Actions 2017-2020

The UOC develops its strategy through 4 plans, 19 sub-plans and 78 actions.

0101. Attracting and recruiting talent

  • Define and implement a plan to attract and recruit talent for the academic staff. Define and implement a plan to attract and recruit talent for the administrative staff (including group companies).

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

  • Define a global talent development and retention plan through the creation of career paths and training plans.
  • Implement and consolidate people review for academic and administrative staff (including group companies).
  • Consolidate and implement an objectives-based model both at the UOC and in the group companies.
  • Develop the skill profile of the Research and Innovation project manager.

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

  • Define and implement the integrated affiliated staff management model.
  • Increase the number of affiliated teaching staff with doctoral degrees who can supervise theses.

0104. Culture and organization

  • Define and implement a plan to improve the management systems.
  • Instil the UOC’s values in the organization’s culture and establish a plan to disseminate them.

0105. Growth and sustainability

  • Increase activity on official and UOC-certified programmes.
  • Increase UOC Corporate’s activity.
  • Increase UOC X’s activity.
  • Increase resource capture for R&I.

0106. UOC_Tech

  • Align the Master Plan with the Strategic Plan 2017-2020 in order to implement it.
  • Establish and deploy the competitive and business intelligence services, and the data analytics systems.
  • Develop the requirements of the Data Science Lab.
  • Bolster and increase the flexibility of the computer services to adapt them to the increase in the number of students, globalization and cyberthreats.
0201. Transformation of teaching
  • Provide support based on the learning resources.
  • Define and develop the new LMS.
  • Develop and implement the NIU model.
  • Innovate in the design of courses focused on the student’s activity.
  • Improve support of teaching activities.
  • Assess in terms of aiding competence acquisition.
  • Improve effectiveness in monitoring of final bachelor’s/master’s degree projects.
  • Innovate in the design of virtual internship systems.
  • Strengthen the ways for students to collaborate.
0202. Competences
  • Update the UOC’s cross-disciplinary competences to cater for the new demands of society.
  • Enhance competence-based work in the design of programmes and courses.
  • Include competences in the final project and practicum courses.
  • Include the competences in the student’s academic record to make them more employable and competitive.
0203. Cross-disciplinary approach to teaching
  • Increase the interdisciplinary nature of courses.
  • Define and implement a new concept for the recognition and adaptation of prior studies.
  • Design flexible pathways that allow internal mobility between programmes.
  • Define and implement a new concept of course relationship to foster interdisciplinary work.
  • Guarantee learning resources for the deployment of new programmes and update them for existing programmes.
  • Apply the open-access teaching material policy.
0204. Quality to drive change
  • Certify the internal quality assurance system.
  • Define the course catalogue in accordance with the demands of society.
  • Accredit the maximum quality level in the qualifications being programmed.
0205. Reduction in the drop-out rate
  • Design programmes and courses based on a unit of time.
  • Implement focused actions during the first three semesters.
  • Detect the drop-out risk profile.
0301. The UOC model as a global point of reference
  • Position the learning model internationally.
  • Transfer the UOC model to improve educational systems around the world.
  • Broaden the scope of the UOC’s programmes internationally.
  • “The UOC welcomes”. Increase access to UOC courses, fostering the inclusion of underrepresented population groups and student diversity.
0302. The UOC in the 2030 Agenda
  • Make sure the UOC has a voice in internationally influential networks, organizations and debates.
  • Train global citizens and professionals.
  • Develop specific thematic projects within the framework of the 2030 Agenda.
0303. Knowledge open to everyone and for everyone
  • Develop and implement an internal policy for open and responsible research and innovation.
  • Open the UOC’s knowledge to everyone to become leaders in open science.
  • Create forums and promote knowledge co-creation processes with social agents, and increase the social impact and relevance of the UOC’s research.
0304. Evolution toward a global and social UOC
  • Consolidate the UOC as a responsible and sustainable workplace.
  • Foster global skills among the UOC’s staff.
  • Strengthen the UOC’s international offices.
  • 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
  • Deploy the IN3’s strategy for the period 2017-2020.
  • Design and roll out the UOC eHealth Center.
  • Promote publication by international experts in the UOC’s scientific journals.
  • Establish the structure and governance of research and innovation in the faculties.
  • Design a programme to foster translational research and innovation in e-learning.
  • Define the UOC’s Data Science Lab.
0402. Transdisciplinary approach
  • Include interdisciplinarity as a priority and criterion for grant applications.
  • Create mechanisms for sharing the research being carried out in the various faculties and centres, based on their research and innovation plans.
  • Promote research projects that combine the interests of different faculties in areas such as e-learning, e-health and the knowledge society.
0403. Research partners
  • Set up a programme of stays in high-profile centres for researchers.
  • Design and obtain ITN (International Training Network) programmes.
  • Increase the UOC researchers’ involvement in high-profile projects and initiatives.
  • Design a plan for the presence of the UOC’s researchers in international communication media.
  • Establish an induction programme for visiting lecturers and stays.
  • Increase the number of doctoral degree co-supervision and cotutorship agreements with high-profile centres and companies.
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 and spin-offs.
  • Foster cooperation between the expertise available in the UOC community and the start-ups and spin-offs.
  • Develop a plan to attract e-learning entrepreneurs and potential start-ups.
  • Promote research transfer and valorization, particularly in less technologically-oriented fields.
  • Create a service catalogue targeting companies and institutions (R&I, philanthropy, etc.) that pools the UOC’s expertise.