THE HAROLD W. BAPTISTE LECTURE SERIES
Shirley Baptiste and family sponsors its fourth annual lectureship on pastoral ministry and leadership,
Things to Remember
After more than a year of discussions, a plan has been devised to set USC as the premier choice in tertiary education in the Caribbean region. The plan is set to fulfill goals that fall under each of the strategic pillars as outlined in the Strategic Plan document.
Strategic Pillar #1: Character Development
- Known for and strengthen its distinctive Seventh-day Adventist Identity.
- Foster and maintain a culture that supports whole-person development of faculty, staff and students.
- Research and seek to align the needs of the Seventh-day Adventist Church in the Caribbean with the University programme offerings.
Strategic Pillar #2: Curriculum Development
- Support and nurture an exemplary learning community through on-going research and scholarship as well as through first rate learning support systems.
- Review current academic offerings for rigor and relevance and develop appropriate programmes and degrees in response to documented needs of stakeholders.
- Refine and develop processes for assessment of institutional quality including assessment of all programme offerings.
Strategic Pillar #3: Campus Development
- Build, maintain and broaden campus physical infrastructure, denominationally, nationally and regionally to support the University’s expansion and influence.
- Enhance technological infrastructure and technological support services for students, faculty and staff, on-campus, remote access, and at satellite sites.
- Manage University financial resources in order to become financially robust and resilient.
Strategic Pillar #4: Community Development
- Develop and implement a communication and information management system that ensures a swift exchange of information between the university and its constituent publics
- Expand the University’s service reach to further impact its surrounding communities
Strategic Pillar #5: Capacity Development
- Cultivate and enhance worker satisfaction, competency and productivity to promote the University’s competitiveness.
- Continuously improve and refine the policies and practices of the institution toward greater quality and effectiveness.
- Increase enrollment to 5,000 students while developing a diverse and engaged student body.