POLYTECHNIC OF NAMIBIASTRATEGIC PLAN

PSP – 4

28 NOVEMBER 2012

Neavera Olivier1

DISCUSSION POINTS

1. Importance of the Plan

2. Planning Model and Themes

3. Planning Assumptions

4. Timelines

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PSP - 4

Fourth Strategic Plan of the Polytechnic of Namibia

1. PSP - 1 1999 – 20032. PSP – 2 2004 – 20083. PSP – 3 2009 - 20134. PSP – 4 2014 – 2018

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PLANNING CYCLE

1. 5-year cycle : Strategic

2. 1-year cycles: i) Annual Assessment ii) Annual Action Plan

iii) Annual Budget iv) Annual Report v) Mid-Term Review

3. Tactical Plans – Less than a year4

WHY PLAN

I. Creates a shared vision for the best possible

future

II. Provides focus and direction

III. Facilitates growth and development

IV. Enhances ownership

V. Encourages proactive thinking by all

VI. Breaks down resistance to change

VII.Enhances communication across the institution

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WHO IS RESPONSIBLE FOR THE PLAN

o Rector: Owner

o Director: PIR - Facilitates Process

o Deans: Schools / Plans

o HOD’s: Departmental Plan

o Directors

o Managers

o PPC – Overall Planning6

STRATEGIC PLANNING MODEL DRIVEN AT 3 LEVELS

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POLYTECHNIC PLANNING COMMITTEE

1. Rector

2. Vice-Rectors

3. Registrar

4. Chief Librarian

5. Director: Institutional Advancement

6. Director: Facilities

7. Director: Planning & International Relations

8. Dean of Students 8

POLYTECHNIC PLANNING COMMITTEE

TERMS OF REFERENCE

1. To oversee the overall strategic direction, physical planning and development of the Polytechnic;

2. To recommend the approval of the Development Master Plan(s) to the Executive Committee;

3. To develop and monitor the implementation of the institutional strategic, academic and research plans;

4. To table the recommendations of the Planning Committee to the Executive Committee for approval.

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THEMATIC CROSS-FUNCTIONAL WORKGROUP

1. What?•Established by the Rector to ensure the strategic issues identified by the campus community (are addressed during the PSP-4 period)

2. Where do issues come from?•Issues were identified in June 2012 Survey

3. Who are 20 members?•1 Chairperson•1 Deputy Chairperson•2 Faculty members per school (14)•4 Staff representing different administrative departments

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STRATEGIC THEMESProvisional Theme Thematic

ClusterWork Group Name

Quality Teaching, Learning and Research 1 Teaching, Learning and Research

Student Orientation & Service Excellence 2 Student Centeredness

Financial Sustainability 3 Institutional SustainabilityInstitutional Capacity, Infrastructure &

ResourcesEffective Strategic Partnerships & Stakeholder Relations 4 Stakeholder Relations &

PartnershipsInternationalisation

Effective Community Engagement

Governance, Management & Culture 5 Governance & Management

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School / Department / Unit Plans

Schools / departments / units and centres will develop their plans at the same time:

I. Self study

II. Environmental analysis

III. Unit Plans

Deans / HODs / Directors / Managers to lead the

exercise

All staff to be engaged

Weekly meetings: February and March 201312

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Comments on Model

?

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PRINCIPLES FOR STRATEGIC PLANNING

1. Open & Honest

2. Transparent

3. Inclusive

4. Bottom-up process

5. Reflective, creative, analytical

6. Factual and substantial 15

APPROACH TO THE PLAN

Rational Planning

1. Focus on vision: premier university of technology/science and

technology

2. Consolidation for improved performance, quality and

operational excellence

3. Defined expansion:

- Focus on:

i) STEM areas

ii) Postgraduate qualifications

iii) Professional qualifications16

PLANNING ASSUMPTIONS

The Polytechnic of Namibia:

•Is a university of technology/science & technology

•Is an internationalized university:

• Qualifications offered to the region

• Strong research partnerships

• Active networking

• International expansion focussed in niche areas

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COMPARISON OF TYPES OF UNIVERSITIES

University of Technology Traditional University

1. Research active to inform teaching – seeking an international teaching reputation

Research intensive – seeking an international research reputation

2. Curriculum development around the graduate profiles defined by industry and professions

Curriculum developed around the academic constructs of the disciplines

3. Focus on strategic research, applied research, research into professional practice

Focus on pure or “blue skies” research

4. Multi-level entry and exit points for students

Focus predominantly on degree and post-graduate level study

5. Concerned primarily with the development of vocational/professional education

Concerned to some extent with higher education as an end in itself

6. Technological capabilities as important as cognitive skills

Cognitive skill more important than technological capabilities

7. Seeking to develop and embrace new technologies and crafts

Acts as a repository of historical knowledge and craft as well as integrating the new

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FUTURE CHALLENGES

• Quality and academic excellence

• Faculty recruitment / talent

• Responsiveness to change

• Maintaining close relations with Government,

private sector and the community

• Funding

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DRIVERS OF CHANGE

Digital technologies (and their impact on higher education)

Access to knowledge

Global mobility of students and faculty

Industry partnerships (will deepen)

Funding

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Desired PSP – 4 OUTCOMES

• A lean business model – focus on core business

• Highly competitive programmes (offered in region)

• Vibrant partnerships

• Efficient student support structure

• Ranked amongst the top 5 universities of technology

in Southern Africa and top 400 in the world (THE

ranking)

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Comments on Assumptions and

Timeline

?

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THANK YOU!

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