UNIVERSITY OF GUYANA BLUEPRINT ENCOUNTER 2: DESIGNING UG OF THE FUTURE
RAPPORTEUR REPORT
PREPARED BY: Ms. Kezia Bacchus Ms. Gillian Hope Ms. Donette Washington
AUGUST 2019
1
The UNIVERSITY of GUYANA BLUEPRINT ENCOUNTER 2: DESIGNING UG OF THE FUTURE
BACKGROUND The University of Guyana Blueprint Encounter 2 was hosted on August 16 - 17, 2019 in the George Walcott Lecture Theatre, Turkeyen Campus under the theme Designing UG of the Future. There were approximately 120 participants over the two-day period, among who were representatives from Arizona State University, University of the West Indies Cave Hill Campus, Members of the UG TMC, Pro-Chancellor, Council Members, Resource Ambassadors and UG staff. Over the two days, there were eight presentations, two Working Group Sessions and six Workshops.
DAY ONE
1.0
OPENING SESSION
The Opening Session was chaired by Professor Paloma Mohamed, Chair, TMC. 1.1
Welcome Remarks, Major General Joe Singh (Ret’d), Pro-Chancellor and Chairman of the Council Major General Joe Singh (Ret’d), Pro-Chancellor and Chairman of the Council,
welcomed all and gave the Opening Remarks. Pro-Chancellor, in his Opening Remarks, expressed the wish that the contributions and participation of all present would make an impact
2
towards UG’s Future and that of Guyana because, in his opinion, UG can have an influence on and be a benefit to the nation. Focusing on the theme, ‘Designing the University of Guyana for the Future’, ProChancellor Joe Singh stressed the need for changes in mindsets and attitudes towards the growth of not only UG but also that of Guyana. He briefly referred to some of the recommendations arising out of Blueprint Encounter I that was held in July 2019, and emphasized that for the effective growth of UG, all ideas should be considered and examined. 1.2
Presentation - Changing 2 - Professor Paloma Mohamed, Facilitator Professor Mohamed started her presentation by giving a recap on the activities of the
University of Guyana Blueprint Forum I, which was hosted on July 10 ─ 11, 2019, in the George Walcott Lecture Theatre, Turkeyen Campus, and shared some of the recommendations that came out of that meeting. Professor Mohamed also discussed the objectives and expected outcomes of Blueprint Encounter 2. In her presentation, Professor Mohamed used the analogy of building and designing a house to that of constructing UG’s future. After the design is considered, the blueprint and the strategic design are the steps to get to the roof. The inside of the house ought to be likened to the operational plan. Given that no one knows what Guyana 2040 will look like, and given the trends that are happening presently, UG has a fair idea of the path in which it ought to traverse. According to Professor Mohamed, there are a few trends that will definitely happen in the coming years. In the first instance, there will be a population explosion as well as economic, climate and political changes, forced migration as in the case of Venezuelans and Guyanese returning home. Professor Mohamed asked a few questions as to what these new trends will mean for UG: What are these
3
changes going to mean for the University of Guyana? What do they mean for Guyana? What kind of students will UG have? Professor Mohamed acknowledged that in the past we have had a lot of persons leaving Guyana after receiving a degree at UG, while some stayed and even worked at UG for decades so as to give back/support to the university. These who have stayed have contributed significantly to the growth of UG. However, with the expected growth in the economy, the university will need to a have a high pedigree of academics, given there will be a large influx of researchers. Focusing on the kind of student we will have at the university is very important for the future direction the University is going to take. Professor Mohamed stressed the importance of why doing this activity now is important and emphasized the benefits it has for the future generations. According to Professor Mohamed, Guyana needs a massive population growth and there will be a greater need for more professionals to fully handle the growth that Guyana is about to receive. Guyana and UG also need major infrastructure overhaul to accommodate the coming population growth. Professor Mohamed urged persons to utilize UG Blueprint 2040 website, where the various presentations and Rapporteur Reports will be found, so as to understand the focus of the sessions. Professor Mohamed closed her presentation with the view that UG’s main goal as an organization should be to create one graduate per household. With this goal in mind, she believes that the University of Guyana will create an educated population under the theme One University, One Mission, One Nation. Professor Mohamed ended by disclosing that her dream is to see a unifying, prosperous, healthy, open, technologically-advanced, responsibly-oriented, literate state.
4
2.0
SESSION 2
Session 2 consisted of one Skpe presentation by Dr. Minu IPE, Advisor to the President, Arizona State University, entitled Designing the University of the Future and a Vision Board Session.
2.1
Designing the University of the Future, Dr. Minu IPE, Arizona State University
In her presentation, Dr. Minu shared the experiences of the Arizona State University during its transformation from a base model to an enterprise model university. According to Dr. Minu, there was a very deliberate approach to design decisions which was complimented by steady leadership and a strong commitment to cultural change through new people and new mindsets.
2.2
Discussions
Following the presentation, discussion was generated as follow:

UG needs to adopt new ways of operating that are in keeping with the changes that are taking place within the society; changes that will see UG creating an enabling environment to assist in the economic realities of Guyana.

UG needs to move away from its current philosophical goal and move towards a goal that discovers. A culture of creating that which does not exist should be fostered.
5
UG needs to accelerate the process of marrying technology with face-to-face instruction.
UG should move to facilitating double major undergraduate programmes which would ensure that graduates are multidisciplinary, flexible, creative and have the ability to think critically. Students should be trained to be rounded.
The most challenging element in a transformation process is the mindset of persons within the organization.
It is difficult to get everyone on board.
However, it is easier when everyone shares the same vision and belongingness with the organization.
2.3
Vision Board 2.1: Design the UG of the Future
In the Vision Board 2.1, participants were divided into 9 groups and were tasked with answering five questions:
What is the purpose of the future University?
What is the profile of the ideal graduate?
What might be the physical design of the University?
What big questions would our research and teaching need to answer?
What would be the profile of the ideal teacher/lecturer/academic life guide?
6
3.0
SESSION 3 In Session 3, Dr. Emanuel Cummings, Dean, Faculty of Health Sciences and Chair,
Committee of Deans, facilitated the Group Reports and Discussions from Vision Board 2.1 Exercise. There were also two presentations by Dr. Patsy Francis and Dr. Ann Wallace, Program Director and Officer-in-Charge of the Cave Hill School of Business and Management, UWI, entitled A Vision for Research and Innovation at UG and University Administration of Today and the Future respectively.
3.1
Listening to the Visions from Vision Board 2.1, Groups Report and Discussion
3.1.1 Group 1 What is the purpose of the future University? It should be more than teaching; it should be a research-based university that explores and develop solutions as it relates to biodiversity and provide service to humanity to keep and maintain a green state. There is need to plan all modes of delivery with more transparency, morals and ethical values. What is the profile of the ideal graduate? The ideal graduates should be smart citizens who care for their country and their people and future generations who can think outside of the box. They must be change agents, have high self- esteem, tolerance for all religions, be rounded and knowledge-based. They must also be able to perform in the field. What might be the physical design of the University? In terms of the physical design, buildings should be redesigned to accommodate the effects of climate change. Reference was made specifically to flooding in 2000 and 2005 and it
7
was felt that to prevent any reoccurrence, buildings should be flood proof.
The need for dual
mode teaching was emphasized which means having the physical classroom in the shape of welldesigned classrooms and the virtual classroom. What big questions would our research and teaching need to answer? As it relates to biodiversity as a school of knowledge, we should have collaborations with other universities and institutions that will help to determine research needs and where it should go. We should be able to prepare and foresee realities and teach students to do research. What would be the profile of the ideal teacher/lecturer/academic life guide? The University should not only be about teaching; it should aim to have both a teaching and research base. For this to be a success, all staff members would need to pursue their PhDs. There should be a strategy in place to encourage persons to complete their PhDs. There is the need for capacity building and lecturers should have experience in research, community and administrative issues. Lecturers should be multilingual, have leadership skills and UG must be able to teach English as the leading institution in South America. Lecturers should be morally upstanding, must be able to collaborate with faculty from outside to teach short courses and must be able to communicate with private sector and community.
3.1.2 Group 2 What is the purpose of the future University? The purpose of the University is to prepare a cadre of individuals to address research issues or problems that will enable the wellbeing of individual, community, country and globally. What is the profile of the ideal graduate?
8
One who is able to function in any environment; meaning that the person must be multitalented with a lot of flexibility and able to address environmental issues. The University must complement its courses with international experiences for its students. What big questions would our research and teaching need to answer? No response. What might be the physical design of the University? We need online courses with virtual lecturers along with the physical component of delivery. There is need to enhance the physical infrastructure so that persons would be comfortable and enjoy an atmosphere that is conducive to their learning. What big questions would our research and teaching need to answer? How do we combine research and teaching? Most of the lecturers lean more to teaching than research and sometimes we find ourselves trapped with being a teacher and a researcher at the same time. The biggest question is how do we merge teaching with research. How well are we in terms of what is needed for our country? How are we prepared for what is happening globally? What can we take from our knowledge of what is already out there and make it applicable to our own situation back home? What would be the profile of the ideal teacher/ lecturer/academic life guide? It means we have to be mentors and lead by example. We also have to have the skills and ability to take our students where they want to go.
3.1.3 Group 3 What is the purpose of the future University?
9
The purpose of the University is to meet people where they are truly and intellectually. UG must provide proper facilities and must have international recognition. The University needs accreditation. Also, there must be partnerships with other universities and institutions. What is the profile of the ideal graduate? The ideal graduate must be bilingual and technologically advanced and must be prepared and cognizant of the skills to changing culture. They must recognize their place in society among their fellow citizens. What might be the physical design of the University? The physical design must cater for all sectors of the population and must be multipurpose and technologically advanced. It must demonstrate increased social responsibility to staff and include provision facilities for the tenant. Aged people in the community must be given some recognition. What big questions would our research and teaching need to answer? The big questions should be sustainable development of Guyana and social network transitions. What will the future be like? What would be the profile of the ideal teaching/lecturer/academic life guide? We want the graduate to be what they see. The ideal lecturer must be bilingual, technology savvy, efficient, a good listener and they must have a choice of whether they want to be a teacher or a researcher.
3.1.4 Group 4 What is the purpose of the future University?
10
To equip students in their respective abilities with the skills and competencies to adopt in changing careers What is the profile of the ideal graduate? There must be an established network prior to the University for the prospective student. The ideal graduate needs to be a critical thinker and must be leaders in society. They must understand and practice equity and equality and understand their responsibilities. What might be the physical design of the University? There should be more academic advisors within the areas of study. What big questions would our research and teaching need to answer? The research needs to be responsive to societal needs and by extension Guyana. Our research focus should be in areas such as world issues, social cohesion and conflict management. What would be the profile of the ideal teacher/lecturer/academic life guide? No response.
3.1.5 Group 5 What is the purpose of the future University? To specialize in some area and must be known for something specific. To prepare graduate fit for work. What is the profile of the ideal graduate? Graduates who should be able to contribute to national problem-solving and help to solve national issues. They must be business-oriented and must be trained to create their own niche. 11
What might be the physical design of the University?
Collaborative spaces
Smart classrooms with disability access
Eco friendly environments e.g. utilizing containers and creating accommodations for persons
University without walls, must be able to reach students beyond the physical campus
What big questions would our research and teaching need to answer?
Food and nutrition security addressing our environment needs
Governance and governance discourse
Social cohesion
Sustainability of the economy
Maintaining our agriculture sectors
Reducing importation
What would be the profile of the ideal teacher/lecturer/academic life guide?
Happy lecturers that are more assertive and respectful
Lecturers more involved in public life
Lecturers who embrace diversity
3.1.6 Group 6 What is the purpose of the future University? To train persons to convert Guyana’s natural endowment and make Guyana a manufacturing powerhouse for any consumer doable What is the profile of the ideal graduate? 12
Knowledgeable across disciplines, respect for diversity, critical thinkers and readers, innovators, reflective/reflexive individual. What might be the physical design of the University? A giant laboratory where research and innovation are used to drive the design and creation of consumer doable which utilizes Guyana’s natural resources endowment What big questions would our research and teaching need to answer? No response. What would be the profile of the ideal teacher/lecturer/academic life guide? Nurturer, facilitator, mentor, councilor, researcher and empathizer 3.1.7 Group 7 What is the purpose of the future University? UG must have social responsibility – it is not just about making money. It must meet social needs and make an impact on society, for example, fighting hunger and poverty. What is the profile of the ideal graduate? Must be proficient What might be the physical design of the University? Different campuses and specialized campuses along with assimilative technology What big questions would our research and teaching need to answer?
Maintain our niche, maintaining our natural resources
Post effects of oil with regards to our environment and natural disasters
13
Preservation of our culture and addressing some cultures that are needed; ridding some cultures and changing mindsets.
What would be the profile of the ideal teacher/lecturer/academic life guide?
Must be open-minded where students are concerned
Must feel included and have an inclusive environment
3.1.8 Group 8 What is the purpose of the future University?
To attract, retain and train more qualified staff
Should be a place of continued learning
To be more sensitive to human relations issues
What is the profile of the ideal graduate? No response. What might be the physical design of the University?
Modern facilities
Green space
Secure Campus
Virtual libraries
What big questions would our research and teaching need to answer?
Research should be applicable to real issues and accessible to everyone
Should answer questions about the oil and gas industry
What would be the profile of the ideal teacher/lecturer/academic life guide? 14
Well paid.
3.1.9 Group 9 What is the purpose of the future University?
To have its graduates going on to create an impact on society.
To nurture persons between the ages of 9 – 16 years to prepare them for entry into the university
What is the profile of the ideal graduate?
One who would impact on the growth of the university which can be done through the use of testimonial databases where students share their experiences at UG
The ideal graduate should make an impact on society
What might be the physical design of the University? No response What big questions would our research and teaching need to answer? No response What would be the profile of the ideal teacher/lecturer/academic life guide?
Leaders with skills in various areas; they must be intentional in leadership
Mentors to staff and students
3.1.10 Discussions
The university should be socially accountable
The university should be baby-friendly given that a high percentage of its population is female
15

3.2
The university should be able to assist surrounding communities
Vision for Research and Innovation at UG, Dr. Patsy Francis Dr. Francis stated that she was working on the subject of research and innovation since
2004 and that she had spent time engaging in enterprise in the Faculty of Agriculture and Forestry to bring it to a certain level. It got a far way but there are still some gaps. According to Dr. Francis, lecturers and students know how to do research, how to be innovative and how to collaborate. However, when the research is completed, they are left sitting on the shelves of the University Library and are only visible if they are mounted as an exhibit. The innovations are “dumped� at the back of the campus. Dr. Francis made a proposal for the university to take research and innovation to a higher level by allocating increased funding and creating a space for innovations to be showcased permanently. She also proposed that the University of Guyana should collaborate with the University of Arizona and other institutions, since they already have the technology, to maximize its research potential. According to Dr. Francis, we need to establish a University of Guyana Research Foundation where persons can be invited to view and fund research. Staff needs recognition for research work done which can result in job creation, the creation of new products and services and act as a primary base for solving societal problems. Staff would have a sense of academic satisfaction knowing that their work is transforming society and that their research is benefitting others both locally and internationally. 3.3
University Administration of Today and the Future, Dr. Ann Wallace, Program Director and Officer-in-Charge of the Cave Hill School of Business and Management, UWI
16
Dr. Ann Wallace gave a brief background on the University of the West Indies and stated that UWI is currently listed among the top 5% of best universities in the world.
Dr. Wallace
also gave a history of the Sagicor, which is the primary financial supporter for Cave Hill School of Business and Management, which is integrated in the Department of Management Studies, UWI, and governed by a Board of Directors. The Board is comprised of representatives from the private sector and UWI. The mission and the aim of the Cave Hill School of Business and Management were also discussed. Dr. Wallace’s presentation examined the role of administrators in universities. According to Dr. Wallace, universities need international recognition, funding and high student intake. However, to have these three features, they must offer high quality education especially as it relates to maintaining high student intake. Dr. Wallace posited that high-quality education and high-quality research are similar, therefore universities must put pressure on faculties to do this. There must also be a high graduate turnout rate. These things can only be accomplished by retaining very good administrators. A good administrator ensures that there are good systems and procedures and good financial systems in place to achieve the goals of the university. Dr. Wallace concluded by saying that human resource management with the right human capita means quality and not quantity, and this can only be achieved through administrative leadership. Administrators, therefore, need training, recognition and respect. 3.4
Discussion 
There is a lot of merit in Dr. Francis’s presentation. There must be greater synergy between the university and industry. The university needs to identify the demand and
17
develop prototypes and research to address these issues. Industries should be approached to take research and prototypes to the other level.
UG staff members are producing various things and therefore a space must be created for persons to connect.
Persons are afraid of copyright infringement because the laws are too weak to protect them.
Entrepreneurs should be invited in to view innovations at the university.
A technology app should be developed to promote innovation at the university.
A research unit is needed at the university to make a change.
Culture can be package and exported.
DAY TWO 4.0
Opening Session The Opening Session of Day 2 was chaired by Dr. Jackie Murray, Member, TMC and
Director, IDCE. This session had three presentations by Professor Mohamed, Chair, TMC and Facilitator, Professor Gary Dirks, Director, The Ann Wrigley School of Sustainability, Arizona State University and Ms. Ann Persaud, Lecturer, School of Entrepreneurship and Business Innovation, University of Guyana. 4.1
Changing 2, Professor Paloma Mohamed, Chair, TMC and Facilitator Professor Mohamed began her presentation with the quote, “A person cannot enter into
the same river twice.” According to Professor Mohamed, change is constant and happens every day and that is why it is necessary for the university move along with the tide of change. 18
Professor Mohamed expanded on a few things that required change for growth for both the University of Guyana and the country and said that change is one sure way of succeeding. Change usually starts in the head and heart and is dependent on the environment. It is quite clear that the University of Guyana may need to change the pace in which it is moving forward. While recognizing that changing people is a long process and is dependent on teachers and how persons’ minds are moulded, Professor Mohamed reiterated that the time has come for a change in mindset and culture at the university. Professor Mohamed said that change is constraint by context and capacity. It is probably the environment that keeps it that way, so changing the environment and mindset may allow for the realization of the change. People judge change by whether they will be successful and how it will benefit them, therefore it is necessary for the change to be endorsed by all stakeholders. When you ask persons to change, you have to create conditions and give them the capacity to change. In changing there is the option curve. There are persons who have varying levels of interests, ranging from excited to completely no interest. Change is determined by personality type and interest. Sometimes we are asked to change and if there is no clarity, confusion occurs and also it creates self-doubt. Change is determined a lot on internal and external roles. 4.2
Future of Disciplinarily and Future Programme Design, Professor Gary Dirks, Director,
The Ann Wrigley School of Sustainability, Arizona State University Professor Dirks started his presentation by saying that Guyana is in a skills crisis and that it is the University of Guyana’s role to correct it. Professor Dirks was referring to the fact that the Ministry of Public Infrastructure has no Civil Engineer employed. According to Professor
19
Dirks, Guyana is about to get into the most extraordinary transformation of infrastructure it has ever had and will need civil engineers for that transformation. Professor Dirk stated that for an organization to prosper, it must focus on three things: impact, how groups of people work together; resources, how it will afford to carry out these goals; and organization, the structure and cooperation of everyone. He then likened these three things to how the university should function. In his talk on disciplinarily, he gave a recap on his previous presentation that was made in July 2019 at Blueprint Encounter I. According to Professor Dirks, with the growth and change of the energy system, a lot of different perspectives are needed. The world’s energy system is at a crossroad because current global trends in energy supply and consumption is unstable. There is a greater need for change in the disciplinary spectrum. There needs to be a group of people globally including Guyana where disciplinarity is the new way of training people to be able to function in a post disciplinary world. The post disciplinary world is about having the ability to deal with complexity. Professor Dirks identified three main challenges that are currently being faced. These are renewal electrons – solar energy and wind energy; sustainable fuel and products – primary resource and policy; and law and governance – energy justice. According to Professor Dirks, transdisciplinary and post disciplinary studies can be one strategy used to address these issues. It is clear that the energy system is not governed by any single body of people. It is broken down along varying groups of people. As such, we cannot depend on one level or type of the energy system. As a society, we need to realise that we cannot rely on any one method, so we need to be concerned about that. We also need to consider the choices we make as individuals that affect the
20
energy consumption. Due to the complexity of all these systems, no single mind can comprehend all of this. This results in the need for post disciplinarity studies. Professor Dirks concluded his presentation by stressing the importance of utilizing all sources of energy while not exploiting one or the other and protecting our environment. He stated that we need to create environments for academics to be able to study across disciplines so as to better serve society. 4.3
Changing Financial Systems, Ms. Ann Persaud, Lecturer, SEBI Ms. Persaud’s presentation addressed the current operations of the University of Guyana
Bursary and discussed ways in which the services can be enhanced and transformed. According to Ms. Persaud, in order to transform, some basic questions must be asked such as:
What is our goal in making the changes?
Who are the people involved in the process?
How do we do it?
What kind of tools do we employ?
Thus, decisions need to be made with regards to:
How do we want to manage?
How do we allocate the cost and deal with the cost factor for the students?
Ms. Persaud, in her discussion, illustrated various ways in which technology can be used as an enabler in the transformation process.
21
5.0
SESSION 2 Session 2 was chaired by Dr. Paulette Henry, Director, The University of Guyana Centre
of Excellence for Teaching and Learning (CoETaL). There was one presentation and a Vision Board Group Session. 5.1
Leaders and Teachers in the University of the Future, Dr. Nalini Cheitri and Professor
Gary Dirks, Arizona State University Dr. Nalini Cheitri, in her presentation, outlined various strategies used by Arizona State University to achieve inclusiveness at the university. She said that the Arizona State University is the only university where the student population has a high representation of persons from minority groups. This composition of the student population was deliberately done by design. ASU not just takes in these students but works hard to ensure that they succeed. ASU has eight designs of which enabling student success is one of the most important ones. Dr. Cheitri said that even though learning has changed and artificial intelligence is permeating the world, university designs are still stuck in the nineteenth century. ASU has now moved to practicing education by design by reimaging the classroom. Dr. Cheitri identified the top six trends in education among which are online learning which is becoming an increasingly accepted; and the workforce design model where there is a team approach to teaching and learning. She asked about the preparation of prospective students at the University of Guyana and whether or not they were being trained to be successful college students. According to Dr. Cheitri, UG should focus on preparing those coming in and not those already there which will act as a motivator for them to come to the university. She concluded her presentation by saying that preparing future teachers and prospective students is a whole new 22
ecosystem which has still not solved all of the problems surrounding a successful university education.
5.2
Discussion
In looking at future orientations to education, one must consider what influences academic entrepreneurship. It is not necessarily the presence of programs; there must also be regulations and individuals having future entrepreneurship orientation.
The Blueprint forum is pushing us to think about where we are and where we want to be. It is forcing us to understand that change is imminent and rapid. It is also helping persons to rethink on how we help our students to adapt to change.
How do we support financial systems and how they operate?
Everyone must be
accountable. We cannot move into the future in the current framework. Our financial must adapt to be more effective.
We need to find a mechanism to assist students prior to entry at the university.
UG had to do market intelligence of future jobs available and equip students to face the job market.
How is student success defined by ASU? The design aspirations of ASU define what a student is. Primarily, it is not just about being a scientist but being a scientist with questions. Programmes are designed for the students to not just acquire a degree but also to become critical thinkers and problem solvers. The emphasis is more on the latter two and less on the classroom aspect.
Measuring student success is not a short term
23
realisation and can only be measured after a number of years. ASU tries to keep track of their students and what they are doing after they would have left the university.
To attract students with a certain skillset we have to start at the bottom level. What are the service components that can be built into a classroom? How do we use ICT to ensure teaching and learning takes place in rural areas? There is need to rethink the entire education system. Additional conversations are needed because this impacts on the entire country.
UG needs to be branded.
Students need to utilize the various clubs on campus which can assist in them becoming better thinkers and better individuals.
They must have socialization other than
academics.
Persons with dyslexia are slipping through the education path. There is nothing in place to help people in these situations in the adult environment. At ASU, there is an increased amount of psychiatrists and psychologists to deal with it. There is also compulsory staff training to detect, identify and help persons with special needs.
ASU has a system that allows them to keep track of graduates, maintain a relationship with them and benefit from their feedback.
Tours should be used to complement lectures at UG and students should be given hands on experience in the private sector to facilitate learning.
5.3
Vision Board 2.2: Offerings of the Future ─ Programmes and Administration Participants were divided into groups to answer the following questions:
24
6.0
What is the purpose of the university education of the future?
What might be the profile of the ideal course and programme?
How might the ideal programmes/courses be delivered?
What might be the structure of the units now known as faculties?
What might be the structure of administrative units?
What might our research foci be and what is the future of university based research?
What will be the cost and who will pay?
SESSION 3 Session 3 was chaired by Dr. Paulette Henry, Director, The University of Guyana Centre
of Excellence for Teaching and Learning (CoETaL) and had one listening Session. 6.1
Listening to the Visions from Vision Board 2.2: Group Reports and Discussion
6.1.1 Group 1 What is the purpose of the university education of the future? To empower stakeholders with problem solving and critical thinking capacity to address national and global issues What might be the profile of the ideal course and programme? The ideal course and programme will be those that are responsive to future global perspectives What might be the structure of the units now known as faculties? 25
The structure of the facilities is to have leadership with academic and managerial competencies as well as financial accountabilities and HR skills. What might be the structure of administrative units? There should be emphasis on cross disciplinary research in administrative units What might our research foci be and what is the future of university based research? The future of university based research should be Inter and cross disciplinary. The goal of research must be to address societal issues e.g. food security issues. What will be the cost and who will pay? There will be two measures to the cost: financial cost and mental cost. Government, stakeholders and students should pay it.
6.1.2 Group 2 What is the purpose of the university education of the future? No response What might be the profile of the ideal course and programme? Programmes designed to develop critical thinkers and problem solvers who are innovative. How might the ideal programmes/courses be delivered?
26
Through multimedia What might be the structure of the units now known as faculties? No response What might be the structure of administrative units? Centralized What might our research foci be and what is the future of university based research? The research must focus on commercialization, utilization of raw materials and consumables and education in an ethical and socially responsible dynamic multilateral environment. What will be the cost and who will pay? No response
6.1.3 Group 3 What is the purpose of the university education of the future? To equip students in their respective abilities with the skills and competencies to adopt in a changing career What might be the profile of the ideal course and programme?
27
Teaching materials needs to be updated and upgraded. We need to encourage our students and our courses needs to be reset and upgraded every two years. Material needs to be relevant and students should be engaged in courses that are prioritized. How might the ideal programmes/courses be delivered? Computerized learning in areas such as accounts What might be the structure of the units now known as faculties? There should be more academic advisors within these units. What might be the structure of administrative units? No response What might our research foci be and what is the future of university based research? No response What will be the cost and who will pay? The cost would come from multiple sources such as private sector investments, rights and dividends.
6.2
Vision Board 2.2: Discussion 
The structure of the administrative unit should be centralized. Administration is not included in many disciplines as part of training therefore people graduate without having that skill. 28
The purpose of the university education of the future should be to build a mindset that is creative, disciplined, ethical and respectful. UG of the future should have a broad purpose and be driven by these issues.
The structure of the faculties should be efficient, effective and empowered. In the current structure, the focus is on programmes. There is a call for change of programmes because we need structures that contribute to mindset. There must be the element of functionality.
Research must have a culture of quality.
In terms of funding, there needs to be funds where students and faculty contribute and these funds can be used to solve problems.
7.0
WORKSHOPS
The final activity on both days was three Workshops conducted simultaneously on the following topics: Grant Writing facilitated by Dr. Nalini Cheitri, Arizona State University; Academic Office Administration facilitated by Dr. Ann Wallace, Cave Hill School of Business and Management, UWI; and Leadership facilitated by Professor Gary Dirks, Arizona State University. Participants attended these Workshops based on their individual interest.
7.1
Grant Writing Workshop The Grant Writing Workshop was very interactive. D. Cheitri commenced the sessions
enlightening participants on the various methods used by Arizona State University to acquire funding. According to Dr. Cheitri, ASU is the largest university in United States. It has over a 29
hundred thousand students, over 3,000 faculties, 8,000 staff and they are a mini city, There are 72,000 fixed students, 36,000 online students and 350 programs.
In terms of research
expenditure, ASU’s expenditure is about US$6M. The goal is to reach US$8M, which will make ASU the second highest researcher university in the United States without a medical college. ASU is located in a red flag state, where government is always cutting the funding and funding is always a struggle. In situations like these, it is necessary to have persons trained in grant writing so as to access additional funds. The Workshops exposed participants to information on the following: 
Where to Search for Grants

What is it you want in the grant
7.2 Academic Office Administration Workshop
This Workshop has a total of 14 participants over the two day period. According to Dr. Wallace, administrators do not get the same recognition as academics even though the success of a university is dependent on its administration. The administration must be right so that lecturers can do what they are supposed to do to bring in funding. Telling the same person to teach, do research and administration is a recipe for disaster because all three of the activities are time consuming. Higher education needs to recognize the separation.
The Workshop was centred around six headings: systems, procedures, technology, finance, human capita and leadership where persons shared their personal experiences and views as it relates to their job at the University of Guyana. These were some of the comments: 30
7.2.1 Systems
The definition given for systems was a set of interconnected things to achieve an outcome. Persons felt that there needs to be a change in the way things work. Too often persons have to circumvent systems at UG to get their job done because systems are nt functioning as they should.
7.2.2 Procedures
Many staff members were not properly oriented, they were just placed in units and expected to function. The result is that they work based on observation which might not always be the right procedure.
7.2.3 Technology
There must be an improvement in ICT on campus so that persons will have the necessary tools to carry out their duties efficiently and effectively.
7.2.4 Finance
Persons need to understand their budget and manage it effectively.
7.2.5 Human Capita
The university needs to examine how people perform and how they are treated. People bring various personalities to the job and administrators need to know how to manage them.
31
7.2.6 Leadership
Administrators are leaders and universities can collapse without administrators. Mindset and training is important which will lead to an appreciation and understanding of duties. In terms of governance, the administration, union and staff needs to meet in one space, identify problems and discuss solutions.
7.3
Leadership Workshop Approximately 30 persons attended the Leadership Workshop over the two day period.
Professor Dirks started his presentation by providing several definitions of leadership. Professor Dirk stated that leadership works in a cycle: impact – resource – organization. He went on to expand and explain this order. A leader needs strategy because strategy answers the question “How and to what end are resources allocated?” Leaders need to be mindful of ideas of others that they plan on using and the context in which they are used. Professor Dirk discussed unit strategic framework. When looking at unit strategic framework, one needs to focus on these three concepts - space, vision and opportunity. Leaders need to have a mental model of what they want to achieve when pursuing goals and projects. The discussions that arose from his presentation are:
How do you work with changing space and context? Define context and space. Space gives an idea of boundary, for example, keeping in mind what you want to focus on. Context is about what it is that you are trying to achieve in those boundaries.
32
If you become conscious of what is happening all the time, sometimes you figure out how to work through things and how to maintain a clear head and remain focus. Instead of having a real plan, sometimes it is best to have goals, so no matter the obstacles the goal remains the same and you adjust as you go forward.
If you become a master of chaos you can be a master of the world. In chaos, it is possible to find positives. Participants were divided into groups and worked on several questions. Following is the
outcome of the group sessions. 7.3.1 Group Exercise 1 What mechanism can be utilized to ensure clarity and leadership roles and responsibilities within the university community?
All of the University leadership and the wider community should be oriented to the statues, acts and regulations of the University.
They should be structured annual assessment of the leaders of the University.
There should be very clear and published job descriptions of leaders, so the population needs to know who they are and what they are doing
Comments:
If the government structure is very top down, very authoritarian, it becomes just a post for persons who are leaders at subordinate level to have any impact of change. The government structure has to be one where it is fluid, horizontal, flexible adaptable and
33
constantly learning where it is able to encourage everyone to get to the level of leadership and to create ideas for followers.
A leader sometimes needs to step back and allow others to lead. People are not stupid and that notion needs to be erased. Leaders should listen and find alternative formulas, change narratives and direct what kind of steps is needed.
7.3.2 Group Exercise 2 What do you think is the most important leadership question? And three ideas of what you think you can do about it. Group A Our most important leadership question is: How do we sustain paths and goals through leadership?
There must be a change in culture
There needs to be inclusiveness – including every staff member no matter their level
Staff members need to be rewarded so that they know that they are valued and appreciated.
We need to change the way information is dispersed, letting everyone know that they are also leaders
There must be accountability
Teamwork should be encouraged 34
We need to either change the people or their mindset. Regardless of who the Vice Chancellor is, the university must remain on its path and goal
We need to bring everyone along which means getting them involved and give them space when they decide to sit one out
Group B Our most important leadership question is: What is required for UG to be the future leader for the future generation?
The decision making process must be strategic and transparent
UG needs to be a competitive University
We need to examine the vision of the University in relation to the environment
There must be distinctiveness from others universities
Management should agree on what the University should be
There should be inclusiveness – it is important for leaders to recognize that everyone is important. Show appreciation and gratitude to the lower level staff members.
Group C Group 3 started by discussing the problems of the University to create a question. They needed a sense of “who we are and where we are going.” In order to create an identity for the institution, they felt that the following should be done: -
A strategic plan should be developed which will give everyone an understanding of what it is and how we are going to execute it
35
-
There should be respect for everyone
-
Effective communication is needed. There should be workshops for staff to understand that this is a service institution
-
There needs to be student involvement. The student body needs to have a better relationship with students
8.0
CLOSING REMARKS
Professor Mohamed thanked all for attending the two day Workshop and invited persons to familiarize themselves with the ugblueprint2040.com website, where all of the previous UG reports can be found, along with documents from the two Blueprint exercises. She believes that for any real change to come about, it is necessary to harness all talents and brains at the university. She was, therefore, grateful for all the support that the exercise received.
Pro─Chancellor, Major General (Ret’d) Joe Singh thanked everyone for spending the two days, especially the overseas contingent, which he said showed their commitment, passion and desire for changes at the University of Guyana.
36