UOC

Campaign 2016 Novembre

Welcome to the participation process to help draw up the UOC Strategic Plan 2017-2020. To design the Plan, the Executive Board has set a series of priorities and the Strategic Committee has been working hard, holding various meetings.

Now that they have identified the operational objectives for the period 2017-2020, it is time to open up the participation process to gather proposals for actions, improvements and projects that can help us meet these objectives.

The process will be open from 18 to 30 November 2016. We look forward to receiving your contributions to each of the Plan's five themes!

How does the participation process work?

1. Write down your proposal

2. Vote and comment on the proposals

3. Drafting the action plan

We're sure that you have ideas about the UOC's future. We want to know them and, if possible, include them in the Strategic Plan 2017-2020. The Plan is organized in five themes, which you can see on this website. Each theme has several operational objectives, giving a total of 36. We invite you to send proposals related with these operational objectives, which will set the University's course for the next few years. You can send your proposals up until 30 November.Seguro que tienes ideas para el futuro de la UOC. Las queremos conocer y, a ser posible, incorporarlas al Plan estratégico 2017-2020. El plan se organiza en cinco ejes, que son los que puedes ver en esta página web. De cada eje se derivan distintos objetivos operativos, treinta y seis en total. Te invitamos a hacernos llegar propuestas vinculadas a estos objetivos operativos, que son los que guiarán el camino de la UOC en los próximos años. Puedes registrar tus propuestas hasta el 30 de noviembre.

Your proposals will be public; everyone will be able to see them. And not just that: you will also be able to comment on them, as working together always helps develop ideas. If you would like to see all the proposals that have been received, simply go to the related menu section.

We are drawing up the UOC Strategic Plan 2017-2020. Our baseline is the work done during the last three and a half years and the priorities set by the Executive Board and the meetings held by the Strategic Committee. The proposals you send us in this participation process will be included in the process to prepare the Strategic Plan's action plans. The aim is to present the action plans at the beginning of the first quarter of 2017.

Promotion of transversality and flexibility

Partner with institutions and companies to increase the capacity for creating knowledge.
Develop learning systems focused on case studies, problem-solving and project planning, based on work situations and/or academic challenges.
Expand student mentoring formulas (immediate asynchronous-synchronous), adapting to the international context.
Facilitate and regulate the creation of personalized curricular pathways aligned with each student's needs.
Foster transversality between different fields of knowledge.
Reduce the drop-out rate.

Collaborative governance with common goals

Define and implement a plan to attract and develop external and internal talent.
Consolidate the goal model and engage all of the organization's members in its attainment.
Increase employees' and associates' sense of allegiance and ownership.
Optimize the investment in new learning resources to ensure their long-term sustainability.
Make social responsibility one of the University's differential attributes.
Encourage and support entrepreneurial initiatives.

A strong focus on globalization

Create international alliances with knowledge-generating organizations with the aim of sharing talent, integrating it in the UOC's teaching and research.
Effectively guide the organization and its processes toward a global UOC.
Include global contents, skills and methodologies in all the programmes. Become international leaders in e-learning, the knowledge society and e-health, while also promoting open science.
Diversify the portfolio and the formats: UOC X / UOC Corporate.
Develop the institutional strategy of global alliances as a basis for increasing societal impact.
Increase the number of international students.
Boost international presence and visibility, including projects with a societal impact.
Increase global recognition.

Increase in competitiveness and employability

Work for recognition by society of the UOC graduates' skill profile to ensure their competitiveness and employability.
Increase the inclusion of professionals with acknowledged social standing in the teaching processes in order to enhance the processes' visibility.
Ensure the inclusion of skills in the student's academic record with the aim of producing a more employable CV.
Assure flexibility in the design of the course offering in order to cater for the market's transdisciplinary needs, contributing to competitiveness and employability.
Build a learning solution for the corporate world that ensures ongoing employee reskilling and improve companies' and institutions' competitiveness.
Create an affiliation system to provide lifelong guidance to a growing number of people with the aim of improving their personal and professional situation.
Intensify training in socially vulnerable environments.

Fostering of research excellence

Increase the number of excellent, consolidated, widely acknowledged researchers.
Promote the project management structure in research and innovation.
Deploy a research and innovation strategy for learning and teaching that draws from translational research in education.
Implement mechanisms for fostering inter- and transdisciplinary research among researchers.
Intensify collaborations with international research institutions.
Implement a responsible research and innovation (RRI) policy.
Integrate stakeholders' demands and needs in the definition of research and innovation challenges.
Systematize the acquisition of resources from the production sector, the third sector and government.

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