Goal 5. Resources

1. Developing and accomplishing the goals set in the 2015-2020 Strategic Plan
2. Achieving greater efficiency in the organisation and management of work processes and internal communication
3. Establishing the necessary resources to go ahead with projects and activities that promote the use of synergies between different services and faculties
4. Consolidating the Internal Quality Assurance System (IQAS-AUDIT) for each faculty

5.1.1

• Establishing mechanisms for monitoring compliance with the UIC objectives in the Strategic Plan 2015-2022
• Developing a strategic plan for each faculty service, school or institution aligned with the goals of the UIC Strategic Plan 2015-2022
• Establishing actions to introduce and educate on strategic culture and working towards objectives within the organisation.

5.1.2

• Consolidating the implementation of the Internal Quality Assurance System (IQAS) to define the structure and procedures in central services
• Drawing up descriptions of job positions
• Strengthening internal communication channels
• Promoting greater transparency in the actions and tasks undertaken by different services and faculties
• Opening an OPI (PDI Information Office)

5.1.3.

• Creating groups or ad hoc committees specialised in different cross-cutting projects and monitoring the implementation of these projects
• Finalising the definition of the procedural structure for each faculty, and establishing connections between the IQAS for each faculty and the IQAS for central services

5.1.4

• Processing IQAS-AUDIT marks for each faculty

1. Making sure staff profiles are suitable
2. Developing strategies to improve the integration, career development and stability of staff in the organisation
3. Consolidating staff training in order to facilitate professional growth within the organisation

5.2.1

• Preparing a list of the types and scope of jobs for each service/faculty
• Establishing a procedure for hiring and firing staff at the UIC
• Establishing improvements for the performance assessment system in the workplace

5.2.2

• Making it easier for new hires to adapt to their new job
• Encouraging internal or interdepartmental mobility
• Establishing policies that promote job stability and a healthy work-life balance

5.2.3

• Permanent training for PAS
• Promoting training through internal resources: participation from PAS/PDI as teachers in internal training for UIC staff; participation from PAS/PDI as students in already established training programmes
• Establishing a cross-training plan, to be used as a tool to encourage interdepartmental relations
• Designing incentive policies for PAS

1. Consolidating the framework of the UIC
2. Strengthening the sense of belonging of members of the university community
3. Planning, positioning and promoting the UIC around the country

5.3.1

• Establishing agreements with other more established brands to take advantage of market synergies
• Creating high-impact marketing actions

5.3.2

• Strengthening contact between students and teachers, and between Alumni
• Informing the university community of activities organised by the Alumni association
• Encouraging students to take part in inter campus meetings
• Providing continuity to Link events
• Providing brand material or brand-building material to PAS/PDI
• Strengthening internal communications: how things are going and what the university is doing well

5.3.3

• Ensuring UIC Barcelona is in a competitive position nationally
• Establishing a network of representatives and Alumni who work together to promote the University

1. Integrating the use of IT services for internal processes
2. Integrating the use of IT for learning
3. Ensuring the equipment and infrastructure are adapted to UIC installations and learning and work environments
4. Optimising the use and management of areas in the UIC both internally and externally
5. Promoting sustainability, risk prevention, safety and accessible facilities

5.4.1

• Consolidating the management system for technology development projects
• Implementing projects that develop technological innovation

5.4.2

• Seeking new technological innovation projects that will improve educational quality

5.4.3

• Making an annual preventive maintenance plan and improving the running of facilities

5.4.4

• Improving the way areas at UIC are booked
• Maximising rentals of areas at the UIC to external clients

5.4.5

• Making the university community aware of the importance of the Emergency Plan and ensuring its implementation.
• Studying new measures and policies to promote sustainability at the University

1. Maintaining the balance of the current financing system and strengthening the UIC's external funding
2. Consolidating the fund-raising structure
3. Fostering a culture of fund-raising at UIC
4. Promoting new areas of economic growth beyond education

5.1

• Maintaining the stability of the current funding system and achieving suitable financial redistribution across all aspects
• Raising funds from target countries: Mexico, UAE and the United Kingdom

5.5.2

• Planning regular activities to raise and manage funds and/or assets from individuals, companies and foundations
• Maximising resources from funds raised over 7 years

5.5.3

• Training sessions for internal UIC groups that are likely to raise funds for the University (CAU faculty, alumni, etc.)
• Establishing a plan of action for fund-raising for internal UIC groups (university visits)

5.5.4

• Detecting opportunities for economic growth
• Drawing up business models (ad hoc or standard models)
• Ensuring the implementation of this plan, and monitoring and evaluating growth to make sure it meets UIC Barcelona's needs
• Maximising performance for existing lines of teaching (for bachelor's degrees and postgraduate studies)