When I describe Bermuda College as an “engine for social mobility”, people often ask what I mean.

To me, it is straightforward: education remains the most reliable way for individuals to grow, advance and reach goals that may once have seemed distant. When you go to school, when you train and develop skills, you suddenly have access to opportunities that would otherwise remain closed.

Every community I have served has shown me the same truth, and I see it daily at Bermuda College. People come to us with hope — hope for better prospects, better preparation, better options — and our responsibility is to meet that hope with meaningful pathways.

That is the real purpose of the Bermuda College 2025-2030 Strategic Plan which was recently released. It is not simply a document; it is a commitment to Bermuda’s people.

When I arrived at the college in August 2024, it became clear that we needed a new road map. Our previous strategic plan had concluded in 2023, and with an accreditation visit scheduled for early 2026, we knew we had to articulate, clearly and confidently, who we are and where we intend to go.

The world is changing rapidly. Artificial intelligence alone is reshaping industry, work and learning in ways that will accelerate significantly over the next five years. A static plan, something rigid, sitting on a shelf, would quickly become irrelevant. This plan is different.

It has been intentionally designed to be “AI-proof”, not because it avoids technology but because it is anchored in six enduring themes that will hold true regardless of how tools and trends evolve.

These themes focus on academic quality and global competitiveness; student engagement and achievement; faculty and staff excellence; modern technology and infrastructure; organisational culture and accountability; and financial resilience.

These areas form the backbone of what any modern, community-serving institution must prioritise, and they give us the agility to adjust as new realities emerge. The plan will not be a once-a-year reference point. “It is going to be on the table every day”, as I’ve said, because that is the only way a strategic plan retains meaning.

One of the defining strengths of this plan is the breadth of voices that shaped it. We did not draft it in isolation. Instead, we invited feedback across the island. We went on radio programmes and asked the public to participate. We consulted students, alumni, faculty, staff, our board, employers and overseas partners. We ran focus groups, conducted surveys and sifted through a considerable amount of insight — tons and tons of information.

All of it mattered, and all of it helped form the direction we are taking. The plan reflects this broad ownership. And because of that, we are returning to every group that contributed, not just to thank them, but to show precisely how their voices will help shape the next five years for the college.

It is important to remember that Bermuda College is the island’s sole higher-education institution. Everything we do, therefore, extends beyond campus. It affects the entire island. For that reason, the strategic plan is not only relevant to the college; it matters profoundly for the future of education and workforce development in Bermuda.

The theme of academic and global competitiveness, for instance, outlines our aim to modernise programmes, ensure that learning aligns with industry and national priorities, expand real-world learning, and cultivate international partnerships, including articulation agreements with top-ranked universities.

These ambitions are about more than credentials; they are about producing graduates who can succeed locally and globally.

Equally important is the focus on student engagement and achievement. We want students to feel a sense of belonging the moment they arrive, to feel that this is a place where they are supported academically, socially and personally.

That means strengthening campus life, improving communication, expanding wellness and support services, and addressing the needs of adult and evening learners in ways that reflect the reality of Bermuda’s working population.

None of this is possible without exceptional faculty and staff. To achieve our academic goals, we need educators and professionals who bring world-class expertise and unwavering dedication. I often use the example of surgery: no one wants to hear that the people operating on them are having an off day, bringing their C-game. Likewise, in education, we must bring our A-game every day.

That philosophy underpins our commitment to professional development, performance review systems, succession planning and leadership pipelines that strengthen the college’s talent from within.

The plan also recognises the urgent need to modernise technology and infrastructure. Many of our buildings are decades old. To provide the learning experience our students deserve, we must invest in upgrades — wider wi-fi coverage, more computer labs, digital textbooks, improved accessibility features, enhanced fitness and wellness spaces, and other modern facilities.

These improvements are essential not only for academic reasons, but for creating an environment where students feel valued and equipped.

A strong institution requires a strong organisational culture, and that is why the plan emphasises accountability and service. We want every member of the college community to respond to needs with urgency, to communicate effectively, and to centre students in every decision.

That includes developing consistent data practices, improving onboarding, raising service standards and engaging meaningfully with the community we serve.

Finally, the plan speaks to the necessity of financial resilience. It is one thing to know what needs to be done; it is another to have the resources to do it.

The plan sets out a clear direction for strengthening partnerships with the Bermuda College Foundation, diversifying revenue, improving systems and ensuring that financial decision-making aligns with our mission.

Some may look at the plan and see a list of key performance indicators, timelines and targets. While those metrics matter, they are secondary to what the plan represents. To me, this strategic plan is a promise — a promise that when students come to Bermuda College with hope, we will meet that hope with opportunity; that we will adapt to change with agility; and that we will hold ourselves accountable for delivering the best possible education to Bermuda. It is a commitment to the island’s future.

As we prepare for our accreditation visit early next year, this plan will serve as a cornerstone of how we demonstrate our vision and readiness to external evaluators. But accreditation is not the ultimate goal.

The true measure of success will be the lives changed, the pathways opened and the contributions our graduates make to Bermuda over the next five years. The plan is not simply a road map; it is momentum.

Bermuda College stands at an important moment, 50 years after its founding, and with this plan guiding us, we move forward with purpose, partnership and determination to innovate, inspire and make an impact that lasts.

• David Sam, PhD is president of the Bermuda College