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DEPARTMENT OF PLANNING Page: 1 of 140

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STRATEGIC PLANNING PROCESS

STRATEGIC PLAN

Code:UC-DIPUC-PL-09

Elaborated by: DIPUC

Revised by: President and Vice-President

Approved by: HCU

UNIVERSITY OF CUENCA DEPARTMENT OF PLANNING

INSTITUTIONAL STRATEGIC PLAN 2012-2017

Fabián Carrasco Castro Silvana Larriva González PRESIDENT VICE-PRESIDENT Delfa Capelo Ayala PLANNING DIRECTOR

Cuenca, January 2013


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STRATEGIC PLAN

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Approved by: HCU


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University of Cuenca

Registrar’s Office

Official notice No. 004-CU-2013

Cuenca, January 11, 2013

Fabián Carrasco Castro

President of University of Cuenca

I am writing to you to inform you that in the meeting of the University Council dated January 8, 2013, in

regard to point number nine of the agenda, the Council approved the Institutional Strategic Plan 2012-

2017, which is to this letter.

I’m looking forward to hearing from you.

Sincerely,

Dr. Juan Peña Aguirre

Secretary of the University Council

Vice President’s office

Registrar’s Office I certify that this is a truthful copy of

Faculty Deans the original document

Department Directors Cuenca, October 15, 2013

APUC Registrar General of

AETUC University of Cuenca

FEUE

Audit Department


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ACADEMIC AUTHORITIES

Fernando Pauta Calle

Dean of the School of Architecture

Julio Mosquera Vallejo

Dean of the School of Arts

Romeo Sánchez Molina

Dean of the School of Agricultural Sciences

Milton Quesada Carrión

Dean of the School of Economics and Administrative Sciences

Mateo Estrella Durán

Dean of the School of Hospitality

Arturo Quizphe Peralta

Dean of the School of Medical Sciences

Silvana Patricia Donoso Moscoso

Dean of the School of Chemical Sciences

María Augusta Vintimilla Carrasco

Dean of the School of Philosophy, Letters, and Education

Patricio Guerrero Villavicencio

Dean of the School of Engineering

Carlos Castro Riera

Dean of the School of Law and Political and Social Sciences

Gonzalo Iván Montesinos Calderón

Dean of the School of Dentistry

María Dolores Palacios Madero

Dean of the School of Psychology


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University of Cuenca (UC), engaged in academic excellence, presents to the university

community and the society, the 2012-2017 PEUC Strategic Plan, which is the first stage of a

fifteen-year planning process and, when finished, it will establish itself as a research university.

The 2012-2017 PEUC, articulated with the contribution of the university community, comprises

important projections to be completed in the implementation stage; these projections involve

prioritization, optimization and concentration of efforts, own resources, and external cooperation

for the achievement of institutional goals, with which UC contributes to the fulfillment of the

objectives and goals of the 2013-2017 National Plan for Good Living. Also, the implementation

phase requires at least the same effort and contribution provided by the university community in

the formulation phase.

We give support and recognition to the Department of Planning (DIPUC) and its work team and

our gratitude to the university community which has contributed effectively and responsibly in the

formulation of the plan. We want to express our commitment and full support to implement all

necessary measures to accomplish the strategic objectives.

Fabián Carrasco Castro Silvana Larriva González PRESIDENT VICE-PRESIDENT


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Contents

1. INTRODUCTION ……………………………………………………………………………………………………………….. 7

2. LEGAL FRAMEWORK…………………………………………………………………………………………………………. 8

2.1.Organic Law on Higher Education ......................................................................................... 8

2.2.Regulations of CEAACES ..................................................................................................... 10

3. EDUCATIONAL OFFER……………………………………………….......................................................... 11

4. ORGANIZATIONAL STRUCTURE…………………………………………………………………………………….…. 13

4.1 Organizational Structure Processes .................................................................................... 13

5. THE PLANNING PROCESS………………………………………………………………………………………………... 15

5.1 Principles ................................................................................................................................ 15

5.2 Management .......................................................................................................................... 15

5.3 Monitoring and Control .......................................................................................................... 15

5.4 Focus ...................................................................................................................................... 15

5.5 Institutional Strategic Plan and National Plan for Good Living .......................................... 16

5.6 Endogenous Long Term Strategy ........................................................................................ 16

5.7 Regional Agenda 6 ................................................................................................................ 17

5.8 Challenges of the Institutional Strategic Plan ..................................................................... 18

6. SITUATIONAL ANALYSIS………………………………………………………………………………………………….. 23

6.1.Timeline of events:………………………………………………………………………………………………………………. 23

6.2.Institutional analysis of higher education ............................................................................. 24

6.3.External environment analysis.............................................................................................. 24

6.3.1.General enviroment and global macro-environemnt ............................................... 25

6.3.2.Demographic/Economic ............................................................................................. 27


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6.3.4.Technological .............................................................................................................. 28

6.3.5.Political/legal ............................................................................................................... 29

6.3.6.Environmental ............................................................................................................. 29

6.3.7.Sectoral environment : micro-environment .............................................................. 29

6.4.Expectations of external factors ........................................................................................... 31

6.4.1.Bonds with different sectors ...................................................................................... 32

6.5.SWOT ..................................................................................................................................... 32

7. GUIDING ELEMENTS……………………………………………………………………………………………………….. 37

7.1.2012-2027 Strategy ............................................................................................................... 37

7.2.Strategies for the first phase ................................................................................................. 37

7.3.Mission .................................................................................................................................... 39

7.4.Vision ...................................................................................................................................... 39

7.5.Values ..................................................................................................................................... 39

7.6.Institutional Policies ............................................................................................................... 40

7.7.Strategic objectives of institutional development ................................................................ 41

7.8.Strategic objectives of institutional development (Institutional Strengthening) ................ 41

7.9.Process-based management model .................................................................................... 41

7.10. Strategic objectives per mission axis ................................................................................ 42

7.11. Description of the planning process.................................................................................. 44


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1. INTRODUCTION

University of Cuenca is in the transition process of becoming a research and teaching University,

a process that involves a time frame of fifteen years, divided into three stages: the first one

comprises the period 2012-2017 and it is called the institutional strengthening stage. This stage

enhances strengths and eliminates the main internal barriers to the transition; the second stage

comprises the period 2018-2022 and it is called national consolidation as a research and teaching

university; it turns to be a science node, technology and innovation linked to the national system

of science, technology and innovation; and the third stage (2023-2027) includes what it is called

internationalization.

The structure of the plan in the first stage comprises four pillars: (i) Science, Technology and

Innovation (CTI): the structure of the research practice will be redefined by defining domains of

knowledge and the implementation of departments of inter and multidisciplinary research; a plan

regarding the training of academic staff to complete a fourth level degree; the quality and number

of publications in indexed journals will be increases; the link to the national system of science,

technology and innovation will be improved and networks and research and postgraduate

partnerships will be strengthened. (ii) Teaching, which comprises graduate and postgraduate

degrees: this will improve the quality and relevance of higher education with the implementation

of an educational model focused on student learning, the update and improvement of the

institutional curriculum, the strengthening of the plan for academic staff to complete a fourth level

degree, the strengthening of research, the implementation of new university courses and

programs including doctorate degrees, and the redefinition of the academic structure (iii)

Community outreach will be improved and training will be expanded; technology transfer to the

productive and community sector will be encouraged; institutional support to socially vulnerable

sectors will be expanded, (iv) Management: organizational restructuring, implementation and

automation of academic and administrative processes, and a system of continuous improvement

will be implemented.


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2. LEGAL FRAMEWORK

The Strategic Plan of University of Cuenca has three top concerns: (i) the first one regarding legal

issues, is the 2008 Constitution of the Republic of Ecuador, which features development planning

as a “responsibility of the Government to achieve the good living” (ii) the second concern

regarding administrative policies, is the National Plan for Good Living, pointed out in the “Organic

Code of Planning and Public Finance” as the highest political and administrative guideline for the

design and implementation of public policies”; and (iii) the third concern regarding institutional

issues and completion of sectorial public policies. The specific legal framework of the plan follows

the regulations of the Organic Law of Higher Education, the Law of Seniority, the Regulations of

CES and CEAACES, and the Institutional Statute.

2.1. Organic Law of Higher Education

Art. 1 “... regulates the system of higher education in the country, as well as its agencies

and institutions, and determines rights, duties and obligations regarding the breach of the

provisions of the Constitution and this law.”

Art. 36 “Institutions of higher education in the public and private sector will be required to

allocate at least six percent of their budgets to cover indexed publications, scholarships

for teachers and research programs in the area of national development...”

Art. 77 Scholarships and financial aid. “Institutions of higher education will establish

scholarship programs or its equivalent for financial aid which will support the education of

at least 10% of their students.”

Art. 95 Accreditation. “The accreditation is a validation of a five-year term validity by the

Board of Assessment, Accreditation, and Quality Assurance of Higher Education to certify

the quality of institutions of higher education, a university course, or an educational

program on the basis of a preliminary evaluation.”

Art. 96 Quality assurance. “Ensuring the quality of higher education consists of a set of

actions carried out by institutions involved in this field in order to ensure the efficient and

effective management of university courses, academic programs, institutions of higher

education, and also evaluation or accreditation councils.”

Art. 97 Academic classification or categorization. “The academic classification or

categorization of institutions, majors, and programs will be the result of an evaluation. It

will mean the regulation institutions, majors, and programs according to a methodology

including international measurable and reproducible criteria and objectives.”


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Art. 98 Planning and execution of self-evaluation. “The planning and execution of self-

evaluation will be conducted by each of the institutions of higher education in coordination

with the Board of Accreditation and Quality Assurance of Higher Education...”

Art. 99 Self-evaluation. “It is the rigorous analysis process that an institution of higher education performs all of its institutional activities, majors, or graduate programs, with the participation of all its members, through a critical analysis and a reflective dialogue in order to overcome obstacles and consider their achievements in order to improve institutional efficiency and academic quality.”

Art.100 External evaluation. “It is the process which the Board of Assessment,

Accreditation, and Quality Assurance of Higher Education verifies through academic peers

in regard to institutional activities, majors, or programs to determine that their performance

meets the characteristics and standards of higher education institutions and that their

activities are consistent with the mission, vision, and institutional objectives, so that their

academic quality and institutional integrity can be demonstrated to society.”

Art. 28 Regulation of LOES. Training of professors and researchers. “To guarantee

the rights of professors and researchers to access education and training, the institutions

of higher education will allocate at least one percent (1%) of their institutional budgets to

cover this purpose.”

Second General Provision. “All higher education institutions will produce operating plans every year and also a strategic plan of institutional development designed in the medium and long term according to its own orientation which should feature the following aspects: vision, mission, strategy, objectives, results expected and lines of action. Each institution shall conduct an evaluation of these plans and prepare the report to be presented to CONESUP and the Board of Evaluation, Accreditation, and Quality Assurance of Higher Education.”

Eighteenth Transitory Provision. “Within three years the Board of Assessment,

Accreditation, and Quality Assurance of Higher Education will verify that the institutions of

higher education have implemented facilities for physical accessibility and an appropriate

environment for the learning process in order to help students with disabilities. These

requirements will be incorporated as parameters for quality assurance of higher

education.”


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2.2. Regulations of CEAACES

Art.2 Research and teaching universities and polytechnic schools. “Research and teaching

universities are institutions of higher education which give priority to the generation of knowledge

for the development of the country through education and research. Notwithstanding the

provisions of the organic law of higher education and the current legal framework, all the

universities and polytechnic schools featuring teaching and research, must meet the following

requirements:

a) 70% of its academic staff must have a PhD degree or an equivalent degree in

compliance with Art. 147 of the LOES and Art. 14 of the Regulations of the Law of

Higher Education.

b) To have lines of research firmly defined in each doctorate program offered in

accordance to the country’s needs and articulated in the National Plan for Good Living;

to demonstrate research capacity and research results through the institutionalization

of the lines of research indicated in the previous subsection through regulations,

policies, infrastructure, equipment and funded budget; to have professors-

researchers; to have indexed scientific publications, students enrolled in master´s and

doctoral programs: these lines must be articulated to educational graduate and

postgraduate programs.”

B. Instructions for the application of the Provisional Regulation for the Typology of

Universities and Polytechnic Schools, and majors or programs that each of these

institutions may offer. “The institutions may declare in writing to CEAACES, until October 20,

2013, their intention to be considered in any way, attaching a strategic plan specifying the actions

to take in order to achieve their goals. If any of the institutions does not write to CEAACES an

indicator of their intention of typology, it will be assumed that the institution wants to be a

University of Continuing Education.”


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3. EDUCATIONAL OFFERINGS

University of Cuenca has extensive educational offerings, featuring 49 degrees in three areas of

knowledge: Social Sciences and Humanities, Life Sciences and Health, and Engineering and

Technology; 22 graduate programs (13 master’s and 9 specializations). 80% of its students come

from area 6 of planning by SENPLADES, and the remaining 20% comes from the other areas of

the country and from abroad.

SCHOOL UNDERGRAUATE DEGREE

PROGRAMS

GRADUATE PROGRAMS

CURRENT FINISHED

(OCTOBER 2010-MAY 2013)

ARCHITECTURE AND URBANIZATION

• Architecture • Master of construction ( 2nd Edition ) • Master of Cultural Heritage - RCP- SO- 26 - No.263-2013 (to start soon)

• Master of Territorial Planning

ARTS

• Musical arts • Visual arts • Dance - Theatre • Design

• Master of Pedagogy and Musical Research ( 3rd Edition) • Master’s of Musicology - RCP- SO- 37 - No.386-2013 ( to start soon )

• Master of Arts (2nd Edition)

AGRICULTURAL SCIENCES

• Agricultural Engineering • Veterinary Medicine

• Master of Agroecology and Environment - RCP.S09.Nº221.10 (to start a new cohort soon) • Master of Animal Reproduction - RCP.S13.Nº 429.10 (to start a new cohort soon)

HOSPITALITY • Gastronomy • Hotel management • Tourism

• Master of Rural and Community Tourism - RCP- SO- 30 - No.309-2013 (to start soon)

ECONOMICS AND ADMINISTRATIVE SCIENCES

• Business Administration • Accounting and Auditing • Economics • Enterprise Engineering • Marketing • Sociology

• Master of Tax Administration ( 2nd Edition ) • Master’s of Human Rights and Public Policies

MEDICAL SCIENCES

• Nursing • Early Stimulation • Imaging • Clinical Laboratory • Medicine and Surgery • Nutrition and Dietetics • Physical Therapy

• Specialization in General Surgery • Specialization in Internal Medicine • Specialization in Pediatrics • Specialization in Gynecology and Obstetrics • Specialization in Anesthesiology • Specialization in Imaging • Specialization in Family and Community Medicine RPC - SO- 039- No.277-2012 (to start soon)

CHEMICAL SCIENCES

• Biochemistry and Pharmacy • Environmental Engineering • Industrial Engineering • Chemical Engineering

• Master’s of Industrial and Environmental Toxicology

• Master of Planning and Energy Management


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SCHOOL UNDERGRAUATE DEGREE

PROGRAMS

GRADUATE PROGRAMS

CURRENT FINISHED

(OCTOBER 2010-MAY 2013)

PHYLOSOPHY, LETTERS, AND EDUCATION

•Educational Sciences, majoring in Physical Education • Educational Sciences, majoring in Philosophy, Sociology, and Economics • Educational Sciences, majoring in History and Geography • Educational Sciences, majoring in Language, Literature, and Languages • Educational Sciences, majoring in English Language and Literature • Educational Sciences, majoring in Mathematics and Physics • Cinema and Audiovisuals • General Basic Education • Bachelor of Science in Social Communication

• Master of Education and Thinking Development • Master of English Language and Applied Linguistics

ENGINEERING

• Civil Engineering • Computer Engineering • Electrical Engineering • Engineering in Electronics and Telecommunications

LAW, POLITICAL AND SOCIAL SCIENCES

• Law • Degree in Gender and Development • Family Guidance • Social Work

• Master of Tax Law ( 2nd Edition )

DENTISTRY • Dentistry

• Specialization in Oral Rehabilitation • Specialization in Endodontics • Specialization in Orthodontics

PSYCHOLOGY • Clinical Psychology • Educational Psychology • Social Psychology

• Master of Psychotherapy of Children and Families

POPULATION AND LOCAL SUSTAINABLE DEVELOPMENT PROGRAM - PYDLOS

• Master of Local Development. Minors: Population and Development, Social and Territorial Networks


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4. ORGANIZATIONAL STRUCTURE

According to the statute, the government of University of Cuenca emanates from the free will of

professors, researchers, alumni, employees, and workers through participatory democratic

processes in the forms, proportions and requirements of the laws, statutes, and regulations. The

agencies of the co-government are: (i) The University Council is the highest educational body,

and (ii) The Board of Directors is the highest academic co-governance body. Institutional

authorities: (i) the President, who is the highest institutional executive authority, holds the legal

and extrajudicial power and is the one who presides the University Council; (ii) the Vice-President,

responsible for the policies of education, research, and community outreach. Academic

authorities: (i) Deans and Vice-deans, (ii) Department directors, research centers, and academic

programs.

4.1 Organizational structure by processes

The organizational structure of management by processes of University of Cuenca, focuses on

the institutional mission defined in its Institutional Strategic Plan 2012-2017. It is based on the

philosophy and methodology of products, services, and processes in order to ensure the effective

and efficient functioning of its internal activities, to meet the needs of users of its institutional

services.

The University, as an Institution of Higher Education, in an effort to harmonize its activities through

processes that make products and services, these are ordered and classified according to their

degree of contribution to the accomplishment of the institutional mission.

The governmental or institutional strategic processes guide the management process through

policy formulation and the issuance of rules and instruments to operate the institution.

The processes which add value generate, administrate, and control products and services

destined for external users and make possible the accomplishment of the institutional mission;

they also denote the specialization of the mission stated in the laws and are the priority of this

institution.


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PROCESESS TO ADD VALUE

GOVERNMENTAL PROCESSES

MANAGEMENT OF THE PRESIDENT S OFFICE

MANAGEMENT OF THE VICE-PRESIDENT S

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MANAGEMENT OF THE ACADEMIC BODY (UNIVERSITY COUNCIL)

ENABLING CONSULTATION PROCESSES

MANAGEMENT OF PLANNING

MANAGEMENT OF INTERNAL

EVALUATION

LEGAL MANAGEMENT AND CONFLICT

MEDIATION

AUDIT MANAGEMENT

MANAGEMENT OF COMMUNICATION

ENABLING SUPPORT PROCESSES

MANAGEMEN OF HUMAN RESOURCES

ADMINISTRATIVE AND FINANCIAL

MANAGEMENT

MANAGEMENT OF PHYSICAL PLANNING AND

CONSTRUCTIONS

MANAGEMENT OF TECHNOLOGY AND COMMUNICATION

MANAGEMENT OF SCIENCE, TECHNOLOGY AND INNOVATION

MANAGEMENT OF TEACHING

MANAGEMENT OF COMMUNITY OUTREACH

PROCESS MAP

MANAGEMENT OF CULTURE AND GOOD LIVING

MANAGEMENT OF THE ACADEMIC COUNCIL

UNIVERSITY OF CUENCA

The enabling processes are designed to develop products and services to support and guide

governmental processes which add value for themselves, making the institutional management

possible.

Management of the superior academic collegiate body (honorable University Council)

Management of

the President


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5. THE PLANNING PROCESS

5.1 Principles

Contextualized; the general environment or macro-global environment was considered

and analyzed from the point of view of academic excellence. Topics such as knowledge

society, expansion of world growth, differentiation and diversity in Higher Education

Institutions - HEI, funding of HEI, governance of HEI, quality assurance, governance of

universities, internationalization, research, development of innovation, and academic staff

were studied. The analysis of national environment examined demographic, socio-

cultural, technological, political/legal, and environmental variables. The analysis of the

micro-environment considered variables such as barriers to entry, alliances with suppliers,

alliances with potential customers, substitute products, the rivalry between competing

companies, and expectations of external actors, and the demand of the relation with

different sectors.

Leadership exercised by the President at all stages of the strategic plan and the Higher

Management (University Council).

The planning with the executors, carried out at all stages of the plan, that is, from the

diagnosis to the actual planning, which was the responsibility of the Department of

Planning in order to facilitate the formulation and systematization of different versions of

the document.

Participative; professors, researchers, students, and employees participated in this

process. Also, for the first time, the opinion and the proposal of external actors such as

representatives of chambers, the government sector, and the civil society, were collected.

Dynamic; allowing adaptation to global changes.

5.2 Integral

The planning process included all the areas of university life, i.e., undergraduate and graduate

teaching, scientific research, community outreach and management; all of this is helping to build

an institutional system of strategic planning.

5.3 Monitoring and Control

Automated process that covers each of the departments (academic and administrative).

5.4 Focus

It is prospective (UC must be prepared today to face the future), incorporating principles of quality

and relevance of higher education; these principles deal with the four mission central points, since

the long–term change to come is integral and simultaneously affects internal and external barriers,


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encourages institutional strengths and takes advantage of opportunities in the environment, such

as the contribution of PROMETHEUSES, to cite one case.

5.5 Institutional Strategic Plan and National Plan for Good Living

The objectives of the Institutional Strategic Plan are aligned with the 2013-2017 National Plan for

Good Living, as well as to its goals. The Plan observes the provisions established in the

Constitution of the Republic, specifically Articles 3, 280, and 293, the Organic Code of Planning

and Public Finance in its Article 4, which refers to the obligation of HEIs to submit to the provisions

of Articles 225, 297, and 315 of the Constitution of the Republic, and Article 54 of this code, as

well.

The Plan is aligned with Objective 4 of the 2013-2017 National Plan for Good Living: “To

strengthen the capacities and potentialities of the citizens,” and its policies: P.04.03. “To promote

non-formal spaces of permanent education for the exchange of knowledge and skills for the

learning society.” P.04.04. “To improve the quality of education at all levels for the generation of

knowledge and for the integral formation of creative, supportive, responsible, participatory, and

productive people under the principles of equality, social equity and territoriality.” P .04.06. “To

promote the reciprocal interaction between education, the productive sector, and scientific and

technological research for the transformation of the productive matrix and the satisfaction of

needs.”

5.6 Endogenous Long-Term Strategy

According to SENPLADES, the transition process from an extractive economy to a knowledge

economy, has a planning horizon period of 16 to 20 years; after this period, it is expected that the

composition of Ecuadorean exports will mainly consist of medium and high technology for the

satisfaction of domestic needs and the generation of exportable surpluses. The strategy has four

phases: (i) Accumulation for the transition and deepening of the redistribution, where

technological disaggregation through its transfer, overseas investments for building human

capacities, especially in basic and biological areas and the strengthening of conditions suitable

for community-based ecotourism, are a priority in this phase; (ii) distribution of the accumulation

and consolidation of the strategy. In this phase, the strategy of generation of wealth is

strengthened through ecotourism, which is linked to recently opened industries. This is a priority

strategy of investment in research and development through a tripartite partnership between

universities, public or private industry and public research institutes or technological research

centers. In this phase, the consolidation of a system of a fourth-level higher education system and

centers of excellence in applied research will be a priority, even though domestic revenues still


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depend on responsible and sustainable extractions of non-renewable natural resources; (iii)

consolidation of diversification and export substitution. The purpose is to improve the percentage

contribution of the domestic industry in the economy and the investment in science and

technology should generate productive innovation, (iv) Productive reconversion is the takeoff

phase of bio-services and their technological application; it is expected that the percentage

contribution of bio-services, including knowledge and tourism services, will be greater than that

of the primary sector.

5.7 Zonal Agenda 6

Planning Zone 6 is located in the south of Ecuador and comprises the provinces of Azuay, Cañar

and Morona Santiago. It occupies an area of 35,400 km2. Cuenca is the city with the best basic

services and the central area of administrative, economic, and academic activities. The process

of transition from an extractive economy to a knowledge economy involves the participation of

universities and polytechnic schools in the generation of knowledge for productive transformation.

Promoting scientific and technological research is one of the main priorities.


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The objectives that support the development of this area in science, technology, and innovation

and higher education (those that will possibly change in the new 2013-2017 zonal agenda and

those that University of Cuenca should also align with their objectives) are:

To encourage the consolidation of a system of higher education of third and fourth level

and of centers of excellence in applied research, linking the academia with the public and

private sector and with social and productive organizations.

To promote the development of specialized scientific studies on biodiversity, natural

ecosystems and valuation of the resources of the area supported by universities and

international cooperation.

To promote awareness of cultural diversity through research and dissemination of

practices of life and view of indigenous people and nations which contribute to their life

plans and the establishment of territorial constituencies in the framework of the

Constitution of the Republic.

5.8 Challenges of the Institutional Strategic Plan

The purpose of the Institutional Strategic Plan is to improve its academic standing worldwide, for

which:

By 2022 (second phase of the institutional plan), University of Cuenca will be within the

first 50 top universities in Latin America and among the 500 best universities in Ibero-

America.

By 2022, University of Cuenca will have completed its institutional challenge of being

considered a research and teaching institution, which means that:

o Each school or each area of knowledge will have a PhD program.

o Each school or each area of knowledge will have at least one program whose

research process features real and feasible support to the development of

manufacturing.

o The academic staff with doctoral degree will have at least 1 annual publication in

an indexed journal.

o The faculty will have at least 5% of international instructors with an excellent

academic background.

o Its graduate programs will attract international students.


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o Doctoral research will be conducted in partnership with public and private

companies.

o By 2027 (third phase of the plan), University of Cuenca will be generating and

registering patents that will become important in attracting world-class scholars.

o UC will lead the research process in our region and the country.

o Its research departments and centers will become resource managers to raise

capital for research, achieving major investigations of importance.

o There will be a close relation between undergraduate and graduate programs, so

UC will become a source of researchers to form sustainable research

communities.

By 2017, UC will have created and strengthened the conditions of being considered as a

Research and Teaching University, which means:

o Reaching the national goal of having 70% of the faculty with PhD training.

o Developing an agenda of science, technology and innovation with emphasis on

the development of planning zone 6, which involves having clear critical nodes of

the region, define priority areas together with SENPLADES and SENESCYT, and

the productive sectors, work aligned with zonal policies (in higher education

matters), identifying priority issues and attempting to organize academic activities

in domains of knowledge.

o Working to make UC a Science Technology Institutions–STI node in southern

Ecuador, linked to the national STI system in partnership with other top HEI in the

country and abroad, with Public Research Institutions (known in Spanish as IPIs)

and as a strategic partner of the government, productive, and social sectors. This

node will be fed by sub-nodes (areas of knowledge within UC) as shown in the

figure.


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o Updating and guiding the (undergraduate and graduate) academic staff toward the

aims pursued by the node of science, technology, and innovation and the needs

of production and development of the region.

o Developing and implementing at least two doctoral programs and two master’s

programs in science for the development of researchers in the next four years

(2013-2017).

o Promoting self-sustaining research on the principle of mutual benefit, when UC

participates as a strategic partner in the public and private sectors of the south and

the country.

o Achieving the institutional accreditation at national and international level (the latter

under the influence of SENESCYT).

o Being an active part of top academic networks at national and international levels

in order to strengthen education, research, and community outreach.

o Establishing an organizational structure for STI based on research departments

comprising top research centers, with the participation of foreign, national, and

local PhDs as principal researchers and masters as research staff.

o Increasing the number of publications in indexed journals with impact factor.


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o Creating incentives to attract foreign researchers with doctoral degree and

experience in research, and specifically in the priority areas of research so that

together with PhD scholars of UC and PROMETHEUSES, the Node of Science,

Technology, and Innovation in the south and in the country will be developed and

strengthened.

o Promoting the area of technological innovation aligned with the needs of the

productive sector that will enable productive development of the region while

generating patents.

o Creating a favorable environment for the development of inter, multi and

interdisciplinary research, taking advantage of the “Water Zone” for strategic areas

such as water resources, soils, medicinal plants, ecological economy, innovation

and environmental economy, recycling economy, alternative energy, the “other

economy” such as the economy of alliances, the popular economy of credit unions,

popular rural networks, focusing on the development of good living.

o Increasing the reference percentage (LOES) of funding for research activities.

Working to make UC a world-class university to attract the best professors, researchers,

and students, involves creating conditions of academic credibility and trust, by:

o Improving intra-institutional coordination.

o Improving internal and external communication.

o Implementing the standardization of concepts, processes and procedures.

o Developing and implementing policies and regulations to promote institutional

changes.

o Improving institutional positioning and competitiveness through integrated

processes and quality certification programs, degrees, continuing education

programs, and strategic management processes.

o Being a strategic partner of productive sectors to promote the change of the

productive matrix from the south, the region, and the country.

o Promoting research culture, taking advantage of the academic potential (new and

young professors,) which is joining UC after a massive retirement of professors.

o Planning and implementing the “Vanguard Project” by hiring the best graduates to

train them to pursue studies abroad (masters and doctorates).

o Developing and implementing a fourth level training plan for UC professors

(Masters and PhD).

o Implementing an educational model based on the student’s learning, developing

differentiated learning methodologies and subject area knowledge.


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Having an infrastructure that supports the processes of institutional change in academics

and management.

o Physical facilities: the construction of the “Balzay” Technological and Scientific

Center, where the Node of Science, Technology and Innovation (lecture halls,

laboratories, offices for full-time faculty, researchers’ offices, boardrooms,

business services, etc.) will be located; remodeling and upgrading of the central

campus , Irquis , El Paraíso, and Yanuncay.

o Technological: (to give an example: provide 100% Wi Fi coverage at all campuses)

o Equipment: (latest generation laboratories for Balzay).

o Bibliographic.


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6. SITUATIONAL ANALYSIS

6.1. Historic Timetable

Initiation of

activities as

“Corporación

Universitaria

del Azuay

1867”

Process of

creation of

12 schools

1890-2008

It takes the

name of

University

of Azuay

around

1895

It takes the

name of

University of

Cuenca 1926

Research is

organized in

institutes

IDIS, IDICSA,

IICT

1980-1994

The following

academic

programs are

created: PROMAS,

PYDLOS,

ACORDES, and

CESEMIN, 1990 to

present

Top programs

and groups

CEA, GCTA

2000 to

present

DIUC is created

as the division

in charge of the

coordination of

research

programs and

projects

2004

VLIRUOS

Project

Phase 1

2006

VLIR OUS

Project

Phase 2

2012

Among

250 Latin

American

universiti

es

according

to QS

2011

Considere

d a type A

University

2009

New

accreditation.

2013

HISTORIC TIMETABLE OF THE DESCRIPTION OF UC


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6.2 Analysis of the institutionality of Higher Education

Higher education in Ecuador is undergoing deep changes which affect its quality and relevance

within the perspective of a new development model. There have been several attempts to promote

the change of the institutional framework that regulates the operation of the system. These

changes are: (i) in 1982 the Law of Universities and Polytechnic Schools of Ecuador is issued,

the National Council of Universities and Polytechnic Schools -CONUEP- as a governing and

autonomous organization of university and polytechnic schools policies and responsible for the

administration of the system is created; (ii) May 2002, the Higher Education Act is issued,

establishing it as a regulatory, coordinator and planner body of the system to the National Council

of Higher Education -CONESUP- autonomous entity under public law, with legal status; (iii) in

response to the good living established in the Political Constitution of the Republic and consistent

with the objectives of the National Plan for Good Living, the new Law on Higher Education is

created, and Article 182 states that the National Department of higher Education, Science,

Technology, and Innovation is the organization to formulate public policies in higher education

and coordinate actions between the executive branch and HEIs.

In science, technology, and innovation issues, the institutionality change have followed the

following process: (i) The Division of Science and Technology, 1973; (ii) in 1979, the Law of

National Science and Technology was issued, creating departments to regulate science and

technology programs, the CONACYT as an advisory body of the National Development Council -

CONADE-; (iii) in 1994, the National Department of Science and Technology -SENESCYT- is

created as the political governing body of national science and technology; (iii) an amendment to

Executive Order 1829 dated September 7, 2006, states that the National Department of Science

and Technology will be an institution attached to the National Department of Planning and

Development –SENPLADES, which eliminates CONACYT, and closes down the Foundation for

Science and Technology - FUNDACYT-; and (iv) in October 2010 the transition of the National

Department of Science and Technology -SENESCYT- to the National Department of Science,

Technology, and Innovation takes place.

6.3. Analysis of the external environment

In the context of a new institutional framework to promote public policies to improve the quality of

higher education, the factors that influence the environmental analysis of UC are:

demographic/economic, socio-cultural, global, technological, political/legal, and environmental,

as illustrated in this figure:


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6.3.1. General environment or global macro-environment

The society of knowledge and information implies a cultural change focused on academic

excellence, through which, HEIs contribute to the development of the new productive matrix of

the country.

Due to the increase of the world population in age to join college, higher education institutions are

creating study programs in other countries, with blended studies and online methods of study, but

without ignoring the need of more facilities, equipment for laboratories and classrooms for

physical and/or virtual classes.

Differentiation and diversity are established in HEIs because there are exchange programs for

professors, researchers, and students to improve their skills since there is a need to establish

international agreements under win-win negotiations.

The financing of HEIs is a strategic and key factor to achieve academic excellence, which implies

increasing state resources for public HEIs, as well as increasing and improving self-management

with international dimension.


DEMOGRAPHIC/ECONOMIC

SOCIO-CULTURAL

GLOBAL

TECHNOLOGICAL

POLITICAL/LEGAL

ENVIRONMENTAL


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The governance of systems or the strategy of creating a culture of integral management of HEIs

emphasizes the consideration of a university as a system; not to mention each of its departments;

that is, each area is important, but the whole is even more important.

Quality assurance is a constant pursuit of excellence in the context of a timely response to the

expectations and needs of development of the country, the region, and the world.

The governance of universities will reflect a management vision, in which the academic

experience and business management will be combined in order to create synergies that will

strengthen the academic activities.

The internationalization of HEIs is making extraordinary changes in higher education because it

promotes the improvement of academic quality through the exchange of professors, students,

and researchers and the formation of strategic alliances.

Research, development, and innovation are all a task of social responsibility of HEIs with society,

because HEIs are entities for development and growth of science to improve methodologies and

technologies for the benefit of mankind.

The academic staff of HEIs focuses on the process of teaching and learning as the main element,

but also on the development of the process of scientific research. The challenge of being a

tenured professor and researcher makes him a manager of new knowledge for the society.

The challenge of higher education is huge and long-lasting. There is no place to adopt meditative

attitudes or a reactive position. The present and future are proactive and pre-active. The reactive

positions belong to the past. The Information and Communication Technologies (ICTs) enclosed

the space and shortened the time, so that around the globe, to a greater or lesser extent,

technological obsolescence of the world today also means the “obsolescence” of academic

offerings [although not in a linear relationship].

In other words, higher education must anticipate events through appropriate long-term strategic

planning; it also has to make significant changes, which in turn should provide accurate and timely

responses to environmental demands.


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The main global professions are highly competitive, and the base of their competitiveness is

determined by the quality or professional excellence and training in scientific research and applied

to technological innovation.

As follows, the main dynamic areas with the main occupations are described:

Information Technologies [ICT] in the on-site and virtual educational activity.

The change in the global energetic matrix aiming to reduce the use of fossil fuels and

promote the use of alternative energy sources: wind, hydraulic, geothermal, biomass,

solar and others to be discovered in the future.

Biotechnology, Genetic Engineering, Bioengineering, Biomaterials and Tissue

Engineering. Nanotechnologies are fields of applied science dealing with the control and

manipulation of matter at a scale smaller than a micrometer, that is, at the level of atoms

and molecules (nanomaterials).

Environment: in this field there are various research lines from those purely technical to

the social ones. Concerns about the environment are long-lasting, so UC should lead the

training of professionals in this area.

The strengthening of new global powers such as China, India, and others.

The aging of the population in developed countries is an opportunity that the university

should take advantage of by hiring highly qualified retired professionals from abroad,

whose contribution would be to strengthen research, teaching, and management.

However, in our country, the aging of the population is a problem that needs to be solved

because elderly professors continue working and represent an obstacle for the purposes

of academic and scientific innovation that the university is looking for. Therefore, it is

necessary to design strategies for generational renewal by allowing the hiring of young

professors and researchers.

6.3.2 Demographic/economic

The number of inhabitants of Ecuador in 2010 according to INEC is 14,483,499; and in Zone 6,

provinces of Azuay, Cañar, and Morona Santiago, there are 1,085,251 inhabitants, which is

7.49% of the population. There are more than 30% young people under 30, so there will be more

demand for higher education and the modalities of on-site and virtual education are expected to


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grow too; so universities will continue to play a major role in the society of knowledge either as

providers of professional excellence or as producers of scientific and technological knowledge.

The budget of HEIs is determined by government policies in which it is reflected the need for

proper strategic planning because information and costs need to be shared for a better

management.

An important factor that Ecuadorean universities have to face, especially public universities, is

free education, making it necessary to increase the budget to cover the gap of policy changes.

6.3.3 Sociocultural

Several important aspects are observed within the social sphere, including the increased

migration of professionals with M.Sc. and Ph.D. degrees from underdeveloped countries to large

cities. At the same time, the inclusion of more women with degrees in decision-making positions

is noticeable.

Universities are in the process of innovating and transforming their teaching strategies to promote

student participation in learning and research processes.

The cultural and environmental diversity of the region and the country are opportunities for the

development of science, technology, and innovation; it is also necessary to have a link with

primary and secondary educational subsystems to strengthen all training programs required for

proper academic performance in the upper subsystem.

The PROMETHEUS programs and scholarships meant for fourth level training generate

opportunities for the development of teaching and science and technology at UC.

6.3.4 Technological

The rise of ICTs emphasizes a radical change in the new methodology of learning for the student,

linked to the use of other computer resources for a virtual learning environment. It will involve the

use of new technology focusing on environmental protection, the use of corporate mobile

technology, and the use of computer software to enable automation of administrative and

academic processes.

The innovation of laboratory equipment and research centers is an opportunity to update them

within the infrastructure of HEIs. Innovation in education aims to facilitate student learning. The


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increasing development of virtual environments and the role of social networks promote the

improvement of teaching, self-learning, and research.

6.3.5 Political/legal

The new national regulations, based on the Constitution of the Republic, the National Plan for

Good Living and some laws, particularly, the Law of Higher Education, LOES, and its regulations,

the Organic Law of Public Service, LOSEP, and its regulations, the Academic Regulations and

Seniority of professors and researchers, and the process of institutional accreditation and major

course hosted by CEAACES are a regulatory framework for HEIs.

The above regulations rule the stability of professors who do not have master or doctoral training.

6.3.6 Environmental

Every human activity causes an environmental impact. For this reason it is a concern of HEIs to

be fully involved in the problems of global warming and participate in the awareness of its daily

activities so that each action carried out in each field can be sustainable and feasible.

6.3.7 Sectorial environment: micro-environment

For the analysis of the micro-environment of UC, Michael Porter’s 5 Forces have been established

as theoretical references as follows:


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6.3.7.1 Barriers of Entry

The main barriers for UC not to grow and develop include:

Rules, regulations, and budget.

Resistance that may come from institutions of society as well as from businesses.

6.3.7.2 Partnerships with suppliers

Since the Institute of Government Procurement (INCOP) establishes its own criteria on

the amount of purchases of goods and services by HEIs, these cannot directly have

partnerships with suppliers because they must undergo a process of competition for the

purchase of specific goods and services.

All contracts with suppliers should improve their efficiency and effectiveness to work with

them in the future in accordance with the performance they may have in a particular

activity.

6.3.7.3 Partnerships with potential clients

UC, within their strategic planning, considering community outreach a major factor, must

manage agreements and strategic alliances with top universities and research centers in

the region, the country, and the world; UC must also become a bridge in the future to

provide services that may be required from it.


Barriers of Entry

Partnerships with

suppliers

Partnerships with

potential clients

Substitute Products

Rivalry on competitive companies


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The demand for services to UC from local government, businesses, and public

organizations or NGOs represent an opportunity for growth and institutional development.

Signing international conventions may permit the expansion of UC to new frontiers and

create blocks of exchange for mutual services among other institutions.

6.3.7.4 Substitute products

The major substitute products and services that affect UC may include:

Distance education provided by other HEIs, which threatens to reduce the number of UC

students.

Dissemination of activities of other HEIs by mass media (TV, radio, Web).

Virtual education.

Consulting and advisory services offered by UC can be affected by consulting firms.

6.3.7.5 Rivalry on competitive companies

The main factors why UC may be a rival for other competitors include:

The competition between HEIs in our country is an important factor because under current

regulations, every institution requires professors with a M.Sc. and a PhD degree.

Therefore, these professionals will be enrolled in those HEIs which offer better working

conditions.

The development of technology of HEIs.

The prestige acquired by the performance of their professors and employees, types of

majors, and professional practice.

6.4 Expectations of external actors

The development of the plan was supplemented with contributions given by local stakeholders

from the public and private sector through interviews; information has been analyzed in two

categories: (i) profile of UC staff; and (ii) demand of links. The private sector requires that the

degree programs can balance the theoretical workload with the practical one, promoting dual

education, that is, that learning will take place both in a classroom and in businesses and public


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and private agencies; with this, the students will have practical skills to be ready to work with

enough experience, and companies will hire people who will work properly; this will definitely

improve their self-confidence when working as well as their adaptation process.

6.4.1 Demand of linkages with different sectors

This concern means internships, pre-professional training, service sales and provision of

information for planning, scientific research, technological innovation, continuing education

programs, and virtual education programs. Research and technological innovation are both

demanded by all external stakeholders and expect their demands to be met by UC. Pre-

professional training allows students to practice in a perfect environment, in such a way that this

process will benefit the students and the sector in which they are involved. This means that

laboratories, time allocation, and supervision will have to be improved.

6.5. SWOT

CENTRAL POINTS

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

RE

SE

AR

CH

Institutional policies, regulations, and procedures established to promote the development of science, technology, and innovation.

There is not a management model for the development of science, technology, and innovation.

The new Organic Law of Higher Education promotes the development and strengthening of science, technology, and innovation.

Policies, programs, CTI plans and regulations of SENESCYT could weaken research groups, programs and science, technology, and innovation projects developed by UC.

Academic staff with research experience, management skills and master and doctoral training.

The current system of research organization does not facilitate the creation of more flexible structures for the development of CTI.

The PROMETHEUS Programs and scholarships for fourth level training.

The research areas imposed by SENESCYT to restrict funding affect the development of research in social and health areas, which have been successfully developed at UC

Availability of resources and institutional rules to publish the scientific production of UC.

In the areas of administration of UC there are no representatives of the research groups.

Availability of agreements and partnerships with top universities and research centers in the country and abroad.

The uncertainty and lack of clarity by SENESCYT in regard to the process of evaluation of project proposals and the corresponding allocation of funds to the winning proposals, discourages UC teams to present their projects.


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Demands of the productive, government and social sector for research groups from UC to undertake consulting research on issues of national interest.

The persistence of a teaching vision and the consequential overload of teaching hours reduces the time spent on research and the writing of scientific papers for publication.

The link between UC CTI policies and national policies of the National Plan for Good Living (known in Spanish as PNBV) promotes the selection of current research areas of social and environmental relevance.

Productive and social sectors do not appreciate the role of scientific research and technological innovation in improving their productive and organizational processes.

Availability of research staff, infrastructure, and equipment for research, facilitating the creation of partnerships for research.

Poor coordination between research groups and DIUC, which prevents optimal use of services and equipment for research.

Accreditation of HEIs nationwide.

Research in private universities is developed with its own resources, allowing them to achieve results in less time.

TE

AC

HIN

G

The academic offerings of UC is broad and diverse, the curriculum is organized by credits in response to social demands, and it is aligned with the needs of building human capabilities of the PNBV.

In some classes, an inappropriate relationship between theory and practice, persists.

The new national legislation, particularly LOES, its rules and others that are under development by SENESCYT and CES, whose application will make big changes to the quality of institutional academic management.

High dependence on public budget; also, it is not enough to meet the demands of institutional development, and there are restrictions for self-management.

Most of the faculty is tenured and has a fourth level training (advanced diploma, specialization, master, doctorate), with experience in the public and private sectors.

Some teachers still teach and assess through traditional methods.

Cultural and environmental diversity of the region and the country are opportunities for the development of science, technology, and innovation.

The primary and secondary educational subsystems do not provide the training required for an appropriate academic performance in the superior subsystem.

Graduates and professionals from UC, have easy access to scholarships and international postgraduate programs, as well as employment opportunities.

There is no clear relationship between educational objectives and learning outcomes.

The increasing development of virtual environments and the role of social networks, promote the improvement of teaching, self-learning, and research.

Threat to the stability of untrained teachers or those with no master's or doctorate degree.


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An educational model that encourages self-learning and promotes, as part of professional training, community outreach, research and critical thinking.

Little relationship between teaching and research is seen in the research themes and content of the courses.

The emergent process of internationalization of higher education institutions promotes the improvement of academic quality through the exchange of teachers, students, and researchers and the formation of strategic alliances.

Government’s intention to centralize the academic and administrative control of universities.

A public university considered a regional, national, and international academic reference for its policies and academic achievements.

Similar classes in different schools taught to small groups, which means the increase of costs due to the number of hours and classes per teacher.

The increasing demand for access to higher education, graduate programs, and continuing education require continuous improvement of academic quality and services.

1 Government weakness to implement policies to encourage links between the university and the productive sector.

The vision of institutional change to become a top university.

Excessive work load per teacher.

The accreditation of the HEIs nationwide.

An excessively rigid accreditation model.

CO

MM

UN

ITY

OU

TR

EA

CH

2 UC is an academic reference at a regional, national, and international level. It is in the ranking of top national universities.

The conceptual scope which implies a sustained community outreach program is not clear.

The trust of society in the services offered by UC.

The academic programs of some majors offered by UC are similar to those offered by private HEIs.

UC has disciplinary and interdisciplinary community outreach programs and projects.

Lack of clarity of the institutional policy on community outreach. Few links with the private sector and few or no links with immigrants abroad.

National and regional development plans help to align UC projects to the objectives of these plans to improve the quality of life of the population and the fulfillment of national goals.

Limited inter-institutional coordination.

UC is part of national and international academic networks which provide technical and academic support.

Poor dissemination of services offered by UC to society; generally, professional training in the classroom is given priority.

Regulations which promote the strengthening of UC with the community.

Social perception is wrong in the sense that the services offered by UC should be free; on the other hand, trust in UC by the private sector is still emerging.


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Infrastructure and facilities enable the implementation of training and professional development programs.

Lack of equipment and technology for implementing programs and projects featuring with community outreach.

The demands of services from local governments, businesses, and organizations.

3 The budget is limited by the central government.

MA

NA

GE

ME

NT

UC is developing an institutional planning system.

Persistence of long and diverse processes in the administration. There is not a manual of procedures. There is not a manual of functions, rules, and partial regulations in the academic and administrative departments.

National Plan for Good Living, laws, rules and procedures, whose objectives and principles the institutional planning is aligned with.

UC budget allocated by the central government is insufficient.

The automation of some academic and administrative processes, speeding up the provision of institutional services.

Different procedures for the same activity, inefficient document management, information dispersion.

The process of development of Information Technology and Communication makes community outreach easier.

Rigid and complex rules regarding computer systems imposed by the Ministry of Finance (deadlines, limitations, difficulties in connecting with the own systems of the university).

Institutional agreements with government, productive, organizational, and community sectors.

Unfriendly relationship with internal and external stakeholders and the administrative staff of UC.

The national trend of sharing information and costs is an opportunity to improve the university administration.

Government delays in making decisions, issuing policies, regulations, and standards, especially with regard to LOES and institutional evaluation issues.

The administrative staff has experience and appropriate training for university management.

There is no rationalization in the distribution of administrative staff. It is difficult to deal with new challenges demanded by ICTs and low English proficiency.

External support for the modernization and professionalization of institutional management.

Insecurity in and around the university.


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The university administration political decision to support the continuous improvement of the institutional management.

Unplanned and non-rational use of physical spaces.

Successful experiences of institutional management models in which UC has had access.

Little linkage between universities (national and international) to design common policies and management tools.


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7. GUIDING ELEMENTS

7.1 2012-2027 Strategy

On the base of the expectations of institutional development and on the perspective of responding

the demands of the environment more efficiently, University of Cuenca has endeavored to

improve its academic quality in order to be one of the top universities in the world; for this reason,

it has set a timeline of at least 15 years to establish itself as a research and teaching university at

international level, which involves three different but complementary stages.

7.2 Strategies for the first stage

The stage of institutional strengthening is the 2012-2017 PEUC, and its central point is research; around it, teaching and community outreach were articulated with the support of process-based institutional management.

Science, Technology, and Innovation

Controlled opening of departments and research centers in the scientific and technical, biological and health, social, humanities, and arts areas. The regulations of departments of University of Cuenca have already been approved.

Redefining the organizational structure for research which will allow the implementation of

research departments and international graduate school.

Creating departments and research centers in the scientific and technical, biological and

health, social, humanities, and arts areas. UC already has the Regulations on Departments

of UC approved by the University Council.

Promoting the formation of disciplinary and interdisciplinary research team groups.

Encouraging research staff to improve their skills.

Supporting the integration of research teams in national and international graduate and

research networks.

Promoting good quality research and innovations in partnership with government, academic,

and productive sectors.

Incorporating and institutionalizing formative research in the curricula.


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Teaching

Review of undergraduate curricula from the perspective of education and research and the institutionalization and internationalization of graduate programs (International Graduate School), in agreement with new academic regulations.

Reviewing coordinated undergraduate curricula from the perspective of educating with research and the institutionalization and internationalization of graduate programs (International Graduate School), consistent with the new Academic Regulations.

Ensuring academic excellence with twenty-first century university policies.

Promoting fourth level training for academic staff ( M.Sc., PhD and post PhD)

Reviewing undergraduate curricula focused on teaching and research and institutionalization

and internationalization of graduate programs (International Graduate School).

Implementing a learner-centered educational model

Supervising the students’ academic training process and providing them self-learning skills

and tools for them to join international fourth-level HEIs.

Community Outreach

It is necessary to find links at regional and national level in all its forms: productive matrix, society,

traditional and new universities, as well a collaborative and excellence networks in teaching and

research at international level.

Searching for integral linkage at zonal and national level in all its forms: productive matrix,

society, traditional and start-up universities; collaborative and excellence networks in teaching

and research at International level.

Encouraging UC self-management through transfer of research results and providing services

to the community.

Analyzing the impact of graduates’ training on society.

Institutional Management

It is important to redefine administrative tasks by reducing bureaucracy through a new

organizational structure derived from a new university model.

Rearranging administrative tasks by reducing bureaucracy through a new organizational

structure derived from a new university model.

Featuring an institutional process-based management model.

Training administrative human resources based on their skills and institutional needs.

Innovating facilities, technology, bibliography, and equipment to meet the needs of institutional

development.

Applying a management plan of academic and administrative risks to mitigate risks in order

to successfully achieve institutional goals.


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7.3 Mission

The University of Cuenca is a public, whose mission is to train professionals and

scientists committed to improving the quality of life in the context of multiculturalism

and in harmony with nature. The University academic quality is based on creativity and

innovation as well as on its ability to face current scientific and human challenges for

society at regional, national and international level, equitably and efficiently.

7.4 Vision

The University of Cuenca will be an institution with national and international recognition for its excellence in teaching, research, and community outreach, as well for its commitment to regional and national development plans to promote and lead critical thinking in society.

7.5 Values

Commitment

To assist society and promote environmental preservation.

To comply with legal and procedural regulations.

To encourage the fulfillment of goals of the National Plan for Good Living dealing

with HEIs.

To strengthen peoplehood and peopleness by supporting institutional

improvement strategies.

Transparency

To ensure transparency of all academic, scientific, and administrative actions.

To facilitate public access to UC information.

To present reports to the university community and society.

Excellence

To promote changes in the quality and relevance of higher education.

To work under the principles of social and scientific quality for the compliance of

relevant central points.

To manage excellence effectively and efficiently.

To lead academic, scientific, and administrative management.

Loyalty


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To meet the goals of the university vision and mission to achieve the goals of the

National Plan for Good Living and the National Plan for Science, Technology, and

Innovation.

To encourage teamwork.

To ensure a highly effective communication in and out of the university.

To support institutional management.

Innovation

To produce new scientific and technological knowledge.

To manage institutional and environmental changes proactively.

To strengthen capacities and capabilities of human resources.

To promote technological development to improve academic and research

management.

Equity

To build organizational self-reflection habits to promote change.

To improve and diversify affirmative action policies.

To respect cultural diversity in all its manifestations to enforce the rights of different

groups of the university community and society. To strengthen community

outreach.

7.6 Institutional policies

1. To strengthen the development of science, technology, and innovation through disciplinary and interdisciplinary approaches by promoting the inclusion of ancestral knowledge in response to social needs.

2. To improve the quality of higher education from a scientific and humanistic perspective by strengthening the learner-centered educational model and applying international quality standards as well as articulating the objectives of the National Plan for Good Living.

3. To strengthen institutional links with public, private, and community organizations by selecting priority action areas for collaboration and mutual cooperation.

4. To promote institutional management improvement processes to support academic, operational, and strategic management.


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7.7 Institutional development strategic objectives (Rationale)

To increase by 200% the publication of scientific and technological articles in indexed journals to make UC an institution of higher education producing science, technology, and innovation for the development of the region and the country by 2017.

To increase the efficiency of graduate and post graduate programs by training highly skilled professionals who will promote the change of the productive matrix and social development to produce and transfer knowledge in the field of basic and applied research.

To increase the participation of UC in changing the zonal and national productive matrix by implementing programs and projects in partnership with the government, communities, and productive sectors, integrating ancestral knowledge.

To improve the level of excellence of services provided to people.

7.8 Institutional development strategic objectives (Institutional strengthening)

To turn UC into a higher education institution producing science, technology, and innovation in three complementary directions: (1) increasing the level of support to the productive matrix and social development by making bigger efforts to design and implement zonal research projects; (2) encouraging cooperation at national, regional, and international level in top research networks; and (3) increasing the publication of scientific papers in indexed journals.

To increase the number of teachers with PhD degrees whose profiles aim to change the productive matrix and social development to produce and transfer knowledge in the field of basic and applied research in accordance with strategic interests of the country.

To improve community outreach according to the new model of generation and management of knowledge.

To improve the efficiency of academic and administrative management according to the new model of generation and management of knowledge and the process-management model.

7.9 Process–based management model

University of Cuenca, in order to be an efficient, effective, and organized manager of all its

services, always looking for academic and administrative excellence, suggests a new model of

institutional management.

The management model of University of Cuenca is based on Process-Based Management (GBP),

which considers the institution as an interrelated system of processes to increase the satisfaction

of all users. GBP allows the application and feasibility of an institutional quality management

system, which is a set of good practices related to management processes.


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7.10 Strategic objectives by mission

Science, Technology, and Innovation

1. To strengthen the organizational structure for the development of Science, Technology

and Innovation (STI). 2. To promote the specialization, training, and updating of research staff. 3. To increase the funding of STI projects and programs. 4. To promote the inclusion of formative research in scientific research. 5. To promote research to produce innovations and/or inventions for social impact. 6. To promote the improvement of scientific productivity of the research staff. 7. To build suitable environments for the development of STI. 8. To promote the transformation of current academic programs working on research or

consultancy into research departments and/or community outreach departments.

Teaching

1. To achieve institutional accreditation of majors and graduate programs at national and

international level. 2. To keep UC as a national and international academic reference. 3. To strengthen postgraduate programs. 4. To improve the quality of university teaching. 5. To accompany students in the course of their academic life. 6. To promote a suitable institutional environment to assure the quality of education. 7. To implement a program of studies on competitive intelligence. Community Outreach

1. To strengthen UC community outreach. 2. To develop and implement a training linkage system. 3. To increase self-management strategies. 4. To support strategic thinking processes for sustainable human development.

Institutional Management

1. To continue with administrative, technical, and physical improvement of library services. 2. To update the physical and electronic library collection. 3. To strengthen the organizational structure of the Department of Information Technology

Development (DITD). 4. To automate UC processes. 5. To improve the quality of the provision of IT services. 6. To improve ICTs infrastructure.


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7. To implement an institutional planning system. 8. To improve institutional management. 9. To strengthen welfare services. 10. To design physical expansion by taking into account the needs of teaching, research,

community outreach, and institutional management. 11. To rearrange the legal staffing to improve the institutional management consultancy. 12. To promote individual integral development by enhancing their skills and abilities. 13. To develop and implement a new cultural management model. 14. To promote the internationalization of UC. 15. To implement a system of physical security in all campuses. 16. To improve internal and external institutional communication. 17. To optimize financial management. 18. To implement a financial and economic monitoring process for admission, enrollment, and

completion processes of undergraduate, graduate, and continuing education students.


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7.10 Description of the Planning Proces

Central point

Strategic Objective Officer Responsible Support Strategic actions Code Indicators Indicator

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Science, Technology, and Innovation (STI).

1.1 To strengthen the organizational structure for the development of STI.

Vice President DIUC Research Council DIPUC Schools and Academic Departments VLIR MUAS project DPUC

To adapt the organizational structure of DIUC to the needs of transitioning to a research and teaching UC.

IC-01 Organizational structure of STI appropriate to the needs of institutional expansion.

Yes/No By October 2013, the organizational structure of the UC´s STI has been implemented.

Vice President DIUC Researchers HCU DIPUC Schools

To define institutional policies of STI required for the transition process from a teaching UC to a research and teaching UC.

IC-02 Explicit institutional policies of STI disseminated and applied.

Yes/No. In March 2013, STI policies are approved.

Vice President DIUC Researchers HCU DIPUC

To formulate internal regulations to strengthen the career of teachers- researchers.

IC-03 Internal Regulations approved for teachers-researchers.

Yes/No. In September 2013, regulations are approved.


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Vice President DIUC Academic Departments VLIR transversal HCU DIPUC DDI

Inventory of programs and projects of STI of University of Cuenca.

IC-04 Database of programs and projects of STI of UC

Number of programs and projects of STI of University of Cuenca

In February 2013, there is an inventory of STI programs and projects.

Vice President DIUC Academic Units VLIR transversal HCU DIPUC DDI

To formulate procedures and regulations for the organization of STI in scientific research departments.

IC-05 Number of STI departments.

Number of STI departments of STI

By October 2015, at least 3 STI departments are established.

Vice President DIUC Research departments Research Groups Researchers HCU Communication Department DIPUC DDI

To create a DIUC Editorial Board for scientific journals.

IC-06 DIUC Editorial Board for scientific journals.

Yes/No. In December 2013, a DIUC Editorial Board for scientific journals is established.

Vice President DIUC Researchers HCU Schools DIPUC

To update institutional research lines related to the National Plan for Good Living

IC-07 Lines of STI disseminated

Yes/No. In February 2013, the lines of STI are all disseminated.


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Vice President DIUC Researchers HCU Schools DIPUC

To generate STI lines for development of projects with international peers, for example, climate change, social conflicts, natural disasters, social transformation, and improvement of competitiveness between countries.

IC-08 Lines of STI for the development of projects with international peers are disseminated.

Yes/No. In February 2014, STI lines are disseminated in order to develop projects with international peers.

Vice President DIUC Research groups Academic departments conducting research DIPUC

To update procedures and regulations to enable DIUC perform its duties as the responsible for the development and strengthening of STI.

IC-09 Formal procedures and standards for the development and strengthening of STI.

Yes/No. In July 2013, procedures and standards are formalized for the development and strengthening of STI.

Vice President DIUC Academic Departments VLIR transversal Schools DIPUC (DDI)

To formulate procedures and regulations to promote the formation of research groups to train staff from different departments.

IC-10 Number of research groups by area of knowledge.

Number of research groups by area of knowledge

At the end of 2015, at least 1 new research group by area of knowledge will be created.

Vice President DIUC Academic Departments VLIR transversal Schools DIPUC (DDI)

To formulate procedures and regulations to promote the formation of research groups to train staff from different departments.

IC-11 Implemented procedures to support the formation of groups of researchers.

Yes/No. By June 2013, procedures are implemented to support the formation of groups of researchers


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Vice President DIUC Majors Research groups DIPUC

To establish procedures for the participation of teachers in STI departments.

IC-12 Percentage of teachers per school belonging to an STI department.

(Number of teachers per school belonging to an STI department /total number of teachers per school) *100.

By December 2017, at least 50% of researchers from each of the STI departments are teachers form different schools.

Vice President DIUC Departments DIPUC

To define the academic and scientific profile to be met by a researcher of the STI Department.

IC-13 Academic and scientific profile of a researcher of the STI Department.

Yes/No. By October 2013, the researcher’s profile of the STI Department is approved.

Vice President DIUC Majors Research groups DIPUC (DDI)

To strengthen the institutional policy of an annual contest for research programs and projects, and postgraduate projects.

IC-14 Number of projects with institutional funding.

Number of projects with institutional funding.

Since March 2016, at least 3 projects per department will be institutionally funded.

Vice President DIUC Majors Research groups DIPUC (DDI)

To formulate policies to encourage and reward the management of external resources for STI.

IC-15 Percentage of external resources for the development and strengthening of STI.

(Annual budget of external resources for STI/total annual institutional budget for STI) *100.

Since March 2015, at least 40% of STI resources will come from external sources.

1.2 To promote the specialization, training, and updating of research staff.

Vice President DIUC VLIR Transversal DTH DIPUC (DDI)

To implement a training plan for teacher-researchers.

IC-16 Number of hours of STI training per year

Number of hours of STI training per year

Since January 2013, the annual offer of DIUC for STI training, is at least 100 hours per year.


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Vice President DIUC VLIR Transversal DTH DIPUC (DDI)

To implement a training plan for teacher-researchers.

IC-17 Percentage of teachers-researchers trained per year according to their category.

(Number of trained researchers/total researchers) *100.

Since January 2013, annually, 100% of the research staff has received training and updating.

Vice President DPUC DIUC VLIR Transversal DTH URI SG DIPUC (DDI)

To implement a training plan to support the training of research staff to get M.Sc. and PhD degrees.

IC-18 Percentage of applicants to a M.Sc. and PhD course trained on the process of scientific research.

(Number of applicants to obtain M.Sc. and PhD degrees trained annually/total applicants for M.Sc. and Ph.D. degrees) *100.

In September 2012, there are 100% of applicants of Masters and Doctorate Programs who have been trained in the research process.

Vice President DPUC DIUC VLIR Transversal DTH URI DJ DIPUC (DDI)


IC-19 Percentage of research staff with M.Sc. degrees

(Number of researchers with a M.Sc. degree/total research staff) *100.

In December 2017, at least 80% of research staff has M.Sc.

Vice President DPUC DIUC VLIR Transversal DTH URI SG DIPUC (DDI)


IC-20 Percentage of research staff with PhD degrees

(Number of teachers-researchers with a PhD/total research staff) *100.

By December 2017, 70% of tenured teachers-researchers will have a PhD degree.

1.3 Improve funding for STI.

Vice President DAF DIUC President’s office HCU DIPUC (DDI)

To update the rules for the annual allocation of financial resources for research.

IC-21 Percentage of institutional budget for economic aid for training in M.Sc. and PhD per year.

(Institutional budget economic aid/total of UC’s budget) *100.

In March 2013, the annual allocation for STI is at least 6%


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Vice President DIUC DAF President HCU DIPUC (DDI) Schools

To update the rules for granting scholarships and financial aid to teachers-researchers.

IC-22 Updated regulations.

Yes/No. In March 2013, the scholarship regulations are updated.

Vice President DIUC DTH DAF President HCU DIPUC (DDI)

To update procedures and regulations for the annual allocation of resources for STI.

IC-23 Procedure and rules for the annual allocation of resources for STI.

Yes/No. In March 2013, procedures and rules for the annual allocation of STI are updated.

Vice President DIUC DAF Rector HCU DIPUC (DDI)

To prepare the STI annual operating plan.

IC-24 Annual rate of salaries for researchers (tenured and contracted).

(Budget for financing salaries of researchers/total UC budget) *100.

In March 2013, the annual allocation for STI is at least 6%.



IC-25 Percentage of budget for research projects per year.

(Budget for research projects/total UC budget) *100.




IC-26 Percentage of budget for expenses and supplies related to research.

(Budget for expenses and supplies related to research/total UC budget) *100.


Vice President DIUC Research Council


IC-27 Percentage of budget for computer equipment, laboratories, and other research equipment.

(Budget for computer equipment, laboratories and other research equipment/Total UC budget) *100.



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Vice President DIUC Research Council.


IC-28 Percentage of budget for administrative staff supporting research.

(Budget for administrative staff supporting research/total UC budget) *100.


1.4 To promote the inclusion of

formative research in scientific research.

Vice President DIUC Departments Majors VLIR Transversal HCU CDRJBV DIPUC DDI

To establish procedures, regulations, guidance, and an institutional format for the presentation of research papers for undergraduate degrees.

IC-29 Approval of procedures, regulations, guidance, and institutional format for the presentation of research papers for undergraduate degrees.

Yes/No. In December 2013, procedures, regulations, guidance, and an institutional format for the presentation of research papers for undergraduate degrees are approved and disseminated.

Vice President DIUC Departments Majors VLIR Transversal HCU CDRJBV DIPUC DDI

To establish procedures, regulations, guidance, and an institutional format for the presentation of research papers for undergraduate degrees.

IC-30 Percentage of articles of thesis meeting the institutional format requirements for graduation papers.

(Number of articles of thesis that meet the institutional format requirements for graduation papers/total graduation papers) *100.

Since March 2014, annually, 100% of the graduation papers are aligned with institutional format standards.

Vice President Academic Council DIUC

Majors Curriculum Committee DIPUC DDI

To implement in every school, a Scientific Research Methodology class.

IC-31 Percentage of schools which implemented a Scientific Research Methodology class.

(Number of schools which implemented a Scientific Research Methodology class/ total of schools) * 100.

In September 2013, 100% of the schools have implemented a Scientific Research Methodology class.


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To implement in every school, a thesis formulation class

IC-32 Percentage of schools which implemented a thesis formulation class.

(Number of majors that implemented a thesis formulation class/total of schools) *100.

In September 2013, 100% of the schools have implemented a thesis formulation class.



To formulate research lines aligned with institutional lines of Science, Technology and Innovation.

IC-33 Percentage of schools with lines of research in terms of institutional research lines

(Number of schools with research lines based on institutional research lines/ total of schools) *100.

In April 2013, at least 80% of the schools have research lines in terms of institutional research lines



To implement procedures to align graduation works with schools research lines.

IC-34 Percentage of graduation works in agreement with schools research lines.

(Number of graduation papers in agreement with schools research lines/total of thesis from a school)*100.

In September 2013, 100% of graduation works agree with schools research lines.


DTH DIPUC DDI

To develop and implement a training plan for teachers and tutors of the thesis formulation class.

IC-35 Percentage of teachers trained in the thesis formulation class.

Number of teachers trained the thesis formulation class/total of teachers of the thesis formulation class

In September 2013, 100% of teachers responsible for the thesis formulation class are trained.


DTH DIPUC DDI

To update rules for research assistants or thesis students in STI projects and programs.

IC-36 Regulations updated for research assistants or thesis students.

Yes/No. In September 2013, the regulations are updated.


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Vice President DIUC Academic Council DTH DIPUC DDI

To establish linking strategies from formative research to scientific research.

IC-37 Number of graduation thesis published in scientific journals by schools.

Number of graduation thesis published in scientific journals by schools.

Since July 2013, at least 3 graduation thesis by school, are published in UC’s scientific journals every year



IC-38 Number of graduation thesis in schools linked to STI projects

Number of graduation thesis in linked to STI projects

Since September 2013, at least 10 graduation thesis turn into research projects.



IC-39 Number of research assistants in every school.

Number of research assistants in every school.

Since September 2013, at least 2 students with good grades are research assistants in every school.



IC-40 Number of students in every school who have done internships in STI projects.

Number of students in every school who have done internships in STI projects.

Since September 2013, the 2 best students in their schools will do internships in research projects.

1.5 To promote research to produce innovations and/or

inventions with social impact.

Vice President DIUC Researchers Intellectual Property Department HCU DIPUC DDI

To develop a conceptual framework for innovation and inventions.

IC-41 Conceptual framework established on innovation and inventions.

Yes/No. In January 2014, the conceptual framework for innovation and inventions has been established.


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To formulate procedures, regulations, guidelines, and format to develop innovation and invention projects.

IC-42 Procedures, regulations, guidelines, and format to develop innovation and invention projects approved and disseminated.

Yes/No. In May 2013, procedures, regulations, guidelines and format are approved and disseminated to develop innovation and invention projects.


To formulate procedures, regulations, guidelines, and format to develop innovation and invention projects.

IC-43 Number of invention and innovation projects running.

Number of invention and innovation projects running.

In December 2017, at least 5 innovation projects and at least 2 invention projects are running.


To formulate procedures and regulations to transfer STI results or products.

IC-44 Percentage of STI results or products which have been formally transferred.

(Number of STI results or products which have been formally transferred/total of STI products) *100

Since March 2013, at least 80% of STI products have been formally transferred.

President DIUC CEI Vice President DPUC DAF DTH DDI DIPUC

To formulate procedures and regulations to implement an STI node linked to the STI national plan.

IC-45 Procedure and regulations to implement an STI node.

Yes/No In June 2012, the procedure and regulations to implement an STI node in the Balzay campus is executed.


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To implement policies for the distribution of the profits coming from commercial exploitation of STI results or products.

IC-46 Regulations designed for the distribution of the profits coming from commercial exploitation of STI results or products.

Yes/No In March 2015, the regulations for the distribution of the profits coming from commercial exploitation of STI results or products have been issued.


To formulate procedures and regulations for STI co-funding agreements with the productive sector.

IC-47 Percentage of the budget for STI co-funded by the productive sector.

(Budget for innovation co-funded by the productive sector/ total budget of the innovation of UC) *100.

Since March 2013, at least 30% of the budget for innovation is funded.


To formulate procedures and regulations to Develop projects in conjunction with international peers

IC-48 The procedures and regulations to develop joint projects with international peers have been formulated.

Yes/No March 2014: procedures and regulations to develop joint projects with international peers have been formulated.

1.6 To promote the improvement of

scientific productivity of the research staff.

Vice President DIUC Research Departments Research groups Researchers HCU UCPI DIPUC DDI

To update procedures and regulations to assess teachers– researchers’ productivity.

IC-49 Percentage of teachers-researchers working on an STI project.

Number of teachers-researchers working on an STI project/total of teachers-researchers.

Since March 2017, at least 80% of teachers-researchers will be working on STI projects.


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IC-50 Number of Master and PhD thesis directed or co-directed by a teacher-researcher.

Number of Master and PhD thesis directed or co-directed by a teacher-researcher.

Since March 2014, every teacher-researcher will supervise or co-supervise at least 1 graduate thesis.



IC-51 Percentage of articles accepted in national or international indexed journals.

(Number of articles accepted in national or international indexed journals/ total number of published articles)*100

In December 2017, publications in indexed journals will increase by 75% if compared to 2012.



IC-52 Percentage of articles accepted in non-indexed journals with a peer review.

(Number of articles accepted in non-indexed journals with a peer-review/total of published articles)*100.

To ensure since March 2013 that at least 80% of articles submitted by teachers-researchers are accepted in non-indexed journals with peer review.


To update procedures and regulations for assessing teachers-researchers’ productivity.

IC-53 Percentage of articles accepted in non-indexed journals.

(Number of articles accepted in non- indexed journals/total of articles published) *100.

Since March 2013, at least 80% of articles submitted by teachers-researchers are accepted in non- indexed journals.


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IC-54 Percentage of scientific publications as first author.

(Number of publications as first author/total of scientific publications)*100.

By December 2017 teachers-researchers from UC are listed as first authors in at least 50% of scientific publications.



IC-55 Percentage of scientific publications as co-author.

(Number of scientific publications as co-author/total of publications)*100.

By December 2017 researchers from UC are listed as co-authors in at least 40% of the UC’s scientific publications.



IC-56 Registration of articles referenced by academic peers.

Yes/No Since January 2012, there is a registration of academic peers’ references for articles published by UC’s researchers.



IC-57 Percentage of books published after revision by an editorial board.

(Number of books published after revision by an editorial board/total of books published)*100.

Since September 2013, at least 80% of published books are reviewed by an editorial board.


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IC-58 Percentage of lectures presented at national and international scientific events per project.

(Number of lectures presented at national or international scientific events per project/total of projects)*100.

Since March 2013, at least 70% of research projects present lectures at national or international scientific events.



IC-59 Number of scientific events organized per project every year

Number of scientific events organized per project every year (workshops, seminars, courses, etc.)

Since September 2013 each research project organizes at least one scientific event every year



IC-60 Recording of researchers who have received awards for scientific merit.

Yes/No. Since January 2013, there is recording of researchers who have received awards for scientific merit.


To promote links between research groups and research departments with national and international networks of CTI.

IC-61 Number of national or international research and postgraduate networks from which UC is part of.

Number of national or international research and postgraduate networks from which UC is part of.

In December 2017, University of Cuenca is part of at least three national or international research and graduate networks.


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1.7 To build suitable

environments for the development of STI.

Vice President DIUC UPF DTH UCPI DIPUC DDI

To formulate procedures for assessing research staff contentment

IC-62 Percentage of research staff contentment with the quality of administrative services for research.

0-100% Since January 2013, every six months, a contentment level of 80% in regard to the quality of administrative services associated with research is achieved.

Vice President DIUC UPF DTH UCPI DIPUC DDI

To implement a permanent improvement plan of the quality of institutional services.

IC-63 Percentage of research staff contentment with the quality of infrastructure and equipment.

0-100% Since January 2013, every six months, a contentment level of 80% in regard to infrastructure and equipment for research activities is achieved.

1.8 To promote the transformation of current academic programs dealing with research or consultancy into

research departments and/ or community outreach

departments.

University President

Academic Council

HCU DIUC VLIR Transversal DIPUC DDI

To define procedures and regulations to assess and change programs to research departments and/or community outreach departments.

IC-64 Procedures to change programs to research departments and/or community outreach departments.

Yes/No. By June 2013, procedures are completed.


Academic Council


To define procedures and regulations for assessment and change of the programs’ name to research departments and / or units of linkage with community.

IC-65 Period in months for transition process.

0-6 months From June 2013, the period for transition process is of six months.


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Academic Council


To define procedures and regulations to assess and change programs to research departments and/or community outreach departments.

IC-66 Percentage of UC academic programs established as research departments or community outreach departments.

(Number of research and consulting programs applying the new regulations and are now departments and/or community outreach departments/total of academic programs) * 100.

By January 2014, 100% of UC’s current research and consulting programs are established as research departments or community outreach departments.


Academic Council DIUC

HCU DIPUC DDI

To define procedures and regulations to rule the creation of programs, institutes and other academic units.

IC-67 Regulationsareissued

Yes/No. In July 2013, the regulations are issued.

Teaching 2.1 To achieve institutional accreditation for schools and graduate programs at national and international level.

President Vice President

CEI DPUC Schools DIPUC DDI

To define procedures based on criteria established at national level and according to the guidelines of CEAACES in order to perform a self-assessment of schools, graduate programs, and the institution in general, as well as to provide technical support.

ID-01 Theuniversityisaccredited.

Yes/No. By October 2013, the university has achieved national accreditation.


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University President Vice President

CEI Schools DPUC Schools DIPUC DDI


ID-02 Percentage of accreditedschools

(Number of accredited schools/total of schools)*100.

In October 2013, at least 80% of schools are accredited.

President Vice-President

CEI Schools DPUC Schools DIPUC DDI


ID-03 Percentage of accredited graduate programs.

(Number of accredited graduate programs/total of graduate programs)*100.

In October 2013, at least 80% of programs are accredited.


CEI Schools Schools DIPUC DDI

To define procedures to achieve international accreditation according to the standards of accrediting organisms authorized by CES.

ID-04 Institution in process for international accreditation.

Level of management accreditation.

In December 2017, UC has applied for international accreditation.


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CEI Schools Schools DIPUC DDI

To define procedures to achieve international accreditation according to the standards of accrediting organisms authorized by CES.

ID-05 Percentage of schools in an international accreditation process.

(Number of majors in an international accreditation process/total of majors)*100.

In December 2017, at least 25% of all schools from UC are in an international accreditation process.


CEI Research Departments DPUC DIPUC DDI

To establish the procedure to achieve international accreditation of graduate programs.

ID-06 Percentage of graduate programs in an international accreditation process.

(Number of graduate programs in an accreditation process/total of UC graduate programs)*100.

In 2017, at least 25% of graduate programs are in an international accreditation process.

2.2 To keep UC as a national and international academic reference

Vice President Academic Council

Schools Curriculum Committee CEI DIPUC DDI

To update environmental analysis per school.

ID-07 Percentage of schools with updated environmental analysis

(Number of schools with an updated environmental analysis/total of UC schools)*100

Since March 2013, every 4 years, 100% of schools update their environmental analysis.



To update schools plans and syllabus in agreement with the student-centered educational model.

ID-08 Percentage of schools which have updated their plans and syllabi.

(Number of schools which have updated their plans and syllabic in agreement with the student-centered educational model/total of schools)*100

Since September 2013, every 4 years, 100% of schools update their plans.


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To update schools plans and syllabus in agreement with the student-centered educational model.

ID-09 Percentage of schools which have updated their plans and syllabi.

(Number of schools which have updated their plans and syllabi in agreement with the student-centered educational model/total of schools)*100

Since March 2013, every six months, each school updates its syllabi.


Curriculum Committee Carreras

CEI DIPUC DDI

To produce a format for monitoring and evaluating the achievement of learning outcomes

ID-10 Percentage of schools applying the format for monitoring the achievement of learning outcomes.

(Number of schools applying the format for monitoring the achievement of learning outcomes/total of schools)*100.

Since September 2013, each school, in coordination with the Curriculum Committee, applies the model to monitor the achievement of learning outcomes.


Schools DIPUC DDI

To establish procedures and regulations to open new majors.

ID-11 Application of procedures and regulations to open new majors at UC.

Yes/No. Since March 2013, the procedures and regulations to open new majors are applied.

Vice President Curriculum Committee Academic Council Schools

DPUC DAF DIPUC DDI

To formulate an academic proposal to restructure schools.

ID-12 Percentage of schoolsrestructured.

(Number of restructured schools/total of majors)*100.

In March 2014, 100% schools are restructured if appropriate.


DPUC DAF DIPUC DDI

To evaluate schools to restructure them if applicable.

ID-13 Percentage of schools evaluated in September 2013.

(Number of evaluated schools/total of majors)*100.

In September 2013, 100% schoolsare evaluated.


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URI DIPUC DDI

To formulate procedures and regulations to increase the number of internationally focused majors.

ID-14 UC has formulated procedures and regulations to increase the number of internationally focused majors.

Yes/No. In March 2014, procedures and regulations to increase the number of internationally focused majors have been formulated.


Schools DIPUC DDI

To formulate procedures and regulations for English teaching.

ID-15 Number of subjects taught in English.

Number of subjects taught in English.

Since September 2014, at least 10 subjects are taught in English per year


URI DIPUC DDI

To formulate procedures and regulations to share subjects with peers of local, national, and international universities.

ID-16 Number of shared subjects taught with peers of local, national, and international universities.

Number of shared subjects taught with peers of local, national, and international universities.

In March 2014, at least 5subjects are shared with academic peers of local, national, and international universities.

Vice President Faculty Schools CEI DIPUC DDI

To evaluate the current conditions of laboratories.

ID-17 Percentage of laboratories evaluated in regard to their equipment and location.

(Number of laboratories evaluated in regard to their equipment and location/total of laboratories)*100.

In December 2013, all laboratoriesareevaluated.

Vice President Faculty Schools CEI DIPUC DDI

To develop and implement a plan for preventive and corrective maintenance of laboratory equipment.

ID-18 Percentage of laboratories which required maintenance of their equipment.

(Number of which required maintenance of their equipment/total of laboratories)*100.

Since July 2013, 100% laboratories are maintained properly every year or their equipment is replaced if necessary.


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Vice President Schools UBU DIPUC

DDI DVC Schools Academic Council DIPUC DDI

To formulate procedures and regulations to follow-upon graduates.

ID-19 The automated system to follow up on graduates is running.

Yes/No. In February 2013, an automated system to follow up on graduates is running.



To formulate procedures and regulations to follow-up on graduates.

ID-20 Percentage of schools with updated information about their graduates.

(Number of schools with updated information about their graduates/ Total of schools)*100.

Since September 2013, 100% of schools have updated information about their graduates.




ID-21 Percentage of graduates working in their own work field.

(Number of graduates working in their own work field/total of graduates by field)*100.

Since September 2013, every six months every school updates their graduates’ information and provides information for planning.




ID-22 Percentage of UC graduates occupying management positions in the public and private sector.

(Number of graduates from UC occupying management positions in the public and private sector/total of graduates)*100.

From June 2013, every six months, every school updates information about their graduates and makes a report.


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ID-23 Percentage of graduates in popular election posts.

(Number of UC graduates in popular election posts/total of graduates)*100.

Since June 2013, every six months, every school updates information about their graduates and makes a report.

Vice President Majors UBU DIPUC



ID-24 Percentage of graduates accepted in international graduate programs.

(Number of UC graduates accepted in international graduate programs/total of graduates)*100.

Since June 2013, every six months, every school updates information about their graduates and makes a report.

Vice President Majors UBU DIPUC


To establish an employment network for UC students and graduates.

ID-25 Employment network for UC graduates implemented.

Yes/No. In January 2014, the employment network for UC graduates is implemented.

2.3 To strengthen the postgraduate system.

Vice President DPUC HCU DIPUC DDI

To formulate policies, procedures, and regulations to ensure academic and scientific quality of graduate programs for professional training and research.

ID-26 Policies, procedures, and regulations disseminated.

Yes/No. By February 2013, policies, procedures and regulations for postgraduate programs are disseminated.

Vice President DPUC HCU To conduct a technical and financial study of the current postgraduate system to enhance administrative processes.

ID-27 Study of the situation of the postgraduate system done.

Yes/No. By March 2013, DPUC has studies on the situation of the postgraduate system.


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Vice President DPUC HCU To formulate procedures and regulations for the implementation of a centralized system of graduate programs.

ID-28 Procedures and regulations for a centralized system of graduate programs.

Yes/No. In May 2013, the centralized system of graduate programs is implemented.

Vice President DPUC Schools’ postgraduate departments UCPI URI DIPUC DDI

To create new graduate programs for professional training.

ID-29 Number of professional training programs.

Number of professional training programs.

In October 2013, at least 6 new professional training programs are approved by CES.


To identify national or foreign partners to co-finance graduate programs.

ID-30 Number of graduate programs co-financed by the productive sector.

Number of graduate programs co-financed by the productive sector.

At least 2 graduate programs are co-financed by the productive sector.


To formulate procedures and regulations to assess the quality of professional training programs.

ID-31 Number of professional training programs evaluated with institutional quality parameters.

Number of professional training programs evaluated with institutional quality parameters.

Since July 2013, 100% professional training programs have had a quality assessment.


To formulate regulations for those who completed a postgraduate program to be able to get their degree

ID-32 Percentage of graduates in each professional training program.

(Number of graduates in each professional training program/total of graduates)*100.

Since January 2013, in every edition of the graduate program for professional training at least 80% of its students finish their studies.


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Vice-Vice President

DPUC Schools’ postgraduate departments UCPI URI DIPUC DDI

To create new graduate programs featuring research specialization.

ID-33 Number of research programs per research department.

Number of research programs per research department.

By December 2017, at least one program per research department is running.


To formulate procedures and regulations to assess the quality of research programs.

ID-34 Number of research projects evaluated with institutional quality parameters.

Number of research projects evaluated with institutional quality parameters.

Since July 2013, 100% of research specializations have had a quality assessment.


To implement a graduate marketing plan.

ID-35 Percentage of graduates from each research specialization program.

(N° of graduated students from each research specialization program/total of students that have completed all credits)*100.

Since January 2013, in each edition of the graduate research specialization program, at least 80% of its students complete their studies.

Vice President DPUC DIUC Academic Council

Other academic programs. Schools DIPUC DDI

To develop and submit doctoral programs to CES

ID-36 Number of doctoral programs approved by CES.

Number of doctoral programs presented to CES.

By May 2013, UC has presented 3 doctoral programs.


To identify national and international partners to co-implement graduate programs.

ID-37 Number of strategic partnerships with top higher education institutions.

Number of strategic partnerships to co-implement programs with top research centers and higher education institutions.

Since January 2013, UC has at least one top HEI as a postgraduate program partner.


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To implement a graduate marketing plan.

ID-38 Hometown of students pursuing graduate studies at University of Cuenca.

(Number of students who come from other provinces and other countries/total students)*100.

Since October 2013, at least 10% of students of graduate programs are from other provinces and 5% from other countries.

Vice President DPUC DIUC DIPUC DDI

To define procedures, regulations, guidelines and an institutional format for graduate research theses.

ID-39 Percentage of graduate thesis done in research projects.

(Number of graduate thesis done in research projects./total of graduate thesis)*100.

In December 2017, at least 30% of final graduate works, are developed as part of research projects.


To establish procedures and regulations for quality control of graduation works.

ID-40 Percentage of graduation works published in indexed journals.

(Number of graduation works published in indexed journals/total graduate degree thesis)*100.

Since July 2013, at least 10% of graduate degree thesis are published in indexed journals every year.


To establish procedures and regulations to provide graduate research scholarships.

ID-41 Number of research scholarships per year.

Number of research scholarships per year.

From March 2013, at least 10 graduate research scholarships per field of knowledge are given every year.

Vice President DPUC DIPUC DDI To establish procedures and regulations to follow-upon graduates.

ID-42 Percentage of graduate programs providing students’ reports.

(Number of graduate programs providing students’ reports/total of programs)*100.

By October 2013, an automated system to follow up on post-graduate students is running.


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Vice President DPUC DIPUC DDI To establish procedures and regulations to follow-upon graduates.

ID-43 Percentage of graduate programs which provide graduate follow-up reports every six months.

(Number of graduate programs which provide graduate follow-up reports every six months/total of programs)*100.

Since July 2013, every six months, 100% graduate programs provide reports.

Vice President DPUC DIPUC DDI To formulate regulations for programs with more than one edition to update their demand and social relevance studies.

ID-44 Regulations on studies featuring social relevance of graduate programs.

Yes/No. In March 2013, there is a regulation to update graduate programs.

Vice President DPUC DIPUC DDI To formulate regulations for programs with more than one edition to update their demand and social relevance studies.

ID-45 Percentage of graduate programs which have updated their studies on demand and social relevance.

(Number graduate programs which have updated their studies on demand and social relevance/total of UC’s graduate programs)*100.

Since January 2014, 100%graduate programs have updated their demand and social relevance studies.

Vice President DPUC DIPUC DDI To develop a coordinate matrix with academic information of the best students in each program.

ID-46 The matrix of coordinates with updated academic information of the best graduate students in each program is updated and disseminated every year to schools and research departments.

Yes/No. Since July 2013, the matrix of coordinates of the best graduate students is updated and disseminated to schools and research departments.


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Vice President DPUC DIPUC DTH UCPI DDI

To establish procedures to evaluate the level of contentment of internal and external users on the quality of graduate services.

ID-47 Percentage of contentment of users on the quality of graduate services.

0-100% Since June 2014, the level of contentment of users on the quality of graduate services is at least 80%.

2.4 To improve the quality of university teaching.

Vice President DTH Academic Council Schools DIPUC

To establish policies to ensure the training of academic staff.

ID-48 Availability of fourth level academic training policies.

Yes/No. In March 2013, academic training policies are effective.

Vice President DTH UEC Schools CEI DIUC DIPUC DDI

To develop and implement a training plan for teachers featuring university teaching methodologies focused on learning outcomes, research methodology, curriculum design, pedagogical use of new ICTs, theoretical and epistemological foundations of academic activity, etc.

ID-49 Percentage of trainedteachers.

(Number of trained teachers/total of teachers)*100.

Since July 2013, 100% teachers are trained every year in seniority regulations and other academic matters.

Vice President DPUC DTH URI VLIR Transversal DAF UEC DIPUC DDI

To implement an annual plan for fourth level training including contingency actions.

ID-50 Percentage of master teachers.

(Number of master teachers/total of teachers)*100.

In October 2015, 100% teachers have a master’s degree.



ID-51 Percentage of PhD teachers.

(Number of PhD teachers/total of teachers)*100.

By December 2017, at least 25% of teachers have a PhD.


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ID-52 Percentage of teachers taking PhD courses.

(Number of teachers taking PhD courses/total of teachers)*100.

By December 2017, at least 45% of teachers are taking PhD courses.

Vice President DTH LanguageDepartment

VLIR Transversal URI DIPUC DDI

To generate procedures and regulations that could improve English proficiency of academic staff.

ID-53 Percentage of teachers with English proficiency.

(Number of teachers with English proficiency /total of teachers)*100.

In December 2017, at least 50% of teachers that started before March 2013 have English proficiency.



To formulate procedures and regulations to improve English proficiency of academic staff.

ID-54 Percentage of new UC teachers who have proficiency in English.

(Number of new teachers with proficiency in English/total of teachers)*100.

In March 2013, 100% of new UC teachers have proficiency in English.



To formulate procedures and regulations to improve and increase the number of teachers-researchers with proficiency in English.

ID-55 Percentage of teachers-researchers who have done internships abroad to practice English.

(Number of teachers-researchers who have done internships abroad to practice English/total teachers)*100.

By December 2017, at least 20% of teachers-researchers have done internships abroad to practice English.

Vice President URI Schools DIPUC DDI

To develop an academic mobility plan

ID-56 Percentage of teachers who have participated in a mobility plan.

(Number of teachers in every school who have participated in a mobility plan/total of teachers in every school)*100.

By December 2017, at least 20% of teachers have participated in a mobility plan.


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Vice President CEI Schools DIPUC DDI

To update, disseminate, and apply parameters for a complete assessment of teachers’ performance.

ID-57 Restructured and validated parameters.

Yes/No. By March 2013, parameters for a complete assessment of teachers’ performance are updated and validated.

Vice President CEI Schools DDI To update, disseminate, and apply parameters for a complete assessment of teachers’ performance.

ID-58 Percentage of teachers who received over an 80% score on their evaluation.

(Number of teachers who received over an 80% score on their evaluation/total of teachers)*100.

Since March 2013, at least 80% of teachers receive over an 80% score on their evaluation.

Vice President DTH Academic Council Schools DIPUC DDI

To formulate a coordinate matrix according to the academic staff’s workload.

ID-59 Percentage of full-time teachers (40 hours).

(Number of full-time teachers/total teachers)*100.

By December 2012, 60% of teachers are full-time teachers.

Vice President DTH Academic Council Schools


ID-60 Percentage of part-time teachers.

(Number of part-time teachers/total of teachers)*100.

By December 2012, 20% of teachers are working part-time.

Vice President DTH Academic Council Schools


ID-61 Percentage of casual teachers.

(Number of casual teachers/total of teachers) *100.

By December 2012, 20% of teachers are casual.


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DIUC DIPUC DDI

To formulate procedures, regulations, and structures for the creation and implementation of basic science departments.

ID-62 Number of basic science departments implemented.

Number of basic science departments implemented.

In September 2017, 4 basic science departments are implemented.

Vice President Academic Council Schools

Schools DIUC DTH DAF DIPUC DDI

To formulate and implement a local Prometheus project.

ID-63 A project engaging local Prometheus’s formulated and implemented.

Yes/No. By September 2013, the project with local Prometheus’s is formulated and implemented.



To formulate and implement a local Prometheus project.

ID-64 Academic profile to engage local Prometheus’s.

Yes/No. By September 2013, the academic profile to engage local Prometheus’s is ready.



To formulate a coordinate matrix with information on potential local Prometheus’s.

ID-65 Coordinate matrix with potential local Prometheus’s developed and disseminated.

Yes/No. By March 2013, the coordinate matrix with potential local Prometheus’s is developed and disseminated.

2.5 To accompany students during their learning process.

Vice President Academic Council Leveling Academic Commission

HCU DIPUC DDI Schools

To formulae admission and training policies for applicant students in accordance with SNNA.

ID-66 Training policies disseminated in accordance with SNNA.

Yes/No. By December 2012, training policies are approved and disseminated.

Vice President UBU Schools ExecutiveBoard DIPUC

To update, disseminate, and implement affirmative action policies.

ID-67 Updated, disseminated, and implemented affirmative action policies.

Yes/No. By June 2013, all UC departments have applied affirmative action procedures.


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Vice President UBU School directors Registration and Admission (institutional record) DIPUC

To formulate procedures and regulations to record information on dropouts.

ID-68 Dropout rate in everyschool.

(Number of dropouts/total students by major)*100.

In December 2017, dropout rate has decreased at least 50%.


Schools DIPUC DDI

To develop an institutional computer system to monitor the academic performance of students.

ID-69 Percentage of schools that have a computer system to monitor the academic performance of students.

(Number of schools that have a computer system to monitor the academic performance of students/total of majors)*100.

Since September 2013, every three months, 100% of schools make a report on monitoring students’ academic performance


Schools DIPUC DDI

To develop an institutional computer system to monitor the academic performance of students.

ID-70 Percentage of reported cases of students who have learning disabilities.

(Number of cases of students who overcame learning disabilities /total of reported cases of students with learning disabilities)*100.

Since March 2013, 80% of reported cases are solved every month.


Curriculum committee Schools DTH DIPUC DDI

To establish teaching strategies to promote the implementation of the educational model.

ID-71 Teaching strategies to promote the implementation of the educational model madel.

Yes/No. Since March 2013, teaching strategies to implement the educational model have been clearly explained.


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Schools DTH DIPUC DDI

To establish teaching strategies to promote self-learning.

ID-72 Percentage of teachers using the virtual platform.

(Number of teachers in every school using the virtual platform as a means of teacher-student interaction /total of teachers per school)*100.

In September 2014, at least 60% of teachers give out homework through the virtual platform. In December 2017, 100% of teachers do so.


Schools DTH DIPUC DDI

To formulate procedures and regulations to implement a tutoring plan in each school.

ID-73 Percentage of students with tutorials.

(Number of students with tutorials in every school/total students per major)*100.

Since March 2013, each semester, at least 80% of students with low-level academic performance are tutored.


Schools DIPUC DDI

To formulate policies, procedures, and regulations for transfer (validation of studies in the country).

ID-74 Percentage of majors that have a nomenclature, contents, and credits nationally standardized.

(Number of majors that have a nomenclature, contents, and credits nationally accepted/total of majors)*100.

By December 2015, 100% of majors have a standardized nomenclature, contents, and credits nationally standardized.


Schools DIPUC DDI

To formulate regulations to facilitate graduates their study completion

ID-75 Percentage of graduates from a cohort.

(Number of graduates from a same cohort/ total of students from that cohort)*100.

Since March 2013, at least 90% of students of each cohort obtain their graduate’s degree.


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Schools DIUC DIPUC DDI

To establish the academic profile to form a group of UC high-performance students (grades, participation in scientific events, teaching assistants and research participation)

ID-76 Recruitment plan of UC High Performance Group (HPG) in execution.

Yes/No. By March 2014, the recruitment plan of UC High Performance Group (HPG) is in execution.


Schools DIUC DIPUC DDI

To update regulations for teaching assistantships.

ID-77 Number of teaching assistants per school.

Number of teaching assistants per schools.

By March 2014, all schools have at least 5 teaching assistants every year


Schools UBU DIUC DIPUC DDI

To implement procedures and regulations to form interest groups in specific areas.

ID-78 Record of number of students in interest groups in specific areas. (scientific, cultural, environmental, research, sports, etc.).

Yes/No. Since March 2013, the record of students in interest groups in specific areas is updated.


UBU Schools UCPI DIPUC DDI

To update procedures to record, address, and resolve student complaints. (Previous consultation and suggestion systems can be referred to, such as the one by the School of Psychology.)

ID-79 Percent of schools that have records of student complaints.

(Number of schools that have records of student complaints /total of majors)*100.

Since September 2013, 100% of majors have a record of student complaints.


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UBU Schools UCPI DIPUC DDI

To update procedures to record, address, and resolve student complaints. (Previous consultation and suggestion systems can be referred to, such as the one by the School of Psychology.)

ID-80 Percentage of complaint resolution.

0-100%. Since September 2013, every six months, at least 80% of complaint resolution is achieved.


UBU School of Psychology Schools DIPUC DDI

To establish and implement procedures and regulations to treat discrimination cases.

ID-81 Percentage of discrimination cases resolved.

(Number of discrimination cases resolved/Number of discrimination cases reported)*100.

Since September 2013, 100% of reported discrimination cases have been solved.

2.6 To build an institutional environment to assure the quality of education.


DTH Schools Commission for Academic Career DAF DIPUC DDI

To formulate an institutional seniority regulation in accordance with the national seniority regulation.

ID-82 Application of UC seniority regulation.

Yes/No. By December 2013, UC applies the seniority regulation in accordance with CES.


DTH Majors Commission for Academic Career DAF

To formulate procedures and regulations for the transfer of teachers to full-time periods.

ID-83 Percentage of full-time teachers.

(Number of full-time teachers/total of teachers)*100

By December 2013, 60% of teachers are full-time teachers.

University President HCU

DTH Board of Directors Schools DIPUC DDI

To formulate procedures for equitable participation of men and women in academic and administrative positions.

ID-84 Percentage of female teachers in academic leadership positions.

(Number of female teachers in academic leadership positions/total of teachers in academic leadership positions)*100.

Since September 2013, at least 50% of academic leadership positions are occupied by women.


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University President HCU

DTH Board of Directors Schools DIPUC DDI

To formulate procedures for equitable participation of men and women in academic and administrative positions.

ID-85 Percentage of female teachers in administrative leadership positions.

(Number of female teachers in administrative leadership positions/total of teachers in administrative leadership positions)*100.

Since September 2013, at least 40% of administrative leadership positions are occupied by women.


DTH UPF DIPUC DDI To formulate a procedure to asses satisfaction of academic and student staff on services, infrastructure, and institutional equipment.

ID-86 Percentage of satisfaction of teachers on the quality of administrative services.

0-100%. By September 2013, 80% of satisfaction on the quality of administrative services for teachers is achieved.



ID-87 Percentage of satisfaction of academic staff on infrastructure and equipment.

0-100%. By March 2013, 80% of satisfaction on infrastructure and available equipment for teachers is reached.



ID-88 Percentage of satisfaction of students on the quality of administrative services.

0-100%. By March 2013, 80% of gratification on the quality of administrative services for students is achieved.


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2.7 To implement a program on competitive intelligence studies.

Vice President DIPUC Academic Council Schools VLIR Transversal DVC DDI

To create a Committee for Strategic Thinking and Competitive Intelligence for quality studies and trends in higher education.

ID-89 Committee for Strategic Thinking and Competitive Intelligence for quality studies and trends in higher education.

Yes/No. By March 2014, the Committee for Strategic Thinking and Competitive Intelligence for quality studies and trends in higher education is established.


Schools DVC DIPUC DDI

To develop competitive intelligence studies on the quality of higher education regarding local, national, and international standards to enhance the quality of higher education in the UC.

ID-90 Number of competitive intelligence studies per year.

Number of competitive intelligence studies per year.

Since March 2014, the Department of Competitive Intelligence presents at least one study on the quality and trends in higher education.

Community Outreach

3.1 To strengthen UC Community Outreach


DVC Community Outreach (VC, for its acronym in Spanish) Departments in every school. HCU DIPUC DDI

To formulate a conceptual framework focused on the human being to achieve an institutional program of VC.

IV-01 VC conceptual framework approved and disseminated.

Yes/No. By March 2013, the conceptual framework is approved and disseminated.


DVC VC departments from schools. HCU DIPUC DDI

To create an administrative support structure and a minimal operational structure per VC department

IV-02 Administrative and operational structure of the VC department in execution.

Yes/No. By March 2013, a new administrative and operational structure of the V C department y is working.


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To define institutional policies of VC.

IV-03 VC policies defined and disseminated.

Yes/No. By March, 2013, VC policies are defined and made disseminated.



To establish principles to lead the actions of VC.

IV-04 VC principles approved and disseminated.

Yes/No. By March 2013, VC principles are approved and disseminated.


DVC VC departments from schools. DIPUC DDI

To identify areas for priority action, where UC can have an impact.

IV-05 Priority areas of interest to implement VC.

Yes/No. In December 2013, priority areas of interest to implement VC are identified.



To form interdisciplinary teams of students and teachers for formative linking projects.

IV-06 Number of VC formative interdisciplinary groups.

Yes/No. By December 2013, VC formative interdisciplinary groups are formed.



To formulate procedures and regulations to rule UC priority areas of interest.

IV-07 To formulate procedures and regulations to rule UC priority areas of interest.

Yes/No. By September 2013, the regulations are created.



To formulate a coordinate matrix of institutional and territorial support networks.

IV-08 Coordinate matrix of support networks.

Yes/No. By March 2013, the coordinate matrix of support networks is created.


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DVC VC departments from schools. DIUC DIPUC DDI

To establish procedures and regulations for the operation of the VC system.

IV-09 VC guidelines approved and disseminated.

Yes/No. By September 2013, VC guidelines are approved and disseminated.



To establish procedures and regulations for the operation of the VC system.

IV-10 Procedures for VC management.

Yes/No. By March 2013, procedures for VC management are written and disseminated.



To formulate mechanisms for coordination with academic departments to conduct VC activities on a self-management basis.

IV-11 Mechanisms for coordination with academic departments to conduct VC activities on a self-management basis.

Yes/No. By December 2013, mechanisms for coordination with academic departments to conduct VC activities on a self-management basis are established.

3.2 To develop and implement a formative linking system.


Schools DVC DIPUC DDI All schools will develop and implement a VC plan.

IV-12 VC institutional plan developed and implemented.

Yes/No. By March 2014, a VC institutional plan is implemented.


DVC Schools DIPUC DDI

Every school will appoint a VC coordinator to be part of the “Community Outreach Board”.

IV-13 Percentage of schools that have a VC coordinator.

(Number of schools that have a VC coordinator/total of majors)*100.

By December 2012, 100% of schools have appointed a VC coordinator.



To establish procedures and regulations for annual assessment and update of the VC formative plan.

IV-14 VC formative plan in every school updated, approved and implemented.

Yes/No. By September 2014, a VC formative plan per school is updated, approved and implemented.


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DVC Schools DIPUC DDI To establish procedures and regulations for annual assessment and update of the VC formative plan.

IV-15 Percentage of schools that have VC procedures aligned with the VC institutional system.

(Number of schools that have VC procedures aligned with the VC institutional system./total of majors)*100.

By March 2014, 100% of majors have implemented their VC procedures.


DVC Schools DIPUC DDI To formulate procedures and regulations to appoint teachers-tutors from VC projects.

IV-16 Percentage of schools that have appointed teachers-tutors from VC projects.

(Number of schools that have appointed teachers-tutors from VC projects/total of schools)*100.

By March 2014, 100% of schools have appointed teachers-tutors from VC projects.



To formulate procedures to sign VC agreements with the public, private, and community sector.

IV-17 Percentage of schools that have valid agreements for formative VC.

(Number of majors that have valid agreements for formative VC/total of schools)*100.

Since March 2014, 100% of schools have signed at least two agreements with public and private organizations to develop VC activities every year.



To monitor and assess community outreach programs in every school.

IV-18 Percentage of schools that have VC monitoring plan reports.

(Number of schools that have VC monitoring plan reports/total of majors)*100.

Since September 2014, 100% of schools publish VC monitoring reports.


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To update regulations for internships to include social demands and new national legislation.

IV-19 Percentage of students who have completed an internship according to field of experience.

(Number of students who have completed an internship according to field of experience/total of students who have completed all required credits)*100.

Since July 2013, 100% of students have completed their internships.

3.3 To increase self-management strategies.


DVC Self-management departments HCU DIPUC

To establish policies to ensure quality services.

IV-20 VC policies approved and disseminated.

Yes/No. By March 2013, VC policies are approved and disseminated.


DVC Self-management departments DIPUC DDI

To produce and disseminate a community outreach catalog.

IV-21 Community outreach catalog available for the general public.

Yes/No. By March 2013, a community outreach catalog is available for the general public.


DVC DIUC Schools

HCU Laboratories Coordination DIUC DIPUC DDI

Internal assessment of UC laboratories applying ISO 17025.

IV-22 Percentage of UC laboratories evaluated.

(Number of UC laboratories evaluated/total of UC laboratories)*100

By June 2013, 100% of UC laboratories are evaluated.


DVC DIUC Schools

HCU Laboratories Coordination DIUC DIPUC DDI

To identify lab trial evidence for accreditation.

IV-23 Percentage of trials accredited.

(Number of trials accredited to offer services to the community/total tests carried out by UC laboratories)*100.

By December 2017, at least 20% of lab trials are accredited.


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DVC Self-management departments DIPUC DDI

To update procedures and regulations to design, implement, and manage UC self-management projects.

IV-24 Percentage of UC academic departments authorized to conduct consultations.

(Number of UC’s academic departments authorized to conduct consultations/total of departments that offer consulting)*100

By March 2013, 100% of academic departments offering consulting have regularized their management.


DVC DAF Self-management departments DIPUC DDI

To formulate regulations to set salaries to UC consultants.

IV-25 Regulations formulated.

Yes/No. By July 2013, the regulations on salaries for UC consultants is in execution.


UEC DVC Departments providing continuing education courses DIPUC DDI

To establish procedures and regulations for the coordination of continuing education courses in UC.

IV-26 Establishment of procedures and coordination norms between DVC and UC departments offering continuing education courses.

Yes/No. By March 2013, coordination procedures and regulations with UC departments offering continuing education courses are established.


UEC DVC UCPI DIPUC DDI

To develop and implement a plan of Continuing Education.

IV-27 Percentage of events from the continuing education plan executed per year.

(Number of events from continuing education executed per year/total of events)*100.

Since January 2013, 100% of events are executed every year.



To formulate and implement a Continuing Education plan.

IV-28 Percentage of participants per event.

(Number of participants per event/available spots)*100.

Since January 2013, at least 80% of available spots are taken.


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To develop a marketing plan for continuing education promoting institutional services locally, nationally, and internationally.

IV-29 Percentage of participants in continuing education programs according to their hometowns.

(Number of participants according to their international, national or regional origin/total of participants)*100.

Since March 2013, at least 20% of regional, national, and international participants is achieved.



To define procedures to sign agreements for continuing education.

IV-30 Number of continuing education agreements signed with other institutions per year.

Number of agreements for continuing education signed with other institutions per year.

Since January 2013, every sixth months, at least two continuing education agreements are subscribed.


DAF DVC Self-management departments Legal Staff DIPUC DDI

To create a state enterprise to manage self-management projects.

IV-31 State Enterprise created.

Yes/No. By March 2013, a state enterprise to manage self-management projects is created.


DAF Self-management departments Legal Staff DIPUC DDI

To create a state enterprise to manage self-management projects.

IV-32 Percentage of income from self-management.

(Total of income from self-management/total of UC income)*100.

By December 2017, the incomes from self-management increase 100% in comparison with 2012.


DAF Self-management departments Legal Staff DIPUC DDI

To formulate procedures and regulations for the distribution of the income from self-management projects.

IV-33 Procedures and regulations approved.

Yes/No. Since February 2013 regulations are applied.


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3.4 To support strategic thinking processes for sustainable human development.


DVC Schools HCU DIPUC

To formulate policies to promote strategic thinking on the development of Cuenca, the region, the country, and the world.

IV-34 Policies approved and disseminated to promote strategic thinking on the development of Cuenca, the region, the country, and the world.

Yes/No. By March 2013, policies are approved and disseminated.



To implement observatories providing information to develop strategic thinking.

IV-35 Number of observatories in execution.

Number of observatories in execution.

By September 2014, at least one observatory is in execution.



To establish channels to disseminate community outreach activities.

IV-36 Availability of dissemination channels for community outreach programs and projects

Yes/No By March 2013, dissemination channels are established.


Schools DVC DIPUC DDI To set an agenda of academic events in every school on relevant and structural issues focusing on the university community and the general public.

IV-37 Number of academic events in every school on relevant and structural issues focusing on the university community and the general public.

Number of academic events in every school on relevant and structural issues focusing on the university community and the general public.

Since March 2013 all schools have executed at least three academic events every year.


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DVC DIPUC Community Outreach Board Academic Council DIPUC DDI

To submit proposals to the “Higher Education Advisory Committee on Planning”

IV-38 Number of proposals submitted to the SENESCYT Advisory Committee on Planning.

Number of proposals submitted to the SENESCYT Advisory Committee on Planning.

Since January 2013, UC submits at least one proposal to the SENESCYT Advisory Committee on Planning.


DVC DIPUC Academic Council Vice-University President DIPUC

To formulate a technical proposal to establish an external UC Advisory Council.

IV-39 Proposal approved and disseminated.

Yes/No. By December 2013, the External UC Advisory Council is established.

Institutional

Management

4.1 To continue with administrative, technical, and

physical improvement of library services.

Vice President CDRJBV HCU DIPUC DDI

To define policies to ensure quality library services.

IG-01 Policies of CDRJBV services are defined and disseminated.

Yes/No. By February 2013, CDRJBV policies are defined and disseminated.

Vice President CDRJBV HCU DIPUC DDI

To formulate procedures and regulations for physical, and electronic library purchases.

IG-02 Procedures and regulations for bibliographical purchases are formulated.

Yes/No. By March 2013, procedures and regulations for bibliographical purchases are formulated.

Vice President DTH CDRJBV DIPUC DDI To formulate and implement a training program for librarians.

IG-03 Percentage of trained librarians.

(Number of trained librarians/total of librarians) *100.

Since January 2013, 100% of librarians attend at least 40 hours of specialized training every year.


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Vice President CDRJBV Schools DIPUC VLIR Transversal DDI

To formulate procedures and regulations to keep improving administrative and technological CDRJBV services.

IG-04 Procedures and regulations implemented.

Yes/No. By June 2013, procedures and regulations to keep improving administrative and technological CDRJBV services are implemented.

Vice President CDRJBV Schools International Relations DDI VLIR Transversal DIPUC

A marketing plan to improve the positioning of CDJBV.

IG-05 CDRJBV marketing plan approved and implemented.

Yes/No. By September 2013, the CDRJBV marketing plan is approved and implemented.


To formulate procedures and regulations to establish inter-institutional cooperation agreements.

IG-06 Number of bilateral agreements signed to improve library services.

Number of bilateral agreements signed to improve library services.

Since March 2013, there is at least one bilateral agreement signed every year to improve UC library services.


To formulate procedures and regulations to establish inter-institutional cooperation agreements.

IG-07 Number of agreements signed for transfer of knowledge and technologies in the library field.

Number of agreements signed for transfer of knowledge and technologies in the library field.

Since March 2013, there is at least one new agreement signed to transfer knowledge and technology in the library field.


To develop a plan to expand access services and computing coverage for CDRJBV.

IG-08 Level of ICTs coverage at CDRJBV.

0-100%. By December 2013, the ICTs coverage at CDRJBV has improved by 90%.


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To develop and implement a plan to expand access services and computing coverage for CDRJBV.

IG-09 Access to the web portal in English and Spanish enabled.

Yes/No. By December 2013, the access to the CDRJBV web portal in English and Spanish is enabled.

Vice President CDRJBV UPF UOM VLIR Transversal DIPUC DDI

To formulate and implement a plan to optimize and adapt CDRJBV workstations based on a preliminary assessment.

IG-10 Percentage of functionality of CDRJBV workstations.

(Number of functional workstations / total of CDRJBV workstations) *100.

Since July 2013, 100% of CDRJBV workstations are functional.

Vice President CDRJBV UPF UOM VLIR Transversal DIPUC DDI

To develop and implement a plan to expand workstations for consultation.

IG-11 Number of cubicles for group work at CDRJBV.

Number of cubicles for group work at CDRJBV.

By March 2015, at least 10 cubicles for group work at CDRJBV have been adapted.

Vice President UPF-UOM CDRJBV DIPUC DDI

To adapt access and mobility for disabled people at CDRJBV.

IG-12 CDRJBV has appropriate access and free movement for people with disabilities in its interior.

Yes/No. By March 2014, CDRJBV has appropriate access and free movement for people with disabilities

Vice President CDRJBV USG DIPUC DDI

To formulate and implement a plan for the security of physical and virtual library materials.

IG-13 Safety plan for physical bibliography formulated.

Yes/No. By March 2013, a safety plan for physical bibliography has been formulated.

Vice President CDRJBV USG DIPUC DDI

To formulate and implement a plan for the security of physical and virtual library materials.

IG-14 Safety and support plan for virtual bibliography is implemented.

Yes/No. By November 2013, there is a safety plan for virtual bibliography.


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Vice President USG CDRJBV DIPUC DDI

To formulate and implement a plan for the security of physical and virtual bibliography materials.

IG-15 Availability of security cameras at the CDRJBV.

Yes/No. By March 2013, security cameras are available and working at CDRJBV.

Vice President CDRJBV DIPUC UCPI DDI

To update procedures to assess the level of satisfaction of users of library services.

IG-16 Percentage of satisfaction of external and internal users on the quality of library services.

0-100% Since June 2014, at least 80% of satisfaction level is kept per year.

Vice President CDRJBV DIPUC UCPI DDI

To formulate a plan for service improvements.

IG-17 Improvement plan for library services implemented.

Yes/No. By September 2013, a plan for improvement of library services is in execution.

4.2 To update the physical and

electronic library collection.

Vice President CDRJBV Schools DIUC VLIR Transversal DIPUC DDI

To update the inventory of print and electronic papers.

IG-18 Percentage of print and electronic titles-books current and relevant as a reference source.

(Number of print and electronic titles-books that are current and relevant as a reference source/ total of titles-books printed and electronic) * 100.

Since March 2013, at least 80% of print and electronic titles are current and relevant as a source of reference.


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To update procedures, regulations and define parameters for the analysis of current events and its relevance as a reference source.

IG-19 Availability of procedures for treatment of printed titles that have become outdated and irrelevant.

Yes/No. By September 2013, there are procedures to terminate printed titles that have become outdated and irrelevant as the main reference source; from these, books of historical value are selected and placed in a special physical deposit and they are digitized.


To develop and implement a plan to prevent deterioration of bibliographic material.

IG-20 Special physical storage implemented.

Yes/No. By September 2013, there must be a special physical storage of books with historical value.


CDRJBV Schools DIUC VLIR Transversal DIPUC DDI


IG-21 Percentage of “heritage” books to which conservation treatments have been applied.

(Number of “heritage” books to which conservation treatments have been applied/ total of “heritage” books)* 100.

By July 2017, 100% of “heritage” books have had conservation treatments.




IG-22 Plan to prevent deterioration of bibliographic material.

Yes/No. Since March 2013, there is a prevention plan featuring actions such as fumigation and binding.


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To develop an annual plan of purchases of physical and electronic library resources, considering the increase of students and teaching and research needs.

IG-23 Percentage of titles of existing digital books.

(Number of titles of existing digital books/ total titles) * 100.

Since March 2015, the titles of digital books represent at least 20% of the existing ones.




IG-24 Record of usability of titles-books, journals and theses.

Yes/No. Since March 2013, frequency report of usability of titles-books, journals and thesis per major, is generated and disseminated




IG-25 Percentage of books and magazines in English.

(Number of titles of books and magazines in English / total titles available) * 100.

By September 2013, at least 10% of all titles are English versions.



To renew agreements to ensure permanent access to digital scientific data basis.

IG-26 Permanent access to digital scientific basis.

Yes/No. Since March 2013, the agreement of access is renewed annually with the SENESCYT.


CDRJBV Schools DAF DIPUC DDI

To make a list of specialized scientific journals for all schools.

IG-27 Number of subscriptions (free or paid access) to specialized scientific journals.

Number of subscriptions (free or paid access) to specialized scientific journals.

Since March 2013, annually, every school has at least one subscription to scientific journals.


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CDRJBV, DIUC DDI Schools DIPUC DDI

To promote subscription to specialize scientific research journals.

IG-28 Percentage of groups-departments of CTI with a subscription (free or paid access) to specialized scientific research journals.

(Number of groups-departments of CTI with a subscription (free or paid access) to specialized scientific research journals/total research group- departments)* 100

Since June 2013, annually, 100% of research groups-departments have at least one new subscription to scientific journals.


CDRJBV Schools DIPUC DDI

To implement a research method to optimize access to digital sources.

IG-29 The CDRJBV has a research method that facilitates access to all digital resources.

Yes/No. By March 2014, the CDRJBV has an operating research method which facilitates access to all digital resources.


CDRJBV Schools DIPUC DDI

To develop and implement an institutional repository

IG-30 Institutional digital repository designed and established.

Yes/No. By March 2014, the institutional repository is designed and established.

4.3 Strengthen the organizational structure of the Department of

Information Technology


DDI HCU Executive Council Board of Computing DIPUC

To formulate UC Policies for Information and Communication Technologies (ICT).

IG-31 ICT policies are formulated.

Yes/No. By March 2013, UC Policies on Information and Communication Technologies (ICT) are formulated.


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Development (DITD).


DDI HCU Executive Council Board of Computing DIPUC

To formulate UC Policies for Information and Communication Technologies (ICT).

IG-32 ICT Security Policies are formulated.

Yes/No. By October 2013, UC Security Policies of ICT are formulated.


DDI Computing Commission DIPUC

To develop procedures and regulations necessary for the safe and continued operation of DDI.

IG-33 Procedures and regulations are developed and implemented at DDI.

Yes/No. By July 2013, at least three procedures and regulations for safe and quality operation of DDI to cover national and international requirements are established and approved.


DDI DIPUC Board of Computing DTH School of Engineering

To assess the performance and functions of DDI and schools staff.

IG-34 Functions manual for DDI staff is produced.

Yes/No. By March 2013, the manual of functions of DDI staff is available.


DDI DIPUC Board of Computing DTH School of Engineering DAF

To assess the performance and functions of DDI and schools staff.

IG-35 Assessment of functions performance of DDI and schools staff.

Yes/No. By June 2013, the functions assessment of DDI staff and schools is available.


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To redefine the organizational structure of the DDI to improve care and coverage of IT services at University of Cuenca.

IG-36 Organizational structure of DDI is redefined.

Yes/No. By December 2013, the new administrative structure of DDI is approved.


DDI DIPUC Board of Computing DTH School of Engineering Executive Council

To implement an institutional ICT plan.

IG-37 Institutional ICT Plan developed.

Yes/No. By March 2013, the institutional ICT Plan is in execution.


DDI DIPUC Board of Computing DTH School of Engineering

To implement an institutional ICT plan.

IG-38 Annual Operating Plan implemented and running.

Yes/No. Since December 2013, the Annual Operating Plan is annually developed in accordance with the priority needs of the institution.



To formulate procedures, regulations and methodologies to develop and strengthen the Center for Software Development.

IG-39 Procedures, regulations and methodology for the development, maintenance and / or acquisition of software.

Yes/No. By July 2013, the Center for Software Development has a methodology and procedures for developing, maintaining and / or acquisition of software.


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To generate procedures, standards and methodologies to develop and strengthen the Center for Software Development.

IG-40 UC data model including validation rules, control, integrity, and documented data dictionary.

Yes/No. By December 2013, there is a UC data model including validation rules, control, integrity, and data dictionary.



To generate procedures, standards and methodologies to develop and strengthen the Center for Software Development.

IG-41 Organizational structure of the Software Center.

Yes/No. By December 2013 the organizational structure of the Software Development Center is formalized.


DDI DTH DIPUC DAF

Train IT staff of the UC. IG-42 Training plan for ICT staff is running.

Yes/No. Since January 2014, a specialized plan for computer training for IT staff of the institution is executed annually.

4.4 Automate processes of the

UC.


DDI Executive Council Vice-University President DIUC DVC DIPUC Board of Computing School of Engineering DAF

To develop and implement information systems for automating processes in UC mission central points.

IG-43 Bank for software projects prioritized by mission central points.

Yes/No. By March 2013, there is a bank of software projects in order of priority and depending on the mission central points.


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To develop and implement information systems for automating processes in mission central points of the University of Cuenca.

IG-44 Percentage of projects that have been implemented.

(Number of implemented projects / total bank projects- planned projects) * 100.

Since December 2013, annually, 100% of prioritized projects are implemented.



To adapt and improve information systems to new institutional needs.

IG-45 Number of information systems that have been improved.

Number of information systems that have been improved.

Since December 2013, 100% of adjustment and improvement projects are implemented.


DDI Users of Information Systems DAF DIPUC

To train the university community on the use of information systems.

IG-46 Percentage of trained users on the use of UC information systems.

(Number of trained users on UC information systems/ total users of UC computer systems) * 100.

Since March 2013, at least 80% of information service users are trained every year.

4.5 Progressively improve the quality

of the provision of IT services.


DDI Executive Council Board of Computing DIPUC

To redesign and to align IT services with the policies and needs of institutional growth.

IG-47 Service Portfolio of IT Development Management is defined.

Yes/No. By March 2013, a portfolio of services for the DDI has been developed.


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To make up a process for agreements based on the level of ICT services.

IG-48 Defined number of service level agreements between users and DDI.

Defined number of service level agreements between users and DDI.

By July 2013, the total number of service level agreements are defined.



To implement an information desk for IT Services.

IG-49 Information desk for IT Services is working.

Yes/No. By July 2013, the information desk of DDI is working.



To implement an information desk for IT Services.

IG-50 Percentage of treated and completed cases.

(Number of cases attended / total requests) * 100.

Since January 2013, each year 90% of requests are received.



To implement procedures and regulations for proper operation of services and information systems

IG-51 Procedures and regulations of the DDI are formulated.

Yes/No. By September 2013, procedures and regulations of the DDI for proper operation of IT services are formulated.



To implement procedures and regulations for proper operation of services and information systems

IG-52 Procedure for backup of central servers’ information is available.

Yes/No. By May 2013, there is a Procedure to back up information of central servers, in which the following is specified: schedule, custodians, and external storage locations.


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To implement procedures and regulations for proper operation of services and information systems.

IG-53 Incidents Management System about Security for ICTs is implemented.

Yes/No. By December 2013, an Incidents Management System about Security for ICTs is implemented.



To formulate and implement a Risk Management plan of DDI.

IG-54 Risk Management Plan of DDI, implemented.

Yes/No. By March 2013, the Risk Management Plan of the DDI is implemented.


DDI Board of Computing DIPUC UCPI

To implement a process of continuous improvement for the provision of the IT services.

IG-55 Procedure to create and unsubscribe users of the developed systems and services.

Yes/No. By March 2013, a procedure to create and unsubscribe users of the systems and services is developed




IG-56 Repository for Technical Documents of DDI, implemented and available.

Yes/No. By March 2014, there is a repository of Technical Documents of the DDI to ease the management and operation of the ICTs.




IG-57 Access Control and physical security of the DDI system, installed

Yes/No. By July 2014, there is an access control and physical security of the DDI system.


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IG-58 Procedure to evaluate the performance of the provision of IT services, implemented.

Yes/No. Since January 2014, each year, the evaluation procedure of IT services is applied.




IG-59 Percentage of user gratification with the quality of IT services.

0-100% Since March 2013, 80% of gratification with the quality of IT services is reached.

4.6 Improve ICTs infrastructure.


DDI DIPUC Board of Computing DAF

To prepare an annual procurement plan for ICT infrastructure.

IG-60 Annual procurement plan for ICT infrastructure, developed.

Yes/No. Since January 2013, each year an annual procurement plan for technological infrastructure in accordance with the operational plan is applied.


DDI DIPUC Board of Computing DAF

To prepare an annual procurement plan for ICT infrastructure.

IG-61 Percentage of execution of the annual acquisition of ICT infrastructure.

(Number of acquisitions per year / Number of planned acquisitions) * 100.

Since December 2013, each year, 90% of the annual procurement plan for ICT infrastructure is running.


DDI Board of Computing DAF DIPUC

To apply processes for preventive and corrective maintenance of ICT infrastructure

IG-62 Plans for preventive and corrective maintenance of computer equipment, implemented

Yes/No. Since July 2013, to implement a plan for preventive and corrective maintenance of computer equipment.


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DDI Board of Computing DIPUC

To apply processes for preventive and corrective maintenance of ICT infrastructure

IG-63 Contracts entered for preventive and corrective maintenance of the institution’s computers in a critical state.

Yes/No. Since December 2013, each year, contracts for preventive and corrective maintenance of the institution´s computers in a critical state are entered.


DDI Computing Board DIPUC

To develop a Contingency Plan of ICTs.

IG-64 Contingency Plan of ICTs, elaborated.

Yes/No. By July 2013, there is a contingency plan of ICTs.


DDI Schools DIPUC

To develop and implement a plan of Internet coverage.

IG-65 Percent of majors with access to the wireless network.

(Number of majors with access to the wireless network / total of majors) * 100.

By July 2013, 100% of schools have access to wireless network.

Rectorado DDI Schools DIPUC

To develop and implement a plan of Internet coverage.

IG-66 Band width capacity index.

Band width capacity index.

By December 2013, all campuses have bandwidth for full internet coverage.

4.7 Implement an Institutional

Planning system


DIPUC HCU University Comunity VLIR Transversal DDI

To establish the methodology of the institutional strategic plan system.

IG-67 Strategic plan system implemented.

Yes/No. By March 2013, the institutional planning system is approved.


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DIPUC Schools Administrative departments DDI

To establish the methodological guide to support the preparation of the academic departments and administrative offices plans.

IG-68 Methodological guidelines approved and disseminated.

Yes/No. By February 2013, all academic units and administrative offices have methodological guidance to develop their plans.



To design procedures and formats for accountability of UC academic units and administrative offices.

IG-69 Availability of an automated format for the UC´s offices´ accountability.

Yes/No. By March 2013, there is an automated online format for the UC´s offices accountability.



To design procedures and formats for accountability of UC academic units and administrative offices.

IG-70 Percentage of accountable departments.

(Number of accountable / total of administrative offices) * 100.

Since December 2012, every six months, 100% of departments are accountable.


DIPUC DTH DAF DDI

To formulate an institutional statistical system.

IG-71 Institutional statistical system.

Yes/No. By September 2013, an institutional statistical system is implemented.


DIPUC Schools Administrative departments DIPUC DDI

To formulate procedures and standards for the dissemination and implementation of the institutional plan for academic units and administrative offices.

IG-72 Availability of procedures for the dissemination and implementation of the plan.

Sí/No. By March 2013, the total academic units and administrative offices have procedures to disseminate and implement their plans.


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To generate mechanisms for monitoring, annual assessment, and updating of the plan.

IG-73 Percentage of progress of the institutional plan.

(Number of strategic actions executed / total of planned strategic actions) * 100.

Since March 2013, at least 90% of the institutional plan actions are fulfilled every year.



To generate mechanisms for monitoring, annual assessment, and updating of the plan.

IG-74 Percentage of fulfillment of the institutional plan goals.

(Number of goals fulfilled / total of planned strategic actions) * 100.

Since March 2013, at least 90% of the institutional plan goals are fulfilled.


DIPUC Departments Auditing DDI

To formulate internal control policies.

IG-75 Internal control policies, approved and disseminated.

Yes/No. By January 2013, the policies for management of administrative and academic risks are approved.



To define procedures and regulations to implement the system of internal control.

IG-76 Mitigation and risks prevention plan developed and implemented.

Yes/No. By December 2012, the mitigation and risks prevention plan is approved.




IG-77 Percentage of fulfilled mitigation actions

(Number of mitigation actions fulfilled / planned mitigation actions) * 100.

By December 2013, 100% of the mitigation actions have been fulfilled.




IG-78 Internal control systemcreated.

Yes/No. By March 2013, a system of internal control is implemented.


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4.8 Implement a process of continuous

improvement in institutional

management.


DIPUC DTH DDI To conduct studies of reengineering administrative processes and defining an organizational structure.

IG-79 Availability of a manual of standardized and documented processes.

Yes/No. By June 2013, the processes for administrative management are defined.


DIPUC DTH DDI To create UC Quality Process Management unit.

IG-80 Institutional quality management system developed and implemented.

Sí/No. By June 2014, a quality management system for administrative managements is implemented.


DIPUC DTH DDI To implement a process for continuous improvement in the institutional management.

IG-81 Institutional quality management system developed and implemented.

Sí/No. By December 2014, an institutional quality management system is implemented.

4.9 To strengthen student welfare

services.


UBU HCU DIPUC DDI

To formulate student welfare policies considering the need of institutional development and the Constitution of the Republic and the Higher Education Act (known in Spanish as LOES)

IG-82 Student welfare policies approved and disseminated.

Yes/No By February 2013, student welfare policies have been approved and disseminated.


UBU HCU DIPUC Department of Human Rights DDI

To formulate affirmative action policies.

IG-83 Affirmative action policies are approved.

Yes/No By March 2013, affirmative action policies have been approved and disseminated.


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UBU HCU DIPUC Department of Human Rights DDI

To formulate procedures and regulations to implement affirmative action policies.

IG-84 Procedures and regulations to implement affirmative action policies are formulated.

Yes/No By March 2013, procedures and regulations to implement affirmative action policies have been formulated.


UBU Academic Council DIPUC DDI

To develop and implement affirmative action projects to strengthen the integration of the university community.

IG-85 Affirmative action projects are assessed.

Yes/No By March 2013, affirmative action projects, implemented by the Student Welfare Services, have been assessed


UBU UCPI DIPUC DDI

To develop and implement affirmative action projects to strengthen the integration of the university community.

IG-86 Percentage of members of the University Community who know about affirmative action policies.

0-100% Since June 2014, at least 80% of the University Community knows about affirmative action policies and use their rights.


UBU DIPUC Schools DAF

To implement actions to work with priority need groups.

IG-87 Percentage of the schools that have generated actions to work with priority need groups: desks for pregnant women and left handed students, to establish methodologies and tools for people with disabilities, among others.

(Number of schools that have formulated actions to work with priority need groups / total of schools)*100

Since September 2013, 100% of the schools apply actions to work with priority need groups.


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UBU Health Center Dental Clinic

School of Medicine DIPUC DDI

To develop and implement a plan on preventive holistic health.

IG-88 Percentage of the implementation of projects on preventive health.

(Number of projects on preventive health implemented/ total of projects that are part of the holistic health plan)*100.

Since December 2013, each year, at least 50% of the preventive and holistic health projects planned have been implemented.


UBU Schools, institutes and programs with possible integration and recreation activities DIPUC DDI

To develop and implement events to integrate the University Community.

IG-89 Percentage of university integration and recreation events implemented every year.

(Number of university integration and recreation events implemented/ planned events per year)*100.

Since March 2013, UBU implements at least 80% of integration and recreation projects per year.


UBU DAF FEUE DIPUC DDI

To assess results from scholarship programs.

IG-90 Percentage of scholarships for students.

(Number of scholarships implemented/ number of scholarships assigned)*100

Since January 2013, at least 80% of scholarships are implemented per year.


UBU DAF FEUE DIPUC DDI

To assess results from the financial program.

IG-91 Percentage of budget execution for financial programs for students.

(Accrued budget/ budget assigned for aid)*100.

Since January 2013, 100% of the institutional fund is for student financial aid, per year.


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UBU Department of Human Rights DIPUC DDI

To formulate and implement procedures to detect and prosecute disrespect for human rights: physical, psychological, and sexual integrity of the students, in order to formulate a preventive plan.

IG-92 Percentage of cases on disrespect for human rights and the physical integrity of the students.

(Number of cases on disrespect for human rights and the physical integrity of the students/ total of reported cases)*100.

Since April 2013, at least 80% of reported cases will be treated every year.


DTH UBU DIPUC DDI

To make a diagnosis on the treatment and quality of administrative services to implement a training plan to improve interpersonal relation skills.

IG-93 Percentage of satisfaction on the quality of treatment and provision of administrative services.

0-100% By June 2013, every year, 81% of satisfaction on the quality of the treatment and administrative services will be reached.


DTH UBU DIPUC DDI

To generate means to guarantee and reward good treatment.

IG-94 Award given to administrative efficiency.

Yes/No Since January 2013, an award to administrative efficiency is given annually.


UBU FEUE DIPUC DDI

To assess the coverage and quality of kindergarten services.

IG-95 Assessment of coverage and quality of kindergarten services per year.

Yes/No Since March 2013, an assesment of coverage and quality of the kindergarten services will be performed once a year.


DTH UBU DIPUC Auditing DIPUC DDI

To generate a system of safety and occupational health.

IG-96 UC System of Safety and Occupational Health developed and implemented.

Yes/No By March 2013, the UC System of Safety and Occupational


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Health is implemented.


UBU School of Pshycology DIPUC

To establish the procedures for psychosocial intervention for the staff of the University Community.

IG-97 Percentage of psychosocial cases that have been treated.

(Number of cases /total treated psychosocial cases presented)*100

Since January 2013, 100% of the cases presented are treated every month.


UBU DIPUC UPF DAF

To assess the current availability of physical space of UBU and propose the relocation of, at least, the area of services for people with problems.

IG-98 Assessment of the physical space of UBU.

Yes/No Since June 2013, there is a proposal about appropriate infrastructure for UBU available.


UBU DIPUC Department of Communication DIPUC DDI

To assess and monitor the quality of services given by UBU.

IG-99 Percentage of satisfaction with the services of UBU.

0-100% Since March 2013, there is at least 80% of gratification about the services given by UBU.

4.10 Plan physical growth addressing

the needs of teaching, research,

linkage with community and

institutional management.


UPF DAF DIPUC DDI

To formulate policies for physical growth.

IG-100

Infrastructure and equipment policies disseminated and approved.

Yes/No By February 2013, the policies about equipment and infrastructure are disseminated and approved.


UPF DAF DIPUC DDI

To make a project bank as a strategy to attract external funding.

IG-101

Number of physical infrastructure projects to attract external funding.

Number of physical infrastructure projects to attract external funding.

Since March 2013, at least two projects have been executed.


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UPF DAF DIPUC DDI

To make a project bank as a strategy to attract external funding.

IG-102

Number of investing projects as a strategy to attract finished external financial resources.

Number of investing projects as a strategy to attract finished external financial resources.

By September 2013, at least two projects to attract external funding are finished.


UPF DAF DIPUC DDI

To update real estate registry

IG-103

Registry of buildings of the UC updated in a software.

Yes/No Since June 2013, the registry of buildings and their services, is updated annually.


UPF DAF DIPUC DDI

To formulate procedures and regulations for building planning.

IG-104

Percentage of construction projects meeting architectural pre-feasibility and feasibility studies.

(Number of construction projects meeting architectural pre-feasibility and feasibility studies/total of construction projects )*100.

Since September 2013, at least 80% of the total of construction projects of UC meet architectural pre-feasibility and feasibility studies.


UPF DAF DIPUC DDI

To establish priorities in the processes to construct civil works.

IG-105

Percentage of implemented construction projects.

(Number of implemented construction projects/ total of planned projects)*100.

By December, 2017, at least 80% of planned construction projects are implemented.


UPF Technical Committee Schools DIPUC DDI

To define and prioritize projects on the construction of the university of the future.

IG-106

To build Balzay technological campus.

Yes/No By December 2017, the technological Campus, Balzay, is working.


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IG-107

Percentage of external funding to construct strategic projects.

(Number of stages executed/number of planned stages)*100.

By December 2017, 50% of the Irquis Project is executed.


UPF Technical Committee Corresponding Faculties DIPUC DDI


IG-108

Percentage of progress in the construction and remodeling of the “Hotel – Escuela” Project, of the University of Cuenca.

(Number of executed stages/ Number of planned stages)*100.

By December 2014, 100% of the construction and remodeling of the “Hotel - Escuela” of the University of Cuenca has finished.




IG-109

Percentage of progress in the construction of the Medical Technology building.


At the end of 2012, the construction of the Medical Technology building started, with the following progress per year: 10% in 2012 50% in 2013 40% in 2014




IG-110

Percentage of progress in the construction of the third floor of the Philosophy building.


By December 2013, 100% of the construction of the third floor of the Philosophy building is finished.




IG-111

Percentage of progress remodeling the central campus.


By May 2016, 15% of the central campus is remodeled.


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UOM DIPUC DDI To implement procedures and regulations to prioritize minor works including an automated process to present requests and a plan to improve minor works.

IG-112

Percentage of approved requests.

(Number of served requests/total of presented and approved requests)*100.

Since January 2013, at least 80% of requests for improvement, approved in order of priority, are served per year.


UOM DAF Schools Departments Laboratories DIPUC DDI

To assess the current status of the laboratories functional infrastructure.

IG-113

Percentage of assessed laboratories according to their functional infrastructure.

(Number of assessed laboratories according to their functional infrastructure/ total of laboratories)*100.

By June 2013, 100% of the laboratories are assessed according to their functional infrastructure.


UOM DAF Schools Departments Laboratories DIPUC DDI

To make and implement a preventive and corrective plan for the equipment of the laboratories infrastructure.

IG-114

Percentage of laboratories that have received infrastructure maintenance.

(Number of laboratories that have received infrastructure maintenance/ total of laboratories)*100.

Since July 2013, 10% of the laboratories receive infrastructure maintenance, annually.


UOM UPF Schools Departments Laboratories DIPUC DDI

To develop and implement a plan of laboratory equipment for the different schools.

IG-115

Number of laboratories per school.

Number of laboratories per school.

By March 2014, every school has at least a laboratory for teaching performance.

4.11 Rearrange the legal staff to

improve the advice to institutional management.


Registrar General

Registrars of schools, Advisors, Registrars, Schools UEC DIPUC DDI

To assess the functions and performance of the legal staff.

IG-116

Application of the assessment of functions of schools and departments legal staff.

Yes/No By September 2013, the assessment of the functions of faculties and departments legal staff is applied.


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Registrar General


To develop and implement a plan to train schools and department legal staff.

IG-117

Percentage of members of the legal staff who have been trained.

(Number of members of the legal staff, who have been trained/ total of members of the legal staff)*100.

Since March 2013, 100% of the UC legal staff is trained.


Registrar General


To establish a manual of functions and procedures for UC legal staff

IG-118

UC legal staff organized with procedures.

Yes/No By September 2013, the manual of functions and procedures for UC legal staff is available.

4.12 To promote the integral

development of individuals,

enhancing their skills and abilities


DTH HCU To define internal policies and standards for the management of human resources in the administrative and academic level.

IG-119

Defined human resources policies.

Yes/No By January 2013, human resources policies are disseminated.


DTH HCU To define internal policies and standards for the management of human resources in the administrative and academic level.

IG-120

Updated standard.

Yes/No By January 2013, the internal standards for the management of Human Resources are approved.


DTH UEC CEI To implement a plan for training and updating human resources considering specific functions required for the job.

IG-121

Percentage of trained administrative workers.

(Number of trained administrative workers / total of the administrative staff)*100.

Since January 2013, at least 90% of the administrative staff of the UC is trained, annually.


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DTH UEC CEI To implement a plan for training and updating human resources considering specific functions required for the job.

IG-122

Number of training courses per year.

Number of training courses per year.

Since January 2013, to offer at least 3 training events per year, with a duration of 40 hours each.


DTH DIPUC To develop and implement an optimization plan for the UC administrative staff.

IG-123

Availability of an analysis about the employment relationship of the administrative staff.

Yes/No By September 2013, there is an analysis of the employment relationship of the administrative staff.


DTH DIPUC To develop and implement an optimization plan for the UC administrative staff.

IG-124

Percentage of people per unit.

(Number of people per unit/ total of people of the UC)*100.

By June 2013, there is a sizing of the UC staff.


DTH DIPUC DAF To develop and implement an optimization plan for the UC administrative staff.

IG-125

Percentage of departments that have been optimized.

(Number of departments that have been optimized/ total of units)*100.

By December 2013, the administrative optimization of the departments has been performed by 100%.


DTH DIPUC To formulate and implement procedures and regulations for the development of the administrative staff’s careers.

IG-126

Career plan for the administrative staff has been implemented.

Yes/No By March 2013, the career plan for the administrative staff is implemented.


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DTH HCU DIPUC DDI

To develop, approve and implement an institutional administrative position classifier.

IG-127

Percentage of the administrative positions defined according to the classifier.

(Number of administrative positions defined according to the classifier/total of administrative positions)*100.

By March 2013, 100% of administrative positions of the University are defined according to the classifier.


DTH HCU DIPUC DDI

To implement career ladder for academic positions.

IG-128

Percentage of academic positions defined according to the career ladder.

(Number of academic positions defined according to the career ladder/ total of positions)*100.

By March 2013, 100% of academic positions of the University are defined according to the career ladder.


DTH HCU DIPUC DDI

To appoint a committee to classify and value the university public servers.

IG-129

Committee to classify and to value the university public servers according to their functions.

Sí/No. By March 2013, a committee to classify and value the university’s public servers is working.


DTH DIPUC CEI HCU DDI

To update the functional organic structure of the UC meeting the needs of the institutional growth and the national and international standards.

IG-130

Availability of a new functional organic structure.

Yes/No By June 2013, the new functional organic structure is approved.


DTH DIPUC CEI HCU DDI

To update the functional organic structure of the UC meeting the needs of the institutional growth and the national and international standards.

IG-131

Functional Organic Structure updated.

Yes/No By December 2013, the UC functional organic structure is updated with inputs of the Project on Processes Redesign.


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DTH DIPUC To formulate and execute an annual plan for voluntary retirement.

IG-132

Plan for voluntary retirement is formulated.

Yes/No Since December 2012, there is a plan for voluntary retirement.


DTH DIPUC To formulate a plan to renew academic staff.

IG-133

Plan to renew the academic staff.

Yes/No By March 2013, there is a plan to renew academic staff.


DTH UCPI DIPUC DDI To automate the dissemination of legal information and requirements for the academic and administrative staff to be accepted at UC.

IG-134

Publication of catalogue with legal information for the academic and administrative staff to be accepted at UC.

Yes/No By December 2012, there is a public catalogue with legal information for the academic and administrative staff to be accepted at UC.


DTH DIPUC DDI To develop a procedure to apply regulations for university personnel.

IG-135

Percentage of punishments executed.

(Number of punishments executed/ total of administrative and academic staff who fail to punch in and out)*100.

Since January 2013, 100% of the academic and administrative staff who fail to punch in and out without the necessary justification, is punished.


CEI HCU DIPUC DDI

To establish procedures to assess the working performance of the academic and administrative staff.

IG-136

Percentage of the assessed academic staff.

(Number of assessed teachers and researchers/ total of the academic staff)*100.

Since January 2013, 100% of the academic staff is assessed per month.


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DTH HCU DIPUC DDI

To establish procedures to assess the working performance of the academic and administrative staff.

IG-137

Percentage of the level of performance of the administrative staff and workers.

0-100%. Since January 2013, the performance level is at least 80%.


DTH VLIR Transversal DIPUC DDI

To formulate procedures and regulations to assess the organizational work environment.

IG-138

Percentage of UC departments for which the organizational work environment assessment has been carried out.

Number of UC departments for which the organizational work environment assessment has been carried out/ total of UC departments)*100.

By September 2013, the organizational work environment assessment has been carried out in 100% of UC departments.



To develop a plan to improve the working environment in UC departments.

IG-139

Level of working environment.

0-100%. By September 2014, at least an 80% of good working environment has been reached.



To implement a plan to improve the working environment.

IG-140

Implemented plan to improve the working environment.

Yes/No By December 2014, a plan to improve the working environment in the UC´s units has been established.


DTH DIPUC UCPI DDI

To establish procedures to assess satisfaction of the staff.

IG-141

Percentage of satisfaction with the quality of the human resources services.

0-100% Since March 2013, at least 80% of satisfaction of internal and external users with the quality of the human resources


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services is to be reached.

4.13 To develop and implement a new model of cultural

management.


Department of Culture

HCU DIPUC To establish policies for UC cultural management.

IG-142

Cultural management policies defined and disseminated.

Yes/No By December, 2012, the cultural management policies are defined and disseminated.



HCU DIPUC To establish a functional organic structure for Department of Culture.

IG-143

Functional organic structure implemented for the Department of Culture.

Yes/No By June 2013, the Department of Culture has a functional organic structure.



HCU DIPUC To formulate procedures and regulations to apply policies, programs and projects for the university’s cultural development.

IG-144

Procedures and regulations for cultural management approved and disseminated.

Yes/No By June 2013, the procedures and regulations for cultural management are approved.



URI UCPI DIPUC

To develop and implement a plan for the University’s cultural management.

IG-145

Developed and implemented plan for the University´s cultural management.

Yes/No By April 2013, a plan for the University’s cultural management has been implemented.



DIPUC To develop and implement a plan for the University’s cultural management.

IG-146

Number of projects co-financed per year.

Number of projects co-financed per year

Since March 2013, at least 2 projects have been co-financed per year.



DIPUC To develop and implement a plan for the University’s cultural management.

IG-147

Percentage of projects that have been implemented with institutional resources.

(Number of projects that have been implemented with institutional resources/total of planned projects)*100.

Since March 2013, per year, at least 80% of projects are implemented.


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UCPI DIPUC

To develop a marketing plan for UC cultural activities.

IG-148

Marketing plan approved.

Yes/No By March 2013, the marketing plan for UC cultural activities is approved.



Schools Intellectual Property DIPUC DDI

To formulate procedures and regulations to assess the quality of UC publications.

IG-149

Percentage of publications meeting the minimal institutional procedures.

(Number of publications meeting the minimal institutional procedures/ total of publications of the UC)*100.

Since January 2014, 100% of the publications have met the institutional procedures for publications.



Academic Council DIPUC

To form a technical team for editing.

IG-150

The technical team for editing (quality) has been formed.

Yes/No By January 2014, the technical team for editing has been formed and is part of the Department of Cultures.



DIPUC To form an editorial board and define its functions.

IG-151

UC council for editing non scientific magazines.

Yes/No By September 2014, a council for editing non scientific magazines has been formed.



Intellectual Property DIPUC DDI

To develop and implement regulations for publications.

IG-152

Percentage of publications endorsed by UC.

(Number of publications endorsed by UC/total of publications of UC)*100.

Since January 2014, 100% of the publications endorsed by UC are reviewed by an Editorial Board.


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Intellectual Property DIPUC DDI

To develop and implement standards for publications.

IG-153

Percentage of external works published at the university press.

(Number of external Works published at the university press/ total of publications that are part of the university press)*100.

Since July 2013, the number of external works published at the university’s press increased 10% (2012 is the base year)



DIPUC DDI To formulate procedures and regulations to register UC non scientific publications.

IG-154

Availability, procedures and standards to register UC non scientific publications.

Yes/No Since December 2013, the procedures to register UC non scientific publications are available.



CDRJBV DIPUC DDI

To establish mechanisms to back up non scientific publications in the CDRJBV repository.

IG-155

Percentage of printed non scientific publications that have a digital version.

(Number of printed non scientific publications that have a digital version/ total of printed scientific publications of the UC)*100.

Since December 2013, 100% of printed non scientific publications have a digital version.



DAF DIPUC DDI

To formulate procedures and standards for marketing and distribution of non scientific publications (library placement plan)

IG-156

Procedures and standards developed and made explicit for marketing and distribution of non scientific publications.

Yes/No By September 2013, the procedures and standards for marketing and distribution of non scientific publications have been established.


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DIPUC To formulate procedures and regulations to publish ANALES magazine, being it continually improved to become an indexed journal.

IG-157

Number of editions of ANALES magazine, per year.

Number of editions of ANALES magazine, per year.

Since September 2013, an edition of ANALES magazine will be issued per year.



DIPUC To formulate procedures and regulations to publish ANALES magazine, being it continually improved to become an indexed journal.

IG-158

ANALES magazine is indexed.

Yes/No By September 2013, the ANALES magazine has been indexed.



DAF DTH DIPUC

To make a study on printing costs (own resources and self-management)

IG-159

Study on printing costs and benefits.

Yes/No By July 2013, there is a report of printing costs.



UCPI DIPUC

To establish an agenda to promote reading in the university community.

IG-160

Percentage of events that have been developed to promote reading in the university community.

(Number of events that have been developed to promote reading in the university community/ number of events that have been planned to promote reading in the university community.) *100.

Since January 2013, at least 80% of planned events to promote reading in the university community are performed every year.


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DAF DTH DDI

To formulate procedures and regulations to form, renew, tenure, and promote artistic groups linked to UC.

IG-161

Procedures and regulations developed and disseminated.

Yes/No By December 2013, the procedures and regulations have been developed and disseminated.



DIPUC DDI To formulate procedures and regulations to assess the artistic performance of groups linked to the Department of Culture.

IG-162

Procedures and regulations are established.

Yes/No Since March 2013, the procedures and regulations to assess the artistic performance of groups linked to the Department of Culture are applied annually.



DTH DEC DIPUC

To develop a training plan for cultural actors.

IG-163

Training plan structured and disseminated.

Yes/No Since March 2013, the artistic groups linked to the Department of Culture are trained at least for 40 hours per year.



School of Arts DIPUC

To formulate procedures and regulations to include cultural groups of the School of Arts and other schools in the cultural management plan of UC.

IG-164

The mechanisms to integrate UC cultural groups in the cultural management plan have been applied.

Yes/No Since September 2013, the mechanisms to integrate UC cultural groups in the cultural management plan are applied.



DAF DIPUC DDI

To formulate procedures to control the income from the use of Carlos Cueva Tamariz theater.

IG-165

An analysis about costs and benefits has been developed.

Yes/No Since March 2013, an analysis of costs and benefits is made every six months.


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UCPI DIPUC DTH DDI

To define parameters and procedures to measure satisfaction levels of UC cultural actions.

IG-166

Percentage of satisfaction with the quality of services of the Department of Culture.

0-100% Since March 2013, internal and external users reach at least 80% of satisfaction with the quality of the Department of Culture services.

4.14 Promote the internationalization

of UC.


URI HCU DIPUC To formulate policies for the internationalization of UC.

IG-167

The policies for UC internationalization have been approved and disseminated.

Yes/No By February 2012, the policies to promote UC internationalization are approved and disseminated.


URI HCU DIPUC To establish the organizational structure of URI.

IG-168

The organizational structure of URI has been defined.

Yes/No By February 2013, URI has defined its organizational structure.


URI HCU DIPUC To formulate procedures and regulations to apply policies, programs, and projects for the internationalization of UC.

IG-169

The procedures and regulations for the internationalization of UC have been approved and disseminates.

Yes/No By March 2013, the procedures for the internationalization of the UC are defined and published.


URI DPUC DIPUC DDI

To develop a data base featuring opportunities of scholarships for masters, Ph.Ds. and internships, among other mobility activities.

IG-170

Public data base featuring opportunities of scholarships for masters, Ph.Ds. and internships, among other mobility activities.

Yes/No Since January 2013, the data base featuring masters and PhD programs is available for users.


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URI DPUC DIPUC DDI

To be part of academic and scientific events to promote UC.

IG-171

Number of events to promote UC internationally in order to strengthen or establish new partnerships.

Number of events to promote UC internationally in order to strengthen or establish new partnerships for international cooperation.

Since March 2013, UC attends at least two international events per year to promote UC.


URI Academic Council Language Department Schools DIPUC DDI

To form and implement a plan to support the development of the internationalization of UC.

IG-172

Number of outreach activities at an international level.

Number of outreach activities at an international level.

Since March 2013, an international activity or international academic program per school is identified.



To formulate procedures to promote the participation of the university community in projects on international cooperation such as support for strengthening teaching and research functions.

IG-173

Number of projects per school for international cooperation.

Number of projects per school for international cooperation.

Since March 2013, there is at least one project on cooperation per school.


URI DAF DTH DIPUC DDI

To establish a procedure to track income and expenses of mobility of UC teachers and students.

IG-174

To record the track of incomes and expenses of mobility of UC teachers and students.

Yes/No By September 2013, URI has a procedure to track income and expenses of mobility of UC teachers and students.


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URI DAF DTH DIPUC DDI

To establish a procedure to track income and expenses of mobility of teachers and students of the UC.

IG-175

To record the track of incomes and expenses of mobility of foreign teachers and students of the UC.

Yes/No By September 2013, a record of the track of incomes and expenses of mobility of foreign teachers and students that come to the UC, has been established.



To develop a system to register teachers’ mobility.

IG-176

Percentage of UC teachers who are part of academic programs offered by national or international HEIs.

(Number of UC teachers who are part of academic programs offered by national or international HEIs/ total of UC teachers)*100.

By September 2013, at least 5% of UC teachers are part, as students, of an academic program in other national or international institutions.



To develop a system to record teachers’ mobility.

IG-177

Percentage of UC teachers working as academic facilitators in national and international institutions.

(Number of UC teachers working as academic facilitators in academic programs in national and international HEIs/ total of UC teachers)*100.

By September 2013, annually, at least 3% of UC teachers are working as academic facilitators in an academic program in other national or international institutions.


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IG-178

Percentage of UC teachers teaching an academic program in other national or international institutions.

(Number of UC teachers teaching an academic program in other national or international institutions./ total of UC teachers)*100.

By September 2013, at least 20% of UC teachers teach an academic program in other national or international institutions.




IG-179

The record of teachers of other national and international universities that receive a UC academic program has been established.

Yes/No By March 2013, there is a record of teachers from other national and international universities receiving a UC academic program.



To develop a system to record students’ mobility.

IG-180

Percentage of UC students who are part of academic programs (internships, rotations, university semester, double degree, languages, short courses, etc.) in other national or international institutions.

(Percentage of UC students who are part of academic programs in other national or international institutions/ total of students)*100.

By December 2017, at least 1% of UC students are studying in other national or international institutions.


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To develop a system to record students’ mobility.

IG-181

Percentage of UC students who come from different countries (internships, rotations, university semester, double degree, languages, short courses, etc.)

(Number of foreign students that are studying academic programs at UC/ total of students of the UC)*100.

By December 2017, the percentage of foreign students has increased by 1% compared to the base year: 2012.

Vice University President

URI Schools DPUC Academic Council DIPUC DDI

To define strategies to implement a cross-border education program.

IG-182

Number of majors and academic programs that are implemented along with other universities.

Number of majors and academic programs that are implemented along with other universities.

By March 2014, at least 3 majors and 3 cross-border academic programs are under way.

Vice University President

URI Schools DPUC DIUC Academic Council DIPUC DDI

To establish strategic partnerships with universities and research centers to share subjects, CTI projects, and university management mechanisms.

IG-183

Number of academic programs or research programs that are implemented along with other national or international universities.

Number of academic programs or research programs that are implemented along with other national or international universities.

Since September 2013, at least 5 programs (subjects, CTI projects, and university management mechanisms) are implemented along with other national or international universities.


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University Vice President

URI Schools DPUC DIUC DVC Academic Council DIPUC DDI

To establish strategic partnerships with universities and research centers to share subjects, CTI projects, and university management mechanisms.

IG-184

Number of international academic peers related to teaching, research, or community outreach.

Number of international academic peers related to teaching, research, or community outreach.

Since September 2013, at least 5 international peers collaborate on programs for teaching, researching, or community outreach.


URI UCPI DVC SG DDI DIPUC

To develop a data base about past and current agreements that UC has with national and international universities and institutions.

IG-185

To publish a data base or a system about basic information and the status of current and closed agreements of UC with other institutions.

Yes/No By October 2012, there is a published data base, or a system on basic information and the status of current and closed agreements of the UC with other institutions, which is updated every six months.


URI DIPUC UCPI DDI

To define parameters and mechanisms to assess the satisfaction of users of the service (internal and external)

IG-186

Percentage of satisfaction of users with the quality of international relations services.

0-100% Since March 2013, at least 80% of users are satisfied with the quality of International Relations services.

4.15 To implement a physical security

system in all campuses.


USG HCU DIPUC To formulate physical security policies.

IG-187

Physical security policies are disseminated.

Yes/No Since March 2013, the physical security policies are formulated and disseminated.


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USG DIPUC DDI To formulate procedures and regulations on physical security (chambers, public lighting, alarms, surveillance, incidents)

IG-188

Procedures and regulations on physical security are approved.

Yes/No By March 2013, the procedures and regulations on physical security are formulated.


USG DIPUC DDI To identify internal and external physical risks.

IG-189

Number of incidents against the University’s assets.

Number of incidents against the University’s assets.

Since March 2013, all the incidents against the university’s assets are managed.


USG DIPUC DDI To develop and implement an institutional physical security plan.

IG-190

Institutional physical security plan implemented.

Yes/No Since September 2013, the physical security plan is implemented.


USG DIPUC DDI To develop and implement an institutional physical security plan.

IG-191

Percentage of physical security incidents against the university’s assets which have been processed.

(Number of physical security incidents against the university’s assets that have been processed/ total of incidents that have been reported)*100.

Since December 2012, 100% of physical security incidents that have been reported are processed.


USG DIPUC DDI To coordinate with local and national organizations the security of UC surroundings.

IG-192

Safe University Project (coordinated along with the government office of Azuay)

Yes/No Since March 2013, an agreement with the government office of Azuay to develop the “Safe University” Project is under way.


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IG-193

Project to identify areas of insecurity in UC surroundings, underway.

Yes/No By March 2013, the project to identify areas of insecurity in UC surroundings is in execution.



IG-194

“Safe area” project: surroundings of UC campuses.

Yes/No By March 2013, the “safe area” project: surroundings of UC campuses, is in execution.



IG-195

“Safe area” project: stairs (at the Barranco) on the way to the University’s houses area.

Yes/No By March 2013, the “Safe Area” project is being executed: stairs (at the Barranco) on the way to the University´s houses.


USG Legal Staff DIPUC DDI

To formulate procedures and regulations to rent commercial offices.

IG-196

Percentage of commercial offices to rent.

(Number of commercial offices to rent/Number of UC commercial offices to rent)*100.

Since March 2013, 100% of UC commercial offices to rent are regularized.


USG DIPUC UCPI DTH DDI

To formulate procedures to assess the satisfaction of internal and external users of services.

IG-197

Percentage of satisfaction of users with the quality of physical security services by UC.

0-100% Since March 2013, at least 80% of users satisfied with the quality of physical security services by UC is reached.

4.16. To improve internal and external

institutional communication.


UCPI HCU DIPUC To define institutional communication policies.

IG-198

Communication policies have been defined and disseminated.

Yes/No By January 2013, the communication policies are defined and disseminated.


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UCPI DIPUC To identify the mechanisms to develop a comprehensive communication management model related to the central objectives established until 2017.

IG-199

The system for comprehensive management of institutional communication has been implemented.

Yes/No By March 2013, an institutional communication management model has been implemented.


UCPI Schools Academic departments DIPUC

To develop strategies to raise awareness in the university community on their sense of belonging to UC to work to reach institutional objectives.

IG-200

Number of implemented awareness campaings to develop the sense of belonging to UC.

Number of implemented awareness campaings to develop the sense of belonging to UC.

Since January 2013, at least 3 campaigns to raise awareness on the sense of belonging to UC have been developed per year.


UCPI DTH UBU DIPUC

To develop strategies for the dissemination of the communication process.

IG-201

Number of training workshops on UC communication´s tools.

Number of training workshops on UC communication´s tools.

Since March 2013, there is at least one workshop per year on UC communication procedures and tools for the general public.


UCPI DDI DIPUC To formulate communication channels to disseminate information on projects, activities, and plans, among others.

IG-202

Number of channels used for dissemination.

Number of channels used for dissemination.

Since January 2013, at least 3 physical and electronic communication channels per year are working.


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UCPI DIPUC DDI To formulate procedures and regulations to monitor current WEB pages from different departments.

IG-203

Percentage of updated web pages from each department.

(Number of updated web pages from each department./ total of departments that need a web page)*100.

Since September 2013, 100% of the units that need a web page are updated with the institutional format. They also have an administrator.


UCPI Language Department DIPUC DDI

To visualize UC through a communication model by using CITs to reach the public in both Spanish and English.

IG-204

Percentage of institutional web pages available in Spanish and English.

(Number of institutional web pages available in Spanish and English. /total of institutional pages)*100.

By December 2014, 100% of institutional pages available in English and in Spanish.


UCPI School of Arts USG Schools Units DIPUC

To develop a symbolic-corporative image for the University of Cuenca.

IG-205

An elaborated and implemented symbolic- corporative image plan for the University of Cuenca.

Yes/No By March 2013, the corporative image plan of the UC is implemented.


UCPI DAF DDI DIPUC At this point CEDIA could be considered since currently it has put screens in some parts of UC.

To establish a closed-circuit communications system to facilitate communication in UC.

IG-206

Number of electronic screens to facilitate communication in UC.

Number of electronic screens to facilitate communication in UC.

By December 2017, there is at least 12 electronic screens to facilitate the communication in the university community.


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UCPI DDI To design and develop a photographic and online video file of different institutional events.

IG-207

Online remote access to a digital file featuring UC photos and videos.

Yes/No. Since March 2013, online remote access to a digital file featuring UC photos and videos is implemented.


UCPI DDI To design and develop a photographic file and online video of the different institutional events.

IG-208

Percentage of institutional events (speeches, press conferences, magazines, forums, and workshops, among others) photographed and filmed, filed online.

(Number of institutional events photographed and filmed, filed online. /Number of institutional events photographed and filmed)*100.

Since December 2012, 100% of institutional events photographed and filmed are available online and backed up every month.


UCPI Eternal unit contracted DIPUC

To establish mechanisms to assess the use of the institutional social networks.

IG-209

Reports on the use of the institutional social networks submitted.

Yes/No Since March 2013, there is at least one report on the use of the institutional social networks every month.


UCPI DIPUC To develop the UC Communications Plan.

IG-210

Percentage of internal and external communications projects that have been executed

(Number of internal and external communication projects that have been executed / total of projects that are part of the communications plan)*100.

Since June 2013, 100% of projects that are part of the communications plan are executed.


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UCPI DIPUC Records of UC public relations activities and media participation, which must be published.

IG-211

Availability of the record of speeches, press conferences, interviews, press releases and newsletters.

Yes/No Since March 2013, speeches, press conferences, and interviews are recorded, filed, and published in the web every month.


UCPI DIPUC To formulate procedures and regulations to strengthen and extend UC media.

IG-212

Percentage of protocol support for UC’s events.

(Number of protocol support for UC events/ total UC events UC.)*100.

Since March 2013, 100% of UC events have protocol support.


UCPI School of Philosophy DIPUC DDI

To formulate procedures and regulations to strengthen and extend UC media.

IG-213

To develop the university digital radio as a radio of and for the university community.

Yes/No Since March 2014, there is an institutional digital radio operating.


UCPI School of Philosophy DIPUC DDI

To formulate procedures and regulations to strengthen and extend UC media.

IG-214

Institutional newspaper implemented.

Yes/No. By March 2014, there is an institutional newspaper being edited.


UCPI DIPUC DDI To formulate procedures to assess the satisfaction of users of UC internal and external communication services.

IG-215

Percentage of satisfaction of users of UC internal and external communication services.

0-100% Since March 2013, at least 80% of users satisfied with the quality of UC internal and external communication services.

4.17 Optimize financial

management


DAF Executive Council

To formulate policies to strengthen the financial management of UC.

IG-216

Policies on financial management have been defined and disseminated.

Yes/No By March 2012, the financial policies have been defined.


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DAF DIPUC DDI To establish a financial management model through the rationalization of the use of institutional resources, modernization, and calculated and planned growth.

IG-217

Financial management model designed and implemented.

Yes/No By December 2013, a financial management model is implemented.


DAF DIPUC To develop a financial resources management plan.

IG-218

Financial management plan designed.

Yes/No By March 2013, DAF has a designed financial management plan.


DAF DIPUC To implement a financial resources management plan.

IG-219

Financial management plan implemented.

Yes/No Since July 2013, DAF has a financial management plan.


DAF Executive Council DIPUC DDI

To formulate procedures and regulations to allocate financial resources for the implementation of the institutional POA according to PEDI.

IG-220

Mechanisms for internal allocation of financial resources defined.

Yes/No By June 2013, the mechanisms for budget allocation are defined.


DAF Executive Council DIPUC DDI

To formulate procedures and regulations to allocate financial resources for the implementation of the institutional POA according to PEDI.

IG-221

Percentage of budget allocation for the UC annual operational planning.

(Executed budget/ planned budget)*100.

Every December, 100% of the allocated budget for the UC annual operational planning has been implemented as planned.


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DAF DIPUC DDI To improve the planning system for the procurement of assets for UC.

IG-222

Number of days left out by procurement lot.

Number of days left out by procurement lot.

Since January 2013, 20% of the time for procurement of assets will be reduced. (Base year: 2012)


DAF Academic and administrative units. DIPUC DDI

To establish an investment control system at UC.

IG-223

A report on the costs related to academic and administrative activities is available.

Yes/No Since March 2013, every six months, there is a report on the costs related to academic and administrative activities, in every school, as well as the goals that have been reached.


DAF Academic and administrative departments. DIPUC DDI

To design and disseminate a standard format to develop reports on the use of the resources.

IG-224

Percentage of annual budget invested on running costs.

(Executed budget /planned budget)*100.

Since January 2013, 100% of the allocated resources are executed.


DAF Community outreach. Departments related to self– management. DIPUC

To develop control procedures to improve the raising of financial resources through self-management (clinics, farms, bars, laboratories, commercial offices, consultancy, services, etc.)

IG-225

Annual percentage of financial resources through self-management.

(Amount of resources raised through self-management/ total of resources of the UC)*100.

Since January 2013, an increase of 20% in the budget of self-management, per year will be sought. (Base year: 2012)


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DAF DTH DIPUC DDI

To develop an administrative self - assessment for costs and expenses efficiency, and develop a technical report on current costs per unit.

IG-226

Percentage of administrative departments that submit technical reports on costs and expenses.

(Number of administrative departments that submit technical reports on costs and expenses / total of administrative departments)*100.

Since March 2013, 100% of the administrative departments submit technical reports about costs and expenses.


DAF DTH DIPUC DDI

To improve the procedure to record assets, accounting system, reception and delivery of documents.

IG-227

Improved procedures to record assets, accounting system, reception and delivery of documents.

Yes/No By December 2013, the administrative procedures of DAF have improved.

4.18 Implement a financial and

economic monitoring process for the admission,

enrollment and completion system of undergraduate,

graduate and continuing education.


Office of admissions and enrollment.

University Council

To formulate policies for admission and enrollment.

IG-228

Policies for admission and enrollment are disseminated.

Yes/No By March 2013, the policies for admission and enrollment are disseminated.



DIPUC To formulate procedures for admission and enrollment of undergraduate, post graduate, and continuous education students.

IG-229

Procedures formulated.

Yes/No By March 2013, the .Graduation procedures .Post graduate procedures .Continuous education procedures are developed and disseminated.


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DAF DDI To improve the differentiation system for the enrollment payment, according to socioeconomic status and student cost per major.

IG-230

Differentiated enrollment system according to socioeconomic status and student cost per major is executed.

Yes/No By July 2013, the new differentiated enrollment system is implemented.



University Council Academic Units DAF.

To keep regulations for the classification of levels of undergraduate enrollment updated; the costs of post graduate studies and courses, conferences, workshops, etc., that are implemented by each academic department. Post graduate and continuing education.

IG-231

Regulations approved.

Yes/No By July 2013, the regulations are available.



DIPUC DDI To optimize control procedures in order to have students who have lost their scholarships, pay for their differentiated enrollment.

IG-232

Procedures to control students who have lost their scholarships are established.

Yes/No By March 2013, the procedures to control students who have lost their scholarship have been established.



DIPUC DDI To optimize control procedures in order to have students who have lost their scholarships, pay for their differentiated enrollment.

IG-233

Percentage of students that have lost their scholarships because of differentiated enrollment.

(Number of students who have lost their scholarships/ Number of students who are in the system of differentiated enrollment)*100.

By February 2013, every semester, 100% of students who have lost their scholarships meet the new differentiated enrollment system.


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DDI Schools To keep updated the registrations of UC students.

IG-234

Updated, complete, and published registrations.

Yes/No Since March 2013, the registrations are updated and published.



DDI Schools To keep updated the registrations of UC students.

IG-235

Statistical reports on university admission and enrollment executed.

Yes/No Since March 2013, every semester, a statistical report on university admission and enrollment is executed: (specifying the number of enrolled students, graduated students, and dropouts, among others.)



DAF DPUC Continuing education Schools DDI

To optimize the mechanisms to control and coordinate the payment of opened accounts per student.

IG-236

Percentage of opened accounts per person.

(Number of opened accounts per person /Number of balanced accounts per person)*100.

Since March 2013, monthly, at least 90% of opened accounts per person are balanced.


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Approved by: HCU

CEI: Internal Assessment Committe

CDRJBV: Juan Bautista Vázquez library

CEDIA: Ecuadorian Consortium for Advanced Internet Development. DAF: Administrative Financial Department

DDI: IT Development Department

DIPUC: Department of Planning of University of Cuenca.

DIUC: Research Department of University of Cuenca

DPUC: Post Graduate Department of University of Cuenca.

DTH:Human Resources Department

DVC: Department of Community Outreach

HCU: University Council

SG: Registrar General

MUAS:(Cooperation) Applied Sciences University of Munich

UBU: Department of Student Welfare

UCPI: Department of Communication, Protocol, and Image.

U Cultura: Department of Culture

UEC: Department of Continuing Education

UOM: Department of Minor Works

UPF: Department of Physical Planning

URI: International Relations Department

USG: General Services Department

VLIR Transversal:(Cooperation) Council of Flemish Universities, Transversal Project _ Institutional Change.