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Group Title: Vision 2012 strategic plan
Title: Vision 2012 : closeout report
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Permanent Link: http://ufdc.ufl.edu/CA01300591/00001
 Material Information
Title: Vision 2012 : closeout report
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: CA01300591
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
    Closeout Report
        Page 1
        Page 2
        Page 3
        Page 4
        Page 5
        Page 6
        Page 7
        Page 8
        Page 9
        Page 10
        Page 11
    Conclusion
        Page 12
    Back Matter
        Page 13
    Back Cover
        Page 14
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Contents

In tro d u c tio n . . . . . . . ... . . . 1
Lessons Learned ........................................... 1
Strategic Thrust 1: Educational Outreach .......................... 2
Strategic Thrust 2: Social & Economic Research ....................... 2
Strategic Thrust 3: Teaching & Learning ................. ............ 3
Strategic Thrust 4: Marketing & University Relations ..................... 3
Strategic Thrust 5: BOT Engagement .............................. 4
Strategic Thrust 6: Research & Technology Park ....................... 4
Strategic Thrust 7: Community Engagement & Lifelong Learning ........... 5
Strategic Thrust 8: Financial Diversity ................ .............. 5
Strategic Thrust 9: Campus Restructuring ......................... 6
Strategic Thrust 10: Community Engagement & Lifelong Learning .......... 6
Strategic Thrust 11: Campus Restructuring ............... ........... 7
Strategic Thrust 12: Student Retention ............ .. ............... 7
Strategic Thrust 13: Enrollment Management ......................... 8
Strategic Thrust 14: Faculty/Staff Hiring & Retention .................... 9
Strategic Thrust 15: Academic Quality .............................. 9
Strategic Thrust 16: Process Redesign ............... .......... 10
Strategic Thrust 17: Teaching & Learning ............................ 11
Strategic Thrust 18: Physical & Technological Resources ............... 12
Conclusion ............ ................................. 12
Afterword ............... ............................... 13









University of the Virgin Islands 2000-2005 Strategic Plan

Coseout Report


This report documents the University of the
Virgin Islands' (UVI) accomplishments as
prescribed by the 2000-2005 Strategic Plan. There
are eighteen Strategic Thrusts embedded in
the Plan.

A majority of the performance criteria were achieved,
and in those cases where a criterion was not
achieved, an explanation of the circumstances is
provided. Some objectives that were not achieved
will be included in the University's 2006-2012
strategic plan, referred to as VISION 2012. It is
important to note that official implementation of the


Plan, including tracking of progress, was not begun
until June 2002 following approval by the Board of
Trustees.

The 2000-2005 Strategic Plan has been a learning
experience for the University. This process has been
characterized by full participation and collaboration
at every level. While the cooperative completion
of objectives has been important, there have been
lessons learned and growth experienced that should
also be fully acknowledged.


Lessons Learned


* Broadened responsibilities and inclusion for
enhanced communication, decision making, and
integration of ideas and perspectives

* Discovered the necessity of improvement and
integration of our systems and processes to achieve
goals and objectives

* Gained awareness of limitations created by our
current capacity challenges and necessity of training
employees to build institutional capacity.
Capacity refers to the level of output or productivity in
terms of personnel, expertise/skills, financial resources,
and/or infrastructure required to support the University's
mission.

* Discovered the cost requirements necessary to
implement strategic thrusts
Outside expertise
Time and effort


* Collected more data and performed more
thorough analysis
* Reached out to new partners and found new
methodologies to achieve outcomes

a Learned to work cross-functionally to identify
and actualize accountability throughout the
institution

* Recognized the necessity of investing our resources
in an integrated, performance-based planning
system

* Understood more fully the ongoing nature of
implementing select Strategic Thrusts
Program quality
Financial diversity


The summary on the pages to follow highlight the results of the criterion under each of the Strategic Thrusts.
Each criterion includes an explanation of whether or not it was achieved and a brief notation concerning the
appropriate activities and processes involved.


Unvesiy fheVigiIlads 1 00 20 Str.atec Pn C e R


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Educational Outreach
Increase the number of collaborative programs with
the Department and Board of Education intended to
improve the quality of education in the territory.

* Criterion 1.1

All teachers trained by UVI meet VI certification
requirements by 2003. Achieved

This objective was achieved in FY 2005 when the teacher
education program was realigned to meet VI teacher
certification requirements.

* Criterion 1.2

Increase the number of middle and high school students
enrolled in community and grant-supported academic
enhancement programs at UVI from 120 to 250 by 2005.
Achieved & Exceeded

During FY 2004 and 2005, approximately 791 middle and
high school students participated in a variety of academic
enrichment programs sponsored by the University. These
programs included, but were not limited to, SAT Preparation
Workshops, Saturday and Summer Science Enrichment
Academies, Upward Bound, Children's Literacy Program,
Accounting Summer Institute, College Business Residency
Program, Health Careers Opportunity Program, and the
Regional Program for Monetary Studies. Additionally,
through the national Reading is Fundamental grant, the
University provided books to 200 St. Croix school children.

* Criterion 1.3

Reorganize the teacher education program to incorporate
VI teacher certification requirements for FY2004. Achieved

The Education Division realigned its undergraduate
elementary education program to fully comply with the
Virgin Islands teacher education certification criteria.
Additionally, VI certification requirements for the Master's
of Arts in Education (M.A.E.) in School Administration and
Counseling have been completed.


* Criterion 1.4

Offer institutes, enrichment academies, and/or mini-
sessions to generate revenue for FY2005. Achieved

For FY 2005, the University collaborated with the VI
Department of Education (DOE) to offer several education
courses geared toward elementary and secondary school
teachers to assist them in meeting VI Board Certification
requirements. In addition, the Education Division continues
to provide instruction for the school psychology program
with the student cohort entering the last year of internships.
UVI also collaborated with the VI DOE to develop USVI
DOE District Improvement Plans and the No Child Left
Behind Act Compliance Workbook. The Humanities and
Social Sciences Division hosted the Virgin Islands Writing
Project to train fifteen teachers as training consultants
who can assist classroom teachers in new techniques for
teaching writing in the classroom. These initiatives,
supported by contracts and grants, also generated revenue
for the University.





Soc a & Economic

Research
Emphasize and promote research programs that
focus on local and regional social and economic
problems.

* Criterion 2.1

Increase the number of papers that address specific local
and regional social and economic problems to four per
year in 2003. Achieved

Six papers addressing local and regional social and economic
problems were produced in 2003, and the generation of
papers continued through FY 2004
and 2005.

* Criterion 2.2

Increase grants and contracts focusing on local and
regional social and economic problems to eight and ten,
respectively, for FY 2004 and 2005. Achieved & Exceeded


Uies6 of the Virgin Islads 120002005Straegi









During the 2004 and 2005 fiscal years, UVI received thirty-
two research grants and contracts that focused on local
and regional social/economic problems and totaled more
than $14 million. In 2004, seventeen grants and contacts
were awarded to the University, including the Virgin
Islands Experimental Program to Stimulate Competitive
Research (VI-EPSCoR) ($1.225 million of $4.5 million grant
sponsored by the National Science Foundation over the
years 2003 to 2007), the UVI Family Life Center ($250,000),
and the VI Home Water Quality ($36,231). In 2005, fifteen
grants and contracts were received, totaling $3,513,774.
Examples include the Nursing Workforce Diversity program
($186,657), VI Centers of Excellence in Partnerships for
Community Outreach, Research on Health Disparities
and Training ($382,671), Institute of Museum and Library
Services ($965,910), UVI Wellness Center ($275,000), and
AIDS Education Training Center ($150,000).

* Criterion 2.3

Increase the number of publications supporting policy
development to an average of three to five per year
between 2003 and 2005. Achieved

Four policy development publications were generated for
FY 2005.





Teaching & Learning
Increase the collaboration and cooperation across
organizational units to address teaching effectiveness
and student learning outcomes.

* Criterion 3.1

Increase cross-collaborative teaching projects from two in
FY 2002 to five in FY 2004. Achieved & Exceeded

Faculty members engaged in twelve collaborative teaching
projects for the 2003-1', '14 fiscal year.

* Criterion 3.2

Increase cross-collaborative research projects and
assignments from two in 2002 to six for FY 2004. Achieved
& Exceeded.


Faculty and staff were involved in eight collaborative
research projects that included, but were not limited to, the
Department of Planning and Natural Resources, Water and
Power Authority, Virgin Islands Environmental Research
Station (VIERS), and the University of South Carolina.





Market ng &

Un vers ty Re at ons
Enhance the University's image and reputation in
the community by creating better alignment with its
contributions and impact on the future of the Territory.

* Criterion 4.1

Develop at least two approaches by 2003 that demonstrate
UVI's engagement and encourage a positive image in the
community. Achieved

Through consistent media exposure and purposefully
increased partnerships with VI governmental agencies, the
University received significantly more positive press as well
as recognition of the University's leadership role within the
community. Examples include selection of the President
as Person of the Year by the Rotary Club of St. Thomas II
and as Woman of the Year by the St. Thomas Business and
Professional Women's Organization. The University sought
and received significantly increased financial support from
the community as well as the private sector in support of the
President's inauguration.

During the year, the President's communications strategy
was developed and implemented to augment the University's
overall Communications Strategy. The President's strategy
focused on targeting key audience sectors, including but
not limited to faculty, staff, students, alumni, the business
community, Virgin Islands Government, and philanthropic
constituents. Candid input was sought from key internal
stakeholders, which led to recommendations for enhancing
future interactions on the part of the President. The
President spent more than half of her time interacting with
external stakeholders.


Universiy. of th Va


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* Criterion 4.2

Develop a communications plan by spring 2003. Achieved

Public Relations developed a UVI Marketing and
Communications Plan to enhance the University's public
image through FY 2005. Additionally, the University
developed and approved a new branding theme for UVI-
Specializing in Futures.

* Criterion 4.3

Implement the Marketing and Communications Plan to
enhance the University's public image in ways that will
augment institutional success for FY 2004. Achieved

The communications plan was expanded. Additionally, the
University established a consultancy agreement to implement
a comprehensive branding and marketing campaign by late
fall 2004. By developing and marketing a strong UVI brand
that emphasizes quality and success for its graduates, the
University anticipates local, regional, and global perceptions
of the institution to improve.





BOT Engagement
Increase the Board of Trustees' participation in the
achievement of the Strategic Plan.

* Criterion 5.1

Involve 75% of the Board in UVI events, public activities,
and fundraising by FY 2004. Achieved

The UVI Board of Trustees continues to be actively involved
in all major UVI events, public activities, and fundraising.
These events include Commencement, Convocations,
Charter Day, Afternoon on the Green, Alfred O. Heath
Distinguished Lecture Series, Reichhold Center Season
Opening, Employee Service Awards Ceremony, donor
receptions, and other activities. Eighty-five percent of Board
members participated in at least one major event during the
year. Overall, the Board's engagement and participation at
the University was commendable for 2003-2" 4.

A number of strategies were initiated to enhance ongoing
interactions with the Board of Trustees. The strategies


included, but were not limited to, personal invitations to
attend UVI events, email updates on University events
and achievements, shared published materials, one-on-one
meetings with Trustees, and regular meetings with the
Chairman. The impact of more personal interactions with
the Board is enhanced knowledge and understanding by
Trustees of University issues, and stronger relationships that
have facilitated governance and helped the administration
realize the strategic objectives stipulated in the 2000-2005
Strategic Plan.





Research &

Technoogy Park
Establish/expand the Research and Technology Park
on St. Croix.

* Criterion 6.1

Pass legislation by 2002. First contacts with tenants in
2003. Achieved

The UVI Research and Technology Park (RTP) signed its
first tenant, Crucian Global, and opened for business on
the St. Croix campus in August 2003. The VI Government
awarded the University $2.5 million to support start-up
operations for the RTP.

The RTP made significant progress during FY 2004.
Release of the $1.5 million appropriated for the Park's start-
up operations has provided sufficient working capital that
will be used to finance administrative operations for the
next two years. The Park business plan was developed and
title for one of two parcels of land was received. The Park's
infrastructure plans are progressing and the Park's St. Croix
office on the St. Croix campus is open for business.

Crucian Global has signed a joint partnership agreement
with KD-Web (a web hosting company based in California)
that provides capital and the support structures to facilitate
achievement of the Park's major deliverables. In addition, the
UVI RTP and the UVI Small Business Development Center
(SBDC) are collaborating to introduce the Small Business
Administrations' Small Business Innovation Research
Program (SBIR) to the Territory.


U66666 ofs the VirinIslnd.200205StrteicPla












Community Engagement

& Lifeong Learn ng
Create an organizational capability to engage in local
consulting activities.

* Criterion 7.1

Complete the integrated organizational structure by 2003.
Achieved

The Community Engagement and Lifelong Learning Center
(CELL) developed an integrated organizational structure to
support UVI consulting activities, and in collaboration with
Hezel Associates developed an institutional policy to support
entrepreneurial activities.

* Criterion 7.2

Contribute $35,000 in net revenues to the General Fund by
FY2004. Not Achieved.

* Criterion 7.3

Increase the number of local consulting engagements to
a minimum five per year, which will contribute $100,000 in
net revenue by 2005. Not Achieved

* Criterion 7.4

Contribute $65,000 in net revenues to the General Fund by
FY2005. Not Achieved.

CRITERIA 7.2, 7.3, AND 7.4 WERE NOT ACHIEVED
PRIMARILY FOR THE FOLLOWING REASONS:

CELL was established in 2002. In order to provide start-up
funding, CELL was included as part of the five-year Title
III grant through the U.S. Department of Education. CELL
was approved as one of the five initiatives sponsored under
Title III, and was fully funded at $320,000 per year which
covered all salaries and operating expenses. This funding
allowed CELL to generate gross revenues. The assumption
in use when criteria 7.2, 7.3, and 7.4 were established was
that CELL would be able to generate sufficient revenues to
contribute to the General Fund.


However, in February 2, '4, the U.S. Department of
Education discontinued CELL from the Title III program.
Simultaneously, the University was informed that all
revenues generated by CELL while being supported
with Title III funds were deemed 100% restricted and
therefore considered Title III program income. This federal
restriction stipulated that revenues generated by CELL had
to be re-invested into the Title III program.

Additionally, the discontinuation of Title III funding
(covering salaries and operating expenses) resulted in a
funding gap for CELL. All revenues generated by CELL
from February 2, '4 going forward were used to assist in
closing CELL's funding gap. The remaining portion of the
funding gap was subsidized through appropriations dollars.

Although not able to contribute to the General Fund
between FY 2002 and FY 2005, CELL did generate over
$500,000 in revenues through training, grants, consulting
contracts, private donations, and management fees.





SnanC a Divers ty
Build a diversified financial base that balances
operating funding needs against long-term financial
requirements for sustainable growth.

* Criterion 8.1

Contribute $240,000 from Annual Giving Fund to the
General Fund for FY2004. Achieved

* Criterion 8.2

Contribute $360,000 from Annual Giving Fund to the
General Fund for FY 2005. Achieved

Criteria 8.1 and 8.2 were achieved by moving some
unrestricted donations from the Annual Fund to the General
Fund and by attracting some restricted Annual Fund
donations to support a number of operational projects which
might otherwise have been supported by appropriation
dollars. Those projects for FY 2, '4 and 2005 included the
Accounting Summer Institute, Future Global Leaders, and
the Virgin Islands Experimental Program to Stimulate
Competitive Research (VI-EPSCoR).


Unvrit fte ignIsad 20 05 tae.6ic Plan C e R t


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* Criterion 8.3

Reduce auxiliary subsidies by $565,000 for FY 2005.
Not Achieved

The University did achieve a reduction in appropriation
subsidies for auxiliary services of $465,000 for FY 2, 114 and
2005, based upon recognition by the Board of Trustees'
Finance Committee of the hybrid, multi-function nature of
the Sports and Fitness Center (SFC). SFC has met its 25%
revenue-generating requirement when the E&G functions
are fully taken into account. The other auxiliaries are
functioning at self-sustaining levels.





Campus Restructurng
Reorganize/realign academic programs on both
campuses to help the University become stronger,
more efficient, and more competitive.

* Criterion 9.1

100% of the programs should be aligned with the vision by
2004. Develop alignment criteria by 12/2002. Achieved

Efforts to align academic programs with the University's
vision were started during FY 2003, along with the
development of cost and revenue data by program. Based on
criteria developed by a task force, all UVI programs were
deemed aligned to the vision to offer programs supporting
the social and economic transformation of the Territory.
The data from this review was incorporated into the
program rationalization initiative presented to the Board, as
part of the academic restructuring plan, in October 2004.

* Criterion 9.2

Restructure campus academic identities and realign
and/or consolidate program offerings to reduce costs by
$250,000 for FY 2005. Not Achieved

Moving to a fully activated, academic Provost's component,
with a CEA on each campus for student affairs, operations,
and security, as well as the change from six divisions/
twelve chairs to five divisions/five chairs, provides a more
efficient, competitive framework for continuously improving
our academic programs. Restructuring was achieved by


the beginning of fall 2005; however, the timing of the
implementation of academic restructuring (July 1, 2005) did
not allow for complete realization of cost savings in FY 2005.





Community Engagement

& Lifeong Learnng
Meet customer and territorial needs for non-degree
and non-traditional programs.

* Criterion 10.1

Increase the number of students enrolled in non-degree,
non-traditional programs from sixty in 2002 to 300 by 2004.
Achieved

CELL has consistently exceeded institutional targets and
expectations for its growth and development. CELL's
enrollment grew from sixty in 2002 to 658 in FY 2, 1 14, and
by the end of FY 2005, approximately 1,500 students had
participated.

CELL also made significant progress toward creating
a consulting and professional services component. An
assessment was conducted in 2, 114 during which more than
thirty companies expressed an interest in consulting and
other professional services. Several contracts were secured
with a number of agencies including the Law Enforcement
Planning Commission, Prosser ICC Foundation, and
Department of Planning and Natural Resources.

The number and breadth of courses and programs offered
by CELL has grown significantly. From offering only one
course in 2002, CELL's program inventory grew to over 100
by FY 1114. Partnering with an online training company
in FY 2005, CELL is scheduled to offer online courses for
eighty new programs, spanning five disciplines. To affirm
its program quality and enhance marketability, CELL was
accredited by the International Association of Continuing
Education and Training (IACET), and captured the
American Management Association (AMA) franchise for the
Eastern Caribbean and Puerto Rico.

During FY 2005, CELL, in collaboration with members
of the Virgin Islands healthcare community, launched an
initiative to train home healthcare workers. To date, thirty


Un66666 ofs the VirinIslnd.200205StrteicPl









students have been trained territory-wide. The Governor
also designated CELL to manage the Occupational Safety
and Health Assistance (OSHA) technical support and
consultation program for Virgin Islands businesses.

CELL's impact on the community has been highly visible
in both the private and public sectors. This is a valuable
asset to the University's image and reputation. It is clearly a
growth area for UVI with respect to revenues and services.
Challenges and opportunities will continue as the University
attempts to develop and grow synergistic interactions
between traditional academic programs and CELL.





Campus Restructuring
Develop unique programmatic identities for each
campus.

* Criterion 11.1

Each campus will be identified with at least three unique
programs or Centers of Excellence. Achieved

The unique program or Center of Excellence is defined by
looking at the resource/demand relationship for particular
programs on each island. On St. Croix, the three unique
programs are the Associate of Applied Science (A.A.S.) in
Process Technology, agricultural research in aquaculture
and selected tropical livestock, and the Reserve Officer
Training Corps (ROTC) program. On St. Thomas, the
three unique programs are marine biology, pre-engineering
and pre-medical school programs, and the journalism
component of the Communication Studies degree. Efforts to
market these unique campus programs will be accelerated as
part of VISION 2012.





Student Retention
Improve the student's educational experience through
enhanced advising, academic support, student
services, financial support, and campus life initiatives.


* Criterion 12.1

Initiate in FY 2002 a program assessment strategy.
Achieved

In FY 2002, UVI engaged a consultant to develop the
parameters for program assessment, and a first set of
program assessments was conducted in the six academic
divisions. These assessment parameters included, but
were not limited to, credit hour production by faculty and
program; revenues generated by course, program, and
campus; and costs expended per program by campus. As the
University moves forward under VISION 2012, these data
will be utilized to continuously enhance the operational
efficiency and effectiveness of all educational programs.

* Criterion 12.2

Develop a tool to measure student satisfaction by spring
2002. Achieved

The Office of Institutional Research developed and
implemented internal surveys to measure student
satisfaction. These surveys targeted freshmen and seniors.
Survey results indicated the need to conduct further research
utilizing nationally-oriented instruments (e.g., Noel-
Levitz) to gain a more comprehensive assessment of student
perceptions of institutional strengths and areas in need of
improvement.

* Criterion 12.3

Initiate academic support and student services
assessment plan of action for FY 2004. Achieved

Utilizing consultants, outside reviews and action reports
were conducted and completed. Operational examinations
were conducted for the Enrollment Management division,
the Human Resources Office, and the post-award grants
management process. Action reports were prepared and the
results used within the University to determine effective
strategies for enhancing the level and quality of support and
services provided.

* Criterion 12.4

Measure student satisfaction using multiple approaches
for FY 2005. Achieved

During FY 2005, the University conducted several surveys
to assess student satisfaction, including the Noel-Levitz


Unvrit fte ignIsad 20 05 tae.6ic Plan C e R t


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Student Satisfaction Survey and the National Survey on
Student Engagement (NSSE).

These processes allowed UVI to better assess and examine
student attitudes and perceptions of institutional strengths
and challenges with a variety of measures. All of the surveys
have highlighted that the University must focus more on
the student learner, a necessity that will be addressed in
VISION 2012.

* Criterion 12.5

Increase freshman to sophomore retention rate from 63%
in 2001 to 80% for FY 2006. Not Achieved

The retention rate for first-time, full-time freshmen is
now 72%, up from 56% in 1999. This retention rate is
significantly higher than the national average (40% 45%)
for four-year public universities, and compares favorably
with UVI's peer institutions (68%), and peer HBCU's
(69%). Several strategies have been implemented to enhance
student success and bolster retention. These include peer
support services, mandatory freshmen seminars, academic
services, psychological assessments and referral services, and
online tutorial support. Efforts to enhance the retention
rate will continue as part of VISION 2012. (The Planning
Committee of the Board had several discussions regarding
the 80% retention goal for first-time, full-time freshmen and
acknowledged that UVI's freshman retention rate compares
favorably with other institutions. Their informal conclusion
was that a long-term goal of 80% is unnecessarily ambitious.)





Enroll ment Management

Increase enrollment by balancing the student
compositions to achieve revenue generation targets.

* Criterion 13.1

Targeted population enrollments will increase by 10% for
fall 2002 and by another 10% in fall 2003. Not Achieved

Enrollment increased by 10% and 7.8%, respectively, for
fall 2002 and fall 2003. The student headcount was 2,519 for
2002 and 2,715 for 2003.


* Criterion 13.2

Increase graduate class size from nine in 2001 to twelve in
fall 2002. Not Achieved

Since fall 2000, graduate student enrollment increased
from to 154 to 207 for fall 2005, a 34% increase. However,
the average graduate class size did not increase, primarily
due to an increase in the number of classes offered and low
enrollment in the Master of Arts in Public Administration
(M.P.A.) program.

* Criterion 13.3

Increase contribution to total revenues from tuition and
fees to at least 20% by FY 2005. Achieved

The University has made progress increasing tuition and
fees. As a contribution to total operating revenues, tuition
and fees increased from 20.97% in FY 2000 to an estimated
contribution of 23.89% for FY 2005. Rates for tuition and
fees were increased by 10% in 2 11 14 and 2005.

* Criterion 13.4

Increase enrollment by a minimum of 5% for fall 2004 and
fall 2005, respectively. Not Achieved

Enrollment for fall 2004 and fall 2005 declined by 5.5% and
6%, respectively. The total headcount for fall 2 11 14 was 2,565
with a Full-time Teaching Equivalency (FTE) of 2,158 and
credit hours of 25,525. For fall 2005, enrollment was 2,392, a
7% decline over 2 11 14. The FTE was 2,056, and credit hours
were 24,312-a decline of 5% for both categories over fall
il 1114. An action plan for enhancing enrollment in the future
will be forthcoming.

* Criterion 13.5

Increase revenue contribution from tuition and fees by
$1.06 million for FY 2005. Achieved

Since fall 2000, the University realized a $1,063,976 increase
in revenues from tuition and fees. This revenue gain was
largely attributed to a 10% tuition rate increase and varying
increases in University fees that became effective January
211 14 and August 2005. Tuition and fee revenues for 2005 are
estimated at $8.6 million, a 12.4" increase over FY I 1- 14.


Uni66666 ofs the VirgnIland 1 000 005Straeg l s












Facu ty/Staff H irng

& Retent on
Improve the University's ability to attract and retain
faculty and staff by enhancing the work experience,
opportunities for professional development, and
satisfaction.

* Criterion 14.1

Identify benchmark institutions by 12/2002. Achieved

Twenty-one benchmark institutions were identified
for comparative purposes based on size of enrollment,
public/private status, Carnegie classification, and other
similarities to UVI. The benchmark institutions are Albany
State University, Alcorn State University, Coppin State
University, Delaware State University, Eastern New Mexico
University-Main Campus, Elizabeth City State University,
Fort Valley State University, Francis Marion University,
Inter American University of Puerto Rico, Kentucky State
University, Mississippi University for Women, Mississippi
Valley State University, Savannah State University, Sul Ross
State University, Texas A & M International University,
University of Guam, University of Hawaii-Hilo, University
of Texas of Permian Basin, UNC-Pembroke, and Winston-
Salem State University.


* Criterion 14.2


Initiate a faculty and staff satisfaction and performance
measurement program by 2003. Not Achieved

A survey of faculty and staff satisfaction was conducted in
2003. The survey found that "employees are very pleased
with many aspects of the University; however, they would
like to see the compensation system improved based on
merit, fairness, and competitiveness." A faculty and staff
satisfaction and performance measurement program,
however, has not been established.

* Criterion 14.3

Develop a plan in FY 2004 for Board of Trustees review and
approval to award a salary increase or a bonus to faculty
and staff for FY 2005. Achieved


Because of deteriorating financial conditions between
January and March 2005, the President presented a number
of options to the Board in March 2005 for the purpose of
enhancing morale and support for University faculty and
staff. Following the review of several compensation options,
the President recommended and the Board approved a
proposal that would pay merit awards in a one-time, lump
sum payment using the Quasi-Endowment as the funding
source. This decision has allowed faculty and staff to feel
more valued within the University community. Since then,
the University has institutionalized the Compensation
Committee and new policy guidelines are being drafted.

* Criterion 14.4

Revise the performance evaluation system for
enhanced assessment of human resources for FY 2005.
Not Achieved

In FY 2005, the University approved a new five-point
performance rating system to replace the previous four-
point rating system. The Board of Trustees also approved
a resolution that removed the merit award system from
the performance evaluation system and proposed the
development of a new incentive award program that will be
linked to achievement of strategic plan goals as outlined in
VISION 2012. A set of policy recommendations and a new
incentive award program are currently under development
to address cost of living (COLA), market, and equity
adjustments.





Academic Qualty
Ensure that the academic quality of UVI Programs
is equal to a comparable group of competitive
institutions.

* Criterion 15.1

Implement Comprehensive Outcomes Assessment
Program to sustain accreditation and enhance educational
(student learning) and institutional effectiveness for FY
2004. Achieved

Launched in January 2I, 14, the Comprehensive Outcomes
Assessment Program focuses on enhancing institutional


Unvrit fte ignIsad 20 05 tae.6ic Plan C e R t


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effectiveness/performance and student learning outcomes
in compliance with the Characteristics of Excellence
accreditation standards mandated by the Middle States
Commission on Higher Education. A number of initiatives
were implemented to enhance institutional effectiveness as
part of this program. An example of an initiative to impact
student learning was an online tutorial for nursing students
to help increase their success rate on the nursing licensure
exam.

UVI began assessing student learning outcomes during
spring 2004. Each academic division developed assessment
plans and began collecting data during the spring I, 114
semester.

* Criterion 15.2

Build and strengthen Institutional Research Office
capabilities for FY 2004. Achieved


The Office of Institutional Research and Planning, under
new leadership since March 2, '4, has strengthened the
University's capacity and systems to facilitate the collection
and analysis of data to support planning, budgeting, and
decision making.

* Criterion 15.3

Increase success rates of UVI graduates on post-graduate
tests by FY 2004. Not Achieved

Post-graduate tests refer to licensure and qualifying graduate
exams for graduates coming out of professionals programs.
UVI nursing graduates are required to take a post-graduate
test to validate their competencies. The pass rate for UVI
nursing graduates taking the National Council Licensure
Examination (NCLEX) in 2004 was 100%. The only other
professional program whose graduates take post-graduate
tests is accounting, for which students can elect to take the
CPA exam. However, without baseline data for CPA success
rates, results could not be measured.


been good to very good based on internal studies-not "fair"
as stated in the original criterion.

During FY 2005, two national surveys were conducted
that reaffirmed students' perceptions of academic quality.
According to the National Survey on Student Engagement
(NSSE), '4". of seniors and 73% of freshmen ranked their
educational experience at UVI between good and excellent.
The Noel-Levitz student satisfaction survey noted several
areas of strength relative to instructional effectiveness.
Those areas included faculty knowledge, quality of
instruction, commitment to academic excellence, and course
content. Areas of challenge included variety of courses
offered and faculty concern for the individual. A complete
review of the Noel-Levitz survey results is available online at
http://faculty.uvi.edu/iresearch/SurveyReports/Noel-Levitz.
pdf. [Also see 2002 Cooperative Institutional Research
Program (CIRP) Freshmen Survey and 2002 UVI Exit
Survey at http://faculty.uvi.edu/iresearch/surveys.htm.]

* Criterion 15.5

Develop mechanism for monitoring UVI graduates' success
entering graduate programs for FY2005. Achieved

The University used the National Student Clearinghouse
(NSC) system to track the number of UVI graduates
entering graduate or professional schools throughout
the United States as part of its annual Title III funding
application process. Following an assessment of the NSC's
effectiveness, this approach is being considered for long-term
use by Institutional Research and Planning.





Process Redesign

Reengineer and reorganize work processes and
organizational functions using information technology
to generate cost savings of $300,000.


* Criterion 15.4 U Criterion 16.1


Improve student perceptions of academic quality from fair
to 80% good for FY 2005. Not Applicable

This criterion is noted "not applicable" by the Board.
Historically, student perceptions of academic quality have


Develop an operational productivity measure by the end of
2002. Not Applicable

The Planning Committee of the Board of Trustees agreed
that this criterion was not appropriate, and that instead,


Univer6666 of the VirinIslnd 1200 205StrteicPl









the University would develop multiple measures to assess
operational levels of productivity throughout the institution.

* Criterion 16.2

Realize cost savings of $120,000 for FY 2004 and $180,000
for FY 2005. Not Achieved

No significant cost savings have been realized due to the
untimely death of the administrator leading this project.
The redesign efforts initiated in 2, '1 4 were procurement,
human resources appointment, and student communications.
These initiatives and the redesign of other administrative
and student support services are key objectives in VISION
2012, and will move forward under the leadership of the
Vice President for Information and Technology Services
in collaboration with the Provost, Campus Executive
Administrators, and Vice President for Administration
and Finance.





Teaching & Learn ng
Improve student learning through integration and
utilization of technology in the teaching process.


* Criterion 17.2

Continue the integration of IT skills application across
the curriculum as part of assessment of student learning
outcomes for FY 2005. Not Achieved

As the use of technology across the curriculum increases,
students will be required to gain proficiency in the use of
basic software applications for word processing, email, and
Microsoft PowerPoint, as well as proficiency in navigating
the University's web-based learning system, Blackboard.
In response to the increased learning requirements for
students and the need for faculty to be more adept at
infusing technology into instruction, a training program
in Blackboard and other technologies was piloted during
the 2,11 i4-2, 11 academic year. The experience gained
from this training program is guiding the reorganization
of technology and library components to focus resources
on professional development for faculty. This resource
center will provide self-paced, web-based learning, required
training sessions in the new library computer labs, and
stronger integration of information and computer literacy
across the curriculum, in cooperation with the Library
Services component. Overall, this collaboration is one
of many initiatives being implemented to support the
enhancement of teaching and learning at the University.


* Criterion 17.3


* Criterion 17.1


Revise the Computer Literacy Exam (CLE) for FY 2004;
implement a new CLE for FY 2005. Not Achieved

The Academic Technology Committee successfully
developed a revised approach to the Computer Literacy
Exam (CLE) and associated learning support. However, the
lack of a decision regarding organizational responsibility
for implementation has delayed approval by the Curriculum
Committee. The goal remains for the University to
implement a CLE based on best practices and current
research that will shift the approach from self-paced
learning to a pace that is more proactive in making students
proficient in the use and understanding of information and
communication technologies. Implementation of the new
exam and learning support will be scheduled following
approval of the new regulation and supporting training.


Continue the enhancement of faculty IT skills and use of
technology in teaching strategies for FY 2005. Achieved

Faculty members continue to increase the use of information
and communication technology in courses taught. Six
"Smart Classrooms" were created in spring 2005, and six
additional rooms will be outfitted by the beginning of fall
2006. These classrooms provide faculty with state-of-the-
art presentation software, which is essential to weaving
technology into the everyday classroom. In support of
these efforts, extensive training in the use of Blackboard
was provided to faculty during the 2, "4-05 academic year.
This training allows faculty members to use the web to
communicate and interact with students and to provide
course materials online. To date, approximately 80+ courses
include Blackboard components and are actively utilizing
web-based information technology as part of the learning
process. In addition, the 2005 Faculty Development Institute
included a number of sessions on Technology and Pedagogy.


Uiesyoth VriIlns 2002 5SreiPl Cls.u Report


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Phys ca & Technoogica

Resources
Upgrade the University's physical and technological
assets to augment the achievement of institutional
goals.

* Criterion 18.1

Identify deficiencies in relationship to the Plan 2000
initiatives by 4Q2002. Achieved

Gaps in the University's physical and technological assets
were identified by the then Chief Information Officer (CIO)
and integrated into Plan 2000-2005 by the Strategic Plan
Steering Committee.


* Criterion 18.2

Implement capital projects to relieve physical plant
constraints as funding becomes available. Achieved

Through the successful sale of $21 million in Series A
Bonds, the University has $19 million to support Phase II
Capital Projects for St. Croix and St. Thomas, as outlined
in the Master Plan. The implementation schedule has been
developed and projects are being implemented.

* Criterion 18.3

Develop a technological infrastructure plan to use in
academic training and to optimize operational efficiencies
for FY 2004. Not Achieved

A preliminary Strategic Technology Plan was developed
in FY 2, '-14 based on an internal evaluation of operational
issues and an external assessment on the capabilities of UVI's
network. The Technology Plan was not finalized due to
the untimely death of the CIO who was responsible for its
development.


Con usion


The activities UVI has engaged in as a
result of the 2000-2005 Strategic Plan have
strengthened the University as a collaborative
community.
The lessons learned from the creation, enactment,
and completion of this Plan have prepared the UVI
community for the initiation of VISION 2012. The
matters of continuing interest noted below have
been incorporated into VISION 2012.

Matters of Continuing Interest
* Enhancing enrollment
* Enhancing academic quality through program
rationalization
* Improving compensation to enhance recruitment
& retention of staff/faculty
* Reengineering work processes for greater
efficiency & effectiveness


* Strengthening educational and institutional
effectiveness
* Improving assessment of student learning
outcomes
* Reducing operational costs for enhanced
efficiencies
* Expanding CELL to meet territorial training needs
* Redesigning information technology infrastructure

The achievements realized between 2002 and
2005, under the guidance of the 2000-2005
Strategic Plan, have better positioned UVI to move
forward and become an exceptional U.S. institution
of higher education dedicated to student success,
committed to excellence, and pledged to enhancing
the social and economic transformation of the
U.S. Virgin Islands.


Uvs of the Virgin Islands 12000200StrategiPl




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