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MBNA Self Evaluation Report, November 2012
Page 1 MBNA Self Evaluation Report, November 2012
Appendix 16: MBNA Strategic Plan
ROMANIA
”MIRCEA CEL BĂTRAN” NAVAL ACADEMY
THE UNIVERSITY SENATE
INSTITUTIONAL DEVELOPMENT STRATEGIC PLAN
2007-2013
1. INTRODUCTION
1.1. Legal Framework:
- Order of the Ministry of Education, no 3595, of 22. 04.1998, which requires that up to
September 9th 1998, each superior education institution draw up its own institutional
development strategic plan;
- The institutional development strategic plan is drawn up in compliance with the
recommendations contained in the annex of the order, and should consist of two parts: a)
medium- term strategic plan (for a period of minimum 4 years); operational plan for the current
university school year.
1.2. Documents underlying the strategic plan foundation:
- Strategy of the Romanian superior education between 2002 -2010;
- National strategy on research, development, and innovation between 2007 – 2013;
- Romanian army transformation strategy;
- Regulatory documents in the field;
- Post – adherence strategy, 2007 – 2013;
- Strategy in research and technology of the Ministry of Defence.
1.3 Motivational Considerations:
- The strategic plan is a vital instrument helpful for the adaptation to the changes in society, and
for our institution to be consistent with other similar national and international universities.
Because the elaboration and the implementation of the strategic plan contributes to the growth
of our institution, the plan is also called institutional development plan.
- The plan is a pledge for the fact that:
- The “Mircea cel Batran” Naval Academy has made a detailed analysis in order to
evaluate the internal and external factors that influence its evolution and action.
- The “Mircea cel Batran” Naval Academy has managed to evaluate the development
guidelines and its chances for success.
MBNA Self Evaluation Report, November 2012
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- The “Mircea cel Batran” Naval Academy is continuously evaluating the quality of its
curricula, by observing the graduate‟s degree of integration on the labour market,
according to their training.
- The strategic plan gives the Academy the possibility to collaborate with the Ministry of
Defence (through the Staff of the Naval Forces), and the Ministry of Education and Research,
in order to tune in the priorities and to get the necessary financial resources.
- The ARACIS external evaluation methodology approved by HG 1418, of 10 November 2006
includes among the performance indicators, indicator I.P.A. 1.2.2., the Strategic
Management, the following standards:
- The minimum standard: the institution has a four – year strategic plan as well as annual
operational plans, all known by the university community members, and are applied in
accordance with strict rules.
- Reference standard: The strategic plan is issued on a long, medium, and short term; it is
updated each year, or it is adjusted according to the evolution and context of the superior
education, being permanently observed, so as to be properly fulfilled; its management and
administration evaluation is also under continuous check and observation.
- The A.R.A.C.I.S. Report on Quality of Evaluation, no 435 (21 January 2010) contains a
series of recommendations that are to be implemented through the medium of the strategic
plan.
2. THE MISSION OF THE “MIRCEA CEL BATRAN” NAVAL ACADEMY
1. The “Mircea cel Batran” Naval Academy may be characterized as a superior education and
research institution whose mission is to train specialists in the fundamental field of engineering
studies.
2. Consistent with its university traditions the Academy assumes the task of assimilating cultural
national and universal values, and gets involved in the consolidation process of the European
Union spirituality. The mission of the academy has a special characteristic in the international
context through the training of the navy officers who carry out joint operations and missions with
partners of the NATO member states.
3. GENERAL STRATEGIC OBEJCTIVES
Based on the mission of the academy stated in the University Chart the beneficiaries‟
requirements and the recommendations of the external quality evaluation institutions, general
strategic objectives for 2007 – 2013 will have the following objectives:
a) Compatibility of education with the national and Euro-Atlantic principles, and the
adaptation of the curricula to the requirements of the labor market and the beneficiaries of
the work force;
b) Strengthening the trust of the internal and external partners
c) Development of research – development – innovation (CDI), and its orientation towards
military, economic, social and not in the least, cultural issues
d) Implementation and maintenance of a quality management system (SMC);
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e) Protection of the heritage, material base development and restyling of education and
scientific research, as well as of the micro production
f) Providing all departments with computer equipment, creation and continuous development
of an external and internal computing system, connected with national and international
computer networks that comply with the requirements of the information system;
g) Creation of an academic environment based on a responsible partnership with the students
and the staff of the academy;
h) Creating a general favourable environment for the accreditation of all curricula, in
compliance with the ARACIS norms, European norms includingly;
i) Creating a doctoral school in the field of engineering studies, and observing the way
reference standards are achieved‟
4. STRATEGY FOR STUDENTS, EDUCATIONAL OFFER; AMKING THE
EDUCATIONAL OFFER FLEXIBLE
In order to maintain the study subjects and specialties attractive and up- to- date in the
national and global economy the institution will go towards the following directions:
student recruitment policy will be done as follows:
a) For the Navy Faculty students through public relations and community relations
offices, through the secretariat of the Navy Faculty, the county recruitment offices, the
MOD regional recruitment centers, Military High schools; image promotion materials
are spread, teachers are sent institutions to present the educational offer along with
types of admission tests; other ways of promoting the academy are the visits that the
military colleges students make to the institution, as well as measures for creating a
broader selection base by promoting the academy‟s image through magazines and
newspapers containing superior education admission issues.
b) Merchant Marine students through Public Relations and Community Relations offices,
along with the academy‟s secretariat based on the activities contained in the Strategy
for image promotion.
the admission of the students will take into consideration the following:
- Transparency;
- Exactness;
- Principle of equality of chances, without any discrimination;
- Providing correct information about the admission process that can be checked and
certified at any time.
setting the number and distribution of students is done according to the educational offer,
and to management analysis concerning the flow of students
evaluation of the flow of students will be related to the labour market requirements, and
the level normative demands differentiated on study cycles, concerning authorization and
accreditation of the curricula ( for the teaching staff, students and material basis)
diversification of the educational offer and practical instruction services through:
- Refresher courses, master and doctoral studies administered by special structures, i.e.
Department of Lifelong Learning, and The Doctoral School; approving, by the
A.N.R. (The Romanian Naval Authority), of the courses for managerial level for the
merchant marine officers.
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- Developing collaboration with other partners in what the curricula are concerned
(concerning diploma awards and study programmes in co-trusteeship, increasing
teacher and student mobility).
- Developing good partnership with the shipping and crewing companies, in order to
facilitate student‟s access to international voyages.
linking the educational offer to the demands of the labour market, and to the national
work qualifications in Romania will comprise:
- Connecting the academic and post-graduate studies to the Romanian and European
job qualification catalogue by running PHARE programmes in different fields, and
by including the ANMB in the domain 8 “Transports”.
- Facilitating the job integration process for students, while they are in school, by the
ERASMUS programme, on European money, aimed at distributing students on the
European labour market.
- Monthly meeting of students with employers (shipping and crewing agencies,
commanders, business representatives, etc.).
- Observing how the graduates integrate within the labour market by establishing a
data basis within the C.I.C.O.C., and by keeping in touch with them.
5. THE STRATEGY OF THE LEARNING PROCESS
In order to maintain a high quality of teaching the institution will keep an eye on the
following:
5.1. Reorganization of the curricula on study cycles, by organizing and defining the competences
for each level will comprise:
- The explicit definition of competences to be achieved on each level, in
compliance with law regulation 288 referring to the organization of academic
studies, HG 606, referring to academic studies in military institutions, of the
Ministry of Defence, the Alumnus Model (for the military students), STCW‟95
with latest amendments, the national and European job qualification framework (for
the Merchant Marine Faculty);
- Self-evaluation of the curricula according to the ARACIS methodology;
- Participation of ANMB to the ACPART programmes in order to include new jobs
in the Romanian qualifications nomenclature, and to develop the occupational and
technical education, under the PHARE programme;
- Refreshing the curricula and the syllabi by adapting them to the continuous
academic and non-academic input;
- Complying with the STCW Convention demands on training the marine officers,
and, to the same extent, with the ARACIS demands on the accreditation of the
syllabi.
5.2. The concern for quality and didactic activity development will target the following activities:
- The onset of an e-learning type of programme;
- Purchasing necessary equipment from own budget;
- Optimization of practical activities of the didactic process, including simulators;
- Utilization of intranet, by the diversification of the local network;
MBNA Self Evaluation Report, November 2012
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- Getting the teacher staff to up-date their teaching methods, and evaluation
techniques along the semester, and in the final evaluation.
5.3. Permanent feed-back as a way of checking how the teaching methods meet the students
expectations by:
- Providing students with better information services, career orientation, and
psychological support. Collecting and analyzing suggestions from students through
direct meetings, or through an electronic forum, on the site of the Academy.
- Using questionnaires, in order to check student satisfaction, the way of
transmitting the information, and the role of information in the students‟ training
- Creating a better communication environment among students and teachers to
make the former feel as partners in the educational process; providing better
guidance for the students by increasing the role of the tutor.
6. THE STRATEGY OF THE SCIENTIFIC RESEARCH
The research activity will focus on the following strategic objectives, as follow:
6.1. Increase of capacity and performance in the research activity
Consolidation of the research centers activity, and their gradual transformation –
according to the scientific affirmation – into excellence research centers, as a basis for the
establishment and development of a doctoral school.
Stimulation of the (research, development and innovation) R.D.I. activity through
contracts won by competition, or contracts with economic agents, that represent a source
of income for the ANMB, and support for the master and doctoral studies.
Developing the administration of programmes and contracts by creating departments with
specialized personnel, and the implementation of the research data base – DACERS.
Including the Scientific Bulletin of the institution in the B+ category of the publications
evaluated by C.N.C.S.I.S.
Raising the number of ISI papers, at conferences with ISI proceedings, as well as keeping
track of the numbers of quotes in ISI publications.
Developing the human resources implied in the research activity, both from a qualitative
and a quantitative point of view, through:
- constant evaluation of the research activity quality, depending the academic
rank, for all the personnel of the Academy, and setting the tenured teachers
for each subject, for the master programmes, according to the evaluation
results;
- getting the best students involved in the RDI activity and and keeping them in
the system after graduation, by including them in research contracts and
projects, in order to facilitate contact with industrial partners, and with
creating practical solutions to different problems;
- training research personnel at European level, by international cooperation and
personnel mobility;
- developing managerial skills in the teaching staff, so as to be able to guide RDI
projects;
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- stimulation of efficiency and quality of the research activity, in teachers and
students, by awarding the annual research prizes of the Naval Academy;
- complying with the norms of the Academy„s Ethical Code, in the research
activity.
Development of RDI infrastructure:
- providing high technology equipment through research programmes and own
efforts;
- development of the information creating new means of access to a greater
number of international data bases in the field;
- adapting the laboratories and research centers to the competitive system, and
to the market demands for creating an in – house advertising activity for the
new products and technologies, i.e. catalogues, bulletins/advertising and
information publications, audio-visual presentations, demonstrations,
programmes and projects, etc.
Raising the quality of scientific research management by analyzing the RDI activity on
the following directions:
- research centers complying with CNCSIS evaluation standards and criteria;
- attaining standards and criteria referring to the research capacity and
accreditation of the institution;
- optimization of the relation between institutional research capacity and the
demands of the beneficiaries.
The following objectives will be met:
- Evaluation of research based on preset procedures and criteria;
- Needs analysis on economic and social demands in the region, consultancy,
expertise, know-how;
- Implementation of a new quality manual, that will comprise a series of
procedures referring to scientific research with their specific processes;
- Utilization of specialized software for research project management;
- Continuous self-evaluation by consulting the Scientific Research data base-
DACERS.
6.2. Development of the CDI activity and infrastructure on primary fields, and their utilization at
the regional level
The following specific objectives will be in sight:
Identification of research domains and sub-domains for which ANMB has highest – level
expertise (material basis for research as well) and periodic analysis of the way this
expertise is exploited;
Signing protocols on research issues between ANMB and:
- Specialized research institutes;
- Universities with accredited research centers;
- Civilian and military research centers;
- Private firms in the economic field that has measurement and control equipment,
technology for producing and experimenting the research products;
Exploiting the development and technological specialization potential in the region taking
into account the new opportunities generated by the strategic position of the Black Sea,
through the following activities:
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- participation to the regional strategic development under the authority of the Constanta
Council, i.e. the Industry and Commerce Room of Constanta County
- participation, through common programmes and studies to the B.S.U.N. association,
which joins universities and research institutes in the Black Sea region;
- participation to the bilateral programmes in the RDI field.
Re-organization and technological restructuring in the region:
- contributing with own specialists to the carrying out of the short term plans, and of the
medium and long term regional strategies.
Participation to the bilateral programmes Romania –Bulgaria, Romania – Norway,
Romania –France, aiming at developing cooperation, and at the integration of the RDI
research activity within the Euro regions;
training the necessary human resources so as to be able to get structural funds, available
in the region, for Romania
7. STRATEGY FOR QUALITY MANAGEMENT
Implementation of the quality management quality and of the quality principle in all the
main fields of the institution, and maintaining it at the high level of national and international
demands will be one of the Academy‟s priorities, being focused on the following directions:
7.1. Establishing the policy referring to quality, and quality objectives according to qualitative
and quantitative reference marks for quality evaluation and monitoring through:
Declaration of the Senate referring to the quality management policy;
Establishing performance indicators for the internal evaluation of processes, and for the
alignment to the national and international standards;
Spreading the policy on quality management among the members of academic
community, and adopting the quality principle within the entire institution.
7.2. Establishing and maintaining a functional structure in the institution, in order to assure
quality in compliance with the law in force
Identification of the processes in the institution, detecting the elements of entering and
going out of each process; establishing the interaction between them ( the inter-relational
map);
Establishing the institutional organizations with responsibilities in the field of quality
management, according to the law in force;
Permanent review of the Quality manual, by adjusting the existing procedures to the
recommended criteria and the versions of evaluation standards through new procedures
and work instructions.
7.3. Internal and external periodic evaluation of the processes within the institutions, and
making the necessary corrections
The evaluation will be done according to preset procedures so as to ensure correctness,
relevance of results, as well as fairness of the evaluation process. The manager will take
measures to eliminate possible nonconformities and their causes;
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The evaluation will focus on the following: evaluation of the curricula, evaluation of
learning results, evaluation of the teaching staff, evaluation of the resources necessary for
learning, evaluation of the quality of services offered to students;
Extension of the evaluation process over the scientific research process, through issuing
of a set of procedures and work instructions.
8. DEVELOPING THE STRATEGY ON ACADEMIC COLLABORATION
The commandant (rector) of the Naval Academy will establish direct relations with
superior education and scientific research institutions, in Romania and abroad, as well as with
international organizations according to the following specific objectives:
Participation to the international programmes, especially to the EU frame programmes
through:
- participation of specialists to the EU programe 7 for research and technological
development, for 2007 – 2010;
- ensuring gradual correlation of own curricula and of the research –development fields to
the EU curricula, and increasing cooperation with external partners, by awarding
diplomas, and by co - trusteeship programmes;
- participation through representatives to the defining of the legal and administrative
framework of the “European Initiative concerning young officer exchange” within the
superior education military institutions;
- supporting the mobility of the teaching staff, and facilitating their access to the large
EU research programmes;
- programmes for specialization of young teachers;
- participation to the national research networks, relevant for the European research
activity, and their linking with other networks in Europe;
- supporting the activity of the Community Relations Bureau, as well as of the Consulting
and advertising activities concerning the RDI frame programs, at regional, institutional
and of the national RDI programmes level.
Participation to the establishment of technological platforms – economic agents
syndicates, universities and research institutes belonging to the same technological field,
integrated through common economic projects, and adapting common projects to the EU
frame programmes;
Developing the partnership with the shipping and crewing agencies, in order to facilitate
students the access to international voyages;
Increasing visibility and the degree of implication of the ANMB scientific and
technological community in the regional, national and international organizations;
Integration in the international partnerships and participation of the research centers and
laboratories to scientific manifestations, fairs and exhibitions;
Participation to the ERASMUS programme, as part of the 2007 – 2013 European
Lifelong Learning programme, which provide financial support related to student and
teacher mobility;
Increasing the information system process, the RDI, through the rapid access to the
international data base.
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9. STRATEGY FOR INFORNATION DOCUMENTATION AND FOR THE LIBRARY
ANMB will set a series of activities for the following objectives:
Developing an information network for communication in the Naval Academy between
academic community and administration, and the management of the institution;
Updating the information, so as to administer correctly the school situation, the curricula,
the financial expenses i.e. fees, and other school expenses;
Implementation and development of an e – learning technological platform for the part –
time department through the center of information technologies;
Developing programmes for advertising the university both in Romania and abroad;
Access of the members of academic community to the international data bases in the
field;
Rehabilitation of the library and implementation of the ALCE programme; raising the
number of books. This will be achieved by:
- building 2 lecture halls according to modern standards where students can elaborate
didactic papers and do scientific research;
- development of electronic library, where courses, projects are available for all students
of the full time and distance learning sections;
- connecting the library‟s server to the libraries of other institutions;
- creating an electronic library with the results of scientific research activity, and of the
research contracts in which ANMB was a member.
10. THE MANAGEMENT STRATEGY
ANMB intends to update its system and capacities of management and administration,
taking into account the following directions:
The educational process
- extension and diversification of the syllabi ( modern specialties, high level post graduate
activity through master‟s studies, and through the establishment of a doctoral school,
advanced refresher courses;
- reorganizing the syllabi for a better integration of the academy within the European
system, and in accordance with the demands of the beneficiaries.
Human resources:
- motivation of the personnel;
- development of information means;
- getting the best students to join the teaching research activity;
- continuous preoccupation for the developing the teaching staff promotion;
- evaluation of the teaching staff performances according to the new criteria of the research
activity and getting wages in accordance with all these standards.
Financial resources
- allocation of budget resources in compliance with the preset objectives and programmes;
- getting funds from outside sources.
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Page 10 MBNA Self Evaluation Report, November 2012
Quality management
- implementation of quality management system in all main fields
11. STRATEGY FOR MATERIAL BASIS DEVELOPMENT
The strategy will have in sight the following:
11.1 Consolidation of the existing endowment of the Academy will focus on the following:
Making the presentation list for the learning process, according to the ARACIS
standards;
Using the material basis for teaching, seminars and laboratories, sports halls, swimming
pools, hostels, mess halls, medical facilities and practical instruction (school ships,
workshops, seamanship training);
Using the material basis according to the needs and research capacities in accordance
with the strategic directions of the Scientific Research Strategy and re-distributing it on
competence domains.
11.2 Modernization of the material basis through:
Providing the classrooms with multimedia equipment, with modular furniture, to create
better teaching conditions according to the UE demands;
Providing the existing laboratories and offices with the necessary equipment for
competence completion according to the graduate model, for each specialty;
Implementation of the research results (equipment, software, etc.) in the laboratory
lessons, especially for the master‟s programmes.
11.3 Developing the material basis through :
A1. Investments
A2. Machinery, equipment, and means of transport
A3. Furniture for office automation and corporal assets
A4. Investments for 2009
A2. Machinery, equipment and means of transport
A2.1 Name of the investment: different software for different purposes
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 120.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 120.000 Lei
A2.2. Name of investment: Laboratory equipment –gyrocompasses and automatic pilots
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 600.000
- deadline: 2010 -2013
- financing means: budget
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- necessary funds 2010 -2013: 350.000 Lei
A2.3 Name of investment: Equipment for the physics laboratory
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 600.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 350.000 Lei
A2.4 Name of investment: pneumatic equipment
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 21.600
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 21.600 Lei
A2.5 Name of investment: mechanical and pneumatic amplifiers
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 8.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 8.000 Lei
A2.6 Name of investment: surveying system for M836 engines
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 21.600
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 21.600 Lei
A2. 7 Name of investment: sounds and lochs
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 147.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 147.000 Lei
A2.8. Name of investment: hydro-meteorology and oceanography lab system
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 25.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 25.000 Lei
A2.9 Name of investment: first aid kit
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
MBNA Self Evaluation Report, November 2012
Page 12 MBNA Self Evaluation Report, November 2012
- estimated value of the investment cost at the end of December 2009 [lei]: 10.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 10.000 Lei
A2. 10 Name of investment: search and rescue equipment
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 16.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 16.000 Lei
A2.11 Name of investment: survival at sea equipment
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 10.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 10.000 Lei
A2. 12 Name of investment: electronic measurement equipment
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 20.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 20.000 Lei
- A2.13 Name of investment: laboratory equipment for electronic devices and circuits
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 25.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 25.000 Lei
- A2. 14 Name of investment: laboratories and simulators of the RONOMAR system
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 650.000 euros
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 650.000 euro
- A2. 15 Name of investment: mechanical engineering equipment
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 240. 000
- deadline: 2010 -2013
- financing means: budget
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- necessary funds 2010 -2013: 240.000 lei
- A2. 16 Name of investment: water treatment and filtered tank water
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 240. 000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 240.000 lei
- A2. 17 Name of investment: device for fuel supply, at sea
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 18.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 18.000 lei
- A2. 18 Name of investment: set of regulators (pressure, temperature, viscosity)
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 12.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 12.000 lei
A2. 19 Name of investment: Modernization of engine room simulators
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 281.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 281.000 lei
-
A3. Furniture for offices and other assets
A3.1. Name of investment: Dental office and dental technique equipment
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 32.000
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 32.000 lei
A3.2. Name of investment: General medicine equipment
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 55.500
- deadline: 2010 -2013
- financing means: budget
- necessary funds 2010 -2013: 55.500 lei
A3.3. Name of investment: obstacle track type CISM – naval pentathlon
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Page 14 MBNA Self Evaluation Report, November 2012
- the actual state: centralization of needs, value estimation, budget estimation for 2010 –
2013
- estimated value of the investment cost at the end of December 2009 [lei]: 400.000
- deadline: 2010 -2013
- financing means: state budget of other structure
- necessary funds 2010 -2013: according to budget approval
A4. Investments for simulators and computing techniques
A4.1. Name of investment: LINK II simulator with C2 capabilities
- Actual state: finished
- Value of investment: (lei): 5.791.905
A4.2. Name of investment: STING RAY offline simulator
- Actual state: finished
- Value of investment: (lei): 23.552. 500
A4.3. Name of investment: PROTEUS tactical simulator
- Actual state: finished
- Value of investment: (lei): 21.040. 364, 88
A4.4. Name of investment: integrated simulator for ship steering
- Actual state: finished
- Value of investment: (lei): 10.216. 478
A4.5. Name of investment: equipment for simulation in the electrical and electronical
engineering field
- Actual state: finished
- Value of investment (lei): 361.641
A4.6. Name of investment: computer equipment
- Actual state: finished
- Value of investment (lei): 23. 176
A4.7. Name of investment: equipment for simulation in the electrical and electronical
engineering field
- Actual state: finished
- Value of investment (lei): 35.543,32
B. Overhaul and consolidation
B.1. Overhaul of the alimentary pavilion
- current state: technical expertise done, and variants concerning the rehabilitation were
discussed
- deadlines: finishing in 2013
- financing: state budget, from funds utilized by another structure
- estimation of the necessary costs 2011 – 50, 000 euro
C. Current and overhauls to the thermical station, heating and water providing
installations, laundries, mess halls, sewage system
C1. Overhauls
C.1.1. Overhaul to the water supply installations
- current state: in course
- value of investment: 700.000 lei
- deadlines: finished by 2010
MBNA Self Evaluation Report, November 2012
Page 15 MBNA Self Evaluation Report, November 2012
- financing: state budget from funds of other structure
C.1.2. Overhauls- sewage
- current state: in course
- value of investment: 100.000.000 lei
- deadlines: finished by 2010
- financing: state budget from funds of other structure
C2. Current repairs
C2.1. Current repairs – exterior thermical installation
- current state: 60 % completed
- value of investment, by December 2009 :400.000 lei
- deadlines: finished by 2012
- financing: state budget
- estimation of remaining funds by 2011-300.000 lei
C2. 2. Current repairs- interior heating installations
- current state: 50 % completed
- value of investment, by December 2009 :350.000 lei
- deadlines: finished by 2013
- financing: state budget
- estimation of remaining funds by 2011-100.000 lei
C2.3. Current repairs- interior plumbing installations
- current state: 65 % completed
- value of investment, by December 2009 :350.000 lei
- deadlines: finished by 2013
- financing: state budget
- estimation of remaining funds by 2011-150.000 lei
D. Other current repairs: interior design
D1. Name of investment
- value of investment by December 2009: 1.300.000
- deadlines: completed in 2013
- financing: state budget
- remaining necessary funds by 2011: 500.000
MBNA Self Evaluation Report, November 2012
Page 16 MBNA Self Evaluation Report, November 2012
12. FINANCIAL STRATEGY
Revenues and expenses budgets on 2007, 2008, 2009, 2010, 2011, 2012, 2013 are
synthetically and analytically presented below.
REVENUES AND EXPENSES BUDGET
No Name of indicators Completed
in 2007
Completed
in 2008
Completed
in 2009
Completed
in 2010
Completed
in 2011
Completed
in 2012
Completed
in 2013
1 Own revenues
associated with the
teaching process
3.561.000 4.770.540 4.622.963 6.493.000 8.300.000 9.000.000 10.000.000
2 Revenues from the
research activity,
expertise, consulting
1.710.000 779.583 153.410 1.959.000 2.200.000 2.400.000 2.500.000
Other revenue
sources
968.700 765.000 15.532 1.314.000 1.300.000 1.400.000 1.500.000
4 Balance account of
the previous year
1.756.005
5 TOTAL OF OWN
REVENUES
6.239.700 6.315.123 6.547.910 9.766.000 11.800.000 12.800.000 14.000.000
8 Budget allocations
for core funding
31.301.952 26.674.641 29.425.993 27.786.068 52.000.000 56.000.000 66.000.000
12 Balance account of
the previous year
13 TOTAL OF
BUDGET
REVENUES
31.301.952 26.674.641 29.425.993 27.786.068 52.000.000 56.000.000 66.000.000
TOTAL (5+13) 37.541.652 32.989.764 35.973.903 37.552.068 63.800.000 68.800.000 80.000.000
1 Expenses for basic
activities, of which:
a. from budget
allocations as
follows:
-personnel
-materials and
investments
-utilities
b. from own money
(taxes and other
activities)
-personnel
-materials and
investments
-utilities
35.761.652
32.149.778 33.255.993 35.558.068 61.600.000 66.400.000 77.500.000
31.231.952
20.539.537
6.921.535
3.770.880
4.529.700
3.757.000
437.700
335.000
26.614.645
17.577.323
4.566.050
4.471.272
5.535.133
3.135.000
2.340.133
60.000
29.386.993
17.184.755
8.437.247
3.764.991
3.869.000
3.007.400
673.600
188.000
27.751.068
21.122.254
3.374.514
3.254.300
7.807.000
5.156.000
2.538.000
113.000
52.000.000
42.400.000
5.400.000
4.200.000
9.600.000
5.460.000
3.930.000
210.000
56.000.000
43.000.000
6.800.000
6.200.000
10.400.000
5.660.000
4.420.000
320.000
66.000.000
46.700.000
10.200.000
9.100.000
11.500.000
6.080.000
4.860.000
560.000
2 Expenses for the
research activity,
expertise, consulting,
total, of which:
a.from budget
allocations as follow:
-personnel
-materials and
investments
-utilities
b.from own money
(taxes and other
1.780.000
70.000
70.000
1.710.000
839.579
59.996
59.996
779.583
266.000
39.000
39.000
227.000
1.994.000
35.000
35.000
1.959.000
2.200.000
0
0
2.200.000
2.400.000
0
0
2.400.000
2.500.000
0
0
2.500.000
MBNA Self Evaluation Report, November 2012
Page 17 MBNA Self Evaluation Report, November 2012
activities)
-personnel
-materials and
investments
-utilities
710.000
870.000
130.000
334.293
251.530
209.760
131.000
43.000
53.000
731.000
970.000
258.000
750.000
1.200.000
250.000
850.000
1.250.000
300.000
890.000
1.280.000
330.000
TOTAL
(1+2+3+4+5)
37.541.652 32.989.357 33.521.993 37.552.068 63.800.000 68.800.000 80.000.000
13. Human resources strategy
During the above mentioned period ANMB intends to develop the management and
administration systems (professional management), taking into account the following principles:
Human resources:
- increasing motivation;
- developing communication mechanisms;
- continuous improvement of the system of promotion of teachers, evaluation of teacher
performance according to the new criteria of the scientific research and salary according
to these criteria.
A. Teaching staff
School
year
Didactic
position
2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013
Req. Exist Req. Exist Req. Exist Req. Exist Req. Exist Req. Exist
Military teachers
Military Academic
Professor 2 1 5 3 3 3 3 3 3 3 3 3
Assiociate professor 10 7 10 6 9 5 9 6 9 6 9 6
Senior lecturer 9 6 14 7 7 6 7 5 7 5 7 5
Junior lecturer 7 4 13 2 6 4 6 5 6 5 6 5
Assistant lecturer 4 2 4 2 4 4 4 2 4 2 4 2
TOTAL 32 20 46 20 29 22 29 21 29 21 29 21
Military instructors
Military professor 4 3 5 4 4 2 4 3 4 3 4 3
Chief instructor - - - - - - - - - - - -
Superior instructor 3 2 2 1 2 2 2 2 2 2 2 2
Instructor - - - - - - - - - - - -
MBNA Self Evaluation Report, November 2012
Page 18 MBNA Self Evaluation Report, November 2012
TOTAL 7 5 7 5 6 4 6 5 6 5 6 5
Civil teachers
Professor 13 8 11 9 12 7 12 7 12 8 12 8
Assiociate professor 19 12 16 12 17 13 17 10 17 9 17 9
Senior lecturer 33 18 26 16 24 20 24 19 24 19 24 19
Junior lecturer 22 16 25 16 20 11 20 8 20 8 20 8
Assistant lecturer 10 4 8 2 8 7 8 6 8 6 8 6
TOTAL 97 58 86 55 81 58 81 50 81 50 81 50
TOTAL 136 83 139 80 116 84 116 76 116 76 116 76
B. Administrative staff
School
year
No.
2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013
Req. Exist Req. Exist Req. Exist Req. Exist Req. Exist Req. Exist
310 264 334 313 198 184 198 181 198 181 198 181
C. Under-graduate teaching staff and auxiliary personnel
Examinations for the following posts, promotion possibility starting October 1st 2008
- 2 posts for professors (military)
- 1 post for university teacher (civilian)
- 1 post for professor (military)
- 3 posts for associate professor
- 2 posts for lecturers (military)
- 2 posts for lecturers (civilian)
- 2 posts for assistant lecturer (civilian)
Examinations for the following posts, promotion possibility starting October 1st 2009
- 2 posts for professors (military)
- 1 post for associate professor (military)
- 1 post for assistant lecturer (military)
- 2 posts for assistant lecturers (civilian)
Examinations for the following posts, starting October 1st 2010
- 1 post of professor (military)
- 2 posts of associate professor (military)
- 1 post for military teacher
- 1 post for lecturer (military)
- 1 post for assistant lecturer
MBNA Self Evaluation Report, November 2012
Page 19 MBNA Self Evaluation Report, November 2012
D. Estimation of the number of students for different faculties and specializations
School year
Specialization
2007-
2008
2008-
2009
2009-
2010
2010-
2011
2011-
2012
2012-
2013
Exist Exist Exist Exist Exist Exist
MERCHANT MARINE FACULTY
Navigation, hydrogrphy and naval
equipment 166 170 160 170 160 160
Naval electromecanics 84 100 55 30 50 52
NAVY FACULTY
Navigation and maritime and river
transport 858 790 850 850 800 780
Naval electromecanics - - 49 99 199 299
Naval and port engineering and
management 205 242 225 225 250 300
Electromecanics 436 406 288 131 119 120
TOTAL STUDENTS 1499 1438 1412 1305 1368 1499
Master studies 115 97 158 300 300 300
14. Implementation, monitoring and evaluation
The implementation of the strategic plan will be done by each structure, within the annual
operational plans, complying with the procedures stipulated in the Quality Manual. Monitoring
and evaluation of the strategic plan will be done on the basis of the specific objectives comprised
in the operational plan, related to the objectives and directions of each strategy.
The analysis of the operational plan will be done each year according to the report of the
Evaluation Board, the report of the research activity evaluation, the reports of the structures, and
also according to the bi-annual analysis of the Senate boards; all these will analyze how the
strategic plan is implemented together with the necessary modifications, according to necessities.
The present plan of strategic institutional development was dealt with, revised and
approved in the Senate meeting, on March 24th
2010.
RECTOR OF THE
“MIRCEA CEL BATRAN” NAVAL ACADEMY
Scientific Secretary of
the Senate