INSTITUTIONAL DEVELOPMENT STRATEGIC PLAN - anmb.ro 16 Strategic Plan.pdfMBNA Self Evaluation...

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.



- 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);



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.



- 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;



- 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;



- 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:



- 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;



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.



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.



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


2013


- deadline: 2010 -2013





A2.3 Name of investment: Equipment for the physics laboratory


2013


- deadline: 2010 -2013



A2.4 Name of investment: pneumatic equipment


2013


- deadline: 2010 -2013



A2.5 Name of investment: mechanical and pneumatic amplifiers


2013


- deadline: 2010 -2013



A2.6 Name of investment: surveying system for M836 engines


2013


- deadline: 2010 -2013



A2. 7 Name of investment: sounds and lochs


2013


- deadline: 2010 -2013



A2.8. Name of investment: hydro-meteorology and oceanography lab system


2013


- deadline: 2010 -2013



A2.9 Name of investment: first aid kit


2013




- deadline: 2010 -2013



A2. 10 Name of investment: search and rescue equipment


2013


- deadline: 2010 -2013



A2.11 Name of investment: survival at sea equipment


2013


- deadline: 2010 -2013



A2. 12 Name of investment: electronic measurement equipment


2013


- deadline: 2010 -2013



- A2.13 Name of investment: laboratory equipment for electronic devices and circuits


2013


- deadline: 2010 -2013



- A2. 14 Name of investment: laboratories and simulators of the RONOMAR system


2013

- estimated value of the investment cost at the end of December 2009 [lei]: 650.000 euros

- deadline: 2010 -2013


- necessary funds 2010 -2013: 650.000 euro

- A2. 15 Name of investment: mechanical engineering equipment


2013

- estimated value of the investment cost at the end of December 2009 [lei]: 240. 000

- deadline: 2010 -2013




- necessary funds 2010 -2013: 240.000 lei

- A2. 16 Name of investment: water treatment and filtered tank water


2013

- estimated value of the investment cost at the end of December 2009 [lei]: 240. 000

- deadline: 2010 -2013



- A2. 17 Name of investment: device for fuel supply, at sea


2013


- deadline: 2010 -2013



- A2. 18 Name of investment: set of regulators (pressure, temperature, viscosity)


2013


- deadline: 2010 -2013



A2. 19 Name of investment: Modernization of engine room simulators


2013


- deadline: 2010 -2013



-

A3. Furniture for offices and other assets

A3.1. Name of investment: Dental office and dental technique equipment


2013


- deadline: 2010 -2013



A3.2. Name of investment: General medicine equipment


2013


- deadline: 2010 -2013



A3.3. Name of investment: obstacle track type CISM – naval pentathlon




2013


- 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


- Value of investment: (lei): 23.552. 500

A4.3. Name of investment: PROTEUS tactical simulator


- Value of investment: (lei): 21.040. 364, 88

A4.4. Name of investment: integrated simulator for ship steering


- Value of investment: (lei): 10.216. 478

A4.5. Name of investment: equipment for simulation in the electrical and electronical

engineering field


- Value of investment (lei): 361.641

A4.6. Name of investment: computer equipment


- Value of investment (lei): 23. 176

A4.7. Name of investment: equipment for simulation in the electrical and electronical

engineering field


- 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



- financing: state budget from funds of other structure

C.1.2. Overhauls- sewage

- current state: in course

- value of investment: 100.000.000 lei


- 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


- financing: state budget

- estimation of remaining funds by 2011-300.000 lei

C2. 2. Current repairs- interior heating installations






C2.3. Current repairs- interior plumbing installations






D. Other current repairs: interior design

D1. Name of investment

- value of investment by December 2009: 1.300.000

- deadlines: completed in 2013


- remaining necessary funds by 2011: 500.000



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



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 - - - - - - - - - - - -



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



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

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