El rol de la Universitat a la societat des d’una perspectiva de canvi sistèmic per al DS

El cas de la UPC

Didac Ferrer-Balas, Heloise Buckland, Mireia de Mingo

Índex

1. Introducció2. El mètode ‘FLA Analysis’3. Aplicació: UPC Sostenible 20154. Resultats5. Conclusions

Introducció

Introducció

• DS com un procés d’aprenentatge transformatiu per la societat

• El rol de l’acadèmia respecte el DS:“is not on integration but rather one of innovation and systemic change within our institutions that will allow for more transformative learning to take place” (Wals & Corcoran 2006)

Quins és el repte?

• Integrar la universitat en els processos de desenvolupament sostenible de la societat

• Participar activament en els canvis socials (transicions sistèmiques)

• Co-evolucionar amb la societat

UPC Sostenible 2015

Visió UPC Sostenible 2015

“L’any 2015, la UPC serà un punt de referència en tecnologia per al DS a diferents nivells, des de l’escala local i regional, fins a l’europea i global, tant per la seva contribució educativa com de RDI”

4 ÀmbitsInteracció i compromís socialA

Recerca B EducacióC

Gestió interna

D

Canvis

• Medi ambient > DHS

• Enfortiment del rol social i més obertura a l’entorn

• Orientació al futur

• 5 Reptes temàtics

Però… realment està contribuint a un canvi

profund i sistèmic?

Proposta:

‘FLA Analysis’

Per transicions sistèmiques

Què són les transicions sistèmiques?

• Innovacions globals amb un hortizó temporal llarg, que requereixen– Els esforços de molts grups d’interès– Un canvi de perspectiva i de cultura entre aquests

grups (De Bruijn et al. (2004)

• Un concepte que integra elements tecnològics, culturals i estructurals, en el que 3 dimensions que intearactuen entre elles poden distingir-se en el procés de canvi cap a processos de desenvolupament més sostenibles (Jansen 2003)

3D “F-L-A approach”

Framework Culture Structure Technology

Level Optimization Improvement Renewal

Actors Involved parties

Dimensió 1: canvis en el marc

• Canvis culturals, • Canvis

d’estructures organitzatives i de procesos

• Eines tecnològiques

Framework Culture Structure Technology

Level Optimization Improvement Renewal

Actors Involved parties

Estableix - 3i consolida

Practica-2

Inicia-1

Dimensió 2: Nivell dels canvis

Framework Culture Structure Technology

Level Optimization Improvement Renewal

Actors Involved parties

Nivell de canvi

tiempo2000 2050

Fa

cto

r d

e E

ficie

ncia

5

20

Mejora del proceso o producto

Uso óptimo

Renovación basada en

necesidades y funciones

tiempo2000 2050

Fa

cto

r d

e E

ficie

ncia

5

20

Mejora del proceso o producto

Uso óptimo

Renovación basada en

necesidades y funciones

time

(From Jansen, 2003)

Dimensió 3: Actors

• Pertinença de la Universitat (Didriksson et al.,2006)

• noves relacions necessàries entre la universitat i la societat:

Framework Culture Structure Technology

Level Optimization Improvement Renewal

Actors Involved parties

1-Cooperació

interna

2-Inter/Extern amb

actors similars

3-Diàleg am

b

grups d’interès

“FLA Analysis”

Aplicat al Pla UPC Sostenible 2015• Per analitzar el potencial de canvi de

l’estratègia (o d’una part) calculant un valor per cada eix

• Utilitzant un sistema de graduació, s’ha pogut analitzar l’estratègia de la UPC per:– Accions individuals (60)– Àmbits del pla (4)– Globalment

Strategic objectives Operational objectives

INT

ER

AC

TIO

N A

ND

SO

CIA

L C

OM

MIT

ME

NT

A1. To use synergies and partnerships to foster sustainable human development

A1.1 To define a sustainability and sustainable human development area in which efforts can come together

A1.2 To promote thematic alliances

A1.3 To be accountable

A2. To involve the people in the University community and in its environment in the change towards sustainability

A2.1 To carry out awareness-raising activities

A2.2 To encourage student participation in sustainability initiatives

A2.3 To coordinate the collaboration between UPC, the association network and the local community

A3. To establish and strengthen its strategic alliances with other Universities in the move towards sustainability

A3.1 To be an active member of international University networks that focus on sustainability and human development

A3.2 To cooperate with other Universities in generating leadership capabilities for promoting sustainability

RE

SE

AR

CH

B1. To raise funds for research into technology and sustainability

B1.1 To make known UPC’s research activity concerning the environment and sustainability

B1.2 To reinforce research into sustainability

B1.3 To facilitate fundraising for research into sustainability

B2. To achieve excellence in its research into sustainability

B2.1 To orientate research towards the needs of the future

B2.2 To favour interdisciplinary research projects

ED

UC

AT

ION

C1. To green UPC’s educational offer C1.1 To green undergraduate and postgraduate programmes and reinforce the links between research and education

C1.2 To offer sustainability education pathways for students of non-environmentally oriented disciplines

C1.3 To introduce sustainability criteria in continuing education

C2. To consolidate research and innovation in education for sustainability at UPC

C2.1 To promote research activities into sustainability education with other Universities

C2.2 To offer training in teaching innovation for sustainability to teaching and research staff

MA

NA

GE

ME

NT

D1. To reduce UPC’s environmental impact D1.1 To introduce an EMAS to coordinate all of UPC’s environmental management processes

D1.2 To reduce equivalent CO2 emissions and use UPC’s resources efficiently

D1.3 To guarantee selective waste collection

D1.4 To systematise the incorporation of environmental and social criteria in contracting and purchasing processes

D2. To extend the culture of sustainability at UPC D2.1 To provide information on sustainable management

D2.2 To offer courses in sustainability for administrative and service staff

D2.3 To promote transformative actions

D3. To integrate sustainability into UPC’s management processes

D3.1 To make work spaces environmentally friendly

D3.2 To establish coordination mechanisms between units

Llista d’accions

Area

Exemple per l’objectiu estratègic A1

Strategic objectives

Operational objectives Actions F L A

A1. To use synergies and partnerships to foster sustainable human development

A1.1 To define a sustainability and sustainable human development area in which

efforts can come together

Create a crosscutting working group on sustainability and human development in UPC

1 2 1

Adopt a Sustainability Policy at UPC (identify conceptual references for human and sustainable development)

3 2 1

A1.2 To promote thematic alliances

Define thematic priorities to foster sustainable and human development 1 3 3

Establish partnerships with key agents to promote local, regional and international actions

1 2 3

A1.3 To be accountable Evaluate the advances of the UPC Sustainable 2015 Plan through an annual meeting

1 1 2

Produce a sustainability report for UPC using recognised standards, external evaluators and involving stakeholders

2 2 2

Develop the Communication Plan for Sustainability and human development at UPC

1 1 2

Widely disseminate the advances of the UPC Sustainable 2015 Plan amongst media, UPC community and key external agents

0 1 3

Resultats i discussió

Global i per Àmbits (a) UPC2015

0

1

2

3Framework

LevelActors

(b) UPC2015: 4 Areas

0

1

2

3Framework

LevelActors

A. Social I&C

B. Research

C. Education

D. Management

Comparant el pla actual i l’anterior(a) PMA2: 4 Areas

0

1

2

3Framework

LevelActors

Coord&Communication

Education

Research

Management

(b) Comparison 2 strategies

0

1

2

3Framework

LevelActors

PMA2

UPC2015

Conclusions

• El repte és integrar la Universitat en el DS de la societat, on s’ha de produir un profund canvi sistèmic

• L’anàlisi FLA es mostra útil per avaluar l’enfocament de ‘canvi’ que la pròpia estratègia UPC Sostenible 2015 té actualment

• L’enfocament de l’estratègia és de canvi més profund que l’anterior, malgrat encara ha de progressar en els tres eixos

• El procés participatiu intern i l’avaluació externa internacional han estat elements importants de canvi

Gràcies!

didac.ferrer@upc.edu