AUSJAL´s Model of Networking

Universidad Iberoamericana Ciudad de México75th anniversary

AUSJAL: Some statistics

Contents

1. Some statistics of AUSJAL

2. Mission and main objectives

3. Strategic Plan and Projects

4. How it works?: Organization & Rules of the game

5. Strengths, weakness and challenges of the Network

6. AUSJAL and AJCU collaboration

AUSJAL: Some statistics

Institutions30 institutions

Countries14 Latin American countries

Ownership

25 Jesuit institutions & universities

3 Pontifical universities

entrusted to the Society

2 universities in alliance with

private organizations

Types• 27 universities• 1 College• 2 Faculties of theology & philosophy

20.37 million km2

78.6 million mi2

Spanish &

Portuguese

AUSJAL: Some statistics

237.664

Undergraduate

227.904

Graduate

Students

8.485

Full-time professors

777

Researches

Faculty

Distribution of universities by total number of students

Year: 2015 Year: 2015

Mission and main objectives

Strengthen the collaboration among its members in order to

Promote the integral formation of students,

Contribute to the training of academics and

administrators on the Christian inspiration and

Ignatian identity,

Develop comparative research on strategic topics

related to our mission and identity as Jesuit universities,

Foster collaboration with other networks and sectors

of the Society of Jesus.

AUSJAL finished its

Strategic Plan 2011-2017

and is formulating a new

one.

24 inter university

projects were developed

Strategic Plan 2011-2017: Common projects developed

A common project example: AUSJAL System for International Cooperation

(SACIA)

To strengthen the level of

internationalization and

collaboration between and

among AUSJAL universities,

by providing relevant and

up-to-date information to

their departments of inter-

university cooperation.

Objective

SACIA

Database on Academic Mobility

Database Alert system on calls for

international cooperation

Data base of professors willing to

make academic exchange

Database of indicators of internationali

zation of AUSJAL´s

universities

Database Catalog of AUSJAL

universities´masters and

PhD programs

Campaign to promote the academic

offer of AUSJAL´s universities

Database Catalog of AUSJAL

universities´masters and

PhD programs

How it works?: Rules of the game

How it works?: Organization

General

Assembly

President

Vice-president Vice-president Vice-president

General Secretariat

AUSJAL Liaisons

Poverty and

Inequality

CARI Academic Cooperation

Online education

University Social Responsibility

Education

Pastoral

Environment and Sustainability

Right to Information and Democracy

Human Rights

University Libraries

University Presses

Secretary

General

The peers of the networks are appointed by the rectors. Each network has a Regional Coordinator who is elected by the peers, with the approval of the AUSJAL´s Board. There is no link of authority between the peers and the General Secretariat.

Treasurer Representative

Bo

ard

Organization: AUSJAL in the governance structure of the Society of Jesus

President of CPAL

AUSJAL

Fe y AlegríaFederation

FLACSI

Delegate for Education

AUSJAL is one of the three networks of the Conference of Latin America Provincials (CPAL)

The president of AUSJAL is a member of the International Committee of Jesuit Higher Education

International Committee of

Jesuit Higher Education

ICJHE

Secretary for Higher

Education

Rome CuriaConference of Latin America Provincials

Most important strengths, weaknesses and challenges of the network

Strengths:• Its Strategic Plan; having developed and

executed three strategic plans, as a

guiding instrument for the work of the

Network.

•The capacity of working on common

specific projects, using project

management approach.

•The organization of AUSJAL and the

principle of decentralize coordination:

o The executive secretariat , the

networks of AUSJAL peers.

o The system and culture of networking

on higher education developed.

Weaknesses:• Limited financial resources available in most

universities, and differences in resources and digital

gap among universities.

• Collaboration between and among universities, and

between them and other social & educational Jesuit

institutions are weak.

• The time dedicated by the faculty to the AUSJAL

projects is not considered as a part of their

responsibilities in their universities.

• The impact of AUSJAL on public opinion and public

policy in regional issues is weak (advocacy).

Challenges:• To strengthen coordination between and among our

universities.

• To increase collaboration with other Jesuit universities and

social networks (UNIJES, AJCU, GIAN, etc.).

• To increase the economic solidarity among AUSJAL´s

universities and with other Jesuit higher education

institutions: “Culture of solidarity” (GC 36).

• To foster advocacy on relevant social and development

issues.

Identified Collaboration Areas:

Community service and service learning: Create database with information on

opportunities and programming in universities and places.

Mutual reciprocity: create a database with information about projects and activities of

each university.

Virtual education: Dual Immersion Program & Human Rights Program of AUSJAL.

AUSJAL and AJCU collaboration

Collaboration priorities for 2018

Thank you