Strategic Plan 2021-2025 ****************************************************************************************** * Charles University Strategic Plan for 2021-2025 ****************************************************************************************** Charles University Strategic Plan for 2021-2025 [ URL "UKEN-1473-version1- charles_university_strategic_plan_for_2021_2025.pdf"] • Discussed by the Research Board on 17 December 2020 • Approved by the Academic Senate on 22 January 2021 • Approved by the Board of Trustees on 16 February 2021 *========================================================================================= * PREAMBLE *========================================================================================= Excellence, autonomy and freedom of research and teaching are principles to which we persi Charles University is one of the most important scientific and educational institutions no Czech Republic, but in Europe, too. It is a research-oriented university that persistently the historical traditions of one of the oldest seats of learning and carries out a crucial scientific, cultural, social and economic development of society. As a public institution, it also adheres to the responsibility for the development of the environment that surrounds it. As much as before, Charles University will, therefore, in t period take part in the development of the regions in which it operates and contribute, th activities, to the fulfilment of national priorities, such as those enshrined in the strat Ministry of Education, Youth and Sports for higher education system, as well as internatio such as supporting the European Higher Education and Research Area. We who act on its behalf today strive to honour the commitment to systematically develop k education and culture that has been handed down to us, and to pass it on to those who come this calling, we commit ourselves to follow the values that are inseparably related to thi serve the truth, to foster the ideals of humanity, democracy, and openness, and to cherish worldwide cooperation among universities as a precondition for international research and the past, we will place the highest demands on ourselves and on the quality of our researc and benchmark ourselves against the best. Therefore, in the coming period, we shall focus on the following five key areas: I.The core of a university are people. They are the bearers of the institutional culture, decisive for the standard of education, research and internal governance. Outstanding sc teachers are able to unlock the potential of students, who, thanks to that, come up with new ideas and solutions, continue where their predecessors were not able or allowed to g to reduce the gap between ourselves and the world's best universities, care for people, and their experience, intuition and expertise must be our top priority. The best people university. IIExcellent, beneficial and internationally competitive research is the best prerequisite the potential of students and researchers, attracting talented people, formulating new i finding answers to urgent problems. This is also an area that proves the importance of t an institution that significantly contributes to societal well-being and the sustainabil general. IITheuniversity,asaninstitutionthatfundamentallycontributestothelong-termcourseof the soci constantly seek ways to make of education lasting and beneficial value as much as possib so, attention must be paid not only to teaching as immediate education and the developme qualities, but also to study experience, i.e. an institutional culture that is transfera the school environment and which represents a lasting value in a world in which much cur is rapidly giving way to a new one. Charles University must be the paramount centre of l furnishes education for the future and education towards the future. IVThe example of the world's leading universities demonstrates that internationalisation i prerequisite for quality and competitiveness. We can only approach the standards of thes and be a strong, sought-after institution if we consistently focus our efforts in this d if we learn from the best can we join them and pass on our experience to others. We will focus on close cooperation with outstanding universities that will permeate all areas an our activities and continue to establish the conditions that make it possible for Charle become a university that is open to the world. A new form of international cooperation, European University Alliance project, will help us in this respect during the forthcomin it focuses on the integration of and synergy between the activities of participating uni the aim of creating a common European campus in the future. The activities that we have resolve in this area and areas that are related to it represent a framework for Charles internationalization strategy in the coming period, which we shall elaborate to a greate supplementary strategic documents. V.Charles University consists of faculties, higher education institutions and other consti work towards a common goal in accordance with their mission, profile and potential. The disciplines that is characteristic of Charles University as an institution represents an for the development of interdisciplinary research and education and a significant prereq the fulfilment of its third role. However, at the moment we are not harnessing our inter in a purposeful way to develop our alma mater, which is currently characterised by fragm various areas. This is one of the internal factors that hinders its development. Unity i therefore be one of the key areas on which we shall focus in the coming period. *========================================================================================= * VALUES *========================================================================================= • promoting freedom, humanism and democracy • systematic effort to achieve high quality in our activities • development of academic integrity and preservation of academic freedom and self- • government • fulfilment of responsibility towards society beyond the primary activities of a universi • research and education *========================================================================================= * I. THE BEST PEOPLE MAKE THE BEST UNIVERSITY *========================================================================================= We want to be the first choice for high-quality applicants, students, scholars and profess best, because it is only with them that we will be able to bring Charles University near t universities. • the future of Charles University: talented students - doctoral students - postdoctoral f (attraction, retention, development and evaluation), • creation of more room for the hiring of international staff and students or those with l experience abroad, establishment of adequate environment, and support for faculties in a goal, • general rules of career advancement for academic, research and administrative staff • that offer motivating pathways for professional development; increase of the • professional, language and pedagogical competencies of employees, • support for students and employees (counselling, harmonization of work, study and • family life, scholarships and benefits), • care for students and staff with special needs, • alumni. Activities 1.We will create a system for attracting and supporting talented students and academics at University, which will especially include gifted undergraduate and doctoral students, ju academic and researcher staff and postdoctoral researchers. 2.We will support cooperation between students on bachelor's and master's degree programme engaged in scientific and research activities during the course of their studies, and do and research teams, including the one carried out in an international environment (e.g. + Alliance or with universities that are our strategic partners). We will establish cond students that will motivate them to continue their efforts and proceed to doctoral studi 3.Based on the recommendations arising from the comprehensive analysis of doctoral study a University, the international evaluation and the evaluation of research at the Universit improve, while taking into account material, technical and personnel capacities, study a conditions for doctoral students across disciplines and lay emphasis on their immediate in research teams. We shall increase scholarships and use them as an incentive which, to more effective offer of grant funding and more intensive utilization of opportunities fo cooperation, will contribute to establishing such conditions that students, especially t on a full-time basis, can fully devote themselves to their dissertation research. In add also expand the range of pedagogical and soft skills courses in order to support the pro personal development of students, include doctoral study in career advancement and appra and ensure the optimal number of doctoral students per supervisor. 4.We shall devote much attention to ensuring the excellence of doctoral study. This shall particular, the establishment of demanding, internationally comparable and field-based c individual disciplines across the University and the thorough tracking of study progress for the further advancement of Doctoral Study Programmes Coordination Boards, with empha purposeful arrangement and close cooperation with the Internal Evaluation Board in order their role in relation to the course of doctoral studies, and training offer for supervi 5.We shall actively and attractively promote doctoral study as a start to a research caree our master's degree students and to applicants from outside of the University, especiall with the possibility of participating in research projects, with reference to success st an emphasis on career advancement within a research-based university. We will offer grad to pursue a research career support in their transition to postdoctoral positions, espec universities that are associated within the 4EU+ Alliance or those which are our strateg 6.We will use targeted advertising on the top national and international portals in order number of academic and, where relevant, research positions filled through open competiti include international candidates. 7.In order to increase the number of academics and researchers from abroad or with long- t international experience, we will offer them the opportunity to join our established tea setting up a bilingual environment and support from the CU Staff Welcome Centre we will with such a background that they will be able to devote themselves to teaching, research advancement, without having to overcome the barriers associated with living and working country. 8.Thanks to the setting of transparent rules for career advancement, a more targeted link and the quality of work and the systematic improvement of working conditions, we will in competitive advantage of the University as a sought-after employer even for those top pr who currently work in the private or public sector; this will also contribute to closer teaching and the professional sphere. 9.We will support the introduction of postdoctoral positions at Charles University and est for their long-term funding. At the same time, we will search for talented junior resear have studied at the University, completed their doctoral study abroad, established funct networks there, and are willing to return to the Czech Republic. 10We will introduce an effective system for the continuous appraisal of academic and resea will be based on carefully selected criteria related to following areas: teaching, resea role, and related activities (e.g. participation in various bodies or expert committees, and administrative tasks, etc.). We will establish a corresponding system with relevant administrative staff. Moreover, managerial positions will be filled for time-limited per possibility of reappointment. 11In order to improve operation of the University in the area of personnel policy, we will General Career Code of Charles University, which will encompass a transparent and motiva between habilitations and professorships on the one hand and career advancement on the o interconnection with both Internal Salary Regulation and the employee appraisal system. 12With the support of our Lifelong Learning Centre and Centre for Pedagogical Skills – Pae with the goal of systematically advancing both the erudition of our teachers and researc hand and the quality of internal administration of Charles University on the other, we w a comprehensive system of further education for members of academic, researcher, manager staff. At the same time, the Paedagogium will become a platform for bringing together te across the University and supporting the exchange of experiences and the sharing of good 13In order to improve the social standing of our employees and students and ensure them wi for well-being, we will support activities and introduce additional measures that will c equalisation of opportunities, the harmony of study, work and family life, and a healthy 14The prerequisite for retaining and recruiting people who can help us fulfil the mission alma mater is to introduce as much internationally comparable working conditions as poss field of personnel policy, we will therefore focus on fulfilling the principles stated i Charter for Researchers and the Code of Conduct for the Recruitment of Researchers; the Research Award will serve us as a stamp. 15Through the Alumni Club and alumni associations of individual faculties, we will continu relationships with graduates and friends of our alma mater, both at home and abroad. Our intensive participation of graduates and supporters in the life and administration of th e.g. through the involvement of graduates in the preparation and evaluation of degree pr professionals in teaching, offer of lifelong learning, and a system of ambassadors to pr name of Charles University at home and abroad. We will also involve our graduates in our activities and the advancement of the innovation ecosystem. We will systematically incre activity and visibility of the Alumni Club. Indicators • supported research teams that include undergraduate and doctoral students, • proportion of doctoral students with grant support, • amount of doctoral scholarships and overall financial standing of doctoral students than • to funding provided by the University, • graduation rate in doctoral study programmes, • proportion of tenders for academic and research positions involving candidates from • outside the University, • number of international members of academic and researcher staff, • number of postdoctoral positions filled by academics and researchers from abroad or with • long-term international experience, • number of employees who have completed training within Charles University's further • education system (e.g. managerial skills, soft skills), • number of staff who have completed training in pedagogical skills, • number of doctoral students who have completed training in pedagogical skills, • renewal of HR Excellence in Research Award, • expenditure on social policy, • number of supported employees and students with special needs. *========================================================================================= * II. INTERNATIONALLY COMPETITIVE RESEARCH *========================================================================================= The quality of research at Charles University will always be measured against that of the universities; this being said, the University must approach them as closely as possible. T of Charles University for the period of the new strategic plan are to significantly streng excellence, beneficiality and openness of science and research. • key research areas, centres of excellence and strategic/unique fields, • scope for quality and its appreciation (research evaluation, connection with financing), • programmes to support science, domestic and international grant competitions • including ERC, • research infrastructures, • knowledge, skills and technology transfer (Catalogue of Services, Via Carolina, Charles Innovations Prague, university innovation network), • Open Science. Activities 1.One of the prerequisites for internationally competitive research is that we have the ab the key research fields that will be given priority for support at Charles University, i in which excellence could potentially be achieved, and also find scope for the promotion or collaborations within the University. We will obtain the necessary information to ach by completing an internationally guaranteed research evaluation. The identification of k fields will influence the future course and quality of the University and will result in effectiveness of research funding and in higher proportion of exceptional results. Suppo targeted at research excellence and preservation of disciplinary continuity. 2.We will introduce a targeted system of support for fields that are unique in the Czech c important for the University, whether they are small in terms of size or are important f e.g. for cultural, historical, economic or security reasons, fields with potential to gr committed to interdisciplinary cooperation, provided that the high academic standards ar 3.Given the importance we attach to the research evaluation system, which is based on obje transparent and field-specific criteria for strategic management of research at Charles we will continually develop and revise it, while emphasising that learned human judgemen factor and that the measures introduced as a result of its conclusions are result from d the University. Based on these principles, we will carry out another cycle of internatio research evaluation. We will advance similar principles in relation on national evaluati conclusions and recommendations will be one of our leads in the advancement of research University. 4.The PROGRES, UNCE and PRIMUS programmes are an internal tool for the long-term conceptua of individual research fields at Charles University. We will assess and improve our inst programmes for the support of research so that they become an effective incentive for th of high-quality science at the University and for acquiring the best researchers from th and abroad. 5.An important component of our support system for the conducting of research is working w and interlinking research and study. Therefore, we will continue to innovate the Charles Grant Agency and improve its connection with other grant schemes so as to ensure the gre of funding, incentive effect, acquisition of skills for the preparation and leadership o project and long-term support for promising projects. 6.In the coming years, we must work consistently to significantly increase our involvement rate in international grant competitions, including calls announced by the European Rese In order to achieve this goal, we will to a greater extent make use of the potential off internal financial instruments, such as a stable and long- term programme of financial s applicants of high-quality projects for the ERC calls and further extension of expert as provided by the European Centre of Charles University in relation to applying for major grants. 7.In order to improve quality of our research, we will also utilize close relationships wi from the Association of Research Universities of the Czech Republic, institutes of the A Sciences of the Czech Republic and university hospitals. 8.Thanks to the introduction of a system for the promotion of our research in the public s ensure conditions for the more effective use of the research results within society and awareness of the social good resulting from research conducted at Charles University. 9.We will create a stable funding system to support the transfer of knowledge and technolo through intensive collaboration with our subsidiary Charles University Innovations Pragu commercialization of our research results and greater engagement in international resear revolving around KTT. While doing this, we will focus mainly on supporting transfer proj from our own resources, registration of industrial property under the Charles University establishment of spin-off companies with the participation of the University or its subs establishing collaborations and partnerships with partners from the commercial sphere. 10As a public institution, we will promote, as far as possible and in cooperation with oth and research institutions, the openness of our science: • with the goal of improving the availability of high-end instrumentation and increasing of its use, we will support the sharing of our research infrastructures and core facil especially through the preparation and promotion of the relevant catalogue, adoption o sharing selected facilities, both within the university and with other partners, and t monitoring of their usage. • with regard to the availability and widespread social benefit of our research results, conditions for the wider use of Open Access and for the archiving, protection and acce research data; to achieve this goal, we will, among other things, establish the Open S Centre of Charles University, build infrastructure and launch a standardised software archiving scientific data, prepare and implement a set of methodological guidelines fo Open Science at Charles University, for self-archiving of research results in the inst repository of our publications and for archiving, protection and accessibility of rese the institutional data repository. Furthermore, we will introduce a university-wide sy the creation of data management plans and a framework to support the education of unde students in the area of open access to scientific information. • as far as the third role is concerned,we will focus on composing the inputs for pressi issues, proposing solutions to the complex problems tormenting the society, popularisi and its outstanding representatives and results, as well as supporting Citizen Science those who are not professional scholars to be involved in scientific research. 11Our publishing house Karolinum Press will continue to follow current trends in internati publishing practice and provide a standard service for foreign- language publications, w those written in English and on a full service for electronic publishing. Indicators • increase in the quality of scholarly work within fields existing at Charles University s the results of the university evaluation, • publications in top scientific journals, • national and international awards for outstanding research of our students and staff, • the number of ERC grants and other major international grants awarded, • the amount of funds obtained from the knowledge and technology transfer and • contractual research, • the number of Open Access publications, • number of digital publications published by our publishing houses. *========================================================================================= * III. EDUCATION FOR THE FUTURE AND EDUCATION TOWARDS THE FUTURE *========================================================================================= Education acquired at Charles University will be a long-term competitive advantage for gra be the case not only in relation to competing for the most interesting jobs. • outstanding and internationally attractive degree programmes, joint and double degree pr • integration, innovation and internationalisation of education across faculties, • permeability at national and international level, interconnection between education, res professional sphere, interdisciplinarity, • modern forms of education and new technologies, • modern library of Charles University, digitisation, eResources, • education towards active and responsible citizenship (e.g. critical thinking, tolerance, • openness to cooperation), entrepreneurship and active job creation, • development of a s evaluation of degree programmes, • care for student welfare, • lifelong learning, openness (including Junior Charles University and, for senior citizen • the University of the Third Age). Activities 1.We will focus on further improving the quality of our degree programmes, in particular o internationalisation and the integration of education across faculties and on study expe including the objectivity and fairness of study assessment, while maintaining high stand purpose, we will, in particular, define a university strategy concerning the quality of activities that is binding for the internal accreditation of degree programmes, establis wide platform to support quality enhancement in education, introduce a comprehensive sys the continuous quality assessment of degree programmes whose integral part will be the r interconnected, and representative surveys among applicants, students and graduates as w cooperation with professional sphere. 2.In order to ensure long-term employability of Charles University graduates in demanding positions, we will focus on tightening the bond between our education and the profession will reach from the internal accreditation of degree programmes, through study, to subse For example, we shall: • involve our graduates and experts from professional sphere, including those who follow career, in the preparation, approval and evaluation of degree programmes, • support entrepreneurship and creativity, the introduction of student projects ensuring of knowledge between the academic and the professional sphere, or the involvement of s innovative activities within both degree programmes and extracurricular activities (e. accelerator), • systematise cooperation with external partners in the field of practical training and that students can choose from a broad, high-quality offer and enhance the practical co acquired qualification during their study even in those cases, where it is not its com • systematisecareercounsellingforfuturegraduates, • expand the range of subjects taught in foreign languages and knowledge and skills • courses necessary for their future employability, • offergraduatesprofessionallyorientedlifelonglearning. 3.We will support degree programmes that educate professionals ready to carry on vocations needs and respond to existing societal challenges, among other things with the goal of p shaping the future of these professions. One of our priorities in the coming period, for will be the training of future teachers or medical doctors, thus enhancing the quality o secondary education and the healthcare system in the Czech Republic. 4.We will preserve the study offer of those degree programmes that are unique in the inter context, and we will strive for a special support for degree programmes with strategic p 5.Based on previous experience and the outcomes of the evaluation of degree programmes, we a new arrangement of accreditations at Charles University in order to unburden the entir allow it to focus on key qualitative attributes of education and preparation of prospect 6.True to the sense of university education, we will systematically support bringing toget teaching, research and the professional sphere, but also teams from different discipline humanities, social sciences, medical and health sciences and natural and life sciences) with the aim of strengthening interdisciplinarity or developing joint activities and inn management. We will also support university, national, cross-sectoral and international such as horizontal and vertical one between degree programmes and faculties, the involve practitioners in teaching, cooperative degree programmes (joint and double degree) or su final theses (cotutelle), bridge professors, visiting and extraordinary professors. 7.In order to strengthen the openness of Charles University and support international mobi will focus on the recognition of students' qualifications and study results acquired abr + Alliance and strategic partnerships will serve us a laboratory in this area, while our introduce a system for the automatic recognition of education obtained at a university f Union country that is recognized by the relevant member state, or at any school that is partner within the framework of inter-university or faculty agreements. 8.We will support modern pedagogical approaches and innovations in methods and forms of te that contribute to the active role of students in learning (student-centred- learning or based learning, e.g. through student projects, practical workshops, student internships volunteering, simulations or the involvement of partners among practitioners or from abr the preparation of seminar papers and bachelor's and master's theses), to the enhancemen competencies, and to the usage of the modern technologies so that e-learning tools are c on-site education and so that we can improve the openness and internationalisation of ou (virtual mobility, simulators, blended learning). In individual disciplines and based on monitoring, testing and evaluation of all new tools and methods, we will seek the optima between traditional and modern approaches to education. 9.We will increase the graduation rate within individual degree programmes primarily thank • information and counselling services for applicants so that,when considering to study University, they are capable of judging which degree programme best corresponds to the and preferences, • continuous adjustments of degree programmes and curricula or even rules for the organi and related changes in teaching and assessments of study, • emphasis on that, from the beginning of their studies, students are familiar with the acquired knowledge in practice and its significance for their forthcoming career, • support for such activities and projects, including those originating from or with the of student associations and initiatives, that will strengthen the social integration o thus contribute to increasing the quality and relevance of education, • enhancement of diagnostics services related to study and career capabilities for appli students, strengthening of counselling services, support for improving study competenc building resilience, including prevention and well-timed help in relation to burnout s For this purpose we will utilise not only our capacity, but also that offered by relevan parties (e.g. associations or non-profit organisations). 10In the area of lifelong learning, we will continue to offer programmes for a wide range (vocational and general-interest education, Junior Charles University and the University Age, or similar faculty projects aimed at secondary school pupils and university student the development of lifelong learning within the 4EU+ European University Alliance. We wi on increasing permeability between lifelong learning programmes and degree programmes an the introduction and implementation of a system for recognising previous formal, non-for (e.g. practical experience) education and learning. 11We will establish a unified system of services within the Charles University Library in guarantee all students and members of academic staff access to the knowledge stored in a documents, both printed and electronic. We will support education and research through t access to a wide range of high-quality eResources (CzechElib), which will also include d literature and other documents, as well as historical collections. We will also further to support academic and creative writing and a plagiarism detection system for checking of papers and theses submitted by our students. 12We will implement new functionalities into the information system for management of arch continue to digitise the most valuable and most widely used historical documents and mak online to the academic community and the general public so that they can be used for tea and day-to-day administration. We will also ensure the long-term preservation and proces access to, other historical documents, regardless of their physical form. Indicators • number of degree programmes innovated on the basis of evaluation (e.g. curriculum change • reduced number of degree programmes (through their integration), • improvement of graduation rate and graduation rate within the standard period of study p with special attention given to selected groups of students (students with special needs disadvantaged socio-economic backgrounds, students who are parents), • number of practitioners involved in teaching, • number of funded projects and activities aimed at strengthening the link between study a sphere, and the social integration of students, • increased number of electronic study tools: e-learning courses, electronic study materia • number of e-learning users, • number of lifelong learning courses with assigned credits that can be recognised as part degree programmes, • number of study subjects or modules that are offered as a lifelong learning programme. *========================================================================================= * IV.INTERNATIONALISATION IS A CRITICAL PREREQUISITE FOR QUALITY AND COMPETITIVENESS *========================================================================================= We want to become an important destination for the best international students and scholar an initiator of and a welcome partner for the most prestigious international projects. • a cosmopolitan and internationalised university, • mobility, • friendly environment for international students and employees, relocation centre, • 4EU+ European University Alliance, • strategic partnerships, • university associations and other forms of cooperation, • European Centre, • Institute for Language and Preparatory Studies. Activities 1.The 4EU+ European University Alliance is our most demanding international project for th period, as it aims towards integration and synergy in both education and research, and w areas and levels of our activities. This project will help us to further open ourselves contribute to improving our educational and research activities, as well as enhancing th Charles University in the European Higher Education and Research Area. We will primarily develop: • complementary curricula between partner universities, including in those programmes th in an academic degree, • e-learningandjointsubjects,andconsequentlyphysical,virtualandblendedmobility, • commonframeworkfortheevaluationofteachingandeducation, • establishment of joint research teams and support in obtaining major international gra • bridgeprofessors,i.e.academicstaffworkingpartlyatCharlesUniversityandpartlyat another university, whereby at all participating universities they are members of an internati working on a similar topic. 2.Similarly, as within the 4EU+ Alliance, and both at the university and at the faculty le develop relationships with our strategic partners. 3.In the area of bilateral cooperation with strategic partners, we will focus on identifyi strengthening ties in North America and Asia. We will use this form of cooperation even purposes of benchmarking and transferring best practice. 4.In order to achieve the goals of the European University Alliance and fulfil our other p in the area of internationalisation, we will establish a fully bilingual environment in international students and staff are able to study or work without any obstacles (langua students, academics, researchers and support staff, key documents or services in a forei especially English, etc.). 5.We will to a greater extent use the potential of the Institute of Language and Preparato order to increase the readiness of international students to study both in Czech and a f and to help incoming students, teachers and researchers orientate themselves in the lang culture of the Czech Republic. Depending on demand, we will also expand the portfolio of offering language education within selected segments (e.g. healthcare or social care) so from these programmes will be able to communicate in Czech within their workplace. 6.We will establish the CU Staff Welcome Centre as an institution that provides a comprehe service to scholars, researchers and their families coming from abroad, advertises offer postdoctoral and other positions and for grants allowing extended stays of researchers f the university, contributes to the international visibility of Charles University, and l with outgoing mobility of our staff. 7.We will continue to develop the European Centre and improve the skills of its staff so t ready to provide a first-class service for the preparation of international projects who is a long-term priority of Charles University. 8.We will expand our mobility portfolio to include all relevant staff and students. We wil the qualitative aspect of mobilities and on raising the awareness of all target groups a possibilities of stays abroad. 9.We will support workplaces that participate in humanitarian and development cooperation contributes, amongst other things, to the acquisition and formation of invaluable experi personal opinions, as well as to the dissemination of expert knowledge or research. 10Our involvement in international university associations will continue so that we can co development of European research and education policy and to regularly meet with leading of other universities. We consider our priorities to be our participation in the LERU-CE UNICA and Europaeum associations and the more intensive involvement of our faculty repre the activities of individual networks. The long-term goal of our University in this area member of the LERU association. Indicators • number of international students, • number of bridge professors and visiting professors, • numbers of student and staff mobilities, • proportion of degree programmes involving physical or virtual mobility, • number of degree programmes taught in a foreign language, • number of study subjects, courses and degree programmes with curricula created in cooper foreign university, particularly one that is a member of the 4EU+ Alliance or our strate • number of joint research teams formed, in particular within the 4EU+ Alliance or strateg • number of viable inter-university agreements with partners in North America and Asia, • number of teachers and students trained within courses organised by the Institute for La Preparatory Studies, • number of international staff receiving support from the CU Staff Welcome Centre. *========================================================================================= * V. UNITY IN DIVERSITY – COMMON BRAND, COMMON PRINCIPLES *========================================================================================= The University's strength lies in its diversity. The precondition for realising its full p unity and identification with Charles University as a whole. • promotion of democratic and humanist ideals, • fulfilment of the Sustainable Development Goals and support for their promotion in socie • academic integrity, • self-government, cohesion, solidarity, sense of belonging, • budgeting and financing that awards the contribution to the strategic goals of Charles U • infrastructure for teaching and research, • reducing the administrative burden, • cooperation and intensification of relations with our university cities of Prague, Pilse Králové. • cooperation with other partners, fulfilment of the third role and social good, innovatio Activities 1.Both within and outside the University, we will promote the values enshrined in our Cons Code of Ethics, in particular freedom of expression, equality, the right to education an critical thinking, and international cooperation. Based on this, and well-aware of our p responsibility for the advancement of society, we will, as part of our third role, conti articulate our views on fundamental issues related to the development of education syste problems. In order to accomplish these goals, we will make the most of both our own and projects with a society- wide impact on suitable target groups. 2.Within the bounds of Charles University, we will fulfil the principles of sustainable de and at the same time contribute to their promotion within society through our research a In order to achieve this goal, we will e.g. ensure university- wide coordination and sup area, approve and implement a strategy for sustainable development of Charles University environmental footprint, take part in national or international networks addressing this educate our students, staff and the general public in the area of sustainable developmen programmes, lifelong learning programmes, summer schools and other suitable activities. research in this area within our science and research programmes. 3.We will consistently defend the principles of academic self-government, build and streng and good name of Charles University and the identification of students, staff and gradua alma mater. We will therefore focus on improving mutual communication between students a enhancing their awareness of what is going on at the University. We will support the inv students in the self- governance of the University and provide financial and material su activities of student associations. We will support internal and external communication use of the potential offered by information technology, new media and social networks. B the adoption of an internal communication strategy, our goal is to create an integrated system across faculties and units that covers a wide range of the demands placed on univ the 21st century, based on the adoption of an internal communication strategy. Based on the University's comprehensive marketing strategy, we will strengthen the coordinated de promotion of the "Charles University" brand both in the Czech Republic and abroad. 4.We will place emphasis on the continuous development and strengthening of academic and s integrity (e.g. specialised courses on this topic, academic writing courses, seminars an focused on project preparation or writing scholarly papers in Czech and English, etc.); will cooperate with partner institutions abroad. 5.We will make the most of the potential residing in collaboration between faculties and t good practice across the University. Our goal is an internally diverse, democratic and o that is tied together by single vision and a common conception of educational, research policy. To this end we will implement an internal information portal and use electronic teamwork. 6.We will to a greater extent open up Charles University to cooperation with external part to society. We will set up conditions for the stable development of the third role at al that most of our workplaces contribute to it and, together with teaching and research, s an integral part of the activities of a well-run university. In the area of personnel po relevant quality evaluations, we will grant third role activities equal status to high-q and excellent research. 7.We will adjust the Principles of Revenues Allocation so that they match the goals of our and become an incentive tool for improving quality across faculties and other parts of t 8.We will increase the share of earnings resulting from our activity on total funding of t We will introduce and implement a comprehensive fundraising model, including the institu and professionalization of fundraising activities. We will establish a Charles Universit Fund. 9.With the aim that members of academic and research staff can devote to their primary act the maximum possible extent, we will improve the quality and efficiency of our support u the systematic training and regular evaluation of executive, managerial and administrati both at university and unit levels, streamlining of management and administrative proces reduction of administrative burdens thanks to the introduction of other university-wide single economic system, central data warehouse, competitive hiring, international staff professors, mobility, cooperation with external partners, etc.). To this end we will pre data collection guidelines so that stored information can be used across the University high-quality input for the administration and enhancement of Charles University and its 10We will intensify relations with our university cities, i.e. Prague, Pilsen and Hradec K the aim of supporting higher education and research, regional development and the third support strategic partnerships with additional partners from the public or private secto systematically support such modes of cooperation that will contribute to the fulfilment role and support the community outreach of Charles University and the innovation ecosyst 11We will prepare a strategy for the development of our locations and systematically striv adequate spatial conditions and material, instrumental and simulation equipment for high teaching; this will include cooperation with other institutions to ensure the practical students. 12We will complete the construction of key university minicampuses and large infrastructur Hradec Králové, Jinonice, Motol, Pelc-Tyrolka, Pilsen, Veleslavín), start to materialize projects that are part of the programme funding to renew the material and technical infr of the medical faculties and the Faculty of Education, and systematically renovate and m dormitories and refectories so as to ensure high-quality accommodation and catering serv this respect, we will pay adequate attention to the redeployment of faculties and other University. We will also seek a solution to address the spatial situation of the Catholi Faculty, which does not have its own premises. 13We will strengthen eGovernance at the University, in particular by further improving the document and records management system and introducing a single economic information sys accelerate the modernisation of the University's infrastructure through the digitisation agendas with the aim of intertwining originally heterogeneous applications into a set of that are mutually collaborative and interconnected. We will improve key electronic syste functionality and user comfort is increased, which will be true for the Study Informatio greatest possible extent. The emphasis on eGovernance will be matched by corresponding f security of our systems and applications. 14In order to reflect on to what extent we have accomplished our goals, and to obtain reco how to further enhance Charles University, we will undergo an independent evaluation bef the next strategic plan. Indicators • organised events of society-wide significance or impact, • number of degree programmes, study subjects, summer schools, e-learning courses and othe education and public events on the topic of sustainable development, • proportion of earnings resulting from our activity on total funding of Charles Universit • income from fundraising and sponsorship cooperation, • amount of funds invested in the renewal and development of infrastructure, • amount given to support the activities of student associations, • joint projects with the cities of Prague, Pilsen, and Hradec Králové and other partners, • number of activities focusing on the systematic sharing of experience and good practice University.