Institutional Strategic Plan

The process of formulating the 2020 – 2024 UTFSM Institutional Strategic Plan considers and is guided by the existence of the document “UTFSM Strategic Planning Methodology” approved by the Board of Trustees (CS) in August 2016.

The aforementioned methodology incorporates the development of participatory workshops to address the formulation of the Plan, which was carried out between 2018 and 2019, in various stages. At the same time, the process counted on the collaboration of national and international experts in matters of strategic planning and institutional accreditation, such as the German consulting agency Z-Punkt (in prospective studies) and the international expert Dr. Jamil Salmi.
During this process, and in parallel, Development Plans for Academic and Teaching Units have been developed, aligned with the process developed for the ISP (Institutional Strategic Plan).

Complementarily, alignment with the Sustainable Development Goals (SDG-SDG)1 of the United Nations has been integrated into the formulation and external consistency process, which at the national level are also included in the 2030 Agenda for Sustainable Development for Chile2. In January 2020, the Board of Trustees takes cognizance of the strategic and tactical definitions or priority programs that make up the institutional roadmap for the period 2020-2024, initiating the process of approval of the document.

The irruption of contingent scenarios, in the case of the national social process post 18 of October 2019, and in recent months, the scenario of social and economic impact by the COVID 19 pandemic still in process, considers visualizing such impacts in a preliminary way, and has developed analysis of 2020-2024 approaches, and post-pandemic periods, leaving spaces for recovery and development.

As a result, and according to the indicated methodology, it will be necessary to review the goals at the time of reporting annual compliance, which will allow to systematically verify the progress towards the challenges, given the variability of the environment and the complexity of projecting annual goals for five years.
Finally, it should be noted that the main institutional challenges in the medium and long term are to achieve the highest level of national institutional accreditation, as well as to position itself among the top one hundred universities worldwide, in the context of a World Class University (UCM).