Presentation from the rector Strategic Plan

Pompeu Fabra University 2016

2025

3 Strategic Plan 2016-2025

2 Contents

Presentation from the rector, 4 The UPF Strategic Plan, 8 Mission, vision and values, 14 Cross-cutting themes, 20 Strategic areas, 24 UPF in figures, 56 Strategic Plan 2016-2025

4 Presentation from the rector

To orient oneself again profound aspects of Kantian thought: subjectivity is not only not opposed to universal validity, but In his essay What Does it Mean to Orient Oneself rather the most basic condition for its possibility. in Thinking, Kant has to resort to the metaphor of We might not agree on what a strategic plan is all the cardinal points to try to explain that, despite about, but we can try to see if we each share a set their universality, the principles of thinking are of principles that can form the basis for orienting essential subjective principles. “... and if someone Pompeu Fabra University, in the same way that as a joke had moved all the objects around so we all know which is our right side and which that what was previously on the right was now on is our left, even if it brings us back to a purely the left, I would be quite unable to find anything subjective feeling. in a room whose walls were otherwise wholly identical. But I can soon orient myself through Before attempting to address what I think a the mere feeling of a difference between my two strategic plan for this university should consist sides, my right and my left”. in, I must say that the plan I present here is the result of a process that responds to the previously If Kant, a systematic philosopher like few others, mentioned structure. It is the result of recog- stressed the intrinsically subjective element of all nizing, on the part of a great number of people orientation, the same must at least be recognized and groups – some, happily, from outside of the by the almost accidental designer of a strategic UPF community – the desirability and necessity plan for a university. Because a strategic plan has for some common ideas from each and every one to do with “finding one’s bearings”. The position of them. On behalf of myself and our university I of the stars marks the quadrants of the horizon, would like to wholeheartedly thank the delegate but some kind of subjective feeling is essential for for the Strategic Plan, working groups, presidents orienting oneself, just to know where one is. of commissions and its members, internal and outside volunteers, debate participants, fellow The point of the feeling that allows us to orient members of the Governing Board, editors and ourselves is something closely tied to the most proof-readers, for this document.

5 Strategic Plan 2016-2025

A Strategic Plan? Where we are coming from

I have often wondered over these last few months The portrait shows a research-intensive univer- of 2015 why we call this document a “strategic sity. This is the choice that will allow Pompeu plan”. I have tried to explain it at several board Fabra University to develop its own particular meetings while at the same time trying to explain character in the European context and a it to myself. I admit that I have not had much singular one in the local system. Our choices success in either case. Let us just say that this is are based on the current situation and there is what this type of document is typically called. little doubt that the principal observers see us However, for someone trying to read it and seeing as a university that is increasingly fulfilling this the word “strategic” in the title, the plan may profile. It is also undisputed that this university seem lacking in imperatives and specificity in was founded with the goal of supporting high the orders that a field marshal (the strategist, in quality teaching and that, during its 25 years, the historic sense of the word) should issue to his both its undergraduate and postgraduate studies army and people. It also may not seem very bold have been recognized as prestigious. This ingre- compared to some of the interesting, bold actions dient is included in the plan by establishing that we have had to undertake over the years. A logical channels of communication between final clarification thus is needed on this point: a research quality and teaching faculty quality, on “strategic plan” is neither a plan nor a strategic the one hand, and demonstrating the need for position; it is a dramatic landscape sketched in developing new projects visible from the outside space and time, a setting to orient oneself. This world: a buzzing hive of ideas. plan is entirely the initiative of the University’s Governing Board. That said, the Board decided There are no great secrets as to how to create a it would be a participatory plan, acceptable to research university that also seeks to assume a all players, both internal ones as well as those leading social role in education: recruit talented from outside who were kind enough to join us. people, both teachers and students – the more This landscape offers the background for specific unique and valuable, the better. Some simple programmes and has to be very expressive, not rules, institutional freedom and good habits least in order to evaluate these programmes would make everything easier if it were not the henceforth. It is not though a set of actions but case that, right now, there remains a lack of clear rather an orientation, a present and future space commitment in our environment. Those of us that will guide its effectiveness. in charge of local universities work on a daily basis in a system based on paternalism and the This dramatic landscape seems highly expressive distrust embodied in an oppressive legislation to me and, as the highest representative of the that leaves no room for accountability. This is University, I am very pleased with it. not the place to comment on how our colleagues experience this administrative model. We suffer Allow me now, after the acknowledgements and under it, because we see scenarios, to which the attempt of defining the object of a strategic we cast ourselves, that we could explore more plan, to refer to some of the specific aspects of efficiently, but only through efforts that need- the University’s portrait that I see through the lessly sap energy that should instead be used for soi-disant strategic plan. This document is not improvement. Sometimes, advancing a kilometre only to be shared amongst ourselves but also with takes an entire day of circuitous travel. all those who do not know us or do not know us well enough. Since it must circulate within as well For years governments have observed and under- as venture without, I should make clear that while stood us, but they still have not decided to place some features are rather popular, others are clearly universities at the top of the political agenda. As not. Hopefully, the resoluteness that I am trying to a result, the readers of this plan will find indica- establish at the inception of this plan will lose its tions of a resolute approach and also symptoms meaning over the next 10 years of its lifetime. of a Hispanic university environment that has

6 Presentation from the rector not taken expected decisions and threatens that knowledge is also marked by an essential the sustainability of quality universities. ingredient of universality and solidarity. From the university sprout paths for improving Although we have partner universities in the everything, even the misfortunes wrought rest of Spain and the government in Madrid has by darkest side of mankind. recognized and sporadically supported the UPF project, the Catalan university environment is UPF’s environment is the world. This plan not the same as the Spanish one. During the last contains two causative, irreversible changes: several years, the Catalan and Barcelona city 1) From visiting the world strapped to our seats, administrations have understood us and helped at home, to visiting the world with our straps us get through the end of a period in the history forever undone; and 2) the extraordinary move of higher education that is better left behind. to the experience of a university community committed to providing an example of universal There have been flashes of vision both in Madrid hospitality and social responsibility for the and Barcelona, from civil society organizations heritage in its trust. Both changes have the virtue and from institutions and businesses. Ours is a of being simultaneously working methods and public service university that is committed to ingredients contained in this document, which providing this service to the best of its ability. I offer in good faith to the reader. At the same time, it is by no means a university that is unaware of the existence of the private sector and the possibilities of cross-fertilization with different sectors. The flashes of vision are rare but they are there. Some of us believe that the opportunity of universities and knowledge is the clearest way for a country like Catalonia to provide a permanent turnaround to its economy and the welfare of its citizens.

Ideally, our more immediate society would awaken from the dogmatic slumber, to use another Kantian expression, that believing in the university as a general right, rather than a great chance for individual and collective Jaume Casals improvement, amounts to. I would like to invite Barcelona, 15 December 2015 the people who enrol in the university to do so, first of all, because they want to come to Pompeu Fabra University; not because they are exercising a right, but because it is good for them, because it is the right decision. The dream of exercising a right all too often leads us to treat universities as if they were hospitals or primary schools, which are part and parcel of our basic rights as citizens. Clearly, universities are a right and are a means of guaranteeing certain basic rights. But they are more than this. We are an institution committed to the creation and diffusion of so-called “humanistic” culture and scientific knowledge. In some ways, a university is more like a temple than a hospital. It goes without saying that hospitals are important, but let us not forget

7 Strategic Plan 2016-2025

8 Presentation from the rector The UPF Strategic Plan

Pompeu Fabra University was founded with the established itself as a benchmark for the Catalan aim of becoming a leading university, building university system, but has also positioned itself on a unique identity based on quality teaching, on a par with the top universities in Europe and proximity to students, maximum internation- ranks high on a variety of prestigious interna- alization, and an emphatic orientation towards tional rankings. Its leadership today rests on research and innovation. Just twenty-five years the singular and distinguishing traits that were on, we have achieved this goal. UPF has not only forged when it was founded. 9 Strategic Plan 2016-2025

Now it is time to look to the future. Universities have reached a turning point, marked by a global paradigm shift that poses new challenges and calls on us to rede- fine our traditional missions and encourage commit- ment to society, our communities and culture.

This new scenario likewise requires us to further ments and reports on UPF’s history and current strengthen our internationalization, to foster status. As a result of this process, the Strategic interdisciplinary and multidisciplinary learning, Plan 2016-2025 reflects the multiplicity of to update the process both in and outside the perspectives of all the groups, stakeholders and classroom, and to promote innovative forms collaborators that make up the institution and of governance and management. It is in this is firmly intended to be the ‘plan for everyone’. changing context that we present the Strategic Plan 2016-2025, which lays out the lines we wish Work on developing the Strategic Plan began to pursue in the coming years to consolidate our in 2014, when the team in charge conducted a leadership and become an active player in this preliminary benchmarking study, analysing and transformation and in the modernization that comparing forty universities around the world the university world so requires. and several of their strategic plans. With the assistance of a think tank, this study was used This transformation has to be people-oriented. to develop the working methodology to be Now more than ever, people are UPF’s reason followed to develop our plan. At the same time, for being. That is why we sought to involve the responsible services and units were asked to the entire university community in the Plan’s prepare seven sectoral reports and studies to preparation, through a broad participatory facilitate the analysis of the university’s current process that included multiple mechanisms for status and provide quantitative data on teaching, providing input and lasted for more than ten research, knowledge transfer, human resources, months. To this end, we organized round-table internationalization, social responsibility, and discussions and conferences, set up working employment. Additionally, two external studies groups and advisory committees, launched were commissioned: a survey on knowledge and discussion groups and open forums, created the identity of UPF, with the support of the Board virtual spaces for discussion and sharing opin- of Trustees, conducted by GESOP, and a biblio- ions, and prepared and shared specific docu- metric analysis comparing UPF to seven leading

10 The UPF Strategic Plan

held, one on the Ciutadella campus and the other on the Poblenou campus, making it possible for all those in attendance to submit their own suggestions to improve the future of UPF.

This face-to-face participation was complemented with online participation mechanisms, such as opinion spaces, a dedicated suggestion box and an ideas bank, and with the publication of all the materials prepared throughout the process for the community members to review and discuss. Thus, the process of preparing the Strategic Plan was enriched by the active participation, reflec- tion and discussion on the part of the university community as a whole.

The result of this participatory process is this new plan, which allows us to define our objec­ tives and specify the measures and actions to be implemented in accordance with the mission, vision and values that should henceforth inspire and guide us. We will thus set the course to be followed to consolidate our position as a leading, global, dynamic, innovative university, pursuing universities, carried out by the Centre for Science the goals set out in the Plan’s five strategic areas and Technology Studies (CWTS) at the University – teaching, research, outreach and reputation, of Leiden. The pooling of these reports and studies the university community, and finance and gave rise to the initial diagnosis, which provided governance – each of which is likewise shaped by the starting line for the participatory process. the additional mainstreamed priorities of inter- nationalization and commitment. In short, the The participatory process (broken down in the Strategic Plan 2016-2025 aims to be the tool that figure on the following pages) began in January will allow us to start to become today the modern, 2015, with the formation of five working groups agile and committed university required by the made up of more than one hundred people society of tomorrow. from various stakeholder groups, including administrative staff, teaching and research staff, Jacint Jordana students, alumni and UPF trustees, as well as Strategic Plan director external experts. Each of the five groups held about four working sessions between February Carles Ramió and July 2015 under the coordination of a chair. Vice-rector for Planning Their work culminated in the preparation of a specific report on their respective area containing diagnostic data and specific strategic proposals. The Strategic Plan 2016-2025 drew on all of these contributions. At the same time, various round-table discussions and confer- ences were held that were open to the public and intended to stimulate reflection and debate. Scan this QR code Subsequently, in June 2015, two forums open to check the Plan’s to the entire university community were also documents

11 Strategic Plan 2016-2025

Society, city and transformation University community: identity and participation

Research and innovation

Funding, Working governance and groups management

Teaching and learning

98 participants

Diagnosis reports and Participative process strategic proposals

40 participants Focus grups

Students Open 15 participants forums Administrative 58 and service staff participants

12 Presentation from the rector The impact of Higher education ICT on teaching future challenges

Lectures Internationalization

Transparency 1,617 YouTube views

Round tables 2,263 Round tables streaming and lectures views

Knowledge transfer 400 attendants University social responsibility Participative process

University Senate Debates

Bank of innovative ideas Online

2,192 unique website participation visits

Online comments

Twitter: #futurUPF Suggestions mailbox 13 Strategic Plan 2016-2025

14 Mission,Presentation from the rector vision and values

UPF was founded in 1990 by the Catalan govern- and training related to the various dimensions ment with the aim of creating a public university of the human being, including biology, commu- focused on academic excellence and contrib- nication and social phenomena. Our relatively uting to the country’s development. To achieve small size, which we have maintained despite this goal, over the years, UPF has carried out all some growth, has emerged as one of our defining of its activities in accordance with strict quality traits, and an eminently positive one at that, as it criteria and has created a model of an urban has allowed us to preserve the ideal size for the university that is intimately linked to the city of formation of a cohesive academic community, in Barcelona. As a university, we have been selective which academic and administrative units have a in the areas of knowledge that we have focused sense of belonging to the same institution and of on in order to specialize primarily in research sharing the same values. 15 Strategic Plan 2016-2025

«To provide people with training based on a rigorous, innovative and personalized educational model at a prominent research university that promotes innovation, social transformation and the commitment to culture.»

16 Mission, vision and values Mission

To train, by means of a rigorous, innovative and personalized educational model, people with a solid scientific and cultural background, general skills that can be adapted to the changes and challenges of society, and the specific skills they need to successfully carry out their life projects.

To become a prominent research university. We must be leaders in scientific discovery and innovation and achieve international leadership in our areas of expertise.

To promote innovation and social transformation. We must transcend the institution’s walls to generate synergies with society in order to contribute to social welfare and create value.

To promote the commitment to culture We must become a ‘think tank’ – that is, a forum for debate, discussion and reflection at the service of culture – which offers tools for deciphering the contemporary world while actively engaging with it.

17 Strategic Plan 2016-2025 Vision

A leading research university, dedicated to public service which is positioned as one of the most internationally renowned higher education institutions in Europe, allowing it to draw the most talented and committed students and faculty.

A flexible, effective and personalized university, that works with efficiency, clarity, rigour and immediacy and is able to adapt to the context and needs of its commu- nity in order to effectively achieve the desired results without ever losing sight of its commitment to society.

A financially sustainable, public university, with sufficient public funding, as well as other funding sources generated by the University’s own activity.

An urban university, focused on the challenges facing Barcelona and its surroundings, which takes advantage of the modernity and creativity available in a city open to the world as a source of inspiration to influence the university’s transformation.

18 Mission, vision and values Values

Beyond the production and transmission of knowledge, we wish to associate our identity with a set of essential values that allow us to improve as people and to establish ourselves as a distinct, ethics-driven community in the increasingly global context of higher education institutions.

Pluralism Autonomy To integrate the diversity of viewpoints So that, based on the recognition of our and ideologies and to respect collegiality, own identity as a university, we can have promoting respect and collaboration among the organizational, financial and regulatory all groups and seeking common grounds to capacity we need to achieve our goals in promote participatory decision-making. the best possible way.

Dynamism Commitment To be alert to the world around us, play an To become active agents and drivers of change and active role in it and at the same time know innovation in society and to thereby contribute, how to swiftly adapt and respond to both with creativity, critical thinking, honesty, the changes that occur and the new needs proactiveness and academic freedom, to finding arising from them. solutions for the problems and potential conflicts affecting our community and society as a whole.

Fairness Rigour To ensure equal opportunity and conditions, From both an academic and human to combat inequalities and discrimination on point of view, to strive, with the grounds of gender, social class, ethnic or racial necessary self-discipline and leveraging origin, sexual orientation or disabilities, as well our full potential, to be a leader in both as to train professionals and citizens who go on education and research. to transfer these values to the members of their personal and professional circles.

Accountability To establish a direct relationship with the institutions and groups to which we are accountable and offer them transparent explanations of the goals we pursue and the results we achieve, with the necessary openness to take in their assessments.

19 Strategic Plan 2016-2025

20 Cross-cuttingCross-cutting themes themes

In response to the changing global scenarios ment in the coming years. Having a transversal in which UPF is immersed, we have identi- approach, these three themes run through all fied certain key transformational elements to of the Plan’s strategic areas and allow us to which we would like to give special consider- define and promote numerous strategies for ation with a view to facilitating our develop- each one. 21 Strategic Plan 2016-2025

To become a pre-eminent university in Europe with a global reputation

We need to strengthen our internationaliza- tion in order to become a Catalan university known around the world. To achieve this goal, we must be a fully multilingual university, able to attract students from around the globe, one that has a strong international reputation for the quality of its research, the prestige of its faculty and researchers, the satisfaction of its community members, and the successful careers of its alumni.

In other words, we must develop an interna- tional university culture, offering top-quality services, highly relevant activities, and a pres- tigious faculty, which permeates the universi- ty’s structure and overall operation.

22 Cross-cutting themes

To become a socially To become responsible and a networking sustainable university university

We must become a university on a human We need to further develop our collab- scale that is sensitive to its environment and orative capabilities to work in a more socially responsible in its relations with multiple personalized, flexible and integrated cultural, social and economic stakeholders and way, depending on each case and specific that provides solutions both for the country’s need, both internally and externally. needs and global problems. We seek to embrace We need to forge stronger bonds and a transformational and comprehensive model of relationships, at all levels, in relation to social responsibility that encompasses all areas issues that we consider to be priorities, to of the university and aspires to excellence. contribute value and to take advantage of all the learning opportunities that We must promote and collectively guarantee these exchanges offer us to enhance the multiple dimensions of the universi- our activities in the areas of teaching, ty’s social responsibility – environmental research and innovation. sustainability, ethical awareness, gender mainstreaming, solidarity and cooperation, We need to multiply and deepen the volunteering, the prevention of health risks, university’s liaisons in the professional, the promotion of a healthy lifestyle, and social, industrial and cultural worlds services for the disabled – as essential compo- and to make singular contributions that reinforce our reputation. nents of a responsible university. Conceiving of the university as a space for critical reflection that is accessible and open to society is a prerequisite for many specific groups, such as the elderly, secondary school students, or local residents, to feel welcome.

23 Strategic Plan 2016-2025 Outreach and reputation

Teaching

Research Community

Finance and governance

24 StrategicPresentation from the rector areas

To tackle the challenges posed by our mission, we have defined five strategic action areas: teaching, research, outreach and reputation, the university community, and finance and governance. These five areas encompass the goals we have set for ourselves for 2025 and the strategies we will follow to achieve them, all in keeping with the three cross-cutting priorities.

25 Strategic Plan 2016-2025

26 Presentation from the rector

Teaching

1

«A distinctive and personalized education model that enables the pursuit of personal projects with a unique and flexible proposal for each student.»

27 Strategic Plan 2016-2025

From the start, UPF has been charac- Likewise, the university has made terized by the quality of its teaching. a clear commitment to teaching inter- The keys to this quality are, among nationalization. As a result, it boasts other things, its commitment to good mobility rates and is the most innovation in teaching through the popular European university for continuous training of faculty, the Erasmus students relative to its size. incorporation of information and communication technology into UPF students, intensely dedicated teaching, continuous pedagogical to learning, achieve very high perfor- renewal, the introduction of formulas mance rates and have a good record for providing personalized service of graduate employment, as well. to students, and the advocacy and They are also highly satisfied with promotion of multilingualism in their educational experience at the the classroom. All of these elements university. As a result of all of these contribute to a student-centred edu- factors, as well as their distinctive cational model that offers solid basic features, many of UPF’s degree pro- training in each disciplinary field. grammes have become educational This model likewise seeks to produce benchmarks within both the Catalan well-educated citizens, from both an and Spanish university systems. Nev- academic and human perspective, ertheless, we must continue working able to adapt to change (skills related to increase the recognition afforded to flexibility, communication, critical to UPF alumni in all fields and at all thinking, social commitment, etc.). levels, from bachelor’s degree pro- Strict criteria for continuing studies grammes to PhDs, and to maintain and a strong framework for assessing and promote highly demanding skills have also contributed to the standards that, in addition to includ- model’s performance. ing training in values and to promot- ing a clear social commitment, will Taking into account, moreover, that allow our students to develop their the university’s objectives are not full potential. conveyed solely in the classroom, we are speaking of an educational model, not a teaching model, as it includes all the activities that con- tribute to learning at UPF.

28 Strategic areas

Some measures of success

› To have implemented a › To increase the percent- cross-disciplinary training training to 70% by 2025 (up plan, by 2020, to promote age of new enrolments programme by 2020. from 50% in the 2014-2015 a more direct relationship corresponding to foreign academic year). between undergradu- students who plan to › To offer at least one inno- ate and postgraduate complete an entire bach- vative, internationalizing › To achieve a percentage students and the research elor’s programme to 10% undergraduate programme of 20% of students able to activities carried out at of all new enrolments for in each of the university’s certify a level of C1 or C2 in the university. each cohort by 2020 (up fields of knowledge, English or a second foreign from 6% in the 2015-2016 including double degree language by 2025. › To increase the percent- academic year). programmes and joint age of undergraduate programmes with foreign students who participate › To consolidate the existing universities, by 2020. in international mobility programmes for person- programmes (e.g. Eras- alizing study programmes › To increase the percentage mus) to more than 40% by (Tutorial Action Plan, of students who complete 2020 (up from 30% in the Open Programme) and a professional internship as 2014-2015 academic year). have implemented a new part of their undergraduate

29 Teaching strategies

To consolidate a unique education model:

With a flexible educational degree and master’s degree final educational processes from proposal that is unique to each projects to research groups, processes of discovery and student – with active learning promote projects that make knowledge and to create new models that encourage responsi- research a longitudinal priority, spaces for teaching. We must bility, afford them a more prom- and aspire to make it possible for take advantage of all opportu- inent role, and promote critical all faculty members to teach in nities, both of face-to-face and thinking – but also promotes undergraduate programmes. online teaching and of hybrid collaborative work. methodologies and new models Emphasizing communi- based on inverting the teacher With motivated and innova- cation skills as a general and student roles. tive faculty who serve as guides trait of UPF students, linked and mentors to students. Faculty to the exercise of critical and Involving students in must receive the necessary reflective thinking and the activities related to social support to allow them to address ability to explain a personal or commitment and in social each student’s individualities, professional project, orally and projects integrated into as well as appropriate and suffi- in writing, in the university’s teaching methodology and the cient incentives to encourage three working languages. learning process, and encour- and reward their teaching. All curricula should include aging all students to engage in subjects and methodologies volunteering and social respon- Combining research and that foster these skills. sibility activities during their teaching in the learning years at UPF. process, so that faculty involve Redefining face-to-face their students in the universi- teaching in the learning ty’s research activities. To this process, so as to include the full end, it is necessary to include range of possibilities technology specific skills in bachelor’s offers today in order to separate degree subjects, link bachelor’s the personal interactive and

30 Strategic areas

«Training that goes beyond the classroom to integrate the teaching, research, social and human dimensions.»

To respond to the changing demand for quality education:

With innovative, quality motivation throughout in subjects, promoting both degree programmes, which the study cycle. a strong oral and written can be of interest to both local command of the university’s and foreign students, and Attracting students from three working languages striving to continually improve outside the EU, making a and the learning of other them in order to offer the best special effort to promote UPF’s foreign languages in addition possible education. bachelor’s degree programmes to English, and promoting among these students, in order linguistic and cultural diver- Promoting general skills to fully integrate them into sity in all spaces used for in undergraduate and the university’s core academic instruction. postgraduate programmes offerings and promote mobility through a variety of initia- and the resulting enrichment Providing more support tives, such as new interdis- of the university environment. for graduate employment, ciplinary programmes, the with a broader selection of inclusion of minors in very Expanding postgraduate curricular and extracurricular different disciplines, interdis- academic offerings, in order internships and personalized ciplinary final projects and to attract a larger number of support for students both greater curricular flexibility. both national and international during the acquisition of students, and enhancing the professional skills and in Offering students more specialization tracks, profes- finding employment. opportunities to develop sionalizing components and their talent, in a way that academic reputations of the allows them to hone their master’s degree programmes. skills and that takes into account different learning Internationalizing the speeds, in order to main- classroom with measures tain and stimulate their such as including new content

31 Strategic Plan 2016-2025

32 Presentation from the rector

Research

2

«A research university committed to facilitating social transformation.»

33 Strategic Plan 2016-2025

UPF has become a research-intensive research institutions that belong to university. Its academic community, the UPF group, which maintain a as a whole, is oriented towards produc- very close relationship with the uni- ing excellent, competitive and inter- versity, are also an asset of the first nationally recognized research and order in this regard, as they broaden towards establishing a reputation for our reach, contribute to excellence seriousness and scientific relevance. and internationalization, and pro- As a result, it has a proven capacity mote synergies, thereby allowing us – rather unique in the context of our to consider more ambitious growth immediate environment – to secure strategies and policies. competitive funding for projects. How- ever, whilst UPF is a leading university The challenge of better integrating in Spain and has a high level of scien- teaching and research calls for a new tific output in relative terms, its inter- educational model, one that nar- national leadership and visibility are rows the gap between students and limited, probably due to factors such research, innovation and knowledge as the reduced weight of its research transfer, as proposed in the strategic output in absolute terms or its still lim- area devoted to teaching. In addition ited collaboration with the industry to this challenge, it is also necessary and the service sectors. to promote innovation and knowledge transfer to connect the research car- The university has been successful ried out at the university with the busi- at attracting international talent ness world and, more broadly, with – through programmes such as industry and the service sector. ICREA – and at securing funds in competitive grant programmes sponsored by the EU. Nevertheless, the attraction of talent is hindered by regulatory rigidity and funding difficulties. Therefore, to continue to make strides in this area, it is essential to implement a proactive recruitment policy. The various

34 Strategic areas

Some measures of success

› To earn, over the 2016- the university’s spin-offs, › To increase the per- › To increase the percent- 2020 period, average bringing the total number centage of tenured and age of papers published annual revenues of €4 M to six (up from 3 in 2015). tenure-track lecturers in by researchers that are from the university’s all of the university’s fields among the 10% most transfer activities, that is, › To obtain, over the next of knowledge who lead cited papers in their disci- from contracts with com- five years (2016-2020), 20 research projects with pline to 20% by 2025 (up panies and institutions new ERC grants (up from external funding received from 15.8% in the 2007- (up from €3 M in the 18 in the 2011-2015 period). under competitive grants 2013 period). 2012-2014 period). to 50% by 2025 (up from › To institute a procedure 35% in 2015). › To increase, by 2025, both › To obtain, over the course to guarantee an ethical the number of books or of the 2016-2020 period, commitment in research › To hire 40 new lecturers book chapters published average annual funding of involving human subjects and researchers, with per lecturer and the €37 M under competitive and to ensure, by 2020, high scientific leadership percentage of these works grants (up from €33.5 M in that 80% of research potential, to work at the published by leading inter- the 2012-2014 period). projects are institutionally university by 2025. national publishers. endorsed in terms of their › To double, in the next ethical commitment. five years, the number of

35 Research strategies

To consolidate research as one of UPF’s defining traits:

Implementing a proactive Adapting research support articulated and well-defined policy for recruiting and structures to make them way that fosters collaboration retaining international compatible with new techno- and the creation of synergies. talent that includes more logical challenges and flexible flexible and suitable hiring enough to provide researchers Promoting initiatives that tools with well-defined, inter- and research groups with the strengthen cross-discipli- nationally comparable criteria. necessary autonomy, as well nary research, to broaden the This policy should be based on as with support to obtain and range of disciplines involved best practices with regard to efficiently manage external and take advantage of the academic careers and promo- funding, increase their research opportunities arising from tion, and must offer researchers capacity, and develop the neces- points of contact between both freedom and confidence sary infrastructure. different fields of research, with and long-term prospects. measures such as the promotion Searching for and obtaining of interdisciplinary research Encouraging the research external funding to support projects and structures. community’s commitment research, whilst at the same to knowledge transfer and time promoting a cross-disci- social entrepreneurship. plinary research culture that Foster a research culture that is enables the university to proac- open to the transfer of results tively seek funding in order and that helps encourage leader- to compete with the world’s ship geared towards innovation best universities. and strategic collaborations with other institutions, compa- Strengthening UPF’s rela- nies and stakeholders, whilst tions with the member insti- at the same time ensuring its tutions and joint research social impact. centres of the UPF Group in order to integrate them into the university in an appropriately

36 Strategic areas

«A research culture open to the transfer of results and sensitive to their social impact, guided by the principles of responsible research and innovation.»

To define a cross-disciplinary research and innovation model throughout UPF:

That has a fully international research groups’ successful component of the research. They orientation in all areas of the experiences, proactive commu- should include content with university’s research, that nication strategies, professional regard to both academic training enables development of the internships with research teams, and personal growth, allowing international collaborations of and other measures. them to act as magnets for inter- the research groups, research national researchers. In short, networks, and institutional part- That is based on external the aim is to ensure that UPF’s nerships, and that encourages processes for assessing PhDs are well regarded and both joint research and knowl- research and knowledge sought after by universities and edge transfer initiatives and transfer that are suited to the institutions around the world. participation and leadership in diversity and heterogeneity of current scientific debates. UPF’s fields of expertise. It is That is guided by the princi- necessary to include metrics ples of responsible research That is able to establish rela- and assessment criteria that and innovation (RRI), within tionships between teaching, make it possible to determine the framework of UPF’s social research and transfer, with the amount of knowledge responsibility policy. This innovative initiatives, such as transfer, as well as to ensure includes, among other aspects, bringing the research groups’ that both the results of the a commitment to gender main- activities into the classroom or assessments and any poten- streaming, ethical responsibility, encouraging students’ scientific tial recommendations by the open access, science education, creativity from the first year. external committees are taken and community engagement. into account, implemented, and That ensures that research appropriately monitored. and innovation results are visible to society every- That becomes a facilitating where, seeking the best ways to element for the doctoral and transmit scientific knowledge postdoctoral programmes, and engage society, such as with a view to making these through the dissemination of programmes an essential

37 Strategic Plan 2016-2025

38 Presentation from the rector

Outreach and reputation

«A university that produces well-educated graduates who are both good professionals and socially engaged citizens.»

3

39 Strategic Plan 2016-2025

The university has a strong image and technologies. The university must has built a remarkably good interna- better convey everything that it does tional reputation. Proof of this can be and can do for society. seen in the high demand for admission to its undergraduate programmes, its The people-oriented focus intrinsic positioning in international rankings, to all fields of knowledge covered at the degree of internationalization of UPF affords many possibilities for the faculty, and the large presence intensifying the interaction between of students from all over the world the university and the city. This is a in the master’s degree and doctoral very powerful asset that works in our programmes. However, the good image favour in terms of recruiting students and prestige that UPF has accrued and faculty and that, together with would not be complete without a our idiosyncrasies – UPF is a relatively strong openness to society, as part small university, with well-regarded, of its social responsibility as a public high-quality disciplinary profiles –, institution. To produce not just good makes us quite attractive. We thus professionals but also engaged citizens have the ideal characteristics and is a goal we cannot renounce. potential to become one of the main drivers of change in the economic, UPF thus has to work to become a hub political, social and cultural spheres for the generation and transmission of of our local community, and we need values that provide added value to its to actively engage with it, placing spe- alumni, at both the social and personal cial value on this tie with the city levels. In this regard, UPF must strive of Barcelona and the rest of Catalonia. for excellence not only in the academic sphere, but also in the human one, especially with regard to culture. Additionally, it must strengthen the singularity of its own story, underscor- ing what sets it apart, so that it can carve out a firm position for itself in the higher education landscape, taking into account the emergence of new

40 Strategic areas

Some measures of success

› To significantly improve › To increase, by 2020, to 25% by 2025 through networks, audiovisual the graduate employ- the percentage of energy-saving measures media, etc., by members ment rate as compared undergraduate and post- and the use of clean ener- of the UPF community. to the average for the graduate students whose gy sources. Catalan university parents do not have a › To increase, by 2025, system by 2020 (in university education. › To increase the number of the number of external 2014, UPF was close to contributions to the public activities, both public and the Catalan university › To promote environmental sphere by 50% by 2025, private, carried out in UPF system’s average). sustainability by reducing through publications in spaces and buildings. CO2 emission levels by up the press, posts to social

41 Outreach and reputation strategies

To impact the local community through outreach:

Carrying out actions and that will stay with all members same time allowing UPF to implementing promotion of the university community become an organization that policies that allow UPF to throughout their careers, will learns from others and shares become an agent of economic, enrich life for society at large, the knowledge of others. political and social change. In and will contribute to sustain- order to situate the university able development. in a leading position in the cultural sphere, it is necessary Implementing an open-door to promote the transfer and policy at the university that dissemination of knowledge to allows experts, interest groups society, strengthen strategic and private citizens to approach ties with important cultural UPF and allows the university institutions, and encourage to absorb and learn from cultural creation. their activities, experiences and knowledge, in a two-way Strengthening the univer­ exchange that moreover sity’s entrepreneurship transmits what the university and promoting networking does for society in the clearest and outreach to economic possible way. sectors that might result in mutual benefits, such as Strengthening relations employment opportunities, with the spheres of culture, knowledge transfer, or possi- athletics and art, through bilities for sponsorship. the articulation of social networks, both formal and Promoting the university informal, that facilitate community’s social commit- contact between members of ment, to transmit and promote, the university community and from the start, a series of values society at large, whilst at the

42 Strategic areas

«An urban university, linked to the city of Barcelona, with a strong international reputation.»

To position UPF as an attractive reference point for its environment:

Strengthening the ties with Reaching out to our local graduate and postgraduate the powerful magnet that is urban community. The levels and in other areas. Barcelona, as a decisive factor neighbourhoods hosting UPF for attracting students and facilities must be priorities in Implementing policies to faculty from around the world, its relations with society; it recruit excellent students, and adapting the university’s is thus necessary to open the both Catalan and international, public profile taking into campus up for social use and who will help to increase the account the major changes the activities of local residents. recognition of the training occurring in the city and the It is moreover necessary to offered at UPF, making it a more multiple dimensions of the conceive of the city and the attractive choice, whether for urban phenomenon. local community as an open undergraduate, master’s degree classroom in which to engage or doctoral programmes. in learning activities.

Strengthening knowl- edge-based partnerships that take advantage of the extensive opportunities for technological, social and human cooperation offered by the city of Barcelona and Catalonia as a whole.

Forging international part- nerships with top-tier univer- sities to promote innovative interuniversity collaboration initiatives in the sphere of teaching, both at the under-

43 Strategic Plan 2016-2025

44 Presentation from the rector

The university community

4

«A responsible, committed, plural and connected university community.»

45 Strategic Plan 2016-2025

UPF is a young university, focused on relationship established with alumni innovation and creativity, with the must go beyond just services and capacity to mature and to integrate fundraising. For their part, students new experiences. It is moreover large also must play an essential role in the enough to enable an extensive net- dynamics established at the university. work of relations among the members Currently, many of them see UPF as a of the university community, yet place of passage rather than as a life- small enough to provide a suitably long point of reference. As for faculty, scaled environment for collaboration there is still room to improve the pro- and cross-disciplinary study. In order cedures governing tenure and career to further strengthen these relations, development. It is also necessary to the university has to minimize its think about the academic profiles impersonal infrastructures, i.e. that we wish to have in the coming years. which does not sufficiently promote Finally, with regard to the administra- human relationships, and instead tive and service staff, we face the chal- increase the number of informal lenge of helping them to adapt, develop meeting spaces and formal initiatives and continuously improve their skills to nurture the university community. in order to meet the changing needs of With a view to strengthening its public administration. In this sphere, network and equipping all groups at in order to improve the services offered the university with relational skills, by the university, new professional pro- it is increasingly important to place files will also be needed. importance on participatory activities outside the classroom.

The institutional sense of identity and the feeling of belonging of all groups at our university are notable, but they need to be strengthened even further, and the university community needs to be expanded to include those peo- ple interested in joining it, as well as others who have already moved on. With regard to this latter group, the

46 Strategic areas

Some measures of success

› To increase the percent- ratio, both with regard to › To increase the percent- › To ensure that the entire age of members of the administrative and service age of UPF alumni who are university community university community staff and to teaching and members of the Alumni has sufficient knowledge who participate in athlet- research staff (in 2015, Programme to 50% by of Catalan and English ic, cultural, association, the male-female ratio was 2025 (30% in 2015). by 2025, and that 20% volunteering, and other 0.5:1 for administrative of its members also activities offered by the and service staff and › To actively involve 15% of have knowledge of University to 20% by 2020 1.72:1 for teaching and alumni with the university other languages. (up from 13% in the 2014- research staff). by 2025 through specific 2015 academic year). actions (mentoring, do- › To revise the university’s nations, specific support, › To make progress, by Plan of Action for Multilin- volunteering, etc.). 2020, on gender equality, gualism by 2020 to reflect in order to achieve a more the strategic areas of the equitable male-female Strategic Plan.

47 The university community strategies

To consolidate a diverse and connected community:

Creating a unique discourse to expand and complement the Expanding the role of alumni around the institutional university community’s activ- in the university community. profile that strikes a balance ities in the spheres of teaching In order to promote a path for between the university’s and research on all three of the knowledge return to the univer- youthful spirit and its estab- university’s campuses, especially sity, it is necessary to strengthen lished identity and that, going the Ciutadella campus. students’ sense of belonging, so beyond the mere reporting of that, as alumni, they continue activities and results, integrates Embracing multilingualism to harbour this feeling. We must and promotes the university’s for all members of the univer- also work to ensure that the mission, vision and values. sity community, irrespective university remains a reference of their origin, through a respon- for alumni throughout their Establishing effective chan- sible management of multilin- careers and lives. nels of communication that gualism that makes it possible to value and increase the visibility balance local identity, openness Strengthening UPF’s corpo- of all groups at UPF, whilst at to the world and international rate identity, by creating for the same time enhancing both outreach, whilst at the same time example a single brand name dialogue and communication promoting knowledge and use of that can be used to raise the between these groups and the Catalan language in all areas. profile of the set of initiatives, their networks. programmes and services carried Fostering the connections out or offered under this identity Creating flexible, healthy, between the university’s at the university and by the UPF multi-purpose work spaces different academic and Group as a whole. that facilitate interaction between research areas in order to faculty, students and the admin- reduce their current level of Offering more athletic and istration and help to prevent fragmentation. It is necessary cultural events that are of occupational hazards, with an to facilitate interaction and general interest for the univer- open design and the participation to strengthen, through new sity community at large and of all of the university’s groups. initiatives aimed at developing that can be used to facilitate relationships between disciplines relationships between university Promoting the creation of and units, the sense of belonging members, whilst at the same time new infrastructure needed to the UPF community. promoting a healthy lifestyle.

48 Strategic areas

«A community to serve as a lifelong reference for the professional and personal development of our alumni.»

To foster a participatory and socially responsible community:

Making participation one of participation (such as active place a wide range of integra- of the university’s hallmark learning, in addition to ‘formal’ tion measures, in the context traits, promoting commit- actions). This training must of the university’s growing ment, dialogue and ongoing recognize talent and, beyond internationalization and the debate within and outside the formal criteria, must take strong cultural diversification the governing bodies as a all skills into account, whether such a process entails. basis for enabling better deci- related to new teaching sion-making. In this context, it methods, new software or is necessary to encourage social new communication tools. skills, participatory leadership and democratic culture. Offering activities that demonstrate UPF’s commit- Implementing policies of ment to social responsi- inclusion, with the aim of bility, that foster personal forging a socially responsible welfare, encourage volun- community that combats teering and allow the members inequality and discrimination of our university community on grounds of gender, social to obtain comprehensive class, ethnic or racial origin, training as citizens. sexual orientation or disability. Ensuring meritocratic access Designing and imple- to education will contribute to menting policies for making the university a tool reception, support and for social integration. continuous monitoring targeting the members of Giving new impetus to staff different groups at the univer- training, in both the academic sity, whilst at the same time and management spheres, promoting the maintenance with a more innovative and of ties with everyone who has flexible approach that alter- ever been linked to UPF. It nates between various types is also necessary to put into

49 Strategic Plan 2016-2025

50 Presentation from the rector

Finance and governance

5

«A quality public service in a context of transparency and accountability.»

51 Strategic Plan 2016-2025

UPF’s asset and financial structure organization. On the one hand, new is sound, despite having suffered the coordination units are being estab- consequences of the recent economic lished to make it possible to manage crisis. However, in the field of eco- each academic area in a more inte- nomic sustainability, certain major grated way. On the other, the role of challenges still need to be addressed. the university’s general services is In this regard, we need to promote being redefined; they are being reori- more intensively an overarching strat- ented towards the promotion of more egy for generating financial resources, effective, quality university policies. In to be shared by the institution as a this context, the expectation remains whole. Currently, the Catalan public that changes will be made in the envi- financing system for universities does ronment that will enable the imple- not recognize neither UPF’s specific mentation of new transformations in status as a leading research university governance, gains in autonomy, and nor its very good teaching outcomes, the generation of a context more con- despite the special financial needs to ducive to UPF’s development. which the UPF performance gives rise. As a research-intensive university, UPF It is thus necessary to work decisively must make a financial effort that can to consolidate the changes that have compromise its current budget. It is already been initiated, remaining at therefore essential to find alternative all times committed to transparency funding sources and to promote the and to making processes more flexible, involvement of the entire community with the aim of implementing a ‘smart’ to make the university economically organizational model that promotes viable. In this regard, all of the univer- the capacity for collective learning sity’s bodies and stakeholders must and responds to the willingness to be jointly adopt a proactive attitude that accountable to society. Finally, in order makes it possible to ensure UPF’s to ensure the success of this entire pro- sustainability as a collective cess, UPF needs efficient evaluation long-term project. mechanisms that make it possible to identify areas of improvement and In the sphere of governance, the uni- act accordingly. versity is currently in the process of making major changes to its internal

52 Strategic areas

Some measures of success

› To implement, over the period, external invest- activities directly related academic officers by course of the 2016-2020 ments in educational and to the university’s interna- 25% by 2025 through period, a model for a pro­ research infrastructure tionalization. the professionalization ject culture and a system on the campuses, based on of management. of goal-based task perfor- UPF’s attractiveness as an › To increase the institution’s mance throughout academic institution. total turnover by at least the university. 20% in real terms by 2025. › To double, by 2020, the › To increase, over the cour- percentage of funding › To reduce the number se of the 2016-2025 resources derived from of elected and appointed

53 Finance and governance strategies

To promote organizational changes in order to facilitate the university’s governance:

Further decentralizing the the number of committees and Agreeing on common criteria university with a view to govern with fewer academic for academic careers that making resource management officials, strengthen the role of make it easier to attract and more flexible, and flattening the management professionals at the retain talent, help to facilitate governance structure, with a various levels of the organiza- work-life balance, and ensure transparent and comprehensible tion, and allow academic admin- that young faculty can gradually internal financing model that is istrators to focus on the relevant achieve independence. These easy to manage and govern and areas of decision-making. criteria must be adaptable to that also encourages the seeking the recruitment and promotion of external funding. Working to achieve the processes for the different disci- digital transformation of plines and must be consistent Adopting teamwork the university, taking advan- with internationally recognized procedures sustained on a tage of technological tools that quality models, such as the project-based culture as one make it possible to obtain tenure-track system. of the university community’s and use the data required for basic working methods. As a decision-making and imple- Establishing more diverse natural process of learning and menting an innovative and career paths, for both academic experimentation, a project- ethically responsible organiza- and management staff, with based culture will allow a series tional culture. clearly established criteria of actions pursuing specific for promotion, the opening of goals to be carried out in a more Focusing on the evalua- different formulas to increase effective way. tion of programmes and mobility and professional motiva- services, by means of a tion, and adequate remuneration. Activating general services careful analysis of processes aimed at promoting and and outcomes, to allow a better Creating an International assuring quality which are accountability and transpar- Advisory Board for the given the appropriate tools ency and to facilitate the crit- university directly linked to and incentives to implement ical review of the university’s the Office of the Rector and the quality policies adopted operations. This will permit composed of distinguished by the university. us to implement the resulting members, tasked with offering proposals for change, as well as guidance with regard to lead- Taking measures to simplify to put the appropriate incen- ership, quality and innovation the governance structures tives in place to encourage strategies and with helping to that make it possible to reduce continuous improvement. raise UPF’s international profile.

54 Strategic areas

«A smart, flexible organization, with new forms of management sustained on a project-based and collective learning culture.»

To ensure the necessary financial stability to maintain the quality of the public service:

Offering new teaching and partnerships with corporate training activities that make sponsors. In this regard, it possible to increase the micro-finance and sponsorship academic offering as a whole, are also funding sources that attract students from outside should be explored. the EU, promote an integrated offering of summer courses, Revising the structure of the make better use of the univer- UPF Group to strengthen syner- sity’s own infrastructure (for gies and find spaces for collabo- events that are not directly ration, as well as to increase the related the university’s activi- visibility of the group as a whole, ties) and promote transfer and in order to strengthen the entire innovation activities. university and contribute to its sustainability. Seeking out and encouraging new opportunities to obtain improvements in funding for research, whether by trying to influence public authorities in this regard – to achieve an increase in results-based funding – or through national and international sponsorship arrangements with all types of institutions.

Creating innovative means of funding, for example, increasing the incentives for potential donors, and especially alumni – by increasing the visibility of the results of their donations– or by establishing

55 Strategic Plan 2016-2025 UPF in figures Data corresponding to the 2015-2016 academic year unless otherwise stated.

Academic Structure programmes and funding 9 28 14 doctoral official master’s MOOCs 3 programmes degree programmes campuses 21 8 bachelor’s degree faculties and programmes university schools

8 departaments Internationalization 143,337 m2 of built-up area 44% 28% 27% of master’s of undergraduate of lecturers are degree and doc- students partici- international 124 toral programme pate in an inter- M€ budget students are inter- national mobility (2015) national programme (2014-2015)

Staff (as of 1 January 2015) 594 317 41 667 full-time equivalent tenured faculty Catalan Institute for administrative (FTE) faculty and Advanced Research and service staff 1 researchers and Studies (ICREA) members researchers2

56 La UPF en xifres

Research and knowledge transfer

34 M€ 188 82 16 in funding for doctoral theses consolidated patent research (2014) read (2015) research groups (2015) applications (2010-2014) 2,776 17 41 scholarly ongoing grants from licensing papers (2014) the European Research agreements Council (ERC) (2015)

Students Affiliated centres 12,369 2,613 total graduates (of undergraduate, master’s degree and 16 9,945 doctoral programmes) bachelor’s degree programmes in bachelor’s degree (2014-2015) and other undergraduate programmes 4,090 1,128 bachelor’s degree and in university master’s other undergraduate degree programmes students 1,296 in doctoral programmes 24 university master’s degrees

1 Out of a total of 1,040 teach- 2 Foundation funded by the 1,363 university ers and researchers. FTE is Catalan government to meet master’s degree an indicator that calculates the need for new formulas students the number of lecturers, tak- for hiring the most talented ing into account the effective and outstanding academic hours of instruction taught and scientific staff at univer- (as compared to the teaching sities and research centres load of a full-time lecturer). in Catalonia. 57

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