Actions 2020-2021

The UOC develops its strategy through 4 plans, 19 sub-plans and 83 actions.

0101. Attracting and recruiting talent

  • Define and implement a plan to attract and recruit academic and management talent. Attracting talent in the new panorama. 

0102. Staff: detecting, developing and gaining the loyalty of talent

  • Define a global programme to develop talent and build loyalty by establishing professional career paths and training plans.
  • Implement and consolidate People review for faculty and management staff.
  • Consolidate and implement a goals model at the UOC.
  • Develop the skill profile of a research and innovation project manager.
  • Adapt the IDP to the new work scenario.
  • Work on development measures linked to telework, to the new ways of working, and to online management: team and time management, productivity and efficiency. 

0103. Affiliated teaching staff: detecting, developing and gaining the loyalty of talent

  • Define and implement the integrated affiliated staff management model.
  • Analyse and adjust the relationship with affiliated teaching staff (tutors and course instructors). 

0104. Culture and organization

  • Define and implement a plan to improve management systems.
  • Instil the UOC's values in the organization's culture and establish a plan to nurture and disseminate them.
  • Assess the experience of lockdown: the trigger for becoming a truly digital, ubiquitous organization.
  • Consolidate telework as a means to attaining environmental sustainability and geographical equity. 

0105. Growth and sustainability

  • Increase activity in official and UOC-specific master's degrees and make it sustainable.
  • Increase UOC Corporate's activity.
  • Increase UOC X's activity.
  • Increase resource obtainment in R&I.
  • Monitoring and analysis of student behaviour in relation to the situation caused by COVID-19.
  • New ways of reaching students. 

0106. UOC_Tech

  • Align the ICT Plan and ICT Governance with the Strategic Plan.
  • Help to roll out the UOC's data strategy and governance.
  • Develop and implement the technological side of the Data Science Lab.
  • Strengthen the services and infrastructures and make them more flexible so they can adapt to the growth in student numbers, globalization, and cyber threats.
  • Introduce new assessment models in line with the new digital context.
  • Drive the transformation of the UOC's academic management in accordance with the University's strategic challenges. 

0201. Transformation of teaching

  • Define and develop the new LMS.
  • Develop and implement the NIU model.
  • Innovate course design that focuses on students and their learning.
  • Provide assessment to strengthen the acquisition of competencies.
  • Improve effectiveness in monitoring final master's degree and bachelor's degree projects.
  • Innovate in the design of virtual internship systems.
  • Implement Valid Next in the UOC. 

0202. Competences

  • Update the UOC's cross-disciplinary competences to cater for new social demands.
  • Enhance competence-based work in the design of programmes and courses.
  • Include competences into the Final Project and Internship courses.
  • Include competencies in students' academic record to produce a more employable, competitive CV. 

0203. Cross-disciplinary approach to teaching

  • Design flexible itineraries that allow internal mobility between programmes.
  • Guarantee the learning resources in the deployment of new programmes and ensure the resources of existing programmes are kept up to date.
  • Apply the policy of open access teaching materials. 

0204. Quality to drive change

  • Certify the Internal Quality Assurance System (IQAS).
  • Shape the course offering in accordance with society's demands.
  • Accredit the maximum quality level in the qualifications being programmed. 

0205. Reduction in the drop-out rate

  • Design programmes and courses based on the time unit.
  • Implement focused actions during the first three semesters.
  • Detect the drop-out risk profile. 

0301. The UOC model as a global point of reference

  • Promote and position quality online education at the global level.
  • Transfer the UOC model to strengthen education systems around the world.
  • Broaden the international coverage of UOC studies.
  • Promote equal access to education. 

0302. The UOC in the 2030 Agenda

  • Strengthen the UOC's international position, binding the University to the 2030 Agenda.
  • Train global citizens and professionals.
  • Implement the Equality Plan. 

0303. Knowledge open to everyone and for everyone

  • Position the UOC internationally in open knowledge and open science.
  • Work towards transforming the UOC into an open knowledge hub, following the strategy defined by the Open Knowledge Plan.
  • Create spaces and stimulate knowledge co-creation processes with social agents and increase the importance and social impact of the UOC's research. 

0304. Evolution toward a global and social UOC

  • Draw up and implement the Environmental Sustainability Programme.
  • Foster global skills among the UOC team.
  • Strengthen the UOC's international branches.
  • Adapt internal processes and tools to that of a global, social UOC.
  • Measure the UOC in global and social terms. 

0401. Research with scientific impact

  • Roll out the IN3 strategy for the 2017-2021 period.
  • Roll out the UOC eHealth Center strategy.
  • Strengthen the implementation of the academic research strategy.
  • Promote publication by international experts through the UOC's scientific journals.
  • Define the UOC's Data Science Lab.
  • Ensure data governance for research.
  • Drive the Research and Innovation Communication Plan. 

0402. Transdisciplinary approach

  • Integrate an interdisciplinarity criterion in the various grants and prioritize this approach in research calls.
  • Create mechanisms for sharing the research being carried out in the various faculties and centres, based on their research and plans.*
  • Promote research projects that align the interests of different faculties in areas such as e-learning, e-health and the knowledge society.
  • Create a map of cross-subject synergies in the UOC. 

0403. Research partners

  • Design and obtain ITN (International Training Network) programmes.
  • Increase the UOC researchers' involvement in high-profile projects and initiatives.
  • Increase the number of doctoral degree co-supervision and cotutorship agreements with high-profile centres and companies.
  • Define a suitable methodology for conducting online research.
  • Step up collaboration with health centres, offering the UOC's expertise.

0404. Valorization of knowledge

  • Enhance entrepreneurship among the UOC's students, particularly those performing final bachelor's and master's degree projects.
  • Create investment tools to engage the UOC community in funding start-ups/spin-offs.
  • Drive measures for the transfer and commercialisation of research, especially in the UOC's areas of knowledge.
  • Create a catalogue of services aimed at companies and institutions that sets out all the UOC's expertise.
  • Strengthen the online incubator as a UOC tool to consolidate management and support for entrepreneurial activities.
  • Place the talent of the UOC community at the service of entrepreneurship.