Collaborative governance, viability and digital transformation
Be UOC
Economic sustainability
- Prepare 5-year financial projections
- Consolidate the UOC’s activities outside Catalonia, with a varied portfolio of priority territories and country/region plans
- Consolidate the UOC Corporate and UOC X strategies to increase market position and share
- Continue measures to streamline the portfolio, improve margins, reduce dropouts and CRA
- Develop and implement a strategy to attract public and private funding
Reputation and positioning
- Define and implement a strategy and campaign to enhance the UOC’s reputation and position in priority territories
- Implement the UOC portal transformation project and the international SEO strategy
- Implement the transformation plan for UOC offices in Spain and LATAM
- Continue to implement the global content plan
- Define and implement a strategy to improve positions in rankings
- Implement the brand tracker project to measure the impact of all actions related to improving positioning and reputation
New Way of Working
- Define the new open work model
- Facilitate the implementation of open work
- Define a new leadership model and a new dictionary of competencies for UOC staff
- Redesign the PID executive training programme based on the new leadership model
- Digital skills training plan for staff
- Define the decision-making model
UOC talent
- Employer branding project
- Talent management projects
- Learning management system for staff project
- Health and well-being project
- Update research staff policy
Digitalization and efficiency
- Efficiency project
- E-administration project
- Redefine and digitalize relevant processes by area
- Robotize processes
- MEGAE project
Promotion of educational flexibility and cross-disciplinarity
Next UOC
Personalization in the UOC?s educational model
- Identify and specify personalization factors in the UOC’s educational model
- Define personalization and incorporate it by enabling technological functionalities and advanced use of data systems
- Roll out digital assessment
- Disseminate the educational model personalization indicators established (relating to the impact on reputation, student satisfaction, and higher quality teaching) and prepare a plan for announcing the results
Forecasting educational trends and creating new programmes
- Identify information sources for monitoring market trends and demands, and decide how to coordinate, govern and combine them into a unified source, in order to identify future educational needs
- Review processes linked to defining and revising new and existing programmes to enable more flexibility and agility
- Identify programmes’ standout innovations to bring them closer to needs in the world of work
Harmonization of knowledge areas across teaching and research
- Compare the UOC’s research map with the learning programmes most in demand
- Incentivize research in the knowledge areas of the learning programmes most in demand
- Encourage the transfer of research to the leaning areas most in demand
Adjunct instructor recruitment
- Define the role, profile and hiring conditions of new adjunct instructors and consolidate this new role
- Redefine the range of teaching roles and figures to accommodate the role of adjunct instructor, reinforce the UOC’s teaching structure and respond to the new regulatory framework
- Improve and make more scalable the recruitment processes for adjunct instructors and affiliated teaching staff to ensure coverage of needs, diversity of profiles and recruitment of talent
- Based on needs arising from the evolution of the educational model and the types of learning programmes, identify changes and improvements to be introduced in the tasks and organization of teaching staff so the needs can be met with the highest levels of quality
Quality and new data culture
- Consolidate the internal quality assurance system in the framework of institutional accreditation
- Expand the quality system to cover all the organization’s processes
- Develop staff talent in the field of data
- Develop the data governance model
- Deploy the new institutional repository and build valuable services on it
A strong commitment to a global UOC with more societal impact that contributes to the 2030 Agenda
Global UOC
Global and social UOC
- Roll out the plan for digital transformation in the education sector
- Reinforce the internationalization of the UOC (in terms of its teaching, research and administration) and provide monitoring tools (scorecard)
- Roll out the introduction of the global ethical commitment cross-disciplinary competency in all programmes and classroom content
- Increase the proportion of global learning resources
- Promote changes at the UOC and in university systems to fulfil the 2030 Agenda
Equality
- Identify under-represented or at-risk groups for whom the UOC wants to implement positive discrimination policies
- Launch initiatives for equal access to UOC learning programmes and for graduate equality
- Continue with the roll-out of the Gender Equality Plan 2020-2025
- Produce and implement an action plan for UOC collaboration with the voluntary sector
Open knowledge
- Continue with the roll-out of the open knowledge Plan
- Reinforce actions that raise the profile of the UOC as a university committed to open knowledge
- Incorporate the DORA principles into the UOC’s academic assessment processes
- Roll out specific open knowledge training for all UOC staff
- Produce and implement internal and external action plans for the Hac Te initiative (the UOC as a hub for open knowledge in art, science and technology)
Environmental sustainability
- Develop and implement the UOC’s environmental sustainability plan, implementing actions to mitigate and adapt to climate change
- Reduce the UOC’s annual CO2 emissions and report on them transparently
- Review learning programmes that integrate a sustainability perspective and implement them again
- Promote research on sustainability, climate change and related fields
- Hold climate awareness and action activities for the UOC community
Increasing competitiveness and employability
UOC Ecosystem
Continuing education
- Periodically review the range of continuing education to improve its adaptation to the needs of companies in key sectors and institutions in each territory, and to facilitate access to training for professionals
- Enhance collaborations with organizations in each territory to promote on-the-job training
Employment and entrepreneurship
- Encourage entrepreneurial culture among students through initiatives that foster entrepreneurship
- Promote career guidance for students and their entry into the workforce
- Promote research and development in new methodologies relating to employment and entrepreneurship
- Provide the different knowledge areas with regular updates on job market developments
- Promote the exchange of knowledge with companies and institutions on the challenges of the world of work
- Design and implement an application for individual design of a career path
Corporate ties
- Implement monitoring tools including B2B CRM
- Design and implement a plan for corporate ties and ties with the UOC community, establishing shared criteria for measuring organizations’ and alumni’s ties (involvement and commitment) with the UOC
- Produce a map of the UOC’s current alliances to identify opportunities
Innovative ecosystem
- Define, search for funding and implement the 2022-2025 transfer programme
- Develop a plan to foster collaboration between agents in the entrepreneurial ecosystem and the UOC community
- Develop a programme of training, outreach and dissemination actions to foster the culture of innovation in the UOC community
Fostering transformative, high quality research
UOC Insight
Transdisciplinarity
- Define cross-disciplinary research challenges that can connect the lines of different research groups and knowledge areas
- Promote a programme of incentives for interdisciplinary research
- Implement the eLearning Research, eHealth Center and IN3 plans
Progress in research assessment
- Include the impactful narratives perspective in the different processes and structures that underlie research at the UOC.
- Define and structure the research assessment process, focused on group and institutional assessment (in accordance with DORA)
Research ecosystem governance
- Structure the governance of the ecosystem and promote the R&I hub
- Promote external scientific communication in the context of the ecosystem
- Increase the professionalism of support for research
- Establish the coordination and management of experimental laboratories
Intensification and collaboration
- Define the research intensification strategy for teaching staff
- Attract emerging talent by means of new collaborations between established researchers and researchers aspiring to PI positions
- Generate alliances with different centres, laboratories and companies to conduct cutting-edge research