Strategy for the Faculty of Science 2009-2013

Swedish universities are undergoing a period of rapid change. Competition for research funding, and for the best qualified staff and students, is becoming more intense. This competitive environment calls for effective strategic planning, not least in the natural sciences where at a national level the number of qualified applicants is considerably less than the number of places available for bachelor programmes.

A comparison of the five largest faculties of science in Sweden shows a clear division between two large faculties (Stockholm and Uppsala) and three medium-sized faculties (Gothenburg, Lund and Umeå). Relative to the size of the faculty, Gothenburg has the largest proportion of undergraduate teaching. Since applications to science programmes have been declining in recent years, and the number of school-leavers is due to decrease substantially over the coming decade, it is clear that undergraduate teaching is a major strategic issue for this faculty. Research, where external income has been static in recent years, also presents major challenges.

The University of Gothenburg has in the last few years published two major strategic documents: a Strategic Plan for the years 2007-1010, and a Research and Education Strategy for the years 2009-2012. This strategy for the Faculty of Science describes the Faculty’s role in the University’s strategy.

Our vision – the Attractive Faculty

The Faculty’s research and education are attractive for our employees, students, funding agencies, academic partners and other partners such as public authorities and industry.

The Attractive Faculty is characterised by:
• Teaching and research of a high international standard
• Complete academic environments that contribute to sustainable development
• A well appreciated working and learning environment
• Strong profile areas that are nationally and internationally leading
• Good working links with other faculties, universities and organisations in the region
• Active participation in public debate and the media

Achieving the vision

Achieving this vision requires a long-term, continual effort based on our values and principles:

Our values:

• A culture of quality development based on broad participation
• Mutual respect between different professions
• High quality in both teaching and research

Our academic principles:

• Complete academic environments (teaching, research, collaboration)
• Research of a high international standard
• Broad-based bachelor education, focused master and Ph.D. education
• Students are prepared for employment both within and outside academia
• Well functioning forms for collaboration both internally and externally

Our personnel principles:

• Different areas of work (management, research, teaching, administration, technical support) are carried out by well educated professionals
• Training and support are provided for top research leaders, leading to strong research environments
• Sound gender and age distributions in the workforce, providing continuity and quality for the future
• All teaching staff should be active in both teaching and research
• Administrative and technical support should be sufficient that teaching staff work primarily with teaching and research

Leitmotiv

The approach underlying these values and principles can be summarised in three leitmotiv:
• Collaboration, both internal and external
• Balance, between teaching and research, and in the workforce
• Professionalism, right person for the right job

Specific goals to be achieved by 2013

In order to be able to follow the Faculty’s development towards the vision, the following specific goals have been set up to be achieved by 2013:

Prominent Research Areas

• The University’s Prominent Research Areas “Marine Environment” and Cultural Heritage” have, in collaboration with other faculties, become successful and well established within the University, thus securing continued long-term funding
• “Systems Biology” has been established as a new Prominent Research Area
• Additional Prominent Research Areas have developed from a strong base within the Faculty.

Personnel

• The proportion of female teaching staff on open-ended contracts has increased
• The proportion of externally recruited teaching staff (i.e. staff whose Ph.D. was obtained outside Gothenburg) has increased
• The proportion of female staff in leadership positions has increased

Teaching

• All programmes have more than one first-choice applicant per place
• Our undergraduate and graduate students are in demand amongst employers
• The proportion of teaching at master level (second cycle) has increased

Research

• The proportion of research that is externally funded has risen from ca. 45% to 55%, driven by an increase in external income, primarily for curiosity-based research
• The Faculty’s publications show an improved performance according to the measures used for allocation of resources both nationally and within the University
• Increased success in high prestige prizes and grants (e.g. Göran Gustafsson’s prize, Linné research grants, ERC)

External collaboration

• The Faculty has raised its profile within the Region through strategic collaboration with other universities, schools, the Regional Council, public authorities and industry
• Increased participation of our alumni as advisors in the development of education programmes, guest lecturers, advisors to external student projects, and mentors

Quality Assurance

• We develop well documented administrative routines that lead to increased effectiveness and flexibility and put into practice our values and principles
• Progress towards the specific goals for 2013 is monitored at the end of each year. Development plans are updated each spring and provide input to budget preparation in the following autumn.
• Collegial audits of Departments are carried out on a three-year rolling cycle.