Seven Strategic Objectives

1. STUDENT CENTREDNESS

- All university units which impact on the quality of life and quality of education on this campus must be transformed into a network of support for students on campus.

2. EXPANSION OF ACCESS

- We must significantly expand university intake in keeping with targets set by CARICOM and even higher targets set nationally. This has implications for both undergraduate and graduate programmes and it means that departments and faculties must assess their strengths and weaknesses, identify resources and be clear about direction.

3. QUALITY

-This has to be the cornerstone of everything that we do. Whatever we are doing, we must do better. What we are not doing well we must rethink within the context of quality. It is important to build a reputation for offering a top quality globally relevant education at undergraduate level responsive to Caribbean needs. At the same time, we must understand that an international reputation cannot be built on undergraduate teaching. Our emphasis on impactful research and on expanding full time graduate education as well as establishing the supporting infrastructure is critical.

4. INFORMATION TECHNOLOGY PLATFORM

- Any university today must view its business as KNOWLEDGE. A university creates knowledge, disseminates information, delivers classroom material, facilitates knowledge transfer within and outside the university to its many stakeholders. Any entity in the knowledge business must have the best possible IT platform. There can be no compromise on this. We need to access knowledge wherever it is, collaborate with whomever we need to and deliver to wherever demand exists. Within this framework, the library is key and a state-of-the-art IT platform vital.

5. FINANCE

- The big question is, are we making the best use of every dollar at our disposal. Are we making the right decisions on how to spend and what to spend and how is this pattern of expenditure linked to the achievement of our strategic priorities and objectives. The key issue in finance therefore is the most effective deployment of every dollar available within the context of identified strategic objectives.

6. INSTITUTIONAL STRENGTHENING

- We cannot reorient the campus by initiating action in the five areas identified above without strengthening the institution at every level and in every unit. In some units, reorganization and upgrading of existing skills may be all that is required. In others, additional resources might be required. In yet others some combination of both. But we need to strengthen support staff, administration, management, teaching techniques and research strategies. A great university requires strength at all points in the system and flexibility and responsiveness always.

7. STAKEHOLDER AND ALUMNI RELATIONS

- Strong alumni identification with UWI is important to move ahead with strength and purpose. Linking purposefully with our stakeholders, the business community, the public sector, the education sector, NGOs and CBOs will increase our relevance and value to the community while providing access and connectivity to resources outside the University walls. This is vital in an age of interdependence where a high value is placed on collaboration.

[Campus Strategic Plan 2002-2007]