Actions 2017-2020

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.

• 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.

• 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.

• 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.

• 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.

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

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.