Strategic plan 2010 - 2013

School Of Business and Computer Science Ltd

Strategic Plan 2010 – 2013

Executive Director – Dr. Robin Maraj

Issue Date: 27 – Nov – 2009

Last Modified: 05 – Mar – 2010

Review Date: 05 – Mar – 2010

SBCS Strategic Plan 2010 - 2013

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School Of Business and Computer Science Ltd

Strategic Plan 2010 – 2013

CORE BELIEFS

The Rising Middle Class

Around the world, rising GDPs and GNPs per capita are producing larger populations of middle class

citizens who seek advanced education opportunities for themselves and their children. We have a rising

middle class in Trinidad and the region.

Human Capital Needs of Service Economies

As businesses and economies around the world become increasingly reliant on the services sector, they

require significant investment in human capital, and the advanced education and training needed to

produce knowledgeable professionals. The Oil and Gas and manufacturing sectors will continue to fuel

demand for technical engineering-type personnel in Trinidad, however, the major growth will be in the

services sector.

Education as a Lifelong Pursuit

This will become the norm in light of the rate of change in today’s business environment. There will be

an ever-increasing demand for institutions to provide education and training in a variety of modes using

a range of technologies and resources; a blend of old and new. We will focus on creating an institution

capable of delivering mass customisation in the areas of Education and Training.

Fully and Partially Funded Institutions by the Government

In the future it may not be possible for the Government to fully fund their institutions as well as partially

fund private institutions. We need to ensure that our viability is independent of Government Funding.

Critically we must deliver an excellent service to our customers in areas that are industry- relevant. Our

programmes must be focused on producing skills-based professionals who can add value wherever they

are at. We must be superbly cost-efficient in our delivery without diminishing the quality of our service.


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We must formulate a portfolio of programmes and courses that will retain their attractiveness to our

customers when so ever Government funding is reduced or removed.

We must ensure that our staff, both Administrative Support and Academic, are second to none, as

without the right HR mix we will not be able to achieve our goals and objectives.

The past five years (2004 – 2009) have been very interesting ones for SBCS and by extension for all TLIs

in Trinidad and Tobago. The introduction and later embellishment of the GATE programme facilitated

our expansion from two to now four campuses. Our enrolment peaked in 2007, and, over the past 2

years, there has been a conspicuous drop in enrolment almost across the board. We postulate that this

has been caused by following factors, namely:

1. The Gate Clearance Procedure

2. Increased competition

3. Cheaper programmes by private and public institutions

4. Easier programmes, which can be completed in a shorter period of time.

The good news is that most of the projects we identified for completion in the period 2007 – 2009, have

been accomplished, with a few on the way, and the remaining (very small) scheduled to start in 2010.

Our vision for the next decade is to continue working on becoming one of the leading/premier tertiary

level education and training institution in the region. We remain committed to providing students with

internationally recognised programmes that can be studied in a variety of modes. Our aim is to produce

skilled learners, capable of evolving and adapting to an ever changing environment.

According to Corbin Ball, “Gone are the days when a college/university education meant you were set

for life- much of what college students learn today at the start of their educations is obsolete by the

time they graduate.

Educator Karl Fisch sums up the challenge: “We are currently preparing students for jobs that don’t yet

exist, using technologies that haven’t been invented yet, in order to solve problems we don’t even know

are problems yet ”

Consequently, continuing education is an increasingly important need for adults. We all are challenged

to simply keep up with constant advance in business practices, and we must be regularly updated in

order to stay competitive in our jobs.

This is where events come in. Corporate and association educational sessions and networking are very

important methods of adult education – they are major ways to share knowledge and to help us all keep

up in our careers”


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SBCS has now evolved into a complex educational organisation, offering a wide variety of programmes

in a myriad of modes, to a diverse customer base – seeking to satisfy each and every customer to the

fullest. Mass customisation is our primary objective. In order for us to remain successful we must not

forget that each and every student matters and consequently, we must continually seek out new ways

and methods of facilitating learning so that everyone is catered for, subject, however, to our resource

constraints.

In many ways some of the things that determine our success are not-so-modern, well-trained lecturers,

high quality courseware, efficient administration, superb environment, state of the art labs, student

centric focus etc. We need to continue to focus on these factors.

We must make the classrooms extensions/microcosms of the wider world, as we are seeking to produce

learners, and learners learn everywhere. Students are interested in an education that helps them to

have a better life – earn more money, have a great career, family etc. This must remain our primary

focus at SBCS, delivering a superb learning environment and concomitant experience such that our

students are able to obtain globally recognised qualifications that will allow them to move up the ladder

of life in an ethically accepted manner.

It is extremely important that we offer programmes at SBCS that are industry relevant with strong

employment potential, so as to ensure that we guide our students properly. A fair amount of research

has been done in order to verify that the programmes and courses we offer at SBCS satisfy the above-

noted criteria.

Present research suggests that the following areas will continue to experience growth:

Accountancy: Accountants, Tax Specialists, Auditors, Financial analysts etc.

Information Technology: Software Engineers, Network and Computer Support Specialists, Database Administrators, Desk top Publishers etc. Newer areas: IT security planning and Management, Continuity and Recovery

Project Management: Leadership, planning budgeting, scheduling

Business Process Re-Engineering

Teachers, Lecturers and Professors in Business, IT, Engineering etc.

Health Care Professionals


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Criminal Justice workers: More people equals more crime, more crime, more people to process and prosecute bad people

Media (both old and new), as more content is required

Graphic Design / Animation

Marketing / Events Management

HRM

Finance

Engineering: Electrical and Electronics, Building Services Engineering, Mechanical

Beauty Therapy Sciences

I believe that we have an excellent range of current and future programmes that will serve us well over

the next four (4) years, provided that we deliver excellence to our students.

One of our primary objectives will be to replace a number of the foreign programmes leading up to

degrees with our own programmes. A major consequence of this initiative will be that our students will

no longer be required to pay foreign registration and examination fees, placing us in a better

competitive position if ever GATE is reduced or removed. Students will then only need to pay foreign

fees for the top up degree programme.

In order to reduce the effects on us of increased competition we plan to accomplish the following:

1. Over the next four years we plan to offer a number of new programmes, namely:

HND Building Services Engineering & BSc/B.Eng Building Services Engineering

HND Graphic Design & BSc Graphics and Digital Design

HND Event Management and Marketing & BA (Hons) Event Management and Marketing

HND Beauty Therapy Sciences and BSc (Hons) Alternative Treatments

B.Eng (Electrical & Electronics Engineering)

B.Eng ( Mechanical Engineering)

Earlier this month we launched a series of MSc’s from EBS in Marketing, Finance, HRM and

Strategic Planning. The feedback thus far has been very good.


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The DBA, Doctor of Business Administration, was submitted to ACTT for recognition. Follow-up

documentation was requested and this has now been sent.

We are also looking at the areas of Plumbing and Waste Water Management, Psychology for

Business, Education, etc.

2. One of the initiatives that we will like to try for Sept/Oct 2010 is the offering of the following

programmes in full time mode:

HND Media and Communication: without CAPE /A-levels, ABE CERT + Study Skills + Critical thinking etc.

HND Graphic Design: without CAPE /A-levels, ABE CERT + Study Skills + Critical thinking etc

HND Building Services Engineering: without CAPE /A-levels, City and Guilds CERT + Study Skills + Critical thinking etc

HND Computing: without CAPE /A-levels, ABE BIS CERT + Study Skills + Critical thinking etc

HND Events Management and Marketing: without CAPE /A-levels, ABE BIS CERT + Study Skills + Critical thinking etc.

We will use the ABE as the pre-requisite course to move on to the programmes requiring

CAPE/A-levels.

The good news is that we will try this for Sept/Oct 2010, so we have a fair amount of time to

ensure we have the HR support etc. We will, however, need to market from around June 2010.

The main challenge we face here is that students entering without A-levels/CAPE are not always

mature enough to benefit fully from the opportunities afforded to them by SBCS. We plan to

formulate a series of programmes specifically geared towards full time students, which will

expose them to a variety of subjects with the focus being on making them better learners.

Additionally, classes will be restricted to a maximum of 45 students and the schedule will be

designed so as to engage them from 9:00am – 2:30pm, Mon-Fri.

3. Critical Thinking, Study Skills, English and IT skills, Public Speaking will be taught to all.

4. We will experiment with offering more courses on a Sunday, especially, Corporate Training and

CITE.

5. If the opportunity arises acquire or build another campus, this will allow us to better serve

markets that are viable but distant.


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EXECUTIVE MANAGEMENT (December 2009/Jan 2010) Remove Quality unit to area next to my office to facilitate the creation of an Executive Quality Support

Team.

This will allow for better monitoring of all our services at the very highest level.

This new unit will assist the ED in the setting up of meetings, taking of minutes, following up on projects,

maintaining of records, etc.

INFORMATION TECHNOLOGY: HR and facilities are two of SBCS’ most critical resources. However, in order to ensure that both

resources are efficiently utilized in the creation of a mass customising service we require IT. It is for this

reason that a decision was taken at the beginning of this year to separate development from operations,

Presently, we have a development team charged with developing the next generation of information

systems that are required if we are to remain successful. Both the development and operations teams

will work closely in order to optimize resources.

Objectives of Development Team – 2010 to 2013 Primary Objective:

To build a Data Management System (DMS) that supports all the functions of the school across all

branches, departments and subject groups, and support the provision of data to all relevant

stakeholders such as Students, Staff, Management, Lecturers, Prospective Students, Government

Agencies, Partner Institutions and the General Public.

Specific Objectives:

1. Build the Scheduling Module of the DMS to support staff and management in scheduling classes,

lecturers, rooms and other facilities.

2. Build the Student Management Module of the DMS to support capturing data about students

and their respective registrations and status.

3. Build the Student Registration Module of the DMS to support front end staff managing the

registration information as well as to allow students to manage their own information via the

web.

4. Build the Academic Administration Module of the DMS to allow provision of academic content

to students via the web.

5. Build the Lecturer Management Module of the DMS to allow lecturers to manage their own

information and interact with students and administrative staff via the web.

6. Adopt professional software development practices within the team to facilitate production of

highest standard code.

7. Transform the team into a group of highly skilled professionals that are experts in their field.


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Goals 2010

1. To be done in January 2010 – Upgrade laptops to the latest specifications to improve build

turnaround time. Also, finalize the hardware infrastructure for running the DMS.

2. To be completed before December 2010 – Implement the Unified Process of software

development including training of all staff in the best practices to ensure highest quality of code.

3. Recruit at least two (2) more members for the team.

4. Complete Student Management Module and Scheduling Module.

5. Enhance the existing functions of the DMS as well as the web site.

2011

1. Complete Student Registration Module Including online registration

CAMPUSES & SBUs (Dec 2010): Over the next 4 years we will move towards making each campus more self-sufficient. The next stage

will be to make them profit centres.

Corporate Education Centre, Corporate Training Centre and Centre for Information Technology and

Engineering are units that must be treated with and managed differently. In many ways these units are

like mini-campuses. Work will be done in this area towards also making these units more self-sufficient.

In reality each of our Academic Units is a potential Profit Centre.

We need to roll out in by the first quarter of 2010 a comprehensive Management reporting system for

all campuses and SBUs.

MARKETING: SBCS – A different place to learn, Product

differentiation, yet cost effective The period 2010 – 2013 will see a stronger emphasis being placed on:

1. Regional Marketing, especially, the DL type programmes

2. Attracting more CARICOM students to attend classes at SBCS full time and then other areas.

3. Internal marketing ( too many of our current students are not aware of multiplicity of courses

that we offer at SBCS)


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4. Diversification of the marketing mix – we are too Print-centric

5. Additional Internet marketing

6. More Career Guidance type events and Open Days

7. More work on profiling successful graduates

8. Career Guidance testing to be added

9. Stronger links with schools

10. Better Public Relations/Image.

11. Presently we provide university-level education and training – how do we provide the

concomitant experience!

CORPORATE SERVICES (FINANCE & ADMINISTRATION,

SECURITY, HSE, BOOK DISTRIBUTION AND ONLINE EXAMS)

Finance & Administration

The introduction of the GATE programme has no doubt benefited a large number of the citizens of

Trinidad & Tobago, and the increased numbers have facilitated the expansion of SBCS as it maintains its

vision to be the leading private tertiary level institution in the region. The protracted period for

processing GATE claims compounded by the process of GATE clearances continues to be the major

challenge in meeting cash flow requirements.

Receivable financing through AIC Financial Services has been slowed due to the MSTTE’s position of

confirming balances processed for payment and not claims submitted. In order to meet Cash Flow

requirements in 2009, the Trincity campus was refinanced through a mortgage and most capital projects

carded for 2009 were put on hold.

We cannot predict the future scope of the GATE programme and as such it is imperative that we focus

on increasing revenues from non-GATE programmes to reduce the reliance on uncertain GATE

receivables and buffer against any possibility of the removal of GATE in the years ahead.

Any excess cash will be utilised to reduce and repay the Trincity mortgage on the Trincity campus. This

will remove the debt and provide the avenue for the resumption of identified capital projects.

Budgeting, costing, reporting mechanisms (1st quarter of 2010)

Facilities & Maintenance

One of SBCS’s competitive advantages in the Private Tertiary Sector lies in its quality of physical

infrastructure, convenient locations and the provision of a clean, comfortable and mentally stimulating


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learning environment. With millions of dollars invested in land, building and equipment, the human

resource and preventative maintenance system is of critical importance.

The structure of the facilities department will be transformed in the first quarter of 2010. An

experienced Facilities Manager with expertise in Project Management, Preventative Maintenance

Planning and Asset Management will be recruited to oversee the operations of the department across

all campuses (A candidate has been short-listed pending background checks). The Manager will be

supported by a Supervisor at each branch and the appropriate number of male and female maintenance

workers.

The size of our operations requires that we recruit or train in-house staff in basic plumbing, electrical

and air condition maintenance. The range of equipment in the care of Facilities now includes

generators, elevators, sewer pumps, fire pumps and UV treatment systems, and persons with some

technical abilities are now required.

The major projects under consideration are:

Champs Fleurs

Library Expansion ( 2010)

New Cafeteria (Feb 2010)

Additional Study Area (2010)

Additional Washrooms in the J/L Block (2010)

New Book Distribution Centre & Computer Based Testing Facility (2010)

New Staff Lunch Room (2010)

Construct Dormitory and Parking on Existing Car Park B (2011/12)

Security Booth at Sagan Drive Entrance (2010)

Port of Spain

Remodel Customer Service ( 2010)

Construct New Media/Conference Centre with Parking on New Property. ( 2011)

Rooftop Service Access Ladders (2010)

San Fernando

Expand Course Administration/Customer Service ( 2010)


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New Branch – To Be Decided


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Department of Safety & Security

Expansion and the concern by students over crime in the country generally, have resulted in security

being of utmost importance over the last few years. Contracted security costs the organisation over two

million dollars annually for a level of service that leaves much to be desired on occasion.

To improve the quality in this area, SBCS has registered an in-house security unit with four senior

officers presently employed. The objective by the end of 2010 is to have a fully functional SBCS unit

supplemented by contract officers for car park duty on week nights, weekends and special occasions.

This move is expected to firstly improve the level of service based on dollar spent and eventually reduce

costs.

The use of rented external car parks at all branches except Port of Spain, results in the use of student

shuttles; the responsibility for which is now assigned to security from the Facilities & Maintenance

Department.

Health and safety is becoming an important area in all businesses and with the number of persons

frequenting our premises, this is an area which will be given additional attention as it is formally merged

with the security function in 2010. Consideration is being given to the recruitment of a specialist Health

& Safety Officer and because of their presence around the clock, security officers will receive mandatory

first aid and fire fighting training.

A centralized monitoring station will be established in Champs Fleurs to monitor the activity at all

locations.

Book Distribution Centre & Exam Testing

The Book Distribution Centre (BDC) will continue its role in the acquisition of books and coordinating

printing and copying services related to programme-delivery at all campuses as well as the

administration of Prometric and Vue online examinations.

The size of our current operations makes formalized purchasing procedures and controls mandatory.

Due to the nature of the operation, BDC will assume the responsibility for all sourcing, ordering and

receiving of items purchased by the organisation. The department will implement all the necessary

processes to ensure accountability and streamline the function so as to also maximize cost savings and

institute proper inventory management.

We need to reduce our reliance on GATE, results in overdraft becoming too high. We need to reduce

long term debt. This is quite high as a result of SBCS TR and GATE many new procedures, all geared to

delay payment.


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HUMAN RESOURCE MANAGEMENT:

It is envisioned that over the next four (4) years the Human Resources function will evolve into two (2)

main functional areas, i.e.

1. Quality - auditing/compliance/realignment - ensuring uniformed application of HR policies and

procedures through increased education, communication and consultation; developing and

implementing effective up-to-date policy monitoring processes in accordance with establish

standards. The overarching objective is continuous quality improvement and excellent and

seamless client service.

2. Human Resource Development - increasing efficiency and accountability; providing flexibility

and consistency in career development opportunities for employees; providing access to staff

training and development based on changing skills requirements, performance gaps and

identified personal needs; measuring performance with a consistent performance management

framework

Specific Objectives – 2010

1. Implement an EAP. The necessary research has already been completed and two (2) providers

shortlisted. Once a decision is made, an Implementation Plan will be developed and realized in

1st Qtr 2010

2. Fully implement the performance appraisal system, the Employee Performance Scorecard

(EPS) across SBCS.

Specific Project - 2010

1. Implement a Human Resources and Payroll Information System. As we continue to grow

locally and expand into the region, this is now critical to improve overall efficiencies. Of

particular emphasis is the human resources and payroll link and employee self service

functionality. Employees will be able to access their personal data, view and print their pay

slips, request leave on-line via workflows and update defined personal data. This will

considerably reduce the time spent by Human Resources and Payroll in manipulating

centralized data/data entry and provide necessary employee history. A web based system that

is a simple, flexible and customisable solution is being looked at.

Objectives 2010 – 2013

1. Continued training and development for managers and supervisors. A personal development

plan to be charted for each manager and supervisor to track progress and to identify

promotion and succession opportunities. This plan to be mapped to the Employee

Performance Scorecard. The goal – raise overall level of management capacity and turn our


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managers into human resources professionals to handle/manage issues at source where it is

most important.

This will also redound to improved relationships between the supervisor and employee so

attrition is minimized, employees enjoy coming to work and a higher level of productivity is

realized.

2. Human Resources staff – The position of Senior Manager Human Resources to be reviewed in

line with the two functional/main areas – increased development and access to data on the

line equates to reduced reliance on human resources staffing at a senior level.

QUALITY ASSURANCE DEPARTMENT:

Basic Seasonal Activity

1. Maintaining and Improving Criteria for Institutional Recognition by ACTT

a. Monitoring and improving the seven criteria

2. Approval of new programmes

a. Assisting the Executive Director in Approval for new Programmes both with the

University/Professional Body and ACTT

3. Programme Monitoring and Review

a. Improving programme monitoring/review activities, both internally with CAA and

involving the partner university.

b. Design and Implementation of a better system to monitor student academic

performance as part of programme review

c. Possibly have that system tied in to student services so pre-emptive measures based on

student performance can be undertaken if necessary.

4. Programme Renewal

a. Ensuring smooth renewal of all academic and professional programmes, particularly

ACTT Renewal of Transnational Programmes e.g. new MSc degrees from EBS are due to

renewal in 2 years, etc.

5. Operational Monitoring

a. Working with CAA to agree on criteria for internal audits and procedures to deal with

non-conformities.

b. Training staff on conducting these audits.

c. Setting up an auditing schedule across all three campuses


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d. Production, format standardization and review of operational policies and procedures

Other Activities:

1. Working with MSTTE, IT, Development and CAA on an electronic platform for information

exchange:

a. Agreement on terms

b. Clarification on information needs

c. Finding and dealing with limitations or challenges in database design

d. Negotiating the quantity and quality of information to satisfy all stakeholders

e. System Design

f. System Implementation

g. Post Implementation Assessment

2. Edexcel Academic Structure

a. Formalise the academic structure and activities for the new HND programmes,

especially in the areas of assessment and consistent programme structure and delivery,

using the experience from HRM as a guide.

3. Seeking Greater Industry Involvement

a. Scholarships, bursaries, sandwich programmes etc.

4. Re-examining the services provided to students and the ways we measure their effectiveness

using the Sunderland Approach of Before-During-After

a. Investigating ways of gathering and presenting data online (and otherwise) from/to past

students, current students, lecturers, the public.

CENTRAL ACADEMIC ADMINISTRATION:

This area is extremely critical to our operations and we need to do the following:

Objectives and Goals:

1. Continuously improve our customer service

2. Finalise database to record all lecturers’ information

3. To achieve a lecturers’ database that can be used to search for lecturers based on subject

matter

4. Expand our lecturer capacity in terms of numbers, quality and subject area

5. Create atmosphere to encourage lecturers to meet and improve current courses

6. To establish a database of students’ work against which any new work can be checked for

plagiarism.


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7. Create the generic model of an Operations and Procedures Manual that will apply to all

Academic units

8. Specific Operational and Procedure Manual for each unit for staff development

9. Use of Digital whiteboard instead of whiteboards in CAA

10. Research the possibility of providing online training and using the teleconferencing feature

11. Ensure that each unit is staffed with qualified personnel

12. Ensure ongoing and relevant training for staff

13. Continuously improve procedures to assist the Units with their job performance

14. Ensure that there are adequate procedures in place so that the units are empowered

15. Improve the quality of documentation

16. Improve the physical environment of the Academic Units

17. Improve the staffing model in the Library

18. To provide better online library resources for our students

19. Physical expansion of Library

20. To source a better physical location for the Examination Unit

21. Ensure that we always have a team of invigilators.

22. Continuous training and meeting of Invigilators

23. Continual review of examination process for improvement.

24. To investigate the possibility of using online evaluations by students either from home or on

campus

Major Projects:

1. Operational and Procedure Manual for each unit

2. Digital Whiteboard

3. Active and usable Database of Lecturers

4. Online library resources

5. To obtain a software application to check for plagiarism for assignments submitted for SBCS

marking only

6. To create a database to store assignments

7. To achieve a paperless environment with respect to evaluations

Strategies:

1. Work with Marketing to have buzz words, emails etc sent to Course Admin Units (CAUs) to

improve customer service within the units

2. Create a customer service area on the intranet for the CAUs that is fun, interactive and useful

3. Recruit new lecturers with a variety of qualifications and industry relevant experience

4. Establish the procedure and objectives from creating the ad for lecturers to completion of

recruitment.

5. Continue using the Train the Trainer programme for new lecturers

6. Implement an ongoing development programme for our established lecturers in the areas of

teaching, delivery style, new technology etc.

7. To produce a generic Operations and Procedures Manual that can be used by any new unit.


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8. To assist each CAU in producing a unit specific Operations and Procedures Manual

9. Maintain Digital whiteboard and physical whiteboard for the first year after installation to

ensure no break in operations

10. Establish a Team with targets and deadlines to research the possibility of online training.

11. Ensure that CAUs are well staffed; the right person doing the right job.

12. Train and mentor staff

13. Encourage continuous attendance of staff at weekly meetings.

14. To establish a more work-friendly environment for each CAU within the restrictions of the

current physical space.

15. To achieve the best fit of staff for library based on time, availability of full time staff and use of

Part time staff.

16. Establish a team comprising of staff from each CAU whose objective is to determine whether

SBCS can provide additional online library resources at a cost effective price for students.

17. To achieve a better physical arrangement for both CAA and Exam unit

18. Work with Quality to ensure that all Examination Procedures are continuously monitored to

ensure relevance.

19. Work with IT to investigate the possibility of using online evaluations for students.

20. Partner with Marketing to obtain the needs of companies in the current economic climate.

21. Preparing Macro schedules by the end of every October for the next year

22. Research to obtain the most cost effective and applicable software to minimise plagiarism for

assignments submitted for marking at SBCS.

STUDENT SERVICES: OBJECTIVE: Add value to the student experience while at SBCS thereby promoting a lifelong

relationship between SBCS and its students.

Goal 1: Making the Student Services Department more inviting and supportive to current and

prospective students.

Strategies:

Source and Register relevant training courses available through government or private agencies.

Provide a listing of Professional Referrals to students

Become actively involved in Career Session onsite and off-site

Project: Training of staff in Introductory Counseling / Mediation and Basic First Aid to ensure best

service given to customer.


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Goal 2: Enhancement of the Employment / Placement Programme

Strategies:

Forge relationships with relevant companies / organisations for permanent placements and

internship programmes

Create access on the website to student CVs and vacancy postings for students and

organisations

Make recommendations and seek approval for organisations to which SBCS should align with for

permanent placements and internship programme.

Project: Work with IT department to structure website link (on-going)

Goal 3: Maintain Active Student Council and Establish an Alumni thereby ensuring student loyalty.

Strategy: Update Student Council Bye Laws

Projects:

1. Table the election date and manage the election activities

2. Call a meeting with interested parties, Central Academic, Marketing and Quality Management to

determine the objectives and direction of the alumni.

Goal 4: Establish Student Development programmes.

Strategy: Study Skills component to be incorporated into the curriculum for all introductory

programmes

Project: Financial Management and Defensive Driving programmes to be introduced.

CORPORATE EDUCATION CENTRE: Review of 2009

CEC improved operational systems through a collaborative team approach

The strategy of using teams of three to oversee the Administration of specific programmes was effective

We were able to improve turnaround times, through the use of same day processing or the “sun


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down” rule

This enhanced service delivery and improved customer relations

Proactive planning and organisation reduced the number problems and student queries

New employees were quickly inducted into the established standard operating principles

Our enrolment numbers remain stable for the MBA, BABM, Mass Communication and FDA

We increased the class offerings for the MBA programme at SF and TR

We coordinated visits by our UK partners – Sunderland and Leicester

Goals and Objectives - 2010

To train and develop the team to become more market and service driven

To develop a core team to provide career guidance and advice to students and prospective students

To develop a closer networking and feedback system with students and lecturers

To continue to promote the MSc programmes to have 100 students registered for each programme by December

To maintain improved reports on Income and Expenditure

Strategies and Projects for 2010 – 2013

Increase marketing strategies in the CARICOM Region to promote our Masters programmes

Introduce new programmes targeted at different sectors – Early Childhood, Developing Life Skills, Psychology for Business

Arrange for Senior members of the Team to visit with our partner UK universities

Arrange for our lecturers to attend conferences conducted by our partner Universities in the UK

Upgrade furniture, equipment and office decor as required

CORPORATE TRAINING CENTRE: Objectives and Goals

1. Provide on average in 2010, 24 seminars at TR, 12 at POS, 12 at SF and 24 at CF. The number of

seminars will increase for each year thereafter.

2. To increase the number of companies to whom we provide onsite training.

3. Create and implement at least five (5) new viable and relevant programmes in each year

4. Constantly update our current courses so that they are always market-relevant


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5. Constantly improve the quality of the manuals on our programmes

6. Organise and encourage the teams of lecturers to meet


8. Partner with Course Administration to increase our internal market.

9. Provide Corporate Training to the regional market

10. Use the videoconferencing or similar technology to provide corporate training regionally.

11. Look at using podcasts to break up seminars or training into packages that can be easily

downloaded at a price.

12. Partnering with Marketing to be the premier provider of corporate training and the first choice

of companies to send their staff.

13. To provide online registration for Corporate Training clients.

14. To have an online survey to track people’s interest in programmes

Major Projects:

1. Regional Training

2. Use of technology to allow students training from any location

3. Diversify our focus into new subject areas of training that are market relevant.

4. Review manuals

5. Online Registration

6. Automated online survey

Strategies:

1. Partner with Marketing to obtain the needs of companies in the current economic climate.

2. Ensure that CTC is well staffed – the right person doing the right job.


4. Encourage continuous attendance at weekly meetings.

5. Using a combination of research and results from Marketing CTC will create the new courses

6. Liaise with a key lecturer in each area to review and update manuals. Ask lecturers for

suggestions with respect to new material

7. Recruit new lecturers with a variety of qualifications

8. Work with ED on feasibility of online training

9. Market the packaged courses to our current students

10. Create relationships with companies in Trinidad who have links regionally.

11. Partner with the Development team with ED’s assistance to create the online registration and

automated survey.


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CENTRE FOR INFORMATION TECHNOLOGY AND ENGINEERING

(C.I.T.E.)

Objectives:

1. Provide quality service to our current and potential students.

2. Increase the number of students registering for courses.

3. Develop SBCS as a premier school for selected engineering and technical training.

Goals:

1. Enhance the overall student experience.

2. Increase portfolio of courses offered.

3. Market courses more effectively.

4. Standardize procedures and policies.

Strategies:

1. Ensure labs, equipment and other facilities are always in order for classes.

2. Liaise regularly with the departments that support us: Marketing, Facilities, IT.

3. Improve communication between the department and other campuses.

4. Keep track of equipment used in labs.

5. Ensure task assignments are clear including backups when staff is on leave.

6. Ensure procedures and policies are followed, and reviewed and updated regularly,

7. Expand operations by offering courses at other campuses, or offering more modes of study (i.e.

full time, part time, Saturday and Sunday).

8. Research and review market for ideas for new courses that can be offered.

9. Develop relations with more industrial organisations (private and public) to integrate students

so that they can gain work experience, thus building a pool of skills in which potential employers

can tap into.

10. Develop relations with professional bodies to achieve international recognition for some of the

Engineering short courses.

Projects:

1. Upgrade facilities in labs:

Purchase new generic machines for the A+ lab; replace chairs.

Purchase additional equipment for Electronic/Electrical Lab; obtain additional lab space;

improve layout

2. Introduce the following new long programmes:

BTEC HND Building Services Engineering

City & Guilds Process Plant Technology

City & Guilds Mechanical Engineering

B.Eng Mechanical Engineering

B.Eng Electronic and Electrical Engineering


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Degree in Telecommunications

3. Introduce the following new short programmes:

Air Conditioning and Maintenance

Electrical Installation

Plumbing

Solar/Wind Power

Fibre Optics OSP (Outside Plant)

4. Complete Procedures Manual:

Document workflows, procedures, policies

Establish system for procedural review and updates

5. Document task assignments:

Document tasks assigned to staff including when staff is on leave

Review as necessary

6. Review information on the website and revise and add where necessary.

7. Using course schedules, work with the Marketing department to formulate plans to market

courses to current students, potential students, companies and so on.

8. Develop spreadsheet to keep track of equipment used in practical sessions for short courses.

9. Current database does not fully support short courses. Need to:

Work with Development Team to ensure new system supports all courses.

Review spreadsheets currently used to make sure all relevant information is being

stored.

UNIVERSITY OF GREENWICH Objectives and Goals:

1. Update our current courses so that they are always market relevant

2. To provide Administrative support to lecturers and students with the aim of increasing the

number of first class graduates for each programme at the degree and Masters level

3. Improve the quality of the manuals on our programmes

4. Use videoconferencing to liaise with UOG staff in the UK on a regular basis which can result in a

closer relationship between both parties

5. To provide online registrations to students.

6. To have an online survey to track people’s interest in programmes

7. Encourage academic staff to meet on a regular basis

8. Improve the resources available to lecturers

9. Continue to improve in offering quality customer service to our current and prospective

students

10. Increase enrolment for each programme

Major Projects:


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1. Investigate the feasibility for online classes for e-learning/video conferencing for degree

students – This is for students who are unable to attend classes on a certain day. They can log

on to a live class session at SBCS.

2. Online Registration

3. Develop an Operations and Procedures Manual

Strategies:

1. Ensure that UOG is well staffed – the right person doing the right job.


3. Encourage continuous attendance at weekly meetings with UOG staff.

4. Improve turnaround of queries from students

5. Continuous attendance at weekly meetings with CAA

6. Offer IT and HRM programmes at the South campus

7. Work with Marketing to schedule ads to increase market share

8. Liaise with key lecturers in each area to review and update course material.

9. Source new lecturers with a variety of qualifications

10. Create relationships with companies in Trinidad and Tobago which can supply our graduates or

current students without prior HSE, HRM or IT experience with job training.

UNIVERSITY OF LONDON Goals and Objectives:

1. Continuously improve customer service.

2. Continue to encourage lecturers to meet to work towards improving tuition delivery

3. Ensure that there are always updated projects available for student viewing.

4. Complete the Operations and Procedures manual for the UoL unit.

5. Ensure that the unit is staffed with the best suited and qualified personnel.

6. Continue to work on measures to increase overall effectiveness within the unit.

7. Improve the physical environment of the unit with regard to storage of materials, files etc.

8. To ensure that ads for the unit are on target and effective.

9. To ensure that all relevant procedures are effectively implemented in the unit.

10. To expand our capacity of suitably qualified IT lecturers.

11. To work on team building with staff members of the UoL unit

12. Continue with weekly staff meetings and ensure that this is adhered to.

Projects:

1. Creation of an online database of student projects to provide guidelines to incoming students.

2. The creation of a near paperless environment within the UoL unit

3. Online registration using Single Student Sign On to access SBCS/UoL course material.


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4. Expand the provision of relevant files (journals & cases) to students via the SBCS website.

5. Goldsmith’s Renewal Application

Strategies:

1. Work with CAA to ensure that all objectives for the UoL unit are being met.

2. Ensure the continuity of weekly staff meetings.

3. Encourage greater participation of staff at weekly meetings.

4. Mentoring staff.

5. Partner with the Marketing department to ensure increased effectiveness of ads for UoL

programmes and initiatives.

ACCOUNTANCY TRAINING AND EDUCATION CENTRE Goals and Objectives:

1. Strive to continuously improve customer service, student support and advice.

2. Progress from being a Gold approved partner to a Platinum approved partner with ACCA (might

be achievable by the year 2014/2015).

3. Provide continuous support to all lecturers

4. Improve course delivery for each paper.

5. Provide students with a structured class schedule for each paper before the semester begins.

6. Organise and encourage teams of lecturers to meet based on subject/paper.

7. Increase the lecturing team in terms of quality and subject area.

8. Re-organise filing systems in ATEC.

9. Ensure that the Library at each branch has the current Textbooks and revision kits for each

paper as reference material for students

10. To capture a greater market share of persons interesting in enrolling for the CAT and ACCA

programmes.

Projects:

1. Develop and implement an Operation and Procedures Manual for ATEC

2. Develop a Programme Information Manual for the ACCA and CAT programmes

3. Develop a database system to easily track CAT & ACCA students’ progress within the programme

4. Creating an ATEC calendar in outlook for ATEC staff

Strategies:

1. Amend the programme structure ACCA September intake so that it is more marketable

2. Ensure that feedback from students (about the performance of administration and lecturers) is

actively sought, reviewed and acted upon where appropriate.

3. Ensure that students are updated with the latest programme information (using website,

twitter, facebook, and e-mail).

4. Release class schedule and study school schedule on the website, before the semester begins.

5. Monitor lecturers’ performance through student evaluations and pass rates.


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6. Ensure that lecturers have access to relevant teaching reference material (for example, study

guides, past papers, technical articles, etc).

7. Hold Course Review meetings with lecturers.

8. Encourage lecturers to attend the ACCA Train the Trainer programme.

9. Ensure continued attendance at weekly meetings with CAA.

10. Work with CITE and Corporate Training to inform students of available packages

11. Hold weekly meetings with staff of ATEC.

12. Ensure that the right person is positioned to do the right job.

13. Continuous training and mentoring of ATEC staff.

CENTRE FOR CERTIFIED PROFESSIONAL PROGRAMMES Objectives and Goals

1. Constantly improve the quality of the resources available to all lecturers

2. Continue to evaluate the level of services offered by the department to students and lecturers

3. Enhance the performance of staff

4. Continue to monitor and evaluate the level of delivery from lecturers

5. Organise and encourage the teams of lecturers to meet


7. Partner with Corporate Training to increase the awareness of our Professional Programmes to

our internal market.

8. Ensure that all programmes continue to meet and surpass the required standards of the

accrediting bodies and the ACTT

9. Continue to improve the level of customer service to all internal and external customers

10. Research the possibilities of offering new programmes and the various new schemes of present

programmes.

11. Ensure that we provide the marketing department with all updated semester information to

ensure that all programmes are marketed well

12. Continue to provide early semester scheduling to all stakeholders

13. To increase programme enrolment across each campus

Major Projects:

1. Host lecturers meeting for various subject areas

2. Research the possibilities of online learning

3. Internet database for lecturers’ class notes

4. Operations and Procedures Manual for each programme under the CCPP unit

Strategies:

1. Ensure that CCPP is well staffed; the right person doing the right job.


3. Continue to have weekly staff meetings.


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4. To continually re evaluate and improve, or if required re engineer our processes and procedures

to ensure that our students are provided with the very best service

5. To properly document all procedures and changes

6. To improve and develop communication channels with the representatives of the various

accrediting bodies to ensure that we receive data on a timely basis

7. Continually provide lecturers with all necessary resources to ensure efficient and effective

delivery of courses

8. Improve the centre status worldwide rating with the respective accrediting bodies

9. Source new lecturers with a variety of qualifications

10. Proper selection of lecturers from our current pool available at SBCS

11. Encourage employee development and job enhancement

12. Offer new schemes and levels of the ABE, CIPS, CIM programmes

CCPP – BTEC: Objectives and Goals:

1. Constantly improve the quality of the resources available to all lecturers

2. Continue to evaluate the level of services offered by the department to students and lecturers

3. Enhance the performance of staff

4. Continue to monitor and evaluate the level of delivery from lecturers


6. Ensure that all programmes continue to meet and surpass the required standards of the

accrediting bodies and the ACTT

7. Continue to improve the level of customer service to all internal and external customers

8. Ensure that we provide the marketing department with all updated semester information to

ensure that all programmes are marketed well

9. Continue to provide early semester scheduling to all stakeholders

10. To increase programme enrolment across each campus

11. Research the possibilities of offering new BTEC programmes

12. Revaluate the current units offered in the BTEC HND in HRM

13. Redesign the programme structure of the BTEC HND in HRM to extend the time to 2 ½ years

14. Redesign the number and format of assignments per module within the programme

15. Implement a long term plan for the marking of assignments

16. Continue to update all assignment assessment briefs

17. Review the use and format of the end of unit examination

18. Ensure that lecturers continue to provide accurate and adequate feedback to students

19. Ensure that lecturers comply with all requirements set by Edexcel

20. Organise and encourage the teams of lecturers to meet and develop course material

21. Each Team of lecturers submit all outlines, assignments and exams before the start of the

semester

22. Standardise all HND forms and policy documentation


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23. To ensure that all required documentation is prepared and submitted to the Examination Board.

24. To ensure that the Examination Board functions as required by Edexcel.

25. To ensure that all assessments are adequately and safely secured and stored.

26. Improve the SBCS Edexcel centre Grade to an A

Major Projects:

1. Host lecturers’ meeting for various subject areas

2. Research the possibilities of online learning

3. Internet database for lecturers’ class notes

4. Operations and Procedures Manual for the BTEC HNDs

5. Develop a team of lecturers for the marking of BTEC scripts only

6. Database of all graduating students and their current status with respect to employment and

education

7. To develop a system for storing all assessments electronically.

Strategies:

1. Ensure that the BTEC department is well staffed, the right person doing the right job.


3. Continue to have weekly staff meeting,

4. To ensure attendance at weekly meetings with CAA

5. To continually re evaluate and improve, or if required re engineer our processes and procedures

to ensure that our students are provided with the very best service

6. To properly document all procedures and changes

7. To improve and develop communication channels with the Edexcel external verifiers and local

representative to ensure that we receive data on a timely basis

8. Continually provide lecturers with all necessary resources to ensure efficient and effective

delivery of courses

9. Source new lecturers with a variety of qualifications and ability to mark papers within the BTEC

marking criteria

10. Proper selection of lecturers from our current pool available at SBCS

11. Encourage employee development and job enhancement

12. Offer new schemes and levels of the BTEC programme

13. Implement a more rigorous internal verification process

14. Monitor the use of standard assessment documentation and ensure compliance

15. Develop a long term strategy for archiving

SBCS SAN FERNANDO CAMPUS:

GOAL: To make SBCS the Premier Tertiary Education and Training Institution in the South for

industry relevant and customer focused education and training.


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Our development will be towards ensuring that our students are a cut above the rest, be

it at the Professional, Undergraduate or Graduate levels.

OBJECTIVES:

1. Ensure with proper marketing that our student intake continues to increase

2. Revisiting Course Administration to ensure greater efficiency at all levels.

3. Strengthen and increase the administrative staff – training etc.

4. Fulfilling our Corporate Social Responsibility

OBJECTIVE 1: Ensure with proper marketing that our student intake continues to increase

Strategies:

Offering other Programmes in the Full Time Mode

Greater Participation in Secondary Schools in South

Effective use of print advertising at the start of semesters

Maintain and make effective use of statistical data on trends in student intake

Greater use of e-marketing

Continuous improvement in San Fernando’s Annual Open Day

Alignment with complementary organisations e.g. NALIS

OBJECTIVE 2: Revisiting Systems to ensure greater efficiency at all levels.

Strategies:

Restructuring Units’ portfolio to ensure that programmes managed complement each other.

Acquiring /Developing Plagiarism software for locally marked assessments.

Ensuring that the Plan for a Campus Server is completed.

Create a San Fernando pool of lecturers

Acquiring additional Parking Facilities


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Creating more Space For Course Administration

Allotting space for the Security of Textbooks

Ensuring adequate Storage Space for assessments etc.

An additional Lab

New Customer Service Area

OBJECTIVE 3: Strengthen and increase the administrative staff

Strategies:

More relevant Training for Administrative Staff

Recruitment of qualified Staff

OBJECTIVE 4: Fulfilling our Corporate Social Responsibility

Strategies:

Greater presence and Participation in South Based Activities

SBCS PORT-OF-SPAIN CAMPUS – CENTRE FOR MEDIA STUDIES

SBCS POS - CMS seeks to be the premier provider of globally recognised and industry-relevant Media

education and training in the region. We aim to achieve this by delivering excellent service, providing

highest quality facilities and promoting industry-relevant courseware.

In order to achieve this we propose the following:

INFRASTRUCTURE

Renovate 29 Picton Street

Relocate Lab 1 to create more office / storage space

o Office for Manager

o Office for Course Administration

o Move storeroom to current management office space

o Expand lunch room to accommodate lecturers


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Expand shed area to create more space for students to have refreshments

Create a Library

STAFFING/DEVELOPMENT

Have a full complement of CSRs

Work with HR to formulate a staff development programme

o Internal training to keep staff current

o Performance appraisal feedback and incentives to motivate and retain staff

PROGRAMMES

Improve the type and number of short media courses being offered

Offer Media workshops (1-3 day seminars)

Offer HND Media full time

Review feasibility of HNC Media and if practical offer part time

PROJECTS / EVENTS

Annual Open House

Annual Career Guidance

Involvement with the Film Festival

Media exhibitions at the end of Practical Skills: Production and Media Project

Tech Talk: Media focused

SBCS TRINCITY CAMPUS:

Goals/Objectives:

Provide 24hr study facilities (2010)

Complete the library so that all books irrespective of where the course is offered can be found

on the shelves (Completion date: June 2010)

Greater use of the facility during the day and evening (2010 – 2013)

Fostering a greater relationship with the high schools in the community (Strategy for increasing

enrolment numbers) March 2010

Completion of wireless access throughout the entire campus (only available on the ground floor)

(January 2010)

Strategies:

Direct marketing to existing students, clearly mapping academic pathways via the introduction

of classroom sessions

Partnering with marketing with the aim of establishing strategies to generate greater awareness

of the campus by the public

Creation of schedule to visit the schools in the community (Career Guidance)


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Projects:

Establishment of an arm of student services/career counsel unit

Continuation of Community outreach programmes

Collaborating with marketing on various initiatives to identify and capture the markets that

exists in the catchment areas of the campus

Strategic plan 2010 - 2013

Documents

Transcript of Strategic plan 2010 - 2013