self evaluation report - Universitatea de ÅžtiinÅ£e Agricole ÅŸi MedicinÄƒ ...

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Taking into consideration the demographic decrease registered in Romania in the last 20 years (of about 22%) and the great emigration rate (more than 2 million, i.e. 10% of population), we are aware of the major impact that this can have on the prospective young population. Therefore, the university’s strategy was focused in the last year to extend the study in Romanian aboard, by our extension in Italy, and to attract foreign students to study in our university in English and French. The total number of USAMV Cluj-Napoca staff is of 572 that includes 366 academics, 127 didactic auxiliary staff and 79 persons as administrative staff. Also, 59 persons are employed as research staff: 9 researchers and 50 research assistants. Each faculty has its departments that are structured based on the specific areas of competence and technical domains, specific to each study program. The academic stuff is composed of 66 professors, 48 associate professors, 129 lecturers, 115 assistants and 9 preparatory (see: Appendix – Academic staff). 3. NORMS AND VALUES, MISSION AND GOALS 3.1. Governance and management The vision of USAMV Cluj-Napoca focuses on Excellence in Research and Education, competitiveness at national and International level, and Societal Integration as an entrepreneurial university connected to the socio-economic environment of the region and at national scale. As a “first class” university of “advanced research and education” according to the 2011 National classification, the university aims to reinforce its leading role in promoting the Sustainable Development of the Academic excellence and related activities integrated into the European Higher Education and Research Areas, for the benefit of the national and international community. The mission of USAMV Cluj-Napoca as an “advanced research and education” institution aims to secure a knowledge-based development of research, innovation and technology transfer in its specific areas of competence: Life Sciences (agriculture and horticulture, animal science, food science, veterinary medicine), as well as in the related areas of engineering/(bio)technology and economics in agrifood. USAMV Cluj-Napoca took full advantage of its academic autonomy and, according to the provisions of the Education Law No. 1/2011, produced a renewed and updated Charter of the University that was approved by the newly elected Senate in its first meeting, on the 26 th of January 2012. The USAMV Charter includes the mission and the strategy regarding the University development for the next 4 years, the university’s objectives, as well as the regulations concerning the management of every compartment of the university (49 regulations). All these documents are known by the university’s community and are presented on the university’s website. According to its Charter, USAMV Cluj-Napoca has as mission the professional formation at university level and the scientific knowledge production by research and innovation. The assumed mission is realized by education and advanced scientific research. The University will fulfil its mission by promoting excellence in education, research and innovation, by initial and post-university formative programs, by long-life learning system, and by the integration of the universal values in accordance with the requirements of a knowledge-based society. The Strategic Plan of USAMV Cluj-Napoca 2012-2016 (see: Appendix – Strategic plan) sets as main objective the consolidation of the university’s position as the best performing academic agricultural institution at the national level by developing and providing advanced knowledge in the areas of competence, fully integrated into the European Higher Education and Research Areas and validated by the international recognition. The strategic plan is different from the earlier ones, due to the profound changes under consideration concerning the current societal era, marked by the effects of the world economic crisis and substantial budgetary decreases in the society. USAMV Cluj-Napoca organizational structures. The university’s organizational chart took into consideration the changes in the election of the university management: the establishment of a delimitation between the Senate, as the main legislative coordinator of the university, and the executive management, represented by the rector, 6 vice rectors, 4 deans, a director for Doctoral Studies and the Administrative General manager Page 5 SELF-EVALUATION REPORT, March, 2012
(see: Appendix – Management and organizational chart). Each faculty has its own management structure that includes 3 vice-deans (for academic programs, research-international relations and for social-student issues), the heads of departments and the representatives of each department in the Faculty council (see: Appendix – Faculties chart). Each department has responsible staff for each of its activities, reflecting the “up-down university’s management line”. According to the organizational chart, the management for the academic and research, quality assurance, human resources, international relations, institutional development and socialstudents issues related activities, are comprised in the university management structure, in connection with the administrative and support departments and services (see: Appendix – Central administration and support services chart). The coordination of the executive activities is done by the Council of Administration which includes, under the leadership of the rector, the vice-rectors and the faculty deans, the administrative general manager, and the students’ prefect. The Senate, coordinated by the president, assures the control of the activities’ legality and, by its legislative power, takes decisions and may modulate the executive-management power (the Administration Council). A continuous improvement process, by the de-centralization of the management responsibilities, is envisaged in the next 4 years in order to: � Consolidate the strategic management that implements the national/EU legislation and the internal USAMV Cluj-Napoca management decisions; � Increase the decision-making responsibility at faculty and departments levels, by expanding the participatory approach � Implementation of innovative strategies promoted by the university, including the development of specific entrepreneurial-support entities. The Human Resources Policies in USAMV Cluj-Napoca mainly focuses the following issues: � Permanent increase in the quality of the academic staff by: recruitment of highly qualified young specialists, full utilization of the extensive array of expertise of the academic staff, and by staff promotion based exclusively on professional performance criteria; � Continuous improvement of the competencies of the academic, non-academic and administrative staff, including specific courses offered by USAMV Cluj-Napoca (i.e. didactics, IT, foreign languages, quality management, etc.), and support for staff mobility and experience exchanges. USAMV Cluj-Napoca is relying its own development strategy and policy on a well established framework of internal quality evaluation and assurance system. Having implemented this system for more than 10 years ago, the Quality culture and Quality Assurance Policy (QAP) are well defined, in line with the current USAMV Cluj-Napoca development and the national standards, and consider multiple targets (re)formulated according to Education Law 1/2011. According to the international and national context, the university established its own set of internal quality standards and developed the appropriate strategy by a process coordinated by the Rector. Together with the vice-rector for Quality Assurance and Human Resources, the Department of Quality Assurance is responsible for the sustainability of the quality assurance system (QAS) implementation. QAS is yet structured at all levels, from departments, to faculties and university, including the specific quality standards for teaching staff, researchers and postdoctoral scholars, non-academic and administrative staff, as well as for students (including PhD students). Based on actual management performances, is envisaged a continuing improvement of the flexibility in decision making, transparency and communication, through the development of an extended information system. 3.2. Academic profile USAMV Cluj-Napoca has full autonomy in defining and implementing its educational strategy and objectives which aims its excellence in the competence areas of agriculture-food-animal science, related Page 6 SELF-EVALUATION REPORT, March, 2012
Page 1 and 2: ROMÂNIA MINISTERUL EDUCAŢIEI, CER
Page 3 and 4: Appendix - Faculties chart ........
Page 5 and 6: the Senate meetings and by discussi
Page 7: The University of Agricultural Scie
Page 11 and 12: At the same time, we have started a
Page 13 and 14: 4. GOVERNANCE AND ACTIVITIES 4.1. G
Page 15 and 16: cannot say that it is entirely effi
Page 17 and 18: The curricula content, outcomes and
Page 19 and 20: of infrastructure and human resourc
Page 21 and 22: international research papers and j
Page 23 and 24: The university approach to the qual
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Page 29 and 30: Appendix - Institutional evaluation
Page 31 and 32: Appendix - Institutional evaluation
Page 33 and 34: The Certificate released by ARACIS,
Page 35 and 36: Appendix - Report on the 2011 Natio
Page 37 and 38: Appendix - Students NUMBER OF STUDE
Page 39 and 40: 7,000 6,000 5,000 4,000 3,000 2,000
Page 41 and 42: Appendix - Students DROPPED OUT RAT
Page 43 and 44: Appendix - Students DROPPED OUT RAT
Page 45 and 46: Academic position TOTAL NUMBER OF A
Page 47 and 48: Appendix - Strategic plan ROMÂNIA
Page 49 and 50: Appendix - Strategic plan citizens
Page 51 and 52: Appendix - Strategic plan � incre
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Appendix - Strategic decisions in t
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THE UNIVERSITY SENATE Appendix - Ma
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Appendix - Faculties chart SENATE F
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FACULTY OF VETERINARY MEDICINE Depa
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Appendix - Bachelor study programs
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FACULTY OF ANIMAL SCIENCE AND BIOTE
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Appendix - Master study programs 0
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Appendix - Master study programs Sa
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2. PN II PARTENERIATE No.71041/2007
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8. E 3.2.1. The management of indus
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10. E 3.3.2. Putting to good use en
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Damian A. 2010. SOUND POLLUTION LEV
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proteomics molecular and cellular m
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20. 4.1.1.1 Knowledge development o
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23. 4.1.6.5. The study of natural a
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28. 4.1.3.11. Modern approach throu
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quantitative and qualitative: Coord
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products Human Health, Bulletin UAS
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36. Research Laboratory Regional la
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laboratory Zăhan Mariu 40. Researc
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45. Project: Rendering efficient th
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46. RO 5.1.12 Conserving the geneti
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Horticultural Research Center of Tr
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Project: Evaluation of gene pool di
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49. E 5.4.3. Inovating systems for
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52. 5.1.6.1. The assessment of macu
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54. 5.2. Inovative technologies use
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59. Research Laboratory Regional la
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63. Research Laboratory in fisherie
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68. 5.4. Inovating products, techno
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73. Research Centre: Bee and serici
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77. Research Centre: Bee and serici
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84. PN II PARTENERIATE: Research on
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technologys in produceing high qual
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99. PN II INOVARE No.1375/2007: Obt
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106. from the entire supply chain w
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108. 109. 5.1.16 Protecting and dev
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111. E 3.3.3. Research Laboratory f
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113. 114. 115. E 6.4.2. Bioinformat
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Appendix - Institutional developmen
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Appendix - Mobility under ERASMUS P
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4.5 3.5 2.5 1.5 0.5 30 25 20 15 10
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ERASMUS Bilateral agreements Crt. N
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32 STT - Staff Training Appendix -
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53 Universidad Politécnica de Madr
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Appendix - International relations
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Appendix - International relations
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Appendix - Doctoral School PhD Doma
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Total number of enrolled PhD studen
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Nr crt. FACULTY OF HORTICULTURE App
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Appendix - Research performance 250
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600 500 400 300 200 100 0 28 72 90
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40 35 30 25 20 15 10 5 0 Appendix -
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Appendix - The Institute of Life Sc
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KNOWLEDGE-BASED PLATFORM OF BIOTECH
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Appendix - The Institute of Life Sc
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Domain Consultancy Plant biotechnol
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Appendix - The Library LIBRARY: FAC
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Appendix - Technology transfer Appe
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7. Variety of Festuca arundinacea S
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12. The Napoca echinacea cultivar (
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4 Method of synthesis and purificat
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Crt. Product/patent/ No. technology
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Appendix - Students practice Studen
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Appendix - Students practice LIST O
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33 Cluj Grădina Botanică Jibou La
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6 Cab vet dr. Ursu Vasile - Stremţ
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95 Cab vet Sărmaş Harghita 96 Cab
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Appendix - The teaching and experim
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Appendix - Long life learning progr
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Appendix - Facilities for students
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Appendix - Facilities for students
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Appendix - QMS documents Crt. No. L
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Appendix - QMS documents 49 Doctora
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Appendix - QMS documents 97 Re matr
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IDENTIFIED WEAKNESS CORRECTIVE ACTI
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CUPRINS 1. INTRODUCERE …………
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esponsabilităţii SEG, în cadrul
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2.3. Poziţia geografică şi local
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său de long-life learning, precum
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public cât şi în cel privat, la
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3.5. Poziţia universităţii la ni
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aceea, toate deciziile de interes g
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eprezentat punctul de start pentru
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37, numărul de studenţi care au b
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Viitoarea strategie a USAMV Cluj-Na
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universităţile de stat au crescut
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Napoca a dezvoltat o bază de date
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14. Baza materială, caracterizată
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că liniile de predare pot aduce sc
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