THEME
A Student Centred University that opens doors of Opportunity to Persons Committed to Academic Excellence, Peacebuilding and Community
Development.
MISSION
The IUC Strategy 2021-2026: Rebuilding Relevance (RR), Organisational Responsiveness (OR) and Institutional Resilience (IS)
(Relevance, Responsiveness, Resilience)
VISION
TheIUCStrategyFramework
CORE
VALUES
A Commitment to Lifelong Learning and Therefore Function as Centres of Resource in the Communities’ and Nations’ Search for Meaningful
Solutions to the Challenges of the 21st Century.
STRATEGIC OBJECTIVES
Global
STRATEGIC
GOALS
▪ Relevance ▪ Ethical behaviour ▪ Solution oriented ▪ Peacebuilding ▪ Excellence ▪ Community ▪ Trust
Rebuilding Relevance (RR)
RR-1 To offer an excellent academic experience for all our students
RR-2 To build constructive relationship and partnership with selective local,
regional, and international institutions.
RR-3 Building an IUC Community: Transparency and Collegiality,
Alumni and Career Services, Outreach & Accessibility Services.
TOP 15 PRINCIPAL OUTCOMES
1
2
Expand pedagogical approaches focused on engaging students in learning
across the curriculum
Target: Expand online course offerings for all students but for at least five
(5) new populations of adult learners (i.e.. Organizations &
Companies).
OR-1 To invest in students and staff and to support them and their teaching,
learning and research environment.
OR-2 Develop and maintain high-quality online and blended courses and
programmes to accommodate wide-ranging learner needs and
experiences.
6
Internal and external stakeholders’ satisfaction score, particularly among
students.
Target: 80% satisfaction score
3
External stakeholders’ perception score
Target: 80% perception score
4
Number of research publications in ranked refereed journals per full
time (FT) academic staff
Target: 1 research publications per staff per year
Re-establishing the Student Services Department in partnership with
student executive and alumni.
Target: An office with at least 1 full-time employee and fully furnished.
5
Organisational Responsiveness (OR)
8
9
IR-1 Recruit, recognize, develop, and retain high quality faculty.
IR 2 To promote growth of at least twenty percent (20%) in
undergraduate student numbers at a rate approximating 300
per year that is strategically important to deliver the
University’s core mission, financial and academic priorities.
IR-3 To grow the postgraduate School by 50 new students per year for next
5years.
IR-4 To protecting and growing income streams by diversifying our income
sources and pursuing an ambitious development strategy which seeks to
fund our core long-term academic activities.
Broaden resources and support for significant growth in research opportunities
nationally and globally, and to also demonstrate value and recognition for multiple
forms of scholarship:
10 Zero indebtedness, Realised profit on income over expenditure
Targets 1: Establish Graduate School to Generate research, scholarship, and creative
work across all academic disciplines with emphasis in four core strategic and
transdisciplinary themes: (a) Education, (b) Community Health and Nursing Studies, (c)
Critical peace and Humanitarian Response Studies, and (d) Liberal Learning and
Scholarship for the 21st Century
11 Number of students enrolled in approvedundergraduate and postgraduate
Targets 2: Enhanced Libraries to support research, scholarship, and creative work and
make Special Collections a centerpiece of scholarship and a distinctive element of IUC,
Jamaica and the Region.
13 Selectively recruit senior-level faculty hires in critical areas where the University is
Target 3: expand the utilization of technology applications to enhance teaching and
learning and systems administration
7
Institutional Resilience (IR)
Number of spin-off companies
Target: At least 1 spin-off company
Number of patents commercialized by industry
Target: at least 1 patents commercialized
Leverage University relationships to expand the pool of individual, alumni, Foundation,
and corporate prospects and donors
Target: Develop a strategy to engage students and their families as well as faculty, staff,
and the University community in a manner that elicits a sense of “paying it forward”
and collective interest in investing in the future of the University.
Target Trust fund of JA$50 million.
programmes.
Target: 1650 Undergraduates and 500 graduate students enrolled by 2026.
12 Legacy portfolio cleared up and resolved by EOP 2022 budget year.
underrepresented or needs to accelerate development.
Target: Recruit six (6) doctoral level academics and two (2) administrative for library
and Information technology by December 2022.
14 Formalize the process of strategic planning and proposal review, approval, tracking, and
assessment of international partnerships.
Target: Identify strategic regions and or countries as potential partner locations,
based upon mission fit and ability to support and sustain collaborations. At
least 1 per year.
15 Articulate and prioritize internationalization of institution-wide strategic plans and
faculty hires
Target: Provide at least one (1) professional development opportunities per year for
faculty to develop global competence and incorporate global perspectives into their
teaching where appropriate.