Planning
Further, the office also carried out general routine work as part of its portfolio. These include the co-ordination and submission of data to the following ranking agencies: • U-Multirank • Times Higher Education World University Rankings – data collection exercise and aggregation of same for all campuses for submission to the THE for its World University and Latin America University Rankings. The UWI was ranked 32 out of 150 Universities in the Latin American and Caribbean region in June 2019 by the Times Higher Education (THE). • Provide oversight of the ranking and ranking related and accreditation activities for the UWI. As it relates to its internal operations, over the period of the review, the UOP held six staff meetings. These meetings were both operational and developmental. Staff members who worked on special reports and concept papers presented their findings and received valuable feedback to revise and improve their papers. The meetings also serve as a networking session among staff to build camaraderie in the office. In addition, since the UOP does not fall under a specific faculty but sits within the Vice-Chancellery, this report captures the research output of its staff members as an indication of its commitment to achieve the goals under the Access pillar of the Strategic Plan. Below, these outputs are listed.
The UOP also continued to provide virtual training sessions to faculty and staff who are engaged in the monitoring and evaluation of the Strategic Plan, on how to navigate the Balanced Scorecard (BSC) System. In addition, Mr. Leighton Duncan assisted the Campus Bursar and the Bursary at the St. Augustine Campus to build out its Balanced Scorecard similar to the wider UWI Scorecard. The UOP also worked closely with the University CIO’s office to build the first Business Intelligence system for the institution. This system provides live data on key metrics that are used to track the operational performance of The UWI over time. The first iteration of the system was presented to the University Council in April 2019. The work to build out other areas of the system is on-going. In addition, a number of reports to drive policy decisions were also done. These include but are not limited to: • Statistical Digest, 2013/2014 to 2017/2018 • Reports from the 2019 Student/Staff Satisfaction Reports • Methodology for Assessing Faculty workload • Proposal for the Establishment of a University Trust Fund. • Proposal for a Revenue Sharing Model for The UWI Global Online Project.
Institutional research policy papers were also completed in this area. These include, inter alia: • Benchmarking Operational Best Practices Within Universities • Benchmarking Sources of Income for Selected Universities in the USA, UK, Canada, Australia, Africa and also The UWI. AGILITY This pillar focuses on how The UWI is making its processes and systems more responsive to the changing needs of the environment. In keeping with The UWI’s Triple A Strategic Objectives : AC3 Teaching, Learning & Student Development and AG4 A Creative, Caring, Accountable, Motivated and Professional (CAMP) team , the UOP hosted a two-day cross functional workshop in October 2018. This engagement brought together all the relevant stakeholders from the campuses to agree on the design and methodology for the survey instrument for both the Student and Staff Satisfaction Surveys for administering in the first quarter of 2019. Over the period November 18-19, 2018 , the UOP convened a two-day retreat at the St. Augustine Campus focusing on Year 1 of The UWI’s Triple A Strategic Plan 2017-2022 . The aim of the retreat was threefold : (i) review the progress of the implementation of the plan, (ii) identify possible gaps/problems and (iii) provide clarification on pain points going forward. The audience comprised members of EMT, Deputy Principals, Key Strategy Officers (KSOs), and Planning Officers. The event was facilitated by Ms. Marguerite Orane, CEO, Free & Laughing Inc.
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