Memorandum 
To: Planning Committee of the Board of Trustees 
From: UVINext Task Force 
David Hall, Chair 
Camille McKayle, Provost 
Shirley Lake-King, Vice President for Administration and Finance 
Frank Mills, Vice Provost for Research and Public Service 
Raquel Santiago Silver, Staff Council Representative 
Stuart Ketchum, Faculty Representative 
Tina Koopmans, Vice President for Institutional Assessment  
Re: Continuous Assessment of Administrative Programs 
Date: May 10, 2017 
The UVINext Task Force hereby submits to the Planning Committee of the Board of Trustees the 
results of its review of fourteen (14) administrative units for consideration and approval. The 
continuous assessment of all University units was a mandate of the Board of Trustees via a 
Resolution approved at its June 2016 meeting. This assessment process is now an ongoing aspect 
of University operations. 
The UVINext Task Force commenced this first cycle of continuous assessment of units in 
September 2016 and completed the process in May 2017. With rare exception, the Task Force met 
on a weekly basis, and during the spring semester it met twice a week. The Task Force met with 
each of the 14 units from January 2017 to April 2017. Attachment #1 contains a list of the units 
assessed, and the dates they appeared before the Task Force. In September 2016, each unit was 
provided an assessment instrument (Attachment #2) which the respective unit head was required 
to complete and submit by December 14, 2016. The UVINext Task Force conducted an orientation 
meeting for all units to explain the instrument, clarify how the assessment would be scored, and 
provide additional information to each of the units.  
The assessment instrument covered a variety of topics such as mission, essentiality, annual goals, 
resources, budget efficiency and opportunities for improvement. The UVINext Task Force 
reviewed each submission individually, and each member scored the submissions independently. 
Members of the Task Force were required to review all materials submitted by each unit before 
scoring the unit. Members, whose units were slated for review, were not permitted to score or 
participate in discussions for that unit. The scores and comments from each UVINext Task Force 
member were compiled, and the units were ranked by their overall score (Attachment #3). The 
UVINext Task Force met with representatives from each unit to share comments and scores, and 
receive answers to specific questions. The Task Force then developed recommendations and 
suggestions for each unit (Attachment #4).   Following the meeting with each unit, the Task Force 
sent a packet containing the recommendations and suggestions for the unit -- Attachment #5 is a 
sample letter -- and an assessment form which allowed the unit to assess the UVINext process 
(Attachment #6). 
The   completed  assessment  instrument  for  each  unit  and  the compiled  UVINext  scores  are 
available  for  review  if a more  in-depth  analysis of  each  unit  and the  assessment process is 
required.  
The UVINext process is an important step to embed continuous assessment into the University’s 
operation. The recommendations that each unit received will enable it to better assess its operations 
to improve efficiency. The units are also required to provide annual reports to the UVINext Task 
Force so progress towards improvement can be monitored. 
The UVINext Task Force believes that this approach, which was applauded by the Middle States 
Commission’s Site Visit Team and mentioned in its Report, is critical to the future of UVI. 
However, the work continues.  The Task Force is reviewing and refining the assessment instrument 
so it can be sent to those units that are scheduled to participate in the UVINext process in the next 
cycle. There are another fourteen (14) units scheduled for the next academic year. All are academic 
programs, and therefore, the materials and recommendations will go through the ARSA 
Committee, then to the Board. 
The UVINext Task Force is confident that this process will allow the Board to fulfill its mandate 
of quality control, assurance and continuous improvement. 
Attachment 1 
List of Administrative Programs Assessed 
 
 
Administrative Programs 
 
 
 
 
 
Interview Date 
 
Access & Enrollment Services (ACES) 
 
 
 
 
 
March 13, 2017  
 
Center for Community Engagement & Life-Long Learning (CELL)  
 
April 13, 2017  
 
Center for the Study of Spirituality & Professionalism (CSAP) 
 
 
February 27, 2017 
Eastern Caribbean Center (ECC)  
 
 
 
 
 
April 20, 2017 
Experimental Program to Stimulate Competitive Research (EPSCoR) 
 
March 6, 2017 
Information & Technology Services (ITS)  
 
 
 
 
April 20, 2017 
Institute for Leadership and Organizational Effectiveness (ILOE)  
 
February 27, 2017 
Institutional Advancement:  Alumni Affairs & Development 
 
 
April 3, 2017 
Public Relations  
 
 
 
 
 
 
 
April 3, 2017 
Reichhold Center for the Arts 
 
 
 
 
 
 
January 23, 2017 
Office of the President  
 
 
 
 
 
 
March 6, 2017 
Office of Sponsored Programs (OSP) 
 
 
 
 
 
February 6, 2017 
Title III Office 
 
 
 
 
 
 
 
 
February 6, 2017 
Virgin Islands Caribbean Cultural Center (VICCC)  
 
 
 
April 10, 2017 
                 
 
1 
Attachment 2 
Assessment 
Instrument 
UVINext Questionnaire: DRAFT 8/11/16, 8/22/16, 8/29/16 
1.
What is the mission statement of the Unit?  What are the annual goals and accomplishments of
the unit for the last three years and what is the process that is used to determine the annual
goals and report the outcomes?
These should be linked to the University mission, strategic plan, management values and/or
maintenance of effort; and encompass the basic purpose of the Unit and provide a basis for
making decisions within the Unit.
•
Relevant data should be available in the component reports submitted three times per
year for the Board of Trustees Meeting.
What will UVINext expect: 
(#1 on rubric) Mission Statement: UVINext will evaluate on a scale from 0-3, if the mission 
statement, supported by the relevant goals and accomplishments, is providing support for the 
advancement of the University mission, and at what level.  
(#3 on rubric) Annual Goals:  UVINext will evaluate on a scale from 0-3 that the specific 
accomplishments and goals of the unit support the strategic plan and are consistent with 
management values.  The Task Force will evaluate the evidence that the unit provides.  
2.
Who are your primary (people we serve everyday) and secondary customers (people we serve
occasionally)?
Which University constituency does the unit provide services to?  Provide the number of
constituents in both categories that are served.  What evidence is provided to support that
number?
(#4 and #5 on rubric) Primary & Secondary Customers:  UVINext will rate on a scale from 0-3 the 
number of customers served on a primary basis and the validity of the way the number of 
customers is measured.  Ratings will be given separately for primary and secondary customers. 
3.
How do you determine and track the workload of the Unit?
This could be in number of transactions; the time it takes to complete tasks; the number of
people served or contacted; or another metric.  Provide evidence on how the unit gathers this
number.
(#2 on rubric) Essentiality:  UVINext will rate on a scale from 0-3 the quantity of the workload 
and the quality of the evidence to support the workload.  This will help the task force determine 
the importance of the unit within the University so the unit should present the data in a form to 
support the strength and validity of the information. 
2 
Assessment Instrument 
4.
How is the Unit measuring, over time, the success of the services provided by the unit?
List surveys or assessment processes in place for collecting data of satisfaction directly from the
customers; include institutional survey data that are used; are there other initiatives, awards or
recognitions that inform the Unit on how well it is doing? Each unit is encouraged to meet with
Institutional Research to investigate data available to support their unit.
(#6 on rubric) Productivity/Efficiency:  UVINext will rate on a scale from 0-3, the volume and 
complexity of the work and whether the unit provides evidence of high productivity. 
5.
What else does the UVINext Task Force need to know about how success of the Unit is
measured?  Please provide comparative data from other institutions or national standards, if
they are available to you.
UVINext will take this information into consideration in establishing the productivity measure for 
the unit. 
6.
Indicate the quantity of resources available to the Unit to achieve the mission and goals outlined
in question 1.
This should include 1) financial: institutional allocations, grant allocations, revenues and/or
chargebacks generated by the unit, partnerships with other units; 2) Staffing: organizational
chart with job titles of full and part time positions, indicating weekly hours for part time; and 3)
space: location of offices and areas used by the unit, including square footage  if it is reasonably
accessible.
(#7 on rubric) Quantity of Resources: UVINext will measure on a scale from 0-3 how resources 
are being used against a plan of operations.  Is it evident that the resources are expended in a 
thoughtful and coherent way?  
(#8 on rubric) Management of Resources: UVINext will also measure, on a scale from 0-3, 
whether evidence is provided that supports effective management of resources by looking at 
attempts at cost savings, consolidations, revenue generation or other activities. The Task Force 
will also be reviewing budget vs actual for the past 3 years. 
7.
What opportunities do you have to expand Unit services and effectiveness? Unit customer
base? Unit revenues? Leverage or merge with other units within the University? Describe why
and what advantage might be realized. Describe what the unit is actively doing to identify these
opportunities.
(#9 on rubric) Improvement Opportunities: UVINext will rate on a scale from 0-3, the evidence
provided to support the exploration, investigation and development opportunities presented to
expand, improve, or increase effectiveness. What are you actively doing.
3 
Assessment Instrument 
8.
What else do you want the UVINext Task Force to know?
UVINext will use the data provided as further evidence to support any of the above, and/or
identify a niche specific quality of the unit.
9.
Are staff evaluations for the Unit complete each year? Are job descriptions up to date?
(#10 on rubric) UVINext will be looking at evidence of percentage of evaluations completed and
logged in HR.
10. Are conflict of interest forms for the Unit members complete each year?
(#11 on rubric) UVINext will be looking at evidence of percentage of evaluations completed and
logged in HR.
Attachment 3
Administrative Program Rankings
Administrative Program
Overall 
Ranking
Mission Statement: 
Centrality to Mission
Essentiality
Annual 
Goals
Primary 
Customers
Secondary 
Customers
Productivity 
Efficiency
Quantity of 
Resources 
Available
Managing 
Resources
Improvement 
Opportunities
Information & Technology Services (ITS)
3.51
3.50
3.60
3.83
4.00
3.17
3.83
3.33
3.00
3.33
Office of the President
3.39
3.50
3.67
3.33
3.50
3.17
3.67
3.33
3.00
3.33
Eastern Caribbean Center (ECC)
3.32
3.67
3.20
3.17
3.67
3.33
3.17
3.17
3.50
3.00
Experimental Program to Stimulate 
Competitive Research (EPSCoR)
3.20
3.67
3.17
3.17
3.33
3.33
3.33
3.20
2.60
3.00
Public Relations
3.10
3.43
3.43
3.14
3.29
3.29
3.29
2.50
2.86
2.71
Institute for Leadership and 
Organizational Effectiveness (ILOE)
3.10
3.14
2.57
3.43
3.00
2.86
3.00
3.00
3.43
3.43
Title III Office
3.08
3.43
3.57
3.29
3.14
3.00
2.86
2.71
3.14
2.57
Institutional Advancement:  Alumni 
Affairs & Development
2.96
3.29
3.43
2.83
3.17
3.14
2.67
2.43
2.71
3.00
Office of Sponsored Programs (OSP)
2.96
3.50
3.17
2.86
3.57
3.00
3.00
2.57
2.29
2.71
Virgin Islands Caribbean Cultural Center 
(VICCC)
2.59
3.14
2.17
2.43
2.71
2.43
2.71
2.57
2.57
2.57
Reichhold Center for the Arts
2.57
3.00
2.10
2.30
2.70
2.70
2.90
2.10
2.60
2.70
Center for Community Engagement & 
Life-Long Learning (CELL)
2.53
2.86
2.86
2.29
2.83
2.43
2.67
2.14
2.29
2.43
Access & Enrollment Services (ACES)
2.18
2.86
2.00
1.67
2.67
2.14
2.00
2.00
2.00
2.29
Center for the Study of Spirituality & 
Professionalism (CSAP)
2.00
2.29
1.71
2.43
1.71
1.57
2.00
2.14
1.57
2.57
Attachment 4 
UVINext Unit Recommendations 
 
1 
 
Access and Enrollment Services 
Unit Specific Comments & Suggestions 
Mission Statement: The mission statement needs to be more direct and needs a stronger sense of urgency.  It 
should also be better aligned with the University's mission. 
Annual Goals:  There is a long list of services provided, but no actual goals.  The document does not address 
financial aid, although we have since learned that the data was submitted.  There needs to be unit goals that 
are not just a compilation of goals of the three areas.  
Essentiality:  Although we know the essentiality of ACES, the data submitted did not support it.  The unit should 
be able to support the essentiality through evidence provided in the report.  Do the unit members know how 
essential the unit is to University operations? 
Primary & Secondary Customers:  Customers were identified but no counts were presented.  How many are 
being served in each of the categories provided?  Is it possible to track numbers served and compare data with 
other institutions? Are there ways that other institutions track this data? 
Productivity/Efficiency:  There was a lack of quantitative data regarding staffing and other requested areas.  
Can automation be better utilized to address the application process and stay in touch with students?  There 
may be other resources available to tap students.  Data needs to be provided to support the claim of 
understaffing.  This could come from comparable institutions.  Additional analysis could have been provided to 
support the requests. 
Quantity of Resources & Management of Resources: Overall, the response did not supply enough data for the 
task force members to understand resources or management. 
Improvement Opportunities:  While Task Force members could think of ideas to improve services, there were 
none provided within the submittal.  A more thoughtful approach to the document was needed to better reflect 
the work and the needs of the unit. 
Unit Specific Requirements 
1. Expand the language in the current mission statement of Access and Enrollment Services to link, directly 
and explicitly, to the University’s mission and clarify the mission of ACES. 
2. Develop an outline or plan to more deliberately show ways in which the ACES groups can work together 
and leverage resources and activities.  The plan should present more cohesiveness towards a shared 
mission. 
3. Develop a narrative, with evidence that supports the work effort and the productivity of the unit.  The 
submitted document did not do justice to the essentiality of the unit or the intended outcomes.  
Development of this narrative should serve to guide the ACES unit to where it needs to be. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
2 
 
Institutional Advancement:  Alumni Affairs and Development 
Unit Specific Comments & Suggestions 
Mission Statement: The mission statement is appropriate for the offices of Alumni Affairs and Development. 
Annual Goals:  There was a lot of detail about annual goals, but they were not presented in relation to the 
mission statement.  Goals should provide evidence of achieving the mission.  Also, include information about 
the impact of the goals.  We would also like to see the yield rate of dollar spent vs. dollar raised.   
Essentiality:  The Task Force believes there is an opportunity to increase the use of evidence to support 
essentiality, but overall there were no issues with what was presented. 
Primary & Secondary Customers:  There was a discussion about the need to cultivate more major donors and 
provide a better understanding of how many donor meetings take place compared to what is being brought in.  
The decrease in Alumni giving begs the question as to whether a different approach to this giving is warranted, 
because the current structure is based solely on the efforts of one person.  Should there be a bigger and more 
systematic focus on turning graduates into “givers”? 
How is Alumni Affairs and Development building a relationship between current students/parents?  What focus 
is there on enrollees? How is evidence and success of these initiatives captured? 
Productivity/Efficiency:  There was little evidence to support a productivity argument.  This goes back to the 
“yield” question: what does it cost to raise each dollar? 
Quantity of Resources & Management of Resources: The fund-raising goals are not being achieved.  Why is 
this?  Although peer information was provided, there needs to be an analysis of how it impacts or compares to 
UVI. 
Improvement Opportunities:  More focus would improve the document greatly.  Is there a strategy to address 
staff turnover?  Can a dashboard be created to monitor mission achievement?  How can more donors be 
cultivated?  Overall, establish consistency between mission, goals, and measurements to support essentiality, 
productivity, and resource utilization. 
Unit Specific Requirements 
1. Provide clarity in the mission statement to address concerns about current students as customers and 
cultivation of graduates. 
2. Develop a staffing plan to better address alumni giving. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
3 
 
Center for Community Engagement & Life-Long Learning (CELL) 
Unit Specific Comments & Suggestions 
Mission Statement: There is a lack of linkage to UVI’s mission.  CELL's mission should clearly and explicitly link 
to the mission of the university; for example, incorporate engaging in responsive community service. 
Annual Goals:  No goals were included, just accomplishments. 
Essentiality: An accomplishment is that, through its offerings, CELL keeps people from going off island for 
certain training.  However, there was a need for more information on revenue, and how it is linked to the 
mission.  
Primary & Secondary Customers:  Examples were provided but no target group specified.  No secondary 
customer list was provided.  Market must be better defined.  In the future, more data should be collected and 
provided.  This is important for all units, but especially important for those that are revenue generating. 
Productivity/Efficiency:  The information provided was not enough to properly rate this criteria.  There was no 
analysis of productivity, for example using employees output and revenues generated.  There was no synthesis 
of information provided for the evaluators. 
Quantity of Resources & Management of Resources: There was not enough information provided to 
determine whether or not resources are being managed appropriately. 
Improvement Opportunities:  The hiring of a market researcher is a positive suggestion. Other information 
provided was not specific enough to understand if there is a strategy to improve operation and potential in the 
future. 
Unit Specific Requirements 
1. 
Even though CELL provides the Finance and Budget Committee of the Board of Trustees with financial 
Information on a periodic basis, this does not replace the need for this same information and a more 
detailed analysis of that information to also be presented to UVINext. 
2. 
The mission of CELL should be more explicitly aligned with UVI’s mission. 
3. 
There is a need for clearer boundaries and target audiences between CELL and ILOE.  The two entities 
need to collaborate so that there can be better synergy and leveraging, and no overlap.  This should be 
developed in the future. 
4 
There needs to be more information submitted to UVINext to demonstrate self-sufficiency. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
4 
 
Center for the Study of Spirituality and Professionalism (CSAP) 
Unit Specific Comments & Suggestions 
Mission Statement: The mission of the Center for the Study of Spirituality and Professionalism is appropriate.  
The Task Force would like to see a direct link to the University's mission using explicit language. 
Annual Goals:  Goals were listed in the submission, but it was not clear how the goals were essential to the 
fulfillment of the mission of the unit.  The goals provided were those developed at the launch of the Center.  
Having more clearly defined annual goals will provide a better way of benchmarking the progress of the Center. 
Essentiality:  This is a low score among those submitting.  We believe evidence could be captured to better 
support the essentiality of the Center.  This could include connecting the Center to teaching and research 
activities, especially those surrounding Strategic Plan Goal 2A.  Better alignment of the center's role could also 
come from working with internal partners, like Human Resources, to support the achievement of Management 
Value Three. 
Primary & Secondary Customers:   The evidence provided did not show a measured engagement of primary 
customers.  Who is the Center reaching?  How are they benefitting?  This could be done by pre- and post- 
surveys, or other specific engagement tools. 
Productivity/Efficiency:  The limited evidence provided resulted in the low scores.  A focus on how many people 
are working, what they are doing, and the impact the activities are having could better support this requirement.  
Each unit should be able to provide evidence of its productivity. 
Quantity of Resources & Management of Resources: There was little or no information provided to assess these 
criteria.  The requirements asked for very specific data which should have been shared.  The work with PULSE 
could provide the foundation for self-sustainability.  This financial plan should be detailed. 
Improvement Opportunities:  CSAP can serve an important role in achieving Goal 2A and Management Value 
three and seven, as well as wellness activities through Human Resources.  Collaborative work with ILOE, HR, 
CELL could greatly improve the profile of the Center.  Integration with teaching and research would also improve 
this score. 
Unit Specific Requirements 
1. Expand the language in the current mission statement for the Center for the Study of Spirituality and 
Professionalism to link, directly and explicitly, to the University’s mission. 
2. Annual goals should be developed that are more specific to work that is to be achieved in each year.  These 
goals should be measurable and evidence should be gathered to show their impact. 
3. Develop a clear financial sustainability plan that can be followed to ensure the continuation of the Center. 
4. Develop a narrative and plan about how the Center will increase its potential by integrating with teaching, 
research and other UVI entities. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
5 
 
Eastern Caribbean Center (ECC) 
Unit Specific Comments & Suggestions 
Mission Statement: Would like to see more of a link with UVI’s mission. 
Annual Goals:  The annual goals of ECC should be more proactive, as they relate to internal and external 
constituencies. For example, externally, ECC should have a goal to identify the critical areas or agencies where 
data is not being collected or analyzed on an annual basis. The goal should require ECC to advocate to become 
the source for the collection and analysis of that data with the various agencies. Internally, ECC should help set 
the administrative research agenda for the University, by proposing areas of institutional research, developing 
surveys, collecting and analyzing data and producing reports. 
The Goals need to be created and changed on an annual basis. 
  
The goals are clear, but are not linked to a business development plan and do not address revenue generation 
or seeking funds for sustainability and new projects, especially in regards to the Data Conservation project. 
  
Essentiality:  The program description appears to be more supportive of external entities as opposed to entities 
internal to UVI.  The evidence presented regarding achieving the mission was relevant.  It would have been 
helpful to know if these activities are annual activities, or on an as needed basis. 
Mission was originally established for external entities.  In order to remain essential, ECC may want to consider 
going outside the territory.  This would also relate to opportunities. 
Primary & Secondary Customers:  Each project that the ECC does is quite involved.  ECC is extremely responsive 
to the needs of various entities in the community.  With the expertise to collect and analyze data, the ECC may 
be able to have a larger impact on university decisions, not solely at the President's and Provost's levels, but 
also at other unit levels. If there is capacity, the ECC can provide more assistance to others in the UVI community.  
There needs to be a better understanding by more in the UVI community of what the ECC does with more 
attention given to sharing data and reports with greater UVI community. 
Productivity/Efficiency:  There was not a lot of evidence/feedback collected from customers/clients.  There is 
also not a lot of evidence provided to demonstrate that the workload is appropriate for the existing staff. 
Quantity of Resources & Management of Resources:   Only revenues were noted; no expenditures were 
included so it was not possible to determine the unit's financial performance or fiscally sustainability.  The unit 
(in 2014 and 2015) was successful in garnering grants and contracts.  2016 did not appear to be as successful.  
UVINext would like to see more comparative data in regards to resources and the management of resources. 
A decision needs to be made to address funding and to come up with a plan for sustainability.  The University 
cannot afford to fund CDC. 
Improvement Opportunities:  There may be some value in working with a Dean to share a faculty position that 
could benefit ECC as well as the Academic Unit.  With shared resources, there may be an opportunity to combine 
funding in order to offer a competitive salary.  Seems that the ECC can be leveraged to raise more revenues 
perhaps a development plan needs to be put in place.  How can the ECC be a more pronounced unit of UVI? 
Mission was originally established for external entities and the ECC may want to consider going outside of 
Territory and extend an outreach to the broader Eastern Caribbean. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
6 
 
Unit Specific Requirements 
1. Expand the wording in the current Eastern Caribbean Center mission language to link, directly and explicitly, 
to the University’s mission. 
2. Investigate a mechanism to work with Deans to share a faculty position that could benefit ECC and the 
University. 
3. Create a business development plan to address to address revenue generation and sustainability, especially 
of CDC. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
7 
 
Experimental Program to Stimulate Competitive Research (EPSCoR) 
Unit Specific Comments & Suggestions 
Mission Statement: The mission of EPSCoR is highly consistent with the “innovative research” tenet of the UVI 
mission.  There was a question about the role and measurement of economic development as part of the EPSCoR 
mission.  To score a 4.0 in this area, we would like to see the links in mission articulated. 
Annual Goals:  The goals were clear and relevant.  Please explore how the goals can be explicitly tied to goals 
within Pathways to Greatness, including ties that can be made to Goal 2A. 
Essentiality: While there is no doubt of the contributions that EPSCoR makes to the University, a better 
understanding of the essentiality could be achieved through improving the documentation.  This would include 
expanding the economic development and research language in a different way. 
Primary & Secondary Customers:  We understand the limitations about the scope of the grant and how it 
impacts the customer base, however, students are mentioned as customers in the mission of the unit, but not 
commented on in the customer section.  To provide better understanding of this aspect, EPSCoR should provide 
clarity around students, and make sure that the definition and count of customers is consistent with the mission, 
especially when it is expanded to address the University mission. 
Productivity/Efficiency:  We believe there is an opportunity to reveal more data about EPSCoR. A report was 
referred to but it is not shared.  One area that can be further explored is a discussion about the grant 
opportunities that are available (and we have received) because we are an EPSCoR jurisdiction.  This data would 
add to the narrative and likely lead to better understanding of the productivity by the UVINext Task Force. This 
is an opportunity to discuss the link to the University and the assistance that EPSCoR provides in helping us 
achieve the mission. 
Quantity of Resources & Management of Resources: In order to improve UVINext's understanding of the 
management of resources, the submission needed to have included more detail.  The HR organizational chart 
should have been included; there was very little detail on budget; and there was little evidence of management.  
We believe these things are being done, and probably very well, but the data were not presented for review. 
Improvement Opportunities:  There is an opportunity to improve the integration of EPSCoR with both student 
and faculty constituents.  Making this a priority, within the confines of the grant, could continue to add value to 
the University.  This will mean addressing the “capacity” issues referred to in the submittal and clarifying the 
role of students within the grant.  Also, expand discussion about grant opportunities and their impacts on UVI. 
Unit Specific Requirements 
1. Expand the language in the current mission of EPSCoR to link, directly and explicitly, to the University’s 
mission. 
2. Develop a plan to more deliberately impact students and faculty at UVI, and include the collection and 
report out of data to support this impact. 
3. Develop a narrative, with evidence, about how being an EPSCoR jurisdiction has positively impacted the 
University and the Territory. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
8 
 
Institute for Leadership and Organizational Effectiveness (ILOE) 
Unit Specific Comments & Suggestions 
Mission Statement: The mission of the Institute for Leadership and Organizational Effectiveness is good, but 
could be more explicitly linked to the University's mission. 
Annual Goals:  The goals were clear and relevant.  This area could be improved by making sure that the goals 
are measurable and are measured. 
Essentiality:  While there is no doubt of the contributions the Institute for Leadership and Organizational 
Effectiveness makes to the University, a higher score on this criterion could be achieved by providing more data 
about what ILOE does to support the University's strategic goals.  The achievements of ILOE could show evidence 
of direct support of the mission. 
Primary & Secondary Customers:  The Task Force needed clearer data regarding the primary customers, and 
noted inconsistencies in secondary UVI and student customers.  Resolving these inconsistencies between the 
mission and the reporting would increase UVINext understanding of ILOE's success with meeting this criterion. 
Productivity/Efficiency:  The business mentality and revenues reported are impressive for the unit.  There was 
not a lot of data about how the work of the unit is allocated. More data should have been provided about how 
the customers assess courses and activities.  This data should then be used to support improvement. 
Quantity of Resources & Management of Resources: The self-sustaining nature of the unit supports both 
resources and their management.  UVINext could better review this criterion if more data were available or 
presented. 
Improvement Opportunities:  There are many strengths in the ILOE program.  The Task Force recommends 
more purposeful coordination with other units, including clear demarcations with UVICELL.  Presentation of how 
ILOE works with other units, and associated expenses, would strengthen the UVINext rating of this criteria. 
Unit Specific Requirements 
1. Expand the language in the current mission of the Institute for Leadership and Organizational Effectiveness 
to link, directly and explicitly, to the University’s mission. 
2. Develop a plan to more deliberately work with other UVI entities, including clarifying how ILOE interacts or 
works alongside other entities. 
3. Develop a narrative, with evidence, about how the Institute for Leadership and Organizational Effectiveness 
fulfills components of the University’s mission and strategic goals. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
9 
 
Information and Technology Services (ITS) 
Unit Specific Comments & Suggestions 
Mission Statement: A good mission statement, though there should be some outcomes linked to the mission of 
this institution (i.e., support innovative teaching, etc.). 
Annual Goals:  The goals are appropriate and in line with university strategic initiatives.  There should also be 
some effort to do more than collect data, but also come up with a plan for the dissemination of the data on an 
annual basis which would including creating annual goals on the dissemination of the data that ITS has and will 
collect in the future.   This would first involve identifying appropriate units for dissemination.  ITS  is a model in 
this area and has been so for years. The streamlining of unit goals in recent years hopefully allows the unit to 
provide more focus. 
Essentiality:  Impressive evidence of essentiality was submitted. 
Primary & Secondary Customers:  Impressive evidence of the primary customers was submitted.  In regards to 
secondary customers, is the $30.00 yearly fee that the library charges the Virgin Islands Community appropriate 
in comparison to what students pay?  How do you monitor these users and how is it controlled?  Do these users 
have access to the computer labs?  Do you collaborate with Security, so that people are just not hanging out to 
use the internet? 
Productivity/Efficiency:  The unit has been creative in utilizing innovative ways to be even more productive 
through grants and other business ventures. There are lessons that can be learned from IT regarding tracking 
workload, etc.  Impressive evidence. 
Has there been any collective input, decision making or solutions for software that is no longer supported (i.e. 
Query software for reporting) and the closing of the print shop? These may not impact ITS directly, but impact 
other units.   
Quantity of Resources & Management of Resources: Though the budget was presented, it is not clear how ITS 
manages costs or savings. 
Improvement Opportunities:  Even though the resources are not readily available, it would be good to have a 
"future vision" of where ITS would like to see the University, from a library and technology perspective, evolve 
into.  ITS has been successful in utilizing external funding to support its work.  There is evidence that this will 
continue in the future; clear efforts undertaken.   
There will have to be a plan for sustainability outside of Title III funding.   
ITS needs to have more external input in decision making.  There needs be a more formal group that includes 
students and faculty to be involved in long term planning.  There is an Academic Technology & Library 
Committee, but have they been meeting on a regular basis?   
Unit Specific Requirements 
1. Expand the wording in the current Information and Technology Services mission to link, directly and 
explicitly, to the University’s mission. 
2. As the research agenda unfolds across the campuses, it would be desirable that ITS should plan for the 
increasing need by faculty and PhD students for quantitative and qualitative software to support growth in 
these expanding academic research areas.  This may be addressed in one or more annual goals. 
3. Develop a plan to solicit input and guidance from faculty regarding instructional technology. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
10 
 
Office of the President 
Unit Specific Comments & Suggestions 
Mission Statement: The Office of the President mission is long, but hits very critical tenets of shared governance 
and strategic planning.  But these critical mission items aren’t addressed in the document.  To provide better 
clarity to UVINext, the mission should be aligned with the goals and activities reported. 
Annual Goals:  There were many goals listed.  There could be more focus on the goals of the Office, versus 
individual goals.  Be sure to provide the impact of the goals, not just the statement that they are complete. 
Essentiality:  There is no question of the essentiality of the Office of the President.  The only suggestion is to 
better align the mission and goals of the Office of the President with that of the University mission, and with 
the goals and activities of the office. 
Primary & Secondary Customers:  There should be attention given to measuring the number of customers 
served in each of the categories, and collecting and providing customer service response data.   
Productivity/Efficiency:  The amount of indirect data provided, while impressive, could be focused on the more 
important aspects of the Office.  The data on emails and meetings and website traffic did not address the core 
business of the Office of the President. 
Quantity of Resources & Management of Resources: Data provided were substantial.  However, the Task Force 
was looking for information about priorities and how they were determined.  It was not clear how recognitions 
in the document were linked to work efforts and goals. 
Improvement Opportunities:  Areas of improvement are clearly outlined.  Some effort should be made to 
capture the impacts of the improvements.  The group of “to-dos” are in line with what UVINext requires. 
Unit Specific Requirements 
1. Create goals for the Office of the President that align with the mission statement to demonstrate the work 
that the Office of the President is doing. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
11 
 
Office of Sponsored Programs (OSP) 
Unit Specific Comments & Suggestions 
Mission Statement: Mission is clear. 
Annual Goals:  Annual goals were not presented.  These could include number of grants pursued or impact on 
students and faculty.  These should be created each year, and clearly linked with the goals of the Strategic Plan, 
as well as other unit goals. 
Essentiality:  The score could be improved by providing additional information about grants processed. 
Primary & Secondary Customers:  There was a mention of the logbooks, but no data presented. There was a 
discussion about a customer service survey, but no evidence that they were completed, or what the results 
were. 
Productivity/Efficiency:  There is little evidence to support the productivity of the unit within the submission.  
There are many activities of the office that were not addressed – Fulbright, IRB, IACUC, etc. 
Quantity of Resources & Management of Resources:  Many requests from the UVINext questionnaire were not 
addressed.  Budget, staffing, and space were all left out.  Unit should also include comparative data from other 
institutions. 
Improvement Opportunities:  There is an opportunity for the unit to provide information or strategies about 
how to achieve some of its improvements without the BRAD funding.  What things identified within that 
proposal could be undertaken by the office with existing finding? 
Unit Specific Requirements 
1. Develop a plan to address the creation of annual goals that would improve the operation of the unit and 
measurements that would support the success of the unit. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
12 
 
Public Relations Office 
Unit Specific Comments & Suggestions 
Mission Statement: Mission is appropriate, but a little long.  We believe there should be specific language about 
supporting University enrollment. Some changes to the mission may be needed so that goals can be measurable. 
Annual Goals:  PRO should exploit the information in the Branding Study to develop goals to address those 
findings.  This is a prime and existing source of assessment data to support the work of the unit. Annual goals 
should integrate with University's strategic goal and be reflective of how it helps achieve the university mission. 
Essentiality:  PRO is essential to the story.   The unit should demonstrate how it enhances enrollment efforts to 
ensure growth.  There needs to be a solid link between its mission and goals and the demonstration of 
essentiality.  Data was provided but not synthesized to tell the readers why it was included or what PRO learned 
from the data.   
Primary & Secondary Customers:  Seems to be a mismatch between the mission and the customers.  Customer 
service surveys should be implemented.  Prospective students should be a primary customer and there should 
be linkages with Admissions.  This was a recommendation for Admissions as well. 
Productivity/Efficiency:  There needs to be a clearer link between the work effort and outcomes.  This supports 
how essential the unit is and it demonstrates what could be done with additional resources.  Staffing issues are 
acknowledged.  There needs to be more synthesis of the data/graphs provided. 
Quantity of Resources & Management of Resources: Because of low staffing, it is difficult to provide feedback. 
The approach of the website committee was successful (in training website contributors from various entities).  
Perhaps a public relations committee could be utilized to expand the reach and impact of the office.   
Improvement Opportunities: Staffing is an issue and is recognized as a constraint.  However, each unit is 
responsible for allocating resources to implement assessment and continuous improvement activities. 
Unit Specific Requirements 
1. Expand the language in the current mission of the Public Relations Office to include enrollment growth.  
Other changes may be required to clarify the activities of the unit. 
2. Develop a plan to explore the use of a committee or other mechanism to expand the reach of the office 
despite the current staffing constraints. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
13 
 
Reichhold Center for the Arts 
Unit Specific Comments & Suggestions 
Mission Statement: The mission needs more clarity and alignment with the mission of the University.  The goal 
should be to capture new demographics and a strategy to increase revenues. 
Annual Goals:  Goals are very general and should be developed on an annual basis to demonstrate more precise 
accomplishments in line with the revised mission.  The goals should also be more measurable. 
Essentiality:  There needs to be more evidence provided about working towards self-sufficiency.  This could be 
based on a model from another entity, but changes could better align the unit with public needs and which may 
increase revenues. 
Primary & Secondary Customers:  Clarifying the customers, per revenue opportunities could positively impact 
cash flow.  While this may be a change from the original charter, its exploration is necessary to sustain the 
facility. 
Productivity/Efficiency:  Along with the mission statement, the business model needs to be re-evaluated to 
support sustainability.  How can the public be involved in these decisions? 
Quantity of Resources & Management of Resources: :  The task force members noted the amazing job that the 
Center is doing with such a small staff, but they also encourage creativity to expand rentals, improve attendance 
and make choices about which performances best support the self-sufficiency of the Center. 
Improvement Opportunities:  The submittal recognized opportunities for improvement and we encourage the 
Center to engage in changes necessary to ensure the longevity of this type of cultural performances in the 
Territory. 
Unit Specific Requirements 
1. Expand the language in the current mission of the Reichhold Center for the Arts to link, directly and 
explicitly, to the University’s mission and clarify the role of the Center. 
2. Develop a plan to more deliberately increase revenues, even if programmatic shifts are required.  A request 
to the RCA Board for more funds should be explored. 
3. Develop a narrative, with evidence, about how the Reichhold Center for the Arts needs to modify its vision 
to ensure its future to support the revenue plan above. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
14 
 
Title III Office  
Unit Specific Comments & Suggestions 
Mission Statement: Mission was clearly stated. 
Annual Goals:  The goals were clear and relevant.  Improvement could be demonstrated through goals tied to 
a customer service survey. 
Essentiality:  Essentiality was clearly supported. 
Primary & Secondary Customers:  The unit conveyed a large number of secondary customers based on the 
definition provided.  However, these customers have little or no contact with the unit itself.  Despite the 
definition provided, secondary customers should be reviewed and may be limited to those that do have contact 
with the unit. 
Productivity/Efficiency:  We would like to see data from the annual evaluation, including evidence on the data 
as used for the office to improve. 
Quantity of Resources & Management of Resources: While the success of the unit is obvious, there is an 
opportunity, through assessment data, to demonstrate continuous improvement. 
Improvement Opportunities:  Surveys or evidence to support the service satisfaction with the primary 
customers would likely improve the criteria scores. 
Unit Specific Requirements 
1. Implement a program to determine the needs of primary customers and measure how the unit is meeting 
those needs.  These needs can dictate goals for the unit to meet the needs. 
 
 
 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
15 
 
Virgin Islands Caribbean Cultural Center (VICCC) 
Unit Specific Comments & Suggestions 
Mission Statement: The Mission of VICCC needs to be clearer and better linked to research, teaching and service 
for more explicit connection with the mission of UVI. 
Annual Goals:  There is a need to have clearer goals that delineate how VICCC can have an impact on the 
University and the community.  The goals must be measurable and impactful and linked to wider UVI goals.  
There is a need to indicate what has been transformed in regards to teaching, research and community 
outreach because of the work of VICCC. 
Essentiality:  This was not demonstrated.  VICCC should work to more closely align its work with that of the work, 
needs and research of faculty.  It should also explore closer link with libraries and other appropriate partners. 
Primary & Secondary Customers:  In an effort to reach more students and have more visible, integrated and 
lasting impact, VICCC should view faculty as a primary customer. More involvement with faculty is a critical piece 
of impacting more students and being seen as a resource. 
Productivity/Efficiency:  In order to better measure this criteria, the following would have been helpful:  
- 
Need to list the number (and possible types) of symposia, the attendance and participation levels. 
- 
Need to secure the Dean’s involvement in giving direction and getting faculty involved 
- 
Need to situate VICCC so that it can be seen as a resource to courses, and in particular to those in the  
Caribbean Studies Minor 
- 
Need more compilation of and analysis of feedback from those with whom VICCC interacts 
- 
Need some analysis of the impact of the activities, and how they tie in to the goals of VICCC and the 
strategic goals of the institution. 
Quantity of Resources & Management of Resources: Need more evidence of how the Center is funded and 
how the funding will be used.  A budget would also have been informative. Need to provide revenue 
generating strategies such as grants, workshops, summer and special programs, etc.  
Improvement Opportunities:  Unit needs to provide opportunities that can be pursued/explored in order to 
help generate revenue. 
Unit Specific Requirements 
1. Expand the language in the current Virgin Islands Caribbean Cultural Center mission to link, directly and 
explicitly, to the University’s mission. 
2. Annual goals should be developed that are more specific to objectives achieved in each year. These goals 
should be measurable and evidence should be gathered to show their impact. 
3. Develop a plan to more deliberately impact students and faculty at UVI that includes the collection and 
report out of supporting data, and also includes more involvement with the Dean of CLASS, and 
subsequently other Deans as appropriate 
4. Integrate VICCC into existing courses, such as SSC 100, HIS 342, CAR 465 and Senior Seminar, through work 
with faculty. 
5. Create a list of resources or a bibliography that serves as a basis for the Center.  These could be integrated 
with the University libraries or at the public libraries.  VICCC could also serve as a clearinghouse for the 
Territory. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
16 
 
Requirements from all UVI units 
1. Each unit should complete the UVINext Assessment form in their packet and develop strategies to 
disseminate UVINext information and process throughout your unit.   
2. By May 1, 2017, each unit should submit an acknowledgement letter responding to their unit specific 
recommendations and the material in their packet.  This should include as much information as possible, in 
the timeframe provided, on what steps will be taken to adhere to the UVINext recommendations, and the 
associated timeline.  Both the completed assessment form and the acknowledgement letter should also be 
submitted to the UVINext Task Force, via Tina Koopmans.  
3. By August 1, 2017, meet with institutional research, if needed, to create a specific data set, with 
benchmarks, for the unit to monitor its success.  A model of the UVINext assessment process should be 
built for your unit, based on the UVINext graphic included.  The Office of Institutional Assessment will assist 
with this task.   In this grant environment, the data points may already exist, and they simply need to be 
reported.  The graphics and the data set should be on file in Institutional Assessment by the deadline. 
4. Update (or implement) the unit’s service charter and implement (or have a timeline to implement) a survey, 
approved by Institutional Assessment, to identify customer satisfaction by January 15, 2018.  The survey 
should be based on elements in the unit service charter.  The survey could be in conjunction with other 
units, or the unit could use a University-wide instrument, in consultation with Institutional Assessment.  
Service Charters should be put on file in Institutional Assessment by the deadline. 
5. Develop an annual report for the unit by June 1, 2018 that includes: 
a. Annual goals and their results.  This indicates that annual goals should be established by September 
of the year, so they can be accomplished. 
b. How the goal results will be implemented and incorporated into the unit in the next set of annual 
goals. 
c. 
Changes in the benchmarks for the data set, and how the annual goals impacted them. 
d. Progress on the UVINext unit specific requirements listed above. 
e. Attach relevant unit planning documents or policy documents that are necessary to update the 
middle states documentation roadmap. 
If applicable, due dates can be shifted to coincide with the grant schedule.  This also may be work that is 
already completed during the component report process to provide data for the President’s report at the 
Board Meetings.  Timeline should be negotiated to consolidate reporting. 
Assistance:  The Office of Institutional Assessment is available to answer any questions or concerns that you have.  
The goal is to integrate the assessment work with the current workload of your unit.  If you have ideas that will allow 
you to achieve the recommendations in a different way, please let us know.  Our purpose it to capture evidence, not 
to increase workload.  Please contact Tina Koopmans for clarification. 
 
Attachment 4 
UVINext Unit Recommendations 
 
3 
 
Center for Community Engagement & Life-Long Learning (CELL) 
Unit Specific Comments & Suggestions 
Mission Statement: There is a lack of linkage to UVI’s mission.  CELL's mission should clearly and explicitly link 
to the mission of the university; for example, incorporate engaging in responsive community service. 
Annual Goals:  No goals were included, just accomplishments. 
Essentiality: An accomplishment is that, through its offerings, CELL keeps people from going off island for 
certain training.  However, there was a need for more information on revenue, and how it is linked to the 
mission.  
Primary & Secondary Customers:  Examples were provided but no target group specified.  No secondary 
customer list was provided.  Market must be better defined.  In the future, more data should be collected and 
provided.  This is important for all units, but especially important for those that are revenue generating. 
Productivity/Efficiency:  The information provided was not enough to properly rate this criteria.  There was no 
analysis of productivity, for example using employees output and revenues generated.  There was no synthesis 
of information provided for the evaluators. 
Quantity of Resources & Management of Resources: There was not enough information provided to 
determine whether or not resources are being managed appropriately. 
Improvement Opportunities:  The hiring of a market researcher is a positive suggestion. Other information 
provided was not specific enough to understand if there is a strategy to improve operation and potential in the 
future. 
Unit Specific Requirements 
1. 
Even though CELL provides the Finance and Budget Committee of the Board of Trustees with financial 
Information on a periodic basis, this does not replace the need for this same information and a more 
detailed analysis of that information to also be presented to UVINext. 
2. 
The mission of CELL should be more explicitly aligned with UVI’s mission. 
3. 
There is a need for clearer boundaries and target audiences between CELL and ILOE.  The two entities 
need to collaborate so that there can be better synergy and leveraging, and no overlap.  This should be 
developed in the future. 
4 
There needs to be more information submitted to UVINext to demonstrate self-sufficiency. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
4 
 
Center for the Study of Spirituality and Professionalism (CSAP) 
Unit Specific Comments & Suggestions 
Mission Statement: The mission of the Center for the Study of Spirituality and Professionalism is appropriate.  
The Task Force would like to see a direct link to the University's mission using explicit language. 
Annual Goals:  Goals were listed in the submission, but it was not clear how the goals were essential to the 
fulfillment of the mission of the unit.  The goals provided were those developed at the launch of the Center.  
Having more clearly defined annual goals will provide a better way of benchmarking the progress of the Center. 
Essentiality:  This is a low score among those submitting.  We believe evidence could be captured to better 
support the essentiality of the Center.  This could include connecting the Center to teaching and research 
activities, especially those surrounding Strategic Plan Goal 2A.  Better alignment of the center's role could also 
come from working with internal partners, like Human Resources, to support the achievement of Management 
Value Three. 
Primary & Secondary Customers:   The evidence provided did not show a measured engagement of primary 
customers.  Who is the Center reaching?  How are they benefitting?  This could be done by pre- and post- 
surveys, or other specific engagement tools. 
Productivity/Efficiency:  The limited evidence provided resulted in the low scores.  A focus on how many people 
are working, what they are doing, and the impact the activities are having could better support this requirement.  
Each unit should be able to provide evidence of its productivity. 
Quantity of Resources & Management of Resources: There was little or no information provided to assess these 
criteria.  The requirements asked for very specific data which should have been shared.  The work with PULSE 
could provide the foundation for self-sustainability.  This financial plan should be detailed. 
Improvement Opportunities:  CSAP can serve an important role in achieving Goal 2A and Management Value 
three and seven, as well as wellness activities through Human Resources.  Collaborative work with ILOE, HR, 
CELL could greatly improve the profile of the Center.  Integration with teaching and research would also improve 
this score. 
Unit Specific Requirements 
1. Expand the language in the current mission statement for the Center for the Study of Spirituality and 
Professionalism to link, directly and explicitly, to the University’s mission. 
2. Annual goals should be developed that are more specific to work that is to be achieved in each year.  These 
goals should be measurable and evidence should be gathered to show their impact. 
3. Develop a clear financial sustainability plan that can be followed to ensure the continuation of the Center. 
4. Develop a narrative and plan about how the Center will increase its potential by integrating with teaching, 
research and other UVI entities. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
5 
 
Eastern Caribbean Center (ECC) 
Unit Specific Comments & Suggestions 
Mission Statement: Would like to see more of a link with UVI’s mission. 
Annual Goals:  The annual goals of ECC should be more proactive, as they relate to internal and external 
constituencies. For example, externally, ECC should have a goal to identify the critical areas or agencies where 
data is not being collected or analyzed on an annual basis. The goal should require ECC to advocate to become 
the source for the collection and analysis of that data with the various agencies. Internally, ECC should help set 
the administrative research agenda for the University, by proposing areas of institutional research, developing 
surveys, collecting and analyzing data and producing reports. 
The Goals need to be created and changed on an annual basis. 
  
The goals are clear, but are not linked to a business development plan and do not address revenue generation 
or seeking funds for sustainability and new projects, especially in regards to the Data Conservation project. 
  
Essentiality:  The program description appears to be more supportive of external entities as opposed to entities 
internal to UVI.  The evidence presented regarding achieving the mission was relevant.  It would have been 
helpful to know if these activities are annual activities, or on an as needed basis. 
Mission was originally established for external entities.  In order to remain essential, ECC may want to consider 
going outside the territory.  This would also relate to opportunities. 
Primary & Secondary Customers:  Each project that the ECC does is quite involved.  ECC is extremely responsive 
to the needs of various entities in the community.  With the expertise to collect and analyze data, the ECC may 
be able to have a larger impact on university decisions, not solely at the President's and Provost's levels, but 
also at other unit levels. If there is capacity, the ECC can provide more assistance to others in the UVI community.  
There needs to be a better understanding by more in the UVI community of what the ECC does with more 
attention given to sharing data and reports with greater UVI community. 
Productivity/Efficiency:  There was not a lot of evidence/feedback collected from customers/clients.  There is 
also not a lot of evidence provided to demonstrate that the workload is appropriate for the existing staff. 
Quantity of Resources & Management of Resources:   Only revenues were noted; no expenditures were 
included so it was not possible to determine the unit's financial performance or fiscally sustainability.  The unit 
(in 2014 and 2015) was successful in garnering grants and contracts.  2016 did not appear to be as successful.  
UVINext would like to see more comparative data in regards to resources and the management of resources. 
A decision needs to be made to address funding and to come up with a plan for sustainability.  The University 
cannot afford to fund CDC. 
Improvement Opportunities:  There may be some value in working with a Dean to share a faculty position that 
could benefit ECC as well as the Academic Unit.  With shared resources, there may be an opportunity to combine 
funding in order to offer a competitive salary.  Seems that the ECC can be leveraged to raise more revenues 
perhaps a development plan needs to be put in place.  How can the ECC be a more pronounced unit of UVI? 
Mission was originally established for external entities and the ECC may want to consider going outside of 
Territory and extend an outreach to the broader Eastern Caribbean. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
6 
 
Unit Specific Requirements 
1. Expand the wording in the current Eastern Caribbean Center mission language to link, directly and explicitly, 
to the University’s mission. 
2. Investigate a mechanism to work with Deans to share a faculty position that could benefit ECC and the 
University. 
3. Create a business development plan to address to address revenue generation and sustainability, especially 
of CDC. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
7 
 
Experimental Program to Stimulate Competitive Research (EPSCoR) 
Unit Specific Comments & Suggestions 
Mission Statement: The mission of EPSCoR is highly consistent with the “innovative research” tenet of the UVI 
mission.  There was a question about the role and measurement of economic development as part of the EPSCoR 
mission.  To score a 4.0 in this area, we would like to see the links in mission articulated. 
Annual Goals:  The goals were clear and relevant.  Please explore how the goals can be explicitly tied to goals 
within Pathways to Greatness, including ties that can be made to Goal 2A. 
Essentiality: While there is no doubt of the contributions that EPSCoR makes to the University, a better 
understanding of the essentiality could be achieved through improving the documentation.  This would include 
expanding the economic development and research language in a different way. 
Primary & Secondary Customers:  We understand the limitations about the scope of the grant and how it 
impacts the customer base, however, students are mentioned as customers in the mission of the unit, but not 
commented on in the customer section.  To provide better understanding of this aspect, EPSCoR should provide 
clarity around students, and make sure that the definition and count of customers is consistent with the mission, 
especially when it is expanded to address the University mission. 
Productivity/Efficiency:  We believe there is an opportunity to reveal more data about EPSCoR. A report was 
referred to but it is not shared.  One area that can be further explored is a discussion about the grant 
opportunities that are available (and we have received) because we are an EPSCoR jurisdiction.  This data would 
add to the narrative and likely lead to better understanding of the productivity by the UVINext Task Force. This 
is an opportunity to discuss the link to the University and the assistance that EPSCoR provides in helping us 
achieve the mission. 
Quantity of Resources & Management of Resources: In order to improve UVINext's understanding of the 
management of resources, the submission needed to have included more detail.  The HR organizational chart 
should have been included; there was very little detail on budget; and there was little evidence of management.  
We believe these things are being done, and probably very well, but the data were not presented for review. 
Improvement Opportunities:  There is an opportunity to improve the integration of EPSCoR with both student 
and faculty constituents.  Making this a priority, within the confines of the grant, could continue to add value to 
the University.  This will mean addressing the “capacity” issues referred to in the submittal and clarifying the 
role of students within the grant.  Also, expand discussion about grant opportunities and their impacts on UVI. 
Unit Specific Requirements 
1. Expand the language in the current mission of EPSCoR to link, directly and explicitly, to the University’s 
mission. 
2. Develop a plan to more deliberately impact students and faculty at UVI, and include the collection and 
report out of data to support this impact. 
3. Develop a narrative, with evidence, about how being an EPSCoR jurisdiction has positively impacted the 
University and the Territory. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
8 
 
Institute for Leadership and Organizational Effectiveness (ILOE) 
Unit Specific Comments & Suggestions 
Mission Statement: The mission of the Institute for Leadership and Organizational Effectiveness is good, but 
could be more explicitly linked to the University's mission. 
Annual Goals:  The goals were clear and relevant.  This area could be improved by making sure that the goals 
are measurable and are measured. 
Essentiality:  While there is no doubt of the contributions the Institute for Leadership and Organizational 
Effectiveness makes to the University, a higher score on this criterion could be achieved by providing more data 
about what ILOE does to support the University's strategic goals.  The achievements of ILOE could show evidence 
of direct support of the mission. 
Primary & Secondary Customers:  The Task Force needed clearer data regarding the primary customers, and 
noted inconsistencies in secondary UVI and student customers.  Resolving these inconsistencies between the 
mission and the reporting would increase UVINext understanding of ILOE's success with meeting this criterion. 
Productivity/Efficiency:  The business mentality and revenues reported are impressive for the unit.  There was 
not a lot of data about how the work of the unit is allocated. More data should have been provided about how 
the customers assess courses and activities.  This data should then be used to support improvement. 
Quantity of Resources & Management of Resources: The self-sustaining nature of the unit supports both 
resources and their management.  UVINext could better review this criterion if more data were available or 
presented. 
Improvement Opportunities:  There are many strengths in the ILOE program.  The Task Force recommends 
more purposeful coordination with other units, including clear demarcations with UVICELL.  Presentation of how 
ILOE works with other units, and associated expenses, would strengthen the UVINext rating of this criteria. 
Unit Specific Requirements 
1. Expand the language in the current mission of the Institute for Leadership and Organizational Effectiveness 
to link, directly and explicitly, to the University’s mission. 
2. Develop a plan to more deliberately work with other UVI entities, including clarifying how ILOE interacts or 
works alongside other entities. 
3. Develop a narrative, with evidence, about how the Institute for Leadership and Organizational Effectiveness 
fulfills components of the University’s mission and strategic goals. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
9 
 
Information and Technology Services (ITS) 
Unit Specific Comments & Suggestions 
Mission Statement: A good mission statement, though there should be some outcomes linked to the mission of 
this institution (i.e., support innovative teaching, etc.). 
Annual Goals:  The goals are appropriate and in line with university strategic initiatives.  There should also be 
some effort to do more than collect data, but also come up with a plan for the dissemination of the data on an 
annual basis which would including creating annual goals on the dissemination of the data that ITS has and will 
collect in the future.   This would first involve identifying appropriate units for dissemination.  ITS  is a model in 
this area and has been so for years. The streamlining of unit goals in recent years hopefully allows the unit to 
provide more focus. 
Essentiality:  Impressive evidence of essentiality was submitted. 
Primary & Secondary Customers:  Impressive evidence of the primary customers was submitted.  In regards to 
secondary customers, is the $30.00 yearly fee that the library charges the Virgin Islands Community appropriate 
in comparison to what students pay?  How do you monitor these users and how is it controlled?  Do these users 
have access to the computer labs?  Do you collaborate with Security, so that people are just not hanging out to 
use the internet? 
Productivity/Efficiency:  The unit has been creative in utilizing innovative ways to be even more productive 
through grants and other business ventures. There are lessons that can be learned from IT regarding tracking 
workload, etc.  Impressive evidence. 
Has there been any collective input, decision making or solutions for software that is no longer supported (i.e. 
Query software for reporting) and the closing of the print shop? These may not impact ITS directly, but impact 
other units.   
Quantity of Resources & Management of Resources: Though the budget was presented, it is not clear how ITS 
manages costs or savings. 
Improvement Opportunities:  Even though the resources are not readily available, it would be good to have a 
"future vision" of where ITS would like to see the University, from a library and technology perspective, evolve 
into.  ITS has been successful in utilizing external funding to support its work.  There is evidence that this will 
continue in the future; clear efforts undertaken.   
There will have to be a plan for sustainability outside of Title III funding.   
ITS needs to have more external input in decision making.  There needs be a more formal group that includes 
students and faculty to be involved in long term planning.  There is an Academic Technology & Library 
Committee, but have they been meeting on a regular basis?   
Unit Specific Requirements 
1. Expand the wording in the current Information and Technology Services mission to link, directly and 
explicitly, to the University’s mission. 
2. As the research agenda unfolds across the campuses, it would be desirable that ITS should plan for the 
increasing need by faculty and PhD students for quantitative and qualitative software to support growth in 
these expanding academic research areas.  This may be addressed in one or more annual goals. 
3. Develop a plan to solicit input and guidance from faculty regarding instructional technology. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
10 
 
Office of the President 
Unit Specific Comments & Suggestions 
Mission Statement: The Office of the President mission is long, but hits very critical tenets of shared governance 
and strategic planning.  But these critical mission items aren’t addressed in the document.  To provide better 
clarity to UVINext, the mission should be aligned with the goals and activities reported. 
Annual Goals:  There were many goals listed.  There could be more focus on the goals of the Office, versus 
individual goals.  Be sure to provide the impact of the goals, not just the statement that they are complete. 
Essentiality:  There is no question of the essentiality of the Office of the President.  The only suggestion is to 
better align the mission and goals of the Office of the President with that of the University mission, and with 
the goals and activities of the office. 
Primary & Secondary Customers:  There should be attention given to measuring the number of customers 
served in each of the categories, and collecting and providing customer service response data.   
Productivity/Efficiency:  The amount of indirect data provided, while impressive, could be focused on the more 
important aspects of the Office.  The data on emails and meetings and website traffic did not address the core 
business of the Office of the President. 
Quantity of Resources & Management of Resources: Data provided were substantial.  However, the Task Force 
was looking for information about priorities and how they were determined.  It was not clear how recognitions 
in the document were linked to work efforts and goals. 
Improvement Opportunities:  Areas of improvement are clearly outlined.  Some effort should be made to 
capture the impacts of the improvements.  The group of “to-dos” are in line with what UVINext requires. 
Unit Specific Requirements 
1. Create goals for the Office of the President that align with the mission statement to demonstrate the work 
that the Office of the President is doing. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
11 
 
Office of Sponsored Programs (OSP) 
Unit Specific Comments & Suggestions 
Mission Statement: Mission is clear. 
Annual Goals:  Annual goals were not presented.  These could include number of grants pursued or impact on 
students and faculty.  These should be created each year, and clearly linked with the goals of the Strategic Plan, 
as well as other unit goals. 
Essentiality:  The score could be improved by providing additional information about grants processed. 
Primary & Secondary Customers:  There was a mention of the logbooks, but no data presented. There was a 
discussion about a customer service survey, but no evidence that they were completed, or what the results 
were. 
Productivity/Efficiency:  There is little evidence to support the productivity of the unit within the submission.  
There are many activities of the office that were not addressed – Fulbright, IRB, IACUC, etc. 
Quantity of Resources & Management of Resources:  Many requests from the UVINext questionnaire were not 
addressed.  Budget, staffing, and space were all left out.  Unit should also include comparative data from other 
institutions. 
Improvement Opportunities:  There is an opportunity for the unit to provide information or strategies about 
how to achieve some of its improvements without the BRAD funding.  What things identified within that 
proposal could be undertaken by the office with existing finding? 
Unit Specific Requirements 
1. Develop a plan to address the creation of annual goals that would improve the operation of the unit and 
measurements that would support the success of the unit. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
12 
 
Public Relations Office 
Unit Specific Comments & Suggestions 
Mission Statement: Mission is appropriate, but a little long.  We believe there should be specific language about 
supporting University enrollment. Some changes to the mission may be needed so that goals can be measurable. 
Annual Goals:  PRO should exploit the information in the Branding Study to develop goals to address those 
findings.  This is a prime and existing source of assessment data to support the work of the unit. Annual goals 
should integrate with University's strategic goal and be reflective of how it helps achieve the university mission. 
Essentiality:  PRO is essential to the story.   The unit should demonstrate how it enhances enrollment efforts to 
ensure growth.  There needs to be a solid link between its mission and goals and the demonstration of 
essentiality.  Data was provided but not synthesized to tell the readers why it was included or what PRO learned 
from the data.   
Primary & Secondary Customers:  Seems to be a mismatch between the mission and the customers.  Customer 
service surveys should be implemented.  Prospective students should be a primary customer and there should 
be linkages with Admissions.  This was a recommendation for Admissions as well. 
Productivity/Efficiency:  There needs to be a clearer link between the work effort and outcomes.  This supports 
how essential the unit is and it demonstrates what could be done with additional resources.  Staffing issues are 
acknowledged.  There needs to be more synthesis of the data/graphs provided. 
Quantity of Resources & Management of Resources: Because of low staffing, it is difficult to provide feedback. 
The approach of the website committee was successful (in training website contributors from various entities).  
Perhaps a public relations committee could be utilized to expand the reach and impact of the office.   
Improvement Opportunities: Staffing is an issue and is recognized as a constraint.  However, each unit is 
responsible for allocating resources to implement assessment and continuous improvement activities. 
Unit Specific Requirements 
1. Expand the language in the current mission of the Public Relations Office to include enrollment growth.  
Other changes may be required to clarify the activities of the unit. 
2. Develop a plan to explore the use of a committee or other mechanism to expand the reach of the office 
despite the current staffing constraints. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
13 
 
Reichhold Center for the Arts 
Unit Specific Comments & Suggestions 
Mission Statement: The mission needs more clarity and alignment with the mission of the University.  The goal 
should be to capture new demographics and a strategy to increase revenues. 
Annual Goals:  Goals are very general and should be developed on an annual basis to demonstrate more precise 
accomplishments in line with the revised mission.  The goals should also be more measurable. 
Essentiality:  There needs to be more evidence provided about working towards self-sufficiency.  This could be 
based on a model from another entity, but changes could better align the unit with public needs and which may 
increase revenues. 
Primary & Secondary Customers:  Clarifying the customers, per revenue opportunities could positively impact 
cash flow.  While this may be a change from the original charter, its exploration is necessary to sustain the 
facility. 
Productivity/Efficiency:  Along with the mission statement, the business model needs to be re-evaluated to 
support sustainability.  How can the public be involved in these decisions? 
Quantity of Resources & Management of Resources: :  The task force members noted the amazing job that the 
Center is doing with such a small staff, but they also encourage creativity to expand rentals, improve attendance 
and make choices about which performances best support the self-sufficiency of the Center. 
Improvement Opportunities:  The submittal recognized opportunities for improvement and we encourage the 
Center to engage in changes necessary to ensure the longevity of this type of cultural performances in the 
Territory. 
Unit Specific Requirements 
1. Expand the language in the current mission of the Reichhold Center for the Arts to link, directly and 
explicitly, to the University’s mission and clarify the role of the Center. 
2. Develop a plan to more deliberately increase revenues, even if programmatic shifts are required.  A request 
to the RCA Board for more funds should be explored. 
3. Develop a narrative, with evidence, about how the Reichhold Center for the Arts needs to modify its vision 
to ensure its future to support the revenue plan above. 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
14 
 
Title III Office  
Unit Specific Comments & Suggestions 
Mission Statement: Mission was clearly stated. 
Annual Goals:  The goals were clear and relevant.  Improvement could be demonstrated through goals tied to 
a customer service survey. 
Essentiality:  Essentiality was clearly supported. 
Primary & Secondary Customers:  The unit conveyed a large number of secondary customers based on the 
definition provided.  However, these customers have little or no contact with the unit itself.  Despite the 
definition provided, secondary customers should be reviewed and may be limited to those that do have contact 
with the unit. 
Productivity/Efficiency:  We would like to see data from the annual evaluation, including evidence on the data 
as used for the office to improve. 
Quantity of Resources & Management of Resources: While the success of the unit is obvious, there is an 
opportunity, through assessment data, to demonstrate continuous improvement. 
Improvement Opportunities:  Surveys or evidence to support the service satisfaction with the primary 
customers would likely improve the criteria scores. 
Unit Specific Requirements 
1. Implement a program to determine the needs of primary customers and measure how the unit is meeting 
those needs.  These needs can dictate goals for the unit to meet the needs. 
 
 
 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
15 
 
Virgin Islands Caribbean Cultural Center (VICCC) 
Unit Specific Comments & Suggestions 
Mission Statement: The Mission of VICCC needs to be clearer and better linked to research, teaching and service 
for more explicit connection with the mission of UVI. 
Annual Goals:  There is a need to have clearer goals that delineate how VICCC can have an impact on the 
University and the community.  The goals must be measurable and impactful and linked to wider UVI goals.  
There is a need to indicate what has been transformed in regards to teaching, research and community 
outreach because of the work of VICCC. 
Essentiality:  This was not demonstrated.  VICCC should work to more closely align its work with that of the work, 
needs and research of faculty.  It should also explore closer link with libraries and other appropriate partners. 
Primary & Secondary Customers:  In an effort to reach more students and have more visible, integrated and 
lasting impact, VICCC should view faculty as a primary customer. More involvement with faculty is a critical piece 
of impacting more students and being seen as a resource. 
Productivity/Efficiency:  In order to better measure this criteria, the following would have been helpful:  
- 
Need to list the number (and possible types) of symposia, the attendance and participation levels. 
- 
Need to secure the Dean’s involvement in giving direction and getting faculty involved 
- 
Need to situate VICCC so that it can be seen as a resource to courses, and in particular to those in the  
Caribbean Studies Minor 
- 
Need more compilation of and analysis of feedback from those with whom VICCC interacts 
- 
Need some analysis of the impact of the activities, and how they tie in to the goals of VICCC and the 
strategic goals of the institution. 
Quantity of Resources & Management of Resources: Need more evidence of how the Center is funded and 
how the funding will be used.  A budget would also have been informative. Need to provide revenue 
generating strategies such as grants, workshops, summer and special programs, etc.  
Improvement Opportunities:  Unit needs to provide opportunities that can be pursued/explored in order to 
help generate revenue. 
Unit Specific Requirements 
1. Expand the language in the current Virgin Islands Caribbean Cultural Center mission to link, directly and 
explicitly, to the University’s mission. 
2. Annual goals should be developed that are more specific to objectives achieved in each year. These goals 
should be measurable and evidence should be gathered to show their impact. 
3. Develop a plan to more deliberately impact students and faculty at UVI that includes the collection and 
report out of supporting data, and also includes more involvement with the Dean of CLASS, and 
subsequently other Deans as appropriate 
4. Integrate VICCC into existing courses, such as SSC 100, HIS 342, CAR 465 and Senior Seminar, through work 
with faculty. 
5. Create a list of resources or a bibliography that serves as a basis for the Center.  These could be integrated 
with the University libraries or at the public libraries.  VICCC could also serve as a clearinghouse for the 
Territory. 
 
 
 
Attachment 4 
UVINext Unit Recommendations 
 
16 
 
Requirements from all UVI units 
1. Each unit should complete the UVINext Assessment form in their packet and develop strategies to 
disseminate UVINext information and process throughout your unit.   
2. By May 1, 2017, each unit should submit an acknowledgement letter responding to their unit specific 
recommendations and the material in their packet.  This should include as much information as possible, in 
the timeframe provided, on what steps will be taken to adhere to the UVINext recommendations, and the 
associated timeline.  Both the completed assessment form and the acknowledgement letter should also be 
submitted to the UVINext Task Force, via Tina Koopmans.  
3. By August 1, 2017, meet with institutional research, if needed, to create a specific data set, with 
benchmarks, for the unit to monitor its success.  A model of the UVINext assessment process should be 
built for your unit, based on the UVINext graphic included.  The Office of Institutional Assessment will assist 
with this task.   In this grant environment, the data points may already exist, and they simply need to be 
reported.  The graphics and the data set should be on file in Institutional Assessment by the deadline. 
4. Update (or implement) the unit’s service charter and implement (or have a timeline to implement) a survey, 
approved by Institutional Assessment, to identify customer satisfaction by January 15, 2018.  The survey 
should be based on elements in the unit service charter.  The survey could be in conjunction with other 
units, or the unit could use a University-wide instrument, in consultation with Institutional Assessment.  
Service Charters should be put on file in Institutional Assessment by the deadline. 
5. Develop an annual report for the unit by June 1, 2018 that includes: 
a. Annual goals and their results.  This indicates that annual goals should be established by September 
of the year, so they can be accomplished. 
b. How the goal results will be implemented and incorporated into the unit in the next set of annual 
goals. 
c. 
Changes in the benchmarks for the data set, and how the annual goals impacted them. 
d. Progress on the UVINext unit specific requirements listed above. 
e. Attach relevant unit planning documents or policy documents that are necessary to update the 
middle states documentation roadmap. 
If applicable, due dates can be shifted to coincide with the grant schedule.  This also may be work that is 
already completed during the component report process to provide data for the President’s report at the 
Board Meetings.  Timeline should be negotiated to consolidate reporting. 
Assistance:  The Office of Institutional Assessment is available to answer any questions or concerns that you have.  
The goal is to integrate the assessment work with the current workload of your unit.  If you have ideas that will allow 
you to achieve the recommendations in a different way, please let us know.  Our purpose it to capture evidence, not 
to increase workload.  Please contact Tina Koopmans for clarification. 
 
Attachment 5 
Letter Sent with Recommendations 
 
 
 
 UVINEXT ANALYSIS AND RECOMMENDATIONS 
 
(Date)   
 
(Unit Contact Name)  
(Unit) 
 
Cc:  
 
We want to begin by thanking you for your thoughtful and comprehensive development of the material 
for the UVINext initiative.  We understand the amount of time and effort it took to prepare the 
information, especially for a process like this. 
 
We appreciate the conversation that we had with you about the accomplishments of the (Unit Name) and 
how integral it is to the mission of the University.  As we stated in the meeting, this assessment activity is 
driven by our need to demonstrate institutional effectiveness and compile evidence of the steps we 
undertake to achieve continuous improvement.  This is a requirement from the Middle States Commission 
on Higher Education (MSCHE), and their new process is requiring the University to be more diligent in the 
collection of the data.  The mission of UVINext is to ensure that the University, through its various entities 
and programs, can provide evidence of continuous improvement.  
 
The feedback we provide is an effort to allow UVINext to achieve its mission of having all units and 
programs implement assessment activities in a more deliberate way and utilize that effort to work toward 
a 4.0 on the scale that was established in the rubric. 
 
We ask that you review the material attached so that it can be integrated into the daily operation of your 
unit.  We further ask that the recommendations and timelines included become a part of the goals that 
your unit undertakes.  Your commitment to this process is an important factor in the University achieving 
its mission, maintaining accreditation, and achieving greatness. A thumbnail timeline is included below to 
assist you: 
• 
May 1, 2017  
Unit response to this document (acknowledgement letter) and completed assessment form 
submitted to UVINext 
• 
May 15, 2017 
Presentation, by UVINext, of collective recommendations, assessment to Planning Committee 
• 
August 1, 2017 
Have unit data set and benchmarks on file in Institutional Assessment 
• 
January 15, 2018 
Updated unit service charter on file in Institutional Assessment, and customer service survey plans  
approved by Institutional Assessment 
• 
June 1, 2018 
Annual unit report and designated MSCHE document updates from unit submitted to Institutional 
Assessment.  This should be done each year.  Institutional Assessment will forward any 
deficiencies in the report to UVINext for action or review. 
 
Thank you for all that you do, and please let the Task Force know what assistance or clarification we can 
provide.  We have included an assessment form for you to provide feedback on the UVINext process so 
that we, too, can participate in continuous improvement.   
 
Sincerely, 
 
UVINext Task Force 
David Hall, Camille McKayle, Frank Mills, Shirley Lake-King 
Stuart Ketcham, Raquel Santiago-Silver, Tina M. Koopmans 
Attachment 6 
UVINext Assessment Form 
 
 
UVINext Assessment: 
Thank you for the diligence in preparing the UVINext forms, and for your presentation to the UVINext Task Force.  
The purpose of UVINext is to provide evidence of continuous institutional improvement to demonstrate our 
compliance with Middle States Standards.  Please take a few moments to fill out the matrix below so that the Task 
Force can evaluate its performance. 
 
1.  I understand the purpose of the UVINext process and the role it plays in institutional improvement. 
Strongly disagree 
Disagree 
 
Agree         Strongly Agree 
 
2. I understand the assessment metrics that will be required to provide evidence of continuous improvement. 
Strongly disagree 
Disagree 
 
Agree         Strongly Agree 
 
3. I understand the role of the unit mission in defining the purpose of the unit within the University, and any 
changes in the mission that might be needed. 
Strongly disagree 
Disagree 
 
Agree         Strongly Agree 
 
4. I understand the evidence that must be collected to demonstrate the achievement of annual goals of the 
unit. 
Strongly disagree 
Disagree 
 
Agree         Strongly Agree 
 
5. I understand the evidence that must be collected to demonstrate the effective use of institutional resources 
to achieve the mission of the unit. 
Strongly disagree 
Disagree 
 
Agree         Strongly Agree 
 
6. What can the UVINext Task Force do better to assist in understanding and implementing the continuous 
improvement expectations of the UVINext Task Force? 
 
 
 
 
 
 
 
 
 
 
 
 
Please return to Tina Koopmans by email or campus mail.  All assessment data will be held as confidential.