Alongside the UOC’s organizational structure, bodies to coordinate and represent the University are also required. They ensure that all the resources and services can be applied to the whole of the University’s course offering while meeting the wide variety of needs that arise from the particular characteristics of each programme. These bodies aid communication and debate on processes that affect different parts of the University.
The main coordination and representation bodies at the University are as follows:
It is made up of the president, vice presidents, general manager, general secretary and a representative of the faculty, a representative of the students and a representative of the administrative staff. These representatives are chosen by the Campus Committee from among its members using the procedures established by each group. In accordance with current legislation, most of its members are from the academic staff. Its functions are to ensure compliance with the current statutes and legal regulations; propose the University’s programmes and strategies to the Foundation’s Board of Trustees; guide, plan and asses the University’s activities from an academic perspective, and establish the general lines of operation for the University in all areas. It normally meets once each semester.
It is made up of the president, vice presidents, general manager, general secretary and the director of the Office of the President and Institutional Relations. It meets each week. This is the is the University’s permanent administration and management body and its mission is to control the institution’s day-to-day running. To do so, it takes on all the functions delegated to it by the Governing Council, in accordance with the Organizational and Operational Regulations. Among other issues, it pays special attention to ensure that all of the UOC’s activities meet principles of optimization, budgetary balance and efficiency.
This is the university community’s highest representative body. It includes those members stipulated in the UOC’s Organizational and Operational Regulations and is chaired by the president. Academic staff hold a majority of the places. Its functions are to debate the University’s strategic directions and aims; to raise opinions on issues that affect the University and propose those initiatives deemed necessary; to debate those aspects that affect the professional careers of the academic and administrative staff; to have a voice in the selection of presidents before their formal appointment, and to deal with any issues raised by the president, Governing Council or Executive Board.
It is made up of the members of the Executive Board, the deans of the faculties, the director of the IN3, the director of the eLearn Center, the director of the Doctoral School, the directors of the administrative departments and the director of Oberta Publishing. The president calls and chairs its monthly meetings. It mainly deals with proposals to the Governing Council for the strategic plan and objectives plans for each academic year, and with the monitoring and coordination of their development; proposals to the president and Governing Council of specific strategic actions; aiding coordination between the different sectors at the University, and providing all of its members with the necessary information to ensure it flows throughout the organization.
It is made up of the members of the Executive Board, the deans of department, the director of the IN3, the director of the eLearn Center, the director of the Doctoral School. This committee is chaired by the president. It meets to discuss subjects linked to the monitoring and coordination of the academic activities in accordance with the bases set by the University’s strategic plan and the annual objectives plans; strategic alignment and coordination of the University’s teaching, research, dissemination and technology transfer; promotion of interdisciplinary programmes; promotion of the development of the academic community and its members, and advice for the president and the Governing Council on all areas of academic life.
It is made up of the Vice President for Strategic Planning and Research, the director of the IN3, the director of the eLearn Center, the director of the Doctoral School, the director of the Research and Knowledge Transfer Support Office and the director of the Library Research Support Service. This committee is chaired by the vice president.
It is made up of the Vice President for Teaching and Learning, the director of Operations, the programme directors, the department administrators, the programme managers, and the administrative process operations managers. It handles general planning of the course offering and academic activity, coordination of key cross-disciplinary aspects of the academic activity, and analysis and assessment of the results. This committee is chaired by the vice president.
It is made up of the members of the Executive Management Committee, the directors of area and the director of Oberta Publishing. It meets once a month to monitor the activity of the administrative areas.
It is made up of 17 people (twelve representatives from the administrative staff and five representatives from the faculty and research staff). There is just one committee, but there may be two separate and parallel electoral processes: one to elect the representatives from the administrative staff and another to elect the representatives from the members of the faculty and research staff. It is made up of a chair, a secretary and fifteen other members. There is a standing committee made up of the chair, the secretary and five other members. There is no fixed schedule for meetings. Employee participation in the institution is a fundamental labour right which is exercised through this committee, which is the body representing the interests of the organization’s employees.