Most of the information included in the fact sheets was supplied by each Cuban university. Some information was added by the experts in order to complete key elements for their institutional assessment.
The University of Camagüey was founded in November 6th, 1967. The Law 1294 of May 8th, 1975, made official the 4th Cuban university and the first created by the Revolutionary Government. From this high education centre, emerge the Pedagogical Institute José Martí, the Medical Science Institute Carlos J. Finlay and the Agriculture Institute of Ciego de Ávila. For many years the campus located at the Province of Las Tunas was part of the UC up to its conversion in University of Las Tunas.
4.2
National position, leadership areas, most proud achievement
The UC has stabilized its position among the best 5 Cuban universities.
4.3
Relationship with stakeholders (authorities, civil society, industry etc.)
Excellent relations with a diverse range of national stakeholders, especially in the Province of Camaguey and the neighbour territories. In this context, a fruitful cooperation is developed by the UC in some domains such as Food Security, Agricultural Production, Animal Production, Veterinary Medicine, Livestock, Local and Rural Development, Business Administration and Cultural Tourism Development and Management.
4.4
Self assessment of research and publication ability and output
The assessment of its research activities and publications is satisfactory, with good results in some areas of expertise of the university. Nonetheless, the results are still lower than the academic and scientific capacities of its professionals.
4.5
Institutional strengths
High level of cooperation among the different organisations, faculties, departments of the University for the Achievements of the institutional goals.
Experience in the implementation of international actions and a good number of international contacts and partnerships.
Experience of its teaching staff.
Good prestige of the university within the Cuban Higher Education System and abroad.
High level of commitment of its academics and scientist.
4.6
Institutional weaknesses
Some buildings and facilities in the campus are not in good conditions. Poor and insufficient ITC infrastructures and laboratory equipments for developing academic and research activities.
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
2654
5.2.2
Total # academic staff
619 (full time)
5.2.3
% female academic staff
55%
5.2.4
% open vacancies
5.2.5
# Ph.D. Holders on staff
145
5.2.6
Staff-student ratio
The student-staff ratio is approximately 19,9/1 professor.
5.2.7
Teaching load
The average teaching load per professor is 500 hours/academic year
Bachelor in Economics, Bachelor in Accounting, Bachelor in Tourism, Bachelor in Sciences of information, Bachelor in Socio-cultural Studies, Bachelor in History, Bachelor in Psychology, Bachelor in Sociology, Bachelor in Law Sciences
Veterinarian Medicine, Agronomics Engineering, Bachelor in Food Production, Agro-industrial Engineering
5.5.2
Master (# programmes and # students)
Managerial accounting, Management, Regional development, Business administration, Management of Science and innovation, Sciences of Higher Education, Social Work, New technologies for education, Preservation of the Historical Centre, Tourism management
Mathematics, Electric engineering, Applied informatics, Energetic efficiency, Process analysis of the Chemical Industry, Civil Construction
Sustainable Animal Production
5.5.3
Ph.D. (# programmes and # students)
5 Programmes
3 Programmes in Technical Sciences
1 Programme
5.5.4
Remarks (part time, distance etc.)
6. VLIR-UOS contact persons (meeting and/or for future communication)
Postal address: Carretera de Circunvalación Norte, Km 5½ CP: 74650, Camagüey, Cuba
Phone number: (53 - 32) 266586
Website: www.reduc.edu.cu
Email: hilda.oquendo@reduc.edu.cu
6.2.3
Academic position
Vice-rector for Research and Postgraduate Studies
6.2.4
Title/Gender
PhD, Full Professor/Female
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. Ernesto Perez Cerezalez
6.3.2
Contact details
Postal address: Carretera de Circunvalación Norte, Km 5½ CP: 74650, Camagüey, Cuba
Phone number: (53 - 32) 266839
Website: www.reduc.edu.cu
Email: ernesto.cerezalez@reduc.edu.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 (Spain), CYTED.
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 university is member of the following organisations: UDUAL, TWAS, Ibero-American Society of Electrochemistry, Ibero-American Academic Council, University Scientific Council of Eastern University, Latin-American Association of Faculties and Schools of Accounting, Ibero-American Foundation for Knowledge Management, Ibero-American Association for Enterprises Management, Ibero-American Association for Quality.
7.5
Major challenges with regard to international cooperation
Increasing the participation of the university in international projects as an alternative for raising funds that allow the UC a major investment in deficient areas of key sectors for the development of the university.
7.6
Remarks
There is collaboration with the following countries: Angola, Argentina, Austria, Brazil, Belgium, Canada, Colombia, Costa Rica, Dominican Republic, Ecuador, Ethiopia, France, Italy, Japan, Mexico, Mozambique, Nigeria, Panama, Peru, Spain, Dominican Republic and Venezuela.
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)
Food production, Biotechnology, Information and Communication Technologies, Higher Education, Social Communities Development, Ecological Studies, Energy.
8.1.3
Strategic priorities that are linked with national priorities in Higher Education
Food production, Biotechnology, Information and Communication Technologies, Higher Education, Social Communities Development, Ecological Studies, Energy.
8.1.4
Strategic priorities that are linked with national priorities in development/ poverty reduction
Food production, Information and Communication Technologies, Social Communities Development.
8.2 Thematic and disciplinary needs/interest
8.2.1
Disciplinary (theme) based strategic priorities
Food production, Biotechnology, Information and Communication Technologies, Higher Education, Social Communities Development, Ecological Studies, Energy.
8.2.2
Disciplinary (theme) based strategic priorities in view of developmental change, opportunities and impact
Food production, Biotechnology, Information and Communication Technologies, Higher Education, Social Communities Development, Ecological Studies, Energy.
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 can be a key stakeholder in potential actions to be implemented together with the Flemish universities and other Cuban Higher Education Institutions with the financial support of the VLIR-UOS in thematic areas of mutual interest such as: Food Production, Rural Development, Business Administration and Tourism Development.
8.3 Opportunities
8.3.1
Appeal factors for academic cooperation (Unique Selling Proposition) (co-funding etc.)
The institutional policy of the UC considers the Internationalisation of the university as one of the most important strategies for its own development. Its main objective is to contribute trough international cooperation initiatives to the consolidation of a better academic/research service to the community.
The best opportunity is on Agricultural Production. In this field the UC has a very good work and maintains an excellent cooperation with territorial institutions such as the Provincial Government, the Provincial Delegation of the Ministry of Agriculture and has been fostering in the last few years cooperation links with cooperatives and farmers. At the same time, the UC has a close collaboration with other institutions of the MES (CENSA, ICA, INCA, UNAH, the Biotechnology Centres of UCLV and UNICA, UO and UDG) and the CIGB of Camaguey. There is another remarkable opportunity on tourism development in which the university has been developing an excellent work through its Multidisciplinary Study Centre on Tourism (CEMTUR). In this field it is strength that the city of Camaguey is considered as one of the five UNESCO world heritage cities of the country.
8.3.3
Generic needs of Higher Education that should be addressed at supra- and inter-institutional level
Keep working on the improvement of the quality of the academic and scientific processes with the objective of maximising the institutional contribution to the economical and social development of the country, especially in the main productive sectors of the province.
Views on academic partnership (values, transparency etc.)
The UC can assure a rigorous transparency in the use of the financial means received in the context of international actions as well as a high performance of its academics and scientists in the implementation of the specific tasks that can be assigned to the institution within the project framework.
8.4.3
Network or multi stakeholder strategy and opportunities
The UC is one of the most complete universities of the country and has very good collaboration bonds with a large number of institutions in Cuba and abroad.
9. Overall assessment with particular focus on IUC potential
9.1
Vision, leadership, governance and management capacity and stability
Evident strengths in leadership and management capacity among senior management team
9.2
Institutional policies and practices with regard to local, regional and national development policies and multi stakeholder orientation
9.3
Capacity (systems, infrastructure, academic level) to accommodate academic cooperation and manage related funding and mobility
9.4
Thematic congruence with VLIR-UOS interest at academic and country level
9.5
Likelihood of effects and spin offs beyond campus (community, commercial, academic networks)
Strong positive community links and established member of national specialist networks
9.6
Relative suitability of VLIR-UOS intervention types in view of institution status and interest with particular focus on IUC potential.
Not currently a potential full IUC partner but with strengths in key areas.
1. Basic institutional data
1.1
Name university
Universidad de Cienfuegos "Carlos Rafael Rodriguez"
In 1972 was created as a small campus of the UCLV in the Province of Cienfuegos. In 1979 was founded as an independent higher education institution denominated “Institituto Superior Técnico de Cienfuegos”. Gradually the university was increasing the number of students and diversifying the undergraduate disciplines. It was declared a university in 1994.
4.2
National position, leadership areas, most proud achievement
Energy efficiency, Local Socio Economic Development Studies, Urban Agriculture, Pedagogy
4.3
Relationship with stakeholders (authorities, civil society, industry etc.)
Excellent at local, provincial and national level.
4.4
Self assessment of research and publication ability and output
In some areas such as energy and clean production some results have been achieved but in general the results in this field are still lower than the potential of the institution.
4.5
Institutional strengths
Successful projects have been implemented by the UCF fostering bonds with the community.
Good positioning in the context of the regional cooperation, mainly within the programmes of the ALBA Association.
Accreditation of masters and undergraduate programmes.
Good faculty training strategy with priority given to the younger members of the teaching staff.
The postgraduate offer meets the needs of the province for improving the growing of the economical sector in the territory.
4.6
Institutional weaknesses
The member of the teaching staff holding a scientific degree is limited.
Lack of scientific culture among the teaching staff.
Insufficient remuneration and recognition of the human resources
The number of publications in scientific journals is very low
The economical resources available are very limited
5. University: Summary qualitative appraisal
5.1 Budget
% Government funded
EUR/student
VLIR budget as %
VLIR EUR
Trend, quality of funding
100%
Reducing, even in Cuban pesos and foreign currencies
5.2 Staffing situation
5.2.1
Total # staff
831
5.2.2
Total # academic staff
439
5.2.3
% female academic staff
60,76
5.2.4
% open vacancies
13
5.2.5
# Ph.D. Holders on staff
59
5.2.6
Staff-student ratio
The student-staff ratio is approximately 17,6/1 professor.
