Acronyms 3 Mission Context and Background 5



Download 1.28 Mb.
Page24/27
Date conversion15.02.2016
Size1.28 Mb.
1   ...   19   20   21   22   23   24   25   26   27




4. University: Summary qualitative appraisal

4.1

Foundation, developmental milestones, management structure

The institution was created on May 9, 1972 as a provincial campus of the Universidad de La Habana in order to implement undergraduate courses and specific professional training in line with the main economical development sectors of the province.

1972: Campus of the UH

1976: University Centre of Matanzas

1985: Higher Institute for Agro-industrial studies

1992: University of Matanzas

4.2

National position, leadership areas, most proud achievement

  • 17 awards from the Cuban Academy of Sciences.

  • The EEPFIH (Estación de Pastos y Forrajes Indio Hatuey) was recognised with the merit scientific medal "Carlos J. Finlay awarded by the State Council of the Republic of Cuba.

  • 4 national awards from the Ministry of Science, Technology and Environment (CITMA).

4.3

Relationship with stakeholders (authorities, civil society, industry etc.)

The main economical sectors of the province are the chemical and oil industry, the agricultural production (especially the sugar industry, potatoes, rice, citrus and fruits), and tourism (Touristic pole of Varadero). The UMCC has a fruitful cooperation with the provincial government and the administrations of all these sectors. The educational and scientific services supplied by the UMCC have a great social, economical and technological impact in the provincial development.

4.4

Self assessment of research and publication ability and output

The UMCC has more than 150 scientific publications in journals with high visibility in the Science Citations Index. Nonetheless, the results achieved until now are lower than the academic and scientific potential of its professionals.

4.5

Institutional strengths

  • Prestige of the university within the Cuban Higher Education System and good international recognition, especially within Latin America, where the UMCC has a large number of international contacts and partnerships.

  • High level of cooperation within the Higher Education System as well as with the organisations of the province.

  • Experience and institutional commitment of its teaching staff.

4.6

Institutional weaknesses

Due to financial constraints, some buildings and facilities in the campus are not in very good conditions, but the main problem of the university is computer infrastructure and laboratory equipments.




5. University: Summary qualitative appraisal


5.1 Budget

% Government funded

EUR/student

VLIR budget as %

VLIR EUR

Trend, quality of funding

100%










Reduced institutional budget


5.2 Staffing situation

5.2.1

Total # staff

2555 (academic year 2010-11)

5.2.2

Total # academic staff

1870 (685 full time) (academic year 2010-11)

5.2.3

% female academic staff



5.2.4

% open vacancies



5.2.5

# Ph.D. Holders on staff

148

5.2.6

Staff-student ratio



5.2.7

Teaching load



5.2.8

Staff turn-over

The staff has stability

5.2.9

Remarks staffing

320 Professors hold a master degree. The UMCC has the commitment to increase in the coming years the number of PhD of its staff.


5.3 Student body

5.3.1

Total # students

14887 (2195 full time regular students)

5.3.2

% female students

68,9% (academic year 2010-11)

5.3.3

Trend



5.3.4

Remarks (distance education etc.)




5.4 Strategic plan

5.4.1

Strategic plan

Yes

5.4.2

Time coverage

The current plan covers the period 2011-2015


5.5 Education offered







Social Sciences

Exact Sciences

Biomedical sciences

5.5.1

Bachelor (# programmes and # students)

10 programmes

7 programmes



5.5.2

Master (# programmes and # students)

5 programmes

7 programmes



5.5.3

Ph.D. (# programmes and # students)

3 programmes

5 programmes



5.5.4

Remarks (part time, distance etc.)








6. VLIR-UOS contact persons (meeting and/or for future communication)


6.1 Contact person 1

6.1.1

Family name + First name

Prof. Miguel Sarraff Gonzalez

6.1.2

Contact details

Postal address: Autopista a Varadero Km. 3. Matanzas, Cuba

Phone number: (53 - 45) 261992, Fax: (53 - 45) 253101

Website: www.umcc.cu

Email: rector@umcc.cu

6.1.3

Academic position

Rector

6.1.4

Title/Gender

Full Professor/Male

6.1.5

Prior contacts with Belgium/Belgian actors



6.1.6

VLIR-UOS history



6.1.7

Remarks, agreement future communication




6.2 Contact person 2

6.2.1

Family name + First name

Dr. Roberto Vizcón Toledo

6.2.2

Contact details

Postal address: Autopista a Varadero Km. 3. Matanzas, Cuba

Phone number: (53 - 45) 261992, Fax: (53 - 45) 253101

Website: www.umcc.cu

Email: roberto.vizcon@umcc.cu

6.2.3

Academic position

Vice-rector for Research and Postgraduate Studies

6.2.4

Title/Gender

PhD, Full Professor/Male

6.2.5

Prior contacts with Belgium/Belgian actors



6.2.6

VLIR-UOS history



6.2.7

Remarks, agreement future communication




6.3 Contact person 3

6.3.1

Family name + First name

MSc. Jorge Alpizar Muni

6.3.2

Contact details

Postal address: Autopista a Varadero Km. 3. Matanzas, Cuba

Phone number: (53 - 45) 261992, Fax: (53 - 45) 253101

Website: www.umcc.cu

Email: jorge.alpizar@umcc.cu

6.3.3

Academic position

Director of International Relations

6.3.4

Title/Gender

MSc, Full Professor/Male

6.3.5

Prior contacts with Belgium/Belgian actors



6.3.6

VLIR-UOS history



6.3.7

Remarks, agreement future communication






7. International Cooperation

7.1

Main international donors/projects/budgetary importance (%)

AECID, CYTED, IFS, CIDA, ALBA, COSUDE, CAPES

7.2

Available audit and/or evaluation reports

Yes

7.3

Institutional handling of projects

The university has a reasonable experience in the implementation of international projects.

7.4

Main South-South networks

The UMCC maintains academic relationships with more than 100 institutions, most of them from Latin America. The university is active in the ALBA cooperation schemes.

7.5

Major challenges with regard to international cooperation

Fostering and diversifying the cooperation academic and scientific links with European higher education institutions, as well as increasing the participation of the university in international projects as an alternative for raising funds for the development of the university.

7.6

Remarks






8. Expressed needs, opportunities and modalities


8.1 Institutional Policy (Education, Research, Governance/policies, Service delivery or institutional support services, Infrastructure)

8.1.1

Strategic Institutional Needs

Improving institutional infrastructure, especially computers and laboratory equipments.

Ensuring access to new technologies for research, scientific publication and data bases.

8.1.2

Strategic priorities that can be addressed through academic cooperation (with justification)

Implementation of joint PhD programmes and MSc courses as well as joint research activities. Exchange of academics, scientists and PhD students.

8.1.3

Strategic priorities that are linked with national priorities in Higher Education

Improvement of the quality in all the university services, especially in the research domain.

8.1.4

Strategic priorities that are linked with national priorities in development/ poverty reduction

Implementation of multilateral projects with the participation of various Cuban stakeholders to promote the involvement of the universities and research centres in key sectors for the economical development of the country, such as agriculture, energy and tourism.


8.2 Thematic and disciplinary needs/interest

8.2.1

Disciplinary (theme) based strategic priorities

Food production and Rural Development (EEPFIH, a science entity for technological innovation that has national reach in sustainable development and exploitation of the ecosystems of agricultural production). It’s also remarkable the national leadership of the UMCC on Enzymatic Technology and Bio-prepared products for nutrition and animal health. Other strategic priority areas are Energy, Business Administration, City Conservation or Tourism Development.

8.2.2

Disciplinary (theme) based strategic priorities in view of developmental change, opportunities and impact

Idem to 8.2.1

8.2.3

Appreciation of relative institutional and societal importance of expressed Flemish interest in cooperation with your institution



8.2.4

Appreciation of institutional importance/interest of expressed Flemish interest in cooperation with 'country'.

The university has the institutional capacity for participating actively in national networks that can be implemented in cooperation with Flanders in key sectors, such as Food Production, Rural Development, Energy, Business Administration or Tourism Development.

1   ...   19   20   21   22   23   24   25   26   27


The database is protected by copyright ©essaydocs.org 2016
send message

    Main page