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Priorities:UNIVERSIDAD TECNOLÓGICA DEL URUGUAY (UTEC) STRATEGIC PRIORITIES

Revision as of 00:22, 23 October 2018 by Icapdevila (talk | contribs)
Strategic Priorities
  • Peer to peer advising


Objective


This project is designed to guide freshmen along their University immersion by forming groups of advanced students who will work together on a specific area of action.


Leaders


Milton Lopez and Sebastian Calvermater are going to be in charge of this project.


Key aspects


Students and faculty members who volunteer to take part of this project and become students’ advisors must have the quality of empathizing with students and fluent skills of communication.


Each volunteer will join a sub-group based on their interests and experience, being passionate and knowledgeable about their area of action.


Each sub-group will have a leader that will respond to Milton and Sebastián, will give guidance to the members of each group and will be the connection between freshmen and advisors, assigning a mentor according to the student’s needs, holding a well-organized schedule.

  • UTEC ID


Objective

Deepen the sense of unity and belonging to the institution by creating a student ID, and give students even more benefits by attending UTEC.


Leaders


Natalia Suarez e Irina Capdevila are going to be in charge of this project.


Key aspects


The UTEC ID will be the way of identifying students at campus and control access to the different areas and laboratories.


UTEC

Strategic Priorities

  1. Have a high quality educational offer, based on scientific research and relevant technological development, collaborating and participating with the development of the Public System of Higher Education in the interior of the country.
  2. Achieve high national and international recognition for the quality of the processes implemented and the products obtained by the institution in education and innovation. For this, the development of UTEC evaluations, both internal and external, is necessary to allow us to know the progress and correct decisions
  3. Develop and encourage networking, with various institutions and agents, both public and private, at local, national and international levels, tending to the creation of useful complements for the development of higher education and innovations in strategic areas previously identified .
  4. To develop an efficient and transparent management that generates measurable impacts on the results achieved with the financial resources applied and those that are managed for execution through various sources. Promote a modern management that allows to develop efficiently its tasks and with accountability to society and the agents that finance the undertakings developed by the University.


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