations
and various initiatives
IV. Strengthening
the Esprit de
Corps and Building
a University
Community
Appreciation (in various ways)
of quality work by students,
graduates and staff to strengthen
a culture based on mutual recog-
nition
Strengthening communication
within the internal environment
of the university with the use of
current communication options
in the online environment and
through print media to various
internal target groups
Development of intercultural
communication and integration
of foreign staff and students into
university life
Building an alumni network and
caring for relationships with
graduates by informing them
about news at the university,
offering interesting services and
creating opportunities for their involvement
in the activities and life
of the university (e.g. involvement
in internal quality assessment,
thematic working groups in solving
various conceptual issues, etc.)
Bringing the university work
environment closer to families
of employees, especially children,
through specially prepared events
(e.g. excursions to workplaces,
Children’s Day, etc.)
Introduction of open days of
individual constituent parts of the
university and their workplaces
and other similar events intended
for the internal public
Implementation of cultural, social,
sports and leisure programmes
for students and employees and
creating other opportunities for
informal meetings of employees
and students
Provision of information and
counselling and other services for
students, graduates and employees
(careers counselling, specialised
services and advice for people with
special needs or disadvantages,
services for parents who are
students and employees, etc.)
44 45
3 3Internal Culture and Social Contribution Activities Internal Culture and Social Contribution Activities
HR Management and
Staff Development4
Strategic Goals
4.1	 To be a prestigious employer with a shared internal culture and
an open HR policy at the level of leading European universities
with appropriate processes and HR tools
4.2	 Create a motivating environment by rewarding high­‑quality
and exceptional work results, providing equal opportunities
and conditions for individual development and career growth
of employees, as well as supporting a work­‑life balance
48 49
4 4HR Management and Staff Development HR Management and Staff Development
Key Results and Indicators
4.1	1	An established system of positions of associate professors and
professors according to selected foreign practice
	2	A specified maximum possible length of term of office
for managers of academic and research institutes
	3	Number of foreign academic, research and non­‑academic
staff at MU (growing trend)
	4	Proportion of academic, research and non­‑academic staff with
work experience also outside MU, especially acquired abroad
(growing trend)
4.2	1	Acquired HR Award for all the university faculties and institutes
	2	A fully implemented of internal employee evaluation systems
in connection with other types of evaluation at the university
	3	Rate of use of tools to support the reconciliation of work and
personal life in individual constituent parts of the university
(growing trend)
I. Human
Resources
Management
Determination of the maximum
possible length of term of office
for managers of academic and
research institutes (e.g. heads of
departments and institutes) and
corresponding amendment of the
MU Regulations on Competitive
Selection Procedures
Setting rules, following
university­‑wide discussion, on the
incompatibility and cumulation
of leading positions within the
university
Setting rules, following university‑wide
discussion, for the parallel
work of academics and researchers
at several institutions
Building a system of positions of
associate professors and professors
according to foreign models
with internationally comparable
conditions
Implementation of measures to
prevent academic ‘inbreeding’,
particularly by filling positions
of academics and researchers
on the basis of open competition
advertised internationally and
the application of the criterion of
non­‑university work engagement
Setting up an adaptation process
for academic and non­‑academic
staff entering new positions
(supervisor, head of department,
etc.) with the aim of accelerating
their incorporation regarding the
new job description and responsi-
bilities
Introduction of tools to prevent
unwanted behaviour (e.g.
bullying, discrimination, sexual
harassment, etc.) as well as to help
if possible
Application of existing tools
supporting part­‑time involvement,
and subsequently full
return, of those caring for children
or loved ones to working life
within individual constituent parts
and their units – part­‑time work
(and other forms of employment),
flexible working hours, home office
(incl. use of IT tools for online
participation in meetings, remote
access to data, etc.), job sharing
Support for the children’s groups
or nursery schools within individual
(or multiple) constituent parts of
the university
Implementation of specialised
programmes and headhunting
focused on acquiring exceptional
employees
Implementation of support tools to
ensure continuous generational
turnover of middle management
and motivation to educate their
successors
Creation and implementation of
a conception setting out procedures
and criteria in the employment
of staff in postdoctoral positions
(recruitment, conditions, care for
these staff, etc.)
Revision of qualification requirements
and criteria for habilitation
and professor appointment
procedures
Implementation of programmes
to support career development
for academic staff (aimed at
habilitation or appointment as
a professor within the various parts
of the university), research and
non­‑academic staff
Strengthening awareness of
ethics in work and the conduct of
all employees as part of personal
integrity, as well as information
and methodological measures in
this area, including legal services
Development of HR marketing
with the aim of strengthening
Masaryk University’s brand as
a prestigious employer
III. Systematic
Development
and Training of
Employees
Expansion of the education offer
of the Pedagogical Competence
Development Centre of MU in
the form and content of courses
provided according to functioning
and transferable foreign practice
and depending on the needs of
individual target groups
Creating a comprehensive offer of
employee training and development
in personal and managerial
competencies, as well as those for
the effective use of IT technologies,
foreign languages, etc.
II. HR Award,
Acquiring and
Retaining High­
‑Performing
and Exceptional
Employees and
Employee Care
Preparation and implementation
of related processes, completing
evaluation, obtaining and
maintaining the HR Excellence
in Research Award by individual
constituent parts of the university
Modernisation and implementation
of individual evaluations of academic,
research and non­‑academic
staff, including harmonisation
with other evaluation types at the
university
Mapping the needs of employees
at all functional levels and setting
requirements specifying the
criteria for their career growth
and further development
Defining criteria and creating
a system for identifying talent
among university employees
with the aim of their further
development and preparation for
future leadership or professional
positions
Support for specific target groups
of employees in the area of further
development and acquisition
of key competencies in order to
increase the efficiency and quality
of their work (e.g. new academic
and research staff, academic,
research and non­‑academic staff
in management positions, staff in
various non­‑academic positions,
etc.)
Motivation and support of academic
and non­‑academic staff to gain
experience abroad in the form
of internships, work placements,
blended mobility, etc.
50 51
4 4HR Management and Staff Development HR Management and Staff Development
Measures to Meet Strategic Goals
Information Systems
and IT Support5
Strategic Goals
5.1	 Fulfil the role of academic leader in the computerisation of
processes at public universities, in the development of their own
information systems and in the level of IT infrastructure
5.2	 Strengthen the competencies and position of the university as
a strategic partner in cybersecurity and actively participate in
the development of an information society
5.3	 Strengthen the efficiency and flexibility of the
university’s operation in all areas through IT support, electronic
processes and services to users according to their current needs
and become, as far as possible, a paperless institution
54 55
5 5Information Systems and IT Support Information Systems and IT Support
Key Results and Indicators
5.1	1	Implemented unified enterprise architecture as a new means
of managing and developing information systems and MU IT
services
	2	Areas of university strategic management with full data­‑based
decision support
	3	Comprehensive digital services provision through the MU
Information System
5.2	1	The level of security and the ability of IT MU to process classified
information, special categories of personal data and other
data with special protection
	2	Extent of digital content available to students, employees,
graduates and the public through IT MU (growing trend)
5.3	1	Overview of fully digitised agendas within the university
	2	Overview of electronic tools for communication with
applicants to study, graduates, partners, for internal
communication and for online commercial activities
	3	Overview of electronic tools for synchronous and
asynchronous teaching
I. Information
Systems and
Communication
Building a unified enterprise
architecture of IT MU (including
effective assignment, evaluation
and coordination of requirements
for the creation and modification
of information systems according
to user needs, interoperability of
individual components of IT MU,
unified management of access
rights, unified registration of
licenses, etc.)
Further development of the MU
Information System (IS MU),
information systems for the
administration and operation
of IT MU, learning management
systems and tools to support
synchronous and asynchronous
teaching and study administration
in all study modes
Implementation of advanced
technologies, including those
based on artificial intelligence
(AI), to extract data from
university information systems for
decision­‑making processes at all
levels of management
Generational change in the univer-
sity’s economic and management
information system to reflect
current technological trends and
user needs
Coordinated development of
tools for fully electronic legal
proceedings, and the development
and implementation of tools for
electronic controls
III. Information
Sources, Data for
Decision Support
and Scientific Data
Optimisation of the portfolio of
electronic information resources,
especially key scientific and
professional resources with
online access, and continuing
to operate within the National
Centre for Electronic Information
Resources
Strengthening the role of MU libraries
in the field of information
support of science and research
aiming to build closer contact with
the academic community in the
field of registration of publication
results and the informational‑educational
support of publication
activities
Providing support for the comprehensive
and effective use of
electronic information resources
with remote access in research and
teaching
Ensuring access to data for various
users and individual levels of
decision­‑making in an accessible
form with appropriate software
support
Modernisation of the approach
to selling products and services
offered by the university through
user­‑friendly platforms, including
mobile applications
Implementation of a new generation
of the university library system
and continuing the computerisation
of libraries, digitisation of collections
and implementation of tools
for further use of digitised cultural
heritage managed by MU in the
sense of Directive (EU) 2019/1024
Implementation of a CRM system
(Customer Relationship Management)
for effective communication
with study applicants, graduates
and MU partners
Strengthening the university
environment’s international
character by continuing to
translate key applications in the
university’s information systems
into English (or other languages)
Revising existing internal
communication platforms and
determining further strategies
for their development across the
university
Coordinated development of MU
IT functionalities for the requirements
of crisis operation and
management
Creation and implementation of
a university strategy for wider
use of Open Access and Open Data
IV. Cybersecurity,
IT Infrastructure
and Data
Protection
Completion of the Masaryk
University CYBER CAMPUS CZ
Strengthening the competencies of
the CSIRT­‑MU team and developing
its national and international
contacts
Development of organisational and
technical measures to ensure the
security of IT MU
Strengthening cooperation with
the National Cyber and Information
Security Agency, the National
Agency for Communication and
Information Technologies and other
national and international bodies
and organisations in the field of
cybersecurity and cyber defence
Ensuring a competitive data
and computing infrastructure
(including setting up a mechanism
for its coordinated demand) for demanding
scientific applications
(e.g. research into biotechnology,
medicine, advanced materials, etc.)
Development of tools for the
long­‑term preservation of digital
data (LTP)
II. Digitalisation
of Processes and
Agendas
Continuation of full electronic
processes in accordance with
the requirements of legal and
internal regulations in all relevant
agendas, including economic and
HR administration, administration
of receivables and payables, legal
proceedings, etc.
IT support for transforming the
file service into a fully electronic
form
Development of tools for recording
scientific outputs and evaluating
scientific performance
Development of systems for
checking originality and implementation
of new algorithms for
similarity searches
Implementation of Single Digital
Gateway principles according to
Regulation (EU) 2018/1724 and the
right to digital service in the sense
of Act No. 12/2020 Coll. into IT tools
for communication with applicants,
students, staff and the public
Preparation and implementation
of the necessary processes for the
Erasmus Without Paper initiative
Active participation in developing
the national e­‑infrastructure
(e­‑INFRA CZ) for science,
research and education, and active
involvement in building the EOSC
(European Open Science Cloud) and
European Open Science / Open
Data platforms
Building data and computing
infrastructure for the development,
simulation and testing of
autonomous systems based on
artificial intelligence (AI)
Providing infrastructure capacity
and support services to strengthen
online learning and the use of
other online tools for negotiation,
information sharing and cross‑agenda
cooperation
Further development of systemic
measures and rules for personal
data protection
Development of tools and procedures
for working with sensitive
data and special categories of
personal data (especially medical
records)
Building and operating infrastructure
for processing classified
information for the purpose of
implementing security projects and
cooperating with security forces
56 57
5 5Information Systems and IT Support Information Systems and IT Support
Measures to Meet Strategic Goals
Institution
Management and
Infrastructure6
Strategic Goals
6.1	 Strengthen strategic management and ensure the
economic stability of the university through responsible
management, with an emphasis on funding clear priorities
in education and research as well as the creation of reserves,
through a performance­‑oriented budget linked to the
university’s strategic goals
6.2	 Sustainably and responsibly manage the renewal, development
and construction of the university infrastructure as well as the
acquisition of related technologies and equipment to ensure
adequate functional facilities for excellent research and quality
teaching as well as a pleasant environment for students and staff
6.3	 In accordance with the principles of sustainable development,
manage energy resources, water and waste and strengthen
informed management enabling the efficient use of the built
premises as well as property management
6.1	1	Adjusted budget rules depending on selected qualitative
parameters, reflecting current numbers of students at faculties
and the motivational system of research funding
	2	Higher success of the university in the competition for
institutional education and research funding due to growth
in qualitative budget indicators of the Ministry of Education,
Youth and Sports
	3	Creating university financial reserves, in connection with
the set rules for their creation, covering the requirements for
co­‑financing of strategic development activities
6.2	1	Use of certified procedures in accordance with
environmental responsibility in the implementation of new
construction, reconstruction and repairs to buildings
	2	Implementing a responsible public procurement strategy
	3	Proportion of green areas on university campuses
(growing trend)
6.3	1	Implemented strategies for energy, water and waste
management and their measurable effects
	2	Share of SMART buildings, monitored and managed by
IT systems, within the university (growing trend)
	3	Establishing a training system for employees and students for the
efficient and environmentally­‑responsible operation of the
university
60 61
6 6Institution Management and Infrastructure Institution Management and Infrastructure
Key Results and Indicators
I. University Budget
and Management
Analysing the performance and
quality of university activities,
international benchmarking,
prediction of the development of
key indicators, evaluation of the
impact of national policies and
trends in society in order to support
strategic management
Raising awareness of budgeting
methodology to improve the
informedness of the academic
community and strengthen the
motivation to achieve better results
in budgetary quality indicators
Adjustment of the internal
distribution of contributions
to educational activities
reflecting the number of students,
the economic intensity of degree
programmes and quality indicators
in education and research
Modification of institutional support
for the long­‑term conceptual development
of a research organisation
by introducing a motivational and
performance system for funding
science and research with the
support of internal grant schemes
Creation and implementation
of an investment strategy for
infrastructure renewal and
development
Completion of the necessary infrastructure
background facilities
for teaching and research at the
Faculty of Education
Reconstruction of attic spaces in
the building on Comenius Square
for educational purposes
Reconstruction of attic spaces
connected with construction in the
premises of the Faculty of Science
on Kotlářská Street
Reconstruction of a building on
Tvrdého Street for educational and
cultural activities
Renovation of the Faculty of
Sports Studies premises on
Veslařská Street
Optimisation of the scope and
quality of services provided by the
MU Accommodation and Catering
Services to achieve the expected
standard
Implementation of the MU Accommodation
and Catering Services
investment strategy
Completion of the necessary
barrier­‑free access to university
buildings, including appropriate
internal modifications
Reconstruction of existing MU
buildings in accordance with
current needs and finances while
preserving their historical and
cultural value
Seeking and acquiring suitable
real estate in accordance with
long­‑term development needs and
funding opportunities
Integration of the MU Faculty of
Pharmacy into the economic
structure of the university and
support for its economic self­
‑sufficiency
Optimisation of university funds
management for strategic and
development needs while maintaining
sufficient reserves
II. Operation of the
University Accor‑
ding to Sustainable
Development
Principles
Creation and implementation of
a responsible public procurement
strategy taking into account economic,
environmental and social
concerns, including the application
of qualitative criteria
Creation and implementation of
strategies for energy, water and
waste management
Implementation of systemic
measures to reduce the volume of
non­‑recyclable waste produced,
to increase the share renewable
energy sources used, for saving
water, the use of rainwater and
the use of grey water
IV. Development of
University Campus
Bohunice
Location of the Faculty of
Pharmacy in the new University
Campus Bohunice (UCB) buildings
and in the existing premises
Construction investment
within a strategic development
project focused on innovation for
a healthy and secure society
Completion of a multi­‑purpose
open athletics centre and a hall
for indoor sports at the Faculty of
Sports Studies
Installation of a movement
laboratory and diagnostic centre
at the Faculty of Sports Studies
Relocation and construction of
a building for the archives and
arts disciplines in the UCB complex
Construction of a student and
catering centre in the UCB
Completion of research and
educational capacities in the UCB
by extension and completion of
existing pavilions, especially in the
northern part of the complex
Construction of a science park for
applied research
Construction of a congress centre
in the existing premises of the UCB
Replacement of heating and
cooling technology in the UCB
buildings
Producing clear principles
of efficient and responsible
management of energy and water
and motivation of students and
employees to comply with them
Reducing the energy intensity of
buildings and modernising related
technological equipment
Cultivation of the university
environment by increasing the
proportion of green areas and
increasing the availability of clean
transport
Monitoring the university’s carbon
and overall environmental
footprints and taking measures to
reduce them
III. Investments in
the Development
of Faculties and
Related Facilities
Reconstruction and completion
of the Botanická complex for the
Faculty of Informatics
Location of the Institute of
Computer Science in the universi-
ty’s own building
Development of the external
environment of the university
campus and integration of green
areas for active use in the existing
campus
V. Information and
Control Systems of
Buildings, Facility
Management
Streamlining the construction of
new university buildings using
the Concept of Implementing the
BIM Method (Building Information
Modelling) in the Czech Republic
Using data from BIM to optimise
the operation of buildings and
technologies
Implementation and development
of the MU BMS (Building
Management System) and related
methodologies within capital
construction and repairs to
university buildings
Streamlining the operation of
university buildings by integrating
data from BIM with the BMS
Expansion and optimisation of
CAFM (Computer Aided Facility
Management) for the efficient
operation of university buildings,
including space management
Implementation of active infrastructure
energy management to
strengthen its efficient use
62 63
6 6Institution Management and Infrastructure Institution Management and Infrastructure
Measures to Meet Strategic Goals
Masaryk University Strategic Plan 2021–2028
Published by Masaryk University, Žerotínovo nám. 617/9, 601 77 Brno
Editor-in-chief: Šárka Řehořová
Editor: Ivana Staveník, Martina Vidová
Production: Pavla Hudcová
Graphic design and DTP: Milan Katovský, Pavel Kotrla
Translation: Simon Hooper and Lenka Bělková
Photography: Martin Indruch, Jitka Janů, David Konečný,
Martin Kopáček, Ludmila Korešová, Aleš Ležatka
1 st edition, 2021
Print run: 80
Print: Tiskárna Didot spol. s r. o., Trnkova 119, 628 00 Brno
ISBN 978-80-210-9862-6
www.muni.cz/en
MASARYK
UNIVERSITY