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18th September 2019
Dear UB Employee and Student,
We are pleased to release the draft University of The Bahamas 2019-2024 Strategic Plan for your review.
This draft was months in the making and is the result of the combined efforts of many individuals at UB;
however, in order to produce a final version of the plan we need to hear from you. What you are about to
review seeks to define our goals for the next five years and the ways in which they will be achieved.
This draft is foundational in nature. By this we mean that the plan resists the grandiose goals typical of
many strategic plans. In fact, the majority of the activities described in this plan are designed to secure the
foundation upon which we will continue to build the University.
This document has a slightly different format than has been used previously at The College of The Bahamas.
This change is designed to increase the readability of the document and, most importantly, to improve the
chances for a successful implementation. We do not want this plan to sit on a shelf; instead we want this
document to influence our daily activities for the next five years.
As you read this draft strategic plan we ask you to be critical of what is being proposed. Most importantly,
we ask that you provide concrete suggestions for our consideration. Although this draft represents the best
efforts of the committee and contributors, it is not necessarily the best plan. We are engaging this
consultation process and inviting your participation to transform our ‘best effort’ into the ‘best plan’ for
UB. Resist the temptation to tell us what we should have done; instead, focus on what can be done to
strengthen the plan. We need constructive feedback that can be used to improve the document.
We intend for University of The Bahamas to thrive and serve our country, the region and the world by
providing quality and relevant tertiary education for decades to come. This strategic plan is the foundation
upon which such a goal can be built.
Thank you in advance for your time and input.
Danny Davis, Ph.D.
Chair, Strategic Planning Steering Committee
University of The Bahamas
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University of The Bahamas
Strategic Plan
2019-2024
Securing a Foundation for The University
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Table of Contents Table of Contents ............................................................................................................................ 3
University of The Bahamas: A Noble Legacy............................................................................. 4
Overview of the 2019-2024 Strategic Planning Process............................................................. 7
How to Read the Goal Tables ...................................................................................................... 8
Ordering and Numbering the Goals and Objectives ................................................................. 9
Putting the Strategic Plan in Context.......................................................................................... 9
Goal 1 Improve Internal Controls and Accountability ........................................................ 11
Goal 2 Improve Operational Efficiencies/Customer Service for a Culture of Excellence .. 18
Goal 3 Increase and Diversify Revenue and Funding Sources............................................ 27
Goal 4 Increase Graduation Rate ......................................................................................... 33
Goal 5 Increase Student Enrolment ..................................................................................... 35
Goal 6 Improve Student Engagement .................................................................................. 39
Goal 7 Grow a Culture of Research ..................................................................................... 42
Goal 8 Increase Community Engagement ........................................................................... 45
Goal 9 Increase and Enhance the University Profile ........................................................... 49
UB-North .................................................................................................................................. 53
Goal 1 Increase Campus Autonomy and Operational Efficiency ........................................ 54
Goal 2 Increase Community Engagement and Enhance Campus Profile............................ 56
Goal 3 Increase Student Enrolment, Retention and Graduation Rates ................................ 58
Goal 4 Improve the Student Experience .............................................................................. 62
Goal 5 Develop a Culture of Research ................................................................................ 67
Goal 6 Increase and Diversify Revenue and Funding Sources............................................ 68
List of Objectives by Goal ............................................................................................................ 70
List of Objectives by Person Responsible .................................................................................... 74
Document History ......................................................................................................................... 75
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University of The Bahamas: A Noble Legacy
University of The Bahamas was chartered on 10 November 2016 by an Act of Parliament of the
Commonwealth of The Bahamas. UB had its genesis in the College of The Bahamas which came into
effect in 1974 through the amalgamation of four institutions: The Bahamas Teachers’ College, San
Salvador Teachers’ College, C.R. Walker Technical College and the sixth form programme of the
Government High School.
Purposeful Growth The institution’s initial academic offerings were limited to associate degrees, certificates and diplomas.
Compelled by the mandate to help develop the human capital necessary to build a more prosperous and
competitive Bahamas, the College accelerated its undergraduate programme development and, in the early
1990s, introduced baccalaureate degree programmes in a variety of disciplines including Business,
Education, Science and Nursing. At the time of its transition to University of The Bahamas, the College
was offering five bachelor degrees in approximately fifty-five majors.
In June 1995, landmark legislation granted the College full autonomy of its affairs and expanded its
mandate. With the passage of this Act, the institution became a corporate entity under the governance of
an 11-member Council. The extended mandate and responsibilities necessitated a new organisational
structure and gave greater autonomy in the management of operations and finances. It also empowered the
institution to seek and receive private funding and changed its financial system from public to private
accounting.
During academic year 1997-98, the College brought together a strategic planning task force comprising
representatives of all major stakeholders – faculty, staff, students, alumni, leaders from public and private
sector organisations and members of the general public - to develop a strategic plan whose commitments,
goals and strategies would initiate the journey to university status. Revised in 2003, the actions emerging
from the plan were intended to shape UB.
Recognising the need to develop an infrastructure which would support university status, new offices and
departments were established and, in 1998, academic departments were restructured into three faculties
covering nine schools with each faculty headed by a Dean. The nomenclature for faculty was changed from
lecturer and senior lecturer to assistant professor, associate professor and professor. Generous paid study
leave opportunities enabled Bahamian faculty and staff to upgrade their credentials. Also in 1998, a three-
year development plan for the College, which included the Government’s commitment to facilitate the
transition of the College into a University, was presented in Parliament.
In August 2000, The Bahamas Hotel Training College was amalgamated with the institution, producing
the School of Hospitality and Tourism Studies, later known as the Culinary and Hospitality Management
Institute, now known as Culinary Arts and Tourism Studies. In the same year, a Bachelor of Laws in
conjunction with the University of the West Indies was offered and a Bachelor of Pharmacy in conjunction
with the University of Technology, Jamaica, was later added to programme offerings.
Cognizant of the need to further expand its offerings and make graduate programmes available, in 2001
the first graduate programme, Master of Education in School Counseling with Kent State University, was
offered. Graduate programmes continued to be offered in conjunction with other international partners such
as the Iowa-based Ashford University, University of South Florida and the Massachusetts-based Wheelock
College. The first independent graduate degree, a Master of Business Administration, was offered fall 2010;
a Master of Science in Reading with a concentration in Inclusive Education was later added.
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Expansion in Infrastructure Over the years, the institution has developed and improved its physical infrastructure. In 2008 the Wellness
Centre was opened on the Oakes Field Campus and the Michael H. Eldon Complex became the first
corporate asset. Generous donations from Harry C. Moore, the Lyford Cay Foundation and the Government
of The Bahamas funded the $28 million Harry C. Moore Library and Information Centre, which was opened
8 April 2011. To ensure the continued development of its graduate programmes, former Council Chairman
Franklyn Wilson and his wife Sharon donated $1 million towards the creation of the Franklyn R. Wilson
Graduate Centre. Additional funding was provided by the Bahamas Government and a $1 million donation
by the Royal Bank of Canada. The official opening of the facility took place on 17 May 2018.
Officially opened 12 May 2011, the Northern Bahamas Campus in East Grand Bahama, now University of
The Bahamas-North, is located on 50-acres generously gifted by the Grand Bahama Port Authority.
Additionally, thanks to a $3 million donation from the Port Authority, UB-North officially opened its first
residential facility - Hawksbill Hall – on 7 May 2018. At the Oakes Field Campus, the former auditorium
was reconstructed into a 400-seat performing arts centre at an investment of some $3.3 million; a
specialized pharmacy laboratory, including an organic chemistry lab, was renovated at an estimated $1.6
million; and the G.T.R. Campbell Small Island Sustainability Complex, thanks to a generous donation of
$10 million from the Freedom Foundation, opened Fall 2018. The University’s Oakes Field profile has
also been greatly enhanced by the construction a new formal entrance, complete with electronic message
boards.
Growing Research Capacity In 1992, the Research Unit was established to facilitate the systematic development of a research capacity.
In 1995, the institution, along with the Ministry of Education and the Virginia-based George Mason
University, established the Bahamas Environmental Research Centre (BERC) in Central Andros to conduct
research on coastal ecology, estuarine ecology and creek restoration and creek monitoring for grouper and
lobster larvae. Further, in 1996 the College assumed responsibility for the Gerace Research Centre in San
Salvador, formerly the Bahamian Field Station and now the Gerace Research Institute. The Institute offers
facilities for students, professors and researchers from around the world to study in a tropical environment.
Research disciplines have included Archaeology, Biology, Geology and Marine Science.
Determined to build a reputation for research comparable to the outstanding teaching reputation for which
it has fast become known, the institution’s research work has comprised collaborations with international
and regional agencies such as the United Nations Development Fund for Women (UNIFEM), the Pan
American Health Organisation (PAHO), the United Nations Educational, Scientific, and Cultural
Organisation (UNESCO), the International Labour Organisation (ILO), the International Organisation for
Migration (IOM), the United States Environmental Protection Agency (USEPA), the Economic
Commission for Latin America & the Caribbean (ECLAC) and the Caribbean Agricultural Research and
Development Institute (CARDI). In the national context, research partners have included government
ministries and public and private agencies.
University Transition In August 2006, the College Council established an Ad Hoc Advisory Committee on Governance to propose
the legislative framework for the university. Chaired by President Emerita Dr Keva M. Bethel, the
institution’s first President, the Committee submitted its final report on 10 June 2007.
In 2012, under the leadership of Chairman Alfred Sears, the University Transition Secretariat was
established with the mandate to “convene forums, engender conversations and discussions, organize
activities, and otherwise bring together and engage internal and external stakeholders of The College of
The Bahamas for the purpose of envisioning the character of the University of The Bahamas and designing
the roadmap for effecting the transition of The College of The Bahamas to The University.” The Secretariat,
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led by Dr Olivia Saunders, submitted the Final Draft Report of the University Transition Secretariat in fall
2013.
The College Council, senior administration, faculty, staff, students and alumni continued to transition the
College to University of The Bahamas. A technical team appointed to work along with the Law Reform
Commission of the Office of the Attorney General drafted the University of The Bahamas Bill which was
passed by the House of Assembly and the Senate summer 2016. The University Act includes all governance
core-requirements for international accreditation. Also, shared governance and academic freedom, the basic
tenets of higher education institutions, are assured within the new governance structure. With the
establishment of an Academic Senate, the faculty assumes greater responsibility for the academic affairs of
the University.
On 25 August 2016, Hon Jerome K. Fitzgerald, Minister of Education, Science and Technology, announced
that College of The Bahamas would transition into University of The Bahamas on 10 November 2016 –
the university’s Charter Day – in fulfilment of a vision for higher education and the national development
of The Bahamas expressed more than four decades ago.
Legacy UB’s legacy reflects a distinct commitment to responding to national needs. Students and faculty have
remained the cornerstone of a vibrant teaching institution and are expanding research initiatives that focus
on sustainable national development. Academic programmes, collaborations and public-private
partnerships will continue to build capacity for the robust development of the Commonwealth of The
Bahamas.
Vision The University of The Bahamas will be the nation’s primary resource for research & innovation and
community engagement. It will meet the educational aspirations of its students and nurture their creativity.
It will promote the values of learning, leadership and service.
Mission The mission of the University shall be to advance and expand access to higher education, promote academic
freedom, drive national development and build character through teaching, learning, research, scholarship
and service. University of The Bahamas Act, 2016.
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Overview of the 2019-2024 Strategic Planning Process
Assessment Teams
Defining the goals in the 2019-2024 Strategic Plan began with the establishment of the following
Assessment Teams which were charged with creating an inventory of the University:
1. Personnel Review & Assessment Committee
2. Facilities Assessment Committee
3. Academic Assessment Committee
4. Technology Assessment Committee
5. Internal Process Assessment Committee
University of The Bahamas-North
1. Facilities Assessment Committee
2. Personnel Review & Assessment Committee
Departmental Mission Statements
Once the inventories had been created and the assessments completed, each department within the
University was asked to develop and/or refresh its mission statement guided by the University’s mission
and vision. This strategic planning process became the means by which departments could either refresh
existing mission statements or develop new mission statements if one did not already exist. Mission
statements provide a focus for all budgeted departments by explicitly stating why the department exists and
the role it plays in helping the organization achieve its goals. The underlying premise is that if a department
has been created and is being financed by the institution, then every dollar spent on personnel and resources
should be in support of the University’s purpose, vision and mission.
SWOT Analysis
A series of workshops were conducted with department leaders to conduct a SWOT analysis for each
department. The completed mission statements were then used to identify current strengths (S), weaknesses
(W), opportunities (O) and threats (T) for each department/budget area. Three working groups: (1)
Academic Management Team (Academic Deans, Chairs, Mid-managers, etc.), (2) Non-Academic Mid-
managers, and (3) Administrative Council were established to independently complete a SWOT analysis
for the University. The SWOT analysis submitted by each working group was then consolidated to derive
an overall SWOT analysis for the institution.
Strategic Goals
From the overall SWOT analysis for the institution, the following nine strategic goals were identified for
University of The Bahamas:
1. Improve Internal Controls and Accountability
2. Increase and Diversity Revenue and Funding Sources
3. Improve Operational Efficiencies/Customer Service for a Culture of Excellence
4. Increase Student Enrolment
5. Improve Student Engagement
6. Increase Graduation Rate
7. Grow a Culture of Research
8. Increase Community Engagement
9. Increase and Enhance University Profile
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The strategic goals were, in turn, shared with each department within the University which was asked to
identify departmental objectives in support of each goal.
The development of the strategic goals and supporting objectives took a parallel path for UB-North.
However, the SWOT analysis and the related activities for UB-North were not combined with the SWOT
analysis of the University as a whole. This was to ensure that the unique requirements of UB-North were
not lost in the larger scale of the entire institution. As a result, the following six strategic goals have been
identified for UB-North:
1. Increase Campus Autonomy and Operational Efficiency
2. Increase Community Engagement and Enhance University Profile
3. Increase Enrolment, Retention and Graduation Rates
4. Develop a Culture of Research
5. Increase and Diversify Revenue and Funding Sources
6. Improve the Student Experience
For the next five years the activities of University of The Bahamas will be directed by nine strategic goals
with UB-North being more closely guided by its six strategic goals.
Objectives
Once departmental objectives had been identified for each strategic goal, all of the objectives from each
department were consolidated into a “goal table” with action items assigned to each department responsible
for achieving the objective. This provides a holistic view of how each goal will be supported across each
functional area of the University. Most importantly, the process by which the goals were derived from the
SWOT analyses and the process by which objectives were identified involved a cross section of employees
for broad based participation. Ultimately, this process ensures that all employees will see elements of their
contribution when they read the Strategic Plan.
How to Read the Goal Tables The draft 2019-2024 Strategic Plan is organised into goal tables which are grouped by goals. While each
goal has multiple supporting objectives, each goal table has one or more objective in support of that goal,
the actions steps to be taken to ensure the objectives are met and the measurable performance outcomes
which will determine the extent to which the action step has been accomplished and the objective met.
Once all of the objectives are achieved, as determined by the measurable performance outcome, the goal
should be met. Due to the interdependency of many of the institution’s functions, the work of more than
one department could support an objective. The goal tables often reflect this by assigning multiple action
steps to a given objective. Each action step is the responsibility of a Vice President, the budget head and
administrator ultimately responsible for the department and the achievement of the objective, or of the
position indicated in the goal table.
Row Label Description
Goal One of the 9 Strategic Goals identified by the University or one of the 6
Strategic Goals identified for UB-North.
Objective An initiative identified as being significant to achieving the specific Strategic
Goal.
Action Steps The activity that will be completed to ensure the objective is accomplished.
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Measurable Performance
Outcome
The outcome that will be measured that determines the extent to which the
action step was completed successfully.
Frequency/Due Date The regularity with which the measurable performance outcome will be
measured and date by which the first successful measurement result is
expected. This does not measure how many times the action step is
completed.
Responsible The administrative area responsible for ensuring that the action steps to
support the objective are completed. In some instances, several
administrative areas may be responsible for an action step.
Ordering and Numbering the Goals and Objectives To aid navigation and reporting, each goal is assigned a number and each objective that supports that goal
is numbered in sequence. The overall goals have been ordered and numbered based on the general priority
and importance of each goal. Within each goal the objectives are ordered to reflect a general priority and a
clustering of similar objectives.
Number Goal
1 Improve Internal Controls and Accountability
2 Increase and Diversify Revenue and Funding Sources
3 Improve Operational Efficiencies/Customer Service for a Culture of Excellence
4 Increase Graduation Rate
5 Increase Student Enrolment
6 Improve Student Engagement
7 Grow a Culture of Research
8 Increase Community Engagement
9 Increase and Enhance University Profile
Putting the Strategic Plan in Context The 2019-2024 Strategic Plan is foundational in nature. It resists the grandiose goals typical of many
strategic plans. In fact, the majority of the activities described in this plan are designed to establish the
foundation upon which we continue to build the University.
This document has a slightly different format than has been used previously at The College of The Bahamas.
This change is designed to increase the readability of the document and, most importantly, to improve the
chances for a successful implementation. We do not want this plan to sit on a shelf; instead we want this
document to influence daily activities of every faculty, staff and student for the next five years. The plan
consists of a series of tables representing a broad view of the institution’s goals. This 5-year plan does not
contain specific details of how we intend to achieve each of these goals and, in some instances, we do not
yet have a measurable targets for some of our goals. In the case of increasing student enrolment, the
objective is to determine the theoretical maximum number of students the current physical infrastructure
can support. There is a strong emphasis on the development and approval of policies and procedures to
ensure the effective and consistent operation of the University.
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We intend for University of The Bahamas to thrive and serve our country, the region and the world by
providing quality and relevant tertiary education for decades to come. This strategic plan is the foundation
upon which that ambition will be met.
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Goal 1 Improve Internal Controls and Accountability
As a national institution with a mandate to advance the national development agenda, University of The
Bahamas has a responsibility to conduct its affairs relative to the safeguarding of risks, both reputational
and financial, in accordance with established protocols. Across the institution, UB must implement
measures to identify its exposure to risks and implement mechanisms to ensure accountability. Measures
to manage resources -- human, capital and material -- and control wastage and redundancies are needed
across the institution.
The most noteworthy outcome of the objectives in support this goal is the creation and approval of policies
and standard operating procedures which will result in the efficient and effective governance of the
institution.
Goal Improve Internal Controls and Accountability
Objective 1 Facilitate a smooth transition to shared governance
Action Steps Establish the bye-laws by
which the Board of
Trustees will be governed
Define terms of
reference for the
committees of the Board
of Trustees
Board of Trustees
committees functional
Measurable
Performance
Outcome
Bye-laws approved Committees established Committee meetings held,
decisions made, minutes
compiled, reports tabled
Frequency/
Due Date
2019 2019 2019
Responsible Board of Trustees Board of Trustees Board of Trustees
Goal Improve Internal Controls and Accountability
Objective 2 Facilitate a smooth transition to shared governance
Action Steps Establish the bye-laws by
which the Academic
Senate will be governed
Define terms of reference for
the committees of the
Academic Senate
Academic Senate
committees functional
Measurable
Performance
Outcome
Bye-laws approved Academic Senate
committees established
Committee meetings held,
decisions made, minutes
compiled, reports tabled
Frequency/
Due Date
2019 2019 2019
Responsible Academic Senate Academic Senate Academic Senate
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Goal Improve Internal Controls and Accountability
Objective 3 Monitor and review the implementation of the 2019-2024 Strategic Plan
Action Steps Board of Trustees review
reports/updates regarding
progress of the strategic
goals
Board of Trustees review
reports/updates regarding
progress of the strategic
goals
Board of Trustees review
reports/updates regarding
progress of the strategic
goals
Measurable
Performance
Outcome
Report/update tabled at
Board of Trustees
Report/update tabled at
Board of Trustees
Report/update tabled at
Board of Trustees
Frequency/
Due Date
Semesterly Semesterly Annually
Responsible President Chief Internal Auditor Board of Trustees
Goal Improve Internal Controls and Accountability
Objective 4 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Define mechanism to create
annual goal plans and align
them with departmental
budgets
Define mechanism for
the approval of policies
Define mechanism for the
approval of standard
operating procedures
Measurable
Performance
Outcome
Standard operating procedure
approved
Policy on policy
maintenance approved
Standard operating
procedure on standard
operating procedure
creation and maintenance
approved
Frequency/
Due Date
2019 2019 2019
Responsible AVP Institutional
Strengthening &
Accreditation
AVP Institutional
Strengthening &
Accreditation
AVP Institutional
Strengthening &
Accreditation
Goal Improve Internal Controls and Accountability
Objective 5 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Create an annual goal plan Align goal plan with
departmental budget
Conduct holistic alignment
of annual goal plans
Measurable
Performance
Outcome
Goal plan created Goal plan and
departmental budget
aligned
Meetings minuted and plans
aligned
Frequency/
Due Date
Annually Annually Annually
Responsible VP Academic Affairs VP Academic Affairs VP Academic Affairs
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Goal Improve Internal Controls and Accountability
Objective 6 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Create an annual goal plan Align goal plan with
departmental budget
Conduct holistic
alignment of annual
goal plans
Measurable
Performance
Outcome
Goal plan created Goal plan and departmental
budget aligned
Meetings minuted and
plans aligned
Frequency/
Due Date
Annually Annually Annually
Responsible Dean of Students Dean of Students Dean of Students
Goal Improve Internal Controls and Accountability
Objective 7 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Create an annual goal plan Align goal plan with
departmental budget
Conduct holistic alignment
of annual goal plans
Measurable
Performance
Outcome
Goal plan created Goal plan and
departmental budget
aligned
Meetings minuted and
plans aligned
Frequency/
Due Date
Annually Annually Annually
Responsible VP Administrative
Services
VP Administrative
Services
VP Administrative Services
Goal Improve Internal Controls and Accountability
Objective 8 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Create an annual goal plan Align goal plan with
departmental budget
Conduct holistic alignment
of annual goal plans
Measurable
Performance
Outcome
Goal plan created Goal plan and
departmental budget
aligned
Meetings minuted and plans
aligned
Frequency/
Due Date
Annually Annually Annually
Responsible VP Finance VP Finance VP Finance
Goal Improve Internal Controls and Accountability
Objective 9 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Create an annual goal plan Align goal plan with
departmental budget
Conduct holistic alignment
of annual goal plans
Measurable
Performance
Outcome
Goal plan created Goal plan and
departmental budget
aligned
Meetings minuted and plans
aligned
Frequency/
Due Date
Annually Annually Annually
Responsible VP Operations VP Operations VP Operations
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Goal Improve Internal Controls and Accountability
Objective 10 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Create an annual goal plan Align goal plan with
departmental budget
Conduct holistic alignment
of annual goal plans
Measurable
Performance
Outcome
Goal plan created Goal plan and
departmental budget
aligned
Meetings minuted and plans
aligned
Frequency/
Due Date
Annually Annually/ Starting 2019 Annually/ Starting 2019
Responsible Chief Information Officer Chief Information Officer Chief Information Officer
Goal Improve Internal Controls and Accountability
Objective 11 Facilitate the implementation of the 2019-2024 Strategic Plan
Action Steps Create an annual goal plan Align goal plan with
departmental budget
Conduct holistic alignment
of annual goal plans
Measurable
Performance
Outcome
Goal plan created Goal plan and
departmental budget
aligned
Meetings minuted and plans
aligned
Frequency/
Due Date
Annually Annually Annually
Responsible VP Human Resources VP Human Resources VP Human Resources
Goal Improve Internal Controls and Accountability
Objective 12 Align institutional human resource needs with strategic goals
Action Steps Conduct institution wide
human resource audit
Assess alignment between
job function and skills
Review current
complement of persons by
department
Measurable
Performance
Outcome
Audit conducted and
tabled
Alignment report completed;
needs identified; job
descriptions updated
Review completed; report
prepared; personnel
reassigned as needed
Frequency/
Due Date
2020 2020 2021
Responsible VP Human Resources VP Human Resources VP Human Resources
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Goal Improve Internal Controls and Accountability
Objective 13 Complete backlog of financial audits
Action Steps Complete 2013, 2014 and 2015 audits Complete 2016, 2017 and 2018 audits
Measurable
Performance
Outcome
External auditors sign off on audited
financial statements; management letter
prepared; reports submitted to Board of
Trustees
External auditors sign off on audited
financial statements; management letter
prepared; reports submitted to Board of
Trustees
Frequency/
Due Date
2019 2020
Responsible Financial Controller Financial Controller
Goal Improve Internal Controls and Accountability
Objective 14 Ensure the timely presentation and publication of audited financial reports
Action Steps Define a mechanism for the
presentation and publication
of financial reports
Develop dashboard and
reports for management
team
Publish audited financial
report
Measurable
Performance
Outcome
Mechanism defined; reports
prepared within ten working
days of the month end and
quarterly for Trustees
Dashboard operational;
reports published
External auditors sign off on
audited financial statements;
management letter prepared;
reports submitted to Board
of Trustees
Frequency/
Due Date
2020 2020 Annually
Responsible Financial Controller Financial Controller Financial Controller
Goal Improve Internal Controls and Accountability
Objective 15 Implement UB wide annual budgeting process consistent with accreditation
requirements
Action Steps Define an institution wide budget
process
Implement approved budget process
Measurable
Performance
Outcome
Policies and procedures approved and
implemented
Personnel trained; process in use by all UB
departments
Frequency/
Due Date
2019 2020
Responsible Financial Controller Financial Controller
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Goal Improve Internal Controls and Accountability
Objective 16 Implement control mechanisms to manage donations raised by the President
Action Steps Define mechanism for lifecycle
management of donations received
Develop dashboard and donor reports
Measurable
Performance
Outcome
Policies and standard operating
procedures approved and implemented
Dashboard operational; reports published
Frequency/
Due Date
2020 Semesterly
Responsible President President
Goal Improve Internal Controls and Accountability
Objective 17 Implement control mechanisms to manage restricted funds
Action Steps Establish a Restricted
Funds Unit
Define mechanism for
effective stewardship of
restricted funds
Develop dashboard and
donor reports
Measurable
Performance
Outcome
Unit staffed with
requisite personnel and
resources
Policies and standard
operating procedures
approved and implemented
Dashboard operational;
reports published
Frequency/
Due Date
2019 2019 Semesterly
Responsible Financial Controller Financial Controller Financial Controller
Goal Improve Internal Controls and Accountability
Objective 18 Establish an academic programme review cycle
Action Steps Establish 5-year review
cycle
Conduct self-studies Complete programme
reviews
Measurable
Performance
Outcome
Cycle approved by
Academic Senate
Self-studies completed
and submitted for external
review
Reviews completed;
academic unit response
tabled at Academic Senate
Frequency/
Due Date
2019 2024 2024
Responsible Academic Deans Academic Deans Academic Deans
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 17 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Internal Controls and Accountability
Objective 19 Define a mechanism to ensure the privacy and confidentiality of information
Action Steps Review current
practices with
regard to privacy
and confidentially
Review current
practices with
regard to privacy
and confidentially
Review current
practices with
regard to privacy
and confidentially
Review current
practices with
regard to privacy
and confidentially
Measurable
Performance
Outcome
Policies and
procedures
approved and
implemented
Policies and
procedures
approved and
implemented
Policies and
procedures
approved and
implemented
Policies and
procedures
approved and
implemented
Frequency/
Due Date
Annually Annually Annually Annually
Responsible VP Administrative
Services
Chief Information
Officer
VP Finance VP Human
Resources
Goal Improve Internal Controls and Accountability
Objective 20 Improve the management and storage of personnel records
Action Steps Define a mechanism for the retention of
personnel files
Digitize all personnel files in Human
Resources
Measurable
Performance
Outcome
Record retention policy approved 100% of personnel records scanned and
uploaded
Frequency/
Due Date
2020 2021
Responsible VP Human Resources VP Human Resources
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 18 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 2 Improve Operational Efficiencies/Customer Service for a Culture of Excellence
University of The Bahamas exists to serve its customers. In a competitive environment, University of The
Bahamas must be viewed as the institution of choice for incoming students. Further, it must retain and
graduate its students and maintain their connections post-graduation so that they become benefactors of the
institution. To do this, UB must cultivate a culture of excellence which governs the efficient operations of
all sectors of the institution and which is manifested in interactions with all customers – internal and external
- on a daily basis.
The cultivation, adoption and maintenance of a culture of excellence, which is characterized by efficient
operations, will require ongoing monitoring and training and the effective deployment and use of available
resources to ensure that individual departments see themselves as part of the whole.
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 1 Define a mechanism to track customer complaints and resolutions
Action Steps Establish a centralized mechanism for
the lodging of complaints
Define a reporting mechanism to track
complaints and resolutions
Measurable
Performance
Outcome
Mechanism defined and operational;
complaints logged
Dashboard operational; reports published
Frequency/
Due Date
Monthly Monthly
Responsible Dean of Students Dean of Students
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 2 Implement effective budget control mechanisms and techniques
Action Steps Align goal setting
process with budgets
Train relevant personnel in all
departments on the preparation
of zero based budgets
Budget compared to actual
Measurable
Performance
Outcome
Goals supported by
budgets
Personnel trained Report generated with detailed
explanations of variances by
departments between budget
and actual figures
Frequency/
Due Date
2021 2020 Monthly
Responsible Financial Controller Financial Controller Financial Controller
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 19 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 3 Support budget and control mechanisms and techniques
Action Steps Prepare annual zero based
budgets
Prepare annual zero based
budgets
Prepare annual zero based
budgets
Measurable
Performance
Outcome
Budgets prepared and
approved
Budgets prepared and
approved
Budgets prepared and
approved
Frequency/
Due Date
Annually, three months
prior to fiscal year-end
Annually, three months prior
to fiscal year-end
Annually, three months
prior to fiscal year-end
Responsible VP Academic Affairs Dean of Students VP Administrative Services
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 4 Support budget and control mechanisms and techniques
Action Steps Prepare annual zero based
budgets
Prepare annual zero based
budgets
Prepare annual zero based
budgets
Measurable
Performance
Outcome
Budgets prepared and
approved
Budgets prepared and
approved
Budgets prepared and
approved
Frequency/
Due Date
Annually, three months
prior to fiscal year-end
Annually, three months prior
to fiscal year-end
Annually, three months
prior to fiscal year-end
Responsible President Board of Trustees Chief Information Officer
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 5 Support budget and control mechanisms and techniques
Action Steps Prepare annual zero based
budgets
Prepare annual zero based
budgets
Prepare annual zero based
budget
Measurable
Performance
Outcome
Budgets prepared and
approved
Budgets prepared and
approved
Budgets prepared and
approved
Frequency/
Due Date
Annually, three months
prior to fiscal year-end
Annually, three months prior
to fiscal year-end
Annually, three months
prior to fiscal year-end
Responsible VP Advancement VP Operations VP Human Resources
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 6 Support budget and control mechanisms and techniques
Action Steps Prepare annual zero based budgets
Measurable
Performance
Outcome
Budgets prepared and approved
Frequency/
Due Date
Annually, three months prior to fiscal year-end
Responsible VP UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 20 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 7 Improve the student payment experience
Action Steps Eliminate billing coding
errors
Eliminate billing coding
errors
Configure Banner to ensure
accurate student bills
Measurable
Performance
Outcome
Errors corrected Errors corrected 100% of bills calculated
accurately
Frequency/
Due Date
2019 2019 2020
Responsible VP Administrative
Services
VP Academic Affairs Accounts Receivable
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 8 Improve the student payment experience
Action Steps Configure Banner/
CounterPoint to accept online
payments for tuition, fees,
transcripts, book store, etc.
Implement a UB
payment card
Provide information to
students on payment process
and deadlines
Measurable
Performance
Outcome
UB personnel trained; 90% of
students use the online
payment process
Card system
implemented and used
by students
Videography and written
communication prepared and
presented; fewer student
complaints
Frequency/
Due Date
2020 2020 2019
Responsible Chief Information Officer Chief Information
Officer
Director, Accounts
Receivable
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 21 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 9 Improve the deferred payment plan process and experience
Action Steps Implement
required modules
in Banner
Migrate to an
online application
and payment
process
Migrate to an annual
application and
approval process
Develop
communication plan
for students and
parents
Measurable
Performance
Outcome
Finance staff
trained on use of
module
85% of all
deferred payment
plan applications
processed online
Annual process
approved and
implemented
Videography and
written
communication
prepared and
presented; fewer
student complaints
Frequency/
Due Date
2020 2021 2020 Semesterly
Responsible Chief
Information
Officer
Director, Accounts
Receivable
Director, Accounts
Receivable
Director, Accounts
Receivable
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 10 Improve the financial aid process and experience
Action Steps Implement software to enable students to apply for financial aid and upload supporting
documents online
Measurable
Performance
Outcome
Document management
software installed
Financial Aid personnel
trained on use of software
95% of applications
submitted online
Frequency/
Due Date
2019 2019 2020
Responsible Chief Information Officer Chief Information Officer Director, Financial Aid &
Scholarships
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 11 Improve the payment processing turnaround time to vendors
Action Steps Define a mechanism
for processing of
general purchase
requisitions
Automate general
purchase
requisition process
Automate cheque
processing
Increase use of
direct deposits for
vendors
Measurable
Performance
Outcome
Policy approved Standard operating
procedures
approved; users
trained
Automated
cheques represent
more than 80% of
cheque payments
Direct deposits
represent more than
80% of vendor
payments
Frequency/
Due Date
Fall 2019 Fall 2019 Fall 2020 Spring 2020
Responsible Financial Controller Financial
Controller
Financial
Controller
Financial
Controller
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 22 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 12 Implement a more efficient student application process
Action Steps Implement an online
application process
Improve the efficiency of
the transfer credit process
Reduce the turnaround
time for the assessment of
transfer credits
Measurable
Performance
Outcome
90% of applications
processed online
80% of transfer credits
entered on transcripts
before advisement
90% of assessments
returned within two weeks
Frequency/
Due Date
2019 2020 2020
Responsible Director of Recruitment &
Admissions
Director of Recruitment &
Admissions
Academic Deans
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 13 Improve communication with student applicants
Action Steps Publish clear application
guidelines, academic and
financial criteria
Communicate with
applicants early and often
Automate communication
and feedback mechanisms
Measurable
Performance
Outcome
Website and all media
updated systematically
Use all forms of electronic
media, in-person and
audio/visual interactions
Responses automated; social
media interaction; robust
knowledge base established
Frequency/
Due Date
2020 2020 2020
Responsible Director of
Communications
Director of Recruitment &
Admissions
Chief Information Officer
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 14 Encourage student use of UB email
Action Steps Generate a UB email account for every
applicant
Establish policies and procedures to govern
email usage
Measurable
Performance
Outcome
100% of applicants have a UB email
account; 100% of accept letters sent to
UB email address
Policies approved; procedures
implemented
Frequency/
Due Date
2019 2020
Responsible Chief Information Officer Chief Information Officer
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 23 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 15 Improve the accuracy and delivery of student transcripts
Action Steps Configure Banner to calculate grade point
averages correctly
Implement an electronic transcript delivery
system
Measurable
Performance
Outcome
100% of grade point averages calculated
correctly
System implemented; students and alumni
request and pay for e-transcripts
Frequency/
Due Date
2019 2020
Responsible Registrar Registrar
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 16 Improve the course scheduling process
Action Steps Identify and reduce upfront
course schedule conflicts and
errors
Define a mechanism
to report scheduling
errors
Develop a sustainable
annual academic schedule
Measurable
Performance
Outcome
70% reduction in schedule
conflicts and errors
Scheduling error
reports produced
Annual schedule
implemented
Frequency/
Due Date
2020 2020 2020
Responsible VP Academic Affairs Registrar VP Academic Affairs
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 17 Improve the efficiency of the graduation assessment and processing procedure to
enhance the exit experience
Action Steps Implement Degree Audit
function
Ensure timely submission
of final grades
Reduce the turnaround
time for the processing of
graduation applications
Measurable
Performance
Outcome
All students admitted as of
Fall 2017 attached to a
programme via Degree Audit
100% of final grades
submitted as per the
policy
100% of applications
processed within four
days of receipt of final
grades
Frequency/
Due Date
2020 2019 2020
Responsible VP Academic Affairs VP Academic Affairs Registrar
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 24 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 18 Improve the efficiency of the academic advisement process
Action Steps Implement Degree Audit
function
Develop plan to
maximize synergies
between curricular and
co-curricular offerings
Reduce the number of advisement
errors
Measurable
Performance
Outcome
All students admitted as
of Fall 2017 attached to a
programme via Degree
Audit
Plan developed and
implemented
Reduction in number of students
enrolled in one course only in
their final semester; reduction in
number of students taking courses
out of sequence
Frequency/
Due Date
2020 2021 2022
Responsible VP Academic Affairs VP Academic Affairs VP Academic Affairs
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 19 Improve alumni/donor database system to record alumni/donor information and
facilitate improved communication
Action Steps Review industry standard database
platforms
Develop dashboard and reports to facilitate
communication
Measurable
Performance
Outcome
Database operational Dashboard operational; reports published
Frequency/
Due Date
2021 2021
Responsible VP Advancement VP Advancement
Objective 20 Improve the process for renting UB facilities
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Action Steps Consolidate the management of UB’s
rental facilities
Streamline rental process
Measurable
Performance
Outcome
All rental opportunities consolidated
under Business Enterprise Unit
Reduced rental turnaround time
Frequency/
Due Date
2019 Quarterly
Responsible VP Finance AVP Business Enterprise
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 25 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 21 Improve the efficiency and effectiveness of the UB recruitment, hiring and separation
process
Action Steps Assess current practices
Configure Kronos to support
the recruitment, hiring and
separation process
Define a process for
the recovery of UB
assets
Measurable
Performance
Outcome
Policy and procedures
approved and implemented
HR personnel and users
trained; 100% of hires and
dismissals documented
through system
Policy and standard
operating procedure
approved and
implemented
Frequency/
Due Date
2019 2020 2019
Responsible VP Human Resources VP Human Resources VP Human Resources
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 22 Improve the process by which new UB hires are supported
Action Steps Identify
technology
support for new
hires
Identify physical
plant
support/needs for
new hires
Define business
office requirements
for new hires
Establish an effective
orientation programme
for new hires
Measurable
Performance
Outcome
Policy and
standard
operating
procedure
approved and
implemented
Policy and
standard operating
procedure
approved and
implemented
Policy and standard
operating procedure
approved and
implemented
Standard operating
procedures approved;
all constituents
informed of new
process
Frequency/
Due Date
2019 2019 2019 2020
Responsible Chief
Information
Officer
VP Operations Financial Controller VP Human Resources
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 23 Complete the implementation of Banner to facilitate timely reports to accrediting
agencies
Action Steps Install Banner modules Install complimentary tools such as
Evisions and Kronos
Measurable
Performance
Outcome
All Banner modules installed and
operational; Ellucian consultants no longer
needed; UB personnel trained
Complimentary tools installed and
operational; consultants no longer
needed; UB personnel trained
Frequency/
Due Date
2020 2020
Responsible Chief Information Officer Chief Information Officer
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 26 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 24 Improve communication within the institution
Action Steps Improve communication of
approved policies and
procedures
Create single shared
institutional calendar of
academic and non-
academic events
Develop an intranet for
internal communications
Measurable
Performance
Outcome
Policies and procedures
accessible to all
Calendar created and
accessible to all; usage
logged
Intranet operational and
available to all users
Frequency/
Due Date
2019 2019 2020
Responsible President Chief of Staff Chief Information
Officer
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 27 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 3 Increase and Diversify Revenue and Funding Sources
Chartered in November 2016, University of The Bahamas transitioned from a quasi-government institution
to an autonomous national university. As it continues to grow, the University needs to reduce its dependence
on the government subvention and become more financially independent and sustainable. As the Chief
Fundraiser, the President is directly responsible for leading this effort and, in partnership with the Vice
President Institutional Advancement and Alumni Affairs, will cultivate donors, host major fundraising
events and work on growing the University’s endowment.
Over the next five years, the Office of the Vice President Institutional Advancement and Alumni Affairs
will establish the infrastructure and donor base necessary to sustain a multi-year, comprehensive capital
fundraising campaign focused on capital, programme, endowment and unrestricted needs. The Office will
cultivate donors and friends and maintain and consistently improve the data integrity of the official alumni
and donor database of the University.
Academic Affairs is strategically situated to assist the Office of Institutional Advancement and Alumni
Affairs in fund- and friend-raising efforts. As academic leaders, Academic Deans and Chairs have a specific
role to play given their knowledge of academic programmes and their relationships with students. In
addition, there will be an obvious increase in revenue as a result of expanded programming and increases
in student enrolment.
Traditionally, universities have two major income periods: (1) the start of the fall semester, and (2) the start
of the spring semester. To ensure a more consistent revenue generation throughout the year, the Business
Enterprise Unit will work to increase revenue through the Chapter One Bookstore, campus eateries and
rental spaces. This unit will also aim to add another retail space in the next five years.
Goal Increase and Diversify Revenue and Funding Sources
Objective 1 Identify opportunities for the Office of the President to support fundraising activities
Action Steps Identify fundraising priorities
and opportunities for the
President
Identify potential donors Host fundraiser
Measurable
Performance
Outcome
Priorities identified Donors identified and
invited
Pledges secured;
donations received
Frequency/
Due Date
2020 Annually Annually
Responsible President President President
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 28 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Diversify Revenue and Funding Sources
Objective 2 Assess the institutional capacity to support future campaigns
Action Steps Conduct a review of
previous campaigns
Conduct a review of existing
policies and procedures that
support campaigns
Conduct a review of
programmes and controls that
support campaigns
Measurable
Performance
Outcome
Review completed;
report tabled
Review completed; policies
and procedures created or
revised as needed
Review completed;
programmes and controls
implemented and revised as
needed
Frequency/
Due Date
2019 2020 2020
Responsible VP Advancement VP Advancement VP Advancement
Goal Increase and Diversify Revenue and Funding Sources
Objective 3 Secure the external technical expertise to support campaigns
Action Steps Launch search for a
Campaign Counsel
Define Terms of Reference for
a Council for Advancement and
Support of Education
Launch search for wealth
screening services
Measurable
Performance
Outcome
RFP prepared; contract
signed; Campaign
Counsel retained
Terms defined; Council
functional; commencement of
active cultivation and
solicitation
Campaign metrics and
overarching goals implemented
Contract signed with
external vendor for
comprehensive wealth
screening
Frequency/
Due Date
2019 2020 2021
Responsible VP Advancement VP Advancement VP Advancement
Goal Increase and Diversify Revenue and Funding Sources
Objective 4 Establish partnerships with key corporations and foundations to build donor support base
Action Steps Establish an Office of
Corporate and
Foundation Relations
Assess current corporate and
foundation donors and
establish new partnerships
Solicit and secure new
corporate and foundation gifts
and/or grants
Measurable
Performance
Outcome
Office staffed with
requisite personnel and
resources
Assessment completed;
partnerships established
Pledges made; gifts and/or
grants secured
Frequency/
Due Date
2020 2020 2021
Responsible VP Advancement VP Advancement VP Advancement
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 29 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Diversify Revenue and Funding Sources
Objective 5 Grow alumni donor base
Action Steps Clean database to remove
corrupt and inaccurate
records
Engage a process to locate
missing alumni
Train and assign
development officers to each
Faculty/Academic Unit and
Department
Measurable
Performance
Outcome
Alumni records corrected;
data integrity increased
Alumni database updated;
reach rate increased to
50%
Officers assigned; training
completed; operating
procedures established;
performance indicators
approved
Frequency/
Due Date
2020 Annually 2020
Responsible VP Advancement VP Advancement VP Advancement
Goal Increase and Diversify Revenue and Funding Sources
Objective 6 Grow donor base and amount of major gifts in support of capital projects
Action Steps Identify Capital Naming
Opportunities and determine
minimum thresholds for
donor naming
Align naming
opportunities with
maintenance costs of the
capital asset
Provide naming
opportunities in perpetuity
or with “sunset provisions”
Measurable
Performance
Outcome
Opportunities identified;
thresholds determined
Policy reflects alignment
of naming opportunities
with maintenance costs
Policy reflects alignment of
naming opportunities in
perpetuity
Frequency/
Due Date
2019 2020 2020
Responsible VP Advancement VP Advancement VP Advancement
Goal Increase and Diversify Revenue and Funding Sources
Objective 7 Grow donor base and amount of major gifts in support of scholarships and programmes
Action Steps Identify currently funded
endowments and create new
endowment naming opportunities
Establish endowment
naming opportunities
Solicit and secure new
endowments
Measurable
Performance
Outcome
Donor funded endowments and
new opportunities identified;
initial goals established
Criteria created and
operationalized
Two endowment gifts
closed per annum
Frequency/
Due Date
2020 2020 2023
Responsible VP Advancement VP Advancement VP Advancement
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 30 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Diversify Revenue and Funding Sources
Objective 8 Provide opportunities for fund- and friend-raising to support academic programmes
Action Steps Identify fund- and friend-raising
opportunities
Solicit donations
Measurable
Performance
Outcome
Fund- and friend- raising opportunities
identified
Donations secured
Frequency/
Due Date
2021 2023
Responsible Academic Deans Academic Deans
Goal Increase and Diversify Revenue and Funding Sources
Objective 9 Provide opportunities for legacy giving or gifts through estate planning
Action Steps Establish a Planned or
Deferred Gifts Programme
Create planned giving
policies and guidelines
Market planned gift options;
solicit and receive new
planned or deferred gifts
Measurable
Performance
Outcome
Plan established; goals
identified
Policies approved; gift
vehicles established
Two deferred gifts closed
annually
Frequency/
Due Date
2019 2019 2024
Responsible VP Advancement VP Advancement VP Advancement
Goal Increase and Diversify Revenue and Funding Sources
Objective 10 Grow the Annual Giving Programme
Action Steps Develop a communications plan to
increase donations to the Annual Fund
Host fundraising events to support the
Annual Fund
Measurable
Performance
Outcome
Annual Fund consistently receives more
than $100,000 each year
Events held; pledges made; donations
secured
Frequency/
Due Date
2024 2024
Responsible VP Advancement VP Advancement
Goal Increase and Diversify Revenue and Funding Sources
Objective 11 Increase bookstore and food services revenue
Action Steps Diversify the branded merchandise
offered in the bookstore
Assess food service needs
Measurable
Performance
Outcome
Needs assessed; merchandise
diversified; revenue increased
Needs assessed; number of customers increased;
revenue increased
Frequency/
Due Date
Annually Annually
Responsible AVP Business Enterprise AVP Business Enterprise
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 31 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Diversify Revenue and Funding Sources
Objective 12 Improve the management of rental facilities
Action Steps Market rental facilities
Measurable
Performance
Outcome
Increase in rental income
Frequency/
Due Date
2020
Responsible AVP Business Enterprise
Goal Increase and Diversify Revenue and Funding Sources
Objective 13 Develop a revenue source using athletic events
Action Steps Establish procedures for the
use of athletic events as a
revenue source
Identify potential
tournaments and
invitationals
Host tournaments and
invitationals
Measurable
Performance
Outcome
Procedures developed and
approved
Tournaments and
invitationals identified
Events held; revenue
earned
Frequency/
Due Date
2020 2020 2021/ every two years
Responsible Director, University
Athletics
Director, University
Athletics
Director, University
Athletics
Goal Increase and Diversify Revenue and Funding Sources
Objective 14 Develop a revenue source using the wireless infrastructure
Action Steps Establish policy for use of wireless
infrastructure as a revenue source
Establish relationships with vendors and
explore revenue opportunities
Measurable
Performance
Outcome
Policy approved Revenue opportunities identified; contracts
signed
Frequency/
Due Date
2020 2020
Responsible Chief Information Officer Chief Information Officer
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 32 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Diversify Revenue and Funding Sources
Objective 15 Increase .bs revenue stream
Action Steps Establish policies and procedures for high
demand domain names
Advertise in new markets
Measurable
Performance
Outcome
Policy and procedures approved; domain
revenue increased
.bs domains sold in expanded markets;
domain revenue increased
Frequency/
Due Date
2020 2020
Responsible Chief Information Officer Chief Information Officer
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 33 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 4 Increase Graduation Rate
Increasing student enrolment, retention and ultimately persistence to graduation must be seen as integral to
the University’s success. The University is mandated to provide educational programmes that are current
and meet national development needs and must ensure that students are supported to completion.
The objectives which support the goal of increasing the graduation rate cut across several areas of the
institution. Specifically, during the next five years, efforts will focus on enhancing the mechanisms used
to advise, register and inform student progress and success through targeted peer tutoring, mentoring and
assistantship programmes and more robust academic support services including an enhanced First Year
University Experience.
Goal Increase Graduation Rate
Objective 1 Increase the retention of at-risk and gifted students
Action Steps Define mechanism to
identify target groups
Develop programmes to
assist at-risk and gifted
students
Develop communications plan
to promote programmes
Measurable
Performance
Outcome
Mechanism in place;
students identified
Programmes approved
and implemented;
students engaged
Retention of target groups
increased
Frequency/
Due Date
2020 2020 2020
Responsible Director of Academic
Counselling &
Advisement
Director of Academic
Counselling &
Advisement
Director of Academic
Counselling & Advisement
Goal Increase Graduation Rate
Objective 2 Strengthen academic support services
Action Steps Review the Peer Tutoring
Programme
Implement an
Undergraduate Peer
Mentoring Programme
Implement a Graduate
Assistantship Programme
Measurable
Performance
Outcome
Revised Peer Tutoring
Programme approved and
implemented
Programme implemented;
students enrolled in
programme
Programme implemented;
assistantships granted
Frequency/
Due Date
2020 2021 2023
Responsible Director of Academic
Counselling & Advisement
Director of Academic
Counselling & Advisement
Dean of Graduate
Programmes and Research
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 34 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Graduation Rate
Objective 3 Strengthen academic support services
Action Steps Transform the First Year Seminar into
the First Year University Experience
Review the academic advisement model
Measurable
Performance
Outcome
Programme approved by Academic
Senate and implemented; initial
assessment completed
Model reviewed; new policy approved by
Academic Senate
Frequency/
Due Date
2022 2020
Responsible Director of Academic Counselling &
Advisement
VP Academic Affairs
Goal Increase Graduation Rate
Objective 4 Provide academic support services to student athletes
Action Steps Organize tutoring services
Measurable
Performance
Outcome
Tutoring services organized
Frequency/
Due Date
Semesterly
Responsible Director of Academic Counselling & Advisement
Goal Increase Graduation Rate
Objective 5 Improve the registration experience for students
Action Steps Increase usage of online registration facility
Measurable
Performance
Outcome
95% of all students register using the online facility; 95% of all registration activity
happens online
Frequency/
Due Date
Semesterly
Responsible Registrar
Goal Increase Graduation Rate
Objective 6 Institute a Social Safety Net Programme for students
Action Steps Create and implement
programme
Create a communications
plan
Maintain a confidential
database of students
Measurable
Performance
Outcome
Programme implemented Students enrolled Database populated and
reports published
Frequency/
Due Date
Spring 2020 Spring 2020 Each semester
Responsible Dean of Students Dean of Students Dean of Students
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 35 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 5 Increase Student Enrolment The mission of University of The Bahamas highlights its responsibility to “advance and expand access to
higher education.” Toward this end, additional efforts must be made to market and brand the institution
and recruit and matriculate students. The objectives below focus on leveraging technologies to enable
access to better analytics to provide information on applicant trends, interests and needs. Such data will
inform strategies that should lead to increased student enrolment.
Increasing student enrolment, retention and ultimately persistence to graduation is integral to the
University’s success as an institution. As we engage our core business to provide educational programmes
that are current and meet national development needs, we must ensure that, at every opportunity, student
enrolment is facilitated and students are supported to completion.
Goal Increase Student Enrolment
Objective 1 Develop new graduate programmes
Action Steps Assess graduate
programme needs
Develop new graduate
programmes
Develop a marketing plan to
promote programmes
Measurable
Performance
Outcome
Needs identified;
report tabled
Ten new programmes
approved
Plan approved; students enrolled in
programmes
Frequency/
Due Date
2021 2022 2022
Responsible Dean of Graduate
Programmes and
Research
Academic Senate Dean of Graduate Programmes and
Research
Goal Increase Student Enrolment
Objective 2 Increase the number of students enrolled at UB
Action Steps Review and revise
admission policy
Identify enrolment
targets based on
existing human and
physical resources
Develop a strategic enrolment
management plan that includes
enrolment targets for Family
Island and international
students
Measurable
Performance
Outcome
Admission policy revised
and approved
Capacity documented;
targets identified
Committee struck; plan
approved and implemented;
enrolment targets met
Frequency/
Due Date
2019 2020 2021
Responsible Director of Recruitment &
Admissions AVP Institutional
Strengthening &
Accreditation
Director of Recruitment &
Admissions
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 36 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Student Enrolment
Objective 3 Increase the accessibility of the physical facilities in compliance with the National
Commission for Persons with Disabilities
Action Steps Audit the campus against National
Commission for Persons with
Disabilities building accessibility
requirements
Develop and implement a plan to address
audit findings
Measurable
Performance
Outcome
Audit complete; report tabled Campus accessibility increased; matrix for
assessing accessibility approved; students
with disabilities increased
Frequency/
Due Date
Annually Annually
Responsible Director, Disabilities and Compliance VP Operations
Goal Increase Student Enrolment
Objective 4 Provide support and technical expertise for online course offerings to facilitate
enrolment
Action Steps Create new courses and redesign existing
ones
Improve infrastructure and delivery
mechanisms
Measurable
Performance
Outcome
10% of the credits in all programmes
available online; international students
registered
Bandwidth increased; dedicated servers
and resources installed
Frequency/
Due Date
2024 2020
Responsible Academic Senate Chief Information Officer
Goal Improve Operational Efficiencies/Customer Service for a Culture of Excellence
Objective 5 Integrate technology throughout the curriculum and grow online/hybrid
programmes/courses
Action Steps Increase training and support for full- and
part-time faculty on the use of technology,
hybrid and mixed modalities
Increase number of courses and
programmes offered through hybrid and
mixed modalities
Measurable
Performance
Outcome
50% of faculty trained 20% of courses and 10% of programmes
approved and offered; students enrolled
Frequency/
Due Date
2024 2024
Responsible Director of CeLEARN Academic Deans
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 37 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Student Enrolment
Objective 6 Stimulate interest in UB
Action Steps Host Early Student Accept
Day
Create an interactive
campus map
Create feedback and
information forum
Measurable
Performance
Outcome
Early accept day instituted;
applicants matriculate
A better informed
student; GPS and other
navigational aids
operational
Message boards
operational; interactive
social media and content
effected
Frequency/
Due Date
2020 2020 2020
Responsible Academic Deans Chief Information Officer Director of
Communications
Goal Increase Student Enrolment
Objective 7 Leverage internationalization opportunities as a recruitment tool
Action Steps Develop Student Exchange
Agreements
Expand Study Abroad
opportunities/partners
Enhance recruitment and
retention of international
faculty
Measurable
Performance
Outcome
Memoranda of
Understanding signed;
student exchanges
increased
Memoranda of
Understanding signed;
number of Visiting
Faculty/Scholars increased
to 10% of faculty
complement
International faculty
comprise 20% of faculty
complement
Frequency/
Due Date
2021 2022 2020
Responsible Director of Global Studies
& Programmes
VP Academic Affairs VP Academic Affairs
Goal Increase Student Enrolment
Objective 8 Increase the support of University Libraries for academic programmes
Action Steps Engage faculty in collection expansion
exercise
Promote faculty and student use of collection
Measurable
Performance
Outcome
Collection increased Usage increased by 30%
Frequency/
Due Date
2022 2022
Responsible University Librarian University Librarian
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 38 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Student Enrolment
Objective 9 Integrate Bahamian history, culture and tradition into the curriculum
Action Steps Review undergraduate
General Education
programme to ensure
integration of Bahamian
history, culture, tradition
Develop and launch
graduate programmes
focused on Bahamian
history, culture and
tradition
Enrol students in graduate
programmes focused on
Bahamian history, culture
and tradition
Measurable
Performance
Outcome
General Education
programme revised as
needed and approved by
Academic Senate
Graduate programmes
approved by Board of
Trustees
Students enrolled in
graduate programmes
Frequency/
Due Date
2020 2021 2022
Responsible Academic Senate Academic Senate Academic Senate
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 39 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 6 Improve Student Engagement
The Oakes Field Campus has long had a commuter campus culture. Residential housing is limited and is
used solely for a few Family Island students and scholarship athletes. An essential component of improving
student engagement is to transition to a campus that is increasingly residential. However, until additional
residences are complete, the Office of Student Affairs will work to provide more co- and extra-curricular
programming to increase the quality time students spend on campus. In particular, there will be an increased
focus on intramural athletics and team activities; increasing accessibility for students with disabilities, and
developing a robust student-staff programme.
Now that the University’s mascot Blu the Mingoe has been established, University Athletics will utilise
Blu more fully as an ambassador and will work to increase student attendance at athletic games, thus
deepening student engagement at these events.
While the Improve Student Engagement goal is not specifically highlighted among the goal tables outlined
below for Academic Affairs, arguably it is implicit in the anticipated action steps and outcomes.
Goal Improve Student Engagement
Objective 1 Provide leadership opportunities for students
Action Steps Identify leadership
training programmes and
partner organizations and
institutions
Establish procedures which
govern student engagement
in leadership opportunities
Identify students for
engagements
Measurable
Performance
Outcome
Programmes and
partnerships identified;
Memoranda of
Understanding signed
Procedures developed and
approved
Criteria established;
students engaged
Frequency/
Due Date
Semesterly 2020 Semesterly
Responsible Director, Greek Life and
Student Leadership
Director, Greek Life and
Student Leadership
Director, Greek Life and
Student Leadership
Goal Improve Student Engagement
Objective 2 Provide an international experience for undergraduate students
Action Steps Incorporate an international
experience into every
bachelor degree programme
Solicit funds to support
international
experiences for students
Students participate in
international experiences
Measurable
Performance
Outcome
100% of bachelor degree
programmes require an
international experience by
Year 3
Fund established 100% of bachelor degree
students participate in an
international experience by
Year 3
Frequency/
Due Date
2024 2024 2024
Responsible VP Academic Affairs VP Advancement VP Academic Affairs
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 40 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Student Engagement
Objective 3 Increase engagement opportunities for under-represented student groups
Action Steps Develop outreach programme
for students with disabilities
Develop outreach
programmes for Family
Island students
Identify funding sources
to support programmes
Measurable
Performance
Outcome
Programmes developed;
marketing plan implemented;
students engaged
Programmes developed;
marketing plan
implemented; students
engaged
Sources identified;
donations received
Frequency/
Due Date
2020 2020 2020
Responsible Dean of Students Dean of Students VP Advancement
Goal Improve Student Engagement
Objective 4 Implement a programme for the effective transition of first-year students to residence
life
Action Steps Assess current programmes and
student needs
Ensure the participation of all first year
residence life students in programmes
Measurable
Performance
Outcome
Programmes assessed; student needs
identified; new programmes
implemented
Student participation logged
Frequency/
Due Date
2020 Semesterly
Responsible Director of Residence Life Director of Residence Life
Goal Improve Student Engagement
Objective 5 Enhance Student Affairs programming
Action Steps Assess current programmes and
student needs
Develop extra-curricular and co-curricular
programmes
Measurable
Performance
Outcome
Programmes assessed; student needs
identified
Programmes offered; marketing plan
implemented
Frequency/
Due Date
2020 Annually
Responsible Dean of Students Dean of Students
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 41 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve Student Engagement
Objective 6 Increase student attendance at athletic events
Action Steps Develop a marketing plan Develop an incentive programme for attendees
Measurable
Performance
Outcome
Plan implemented; attendance
increased by 20%
Programme implemented; attendance increased
by 20%
Frequency/
Due Date
Semesterly Semesterly
Responsible Director, University Athletics Director, University Athletics
Goal Improve Student Engagement
Objective 7 Increase the utilization of the Student Union Building
Action Steps Create a plan to increase usage
Measurable
Performance
Outcome
Increase in the number of students who use the building’s facilities
Frequency/
Due Date
Semesterly
Responsible Dean of Students
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 42 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 7 Grow a Culture of Research A university’s focus on the creation of knowledge points to the importance of research not only for the
advancement of knowledge in the discipline but also for the advancement of the people the university
serves. The development of programmes, policies and procedures which inform and advance the
University’s agenda as well as the national development agenda must be grounded in data which result
from empirical investigations. As well, creative works including artistic and musical compositions,
essential forms of self-expression which help people acquire an increased awareness of themselves and
others, are developed in a culture which focuses on research and the creation and dissemination of new
knowledge.
To ensure its credibility as a university, University of The Bahamas must strengthen its research agenda
and cultivate an environment in which research is perceived to be as essential as teaching. As a result,
efforts to ensure a sustained focus on research must be integrated strategically across three keys areas of
the faculty sphere -- including appointments, development and assessment -- as well as the wider University
community.
Goal Grow a Culture of Research
Objective 1 Increase the research output of UB faculty
Action Steps Initiate targeted
professional development
and mentoring programme
Solicit funds to support
faculty research
Define recognition
mechanism for research,
scholarship and creative
work
Measurable
Performance
Outcome
Increase in the number of
faculty engaged in
research
Funds solicited; increase
in the number of faculty
receiving support
Policy approved; faculty
recognized
Frequency/
Due Date
2021 2023 2023
Responsible VP Academic Affairs VP Advancement VP Academic Affairs
Goal Grow a Culture of Research
Objective 2 Enhance current faculty appointment processes to increase UB’s research output
Action Steps Recruit faculty with a
proven track record for
research
Streamline the faculty
appointment process
Use Banner to manage
faculty appointment and
demographic data
Measurable
Performance
Outcome
90% of faculty hires have
a proven research track
record
Standard operating
procedures approved and
implemented; reduced
turn-around time from
submission of
employment application
to contract offer
100% of faculty
appointment and
demographic data in
Banner
Frequency/
Due Date
2021 2020 2020
Responsible VP Academic Affairs VP Academic Affairs VP Academic Affairs
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 43 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Grow a Culture of Research
Objective 3 Introduce a promotion and tenure system that places a higher value on faculty
research output
Action Steps Implement an assessment, promotion and tenure system which places a high value
faculty research output
Measurable
Performance
Outcome
Policy approved; assessment, promotion and tenure system implemented
Frequency/
Due Date
2024
Responsible Academic Senate
Goal Grow a Culture of Research
Objective 4 Advance research, scholarship and creative work through sponsored research and
grants
Action Steps Establish the Office of
Sponsored Research and
Grants
Identify grant and
sponsored research
opportunities
Define a mechanism to facilitate
faculty engagement in sponsored
research
Measurable
Performance
Outcome
Office staffed with
requisite personnel and
resources
Applications
submitted
Policies on reduced load and buy-
out model approved; faculty
research, scholarship and creative
work output increased
Frequency/
Due Date
2021 2021 2022
Responsible VP Academic Affairs AVP, Sponsored
Research and Grants
AVP, Sponsored Research and
Grants
Goal Grow a Culture of Research
Objective 5 Engage the undergraduate student body in research initiatives with “green” groups
Action Steps Identify local and international groups
Measurable
Performance
Outcome
Memoranda of Understanding signed; research findings shared
Frequency/
Due Date
Annually
Responsible Sustainability Coordinator
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 44 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Grow a Culture of Research
Objective 6 Ensure graduate programmes support the research initiatives outlined in the National
Development Plan
Action Steps Incorporate research elements of the National Development Plan into every graduate
programme
Measurable
Performance
Outcome
100% of graduate programmes incorporate a research element; graduate student
research output increased; research shared
Frequency/
Due Date
2024
Responsible Dean of Graduate Programmes and Research
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 45 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 8 Increase Community Engagement
As the national institution with its main campus situated near over-the-hill communities, it is essential that
University of The Bahamas reach beyond its walls, imagined and real, to help improve those communities.
This is a key component of the mission of the University. The Office of the President will lead this effort
by establishing an Office of Community Outreach to coordinate community service efforts for students,
faculty and staff and establish and maintain a database of community service hours.
Additionally, over the next five years, the Office of Student Affairs will institute a plan for campus wide-
community service. Also, the Department of Alumni Affairs will engage with alumni, offering affinity
programmes to ensure life-long relationships with the University.
Goal Increase Community Engagement
Objective 1 Establish an Office of Community Outreach to improve community involvement
Action Steps Hire Community Outreach
Coordinator
Create community
outreach plan
Define mechanism to
quantify outreach
Measurable
Performance
Outcome
Office established;
Coordinator hired
Plan created and
implemented
Dashboard published
Frequency/
Due Date
2020 2020 Every semester beginning
2021
Responsible Dean of Students Community Outreach
Coordinator
Community Outreach
Coordinator
Goal Increase Community Engagement
Objective 2 Engage Senior Administration in community service
Action Steps Identify a community service project
for each senior administrator
VPs and AVPs involved in community
service projects
Measurable
Performance
Outcome
Community service projects
communicated
Engagement mechanism identified;
community service hours logged
Frequency/
Due Date
Annually beginning 2020 Annually beginning 2020
Responsible President Chief of Staff
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 46 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Community Engagement
Objective 3 Engage first year undergraduate students in community service
Action Steps Identify community service projects Students sign up for community service
Measurable
Performance
Outcome
Community service projects
communicated
Engagement mechanism identified; service
hours logged
Frequency/
Due Date
Annually beginning 2019 Annually beginning 2019
Responsible Dean of Students Dean of Students
Goal Increase Community Engagement
Objective 4 Offer Alumni Affinity programmes to engage and promote lifelong relationships with
alumni
Action Steps Create Alumni Affiliate or
Affinity Programmes and
Chapters with member
benefits
Partner with UB Alumni
Association Board and
local businesses to build
and expand member
benefits
Expand existing member
benefits and establish new
ones
Measurable
Performance
Outcome
Alumni Affiliate or
Affinity Programme and
Chapter launched
New benefits added to the
programme
Long term memberships
documented; new
memberships established
with at least twenty
companies
Frequency/
Due Date
2020 2020 2021
Responsible Director, Alumni Affairs Director, Alumni Affairs Director, Alumni Affairs
Goal Increase Community Engagement
Objective 5 Increase awareness of the Alumni Association to encourage membership and
engagement
Action Steps Develop a plan to
promote the Alumni
Association
Develop a campaign to
increase student awareness
of the Alumni Association
Develop Alumni Association
Student Committee to
generate ideas and facilitate
communication
Measurable
Performance
Outcome
Plan developed and
implemented;
membership increased
Awareness campaign
developed and
implemented; student
awareness increased
Alumni Association Student
Committee formed
Frequency/
Due Date
Spring 2020 Spring 2020 Spring 2021
Responsible Director, Alumni Affairs Director, Alumni Affairs Director, Alumni Affairs
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 47 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Community Engagement
Objective 6 Ensure the Office of Alumni Affairs is structured to maximize the support and
engagement of alumni
Action Steps Review the Office of Alumni Affairs to
ensure appropriate personnel and
resources
Provide appropriate training
opportunities for staff in Alumni Affairs
Measurable
Performance
Outcome
Office staffed with appropriate personnel
and resources
Training provided and logged
Frequency/
Due Date
2020 Beginning 2020
Responsible VP Advancement VP Advancement
Goal Increase Community Engagement
Objective 7 Ensure the continued support and engagement of alumni
Action Steps Develop alumni engagement
programmes segmented by Faculty,
Academic Unit and Departments as
needed
Develop and host alumni affinity/networking
groups/events based on Faculty or Academic
Unit
Measurable
Performance
Outcome
Alumni Engagement Plan
developed, approved and
implemented
Affinity/networking groups established;
events held; attendance logged
Frequency/
Due Date
2020 2021
Responsible VP Advancement VP Advancement
Goal Increase Community Engagement
Objective 8 Ensure representation of external community on Advisory Boards and Search
Advisories to provide industry/professional input
Action Steps Identify relevant professional
bodies to advise on the
implementation of new
academic programmes
Identify relevant
professional bodies to
participate in the academic
programme review process
Identify relevant
professional bodies to
serve on Search
Advisories
Measurable
Performance
Outcome
Members of professional
bodies serve on Advisory
Boards
Members of professional
bodies participate in
programme reviews
Professional bodies
represented on Search
Advisories
Frequency/
Due Date
2019 2019 2019
Responsible Academic Deans Academic Deans Academic Deans
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 48 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Community Engagement
Objective 9 Increase community attendance at athletic events
Action Steps Introduce event incentives and
giveaways for attendees
Implement a frequent attendee programme
Measurable
Performance
Outcome
Giveaways introduced; increased
attendance at events
Frequent attendee programme initiated;
increased attendance at events
Frequency/
Due Date
Each semester starting Fall 2019 Each semester starting Fall 2019
Responsible Director, University Athletics Director, University Athletics
Goal Increase Community Engagement
Objective 10 Achieve membership in an international athletic association
Action Steps Evaluate various international athletic
associations
Submit application for membership in an
international athletic association
Measurable
Performance
Outcome
Associations evaluated; report tabled Application submitted; membership
approved
Frequency/
Due Date
2023 2024
Responsible Director, University Athletics Director, University Athletics
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 49 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 9 Increase and Enhance the University Profile
While the institution has a forty-plus year history, the chartering of University of The Bahamas in 2016 has
created a new institution in many ways. The Office of the President will lead the goal of enhancing the
University profile by working on defining our new university system which will, in turn, determine how
we operate as an institution in an archipelago.
Further, by leveraging relationships with media partners and other stakeholders, the Office of University
Relations will raise the institution’s profile and increase the coverage of UB via print, radio, television and
online media. Also, over the next five years, this Office will develop a programming concept and
operational plan and launch a UB Mingoes TV show as well as increase TV and radio programming
promoting UB athletics.
Goal Increase and Enhance the University Profile
Objective 1 Establish a University of The Bahamas system
Action Steps Review various models Develop a model for the
University of The
Bahamas system
Propose an enrolment and
performance based budgeting
mechanism for the UB system
Measurable
Performance
Outcome
Report tabled Report tabled; University
system approved by Board
of Trustees
Report tabled; policy on
enrolment based budgeting
approved by Board of Trustees
Frequency/
Due Date
2020 2019 2022
Responsible President President President
Goal Increase and Enhance the University Profile
Objective 2 Define the structure and nomenclature for the University
Action Steps Define the structure of
the non-academic units
Define the structure of the
academic units
Define a mechanism for the
maintenance of the
academic and non-
academic structure
Measurable
Performance
Outcome
Structure approved Structure approved Policy approved
Frequency/
Due Date
2019 2019 2019
Responsible President President President
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 50 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Enhance the University Profile
Objective 3 Use the office of the President to enhance the profile of the University
Action Steps Speak at local, regional
and international
conferences and events
Create a Master Class
series taught by the
President
Host President’s Lecture
Series with a focus on
Bahamian history, culture and
traditions
Measurable
Performance
Outcome
Presentations logged Participants enrolled;
Classes held
Lectures held; attendance
logged
Frequency/
Due Date
Annually Annually Annually
Responsible President President President
Goal Increase and Enhance the University Profile
Objective 4 Expand the national and international brand recognition by highlighting professional
development and related experiences of faculty and staff
Action Steps Track expenditure, professional
development and related experiences of
faculty and staff
Assess impact of professional development
and related experiences of faculty and staff
on instructional effectiveness, research,
scholarship and creative work and service
Measurable
Performance
Outcome
Report on expenditure and participation
tabled
Assessment tool developed; impact
quantified; report tabled
Frequency/
Due Date
2020 2020
Responsible Academic Deans VP Academic Affairs
Goal Increase and Enhance the University Profile
Objective 5 Expand the national and international brand recognition by positioning students, faculty,
staff and administrators as subject matter experts whose perspectives are sought on
various national and topical issues
Action Steps Increase the number
of news releases on
events such as
research activities,
athletics, etc.
Develop strategies
to engage local
media
Launch UB
Broadcasting
Service
Go live with new
website and
integrated UB app
Measurable
Performance
Outcome
75% increase in
news releases for
each area such as
research activities,
athletics, etc.
Events hosted;
media participation
logged
Service launched;
stations
transmitting
New website
launched; 75% of
students using UB
app
Frequency/
Due Date
2020 2020 2021 2021
Responsible Director, University
Relations
Director,
University
Relations
Director,
University
Relations
Director, University
Relations
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 51 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Enhance the University Profile
Objective 6 Provide opportunities for international experiences for faculty and staff
Action Steps Implement partner agreements and
Memoranda of Understanding
Implement partner agreements and
Memoranda of Understanding
Measurable
Performance
Outcome
Increase in number of faculty
attachments/exchanges
Increase in number of staff
attachments/exchanges
Frequency/
Due Date
2021 2021
Responsible VP Academic Affairs VP Human Resources
Goal Increase and Enhance the University Profile
Objective 7 Increase collateral support of recruitment efforts to enhance the profile of UB
Action Steps Produce campus and general
information brochures
Produce academic
brochures for each unit
Document the history of
the institution
Measurable
Performance
Outcome
Use general information
brochures in national and
international promotional
campaigns
Use of academic
brochures in recruitment
and marketing strategies
Document published
Frequency/
Due Date
2020 2020 2022
Responsible VP Academic Affairs VP Academic Affairs Director of Oral and
Public History Institute
Goal Increase and Enhance the University Profile
Objective 8 Promote student athletic, academic and leadership events and achievements
Action Steps Develop and implement a plan to
promote events and achievements
Organize systematic coverage of events and
achievements
Measurable
Performance
Outcome
Plan approved; plan implemented;
events and achievements promoted
Increased coverage of events and achievements
Frequency/
Due Date
2019 2019
Responsible Director of Communications Director of Communications
Goal Increase and Enhance the University Profile
Objective 9 Define a mechanism to improve and refresh website design and content
Action Steps Ensure platform exists to facilitate
content refresh
Define a process to ensure quality and
appropriateness of design and content
Measurable
Performance
Outcome
Platform installed and users trained Policy and Standard Operating Procedures
approved and implemented
Frequency/
Due Date
2020 2020
Responsible Chief Information Officer Director of Communications
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 52 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Enhance the University Profile
Objective 10 Increase awareness of sustainability practices
Action Steps Create communication plan Define awareness matrix
Measurable
Performance
Outcome
Plan created and implemented Awareness matrix defined
Frequency/
Due Date
2020 2020
Responsible Sustainability Coordinator Sustainability Coordinator
Goal Increase and Enhance the University Profile
Objective 11 Establish a framework for diversity, inclusivity and equity across the student body
Action Steps Requisite training for all employees Create a series of customer feedback surveys
for each department
Measurable
Performance
Outcome
Training done Surveys created, distributed and results
collected
Frequency/
Due Date
Fall 2020/annually Each semester
Responsible Dean of Students Dean of Students
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 53 of 75 Send comments to UB2024@ub.edu.bs Revision B
UB-North
The University of The Bahamas-North (UB-North) in east Grand Bahama is situated on a 50-acre
development that is a part of the 220 acres granted to the University by the Grand Bahama Port Authority.
It is destined to become an incubator for entrepreneurship and innovation, while bolstering the industrial
and maritime industries on the island. Nestled on land in East Grand Bahama – where the potential for
residential, infrastructural and business development in the surrounding neighborhoods is great – University
officials are solidifying partnerships for progress.
The facility consists of 18 classrooms, four faculty offices, library, computer and science laboratories, a
bookstore, cafe, conference room and an administrative area. UB-North has an enrollment of approximately
500 students. It caters to both full and part-time students pursuing bachelor degrees in education and
business administration (accounting and management). An associate degree in computer information
systems is also offered, in addition to Mathematics and English for adults.
The campus is an anchor, one that will propel the development and growth of the Grand Bahama
community, while contributing significantly to the growth of the country. Like the Oakes Field Campus in
New Providence, the campus in Grand Bahama is tapped for infrastructural expansion. It will be
transformed from a commuter to residential campus with a new technology resource centre and library; a
cafeteria with both self-service and traditional dining; a fully staffed health centre; study areas; and other
amenities. Additionally, thanks to a $3 million donation from the Port Authority, UB-North officially
opened its first residential facility - Hawksbill Hall – on 7 May 2018. The campus’ first residential will
provide housing and accommodations for approximately 60 students.
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 54 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 1 Increase Campus Autonomy and Operational Efficiency
Autonomy for UB-North been a stated priority of successive leaders of UB. The University Transition
Secretariat Report of 2013 spoke to “a fundamental change in the role NBC plays, beginning with a
restructuring, setting up systems and technology for an autonomous administration within the University.”
The necessity of this change was echoed by President Rodney D. Smith in 2015: “In order for [UB-North]
to grow, develop and meet the needs of the Northern Bahamas it must have greater autonomy . . .The Grand
Bahama Campus must have its own president, senior administrative team and leadership suited to its unique
role in driving both regional and subsequently, national development. With its own leadership team, this
campus can focus solely on its own mission and ensuring that it is achieved.”
Implicit in the devolution of authority and the establishment of objective criteria for resource allocation is
acceptance of the principle that an imbalance in resource allocation and authority inadvertently discriminate
unjustly against citizens of the northern Bahamas.
Goal Increase Campus Autonomy and Operational Efficiency
Objective 1 Appoint a chief executive who has final authority for the strategic direction of UB-
North and who reports directly to the Board of Trustees
Action Steps Define job description and engage search process
Measurable
Performance
Outcome
Chief executive appointed
Frequency/
Due Date
Fall 2023
Responsible Board of Trustees
Goal Increase Campus Autonomy and Operational Efficiency
Objective 2 Institute equitable budgeting measures for UB-North to better support its growth and
orderly operation
Action Steps Define a mechanism to enable UB-North
to retain all Capital Development, Student
Activities, Business Enterprise revenue
and other fees collected at UB-North
Define a mechanism to enable UB-North
to receive subvention, bursary and
endowment funds
Measurable
Performance
Outcome
UB-North fee allocation policy approved Cabinet paper approved
Frequency/
Due Date
Fall 2020 July 2023
Responsible Board of Trustees President
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 55 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Campus Autonomy and Operational Efficiency
Objective 3 Improve efficiency of business office operations
Action Steps Establish a bank account for UB-North
and give signing authority to UB-North
administrators
Establish a fully operational business
office
Measurable
Performance
Outcome
Vendors paid in a timely manner Business Office staffed with relevant
personnel and resources
Frequency/
Due Date
Fall 2019 Fall 2021
Responsible Office of the President, VP Finance,
Board of Trustees
VP UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 56 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 2 Increase Community Engagement and Enhance Campus Profile
The objectives for this goal reflect the need to significantly improve the profile and prestige of the campus
for the purpose of improving recruitment and the potential for fundraising.
Goal
Increase Community Engagement and Enhance Campus Profile
Objective 1 Establish an Office of Community Outreach to improve community involvement
Action Steps Hire Community Outreach
Coordinator
Create community
outreach plan
Define mechanism to
quantify outreach
Measurable
Performance
Outcome
Office established and
Coordinator hired
Plan created and
implemented
Dashboard published
Frequency/
Due Date
2020 2020 Every semester beginning
2021
Responsible VP UB-North Community Outreach
Coordinator
Community Outreach
Coordinator
Goal Increase Community Engagement and Enhance Campus Profile
Objective 2 Increase the student body participation in community service
Action Steps Identify community service projects Students sign up for community service
Measurable
Performance
Outcome
Community service projects
communicated
Students involved in community service
projects; service hours logged
Frequency/
Due Date
Annually beginning 2019 Annually beginning 2019
Responsible Dean of Students UB-North Dean of Students UB-North
Goal Increase Community Engagement and Enhance Campus Profile
Objective 3 Increase awareness of the UB-North Alumni Association to encourage membership
and engagement
Action Steps Develop a plan to
promote and revitalize
the Alumni Association
Develop a campaign to
increase student awareness
of Alumni Association
Create UB-North Alumni
presence on the UB-North
website
Measurable
Performance
Outcome
Plan developed and
implemented;
membership increased
Awareness campaign
developed and implemented;
student awareness increased
Pages created and
maintained
Frequency/
Due Date
Spring 2020 Spring 2020 2022
Responsible Alumni Affairs and
Development Officer
Alumni Affairs and
Development Officer
Webmaster
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 57 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Community Engagement and Enhance Campus Profile
Objective 4 Increase the visibility of UB North and engagement of external stakeholders
Action Steps Hold conferences and
public forums
Produce UB-North live
television show
Produce bi-annual newspaper
inserts on UB-North
Measurable
Performance
Outcome
Four events held Broadcasts aired Inserts published
Frequency/
Due Date
Annually 12 shows per semester on
TV and radio by 2020
2021
Responsible VP UB-North VP UB-North VP UB-North
Goal Increase Community Engagement and Enhance Campus Profile
Objective 5 Ensure representation of external community on Advisory Boards and Search
Advisories to provide industry/professional input
Action Steps Identify relevant professional
bodies to advise on the
implementation of new
academic programmes
Identify relevant
professional bodies to
participate in the academic
programme review process
Identify relevant
professional bodies to
serve on Search
Advisories
Measurable
Performance
Outcome
Members of professional
bodies serve on Advisory
Boards
Members of professional
bodies participate in
programme reviews
Professional bodies
represented on Search
Advisories
Frequency/
Due Date
2021 2021 2021
Responsible AVP Academic Affairs AVP Academic Affairs AVP Academic Affairs
Goal Increase Community Engagement and Enhance Campus Profile
Objective 6 Increase social media presence
Action Steps Increase social media
presence across
platforms
Hire Social Media
Influencers
Create UB-North website &
hire webmaster
Measurable
Performance
Outcome
Platforms acquired;
Followers increased
Student Social Media
Influencers hired; Increased
engagement on social media
and attendance at UB-North
events
www.ubnorth.edu.bs created
and populated; webmaster
hired
Frequency/
Due Date
2020 2021 2022
Responsible VP UB-North VP UB-North VP UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 58 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 3 Increase Student Enrolment, Retention and Graduation Rates
UB-North faces four major challenges with respect to this goal. It is in a remote location some distance
from population centres; it is limited in terms of faculty complement and degree programmes offered to
completion; it has limited physical resources to support higher education in terms of instructional facilities
and the provision of ancillary services; and lastly, final authority on a number of key administrative
decisions rests in New Providence which creates delays, incorrect analysis of situations on the ground,
harmful application of blanket practices and low staff and faculty morale.
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 1 Develop a master plan for UB-North
Action Steps Consult stakeholders on
campus needs and
design
Collaborate with strategic
partners in the master
planning process
Master plan drafted and
shared with internal and
external stakeholders
Measurable
Performance
Outcome
Meetings held Partners identified and
meetings held
Meetings held; Master
Plan approved
Frequency/
Due Date
2019 2019 Fall 2019
Responsible VP UB-North VP UB-North VP UB-North
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 2 Establish a mechanism to manage the academic affairs of UB-North
Action Steps Appoint an Associate VP of Academic
Affairs
Establish a Faculty Senate
Measurable
Performance
Outcome
Associate VP of Academic Affairs
appointed
Faculty Senate established by statute; bye-
laws approved; meetings held
Frequency/
Due Date
2021 2022
Responsible VP UB-North Board of Trustees
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 3 Increase the efficiency and effectiveness with which UB-North hires faculty
Action Steps Establish a Human Resource
department
Ensure representation of external community on
UB-North Search Advisories to provide
industry/professional perspective on faculty hires
Measurable
Performance
Outcome
HR office staffed with relevant
personnel and resources
Professional bodies represented on Search
Advisories
Frequency/
Due Date
2020 2020
Responsible VP UB-North Dean of Faculty
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 59 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 4 Increase the number of students enrolled at UB-North
Action Steps Increase the number
of programmes
offered to completion
Introduce niche and STEM
programmes
Offer as much of the BSc in
Nursing in UB-North as
possible
Measurable
Performance
Outcome
Three additional
programmes offered
to completion
Three programmes
approved; students enrolled
Number of years of the
programme completed at UB-
North increased
Frequency/
Due Date
2024 2024 Maximum percentage of the
BSc in Nursing offered at UB-
North by 2022
Responsible Dean of Faculty Dean of Faculty Dean of Faculty
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 5 Increase international student enrolment
Action Steps Develop a recruitment plan to increase
international visibility
Enrol international students
Measurable
Performance
Outcome
Plan approved Increase in international enrolment
Frequency/
Due Date
2020 10 students by 2024
Responsible
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 6 Increase the number of students enrolled in online courses
Action Steps Create online course offerings Offer more courses via live streaming
Measurable
Performance
Outcome
Number of online offerings
approved and implemented
Number of courses offered via live streaming
Frequency/
Due Date
4 per academic year starting 2021 Annual increase of courses offered year over
year starting 2021
Responsible Director of UB Open Learning Dean of Faculty
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 7 Increase marketing and recruitment efforts
Action Steps Establish Office of University Relations
and Marketing
Develop a recruitment plan
Measurable
Performance
Outcome
100% increase in social media, print and
broadcast advertising
Plan approved and implemented
Frequency/
Due Date
Fall 2020 By 2021
Responsible VP UB-North Recruitment Officer
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 60 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 8 Increase institutional support for at-risk students
Action Steps Develop a Strategic
Enrolment
Management plan
Determine risk factors &
recommended actions
Establish an Office of Student
Success, Counselling and
Support Services
Measurable
Performance
Outcome
Office established Data analysis reports
including
recommendations,
implementation
Office established
Frequency/
Due Date
2021 Annual reports starting
2021
2020
Responsible Assistant Registrar Assistant Registrar Dean of Students UB-North
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 9 Increase access to UB-North for non-traditional students
Action Steps Relocate
CeLEARN to
downtown Freeport
Increase enrolment in
personal and
professional
development course
offerings
Increase winter
resident
enrolment in UB
courses
Increase number of
audited courses
Measurable
Performance
Outcome
CeLEARN
relocated &
launched
Enrolment increased
by 15% per year
Winter residents
enrolled
Courses being
audited increased by
5% per year
Frequency/
Due Date
Fall 2019 2021 2020 2020
Responsible Director of
CeLEARN
Director of
CeLEARN
Director of
CeLEARN
Director of
CeLEARN
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 10 Improve student access to campus
Action Steps Provide a more reliable economical transport system
Measurable
Performance
Outcome
Increased frequency and use of shuttle transport
Frequency/
Due Date
Fall 2021
Responsible VP UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 61 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 11 Establish a mechanism to manage student services at UB-North
Action Steps Appoint an Assistant Registrar Appoint a Financial Aid Officer
Measurable
Performance
Outcome
Assistant Registrar appointed Officer appointed
Frequency/
Due Date
Fall 2019 Fall 2020
Responsible VP UB-North VP UB-North
Goal Increase Student Enrolment, Retention and Graduation Rates
Objective 12 Provide a wider variety of amenities and services to the student body
Action Steps Conduct a needs assessment survey of the
campus and surrounding community
Enter into a public private partnership to
develop a shopping plaza on campus
Measurable
Performance
Outcome
Survey conducted and data analysed Shopping plaza open for business.
Frequency/
Due Date
Fall 2020 Fall 2021
Responsible Dean of Students UB-North Dean of Students UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 62 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 4 Improve the Student Experience
The objectives for this goal reflect the need to significantly enhance the services and amenities available
for UB-North students. Students have choices in terms of higher education and UB-North seeks to be their
institution of first choice
Goal Improve the Student Experience
Objective 1 Assist students in job and graduate school placement
Action Steps Define a mechanism to
track graduate job
placement and performance
Establish an Office of
Career Services
Develop mechanism for
career placement and
academic advancement
Measurable
Performance
Outcome
SOP approved; Job
placement and employment
data published
Office established and
resourced; increase in
internship programs
and employment rate of
graduates
Job fairs, career placement
Frequency/
Due Date
2020 2021 2021
Responsible Dean of Students Dean of Students Dean of Students
Goal Improve the Student Experience
Objective 2 Increase library support services
Action Steps Increase the usable
physical space for
library services
Increase number of
participants receiving
information literacy
skills instruction
Provide a mix of
study, technology,
group, individual,
quiet and social
spaces
Design and
build a new
library
Measurable
Performance
Outcome
Library usable
space increased;
more students
serviced
Number of
participants increased
by 30%
Redesign of library
completed;
furniture installed
in library
Library
constructed;
occupancy
permit received
Frequency/
Due Date
2020 2020 2020 2024
Responsible VP UB-North Dean of Faculty VP UB-North VP UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 63 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve the Student Experience
Objective 3 Improve access to cutting edge technology
Action Steps Improve wireless
infrastructure
Implement multi-purpose
identification and access
control
Introduce remote resources;
BYOD
Measurable
Performance
Outcome
Wireless bandwidth
improved; wireless
coverage expanded;
improve in classroom
resources
Single ID card for
identification, access
control, payment and
location monitoring
Online improve and
expanded; resources;
reduce the need to rely on
on-campus labs;
Frequency/
Due Date
2019 2020 2020
Responsible Chief Information Officer Chief Information Officer Chief Information Officer
Goal Improve the Student Experience
Objective 4 Create connected classrooms
Action Steps Implement video and
interactive technology
in classrooms and labs
Provide high speed data
connectivity in classrooms
and labs
Resources for remote class
delivery and wireless access
to materials
Measurable
Performance
Outcome
Required technology
installed; faculty and
students trained on use
and benefits
Equipment installed to
drive bandwidth needs;
industry trends to stay in
tune with developments
monitored
Faculty able to deliver online
content; ability to collaborate
and link remote sites in real
time established
Frequency/
Due Date
2020 2020 2021
Responsible VP Academic Affairs Chief Information Officer Chief Information Officer
Goal Improve the Student Experience
Objective 5 Provide hands-on learning experiences
Action Steps Engage students in real
world projects
Create internship
opportunities
Create collaborative
/innovation spaces and
projects
Measurable
Performance
Outcome
Students involved in
departmental
deliverables; student
lead projects
supported/sponsored
Relationships established
with businesses to employ
students in areas related to
their field of study
Innovation lab established;
UB radio/TV production
studio created; students
involved in research activities
Frequency/
Due Date
2019 2021 2022
Responsible Academic Deans Academic Deans Academic Deans
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 64 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve the Student Experience
Objective 6 Increase Study Abroad and student exchange opportunities
Action Steps Assign responsibility for Global
Studies & Programmes for UB-North
Expand abroad opportunities for UB-North
students
Measurable
Performance
Outcome
Personnel assigned Abroad experiences increased
Frequency/
Due Date
2020 One per year by 2021
Responsible VP Academic Affairs Global Studies & Programmes
Goal Improve the Student Experience
Objective 7 Create physical spaces to support non-academic student engagement
Action Steps Create a student union
hall/building
Create additional covered
seating areas for students
Design and build athletic
facilities on campus
Measurable
Performance
Outcome
Facility occupied Seats created to
accommodate an additional
50 students
A field for jogging, flag
football soccer/rugby and a
beach volleyball space created
Frequency/
Due Date
2021 2020 2021
Responsible VP UB-North Dean of Students VP UB-North
Goal Improve the Student Experience
Objective 8 Identify student needs to guide campus activities
Action Steps Establish mechanisms to solicit student
feedback
Develop action plans based on student
feedback
Measurable
Performance
Outcome
Catalogue feedback results Establish written action plans to address
and improve activities
Frequency/
Due Date
2019 2020
Responsible Dean of Students VP UB-North
Goal Improve the Student Experience
Objective 9 Develop mechanism to document non-academic student activities
Action Steps Record student
accomplishments
Maintain all student non-
academic activities in
Banner
Develop a robust student
advisor and mentorship
programme
Measurable
Performance
Outcome
Co-curricular transcript
details maintained; total
student profile (not just
academic) maintained
Co-curricular transcript
details maintained; goals,
extra-curricular activities,
volunteer groups, Greek
involvement; etc. recorded
Programme implemented;
advisement error reduced to
5 per semester
Frequency/
Due Date
2019 2019 2019
Responsible Dean of Students Dean of Students Dean of Faculty
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 65 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve the Student Experience
Objective 10 Increase opportunities to participate in Intramural Sports and Physical Education
classes
Action Steps Appoint a
Coordinator of
Intramural Sports
Introduce more physical
education courses
Create covered seating for
students at the
basketball/volleyball court
Measurable
Performance
Outcome
Coordinator hired Fully subscribed physical
education courses
developed and offered
Seating for 50-100 students
erected
Frequency/
Due Date
2020 2 per year starting 2020 2020
Responsible VP UB-North Dean of Faculty VP UB-North
Goal Improve the Student Experience
Objective 11 Improve campus security
Action Steps Hire adequate
compliment of full time
security and Campus
Police
Complete installation of video
surveillance cameras on
campus
Eliminate private
security
Measurable
Performance
Outcome
Staff hired System installed at Hawksbill
Hall and downtown
CeLEARN Centre
Private security replaced
with full time staff
Frequency/
Due Date
2020 2020 2021
Responsible VP UB-North VP UB-North VP UB-North
Goal Improve the Student Experience
Objective 12 Improve campus maintenance
Action Steps Develop a maintenance
plan
Hire a Director of
Maintenance
Implement maintenance plan
Measurable
Performance
Outcome
Plan completed and
approved
Position filled Annual report on maintenance
performance
Frequency/
Due Date
2020 2020 2020
Responsible VP UB-North VP UB-North Director of Maintenance
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 66 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Improve the Student Experience
Objective 13 Establish a separate brand identity for UB-North to foster loyalty and pride on
campus and in the community
Action Steps Hire a Graphic
Artist
Conduct branding
consultations with
stakeholders
Initiate a branding
competition and
select best designs
Create brand
guidelines based
on the winning
concept and
launch brand
Measurable
Performance
Outcome
Graphic Artist
hired
Public consultations
and focus groups
held
Designs submitted;
winners selected
Brand launched
Frequency/
Due Date
2020 2020 2021 2022
Responsible VP UB-North VP UB-North VP UB-North VP UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 67 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 5 Develop a Culture of Research
The objectives for this goal reflect the need to increase faculty and student participation in research. This
will in turn increase the prestige of UB-North and make the campus more attractive to high performing
faculty and students.
Goal Develop a Culture of Research
Objective 1 Increase the number of faculty and students who conduct research
Action Steps Develop a UB-North Research Strategic
and Action Plan
Establish a UB-North Faculty and Student
Research Advisory Board
Measurable
Performance
Outcome
UB Research Strategic and Action Plan
completed
20% increase in the number of faculty and
students who participate in research projects
over 5 years
Frequency/
Due Date
2020 2020
Responsible Dean of Faculty Dean of Faculty
Goal Develop a Culture of Research
Objective 2 Increase the number of grants secured by faculty and students at UB-North
Action Steps Establish a Research Grant Committee
Measurable
Performance
Outcome
Committee established; funding awarded for faculty research grants
Frequency/
Due Date
2020
Responsible Dean of Faculty
Goal Develop a Culture of Research
Objective 3 Increase the number of physical spaces for research-based projects
Action Steps Create two additional laboratories (Science, Engineering & Technology)
Measurable
Performance
Outcome
Additional physical space created for conducting research-based projects
Frequency/
Due Date
2021
Responsible VP UB-North
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 68 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal 6 Increase and Diversify Revenue and Funding Sources
The objectives for this goal reflect the need to increase revenue streams to UB-North. CeLEARN has major
un-tapped potential in Grand Bahama and the industrial sector is not adequately engaged in the process of
development for the campus. Business Enterprise and Annual Fund are also key tools in this effort.
Goal Increase and Diversify Revenue and Funding Sources
Objective 1 Formalize engagement with Grand Bahama’s industry leaders
Action Steps Re-establish an Advisory Board for UB-North, chaired by a member of the Board of
Trustees
Measurable
Performance
Outcome
Industry leaders constitute the Board
Frequency/
Due Date
Meetings held quarterly or bi-annually starting Fall 2020
Responsible VP UB-North
Goal Increase and Diversify Revenue and Funding Sources
Objective 2 Strengthen the competitive position of CeLEARN
Action Steps Launch a marketing campaign Increase engagement with GB business
community
Measurable
Performance
Outcome
Plan created and implemented Various events held
Frequency/
Due Date
2021 2020
Responsible Director of CeLEARN Director of CeLEARN
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
Page 69 of 75 Send comments to UB2024@ub.edu.bs Revision B
Goal Increase and Diversify Revenue and Funding Sources
Objective 3 Grow UB-North Annual Fund
Action Steps Define a
mechanism
for online
donations
Develop a
communications
plan to engage
faculty & staff to
participate in
annual fund
programs
Grow annual
fund by 10k a
year
Develop a
Signature
Annual Event
Fundraiser
Create UB-
North Annual
fund policy
Measurable
Performance
Outcome
Online
donation
mechanism
operational
Faculty & staff
participate in
annual giving
programs increase
Annual fund
goal achieved
Event held Policy approved
Frequency/
Due Date
2020 2020 Annually as
of 2019
Annual as of
2020
2020
Responsible Alumni
Affairs &
Development
Alumni Affairs &
Development
Alumni
Affairs &
Development
Alumni
Affairs &
Development
Alumni Affairs
& Development
Goal Increase and Diversify Revenue and Funding Sources
Objective 4 Increase Business Enterprise initiatives
Action Steps Explore alternative
revenue sources
Increase dorm occupancy in
Summer months
Increase dorm occupancy in
Fall/Spring semesters
Measurable
Performance
Outcome
Revenue sources
implemented
Occupancy increased to
50%
Occupancy increased to 100%
Frequency/
Due Date
1 per year starting
2020
2020 Per semester 2021
Responsible VP UB-North VP UB-North VP UB-North
Goal Increase and Diversify Revenue and Funding Sources
Objective 5 Increase Business Enterprise initiatives
Action Steps Hire a Director of
Business Enterprise
Implement marketing plan
for Business Enterprise
initiatives
Increase food services revenue
and the sale of paraphernalia
Measurable
Performance
Outcome
Director hired Marketing plan approved Revenue increased by 30% in
each case
Frequency/
Due Date
2020 2021 2021
Responsible VP UB-North Director of Business
Enterprises
Director of Business
Enterprises
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List of Objectives by Goal
List of objectives by goal and area
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10 1 1 Facilitate a smooth transition to the Board of Trustees to ensure shared
governance
20 1 2 Facilitate a smooth transition to the Academic Senate to ensure shared
governance
10 1 3 Monitor and review UB operations and the performance of the President
regarding the implementation of the strategic plan
13 1 4 Ensure a successful implementation of the strategic plan
20 1 5 Ensure a successful implementation of the strategic plan
30 1 6 Ensure a successful implementation of the strategic plan
40 1 7 Ensure a successful implementation of the strategic plan
50 1 8 Ensure a successful implementation of the strategic plan
60 1 9 Ensure a successful implementation of the strategic plan
70 1 10 Ensure a successful implementation of the strategic plan
80 1 11 Ensure a successful implementation of the strategic plan
90 1 12 Ensure a successful implementation of the strategic plan
90 1 13 Align institutional human resource needs with strategic goals
50 1 14 Complete backlog of financial audits
50 1 15 Ensure the timely presentation and publication of audited financial reports
50 1 16 Implement UB wide annual budgeting process as per accrediting agency
requirements
13 1 17 Establish and implement budget and control mechanisms to manage donations
raised by the President
50 1 18 Establish and implement budget and control mechanisms to manage restricted
funds
20 1 19 Establish an academic programme review cycle for graduate, undergraduate,
diploma and certificate programmes
40 1 20 Define mechanisms to ensure the privacy of the information collected from
customers
90 1 21 Improve the management and storage of personnel records
13 2 1 Identify fundraising priorities and opportunities for the President
60 2 2 Assess the institutional capacity to support future campaigns
60 2 3 Secure the external technical expertise to support campaigns
60 2 4 Establish partnerships with key corporations and foundations to build donor
support base
60 2 5 Grow alumni donor base
60 2 6 Grow donor base and amount of major gifts in support of capital projects
60 2 7 Grow donor base and amount of major gifts in support of scholarships and
programmes
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80 2 8 Improve the deferred payment plan process and experience
20 2 8 Increase revenue through fund- and friend-raising opportunities to support
academic programmes
60 2 9 Provide opportunities for legacy giving or gifts through estate planning
60 2 10 Grow the Annual Giving Programme
50 2 11 Increase bookstore and food services revenue
50 2 12 Improve the management of rental facilities
40 2 13 Develop a revenue source using athletic events
80 2 14 Develop a revenue source using the wireless infrastructure
80 2 15 Increase .bs Revenue Stream
20 2 16 Improve the efficiency of the graduation assessment and processing procedure
to enhance the exit experience of graduates
20 2 17 Improve the efficiency of the academic advisement process
60 2 18
Develop a new and improved Alumni/Donor Database system that captures
both Alumni and Donor information that will allow for improved engagement
and communication.
50 2 19 Improve marketing of rental spaces
90 2 20 Improve the efficiency and effectiveness of the recruitment, hiring and
separation process
90 2 21 Improve the process for supporting new hires
80 2 22 Complete the implementation of Banner to facilitate timely reports to
accrediting agencies
13 2 23 Improve Communication within the institution
40 3 1 Define a mechanism to track customer complaints and resolutions
50 3 2 Implement budget control mechanism and techniques
20 3 3 Support budget and control mechanisms and techniques
60 3 4 Support budget and control mechanisms and techniques
13 3 4 Support budget and control mechanisms and techniques
50 3 5 Improve Student Payment Experience
95 3 6 Support budget and control mechanisms and techniques
40 3 7 Improve Student Payment Experience
80 3 8 Improve the deferred payment plan process and experience
80 3 9 Improve the financial aid application process for students
50 3 10 Decrease payment processing turnaround time to vendors
40 3 11 Implement a more efficient student application process
60 3 12 Improve communications with student applicants
80 3 13 Use email early and often
40 3 14 Improve the accuracy and delivery of student transcripts
20 3 15 Improve the course scheduling process
20 4 1 Increase the retention of “at risk”; “underserved”; as well as “gifted“ students
20 4 2 Strengthen Academic Support Services
40 4 3 Provide ancillary support services to athletes
40 4 4 Improve the registration experience for students
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30 4 5 Institute a Social Safety Net Programme for students
20 5 1 Develop new Graduate Programmes
40 5 2 Increase the number of students enrolled at UB
30 5 3 Increase the accessibility of the physical facilities in compliance with the
National Commission for Persons with Disabilities
20 5 4 Provide support and technical expertise for online course offerings to facilitate
enrolment
20 5 5 Integrate technology throughout the curriculum and grow online/hybrid
programmes/courses
20 5 6 Stimulate interest in UB
20 5 7 Leverage internationalization opportunities as a recruitment tool
20 5 8 Increase the University Libraries support of academic programmes
20 5 9 Integrate Bahamian history, culture and tradition into the curriculum
30 6 1 Provide leadership opportunities for students
20 6 2 Provide an international experience for undergraduate students
30 6 3 Increase the engagement opportunities for under-represented student groups
30 6 4 Institute a programme for the transition of first-year students in residence
30 6 5 Enhance Student Affairs programming
40 6 6 Increase student attendance at athletic events
30 6 7 Increase the utilization of the Student Union Building
20 7 1 Increase research output of UB faculty
20 7 2 Enhance current faculty appoint processes to increase UB's research output
20 7 3 Introduce a promotion and tenure system that places a higher value on faculty
research output
20 7 4 Advance research, scholarship and creative work through sponsored research
and grants
13 7 5 Engage the undergraduate in partnerships with local and international “green”
groups
20 7 6 Ensure graduate programmes support the research initiatives outlined in the
[Draft] National Development Plan
13 8 1 Establish an Office of Community Outreach
13 8 2 Engage Senior Administration members in community service
30 8 3 Engage the undergraduate student body in community service
60 8 4 Offer alumni Affinity programmes to engage and promote lifelong relationships
with alumni
60 8 5 Increase awareness of and membership in the UB Alumni Association
60 8 6 Ensure the Office of Alumni Affairs is structured to maximize the support and
engagement of alumni
60 8 7 Ensure the continued support and engagement of alumni
20 8 8 Ensure representation of external community on Advisory Boards and Search
Advisories to provide industry/professional input
40 8 9 Increase community attendance at athletic events
40 8 10 Achieve membership in an international association
13 9 1 Establish a University of The Bahamas system
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20 9 2 Define the structure and nomenclature for the University
13 9 3 Use the office of the president to enhance the profile of the institution
60 9 4 Expand the national and international brand by high;ighting professional
development and related experiences of faculty and staff
60 9 5
Expand the national and international brand recognition by positioning UB
students, faculty, staff and administrators as subject matter experts whose
perspectives are sought on various national and topical issues.
20 9 6 Provide opportunities for international experiences for faculty and staff
20 9 7 Increase collaterals to support recruitment efforts
60 9 8 Promote student athletic, academic and leadership events and achievements
80 9 9 Define a mechanism to improve and refresh website design and content
13 9 10 Increase awareness of sustainability practices
30 9 11 Establish a framework for diversity, inclusivity and equity across of the student
body
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List of Objectives by Person Responsible
Academic Senate ....................................................................................... 11, 16, 34, 35, 36, 38, 43
AVP Institutional Strengthening & Accreditation .................................................................. 12, 35
Board of Trustees .................................................................... 11, 12, 15, 19, 38, 49, 54, 55, 58, 68
Chief Information Officer ............................... 14, 17, 19, 20, 21, 22, 25, 26, 31, 32, 36, 37, 51, 63
Chief Internal Auditor ................................................................................................................... 12
Dean of Students ............................................. 13, 18, 19, 34, 40, 41, 45, 46, 52, 56, 60, 61, 62, 64
Community Outreach Coordinator ..................................................................................... 45, 56
Director of Residence Life ........................................................................................................ 40
Director, Alumni Affairs ........................................................................................................... 46
Director, Disabilities and Compliance ...................................................................................... 36
Director, Greek Life and Student Leadership ........................................................................... 39
President .................................................................................. 12, 16, 19, 26, 27, 45, 49, 50, 54, 55
Chief of Staff....................................................................................................................... 26, 45
Sustainability Coordinator .................................................................................................. 43, 52
VP Academic Affairs ...................................... 12, 19, 20, 23, 24, 34, 37, 39, 42, 43, 50, 51, 63, 64
Academic Deans ....................................................................... 16, 22, 27, 30, 36, 37, 47, 50, 63
AVP, Sponsored Research and Grants...................................................................................... 43
Dean of Graduate Programmes and Research .............................................................. 33, 35, 44
Director of Academic Counselling ..................................................................................... 33, 34
Director of CeLEARN .................................................................................................. 36, 60, 68
University Librarian .................................................................................................................. 37
VP Administrative Services ........................................................................................ 13, 17, 19, 20
Director of Recruitment & Admissions .............................................................................. 22, 35
Director, Financial Aid & Scholarships .................................................................................... 21
Director, University Athletics ....................................................................................... 31, 41, 48
Registrar .................................................................................................................. 23, 34, 60, 61
VP Advancement .......................................................................... 19, 24, 28, 29, 30, 39, 40, 42, 47
Director of Communications......................................................................................... 22, 37, 51
Director, University Relations .................................................................................................. 50
VP Finance .................................................................................................................. 13, 17, 24, 55
AVP Business Enterprise .............................................................................................. 24, 30, 31
Director, Accounts Receivable ........................................................................................... 20, 21
Financial Controller .......................................................................................... 15, 16, 18, 21, 25
VP Human Resources ........................................................................................... 14, 17, 19, 25, 51
VP Operations ............................................................................................................. 13, 19, 25, 36
Revision B Send comments to UB2024@ub.edu.bs UB Draft Strategic Plan
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Document History This section is provided to ensure accurate tracking of versions of this document during the consultation
process. As changes are made to the document the revision letter will be increased to document
significant changes to the document.
Revision Description
Letter Date
A 13 Sept 2019
Original release of document for Administrative Council Review.
This revision reflects pre-Hurricane Dorian goals for UB-North. A
subsequent revision will reflect changes to UB-North goals as a result
of the impact of Hurricane Dorian. Unapproved draft.
B 18 Sept 2019
Release of draft document for UB community review. Consolidated
all academic responsibilities under the VP Academic Affairs. This
revision reflects pre-Hurricane Dorian goals for UB-North. A
subsequent revision will reflect changes and additions to UB-North
goals as a result of the impact of Hurricane Dorian.
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