The UOC develops its strategy through 4 plans, 19 sub-plans and 83 actions.
01. BE UOC
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.
02. NEXT UOC
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.
03. GLOBAL UOC
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.
04. UOC R&I
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.