Name of the IDEX IDEX PIA1 PSL Research University END OF PROBATIONARY PERIOD EVALUATION REPORT 30TH JUNE 2016 End-of-Probationary-Period Evaluation Report This document is to be uploaded to the ANR submission site https://investissementsdavenir.agencerecherche.fr/IDEX-PIA1/ by 22nd December 2015, 1 p.m. (Paris time) Full title of the IDEX PSL Research University Key words Start date End date IDEX website www.univ-psl.fr Name, Surname: Coulhon, Thierry Principal investigator E-mail: [email protected] Institution leading the project (Project Name: PSL Research University leader) Type of institution : FCS December 2015 Date of writing 1 Name of the IDEX IDEX PIA1 PSL Research University END OF PROBATIONARY PERIOD EVALUATION REPORT 30TH JUNE 2016 Table of contents SUMMARY ............................................................................................................................. 3 1. Achievements ........................................................................................................ 6 1.1. Taking account of the jury’s recommendations .................................................. 6 1.2. Changes in the project at the time of grant agreement preparation ................. 6 1.3. Structuring and governance of the “Target University” ...................................... 7 1.3.1. Constitution and structuring of the “Target University” ..................................... 7 1.3.2. Governance ......................................................................................................... 10 1.4. Trajectory ............................................................................................................ 12 1.5. Other achievements ............................................................................................ 18 1.5.1. Transformational nature and added value ........................................................ 18 1.5.3. Research and training ......................................................................................... 29 1.5.4. Policy for research valorisation & knowledge transfer ..................................... 45 1.5.5. Student life and life on the Campus ................................................................... 53 1.5.6. Culture, Science and Society ............................................................................... 54 1.5.7. Construction of the identity ............................................................................... 54 1.5.8. International visibility ......................................................................................... 55 1.5.9. Focus: remarkable achievements ....................................................................... 56 2. Projection into the future (Part 1) ...................................................................... 58 2.1. PSL's organisation and transformation model................................................... 58 2.2. The governance of PSL ........................................................................................ 59 2.3. Research policy: objectives, management and measures ................................ 61 2.3.1. Development ....................................................................................................... 61 2.3.2. The structuring of the Key Research Programs.................................................. 61 3. Projection into the future (Part 2) ...................................................................... 62 3.1. Teaching policy: objectives, management and measures ................................. 62 3.2. Research valorisation and knowledge transfer: objectives, management and measures ............................................................................................................................ 63 3.3. International policy: objectives, management and measures .......................... 64 3.4. Human resources: objectives, management and measures ............................. 66 3.5. Support functions: objectives, management and measures ............................. 66 2 SUMMARY In 2010-2011, sixteen of the most prestigious French higher education and research institutions1 joined forces in order to create a world-class integrated research university with a concerted academic policy, a complete educational offer from undergraduate through to doctoral level, and a strategy to promote valorisation and knowledge dissemination. PSL Research University is up and running. Given a projected ranking of 25th in the world2, it has progressively secured an ever stronger footprint in the European research space: its share of the total ERC grants awarded increased by more than 25% from 1.7% in 2010 to 2.2% in 20143. The number of applications for PSL master's degrees has also increased by 40%, while the number of start-ups created has more than tripled since 2012 to reach 21 in 2015. IDEX has been instrumental. In the field of research, it has been a driving force together with the Labex as an incentive to develop a common signature policy. It has triggered circa 100 new research projects that have stimulated academic creativity while also strengthening the links between the teams of its member institutions. The University’s IDEX and the Labex projects have also been the means of implementing an ambitious recruitment policy by offering competitive research conditions that have attracted both promising and established researchers together with top international master students: 245 PhD students, 271 post-docs and 11 world-class researchers. PSL's teaching has equally benefitted from the creativity and innovation stimulated by calls for proposals. A number of highly innovative degree programs, unprecedented in the French academic landscape, have been developed, such as the multidisciplinary undergraduate degree (CPES) that combines the best of the French “prep classes” (CPGE) and university systems or the pioneering doctorates at the intersection of research and either artistic creation (SACRe) on the one hand, or engineering (ITI) on the other hand (cf. 1.5.3). The university has also developed a pioneering knowledge transfer team (cf. 1.5.4). It has also forged strategic international partnerships with some of the world's leading universities such as the University of Cambridge (cf. 1.5.8). The University has also elaborated shared development strategies for all its member institutions in the fields of digital, knowledge dissemination and the modernisation of campus life. A particular focus has been given to the implementation of a common digital strategy which is instrumental for the university integration and the development of lasting synergies between member institutions. Endowed with a budget of €13m and overseen by a dedicated vice-president, a Digital Development Plan was elaborated in 2014 to equip PSL with the innovative infrastructure, digital solutions and computing services that it needs to realise its ambitions. Finally, PSL has developed a Real Estate Development Plan to build “smart campuses”, facilitate circulation between them, and negotiate improvements with the City of Paris. These achievements have been made possible by the setup of a governance model and a legal structure adapted to PSL's needs. Since the Foundation could not legally be conferred degree- granting competences, PSL's members made use in 2014 of the legal status known as the “ComUE” (Communauté d’universités et d’établissements) in order to enjoy the full range of 1 CNRS, INRIA, INSERM, CNSAD, CNSMDP, Collège de France, Ecole Normale Supérieure, ENSAD, ENSBA, ENSCP Paris Tech, ESPCI Paris Tech, Fondation Pierre-Gilles de Gennes, Institut Curie, Institut Louis Bachelier, Observatoire de Paris, Université Paris Dauphine 2 According to a simulation of the Shanghai Ranking by Docampo, Egret & Cram, Scientometrics 104, 175 (2015). 3 The figures for 2015 are not final but are even more favourable thus far. 3 powers granted to institutions with university status.4 The doctoral degree has been completely transferred to the University and a progressive transfer is ongoing at undergraduate and master's level to guarantee a coherent and structured degree portfolio. Significant competence transfers to the University valorisation structure are underway (1.5.4 and 2.5). The governing bodies are now fully operational, giving PSL an indisputable academic and democratic legitimacy. The President and his senior management team (Vice-Presidents and Deans) play a major role in giving impetus and coordinating actions within the university. The central role played by the Council of Members, which includes the research organisations, guarantees the involvement of PSL's communities. Finally, PSL's members have set up an operational governing structure to ensure the implementation of policy orientations. These major evolutions have meant overcoming significant hurdles, but they have also encouraged the development of a consistent learning-by-doing approach. In particular, the drawing up of statutes required major work to ensure that they conformed to legislation while also preserving PSL's flexibility. The election of a new president in December 2014 also gave rise to intense debate that proved the solidity of PSL's governing bodies and reasserted the strength of the member institutions’ shared commitment. In what is proof of its attractiveness, PSL Research University has been joined by 8 additional leading HE institutions5 that share its core values and its transformative ambition. These new members have strongly reinforced