- Institutional Context
- Premise and Process for 2016-2020 Strategic Plan
- SWOT Analysis
- Vision, Mission, Values and Governing Principles
- Major Initiatives and Priorities
- Developing the First Long-Term Master Plan
- Mobilizing Resources for the New Campus
- Developing a Long-Term Financing Framework
- Pursuing NEASC Accreditation
- From Vision to Action – Implementing the Plan
- Two Enablers for Successful Implementation
- Process Owners and Task Assignment
- Prioritization and Timeline
- Measuring, Monitoring, Evaluation and Reporting
- Monitoring and Evaluation Framework
The 2016-2020 Strategic Plan – Annex 1
Major Lessons Learned from the 2011-2015 Strategic Business Plan Implementation
As revealed by a comprehensive and frank mid-term review of its results, the implementation of IUGB’s first strategic plan was beset with internal and external challenges. The following section discusses those challenges and how they will be addressed by the 2016-2020 Strategic Plan.
Challenge 1: Improving Teaching While Limiting Costs. This challenge refers to the need to provide high quality education equivalent to that offered in the U.S. while maintaining tuition and fees at levels compatible with the regional market.
Challenge 2: Fulfilling U.S. Accreditation Requirements Considering IUGB’s Current Resources. IUGB will maintain focus on US accreditation for the University while accelerating its international stature. It will also seek accreditation for individual schools and programs conferred by professional organizations (e.g. the Accreditation Board for Engineering and Technology (ABET), the Association to Advance Collegiate Schools of Business (AACSB) and the Commission on English Language Accreditation (CEA).
Challenge 3: Achieving Long-Term Financial Security. Funding from the Government of Côte d’Ivoire has contributed to the financial stability of IUGB, but the University’s goal as an independent institution is to stabilize this contribution while it diversifies its financial base as enrollment grows. One important source of financing will be income derived from continuing education and professional development programs offered to locally-based individuals and organizations. The University will also intensify its appeals to the international donor community and the private sector both directly and through the IUGB Foundation.