University of Campinas - PRDU

University of Campinas
STRATEGIC PLANNING
1
Latin America and Brazil
Area: about 8.5 million Km2
Population: about 190 million
GDP: US$ 1,06 Tri
2
State of Sao Paulo and Campinas
Area: about 248.2 thousand Km2
Population: about 40 million
GDP: 33.9% of Brazil
IDH: 0.83
3
Campinas region
- About 2.6 million inhabitants
- 19 municipalities
- 8% of São Paulo GDP; 2.7% of
Brazil
- 6% of Brazilian industrial
production
* National GDP (1,067 tri US$ – 2006)
4
Campinas and Unicamp
Area: about 800 Km2
Population: about 1.03 million
GDP: 0,96 % of Brazil
5
Unicamp in Campinas and R&D Institutions
Lab. Síncrotron
Sofitex
Eldorado
Unicamp
TBS PharmaNortel
XTal Fiber
CPqD
Ericsson
Ci&T
Rod. Campinas
– Mogi Mirim
PUC
Via D. Pedro I
Lucent
SONAE
6
Unicamp
It concentrates 15% of all the
Brazilian scientific production
and about 10% of the graduate
degrees granted.
Unicamp is a public university.
Current aerial view of the Campus.
Main entrance of Unicamp.
Additional funds are obtained
mainly from private institutions
and research funding agencies.
7
Budget
- US$ 556.6 million/year
from the government of
the State of São Paulo
- US$ 212.1 million/year
from funding agencies and
private companies
8
Brazilian Universities Ranking
Graduation programs average score
UNIVERSITY
Unicamp
USP
Universidade
UFRGS
Universidade
do Sul
UFRJ
Universidade
Janeiro
UFMG
Universidade
NUMBER OF
PROGRAMS
68
228
AVERAGE
SCORE
5.19
5.00
79
4.89
91
4.86
68
4.76
do Estado de São Paulo
Federal do Rio Grande
Federal do Rio de
Federal de Minas Gerais
* Source: Capes/2008 – CAPES coordinates a comprehensive evaluation of graduate programs that
assigns grades from 3 (lowest) to 7 (international standard)
9
Research and Teaching areas
Unicamp
Engineering
Humanitie s
Health
Physics
Eletrical
Electrical
Philosophy
Medicine
Biology
Mechanical
Social Sciences
Odontology
Dentistry
Chemistry
Chemical
Political Science
Physical Education
Mathematics
Food
Economy
Phonoaudiology
Computer Science
Agricultural
Language
Geosciences
Civil
Education
Architecture
Arts
Computer Engineering
10
Stats (2007)
5 Campuses (a new campus will open
in Limeira in 2009)
32,214 students
16,984 undergraduate students
15,230 graduate students
20 teaching and research units
58 undergraduate courses
126 graduate courses (68 Programs)
1,743 faculty – 97% PhD
11
Unicamp Hospital Structure in 2007
- University Hospital: 376 beds
– Caism (Center of Integral
Assistance to Women´s Health):
139 beds
- Community Hospital: 260 beds
12
Undergraduate Students
13
Indicadores Gerais e de Desempenho Acadêmico da Unicamp
Graduate Students
14
Master´s and Doctoral Thesis
15
Graduate Scholarships in 2007
Scholarships granted by funding agencies
Fapesp, CNPq and Capes: 3,649
16
Indicadores Gerais e de Desempenho Acadêmico da Unicamp
Some research areas
Molecular Biology and Genetical Engineering
Population Studies
Agricultural and Environmental Studies
Linguistics, Contemporary Literature
Food Science and Technology
Organ Transplant
Bioinformatics and Computer Science
Biomass and Other Renewable Energies
Applied Mathematics
Globalization and the Job Market
Telecommunications
Physics of Condensed Matter, Photonics
17
Indicadores Gerais e de Desempenho Acadêmico da Unicamp
Publications share in Latin-America
(*) Only articles indexed in the ISI
18
Innovation at Unicamp
Goals
• Establish a dialogue between Unicamp and society
• Strengthen interactions and partnerships with private enterprise,
governmental institutions and foundations
• Unicamp is the Brazilian university which has the most impressive
patent stats – 330 claims, 39 products and 36 software products.
19
Patents
Patent claims - 1979-2004
C TA
47
INPE
52
Fiocruz
75
C NEN
83
IPT
165
Embrapa
170
UFRGS
4
UNESP
4,6
47
UFRJ
9,2
UFMG
9,9
54
109
117
16,5
USP
195
31,6
UNIC AMP
0
50
373
100
Number of patent c laims
150
200
250
300
350
400
% of total c laimed by Brazilian universities
20
Reasons for planning in a public university
Increasing relevance of:
Awareness of the University´s identity
Clarity in the definition of the University´s purpose and priorities
Shared commitment and community engagement
Accountability – regulations established by the State and society
Organizational effectiveness
21
History
From 2000 to 2002
. Elaboration is conducted in a non-systematic way.
. Mission and Vision are discussed by the Universitary Council.
. Local plans are elaborated by sub-commissions.
From 2002 until now
. Strategic Plan starts to be implemented according to a well-established set of
guidelines.
. Academic Units local planning and collaborators (teachers, staff and students)
provide appropriate feedback for the Assessment and Review phases.
. Strategic Plan is discussed institutionally.
22
Conceptual Model
Mission, Vision
principles, values
What do we want to be?
Where do we want to get
there?
determine
Strategic
questions
Goals
translate
Focus on what
we will do
influence
Environment
What does it allow us to do?
What do we have to know
about what has to be done?
implement
Action plans
Initiatives
Projects
- Teaching
- Research
- Extension
- Administration
- Quality of life
identify
Indicator
measure
quantify
Target
23
Strategic triangle
Purpose: Vision, Mission, position,
principles, values
What do we want to be?
Strategies
What will we do?
External environment
What does it allow us to do?
Internal environment
What do we have to know about
what has to be done?
24
The Strategic Planning Process - The context diagram
Inputs
Strategic Management
Outcomes and
Achievements
Analysis/approval
Institutional Assessment
Universitary
Council
Organization
Analysis/approval/proposals
Comm. for
Strategic Plan.
Support
Group
Proposals/suggestions
Consolidated data
Strategic Project
managers
Adm/Academic
Units
Definition of Strategy
Vision achieved
• Strategies/goals
• Strategic projects
Strategic Projects
Management
Execution
Local Strategic Plans
Local monitoring/
Representatives Institutional guidelines
Assessment/review
UNICAMP
25
The Strategic Planning Process
Organization
Definition of strategy
Phase 1
Phase 2
Mission
Principles/values
Vision
Execution
Environmental
Analysis
Phase 2 – Workshop
(gathering and treating information)
Assessment/
review
Phase 3
Phase 4
Strategic
Goals
Action
plans
The process of planning is as
important, if not more important,
than the plan itself.
26
Planes/Unicamp current structure
Strategic areas
•
•
•
•
•
Teaching
Research
Extension
Administration
Quality of life
Strategies were defined to each Strategic Area ...
Strategies
The strategies are translated to a set of
Programs/Lines of action...
... for Teaching - examples:
• Update and adjust curriculum content ....
• Systematic appropriateness of physical infrastructure and staff
• Stimulate interdisciplinary, inter-unit activities...
Programs/Lines of action
... for Teaching:
Priority
• P1 - Improvement and expansion of undergraduate teaching
• P2 - Expansion and revision of graduate programs
• P4 - Distance Learning
Strategic Projects
The Programs are implemented by
a set of strategic projects.
Planejamento 2003
... of Program P1 – Improvement and expansion of the undergraduate teachingexamples:
• Enhance the Infrastructure of classrooms / labs for teaching
• Restructure the curriculum
• Create a Teaching Center
• Internationalize the curriculum
27
Fiduciary and
social
Perspective
UNICAMP strategic map
CITIZENs AND THE SOCIETY
Government, other HEI, unions, financial institutions, funding agencies, community, suppliers, third-parties, partners, high schools, alumni,
research groups, professional communities, academic associations, councils, scientific societies, donors, sponsors.
STRUCTURE CAPITAL – INNOVATION AND PROCESS CAPITAL
Improve the academic and administrative processes in order to achieve the purpose of the University.
Internal-Process
Perspective
TEACHING - ... how should we teach?
Expand the teaching activities ensuring
the alignment with the research and
extension activities, ensuring academic
excellence and the respect to the
diversity of the areas of knowledge,
seeking a dynamic that provides an
environment of interdisciplinary
exchange that covers changes in the
paradigms and meets social demands.
RESEARCH ... how should we perform our
research?
EXTENSION ... how should we engage in
extension and social activities?
Generate knowledge in all areas and
communicate it through education and other
forms of dissemination within benchmarks of
excellence at national and international level,
leading the development of innovative agendas
that express a commitment to society.
Expand extension, ensuring the relationship
with society in the search for solutions to local,
regional and national problems, by providing
knowledge, technology and services aligned
with the need to reduce social inequality.
Administrative, support, innovation, regulatory and social processes, strategic planning and institutional assessment/evaluation.
Learning and
Growth
Perspective
INFORMATION ASSET
Databases, information systems, network and technological infrastructure.
INTELLECTUAL CAPITAL
Culture, leadership, social capital and knowledge management.
HUMAN CAPITAL
Skills, talents and the knowledge of people.
Students
... how should we act with the students
(attention to the student)?
Faculty
... how should we act with faculty?
Administrative staff
Planejamento
2003
... how should we act with the administrative
staff?
28
Strategic triangle and the local plans
Purpose: Vision, Mission, position,
principles, values
What we want to be?
Strategies
What will we do?
External environment
What does it allow us to do?
Local external
environment
Local strategies
Internal environment
What do we have to know about
what has to be done?
Local internal
environment
29
State University of Campinas
Strategic Planning – Macro agenda of monitoring and reviews
Period
2004
2005
2006
2007
2008
2009
2010
2011
Abril 2008
2012
2013
2014
Strategic
Projects
Plan/
UNICAMP
(2016)
FOCUS
Local Plans
Units
Diagnosis
Institutional
Assessment
1999-2003
Legend:
- Analisys and Review
2004-2008
- Data for the analysis and review
2009-2013
Data treatment
30
Mission and Vision
Mission
Develop and disseminate knowledge in science and technology, culture and the arts,
through education, research and extension, within benchmarks of excellence in all
fields of knowledge, maintaining an environment of respect to diversity, pro-coexistence
and the free debate of ideas contributing to the sustainable development of society.
Develop professionals capable of constant learning, prepared to act based on
ethical principles and with a view to the full exercise of citizenship.
Vision - 2010
The UNICAMP is a public institution of national and international reference in
all areas of knowledge, committed to the sustainable development of society
and placed among the best contemporary universities.
31
Some of the strategies related to teaching activities
Continuously update content and curriculum for undergraduate and
graduate programs in order to meet new and continuous challenges in
scientific, technological, artistical and social areas.
Expand the number of students in undergraduate and graduate
programs.
Encourage the development of initiatives in distance education.
Foster the institutional engagement in the discussion of major public
policy issues relating to education.
32
Some of the strategies related to research activities
Institutional support to existing research groups by promoting the
initiatives of innovative research.
Participation in the formulation of public policy related to science,
technology, culture and art, social and educational assistance.
Development and implementation of policy to attract young talent.
Incentive to fund-raising and knowledge transfer.
33
Some of the strategies related to outreach, community
and extension services
Encourage the involvement in the formulation and implementation of public
policy related to extension.
Support for different activities to provide services for the community.
Encourage the implementation of community action.
Expand the integration with the community in the metropolitan area of
Campinas.
34
Some of the strategies related to internationalization
Encourage interdisciplinary, inter-colleges and inter-institutions activities in
undergraduate and graduate programs.
Encourage programmes and partnerships with universities and national and
international centres of excellence.
Encourage the participation of researchers in national and international
research programs.
Encourage programs and cooperation agreements that foster international
insertion for Unicamp.
35
Some of the new projects approved during the
Plan assessment/review for the period 2007-2010
Review the undergraduate and graduate curricula
Redefine the undergraduate and graduate evaluation process
Create a Teaching Support Center
Internationalize the undergraduate programs
Explore the possibility of creating new graduate interdisciplinary
programs
Create research centers for users from different research areas
Expand the research activities by establishing new partnerships with
international institutions.
36
Some outcomes and achievements (so far...!)
More visibility of the Unicamp purpose until 2010 by publicizing
plans and goals.
Introduction of new practices including discussion and treatment of
institutional strategic issues with effective involvement of the
academic and administrative Units, teachers, staff and students
Better qualification of the demands in the mission-critical areas –
teaching, research and extension
37
Some outcomes and achievements...
Improvement of infrastructure of classrooms and labs for teaching
Effective initiatives for the improvement of research activities
Revision, appropriateness and systematization of rules for graduate
programs
Improvement of equipments and facilities in the libraries, archives and
collections
Organizing academic events with the participation of outstanding
speakers
38
Some outcomes and achievements...
Implementation of the Environmental Management System
Incentive for TV Unicamp scheduling improvement
Creation of the “Writing Center” – an office that provides support for
teachers willing to write and submit papers to international scientific
journals
The “Resident Artist” program – a university-funded grant to sponsor the
visit of outstanding artists to teach and work at the university
A raising concern to broaden the scope of the university´s activities so as
to include Extension activities
39
Some outcomes and achievements...
A raising concern for:
qualification of our human resources
quality of life on campus
More attention to the revision of administrative and academic processes
Improvement of the engineering projects implementation process
40
Unicamp is
committed to
establish
international
partnerships as a
strategy to stimulate
academic excellence
41