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Research and Public Service Framework for Excellence Master Plan 2007-2012 Developed by Research and Public Service Units With Technical Assistance from the Office of the President September 2007 Introduction The purpose of the Research and Public Service (RPS) component is to provide and facilitate responsive research and outreach programs that are designed to improve the quality of life in the US Virgin Islands, the wider Caribbean and beyond. RPS functions as a cost effective and outcome-oriented "learning organization" whose outputs support the mission of the University of the Virgin Islands in the areas of research and public service. The RPS component has an internal culture oriented towards problem solving through cooperation and collaboration. The RPS incorporates and promotes the concept that quality, demand-driven service begins and ends with the client; requires a functional relationship with stakeholders; and relies on well-trained, involved personnel. In pursuing this overarching objective, RPS seeks to produce measurable improvements for stakeholders and communities across the US Virgin Islands, the wider Caribbean and beyond. Realizing that “trying hard is not good enough,” the RPS endeavors to instill a Results Accountability Model in its approach to planning as evidenced in this Framework for Excellence. At every management team and unit meeting RPS holds itself accountable to posing and meaningfully responding to the following questions: 1. What are the quality of life conditions we want for our stakeholders? 2. What would these conditions look like if we could see or experience them? 3. How can we measure these conditions? 4. How are we doing on the most important measures? 5. Who are the partners that have a role to play in doing better? 6. What works to do better, including no-cost and low-cost ideas? 7. What do we propose to do? RPS embraces the opportunities presented in the current operating environment, while being mindful of threats that surround the RPS and the University. It has the opportunity to creatively and strategically fulfill its mandate while employing measures of cost containment, cost avoidance, and strategic allocation of resources, in partnership with agencies and individuals across the public, private, and voluntary sectors that share a commitment to its mission. Overview of the Strategic Plan With assistance from the Office of the President, the RPS Senior Management Team met on August 22 to work collaboratively on developing the Framework by utilizing diagnostic and visioning exercises. The RPS Units responded to an advance-planning matrix, including a potential for impact of significant external factors (PESTE) analysis, that confirmed the organization’s readiness to plan and detail information that will be used for a further “drill down” in the development of unit plans. During the session, members examined background information relative to effective planning within the context of Vision 2012, participated in conducting a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis, developed vision, mission, goal and values statements, and recommended objectives, strategies, performance indicators, targets, means of verification, responsible parties, costs, and expected outcomes. The group also identified the following strategic areas as key to the success of RPS: • Community engagement • Scholarly and applied research • Financial responsibility and sustainability • Organizational performance Organizational Profile and History The Research and Public Service (RPS) component is comprised of nine separate units. These include: Agricultural Experiment Station (AES), Center for Marine and Environmental Studies (CMES), Cooperative Extension Service (CES), Eastern Caribbean Center (ECC), Small Business Development Center (SBDC), Water Resources Research Institute (WRRI), Office of Sponsored Programs (OSP), Virgin Islands Experimental Program to Stimulate Competitive Research (VI-EPSCoR) and the Research Publications Unit (RPU). RPS, coordinated by the Office of the Vice Provost for Research and Public Service, had its beginning some 35 years ago with the University’s acquisition of land grant status. It has since grown to be a locally recognized resource and clearinghouse for applied and scientific research, compliance monitoring, data mining and other information relevant to enhancing the lives of the people of the US Virgin Islands, the wider Caribbean and beyond. The role of RPS is central to the mission of the University. It connects the University to the community by offering programs and activities that are germane to the needs of the community and projects the University as a responsible community citizen. Its many programs are in great demand and constant efforts are required to ensure relevance and effectiveness. The mission of RPS – to promote, conduct and provide access to relevant research, and responsive training and service to enhance the lives of the people of the US Virgin Islands, the wider Caribbean and beyond – is patterned after that of the University and is embedded in a philosophy of providing for the research and public service needs of the University and the community in a manner that inspires trust and integrity in the information and services provided. SWOT Analysis: To obtain a clearer perspective of the RPS, the Senior Management Team conducted a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis to determine the component’s strengths, weaknesses, opportunities and threats. The results are outlined below: Strengths Weaknesses Opportunities Threats Diverse expertise Knowledge gaps Strengthen basic student training Funding Recognized experts Size of units/ lack of critical mass Improved use of information technology Natural disasters Research facilities Infrastructure constraints New conference facilities Federal and local policies Specialized databases Documentation and information dissemination Distance education (online and on-site) Unfunded payroll increases Unique programs Communication of accomplishment/ research Greater openness to integration with academics Economic performance of local government Responsiveness and flexibility Overloaded Development of an indirect cost policy Disease epidemics Vast networks Inadequate cataloging Collaborative projects with other institutions/agencies Change in US foreign relations Specialized knowledge Failure to publicize accomplishments and capacities Collaborative projects within the university as applicable Terrorism Community engagement Inadequate investment in assessment and evaluation Openness/responsiveness of current government administration Decline in student enrollment Knowledge of the community Limited scholarly and applied publication To enhance the place of RPS in Vision 2012 Change in University administration Centers of excellence Lack of depth in programs Salary adjustments/new pay plan allows for the attraction and retention of employees Change in focus/interpretation of Vision 2012 Community confidence Lack of basic core support for RPS Well positioned in the national funding arena Exceeding resident/UVI capacity for growth Responsiveness to regional literary needs Inadequate integration with “academic side” Openness to addressing structural and administrative impediments Retention of qualified personnel High recent successes with Cumbersome organizational Involvement in shared governance at the University financial situation Strengths Weaknesses Opportunities Threats major federal grants structure University Structural and administrative impediments Participation in incentive award system Lack of matching funds and policy for distribution of indirect cost funds Suspension of the merit system Recruitment and retention of University personnel The Success Model Vision: A recognized provider of relevant quality research, training and service that positively impacts the lives of the people of the US Virgin Islands, the wider Caribbean and beyond. Mission: To promote, conduct, and provide access to relevant research, and responsive training and service to enhance the lives of the people of the US Virgin Islands, the wider Caribbean and beyond. Core Values: • Efficiency • Excellence • Thoroughness • Responsiveness • Collaboration • Relevance • Collegiality • Honesty/Trustworthiness • Ethics Summary of Critical Strategic Goals Community Engagement: To lead and collaborate with the community in the areas germane to the mission of RPS. Scholarly and Applied Research: Increase scholarly research and outreach activities that enhance student learning, responds to community needs and/or generate new knowledge that also meets peer-reviewed standards. Financial Responsibility and Sustainability: Enhance and diversify the University’s financial base through the development of new revenue streams and realization of cost containment, cost avoidance and strategic and technical allocation of resources. Organizational Performance: Contribute to institutional efforts to improve administrative structures and processes as a means of increasing efficiency and effectiveness. KEY RESULT AREA #1: COMMUNITY ENGAGEMENT GOAL A: TO LEAD AND COLLABORATE WITH THE COMMUNITY IN THE AREAS GERMANE TO THE MISSION OF RPS. Objective #1: Address issues impacting the community by expanding consulting services, directed research and technical support. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Establish and implement a mechanism to assess issues impacting the community Operational Mechanism and process for use Dec. 2008 Continuous use RPS Senior Management Team Enhanced targeted response to community needs 2. Provide technical assistance to address social, economic, political, cultural and environmental issues of the USVI. Number of participants attending seminars, workshops, short courses, etc conducted. Plan life Positive growth per year per unit All RPS Units Increasing relevance of RPS to the development of the territory. 3. Create and maintain an information repository of USVI environmental data. Number of publications acquired, number of publications accessed September 2008 and plan life 10 per year CES Current and updated resource index Objective #2: Improve the quality and relevance of programs by increasing collaboration with education, economic, business, health, human services, art, labor, natural resources, agriculture, fishing and other sectors. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Expand linkages of RPS in the Caribbean region through increased collaboration with related regional organizations. Build partnerships with local, national, regional, and international research, teaching, and outreach programs and funding initiatives to enhance RPS research activities and delivery of outreach/extension services to the USVI. Number of regional partnerships established Plan life Two new relationship s established each year. RPS Directors Increased exposure and awareness of UVI 2. Obtain feedback from advisory boards and other stakeholders to improve program offerings. Number of meetings/consultations with members of the Advisory Boards and other stakeholders. Plan life 1 per year All units Improved quality of programs 3. Develop a plan of action to strengthen K-12 Science and Math Education in the Territory by VI- EPSCoR Advisory Board. Publication of Action Plan June 2008 Published plan VI-EPSCoR Strengthen linkage between UVI and Dept of Education to strengthen K-12 STEM education 4. Increase the number of proposals that include collaboration with other entities both within and outside of the USVI. Number of formal proposals that include collaboration for community consultation. Plan life 2 per year All relevant RPS units Improved quality and relevance of programs 5. Collaborate with local government Number of educational Plan life 5 per year CES/SBDC/ Improved Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact agencies and Non Governmental Operations (NGO’s) to develop and offer opportunities for educational/research opportunity outreach. outreach opportunities provided. CMES- VIMAS response to demand driven programs 6. Develop and implement a tracking system that will facilitate continuous assessment of RPS’ impact in the community. Operational Mechanism and process for use Plan life Continuous use All RPS units Improved RPS efficiency KEY RESULT AREA #2: SCHOLARLY AND APPLIED RESEARCH GOAL B: INCREASE SCHOLARLY RESEARCH AND OUTREACH ACTIVITIES THAT ENHANCE STUDENT LEARNING, RESPOND TO COMMUNITY NEEDS, AND/OR GENERATE NEW KNOWLEDGE THAT MEETS PEER-REVIEWED STANDARDS. Objective #1: Increase scholarly research and outreach activities that enhance student learning. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Increase the participation of research staff in the classroom through mutually beneficial arrangements with Academic Affairs Percentage of research staff time allocated to classroom participation Sept. 2009 7% of research staff time converted to classroom instruction Vice Provost Enhanced student learning 2. Integrate student learning and mentorship in research and outreach activities. Rate of student participation in research and outreach activities. December, 2008 10 students per year Relevant RPS units Enhanced student learning Objective #2: Increase research that responds to community needs and generates new knowledge. Strategy Key Performance Indicator Date Target Responsible Party Impact 1. Conduct research that strengthens the economic contribution to the Virgin Islands community. Number of research projects, categorized as direct or indirect, that relate to V.I. economic development. December 2009 A 10% annual increase of direct research projects over the baseline average of year’s 2005-2007. All RPS units The effective use of results to improve economic standing. 2. Continue leadership role in the University Consortium of Small Island States (UCSIS). UVI playing a major part in directing the development of UCSIS. Ongoing UVI staff serving as officers on all major UCSIS Committees Vice Provost, RPS and UVI President UVI as a strategic contributor to marine and environmental education at the global level. 3. Increase the number, diversity, and dollar value of grants and contracts received. Number, value and topic categories of grants and contracts received December 2009 A 10% annual increase in the number and/or dollar value of grants received along with an annual enumeration of the topics covered over the baseline average of year’s 2005-2007 All RPS units Increased resources for more intensive research in areas relevant to the territory. Strategy Key Performance Indicator Date Target Responsible Party Impact 4. Improve the dissemination of research products through distance education, short courses, and other means. Number of seminars, workshops, short courses, and distance education activities, and the number of participants in attendance at these activities relating to the dissemination of information resulting from research conducted by RPS December, 2009 A 10% annual increase in either the number or activities or the number of participants at these activities over the baseline average of year’s 2005-2007. RPS research units A more educated and informed community. 5. Develop policies that strengthen capacity of the university’s research centers. The development of a policy delineating the action required to strengthen the University’s research centers December, 2008 A policy is in place, the elements are prioritized and the highest priority items are being implemented Central administratio n and all RPS research units Increased capacity for research and publication. Objective #3: Increase the volume and quality of research that meets peer-reviewed standards where applicable. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Provide support for the development of research proposals Funding for professional staff, support staff, equipment and facilities October, 2009 An annual 5% budget increase to be used by units to cover staffing, equipment and facility needs as well as training and release time for proposal writers. Central administration Improved quality of grant proposal and increase in grants received. 2. Increase the number and quality of publications arising as part of research and outreach activities. Number of papers published in peer- reviewed journals December, 2009 A 10% annual increase over the baseline average of year’s 2005-2007. Relevant RPS units Increased recognition of UVI to the global knowledge database. KEY RESULT AREA #3: FINANCIAL RESPONSIBILITY AND SUSTAINABILITY GOAL C: ENHANCE AND DIVERSIFY THE UNIVERSITY’S FINANCIAL BASE THROUGH THE DEVELOPMENT OF NEW REVENUE STREAMS AND REALIZATION OF COST CONTAINMENT, COST AVOIDANCE AND STRATEGIC AND TECHNICAL ALLOCATION OF RESOURCES. Objective #1: Increase mission-centered grant acquisitions that support and promote research and community development. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Provide assistance with project development and proposal writing Number of proposal writers assisted Plan life 10 per year OSP Improved quality of proposals submitted 2. Develop policies for the allocation of indirect costs to improve support for grant activities and incentives for grant acquisition Adoption of new policy on allocation of indirect cost revenues June 2008 Adoption of policy VP-RPS Better use of funds, and incentives for project directors and their units 3. Increase the volume and quality of proposals submitted Volume of competitive mission-oriented proposals submitted, measured in dollars requested Plan Life 10% annual increase OSP Greater opportunities for receiving external grant support 4. Increase the level of human resources invested in grant seeking and administration Number of FTE staff providing support for proposal-writing and post- award administration of grants FY 2008 FY2010 Add one FTE Add second FTE OSP/RPS/UVI OSP/RPS/UVI Improved quality and volume of proposals submitted, and excellence in management of grants Objective #2: Achieve long-term financial sustainability and viability of RPS Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Engage in long-term planning for program growth and financial sustainability Adoption of long-term plan for RPS growth FY2009 Plan developed VP-RPS Sound management o component, and coherent strategy for growth 2. Increase providing contract technical services to public and private sector entities. Increased technical services provided Plan life 10% increase per year in each unit Units that provide contract technical services to the community Stronger interaction between the University and the community 3. Develop policies that foster providing contract technical services to public and private sector entities in the community. Development of policies regarding provision of contract technical services June 2009 Policy developed VP-RPS Better guidance for RPS units that provide external contract technical services 4. Develop the capacity of the university to obtain and manage grants. Professional development regarding obtaining and managing grants Plan life All OSP staff attend at least one professional development workshop annually; OSP delivers at least two workshops for UVI faculty and staff annually Office of Sponsored programs (OSP) Improved quality and quantity of proposal writing and grants management throughout the University 5. To provide coordination Manage Title III funds to Plan life On-time OSP/Title III Sound management Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact and management of the US Department of Education Institutional Strength grant (Title III). achieve program objectives completion of 78% of the established goals/objectiv es of the 2008-2012 grant cycle of Title III resources KEY RESULT AREA #4: ORGANIZATIONAL PERFORMANCE GOAL D: ENSURE THAT RPS STRATEGIC GOALS ARE MET BY ENHANCING THE UNIVERSITY’S CAPACITY TO ACHIEVE RESULTS Objective#1: Contribute to institutional efforts to improve administrative structures and processes as a means of increasing efficiency and effectiveness. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Identify potential improvements in University administrative work-flow. Set of recommendations and implementation of those recommendations. Oct. 2008 Written report RPS directors and Vice Provost, RPS Increased efficiency of administrative work-flow Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 2. Identify potential improvements in documentation of University administrative procedures. Set of recommendations March 2009 Written report RPS directors and Vice Provost, RPS Increased effectiveness of documentation of administrative procedures Objective#2: Strengthen RPS unit administrative procedures and recommend adjustments to University structures and policies to more effectively and efficiently meet unit, RPS, and University goals. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Develop mission statements for each unit and for RPS. Written mission statements June 2008 Written mission statements RPS directors and Vice Provost, RPS Clearer missions 2. Develop strategic plans or comparable document (e.g. workplan) for each RPS unit and for RPS to align activities with mission statements. Written strategic plans or comparable documents December 2008 Written strategic plans or comparable documents RPS directors and Vice Provost, RPS Increased alignment of activities with missions Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 3. Engage in a review to achieve optimum organization of RPS in general and each RPS unit to enhance the efficiency and effectiveness of fulfilling their missions. A revised organizational chart reflecting a reviewed structure that has been changed as appropriate. June 2008 A reviewed and/or revised organizational chart that clearly indicates the chain of command and reporting responsibilitie s for RPS and each RPS unit. Each RPS director and the Vice Provost, RPS Improved efficiency and effectiveness of RPS units. 4. Develop an assessment plan for each RPS unit. Written assessment plans June 2008 Written assessment plans RPS directors More effective program management and increased impact of programs. 5. Regularly review and adjust mission statements, strategic plans or comparable documents, organizational structures, and assessment plans for each RPS unit. Updated mission statements, strategic plans, organizational charts, and assessment plans. Plan life, every two years Updated written mission statements, strategic plans, organizational charts, and assessment plans RPS directors and Vice Provost, RPS Programs more responsive to changing circumstances Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 6. Regularly assess staff skills requirements in each RPS unit and the Office of the Vice Provost and recommend changes to enhance productivity. A detailed list of skills required by job category for maximum unit productivity December 2008 Unit personnel have been trained to meet required skills or new employees with requisite skills have been hired or are on a priority list to be hired. RPS directors Improved results through a well trained and adequately qualified cadre of professionals. 7. Provide regular opportunities in each unit for professional development of RPS personnel, consistent with unit goals. Written plans to provide professional development for all personnel in each unit, tied to annual performance appraisal process December 2008 Written plans for each staff member attached to annual performance plan RPS directors Better trained and motivated personnel to support the continued development of RPS and succession of leadership in RPS. Objective#3: Continually promote the image and reputation of RPS by enhancing the external communications system. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Develop an information sharing strategy linked to the University’s Strategic Communications Strategy Strategy detailed to enhance external communications system. December 2008 Plan for improving RPS’ communicatio ns with the public. Vice Provost Clear direction of how to proceed in improving external communications. 2. Implementation of the information sharing strategy. Plan implemented by each RPS unit and the Office of the Vice Provost June 2009 All RPS communicatio ns channeled through one clearinghouse. All RPS units. Increased University and public awareness and involvement in RPS activities. Objective#4: Participate in development of mechanisms to allow non-RPS University faculty and staff to contribute to RPS programs and to allow RPS faculty and staff to contribute to non-RPS University programs. Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact 1. Participate in University efforts to reduce barriers between components in order to enable personnel to contribute more fully to research, teaching, and community service. Recommendations Sept 2008 Increased participation of RPS personnel in non-RPS activities and non-RPS personnel in RPS Directors and Vice Provost, RPS Increased contribution of RPS programs to student learning; increased relevance of RPS programs Strategy Key Performance Indicator Date Target Responsible Party Anticipated Impact RPS activities 2. Participate in development of the Faculty Policy Manual (FPM) with respect to analysis of the differences in roles and existing polices for teaching and research faculty. Inclusion of policies fostering integration of faculty in the FPM. June 2008 Identification of areas in FPM that would lead to integration and inclusion of all faculty in the FPM. Vice Provost of RPS, RPS unit directors and research faculty. Greater participation of entire faculty in both teaching and research activities. 3. Review and adjust RPS evaluation and promotion policies to reduce barriers between research, academic, and outreach/extension personnel Updated RPS evaluation and promotion policies December 2008 Written updated RPS evaluation and promotion policies RPS directors and Vice Provost, RPS Increased integration of research, academic, and outreach/ extension personnel Appendix A Stakeholder Analysis In an effort to better understand and more accurately determine the responsiveness of RPS that would allow for the greatest degree of impact relative to outcomes, a stakeholder exercise was conducted to identify the expectations of categories of stakeholders. The following were identified as expectations of the various stakeholders: Farming Community • Best practices • Training • Data • Fact Sheet • News and Information • Pest and Disease Information • Market Information • Improved materials • Financing • Advocacy • Record Keeping Fishing Community • Guidance on the techniques • Information on where and when to fish • Financing • Advocacy • Implication of Federal/Local regulations • Marketing/Pricing • Improved technology • Research on Pollution, fish poisoning (ciguatera) and stock enhancement • Record Keeping Business Community • Financing • Planning • Marketing/Pricing • Record Keeping • Training • Advocacy • Assistance/Incentives from Local Government • Trends and Forecasting • Technology • Best practices Homemakers • Information on nutrition • Budgeting/Money management • Technology • Skills • Health and Social Development Information • Insurance • Home Economics • Human Services Interface • Parenting Classes and Skills • Household formation • Training for geriatric services People of the Virgin Islands • Environmental management guidance • Training • Continuing Education • Relevant research • Timely demographic and other data • “Think Tank” • Intellectual stimulation • Quality of life information • Solutions to local/global problems Youth • Training and mentorship • Life skills • Social activities • Career development • Leadership skills • Role modeling • Information for school project development Bureau of Economic Research VITEMA DPNR Department of Education Public Works Government Legislature Department of Health Bureau of the Census Department of Labor Water and Power Authority SBA • Statistical Data • Socioeconomic and Scientific Data • Training • Analytical support • Statistical training/support • Environmental Research • Policy review • Consulting/Expertise • Leadership development • Grant Management Training • Lab analysis • Intellectual leadership • Management of the decennial census • Regional representation • Collaboration • Information clearinghouse • Neutral facilitator Community Foundation of the Virgin Islands NGO • Annual demographic data on youth • General information/data • Training • Intellectual leadership • Information clearinghouse • Service provider • Collaboration • Quality monitoring • Expertise • Neutral facilitator Professional Peers • Collaboration • Professional output Funding Agencies • Service provider • Analytical/Data support University Administration, Departments, Faculty, Staff and Students • Information and skills resource • Data collection and analysis • Mentoring and teaching • Policy input • Technical assistance • Represent the university in community engagement • Research and publication • Enhancement of the concept of “University of place” • Revenue generation • Facilitating, administering and policing external funding • Compliance with regulation • Facilitate involvement of faculty and students in research and public service Appendix B Process of Input to RPS Master Plan This draft RPS Master Plan is the result of the collective effort of numerous individuals and groups. The process included the following: • Framework developed using information provided by the Office of the President • Completion of Matrices with unit staff and Advisory Councils • Facilitated planning/working meetings with RPS Directors • Town Hall meetings A series of town meetings were announced through the local media with the aid of UVI’s Public Information Office. A press release announcing the meetings was sent to the media. Additionally the announcement appeared on UVI’s Announcements page on the internet and it was made along with an (interview) on Date with Ms. Maria Dillard on the Afternoon Mix. The format for the meetings was very open. The Vice Provost, RPS opened each meeting at precisely 6:30 pm with a brief overview of the University of the Virgin Islands. Greater detail was provided on each unit of RPS and how RPS with the mission of the University and the present activity of developing a master plan for RPS that is congruent with the University’s Strategic plan VISION 2012. A discussion was then encouraged. This discussion varied from meeting to meeting according to the interest of the participants. The meetings were all brought to an end before 8:00 pm with thanks being expressed by the Vice provost for participating in the meeting and for general support of the University. Meeting participants were assured that the information they provided would be considered in the development of the RPS master Plan, in each unit’s master plan or both. The town meeting on St. Croix took place on Wednesday September 12 at the Research and Extension Center. Major points presented were • The need for UVI to be actively involved in promoting agriculture in the USVI • UVI should work in close harmony with the local department of agriculture. • UVI should expand its work with the Farmer’s Cooperative • Agriculture could be promoted to school aged children by o Science fairs o Student farmer of the month awards o Constant involvement in on-farm activities o Establishment of partnerships with schools • All media sources should be used in announcement of UVI activities o Emails, print and electronic media, community bulletin boards, direct mailing • UVI should play a role in promoting ecotourism • There is a need for more on-farm activity in AES by o Field testing and trials o Student training through hands-on experiences • UVI should look at its activities in relation to the Sustainable Farming Act • Establishment of a media office within RPS • Greater us of the Farmers’ Cooperative for dissemination of information The St. Thomas meeting took place at the MacLean Marine Science Center on Thursday September 13. Principal points bought out in the discussion were: • Consideration should be given to UVI activating a radio and/or TV station • UVI should practice on its campuses what it preaches to the public • The University should consider the feasibly of establishing an institute (technical college) for training in marine related occupations such as outboard engine repair, • RPS packaging of its offerings could be improved to get wider public participation/acceptance • There is a need for training of successors to the extension agents involved in agriculture • The university should do exploratory investigation in providing agro-business training • There are funds available from the USDA for distance education that UVI can take better advantage of (discuss with R. Godfrey) The St. John town meeting was held in the Legislative conference in Cruz Bay on Friday September 14. The participants suggested that: • UVI increase its presence and visibility in St. John by o Establishment of a branch office (for things like registration and other general matters) in Cruz Bay o Maintain a bulletin board a video?? or something similar in Cruz bay o Develop a relationship with the tourism office for promotion of VIERS and of UVI in general • UVI should offer “brown-bag” lunch presentation in Cruz Bay • CES should offer workshops on landscaping for homeowners and developers • Consider use of the slogan “It’s Our University” • UVI should develop “personal” relationships with the various news reporters on St. John The news media was present at all sessions and in some contributed to the discussions. News articles were published by the press after all of the sessions. Copies of the articles are attached. The town meetings were a very useful way of getting public input to the RPS master plan. While the number of participants were not we would have liked they were no less than what was expected for such meetings. The quality of the feedback was more important and we were not at all disappointed.