Strategic Commitments 2020

Strategic Commitments 2020

Strategic Commitments for Academic Year 2019-2020 

 

  1. Include a combination of skills, such as critical thinking, informed debate, communication and public speaking in learning programmes
  2. Revise and update teaching programmes regularly in response to feedback from students, expert advice, and in step with rapid changes in the disciplines
  3. Improve formal and encourage informal feedback systems between students and academics
  4. Provide continuous support for doctoral researchers
  5. Provide guidelines and training for doctoral supervision
  6. Design courses together with external stakeholders
  1. Identify research niches that the University can make its own
  2. Improve the doctoral-researcher-to-staff ratio
  3. Advocate for increased research funds in line with target GERD
  4. Set up committee for research engagement and a research integrity office
  5. Support efforts for research funding from national and international sources
  1. Monitor problematic areas on a regular basis
  2. Provide campus taxi service for students and staff with mobility issues
  3. Establish procedures for assessing students’ ‘Fitness to Practice’ for certain courses
  4. Work on issues of gender mainstreaming within the curriculum 
  5. Promote the Sexual Harassment Policy with external stakeholders
  6. Address specific gender-related challenges with respect to promotion
  7. Address the gender gap in subjects such as engineering, education, and health care
  8. Create a library depository of historical documents on the advancement of gender-related rights
  9. Support a buddy system for international students and staff
  10. Provide stress-management support around examination periods
  11. Provide Mental Health First Aid courses for staff and students
  12. Promote awareness of the Bullying and Harassment Policy
  13. Spread the scope and geographic reach of the University of the Third Age
  14. Re-evaluate and develop CAMPUS FM
  15. Involve arts and humanities in ‘Science in the City’
  1. Support the industry speaker programme within study units 
  2. Include project-based activities in study programmes 
  3. Organise colloquia and conferences on contemporary topics 
  4. Engage with enterprise and industry associations 
  5. Promote dialogue with industry through strategic advisory groups 
  6. Deploy innovative learning methods including sport and physical activity to develop students’ capacity for effective problem solving and resilience
  7. Encourage continuing professional development, executive education, and industry life-long learning
  1. Include cultural heritage content and appreciation from a broad perspective in programmes of study
  2. Promote the values of good citizenship: a sense of community, hospitality, democratic ideals, tolerance, fairness and non-discrimination
  3. Maintain a dynamic language policy for the University
  4. Offer international students and international staff the opportunity to study the Maltese language  
  5. Expand activities that promote entrepreneurial education and practice
  6. Improve permeability of progression from the vocational sector and returning adult learners
  1. Maintain, and preferably improve, the standings of UM in various international rankings
  2. Encourage more academic and research staff to build and ‘make public’ their Google Scholar Profiles
  3. Offer more training to admin and academic staff to develop those skills required for better marketing specific programmes of study via social media
  4. Explore ‘UNESCO Chair’ option to reach out to and support socio-economic development, adult learning and/or human capital formation in a developing country (e.g. India), also a target for student recruitment
  5. Actively promote UM’s involvement in the ‘European University of the Sea’ (SEA-EU), as a research area and cluster, serving as rationale for a deep and cross-disciplinary European and international cooperation
  1. Develop policy, guidelines, targets, infrastructure, measures, communication and enforcement to reduce, separate and safely dispose of waste
  2. Reduce paper in forms, learning materials and assessments through digitisation
  3. Continue with additional carbon emission reduction initiatives
  4. Apply sustainability assessment tools in new construction and upgrading of buildings and infrastructure
  5. Extend the network of drinking fountains on campus
  6. Promote health and fitness through improved infrastructure, events and sports
  1. Create an ecosystem of infrastructure and support
  2. Create a dedicated unit for ceremonies, certification and records
  3. Clarify roles and responsibilities for the provision of student support
  4. Encourage Open Access of scientific information and publications
  5. Align the provision of IT with the Information Technology Infrastructure Library (ITIL) best-practice management framework and tools
  6. Formalise orientation and induction programmes for new staff
  7. Create high-quality websites, social channels, apps and email campaigns
  8. Manage the rapid growth of capital infrastructure on campus
  9. Empower decision makers through regular financial reporting
  10. Train staff in financial administration and reporting systems
  11. Create contact points to support financial reporting and accounting 

  

 

 


The Strategic Development Process for the University of Malta is organised by the team dedicated to Strategic Planning and Enterprise. We constantly seek feedback to improve and evolve our strategic planning process, whilst identifying opportunities to assist students and staff in meeting University's objectives.  

 

 


https://www.um.edu.mt/about/strategy/strategiccommitments2020