Strategy for the University of Stavanger 2013 2020 Adopted by the UiS board on 13 June 2013, amended 3 October 2013
Introduction Our institution has developed rapidly over the past 15 years. We achieved national status as a university in 2004, and international recognition in 2012 through admission to membership of the European Consortium of Innovative Universities (ECIU). By attaining the goals detailed in our Strategy 2013 2020, we want to enhance our profile and stand out even more clearly in the Norwegian and international university landscape. During the strategy period, we will strengthen our position as an attractive centre of learning and as an innovative university with the distinctive features conveyed by our profile. We will do this in collaboration with professional partners nationally and internationally, and with the external partners who are important for our ability to fulfil our societal mission. We have accordingly given emphasis in Strategy 2013 2020, based on our desired direction of development (vision), to profile and quality building which aim to: a) integrate innovation and entrepreneurship even further in the portfolio of study programmes, b) strengthen our commitment to active learning and modern forms of teaching, c) intensify our internationalisation efforts, d) achieve better throughput in study programmes, e) strengthen the commitment to top level research, f) increase recruitment of MA/MSc and PhD students, g) strengthen our overall expertise, h) maintain close collaboration with society regionally, nationally and internationally to help enhance our visibility and reinforce researchbased innovation and value creation, and i) increase external financing. Disciplines where we have special strengths have been highlighted as priority areas in the strategy. Good and important work is also being done in many areas which are not specifically mentioned. We want to continue developing this commitment. Attaining our goals will call for hard work, willingness, collaboration, respect and trust from staff and students, from the region and from national and international partners. I will play my part. Marit Boyesen Rector
Organisation of the University of Stavanger and our societal mission Lifelong learning Digital support Services Core activities Research, research-based teaching and dissemination Innovation Commercialisation UiS Pluss Lifelong learning NettOp Digital learning Career Centre UI S Alumni University Library FACULTI ES with Departments: Faculty of Science and Technology Faculty of Social Sciences Faculty of Arts and Education Archaeological Museum Centre* Centre* Centre* Prekubator TTO I nternational Research I nstitute of Stavanger I RI S IRIS Forskningsinvest StOr student organisation SI S student welfare (student accommodation, child care, health care, bookshop, cafes, sports centre) Stavanger Innovation Park (Ipark) Incubator *Centres UiS maintains several research centres jointly with IRIS and/or other external partners Vision The vision specifies the direction of development for the University of Stavanger. The University of Stavanger will be a driving force in knowledge development in its own region, and an international research university with emphasis on creativity and innovation. Mission The core values of the University of Stavanger rest on a fundamental concept which we have adopted as our mission statement and our motto: We will challenge the well known and explore the unknown. Core values As an institution built on democratic values and with ethical awareness, we will protect our academic tradition and integrity and safeguard our ideals of freedom of expression and equality regardless of worldview, culture and gender.
Our core values will govern our behaviour in encounters with students, staff and society, and tell us how we will attain our vision and our goals as a university. We value and strive to attain the following. Value creation We will move boundaries for knowledge and skills, and help to create value for students, staff and society. We will meet society s needs and challenges with openness and contribute to creativity and innovation in order to strengthen the basis for quality of life, good living conditions and sustainable development. Drive We will set the agenda for important issues and be active participants in academic and social debates. In keeping with our mission and our motto, we will challenge established truths and explore new areas. This motivation will characterise our activities, and we will work hard to attain the goals we have set for ourselves. Knowledge Students and staff will find insights and gain wisdom through study, research, artistic development and dissemination/communication to the benefit of the individual and society. Academic study will be a voyage of discovery which develops the ability to think critically and to take good decisions in and outside working life, and which motivates lifelong learning. Collaboration Collaboration between staff and with students will contribute to a continuous enhancement of study programmes and research. We will seek collaboration regionally, nationally and internationally with business, government, and education and research institutions for mutual development of knowledge. Energy Energy has a double meaning for us. This value illustrates our close association with our innovative and energetic region, which provides an important foundation for success nationally and internationally. Commitment, energy and enthusiasm by students and staff will also be the driving force within our organisation for good academic results and a positive environment. Profile: an innovative university We are an innovative university with distinctive characteristics which we will manifest, cultivate and further develop across our full academic range. We will offer popular study programmes with the main emphasis on technology and professional qualifications in an attractive learning environment. We will reinforce our commitment to active and innovative learning, and work actively to strengthen teaching quality. We will further develop a culture for innovative and entrepreneurial activities and focus our research efforts. We will give priority to dissemination and museum activities. We will express the competitive advantages we possess from our location in an innovative growth region with strong international elements. We will pursue close collaboration with our region and be a key player in its development, and we will be internationally oriented in the continued development of our academic activities.
Our portfolio of study programmes consists primarily of multidisciplinary and careeroriented courses in technology, education, health and social care, economics and management, hotel management and tourism, and art, culture and media. The single discipline subjects (sciences, social sciences and languages) represent an important foundation for our multidisciplinary courses. Our research efforts are largely directed at the social sectors we educate for. Basic research is central to all our PhD fields. Our research areas with the highest profile are petroleum and offshore technology, risk management and societal safety, behavioural science and literacy. Academic priorities Our academic priorities are concentrated on the disciplines where we are strong in both teaching and research. These have yielded research teams which represent national centres of excellence in their field, and which work at an internationally recognised level. They are characterised by a broad portfolio of study programmes at BA/BSc, MA/MSc and PhD levels, and play a key role in developing our vision of being an international research university with the emphasis on creativity and innovation. Engineering studies, teacher training, economics and management subjects, and health and social care courses are particularly important to our profile as a university with the main emphasis on technology and professional qualifications. We are ready to accept greater national responsibility for educating the labour resources required nationally and regionally in these areas. Our teaching will be research based. Publication, work in established research centres, and regional, national and international collaboration are important in efforts to enhance the quality of these study programmes. Priority will be given during the strategy period to integrate innovation and entrepreneurship in the portfolio of study programmes across faculties. We will have the following academic priority areas: petroleum and offshore related subjects risk management and societal safety education sciences In addition, we will develop these areas further: dissemination at the Museum of Archaeology health subjects economics and management subjects (including the Norwegian School of Hotel Management). Goals and strategic guidelines Education and the learning environment We will offer research based education of high international quality and learning outcomes which meet the needs of students, the labour market and society. We will be the regional leader for continuing and further education, and lay the basis for lifelong learning. Our students will acquire an insight into the research process through participation in research work. Teaching will
be varied and tailored to the subject, learning outcomes, and present and future generations of students. We will have at least one centre for outstanding education. Our educational activities will have an international orientation. We will have a good and universally structured learning environment, and have a reputation for good student services and active participation by students. Qualitatively good studies and an attractive learning environment will be the best guarantee for growth in the number of applicants. Management parameters Results 2012 Targets 2020 Number of primary applicants per available place through the Norwegian Universities and Colleges Admission Service (NUCAS) 2.5 2.7 Total number of students: Self financed students, of whom: proportion MA/MSc students proportion international students Graduates 1 who have completed a period abroad as part of their degree course PhD students, of whom: industry related PhD students Total PhD graduates 9 118 8 790 21.4% 10.8% 9.3% 259 7 32 10 300 9 250 29% 15% 30% 350 30 60 Satisfied students in surveys 8 of 10 9 of 10 We will reach these targets by giving priority to the following. Active learning and student participation in research a commitment to ICT supported education and learning with the aim of being a leader in a universally constructed digital learning environment continuing the development of educational methods, learning modes, forms of assessment, academic supervision and learning arenas (including ICT supported and problem, case and simulator based learning) with the aim of promoting outstanding education 1 Defined as full-time degree students who have passed their final examination
ensuring that students are given and seek to solve relevant issues from, and in cooperation with, business and government and the sectors we educate for establishing and strengthening arenas for discussion related to education and learning, with participation from both teachers and students including BA/BSc and MA/MSc students in active research teams utilising the international networks possessed by research staff to the benefit of students participation in national and international research schools, with responsibility for coordinating several of these. Innovation and entrepreneurship strengthening innovation and entrepreneurship in the study programme/subject portfolio, including assessment of an international MSc programme on innovation and entrepreneurship encouragement of entrepreneurial student activities internally, and in collaboration with Ipark and external partners. Throughput, internationalisation and recruitment measures to increase throughput and reduce dropout rates in study programmes from BA/BSc to PhD levels development of several joint MA/MSc and English language study programmes at MA/MSc level, and incorporation of an international semester at BA/BSc level strengthening the quality of BA/BSc studies as a basis for great student satisfaction increased recruitment of MA/MSc and PhD students, including industry PhDs actively marketing the study programme portfolio regionally, nationally and internationally. Social environment and infrastructure academic and social collaboration with the student organisations, particularly the StOr student union and the subject associations supporting measures for continued development of the study related social environment expansion of the library and library services, student facilities, extensions and new buildings in step with growth in academic activities, student numbers and student needs at any given time active participation in the development of Ullandhaug campus, with service functions such as a grocery store, hotel/visitor/temporary staff accommodation, sports facilities, health services and more, in cooperation with the student welfare service (SiS) and other partners work for a sustainable campus with the lowest possible impact on the climate active participation in efforts to build additional student accommodation in cooperation with SiS and StOr through information for central government, and supporting SiS in its work on alternative funding arrangements and so forth. Research and innovation Academic and artistic development work and research will be independent and innovative while maintaining a high level of quality, and in line with good research ethics. Research and innovation will contribute to knowledge based businesses, government and industries, and to overcoming global challenges. R&D activities will meet society s requirements for multidisciplinary and crossdisciplinary research. Our leading edge capabilities will maintain high international quality.
Management parameters Results 2012 Targets 2020 Publication points per teaching, research and dissemination (TRD) post 0.8 1.05 Total commercialisations 2 39 100 We will attain these goals by giving priority to the following. Top level research and publication commitment to programme areas for research implementing a top level research programme which strengthens our position when Norwegian centres of excellence (NCE), centres for research based innovation (CRI) and European Research Council projects are advertised applied, industry oriented, practical, profession oriented and socially relevant research, including assignments from and in collaboration with society, business and government more scientific publications through reputable national and international channels more scientific publications with international co authors international exchange of researchers schemes for encouraging outstanding young researchers access to advanced scientific equipment to attract top international expertise and external partners. Boundary zone and commercialisation establishment of research centres in close collaboration with IRIS active ownership of IRIS with clear research strategic interests in further development of the research institute strengthen the Prekubator TTO 3 as the university s TTO and develop, together with IRIS Forskninginvest and Ipark, an integrated innovation system at Ullandhaug campus based on collaboration and division of labour, and with the goal of becoming a national leader for research based industry and service development. 2 Business ideas, patent applications, licences and new enterprises created as a result of activity in one s own institution. 3 Technology transfer office.
Relationship chart for the University of Stavanger: priority institutional relationships 4 Dissemination and external relations Our staff and students will be visible in general and user oriented dissemination and through social activities, and make their mark in academic and social debate. We will aspire to providing good and relevant external information and to communicating with society in various arenas and through modern communication channels. We will be a regional driving force and a national development player of international significance in education, research and innovation. We will be a preferred partner for cultural, social and working life in western Norway. This interaction with external players will contribute to positive and knowledge based cultural, social and economic development in western Norway, and will be to mutual benefit and enrichment both for our partners and for us, our staff and our students. We will be internationally oriented and further develop our activities through collaboration with the ECIU and other international partners. 4 Relationship chart for the UiS SUS: Stavanger University Hospital. SAFER: Stavanger Acute Medicine Foundation for Education and Research. HSH: Stord/Haugesund University College. MHS: School of Mission and Theology. Local authorities: City of Stavanger (host local authority), Greater Stavanger, Rogaland county council and institutions in local and county government, including schools. UiA: University of Agder. UiN: University of Nordland.
Management parameters Results 2012 Targets 2020 Total alumni 6 900 15 000 Total dissemination contributions in Cristin 5 1 946 3 200 Satisfied employers in surveys N/A 9 of 10 We will reach these goals by giving priority to the following. External communication further development of uis.no as our primary external information channel, and disseminating information through social media contact with our alumni conferences organised by the university for academics, users and the general public, also in collaboration with other partners a continued commitment to Open Access publishing strengthening our profile as an outreach institution through public concerts, exhibitions, production of teaching aids, phonograms and artistic contributions, and through comment articles and other contributions in the media. Regional collaboration and development continuing our development in collaboration with StOr, SiS, local authorities and other regional partners collaboration with Stavanger University Hospital and other relevant centres of expertise in western Norway in a number of disciplines, and the development of our own faculty of health collaboration by students and staff with business and government in western Norway in both internal and external arenas making proposals and adopting measures which can realise the strategic business plans of Greater Stavanger and Rogaland county council in areas where we can contribute participation in relevant regional expertise clusters and NCEs. National and international partners further development of the higher education collaboration with the Universities of Agder and Bergen and the University Colleges of Stord/Haugesund and Bergen to strengthen the long term ability to innovate and create value in south western Norway collaboration with the Universities of Agder and Nordland, particularly in developing the subject areas of education, health and welfare 5 National Norwegian research information system.
collaboration with North Norwegian and international institutions on developing the High North active participation in the ECIU s various bodies, and continued development of our academic and administrative activities in collaboration with the other consortium universities collaboration with international universities, with the main emphasis on Europe and North America. Organisation and resources We will be a service oriented, dynamic and adaptable organisation, known for a university culture characterised by innovation and creativity, mutual respect and collaboration. Able personnel provide a means of reaching our targets. We will therefore give priority to recruiting, developing and retaining proficient staff and managers so that we can attain our goals in the core areas of an educational and learning environment, research and innovation, communication and external relations, and museum activities. Our managers will be result oriented and concerned with developing a positive working environment, gender balance and good working conditions for staff. We will strive to provide good and relevant information and communication internally in various arenas and through appropriate channels. Infrastructure, administrative and technical services, and operating parameters will support the development of academic activities and the learning environment. We will work to increase government grants and external financing. Management parameters Results 2012 Targets 2020 Proportion of jobs at associate professor level and above Proportion of women at associate professor level and above 67.3% 35% 75% 35% Total external financing in per cent of government grant 18.5% 30% Income from the Research Council per TRD post (in NOK 1 000) 49 160 EU revenues per TRD post (in NOK 1 000) 7 20 Satisfied staff in surveys N/A 9 of 10 We will attain these goals by giving priority to the following. Human resources strengthening educational expertise through the recruitment of accomplished staff with a commitment to teaching and through expertise development, e.g. with the aim of developing and adopting modern educational methods recruiting talented researchers and research entrepreneurs, while giving emphasis to qualifications in dissemination
management development and recruitment of managers with good results, project managers with drive, and well qualified technical administrative personnel who can further develop support functions competitive pay rates to recruit and retain able staff continue developing the ICT skills of staff by offering relevant courses active human resources management and policy measures which make it possible for staff, throughout their careers, to combine a challenging and personally rewarding job which makes delivery demands with the challenges faced in life s various stages. Organisational development a good and efficient information flow internally through actively seeking, giving and sharing information further development of our digital campus, embracing the development of an IT infrastructure which gives us good ICT tools for teaching and advising, improved opportunities to make teaching available on the web, better IT support for research and efficient IT support for administrative work and digital library services. External financing an increase in total external financing to the average level for Norwegian universities through continuing and further education (CFE) activities, good applications to the Research Council and the EU, and other grant based and contract work. Museum activities The high standard of the collections at the Museum of Archaeology will be safeguarded and developed. Cross disciplinary research and dissemination will be developed by the museum on the basis of its administrative assignments and collections. This will form the core of the new storage and dissemination building. The museum will rank as Norway s best dissemination institution in its genre. Management parameters Results 2012 Targets 2020 Museum visits by the general public 49 000 80 000 Revision and digitising of collections/archive N/A Complete We will attain these goals by giving priority to further development of our administrative responsibility for the cultural heritage of prehistoric and mediaeval times, in collaboration with regional and national partners development of research based on collections of cultural and natural history materials from Rogaland
development of dissemination based on research at the museum and our university through exhibitions, school services, other publication activities and the digital media development of a broad range of research dissemination through collaboration projects and by bringing in large exhibitions.