Development, The Orange Economy, Financial Sustainability, and Staff Development. The Report acknowledges that our foundations have withstood the jolts but that they have also been shaken and tested for durability. It speaks to our preparedness to be adaptive under new conditions of disruption. The Report ends with the Principal’s thought-provoking ideas on how we might prepare for future disruptions in these areas. A key measure of our success as a Campus is the outputs of the Faculties and Departments that worked diligently and effectively, either within teams or in partnerships, to achieve a significant number of the stated goals in our Triple ‘A’ Strategic Plan.
and especially ensuring, that the work of teaching and learning were student-centered. In doing so, we collectively discovered creative and innovative ways of advancing processes, our outreach to a nation and region, and thus added to our increasing visibility and relevance as a University in a post-COVID era. The Report is thus titled Rebuilding Foundations for a Post-COVID Era in that it attempts to capture the enormous creativity and resilience of the year, and processes the lessons that this has taught for facing such future challenges. Highlights are made of our efforts at rebuilding the foundations of eight (8) key areas - Student Development, Higher Education, Quality Improvement, Health and Wellness, Sustainable
Mona Campus Initiative Status Report July 2022
Implement a Programme of Radical Collaboration + added year 4 and 5 activities 100 % completed Status: On Target Initiative 3 Digitally Transform library services & infrastructure and support staff development 95 % completed Status: On Target Initiative 6 Increase research activity and research output 96 % completed Status: Added in 2019 Initiative 9
Advance Energy Management Programme 95 % completed Status: On Target Initiative 1 Improve the infrastructural and human resource capacity of the Medical Education Unit - Phase 1 95 % completed Status: On Target Initiative 4 Foster the digital transformation of The UWI 97 % completed Status: On Target Initiative 7 1. Admin costs (5% reduction) 2. Dept. Costs (5% reduction) 3. Central Costs (5% reduction) 4.Commercial Ops (10% reduction) 75 % completed Status: Below Target Initiative 10
Develop Strategies to Increase Graduate Student Access and Population Ratio 97 % completed Status: On Target Initiative 2 Improve the infrastructural, technological and human resource capacity of the Centre for Excellence in Teaching and Learning (CETL) 100 % completed Status: On Target Initiative 5 Improve student experience, research & staff morale across the Campus 100 % completed Status: On Target Initiative 8
2017-2022
1. Overall income (JMD$18.83B) (5% increase) 2. Overall Expense (JMD$16.69B) (5% reduction) 3. Income over Expense (JMD$2.13B) (50% increase) 4. Deficit (JMD$0.28B) (50% reduction) 75 % completed Status: On Target Initiative 11
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UWI Mona Annual Report 2021 - 2022
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