STRATEGIC PLAN 2019 - 2024 - University of Namibia

STRATEGIC PLAN2019 - 2024

List of Abbreviations

Remarks by Council Chairperson

Executive Summary

Environmental Scan

High Level Statements

Strategic Themes and Objectives

Strategic Map

UNAM Scorecard Matrix

Budget

Monitoring & Evaluation of the Strategy

LIST of TAbLES

Table 1: SWOT Analysis

Table 2: Themes, strategic objectives and strategic issues

Table 3: Scorecard matric

LIST of fIGuRES

Figure 1: Macro and micro environment

Figure 2: Stakeholders

Figure 3: Customers

Figure 4: Stakeholder Needs

Figure 5: Strategic map

Figure 6: Alignment by Cascading to Different Tiers

Figure 7: Organisational Alignment by Cascading Scorecards

35

35

09

22

35

36

23 09

22 09

14 08

12

08 23

07 15

06 10

04

TAbLE of CoNTENTS

AA Academic Affairs

AB Already budgeted for

AFRM Administration, Finance and Recourse Mobilisation

BI Business Intelligence

BSC Balanced Score Card

CDM Clean Development Mechanism

GBV Gender Based Violence

GHG Greenhouse Gas

HEMIS Higher Education Management Information System

IR Institutional Research

KRA/KPA Key Result Area/ Key Performance Area

KPI Key Performance Indicators

MHETI Ministry of Higher Education and Training and Innovation

M&E Monitoring and Evaluation

MOU Memorandums of Understanding

NDP5 5th National Development Plan

NIS National Industrial Strategy

OHS Organisational Health and Safety

PMS Performance Management System

PVC Pro Vice Chancellor

REDD Reducing Emissions from Deforestation and forest Degradation

RID Research Innovation and Development

SME Small and Medium Enterprise

SWOT Strength, Weaknesses, Opportunities and Threats

UNAM University of Namibia

UNFCCC United Nations Framework Convention on Climate Change

VC Vice Chancellor

VCMC Vice Chancellor’s Management Committee

WIL Work Integrated Learning

LIST of AbbREvIATIoNS

STRATEGIC PLAN 2019 - 2024 4

The University of Namibia (UNAM) was established

by an Act of Parliament, Act 18 of 1992 to be the

premier national University tasked with providing

quality research, training and innovation to all corners

of the country in accordance with Government’s

decentralisation of tertiary education efforts.

Ushering in a new era under the astute leadership

and guidance of the new UNAM Vice Chancellor,

Prof. Kenneth K Matengu directed the revision of the

corporate Strategic Plan, setting the direction of the

institution for the next 6 years to ensure accountability

at all levels of the institution. The UNAM Council

shares in the optimism of the new plan and has

confidence in the institution together to achieve the

strategic objectives. Developed in an inclusive and

participatory manner, this Plan has been devised to

enrich the experiences of students, staff and indeed,

the University’s key stakeholders and customers. As the

University moves into a new and exciting era and as

it advances innovation and strengthens its academic

programmes, the Strategic Plan captures key national

priorities and positions UNAM to be a truly global

player in education, training and development.

In spite of the existing challenges, the University Council

is committed to the successful execution of the Plan.

The institution is delighted at the achievements it has

made in the previous Strategic Plan as laid out in the

respective annual implementation reviews. Through

this plan, the institution will thus increase collaboration

with the industry to positively impact the economy of

Namibia by driving innovation, making its research

competitive and boosting Small and Medium

Enterprise (SME) development, while ensuring social

and economic development impact.

1. REmARkS by CouNCIL ChAIRPERSoN

Sam ShivuteChaiperson:University Council

6 UNIVERSITY OF NAMIBIA

On the threshold of a promising new decade and

ever mindful of the challenges in realising Namibia’s

Vision 2030, the opportune time is now for UNAM to

consolidate its strengths, build on the University’s

accomplishments and redoubling efforts together

with Government.

This Strategic Plan aims to ensure that all efforts of

UNAM are aligned towards our common purpose

of eliminating inefficiencies and increasing

performance. The implemented quality standards

and cost-effectiveness of the University’s academic

programmes and management structures take into

account the World Economic Forum’s 2016 report

titled “The Future of Jobs and Skills: Employment,

Skills and Workforce Strategy for the Fourth

Industrial Revolution”, Vision 2030, the 5th National

Development Plan (NDP5), the industrialisation

and growth at home policies of our government.

With this new strategy the University envisions “to

be a sustainable international hub of excellence in

higher education, training, research and innovation

by 2030”.

Ultimately our objective is to create a stronger, more

cohesive University ready to tackle complex 21st-

century challenges, technologies and maximise on

the benefits of the 4th Industrial Revolution. We have

less than 11 years to achieve this vision. We shall

become a University that is internationally robust,

resilient and one that is anchored on solid values so

as to support and enable national development.

How shall we achieve our University Vision, Mission

and Strategy? We shall do so based on the

University’s five key Strategic Themes of Institutional

Sustainability, Translational Research, Innovation

and Enterprise Development, Education and

Graduate Employability, Community Engagement,

Environmental Sustainability and Social Relevance,

and Institutional Planning and Internationalisation.

Individually and collectively, we must now future-

pace ourselves and imagine how UNAM will look

by 2030. We will work together to achieve it by

making necessary adjustments on how we conduct

business. Our institutional values are integral part of

this effort.

To this end, the corporate strategic objectives will

be cascaded into three (3) year divisional business

plans. The divisional plans will also be cascaded

into annual management plans. Deans and

Directors will include all their operational initiatives

in their plans and feedback to Pro-Vice Chancellors

(PVC’s) on a monthly basis. Our operations at faculty

and directorate levels shall be geared towards

realising specific objectives in academic faculties

and centres, and administrative directorates. Such

objectives will contribute to work enhancements

towards realising objectives at Divisional levels. It is

only through hard work and commitment that we

will make UNAM an institution to reckon with.

Having agreed upon the desired future state of

the Institution, the Vision was split into five strategic

themes. The themes are the pillars of excellence

and thus define the high level strategic thrusts the

institution shall pursue to achieve the vision. They

affect all four balanced scorecard perspectives

(financial, customer, internal process, organizational

capacity). Golden threads are established through

the process of clustering all strategic issues in the

Strength, Weakness, Opportunities and Threats

(SWOT) analysis. This way, all identified issues in the

environmental scan shall be addressed through

the balanced scorecard matrix. The scorecard

matrix contains all twenty objectives, fifty-four

Key Performance Indicators (KPI’s), performance

targets, one hundred and eleven strategic

initiatives and financial resource estimates to the

amount of N$ 4.5 billion. The strategy is summarised

in a strategy map. The monitoring and evaluation

of the plan will be integrated into the performance

management system.

2. ExECuTIvE SummARy

7STRATEGIC PLAN 2019 - 2024

3.1 mICRo ANd mACRo ECoNomIC ENvIRoNmENT

The macro and micro-environmental factors affecting the University are identified and listed in figure 1 below.

These present a summary of opportunities and challenges within our environment.

Figure 1: Macro and micro environment

Our Institutional Research section in the Directorate of Strategic and Institutional Planning gathered information

about the external world, competitors and internal factors. As with other Institutions of Higher Learning, the

Directorate systematically undertake institutional surveys including interpreting relevant data to identify the

SWOT. The detailed Environmental Scan is inclusive of the Micro and Macro analysis and the Stakeholders Need

Analysis contained in the subsections below. The strategic issues are also listed in subsection 3.3.

3. ENvIRoNmENT SCAN

THE INSTITUTION

MACRO ENVIRONMENT

Economic forces

Socio-Cultural Forces

Political/Legal Regulatory Forces

Technological forces

Environmental Forces MICRO ENVIRONMENT

Special Interest Groups

Communities

Creditors

Customers

Governments

Stakeholders Employees / Labour Unions

Suppliers

Trade associations


3.1.1 STAkEhoLdERS NEEd ANALySIS

UNAM exist to satisfy the needs of stakeholders, it is therefore cardinal that we interrogate and understand

their needs. All interested parties (stakeholders) are identified inclusive of what is needed from the University.

The Stakeholders are identified in Figure 2, while customers are identified and categorised in Figure 3. The list of

services and products required from the University is also identified. Figure 4 lists and categorises all stakeholders

including their needs and wants.

Figure 2:

Stakeholders

Figure 3:

Customers

Figure 4:

Stakeholders

needs

Stakeholders Identified

• Students, Employees, Community etc.• Parent Ministries of Education and Higher Education, NCHE, NQA etc.• Faculty related sectors(Health sciences, Clinical teaching facilities, Engineering Council, Law societies etc.)• Partners(bilateral and multinational)• Regional and International Bodies(SADC,UN, etc.)

Identified Customers

Primary Customers: • Students

Services and products • Higher Education

Secondary Customers• Employees • Central Government• Regional and Local Authorities• Community in general

• Services and products • Graduating students• Research services/activities• Extension services• Community engagement services

Identified Customers

Customers needs: • Students : • Quality Education(Fit for purpose)• Academic support programmes• Industry related courses• Competitive tuition fees

Stakeholders needs • Employers: • Quality graduates, • Government: • Quality graduates and research outputs, • Staff: • Good working environment

Customers wants: • Students: • Conducive learning environment Psycho-social

support programmes

Stakeholders wants • Government: Research output and

consultancy assistance• Employees: Conducive working environment.

Community: Positive impact on society/community

Stakeholders: Anyone who has an interest in the outputs and outcomes of the institution

Customers: Direct beneficiary of our institution’s product or services. Sometimes customers can be segmented into Primary & Secondary Customers.

Customers/Stakeholder need analysis: Determinig what services/products customers/stakeholders require to receive from the institution.

Primary Customers

Secondary Customers Stakeholders

Primary Customers


Primary Customers



•Highconcentrationofbrainpowerinthe

country

•Widephysicalpresenceinthecountry

•Diversifiedacademicprograms

•WellrecognisedUNAMBrand

•Stableinstitutionalleadership

•Welldiversifiedteachingandlearning

modes

•Mostofacademicprogrammes

registered on the National Qualification

Framework (NQF)

• Poorethicandorganisationalculture• Uncoordinatedimplementationofstrategy• Heavyrelianceonthefirststreamincome(Government

subsidy)• Weakoperationalprocessesandsystems• Insufficientspacetocaterforthehighenrolment• Inadequatetechnologiestoaidprocessesand

management system• Agingandinadequateinfrastructureandfacilities.• Lowresearchoutput• Insufficienthumancapitalincertainacademicareas• Highworkloadandoverloadedcurriculum• Underperformanceofstaffmembers• Lowcompletionrate• Inadequateimplementationofgovernanceprocesses,

rules and procedures• Lackalignmentoftheorganizationalstructureto

strategy• Outdatedinstitutionalstructure• LackofBusinessIntelligence(BI)system• Inadequatesafetyandsecurity• Weakmarketingofresearchandinnovationoutputs• Inadequatefundingforresearchandinnovation• InsufficientWork-IntegratedLearning(WIL)• Absenceofresearchframeworktomonitorresearch

impact• Insufficientengagementofcommunitiesinsocialprojects• Lackofrepresentationoutsidethecountry• Insufficientinstitutionalgovernancemeasuresinplace• Insufficientelectroniclearningresources• InsufficientfinancialresourcesallocatedtoODL• Lackofleadershipdevelopmentprogramme• Lackofclimatechangemitigationandadaptation

initiatives

3.2 SWoT ANALySIS

The list of our strength, weaknesses opportunities and threats is provided in the 2x2 matrix below.

Table 1: SWOT Analysis

STRENGThS WEAkNESSES

oPPoRTuNITIES

• HighlevelGovernmentsupport

• Availabilityoffundingforprojects

aligned to high-level Government

initiatives.

• ActiveMoUswithotherInstitutionsand

industry

• Availablecollaborativeresearch

opportunities

• Continuingimprovementofacademic

programmes

• Massiveopportunitiesprovidedbythe

fourth industrial revolution

• Availabilityofexternalfunding

• Involvementofstakeholdersin

programme formulation

ThREATS

• CompetitionfromotherUniversities• DecliningGovernmentsubsidy• Continuingchangingdemandfromindustryand

stakeholders• Highnumberofqualifyingstudentapplications• Loweconomicperformance• PoorvisibilityofUNAMandparticipationatevents• Poorqualityofprospectivestudentintakes• Increasingcostofservicedelivery• Bureaucraticprocurementprocesses• Competitiveinstitutionalrankingenvironment


3.3 STRATEGIC ISSuES

Strategic issues respond to the fundamental policy questions or critical challenges affecting our mandates,

mission, values, stakeholders, resources, structure, processes, management, or product or service level and mix.

The thirty seven (37) strategic issues to be addressed in the next six years are listed below.

•Poorethicandorganisationalculture

•Uncoordinatedimplementationofstrategy

•Heavyrelianceonthefirststreamincome

(Government subsidy)

•Insufficientspacetocaterforthehighenrolment

•Weakoperationalprocessesandsystems

•Inadequatetechnologiestoaidprocessesand

management system

•Agingandinadequateinfrastructureandfacilities.

•Lowresearchoutput

•Insufficienthumancapitalincertainacademic

areas

•Highworkloadandoverloadedcurriculum

•Underperformanceofstaffmembers

•Lowcompletionrate

•Inadequateimplementationofgovernance

processes, rules and procedures

•Lackalignmentoftheorganizationalstructureto

strategy

•Outdatedinstitutionalstructure

•LackofBusinessIntelligence(BI)system

•Inadequatesafetyandsecurity

•CompetitionfromotherUniversities

•DecliningGovernmentsubsidy

•Continuingchangingdemandfromindustryand

stakeholders

•Highnumberofqualifyingstudentapplications

•Loweconomicperformance

•PoorvisibilityofUNAMandparticipationatevents

•Poorqualityofprospectivestudentintakes

•Increasingcostofservicedelivery

•Bureaucraticprocurementprocesses

•Competitiveinstitutionalrankingenvironment

•Weakmarketingofresearchandinnovationoutputs

•Inadequatefundingforresearchandinnovation

•InsufficientWork-IntegratedLearning(WIL)

•Absenceofresearchframeworktomonitorresearch

impact

•Insufficientengagementofcommunitiesinsocial

projects

•Lackofrepresentationoutsidethecountry

•Insufficientinstitutionalgovernancemeasuresin

place

•Insufficientelectroniclearningresources

•InsufficientfinancialresourcesallocatedtoODL

•Lackofleadershipdevelopmentprogramme

•Lackofclimatechangemitigationandadaptation

initiatives

The assessment of the previous Strategic Plan (2016 – 2020) was also done. The Strategy Performance Review

2016 – 2017 results is contained in Annexure 1. The environmental scan and performance assessment review

were pivotal in determining the high level goals and the overall 2019-2024 strategy.

4.1 uNIvERSITy of NAmIbIA’S mANdATE

“To provide higher education, undertake research, advance and disseminate knowledge, to provide extension

services, to encourage the growth and nurturing of cultural expressions within the context of the Namibian

society, to further training and continuing education, contribute to social and economic development of

Namibia, and to foster relationships with any person or institution both nationally and internationally”

From the University of Namibia Act of 1992 (Act 18 of 1992)

4.2 mISSIoN STATEmENT

To contribute to the achievement of national and international development goals through the pursuit of

translational research, quality training and innovation.

4.3 vISIoN STATEmENT

To be a sustainable international hub of excellence in higher education, training, research and innovation by 2030.

4.4 CoRE vALuES

The following core values define our code of conduct, behaviour, ethical guidelines, interactions and decision

making (hiring, promotion, relationships building etc.):

4 hIGh LEvEL STATEmENTS

The due diligence in completion of assigned tasks, while also taking responsibility for actions. UNAM identifies accountability with due diligence, transparency, responsibility and commitment as the key associated behaviours.

ACCouNTAbILITyRefers to fair and impartial treatment of colleagues, customers and stakeholders, regardless of differences. Fairness, patience, tolerance and embracing diversity are the key associated behaviours for equity.

EquITy

Refers to honesty and loyalty in our conduct with others and it is associated with key behaviours such as openness, trustworthiness, reliability and dependability.

INTEGRITyA commitment and dedication in relations with other people and competence in the work place. The key associated behaviours include excellence, effectiveness, ethical, kindness and politeness.

PRofESSIoNALISm


Having agreed upon the desired future state of

the Institution, the Vision was split into five strategic

themes, namely Institutional Sustainability, Translational

Research, Innovation and Enterprise Development,

Education and Graduate Employability, Community

Engagement, Environmental Sustainability and

Social Relevance, and Institutional Planning and

Internationalisation. These themes broadly represent

our “pillars of excellence”. They define what major

strategic thrusts we shall pursue to achieve our vision.

They affect all four balanced scorecard perspectives

(financial, customer, internal process, organizational

capacity). For purposes of validating our approach,

the strategic issues from the SWOT analysis in the

Environmental Scan were clustered. The themes are

derived from a cluster of strategic issues and objectives

contained in the SWOT analysis from the Environmental

Scan. Below are the five high level strategic themes with

associated Strategic Objectives to be accomplished.

In Table 2 the strategic issues are clustered according

to their relatedness. In the final analysis five themes

emerged namely Institutional Sustainability, Education

and Graduate Employability, Institutional planning

and Internationalisation, Community Engagement,

Environmental Sustainability and Social Relevance

and Translational Research, Innovation and Enterprise

Development.

5 STRATEGIC ThEmES ANd objECTIvES


Table 2: Themes, strategic objectives and strategic issues

ThEmE STRATEGIC objECTIvE STRATEGIC ISSuE

Inst

itutio

nal S

usta

ina

bili

ty

Improve administrative management Poor ethic and organisational culture Weak operational processes and systemsInadequate technologies to aid processes and management systemUnder performance of staff membersOutdated institutional structureInadequate safety and securityBureaucratic procurement processes

Improve strategic and financial planning Uncoordinated implementation of strategy

Lack alignment of the organizational structure to strategy

Improve corporate governance Insufficient institutional governance measures in placeLack of leadership development programme

Improve financial management Increasing cost of service delivery Increase Revenue Low economic performance

Heavy reliance on the first stream income (Government subsidy)Declining Government subsidy

Educ

atio

n a

nd G

rad

uate

Em

plo

yab

ility

Improve the quality of teaching and wider student learning experience

Aging and inadequate infrastructure and facilities.

Insufficient human capital in certain academic areas

High workload and overloaded curriculum

Low completion rate

Strengthen strategic relationships with business, industry and key stakeholders

Insufficient Work-Integrated Learning (WIL)

Improve open and distance learning Insufficient space to cater for the high enrolment

Insufficient electronic learning resources

Insufficient financial resources allocated to ODL

Inst

itutio

nal p

lann

ing

and

in

tern

atio

nalis

atio

n

Strengthen relations with strategic partners

Continuing changing demand from industry and stakeholders

Strengthen institutional research and business intelligence

Lack of Business Intelligence (BI) system

Improve academic and administrative planning

Inadequate implementation of governance processes, rules and proceduresCompetition from other UniversitiesHigh number of qualifying student applicationsPoor quality of prospective student intakes

strengthen UNAM brand and corporate image

Poor visibility of UNAM and participation at events

Improve internationalisation of the University

Lack of representation outside the country

Improve the ranking of University Competitive institutional ranking environment

Com

mun

ity

eng

ag

emen

t, en

viro

nmen

tal

sust

ain

ab

ility

and

so

cia

l rel

eva

nce Strengthen sustainable community

engagementInsufficient engagement of communities in social project

Improve social relevance and increase strategic social projects

Absence of research framework to monitor research impact

Strengthen mechanisms for climate change mitigation and adaptation

Tra

nsla

tiona

l Re

sea

rch,

In

nova

tion

and

Ent

erp

rise

D

eve

lop

me

nt Increase funding for research and innovation

Inadequate funding for research and innovation

Commercialise research and innovation outputs

Weak marketing of research and innovation outputs

Improve research and innovation productive capacity

Low research output


5.1 INSTITuTIoNAL SuSTAINAbILITy

Our context of Institutional Sustainability goes beyond

financial sustainability to also cover areas of operational

excellence and good corporate governance. With

respect to financial sustainability we will decrease

dependence on Government subventions. We shall

generate surplus income and prioritise financial and

strategic planning to accomplish the Vision and Mission

of UNAM. We realise that Government subvention and

student fees are our main sources of funding, and that

Government and students are our main customers

and beneficiaries of higher education services that

we provide. We shall decrease dependence on a

single source income through the commercialisation

of our intellectual property and assets as a way of

diversifying into other sources of revenue.

Financial sustainability will improve and support cash

flows, campus operations, infrastructure development

and facility maintenance and other necessary

customer support services. Financial sustainability

shall be achieved at all levels from the individuals to

management, by prioritising funding through strategic

planning and by cascading objectives to all levels of

the Institution.

The area of operational excellence covers aspects

of administration, management, process in place

relating to problem-solving, teamwork, and leadership

results in the ongoing improvements. It refers to our

process focusing on customers’ needs, keeping the

employees positive and empowered, and continually

improving the current activities in the institution.

Corporate governance on the other hand requires us

to balance the interests of all stakeholders with those

of the institution. Corporate governance will facilitate

effective, entrepreneurial and prudent management

that shall deliver the long-term success of the institution.

It also talks to how the intuitions will be directed and

governed by Council.

The expected strategic outcome for Institutional

Sustainability is a University with decreased financial

dependence on Government subventions, supported

by efficient and effective administrative and

management processes, and good governance

ethos in place. This theme has the following five

strategic objectives;

5.1.1 Improve strategic and financial planning

Our Strategic and financial planning shall supports

effective strategy execution. It is for this reason that we

adopted the Balanced Scorecard (BSC) approach to

financial and strategic planning, and performance

management. BSC shall provide the basis for

knowledge needed to make informed strategic and

operational decisions.

5.1.2 Increase revenue

The resources needed for the university to function

optimally are limited and are diminishing. State

funding of public universities have decreased and

expenses trimmed as much as possible. What remains

is for UNAM to devise and implement strategies to

raise revenue.

The first stream of income is primarily Government

subsidy. This is followed by income from tuition and

hostel fees. The source of third income comes from

research, consultancy and sundry income such as

rental, application, registration, library, fines etc. A

fourth income stream is expected to come from

Inceptus and other business ventures.

Therefore, UNAM will ensure full implementation and

operationalisation of the University’s commercial

entity (Inceptus) which serves as the trading body for

the commercialisation of UNAM intellectual property,

assets and business ventures. In the long-term, this

entity should significantly contribute to the financial

sustainability and stability of UNAM.

5.1.3 Improve administrative management

The university will improve the line of communication

for effective and timely decision-making, coordinate

actions for meeting goals and customer satisfaction

including personnel and remuneration issues and

periodic evaluations on institutional performances.

UNAM will institute measures to achieve improved

administrative management.

5.1.4 Improve corporate governance

The University will balance the interests of all stakeholders

by strengthening accountability and effective finance

planning. Poor and ineffective corporate governance

does not only affect the University financially but

also results in costly legal and reputational harms.


Accountability is one of the core values of UNAM,

as such UNAM will strive for detailed disclosure of

information and will provide proper account of our

financial situation, performance, ownership and

governance, relationship with shareholders and

commitment to business ethics and values.

UNAM will operate in a sound institutional environment

that satisfies external laws and regulations, competitive

markets and transparent auditing measures while

maintaining good internal governance that speaks

to diversified and competent board of directors,

stakeholders and management. Timely reporting

and the prioritisation of management risk will also be

adhered to.

5.1.5 Improve financial management

The university will improvement financial management

by maintaining healthy finances, streamlining

processes through the introduction of cost-saving

measures wherever necessary, and will ensure

achievement of on-time and unqualified financial

statements. To this end, UNAM shall follow accepted

financial administrative and management best

practices allowing the institution to function within

budgetary constraints and ensure financing of critical

operations, projects and programmes.

5.2 TRANSLATIoNAL RESEARCh, INNovATIoN ANd ENTERPRISE dEvELoPmENT

To maximise the benefits of the Fourth Industrial

Revolution and to address 21st-century challenges,

UNAM commits to translate research and innovation

into enterprise. UNAM aims at transforming into a

research based, translational and innovative University

that applies best practices in the development of

enterprise.

The expected strategic outcome for this theme is a

University research and innovation directed to 21st-

century challenges that maximise on the benefits of

the 4th Industrial Revolution in the context of Namibia.

This theme has the following three strategic objectives;

5.2.1 Commercialise research and

innovation outputs

New enterprising ideas and commercial opportunities

for research and innovation will be identified,

developed and incentives introduced in fostering

entrepreneurship. The commercialisation of University

research and innovation outputs and intellectual

property such as patents and copyrights will be

developed and marketed as quality products and

sold for profit to increase third stream income.

5.2.2 Improve research and innovation

productive capacity

UNAM undertakes to upgrade and improve the

University’s facilities, laboratories and equipment

in order to incubate and develop promising new

research, enterprising and innovative ideas and 21st-

century technologies required by the economies of

the Fourth Industrial Revolution. It is expected that

this will contribute positively to translational research,

innovation and enterprise development outcomes.

5.2.3 Increase funding for research and innovation

UNAM will make additional budgetary provisions and

endeavours to increase successful grant proposals

and applications. It further commits to use increased

funds to promote research and innovation outputs

expected of a leading higher education institution in

the country.

5.3 EduCATIoN ANd GRAduATE EmPLoyAbILITy

With its multi-campus system the University will continue

to provide equitable access to higher education.

Accordingly, the University will strive for internal

efficiency by analysing the relationship between

input (enrolment, programmes etc.) and output

(graduation, products etc.) by putting measures

in place to manage enrolment, reduce student

repetition, increase graduation, improve academic

programming and manage enrolment planning

based on available resources, facilities and physical

space. Efforts will be made to address challenges

related to education and student employability.


The University will make every effort to increase

stakeholder and customer engagement in project

and programme development as well as increasing

student participation in the workplace to enhance

employability after graduation.

The expected strategic outcome for this theme is that

UNAM will continue to provide quality education and

simultaneously increase graduate employability. This

theme has the following three strategic objectives;

5.3.1 Improve the quality of teaching and wider student learning experience

To sustain University growth, increasing numbers of

the best and qualifying students must be attracted

and accommodated in terms of international

higher education space norms without neglecting

universal access provisions, quality of education,

training and research to ultimately increase graduate

employability.

For staff and students to enjoy their learning and

teaching experience of world-class state-of-the-

art campuses, infrastructure and hostels UNAM

endeavours to develop and maintain such facilities.

Furthermore, providing excellent support services

improves the overall teaching and learning

experience and enhancing sporting, cultural and

social engagements increases the enjoyment and

satisfaction of students. UNAM will address related

challenges that may hinder the realisation of quality

teaching and wider student experience.

5.3.2 Strengthen strategic relationships with business, industry and key stakeholders

The University serves public and private sectors

in producing the next generation of specialists,

professionals, researchers and entrepreneurs.

Therefore, close ties and strategic partnerships will

be developed and maintained with the business and

industry sectors as well as key local and international

stakeholders to ensure programme and research

relevancy and graduate employability. To this end,

UNAM will strengthen strategic partnerships with

business, industry and other key stakeholders.

5.3.3 Improve open and distance learning

The challenges facing the University such as diminishing

resources and physical space are impacting higher

education, and demand interventions to enhance

broader participation. Therefore, the university will

continue to advance technology discoveries, carefully

planned programme development and informed

enrolment planning, and thus make provisions to

higher education access through Open and Distance

Learning (ODL). Through a cohesive planning process,

UNAM will promote an agenda of wider higher

education participation and will also ensure that the

massive student participations is translated into a

satisfactory programme success.


5.4 CommuNITy ENGAGEmENT, ENvIRoNmENTAL SuSTAINAbILITy ANd SoCIAL RELEvANCE

Increasingly worldwide there is awareness and

consensus that community engagement is an essential

social responsibility of tertiary institutions and a core

function alongside research and learning. Therefore,

outreach of UNAM to the public, industry, alumni and

stakeholders must increase committedly and existing

relationships expanded. UNAM as an engaged

University with its teaching, training, learning, research

and innovative capacity is able to make a meaningful

contribution to the development of communities within

and beyond our borders. For this reason the university

commits to enter into collaborations and partnerships

that are aimed at building and exchanging

knowledge, skills, expertise and resources with other

universities as well as other key stakeholders and

customers particularly, Government, staff, students

and the community.

Furthermore, UNAM will strive for social relevance in

the community by deploying scholarly expertise and

resources to engage with communities within the

context of reciprocal engagement and collaborative

partnerships.

The expected strategic outcome for this theme is that

UNAM shall contribute to the creation of a responsive

and accountable society guided by moral, economic

and social imperatives and ascribes to fundamental

aspects of life-long learning, knowledge creation

and community empowerment. This theme has the

following three strategic objectives;

5.4.1 Strengthen sustainable community engagements

UNAM will take stakeholders’ aspirations into account

during design, development and delivery of envisaged

programmes. The University will further ensure that

knowledge creation, production, applicability

and practicality are key to sustainable community

engagements.

5.4.2 Improve social relevance and increase strategic social projects

With its 12 fully fledged University campuses and regional

centres across the country, UNAM perform strategic

functions in the development of Namibia and as such it physically transform the surrounding environments,

neighborhoods, cities, and regions through modern,

state-of-the-art investments, construction, landscaping

upgrades and social networking capacity which create

employment opportunities, support the service industry

and sustain local economic development.

UNAM is endowed with the necessary social networking

connections, information infrastructure, technical

know-how and corporate reputation, teleconferencing

capacities, strategic social projects nationwide and

occupies a central role in the social stratum of the

country. Not only through disseminating knowledge and

creating awareness, but equally by applying resources

at its disposal strategically to mutually beneficiate

collaborations with national and international partners

which make an impact even in faraway communities.

5.4.3 Strengthen mechanisms for climate change mitigation and adaptation

UNAM is part of the global community that holds the

view that innovative mechanism for climate change

mitigation and adaptation should be now more

than ever at the centre of research. Our institutional

environment is best setup to contribute to such effort

through research and innovation. The university

has necessary human capacity to make a global

contribution in finding scientific solutions and reducing

vulnerabilities.

Through advanced scientific technologies and

research capabilities, UNAM will promote and support

contributive efforts of Clean Development Mechanism

(CDM), Reducing Emissions from Deforestation and

forest Degradation (REDD). The University will also be

engaged through other internationally recognised

legally binding obligations and initiatives such as; the

formulation, implementation of policies; monitoring

and evaluation of climate change periodically

reports; development of climate change response

plans; promote and cooperate in the development,

application, diffusion and transfer of Greenhouse Gas

(GHG) emission mitigation technologies, practices

and processes; support research and systematic

observation organisations, networks and programmes

on climate change; and develop and implement

education, training and public awareness programmes

on climate change.


5.5 INSTITuTIoNAL PLANNING ANd INTERNATIoNALISATIoN

Current global markets are placing emphasis on graduates from higher learning institutions to have intercultural skills to be able to interact globally. UNAM will incorporate intercultural and international dimensions into the curriculum, teaching, research and extracurricular activities to help students to develop international and intercultural skills. UNAM will also merge available competencies, resources and innovative abilities into a well-recognised brand, not only in terms of services rendered but also recognition in global ranking, thereby enabling international involvement and investment in human resources, capital and infrastructure development. Through internationalisation UNAM will enhance global awareness of staff and students thus enhancing its educational systems, research and innovation through collaborations and partnerships. Research information and innovation activities will also become international investment opportunities.

The expected strategic outcome for this theme is a University with a timeous, and responsive institutional planning system which provides evidence for decision making. This includes improved international networking, and communication that attracts international investment in order to achieve the set objectives and ideals and aspirations of the institution, including our ranking profile. This theme has the following six strategic objectives;

5.5.1 Strengthen UNAM brand and corporate image

The UNAM image has grown massively over the past years with many international recognitions leading to hundreds of Memorandums of Understanding (MOU’s) signed with other national and international partners. UNAM has witnessed a growth trajectory in attracting international professionals and scholars and UNAM looks set to maximise its brand and corporate image in this regard.

5.5.2 Improve academic and administrative planning

Academic and administrative planning are key aspects that will ensure a continuous and sustainable operation of the University. The corporate plan espouses strategies and desired outcomes for the institution at divisional levels, along with progress review practices and change in management policies. The establishment and

institutionalisation of a resource governance procedure shall guide programme development processes, space allocation and capital project development is one of the initiatives the University commits to improve and integrate both academic and administrative planning and thus ensuring sustainable operations.

5.5.3 Strengthen institutional research (IR) and business intelligence (BI)

Data is one of the most important intellectual property assets of any institution. The university will continue to commit resources for institutional research and business intelligence to increase and strengthen its capacity for decision making and process efficiency. UNAM will create an enabling environment for the acceleration and improvement of decision making, by optimising internal processes and increasing efficiency within the organisation.

5.5.4 Strengthen relations with strategic partners

Our vision is tailored to contribute, directly or indirectly, to the national goals and vision for 2030. Over the years, UNAM has developed a wide range of mutually beneficial partners with strategic collaborators that share the same goals and values of contributing to the national goals. Therefore, the university will continue to develop and strengthen its pool of strategic partners to further contribute to the national development goals.

5.5.5 Improve the ranking of University

The University will improve its ranking through quality publications, high citation index, and high impact factor index in journal articles. Our ranking aspirations will further be achieved through a multidimensional perspective on university performance in terms of attracting worldwide students, academics, curricular competiveness and collaborators. The university is determined to emphasise data integrity and centralisation for international ranking purposes.

5.5.6 Improve internationalisation

In today’s age of increasing globalised knowledge and technology, multiculturalism and interconnected social networks of global awareness are increasingly viewed as major and sought-after assets which increase the international standing of Universities. UNAM will increase enrolment in the exchange staff and students, research collaboration and employing skilled expatriates. The university will attend to global challenges through fostering international partnerships and participation in international projects and programmes.


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The total strategic budget for the period 2019-2024 is N$ 4 553 080 000.00. To develop and implement the envisioned

programs, projects and plans, the University shall focus on income diversification and commercialisation of own

assets.

Monitoring and evaluation (M&E) aims to improve

performance and the achievement of results by

looking at how we progress towards the attainment

of the strategy. Our aim in this regard is to improve

current and future management of outputs, outcomes

and impact towards the realisation of becoming a

“sustainable international hub of excellence in higher

education, training, research and innovation by 2030”.

For the purpose of leveraging synergies and achieving

breakthrough results both vertical and horizontal

alignment to strategy shall be ensured. UNAM Council

retains the oversight responsibility and units within the

university will formulate business plans for purposes of

cascading the corporate plan.

The corporate plan shall be cascaded to three-year

divisional business plans which in turn will be cascaded

to one-year faculty and directorate plans. Personal

scorecards will be developed for all individual staff

members in the institution. To cement this, individual

performance shall be managed through the signing

of performance agreements between supervisors

and their direct reportees. To curtail red tape and

bureaucracy, the PVCs will account for the execution

of action programmes by units within their arcs

of operation. Golden threads and alignment are

established by linking Key Result Areas (KRAs) and KPIs

right through to the lowest levels of the organisation.

The personal score cards will have personal KRAs and

KPIs aligned to corporate level objectives. This process

is clearly demonstrated in figure 6 and figure 7 below.

Figure 6 show how cascading to different tiers will take

whereas figure 7 shows how the score cards in the

respective tiers will take place. Furthermore, the two

figures also outline how performance will be managed

and cascaded to lower units and individuals.

This will done by undertaking strategy performance

analysis using performance measurement software.

The performance software will extract performance

data from existing operation systems, while other

performance data will be computed directly

into performance software system. The software

thus process and analyse the data and produce

performance indicator results for decision making.

8 budGET

9 moNIToRING ANd EvALuATIoN of ThE STRATEGy

Figure 6:

Alignment by Cascading

to Different Tiers

Adapted from: Balanced

Scorecard Institute,

Strategy Management

(2012)


In our context, alignment by cascading the balanced

scorecard implies translating the corporate-wide

scorecard (Tier 1), down to Tier 2, which are the divisions

headed by PVC’s, Tier 3 which are the faculties,

academic centres, administrative directorates and

other support units, including individuals in these units.

Alignment of scorecards (business units) shall improve

accountability through objective and performance

measure ownership, and desired employee behaviours

will be incentivized through recognition and rewards.

Cascading our strategy shall focus the entire institution

on strategy and in the same vein create line-of-sight

between the work people do and high level desired

results. As the management system is cascaded

down through the institution, objectives will become

more operational and tactical, as do performance

measures. In this way, accountability will improve as

ownership is emphasised at each level. Emphasis on

results and the strategies needed to produce results

shall be communicated throughout out the entire

Institution.

Figure 7:

Organisational

Alignment by Cascading

Scorecards

Adapted from: Balanced

Scorecard Institute,

Strategy Management

(2012)


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STRATEGIC PLAN 2019 - 2024 - University of Namibia

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