2011-2015

STRATEGIC

PLAN

INdEx

Opening statement

For a reason

Framework

Our Mission

Our Values

Our Vision

Context analysis

Strategic formulation

Our strategic guidelines

Mission pillars

Research

Education

Knowledge transfer

Resources pillars

People

Economic and f inancial resources

Infrastructures

Organisational resources

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OPENING STATEMENT

It is my pleasure to share with you some reflections on the Strategic Plan 2011-2015 recently approved by the University Board, at a time when our country is experiencing the most adverse and complex economic and social situation after the democratic normalisation introduced by the Revolution of April 1974.

One of the chief merits of the Strategic Plan – despite recognising that the context is especially demanding – is precisely that of asserting the ambition of taking the University of Coimbra along a course of excellence which I can only applaud. This will be achieved by putting forward new ideas and solutions, and assuming a commitment to seriously assess the progress made, while maintaining our quintessential identity.

I would also like to point out that the Plan was drawn with the involvement of theacademic community in numerous sessions and debates.

Some may criticise this document for its length, the details of a strategic exercise, the multiplicity of the follow-up and monitoring instruments proposed. I would rather welcome the depth of the exercise and the seriousness with which the Rector’s team have embarked on its undertaking.

The Plan’s ambition may only be achieved by increasing the commitment of everyone involved (lecturers and professors, researchers, other contributors, and students), by striving for more quality in training and research, by communicating better at internal and external level, by promoting the visibility of the University of Coimbra at home and abroad, by attracting teachers and students from multiple countries, who wish to participate in a quality education, by assuming our

institution as a serious interlocutor for negotiating with the government, and a credible partner to other institutions of higher education and research.

In addition to the concrete objectives, I recognise in the proposals, attitude and suggested path included in the Strategic Plan an ultimate design for the University of Coimbra which mirrors my own aspirations.

The contribution of everyone will play a decisive role in the materialisation of this strategy. It is crucial that we should invest in the cohesion of the university community.

It is important to identify synergies and bring them closer together, and explore possibilities to work harder and better as a whole by promoting a spirit of true and actual co-operation. This is applicable to both academic training and research and the running and managing of the university institution.

I believe this relevant document is the starting point for a new cycle in the life of the University of Coimbra. However, this arduous task has only just begun. Carrying out and complying with the set of initiatives that underlies this strategy will undoubtedly be the most demanding trial.

The University Board shall follow up the materialisation of the Strategic Plan with the greatest interest and endeavour to contribute all necessary means so that the University may fulfil its noble mission.

The Chairman of the University Board

(Artur Santos Silva)

FOR A REASON

This plan has been drawn as an essential tool for the development of the University of Coimbra. Our amazing capability to undertake projects is instrumental in being recognised as the best university in Portugal (and, hence, as an internationally relevant university), but it will depend on our concerted efforts. This requires planning. The scarcity of resources that Portugal will be experiencing in the coming years requires the few means available to be used more efficiently than ever, and a more organised search for non-state funding will also have to be increased. However, all these efforts will only be successful if coordinated.

The Universities who succeed in maintaining their development during the period of hardship the country is going through will be the universities of reference for the future. The University of Coimbra must be part of that restricted group.

The long process of consulting with every University sector, which resulted in this document, served two purposes. On the one hand, the best ideas for placing us on the most promising path were collected. On the other hand, the ownership of this plan was guaranteed to be shared by everyone. Collective undertakings are only

feasible with the personal commitment of the entire community.

In defining its strategy, the University of Coimbra must live up to its long history and the key role it has played throughout the centuries. Despite the growing number of Portuguese-speaking universities in the 21st century, it is our duty to be an icon among them, and to be acknowledged as the cradle and leading university for the Portuguese language. The best education, the best research, the strongest interaction with society in all fields of knowledge, must be the prerogative of our University. Our history both requires and enables it.

Lastly, the UC must once again help the country find a decidedly more viable and wealth-generating solution to the future. It is our duty to contribute to clearing the path for that solution. We would never accept to passively wait for the situation to improve and take for granted the allocation of the resources we are entitled to.

The University of Coimbra holds the seeds of Portugal’s future.

The RectorJoão Gabriel Silva

FRAMEWORK

The strategic planning process schedules and sets the major guiding lines for our strategy, as well as the actions and evaluation criteria that will make it easier for our resources to be aligned. This process aims to meet the needs and expectations of those we serve and who will be affected by the choices we make.We believe the strategic planning will have actual benefits, as the process requires that special attention be paid to external trends. As a result, the University will be better protected from unexpected turns of events and will be proactive as regards our future.The strategic planning process, spearheaded by the Rector and his team and followed by the University Board and the Senate, is the result of a strong commitment on the part of the Directors

of the Faculties and other Units as well as of the UC Administrators (Social Services and University proper), and it benefits from everyone’s involvement: - all Faculties and Units, present and former students, teaching, non-teaching and researching staff are involved, thus ensuring that each group may contribute a unique perspective to the process; - the involvement of external stakeholders shall promote the continuous support and participation in the construction of the University’s future.

During the planning process the University is thus given valuable information about the areas in which positive results have been achieved and those in which improvement is needed.

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This involvement allows for those who shoulder greater responsibilities in its implementation to know the plan and its underpinnings. This also facilitates the sharing of goals and an increased feeling of belonging. Involving all levels of the University’s management further allows for its strategic purpose to be upheld even in times of change in its leadership, which will undoubtedly contribute to greater governing stability.

The planning process takes place at three levels: the University’s strategy (presented here); that of the Faculties and other Units (to be developed after the plan has been approved and until the end of 2011) and, finally, the functional strategy of organising the Organic Subunits. It is an

open, transparent and participatory process, guided by the idea of achieving the highest quality in our education and research, as well as in knowledge enhancement and transfer.Given this context, a set of initiatives was developed to raise awareness among the academic community of the context of change, promote reflection and widespread debate on the challenges we are confronted with at present and in the near future, and involve all the stakeholders in the search for the ideas and paths that will help us overcome those challenges in the coming years.

The initiatives undertaken over the last few months and, in particular, the various sessions of One day for the UC’s future

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have enabled everyone to participate actively: the teaching staff, non-teaching staff (through their representatives), students (members of UC and Organic Units bodies, students groups and heads of the Students Union), researchers (Research Centres and Units, Associate Laboratories, and Non-Profit Private Associations).Considering the important role the University of Coimbra expects from its former students and the contribution they could make to a process such as this, their involvement was deemed crucial as well, through the participation of the UC Network.The employers or prospective employers of our graduates and other outside partners were also heard, as were the Ministry of Science, Technology and Higher Education and the Agency for Evaluation and Accreditation of Higher Education (A3ES).

Thus we aim to initiate a cycle that must be permanently open to incorporate emerging factors.Subsequent to its discussion among the academic community, the Strategic and Action Plan has now been introduced, as the result of the planning process and the various initiatives undertaken over the last months.A brief context of the process will be followed by the mission statement of the University of Coimbra, the declaration of the values upheld by it – laid out in the Statutes – and, obviously, its vision: where we aim to be in 2015! The guidelines for the 2011-2015 period are then defined.The framework for the strategic definition achieved includes three mission pillars and three resources pillars. The mission pillars are closely linked with the University’s aims, which have been

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defined by the statutes: research, education, and knowledge transfer. The resources pillars, i.e., the means required to achieve those aims, are also associated with strategic lines: people, economic and financial resources, infrastructure, and organisational resources.For each of these strategic pillars a general aim has been defined, and the commitment to develop a set of key initiatives to achieve it has been made. The definition of aims naturally requires the setting of reference goals and performance indicators that will enable them to be followed up and monitored, so that the level of implementation of the plan may be assessed. Achieving the proposed goals will depend not only on these actions but also on

successfully aligning them with the actions to be suggested by the Faculties and other UC Units and Subunits. Consequently, the present document is to be considered the guiding framework for the definition of the Strategic and Action Plans which these units should subsequently produce, thus completing the three levels of strategic definition.

The involvement of every member of the academic community in this process was, and will continue to be, crucial. The document now being presented, shall be the Strategic Plan of and for the entire University!

To all the people whose contribution to this process was and shall be a decisive factor for the enhancement of our University, our deepest gratitude!

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OUR MISSION

The University of Coimbra is an institution in which creation and critical analysis coexist with the transmission and dissemination of culture, science, and technology. The University contributes research, education and services to the economic and social development of the community, the protection of the environment, social justice and responsible citizenship, and the consolidation of knowledge-based sovereignty.

It is the University’s duty to contribute to:- the public understanding of the humanities, the arts, science, and technology by promoting and staging initiatives aimed at the dissemination of humanistic, artistic, scientific and technological culture, and making the required resources available;- the development of society-oriented activities, notably for the dissemination and transfer of knowledge and the economic enhancement of scientific knowledge;- the fostering of effective mobility of the teaching staff, researchers, students and graduates, both at national and international level, in particular in the European space of higher education and among the community of the Portuguese-speaking countries.

Statutes of the University of Coimbra, article 2

The heir of a centuries-old historic legacy and cultural matrix of the Portuguese--speaking countries, the University of Coimbra follows the tradition of European humanism. This institution has always been open to the world, the co-operation between nations and interaction between cultures, while respecting the values of independence, tolerance and dialogue, enshrined in the

Magna Charta of European Universities.The University of Coimbra combines tradition with contemporariness and innovation. It values the work of its lecturers and professors, researchers, students and other staff, and is committed to creating an environment of intellectual exactness and university ethics combined with freedom of opinion and scientific modesty, as well

as to stimulating creativity and innovation and recognising and advancing merit at all levels.The University regards its alumni not only as part of the history of the institution, but also as a fundamental basis for its affirmation in the present and future and its connection to society. The University invests in strengthening its ties with its former students, notably through the University of

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OUR VALUES

Openness to the worldCo-operationCultural interactionIndependenceToleranceDialogueTraditionContemporarinessInnovationEnhancement of peopleIntellectual accuracyFreedom of opinionEthicsScientific humilityStimulating creativityRecognising and fostering merit

Coimbra’s alumni network (UC Network), in close co-operation with the various Coimbra’s alumni Associations set up across the country and abroad.The University of Coimbra recognises and values the action of its Student Union (AAC) as an integral element to its identity, committed to providing cultural, artistic , sports and civic training to all the members of the

academic community and its students in particular. This training aims to complement school training while respecting the values of freedom and democracy. The University stimulates and fosters the activities of the Students Union, the Departments and Autonomous Bodies of the Academy.The “repúblicas” and “solares”, or fraternities and manor houses respectively,

which provide typical accommodation for the students of Coimbra, as well as the students’ housing associations, are acknowledged as autonomous elements of cultural dynamism and academic community life supported by the University.

Statutes of the University of Coimbra, article 4, Identity matrix

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The University of Coimbra is an institution in which creation and critical analysis coexist with the transmission and dissemination of culture, science, and technology. The University contributes research, education and services to the economic and social development of the community, the protection of the environment, social justice and responsible citizenship, and the consolidation of knowledge-based sovereignty.

It is the University’s duty to contribute to:- the public understanding of the humanities, the arts, science, and technology by promoting and staging initiatives aimed at the dissemination of humanistic, artistic, scientific and technological culture, and making the required resources available;- the development of society-oriented activities, notably for the dissemination and transfer of knowledge and the economic enhancement of scientific knowledge;- the fostering of effective mobility of the teaching staff, researchers, students and graduates, both at national and international level, in particular in the European space of higher education and among the community of the Portuguese-speaking countries.

Statutes of the University of Coimbra, article 2

OUR VISION

The University of Coimbra asserts its position as a European institution of reference, acknowledged as the top quality university in Portugal.

Conscious of the important role it plays in the economic, social and cultural progress of Portugal, the University has quality as its motto to enhance its presence in the European space of higher education and research.The best university is expected to have the best students, the best teaching

staff, the best infrastructure and organisational structures, and also high levels of efficiency and productivity in administrative terms, so that the entire community shares a feeling of belonging to the best university in the national scene. Excellence should increasingly emerge as a guiding principle, in order

to increase skill levels and attract top talent.In order for that vision to become real, the UC depends on the invaluable contribution of the entire community, so that the goal of becoming the top quality Portuguese university may be achieved by the end of 2011-2015.

CONTExT ANALySIS

STAKEhOLdER ANALySISA process of strategic planning implemented in a closed environment inside the organisation would lack the multiplicity of perspectives derived from the diverse contributions afforded by a more open process. It was considered of the utmost importance to use the stakeholder model, by identifying and assessing the stance of the stakeholders so as to ensure their engagement in a survey programme. In a context of institutional reorganisation and based on the new management model, this analysis has proved crucial to support the decision-making process at various levels.After the stakeholders had been identified and listed, a stakeholder analysis was applied to estimate the level of interest of each stakeholder and the ability it possesses to directly or indirectly influence the

institution. This binomial was instrumental in assessing which stakeholders had more influence on the institutions’s goals and strategy. The following groups were systematised:• high power and high interest;• high power and low interest;• low power and high interest;• low power and low interest.

2011-2015 STRATEGIC PLANNING SURVEyTwenty four stakeholders were listed as having high power and interest, and are to be actively managed. Of these, sixteen were found to play a relevant role in the 2011-2015 strategic planning process and were therefore included in the survey process by answering questionnaires, attending work sessions and/or meetings.The initiatives taken over for several months and, in particular, the One day for

UC’s future sessions, have made it possible for the teaching and non-teaching staff, the students and researchers to have an active participation in this process.Considering the important role the University of Coimbra expects from its former students and the contribution they could make to a process such as this, their involvement was deemed crucial as well, through the participation of the Rede UC (alumni network).The employers or prospective employers of our graduates and other outside partners were also heard, as were the Ministry of Science, Technology and Higher Education and the Agency for Evaluation and Accreditation of Higher Education (A3ES).It should be pointed out that the strategic planning process, spearheaded by the Rector and his team and followed by the University Board and the Senate, is the result of a strong

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commitment on the part of the Directors of the Faculties and other Units as well as of the UC Administrators (Social Services and University proper). The process has been continually followed by everyone involved, either through regular meetings or through more formal contributions, including the active input of the Directors of the Cultural Extension and Training Support Units.All stakeholders were requested to participate, through announcements widely disseminated on the UC’s website and web TV (UCV) and on the planning process dedicated website in particular (www.uc.pt/en/planning). On the latter web-site contributions and sugges-tions were collected in an ongoing way throughout the entire process and especially over the period of discussion of the document “Bases for the Discussion of the 2011-2015 Strategic Plan”.

SWOT ANALySISBased on the many contributions received throughout the survey process, a SWOT analysis was performed. This is an instrument of strategic management used in planning. It combines the analysis of the internal environment of the organisation, by highlighting its strengths and weaknesses, with the analysis of the external environment, by identifying the major current trends, which in turn are classified as opportunities or threats.Internally, aspects related with technology, people, processes, strategy and resources (financial, human and material) were taken into consideration. The internal advantages of the organisation were listed as strengths, and the corresponding disadvantages as weaknesses. It was assumed that, due to its internal nature, they were

subject to the influence by the organisation.At external level, the advantages derived from present opportunities and the concerns with mitigating the consequences of the threats were highlighted. The aspects considered were: socio-economic context, socio-geographic framework, demographic structure, legal constraints, and competition. The analysis of opportunities highlighted the positive aspects of the surrounding environment with an impact on the organisation. On the other hand, in terms of systematising the threats, the negative external conditions beyond the organisation’s control were listed.The SWOT analysis affords the perception of the internal and external forces at work, and is a valuable tool to support the analysis of the surrounding environment.

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STRATEGIC FORMULATION

Based on the evaluation and careful consideration of the external and internal contexts in which the University of Coimbra is to accomplish its mission, a clear option has been made for a strategy of differentiation in terms of quality. This is believed to be the best way to proactively achieve the future everyone aims for, and which fully reflects the vision:- The University of Coimbra wishes to assert its position as a European institution of reference, acknowledged as the top quality university in Portugal.Through a solid culture of quality, responsibility and service, the UC may assert itself as an institution of reference at both national and European levels, capable of making a worthy contribution to the progress of the country.

The option for a strategy of differentiation by quality requires this vision of the University to be shared by the entire academic community. Everyone from the Rector to the Vice-Rectors, to Faculty directors and heads of other units, to the teaching staff, researchers, administrative staff, and students should feel responsible for the development of those values, beliefs and expectations that are required for the strengthening of this strategic attitude, for a change in behaviour and for the acceptance of commitments.This vision must be imparted to the external partners, who will regard the University of Coimbra as a mandatory associate in developing major projects.

After the actions that will enable the University to move toward the vision previously defined, imparted and shared evaluation must be a fundamental axis in assessing the results and a key element in the dynamic process of increasing quality.The results of the strategic options made will depend on individual capabilities, the way they become part of the collective effort, and the quality of coordination of everyone’s work. The path to quality is long, but it is crucial to stay the course, even in the face of occasional setbacks.The major guidelines introduced here are a result of the adoption of this strategy and of the work carried out and shared by all the major stakeholders at the University of Coimbra.

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OUR STRATEGIC GUIdELINES

The strategic definition framework covers a set of pillars subdivided into two groups, mission pillars and resource pillars.The first set has directly to do with the key missions of the University and comprises three pillars: research, education, and knowledge transfer, where the latter may be viewed from the perspective of culture and the arts, services to the community, innovation and entrepreneurship.The second group is divided into four types of

resources: economic and financial, people, infrastructure, and organisational resources. They are the means by which the University is to implement its strategy and achieve its goals.In a world that is becoming more and more global, the University’s permanent interaction with its surrounding environment is of vital importance. It is this environment that generates the opportunities and threats which will be influential in the key decisions to be made.

This connection of the UC with its outside interlocutors takes place at various levels – from local to international – and plays a decisive role in the successful outcome of the strategy to be defined.The strengthening of this connection to the surrounding environment underlies the entire Strategic Plan and entails exploring and capitalising on all new opportunities. By increasing its intervention, the University will expand its reputation and influence.

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MISSION PILLARSRESEARCh

EdUCATION

KNOWLEdGE TRANSFER

RESEARCh

GENERAL AIMReinforcing the presence of the University of Coimbra in the European research space by developing a research policy centred on the promotion of excellence.

In order to achieve this first aim, the conditions for the University to be acknowledged as a research institution have to be created. This will be possible by fostering its centrality and promoting strategic guidelines for the optimisation of resources around common objectives centred on the production of knowledge, while encouraging, improving and increasing research at the University.

STRATEGIC INITIATIVES1. to reinforce support structures as well as effective and efficient research coordination mechanisms, allowing researchers to focus on the scientific component of the programmes and projects in progress.

Reinforcing support structures, together with effective and efficient research coordination mechanisms aimed at promoting the identification, dissemination and guidance with regard to project selection, will help researchers focus on the scientific component of their projects. It is also fundamental to have an integrated information system to assist the research community in accessing the knowledge generated at the UC. This will allow for its dissemination in a structured manner, thus increasing the visibility of the University’s scientific production.

2. to strengthen the obtaining of competitive funding for research purposes, in particular at European and international level.Strengthening the structure for identifying, disseminating, selecting and providing guidance in international projects will allow for more competitive funding to be

attracted for research. The full funding of projects should be increased so as to provide a suitable reference for the setting of prices, thus significantly boosting the projects’ funding. This in turn will enable the recovering of at least part of the salaries paid to lecturers and researchers in their researching activity. In addition to this financial advantage, and because these are mainly international funds, the UC will also gain in visibility in international research.

3. to reinforce the capability of the University’s research centres and units, notably through the promotion and strengthening of interdisciplinary and cross-sectional projects, and by stimulating research networks within its scientific community. The reinforcement of the capability of the University’s research centres and units – to be achieved either through the setting up of virtual centres or

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the creation of effective linking mechanisms between the UC, its R&D units, and private associations working with the University – will contribute to foster the research networks within the UC’s scientific community and lead to scale gains.This reinforcement will also contribute to the increase in scientific productivity and reduce the gap between the University of Coimbra and the most renowned universities in Europe.

4. to increase the UC’s participation in research networks at national and international level, in order to reinforce its scientific capabilities and enhance its participation in decision-making centres.The increase in the UC’s participation in national and transnational research networks allows for the reinforcement of its scientific and knowledge production capabilities, while enabling its participation in decision--making centres. This requires that mechanisms be put in place to increase participation in relevant international networks.

5. being present in all major fields of knowledge. Promoting the organisation of existing

GOALTwo thirds of the research centres and units and of associate laboratories to be rated as either Excellent or Very Good by external evaluation (For post-2012 national evaluations)

PERFORMANCE INdICATORS

• scientific output indicators:- no. of publications indexed to the Web of Science per PhD-holding FTE member of the teaching staff- no. of Web of Science citations per PhD-holding FTE member of the teaching staff

• no. of participations in european / internationalprojects

• UC’s international ranking in research (QS, SCImago, HEEACT)

• growth rate of competitive funding for research purposes

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are fields of ever growing international relevance. As such, they are included in the external audits that universities – and the UC in particular – are subject to. The University shall endeavour to assemble all existing components and resources to provide them with an organisational system that may enhance research results in these fields. This will keep the UC abreast of international trends.

capabilities, especially in such areas as the legal sciences, the health sciences with particular focus on clinical medicine, and also agronomic and food sciences.With a view to marking its presence in international research, the University of Coimbra will further invest in all major fields of knowledge.The legal sciences, the health sciences with a focus on clinical medicine, and the agronomic and food sciences

EdUCATION

GENERAL AIMReinforcing the presence of the University of Coimbra in the European research space by investing in quality teaching. This means providing the students with comprehensive training adjusted to the needs of the surrounding environment, thereby attracting the best students.

The University of Coimbra asserts its position as a University centred on quality and innovation in education, committed to realising the aspirations of its students, teaching staff, and of society at large, and capable of attracting the best students and professionals. The diversity of the UC’s overall offer in terms of courses and programmes is a clear sign of its scientific and pedagogical capability. It is essential that it remains not just attentive to the needs of present and future demands from the labour world and from society in general, but also attuned to the very dynamics of knowledge viewed as a variety of fields of teaching and research.

The UC recognises the importance of providing citizens with sound train-ing to meet the country’s needs, and acknowledges the

role and contribution of the Students Union to achieve its aims.

STRATEGIC INITIATIVES1. to promote the sound training of students as the scientific basis for the pursuit of their studies and the development of practical competences designed to meet the needs of society.A training process that provides students with a good scientific basis for the pursuit of their studies as well as an opportunity for developing practical competences to meet the needs of society requires a dynamic teaching--learning process. This process involves both students and teaching staff.With that in mind, curricula should be flexible and interdisciplinary to expand training without compro-mising the specific subjects that constitute the core of the courses/study cycles. It is thus important to encourage innovative pedagogical methodologies and the mobility of the teaching staff.It is equally important to promote greater autonomy and responsibility in students so that they may make their own choices and create dynamic strategies as early as possible. Contact with the

“real world”, in close proximity to future work settings, is an objective that prompts the UC to strengthen and diversify its connections to the community, by developing consistent interactions benefiting both parties.Scientific curiosity, an inquisitive mind, a sense of organisation, team spirit, dedication and work culture are examples of relevant skills in the employability of UC’s students, all of which this institution commits itself to promoting actively.Mechanisms to assess the employability of graduates are developed, and a culture of course assessment and continuous improvement is established. These will help widen the debate over the UC’s educational efficiency, at a time when a thorough assessment of the implementation of the Bologna process is required.

2. to strengthen the link between research and teaching, thereby turning the University into a knowledge production centre.Attracting the best students must be aligned with strengthening the link between research and teaching, as students are permitted to experiment, discover, and

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innovate in a research context. Students’ contact with R&D centres and units and their gradual integration in research teams and projects are to be encouraged from the very beginning. A wider dissemination of the knowledge produced at the University is crucial for scientific curiosity and reasoning, already mentioned as strategic for a student’s solid background.

3. to attract the best students recruited at national and international level.The UC aims to improve its capability to attract the best students so as to foster the scientific, technological and social development of the University, based on innovation, entrepreneurship, and excellence of University production. The investment in a policy designed to disseminate the UC’s offer beyond the University environment is deemed crucial, notably among the younger public, so that when the time comes for them to make a choice among higher education establishments, the UC will be chosen due to its renowned quality.Promoting student mobility and attracting foreign students with top school achievement entails increasing the number of course units taught

in English. This facilitates not just incoming applications but outgoing applications as well, as national students will feel better equipped to interact with foreign realities. It will also make it easier for joint study plans to be put in place with reputed foreign institutions of higher education.The development of doctoral programmes of international standard will allow for the desired increase of 3rd cycle students. While investing in the English language, the University cannot ignore the fact that the mother tongue itself contributes to the internationalisation process. As a result, the UC must actively promote Portuguese language and culture.

4. to promote the overall development of students by stimulating their critical and innovative engagement, while fostering their personal development and civic participation.A student’s overall learning experience should not be confined to the classroom. Academic growth should be accompanied by personal and civic development, so that each student may become an active part in a dynamic, expanding society.The UC is greatly interested

in strengthening relations with its students by supporting innovative initiatives and enterprising projects on their part. In its effort to encourage the participation of students in various spaces of learning and reflection and to support civic initiatives in the community, the University is also keen on debate and interaction so as to enhance the students’ identification with the institution. The participation in extracurricular activities, notably through sports and cultural events, also plays an important role in the overall development of students. The AAC is a key partner due to its active involvement in these areas.The University of Coimbra should also play an active role in promoting equal opportunities, notably by providing efficient social services and paying particular attention to special needs students.

5. to promote life-long learning as a stimulus to development, professional updating, and intellectual enrichment.As a locus of teaching, of sharing and of knowledge production, the UC has kept pace with the constant changes and demands occurred over the last years

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in higher education. It has committed itself to being a present-day university.Expanding the number of courses and programmes to prospective new students, offering new options to graduates and resorting to novel ways of teaching are strong incentives for the professional development,

updating and intellectual enrichment of the Portuguese.The UC aims to be a space (re)visited by people at different moments of their professional careers, where they gain new knowledge while acquiring and developing a variety of new competences.

The UC regards life-long learning as an opportunity for mutual enrichment: it conveys knowledge and at the same time it comes in contact with new problems and questions raised by those who experience them in a workcontext on a daily basis.

PERFORMANCE INdICATORS

• growth rate of the number of studentsattending the 2nd and 3rd cycles

• growth rate of the number of 1st cyclestudents who chose the UC as their first option

• students’ level of satisfaction

• growth rate of 1st, 2nd and 3rd cyclegraduates

• growth rate of advanced training

• educational efficiency: average no. of years to complete the degree course

• educational efficacy: school achievement rate

• % of foreign students studying at UC (excluding mobility programs)

• % students at UC in international mobility programmes

•% of UC students abroad underinternational mobility programs

• teaching staff mobility

• no. of joint study plans /academic partnerships with higher education institutions abroad

• students’ participation in research activities

• level of employability of students per course and study cycle

GOALAttracting the best students to the UC by increasing the ability to attract the best 25% of candidates at national level by 20%; Increasing the number of Master’s, Specialization and PhD students by 50%

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KNOWLEdGE TRANSFER

GENERAL AIMStrengthening the University’s leading role in the economic, social and cultural development of the country. Increasing its capability to intervene at national and international level by intensifying the connections with society and the surrounding environment. Reinforcing knowledge transfer by enhancing its added value.

The University of Coimbra asserts its position as an international reference in the management of knowledge transfer and innovation. The UC’s strategies for opening itself to the surrounding environment at various levels – cultural, artistic, scientific and technological – must be reinforced and consolidated. Added measures must be taken to identify the knowledge generated within the University community. This knowledge has an enormous potential to enhance and consolidate actions that bring the University closer to society, thus ensuring that everyone will be motivated and mobilised towards asserting knowledge as the driving force behind progress and a key element for socio-economic development.

The capability to intervene in society, to create synergies

between academia and the corporate fabric, to foster innovation, dynamism and entrepreneurship will result in the increase in the UC’s reputation and visibility, both at national and international levels.

This strengthened connection to the surrounding environment will allow for synergies to be developed between the University and the municipality, a partner in key areas.As part of its social role, the UC should promote social innovation and entrepreneurship as a way to find new answers and new sustainable solutions (or reinvented ones) for existing needs and social problems.

By force of their nature and relevant action, namely as drivers of cultural and sports activities, the Cultural Extension and Training Support Units are to play a crucial role in bringing key initiatives to fruition.

STRATEGIC INITIATIVES1. to carry out active, responsible cultural policies, putting the UC on the national and international map through the promotion of cultural, artistic and sports activities.It is of key importance to promote active and

responsible cultural policies fostering cultural, artistic and sports activities, always taking financial sustainability into account, as well as the balance between cultural offer and the needs of the public(s) it addresses. Concerted attention will also be given to artistic creation and the various artistic fields supported by the University.The UC shall promote the creation of a network of partnerships and of effective dissemination channels to stimulate and bring together the cultural, artistic and sports agents in the academic community, the city and the region, thus contributing to the acknowledgement of its role as a catalyst. This strategy will enable the creation and development of innovative cultural practices by expanding the range of sociocultural activities, while increasing the quality of the offer. This will clearly contribute to reinforce the UC’s image and revitalise regional tourism while generating value for all social agents.

2. to promote the Portuguese language, culture, and citizenship.The development of synergies and initiatives with other Portuguese-speaking countries and communities may contribute in a significant way to the UC’s capability to intervene at international

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level. This is especially true for the Portuguese-speaking space, where the UC may capitalise on the recognition it has earned in some of these countries, namely in the Community of Portuguese- -speaking Countries (CPLP).

3. to promote a culture of creativity and innovation, entrepreneurship, and a critical stance.Promoting a culture of creativity and innovation, entrepreneurship and a critical stance is of the essence. This should be combined with a sense of mission, so that the University of Coimbra may play the driving role it aims to attain in terms of development.Events aimed at encouraging and raising awareness both of teachers and students will contribute to establish the UC’s leading role in coordinating the innovation ecosystem. These concepts are very much in fashion today as they prove to be distinctive features of all agents who wish to achieve success. Dynamism, a proactive attitude, ambition and work are the tools available to all resourceful and innovative agents who wish to put their ideas into practice. It is of the utmost importance to support “out of the box” initiatives.

4. to provide increased support to knowledge transfer, intellectual property management, and business creation.

Maximising coordination with structures designed for the incubation and acceleration of companies, while adequately managing intellectual propriety, will contribute to increase the number of businesses created within the UC.Incubator Pedro Nunes should be highlighted here as it constitutes a nearly twenty-year old example through which the UC has learned what society expects from Universities. Among other things, they are expected to play a key role in terms of entrepreneurial initiative and development, based on advanced knowledge and a competitive edge at global scale.In view of the present development of the patent market – a relatively recent sector, and therefore one with great potential for expansion – the UC is to promote awareness of intellectual property and protection as a means to encourage and motivate research teams with regard to the commercial and/or social value of their projects’ outcomes. As a consequence of the present situation, the market absorbs emerging innovations, with the university bridging the gap between, on the one hand, academic production resulting from University research, and on the other hand the corporate world acting as knowledge client/consumer.

5. to position the UC as a catalyst for

knowledge transfer.The University of Coimbra intends to reinforce its role as a catalyst, based on a deeper, stronger relationship between academia and civil society, and the consequent increase in competitive investment. As a result of its links with the social actors from the city, the region, the country or the world at large, and by virtue of the participation of all the surrounding agents, both public and private, the UC is in a position to serve its community by supplying services with great added value. The University should then mobilise itself to offer consulting and specialised services to the community and, above all, anticipate external needs. This will contribute to increase competitiveness in central Portugal and attract investment to the region.

6. to position the UC as an international reference for innovation by enhancing its participation in international networks.The UC should focus on the outside world. Most of the effort, dedication and work, albeit supported and shared by partner institutions, should start at the University and aim for the international arena. This will enable the UC to increase its recognition, as well as the visibility of its merit, reputation and quality brand. It will also project it onto the world stage.

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PERFORMANCE INdICATORS

• level of satisfaction of external stakeholders

• weight of revenue for specialised servicesrendered in relation to the UC’s total funding

• growth rate of revenue from specialised services supplied

• no. of technology-based and non technology-based spin-offs and start-ups

• ‰ of patents submitted per researcher

• no. of attendants of UC cultural events

• no. of self-financing cultural and artistic events

• no. of entrepreneurship and innovationprojects in the consortium

• no. of initiatives to encourage and raise awareness of entrepreneurship

• rate of 1st and 2nd cycle courses withECTS in the areas of entrepreneurship and innovation

GOALPositioning Portugal’s central region among those rated as “Average Innovator” in accordance with the Regional Innovation ScoreboardAchieving a 25% growth in the revenue from specialised services on a yearly basis

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RESOURCE PILLARS

PEOPLE

ECONOMIC ANd FINANCIAL RESOURCES

INFRASTRUCTURE

ORGANISATIONAL RESOURCES

Promoting a proactive, rational, responsible and thorough management of resources, based on criteria of economy, efficacy and efficiency, while incrementing the potential for the diversified participation of the University community and society.

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PEOPLE

GENERAL AIM Valuing people, as well as their efforts and contributions, by bringing the UC closer to their needs and expectations.

Valuing people, as well as their efforts and contributions, and acknowledging them as individuals and as a team, is a talent retention factor. Recognising their performance is of key importance for maintaining and strengthening such values as common identity and the feeling of belonging to the institution they represent.The participation of the entire academic community in the major debates should be intensified so that innovative ideas may emerge.Establishing a common policy for the management of human resources, based on general principles to be complied with by all UC units and structures,

is key to captivate and retain quality people. This policy includes differentiation in recruitment and management of opportunities, and investment in stable, sustainable and successful careers. In order to achieve this, something more than a training policy needs to be implemented. It is crucial to promote a staff qualification policy, in concert with recruitment and performance management. This will allow for the staff’s capabilities to effectively develop, which in turn will translate into better working methods and service quality.

STRATEGIC INITIATIVES1. valuing people, as well as their efforts and contributions, and acknowledging them as individuals and as a team,

thus increasing talent retention.

2. to promote the participation of the entire academic community in the major debates carried out at the UC, and to encourage and support innovative ideas.

3. to implement a common policy for the management of human resources, which will set general principles to be complied with by all UC units and structures, including the development of a policy of differentiation in recruitment and management of opportunities.

4. to make management tools more agile and flexible.

PERFORMANCE INdICATORS

• “change and innovation” indicator

• “quality” indicator

• “organisational context” indicator

• “work post” indicator

• “co-operation and communication”indicator

• “policy and strategy” indicator

• “staff-management relationships” indicator

• % of faculty with PhD or post-doctoral degree obtained at institution other than the UC

• percentage of non-teaching staff who attended training programmes per year

GOALAchieving a level of overall satisfaction among teaching and non-teaching staff higher than the national public sector benchmark.

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ECONOMIC ANd FINANCIAL RESOURCES

GENERAL AIMPromoting the economic and financial sustainability of the University of Coimbra.

The UC’s economic and financial sustainability is grounded on a culture of scrupulousness and transparency in the allocation of resources to the various activities carried out by the University. Creativity is an imperative in attracting means and resources in order to ensure sustainability. Given the current context of worldwide economic crisis, with serious repercussions at all levels and in particular on the funding of higher education institutions, obtaining competitive funds and diversifying their sources will necessarily have to be part of the University’s strategy for the coming years. This concern

with diversification will of course cut across all strategic pillars, including, for example, areas like the funding of research projects, the rendering of specialised services, local partnerships the proceeds from tourism and the UC trademark.The existence of appropriate tools – from full costing methodology to information systems – is instrumental in improving the efficiency of resources and promoting synergies in their use, notably in units where other systems are in place (as is the case in the social services area).

STRATEGICINITIATIVES1. to foment a culture of scrupulousness and transparency in the

allocation of resources to the various activities carried out by the University.

2. to promote creativity in attracting means and resources in order to ensure sustainability, while enhancing alternative funding and revenue and diversifying their sources.

3. to develop the management of resources by maximising their value and promoting greater efficiency in their use.

4. to make management tools more agile and flexible.

PERFORMANCE INdICATORS

• level of diversification of the UC’sfunding structure

• growth rate of weight of revenue in relation to total funding

• weight of competitive funding inrelation to total funding

• average timeframe for paymentsand collections

GOALTo grow in competitive funding by 50%.

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INFRASTRUCTURE

GENERAL AIMPromoting the systematic improvement of infrastructures while ensuring that its integrated management is based on responsibility and sustainability criteria.

The sustainable and integrated management of the University’s multi-campus infrastructure makes it possible to maximise the use of existing buildings and facilities, thus ensuring long-term financial viability. The importance of having a concerted plan for physical growth is obvious. Whether part of projects for new facilities or for the expansion of existing ones, UC spaces should be correctly reorganised with a view to their effective use.Another aspect to take into account has to do with the improvement in energy efficiency, the environmental performance of buildings, and the quality of their

surroundings, in compliance with European requirements for energy efficiency. Concerns about energy efficiency and use of alternative renewable energy stand out as an important measure with impact at various levels.In harmony with all these issues is the need for qualified preservation, maintenance and conservation of spaces, through the implementation of planning, management and maintenance procedures aimed at improving physical conditions for the benefit of users. Many such spaces have a rich, storied past and are part of the UC’s ancient heritage, which must be maintained and preserved so that the University’s identity may remain strong.

STRATEGIC INITIATIVES 1. to manage the University’s multi-campus infrastructure in a sustainable, integrated way by maximising the use of existing buildings and facilities, thus ensuring long-term financial viability.

2. to have a concerted plan for the physical growth of the UC, either by building new facilities or expanding existing ones.

3. to make sure that UC spaces are correctly reorganised with a view to their effective use.

4. to improve the energy efficiency and environmental performance of buildings, as well as the quality of their surroundings.

PERFORMANCE INdICATORS

• m2 of used and non-used buildings

• cost (per m2) of conservation, maintenance,and renovation of buildings

• area subject to intervention andrehabilitation of historic architecturalheritage

• range of the user-payer principlein UC’s units and services

GOALDecreasing the energy, gas and water consumption per m2 by 20%

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ORGANISATIONAL RESOURCES

GENERAL AIMMaximising the use of organisational resources as a key element for competitiveness.

The UC is committed to maintaining, increasing and consolidating its presence in strategic international spaces, such as the Portuguese- -speaking countries or countries with significant Portuguese communities, always premised on quality and financial sustainability. The University of Coimbra should focus on existing partnerships with foreign universities, namely the members of the European--based Coimbra Group and of the Coimbra Group of Brazilian Universities. The reinforcement of these relations shall bring added value to the UC’s development and modernisation. It will also enable the UC to keep pace with current trends in higher education.As an institution marked by transparency and openness to the world, the UC has to perfect its communication policies in order to make its own multiple dimensions more visible.At institutional level, the

internal communication policy should be improved on as it constitutes one of the ways to overcome the difficulties resulting from the geographic dispersion of the University’s units and services. The mechanisms for communicating back with the members of the academic community or its outside partners must also be reinforced.The UC should also generate mechanisms which promote its trademark and the city of Coimbra at national and international scale. This candidate for world heritage site, which has a broad historical and cultural heritage as well as museological, bibliographic, archival and scientific collection with growing potential, should have a tourism offer with standards of excellence consistent with demand and should develop services and products alongside with other partners and offers.Regarding plan’s strategic formulation, based on differentiation through quality, methods of planning, management and evaluation should be developed and their use encouraged, always based on a culture of

continuous improvement.Social responsibility, which is so crucial these days, is viewed as strategic on such fronts as volunteer work, citizenship or the promotion of equal and gender opportunities at all levels of the University’s action. By the same token, social innovation and social entrepreneurship are crucial for a new concept of citizenship and must be stimulated.It should also be emphasised that the contribution of the network of UC’s former students is an important tool for dissemination and the success of the proposed initiatives.

STRATEGICINITIATIVES1. to intensify the UC’s presence in strategic international spaces (notably Portuguese--speaking African countries as well as nations with significant Portuguese communities) and to establish co-operation programmes based on principles of quality and financial sustainability.

2. to promote UC’s trademark by

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PERFORMANCE INdICATORS

• growth rate of proceeds from UC-trademark products

• UC in the QS Top World University Rankings

• level of implementation ofdata-warehouse project

• UC’s ranking in the 4ICU(web presence)

• growth rate of UC networkmembership (alumni)

• UC’s ranking on A3ES (Agency forEvaluation and Accreditation of Higher Education) institutional evaluation reference

• no. of tickets sold to touriststaking the University tour

• proceeds/net profit from the tour

GOALAchieving the highest top of mind awareness level for Portuguese universitiesin European countries.

highlighting the values of its quintessential identity and cultivating UC’s interaction and relations with society at large.

3. to improve on the internal and external communication policies by promoting transparency and making the UC’s prestigious aspects more visible.

4. to encourage the principles of social responsibility in the UC’s internal culture.

5. to develop a culture of integration and ongoing improvement based on planning, management and assessment methodologies by promoting and expanding the use of management

tools and technological platforms that help focus on UC’s missions.

6. to develop concerted actions within the scope of the University’s application to UNESCO’s World heritage status by galvanising local and national partners and winning over the population to this cause.

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Approved at the University Board’s meeting, 14th October 2011

organisationSpecial Project Team for the “University of Coimbra 2011-2015 Strategic Plan”

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