[The English translation is in progress and is far from perfect at the moment – this is mostly just the Google translate version and we’re working on going through it and making it a real translation. We’ll announce it properly once it’s done! Sorry about the delay.]
These are the issues Kuvvet Atakan and his team will focus on if we are elected.
Developing Society through Knowledge and Wisdom.
Sapienti a scientia Societas cresit
Contents and Key Points
This brief summary lists key topics dealt with in each of the areas the program discusses. Please follow the link to read the details.
- Core Values: Breadth and diversity, the university’s autonomy, honesty and openness.
- Research: Continued emphasis on our two focuses: marine research and development research, strengthen the humanities and law, diversity, innovation and basic research, technology transfer and innovation clusters, increased focus on research infrastructure and research databases, digitalisation of research data, being proactive when research programmes are designed by the EU, NRF and others, support researchers who are writing grant applications, support researchers who receive excellent evaluations but are not funded, prioritise time for research, strengthen young researchers’ career paths, increase the number of PhD stipends, researchers should also teach, improve gender balance.
- Research Education (our PhD programs): Independence, teaching experience, networking, research schools, maximum six months from submission to defense.
- Education: Quality, bildung, breadth and diversity, learning goals and learning outcomes, strong links between research and teaching, student active research, evaluations, rewarding good teaching, good teaching leadership, valuing teaching, digitalisation and internationalization, dual BAs, incentives for students beyond grades, physical learning environment, student organizations, safety, more student housing, celebrations of graduations, further education, the dannelsesemner.
- Outreach, Communications and Public Relations: UiB as a scientific and cultural powerhouse in Bergen, communication in many channels, open access, publicly funded research should be openly available, students’ research should also be shared, alumni as important ambassadors and supporters.
- International Relations: More incoming students and staff, better support for them, closer connections between research and teaching exchanges, better support for international employees to learn Norwegian, better information and support for students and researchers travelling abroad, valuing international experiences and networks more, international alumni work, global perspectives in curricula and networks, increased international co-authorship.
- Digitisation: Develop an overall digital strategy for research, education, administration and communication at UiB, increase competencies for teachers, user-friendly and relevant systems for staff and students, open data and open access as basic principles, focus on copyright and ethical perspectives.
- Leadership, management and services for students and staff: More openness, being a responsive rectorate, decentralised leadership philosophy, good administrasjon, democratic processes with real participation for students and staff, elected rector and prorector, open budget processes, simplifying rules and routines, equal rights in all dimensions, gender balance, information in nynorsk and English, collaboration with SiB, safety for staff and students, e.g. through increased activity on Nygårdshøyden outside of regular work hours, emphasis on the environment.
At the core of our academic values is a long tradition of research-based education
driven by the inquisitive, open-minded and empirical pursuit of knowledge for the benefit of society.
As an independent institution of research and higher education, the University of Bergen plays a critical role in the development of society. Our autonomy guarantees an objective and impartial approach to the pursuit of knowledge, a critical component of a free society.
We wish to further consolidate the University of Bergen ́s international reputation as a leading research institution by seeking to advance knowledge not just on the local and regional levels, but nationally and internationally as well.
We value research and education equally. A close interaction between research and education with the collaboration and active participation of both staff and students is the strength of our University.
Academic excellence is central to our research and education. The further enhancement of our striving for quality is fundamentally important to the workings of the University as a whole.
The University of Bergen is a comprehensive research university. We value the range and diversity of our disciplines, appreciating each subject for its unique contribution to the understanding of our world.
We stand for ethical values and academic integrity. The reputation of the university is built on mutual confidence and trust in our staff and students. Ethical considerations and academic integrity are fundamental pillars of our academic enterprise.
We want transparent, democratic principles in all governing bodies and an organizational culture based on transparency in the decision making process. Open communication, dialogue and active community participation are essential in upholding these principles.
Our students and employees are our biggest assets! We see the University as an integrated whole where academic, technical and administrative staffs have equally important and complementary roles for the well-functioning of the University. Open and fair recruitment processes and career development opportunities are necessary to enhance the quality of our staff.
We value our diversity. Our staff and students from international backgrounds are very valuable and bring important perspectives and experiences to our work and milieu..
UiB is a comprehensive research university with two prioritised research areas, marine research and globalization / development related research.
We will emphasize both priorities on an equal basis. We want to strengthen and highlight the importance of both areas using a clearer organizational approach and structure, a clear increase of incentives, a better balance between areas of investment budgets and by embedding both in long-term strategies at various levels of the organization. Both target areas represent a large width and can include all disciplines at all six faculties. Both are good at pulling in external research funding from NRC and the EU, and therefore strengthens the action we have to encourage the diversity of disciplines at the University of Bergen. We would like to better showcase important research in both priority areas to how basic research communities and the individual departments. We will remove the technical and structural barriers to interdisciplinary collaboration so that resources can better find each other in a good synergy: researchers, ideas and resources. We will encourage the development of theory and expertise. We will invest UiB’s own funds to strengthen multidisciplinary initiatives that develop in the forefront of research, especially in areas where there is lack of external funding.
The individual disciplines and departments in all six faculties must be strengthened.
It is important that our many individual teaching and research disciplines formulate their own strategies for content and development. Long term goals are important for subjects’ reputation and development. To meet the challenges, each department should be encouraged to maximise their opportunities. Therefore, the Faculties should ensure that external funding is channeled to the departments, not kept at the faculty level, and that it is used to improve the academic activities.
We believe in diversity in our research.
We need an increased focus on leveraging our diversity and breadth. We will develop venues across the faculties to promote interaction and innovation. We will make a special effort to strengthen research arenas in the humanities and law. We will use our position as rectorate to work for more external programs in the NFR and the European system targeted at these groups, and to increase the pot to the so-called «free programs». We will also encourage an increased contribution from the humanities, law and social sciences to both our main areas, marine and global research, where it is relevant to the disciplines’ profile.
Research should be innovative.
So research can be applied to the development of society, we need long-term basic research in a wide range of disciplines. We need to develop a good working relationship with stakeholders in business, culture and society based on mutual respect for our respective roles.
Our research will contribute to the development of our society.
Within the EU the «knowledge triangle» is key, and consists of research, education and business. In Norway, this was changed to research, education and innovation. Although the wording is changed, the expectation remains the same, namely to contribute to value creation in the industry. This is also part of UiB’s social mission. Likewise, we will help to develop a better quality public sector, and to strengthen cultural and democratic society. To tackle the global challenges is also part of our social mission.
We believe UiB can best contribute to society by maintaining a focus on basic research .
As an internationally recognized research university, we are not well served by changing our research activities to focus mostly on applied research. The importance of basic research for society is often not apparent at the time, but becomes clear at a later time and in a different context.
Dissemination of research results of the application of these in society is important, but also requires the active participation of society and business actors.
Integrity and ethics must be central affairs at UiB.
Research will increasingly raise issues that are both controversial and difficult ethical. Difficult questions often raise ethical issues. The answer is not to stop research on such topics. Curiosity-driven basic research is the foundation of the university’s independent role in society. We should however through research trying to elucidate the positive and negative aspects of, for example, petroleum activity in the Northern area so that the government can make good decisions grounded in research-based knowledge. But controversial and ethically difficult subjects place additional demands on care to researchers, research groups and research ethics committees. We must balance the interests of both our own values as researchers, and the set of ethical values, norms, laws and regulations in force in the community. Although it is not rewarded in our RBO (result-based transfers of funding to universities) systems at present, independence, integrity and honesty in research aremore important than publicity and publication points.
We will contribute to organising better connections between basic research at UiB and value creation in business.
Technology transfer companies are useful in this. UiB owns Bergen teknologioverføring (BTO) which aims to help researchers who want to develop the concepts or products for commercial use. For such systems to be effective, private sector actors contribute to the research and especially in the organization of product development at the stage where projects will be brought from concept to prototype production. If one is to succeed, funding (venture capital) is required to support such development. Universities can not assume the risk of product development and marketing.
We want UiB to participate in the development of clusters of innovation.
We support the development of entrepreneurship and wealth creation in the intersection between UiB and businesses. The new media cluster combines both business and social entrepreneurship and is an exciting partnership between the University of Bergen, TV2, NRK, BT, BA and Vizrt. The vision is to create a leading international environment for innovation and knowledge within the field of media through connecting different media, technology, education and research. Marin cluster and energy cluster are examples of two other such initiative and we encourage similar agglomeration of industry players where appropriate.
We want UiB will contribute to «social entrepreneurship.»
To create interest and involvement in other topics and venues are another type of entrepreneurship. It helps the social sciences and humanities particularly active. In Bergen, there are several other initiatives that may be relevant for UiB working with Hub Bergen and Start Bergen. Start UiB is a joint project between the University of Bergen, Tekna and BTO. We want to highlight our contribution to such various forms of entrepreneurship and start a dialogue with new players like this, innovative projects.
Research infrastructure, databases and data collections are the basis for the research.
It is important to ensure the different needs for data and structural tool in line with subjects’ characteristics. There is a growing need for research infrastructure for other than science and medicine. Various research infrastructures and laboratories, scientific and cultural collections of the University Museum and the University Library are essential for good research.
We want increased focus on maintenance and operation of research infrastructure.
There are several funding mechanisms for new investments especially from NFR and the EU, while there are few incentives for the maintenance and operation of research infrastructure. Operation and maintenance is therefore a major challenge for UiB and research in the long term.
Although the NRC has given the one in the projects may include funds for the operation of laboratories and other infrastructure, this is not sufficient to ensure sustainable development and renewal of infrastructure.
Therefore we will work on these issues:
- That our scientists have the possibility to include assets in NFR projects including large-scale infrastructure and advanced scientific equipment.
- Cooperate with national and regional research institutions and industry stakeholders to find solutions for the financing of large-scale research infrastructure. Sharing of large-scale research infrastructure sector is a possibility in the future.
- Cooperate internationally for large-scale infrastructure projects through ESFRI program and funding opportunities within the EU.
- Collaborate regionally on research vessels is an important part of our marine research.
- We will work for better research through collaboration among other infrastructure with national consortia that promote the involvement of different sources, including from various ministries, associations, funds and endowments. It is also important to collaboration with hospitals and Bergen Health and Healthcare West in this context.
We want increased focus on national databases and infrastructure that is operated and maintained by the University of Bergen.
Research Infrastructure for UiB has national responsibility should be made more visible in the community. These are important for UiB to maintain and develop. Various data, audio, photography, film, books, and written archives of the library is an essential part of our research base but also heritage. Easier access to various research reports and research data including through capture of these is essential also for future studies. We want to give special attention to our museum collections, both in natural history, culture and ethnographic collections, which are part of our heritage and must be properly managed and used in research. In addition, music instruments and supplies for the executive, artistic subjects falling within our infrastructure where quality must be assured.
Increased digitization of research data will become increasingly important.
The digital storage of research data there are possibilities for data sharing. Access to background data is important for users to be able to verify our results and interpretations. It is part of the increased focus on honesty and integrity in research. This must expect increased requirement. Digitizing results are also important for mediating them. Digitized data and results opens many new research projects, and for use in research done by students. At more digitization of data will also prevent the collected data material is lost when researchers conclude their research career.
We want to develop effective, transparent processes for internal priorities of various infrastructure applications.
It must be made clear criteria for priorities in the department, faculty and central levels.
We will have an increased focus on and actively participate in the preparation of research especially in the NFR and the EU so that the programs better suited our research scientists and UiB profile.
We believe that we can gain a more proactive stance and increased diversity in the programs and we will work to promote our research staff in these councils.
UiB must intensify efforts to get more researchers / research groups to apply for external funding.
We are convinced that much of the future research funding will be internationally competitive. It is therefore important that UiB and faculties are intensifying efforts to promote and assist the EU / ERC applications. It is important to encourage research groups that have tried to get in position to search by strengthening local communities and establish international networks. UiB must continue to actively support those who wish to apply or that are in the application process. For many environments, it is desirable that a first samples in larger applications nationally, eg. NFR, and it is important that there is a well qualified administration departments. For researchers who write applications to the NRC, EU, ERC, SFF, SFI, FME, etc., it is important to have competent administrative support at faculty and central level. Not least, this is important when it comes to setting up the budget.
It is important to have incentives to those who win the competition for major research grants.
Some funding sources require a deductible in the financing of major research projects. UiB must be prepared to meet such obligations, and here we must have clear procedures for prioritization of applications so that such deductibles fit with specialists’ strategies and needs. In addition, it is necessary with various incentives for those who wins the competition and has demonstrated high scientific quality.
UiB should also support the «next best thing» in competitive funding from such RCN and EU / ERC.
Competition for such competitive funds can be very large so that an application that achieves honorable mention should also premieres and communities should be encouraged to apply again. But necessitates open and visible criteria and decision making for who should receive such support.
UiB with subsidiaries in border areas should develop its position in the national competition for research funding.
It is important to have a clear ownership policy and a clear framework for cooperation with Uni Research and Christian Michelsen Research (CMR) for UiB has large interests. It is important to identify common strategies and complementary academic focus within the overall thematic areas where both UiB and Uni Research has expertise. CMR’s profile technology are largely complementary to UiB’s basic profile. In addition, we are working on to increase basic funding for these. Other research institutions in Bergen which are important partners for UiB in development related research, marine research and climate research is the Christian Michelsen Institute (CMI), Institute of Marine and NERSC.
For those involved in research activities in several countries, the fiscal challenges that UiB must be mapped.
Among other UiB should consider a different timing for such projects. The accrual should be flexible in order to remedy the fluctuations from year to year.
We will work to ensure that all faculty members at the UiB must have sufficient dedicated uninterrupted time for both research and teaching.
Several academics at UoB should consider teaching blocks. One must use the opportunity of teaching-free periods (sabbatical). We will encourage our scientists to use their sabbaticals at foreign universities. We will develop a model for teaching-free periods, a «time account» which is more flexible, so that it is possible to take shorter or longer periods of time.
We will strengthen career paths for young scientists
University’s future depends on us taking care of our talented postdocs at recruitment, mentoring and faster qualification for permanent positions. The goal is that our candidates at all levels will be better qualified when they seek jobs locally, regionally, nationally and internationally, whether in or outside academia, in competition with graduates from other universities.
We want to increase the number of PhD scholarships and postdoctoral positions.
This group represents a major intellectual resource for communities, it is important to channel into both research and teaching. This broad expertise will also increase an individual’s competitiveness on the positions. For fields where PhD graduates contribute significantly to research, it is important to assess how much percentage should be. There are great differences between our communities. Some get scholarships, while others have very few. The environments must consider how many candidates are recruiting in each category and the use of the candidates in the discipline’s activity: research and teaching. Temporarily in research beyond the fixed term, it is important to reduce.
UiB must have effective strategies for recruiting young talented scientists.
Tenure track positions (innstegsstillinger) are now featured in the government’s report on research, but the balance between maintaining open international competition in hiring processes versus «inbreeding» within an academic environment is a challenge. UiB’s next rector must participate actively in the process of designing the content and requirements of tenure track positions to ensure a fair system that also provides high quality. It is important to find good arrangements to support outstanding young scientists until they can apply for permanent academic positions, and collaboration with the external research environments at Uni Research and similar institutions is one important way of doing this.
An academic position at UiB should as a rule have equal time given to research and to teaching.
The university has two important social mission; independent basic research and teaching. We believe that learning is best when it is based on research, and even better when it draws students into the research (research done by students). Similarly, we believe that researchers get useful correction and are better able to see things in new ways through contact with inquisitive students. Therefore, we believe that universities should concentrate on academic staff in positions of right and duty to both research and teaching. There are probably a few exceptions where it may be appropriate to pure teaching positions, including as practice teachers.
We want clearer rules and better procedures for recruitment to faculty positions.
To recruit the best scientists and teachers hiring processes are important. A permanent academic position should be advertised broadly get many applications from qualified individuals. To reach out to as many good applicants as possible, the deadline should not be unnecessarily short, the announcement should be published internationally and position should not be defined artificially narrowly. We want to clarify the weighting between research, teaching and administration. We want more focus on the quality of publications, and progression, so that young talents are not filtered out in favor of more senior scholars. We want applicants to outline their plans for research-based teaching and dissemination. The appointment shall be made after a complete assessment and follow a clear set of rules. We also want more transparency about applicant lists and evaluations so that departments can be confident that the best candidates are hired.
We want to improve the gender balance in academic positions and in research and educational leadership.
We will examine and upgrade UiB’s strategy and action plans to improve the gender balance at UiB, and examine why the target of 50% women among new hires has not been reached. We will also look particularly at how we can increase the percentage of women in leadership positions, such as department heads, deans, research managers and project managers. UiB is the Norwegian university with the worst gender balance in leadership positions, and achieving better gender balance is crucial. To improve the quality and creativity in research and research-based teaching, diversity in experiences and perspectives is key. We need to recruit more women and take measures to improve women’s careers, and to increase the proportion of female professors and academic leaders.
RESEARCH EDUCATION (THE PHD PROGRAM):
Our PhD candidates will learn to become independent researchers through their training with us.
This requires determination, expertise and knowledge to write project descriptions, apply for project funding, few projects ethically cleared, move projects through and eventually publish the results of their own research.
During the research program, the PhD candidates should have opportunities to gain teaching experience.
This is not only a duty, but an important part of the historical information they will build on their own research later. We will work actively to several four-year fellowships in basic funding. We want to extend the three-year scholarships with funding from other sources, including Research Council and the EU, to four years to provide opportunities for teaching experience.
To build a partnership network locally, nationally and internationally is important.
Our graduate students and postdoctoral fellows will be introduced to the international research community through research stays abroad, participation in international conferences and colleagues who visit us from outside.
Research schools (forskerskoler) are an important instrument to ensure good quality in research training.
We want more focus on this. We want to look at incentives that can improve the quality of research schools and research schools should offer courses across disciplines and faculties, and also to other universities.
UiB will aim that it will not take more than 6 months from the submission of the PhD dissertation defense.
PhD regulations at UiB suggests that the committee vurderingstid should not be longer than three months. Overall, it should not go more than 6 months from the date the thesis defense. Every thesis requires a good professional judgment. Some of this takes time. Submitted papers will be checked for plagiarism. It is important to find quality checks and a competent evaluation committee. And not least, the committee must make time for a thorough review of the thesis. Moreover, it should be made part administrative work. A time frame of less than ca. 3 months is in our view neither desirable nor possible. We believe that there should be common practice that the Committee and any proposed defense date is aware of a thesis submission. It will help to shorten the processing time.
Our students are our future!
We believe in our students. Society’s renewal and development are dependent on young, savvy, critically reflective people with solid academic backgrounds – people who have the theoretical and methodological knowledge and analytical skills.
UiB should be aware of its social mission. High ethical standards and integrity will be emphasized in all classes. We will offer the programs and educate the people demanded by society today and in the future (see Competence 2020)
UiB will focus on quality of education.
In the last two decades we have been through a major reform of higher education in Norway as in the rest of Europe, through the Bologna Process and the Quality Reform. The goal has been better education through unified structure in a three cycle structure, harmonization and internationalization, not least in making teaching more student centered.
Much is made of the UiB and it’s done a lot of work in learning descriptions. But still a lot can be done to improve the quality of education and UiB. We want to build on the process that is started and discussed in the paper «Quality in Education » – with emphasis on processes and incentives that better promotes qualitatively good teaching and good learning environment.
We see education as an integral part of education.
University of Bergen as a research university has a special responsibility to educate independent candidates with the capacity for critical reflection. We believe that the formation is an important tool for our students when they meet the major global challenges.
In efforts to make UiB to a good university, we must better utilize our academic breadth and diversity of expertise.
Mutual respect and appreciation for the subjects’ characteristics and their teaching methods, can be used to develop the teaching environment.
We want to focus on the correlation between learning outcomes, learning and teaching form and content and that our assessment tests students knowledge, skills and competencies they will acquire.
It is also important that the assessments are fair, predictable and effective efforts for both students and discipline that teaches students.
We want to promote closer links between research and education.
Our students at UiB has bigger ambitions than just research-based education and has introduced the term «student active research ‘which has now become a national concept and progressed well into the research report in 2013 to the Parliament. We want together with communities to promote the implementation of research done by students at Bachelor level also. Frascati Manual definition of research explains what can be regarded as research in this context. Among other through the digital storage of research data, one can prepare data for such research. In keeping with the dynamic changes taking place in education, we want to start a process of strong coupling between program chairmen and research group leaders. We believe it is important to find a balance between accumulated and research-based knowledge transfer.
We will continue to work for a comprehensive evaluation perspective (architecture).
The work of our study should be a continuous process in which learning goals must be adjusted in line with changes in society’s needs and professional development. It must also seek to ensure that at any one time, select appropriate teaching methods. Program Examiner role should be further developed. Faculties should consider establishing working panels and / or student panels. Program Examiner, working panels and student panels should be integrated into a system. External program directors should be considered as they have in some program already.
We must have good procedures for the survey to follow up on the subject and program level, and documentation of any changes made to courses and programs.
The whole UiB should learn from the experiences of the major studieplanomlegningene made by law and biology, and soon the medicine. HF faculty change the discipline-based academic programs is also an important experience for further development of our educational programs.
incentive funding in the higher education sector has to date largely focused on quantity and less toward quality, not least through today RBO scheme.
The creation of the system of Centres of Excellence in Education (SFU) is a step in the right direction away from this. We will work consciously to identify relevant groups at UiB for SFU applications, encourage them to seek and work to establish more communities that may be appropriate candidates for SFU. We also want to be a driver with such NOKUT in efforts to identify ways to monitor and promote the teaching quality.
funding mechanism for universities is to a great extent based on quantity.
Many study is currently under funded by either a reel under funding in relation to the number of students or by any educational programs are under-funded in the current model where different funding for different programs. The difference in funding should reflect the costs of the trial races, but do not always do it.
It is important that we have an overview of the costs of each study and the cost changes with changes in student volume to argue for dynamic categories for individual study.
Good teaching can and should be rewarded.
Reward Funds by completing PhD and Master’s degrees and PEK funds are examples of such incentives. Some faculties honors its top teachers, educational environments, internationalization, etc. We want to look at the importance of incentives and the level at which they are put in the system; faculty, department, research group or individual researcher.
Good education governance is a prerequisite for good programs and courses.
The professional management of education must be strengthened. Program cables must be connected closer to the education committee, department and faculty governance both administrative and academic. With respect to the administrative management it is important to find a balance between academic administration at lower levels and the central student administration.
We will strive to ensure that our employees’ efforts as educators should be seen and appreciated.
The importance of teaching experience and the production of teaching materials (textbooks, web-courses or manuals) should be considered for hiring and one should consider letting this count in teaching accounting. Where appropriate, should encourage peer teaching and public education with more teachers like the combination of discussion, depth and reflection. We consider it important that all the appointees must have formal university pedagogical training or take so soon after the appointment. We also want to encourage ICT skills and ensure that teachers are university educational refills. We want to explore opportunities and resources required by an arrangement you have one teaching period either to create new courses, make major changes to existing courses or creating teaching materials.
We believe that the use of ICT in education will become increasingly important.
We want to get to a center / network that can help employees get started with the production of digital learning tools and web-based courses based on the subjects’ characteristics.
Student exchange is important and should be promoted.
The exchange should be part of all learning outcomes descriptors. One should focus on selected areas where there is research and who have similar profiles and complementary course offerings. The exchange offers must be advised and facilitated even if the student should be able to choose freely. Language barriers are too many students a reality that we must seek to remedy by including language courses before departure plus it will facilitate the exchange if one can make the necessary amendments and approval of courses for students traveling.
We must create better conditions for foreign students as guests UiB.
We will pursue two languages in all information flow, enhancing integration and reception apparatus. Efforts to recruit talented foreign students must be strengthened while assessment and quality assurance of admission of foreign students to improve SIU is in this work a natural partner and SIU should have a national function.
We will support professionals who want to establish joint degrees, joint programs or cotutelle arrangements with foreign universities.
We want to have flexible arrangements to facilitate joint programs and joint degrees. Changing the semester to aligning it with the semester in most other countries in Europe is a difficult discussion, but should be viewed in the context of flexible arrangements.
We will focus how those who finish their studies with academic Bachelor Degrees easier to get out in the relevant jobs.
For those students who finish their studies by academic Bachelor degree is often difficult to get into the workforce. There is considerable variation between subjects. But we will continue to work on how to increase the width of the different Bachelor Degrees and consider the possibility of double-bachelor degrees. Collaboration and innovation between faculties will be needed to achieve this, and such changes must be cleared with NOKUT.
Interdisciplinary and inter-study example. double-bachelor degrees, Pharmaceuticals and teacher training has many benefits, but are also challenging.
We will work to rules for inter-faculty collaboration in education, including credits awarded. The environments are physically dispersed and lack of sense of identity provides additional challenges for the students.
UiB will seek to recruit the best students and give them opportunities to maximize professional development
We should consider incentives beyond grades to study hard g do it well beyond grades. Premiering Arrangements can be group leadership and more responsibility in teaching as assistants. However, it is our social responsibility to provide a service to a broader group of students and we are responsible for those who are struggling with their studies. It is important to identify these students early to take steps that can help them. We will seek an administrative arrangement for monitoring of individual students’ progress in the studies and the academic communities to be notified when students have done poorly teaching. Mentor programs for those struggling with their studies should take priority over general mentoring.
We will continue to strengthen UiB’s efforts to recruit motivated and talented students.
To recruit motivated and talented students, we want to continue current collaborations such as those with Nordahl Grieg, Amalie Skram and other high schools in the Bergen area. We will also work to improve the recruitment of master students internally, locally, nationally and internationally. An expanded cooperation with other educational institutions in the region will increase access to talented students for postgraduate programs. The Joint Master in energy with Bergen University College is a good example of this.
UiB wants to strengthen cooperation with other educational institutions in the region.
Through university and college network in Western Norway (UH-net West) and Education Bergen UiB has established good cooperation with other educational institutions in the region. The government has in recent years emphasized ITEM strategy (cooperation, division of labor and concentration). Our focus will be on cooperation and division of labor. We believe a good working relationship need not necessarily be through the merger of various educational institutions. It is already established good cooperation with selected institutions, including the Norwegian School of Economics, University of Bergen University College in the county, Bergen School of Architecture, Art Academy in Bergen and Oslo Business School in Bergen.
We want to provide great courses to as many young people, but study the recording must be dimensioned for available resources, faculty, administrative staff and provided space and equipment. All faculty must find what the optimal number of students are on their different programs and regulate the recording after that.
The physical environment is essential for learning.
At UiB has good experience of learning centers combine workstations, discussion groups, colloquium, library and canteen / coffee room. Such centers have proved to be good meeting places for students and staff. We also want to focus on the standard of our reading rooms, classrooms and resources for use in teaching. Computer labs has today been altered function is important in most digital exams, but these like all other classrooms should have more features.
We believe that the work that the students put into the various student organizations for UiB is important and has great impact on the students’ own learning also in a formation elses perspective .
We will work for that student organizations must have suitable premises for their activities. We will also continue to ensure students genuine participation in decision-making at the University of Bergen in that they are adequately represented at the levels where decisions are made.
We want the University to be a safe place for our students and staff both out and back home.
The buildings will be available for those who have disabilities. This should be further developed.
We will work with SiB to provide more student housing in Bergen and better welfare.
We want to work for a clearer ended the study of Bachelor and Master level.
Graduations are important, and today UiB hosts excellent ceremonies for PhD Promotions. Some faculties also mark other graduations, and we want to work to implement formal celebrations of BA and MA graduations throughout the university. This must be arranged at the individual faculties. Marking the transition from student to alumni is also important in building an maintaining strong connections with our alumni and further in terms of recruitment for our continuing education programs.
Supports Continuing Education (EVU) also by academics are increasingly important.
It is natural that universities undertake a large part of the tasks of the EVU term. Fundamentally, we believe that EVU is part of our mainstream educational activities. Long-term funding and predictability are important. Each faculty must clarify their ambitions and define the scope. It must be based on scientific ownership of faculties. We also wish the UiB will play a central role in the future specialist training in medicine is facing a fundamental change is ..
Formation Courses are essential for UiB and should continue.
In evaluating the scheme we must also look at ex.phil. its role combined with the formation topics. Ex.phil need not necessarily be in the first semester of the bachelor course. The location should communities decide in consultation with the Department of Philosophy and first semester studies, and it may make sense that ex.phil. should be completed before the student writes thesis in terms of its role in students’ academic maturation. Students must be heard in this discussion.
UiB will focus on the education research and research in university teaching also in light of the needs our employees.
It is essential that all academic staff at the University of Bergen has the necessary educational skills and have the opportunity to upgrade skills and later in his career. It initiated an external evaluation of university education. The results will provide the opportunity for further development of this field.
EDUCATION, COMMUNICATIONS AND PUBLIC AFFAIRS
After research and teaching, dissemination and public relations university’s main tasks .
UiB researchers to share our knowledge and participate in the public debate. We will consider clearer incentives for disclosure and emphasize courses in various forms of media training for scientists. Candidates should be offered courses in science communication as part of the training component of the PhD program.
UiB is a scientific and cultural powerhouse in our city.
We will further develop our library, art collections and museums as popular meeting places for the academic and the public. We want more collaboration with industry and cultural institutions in the region to offer several exhibitions and concerts. We will work actively to get a new university auditorium in place so that UiB and the city gets its venue. We will continue to focus on outreach initiatives that Christie Conference, Science Fair etc.
Education should not just be one-way communication.
Dissemination includes all forms of social contact, such as through the museums, events, relations, alumnusarbeid, publications, media coverage, our own websites and in social media.
Publicly funded research should be freely accessible.
Research Report 2013 states in summary that all publicly funded research should be publicly available, and we believe that this is a very important principle. Bergen Open Research Archive (BORA) to be developed further and become even easier to use and we will be using the international work done in «open access» to support all of our scientists in the convenience of entering into agreements by publishing in closed journals so retaining the right to self-archiving in BORA. We will strive to increase support for open journals.
Our students’ research is an important contribution to society.
An unintended consequence of the digital submission of theses is that only 40% are now openly available because students are often reluctant to share them openly online and maybe because the filing system is not flexible enough. We must find ways to make theses available as both meet students’ needs and society’s need for knowledge. We will also talk with students consider to make good bachelor theses available in BORA. Master Students should also be encouraged to communicate their research further, possibly by integrating research results in the subjects where it works within the subjects’ characteristics. Science communication can also be a part of undergraduate courses with student active research.
Our alumni are among our best ambassadors and supporters.
UiB has built up our alumni relations during the past few years and we will continue to strengthen these. Alumni relations cut across many of the university’s functions. UiB will offer alumni opportunities for formal and informal continuing education and for networking. Alumni can also contribute greatly to UiB and our current students through work contacts, mentoring, evaluations of study programs and in student recruitment and branding work. Working on alumni relations is also a way of supporting our graduates in the sometimes challenging transition from being a student to being a member of the work force. To achieve our goals, we need good contact systems and to organise alumni relations centrally through UiB’s Kontor for samfunnskontakt but also with a far stronger integration into the individual faculties and departments of the university. As rectorate, we will increase efforts to recruit alumni to alumni.uib.no and work to get alumni relations better integrated into all sections of the university.
UiB is an internationally renowned research university and plays an important role in community development not only locally and regionally but also nationally and internationally.
We appreciate our diversity in human resources . Our staff and students with international backgrounds is valuable and adds important new references and dimensions to our work.
Bergen is Norway’s most international university.
We have more staff and students from other countries than any other Norwegian university. Almost 30% of our students will have experienced an exchange abroad before they graduate. Each year over 700 students come to UiB from other countries. We also score very high in international co-authorship.
We want more foreign students from north and south.
We will strengthen the quota program for the recruitment of students from the global south and other priority regions at Master and PhD level. We also want to recruit more talented students into our English language master degrees from Europe through the Erasmus scheme, and also self-financed students from countries like the U.S. and Canada.
We want to focus more on the quality of UiB’s international activities
We will build on the strong and successful international efforts in recent years. We will continue to actively participate in «European University Association (EUA)», «International Association of Universities (IAU),» «World Universities Network (WUN)» and «Coimbragruppen» and help to develop cooperation with other Norwegian and Nordic centers and networks in the world, such as «Southern African Nordic Center (SANORD)», «Nordic Center, Fudan University», «Nordic Centre in India (NCI)», The Norwegian Institute in Athens, The Norwegian University Center in St. Petersburg, The Norwegian Institute in Rome and «Universities of the Arctic».
We want closer links between education and research by fostering student and teacher exchanges where it already exists research.
We must improve the opportunities for building stronger relationships between partners at UiB and abroad. We will strengthen cooperation with the Norwegian and Nordic centers established in the USA, India and China, and expand more nodes in the countries where our scientists want to develop more cooperation. We will also ensure the continuity of our long partnership with universities in the South, and develop new, mutually cooperative relationships with research centers in Africa, Asia and Latin America.
We must strengthen the reception and integration efforts of our international employees.
We will work to ensure that international staff will have sufficient time to learn Norwegian.
We want the best candidates to apply for academic positions at UiB, and we have many very highly qualified international employees. If we want to keep them, we must support their opportunities to learn Norwegian so as to be able to fully participate in university life and the outside community within the first two years. Our Norwegian as a Second Language classes are good, but most new, international employees are now expected to take Norwegian classes after a full workday. Learning a new language takes time (several hours a week of focused attention) and if UiB is to require that new, international employees can work in Norwegian within two years we need to make sure that they have time they need for language learning, for example through a temporarily reduced teaching load. For many it is a challenge to learn a new language just through evening courses. Social integration of the new employees will also help language learning. After the first two years, administrative and other tasks should be equally shared between international employees and native Norwegian after these two years will not be any discrimination.
We will work to make sure our Ph.D. students and researchers have good conditions for building strong international network.
It is important to make sure PhD students and researchers are able to travel to conferences, on research visits and for research groups at UiB to have the necessary support to host international conferences and visiting scholars.
It must be made easier for scientists who want to go abroad to find practical information and support.
We want to consider expanding the recently opened «Service Center for International Mobility» so that they can assist with this.
We to continue support the Bergen Summer Research School with scholarships to PhD students from the global south.
We will work to provide a predictable funding to ensure the participation of countries in the South, but we would like to open the participation of other countries where students can pay the costs themselves. Summer School also provides our own fellows the opportunity to genuinely participate in global discussions on global issues.
We want to use DigUiB to strengthen our participation in the online, international scientific community .
It is important that we increasingly appreciate and utilize the cultural diversity, international experience and international networks we have in our own students and staff.
This applies to those who come from or have parents from other countries and those who have been on exchanges and research in other countries. The experiences of students and staff who have traveled out is precious and we must find ways to identify and take advantage of these eg. by those traveling the report back to their communities, department, faculty or travelogue of The Mount.
International staff and students must have access to all necessary information to participate in university democracy and the professional work environment.
More information must be posted in English as well as Norwegian at UiB websites. We will also consider opportunities to secure a certain English-language activity on Mount as UiB’s premier debate and news agency.
We want to strengthen international alumni relations.
Exchange students and graduate students from abroad are among our best ambassadors, and are important both in terms of recruitment and reputation. Employees who move abroad are important parts of our network. We will mark the end of international students stay at UiB with a farewell event in which they are admitted to the University of Bergen alumni. We will send out information in English, inviting alumni back to UiB alumnusdager and facilitating alumnusaktiviteter also abroad in places with enough alumni.
We will work to ensure that global perspectives in education are strengthened through curriculum and goal.
All programs should have clear objectives to describe actions that promote student exchanges, how to utilize the skills of foreign students bring with them and how International / global issues of importance to the program can be included. Eg. when one should begin to teach English in women’s and children’s diseases became apparent that several topics that were not taught because they were of little relevance in Norway was highly relevant in a global context, and therefore now had taught for incoming students. This helps to provide a global perspective on the disease also for Norwegian students. All programs will also describe how the knowledge students of exchange can be used in teaching when they come home and all programs need to identify topics that are suitable for teaching in English and encourage the subjects taught in English, to promote student exchanges on these topics.
It is a goal that we at UiB share our knowledge with the world and not just those who can pay for it.
We will work to increase the «Open Access» publishing and use of Bergen Open Research Archive (BORA).
We want more international co-publication in which UiB researchers included among the authors.
Digital tools have become so much a part of our everyday lives as students, workers and organization that the University of Bergen needs an overall digitization strategy which includes research, education, communication and public relations and organization.
We will draw up an action plan for digitization to implement a forward-looking strategy for UiB.
As society becomes more and more digitized, universities will be involved in this development. Our new students have grown up with digital tools in the home and school. The University will provide students with a digital competence on the one hand protects the subjects characteristics and needs, and on the other side preparing them for the future of digital society. Digitizing should be used as an opportunity to increase the quality of education, but is essential in all university activities.
DigUiB project is a tool for implementing strategy.
Digitizing provides the opportunity to bring education, research and information closer together, and this is a prime target for DigUiB the next few years . Among other things, it is important to look at copyright issues, the need for digital literacy among students and staff, new digital communities and virtual discussion forums, digitization and publication of research data for education, as well as new digital forms of teaching and assessment.
The new Web system is a step in the work towards an integrated and flexible system that ensures dissemination, public relations and organizational interaction both students and staff.
A flexible solution enables us to develop creative solutions, seamless integration of various systems, facilitate access to various parts of the business to both external and internal users and more interaction and visibility of processes and across the entire organization. The solution chosen for UiB web currently under deployment gives us a unique opportunity in this regard.
Among our priorities in digitization strategy is the following:
- Increased competence of teachers in fagtilpasset educational use of digital tools
- User-friendly and appropriate systems for staff and students.
- Open data and open access as fundamental principles.
- focus on copyright and ethical perspectives
MANAGEMENT, ADMINISTRATION AND SERVICES FOR EMPLOYEES AND STUDENTS
We want to be a rector for future challenges .
In order to solve the major challenges we face in the university sector, we need more transparency, more collaboration across academia and administration, more participation and commitment of all our minds, regardless of gender, age, condition and all other differences. The rector of the future must have management philosophy that fits the unique environment and the organization as a broad university actually is.
We will be a listening rectorate
We want to be a rector founded on teamwork where the sum of experience, professional profile and expertise is more a each of the four on the team can cope alone. We want our open and receptive rector who is willing to respect the different subjects characteristics and challenges. We want to be a rector who work well at all levels and across job categories. We will lead by involving all interested in the processes that lead to decisions. We will be a proactive rector can fronte UiB’s interests in relation to the decision makers nationally and internationally which lays down the guidelines for future academic sector, both public and private actors.
We want to lead the University of Bergen as a knowledge organization
A broad university is a unique organization where communities have different profile and size, and therefore different needs for management structure and style. It is therefore important that faculties and departments may find the format that suits the business best. Such decentralized management philosophy is important for the employee experience expertise, independence and participation, which are prerequisites for intrinsic motivation, creativity and results. It is also important to ensure academic freedom and the good interaction between all categories of employees. We want to reinforce the influence of basic communities in the management of the University of Bergen.
We want to promote good administration of research and education
To raise the quality of research and education communities are good administrative services required. We must create appropriate career paths and measures of personal development for our talented administrative staff. We need wide and subject-specific expertise at the department level and a more focused expertise at faculty and central levels. We must strengthen the attractiveness and status positions in the departments where administrative and academic staff in collaboration to raise the value of research and teaching. We must also strengthen the special competence of administrative services at central level. We need an appropriate differentiation of the types of positions and salaries to ensure that both local and central administration functions optimally in the qualitative development of UiB’s core activities.
We stand for democratic principles of governance bodies and an organizational culture based on transparency and visibility in the treatment of issues and decision making. Communication, dialogue and participation in key processes are fundamental to a university community.
We are supporters of elected Rector and Vice Rector as today.
We nevertheless finds that the faculty can decide whether they want elected or appointed deans / assistant deans and department managers. The Math Science and Medicine and Dentistry has a period had staff deans. It would be reasonable to evaluate the system before the next term of years beginning in 2017.
We want an «Open University» with more visibility around the budgetary and accounting processes.
To enable this we will make a website where all the information about the budget process is readily available and where a annual cycle shows where in the process one is and where it is possible to influence the process on the basis of one’s own position as a student or employee.
We want to simplify, clarify and make more accessible legislation, documentation and decision-making procedures.
We will use UiBs legal expertise to review the UiB proceedings in relation to the Freedom of Information Act, Public Administration and privacy in order to achieve more openness, transparency and simplification of rules and procedures.
We want to have a review of how the participation of students and staff in the management process works today and how it can be improved .
Democracy requires that codetermination is real. It requires, among other things opportunity to acquaint themselves with the facts and have a voice in decision making.
We stand for equality in all dimensions.
Equality in various dimensions create a valuable diversity in the organization and adds important new references and dimensions to our work. We want UiB always strive to be a safe working and learning environment that also address various needs by disability.
We want more official information at UiB, including our website, to be available in both nynorsk and bokmål.
Norway has two equal forms of Norwegian, Nynorsk and Bokmål. UiB will reflect this and we want to strengthen the use of Nynorsk. Nynorsk is important to preserve culture and language debate are essential to good language use and development of both forms. We are open to new incentives that promote the use of good Norwegian nynorsk general and especially in scientific presentations, lectures, debates and engaged with the community around us. Such measures must not be at the expense of foreign employees, both in administration and academia, where an education in one of the language forms should be sufficient
SiB is an important partner for UiB
In the fight for equal access to education for all, regardless of students’ social and geographical backgrounds SiB’s effort to provide students with affordable housing and food were crucial, and SiB has been an important partner for UiB. Still, it is important to look at the offer SiB provides to students and employees and the price they demand for their services. Where they do not, or can provide a service or supply is unreasonably expensive, it should also open to alternative providers.
We are happy that most of Bergen is located in the city center, but we also need to increase our focus on staff and student safety.
We know that Nygårdshøyden is experienced as unsafe during the day and at night by many people, both employees and students. UiB can secure our buildings, but can do little with outdoor areas without external support. We want to support and cooperate with local authorities, police, municipal services and residents in and around Nygårdshøyden in their efforts to make Nygårdshøyden safer and more pleasant. It is a problem that few people are in the area at night when all UiB buildings are closed. However, we believe that it is best to work on that more people make use of Nygårdsparken in particular – even at night. We hope that the planned bridge over Damsgårdssundet will make multiple passes through the campus.
We want more activity on Nygårdshøyden outside regular working hours.
Increased activity on Nygårdshøyden also outside regular working hours would improve safety in and around Nygårdsparken, and more cultural activities and later opening hours for restaurants and cafés are helpful in this respect. We want to cooperate with neighbors, local authorities and businesses to achieve this. Keeping the Library open on Saturdays and expanding the opening hours for student reading rooms can also help increase the number of people present throughout the day and night.
The university library with its collection of journals, books, and digital access is important for UiB as a knowledge institution.
The written word is still important to communicate knowledge between people, whether online or in print, and our library is key in collecting this knowledge and making it accessible to our researchers and students. We want to expand the libraries’ opening hours, including on Saturdays. Libraries are learning centers and shall provide help in finding literature, ensure free access to important journals and textbooks, and not least, the learning centers should be meeting places for researchers and students. UiB learning centers as they appear today are proof that it is possible to achieve this. We want to support the creation of more such centers.
Our library manages a fabulous collection of historical photographs, films, sound recordings and documents that are important for Bergen city, the region and the country’s cultural heritage.
We want to contribute to the development of libraries as an exhibition venue, and here we hope support from Bergen, Hordaland County and Bergen industry. Such a measure would also make UoB library meeting place for the entire city.
We want a green UiB.
As a knowledge institution UiB has a special responsibility to use new knowledge and new technologies to improve the environment locally and globally. Much is made of energy and the use of district heating in Bergen and SiB its buildings. We would continue to focus on energy use in our buildings.
We want more people to cycle to work and study.
With Sib we will work to increase the use of cycling amongst staff and students to organize secure bicycle parking and promote the cloakroom. Parking is significantly reduced in recent years and we need to periodically assess whether the number can be reduced even further. We will also encourage the use of home and flexible working hours on days with «married lid» over Bergen valley.
We will have an increased focus on recycling of waste and less use of plastic in both Bergen and SiB.
Increased use of digital communication, use of digital reference works and literature journals and newspapers, will hopefully reduce paper consumption at UiB.