Further decentralizing the university with a view to making resource management more flexible, and flattening the governance structure, with a transparent and comprehensible internal financing model that is easy to manage and govern and that also encourages the seeking of external funding.

Adopting teamwork procedures sustained on a project-based culture as one of the university community’s basic working methods. As a natural process of learning and experimentation, a project-based culture will allow a series of actions pursuing specific goals to be carried out in a more effective way.

Activating general services aimed at promoting and assuring quality which are given the appropriate tools and incentives to implement the quality policies adopted by the university.

Taking measures to simplify the governance structures that make it possible to reduce the number of committees and govern with fewer academic officials, strengthen the role of management professionals at the various levels of the organization, and allow academic administrators to focus on the relevant areas of decision-making.

Working to achieve the digital transformation of the university, taking advantage of technological tools that make it possible to obtain and use the data required for decision-making and implementing an innovative and ethically responsible organizational culture.

Focusing on the evaluation of programmes and services, by means of a careful analysis of processes and outcomes, to allow a better accountability and transparency and to facilitate the critical review of the university’s operations. This will permit us to implement the resulting proposals for change, as well as to put the appropriate incentives in place to encourage continuous improvement.

Agreeing on common criteria for academic careers that make it easier to attract and retain talent, help to facilitate work-life balance, and ensure that young faculty can gradually achieve independence. These criteria must be adaptable to the recruitment and promotion processes for the different disciplines and must be consistent with internationally recognized quality models, such as the tenure-track system.

Establishing more diverse career paths, for both academic and management staff, with clearly established criteria for promotion, the opening of different formulas to increase mobility and professional motivation, and adequate remuneration.

Creating an International Advisory Board for the university directly linked to the Office of the Rector and composed of distinguished members, tasked with offering guidance with regard to leadership, quality and innovation strategies and with helping to raise UPF’s international profile.

Offering new teaching and training activities that make it possible to increase the academic offering as a whole, attract students from outside the EU, promote an integrated offering of summer courses, make better use of the university’s own infrastructure (for events that are not directly related the university’s activities) and promote transfer and innovation activities.

Seeking out and encouraging new opportunities to obtain improvements in funding for research, whether by trying to influence public authorities in this regard – to achieve an increase in results-based funding – or through national and international sponsorship arrangements with all types of institutions.

Creating innovative means of funding, for example, increasing the incentives for potential donors, and especially alumni – by increasing the visibility of the results of their donations– or by establishing partnerships with corporate sponsors. In this regard, micro-finance and sponsorship are also funding sources that should be explored.

Revising the structure of the UPF Group to strengthen synergies and find spaces for collaboration, as well as to increase the visibility of the group as a whole, in order to strengthen the entire university and contribute to its sustainability.