STRATEGIC PLAN Key Elements

Transcription

1 STRATEGIC PLAN The Department of Chemical Engineering of the Universitat Rovira i Virgili has reflected on its history, mission and future. It realises that is a young department that belongs to a young, local University with triple mission (teaching, research and service to society) and assumes the consequences of these facts. The department is proud of its heritage as a diverse, dynamic engine of innovation in teaching, research and technology transfer. At the same time, it assumes with optimism the challenges of the future and is ready to take them on. It considers as self evident that its future is a strong function of the degree of internationalisation, visibility, and excellence that it has to achieve in all the areas of its activity. Vision Key Elements Research, innovation and TT Strategic Objectives Strategic Plans Become an international reference of excellence in education, research and innovation in our areas of activity. Do it by building an empowered organisation Portfolio Human Resources Empowered Organisation

2 DEQ: Engine of Technological and Economic Development The department believes that it is its obligation to excel in performing state of the art research in sustainable chemistry and engineering, in biotechnology, and in food and molecular engineering. A multidisciplinary and culturally diverse team is necessary to achieve value added state of the art contributions in these areas. The department considers of paramount importance that this team should create a critical mass that can have (a) a significant international projection, (b) a considerable input in the form of research projects and networking and (c) an output characterised by uncompromising and relentless quality and creativity. Research input and output are however not sufficient. The department believes that through technology transfer and innovation can retrofit its scientific production and should contribute to the knowledge-based society that is the future of Tarragona and Europe.

3 DEQ: Contributing to the education and vocational training of holistic, entrepreneurial engineers The department considers obvious that the offer of a diverse, modern, and state of the art education portfolio both in content and in form is both a goal and a prerequisite. Are areas of its competence the education and professional training in Chemical and Sustainable Process Engineering, Food Technology, Biotechnology and Systems and Molecular Engineering. Are characteristics of its educational promise with society the internationalisation of the curricula, the flexibility of the offer, the provision of state of the art professional and occupational tools and the adaptation of the schedules and form of the offer to the necessities of today s professionals. A constant crosscutting property of its educational offer is the foundation on holistic education and entrepreneurial principles. PORTFOLIO

4 Our members are our strength. We eliminate bureaucracy and waste and increase productivity and satisfaction The department is its people. For this reason it decides that is of paramount importance for its evolution to incorporate first class researchers and technical and support personnel; to offer a coherent and fulfilling career plan to all its members; to provide for their continued and personalised training. We will fight bureaucracy and complacency to optimise all our processes and procedures.

5 DEQ means: Transparency, Trust, Results The department realises that it cannot achieve its goals unless it evolves as a participative, transparent, horizontal organisation. Results can only be achieved if all our members believe, feel and see, beyond any doubt, that the DEQ is THEIR department. We will strive to create the culture that will fundament these principles.

6 TIMELINE AND PROCESS January 2006: the department reflects, collects data and documents the base document of its strategy. It educates in parallel its leadership team. 17 January 2006: the department council approves its base document and assigns its further elaboration and documentation to the owners of each process with clear mandate to involve all the organisation. The owners are: Empowered organisation: Marta Schuhmacher and Jaume Giralt. Human Resources: Ioanis Katakis and Jordi Grifoll. Portfolio: Ricard García Valls and Allan Mackie. Research, Innovation and Technology Transfer: Josep Font and Dani Montané. End of February 2006: the department council approves the master document and its strategic plans. March-April 2006: the department elaborates its self report and its strategic actions. Invites the external committee and stakeholders. Goes through a second round of leadership education. May-June 2006: External evaluation and retrofit. June or July 2006: First assessment and evaluation. End of 2006: The DEQ is a reformed organisation working in unison to engineer the future.