Charles University Long-term Plan 2011-2015 ****************************************************************************************** * ****************************************************************************************** • Discussed at the Charles University Research Board on January 13, 2011 • Discussed at the Charles University Administrative Council on January 27, 2011 • Approved by the Charles University Academic Senate on January 21, 2011 Vision For Charles University to be an internationall for it to be appealing and welcoming f offer modern facili and present itself as a self-co *========================================================================================= * Preamble *========================================================================================= Charles University adopted its current long-term plan in 2004. A thorough and complex eval state of fulfillment of this plan, and changes in external conditions have led the Univers adopt a new long-term plan, which will better reflect thepresent situation. It will stipul goals and formulate the mission of Charles University. Charles University embraces its historic mission, endorsing the words of the founding char by Charles IV – i.e. to elevate education in the country and offer its citizens the best p education, so that they do not need to seek it in foreign lands, because this University w from foreigners themselves. In the context of this historic mission, the University also identifies with the Humboldt of research and education, autonomy and freedom of research and teaching. In a similar fas be open not only to gifted students, quality teachers and scientists from home or abroad, a whole. These principles still ring true today and do not conflict with the needs of pres as is sometimes contended. The University’s main contribution is through cultivating under in the preservation, expansion and the inter-generational transmission of knowledge. Charl with regard to the inherent commitment given by its strong historical image, and also with current standing in science and research in the Czech Republic and the world, must set its of goals, i.e. to achieve the top European and global reputations enjoyed by some of its c higher number of fields than hitherto. Charles University must face up to current contradictory pressuress: the growing need to s competition, but also the need to withstand the erosion of its humanistic foundations and becoming transformed into a mere business selling knowledge and education; massification, the quality of degrees and also causes a shortage of time for research; decreasing willing public funding for university education, with the heightened risk of universities becoming dependent upon private interests, political pressures, etc. Another significant change in our internal environment, this time in our educational activ presented by the concept of lifelong learning, which will be an opportunity and a challeng of new study offers and forms. This sort of development is associated with ensuring greate and mutual permeability of study programmes on the one hand, and to greater diversificatio programmes offered on the other hand. In the future, the importance of this entire process emphasized by demographic decline, and there will be a need for more intensive initiation learning programmes orientated to continuing professional development. For work of excellence to be performed, Charles University requires a stable and predictab which recognizes that various types of universities possess various missions and take on d roles. They must therefore be provided with varied conditions for their activity. The Univ "simplistic", purely economically motivated solutions to the above-mentioned issues, dilem procedures. In its long-term plan, it wishes to support the original values of the Humbold model and employ them in such a way that they become an inseparable component of dynamic d which of course a number of market influences have to be taken into account. As a result, and on the basis of recent experience, Charles University feels a responsibil involved in the the preparation of tertiary education reform in the Czech Republic, especi university sector. It supports changes that enable higher education institutions, includin to raise quality in the activities they perform. As is already its established policy, it actively support academic freedom and university self-government, and to increase universi to society. Along with objective evaluation of quality, Charles University plans to promot promoting the principle that financial resources will be applied in a continual predictabl facilitating the development of superior research universities in the Czech Republic. The University will take an active part in the creation of a legitimate long-term strategy science and research, on which the key institutions that participate in education and scie The University is aware of its responsibility in the professional fields connected to clin It therefore intends to further actively endorse legislative changes that will facilitate of high-quality education to the fullest extent and maintain favourable conditions for the research in medical-related occupations. The University intends to continue offering its expertise and professional background in t political and legislative norms not limited to the fields already mentioned. Pressures on institutional diversification together with new methods of financing educatio search for a favourable management model and funding for science and research, as well as responsibility to maintain quality in specific and unique disciplines could all consequent unacceptable differences in the conditions for the development of different departments an An important task in overcoming the challenges presented is therefore that of strengthenin cooperation and cohesion. Charles University, which educates more than fifty-thousand stud faculties, wishes to make a a conscious effort to attain synergy while respecting the uniq individual disciplines, to exploit the opportunities for inter-departmental cooperation in and in facing issues which are of concern for society at large and, at the same time, to s disciplines. *========================================================================================= * The Mission of Charles University *========================================================================================= Charles University wishes to be an epicentre of education, independent knowledge and creat that are key in the scientific, cultural, social and economic development of society, and be a place where lasting values, knowledge and skills are cultivated and transmitted to th generations. The next generation of academics must prepare for this and focus their effort country’s future elite, who will hold the leading roles in economy, the health sector, soc and public services. The primary goal of Charles University is the systematic development of science and schola on research of the highest quality. The first mission of the University therefore remains and research activity, as well as artistic or other creative activities with which educati is closely tied. One of the indicators of Charles University’s quality is the improvement among the world’s leading universities. The quality of teaching is to a certain extent rel quality of scientific and scholarly research performed in each university unit. For that r University sets as the goal for all of its study programmes, especially those on the Docto levels, that they be based to the maximum extent possible on scientific work and individua research activity. Excellent scientific and research work, which is the foundation of educ the standard in every field of research and branch of study. Another priority of the University is its openness, further qualitative progress in intern cooperation with other universities and its internationalization in general. The aim is to standard in joint international research projects and mobility, especially among doctoral young academic and research staff members. Openness and quality must also be evident where actively enters into social practice. The University wishes through its mission to have an crossroads of research (generating knowledge in basic research and creating unobstructed s application), education and innovation (active application of new findings). It will striv development of mutually favorable and socially beneficial relationships with public resear in the Czech Republic. The University’s ambition is to be a prestigious research University in an international c position of Charles University among the top 200 world-renowned universities will serve as goal having been fulfilled. Present-day science is in many fields a team effort, and quali closely connected to the quality preparation of talented young scientists, and with qualit some cases Master’s studies and with the quality of its post-doctoral staff members. To a this is dependent upon selective student admission. In the future, the University must foc on raising the quality of its Doctoral and Master’s studies, and so attracting the top gra universities both at home and abroad and creating a dignified environment fit for scientif University will strive to secure state support for these efforts, for it believes it is ac interest of the entire Czech Republic. *========================================================================================= * 1. Scholarly and Research Activities *========================================================================================= Goal: to strengthen the position of Charles University as a leading, internationally recog University Present state: In its previous long-term plan of 2004, Charles University set out the goal of ensuring th activities should be based on research results, especially in doctoral study programmes. A it undertook to extend its engagement in international cooperation in science and educatio doors to society to a greater extent. This additionally required modernisation of its infr Charles University has become the most productive research institution in the Czech Republ to various reports, its contributions totalled from one-third to one-half of the research Czech higher education institutions in 2009. In comparison to 2004, its research performan Slightly less satisfying, however, is the citation index of the output of Charles Universi compared to that of the world’s top universities. Thanks to its research contributions, the quality of its graduates and the international e activities, according to internationally recognized rankings Charles University ranks amon placing it in the 1,5–2 percentile of the world’s leading universities (as the only Czech In addition to the already-mentioned research performance, prestigious awards and grants a to this type of ranking. For example, in 2010, two Charles University researchers received the European Research Commission - "Starting Grant" in the framework of the "Ideas" progra formidable competition. This was the first time Charles University received this honour si ERC began awarding these grants. The success of Charles University in implementing what are known as research plans (5 to 7 institutional grants) and in the activites of its research centres is very considerable, a to external assessment. These large projects facilitated the formation of new teams, often quality young researcherss. Research plans have become opportunities for cooperation betwe institutions and faculties. They play a vital role in institutional financing of research, cover a majority of the research fields at Charles University. Charles University operates plans. The financial contributions that they receive total approximately 1.1 billion Czech Charles University takes part in activities at 30 fundamental research centres (10 of whic and at 11 centres of applied research (3 of which it coordinates), all of which involve an cooperation with other research institutions in the Czech Republic. Furthermore, the University was equally successful (above the Czech average) in its partic international projects of the EU 6th and 7th Framework program-FP (Charles University is n 56 projects of the 7th FP, engaging in programmes such as "Public Health", KONTAKT, COST, Its above average success in the Czech Republic, however, cannot conceal the fact that in projects, Charles University still has a long way to go (that is to say that in comparison of financial assets for science and research acquired from these programmess in other coun Republic has stagnated substantially below the EU average). Strategic objectives: • To strive to achieve the largest possible international impact of Charles University res including an increase in their citation index. • To orientate the priorities to those fields where the University currently achieves exce the international context; with the emphasis on quality, to further develop primarily th the University is unique or where it helps to tackle important social issues. • To establish an acceptable and effective model for the distribution of institutional fun for scholarly and research activities within the University; part of the institutional f be used for long-term systematic development of the main research fields, also including internal University cooperation; and another part will be used for special-purpose suppo main priorities of the University, those being first and foremost excellence, support of scientists and researchers and of high quality researchers from abroad (and others if ne • Systematically to sustain effective international cooperation; dramatically increase Uni and success in international grant competitions, especially in the ERC programme "Advanc other areas within the 7th and 8th EU Framework Programme and support other notable cont cooperation. • Actively to engage in the preparation of various projects of large European research inf within the ESFRI program (European Strategy Forum on Research Infrastructures) and effec from their existence and the existence of related national initiatives. • To exploit the formation of large research centres, as in the case of BIOCEV and other p supported by the Operation Programme Science and Research for Innovation (OP VaVpI) or f sources, for example the Biocentrum and Globcentrum project in Prague, to enhance the qu research and of doctoral studies. • To strengthen cooperation between University departments and quality public research ins higher education institutions. • To support to a greater degree – where it is favourable and desired – cooperation with c and non-profit spheres, public service, legislative and legal practice, cultural institu other suitable entities, especially in the form of applied research and expert activitie strive for the kind of cooperation, which promises to be durable and mutually beneficial financial terms and in terms of know-how enrichment). Instruments for achieving the objectives: • To draw up and begin fulfilling a long-term plan for the main research fields and areas University, based on a thorough evaluation of past research plans and research centres’ greater involement of the Research Board as the strategic advisory authority. • In accordance with University priorities, to draw up and implement measures to compensat negative consequences of the expiration of research plans and research centres, which bo public forms of funding research. This will facilitate inter-disciplinary cooperation an of young and promising researchers. • To make the maximum use of the opportunities offered by national programmess supporting but unsuccessful candidates for ERC grants. • Resolutely to focus on obtaining grants in upcoming Centeres of Excellence and Centres o competitions organised by the Grant Agency of the Czech Republic (GA ČR – dedicated to b and the Technological Agency of the Czech Republic (TA ČR – intended for applied researc innovation) respectively. • To take systematic advantage of the funding opportunities within the TA ČR Program and o research schemes to foster applied research at Charles University. • To make use of the results of international comparative ratings in individual fields (CH and others) to increase the quality of scientific and research work. • Proactively to seek opportunities for Charles University to participate in foreign-funde work. • To use the university policy of setting up special funds to support the preparation of i projects, especially where this will help to provide competent consultation and reduce a burden, in order to contribute to a higher success rate for university grant applicants elite young (post-doc) researchers; ultimately also to attract excellent researchers or abroad. • To further develop international exchanges for doctoral study programme students, with a quality research cooperation as their basis. • To create suitable conditions for hiring foreign experts and young post-docs as regular members. • To contribute to the revision of the nation-wide assessment scheme for research, develop innovation results, so as to support quality research in all fields; the fundamental pri the identification of long-term quality using a combination of indicators. • To draw up and implement a new Charles University publishing policy, including electroni • To provide the university with modern library services and related activities while expl technological advances in this area. *========================================================================================= * 2. Study *========================================================================================= Goal: to be the first choice for quality candidates, especially in Doctoral and Master’s s Present state: In the previous period, implementation of the main components of the study reform set out Process was completed. In the last ten years, the number of students at Charles University has risen from 37,600 53,000, in other words – by more than 40%. If the study programmes’ quality is to be prese developed, the quantitative rise in student numbers is now at its maximum possible level. most dynamic rise was recorded in the Bachelor and post-Bachelor Master’s study programmes earlier five-year Master’s study programmes were restructured. The restructuring of studie completed in 2008. In 2009, more than 60% of the university’s students were enlisted in th studies programme. A credit system was applied in all Bachelor and Master’s study programmes. Adoption of the at Charles University has been motivated partly by the requirements of internationalizatio support for student mobility, and partly by Charles University’s desire to remove barriers students’ mobility between university branches. The implementation of a unified credit sys between 2006 and 2008. The implementation of a unified credit system, making it possible for the student to choos subjects from the offer of all faculties of the university, greatly improved the permeabil programmes and student choice of curriculum. The necessary formal conditions were simultan for greater openness of individual fields and disciplines to interested students. The Dipl is an aid to greater permeability and easier recognition of attained education, especially Charles University received a certificate – "Diploma Supplement Label" - from the European confirming the compatibility of the supplement to the diploma awarded by Charles Universit standards. In a number of areas the University successfully established (or stabilised) an element of cooperation – from direct student mobility at all levels of study (LLP/Erasmus) to the acc of joint study programmes with foreign partners in Master’s study programmes (Joint Degree to the agreements on dual supervision of doctoral study dissertation projects (co-tutelle) universities abroad. The overall development in the area of lifelong learning (LLL) is not yet completely satis University. Currently conducted in this area are professional training courses (as part of professional development) and special-interest courses, for which the individual faculties to various degrees. The total number of professionally oriented courses, however, is actua in contrast to the special-interest courses, which are multiplying. A large number of the courses are part of the "Third Age University", in other words, courses intended for the s population. The number of these courses and participants comprises one fifth to one quarte under the lifelong learning programme (LLL). Courses for teachers and other categories of predominate among professionally oriented courses. A new scholarship policy was put into effect: this provides support and motivation for stu excellent results in their studies, and rewards exceptional scientific, research, athletic other creative achievements and any further activity of a unique nature. Merit scholarship students in the top 10 percentile. Students may be awarded a scholarship even if they are or on internship, and in some cases if they live in financial hardship. Scholarships are p scholarship fund and from Charles University’s own resources. A housing scholarship represents another type of scholarship, for which the University, fr contributes an additional 20% above the state grant amount (the university contribution to million Czech crowns annually). The amount of the scholarship depends on the student’s soc The wide range of information-counselling services was systematically enhanced. Support for students with special needs at Charles University has gradually increased in m quality. From 2008, the care provided for such students throughout the University has been rector's provision "Minimal standards of support for students and study applicants with sp is provided by all faculties. In the areas of housing and catering services, detailed conditions for their operation wer including a change in their management, thereby strengthening the authority of the relevan management ("Charles University Dormitories and Refectories") and involving provision for of students. In 2008, conditions were created for supporting University students’ social activities, in the extra-curricular type, such as the Students’ Club at Celetná 20. Strategic objectives: • To focus mainly on Doctoral and Master’s study programmes (post-Bachelor and five- or si is no plan to increase the number of students in the Bachelor’s study programmes, and in gradual reduction will be considered. • Thoroughly to evaluate the restructuring of study programmes, keeping in mind the long-t university to be a recognized research university with quality Doctoral and Master’s stu • To continue to support professional Bachelor’s study programmes only where there is a st society and where the conditions and quality of those programs are demonstrated to be ex • To strengthen selectivity at all Charles University study programmelevels. • To attract talented graduates from lower levels of education (Bachelor’s study programme from other higher education institutions to go on to studyi in the Master’s study progra University. • To extend and improve the quality of international cooperation in study programmes (stud joint degree programs, co-tutelle, etc.). • In parallel to entire study programmes accredited in a foreign language, to support the individual subjects that are taught in a foreign language; to push through the requireme one subject taught in a foreign language is included in every study programme. • Systematically to improve study programmes at Charles University in a way that makes the open and accommodating. • To preserve prestigious and traditional "small branches of study" (as they tend to be ca • To remove obstacles in studies so as to enable the transition from the Bachelor’s to the programme level between disciplines. • To further optimise the conditions and pre-requisites for obtaining credits in subjects other than the one at which the student is registered. • To keep a close eye on the level of scientific and research activities that must be a co Master’s study programmes at Charles University in order to ensure that it is appropriat to make sure that their specific features be respected and the conditions that they requ improved. • To benefit from the expected demographic decline and strengthen lifelong learning (LLL) faculties and in study branches which provide a substantial contribution to professional • Using appropriate forms of communication, to coordinate activities in the area of lifelo provide relevant information regarding market analysis (course demand); in the fields co prepare a range of quality training courses for the public service sector. • To continue to improve the quality of social conditions for study. • To further develop quality information and counseling services for a variety of students throughout the entire duration of their studies. • To continue creating conditions under which talented Charles University students with sp educational needs are provided with obstruction-free study. • To maintain suitable conditions for extracurricular activities for all students. Instruments for achieving the objectives: • Careful evaluation of the benefits of the upcoming state high-school leaving examination (baccalaureate), and in some cases appropriate modification of the form of the admission • In line with the strategic focus on developinga research university profile, lobbying fo increase in the number of state-funded Master’s and postgraduate students at Charles Uni • To promote the quality of studies, optimisation of the student – teacher ratio, which sh efficient teaching and an individual approach to the teaching/learning process. • Strengthening the role of study programme guarantors, increasing their responsibility fo accredited study programmes, individual student’s study plans and the quality of the edu with proper remuneration for their engagement. • Evaluation and where necessary modification of the way the implemented unified credit sy so that credits better express the actual study load of Charles University students. • Where these are implemented by the state, application of the qualification framework and learning outcomes only where this will serve to promote greater transparency of the stud provided by the university, and enrich and specify the graduate profile. They should not result in an irrational bureaucratic burden consisting in itemising study programmes, an the accreditation process must remain loose; where problems arise, search for a better f credit system based on learning outcomes (graduate profile). • Active use of a potential institutional accreditation (i.e. that of higher education ins whole) for improving the quality of study programmes within the framework of larger educ as well as exploitation of the strong assets of related disciplines within the areas, or redundant and non-functional doubling in study programs. • Supporting quality and effective study programmes by introduction of a new publishing po University, including modern forms of electronic publications of books and academic text • Improving the quality of periodic evaluations of the quality of teaching by undergraduat by graduates in all levels of study. • In order to raise quality in professionally oriented lifelong learning courses, regular market needs must be conducted; increase in the number of these courses (including dista courses) and optimisation of the number of their participants. • Advocacy for the acceptance of national rules for continuing professional development of educationalists such that these will include substantial university involvement. • Encouragement for the creation of multi-disciplinary course "packages" for professional various sectors: in the public services, businesses or other. • Making LLL courses more accessible to a greater number of disabled applicants. • Making counselling services more attractive and accessible, i.e. support students in the of their study, prepare appropriate forms of information and counselling activities, whi job-seeking graduates after their university studies and at least preserve the current e counseling services for crisis intervention needs. • Analysis of the possibilities for harmonizing the balance between professional and perso making conditions for study equal for both male and female students. • Further improvement of the quality of care for students with special needs, especially a access to provided services for individual groups of these students, ensuring more effec communication with them, support for their social integration and an increase in awarene problem among staff at Charles University. • Interconnecting services provided to students with special needs, including the establis central database with digital texts and sound recordings and the provisions to increase mobility for these students, with the already existing tools of support such as assistan aides or social and sports events organised within the framework of Charles University. • As far as financial means allow, improvement of standards in student dormitories. *========================================================================================= * 3. Postgraduate Study and Further Academic Qualifications *========================================================================================= Goal: To be an internationally renowned university in postgraduate studies and a universit academic career prospects Present state: The 2004 long-term plan chose to prioritize an increase in the number of postgraduate stud graduates with a higher emphasis on quality control of their studies and on international number of students in doctoral study programs rose roughly by 30% between 2004 and 2009, a at the University now represent 30% of all postgraduate students in the Czech Republic. In higher education institutions in the Czech Republic, Charles University has the second-hig postgraduate students in comparison to the entire student body (15.1 % in 2009). Neverthel ratios for international research universities are even higher. From 2006 to 2008, the average time spent in postgraduate studies (doctoral study programs The number of unsuccessful students is relatively high. Nevertheless, this data is quite c situation in developed countries. The University reformed scholarships for postgraduates, and implemented a system of financ for their directors of studies and of faculty bonuses as a reward for producing doctoral s graduates. Despite the scholarship adjustment, however, the problem of low funding remains compared to international standards. Significant support for research activities as a constituent part of doctoral study progra provided by the Charles University Grant Agency (GA UK), which is primarily intended for p distributes more than 140 million Czech crowns annually. Research projects undergo rigorou no more than 30% are accepted for funding. In 2009, roughly 300 projects were approved. To assess the level of postgraduate studies, Charles University has at its disposal a seri and standardised, fully professional tools of study evaluations, which reflect the graduat On the one hand, this assessment shows a consistent high level of satisfaction with the st (more than 85% of respondents rate the study programme positively), but on the other, it r significant differences in the quality of the programme’s provision between disciplines. In recent years the University has been increasingly interested in young post-docs. The de research plans and research centres’ proved an important institutional instrument for fund development of young researchers. They facilitated the forming of new research teams compr fresh graduates and postgraduate students. In addition, a system of incentives was created at certain faculties for young researchers in order to retain excellent young Charles University graduates, as well as to attract pro researchers from other Czech higher education institutions and from abroad. In the two most closely monitored qualification structure categories (associate professors progress is very slow. Between 2004–2008, the average number of newly appointed professors professors decreased slightly, as did the average age in both categories. However, a marke remains between the number of new associate professors and professors in the medical, natu sciences on the one hand, and of those in humanities and social sciences on the other, to the first group. In 2007, new recommended field-specific criteria were adopted for appointment procedures i categories, which place a larger emphasis on specific indicators of quality (distinct for social sciences, for natural and exact sciences and for medical sciences). The university wage regulation was adapted to separate the categorisation of academic staf a hierarchical scheme of positions (defined primarily by work activities and responsibilit attainment of academic ranks (associate professor, professor), which are now no more than important) of the pre-requisites for obtaining a position. Strategic objectives: • To focus on doctoral study programmes as a priority among University’s study programmes educational activities; to exploit the potential of a research university in realising t • To attract a larger number of talented international students into doctoral study progra • To ensure that the level of doctoral study programme graduates is comparably high in rel • To continue with the present trend of increasing the quality of postgraduate study (incl improvement of its administrative conditions); a direct connection of postgraduate study activities conducted at the university training units must become commonplace. • To optimise ways of engaging postgraduate students in teaching activities. • To raise the success rate of doctoral study completion while preserving demanding standa • Constantly to strive to reduce the problems resulting from concurrent doctoral study and pre-attestation training in medical fields. • To continue to see that the best researchers (not only from the Czech Republic) take par study at Charles University on a long-term basis. • To secure stable, promising and qualified staff in all branches cultivated at Charles Un possible. • To consider longer-term work experience outside of Charles University (typically abroad) significantly facilitating growth in qualification. • In the procedure to attain the academic rank of associate professor (habilitation) and f to raise the percentage of young and middle generation candidates, provided that these c subject to high level demands. • To promote high ethical standards in academic professions. Instruments for achieving the objectives: • Creation of a new assessment methodology for the quality of doctoral study graduates; An conducted of students’ failure rate and the rather long duration of study. Subsequently, suggested to improve quality and efficiency. • Appropriate facilities and conditions of study for postgraduates must be secured in all feedback evaluations by doctoral study graduates. • Ensuring that all doctoral study plans include a research project linked to research pro at his/her university training unit; requiring high (by international comparison) standa and quality of research work produced by postgraduate students. • Ensuring that active participation in international research cooperation is a regular co doctoral study; a research stay abroad with the international partner institution should particularly in the case of full-time doctoral students. • Balancing responsibility and motivational incentives for the members of subject-area boa for their chairs. • Consistently ensuring that supervision of doctoral students is considered a fundamental the part of associate professors (docents) appointed. • As far as financially feasible, extension of funding for doctoral students via the Charl Grant Agency and attention to the quality of its review process. • Creation of favourable conditions for young researchers, especially for doctoral study g including those returning from residencies or internships abroad, to continue in their r (by means of an appropriate university funding policy, support for participation in sign international research projects, etc.). • An analysis should be conducted to throw light on the uneven number of procedures leadin of associate professorship and full professorship status in certain disciplines, to be f appropriate measures for rectification. • In connection with the upcoming wave of accrediting procedures for award of associate pr full professorship status in different disciplines, to strive to uphold the University’s criteria for quality in the largest number of disciplines possible. • Support for the preparation of young scholars for the procedures for award of associate including provision of a sabbatical. • Expanding provision and reinforcing the role of continuing professional development of a members. • Based on the examples of good university practice outline a career path model with clear routes, which will motivate young candidates to take an interest in the procedures to at professorship and full professorship status and and to complete them with success in pro • Modification of work conditions at Charles University to make sure that except in justif additional employment contracts are signed elsewhere. • Ensure a greater flexibility of labour-law provisions at higher education institutions. • Stabilisation of the system for the allocation of "first flats" to young academic staff *========================================================================================= * 4. International Cooperation *========================================================================================= Goal: to accelerate the university’s implementation of the highest international standards Present state: The development of international relations and activities (internationalization) at Charle can be generally divided into two interrelated consecutive stages. The first took place fr and can be described as "quantitative", characterised by an increase in Charles University agreements on inter-university co-operation. Roughly from about 2004, greater emphasis beg on the qualitative aspect of foreign relations, while simultaneously mobility also continu quantitatively. The university evaluated inter-university agreements and cancelled those t to de facto co-operation between faculty workplaces. It assessed and selected partners for operation on the basis of the world rankings of foreign universities: there are ten partne ranked in the top fifty universities in the world with which Charles University is develop operation in research and the mobility of students and staff. Charles University is one of leading universities with regard to the number, breadth and quality of partnership agreeme The mobility of students at the university is realised primarily in international co-opera the most important of which is the Erasmus/LLP programme, and also in the framework of dir university co-operation promoted mainly by the Mobility Fund of Charles University. Mobili implemented in the framework of the Erasmus/LLP programme, is continuously growing, in ter students leaving the university and those coming to it. The annual increase in the latter and this has been reducing the disparity between the number of of incoming and outgoing st number of outgoing students had greatly exceeded the number of incoming students in the Cz Assessment of the Erasmus/LLP programme by the European Commission showed that Charles Uni first in Europe in mobility, in general, and particularly in the number of incoming academ year approximately 130 academic workers come to the university and around 160 academic wor the scope of the Erasmus/LLP programme. The number of foreign experts who stay at the univ period of time averages around 30 a year. Charles University has concluded a number of agreements on dual supervision of doctoral pr universities and is participating in nine co-operation projects with foreign universities of the Erasmus Mundus programme. The Mobility Fund, founded in 2001, plays an important role. Its subsidies amount to more million and the success of applications is around 60%. For a long time it has supported, i specialist and research work by its students at foreign universities. Emphasis is also pla term stays of foreign experts and postdoc researchers at Charles University. Foreign students, numbering over 7,000, comprise almost 13.5% of all students at Charles U Roughly half of them are from Slovakia and another more than 30% study in programmes that taught in English. Overall, during the period of 2004–2008 the number of foreign students and those that study in English doubled (primarily at faculties of medicine). A significant number of study programmes, particularly at the master’s and doctoral levels accredited in a foreign language, primarily English. Overall 220 study programmes in Engli accredited at Charles University, of which 35 are currently running, and eight study progr of which 1 is currently running. In the previous period, Charles University significantly participated in the activities of prestigious international associations (the European University Association – EUA, the Int Association of Universities – IAU), networks (the Network of Universities from the Capital UNICA, the Coimbra Group, the International Forum of Public Universities – IFPU, which Cha co-founded in 2007), and organisations (OECD’s programme the Institutional Management of H – IMHE), in which the university’s activities enter the awareness of the international aca This was confirmed by the successful meeting of universities in the UNICA network at Charl participation in the Steering Committee of the OECD - IMHE, and last but not least, the 5t the European University Association (EUA) which took place at Charles University in March extensive and significant impact, the course and results of which were widely followed and media. Strategic objectives: • Exploit Charles University’s international reputation for the further expansion of inter exchanges with attractive partners. • Place increased emphasis on the quality of foreign relations, especially encouraging tho outputs in the form of establishing co-operation in education, joint research projects a of their high-quality results; focus particularly on co-operation with a larger number o universities. • Improve the quality of research and teaching at the university by looking for and creati acquire noteworthy foreign experts for teaching and research co-operation, have longer s researchers, etc. • More intensely involve Charles University workplaces in dual supervision of theses and d the utilisation of the Erasmus Mundus programme, and in joint-degree study programmes. • Continue to support student mobility while putting emphasis on its actual qualitative be (particularly in doctoral and master’s study programmes), integrate foreign students int programmes, and pursuant to financial options, enable everyone who is interested and dem relevant quality to spend part of their studies at a foreign university. • Constantly develop and expand the quality of education in a foreign language for foreign aim to have a higher number of active study programmes in foreign languages where it mak implement a proactive policy of attracting foreign students. • Continue to develop co-operation with prestigious international organisations, associati networks, and endeavour to optimise Charles University’s benefits of membership. • Actively take part in the shaping of international policies on higher education with the contributing to positive changes also in domestic higher education. Instruments for achieving the objectives: • Carry out a thorough analysis of activities abroad and international co-operation with t increasing their impact on the quality of education and research and development at Char on the basis of this analysis, specify priority activities and set qualitative indicator of internationalization. • Use the results of international projects and assessments in which the university active part (these are instruments elaborated e.g. in the U-Multi Rank project, the Coimbra Gro Indicators for Mapping and Profiling Internationalization or the world university rankin valid indicators. • Critically verify and expertly assess the utility of the indicators with regard to the p activities they are supposed to describe, and with regard to the specific conditions of • Create a register – a unifying system that will improve the quality of the collection of quantitative indicators regarding the effectiveness of international co-operation on the on the other hand, provide a basis for the derivation of important qualitative data. • Prepare re-accreditation study programmes so that they facilitate mobility (mobility win negotiated recognition with specific partners, etc.). • Make more use of the concept of "Visiting Professor". • Have the appropriate funding policies and the priorities of the Mobility Fund reflected categories of international co-operation in accordance with the priorities of Charles Un strengthening the Erasmus/LLP programme). • Support and promote the international visibility of Charles University in appropriate wa *========================================================================================= * 5. Development and Infrastructure *========================================================================================= Goal: Develop the infrastructure of Charles University in order to meet the growing needs scholarly research and educational activities Present state: Charles University in Prague has 17 faculties (fourteen in Prague, two in Hradec Králové a Plzeň), three higher education institutes, six other workplaces for educational, scientifi development or other creative activities or for providing information, five university-wid facilities, and the rectorate as the executive workplace for the administration of Charles Altogether the university manages 160 properties. Over the past more than ten years Charles University has invested a total of CZK 7 billion than CZK 2 billion of its own funds (FRM [Property Development Fund]): 60% of the funds we reconstruction and renovation of the building infrastructure; and 12% of the funds were ea acquisition of machinery, instruments and equipment. The reconstruction, modernisation and existing buildings in many cases also contributed to the protection of the historic cultur the Czech Republic. Major reconstruction that cost hundreds of millions of Czech crowns primarily included the Malostranské nám. No. 25 in Prague 1 (the so-called Profesní dům [House of Professionals]) reconstruction of the premises at Hlavova No. 8 in Prague 2 – Albertov, and the buildings Street No. 32 and U Nemocnice No. 4 in Prague 2. In recent years the University has also acquired several new premises (e.g. the Vltava hal complex in Prague-Hostivař, the building in Jinonice, the Krystal premises in Prague 6, an at Opletalova Street No. 47 and 49 in Prague 1). In several cases this was the constructio new premises (the Educational Centre at the Faculty of Medicine in Hradec Králové, the med garden at the Faculty of Pharmacy, the Cryogenic Techniques Pavilion in Prague-Trója, and the completion of the educational pavilion in the Plzeňská complex in Prague 5 – Motol). However, the university currently has to solve two major problems. First, it urgently need infrastructure in which leading science and research could take place and in which conditi particularly in doctoral study programmes, would be created. Second, the humanities and some social sciences studies (faculties) take place in undignif conditions and with a lack of equipment and facilities, as was demonstrated by analytical university’s building infrastructure that took place in 2006–2008. In the years 2008–2010 preliminary studies were carried out regarding larger investment pr the so-called minicampuses). The university, together with the Academy of Sciences, has drawn up a major infrastructure BIOCEV Biotechnology and Biomedicine Centre in the town of Vestec. This is a European cent of basic and applied research with utilisation in practice, focusing on the latest imaging Phenogenomics, including the education of doctoral students in scientific and medical disc The biomedical centre and UniMeC (theoretical institutes) are the heart of the mini-campus town of Plzeň. They will help build a major and important regional centre in biomedicine w of theoretical, preclinical and clinical research; the centre will have great potential fo MEPHARED is a joint educational and scientific complex of the Faculty of Medicine and Facu in Hradec Králové. It promotes the integration of research and teaching in medicine and ph further development of doctoral study programmes. The Biocentre and Globcentre are two components of the Albertov campus in Prague 2. They a comprehensive centre of excellent research and education in science disciplines, with a fo biomedicine and interdisciplinary environmental research. These investments will create conditions for leading biomedical and biotechnological resea teaching, particularly in doctoral study programmes. They are also a prerequisite for the of regional co-operation with companies and for the development of the transfer of new kno prerequisite for further international co-operation. Reconstruction of the former 17th November refectory in Prague-Trója aims to satisfy the n Faculty of Humanities for space. The premises that the Faculty will vacate in its current by moving into the new premises in Trója, will significantly help improve the situation in Social Sciences. The complete reconstruction and extension of the premises at Opletalova Street No. 47 and resolve the problem of oppressively cramped conditions in much of the Faculty of Arts main Project studies have also been carried out for the reconstruction of the former Na Větrník Prague 6. It should serve as a library and teaching premises for the Faculty of Law. Strategic objectives: In accordance with its historical character as a university acattered in its location thro beyond the city, Charles University is committed to ensuring its further development prima construction of what are known asmini-campuses. A key plan is to concentrate capacity, ens is modern equipment at university workplaces, and to better exploit the synergy of discipl at the university. The university will strive to the utmost to ensure that new investment increase the tendency for its premises to become fragmented and that the sustainability of of future investments is respected. It particularly plans to: • Endeavour to seek compensation for the disadvantages arising from Prague schools being e and ERDF programmes. • Implement projects utilising funds from the OP VaVpI (Research and Development for Innov Operational Programme): BIOCEV projects in the town of Vestec (Faculty of Science and 1s Medicine), the UniMeC and the Biomedical Centre in Plzeň (Faculty of Medicine), MEPHARED Králové (Faculty of Medicine and Faculty of Pharmacy); and place emphasis on the clearly integration of their activities into the profile activities of Charles University. • As a priority, to implement the Biocentre and Globcentre project in Albertov (Faculty of Faculty of Medicine and Faculty of Mathematics and Physics) and the reconstruction of th refectory in Prague-Trója for the needs of the Faculty of Humanities, and subsequently t to effectively utilise the buildings in Jinonice for the needs of the Faculty of Social modernise the premises at Opletalova Street No. 47 and No. 49 for the needs of the Facul reconstruct the building at Na Větrníku for the Faculty of Law. • Provide support for the new construction plans concerning primarily the 2nd Faculty of M Faculty of Medicine, the Faculty of Education, and the Faculty of Physical Education and • Continue to systematically care for Charles University’s real estate property. • Strive for the more effective acquisition and utilisation of Charles University’s infras facilities entrusted to faculties and other parts of the university. Instruments for achieving the objectives: • Set the order of priority of large investment projects, carry out a risk analysis, and s schedule. • Provide maximum support for projects of the OP VaVpI (Research and Development for Innov Operational Programme); thoroughly utilise the institution of an authorised representati powers. • Gradually make detailed balance sheet budgets for the priority projects of Charles Unive 2015 Investment Programme and negotiate the form of their funding with the Ministry of E Youth and Sports, particularly with regard to the need for modernisation of Prague’s hig institutions. • Continue with the good co-operation established with some local authorities; make anothe establish a more effective form of co-operation with the Prague City Authority. • Develop a comprehensive methodology for preparing investment plans, for their implementa subsequent management of the investments. • Carry out an analysis of the efficiency of use of property entrusted to Halls of Residen Refectories and on this basis find adequate use for any underused premises by other part university that engage in activities from which the university profits as a whole. • Formulate measures that would enable the joint effective utilisation of premises (in reg implementation of digital database of all planning and technical documentation for unive and equipment between Charles University faculties; ensure the effective utilisation of part of the Krystal premises in Prague 6. *========================================================================================= * 6. External Relations and Communication *========================================================================================= Goal: actively co-operate with the non-academic sector and via good communication strength university’s position as one of the leading institutions in the public sector Present state: In the previous period, Charles University made progress in the creation of system element presentation of its own activities: it regularly publishes the printed quarterly titled Fo and visit rate of the Internet magazine i-Forum is increasing, the UK-Point information-pr was opened, the prestigious European Discussion Forum has been taking place for several ye visual style was introducedfor the Corporate Identity manual, unifying elements of the gra of the university, etc. The long-term co-operation projects with Czech Radio (on the basis of a Declaration of co- with Czech Television are working. A database of roughly 500 university experts from vario has been created and is regularly updated. The experts contribute to the popularisation of cultivation of thinking in the public sector. In the past, Charles University played an important role in the revision of the unilateral reform of tertiary education in the Czech Republic (it prepared its own document Perspekti českých vysokých škol [Prospects for the Further Development of Czech Schools of Higher Ed a resolute critic of the unsuitable proposals regarding a change in the standing of univer (and it prepared its own návrh zákona o univerzitních nemocnicích [bill on university hosp defended the principles of rational reform of science, research and development. The university has played an active role in securing amendments to legislative standards c education and science and research. In 2007, it concluded a new general contract with the Academy of Sciences of the Czech Rep operation, particularly in the implementation of doctoral study programmes. The university created an institutional base for the transfer of new knowledge (Knowledge Transfer Centre – CPPT, [also known internationally as a TTO (Technology Transfer Office) (Knowledge Transfer Office)]), a network of co-operation and contractual relations with ex entities, particularly with businesses, and a system of quality education in the sphere of management" (praised by the European Union via ProTon Europe). The fragmented media image of the university, the absence of audiovisual promotional mater appearance of our website, and the lack of a representative publication about Charles Univ considered weaknesses. In contrast to Charles University’s reputation abroad, in the previous period, its attitud were interpreted at home as symptomatic of the rigid stance of an institution closed in on allegedly resistant to any changes. Communication has not been sufficiently active in orde misleading image of the university. Strategic objectives: • Design the university’s communication to represent not only co-operation with the media broadly the development of relations with individual segments of the public, such as sta authorities, other schools of higher education, the institutes of the Academy of Science Republic and other scientific workplaces, civic organisations, professional associations commercial sector. • Active involvement in the preparation of key documents and any legal provisions concerni education and science and research, promotion of the criteria of quality, sustainability sensitivity so that the future diversification of the system is beneficial to society. • At a national level, advocate strict criteria for the classification of tertiary educati into the category of "research university", and also the definition of the specific arra regarding the administration and funding of such a university. • Continue to actively influence the form of evaluation of scientific research results and institutional research in order to achieve balance, quality and efficiency. • Advocate the creation of university hospitals based on standard European models. • As a dominant institution of Czech science and research, develop co-operation with the i the Academy of Sciences and other research workplaces and operationally expand it; inten of co-operation that contribute to the improvement and streamlining of Czech science and whole. • Devise a so-called third role as a part of the strategy of open relations with the non-a community, continue to develop conditions for the transfer of new knowledge and technolo particularly important to pharmaceutical, biomedical and scientific branches and their c with the commercial sector; place emphasis on more systematic cooperation with public ad and local authorities and with the civic sector, enabling, in particular, the humanities sciences disciplines to identify social problems and to find effective ways of addressin • In co-operation with others in the field of science and higher education, act as a corre for higher education institutions in key special-interest associations so that their opi education are supported by facts and not assumptions. • Change the image of Charles University so that it better corresponds to its characterist disciplines it has very good and even leading educational and research institutions with in the Czech and international higher education sectors. • Make the university attractive to its prospective students in appropriate ways. • Devise new relations with alumni, including the use of certain elements known from the a association. • Strengthen and invigorate the identity of Charles University. • Seek a unified image, albeit for internally differentiated institutions. Instruments for achieving the objectives: • Use the active involvement of the university in projects that create indicators of prest or profiles of the university in order to get real feedback about the quality of the uni communicate its image to the public. • Endeavour to have the university achieve a higher profile in the media, including the mo exploitation of modern electronic media. • Use the active participation of Charles University representatives and members of its ac in committees making decisions about tertiary education and science and research in the increase mutual awareness and coordinate common university opinions and provide them to and this not only regarding the issues of science and education, but also regarding curr social issues at national and international levels. • Complete and implement Charles University’s Corporate Identity manual (with relevant ove faculties and other parts of the university). • Modernise Charles University’s website system. • Complete and validate the Methodological Procedures for the Commercialization of Discove Inventions, including forms of intellectual property rights (model contracts). • Draw up marketing strategy options, on how to utilise university research for the needs administration, the public sector, and non-profit organisations (so-called packages). • Draw up an attractively structured offer of activities and benefits for alumni and suita communicating it. *========================================================================================= * 7. Ensuring the Activities of the University *========================================================================================= Goal: Streamline the internal administration of the University ------------------------------------------------------------------------------------------ A. Economic Management, Governance and Internal Administration, Employee Care ------------------------------------------------------------------------------------------ Present state: In the previous period, the university gradually decreased the share of regulatory allocat budget – with increase in funds for science and research raised in grant competitions and revenues. However, it is clear that there is still great vulnerability to fluctuations in state budget, that buffering their impacts is difficult, and that diversification of the s is insufficient. In the previous period, the system for the allocation of funds at Charles University was g completed. Quality indicators are more and more pronounced within it and Charles Universit continue in this trend and also in targeted support of university priorities. The current management system is based entirely on the fact that the management of allocated funds tak in the component parts of Charles University. The development of key university-wide economic management indicators was satisfactory in although some parts of the university did not avoid economic problems that in some cases n solved centrally. The university, in accordance with the Act on Higher Education Institutions, regularly upd term plan, publishes its annual report on its activities, evaluates its activities (in 200 and published a comprehensive Self-evaluation Report) and via the creation of a Analysis a Department it has created the prerequisites necessary for the internal assessment system a the quality of its activities. Faculties drew up their long-term plans and regularly updat these documents are not fully synchronised with university updates. Furthermore, checking not they are fulfilled is not carried out systematically. The structure of the rectorate, as the executive workplace for the administration of Charl and its departments, has been stable for a long period of time. However, its layout is not optimal with regard to the current demands on administration; this situation requires a de The conception, quality and dynamics of a change in internal administration are markedly d individual parts of the university. The two above-mentioned reasons mean that it is necess the university’s internal administration system and strengthen the elements of methodologi administrative activities. Basic instruments and methodology for evaluating the quality of students’ education were c previous period. This is one of the elements of the systematic assessment of the quality o activities of Charles University. The university is actively involved in international projects, such as the UNICA project, creating indicators for mapping and profiling the internationalization of groups of univer Coimbra Group (IMPI), and the U-Multirank project, which verifies the profiles of universi created the prerequisites for the effective evaluation of its activities. The quality of employee care has also improved: a social fund for Charles University emplo that is used mainly for contributions to supplementary pension insurance and for capital l employees can take up the option of getting an education at faculties and at other parts o University; since 2006 part of the university’s accommodation capacity has been used for a employees; based on an analysis of the housing needs of young employees, the operation of flats has been implemented. Strategic objectives: • Increase the number of sources that fund the activities of the university and increase t own revenue (in the broad sense of the word) and reduce dependence on direct funding fro budget. • Improve the system of allocating funds within the university in order to match the unive priorities in educational and scientific activities as much as possible. • Continue to increase the efficiency of Charles University’s economic management; in just make more thorough use of the advantages arising from the legal subjectivity of Charles whole. • Promptly and effectively prevent the emergence of risks in the economic management of in of the university. • Improve the efficiency of internal administration activities at Charles University; on t reduce unnecessary bureaucratic burdens, and on the other hand, reinforce these activiti necessary. • Establish regular internal assessment of the quality of all primary activities of the un professional and valid instruments and stabilise them, while utilising international qua and experts from abroad. • Commence use of external assessment based on active participation in the creation of int indicators and profiles. • Improve the standards of employee social care. • Create working conditions that will allow Charles University workers to balance their wo lives. Instruments for achieving the objectives: • Improve the system of itemising institutional funds for educational and scientific activ actual performance and particularly the quality of the activities are taken into conside simultaneously supporting the development of these activities; to the extent needed, app of intra-university cohesion and in justified cases implement the procedures established Republic within the system for allocating funds at Charles University. • Simplify conditions and apply appropriate motivational instruments for obtaining other s funding of the university and its parts. • Ensure that the spending of funds in the parts of Charles University is fully conditiona of economic management of the parts of the university and on other key economic indicato indicators. • Evaluate the existing system of the economic management of funds at Charles University w objective of achieving greater university-wide benefits. • Establish a centralised system of purchase of energy and other essential commodities at University; optimise the spending of funds by streamlining public procurement. • Adapt the process of preparation and implementation of important investments so that the size correspond to the part of the university that they directly concern. • Prepare new rules for the administration of Charles University’s property; introduce the database of all planning and technical documentation for university buildings and premis • Implement an integrated system for the drawing up of property contracts. • On the basis of an audit, restructure the activities of the rectorate, including the gre project management elements; increase the accountability of directors and the heads of d the rectorate. • Thoroughly apply the methodical management of individual agendas and increase the elemen accountability for their quality and their efficient fulfilment; expand the offer of fur administrative staff. • Revise Charles University’s Internal Wage Regulation and consider eliminating the curren pay scales for academic and scientific staff; upgrade the work classification for admini technical staff and prepare a career system for these workers. • Establish an integrated system for the official presentation of all current and valid in regulations and other standards at Charles University; increase the elements that check that the internal regulations and other standards of the parts of Charles University are with the internal regulations of Charles University and the rector’s provisions. • Thoroughly align the long-term plans of the parts of Charles University with the long-te other strategic documents of Charles University; systematically check to make sure they fulfilled. • Evaluate the activities and efficiency of other parts of the university and possibly mak changes. • Improve the social conditions of the employees of Charles University utilising the socia stabilisation system of starter flats and other instruments. • Facilitate employees’ and students’ balancing of their work and study obligations with t (for example create children’s corners (playrooms) wherever it is possible and useful). • Create an integrated system from the existing elements of internal quality assessment, i appropriate indicators, fine-tune its methodology, and select the period in which this a be carried out. • Supplement the internal assessment with an external assessment involving an internationa team or instruments. ------------------------------------------------------------------------------------------ B. Information Technology ------------------------------------------------------------------------------------------ Present state: One of the basic prerequisites for the provision of information services at the university network with sufficient bandwidth and connection to the Internet. Right from the beginning has been a member of the Cesnet z.s.p.o association, which is the operator of the CESNET2 Research and Education Network. Thanks to this, the university is provided with high quali connectivity. The university is also the founder of the PASNET association, which is the a of the metropolitan academic computer network in Prague. The connections between universit usually via optical fibre, which enables the selection of the appropriate technology with bandwidth. The university’s computing and data capacity is currently administered largely at separate workplaces. Faculties purchase computing power and data storage according to their needs. begun using virtualisation technology, thus increasing the efficiency of purchased hardwar faculty. The university’s network is also utilised to optimise voice services. Currently, the telep of seven faculties and other parts of the Charles University are connected to the IP Telep PBX voice gateways. IP Telephony is installed only in some locations. The university is also successfully participating in the academic roaming project (Eduroam of which is to provide a transparent environment for providing wireless Internet connectiv of the academic community and other institution employees involved in the project. More th faculties are involved in this project. Currently, most university premises are covered (a busiest areas) and coverage is continually being expanded. For several years the university has been developing a system for electronic security acce buildings and premises of Charles University. Most faculties and parts of the university u system. Faculties and other parts of the university have entry packs – university ID card electronic locks, concentrators, and in 2009 new types of biometric readers were tested. The Central Authentication Service (CAS) of the university is now being used for access to University’s Information System. CAS is also used for verifying access to electronic sourc information. In 2009, Shibboleth IdPUK (identity provider) became part of the newly introd federation eduid.cz, which replaced the pilot cztestfed. The entire university uses the Moodle Open Source Learning Management System for the suppo face learning, including basic technical support for users. The CKIS Centralised Catalogue (Centralised Library-Information System) serves all parts o University. The CKIS of the university works with other applications and systems operated university. The computing capacity of the university’s supercomputing centre has been continually incr years. The centre is part of MetaCentrum (MetaCentre) and provides its services not only t university but also enables all MetaCentrum users to solve complex computational problems. computer clusters with narrow specialisations were also upgraded. Charles University’s Information System (hereinafter only "CU IS") currently primarily con central educational information system (hereinafter only "IS Studium"), connected to the W personnel application, which is then connected to the wage system from the Elanor company and other parts of Charles University. The CU IS also includes science and research applic system and its publication activities register, the Granty application for the support of an application for the operations of the Grant Agency of Charles University, and an applic support of associate professorships and full professorships appointment procedures), inter operation (an application for the support of the Erasmus and Mobility Fund agendas), socia application for processing applications for housing bursaries, for social bursaries, and f at Charles University’s halls of residence), a document management system, an application registration of university IDs, and several other sub-applications. The WhoIsNT central personnel application is now used mainly by the personnel departments and other parts of Charles University. Part of its functionality is utilised by other user by the heads of individual workplaces. This functionality is being developed and it is ant it will be gradually expanded with other functions so that it can be utilised by all acade of Charles University and other groups of employees of Charles University. In 2010, a tran wage system occurred, a transition from the Elanor Global system to the newly designed Ela Edition wage system operating in Charles University’s central database. Simultaneously,pre begun for the transition to this wage system at faculties and other parts of Charles Unive been using a different wage system up to now. The IS Studium system is undergoing continuous development of its individual sub-applicati The most significant changes taking place in IS Studium during the previous period include reconfiguration of modules associated with the register agenda, the submission and publish theses, the creation of modules for the life-long education register agenda, the creation the support of individual curriculums in doctoral studies, the preparation of modules for the administration associated with state examinations, and the creation of an accreditatio In the sphere of science and research, the OBD system and its register of the publication staff and students of Charles University is being gradually implemented in the operations faculties and other parts of Charles University. Pilot operations of a system for the supp agenda were commenced at several faculties. In the sphere of academic qualifications, pilo an application for the support of associate professorships and full professorships appoint were commenced at two faculties. In the sphere of the circulation of documents, a central registration of documents system is in operation and it is linked to the national Data Box System. In the sphere of international co-operation, an application for the support of the Erasmus agenda was de into operation. The university’s own Document Globe publication system is used for the administration of t Charles University and of some faculties of Charles University. Strategic objectives: • Develop and improve Information Technology, including individual systems and application the effective performance of the primary activities of the university and its administra Instruments for achieving the objectives: • Gradual transition to the Ethernet 10 Gb standard in local networks. In locations with l demands, continue to provide wireless connection with a capacity in the order of 100 Mb/ increase backup connectivity in locations that are not yet connected in this manner; con preparations to put IPv6 protocols into operation, and the implementation of service dir protocol in the university-wide network. • Connect the not yet connected parts of Charles University to the Eduroam project and cov university premises. • Optimise the computing and data infrastructure, add hardware at the university-wide comp that, together with the implementation of virtualisation technology, it is becomes possi to provide a number of services without direct financial requirements on the purchasing hardware; create a university central data repository. • Gradually replace the existing classic telephone technology with Voice over IP in Charle • Support the development of Single-Sign-On access to all prepaid resources at Charles Uni conditions for the option of utilising electronic resources provided by other institutio the academic community of the university. • Create an environment for secure electronic communication at Charles University, develop access system at all key premises and areas of the university, ensure the automatic cont authorised access and movements of persons in selected areas of buildings, and also the that are carried out or taken elsewhere. • Develop a content management system for the university’s website focusing on its connect output of the applications of Charles University’s Information System. • Continue the digitalisation of valuable historical material, establish rules for access data with regard to e.g. copyrights or propriety rights and decide how to preserve digit in terms of their long-term protection. • Support video-conferencing and streaming technology. • Put the foundations of the CU IS into full operation – put the WhoIsNT central personnel into full operation in all parts of Charles University, complete the full linkage of the personnel department to IS Studium and to the unified wage system in all parts of Charle • Design the development of the components of the CU IS so that the CU IS can be operated of Charles University, particularly with regard to the nature of implemented study progr scientific activities, but simultaneously base it on a central university environment, w means the central coordination of the development of parts of the IS and also a certain standardisation. • Expand the functionality of the central personnel application and its current range of u academic staff of Charles University, other groups of employees, and the students of Cha and possibly to other groups of people with ties to Charles University, so that it becom source of data on people with any kind of relation to Charles University, the interfaces be connected to all Charles University systems and applications which contain data about Charles University. • Gradually develop IS Studium, including the development of entirely new modules and the existing modules with modules that meet the new needs and requirements of users, current and that lead to better ergonomic design and greater comfort of use of the system, and a the setting of priorities for this gradual upgrading of the system. • Standardise the system for the support of distance education at Charles University and f it to IS Studium and the central personnel department; develop materials, technology and for auxiliary electronic educational methods so that these methods meet the needs of all including specific ones. • Put the OBD system and its register of the publication activities of the staff and stude University into full operation throughout Charles University as the primary source of da University publication activities; standardise systems for the support of the grant agen operation on financial accounting systems. • Put the central application for the support of associate professorships and full profess appointment procedures into operation throughout all of Charles University. • Establish a central electronic document register and the closely linked central electron of filing services, develop interfaces of this system to other agenda systems, particula Studium and financial accounting systems; after putting the electronic document register gradually put selected types of documents into electronic circulation inside Charles Uni in communications with students and other people with ties the Charles University outsid University. • Resolve the issue of the discarding and archiving of documents and data kept in electron • Standardise the financial accounting systems utilised at Charles University and create i the mutual exchange of data at Charles University. • Finish the complete coverage of international co-operation agendas by information system applications, including agendas associated with joint-degree and multiple-degree study p • Put other agendas into electronic form, where appropriate. • Systematically identify and implement the options for other uses of Charles University i including in the sphere of identification and validation when making micro-payments. • Improve staffing and increase the methodological support of the conceptual development o the university. *========================================================================================= * Conclusion *========================================================================================= The long-term plan of Charles University in Prague is a basic strategic document for its f and the direction in which it will go. It is the result of reflection on current (not only developments in society, the tertiary education system and particularly the university its situation requires that the university become even more actively involved in the public se it comes to the shaping of national and international educational policies and science and strategies. Focusing on the university’s quality, openness and effectiveness of activities its irreplaceable mission in society is expressed in the strategic objectives set out abov instruments with which we want to achieve the objectives. It presents the academic communi of a research university with an important standing among global competition, which will b in Czech public life that cannot be overlooked, an attractive working environment for its teachers, and a welcome partner for top domestic and foreign educational and research work In Prague, January 31, 2011 Prof. RNDr. Václav Hampl, DrSc. Rector of Charles University More information in the Evaluation Report from 2009 [ URL "http://www.cuni.cz/UK-3412-vers vlhodzpr0408.pdf"] (in Czech). See the Rector's Provision No. 25/2008 - "Minimal standards of support for students and st with special needs" [ URL "http://www.cuni.cz/UK-3053.html"] (in Czech) See the Prospects for the Further Development of Czech Schools of Higher Education [ URL " iforum.cuni.cz/IFORUM-7283.html"] (in Czech) See the Proposal of the University Hospitals Act [ URL "http://iforum.cuni.cz/iforum-6242.