Annual Activity Report 2017 MASARYK UNIVERSITY ANNUAL ACTIVITY REPORT 2017 Contents Foreword Masaryk University's Mission, Values and Vision 5 7 1Degree Programme Quality2 in Education Internationalization3 Diversification and 17–23 in Education Accessibility 25–31 9–15 2.1 Internal Quality Assurance and Assessment System 3.1 Foreign Language Teaching 1.1 Admission to the 2.2 Institutional Accreditation 3.2 Foreign Language Bachelor’s and Master’s 2.3 Surveys and Feedback Instruction and Other Degree Programmes 2.4 Support for Talented Language Centre Activities 1.2 Academic Counselling Students 3.3 The Implementation 1.3 Activities for Applicants and 2.5 Making Instruction of Foreign Language Collaboration with Schools Attractive Through Degree Programmes 1.4 Bachelor's and Master's New Technology and 3.4 Summer Schools Programmes Teaching Methods with Foreign Student 1.5 Lifelong Learning Participation 3.5 Foreign Collaboration and Mobility Programmes 4Individualized Doctoral Research5 Excellence and Research6 Efficiency and Programmes Relevance a Stimulating Research 33–37 39–43 Environment 45–49 4.1 University-Wide Activities 5.1 Masaryk University’s for Doctoral Students Scientific Performance 6.1 University-Wide Support and Supervisors 5.2 International Services for Creative Work 4.2 Support Activities for Research Support 6.2 Support for Qualification Doctoral Candidates 5.3 Knowledge Transfer Growth and Academics’ Implemented by Faculties and Utilization of Performance 4.3 Awards for Talented Research Results Doctoral Candidates and Doctoral Degree Programme Graduates Organizational7 Culture Inspiration8 and Social Personnel9 Management Based on Shared Values Responsibility and Employee 51–57 59–65 Development 67–71 7.1 Inspirational University 8.1 Key Projects Implemented Environment in Response to Societal 9.1 Internal Personnel 7.2 University Associations and Challenges Management Regulations Student and Staff Activities 8.2 Masaryk University 9.2 Qualitative Growth and 7.3 Internal Communication in the Media Employee Evaluation 7.4 Visual Identity 8.3 Cultural Role 9.3 Open Personnel Policy 7.5 Career Counselling 8.4 Alumni Relations and Related Services 7.6 Services Provided to Persons Development 9.4 Employee Training with Special Needs 8.5 Mendel Museum and Benefits 7.7 Ethics and Equal 8.6 Munipress (Masaryk Opportunities University Press) 8.7 Library Services Infrastructure10 and Information11 Systems and MU12 Faculties and Institutional Management IT Support University Institutes 73–81 83–87 89–111 10.1 Support for Project Preparation 11.1 Development of Information 12.1 Faculty of Law and Implementation Infrastructure and 12.2 Faculty of Medicine 10.2 University Infrastructure Information Systems 12.3 Faculty of Science and Facilities 11.2 Masaryk University 12.4 Faculty of Arts 10.3 Accommodation Infrastructure Information System 12.5 Faculty of Education and Catering Services 12.6 Faculty of Economics 10.4 Building Management and and Administration Operation Efficiency 12.7 Faculty of Informatics 10.5 Financial Balance 12.8 Faculty of Social Studies Sheet for 2017 12.9 Faculty of Sports Studies 10.6 University Budgeting 12.10 Central European 10.7 Internal Control System Institute of Technology 10.8 Masaryk University Archives 12.11 Institute of Computer 10.9 Providing Information Science MU Organizational Structure List of Abbreviations 112–113 114–115 Foreword 2017 was a year of significant change for the university's Steps were taken as well in a host of areas tied to the institutional life. Such times of change are infrequent— university's key objective of increased competitiveness in some years see only refinements made to steps that have the international higher education market. At a session been taken in the past; in other years, the ground is being late in 2017, the Masaryk University Scientific Advisory laid for changes that still await; and in others, the insti- Board noted that progress had been made, particularly tutional status quo is maintained. In 2017, what I have with regard to the openness of HR policy and efforts at referred to tongue-in-cheek as the ‘Big Bang’ brought internationalization of the university. change to the degree programmes of all the university's Changes to HR included the preparation and approval faculties. We quickly found our way around the new leg- of norms: the Masaryk University Internal Wage Regula- islation and methodology put in place by the National tions, and Regulations on Competitive Selection Proce- Accreditation Bureau for Higher Education. In fact, we dures at Masaryk University. Both norms bring us closer seized the opportunity across faculties to take stock of to the standards of successful foreign universities and our degree programs, which had multiplied after a review create the conditions for an influx of quality scholars and in the 1990s to the point that orientation for students was teachers and improved remuneration for all employees. difficult, and streamline and clarify the offering. A rising level is evident in scholarship at the university, At the same time, we were able to create the conditions and scientometric data confirms that the quality of sci- for faculties to collaborate on an unprecedented scale, entific work is increasing as well. MU is also among the also implementing joint bachelor's programs with 'major' most successful institutions in the country at navigating and 'minor' fields of study. Many previous fields of study the rigorous requirements for winning European research were integrated into clear-cut degree programs with grants. Concurrent with its growing international reputa- a specialization, even at the master's level. With institu- tion and improvements in key academic indicators—chief tional accreditation now obtained and approval from MU's among them the student/teacher ratio—the facts above Board of Internal Evaluation, this new structure will be are reflected in the university’s rising international rank- implemented starting with the 2019/2020 academic year. ings. MU is the only large university in the Czech Republic A number of academic staff from the individual facul- to strengthen its position in international competition, ties as well as from university bodies prepared the quality with particular growth in Asia. proposal for institutional accreditation and submitted For all this, I would like to extend my thanks to all it to the National Accreditation Bureau in late 2017. The the people who have worked with head and heart on the modified offering of degree programmes was followed university’s behalf, as well as to the many students who by the preparation of key strategic projects under the have made this such a successful higher educational in- Research, Development, and Education OP. In upcoming stitution. years, these will support the creation of infrastructure for the use of simulation in teaching medicine and other Mikulas Bek academic areas. Rector 5 Masaryk University's Mission, Values and Vision Masaryk University strives to create and disseminate knowledge, thus enhancing the quality of life and fostering cultural growth in the community. This mission stems from the university’s founding values. Our Values Our Vision Since its founding following the establishment of the By 2020, Masaryk University will be: Czechoslovak Republic, Masaryk University has always respected and professed values reflecting the republi- → a university with a better position among world uni- can and democratic ethos of that initial period. To this versities, measured using quality and performance day, such values form the basis of its internal culture indicators in international rankings, and are widely embraced by the academic community. → a respected research university boasting interna- These values are: tionally renowned research teams, clearly defined priorities and interdisciplinary research topics, → Freedom, respected and defended as the governing → a university offering a valuable higher education principle of the inner workings of the university in based on a stable and universal foundation comprised terms of the academic freedom of teaching and re- of both social and natural sciences, search, freedoms such as a students’ right to design → a university whose comprehensive offer of educa- their own curricula, freedom as the principle of insti- tion reflects technological developments and chang- tutional autonomy exercised by the university towards es, a university which is thus perceived as a leader in the state, and – last but not least – freedom as a social Czech higher education imperative. → a university which functions as a role model in both → Respect for rules ensuring equal opportunities and national and international contexts with respect to transparency regarding the functioning of the insti- facilitating access to educational opportunities for all tution, as manifested e.g. by internal administrative applicants exhibiting the required learning potential and economic settings, study-related regulations and regardless of disabilities and social or other impair- the war on plagiarism. ments, → Responsibility, comprising the university’s public → an employer providing all employees with a moti- role, as exemplified by its function with respect to the vating work environment which inherently stimu- creation of public opinion and active participation in lates a responsible, efficient, creative and ethical public debate as well as its significance as knowledge approach and technology transfer mediator and