Dr. The Hon. Keith Rowley Prime Minister of the Republic of Trinidad & Tobago.
Professor Brian Copeland Pro Vice-Chancellor & Principal, The UWI St. Augustine Campus.
The Couva Medical and Multi-Training Facility Limited (CMMFL) The Government of Trinidad and Tobago was the first to respond to the innovative debt-swapping proposal, making available to The UWI the new state-of-the-art Couva Hospital and Multi-Training Facility. The Couva Medical and Multi-Training Facility Limited (CMMFL) is a Special Purpose Company incorporated under the laws of the Republic of Trinidad & Tobago in July 2018, with a broad remit to facilitate the operationalisation of the facility. The Board of the CMMFL currently comprises representatives of The University of the West Indies and the Ministries of Health and Finance acting on behalf of the Government of Trinidad and Tobago.
University Registrar’s Report
Professor Alan Cobley Pro Vice-Chancellor, Undergraduate Studies 118 Professor Stephan Gift Pro Vice-Chancellor, Graduate Studies & Research 124 Professor Densil Williams Pro Vice-Chancellor, Planning 130 Ambassador The Hon. Dr. Richard Bernal Pro Vice-Chancellor, Global Affairs 134
Mr. C. William Iton University
Professor Sir Hilary Beckles Vice-Chancellor 4
University Bursar’s Report
Professor The Most Hon. V. Eudine Barriteau Pro Vice-Chancellor & Principal, Cave Hill Campus 86 Professor DaleWebber Pro Vice-Chancellor & Principal, Mona Campus 98 Dr. Luz Longsworth Pro Vice-Chancellor & Principal, Open Campus 106 Professor Brian Copeland Pro Vice-Chancellor & Principal, St. Augustine Campus 112
Mrs. Andrea McNish University Bursar 140
Produced by the University Marketing & Communications Office
Outlining The UWI’s New Business Model The University of the West Indies is currently engaged in a deep dive discourse on higher education funding within the Caribbean context.
Professor Sir Hilary Beckles, Vice-Chancellor, The University of the West Indies
The business model on which the university operates was regionally approved for campuses to implement. Simply put, all programmes are costed, and the cost sharing splits out into an 80% support from governments (mostly the campus governments) and 20% from students. The university bills governments for the 80% in respect of national students, and bills the students for their 20%. In the case of Barbados and Trinidad and Tobago, the governments pay both the 80% and 20% for its nationals. When governments do not meet the billing, it goes into arrears and should be accounted for as a receivable in audited accounts. This shortfall, started to balloon out of control 20 years ago, and constitutes the principal driver of bad news on the balance sheet. The challenge the university is faced with, then, is how best to grow its expansion of new and innovative programmes, promote relevance, transform research, and be a source of public advocacy, with public funding shrinking at a significant rate, while maintaining its standing as a university ranked in the top 4% of the best 28,000 universities globally. At the moment, the governments’ contributions cover about 50% of the university’s overall operational cost. Student fees’ input hover at about 15%, leaving the university to find 35 per cent from its entrepreneurial activities. The first point to make in this regard is that the governments, in the grind of their fiscal challenges derived from shrinking economies, must be celebrated and not in any way criticised for this circumstance. While their relative contribution to operational budgets has fallen from 90% to 50% over 30 years, their absolute contributions in hard cash has risen dramatically over
The University of the West Indies is currently engaged in a deep dive discourse on higher education funding within the Caribbean context. It is arguably one of the main development challenges facing our regional community. We therefore see this conversation as a critical part of the search for a solution-oriented financial paradigm. In this regard, it is important to note, however, that there are overlapping issues that must be untangled for the purpose of analytical clarity and thematic differentiation. There is the institutional matter of how The UWI singularly, as the number one ranked university in the Caribbean, is seeking to improve upon its financial health in order to assure its sustainability as a regional centre of academic and development excellence. Then, there is the broader system issue of what strategy and model should be adopted by stakeholders to fund higher education with its diversity of institutions and mandates across the region. There is obviously an inter- connection at all levels of thinking between the two. The UWI, like dozens of universities in the region, is not a ‘for profit’ business institution, though it is expected by stakeholders to run its operations in a ‘business-like fashion’. We have the flexibility to be market-driven, but there is always the matter of catering for the ‘public good’ that sometimes requires a more complex decision- making process. The expectation of demonstrated financial efficiency in the use of public funds lies at the heart of our governance model, hence the selection of distinguished corporate minds to chair and manage our financial and audit committees, campus councils, and who play a critical role in discussing the responses to the university’s external audit reports.
The UWI, like dozens of universities in the region, is not a ‘for profit’ business institution, though it is expected by stakeholders to run its operations in a ‘business-like fashion’.
private sector in terms of how best to present it with an investment instrument to enable private/public partnership. It should be stated, however, that the University Grants Committee approved, last year, the establishment of a ‘New Funding Model Committee’ which has made very innovative recommendations that are being assessed. The University Council Meeting in April 2020, will be receiving the package of ideas that have been approved. In addition, we have created an “Office of Global Partnerships and Sustainable Futures” to significantly upgrade the revenue stream for research funding and project development. In summary, then, The UWI has radically transformed its thinking and actions on this matter; 2021-2022, will see the roll out of an approved new financial model that will seek to erase the US$75-million funding gap that currently exists. Pressure to implement the new approach is driven by the fact that we carry about 10,000 students beyond our budgetary provision. Mona, for example, carries about 3,000 Jamaican students beyond budgeting who are funded by its entrepreneurial efforts. These decisions are taken because The UWI is not here to serve itself. It is not a profit-driven corporation. It is here to serve our communities. Service, then, not sales, is our eternal episteme. With respect to a funding model for the wider Caribbean, we have created a regional body comprising more than 50 regional institutions called ‘Universities Caribbean’. I have been asked to be the inaugural chairman for three years. This gives The UWI an opportunity to provide guidance and leadership to the regional university system.
the same period. Governments have carried this UWI on their shoulders for 72 years. In 2018, we took the opportunity of the CARICOM meeting in Montego Bay, under Prime Minister Holness’ chairmanship, to thank them for a phenomenally well done job, taking us from depending on the colonial scaffold in 1948 to a global elite brand we celebrate today. How, then, do we move forward as we drive our operations to the centenary in 2048? We will be asking our governments to maintain their funding levels to about 50%. This is enough to stabilise day- to-day operations, leaving us to be more aggressively entrepreneurial in search of development funds. We will be proposing, in this regard, to begin with a new business model in which the governments will be requested to market about 20% of their 100% equity in The UWI to private investors. We hope, therefore, that this will take care of 70% of operations. Given the growth of working-class poverty in recent decades, and the need for more equitable access from historically marginalised communities, we are inclined to keep student fees stable for the near future, contributing the 15% it currently represents. The new funding model, then, could possibly settle at 50% governments; 20% private sector; 15% students; and 15% international engagements. Already, discussions are advancing nicely to enable this new model. Governments, for example, are considering adopting the US model of allocating campus lands to the university freehold as opposed to leasehold. The UWI can therefore become a land-grant university. This has enormous entrepreneurial implications, as well as potential for balance sheet improvement, and the financial marketability of the institution. Furthermore, The UWI is engaged in advanced conversation with the
Internationally, the question is often asked, how does The UWI maintain its elite ranking located as it is in an economy that has not seen sustained economic growth in 30 years? The answer is obvious - deep stakeholder commitment, focused leadership, and the power of dedicated, unwavering colleagues. The new funding model, then, is unfolding before our very eyes, and will be ready for discussion and approval within our management organs in 2020. With the continued blessings of our governments, the requested investment support of our private wealth holders and the loyalty of international agencies, the plans on the table to drive the internal entrepreneurial business culture for greater financial self-reliance will be sprung into action.
The new funding model, then, could possibly settle at 50% governments; 20% private sector; 15% students; and 15% international engagements.
by insufficient investment capital but by a shortage of skills and professional mentality in the critical areas of the economy that are expected to super perform. Recognising that this is the age of innovation and knowledge-driven growth, it is reasonable to expect that the university sector, as a custodian of the knowledge content, should be at the centre of any and every growth paradigm. That is, this is the age in which the university sector is expected to lead the way or be a critical partner in the search for new and innovative economic sectors, and facilitating the transformation of old sectors. Indeed, this is largely correct since it is true that those economies in South East Asia, for example, that have attained impressive rates of sustained economic growth have done so on the basis of massive; but focused and scientifically modelled investments in the university sector that was restructured into alignment with the industry sector. Technology Parks were created to support industry- academic ecosystems in which professors and producers, teachers and technologists, came together to innovate on industry terrain. This is how Silicon Valley began, and China’s Technology Park in Suzhou operates. Operating in the neighbouring spaces served to normalise the relationship between research information and product investment. The alignment revolution that brought business and campus together for the national purpose also served to drive the enrolment upsurge because it pulled younger generations into the “making things” culture, and the “thinking things” systems.
Economic Growth: University Sector Can Do More Across the region, despite success in macroeconomic stabilisation, and efforts to mobilise significant national and foreign investments, the elusiveness of economic growth at the expected levels seem to defy standard explanations, and is therefore mysterious. A question raised is whether the university sector, beyond its teaching and research remit, can add greater value and constitute, in time, the yeast that will enable the cake to rise. There are features about the sector that require immediate recognition. In terms of building the human capital stock, the Caribbean has the lowest higher education enrolment in the hemisphere within the relevant age cohort, 18-30 years. At the moment we are hovering at less than 25% against a North America average of near 60% and Latin America approaching 45%. Within CARICOM, the Bahamas and Barbados lead the chart, with Jamaica and Trinidad and Tobago bunched in the middle, and the Windward Islands at the base. The challenge here is that using any model of economic growth, the potential of a country for transformative and sustained economic growth is a function of the number of its citizens who have had higher education, professional development, and technical skills certification. The data for our region are not encouraging and would suggest that our countries are being held back on account of inadequate social capital. In other words it can be argued that Caribbean states are being held back not
level to fix the primary might seem the right choice, but without an expansive tertiary the industry inputs we need will be unavailable. Politically, it is a bitter conundrum pill. The UWI has done a great deal to address some of these matters beyond the expected output associated with generating social capital through teaching and research, and opening though insufficiently, the door to higher learning to the historically marginalised and still socially excluded. Another aspect of this challenge is whether each UWI campus should be at the core of a national tertiary system of multiple institutions that is largely borderless, delivering a good quality experience for students at lower cost and greater efficiency. The answer is that we are laying the foundations for this approach. We have created a new category called Colleges of The UWI (CUWI). These independently managed colleges will be integrated for programme delivery purposes to meet the objectives of lower costs and better quality. This approach is in its formative phase and there is considerable potential. There are other areas where The UWI can do much more if adequately funded. It is important to note that the funds currently made available by the Caribbean governments would be sufficient if the University had as its primary concern its own preservation. That is, if the purpose of pursuing excellence was for self- aggrandisement then with a 30% less enrolment it could do well on existing budgets. We should not minimise however the result that our subregion has within it the best ranked university in the Caribbean, which is rated in the top 4% of the world’s best 28,000 universities.
In newly post-colonial countries like ours in the Caribbean, which did not receive at independence any reparations development packages from imperial Britain, building out a quality higher education sector is a complicated cost- benefit proposition. There are two aspects to this challenge. First, in modern market economies, there is a tendency for the unit costs in the university sector to rise at a faster rate than in other sectors of the economy. This has to do with the fixed maintenance of libraries, laboratories, and staffing structures. Second, the tendency in democracies for policy to be distorted along the short-term trajectory, while building social capital for economic growth is a middle to long-term strategy. In addition, there is the structural problem of social exclusion and majority market marginalisation that has proven to be very resilient. Truth is, our societies rooted in colonial oppression, have remained among the most unequal globally, with nearly 30% of citizens ‘locked’ away in ghetto conditions. In the 1930s when the colonial state was rejected incipient national liberation movements called for slum clearance as the top priority, even ahead of adult suffrage. We got no support from imperial Britain, who created the colonial mess, and the problem has overwhelmed our national efforts. The result has been that the national social growth which the university sector wants to take responsibility for has not kept up with national expectation. Too many citizens are placed in a situation where they do not believe that national institutions serve their normal living purposes resulting in an opposition approach. But social growth is not a consequence of economic growth but a prerequisite. Herein lies the dilemma. Education cuts don’t heal. In our education system, over generations, ministers have preached about the plumbing being broken in the basement contributing to challenges higher up in the system. Taking from the tertiary
The alignment revolution that brought business and campus together for the national purpose also served to drive the enrolment upsurge
But, The UWI is here to serve the development of the region as its top priority, and has therefore taken on an enrolment of 50,000 students, beyond its financial capacity. But with the region at the bottom of the hemisphere in student enrolment, and undermining economic growth and development, The UWI has had to function with a significant measure of deficit financing for the public good. We are managing this situation with considerable financial skill and within a diplomatic discourse with our governments. But this situation is not sustainable. The need for a new financial regime is now upon us. We are deeply preparing for the roll out of a new model in which the private sector and our 100,000 alumni will be invited to invest. The State sector has done very well these past 72 years. It is time for the private sector to step up beyond philanthropy, and for the University itself to be more entrepreneurial. Implementing this new business and finance regime is the primary task of the next few years. The UWI’s reputation as a globally elite university has never been higher. We are respected and celebrated more than ever. This reputation revolution now has to be converted into a more sustainable financial model. This is our remit for 2020-2022, the second part of our Strategic Plan period. It’s an exciting time for us to implement the new financial order, but first we have to be precise and perfect in our conception. The success of this financial transformation will depend on the support of all stakeholders. It will be excellent for the institution and good for the region it serves.
Professor Sir Hilary Beckles, Vice-Chancellor, The University of the West Indies
PREPARING FOR THE CAPITAL MARKET
The UWI is seeking sustainable revenue streams from non-government sources in order to sustain its growth and reputation as the number one university in the Caribbean, ranked among the top 4% of the world’s best. Currently, the governments of the region contribute 48% of The UWI’s total operational budget, down from 75% just 25 years ago. “Its future growth and modernisation will require access to the private investment option,” the Vice-Chancellor noted. Strategic growth and development call for investments in modern for-profit facilities that will generate net incomes to support future capitalisation. The group considered the relative merits of debt and equity financing, and looked at the short-term capital injection and long-term sustainability options. The idea of a dedicated UWI Alumni bond was also considered.
In the reporting period, the University hosted a series of consultations with industry throughout the region. The final in the series culminated at the Cave Hill Campus in Barbados. Convened by Vice-Chancellor, Professor Sir Hilary Beckles, an Economic Historian who has served on the regional board of Sagicor Financial for many years, the gathering included Group President and Chief Executive Officer of Sagicor Financial Corporation Limited, Dodridge Miller; CEO of the Jamaica National Group, Earl Jarrett; former Managing Director of National Commercial Bank Jamaica Limited, Jeffrey Cobham as well as former Chairman of the NGC Group of Companies and retired Group Chief Operating Officer of ANSA McAL, Gerry Brooks. The group received a UWI strategy presentation from the Vice- Chancellor, and a private sector investment road map into The UWI from its Pro Vice-Chancellor for Industry-Academic Partnerships, Professor Densil Williams. In addition, The UWI’s five Campus Principals presented a roster of projects being prepared for private investments using bonds and Initial Public Offering (IPO) options. Projects discussed included real estate housing schemes, tourism teaching and research facilities, an international for-profit medical school for global students, a hotel and conferencing complex, sports stadia, a sport injury and rehabilitation centre, science and technology spin offs, and data management corporate services. These for-profit initiatives will be developed and managed by UWI- owned companies, operated by private sector managers.
Vice-Chancellor Beckles concluded that, “A select strategy committee, guided by The UWI’s Schools of Business, will begin the task of preparing the institution for investment readiness and carving the path to the private market.” A select strategy committee, guided by The UWI’s Schools of Business, will begin the task of preparing the institution for investment readiness and carving the path to the private market.
CEO of the Jamaica National Group, Earl Jarrett
Former Chairman of the NGC Group of Companies and retired Group Chief Operating Officer of ANSA McAL, Gerry Brooks
Former Managing Director of National Commercial Bank Jamaica Limited, Jeffrey Cobham
Group President and Chief Executive Officer of Sagicor Financial Corporation Limited, Dodridge Miller
In its customisation of the debt-swap, the Government of Barbados arranged for 50% of its arrears to be taken off the books and offered a Series B Bond with strips having maturities between five and fifteen years. The Government of Barbados entered into an arrangement to settle the amount outstanding on the Bond in two tranches payable in 2019 and 2020 respectively. Other governments made commitments of land. Grenada and The Bahamas have led the way in this regard. Vice-Chancellor Beckles has also been in communication with the Governments of Antigua and Barbuda and Jamaica, with regard to the transfer of lands on which The UWI is located, to the institution. The value of these lands would make a considerable
Our 2017-2022 Strategic Plan with its three pillars of Access , Alignment and Agility engendered tremendous impetus to a fundamental rethink of our operations, particularly in considering a new modus operandi with regard to our funding strategy. In February 2018, the conversation with our regional governments regarding the funding strategy took a new direction when the Heads of Government of CARICOM at their 29 th Inter-sessional Meeting received a presentation from Vice-Chancellor, Professor Sir Hilary Beckles on strategies for financing not only The UWI but the regional tertiary education sector. Heads gave their blessing to The UWI exploring alternative financing strategies. They also mandated the Prime Minister of St. Kitts and Nevis, Dr. The Hon. Timothy Harris to work with The UWI in engaging with contributing governments to address the arrears owed to The UWI. The engagement and diplomacy at this level resulted in an encouraging response from our government some of whom–Belize, the Cayman Islands, St. Kitts and Nevis, and the Turks and Caicos Islands– cleared their accounts as at July 31, 2018. Among the significant outcomes of the Inter-sessional meeting in Haiti was the agreement to the innovative debt-swapping arrangement . The Government of Trinidad and Tobago was the first to move, making available to The UWI the new state-of-the-art Couva Hospital and Multi Training Facility. A special partnership between the St. Augustine Campus and an external entity has now resulted in a proposal for an offshore for-profit medical training institution using the Couva Hospital as a base.
difference to the balance sheet and to potential future investors in The UWI.
Regional private sector finance leaders joined The UWI’s leadership in retreat to discuss mechanisms to bring the institution to market with investment instruments. Presentations by Professor Densil Williams, Pro Vice- Chancellor for Industry-Academic Partnerships, and the five Campus Principals outlined a roster of potential projects for private investments using bonds and Initial Public Offerings (IPO) options. Following on these discussions, a select strategy committee will begin the task of preparing the institution for investment readiness and carving the path to the private market.
Prime Minister of St. Kitts and Nevis, and UWI Cave Hill alumnus, Dr. The Hon. Timothy Harris’ “shuttle diplomacy” aided the clearance of governments arrears in contributions.
The UWI’s representation at the 29th Inter-sessional Meeting of CARICOM Heads of Government in Haiti.
Five Islands: The Final Frontier The Five Islands Campus was established to provide a sustainable higher education development platform for the OECS countries.
The Hon. Gaston Browne Prime Minister of Antigua and Barbuda
freehold land TRANSFER The commitment of the Government of Jamaica to transfer over 700 acres of freehold land represents a critical part of The UWI’s new funding model, and movement to bond.
100% tuition coverage In bold demonstration of its confidence in The UWI and role of higher education in economic development, the Government of Barbados in September 2018, restored its policy of 100% tuition coverage for all Barbadian students.
The Most Hon. Andrew Holness Prime Minister of Jamaica
The Hon. Mia Mottley Prime Minister of Barbados
“Ten in Two”Austerity Measure In an attempt to accelerate its comprehensive austerity programme, following its strategic plan mid-term review, the UWI executive management team approved a “Ten in Two Strategy” that requires all campuses, Regional Headquarters and the Vice-Chancellery administration to cut expenditure by 10% over the next two years. Operational units were also asked to increase top-line revenue generation by 10% over the same period, to achieve a UWI-wide savings of approximately US$30 million.
The TAC, comprising permanent secretaries and technical experts in Education and Finance ministries of governments, examined the reports of Vice-Chancellor, Professor Sir Hilary Beckles, and campus principals. It was noted that, in the face of global financial challenges, The UWI had developed strategies to do better with less public funding, and become more financially efficient, while reengineering itself. In recognition of their efforts, the Vice-Chancellor and his team of principals received a standing ovation, and the TAC’s commendation for visionary strategic leadership.
In this effort to restore its financial health, The UWI is making a brave and unprecedented shift from the traditional financial model of education in the region. Its commitment remains balancing prudent and responsible management with visionary and imaginative initiatives.
UGC Examination of Alternative Funding Sources
When the University Grants Committee (UGC) met in November 2018 to examine alternative sources of funding, its Chair, Barbados’ Prime Minister and Minister of Finance, Economic Affairs and Investment, the Honourable Mia Mottley, proposed the establishment of a University Trust Fund to manage The UWI’s wealth potential, which could be initially capitalised by participating governments through the physical assets and other revenue performing assets that many governments had pledged in settlement of their debts in lieu of cash. It was also suggested that The UWI could seek gifts of land and shares from governments and individuals, especially alumni, to add to its corporate endowment programme. Altogether, such a Trust Fund is expected to help the University to keep the fees paid by governments and students down to an affordable level. Standing Ovation at TAC In February 2019 the Technical Advisory Committee (TAC) of CARICOM’s contributing countries to The UWI met in Antigua and Barbuda to discuss the institution’s biennium budgets and requests for funding of its Triple A Strategy.
Technical Advisory Committee Meeting 2019
THE UWI’S 10 IN 2 AUSTERITY PLAN
The Senior Executive Management Team of The UWI emerged from a two-day strategic planning retreat with a deeper focus on the University’s financial condition and commitment to regional economic growth.
Retreat Recommendations • “10 in 2” Plan • 10% cut in Expenditure • 10% rise in Revenue
Examining the first two years of The UWI’s performance within the context of its five-year Triple A Strategic Plan 2017–2022, themed “Revitalising Caribbean Development”, management converged on the need for even greater financial efficiency. Considerable strides were made on strategic outcomes such as research recognition, global impact and leadership, access to teaching and learning, and public accountability. However, the University sees the economic sustainability of the region as its most important challenge, hence greater focus on the institution’s financial health in order to be an effective development partner. The University, in the last two decades, has been challenged with rising levels of receivables from governments on account of the narrowing fiscal space associated with falling competitiveness and meeting IMF conditionalities. The impairment of these debts and other write-offs in the last decade has meant a considerable loss to the University. To remedy this situation, prime ministers at the CARICOM Heads of Government Meeting in Haiti agreed to assist with an assets-for-cash swap, a welcome response that motivated the University to accelerate its comprehensive austerity programme. Professor Densil Williams Pro Vice-Chancellor, Planning
Process has begun • Outsourcing model
Evolving from the retreat discussions, Vice-Chancellor, Professor Sir Hilary Beckles approved a “ Ten in Two Strategy ”; calling on all campuses and Regional Headquarters/ Vice-Chancellery administration to cut expenditures by 10% over the next two years. All UWI entities have been tasked with consolidating academic programmes, adopting a robust out-sourcing methodology that targets non-core expenditures, and diving deeper into the digital culture in search of cost reductions and savings. Simultaneously, the Vice-Chancellor requested that operational units increase top line revenue-generation by 10% over the same period, to achieve a UWI-wide savings of approximately US$30 million.
The UWI Mona currently consumes approximately six Megawatts (MW) of electricity at its peak during the day and a base load of approximately three MW at night. This makes UWI Mona one of the largest consumers of electricity in the country, with an annual bill at the beginning of 2019 of some JMD$819,625,135.15. Significantly, this power cost came during a period of relatively low global oil prices, which kept the price of power purchased from Jamaica Public Service (JPS) relatively low. In the recent past, the Mona Campus has received monthly billings from JPS as high as JMD$84,000,000. Against this background UWI Mona is working on becoming an energy self-generator by constructing a power plant and connecting it to existing heat absorption chillers now on Campus, thereby establishing a co-generation plant for its own use. The project commenced in 2018 and is set for completion during the second quarter 2020. At that time the Campus should see a net reduction of over JMD$160 Million per year in its charges for energy, thus reducing this financial operating overhead considerably. The project also creates multiple partnership opportunities for the Campus. General Electric and Marinsa Caribbean Co. Ltd. with the Campus’ agreement, intends to showcase the Plant to their potential partners as a model for developing similar projects within the region.
The Campus should see a net reduction of over JMD$160 Million per year in its charges for energy, thus reducing this financial operating overhead considerably.
Professor Dale Webber and Minister Fayval Williams
VIRTUAL TRAINING WORKSHOP ON EU FUNDING & PROPOSAL DEVELOPMENT
As The UWI expands beyond its traditional financing options, the emphasis on grant funding as a potential revenue source, particularly to support its research agenda has come into increased focus. In light of this, the University Office of Global Partnership and Sustainable Futures and the University Office of Graduate Studies and Research, in collaboration with OBREAL Global Observatory, hosted a Virtual Training Workshop on EU Funding and Proposal Development. The workshop was facilitated by Dr. Elizabeth Colucci, who specialises in strategic partnerships and development cooperation and is the Director of Projects for Observatory of Relations between the European Union and Latin America. This workshop was a continuation of Dr. Colucci’s conversation with The UWI’s Senior Executive Management Team initiated at the Vice-Chancellor’s invitation. Through this workshop, The UWI community gained greater insight into the current EU funding tools for higher education and research, including their rationale, objectives and the benefits that could be derived for Higher Education Institutions in the Caribbean. Participants were also afforded a greater understanding of the policy and financing mechanisms required to mobilise and
develop the resources and skills for grant fund writing to strengthen the region’s capacity.
During the workshop, Dr. Colucci noted that EU policies and activities in the Caribbean are a complex mix of overlapping but distant programmes and approaches that can make navigating these complexities an arduous task. This is evidenced by the fact that in recent years the Caribbean has had limited success in its EU grant funding proposals. In anticipation of the EU’s 2020 launch of its new grant funding programme with updated rules of engagement for the period 2020–2027, the workshop and The UWI’s leadership in developing the region’s aptitude in securing EU grant funding were opportune. This leadership is critical as The EU is one of the few regional blocks which places focus on funding other regional integration projects. It is this focus that allows The UWI and the region to possibly gain access to funding that finances projects in climate change, capacity building in Higher Education, Youth and Sports programmes, the Development of Research and Innovation Capacities and the Internationalisation of higher education. The UWI fully understands the importance of obtaining access to EU grant funding. In 2018 it earned US $41.5 million. Yet, there is room for accessing greater levels of funding and The UWI is equipping itself to leverage this in the future.
Dr. Elizabeth Colucci
Through this workshop, The UWI community gained greater insight into the current EU funding tools for higher education and research, including their rationale, objectives and the benefits that could be derived for Higher Education Institutions in the Caribbean.
5 STRATEGIC PRIORITIES
The UWI’s Senior Executive Management Team , in its retreat, agreed to an aggressive programme to achieve five new targets over the next two years of the current strategic plan:
THE GREAT TRANSFORMATION FROM A MULTI-CAMPUS TO A 21 ST CENTURY UNIVERSITY SYSTEM
Acting on the Agility pillar of its Triple A Strategy The UWI has been seizing every viable opportunity to expand its footprint.
8 GLOBAL CENTRES
The UWI Five Islands: A 21 st Century, Fit-for-Purpose Campus
radically upscale the professional training system for development.
In June 2019, the University Council’s approval for the establishment of a campus in Antigua and Barbuda was announced. The intent of the new campus is to serve the development agendas of the OECS, contributing to the development of the higher education and professional training sectors. In recent years, the countries of the OECS have registered some of the highest economic growth rates in the region. However, they have also recorded the lowest rates of enrolment in tertiary education, reflected in high youth unemployment rates. The UWI Five Islands provides an opportunity for corrective action through the establishment of a 21 st century, fit-for-purpose campus , with a focus on the robust expansion of the region’s social capital. The new campus presents citizens of the OECS with new opportunities to access higher education at a lower cost, and a mechanism to enhance the academic culture and
Exploring Opportunities for UWI Global Online In the context of its Triple A Strategy , an enhanced digital presence is The UWI’s primary means of exponentially increasing its enrolment to meet its target of 65,000 by 2022. The University is working on a strategy and creating the enabling operational environment to steer it rapidly into the global online market, while maintaining its commitment to serving and expanding regional access to online programmes. Through a single, unified, global online presence— UWI Global Online —The UWI will seek to capture a share of the lucrative international e-learning market by extending specially tailored online offerings to targeted locations globally. In preparation for this global online initiative, to be launched in academic year 2020/2021, the University is currently reviewing and rationalising its online framework to ensure that it results in an operating model that adequately supports both regional and global strategies.
Cognisant of the expectations and responsibilities placed on it as the region’s number one ranked higher education institution, The UWI seeks modern, cost- effective and efficient means to extend its reach, granting access not just to participating Caribbean territories but to communities and partners across the world. The UWI continues to restructure and re- engineer itself, its systems, operations and ideologies, transforming itself from a multi-campus academy into a 21 st century university system. Standing upon the Access pillar, The UWI is becoming a university for all, the first choice for alumni and non- alumni who seek its products and services. Its teaching, learning and student improvement are constantly evolving, while the quality, quantity and impact of its research, innovation and publication add to its respect and recognition among the best universities in the world.
The UWI Office of Online Learning, led by Mrs. Pauline Cobley, is spearheading this initiative.
Expanding our Global Footprint The UWI continues to stride into the 21 st century, increasing its reach beyond the region, and offering world-class educational opportunities in more countries through its partnerships and global centres. During the reporting period, several new partnerships were forged.
The UWI Five Islands Campus in Antigua and Barbuda
Brock University In April 2019, The UWI signed an agreement with Canada’s Brock University, opening discussions about the establishment of a Canada-Caribbean Institute . At the same time, two existing MOUs were renewed, to promote international and intercultural understanding and academic linkages and enrich the cultural understanding of both universities. Universidad de los Andes In April 2019, The UWI established its first physical presence in South America, hosted at the Universidad de los Andes (Uniandes) in Bogota, Colombia. After more than three decades of inactivity, the association between The UWI and Uniandes resumed in an exciting and promising sustainable relationship with the Strategic Partnership for Hemispheric Development . The agreement, brokered by the Latin American Caribbean Centre (LACC) Director, Ambassador Gillian Bristol, was signed on behalf of The UWI by Pro Vice-Chancellor and Principal, Dr. Luz Longsworth and on behalf of Uniandes by then Rector, Dr. Pablo Navas Sanz de Santamaria. The administrative office of this strategic partnership will be housed at the Office for International Affairs at Uniandes, Bogota. Prior to the signing of the MOU, meetings were held to define areas of collaboration, particularly in the fields of medical sciences and cultural studies. The UWI Faculties of Medical Sciences (FMS) were represented by Dr. Tomlin Paul and Dr. Winston De La Haye, Dean and Deputy Dean respectively, at The UWI Mona Campus. Dr. Sonjah Stanley-Niaah, Director, Institute for Cultural Studies and Reggae Unit, also from UWI Mona, led the talks on cultural studies programmes. Areas of mutual interest identified included research related to zebra
University. The Board also consists of six senior persons from each university, including the co-chairs. The UWI directors are Pro Vice-Chancellors Stefan Gift and Clive Landis as well as Dr. Sonjah Stanley Niaah, Professor Verene Shepherd, and Vice-Chancellor, Professor Sir Hilary Beckles. At the inaugural meeting, which discussed the research and project development agenda for the Centre, it was agreed that the Centre’s activities in its first ten-year phase will focus on three pillars: 1. The public health crisis in the Caribbean, particularly the chronic disease pandemic. 2. The search for post-plantation economy development policies that are innovative and progressive in the struggle for economic growth in the global economy. 3. The recognition that slavery and colonialism drove deep wedges between Africa and its Caribbean family, and the funding of strategies for project implementation to tackle the cultural divide. It was also agreed that in addition to project development and applied research, funding would be available for relevant reparations-oriented teaching programmes. In establishing these new international collaborations, The UWI continues to make good on its promise to bring its superior academic offerings to a broad global audience. These partnerships are proudly added to those established in earlier reporting periods, such as the State University of NewYork (SUNY)-UWI Center for Leadership and Sustainable Development ; the UWI-China Institute of Information Technology ; the University of Lagos (UNILAG)-UWI Institute of African and Diaspora Studies ; and the Institute for Global African Affairs with the University of Johannesburg (UJ).
fish, medical student internships, Spanish language immersion programmes, and comparative cultural studies. A master’s degree in Global Comparative Cultural Studies has been developed by Dr. Stanley- Niaah in consultation with the Institutes for Cultural Studies at the St. Augustine and Cave Hill campuses and is currently under review with a view to its launch in September 2020. University of Glasgow In July 2019, The UWI shaped history as it framed the first-ever Caribbean initiative in reparatory justice in partnership with the University of Glasgow (UoG). The universities agreed to establish the Glasgow- Caribbean Centre for Development Research , which, through reparatory-oriented policy research, will address the legacies of slavery and colonialism, such as persistent poverty and extreme inequality in economic relations, chronic disease proliferation, educational inadequacies, and related inhibiting factors adversely impacting economic growth and social justice in the region. The Centre is the first institution within British university history that is dedicated to the slavery reparations policy framework. It was initiated with £20 million to fund research to promote development initiatives to be jointly undertaken over the next two decades. The sum of £20 million represents the present day value of the amount paid to slave owners as reparations by the British government when it abolished slavery in 1834. The Centre’s Board of Directors is co-chaired by Professor Simon Anderson, distinguished Jamaican scientist and Director of the George Alleyne Chronic Disease Research Centre at The UWI Cave Hill Campus; and the accomplished Professor William Cushley from Glasgow
STRATEGIC GLOBAL PARTNERSHIPS
GLASGOW-CARIBBEAN CENTRE FOR DEVELOPMENT RESEARCH Professor Sir Hilary Beckles, Vice- Chancellor of The UWI, and Dr. David Duncan, Chief Operating Officer & University Secretary, UOG, shake hands following the signing of the Memorandum of Understanding at The UWI Regional Headquarters, Kingston, Jamaica on July 31, 2019, to partner in a reparations strategy including the establishment of the Glasgow-Caribbean Centre for Development Research. Witnessing the event are C. William Iton (left), University Registrar, The UWI and Peter Aitchison, Director of Communications & Public Affairs, UOG.
CANADA-CARIBBEAN INSTITUTE (L-R) H.E. Laurie Peters, Canadian High Commissioner to Jamaica; Professor Gervan Fearon, President and Vice-Chancellor, Brock University; Senator Kamina Johnson Smith, Jamaica’s Minister of Foreign Affairs and Foreign Trade; Professor Sir Hilary Beckles, Vice-Chancellor, The UWI; and Ambassador Dr. Richard Bernal, Pro Vice-Chancellor and Professor of Practice, Global Affairs, The UWI, celebrate the Canada Caribbean Institute (CCI).
STRATEGIC ALLIANCE FOR HEMISPHERIC DEVELOPMENT (Former) Rector of UNIANDES, Dr. Pablo Navas Sanz de Santamaria, with Dr. Luz Longsworth, Pro Vice- Chancellor and Principal of The UWI Open Campus.
The UWI and UNIANDES delegations during the MOU signing.
SUNY UWI Center for Leadership and Sustainable Development The collaboration between The UWI and SUNY (University of Buffalo, Upstate) was rewarded with a five-year grant of US$1.1 million for the Global Infectious Diseases Research Training Programme by the National Institutes of Health, Fogarty Award. This initiative, led jointly by The UWI Mona Campus’ Professor John Lindo and Professor Gene Morse of SUNY University of Buffalo, is a significant achievement for the health sector in Jamaica and the Caribbean. It facilitated the continued growth of the SUNY-UWI Center for Leadership and Sustainable Development (CLSD) in that arena. The programme was launched at The UWI Regional Headquarters in Kingston, Jamaica in November 2018 and in February 2019 in New York at the SUNY Global Center. Special guest presenter at the New York event was Dr. Jeffrey Sachs, Director of Sustainable Development, Solutions Network, Columbia University. Guided by its mission to actively engage the Caribbean Diaspora community, CLSD hosted its second Community Engagement Series: “The Caribbean Music Industry 2019: What’s Next for Dance Hall and the New Breakout Artist?”. Keynote speaker, Dr. Carolyn Cooper, Professor Emeritus, The UWI, was ably supported by a panel of industry practitioners and experts including popular Dance Hall artiste, Carlton Grant aka Spragga Benz; Cristy Barber, artiste and manager; and Robert ‘Bobbie’ Clarke, CEO of Irie Jam Media Group.
This outreach was followed by a Caribbean film series that featured five films of Caribbean origin that focused on major economic, social and cultural issues that impact the livelihood and well-being of the citizens of the different island nations. They were screened between June and November in different locations across the state of New York. Audiences were treated to a rare opportunity to interact with some of the producers/ directors of these films, such as Stephanie Black and Dr. Keith Nurse, who produced Life & Debt and Forward Home respectively. A highlight of the year was the hosting of the Climate Action Symposium held at the SUNY Center, which aimed to energise partnership commitments, maximise synergies and globalise coordinated action to combat climate change. At this occasion, The UWI and SUNY also launched its novel Advanced Certificate in Leadership for Sustainable Development postgraduate programme, which is jointly delivered by SUNY Empire State and the UWI Open Campus under the auspices of CLSD. A major milestone for the Center, this programme is the first academic offering from the SUNY-UWI collaboration, with a master’s programme slated to follow suit by fall 2020. It is designed to build human capacity in SDGs by providing a practical programme for persons engaged in environmental, community, public and private sector leadership. The five-course programme offers dual certification by both universities, which will enhance its global portability. The operation of the Center is now co-managed/directed by Dr. Latasha Brown of SUNY Empire State and Ms. Ann-Marie Grant of the American Foundation for The UWI along with virtual technical support from Kevin Manning, of The UWI Cave Hill Campus, while Dr. Luz Longsworth, Pro Vice-Chancellor and Principal of The UWI Open Campus and Ms. Sally Crimmins Villea, Associate Vice- Chancellor for Global Affairs, SUNY, continue to provide direct oversight on behalf of their respective universities.
Dr. Jeffrey Sachs, Director of Sustainable Development, Solutions Network, Columbia University.
GLOBAL PARTNERSHIPS FOR CLIMATE ACTION
“The world economy needs a new development paradigm for the 21 st century,” said Vice-Chancellor of The UWI, Professor Sir Hilary Beckles. He made the statement at Global Partnerships for Climate Action, a symposium arranged by The SUNY- UWI Center for Leadership and Sustainable Development (CLSD). Addressing the gathering, Vice-Chancellor Beckles explained, “We are at the tail end of the 19 th century development paradigm that was based on economic growth by all means necessary, including colonial exploitation, white supremacy, destruction of rainforests, financial institutions
Describing one of the UNDP’s major initiatives to support the region in his remarks, Dr. López-Calva, Assistant Secretary General and Regional Director for Latin America and the Caribbean, underscored, “It is very important that we partner with academia.” During the four-hour high level consultation, development partners and academia discussed mechanisms to strengthen the interface between knowledge, policy and practice; the practical application of research into climate innovations; research communication and advocacy in generating much-needed development impact at the grassroots level, and how to tackle climate change challenges.
catering for elites, and disrespect for the environment and the poor. We all want inclusive development that is sustainable. But human and civil rights cannot be again ignored and set aside. Universities should never again support ‘development by any means necessary’.” The symposium brought academics from The UWI, the State University of New York (SUNY), the joint SUNY-UWI Center, the Global University Consortium on SDG 13, a wide cross section of development partners—including the World Bank, the IDB, UNDP, UNECLAC, Association of Caribbean States (ACS) and many others—to the SUNY Global Center in New York on the eve of the UN Global Climate Summit. All speakers reiterated the need for collaboration in advancing climate action.
Dr. Stacy Richards-Kennedy, Director, University Office of Global Partnerships and Sustainable Futures at The UWI
A cross-section of attendees from The UWI, SUNY, UNDP, CARICOM and other partner agencies.
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