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 Front Cover
 Table of Contents
 Part 1: Contextual background
 Part 2: Strategic outcomes
 Back Cover






Group Title: Vision 2012 strategic plan
Title: Vision 2012 : strategic plan framework
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Permanent Link: http://ufdc.ufl.edu/CA01300589/00001
 Material Information
Title: Vision 2012 : strategic plan framework
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: CA01300589
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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Table of Contents
    Front Cover
        Front Cover
    Table of Contents
        Table of Contents
    Part 1: Contextual background
        Page 1
        Page 2
        Page 3
        Page 4
        Page 5
        Page 6
        Page 7
    Part 2: Strategic outcomes
        Page 8
        Page 9
        Page 10
        Page 11
        Page 12
        Page 13
    Back Cover
        Page 14
Full Text







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Contents

Foreword ................................... 1


VISION 2012 Part I: Contexual Background
1.0 Introduction .........................
2.0 Vision of the University .............. .
3.0 Core Values of the University ..........
4.0 Mission of the University ...............
5.0 Internal Scrutiny-Strengths ............
6.0 Internal Scrutiny-Weaknesses ..........
7.0 External Environmental Scan ............


. . 1
. . 3
. . 3
. . 4
. . 6
. . 6
. . 7


VISION 2012 Part II: Strategic Outcomes
A. Strategic Area of Focus-Educational Excellence ..
B. Strategic Area of Focus-Institutional Improvement.
C. Strategic Area of Focus-Financial Sustainability...
D. Strategic Area of Focus-Community Engagement.


8
. 8
. 10
. 11
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University of the Virgin Islands Strategic Plan Framework

VSON 2012 Part Contextua Background


1. Iintodci tion


V ISION 2012: transforming our future outlines the
goals, objectives and priorities necessary for the
University of the Virgin Islands (UVI) to become an
exceptional U.S. institution of higher education in
the Caribbean.

As UVI's third strategic plan, VISION 2012 focuses on
implementing a variety of initiatives that will improve student
success, promote institutional excellence, and enhance the
social and economic interests of the Territory. Over the next
seven years (2006-2012), the University will become stronger,
more responsive, and more competitive as a result of focusing
its resources, energies and reaffirming its commitment to
realizing greater institutional effectiveness and improved


performance, significant academic enhancement, improved
systems and processes, expanded educational opportunities
for students, faculty and staff, higher enrollments, and as
much financial growth and development as possible. This
will be accomplished by centering the collective efforts of
the University on four strategic areas of focus-educational
excellence, institutional improvement, financial sustainability,
and community engagement. The realization of these strategic
focus areas combined with the mission, vision and core values
as expressed in VISION 2012, provide institutional focus and
direction and serve as an organizational blueprint for the
continuous transformation of the University of the Virgin Islands
through 2012.


University ofheVirinIslnd I ISON 01. Frmwr


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OCTOBER 16, 2004

* Board of Trustees approves planning process

DECEMBER 2004

* Review Mission, Values, Vision; Determine
Strategic Priorities
* Meetings with Staff Groups
2/1 Research and Public Service, STT

JANUARY 2005

* Meetings with Staff Groups
1/24 Student Affairs, STC and STT
1/26 -Administration and Finance

FEBRUARY 2005

* Meetings with Staff Groups
2/2 Enrollment Management
2/4 Information Technology and Libraries
2/10 Business and Facilities, STC
2/11 Institutional Advancement, UVI-CELL
2/16 Business and Facilities, STT
2/17 Chancellor's Office, STT and STC
2/23 Research and Public Service, STC
2/28 Provost's Office
* Conduct Noel-Levitz Student Satisfaction Survey
2/28 Graduate Students
* Promote Strategic Plan via Media Sources

MARCH 2005

* Conduct Noel-Levitz Student Satisfaction Survey
3/1-3/2 -Undergraduate Students
3/2 Graduate Students
3/14-3/24 Noel-Levitz Process Data
* External Stakeholder Focus Group Meetings
3/2 Businesses and Non-Profits, STT
3/4 STC Stakeholders
3/9 Educators, Government Agencies, Legislators
* Board of Trustees Meeting
Update: 2006-2012 Strategic Plan Progress
* Faculty Focus Group Meetings (6 sessions)

APRIL 2005

* Continue External Stakeholder Focus Group
Meetings
4/4- Alumni STC
4/5 -Alumni, STT
* Conduct Student Focus Group Meetings
* Share Satisfaction Survey Results w/Students
4/22 Focus Group Meeting, STC


MAY 2005

* Share Satisfaction Survey Results w/Students
5/10 Focus Group Meeting, STT
5/9-12 Share Satisfaction Survey Results with
UVI Community
* UVI Town Hall Meetings
5/10 STJ
5/12 STT
5/18 STC
* Full Cross Section of UVI Community: Review
Mission, Vision, Core Values and Strategic Directions
Preliminary Resource Requirements for Plan's
Implementation
* Cabinet Approve Mission, Vision, Core Values and
Strategic Directions

JUNE 2005

* 6/24 Board of Trustees Retreat, STC
* 6/25 Board of Trustees Meeting
Mission, Vision, and Core Values Approved

JULY 2005

* Rework VISION 2012 Framework
* Component Heads Full Staff Unit Meetings
Establish Component Operational Objectives and
Measures of Accomplishment

AUGUST 2005

* Communicate 2006-2012 Plan to University
Community and Invite Additional Comments
Fall Convocation
Additional Follow Up Meetings

OCTOBER NOVEMBER 2005

* Work with Board of Trustees Planning Committee to
Review VISION 2012 Framework

DECEMBER 2005

* Meeting-Full Strategic Planning Steering Committee
2000-2005 Closeout Report and Reaffirm VISION 2012

JANUARY 2006

* Work with Board Chair re: VISION 2012 Framework

FEBRUARY 2006

* Work with Board of Trustees Planning Committee to
Finalize and Approve VISION 2012

MARCH 2006

* Present VISION 2012 to the Board of Trustees
for Approval


U iv of the Vi.rgin I d I S 2











* Mission >focused by > Vision > supported by > Core Values
* Strategic Goals > supported by > Operational Objectives >
assessed with > Measures of Accomplishment





VISION 2012 covers the planning period 2006 through
2012. The plan culminates in 2012, UVI's 50th anniversary.
VISION 2012, as a dynamic process, will be monitored
annually and revised as appropriate.




* Strategic Planning Steering Committee (administrators,
students, faculty, andstaff)
* Board of Trustees (the Chair, the Planning Committee,
Board Members)
* President's Cabinet
* Faculty and Staff (focus groups, surveys, and committees)
* Students (focus groups, surveys, and committees)
* Alumni (focus groups and community ....,, t;.', .
* Community-at-large (focus groups, town meetings, and
Seaside Chats)




UVI's vision statement describes what the University wants
to be in the future and publicly declares expected outcomes.
Developed with broad institutional support, UVI's vision
is responsive to the University's dynamic environment and
articulates what the institution seeks to become within the
context of its mission, as stipulated by the Middle States
Commission in Higher Education.
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.




UVI's strength lies in a value system that embodies the
principles, ideals and beliefs of its students, faculty, staff,
administrators, and trustees, and forms the foundation for
UVI's actions. These ten values reveal what UVI strives
to become as a university and are essential to ensuring the
fulfillment of UVI's mission and vision.


UVI values ...
* Students First. Students are our most important
stakeholders. We value student-centered learning and a
campus climate that promotes school spirit. We believe
putting students first bolsters enrollment and retention,
and responding effectively to student needs promotes
satisfaction and commitment to the University.
* Learning and Scholarship. We value learning and
scholarship for our students, our employees and the
community. We recognize the importance of personal
growth and seek to continuously learn as an organization
while being responsive to our changing environment.
* Excellence. We value excellence in all we do. We are
committed to upholding high academic standards and
providing a nurturing and supportive educational
environment. We continuously seek opportunities for
improvement.
* Teamwork. Teamwork and accountability are essential to
achieving institutional goals and objectives. We promote
the growth and development of faculty and staff through
ongoing training and professional activities. We advocate
high standards of performance for students, faculty
and staff while creating a supportive environment that
encourages individual and group success.
* Collegiality and Shared Governance. We believe
that students, faculty and staff are partners with the
administration in decision making. We believe students,
faculty and staff stakeholders should be active participants
in any proposed institutional change.
* Inclusiveness of Ideas. We value mutual respect for
everyone, expressed through fairness and equitable
treatment. We embrace multiculturalism and recognize
the unique contributions of all people. We value open
communication and the candid exchange of thoughts and
opinions.
* Principled Leadership. We believe optimal results are
best achieved by collaborating with employees to solve
problems and reach solutions. We advocate planning and
joint goal setting to advance the mission and vision of the
University.
* Supporting Our Community. As members of the
University, we have a shared responsibility to support
our local community through enthusiastic, responsible
service. We value our University and encourage the
active participation of everyone through cooperation and
communication.
* Effective Use of Technology. We view technology as a
tool to enhance teaching and learning and to improve
the effectiveness of our educational and administrative
processes.
Equitable Reward System. We support a performance-
based system that recognizes and values the contributions
of all employees. We value equal opportunity and upward
mobility for everyone.


Un iversiy. i V S


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UVI's mission clearly defines the University's purpose
within the context of higher education, explaining whom the
mission serves and what it intends to accomplish. To make it
consistent with accreditation standards and best practices, the
mission was examined and refocused with broad institutional,
alumni, and community participation. The newly clarified
mission statement focuses on students, is externally focused,
and is grounded in the University's core values.


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.


4. MISO COPNN *S Prouc Soe: Teahi6


Current State
* 30 undergraduate programs via 5 divisions



* Unaccredited professional programs

* 3 masters degrees and educational specialist degree



* Participating in University Consortium of Small
Island States (UCSIS)

* Online courses in computer science and
other selected disciplines


Future State
4.1.1 Increased interdisciplinary approaches in existing
programs and additional undergraduate partnership programs
in allied health and social work

4.1.2 Fully accredited programs in business and education

4.1.3 New masters degree programs in marine science,
math education, nursing and/or computer science and
technology

4.1.4 Developed programs that support participation in
UCSIS to encourage internationalization, student exchanges

4.1.5 Expanded use of e-learning in appropriate contexts
and markets


~* 4. MISO-OPNN rdc cp:Rsac


Current State


Future State


* Local and regional environmental, social and economic
research with limited capacity

* $24 million in sponsored programs (including high profile
initiatives such as EPSCoR (Experimental Program to
Stimulate Competitive Research) and CMES (Center for
Marine and Environmental Sciences)

* Initiation of renewable energy resources program
(e.g. solar energy)

* Collaboration with external stakeholders to develop UVI
Research and Technology Park

* Relatively low level of faculty research and publications


4.2.1 Established organizational structure with capacity to
support the development of VI and Caribbean communities

4.2.2 Significantly increased level of federal and local grants
and contracts in support of nationally recognized Centers of
Excellence and student and faculty development


4.2.3 Expanded renewable energy resources program,
including wind turbine and solar, to reduce energy costs

4.2.4 Collaboration with functioning UVI Research and
Technology Park to focus on student and faculty benefits

4.2.5 Increased faculty research and publications at levels
commensurate with peer institutions in the U.S.


Un iv s of the Vi.rgin I d I S 2









E 0. *SSIO COPOEN 63 6rdc Scpe ComntSrie1


Current State
* Economic transformation of Territory supported via
higher education initiatives through research and public
units (e.g. WRRI (Water Resources Research Institute),
CES (Cooperative Extension Service), AES (Agricultural
Experiment Station), CMES, ECC (Eastern Caribbean
Center), CDC (Conservation Data Center), SBDC
(Small Business Development Center), VIUCEDD
(Virgin Islands Center for Excellence in Developmental
Disabilities) and academic programs

* CELL (Community Engagement and Lifelong
Learning) and VI-EPSCoR programs developed to
address community demand for workforce training and
competitive research

* Limited campus venues for various stakeholders to
participate in activities and dialogue

* Leadership role in developing sports tourism
(e.g. Paradise Jam)

* Insufficient facilities to meet emerging demand in support
of conferences and meetings related to community
activities, especially on St. Thomas


Future State
4.3.1 Recognized leadership role within community
to address social, economic, political and cultural issues
impacting the Territory








4.3.2 CELL programs expanded in scope and capacity for
training, professional development and consulting and a fully
developed EPSCoR program


4.3.3 Create community centers on each campus to bring
external/internal stakeholders together

4.3.4 Increased involvement and recognition in sports
tourism

4.3.5 Establish Hotel and Conference Center on STT
campus to meet demand


4.4 MI N CE *0 Geo h S


Current State
* Students from U.S. Virgin Islands and Caribbean
,' '4. of students are VI residents)



* Initial outreach and collaboration initiatives with
institutions in the Caribbean and the U.S.


Future State
4.4.1 Increased diversity of student body
4.4.2 Increased number of international students
4.4.3 Increased research programs focusing on small
island economies

4.4.4 Expanded outreach to institutions in Eastern
Caribbean via e-learning and articulation agreements


Un iversiy of. I V S









0 4 SSI y o AM


Current State
* External consultants and assessment addressing the need
for additional and new skill sets for faculty and staff

* Non-competitive compensation for employees


* Silo-based approaches to leadership


* Inadequate technological infrastructure to address demands
from students, faculty and staff

* Advisory Boards for community outreach for Research and
Public Service (RPS)

* Participation in local (Governor's Cabinet) and national
(Higher Education Associations and Commissions) policy
and governance institutions and organizations

* Initial partnering in collaborative agreements for academic
and institutional development


Future State
4.5.1 Increased investment in training and professional
development for faculty and staff

4.5.2 Competitive compensation for staff, faculty and
research personnel

4.5.3 Cross functional and interdisciplinary approaches to
leadership across the institution

4.5.4 Technologically improved infrastructure to support
change in instruction, research and management

4.5.5 Advisory Councils established and linked to academic
programs, specifically professional and graduate programs

4.5.6 Increased leadership role in local and national policy
and governance organizations and institutions in support of
additional resources and enhanced University reputation

4.5.7 Expanded collaborative partnerships in teaching,
research and community service to enhance revenues and
enrollment


S NENLSRTN Stegh


5.1 Administration committed to institutional change
5.2 Dedicated faculty and staff
5.3 Strong employee desire to enhance institutional
effectiveness and performance
5.4 Great place to work in the Virgin Islands
5.5 Accessible educational opportunity
5.6 Community outreach and service programs
5.7 Improved physical plant and facilities


5.8 Good solid reputation in the community
5.9 Board committed to excellence and performance
5.10 Marine biology research niche and EPSCoR designation
5.11 Energy conservation orientation

These strengths were the most frequently referenced points voiced by
the University community and external stakeholders during a series
ofstrategic planning meetings conducted between December 2_ i-/
and May 2005. These items have not been ranked or prioritized.


6.0 INENLSRTN Wekese


Not student centered not putting students first
Process and organizational inefficiencies
Silo orientation to managing student and
administrative processes and systems
Inadequate human resources system
Two campuses not operating as one University
Limited diversity among student body
Limited number of academic majors available
to students


6.8 Insufficient growth in new academic programs
6.9 Inadequate technological infrastructure
6.10 Need for more transparency
6.11 Declining employee morale
These weaknesses were the most frequently referenced points voiced
by the University community and external stakeholders during a
series of strategic planning meetings conducted between December
2'i-/ and May 2005. These items have not been ranked or
prioritized.


U iv of the Vi.rgin I d I S 2









SEAL A A


7.1 Economic Overview

Trend
* Uncertainty regarding EDC
(Economic Developement
Commission) programs

* Continued financial challenges
of VI government


* Rising energy costs


* Declining VI median income and
rising unemployment


7.2 Market Overview

Trend
* Growing Hispanic portion of VI
population





* Globalization of the education
market

* Growing complexity of emerging
career and employment
opportunities


7.3 Technology Issues

Trend
* Online education growth


* Growing use of technology in the
marketplace


7.1.1 Major Opportunities
7.1.1.1 Need to explore new revenue
sources


7.1.1.2 Implement new energy sources
(e.g., wind turbine)

7.1.1.3 Increased demand for workforce
training


7.2.1 Major Opportunities
7.2.1.1 Development of programs
relevant/attractive to Hispanics





7.2.1.2 Increased internationalization
of programs

7.2.1.3 Increasing demand for
workforce training and additional
master's degrees


7.3.1 Major Opportunities
7.3.1.1 Utilize e-learning to the
University's advantage

7.3.1.2 Share technology expertise to
address VI community issues


7.1.2 Major Threats
7.1.2.1 Declining market for
fundraising


7.1.2.2 Decreasing VI
government support
7.1.2.3 Eroding financial viability


7.1.2.4 Potential need to increase
tuition and fee levels
7.1.2.5 Limited scholarships for
high ability students
7.1.2.6 Possible need for more
remedial programs


7.2.2 Major Threats
7.2.2.1 Not meeting the educational/
training needs of this growing
population and competition for local
Hispanic high school graduates from
other institutions offering special
programs

7.2.2.2 Increased competition for
students by mainland universities

7.2.2.3 Inadequately trained local
workforce to meet demands.


7.3.2 Major Threats
7.3.2.1 Decrease in traditional campus
enrollments

7.3.2.2 Higher student expectation of
technology-infused instruction


Un iversiy. i V S









7.4 Political


Trend
* Uncertain future for growth in
federal aid for students


* Greater demand for institutional
accountability and outcomes


7.4.1 Major Opportunities
7.4.1.1 Utilize accreditation process
to forge stronger external relationships
with U.S. commission authorities

7.4.1.2 Continue to develop awareness
of higher education and UVI's potential
through marketing VISION 2012 and
other initiatives


7.4.2 Major Threats
7.4.2.1 Decreasing enrollments due to
financial constraints impacting students


7.4.2.2 Loss of accreditation for
University


7.5 Social


Trend
* Continued demographic changes in
VI due to immigration


7.5.1 Major Opportunities
7.5.1.1 Utilize changes in social
environment to drive programmatic
alignment


7.5.2 Major Threats
7.5.2.1 Rapidly changing demand on
UVI structure and services


7.6 Legal


Trend


* Compliance and accountability
requirements from federal and other
agencies


7.6.1 Major Opportunities
7.6.1.1 Utilize increased requirements
in legal environment to drive process
redesign efforts


7.6.2 Major Threats
7.6.2.1 Higher compliance
requirements and accountability


7.6.2.2 Litigious constituents


SON 201 2


Part : Strategic Outcomes


A. STA AREA O FOUS E ai Ex


Teaching and learning are the primary purposes
of any institution of higher education, whether at
the undergraduate or graduate level. Consistent with
accreditation standards, an institution's educational
offerings must display academic content, rigor, and
coherence appropriate for its higher education mission.
Faculty, students, staff, alumni, and the community
commented that the quality, variety, and relevancy of the
University's academic programs and services needed to
be strengthened and/or expanded. Community members
recommended that professional programs be accredited;
processes and policies be more student-friendly; enrollment-
related processes be improved, particularly registration;


and workforce training and continuing education efforts be
expanded.
These perspectives, coupled with the future state and
the SWOT analysis examining the internal and external
environments impacting the University, factored into the
development of VISION 2012 and resulted in the identification
of educational excellence as a key strategic area of focus for
UVI to realize its mission and vision.
Strategic Goal #1 supports the desire for high quality
educational programs, activities and processes linked to UVI's
mission components through the operational objectives and
related measures of accomplishment that follow.


Un is oftheirginilands VISION 2012










STRATEGIC GOAL #1: Create a learner-centered experience that fosters academic excellence and
student success through innovative, effective teaching strategies and high quality academic and student
support programs.


The following operational objectives and measures of
accomplishment detail the specific initiatives and activities
required to realize educational excellence at UVI:
1.A. Offer high quality outcomes-based academic programs
that are flexible and responsive.
1. Develop an Academic Master Plan by 9/30/2006.
(The Academic Master Plan is a strategic plan for the academic
component covering the period 2006-2012. Specifically, the Plan
will delineate how Educational Excellence will be achieved by
addressing the type and number of graduate and undergraduate
academic programs to be offered; the profile offaculty and students;
program assessments including the assessment ofstudent learning
outcomes, timelines, other key factors; and how these actions will
impact the future direction of the University's academic component.
Program efficiencies and cost reductions will also be addressed.)
2. Create a technology support system for faculty and
students to enhance teaching and learning outcomes by
9/30/2007.
3. Establish a collaborative Center for Excellence in Teaching
by 9/30/2008.
4. Establish professional schools for nursing, business, and
education by Fall 2008.
5. Create academic learning environments that promote
student success and enhance student learning outcomes by
FY 2008.
6. Develop protocols and systems for quality assurance and
student and faculty support for e-learning by FY 2008.
7. Establish a school or institute for Global and Graduate
Education using a consortium-based model in
collaboration with other institutions (e.g. University
Consortium of Small Island States) by FY 2010.
1.B. Accredit all professional programs and develop internal
standards to assess the quality of programs consistent with
best practices.
1. Achieve ACE (American Council of Education)
accreditation for CELL by 9/30/2007.
2. Achieve ACBSP (Association of Collegiate Business
Schools and Programs) accreditation for the undergraduate
business program by Fall 2007.
3. Achieve reclassification from a Masters II to Masters I
institution via Carnegie Classification by 9/30/2009.
4. Achieve NCATE (National Council for Accreditation of
Teacher Education) accreditation for the undergraduate
education program by Fall 2012.


1.C. Increase enrollment by enhancing recruitment,
registration and enrollment-related services.
1. Realign the Enrollment Management division to realize
enrollment growth and process improvements by
12/31/2006.
2. Assess selected deferred payment plan options by Fall
2007, and continue implementation as appropriate.
3. Initiate comprehensive evaluation of enrollment
management policies and procedures by 9/30/2006 and
implement recommendations by Fall 2007.
4. Develop and implement comprehensive recruitment and
marketing strategy and plan by Fall 2007.
5. Implement redesigned New Student Orientation
program to enrich student connections to the University
by Fall 2007.
6. Explore variable pricing options as a key strategy to
increase enrollment of high-ability students by FY 2008.
7. Enroll 2,700 students by Fall 2009, and 3,000 students by
Fall 2012.
1.D. Enhance student success while increasing retention
and graduation rates.
1. Assess balance of student transfers in and out following
the sophomore year and develop appropriate retention
strategies by FY 2008.
2. Develop strategies to address gender disparities at UVI by
FY 2008.
3. Complete establishment of a Center for Student Success
by FY 2009 that includes an array of academic, counseling,
social, and career services. (For example, counseling services to
increase success rates of UVI graduates on post-graduate tests)
4. Increase retention rate for first-time, full-time freshmen
from 72% to 75% by Fall 2009.
1.E. Create an engaging, student-centered environment that
promotes school spirit and institutional pride.
1. Begin operation of the Wellness Center on St. Thomas by
Spring 2008.
2. Establish a University-wide Athletic Program connecting
both campuses by FY 2009.
3. Implement a UVI BUC one-card debit system for student
access to campus services by FY 2009.
4. Establish a Wellness and Fitness facility and program on
St Croix by FY 2010.


Un iversiy. i V S 1









1.F. Increase scholarly, research and outreach activities
that enhance student learning, respond to community
needs, and/or generate new knowledge that also meets
peer-reviewed standards.
1. Develop a Research and Public Service (RPS) Master Plan
linked to the Academic Master Plan by 9/30/2007.
2. Continue leadership role in implementation of the United
Nations-sponsored University Consortium for Small
Island States.
3. Establish a teacher/scholar model that integrates teaching,
scholarship, and research to create a more learner-centered
approach to the professoriate by Fall 2008.


4. Establish a Center for Marine and Environmental Studies
(CMES) as a Center of Excellence in Research
a. Renovate UVI's shore laboratory to serve as an active
remote laboratory site, as part of the CMES research
and training program, by 9/30/2006.
b. Investigate the feasibility of (and if feasible, implement)
a Master's in Marine and Environmental Studies by
9/30/2007.
c. Continue to develop interdisciplinary and incubator
research projects which compliment and support
marine studies.


B. STRATEGIC AREA OF FOCUS: Institutional Improvement


Faculty, staff and students concluded that the
University needs to improve its processes and
systems as well as policies and procedures in order to
strengthen institutional performance and effectiveness.
The University community articulated a need for
excellence in the execution of business processes
and practices, higher performance standards, greater
investment in faculty and staff development, and better
internal and external communication systems.
In addition, we uncovered a need to support enhanced
collegiality and shared governance to improve operational
effectiveness. Students described several scenarios in which
their interests where were not reflected in course scheduling,
registration processes, timelines for distributing financial aid,
and billing policies. These perspectives are consistent with
the mandates of the Middle States Commission of Higher
Education and other regulatory agencies demanding greater


accountability by institutions of higher education. Collectively,
the UVI community recognizes the necessity for continuous
and systematic operational improvements that will facilitate
the University's efforts to achieve its vision to become an
exceptional institution.
These perspectives, coupled with the future state and
the SWOT analysis examining the internal and external
environments impacting the University, factored into the
development of VISION 2012 and resulted in the identification
of institutional improvement as a key strategic area of focus for
UVI to realize its mission and vision of excellence in all aspects
of the University.
Strategic Goal #2 supports the desired future state for
high levels of institutional performance and effectiveness linked
to UVI's mission components through the operational objectives
and related measures of accomplishment that follow.


STRATEGIC GOAL #2: Insure that the strategic goals and objectives are met by enhancing the
University's capacity to achieve results


The following operational objectives and measures of
accomplishment detail the specific initiatives and activities
required to realize higher performance levels that will
enhance service delivery to UVI's internal and external
stakeholders.

2.A. Support superior performance and foster individual
and group success through advancement of compensation
strategies and investment in training, professional
development and cross-functional activities.
1. Establish compensation adjustment policy guidelines and
implement compensation adjustment plan for staff and
faculty by 9/30/2006.


2. Establish a process for aligning faculty recognition,
rewards, retention, promotion and tenure with the
mission, vision, and core values expressed in VISION 2012
by 9/30/2006.
3. Develop a comprehensive compensation plan (including
reclassification study) for submission to the Board of

Trustees for approval byJune 2007.
4. Implement a new performance-based incentive program
that recognizes excellence and rewards advancement of
strategic goals outlined in VISION 2012 by 9/30/2007.
5. Establish training and professional development


Un iv s of the Vi.rgin I d I S 2









program that bolsters excellence in cross-functional team
building, collegiality, shared governance, and effective
administration by 9/30/2007.
6. Establish periodic measurements of faculty and staff
satisfaction by 12/31/06.

2.B. Ensure enhanced customer service delivery and
improved operational results (with specific measurements
to be defined) by redesigning administrative and educational
processes.
1. Implement a new information-technology organizational
structure by 9/30/2006; and build a collaborative cross-
trained staff by 9/30/2007.
2. Improve the reliability and redundancy of the University's
infrastructure by 9/30/2006 through redesign of the
information-technology infrastructure.
3. Implement operational process improvements in
enrollment management services, particularly registration
and financial aid by 9/30/2007.
4. Align the safety and security operation on each campus for
greater effectiveness by 9/30/2007.
5. Enhance service delivery by 9/30/2007 through
implementation of process improvements in the Human
Resources Department.
6. Implement operational and process improvements in
Administration and Finance:
a. Ensure compliance with federal, local and institutional
regulations and requirements for programs and services
by 9/30/2007 through establishment of an internal con-
trol system that is linked to an internal auditing process.
b. Reduce purchasing costs by 9/30/2007 through the
establishment of a procurement card system.
c. Create a comprehensive grants management system
by 9/30/2008.


d. Improve the internal efficiency of the payroll process
by 8/30/2008.
7. Implement a comprehensive facilities management system
for campus operations by 9/30/2008.

2.C. Facilitate University-wide information and data flow by
enhancing the internal communications infrastructure.
1. Simplify technical operation of scheduling, email
and document sharing by 4/30/2007 through the
implementation of an enterprise-wide groupware solution.
2. Explore use of groupware to facilitate group decision-
making and group review and development of documents.
If determined appropriate develop strategies for
technology deployment and training by 12/31/08.
3. Redesign UVI Website to enhance internal and external
communication needs by 9/30/2007.

2.D. Optimize the successful implementation of VISION
2012 through the development of an integrated planning,
assessment and evaluation system by 12/31/2006.

2.E. Continuously promote the image and reputation of
the University by enhancing the external communications
system.
1. Achieve national recognition for at least one publicity
event each year through the Public Relations Office.

2.F. Strengthen relationships with alumni and alumni
association chapters through outreach, support and
education.
1. Implement cultivation and outreach programs that
strengthen relationships with alumni chapters and
presidents and provide instruction on the appropriate
orientation on the role of alumni by 9/30/2006.
2. Increase number of alumni contributors to 20% of the
alumni population by 9/30/2009.


C.SRAEI ARE OF FCS : Fiaca.3tanbl


The most challenging issue confronting the University
in recent years has been the uncertainty and volatile
financial picture of the Virgin Islands Government.
This ongoing challenge has thwarted efforts to increase
compensation for employees, hampered growth in
human resource development and hiring, and limited
the University's capability to respond to demands from
the community for expanded educational programs.
In an era of declining state appropriations, acquiring new
revenue sources and reducing operational costs will be crucial
to effectively managing institutional change and renewal.
Focusing on financial sustainability will continue to be a


strategic area of focus for the University through 2012.
These perspectives, coupled with the future state and the
SWOT analysis examining the internal and external environ-
ments impacting the University, factored into the development
of VISION 2012 and resulted in the identification of financial
sustainability as a key strategic area of focus for UVI to realize its
mission and vision while maintaining a strong financial operation.
Strategic Goal #3 supports the desired future state for a
strong, diverse financial base in support of high quality educa-
tional programs and institutional change and success linked to
UVI's mission components through the operational objectives
and related measures of accomplishment that follow.


University ofteVrgnIlnd IIO 02Frmwr.6


L










STRATEGIC GOAL #3: Enhance and diversify the University's financial base through the development
of new revenue streams and realization of cost savings.


The following operational objectives and measures of
accomplishment detail the specific initiatives and activities
necessary to build a strong, diversified financial base in
support of UVI's mission and vision through 2012.
3.A. Assess markets for UVI products and services
that might have the potential to provide significant new
revenues.
1. Update market assessments for delivery of instruction or
training via e-learning technologies and analyze potential
net profitability by 9/30/2008.
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 by 9/30/2008.
3. Develop income and expense projections for CELL
operations that identify the level of resource subsidy
required based on mission orientation by 9/30/2007.

3.B. Meet internal and external demands, institutional
goals and cost reductions by improving operating financial
management systems.
1. Hire an Internal Auditor by 9/30/2006.
2. Improve the development and management of financial
resources at the component level by 9/30/2007 by
implementing a two-year budgeting process.
3. Partially address internal energy demands by 2007 and
eventual cost savings by 2012 through expansion of
renewable energy programs including but not limited to,
wind energy.
4. Reduce subsidies to identified auxiliaries from
appropriation revenues to zero by 9/30/2008.
(In 2006, auxiliaries include UVI bookstores, student and faculty/
executive housing, Sports and Fitness Center and the Reichhold
Center for the Performing Arts)


3.C. Increase annual giving targets and ensure capital
campaign objectives are appropriately linked to
institutional, student and academic needs.
1. Update annually the Institutional Advancement Strategic
Plan beginning 2007.
2. Raise $1.5M in external funding for FY 2006, $1.7M for
FY 2007 and $1.8M for FY 2008.
3. Launch private phase of UVI Capital Campaign by
9/30/2008.
4. Increase annual gifts to the Reichhold Center by 10%
annually for FY 2006, FY 2007, and FY 2008.
5. Close out the 50th Anniversary Capital Campaign by
9/30/2012.

3.D Increase mission-centered grant acquisitions
that support and promote research and community
development.
1. Increase the number of mission-centered, sponsored-
program grant acquisitions by 10% annually through
9/30/2012.
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 VI-EPSCoR
program.
a. Acquire $154,210 in FY 2006.
b. Acquire $142,873 in FY 2007.
c. Acquire $310,607 in FY 2008.


Un i of the Vi.rgin I d I S 2










E D. STAEI ARE OF FOCUS Comntnaeet1


community engagement is the cornerstone of UVI's
dedication to student success and enhancing the
lives of the people of the U.S. Virgin Islands and the
wider Caribbean. Focus group meetings with commu-
nity leaders, local residents at town hall meetings, and
UVI employees, alumni and students identified several
community-oriented themes that will be essential to
realizing the University's objectives.
The community affirmed the vital role UVI plays in the social
and economic development of the Virgin Islands. However,
the community recommended that UVI share its achievements
with the public more often, collaborate more with the com-
munity to address problems/issues confronting the Territory,
establish flexible instructional modes to meet needs of working
professionals, expand program offerings linked to emerging
careers, and expand research and assessment capabilities
linked to the Virgin Islands. The community also urged the
University to become more client-centered, expand access


to higher education via distance learning, and align academic
programs with the Territory's education and business sectors.
These candid recommendations reinforced the University's on-
going commitment to serve the needs of the U.S. Virgin Islands
through active participation, collaboration, and community
engagement.
These perspectives, coupled with the future state and the
SWOT analysis examining the internal and external environ-
ments impacting the University, factored into the development
of VISION 2012 and resulted in the identification of community
engagement as a key strategic area of focus for UVI to realize
its mission and vision.
Strategic Goal #4 supports the desired future state to en-
hance the lives of the people of the U.S. Virgin Islands and the
wider Caribbean through educational initiatives linked to UVI's
mission components through the operational objectives and
related measures of accomplishment that follow.


STRATEGIC GOAL #4: 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.


The following operational objectives and measures of
accomplishment detail the specific initiatives and activities
required to continue the enhancement of community
engagement as an essential component of UVI's mission
and vision.

4.A. Continue addressing critical issues that will improve
public education in the Territory by working with the VI
Department of Education.

4.B. Enhance the quality and relevancy of programs by
increasing collaboration with education, business, health,
human services, art, labor and other community sectors.
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 by
12/31/2006.
2. Establish advisory councils linked to academic programs
offering professional degrees by Fall 2008.


4.C. Address issues impacting the community by expanding
consulting services, directed research and technical
support.
1. Bring internal and external stakeholders together to
facilitate community engagement through the creation of
community centers on each campus by 9/30/2010.
2. Meet appropriate demands on St. Thomas through the
establishment of a formal sports tourism program by
9/30/2010.
3. Evaluate the feasibility of building a Hotel/Conference
Center by 9/30/2009.

4.D. Support community skill development and success by
expanding certifications, workforce training, continuing
education, lifelong learning, professional development, and
consulting services.
1. Expand scope and capacity of CELL Workforce Training
Center for Excellence by 9/30/2009 subject to self-
sustainability.
2. Increase to 4,000 the accumulated number of CELL-
trained students by 9/30/2012 (Minimum of 600/year).


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