POLYTECHNIC OF NAMIBIA STRATEGIC PLAN PSP – 4 28 NOVEMBER 2012 Neavera Olivier
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Transcript of POLYTECHNIC OF NAMIBIA STRATEGIC PLAN PSP – 4 28 NOVEMBER 2012 Neavera Olivier
POLYTECHNIC OF NAMIBIASTRATEGIC PLAN
PSP – 4
28 NOVEMBER 2012
Neavera Olivier1
DISCUSSION POINTS
1. Importance of the Plan
2. Planning Model and Themes
3. Planning Assumptions
4. Timelines
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PSP - 4
Fourth Strategic Plan of the Polytechnic of Namibia
1. PSP - 1 1999 – 20032. PSP – 2 2004 – 20083. PSP – 3 2009 - 20134. PSP – 4 2014 – 2018
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PLANNING CYCLE
1. 5-year cycle : Strategic
2. 1-year cycles: i) Annual Assessment ii) Annual Action Plan
iii) Annual Budget iv) Annual Report v) Mid-Term Review
3. Tactical Plans – Less than a year4
WHY PLAN
I. Creates a shared vision for the best possible
future
II. Provides focus and direction
III. Facilitates growth and development
IV. Enhances ownership
V. Encourages proactive thinking by all
VI. Breaks down resistance to change
VII.Enhances communication across the institution
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WHO IS RESPONSIBLE FOR THE PLAN
o Rector: Owner
o Director: PIR - Facilitates Process
o Deans: Schools / Plans
o HOD’s: Departmental Plan
o Directors
o Managers
o PPC – Overall Planning6
STRATEGIC PLANNING MODEL DRIVEN AT 3 LEVELS
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POLYTECHNIC PLANNING COMMITTEE
1. Rector
2. Vice-Rectors
3. Registrar
4. Chief Librarian
5. Director: Institutional Advancement
6. Director: Facilities
7. Director: Planning & International Relations
8. Dean of Students 8
POLYTECHNIC PLANNING COMMITTEE
TERMS OF REFERENCE
1. To oversee the overall strategic direction, physical planning and development of the Polytechnic;
2. To recommend the approval of the Development Master Plan(s) to the Executive Committee;
3. To develop and monitor the implementation of the institutional strategic, academic and research plans;
4. To table the recommendations of the Planning Committee to the Executive Committee for approval.
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THEMATIC CROSS-FUNCTIONAL WORKGROUP
1. What?•Established by the Rector to ensure the strategic issues identified by the campus community (are addressed during the PSP-4 period)
2. Where do issues come from?•Issues were identified in June 2012 Survey
3. Who are 20 members?•1 Chairperson•1 Deputy Chairperson•2 Faculty members per school (14)•4 Staff representing different administrative departments
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STRATEGIC THEMESProvisional Theme Thematic
ClusterWork Group Name
Quality Teaching, Learning and Research 1 Teaching, Learning and Research
Student Orientation & Service Excellence 2 Student Centeredness
Financial Sustainability 3 Institutional SustainabilityInstitutional Capacity, Infrastructure &
ResourcesEffective Strategic Partnerships & Stakeholder Relations 4 Stakeholder Relations &
PartnershipsInternationalisation
Effective Community Engagement
Governance, Management & Culture 5 Governance & Management
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School / Department / Unit Plans
Schools / departments / units and centres will develop their plans at the same time:
I. Self study
II. Environmental analysis
III. Unit Plans
Deans / HODs / Directors / Managers to lead the
exercise
All staff to be engaged
Weekly meetings: February and March 201312
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Comments on Model
?
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PRINCIPLES FOR STRATEGIC PLANNING
1. Open & Honest
2. Transparent
3. Inclusive
4. Bottom-up process
5. Reflective, creative, analytical
6. Factual and substantial 15
APPROACH TO THE PLAN
Rational Planning
1. Focus on vision: premier university of technology/science and
technology
2. Consolidation for improved performance, quality and
operational excellence
3. Defined expansion:
- Focus on:
i) STEM areas
ii) Postgraduate qualifications
iii) Professional qualifications16
PLANNING ASSUMPTIONS
The Polytechnic of Namibia:
•Is a university of technology/science & technology
•Is an internationalized university:
• Qualifications offered to the region
• Strong research partnerships
• Active networking
• International expansion focussed in niche areas
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COMPARISON OF TYPES OF UNIVERSITIES
University of Technology Traditional University
1. Research active to inform teaching – seeking an international teaching reputation
Research intensive – seeking an international research reputation
2. Curriculum development around the graduate profiles defined by industry and professions
Curriculum developed around the academic constructs of the disciplines
3. Focus on strategic research, applied research, research into professional practice
Focus on pure or “blue skies” research
4. Multi-level entry and exit points for students
Focus predominantly on degree and post-graduate level study
5. Concerned primarily with the development of vocational/professional education
Concerned to some extent with higher education as an end in itself
6. Technological capabilities as important as cognitive skills
Cognitive skill more important than technological capabilities
7. Seeking to develop and embrace new technologies and crafts
Acts as a repository of historical knowledge and craft as well as integrating the new
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FUTURE CHALLENGES
• Quality and academic excellence
• Faculty recruitment / talent
• Responsiveness to change
• Maintaining close relations with Government,
private sector and the community
• Funding
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DRIVERS OF CHANGE
Digital technologies (and their impact on higher education)
Access to knowledge
Global mobility of students and faculty
Industry partnerships (will deepen)
Funding
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Desired PSP – 4 OUTCOMES
• A lean business model – focus on core business
• Highly competitive programmes (offered in region)
• Vibrant partnerships
• Efficient student support structure
• Ranked amongst the top 5 universities of technology
in Southern Africa and top 400 in the world (THE
ranking)
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Comments on Assumptions and
Timeline
?
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THANK YOU!
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