1. executive summary · international socio-economic development” with the following strategic...

ii

1. EXECUTIVE SUMMARY

The process of developing the 2016 to 2020 Strategic Plan was coordinated by a Strategic Planning Committee which conducted internal and

external stakeholder consultations. This culminated in the holding of a Strategic Planning Workshop at Kombani Lodge in Plumtree on the 1st

and 2nd

of October 2015. The external macro environment was analysed using the PESTLE (Political, Economic, Socio-cultural, Technological,

Legal and Environmental) analysis. Porters Five Forces Model was used to analyse competition within the industry (university sector). The

internal environment was conducted using the McKinsey 7-S Framework. Lupane State University’s Strengths, Weaknesses, Opportunities and

Threats (SWOT) were determined as drawn from the above internal and external analyses and their impacts thereof. The Strategic Plan

development was informed by the ZIMASSET, the national economic plan, and also had to address the following challenges; need to relocate to

Lupane; the 2017 deadline for lecturers to get PhDs; universities to pay part of the salary bill; low number of local students enrolling into the

university; lack of funding to support research and staff development; the ratification of the Joint Venture Bill by Parliament that will allow the

engagement of the private sector in the development of infrastructure.

The Vision of LSU is “To be an international premier university in research based knowledge, teaching and learning”. Its Mission Statement is

“To contribute research-based knowledge and learning for the development of humanity by working closely with communities and attracting the

best researchers and students from Zimbabwe and beyond. The University will be a one stop shop for knowledge based solutions for challenges

faced by community groups and the private sector nationally and internationally.” The Core Values guiding LSU are professionalism,

accountability, transparency, innovativeness, diversity, social and environmental responsibility.

The first Key Result Area (KRA) is Teaching. The corresponding strategic direction is “To improve the levels of competency of teaching staff as

well as the quality of teaching” with the following strategic initiatives: embrace technology and improve quality of content and lecture delivery;

acquire books and other reading material in order to improve the library resources; conduct peer and student evaluations; improve relevance of

programs to the market through curriculum review; engage in continuous staff skills development and retention; engage more professors and

PhD holders; develop new programmes and courses to meet market requirements; ensure high quality assurance standards; and improve

students’ soft skills.

The second KRA is Learning. The corresponding strategic direction is “To produce versatile graduates capable of contributing to national and

international socio-economic development” with the following strategic initiatives: improve practical learning; enforce quality assurance;

increase access to quality education; facilitate student exchange programs; improve the learning environment; Improve Information Literacy

Skills (ILS) and foster lifelong learning; and enhance student entrepreneurial skills.

iii

The third KRA is Research. The corresponding strategic direction is “To undertake research to yield knowledge and technologies required to

improve development outcomes in communities and to enhance teaching and learning” with the following strategic initiatives: enhance research;

identify various research needs; establish multi-disciplinary research clusters; and develop mechanisms of publishing and presenting research

findings.

The fourth KRA is Governance. The corresponding strategic direction is “To maintain an effectively and efficiently administered institution”

with the following strategic initiatives: provide leadership through well thought out regulations, policies and sound administrative systems;

improve the functional structure of the university; uphold an efficient and transparent financial management system; improve communication;

establish an Integrated Information Management System; and improve security management and systems.

The fifth KRA is resource mobilisation. The corresponding strategic direction is “To expand the income base of the university towards

achievement of self sustenance” with the following strategic initiatives: initiate income generating projects; utilise Joint Venture Initiatives and

fund raising activities; hire out facilities; generate income from university farms; and engage in commercial activities.

The sixth KRA is Infrastructure development and maintenance. The corresponding strategic direction is “To develop and maintain appropriate

infrastructure that will facilitate full relocation of the university to Lupane and its effective functionality” with the following strategic

initiatives: construct and equip the library; construct and equip administrative facilities; construct and equip teaching facilities; construct and

equip staff accommodation; construct and equip student accommodation; construct and equip recreational facilities; acquire strategic immovable

assets off campus; establish and equip a clinic and chapel; acquire farms and develop requisite infrastructure; establish alternative energy and

water sources; establish an effective information and communication backbone; and update Master Plan and revise the Master Budget.

The seventh KRA is Community Outreach. The corresponding strategic direction is “Establish sustainable collaborative outreach programs that

contribute to the development of communities and increase the university’s visibility nationally and internationally” with the following strategic

initiatives: create sustainable linkages with key stakeholders in community development and development of collaborative programs based on

community needs; develop an effective university marketing programme; design and run youth empowerment programmes in collaboration with

other organizations; contribute to the preservation of culture and endangered languages; and contribute to policy development and review.

A logical framework was developed showing; key performance indicators, targets for each year (with 2015 as the baseline); sources of

verification; unit or officer responsible; and assumptions. It was recommended that a Monitoring & Evaluation team needs to be established to

manage the implementation of the Strategic Plan and reporting on progress. The M&E team would be formed from the existing Strategic

Planning Committee, with representatives from each faculty and support services. This team will report directly to the Vice-Chancellors office.

iv

2. TABLE OF CONTENTS

1. EXECUTIVE SUMMARY .................................................... .................. ii - iii

2. TABLE OF CONTENTS .............................................................................. iv-v

3. ACRONYMS .............................................................................................. vi-vii

4. FOREWORD FROM THE CHAIRPERSON OF THE LSU COUNCIL ..... viii

5. FOREWORD FROM THE VICE-CHANCELLOR ..................................... ix-x

6. BACKGROUND ................................................................................................... 1

7. ENVIRONMENTAL ANALYSIS .................................................................... 2

7.1 The PESTLE Analysis .................................................................................... 2

7.1.1. Political ...................................................................................................... 2

7.1.2. Economic .............................................................................................. 3- 4

7.1.3. Socio-cultural ........................................................................................ 4-5

7.1.4. Technological ....................................................................................... 5- 6

7.1.5. Legal ...................................................................................................... 6-7

7.1.6. Environmental ....................................................................................... 7-8

7.2 Forces Driving Industry Competition ............................................................. 9

7.2.1 Rivalry among existing institutions ........................................................ 10

7.2.2 Buyers (Students) ............................................................................. 11-111

7.2.3 Substitutes ............................................................................................... 13

7.2.4. Suppliers ................................................................................................. 14

7.2.4 New Entrants 15

7.3 The Internal Analysis ............................................................................. 16-18

8 THE SWOT ANALYSES ................................................................................. 19

8.1. Strengths ..................................................................................................... 19

8.2. Weaknesses............................................................................................ 20-21

8.3. Opportunities ........................................................................................ 22-23

v

8.4. Threats ...................................................................................................... 223

9 THE STRATEGIC PLAN ................................................................................ 24

9.1 Vision ........................................................................................................... 24

9.2 Mission Statement ........................................................................................ 24

9.3 Core Values .................................................................................................. 24

9.4 Key Result Areas (KRA) and Strategic Directions ...................................... 24

9.4.1 KRA 1: Teaching ............................................................................ 24-25

9.4.2 KRA 2: Learning ................................................................................. 25

9.4.3 KRA 3: Research .................................................................................. 25

9.4.4 KRA 4: Governance ............................................................................. 26

9.4.5 KRA 5: Resource Mobilisation ............................................................ 26

9.4.6 KRA 6: Infrastructure development and maintenance ......................... 27

9.4.7 KRA 7: Community Outreach .............................................................. 27

10.0 LOGICAL FRAMEWORK / SCORECARD ......................................... 28

10.1 Teaching ........................................................................................... 28-33

10.2 Learning ............................................................................................ 34-39

10.3 Research ............................................................................................ 40-42

10.4 Governance ....................................................................................... 43-47

10.5 Resource Mobilisation ..................................................................... 48-51

10.6 Infrastructure development and maintenance ................................... 52-59

10.7 Community Outreach ....................................................................... 60-65

11.0 MONITORING AND EVALUATION .................................................. 66

12.0 CONCLUSION ...................................................................................... 66

APPENDIX 1. COMPETITOR ANALYSIS .................................................... 67-70

APPENDIX 2: PARTICIPANTS OF THE STRATEGIC PLANNING WORKSHOP 71-73

APPENDIX 3: PROGRAMME OF THE STRATEGIC PLANNING WORKSHOP 74-75

vi

3. ACRONYMS AND ABBREVIATIONS

AAB – Academic Appointments Board

ARDA – Agricultural Rural Development Authority

AU – Africa University

BOQs – Bill of Quantities

BUSE - Bindura University of Science Education

CARRD – Centre for Research and Rural Development

CASA – Committee on Associate Status and Affiliation

CCE – Centre for Continuing Education

CDC – Campus Development Committee

CUT – Chinhoyi University of Technology

CUZ – Catholic University of Zimbabwe

ECD – Early Childhood Development

GNU – Government of National Unity

GPS – Geographic Positioning Systems

GZU – Great Zimbabwe University

HEI – Higher Education Institutions

HIT – Harare Institute of Technology

HOD – Head of Department

HR – Human Resources

ICTS – Information Communication technologies

IKS – Indigenous Knowledge Systems

ILS – Information Literacy Skills

IR-Institutional Repository

JVs – Joint Ventures

KPI – Key Performance Indicators

KRAs – Key Result Areas

LSU – Lupane State University LUCEP – Lupane Commercial Subjects Enhancement Programme

M & E – Monitoring and Evaluation

M & PR – Marketing and Public Relations

vii

MIS – Management Information Systems

MoA – Memorandum of Association

MoU – Memorandum of Understanding

MSU – Midlands State University

NGO – Non-Governmental Organisations

NUST – National University of Science and Technology

PESTLE – Political, Economic, Socio-cultural, Technological, Legal and Environmental factors

PhD – Doctor of Philosophy

PPPs - Public Private Partnerships

PPW & E – Physical Planning, Works and Estates

PSIP – Public Sector Investment Programme

PVC – Pro-Vice-Chancellor

R & D – Research and Development

RISO – Research and Innovation Office

SADC – Southern Africa Development Community

SAR – Senior Assistant Registrar

SEC – Student Executive Council

SMEs – Small to Medium Enterprises

SWOT – Strengths, Weaknesses, Opportunities and Threats

T & D – Training and Development

UZ – University of Zimbabwe

VC – Vice-Chancellor

VCEXCO – Vice-Chancellor’s Executive Committee

WUA – Women University of Africa

ZESA – Zimbabwe Electricity Supply Authority

ZIMASSET - Zimbabwe Agenda for Sustainable Socio-Economic Transformation

ZIMCHE – Zimbabwe Council for Higher Education

ZINWA – Zimbabwe National Water Authority

viii

4. FOREWORD FROM THE CHAIRPERSON OF THE LSU COUNCIL

The Vice-Chancellor and the Pro-Vice-Chancellor have been mandated by the University Council

and the Ministry of Higher and Tertiary Education, Science and Technology Development to

drive the institutional strategy for the next five years. It is their responsibility to ensure adherence

to the University vision and mission as well as to the institutional ideology and core values.

Successful implementation of the strategic plan thus calls for a total ownership and commitment

of the plan by those at the helm of the organisation as they steer the ship for the next five years.

The 2016 to 2020 University Strategic Plan shall be the guide for the University planning period.

The Plan will hedge the University against the unpredictable and uncertain socio-political and

economic environment. Thus, the plan will ensure that the University adheres to its mandate as it

executes its seven strategic directions. Furthermore, the strategic plan has been crafted in such a

way that it dovetails into the national economic blueprint (Zim-ASSET) as well as the 10 Point

Plan for economic growth.

The alignment will ensure University adherence to government economic plans. The full

realisation of the plan calls for effective and efficient co-ordination of the implementation matrix

by management. Management should ensure that the strategic plan is cascaded to all levels and

that there is a shared vision across the institution. All implementing agencies of the University are

urged to be resolute in operationalising the plan. It is therefore prudent for the University to develop an annual business plan to ensure effective

implementation. Successful plans also require a robust monitoring and evaluation component to keep the plan focused.

On behalf of the University Council, I therefore urge the University leadership to remain guided by the Plan in the next five years of the

University’s operations. University Council Chairman

Mr. S. M. T. Malaba

ix

5. FOREWORD FROM THE VICE-CHANCELLOR

Lupane State University (LSU) was established in 2005 in terms of the Lupane State University

Act [Chapter 25:25] of 2004. LSU’s primary mandate is the development and promotion of

Agriculture in semi-arid regions. The University has also been mandated to venture into

tourism and hospitality, wildlife management, extraction and processing of natural resources,

promotion of the minority African languages, fine and performing arts, mining engineering and

rural

development. To guide its operations and also plan for its growth, the university currently has a

number of key result areas, which are: Teaching, Learning, Research, Governance, Resource

Mobilization, Construction (Infrastructure Development) and Community Outreach.

The University is supportive of the Zimbabwe Agenda for Sustainable Socio-Economic

Transformation (ZIM-ASSET), through all the four main clusters of: Food Security and

Nutrition Cluster; Social Services and Poverty Eradication Cluster; Infrastructure and Utilities

Cluster; and Value Addition and Beneficiation Cluster.

At inception, LSU was running only one degree programme in the Faculty of Agricultural

Sciences, with an initial enrolment of 12 students. Over the years, the University has grown to

three fully-fledged faculties; Faculty of Agricultural Sciences, Faculty of Commerce and

Faculty of Humanities and Social Sciences. Across these faculties, the University is currently running several diploma programmes,

undergraduate degree programmes and a Masters’ degree programme. Student enrolment is currently 2929. To date, the University has held 5

graduation ceremonies, all of which were at the Campus in Lupane. The 6th

Graduation Ceremony is scheduled for 27 November 2015.

Currently the University is operating from six centres in Bulawayo, pending the completion of certain minimum infrastructure at its permanent

site for commencement of relocation. Relocation to the University’s permanent site has been planned to be in a phased approach with the initial

phase earmarked for January 2016, and subsequent phases coming through as and when more infrastructure is completed. For this phase of

relocation to be successful, the above infrastructure must be complete. In addition, there is need to have established a student clinic on campus.

Completion of these and other university infrastructure remains a key result area not only for our relocation to our permanent campus, but also

for our growth and development.

x

Lastly, I would like to greatly appreciate the efforts of the LSU Strategic Planning Committee, Chaired by the Pro-Vice-Chancellor, Dr.

Nomathemba Ndiweni and the two Facilitators, Mr. Samson Mtisi and Prof. Carroll Themba Khombe for their various roles played in the

development and compilation of this Strategic Plan Document.

Vice-Chancellor

Professor P. K. Kuipa

1

6. BACKGROUND

Lupane State University (LSU) is one of the state universities in Zimbabwe which was set up by an Act of Parliament in 2005. Currently, it

comprises three faculties namely Agricultural Sciences, Commerce and Humanities & Social Sciences. The University has a student population

of 2929 and a workforce of 289. The campus, which has been under construction since 2006, is located in Lupane, the provincial capital of

Matabeleland North. Although operations are still running from Bulawayo, the process of relocating to Lupane has been initiated.

The University has had two strategic plans since inception, namely the 2008 to 2011 Plan and the 2012 to 2014 Plan. The 2008 to 2011 Plan was

crafted at the tail end of the period of hyperinflation and the transitional period of the Government of National Unity (GNU). The Strategic Plan

had the following strategic directions; Research, Teaching, Learning, Governance, Fund raising, Construction and Community Outreach. The

2012 to 2014 Plan was crafted during a growing economy (average growth rate of 9.4%) with hopes of establishing a green belt through the

National Matabeleland Zambezi Water Project and exploitation of Lupane gas. The University expanded to three (3) faculties and intensified the

establishment of infrastructure at its main campus at Lupane. The current Strategic Plan is informed by the Zimbabwe Agenda for Sustainable

Social and Economic Transformation (ZIM-ASSET) and addresses the following issues:

Development of infrastructure which will enable relocation to Lupane,

2017 deadline for lecturers to attain the PhD qualification,

Universities to intensify income generation,

Low student enrolment in the university,

Lack of funding to support Research and Staff Development,

A Strategic Planning Committee coordinated the process of developing the 2016 to 2020 Strategic Plan. The latter conducted internal and

external stakeholder consultations. This culminated in the holding of a Strategic Planning Workshop at Kombani Lodge in Plumtree on the 1st

and 2nd

of October 2015. This workshop was attended by the Vice-Chancellor and Pro-Vice-Chancellor, 38 Heads of Departments/Sections,

Workers’ Committee Representative, as well as the Student Leadership (refer to Appendix 2 for a list of participants). The program of the

Strategic Planning workshop is presented in Appendix 3.

2

7. ENVIRONMENTAL ANALYSIS

7.1 The PESTLE Analysis

An analysis of external factors that could impact on the LSU’s strategic initiatives and operational plans was undertaken using the PESTLE

(Political, Economic, Socio-cultural, Technological, Legal and Environmental) analysis. The table below shows the major issues in the macro

environment and their impact on Lupane State University.

7.1.1. Political

Issue Impact on LSU

Positive

Supportive Government policy on education Increase in student enrolment, especially from rural schools.

New Constitution - Devolution LSU will benefit from resources since it is the only university in Matabeleland North

Province.

ZIM-ASSET policy LSU engaged in the relevant sectors of Food Security & Nutrition and Social Services &

Poverty Eradication

Political stability 1. Can engage in long term planning and also establish partnerships with strategic

partners.

2. Teaching programs will not be disrupted.

Negative

Imposition of Western sanctions 1. University is affected in its endeavour to recruit international experts.

2. Support of financial resources from international partners is compromised.

3. Limited access to international research funding and partnerships.

Poor international image of the country Country not attractive to visiting scholars and experts.

Reduced NGO activity 1. Decrease in attachment opportunities for students.

2. Decrease in opportunities to conduct demand driven research.

Perceptions of marginalisation by rural communities Lack of a self-driven mindset to participate in University driven development

programs.

Political uncertainty Failure to engage in long term planning.

3

7.1.2. Economic

Issue Impact on LSU

Positive

Adoption of the multi-currency system 1. Enabled formulation of long-term commitments and budgets; has enhanced

planning.

2. Stable currency improves staff retention.

Revision of the Indigenisation Policy 1. Increased economic activities likely to create jobs for students.

2. Increased opportunities for Research & Development (R&D) partnerships with

the private sector.

Matabeleland North endowed with many natural

resources

1. The university could design programs that are relevant to the available resources

(minerals/timber/ceramics/wildlife).

2. Opportunity to secure concessions to exploit natural resources for income

generation.

Support of the Informal Sector Increased income streams for parents and students.

Sound banking and pension institutions Opportunity for mobilising financial support for capital development especially the

construction of staff and student accommodation.

Engagement of Bretton Woods Institutions 1. Improved country image resulting in economic growth thus creating jobs for

parents and students.

2. Increased opportunities for research and development activities.

Negative

4

Issue Impact on LSU

High unemployment rate 1. Parents cannot afford funding their children resulting in high drop-out rates.

2. Low student intake resulting in the University failing to register a critical mass of

students necessary for its viability.

3. Low motivation for students because of low employment prospects.

Inconsistent Policies Long term planning and commitment becomes difficult for the University and its

partners.

Uncompetitive Business Community 1. Lack of opportunities to engage in R&D partnerships.

2. Lack of scholarship support for students.

High Political Risk 1. High costs of finance for projects.

2. University not attractive to international institutions and students.

7.1.3. Socio-cultural

Issue Impact on LSU

Positive

Recognition of endangered languages

(San, Xhosa, Kalanga, Dombe, Tonga, Nambya and

Ndebele)

1. Expedite development of programs addressing endangered languages.

2. Introduce short language courses.

Recognition of Indigenous Knowledge Systems (IKS) 1. Increased research opportunities.

2. Documentation and conservation of IKS.

High regard for Livestock

1. Establishment of projects that add value to livestock value chains.

2. Research, improvement and conservation of indigenous breeds and species.

3. Increased opportunities to run short courses on livestock production.

The existence African traditional governance systems Opportunities for research, documentation and incorporation into national policy.

Negative

High levels of poverty Failure to pay fees by students.

Stereotyping of gender roles Limits enrolment (as boys look after fields/livestock and girls carry out household chores

during school term).

5

Issue Impact on LSU

Low enrolment in science courses 1. Low University enrolment in the niche area of semi-arid agriculture.

2. Limited scope of expansion into other mandate areas e.g. exploitation of natural

resources that require science background.

Brain drain

1. Breakdown of the family institution resulting in delinquencies and school dropouts.

2. Skills gap-negatively affects mentoring.

HIV and AIDS 1. Attendance and performance of orphaned students, especially those who are heads of

their families, may be disturbed.

2. Attendance and performance of students who are care givers to parents/siblings may

be disturbed.

3. Limited capacity to pay fees.

4. Low productivity at the work place.

Low regard for education Low enrolment.

Declining cultural values 1. Increased levels of misdemeanours, corruption and crime.

2. Negative impact on the University image.

7.1.4. Technological

Issue Impact on LSU

Positive

Development of the Social Media 1. More platforms for dialogue to raise various stakeholders’ interests.

2. Increased marketing opportunities for the University.

Development in ICTs 1. Reduced costs for bandwidth.

2. Enhanced Research processes and outputs

3. Increased access to scholarly resources (e-resources).

4. Reduced hardware costs.

5. Reduced stationery costs.

E-learning 1. Improved opportunity for distance /open learning.

2. Improved teaching and learning.

Promotion of Renewable Energy forms 1. Increased scope for research and development activities.

2. Increased scope of usage.

3. Significant saving on power bills.

Quest for Technological Innovation Involvement in value addition to agricultural and natural resources commodity chains for

rural communities.

6

Issue Impact on LSU

Focus on Rural Development 1. Revival of CARRD (Centre for Agricultural Research and Rural Development).

2. Intensification of community outreach (engagement).

Negative

Social Media 1. Information overload.

2. Distraction or disturbance of learning and work ethos.

Unreliability of electricity supply 1. Hinders technological advancements and research.

2. Increased risk of damage to equipment and infrastructure (fire).

Weak private sector Low business drive in Lupane which hinders community development and/or

technological advancements.

Low level of Science Subjects uptake in schools Low numbers of students enrolling for science/technological courses

Western sanctions 1. Negatively affects partnerships with international organisations.

2. Low funding for research.

Brain Drain Loss of institutional memory.

7.1.5. Legal

Issue Impact on LSU

Positive

New Constitution of Zimbabwe 1. Increased opportunities for the translation to endangered languages.

2. Research opportunities in the alignment of various Acts to the Constitution.

ZIMCHE regulations 1. Enhanced quality assurance.

2. Standardised system of recruitment, selection and promotion.

LSU Act 1. Generic and does not specify niche-no legal basis for focusing on agricultural

sciences.

2. Minimum qualifications for lecturers

Policy on minimum qualifications for lecturers 1. Improves quality of teaching and research

2. Need for LSU to invest in staff development.

Strong environmental laws Engagement of University Staff in monitoring and evaluation of programs.

Negative

Universities to augment government funding 1. Control of fees levels and students from poor families prejudiced.

2. Fees from low enrolment cannot sustain University operations.

7

Issue Impact on LSU

3. Reduction of entry qualification for students to increase enrolment levels.

High Levels of Taxation 1. Discourages external partners from collaborating with the University.

2. Reduced spending power, thus reducing access to University education by the

poor.

ZIMCHE regulations 1. Regulations have usurped powers of University Senate

2. Time frame to approve academic programs too long (6 months to 1 year)

Cadetship Funding Delayed remittance negatively impacts on University cash flows.

7.1.6. Environmental

Issue Impact on LSU

Positive

Abundant Indigenous Forests 1. Increased scope for introduction of academic programs in forestry.

2. Opportunities to secure forestry concession for harvesting & processing timber

(Value Addition).

3. Improve and incorporate the indigenous knowledge systems in forestry related

projects.

4. Increased opportunities for research.

Abundant Wild life 1. Opportunities to secure wildlife conservancy, hunting quotas and licenses for

processing trophies.

2. Increased opportunities to participate and offer training in tourism.

3. Increased opportunities for research.

Large populations of livestock 1. Opportunities for research and improvement of indigenous livestock for poverty

alleviation.

2. Commercialisation of indigenous farming methods

3. Opportunities for capacity building and paradigm shift of rural communities.

4. Scope to accept the use of livestock for fee payment.

Rich Mineral reserves (Coal, methane gas)

1. Opportunities for research in exploitation and value addition.

2. Opportunities to introduce academic programs in mining & renewable energy

sources.

Abundant Sunshine Opportunities to champion the harnessing of solar energy to preserve the environment.

Experience in growing drought tolerant crops. 1. Identification and research of available indigenous crops.

2. Value addition of the identified crops (Bambara nuts, sorghum & sesame).

8

Issue Impact on LSU

Negative

Climate Change & Variability 1. Risk of depletion of livestock and forests.

2. Risk of crop failure.

3. Livelihoods negatively affected resulting in students failing to pay fees and

decreased enrolment.

Deep Kalahari Sands 1. Costly and difficult construction.

2. Low yields in agricultural production.

Environmental Degradation 1. Low yields in agricultural production



3. Decreased arable land.

Veld fires 1. Opportunities for research on impacts of the fires on the ecosystem (flora &

fauna) and on prevention/control measures.

2. Destruction of property, human life and livestock.



Water scarcity 1. Construction and landscaping slowed down.

2. Health and well-being of the community negatively affected.

3. Decreased cropping and livestock programs.

Deforestation 1. Hardwood forests depleted therefore ecosystem disturbed.

2. Academic activities in forestry negatively affected.

3. Low enrolment as a result of decreased employment.

9

7.2 Forces Driving Industry Competition

Porters Five Forces Model (shown below) was used to analyse the competition that LSU is facing in the market.

10

The analysis of competitive forces is shown in the table below.

7.2.1 Rivalry among existing Higher Education Institutions (HEIs)

Forces Factors Rating Justification Action

Rivalry

amongst

existing

Higher

Education

Institutions

Many

competitors

High 1. More HEIs offering

similar programmes

2. Student pool growing at

a slower pace than the

growth of HEIs (few A-

level schools).

1. Bridging courses

2. Backward Integration e.g. LUCEP

3. Rebrand courses in line with trends

4. Lower entry points

5. Online Programmes

6. Satellite sites

(Tsholotsho , Nkayi ,Binga , Victoria Falls)

Low Switching

Costs

Low Not much of a threat

-

Low product

differentiation

High 1. Curriculum at A level

not diversified,

confines the HEIs to

“traditional”

programmes.

2. ZIMCHE

requirements may

hinder the

development of new

programmes.

1. Rebrand to suit industry requirements

2. Market to neighbouring countries (e.g.

tourism in Zambia).

3. Lobby ZIMCHE to review requirements for

programme accreditation.

High fixed costs High 1. Rentals of Bulawayo,

especially CBD

properties are high

2. Drains scarce

financial resources

Move to campus at Lupane

11

The Competitor Analysis is shown in Appendix 1.

7.2.2 Bargaining Power of Buyers (Students)

FORCE FACTORS RATING ACTION

Students 1. They are powerful

as LSU needs

students to survive

2. They are delicate

and can go to

competitor HEIs

High 1. Market segmentation

2. Price discrimination

12

7.2.2.1 Student Segmentation

Students segments Buying behaviour What the university can do

Geographic (Harare, Mat North, Bulawayo) Collective bargaining Open satellite branches (Harare, Nkayi,

Victoria Falls)

Income It is varied and they influence payment

structures

Considerate planning (e.g. payment plans,

deferment)

Product They want value for money 1. Craft product to suit their needs.

2. Give them the best qualified

lecturers, PhD holders especially

for post graduate studies.

3. Continuous quality assurance

reviews (student and peer reviews,

skills development for module

writing and delivery).

4. Provisions of supplementary

learning materials (e.g. modules,

tutorials and posting course

material on the e-learning

platform).

In-service students They bargain (teaching format and times).

They also demand quality tuition given their

experience.

LSU must submit to their concerns (e.g.

relating to timetabling, timing of exams).

Normal entry students 1. They bargain in negotiating for

extension of the registration period.

2. They can choose any HEI.

1. The university should re-visit its rules.

2. The university should competitively

position itself as the University of

Choice.

Students with disabilities May need specific assistance. More time on computers in the lab and

increased one-on-one interaction with

University officers, e.g. with subject

librarians/lecturers.

13

Students segments Buying behaviour What the university can do

Industry Dictate the graduate profile that they expect

(e.g. knowledge, skills, attitudes)

1. University to constantly carry out

industry consultations to gather their

expectation.

2. Continuous curriculum review to meet

industry expectations.

3. Training on soft skills (both staff and

students).

7.2.3 Threat of Substitutes

FORCES FACTORS RATING ACTION

Substitutes 1. Online programmes

2. Part-time/parallel/block

programmes

3. Distance learning (virtual

universities)

4. Polytechnics

5. Teachers’ Colleges

Medium 1. Design online/

block/parallel

programmes.

2. Consider offering distance

learning.

14

7.2.4. Bargaining Power of Suppliers


Suppliers ZESA Medium 1. Diversify the energy source e.g. renewable sources of energy.

2. Rationalise energy use.

ZINWA Medium 1. Negotiate for lower tariffs, especially for raw water.

2. Drill more boreholes on site.

3. Harvest and store rain water.

Stationery

suppliers

Low 1. Establish and regularly update a reputable suppliers’ list.

2. Have our own printing press.

ICT and Teaching

equipment

Medium Carry out due diligence.

Banking services Medium Carry out due diligence.

Suppliers of

consumables

(groceries)

Low Establish and regularly update a reputable suppliers’ list.

Vehicle

maintenance

Medium Carry out due diligence.

Office and

Teaching space

Medium 1. Negotiate tariffs.

2. Move to affordable places.

Internet and

Telephone

Medium Negotiate for low tariffs – with other suppliers such as Liquid, Econet, Powertel.

15

7.2.5 Threat of New Entrants


New entrants Gwanda University College of

NUST

High 1. Bridging courses

2. Backward Integration e.g.

LUCEP

3. Rebrand courses in line

with trends

4. Lower entry points

5. Online Programmes

6. Satellite sites

(Tsholotsho , Nkayi,

Binga, Victoria Falls)

Marondera University of UZ Medium

Mutare University College of

MSU

Medium

16

7.3 The Internal Analysis

To analyse the internal environment of LSU, the McKinsey 7-S Framework (diagrammatically shown below) was used for that purpose.

Using the above framework a number of issues and possible actions were identified as shown in the table below. An analysis of financial and the non financial

resources was also included although they are not necessarily part of the 7-S Framework.

17

Focus Area Issues Possible Actions

Structure Matrix nature poses challenge for some

functionaries.

1. Strengthening trust and interpersonal relationships.

2. Streamline and share understanding of job descriptions.

Systems 1. Lack of an Integrated information

system.

2. Weak M & E plan.

3. Ineffective use of student evaluations,

peer evaluations, external examiners

comments & reviews.

1. Design and implement Integrated information system

2. Implement the M & E system.

3. Consistent evaluations and completion of the feedback loop.

Shared values/

Culture

1. Suspicion

2. Inconsistent and irregular channelling of

information.

3. Lack of code of conduct

4. Approval of the draft Culture Charter.

1. Share appropriate information

2. Participatory approach in developing institutional instruments

3. Finalisation, approval and sharing of the Culture Charter.

Style of

Leadership

Inappropriate leadership styles in certain

sections

Adopt Situational and

Transformational Leadership

Staff 1. Inadequate academic (low numbers of

PhD holders) and non-teaching staff.

2. Succession plans merely implied in the

structure.

1. Recruit, especially PhD holders.

2. Support research.

3. Facilitate staff development.

4. Need to be explicit on succession planning.

Skills 1. Shortage of Professors and PhD Holders

2. Low research output & poor research

culture.

3. Freeze affecting the recruitment of staff

(academic, professional and

administrative).

1. Head hunt Professors & establish attractive retention strategies.

2. Provide training to upscale research processes.

3. Lobby Government to unfreeze recruitment.

4. Implement self-sustaining programs.

5. Expedite recruitment of senior academics.

Financial resource

analysis

1. Available, but not adequate PSIP,

Government Grants, academic fees,

externally funded research grants.

2. Extremely weak financial position.

1. Engage partners on Joint Ventures for income generation.

2. Apply for research grants.

3. Expand income streams, income generating projects.

Non-financial

resource analysis

(Infrastructure and

1. Inadequate infrastructure, vehicle fleet,

computers, Wi-Fi, bandwidth.

2. Not full utilisation of the available

1. Improve on infrastructure development through fund raising.

2. Relocate to site at the earliest opportunity.

3. Lobby government to provide PSIP & engage partners for JVs.

18

Focus Area Issues Possible Actions

premises;

Vehicles;

Equipment/Techno

logy)

infrastructure onsite.

3. Delayed phase one relocation.

4. Infrastructure inadequate in the

medium to long term period.

19

8 THE SWOT ANALYSES

The following table gives a summary of Lupane State University’s Strengths, Weaknesses, Opportunities and Threats (SWOT) as drawn from

the above internal and external analyses and their impacts thereof.

8.1. Strengths

Issue Impact on LSU

LSU now has a substantive Vice-

Chancellor and Pro-Vice-Chancellor

1. Leadership Stability

2. Continuity.eg if there is a vision it can be carried out on a longer term.

3. Mandate and authority to make decisions.

Committed Leadership and Staff Academic and administrative stability

Key faculties established (Agricultural

Sciences; Commerce and Humanities &

Social Sciences)

1. University able to capture the student market.

2. Increased student numbers.

3. Focused and relevant programmes rollout.

Main Campus in Lupane established (But

only one Faculty completed)

Identity of the University defined and visibility of LSU in Lupane established.

Satellite campuses in Bulawayo

functional

University able to capture a student market in the Matabeleland region.

Teaching of undergraduate courses in

Bulawayo campuses (Conventional;

Parallel and Block Release)

1. Popularized the LSU brand.

2. Ability to capture students who could have otherwise opted for other Universities.

Teaching of post graduate courses (Full

Time; Block Release) in Bulawayo

Campuses.

1. Raised the image of the institution.

2. Improved revenue flows.

Initiated Research and Development

activities.

Recognised as a knowledge development centre.

Strong Debate and Sports Teams. Enhancing student health and visibility of the University.

20

8.2. Weaknesses

Issue Impact on LSU

Low levels of enrolment for

undergraduate courses (Sciences).

Low financial in flows which impact negatively on efforts to finance University operations.

Low numbers of Professors and senior

academics (PhD)

Makes university less attractive to students.

Not capable of running post graduate programmes which are high paying and attract

partnerships (NGOs and Corporate).

Failure to attract international students.

Negatively affects ranking of the University.

Integrity of the institution is compromised.

Quality research output may be reduced.

Limited capacity to introduce higher

degrees across all faculties.

Losing the captive markets of post graduate candidates.

Limited involvement in knowledge generation and research.

Very low levels of funding limiting

development activities.

Delayed relocation to site (Lupane) and establishment of satellite campuses in other

markets (e.g. Hwange and Victoria Falls).

Staff accommodation not yet available at

the Main Campus in Lupane.

Delayed relocation to site

Increased uncertainty and low staff morale

Failure to enrol SADC students

(inflexible entry requirements).

Low income inflows from a high paying clientele.

Meagre Staff Development Programme. 1. Low staff motivation.

2. Slow rate of attaining PhD qualifications.

Failure to mobilise resources to conduct

demand driven research.

1. Low research output.

2. Low staff morale.

3. Failure to attract postgraduate students.

Expensive mandate of semi-arid

agriculture.

LSU may be viewed as a failure (This responsibility cannot be fulfilled without adequate

funding).

Weak marketing drive. 1. Lack of visibility of the University

2. Low student numbers.

Limited teaching resources. 1. Low staff and student morale.

21

Issue Impact on LSU

2. Quality of graduates compromised.

Low enrolment for Agricultural Science

programmes.

Threatens the existence of programmes in the Agricultural Sciences.

Lack of agricultural land and equipment

for use during student practicals.

1. Lack of exposure of students to practical training.

2. Inability to generate income from agro businesses.

High operational costs. Limited funding for core academic activities (e.g. library, research and staff development

budgets).

22

8.3. Opportunities

x Impact on LSU

Goodwill from National Government 1. Physical structures will be completed to facilitate phased relocation.

2. Support for basic salaries.

3. Can apply for the unfreezing of posts by exploiting the goodwill.

Located in a resource rich province presenting

opportunities for R & D (mining, livestock,

fisheries, hard woods).

1. LSU may gain relevance to communities through exploitation of these resources.

2. Opportunities to set up businesses.

3. Opportunities for Public Private Partnerships (PPPs) and Joint Ventures (JVs).

4. Opportunities to influence policy and advocacy initiatives.

Located in region with social challenges

presenting opportunities for R & D.

1. Opportunities to partner with NGOs.

2. Opportunities to develop junior staff and re-skilling of senior staff.

3. Opportunity to influence policy and advocacy.

Only HEI in Matabeleland North Province. 1. Opportunities to set up satellite campuses in other growth points and towns.

2. First port of call for Matabeleland North students.

3. Opportunities to offer accommodation and conference facilities for use by other

stakeholders during semester breaks.

Proximity to Bulawayo, Hwange and Victoria

Falls.

1. Opportunities to set up satellite centres in Bulawayo, Hwange and Victoria Falls.

2. Market for agricultural products.

3. Offer practical learning for forestry wildlife and other natural resources programs.

LSU can buy properties and establish a

Lodge/Hotel at Lupane.

1. Opportunities to raise income.

2. Provision of attachment places for students.

3. Opportunities to become a player in the real estate and tourism industries.

Establishment of R&D partnerships with

ARDA Estates within the Matabeleland region.

1. Opportunities to raise income

2. Provision of attachment places and practical hands-on training for students

3. Opportunities to conduct Action Research

Establishment of partnerships with NGOs. 1. Opportunities to raise income.

2. Provision of attachment places and practical hands on training for students.

3. Opportunities to conduct research.

Only University with semi-arid agriculture as a

niche area.

Opportunity to become a centre of excellence in the niche area.

Relatively young University. Amenable to adoption of new trends in teaching and learning.

23

8.4. Threats

Issue Impact on LSU

Relocation may have a serious impact on

LSU enrolment and staff retention.

1. Low student numbers.

2. Possible high staff turnover which may affect continuity of programmes.

3. Revenue inflows may be reduced.

4. Increased costs to staff and students (accommodation and transport).

High Dependence on Government

Funding

Creates a dependency syndrome, operations may grind to a halt when such disbursements do

not flow in (e.g. PSIP).

Lack of accommodation for both staff

and students in Lupane.

Increases costs of operations.

Economic uncertainty 1. Potential high staff turnover.

2. Freeze on employment results in staffing gaps.

Low enrolment of pupils in science

subjects.

Negatively impacts enrolment.

Limited ability to generate own income. 1. Viability threatened.

2. Limited access to quality academic materials/journals (e.g. Science Direct – Elsevier).

Corruption 1. Corrupt activities negatively affect the reputation of the University.

2. Reduced efficiency and effectiveness.

Relatively young staff. 1. Amenable to adoption of modern technologies for teaching and learning.

2. Opportunity to venture into emerging technologies.

Situated in a culturally rich and diverse

community.

1. LSU can tap from that wealth of culture to enrich its rural development programs.

2. Conduct research on endangered languages and cultures.

24

9 THE STRATEGIC PLAN

9.1 Vision

To be an international premier university in research based knowledge, teaching and learning.

9.2 Mission Statement

To contribute research-based knowledge and learning for the development of humanity by working closely with communities and attracting the

best researchers and students from Zimbabwe and beyond. The University will be a one stop shop for knowledge based solutions for challenges

faced by community groups and the private sector nationally and internationally.

9.3 Core Values

Professionalism

Accountability

Transparency

Innovativeness

Diversity

Social and Environmental Responsibility

9.4 Key Result Areas (KRA) and Strategic Directions

9.4.1 KRA 1: Teaching

Strategic Direction 1: To improve the levels of competency of teaching staff as well as the quality of teaching.

Strategic Initiatives

1. Embrace technology and improve quality of content and lecture delivery.

2. Acquire books and other reading material in order to improve the library resources.

3. Conduct peer and student evaluations.

4. Improve relevance of programs to the market through curriculum review.

5. Engage in continuous staff skills development and retention.

6. Engage more Professors and PhD holders

7. Develop new programmes and courses to meet market requirements

25

8. Ensure high Quality Assurance Standards

9. Improve Students’ Soft Skills

9.4.2 KRA 2: Learning

Strategic Direction 2: To produce versatile graduates capable of contributing to national and international socio-economic

development.


1. Improve practical learning.

2. Enforce quality assurance.

3. Increase access to quality education.

4. Facilitate Student Exchange Programs.

5. Improve the learning environment.

6. Improve Information Literacy Skills (ILS) and foster lifelong learning.

7. Enhance student entrepreneurial skills.

9.4.3 KRA 3: Research

Strategic Direction 3: To undertake research to yield knowledge and technologies required to improve development outcomes

in communities and to enhance teaching and learning.


1. Enhance research

2. Identify various research needs

3. Establish Multi-disciplinary Research Clusters

4. Develop mechanisms of publishing and presenting research findings

26

9.4.4 KRA 4: Governance

Strategic Direction 4: To maintain an effectively and efficiently administered institution.


1. Provide leadership through well thought out regulations, policies and sound administrative systems.

2. Improve the functional structure of the University.

3. Uphold an efficient and transparent financial management system.

4. Improve communication.

5. Establish an integrated Information Management System.

6. Improve Security Management and Systems

9.4.5 KRA 5: Resource Mobilisation

Strategic Direction 5: To expand the income base of the University towards achievement of self-sustenance


1. Initiate income generating projects

2. Utilise Joint Venture Initiatives and fund raising activities

3. Hire out Facilities

4. Generate income from University farms

5. Engage in Commercial activities

27

9.4.6 KRA 6: Infrastructure development and maintenance

Strategic Direction 6: To develop and maintain appropriate infrastructure that will facilitate full relocation of the University to

Lupane and its effective functionality.


1. Construct and equip the Library.

2. Construct and equip administrative facilities.

3. Construct and equip teaching facilities.

4. Construct and equip staff accommodation.

5. Construct and equip student accommodation.

6. Construct and equip recreational facilities.

7. Acquire strategic immovable assets off campus.

8. Establish and equip a clinic and chapel.

9. Acquire farms and Develop requisite infrastructure

10. Establish alternative energy and water sources.

11. Establish an effective information and communication backbone.

12. Update Master Plan and Revise the Master Budget.

9.4.7 KRA 7: Community Outreach

Strategic Direction 7: Establish sustainable collaborative outreach programs that contribute to the development of communities

and increase the University’s visibility nationally and internationally.


1. Create sustainable linkages with key stakeholders in community development and development of collaborative programs

based on community needs.

2. Develop an effective University marketing programme.

3. Design and Run Youth Empowerment Programmes in collaboration with other organizations.

4. Contribute to the preservation of culture and endangered Languages.

5. Contribute to policy development and review.

28

10.0 LOGICAL FRAMEWORK / SCORECARD

10.1 Teaching

1. TEACHING LOGFRAM / SCORECARD

No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseline Targets Sources of

verification

Unit/Officer

Responsible

Assumptions

FY15 FY16 FY17 FY18 FY19 FY20

1 To improve the levels of competency of teaching staff as well as the quality of teaching.

1.1

Em

bra

ce t

echnolo

gy a

nd i

mpro

ve

qual

ity o

f co

nte

nt

and

lect

ure

del

iver

y.

# of LCD

projectors

acquired

20 40 10 10 10 10 Asset Register Dir. ICTS LCD Projectors still

available and relevant

# of laptops

acquired

10 40 10 10 10 10 Asset Register Dir. ICTS Technology still

relevant

# of Interactive

boards acquired

- 5 - 5 5 5 Asset Register Dir. ICTS Availability of funding

# of students per

computer

46 30 20 15 10 6 Asset Register Dir. ICTS Availability of funding

# of teaching

software

acquired and

installed

1 10 20 30 40 50 Licences

acquired

Dir. ICTS Availability of funding

# of auditoriums

equipped

- 1 2 - - - Asset Register Dir. ICTS

Dir.

PPW&E

Availability of funding

# of e-learning

software

developed and

deployed

- 1 1 1 1 1 Minutes of the

T&L Board and

Computer

Committee

Dir. ICTS Availability of

expertise to customise

open source software

29


No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


# of GPS

equipment

acquired

6 6 - - - - Departmental

records

Chairman

of Geo &

Pop Studies

Availability of funds

# of anti-

plagiarism

software acquired

and customised

- 1 1 1 1 1 Software

acquired

Dir. ICTS Availability of funds

1.2

Acq

uir

e books

and o

ther

rea

din

g m

ater

ial

in o

rder

to i

mpro

ve

the

libra

ry r

esourc

es

% of operational

budget allocated

to library

resources

1% 3% 4% 5% 6% 7% Financial

Statements

Librarian Disbursement of funds

# of titles

acquired

- 1000 1000 1000 1000 1000 KOHA

Database


# of e-resource

platforms

subscribed to

4 5 6 7 8 10 E-Resources

databases


# of library bodies

affiliated to

2 3 4 5 5 5 Registration

Documents

Librarian Availability of funds

# of marketing

campaigns on

library services

held

2 5 5 10 10 15 Library Records Librarian Library staff meet

expectation to carry

out the marketing

activities

1.3

Conduct

pee

r an

d

studen

t

eval

uat

ion

s.

# of peer

evaluations per

lecturer.

2 2 2 2 2 2 Lecturers’

annual report

Chairman

of

Department

s

Chairpersons meet

expectations to

coordinate peer

reviews

30


No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


# of student

evaluations per

lecturer.

2 2 2 2 2 2 Lecturers’

annual report

Chairman

of

Department

s

Chairpersons meet

expectations to

coordinate student

reviews

1.4

Impro

ve

rele

van

ce o

f pro

gra

mm

es t

o t

he

mar

ket

thro

ugh c

urr

iculu

m r

evie

w.

# of programme

content reviews

held

13 20 20 30 35 40 Programme

Regulations

Faculty

Deans

Deans meet

expectation to

coordinate periodic

reviews of

programmes

# of Stakeholders’

consultations on

the content and

structure of

proposed

programmes held

1 20 20 30 35 40 Minutes of the

proceedings

Chairman

of

Department

Appropriate

stakeholders engaged

# of short courses 6 10 10 10 15 20 CCE Records Dir. CCE Dir. CCE meet

31


No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


reviewed expectation to

coordinate review of

short courses

# of participants

enrolled in

"Entrepreneurship

for Aspiring

Entrepreneurs"

- 20 50 75 100 150 CCE Records Dir. CCE Dir. CCE meet

expectation to

coordinate enrolment

of participants

1.5

Engag

e in

conti

nuous

staf

f dev

elopm

ent

and r

eten

tion

# of staff

recommended and

financed for Staff

Development

Programmes


SD committees

HODs Availability of funds

# of staff

members sent on

exchange

programmes

- 3 6 9 12 15 CASA Minutes VC Availability of funds

# of staff training

programmes

conducted

3 6 6 6 6 6 Training &

Development

records

SAR

Training

and

Developme

nt

SAR Training &

Development meets

expectation to

coordinate and conduct

training

# of retention

packages offered

1 3 - - - - Salaries and

Conditions of

Service

Committee

Minutes

Registrar Availability of funds

32


No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


1.6

Engag

e m

ore

Pro

fess

ors

and P

hD

hold

ers

# of Professors

engaged

2 3 5 7 10 10 Minutes of AAB

Human

Resources

records

VC Availability of funds

# PhD holders

engaged

10 5 7 10 15 20 Minutes of AAB

Human

Resources

records

VC Availability of funds

1.7

Dev

elop n

ew p

rogra

mm

es a

nd c

ours

es t

o

mee

t m

arket

req

uir

emen

ts

# of PhD students

enrolled

1 3 5 7 10 10 Student records SAR

Admissions

Academic capacity to

supervise PhD

candidates

# of Masters

Programmes

introduced

2 4 6 6 6 6 Programme

regulations

Faculty

Deans

Academic capacity to

offer the programmes

# of

undergraduate

degree

programmes

introduced

30 4 6 8 10 15 Programme

regulations

Faculty

Deans

Availability of market

for the programmes

# of Diploma

programmes

introduced

5 9 12 15 15 15 Programme

regulations

Faculty

Deans

Availability of market

for the programmes

# of short courses

introduced

6 16 24 32 40 45 CCE records Dir. CCE Availability of market

for the programmes

1.8

Ensu

re

hig

h

Qual

it

y

Ass

ura

nce

Sta

nda

rds

# of degree

programmes

accredited by

31 8 12 14 16 21 Registrar

Department

records

Registrar Availability of

programmes for

accreditation

33


No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


ZIMCHE

# of Favourable

reports from

External

Examiners

31 39 51 65 81 102 External

Examiners’

reports

Faculty

Deans

External Examiners’

meets expectation to

thoroughly review

examinations

1.9

Impro

ve

Stu

den

ts’

Soft

Skil

ls

# of compulsory

seminars run to

impart soft skills.

- 2 2 2 2 2 Department

records

Chairman

of

Department

Department has

capacity to facilitate

soft skills seminars

# of pre-

attachment

seminars run

8 8 10 12 14 16 Department

records

Chairman

of

Department

Department to meet

expectation to conduct

pre-attachment

seminars

34

10.2 Learning

2. LEARNING LOGFRAM / SCORECARD

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


2 To produce versatile graduates capable of contributing to national and international socio-economic development.

2.1

Impro

ve

pra

ctic

al l

earn

ing

# of farms acquired - 1 1 - - - Estate records VC The University

management

intensifies the

lobbying for farms

# of wildlife

conservancies

acquired

- 1 - - - - Estate records VC The University

management

intensifies the

lobbying for farms

# of practical

outreach

assignments given

per course

(minimum)

2 2 2 2 2 2 Course records Chairman of

Department

Availability of

funds

# of attachment

guidelines and

instruments

developed

8 1 2 2 3 5 Departmental

guidelines

Chairman of

Department

Department to

meet expectation

to develop

attachment

guidelines

# of new and

innovative models

for practical learning

equivalent to

industrial attachment

introduced

3 4 5 5 6 7 Faculty

regulations

Faculty

Deans

Availability of

capital

35


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


# of 4x4 off-road all-

terrain vehicles

- 3 3 3 5 5 Asset register Dir. PPW&E

Bursar

Availability of

PSIP funding

# of 65-seater buses

acquired

1 1 1 1 1 1 Asset register Dir. PPW&E

Bursar

Implementation of

transport levy

# of 30-seater buses

acquired

1 1 1 1 1 1 Asset register Dir. PPW&E

Bursar

Implementation of

transport levy

Availability of

PSIP funding

2.2

Enfo

rce

Qual

ity A

ssura

nce

# of peer

evaluations per

lecturer.

2 2 2 2 2 2 Lecturers’ annual

reports

Chairman of

Department

Chairpersons meet

expectations to

coordinate peer

evaluations

# of student

evaluations per

lecturer.

2 2 2 2 2 2 Lecturers’ annual

report

Chairman of

Departments

Chairpersons meet

expectations to

coordinate student

evaluation

Level of compliance

to ZIMCHE

Standards

60% 80% 100% 100% 100% 100% Registry records Registrar Reasonable

standards are set

Reasonable time

36


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


lines set

Level of Compliance

to Programme

Regulations

100% 100% 100% 100% 100% 100% Faculty

Regulations

Minutes of

Academic Board

Faculty

Deans

VC

Deans fully

comply to

University statutes

Level of compliance

to LSU Act

100% 100% 100% 100% 100% 100% Minutes of the

University

Council

Chairman of

Council

VC

Full compliance to

University Act

2.3

Incr

ease

acc

ess

to q

ual

ity

educa

tion

# of satellite

campuses

established


records

Chairman of

Department

Availability of

market

# of undergraduate

and postgraduate

students enrolled

2929 4000 5000 6000 7000 8000 Student records SAR

Admissions

and student

records

Attractive

programmes

Chairman of

Department

offered

# of ‘O’ Level

pupils coached in

Mathematics

16 200 250 300 300 300 Records of CCE Dir. CCE Availability of

pupils studying for

‘O’ level

Mathematics

37


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


# of bridging

programmes

enhanced

1 2 3 - - - Departmental

records

Chairman of

Department

Availability of

candidates for

bridging

programmes

2.4

Fac

ilit

ate

Stu

den

t

Exch

ange

Pro

gra

mm

es # of students on

exchange

programmes


records

Minutes of

External

Relations

Committee

Chairman of

Department

PVC

Attractiveness of

LSU to external

academic partners

# of operational

MOUs/MOAs

5 8 8 8 8 8 Minutes of

External

Relations

Committee

PVC Attractiveness of

LSU to external

academic partners

2.5

Impro

ve

the

lear

nin

g

envir

onm

ent.

# of chairs and desks

acquired for lecture

rooms

900 1600 1000 1000 1000 2000 Asset register

Inventory-

Central Services

Bursar

SAR Central

Services

Accurate

inventories

Availability of

funds

# of chairs and desks

acquired for the

Library

200 200 100 500 200 200 Asset register

Inventory-

Library

Bursar

Librarian

Accurate

inventories

Availability of

funds

38


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


# of incentives

(prizes) to motivate

and reward excelling

students

11 8 10 12 15 18 Minutes of

Academic Board

Minutes Student

Affairs

Committee

VC

PVC

Availability of

sponsors

# of financially

challenged students

assisted through

scholarships

19 300 400 500 600 700 Minutes of

Academic Board

Minutes Student

Affairs

Committee

VC

PVC

Availability of

sponsors

% of students

accessing e-learning

platforms

5% 20% 40% 60% 80% 100% ICTS System

reports

Dir. ICTS Functional and

populated e-

learning platforms

Students are

interested in

accessing

information on e-

learning platforms

2.6

Impro

ve

ILS

and f

ost

er

Lif

elong l

earn

ing

# of computers

acquired for the

Knowledge

Commons

20 80 100 500 200 200 Asset register

Inventory-

Library

Bursar

Librarian

Accurate

inventories

Availability of

funds

# of ILS training

sessions conducted

for students

12 15 18 21 25 30 Library records Librarian Library staff meet

expectation to

provide ILS

training

Staff and students

recognise need for

39


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


ILS training

2.7

Enhan

ce s

tuden

t

entr

epre

neu

rial

skil

ls

# of undergraduate

programmes with

Entrepreneurship as

a compulsory

module.

4 30 11 12 15 15 Programme

Regulations

Chairman of

Department

Appreciation of

the necessity of

entrepreneurship

skills by students

40

10.3 Research

3. RESEARCH LOGFRAM / SCORECARD

No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


3 To undertake research to yield knowledge and technologies required to improve development outcomes in communities and to enhance

teaching and learning.

3.1

En

han

ce r

esea

rch

% budgetary

allocation

2% 3% 4% 4% 4% 4% Approved Budget

of Research

Board

Director of

RISO


and quality proposals.

Frequency of

Research Board

meetings

2 4 4 4 4 4 Minutes of

meetings

PVC Availability of funds

and quality proposals.

# of proposals

approved and

funded by the

Research Board

5 15 20 30 40 40 Minutes of

Research Board

meetings

Individual

lecturers

Lecturers meet


out research

# of papers

published per year

30 50 60 84 90 100 Records from

RISO

Director of

RISO

Lecturers meet


out research

RISO compiles all

research statistics

41


No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


# of Conferences

papers presented

per department


records

All

Academics

Lecturers meet


out research

# of externally

funded research

projects

1 4 5 6 7 8 Records from

RISO

All

Academics

Lecturers meet


out research

% research

profiles and

outputs maintained

20% 70% 100% 100% 100% 100% University

Website

Dir. RISO Academics

conducting research

3.2

Iden

tify

var

ious

rese

arch

nee

ds # of projects that

are in line with the

National Research

Agenda


RISO

Dir. RISO Academics carry out

research in line with

National Research

Agenda

# of externally

funded baseline

surveys or reports


RISO

Dir. RISO Academics carry out

baseline surveys and

produce reports

# of consultancy

assignments

undertaken


records

All HODs All staff carry out

transparent

consultancy

Demand for

consultancy services

42


No Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


# of research

training

workshops held


RISO

Director of

RISO

Researchers recognise

the need for training

3.3

Est

abli

sh M

ult

i-

dis

cipli

nar

y

Res

earc

h C

lust

ers # of

multidisciplinary

projects


RISO

Director of

RISO

Researchers willing to

collaborate

3.4

Dev

elop m

ech

anis

ms

of

publi

shin

g a

nd p

rese

nti

ng

rese

arch

fin

din

gs

# of platforms for

publishing

1 1 2 2 3 3 Published

journals

All

Academics,

Director of

RISO

Quality journal

manuscripts

Good reputation of

journals

# of platforms for

displaying

published work

1 3 4 4 4 4 Newsletters,

Institutional

Repository,

Programmes of

various

exhibitions

Librarian,

Dir. RISO,

Dir. M&PR

Availability of quality

published research

Availability of good

platforms

43

10.4 Governance

4. Strategic Direction 4 Governance

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


4 To maintain an effectively and efficiently administered institution.

4.1

Pro

vid

e le

ader

ship

thro

ugh w

ell

thought

out

regula

tions,

poli

cies

and s

ound a

dm

inis

trat

ive

syst

ems.

% of Compliance

to University

Procedures &

Policies

99% 100% 100% 100% 100% 100% Minutes of:

VCEXCO,

Senate,

Faculty Board,

Departmental

and Section

Meetings

VC

PVC

Principal

Officers

Deans

Directors

Chairpersons

Head of

Sections

Availability of

Policies and

Procedures

# of Formal

Committee

sittings

4 4 4 4 4 4 University

Calendar

Minutes of

committee

meetings

Registrar Meetings proceed as

per calendar

Works Council

established

- 1 - - - - Registry

Records

Registrar Buy-in from all

stakeholders

Code of Conduct

developed

- 1 - - - - Code of

Conduct

developed

Registrar Buy-in from all

stakeholders

% Compliance to

the National

Corporate

Governance Code

60% 70% 80% 90% 100% 100% Audit reports VC

Full compliance to

Corporate

Governance Code

44


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


% Support of

approved Student

Executive

Council (SEC)

Functions

100% 100% 100% 100% 100% 100% Minutes of

Student Affairs

Committee

Meetings

PVC

Dean of

Students

Recognition of the

important role of the

SEC

Finalisation &

operationalisation

of various

policies and

procedures, (e.g.

Disability,

HIV/AIDS,

Safety, Health &

Environment

Policies)

- 100% 100% 100% 100% 100% Registry

records

Registrar Realisation of the

importance of

catering for disabled

persons

4.2

Impro

ve

the

fun

ctio

nal

stru

cture

of

the

Univ

ersi

ty.

Work Related

Learning Office

established

- - 1 - - - Registry

records

Deputy

Registrar

(Academic)

Requirement to

make student

attachment more

efficient

Quality

Assurance

Directorate

established

- 1 - - - - University

Organogram

PRAC & HR

Records

VC Identification of

ideal candidate

45


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


% of filled posts 54% 64% 74% 84% 100% 100% HR records VC Availability of

funding for

recruitment costs

and salaries

Unfreezing of posts

Optimisation of

Student

Registration as

per Regulations

30% 100% 100% 100% 100% 100% Admission and

student records

SAR

Admissions

and student

records

Students meet

expectations to

register

Adequate and

consistent

communication/edu

cation regarding

registration

4.3

Uphold

an e

ffic

ient

and t

ransp

aren

t

finan

cial

man

agem

ent

syst

em.

Compliance to the

LSU and Public

Finance

Management Acts

100% 100% 100% 100% 100% 100% Minutes of the

Finance

Committee

Bursar’s

records

VC Full compliance to

the LSU and Public

Finance Acts

4.4

Impro

ve

Com

munic

atio

n Development and

implementation of

a Communication

Policy

- 80% 100% 100% 100% 100% Communicatio

n Policy

developed

Dir. M&PR Buy-in from all

stakeholders

% of Staff

members

compliant with

50% 100% 100% 100% 100% 100% Departmental

records

VC

PVC

Principal

Staff read and sign

for the policy

46


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


the ICT Policy Officers

Deans

Directors

Chairpersons

Heads of

Sections

4.5

Est

abli

sh a

n

inte

gra

ted

Info

rmat

ion

Man

agem

ent

Syst

em

Integrated

Information

Management

System (Mopane)

developed

50% 70% 90% 100% 100% 100% Mopane Dir. ICTS Competent and

adequate ICTS staff

4.6

Impro

ve

Sec

uri

ty

Man

agem

ent

and

Syst

ems

Security

Operations

Manual

developed

50%

100% 100% 100% 100% 100% Operations

Manual

developed

Registrar

Chief

Security

Officer

Realisation of the

importance of

adherence to

Operations Manual

CCTV Systems

installed

- 25 20 10 10 10 Asset Register Chief

Security

Officer

Financial Resource

availability

47


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions


Guard monitoring

units installed

- 3 - - - - Asset Register Chief Security Officer

Financial Resource availability

3M Security

System acquired

- 1 - - - - Asset Register Librarian Financial Resource availability

Two way mobiles

radios acquired

7 4 2 2 2 2 Asset Register Chief Security Officer


Security Vehicles

acquired

- 1 1 1 1 1 Asset Register Chief Security Officer


48

10.5 Resource Mobilisation

5. RESOURCE MOBILIZATION LOGFRAM /

SCORECARD

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


5 Resource Mobilization :Goal- To expand the income base of the University towards achievement of self sustenance

5.1

Init

iate

inco

me

gen

erat

ing p

roje

cts

# of short courses

introduced

6 16 24 32 40 45 CCE Records Dir. CCE Dir. CCE meet

expectation to

coordinate short

courses

# of consultancy

assignments

undertaken


records

All HODs All staff carry out

transparent

consultancy

Demand for

consultancy services

# of lodges

constructed

- 1 - 1 - - Estate records Dir. PPW&E Availability of

funding

# of timber

concessions

acquired

- 1 - - - - Estate records VC The University

management

intensifies the

lobbying for

concessions

# of microfinance

companies

established

- 1 - - - - Company

records

Registrar

Dean:

Faculty of

Commerce

Availability of

capital

Registration of

micro finance

company

49


SCORECARD

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


# satellite campuses

established


records

Chairman of

Department

Availability of

market

# of students

enrolled

2929 4000 5000 6000 7000 8000 Student

records

SAR

Admissions

and student

records

Attractive

programmes offered

# of International

students enrolled

- 10 20 30 40 50 Student

records

SAR

Admissions

and student

records

Ability to attract

International

Students

# of hunting quotas

granted

- 1 1 1 1 1 Minutes of

Fundraising

Committee

PVC The University

management

intensifies the

lobbying for quotas

5.2

Uti

lise

Join

t

Ven

ture

Init

iati

ves

and f

und r

aisi

ng

acti

vit

ies

# of farming joint

ventures established

- 2 1 - 1 - Minutes of

Fundraising

Committee

PVC Availability of

willing partners

Availability of

funding

50


SCORECARD

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


# of fundraising

activities


Fundraising

Committee

PVC Availability of

willing

philanthropists

Marketing of

fundraising activities

5.3

Hir

e out

Fac

ilit

ies

# of times facilities

are hired out

- 2 2 3 4 4 Registry

records

PPW&E

records

Bursar’s

records

Registrar

Dir. PPW&E

Bursar

Demand for hiring

facilities

5.4

Gen

erat

e in

com

e fr

om

Univ

ersi

ty f

arm

s

# of University

farms acquired

- 1 1 - - - Estate records VC The University

management

intensifies the

lobbying for farms

Realisation by land

authorities that the

University needs

farms

5.5

Engag

e in

com

mer

cial

acti

vit

ies

fuel service station

established

- - 1 - - 1 Company

Registration

documents

ZERA

Registration

Certificate

Registrar

Bursar

Dir. PPW&E

Availability of

capital

Registration of

company

Crèche/ECD centre - - 1 - - - Registration Registrar Availability of

51


SCORECARD

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baseli

ne

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


established Certificate Bursar

Dir. PPW&E

capital

Registration of

crèche/ECD centres

Supermarket

established

- - 1 - - - Company

Registration

documents

Operators

Licence

Registrar

Bursar

Dir. PPW&E

Availability of

capital

52

10.6 Infrastructure development and maintenance

6. INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


6 To develop and maintain appropriate infrastructure that will facilitate full relocation of the University to Lupane and its effective

functionality.

6.1

Const

ruct

and e

quip

the

Lib

rary

Library plan

approved

- 1 - - - - Approved

Library Plan

Dir. PPW&E Plan compliant to

modern trends

Bills of Quantities

approved


BoQs

Dir. PPW&E Realistic and

Affordable BoQs

# of funding

partners identified

- 1 - - - - National

Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing

philanthropists

Library

Commissioned

- - - 1 - - Certificate of

occupation

Dir. PPW&E

Building will be

completed and

usable

6.2

Const

ruct

and

equip

adm

inis

trat

ive

faci

liti

es

Administration

Block plan

approved


Administratio

n Block Plan


modern trends

Bills of Quantities

approved


BoQs


Affordable BoQs

53


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


PSIP funding

disbursed

- - 1 - - - National

Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing

philanthropists

Administration

Block

Commissioned

- - - - - 1 Certificate of

occupation

Dir. PPW&E

Building will be

completed and

usable

6.3

Const

ruct

and e

quip

tea

chin

g f

acil

itie

s

Teaching facilities

plan approved

- - - - 2 - Approved

Teaching

facilities

Plan


modern trends

Bills of Quantities

approved

- - - - 1 1 Approved

BoQs


Affordable BoQs

PSIP funding

disbursed

- - - - 2 2 National

Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing

philanthropists

Teaching

Facilities

Commissioned

- - - - - - Certificate of

occupation

Dir. PPW&E

Building will be

completed and

usable

6.4

Co

nst

ruc

t an d

eq uip

sta

ff

acc

om

mo

dat

ion

Staff

Accommodation

1 - - - - - Approved

Staff


modern trends

54


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


(Houses) plans

approved

Accommodat

ion Plan

Bills of Quantities

approved


BoQs


Affordable BoQs

# of funding

partners identified

4 2 1 2 1 1 National

Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing partners for

JVs

Staff Houses

Commissioned

2 4 15 15 20 11 Certificate of

occupation

Dir. PPW&E

Building will be

completed and

usable

6.5

Const

ruct

and e

quip

stu

den

t

acco

mm

odat

ion

Student

Accommodation

plans approved

1 1 - - - - Approved

Student

Accommodat

ion Plan


modern trends

Bills of Quantities

approved


BoQs


Affordable BoQs

# of funding

partners identified


Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing partners

and JVs

55


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


Student Hostels

Commissioned

- - - 1 2 3 Certificate of

occupation

Dir. PPW&E

Building will be

completed and

usable

6.6

Const

ruct

and e

quip

rec

reat

ional

fac

ilit

ies

Recreation

Facilities plans

approved


Recreation

Facilities

Plan


modern trends

Bills of Quantities

approved


BoQs


Affordable BoQs

# of funding

partners identified

- 1 1 1 1 - National

Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing partners

and JVs

Recreation

Facilities

Commissioned

- - - 1 1 1 Certification

for use

Dir. PPW&E

Structures will be

completed and

usable

56


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


6.7

Acq

uir

e st

rate

gic

im

movab

le a

sset

s off

cam

pus

# of appropriate

properties

identified


records

Chairman of

Department

Availability of

suitable market

Availability of

suitable properties

# of Properties

approved by

relevant

committees


CDC

Chairman of

CDC

Properties deemed

suitable for

intended use

Properties

affordable

Funding

sources

identified

- 1 1 1 1 1 LSU budget Bursar

Funding sources

available

Number of

properties

purchased

- 1 1 1 1 1 Estate

records

Dir. PPW&E Availability of

funds

6.8

Est

abli

sh a

nd

equip

a c

linic

and

chap

el

Clinic and Chapel

plans approved


Clinic and

Chapel Plan


modern trends

Bills of Quantities

approved


BoQs


Affordable BoQs

# of funding

partners identified

1 1 - - - - National

Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing partners

and JVs

57


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


Clinic and Chapel

Commissioned

- 1 1 - - - Certificate of

occupation

Dir. PPW&E

Building will be

completed and

usable

6.9

Acq

uir

e fa

rms

and D

evel

op

requis

ite

infr

astr

uct

ure

# of farms

acquired

- 1 1 - - - Estate

records

VC The University

management

intensifies the

lobbying for farms

# of approved

business plans

- 2 - - - - Business

Plans

approved

Registrar

Dean:

Faculty of

Agric. Scie.

Development of

bankable business

proposals

Farm machinery

acquired


Farms

Committee

Asset register

Dean:

Faculty of

Agric. Scie.

Bursar

Availability of

funds

Availability of

willing sponsors

6.10

Est

abli

sh a

lter

nat

ive

ener

gy

and w

ater

sou

rces

.

# of approved

business plans

- 3 - - - - Business

Plans

approved

Registrar

Dean:

Faculty of

Agric. Scie &

Commerce

Development of

bankable business

proposals

# of buildings

installed with solar

geysers

3 5 6 6 7 7 Asset register Bursar

Dir. PPW&E

Availability of

funds

Recognition of

advantages of

renewable energy

source

58


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


# of water

harvesting systems

installed

- 5 6 6 7 7 Asset register Bursar

Dir. PPW&E

Availability of

funds

Recognition of

advantages of

renewable energy

source

# of biogas plants

installed

- 2 1 1 - - Asset register Bursar

Dir. PPW&E

Availability of

funds

Recognition of

advantages of

renewable energy

source

% of alternative

energy used

- 10% 15% 25% 30% 40% PPW&E

records

Dir. PPW&E Recognition of

advantages of

renewable energy

source

6.11

Est

abli

sh a

n e

ffec

tive

info

rmat

ion a

nd c

om

mun

icat

ion

bac

kbone

Information and

Communication

Infrastructure

plans approved

- 1 - - - - ICTS

infrastructure

Plans

approved

Dir. ICTS

Dir. PPW&E

Development of

realistic plans

Bills of Quantities

approved


BoQs


Affordable BoQs

# of funding

partners identified


Budget

Minutes of

the

Fundraising

Committee

Dir. PPW&E

Bursar

PVC

Availability of

PSIP funding

Availability of

willing

philanthropists

59


No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure

Baselin

e

Targets Sources of

verification

Unit/Officer

Responsible

Assumptions


quantity of optic

fibre installed

0.5km 5km 10km - - 15km ICTS

infrastructure

installation

progress

reports

Dir. ICTS

Dir. PPW&E

Availability of

PSIP funding

Availability of

willing partners

6.12

Updat

e M

aste

r

Pla

n a

nd

Rev

ise

the

Mas

ter

Budget

Master Plan

Updated

- 1 - - - - Updated

Master Plan

Dir. PPW&E Availability of

funds

Master Budget

Revised

- 1 - - - - Updated

Master

budget

Dir. PPW&E

Bursar

Availability of

funds

60

10.7 Community Outreach

7. COMMUNITY OUTREACH

No. Strategic

Directions

and

Initiatives

Key performance

Indicator

(KPI)/Measure


verification

Unit/Officer

Responsible

Assumptions

FY15 FY1

6

FY17 FY1

8

FY1

9

FY20

7.0 Establish sustainable collaborative outreach programmes that contribute to the development of communities and increase the

University’s visibility nationally and internationally

7.1

Cre

ate

sust

ainab

le l

inkag

es w

ith

key

sta

keh

old

ers

in

com

munit

y d

evel

opm

ent

and d

evel

opm

ent

of

coll

abora

tive

pro

gra

mm

es b

ased

on c

om

munit

y n

eeds.

#. of schools

supported

1 3 4 5 7 7 Faculty

records

Library

records

Faculty

Deans

Librarian


#. of

MOUs/MOAs

operationalized

5 3 4 4 8 10 Minutes of

CASA

Meetings

Minutes of

Faculty Board

Meetings

Departmental

records

PVC

HODs

Faculty Dean

Availability of

Funds

Realisation of the

importance of

operationalising

# of stakeholder

workshops held


records

VC

PVC

Principal

Officers

Deans

Directors

Chairpersons

Head of

Sections

Availability of

Funds

Realisation of the

importance of

stakeholder

engagement

61

# of teachers

trained

- 400 500 600 700 800 Minutes of the

Faculty Board

Faculty

Deans

Buy-in from all

stakeholders

# of business

/Agricultural

associations

formed and / or

supported

3 4 6 8 10 12 Minutes of the

Faculty Board

Meetings

Faculty of

Agriculture

Dean

Buy-in from all

stakeholders

# of small holder

farmers trained in

collaboration with

NGOs

60 60 70 100 120 150 Minutes of the

Faculty Board

Faculty

Deans

Buy-in from all

stakeholders

7.2

Dev

elop a

n e

ffec

tive

Univ

ersi

ty m

arket

ing p

rogra

mm

e.

# of programme

brochures designed

and reviewed

4 11 12 15 18 20 M&PR records

Departmental

records

Dir. M&PR

Chairman of

Department

Dir. M&PR

Chairman meet

expectations to

design and review

brochures

# of website

updates

2 12 24 24 24 24 ICTS records Dir. ICTS Dir. ICTS meet

expectations to

update website

# of social media

likes/followers

3540 5000 6500 7500 8500 10000 Records from

Social media

platforms

Dir. ICTS Dir. ICTS meet

expectations to

collect disseminate

statistics

# of exhibitions

attended

5 7 10 10 10 10 M&PR records

Departmental

records

Dir. M&PR

Chairman of

Department

Dir. M&PR

Chairman meet

expectations to

coordinate

attendance of

exhibitions

# of open days

held (biennial)

- 1 - 1 - 1 M&PR records

Minutes of the

Faculty Board

Meetings

Dir. M&PR

Faculty

Deans

Dir. M&PR and

Deans meet

expectations to

coordinate open

62

days

# of career

guidance events

held/attended per

year

25 40 50 60 60 70 M&PR records

Departmental

records

Dir. M&PR

Chairman of

Department

Dir. M&PR

Chairman meet

expectations to

coordinate career

guidance events

Availability of

vehicle, funds

#of students

registered for

co- curricular

activities per year

594 750 1000 1500 2000 3000 Student Affairs

records

Dean of

Students

Realisation of the

importance of co-

curricular

activities

# of affiliations

with industry and

professional bodies


records

HODs Availability of

willing partners


# of specialist

public lectures

held


Faculty Board

Meetings

Dir. M&PR

Faculty

Deans

Realisation of the

importance of public

lectures

# of road shows

held

- 1 1 1 1 1 M&PR records

Student Affairs

records

Dir. M&PR

Dean of

Students

Realisation of the

importance of road

shows

Clearance for road

shows

# of health expos

held

1 1 1 1 1 1 HR records

Student Affairs

Registrar

Dean of

Students

Realisation of the

importance of health

education

# of linkages

facilitated between

SMEs and large

corporates/NGOs


Faculty Board

Meetings

Faculty

Deans

Availability of

willing partners

63

7.3

Des

ign a

nd R

un Y

outh

Em

pow

erm

ent

Pro

gra

mm

es i

n c

oll

abora

tion w

ith o

ther

org

aniz

atio

ns

# of needs analysis

workshops held


Faculty Board

Meetings

Faculty

Deans

Availability of

willing partners

# of youth

empowerment

programmes run


Faculty Board

Meetings

Workshop

reports

Faculty

Deans

SAR T&D

Availability of

willing partners

64

7.4

Contr

ibute

to t

he

pre

serv

atio

n o

f C

ult

ure

and E

nd

anger

ed L

anguag

es # of programmes

in endangered

languages and

cultures offered by

the University


Faculty Board

Meetings

Faculty

Deans

Availability of

capacity

Realisation of the

importance of all

languages

# of Cultural

Events hosted

- 1 2 2 2 2 Students

Affairs records

HR records

Registrar

Dean of

Students

Faculty

Deans

Tolerance of the

importance of

cultural diversity

# of research

projects on

endangered

languages/cultures


Faculty Board

Meetings

RISO records

Faculty

Deans

Dir. RISO

Realisation of the

importance of all

languages and

cultural diversity

# of

documentaries,

books and/or

recordings on

endangered

languages/cultures


Faculty Board

Meetings

RISO records

Faculty

Deans

Dir. RISO

Realisation of the

importance of all

languages and

cultural diversity

# of documented

Indigenous

Knowledge

Systems (IKS)


Faculty Board

Meetings

RISO records

Faculty

Deans

Dir. RISO

Realisation of the

importance of

Indigenous

Knowledge Systems

(IKS)

65

7.5

Contr

ibute

to P

oli

cy D

evel

opm

ent

and R

evie

w

# of Policy Briefs

submitted to

Policy Makers

3 6 10 12 12 12 Minutes of:

VCEXCO,

Senate,

Faculty Board,

Departmental

and Section

Meetings

VC

PVC

Principal

Officers

Deans

Directors

Chairpersons

Head of

Sections

Realisation of the

importance of

participation in

policy issues

66

11.0 MONITORING AND EVALUATION

It was recommended that a Monitoring & Evaluation Team needs to be established to

manage the implementation and reporting of the Strategic Plan. The M&E team

would be formed from the existing Strategic Planning Committee, with

representatives from each Faculty and Support Services. This team will report directly

to the Vice-Chancellor’s office. It will determine the progress made in achieving

indicators, identify challenges faced and contribute to the formulation of solutions.

The team will provide regular (6 months) reports.

12.0 CONCLUSION

This is a Corporate Strategic Plan for Lupane State University. The various

Departments of the University should use it to inform their work plans and budgets.

Drawing up a strategic plan is one thing and implementing it is indeed another. Most

well written strategic plans fail to bring the desired results due to challenges

experienced in implementation. Resource allocation, management commitment,

strategic leadership and monitoring and evaluation, are some of the important

ingredients, among others, that dictate successful implementation. It is, therefore,

hoped that if the strategic directions and strategic initiatives agreed to and contained

in this document are resolutely implemented. Lupane State University should be in a

position to fulfil its vision and mission statement and would be outstanding in the

higher and tertiary education sector.

67

APPENDIX 1. COMPETITOR ANALYSIS

COMPETITOR FOCAL

AREA

OBJECTIVES STRATEGIES STRENGTHS WEAKNESSES

NUST Science and

Technology,

Commerce

Produces graduates

for Industry and

Commerce

1. Industrial

attachment.

2. Backward

integration.

3. Access course.

1. Lab. facilities

2. Human

resource base

3. Brand

Incomplete

development of

Laboratories &

facilities

UZ Medicine,

Law

Engineering,

Political

Science

Produce human

capital for the

nation

1. Maintaining

relevance to

society.

2. Diversification of

the revenue base.

1. National

Brand.

2. Well-

developed

infrastructure.

3. Large student

numbers.

4. Solid research.

5. Focus on

postgraduate

programs.

1. Rowdy

culture.

2. Heavy

political

involveme

nt.

BUSE Science &

Mathematics

Education of

teachers for science

and mathematics.

Aggressive marketing

and satellite centres.

Brand in Science &

Mathematics,

Human Capital Base.

Excessive

expansion

MSU Commerce 1. Access to

education

2. Income

generation

1. Opening up

satellite

campuses.

1. Initial

infrastructure.

2. Central

geographical

Compromise on

quality of

teaching and

learning due to

68

COMPETITOR FOCAL

AREA


2. Semesterisation.

3. Focus in various

disciplines.

4. Bridging

programs.

5. Admitting ‘O’

level holders who

are professionals.

6. Admission of

“low pointers.”

7. Online services.

8. Low cost

infrastructure for

teaching and

learning.

9. Parallel and block

programs.

10. Staff

development

programs.

location.

3. Availability

of

accommodati

on.

4. Strong

financial base

5. Highly

qualified

academic staff

6. Post Grad

diploma in

tertiary

education

7. Wide range of

Post Grad

studies (MSc

in

Agriculture,

etc.)

8. Political

support.

large classes

69

COMPETITOR FOCAL

AREA


11. Publicity

12. Management of

two payrolls.

Great Zimbabwe

University

Arts and

culture

1. Access to

education.

2. Income

generation.

1. Opening up

satellite

campuses.

2. Introducing new

programmes.

3. Semesterisation.

4. Bridging

programs

5. Admitting ‘O’

level holders who

are professionals.

6. Staff

development

programs

7. Publicity

1. Imitating

MSU

2. Initial

infrastructure

3. Large

catchment

area (Mission

schools).

4. Centrality in a

long

established

town

5. Location at a

tourist resort

area

6. Political

support

1. Imitating

MSU

2. Compromi

se on

quality of

teaching

and

learning

due to

high

numbers

of intakes.

Chinhoyi

University of

Technology

Technology Academic

excellence

1. Staff development

2. Income generation

1. Inherited well

established

infrastructure.

2. Capacity to

exploit

Low numbers in

niche area.

70

COMPETITOR FOCAL

AREA


urban/farming

environment

71

APPENDIX 2. Members of the Strategic Planning Committee

NAME DESIGNATION

1 Dr N Ndiweni Pro-Vice-Chancellor

2 Dr M Mpofu Acting Dean Humanities and Social Sciences

3 Mr H Ncube Dean of Students 4 Mr S Silundika Acting Deputy Bursar

5 Mrs MT Moyo Senior Lecturer -Department of Animal Science and Rangeland Management

6 Mr J Tapera Chairperson - Accounting and Finance

7 Mr N Ndlovu Lecturer - Business Management

8 Mr E Nkala SAR - Centre for Continuing Education

9 Mr FQ Mabikwa SAR - Training and Development

10 Mr R Sebata Acting Deputy Librarian

72

APPENDIX 3: PARTICIPANTS OF THE STRATEGIC PLANNING WORKSHOP

NAME DESIGNATION

1 Prof. CT Khombe Consultant

2 Mr S Mtisi Consultant

NAME DESIGNATION

1 Prof. PK Kuipa Vice-Chancellor

2 Dr N Ndiweni Pro-Vice-Chancellor

3 Dr G Nyakutse Assistant to the Vice-Chancellor

4 Mr SC Sibanda Bursar

5 Mr J Makunde Registrar

6 Ms SN Ndlovu Librarian

7 Miss SH Sibanda Acting Director - ICTS

8 Dr NJ Ncube Director - Centre for Continuing Education

9 Prof. B Sibanda Director - Research and Innovation Services Office

10 Mr Z Dhlamini Acting Director - Marketing, Information and Public Relations.

11 Mr H Ncube Dean of Students

12 Mr C Mpala Acting Dean - Faculty of Commerce

13 Dr M Mpofu Acting Dean - Faculty of Humanities and Social Sciences

14 Dr M Maphosa Dean - Faculty of Agricultural Sciences

15 Mrs CS Makoni Deputy Registrar

16 Mr S Silundika Acting Deputy Bursar

17 Mr R Sebata Acting Deputy Librarian

18 Mr M Sithole Chairperson - Department of Geography and Population Studies

19 Mr M Ndlovu Chairperson - Department of Languages

73

NAME DESIGNATION

20 Mr AB Dube Chairperson - Department of Animal Science and Rangeland Management

21 Mrs S Manzini Chairperson - Department of Business Management

22 Mrs M T Moyo Senior Lecturer - Department of Animal Science and Rangeland Management

23 Mr J Tapera Chairperson - Department of Accounting and Finance

24 Mr P Sibanda Lecturer - Department of Crop and Soil Sciences

25 Mr N Ndlovu Lecturer - Department of Business Management

26 Mrs E Mangwaya Lecturer - Department of Educational Foundations

27 Mr S B Mutale Lecturer - Department of Development Studies

28 Dr J S Dube Senior Lecturer - Department of Animal Science and Rangeland Management

29 Mr F Q Mabikwa Senior Assistant Registrar - Training and Development

30 Mrs I Tshalibe Senior Assistant Registrar - Faculty of Commerce

31 Mrs S Mabhena Senior Assistant Registrar - Central Services

32 Mr N Sibindi Senior Assistant Registrar - Admissions and Students’ Records.

33 Mr K Mpala Security Officer

34 Mr N D S Goba Chairperson - Workers’ Committee

35 Mr Z Nleya President - Students’ Executive Council

36 Mr M Mathuthuka Vice President - Students’ Executive Council

37 Mr S Ncube Driver

38 Mr P Dube Driver