Strategy is an iterative, continuous and adaptive process that combines goals, resources and methods.

The strategy helps the institution to be what it wants to be (VISION) by being what it should be (PURPOSE) by making decisions in light of its VALUES.

The UPV_SIRVE strategy is the way in which the UPV wants to serve the society that gives it strength and meaning and it does so through 5 strategic goals: #UPV_Sustainable, #UPV_International, #UPV_Relevant, #UPV_Vital, #UPV_Excellent.

Access to the text approved by the Governing Council

Strategic Plan 2023-2027

PURPOSE

With the aim of helping to develop the potential of its students and contribute to the transformation of society and its development, the Universitat Politècnica de València specifies its public service of higher education in providing the best learning experience to its students, accrediting the competences and skills acquired for the exercise of professional activities related to art, science and technology, and facilitating lifelong learning with accredited quality training offers.

With the same intensity, it promotes the creation, development and criticism of scientific-technical knowledge and culture through research, as well as promoting the exchange and transfer of knowledge and research results to contribute to social and economic development and environmental sustainability.

VISION

By 2027, the UPV will be a university that, on its three campuses, in a sustainable manner and within its partnerships:

• It personalizes learning for each student, developing their artistic, scientific, digital and technical skills, their ability to innovate and work collaboratively, and their social commitment.
• It has an academic offer of certified quality, internationally attractive, motivating and relevant to the different stakeholders, through which each student learns to undertake and lead with ethical responsibility.
• Promotes transdisciplinary collaboration, cultivating a diverse, creative and engaged campus community.
• It generates the scientific, technological and artistic vanguard, leading innovation in society through knowledge transfer and collaboration with companies and public and private institutions.
• It is committed to serving society and society is aware of this.

VALUES

At the UPV, teaching, research, transfer and management activities are carried out in accordance with human and social values such as freedom, equality, justice, solidarity and pluralism. Specifically, it is an institution that seeks the common good:

• It guarantees respect and inclusion.
• Promotes collaboration and internationalization.

• Manages resources in a responsible, sustainable and transparent manner.
• Promotes innovation and the incorporation of disruptive improvements.

STRATEGIC GOALS

The 5 Strategic Goals encompass the 16 strategic objectives of the UPV:

• UPV SUSTAINABLE
• UPV INTERNATIONAL
• UPV RELEVANT
• UPV VITAL
• UPV EXCELLENT

Each goal is detailed below, as well as the strategic objectives that will allow us to move towards the UPV 2027 vision.

SUSTAINABLE UPV (1)

The commitment of the UPV to its environment requires pursuing triple sustainability -economic, social and environmental- ensuring the resources to address the needs of the present without compromising those of the future.

As public institution in higher education we must contribute to the achievement of SDG 8:  inclusive and sustained economic growth can drive progress, create decent jobs for all and improve living standards of life. Thus, the strategic objectives focus on achieving the optimal utilization of what is available on the path to progress.

The UPV as technological university must, can and wants to be a reference for institutions of our environment in matters of economic sustainability. We pursue to have stable sources of funding that endow the UPV with autonomy in its decisions.

UPV must be referent not only in what explains and in what researches, but in the way in which we act. Graduates UPV students must have the capabilities and knowledge to be leaders in the positive transformation of the environment in which they work.

We want a UPV that leads the ecological transition towards carbon neutrality in its three campuses. The three UPV campuses have diverse environment conditions -urbe, orchard, coastal and mountain- and its environmental sustainability must be achieved by reducing the negative impacts and betting on regeneration. 

This requires changes in the organizational culture, the acquisition of new habits, and the use of technologies, some of which are about to be created.

UPV SUSTAINABLE strategic objectives:

OSOS1: Position the UPV so that its three campuses achieve carbon neutrality by 2030.

Achieving carbon neutrality (SDG 13) for the three campuses requires a long-term plan focused on reducing the energy and water consumption of the infrastructure while increasing its renewable production (SDG 6 and SDG 7). Preliminary studies indicate that it is not feasible to achieve carbon neutrality by 2027. However, it is a goal that by 2027 the UPV will be in a position to achieve this condition by 2030.

It is not a matter of becoming energy islands, since the UPV campuses are part of an urban network that allows exploring new forms of connection between the university and the society that gives it meaning. Additionally, carbon neutrality must include activities that include the life of the people who make up the university community “beyond the campus”, such as the means of transport used by members of the community in their travels.

Achieving carbon neutrality is not only a social commitment, it is an opportunity to focus efforts to generate knowledge transferable to the community in which the UPV develops its activity. Given our characteristics as a polytechnic university and urban campus, achieving carbon neutrality can be an opportunity for knowledge transfer from research groups to students, companies and public administrations through the development of “Living Labs” (SDG 12; SDG 15).

OSOS2: Develop stable and alternative sources of funding.

The main source of funding for Spanish public universities, as is the case in our European counterparts, comes from public funds allocated through budgets, which are conditioned by economic cycles, (SDG8).

The participation of the UPV in the progress of society requires not only to be efficient in the use of the resources allocated to it, but also to be able to develop alternative sources of funding that provide it with stability and therefore future.

In Spain, the main source of funding for research activity is of a public and finalist nature; at the same time the income generated by the regulated training activity is limited. In this context, the sustainable future of the UPV will only be possible through greater public-private collaboration.

Among the opportunities for growth in public-private collaboration are lifelong learning activities, as well as applied research activities, both of which are important because of the financial resources they generate.

In addition, sponsorship programs and business chairs should be encouraged, as they generate sources of funding that provide the UPV with greater financial stability and therefore give it autonomy in decision-making.

In addition, to encourage the participation in the shareholding of technology-based companies created by professors, researchers and/or students of the university itself in order to reduce dependence on public budgets in the future.

Thus, all the actions taken to obtain stable and alternative sources of financing to funds from public budgets are based on achieving the sustainability of the institution, which requires alliances with the environment. This guarantees, on the one hand, a certain autonomy of the institution in decision-making and, on the other hand, improves the quality of teaching and research by making both relevant for their socio-economic impact and responding to the needs of society and citizenship.

OSOS3: Adapt the structure of the UPV for a flexible management of shared resources that allows to face the changes required by society.

The UPV as a public administration is subject, among others, to the principle of effectiveness and efficiency in providing service to the citizens and society.

The services required and demandable to the UPV have been changing over the years, and will continue to do so in a continuous evolution with the environment.

The technologies needed to provide service at the UPV have always been innovative and have, in many cases, served as a reference for other universities and administrations. The threats (not only cybersecurity, but also obsolescence of technologies or rising costs of the same) that a highly computerized system such as the UPV supports requires actions that guarantee the viability of the service provided.

The growth of the UPV in recent decades has been supported by a structure that has favored innovation in the organization with a decentralized model and high permeability of information systems as a mechanism of coordination.

The current model of the UPV is adequate in conditions of growth, but given the current uncertainty of the environment, it is convenient to adopt a flexible model, which allows adapting the structure to changes in the ways of working (automation, remote work, reduction of activity), always encouraging continuous improvement.

A flexible structure will allow the misalignments in the organization to be minimized with an allocation of resources based on the needs of the organization and the results to be achieved. For this it is necessary to adapt the mechanisms of allocation of resources  (human, financial, equipment and spaces) according to the required results and the necessary methods to achieve them.

UPV INTERNATIONAL (2)

The UPV as institution at service of the society must be an international reference in STEAM studies, always increasing its reputation and leadership at international level.

The teaching, research, entrepreneurial and knowledge transfer capacity makes necessary the expansion of the geographical axis geographical of the we receive and to which we send students in training and graduates in search for quality employment . In fact, the and the alumni UPV that develop their professional activity outside of our borders are one of the main assets of the society and can and should be the driving the attraction of investment (domestic and foreign) to the local environment, positioning our community at an international level.

In addition, the presence of students and staff of international origin brings value to our university and environment. This presence must be taken advantage by the UPV as a mechanism to analyze its structures, processes, training offer and activity in any field, comparing with other realities with the objective to evolve, innovate and improve.

It must encourage the public-private cooperation through alliances with companies and organizations of international prestige, since these alliances will allow the sustainable growth of both, (SDG 17). Being a sustainable university and relevant for the Valencian Community requires having an international vocation that adds a plus of vitality, incorporates economic and social activity, and positions our community in Europe and in the world.

Strategic objectives UPV INTERNATIONAL

OINT4: To be a university of international reference in STEAM studies, responding to the needs of society and stimulating the vocations of present and future students.

The UPV is committed to being a university of international reference, attracting international talent, both in terms of students and researchers.

The offer of the UPV has a high technological component, which differentiates it from other Valencian universities, but also a component in artistic and business training that differentiates us from other polytechnic universities. Encouraging international talent in Master’s and Bachelor’s studies should be a priority, as well as stimulating vocations in technological careers. The UPV must continue to contribute to society by promoting its offer among potential students in the Valencian Community and attracting talent to train in the specialties that society demands (SDG4).

The increasing mobility of students (more for Master’s than Bachelor’s studies) is coupled with the specific requirements of companies and institutions to promote a more international and multicultural university by attracting highly motivated, capable and attitudinal talent. The attraction of students must culminate with personalized attention in the necessary conditions for the most motivated student to bet on the UPV in their training.

The UPV collaborates, together with other Valencian public and private institutions, in attracting large technology companies, while at the same time promoting the creation of companies with significant growth potential in our own university due to their business model and the use they make of technology.

The UPV, as a research university, has highly qualified teaching staff that can deliver its maximum value when teaching in subjects linked to its research and transfer activity. While the undergraduate offer is important to ensure the transition of students from high school or vocational training, this alignment occurs primarily at the master’s and doctoral level, where the most specialized knowledge can be provided to students who, from other parts of the world, come to take advantage of the capabilities of the UPV. The circle closes when the training of teachers allows training to evolve in anticipation of the future needs of society. In any case, the commitment to current and future students should not be that they have a place at the university, but that at the end of their studies they can adequately develop the skills acquired.

OINT5: Strengthen and consolidate alliances with universities and companies of international prestige for the benefit of the socioeconomic environment.

Higher education and research is increasingly carried out from an international perspective. The field in which students are going to develop their professional activity is increasingly global and multicultural.

Sustainable agreements, i.e., long-term agreements with companies and institutions of global scope, will favor the training and professional development of students and staff, among others, through mobility programs. In addition, the UPV itself will benefit from the agreements and projects carried out, which will serve to propose different models to ours and challenge with ambitious objectives.

Different institutions promote alliances between universities with the aim of achieving greater levels of excellence in service to the community (SDG17). In this sense, the European Commission stands out with its purpose of promoting European alliances and networks, which encourage greater mobility of students and staff, as well as innovative forms of learning and commitment to society. The progress in this proposal should not neglect the existing relationships linked to research programs and projects, as well as the collaboration in educational projects and exchange networks, both European and global.

In addition, our local and regional environment must be the protagonist of the impact of the alliances and networks of the UPV, for which the stable collaboration with global organizations (ODS11; ODS17) will be key.

UPV RELEVANT (3)

The UPV, due to its strong innovative character, stimulates transdisciplinarity and the transfer of knowledge in solving the real problems of companies and society as a whole. As an engine for the generation of social wealth, the socioeconomic relevance of the UPV lies both in its social commitment to the environment and its local economic impact.&nbsp.

The UPV in its technological dimension has a vocation of relevance. The teaching it provides and the research it carries out must apply artistic, scientific and technological knowledge to transform society in a sustainable way.Understanding that the concept of sustainable development is made up of four dimensions: economic growth, social inclusion, environmental balance and cultural challenges.

UPV guarantees employability and high-value entrepreneurship that attracts future students. Consolidating our reputation as a benchmark in teaching and R&D&I and in social leadership will allow society to consider UPV as an institution that solves the challenges it faces and enables sustainable growth, in line with SDG 8 (decent work and economic growth).&nbsp.

The UPV must respond quickly to the current needs of its university community, as well as those of society;preserving the environment, reaffirming the values of equality in diversity, fostering new forms of creativityThe UPV has a strong sense of belonging to the University and transmitting its performance in the promotion of transformative leadership of its students and their social environment through alliances with public institutions and social organizations. Therefore, the UPV needs to implement a communication model, both internally and externally, where its achievements and successes are shared and visualized and also respond to internal needs. 

Strategic objectives UPV RELEVANT:

OREL6: Intensify the positive impact of academic knowledge on the socioeconomic fabric and the environment.

The UPV is and wants to be an engine for the transformation of the Comunitat Valenciana in its sphere of influence contributing to sustainability (economic, social and environmental) and the development of the productive, health and cultural sectors, (SDG 3, SDG 8, SDG 13). The development of coordinated and transversal action to promote innovation in the socio-economic environment, with the aim of providing impact solutions based on the knowledge and talent of the institution, intensifies the capacity and efficiency of the UPV to provide solutions and generate impact.&nbsp.

The activity of research and innovation in collaboration with socio-economic agents not only makes it possible to disseminate and use the knowledge generated, but also serves to increase the technological level of the productive environment that surrounds us, and also provides the necessary feedback in the form of challenges and opportunities.

For artistic, scientific and technological developments, and the talent that generates them, to reach the productive sector and act as catalysts for transformation, it is necessary to have resources for dissemination and scientific communication, the technological maturation of developments, their commercialization and the creation of knowledge-based companies.

For research to have an impact on a positive transformation of our environment, it must conform to ethical principles and have a positive impact on the environment, social integration and gender equality.

OREL7: Consolidate the reputation and leadership of the UPV in social transformation.

The UPV, through its staff, works with a large number of civil society institutions in the resolution of challenges. Highlighting this activity  allows consolidating the reputation of the UPV.

The UPV wants to contribute to the development of society through its teaching and research functions. That society is aware of this will allow the development of stable alliances in which the UPV becomes a reliable partner that proposes and co-designs solutions to the challenges it faces, (OD S17).

The members of the University must involve society in the knowledge and technologies that will enable it to identify the next steps in its social development.

As a technological university, the UPV has the staff, the facilities, the knowledge, the competences and the skills necessary to contribute to the progress of society and people. As a public university, the UPV must contribute to the development of the society that  in turn helps to support it and gives it meaning.

In order to encourage society to participate in the alliance with the UPV, the different campuses, depending on their geographical situation, must find the means for civil society and public authorities to feel the university as part of their territory.

OREL8: To foster the transdisciplinary nature of research, innovation and transfer activities, promoting their permeability towards teaching.

The growth that scientific production and transfer has experienced in recent decades has been based on a model that included individual recognition of activity through research indicators, together with significant support for research structures. Many of these structures have their origin in a certain field of knowledge and it can be said that, with their activity, they define the frontiers of knowledge as shown by published research results.

It is essential that relevant research continues to define new frontiers of knowledge in a sustainable way in the future and with the environment (SDG 13). The sustainability of research depends on its relationship with the environment. By its very nature, addressing the unresolved problems of society and people implies transdisciplinary actions. Generating knowledge transferable to society not only adds value by solving real problems, but also proposes new challenges, methods and applications for the research group’s own discipline.

The paradigms of open science and citizen science, the strengthening of the Network Centers, the incorporation of researchers from other disciplines in already established research structures, the attraction of resources through European projects and the activities to boost collaboration with the environment, will contribute to increase transdisciplinarity as a hallmark of the UPV.

By promoting the transdisciplinarity of research, innovation and transfer activities (SDG 9), the university prepares and is prepared to face the future problems of the society in which it is inserted and to which it owes. By transferring through teaching the scientific and technological knowledge developed in the institution, we not only fulfill our role as a technological university, but also open channels of communication with society and companies through the student body (SDG 4).

OREL9: Develop partnerships with social institutions and public administrations.

The action of the UPV must facilitate the development of initiatives that encourage an applicable research and a transfer of knowledge developed in their immediate environment, ie the territory in which  is integrated and develops its activity.&nbsp.

The three UPV campuses with their different environments should be a space for experimentation in which to learn sustainability strategies transferable to different urban environments. The resolution of campus challenges through integration of local communities (organization, research, teaching) will favor social entrepreneurship and consolidate the reputation and leadership of the UPV in the field of entrepreneurship.

Learning to solve problems in connection with local administrations and social institutions will not only contribute to sustainable social development (SDG 11) but will favor the training of our students in different dimensions (SDG 4). This approach to the challenges of society should especially consider the participation of women as agents of change from the perspective of STEAM own UPV, (SDG 5).

UPV VITAL (4)

The UPV creates value, is the public Valencian institution capable of developing an ecosystem of learning flexible, personalized, and international in which the student is the center of the teaching activity.

As a Public University is especially committed to increasing the number of young and adult educated/trained and trained/trained to respond to the challenges of society of the present and future, and to the present and the future;the challenges of society of the present and future, and at their turn, as technological university is involved in the development of technical and professional competences.

Thus, and in line with the SDG 4 the UPV pursues to guarantee an inclusive, equitable and of quality that promotes opportunities for learning throughout life and for each person.

A su turn capacitates and accelerates the incorporation of the UPV graduate into the working world;with the ultimate aim of giving response to the technical, technological, social and environmental that society demands both in the present and in the future, encouraging entrepreneurship both students and UPV staff and the decent work.

It must raise a academic offer adapted to the needs of the environment, and for which it will be necessary to have a map of degrees known and coherent together with a itinerary of lifelong learning. This offer, as a whole must respond to strategic internal and societal needs and must be based on an ecosystem of active learning 24/365 and differentiated from other universities. 

In addition, and as fundamental pillar of the goal UPV_Vital, it is necessary the work, the energy and the commitment of the people who work at UPV, for it will identify and review the necessary means to so that the staff UPV develop in a harmonized way their career and that the improvement of their well-being be the incentive to attract the talent to the UPV and accompany them in their different activities: administration, teaching and research.

UPV VITAL strategic objectives:

OVIT10: To accompany talent and promote the well-being and involvement of UPV staff by building an organization that anticipates and continuously adapts to the needs of society.

An efficient public organization committed to the public service of higher education requires an adequate selection of talent, standardized management processes, participative leadership, interaction and deep internal coordination, transparent and equitable procedures, personal and group recognition, as well as a broad institutional commitment to the people who make up the UPV, promoting their training and the enhancement of their skills and abilities.

The aim is to design an organization that is magnetic but also resilient and solvent, without compromising its future sustainability.

OVIT11: To promote the recruitment and retention of research talent by improving working conditions at the different stages of the research career.

UPV is committed to the successful performance in the generation, transfer, exchange and dissemination of knowledge and technological development, which necessarily requires the professional development of its researchers.

The UPV recognizes the value of all forms of research staff mobility as a means to enhance their professional development. In this sense, the UPV will always promote the welfare of its research staff, whatever the field of research and stage of their research career they are in, (SDG 3).

In addition, at UPV, research personnel are not only appointed to conduct research and/or to carry out development activities, but also participate in supervisory, management or administrative tasks (SDG 8).

The incorporation of talent at the UPV is a priority for the institution, with the aim of continuing to grow in national and international prestige, which requires a long-term vision that ensures the professional development of researchers, as well as favorable working conditions and non-discrimination, (SDG 5, SDG 10).

Therefore, the UPV will guarantee the transparency of the recruitment process and the equal treatment of all candidates, in particular with regard to the development of an attractive, open and sustainable European labor market for researchers. Furthermore, the UPV will align itself with the recruitment and development criteria stated in the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers, as an internal standard of the institution.

OVIT12: To generate an academic offer in which each student is the center of the teaching-learning process that continues throughout life.

Nowadays, society demands in the provision of any service, the personalization of the same as an essential element.

In the case of higher education, the increase in the variety of technologies to be used, of knowledge and skills to be acquired, and the different educational and experiential background of each prospective student, makes the personalization of their lifelong learning essential.

The academic offer of the UPV includes, in addition to formal training in the form of Degrees, Masters and PhDs; the UPV’s own degrees, the Specialization and Lifelong Learning Courses, the MOOCs and sports, among other possibilities.

The ability to personalize the training itinerary requires a paradigm shift in the relationship model with the student. It is necessary to establish mechanisms to identify the training needs of future students. Traditionally, it has been considered that the reduction in group size and the PDI/student ratio allow for greater personalization of classroom activity, but this is not enough. It is also a matter of each student feeling accompanied by the institution during their formal education. And that they know during their stay, the alternatives offered to them, so that they perceive how the UPV will continue to provide them with the training they need throughout their professional life, (SDG4).

The development of interaction tools and mechanisms, as well as the tutoring of each student must be accompanied by a training to PAS and PDI, which facilitates the understanding and promotes the accompaniment of students in the generation of a new academic curriculum.

Advancing along this line of personalization will allow society to recognize the training offered by the UPV and the contribution that each university graduate can make in different areas of life.

OVIT13: Improve employability and increase entrepreneurship of students and staff.

Studying at the UPV is for most of the students a good path towards a quality job placement. For this, the learning received must be significant for the employer and also for the student who anticipates with coherence his transition to the working world. The company must be involved in the training of students from the moment they enter the University.

But not all students who choose the UPV finish their studies there. There are different reasons for this dropout.The ratio of students who do not finish their studies must be improved while ensuring the adequacy of the training obtained with the needs (present and future) of students according to their abilities.

Accompanying students in their personal growth process must be associated with adequate preparation for the transition to the world of work that adequately recognizes the skills acquired by the student during their stay at the UPV. Designing and implementing alternative routes for the student’s degree, as well as providing resources for learning adapted to the needs, circumstances and interests of each student are some of the paths to be explored, (SDG 4).

By relating the completion rate to labor market insertion, the aim is to focus on training that is perceived as meaningful by both students and potential employers, and in which students understand that the effort required of them will enable them to access higher-qualified and higher-paying jobs (SDG 8).

UPV EXCELLENT (5)

The UPV is an excellent University that excels in its teaching, research and transfer of knowledge among Valencian and Spanish universities. The commitment for the quality, the work and the will of the university community and the people who collaborate with it positions us in the different rankings e indicators and leads the institution towards higher goals. UPV must anticipate the changes that will occur in society, with the aim of empowering our students a through the arts, science and technology so that they and they lead social change and transformation.

The indicators that mark excellence are linked to both research, teaching and management. Therefore, it seems necessary to introduce in our university the transfer of research and the knowledge generated in the teaching activity, thus contributing to the development of a teaching model that connects the three fields and reinforcing the relationship with companies and institutions, which will result in a greater involvement of our students and will allow UPV to continue growing, increasing its impact both in the nearest environment and in the international.

All this requires that we foster the links with citizens, businesses, organizations and researchers/researchers through tools and programs that contribute to improve the efficiency, as well as greater knowledge and communication among the services that give support to the three fundamental actions of the UPV, generating a greater involvement in the university community and putting in value R&D in society and the community university, aligning thus the activity at UPV with the SDG 9 where, “the innovation and the technological progress are key to discovering lasting solutions for the economic and environmental challenges, such as increasing energy and resource efficiency.”

Strategic objectives UPV EXCELLENT:

OEXC14: Promote transformative teaching models that incorporate and train in the arts, science and cutting-edge technology.

Teaching methods at the UPV have evolved in recent decades with the promotion of educational innovation projects, the incorporation of teachers with different training and backgrounds, and changes in the definition and accreditation of degrees (both in content and methodologies).

If active methodologies have meant a transformation in the approach to the learning process in many subjects, it has been thanks to the impulse and effort of the teachers involved. The training and involvement of teachers is the key to that should support the teaching models that in a shared way promote student learning of the UPV.

The incorporation of different technologies in different degrees and ERTs has generated disparate teaching models (of knowledge transfer and assessment) among similar subjects and subjects. Such variety in pedagogical orientation is an asset insofar as it can be used to reflect on the positive effect of different approaches on different student profiles.

The UPV must define and recognize teaching models that value the capabilities of the institution and the people who constitute it, facilitating the learning process through active methodologies, and promoting the incorporation of cutting-edge knowledge in the areas in which the people who make up the institution stand out (SDG4).

OEXC15: To stimulate the generation of knowledge of excellence and its valorization in collaboration with companies and institutions.

The indicators of scientific production and technology transfer have increased in recent decades in all universities and especially in the UPV. The technological character of the UPV is shown in the natural tendency of many researchers to collaborate with local and international companies and organizations, which contributes to the valorization of their activity.

Increasing the impact of scientific generation involves incorporating actors outside the academy, both nationally and internationally, preferably through stable relationships. Institutions, companies, social agents, etc, can, in this way, participate in the orientation and execution of projects and in the production and publication of results. In this way, applicable research can more easily become applied research.

The development of research projects and doctoral theses with R&D departments of companies and institutions, within the framework of national and international collaborations, actively involving their personnel, is part of one of the possible strategies to increase impact by enriching the knowledge incorporated (SDG 8).

OEXC16: Improve the experience of different stakeholders, integrating management systems through inter-unit collaboration.

The public administration must offer its services by ensuring the provision of quality public services based on proximity, efficiency, effectiveness and transparency. It should serve effectively by improving the conditions in which it offers service to the citizen in an environment suitable for the personnel providing the service (SDG 16).

In many cases, it is the demand and complexity of the processes that cause both the excessive workload of the staff and the dissatisfaction of the user. Explaining the processes by which public value is added to citizens (students, faculty, researchers, business, society…) is only the first step to measure the impact of the improvements to be made.

UPV has sufficient experience in the implementation of quality systems and continuous improvement. The experience of the people in the organization should not increase the workload, but rather commit to its reduction, while (and as an immediate effect) reducing the deadlines in which the service is delivered.

The new quality management system must extend to the entire institution (teaching, research, organization) in a transversal and coordinated manner, facilitating the continuous improvement of the user experience. And it must take into account the evolution towards a new paradigm in the assignment of tasks and the place and time in which they are executed. Therefore, it is necessary to foster a culture of quality in the institution, in which all its members feel involved in the promotion and orientation towards continuous improvement in all areas.

1 Sustainable: That it is compatible with the available resources with the environment and in the future.
2 International: That puts in relation people and institutions of several nations.
3 Relevant: Interesting, applicable and in line with the needs of people and organizations 4 Vital: Endowed with great energy, and also, that it is essential for something.
5 Excellent: Which is very good or which excels.