VICE-CHANCELLOR’S REPORT TO COUNCIL 2022—2023
health issues, or any other pressing matter, we are at the forefront, providing solutions, advocating for change, and conducting extensive research. This is how we are building our University for the future, actively engaging with communities across diverse and challenging areas. We perceive the management of a university as a strategic process, demanding the finest minds to devise visions and strategies. While we follow the principles of scientific management, we firmly recognize that we must be rooted in the societal expectations and expressions of our culture. So it’s a dialectical relationship between the strategic planning and understanding the evolution of culture. At the core of our year in review stands the issue of ensuring the university’s financial sustainability. One frequently asked question is, “How are we maintaining the development of a world-class globally ranked university in a region where growth has remained stagnant for over 30 years?” How have we been able to maintain and keep going with this university in a region that has serious financial challenges that have resulted, some from the colonial legacy, others from the global movements and a world economy that have been generally speaking negative, and all of these adverse circumstances beyond our control? The explanation is straightforward. It is the solidarity between the people of the region, their governments and the university. This is an unbreakable bond. The UWI has enjoyed steadfast support from governments over the decades. The public has embraced this university, contributing to its growth and success, constantly engaging and funding it. Our people will protect and defend the institution.
Our Financial Report and University Bursar’s review demonstrate that the university secured US$60 million in grant funding for our research. Research funding is not a primary government strategy. The governments in the region in fact, invest primarily in an undergraduate experience, with strategic interventions in policy research. Therefore, the University has the responsibility to secure research support through its global partnerships. The US$60 million generated in the year in review indicates the university’s commitment to finding the necessary resources for research. This demonstrates our stakeholders’ trust and confidence in us, and our proactive stance towards securing funding. At the moment, the governments of our region are funding 48% of the university’s operational costs and student fees are at just under 20%. The university has to find, on its own, at least 30% of the resources necessary to continue its operations. We are in aggressive pursuit of that, which is why we call this phase of our Strategic Plan the Revenue Revolution , even while the application of the plan continues to be built on three pillars– Access, Alignment and Agility. Campus by campus, we are in pursuit of those resources necessary to supplement the government’s contributions so that this university can continue to thrive. We are building a culture of self help. Exporting Caribbean knowledge to the world. We may have been tested. We have not disappointed the founders and stakeholders of this university. We have demonstrated the capacity to thrive from 75 to 100 and beyond.
Professor Sir Hilary Beckles, Vice-Chancellor, The University of the West Indies
We have not disappointed the founders and stakeholders of this university. We have demonstrated the capacity to thrive from 75 to 100 and beyond.
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