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2006 became for the University a crucial time regarding its strategic platform; on one hand, our Institutional Accreditation process which it had to undergo in accordance with what was planned in the 2003–2006 Development plan; on the other hand, the validity of said navigation chart expired in December. Both events are directly related to the University's Institutional education project, which in fact claims an evaluation in accordance with new higher education trends.

In all, they were three rigorously interdependent exercises that involved every part of the university and which had been planned to be carried out during the same time in advance.
Of the three exercises, the Development plan is the receiver of the results from the other two, because it is a dynamizing tool by excellence.

In this order of ideas and led by the Self-assessment and Accreditation Division, activities that allowed the University embark on the purpose of achieving Institutional Accreditation. To do so, they took, among others, the 2003–2006 Development plan projects, they were grouped based on priorities that said process demands. From this grouping, they defined some megaprojects with clear objectives and goals which enable access to that purpose in 2008, a horizon defined by our Alma Mater to ratify its positioning as one of the best university's in the country.

Megaprojects which started in the second semester of 2006 are included in the construction dynamics of Development Plan, as part of the 2014 proposals.

Regarding the Institutional Education Project, the Academic Vice-rector's Office led a participative process by excellence which allowed the university under new tenets of higher education to analyze it and compare it with our reality in such a way that it will facilitate for the University to have a strategic modern navigation chart adequate for new circumstances.

This exercise, for obvious reasons, was immersed in the most intense debates discussing the Institution we dream of from an academic and administrative point of view, and from the point of view of the Student Affairs Office.

The university community's active participation represented in its strategic apex brought with it as a consequence the formulation of innumerable proposals which once they were discussed, analyzed, and debugged, they allowed the consolidation of an institutional project with purposes that agreed with the particular characteristics of our Alma Mater's culture.

See the complete document "2007-2014 Strategic Development Plan "