revision b send comments to [email protected] ub draft ......revision b send comments to...

Revision B Send comments to [email protected] UB Draft Strategic Plan

of 75 Send comments to [email protected] Revision B

18th September 2019

Dear UB Employee and Student,

We are pleased to release the draft University of The Bahamas 2019-2024 Strategic Plan for your review.

This draft was months in the making and is the result of the combined efforts of many individuals at UB;

however, in order to produce a final version of the plan we need to hear from you. What you are about to

review seeks to define our goals for the next five years and the ways in which they will be achieved.

This draft is foundational in nature. By this we mean that the plan resists the grandiose goals typical of

many strategic plans. In fact, the majority of the activities described in this plan are designed to secure the

foundation upon which we will continue to build the University.

This document has a slightly different format than has been used previously at The College of The Bahamas.

This change is designed to increase the readability of the document and, most importantly, to improve the

chances for a successful implementation. We do not want this plan to sit on a shelf; instead we want this

document to influence our daily activities for the next five years.

As you read this draft strategic plan we ask you to be critical of what is being proposed. Most importantly,

we ask that you provide concrete suggestions for our consideration. Although this draft represents the best

efforts of the committee and contributors, it is not necessarily the best plan. We are engaging this

consultation process and inviting your participation to transform our ‘best effort’ into the ‘best plan’ for

UB. Resist the temptation to tell us what we should have done; instead, focus on what can be done to

strengthen the plan. We need constructive feedback that can be used to improve the document.

We intend for University of The Bahamas to thrive and serve our country, the region and the world by

providing quality and relevant tertiary education for decades to come. This strategic plan is the foundation

upon which such a goal can be built.

Thank you in advance for your time and input.

Danny Davis, Ph.D.

Chair, Strategic Planning Steering Committee

University of The Bahamas

mailto:[email protected]




University of The Bahamas

Strategic Plan

2019-2024

Securing a Foundation for The University





Table of Contents Table of Contents ............................................................................................................................ 3

University of The Bahamas: A Noble Legacy............................................................................. 4

Overview of the 2019-2024 Strategic Planning Process............................................................. 7

How to Read the Goal Tables ...................................................................................................... 8

Ordering and Numbering the Goals and Objectives ................................................................. 9

Putting the Strategic Plan in Context.......................................................................................... 9

Goal 1 Improve Internal Controls and Accountability ........................................................ 11

Goal 2 Improve Operational Efficiencies/Customer Service for a Culture of Excellence .. 18

Goal 3 Increase and Diversify Revenue and Funding Sources............................................ 27

Goal 4 Increase Graduation Rate ......................................................................................... 33

Goal 5 Increase Student Enrolment ..................................................................................... 35

Goal 6 Improve Student Engagement .................................................................................. 39

Goal 7 Grow a Culture of Research ..................................................................................... 42

Goal 8 Increase Community Engagement ........................................................................... 45

Goal 9 Increase and Enhance the University Profile ........................................................... 49

UB-North .................................................................................................................................. 53

Goal 1 Increase Campus Autonomy and Operational Efficiency ........................................ 54

Goal 2 Increase Community Engagement and Enhance Campus Profile............................ 56

Goal 3 Increase Student Enrolment, Retention and Graduation Rates ................................ 58

Goal 4 Improve the Student Experience .............................................................................. 62

Goal 5 Develop a Culture of Research ................................................................................ 67

Goal 6 Increase and Diversify Revenue and Funding Sources............................................ 68

List of Objectives by Goal ............................................................................................................ 70

List of Objectives by Person Responsible .................................................................................... 74

Document History ......................................................................................................................... 75





University of The Bahamas: A Noble Legacy

University of The Bahamas was chartered on 10 November 2016 by an Act of Parliament of the

Commonwealth of The Bahamas. UB had its genesis in the College of The Bahamas which came into

effect in 1974 through the amalgamation of four institutions: The Bahamas Teachers’ College, San

Salvador Teachers’ College, C.R. Walker Technical College and the sixth form programme of the

Government High School.

Purposeful Growth The institution’s initial academic offerings were limited to associate degrees, certificates and diplomas.

Compelled by the mandate to help develop the human capital necessary to build a more prosperous and

competitive Bahamas, the College accelerated its undergraduate programme development and, in the early

1990s, introduced baccalaureate degree programmes in a variety of disciplines including Business,

Education, Science and Nursing. At the time of its transition to University of The Bahamas, the College

was offering five bachelor degrees in approximately fifty-five majors.

In June 1995, landmark legislation granted the College full autonomy of its affairs and expanded its

mandate. With the passage of this Act, the institution became a corporate entity under the governance of

an 11-member Council. The extended mandate and responsibilities necessitated a new organisational

structure and gave greater autonomy in the management of operations and finances. It also empowered the

institution to seek and receive private funding and changed its financial system from public to private

accounting.

During academic year 1997-98, the College brought together a strategic planning task force comprising

representatives of all major stakeholders – faculty, staff, students, alumni, leaders from public and private

sector organisations and members of the general public - to develop a strategic plan whose commitments,

goals and strategies would initiate the journey to university status. Revised in 2003, the actions emerging

from the plan were intended to shape UB.

Recognising the need to develop an infrastructure which would support university status, new offices and

departments were established and, in 1998, academic departments were restructured into three faculties

covering nine schools with each faculty headed by a Dean. The nomenclature for faculty was changed from

lecturer and senior lecturer to assistant professor, associate professor and professor. Generous paid study

leave opportunities enabled Bahamian faculty and staff to upgrade their credentials. Also in 1998, a three-

year development plan for the College, which included the Government’s commitment to facilitate the

transition of the College into a University, was presented in Parliament.

In August 2000, The Bahamas Hotel Training College was amalgamated with the institution, producing

the School of Hospitality and Tourism Studies, later known as the Culinary and Hospitality Management

Institute, now known as Culinary Arts and Tourism Studies. In the same year, a Bachelor of Laws in

conjunction with the University of the West Indies was offered and a Bachelor of Pharmacy in conjunction

with the University of Technology, Jamaica, was later added to programme offerings.

Cognizant of the need to further expand its offerings and make graduate programmes available, in 2001

the first graduate programme, Master of Education in School Counseling with Kent State University, was

offered. Graduate programmes continued to be offered in conjunction with other international partners such

as the Iowa-based Ashford University, University of South Florida and the Massachusetts-based Wheelock

College. The first independent graduate degree, a Master of Business Administration, was offered fall 2010;

a Master of Science in Reading with a concentration in Inclusive Education was later added.





Expansion in Infrastructure Over the years, the institution has developed and improved its physical infrastructure. In 2008 the Wellness

Centre was opened on the Oakes Field Campus and the Michael H. Eldon Complex became the first

corporate asset. Generous donations from Harry C. Moore, the Lyford Cay Foundation and the Government

of The Bahamas funded the $28 million Harry C. Moore Library and Information Centre, which was opened

8 April 2011. To ensure the continued development of its graduate programmes, former Council Chairman

Franklyn Wilson and his wife Sharon donated $1 million towards the creation of the Franklyn R. Wilson

Graduate Centre. Additional funding was provided by the Bahamas Government and a $1 million donation

by the Royal Bank of Canada. The official opening of the facility took place on 17 May 2018.

Officially opened 12 May 2011, the Northern Bahamas Campus in East Grand Bahama, now University of

The Bahamas-North, is located on 50-acres generously gifted by the Grand Bahama Port Authority.

Additionally, thanks to a $3 million donation from the Port Authority, UB-North officially opened its first

residential facility - Hawksbill Hall – on 7 May 2018. At the Oakes Field Campus, the former auditorium

was reconstructed into a 400-seat performing arts centre at an investment of some $3.3 million; a

specialized pharmacy laboratory, including an organic chemistry lab, was renovated at an estimated $1.6

million; and the G.T.R. Campbell Small Island Sustainability Complex, thanks to a generous donation of

$10 million from the Freedom Foundation, opened Fall 2018. The University’s Oakes Field profile has

also been greatly enhanced by the construction a new formal entrance, complete with electronic message

boards.

Growing Research Capacity In 1992, the Research Unit was established to facilitate the systematic development of a research capacity.

In 1995, the institution, along with the Ministry of Education and the Virginia-based George Mason

University, established the Bahamas Environmental Research Centre (BERC) in Central Andros to conduct

research on coastal ecology, estuarine ecology and creek restoration and creek monitoring for grouper and

lobster larvae. Further, in 1996 the College assumed responsibility for the Gerace Research Centre in San

Salvador, formerly the Bahamian Field Station and now the Gerace Research Institute. The Institute offers

facilities for students, professors and researchers from around the world to study in a tropical environment.

Research disciplines have included Archaeology, Biology, Geology and Marine Science.

Determined to build a reputation for research comparable to the outstanding teaching reputation for which

it has fast become known, the institution’s research work has comprised collaborations with international

and regional agencies such as the United Nations Development Fund for Women (UNIFEM), the Pan

American Health Organisation (PAHO), the United Nations Educational, Scientific, and Cultural

Organisation (UNESCO), the International Labour Organisation (ILO), the International Organisation for

Migration (IOM), the United States Environmental Protection Agency (USEPA), the Economic

Commission for Latin America & the Caribbean (ECLAC) and the Caribbean Agricultural Research and

Development Institute (CARDI). In the national context, research partners have included government

ministries and public and private agencies.

University Transition In August 2006, the College Council established an Ad Hoc Advisory Committee on Governance to propose

the legislative framework for the university. Chaired by President Emerita Dr Keva M. Bethel, the

institution’s first President, the Committee submitted its final report on 10 June 2007.

In 2012, under the leadership of Chairman Alfred Sears, the University Transition Secretariat was

established with the mandate to “convene forums, engender conversations and discussions, organize

activities, and otherwise bring together and engage internal and external stakeholders of The College of

The Bahamas for the purpose of envisioning the character of the University of The Bahamas and designing

the roadmap for effecting the transition of The College of The Bahamas to The University.” The Secretariat,





led by Dr Olivia Saunders, submitted the Final Draft Report of the University Transition Secretariat in fall

2013.

The College Council, senior administration, faculty, staff, students and alumni continued to transition the

College to University of The Bahamas. A technical team appointed to work along with the Law Reform

Commission of the Office of the Attorney General drafted the University of The Bahamas Bill which was

passed by the House of Assembly and the Senate summer 2016. The University Act includes all governance

core-requirements for international accreditation. Also, shared governance and academic freedom, the basic

tenets of higher education institutions, are assured within the new governance structure. With the

establishment of an Academic Senate, the faculty assumes greater responsibility for the academic affairs of

the University.

On 25 August 2016, Hon Jerome K. Fitzgerald, Minister of Education, Science and Technology, announced

that College of The Bahamas would transition into University of The Bahamas on 10 November 2016 –

the university’s Charter Day – in fulfilment of a vision for higher education and the national development

of The Bahamas expressed more than four decades ago.

Legacy UB’s legacy reflects a distinct commitment to responding to national needs. Students and faculty have

remained the cornerstone of a vibrant teaching institution and are expanding research initiatives that focus

on sustainable national development. Academic programmes, collaborations and public-private

partnerships will continue to build capacity for the robust development of the Commonwealth of The

Bahamas.

Vision The University of The Bahamas will be the nation’s primary resource for research & innovation and

community engagement. It will meet the educational aspirations of its students and nurture their creativity.

It will promote the values of learning, leadership and service.

Mission The mission of the University shall be to advance and expand access to higher education, promote academic

freedom, drive national development and build character through teaching, learning, research, scholarship

and service. University of The Bahamas Act, 2016.





Overview of the 2019-2024 Strategic Planning Process

Assessment Teams

Defining the goals in the 2019-2024 Strategic Plan began with the establishment of the following

Assessment Teams which were charged with creating an inventory of the University:

1. Personnel Review & Assessment Committee

2. Facilities Assessment Committee

3. Academic Assessment Committee

4. Technology Assessment Committee

5. Internal Process Assessment Committee

University of The Bahamas-North

1. Facilities Assessment Committee

2. Personnel Review & Assessment Committee

Departmental Mission Statements

Once the inventories had been created and the assessments completed, each department within the

University was asked to develop and/or refresh its mission statement guided by the University’s mission

and vision. This strategic planning process became the means by which departments could either refresh

existing mission statements or develop new mission statements if one did not already exist. Mission

statements provide a focus for all budgeted departments by explicitly stating why the department exists and

the role it plays in helping the organization achieve its goals. The underlying premise is that if a department

has been created and is being financed by the institution, then every dollar spent on personnel and resources

should be in support of the University’s purpose, vision and mission.

SWOT Analysis

A series of workshops were conducted with department leaders to conduct a SWOT analysis for each

department. The completed mission statements were then used to identify current strengths (S), weaknesses

(W), opportunities (O) and threats (T) for each department/budget area. Three working groups: (1)

Academic Management Team (Academic Deans, Chairs, Mid-managers, etc.), (2) Non-Academic Mid-

managers, and (3) Administrative Council were established to independently complete a SWOT analysis

for the University. The SWOT analysis submitted by each working group was then consolidated to derive

an overall SWOT analysis for the institution.

Strategic Goals

From the overall SWOT analysis for the institution, the following nine strategic goals were identified for

University of The Bahamas:

1. Improve Internal Controls and Accountability

2. Increase and Diversity Revenue and Funding Sources

3. Improve Operational Efficiencies/Customer Service for a Culture of Excellence

4. Increase Student Enrolment

5. Improve Student Engagement

6. Increase Graduation Rate

7. Grow a Culture of Research

8. Increase Community Engagement

9. Increase and Enhance University Profile





The strategic goals were, in turn, shared with each department within the University which was asked to

identify departmental objectives in support of each goal.

The development of the strategic goals and supporting objectives took a parallel path for UB-North.

However, the SWOT analysis and the related activities for UB-North were not combined with the SWOT

analysis of the University as a whole. This was to ensure that the unique requirements of UB-North were

not lost in the larger scale of the entire institution. As a result, the following six strategic goals have been

identified for UB-North:

1. Increase Campus Autonomy and Operational Efficiency

2. Increase Community Engagement and Enhance University Profile

3. Increase Enrolment, Retention and Graduation Rates

4. Develop a Culture of Research

5. Increase and Diversify Revenue and Funding Sources

6. Improve the Student Experience

For the next five years the activities of University of The Bahamas will be directed by nine strategic goals

with UB-North being more closely guided by its six strategic goals.

Objectives

Once departmental objectives had been identified for each strategic goal, all of the objectives from each

department were consolidated into a “goal table” with action items assigned to each department responsible

for achieving the objective. This provides a holistic view of how each goal will be supported across each

functional area of the University. Most importantly, the process by which the goals were derived from the

SWOT analyses and the process by which objectives were identified involved a cross section of employees

for broad based participation. Ultimately, this process ensures that all employees will see elements of their

contribution when they read the Strategic Plan.

How to Read the Goal Tables The draft 2019-2024 Strategic Plan is organised into goal tables which are grouped by goals. While each

goal has multiple supporting objectives, each goal table has one or more objective in support of that goal,

the actions steps to be taken to ensure the objectives are met and the measurable performance outcomes

which will determine the extent to which the action step has been accomplished and the objective met.

Once all of the objectives are achieved, as determined by the measurable performance outcome, the goal

should be met. Due to the interdependency of many of the institution’s functions, the work of more than

one department could support an objective. The goal tables often reflect this by assigning multiple action

steps to a given objective. Each action step is the responsibility of a Vice President, the budget head and

administrator ultimately responsible for the department and the achievement of the objective, or of the

position indicated in the goal table.

Row Label Description

Goal One of the 9 Strategic Goals identified by the University or one of the 6

Strategic Goals identified for UB-North.

Objective An initiative identified as being significant to achieving the specific Strategic

Goal.

Action Steps The activity that will be completed to ensure the objective is accomplished.





Measurable Performance

Outcome

The outcome that will be measured that determines the extent to which the

action step was completed successfully.

Frequency/Due Date The regularity with which the measurable performance outcome will be

measured and date by which the first successful measurement result is

expected. This does not measure how many times the action step is

completed.

Responsible The administrative area responsible for ensuring that the action steps to

support the objective are completed. In some instances, several

administrative areas may be responsible for an action step.

Ordering and Numbering the Goals and Objectives To aid navigation and reporting, each goal is assigned a number and each objective that supports that goal

is numbered in sequence. The overall goals have been ordered and numbered based on the general priority

and importance of each goal. Within each goal the objectives are ordered to reflect a general priority and a

clustering of similar objectives.

Number Goal

1 Improve Internal Controls and Accountability

2 Increase and Diversify Revenue and Funding Sources

3 Improve Operational Efficiencies/Customer Service for a Culture of Excellence

4 Increase Graduation Rate

5 Increase Student Enrolment

6 Improve Student Engagement

7 Grow a Culture of Research

8 Increase Community Engagement

9 Increase and Enhance University Profile

Putting the Strategic Plan in Context The 2019-2024 Strategic Plan is foundational in nature. It resists the grandiose goals typical of many

strategic plans. In fact, the majority of the activities described in this plan are designed to establish the

foundation upon which we continue to build the University.

This document has a slightly different format than has been used previously at The College of The Bahamas.

This change is designed to increase the readability of the document and, most importantly, to improve the

chances for a successful implementation. We do not want this plan to sit on a shelf; instead we want this

document to influence daily activities of every faculty, staff and student for the next five years. The plan

consists of a series of tables representing a broad view of the institution’s goals. This 5-year plan does not

contain specific details of how we intend to achieve each of these goals and, in some instances, we do not

yet have a measurable targets for some of our goals. In the case of increasing student enrolment, the

objective is to determine the theoretical maximum number of students the current physical infrastructure

can support. There is a strong emphasis on the development and approval of policies and procedures to

ensure the effective and consistent operation of the University.





We intend for University of The Bahamas to thrive and serve our country, the region and the world by

providing quality and relevant tertiary education for decades to come. This strategic plan is the foundation

upon which that ambition will be met.





Goal 1 Improve Internal Controls and Accountability

As a national institution with a mandate to advance the national development agenda, University of The

Bahamas has a responsibility to conduct its affairs relative to the safeguarding of risks, both reputational

and financial, in accordance with established protocols. Across the institution, UB must implement

measures to identify its exposure to risks and implement mechanisms to ensure accountability. Measures

to manage resources -- human, capital and material -- and control wastage and redundancies are needed

across the institution.

The most noteworthy outcome of the objectives in support this goal is the creation and approval of policies

and standard operating procedures which will result in the efficient and effective governance of the

institution.

Goal Improve Internal Controls and Accountability

Objective 1 Facilitate a smooth transition to shared governance

Action Steps Establish the bye-laws by

which the Board of

Trustees will be governed

Define terms of

reference for the

committees of the Board

of Trustees

Board of Trustees

committees functional

Measurable

Performance

Outcome

Bye-laws approved Committees established Committee meetings held,

decisions made, minutes

compiled, reports tabled

Frequency/

Due Date

2019 2019 2019

Responsible Board of Trustees Board of Trustees Board of Trustees


Objective 2 Facilitate a smooth transition to shared governance

Action Steps Establish the bye-laws by

which the Academic

Senate will be governed

Define terms of reference for

the committees of the

Academic Senate

Academic Senate

committees functional

Measurable

Performance

Outcome

Bye-laws approved Academic Senate

committees established

Committee meetings held,

decisions made, minutes

compiled, reports tabled

Frequency/

Due Date

2019 2019 2019

Responsible Academic Senate Academic Senate Academic Senate






Objective 3 Monitor and review the implementation of the 2019-2024 Strategic Plan

Action Steps Board of Trustees review

reports/updates regarding

progress of the strategic

goals

Board of Trustees review



goals

Board of Trustees review



goals

Measurable

Performance

Outcome

Report/update tabled at

Board of Trustees


Board of Trustees


Board of Trustees

Frequency/

Due Date

Semesterly Semesterly Annually

Responsible President Chief Internal Auditor Board of Trustees


Objective 4 Facilitate the implementation of the 2019-2024 Strategic Plan

Action Steps Define mechanism to create

annual goal plans and align

them with departmental

budgets

Define mechanism for

the approval of policies

Define mechanism for the

approval of standard

operating procedures

Measurable

Performance

Outcome

Standard operating procedure

approved

Policy on policy

maintenance approved

Standard operating

procedure on standard

operating procedure

creation and maintenance

approved

Frequency/

Due Date

2019 2019 2019

Responsible AVP Institutional

Strengthening &

Accreditation

AVP Institutional

Strengthening &

Accreditation

AVP Institutional

Strengthening &

Accreditation



Action Steps Create an annual goal plan Align goal plan with

departmental budget

Conduct holistic alignment

of annual goal plans

Measurable

Performance

Outcome

Goal plan created Goal plan and

departmental budget

aligned

Meetings minuted and plans

aligned

Frequency/

Due Date

Annually Annually Annually

Responsible VP Academic Affairs VP Academic Affairs VP Academic Affairs








departmental budget

Conduct holistic

alignment of annual

goal plans

Measurable

Performance

Outcome

Goal plan created Goal plan and departmental

budget aligned

Meetings minuted and

plans aligned

Frequency/

Due Date


Responsible Dean of Students Dean of Students Dean of Students




departmental budget



Measurable

Performance

Outcome


departmental budget

aligned

Meetings minuted and

plans aligned

Frequency/

Due Date


Responsible VP Administrative

Services

VP Administrative

Services

VP Administrative Services




departmental budget



Measurable

Performance

Outcome


departmental budget

aligned


aligned

Frequency/

Due Date


Responsible VP Finance VP Finance VP Finance




departmental budget



Measurable

Performance

Outcome


departmental budget

aligned


aligned

Frequency/

Due Date


Responsible VP Operations VP Operations VP Operations








departmental budget



Measurable

Performance

Outcome


departmental budget

aligned


aligned

Frequency/

Due Date

Annually Annually/ Starting 2019 Annually/ Starting 2019

Responsible Chief Information Officer Chief Information Officer Chief Information Officer




departmental budget



Measurable

Performance

Outcome


departmental budget

aligned


aligned

Frequency/

Due Date


Responsible VP Human Resources VP Human Resources VP Human Resources


Objective 12 Align institutional human resource needs with strategic goals

Action Steps Conduct institution wide

human resource audit

Assess alignment between

job function and skills

Review current

complement of persons by

department

Measurable

Performance

Outcome

Audit conducted and

tabled

Alignment report completed;

needs identified; job

descriptions updated

Review completed; report

prepared; personnel

reassigned as needed

Frequency/

Due Date

2020 2020 2021







Objective 13 Complete backlog of financial audits

Action Steps Complete 2013, 2014 and 2015 audits Complete 2016, 2017 and 2018 audits

Measurable

Performance

Outcome

External auditors sign off on audited

financial statements; management letter

prepared; reports submitted to Board of

Trustees

External auditors sign off on audited

financial statements; management letter

prepared; reports submitted to Board of

Trustees

Frequency/

Due Date

2019 2020

Responsible Financial Controller Financial Controller


Objective 14 Ensure the timely presentation and publication of audited financial reports

Action Steps Define a mechanism for the

presentation and publication

of financial reports

Develop dashboard and

reports for management

team

Publish audited financial

report

Measurable

Performance

Outcome

Mechanism defined; reports

prepared within ten working

days of the month end and

quarterly for Trustees

Dashboard operational;

reports published

External auditors sign off on

audited financial statements;

management letter prepared;

reports submitted to Board

of Trustees

Frequency/

Due Date

2020 2020 Annually

Responsible Financial Controller Financial Controller Financial Controller


Objective 15 Implement UB wide annual budgeting process consistent with accreditation

requirements

Action Steps Define an institution wide budget

process

Implement approved budget process

Measurable

Performance

Outcome

Policies and procedures approved and

implemented

Personnel trained; process in use by all UB

departments

Frequency/

Due Date

2019 2020

Responsible Financial Controller Financial Controller






Objective 16 Implement control mechanisms to manage donations raised by the President

Action Steps Define mechanism for lifecycle

management of donations received

Develop dashboard and donor reports

Measurable

Performance

Outcome

Policies and standard operating

procedures approved and implemented

Dashboard operational; reports published

Frequency/

Due Date

2020 Semesterly

Responsible President President


Objective 17 Implement control mechanisms to manage restricted funds

Action Steps Establish a Restricted

Funds Unit

Define mechanism for

effective stewardship of

restricted funds

Develop dashboard and

donor reports

Measurable

Performance

Outcome

Unit staffed with

requisite personnel and

resources

Policies and standard

operating procedures

approved and implemented

Dashboard operational;

reports published

Frequency/

Due Date

2019 2019 Semesterly



Objective 18 Establish an academic programme review cycle

Action Steps Establish 5-year review

cycle

Conduct self-studies Complete programme

reviews

Measurable

Performance

Outcome

Cycle approved by

Academic Senate

Self-studies completed

and submitted for external

review

Reviews completed;

academic unit response

tabled at Academic Senate

Frequency/

Due Date

2019 2024 2024

Responsible Academic Deans Academic Deans Academic Deans






Objective 19 Define a mechanism to ensure the privacy and confidentiality of information

Action Steps Review current

practices with

regard to privacy

and confidentially

Review current

practices with

regard to privacy

and confidentially

Review current

practices with

regard to privacy

and confidentially

Review current

practices with

regard to privacy

and confidentially

Measurable

Performance

Outcome

Policies and

procedures

approved and

implemented

Policies and

procedures

approved and

implemented

Policies and

procedures

approved and

implemented

Policies and

procedures

approved and

implemented

Frequency/

Due Date

Annually Annually Annually Annually


Services

Chief Information

Officer

VP Finance VP Human

Resources


Objective 20 Improve the management and storage of personnel records

Action Steps Define a mechanism for the retention of

personnel files

Digitize all personnel files in Human

Resources

Measurable

Performance

Outcome

Record retention policy approved 100% of personnel records scanned and

uploaded

Frequency/

Due Date

2020 2021

Responsible VP Human Resources VP Human Resources





Goal 2 Improve Operational Efficiencies/Customer Service for a Culture of Excellence

University of The Bahamas exists to serve its customers. In a competitive environment, University of The

Bahamas must be viewed as the institution of choice for incoming students. Further, it must retain and

graduate its students and maintain their connections post-graduation so that they become benefactors of the

institution. To do this, UB must cultivate a culture of excellence which governs the efficient operations of

all sectors of the institution and which is manifested in interactions with all customers – internal and external

- on a daily basis.

The cultivation, adoption and maintenance of a culture of excellence, which is characterized by efficient

operations, will require ongoing monitoring and training and the effective deployment and use of available

resources to ensure that individual departments see themselves as part of the whole.

Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence

Objective 1 Define a mechanism to track customer complaints and resolutions

Action Steps Establish a centralized mechanism for

the lodging of complaints

Define a reporting mechanism to track

complaints and resolutions

Measurable

Performance

Outcome

Mechanism defined and operational;

complaints logged

Dashboard operational; reports published

Frequency/

Due Date

Monthly Monthly

Responsible Dean of Students Dean of Students


Objective 2 Implement effective budget control mechanisms and techniques

Action Steps Align goal setting

process with budgets

Train relevant personnel in all

departments on the preparation

of zero based budgets

Budget compared to actual

Measurable

Performance

Outcome

Goals supported by

budgets

Personnel trained Report generated with detailed

explanations of variances by

departments between budget

and actual figures

Frequency/

Due Date

2021 2020 Monthly







Objective 3 Support budget and control mechanisms and techniques

Action Steps Prepare annual zero based

budgets

Prepare annual zero based

budgets


budgets

Measurable

Performance

Outcome

Budgets prepared and

approved


approved


approved

Frequency/

Due Date

Annually, three months

prior to fiscal year-end

Annually, three months prior

to fiscal year-end



Responsible VP Academic Affairs Dean of Students VP Administrative Services




budgets


budgets


budgets

Measurable

Performance

Outcome


approved


approved


approved

Frequency/

Due Date




to fiscal year-end



Responsible President Board of Trustees Chief Information Officer




budgets


budgets


budget

Measurable

Performance

Outcome


approved


approved


approved

Frequency/

Due Date




to fiscal year-end



Responsible VP Advancement VP Operations VP Human Resources



Action Steps Prepare annual zero based budgets

Measurable

Performance

Outcome

Budgets prepared and approved

Frequency/

Due Date

Annually, three months prior to fiscal year-end

Responsible VP UB-North






Objective 7 Improve the student payment experience

Action Steps Eliminate billing coding

errors

Eliminate billing coding

errors

Configure Banner to ensure

accurate student bills

Measurable

Performance

Outcome

Errors corrected Errors corrected 100% of bills calculated

accurately

Frequency/

Due Date

2019 2019 2020


Services

VP Academic Affairs Accounts Receivable


Objective 8 Improve the student payment experience

Action Steps Configure Banner/

CounterPoint to accept online

payments for tuition, fees,

transcripts, book store, etc.

Implement a UB

payment card

Provide information to

students on payment process

and deadlines

Measurable

Performance

Outcome

UB personnel trained; 90% of

students use the online

payment process

Card system

implemented and used

by students

Videography and written

communication prepared and

presented; fewer student

complaints

Frequency/

Due Date

2020 2020 2019

Responsible Chief Information Officer Chief Information

Officer

Director, Accounts

Receivable






Objective 9 Improve the deferred payment plan process and experience

Action Steps Implement

required modules

in Banner

Migrate to an

online application

and payment

process

Migrate to an annual

application and

approval process

Develop

communication plan

for students and

parents

Measurable

Performance

Outcome

Finance staff

trained on use of

module

85% of all

deferred payment

plan applications

processed online

Annual process

approved and

implemented

Videography and

written

communication

prepared and

presented; fewer

student complaints

Frequency/

Due Date

2020 2021 2020 Semesterly

Responsible Chief

Information

Officer

Director, Accounts

Receivable

Director, Accounts

Receivable

Director, Accounts

Receivable


Objective 10 Improve the financial aid process and experience

Action Steps Implement software to enable students to apply for financial aid and upload supporting

documents online

Measurable

Performance

Outcome

Document management

software installed

Financial Aid personnel

trained on use of software

95% of applications

submitted online

Frequency/

Due Date

2019 2019 2020

Responsible Chief Information Officer Chief Information Officer Director, Financial Aid &

Scholarships


Objective 11 Improve the payment processing turnaround time to vendors

Action Steps Define a mechanism

for processing of

general purchase

requisitions

Automate general

purchase

requisition process

Automate cheque

processing

Increase use of

direct deposits for

vendors

Measurable

Performance

Outcome

Policy approved Standard operating

procedures

approved; users

trained

Automated

cheques represent

more than 80% of

cheque payments

Direct deposits

represent more than

80% of vendor

payments

Frequency/

Due Date

Fall 2019 Fall 2019 Fall 2020 Spring 2020

Responsible Financial Controller Financial

Controller

Financial

Controller

Financial

Controller






Objective 12 Implement a more efficient student application process

Action Steps Implement an online

application process

Improve the efficiency of

the transfer credit process

Reduce the turnaround

time for the assessment of

transfer credits

Measurable

Performance

Outcome

90% of applications

processed online

80% of transfer credits

entered on transcripts

before advisement

90% of assessments

returned within two weeks

Frequency/

Due Date

2019 2020 2020

Responsible Director of Recruitment &

Admissions

Director of Recruitment &

Admissions

Academic Deans


Objective 13 Improve communication with student applicants

Action Steps Publish clear application

guidelines, academic and

financial criteria

Communicate with

applicants early and often

Automate communication

and feedback mechanisms

Measurable

Performance

Outcome

Website and all media

updated systematically

Use all forms of electronic

media, in-person and

audio/visual interactions

Responses automated; social

media interaction; robust

knowledge base established

Frequency/

Due Date

2020 2020 2020

Responsible Director of

Communications


Admissions

Chief Information Officer


Objective 14 Encourage student use of UB email

Action Steps Generate a UB email account for every

applicant

Establish policies and procedures to govern

email usage

Measurable

Performance

Outcome

100% of applicants have a UB email

account; 100% of accept letters sent to

UB email address

Policies approved; procedures

implemented

Frequency/

Due Date

2019 2020

Responsible Chief Information Officer Chief Information Officer






Objective 15 Improve the accuracy and delivery of student transcripts

Action Steps Configure Banner to calculate grade point

averages correctly

Implement an electronic transcript delivery

system

Measurable

Performance

Outcome

100% of grade point averages calculated

correctly

System implemented; students and alumni

request and pay for e-transcripts

Frequency/

Due Date

2019 2020

Responsible Registrar Registrar


Objective 16 Improve the course scheduling process

Action Steps Identify and reduce upfront

course schedule conflicts and

errors

Define a mechanism

to report scheduling

errors

Develop a sustainable

annual academic schedule

Measurable

Performance

Outcome

70% reduction in schedule

conflicts and errors

Scheduling error

reports produced

Annual schedule

implemented

Frequency/

Due Date

2020 2020 2020

Responsible VP Academic Affairs Registrar VP Academic Affairs


Objective 17 Improve the efficiency of the graduation assessment and processing procedure to

enhance the exit experience

Action Steps Implement Degree Audit

function

Ensure timely submission

of final grades

Reduce the turnaround

time for the processing of

graduation applications

Measurable

Performance

Outcome

All students admitted as of

Fall 2017 attached to a

programme via Degree Audit

100% of final grades

submitted as per the

policy

100% of applications

processed within four

days of receipt of final

grades

Frequency/

Due Date

2020 2019 2020

Responsible VP Academic Affairs VP Academic Affairs Registrar






Objective 18 Improve the efficiency of the academic advisement process

Action Steps Implement Degree Audit

function

Develop plan to

maximize synergies

between curricular and

co-curricular offerings

Reduce the number of advisement

errors

Measurable

Performance

Outcome

All students admitted as

of Fall 2017 attached to a

programme via Degree

Audit

Plan developed and

implemented

Reduction in number of students

enrolled in one course only in

their final semester; reduction in

number of students taking courses

out of sequence

Frequency/

Due Date

2020 2021 2022



Objective 19 Improve alumni/donor database system to record alumni/donor information and

facilitate improved communication

Action Steps Review industry standard database

platforms

Develop dashboard and reports to facilitate

communication

Measurable

Performance

Outcome

Database operational Dashboard operational; reports published

Frequency/

Due Date

2021 2021

Responsible VP Advancement VP Advancement

Objective 20 Improve the process for renting UB facilities


Action Steps Consolidate the management of UB’s

rental facilities

Streamline rental process

Measurable

Performance

Outcome

All rental opportunities consolidated

under Business Enterprise Unit

Reduced rental turnaround time

Frequency/

Due Date

2019 Quarterly

Responsible VP Finance AVP Business Enterprise






Objective 21 Improve the efficiency and effectiveness of the UB recruitment, hiring and separation

process

Action Steps Assess current practices

Configure Kronos to support

the recruitment, hiring and

separation process

Define a process for

the recovery of UB

assets

Measurable

Performance

Outcome

Policy and procedures


HR personnel and users

trained; 100% of hires and

dismissals documented

through system

Policy and standard

operating procedure

approved and

implemented

Frequency/

Due Date

2019 2020 2019



Objective 22 Improve the process by which new UB hires are supported

Action Steps Identify

technology

support for new

hires

Identify physical

plant

support/needs for

new hires

Define business

office requirements

for new hires

Establish an effective

orientation programme

for new hires

Measurable

Performance

Outcome

Policy and

standard

operating

procedure

approved and

implemented

Policy and

standard operating

procedure

approved and

implemented

Policy and standard

operating procedure

approved and

implemented

Standard operating

procedures approved;

all constituents

informed of new

process

Frequency/

Due Date

2019 2019 2019 2020

Responsible Chief

Information

Officer

VP Operations Financial Controller VP Human Resources


Objective 23 Complete the implementation of Banner to facilitate timely reports to accrediting

agencies

Action Steps Install Banner modules Install complimentary tools such as

Evisions and Kronos

Measurable

Performance

Outcome

All Banner modules installed and

operational; Ellucian consultants no longer

needed; UB personnel trained

Complimentary tools installed and

operational; consultants no longer

needed; UB personnel trained

Frequency/

Due Date

2020 2020







Objective 24 Improve communication within the institution

Action Steps Improve communication of

approved policies and

procedures

Create single shared

institutional calendar of

academic and non-

academic events

Develop an intranet for

internal communications

Measurable

Performance

Outcome

Policies and procedures

accessible to all

Calendar created and

accessible to all; usage

logged

Intranet operational and

available to all users

Frequency/

Due Date

2019 2019 2020

Responsible President Chief of Staff Chief Information

Officer





Goal 3 Increase and Diversify Revenue and Funding Sources

Chartered in November 2016, University of The Bahamas transitioned from a quasi-government institution

to an autonomous national university. As it continues to grow, the University needs to reduce its dependence

on the government subvention and become more financially independent and sustainable. As the Chief

Fundraiser, the President is directly responsible for leading this effort and, in partnership with the Vice

President Institutional Advancement and Alumni Affairs, will cultivate donors, host major fundraising

events and work on growing the University’s endowment.

Over the next five years, the Office of the Vice President Institutional Advancement and Alumni Affairs

will establish the infrastructure and donor base necessary to sustain a multi-year, comprehensive capital

fundraising campaign focused on capital, programme, endowment and unrestricted needs. The Office will

cultivate donors and friends and maintain and consistently improve the data integrity of the official alumni

and donor database of the University.

Academic Affairs is strategically situated to assist the Office of Institutional Advancement and Alumni

Affairs in fund- and friend-raising efforts. As academic leaders, Academic Deans and Chairs have a specific

role to play given their knowledge of academic programmes and their relationships with students. In

addition, there will be an obvious increase in revenue as a result of expanded programming and increases

in student enrolment.

Traditionally, universities have two major income periods: (1) the start of the fall semester, and (2) the start

of the spring semester. To ensure a more consistent revenue generation throughout the year, the Business

Enterprise Unit will work to increase revenue through the Chapter One Bookstore, campus eateries and

rental spaces. This unit will also aim to add another retail space in the next five years.

Goal Increase and Diversify Revenue and Funding Sources

Objective 1 Identify opportunities for the Office of the President to support fundraising activities

Action Steps Identify fundraising priorities

and opportunities for the

President

Identify potential donors Host fundraiser

Measurable

Performance

Outcome

Priorities identified Donors identified and

invited

Pledges secured;

donations received

Frequency/

Due Date

2020 Annually Annually

Responsible President President President






Objective 2 Assess the institutional capacity to support future campaigns

Action Steps Conduct a review of

previous campaigns

Conduct a review of existing

policies and procedures that

support campaigns

Conduct a review of

programmes and controls that

support campaigns

Measurable

Performance

Outcome

Review completed;

report tabled

Review completed; policies

and procedures created or

revised as needed

Review completed;

programmes and controls

implemented and revised as

needed

Frequency/

Due Date

2019 2020 2020

Responsible VP Advancement VP Advancement VP Advancement


Objective 3 Secure the external technical expertise to support campaigns

Action Steps Launch search for a

Campaign Counsel

Define Terms of Reference for

a Council for Advancement and

Support of Education

Launch search for wealth

screening services

Measurable

Performance

Outcome

RFP prepared; contract

signed; Campaign

Counsel retained

Terms defined; Council

functional; commencement of

active cultivation and

solicitation

Campaign metrics and

overarching goals implemented

Contract signed with

external vendor for

comprehensive wealth

screening

Frequency/

Due Date

2019 2020 2021



Objective 4 Establish partnerships with key corporations and foundations to build donor support base

Action Steps Establish an Office of

Corporate and

Foundation Relations

Assess current corporate and

foundation donors and

establish new partnerships

Solicit and secure new

corporate and foundation gifts

and/or grants

Measurable

Performance

Outcome

Office staffed with


resources

Assessment completed;

partnerships established

Pledges made; gifts and/or

grants secured

Frequency/

Due Date

2020 2020 2021







Objective 5 Grow alumni donor base

Action Steps Clean database to remove

corrupt and inaccurate

records

Engage a process to locate

missing alumni

Train and assign

development officers to each

Faculty/Academic Unit and

Department

Measurable

Performance

Outcome

Alumni records corrected;

data integrity increased

Alumni database updated;

reach rate increased to

50%

Officers assigned; training

completed; operating

procedures established;

performance indicators

approved

Frequency/

Due Date

2020 Annually 2020



Objective 6 Grow donor base and amount of major gifts in support of capital projects

Action Steps Identify Capital Naming

Opportunities and determine

minimum thresholds for

donor naming

Align naming

opportunities with

maintenance costs of the

capital asset

Provide naming

opportunities in perpetuity

or with “sunset provisions”

Measurable

Performance

Outcome

Opportunities identified;

thresholds determined

Policy reflects alignment

of naming opportunities

with maintenance costs

Policy reflects alignment of

naming opportunities in

perpetuity

Frequency/

Due Date

2019 2020 2020



Objective 7 Grow donor base and amount of major gifts in support of scholarships and programmes

Action Steps Identify currently funded

endowments and create new

endowment naming opportunities

Establish endowment

naming opportunities

Solicit and secure new

endowments

Measurable

Performance

Outcome

Donor funded endowments and

new opportunities identified;

initial goals established

Criteria created and

operationalized

Two endowment gifts

closed per annum

Frequency/

Due Date

2020 2020 2023







Objective 8 Provide opportunities for fund- and friend-raising to support academic programmes

Action Steps Identify fund- and friend-raising

opportunities

Solicit donations

Measurable

Performance

Outcome

Fund- and friend- raising opportunities

identified

Donations secured

Frequency/

Due Date

2021 2023

Responsible Academic Deans Academic Deans


Objective 9 Provide opportunities for legacy giving or gifts through estate planning

Action Steps Establish a Planned or

Deferred Gifts Programme

Create planned giving

policies and guidelines

Market planned gift options;

solicit and receive new

planned or deferred gifts

Measurable

Performance

Outcome

Plan established; goals

identified

Policies approved; gift

vehicles established

Two deferred gifts closed

annually

Frequency/

Due Date

2019 2019 2024



Objective 10 Grow the Annual Giving Programme

Action Steps Develop a communications plan to

increase donations to the Annual Fund

Host fundraising events to support the

Annual Fund

Measurable

Performance

Outcome

Annual Fund consistently receives more

than $100,000 each year

Events held; pledges made; donations

secured

Frequency/

Due Date

2024 2024



Objective 11 Increase bookstore and food services revenue

Action Steps Diversify the branded merchandise

offered in the bookstore

Assess food service needs

Measurable

Performance

Outcome

Needs assessed; merchandise

diversified; revenue increased

Needs assessed; number of customers increased;

revenue increased

Frequency/

Due Date

Annually Annually

Responsible AVP Business Enterprise AVP Business Enterprise






Objective 12 Improve the management of rental facilities

Action Steps Market rental facilities

Measurable

Performance

Outcome

Increase in rental income

Frequency/

Due Date

2020

Responsible AVP Business Enterprise


Objective 13 Develop a revenue source using athletic events

Action Steps Establish procedures for the

use of athletic events as a

revenue source

Identify potential

tournaments and

invitationals

Host tournaments and

invitationals

Measurable

Performance

Outcome

Procedures developed and

approved

Tournaments and

invitationals identified

Events held; revenue

earned

Frequency/

Due Date

2020 2020 2021/ every two years

Responsible Director, University

Athletics

Director, University

Athletics


Athletics


Objective 14 Develop a revenue source using the wireless infrastructure

Action Steps Establish policy for use of wireless

infrastructure as a revenue source

Establish relationships with vendors and

explore revenue opportunities

Measurable

Performance

Outcome

Policy approved Revenue opportunities identified; contracts

signed

Frequency/

Due Date

2020 2020







Objective 15 Increase .bs revenue stream

Action Steps Establish policies and procedures for high

demand domain names

Advertise in new markets

Measurable

Performance

Outcome

Policy and procedures approved; domain

revenue increased

.bs domains sold in expanded markets;

domain revenue increased

Frequency/

Due Date

2020 2020






Goal 4 Increase Graduation Rate

Increasing student enrolment, retention and ultimately persistence to graduation must be seen as integral to

the University’s success. The University is mandated to provide educational programmes that are current

and meet national development needs and must ensure that students are supported to completion.

The objectives which support the goal of increasing the graduation rate cut across several areas of the

institution. Specifically, during the next five years, efforts will focus on enhancing the mechanisms used

to advise, register and inform student progress and success through targeted peer tutoring, mentoring and

assistantship programmes and more robust academic support services including an enhanced First Year

University Experience.

Goal Increase Graduation Rate

Objective 1 Increase the retention of at-risk and gifted students

Action Steps Define mechanism to

identify target groups

Develop programmes to

assist at-risk and gifted

students

Develop communications plan

to promote programmes

Measurable

Performance

Outcome

Mechanism in place;

students identified

Programmes approved

and implemented;

students engaged

Retention of target groups

increased

Frequency/

Due Date

2020 2020 2020

Responsible Director of Academic

Counselling &

Advisement

Director of Academic

Counselling &

Advisement


Counselling & Advisement


Objective 2 Strengthen academic support services

Action Steps Review the Peer Tutoring

Programme

Implement an

Undergraduate Peer

Mentoring Programme

Implement a Graduate

Assistantship Programme

Measurable

Performance

Outcome

Revised Peer Tutoring

Programme approved and

implemented

Programme implemented;

students enrolled in

programme


assistantships granted

Frequency/

Due Date

2020 2021 2023

Responsible Director of Academic




Dean of Graduate

Programmes and Research






Objective 3 Strengthen academic support services

Action Steps Transform the First Year Seminar into

the First Year University Experience

Review the academic advisement model

Measurable

Performance

Outcome

Programme approved by Academic

Senate and implemented; initial

assessment completed

Model reviewed; new policy approved by

Academic Senate

Frequency/

Due Date

2022 2020

Responsible Director of Academic Counselling &

Advisement

VP Academic Affairs


Objective 4 Provide academic support services to student athletes

Action Steps Organize tutoring services

Measurable

Performance

Outcome

Tutoring services organized

Frequency/

Due Date

Semesterly

Responsible Director of Academic Counselling & Advisement


Objective 5 Improve the registration experience for students

Action Steps Increase usage of online registration facility

Measurable

Performance

Outcome

95% of all students register using the online facility; 95% of all registration activity

happens online

Frequency/

Due Date

Semesterly

Responsible Registrar


Objective 6 Institute a Social Safety Net Programme for students

Action Steps Create and implement

programme

Create a communications

plan

Maintain a confidential

database of students

Measurable

Performance

Outcome

Programme implemented Students enrolled Database populated and

reports published

Frequency/

Due Date

Spring 2020 Spring 2020 Each semester






Goal 5 Increase Student Enrolment The mission of University of The Bahamas highlights its responsibility to “advance and expand access to

higher education.” Toward this end, additional efforts must be made to market and brand the institution

and recruit and matriculate students. The objectives below focus on leveraging technologies to enable

access to better analytics to provide information on applicant trends, interests and needs. Such data will

inform strategies that should lead to increased student enrolment.

Increasing student enrolment, retention and ultimately persistence to graduation is integral to the

University’s success as an institution. As we engage our core business to provide educational programmes

that are current and meet national development needs, we must ensure that, at every opportunity, student

enrolment is facilitated and students are supported to completion.

Goal Increase Student Enrolment

Objective 1 Develop new graduate programmes

Action Steps Assess graduate

programme needs

Develop new graduate

programmes

Develop a marketing plan to

promote programmes

Measurable

Performance

Outcome

Needs identified;

report tabled

Ten new programmes

approved

Plan approved; students enrolled in

programmes

Frequency/

Due Date

2021 2022 2022

Responsible Dean of Graduate

Programmes and

Research

Academic Senate Dean of Graduate Programmes and

Research


Objective 2 Increase the number of students enrolled at UB

Action Steps Review and revise

admission policy

Identify enrolment

targets based on

existing human and

physical resources

Develop a strategic enrolment

management plan that includes

enrolment targets for Family

Island and international

students

Measurable

Performance

Outcome

Admission policy revised

and approved

Capacity documented;

targets identified

Committee struck; plan

approved and implemented;

enrolment targets met

Frequency/

Due Date

2019 2020 2021

Responsible Director of Recruitment &

Admissions AVP Institutional

Strengthening &

Accreditation


Admissions






Objective 3 Increase the accessibility of the physical facilities in compliance with the National

Commission for Persons with Disabilities

Action Steps Audit the campus against National

Commission for Persons with

Disabilities building accessibility

requirements

Develop and implement a plan to address

audit findings

Measurable

Performance

Outcome

Audit complete; report tabled Campus accessibility increased; matrix for

assessing accessibility approved; students

with disabilities increased

Frequency/

Due Date

Annually Annually

Responsible Director, Disabilities and Compliance VP Operations


Objective 4 Provide support and technical expertise for online course offerings to facilitate

enrolment

Action Steps Create new courses and redesign existing

ones

Improve infrastructure and delivery

mechanisms

Measurable

Performance

Outcome

10% of the credits in all programmes

available online; international students

registered

Bandwidth increased; dedicated servers

and resources installed

Frequency/

Due Date

2024 2020

Responsible Academic Senate Chief Information Officer


Objective 5 Integrate technology throughout the curriculum and grow online/hybrid

programmes/courses

Action Steps Increase training and support for full- and

part-time faculty on the use of technology,

hybrid and mixed modalities

Increase number of courses and

programmes offered through hybrid and

mixed modalities

Measurable

Performance

Outcome

50% of faculty trained 20% of courses and 10% of programmes

approved and offered; students enrolled

Frequency/

Due Date

2024 2024

Responsible Director of CeLEARN Academic Deans






Objective 6 Stimulate interest in UB

Action Steps Host Early Student Accept

Day

Create an interactive

campus map

Create feedback and

information forum

Measurable

Performance

Outcome

Early accept day instituted;

applicants matriculate

A better informed

student; GPS and other

navigational aids

operational

Message boards

operational; interactive

social media and content

effected

Frequency/

Due Date

2020 2020 2020

Responsible Academic Deans Chief Information Officer Director of

Communications


Objective 7 Leverage internationalization opportunities as a recruitment tool

Action Steps Develop Student Exchange

Agreements

Expand Study Abroad

opportunities/partners

Enhance recruitment and

retention of international

faculty

Measurable

Performance

Outcome

Memoranda of

Understanding signed;

student exchanges

increased

Memoranda of

Understanding signed;

number of Visiting

Faculty/Scholars increased

to 10% of faculty

complement

International faculty

comprise 20% of faculty

complement

Frequency/

Due Date

2021 2022 2020

Responsible Director of Global Studies

& Programmes

VP Academic Affairs VP Academic Affairs


Objective 8 Increase the support of University Libraries for academic programmes

Action Steps Engage faculty in collection expansion

exercise

Promote faculty and student use of collection

Measurable

Performance

Outcome

Collection increased Usage increased by 30%

Frequency/

Due Date

2022 2022

Responsible University Librarian University Librarian






Objective 9 Integrate Bahamian history, culture and tradition into the curriculum

Action Steps Review undergraduate

General Education

programme to ensure

integration of Bahamian

history, culture, tradition

Develop and launch

graduate programmes

focused on Bahamian

history, culture and

tradition

Enrol students in graduate

programmes focused on

Bahamian history, culture

and tradition

Measurable

Performance

Outcome

General Education

programme revised as

needed and approved by

Academic Senate

Graduate programmes

approved by Board of

Trustees

Students enrolled in

graduate programmes

Frequency/

Due Date

2020 2021 2022

Responsible Academic Senate Academic Senate Academic Senate





Goal 6 Improve Student Engagement

The Oakes Field Campus has long had a commuter campus culture. Residential housing is limited and is

used solely for a few Family Island students and scholarship athletes. An essential component of improving

student engagement is to transition to a campus that is increasingly residential. However, until additional

residences are complete, the Office of Student Affairs will work to provide more co- and extra-curricular

programming to increase the quality time students spend on campus. In particular, there will be an increased

focus on intramural athletics and team activities; increasing accessibility for students with disabilities, and

developing a robust student-staff programme.

Now that the University’s mascot Blu the Mingoe has been established, University Athletics will utilise

Blu more fully as an ambassador and will work to increase student attendance at athletic games, thus

deepening student engagement at these events.

While the Improve Student Engagement goal is not specifically highlighted among the goal tables outlined

below for Academic Affairs, arguably it is implicit in the anticipated action steps and outcomes.

Goal Improve Student Engagement

Objective 1 Provide leadership opportunities for students

Action Steps Identify leadership

training programmes and

partner organizations and

institutions

Establish procedures which

govern student engagement

in leadership opportunities

Identify students for

engagements

Measurable

Performance

Outcome

Programmes and

partnerships identified;

Memoranda of

Understanding signed

Procedures developed and

approved

Criteria established;

students engaged

Frequency/

Due Date

Semesterly 2020 Semesterly

Responsible Director, Greek Life and

Student Leadership

Director, Greek Life and

Student Leadership

Director, Greek Life and

Student Leadership


Objective 2 Provide an international experience for undergraduate students

Action Steps Incorporate an international

experience into every

bachelor degree programme

Solicit funds to support

international

experiences for students

Students participate in

international experiences

Measurable

Performance

Outcome

100% of bachelor degree

programmes require an

international experience by

Year 3

Fund established 100% of bachelor degree

students participate in an

international experience by

Year 3

Frequency/

Due Date

2024 2024 2024

Responsible VP Academic Affairs VP Advancement VP Academic Affairs






Objective 3 Increase engagement opportunities for under-represented student groups

Action Steps Develop outreach programme

for students with disabilities

Develop outreach

programmes for Family

Island students

Identify funding sources

to support programmes

Measurable

Performance

Outcome

Programmes developed;

marketing plan implemented;

students engaged

Programmes developed;

marketing plan

implemented; students

engaged

Sources identified;

donations received

Frequency/

Due Date

2020 2020 2020

Responsible Dean of Students Dean of Students VP Advancement


Objective 4 Implement a programme for the effective transition of first-year students to residence

life

Action Steps Assess current programmes and

student needs

Ensure the participation of all first year

residence life students in programmes

Measurable

Performance

Outcome

Programmes assessed; student needs

identified; new programmes

implemented

Student participation logged

Frequency/

Due Date

2020 Semesterly

Responsible Director of Residence Life Director of Residence Life


Objective 5 Enhance Student Affairs programming

Action Steps Assess current programmes and

student needs

Develop extra-curricular and co-curricular

programmes

Measurable

Performance

Outcome

Programmes assessed; student needs

identified

Programmes offered; marketing plan

implemented

Frequency/

Due Date

2020 Annually







Objective 6 Increase student attendance at athletic events

Action Steps Develop a marketing plan Develop an incentive programme for attendees

Measurable

Performance

Outcome

Plan implemented; attendance

increased by 20%

Programme implemented; attendance increased

by 20%

Frequency/

Due Date

Semesterly Semesterly

Responsible Director, University Athletics Director, University Athletics


Objective 7 Increase the utilization of the Student Union Building

Action Steps Create a plan to increase usage

Measurable

Performance

Outcome

Increase in the number of students who use the building’s facilities

Frequency/

Due Date

Semesterly

Responsible Dean of Students





Goal 7 Grow a Culture of Research A university’s focus on the creation of knowledge points to the importance of research not only for the

advancement of knowledge in the discipline but also for the advancement of the people the university

serves. The development of programmes, policies and procedures which inform and advance the

University’s agenda as well as the national development agenda must be grounded in data which result

from empirical investigations. As well, creative works including artistic and musical compositions,

essential forms of self-expression which help people acquire an increased awareness of themselves and

others, are developed in a culture which focuses on research and the creation and dissemination of new

knowledge.

To ensure its credibility as a university, University of The Bahamas must strengthen its research agenda

and cultivate an environment in which research is perceived to be as essential as teaching. As a result,

efforts to ensure a sustained focus on research must be integrated strategically across three keys areas of

the faculty sphere -- including appointments, development and assessment -- as well as the wider University

community.

Goal Grow a Culture of Research

Objective 1 Increase the research output of UB faculty

Action Steps Initiate targeted

professional development

and mentoring programme

Solicit funds to support

faculty research

Define recognition

mechanism for research,

scholarship and creative

work

Measurable

Performance

Outcome

Increase in the number of

faculty engaged in

research

Funds solicited; increase

in the number of faculty

receiving support

Policy approved; faculty

recognized

Frequency/

Due Date

2021 2023 2023

Responsible VP Academic Affairs VP Advancement VP Academic Affairs


Objective 2 Enhance current faculty appointment processes to increase UB’s research output

Action Steps Recruit faculty with a

proven track record for

research

Streamline the faculty

appointment process

Use Banner to manage

faculty appointment and

demographic data

Measurable

Performance

Outcome

90% of faculty hires have

a proven research track

record

Standard operating

procedures approved and

implemented; reduced

turn-around time from

submission of

employment application

to contract offer

100% of faculty

appointment and

demographic data in

Banner

Frequency/

Due Date

2021 2020 2020







Objective 3 Introduce a promotion and tenure system that places a higher value on faculty

research output

Action Steps Implement an assessment, promotion and tenure system which places a high value

faculty research output

Measurable

Performance

Outcome

Policy approved; assessment, promotion and tenure system implemented

Frequency/

Due Date

2024

Responsible Academic Senate


Objective 4 Advance research, scholarship and creative work through sponsored research and

grants

Action Steps Establish the Office of

Sponsored Research and

Grants

Identify grant and

sponsored research

opportunities

Define a mechanism to facilitate

faculty engagement in sponsored

research

Measurable

Performance

Outcome

Office staffed with


resources

Applications

submitted

Policies on reduced load and buy-

out model approved; faculty

research, scholarship and creative

work output increased

Frequency/

Due Date

2021 2021 2022

Responsible VP Academic Affairs AVP, Sponsored

Research and Grants

AVP, Sponsored Research and

Grants


Objective 5 Engage the undergraduate student body in research initiatives with “green” groups

Action Steps Identify local and international groups

Measurable

Performance

Outcome

Memoranda of Understanding signed; research findings shared

Frequency/

Due Date

Annually

Responsible Sustainability Coordinator






Objective 6 Ensure graduate programmes support the research initiatives outlined in the National

Development Plan

Action Steps Incorporate research elements of the National Development Plan into every graduate

programme

Measurable

Performance

Outcome

100% of graduate programmes incorporate a research element; graduate student

research output increased; research shared

Frequency/

Due Date

2024

Responsible Dean of Graduate Programmes and Research





Goal 8 Increase Community Engagement

As the national institution with its main campus situated near over-the-hill communities, it is essential that

University of The Bahamas reach beyond its walls, imagined and real, to help improve those communities.

This is a key component of the mission of the University. The Office of the President will lead this effort

by establishing an Office of Community Outreach to coordinate community service efforts for students,

faculty and staff and establish and maintain a database of community service hours.

Additionally, over the next five years, the Office of Student Affairs will institute a plan for campus wide-

community service. Also, the Department of Alumni Affairs will engage with alumni, offering affinity

programmes to ensure life-long relationships with the University.

Goal Increase Community Engagement

Objective 1 Establish an Office of Community Outreach to improve community involvement

Action Steps Hire Community Outreach

Coordinator

Create community

outreach plan

Define mechanism to

quantify outreach

Measurable

Performance

Outcome

Office established;

Coordinator hired

Plan created and

implemented

Dashboard published

Frequency/

Due Date

2020 2020 Every semester beginning

2021

Responsible Dean of Students Community Outreach

Coordinator

Community Outreach

Coordinator


Objective 2 Engage Senior Administration in community service

Action Steps Identify a community service project

for each senior administrator

VPs and AVPs involved in community

service projects

Measurable

Performance

Outcome

Community service projects

communicated

Engagement mechanism identified;

community service hours logged

Frequency/

Due Date

Annually beginning 2020 Annually beginning 2020

Responsible President Chief of Staff






Objective 3 Engage first year undergraduate students in community service

Action Steps Identify community service projects Students sign up for community service

Measurable

Performance

Outcome


communicated

Engagement mechanism identified; service

hours logged

Frequency/

Due Date




Objective 4 Offer Alumni Affinity programmes to engage and promote lifelong relationships with

alumni

Action Steps Create Alumni Affiliate or

Affinity Programmes and

Chapters with member

benefits

Partner with UB Alumni

Association Board and

local businesses to build

and expand member

benefits

Expand existing member

benefits and establish new

ones

Measurable

Performance

Outcome

Alumni Affiliate or

Affinity Programme and

Chapter launched

New benefits added to the

programme

Long term memberships

documented; new

memberships established

with at least twenty

companies

Frequency/

Due Date

2020 2020 2021

Responsible Director, Alumni Affairs Director, Alumni Affairs Director, Alumni Affairs


Objective 5 Increase awareness of the Alumni Association to encourage membership and

engagement

Action Steps Develop a plan to

promote the Alumni

Association

Develop a campaign to

increase student awareness

of the Alumni Association

Develop Alumni Association

Student Committee to

generate ideas and facilitate

communication

Measurable

Performance

Outcome

Plan developed and

implemented;

membership increased

Awareness campaign

developed and

implemented; student

awareness increased

Alumni Association Student

Committee formed

Frequency/

Due Date

Spring 2020 Spring 2020 Spring 2021

Responsible Director, Alumni Affairs Director, Alumni Affairs Director, Alumni Affairs






Objective 6 Ensure the Office of Alumni Affairs is structured to maximize the support and

engagement of alumni

Action Steps Review the Office of Alumni Affairs to

ensure appropriate personnel and

resources

Provide appropriate training

opportunities for staff in Alumni Affairs

Measurable

Performance

Outcome

Office staffed with appropriate personnel

and resources

Training provided and logged

Frequency/

Due Date

2020 Beginning 2020



Objective 7 Ensure the continued support and engagement of alumni

Action Steps Develop alumni engagement

programmes segmented by Faculty,

Academic Unit and Departments as

needed

Develop and host alumni affinity/networking

groups/events based on Faculty or Academic

Unit

Measurable

Performance

Outcome

Alumni Engagement Plan

developed, approved and

implemented

Affinity/networking groups established;

events held; attendance logged

Frequency/

Due Date

2020 2021



Objective 8 Ensure representation of external community on Advisory Boards and Search

Advisories to provide industry/professional input

Action Steps Identify relevant professional

bodies to advise on the

implementation of new

academic programmes

Identify relevant

professional bodies to

participate in the academic

programme review process

Identify relevant


serve on Search

Advisories

Measurable

Performance

Outcome

Members of professional

bodies serve on Advisory

Boards


bodies participate in

programme reviews

Professional bodies

represented on Search

Advisories

Frequency/

Due Date

2019 2019 2019







Objective 9 Increase community attendance at athletic events

Action Steps Introduce event incentives and

giveaways for attendees

Implement a frequent attendee programme

Measurable

Performance

Outcome

Giveaways introduced; increased

attendance at events

Frequent attendee programme initiated;

increased attendance at events

Frequency/

Due Date

Each semester starting Fall 2019 Each semester starting Fall 2019



Objective 10 Achieve membership in an international athletic association

Action Steps Evaluate various international athletic

associations

Submit application for membership in an

international athletic association

Measurable

Performance

Outcome

Associations evaluated; report tabled Application submitted; membership

approved

Frequency/

Due Date

2023 2024






Goal 9 Increase and Enhance the University Profile

While the institution has a forty-plus year history, the chartering of University of The Bahamas in 2016 has

created a new institution in many ways. The Office of the President will lead the goal of enhancing the

University profile by working on defining our new university system which will, in turn, determine how

we operate as an institution in an archipelago.

Further, by leveraging relationships with media partners and other stakeholders, the Office of University

Relations will raise the institution’s profile and increase the coverage of UB via print, radio, television and

online media. Also, over the next five years, this Office will develop a programming concept and

operational plan and launch a UB Mingoes TV show as well as increase TV and radio programming

promoting UB athletics.

Goal Increase and Enhance the University Profile

Objective 1 Establish a University of The Bahamas system

Action Steps Review various models Develop a model for the

University of The

Bahamas system

Propose an enrolment and

performance based budgeting

mechanism for the UB system

Measurable

Performance

Outcome

Report tabled Report tabled; University

system approved by Board

of Trustees

Report tabled; policy on

enrolment based budgeting

approved by Board of Trustees

Frequency/

Due Date

2020 2019 2022



Objective 2 Define the structure and nomenclature for the University

Action Steps Define the structure of

the non-academic units

Define the structure of the

academic units

Define a mechanism for the

maintenance of the

academic and non-

academic structure

Measurable

Performance

Outcome

Structure approved Structure approved Policy approved

Frequency/

Due Date

2019 2019 2019







Objective 3 Use the office of the President to enhance the profile of the University

Action Steps Speak at local, regional

and international

conferences and events

Create a Master Class

series taught by the

President

Host President’s Lecture

Series with a focus on

Bahamian history, culture and

traditions

Measurable

Performance

Outcome

Presentations logged Participants enrolled;

Classes held

Lectures held; attendance

logged

Frequency/

Due Date




Objective 4 Expand the national and international brand recognition by highlighting professional

development and related experiences of faculty and staff

Action Steps Track expenditure, professional

development and related experiences of

faculty and staff

Assess impact of professional development

and related experiences of faculty and staff

on instructional effectiveness, research,

scholarship and creative work and service

Measurable

Performance

Outcome

Report on expenditure and participation

tabled

Assessment tool developed; impact

quantified; report tabled

Frequency/

Due Date

2020 2020

Responsible Academic Deans VP Academic Affairs


Objective 5 Expand the national and international brand recognition by positioning students, faculty,

staff and administrators as subject matter experts whose perspectives are sought on

various national and topical issues

Action Steps Increase the number

of news releases on

events such as

research activities,

athletics, etc.

Develop strategies

to engage local

media

Launch UB

Broadcasting

Service

Go live with new

website and

integrated UB app

Measurable

Performance

Outcome

75% increase in

news releases for

each area such as

research activities,

athletics, etc.

Events hosted;

media participation

logged

Service launched;

stations

transmitting

New website

launched; 75% of

students using UB

app

Frequency/

Due Date

2020 2020 2021 2021

Responsible Director, University

Relations

Director,

University

Relations

Director,

University

Relations


Relations






Objective 6 Provide opportunities for international experiences for faculty and staff

Action Steps Implement partner agreements and

Memoranda of Understanding

Implement partner agreements and

Memoranda of Understanding

Measurable

Performance

Outcome

Increase in number of faculty

attachments/exchanges

Increase in number of staff

attachments/exchanges

Frequency/

Due Date

2021 2021

Responsible VP Academic Affairs VP Human Resources


Objective 7 Increase collateral support of recruitment efforts to enhance the profile of UB

Action Steps Produce campus and general

information brochures

Produce academic

brochures for each unit

Document the history of

the institution

Measurable

Performance

Outcome

Use general information

brochures in national and

international promotional

campaigns

Use of academic

brochures in recruitment

and marketing strategies

Document published

Frequency/

Due Date

2020 2020 2022

Responsible VP Academic Affairs VP Academic Affairs Director of Oral and

Public History Institute


Objective 8 Promote student athletic, academic and leadership events and achievements

Action Steps Develop and implement a plan to

promote events and achievements

Organize systematic coverage of events and

achievements

Measurable

Performance

Outcome

Plan approved; plan implemented;

events and achievements promoted

Increased coverage of events and achievements

Frequency/

Due Date

2019 2019

Responsible Director of Communications Director of Communications


Objective 9 Define a mechanism to improve and refresh website design and content

Action Steps Ensure platform exists to facilitate

content refresh

Define a process to ensure quality and

appropriateness of design and content

Measurable

Performance

Outcome

Platform installed and users trained Policy and Standard Operating Procedures


Frequency/

Due Date

2020 2020

Responsible Chief Information Officer Director of Communications






Objective 10 Increase awareness of sustainability practices

Action Steps Create communication plan Define awareness matrix

Measurable

Performance

Outcome

Plan created and implemented Awareness matrix defined

Frequency/

Due Date

2020 2020

Responsible Sustainability Coordinator Sustainability Coordinator


Objective 11 Establish a framework for diversity, inclusivity and equity across the student body

Action Steps Requisite training for all employees Create a series of customer feedback surveys

for each department

Measurable

Performance

Outcome

Training done Surveys created, distributed and results

collected

Frequency/

Due Date

Fall 2020/annually Each semester






UB-North

The University of The Bahamas-North (UB-North) in east Grand Bahama is situated on a 50-acre

development that is a part of the 220 acres granted to the University by the Grand Bahama Port Authority.

It is destined to become an incubator for entrepreneurship and innovation, while bolstering the industrial

and maritime industries on the island. Nestled on land in East Grand Bahama – where the potential for

residential, infrastructural and business development in the surrounding neighborhoods is great – University

officials are solidifying partnerships for progress.

The facility consists of 18 classrooms, four faculty offices, library, computer and science laboratories, a

bookstore, cafe, conference room and an administrative area. UB-North has an enrollment of approximately

500 students. It caters to both full and part-time students pursuing bachelor degrees in education and

business administration (accounting and management). An associate degree in computer information

systems is also offered, in addition to Mathematics and English for adults.

The campus is an anchor, one that will propel the development and growth of the Grand Bahama

community, while contributing significantly to the growth of the country. Like the Oakes Field Campus in

New Providence, the campus in Grand Bahama is tapped for infrastructural expansion. It will be

transformed from a commuter to residential campus with a new technology resource centre and library; a

cafeteria with both self-service and traditional dining; a fully staffed health centre; study areas; and other

amenities. Additionally, thanks to a $3 million donation from the Port Authority, UB-North officially

opened its first residential facility - Hawksbill Hall – on 7 May 2018. The campus’ first residential will

provide housing and accommodations for approximately 60 students.





Goal 1 Increase Campus Autonomy and Operational Efficiency

Autonomy for UB-North been a stated priority of successive leaders of UB. The University Transition

Secretariat Report of 2013 spoke to “a fundamental change in the role NBC plays, beginning with a

restructuring, setting up systems and technology for an autonomous administration within the University.”

The necessity of this change was echoed by President Rodney D. Smith in 2015: “In order for [UB-North]

to grow, develop and meet the needs of the Northern Bahamas it must have greater autonomy . . .The Grand

Bahama Campus must have its own president, senior administrative team and leadership suited to its unique

role in driving both regional and subsequently, national development. With its own leadership team, this

campus can focus solely on its own mission and ensuring that it is achieved.”

Implicit in the devolution of authority and the establishment of objective criteria for resource allocation is

acceptance of the principle that an imbalance in resource allocation and authority inadvertently discriminate

unjustly against citizens of the northern Bahamas.

Goal Increase Campus Autonomy and Operational Efficiency

Objective 1 Appoint a chief executive who has final authority for the strategic direction of UB-

North and who reports directly to the Board of Trustees

Action Steps Define job description and engage search process

Measurable

Performance

Outcome

Chief executive appointed

Frequency/

Due Date

Fall 2023

Responsible Board of Trustees


Objective 2 Institute equitable budgeting measures for UB-North to better support its growth and

orderly operation

Action Steps Define a mechanism to enable UB-North

to retain all Capital Development, Student

Activities, Business Enterprise revenue

and other fees collected at UB-North

Define a mechanism to enable UB-North

to receive subvention, bursary and

endowment funds

Measurable

Performance

Outcome

UB-North fee allocation policy approved Cabinet paper approved

Frequency/

Due Date

Fall 2020 July 2023

Responsible Board of Trustees President






Objective 3 Improve efficiency of business office operations

Action Steps Establish a bank account for UB-North

and give signing authority to UB-North

administrators

Establish a fully operational business

office

Measurable

Performance

Outcome

Vendors paid in a timely manner Business Office staffed with relevant

personnel and resources

Frequency/

Due Date

Fall 2019 Fall 2021

Responsible Office of the President, VP Finance,

Board of Trustees

VP UB-North





Goal 2 Increase Community Engagement and Enhance Campus Profile

The objectives for this goal reflect the need to significantly improve the profile and prestige of the campus

for the purpose of improving recruitment and the potential for fundraising.

Goal

Increase Community Engagement and Enhance Campus Profile

Objective 1 Establish an Office of Community Outreach to improve community involvement

Action Steps Hire Community Outreach

Coordinator

Create community

outreach plan

Define mechanism to

quantify outreach

Measurable

Performance

Outcome

Office established and

Coordinator hired

Plan created and

implemented

Dashboard published

Frequency/

Due Date

2020 2020 Every semester beginning

2021

Responsible VP UB-North Community Outreach

Coordinator

Community Outreach

Coordinator

Goal Increase Community Engagement and Enhance Campus Profile

Objective 2 Increase the student body participation in community service

Action Steps Identify community service projects Students sign up for community service

Measurable

Performance

Outcome


communicated

Students involved in community service

projects; service hours logged

Frequency/

Due Date


Responsible Dean of Students UB-North Dean of Students UB-North


Objective 3 Increase awareness of the UB-North Alumni Association to encourage membership

and engagement

Action Steps Develop a plan to

promote and revitalize

the Alumni Association

Develop a campaign to

increase student awareness

of Alumni Association

Create UB-North Alumni

presence on the UB-North

website

Measurable

Performance

Outcome

Plan developed and

implemented;

membership increased

Awareness campaign

developed and implemented;

student awareness increased

Pages created and

maintained

Frequency/

Due Date

Spring 2020 Spring 2020 2022

Responsible Alumni Affairs and

Development Officer

Alumni Affairs and

Development Officer

Webmaster






Objective 4 Increase the visibility of UB North and engagement of external stakeholders

Action Steps Hold conferences and

public forums

Produce UB-North live

television show

Produce bi-annual newspaper

inserts on UB-North

Measurable

Performance

Outcome

Four events held Broadcasts aired Inserts published

Frequency/

Due Date

Annually 12 shows per semester on

TV and radio by 2020

2021

Responsible VP UB-North VP UB-North VP UB-North


Objective 5 Ensure representation of external community on Advisory Boards and Search


Action Steps Identify relevant professional

bodies to advise on the

implementation of new

academic programmes

Identify relevant


participate in the academic

programme review process

Identify relevant


serve on Search

Advisories

Measurable

Performance

Outcome


bodies serve on Advisory

Boards


bodies participate in

programme reviews

Professional bodies

represented on Search

Advisories

Frequency/

Due Date

2021 2021 2021

Responsible AVP Academic Affairs AVP Academic Affairs AVP Academic Affairs


Objective 6 Increase social media presence

Action Steps Increase social media

presence across

platforms

Hire Social Media

Influencers

Create UB-North website &

hire webmaster

Measurable

Performance

Outcome

Platforms acquired;

Followers increased

Student Social Media

Influencers hired; Increased

engagement on social media

and attendance at UB-North

events

www.ubnorth.edu.bs created

and populated; webmaster

hired

Frequency/

Due Date

2020 2021 2022






Goal 3 Increase Student Enrolment, Retention and Graduation Rates

UB-North faces four major challenges with respect to this goal. It is in a remote location some distance

from population centres; it is limited in terms of faculty complement and degree programmes offered to

completion; it has limited physical resources to support higher education in terms of instructional facilities

and the provision of ancillary services; and lastly, final authority on a number of key administrative

decisions rests in New Providence which creates delays, incorrect analysis of situations on the ground,

harmful application of blanket practices and low staff and faculty morale.

Goal Increase Student Enrolment, Retention and Graduation Rates

Objective 1 Develop a master plan for UB-North

Action Steps Consult stakeholders on

campus needs and

design

Collaborate with strategic

partners in the master

planning process

Master plan drafted and

shared with internal and

external stakeholders

Measurable

Performance

Outcome

Meetings held Partners identified and

meetings held

Meetings held; Master

Plan approved

Frequency/

Due Date

2019 2019 Fall 2019



Objective 2 Establish a mechanism to manage the academic affairs of UB-North

Action Steps Appoint an Associate VP of Academic

Affairs

Establish a Faculty Senate

Measurable

Performance

Outcome

Associate VP of Academic Affairs

appointed

Faculty Senate established by statute; bye-

laws approved; meetings held

Frequency/

Due Date

2021 2022

Responsible VP UB-North Board of Trustees


Objective 3 Increase the efficiency and effectiveness with which UB-North hires faculty

Action Steps Establish a Human Resource

department

Ensure representation of external community on

UB-North Search Advisories to provide

industry/professional perspective on faculty hires

Measurable

Performance

Outcome

HR office staffed with relevant

personnel and resources

Professional bodies represented on Search

Advisories

Frequency/

Due Date

2020 2020

Responsible VP UB-North Dean of Faculty






Objective 4 Increase the number of students enrolled at UB-North

Action Steps Increase the number

of programmes

offered to completion

Introduce niche and STEM

programmes

Offer as much of the BSc in

Nursing in UB-North as

possible

Measurable

Performance

Outcome

Three additional

programmes offered

to completion

Three programmes

approved; students enrolled

Number of years of the

programme completed at UB-

North increased

Frequency/

Due Date

2024 2024 Maximum percentage of the

BSc in Nursing offered at UB-

North by 2022

Responsible Dean of Faculty Dean of Faculty Dean of Faculty


Objective 5 Increase international student enrolment

Action Steps Develop a recruitment plan to increase

international visibility

Enrol international students

Measurable

Performance

Outcome

Plan approved Increase in international enrolment

Frequency/

Due Date

2020 10 students by 2024

Responsible


Objective 6 Increase the number of students enrolled in online courses

Action Steps Create online course offerings Offer more courses via live streaming

Measurable

Performance

Outcome

Number of online offerings


Number of courses offered via live streaming

Frequency/

Due Date

4 per academic year starting 2021 Annual increase of courses offered year over

year starting 2021

Responsible Director of UB Open Learning Dean of Faculty


Objective 7 Increase marketing and recruitment efforts

Action Steps Establish Office of University Relations

and Marketing

Develop a recruitment plan

Measurable

Performance

Outcome

100% increase in social media, print and

broadcast advertising

Plan approved and implemented

Frequency/

Due Date

Fall 2020 By 2021

Responsible VP UB-North Recruitment Officer






Objective 8 Increase institutional support for at-risk students

Action Steps Develop a Strategic

Enrolment

Management plan

Determine risk factors &

recommended actions

Establish an Office of Student

Success, Counselling and

Support Services

Measurable

Performance

Outcome

Office established Data analysis reports

including

recommendations,

implementation

Office established

Frequency/

Due Date

2021 Annual reports starting

2021

2020

Responsible Assistant Registrar Assistant Registrar Dean of Students UB-North


Objective 9 Increase access to UB-North for non-traditional students

Action Steps Relocate

CeLEARN to

downtown Freeport

Increase enrolment in

personal and

professional

development course

offerings

Increase winter

resident

enrolment in UB

courses

Increase number of

audited courses

Measurable

Performance

Outcome

CeLEARN

relocated &

launched

Enrolment increased

by 15% per year

Winter residents

enrolled

Courses being

audited increased by

5% per year

Frequency/

Due Date

Fall 2019 2021 2020 2020

Responsible Director of

CeLEARN

Director of

CeLEARN

Director of

CeLEARN

Director of

CeLEARN


Objective 10 Improve student access to campus

Action Steps Provide a more reliable economical transport system

Measurable

Performance

Outcome

Increased frequency and use of shuttle transport

Frequency/

Due Date

Fall 2021







Objective 11 Establish a mechanism to manage student services at UB-North

Action Steps Appoint an Assistant Registrar Appoint a Financial Aid Officer

Measurable

Performance

Outcome

Assistant Registrar appointed Officer appointed

Frequency/

Due Date

Fall 2019 Fall 2020

Responsible VP UB-North VP UB-North


Objective 12 Provide a wider variety of amenities and services to the student body

Action Steps Conduct a needs assessment survey of the

campus and surrounding community

Enter into a public private partnership to

develop a shopping plaza on campus

Measurable

Performance

Outcome

Survey conducted and data analysed Shopping plaza open for business.

Frequency/

Due Date

Fall 2020 Fall 2021

Responsible Dean of Students UB-North Dean of Students UB-North





Goal 4 Improve the Student Experience

The objectives for this goal reflect the need to significantly enhance the services and amenities available

for UB-North students. Students have choices in terms of higher education and UB-North seeks to be their

institution of first choice

Goal Improve the Student Experience

Objective 1 Assist students in job and graduate school placement

Action Steps Define a mechanism to

track graduate job

placement and performance

Establish an Office of

Career Services

Develop mechanism for

career placement and

academic advancement

Measurable

Performance

Outcome

SOP approved; Job

placement and employment

data published

Office established and

resourced; increase in

internship programs

and employment rate of

graduates

Job fairs, career placement

Frequency/

Due Date

2020 2021 2021



Objective 2 Increase library support services

Action Steps Increase the usable

physical space for

library services

Increase number of

participants receiving

information literacy

skills instruction

Provide a mix of

study, technology,

group, individual,

quiet and social

spaces

Design and

build a new

library

Measurable

Performance

Outcome

Library usable

space increased;

more students

serviced

Number of

participants increased

by 30%

Redesign of library

completed;

furniture installed

in library

Library

constructed;

occupancy

permit received

Frequency/

Due Date

2020 2020 2020 2024

Responsible VP UB-North Dean of Faculty VP UB-North VP UB-North






Objective 3 Improve access to cutting edge technology

Action Steps Improve wireless

infrastructure

Implement multi-purpose

identification and access

control

Introduce remote resources;

BYOD

Measurable

Performance

Outcome

Wireless bandwidth

improved; wireless

coverage expanded;

improve in classroom

resources

Single ID card for

identification, access

control, payment and

location monitoring

Online improve and

expanded; resources;

reduce the need to rely on

on-campus labs;

Frequency/

Due Date

2019 2020 2020

Responsible Chief Information Officer Chief Information Officer Chief Information Officer


Objective 4 Create connected classrooms

Action Steps Implement video and

interactive technology

in classrooms and labs

Provide high speed data

connectivity in classrooms

and labs

Resources for remote class

delivery and wireless access

to materials

Measurable

Performance

Outcome

Required technology

installed; faculty and

students trained on use

and benefits

Equipment installed to

drive bandwidth needs;

industry trends to stay in

tune with developments

monitored

Faculty able to deliver online

content; ability to collaborate

and link remote sites in real

time established

Frequency/

Due Date

2020 2020 2021

Responsible VP Academic Affairs Chief Information Officer Chief Information Officer


Objective 5 Provide hands-on learning experiences

Action Steps Engage students in real

world projects

Create internship

opportunities

Create collaborative

/innovation spaces and

projects

Measurable

Performance

Outcome

Students involved in

departmental

deliverables; student

lead projects

supported/sponsored

Relationships established

with businesses to employ

students in areas related to

their field of study

Innovation lab established;

UB radio/TV production

studio created; students

involved in research activities

Frequency/

Due Date

2019 2021 2022







Objective 6 Increase Study Abroad and student exchange opportunities

Action Steps Assign responsibility for Global

Studies & Programmes for UB-North

Expand abroad opportunities for UB-North

students

Measurable

Performance

Outcome

Personnel assigned Abroad experiences increased

Frequency/

Due Date

2020 One per year by 2021

Responsible VP Academic Affairs Global Studies & Programmes


Objective 7 Create physical spaces to support non-academic student engagement

Action Steps Create a student union

hall/building

Create additional covered

seating areas for students

Design and build athletic

facilities on campus

Measurable

Performance

Outcome

Facility occupied Seats created to

accommodate an additional

50 students

A field for jogging, flag

football soccer/rugby and a

beach volleyball space created

Frequency/

Due Date

2021 2020 2021

Responsible VP UB-North Dean of Students VP UB-North


Objective 8 Identify student needs to guide campus activities

Action Steps Establish mechanisms to solicit student

feedback

Develop action plans based on student

feedback

Measurable

Performance

Outcome

Catalogue feedback results Establish written action plans to address

and improve activities

Frequency/

Due Date

2019 2020

Responsible Dean of Students VP UB-North


Objective 9 Develop mechanism to document non-academic student activities

Action Steps Record student

accomplishments

Maintain all student non-

academic activities in

Banner

Develop a robust student

advisor and mentorship

programme

Measurable

Performance

Outcome

Co-curricular transcript

details maintained; total

student profile (not just

academic) maintained

Co-curricular transcript

details maintained; goals,

extra-curricular activities,

volunteer groups, Greek

involvement; etc. recorded


advisement error reduced to

5 per semester

Frequency/

Due Date

2019 2019 2019

Responsible Dean of Students Dean of Students Dean of Faculty






Objective 10 Increase opportunities to participate in Intramural Sports and Physical Education

classes

Action Steps Appoint a

Coordinator of

Intramural Sports

Introduce more physical

education courses

Create covered seating for

students at the

basketball/volleyball court

Measurable

Performance

Outcome

Coordinator hired Fully subscribed physical

education courses

developed and offered

Seating for 50-100 students

erected

Frequency/

Due Date

2020 2 per year starting 2020 2020

Responsible VP UB-North Dean of Faculty VP UB-North


Objective 11 Improve campus security

Action Steps Hire adequate

compliment of full time

security and Campus

Police

Complete installation of video

surveillance cameras on

campus

Eliminate private

security

Measurable

Performance

Outcome

Staff hired System installed at Hawksbill

Hall and downtown

CeLEARN Centre

Private security replaced

with full time staff

Frequency/

Due Date

2020 2020 2021



Objective 12 Improve campus maintenance

Action Steps Develop a maintenance

plan

Hire a Director of

Maintenance

Implement maintenance plan

Measurable

Performance

Outcome

Plan completed and

approved

Position filled Annual report on maintenance

performance

Frequency/

Due Date

2020 2020 2020

Responsible VP UB-North VP UB-North Director of Maintenance






Objective 13 Establish a separate brand identity for UB-North to foster loyalty and pride on

campus and in the community

Action Steps Hire a Graphic

Artist

Conduct branding

consultations with

stakeholders

Initiate a branding

competition and

select best designs

Create brand

guidelines based

on the winning

concept and

launch brand

Measurable

Performance

Outcome

Graphic Artist

hired

Public consultations

and focus groups

held

Designs submitted;

winners selected

Brand launched

Frequency/

Due Date

2020 2020 2021 2022

Responsible VP UB-North VP UB-North VP UB-North VP UB-North





Goal 5 Develop a Culture of Research

The objectives for this goal reflect the need to increase faculty and student participation in research. This

will in turn increase the prestige of UB-North and make the campus more attractive to high performing

faculty and students.

Goal Develop a Culture of Research

Objective 1 Increase the number of faculty and students who conduct research

Action Steps Develop a UB-North Research Strategic

and Action Plan

Establish a UB-North Faculty and Student

Research Advisory Board

Measurable

Performance

Outcome

UB Research Strategic and Action Plan

completed

20% increase in the number of faculty and

students who participate in research projects

over 5 years

Frequency/

Due Date

2020 2020

Responsible Dean of Faculty Dean of Faculty


Objective 2 Increase the number of grants secured by faculty and students at UB-North

Action Steps Establish a Research Grant Committee

Measurable

Performance

Outcome

Committee established; funding awarded for faculty research grants

Frequency/

Due Date

2020

Responsible Dean of Faculty


Objective 3 Increase the number of physical spaces for research-based projects

Action Steps Create two additional laboratories (Science, Engineering & Technology)

Measurable

Performance

Outcome

Additional physical space created for conducting research-based projects

Frequency/

Due Date

2021






Goal 6 Increase and Diversify Revenue and Funding Sources

The objectives for this goal reflect the need to increase revenue streams to UB-North. CeLEARN has major

un-tapped potential in Grand Bahama and the industrial sector is not adequately engaged in the process of

development for the campus. Business Enterprise and Annual Fund are also key tools in this effort.


Objective 1 Formalize engagement with Grand Bahama’s industry leaders

Action Steps Re-establish an Advisory Board for UB-North, chaired by a member of the Board of

Trustees

Measurable

Performance

Outcome

Industry leaders constitute the Board

Frequency/

Due Date

Meetings held quarterly or bi-annually starting Fall 2020



Objective 2 Strengthen the competitive position of CeLEARN

Action Steps Launch a marketing campaign Increase engagement with GB business

community

Measurable

Performance

Outcome

Plan created and implemented Various events held

Frequency/

Due Date

2021 2020

Responsible Director of CeLEARN Director of CeLEARN






Objective 3 Grow UB-North Annual Fund

Action Steps Define a

mechanism

for online

donations

Develop a

communications

plan to engage

faculty & staff to

participate in

annual fund

programs

Grow annual

fund by 10k a

year

Develop a

Signature

Annual Event

Fundraiser

Create UB-

North Annual

fund policy

Measurable

Performance

Outcome

Online

donation

mechanism

operational

Faculty & staff

participate in

annual giving

programs increase

Annual fund

goal achieved

Event held Policy approved

Frequency/

Due Date

2020 2020 Annually as

of 2019

Annual as of

2020

2020

Responsible Alumni

Affairs &

Development

Alumni Affairs &

Development

Alumni

Affairs &

Development

Alumni

Affairs &

Development

Alumni Affairs

& Development


Objective 4 Increase Business Enterprise initiatives

Action Steps Explore alternative

revenue sources

Increase dorm occupancy in

Summer months

Increase dorm occupancy in

Fall/Spring semesters

Measurable

Performance

Outcome

Revenue sources

implemented

Occupancy increased to

50%

Occupancy increased to 100%

Frequency/

Due Date

1 per year starting

2020

2020 Per semester 2021



Objective 5 Increase Business Enterprise initiatives

Action Steps Hire a Director of

Business Enterprise

Implement marketing plan

for Business Enterprise

initiatives

Increase food services revenue

and the sale of paraphernalia

Measurable

Performance

Outcome

Director hired Marketing plan approved Revenue increased by 30% in

each case

Frequency/

Due Date

2020 2021 2021

Responsible VP UB-North Director of Business

Enterprises

Director of Business

Enterprises





List of Objectives by Goal

List of objectives by goal and area

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Objective Name

10 1 1 Facilitate a smooth transition to the Board of Trustees to ensure shared

governance

20 1 2 Facilitate a smooth transition to the Academic Senate to ensure shared

governance

10 1 3 Monitor and review UB operations and the performance of the President

regarding the implementation of the strategic plan

13 1 4 Ensure a successful implementation of the strategic plan









90 1 13 Align institutional human resource needs with strategic goals

50 1 14 Complete backlog of financial audits

50 1 15 Ensure the timely presentation and publication of audited financial reports

50 1 16 Implement UB wide annual budgeting process as per accrediting agency

requirements

13 1 17 Establish and implement budget and control mechanisms to manage donations

raised by the President

50 1 18 Establish and implement budget and control mechanisms to manage restricted

funds

20 1 19 Establish an academic programme review cycle for graduate, undergraduate,

diploma and certificate programmes

40 1 20 Define mechanisms to ensure the privacy of the information collected from

customers

90 1 21 Improve the management and storage of personnel records

13 2 1 Identify fundraising priorities and opportunities for the President

60 2 2 Assess the institutional capacity to support future campaigns

60 2 3 Secure the external technical expertise to support campaigns

60 2 4 Establish partnerships with key corporations and foundations to build donor

support base

60 2 5 Grow alumni donor base

60 2 6 Grow donor base and amount of major gifts in support of capital projects

60 2 7 Grow donor base and amount of major gifts in support of scholarships and

programmes





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Objective Name

80 2 8 Improve the deferred payment plan process and experience

20 2 8 Increase revenue through fund- and friend-raising opportunities to support

academic programmes

60 2 9 Provide opportunities for legacy giving or gifts through estate planning

60 2 10 Grow the Annual Giving Programme

50 2 11 Increase bookstore and food services revenue

50 2 12 Improve the management of rental facilities

40 2 13 Develop a revenue source using athletic events

80 2 14 Develop a revenue source using the wireless infrastructure

80 2 15 Increase .bs Revenue Stream

20 2 16 Improve the efficiency of the graduation assessment and processing procedure

to enhance the exit experience of graduates

20 2 17 Improve the efficiency of the academic advisement process

60 2 18

Develop a new and improved Alumni/Donor Database system that captures

both Alumni and Donor information that will allow for improved engagement

and communication.

50 2 19 Improve marketing of rental spaces

90 2 20 Improve the efficiency and effectiveness of the recruitment, hiring and

separation process

90 2 21 Improve the process for supporting new hires

80 2 22 Complete the implementation of Banner to facilitate timely reports to

accrediting agencies

13 2 23 Improve Communication within the institution

40 3 1 Define a mechanism to track customer complaints and resolutions

50 3 2 Implement budget control mechanism and techniques

20 3 3 Support budget and control mechanisms and techniques



50 3 5 Improve Student Payment Experience


40 3 7 Improve Student Payment Experience

80 3 8 Improve the deferred payment plan process and experience

80 3 9 Improve the financial aid application process for students

50 3 10 Decrease payment processing turnaround time to vendors

40 3 11 Implement a more efficient student application process

60 3 12 Improve communications with student applicants

80 3 13 Use email early and often

40 3 14 Improve the accuracy and delivery of student transcripts

20 3 15 Improve the course scheduling process

20 4 1 Increase the retention of “at risk”; “underserved”; as well as “gifted“ students

20 4 2 Strengthen Academic Support Services

40 4 3 Provide ancillary support services to athletes

40 4 4 Improve the registration experience for students





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30 4 5 Institute a Social Safety Net Programme for students

20 5 1 Develop new Graduate Programmes

40 5 2 Increase the number of students enrolled at UB

30 5 3 Increase the accessibility of the physical facilities in compliance with the

National Commission for Persons with Disabilities

20 5 4 Provide support and technical expertise for online course offerings to facilitate

enrolment

20 5 5 Integrate technology throughout the curriculum and grow online/hybrid

programmes/courses

20 5 6 Stimulate interest in UB

20 5 7 Leverage internationalization opportunities as a recruitment tool

20 5 8 Increase the University Libraries support of academic programmes

20 5 9 Integrate Bahamian history, culture and tradition into the curriculum

30 6 1 Provide leadership opportunities for students

20 6 2 Provide an international experience for undergraduate students

30 6 3 Increase the engagement opportunities for under-represented student groups

30 6 4 Institute a programme for the transition of first-year students in residence

30 6 5 Enhance Student Affairs programming

40 6 6 Increase student attendance at athletic events

30 6 7 Increase the utilization of the Student Union Building

20 7 1 Increase research output of UB faculty

20 7 2 Enhance current faculty appoint processes to increase UB's research output

20 7 3 Introduce a promotion and tenure system that places a higher value on faculty

research output

20 7 4 Advance research, scholarship and creative work through sponsored research

and grants

13 7 5 Engage the undergraduate in partnerships with local and international “green”

groups

20 7 6 Ensure graduate programmes support the research initiatives outlined in the

[Draft] National Development Plan

13 8 1 Establish an Office of Community Outreach

13 8 2 Engage Senior Administration members in community service

30 8 3 Engage the undergraduate student body in community service

60 8 4 Offer alumni Affinity programmes to engage and promote lifelong relationships

with alumni

60 8 5 Increase awareness of and membership in the UB Alumni Association

60 8 6 Ensure the Office of Alumni Affairs is structured to maximize the support and

engagement of alumni

60 8 7 Ensure the continued support and engagement of alumni

20 8 8 Ensure representation of external community on Advisory Boards and Search


40 8 9 Increase community attendance at athletic events

40 8 10 Achieve membership in an international association

13 9 1 Establish a University of The Bahamas system





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Objective Name

20 9 2 Define the structure and nomenclature for the University

13 9 3 Use the office of the president to enhance the profile of the institution

60 9 4 Expand the national and international brand by high;ighting professional

development and related experiences of faculty and staff

60 9 5

Expand the national and international brand recognition by positioning UB

students, faculty, staff and administrators as subject matter experts whose

perspectives are sought on various national and topical issues.

20 9 6 Provide opportunities for international experiences for faculty and staff

20 9 7 Increase collaterals to support recruitment efforts

60 9 8 Promote student athletic, academic and leadership events and achievements

80 9 9 Define a mechanism to improve and refresh website design and content

13 9 10 Increase awareness of sustainability practices

30 9 11 Establish a framework for diversity, inclusivity and equity across of the student

body





List of Objectives by Person Responsible

Academic Senate ....................................................................................... 11, 16, 34, 35, 36, 38, 43

AVP Institutional Strengthening & Accreditation .................................................................. 12, 35

Board of Trustees .................................................................... 11, 12, 15, 19, 38, 49, 54, 55, 58, 68

Chief Information Officer ............................... 14, 17, 19, 20, 21, 22, 25, 26, 31, 32, 36, 37, 51, 63

Chief Internal Auditor ................................................................................................................... 12

Dean of Students ............................................. 13, 18, 19, 34, 40, 41, 45, 46, 52, 56, 60, 61, 62, 64

Community Outreach Coordinator ..................................................................................... 45, 56

Director of Residence Life ........................................................................................................ 40

Director, Alumni Affairs ........................................................................................................... 46

Director, Disabilities and Compliance ...................................................................................... 36

Director, Greek Life and Student Leadership ........................................................................... 39

President .................................................................................. 12, 16, 19, 26, 27, 45, 49, 50, 54, 55

Chief of Staff....................................................................................................................... 26, 45

Sustainability Coordinator .................................................................................................. 43, 52

VP Academic Affairs ...................................... 12, 19, 20, 23, 24, 34, 37, 39, 42, 43, 50, 51, 63, 64

Academic Deans ....................................................................... 16, 22, 27, 30, 36, 37, 47, 50, 63

AVP, Sponsored Research and Grants...................................................................................... 43

Dean of Graduate Programmes and Research .............................................................. 33, 35, 44

Director of Academic Counselling ..................................................................................... 33, 34

Director of CeLEARN .................................................................................................. 36, 60, 68

University Librarian .................................................................................................................. 37

VP Administrative Services ........................................................................................ 13, 17, 19, 20

Director of Recruitment & Admissions .............................................................................. 22, 35

Director, Financial Aid & Scholarships .................................................................................... 21

Director, University Athletics ....................................................................................... 31, 41, 48

Registrar .................................................................................................................. 23, 34, 60, 61

VP Advancement .......................................................................... 19, 24, 28, 29, 30, 39, 40, 42, 47

Director of Communications......................................................................................... 22, 37, 51

Director, University Relations .................................................................................................. 50

VP Finance .................................................................................................................. 13, 17, 24, 55

AVP Business Enterprise .............................................................................................. 24, 30, 31

Director, Accounts Receivable ........................................................................................... 20, 21

Financial Controller .......................................................................................... 15, 16, 18, 21, 25

VP Human Resources ........................................................................................... 14, 17, 19, 25, 51

VP Operations ............................................................................................................. 13, 19, 25, 36





Document History This section is provided to ensure accurate tracking of versions of this document during the consultation

process. As changes are made to the document the revision letter will be increased to document

significant changes to the document.

Revision Description

Letter Date

A 13 Sept 2019

Original release of document for Administrative Council Review.

This revision reflects pre-Hurricane Dorian goals for UB-North. A

subsequent revision will reflect changes to UB-North goals as a result

of the impact of Hurricane Dorian. Unapproved draft.

B 18 Sept 2019

Release of draft document for UB community review. Consolidated

all academic responsibilities under the VP Academic Affairs. This

revision reflects pre-Hurricane Dorian goals for UB-North. A

subsequent revision will reflect changes and additions to UB-North

goals as a result of the impact of Hurricane Dorian.



revision b send comments to [email protected] ub draft ......revision b send comments to...

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