UNIVERSITY OF EDUCATION, WINNEBA › sites › default › files...3 Proﬁ le of University of Education, Winneba (UEW) 2.0 2.1 Establishment The University of Education, Winneba

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


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


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


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”


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


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


» 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


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,


» 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


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.


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


» 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).


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


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


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


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


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


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


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


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


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


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

Appendix73

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Documents

UNIVERSITY OF EDUCATION, WINNEBA › sites › default › files...3 Proﬁ le of University of Education, Winneba (UEW) 2.0 2.1 Establishment The University of Education, Winneba