UNIVERSITY OF NAMIBIA FACULTY/DIRECTORATE OF MANAGEMENT PLAN 2012

Dean/Director : 01/01/1012

1.

INTRODUCTION

The successful implementation of a Strategic Plan is no small accomplishment. It requires the initial creativity and energy to develop, the courage and commitment to introduce it, and the persistence and thoroughness to see it through to its implementation. Without a strong process for ensuring its implementation, there is a little or no reason for developing a Strategic Plan. Strategies have also been developed on the expectation that the gaps identified in the situational analysis were going to be bridged. Bridging or closing those gaps typing is not an instantaneous process, it takes time. However, the successful implementation of most strategies depends on actually having the gap bridged or at least having made substantially progress toward closing the gap. Managing strategically takes time, effort and resources. Many organizations do plan. They commit their time and energy to a planning effort that they hope will set the organizations direction for the next five years. They put the plan in place and hope that it works. The Public Service strategic planning model requires continuous strategic management and progress surveillance of the appropriate strategies. The payoff of strategic planning is in the implementation of the strategic plan. The acid test for any strategic planning process is the degree to which it impacts the ongoing behavior of the organization. Implementation is an ongoing process throughout all the other phases. In order to succeed, the organizations strategy must fit the organization structure. The strategic plan needs to become a road map by which the organization travels and the template on which organizational decision are based. The need for ownership at least psychological ownership is paramount for implementation. If an organization wants its strategic plan implemented, it should make sure that the entire staff members that are expected to implement the plan to have the sense real sense of ownership before the implementation. The other most challenging thing during the implementation is the degree to which organizational members especially managers integrate the strategic plan into their everyday management decision.

2. UNIVERSITY OF NAMIBIA HIGHLEVEL STATEMENTS

2.1. THE MISSION STATEMENT

2.2. THE VISION STATEMENT

2.3.UNIVERSITY OF NAMIBIA CORE VALUES

2.4 THE MANDATE OF THE UNIVERSITY

3. THE ROLE OF THE DIRECTORATE/UNIT The role of the Directorate/Unit is to provide financial, human resources, research, information and auxiliary services to University of Namibia staff members in order to perform their work efficiently and effectively. (NB. Please put own role/functions)

3.1 Mandate We exist to ..

3.1.1 Functions of the Unit

4. THE KEY STRATEGIC THEMES The following are the Strategic Themes (Key Performance Areas) in which the Department of .. must excel in order to achieve to contribute to attainment of vision and mission of the University. Theme 1:

Theme 2:

Theme 3:

Theme 4:

5. AGENDA FOR CHANGE The strategic change agenda compares the current status of several organizational structures, capabilities and process to the desired state. It provides the basis for transformation. It creates a sense of urgency and communicates the critical role of leadership, requiring them to provide motivation for transformational change. 5.1 Case for change CURRENT STATE SERVICE DIMENSIONS DESIRED STATE

5.2 Strategic objectives

6. Cascading DIRECTORATE/UNIT:

6.2 THE CASCADING MATRIX FOR THE DIRECTORATE/UNIT Cascading the Scorecard is critical to ensuring that everyone at the University of Namibia understands how they may contribute to the achievement of the University of Namibias overall strategies. Therefore, once the Corporate Scorecard is established, an aggressive schedule for cascading the high-level Scorecard has been developed. All Scorecards produced at the University of Namibia has one vital thing in common: goal alignment. Using the Balanced Scorecard as a measurement system allows all Departments/Faculties/Centres to focus on the critical drivers of future success. This in turn contributes to the achievement of overall corporate objectives. Linking the Scorecard to key management processes, such as budgeting and business planning ensures all energies are directed toward the fulfillment of strategy. Finally, cascading the Scorecard to all levels of the University of Namibia signals to every one what constitutes success at UNAM, and allows them to determine how their day-to-day actions contribute to that success. Cascading provides an excellent method of reinforcing both strategies, and the use of the Scorecard tools in the implementation of 7

strategy. By cascading the Scorecard, a consistent language is developed throughout the Organization, and everyone understands and acts in a similar fashion.

CASCADING MATRIX FOR THE DIRECTORATE/UNIT

Contributing Identical

New

University of Namibia Strategic Objectives

N/A

Directorate/Unit Strategic Objectives

1. 2. 3. 4. 5.

6. 7.

8.

6. STRATEGY MAP FOR DIRECTORATE/UNIT The Strategy Map below provides a visual representation of the Directorate overall strategy towards achieving the University of Namibias vision with Strategic Themes and linked objectives in the four perspectives of the Balance Scorecard, i.e. Learning & Growth perspective, Internal Processes perspective, Customer perspective and the Financial/Budget perspective. In the Map, strategic objectives are linked in a general cause and effect relationship, showing the inter-dependence of strategic objectives towards eventually contributing to the achievement of UNAMs vision.

VISION 100
80 60

STATEMENT:

East West North

CUSTOMER

40 20 0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

LEARNING & GROWTH

INTERNAL PROCESSES

FINANCIAL

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7. THE SCORECARD THE DIRECTORATE The Scorecard is divided into the four Balanced Scorecards perspectives: Customer, internal processes, Learning & Growth and Financial. Indeed, it is imperative that each of the Directorates Strategic objectives identified on the above Strategy Map be associated measures, targets and initiatives, timing and resource estimates. The logic behind the perspectives holds that customer satisfaction is driven in part by customer focused processes. Process quality is in turn driven by the Directorates ability to develop and grow its people and systems. The scorecard comprises of the following: Strategic Objectives Accountable Person Measures Target Strategic Initiative Responsible Person Timing Resource Estimates Assumptions/risks The statement of a desired result Person with the overall accountability for achieving the strategic objective How success in achieving the strategy will be measured and tracked The level of performance or rate of improvement needed. The key action programs required to achieve the strategic objective Person with the overall responsibility for action Date by which action should start and be completed. To successfully achieve the strategic objective how much will these initiatives cost? What are the anticipated risks that might hamper the successful implementation of initiative?

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SCORECARD - DIRECTORATE :
Directorate Strategic Objectives Measures Target
2009 Q1 Q2 Q3 Q4

Initiatives

Resp. Pers

Timing
Start Date End Date

Resource Estimates Per initiative

Not/Fu nded

Comments: Assumptions, Risks, etc

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