CAVE HIll CAMPUS REPORT
Combining the annualised skill base, economic base and existence value provides an estimate of the total economic contribution of The UWI of BB $325 million. When compared to the contributions used to finance the Campus of BB $95 million, this suggests that Barbados and other regional governments obtain BB $3.42 for every dollar invested in the Campus. While these estimates suggest that The UWI is making an important contribution to Barbados and indeed the region, Professor Moore argues that the impact could be even greater. He makes the case for embedding the Campus in a national system of innovation, developing businesses around the research and ideas of its staff and the launch of a national internship programme.
by various entrepreneurial activities and initiatives. Each faculty has its own entrepreneurship committee, and the Chairs of these committees play a pivotal role in overseeing the entrepreneurship process within their respective faculties. Subsequently, the Faculty Chairs are responsible for reporting the progress and developments within their faculties to the Campus Entrepreneurship Committee. AGILITY CETL DISSEMINATION OF MATERIAL RELEVANT TO TEACHING AND LEARNING To ensure that faculties have access to up-to-date resources, the Centre for Excellence in Teaching and Learning (CETL) disseminated a variety of videos, research papers, e-books, webinars and articles weekly. Webinars and online resource material from the Monday Morning Mentor online series and Faculty Focus were disseminated to academic staff. Some titles included: “How Can I Grade in Less Time with Greater Impact?”; “To Mitigate ChatGPT Plagiarism Look No Further than its References”; “Three Strategies that Support Student Well-Being and Mental Health”; “The Positive Effects of Expressed Gratitude”; “Strategies for Accommodating Students with Disabilities in Higher Education”; “What Are 5 Ways H5P Tools Can Help Students Retain Course Content?”; and “Second Conversation with ChatGPT: Can It Be My Teaching Aid?” ACADEMIC AND REGISTRATION STUDENT SUPPORT The CETL worked with a sub-committee, commissioned by the Academic Advising Advisory Committee Chair, to facilitate mandatory enrolment and completion tracking of new students in the orientation course being designed in collaboration with the Office of Student Services and Development.
A Registration Buddy system was designed and implemented through a collaboration with Campus IT Services (CITS) and the Office of Student Services and Development (OSSD). This system provides an approach to linking new students with existing students (registration buddies) for the purpose of ensuring that new students are sufficiently competent in the use of the campus technologies required for registration at the start the semester.
TURNITIN AND STUDENT USE
The CETL collaborated with Campus IT Services to make Turnitin Draft Coach available to all students. Promotion of this tool, which takes on added prominence in an era of AI-generated content, will continue in addition to the Turnitin online resource space for Cave Hill students. The CETL maintains a Moodle space for all students to check their papers/ assignments for similarity. ALIGNMENT LAUNCH BUSINESS AND RESEARCH MANAGEMENT THINK TANK AND BUSINESS ROUNDTABLE FORUM September 23, 2022 was the launch of the Business and Research Management Think Tank and the signing of an MOU between The Sagicor Cave Hill School of Business and Management (SCHSBM) and the Barbados Private Sector Association (BPSA), as well as the launch of the Business Roundtable Forum and signing of an MOU between (SCHSBM) and the Barbados Chamber of Commerce and Industry (BCCI). The Forum was held in conjunction with Aston Business School (UK), designed to introduce the concept of a circular economy (CE) to local business leaders.
UWI TRIPLE A STRATEGY
In accordance with The UWI Triple A Strategic Plan 2022–2027, Phase II: The Revenue Revolution , the Campus prioritised the identification and implementation of innovative strategies to augment its income-generating streams. A key focus during this period was responding to heightened competition in the tertiary education sector by making adjustments to various aspects of the student lifecycle in alignment with evolving student needs and emerging markets. The Campus, in considering the evolving landscape of higher education delivery and operational models, recognises a need for heightened institutional efficiency and effectiveness. Throughout this period, the Campus actively explored diverse avenues to strengthen its financial sustainability and resilience, while remaining firmly committed to education and research. The Campus has made efforts towards the creation of an entrepreneurial mindset and culture spurred on
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