Strategic Plan

THE PLANNING PROCESS
Margibi University has been in transition for the months leading to the development of this Strategic Plan. After receiving university status in August 2024, the institution was deliberate in regrouping its talent pool and resources to be guided by innovation. This Plan therefore represents the University’s three-year operational strategies that were developed following a day-long planning retreat. In March 2025, twenty-four faculty, staff and administrators gathered at an off-campus strategic planning retreat to deliberate, develop, and discuss the University’s Strengths, Weaknesses, Opportunities, and Threats; and agree on a set of operational priorities for the planning cycle.

The results from group deliberations were synthesized into a SWOT, analyzed, and further discussed for the development of Strategic Directions for the next three years. Since this was the University’s inaugural planning cycle, it was important to ensure stakeholders participation. The planning committee reviewed and discussed variables within the University’s operating environment, and created a framework for the development of strategic directions. The University’s vision, mission and core values were also reviewed as part of the planning activities to help guide the process. Information from the SWOT sessions was organized to support the development of priorities. This Plan outlines the following strategic directions and priorities:

STRATEGIC DIRECTIONS
Margibi University is committed to improving and expanding student learning opportunities through the discovery and creation of new knowledge, with a focus on teaching, scholarship, and service. Against this backdrop, the University has adopted the following Strategic Directions and related Strategic Priorities to help guide its operations for the next three years:

1. Develop the University Infrastructure
a. Work with GOL and partners to implement the University’s facilities master plan
b. Upgrade and improve the existing learning environment
c. Create new instructional facilities in support of increased enrollment
d. Create a conducive work environment for faculty, staff and administrators

2. Improve Teaching and Learning
a. Develop and enhance pedagogy for teaching and learning
b. Adopt international best practices in teaching and learning
c. Prioritize faculty development activities through partnerships
d. Identify new ways to motivate student learning
e. Ensure quality and relevance in curricula to meet national development needs

3. Support Student Success
a. Strengthen extracurricular programs to support the whole student
b. Providing faculty and staff development opportunities
c. Expand and improve the modes of instructional delivery
d. Promote continued assessment of faculty teaching, and student learning
e. Develop and strengthen student retention programs

4. Promote the Use of Technology
a. Develop a university information technology master plan
b. Design and deliver Specific IT related training for faculty and staff
c. Identify at least one course in each program to be taught online each semester
d. Implement digital testing to enhance data collection

5. Create a Culture of Research and Service
a. Enhance faculty and staff expertise to conduct research
b. Identify funding for national development research goals
c. Prioritize support for Coca-Cola Institute for Innovation
d. Align institutional goals with business and industry needs
e. Increase public awareness for university research plans

6. Promote Fiscal Planning and Business Development
a. Increase Revenue Sources
b. Identify spin-off opportunities through innovation
c. Establish a University Business Office
d. Create a Center for Innovation for students
e. Identify and invest in SME development opportunities for local businesses