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.
|Strategic Plan 2016-2020||2.43 M|
Last update: 30th June 2018.
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.
|1.1. Amount of research funding||1.1. 7M€ of EU funding per year||€ 17.128.311 € (2016, 2017)|
|1.2. Extent of interdisciplinary research||1.2 30% of faculty actively involved in the Global Challenges Teams||40,4%|
|1.3 Number of ERC grantees / MSC fellows||1.3 1-2 ERC grantees / 5 MSC fellows per year||5 ERC;
13 MSC (2016, 2017)
|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
detailed study needed, expecially concerning the fiscal aspects and including the involvement of the Income Revenue Authority.
Autorization of the Municipality needed for the transfer of the usage rights of the "Terese" building from IUAV to Ca 'Foscari
|1.5. Overall research output||1.5 +30% publications on major bibliographical databases||+17,20% on isi-wos and +17,10% on scopus|
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.
|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||3 Degree programmes
not meeting the requirements
|2.2. Cross-disciplinary course opportunities||2.2 14 minor programs. Minors offered within all programs. At least 15% students enrolled overall||Activation scheduled by the a.y. 2017/2018|
|2.3. Number of on-line students (acquiring CFUs through on-line courses)||2.3 1,000 on-line students by 2020||133|
|2.4. Effectiveness of admission tests||2.4 Admission tests for all programs with student-to-faculty ratio ≥ 25-to-1||12 Degree programmes without admission tests|
|2.5. Faculty involvement in continuous education||2.5 +30% faculty members involved as main course instructors||-1%|
|2.6. Doctoral program sustainability||2.6 Funding allocation for 4 fellowships per accredited program||88 Doctoral fellowships|
|2.7. Number of non-regional students||2.7 40% of annual intake||Bachelor's degree
|2.8. Employer engagement||2.8 ca. 750 job offers, 5,000 scholarships, per year. Employment rate over 90% within 5 years||657 job offers;
Employment rate 85,60%
|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||Classrooms delivered on 11/09/2017|
|2.10. Student housing provision||2.10 Dorms for 15% of yearly student intake||In progress: ordinary and extraordinary maintenance will be completed within September 2018|
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.
|3.1. Number of international faculty members||3.1 Recruit no less than 2-4 international professors per year||5 (2016, 2017)|
|3.2. Percentage of international students||3.2 10% foreign students by 2020||1.80%|
|3.3. Number of English taught programs||3.3 20% English taught undergraduate / graduate programs overall (circa 9).
10% continuing and executive education
|40,90% of undergraduate / graduate programmes; 32,50% of lifelong learning and executive education|
|3.4. Strategic international partnerships||3.4 Establish contact points in Far East, East Europe and Mediterranean countries||165 agreements (2016, 2017)|
|3.5. Position in major university rankings||3.5 Top 500 in QS and THE and 6 subjects in QS top 200||QS: 701-750;
5 out of 28 Subject Areas ranked in QS by Subject University Ranking
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.
|4.1. Number of international cultural programs||4.1 Five major programs per year||Incroci di Civiltà; Ca’ Foscari Short Film Festival; Art Night; Waterlines; Writers in conversation; European Week for Waste Reduction|
|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||In progress: preparatory activities for starting the final design|
|4.3. Cafoscari 2018 celebrations||4.3 Year-long program with five major international events. National and international press coverage||Target measurable from 2018|
|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||Data available from 2018; 3 editions of Active Learning Lab Program|
|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||Creation of the Innovation and Technology Transfer Unit in collaboration with Fondazione Ca’ Foscari|
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.
|5.1. Faculty size||5.1 +10% faculty (permanent, non-permanent, joint appointments)||0,6%|
|5.2. Career development||5.2 3 Research profiles per Department
3 HR Research Excellence awards
+3 Teaching Excellence awards university wide
|Waiting for the list of winners of Research Excellence awards; 3 teaching awards|
|5.3. Working environment||5.3 Complete HRS4R accreditation; introduce smartworking policies||Certification obtained for HRS4R; starting of smartworking projects|
|5.4. Sustainable campus||5.4 -10% energy consumption (per cubic meter), +20% waste recycling both by 2020||no variation for electricity consumption; 'decrease of 7,7% of gas consumption; increase of 12,5% of water consumption|
|5.5. Performance based state funding||5.5 Maintain current levels of funding||weight of the FFO rewards share: 1,22%|
|5.6. Establishment of Fundraising unit||5.6 € 3m additional revenue stream||Creation of the Fundraising unit|
Last update: 15/01/2020