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
8 UNIVERSITY OF NAMIBIA
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
Secondary Customers Stakeholders
Primary Customers
Secondary Customers Stakeholders
9STRATEGIC PLAN 2019 - 2024
•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
10 UNIVERSITY OF NAMIBIA
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
12 UNIVERSITY OF NAMIBIA
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
14 UNIVERSITY OF NAMIBIA
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
15STRATEGIC PLAN 2019 - 2024
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.
16 UNIVERSITY OF NAMIBIA
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.
17STRATEGIC PLAN 2019 - 2024
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.
18 UNIVERSITY OF NAMIBIA
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.
19STRATEGIC PLAN 2019 - 2024
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.
20 UNIVERSITY OF NAMIBIA
Our
Str
ate
gy
Ma
p d
iag
ram
de
scrib
es
how
we
sha
ll c
rea
te v
alu
e b
y lin
king
all
the
20
stra
teg
ic o
bje
ctiv
es
in a
ca
use
and
eff
ec
t re
latio
nshi
p.
The
fiv
e (
5) t
hem
es
rep
rese
nt t
he v
alu
e t
hat
will
be
de
live
red
to
all
our
sta
keho
lde
rs.
It is
a g
rap
hic
al p
rese
nta
tion
de
pic
ting
the
UN
AM
str
ate
gy
on
a s
ing
le p
ag
e,
and
ac
co
rdin
gly
sho
ws
how
we
sha
ll na
vig
ate
the
terra
in to
wa
rds
the
“su
sta
ina
ble
inte
rna
tiona
l hub
of e
xce
llenc
e in
hig
her e
duc
atio
n, tr
ain
ing
, re
sea
rch
and
inno
vatio
n b
y 20
30“.
The
UN
AM
Str
ate
gy
Ma
p is
pre
sent
ed
be
low
.
6 ST
RATE
GIC
mA
P
Stra
tegi
c T
hem
e: In
stitu
tiona
l Pla
nnin
g A
nd In
tern
atio
nalis
atio
n
Cus
tom
ers
Fina
ncia
l
Inte
rnal
Pro
cess
Inst
itutio
nal
Cap
acity
Impr
ove
adm
inist
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anag
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t
Impr
ove
stra
tegi
c an
d fin
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lann
ing
Impr
ove
finan
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man
agem
ent
Incr
ease
reve
nue
Stre
ngth
en st
rate
gic
rela
tions
hips
with
bus
ines
s, in
dust
ry a
nd k
ey s
take
hold
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Impr
ove
the
qual
ity o
f tea
chin
g an
d w
ider
stud
ent l
earn
ing
expe
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e
Stre
ngth
en su
stai
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mm
unity
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Incr
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for r
esea
rch
& in
nova
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Com
mer
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sear
ch a
nd in
nova
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outp
uts
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ove
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arch
and
inno
vatio
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oduc
tive
capa
city
Stre
ngth
en in
stitu
tiona
l res
earc
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) and
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ove
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Stre
ngth
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NA
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and
stre
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imag
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ove
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and
adm
inist
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anni
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Impr
ove
soci
al re
leva
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and
incr
ease
stra
tegi
c so
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pro
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s
Stra
tegi
cTh
emes
Inst
itutio
nal S
usta
inab
ility
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nd G
radu
ate
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slatio
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n A
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nter
prise
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omm
unity
Eng
agem
ent,
Envi
ronm
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l Su
stai
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lity
and
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al R
elev
ance
Professionalism
Integrity
Equity
Accountability
CO
RE V
ALU
ES
MIS
SIO
N:
To c
ontri
bute
to th
e ac
hiev
emen
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atio
nal a
nd in
tern
atio
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evel
opm
ent g
oals
thro
ugh
the
purs
uit o
f tra
nsla
tiona
l res
earc
h, q
ualit
y tra
inin
g an
d se
rvic
e.
VISI
ON
: To
be
a su
stai
nabl
e in
tern
atio
nal h
ub o
f hig
her e
duc
atio
n tra
inin
g, re
sear
ch
and
inno
vatio
n by
203
0.UN
AM
Impr
ove
Cor
pora
te G
over
nanc
e
Impr
ove
the
rank
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of U
nive
rsity
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ove
open
and
dist
ance
lear
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Stre
ngth
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echa
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ate
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itiga
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Stre
ngth
en re
latio
ns w
ith s
trate
gic
partn
ers
STRA
TEG
IC P
LAN
201
9 - 2
024
22
Our
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ore
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rd c
om
mun
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ur t
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(KPA
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ore
ca
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to
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t St
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imp
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te t
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the
exe
cut
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ur s
tra
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all
be
rea
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hro
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ca
sca
din
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.
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SCo
REC
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Tab
le 3
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ca
rd m
atr
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STRA
TEG
IC T
hEm
E: IN
STIT
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NA
L Su
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n
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urce
Es
tima
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Per
initi
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eba
se y
ear
2018
2019
-202
120
22-2
024
Stra
teg
ic In
itia
tives
Imp
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stra
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and
fina
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lann
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reng
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UN
IVER
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OF
NA
MIB
IA23
STRA
TEG
IC T
hEm
E: I
NST
ITuT
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AL
SuST
AIN
AbI
LITy
Stra
teg
ic
ob
ject
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mea
sure
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ets
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teg
ic I
nitia
tives
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onsi
ble
d
ivis
ion
Reso
urce
Es
tima
tes
Per
initi
ativ
eba
se y
ear
2018
2019
-202
120
22-2
024
Imp
rove
fina
ncia
l m
ana
gem
ent
% B
udg
et
varia
nce
20%
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Alig
n th
e b
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ncia
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re
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ec
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on
of
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w
ith
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em
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STRA
TEG
IC P
LAN
201
9 - 2
024
24
STRA
TEG
IC T
hEm
E: I
NST
ITuT
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AL
SuST
AIN
AbI
LITy
Stra
teg
ic
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nitia
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e
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r in
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ar 2
018
2019
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120
22-2
024
Imp
rove
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inis
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be
r of p
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nce
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ll PV
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s p
rovi
de
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the
c
am
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gui
de
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nsA
FRM
4 20
0 00
0 00
0
Sta
ff p
rod
uctiv
ity
rate
6.08
6.5
7
Ensu
re fu
ll Im
ple
me
nta
tion
of P
MS
to in
div
idua
l le
vels
AFR
M -
Wid
en
sta
ff d
eve
lop
me
nt o
pp
ort
uniti
es
All
PVC
s27
000
000
Stre
ngth
en
eng
ag
em
ent
and
mo
tiva
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of s
taff
AA
-
Foot
note
s)1
Firs
t st
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m in
co
me
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o g
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en
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y, t
he
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ure
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re b
ase
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n t
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erio
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ut
the
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l allo
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ht
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ere
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d t
his
is th
e t
ota
l in
co
me
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hre
e y
ea
rs2
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co
nd
str
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m in
co
me
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o t
uiti
on
an
d h
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el f
ee
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his
is th
e a
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xpe
cte
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o b
e re
ce
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th
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sed
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um
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3 T
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str
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me
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o re
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nsu
ltan
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un
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his
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xpe
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o re
ce
ive
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hre
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ea
rs b
ase
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n 6
% in
cre
ase
pe
r an
nu
m.
UN
IVER
SITY
OF
NA
MIB
IA25
STRA
TEG
IC T
hEm
E: T
RAN
SLA
TIo
NA
L RE
SEA
RCh
, IN
No
vA
TIo
N A
Nd
EN
TERP
RISE
dEv
ELo
PmEN
T
Stra
teg
ic
Ob
jec
tive
sM
ea
sure
/KPI
Targ
ets
Stra
teg
ic In
itia
tive
sRe
spo
nsib
le
Div
isio
n
Reso
urc
e
Estim
ate
s Pe
r in
itia
tive
Base
ye
ar
2018
2019
-202
120
22-2
024
Com
mer
cia
lise
rese
arc
h a
nd
inno
vatio
n ou
tput
s
Num
be
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rese
arc
h o
utp
uts
with
po
tent
ial f
or
co
mm
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ialis
atio
n
-10
020
0M
ark
et
rese
arc
h a
nd in
nova
tion
out
put
s, a
nd a
ll o
the
r ac
hie
vem
ent
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D3
000
000
Num
be
r of
co
mm
erc
ialis
ed
in
nova
tion
out
put
s-
820
Eng
ag
e In
ce
ptu
s to
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mm
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ialis
e re
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rch
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inno
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utp
uts
RID
-
De
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p in
nova
tive
ide
as
and
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te
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wle
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e in
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om
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rcia
l pro
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ts a
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ent
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7 00
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00
Incr
ease
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fo
r res
earc
h a
nd
inno
vatio
n
% o
f bud
ge
t a
lloc
atio
n to
re
sea
rch
and
in
nova
tion
-2%
4%
Ensu
re 1
% U
NA
M b
udg
et
allo
ca
tion
to re
sea
rch
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vatio
n a
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ase
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M-
Eng
ag
e t
he M
inist
ry o
f Hig
her E
duc
atio
n a
nd
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inin
g a
nd In
nova
tion
(MH
ETI)
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ple
me
nt
the
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ing
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ula
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-
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be
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l gra
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sals
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nt R
ese
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h Ex
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me
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f ext
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urc
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rese
arc
h fu
ndin
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%
Inc
rea
se s
kills
and
op
po
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rch
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and
gra
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ritin
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000
000
Pro
vid
e s
ee
d fu
ndin
g t
o m
atc
h th
e n
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h a
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tion
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ting
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rtne
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Und
ert
ake
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co
llab
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try
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st
ake
hold
ers
on
rele
vant
rese
arc
h ne
ed
sRI
D1
200
000
STRA
TEG
IC P
LAN
201
9 - 2
024
26
STRA
TEG
IC T
hEm
E: T
RAN
SLA
TIo
NA
L RE
SEA
RCh
, IN
No
vA
TIo
N A
Nd
EN
TERP
RISE
dEv
ELo
PmEN
T
Stra
teg
ic
Ob
jec
tive
sM
ea
sure
/KPI
Targ
ets
Str
ate
gic
Initi
ativ
es
Resp
ons
ible
D
ivisi
on
Reso
urc
e
Estim
ate
s Pe
r in
itia
tive
Base
ye
ar
2018
2019
-202
120
22-2
024
Imp
rove
rese
arc
h a
nd in
nova
tion
pro
duc
tive
cap
aci
ty
Num
be
r of
fac
ilitie
s w
ith
pro
duc
tive
c
ap
ac
ity
26
10
Imp
rove
rese
arc
h a
nd in
nova
tion
infr
ast
ruc
ture
a
nd e
qui
pm
ent
RID
-
De
velo
p a
nd im
ple
me
nt R
ese
arc
h Ex
ce
llenc
e
Fra
me
wo
rkRI
DA
B
Cre
ate
a c
ond
uciv
e e
nviro
nme
nt fo
r re
sea
rch
and
inno
vatio
nRI
D-
Num
be
r of s
taff
m
ent
ore
d40
100
200
Stre
ngth
en
the
rec
ruitm
ent
str
ate
gie
s fo
r se
nio
r a
ca
de
mic
sRI
D-
Wid
en
sta
ff d
eve
lop
me
nt o
pp
ort
uniti
es
All
PVC
sA
B
Inc
rea
se o
pp
ort
uniti
es
for g
rant
pro
po
sal w
ritin
gRI
D-
Per c
ap
ita
pro
duc
tivity
of
scho
larly
out
put
0.84
1.2
2
Ensu
re 1
% U
NA
M b
udg
et
allo
ca
tion
to re
sea
rch
and
inno
vatio
n a
nd in
cre
ase
to
4%
AFR
M-
Solic
it fu
nds
fro
m lo
ca
l and
inte
rna
tiona
l do
nors
fo
r re
sea
rch
and
inno
vatio
nA
A a
nd R
ID-
Co
llab
ora
te w
ith in
dus
try
and
sta
keho
lde
rs o
n re
leva
nt re
sea
rch
nee
ds
AA
and
RID
-
UN
IVER
SITY
OF
NA
MIB
IA27
STRA
TEG
IC T
hEm
E: E
duC
ATI
oN
AN
d G
RAd
uATE
Em
PLo
yAbI
LITy
Stra
teg
ic
Ob
jec
tive
sM
ea
sure
/KPI
Targ
ets
Stra
teg
ic In
itia
tive
sRe
spo
nsib
le
Div
isio
n
Reso
urc
e
Estim
ate
s Pe
r in
itia
tive
Base
ye
ar
2018
2019
-202
120
22-2
024
Imp
rove
the
qua
lity
of
tea
chin
g a
nd
wid
er s
tud
ent
lea
rnin
g
exp
erie
nce.
Pro
gre
ssio
n ra
te P
G60
%65
%70
%
Stre
ngth
en
the
rec
ruitm
ent
str
ate
gie
s fo
r se
nio
r ac
ad
em
ics
AA
& A
FRM
-
Wid
en
sta
ff d
eve
lop
me
nt o
pp
ort
uniti
es
All
PVC
sA
B
Co
mp
letio
n ra
te P
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pro
ve s
taff
me
nto
rshi
p p
rog
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sA
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p e
arly
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rt m
ec
hani
sms
to id
ent
ify
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ent
s a
t ris
kA
A-
Pro
gre
ssio
n ra
te U
G67
%75
%75
%
Bro
ad
en
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ipa
tion
in a
ca
de
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lop
me
nt p
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ram
me
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-
Pro
vid
e s
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and
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ac
hing
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ntA
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mp
letio
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te U
G33
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%
De
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p a
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nt t
he R
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, A
dm
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eg
istra
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Polic
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p a
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nt T
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ng
Exc
elle
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me
wo
rkA
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Cus
tom
sa
tisfa
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n ra
te65
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%
Pro
vid
e in
fra
stru
ctu
re in
te
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of
inte
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l ac
ce
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d H
EMIS
sta
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rds
as
pro
vid
ed
in t
he c
am
pus
gui
de
pla
ns
AFR
MA
B
De
velo
p a
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ple
me
nt T
ea
chi
ng
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elle
nce
Fra
me
wo
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A-
De
velo
p a
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ple
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nt re
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nt a
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n st
rate
gie
s fo
r ac
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ic s
taff
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-
Cur
ricul
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am
ew
ork
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ew
in li
ne o
f the
fo
urth
ind
ustr
ial r
evo
lutio
nA
A-
STRA
TEG
IC P
LAN
201
9 - 2
024
28
STRA
TEG
IC T
hEm
E: E
duC
ATI
oN
AN
d G
RAd
uATE
Em
PLo
yAbI
LITy
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jec
tive
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Targ
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Str
ate
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Initi
ativ
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D
ivisi
on
Reso
urc
e
Estim
ate
s Pe
r in
itia
tive
Base
ye
ar
2018
2019
-202
124
-202
4
Stre
ngth
en
stra
teg
ic
rela
tions
hip
s w
ith b
usin
ess,
in
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ey
sta
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lder
s
% o
f stu
de
nts
pla
ce
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n C
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p a
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pe
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ork
-In
teg
rate
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duc
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)A
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000
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isib
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and
pa
rtic
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of t
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n a
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vent
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Initi
ate
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olla
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ani
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Stud
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mp
loym
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rate
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Stre
ngth
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ustr
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olla
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ure
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ent
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ting
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latio
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rove
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en
and
dis
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e le
arn
ing
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ent
sa
tisfa
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n ra
te
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blis
h vi
ab
le in
form
atio
n d
isse
min
atio
n to
ols
and
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rvic
es
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40 0
00 0
00
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gre
ssio
n ra
te
UG
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se b
lend
ed
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g o
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ort
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ipa
tion
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eve
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me
nt p
rog
ram
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chi
ng E
xce
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e
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me
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f dist
anc
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ent
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tal
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olm
ent
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De
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p re
leva
nt O
DL
pro
gra
mm
es
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-
Ensu
re p
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ce
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500
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tes
to t
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uatio
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Ensu
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ngth
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ity O
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syst
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-
UN
IVER
SITY
OF
NA
MIB
IA29
STRA
TEG
IC T
hEm
E: C
om
muN
ITy
ENG
AG
EmEN
T, E
Nv
IRo
Nm
ENTA
L Su
STA
INA
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teg
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ate
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ivisi
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Reso
urc
e
Estim
ate
s Pe
r ini
tiativ
eBa
se y
ea
r 20
1820
19-2
021
24-2
024
Stre
ngth
en
sust
ain
ab
le
com
mun
ity
eng
ag
emen
ts
Num
be
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ucc
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eng
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Enc
our
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e o
utre
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eng
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mm
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om
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Imp
rove
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ial
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vanc
e a
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incr
ease
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teg
ic
soci
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roje
cts
Num
be
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mp
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nt R
ese
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h Ex
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me
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rkRI
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Ide
ntify
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lem
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ate
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cia
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ts t
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dre
ss w
ide
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ad
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te c
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nom
ic d
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me
nt
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s2
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be
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ene
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ries
561
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tern
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e t
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tern
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cilit
ate
so
urc
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und
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ll PV
Cs
1 00
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Ensu
re t
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so
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ts
All
PVC
s1
000
000
STRA
TEG
IC P
LAN
201
9 - 2
024
30
STRA
TEG
IC T
hEm
E: C
om
muN
ITy
ENG
AG
EmEN
T, E
Nv
IRo
Nm
ENTA
L Su
STA
INA
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Ty A
Nd
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AN
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teg
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jec
tive
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sure
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Str
ate
gic
Initi
ativ
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D
ivisi
on
Reso
urc
e
Estim
ate
s Pe
r ini
tiativ
eBa
se y
ea
r 20
1820
19-2
021
24-2
024
Stre
ngth
en
mec
hani
sms
for
clim
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cha
nge
miti
ga
tion
and
a
da
pta
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be
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ese
arc
h p
roje
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o
n c
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te c
hang
e m
itig
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Und
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UN
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STRA
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-
STRA
TEG
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201
9 - 2
024
32
STRA
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re In
tellig
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upp
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cisi
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ma
king
AFR
M-
UN
IVER
SITY
OF
NA
MIB
IA33
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)
35STRATEGIC PLAN 2019 - 2024
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)
36 UNIVERSITY OF NAMIBIA
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