Strategic Plan 2016-2020

As a leading center for academic excellence, Ca’ Foscari strives to attract and nurture talented scholars across the world, offering a distinguished curriculum and delivering cutting-edge research emerging from the active engagement of the hard and digital sciences with the disciplines of our traditional establishment rooted in social sciences and humanities. Our mission is:

  • Promote scientific advances by undertaking the highest quality research, addressing global questions and deliver acknowledged impact across various disciplines;
  • Encourage a transformative learning experience based on dedicated academic tutoring, a research-inspired, demand-led curriculum and an engaging student life;
  • Attract a diverse and international community of scholars and students at the very heart of one of the world’s most stunning locations;
  • Act as an accountable and stable institution, capitalizing on culture and academic excellence to promote civic innovation and economic growth.

icoStrategic Plan 2016-20202.4 M

1. Promoting Research for Impact

As a research university, Ca’ Foscari will strive to shape a world-class scientific profile, leveraging the best skills in our traditional fields to explore new directions in cutting-edge research at the frontiers of our disciplines.
To achieve this, Ca’ Foscari will set out a new research agenda centered around a selection of well-defined themes of global scope and impact, aimed to attract the best scholars worldwide, enhance our research output and international standing, promote the collaborative action among groups and individuals within our faculty and increase our access to competitive research funding.

 

KPI Targets Realization
1.1. Amount of research funding 1.1. 7M€ of EU funding per year € 13,119,066 (2015, 2016)
1.2. Extent of interdisciplinary research 1.2 30% of faculty actively involved in the Global Challenges Teams 42%
1.3 Number of ERC grantees / MSC fellows 1.3 1-2 ERC grantees / 5 MSC fellows per year 3 ERC;
13 MSCA Individual Fellowships (2015, 2016)
1.4. Research infrastructures and estates 1.4 Epsilon building at the Science Campus complete
Dept. of Asian and North African Studies relocated at the Terese complex
Ca’ Cappello renovated to host research arising from international partnerships
In progress
1.5. Overall research output 1.5 +30% publications on major bibliographical databases 1,158 articles on isi-wos and scopus

Percentage realized

20%

2. Foster a transformative learning Experience

Providing the best opportunities for our graduates is at the heart of our vision. Ca’ Foscari will renew curricula to prepare them to work adaptively in diverse settings and to operate in a global, fast-evolving society. While pursuing scholarly excellence remains the first premise of our new curriculum development plan, our programs will emphasize multidisciplinary knowledge, critical thinking and problem solving as key elements of a full rounded education scheme; they will be shaped around the research drive of our faculty as well as to the expectations of our main stakeholders, our graduates, to encourage their personal and professional development and provide them with the best career opportunities and a vibrant student life throughout their time at Ca’ Foscari.

KPI Targets Realization
2.1. Adequacy of internal track structure for BA and MA programs 2.1 No less than 50 students per undergrad track. No less than15 students per grad track Bachelor's Degree
93,8%;
Master's Degree
89,7%
2.2. Cross-disciplinary course opportunities 2.2 14 minor programs. Minors offered within all programs. At least 15% students enrolled overall In progress
2.3. Number of on-line students (acquiring CFUs through on-line courses) 2.3 1,000 on-line students by 2020 24 on-line courses
2.4. Effectiveness of admission tests 2.4 Admission tests for all programs with student-to-faculty ratio ≥ 25-to-1 30-1
2.5. Faculty involvement in continuous education 2.5 +30% faculty members involved as main course instructors 84 out of 500 faculty members
2.6. Doctoral program sustainability 2.6 Funding allocation for 4 fellowships per accredited program 14,6%
2.7. Number of non-regional students 2.7 40% of annual intake Bachelor's degree
22,32%;
Master's degree
37,77%
2.8. Employer engagement 2.8 ca. 750 job offers, 5,000 scholarships, per year. Employment rate over 90% within 5 years 522 job offers;
5,104 interventions for students
2.9. Classrooms and student space 2.9 Complete new lecture halls and classrooms in S. Basilio. Secure new agreement for Ca’ Foscari site in Treviso In progress
2.10. Student housing provision 2.10 Dorms for 15% of yearly student intake In progress

Percentage realized

10%

3. Shape a full-fledged international Outlook

Broadened geographical and cultural diversity will be a key factor to foster international awareness and a global mindset within our community. Ca’ Foscari will market the research agenda and a renewed curriculum to attract students, top-quality researchers and administrative staff worldwide. A window on and for the world, Venice will continue to be a powerful brand for our international outreach. Strengthening our cooperation with the local network of cultural and scientific institutions and with the entrepreneurial fabric will be conducive to creating the critical mass required to engage a wider international partnership in our development plans.

KPI Targets Realization
3.1. Number of international faculty members 3.1 Recruit no less than 2-4 international professors per year 6
3.2. Percentage of international students 3.2 10% foreign students by 2020 1.79%
3.3. Number of English taught programs 3.3 20% English taught undergraduate / graduate programs overall (circa 9).
10% continuing and executive education
6
3.4. Strategic international partnerships 3.4 Establish contact points in Far East, East Europe and Mediterranean countries PRIMA - Partnership for Research and Innovation in the Mediterranean Area
3.5. Position in major university rankings 3.5 Top 500 in QS and THE and 6 subjects in QS top 200 QS: 701+;
THE: 401-500;
QS Rankings by Subject area: 3 ouf of 20

Percentage realized

10%

4. Act as an Innovation Catalyst

The presence of research universities is nowadays widely acknowledged as a necessary condition to bring about innovation-based economic development. Indeed, a key factor in the economic rise of states and regions is a close tie and frequent collaborations among public institutions, companies and a network of first-rate universities. Activating and supporting these collaborations is not just in the interest of regions, institutions and companies, but also of universities. It is also useful for the increased potential of industry funding for demand-led translational research, and for the prolific humus these collaborations create for the professional development of their graduates.

KPI Targets Realization
4.1. Number of international cultural programs 4.1 Five major programs per year In progress
4.2. Establishment of Science Gallery Venice 4.2 Science Gallery Venice completed and self-funded by 2019. Production of 3 exhibits per year co-developed within DVRI Starting of Science Gallery Venice
4.3. Cafoscari 2018 celebrations 4.3 Year-long program with five major international events. National and international press coverage In progress
4.4. Establishment of Venice Innovation Hub 4.4 40 - 50 startups / SME hosted, 30 - 40 graduate internships funded yearly, Active Learning Lab program fully functional In progress
4.5. Establishment of Innovation and TT Unit co-operated with Fondazione Ca’ Foscari 4.5 +100% revenues from corporate funding for research and innovation projects Starting of the Innovation and Technology Transfer Unit in collaboration with Fondazione Ca’ Foscari
€ 1,471,951- third party revenues

Percentage realized

40%

5. Secure a sustainable academic Future

Well aware of our institutional role and leadership as a public university,  Ca’ Foscari will act as an efficient and accountable administration, seeking a shared vision and commitment towards the objectives of the plan. In our transition from our centenary tradition to a future as one of the first-class universities in the world, three major directions should be pursued to secure a sustainable development towards the main objectives of the plan.

 

 

KPI Targets Realization
5.1. Faculty size 5.1 +10% faculty (permanent, non-permanent, joint appointments) 500
5.2. Career development 5.2 3 Research profiles per Department
3 HR Research Excellence awards
+3 Teaching Excellence awards university wide
9 prizes for research (3 for recent graduates and doctoral students, 3 for young researchers, 3 for advanced research);
3 awards for teaching
5.3. Working environment 5.3 Complete HRS4R accreditation; introduce smartworking policies In progress
5.4. Sustainable campus 5.4 -10% energy consumption (per cubic meter), +20% waste recycling both by 2020 110,4 KWh/m2 electricity;
9,8 Sm3/m2 gas;
0,97 m3/m2 water
5.5. Performance based state funding 5.5 Maintain current levels of funding 1,34% weight of the FFO rewards share
5.6. Establishment of Fundraising unit 5.6 € 3m additional revenue stream In progress

Percentage realized

10%