Group Title: Vision 2012 strategic plan
Title: Vision 2012 spotlight
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Permanent Link: http://ufdc.ufl.edu/CA01300592/00001
 Material Information
Title: Vision 2012 spotlight
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: 2007
 Subjects
Subject: Caribbean   ( lcsh )
Spatial Coverage: North America -- United States Virgin Islands
Caribbean
 Record Information
Bibliographic ID: CA01300592
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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VISION 2012 | Unversity of the Virgn Islands


r- This document faithfully


reproduces the 2012
web pages as found
December 23, 2007.


Spotlight
on


2012


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The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 | Unversity of the Virgn Islands


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2012
Strategic Areas Of Focus
Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


A detailed map for the journey ahead

VISION 2012 is an ambitious strategic plan, about the hopes and aspirations of
UVI and the U.S. Virgin Islands themselves. It also serves as a dynamic blueprint
for our future. As you read about how we will achieve our goals, try, as we have,
to focus on the great journey ahead.


VISION 2012 will guide us toward becoming 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. And every
journey begins with a single step.


2012 News

VISION 2012, Many Paths One Destination. Board of Trustees approved UVI Strategic
Plan Framework VISION 2012 on March 11, 2006. Read more...




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The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
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VISION 2012 Umnversity of the Vrgn Islands


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From the President


University of the Virgin Islands


2012

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.


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. 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,


"By focusing on our
students, our long term
stability, our community
and its economic future,
UVI will play an
increasingly important
role in the lives of all the
people of the Virgin
Islands."

LaVerne E. Ragster, Ph.D.,
President, University of the
Virgin Islands


LaVerne E. Ragster, Ph.D.
President, University of the Virgin Islands




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VISION 2012 University of the Vrgin Islands


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


http //strategicplan uvi edu/president html (2 of 2)12/23/2007 11 14 21 AM




VISION 2012 | Ulversty of the Virgin Islands


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Contact


University of the Virgin Islands









2012
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.


University of the Virgin Islands

Email: splan@uvi.edu

St. Thomas Campus:
#2 John Brewer's Bay
St. Thomas, VI 00802-9990

St. Croix Campus:
RR02, Box 10000 Kingshill
St. Croix, VI 00850-9781




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The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 | Umversity of the Virgin Islands


III I T ii .. 2I 20


About VISION 2012


Vison 2012 Strategic Plan

Plan Overview


Plan Framework


For a general introduction to VISION 2012, we invite you
to visit the Plan Overview. This summary introduces you to
our guiding principles and the four strategic areas of focus that
comprise VISION 2012.


For more detail about VISION 2012, you may wish to view
the Plan Framework. This area of the site details our
development process and the revisiting of our mission, vision
and core values. The four areas of focus are featured at length
with the strategic goals, operational objectives and the
measureable outcomes that comprise each area of focus.


2012


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.


http //strategicplan uvi edu/mamfuture htmll 2/23/2007 11 14 24 AM


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


FIX11101THEREMBET I C011IIIMCrUB I LMHOW I


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VISION 2012 | Umversity of the Vrgin Islands


I c Fu t u in 2 a PT


2012 Updates

Quarterly Updates


Publications


2012

The Board of Trustees approved
the VISION 2012 Strategic Plan
Framework on March 11, 2006.
VISION 2012 culminates in 2012
on the University's 50th
anniversary.


Quarterly Updates:
Fall 2006


An article from Strategic Directions, Fall 2006, quarterly
newsletter:


VISION 2012, Many Paths One Destination


Now that the Board of Trustees has approved Strategic
Plan VISION 2012, the question everyone associated
with the University should ask is; what do we do to
achieve the ambitious goals outlined in VISION 2012?


In her Fall 2006 Convocation address, President LaVerne E.
Ragster explained that in order to accomplish the goals and
objectives set forth in VISION 2012, UVI must first develop an
extensive training program to address professional and cross-
functional development. The University must invest in the
required technical infrastructure to utilize systems that will
optimize operations at all levels of the University. In simpler
terms, "Every person at UVI should have the opportunity for
training and professional development," said Dr. Ragster.


To begin the initial implementation of a training and
enrichment plan, Dr. Ragster has developed a project called
"Leap-Frog." The Foundation for the University of the Virgin
Islands (FUVI) was established to assist the University with
developing and identifying revenues to support its mission. A
proposal to the Foundation funded the project at the level of
$1.5 million to be spent over two and half years. The project
will launch this fall. "Leap-Frog means we are going to seek
improvements that will take us many steps ahead. These
improvements will occur in a dramatic way as opposed to an
incremental way," said Dr. Ragster. "It gives the University the
opportunity to build its own capacity. We have to value and
invest in our human and technical potential."


The audience received copies of the new VISION 2012
brochure and two-year calendar explaining the goals,
objectives and priorities of UVI's VISION 2012. "It is an
excellent representation of the wonderful process that was


http //strategicplan uvi edu/mampresent html (1 of 2)12/23/2007 11 14 26 AM


1`117MWWEU I COffMffUB I LMHOW I




VISION 2012 | Umversity of the Vrgin Islands


undertaken," said Dr. Ragster. All managers will receive a
planning kit with all VISION 2012 documents as well as the
Closeout Report for the 2000-2005 Strategic Plan.


An integral part of VISION 2012 is the University's core values.
One of the more complex core values is collegiality and shared
governance. Mutual respect for differing opinions and
constructive participation are at the center of collegiality. "It is
not about likeability or sociability; it is about working
together," said Dr. Ragster. "If we are going to complete
VISION 2012, and do what the people of the Virgin Islands are
asking us to do, we need to work more collegially." In closing
she added, "I hope that all of you will find the time to discuss
and come to some consensus about what we require as
collegiality here at UVI."


Any employee who still needs a VISION 2012 brochure and/or
calendar can obtain them by calling the President's Office at
693-1000 or sending an email to Velma Abramsen.


Download the Strategic Directions Fall 2006 Quarterly
Newsletter here. Adobe Reader (a free download) is
required to view PDF.





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The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


http //strategicplan uvi edu/mampresent html (2 of 2)12/23/2007 11 14 26 AM




VISION 2012 | Unversity of the Virgin Islands


u III n 2 02 S i Plia hii P


Introduction


2000-205 Strategic Plan


Introduction


Lessons Learned


Strategic Thrusts 1-6


Strategic Thrusts 7-12


Strategic Thrusts 13-18


Conclusion


The Closeout Report documents the University of the
Virgin Islands' (UVI) accomplishments as prescribed by
the 2000-2005 Strategic Plan. There are 18 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.




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http //strategicplan uvi edu/mam lookback htmll 2/23/2007 11 14 28 AM


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The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


FIX11101THEREMBET I C011IIIIMCrUB I LMHOW I




VISION 2012 Umversity of the Virgm Islands


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I ct i2Sgle e I A Look B


Site Map


THE FUTURE: VISION 2012 STRATEGIC PLAN


Plan Overview


* Our Guiding Principles
* Strategic Areas of Focus:

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


Plan Framework


* Introduction
* Strategic Plannning Process
* Vision
* Core Values
* Mission
* Strategic Areas of Focus:

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

Contributors


THE PRESENT: 2012 UPDATES


Quarterly Updates
Publications


A LOOK BACK: 2000-2005 STRATEGIC PLAN


Introduction
Lessons Learned
Strategic Thrusts 1-6

o Educational Outreach


http //strategicplan uvi edu/sitemap html (1 of 2)12/23/2007 11 14 29 AM




VISION 2012 | Unversity of the Virgm Islands


SSocial & Economic Research
o Teaching & Learning
o Marketing & University Relations
o Board of Trustee Engagement
o Research &Technology Park

Strategic Thrusts 7-12

o Community Engagement & Lifelong Learning
o Financial Diversity
o Campus Restructuring
o Community Engagement & Lifelong Learning
o Campus Restructuring
o Student Retention

Strategic Thrusts 13-18

o Enrollment Management
o Faculty/Staff Hiring & Retention
o Academic Quality
o Process Redesign
o Teaching & Learning
o Physical &Technological Resources

Conclusion


FROM THE PRESIDENT


CONTACT US











The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


http //strategicplan uvi edu/sitemap html (2 of 2)12/23/2007 11 14 29 AM




VISION 2012 | Umversity of the Vrgm Islands


I*" 4 I I I I


I 1Th1e11 I Ma 2. 2 Pl


Our Guiding Principles


Vision 2012 Strtegic Plan
Plan Overview
Our Guiding Principles


Strategic Areas of Focus


View Plan Framework


2012

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.


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.


"During the planning
process, the community
affirmed our vital role in
the Territory's social and
economic growth. 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)


Students First
Learning and Scholarship
Excellence
Teamwork
Collegiality and Shared Governance
Inclusiveness of Ideas
Principled Leadership
Support of Our Community
Effective Use of Technology


http //strategicplan uvi edu/future ov html (1 of 2)12/23/2007 11 14 30 AM


BiJg




VISION 2012 | Unversity of the Virgn Islands


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 with a 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 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.











The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


http //strategicplan uvi edu/future ov html (2 of 2)12/23/2007 11 14 30 AM




VISION 2012 | Unversity of the Virgn Islands


I The., ''I M I A Lo Bc 2P


Introduction


Vison 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Vision


Core Values


Mission


Strategic Areas of Focus


Contributors


See Plan Overview


2012

Student success can only come
with increased retention and
graduation rates, which we will
focus on during this strategic plan
period.


VISION 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 and 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.




T hieri Y~~irsY'ni


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VISION 2012 University of the Virgm Islands





The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


http //strategicplan uv edu/future fw html (2 of 2)12/23/2007 11 14 34 AM




VISION 2012 Umnversity of the Vrgn Islands


*I !' I I I IW I


IFuu III n1d El A a


Publications


2012 Updates

Quarterly Updates


Publications


2012


We will pursue ways of creating
an engaging, student-centered
environment that promotes
school spirit and institutional
pride.


Below is a list of publications that are available for
download in PDF format. Click on the publication name
to download the file.


Please note that Adobe Reader (a free download) is required
to view PDFs.

VISION 2012 Quarterly updates

* Strategic Directions 2012 Newsletter December 2005
* Strategic Directions 2012 Newsletter Fall 2006


Other VISION 2012 publications


* Core Values Flyer
* Brochure
* Framework


2000-2005 Strategic Plan

. Closeout Report


UJJverstyi \ in ndi


http //strategicplan uvi edu/presentpubs htm112/23/2007 11 14 36 AM


m


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands





















U iv I I I- S rt i e I


The University received
a $1.5 million grant
from the Foundation
for the University of the
Virgin Islands (FUVI) to
improve the human and
technological capacity at
UVI. This investment will
contribute greatly to the
success of VISION 2012.

Strategic Plan VISION
2012 culminates in 2012,
UVI's 50th anniversary.

All VISION 2012
documents are available
on the Strategic Plan
website at http://
strategicplan.uvi.edu



UVI Strategic Directions
is published by the Office of
the President, University
of the Virgin Islands

LaVerne E. Ragster, Ph.D., President
Michelle Smitherman, Editor



UniversiyVirginslands

SPECIALIZING IN FUTURES




HISTORICALLY AMERICAN.
UNIQUELY CARIBBEAN.
GLOBALLY INTERACTIVE.


Now that the Board of Trustees has approved Strategic d
Plan VISION 2012, the question everyone associated _
with the University should ask is; what do we do to
achieve the ambitious goals outlined in VISION 2012?

In her Fall 2006 Convocation address, President
LaVerne E. Ragster, Ph.D. explained that in order to
accomplish the goals and objectives set forth in VISION
2012, UVI must first develop an extensive training program to address professional and cross-functional
development. The University must invest in the required technical infrastructure to utilize systems that
will optimize operations at all levels of the University. In simpler terms, "Every person at UVI should
have the opportunity for training and professional development," said Dr. Ragster.
To begin the initial implementation of a training and enrichment plan, Dr. Ragster has developed
a project called "Leap-Frog." The Foundation for the University of the Virgin Islands (FUVI) was
established to assist the University with developing and identifying revenues to support its mission.
A proposal to the Foundation funded the project at the level of $1.5 million to be spent over two and a half
years. The project will launch this fall. "Leap-Frog means we are going to seek improvements that will
take us many steps ahead. These improvements will occur through a dramatic process as opposed to an
incremental way," said Dr. Ragster. "It gives the University the opportunity to build its' own capacity.
Continues on back...


SWelcome to Strategic
Directions! I wish to thank
the Board of Trustees for their
overwhelming approval of
UVI's VISION 2012 Strategic
Plan. I also want to thank the
students, faculty and staff,
the strategic plan steering committee, and
all UVI partners who helped to create this
vibrant document.
This is a very exciting time for UVI. We have
a clear vision and a purposeful mission. VISION
2012 is the road map that will guide us on a new
path toward our destination to transform this
great institution.
Please become familiar with the four strategic
areas of focus that will serve as catalysts to help


UVI to realize its mission and vision. In this issue,
we briefly discuss educational excellence.
To receive higher ratings from our clients, we
must create a student-centered environment
that fosters academic excellence and meets
the needs of students around enrollment and
academic support.
I invite you to embrace the goals, operational
objectives and measures of accomplishments
outlined in VISION 2012 in your everyday endeav-
ors. It is our plan to use the best of the past and
discover new paths to become what we need to
be-an exceptional institution of higher education
in the Caribbean.


LaVerne E. Ragsltr, Ph.D., F,GJent


i t I s s I I F 2





Continued from front page...
We have to value and invest in our human and technical potential."
During convocation, the audience received copies of the new
VISION 2012 brochure and two-year calendar explaining the goals,
objectives and priorities of UVI's VISION 2012. "It is an excellent
representation of the wonderful process that was undertaken,"
said Dr. Ragster. All managers will receive a planning kit with all
VISION 2012 documents as well as the Closeout Report for the
2000-2005 Strategic Plan.
An integral part of VISION 2012 is the University's core values.
One of the more complex core values is collegiality and shared
governance. Mutual respect for differing opinions and constructive
participation are at the center of collegiality and shared governance.
"It is not about likeability or sociability; it is about working


together," said Dr. Ragster. "If we are going to complete VISION
2012, and do what the people of the Virgin Islands are asking us
to do, we need to work more collegially." In closing, she added, "I
hope that all of you will find the time to discuss and come to some
consensus about what we require as collegiality here at UVI." U





Any employee who still needs a VISION 2012
brochure and/or calendar can obtain them by calling
the President's Office at 693-1000 or sending an
email to Velma Abramsen at vabrams2@uvi.edu.

__S.:* /


The collaborators of VISION 2012 identified four areas of
focus that UVI will need to address in order to realize its new
mission and vision. The areas are educational excellence,
institutional improvement, financial stability, and community
engagement.
The first strategic goal in VISION 2012 requires UVI to 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.
In order to accomplish this goal, the University must begin to
undergo an institutional transformation.
The result of such a transformation will increase UVI's ability to
offer high quality, outcomes-based academic programs that are
flexible and responsive. The change will call for the accreditation
of all professional programs and the development of internal
standards to assess the quality of these programs. A transformation
will require the University to increase enrollment by enhancing
recruitment and enrollment-related services, as well as promote
student success and increase retention and graduation rates of our


students. With a focus on educational excellence, our campuses
will become student-centered environments that promote school
spirit and institutional pride. The change we envision will create an
increase in scholarly research and outreach activities that respond
to community needs and generate new knowledge. 0


"At first glance, it may appear that the operational
objectives and measures of accomplishments
associated with educational excellence are the
total responsibility of the Office of the Provost,
While the Office of the Provost is responsible
for coordinating this strategic area of focus,
the objectives and measures set forth in VISION
2012 will only come to fruition with a
commitment from the entire University"
Maria Fleming, SpecialAssistant to the Provost/
DirectorAcademic Administration


Please share with us your
comments and ideas about
VISION 2012: UVI's strategic
plan for 2006-2012.
We also welcome your
contributions to this newsletter,
which will be published
on a quarterly basis.
Email: splan@uvi.edu
www.uvi.edu
University of the Virgin Islands
St. Thomas Campus:
#2 John Brewer's Bay
St. Thomas, VI00802
St. Croix Campus:
RR 1, Box 10000 Kingshill
St. Croix, VI 00850


From Deborah C. Fontaine, Ph.D., Former Chair Strategic Plan Steering Committee and Chief of Staff


As I look back over the time spent leading the development of VISION 2012; it was an honor and
privilege, for me, to be a part of an exciting strategic planning process. Everyone got involved.
It was a collective effort and I am very proud of what we accomplished.
The VISION 2012 brochure, calendar, planning kit, and the new website being launched this fall are
tools to keep VISION 2012 in the forefront of everyone's thinking-reinforcing strategic initiatives
and reminding students, faculty and staff where the University is going.
Now as the journey begins to fully implement VISION 2012, I am confident UVI will transform
its future and be recognized as the premier higher education institution in the Caribbean-putting
students first, modeling excellence and serving the people of the Virgin Islands.
I will miss being a part of UVI's continued success. Best wishes for a successful new academic year.


Univrsit of he VrginIslads. UV Staei Di ei n I al 00




VISION 2012 | Unversity of the Virgin Islands


I c Fu t u in 01l IScI e


Lessons Learned


2000-2005 Strategic Plan

Introduction


Lessons Learned


Strategic Thrusts 1-6


Strategic Thrusts 7-12


Strategic Thrusts 13-18


Conclusion


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


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


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VISION 2012 | Unversity of the Virgin Islands


Univesity f theifirgn Wards 1 Mm Bawaa r, L


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 Umnversity of the Vrgm Islands


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I c Fu t u n 02 t tl IrItI i


2000-2005 Strategic Plan


Strategic Thrusts 1-6


1. Educational Outreach


Introduction


Lessons Learned


Strategic Thrusts 1-6


Educational Outreach
Social & Economic Research
Teaching & Learning
Marketing & University Relations
Board of Trustee Engagement
Research & Technology Park


Strategic Thrusts 7-12


Strategic Thrusts 13-18


Conclusion


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 FY 2004. 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


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VISION 2012 University of the Vrgin Islands


revenue for FY 2005. 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.


< < Back to top


2. Social & 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


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.


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VISION 2012 | Umversity of the Vrgin Islands


< < Back to top


3. 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 2003-2004
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.


<< Back to top


4. Marketing & University Relations


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


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VISION 2012 University of the Vrgin Islands


stakeholders.


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.


< < Back to top


5. Board of Trustees 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 2003-2004.


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.


< < Back to top


6. Research & Technology Park


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VISION 2012 | Umversity of the Vrgin Islands

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.


< < Back to top








hi t


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 | Unversity of the Virgin Islands


I c Fu t u inn 1l IPrIt 2


Strategic Thrusts 7-12


2000-2005 Strategic Plan


7. Community Engagement & Lifelong Learning


Introduction


Create an organizational capability to engage in local consulting activities.


Lessons Learned


Criterion 7.1


Strategic Thrusts 1-6


Strategic Thrusts 7-12


Community Engagement
& Lifelong Learning
Financial Diversity
Campus Restructuring
Community Engagement
& Lifelong Learning
Campus Restructuring
Student Retention


Strategic Thrusts 13-18


Conclusion


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 FY 2004. 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 FY 2005. 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 2004, 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


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VISION 2012 | Umversity of the Vrgin Islands


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 2004 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.


< < Back to top


8. Financial Diversity


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 FY 2004.
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 2004 and 2005 included the Accounting
Summer Institute, Future Global Leaders, and the Virgin Islands Experimental Program to
Stimulate Competitive Research (VI-EPSCoR).


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 2004 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.


< < Back to top


9. Campus Restructuring


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


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VISION 2012 Umnversity of the Virgm Islands


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.


< < Back to top


10. Community Engagement & Lifelong Learning


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 2004, 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 2004 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 2004. 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


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VISION 2012 University of the Vrgin Islands


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.


<< Back to top


11. 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.


< < Back to top


12. 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


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VISION 2012 | Unversity of the Virgin Islands


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 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.)


<< Back to top




1JnPverst inbn& 0


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VISION 2012 | Unversity of the Virgin Islands


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 | Unversity of the Virgm Islands


I c Fu t u inn 1l IPrIt 2


2000-2005 Strategic Plan


Strategic Thrusts 13-18


13. Enrollment Management


Introduction


Lessons Learned


Strategic Thrusts 1-6


Strategic Thrusts 7-12


Strategic Thrusts 13-18


- Enrollment Management
- Faculty/Staff Hiring & Retention
- Academic Quality
- Process Redesign
- Teaching & Learning
- Physical & Technological
Resources


Conclusion


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
2004 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 2004 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 2004.


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VISION 2012 | Unversity of the Virgn Islands


The FTE was 2,056, and credit hours were 24,312, marking a decline of 5% for both
categories over fall 2004. 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 2004 and August 2005.
Tuition and fee revenues for 2005 are estimated at $8.6 million, a 12.4% increase over FY
2004.


<< Back to top


14. Faculty/Staff Hiring & Retention


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


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VISION 2012 | Unversity of the Virgn Islands


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.


< < Back to top


15. Academic Quality


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 2004, the Comprehensive Outcomes Assessment Program focuses on
enhancing institutional 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 2004
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 2004,
has strengthened the University's capacity and systems to facilitate the collection and
analysis of data to support planning, budgeting, and decision making.


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VISION 2012 | Umversity of the Vrgm Islands


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.


Criterion 15.4


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 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), 84% 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
here.


Criterion 15.5


Develop mechanism for monitoring UVI graduates' success entering graduate
programs for FY 2005. 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.


< < Back to top


16. Process Redesign


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


Criterion 16.1


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


http//strategicplanuvi edu/lookback thrusts 13 18 html (4 of 7)12/23/2007 11 14 47 AM




VISION 2012 | Umversity of the Vrgm Islands


The Planning Committee of the Board of Trustees agreed that this criterion was not
appropriate, and that instead, 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 2004 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.


<< Back to top


17. Teaching & Learning


Improve student learning through integration and utilization of technology in
the teaching process.


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.


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 2004-
2005 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


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VISION 2012 | Unversity of the Virgn Islands


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


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 2004-05 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.


< < Back to top


18. Physical & Technological 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 2004 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


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VISION 2012 | Umversity of the Vrgin Islands

was responsible for its development.


< < Back to top




i iverst .i Jn





The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 University of the Vrgin Islands


I c Fu t u inn 1l IPrIt 2


Conclusion


2000-205 Strategic Plan


Introduction


Lessons Learned


Strategic Thrusts 1-6


Strategic Thrusts 7-12


Strategic Thrusts 13-18


Conclusion


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.





IT wafi T'^e .7i d. i i


http //strategicplan uvi edu/lookback conclusion htmll 2/23/2007 11 14 48 AM


As we begin to implement a
new strategic plan, Vision
2012, we can look back with
pride to the guidance
provided by this five-year
plan. It laid the groundwork
for us to reach further and
expect more of the journey
ahead.


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


FTHERWWDET I COffMCrUB I WHOW I




VISION 2012 | Unversity of the Vrgin Islands


I ITheIII M I A Lo Bc 2P


Vison 2012 Strategic Plan
Plan Overview
Our guiding principles


Strategic Areas of Focus:


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


View Plan Framework


2012

Over the next several years, we
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.


Strategic Area of Focus:
Educational Excellence


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.


Click here for more detail about this area of focus, including
goals, operational objectives and measures of accomplishment.




T T niv rlnlslind


"At UVI, I'm learning exactly
what I dream of becoming a
successful hotel or villa
owner. It's that personalized.
Classes keep getting 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
and Administrtation Marketing
major


http //strategicplan uv edu/future ov education html (1 of 2)12/23/2007 11 14 50 AM


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VISION 2012 | Unversity of the Virgin Islands


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


http //strategicplan uv edu/future ov education html (2 of 2)12/23/2007 11 14 50 AM




VISION 2012 | Unversity of the Virgm Islands


I The., ''I M I A Lo Bc 2P


Vison 2012 Strategic Plan
Plan Overview
Our guiding principles


Strategic Areas of Focus:


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


View Plan Framework


2012

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.


Strategic Area of Focus:
Institutional Improvement


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.


Click here for more detail about this area of focus, including
goals, operational objectives and measures of accomplishment.


"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


IJrrA


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VISION 2012 | Umversity of the Virgm Islands





The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 University of the Vrgin Islands


III I T ii Ma 2I 2I


Vison 2012 Strategic Plan
Plan Overview
Our guiding principles


Strategic Areas of Focus:


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


View Plan Framework


2012

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.


Strategic Area of Focus:
Financial Sustainability


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.


Click here for more detail about this area of focus, including
goals, operational objectives and measures of accomplishment.


"UVI has to be a strong
partner with the community
to encourage everyone to be
part of the Islands' future. For
example, we will be one of
the first universities to adopt
wind turbines as a source of
renewable energy. We will
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


1hivetYV; r~ijsI]Ards ]UA
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http //strategicplan uv edu/future ovfinancial htm112/23/2007 11 14 53 AM


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


FlIM111THEREMBET I COMCrUB I LMHOW I




VISION 2012 | Umversity of the Virgn Islands


I T R .. 2i 2u


Vision 2012 Strategic Plan
Plan Overview
Our guiding principles


Strategic Areas of Focus:


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


View Plan Framework


2012

We will enhance the quality and
relevancy of community-oriented
programs through increased
collaboration with education,
business, health, human services,
art, labor, and other community
sectors.


Strategic Area of Focus:
Community Engagement


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.


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


* The 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.


"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


http//strategicplanuv1 edu/future ov community html (1 of 2)12/23/2007 11 14 55 AM


I HFFWK I, COIATU -, LM N_




VISION 2012 | Umversity of the Virg Islands


Click here for more detail about this area of focus, including
goals, operational objectives and measures of accomplishment.



ITr'Tha 'Vs \ 'i 1i indni 03





The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 University of the Vrgin Islands


III I T ii Ma 2I 2I


Strategic Planning Process


Vison 2012 Strategic Plan
Plan Framework
Introduction


Strategic Planning Process


October 16, 2004
Board of Trustees approves planning process


December 2004
Review Mission, Values, Vision; Determine Strategic Priorities


Vision


Core Values


Mission


Strategic Areas of Focus


Contributors


See Plan Overview


2012

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.


Meetings with Staff Groups


. 12/1 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


http //strategicplanuvi edu/future fwprocess html (1 of 3)12/23/2007 11 14 57 AM


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.


11`1"14 M W' I ]~ f fU I_- |I




VISION 2012 University of the Vrgin Islands


. 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
External Stakeholder Focus Group Meetings


* 4/4 Alumni STC
* 4/5 Alumni, STT


Conduct Student Focus Group Meetings


* 4/22 Share Satisfaction Survey Results w/Students, Focus
Group Meeting, STC


May 2005
Share Satisfaction Survey Results with Students


* 5/10 Focus Group Meeting, STT
* 5/9-12 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


http //strategicplanuvi edu/future fwprocess html (2 of 3)12/23/2007 11 14 57 AM




VISION 2012 University of the Vrgin Islands


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











The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 University of the Virgn Islands


III I T ii M l 2I 20


Vision


Vision 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Vision


Core Values


Mission


Strategic Areas of Focus


Contributors


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.


See Plan Overview


rieriY~n nbhtnds


2012

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.


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 | Umversity of the Vrgin Islands


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Core Values


Vison 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Vision


Core Values


Mission


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...


Strategic Areas of Focus


Contributors


See Plan Overview


2012

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. 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


http //strategicplan uvi edu/future fw core html (1 of 2)12/23/2007 11 15 00 AM


, Ni l




VISION 2012 Umnversity of the Virgm Islands


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.











The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
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VISION 2012 | University of the Vrgin Islands


III I T ii Ma 2I 2I


Mission


Vision 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Vision


Core Values


Mission


Strategic Areas of Focus


Contributors


See Plan Overview


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.


Mission Components


Product Scope: Teaching


Current State


Future State


2012


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.


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


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


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11`11117MWWEU I COffMffUB I WHOW I




VISION 2012 | University of the Virgm Islands


Product Scope: Research



Current 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



Product Scope: Community Service



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


Future State



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.


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


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VISION 2012 | University of the Vrgin Islands


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


4.3.4 Increased involvement and recognition in sports
tourism



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


Geographic Scope


Current State



Students from U.S. Virgin Islands
and Caribbean (94% 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


Ways to Achieve and Maintain Competitive Advantage


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


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


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VISION 2012 | University of the Vrgin Islands


Initial partnering in collaborative
agreements for academic and
institutional development


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


Ui U


The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
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VISION 2012 | University of the Virgin Islands


* 4 I I I |


II1 .1111 I Ma 2. 2 Pl


Vision 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Strategic Area of Focus:
Educational Excellence


Vision


Core Values


Mission


Strategic Areas of Focus:


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


Contributors


See Plan Overview


I-' ""


2012

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.


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.


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.


Operational Objectives
and Measures of Accomplishment


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.


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VISION 2012 University of the Vrgin Islands


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 of
faculty and students; program assessments including the assessment of student 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


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VISION 2012 University of the Virgin Islands


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.


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.











The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 University of the Virgin Islands


III I T ii Ma 2I 2I


Vision 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Strategic Area of Focus:
Institutional Improvement


Vision


Core Values


Mission


Strategic Areas of Focus:


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


Contributors


See Plan Overview


;e_


2012


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.


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 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

Operational Objectives
and Measures of Accomplishment

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.


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1`1" 1 M W W' I COTA ff I_ |I




VISION 2012 University of the Vrgin Islands


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 by June 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 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 control 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.


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VISION 2012 | University of the Vrgin Islands



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.











The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 Umnversity of the Vrgn Islands


*Ij1MW E I IOT~f ll I W O


I 1Th1e11 I Ma 2. 2 Pl


Vision 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Vision


Core Values


Mission


Strategic Areas of Focus:


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


Contributors


See Plan Overview


2012

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.


Strategic Area of Focus:
Financial Sustainability


I ri


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 environments 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 educational programs and institutional change and success linked
to UVI's mission components through the operational objectives and related measures of
accomplishment that follow.


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

Operational Objectives
and Measures of Accomplishment

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


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VISION 2012 | Umversity of the Vrgin Islands


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.




Sversit\ I r, Jn





The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


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VISION 2012 | Unversity of the Virgm Islands


III I T ii Ma 2I 2I


Vision 2012 Strategic Plan
Plan Framework
Introduction


Strategic Plannning Process


Vision


Core Values


Mission


Strategic Areas of Focus


Educational Excellence
Institutional Improvement
Financial Sustainability
Community Engagement


Contributors


See Plan Overview


2012


Strategic Area of Focus:
Community Engagement


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 community 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 community 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 ongoing 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 environments 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 enhance 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.


Operational Objectives


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1`117MWWEU I COITIAffUll I WHOW I




VISION 2012 Umversity of the Virgm Islands


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.


and Measures of Accomplishment


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).




1T aft3\ irginslbAnd.s 9 .


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The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


I I=% 11 t, 'l ~ ~ B


1 11 lU' "1L" '' P''' LIC3J ~ '"''-L;I~~;i~' ~ "e~


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VISION 2012 University of the Virgin Islands


I Th ., MhI A L Bc 2 0 II Pa


Vision 2012 Strategic Plan

Plan Framework
Introduction


Strategic Plannning Process


Vision


Core Values


Mission


Strategic Areas of Focus


Contributors


See Plan Overview


2012

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.


Contributors


All great journeys begin with visionary leaders and champions. The generosity

and expert guidance of UVI's many friends and supporters have made VISION

2012 possible, and we thank you all for your passionate attention and yes, your

vision.


Board of Trustees


Judy M. Gomez Dr. Lynn E. Rosenthal, Faculty Trustee


Roy D. Jackson Atty. Henry C. Smock


Dr. Noreen Michael '78, Ex-officio Judge Audrey L. Thomas


Alexander A. Moorhead, Vice Chair Dr. Yvonne E. L. Thraen


Dr. Bernard H. Paiewonsky The Hon. Dr. Charles W.Turnbull, Ex-officio and
Governor of the U.S. Virgin Islands
Dr. LaVerne E. Ragster, Ex-officio
Jay Wiltshire '06, Student Trustee
Dr. Auguste Rimpel, Jr., Chair
Juanita M. Woods
Deanna E. Rogers '85, '87, Alumni Trustee


President's Cabinet*


Joseph B. Boschulte, Vice President, Dr. Al Hasan I. Musah, Provost
Institutional Advancement
Vincent G. Samuel '83, Vice President,
John A. D'Orazio, Campus Executive Administration & Finance
Administrator, St. Thomas
Dr. Henry H. Smith '76, Vice Provost, Research &
Dr. Monique A. Guillory, Campus Executive Public Service
Administrator, St. Croix
*Cabinet members also serve on the Strategic
Dr. Deborah C. Fontaine**, Former Chief of Plan Steering Committee.
Staff
** Former Steering Committee Chair
Tina M. Koopmans, Vice President,
Information & Technology Services


Strategic Planning Steering Committee


http //strategicplan uvi edu/future fw contributors html (1 of 3)12/23/2007 11 15 08 AM


1`1117MWWEU I C0lTMffUB I WHOW I




VISION 2012 University of the Virgin Islands


Dayle Barry, Coordinator, Title III


Dr. Doris C. Battiste, Associate Campus
Administrator, Student Affairs, St. Thomas


LilyMae Durante '79, '80, Associate Campus
Administrator, 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


Elizabeth J. 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 Project


Alkin Paul '06, Student Representative, St.
Thomas


Veda V. Richards, Director, Human Resource


Carolyn R. Cook-Roberts, Director, Enrollment
Management


Judith Rogers, Manager, Information &
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. Ronald E. Harrigan '68, '72


Dr. Richard Hall


Dr. Adelle C. Bell '72


Dr. Malik Sekou '89


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 Town Hall meetings.


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


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





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http //strategicplan uvi edu/future fw contributors html (2 of 3)12/23/2007 11 15 08 AM




VISION 2012 | University of the Vrgin Islands





The Future: Vision 2012 Strategic Plan I The Present: 2012 Updates I A Look Back: 2000-2005 Strategic Plan
From the President I Contact Us I UVI Home I Site Map
Copyright 2006 University of the Virgin Islands


http //strategicplan uvi edu/future fw contributors html (3 of 3)12/23/2007 11 15 08 AM

















































Vision 2012 is a
collaborative effort.
Thank you to everyone
-from students, faculty
and staff, the strategic
plan steering committee,
and UVI partners.
You helped us create a
plan we can all be proud
of and are excited about
implementing.




U niversiyVirginIslands

SPECIALIZING IN FUTURES




HISTORICALLY AMERICAN.
UNIQUELY CARIBBEAN.
GLOBALLY INTERACTIVE.


The University of the Virgin Islands has traveled an
incredible journey since fall 2005, when the University
began thinking collectively about UVI's future.
"We are nearing the completion of Vision 2012," saidB
St. Croix Campus Executive Administrator Deborah
C. Fontaine, Ph.D., who is leading UVI's strategic
planning process. "More than 400 people including
students, faculty and staff, and community partners
- participated in discussions about where the Univer-
sity should be as an institution by 2012, our 50th
anniversary."
President LaVerne E. Ragster,
Ph.D., presented the framework for "Vision 2012 expresses the collective views
Vision 2012 to the Board of Trustees of many people to ensure that UVI will be
at their November 2005 Retreat. stronger, more competitive, and more
"The Board came together, reflected responsive to the communities we serve."
on the previous strategic plan's
accomplishments and lessons
learned, and endorsed UVI's plans the future," she said.
The Board expects to finalize details and commit to Vision 2012 at their March 2006 meeting. UVI will
then finalize Vision 2012, and will distribute a publication about the strategic plan. Continues on back...












Py's third strategic:an econmic transi o of the territ



p laS nPoutlintheSgoals, I invit m
objectives and pSri oitOie pnnh nrycto rsm


Unierit o te irinIslnd IUV Sraegc iretinsI ecmbr 00





Continued from frontpage...

"There seems to be a strong consensus from the Board of
Trustees, the University community, and the community-at-
large in our effort to move UVI forward," Dr. Ragster said.
Vision 2012 expresses the collective views of many people to
ensure that UVI will be stronger, more competitive, and more
responsive to the communities we serve, Dr. Fontaine said.
"We designed and implemented an inclusive, interactive
strategic planning process," Dr. Ragster said. "We focused on the
vision of UVI's future in such a way that all stakeholders have had
the opportunity to contribute to where we will be in 2012."


VIUCEDD Assistant Director Miriam V Osborne-Elliott
said the current strategic planning process is probably the "most
inclusive and widely communicated one the institution has under-
taken in the last decade."
St. Thomas Librarian Sharlene Harris said the process allowed
many segments of the UVI community and the territory to
have a say in the process. "We all own Vision 2012 because we
participated in its creation, from its various stages to the final
plan," she said. u


Strategic Plan 2000-2005
Reflections
Before closing out a strategic plan,
it is important to identify the plan's
accomplishments and reflect on lessons
learned. Strategic Plan 2000-2005, with
81 percent of initiatives realized, was a
learning experience for UVI.
"Strategic Plan 2000-2005 was used as a
guideline to achieve a level of consistency
that we are very proud of," Dr. Ragster
said. "We have learned to change the
way we function at UVI to focus on
students first, work collectively as
partners, commit to excellence in
education, provide resources for the


UVI Strategic Directions
is published by the Office of
the President, University
of the Virgin Islands

LaVerne E. Ragster, Ph.D.
President
Deborah C. Fontaine, Ph.D.
St. Croix Campus
Executive Administrator
Apryl Flynn Gilliss
Editor



Let Fr You
Please share with us your
comments and ideas about
Vision 2012: UI's strategic
plan for 2006-2012. We also
welcome your contributions to
this newsletter, which will be
published on a quarterly basis.
Email: splan@uvi.edu
St.Thomas Campus
Phone: 340-776-9200
St. Croix Campus
Phone:340-778-1620


community, and leverage our resources.
"One of the most successful outputs
was the creation of UVI's Community
Engagement and Lifelong Learning
(CELL) Center," Dr. Ragster said.
"The success of UVI-CELL has been
extraordinary and has added value to
the University."
The activities the University has been
involved with have strengthened UVI
as a community, President Ragster said.
"The lessons learned from the creation,
enactment and completion of the plan
have prepared us for the initiation of
Vision 2012."


At a Glance: Vision 2012

President Ragster unveiled
UVI's new mission, vision and
values at the Fall 2005 Convo-
cation. For a copy of the poster
distributed at convocation,
call the Campus Executive
Administrator Offices at 692-
4000 on St. Croix and 693-1140
on St. Thomas.

Mission: The University of the
Virgin Islands is a learner-cen-
tered 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, inno-
vative research, and responsive
community service.

Vision: The University of the
Virgin Islands will be an excep-
tional U.S. institution of higher


Selected accomplishments include:
* Raised $2 million for the Annual Fund
in 2004 and 2005
* Awarded $17 million in grants
and contracts
* Sold $19 million in bonds for physical
plant improvements
* Established UVICELL and trained
1,500 students
* Increased collaborative teaching
and research
* Established research and technology
park on St. Croix
* Reorganized teacher education
* Began academic program rationalization
* Developed branding theme:
Specializing in Futures


education dedicated
to student success,
committed to excel-
lence, and pledged to
enhancing the social
and economic transfor-
mation of the U.S. Virgin
Islands.

Values
* Students first
* Learning &
scholarship
* Excellence
* Teamwork
* Collegiality & shared
governance
* Inclusiveness
of ideas
* Principled leadership
* Supporting our
community
* Effective use of
technology
* Equitable reward
system


University.....he..ir g d







r- ~~ S 2 1


An integral part of the University of the Virgin Islands' strength lies in its value system which embodies the

principles, ideals and beliefs of its students, faculty, staff, administrators, and trustees; and forms the foundation for

our actions. The values represent what is important and reveal what UVI strives to become as a University. These ten

values are essential qualities to ensuring the fulfillment of our mission and vision.


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 for our students, our employees and the
community. We value personal growth and seek to continuously learn as
an organization while being responsive to our changing environment.



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 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.



We believe students, faculty and staff are partners with the administration
in decision making on issues that impact the university. We believe
students, faculty and staff stakeholders should be active participants in
any proposed institutional change.


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.



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.



As members of the university, we have a shared responsibility
to support our local community which is demonstrated through
enthusiastic, responsible service. We value our university and
encourage the active participation of everyone through cooperation
and communication.



We view technology as a tool to enhance teaching and learning and
to improve the effectiveness of our educational and administrative
processes.



We support a performance-based system that recognizes and values
the contributions of all employees. We value equal opportunity and
upward mobility for everyone.


SPECIALIZING IN FUTURES

iofteV irginIslands 1
HISTORICALLY AMERICAN.
www.uvi.edu UNIQUELY RIBBEAN.
GLOBALLY INTERACTIVE



































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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)


TH ORE OFR N20 TH OMNTYEGGMN AND IFLN LERNN


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CAIBA ILN S.* .
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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


cotne.. ASSE COMUIT PE SALSE*E IDETFE BEC: AR
TIONS OF I U I AN DETFEDPRORAC INDCTR INTTUIN
AESFRIMPOEETTakn aaqatry o nldsSvna ttUC












a0 00*


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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commnt engageme0n0t


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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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
. 13











































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


L











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


L











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




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