Strategic Plan 2016-2021 - La Sapienza
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Strategic Plan 2016-2021
Strategic Plan 2016-2021 Developing the Future A cura del Gruppo di lavoro sul Piano strategico
Summary
Introduction 7
Strategic Plan 2016-2021 9
1 Strategy Foundations 11
1.1 Mission 12
1.2 Vision 12
1.3 Values 13
1.4 Stakeholders 14
1.5 Sapienza @ Glance 18
2 The Strategic Planning Process 25
2.1 Positioning Analysis 26
3 Strategic Objectives 33
3.1 Ensure a sustainable, quality education,
even at the international level 34
3.2 Improve the productivity and quality of research,
even at the international level 36
3.3 Pursue socially responsible development 38
3.4 Guarantee sustainable space, structures and construction 40
3.5 Ensure quality and transparency, simplification and participation 42
Afterword 45
Glossary 49
Strategic Plan 2016-2021 Sapienza University of Rome 5
Introduction Sapienza University was one of the first Italian universities to initiate a strategic planning process, nearly ten years ago. The first Strategic Plan (2007-2012) allowed the university to define the mission, vision and values that form the university’s identity, while the second plan (2012-2015) reinterpreted its strategic role, aligning it with new changes introduced by legislative requirements and internal reorganisation. The present Strategic Plan (2016-2021) has been developed during a period of economic crisis that has witnessed the reduction of public funding for the university system. More than ever before, it is a fundamental tool to invest on the future and an opportunity to redefine the university’s strategic outlook: excellence-level education and research, the international role of Sapienza University and the guarantee of an effective right-to-study for our students. Over the course of its long history, Sapienza University has faced profound changes that have transformed it into what the university is now. It is with this awareness, buttressed by our past, that we embark on a new journey to create the future. Strategic objectives must be renewed and updated to keep abreast of the times, but without forgetting the past or uncritically following current trends. This is not an easy bet for Sapienza, which remains a large, generalist university that aims to provide everyone with a quality education, whilst pursuing scientific excellence and merit. The objective is to promote an idea of shared culture that is open to dialogue, not only with the scientific and academic community, but also to society and the country, in general, an inclusive and service vocation at large. Eugenio Gaudio, Rector, Sapienza University of Rome Rector Eugenio Gaudio with CIAO Orientation Office Student Collaborators Strategic Plan 2016-2021 Sapienza University of Rome 7
Strategic Plan 2016-2021
1. Strategy Foundations
Sapienza’s strategic decisions • It has a library system
are deeply rooted in its history, composed of 55 libraries
its unique characteristics that allow the conservation,
and the many local resources promotion and integrated
it can draw upon. management of Sapienza’s
documentary heritage.
• It is a public university
• It has 11 faculties,
founded centuries ago. It is
63 departments and
the largest university in Europe
a School of Advanced Studies
and has a prestigious
with interdisciplinary
and prominent cultural
programmes
and scientific heritage.
for top-level students.
• It is in Rome, the capital
• It has a partnership
of Italy, a timeless city of art
with the “Unitelma Sapienza”
and history, and seat
on-line university;
to the Italian Government.
• It has two university hospitals
• Its university campus
that are integrated
is referred to as “a city in the city.”
into the university’s didactic,
• It has a museum network scientific and care activities.
with 18 museums and other
important structures (Theatres,
Botanical Garden, etc.) that are
part of the local cultural system.
Arturo Martini’s Minerva (detail)
Strategic Plan 2016-2021 Sapienza University of Rome 11
La missione
1.1 Mission La visione I valori
1.3 Values • Inseparable nature
of research and teaching
Sapienza is a The values (educational activity
that define the identity can only be developed through
“research, study and educational
of Sapienza University include: adequate research activities);
community in which
professors, administrators, • Orientation towards
• Freedom of thought
technical/administrative staff excellence and innovation
and research to ensure
and students participate in research and education
a plurality of cultures
fully in the context of their as an investment in the future;
and ideas;
respective competences,
• Evaluation and merit through
functions and responsibilities…” • Social responsibility
an assessment system based
[Art. 1, Statute] (education and research
on merit for university activities;
that contribute
Thus, the mission
1.2 Vision to the civil and economic • Transparency with special
development of society, reference to the educational
of Sapienza University
Sapienza is characterized by a rich the city and the country); agreement between
is defined as follows:
historical heritage and identity. the university and students;
• Independence in scientific,
“Sapienza University contributes Its vast portfolio of competences
didactic and organisational • Orientation towards
to the development allows it to provide excellence
matters, as well as in terms continuous improvement
of a knowledge society through in education and research,
of finance and accounting; as a guiding
research, high-quality education at a national and international level,
management criterion;
and international cooperation.” as well as to be a protagonist • Competitiveness
[Art. 1, General Regulations] of local economic in the university system; • Development
and social processes. of professional competences
• Participation in all facets
in educational processes;
of the university community
The vision of Sapienza University
(professors, students, • Orientation towards service
is worded as follows:
technical-administrative staff); of students and other interlocutors.
“Sapienza is a free
and independent university
that participates
in the international
scientific community
as an institution of excellence
and quality in education
and research. It is at the centre
of the economic development
of the city and the country.”
[Art. 1, General Regulations]
Noble Prize Winners and Famous Professors and Graduates “RoboExNovo Robots” Project – European Research Council Starting Grant
Strategic Plan 2016-2021 Sapienza University of Rome 12 Strategic Plan 2016-2021 Sapienza University of Rome 13
Gli stakeholder
1.4 Stakeholders Sapienza is at the centre External
Stakeholders
• Agencies – associations,
of a network of interactions, foundations and consortiums
The strategies of the university as well as modern that promote education
– conceived as a dynamic system and strategic values, that involve: and research;
of relations and values – must • Local, national
address all the stakeholders who, • Students – the foremost
and international institutions
directly or indirectly, are involved beneficiaries of the knowledge
(Region, Metropolitan City,
in the activities of the organisation. construction and transmission
Municipality, Ministries,
process are Italian
European Union, etc.)
The identification of the individuals and international students,
– with which relations
and groups who can influence including student workers
are fundamental both to abate
or be influenced by Sapienza policy and working students.;
the risk of becoming
is a fundamental step to understand self-referential and to access
• Alumni – former students
their needs and improve all opportunities to share new policy;
who also enjoy placement
both the efficiency and efficacy
services and can create • National Government
of university operations.
the university community, (particularly the Ministry
even after ending their studies; of Education, University
• Families – all those who and Research) – as our main source
are interested in the professional of financing and legislation;
future of their children, but also • Productive world
are potential beneficiaries (enterprise, non-profits)
of lifelong learning processes; – as a destination
Student Life
• Civil Society – everyone for the professional competences
who is interested in participating and skills developed through
and sharing in sharing science study and an interlocutor
and knowledge; interested in the development
of human capital and the results
• Secondary School of scientific and applied research;
– which is in constant contact
with the university to inform • Service and product providers
and orient future students; – for the relevant effects
on the local economy;
• Italian and foreign
• Media and communications
universities – partners
– the press and all other media
that strengthen the virtuous
that transmit information;
relationship between society
and academia, as well • National and international
as competitors on the global scientific community
market for education – interested in the evolution
Students and Families at the Sapienza “Open Days” in July
and scientific production; of knowledge.
Strategic Plan 2016-2021 Sapienza University of Rome 14 Strategic Plan 2016-2021 Sapienza University of Rome 15
The university community Internal
Stakeholders
is composed of solidary actors
in a process that aims to promote
knowledge, research, innovation
and education:
• Academic staff – as promoters
of an extraordinary trove of
knowledge and know-how:
– Professors
– Researchers
– Faculty Deans
– Department Directors
• Technical, Administrative
and Library staff – a wealth
Info Desk for Student Services and Associations of operative, technical-specialist Law Lecture Hall V – Renovated between 2015 and 2016
and management know-how
in the central administration
and structures of the university:
– Directors
– Office Managers
– Sector Managers
– Deputy Administrative Directors
– Managers
• University Governance
– Rector
– Academic Senate
– Management Board
Private Law Library – Open 24H Humanities “Angelo Monteverdi” Library – One of Sapienza’s 55 Libraries
– Director General
– Audit Committee
– Assessment Committee
– Deputy Rectors and Delegates
– Quality Committee
– Peer Commissions
– Monitoring Committees
– Guarantee Committee
– Degree Programme Committees
– Trade Unions
and Student Representatives
New Organic Chemistry Labs (detail) Visit by Moscow State University of Medicine Delegation – March 21, 2016
Strategic Plan 2016-2021 Sapienza University of Rome 16 Strategic Plan 2016-2021 Sapienza University of Rome 17
1.5 Sapienza @ Glance Students
111.602
enrolled
2015-2016
1303 students enrolled
in all educational programmes
102.048
year
of foundation students enrolled
in bachelors and masters
programmes
1 16 14 27.095
main campus campuses campuses first-year students
in Rome outside Rome
9.554
graduate students
enrolled in PhD
63 11 1
programmes
departments faculties school of
advanced studies
1
school
of aerospace
2
university
hospitals
2
decentralised
campuses:
13
management
areas
18.144
Latina & Rieti
graduates in 2015
55 18 25
libraries museums research centres
Strategic Plan 2016-2021 Sapienza University of Rome 18 Strategic Plan 2016-2021 Sapienza University of Rome 19Educational Personnel
152 102 13 4.002 763 1.248
Programmes (31.12.2015)
2015-2016
full professors associate professors
bachelors masters single cycle academic personnel
(bachelors+masters)
1.391 157
programmes programmes
programmes
university university researchers
researchers (fixed-term contract)
25
international
programmes
443
contact lecturers
78 241 88
PhD programmes masters specialization
schools
69
language
teaching
87 65 8
assistants
1st level medical area sanitary area
master courses
154 3 5
2nd level dentistry area psychological area
master courses
6 protection,
management
and enhancement
of cultural
1
legal professions
area
2.243 1.919
heritage area administrative
administrative
& technical personnel
personnel in university hospitals
Strategic Plan 2016-2021 Sapienza University of Rome 20 Strategic Plan 2016-2021 Sapienza University of Rome 21^ Science Lab Trials
^ New Student Office – Political Science, Sociology and Communications ^ Valle Giulia Faculty of Architecture v “Giovanni Boaga” Engineering Library v Child Experimenting with Augmented Reality – Maker Faire 2015 v Tor di Quinto Sports Facilities ^ Students at Sapienza “Open Days”
v Museum System Info Point
Strategic Plan 2016-2021 Sapienza University of Rome 22 Strategic Plan 2016-2021 Sapienza University of Rome 232. The Strategic
Planning Process
To invest resolutely in the future, This update began
Sapienza must act as a protagonist with an analysis of the previous
in the process of continuous strategic outlook based
innovation of the university system on the results obtained
and in the overall framework over 2012-15 and the university
of the knowledge society. policy documents.
Indeed, Sapienza aims at A committee, formed by political
increasingly higher levels of quality, and administrative directors,
promoting and catalysing a fruitful provided the elements necessary
synergy between education to update this document.
and research that will make
Sapienza the driving force behind
policies for development
and innovation, as well
as a reference point for enterprise
and local activities.
In this sense, this strategic plan
is an essential tool to outline
the areas for development
that the university intends
to pursue and the strategy
to accomplish these objectives.
This third strategic plan builds
upon previous plans and arises
as a natural evolution
of the university
strategic outlook that has been
updated to reflect the new social,
legislative and evolutionary context.
“Open Sapienza” Storytelling – Transparency and Anti-Corruption Day (May 18, 2015)
Strategic Plan 2016-2021 Sapienza University of Rome 25In addition to the institutional 2.1 Positioning
educational mission,
the key issues that inspired Analysis
the process of strategic planning
focused on: A new SWOT Analysis
was conducted to focus
• the central role of students on the new strategic planning
process and identify the pros
• the international dimension and cons of the internal context
• the third mission and the opportunities and threats
Restoration of Mario Sironi’s Mural in the Aula Magna
– greater attention deriving from external factors.
to the social role The results highlighted
the most promising strategic The positioning analysis Relevant Ministerial Documents
of the university through quality,
actions, associated was based on various MIUR Outlook 2016
transparency, participation
with reference indicators, university documents (see table) National Research Programme 2015-2020
and simplification.
that will represent that starting to implement policy EU Horizon 2020 Framework Programme
coherent with the national strategy ANVUR Report on State of University
Moreover, the document point for the university’s activities.
and Research System 2016
and the objectives
also incorporates all the strategic Ministerial Decree 335/2015 – Criteria
of the European Higher
guidelines indicated for Assignment of Funding 2015
Education Area.
by the Ministry of Education, Ministerial Decree 552/2016 - Criteria
University and Research (MIUR), for Assignment of Funding 2016.
In fact, pursuing objectives Ministerial Decree 635/2016:
with special attention
such as: General Guidelines for University
to making the university 2016-2018 and Indicators
increasingly competitive for Periodic Result Assessment
• Developing good quality
on the international level. AVA System (ANVUR
higher education for everyone, & DDMM documents)
• Increasing the employment
University Documents
prospects of graduates
Strategic Plan 2012-2015
and strengthening
Programme 2013-2015
international mobility as a tool
Rector’s Electoral Programme
for improving education (2014-2020)
NVA Annual Report 2015 & 2016
allows universities to implement Performance Reports 2014 & 2015
significant changes and pursue Social Budget 2015
the route undertaken Budget 2015
with the Bologna Process. Quality Policy and Objectives 2016
Prince Rania al-Abd Allah of Jordan Receives Honorary Degree (December 10, 2015)
Strategic Plan 2016-2021 Sapienza University of Rome 26 Strategic Plan 2016-2021 Sapienza University of Rome 27Specific attention was paid The General Planning Outline
to university orientation documents, for the University System decree
including the MIUR document is another policy document
that identified policy priorities that identifies the objectives,
for 2016 and relative actions and areas for which
activity areas. The most significant each university is called to adopt
of these are: coherent programmes.
Over 2016-18, besides improving
• increase the number of courses the previous results obtained
and programmes to provide through strategic actions,
students with a vast choice the decree indicates further
of knowledge and competences objectives such as modernization Erasmus+ Students at the Sapienza International Student Welcome Week
that are attractive to employers; of study and research environments,
innovation of didactic
• provide concrete work
methodologies, recruitment
experience through
of young researchers
School-Work Programmes;
and merit-based awards
• promote a culture for academic staff. Moreover,
of evaluation directly related for the first time, an explicit
to educational priorities connection has been drawn
and management objectives; between first-cycle degrees
and the merit-based quota
• develop orientation programmes
of university FFO funding
to reduce the number
(“Fondo di finanziamento ordinario”)
of students who do not finish
with the objective of promoting Inauguration of 2015-16 Academic Year with Italian President
their degree programme
independence, revealing
as scheduled and/or
the growing interconnection
who drop out; Last, but not least, The results of the positioning
between planning, obtaining
are the decrees regulating analysis are illustrated below.
• develop “right to education” objectives and rewards.
the allocation of FFO funds
policy to promote merit;
and staff management
• promote the attractiveness over the past years to identify
and internationalisation the best actions to implement
of the university through to optimise the assignment
global mobility of students, of resources, both in terms
researchers and professors of funding and human resources,
and a flexible based on the increasing merit-based
and inter-disciplinary character of these allocations.
educational offer.
Strategic Plan 2016-2021 Sapienza University of Rome 28 Strategic Plan 2016-2021 Sapienza University of Rome 29Strengths Advanced level
of digitalized services for students
University collective
agreement contracts
Management complexity
due to size of university
Limited tutoring activities
to help prevent dropouts and delays Weaknesses
with most of the resources in completion of studies
Attractiveness of the university Unique library system linked to personnel merit Limited availability of student housing Lack of policy
in terms of prestige with a vast number of libraries and productivity with respect to potential demand Presence of inactive professors for managing documentation
and geographical location (including some open 24 hours) to promote the achievement and researchers which delays the digitalisation
and a digital research system of institutional objectives Persistence of dropouts and delays of administrative procedures
Excellent reputation in completion of studies Presence of professors
and scientific credibility Active participation Wide range of cultural activities that provide inadequate teaching Data management
of the university and its teachers, in major international networks and other events for students, High student/faculty ratio is not completely centralised
as also confirmed academic staff, in some faculties Limited presence of foreign professors
by international rankings Significant funds available technical-administrative personnel and researchers Average age
for international mobility and citizens Limited number of courses of academic staff
Wide range of educational (studies and traineeships) and programmes held in English Lack of a common language and technical-administrative
programmes at all levels, A wide range of sports facilities amongst technical-administrative staff personnel is quite high
including post-degree programmes Economic-financial that also host Percentage of foreign students
and several programmes not offered structural equilibrium multi-disciplinary activities out of total student population
in other regional universities is below the average
Consistent presence Performance cycle extended of similar universities
University campus spread
of human capital to department structures
over 35,000 square metres
in post-degree programmes
and prestigious historical buildings Reduction of public funding Absence of incentives
(doctorates, specialisation programmes) Great interest and resources
throughout the city of Rome and instability of resource for academic staff
and beginning research dedicated to lifelong learning
(post-doctoral researchers allocation model
School of Advanced Studies Reduction of turnover
and scholarship holders) Fully functional system
Unfavourable national economic due to legislative barriers
Partnership with the Unitelma Sapienza for economic and assets
conditions with a reduction that limit the use of resources
On-line University accounting and single budget
of private investments
in partnership activities Delays and lack of clear rules
with the university for national research
Presence of the central government Far-reaching collaboration Improvement of planning, and innovation strategy
with other national and international control and management system Lack of a dynamic regional
Presence of several national universities, agencies and networks industrial system Strong competition of universities
and international, scientific Use of anti-corruption and research centres at the local,
and cultural, institutions, Opening of new university office and transparency tools Legislative barriers typical national and international levels
agencies and organisations in Brussels to promote relations for management control of public administrations
with the European institutions and resources Difficulty in finding
Presence of Sapienza Lack of stable reference points and high cost of housing
representatives in national Large non-resident Technological and organisational for national university policy for both Italian and foreign students
and international organisms student population improvement of document flow with often uncertain legislation and professors which represents
a potential threat
Public nature of university to the city’s attractiveness
Extension of university housing Implementation
and partial reduction
with national co-financing of archive simplification,
of university autonomy Block of national collective
organisation and digitalisation,
by recent legislative action agreement contracts
Extension and improvement also to gain space
for technical-administrative personnel
of sports facilities Centralised standard
Opportunities
Important funding opportunities
Threats
ministerial procedures devised
Sapienza brand under Horizon 2020 for small universities
Strategic
Piano strategico
Plan 2016-2021
2016-2021Sapienza
Sapienza
University
Università
of di
Rome
Roma 30 Strategic
Piano strategico
Plan 2016-2021
2016-2021Sapienza
Sapienza
University
Università
of di
Rome
Roma 313. Strategic Objectives
Based on our analyses,
Ensure
we have defined the following
a sustainable,
strategic objectives::
quality education,
even at the
international level
Improve
the productivity
and quality
of research,
even at the
international level
Pursue
socially
responsible
development
Guarantee
sustainable space,
structures
and construction
Ensure quality These objectives are directly
and transparency, related to the strategic actions
simplification that define their application.
and participation Each group of strategic actions
provides impact indicators
that can be used to monitor
the development of the university’s
strategic activities throughout
the reference period
of the current plan..
Strategic Plan 2016-2021 Sapienza University of Rome 333.1. Ensure Sustainable, or difficulties that can lead
Ensure
High Quality Education, to students abandoning
a sustainable,
even at the International Level the knowledge challenge.
quality education,
Moreover, students need
A modern university that faces even at the
not only be carefully supported
Didascalia Photo: Fulvio Ricci, Sapienza Professor and Project Virgo Coordinator, explains the detection of gravitational waves to his students (Februray 15, 2016)
the challenges posed international level Strategic Actions Impact Indicators
and guided, but also listened 1. Promote regular Percentage of students
by the job market to: identifying their opinions student careers enrolled in the second year
must plan and relaunch, is the best tool to identify of the same degree programme
2. Reduce student drop-out rates,
with the full involvement (Bachelors, Single Cycle)
critical issues. Naturally, even through aimed orientation
of all subject areas, a sustainable and tutoring policy Percentage of students
these issues must then be acted
enrolled in the second year
and high quality range of courses upon with corrective measures. 3. Balance, where necessary,
of the same degree programme
and programmes, characterized the student/professor ratio
having acquired
by innovative degree Educational internationalisation 4. Provide interdisciplinary no less than 40 CFUs
programmes that correspond is a fundamental strategic objective and flexible programmes, (Bachelors, Single Cycle)
to changes in society, for any university and Sapienza with special attention Drop-out rate for Years
new international programmes, to lifelong learning projects One and Two
intends to be a leader
adequate services structures 5. Clearly define (Bachelors, Single Cycle)
in this process. To achieve
for students (lecture halls learning outcomes Number of applications
an international dimension,
to School of Advanced Studies
and libraries, study rooms the university must intensify 6. Increase courses
calls and number of applications
open 24H following the best and programmes provided
its commitment to increase from other regions
via distance-learning
international practices). the number of courses and/or innovative methodologies Number of students coming
and programmes held in English from other universities
7. Monitor educational process
The quality of the courses and promote the mobility for Masters Programmes
through student satisfaction
and programmes certifies of students and professors evaluation and monitoring Percentage of students satisfied
the quality of our graduates so that the university of educational results with degree programme
and, consequently, will become even more attractive 8. Improve the national Number of international
their attractiveness and stimulating to both Italian and international degree programmes
to the labour market. and foreign students, attractiveness of students Percentage of foreign students
Moreover, students who pursue and professors enrolled in year one (Bachelors,
who are equally global citizens.
Single Cycle, Masters)
a well-designed programme 9. Increase courses
with a clear objective and programmes in English Number of outgoing students
(Erasmus+)
are further aided in their careers. 10. Improve students’
linguistic abilities Number of incoming students
(Erasmus+)
In this sense, it is fundamental 11. Increase the global mobility
Number of professors
to guarantee adequate orientation of students and professors
abroad on mobility
and tutoring policies to help with Erasmus+ Programmes
all students both in their initial choices
Number of visiting professors
and throughout their studies, financed by university funds
minimizing wrong choices Percentage of degrees
with CFUs acquired abroad
Strategic Plan 2016-2021 Sapienza University of Rome 34 Strategic Plan 2016-2021 Sapienza University of Rome 353.2. Improve the productivity As such, Sapienza
Improve
and quality of research, is a protagonist
the productivity
even at the international level of both European
and quality
and international events.
Scientific research is one of research,
It promotes research mobility Strategic Actions Impact Indicators
of the fundamental elements even at the
and collaboration 1. Support basic research Average number of publications
of added value for the university. international level
through university funds 2. Promote technological
per professor (CUN Area)
Therefore, supporting basic research to attract visiting professors. innovation, infrastructure Income from commissioned
with concrete help and driving and tools for excellence research and technology transfer
Didascalia Photo: The new diffractometer (Energy Disperse X-ray Diffraction) with three detectors, designed and developed at Sapienza
its continuous improvement A special place is reserved in research
Income from competitively-
is a basic strategic objective, for the education 3. Promote and develop financed research
including the scientific monitoring of young researchers third mission activities
Number of visiting professors
of academic staff that will allow and to promote doctoral 4. Monitor per research activity financed
us to reward excellence and activate programmes. Moreover, the scientific production by the university
support measures for less active the university supports student of academic staff
Proportion of enrolled
members and reduce their numbers. and graduate self-employment 5. Define reward mechanisms doctoral students who earned
and the signature of agreements for scientific production their degree at another university
The definition of a shared scientific with crowdfunding platforms 6. Reduce the number Number of foreign
project requires a policy to promote research results of inactive professors doctoral students
for the purchase of major and researchers
and their transfer through Number of doctoral students
international-level scientific tools the creation of spin-offs 7. Develop the ability who request further funding
for the university that can be used to attract financial resources to conduct research abroad
and start-ups.
by researchers from Italian 8. Promote participation Number of doctoral students
and foreign universities. in competitive calls on international mobility
Moreover, an optimal management 9. Promote university patents Resources funded
of the research catalogue 10. Promote and monitor university
for university research projects
is necessary to access European and major scientific tools
spin-offs and start-ups
funds to support competitive calls.
11. Promote
In this framework, it is essential research mobility policy
for Sapienza to be present
12. Improve
in Brussels, to support the international attractiveness
the university’s areas of scientific of academic staff
excellence and to undertake 13. Promote research doctorates
joint actions and collaborate
on research projects
with other prestigious,
international renowned universities.
Strategic Plan 2016-2021 Sapienza University of Rome 36 Strategic Plan 2016-2021 Sapienza University of Rome 373.3. Pursue socially This has led to the development
Pursue
responsible development of a far-reaching cultural project
socially
in which Sapienza
The right to study is a strategic responsible
is at the forefront in the promotion
guiding value that must be development
of a European knowledge society, Strategic Actions Impact Indicators
guaranteed throughout advancing equal opportunities 1. Improve the right to study Number of cultural
Sapienza University to attract at all levels, contrasting all forms events organised
2. Promote integration
both Italian and foreign students of discrimination, and encouraging with local community Percentage of first year students
and accompany them along events, public meetings and economy from other provinces in Lazio
a process that is and educational activities 3. Strengthen relations Maintenance/improvement
not only educational, but also that involve the entire community. with stakeholders of university national
Didascalia Photo: One of the educational labs organised by Sapienza Professors for the Museum Saturdays Event (May 2016)
one of personal growth. and society, in general, level rankings
We need commitment improving and increasing Resources dedicated
This strategy must be implemented communication channels
and systemic action to students
and accountability,
by improving services dedicated to create the conditions for a fertile Actions for students
even in English.
to students, including a tuition fee and continuous relationship with disabilities
reduction policy based on family 4. Support the central role
with the external world, of students by extending Percentage of students
income and the continuation improving our communication dedicated services (right to study, who have taken advantage
of support policies started channels and strengthening libraries and reading rooms, of tuition fee reduction options
in the past that will continue the university’s reputation, university office services, Number of scholarships
to make university a “social stages and traineeships,
at the international level, too. Number of traineeships
job placement)
elevator” and multiplier
Economic-financial stability
of job opportunities Finally, we must 5. Promoting
the global development indicator (ISEF)
for our graduates. not forget that Sapienza of student personality
is also university hospitals, (sports, music, theatre, cinema,
Moreover, Sapienza’s vast cultural a peculiar, added value and other cultural
and scientific heritage, and rich for our university. Our commitment and social activities)
multidisciplinary system, represent is to strengthen their role, 6. Increase Sapienza’s
a crucial resource for the knowledge even through the extension academic reputation
society, which must play a key role and improvement of existing and employer reputation,
in growth, development and even internationally
infrastructure, and to implement
progress. The university the actions defined by 7. Implement the Memorandum
must act as a promoter of Understanding
the Memorandum of Understanding
with the Lazio Region
of innovation, development with the Lazio Region. and Sapienza’s General Hospitals
and higher education
for the country, the region
and the city.
Strategic Plan 2016-2021 Sapienza University of Rome 38 Strategic Plan 2016-2021 Sapienza University of Rome 393.4. Guarantee
Guarantee
sustainable space,
sustainable space,
structures and construction
structures Strategic Actions Impact Indicators
A large university and construction 1. Improve lecture hall capacity Square metres
per enrolled student
such as Sapienza must also enact 2. Erect new infrastructure
exploiting available Number of seats available
a precise construction
funding opportunities in lecture halls
development policy. per enrolled student
3. Modernise
Infrastructure and space are
lecture halls, laboratories, Percentage of positive comments
a strategic resource and offices by graduates
for a university with myriad activities on educational tools
4. Implement measures
and competences. They are
for risk prevention Resources dedicated
fundamental to improve the quality and safety of university to development of infrastructure
of research and education buildings and areas
Number of operations
and to support the right to study, 5. Reduce consumption to restructure, expand
in terms of the quality of areas and invest and provide buildings
for study and work in energetic efficiency with security measures
and for residential housing. 6. Increase university housing Number of new places available
The promotion of an infrastructural and student rooms to students in university housing.
development policy is an important
objective that must be accompanied
Didascalia Photo: The new Multimedia Lab in the Rectorate Building
by a resolute drive to reduce
consumption and improve
energetic efficiency.
Strategic Plan 2016-2021 Sapienza University of Rome 40 Strategic Plan 2016-2021 Sapienza University of Rome 413.5. Ensure quality In the greater context oriented
Ensure quality
and transparency, simplification towards the promotion
and transparency,
and participation of each university sector,
simplification
Sapienza carefully weighs Strategic Actions Impact Indicators
University governance and participation
all specific needs related 1. Identify and guarantee service Percentage
must be shared and it must act to strategic activities quality standards of technical-administrative
transparently to guarantee for academic staff, personnel taking courses
2. Ensure the quality
the availability and access technical-administrative personnel and transparency Percentage of academic staff
to all information. and health/care personnel of all information recruited from outside university
through specific and inclusive 3. Capitalise on the role Results
To stay abreast educational plans. and capabilities of personnel, of Good Practice monitoring
of the new challenges raised both academic
Percentage of positive
Didascalia Photo: Student Office at the Faculty of Political Science, Communication and Sociology (Rennovated in 2016)
and technical administrative,
by Europe and internationalisation, Moreover, insofar as possible, and satisfactory evaluations
even through further education
the complexity and subdivisions it is also necessary to promote in customer satisfaction
of Sapienza’s administrative 4. Simplify procedures assessments
Sapienza’s participation and regulations of the university
organisation require, precise, in institutional negotiations Reduction of average time
aimed and efficient answers 5. Promote a culture for completion of calls
that will safeguard the interests
of user satisfaction (as per new regulations)
via actions that identify of the University of Rome
service standard quality 6. Guarantee accessibility Percentage of documentation
at the highest levels.
to and availability of data produced and transmitted
and the simplification
and information electronically
of university procedure on university website
Use of certified e-mail (PEC)
and regulations.
7. Complete activation
of organisation
Special attention must be paid and digitalisation processes
to personnel, notwithstanding to develop a truly open
the dearth of resources, and digital administration
for educational 8. Promote university participation
and research activities in definition of policy
via merit-based
recruitment procedures.
Strategic Plan 2016-2021 Sapienza University of Rome 42 Strategic Plan 2016-2021 Sapienza University of Rome 43v
Flaminio ^
via Tor di Quinto 64
^
via Salaria 851 Sant’Andrea Hospital
University Buildings
via di Grottarossa 1035
piazza Borghese 9
via Emanuele Gianturco 2
via Antonio Gramsci 53
piazzale della Marina 32
via di Ripetta 121-123
via Flaminia 359
via Carlo Fea 2 Regina Elena/Castro Laurenziano
via Mariano Fortuni
University Buildings
via Alfonso Borelli 50
via del Castro Laurenziano 7-9
viale Regina Elena 287-291-295-324-334
via Antonio Scarpa 10-10c-12-16
via Salaria 113 via Giorgio Baglivi 16
via Benevento 4-6
Umberto I General Hospital
via Caserta 6
via Chieti 7
piazza Sassari 4a
Corso d’Italia (Policlinico Umberto I) piazzale Valerio Massimo 6
37bd-38a-39 capannone C10
viale del Policlinico 155
Main Campus
via Volturno 42
via Palestro 63-88
(Città universitaria)
Downtown iazzale Aldo Moro 5
University Buildings
via Ariosto 25
piazza dei Cavalieri di Malta 2
via Eudossiana 18
piazza San Pietro in Vincoli 10
via delle Sette Sale 29
corso Vittorio Emanuele 244
San Lorenzo
University Buildings
circonvallazione Tiburtina 4
via degli Apuli 1-9
largo Cristina
di Svezia, 24 via dei Piceni 37
via dei Sabelli 108
via dei Sardi 55-58-60-77
via Tiburtina 205
via dei Volsci 122
viale di Porta Tiburtina 26Afterword
The initial strategic guideline indicated
by this document is contained in its title:
the extension of the period to 2021.
In fact, we believe that this is necessary
– unless future decisions alter this –
to cover the period between the end
of the current Rector’s mandate and the beginning
of a new one to ensure the continuity of the university’s
strategic and operative actions and avoid
any misalignment with performance cycle documents.
The university is committed to implement the new plan,
consolidate the results obtained over recent years,
and improve its performance, in continuity
and coherently with the strategies
by Sapienza and nationally. Moreover,
with a view to perfection the integration
and simplification of university procedures,
the Strategic Plan 2016-2021
also represents the first milestone
in a process of documentary harmonization
that, once completed, will allow users
to easily consult university documents and find
all the information they require. “Ragno Blu” Building – Acquired and Renovated in 2016
A further step in this direction will be to re-enforce
the real and potential synergy between academic
and administrative units, even in decentralized structures
such as faculties and departments, to complete
the process of integration envisaged by ANVUR.
The future begins at Sapienza.
Researcher, Museum of the Near East, Egypt and the Mediterranean
Strategic Plan 2016-2021 Sapienza University of Rome 47^ Festival of Japanese Culture (November 20, 2015)
^ “Arcobaleno” Building on Circonvallazione Tiburtina – Renovated in 2016 v Dinosaur Exhibition (January – March 2015) ^ Sapienza Literary Café v Maker Faire 2015 on the Sapienza Campus ^ MuSa Classic Orchestra
^ Museum of Classic Art – One of 18 Sapienza Museums v New Sapienza Merchandising Store
Strategic Plan 2016-2021 Sapienza University of Rome 48 Strategic Plan 2016-2021 Sapienza University of Rome 49Glossary
Accreditation and harmonise higher education systems
The process through which a third party throughout Europe. The main objective
officially recognises that an organisation of the process was to develop, by 2010,
has the competences and tools a European Higher Education Area (EHEA).
to perform certain tasks.
Crowdfunding
Assessment (or evaluation) It is a form of grassroots micro-funding,
It is based on the formulation of value usually conducted on-line, for specific
judgements concerning an organisation projects. In the university context,
or the activity of an individual, based crowdfunding is an innovative method
on standard, explicit criteria. for funding scientific research, start-ups, etc.
AVA System E-learning
Periodic self-evaluation, evaluation Learning methodology that is based
and accreditation process performed on the use of ICT for distance learning.
by the Italian National Agency
for University and Research (ANVUR)
to introduce an initial accreditation system European Higher Education Area
and periodic review of degree programmes It is the result of a series of ministry-level
and university offices; quality, efficiency agreements reached between 1998
and results assessment of universities; and 2010 on the European dimension
development of self-evaluation systems of higher education policy as developed
for quality and efficiency of education in the context of the Bologna Process.
and research.
Fund for Ordinary Funding
Benchmarking (FFO - Fondo per il finanziamento ordinario)
Standardized process for measuring This is the main source of funding
and comparing organisational processes for public universities in Italy. It funds
and results with leading or best-in-class university operation and activities,
standards of organisations operating including expenses for personnel, ordinary
in the same sector to identify maintenance and scientific research.
useful elements.
Bologna Process
In June 1999, a number of European
Education Ministers met undersigned
an agreement at the University of Bologna.
The Bologna Process developed following
this historical agreement aiming to reform
Strategic Plan 2016-2021 Sapienza University of Rome 51Fund Raising Outcome Social Responsibility SWOT Analysis
Collection of funds by non-profit Impact of final result of an activity. This is a commitment that public A tool developed by business strategy
organisations to increase resources In assessing organisational performance, and private sector organisations perform development that allows organisations
for sustainable development and to pursue this term is used to indicate the result to contribute to sustainable development to analyse environmental variables
their mission. It may include initiatives of an activity or process from the point with the involvement of employees, to develop an optima strategy
with public and private bodies (cultural of view of the user or, more in general, their families, local communities to pursue organisational objectives.
events, sponsors, social investments). the stakeholder. and society to improve life quality. In particular, SWOT analyses
Moreover, fundraising activities help allow organisations to evaluate internal
re-enforce the social identity of non-profit elements in terms of strengths,
organisations in terms of the reference Performance Spin-off (university) weaknesses, opportunities and threats.
community and other stakeholders. The result obtained by individuals, groups, It refers to the development
organisations, processes or activities. of a new entrepreneurial activity
through the active involvement Third Mission
Governance of human resources that belong This term includes a series of activities
Refers to the responsibilities Performance Assessment (or evaluation) to a given organisation to promote that involve university research and society.
and processes through which public It is an integral part of organisational knowledge and professional experience. The first fundamental type is technology
and private organisations and their policies management. The assessment system In the university context, this type transfer related to evaluation, protection,
are implemented. includes the evaluation of the personnel of enterprise provides an important marketing, and commercialization
who contribute to the global assessment professional opportunity for graduates of technology developed through academic
of the administration by aggregating and researchers, as well as a tool research and, more in general,
Information individual performance at various levels for technology transfer that helps the management of intellectual property.
and Communication Technology to promote university research knowledge A second type concerns the production
It refers to all activities related to the use on the market. of public goods that improve
of technology to exchange information. Quality the general level of well-being
It is an essential resource for organisations The term is used to indicate the ability through cultural, social, educational
to share qualitative data and information to transform, increase or add value Stakeholder and civil awareness-raising activities.
and efficiently manage relations with users, to a given good or service (quality Subjects with rights and/or interest
suppliers and other organisations. as added value) or to reach results that are directly involved in the activities
above the reference standard (quality of an organisation and can influence Transparency
as excellence). Specifically, it refers its decisions or be influenced by the A synonym of clarity, comprehensibility
Lifelong Learning to the degree to which education decisions made by the organisation. and simplicity, this term is also used
Permanent ongoing didactic activities and research system characteristics to indicated aperture, reliability
at all levels of education and in all phases satisfy given requisites (i.e., vicinity and communication. Administrations
of life to keep abreast of new social to pre-established objectives and obtained Strategic Objectives must orient all their procedures towards
and business needs both professionally results). Quality assurance in the public Global medium and long-term objectives transparency, including open meetings,
and personally. sector promotes the value of services pursued by an organisation. They describe free access to financial information,
and products for all stakeholders. the results or final effects that free flow of information, etc.
an organisation seeks to accomplish.
Mission
Permanent description of the context Resources Turnover (personnel)
in which organisations operate, These include work, capital, infrastructures, Strategic Planning The rate at which an organisation
which provides a reference framework technology and knowledge that Process that identifies objectives changes staff and increases/decreases
for relations with social interlocutors an administration employs to pursue and means, tools and actions necessary human resources.
and established objectives. The mission its mission. to obtain the desired results
spells out the raison d’etre of organisations in the medium/long term.
and the aims that will be pursued. This tools is often used to improve
the global performance of organisations.
Strategic Plan 2016-2021 Sapienza University of Rome 52 Strategic Plan 2016-2021 Sapienza University of Rome 53Values These are the fundamental principles underlying the behaviour of an organisation and of its personnel. The values reflect and strengthen the organisation’s identity. The respect of these values is fundamental to pursue an organisation’s mission and vision. Vision It indicates the final goal of an organisation, the direction in which it intends to head and how it aims to be perceived. Strategic Plan 2016-2021 Sapienza University of Rome 54
This Strategic Plan has been developed by the Sapienza Strategic Support and Communications Area (Communications Office and Strategic Support and Planning Office) www.uniroma1.it
You can also read
