1. POLYTECHNIC OF NAMIBIA STRATEGIC PLAN PSP – 4 28 NOVEMBER 2012 Neavera Olivier 1

2. DISCUSSION POINTS 1. Importance of the Plan 2. Planning Model and Themes 3. Planning Assumptions 4. Timelines 2

3. PSP - 4 Fourth Strategic Plan of the Polytechnic of Namibia 1. PSP - 11999 – 2003 2. PSP – 22004 – 2008 3. PSP – 32009 - 2013 4. PSP – 42014 – 2018 3

4. 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 year 4

5. 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 5

6. 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 Planning 6

7. STRATEGIC PLANNING MODEL DRIVEN AT 3 LEVELS 7

8. 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

9. 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. 9

10. 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 10

11. STRATEGIC THEMES Provisional ThemeThematic Cluster Work Group Name Quality Teaching, Learning and Research 1 Teaching, Learning and Research Student Orientation & Service Excellence 2 Student Centeredness Financial Sustainability 3 Institutional Sustainability Institutional Capacity, Infrastructure & Resources Effective Strategic Partnerships & Stakeholder Relations 4 Stakeholder Relations & Partnerships Internationalisation Effective Community Engagement Governance, Management & Culture 5 Governance & Management 11

12. 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 2013 12

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14. Comments on Model ? 14

15. PRINCIPLES FOR STRATEGIC PLANNING 1. Open & Honest 2. Transparent 3. Inclusive 4. Bottom-up process 5. Reflective, creative, analytical 6. Factual and substantial 15

16. 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 qualifications 16

17. 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 17

18. COMPARISON OF TYPES OF UNIVERSITIES University of TechnologyTraditional 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 18

19. FUTURE CHALLENGES Quality and academic excellence Faculty recruitment / talent Responsiveness to change Maintaining close relations with Government, private sector and the community Funding 19

20. 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 20

21. 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) 21

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23. Comments on Assumptions and Timeline ? 23

24. THANK YOU! 24