Strategic Plan of the Central European Institute of Technology at Masaryk University up to 2020
As adopted by CEITEC MU after consultation with the Director´s Board (13. 12. 2016) and with the Scientific Board (19. 12. 2016).
MISSION
 CEITEC MU, as a member of CEITEC consortium and a research institute within MU, aims to improve quality of life and human health through
scientific research.
VISION (2020)
 Internationally recognized research institute in life sciences with links to material science
 One scientific community bridging disciplinary boundaries
 Role model for a university research institute in Czech and Central European context
 Source of inspiration and innovation to the university, a driver of internationalization of the university
 An institute with open, international, fair and friendly environment
STRATEGIC PRIORITIES
1. Strong institutional profile
2. Leadership in science
3. Excellent working environment
4. Sustainable and efficient institute with good governance
5. Strong community open to its environment
Goals Key implementing measures and
activities
Resource implications Performance indicators
Strategic priority 1: Strong institutional profile
1.1. Address societal challenges in new
generation biomedicine and
sustainable agriculture through
interdisciplinary research potential
Develop strategic projects in
cooperation with other partners to
address key topics in a large scale
Smart Accelerator (Assistance –
involvement in collaborative
projects)
OP VVV Excellent Research
(TargetCell – new
interdisciplinary groups)
H2020-Teaming (new
interdisciplinary groups)
OP VVV Pre-application
Research and Long-term Intersectoral
Collaboration
(collaboration with industry)
CZ-AT Interreg for core facilities
(promotion of CFs for regional
industry)
 Number of projects with
budget ≥10mil EUR
 Number of collaborative
research:
- total number
- companies
- application sphere
- research organizations
- number of research groups
from CEITEC MU
 Number of:
- inventions
- patents
- license agreements
- new companies
- technologies
Adjust openings of new research
groups with interdisciplinary
potential
Further develop collaboration with
industry and other business
partners
1.2. Strengthen the recognition of the
institute at European and
international level through
outstanding researchers and stateof-the-art
infrastructure.
Develop new strategic
partnerships at institutional level
in the (a) U.S./Canada, (b) Asia, (c)
Central, Eastern, and SouthEastern
Europe
H2020 LIBRA, ORION, future
SWAFS and other coordination
and support actions (EU-LIFE
involvement)
 Overview of strategic
institutional partnerships
 Number of:
- total joint projects
- with strategic institutional
partners
 Number of high-profile
international scientific events
hosted at CEITEC
 Number of CEITEC researchers
invited to hold lectures at highprofile
international scientific
events
 Number of visiting professors
from abroad at the institute
 Volume of development aid
projects
Actively participate in EU-LIFE,
ESFRI and other already existing
associations
Enter into membership of other
European-level alliances
Increase participation in
development aid initiatives
1.3. Achieve recognition across the
university community as its
constitutive part
Develop formal
programmes/agreements of
cooperation with MU faculties
Involvement in OP VVV
Development of Capacities for
R&D at MU
MEYS Large Research
Infrastructures Scheme
GAMU Interdisciplinary Projects
 Number of:
- programmes signed within MU
- agreements of cooperation
signed within MU
 Number/percentage of
research outputs with coauthors
from other MU units
operating in:
- natural sciences
- social sciences
- humanities and arts
- other"
Support access of researchers from
MU including non-traditional users
to core facilities
Enhance interaction and
collaboration with social sciences,
humanities and art
Strategic priority 2: Leadership in science
2.1. Attract and help grow scientific
leaders
Active recruitment policy for
researchers (from junior
researchers to group leaders)
Postdoc applications to MSCA-
IF/SoMoPro
ERC/ERC Support Scheme
Postdoctoral Training
Programme may benefit from
joint activities listed in
SoMoPro/MSCA-IFs
 Number of research groups/CF
(total/new)
 Number of research groups
with joint agreement between
CEITEC MU and other
institution
 Number of applicants per group
leader vacancy
 Number of applicants per
research job vacancy (other
than GLs)
 Number of CEITEC postdocs
hired by other institutions
(CZ/abroad)
 Number of:
- external awards
- internal awards
System of attracting
undergraduate students
Implement a career scheme for
researchers
Implement a postdoctoral training
programme
Create internal awards for
excellent results
2.2 Become a centre for postgraduate
education and training matching
with the research profile
Develop the concept and
institutionalize CEITEC PhD School
at MU (through agreements with
faculties and university) in
accordance with Principles for
Innovative Doctoral Training
Smart Accelerator (Assistance –
involvement in collaborative
projects)
OP VVV Excellent Research
(TargetCell – new
interdisciplinary groups)
H2020-Teaming (new
interdisciplinary groups)
OP VVV Pre-application
Research and Long-term Intersectoral
Collaboration
(collaboration with industry)
CZ-AT Interreg for core facilities
(promotion of CFs for regional
industry)
 Number of students in CEITEC
PhD School at MU:
- current students
- graduates
- terminated studies
 Other training programmes:
- number of events
- number of participants
 Number of summer/winter
schools and workshops
Offer professionally-oriented
training programmes at different
levels
Organize a set of summer and
winter schools and workshops
both on scientific topics and in
science management, namely core
facility management
2.3. Overcome interdisciplinary barriers
and barriers among fundamental,
applied and translational research
Support joint research platforms
and projects across research
groups and programmes
GAMU Interdisciplinary
Projects, TAČR
 Number of research groups
with interdisciplinary outcomes
 Volume of income from
collaborative research:
- total income
- lowest-highest figure, median
- companies
- application sphere
- research organizations
 Number of projects of
collaborative research
Adopt and implement a strategy
for knowledge and technology
transfer
Develop internal networking
through common events
2.4. Stimulate high-end research
originating from the institute
Implement an internal assessment
system for researchers and further
develop the system of external
evaluation
NPU -II  Number/percentage of articles
in Q1 journals
 Volume of grant funding
acquired:
- national
- international
- private
 Number of ERC grants
 Number of grants:
- EMBO Installation and
Fellowship grants
- Welcome Trust grants
- Marie Skłodowska-Curie grants
(except SoMoPro)
 Number of H2020 consortia
grants
Implement budget rules combining
basic support for research groups
by level of seniority with
performance-based elements
Develop a grants strategy based
tailored approach to research
groups
Clarify the status and funding of
research groups that are joint units
with other organization (or MU
faculty)
Strategic priority 3: Excellent working environment
3.1. Enhance coherent, transparent, fair
and supportive conditions of
employment at any stage of career
Adopt and implement a set of
internal regulations to encompass
HR policy for all categories of
employees
H2020-Teaming
OP VVV Development of
Capacities for R&D at MU
 HR4R Excellence logo awarded
 Overview of events in personal
development programmes for
employees:
- postdoc
- senior researchers
- junior researchers
- administration
Implement internal assessment
and personal development support
3.2. Provide state-of-the-art research
infrastructure and related services
Adopt and implement institutional
policy on concept, organization,
development and funding of core
facilities
MEYS Large Research
Infrastructures Scheme
CZ-AT Interreg for core facilities
 Percentage of use against total
operating time per CF
 Number of users per CF:
- internal
Define needs for, and principles of
provision of, other researchrelated
services (space allocation,
IT support, health and safety
service, data management,
intellectual property management
etc.)
- MU
- other institutions
- international
- academic
- commercial
 Number of publications with
acknowledgment to CF
 Overview of participations
within CF networks:
- European
- international
 Number of events organized by
CF:
- European
- international
3.3. Increase the inclusiveness of the
institute
Support the primacy of English as
language of communication
including administration
OP VVV Development of
Capacities for R&D at MU
H2020 LIBRA, ERA Chair
H2020-Teaming
 Percentage of administrative
jobs filled by a person of
international background or
experiences
 Number of mobility of
administrative staff
 Overview of foreign researchers
 Number of hired foreign
employees
 Overview of services provided
to:
- employees
- students
Increase mobility and
internationalization of CEITEC MU
staff through recruitment, where
possible, and by improving English
language competencies of
administrative staff
Streamline the welcome and
adaptation services
Provide support to scientists to
facilitate combining work and
family obligations (such as
babysitting during key events etc.)
Strategic priority 4: Sustainable and efficient institute with good governance
4.1. Develop an economy able to meet
the obligations and needs of the
institute
Implement budget rules providing
clear procedures for preparing,
approving, and evaluating/revising
annual budget
OP VVV Development of
Capacities for R&D at MU
 Volume of the total budget
 Volume/percentage of
institutional funding within the
total budget
 Volume/percentage of
operation costs against the
total budget
 Volume/percentage of
investment costs against the
total budget
Improve financial planning,
reporting and analysis with the use
of budget transparency tools (open
budget)
4.2. Ensure efficient and client-oriented
administration and operations
Implement a single administrative
model and culture across the
institute
OP VVV Development of
Capacities for R&D at MU
 Overview of internal
regulations:
- new
- updated
 Quality survey as a feedback to
improve operations and clientoriented
administration.
 Overview of administrative
procedures performed in
electronic form:
- HR
- economics
- grants
- PhD study
- public tenders
- record service
Define administrative processes
including clearly intended process
roles through internal regulations
or handbooks
Increase the digitalization of
administration and related services
Develop a risk management
system
Create/revise purchasing system
namely (consumables, software
etc.)
Define a long-term concept for
maintenance and operation of
existing infrastructure
4.3. Strengthen one CEITEC identity
across research centres
Increase involvement of group
leaders and other key
constituencies into governance of
the institute
H2020-Teaming  Number of research group
leaders meetings
 Number of CEITEC participants
on organized events
 Number of events for junior
researchers
 Number of alumni
Hold regular research group
leaders meetings
Develop internal networking
through common events (including
events available to family
members)
Enable a platform for junior
researchers representation
Develop and institutionalize
alumni network
Strategic priority 5: Strong community open to its environment
5.1. Increase and intensify academic and
community collaborations and
interaction within the university and
within the CEITEC consortium
Regularly organize events
connecting scientific or sciencerelated
themes at the institute
with the rest of the
university/CEITEC consortium
H2020 LIBRA, ERA Chair  Number of joint events:
- CEITEC consortium
- MU
 Overview of communication
channels
Take active part, or initiate,
debates on issues of scientific
ethics
Develop communication channels
with university parts, with
researchers in the campus, at the
institute
5.2. Engage with local (regional, national)
community and society-at-large
Regularly organize open days for
general public
H2020-Twinnings; H2020Teaming;
H2020-ORION and
other SWAFS actions
Every MSCA-IF or SoMoPro has
an outreach component
 Number of media
articles/reports on CEITEC:
- institution
- person related to
- theme
 Number of group leaders
trained in communication with
media
 Number of participants of Open
days
 Number of educational
activities for school-age
children
 Number of partnerships with
schools
 Overview of events organized
or co-organized for the public
Increase the presence of the
institute and group leaders in
social media
Develop partnership with key
media players (Czech TV,
newspaper etc.) to raise public
awareness on scientific topics
Develop partnership with schools
and educational activities for
school-age children
From time to time organize
national and international events
on science policy and science
management