UNIVERSITY OF EDUCATION, WINNEBA
CORPORATE STRATEGIC
PLAN2019-2023
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SYMBOL CONCEPT
‘’Bringing together diverse ideas, skills, funds and resources from various entities within and outside the University to achieve a common strategic goal.’’
The arrows represent the various entities in the University as well as stakeholders
They have varying sizes and point to different directions. This refl ects the varied ideas, skills, funds and resources they are contributing to the growth of UEW to achieve a common strategic goal.
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viii Foreword
The fourth fi ve-year (2019-2023) Corporate Strategic Plan of the University of Education, Winneba (UEW) has been developed as a mechanism for
countering the emerging contemporary challenges confronting public universities in Ghana, and UEW in particular, to guarantee the fulfi llment of its core mandate. The Plan highlights collaborative research, more stakeholder engagement, and enhanced efforts to make signifi cant impact in communities in which the University operates. It builds on the successes achieved under the previous Corporate Strategic Plans.
The Plan seeks to cultivate greater collaborative research across faculties, campuses, and disciplines, nationally and internationally to attract research funds. This intention ultimately calls for the training and recruitment of high-quality staff in emerging areas, establishment of well-endowed chairs and stimulus fund for investment in priority research initiatives,
Forewordincreased graduate students mentored-research in innovative projects, and expanded participation in research events and conferences.
Priority will also be given to activities geared towards excellent academic standards in teaching and learning. Faculty will be supported to keep up with emerging trends in technology and instruction. By this, the University will provide technology-centred training, programmes, and support for students and faculty.
The University recognises purposeful and pragmatic administrative system as vital to achieving its mission and vision. The administrative systems will therefore be transformed by reducing excessive bureaucratic bottlenecks, improving on the information management system and ensuring professional competence for an excellent administrative system based on best practices.
Foreword ix
The Plan also recognises stakeholder involvement, interest and infl uence as potential drivers of partnerships for development. The University will, therefore, increasingly harness its stakeholder power and infl uences through strategic collaborative partnership for the promotion and achievement of its mission and core mandate.
The University will continue to evolve inclusive culture and policies; adapt existing infrastructure and services to make them accessible; ensure all new infrastructure, equipment, and services are universal design compliant; and design and implement responsive systems to support individuals and groups according to their needs.
As the University pursues increasing enrolment, expansion in academic programmes and infrastructure, diversity in modes of lecture delivery, as well as equity and inclusion, the institution is mindful of the quality assurance implications. The Plan, therefore,
seeks to strengthen quality assurance measures in all aspects of the University’s operations to ensure sustainability and remain competitive as the premier university in teacher education in the sub-region.
The University will adapt alternative funding models to ensure fi nancial sustainability. Value for money, accountability and sustainability in the use of the limited resources will also be pursued. These will strongly position the University to deliver on its mandate, achieve its strategic aspirations, and meet the high expectation of stakeholders.
I wish to express my profound gratitude to the Strategic Plan Development Committee and all those who contributed in diverse ways in the development of this document.
Rev. Fr. Prof. Anthony Afful-Broni, PhDVice-ChancellorApril, 2019
1 Introduction - The Strategic Planning Process
INTRODUCTION - THE STRATEGIC PLANNING PROCESS
1.0
The University of Education, Winneba has successfully implemented three Strategic Plans (2003-2008, 2009-2013, 2014-2018) since the
attainment of autonomy status in 2004. Over these periods, the University has undergone remarkable transformations in its infrastructure, curriculum developments, staffi ng, student enrolment, and the mode of delivery of its core functions – teaching/learning, research and community service. However, more efforts are needed, especially, in the area of research, community service, fi nancial sustainability, and accountability.
The 2019-2023 Corporate Strategic Plan was developed bearing in mind the contemporary challenges facing the University, key amongst them being the following:
» competition from growing number of tertiary institutions running programmes in Education, Business, as well as Technical and Vocational Education;
» dwindling government subvention to fully actualize the University’s mandate;
» limited qualifi ed and experienced academic and administrative staff;
» rising cost of staff development programmes;
» inadequate infrastructure and equipment for academic, administrative, and residential purposes;
» high operational cost;
» limited community, national and regional level collaboration.
In March 2018, the University Management set up a ten-member Strategic Plan Development Committee (SPDC) to solicit inputs from the University community across the campuses and study centres to develop a fi ve-year Corporate Strategic Plan (2019-2023) for the University. The Committee adopted an integrated “bottom-up” approach in the process of engagement. Prior to that, seven themes were proposed to guide the engagement. Sensitisation workshops were organised for Faculties, Institutes, Directorates, Registry, Sections/Units, and other stakeholders on 21st June, 28th June, 3rd August, and 4th August, 2018, for Winneba, Ajumako, Kumasi, and Asante Mampong Campuses, respectively. The Faculties, Institutes, Directorates, Registry, Sections/Units, and other stakeholders, guided by the proposed themes, were then asked to submit inputs to the Committee. A total of ninety-fi ve (95) faculty and departmental inputs were received for consideration by the Strategic Plan Monitoring Committee. The Committee then organised three retreats to study the inputs and draft the Corporate Strategic Plan.
The fi rst retreat enabled the Committee to critically examine all the inputs and develop appropriate themes, objectives, and strategies for the Corporate Strategic Plan. The Committee also analysed the
INTRODUCTION - PLANNING PROCESS
Introduction - The Strategic Planning Process 2
University’s Strengths, Weaknesses, Opportunities, and Threats (SWOT), to identify critical areas that needed strategic intervention. After settling on seven (7) thematic areas and twenty-two (22) objectives for the Plan, preambles were also developed which provided the background and purpose for each of the themes.
The second retreat focused on the development of key activities under fi fteen of the twenty-two objectives. Some Key Performance Indicators (KPIs) were also developed. The fi nal one-week retreat
enabled the Committee to complete the drafting of the key activities and KPIs. Time frames and assignment of responsibilities was also done. The representatives from the Finance and Audit sections were then tasked to work out the budget estimates for all the key activities.
After completing the draft Plan, stakeholder meetings were held again to present the document and solicit feedback. The necessary inputs were made to come out with the fi nal Strategic Plan document.
3 Profi le of University of Education, Winneba (UEW)
2.0
2.1 EstablishmentThe University of Education, Winneba (UEW) was established by the University of Education, Winneba Act 2004, (Act 672) on May 14, 2004. It was originally established by PNDC Law 322 (1992) as the University College of Education of Winneba (UCEW) through the amalgamation of the following seven diploma awarding institutions: the Specialist Training College, the Advanced Teacher Training College, the National Academy of Music – all located at Winneba; the School of Ghana Languages, Ajumako; College of Special Education, Mampong-Akwapim; St. Andrews Training College, Asante Mampong, and the Advanced Technical Teacher College, Kumasi.
2.2 Special Status and MandateThe University is charged with the responsibility of producing professional educators to spearhead a new national vision of education aimed at redirecting Ghana’s efforts along the path of rapid economic and social development. The University of Education, Winneba is expected to play a leading role in the country’s drive to produce scholars whose knowledge would be fully responsive to the realities and exigencies of contemporary Ghana and the West African sub-region.
PROFILE OF UNIVERSITY OF EDUCATION, WINNEBA (UEW)
2.3 Student and Sta� Population
At the beginning of the 2014-2018 Strategic Plan Period, student enrolment was 43,460 (with 43% being female). Out of this fi gure, 17,487 were regular students, whereas 15,564 and 10,409 students were on the distance learning and sandwich programmes, respectively. The University had total full-time staff strength of 1,998 (23% female) comprising 420 research and teaching staff and 1,578 non-teaching staff. At the end of the 2014-2018 Strategic Plan Period, student enrolment had increased to 61,711 (42%) comprising 38,768 (122%) full-time, 18,821 (21%) distance learning. Sandwich enrolment however decreased to 4,122 (-60%). Of the total enrolment, 24,293, representing 39%, were females. The University had a total staff strength of 1,983 (28% female), comprising 502 research and teaching staff and 1,481 non-teaching staff. Thus, full-time teaching staff numbers increased by about 20% during the Strategic Plan Period (2014-2018).
2.4 Location (Campuses, Faculties, Academic Departments, and Study Centres)
The University has four Campuses in Winneba, Kumasi, Asante Mampong, and Ajumako. A fi fth Campus is being developed at Techiman. There are 40 Study Centres across the country.
Profi le of University of Education, Winneba (UEW) 4
The University currently has Thirteen Faculties (13) and Fifty-four (54) Departments. The Faculties are the following: Faculty of Agriculture Education, Faculty of Science and Environment Education, Faculty of Business Education, Faculty of Technical Education, Faculty of Vocational Education, Faculty of Education and Communication Sciences, School of Creative Arts, Faculty of Educational Studies, Faculty of Foreign Languages Education and Communication, Faculty of Ghanaian Languages Education, Faculty of Science Education, Faculty of Social Sciences Education, School of Business, and School of Graduate Studies.
2.4.1 Winneba CampusThe Winneba Campus, which is the main campus of the University, is spread over three sites (North, Central and South) within the Winneba Municipality. The Central Administration of the University is located at the North Campus.
School of Creative ArtsThe School of Creative Arts has the following Departments: » Department of Art Education » Department of Graphic Design » Department of Music Education » Department of Theatre Arts
Faculty of Educational Studies
Departments under the Faculty of Educational Studies are the following: » Department of Psychology and Education » Department of Special Education » Department of Basic Education » Department of Early Childhood Care and
Development » Educational Resource Centre
Faculty of Science Education
The Faculty of Science Education has the following Departments: » Department of Biology Education » Department of Physics Education » Department of Chemistry Education » Department of Integrated Science Education » Department of Mathematics Education » Department of Home Economics Education » Department of Health, Physical Education,
Recreation and Sports » Department of Information and
Communication and TechnologyDepartment of Health Administration and Education
5 Profi le of University of Education, Winneba (UEW)
Faculty of Social Science EducationDepartments under the Faculty of Social Science Education are the following: » Department of Social Studies Education » Department of Economics Education » Department of Geography Education » Department of History Education » Department of Political Science Education » Centre for Confl ict, Human Rights and Peace
Studies » Centre for African Studies
School of BusinessThe School has the following four (4) departments: » Department of Human Resource Management » Department of Accounting » Department of Banking and Finance » Department of Marketing, Procurement and
Supply Chain Management
Faculty of Foreign Languages Education and CommunicationThe Faculty of Foreign Languages and Communication comprises the following departments: » Department of Applied Linguistics » Department of English Education » Department of French Education » Department of Communication and Media
Studies » Communication Skills Unit » German Unit
Preparations are ongoing to relocate the Faculty to the College of Languages Education, Ajumako.
School of Graduate Studies
The School of Graduate Studies runs Postgraduate Diploma, Master’s, and PhD programmes for all the departments in the University. The School has coordinating offi ces at the constituent campuses.
2.4.2 Kumasi CampusThe Kumasi Campus, which hosts the College of Technology Education, is about 280 kilometers north-west of Accra and about 320 kilometres away from Winneba, the main Campus. There are four faculties under the College of Technology Education:
Faculty of Business Education
The Faculty of Business Education has the following departments: » Department of Accounting Studies Education » Department of Management Studies
Education
Faculty of Technical EducationThe Faculty of Technical Education comprises: » Department of Construction and Wood
Technology Education » Department of Mechanical Technology
Education » Department of Automotive and Electrical
Technology Education » Department of Information Technology
Education
Profi le of University of Education, Winneba (UEW) 6
Faculty of Vocational Education
The Faculty of Vocational Education comprises: » Department of Fashion Design and Textiles
Education » Department of Hospitality and Tourism
Education
Faculty of Education and Communication Sciences
The Faculty of Education and Communication Sciences comprises the following departments: » Department of Educational Leadership » Department of Interdisciplinary Studies » Department of Languages
2.4.3 Asante Mampong Campus
The Asante Mampong Campus, situated 51 kilometers northeast of Kumasi, hosts the College of Agriculture Education. There are three faculties under the College of Agriculture Education
Faculty of Agriculture Education
The Faculty of Agriculture Education is made up of the following departments:
» Department of Agricultural Engineering and Mechanization Education
» Department of Animal Science Education » Department of Crop and Soil Sciences
Education » Department of Agricultural Economics and
Extension
Faculty of Science and Environment Education
The Faculty of Science and Environment Education has the following constituent departments: » Department of Environmental Health and
Sanitation Education » Department of Science Education
Faculty of Education and General Studies The Faculty of Education and General Studies consists of the following departments; » Department of Interdisciplinary Studies » Department of Educational Studies
2.4.4 Ajumako CampusThe Ajumako Campus, situated about 40 kilometers northwest of the Winneba Campus, hosts the College of Languages Education.
Faculty of Ghanaian Languages Education
The following departments constitute the Faculty of Ghanaian Languages Education: » Department of Ga-Dangme Education » Department of Gur-Gonja Education » Department of Ewe Education » Department of Akan-Nzema Education
7 Profi le of University of Education, Winneba (UEW)
2.5 Academic Calendar and Programme Orientation
The University follows a multi-track1 system (Regular, Sandwich, and Distance). The regular academic year begins in August and ends in May. It operates two semesters of sixteen weeks each. The fi rst semester begins in August and ends in December, whereas the second semester runs from January through May. The Sandwich programmes are organised from June to August and December to January. The Distance programmes run concurrently with the regular programmes.
2.5.1 Undergraduate ProgrammesThe University of Education, Winneba is the largest Teacher Education University in Sub-Saharan Africa and runs the following undergraduate programmes.
2.5.1.1 Certi� cate Programmes
There are two (2) certifi cate programmes.
2.5.1.2 Diploma ProgrammesThere are eleven (11) Diploma programmes.
2.5.1.3 Bachelor’s Degree
The Bachelor’s degree is offered in 84 areas (all in 38 disciplines) and is generally a four-year programme spanning eight semesters. Student Internship
Programme (SIP) is an integral component of the Bachelor’s degree. Students go to the fi eld to teach or undergo industrial attachment. As part of their training, students undertake action research, develop teaching portfolios, and write reports on their practical experiences. Some departments also run two-year Post-Diploma programmes.
2.5.2 Graduate ProgrammesGraduate programmes are offered in 75 areas. The School of Graduate Studies coordinates the graduate programmes.
1 “Multi-track means …. operates throughout the year with, at least, one track on intersession at any given time”
Profi le of University of Education, Winneba (UEW) 8
2.6 Institutes, Directorates, and Centres
2.6.1 Institute for Distance and e-Learning (IDeL)
The Institute for Distance and e-Learning (IDeL) was created out of the erstwhile Institute for Educational Development and Extension (IEDE) in September, 2017, with an overriding mission of providing high quality distance and e-learning programmes. The mother Institute (IEDE) of University of Education, Winneba (UEW) has been the premier distance education institution in Ghana since 1993.
2.6.1.1 Distance Education Study Centres
The Institute of Distance and e-Learning has forty (40) Study Centres across the ten regions of Ghana.
Ashanti Region » UEW, Mampong Campus, Asante Mampong » Ejisu SHS, Kumasi » Kumasi Girls SHS, Kumasi » UEW, Kumasi Campus, Kumasi » Fr. Murphy SHS, Obuasi » Offi nso College of Education, Offi nso
Brong Ahafo Region » Atebubu College of Education, Atebubu » St. Joseph’s College of Education, Bechem » Twene Amanfo SHTS, Sunyani » UEW IDeL Offi ce/Good Shepherd International
School, Techiman
Central Region » Assin Fosu College of Education, Assin Fosu » Cape Coast Technical Institute, Cape Coast » IDeL, UEW North Campus, Winneba » Gateway School Complex, Kasoa
Eastern Region » Pope John SHS, Koforidua » Asamankese SHS, Asamankese » Nkawkaw SHS, Nkawkaw » Krobo Girls SHS, Odumase-Krobo
Greater Accra Region
» Accra Academy, Accra » Accra College of Education, Accra » Accra Wesley Girls High School, Accra » St. John’s Grammer SHS, Accra » Tema Presby SHS, Tema
Northern Region
» Bagabaga College of Education, Tamale » Northern School of Business, Tamale » Yendi Senior High School, Yendi
Upper East » St. John Bosco College of Education,
Navrongo » Gbewaa College of Education, Pusiga
Upper West » N.J. Ahmadiyya College of Education, Wa
9 Profi le of University of Education, Winneba (UEW)
Volta Region
» Dambai College of Education, Dambai » Three Town SHS, Denu » Ho Technical University, Ho » St. Francis College of Education, Hohoe » Sogakope SHS, Sogakope
Western Region » Manye Academy, Axim » Enchi College of Education, Enchi » Fijai SHS, Sekondi » Sefwi-Wiawso SHTS, Sefwi-Wiawso » Tarkwa SHS, Tarkwa » Bia Senior High Technical School, Sefwi Debiso
2.6.1.2 Undergraduate Programmes
The Institute for Distance and e-Learning runs the underlisted undergraduate programmes:
» 4-Year B.Ed. in Basic Education » 4-Year B.Ed. in Early Childhood Education » 4-Year B.A. in English Language Education » 4-Year B.Sc. in Mathematics Education » 4-Year B.A. in Social Studies Education » 4-Year B.B.A. in Accounting Studies » 4-Year B.B.A. in Human Resource Management » 2-Year Post Diploma (Bachelor of Education)
in Basic Education » 2-Year Post Diploma (Bachelor of Education)
in Early Childhood Education » 2-Year Post Diploma (B.B.A) in Accounting
Studies » 2-Year Post Diploma (B.B.A) in Human
Resource Management
» 3-Year Diploma in Basic Education » 3-Year Diploma in Early Childhood Education » 3-Year Diploma in Accounting Studies » 3-Year Diploma in Management Studies » 1-Year Diploma in Education
The Centre also trains course module writers, editors, online courseware developers, and lecturers in online tutoring.
2.6.1.3 Graduate Programmes
The Institute for Distance and e-Learning runs the following one-year graduate programmes: » Postgraduate Diploma in Education » Master of Education in English » Master of Education in Mathematics » Master of Education in Science
2.6.2 Institute for Teacher Education and Continuous Professional Development (ITECPD)
The Institute for Teacher Education and Continuous Professional Development (ITECPD) was created out of the erstwhile Institute for Educational Development and Extension (IEDE) in September, 2017 to:
» provide student teachers with holistic quality school-based teaching experiences,
» provide quality mentoring of colleges of education,
» provide opportunities for continuing professional development of staff of tertiary and non-tertiary institutions, and
Profi le of University of Education, Winneba (UEW) 10
» promote research relations with professional, statutory, and regulatory bodies as well as other universities.
The Institute runs the following one-year graduate programmes: » Master of Education in Mentorship » Postgraduate Diploma in Teaching and
Learning in Higher Education
2.6.3 Institute for Educational Research and Innovation Studies (IERIS)
The Institute for Educational Research and Innovation Studies was established in the year 2013 to play leading roles in educational research and innovations in the University of Education, Winneba. Its mandate is to conduct research into the practice of basic education, education management and leadership, and educational policies at the institutional and national levels. The Institute’s vision is to be a Centre of Research Excellence for Educational Development in Ghana and Africa. As its mission, the institute intends to promote a culture of research and innovation, the development of human resources in educational research, and the use of evidence-based information in the practice and formulation of educational policies.
The Institute for Educational Research and Innovation Studies is made up of three departments namely: Centre for School and Community Science and Technology Studies (SACOST); National Centre for Research into Basic Education (NCRIBE); and Centre for Educational Policy Studies (CEPS). These departments have specifi c mandates as specifi ed in the following:
2.6.3.1 Centre for School and Community Science and Technology Studies (SACOST)
The vision of SACOST is to promote interdisciplinary research and development activities related to science and technology in indigenous, informal, and formal manufacturing industries in order to improve science and technology education on the African continent. The Centre’s mission is to cultivate relevant research competence, publication profi ciency, and quality knowledge to link community and workplace science and technology with that of school at the pre-university level. It functions as a Pan-African Research and Documentation Centre for the promotion of community science and technology in African schools.
2.6.3.2 Centre for Educational Policy Studies (CEPS)
CEPS was set up as a reputable, interdisciplinary research-led Centre that seeks to provide in-depth understanding of the relationship between educational policy, research, and practice at the institutional, national, and international levels. The Centre conducts research, teaches, and plays a leading role in the formulation and practice of educational policies in Ghana and elsewhere.
2.6.3.3 National Centre for Research into Basic Education (NCRIBE)
National Centre for Research into Basic Education (NCRIBE) was established in conjunction with the Ministry of Education and Ghana Education Service to conduct evidence-based research to inform
11 Profi le of University of Education, Winneba (UEW)
educational policies. The main objective of the Centre is to conduct research into Basic Education and engaging national and international audiences in best practices in the promotion of Basic Education. NCRIBE was set up to become a centre of excellence in research into issues related to basic education delivery in Ghana.
It is a documentation centre and the fi rst point of reference on issues related to basic education in the country.
2.6.4 Centre for Con� ict, Human Rights and Peace Studies (CHRAPS)
The Centre for Confl ict, Human Rights and Peace Studies (CHRAPS) was established out of the Department of Social Studies Education in the Faculty of Social Science Education of the University of Education, Winneba. The Centre, which took off during the 2016/2017 academic year, has the same status as an academic department. It seeks, among other things, to be Ghana’s premier centre that conducts independent research on, and provides in-depth analyses of, conventional and non-conventional issues related to the intersections between confl ict, peace, and human rights processes in West Africa and beyond. The Centre aims to build on the work being done through the human rights education programme in the Department of Social Studies Education to produce graduates who will lead peace processes and human rights work for many years, and in different contexts.
The Centre, apart from its research activities, offers academic programmes on both full-time and part-time (regular, weekend and sandwich) basis. The Centre currently offers M.A. and MPhil degree programmes as well as Executive Master’s degree in Human Rights and Peace Studies.
2.6.5 Externally Funded Projects O� ce (EFPO)
The Externally Funded Projects Offi ce (EFPO) was formally established in November, 2007 to solicit for additional funding from external donor sources to support institutional priorities, increase the effectiveness of donor funds use, and to improve the relationship between the university and its donor partners. Specifi cally, the EFPO sources for external funding opportunities, coordinates grant proposal development, compiles programmatic reports, budgets and monitors the fi nances of donor funds, coordinates consultancy and research services in the University, and offers consultancy on Educational Technology Initiative. The EFPO has offi ces in all the constituent campuses of the University except the Ajumako Campus.
The overall objective of the EFPO is to increase external infl ow of funds into the University. This will be achieved through the following:
» expanding donor base, » coordinating grant proposal development, » facilitating project implementation, » ensuring sound project fi nancial monitoring,
budgeting, and reporting; » ensuring effi cient project programmatic
monitoring, evaluation, and reporting,
Profi le of University of Education, Winneba (UEW) 12
» building capacity of project implementers and consultants,
» coordinating proposals for consultancies, and » coordinating provision of consultancy services.
2.6.6 Centre for International Programmes
International relations offi ce was mainstreamed into the structures of the University in 2003 with the creation of the Offi ce of International Relations (OIR). In 2012/2013 academic year, the Offi ce of International Relations and the University Relations Offi ce were merged to form International Relations and Public Affairs Division (IRPAD) ‘in order to harness the synergy between the two offi ces in a bid to maximise their potentials’. It was charged with the responsibility of marketing UEW brand and managing the international relations of the University.
In 2015/2016 academic year, the University again decided to create the Division of Publications and Communication, and the Centre for International Programmes (CIP) out of IRPAD and other existing offi ces. This took effect from March, 2016. CIP is expected to handle the University’s international relations and programmes.
To advance the global internationalisation agenda of UEW, the CIP was elevated to be at par with faculties and schools in the University in 2015; hence, its institutionalisation with a Dean (as its head) in order to enable it to perform its herculean task of internationalisation (i.e., partnerships, linkages, cooperation, etc.) effectively.
2.6.7 Counselling CentreThe Counselling Centre was established in September 1998, to provide a conducive environment where students and employees of the University could go for guidance and counselling. The Centre also provides services to individuals within and outside the University community. The services offered include academic, social, career, and personal counselling. The Centre is expected to assume a directorate level with various units to enhance its activities.
2.6.8 O� ce for Institutional Advancement (OIA)
The Offi ce for Institutional Advancement (OIA) was established in 2004. It’s focus within UEW’s mission and vision is to positively position the University in its publics’ mind, coordinate alumni relations, enhance gifts, funds and resource solicitation, and the effi cient and effective management of the UEW Endowment Fund Trust to provide supplementary budget support toward teaching, learning, and research.
The Offi ce for Institutional Advancement is made up of Alumni Relations Offi ce and the Advancement Offi ce that collaborate to perform the following functions:
» Promote and enhance the University image in its public’s mind
» Promote a dynamic and sustained alumni involvement
» Facilitate the management and growth of the UEW Endowment Trust Fund
» Diversify income stream through gifts and resource solicitation
» Support in the recruitment and retention of high caliber staff with advancement potential
13 Profi le of University of Education, Winneba (UEW)
In the course of the 2019-2023 Corporate Strategic Plan period, the Offi ce will pursue the following: » set up sub-alumni offi ces in all the constituent
campuses to be able to reach all our alumni,
» set up Distance Education Centre alumni groups/branches,
» launch regional alumni groups/branches, » secure a comprehensive alumni database, » pursue aggressive membership/branch drive,
and » embark on diverse alumni events.
2.6.9 Centre for Hearing and Speech Services
The Centre for Hearing and Speech Services (CHSS), Department of Special Education, University of Education, Winneba is an audiological/speech facility established in 1993 in the Department of Special Education of the Faculty of Educational Studies, UEW. The vision of the Centre is to be a centre of excellence in the provision of best quality professional services for persons, especially, infants and children who have educationally signifi cant hearing and speech disorders in Africa. The Centre has the following sub-units:
» Audiological Diagnosis Unit, » Ear Irrigation (ear-wash) Unit, » Speech Diagnosis and Correction Unit (not as
developed and functional as the audiology component),
» Hearing Aid Evaluation and Fitting Unit, » Hearing Aid Repair Unit, and » Ear Impression and Ear-Mould Making Unit.
The services rendered at the Centre include:
» audiology tests (pure tone and bone conducting testing; tympanometry; acoustic, refl exes; Eustachian Tube dysfunction tests, Oto-acoustic Tests (OAE); Auditory Braintem Response (ABR) tests)
» medical hearing screening of fresh UEW students
» fi eld/community outreach/hearing screening programmes using a customized mobile Hearing Assessment Klinic (HARK)
» Hearing Aid (pre- and post-evaluation)
» Hearing Aid fi tting and counselling
» Speech Audiometry screening and diagnosis using (AAST- a computer-based adaptive test developed in selected local languages)
» speech recognition testing
» practical clinical training for students pursuing programmes in the education of individuals with hearing impairments (EHI)
Within the Plan period, the Centre will be upgraded into a School of Audiology and Speech and Language Rehabilitation. There will be training programmes for medical and educational audiologists and speech/language therapists at the Master’s and doctoral levels. There will also be short courses in audiology and speech and language therapy for professional such as ENT nurses, rehabilitation professionals and speech education co-ordinators.
Profi le of University of Education, Winneba (UEW) 14
2.6.10 Gender Mainstreaming Directorate
The Gender Mainstreaming Directorate was established in 2006 in support of efforts to promote gender equity and equality at various levels of the educational arena in Ghana, and to ensure that gender gains the needed focus in various university activities. It aims to collaborate with various faculties, institutes, schools, and departments to address gender issues in the University community and to facilitate the development of interdisciplinary gender studies programme within the next four years (2019-2023). It performs its role in line with the 1992 constitution of Ghana, international conventions such as CEDAW, African Charter and Protocol of the African Charter ratifi ed by the Government of Ghana, and Sustainable Development Goals.
2.6.11 Quality Assurance DirectorateThe Quality Assurance Unit was established by the University of Education, Winneba (UEW) in 2003 and was upgraded to a directorate in 2014 in order to enhance effi ciency and full coverage of all the constituent campuses of UEW. The Directorate was established to ensure the implementation of good practices for quality assurance and apply the standards and criteria formulated by the National Accreditation Board (NAB) and the National Council for Tertiary Education (NCTE). The development of a Quality Assurance system was also to spell out all performance indicators and quality benchmarks for the advancement of the University.
The activities of the Directorate have been expanded by setting up coordinating offi ces in all the campuses
of the University, which come directly under the supervision of the Quality Assurance Director.
The Directorate performs the following functions; to: » evaluate the academic programmes for their
relevance to the mission of the University; » evaluate lecturers’ approach to teaching
through students’ appraisal of courses and teaching;
» evaluate students’ learning behaviours through lecturer’s appraisal of students’ learning;
» provide guidelines to all sections of the University to enable them to respond positively to Quality Assurance issues concerning their outfi ts;
» provide leadership to the campuses on issues of quality assurance such as accreditation of new programmes; and campus accreditation;
» advise various sections of the University in areas such as capacity building, good governance and, maintenance of the University’s properties, infrastructure, equipment and furniture;
» evaluate the quality of collaboration between internal partners (various sections of the University) with each other as well as with external partners (industries, philanthropists, alumni, etc.);
» evaluate University policy documents for their relevance to the University’s mission and vision as well as transparency with which policies are implemented.
In the course of the 2019-2023 Strategic Plan period, the Directorate would intensify efforts to: » ensure that academic standards are equivalent
to national/international standards through evaluation;
14
15 Profi le of University of Education, Winneba (UEW)
» develop satisfactory system to ensure accountability to government and the public;
» promote students’ participation as part of Quality Culture to ensure students involvement in certain level of assessment;
» design a sample Examination Question Paper format for approval by the Academic Board/Examination Committee.
2.6.12 Centre for Community-Based Rehabilitation and Disability Studies (CBRD)
The CBRD was established in 2004 in collaboration with Sight Savers International to promote the provision of specialised services for persons with disabilities. It runs the following programmes in Community Based Rehabilitation Studies:
» two-year Diploma » two-year Post-Diploma (B.Ed.) » four-year B.Ed
2.6.13 Centre for Competency-Based Training and Research
The Centre for Competency-Based Training and Research (CCBTR) was established in 2013 in line with the government’s reforms in the Technical and Vocational Education and Training (TVET) sector. The Centre spearheads the implementation of CBT for all TVET programmes.
2.6.14 Basic Schools DirectorateThe Offi ce of UEW Basic Schools was created in 2007 to initiate and facilitate plans for the establishment of Practice Schools on the Winneba and constituent
campuses of the University and to coordinate the activities of the schools. This is part of the University’s mandate to train competent professional teachers for all levels of education and contribute to educational development and advancement. Currently, the offi ce performs the following functions:
» consolidation and enhancement of academic standards of the University Practice Schools;
» improvement upon the teaching and learning environment;
» oversight responsibility over all University Practice Schools in all the constituent campuses of the University.
The Offi ce is liaising with the relevant sectors such as the Directorate of Works and Physical Development and other stakeholders for the completion of ongoing Practice School projects on all constituent campuses of the University. It is also liaising with the relevant sections and associations to fully take over the management of the Banisters’ Early Childhood Centre at the North Campus, Winneba. Discussions are also ongoing for the construction of an ultra-modern Early Childhood Centre at the North Campus.
2.7 � e University LibraryThe University Library is charged with the responsibility of providing leadership in library service to the University community. It makes sure the university gets access to information needed to attain the highest academic standards of teaching, learning, and research. The Library has the following resources: books, serials, journals (hard copy and online resources), online database, internet services, catalogue cabinets, and UEW Online Public Access Catalogue (WINNOPAC).
Profi le of University of Education, Winneba (UEW) 16
2.8 Contacts
Winneba Postal address: P.O. Box 25, Winneba, GhanaWebsite: www.uew.edu.ghEmail: [email protected]
Vice-Chancellor: +233 3323 22361Fax: +233 3323 20954
Registrar: +233 3323 22269Fax:+233 3323 22269Email:[email protected]
Reception:
South Campus: +233 3323 22139/ 22140North Campus: +233 3323 22036/ 22042Central Campus: +233 3323 22021
College of Technology Education, Kumasi
Postal address: P.O. Box 1277, Kumasi, GhanaPrincipal: +233 3220 53602Fax: +233 3220 50039Email: [email protected]: +233 322050331/ 53616
College of Agriculture Education, Mampong-Ashanti
Postal address: P. O. Box 40, Mampong-Ashanti, GhanaPrincipal: +233 3222 22251Fax: +233 3222 22232Email: [email protected]: +233 3222 22232
College of Languages Education, AjumakoPostal address: P. O. Box 72, Ajumako, GhanaAg Deputy Registrar: +233 20 2041143Email: [email protected] Reception: +233 3321 93774
UK Address The Overseas RepresentativeUniversities of Ghana Offi ce321 City Road, London ECIV ILJ, England
16
17 Profi le of University of Education, Winneba (UEW)
CORPORATE STRATEGY3.0
3.1 Vision StatementTo be an internationally reputable institution for teacher education and research
3.2 Mission StatementTo train competent professional teachers for all levels of education as well as conduct research, disseminate knowledge, and contribute to educational policy and development.
3.3 Core ValuesThe core values required for achieving the vision, mission, and the strategies include:
» academic excellence » service to community » good corporate governance » judicious utilization and management of funds » gender equity and social inclusiveness » teamwork and partnerships development » positive work attitude » environmental responsibility
3.4 Strengths, Weaknesses, Opportunities, and � reats (SWOT) Analysis
3.4.1 Strengths » Competent professional teaching and non-
teaching staff, resulting in the provision of quality teaching, learning, and research
» Premier role as the nation’s teacher education University, making it the preferred teacher institution for prospective students
» Enabling working environment conducive for academic work
» Enhanced use of ICT for effective and effi cient administrative and academic work
» Supportive structures for effective teaching, learning, and research
» Good corporate governance system, ensuring transparent and accountable management and administration
» Strong budgeting and budgetary control system which ensures effective and effi cient utilisation of resources
» Attractive and diverse academic programmes leading to increased enrolment
» Expanded infrastructure to accommodate more innovative programmes
» Peer review approaches adopted in the strategic plan, which monitor and support effective strategic plan implementation
Corporate Strategy 18
» Institutionalised staff mentoring programmes to enhance staff development and progress
» Attractive compensation packages for staff, resulting in increased motivation and high retention of staff
» Multi-campus nature of the University, guaranteeing accessibility of programmes from diverse locations
3.4.2 Weaknesses » High student-lecturer ratio resulting in weak
supervision and work overload
» Poor distribution on the NCTE academic staff pyramid, negatively affecting institutional ranking
» Low research output and impact, leading to low institutional visibility
» Huge funding gap, resulting in inability to roll out critical programmes and infrastructure
» Delayed completion of graduate studies, resulting in poor alumni commitment to the University’s cause
» Inadequate staff offi ces, affecting work output and productivity
» Inadequate specialised laboratories, farms, workshops, and equipment for teaching, learning, and research; slowing down innovation and creativity
» Limited collaboration with national and international institutions, affecting institutional visibility and staff/student development opportunities
» Limited number of international students and faculty, affecting cross-cultural institutional exchanges
» Unintegrated information systems, leading to poor information management
» Over-centralised approval and authorisation practices, slowing down implementation of planned activities
» Limited visibility of the University programmes and activities, resulting in low institutional brand
» Unstructured system for tracking graduate professional and job destinations, leading to lack of vital information for planning and improving upon institutional performance
3.4.3 Opportunities » Increasing demand for e-Learning and other
academic programmes, providing a large market for innovation
» Mentor and collaborate with Colleges of Education, NGOs/CSOs/CBOs and other tertiary institutions offering education programmes to enhance visibility and harmonise teacher education programming
» Availability of innovative technologies for improved operations
19 Corporate Strategy
» Support from external partners to promote teaching, learning, and research
» Alumni support for enhanced branding and improved revenue generation
» Internationalisation of programmes and activities to attract international students, faculty, and funding
» Diversifi cation of sources of revenue to ensure fi nancial sustainability
» Implementation of teacher licensure policy improving opportunity for our graduates to get employed
3.4.4 � reats » Dwindling and delayed government funding,
resulting in inability to roll out critical programmes and infrastructure
» Infl exible staff recruitment directives and policies from government, leading to high student-lecturer ratio.
» Increased competition from other institutions for students with the potential to drive down student enrolment
» High reputational risks due to actions and inactions of affi liated institutions that may affect the credibility of the University’s programmes
» Encroachment on University lands, resulting in limited space for expansion and infrastructural development
Corporate Strategy 20
21 Themes, Objectives, and Strategies
4.1 � eme One: Research and Innovation
Preamble: Globally, research plays a key role in structural transformation of societies. The identifi cation of areas of research drawn on the Sustainable Development Goal 4 (SDG 4) will generate evidence for monitoring and improving Ghana’s performance in education, locally and internationally. Evidence-based research will be central to the University’s transformation process, and ultimately strengthen our impact and visibility on the global landscape. The 2016 benchmarking World Bank report shows that research output remains low in Sub-Saharan African Universities. The University of Education, Winneba should, therefore, cultivate greater collaborative research across faculties, campuses, and disciplines, both locally and internationally to attract research funds. This calls for the training and recruitment of high quality staff in emerging areas, establishment of well-endowed chairs and stimulus fund for investment in priority research initiatives, increased graduate students mentored-research in innovative projects, and expanded participation in research events and conferences.
THEMES, OBJECTIVES, AND STRATEGIES4.0
Objective 1: Conduct innovative research that takes into consideration the needs of industry and society.
Strategiesi. Promote collab departmental research
seminars and workshops for staff
ii. Establish Professorial Chairs
iii. Promote dissemination and publication of research
Objective 2: Enhance sta� capacity in research, innovation, and knowledge transfer
Strategies:i. Equip faculties with state-of-the-art facilities
to enhance research and innovation
ii. Build research capacities of staff to promote collaboration
iii. Encourage peer review of research
iv. Improve skills of staff in proposal writing for grants
v. Improve staff mentoring system
THEMES, OBJECTIVES, AND STRATEGIESTHEMES, OBJECTIVES, AND STRATEGIES
Themes, Objectives, and Strategies 22
Objective 3: Create enabling environment that supports research activities
Strategies:i. Restructure research fund management for
enhanced effi ciency and effectiveness
ii. Reward staff for innovative practice and grant winning
iii. Make systematic allocation of funds to improve staff capacity to win more research grants
iv. Review the University Research Policy and the Research, Innovation, and Staff Development Fund Scheme
Objective 4: Expand graduate studies, research, and output
Strategies:i. Establish cutting edge graduate programmes
ii. Strengthen mentoring of graduate students in research
iii. Strengthen dissemination of research conducted by graduate students
4.2 � eme Two: Excellent Academic Standards in Teaching and Learning
Preamble:Current generation of students are tech-savvy. Higher education institutions are increasingly catering for rapidly changing clientele of new, or ‘evergreen,’ students entering campuses. Lecturers/faculty are required to integrate technology into teaching and learning. Students expect institutions to deliver information and services customized to meet their needs. In this regard, faculty need to keep up with emerging trends in technology and instruction. To achieve this, the University should provide technology-centred training, programmes, and support for students and faculty.
Objective 5: Enhance academic programmes and standards
Strategies:i. Ensure quality standards in the design, review
and delivery of academic programmes
23 Themes, Objectives, and Strategies
ii. Improve and update the existing academic policies and standards
iii. Ensure learner-centred approaches to teaching and learning
iv. Expand and improve upon programme delivery modes
v. Enhance the integration of ICT into teaching and learning
vi. Provide responsive student support services
vii. Develop students to fi ll critical areas of manpower needs of the University
Objective 6: Establish state-of-the-art teaching and learning environment
Strategies:i. Expand and upgrade infrastructure and
resources to meet international standards
ii. Expand and upgrade library resources and services to meet international standards
iii. Enhance security and emergency response services for the University community
iv. Establish an effi cient transport system
v. Establish campus police post
vi. Establish an effi cient campus bus shuttle system
Objective 7: Develop innovative instructional designs
Strategies:i. Support the development of innovative
approaches in teaching and learning
ii. Establish learner-friendly environment during instruction
Objective 8: Improve on sta� professionalisation, motivation, and welfare
Strategies:i. Provide opportunities for senior members to
pursue professional and terminal degrees in well-recognised institutions
ii. Strengthen the training and development section of the Institute for Teacher Education and Continuous Professional Development (ITECPD) and the Division of Human Resource to ensure continuous professional development in higher education
iii. Reward competence
Themes, Objectives, and Strategies 24
Objective 9: Improve on health and wellness of sta� and students
Strategies:i. Expand coverage of medical servicesii. Improve emergency preparednessiii. Improve sanitation services
Objective 10: Strengthen sports and extra curricula activities
Strategies:i. Expand sporting facilities and logistics on
campuses
4.3 � eme � ree: Pragmatic and Purposeful Administrative System
Preamble:Pragmatic and purposeful administrative system is key to achieving the mission and vision of an organisation. Generally, universities recognise effective and effi cient administrative system as a strong pillar for successful operations. The set of rules, regulations, processes, and procedures followed in the quest to deliver on their mandate should always be proactive, fl exible, and responsive. It is therefore imperative that the University of Education, Winneba transforms its administrative system by reducing excessive bureaucratic bottlenecks, improving on its information management system, and ensuring professional competence for an excellent administrative system based on best practices.
Objective 11: Ensure proactive and responsive administrative system
Strategies: i. Establish and implement the Collegiate Systemii. Transform the administrative system in line
with the best practicesiii. Strengthen and integrate the Management
Information Systemiv. Improve and expand administrative
infrastructure and equipmentv. Strengthen the delivery of procurement
services within the systemvi. Empower spending offi cers to implement the
University policies and directives
24
25 Themes, Objectives, and Strategies
Objective 12: Strengthen the Directorate of Works and Physical Development to improve infrastructure and equipment delivery
Strategies:
i. Transform and resource the Directorate to foster effi ciency in delivery of standardised services
Themes, Objectives, and Strategies 26
4.4 � eme Four: Community, National, Regional, and International Partnerships for Development
PreambleAs universities become more globalised and internationally focused, there is a growing demand for students and faculty to have cross-cultural experience. This calls for greater stakeholder involvement. Stakeholders have continuously wielded enormous power, legitimacy, and urgency in the administration of universities. Their involvement, interest and infl uence are potential drivers of partnerships for development. The University should, therefore, identify and have adequate knowledge on the role and position stakeholders play and occupy in the university system for enhanced academic and administrative work. Again, the University must increasingly harness its stakeholder power and infl uences through strategic collaborative partnership for the promotion and achievement of its mission and core mandate.
Objective 13: Develop e� ective mechanisms for internal stakeholder engagements
Strategies:i. Strengthen internal stakeholder involvement
in governance
ii. Ensure and encourage active participation and engagement in university management by the various unions and student associations
iii. Strengthen and enhance healthy coexistence among staff and students
Objective 14: Develop e� ective mechanisms for external stakeholder engagements
Strategies:i. Strengthen the Division of Publications and
Communication (DPC) to effectively brand the University
ii. Improve institutional image by rebranding programmes and activities
iii. Intensify UEW alumni relations to solicit greater support for University activities
iv. Partner with local community, CSOs, NGOs and national institutions
v. Collaborate with and mentor Colleges of Education to become University Colleges of Education
Objective 15: Improve regional and international collaboration
Strategies:i. Strengthen partnership and collaboration with
international stakeholders in strategic areas
ii. Increase and maintain collaboration with regional educational institutions
26
27 Themes, Objectives, and Strategies
4.5 � eme Five: Enhanced Access, Equity, and Inclusion
Preamble:Access, equity, and inclusion in tertiary education have become critical national and international issues. Universities are developing cultures and policies to enhance inclusion of students from diverse cultural backgrounds, race, ethnicity, gender identity, sexual orientation or identity, religion, nationality, age, economic class, language, and disability. For universities, access, equity, and inclusion are crucial to the achievement of the Sustainable Development Goal 4; they contribute towards elimination of discrimination, poverty reduction, improved quality of life, and empowerment. The University should evolve inclusive culture and policies; adapt existing infrastructure and services to make them accessible; ensure all new infrastructure, equipment, and services are universal design compliant; design and implement responsive systems to support individuals and groups according to their needs. Support should include equal or differential treatment considered equivalent in terms of rights, benefi ts, obligations, and opportunities to enhance inclusion.
Objective 16: Expand access for the underprivileged, the marginalised, persons living with disabilities, and persons from less endowed schools
Strategies:i. Establish culture of inclusion driven by policy
ii. Improve access for persons with disabilities
iii. Adopt universal design for learning
iv. Promote education for the underprivileged and the marginalised
v. Streamline the progression pathways to cater for differentiated completion
Objective 17: Strengthen gender mainstreaming
Strategies:i. Institutionalise gender mainstreaming policy
ii. Increase female representation in the University
Objective 18: Improve on delivery of distance and sandwich education
Strategies:i. Enhance capacity of IDeL staff in distance
education delivery
ii. Improve upon support services for Distance and Sandwich students (DSS)
iii. Restructure the Distance Education curricula to refl ect the new trends in teacher education
iv. Enhance the use of technology in Distance Education delivery
Themes, Objectives, and Strategies 28
4.6 � eme Six: Proactive Quality Assurance System
Preamble: Quality assurance issues have become imperative for all higher education institutions to ensure high standards in the delivery of programmes and services. A proactive quality assurance system ensures that planned and systematic monitoring and evaluation processes are effectively deployed to streamline programme design and delivery. Quality adherence in academic and research work, delivery of assessment, infrastructural design, data management, and information communication are issues that have become core universal values to which every university must seek to adopt. Nationally, quality assurance requirements from National Accreditation Board (NAB) and National Council for Tertiary Education (NCTE) have led to improved university administration. As the University of Education, Winneba pursues increasing enrolment, expansion in academic programmes and infrastructure, diversity in modes of lecture delivery, as well as equity and inclusion, the institution is mindful of the quality assurance implications in all activities. The present Corporate Strategic Plan seeks to strengthen quality assurance measures in all aspects of University operations to ensure sustainability and remain competitive as the premier university in teacher education in the West African sub-region.
Objective 19: Promote quality adherence in the University’s operations
Strategies:i. Continue to ensure that all programmes and
activities of the University meet NAB/NCTE standards
ii. Obtain international accreditation for academic programmes
iii. Improve quality assessment at departmental and faculty level
4.7 � eme Seven: Financial Sustainability and Accountability
Preamble Historically, the Government of Ghana has played a dominant role in fi nancing tertiary education, justifi ed by the critical need to train professionals to support national development and promote access to higher education. In recent times however, public funding of tertiary education has decreased in the face of increasing demand for tertiary education and rising cost of higher education. As private participation in funding of tertiary education increases as a result of cost sharing arrangements, and the competing demands on the already-stretched public purse intensify, there is a growing expectation for public universities in Ghana to be more accountable in the use of public resources. This situation calls for the University to be innovative in adapting alternative
29 Themes, Objectives, and Strategies
funding models to ensure fi nancial sustainability. The University also has to ensure value for money, accountability and sustainability in the use of the limited resources at its disposal. These will strongly position the University to deliver on its mandate, achieve its strategic aspirations, and meet the high expectations of stakeholders.
Objective 20: Enhance � nancial reporting system for improved accountability
Strategies:i. Adopt accrual-based fi nancial reporting
under International Public Sector Accounting Standards (IPSAS)
Objective 21: Strengthen expenditure management practices for prudent resource mobilisation
Strategies:i. Enhance budgeting and budgetary control
practices including budget preparation, budgetary reporting and expenditure control
ii. Empower the Internal Audit and Division of Human Resource to monitor the effi cient utilisation of fi nancial and human resources of the University to reduce any wastage in the system
Objective 22: Pursue innovative and sustainable resource mobilisation
Strategies:i. Embark on innovative and sustainable
resource mobilisation, guided by prudent fi nancial management norms
Themes, Objectives, and Strategies 30
PLAN MATRIX (2019-2023)5.0
31 Plan Matrix (2019-2023)
5.1
TH
EME
ON
E: R
ESEA
RCH
AN
D IN
NO
VATI
ON
Obj
ecti
ve 1:
Con
duct
inno
vati
ve r
esea
rch
that
take
s in
to c
onsi
dera
tion
the
need
s of
in
dust
ry a
nd s
ocie
ty
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PI
Budg
et E
stim
ate
(GH
S)Ti
me
Fram
e
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
1.1
Prom
ote
colla
bora
tive
rese
arch
with
loca
l an
d in
tern
atio
nal
indu
stry
and
in
stitu
tions
1.1.
1 Id
entif
y re
sear
ch n
eeds
of
indu
stry
and
in
stitu
tions
90%
of d
epar
tmen
ts
subm
it ne
eds
asse
ssm
ent r
epor
ts
374,
789.
00√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
1.1.
2 Es
tabl
ish
rese
arch
par
tner
ship
s w
ith in
dust
ry a
nd
inst
itutio
ns
i. 30
% o
f dep
artm
ents
sig
n M
oUs
annu
ally
ii. 3
0% o
f dep
artm
ents
sh
ow d
ocum
enta
ry
evid
ence
of w
orki
ng
rela
tions
hip
annu
ally
630,
000.
00√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
1.1.
3 W
rite
join
t re
sear
ch p
ropo
sals
with
indu
stry
and
in
stitu
tions
for
fund
ing
20%
of d
epar
tmen
ts
show
evi
denc
e of
join
t re
sear
ch p
ropo
sals
218,
167.
00√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
1.2
Stre
ngth
en a
nd
expa
nd c
olla
bora
tive
rese
arch
with
loca
l an
d in
tern
atio
nal
partn
ers
1.2.
1 Re
view
and
re
new
exi
stin
g re
sear
ch p
artn
ersh
ips
All e
xist
ing
partn
ersh
ips
revi
ewed
an
d/or
rene
wed
168,
584.
00√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
1.2.
2 In
stitu
tiona
lise
exist
ing
rese
arch
pa
rtner
ship
s
i. D
atab
ase
of
partn
ersh
ips
at
depa
rtmen
tal l
evel
s
ii. L
eade
rshi
p st
ruct
ures
at
dep
artm
enta
l lev
els
(Ass
ocia
te F
ello
ws)
√√
√√
√D
eans
, HoD
s, D
irect
ors
1.2.
3 Ex
pand
re
sear
ch n
etw
orks
w
ith lo
cal a
nd
inte
rnat
iona
l in
stitu
tions
75%
of s
taff
esta
blish
ne
twor
ks√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
Plan Matrix (2019-2023) 32
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
1.3
Stre
ngth
en
facu
lty a
nd
depa
rtmen
tal
rese
arch
sem
inar
s an
d w
orks
hops
for
staf
f
1.3.
1 Es
tabl
ish
facu
lty/d
epar
tmen
tal
cale
ndar
for r
esea
rch
sem
inar
s
All f
acul
ties
publ
ish
sem
inar
cal
enda
rs
√√
√√
√D
eans
, HoD
s, D
irect
ors
1.3.
2 Co
nduc
t int
ra
and
inte
r fac
ulty
re
sear
ch s
emin
ars
and
wor
ksho
ps
i. At
leas
t, on
e in
tra
facu
lty re
sear
ch
sem
inar
hel
d ev
ery
mon
th
ii. A
t lea
st, o
ne in
ter
facu
lty re
sear
ch
sem
inar
hel
d ev
ery
sem
este
r
149,
100.
00√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
1.3.
3 Es
tabl
ish
mon
itorin
g m
echa
nism
for
facu
lty re
sear
ch
sem
inar
s an
d w
orks
hops
i. Fa
culty
and
de
partm
enta
l qua
rterly
re
ports
on
sem
inar
s an
d w
orks
hops
ii. Q
uarte
rly In
tern
al
Audi
t ass
essm
ent
repo
rts
√D
eans
, HoD
s, D
irect
ors
1.4
Esta
blish
Pr
ofes
soria
l cha
irs
1.4.
1 D
evel
op
guid
elin
es fo
r es
tabl
ishin
g Pr
ofes
soria
l Cha
irs
Publ
ished
gui
delin
es
53,5
00.0
0√
Dea
ns, H
oDs,
Dire
ctor
s
1.4.
2 Se
nsiti
se s
taff
abou
t Pro
fess
oria
l Ch
airs
At le
ast,
one
sens
itisa
tion
wor
ksho
p or
gani
sed
on e
ach
cam
pus
annu
ally
16,2
80.0
0√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s, D
R (D
PC),
Dire
ctor
-O
IA
1.4.
3 D
evel
op
a pr
opos
al fo
r Pr
ofes
soria
l Cha
irs20
% o
f dep
artm
ents
su
bmit
prop
osal
s21
8,16
7.00
√D
eans
, HoD
s, D
irect
ors
1.4.
4 Ap
poin
t Pr
ofes
soria
l Cha
irs10
% o
f dep
artm
ents
ap
poin
t Cha
irs3,
213,
000.
00√
√√
Dea
ns, H
oDs,
Dire
ctor
s
33 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
1.5
Prom
ote
diss
emin
atio
n an
d
publ
icat
ion
of
rese
arch
1.5.
1 D
evel
op a
nd
secu
re d
atab
ase
on
jour
nals
rele
vant
to
the
facu
lty/
depa
rtmen
t
All d
epar
tmen
ts h
ave
data
base
on
rele
vant
jo
urna
ls√
Dea
ns, H
oDs,
Dire
ctor
s
1.5.
2 D
evel
op a
nd
secu
re d
atab
ase
on p
ublic
atio
ns b
y fa
culty
/dep
artm
ent
All d
epar
tmen
ts
have
dat
abas
e on
pu
blic
atio
ns o
f sta
ff√
Dea
ns, H
oDs,
Dire
ctor
s
1.5.
3 D
evel
op in
ter-
facu
lty jo
urna
lsAt
leas
t, fi v
e in
ter-
facu
lty o
pen
acce
ss
jour
nals
deve
lope
d 21
0,00
0.00
√√
Dea
ns, H
oDs,
Dire
ctor
s
1.5.
4 In
crea
se
fund
s fo
r res
earc
h co
nfer
ence
s an
d se
min
ars
i. At
leas
t, 5%
ann
ual
incr
ease
of a
lloca
tion
by d
epar
tmen
t/fa
culty
an
nual
ly
√√
√√
√
Vice
-Cha
ncel
lor,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
, HoD
s, D
irect
ors
ii. C
entra
l vot
e es
tabl
ished
to a
ugm
ent
facu
lty/ d
epar
tmen
tal
budg
ets
for r
esea
rch
conf
eren
ces
and
sem
inar
s
3,00
0,00
0.00
√Vi
ce-C
hanc
ello
r, Fi
nanc
e O
ffi ce
r
1.5.
5 D
issem
inat
e fa
culty
rese
arch
ou
tput
Publ
icat
ions
by
staf
f in
crea
sed
by 5
0%
annu
ally
√√
√√
√Pr
o-VC
, Dea
ns,
HoD
s, D
R-D
PC
1.5.
6 O
rgan
ise a
nd/
or p
artic
ipat
e in
re
sear
ch e
xhib
ition
s
and
min
i fai
rs
i. An
nual
exh
ibiti
ons
and
min
i fai
rs
orga
nise
d by
facu
lties
/de
partm
ents
ii. In
crea
se in
num
ber
of fa
culty
par
ticip
ants
in
exh
ibiti
ons
and
min
i fa
irs
125,
000.
00√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
Plan Matrix (2019-2023) 34
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
2.1
Equi
p fa
culti
es
with
sta
te-o
f-th
e-ar
t fa
cilit
ies
to e
nhan
ce
rese
arch
and
in
nova
tion
2.1.
1Con
duct
a
need
s as
sess
men
t of
facu
lties
and
de
partm
ents
on
stat
e-of
-the
-art
rese
arch
faci
litie
s
Nee
ds a
sses
smen
t co
nduc
ted
by a
ll de
partm
ents
√√
Dea
ns, H
oDs,
Dire
ctor
s
2.1.
2 Pr
ocur
e st
ate-
of-t
he-a
rt eq
uipm
ent
for r
esea
rch
and
inno
vatio
n
At le
ast,
one
stat
e-of
-the
-art
cent
ral
labo
rato
ry e
stab
lishe
d on
all
cam
puse
s11
,750
,000
.00
√√
√VC
, Fin
ance
O
ffi ce
r
2.2
Build
rese
arch
ca
paci
ties
of
staf
f to
prom
ote
colla
bora
tion
2.2.
1 In
stitu
tiona
lise
rese
arch
cap
acity
bu
ildin
g pr
ogra
mm
es
for s
taff
80%
of s
taff
parti
cipa
te
in c
apac
ity b
uild
ing
prog
ram
mes
ann
ually
81,4
00.0
0√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
2.2.
2 Re
new
su
bscr
iptio
ns to
fu
ndin
g da
taba
ses
i. Pa
ymen
t for
su
bscr
iptio
n m
ade
ii. 4
0% o
f sta
ff ac
cess
Re
sear
ch A
frica
an
d ot
her f
undi
ng
data
base
s
250,
000.
00√
√√
√√
Fina
nce
Offi
cer,
Dea
ns, D
irect
ors
2.2.
3 O
rgan
ise
wor
ksho
p an
d tra
inin
g on
pro
mot
ion
of c
olla
bora
tive
rese
arch
Annu
al w
orks
hops
at
the
facu
lty le
vel
980,
000.
00√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s
2.2.
4 Es
tabl
ish
staf
f exc
hang
e pr
ogra
mm
es w
ith
loca
l and
inte
rnat
iona
l in
stitu
tions
At le
ast,
50%
of
dep
artm
ents
en
gage
d in
exc
hang
e pr
ogra
mm
es
5,71
2,00
0.00
√√
√√
√D
eans
, HoD
s, D
irect
ors
2.3
Enco
urag
e pe
er
revi
ew o
f res
earc
h2.
3.1
Dev
elop
a
peer
revi
ew p
olic
y do
cum
ent
Peer
revi
ew p
olic
y do
cum
ent p
ublis
hed
53,5
00.0
0√
Dea
ns, H
oDs,
Dire
ctor
s
Obj
ecti
ve 2
: Enh
ance
sta
ff c
apac
ity
in r
esea
rch,
inno
vati
on a
nd k
now
ledg
e tr
ansf
er
34
35 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
2.4
Impr
ove
skill
s of
sta
ff in
pro
posa
l w
ritin
g fo
r gra
nts
2.4.
1 Co
nstit
ute
a te
am o
f exp
erts
to
trai
n st
aff o
n pr
opos
al w
ritin
g fo
r gr
ants
Team
of e
xper
ts (i
nter
nal
and
exte
rnal
) con
stitu
ted
√√
Dea
ns, D
irect
or
(EFP
O)
2.4.
2 O
rgan
ise
exte
nded
han
ds-
on tr
aini
ng o
n gr
ants
man
ship
for
staf
f
i. Fo
llow
-up
wor
ksho
ps o
n gr
ants
man
ship
org
anise
d
ii. 8
0% o
f sta
ff ac
quire
ski
lls
in g
rant
sman
ship
288,
750.
00√
√√
√√
Dea
ns, D
irect
or
(EFP
O)
2.5
Impr
ove
staf
f m
ento
ring
syst
em
2.5.
1 Re
view
the
men
torin
g sy
stem
to
build
the
capa
citie
s of
sta
ff
i. Re
view
ed m
anua
l on
men
torin
g pu
blish
ed
53,5
00.0
0
√
√√
Pro-
VC,
Regi
stra
r, D
eput
y Re
gist
rar (
HR)
D
eans
, HoD
s, D
irect
ors
ii. M
ento
ring
and
coac
hing
pl
an d
evel
oped
for j
unio
r an
d se
nior
sta
ff
iii. E
very
Pro
fess
or/S
nr.
Lect
urer
(or
equ
ival
ent)
men
tors
At l
east
, tw
o st
aff
with
in th
e 5-
year
per
iod
√√
√√
2.5.
2 Se
nsiti
se s
taff
on m
ento
ring
syst
em i.
At le
ast,
one
sens
itisa
tion
wor
ksho
p or
gani
sed
on e
ach
cam
pus
annu
ally
ii. C
ontin
uous
pub
licity
on
men
torin
g sy
stem
iii. A
ll id
entifi
ed
staf
f ava
il th
emse
lves
of m
ento
rshi
p
96,2
50.0
0√
√√
√√
Dea
ns, H
oDs,
Dire
ctor
s, D
R-H
R
Obj
ecti
ve 3
: Cre
ate
enab
ling
envi
ronm
ent t
hat s
uppo
rts
rese
arch
act
ivit
ies
Plan Matrix (2019-2023) 36
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
3.1
Rest
ruct
ure
rese
arch
fund
m
anag
emen
t for
en
hanc
ed e
ffi ci
ency
an
d ef
fect
iven
ess
3.1.
1 Re
view
m
anag
emen
t pr
oces
ses
to e
ase
acce
ssib
ility
of
rese
arch
fund
s
Revi
ewed
pro
cess
es
for a
cces
sing
rese
arch
fu
nd p
ublis
hed
53,5
00.0
0√
Vice
-Cha
ncel
lor,
Pro-
VC,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
irect
or-E
FPO
3.1.
2 Re
view
the
exist
ing
Univ
ersit
y Re
sear
ch P
olic
y to
en
hanc
e re
sear
ch a
nd
inno
vatio
n
i. Un
iver
sity
Rese
arch
Po
licy
revi
ewed
and
pu
blish
ed
ii. A
ltern
ativ
e ro
utes
fo
r pro
mot
ion
base
d on
gra
nts/
inno
vativ
e re
sear
ch
iii. C
riter
ia fo
r ac
cele
rate
d pr
omot
ion
clea
rly s
pelt
out
53,5
00.0
0√
VC, P
ro-V
C,
Regi
stra
r, D
irect
ors
(EFP
O,
IERI
S)
3.1.
3 Re
view
exi
stin
g do
cum
ent o
n re
sear
ch
ethi
cs
Rese
arch
eth
ics
docu
men
t rev
iew
ed
and
publ
ished
53,5
00.0
0√
VC, P
ro-V
C,
Regi
stra
r, D
irect
ors
(EFP
O,
IERI
S)3.
1.4
Sens
itise
sta
ff on
the
proc
esse
s fo
r ac
cess
ing
the
rese
arch
fu
nd
i. Al
l sen
ior m
embe
rs
sens
itise
d 10
% o
f se
nior
mem
bers
acc
ess
the
fund
19,2
50.0
0√
√√
√D
eans
, D
irect
ors,
HoD
s
3.2
Rew
ard
staf
f for
in
nova
tive
prac
tice
and
gran
t win
ning
3.2.
1 D
evel
op
rew
ard
sche
me
for o
utst
andi
ng
inno
vativ
e re
sear
ch
and
gran
t win
ning
Doc
umen
t on
rew
ard
sche
me
deve
lope
d an
d pu
blish
ed53
,500
.00
√√
VC, P
ro-V
C,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
3.2.
2 Se
nsiti
se s
taff
on
the
rew
ard
sche
me
i. Al
l sen
ior m
embe
rs
sens
itise
d
ii. A
ll qu
alifi
ed s
taff
rew
arde
d
19,2
50.0
0√
√√
√D
eans
, HoD
s, D
R-D
PC
36
37 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
4.1
Esta
blish
cu
tting
edg
e gr
adua
te
prog
ram
mes
4.1.
1 Re
view
exi
stin
g gr
adua
te p
rogr
amm
es in
lin
e w
ith e
mer
ging
nat
iona
l an
d in
tern
atio
nal s
tand
ards
All g
radu
ate
prog
ram
mes
revi
ewed
3,92
0,00
0.00
√√
Pro-
VC, D
eans
, D
irect
ors,
HoD
s
4.1.
2 In
trodu
ce n
ew c
uttin
g ed
ge g
radu
ate
prog
ram
mes
of
nat
iona
l and
inte
rnat
iona
l st
anda
rds
At le
ast,
one
grad
uate
pro
gram
me
intro
duce
d fo
r eac
h de
partm
ent
√√
√Pr
o-VC
, Dea
ns,
Dire
ctor
s, H
oDs
4.1.
3 Pa
rtner
oth
er
inst
itutio
ns a
nd in
dust
ries
to
deve
lop
and
run
grad
uate
pr
ogra
mm
es
At le
ast,
four
pa
rtner
ship
s es
tabl
ished
to ru
n gr
adua
te p
rogr
amm
es28
0,00
0.00
√√
√Pr
o-VC
, Dea
ns,
Dire
ctor
s, H
oDs
4.2
Stre
ngth
en
men
torin
g of
gr
adua
te st
uden
ts
in re
sear
ch
4.2.
1 Re
view
gui
delin
es fo
r gr
adua
te s
uper
visio
n Gr
adua
te s
uper
visio
n gu
idel
ines
revi
ewed
an
d pu
blish
ed
53,5
00.0
0√
√Pr
o-VC
, Dea
ns,
Dire
ctor
s, H
oDs
4.2.
2 In
stitu
te p
ortfo
lios
on s
emin
ars
and
rese
arch
fo
r gra
duat
e st
uden
ts a
s re
quire
men
t for
gra
duat
ion
Guid
elin
es o
n po
rtfol
ios
on s
emin
ars
and
rese
arch
for
grad
uate
stu
dent
s pu
blish
ed
53,5
00.0
0√
√Pr
o-VC
, Dea
ns,
Dire
ctor
s, H
oDs
Obj
ecti
ve 4
: Exp
and
grad
uate
stu
dies
, res
earc
h an
d ou
tput
4.3
Stre
ngth
en
diss
emin
atio
n of
rese
arch
co
nduc
ted
by
grad
uate
stud
ents
4.3.
1 In
stitu
tiona
lise
mile
ston
e co
lloqu
ium
(u
pdat
e se
min
ar) f
or
grad
uate
stu
dent
s
Doc
umen
t on
collo
quia
fo
r gra
duat
e st
uden
ts
publ
ished
53
,500
.00
√√
Dea
ns,
Dire
ctor
s, H
oDs
4.3.
2 O
rgan
ise m
ilest
one
collo
quiu
m (u
pdat
e se
min
ar)
for g
radu
ate
stud
ents
At le
ast,
two
upda
te
sem
inar
s in
an
acad
emic
yea
r or
gani
sed
by e
very
fa
culty
.
285,
000.
00√
√√
√D
eans
, D
irect
ors,
HoD
s
4.3.
3 Fa
cilit
ate
publ
icat
ion
of
grad
uate
stu
dent
s re
sear
ch
i. At
leas
t, tw
o pu
blic
atio
ns fo
r eac
h do
ctor
al c
andi
date
ii. A
t lea
st, o
ne
man
uscr
ipt f
or M
.Phi
l. st
uden
ts
√√
√√
Pro-
VC, D
eans
, D
irect
ors,
HoD
s
4.3.
4 Fa
cilit
ate
grad
uate
st
uden
ts’ p
artic
ipat
ion
in
conf
eren
ces
At le
ast,
50%
of P
hD
and
MPh
il st
uden
ts
parti
cipa
te in
co
nfer
ence
s√
√√
√Pr
o-VC
, Dea
ns,
Dire
ctor
s, H
oDs
Plan Matrix (2019-2023) 38
5.2
Impr
ove
and
upda
te th
e ex
istin
g ac
adem
ic
polic
ies
and
stan
dard
s
5.2.
1 Re
view
and
con
solid
ate
exist
ing
acad
emic
pol
icie
s to
im
prov
e st
anda
rds
i. Al
l aca
dem
ic p
olic
ies
revi
ewed
ii. C
onso
lidat
ed
polic
ies
publ
ished
53,5
00.0
0√
√
Pro-
VC,
Regi
stra
r, D
eans
, D
irect
or-Q
A,
DR-
Acad
emic
Af
fairs
5.3
Ensu
re
lear
ner-
cent
red
appr
oach
es to
te
achi
ng a
nd
lear
ning
5.3.
1 D
esig
n co
mpe
tenc
y-ba
sed
acad
emic
pr
ogra
mm
es
All T
VET
and
scie
nce-
base
d pr
ogra
mm
es
rede
signe
d to
be
com
pete
ncy-
base
d53
,500
.00
√√
Pro-
VC, D
eans
, H
oDs
5.3.
2 Ad
opt l
earn
er-c
entre
d ap
proa
ches
in p
edag
ogy
40%
of c
lass
room
te
achi
ng/le
arni
ng a
re
activ
ity-b
ased
√√
Dea
ns,
Dire
ctor
-QA
HoD
s
5.1
Ensu
re q
ualit
y st
anda
rds
in th
e de
sign,
revi
ew,
and
deliv
ery
of a
cade
mic
pr
ogra
mm
es
5.1.
1 Se
t up
com
mitt
ees
at
facu
lty/d
epar
tmen
tal l
evel
s to
revi
ew e
xist
ing
acad
emic
pr
ogra
mm
es a
nd d
esig
n ne
w o
nes
that
mee
t nat
iona
l an
d in
tern
atio
nal n
eeds
and
st
anda
rds
i. Co
mm
ittee
s se
t up
at a
ll fa
culti
es/
depa
rtmen
ts
ii. A
ll ex
istin
g ac
adem
ic
prog
ram
mes
revi
ewed
an
d ac
cred
ited
to
refl e
ct s
peci
alism
s (P
re-s
choo
l, pr
imar
y,
JHS,
sec
onda
ry,
terti
ary)
iii. A
t lea
st, t
wo
new
pro
gram
mes
ac
cred
ited
for e
ach
facu
lty
iv. I
nter
nshi
p pr
ogra
mm
es
rest
ruct
ured
v. S
taff
(UEW
and
af
fi lia
te C
olle
ges)
tra
ined
on
the
new
B.
Ed. c
urric
ulum
3,93
6,28
0.00
√√
Pro-
VC, D
eans
, H
oDs
TH
EME
TW
O: E
XC
ELLE
NT
AC
AD
EMIC
ST
AN
DA
RD
S IN
TEA
CH
ING
AN
D L
EAR
NIN
GO
bjec
tive
5: E
nhan
ce a
cade
mic
pro
gram
mes
and
sta
ndar
ds
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
i-m
ate
(GH
S)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
39 Plan Matrix (2019-2023)
5.4
Expa
nd a
nd
impr
ove
upon
pr
ogra
mm
e de
liver
y m
odes
5.4.
1 In
trodu
ce n
ew
deliv
ery
mod
es in
to e
xist
ing
prog
ram
mes
At le
ast,
90%
of
prog
ram
mes
del
iver
ed
thro
ugh
mul
tiple
m
odes
√√
√√
√D
eans
, D
irect
ors,
HoD
s
5.4.
3 Re
crui
t lec
ture
rs fo
r ex
pand
ed d
eliv
ery
mod
es
i. Fi
nanc
ial c
lear
ance
ob
tain
ed fr
om
Gove
rnm
ent t
o re
crui
t
ii. N
ew le
ctur
ers
appo
inte
d fo
r new
m
odes
108,
000,
000.
00√
√√
√√
Pro-
VC,
Regi
stra
r,
5.5
Enha
nce
the
inte
grat
ion
of IC
T in
to te
achi
ng a
nd
lear
ning
5.5.
1 Bu
ild la
rge
capa
city
IC
T Ce
ntre
s/Te
achi
ng
Labo
rato
ries
on a
ll ca
mpu
ses
At le
ast,
one
larg
e ca
paci
ty IC
T Ce
ntre
w
ith T
each
ing
Labo
rato
ries
on e
ach
cam
pus
32,0
00,0
00.0
0√
√√
√
VC, D
irect
or-
Wor
ks a
nd
Phys
ical
D
evel
opm
ent,
Dire
ctor
-ICT
Serv
ices
5.5.
2 M
ake
ICT
inte
grat
ion
in te
achi
ng a
nd le
arni
ng
man
dato
ry
80%
of t
each
ing
and
lear
ning
pro
cess
es a
re
ICT-
base
d √
√√
√√
Dea
ns, H
oDs
5.5.
3 Tr
ain
lect
urer
s in
en
hanc
ed IC
T us
age
in
teac
hing
and
lear
ning
All l
ectu
rers
inte
grat
e IC
T in
teac
hing
and
le
arni
ng81
,400
.00
√√
√√
√D
eans
, D
irect
or-IC
T Se
rvic
es, H
oDs,
5.5.
4 In
crea
se u
sage
of A
VU
faci
litie
s in
teac
hing
and
le
arni
ng
50%
of d
epar
tmen
ts
use
AVU
faci
litie
s in
te
achi
ng a
nd le
arni
ng√
√√
√√
Dea
ns, H
oDs,
Hea
d-AV
U O
ffi ce
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
i-m
ate
(GH
S)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
Plan Matrix (2019-2023) 40
5.6
Prov
ide
resp
onsiv
e st
uden
t su
ppor
t ser
vice
s
5.6.
1 Es
tabl
ish b
iom
etric
se
rvic
e sy
stem
for a
ll st
uden
t act
iviti
es
i. Bi
omet
ric s
yste
m
esta
blish
ed
ii. A
ll st
uden
ts p
osse
ss
biom
etric
car
ds
1,25
0,00
0.00
√√
√
VC, R
egist
rar,
Dire
ctor
-ICT
Serv
ices
, D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t
5.6.
2 St
reng
then
gr
adua
te a
ssist
ants
hip
posit
ions
for a
ll pr
ogra
mm
es
i. Gr
adua
te a
ssist
ants
en
gage
d by
eve
ry fa
culty
ii. R
emun
erat
ion
for
grad
uate
teac
hing
as
sista
nts
impr
oved
√√
√√
√VC
, Pro
-VC,
Re
gist
rar,
Dea
ns, H
oDs
5.6.
3 Cr
eate
offi
ce s
pace
fo
r doc
tora
l stu
dent
sO
ffi ce
spa
ce c
reat
ed in
ea
ch fa
culty
1,27
4,00
0.00
√√
√D
eans
, HoD
s
5.6.
4 Es
tabl
ish a
stu
dent
se
rvic
es o
ffi ce
An o
ffi ce
with
re
pres
enta
tives
from
Fi
nanc
e, A
cade
mic
Affa
irs
etc.
esta
blish
ed o
n al
l ca
mpu
ses
152,
000.
00√
DR-
Acad
emic
Af
fairs
, Col
lege
Re
gist
rars
5.6.
5 Up
grad
e an
d m
ake
coun
selli
ng s
ervi
ces
mor
e ac
cess
ible
to
stud
ents
i. Vi
rtual
cou
nsel
ling
serv
ices
intro
duce
d
ii. A
new
use
r-fri
endl
y of
fi ce
for c
ouns
ellin
g se
rvic
es o
n al
l cam
puse
s
100,
000.
00√
√
Dire
ctor
-Co
unse
lling
Ce
ntre
, D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t5.
6.6
Esta
blish
a n
on-
resid
entia
l stu
dent
su
ppor
t ser
vice
s of
fi ce
unde
r the
Dea
n of
St
uden
t Affa
irs
Offi
ce fo
r non
-res
iden
tial
stud
ent s
uppo
rt se
rvic
es
esta
blish
ed o
n ev
ery
cam
pus
152,
000.
00√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
Dea
n of
Stu
dent
s
5.7
Dev
elop
st
uden
ts to
fi ll
criti
cal a
reas
of
man
pow
er n
eeds
of
the
Univ
ersit
y
5.7.
1 D
evel
op a
su
cces
sion
plan
for h
igh
achi
evin
g Ph
D a
nd M
Phil
stud
ents
i. Su
cces
sion
plan
do
cum
ent p
ublis
hed
ii. L
ist o
f hig
h ac
hiev
ing
stud
ents
com
pile
d
53,5
00.0
0√
√Pr
o-VC
, Dea
ns,
HoD
s
5.7.
2 Fa
cilit
ate
the
trans
ition
of h
igh
achi
evin
g Ph
D a
nd M
Phil
grad
uate
s in
to fa
culty
an
d ad
min
istra
tion
syst
em
i. 80
% o
f ide
ntifi
ed h
igh
achi
evin
g gr
adua
tes
men
tore
d an
d en
gage
d√
√√
√√
Pro-
VC, D
eans
, H
oDs
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
41 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
6.1
Expa
nd
and
upgr
ade
infra
stru
ctur
e an
d re
sour
ces
to
mee
t int
erna
tiona
l st
anda
rds
6.1.
1 Co
mpl
y w
ith
inte
rnat
iona
l sta
ndar
ds
for i
nfra
stru
ctur
al
wor
ks
All
infra
stru
ctur
al
wor
ks d
esig
ned
to
be U
nive
rsal
Des
ign
Prin
cipl
e (U
DP)
co
mpl
iant
√√
VC, P
ro-V
C, D
eans
, H
oDs,
Dire
ctor
-W
orks
and
Phy
sical
D
evel
opm
ent,
6.1.
2 En
gage
st
akeh
olde
rs,
espe
cial
ly, e
nd u
sers
on
all
infra
stru
ctur
al
desig
n an
d w
orks
All s
take
hold
ers
parti
cipa
te in
in
frast
ruct
ural
wor
k de
signs
√√
√√
√D
eans
, HoD
s, D
irect
or-
Wor
ks a
nd P
hysic
al
Dev
elop
men
t
6.1.
3 Co
mpl
ete
all o
n-go
ing
infra
stru
ctur
al
wor
ks
All o
ngoi
ng
infra
stru
ctur
al w
orks
co
mpl
eted
and
han
ded
over
on
sche
dule
eg. T
hree
20
00-c
apac
ity
stud
ent r
esid
entia
l ac
com
mod
atio
n at
W
inne
ba
180,
000,
000.
00√
√VC
, Pro
-VC,
Dire
ctor
-W
orks
and
Phy
sical
D
evel
opm
ent
6.1.
4 Ex
pand
st
uden
t res
iden
tial
acco
mm
odat
ion
to
cate
r for
incr
easin
g st
uden
t num
bers
Five
500
0-ca
paci
ty
stud
ent r
esid
entia
l ac
com
mod
atio
n (2
in
Win
neba
, 1 in
eac
h ot
her c
ampu
s)
ii. B
uild
, Ope
rate
, an
d Tr
ansf
er (B
OT)
ag
reem
ents
sig
ned
300,
000,
000.
00√
√√
√√
VC, P
rinci
pals,
Dire
ctor
-W
orks
and
Phy
sical
D
evel
opm
ent
6.1.
5 Co
nstru
ct n
ew
acad
emic
and
non
-ac
adem
ic fa
cilit
ies
to
cate
r for
incr
easin
g st
uden
t and
sta
ff nu
mbe
rs
Five
new
lect
ure
bloc
ks
cons
truct
ed (2
in
Win
neba
, 1 e
ach
in th
e co
nstit
uent
cam
puse
s)10
0,00
0,00
0.00
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Dire
ctor
-Wor
ks a
nd
Phys
ical
Dev
elop
men
t
6.1.
6 In
crea
se s
taff
resid
entia
l fac
ilitie
s on
Ca
mpu
s
Five
new
sta
ff ap
artm
ents
com
plex
co
mpl
eted
16
,000
,000
.00
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Dire
ctor
-Wor
ks a
nd
Phys
ical
Dev
elop
men
t6.
1.7
Prov
ide
adeq
uate
of
fi ce
acco
mm
odat
ion
for s
taff
Four
new
sta
ff of
fi ce
com
plex
com
plet
ed (1
on
eac
h ca
mpu
s)40
,000
,000
.00
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Dire
ctor
-Wor
ks a
nd
Phys
ical
Dev
elop
men
t
Obj
ecti
ve 6
: Est
ablis
h st
ate-
of-t
he-a
rt te
achi
ng a
nd le
arni
ng e
nvir
onm
ent
Plan Matrix (2019-2023) 42
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
6.2
Expa
nd a
nd
upgr
ade
Libr
ary
reso
urce
s an
d se
rvic
es to
mee
t in
tern
atio
nal
stan
dard
s
6.2.
1 Co
nstru
ct n
ew
libra
ry c
ompl
ex a
t W
inne
ba, K
umas
i, an
d Aj
umak
o
Thre
e st
ate-
of-t
he-a
rt lib
rarie
s co
mpl
eted
(1
each
for W
inne
ba, K
umas
i, an
d Aj
umak
o)
30,0
00,0
00.0
0√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls,
Dire
ctor
-Wor
ks
and
Phys
ical
D
evel
opm
ent
6.2.
2 Re
sour
ce a
nd
mar
ket t
he u
nive
rsity
lib
rarie
s to
mee
t in
tern
atio
nal s
tand
ards
i. Su
bscr
iptio
n to
mor
e re
puta
ble
jour
nals
ii. Im
prov
ed in
tern
et
acce
ss a
t the
libr
arie
s
iii. M
ore
book
s an
d e-
book
s pr
ocur
ed
iv. S
peci
alise
d fa
cilit
ies
for
pers
ons
with
spe
cial
nee
ds
prov
ided
v. D
ata
anal
ytic
sof
twar
e an
d an
ti-pl
agia
rism
so
ftwar
e pr
ocur
ed
vi. A
t lea
st, o
ne
sens
itisa
tion
wor
ksho
p or
gani
sed
for d
epar
tmen
t/fa
culty
in a
n ac
adem
ic
year
vii.
Lib
rary
reso
urce
s an
d se
rvic
es p
ublic
ised
loca
lly
and
inte
rnat
iona
lly
6,09
6,25
0.00
√√
√√
√Un
iver
sity
Libr
aria
n
6.2.
3 Es
tabl
ish in
ter-
univ
ersit
y lib
rary
se
rvic
es
MoU
s on
inte
r-lib
rary
se
rvic
es s
igne
d w
ith o
ther
un
iver
sitie
s √
√√
√√
Univ
ersit
y Li
brar
ian
43 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
6.3
Enha
nce
secu
rity
and
emer
genc
y re
spon
se s
ervi
ces
for t
he U
nive
rsity
Co
mm
unity
6.3.
1 Bu
ild c
apac
ity o
f se
curit
y pe
rson
nel t
o m
eet t
he s
ecur
ity n
eeds
on
cam
pus
i. O
ne w
orks
hop
on
secu
rity
man
agem
ent
orga
nise
d ev
ery
year
on
all c
ampu
ses
ii. S
peci
al tr
aini
ng o
n di
sast
er ri
sk re
duct
ion
man
agem
ent p
rovi
ded
for
all s
ecur
ity s
taff
1,00
0,00
0.00
√√
√√
√
DR-
HR,
D
irect
or-
ITEC
PD,
Dire
ctor
-Se
curit
y Se
rvic
es
6.3.
2 Es
tabl
ish h
otlin
e de
skH
otlin
e de
sk s
et u
p on
ea
ch c
ampu
s32
,000
.00
√
DR-
Ope
ratio
n,
DR-
DPC
, D
irect
or-
Secu
rity
Serv
ices
6.3.
3 Ad
opt e
mer
ging
te
chno
logy
in s
ecur
ity
man
agem
ent o
n al
l ca
mpu
ses
i. CC
TV c
amer
as, s
wip
es
etc.
inst
alle
d at
van
tage
po
ints
on
all c
ampu
ses
ii. S
ecur
ity s
cann
ers
inst
alle
d at
the
entra
nce
of k
ey b
uild
ings
(JAM
, Li
brar
y, A
dmin
. Blo
cks,
Hal
ls of
Res
iden
ce)
682,
500.
00√
√√
Dire
ctor
-ICT
Serv
ices
, D
irect
or-
Secu
rity
Serv
ices
6.3.
4 In
crea
se th
e vi
sibili
ty o
f sec
urity
pe
rson
nel o
n al
l ca
mpu
ses
i. N
umbe
r of s
ecur
ity
pers
onne
l on
all c
ampu
ses
incr
ease
d by
40%
ii. M
ore
secu
rity
pers
onne
l po
sitio
ned
at s
trate
gic
poin
ts
iii. S
ecur
ity p
atro
ls in
crea
sed
14,5
92,0
00.0
0√
√√
√√
Dire
ctor
-Se
curit
y Se
rvic
es
Plan Matrix (2019-2023) 44
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
6.4
Esta
blish
an
effi c
ient
tran
spor
t sy
stem
6.4.
1 Re
view
ex
istin
g Tr
ansp
ort
Polic
y
i. Re
view
ed p
olic
y do
cum
ent p
ublis
hed
7,05
3,50
0.00
√√
Regi
stra
r, D
R-O
pera
tions
, Tr
ansp
ort O
ffi ce
r
6.4.
2 Se
t up
a ca
mpu
s bu
s sh
uttle
sy
stem
i. Bu
s sh
uttle
sys
tem
es
tabl
ished
on
all
cam
puse
s
ii. P
PP a
gree
men
t on
shut
tle s
yste
m s
igne
d
iii. B
uses
pro
cure
d
√√
√√
Vice
-Ch
ance
llor,
Regi
stra
r, D
R-O
pera
tions
, Tr
ansp
ort
Offi
cer
6.4.
2 Ac
quire
mor
e ve
hicl
es to
impr
ove
the
trans
porta
tion
syst
em
Vehi
cles
acq
uire
d fo
r id
entifi
ed
sect
ors
12,0
00,0
00.0
0√
√√
√√
Vice
-Cha
ncel
lor,
Regi
stra
r, D
R-O
pera
tions
, Tr
ansp
ort O
ffi ce
r
6.4.
3 Se
t up
a ve
hicl
e m
onito
ring
and
track
ing
syst
em
i. Te
chno
logy
for
vehi
cle
mon
itorin
g an
d tra
ckin
g ac
quire
d
ii. T
rans
porta
tion
plan
m
atrix
for d
epar
tmen
ts
deve
lope
d
124,
670.
00√
√√
√√
DR-
Ope
ratio
ns,
Tran
spor
t Offi
cer
44
45 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
7.1
Supp
ort t
he
deve
lopm
ent o
f in
nova
tive
appr
oach
es
in te
achi
ng a
nd
lear
ning
7.1.
1 Tr
ain
facu
lty
on e
mer
ging
tren
ds
in c
urric
ulum
and
in
stru
ctio
nal d
esig
n
i. Tw
o tra
inin
g w
orks
hops
on
inst
ruct
iona
l des
ign
orga
nise
d in
eac
h ca
mpu
s ev
ery
year
ii. T
rain
ing
wor
ksho
p on
age
-app
ropr
iate
an
d su
bjec
t-sp
ecifi
c pe
dago
gies
org
anise
d fo
r all
depa
rtmen
ts
iii. I
ndig
enou
s pe
dago
gies
in te
achi
ng
and
lear
ning
met
hods
ad
opte
d by
resp
ectiv
e de
partm
ents
162,
800.
00√
√√
√√
Dea
ns,
Dire
ctor
s, D
irect
or-IC
T Se
rvic
es, H
oDs
7.1.
2 Pr
ovid
e re
sour
ces
for
impl
emen
ting
inno
vativ
e ap
proa
ches
in
inst
ruct
ion
Mor
e fu
nctio
nal
proj
ecto
rs, P
A sy
stem
s, m
ultim
edia
acc
ess
prov
ided
in a
ll le
ctur
e ha
lls
4,25
0,00
0.00
√√
VC, P
ro-V
C,
Dea
n, D
irect
ors,
HoD
s, H
ead-
ERC
7.1.
3 St
imul
ate
facu
lty to
bec
ome
crea
tive-
orie
nted
in
inst
ruct
iona
l m
etho
ds
i. At
leas
t, on
e re
treat
or
gani
sed
by e
ach
facu
lty
ii. R
ewar
d sc
hem
e fo
r cr
eativ
ity in
stitu
ted
iii. I
ndep
ende
nt a
nd
facu
lty-b
ased
app
raisa
l sy
stem
for c
reat
ivity
in
stitu
ted
iv. F
acul
ty re
war
ded
for
crea
tivity
153,
500.
00√
√√
√√
VC, P
ro-V
C,
Dea
ns, D
irect
or-
QA,
HoD
s
Obj
ecti
ve 7
: Dev
elop
inno
vati
ve c
urri
culu
m a
nd in
stru
ctio
nal d
esig
ns
Plan Matrix (2019-2023) 46
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
7.2
Esta
blish
lear
ner-
frien
dly
envi
ronm
ent
durin
g in
stru
ctio
n
7.2.
1 Bu
ild c
apac
ity
of fa
culty
on
esta
blish
ing
lear
ner-
frien
dly
envi
ronm
ent
durin
g in
stru
ctio
nal
proc
ess
i. O
ne C
ontin
uous
Pr
ofes
siona
l D
evel
opm
ent (
CPD
) w
orks
hop
orga
nise
d fo
r ev
ery
facu
lty a
nnua
lly
ii. F
eedb
ack
syst
em
inst
itute
d
81,4
00.0
0√
√√
√√
Dea
ns,
Dire
ctor
s, D
irect
or-
ITEC
PD, H
oDs
Obj
ecti
ve 8
: Im
prov
e on
sta
ff p
rofe
ssio
nalis
atio
n, m
otiv
atio
n, a
nd w
elfa
re
8.1
Prov
ide
oppo
rtuni
ties
for
seni
or m
embe
rs to
pu
rsue
pro
fess
iona
l an
d te
rmin
al d
egre
es
in w
ell r
ecog
nise
d in
stitu
tions
8.1.
1 Su
ppor
t tra
inin
g fo
r sen
ior
mem
bers
i. At
leas
t, 50
% o
f fac
ulty
ho
ld te
rmin
al d
egre
es
ii. A
ll D
eans
faci
litat
e Ph
D o
ppor
tuni
ties
for
staf
f
iii. 6
0% o
f sen
ior
mem
bers
hav
e pr
ofes
siona
l tra
inin
g
√√
√√
√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
, HoD
s
8.1.
2 In
stitu
te
acce
lera
ted
PhD
pr
ogra
mm
e
i. Po
licy
on a
ccel
erat
ed
PhD
pro
gram
me
desig
ned
ii. 8
0% o
f ide
ntifi
ed
acad
emic
sta
ff en
rolle
d
53,5
00.0
0√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
, HoD
s
8.1.
3 Su
ppor
t tra
inin
g fo
r jun
ior
and
seni
or s
taff
30%
of J
unio
r and
sen
ior
staf
f hav
e pr
ofes
siona
l ce
rtifi c
atio
n √
√√
√VC
, Pro
-VC,
Pr
inci
pals,
Re
gist
rar,
DR-
HR
46
47 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
8.2
Stre
ngth
en
the
Trai
ning
and
D
evel
opm
ent
Sect
ion
of th
e In
stitu
te fo
r Te
ache
r Edu
catio
n an
d Co
ntin
uous
Pr
ofes
siona
l D
evel
opm
ent
(ITEC
PD) a
nd th
e D
ivisi
on o
f Hum
an
Reso
urce
to
ensu
re c
ontin
uous
pr
ofes
siona
l de
velo
pmen
t in
high
er e
duca
tion
8.2.
1 R
esou
rce
ITEC
PD a
nd T
rain
ing
and
Dev
elop
men
t Se
ctio
n of
HR
to
oper
ate
effe
ctiv
ely
i. Ad
ditio
nal s
taff
recr
uite
d fo
r ITE
CPD
an
d H
R
ii. A
dditi
onal
offi
ce
spac
es p
rovi
ded
for
ITEC
PD
√√
Dire
ctor
-IT
ECPD
, DR-
HR
8.2.
2 Re
view
/dev
elop
po
licy
on s
taff
CPD
an
d fo
r affi
liate
in
stitu
tions
Revi
ewed
pol
icy
docu
men
t pub
lishe
d53
,500
.00
√√
Dire
ctor
-IT
ECPD
, DR-
HR
8.2.
3 O
rgan
ise C
PD
prog
ram
mes
i. Al
l tea
chin
g st
aff o
f UE
W p
artic
ipat
e in
CPD
ii. A
ll ad
min
istra
tive
staf
f of
UEW
ben
efi t
from
CP
D
iii. A
ll ac
adem
ic s
taff
of a
ffi lia
te in
stitu
tions
be
nefi t
from
PGD
TLH
E an
d CP
D
iv. A
ll ad
min
istra
tive
staf
f of
affi
liate
inst
itutio
ns
bene
fi t fr
om C
PD
√√
√√
√D
irect
or-
ITEC
PD, D
R-H
R
8.2.
4 In
trodu
ce
new
sho
rt co
urse
s an
d ex
chan
ge
prog
ram
mes
in
colla
bora
tion
with
de
partm
ents
At le
ast,
fi ve
new
sho
rt co
urse
s in
trodu
ced
267,
500.
00√
√√
√√
Dire
ctor
-IT
ECPD
, Dea
ns,
HoD
s
8.3
Rew
ard
com
pete
nce
8.3.
1 Es
tabl
ish a
fu
nd th
at w
ill re
war
d m
erito
rious
wor
k an
nual
ly
i. Re
war
d sc
hem
e fo
r mer
itorio
us w
ork
inst
itute
d
ii. S
taff
nom
inat
ed o
n ye
arly
bas
is fo
r aw
ard
213,
500.
00√
√√
√√
VC, P
ro-V
C,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
, HoD
s, D
R-H
R
Plan Matrix (2019-2023) 48
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
9.1
Expa
nd
cove
rage
of
med
ical
ser
vice
s
9.1.
1 Re
crui
t var
ious
pr
ofes
siona
l sta
ff to
m
eet h
ealth
ser
vice
s an
d ac
cred
itatio
n ne
eds
Addi
tiona
l pro
fess
iona
l sta
ff re
crui
ted
for t
he c
ampu
s cl
inic
s2,
160,
000.
00√
√√
√√
Pro-
VC, P
rinci
pals,
Re
gist
rar,
DR-
HR,
D
irect
or-H
ealth
Se
rvic
es
9.1.
2 Bu
ild c
apac
ity o
f st
aff
Cont
inuo
us tr
aini
ng
wor
ksho
ps o
rgan
ised
for
staf
f√
√√
√√
DR-
HR,
Dire
ctor
-H
ealth
Ser
vice
s
9.1.
3 Re
sour
ce
Univ
ersit
y H
ospi
tal a
nd
Clin
ics
i. Cr
itica
l med
ical
equ
ipm
ent
acqu
ired
7,00
0,00
0.00
√
√√
√√
√VC
, Prin
cipa
ls,
Regi
stra
r, D
irect
or-
Hea
lth S
ervi
ces
ii. C
omm
ittee
s an
d Bo
ard
for H
ospi
tal M
anag
emen
t op
erat
iona
l√
9.1.
4 Em
bark
on
perio
dic
med
ical
ch
eck-
ups
for s
taff
and
stud
ents
Annu
al m
edic
al c
heck
-ups
in
stitu
ted
4,27
5,00
0.00
√√
√√
√
VC, P
rinci
pals
Regi
stra
r, Co
llege
Re
gist
rars
, D
irect
or-H
ealth
Se
rvic
es
9.1.
5 M
ake
the
Univ
ersit
y he
alth
se
rvic
es m
ore
acce
ssib
le to
ext
erna
l cl
ient
s
i. At
leas
t, on
e ou
treac
h pr
ogra
mm
e or
gani
sed
per
sem
este
r
ii. U
nive
rsity
hos
pita
l and
cl
inic
s op
erat
e 24
-hr s
ervi
ces
iii. F
inan
cial
risk
pro
tect
ion
sche
me
inst
itute
d fo
r st
uden
ts
250,
000.
00√
√√
√√
Dire
ctor
-Hea
lth
Serv
ices
9.1.
6 Co
mpl
ete
on-g
oing
Uni
vers
ity
Hos
pita
l pro
ject
in
Win
neba
Ong
oing
hos
pita
l pro
ject
in
Wnn
eba
com
plet
ed10
,000
,000
.00
√√
VC, P
ro-V
C,
Regi
stra
r, D
irect
or-
Hea
lth S
ervi
ces,
Dire
ctor
-Wor
ks
and
Phys
ical
D
evel
opm
ent
9.1.
7 Bu
ild m
ore
infra
stru
ctur
e fo
r cl
inic
al s
ervi
ces
on a
ll ca
mpu
ses
Clin
ics
at K
umas
i, M
ampo
ng,
and
Ajum
ako
expa
nded
21,0
00,0
00.0
0√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, Co
llege
Re
gist
rars
, D
irect
or-H
ealth
Se
rvic
es, D
irect
or-
Wor
ks a
nd P
hysic
al
Dev
elop
men
t
Obj
ecti
ve 9
: Im
prov
e on
hea
lth
serv
ice
deliv
ery
of th
e U
nive
rsit
y
49 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
9.2
Impr
ove
emer
genc
y pr
epar
edne
ss
9.2.
1 In
stal
l int
erco
m
and
dire
ct d
ial t
elep
hone
se
rvic
es
Inte
rcom
and
hot
lines
in
stal
led
at a
ll ca
mpu
s cl
inic
s20
,000
.00
√√
Dire
ctor
-Hea
lth
Serv
ices
, D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t, D
irect
or-IC
T Se
rvic
es9.
2.2
Inst
all e
mer
genc
y pr
otoc
ols
for h
ealth
care
de
liver
y
Emer
genc
y pr
otoc
ols
inst
alle
d at
all
cam
pus
clin
ics
√√
Dire
ctor
-Hea
lth
Serv
ices
9.2.
3 In
stal
l fi re
saf
ety
equi
pmen
t at v
anta
ge
poin
ts
Fire
saf
ety
equi
pmen
t in
stal
led
at v
anta
ge p
oint
s at
all
cam
pus
clin
ics
7,50
0.00
√√
Dire
ctor
-Se
curit
y Se
rvic
es
9.3
Impr
ove
sani
tatio
n se
rvic
es
9.3.
1 Es
tabl
ish a
was
te
man
agem
ent s
yste
m o
n al
l cam
puse
si.
Was
te b
ins
and
was
te
disp
osal
truc
ks p
rocu
red
7,50
0,00
0.00
√√
Dire
ctor
-Hea
lth
Serv
ices
9.3.
2 Pa
rtner
with
was
te
disp
osal
org
anisa
tions
to
man
age
was
te o
n ca
mpu
ses
Was
te d
ispos
al
partn
ersh
ips
esta
blish
ed
with
Zoo
mlio
n, M
unic
ipal
an
d D
istric
t Ass
embl
ies
√√
Dire
ctor
-Hea
lth
Serv
ices
Plan Matrix (2019-2023) 50
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
10.1
Exp
and
spor
ting
faci
litie
s an
d lo
gist
ics
on
cam
puse
s
10.1
.1 D
evel
op p
olic
y gu
idel
ines
on
spor
ts
and
recr
eatio
n
Polic
y gu
idel
ines
on
spor
ts d
evel
oped
and
pu
blish
ed53
,500
.00
√√
Regi
stra
r, Ch
airm
an-
Amal
gam
ated
Sp
orts
10.1
.2 R
enov
ate
exist
ing
spor
ting
faci
litie
s on
all
cam
puse
s to
mee
t cu
rren
t tre
nds
All e
xist
ing
spor
ting
faci
litie
s on
all
cam
puse
s re
nova
ted
500,
000.
00√
√√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
Fi
nanc
e O
ffi ce
r, Ch
airm
an-
Amal
gam
ated
Sp
orts
, Dire
ctor
-W
orks
and
Phy
sical
D
evel
opm
ent
10.1
.3 B
uild
sta
te-o
f-th
e-ar
t spo
rts fa
cilit
ies
on a
ll ca
mpu
ses
i. St
adiu
m c
ompl
ex
cons
truct
ed o
n W
inne
ba C
ampu
s
ii. M
ini s
ports
sta
dium
w
ith ta
rtan
track
s co
nstru
cted
on
cons
titue
nt c
ampu
ses
35,0
00,0
00.0
0√
√√
√√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
Fi
nanc
e O
ffi ce
r, Ch
airm
an-
Amal
gam
ated
Sp
orts
, Dire
ctor
-W
orks
and
Phy
sical
D
evel
opm
ent
10.1
.4 U
pgra
de
the
Amal
gam
ated
Sp
orts
Offi
ce in
to a
D
irect
orat
e
Offi
ce u
pgra
ded
into
a
dire
ctor
ate
106,
473.
00√
√√
√
VC, P
ro-V
C,
Regi
stra
r, Ch
airm
an-
Amal
gam
ated
Sp
orts
,
Obj
ecti
ve 10
: Str
engt
hen
spor
ts a
nd e
xtra
cur
ricu
la a
ctiv
itie
s
51 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
11.1
Est
ablis
h an
d im
plem
ent t
he
Colle
giat
e Sy
stem
11.1
.1 A
men
d th
e UE
W
Act a
nd S
tatu
tes
to
supp
ort t
he C
olle
giat
e Sy
stem
i. Un
iver
sity
of
Educ
atio
n, W
inne
ba
Act a
men
ded
ii. U
nive
rsity
of
Educ
atio
n, W
inne
ba
Stat
utes
revi
ewed
to
incl
ude
the
Colle
giat
e Sy
stem
237,
917.
00√
√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
11.2
Tra
nsfo
rm
the
adm
inist
rativ
e sy
stem
in li
ne w
ith
best
pra
ctic
es
11.2
.1 D
evel
op
a ca
talo
gue
of
adm
inist
rativ
e be
st
prac
tices
i. Co
mm
ittee
set
up
to
deve
lop
cata
logu
e
ii. C
atal
ogue
of
adm
inist
rativ
e be
st
prac
tices
dev
elop
ed
and
publ
ished
73,5
00.0
0
√√
√
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
11.2
.2 E
stab
lish
clea
r-cu
t tim
elin
es fo
r de
liver
y of
ser
vice
s
i. Cl
ear-
cut t
imel
ines
fo
r del
iver
y of
ser
vice
s de
velo
ped
ii. S
ervi
ces
deliv
ered
on
sche
dule
√
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
11.2
.3 R
evie
w th
e ad
min
istra
tive
proc
esse
s to
mak
e it
mor
e re
spon
sive
i. Ad
min
istra
tive
proc
esse
s re
view
ed
ii. A
dmin
istra
tive
proc
esse
s m
ade
mor
e re
spon
sive
√
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
11.2
. Div
ersif
y ch
anne
ls of
info
rmat
ion
com
mun
icat
ion
with
in
the
syst
em
Chan
nels
dive
rsifi
ed to
in
clud
e so
cial
med
ia,
emai
ls, s
ms,
and
othe
r vi
rtual
pla
tform
s
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
TH
EME
TH
REE
: PR
AG
MA
TIC
AN
D P
UR
POSE
FUL
AD
MIN
IST
RA
TIV
E SY
STEM
Obj
ecti
ve 11
: Ens
ure
proa
ctiv
e an
d re
spon
sive
adm
inis
trat
ive
syst
em
Plan Matrix (2019-2023) 52
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
11.1
Est
ablis
h an
d im
plem
ent t
he
Colle
giat
e Sy
stem
11.1
.1 A
men
d th
e UE
W
Act a
nd S
tatu
tes
to
supp
ort t
he C
olle
giat
e Sy
stem
i. Un
iver
sity
of
Educ
atio
n, W
inne
ba
Act a
men
ded
ii. U
nive
rsity
of
Educ
atio
n, W
inne
ba
Stat
utes
revi
ewed
to
incl
ude
the
Colle
giat
e Sy
stem
237,
917.
00√
√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
11.2
Tra
nsfo
rm
the
adm
inist
rativ
e sy
stem
in li
ne w
ith
best
pra
ctic
es
11.2
.1 D
evel
op
a ca
talo
gue
of
adm
inist
rativ
e be
st
prac
tices
i. Co
mm
ittee
set
up
to
deve
lop
cata
logu
e
ii. C
atal
ogue
of
adm
inist
rativ
e be
st
prac
tices
dev
elop
ed
and
publ
ished
73,5
00.0
0
√√
√
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
11.2
.2 E
stab
lish
clea
r-cu
t tim
elin
es fo
r de
liver
y of
ser
vice
s
i. Cl
ear-
cut t
imel
ines
fo
r del
iver
y of
ser
vice
s de
velo
ped
ii. S
ervi
ces
deliv
ered
on
sche
dule
√
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
11.2
.3 R
evie
w th
e ad
min
istra
tive
proc
esse
s to
mak
e it
mor
e re
spon
sive
i. Ad
min
istra
tive
proc
esse
s re
view
ed
ii. A
dmin
istra
tive
proc
esse
s m
ade
mor
e re
spon
sive
√
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
11.2
. Div
ersif
y ch
anne
ls of
info
rmat
ion
com
mun
icat
ion
with
in
the
syst
em
Chan
nels
dive
rsifi
ed to
in
clud
e so
cial
med
ia,
emai
ls, s
ms,
and
othe
r vi
rtual
pla
tform
s
Regi
stra
r, Co
llege
Re
gist
rars
, D
eput
y Re
gist
rars
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
11.3
Stre
ngth
en
and
inte
grat
e th
e M
anag
emen
t In
form
atio
n Sy
stem
11.3
.1 D
evel
op a
n in
tegr
ated
dat
abas
e sy
stem
for t
he
Univ
ersit
y
Tech
nolo
gy in
tegr
ated
in
to re
cord
kee
ping
pr
actic
es70
0,00
0.00
√√
√
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
R-Ac
adem
ic
Affa
irs, D
R-H
R,
Dire
ctor
-ICT
Serv
ices
, Pl
anni
ng O
ffi ce
r11
.3.2
Dev
elop
En
terp
rise
Reso
urce
Pl
anni
ng S
yste
m fo
r ef
fect
ive
info
rmat
ion
man
agem
ent
In-h
ouse
ERP
sys
tem
de
velo
ped
and
depl
oyed
√√
√
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
R-Ac
adem
ic
Affa
irs, D
R-H
R,
Dire
ctor
-ICT
Serv
ices
, Pl
anni
ng O
ffi ce
r
11.3
.3 U
pgra
de
the
Univ
ersit
y’s
Info
rmat
ion
Tech
nolo
gy
incl
udin
g th
e N
etw
ork
(WAN
/LA
N) a
nd d
ate
cent
re
infra
stru
ctur
e in
line
w
ith in
tern
atio
nal
stan
dard
s
i. N
etw
ork
infra
stru
ctur
e up
grad
ed
ii. D
isast
er re
cove
ry s
ite
set u
p
iii. F
irew
alls,
intru
sion
dete
ctio
n, S
SL
certi
fi cat
e in
pla
ce
220,
000.
00√
√D
irect
or-IC
T Se
rvic
es
11.3
.4 D
eplo
y an
in
tegr
ated
ERP
sy
stem
i. St
ate-
of-t
he-a
rt ER
P sy
stem
acq
uire
d
ii. T
rain
ing
and
sens
itisa
tion
wor
ksho
ps o
rgan
ised
for s
taff
and
stud
ents
iii. A
dmin
istra
tive
man
ual d
evel
oped
to
supp
ort E
RP p
roce
sses
6,70
0,00
0.00
√√
√D
irect
or-IC
T Se
rvic
es
11.4
Impr
ove
and
expa
nd
adm
inist
rativ
e in
frast
ruct
ure
and
equi
pmen
t
11.4
.1 C
onst
ruct
m
oder
n ad
min
istra
tive
bloc
k fo
r Kum
asi a
nd
Mam
pong
cam
puse
s
Mod
ern
adm
inist
rativ
e bl
ocks
con
stru
cted
for
Mam
pong
and
Kum
asi
cam
puse
s20
,000
,000
.00
√√
√√
√VC
, Pro
-VC,
Reg
istra
r, Pr
inci
pals,
Dire
ctor
-W
orks
and
Phy
sical
D
evel
opm
ent
11.4
.2 A
cqui
re s
tate
-of
-the
-art
offi c
e eq
uipm
ent
Adm
inist
rativ
e of
fi ces
eq
uipp
ed w
ith s
tate
-of
-the
-art
equi
pmen
t5,
000,
000.
00√
√√
VC, P
ro-V
C, P
rinci
pals,
Re
gist
rar,
Colle
ge
Regi
stra
rs, D
Rs
53 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
11.5
Stre
amlin
e th
e d
eliv
ery
of
proc
urem
ent
serv
ices
with
in th
e sy
stem
11.5
.1 S
ensit
ise s
taff
on p
rocu
rem
ent
serv
ices
and
pol
icie
s
Sens
itisa
tion
wor
ksho
ps
orga
nise
d fo
r sta
ff an
nual
ly96
,250
.00
√√
√√
√D
R-H
R, H
ead-
Proc
urem
ent
11.5
.2 D
evel
op
capa
city
of
proc
urem
ent s
taff
Cont
inuo
us tr
aini
ng
prog
ram
mes
org
anise
d fo
r pro
cure
men
t sta
ff10
0,00
0.00
√√
√√
√D
R-H
R, H
ead-
Proc
urem
ent
11.5
.3 E
stab
lish
a sy
stem
of e
nsur
ing
valu
e fo
r mon
ey
in p
rocu
rem
ent
proc
esse
s
Enfo
rce
war
rant
y ag
reem
ent o
n pr
ocur
ed
equi
pmen
t√
√√
√√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor,
Dire
ctor
-ICT
Serv
ices
, H
ead-
Proc
urem
ent
11.6
Em
pow
er
Spen
ding
Offi
cers
to
impl
emen
t Un
iver
sity
polic
ies
and
dire
ctiv
es
11.6
.1 I
ncre
ase
fi nan
cial
au
thor
isatio
n an
d ap
prov
al li
mits
fo
r Spe
ndin
g O
ffi ce
rs to
faci
litat
e im
plem
enta
tion
polic
ies
and
dire
ctiv
es
Fina
ncia
l aut
horis
atio
n an
d ap
prov
al li
mits
fo
r Spe
ndin
g O
ffi ce
rs
incr
ease
d√
√
VC, P
ro-V
C,
Prin
cipa
ls, R
egist
rar,
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor,
Dea
ns
11.6
.2 T
rain
Sp
endi
ng O
ffi ce
rs
on im
plem
enta
tion
of th
e Un
iver
sity’
s po
licie
s
Spen
ding
Offi
cers
tra
ined
ann
ually
1,
943,
165.
00√
√√
√√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor,
Dea
ns, D
R-H
R
Plan Matrix (2019-2023) 54
Stra
tegi
esKe
y Ac
tiviti
esKe
y Pe
rform
ance
In
dica
tor(s
), KP
IBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsib
ility
2019
2020
2021
2022
2023
12.1
Tra
nsfo
rm
and
reso
urce
D
irect
orat
e to
fo
ster
effi
cien
cy
in d
eliv
ery
of
stan
dard
ised
serv
ices
12.1
.1 E
xpan
d D
irect
orat
e fo
r effe
ctiv
e pl
anni
ng a
nd s
uper
visio
n of
pro
ject
s
i. D
irect
orat
e ex
pand
ed
ii. A
dditi
onal
pr
ofes
siona
l sta
ff re
crui
ted
iii. M
ore
offi c
e sp
ace
prov
ided
2,64
0,00
0.00
√√
√√
√
VC, P
ro-V
C,
Regi
stra
r, D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t
12.1
.2 P
rovi
de re
gula
r sk
ills
deve
lopm
ent
train
ing
for s
taff
Annu
al s
kills
trai
ning
pr
ogra
mm
es o
rgan
ised
125,
000.
00√
√√
√√
DR-
HR,
D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t
12.1
.3 D
evel
op a
nd
impl
emen
t a ro
utin
e m
aint
enan
ce p
lan
for
Univ
ersit
y in
frast
ruct
ure
i. An
nual
rout
ine
mai
nten
ance
pla
n de
velo
ped
ii. C
ontin
uous
de
ploy
men
t of
mai
nten
ance
pla
ns
√√
√√
√D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t
12.1
.4 C
olla
bora
te w
ith
user
dep
artm
ents
for
inpu
ts o
n pr
ojec
t des
ign
and
ensu
re u
nive
rsal
de
sign
com
plia
nce
All u
ser d
epar
tmen
ts
parti
cipa
te in
th
e de
sign
and
impl
emen
tatio
n of
pr
ojec
ts
√√
√√
√D
eans
, HoD
s, D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t
12.1
.5 P
rocu
re u
p to
dat
e te
chni
cal s
oftw
are
and
equi
pmen
t
Softw
are
for
arch
itect
ural
des
igns
,
quan
tity
surv
eyin
g,
engi
neer
ing,
and
sp
ecia
lised
inst
rum
ents
ac
quire
d
150,
000.
00√
√
Dire
ctor
-Wor
ks
and
Phys
ical
D
evel
opm
ent,
Dire
ctor
-ICT
Serv
ices
Obj
ecti
ve 12
: Str
engt
hen
the
Dir
ecto
rate
of
Wor
ks a
nd P
hysi
cal D
evel
opm
ent t
o im
prov
e In
fras
truc
ture
and
Equ
ipm
ent D
eliv
ery
54
55 Plan Matrix (2019-2023)
Stra
tegi
esKe
y Ac
tiviti
esKe
y Pe
rform
ance
In
dica
tor(s
), KP
IBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsib
ility
2019
2020
2021
2022
2023
13.1
Stre
ngth
en
inte
rnal
st
akeh
olde
r in
volv
emen
t in
gove
rnan
ce
13.1
.1 R
evie
w e
xist
ing
polic
ies
to c
ater
for
inte
rnal
sta
keho
lder
in
volv
emen
t
Revi
ewed
pol
icie
s pu
blish
ed
53,5
00.0
0√
√VC
, Pro
-VC,
Pr
inci
pals,
Reg
istra
r, Co
llege
Reg
istra
rs,
DRs
13.1
.2 P
ublic
ise
revi
ewed
pol
icie
s on
sta
keho
lder
in
volv
emen
t
Polic
ies
circ
ulat
ed
on a
ll UE
W m
edia
pl
atfo
rms
√√
Regi
stra
r, Co
llege
Re
gist
rars
, DRs
13.2
Ens
ure
and
enco
urag
e ac
tive
parti
cipa
tion
and
enga
gem
ent
in u
nive
rsity
m
anag
emen
t by
the
vario
us u
nion
s an
d st
uden
t as
soci
atio
ns
13.2
.1 H
old
regu
lar
stak
ehol
der m
eetin
gs
to c
aptu
re v
iew
s an
d in
tere
st
i. O
ne c
onvo
catio
n m
eetin
g he
ld e
very
se
mes
ter
ii. Q
uarte
rly s
tude
nt-
man
agem
ent m
eetin
gs
iii. Q
uarte
rly
man
agem
ent-
unio
n m
eetin
gs
210,
000.
00√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls, R
egist
rar,
Colle
ge R
egist
rars
, D
Rs
13.3
Stre
ngth
en
and
enha
nce
heal
thy
coex
isten
ce
amon
g st
aff a
nd
stud
ents
13.3
.1 C
reat
e av
enue
s fo
r soc
ialis
atio
n an
d re
crea
tion
amon
gst
stud
ents
and
sta
ff
soci
alisa
tion
and
recr
eatio
n pr
ogra
mm
es
orga
nise
d ev
ery
sem
este
r (in
ter-
depa
rtmen
tal,
inte
r-fa
culty
, stu
dent
and
st
aff)
√√
√√
√D
eans
, Dea
n of
St
uden
ts, H
oDs
TH
EME
FOU
R: C
OM
MU
NIT
Y, N
AT
ION
AL,
REG
ION
AL,
AN
D IN
TER
NA
TIO
NA
L PA
RT
NER
SHIP
S FO
R D
EVEL
OPM
ENT
Obj
ecti
ve 13
: Dev
elop
eff
ecti
ve m
echa
nism
s fo
r in
tern
al s
take
hold
er e
ngag
emen
ts
Plan Matrix (2019-2023) 56
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
14.1
Stre
ngth
en
the
Div
ision
of
Publ
icat
ions
and
Co
mm
unic
atio
n (D
PC)
to e
ffect
ivel
y br
and
the
Univ
ersit
y
14.1
.1 D
evel
op
Com
mun
icat
ions
Po
licy
Com
mun
icat
ion
Polic
y de
velo
ped
and
publ
ished
53,5
00.0
0√
Regi
stra
r, D
R-D
PC
14.1
.2 R
esou
rce
the
DPC
to e
ffect
ivel
y pe
rform
thei
r re
spon
sibili
ties
i. Fa
culty
med
ia
rela
tion
repr
esen
tativ
es
in p
lace
ii. A
dditi
onal
sta
ff an
d eq
uipm
ent d
eplo
yed
300,
000.
00√
√Re
gist
rar,
DR-
DPC
14.1
.3 E
ffect
ivel
y us
e m
edia
pla
tform
s to
en
hanc
e th
e br
and
of
the
Univ
ersit
y
i. Un
iver
sity
web
site
upgr
aded
and
re
stru
ctur
ed
ii. A
ll ca
mpu
s FM
sta
tions
and
pr
ogra
mm
es
coor
dina
ted
by D
PC
iv. O
nlin
e ra
dio
and
TV
stre
amin
g
vi. A
udie
nce-
cent
red
cont
ent o
n ca
mpu
s ra
dio
stat
ions
vii.
Cam
pus
and
facu
lties
feat
ured
in a
ll UE
W m
edia
out
lets
√√
√√
√Re
gist
rar,
DR-
DPC
, Dire
ctor
-IC
T Se
rvic
es
14.1
.3 B
uild
cap
acity
of
sta
ff in
Pub
lic a
nd
Med
ia R
elat
ions
i. Re
gula
r tra
inin
g w
orks
hops
org
anise
d fo
r sta
ff25
,300
.00
√√
√√
√Re
gist
rar,
Dire
ctor
-IT
ECPD
, DR-
DPC
, DR-
HR
14.1
.4 E
stab
lish
stro
ng c
olla
bora
tions
w
ith C
oord
inat
ing
Units
on
cam
puse
s
i. 80
% o
f all
activ
ities
co
llabo
rate
d √
√√
√√
Regi
stra
r, Co
llege
Re
gist
rars
, DR-
DPC
Obj
ecti
ve 14
: D
evel
op e
ffec
tive
mec
hani
sms
for
exte
rnal
sta
keho
lder
eng
agem
ents
56
57 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
14.2
Impr
ove
inst
itutio
nal
imag
e by
re
bran
ding
pr
ogra
mm
es a
nd
activ
ities
14.2
.1 O
rgan
ise re
gula
r m
edia
eng
agem
ents
to
mar
ket t
he U
nive
rsity
i. Sc
hedu
le/c
alen
dar o
n fa
culty
-med
ia fe
atur
es
deve
lope
d
ii. M
onth
ly fa
culty
-med
ia
feat
ures
org
anise
d
√√
√√
√Re
gist
rar,
Dea
ns,
Colle
ge R
egist
rars
, D
R-D
PC, H
oDs
14.2
.2. C
reat
e a
med
ia
plat
form
for s
harin
g re
sear
ch fi
ndin
gs
i. Al
l fac
ulty
mem
bers
are
pr
ofi le
d on
Uni
vers
ity w
ebsit
e
ii. R
esea
rch
wor
ks p
ublis
hed
in im
pact
fact
or jo
urna
ls
√√
Pro-
VC, R
egist
rar,
Dea
ns, C
olle
ge
Regi
stra
rs, D
R-D
PC,
HoD
s
14.2
.3 In
stitu
tiona
lise
med
ia p
latfo
rm fo
r in
augu
ral a
nd a
nnua
l le
ctur
es
Inau
gura
l and
pub
lic le
ctur
es
held
ann
ually
2,40
0,00
0.00
√√
√√
√VC
, Pro
-VC,
Pr
inci
pals,
Reg
istra
r, Fi
nanc
e O
ffi ce
r, D
R-D
PC
14.3
Inte
nsify
UE
W A
lum
ni
rela
tions
to
solic
it gr
eate
r su
ppor
t for
Un
iver
sity
activ
ities
14.3
.1 C
reat
e an
d se
cure
an
alum
ni
data
base
Alum
ni d
atab
ase
crea
ted
and
secu
red
√√
Dire
ctor
-OIA
, D
irect
or-IC
T Se
rvic
es
14.3
.2 R
evita
lise
netw
orks
am
ongs
t al
umni
, stu
dent
s, an
d st
aff
i. An
nual
soc
ialis
atio
n/
recr
eatio
nal/e
xper
ienc
e sh
arin
g pr
ogra
mm
es h
eld
ii. A
nnua
l hom
ecom
ing
even
ts fo
r dep
artm
ents
and
ha
lls
iii. S
ense
of U
EW
belo
ngin
gnes
s am
ong
stud
ents
cre
ated
1,40
0,00
0.00
√√
√√
√D
irect
or-O
IA
14.3
.3 In
stitu
te
Dist
ingu
ished
Alu
mni
Le
ctur
es
i. D
istin
guish
ed A
lum
ni
Lect
ures
inst
itute
d
ii. A
nnua
l lec
ture
s he
ld√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls, R
egist
rar,
Dire
ctor
-OIA
14.3
.4 F
acili
tate
th
e bu
ildin
g an
d es
tabl
ishm
ent o
f Al
umni
Sec
reta
riat
com
plex
on
all U
EW
cam
puse
s
Alum
ni s
ecre
taria
t com
plex
bu
ilt o
n al
l cam
puse
s2,
000,
000.
00√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls, R
egist
rar,
Fina
nce
Offi
cer,
Dire
ctor
-Wor
ks
and
Phys
ical
D
evel
opm
ent
14.3
.5 O
rgan
ise
outre
ach
prog
ram
mes
fo
r alu
mni
Annu
al o
utre
ach
prog
ram
mes
or
gani
sed
250,
000.
00√
√√
√√
Regi
stra
r, D
irect
or-
OIA
Plan Matrix (2019-2023) 58
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
14.4
Par
tner
with
lo
cal c
omm
unity
, CS
Os,
NGO
s, an
d na
tiona
l in
stitu
tions
14.4
.1 D
evel
op a
CS
R do
cum
ent t
o se
rve
imm
edia
te
com
mun
ities
Staf
f and
stu
dent
s in
volv
ed in
Cor
pora
te
Soci
al R
espo
nsib
ility
(CSR
) en
gage
men
ts53
,500
.00
√√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, D
eans
, Co
llege
Reg
istra
rs,
DRs
14.4
.2 O
rgan
ise
regu
lar e
ngag
emen
ts
with
loca
l co
mm
uniti
es, C
SOs,
NGO
s, an
d na
tiona
l in
stitu
tions
40%
of d
epar
tmen
ts
enga
ged
in o
utre
ach
proj
ects
, res
earc
h, a
nd
prog
ram
mes
with
ext
erna
l st
akeh
olde
rs50
0,00
0.00
√√
√√
√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, D
eans
, D
R-D
PC, C
olle
ge
Regi
stra
rs, D
Rs,
HoD
s
14.5
Col
labo
rate
w
ith a
nd m
ento
r Co
llege
s of
Ed
ucat
ion
to
beco
me
Univ
ersit
y Co
llege
s of
Ed
ucat
ion
59 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
15.1
Stre
ngth
en
partn
ersh
ip a
nd
colla
bora
tion
with
inte
rnat
iona
l st
akeh
olde
rs in
st
rate
gic
area
s
15.1
.1 Id
entif
y st
rate
gic
area
s fo
r int
erna
tiona
l co
llabo
ratio
n an
d pa
rtner
ship
Stra
tegi
c ar
eas
iden
tifi e
d √
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, D
eans
, D
irect
ors,
HoD
s
15.1
.2 R
evie
w a
nd
cons
olid
ate
pol
icie
s on
in
tern
atio
nal c
olla
bora
tion
and
partn
ersh
ips
Cons
olid
ated
pol
icie
s on
inte
rnat
iona
l co
llabo
ratio
n an
d pa
rtner
ship
s re
view
ed
and
publ
ished
53,5
00.0
0√
√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, D
eans
, D
irect
ors,
Dea
n-CI
P, H
oDs
15.1
.3 R
evie
w a
nd a
lign
exist
ing
inte
rnat
iona
l pa
rtner
ship
arr
ange
men
tsEx
istin
g pa
rtner
ship
s ar
rang
emen
t rev
iew
ed√
√VC
, Pro
-VC,
Pr
inci
pals,
Re
gist
rar,
Dea
ns,
Dire
ctor
s, H
oDs
15.1
.4 E
xpan
d pa
rtner
ship
s an
d lin
kage
s in
to n
ew s
trate
gic
area
s
i. N
ew p
artn
ersh
ips
esta
blish
ed
ii. M
oUs
on
partn
ersh
ips
signe
d
630,
000.
00√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, D
eans
, D
irect
ors,
HoD
s
15.1
.5 E
stab
lish
amba
ssad
oria
l pos
ition
s to
pro
mot
e in
tern
atio
nal
linka
ges
Thre
e am
bass
ador
ial
posit
ions
est
ablis
hed
√√
√VC
, Reg
istra
r
Obj
ecti
ve 15
: Im
prov
e re
gion
al a
nd in
tern
atio
nal c
olla
bora
tion
Plan Matrix (2019-2023) 60
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
15.2
Incr
ease
an
d m
aint
ain
colla
bora
tion
with
regi
onal
ed
ucat
iona
l in
stitu
tions
15.2
.1 C
ondu
ct a
st
udy
to d
eter
min
e pr
iorit
y ar
eas
for
new
inte
rnat
iona
l pr
ogra
mm
es a
nd
colla
bora
tions
Nee
d ar
eas
dete
rmin
ed53
,500
√VC
, Reg
istra
r
15.2
.2 T
rave
l to
coun
tries
with
in
Wes
t Afri
ca a
nd
othe
r par
ts o
f Afri
ca
to e
stab
lish
linka
ges
and
recr
uit f
orei
gn
stud
ents
and
facu
lty
i. Li
nkag
es e
stab
lishe
d in
ot
her A
frica
n co
untri
es
ii. F
orei
gn s
tude
nts
prop
ortio
n in
crea
sed
to tw
o pe
rcen
t
iii. M
ore
fore
ign
facu
lty
mem
bers
recr
uite
d
√√
√√
√VC
, Pro
-VC,
Pr
inci
pals,
Re
gist
rar,
Dea
ns,
Dire
ctor
s, H
oDs
15.2
.3 E
stab
lish
Offi
ce fo
r in
tern
atio
nal
stud
ents
and
facu
lty
Offi
ce fo
r Int
erna
tiona
l St
uden
ts a
nd F
acul
ty (O
ISF)
se
t up
144,
000.
00√
√√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, D
ean-
CIP
15.2
.4 P
rovi
de w
orld
cl
ass
faci
litie
s fo
r in
tern
atio
nal f
acul
ty
and
stud
ents
i. In
tern
atio
nal s
tude
nts’
acco
mm
odat
ion
prov
ided
ii. O
ffi ce
and
resid
entia
l ac
com
mod
atio
n fo
r in
tern
atio
nal f
acul
ty
mem
bers
pro
vide
d
√√
√√
√
VC, P
ro-V
C,
Prin
cipa
ls,
Regi
stra
r, D
ean-
CIP,
D
irect
or-W
orks
an
d Ph
ysic
al
Dev
elop
men
t15
.2.5
Des
ign
and
deve
lop
prog
ram
mes
to
cat
er fo
r in
tern
atio
nal
need
s an
d cu
ltura
l ex
chan
ges
At le
ast,
fi ve
new
pr
ogra
mm
es d
evel
oped
, ac
cred
ited
and
esta
blish
ed√
√√
√√
Pro-
VC, D
eans
, D
irect
ors,
HoD
s
61 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
16.1
Est
ablis
h cu
lture
of
incl
usio
n dr
iven
by
polic
y
16.1
.1 R
evie
w p
olic
y on
acc
ess,
equi
ty a
nd
incl
usio
n to
mak
e it
SDG
4 co
mpl
iant
Polic
y re
view
ed a
nd
publ
ished
56,5
00.0
0√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
eans
, HoD
s
16.1
.2 S
ensit
ise s
taff
and
stud
ents
on
the
revi
ewed
pol
icy
One
facu
lty s
emin
ar d
evot
ed
to a
cces
s, eq
uity
and
in
clus
ion
annu
ally
√√
√√
√D
eans
, HoD
s
16.1
.3 E
nfor
ce
com
plia
nce
with
re
view
ed p
olic
y
i. 80
% o
f dep
artm
ents
co
mpl
y w
ith re
view
ed p
olic
y
ii. D
epar
tmen
ts a
nd fa
culti
es
have
cop
ies
of re
view
ed
polic
y do
cum
ent
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
eans
, HoD
s
16.2
Impr
ove
acce
ss fo
r pe
rson
s w
ithdi
sabi
litie
s
16.2
.1 R
edes
ign
exist
ing
infra
stru
ctur
e to
mak
e th
em d
isabi
lity
frien
dly
Acc
essib
le b
uilt
envi
ronm
ent
3,00
0,00
0.00
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
eans
, HoD
s, D
irect
or-W
orks
and
Ph
ysic
al D
evel
opm
ent
16.2
.2 E
stab
lish
a di
rect
orat
e an
d eq
uip
it w
ith a
ssist
ive
devi
ces
for l
earn
ers
with
spe
cial
ne
eds
i. Re
sour
ce c
entre
for
pers
ons
with
disa
bilit
ies
upgr
aded
to a
dire
ctor
ate
ii. S
peci
alise
d la
bora
tory
with
as
sistiv
e de
vice
s se
t up
1,00
0,00
0.00
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
ean,
FES
, H
oD-S
PED
16.2
.3 B
uild
cap
acity
in
the
use
and
man
agem
ent o
f ass
istiv
e de
vice
s
Annu
al tr
aini
ng w
orks
hops
fo
r sta
ff (g
ener
al a
nd
tech
nica
l) an
d st
uden
ts
orga
nise
d17
,650
.00
√t√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
ean,
FES
, H
oD-S
PED
, DR-
HR
16.2
.4 P
rovi
de a
cces
sible
w
orks
tatio
ns in
the
libra
ries
for p
erso
ns w
ith
disa
bilit
ies
Acce
ssib
le w
orks
tatio
ns
prov
ided
in a
ll lib
rarie
s40
0,00
0.00
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, Li
brar
ian,
D
ean-
FES
, HoD
-SPE
D,
DR-
HR
16.2
.5 P
rovi
de c
ours
e m
ater
ials
in a
ltern
ativ
e fo
rmat
s fo
r per
sons
with
di
sabi
litie
s
All c
ours
e m
ater
ials
have
al
tern
ativ
e fo
rmat
s50
0,00
0.00
√√
√√
√Pr
o-VC
, Dea
n-FE
S,
HoD
-SPE
D
TH
EME
FIV
E: E
NH
AN
CED
AC
CES
S, E
QU
ITY
AN
D IN
CLU
SIO
NO
bjec
tive
16: E
xpan
d ac
cess
for
the
unde
rpri
vile
ged,
the
mar
gina
lised
, per
sons
liv
ing
wit
h di
sabi
litie
s, a
nd p
erso
ns f
rom
less
end
owed
sch
ools
Plan Matrix (2019-2023) 62
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
16.1
Est
ablis
h cu
lture
of
incl
usio
n dr
iven
by
polic
y
16.1
.1 R
evie
w p
olic
y on
acc
ess,
equi
ty a
nd
incl
usio
n to
mak
e it
SDG
4 co
mpl
iant
Polic
y re
view
ed a
nd
publ
ished
56,5
00.0
0√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
eans
, HoD
s
16.1
.2 S
ensit
ise s
taff
and
stud
ents
on
the
revi
ewed
pol
icy
One
facu
lty s
emin
ar d
evot
ed
to a
cces
s, eq
uity
and
in
clus
ion
annu
ally
√√
√√
√D
eans
, HoD
s
16.1
.3 E
nfor
ce
com
plia
nce
with
re
view
ed p
olic
y
i. 80
% o
f dep
artm
ents
co
mpl
y w
ith re
view
ed p
olic
y
ii. D
epar
tmen
ts a
nd fa
culti
es
have
cop
ies
of re
view
ed
polic
y do
cum
ent
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
eans
, HoD
s
16.2
Impr
ove
acce
ss fo
r pe
rson
s w
ithdi
sabi
litie
s
16.2
.1 R
edes
ign
exist
ing
infra
stru
ctur
e to
mak
e th
em d
isabi
lity
frien
dly
Acc
essib
le b
uilt
envi
ronm
ent
3,00
0,00
0.00
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
eans
, HoD
s, D
irect
or-W
orks
and
Ph
ysic
al D
evel
opm
ent
16.2
.2 E
stab
lish
a di
rect
orat
e an
d eq
uip
it w
ith a
ssist
ive
devi
ces
for l
earn
ers
with
spe
cial
ne
eds
i. Re
sour
ce c
entre
for
pers
ons
with
disa
bilit
ies
upgr
aded
to a
dire
ctor
ate
ii. S
peci
alise
d la
bora
tory
with
as
sistiv
e de
vice
s se
t up
1,00
0,00
0.00
√√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
ean,
FES
, H
oD-S
PED
16.2
.3 B
uild
cap
acity
in
the
use
and
man
agem
ent o
f ass
istiv
e de
vice
s
Annu
al tr
aini
ng w
orks
hops
fo
r sta
ff (g
ener
al a
nd
tech
nica
l) an
d st
uden
ts
orga
nise
d17
,650
.00
√t√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, D
ean,
FES
, H
oD-S
PED
, DR-
HR
16.2
.4 P
rovi
de a
cces
sible
w
orks
tatio
ns in
the
libra
ries
for p
erso
ns w
ith
disa
bilit
ies
Acce
ssib
le w
orks
tatio
ns
prov
ided
in a
ll lib
rarie
s40
0,00
0.00
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, Li
brar
ian,
D
ean-
FES
, HoD
-SPE
D,
DR-
HR
16.2
.5 P
rovi
de c
ours
e m
ater
ials
in a
ltern
ativ
e fo
rmat
s fo
r per
sons
with
di
sabi
litie
s
All c
ours
e m
ater
ials
have
al
tern
ativ
e fo
rmat
s50
0,00
0.00
√√
√√
√Pr
o-VC
, Dea
n-FE
S,
HoD
-SPE
D
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
16.3
Ado
pt u
nive
rsal
de
sign
for l
earn
ing
16.3
.1 O
rgan
ise
wor
ksho
ps to
sen
sitise
st
aff o
n th
e ad
optio
n of
uni
vers
al d
esig
n fo
r le
arni
ng
Annu
al w
orks
hops
or
gani
sed
for a
ll st
aff
96,2
50.0
0√
√√
√√
Dea
ns,
Dire
ctor
s, H
oDs
16.3
.2 M
onito
r to
ensu
re c
ompl
ianc
e w
ith
univ
ersa
l des
ign
for
lear
ning
Syst
em fo
r mon
itorin
g se
t up
√√
√√
√D
eans
, D
irect
ors,
Dire
ctor
-QA,
H
oDs
16.3
.3 E
stab
lish
spec
ialis
ed m
ento
ring
syst
em fo
r per
sons
with
di
sabi
lity
At le
ast,
two
indi
vidu
als
with
disa
bilit
y re
crui
ted
to s
erve
as
men
tors
√√
Dea
n-FE
S, H
oD-
SPED
16.3
.4 P
roje
ct id
entifi
ed
indi
vidu
als
with
disa
bilit
yD
ocum
enta
ry, o
p-ed
/fe
atur
es, n
ews
stor
ies
publ
icise
d17
5,00
0.00
√√
√√
√D
ean-
FES,
HoD
-SP
ED, D
R-D
PC
16.4
Pro
mot
e ed
ucat
ion
for t
he
unde
rpriv
ilege
d an
d th
e m
argi
nalis
ed
16.4
.1 D
evel
op p
olic
y on
im
prov
ing
acce
ss fo
r the
un
derp
rivile
ged
and
the
mar
gina
lised
Polic
y de
velo
ped
and
publ
ished
53
,500
.00
√Re
gist
rar,
Dea
n-FE
S, H
oD-S
PED
16.4
.2 Im
plem
ent p
olic
y on
adm
issio
n of
stu
dent
s fro
m le
ss-e
ndow
ed
seni
or h
igh
scho
ols
5% o
f adm
issio
n re
serv
ed fo
r stu
dent
s fro
m le
ss-e
ndow
ed
seni
or h
igh
scho
ols
√√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
D
eans
, HoD
s16
.4.3
Stre
ngth
en
scho
lars
hip
sche
mes
for
the
unde
rpriv
ilege
d an
d th
e m
argi
naliz
ed
Scho
lars
hips
aw
arde
d to
und
erpr
ivile
ged
and
mar
gina
lised
stu
dent
s in
crea
sed
annu
ally
by
20%
4,40
4,00
0.00
√√
√√
√VC
, Pro
-VC,
Re
gist
rar,
Prin
cipa
ls,
Dea
ns, H
oDs
16.4
.4 D
evel
op o
utre
ach
prog
ram
mes
und
er C
SR
on te
achi
ng a
nd le
arni
ng
for l
ess-
endo
wed
sch
ools
At le
ast,
one
outre
ach
prog
ram
me
orga
nise
d an
nual
ly b
y Ac
adem
ic A
ffairs
and
de
partm
ents
√√
√√
√VC
, Pro
-VC,
Re
gist
rar,
Prin
cipa
ls,
Dea
ns, H
oDs
63 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
16.5
Stre
amlin
e th
e pr
ogre
ssio
n pa
thw
ays
to c
ater
fo
r diff
eren
tiate
d co
mpl
etio
n
16.5
.1 D
esig
n a
polic
y on
diff
eren
tiate
d co
mpl
etio
nPo
licy
deve
lope
d an
d pu
blish
ed53
,500
.00
√√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
Dea
ns,
HoD
s
16.5
.2 Im
plem
ent
polic
y on
diff
eren
tiate
d co
mpl
etio
n
i. O
ne s
ensit
isatio
n w
orks
hop
orga
nise
d an
nual
ly fo
r sta
ff an
d st
uden
ts
ii. D
iffer
entia
ted
com
plet
ion
path
offe
red
to id
entifi
ed
stud
ents
20,2
50.0
0√
√√
√VC
, Pro
-VC,
Re
gist
rar,
Prin
cipa
ls, D
eans
, H
oDs
Obj
ecti
ve 17
: Str
engt
hen
gend
er m
ains
trea
min
g
17.1
Inst
itutio
nalis
e ge
nder
m
ains
tream
ing
polic
y
17.1
.1 E
nsur
e th
at a
ll po
licy
docu
men
ts a
re
gend
er s
ensit
ive
All p
olic
y do
cum
ents
re
view
ed to
inco
rpor
ate
gend
er is
sues
√
√√
√√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
D
eans
, HoD
s, H
ead-
Gend
er
Dire
ctor
ate
17.1
.2 O
rgan
ise
gend
er s
ensit
isatio
n an
d ca
paci
ty b
uild
ing
wor
ksho
p fo
r sta
ff an
d st
uden
ts
i. O
ne g
ende
r aw
aren
ess
prog
ram
me
orga
nise
d an
nual
ly o
n ea
ch c
ampu
s
ii. O
ne c
apac
ity b
uild
ing
wor
ksho
p or
gani
sed
annu
ally
on
each
cam
pus
√√
√√
√D
eans
, HoD
s, H
ead-
Hea
d-Ge
nder
D
irect
orat
e
17.1
.3 F
acili
tate
the
intro
duct
ion
of a
pr
ogra
mm
e of
stu
dy o
n Ge
nder
Stu
dies
at t
he
grad
uate
leve
l
Prog
ram
me
deve
lope
d an
d ac
cred
ited
53,5
00.0
0√
√D
eans
, Hea
d-Ge
nder
D
irect
orat
e
17.1
.4 C
ontin
ue to
tra
in fa
culty
on
how
to
enge
nder
the
curr
icul
a
i. An
nual
wor
ksho
ps
orga
nise
d fo
r fac
ulty
on
inco
rpor
atio
n of
gen
der
issue
s in
the
curr
icul
a
ii. G
ende
r iss
ues
inco
rpor
ated
in c
urric
ula
79,7
50.0
0√
√√
√√
Dea
ns, H
oDs,
Hea
d-Ge
nder
D
irect
orat
e
Plan Matrix (2019-2023) 64
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
17.2
Incr
ease
fe
mal
e re
pres
enta
tion
in
the
Univ
ersit
y
17.2
.1 C
olle
ct a
nd
diss
emin
ate
gend
er
disa
ggre
gate
d da
ta in
th
e Un
iver
sity
to k
eep
staf
f inf
orm
ed
i. Ge
nder
disa
ggre
gate
d da
ta p
ublis
hed
ii. G
ende
r disa
ggre
gate
d da
ta in
form
s po
licy
deci
sions
√√
√√
√H
ead-
Gend
er
Dire
ctor
ate
17.2
.2 S
treng
then
gen
der
equi
ty in
adm
issio
ns a
nd
Appo
intm
ents
i. Fe
mal
e re
gula
r st
uden
ts’ a
dmiss
ions
in
crea
sed
from
30%
to
40%
ii. A
t lea
st, 3
0% o
f Dea
n,
Dire
ctor
, and
HoD
po
sitio
ns h
eld
by w
omen
iii. 4
0% o
f Sta
tuto
ry
Com
mitt
ee m
embe
rshi
p he
ld b
y w
omen
√√
√√
√VC
, Pro
-VC,
Re
gist
rar,
Prin
cipa
ls,
Dea
ns, H
oDs,
Hea
d-Ge
nder
Dire
ctor
ate
17.2
.3 In
crea
se th
e nu
mbe
r of f
emal
e se
nior
m
embe
rs
Fem
ale
seni
or m
embe
rs
prop
ortio
n in
crea
sed
from
30
to 4
0 pe
rcen
t√
√√
√√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
D
eans
, HoD
s, H
ead-
Gend
er D
irect
orat
e
17.2
.4 E
stab
lish
conc
essio
nary
mea
sure
s fo
r mor
e fe
mal
e st
aff
to a
ttend
loca
l and
in
tern
atio
nal c
onfe
renc
es
At le
ast,
20 fe
mal
e st
aff
spon
sore
d to
atte
nd
loca
l and
inte
rnat
iona
l co
nfer
ence
s an
nual
ly√
√√
√√
VC, P
ro-V
C,
Regi
stra
r, Pr
inci
pals,
D
eans
, HoD
s, H
ead-
Gend
er D
irect
orat
e17
.2.5
Org
anise
ou
treac
h pr
ogra
mm
es
in s
econ
dary
sch
ools
to
prom
ote
gend
er b
alan
ce
in c
hoic
e of
pro
gram
mes
an
d ad
miss
ions
Five
out
reac
h pr
ogra
mm
es o
rgan
ised
for s
econ
dary
/tec
hnic
al
scho
ols
by e
ach
cam
pus
annu
ally
1,75
0,00
0.00
√√
√√
√VC
, Pro
-VC,
Re
gist
rar,
Prin
cipa
ls,
Dea
ns, H
oDs,
Hea
d-Ge
nder
Dire
ctor
ate
64
65 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
18.1
Enh
ance
ca
paci
ty o
f ID
eL
staf
f in
dist
ance
ed
ucat
ion
deliv
ery
18.1
.1 T
rain
lect
urer
s/tu
tors
to a
cqui
re
e-Le
arni
ng s
kills
for
teac
hing
All I
DeL
lect
urer
s/tu
tors
trai
ned
on
e-Le
arni
ng s
kills
5,00
0,00
0.00
√√
√√
√D
eans
, HoD
s, D
irect
or-IC
T Se
rvic
es
18.1
.2 A
ppoi
nt n
ew
lect
urer
s/tu
tors
with
sk
ills
in e
-Lea
rnin
g
All n
ew le
ctur
ers/
tuto
rs a
ppoi
nted
hav
e e-
Lear
ning
ski
lls√
√√
√√
VC, P
ro-V
C,
Prin
cipa
ls, R
egist
rar,
Dire
ctor
-IDeL
18.1
.3 R
epac
kage
ex
istin
g m
odul
es to
su
ppor
t e-L
earn
ing
All e
xist
ing
mod
ules
re
view
ed to
sup
port
e-Le
arni
ng5,
000,
000.
00√
√√
√√
Pro-
VC, D
irect
or-ID
eL
18.2
Impr
ove
upon
su
ppor
t ser
vice
s fo
r Dist
ance
and
Sa
ndw
ich
stud
ents
(D
SS)
18.2
.1 E
nsur
e co
unse
lling
ser
vice
s ar
e pr
ovid
ed fo
r DSS
Acad
emic
cou
nsel
lors
ap
poin
ted
for a
ll D
SS1,
800,
000.
00√
√√
√√
Dire
ctor
-IDeL
, Dea
ns,
HoD
s
18.2
.2 E
nsur
e tim
ely
deliv
ery
of c
ours
e m
ater
ials
and
logi
stic
s
All
cour
se m
ater
ials
and
logi
stic
s de
liver
ed
on ti
me
√√
√√
√D
irect
or-ID
eL
18.2
.3 In
corp
orat
e e-
supp
ort s
ervi
ces
into
D
istan
ce a
nd S
andw
ich
deliv
ery
i. e-
supp
ort s
ervi
ces
esta
blish
ed in
DSS
ii. A
t lea
st, 7
0% o
f D
SS s
ervi
ces
deliv
ered
th
roug
h e-
serv
ices
iii e
-libr
ary
reso
urce
s in
crea
sed
√√
√√
√D
irect
or-ID
eL, D
eans
, H
oDs
Obj
ecti
ve 18
: Im
prov
e on
del
iver
y of
dis
tanc
e an
d sa
ndw
ich
educ
atio
n
Plan Matrix (2019-2023) 66
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
18.3
Res
truct
ure
the
Dist
ance
Ed
ucat
ion
curr
icul
a to
refl e
ct th
e ne
w
trend
s in
teac
her
educ
atio
n
18.3
.1 R
evie
w th
e D
E cu
rric
ula
to re
fl ect
the
new
tre
nds
in te
ache
r edu
catio
n
DE
curr
icul
a re
view
ed to
re
fl ect
the
new
tren
ds in
te
ache
r edu
catio
n22
2,13
3.00
√√
Pro-
VC,
Dire
ctor
-IDeL
18.3
.2 D
evel
op c
ours
e m
ater
ials
for t
he re
view
ed
curr
icul
a
All c
ours
e m
ater
ials
deve
lope
d in
line
with
the
revi
ewed
cur
ricul
a√
√√
√√
Pro-
VC,
Dire
ctor
-IDeL
18.3
.3 T
rain
DE
staf
f to
impl
emen
t the
revi
ewed
cu
rric
ula
All D
E st
aff t
rain
ed to
im
plem
ent t
he re
view
ed
curr
icul
a√
√D
irect
or-ID
eL
18.3
.4 A
lign
the
sand
wic
h pr
ogra
mm
e in
line
with
the
SHS
sem
este
r cal
enda
r
All s
andw
ich
prog
ram
mes
al
igne
d w
ith th
e SH
S se
mes
ter c
alen
dar
√Pr
o-VC
, Dea
ns,
Dire
ctor
s, H
oDs
18.4
Enh
ance
the
use
of te
chno
logy
in
dist
ance
ed
ucat
ion
deliv
ery
18.4
.1 In
crea
se th
e us
e of
vi
deo
conf
eren
cing
faci
litie
s fo
r DSS
i. Vi
deo
conf
eren
cing
fa
cilit
ies
usag
e in
crea
sed
by 5
0%
ii. 8
0% o
f stu
dent
s us
e
mob
ile d
evic
es to
rece
ive
vide
o co
nfer
enci
ng
lect
ures
at s
tudy
cen
tres
√√
√√
√Pr
o-VC
, Dea
ns,
Dire
ctor
s, H
oDs,
Dire
ctor
-ICT
Serv
ices
18.4
.2 Im
prov
e m
obile
app
s de
ploy
men
t for
DSS
i. M
obile
app
s fo
r DSS
de
ploy
ed
ii. A
ll st
uden
ts a
nd s
taff
sens
itise
d on
mob
ile a
pps
100,
000.
00√
√√
√√
Dire
ctor
-IDeL
, D
irect
or-IC
T Se
rvic
es
66
67 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
19.1
Con
tinue
to
ens
ure
that
al
l pro
gram
mes
an
d ac
tiviti
es o
f th
e Un
iver
sity
mee
t NAB
/NCT
E st
anda
rds
19.1
.1Se
nsiti
se fa
culty
an
d st
aff t
o ap
prec
iate
ac
cred
itatio
n iss
ues
i. An
nual
sen
sitisa
tion
wor
ksho
ps o
rgan
ised
for a
ll te
achi
ng a
nd
adm
inist
rativ
e st
aff o
n ea
ch c
ampu
s
ii. A
ll te
achi
ng a
nd
adm
inist
rativ
e st
aff o
f fa
culti
es s
ensit
ised
on
accr
edita
tion
issue
s an
nual
ly
iii. R
evie
w p
roce
sses
of
accr
edita
tion
docu
men
ts
impr
oved
by
80%
79,7
50.0
0√
√√
√√
Dire
ctor
-QA,
Pl
anni
ng O
ffi ce
r
19.2
Obt
ain
inte
rnat
iona
l ac
cred
itatio
n fo
r aca
dem
ic
prog
ram
mes
19.2
.1 Id
entif
y ap
prop
riate
inte
rnat
iona
l ac
cred
itatio
n bo
dies
i. At
leas
t, on
e in
tern
atio
nal a
ccre
dita
tion
body
iden
tifi e
d
ii. R
elat
ions
hip
esta
blish
ed
with
the
iden
tifi e
d bo
dy
√√
√D
eans
, Dea
n-CI
P,
Dire
ctor
s, H
oDs,
Plan
ning
Offi
cer
19.2
.2 D
evel
op a
po
licy
docu
men
t on
inte
rnat
iona
l acc
redi
tatio
n of
aca
dem
ic p
rogr
amm
es
Polic
y de
velo
ped
and
publ
ished
53,5
00.0
0√
√√
Dea
ns, D
ean-
CIP,
Dire
ctor
s, D
irect
or-Q
A,
HoD
s, Pl
anni
ng
Offi
cer
19.2
.3 Id
entif
y st
rate
gic
acad
emic
pro
gram
mes
fo
r int
erna
tiona
l ac
cred
itatio
n
i. At
leas
t, fi v
e pr
ogra
mm
es id
entifi
ed
for
inte
rnat
iona
l acc
redi
tatio
n
ii. Id
entifi
ed
prog
ram
mes
ac
cred
ited
1,30
0,00
0.00
√√
√√
√
Dea
ns, D
ean-
CIP,
Dire
ctor
s, D
irect
or-Q
A,
HoD
s, Pl
anni
ng
Offi
cer
TH
EME
SIX
: PR
OA
CT
IVE
QU
ALI
TY
ASS
UR
AN
CE
SYST
EMO
bjec
tive
19: P
rom
ote
qual
ity
adhe
renc
e in
the
Uni
vers
ity’
s O
pera
tion
s
Plan Matrix (2019-2023) 68
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
19.3
Impr
ove
qual
ity a
sses
smen
t at
dep
artm
enta
l an
d fa
culty
leve
l
19.3
.1 R
evie
w
benc
hmar
ks fo
r as
sess
ing
facu
lty to
m
ake
them
mor
e ac
coun
tabl
e
i. As
sess
men
t ben
chm
arks
re
view
ed
ii. A
sses
smen
t ins
trum
ents
m
ade
disc
iplin
e sp
ecifi
c53
,500
.00
√√
Dea
ns, D
ean-
CIP,
D
irect
ors,
Dire
ctor
-Q
A, H
oDs,
Plan
ning
O
ffi ce
r
19.3
.2 In
tegr
ate
benc
hmar
ks in
to
Ente
rpris
e Re
sour
ce
Plan
ning
(ERP
) sys
tem
Asse
ssm
ent i
nstru
men
t in
tegr
ated
into
ERP
sys
tem
√
Dea
ns, D
ean-
CIP,
D
irect
ors,
Dire
ctor
-Q
A, H
oDs,
Plan
ning
O
ffi ce
r, D
irect
or-IC
T Se
rvic
es19
.3.4
Sen
sitise
sta
ff an
d st
uden
ts o
n ER
P qu
ality
as
sess
men
t sys
tem
Annu
al s
ensit
isatio
n of
sta
ff on
ERP
qua
lity
asse
ssm
ent s
yste
m50
6,25
0.00
√√
√√
√D
eans
, Dire
ctor
s, D
irect
or-Q
A, H
oDs
69 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Est
imat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
20.1
Ado
pt a
ccru
al-
base
d fi n
anci
al
repo
rting
und
er
Inte
rnat
iona
l Pub
lic
Sect
or A
ccou
ntin
g St
anda
rds
(IPSA
S)
20.1
.1 A
ppoi
nt a
n ex
tern
al m
onito
ring
body
for U
EW IP
SAS
adop
tion
proj
ect
Exte
rnal
mon
itorin
g bo
dy a
ppoi
nted
for
IPSA
S√
VC, F
inan
ce
Offi
cer
20.1
.2 R
econ
stitu
te
IPSA
S ad
optio
n pr
ojec
t te
amIP
SAS
adop
tion
team
re
cons
titut
ed√
VC, F
inan
ce
Offi
cer
20.1
.3 B
uild
Aud
it an
d Fi
nanc
e st
aff c
apac
ity fo
r IP
SAS
adop
tion
Cont
inuo
us w
orks
hops
or
gani
sed
on a
ll ca
mpu
ses
250,
000.
00√
√√
√√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor
20.1
.4 O
rgan
ise
stak
ehol
der e
ngag
emen
t w
orks
hops
for r
elev
ant
inte
rnal
sta
keho
lder
s
At le
ast,
two
wor
ksho
ps o
rgan
ised
for a
ll re
leva
nt in
tern
al
stak
ehol
ders
11,5
50.0
0√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor
20.1
.5 Im
plem
ent
proc
ess
impr
ovem
ents
an
d sy
stem
upg
rade
s
i. IP
SAS
gap
anal
ysis
repo
rt re
view
ed a
nd
subm
itted
ii. Id
entifi
ed
proc
ess
and
syst
em g
aps
addr
esse
d
550,
000.
00√
√Fi
nanc
e O
ffi ce
r, In
tern
al A
udito
r
20.1
.6 D
evel
op p
olic
y fra
mew
ork
for I
PSAS
im
plem
enta
tion
Polic
y fra
mew
ork
for
IPSA
S de
velo
ped
and
publ
ished
185,
000.
00√
√Re
gist
rar,
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor
20.1
.7 P
repa
re IP
SAS-
com
plia
nt fi
nanc
ial
stat
emen
ts
IPSA
S co
mpl
iant
fi n
anci
al s
tate
men
ts
publ
ished
ann
ually
18
0,00
0.00
√√
√√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor
TH
EME
SEV
EN: F
INA
NC
IAL
SUST
AIN
ABI
LIT
Y A
ND
AC
CO
UN
TA
BILI
TY
Obj
ecti
ve 2
0: E
nhan
ce f
inan
cial
rep
orti
ng s
yste
m f
or im
prov
ed a
ccou
ntab
ility
Plan Matrix (2019-2023) 70
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
In
dica
tor(
s), K
PIBu
dget
Es
timat
e (G
HS)
Tim
e Fr
ame
Resp
onsi
bilit
y20
1920
2020
2120
2220
23
21.1
Enh
ance
bu
dget
ing
and
budg
etar
y co
ntro
l pr
actic
es in
clud
ing
budg
et p
repa
ratio
n,
budg
etar
y re
porti
ng,
and
expe
nditu
re
cont
rol
21.1
.1 O
rgan
ise c
apac
ity
build
ing
wor
ksho
ps o
n bu
dget
ing
and
budg
etar
y co
ntro
l for
rele
vant
st
akeh
olde
rs
Two
capa
city
bui
ldin
g w
orks
hops
org
anise
d an
nual
ly14
5,75
0.00
√√
√√
√Fi
nanc
e O
ffi ce
r, In
tern
al A
udito
r, D
R-H
R
21.1
.2 S
treng
then
bud
geta
ry
mon
itorin
g an
d co
ntro
l m
echa
nism
s
Qua
rterly
bud
get
perfo
rman
ce re
view
un
derta
ken
by F
inan
ce
and
Inte
rnal
Aud
it√
√√
√√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor,
Dire
ctor
-QA
21.2
Em
pow
er th
e In
tern
al A
udit
to
mon
itor t
he e
ffi ci
ent
utili
satio
n of
fi na
ncia
l re
sour
ces
of th
e Un
iver
sity
to p
reve
nt
was
tage
21.2
.1 R
egul
arly
revi
ew
Inte
rnal
Aud
it Ch
arte
r to
conf
orm
with
nat
iona
l and
in
tern
atio
nal s
tand
ards
Inte
rnal
Aud
it Ch
arte
r re
view
ed a
nd p
ublis
hed
regu
larly
√√
√√
√Fi
nanc
e O
ffi ce
r, In
tern
al A
udito
r
21.2
.2 F
ully
ado
pt th
e In
tern
atio
nal S
tand
ards
for
the
Prof
essio
nal P
ract
ice
of
Inte
rnal
Aud
iting
(ISP
PIA)
i. An
nual
cap
acity
bu
ildin
g w
orks
hops
or
gani
sed
for A
udit
staf
f
ii. IS
PPIA
fully
ado
pted
in
Inte
rnal
Aud
it pr
actic
e
250,
000.
00√
√√
√√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor,
Dire
ctor
-QA
21.2
.3 S
treng
then
risk
-bas
ed
pre-
audi
ting
syst
emAn
nual
risk
ana
lysis
un
derta
ken
on p
aym
ents
√√
√√
√Fi
nanc
e O
ffi ce
r, In
tern
al A
udito
r
21.2
.4 B
uild
qua
lity
assu
ranc
e an
d im
prov
emen
t pr
ogra
mm
es in
aud
it de
liver
y
i. Ex
tern
al a
sses
sor
enga
ged
ii. R
egul
ar p
erfo
rman
ce
asse
ssm
ent o
f int
erna
l au
dit e
ngag
emen
ts
unde
rtake
n
500,
000.
00√
√√
√√
Fina
nce
Offi
cer,
Inte
rnal
Aud
itor,
Dire
ctor
-QA
Obj
ecti
ve 2
1: St
reng
then
exp
endi
ture
man
agem
ent p
ract
ices
for
pru
dent
res
ourc
e ut
ilisa
tion
71 Plan Matrix (2019-2023)
Stra
tegi
esKe
y A
ctiv
ities
Key
Perf
orm
ance
Indi
cato
r(s)
, KP
IBu
dget
Est
i-m
ate
(GH
S)Ti
me
Fram
eRe
spon
sibi
lity
2019
2020
2021
2022
2023
22.1
Em
bark
on
inno
vativ
e an
d su
stai
nabl
e fi n
anci
al
reso
urce
m
obili
satio
n,
guid
ed b
y pr
uden
t fi n
anci
al
man
agem
ent
norm
s
22.1
.1 D
evel
op a
pol
icy
on in
com
e ge
nera
tion
activ
ities
Polic
y do
cum
ent d
evel
oped
and
pu
blish
ed53
,500
.00
√√
Regi
stra
r, Fi
nanc
e O
ffi ce
r, In
tern
al
Audi
tor
22.1
.2 In
trodu
ce
inno
vativ
e, m
arke
t-dr
iven
aca
dem
ic
prog
ram
mes
At le
ast,
one
mar
ket-
driv
en
prog
ram
me
intro
duce
d by
eac
h de
partm
ent
√√
√√
√Re
gist
rar,
Fina
nce
Offi
cer,
Inte
rnal
Au
dito
r, D
eans
, HoD
s
22.1
.3 S
treng
then
an
d ex
pand
inco
me
gene
ratin
g ac
tiviti
es
i. In
com
e fro
m c
omm
erci
al
activ
ities
incr
ease
d by
20%
ii. A
ll co
mm
erci
al e
ntiti
es a
re
self-
sust
aini
ng a
nd a
chie
ve
oper
atin
g pr
ofi t
mar
gin
of, a
t le
ast,
20%
iii. A
t lea
st, t
hree
add
ition
al
com
mer
cial
ven
ture
s es
tabl
ished
iv. A
t lea
st, o
ne in
com
e ge
nera
ting
activ
ity (s
hort
cour
se,
cons
ulta
ncy
etc.)
intro
duce
d by
ea
ch d
epar
tmen
t
10,0
00,0
00.0
0√
√√
√√
Regi
stra
r, Fi
nanc
e O
ffi ce
r, In
tern
al
Audi
tor,
Dea
ns, H
oDs
22.1
.4 E
stab
lish
ince
ntiv
es s
chem
e fo
r mar
ket-
driv
en
acad
emic
pro
gram
me
deve
lope
rs
i. In
cent
ive
sche
me
esta
blish
ed√
Regi
stra
r, Fi
nanc
e O
ffi ce
r, In
tern
al
Audi
tor,
Dea
ns, H
oDs
ii. A
ll id
entifi
ed
staf
f giv
en
ince
ntiv
es fo
r inn
ovat
ion
√√
√√
22.1
.5 E
stab
lish
an
ince
ntiv
e pa
ckag
e fo
r ex
tern
al c
onsu
ltanc
y se
rvic
es b
y st
aff
i. In
cent
ive
pack
age
esta
blish
ed√
VC, P
ro-V
C, P
rinci
pals,
Re
gist
rar,
Fina
nce
Offi
cer
ii. A
t lea
st, 2
0 st
aff m
embe
rs
bene
fi t fr
om p
acka
ge√
√√
√VC
, Pro
-VC,
Prin
cipa
ls,
Regi
stra
r, Fi
nanc
e O
ffi ce
r, In
tern
al
Audi
tor,
Dea
ns, H
oDs
22.1
.6 R
evie
w fu
ndin
g m
odel
per
iodi
cally
for
sust
aina
bilit
y
i. Fu
ndin
g m
odel
ass
esse
d an
nual
ly a
nd re
porte
d
ii. 5
% in
crea
se in
IGF
ratio
an
nual
ly
iii. I
GF c
over
age
ratio
not
less
th
an 9
0%
√√
√√
√Fi
nanc
e O
ffi ce
r, In
tern
al A
udito
r
Obj
ecti
ve 2
2: Pu
rsue
inno
vati
ve a
nd s
usta
inab
le r
esou
rce
mob
ilisa
tion
Objectives Description Budget Estimate (GH¢)
Subtotal for Objective 1 Conduct innovative research that takes into consideration the needs of industry and society 8,376,587.00
Subtotal for objective 2 Enhance staff capacity in research, innovation, and knowledge transfer 18,318,900.00
Subtotal for Objective 3 Create enabling environment that supports research activities 252,500.00
Subtotal for Objective 4 Expand graduate studies, research, and output 4,645,500.00
Subtotal for Objective 5 Enhance academic programmes and standards 147,106,180.00Subtotal for Objective 6 Establish state-of-the-art teaching and learning environment 707,580,920.00Subtotal for Objective 7 Develop innovative curriculum and instructional designs 4,647,700.00Subtotal for Objective 8 Improve on staff professionalisation, motivation, and welfare 588,000.00Subtotal for Objective 9 Improve on health service delivery of the University 52,312,500.00Subtotal for Objective 10 Strengthen sports and extra curricula activities 35,659,973.00Subtotal for Objective 11 Ensure proactive and responsive administrative system 35,070,832.00
Subtotal for Objective 12Strengthen the Directorate of Works and Physical Development to improve Infrastructure and Equipment Delivery
2,915,000.00
Subtotal for Objective 13 Develop effective mechanisms for internal stakeholder engagements 263,500.00
Subtotal for Objective 14 Develop effective mechanisms for external stakeholder engagements 6,982,300.00
Subtotal for Objective 15 Improve regional and international collaboration 881,500.00
Subtotal for Objective 16Expand access for the underprivileged, the marginalised, persons living with disabilities, and persons from less endowed schools
9,776,650.00
Subtotal for Objective 17 Strengthen gender mainstreaming 1,883,250.00Subtotal for Objective 18 Improve on delivery of distance and sandwich education 12,122,133.00Subtotal for Objective 19 Promote quality adherence in the University’s operations 1,993,000.00
Subtotal for Objective 20 Enhance fi nancial reporting system for improved accountability 1,176,550.00
Subtotal for Objective 21 Strengthen expenditure management practices for prudent resource utilisation 895,750.00
Subtotal for Objective 22 Pursue innovative and sustainable resource mobilisation 10,053,500.00Grand Total 1,063,682,505.00
6.0 SUMMARY OF PLAN BUDGETSUMMARY OF PLAN BUDGET
72Summary of Plan Budget
APPENDIX Members of the 2019-2023 Strategic Plan Development Committee
Prof. Samuel Hayford Dean, Faculty of Educational Studies ChairmanProf. S. Y. Annor Dean, Faculty of Agriculture Education MemberProf. Martin Amoah Dean, Faculty of Vocational Education Member
Prof. (Mrs) Salome Essuman Professor, Dept. of Educational Administration and Management Member
Prof. Andy Ofori-Birikorang Dean, Faculty of Foreign Languages Education and Communication Member
Dr. Eric Daniel Ananga Snr. Lecturer, Dept. of Social Studies Education MemberMr. B. B. Chirani Acting Finance Offi cer MemberMr. Godwill Andoh-Mensah Acting Internal Auditor Member
Mr. Jerry Addison Anyan Deputy Registrar, Dept. of Publishing and Web Development Member
Mr. Shadrack Nkatiah Accountant, IDeL Co-opted MemberMr. Isaac Marfo Oduro Deputy Internal Auditor, COLTEK Co-opted MemberMr. Prince Asiedu Acting Planning Offi cer Member/Secretary
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