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UB2019-2024 Strategic Plan

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UB2019-2024 Strategic Plan Table of Contents Table of Contents ............................................................................................................................ 2 Message from the President ......................................................................................................... 3 Message from the Chairman, Board of Trustees ....................................................................... 4 University of The Bahamas: A Noble Legacy............................................................................. 5 Putting the Strategic Plan in Context.......................................................................................... 9 Overview of the 2019-2024 Strategic Planning Process........................................................... 10 How to Read the Goal Tables ....................................................................................................... 11 Ordering and Numbering the Goals and Objectives ..................................................................... 12 Integrated Strategic Planning .................................................................................................... 12 University of The Bahamas Strategic Plan 2019-2024............................................................. 13 Goal 1 Improve Internal Controls and Accountability ........................................................ 13 Goal 2 Improve Operational Efficiencies/Customer Service for a Culture of Excellence .. 18 Goal 3 Increase and Diversify Revenue and Funding Sources............................................ 24 Goal 4 Increase Graduation Rate ......................................................................................... 28 Goal 5 Increase Student Enrolment ..................................................................................... 31 Goal 6 Improve Student Engagement .................................................................................. 35 Goal 7 Grow a Culture of Research ..................................................................................... 37 Goal 8 Increase Community Engagement ........................................................................... 39 Goal 9 Increase and Enhance the University Profile ........................................................... 42 University of The Bahamas-North ............................................................................................ 45 Goal 1 Relocate Core Services and Most Programmes to Downtown Freeport .................. 46 Goal 2 Increase Campus Autonomy and Operational Efficiency ........................................ 47 Goal 3 Increase Community Engagement and Enhance Campus Profile............................ 48 Goal 4 Increase Student Enrolment, Retention and Graduation Rates ................................ 50 Goal 5 Improve the Student Experience .............................................................................. 53 Goal 6 Develop a Culture of Research ................................................................................ 57 Goal 7 Increase and Diversify Revenue and Funding Sources............................................ 58 List of Objectives by Goal ............................................................................................................ 60 List of Objectives by Person Responsible .................................................................................... 64 Document History ......................................................................................................................... 66 Page 2 of 67 Rev D Message from the President The University Strategic Plan 2019-2024 is both a foundation-building document and a blueprint for the future. It was designed around the structural and organizational needs of the University and the years of research with recommendations emanating from the Draft National Development Plan. This Plan has had input from students, faculty, staff, alumni, the broader public and private sectors and trustees. It is our duty, therefore, to embrace this document and carefully implement the actions steps that lead to attaining the goals and objectives as laid out and recommended for national import. By doing so, we will be fulfilling our role of influencing national development. University of The Bahamas must create a strong and stable foundation in order to embrace the rapidly changing world in which we live. All knowledge-based societies must be about continual change as we constantly adapt to new discoveries and innovative approaches to teaching and learning through continuous improvements. To this point, the Information Age has been accelerated far beyond our imagination with the introduction and continued expansion of new technologies, almost daily. The University, therefore, is compelled to continue the never-ending journey of building excellence in teaching, research and service, by using new technologies, designing adaptive policies, and expanding the heuristic significance of research by challenging new knowledge. It is important that we implement and evaluate the implementation of this plan. Therefore, the University must also evaluate its efforts and assure that everything is fully integrated into the budget planning process. This document, after all, as a blueprint is also a fluid document that allows the University community to adapt to societal changes without altering its major focus of building a stronger foundation in order to assure continued excellence in teaching, research and service, preparing students for a better life in a global society. Rodney D. Smith, B.A., M.A., M.Ed., Ed.D. President and CEO University of The Bahamas October 17, 2019 Page 3 of 67 Rev D Message from the Chairman, Board of Trustees This Strategic Plan establishes a strong foundation for the University of The Bahamas. On this foundation, the University will be poised to fulfill its potential. It is the hope of the Board of Trustees that over the five-year period of the plan, the University will become fully accredited. Over the past two years, the Board of Trustees, along with President Smith and administrative staff, have worked exceedingly hard to find and appoint senior administrative and academic staff. Guided by the Strategic Plan, this cadre of appointees will work with the University to play an integral role in the future development of the University. The goal of University of The Bahamas remains fixed on producing graduates who play a major role in the development of The Bahamas. With this overriding objective in mind, multiple stakeholders, from both within the University and the wider Bahamian community, participated in shaping the plan in an attempt to ensure that the Strategic Plan will improve the University’s efficiency in carrying out its mission. Over the next five years, the Strategic Plan will provide the foundation to facilitate the introduction of a host of new and innovative programs at the University. It is the firm belief of the Board of Trustees that these signature programs will become internationally acclaimed and will attract students from around the world. A tremendous amount of hard work has gone into developing this plan. The Board thanks everyone who contributed to making the plan the seminal foundation document that it is and to all of those persons who will now work to implement its objectives. The University is now ready to move FORWARD, UPWARD, ONWARD TOGETHER! Chairman Jonathon K. Rodgers Page 4 of 67 Rev D University of The Bahamas: A Noble Legacy University of The Bahamas was chartered on 10 November 2016 by an Act of Parliament of the Commonwealth of The Bahamas. UB had its genesis in the College of The Bahamas which came into effect in 1974 through the amalgamation of four institutions: The Bahamas Teachers’ College, San Salvador Teachers’ College, C.R. Walker Technical College and the sixth form programme of the Government High School. Purposeful Growth The institution’s initial academic offerings were limited to associate degrees, certificates and diplomas. Compelled by the mandate to help develop the human capital necessary to build a more prosperous and competitive Bahamas, the College accelerated its undergraduate programme development and, in the early 1990s, introduced baccalaureate degree programmes in a variety of disciplines including Business, Education, Science and Nursing. At the time of its transition to University of The Bahamas, the College was offering five bachelor degrees in approximately fifty-five majors. In June 1995, landmark legislation granted the College full autonomy of its affairs and expanded its mandate. With the passage of this Act, the institution became a corporate entity under the governance of an 11-member Council. The extended mandate and responsibilities necessitated a new organisational structure and gave greater autonomy in the management of operations and finances. It also empowered the institution to seek and receive private funding and changed its financial system from public to private accounting. During academic year 1997-98, the College brought together a strategic planning task force comprising representatives of all major stakeholders – faculty, staff, students, alumni, leaders from public and private sector organisations and members of the general public - to develop a strategic plan whose commitments, goals and strategies would initiate the journey to university status. Revised in 2003, the actions emerging from the plan were intended to shape UB. Recognising the need to develop
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