Link with the Strategic Plan
The management of the university is inclusive and value-based. Management decisions at every level direct the development of the university towards high quality teaching, learning and research.
The university community is tight-knit, family friendly and fosters comprehensive self-fulfilment of its members while appreciating diversity as the basis for academic freedom of thought and as the driving force for ground-breaking research and innovation.
Developing a coherent organization and open internal climate: it increases cooperation and competitiveness and the quality of management through a clear management model and better communication between different units and levels of management.
- Harmonisation of different internal and external monitoring systems, which saves resources from double reporting (integration of accreditation follow-up activities with the operational programme, integration of top risk management activities with the operational programme, integration of external evaluation requirements with the internal monitoring system, interoperable HTS (Administrative unit) services), once only and seamless governance.
- The increased internal cooperation capacity and competencies of the learning and involved university community increase the competitiveness of the university as a whole (capacity for intersectoral cooperation, increased satisfaction with management).
- Risk management and awareness by owners and different levels of management help to see new opportunities and solutions in risk management.
- The well-functioning internal cooperation capacity of the university community increases the strategic competitiveness of the university as a whole to play a greater role in serving society and contributing to the economy as an opinion leader and leader.
Results and deadlines
|1. IA (Institutional accreditation)'s follow-up activities are integrated with the activities of the AK (Development plan) RAK (Implementation Plan) and operate in synchronism with annual monitoring for at least two years.||The IA follow-up plan submitted to EKKA at the end of 2022.|
|2. New engagement and communication formats have been described and launched (the Marketing and Communications Office has become the “caretaker” of the new formats and the pre- and post-communication coordinator):|
|2.1. Campaigns (brainstorming sessions, inspiration campaigns that apply best practice sharing and brainstorming techniques to involve a wider membership in management decisions on strategic issues.||Starting from autumn 2022|
|2.2. Launching the format of regular monthly Coffee Mornings (where the topics discussed in the Rectorate are distributed to the members "straight from the source"; each time there is also one free topic from the "hall").||Autumn 2022|
|2.3. Launching a regular Strategy Club where topics come from steer discussions. The aim of the project is to empower the leading role of the university in key topics.||Autumn 2022|
|3. To validate the topics of Coffee Mornings and Strategy Evenings, the Rector/Strategy Office will convene a meeting of representatives of key networks. As a result of the discussions, a yearly calendar of topics will be compiled.|
|4. The risks of the university's strategic and structural units have been assessed using the same methodology (risk matrix of top-10 risks), which is regularly updated and monitored.|
|5. The organisation recognizes the idea and solution that will help make the organisation more efficient and effective (to reduce administrative burdens, reduce duplication, reduce manual work, and increase synergies (OOP, one-entry, seamless) - a statute and award will be developed, (e.g. training trip for the team) if needed.||Starting from 2023|
|6. Creating a network and opportunities for the involvement of international university community members (call for and implementation of solutions).||2023|