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MISSIONAL MACROPROCESS: MANAGEMENT OF UNIVERSITY SOCIAL INTERACTION
UNIVERSITY SOCIAL INTERACTION MANAGEMENT PROCESS
CHARACTERIZATION
PROCESS OWNER
Jenny Alezandra Páramo Aragón
Director of University Interaction
- Promoting a transcendent and high-impact mission through the strengthening of the outcomes set by the University of Cundinamarca in its substantive functions.
- Continuously improve process performance through the implementation of institutional best practices and the application of the mechanisms established by the University of Cundinamarca, with the goal of creating a smart university organization with heart and soul.
- Ensure an institutional environmental culture within the framework of its commitment to life-forming education, democratic values, civility, and freedom.
- Consolidate and make visible the University of Cundinamarca as a Green University Institution, consistent with its responsibility to society and nature, within the framework of the international standard.
- Inform and educate the community of the University of Cundinamarca and its stakeholders, both at its main campus and its regional branches and extensions, regarding the guidelines of this Institutional Environmental Policy.
- To promote the comprehensive protection of the physical and mental health of officials and contractors who contribute to the fulfillment of the institutional mission, through the prevention and control of occupational hazards.
- Identify the hazards, evaluate, assess, and intervene in the risks present in the processes developed by the University Community and other stakeholders, establishing the respective controls, with the purpose of avoiding and minimizing incidents, work-related accidents, and occupational illnesses that may arise as a result thereof.
- Establish and maintain the roles and responsibilities of the Information Security Management System – ISMS, taking into account the different hierarchical levels within the institution, starting with Top Management by allocating the necessary and sufficient resources for the implementation, maintenance, and continuous improvement of the ISMS.
- Manage risks with each process of the institution based on the confidentiality, integrity, and availability criteria of the Information Security Management System – ISMS information, starting from Information Asset Management, associated in Annex A of the ISO 27001 standard, for their treatment and mitigation, according to the prioritization of the criticality of the identified information assets.
- Implement and maintain the ESG-SSI-PL01 – Institutional Security and Information Privacy Awareness and Training Plan for the academic community in general, and for administrative staff and teachers in particular, for the appropriation and strengthening regarding policies, procedures, manuals, instructions, and guides on information security and privacy.
- Define and implement incident management involving the activities of prevention, identification, and management of events and/or incidents that threaten the confidentiality, integrity, and availability of information assets, in accordance with the resources provided by the institution, promoting the continuous improvement of the ISMS.
- Comply with the legal and regulatory requirements regarding information security and privacy that bind the activities of the Information Security Management System – ISMS.
STAGES
1. PLAN
2. DO
3. VERIFY
4. ACT
OBJECTIVE
General Objective:
To establish reciprocal interaction and integration through the University's academic offerings, taking into account the needs and expectations of the community in general, through a dynamic exchange of information in the different areas of knowledge, considering the rectoral plan "University of Cundinamarca Translocal Transmodern", this through front 2 "Transcendent Mission" where it is stated that "University social interaction hereafter ISU- is the open, frank and constructive dialogue with the communities, in order to solve problems of the social, cultural, economic and productive environment; contributing to science, technology and research.
Therefore, it is not about offering classes to the community, but about building and solving problems together.” In short, University Social Interaction promotes the articulation and cooperation of the academic community with governmental and non-governmental entities, with the aim of raising the profile of UCundinamarca in the regional and national context.
Specific Objectives:
- Succeed in increasing the level of user satisfaction regarding the provision of the Continuing Education service during the current term.
- Achieve the use of current agreements during the current term, in order to boost interaction with society and strive to improve the quality of life of communities.
- Succeed in increasing the level of effectiveness in the execution of Social Outreach activities during the current fiscal year.
SCOPE
It starts with the identification of a need or potential of an internal or external agent; it continues with the generation of knowledge through the delivery of products and/or services required by the community, ending with the satisfaction of the needs of both the communities and the management from the core mission of the University Social Interaction function.
PROCESS OPERATION POLICY
The operation of the University Social Interaction process focuses on:
- Institutional Educational Project - IEP
- Rectoral Plan: Translocal Transmodern University of Cundinamarca
- Action Plan
- Annual Operational Investment Plan
- Digital Operating Model
- Standard Internal Control Model MECI
- CISNA Matrix (Initial Conditions to enter the National Accreditation System) – Guidelines for the accreditation of academic programs
- Resolution No. 080 of 2023, “whereby the University of Cundinamarca adopts comprehensive guidelines for anti-corruption, anti-fraud, and anti-bribery management.”.
- Resolution No. 091 of 2023, “Establishing Guidelines for the Protection of Personal Data of Data Subjects at the University of Cundinamarca.” Manual ESG-SSI-M001 – Information Security and Privacy Guidelines Manual.
Based on the cycle of continuous improvement: plan, do, check, and act. The duties of Interacción Universitaria’s public servants are consistent with the good governance manual and the leadership style.
Additionally, the process includes the University Social Interaction Policy, composed of five strategic actions for the development of University Social Interaction:
- A Dialogue of Knowledge with the Community
- University Social Interaction Services: Counseling, internships, volunteer opportunities, consulting, and continuing education
- University Social Interaction solves problems of the local context articulated with Science, Technology and Innovation
- Participants in University Social Interaction
- Professional Development in University Social Interaction
| ENTRIES | PROCEDURES | EXITS |
|---|---|---|
| - Program content data sheet for continuing education and events | MIUP05 – Continuing Education | – Certificates for speakers and attendees – Statistics |
| – Letter of intent, academic cooperation agreement, and/or memoranda of understanding | MIUP06 – Framework Agreements, Specific Agreements, and/or Letters of Intent | – Legalized agreements – Statistics |
| – Social project proposals | MIUP07 – Social Interaction Projects | – Projects - Reports – Activity certificates – Statistics |
| – Volunteer Application | MIUP09 – Volunteering | – Volunteer Report – Volunteer Certification |
| – Technical and Financial Proposal | MIUP10 – Academic Agreements and/or Contracts | – Project final report |
| – Stakeholder Analysis and Material Issues - USR Social Responsibility Action Plan |
MIUP13 – Social Responsibility and Sustainability | – USR Action Plan Results Report – Extension Committee Minutes |
| – Request for creation or assignment of badges and/or microcredentials | MIUP14 – Management of the Creation, Configuration, and Issuance of Digital Badges and Microcredentials | – Badges and microcredentials created – Assignment of badges and/or microcredentials |
Review the compliance of scheduled social projection, continuing education, and agreement activities, and conduct follow-through via the action plan and the Digital Operating Model indicators.
Advance actions for the continuous improvement of process performance, through:
- Improvement plans.
- Risk and opportunity management.
- Improvement actions.
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Mission Macro-process
Mission Macro-process
Mission Macro-process
Mission Macro-process
