Strengths

Weaknesses

What should be done?

• A university that embraces scientific and academic ethical values and has made it a principle to instil these values in its students
• Our university has a strong research tradition and culture
• The ability to establish effective international collaborations
• Being recognised by stakeholders as a higher education institution that conducts reliable research contributing to scientific development in our country and worldwide
• Being a leading research university (A1 group)
• Having a reputation for scientific research in the eyes of society and legislators
• Undertaking innovative research and being a pioneer in this field
• Recognition and prestige in international academic circles and strong research partnerships in different disciplines
• Being preferred by successful scientists and researchers who have carried out pioneering work in their fields
• An academic environment conducive to interdisciplinary work
• The presence of an experienced Technology Transfer Office.

• The limited time faculty members can devote to research and publication-focused work, particularly due to the increased course load in undergraduate programmes and other academic responsibilities towards undergraduate students
• Insufficient provision of support to encourage high-quality publications and products
• Low number of faculty members applying for international research projects
• Insufficient number of specialist staff working in research laboratories
• Insufficient maintenance/repair budgets to ensure the sustainability of machinery and equipment in research laboratories
• Inability to recruit a sufficient number of postdoctoral researchers to work on research projects due to budget constraints
• Insufficient number of administrative staff working in research support units
• Limited public-university-industry collaborations
• Insufficient administrative staff with foreign language skills to support research
• Financial resource inadequacies
• Insufficient facilities and buildings
• Insufficient support for participation in domestic and international conferences and meetings
• Insufficient accommodation conditions and periods offered to postgraduate students

• As a research university, greater focus should be placed on postgraduate education (particularly at doctoral level), while at the same time preventing an increase in the number of undergraduate students.
• Efforts should be made to increase and sustain incentives for high-quality publications and products.
• Mechanisms should be established to support the conversion of postgraduate theses into publications and other products.
• Various incentive mechanisms, such as periodic project information meetings and support for the bureaucratic process, should be established to increase the number of applications for international research projects.
• Strategies should be developed to increase the employment of specialist personnel in research laboratories.
• A research maintenance/repair budget should be provided to the relevant academic units to ensure the sustainability of machinery and equipment in research laboratories.
• Efforts should be made to increase the number of postdoctoral researchers working on research projects.
• The number of administrative staff working in research support units should be increased to share the growing workload.
• Foreign language training opportunities should be offered to administrative staff supporting research, and efforts should be made to employ administrative staff with foreign language skills.
• Measures should be taken to encourage public–university–industry collaborations.
• More effective efforts and collaborations should be undertaken with relevant ministries, institutions, and organisations to update and improve the legislation on Scientific Research Projects.
• Research project support units should be strengthened.
• Efforts should be made to increase the number of administrative staff so that teaching staff can devote their time to research and education..

KEY PERFORMANCE INDICATORS

Plan Period Starting Value (2024)

Target Value at the End of the Planning Period (2029)

PG1.1.1: Number of printed and electronic resources available in the library

2.190.383

2.300.000

PG1.2.1: Student retention rate at the university

%97

%99

PG1.4.3: Ratio of accredited undergraduate programmes to total undergraduate programmes

%27

%32

PG1.5.4: Closed area per student

20

22

PG2.3.1: Number of publications per faculty member in journals covered by SCI, SCI-Expanded, SSCI and AHCI

0,48

0,65

PG2.4.5: Number of individuals completing doctoral education

126

150

PG3.1.1: Number of patents obtained for products resulting from R&D

10

35

PG3.3.5: Number of undergraduate/postgraduate students in the incubator centre

43

50

PG4.1.2: Number of outgoing administrative staff benefiting from staff mobility

46

95

PG4.5.2: Number of accessible mobile application services

30

34

PG5.2.3: Total number of activities related to environmental awareness

7

12

Factors

Preferences

Delete

Reduce

Increase

Innovate

Education and Training

Educational and teaching environments

X

Teaching methods

X

Inter-institutional cooperation

X

Number of students (Undergraduate)

X

Number of students (Postgraduate)

X

Number of students (International)

X

Number of teaching staff

X

Support (Scholarships, etc.)

X

Nationally/internationally accredited programmes

X

Physical/digital infrastructure

X

Research

Project

X

Publication and scientific event

X

Patent/Innovation

X

Human resources

X

University-Industry collaboration

X

Entrepreneurship

Certification programme

X

Incubation centre

X

Institutional Capacity

Communication

X

Professional and personal development

X

Social, cultural and sporting activities

X

Internal control activities

X

Cyber security measures

X

Digitalisation and efficiency

X

Social Contribution

Stakeholder collaboration platforms

X

Environmental protection activities

X

High-Level Policy Document

Relevant Article

Assigned Task/Requirements (Requested)

Medium-Term Programme

Macroeconomic Targets and Policies/ Green Transition/ Article 27

Enhancing institutional capacity by developing academic research and educational programmes in the field of sustainable finance, collaborating with the business world by exploring investment opportunities and financing options for green transformation projects, Supporting environmentally friendly initiatives in incubators in line with the university's sustainability goals and creating funds to enable these initiatives to scale up, improving existing support mechanisms to facilitate access to green financing instruments

Medium-Term Programme

Macroeconomic Targets and Policies/ Employment/ Article 4

Updating educational programmes in these areas, launching multidisciplinary programmes and equipping students with innovative skills in this field, encouraging students to gain experience in the real sector by offering internships and research opportunities, Offering R&D collaborations with the private sector and public institutions through the university's research centres, laboratories and technology park

Medium-Term Programme

Macroeconomic Targets and Policies/ Employment/ Article 6

Strengthening sectoral collaborations to increase lifelong learning participation and ensure individuals remain employed Offering up-to-date and needs-based certification programmes for employees through BÜYEM, enabling individuals to update their skills by offering courses in digital skills, data analytics, artificial intelligence and other emerging technology areas, and creating special training programmes tailored to sectoral needs by expanding university-industry collaborations.

Target 2.4.

RISK

EXPLANATION

CONTROL ACTIVITY

• Inability to find qualified research personnel in a global competitive environment and retain them within the university
• Inability to provide researchers with suitable physical environments
• Insufficient financial resources for research activities
• Inability to increase R&D personnel

• Global competition may lead qualified researchers to choose between various options. Universities may struggle to attract and retain researchers in this competitive environment.

• When researchers are not provided with suitable laboratories, offices, workspaces, and technological infrastructure, research quality may decline and staff dissatisfaction may increase.
• When financial resources such as the budget, material purchases, and staff salaries required to carry out research projects are insufficient, the sustainability and quality of research may be negatively affected.
• When universities do not have sufficient numbers and quality of R&D personnel for R&D projects, their research and innovation capacities may be negatively affected.

• Conducting strategic workforce planning with consideration for the competitive environment; Providing career development and continuous training opportunities for researchers; Ensuring a supportive working environment and academic freedom; Supporting researchers' academic and professional development through regular performance reviews and feedback.
• Regularly assess the existing physical infrastructure and identify deficiencies; Regularly update the technological infrastructure, such as laboratory equipment, computers, and software licences; Create specialised work areas or group work rooms as needed;
• Detailed planning of the budget allocated for research projects; Actively applying for private sector partnerships and grant programmes for research projects; Ensuring the effective use of resources, taking into account project returns and academic contributions.
• Manpower in line with the priorities and objectives of R&D projects.

Sectoral Powers

Findings (Factors/Problems)

Impact on the University

What should be done?

Opportunities

Threats

Stakeholders

Students from outside the city experiencing difficulties adapting to Istanbul and the university

The negative impact of adaptation problems experienced by new students on their academic success

Measures should be taken to increase our students' social interaction with other students and to assist them in campus and city life.

Regulatory constraints in ongoing/planned work with public institutions and organisations

The extension of many studies or their cancellation due to regulatory constraints

Recommendations should continue to be made for improvements to the relevant legislation to remove restrictions that could hinder work carried out with public institutions and organisations.

The low number of systematic and coordinated social awareness and community service projects carried out with non-governmental organisations (NGOs)

The positive impact of systematic support for social responsibility projects by universities on strengthening university-city and university-community relations

It is necessary to diversify social responsibility projects and increase joint projects with NGOs. Increasing the number of courses on Social Responsibility and Community Service at our university and adding them to the course programmes of all faculties would be a positive step in this direction.

The inability to establish effective communication with the business world in the field of entrepreneurship and innovation

The concepts of entrepreneurship and innovation, which are driving forces in the country's economy, are becoming known and recognised among the young university population

The risk of universities deviating from their academic mission and vision due to increasing competition among universities based on entrepreneurship

Applications for entrepreneurship and innovation at UYGAR centres and in Technopark applications, as well as useful models such as patents and intellectual and industrial property, should be given more support. Technological and social entrepreneurship activities should be carried out in a balanced manner, taking into account the academic and scientific focus and priorities of universities.