Group Title: Vision 2012 strategic plan
Title: Vision 2012 : many paths, one destination (brochure)
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Permanent Link: http://ufdc.ufl.edu/CA01300588/00001
 Material Information
Title: Vision 2012 : many paths, one destination (brochure)
Series Title: Vision 2012 strategic plan
Physical Description: Book
Language: English
Creator: University of the Virgin Islands
Affiliation: University of the Virgin Islands -- Office of the President
Publisher: University of the Virgin Islands
Publication Date: 2005
 Subjects
Subject: Caribbean   ( lcsh )
Spatial Coverage: North America -- United States Virgin Islands
Caribbean
 Record Information
Bibliographic ID: CA01300588
Volume ID: VID00001
Source Institution: University of Florida
Holding Location: University of Florida
Rights Management: All rights reserved by the source institution and holding location.

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Greetings Friends,





















VISION 2012 is, literally, about transforming our future. In Charles Garfield's book about
the process of organizational transformation, Second to None, he states: "The process of
transformation is ongoing, permeates the entire organization, and represents a sharp break
with the past. This break is the major difference between transformation and simple reform.
While reform is an attempt to go down the same path more efficiently, transformation
involves the development or discovery of entirely new paths..."

At this moment at UVI, we are transforming-not simply reforming-this invaluable
University. VISION 2012 provides the guidelines for mapping our future and for finding
entirely new paths. In this publication, you will be introduced to the strategic areas of focus
in the plan and how its development helped us find new ways to be inclusive, collaborative,
and successful. VISION 2012 is about working together for change, and I am committed to
engaging all the stakeholders of UVI to make this transformation a success.

I invite you to discover for yourself some of the exciting ways this strategic plan will help
change the lives of our students, enrich the Virgin Islands, and contribute to the intellectual
and professional life throughout the Caribbean.


Sincerely,






















Contents



MISSION, VISION AND CORE VALUES



STRATEGIC AREA OF FOCUS

educational excellence






STRATEGIC AREA OF FOCUS

nstitutiona improvement





STRATEGIC AREA OF FOCUS

financial sustanability





STRATEGIC AREA OF FOCUS

community engagement






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The development of VISION 2012 began with an examination of UVI's guiding
principles-our mission, vision, and core values. We designed an inclusive
process with broad institutional, alumni, and community representation to help
refine and retool these statements to reflect the changing world.


MISSION

The University of the Virgin Islands is a learner-
centered institution dedicated to the success of its students
and committed to enhancing the lives of the people of the
U.S. Virgin Islands and the wider Caribbean through
excellent teaching, innovative research, and responsive
community service.


VISION

The University of the Virgin Islands will be an
exceptional U.S. institution of higher education in
the Caribbean dedicated to student success, committed
to excellence, and pledged to enhancing the social and
economic transformation of the U.S. Virgin Islands.


Core Values
Integral to UVI's strength, our core values
embody the principles, ideals, and beliefs
of students, faculty, staff, administrators,
and trustees. They form the foundation
for all that we do.
* Students First
* Learning and Scholarship
* Excellence
* Teamwork
* Collegiality and Shared Governance
* Inclusiveness of Ideas
* Principled Leadership
* Support of Our Community
* Effective Use of Technology
* Equitable Reward System


































How Far We've Traveled
The development of VISION 2012
has made UVI more collaborative than
at any time in its history. More than
400 people-faculty, staff, students,
community partners-participated in
discussions leading to its completion.
"We designed and implemented an
inclusive, interactive strategic planning
process," says President LaVerne E.
Ragster, Ph.D. "We focused on a vision
of UVI whose future all stakeholders
could contribute to freely."

The Structure of VISION 2012
The Plan is built around four strategic
areas of focus.

* Educational Excellence
* Institutional Improvement
* Financial Sustainability
* Community Engagement


Within each area of focus are several
strategic goals. For each goal there are
operational objectives and measures
of accomplishment that we will use as
benchmarks during the course of the Plan
period. Our successes will be built upon
successful completion of measurable results
(see Plan overview chart on pages 14-15).






"During the planning process, the community tT ... our
vital role in the Territory's social and economic gi ': rl'
VISION 2012 provides a framework for collaborating
with community leaders to address pressing issues: academic
programs for working professionals, programs that match
emerging careers and access to distance learning."
Ilene Garner
Director, Community Engagement and Lifelong Learning Center (CELL)


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GOALS Create a learner-centered
experience that fosters academic
excellence and student success
through innovative teaching and
high quality academic and student
support programs.





How We'll Get There
As our first core value states-students
first. That overarching commitment
compels us to seek ever-higher degrees
of excellence for our students. As part of
VISION 2012, UVI will offer high quality
outcomes-based academic programs that
are flexible and responsive. Over the next
several years, we also plan to accredit all
of our professional programs and develop
internal standards to assess the quality of
programs consistent with best practices.
We will increase enrollment by enhancing
recruitment, registration, and enrollment
related services.


Student success can only come with
increased retention and graduation
rates, which we will focus on during this
strategic plan period. We will pursue
ways of creating an engaging, student-
centered environment that promotes
school spirit and institutional pride. In
our never-ending quest for excellence and
community relevance, we will also increase
scholarly, research, and outreach activities
that enhance student learning, respond
to community needs, and generate new
knowledge that also meets peer-reviewed
standards.





"VISION 2012 provides a road map for making
this a truly global institution. The Virgin Islands
have always been connected to the world community.
Now, our students are learning how to impact that
community through global leadership training."
Dr. Solomon Kabuka
Professor, Business and
Director, Summer Institute for Future Global Leaders


MYJOURNEY, MY GOAL. AT UVI, I'M LEARNING EXACTLY WHAT I DREAM OF BECOMING
-A SUCCESSFUL HOTEL OR VILLA OWNER. IT'S THAT PERSONALIZED. CLASSES KEEP GETTING
S MORE HANDS-ON AND, I'M MEETING NEW FRIENDS FROM ALL OVER THE WORLD. AT THE SAME
TIME, MORE STUDENTS AND PROFESSORS ARE WORKING TOGETHER ONLINE... THE TECHNOLOGY
IS REALLY IMPROVING. THIS IS A GREAT TIME TO BE AT UVI.
Tamica Lawrence '07, Business andAdministration Marketing major

























GOALS Insure that the strategic goals
and objectives are met by enhancing
the capacity of the University to
achieve results.





Paths to Enhancement
and Improvement
Improving the level of excellence in
education at UVI requires that we put in
place new and streamlined processes for
improving the institution as a whole. Over
the next several years, we will reward
superior performance and foster individual
and group success through advancement
of compensation strategies and investment
in training, professional development, and
cross-functional activities. To make this
a more "customer-focused" institution,
we will work to enhance customer service
delivery and improve operational results
through redesigning administrative and
educational processes.


Good communication depends on good
information flow, and is part of our effort
to improve our institutional systems.
To that end, we will be enhancing the
University-wide information and data flow
by upgrading internal communications
infrastructure systems. Also, to optimize
the successful implementation of VISION
2012, we will develop an integrated
planning, assessment, and evaluation
system. With improved communications
systems, we will vigorously promote
the image and reputation of the
University. This will also provide us with
new opportunities for strengthening
relationships with alumni and alumni
association chapters through outreach,
support, and education.





'VISION 2012 sets a new standard against which all
University activities will be measured. By having this
standard, UVI resources can be clearly focused on our
mission, vision, core values, and strategic objectives,
which, by their very nature, intend to expand UVIs
role in the Caribbean."
Wesley Joyce '01
Manager, Infrastructure Systems,
Information & Technology Services


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MY HOME. MY CULTURE. I'M A CRUCIAN, AND I COME FROM THIS COMMUNITY. UVI
IS IMPORTANT TO ME BECAUSE THIS IS MY CULTURE AND MY HOME. OVER THE NEXT DECADE,
THE UNIVERSITY WILL HELP THE TERRITORY GROW AS IT ADDS MORE COMMUNITY-BASED
PROGRAMS THAT BRING STUDENTS TO THE COLLEGE BEFORE THEY HAVE TO MAKE THEIR FINAL
DECISIONS ABOUT HIGHER EDUCATION... AND NOT JUST STUDENTS FROM THE VIRGIN ISLANDS,
BUT FROM THROUGHOUT THE CARIBBEAN AND THE MAINLAND, AS WELL."
- Tionee Veira '07, English major























GOALS Enhance and diversify the
University's financial base through the
development of new revenue streams
and realization of cost savings.





Stability and Strength for
a New Century
For UVI to continue to develop its
capacity as a leading institutional resource
for the Caribbean and provide outstanding
educational opportunities for the
communities we serve, we will need to be
a nimble and fiscally sound operation.
To that end, during this strategic plan
period, we will focus on several areas to
assure our long-term viability.

We will assess and enter markets for
UVI products and services that might have
the potential to provide significant new
revenue. To meet internal and external
demands, institutional goals and cost
reductions, we will implement improved
financial management systems.


Our increased communications capacity
will serve us well as we seek to increase
annual giving targets and insure capital
campaign objectives are appropriately
linked to institutional, student, and
academic needs. Finally, we will increase
mission-centered grant acquisitions
that support and promote research and
community development.





"UVI is the only public institution of higher learning
in the U.S. Virgin Islands. By serving all learners-
- .... .- .. .. -i, ,. .*.. K-12 programs and expanding
certifications, workforce training, continuing education,
lifelong learning, professional development, and
consulting--ve play a crucial role in the individual
and economic gy. : rl' of the Territory.
Dr. Mary Ann LaFleur
Director, Institutional Research & Planning


MY COMMUNITY. MY STRENGTH. I HELP THE TRACK COACH AT THE LOCAL
JUNIOR HIGH, AND I VOLUNTEER WITH SEVERAL ORGANIZATIONS. UVI HAS TO BE A STRONG
PARTNER WITH THE COMMUNITY TO ENCOURAGE EVERYONE TO BE PART OF THE ISLANDS'
FUTURE. FOR EXAMPLE, WE WERE ONE OF THE FIRST UNIVERSITIES TO ADOPT WIND TURBINES
AS A SOURCE OF RENEWABLE ENERGY. WE USE WIND ENERGY TO REDUCE OUR ENERGY COSTS
AND CONSUMPTION OF LOCAL RESOURCES. THAT'S A CREATIVE WAY TO DEMONSTRATE GOOD
CORPORATE CITIZENSHIP.
- Paul Remy '09, Computer Science major




























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GOALS Become a leader and partner
with the community to address social,
economic, environmental, political,
educational and cultural issues
impacting the U.S. Virgin Islands
through a range of higher education
initiatives.




A Valued Community Resource
UVI is committed to serving the U.S.
Virgin Islands with programs and
resources designed to strengthen both
the University and the Territory. We will
continue addressing critical issues for
improving public education in the Territory
through our work with the Virgin Islands
Department of Education. We will also
enhance the quality and relevancy of
community-oriented programs through
increased collaboration with education,
business, health, human services, art, labor,
and other community sectors.


technical support aimed at addressing issues
impacting the community. To support the
continued expansion of valuable workplace
and personal development skills, UVI will
offer more certifications, workforce training,
continuing education, lifelong learning,
professional development, and consulting
services geared to the unique needs and
opportunities represented by the people and
communities of the U.S. Virgin Islands.






UVI community engagement programs forge lasting bonds
between University resources and Territory needs.

* Community Engagement and Lifelong Learning
Center (CELL) provides human resource development, consulting,
and workforce and professional development training programs critical
to the economic prosperity of the Virgin Islands and surrounding
Caribbean islands.

* The Virgin Islands Experimental Program to
Stimulate Competitive Research (VI-EPSCoR) promotes
the development of local science and technology resources through
research and helps to build partnerships between government, non-
governmental organizations, and the private sector.


To expand our role in the community,
we will develop new and additional
consulting services, directed research, and







MY LIFE. MY CHOICE. BEING IN THE CELL PROGRAM SHOWED ME HOW TO TURN AN
INTEREST IN HELPING PEOPLE INTO A CAREER. THROUGH IT, I WAS CERTIFIED AS A NURSING
ASSISTANT AND HOME HEALTH AIDE IN THREE MONTHS, PLUS I GOT A CHANCE TO SEE WHAT
NURSING WAS LIKE BEFORE ATTENDING NURSING SCHOOL. NOW, I PLAN TO COMPLETE MY
RN IN 2010, BECAUSE I AM GOING PART-TIME. UVI IS ESPECIALLY GREAT FOR ADULT WORKING
STUDENTS LIKE ME WHO NEED FLEXIBLE SCHEDULING."
Emerald Finney '10, Nursing major and certified nursing assistant/home health aide











t ~ rS- r n-gou"'lr 1ft e


1. Develop an Academic Master Plan.
2. Create a technology support system.
3. Establish a collaborative Center for Excellence in Teaching.
4. Establish professional schools for nursing, business,
and education.
5. Create academic learning environments that promote
student success and enhance learning outcomes.
6. Develop protocols and systems for quality assurance and
student and faculty support for e-learning.
7. Establish a school/institute for Global and Graduate
Education using a consortium-based model in collaboration
with other institutions.



1. Have CELL accredited by the American Council of Education.
2. Have the undergrad business program accredited by the
Association of Collegiate Business Schools and Programs.
3. Achieve reclassification from a Masters II to Masters I
institution via Carnegie Classification.
4. Have the undergraduate education program accredited by
the National Council for Accreditation of Teacher Education.



1. Realign the Enrollment Management division to realize
growth and process improvements.
2. Assess selected deferred payment plan options.
3. Evaluate enrollment management policies and procedures
and implement recommendations.
4. Develop and implement comprehensive recruitment and
marketing strategies.
5. Implement redesigned New Student Orientation program to
enrich student connections to the University.
6. Explore variable pricing options to increase enrollment of
high-ability students.



1. Develop retention strategies for sophomores.
2. Address gender disparities.
3. Establish Center for Student Success with an array of
academic, counseling, social, and career services.
4. Increase retention rate for first-time, full-time freshmen.


1. Begin operation of Wellness Center on St. Thomas.
2. Establish a University-wide Athletic Program connecting
both campuses.
3. Implement a UVI BUC one-card debit system.
4. Establish a Wellness and Fitness facility and program
on St. Croix.




1. Develop a Research and Public Service (RPS) Master Plan.
2. Continue leadership role in UCSIS.
3. Establish a teacher/scholar model that integrates teaching,
scholarship, and research.
4. Establish a Center for Marine and Environmental Studies
(CMES).

INSTITUTIONAL
^^^^ IMPROVEMENT ^^


1. Establish compensation adjustment policy guidelines and
implement adjustment plan for staff.
2. Align faculty recognition, rewards, retention, promotion,
and tenure with the mission, vision, and core values.
3. Develop a comprehensive compensation plan for
submission to the Board of Trustees.
4. Implement performance-based incentive program that
rewards the advancement of strategic goals outlined in
VISION 2012.
5. Establish a training and professional development
program that bolsters excellence in cross-functional team
building, collegiality, shared governance, and effective
administration.
6. Establish periodic measurements of faculty and staff
satisfaction.




1. Implement a new information-technology organizational
structure and build a collaborative cross-trained staff.
2. Improve the reliability and redundancy of the University's
infrastructure.



























3. Implement operational process improvements in enrollment
management services.
4. Align the safety and security operation on each campus.
5. Implement process improvements in the Human Resources
Department.
6. Implement operational and process improvements in
Administration and Finance.
7. Implement a comprehensive facilities management system.



1. Simplify technical operation of scheduling, email, and
document sharing with an enterprise-wide groupware
solution.
2. Explore use of groupware to facilitate group decision-
making and group review and development of documents.
3. Redesign the UVI website.


1. Hire an Internal Auditor.
2. Improve the development and management of financial
resources at the component level by implementing a two-
year budgeting process.
3. Address internal energy demands and eventual cost savings
through expansion of renewable energy programs.
4. Reduce subsidies to identified auxiliaries from appropriation
revenues.




1. Update annually the Institutional Advancement Strategic Plan.
2. Increase external funding.
3. Launch private phase of UVI Capital Campaign.
4. Increase annual gifts to the Reichhold Center.
5. Close out the 50th Anniversary Capital Campaign.




1. Increase the number of mission-centered, sponsored-
program grant acquisitions.
2. Develop policies for the allocation of indirect costs to
improve support for grant activities and incentives for grant
acquisition.
3. Acquire local matching funds for the Virgin Islands Experimen-
tal Program to Stimulate Competitive Research (VI-EPSCoR).

COMMNIT


1. Achieve national recognition for at least one publicity event
each year.


1. Implement cultivation and outreach programs that
strengthen relationships with alumni chapters and
presidents.
2. Increase number of alumni contributors.



I NANCIAL


1. Update market assessments for e-learning technologies
and analyze potential net profitability.
2. Assess markets and develop appropriate strategies for
intensive workshops and/or education/training experiences
for non-residents, including capitalizing on the VI as a
resort destination.
3. Develop income and expense projections for CELL
operations that identify the level of resource subsidy
I' i:lull -:,1


1. Develop a plan of action to strengthen K-12 science,
technology, engineering, and mathematics education in the
Territory by the VI-EPSCoR Governing Committee.
2. Establish advisory councils linked to academic programs
offering professional degrees.




1. Bring internal and external stakeholders together to facilitate
community engagement through the creation of community
centers on each campus.
2. Meet demands on St. Thomas through the establishment of a
formal sports tourism program.
3. Evaluate the feasibility of building a Hotel/Conference Center.





1. Expand scope and capacity of CELL Workforce Training
Center for Excellence subject to self-sustainability.
2. Increase number of CELL trained students.















Acknowledgments


Board of Trustees
Judy M. Gomez
Roy D.Jackson
Dr. Noreen Michael '78
Ex-officio
Alexander A. Moorhead
Vice Chair
Dr. Bernard H. Paiewonsky
Dr. LaVerne E. Ragster
Ex-offiio
Dr. Auguste Rimpel, Jr.
Chair
Deanna E. Rogers '85, '87
Alumni Trustee
Dr. Lynn E. Rosenthal
Faculty Trustee
Atty. Henry C. Smock
Judge Audrey L. Thomas
Dr. Yvonne E. L. Thraen
The Hon. Dr. Charles W.Turnbull
Ex-offiio
Governor of the U.S. Virgin Islands
Jay Wiltshire '06
Student Trustee
Juanita M. Woods


President's Cabinet*
Joseph B. Boschulte
Vice President, Institutional
Advancement

John A. D'Orazio
Campus Executive Administrator,
St. Thomas
Dr. Monique A. Guillory
Campus Executive Administrator,
St. Croix
Dr. Deborah C. Fontaine**
ChiefofStaff
Tina M. Koopmans
Vice President, Information &

Dr. Al Hasan I. Musah
Provost
Vincent G. Samuel '83
Vice President, Administration
& Finance
Dr. Henry H. Smith '76
Vice Provost, Research & Public Service


Strategic Planning
Steering Committee
Dayle Barry
Coordinator Title III
Dr. Doris C. Battiste
Associate CampusAdministratog
Student Affairs, St. Thomas
LilyMae Durante '79, '80,
Associate Campus Administrato
Operations, St. Thomas
Ilene P. Garner
Director CELL
Onage S. Ghanie '07
Student Representative, St. Croix
Apryl Gilliss
Inaugural Editor UVI Strategic
Directions Newsletter
Steve D. Goode
Director Sponsored Programs
Dr. David H. Gould
Faculty Chair
ElizabethJ. Holford
Consultant
Dr. Mary Ann LaFleur
Director, Institutional Research
& Planning
Patrice K. Johnson
Director Public Relations
Dr. Ededet A. Iniama
Faculty Co-Chair
Charles A. Martin
Director Facilities, St. Thomas
Angela M. McGhee
Vice Provost, Curriculum & Instruction
Frank L. Mills '67
Chair Middle States Self-Study
Steering Committee
Mitchell A. Neaves
Director Annual Giving
Pat O'Donnell
Director Capital Projects
Alkin Paul '06
Student Representative, St. Thomas
Veda V. Richards
Director Human Resources
Carolyn R. Cook-Roberts
Director Enrollment Management
Judith Rogers
Manage Info rmation & Technology Services
Michelle Smitherman
Editor UVI Strategic Directions Newsletter


Claude C. Steele
Associate Campus Administrator
Student Affairs, St. Croix
Dr. Patricia R. Todman
Co-Chair Middle States Self-Study
Steering Committee
Nereida C. Washington '85, '87, '93
Associate Campus Administrator
Operations, St. Croix
Dr. Meri Whittaker
Director VI-EPSCoR

Former Faculty Chairs and Co-Chairs:
Dr. Aletha Baumann
Dr. Ronal E. Harrigan '68, '72
Dr. Richard Hall
Dr. Adelle C. Bell'72
Dr. Malik Sekou '89

* Cabinet members also serve on the
Strategic Plan Steering Committee.

** Strategic Plan Steering Committee Chair


Special Thanks
The Virgin Islands community; and
University students, faculty, staff,
trustees and alumni.

Elyzabeth Holford for her support and
assistance with employee workshops;
Patrice Johnson for guiding the branding
and marketing aspects; and Ilene Garner
for support with T II ..11... ..

Dr. Deborah C. Fontaine for leading
the development of VISION 2012.

Title III Office, U.S. Department
of Education, for its generous
financial support ofVISION 2012's
development and publication.


























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