Strategic objectives
The five Fundamental Strategic Directions approved by the Board have allowed the Executive to identify the priority Strategic Objectives to be met at the institutional and departmental levels, and also by each member of staff.
There are 16 objectives, listed below and classified under the four dimensions specified by the balanced assessment chart of the SUPSI institutional strategic map.

Reputation and stakeholders

1.1 NORTH-SOUTH NETWORKS (OSF1)
We are an acknowledged reference point in the creation of North-South axis networks.

1.2 UNIVERSITY POLE COLLABORATION (OSF1)
We intensify opportunities for collaboration with the Università della Svizzera italiana of Lugano (USI) and with other established academic institutions in Ticino.

2.1 RESEARCH AND INNOVATION IN THE TERRITORY (OSF2)
We intensify support activities aimed improving the innovation capacity and competitiveness of businesses and institutions in the territory.

5.1 CAMPUS DEVELPMENT (OSF5)
We develop the existing and new Campuses in order to create places where students, staff and local people can enjoy opportunities for community and unique experiences.

Results and quality

1.3 SWISS AND RESIDENT STUDENTS (OSF1)
We increase the number of students from other Cantons, and consolidate the number of students who are resident in Ticino, also ensuring opportunities for new forms of collaboration with the specialist high schools (scuole specializzate superiori - SSS) operating in our Canton.

1.4 LANGUAGES (OSF1)
We adapt the range of courses, introducing other languages, particularly German, in accordance with curricular requirements. 

2.2 SINERGIES BETWEEN EDUCATION AND RESEARCH (OSF2)
We develop synergies between research and education, enhancing the mutual impacts.

2.3 DIDACTIC MODELS (OSF2)
We are distinguished by the development and application of innovative didactic models appropriate to the specific characteristics of a vocational university, referring to the internal competences of the Fernfachhochschule Schweiz (FFHS) and the Department of education and learning (DFA).

2.4 INNOVATIVE STUDY PROGRAMMES (OSF2)
Collaboration, both internally and with other universities, allows us to encourage the introduction of innovative study programmes.

Personnel, organisation and infrastructure

3.1 PORTFOLIO MANAGEMENT (OSF3)
We ensure our financial stability by means of careful portfolio management with periodic asset auditing processes.

4.1 EFFICACY OF KEY PROCESSES (OSF4)
We view the institutional accreditation as an opportunity for organisational and process harmonisation. 

4.2 STAFF PROFILES (OSF4)
We ensure that the institute can attract high-quality personnel, and we delineate career pathways that can enhance their potential.

5.2 INTELLIGENT DIGITAL ENVIRONMENTS AND PLATFORMS (OSF5)
SUPSI as an open laboratory, where new ICT technologies can be provided and tested, creating new environments for collaboration, learning, research and work.

Mandates and financing

1.5 PUBLIC-PRIVATE (OSF1)
We promote public-private partnerships in order to execute projects of public utility that make the territory more competitive.

3.2 COST AND RISK MANAGEMENT (OSF3)
We ensure careful and continuous cost and risk monitoring, guaranteeing financial stability.

3.3 REVENUE DIVERSIFICATION (OSF3)
We diversify revenues by means of alternative sources of financing in order to ensure stability and increased autonomy.

st.wwwsupsi@supsi.ch