Page 319 - Self-Study Report for Institutional Accreditation

Learning & Growth
Strategic Goal Objective
Initiative Status
Foster a Creative, Caring, Accountable,
Motivated, Professional Design Programmes for Staff Agility - AG4 (CAMP) Team. Loyalty and Engagement
Screen shot from the UWI Balanced Scorecard Monitoring and Evaluation System
In the case of the Open Campus, as illustrated in Table 6.1, Department Directors, the Chief Financial Officer and the Registrar, are responsible for certain initiatives and ultimately the department scorecard. Similarly, administrators such as Registrars, Bursars, Pro Vice-Chancellors, and so on will have scorecards, designed along the lines of their executive reporting relationships, which feed into campus- level and University-level scorecards. This overall accountability and ownership will be key to the effective implementation of the Triple ‘A’ Strategy. The University and Campus balanced scorecards will be reviewed annually but monitored quarterly. At the annual reviews, modification can be made to targets and indicators, where appropriate. For effective implementation, the scorecards will be linked to the annual performance reviews of the initiative owners. The University and Campus senior management teams will provide operational governance over the strategic plan to ensure its effectiveness. They will be supported by the various committees and work groups that will be established to execute various initiatives (The UWI Triple ‘A’ Strategy 2017-2022).
Further monitoring of the system is maintained through the Strategy Steering Committee SSC which meets fortnightly. This committee was endorsed and approved by The UWI, Executive Management Team (EMT) and Professor & PVC Densil Williams has oversight. The SSC is composed of Planning Officers, Key Strategic Officers (KSOs) and other staff deemed critical to the efficient execution
of the strategic initiatives on the four campuses as well as the regional headquarters. 323
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