1 From University College to University Strategic Plan for
2 STRATEGIES Established by the University College Board on 23 April 2009, HS 2009/19 ABOUT THE PLAN The University College s Strategic Plan must be viewed in conjunction with the Ministry of Education and Research s objectives and performance management, as detailed in the sector and activities objectives in the annual allocation letter. The allocation letter s quantitative steering parameters and the parameters defined by the University College itself can be found under the different strategic objectives. The qualitative steering parameters that apply to the years in question can be seen on our website. The Strategic Plan and the objectives hierarchy that is established in the allocation letter form the basis for the half-yearly report to the Board. The University College s annual plans, including measures for the achievement of objectives, review of risk factors and plan of measures to reduce risks, are followed up by plans from the various faculties. Within the strategic objectives, separate plans of action may also be developed to support the strategic plan. The University College Board has decided that the Strategic Plan itself is to be reviewed and adjusted each year. This review is to be held during the June meeting. The Strategic Plan must be viewed in conjunction not only with the University College s annual allocation letter, but also with the Act relating to Universities and University Colleges and other legislation, regulations and decisions that govern the activities of the institution.
3 VISION: FROM UNIVERSITY COLLEGE TO UNIVERSITY MISSION Hedmark University College is to provide students with higher education based on the foremost research, academic and artistic development work and experience-based knowledge. The education provided is to prepare the students for living in an international knowledge society. The University College is to collaborate on education and research with other university colleges and universities, both nationally and internationally. The University College is to maintain its role as a regional competence institution, contribute to innovation and strengthen its collaboration with working life, society and the cultural sector. The University College has a special mission for disseminating research finds and an understanding of the principle of academic freedom and the use of scientific and artistic methods. VALUES Broad-mindedness, respect and professionalism are basic values for the University College s organisational culture and its learning environment. HUC is to be characterised by: a study and student environment that is inclusive, creative and challenging a research community that is critical, independent and aware of research ethics in its quest for new knowledge professional employees who are enthusiastic and have the ability to develop and interact both internally and externally a working and learning environment that maintains diversity, equality and antidiscrimination
4 STRATEGIC OBJECTIVE 1: BROAD CONSTRUCTION OF COMPETENCE AND INSTITUTION TOWARDS STATUS AS UNIVERSITY Hedmark University College is engaged in the work for realising the university ambition through the Inland University Project. The University College pursues a competence policy designed to develop the institution, ensuring quality in all segments, a good working environment and a working life that is less gender segregated. The Inland University Project is the University College s most important development and collaboration project as regards academic strategies. This project is managed in collaboration with the University Colleges of Gjøvik and Lillehammer, and with Hedmark and Oppland County Authorities. The University College s competence policy helps ensure high quality research and the research-based education of students with qualifications that are sought after by business and industry and by the public sector. There is special emphasis on the competence of professors and associate professors in the areas where the University College provides master s degree programmes and PhD programmes. At the same time, it is important to stimulate promotion to associate professorships and professorships. New employees in academic positions are required to have pedagogical qualifications. PhD candidates are to be linked to active research communities within the University College s strategic areas, where the University College itself has supervision competence. As regards both education and research, the University College s organisation and infrastructure are being developed in line with the requirements necessary for becoming accredited as a university. Study and research administration is being strengthened, and the library and ICT competence reflect the academic ambitions of the University College. The University College is a learning organisation and must use its own competence as a resource for further development. Competence plans are useful tools for competence development. The University College s competence policy contributes to an effective exploitation of the University College s resources. A continuously changing university college has employees and leaders with competence in development and adaptation. Hedmark University College has leaders who safeguard the University College s development requirements and manage the employees so that the human resources are developed and exploited in a good manner. percentage of leading positions of total number of academic positions the total percentage of women according to employment category number of disputations (own definition) flow through organised PhD education programme (own definition)
5 STRATEGIC OBJECTIVE 2: INSPIRING LEARNING ENVIRONMENTS AT ATTRACTIVE CAMPUSES Efforts are to be made to develop campuses with academically interesting, good and inclusive study and learning environments where there is collaboration with working life, society and the cultural sector. Hedmark University College has four campuses: Hamar, Elverum, Rena and Evenstad. The students learning environment comprises teaching, practical training, psychosocial, physical and welfare conditions. The campuses are to be recognised as being close to the students and for having study environments marked by professionalism, service and student welfare. Collaboration with the Student Organisation at Hedmark University College (StorHK) at institutional and faculty level provide a basis for active student participation on all four campuses. The learning environment is developed in collaboration with the Student Welfare Organisation in Hedmark, StorHK, the host municipalities and other local partners. The Learning Environment Committee coordinates and initiates efforts across the campuses. The basis for inclusive, creative and challenging learning environments is laid in efforts for academic and pedagogical renewal and in the provision of high quality library services, equipment, use of ICT-based learning platforms, supervision, service, administration and functional buildings. Developing all the buildings and the campuses is a major part of work on the learning environment. Teaching is research-based and helps the students enhance their change and development competence, develop a critical and reflective relationship to scientific knowledge and information, gain insight into scientific methods, and get to know and become engaged in the R&D work of the staff. The multi-cultural and international perspective is emphasised. Focus is directed towards the international students and the experiences all students have gained from international exchanges, which helps create a study environment characterised by diversity. The systematic work concerning the quality of studies is carried out in a dialogue between students, teachers and administration, and is followed up by the administration in accordance with the University College s quality assurance scheme. The quality of studies is further developed through different types of student evaluation and through the system for dealing with errors and deficiencies. The Learning Environment Committee carries out the student satisfaction survey. The annual quality report to the Board describes and analyses the quality assurance work and has a special focus on follow-up measures and improvements. The University College enhances opportunities for lifelong learning through its commitment to providing flexible courses in initial, continuing and further education. Study quality is promoted through internet-based and session-based studies with the use of modern ICT-based learning platforms. The sessions are usually held on campus. In special cases, decentralised studies are offered provided that the quality of the studies is maintained and that the financial conditions are favourable. new credits per own funded student per year students per teaching, research and dissemination position degree of student satisfaction (own definition) operational expenses per completed 60 credit unit
6 STRATEGIC OBJECTIVE 3: STUDY DEVELOPMENT BY OBJECTIVES The programmes of study provided by the University College are gathered in robust professional areas that respond to society s expectations, include international dimensions and profile the campuses towards a prospective university. The programmes of study help increase the recruitment of new students.. The core activities of Hedmark University College are programmes of professional study (teacher education and nursing education), vocational education linked to the agricultural and forestry county of Hedmark, and study programmes and vocational education oriented towards business and industry and towards the public sector. The study and research profile of the different campuses is concentrated on the core areas. The University College s work concerning the Inland University Project has further developed both the professional study programmes and regionally important study programmes in the inland counties of Hedmark and Oppland. The professional communities and research have been strengthened so that the University College has attained a position where it is able to establish master s degree programmes at all the campuses. PhDs are being developed within two areas: the teacher education programmes are being strengthened with a PhD in Cultural and Subject Didactics, while the Forestry and Wilderness education programmes are being strengthened with a PhD in Applied Ecology. The study programmes must be viewed in conjunction with the University College s priority areas, its efforts for attaining university status and the expectations of society. Robust subject areas are created by organising coherent study pathways with the 1-year programmes and bachelor s degree programmes representing the foundation and with master s degree programmes and PhDs being strategic spearheads. In the case of bachelor s and master s degree programmes where the University College itself does not provide any further education, there is collaboration with other institutions concerning such add-on opportunities. There is also collaboration with the other inland university colleges regarding study programmes, among other things a PhD in Visual Media, and also with other national and international partners. Collaboration with working and social life both private and public sectors helps develop good cohesion between the education and the profession or trade for which the education qualifies. Taking these principles and frameworks as a starting point, the further development of the University College s programmes of study takes place in a dynamic, systematic and continual process. An international perspective is part of all the programmes of study provided and forms a basis for the candidates competence. This is ensured by mobility, professional collaboration and by strengthening and further developing the international contact network and institutional collaboration. The strategic work on internationalisation is based on collaboration with selected institutions. The University College teaches selected subjects and courses in English. The University College s courses in Norwegian language and culture for international students are also offered to students at the other inland university colleges. The University College strives to secure an ever better position in the student market. Academically sound studies in inclusive, creative and challenging learning environments create a good reputation. At the same time, marketing activities are carried out systematically in order to ensure that recruitment to all study programmes continues to be good.
7 number of primary applicants per student place study programmes and courses in collaboration with other institutions number of exchange students number of courses and study programmes taught in foreign languages study programmes and courses in collaboration with foreign institutions
8 STRATEGIC OBJECTIVE 4: STRENGTHENED R&D CULTURE, STRONG R&D COMMUNITIES It is important to build a strong R&D culture with the aid of profiled priority areas and by making space for active research communities in research groups. The University College s R&D activities are to be further developed in order to achieve stronger cohesion between research and the education provided. The University College has priority areas linked to R&D that is oriented towards the professions and vocations, and to R&D with regional perspectives. These areas are decided by the Board for periods of four years and are especially important in the long-term. The professional and vocational orientation is currently ensured by: Arena for Cultural and Language Subjects, Multi-cultural Kindergarten and School, Mental Health and Society: Knowledge Generation in Practice and Providing Services, Leadership and Communication. Special regional perspectives are currently ensured by: Applied Ecology, Biotechnology and Local Community Development, Innovation, Value Creation and Entrepreneurship. The priority areas strengthen prioritised communities for research and development. At the same time, the areas for master s and PhD degrees arise from the professionally and regionally oriented R&D. Research is also to be strengthened and further developed with the use of more flexible researcher groups established round active researchers with excellent competence. These groups may arise from the priority areas or be rooted in other areas where the University College has special competence when special needs crop up. The R&D administration at institutional and faculty level promotes an active culture for research, facilitate supervision and contributes to the development of international research and support functions for R&D activities. The R&D resources of the University College and the faculties are objectives-oriented and coordinated so as to exploit the potential of the institution, academic communities and staff in order to increase research activities and their quality, as well as strengthen internal and external collaboration. The most important instrument for building a culture for R&D is to employ outstanding researchers of both genders and to adapt conditions so that they may collaborate internally and externally. At the same time, researchers of this kind are the University College s greatest asset when it comes to acquiring external research funds. the number of employees contributing to scientific publication credits (own production)
9 STRATEGIC OBJECTIVE 5: INCREASED RESEARCH, ENHANCED QUALITY R&D production is to be increased and the quality is to be enhanced. Attention is to be given especially to research linked to prioritised areas. The University College s research contributes to the development of international knowledge within our academic areas. The efforts of individual members of staff are fundamental. The University College works purposefully on internal competence building, an intentional employment policy, strengthening research management and supervision, facilitating increased research publication and dissemination and collaborating with others regionally, nationally and internationally. The University College s commitment to strengthening the quality and scope of our research makes us a profiled and strong participant in the Inland University Project. The University College is an important research institution for the Inland region and contributes to a positive development for R&D results in the area. Our collected activities are to ensure both academic breadth and in-depth specialisation in selected areas. Especially substantial research activities are required in areas where the University College offers master s degree programmes and PhD programmes. The professional education programmes are to develop new knowledge about education and health. The University College is also responsible for developing new knowledge about, and for the benefit of, the Inland region. In collaboration with others, the University College contributes to innovation and to cultural, social, industrial and commercial development. Enhancing research results is a pre-requisite for achieving the vision of becoming a university. This requires good collaboration and a high level of activity internationally and nationally. Collaboration in international and national research networks is to be stimulated and strengthened through participation in and the organisation of scientific conferences, seminars, symposiums and meetings. The University College s stipend funds are to be especially aimed at competence enhancement towards associate professorships and professorships, but are also to allow more R&D. The recruitment PhD positions ensure an annual advertisement of doctoral degree grants within strategic areas. The grants are to contribute to the University College s research finds being published in acknowledged scientific publication channels. In order to strengthen organised research training and provide the PhD candidates with a broader range of opportunities and a more extensive academic community the University College collaborates with cross-institutional schools of research in selected areas. publication credits per teaching, research and dissemination position scientific conference contributions at national and international conferences (own definition) operational expenses per publication credit
10 STRATEGIC OBJECTIVE 6: ACTIVE AND ENTHUSIASTIC DISSEMINATION OF RESEARCH AND DEVELOPMENT WORK The dissemination of the results of research and development work to students, regional collaboration partners and the general public is to be strengthened. Results of research and development work and artistic development work are disseminated not only through the academic systems. New knowledge and insight are also communicated to our own students, professionals in public sector activities, cultural life, industry and commerce and the general public. The University College s commitment to an active and enthusiastic dissemination of R&D is aimed at increasing the understanding of the significance and potential of research and of society s expectations the University College. The students benefit from being part of a research culture in its broad sense. The staff impart this culture to the students when disseminating their own and their colleagues research, and when including the students in research and development work whenever possible. In order to raise more publicity about the University College s R&D work, the dissemination of information is to be further developed. The University College website is also used for this purpose. When the University College s academic staff appear in the media, disseminate research finds and take part in public debates, they show the University College to be an active research institution and collaboration partner, not least in its own region. Increased effort regarding dissemination means that the University College is engaged in the further development of existing arenas where R&D results are disseminated to regional target groups. Such collaboration arenas for various important areas must also be developed. The annual Research Days are well-established and are to be given greater emphasis with a view to reaching the general public and regional collaboration partners. The University College supports the researchers dissemination competence by organising courses and other measures. results within academic and artistic development work and dissemination (own definition)
11 STRATEGIC OBJECTIVE 7: CONTRACT RESEARCH THAT BUILDS ACADEMIC COMPETENCE REGIONALLY, NATIONALLY AND INTERNATIONALLY Through research funded by contributions and on commission, the University College strengthens its collaboration with public and private enterprises, further develops its own competence and develops new knowledge. Hedmark University College has competence within education and R&D which is in demand locally, regionally, nationally and internationally. Collaboration with major regional actors and clusters of enterprises strengthen the development and resilience of the University College s campuses. The University College is one of the state university colleges with the most extensive contract research funded by contributions and on commission (Norwegian acronym BOA). The University College wishes to strengthen its position further by nationally and internationally appearing competitive with regard to carrying out educational and research commissions for working and social life and by competing for and winning projects funded by the Research Council of Norway, the EU, SIU, NORAD and other public and private principals. In both public and private sectors, the University College is to develop further and increase its externally funded educational activities. Working life will become increasingly dependent on the services provided by the educational and research system. With the aid of externally funded activities, the University College may be quicker at perceiving needs and thereby adjusting to changes and needs in working life. This activity helps the University College enhance its own innovation, development, studies and competence building. Contract research also means greater flexibility in the use of the University College staff. Closer and more binding collaboration between the University College, business life, the public sector and other actors is essential if funds channelled towards contract research are to lead to good value creation. Changes in legislation make the commercialisation of research results possible. scope of contract research Research Council of Norway allocation per teaching, research and dissemination position EU allocation per teaching, research and dissemination position revenue from contract research (own definition) received business ideas and received business ideas that have resulted in new companies
12 STRATEGIC OBJECTIVE 8: ADMINISTRATION WITH HIGH COMPETENCE THAT HELPS REALISE ACADEMIC PRIORITIES High, professional administrative competence and a correctly dimensioned administration support the core activities in a manner that strengthens the University College s ambition of professionalism in all segments and an efficient use of resources. In order to achieve the University College s vision of qualifying as a university, there must be greater professionalism and competence development within all the administrative areas. There will in future be stricter requirements as regards specialised competence. Among other things, this is connected with the introduction of management by objectives and performance with integrated risk management, greater demands for professionalism, documentation and audit trails in all working processes and an increased need for understanding and efficient use of complex ICT-based tools. There is hard competition when it comes to students, members of staff and research funds. The authorities expectations and demands concerning high quality and efficient operations are stricter than ever. Against this backdrop, the University College must work in accordance with a philosophy for continuous improvements and endeavours for best practice in all processes, while at the same time there must be strict financial management in all organisational segments. The University College will carry on working to achieve an efficient use of the collected administrative HR competence and capacity, including carrying out a division of labour and specialisation across organisational levels and faculties. Comprehensive administrative responsibility will be further developed, among other things by establishing teams that are responsible for parts of the different administrative areas. Change and adaptation competence and flexibility are defined as critical success factors in all areas. Within the different administrative areas, running operations will take up a significant part of the working hours, but emphasis will also be placed on continuous improvement and development work. Tight budgets mean that we must constantly try to find more efficient ways of performing tasks, clarifying roles and areas of responsibility, and deciding clear priorities and downgrading priorities. Prioritising activities within a tight framework is an administrative responsibility at all organisational levels. The University College is characterised by having high ambitions for itself and facing high expectations from many interest groups. As all members of staff face high demands, it is important for the University College that employees feel well-being and have a sense of belonging to their place of work. The University College carries out regular employee satisfaction surveys that are actively followed up, so as to develop further a positive working environment characterised by diversity, equality and anti-discrimination. the proportion between academic and administrative staff operational expenses per 60 credit equivalents operational expenses per publication credit percentage of employees who are comfortable with their place of work percentage of absence due to illness