STRATEGIC PLAN 2008-2011

STRATEGIC PLAN

2008-2011

Index of contents Page 1

TABLE OF CONTENTS

1. PRESENTATION FROM THE CHANCELLOR

2. PRESENTATION FROM THE PRESIDENT OF THE SOCIAL COUNCIL

3. OUR MISSION

4. VISION AND VALUES

5. PRINCIPLES AND STRATEGIC OBJECTIVES

6. DEPLOYMENT OF THE PLAN:

6.1. ACTION PLAN FOR PRINCIPLE 1: QUALITY OF DEGREE TEACHING AND PROFESSIONAL INSERTION

6.2. ACTION PLAN FOR PRINCIPLE 2:

RELEVANT POSTGRADUATE EDUCATION

6.3. ACTION PLAN FOR PRINCIPLE 3: RESEARCH ACTIVITY AND TRANSFER OF KNOWLEDGE

6.4. ACTION PLAN FOR PRINCIPLE 4: CULTURAL AND SCIENTIFIC DIFFUSION

6.5. ACTION PLAN FOR PRINCIPLE 5: INTERNATIONALISATION AND INTEGRATION INTO THE EHEA

6.6. ACTION PLAN FOR PRINCIPLE 6: EFFECTIVE, EFFICIENT AND SUSTAINABLE GOVERNING

6.7. ACTION PLAN FOR PRINCIPLE 7: WORKING BETTER TOGETHER

6.8. ACTION PLAN FOR PRINCIPLE 8: FLUID COMMUNICATION WITH SOCIETY

7. IMPLEMENTATION, MONITORING AND REVISION OF THE UV STRATEGIC PLAN

ANNEXES:

DEVELOPMENT PROCESS

CALENDAR OF ACTIVITIES

COMMISSION FOR THE DEVELOPMENT OF THE UV STRATEGIC PLAN

WORKGROUPS

STRATEGIC THINKING WORKSHOPS

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University of Valencia Strategic Plan [2008-2011]

1. PRESENTATION FROM THE CHANCELLOR

Presentation from the Chancellor Page 5

PRESENTATION FROM THE CHANCELLOR

I would like to present the Strategic Plan of the University of Valencia to the university community and to Valencian society. This is a tool that defines the framework of the future actions of our centenary institution. This document reflects the shared feeling of what we want in the near future.

- To be leaders in education, offering a wide range of degrees, and a pioneer in new postgraduate studies.

- Excellency in providing teaching, research and cultural diffusion services to society.

- Emphasis on the achieving results in internationalisation, employability and the transfer of knowledge

- A firm commitment to the quality of education of our students and to the development and well-being of Valencian society.

I have been asked many times why strategic plans have proliferated in Spanish universities. Without a doubt there are enough exogenous factors that in themselves would explain this phenomenon. Without any pretensions of being exhaustive, one could cite among other things the demographic changes of university enrolment, the imbalances and ups and downs of demand in distinct areas, the lack of balance in the necessities and resources, structural complexities derived from the incorporation of new functions in the university agenda, organisational and managerial difficulties, incessant legislative changes and the proposals for a common European framework of higher education, and, of course, the revolutionary impact of new information and communication technologies.

Without the slightest doubt, all of these external factors – and many others that can be put forward – justify strategic planning. I am personally convinced that this tool is essential for our university today for a more important reason: because we want to continue to be leaders in the kind of output and transfer of knowledge that improves the living conditions of our society: scientific knowledge. Without a doubt, planning goes well with our type of cultural institution: analysis, thought and the capacity to anticipate.

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The constant search for excellence in teaching and research facilitates movement in leadership performance, organisational and university management, and strategic planning has been, without a doubt, highly useful when introduced and successful in improving the results of the implied processes

Moreover, university strategic plans have a strong participative vocation, and their written production is generally due to effort, collaboration and the experience of many university members, enriching the contents, and helping to establish shared objectives.

This has also been our course of action. The document offered for its approval by the Council of Government has been written by the Strategic Planning Preparation Commission which has depended on wide participation through studies and reports written by experts, elaborate proposals by diverse workgroups, collective contributions as well as individual ones, debates at conferences and seminars that have been well attended.

It is time then to undertake with enthusiasm a new direction in university management for our institution, continuing to return to society the services of higher education and science as has been the case during the past 508 years. The collaboration of everyone in its production and the shared effort to convert it into a reality will allow us to continue enjoying an outstanding place to work, learn, teach, and to undertake research:

la Nau de totes i tots.

Valencia, June, 2007

1. 2. PRESENTATION FROM THE PRESIDENT

OF THE SOCIAL COUNCIL

Presentation from the President of the Social Council Page 9

PRESENTATION FROM THE PRESIDENT OF THE SOCIAL COUNCIL

The process of preparing the UV Strategic Plan incorporated in this document is presented not only to the university community but to Valencian society as a whole.

For this reason my purpose is to highlight above all the involvement of the Social Council of the University of Valencia in this process of strategic planning from its inception until today.

Some will say that the commitment of the Social Council is considered per se, as a representative body of all social sectors; sectors which are involved daily in obtaining a more productive collaboration from all areas in the University of Valencia.

Others can point out that this shows the definitive approval by the Social Council of the UV Strategic Plan: the intervention in the process being determined by the necessity to comply with what is established by the regulations of this body.

Nevertheless, the participation of the Social Council in the development and discussion of the Strategic Plan is not generated in an automatic way, but by the simple application of regulations, not by considerations of protocol towards the represented social sectors in the body over which I preside. The indication of this is that independent of regulations and protocols, we are a minority in the Spanish public university system – the boards in order to strategically plan have requested our collaboration in a sincere way without limitations so that the process can be enriched more than complying with established regulations.

In our case because of this we would like to thank those who have driven this process, understanding from the beginning that the Social Council as well as the body inserted in the University and implicated with it has as a raison d`être for full collaboration with the University of Valencia with the final aim that the institution achieves each day what the citizens expect from it with satisfaction, continual ambitions of excellence, and the commitment which has linked it for more than 500 years with Valencian society. In the framework of this responsible understanding and mutual trust, collaboration of the Social Council has been involved in the development of the strategic planning for the University of Valencia, a task which will culminate in the definitive approval of the Plan.

I will not insist on the evident necessity that in the special circumstances that surround us, an Institution such as our University counts on a serious, rigorous and feasible strategic planning, as only by means of distant criticism and analysis which is impossible to carry

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out on a day to day basis can the significant questions of survival be answered which is of prime concern to the Social Council.

A Strategic Plan is an essential mechanism to specify with precision the two missions like two sides of a coin, corresponding to the Social Council: to collaborate and support the University, and as the direct receiver of what is required and now without any disagreement the handing over of the accounts of the University to society.

If the consensus and the cohesive project are basic conditions for the creation of a Strategic Plan, the Social Council, a body in a special position and characteristics of ‘insertion’ has been converted into one of the ideal agencies to bring this to fruition. I can assure that the body over which I preside exercises its mission with all the responsibility that it deserves and is required from the University of Valencia as well as from the Society it represents.

It does not escape anyone the difficulty for Institutions such as ours to import methods, terminology and dynamics which are traditionally a part of other organisational spheres, and we should not forget that we are facing risks that have led to the failure of planning in other universities. We should be responsibly conscious of this:

- Strategic Planning is an efficient and essential instrument but it does not provide a ‘magic wand’ that will solve all our problems.

- It is essential that an adequate system of monitoring and control of planning results should not be excessively complicated or bureaucratic.

- And we should be conscious that the first products and the benefits of any planning will take a long time to become clear.

With this in mind, I encourage you to recognise fully the efforts being carried out by the University of Valencia , particularly from the Chancellor, Francisco Tomás, and the Vice-Chancellor of European Convergence and Quality, Antonio Ariño, as well as all the participants in this process, including of course, the members of the Social Council for a prompt culmination of a road which is difficult for any organisational structure such as our Institution, which is one of the oldest and most important.

You know that you can completely rely on the impulse and support of the Social Council, and Valencian society as a whole, a highly interested party in this planning process, to achieve success which I would dare to venture we will obtain.

Valencia, June, 2007

3. OUR MISSION

Our Mission Page 13

OUR MISSION

ne of the key tasks at the time of writing a strategic plan is the explaining specifically why this management tool has been created. With respect to the public university field, its legal mission has two direct reference frameworks:

Organic law 6/2001 of the universities with the modifications introduced by Law 4/2007, and the Statutes passed which cover the mentioned legislative text.

While the mentioned Organic law in effect establishes the raison d´être of all public universities, the university Statutes characterise this mission for the specific circumstance of each public university institution.

As far as the University of Valencia is concerned, article 3 of its Statutes declares the public character it has and formulates its mission in terms of teaching, promoting basic and applied research and spreading culture to the heart of society. The relevant Article is as follows:

Article 3. The University of Valencia as a public service has as a mission the provision of the necessary education for the training of students to prepare them for the practice of professional or artistic activities and proceeds in the securing of the corresponding academic qualifications, such as in the permanent refreshing of knowledge and training of its personnel and professors at all teaching levels. The University of Valencia promotes basic and applied research as well as scientific and technological development. Likewise, the guarantees of rationality and universality which are a part of an institution spread culture to the heart of society. The University of Valencia facilitates and receives intellectual activities and criticism in all areas of culture and knowledge. To comply with all of these functions, the University of Valencia will have to present the harmony of knowledge originating in the development of human thought and with the objective of the perfection of people and their coexistence in a pluralistic and democratic society.

Articles 4 and 5 express the university values of our institution through which the task is developed:

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Article 4 The University of Valencia is at the service of intellectual development and development of nations, the progress of knowledge, peace, the equality of men and woman, and the ecological defence of the environment. University activities are not to be influenced by social, political, economic or religious authority.

Article 5 The University of Valencia, linked to the historical, social and economic reality of the Valencia Region dedicates special attention to the study and development of the culture and its nationality, actively projects Valencian problems through specific teaching, research, and diffusion programmes .

In conformity with this legal definition, we can define the mission of the University of Valencia:

THE UNIVERSITY OF VALENCIA HAS AS A MISSION TO TRAIN COMPETENT

PROFESSIONALS IN THE EUROPEAN ENVIRONMENT AND PROMOTE PRESTIGIOUS

RESEARCH THAT HAS AN INTERNATIONAL IMPACT THAT CONTRIBUTES TO THE

DEVELOPMENT OF OUR SOCIETY. EDUCATION AND RESEARCH ARE FUNDAMENTALLY

THE TASKS THAT WILL ALSO BE UNDERTAKEN IN THE FIELD OF THE DIFFUSION OF

SCIENCE AND CULTURE TO AFFIRM DEMOCRATIC VALUES FOR THE BENEFIT OF

SOCIETY IN GENERAL AND IN PARTICULAR, VALENCIAN SOCIETY.

4. VISION AND VALUES

Vision and Values Page 17

VISION AND VALUES

he strategic diagnosis based on the strategic analysis of the UV and its environment, allows one to determine the current situation of the institution. Moreover, the mission that has been formulated in statutory law makes it possible

to specify the activities which justify our existence.

From this starting point it is now possible to explain the main goals we would like to achieve in the future, that is to state the vision of the institution in the time frame of this Strategic Plan:

T

THE UNIVERSITY OF VALENCIA WANTS TO BE RECOGNISED IN THE FUTURE AS:

THE REFERENCE OF QUALITY IN EXTENSIVE DEGREE EDUCATION OPEN TO

EVERYONE. IT HAS AS AN OBJECTIVE THE QUALIFICATION AND PROFESSIONAL

INSERTION OF DEGREE HOLDERS.

AN INSTITUTION THAT OFFERS INNOVATIVE, FLEXIBLE AND ATTRACTIVE

POSTGRADUATE EDUCATION WITH AN INTERNATIONAL VOCATION

FUNDAMENTALLY DIRECTED TO OUR ENVIRONMENT AND TO EUROPEAN AND

LATIN AMERICAN AREAS.

AN INSTITUTION GUIDED BY QUALITY, EXCELLENCE AND THE VOLUME OF ITS

SCIENTIFIC PRODUCTION AS WELL AS THE TRANSFER OF KNOWLEDGE TO

SOCIETY, ENCOURAGING DEVELOPMENT IN VALENCIA AS A WHOLE.

AS A CULTURAL REFERENCE IN VALENCIAN SOCIETY, AND IN PARTICULAR ITS

CULTURE AND LANGUAGE.

A REFERENCE OF UNIVERSITY STUDENT EXCHANGE, INTEGRATION AND

MOBILITY IN THE EUROPEAN HIGHER EDUCATION AREA. AN ORGANISATION

MANAGED IN AN INNOVATIVE, EFFECTIVE AND EFFICIENT WAY, ACCESSIBLE TO

ITS USERS.

AN INTEGRATED UNIVERSITY COMMUNITY FORMED BY PEOPLE WHO SHARE

COMMON OBJECTIVES AND WORK TOGETHER TO ACHIEVE THEM.

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The University of Valencia has expressed in its Statutes the values which must guide its activities. At the same time, the process of debate and development of the UV Strategic Plan, the university community has expressed its will to emphasise some of them in a special way, converting them into authentic principles inspired by procedures contained in this document. Therefore, it defines itself as:

- A PUBLIC UNIVERSITY

- CONNECTED TO LIFE IN THE CITY OF VALENCIA

- CRITICAL AND INNOVATIVE

- DEMOCRATIC AND PARTICIPATIVE

- SUPPORTIVE AND RESPONSIBLE

- ACTIVELY IN FAVOR OF EQUALITY

- COMMITTED TO THE ENVIRONMENT

- DIVERSE

From this vision and these values it is possible to identify the strategic principles that comprise the main areas of development of this Strategic Plan.

5. PRINCIPLES AND STRATEGIC OBJECTIVES

Principles and Strategic Objectives Page 21

PRINCIPLES AND STRATEGIC OBJECTIVES

he vision stated in the previous section allows us to identify the principles and a strategic objective or goal for each principle:

PRINCIPLE 1. QUALITY OF DEGREE

TEACHING AND PROFESSIONAL

INSERTION

STRATEGIC OBJECTIVE: TO PLACE STUDENTS AT THE

CENTRE OF ACADEMIC ACTIVITY BY OFFERING AN EXTENSIVE

RANGE OF HIGH-QUALITY DEGREE PROGRAMMES WHICH ARE

OPEN TO EVERYONE AND WHICH LAY THE FOUNDATIONS

FOR THEM TO ENTER THE WORKPLACE.

PRINCIPLE 2.

RELEVANT POSTGRADUATE

TRAINING

STRATEGIC OBJECTIVE: TO IMPLEMENT AND

CONSOLIDATE THE SUPPLY OF POSTGRADUATE LEARNING

WHICH IS DISTINCT, COMPETITIVE AND BASED ON EXCELLENCE

AND ON THE NEEDS OF THE ENVIRONMENT, SUSTAINED BY

THE CAPACITIES OF THE INSTITUTION AND CONCEIVED FROM

AN INTEGRAL PERSPECTIVE.

PRINCIPLE 3.

RESEARCH ACTIVITY AND TRANSFER OF

KNOWLEDGE

STRATEGIC OBJECTIVE: TO PROMOTE SCIENTIFIC

PRODUCTION AND IMPROVE THE QUALITY OF RESEARCH; TO

STIMULATE EXCELLENCE AND THE TRANSFER OF KNOWLEDGE

WITH THE FINALITY OF CONTRIBUTING TO THE DEVELOPMENT

AND WELFARE OF SOCIETY.

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PRINCIPLE 4. CULTURAL AND

SCIENTIFIC DIFFUSION

STRATEGIC OBJECTIVE: TO CONSOLIDATE THE ROLE OF

THE UNIVERSITY OF VALENCIA AS A KEY PLAYER IN THE

CREATION, PRODUCTION AND DIFFUSION OF CULTURE AND

THE POPULARISATION OF SCIENCE WITH THE AIM THAT THE

UNIVERSITY COMMUNITY AND VALENCIAN SOCIETY AS A

WHOLE CAN UNDERSTAND, TAKE PART IN AND ENJOY OUR

CULTURAL HERITAGE AND THE PROGRAMMES OFFERED.

PRINCIPLE 5. INTERNATIONALISATION AND INTEGRATION INTO

THE EHEA

STRATEGIC OBJECTIVE: TO ACHIEVE THE

INTERNATIONALISATION OF THE UNIVERSITY OF VALENCIA IN

ALL AREAS IN ORDER TO PROMOTE EXCHANGE AND MOBILITY, ESPECIALLY IN THE PARTICIPATION OF THE CONSTRUCTION OF

EUROPEAN AND LATIN AMERICAN HIGHER EDUCATION AND

RESEARCH SPACES.

PRINCIPLE 6. EFFECTIVE, EFFICIENT

AND SUSTAINABLE GOVERNING

STRATEGIC OBJECTIVE: TO ACHIEVE A FLEXIBLE AND

ACCESSIBLE ORGANISATIONAL STRUCTURE FOR USERS

THAT IS CAPABLE OF ACHIEVING INSTITUTIONAL

OBJECTIVES IN AN EFFICIENT, INNOVATIVE AND

SUSTAINABLE MANNER.

PRINCIPLE 7. WORKING BETTER

TOGETHER

STRATEGIC OBJECTIVE: TO HAVE PERSONNEL THAT ARE

BETTER INFORMED, TRAINED AND MORE MOTIVATED IN

ORDER TO PROVIDE A QUALITY PUBLIC SERVICE, DEVELOPING IDEAL WORKING CONDITIONS TO ACHIEVE THIS

IN A SATISFACTORY MANNER FOR THE MEMBERS OF THE

INSTITUTION.

Principles and Strategic Objectives Page 23

PRINCIPLE 8. FLUID

COMMUNICATION WITH SOCIETY

STRATEGIC OBJECTIVE: TO SUPPORT THE

CORPORATE IDENTITY OF THE UNIVERSITY OF VALENCIA

AND PURSUE AN ONGOING IMPROVEMENT IN RELATIONS

WITH SOCIETY AND FLUID COMMUNICATION WITH

DIFFERENT INTEREST GROUPS LINKED TO THE INSTITUTION.

The strategic principles refer to the main processes of the institution, (teaching of degree and postgraduate courses, scientific production and cultural diffusion) which shape the mission of the UV, a cross-section of processes, and together with those mentioned previously they represent the strategic field to achieve the objectives of the future vision outlined in the previous section.

DIAGRAM OF THE PRINCIPLES OF THE UV STRATEGIC PLAN

Internationalisation and integration into the EHEA

Effective, efficient, and sustainable governing

Working better together

Fluid communication with society

Teaching programmes

Research and transfer of knowledge

VISION

Cultural and scientific diffusion

Degree programmes

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6. DEPLOYMENT OF THE PLAN

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QUALITY OF DEGREE TEACHING

AND PROFESSIONAL INSERTION

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Principle 1. Quality of Degree Teaching and Professional Insertion Page 29

PRINCIPLE 1: QUALITY OF DEGREE TEACHING AND PROFESSIONAL INSERTION

hese days, training constitutes one of the main resources that people depend on to build their careers. Because of this, access to university higher education is no longer a preserve of a reduced and select group. Over recent decades it has become a right, enjoyed by a growing number of people.

On the other hand, the creation of the European Higher Education Area, governments and European universities have been committed to revising degrees and teaching methodologies in a way that not only creates educational opportunities for a large number of people throughout their lives, but also provides a quality and open education thus facilitating mobility and guaranteeing the acquisition of the necessary skills for independent personal development, active citizenship and access to professional activity.

Historically, the University of Valencia has taken on this mission to offer educational opportunities at the university level for Valencian society, and from its origins it has been conceived as the Estudi General. At present, it is committed to incorporation into the EHEA, maintaining its obligation to the same basic direction or focus and on the other hand, taking advantage of the recent process of reform to improve the offering of degree programmes as well as the methodologies of teaching and learning, placing the students at the heart of teaching activity.

This is taken from the first strategic objective of the plan:

T O PLACE STUDENTS AT THE CENTRE OF ACADEMIC

ACTIVITY BY OFFERING AN EXTENSIVE RANGE OF HIGH-

QUALITY DEGREE PROGRAMMES WHICH ARE OPEN TO

EVERYONE AND WHICH LAY THE FOUNDATIONS FOR THEM

TO ENTER THE WORKPLACE.

To achieve this objective, three strategies are considered:

- The first is in relation to students joining into the university.

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- The second is in relation to the quality of teaching and the quality of life of our students.

- The third is in relation to personal development, the integration of citizens and opportunities for professional insertion.

STRATEGY 1: DESIGN AN ACADEMIC PROGRAMME ADAPTED TO THE DEMANDS OF THE STUDENTS AND THE SURROUNDINGS

To consolidate the position of the UV in the wider geographical context by defining a catalogue of degrees and designing a syllabus focused on the demands of students and the surroundings and, EHEA principles. It also strives to offer places to meet demand and adapt to this demand, especially in terms of first option preferences, thus retaining its position as leader in the Valencian University System (VUS).

This strategy will be developed in line with the following action plans, according to area:

Degrees Offered:

POINT 1. Run a GRADUATE CAREERS BUREAU, which allows us to understand the nature, demands and the expectations of prospective students, employers, and other groups to ensure that the offering is adequate and appropriate.

POINT 2. Maintain and develop a flexible and adaptable degree offering that is of a UNIVERSAL AND MULTIDISCIPLINARY NATURE and that responds to the demand of those who attend the UV, and to create opportunities to foster in our students a varied and extensive scientific and cultural profile.

POINT 3. Increase the offering of double and joint degrees to increase professional opportunities and mobility for our students.

POINT 4. Work closely with other universities of the SPUV to guarantee academic excellence and precision for all degree offerings in the region’s public university system.

POINT 5. Take into account student profiles when drawing up study plans, as well as the demands of the socio-economic environment, the abilities to acquire the formative objectives by means of a protocol that contains the guidelines and general criteria of implementation in a way that improves their design and facilitates adaptation to the EHEA.

POINT 6. Set up mechanisms of coordination between distinct centres of the UV to configure a rigorous academic offering that makes full use of the available teaching resources in an effective and efficient manner.


Communication and information regarding degrees offered:

POINT 7. Design a COMPREHENSIVE PLAN FOR STUDENTS JOINING THE UV:

24.1. Develop programmes that allow students to understand the range of courses offered and guarantees fluid communication between the various educational levels.

24.2. Strengthen the information system and university entrance to guarantee direct access for secondary school teachers and students.

24.3. Start initiatives to attract international students.

24.4. Determine the relevant information for each group in the context of the degree programmes offered.

Resources:

POINT 8. Place emphasis on first option preferences stated by students through effectively and efficiently allocating people and resources.

POINT 9. Focus on the needs stemming from the new UV teaching model as outlined by the EHEA and optimize the available resources.

STRATEGY 2: FOCUS OUR ACADEMIC ACTIVITY TOWARDS ATTENDING TO THE NEEDS OF STUDENTS

Undergraduate and postgraduate students are the focus of academic activity. For this reason, accepting new students, teaching and other related services should be centred on satisfying their needs and expectations, and, boosting the feeling of belonging to an institution.

This strategy is developed around the following areas of performance:

POINT 10. Improve the presence and participation of students in the representative bodies to guarantee their full assimilation into university life.

Joining the UV:

POINT 11. Establish the necessary instruments to understand the opinions, expectations and needs of students on our degree programmes.

POINT 12. Formulate a UNIVERSITY WELCOME PROGRAMME for newly-enrolled students at the UV, specific to each degree programme, which contains the necessary elements for evaluation and revision.

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POINT 13. Identify needs according to educational-level, which will allow students to take up their studies in the best possible way and thus improve their academic performance at the UV.

Organising teaching staff and improvement and innovation in education:

POINT 14. Give a CENTRAL ROLE TO TUTORIALS to guarantee sufficient information and adequate academic and administrative evaluation of students.

POINT 15. Promote the Academic Degree Commission (CAT), in order to guarantee adequate and consistent adaptation of the content set out in each degree.

POINT 16. Generalise and systematise the PROCESS OF IMPROVEMENT AND INNOVATION IN

EDUCATION.

24.1. Encourage work in cross-sectional and multidisciplinary teaching teams.

24.2. Prepare new teaching materials and tutorials.

24.3. Prepare training in terms of student skills and abilities.

24.4. Promote a culture of quality: training in use of teaching tools and knowledge of quality indicators in teaching (performance, course abandonment, absenteeism)

24.5. Boost monitoring of distance-learning students and those who are doing non-classroom-based courses, making full use of the TIC.

POINT 17. Establish a GENERAL PLAN OF STUDENT MOBILITY that includes information on supporting of students from home and abroad.

POINT 18. Develop programmes that respond to students’ problems (job situation, origin, age, personal autonomy).

POINT 19. Provide adequate spaces, infrastructures and equipment to meet the criteria of the EHEA.

Student Services:

POINT 20. Develop a COMPREHENSIVE RANGE OF SERVICES for students1 according to their needs and the present courses offered. This is structured around the following:

1 Here the term students, in the context of services offered to students, is taken to mean both undergraduates and postgraduates (See Principle 2)


24.1. Improving the overall quality life at the university in terms of the cultural offering, sports facilities, healthcare, catering services, transport and accommodation.

24.2. Offer an adequate and varied range of places where students can study together. This includes libraries, study halls, reading rooms, computer rooms, self-study classrooms (for languages and computing) and extracurricular training.

24.3. Create meeting places and activity areas for students to use in their free time.

24.4. Promote values of public spirit and solidarity through voluntary work, participation in cultural activities, etc.

POINT 21. The range of services offered to students at the UV should be managed efficiently, competently and effectively with high standards of excellence. This should be reviewed on a regular basis.

STRATEGY 3: PROMOTE PROFESSIONAL INSERTION AND INTEGRATION

The education that the UV provides must facilitate personal development; help citizens to integrate and boost the employability of its graduates.

This strategy is developed in line with and according to area:

Personal development and integration of citizens:

POINT 22. Develop a more personalised approach through INDIVIDUALISED CURRICULUM

PROJECTS which allow the university to deal with the diversity of interests and expectations of its students and to promote personal development; integration of citizens and future employment.

POINT 23. Guarantee that students will be educated in the civic values upheld by the UV both in and outside the classroom.

Employability and professional insertion:

POINT 24. Develop a detailed set of programmes of evaluation and tutorship to favour professional insertion of students relating to:

24.1. The promotion of creativity, innovation and entrepreneurship.

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24.2. The creation of meeting rooms for undergraduates, graduates working in businesses and institutions to identify needs in the labour market, to aid information and exchange and boost employability.

24.3. Develop contacts with professional organisations and the business sector.

POINT 25. Improve the students’ skills thus aiding professional insertion through curricular and extracurricular training.

POINT 26. Opt for making EXTERNAL PROFESSIONAL INTERNSHIPS more generalised drawing up agreements with organizations or institutions that facilitate social and professional integration of graduates and by evaluating and revising the effectiveness of them.

POINT 27. Develop and continuously update an INFORMATION SYSTEM FOR THE RESULTS OF

PROFESSIONAL INSERTION for different degree titles, which outlines main, current and prospective job opportunities and openings and the changing demands of the employers. This should be made available to people within or outside the UV.


RELEVANT POSTGRADUATE STUDIES

Principle 2. Relevant Postgraduate Studies Page 37

PRINCIPLE 2: RELEVANT POSTGRADUATE STUDIES

odern societies are characterised by their extraordinary complexity and consequently their specialised management. At the same time, we find ourselves in a situation in which the productive model is changing for many reasons: the incorporation of the TIC, the challenges of sustainability, the

process of globalization, etc. In this sense, the existence of external factors that operate as an instigator of change in higher education is unquestionable. If in previous stages universities were assumed to have distinct formative challenges such as the incorporation of a wide range of specialties in the degree programme, it seems at present that the most relevant challenge has to do with providing high-quality postgraduate degrees meet continuous, ever-changing demands: advanced professional training, research skills and training for personal development and public wellbeing.

The implementation of the European Higher Education Area and the consequent change in the design of university degrees aim to face these challenges head-on, through the distinct creation of a formative level of postgraduate studies and the promotion of life-long learning.

The University of Valencia has extensive experience in that respect, which from a wide range of doctorate programmes that are recognised with an honours for quality from Erasmus Mundus, to the offering of postgraduate degrees, up to the recent incorporation of official postgraduate degrees. Nevertheless, postgraduate courses offered at the University of Valencia have evolved in line with social changes we have outlined, in at least in three ways:

- as soon as the official postgraduate degrees are incorporated;

- as soon as an integrated concept for all postgraduate education is specified

- as soon as the necessary attention to emerging social demands is emphasized.

The creation of a Strategic Plan for the coming years constitutes an extraordinary opportunity to deal with all of these initiatives and the experience accumulated in an integrated project.

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Because of this, the main objective from the perspective of postgraduate training is to

I M P L E M E N T A N D C O N S O L I D A T E A P O S T G R A D U A T E

E D U C A T I O N A L O F F E R I N G T H A T I S D I S T I N C T ,

C O M P E T I T I V E A N D B A S E D O N E X C E L L E N C E A N D O N

T H E N E E D S O F T H E E N V I R O N M E N T , S U P P O R T I N G T H E

I N S T I T U T I O N A L C A P A C I T I E S A N D C O N C E I V E D F R O M

A N I N T E G R A L P E R S P E C T I V E .

This objective will be dealt with by means of three lines of strategic action relating to new courses offered, those targeted and the associated management formulas:

1. Relative to the courses offered: The action plan at this time should consist of implementing and consolidating a range of new postgraduate studies based on the changing needs of the environment.

2. Relative to those targeted and the changing nature of students: The range of degrees offered should meet educational needs which are becoming increasingly heterogeneous (interests, origin, system of dedication, etc.). As in principle 1, dedicated to degree programmes, focused on students.

3. Relative to management, due to new required procedures: The wide range of postgraduate offerings and their internal diversity and complexity require that extra emphasis should be placed on the management process governing internal and external coordination, such as flexible structures and procedures and availability of the specialised resources.

STRATEGY 1: IMPLEMENT AND CONSOLIDATE AN INNOVATIVE POSTGRADUATE OFFERING

Implement and consolidate an INNOVATIVE postgraduate educational offering based on the continual exploration of the environmental needs and how to deal with them.

Postgraduate offerings:

POINT 28. Establish criteria for developing the OFFERING OF POSTGRADUATE DEGREES of the UV, based on analysis of the supply and demand:

28.1. Analyse the current courses offered – not only our own but other institutions’ - to evaluate their limitations and potential.


28.2. Explore on a regular basis the demands in higher-education postgraduate studies, making use of forums with outside experts, degree holders, professionals and representatives from the socio-economic surroundings.

POINT 29. Prepare a distinct, competitive and excellent offering of postgraduate studies that integrate different aspects (specialised research degrees – including doctorates, specialized professional degrees, of continuous education, personal development and other degree offerings directed to Life-long learning).

POINT 30. Coordinate undergraduate and postgraduate teaching in a way that facilitates sufficient options for professional specialisation in line with the social, cultural and economic environment.

POINT 31. Establish procedures to promote postgraduate courses offered in line with the appropriate established principles and criteria that should direct them, as well as protocols for preparation of three and four-year degree proposals.

POINT 32. Evaluate periodically postgraduate courses implemented and offered to guarantee that they are adequate in terms of quality, external accreditation, public utility and social benefits.

STRATEGY 2: PROMOTE TEACHING QUALITY WITH A FOCUS ON MOBILITY AND INTERNATIONALISATION

Recognise the diversity of postgraduate-student profiles in drawing up the processes of informing, attracting and offering of services with a strategy based on teaching quality and focused on student mobility and the internationalisation of studies.

Quality of Postgraduate Teaching:

POINT 33. Define the profiles of prospective postgraduate students studying at the UV, by examining the diverse objectives and interests, origins and commitment as well as establishing adequate information procedures for each type of student.

POINT 34. Develop an active policy of attracting foreign students, particularly those from Latin America by offering grants and scholarships.

POINT 35. Implement flexible and advanced teaching and learning methods based on rigorous criteria of quality, which improve mobility, internationalisation and affinity with the labour market, as well as collaboration with other university institutions and organisations by means of the following:

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35.1. Organise studies in a way that is compatible with diverse lifestyles and commitments of student.

35.2. Generalise use and permanent updating of information and communication technologies suitable for academic activity.

35.3. Allocate professors based on criteria of specialisation and excellence.

35.4. Implement a tutorial system adapted to the specific needs of the students.

35.5. Strengthen the practical dimension of the educational process of competence, skills and ability; such as the exchange of experiences, undertaking professional internships, etc.

POINT 36. Develop specific services that deal appropriately with the special nature of people studying postgraduate courses in the framework of the complete offering of services to UV students.

POINT 37. Redefine the participative formulas in the university bodies in a way that results in adequate representation for these types of students.

POINT 38. Put into effect the monitoring of graduates to evaluate the results of postgraduate studies, including indicators of efficiency and public utility in order for the UV postgraduates to continually improve.

STRATEGY 3: COORDINATED, FLEXIBLE AND SPECIALISED MANAGEMENT

Establish an appropriate management model for this level of studies to generate the necessary structures in the optimum development of the established model.

Management model steered towards quality:

POINT 39. Coordinate the academic management of all postgraduate courses offered (official masters’ degrees, doctorate degrees, other courses offered) from an integrated perspective.

POINT 40. Prepare a viability study for the implementation of new postgraduate programmes by examining the current situation (evaluating resources, organisational structures, infrastructure, etc.).

POINT 41. Create adequate organisational structures to develop the flexible, adequate, local and efficient management of postgraduate procedures, providing resources that help to guarantee education quality and development of inter-university and international character of the courses offered.


POINT 42. Determine, in line with the design of the forecast process and structures, the needs of staff and infrastructures that could be detected in the diagnosis.

POINT 43. Define the required abilities in the area of managing postgraduate and develop a specific training plan for the staff involved.

POINT 44. Establish mechanisms for a postgraduate evaluation process, which would measure to measure the quality and elements affecting students’ loyalty and their feeling of belonging to an institution.

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RESEARCH ACTIVITY

AND TRANSFER OF KNOWLEDGE

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Principle 3. Research activity and transfer of knowledge Page 45

PRINCIPLE 3: RESEARCH ACTIVITY AND TRANSFER OF KNOWLEDGE

cientific production and innovation are found amongst the principal functions of every university institution and make up one of their most significant contributions to collective well-being and the development of their surrounding environment.

In a society of knowledge and information, this function acquires a greater relevance, for which the social dynamic requires intensive production of every type of knowledge and also the capacity for scientific, technological and social innovation.

For many years, the University of Valencia has opted to devote undoubted strategic importance to quality research activities and understands that such research enriches and revitalises university education and knowledge transfer. Our institution aspires to continuing to develop rigorous, high-quality research in a wide variety of fields, fostering coordination between these fields and stimulating excellence. And although it has shown sustained growth, we can and must continue and improve the ways in which these results are passed on to society.

In the current conditions of knowledge production, research has become a group activity, carried out in teams. This allows for stable organisational structures with a capacity to communicate both in the national and international arena. The University of Valencia pledges to promote these structures (departments, institutes and the Science Park) and it strives to manage the above-mentioned complexity in a rigorous and quality manner and, at the same time, boost research productivity at the institution, thus demonstrating unfaltering commitment to this activity.

With these considerations in mind, we can firmly state that one of the most important strategic targets for the UV consists of:

ENCOURAGING SCIENTIFIC PRODUCTION AND PROMOTING QUALITY

IN RESEARCH; STIMULATING EXCELLENCE AND THE TOOLS FOR THE

TRANSFER OF KNOWLEDGE WITH THE OVERALL AIM OF

CONTRIBUTING TO THE DEVELOPMENT AND WELL-BEING OF SOCIETY.

In order to accomplish this strategic aim, the University of Valencia must improve its performance in the different components and dimensions that constitute research: human resources, research teams and groups, infrastructures, management of the R+D+i and

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transfer processes. We take the afore-mentioned dimensions here as an organisational factor of the strategies to be continued in this proposal.

STRATEGY 1: TO ENCOURAGE THE INVOLVEMENT OF RESEARCH STAFF

To encourage the involvement of all people skilled in research, in a way that clearly increases scientific production at the University of Valencia.

POINT 45. Implement a plan to boost research:

45.1. Improve research output at the University of Valencia.

45.2. Encourage and incentivise quality research, so that it serves as both external and internal reference.

POINT 46. Promote the role of technical support staff in research, specifying their skills and qualifications, and establishing the mechanisms to guarantee their required training.

POINT 47. Plan for the joining of new research staff with the aim of creating a clear and transparent context, both for the institution and the staff involved.

47.1. Support and encourage the nature and educational purpose of the pre-doctoral scholarship programme.

47.2. Evaluate training programmes and the reincorporation of postdoctoral researchers with the aim of drawing up a future plan of action.

POINT 48. Support and encourage the programme of invited research staff and to promote postdoctoral stays at the University of Valencia for doctors from other universities.

STRATEGY 2: TO PROMOTE RESEARCH STRUCTURES2

To promote the capacity for research structures at the University of Valencia in order to improve and to increase scientific production.

POINT 49. Identify all the existing structures with skills in research and define their functions with the aim of optimising resources.

2 This should be read along with strategy 2 (International Projection of our Research) of Principle 5 (Internationalisation and Integration into the EHEA)


49.1. Study the current distribution of the research activity between different structures, analyse involvement and propose a performance plan to improve output.

49.2. Establish a clear procedure of planning, tracking and evaluation of the research in all departments, institutes, ERI3 and other research structures.

POINT 50. Consolidate and to expand university research institutes thus facilitating the development of activities of an interdisciplinary nature and steering its efforts towards excellence and the development of companies.

50.1. Analyse the current structure of the University of Valencia’s institutes, in order to determine whether they should be continued or modified.

50.2. Explore the creation of new research institutes at the University of Valencia which focus on new branches of knowledge or work in line with socio-economic demands.

50.3. Provide research institutes with Human Resource teams (researchers, technical support staff and administration and services staff) and appropriate support and organisational resources.

50.4. Encourage the creation of mixed organisations with members of other institutions, including Public Research Organisations (OPI) and other universities, in order to promote the quality and excellence of our researchers.

POINT 51. Encourage research in stable teams and structures, as a normal space of practice for research in the current conditions of production and diffusion of knowledge.

51.1. Regulate the workings of various research groups, paying attention to their different characteristics.

51.2. Update and keep the relative information in ranges and groups of research at the University of Valencia and to provide periodic reports on its activities.

51.3. Develop specific support programmes for different types of groups, according to their characteristics and potential and the strategic priorities of the institution: emerging, consolidated and of excellence.

POINT 52. Promote interdisciplinary and inter-institutional research for the purpose of maximising opportunities and avoiding the dispersion of resources and projects.

3 ERI: Interdisciplinary research structures. This is the acronym for its Valencian name, Estructures de Recerca Interdisciplinar.

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POINT 53. Establish the criteria to participate in consortiums, societies, foundations or associations, in order to preserve the rights and image of the University of Valencia.

STRATEGY 3: TO ADAPT AND IMPROVE THE RESOURCES DESTINED FOR RESEARCH ACTIVITY

To improve and increase the resources destined for use in research, taking the Science Park as a key example of the research strategy at the University of Valencia.

POINT 54. Develop the SCIENCE PARK as a driving force for scientific production, transfer of knowledge and interaction between the University of Valencia and its environment, steering it towards:

54.1. Promoting the capacity to generate resources and produce results.

54.2. Creating companies based on research carried out.

54.3. Setting up companies that are necessary for R+D+i activities.

54.4. Placing the University of Valencia’s research groups in the Science Park, as Technological Platforms.

POINT 55. Develop a policy on facilities that favours and encourages the research productivity at the University of Valencia.

55.1. To acquire and to manage facilities in a coordinated manner, especially those considered to be large or in great demand.

55.2. To offer technical and analytical services, especially in those areas in which the use of complex and costly resources are required, the purchase of which results unfeasible for a specific group.

55.3. To promote the maintenance programme and renewal of the research information technology.

STRATEGY 4: TO MANAGE RESEARCH IN A FLEXIBLE, EFFECTIVE AND COORDINATED WAY

To develop ways managing the R+D+I in a flexible, effective and coordinated way, capable of adequately supporting the proposed targets for research productivity and its social repercussions.

POINT 56. Identify each key management task needed to achieve the proposed strategic targets and to define who is responsible for and capable of doing this.


POINT 57. Promote the role of the central technical and administrative services, encouraging its initiative and coordination capacity, by means of innovative management. This includes:

57.1. Exploring the external demand for research in order to transfer this information to the groups and research structures.

57.2. Establishing management objectives, which aid researchers in their work and gradually minimise management tasks.

57.3. Facilitating adequate training for presentation and project management, for those who manage or coordinate groups of research, taking into consideration necessary technical or administrative support.

POINT 58. Develop a systematic and specialised information and communication policy concerning announcements, scientific and technological offers, research results etc., adapted to the different user profiles.

POINT 59. Improve and relax the processes and systems of contracting staff relative to the research area.

POINT 60. Improve information technology support for the management of projects, and boosting task automation.

STRATEGY 5: TO PROMOTE KNOWLEDGE TRANSFER

To boost the involvement of the University of Valencia in the transfer of knowledge to the social environment (companies, institutions and other social organisations), with the aim of contributing to regional development and collective wellbeing.

POINT 61. Establish policies and spheres of communication and information exchange to improve and increase the cooperation between the university, private organisations and public administration.

POINT 62. Optimise the potential of the research groups linked to areas of innovation in companies or related to social technologies.

POINT 63. Encourage a culture of transfer and cooperation with external organisations, identifying and promoting good practices.

POINT 64. Design a policy on business creation based on research, according to its potential for transfer.

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POINT 65. Design a policy steered towards developing patents for commercial development into the University of Valencia’s portfolio.

POINT 66. Optimise the potential of the central services for research transfer, in order to steer it towards encouraging competitiveness in university research and attracting companies.

POINT 67. Develop possibilities that would allow the modification of the Ley Orgánica de Universidades in terms of participation of the University of Valencia researchers in activities linked to companies arise as a result of research (spin-off, start-up, etc.)

6.4. ACTION PLAN FOR PRINCIPLE 4: CULTURAL AND SCIENTIFIC DIFFUSION

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Principle 4. Cultural and scientific diffusion Page 53

PRINCIPLE 4: CULTURAL AND SCIENTIFIC DIFFUSION

n a society of knowledge, new information technology and communication, the creation of culture, the transfer of knowledge, the promotion of public debate and civic participation and, the defence of rights and cultural freedom, acquire a renewed relevancy. Amongst other reasons, as well as access to cultural assets and

scientific knowledge, the recognition of cultural rights has become the pinnacle of collective well-being.

This strategic diagnosis has revealed that one of the University of Valencia’s key strengths is the important task of cultural and scientific diffusion4. This becomes clear in the numerous channels of diffusion and participation it offers and in the development of a large quantity and variety of activities that, in line with the perspective of democratisation, tries to facilitate access to cultural assets to the largest number of people. Our university stands out for its unfaltering commitment to the defence, promotion and diffusion of Valencian language, identity, and historical and cultural heritage.

Consequently, the University of Valencia promotes, facilitates, stimulates and receives intellectual and critical activities in all fields of culture and knowledge. In this sense, it not only promotes the education of its students by means of creation and participation in visual, performing and audio-visual arts, and music and literature, it also includes physical and sporting activities as part of the integral development of the individual. At the same time, it will open up a wide range of cultural activities to society in its area of implementation and influence, in cooperation with other social ranks. This will be realised in line with its identity and statutory mission, and it will promote the defence of cultural, individual and collective rights of the Valencian people.

The main strategic target of this plan regarding cultural and scientific diffusion is:

4 During the presentation of this principle, it has to be taken into account that the noun culture and the adjective cultural are habitually used as terms including the total of teaching and investigation complimentary activities that are carried out by the university: artistic and sports activities, of scientific disclosure and intellectual debate, of civic participation and social criticism.

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TO CONSOLIDATE THE ROLE OF THE UNIVERSITY OF VALENCIA AS A

KEY PLAYER IN THE CREATION, PRODUCTION AND DIFFUSION OF

CULTURE AND THE POPULARISATION OF SCIENCE, SO THAT THE

UNIVERSITY COMMUNITY AND SOCIETY IN GENERAL CAN

UNDERSTAND, PARTICIPATE IN AND ENJOY OUR CULTURAL HERITAGE

AND OFFERING.

To accomplish this aim, the following will be required:

- Promoting the institutional commitment of the UV with our historical and social reality.

- Transforming the UV campuses into spaces for creation and participation of the entire university community.

- Enabling society to understand, participate in and enjoy cultural and scientific activity and the heritage of the University of Valencia.

In short, it strives to vitalise, communicate and transmit culture and science as a result of research and teaching tasks and to bring them closer to the university community and to the rest of society.

STRATEGY 1: INSTITUTIONAL COMMITMENT TO VALENCIAN LANGUAGE, CULTURE AND HERITAGE

To promote the institutional commitment of the UV within the historical and social setting of the Comunitat Valenciana.

The deployment of this strategy will be carried out in line with the following plan of action:

POINT 68. Consolidate the direction of the UV regarding intellectual and civic debate centred on problems concerning Valencian society.

POINT 69. Promote the defence, conservation and diffusion of Valencian culture and cultural heritage.

POINT 70. Encourage the use of the Valencian language in all university activities as the mother tongue and as a distinctive element of our identity and favour its presence in society.


POINT 71. Promote the development of a dynamic cultural activity for the social environment, committed to society and more specifically, its most disadvantaged sectors.

POINT 72. Boost multicultural and intercultural perspective, thus prompting collaboration with public and private organisations.

STRATEGY 2: TO TRANSFORM THE CAMPUS INTO A SPACE FOR CREATION AND CULTURAL PARTICIPATION

To transform the campus into a space for creation and participation of the whole university community.

POINT 73. Identify the needs and expectations of our potential community, adapt the cultural offering in accordance with our mission and evaluate its results.

POINT 74. Establish a programme for creation and cultural participation and the popularisation of science aimed at all members of the university community, taking the following considerations into account:

74.1. Stimulating production, creation, participation and cultural and scientific diffusion among the university community, as a tool for cohesion and an institutional link with active participation of centres and services, departments and institutes.

74.2. Encouraging and supporting the cultural activities promoted by students and their associations

74.3. Developing and coordinating spaces for debate, reflection, forming opinions and education, complementary to the academic offer of the university.

74.4. Developing an integrated plan of our cultural offer to boost coordination of activities, optimising schedules and services and facilitating participation.

POINT 75. Establish the necessary measures to encourage sports, as part of education and as a general interest for the university community.

POINT 76. Design and implement a communication plan that includes the identifying and improving information on the cultural and sports activities on offer at the University of Valencia.

76.1. Establish specific and distinct information profiles for the recipients of the cultural programme.

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76.2. Communicate the cultural programming across all campuses and university spaces.

POINT 77. Optimise existing resources through management that seeks to unite and coordinate the efforts of all university structures involved in cultural creation, management and diffusion (centres, services, departments, institutes, halls of residences and associations).

POINT 78. Approve an equipment and facilities plan for the development of cultural and sports activities, which includes:

78.1. Facilities and equipment for cultural and sporting activities.

78.2. Identifying the needs of the University of Valencia in this matter.

78.3. Long-term planning for the creation, maintenance and progress of sports and cultural facilities with the inclusion of social and cultural meeting points in the campuses.

STRATEGY 3: TO EXTEND THE CULTURAL OFFER OF THE UV TO VALENCIAN SOCIETY

To smooth the way for Valencian society to get to know, participate in and enjoy the University of Valencia’s cultural offer and heritage

POINT 79. Prepare a project to develop the social projection of cultural and scientific production at the UV as follows:

79.1. To maintain La Nau as a space of cultural reference.

79.2. To consolidate links between the UV and other public and private cultural centres and institutions.

79.3. To develop an action programme for the communication and publication of knowledge and scientific production of the University of Valencia.

79.4. To promote our own publishing covering a wide range of diverse fields of knowledge.

79.5. To boost public projection of the diverse Professorships/Chairs with the aim of encouraging scientific and social debate.

POINT 80. To catalogue, preserve and diffuse the University of Valencia’s cultural and scientific heritage.


80.1. To preserve and enhance the real estate property.

80.2. To promote the University of Valencia’s hereditary scientific collections by means of activities linked to cultural production and diffusion.

80.3. To catalogue and extend the heritage of property and goods of the UV.

80.4. To strengthen the ties with Spanish and European historical universities concerning the management of the heritage of property and goods.

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INTERNATIONALISATION AND

INTEGRATION INTO THE EHEA

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Principle 5. Internationalisation and integration into the EHEA Page 61

PRINCIPLE 5: INTERNATIONALISATION AND INTEGRATION INTO THE EHEA

lobalisation, understood as the dynamic of increasing networking and interdependence between different social processes, is a distinctive feature of advanced modern societies, which significantly affects both the production and diffusion of knowledge and university activity as a whole. Consequently,

the adoption of an integral policy of internationalisation is one of the strategic choices adopted by the most innovative of institutions. These institutions are not content to simply react and adapt to a changing environment, but they work proactively to form it.

The University of Valencia’s promise to join the European Higher Education Area, the European Research Area and the Espacio Iberoamericano de Educación Superior e Investigación, and utilise the wide variety of entities that have been opened up for some time to boost interaction, by way of the introduction of an educational offer in oriental studies, not only reflect our normative commitment to internationalisation, but are becoming increasingly more commonplace, permeating the diverse dimensions of academic life.

Designing the strategic plan is an extraordinary opportunity to boost our internationalisation process, meeting and exceeding the already consolidated lines of international relations, interuniversity mobility and international cooperation. For this, it needs an integral project accepted by the entire university community, which visibly highlights it both in and outside the university.

Integral internationalisation sums up the central concept of the challenge the institution must take on in the coming years and identifies the main strategic target of this plan:

T O A C H I E V E T H E I N T E R N A T I O N A L I S A T I O N I N A L L

A R E A S , P R O M O T I N G E X C H A N G E A N D M O B I L I T Y A N D

P A R T I C I P A T I N G I N T H E B U I L D I N G O F T H E E U R O P E A N

A N D I B E R O - A M E R I C A N S P A C E S O F H I G H E R

E D U C A T I O N A N D O F R E S E A R C H .

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The content of the Strategic Plan’s diverse principles (particularly principles 1 and 2) has taken into the account the need to consider the future EHEA as a fundamental frame of performance. In the development of this principle, a series of strategic action plans leaning towards the promotion and deepening of the internationalisation of the UV in four performance areas have been recognised. These areas are: studies, research, co-operation in the development of international relations and in its management.

STRATEGY 1: TO INTERNATIONALISE OUR OFFER OF STUDIES

This strategic target is based on greater internationalisation in undergraduate and postgraduate course studies, thanks to an attractive, high-quality and distinct offer, attracting a large number of students from overseas and promoting international mobility between students and teaching staff at the UV.

The deployment of this strategy will be carried out according to the following action plan:

POINT 81. In line with the policies contained in principles 1 and 2 of this plan, to encourage an attractive, accredited academic offer adapted to the EHEA, which facilitates international mobility of our alumni:

81.1. To identify the curricular content that would be necessary to incorporate in the study plans in order to facilitate international mobility.

81.2. To boost our offer of teaching in foreign languages.

81.3. To promote collaboration in terms of double/joint qualifications (both in graduate and postgraduate courses), with recognised prestigious European universities.

81.4. To promote the presence of the UV at the Erasmus Mundus meetings.

POINT 82. Generate a specific offer of postgraduate and doctorate courses directed at teaching and research staff from overseas, particularly from Latin-America.

POINT 83. Promote the international academic offer of the University of Valencia and to create summer courses for foreign visitors.

POINT 84. Improve the international promotion of our academic offer: university website in several languages, presence at educational fairs, networks.


POINT 85. Develop an integral model for the management of international relations that joins information from all the services.

POINT 86. Promote the creation of On-Campus International Offices.

STRATEGY 2: INTERNATIONAL PROJECTION OF OUR RESEARCH

The strategic importance that the UV grants to the increase in and promotion of quality RESEARCH requires coordination between the actions which develop many of the points already seen in this principle and corresponding to Research and Knowledge Transfer.

POINT 87. Promote the international projection of UV research at the heart of the European Union.

87.1. Encourage and boost participation in framework programmes and other European Union programmes.

87.2. Raise visibility and international recognition of UV research.

87.3. Create the EUROPEAN PROJECTS OFFICE, as an instrument to channel actions related to the promotion of the research in the European arena.

87.4. Support existing prestigious host group programmes (E.g. Marie Curie Host Fellowship).

87.5. Increase the number of UV groups coordinating national and international projects.

POINT 88. Support and increase the number of research agreements with:

88.1. Centres of excellence.

88.2. Developing countries.

88.3. Countries that have recently joined the EU.

POINT 89. Increase visibility and international recognition of research carried out by the UV, supporting the participation in international research networks, particularly European ones.

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STRATEGY 3: ORDER, COORDINATE AND MAKE AID WORK EFFECTIVE

The University of Valencia’s commitment to cooperation stems from the conviction that it plays a fundamental role as aid worker in education, the training of citizens and the diffusion of knowledge and research. Due to this, UNIVERSITY OF VALENCIA AID

DEVELOPMENT will be carried out in all the areas of its activity, in a clear, effective and coordinated way.

This strategy will be developed as follows:

POINT 90. Define the long-term model of aid and cooperation that the university desires, establishing the objectives and geographical or sectorial areas of cooperation.

90.1. To unify the conditions and times for cooperation project presentation in the UV convocations of the University of Valencia.

90.2. To encourage scholarship programmes and to help people from developing countries to promote the social and technical progress of these countries.

90.3. To recognize the participation of members of the university community in acts of cooperation as a part of university activity.

90.4. To create and extend specific tools for documentation and information.

90.5. To develop mechanisms of pursuit and evaluation of cooperation projects in which the University of Valencia participates.

POINT 91. Increase the presence of the UV in the national and international aid organisations, and ensure that aid work carried out by the university is made visible.

POINT 92. Develop aid work preferably in Latin America and North Africa.

POINT 93. Create a single organ of decision and management through which aid work is channelled.

POINT 94. Unify presentation schedules for scholarship and aid convocations.

STRATEGY 4: TO PROMOTE THE PRESENCE OF THE UNIVERSITY OF VALENCIA IN THE INTERNATIONAL ARENA

Integral internationalisation of the UV requires transverse actions in all its diverse dimensions. For this, the presence of our university must be raised in international institutions.


This strategy will be carried out according to the following:

POINT 95. Encourage the presence of the University of Valencia in international institutions and forums.

POINT 96. Foster mobility among members of the university community:

96.1. Encourage the mobility of our students and the presence of overseas undergraduate and postgraduate students, developing arrival programmes and aid adapted for this type of students.

96.2. Raise the compatibility of academic schedules of students of different origins.

96.3. Promote stays of a PDI nature in foreign centres, for the purpose of encouraging the quality of the teaching and the academic offer.

96.4. Boost the role of visiting professors.

96.5. Facilitate the training of PAS (Administrative and Services Staff) in the management of programmes and international projects, encouraging the access to the learning of languages, and, in particular, English.

96.6. Promote stays abroad for PAS with the aim of boosting the quality of services.

POINT 97. Increase the generation of external resources from public and private organisations and bodies involved in international or cooperation projects.

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EFFECTIVE, EFFICIENT AND SUSTAINABLE

GOVERNING

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Principle 6. Effective, efficient and sustainable governing Page 69

PRINCIPLE 6: EFFECTIVE, EFFICIENT AND SUSTAINABLE GOVERNING

or those who are responsible for analysing government models of universities, they highlight features both relative to the specificity and increasing complexity of the institutions and that refer to the new context of national and international competitiveness in which they must develop their activity and adapt to the challenges, pressures and requirements that stem

from it. Both aspects produce difficulties that are not always easy to reconcile (autonomy - dependency, state school - executive efficacy, centralisation - decentralisation, etc.). Every university must confront such difficulties, within the boundaries of its autonomy in order to establish its own style of governing.

The University of Valencia has an extensive historical tradition; it is especially complex because of the heterogeneity of knowledge fields which shapes its catalogue of degrees and its lines of research. Over recent decades, it has experienced extraordinary growth, and has pledged to join the convergence process with other European universities. In this context, it has come to raise the need to count on its financial sufficiency to fulfil its commitments to the Valencian society in an effective way.

The analysis is as much internal as it is external and is carried out in order to make this Strategic Plan, as the diverse diagnostic documents underline the expediency of improving the management of institutional government processes and the information system that serves as a base, from a perspective that considers academic activity as a public service, which attains achievement by rigorous, quality criteria.

On the other hand, the University of Valencia settles on a model of democratic functioning, which must encourage the active participation of all its members as the best lever to achieve its targets, avoiding fragmentation and encouraging the mobilisation of all the resources for the fulfilment of its mission.

TO OBTAIN A FLEXIBLE AND ACCESSIBLE ORGANISATIONAL

STRUCTURE FOR USERS, CAPABLE OF REACHING THE INSTITUTIONAL

TARGETS IN AN EFFECTIVE, INNOVATIVE AND SUSTAINABLE WAY

In order to reach this target, three strategies will be carried out as follows:

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1. Knowing the needs and expectations of the users of the different university activities so that their demands should be a reference for the design and development of university courses.

2. Adapting organisational structures of the UV in order to guarantee that we can attend to needs in an effective, efficient and sustainable way.

3. Ensuring a financial structure that guarantees sufficiency and stability of resources, using them based on responsibility criteria in management (efficient use of resources), efficacy (fulfilment of the targets that the society asks of us), accountability and sustainability.

4. Adapting infrastructures to the needs derived from the strategic orientation of the UV, in line with the quality demands needed from the education of graduate and postgraduate courses, research, culture and management.

5. Consolidating and accrediting the UV’s commitment to the environment, with sustainable use of resources and drawing up an active policy on respect for the environment.

6. Introducing management for processes in university activities and having an appropriate and dynamic information system.

7. Driving university management towards attaining maximum quality, establishing policies for it for the continuous progress in the governing and in management and generating alliances that add to the value of the UV.

STRATEGY 1: TO GUARANTEE THAT THE RECIPIENTS OF SERVICES ARE THE REFERENCE OF MANAGEMENT

To understand the needs and expectations of the users of various university activities so that their demands are a reference for the design and development of university processes.

POINT 98. Identify people who are the users of every organisational unit of the UV and to know their demands.

POINT 99. Design the range of services at the UV so that it incorporates the demands of users, generating adequate channels of communication in every case.

99.1. Implementing a system of PERIODIC USER SURVEYS in order to know their opinions on the quality of the services.


99.2. Establishing a general procedure that allows us DEAL WITH SUGGESTIONS, AND

COMPLAINTS of people who use the services and university activities.

POINT 100. Define THE MAP OF SERVICES that the UV offers for every user profile.

STRATEGY 2: TO CHECK THE ORGANISATIONAL STRUCTURES OF THE UV

To adapt organisational structures at the UV in order to guarantee that the needs of all interest groups are dealt with adequately, in an effective, efficient and sustainable way.

POINT 101. Check organisational structures at the UV (campus services, centres, departments, institutes, support structures for research and qualifications, general and central services, etc.) and to introduce suitable modifications in order to adapt them to the current and emerging user demands, avoiding overlaps, and gaps in competencies and functions.

POINT 102. Develop education processes steering them towards effective and efficient realisation of tasks assigned.

POINT 103. Increase the capacity and power of decision of individual organisations and their level of responsibility according to its electorate and the recipients of the services and the institution.

POINT 104. Draft and approve the organic and functional regulation of different administrative units of the UV, which enables one to determine with clarity the competency, functions and organic and functional dependencies of them.

POINT 105. Introduce liaisons and communication channels between units: services, departments, centres, institutes, etc., which facilitate communication, coordination and the institutional direction.

POINT 106. Establish measures that favour the decentralisation of tasks, delegation and taking on of responsibilities, giving major decision-making capacity to the university management team (responsible for technical and administrative units).

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STRATEGY 3: TO ENSURE A STABLE AND ADEQUATE FINANCIAL STRUCTURE IN WHICH RESOURCES ARE USED IN AN EFFICIENT AND SUSTAINABLE WAY

To ensure that the UV’s financial structure allows for a sufficient and stable supply of resources, whereby their use is based on responsibility criteria in management (efficient use of resources), efficacy (fulfilling targets outlined by the public), accountability and sustainability.

POINT 107. Negotiate a NEW FINANCING MODEL with the Generalitat Valenciana that gives us financial sufficiency and stability in order to carry out our activities, and the possibility of making necessary investments, guaranteeing a responsible, efficient and effective use of the allocated resources, as well as the fulfilling agreed targets and an adequate accountability.

POINT 108. Create RESOURCE ALLOCATION MODELS with clear objectives and public criteria, which guarantee efficient functioning of the organisational structures and meet corresponding standards of excellence.

POINT 109. Expand and strengthen the sources of gaining complementary resources.

STRATEGY 4: TO ADAPT INFRASTRUCTURES TO NEEDS DERIVED FROM STRATEGIC ORIENTATION

To adapt infrastructures to needs derived from the UV’s strategic orientation, in line with demands for quality needed for the education of undergraduate and postgraduate courses, research, culture and management courses.

POINT 110. Approve a GENERAL PLAN FOR INFRASTRUCTURES that meets the needs of all university activities, and improve or support the buildings and university facilities appropriately, establishing a rational and flexible use of the facilities.

STRATEGY 5: THE UV’S COMMITMENT TO THE ENVIRONMENT

To consolidate and accredit the UV’s commitment to the environment, using resources in a sustainable way and developing an active policy of respect for the environment.

POINT 111. Encourage the culture of sustainability in and outside the university area.

POINT 112. Boost the development of coordinated systems of purchasing and hiring services thus avoiding waste.


POINT 113. Carry out university activities with the aim that they balance each other out or minimise damage to the environment.

POINT 114. Encourage the environmental quality certification for different activities in the university, prioritising those that bear major environmental impacts.

STRATEGY 6: TO INRODUCE PROCESS MANAGEMENT AND ENSURE QUALITY OF INFORMATION

To introduce process management of university activities and to have a dynamic and adequate information system.

POINT 115. Develop a PROCESS MANAGEMENT INTRODUCTION PLAN, encouraging users to contribute to designing, developing and improving processes and services.

115.1. Identify the UV processes and draw up a corresponding map, promoting that of the different organisational units that form part of it.

115.2. Prepare a guide to facilitate the creation of procedure manuals for all UV services and units.

115.3. Promote efficient computerisation of processes and facilitate virtual management by means of information and communication technology.

115.4. Establish tools for continuous evaluation, checks and improvement.

POINT 116. Design and implement a MANAGEMENT INFORMATION SYSTEM that deals appropriately with information needs derived from the processes of decision making of the governmental bodies.

116.1. Set up a system that allows data produced by activities and university management to be fully processed and later transformed into information.

116.2. Develop tools that allow improvements to be made in the system of internal accounting, offering information on the cost of processes and activities.

116.3. Produce an INDICATOR CATALOGUE that allows us to ascertain the degree to which objectives outlined in the Strategic Plan have been met and its extension to track strategic plans of different units.

116.4. To establish a UV BALANCED SCORECARD, making it possible to quickly review the key aspects of the institution, evaluation, review and progress of UV plans and targets.

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STRATEGY 7: TO DRIVE UNIVERSITY MANAGEMENT TOWARDS ATTAINING MAXIMUM QUALITY

To drive university management towards attaining maximum quality, establishing policies orientated towards continuous progress in the governing and management and building alliances that add value to the UV.

POINT 117. Encourage actions conducive to achieving quality and outstanding administration, prompting the approval of a UV GENERAL PLAN OF QUALITY to guarantee that the services that the university offers are satisfactory for users and society as a whole.

POINT 118. Establish a policy of internal and external collaboration, to increase the value of different units at the UV, where the mutual benefits that such collaborations bring are explained.

POINT 119. Facilitate the exchange of professional experiences, both inside the university community and with other Spanish and foreign institutions, with the aim of developing progress groups and introducing good practices.

POINT 120. Develop an EVALUATION SYSTEM FOR EVERY UNIT in accordance with its targets, with impacts on financing and staffing.

POINT 121. Generalise Service Charters, in order that people who use the services know the activities and services that each university unit offers and understand the management commitments they hold.

POINT 122. Promote the implementation of QUALITY GUARANTEE SYSTEMS: ISO, EFQM, etc. in order to aid certification and accreditation of different university activities.

POINT 123. Boost recognition of the best practices in all areas, inspire quality among the units and people and serve as a reference in university activity.


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Principle 7. Working better together Page 77

PRINCIPLE 7: WORKING BETTER TOGETHER

hile the University of Valencia is an organisation centred on the creation, diffusion and transmission of knowledge, its principal resource is the people who endeavour to carry out these tasks. These people are highly-qualified

and professional individuals, who work in line with the Basic Statute of the Civil servant and the Statute of Workers. This normative system constitutes the foundations of any strategic actions.

Secondly, as a public organisation, the University is committed to providing a high-quality service in its skill areas and therefore it must promote service-based management at every level and in every performance field.

Thirdly, it is a complex organisation given its size, structure and the diversity of its functional categories. Currently, it is increasingly common for organisational complexity to be dealt with through governing logic or the active participation of all who have helped to develop objectives. For this to happen, an optimum workplace climate and suitable working relationships must be developed in order to build the spirit of cooperation and raise the hopes and the efforts of every member of the University of Valencia.

The strategic target related to this principle is:

TO DEVELOP A TEAM OF STAFF WHICH IS WELL-INFORMED, TRAINED

AND MOTIVATED TO OFFER A HIGH-QUALITY PUBLIC SERVICE,

DEVELOPING OPTIMAL WORKING CONDITIONS IN ORDER TO ACHIEVE

THIS IN A WAY THAT SATISFIES BOTH THE INSTITUTION AND ITS

MEMBERS.

This target will be met by means of the following action plan:

1. The provision of human resources

This is based on responding to two basic questions: Is the University of Valencia’s HR team sufficiently prepared to meet the targets proposed in this Strategic Plan? Are the above-mentioned resources suitable?

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When speaking about sufficient resources, there are two possible outcomes. If the answer is positive, the question of adequacy should be examined. In the case of it being negative (“current resources are not sufficient”), the implementation of the strategic plan must outline precisely what is lacking and in which areas.

When speaking about adequacy of resources, in addition to an initial evaluation of the present situation, there are also different dimensions of adequacy to consider:

- in training, as part of the driving force

- in organisation and involvement, focusing on the quality of the service

- in motivation, dealing with diversity

2. Working conditions

The University of Valencia proposes to improve working conditions in order to guarantee the well-being and quality of life of its members of staff.

Through dialogue and in coordination with trade union organisations, general aspects of the working relations, work climate and social action will be dealt with, as well as other aspects that singularly affect particularly vulnerable groups.

All of these actions play a key part in the creation of a horizon that smoothes working relations at the UV.

STRATEGY 1: TO ADAPT HUMAN RESOURCES TO CURRENT AND EMERGING NEEDS

The UV must have an HR team that reflects a quality public service.

This strategy requires the following action plan:

POINT 124. Analyse how current staffing has been adapted to the targets and organisational structures forecast in this plan, from a perspective of adequacy and suitability, and determining the needs derived from every strategic principle.

POINT 125. Develop a long-term plan for PDI and PAS staff, based on equality and transparency.

125.1. Develop an integral commitment model for the PDI, which includes teaching, research and academic and research management.


125.2. Encourage teaching mobility at the heart of the UV, by facilitating assignment of PDI staff to different areas of knowledge5.

125.3. Deal with emerging needs by assigning technical and support staff to research, teaching and management.

125.4. Approve a plan that fosters professional career development for PDI and PAS, in line with the new Basic Civil Servant Statute and autonomic legislation.

125.5. Draw up a plan of staff contract renewal for PDI and PAS.

125.6. Profile job posts in terms of needs of the service that is provided.

STRATEGY 2: TO DEVELOP PEOPLE’S SKILLS AND KNOWLEDGE

To ensure that UV staff receive an appropriate level of training to be able to carry out their tasks and meet targets.

POINT 126. Determine training needs of staff, according to the organisational structures in which they operate.

POINT 127. Design a PDI Training Plan focused on objectives outlined in this plan: new technologies, new teaching and research methods, teamwork and language skills, and skills to undertake academic roles.

POINT 128. Design a PAS Training Plan focused on the afore-mentioned objectives in this plan: relational skills, process management, systems to improve the quality of service progress, languages, teamwork.

POINT 129. Establish mechanisms to facilitate distance learning as well as access to materials.

POINT 130. Develop instruments that define the current and emerging competencies necessary for task performance.

POINT 131. Evaluate the level of satisfaction of different organisational structures concerning the range of training on offer and the results obtained by staff.

5 The term areas of knowledge is used here with the meaning given in the LOU, art. 9.1

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STRATEGY 3: TO ESTABLISH CHANNELS OF PARTICIPATION, RECOGNITION AND EVALUATION

To develop integrated and coherent strategies that encourage the participation of staff, recognise their contribution and evaluate their performance.

POINT 132. Draw up an INTEGRAL PLAN OF STAFF PARTICIPATION, RECOGNITION AND

EVALUATION.

POINT 133. Develop a PARTICIPATION SYSTEM at all levels and in all areas, to promote the involvement of staff in institutional progress.

POINT 134. Establish an EVALUATION SYSTEM to highlight the completion of tasks and results obtained by the PDI: RIDA system or overall recognition of academic commitment.

POINT 135. Establish an EVALUATION SYSTEM to highlight the completion of tasks and results obtained by the PAS: service offered, knowledge and skills development, capacity for teamwork.

POINT 136. Develop a RECOGNIITION SYSTEM based on different incentives for results, efforts and commitment.

STRATEGY 4: TO DEVELOP OPTIMUM WORKING CONDITIONS

To develop optimum working conditions in order to meet targets outlined in the Strategic Plan, improving human and working relations and internal communication with the aim of boosting its institutional direction.

This will be carried out in line with the following plan of action:

POINT 137. Promote working relations as a way to achieve optimum working conditions, for staff and the institution.

137.1. Work together with the trade unions in order to establish a development framework for trade-union dialogue in line with the university’s statutory framework.

137.2. Work together to identify working conditions conducive to meeting targets proposed in this plan.

137.3. Promote collective negotiations as a tool to facilitate working relations at the heart of the institution.

POINT 138. Introduce tools to canvass the opinions of staff on working conditions and climate, etc.


POINT 139. Develop a policy of gender equality that includes the creation of the department for equality outlined in the amendment to the Ley Organica de Universidades (April 2007), for the development of functions related to equality between women and men.

POINT 140. Establish a policy to improve the working climate in order to aid personal development and meet targets that the University of Valencia has been entrusted to realise as a public service.

140.1. Promote working conditions that favour the conciliation of family and personal life with their career.

140.2. Encourage universal accessibility as a way to favour equal opportunity.

140.3. Promote performance plans in safety and prevention.

140.4. Develop a system of social services for members of the UV.

140.5. Encourage activities that boost social interaction among members of the UV which contribute to strengthen the institutional direction.

POINT 141. Refocus social action, paying particular attention to contingencies and vulnerabilities.

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FLUID COMMUNICATION WITH SOCIETY

Principle 8. Fluid communication with society Page 85

PRINCIPLE 8: FLUID COMMUNICATION WITH SOCIETY

he social context in which the University of Valencia has been operating has

changed radically in the past few decades. Not only because tertiary

education is now offered in the metropolitan area of the city of Valencia by

a number of universities and other private organisations - and the trend in the

number of young people continues to decline - but above all because democratic

societies in which universities are founded demand a higher level of involvement and

commitment in social development and generation of knowledge, capable of facing the

strategic challenges of today.

This transformation in the relations between the university and society obliges universities

to improve their processes of interaction and exchange, of communication and

information and their accountability, thus positioning society at the heart of this

endeavour. Therefore, it is not about a mere adaptation of the corporate image to new

times, but a more substantial and decisive improvement in the operating capacity -

efficacy and efficiency of university activities from the perspective of social

responsibility.

In turn, this approach emphasises a greater need to improve internal communications, one

which, in the case of the University of Valencia, should be especially pursued since it is a

large and complex institution, it operates across a number of campuses, and it favours a

collegiate model of governing. All these elements require greater attention to internal

processes of coordination. Therefore, the main strategic target of the UV in this area is

as follows:

TO SUPPORT THE CORPORATE IDENTITY OF THE UNIVERSITY OF VALENCIA AND

PURSUE AN ONGOING IMPROVEMENT IN RELATIONS WITH SOCIETY AND FLUID

COMMUNICATION WITH DIFFERENT INTEREST GROUPS LINKED TO THE INSTITUTION.

Consequently, the strategies proposed in this principle aim to improve relations between

the university and society, as well as improving the dynamic flow of information among

the different interest groups, both in society and within the heart of the institution; and,

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on the other hand, improve the public image and social perception of the University of

Valencia. This is considered in the following strategies:

1. Direct the strategic policy of the UV towards an intensification and improvement of relations with society.

2. Establish a general policy of communication and institutional promotion.

3. Improve both internal and external channels of communication.

4. Improve the projection of the image of the UV.

STRATEGY 1: FOCUS THE STRATEGIC POLICY OF THE UV ON IMPROVEMENT OF RELATIONS WITH SOCIETY

To focus the strategic policy and long-term programming of the University of Valencia on continuous improvement of relations with the different social agents.

POINT 142. Collaborate with the Social Council to strengthen university-society links by passing a plan of joint action from the perspective of co-participation and shared responsibility.

POINT 143. Reinforce instruments of existing exchange programmes (ADEIT, university- company professorships, etc.) to establish relations between the university and society.

POINT 144. Create mixed and specialised forums designed to reflect on, and debate policies at the University of Valencia in its different areas of influence (accreditation maps, study plans, research and knowledge transfer, cultural creation and diffusion, etc.).

POINT 145. Examine the social transformations that occur in the relevant social environment and its effect on strategic planning and long-term programming by the University of Valencia.

POINT 146. Give public presentations of UV performance results.

STRATEGY 2: ESTABLISH THE GENERAL COMMUNICATION AND INSTITUTIONAL PROMOTION POLICY

Establish the general criteria related to communication and institutional promotion so as to guarantee coherence in this area.

POINT 147. Carry out a NEEDS ANALYSIS within the environment and the institution itself, related to information and communication that should be periodically updated.

Principle 8. Fluid communication with society Page 87

147.1. Determine which university activities are susceptible to communication actions.

147.2. Identify types of specific target groups and establish channels of communication with them to address their demands.

POINT 148. Develop an integral communication and promotion policy of the UV and establish the main protocols of action.

POINT 149. Adapt the present organisational frameworks, with competencies in areas of information and communication, to the directives established in this Strategic Plan.

POINT 150. Pass an IMAGE AND BRAND AWARENESS PLAN, directed at those who hold managerial responsibilities in each of the units and services of the institution, with the aim to promote the corporate culture of the UV.

STRATEGY 3: IMPROVE CHANNELS OF COMMUNICATION

Define the main action plan required to improve the mechanisms and channels of both internal and external communication.

POINT 151. Develop a communication policy based on the identification of the existing needs of society, one which coordinates the different communicative actions from an institutional perspective.

POINT 152. Improve the mechanisms and channels of communication of the UV.

POINT 153. Revise and improve the service for those who use the various services provided by the UV.

POINT 154. Improve the processes of internal communication at all levels, establishing adequate channels.

POINT 155. Set up an intranet to integrate and improve the existing internal communication services (for the diffusion of information, the improvement of communication and the stimulation of participation).

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STRATEGY 4: BOOST THE UV’S IMAGE

Improve the image that the university projects in order to achieve a clearer transmission of its role in scientific, educational and cultural fields.

POINT 156. Review the UV’s CORPORATE IDENTITY MANUAL and encourage, facilitate, and standardise its use.

POINT 157. Design and coordinate advertising campaigns, as well as institutional promotional products, according to the needs and objectives of the institution, coherent with the corporative culture.

POINT 158. Establish selective sponsorship policies and carry out strategies to increase UV visibility (a greater participation in and organisation of congresses; a greater presence of UV representatives in public and private decision-making bodies involved in national and international projects, etc.).

POINT 159. Develop a brand image for the UV and its related communication policy concerning its educational, cultural, and research production.

7. IMPLEMENTATION, MONITORING AND REVISION OF THE UV STRATEGIC PLAN

Implementation, monitoring and revision of the UV Strategic Plan Page 91

Implementation, Monitoring and Revision of the UV Strategic Plan

his document establishes the main areas of action (strategic principles), the aims which are expected to be reached in each of the areas (strategic objectives) and, finally, the road map that should guide the University of Valencia towards the fulfilment of those aims (the action plans) so that the targets that have been

outlined can be achieved.

Once the Strategic plan has been passed, it will be necessary to develop a set of actions to be approved by the University of Valencia’s Governing Council.

1. The LONG-TERM PROGRAMMING OF THE UV STRATEGIC PLAN by means of which projects, plans or derived actions from each of the action plans for the strategic principles will be temporarily programmed. This document will contain, in turn, the aims associated with each of the action plans, the authority responsible for its execution, as well as its specified period, with an indication, where relevant, of its expected annuity.

2. The ANNUAL OPERATIVE PLANS developed from the LONG-TERM PROGRAMMING OF THE

UV STRATEGIC PLAN, which are linked to the GENERAL BUDGET GUIDELINES will allow the material execution of each of the annuities of the UV STRATEGIC PLAN. These plans will include the financial plan that corresponds to each of the budget years.

3. Subscription of PROGRAMME AGREEMENTS with those units responsible for achieving the expected results, determined by each of action plans. The subscriptions will correspond to the Vice-Chancellor for European Convergence and Quality on behalf of the Chancellor and to the person who holds the highest responsibility in each of the units involved.

4. Develop and pass the UV STRATEGIC PLAN INFORMATION SYSTEM which will determine the way in which attainment of the objectives relating to each action plan will be measured.

5. At the end of each year, a UV STRATEGIC PLAN RESULTS ANNUAL REPORT will be produced.

6. At the end of the validity period, a UV STRATEGIC PLAN FINAL RESULTS REPORT will be produced which will serve as a base for future strategic planning documents.

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ANNUAL OPERATIVE PLANS

The ANNUAL OPERATIVE PLANS, as established by the LONG-TERM PROGRAMMING OF THE UV

STRATEGIC PLAN will determine the execution of specific actions to be carried out for each of their respective annuities, to ensure that the plan is deployed adequately. Apart from its corresponding financial programming, each of these plans will include the following contents:

1. UV Strategic Plan action plans that should be initiated or continued depending on the annuity.

2. Associated objective or objectives related either to the points or actions it encompasses.

3. Person responsible for the completion of each point and/or action.

4. Temporary programming of each point for its respective annuity (start date, duration and forecast end date).

5. Processes, units and/or people affected.

6. Infrastructure and related resources.

7. Budget of each point that is to be completed in the annuity and origin of resources (general UV budget, or that of any of its units, European funds, specific autonomic financial support, specific state support, etc).

PROGRAMME AGREEMENTS

The PROGRAMME AGREEMENTS constitute an instrument of observation, diagnosis and planning among the Managing Board, and the different structural units of the University of Valencia, and aim to ensure that Strategic Plan objectives are met in all the aspects affecting each of the units.

The PROGRAMME AGREEMENTS should establish the necessary indicators to evaluate the level of achievement of the objectives and, where applicable, the associated financing.

UV STRATEGIC PLAN INFORMATION SYSTEM

Like any strategic plan, that of the UV requires adequate monitoring, follow up and, if relevant, revision. To achieve this, it is necessary to obtain information related to the state of its advancement, with the following aims:

Implementation, monitoring and revision of the UV Strategic Plan Page 93

1. Governing bodies must be aware of how the plan is operating and the degree of achievement of objectives, either partial or total.

2. Governing bodies may carry out relevant modifications where necessary.

3. The university community is informed of the progress of the Strategic Plan and, if necessary, of the approved modifications.

To put into effect this phase of the plan, the UV STRATEGIC PLAN INFORMATION SYSTEM will be submitted to the Governing Council for its approval, in order to determine how achievement of the objectives of the Strategic Plan linked to the action plans of each annuity is to be measured. Within this system and for each action plan there will be a description of:

1. Aim(s) associated with the points of action plans they affect, where appropriate in numeric magnitudes.

2. The indicator(s) associated with each action plan. In this section a TECHNICAL

PROTOCOL will be established for each of the indicators:

a. Designation of the indicator.

b. Description (including the mathematical formula).

c. Aim it measures.

d. Initial situation (the indicator value when measurement began).

e. Final objective (result that should be reached at the end of the period).

f. Necessary information required by the indicator.

g. Source/s pertaining to the indicator.

h. Name of the person(s) responsible for providing information.

i. Data value date.

j. Maximum time limit for postponements and, if relevant, frequency.

k. Medium through which it is made available (without prejudice to the certification that it may require).

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UV STRATEGIC PLAN RESULTS ANNUAL REPORT

The UV STRATEGIC PLAN RESULTS ANNUAL REPORT will contain the following aspects:

• A brief description of the actions, initiatives or plans implemented to develop the action plan for the Strategic Plan principles for each annuity.

• The degree to which the expected aims have been accomplished during the period outlined in the report.

• Suggestions for improvements that may be relevant based on the results of the report.

In turn, the UV STRATEGIC PLAN RESULTS ANNUAL REPORT will be presented to the Social Council for its information and use.

GOVERNING BODIES

The body responsible for monitoring the UV STRATEGIC PLAN is the UV GOVERNING COUNCIL. To meet this competency, it is assisted by the COMMISSION FOR MONTORING THE UV STRATEGIC

PLAN, which is an advisory body for the Council and Chancellor in all matters related to the development of the Strategic Plan. Its key functions are to:

1. Propose advisable corrective measures to the Managing Council depending on the evolution of indicators that measure the achievement of aims.

2. Draft the UV STRATEGIC PLAN RESULTS ANNUAL REPORT.

3. Formulate proposals to the Governing council or the Chancellor concerning any matters that affect or are affected by the UV Strategic Plan.

IMPLEMENTING THE STRATEGIC PLAN IN DIFFERENT AREAS OF THE UV

Once the Strategic Plan is approved, each centre, department, institute or service of our University will have a reference framework that enables them to draft and have their own plan approved. The drafting of these plans will be incorporated as an aim into the Programme Agreement and will contribute to the alignment of aims of each unit and of the institution. At the same time, it is an excellent opportunity to reflect on its future and formulate and establish its own goals.

Valencia, May 2007

ANNEXES

Annexes Page 97

ANNEXE 1: DEVELOPMENT PROCESS

he objective of this section is to describe the process followed in the preparation of the Strategic Plan of the University of Valencia. This process has been formulated with the following in mind:

- Point of Departure (analysis): As in every process of strategic planning, the first step consists of analysing both the internal (identifying areas of strength and areas for improvement), and the external situation (exploring possible threats and opportunities), establishing the main strategic aims from this analysis.

- Detailing the Institutional Mission Statement taken from the written statute.

- Future Aims (Drafting of the Strategic Plan): Once the starting point has been determined, the desired targets and methods of achieving them are established (focus). These issues are responded to by specifying the strategic plan: its vision, main strategic objectives and action plans.

- Developing the Strategic Plan: The diagram illustrates the action plan for each principle of the Strategic Plan and outlines the methods of accomplishing our future aims. This phase involves the implementation of the proposed actions and the corresponding mechanisms for assessment and review.

T

UV Strategic Plan 2008-2011

Visió

Eixos i objectius estratègics

Redacció i aprovació del Pla

Estratègic

2006 - 07

Document 0

Proposta de línies d'actuació Avantprojecte PEUV D t 0 i 1

Information and public deliberation

Mission Statement UV Statutes

Strategic Diagnosis

Analysis

Strategic Analysis

2002

- 20

05

Vision

Main Strategic Objectives

Drafting and approval of the Strategic Plan

2006

- 2

007 Document 0

Proposed courses of action PEUV pre-project plans

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Thus the Mission Statement of the University of Valencia is defined within the STRATEGIC

PLAN and according to both this and the STRATEGIC DIAGNOSIS, the VISION is formulated. This

is detailed in the MAIN STRATEGIC OBJECTIVES; and in order to obtain these, ACTION PLANS

are determined. The ANNUAL PLAN OF ACTION should establish the projects and actions

derived from each action plan. The EVALUATION of these plans determines the degree to

which the objectives have been met and whether a REVISION of the Strategic Plan needs to

be carried out.

UV STRATEGIC PLAN: STAGES OF DEVELOPMENT

In order to develop the previous methodological diagram, the University of Valencia has employed the following stages:

- STRATEGIC DIAGNOSIS: In order to make the diagnosis the following documents are required:

Of general character:

o Analysis of the external environment relevant to the UV, undertaken by a team from the Juan José Renau Piqueras Business Management School, led by Professor Vicente Safón.

o Internal Analysis of the UV, undertaken by the Service of Analysis and Planning [SAP].

Of specific character:

o Design of the future offer of higher education by the UV, undertaken by Professor Francisco Pérez head of research of the Valencian Economic Research Institute (IVIE).

o Strategic Plan for the adaptation of the UV to the EHEA, undertaken by a Technical Committee made up of members with wide knowledge and experience in the UV.

- DRAFTING OF THE UV STRATEGIC PLAN PRE-PROJECT. This includes:

o DOCUMENT 0 containing the MISSION STATEMENT, VISION AND MAIN STRATEGIC

OBJECTIVES.

o DOCUMENT 1 containing the initial action plans for each principle.

Annexes Page 99

- AGREEMENT FOR THE DRAWING UP AND LAUNCH OF THE UV STRATEGIC PLAN approved in June 2006 by the Governing Council, and which details the procedure for the development of the project and the mechanism of passing the aforementioned.

- OPENING OF THE PERIOD OF PUBLIC CONSULTATION AND DISCLOSURE (June to November 2006). In order to facilitate this, the PEUV web page was designed and proceeded to receive around 35,000 hits during this period.

- PRESENTATION OF THE UV STRATEGIC PLAN PRE-PROJECT. During this period of public consultation and disclosure, the Chancellor presented the pre-project to the university community through a series of presentations:

o 27-06-06: Presentation to the Social Council.

o 12-06-06: Blasco Ibáñez Campus

o 13-06-06: EU Education Committee.

o 14-06-06: Burjassot Campus

o 16-06-06: Tarongers Campus

o 13-07-06: Presentation to the Teaching Staff.

- CONSTITUTION OF THE COMMISSION FOR THE DEVELOPMENT OF THE UV STRATEGIC PLAN, with the following composition6:

⎯ President: Vice-Chancellor for European Convergence and Quality.

⎯ Vice-president: Vice-Chancellor for Communication and Finance. ⎯ Members: - 3 Vice-Chancellors - Student Delegate - Manager - 5 members of PDI (Teaching and Research Staff) delegated

by the Chancellor - 1 member of PAS (Administrative and Services Staff)

delegated by the Chancellor - 1 representative of the Social Council

⎯ Secretary (able to contribute but not vote): Head of Analysis and Planning.

- WORKGROUPS: Designation of the members who comprise the workgroups for each main strategy, made up of a total of 66 experts from the UV7.

6 See members in annexe 3

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- FINDINGS OF THE STRATEGIC THINKING WORKSHOPS: This is the culmination of the period of public consultation and disclosure, during which nine conferences and five round-table sessions were held, with 32 experts from within and outside the UV8.

- DRAFTING THE UV STRATEGIC PLAN PROJECT. Taking into account the pre-project, all of the contributions received during the period of public consultation and disclosure (151 personal contributions and 28 from various units), the documents drawn up by the work groups and the synthesis produced by the Commission for the UV Strategic Plan, the project is written and will be approved in line with the aforementioned Agreement for the Drafting and Launch of the UV Strategic Plan.

7 See annexe 4 for members 8 See annexe 5 for composition

Annexes Page 101

ANNEXE 2: CALENDAR OF ACTIVITIES

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Annexes Page 103

ANNEXE 3: COMMISSION FOR THE DEVELOPMENT OF THE UV STRATEGIC PLAN

MEMBERS OF THE COMMISSION FOR THE DEVELOPMENT OF THE STRATEGIC PLAN

President: Antonio Ariño Villarroya, Vice-Chancellor for European Convergence

and Quality

Vice-president: Enrique Bigné Alcañiz, Vice-Chancellor for Communication and Finance

Members:

- Up to 3 Vice-Chancellors, according to subject matter.

- Ramón Álvarez-Valdés, Lecturer, Department of Statistics and Operative Research

- Mª José Añón, Lecturer, Department of Philosophy (Legal, Ethical and Political)

- Jesús Gil Ferrer, member of the Social Council

- María Iborra, Professor of the Juan José Renau Piqueras Business School

- Gonzalo Montiel, Head of CADE

- Joan Oltra i Vidal, Manager

- José Ramos, Dean of the Faculty of Psychology

- Pilar Sarrión Ponce, Student Delegate

- Nuria Tabanera, Head of the Department of Modern History

Secretary: Amparo Mañés Barbé, Head of the Analysis and Planning Service

Technical Support for the tasks of developing and drafting the UV Strategic Plan was provided by the following members of the Analysis and Planning Service team:

- Teresa Bausá Gallén (Organisational Analysis and Evaluation)

- Pilar Gimeno Izquierdo (Head of Negotiation for SAP)

- Rafael García Martínez (Planning)

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The meeting to select the Commission for the Development of the Strategic Plan of the University of Valencia took place on 28 June, 2006 and subsequent meetings were held on the following dates:

MEETING AGENDA FOR THE UV STRATEGIC PLAN COMMISSION

Annexes Page 105

ANNEXE 4: WORKGROUPS

WORKGROUP FOR PRINCIPLE 1

Head of Group: María Vicenta Mestre Escrivá (Vice-Chancellor for Studies)

1. Ms. Amparo Ayuso Moya, Lecturer, Department of Accounting

2. Mr. Carlos Benavent Seguí, Head of Section, Reform of Study Plans

3. Ms. Carmen Carda Batalla, Vice-Dean of the Faculty of Medicine and Dentistry

4. Ms. Mª José Coperías Aguilar, Dean of the Faculty of Modern Languages

5. Mr. José Ricardo Juan Sánchez, Vice-Dean of the Faculty of Law

6. Mr. Carlos Javier López Benedi, technician for cultural dynamics, CADE

7. Ms. Mª José Lorente Carchano, delegate of the Vice-Chancellor, Head of University Admissions

8. Ms. Rosa Marín Sáez, Dean of the Faculty of Pharmacy

9. Mr. Rosendo Pou Amerigo, Lecturer, Department of Physical Chemistry

10. Mr. José Ramos López, Dean of the Faculty of Psychology

Technical Support: Mr. Alfred Giner (Office of European Convergence)

MEETING AGENDA

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Head of Group: Ignacio José Nebot Gil (Vice-Dean of Postgraduate Studies)

1. Mr. Pedro Carrasco Sorli, Lecturer, Department of Biochemistry and Molecular Biology

2. Mr. Alejandro Fernández Lajusticia, Lecturer, Department of Mathematics

3. Mr. Ignasi Lerma Montero, Dean of the Faculty of Social Sciences

4. Mr. Angel Ortí Lahoz, Lecturer, Department of Economic Analysis

5. Mr. José M. Peiró Silla, Lecturer, Department of Social Psychology

6. Mr. Juan M. Rausell Gómez, Head of student section

7. Mr. Joan Romero González, Head of the Interuniversity Institute for Local Development

8. Ms. Amparo Ruiz Torner, Lecturer, Department of Human Anatomy and Embryology

Technical Support: Mr. Alfred Giner (Office of European Convergence)

MEETING AGENDA

Annexes Page 107


Head of Group: M. Josep Cuenca Ordinyana (Vice-chancellor for Scientific Research and Policy)

1. Mr. Vicente Muñoz Sanjosé, Lecturer, Department of Applied Physics and Electromagnetism

2. Mr. Juan Antonio Raga Esteve, Lecturer, Department of Zoology

3. Mr. José Manuel Rodrigo Gómez, Lecturer, Department of Medicine

4. Ms. Alicia Salvador Fernández-Montejo, Head of the Department of Psychobiology

5. Ms. Amparo Urbano Salvador, Lecturer, Department of Economic Analysis

Advisors: 1. Mr. José María Peiró Silla, Lecturer, Department of Social Psychology

2. Mr. Pedro Carrasco Sorli, Lecturer, Department of Biochemistry and Molecular Biology

MEETING AGENDA

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Head of Group: Rafael Gil Salinas (Vice-Chancellor for Culture)

1. Mr. Alfons Cervera González, Head of Debating Forum

2. Mr. Antoni Esteve Blay, Training Coordinator

3. Mr. Vicent Galbis López, EU Education Committee, Head of Music Hall

4. Mr. Ferran Grau Codina, Lecturer, Department of Classical Philology, Head of the Theatre Hall

5. Mr. Antonio Iradi Casal, Head, Physical Education and Sports Services

6. Mr. Norberto Piqueras Sánchez, Exhibition Coordinator

7. Ms. Amparo Soriano Domínguez, Head of Cultural Management Section

Support Technician: Mr. José Francisco de Lamo (European Convergence Office)

MEETING AGENDA

Annexes Page 109


Head of Group: Manuel Costa Talens (Vice-Chancellor for International Relations and Communication)

1. Mr. Joan M. del Alcazar Garrido, Head, Gandía Summer University (Universitat d’Estiu de Gandia)

2. Mr. Vicente Andreu Besó, delegated by Chancellor for International Matters

3. Mr. Juan José Borràs Almenar, Lecturer, Department of Inorganic Chemistry

4. Mr. Carlos Esplugues Mota, Lecturer, Department of International Law

5. Ms. Inés Fernández Bas, Head of International Relations Service

6. Mr. Ximo García Roca, Lecturer, Department of Social Work and Social Services

7. Mr. José Mª Jordán Galduf, Lecturer, Department of Applied Economics

8. Mr. Joan Onrubia Fuertes, Lecturer, Department of Earth Dynamics and Thermodynamics

9. Mr. Ximo Revert Roldan, Head Technician, Sud-Nord, Solidarity and Culture Organisation

Support Technician: Inés Soler Julve (European Convergence Office)

MEETING AGENDA

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Head of Group: Enriqueta Vercher González (Vice-Chancellor for Administrative and Services Staff)

1. Mr. Ramón Álvarez-Valdés, Lecturer, Department of Statistics and Operations Research

2. Mr. Vicente Balbastre Cabanes, Institutes Support Unit in Burjassot

3. Ms. Amparo Benavent Garcés, Lecturer, University School of Nursing

4. Mr. Máximo Ferrando Bolado, Lecturer, Department of Financial Economics

5. Ms. Teresa García de Mier, Tarongers Campus

6. Mr. Carlos Pomer Monferrer, Faculty of Psychology

Support technician: Ms. Margarita García Sanchis (European Convergence Office)

MEETING AGENDA

Annexes Page 111


Head of Group: Carlos Ferreira García (Vice-Chancellor for Teaching Staff and Academic Arrangement)

1. Mr. Antonio Alberola Aguilar, Lecturer, Department of Physiology

2. Ms. Elena Llueca Ramón, Administrator, Faculty of Medicine

3. Ms. Amparo Pons Martí, Lecturer, Department of Optics

4. Mr. José Ramírez Martínez, Head of Human Resources for PDI (Teaching and Research Staff)

5. Mr. Salvador Roca Marquina, Deputy IT Manager

Advisor: Mr. Angel Ortí Lahoz, Lecturer, Department of Economic Analysis

Support Technician: Mr. José Francisco de Lamo (European Convergence Office)

MEETING AGENDA

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Head of Group: Enrique Bigné Alcañiz (Vice-Chancellor for Communication and Finance)

1. Mr. Joaquín Aldas Manzano, Lecturer, Department of Marketing and Market Research

2. Ms. Rosario Álvarez Reguera, Head of DISE (Information Service)

3. Ms. Catalina Cabrera Izquierdo, Administrator, Department of Economics

4. Mr. Vicente Cerverón Lleó, Lecturer, IT Department

5. Mr. Carlos de la Cruz Moya, Student

6. Mr. Josep Lluis Gómez Mompart, Lecturer, Department of Language Theory and Communication Sciences

7. Mr. Manuel Peris Mir, Head of the Information and Communication Service

Support Technician: Ms. Margarita García Sanchis (European Convergence Office)

MEETING AGENDA

Annexes Page 113

ANNEXE 5: STRATEGIC THINKING WORKSHOPS

etween September and November 2006, during the period of public consultation and disclosure over the University of Valencia’s Strategic Plan, several Strategic Thinking Workshops were held. These information days included a series of conferences led by a number of key figures within and outside the

university, as well as a seminar on each of the strategic principles outlined in the plan, during which the main conclusions drawn from each of the work groups were compiled.

These information days were held as follows:

CALENDAR OF ACTIVITIES

STRATEGIC THINKING WORKSHOP - OPENING SESSION

During this session a report compiled by the Valencian Institute of Economic Research (IVIE) was presented on The Design and Structure of the Superior Education Offering at the University of Valencia. It was attended by Manuel Costa, Vice-Chancellor for International Relations and Cooperation, representing the Chancellor, Antonio Ariño, Vice-Chancellor for European Convergence and Quality, and President of the Commission for the Development of the Strategic Plan, as well as Guillermo Quintás, Lecturer in the Faculty of Philosophy and Science of Education.

Date: 28 September, 2006 Schedule: 6pm

Venue: Joan Plaça Auditorium, Botanical Gardens, c/Quart 80, 46008, Valencia, Spain

B

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MEETING - 4 OCTOBER, 2006

Date: 4 October, 2006

Schedule: 12pm: Presentation

12:05pm: Conference: Cost, Financing and Organisation of the R+D+I, led by Pere Condom-Vilà (Technical Representative of the Technology Parks Committee from the Catalonian Polytechnic University).

1pm: Round-table session with special guests:

- Emilio Barberà (Autonomous Secretary for Universities, Science and Technology)

- Inmaculada Santaemilia (Vice-head, University of Valencia)

- Jorge Hermosilla (Dean of the Faculty of Geography and History, University of Valencia )

- Bernando Celda (Head of Experimental Sciences Central Services Office)

1:45pm: Symposium

Venue: Joan Plaça Auditorium, Botanical Gardens, c/Quart 80, 46008 Valencia



Schedule: 10:30am: Presentation

10:35am: Conference: The Internationalisation of Universities, led by Avel·lí Blasco, His Excellency, The Right Honourable Chancellor of the University of the Balearic Isles.


- Carlos Esplugues (Professor in International Law, University of Valencia)

- Joan del Alcázar (Director, Gandía International University)

- Inés Fernández Bas (Head of International Relations, University of Valencia)

- Josep M. Jordán Galduf (Prof. of Applied Economics, University of Valencia)

12:45pm: Symposium

Venue: Conference Room, Gregori Maians Library, Tarongers Campus

Annexes Page 115



Schedule: 10am: Presentation

10:05am: Conference: The Design of New Postgraduates in Catalonia, led by Mª Dolors Orilla Lloret, Vice-Chancellor for Academic Organisation, Autonomous University of Barcelona.

11:30am: Conference: The Future of Graduate Studies in Spanish Universities, led by Jesús García Martínez, Director of the European Convergence Secretariat, University of Seville.

12:30pm: Round-table session, with special guests:

- Ramón López (Dean of the Faculty of the Philosophy and Science of Education, University of Valencia)

- M. Luisa Moltó Carbonell (Institute for Women’s Studies, University of Valencia)

- Jesús V. Alberto Blanco (Vice-Head of ERES Engineering, IT Department)

- José Manuel Roig Cotanda (OPAL, Graduate Careers and Employment Bureau)

- Amadeo Serra Desfilis (Vice-Dean of the Faculty of Geography and History)

13:45pm: Symposium

Venue: Conference Room, Gregori Maians Library, Tarongers Campus

MEETING – 26 OCTOBER, 2006


Schedule: 10am: Presentation

10:05am: Conference: People within the University Organisation, led by Pedro Pardo, Head of Human Resources for Teaching and Research Staff, University of Zaragoza.

11:30am: Conference: The Challenges Facing the Organisational Structure of Universities, led by Prof. Cástor Méndez, Professor in Basic Psychology, University of Santiago de Compostela.

12.30pm: Round-table session with special guests:

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- Maria Iborra (Lecturer, J.J. Renau Piqueras Business Management School, University of Valencia)

- Carmen Tomás (Head of the Human Resources Department for PAS, University of Valencia)

- José Luís Cruz (Lecturer in Applied Physics, University of Valencia)

- Assumpta Marco (Head of Planning and Analysis, Human Resources for PDI University of Valencia)

- Jose Luís Canet (Head of Spanish Philology, University of Valencia)

- Blanca Llopis (Head of the Gregori Maians Social Sciences Library)

1:15pm: Symposium

Venue: Joan Fuster Conference Room, Faculty of Geography and History, Blasco Ibáñez Campus.



Schedule:

12pm: Presentation

12:05pm: Conference: Communication in Universities, led by Justo Villafañe, Professor of Audiovisual Communication and Advertising, Madrid Complutense University and President of Villafañe & Partners Consultancy.


- Àngels Ingla Mas (Head of the Board, Pompeu Fabra University)

- Alicia Rivera (Editor of the Science and Technology section, El País newspaper)

- Eduardo Alcalde (Journalist, University Campus)

1:45pm: Symposium

Venue: Conference Room, Burjassot Campus (Faculty of Pharmacy)

MEETING – 2 NOVEMBER, 2006

Date: 2 November, 2006

Annexes Page 117

Schedule:

6pm: Presentation

6:05pm: Conference: Cultural Diffusion and Management: a University Perspective, led by Román de la Calle, director of the MUVIM (Valencian Institute of Illustration and Modern Culture).

Venue: Main Lecture Hall, "La Nave" Building

CONCLUSION FORUMS ON STRATEGIC THINKING PLANS

CONCLUSION FORUM - 15 NOVEMBER, 2006


Schedule: 11am: Opening Conference: Limitations and Interests Concerning the Management of Universities, led by Francesc Solé Parellada, professor of Business Organisation and Academic Director of the Chair, UNESCO - Catalonia Polytechnic University.

12:30pm: Seminar on the Principle, Quality of Degree Teaching and Professional Integration, led by Mª Vicenta Mestre Escrivá, Vice-Chancellor for Studies, University of Valencia, alongside:

- Carmen Carda, Vice-Dean of the Faculty of Medicine and Dentistry

- M. José Lorente, Delegate for the Rector for University Admissions

- Ricardo Juan, Vice-Dean of the Faculty of Law

- José Ramos, Dean of the Faculty of Psychology

1:15pm: Seminar on the Principle, Relevant Postgraduate Training, led by José Mª Peiró Silla, Professor in Social Psychology, Faculty of Psychology, University of Valencia.

2pm: Symposium

Venue: Joan Plaza Auditorium, Botanical Gardens, c/ Quart 80, 46008, Valencia, Spain



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Schedule:

10:30am: Seminar on the Principle, Research and the Transfer of Knowledge, led by M. Josep Cuenca Ordiñana, Vice-Chancellor for Scientific Research and Policy, University of Valencia.

11:15am: Symposium

12pm: Seminar on the Principle, Internationalisation and Integration into the EHEA, led by Josep Maria Jordàn Galduf, President of the Board, Sud-Nord, University of Valencia.

12:30pm: Symposium

12:45pm: Seminar on the Principle, Cultural and Scientific Diffusion, led by Rafael Gil Salinas, Vice-Chancellor for Culture, University of Valencia

1:15pm: Seminar

Venue: Main Lecture Hall, Faculty of Mathematics, (Burjassot Campus, Paterna)



Schedule:

11am: Seminar on the Principle, Fluid Communication with Society, led by Enrique Bigné Alcañiz, Vice-Chancellor for Communication and Finance, University of Valencia.

11:45am: Symposium

12:30pm: Seminar on the Principle, Sustainable, Efficient and Effective Governing, led by Ramón Álvarez-Valdés Olaguibel, Head Professor of Statistics and Operations Research, Faculty of Mathematics, University of Valencia.

1pm: Seminar on the Principle, Working Better Together, led by Carlos Ferreira García, Vice-Chancellor for Teaching Staff and Academic Arrangement, University of Valencia.

1:45pm: Symposium

Venue: Meeting Room, Chancellor’s Building, 13 Avda. Blasco Ibáñez

CLOSE OF THE STRATEGIC THINKING WORKSHOPS


Annexes Page 119

Schedule:

12pm: Conference on Key Conclusions and Recommendations, led by Antonio Ariño, President of the Commission for the Development of the University of Valencia’s Strategic Plan, and Vice-Chancellor for European Convergence and Quality, University of Valencia.

1pm: Speech by the President of the University of Valencia’s Social Council, Mr. Carlos Pascual.

1:15pm: Speech by the Honourable Mr. Gerardo Camps Devesa, Minister of Economy, Finance and Housing for the Generalitat Valenciana.

1:35pm: Close of the Strategic Thinking Workshops at the University of Valencia, led by Chancellor of the University of Valencia, D. Francisco Tomás Vert.

Venue: Joan Plaza Auditorium, Botanical Gardens, c/ Quart 80, 46008, Valencia, Spain

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Documents

STRATEGIC PLAN 2008-2011