STRATEGIC GUIDELINES IOHE ACTION PLAN ( )

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1 STRATEGIC GUIDELINES IOHE ACTION PLAN ( ) Since it was founded in 1979, the Inter-American Organization for Higher Education (IOHE) has been an essential space for the discussion and integration of agendas for higher education in the Americas. While reflecting on the changing circumstances in the environment and upon examining the current challenges faced by Higher Education, the organization periodically examines and reconstructs its institutional guidelines and strategic actions. On this occasion, the framework consists of the challenges that higher education faces: namely those which were proposed in the 2008 and 2009 declarations made by UNESCO, IOHE, HACU, CONAHEC, OEI (The Organization for Ibero-American States), and the OECD, as well as the 2009 and 2010 ministerial-level education meetings, among others. The IOHE has thus assumed those challenges where widescale collaboration with institutions, organizations, countries and regions can make a difference to higher education in the Americas. These challenges reflect a new vision of the world from a continental perspective. Indeed, a significant part of this vision involves redefining the role of universities to generate more knowledge and to create conditions for its real social distribution, thereby guaranteeing at the same time its linkage with the sustainable development of society. In this context, a pertinent education is required for the future. However, it should also be inclusive and cover the academic, occupational, and social environment, i.e. where society is transformed into innovative and collective groups that seek a better quality of life for all, i.e. where the bridging of gaps between educational institutions, countries and regions become possible, and where people can live in harmony. The Americas need to consolidate a common area of higher education that promotes wide-scale collaboration opportunities and international cooperation, thereby responding to the diverse

2 social demands and requirements on both a local and regional level. This area should be characterized by an innovative and flexible common space that exists for various types of educational offers, which, in turn, supports training at quality institutions and facilitates regional mobility with educational bodies, i.e. in the recognition of qualifications and academic credits obtained in different contexts. To achieve this aim, higher education organizations and institutions and ministries of higher education need to design international strategies with academic mobility mechanisms that support the creation and operation of networks that promote international collaboration for educational programs (both on-site and online). In turn, this process should support the mobilization of university leaders, professors and researchers, particularly those who are concerned about linking research with teaching and innovation. The aim is to develop an indepth approach and to enhance student skills through ICTs, that is, using ICTS as a means of interaction and knowledge management. Higher education s raison d être can be no other than collaborating to build a knowledge society that is linked to the real problems of nations. In other words, it should help enable society to generate and capitalize on this knowledge to meet the needs of development of key participants from the region, such as the OAS, national or regional university associations, and ministers of education from LAC countries, and thereby create its own future. However, these strategies are inadequate without the implementation of a philosophy of quality culture that meets these requirements: 1) that it professionalizes university management; 2) that it possesses systems and mechanism for evaluation and accreditation; 3) that it stimulates innovation; 4) that it possesses adequate financing; 5) that it operates efficiently; and 6) that it timely accountability procedures. Within this framework, IOHE examines its own procedures internally; this allows it to visualize its strengths and weaknesses. Combined with the opportunities and risks of its environment, this process lays on building blocks for the strategic guidelines and actions. 2

3 MISSION To strengthen higher education s contribution to sustainable development, improve intercultural understanding, and facilitate the integration of the people of the through the building, development, and creation of innovative inter-institutional, collaboration areas among members and the forming of linkages with strategic partners from other regions within collaborative framework. VISION I. The IOHE contributes to the recognition of higher education as a public good under the terms set by the Declaration of the World Conference on Higher Education (Paris, 2009), thereby fostering the creation of common inter-institutional common spaces in the Americas. II. The IOHE strengthens and diversifies its various modalities to promote inter-university collaboration by developing, consolidating and providing innovation to its programs based on the principles of pertinence, efficiency, transparency and quality. These are set within an Inter-American framework and characterized by improved cultural understanding and consensual agreement in the Americas. III. The IOHE is recognized for its Inter-American leadership in the field of higher education and as a strategic ally for international organizations, governmental bodies, and representatives from civil society and the private sector. IV. The IOHE is equipped with a system of governance that responds to its Inter-American and intercultural nature, which is accompanied by a transparent strategy for academic, technological, and financial matters. 3

4 STRATEGIC AXES I. INNOVATION OF ITS PROGRAMS FOR COLABORATION AND HEI HUMAN CAPITAL TRAINING The IOHE develops, strengthens, provides innovation, and generates new initiatives to accomplish its mission. II. INNOVATION FOR LINKAGES AND DEVELOPMENT The IOHE facilitates the creation of a series of mechanisms that stimulate the development of a culture of innovation at HEI. These mechanisms enable it to extend and perfect its interactions with the society and to achieve its objectives of quality, pertinence, accreditation, and linkages with society. In this way, it can respond to the needs of the social environment. III. COMMON SPACE IN HIGHER EDUCATION The IOHE consolidates, articulates and develops mechanisms for the creation of common inter-american spaces in the Americas. IV. INTERNATIONALIZATION The IOHE constitutes an Inter-American space that promotes the internationalization of higher education among both its members and its other strategic allies. SUPPORT ENTITIES V. GOVERNANCE The IOHE is equipped with transparent policies, strategies and instruments that enable it to consolidate its academic, financial and technological viability. VI. VISIBILITY The IOHE establishes strategies and tools that guarantee its visibility in common (higher education) spaces in the Americas. 4

5 STRATEGIC OBJECTIVES AND ACTIONS I. INNOVATION IN IOHE PROGRAMMES FOR COLLABORATION AND HEI HUMAN CAPITAL TRAINING THE IOHE DEVELOPS, STRENGTHENS, AND INNOVATES ITS PROGRAMMES, AND GENERATES NEW INITIATIVES TO ACCOMPLISH ITS MISION. STRATEGIC OBJECTIVES: 1. Train leaders for the management and development of higher education in the region, i.e. within the framework of the new dimensions of the University Institute for Leadership and Management (IGLU Higher Ed Leaders). 2. Develop and consolidate the CAMPUS and COLAM programs. 3. Support, link and disseminate initiatives for the transformation and innovation of its members by means of the IGLU, CAMPUS and COLAM programs. 4. Develop an extensive Inter-American Training Programme for Training in Human Resources i.e. in themes related to the fields of Innovation. 5. Develop and implement common spaces for the exchange of experiences and innovative pedagogical models. ACTIONS: a. IOHE develops the themes of governance and management of HEI by means of the IGLU- Leaders program, e.g. responding to the challenges of internationalization, innovation and linkages with civil society organizations, businesses and the government. b. IGLU launched a NEW IGLU COURSE. c. IGLU diversified its thematic offer by means of SPECIALISED IGLU COURSES AND HIGH- LEVEL TRAINING COURSES. 5

6 d. IGLU prepared a feasibility study that supports specialized internships on the themes university management and governance. e. IGLU provides workshops, seminars, and coaching services responding to the needs of member institutions. f. IGLU created an observatory that highlights best practices in the field of university management as well as a repository of documents in relation to university management in a virtual space called IGLU PERMANENTE. g. IGLU works strengthening of the Inter-American network of IGLUISTS. h. IGLU is consolidating the Inter-American Network of Collaborating Institutions. i. COLAM designed the Certificate on Internationalization with an academic network of specialists aiming to support Offices of International Cooperation as well as the academic dimension of the internationalization of the curriculum from an Inter-American and intercultural perspective. j. COLAM and the IOHE programs facilitated the creation of a common space in the Americas to promote a network of academic networks, supported by virtual education as well as other modalities that foster better coverage, quality and pertinence. k. IOHE counts on mechanisms for consultancy services that is founded upon COLAM s experience and operates in coordination with the IGLU and CAMPUS programs. l. COLAM organized a call of proposals to managers in order to develop a training project with emphasis on innovation. m. The Colombian Region organized a training program on fundraising with the support of the Vice-Presidency of Canada. n. Develop the Innovative Pedagogical Models Project (MEIN) with strategic allies from the different IOHE regions. 6

7 II. INNOVATION FOR LINKAGES AND DEVELOPMENT THE IOHE PROMOTES THE ESTABLISHMENT OF JOINT MECHANISMS TO STIMULATE THE DEVELOPMENT OF A CULTURE OF INNOVATION AT HEIS, WHICH ALLOWS THE ORGANIZATION TO EXPAND AND PERFECT ITS INTERACTIONS WITH SOCIETY AND ACCOMPLISH ITS OBJECTIVES FOR QUALITY, PERTINENCE, ACCREDITATION AND LINKAGES, SO AS TO RESPOND THE NEEDS OF THE SOCIAL ENVIRONMENT. STRATEGIC OBJECTIVES: 1. Support doctoral training themes and doctoral colleges. 2. Create an Inter-American space of convergence regarding the theme of Technology Parks Cities of Knowledge and Innovation Environments. 3. Create the Inter-American Space of Technical and Technological Institutions of Higher Education (EIESTEC). 4. Support the Inter-American Network of Centres of Excellence for Innovation, Science and Technology concerning themes such as the environment, sustainable development; health sciences; telecommunications; information technology; transport and alternative energy. 5. Promote an Inter-American Network of Technology Transfer Offices and Nuclei of Technological Innovation (NIT/OTT) to share successful models of innovation management. 6. Support a platform of Assessment in Innovation for inclusion, training and the mobilization of international experts in the assessment of innovation projects, as well as the development of an Inter-American map of indicators for project assessment. 7. Strengthen collaboration with the Latin American Consortium of Advanced Networks (CLARA) 8. Organize at least one biennial Inter-American conference for the presentation of innovation proposals and continual improvement for collaboration and cooperation among higher education institutions, as well as IOHE programs and initiatives. 7

8 ACTIONS: a. CAMPUS created DOC-CAMPUS to support doctoral themes and doctoral colleges. b. COLAM is fostering the establishment of an Inter-American exchange space to discuss Technological Parks, coordinated by PUC-RGS and have priority representation of the IOHE regions of Canada, Mexico, Brazil, Chile and Colombia in a collaboration framework with IASP. c. IGLU created the Inter-American Space of Technical and Technological Institutions of Higher Education (EIESTEC). d. Arrange meetings with the strategic allies in the different IOHE regions, with the aim of creating and establishing the coordination of the Inter-American Network of Platforms and Centres of Excellence in Innovation, Science and Technology, e.g. regarding themes such as the environment and sustainable development; health sciences; telecommunications; information technology; transport; and alternative energy. e. Organize meetings with strategic allies from the various IOHE regions with the aim of creating and establishing the Inter-American Network of Technology Transfer Offices and Nuclei of Technological Innovation (NOT/OTT), with the aim of sharing successful models and experiences. f. Organize annually meetings with strategic allies from the various IOHE regions with the aim of supporting a platform for evaluation in innovation for inclusion, training and mobilization of international experts in the evaluation of innovation projects, as well as for an Inter-American map of indicators for the evaluation of projects. g. The high-level strategic alliance of the IOHE with the Latin American Consortium of Advanced Networks (CLARA) has been implemented. h. The International Conference on Knowledge and Innovation (CIKI), under the leadership of Universidade Federal de Santa Catarina and Pontificia Universidade Catolica de Rio Grande do Sul to present proposals of innovation and continuous improvement for the collaboration among institutions of higher education. 8

9 III. COMMON SPACES OF HIGHER EDUCATION THE IOHE CONSOLIDATES, COORDINATES, AND DEVELOPS MECHANISMS FOR THE CREATION OF COMMON INTER-AMERICAN SPACES IN THE AMERICAS STRATEGIC OBJECTIVES: 1. Innovate the framework for different modalities of interaction among networks for a knowledge management perspective, so as to consolidate, generate and maximize the potential of a multiple effect of existing academic networks for quality and training, as well as for sharing human, technological and information resources, by means of a network of networks information and communication system. 2. Develop and consolidate an Inter-American space of academic networks that are created and supported by COLAM. 3. Strengthen collaboration with other networks and initiatives in general. 4. Consolidate the creation of a Common Space of Women Leaders from Higher Education Institutions in the Americas (EMULIES). 5. Strengthen the collaboration space with China. 6. The creation of SOCIAL-CAMPUS by CAMPUS 7. Strengthen the creation of the Latin American and Caribbean Space for Higher Education (ELYCES) by CAMPUS. ACTIONS: a. A system of interaction, information and communication among academic networks was designed and coordinated by the IOHE and external academic networks by means of COLAM. b. COLAM has linked the work that is carried out among academic networks by providing increased support and institutional commitment and integrating key players from civil society, national governments, and productive sectors. 9

10 c. IGLU is consolidating the dimension of an Inter-American area of university leaders and managers who share training and experiences in innovative models of governance and university management to support other indispensable spheres in the creation of common areas of higher education. d. COLAM consolidated the Common Space for Women Leaders from the Americas (EMULIES) e. IOHE fosters the space of collaboration with China. f. CAMPUS created and develops the common space: SOCIAL-CAMPUS. g. CAMPUS fosters the creation of ELYCES. IV. INTERNATIONALIZATION THE IOHE SEEKS TO CONSTRUCT AN INTER-AMERICAN AREA THAT PROMOTES THE INTERNATIONALIZATION OF HIGHER EDUCATION AMONG ITS MEMBERS AND ITS OTHER STRATEGIC PARTNERS. STRATEGIC OBJECTIVES 1. Facilitate the creation of a common space for the Internationalization of Higher Education in the Americas. 2. Strengthen academic mobility and exchange at the student, professor and research level, as well as among university leaders from the Americas. 3. Promote and consolidate inter-institutional collaboration via the participation of all the IOHE regions. 4. Be equipped with a portal for Inter-American collaboration to help obtain the required information for programs on academic and student mobility, and university management. ACTIONS: 10

11 a. COLAM is fostering inter-institutional projects within each region by means of the Regional Vice-Presidents and created the Certificate on Internationalization of Higher Education to support the training of university team in this subject. b. An interactive member survey was executed by COLAM, with the aim of evaluating aspects of the international dimension, where training, support and collaboration are required. c. An alliance with a group of association at the inter-american level was created: The conference of the Americas on International Education (CAIE). d. Implement the MOVI-CAMPUS proposal to facilitate student mobility among the various regions of the IOHE. e. COLAM is systematizing, within the context of the Certificate on Internationalization of Higher Education) the information in relation to experts, different models, experiences; a virtual repository of publications related to internationalization subjects and intercultural matters as well as the offer of consultancy services SUPPORT ENTITIES V. GOVERNANCE THE IOHE POSSESSES TRANSPARENT POLICIES, STRATEGIES AND MECHANISMS THAT HELP TO CONSOLDATE ITS ACCADEMIC, FINANCIAL AND TECHNOLOGICAL VIABILITY. STRATEGIC OBJECTIVES: 1. Diversify and extend membership to incorporate institutions from countries that have either not yet joined the organization, or have maintained a limited participation in the IOHE. 2. Provide an organizational framework that responds to the new dimensions of the IOHE strategic guidelines. 3. Provide an updated evaluation system for the initiatives and programs of the IOHE- as well as its executive bodies. 11

12 4. Consolidate the guidelines and proposals of the Finance Committee, which are established within a context of transparency and accountability within the management bodies and programs of the IOHE. 5. Consolidate and adapt the strategies and mechanisms that have already been implemented to guarantee their technological viability within the IOHE. ACTIONS: a. The recommendations approved by the Governance Committee have been implemented and they are periodically assessed for their application. b. The approved recommendations of the Governance Committee, have been implemented and they are periodically assessed their application in relation to an organizational framework that is adapted to the new strategic guidelines of the IOHE. c. The mechanisms that guarantee the transversal nature of the IOHE programs and its collaborative work have been established. d. Work is being done for the establishment an updated system for the evaluation of initiatives and programs of the IOHE as well as for the management bodies, which include a system of indicators for measuring the goals and results that have been achieved. e. The guidelines and proposals of the Finance Committee, which were established within a context of transparency and accountability for the governing bodies and programs of the IOHE have been established. f. The strategies and mechanisms that guarantee the technical and technological viability of the IOHE (common spaces and virtual platforms; the IOHE portal; the institutional register of participants; databases of members, experts, academic programs, graduates and others from the IGLU, COLAM, and CAMPUS programs) have been developed. g. CAMPUS works on the institutionalization of its program with all the necessary academic, regulatory, technological, administrative, and financial requirements, and others that form part of the IOHE Regulations (April-November 2013). 12

13 h. IGLU works on the institutionalization of it programs based on all the academic, regulatory technological, administrative, and financial requirements as well as those referred to in the IOHE Regulations (April-November, 2013). VI. VISIBILITY THE IOHE ESTABLISHES THE STRATEGIES AND TOOLS THAT GUARANTEE ITS VISIBILTY WITHIN COMMON SPACES IN THE AMERICAS. STRATEGIC OBJECTIVES: 1. Strengthen the positioning of the IOHE, i.e. as the main Inter-American university organization. 2. Mobilize the various categories of affiliated members promoting the added value of becoming a member of the IOHE. 3. Adapt the communications, information and public relations policies of the IOHE by responding to the new strategic guidelines. 4. Strengthen the corporate image of the IOHE. ACTIONS: a. Work is being done for the establishment and implement an information, communications and public relations policy that corresponds to new strategic guidelines. b. A master plan for the communication and dissemination of information at the IOHE, i.e. in the four basic languages of the IOHE (Spanish, Portuguese, English and French) is under development. c. The strategy and policy of the IOHE s Corporate image at all levels within the various governing bodies of the organization is being implemented. d. IOHE web site should be updated periodically. 13

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