The document provides a summary of the strategic goals and outputs of various departments at Tubman University for the 2012-2013 academic year. Key points include: - The Security Department successfully trained officers but lacked equipment. Facilities management made construction progress but lacked information on collaborations. The budget faced funding shortages. - Human resources hired new staff but faced budget constraints. The Monrovia office supported international employees but lacked vehicles. Departments across the university struggled with inadequate funding. - Colleges reviewed and developed curricula but faced challenges like low enrollment and insufficiently prepared faculty. Hands-on learning opportunities were provided but more resources were needed. Timely collaboration on proposals was also an issue.

1. 1
STRATEGIC GOALS ASSESSMENT
NARRATIVE REPORT
MATRIX FORMAT
I. DIVISION OF ADMINISTRATION
SECURITY DEPARTMENT
STRATEGIC GOALS DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Goal #1 Develop
and maintain
academic
excellence that
stimulates
intellectual growth
Implement a
comprehensive
securityreform
1. The department was successful in the training of Security
Officersfor 14(Fourteen) days both in Monroviaand Harper.
2. The department experienced a more robust performance of
the trainingand is exhibitingsame on the job
-Out of the (63) security officers which includes the security director
and supervisors, (14) security officers attended training in Monrovia,
(26) security officers attended the Phase 2 training in Harper which
excludes (1) sec. officer who is on maternity leave. A total of (13)
securityofficerfailedtoparticipatesinthe saidtraining.
- A total of (45) security officers who successfully passed both on the
agility and theoretical examination conducted and (18) Security
Officers failed on the theoretical examination. Only one (1) security
officerwithmedical problem.
-In terms of Crime statistics, for this academic year, 2012-2013, there
were twotypesof crime solvednamelytheft(2) andburglary(2).
-Security Officers do not have
the equipment to have them
fully functional during their
dailyoperation.
Inadequate availability of
transportation is greatly
affecting the security
department of the university.
All of the motorcycles for the
department are down and yet
to be repaired.
-The absence of the
electricity/light at strategic
locations on the university
impedes some security
operations.

2. 2
FACILITIES MANAGEMENT
Foster a
collaboration with
Tuskegee University
for Tubman
University’s Library
designinitiative
The Department was unable to access this goal because of being
unable to locate any information regarding TU collaboration with the
Tuskegee Universityforthe universitydesigninitiative.
 - Commenced construction of 16 one- bedroomapartments
 Commencedconstructionof twosmall officebuildings.
 Administrative buildingannexisonthe process.
-No existing files containing
information of the
collaboration.
-Information was not shared
withotherstaff
-The contacts of the Tuskegee
University has to be collected
yet.
-Open files for record keeping
and share the information and
involve other staff with
expertiseinthe process.
BUDGET DEPARTMENT
Develop and
provide university-
wide budget
training
-The budget process has been very successful in that TU Budget
committee in collaboration with the budget office on October 15, 2012
make all divisions of TU to submit their priority needs in line with their
strategiesgoals.
-The budget process was transparent with each division having a
representative on the budget committee and budget hearings were
conductedtoassessthe real needsof each division.
-The Budget Office crafted and submitted to the TU authority via the
-The Tubman University
Administration has been
experiencing difficulties in
accessing the necessary fund
from the government to run
the university.
-Demand such as (educational
materials, recruitment of
quality personnel, running
9 Updates on Construction & Physical Facilities
2
nd
Semester
Completed Buildings
14 62.5%
Buildings Under Construction
6 20.83%
Buildings Being Renovated
2 4.17%
Off-Campus Leased Buildings
3 12.5%
Total 25 100%

3. 3
VPA which was subsequently submitted to the board in three –option
for approval.
water and renovation of
buildings etc.) has been on the
budget from various divisions
but withlimitedresources.
-Participating in the budget
processes in Monrovia when
communication from MOF is
not ontime isdifficult.
HUMAN RESOURCE DEPARTMENT
Recruit and retain
high level of
administrators,
faculty and staff
-Develop and
implement a
strategic
recruitmentplan.
-
Develop/implement
a voluntary “Well
B” SavingPlan.
-The HR Division was able to hire seventy two (72) personnel for
academic year 2012-2013 as of July to December, 2012-2013. There
were a total of eight (8) administrators, forty five (45) staff, nineteen
(19) facultyacross collegeswerehired.
-Budgetary constraint is the
factor for not implementing
and achievingthisgoal.
- Overall financial constraintis
preventingthisprogramfrom
beingimplementedand
achieved.
MONROVIA OFFICE
-Develop the rich
cultural fabric of
diversity
-Develop
orientation
programs for newly
arriving
international
employees
-The Monrovia office has been very successful in addressing the needs
of the university in Harper and the International employees with no
majorhindrances.
- Accommodationof Staff/GuestsCustomerServices
(18) International staff and
(4) Guests
(3) International Students
-Communication has improved relatively between the University and
the Monroviaoffice comparedtothe past.
General office supplies&equipmentsfor6divisions
per trip( road, air& sea)
-Communications from the
university to the Monrovia
office are done most times
either verbally, or send
abruptly for immediate
execution.
-Majority of the emails send to
members of the university
community are not received.
This is due to the double email
address of the Director of the
Monrovia office online (bdorlie

4. 4
per ship 4 trips
Perair 50 trips
Pertruck 20 trips
commercial vehicle 2trips
(12 )vouchers for salaries , allowances & subsidy processed for the
periodMarch 2012- May 2013
-Vehicle registration and other related documentations have been
finalized for the past year and awaiting renewal for 2014 which begins
inthe monthof May 2014.
- Registrationof vehiclesandotherrelateddocumentations
19 vehiclesfor2012
-Follow-up and made transactions on work permits and other related
documents.
(33) workpermitsonprocess
(45) residence permitsdone successfully
(12) re -entriespermitforforeignstaff
(16 )airportvisaprocessedforInternationalstaff
(4) Travel arrangementprocessedandsuccessful
and bdorliae). IT has been
communicated to on the issue
but hasnot beenresolved.
-The Monrovia office is
currently out of vehicle
thereby slowing the pace of
the work at the office
considering the work load
daily.
FINANCE DEPARTMENT
Recruit and retain
high level
administrators,
faculty and staff
Implement the
Finance module of
the Administrative
web Portal to
improve
transparency,
accountability, as
well as community
flow amongst
employees.
NO SATISFACTORY RESULT
-The non-functional portal and
knowledge of itsusage.
- University’s semester
readinessplan.
The university is currently
running a deficit of
$4,500,000.00
-The university programmed
and expended project funds
before knowing of the
contingent budget

5. 5
$500,000.00 is not released,
the university may not be able
to meetitsMarch 2013 payroll
INFORMATION TECHNOLOGY DEPARTMENT
-Increase Revenue -Extend WIFI
coverage across
Harper City and
other communities
for AES to serve as
ISP
-We have done our first assessmentingainingWIFI connectivityon a
long range basisfrom Main Campus to Harper City at the Parsonage.
-Our assessmenthad proven100% a perfectline of site.
-Electricityduringthe day
BudgetFunding
-The key problem was
electricity and budget funding
to upgrade the radios from
20dbm to 100dbm.
AUXILIARY ENTERPRISE SYSTEM
Increase Revenue -Complete
negotiations with a
vendor for the
supply of
equipment for TU
radio station on
campus.
 CompletedRenovationofUniversitycafeteria. -Lack of required funding for
the project. No money for the
purchase of the equipment.
-The University must invest at
least $50K into one of the
initiatives of the AES which will
provide funds for the
implementation of other
initiatives
PROCUREMENT DEPARTMENT
-Develop and
maintain academic
excellence that
stimulates
intellectual growth.
-Support students’
learning activities
in a wholesome
way by providing
the support that
strengthens the
various Divisions of
the University.
-Developedthe AnnualProcurementPlan(APP)
-Conducted one (1) training on procurement activities for Harper and
(1) one inMonrovia inline withthe PPCCguidelines.
-Stationery, petroleum products, equipment, spare parts, a school bus,
furniture, appliances, some work and services were all acquired on
deferredpaymentbasisinfiscal year2012/2013.
-Implement bids for projects, goods and required services that
contribute tothe learningenvironmentof the students.
-More faculty houses, offices, and other relevant structures are being
-Inadequate funding for the
annual operational budget.
-Frequent bridging of the
procurementprocess.
-Negotiating and concluding
procurement activities a
distance from the market
source. This sometimes causes
delayedorfaultydelivery.
-Sometimes poor quality of

6. 6
erected to create an enabling learning and working environment for
the students, faculty and staff. Other necessary equipment and
suppliesare alsobeingbidfor.
available product.
-Departments not conducting
systematic annual
procurement planning that
falls in line with their
respective budgetary
provisions.
-Many Departments are
negligent/reluctant in
conducting an annual forecast
of their procurement needs,
and are therefore not
contributing to the annual
procurementplan.
-As a result, the annual
procurement plan does not
reflect a wholesome view of
our procurement needs. This
has the potential to not justify
our financial needs and
undercutour budget.

7. 7
II. DIVISION OFACADEMIC AFFAIRS
COLLEGE OF EDUCATION
STRATEGIC GOALS DEPARTMENTAL
GOALS
OUTPUT BARRIERS
-Developand
maintain academic
excellence that
stimulates
intellectual growth
-Design and develop
relevant and
meaningful curricula
and educational
programs that would
answer to the
changing needs not
only of Liberia but of
the international
community.
-Developed a conceptual framework- rearticulating the Vision and
Mission of the College and Goals and Objectives in line with
specified philosophical perspectives and the University’s vision and
mission.
-CompletedConceptualFrameworkforthe Collegeof Education
-Reviewed, changed or added courses in all the (3) programs – ECD,
Primary,SecondaryEducationandGuidance andCounseling.
-Developed specialized courses of between 26-30 credit units in
each of the following areas of concentration- English/Literature;
History;Mathematics;BiologyandChemistry
-The College hasidentifiedthe CommissiononHigherEducation
(Liberia) Associationof ChildhoodEducationInternational (ACEI) and
National Council forthe Accreditationof TeacherEducation(NCATE)
(bothNorth) American, aspotentiallyaccreditingbodies.
-College hasbeguntocreate a data basedsystemforinputting
studentperformance datainrelationtospecificindicatoron
standards.Analysisof thisdatawill be usedinthe future for
program changesanddevelopment
-A ReadingandTechnologyResource Centerisplannedandawait
the renovationof the room. A donationof readingmaterialsand
computerswasreceivedfromLTTP(USAID) andDr Claydonated
booksalso.
-Developedthe proposal forthe CenterforExcellence inTeaching
and Learning(butthiscomesunderthe umbrellaof Divisionof
-Current teacher/student ratio
is adequate. Approximately
1:12
-But Faculty not sufficiently
prepared in the areas in which
they are teaching and
insufficient faculty for teaching
courses in the Secondary
Education concentrations-
English/Lit, History, Biology
and Chemistry
-Difficulties finding qualified
ECD and primaryteachers.
-Very Low enrollment for the
Early childhood and Primary
Education Programs which
resulted in structuring the
courses and the focusing of
the content of the courses to
accommodate the students of
these twoprograms.

8. 8
AcademicAffairs).
-Twofacultyretreatswere held:Semester1 for2days (November
29& 30) and Semester2(1day-April 3rd) focusedondeveloping
syllabi usingthe backward designmodel,classroomassessment
practicesalignedwithcourse outcomesandstandards.
-WorkshopwithfacultyledbyDr Natalie PorteronFebruary15th
on
ClassroombasedTeachingandLearningresearch.
-Conductedseriesof workshoptoIn-service ECDteachersand
parentgroups.Proposal wassentto OSIWA for “Nocost Extension”
of the OSIWA Grant for the ECD fundedprojecttoenable the
continuationandexpansionof the ECDprogram to serve
community-basedprogramsandin-service teachers.
-DevelopedproposalforcollaboratingwithVision-in-Actionto
increase the College’scapacitytooutreachtocommunity-basedECD
centers.
-DevelopedproposaltoimplementaPrincipal’sInstitute inthis
region. FundingisbeingsoughtfromLTTPand the NGO “Friendsof
Liberia”.
COLLEGE OF AGRICULTURE, FOOD AND SCIENCES
STRATEGIC GOALS DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Design and develop
relevant & meaningful
curricula and
educational programs
that would answer
the changing needs
not only of Liberia but
the international
community
-Review, assess and continually improve existing academic programs
and curricula.
-Propose forimprovementof the existingcurriculumby:
Incorporation/changing and/or addition of courses that
would enhance the student’s practical abilities and skills on
the followingareas:
 Crop and livestockproduction
 Plantpropagationandnurserymanagement
 Soil and waterconservation
 Diversifiedfarmingsystems

9. 9
-Establishmentof TechnologyDemonstrationAreaon practicum
fieldsforstudentsbylevels:
Freshmen- DiversifiedFarmingSystems
Sophomore- HorticultureandLandscaping
Juniors- SlopingAgricultural LandTechnology
Seniors- Plantationcropsdevelopmentandplantain
nursery and production
-Provisionof hands-onexperienceson:
 Soil and waterconservation&
management
 Soil surveyandsoil sampling
 Lay-outingforplantationcrops
 Contour determination
-Design and
implement a Teaching
Learning Resource
Center that enhances
the delivery of various
curricula
-Put up a Participatory
Technology
Demonstration (PTD)
Area
-The 3 hour a week
hands-on discovery-
based learning that
facilitates learning by
doing
-Conducted of hands-
on training on various
areas such as: soil
survey and soil
sampling;
-Discussandexplainthe objectivesof contourfarming
-Demonstrate the skillinA frame construction
-Identifycontourlinesof the slope
-Determined areas where samples should be gathered and quantity
of soil samples
-Discussandenumerate the processof soil sampling
-Conducted Village NeedsAssessment
-Conductedan Enterprise Development

10. 10
 A-frame
construction
and contour
determination
; plantain
production.
COLLEGE OF ARTS AND SCIENCES
STRATEGIC GOALS DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Design and develop
relevant & meaningful
curricula and
educational programs
that would answer
the changing needs
not only of Liberia but
the international
community
Establish scholarly
and creative
professional
development and
continuing education
programs for the
faculty and staff.
-Reviewed, revised and managed the proposed Gen. Ed. Program
for B.A.General Psychology
-Develop a service learning component for the proposed Gen. Ed.
Program
-Revisedthe EnglishCurriculum
-Proposed a new courses at least (10) to offer such as Cell Biology,
Intro to Philosophy, Reading & Writing for academic purposes,
AdvancedWritingandIntroductiontoLiterature andLiteraryGenres
-Developed (2) new programs for approval namely: BSC in Sports
ManagementandGen. Psychology
-Developed a schedule of Bi-monthly workshops on course planning
and development; and assessment of student learning outcomes
initiated
-Timely discussion of
proposals.
-Appointment of the
University Curriculum
Committee
-Resistance by some faculty to
collaborate in the review
process 10% ready for
accreditati0n
-Aborted after 2 sessions. Time
needed for additional class
sessions due to omissions on
listsfrom Registrar’soffice
COLLEGE OF HEALTH AND SCIENCES
STRATEGIC GOALS DEPARTMENTAL
GOALS
OUTPUT BARRIERS
-Developand -Design and develop -Revisedthe curriculumof boththe PublicHealthandNursing -Limited access to resources to

11. 11
maintain academic
excellence that
stimulates
intellectual growth
relevant and
meaningful curricula
and educational
programs that would
answer to the
changing needs not
only of Liberia but of
the international
community
-Design and
implement programs
in accordance with
standards set by the ,
Commission on Higher
Education, Ministry of
Health and Social
Welfare, the National
and International
RegulatingBodies
-Achieve and maintain
national and
international
accreditation status
for all academic
programs.
-To develop and
Programs to reflect the projected needs of the nation, meet
nation and international standards as it related to health
professionals inthese areas.
a. Completed curriculum outline and course description for
the 5 concentrationsinPublicHealth
b. Revised the curriculum of BSc in Nursing to include new
national requirements for the initiation of clinical
experiencesinNUR200
-The PublicHealthprogramisinaccordance withthe national health
and social welfare tenyearpoliciesandplan.Inadditionthe
program has began the processof aligning itscurriculumin
accordance withthe recommended“CurriculumforUndergraduate
PublicHealthEducation”asput forthby the international
organization-Associationof PreventionTeachingandResearch
(APTR)
-The NursingProgramhas reviseditscurriculumandstructure in
accordance to the requirementsof the LiberiaBoardof Nursingand
Midwiferyinreadinessforre-accreditationvisit inNovember2013.
Thisinvolvesthe initiationof the following:
a. Once a yearclinical intake of students asof
September 2013
b. Clinical Admissionprocessthatincludespotential
candidatescompleting aproctoredessaywriting
and an interviewbyfaculty
-The College hasachievednational accreditationforitsNursing
Program andis nowinthe processof preparingitself inreadiness
for the processof international accreditationeitherbyWest
AfricanCollege of Nursing(WACN) orNational League of Nursing
(NLN)
-The College isexploringthe developmentof aNational accrediting
bodyfor undergraduate publichealthprogramsaswell asreviewing
international organizationsthataccreditsundergraduatePublic
HealthPrograms.
enable faculty and students to
keepcurrentintheirdiscipline
-The need to identify the type
of assessment in specific
courses that would provide
the data for specificstandards.
-Professional development for
faculty around curriculum and
syllabus development,
assessment of students
performances, and evidence
based teaching-learning
practice.
-Seeking international
accreditation would required
having more faculty with
higher level preparation in the
field of instruction. This is
currentlynotthe case.
-Resources such as library,
technology, access to
instructional resource,
transportation for field/clinical
practicum
-Inadequate budgetallotment
-Current teacher/student ratio
is adequate. Approximately
1:25 . However many faculty
are teaching outside of their
area of expertise. as a result
of insufficient diversity in
contentexperts.
-Difficulties finding qualified
faculty in the following area:

12. 12
increase the capacity
of the
teaching/learning
process in the
university for the
benefit of both faculty
and students.
-Provision of Nursing Learning Lab that allow students and faculty
abilitytohave space for simulatedpractice.
-Faculty participates in 4 workshops that focus on teaching and
learningforpre-service healtheducators
Procured 5 signed MOUs for clinical/field placements for both
nursing and public students via a variety of settings – JJ Dossen,
CRCHC, CHC,
-2 workshopswithfacultyandclinical affiliationstaffonconducting
and managingclinical experiencesfornursingstudents
-5 facultyattended 2 workshopfacilitated byDr Natalie Porteron
TeachingandLearning inpost trauma/war environment
-2 departmental individualized seminars on clinical strategies in an
lessthanideal clinical affiliatespractice environment
-Recruit 2 faculty with extensive experience in shortage areas for
bothnursingand publichealth.
-CommunicationdonetoDivisional headforthe needforgreater
facultydiversityinrequiredcontentareas.
Biostatics, Maternal and Child
Health Nursing. Environmental
Sciences, and Nursing
Research.
-In order to achieve
international accreditation
there is a need to have at
least one faculty at the
Doctorate level on staff for the
nursingprogram
COLLEGE OF ENGINEERING AND TECHNOLOGY
STRATEGIC GOALS DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Developand
maintain academic
excellence that
stimulates
intellectual growth
-Revisedthree (3) curriculumswithhiredfaculty.
-The newrevisedcurriculumwas submittedtothe restructuredUCC.
It included extra lab classes (6 compared to 2 before), and 9
monthsof internship(comparedto3monthsbefore).
-Partially staffed in each
department, this made it
difficult to develop an
inclusively acceptable
curriculum across the various

13. 13
-Recruitand retain
high level
administrators,
faculty and staff.
Establish scholarly
and creative
professional
development and
continuing education
programs for the
faculty and staff.
-ThisacademicyearCET hada facultytostudentratioof 1:15, well
withinthe standardof 1:30.
-We are still recruitingandrestructuringthe college,strivingto
stabilize ourfaculty.
 CEà1:23; EEà 1:15; ME—> 1:20
 Collectivelysorta revisionof the hiringpoliciesallowing
each college more control overthe choice of newhire.
departments.
-The UCC had been in a state
of flux.
-The CET curriculum was
required to be 136 Credits
max. Most faculty felt this was
inadequate for an engineering
curriculum meant to prepare
post war Liberian students as
per TU’s vision, so we were
forced to constantly adjust our
programs in mid stream
seeking to compensate for
studentinadequacy.
-Our new curriculum seeks for
161 credits.
BudgetaryConstraints
 Staffing and
Coordination
problems
-This year Mr Banto got ill and
abandoned his post, this has
forced us to seek an urgent
replacement.
-Several other faculty are
threatening to leave due to
undue delay with housing and
transportproblems.
 Originally we had
allocation for 8 new
faculty but due to
budget constraints it
would not be

14. 14
 Conductedaseriesof workshopon“Internal NeedSurvey”
 Prepare to offer a 6 month certificate in the area of Rubber
Science Technologyaspartof the Continuing
EducationProgram
materialized.
COLLEGE OF MANAGEMENT AND ADMINISTRATION
STRATEGIC GOALS DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Design and develop
relevant and
meaningful curricula
and educational
programs that would
answer to the
changing needs not
only of Liberia but of
the international
community.
-Reviewed and analysed the existing together with Program chair
and (5) facultyof the college.
-Decided to combine the Bus. Admin. and Management degree
programsintoone degree.
-Aligned the college offerings based on policy of the BS Degree
programs.CreditUnitsshouldnotat leastexceedto136 credits.
-Prepared new course outlines, descriptions and course guides for
use with students, and new advisement assignments were given to
all faculty.
-Completed the course catalog and ready for approval by VPAA and
UCC.
-The CMA teaching and learning process was enhanced by hiring of a
full-time Deanforthe college.
-DevelopedaCenterforExcellence inTeachingandLearning(CETL).
-Conductedandcoordinatedwiththe CAS&COE Dean a two-day
FacultyPD where theymodeledbuildingcommunitybygivingvoice
to the facultyand,instructingonthe topic of “EnduringLearning
Outcomes”.
- CMA Deaninvitedthe TU Pres.To conductthe firstworkshoptolay
foundation.
-Lack of access to current
textbooks was a definite
drawback. The limited internet
capacity and the lack of
personal computers for faculty
made thistask more difficult.
-The Netherland and SPARK
partners changed their
strategy at the March
Conference in Monrovia and
we are still waiting for their
reportand nextsteps.
-The Catalog could not be
done until the review and
revisions of the curriculum will
be finalized.
-The current faculty have only
reach the Masters degree level
and have little experience in
highereducationinstitutions.

15. 15
Recruit and maintain
adequate faculty-to-
student ration in line
with international
best practice 1:30
Establish scholarly
and creative
professional
development and
continuing education
programs for the
faculty and staff
-PDworkshopswere providedonce (1) a monthon topicsrelatedto
studentoutcomesandassessment,strategiesforteachingdiverse
learners,researchbasicsandportfoliodevelopment.
-CMA facultywere notgivenanytechnologytoworkwith.Two(2)
facultyhave nocomputer(deskor laptop).Suppliesforthe existing
technologywasrarelyavailableforuse inteaching.
-The Deans Council supported the VPAA on the issue of who can
evaluate Academic credentials, the hiring process. and who
ultimatelyare the hiringmanagersinacademicaffairs.
-Faculty who have made the commitment to stay and focus on the
TU missionare oftenleftoutof the decision-makingprocess.
-CMA worked with the AA develop database of student records to
help in our planning course offerings. There were 22-25 advisees
were assigned.
-Fiftypercent (50%) of CMA facultywere upfor reappointmentthis
year.As a matterof course,I offeredone-on-onegoal planningfor
all membersof myfacultyteam.
-Several facultyhave metwithDr.Nisbetttodiscusspossible
researchtopics.Theystill donotquite understandhowtogo about
developingaresearchagenda.
-The process of faculty
evaluation was basically
unknown to the faculty.
Research in higher education
is a relatively new experience
inpractice.

16. 16
III. DIVISIONOF STUDENTAFFAIRS
FINANCIAL AID/SCHOLARSHIP DEPARTMENT
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
-Reform Tubman
University
Financial Aid
Program.
*Identify,
establish, and
maintain
additional sources
of funding for the
University
-Updated the Financial AidBrochure.
-Conducted four (4) workshops on Students’ Awareness on Financial Aid
and scholarship to various colleges on December 3-7, 2012 and March 27-
April 2, 2013 withan approximate students’attendance of (327) students.
-Conducted one (1) workshop on Students’ Awareness on Financial aid and
scholarship to various high schools within Harper and Pleebo with an
approximate students’attendanceof (954) students
-Conducted a students’ survey to various colleges to get feedback on the
impact of Financial aid on their learning outcome and the result was
positive.
-National Oil Company of Liberia (NOCAL) and Liberia Petroleum Refinery
Company (LPRC) to lobby scholarship and are expecting a team to do an
assessmentbefore the semesterbegins.

17. 17
Types of
Scholarship
Frequen
cy
Percentage
Need-Based 232 29.97%
Merit-Based 389 50.26%
Land Agreement 27 3.49%
Self-sponsored 126 16.28%
Total 774 100%
STUDENT CLUBS ACTIVITIES
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Maintain a
student-centred
University
*Establisha StudentLeadershipInstitute (SLI)
* Establishalocal and national debate andscholasticprogram.
*Establisha StudentProgrammingBoard.
*DevelopStudentsintosuccessfuland productive lifelonglearners.
*Develop a Community Engagement & Volunteer Program focused
on WASH,CivicEducation,HIV/AIDSandgenderissues.
*Develop students into leaders, responsible citizens, and active
participantsina multicultural society.
-Crafteda policydocumentininter-college debateinconsultationwiththe
Deans and program chairs across colleges.
 Conducted a workshop (1) plan on Leadership Training to
studentsacrosscollegeswith(365) numberparticipantsattended.
 Set-up a student programming board namely: Special Project,
Student Dev. & leadership ,Campus Spirit & Traditions ,Comm.
OutreachPro., and StudentMedia.(365).
 Restoration of TU’s Choir by the program board (Campus Spirit&
Tradition), structured a plan to host beauty pageant from within
-Lack of full participation of
students due to different
schedule of classes and many
students failed to read the
bulletin board for the widespread
disseminationof the workshop.
-Lack of proper turn-over and
orientation on the relevant tasks
and responsibilities to the Acting
Director.
-Lack of Lone Star credit injection
to get students via cell phone
who were part of the
implementation of the programs
ii. Programming officers were not
easily seen due to their
engagementwithstudies.
-Unavailability of possible centres

18. 18
the Colleges first then the University in general; by (Special
project) with(50) studentsasparticipants.
 Conducted an outreach program centred on volunteerism, and
community empowerment with the students participation
students and locals involvement with (27) students attended and
(50) local involvement.
 Conducted a regular interaction (2x) per semester with students
under the palaver hut on the issues of the role of a good citizen
that captures responsibility to their families, community, society,
and the country at large and multicultural practices with an
approximate 200 students who attended per session with an
approximate (200) numberof student’sparticipantspersession.
that could be used to
accommodate students for
hands-on- training.
-Lack of involvement of some
professors to facilitate in the
trainingworkshop
STUDENT COUNSELLING SERVICES
Eguip Counselling
Centerwith
clinical tools to
provide
specialized
servicesand train
peercounsellors.
Complete
selectionof
diagnosticforms.
Seekand maintain
collaborative
relationshipwith
community,
national and
international
providersof
-Conducted (2) Seminar Workshop on Test Anxiety & Study Habits with
30 number of student’s participants.
-Conductedan AssessmentsonStudents’under Provision(1) with 46
numberof student’sparticipants.
-Recruitedand trained (5) Studentson Basic Counselling Skills ,Mental
healthawareness and Intake Assessments
-ProvidedIndividual Counselling withMental Health Difficulties to
approximate 80 students.
Clinical Data
NATURE OF CASES No. of
Cases
-Lack of financial resources,
transportation,neededoffice
supplies.
-Maintainthe relationshipwith
maximumuse tobenefitTU’s
population.
-Coordinate withthe IROffice to
developsatisfactionsurveyto
gatheron service quality.

19. 19
mental health and
wellnessactivities.
Identifyand build
capacity to
selectedPeer
Counsellors.
1.Domestic Violence
 Physical Violence
 Intimidation
 Threats
 FamilyInterference withschool
attendance
8
2. HIV/AIDS 2
3. Incarceration Problems 1
3. Financial Issues 20
4. Students’complaintsagainst faculty 12
5. RelationshipsProblems 25
6. Roommate Issues 4
7. Mental Health Problems
 Insomia
 Depression
 Anxiety
 Severe Stress
 Inabilityto focus
40
8. Trauma Related Issues
 Bike accidents, death of parent, loss of
bread of winner, inability to cope up
major life changes,
25
-Established relationship with PAKMED mental health unit in coordination

20. 20
with Former Dir. Counselling Services for prescription of psychotropic
medication.
-Collaborated with John Jay University, Counselling Dept. in New York to
developresourcesandobtain/shareinformation.
-The Department received approval of the collaboration with an assurance
to provide books, goods and services like trainings, manuals and clinical
trainingsupplies.(DVD,Videos,Cassettesetc.)
ATHLETICS AND RECREATION
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
-Develop students
into successful
and productive
lifelonglearners.
-Develop students
into leaders,
responsible
citizens, and
active participants
in a
multicultural
society.
-Develop &
maintain sports
complex
-Received Awards as Honour lists during the Awards Day with 45 students-
athletesasthe recipientsof the wards
-Facilitated study-groups and social group activities with approximate (25)
students’participants
-Participated on Charity games with some athletes of multi-cultural
background (TU & Ivorian Refugee Team) with approximate (60)
participants
-Served as moderator during athletic programs and activities like the Inter
College tournament,etc...with (36) whoget involvedof the events.
-ConductedaSport Seminar with (170) students’athletes.
-Made requests to partners (CRC, UNMIL Pakbatt) to help clear the future
sport site.
-Made several reminders to TU administration about the need for student-
athletestobe providedasportssite fortheiractivities.
Lack of provision of other tools
like (Chess, scrabble, etc…) that
couldenhance studentlearning.
Inadequate resources to
complement these activities
(prizes,gifts,etc…)
Unavailability of equipment to
clearfuture sportsite.
Identification of the future sport
site by Department of Facilities,
etc...
STUDENT HEALTH SERVICES
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
-Opening of health  Partitioning and painting of Clinic, Construction of Incinerator & -The slow implementation of

21. 21
clinic to provide
health services to
students, staff &
outsiders.
-To maintain good
health for
administrators,
staff, faculty &
students
Sharp Pit,
Recruitmentof Medical Receptionist,
 Procurementof chairs& benchesforClinic.
 Reception of drug supplies. The accumulated mobility (patients)
amountedto195 persons.
 Provisionof emergencyhealthservicesanddrugsonsale.
activities delayed registration of
Clinic.
-Could not construct mini
diagnostic lab due to GOL
budgetaryconstraint.
-Shortage of drug & medical
supplies
Delayed registration of
Clinic
STUDENT HOUSING AND ACTIVITIES
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
*Renovation of
main Dormitory
on Campus and
fully furnish
including internet
service, DSTV and
indoor games.
*Develop
intellectual
capacity of the
Dormitory
students
-The team (Managers) of the Dormitory in collaboration with the (35)
students were successful in establishing and implementing an inter-
tutorial for dormitory students, to approximately 150 high school students
that enhanced their WAEC exams performance. Based from result, (50%)
out of the 480 students (75) students approximate passed the WAEC
exam.
-Limited funds for capital projects
as the result of cut down of the
University’s proposed budget by
GOL.
-The program experienced
impediments ranging from lack of
capacity (study lodge, study
resource/library, internet service
etc.)
Career Planning & Placement
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
-Empower
students to gain
confidence in their
-Conducted a Career Awareness Workshops on January with (100)
studentsparticipants.
-Lack of Logistical support,
financial resources,
transportation, needed office

22. 22
ability to search
for andfindjobs.
-Conduct Monthly
Career Awareness
Workshops as well
as one-on-one and
small group career
guidance and
advising session by
appointment for
the purpose of
providing
individual
counseling,
instruction and
improving Job
searchingskills.
-Designing
Program Manual
and Program
Policy &
Procedures.
-Assist individuals
to develop
employment plans
based on
appraisals of
aptitudes,
interests and
personality
characteristics,
and to plan
curriculums
accordingly.
-Conducted an Awareness Workshop on Resume writing skills o n
(February) withapproximate participantsof (75) students .
-Conductedan AwarenessWorkshoponJobInterviewingskills
On (March) (100)
-Presented a Special Presentation to Students Government Association
(April) to 100 studentsasparticipantsof the event.
-ConductedaOne-on-OneAdvice andcounselling to(22) students.
-Formed a Small Group Career Advising & Counselling with an
approximate (35) students’ participants.
-Creating the awareness that there is service for assisting TU students with
jobreadinessskills
-Students will demonstrate the skills and ability to successfully search for
and findjobs;
-Students will acquire skills and ability in writing a resume, cover letter,
market themselves, successfully sit for a job interview and develop
strategyand technique insearchingforjobs
supplies as well as additional
careercounsellingstaff

23. 23
IV. DIVISION OF INSTITUTIONAL ADCANCEMENT
STUDENT DEVELOPMENT
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Increase
Revenue
-Identify funding
agency, NGO’s,
local support and
linkages to
increase financial
capabilities of the
university
-Successfully formed a Pleebo Fundraiser with (628K LRD approximately)
for “1.6MLRD 2-22 seaterbuses”
- Successfully link and network with the Chinese and had received a
Scholarshipsgrantstoat least (35) scholarships.$6,300
-Link and network with the Chinese Business Association and was granted
(23) scholarships
-Link and network with Maritime Commission Endowment and was
granted (25) scholarships (S.Y. 2011) and 12 scholarships amounting to
$5,850 (S.Y.2012-13) amountingto$13,645.00.
-Link and network to McDonald Wento Scholarship and was granted 10
scholarships (S.Y. 2011) $1575.00 and 9 scholarships (S.Y. 2012-13) with
an amountof $2,765.00
-Link and network Liberian Unity (LU) Inc. 1 scholarship (S.Y. 2012-13 with
an amountof $615.00
-Endowment Fund established: 2 matured time-deposit accounts
$31,693.46 USD & $510,091.60 LRD in March 2013; Rolloverrequested.
PUBLIC MEDIA RELATION
-Launceda speaker’sbureauthe ABIC&TU; MOU to “Mentor the Next
Generationof Leaders”(Chesson-Wureh)
GRANT PROPOSAL WRITER
A Grant/Proposal Writerwashired – Proposal forDormitoryisinprocess;
providedtechnical assistance toDiv.StudentAffairsSportsComplex

24. 24
proposal
INSTITUTIONAL RESEARCH
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
-Develops and
performs
collection,
compilation, and
analysis of
inquiries relating
to all aspects of
the institution,
including data for
use in evaluating
students, courses,
programs, and
institution
effectiveness
-Manipulates,
extracts, and
analyzes data from
collection, or from
other internal and
external sources,
as they relate to
the institution;
-Crafted and formulated a comprehensive institutional students’
survey satisfaction that would capture holistic view and perceptions
of the university’s services in the following areas: faculty and
instruction, laboratories, library services, student personnel services,
general services and housekeeping, to ensure institutional
advancement and continuous improvement of the existing services
in the university-
-Student’sSurveySatisfaction
-Student’sFaculty Evaluation
-Made a self-studyreportof the strategicplanbydivision
AssessmentofStrategic Plan by Division
-Gather data, collect, collate, tabulate and analyze the
comprehensive institutional students’ survey satisfaction every
semester.
Submit the individual faculty survey satisfaction results to the Vice-
President of the Institution Advancement for review
Faculty Evaluation Resultof the Students
(2 Semesters)
--Gather, provide and publish data through research-based
approach on the University’s annual data fact book, also known as
the Annual Statistical Abstract or Fact Book as well as the Fact Sheet
of quick data.
Publishand PostedUniversityFact Sheets(2 Semesters)
Replenishing/FinalizingUniversityFactBook
-Regularly teach Research Methodology subjects in the College of
Education and conduct continuous consultation for students’ engagement
inresearchand evaluation.
@Budgetary constraints @ TU
have not allowed the
Development Officer (DO) to
continue tocultivate

25. 25
V. DIVISION OF RESEARCH AND SPONSORED PROGRAMS
Teach Research Methodologyfor 2 Semestersincludingvacation class
-Produce 6 Research Proposal and 2Research Output to be presented in a
plenaryon 2nd
semesterof A.Y.2013-2014.
--Craft and formulate Institutional Research Manual Regulations that
governs the over-all operations of the Institutional Research.
Proposed a Research Manual Regulations submitted to the VPRSP and
VPIA
--Initiallycollaborateswiththe VPRSPonnetworkingsandcollaborations.
-Attendedmeetingswiththe UNICEFandthe College of Nursingon
possible researchcollaborationsinthe university.
Meetingsand coordinatedto work with the MOA with UNICEF.
STRATEGIC
GOALS
DEPARTMENTAL
GOALS
OUTPUT BARRIERS
Develop
and
maintain
academic
excellence
that
stimulates
intellectual
growth
-Create cross-
disciplinary
dialogue and
create culture for
research by
conducting a
needs assessment,
building capacity
and crafting
training programs.
-Had given a professional development seminar to about 30-40 attendees
and there were afewgoodquestionsregarding.
-Created a faculty researcher training program and announced the
Saturdaysession.
-He had negotiated an LMIC membership rate from the premier ethics-
review and research capacity building professional organization in the US
(PRIM&R) to coverthe trainingof 25 TU personnel.
-Created procedures for a small grants program for faculty, a similar one
for Colleges, and one for creating professional associations and/or
conveningconferences.
-Created two policies: (i) grant management; and (ii) PI cash incentives if
awardeda grant allowingindirect.
-There is considerable confusion
on the rolesof DV&SP,IA,and IR.
-There was no support for best-
practices research training
seminars and cooperation from
onlyone College.
-The IT problems do not allow us
to access the PRIM&R system.
-Faculty feel too overburdened by
teaching/advising/curriculum
revision loads—or too

26. 26
uninformed about the process
and requirements of scholarly
activity—to participate in offered
programs.
-Expand
community
outreach
that is
locally &
nationally
relevant,
and
globally
competent.
*Foster
community
service using
Community-based
Participatory
Research (CbPR)
-Initiated a pilot formative CbPR study at Grand Cavalla using 2 int’l
studentsfromthe US and 4 CoHSstudentsfromTU.
Travelled to Barrabo with the College of Agriculture, & participated in
communitiesmeetingstoassessprospectsforCbPR.
-Lack of full cooperationand
coordination of some parties
involvedinthe project)
Increase
Revenue
Developand
project proposals
and apply for
extramural
fundingfrom
national and
international
partners /funding
sources.
-Submitted one funding proposal and have prepared two concept papers
withexternal partners.
-Initiated two (2) collaborations which required a US-based lead institution
have been ended due to the inability to put together the required partners
from the US-side—TU shares the blame for being unable to communicate
usingappropriate IT.
-Internal funding for pilot projects is the typical first-step in generating
data for an extramural award. I initiated a small-grants program for faculty
and Colleges(see above) andnoone applied.
-Had taken the lead on proposing cross-disciplinary “centers” of “focus”
groups to undertake research & outreach; specifically, on: CbPR, Climate
change & agriculture, Women’s Issues (EDR’s idea to create a center on
genderandsocial issues).
-The IT problem precludes
consistent success in building
international partnerships. It is
not possible to have video Skype
conferences to do partnership
building, one cannot not open
download large RFAs/ RFPs, one
cannot apply for awards requiring
online submission (many or most
use this format today) when
being constantly “disconnected”
fromTU network.
-Faculty do not have the
credentials to meet eligibility
requirements for most
extramural awards which allow
indirect(costrecovery).
-TU does not presently have the
institutional capacity in post-

27. 27
Preparedby:
DR. ROSEMARIE T. SANTOS
Director, Institutional Research
award accounting & grant
management to handle a
research award beyond about
$25-30k.
Develop
rich cultural
fabric of
diversity
Attract
International
Scholars and
Graduate Students
to undertake
research projects
and contribute to
the development
of a research
culture.
-Had brought in 2 int’l graduate students for a research project. I have
budgeted for and engaged 4 TU student counterparts on that project but it
appearsthere isno gasoline orvehiclestosupporttheirparticipation.
-For these project, I arranged a multi-lateral stakeholders brainstorming
meeting and dinner on health collaborations in Monrovia with these
invitees (representatives): (1) Clinton Health Initiative Country Director,
(2) MoSHW (n=4): Deputy Minister for Community & Preventive Health,
Rep from Environmental Division, Rep from Research Division, Rep from
Nat’l Malaria Control Program; (3) Finance Director of Cureamericas, an
health INGO; (4) Member of Nat’l HIV/AIDS Commission; (5) Director of
UL-PIRE, a local health NGO; (6) IU Center for Excellence Consultant on
Molecular Biology & Immunology (U Haw) seconded to ULiberia; and (7)
National CommissiononHigherEducation.
-Every aspect of the visit by int’l
students—thus far—has been
thwarted, from housing to
transportation, to gasoline, to
failure of invitees to attend
stakeholdermeetings.
-TU needs to create a
“welcoming” culture based on
the highly-renowned norms and
standards of traditional Liberian
society. We need to embrace
both int’l staff and int’l guests if
TU is to fulfil her mission of being
internationallyrelevant.