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Contents Page
1. Provision of Requisite Physical Structures----------------------------------------------------------------02
2. Academic Excellence-----------------------------------------------------------------------------------------06
3. Efficient and Effective Administrative and Governance Systems---------------------------------------17
4. Increasing Access to Higher Education---------------------------------------------------------------------20
5. Human Capital Development--------------------------------------------------------------------------------22
6. Income Augmentation----------------------------------------------------------------------------------------28
7. Efficient Financial Management Systems------------------------------------------------------------------30
8. Effective Communication with Internal and External Stakeholders------------------------------------34
9. Effective Student Affairs Management Systems-----------------------------------------------------------38
10. Internationalization of Human Capital Development-----------------------------------------------------43
1
KEY RESULT AREA (KRA) 1: PROVISION OF REQUISITE PHYSICAL STRUCTURES
PREAMBLEThe key result area is enshrined in cluster 3 of the Zimbabwe Agenda for Sustainable Socio-Economic Transformation (Zim Asset) blueprint on infrastructure and utilities. As a University we are expected to contribute towards the development, rehabilitation and maintenance of robust, elaborate and resilient infrastructure and utilities in order to create a conducive environment for teaching, learning and research. The University will contribute to the realisation of national aspirations under this cluster through the following goals, objectives and strategies:
Goal 1: In pursuance of Cluster 3 of Zim Asset, the University will undertake the following infrastructure development projects during 2015:OBJECTIVE FINANCIAL
IMPLICATIONSACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBL
E PERSON1.1 To complete
the construction of the Main Campus Library by December 2015
Estimated cost of the library is $10 million
Expenditure to date is $1 971 876.22
The contract with Dohne Construction who had stalled progress on this project has been terminated to pave way for the appointment of a well-resourced contractor
Limited funding
In keeping with the spirit of self-reliance as encapsulated in the philosophy of Zim Asset, the University should continue with fundraising activities as well as adopt an efficient procurement strategy of buying from the source to reduce the cost of construction
The University will also source for partners who have the capacity to finance projects to completion (frontload), handover and then be paid as and when the University generates enough resources to pay off the contractor
Vice-Chancellor,PVC - BD & Admin,Bursar andDirector of Projects
1.2 Commence construction of the Graduate
The estimated cost of constructing the
The site has been identified The
Limited funding
Develop efficient and effective fees collection strategies
Adopt aggressive fundraising and
Vice-Chancellor,PVC-BD & Admin,
2
School and Faculties of Commerce and Law Campus Library by January 2015
library is $21 975 373.55 million
University has already recommended to the State Procurement Board a category A contractor with capacity to finance the project up to completion and handover
income generating projects (see KRA-6)
Bursar andDirector of Projects
1.3 To construct a tartan track by June 2015
Estimated cost is $1 600 000.00
Site where the tartan track will be constructed has already been identified Students are contributing through a sports levy
Limited funding
To identify a contractor who has capacity to construct the project to completion and handover while payment will be done as and when the University generates enough resources to pay off the contractor
Vice-Chancellor,PVC- BD & Admin,Bursar ,Director of Projects andDirector of Sports
1.4 Commence drawing of designs for the state of the art Law School in Kwekwe by December 2015
Estimated cost of the School is $25 m
Land already donated by Kwekwe City Council
Funding limitations
Engage members of the Department of Surveying and Geomatics to draw the designs. Once the drawings are complete, approach potential donors who would like to fund construction of the school
Vice-Chancellor,PVC – BD & Admin,Bursar andDirector of Projects
1.5 Commence construction of
Site already identified
Funding limitations
Engage members of the Department of Surveying and Geomatics to draw
PVC – BD & Admin,
3
a pre-fabricated supermarket at the main campus car park by December 2015
the designs Application of pre-fab technology in
the construction to reduce costs
Bursar and Director of Projects
1.6 To construct 2 hostels (1 female and 1 male) at the Manicaland College of Applied Sciences by December 2015
Estimated cost for the two hostels is $800 000.00
Funding limitations
Engage stakeholders in Manicaland including the diamond industry to assist in the construction of the hostels
Application of pre-fab technology in the construction to reduce costs
Vice-Chancellor,A/PVC – Manicaland College of Applied Sciences,Bursar andDirector of Projects
1.7 Complete construction of a student clinic at the Manicaland College of Applied Sciences by December 2015
Estimated cost is $120 000.00
Vice-Chancellor,A/PVC – Manicaland College of Applied Sciences,Bursar and Director of Projects
4
Goal 2: In pursuance of Zim Asset’s thrust on developing alternative sources of power in the country, the University will install environmentally friendly alternative power technologies on all campuses by 20182.1 Install solar
power at all campuses by December 2015
Funding limitations
Carry out a feasibility study on the requirements for solar power on all campuses
Procure the solar panels from the source to reduce cost of installation
Vice-Chancellor,PVC – BD & Admin,Bursar and Director of Projects
GOAL 3: Develop alternative water storage facilities by December 2015OBJECTIVE FINANCIAL
IMPLICATIONSACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBL
E PERSON3.1 Purchase and
elevate 6 x 10 m3 dedicated tanks for laboratories at the Faculties of Medicine, Science and Tech and NRM&A (4) and for the Manicaland College of Applied Sciences (2) by December 2015
Estimated cost is $66 000.00
Limited funding
Repair the pneumatic vessel at the main tank which enables the booster pump to switch on automatically when water levels become low
A/PVC Manicaland College of Applied Sciences,Bursar,Dean Science and Tech and Director of Projects
5
KEY RESULT AREA TWO: (KRA 2) ACADEMIC EXCELLENCE
PREAMBLE
Given the University's steadfast and unwavering commitment to its mandate, which is broad-based, the Key Result Area on Academic Excellence moves the University from periphery to centre of the Zimbabwe government’s Zim Asset agenda by speaking to all the four clusters outlined in the Zim Asset blue print, namely: Food Security and Nutrition, Social Services and Poverty Eradication, Infrastructure and Utilities and Value addition and Beneficiation. Academic Excellence encapsulates the strategic goals of the University which also engender the creation of a self- sufficient and food surplus economy enabling Zimbabwe to re-emerge as the “Bread Basket of Southern Africa”. Through Academic Excellence, this highly ranked University contributes to the infrastructure and utilities cluster by developing affordable and appropriate ICT technologies, a well resourced and vibrant library that will play a central role in nurturing intellectual resources for innovation, wealth creation, ultimately translating research into increased potential for Zimbabwean industry and commerce. Achieving Academic Excellence is synonymous with the need to ensure relevancy, sustainability and a vibrant future as marking any great university's continual evolvement to meet changing socio-economic demands, expectations and realities, which in turn will shape and address policy priorities. Academic Excellence as a Key Result Area in the University’s strategic plan takes cognisance of the nexus between universities and national development. In line with each of these clusters as articulated in the Zim Asset document, relevant goals as well as objectives have been set to achieve this Key Result Area as follows:
GOAL 1 : To be among the premier universities in integrating teaching, learning and research in Africa
OBJECTIVE FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBLE PERSON
1.1 contribute to human capital development by ensuring that an additional 20% of teaching staff acquire PhDs by December 2015.
$ 300 000.00 93 PhD holders to date
Cash flow To continue to attract regional senior academics for collaborative supervision.
To continually fund stu-dents with external super-visors for consultations
PVC _ RAA, Exec. Dean of Research and Post Graduate Studies, otherDeans andChairpersons of teaching departments
6
1.2 Attract and retain experienced staff to mentor young academics and improve the quality of education and training at all levels by 2015
$22 000.00 11 Visiting Senior academics participated in the PhD proposal presentation in 2013 and research seminars /workshop
Lecturers went through a pedagogical training programme
To continually hold re-search seminars / work-shops
To increase inter-discip-linary teaching, research and scholarship
PVC _ RAA, Exec. Deans Chairpersons of Teaching Departments
1.3 To enhance the visibility and profile of the University through listings on universities rankings
Generated high impact research output.
Web presence
To continually strive to meet the criteria of the Academic World Ranking of Universities
Exec. Dean of Research &Post-graduate Studies,Librarian and All Deans
1.4 Each Faculty to be involved in at least one community engagement programme during 2015
$200 000.00 4 Community engagement projects already in place involving mainly the Faculty of Natural
Some rural communities are inaccessible due to bad roads.
To increase the number of students’ participation in Community Engage-ment projects during WRL.
To conduct training
PVC _ RAA, All Exec. Deans, Community Engagement Committee and Director WRL,
7
Resources Management and Agriculture
workshops for all Fac-ulties on the concept of community engagement
1.5 To conduct relevant, important and impactful research that addresses the quality of people's livelihoods during 2015.
$400 000 Research & Postgraduate Committee is in place.
29 research grant applications were funded.
320 research publications in 2014
Cash flow To deliberately fund research in food security and nutrition, social service and poverty eradication, infrastructure and utilities and value addition and beneficiation
To encourage lecturers to publish at least one article in high impact journals
To mentor early career academics on publications and grant proposal writing.
PVC -RAA
Ex Dean of Research & Postgraduate Studies and all other deans
1.6 To hold the first MSU International Conference in July 2015
$300 000 Preparations for the 1st MSU (14-16 July 2015 Victoria Falls) International Conference underway.
Limited funding To hold international conference in 2015
PVC - RAA
8
Call for abstracts done.
1.7 To conduct research on the use of biogas and other sources of energy by December 2015
To promote research on the use of biogas and other sources of energy that are eco-friendly and low cost.
PVC –RAA
Ex Deans faculties of NRM& Agric and Science and Technology
1.8 To conduct research on climate change through the Faculties of NRM&A Science & Technology and Arts by December 2015.
To form strategic part-nership with relevant local , regional and inter-national research insti-tutes
PVC – RAA Exec. Deans of Science & Technology and,NRM & Agric
1.9 To consolidate the teaching of Local Governance Studies to enable the offering of consultancy services to local authorities on issues of governance and service delivery by December 2015
To carry out research on how best local authorit-ies can be sensitive to governance issues.
To place Work Related Learning students from Local Governance to local authorities
PVC- RAA Exec. Dean of Social Sciences and Chairperson of Local Governance Dept.
9
1.10 To mount research and taught post-graduate studies on food security and nutrition and value addition and beneficiation by December 2015. (faculties of Science & Tech, NRM&A and Social Sciences)
$200 000-00 To recruit at least 2 MPhil and 2 DPhil stu-dents per faculty annu-ally to carry out research on food security
To allocate dedicated funding to carry out re-search on food security.
To review curricula to ensure the infusion of food security and nutri-tion in all disciplines.
PVC – RAA Ex Deans, Research & Postgraduate Studies, NRM&A, Science & Tech and Social Sciences
1.11 To conduct research on the use of Indigenous Knowledge Systems by December 2015
To encourage Post-graduate students in the Faculty of Arts to carry out research on IKS.
PVC – RAA Exec. Dean
All chairpersons of Departments
10
Goal 2 : Provide a flexible, expandable and secure ICT infrastructure and an e-governance framework to support and sustain academic excellence in the University teaching, learning and research to meet national aspirations. 2.1 To upgrade the
LAN, WAN and WiFi network to improve on network performance by installing 210 additional access points by December 2015.
$ 450, 000.0 for network upgrade
LAN for Zvishavane Campus with 50 Mbps internet connectivity
Internet bandwidth increased to 575 from 300 Mbps
High cost of Network equipment
To explore possibilities of low cost bandwidth through ZIMREN
To implement an internet quota system and bandwidth management strategies
To build capacity for ICT and pedagogical development among lecturers
Vice Chancellor, Director ITS
2.2 To provide low cost bandwidth through ZIMREN initiatives by December 2015
ZMREN company has been registered
To establish an ICT Education Steering Committee
Vice Chancellor, Director ITS
2.3 To develop the E-learning platform to include submission of assignment through Turnitin, management of continuous assessment and online student-
Turnitin is in use To align existing
University ICT infrastructure and systems with the e-Higher Education platform
ITS of Director. Chairperson of Computer Science & Information Systems
11
lecturer interaction by July 2015.
2.4 To facilitate communication with national, regional and international researchers through the use of synchronous and asynchronous channels such as video conferencing and instant messaging.
Skype training has been conducted
Limited funding
Director ITS
2.5 To develop E-learning technologies to facilitate effective teaching and learning in schools around the country to support the Presidential E-learning programme by December 2015
500 teachers en-rolled in the teacher capacity development
To engage lecturers and students in E-learning Research.
To avail computer literacy skills among teachers and pupils and members of the community at large through outreach programmes and the Teacher Capacity Development programmes
PVC – RAA, Exec Dean of Education, Director - ITS
12
Goal 3 : To build library collections and services aligned to the University's priorities of excellence in research, teaching and learning
3.1 To build and enhance research collections that are responsive to current and future teaching, learning and research needs of the University by December 2015.
$170 000-00 High cost of books and subscriptions.
To develop a compre-hensive and systematic book and journal collec-tion development strategy buttressed by a clear evaluation plan.
To continue partnering with academic depart-ments in developing in-formation resources that are in line with their emerging learn-ing, research and teaching needs.
To continue to vigorously source for donations.
To continue to purchase books directly from publishers who have favourable prizing systems
PVC – RAA, Librarian
Deans
3.2 To facilitate increased use and access to library resources through
$100 000-00 To continue to identify and acquire latest and appropriate technologies for
Librarian
ITS Director
13
efficient and effective utilisation of Information Communication Technologies as a way of meeting user needs by December 2015.
research and information access in libraries such as Ebsco host discovery service and 3M stock management system.
3.3 To boost the local and international visibility of the University's research output by December 2015.
The MSU
Institutional Repository has been set-up and is now on Open Access.
Low submission to the repository
To continuously develop a robust repository service that meets the requirements for diverse teaching, research and learning needs
To continue to increase the number of publica-tions in the Institutional Repository by request-ing the Research Board to enforce the submis-sion of research and conference papers to the Library.
To raise awareness of Open Access models of publishing amongst academic staff.
Librarian,
Chairperson of Research Board,
Exec. Dean Research & Post Graduate Studies
14
Goal 4 : To install state of the art equipment in laboratories to enhance quality of teaching and research
4.1 To procure requisite laboratory equipment by December 2015
$400 000-00 Purchased equip-ment for the Fac-ulty of Medicine (Bio-chemistry, Physiology & Ana-tomy ($478 000)
Purchased equip-ment for Faculty of Mining Sciences ($510 000)
Purchased equip-ment for existing MSU laboratories ($100 000)
High cost of equipment
To continue to purchase equipment from China
Deans & Chairpersons of all departments
4.2 To produce relevant innovative, enterprising and internationally acclaimed graduates.
4 700 graduated on 28 November 2014.
Failure to pay all fees.
To continue teaching entrepreneurial studies, University wide while emphasizing the devel-opment of the learner’s psychomotor skills and application of acquired knowledge
To continue to manage an effective and effi-
Deans & Chairpersons
15
cient examination sys-tem
To continue to provide requisite teaching and learning equipment for all teaching Depart-ments
To continue to effi-ciently and effectively manage work related learning process.
16
KEY RESULT AREA 3: EFFICIENT AND EFFECTIVE ADMINISTRATIVE AND GOVERNANCE SYSTEMS
PREAMBLE
Key Result Area 3 is aligned to Zim-Asset Sub-cluster on Public Administration, Governance and Performance Management. The successful operationalisation of Zim Asset requires a robust administrative support system which fosters good corporate governance, combats corruption and provides high quality services to its clients in an efficient and effective manner. The governance system of the University has the Chancellor and Head of State at its apex who presides over any assembly or meeting held by or under the authority of the University, and upon the recommendation of Council and Senate confers degrees, diplomas, certificates and, awards and distinctions. Other critical stakeholders which have a bearing on University governance include the line Ministry, ZIMCHE and the State Procurement Board. In the normal governance system of the University, the principal organs which run the University are: Council and Senate and these operate principally through the committee system. In an effort to promote transparency, integrity and fairness as well as prevent corruption in the manner in which University business is transacted especially with our University stakeholders, the University will pursue the following goals and objectives:
Goal 1: To ensure that the skills mix and terms of reference of committees add value to the achievement of institutional goals
OBJECTIVES FINANCIAL IMPLICATION
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBLE PERSON
1.1 To review composition of committees and their terms of reference by June 2015 in order to align them to the aspirations of Zim Asset
$80 000.00
All existing com-mittees have terms of reference in place.
Pace of change may be faster than the review process
Review process must be done on regular intervals
To continuously capacitate committee members to re-main in sync with Zim As-set aspirations
PVC – RAA, Registrar , Direc-tor Secretariat
17
Goal 2 To ensure good Corporate Governance practices in administering University business
OBJECTIVES FINANCIAL IMPLICATION
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBLE PERSON
2.1 To comply with best practices of servicing committees as well as managing records at all times
Covered in objective 1.1
The best practice indicators are al-ready in place
A Minute Database is already in place
A uniform filing system is in place in all the offices in the University
Sometimes unforeseen circumstances may militate against compliance
All Committee secretaries will be given a manual to assist them in servicing committees
To continue training Com-mittee secretaries and in-duct new ones
Director of Sec-retariat
Director of Records and Ar-chives
2.2 To promote accountability and transparency in conducting University business
Covered in objective 1.1
A Decision Track-ing System is in place
All principal com-mittees for exam-ple, Senate have representatives from all key con-stituencies of the
Failure to report back by some representatives
To follow up on implementation of resolutions made by committees through the use of decision tracking mechanism
Fortnightly submission of reports to the Vice Chancellor
All constituency representatives to report back to their constituencies after attending meetings.
Registrar, Direc-tor of Secretariat , Heads of De-partments
18
University commu-nity Constituency meeting
agenda items to include feedback by constituency representatives from other committee meetings
Goal 3: 1 To cascade the Result Based Management culture to all levels in the University
OBJECTIVES FINANCIAL IMPLICATION
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBLE PERSON
3. To set targets, monitor progress and evaluate performance
$120 000.00 RBM Workshop held to set targets which are realigned to the Zim Asset compliant Strategic Plan
Some constituencies are not getting RBM feedback
To hold tri-annual Result Based Management work-shops
All heads of sections to re-port RBM resolutions to their Units. There should be an Agenda item in some of their meetings covering this.
Heads of De-partments
19
KRA 4: INCREASING ACCESS TO HIGHER EDUCATION
PREAMBLE
This KRA is in line with the Zim Asset provisions cluster on Social Services and Poverty Eradication, to increase access to higher education and training at all levels and to improve the supply of human capital with relevant skills that meet national demand. In that regard, Midlands State University endeavours to offer unique and innovative programmes that produce innovative, enterprising and internationally acclaimed graduates. Accordingly, the University will contribute towards social service delivery and poverty reduction through the pursuit of the following goals and objectives:
Goal 1: Increase enrolment to 25 000 by 2018
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBLE PERSON
5.1.1 To open the Faculty of Medicine by February 2015
$559 175-00 Four laboratories namely Histology,Anatomy, Physiology and Bio-Chemistry have been equipped.
PVC – RAA Dean – Science and Technology
5.1.2 To open the Faculty of Mining Sciences by February 2015
$522 864-00 Zvishavane campus has been renovated
Some of the teaching equipment has already been purchased
PVC – RAA Dean – Science and Technology
20
5.1.3 To introduce a Science Foundation programme by February 2015
1500-00 Programme has been advertised
The Faculty undertook a wide outreach visit to market the programme
To market the programme vigorously.
PVC – RAA Dean- Science & Tech
5.1.4 To introduce an M Com degree in Banking and Finance by February 2015
1500-00 Regulations have been approved by ZIMCHE
PVC – RAA Dean – Commerce
5.1.5 To introduce a Diploma in Agricultural Water Management for Semi-arid and Arid Climates by August 2015
1500-00 Regulations have been considered by the Deans’ Committee and are now awaiting approval by ZIMCHE
PVC – RAA Dean NRM and Agriculture
21
KEY RESULT AREA 5: HUMAN CAPITAL MANAGEMENT AND DEVELOPMENT
PREAMBLE
The KRA primarily falls under the Social Services and Poverty Eradication cluster as well as the sub cluster on Public Administration,
Governance and Performance Management. This key result area conforms to the public sector modernization and capacity building and human
capital development, with the overall aim of improving service delivery in the University. Similarly, the success of all the other clusters is
dependent on the effective management of the human resource.
In every sphere of human endeavour, people are the most critical resource for generating the required results. In line with the foregoing
philosophy, the University will execute initiatives that address issues of engagement (recruitment), retention, development of skilled manpower
and performance management whilst ensuring that the living standards of the employees are improved.
GOAL 1: Recruitment of suitably qualified and experienced personnel for new programmes by December 2018
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGIES
RESPONSIBLE PERSON
1. Recruitment of staff for the Faculties of Medicine, Mining Sciences and Manica-land College of Ap-plied Sciences by end of 1st quarter of 2015
Faculty of Medicine - $373 286 per year
Mining - $340 028 per year
Manicaland College of Applied
Requested for funding from Treasury
Blanket freeze on recruitment
Deployment of staff who became redundant following rationalisation by departments in the Faculty of Science and Technology.
Review programmes with a
Vice Chancellor,Registrar,Bursar,Deputy Registrar – HR and allExecutive Deans
22
Sciences - $361 647 per year
view to merging some programmes so that excess staff can be deployed to other critical areas.
Use of part time experienced staff such as from hospitals and mining companies.
Use of staff on exchange programmes
GOAL 2: To Retain and Motivate Staff by December 2018
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGIES
RESPONSIBLE PERSON
1. Strive to achieve parity between re-gional and local salaries
The salaries gap be-tween the regional aver-age and Midlands State University has been sig-nificantly reduced.
The University has maintained the local in-centive.
To date the comparisons are as follows:
Limited Govern-ment funding
The institution relies entirely on fees in order to sustain the local incentive.
Delay in the pay-ment of salaries by
Lobby government to pay State University employees salaries equivalent to regional average
PVC – BDA Registrar,Bursar and Deputy Registrar - HR
23
Regional MSU
Prof $ 4 369.00 $ 3 807 00Lect $3 036 00 $ 2 746.00
With a difference of $562.00 (which translates to 14.76%) for professors and a difference of $290.00 (which translates to 10.56%) for lecturers
Government
2. Introduction of motivational schemes such as long service awards and gratu-ity by end of the 1st quarter of 2015
$10 000 PVC – BDA Registrar, Bursar, and Deputy Registrar - HR
3. To finalise the pension fund- as-sisted housing schemes by end of the1st quarter of 2015 (CBZ – Nehosho/ CBZ Mtausi and other schemes)
$8m from Old Mutual
Process of transfer-ring funding from Old Mutual to CABS has been initiated.
Limited funding which trans-late to lim-ited number of beneficia-ries.
Continue approaching government through the relevant Ministry to avail more stands.
Identify other partners in the financial sector who can finance the construction of houses.
PVC – BDA Registrar, Bursar, and Deputy Registrar - HR
GOAL 3: Continuous Development of Highly Skilled and Ethical Staff
24
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
1. Promote Human Capital development by ensuring that 20% of teaching staff are PhD holders by December 2015
As in academic excellence
204 candidates registered for PhD
Fifteen (15) candidates completed their PhDs in 2014
Limited funding
Partner with regional Universities through Memoranda of Understanding.
Continue to attract regional Senior Academics for collaborative supervision.
Offer training workshops on research proposal writing, research methodology and data analysis.
Vice Chancellor,Registrar,Executive Dean-Research and Post- Graduate Studies and Deputy Registrar HR
2. Continue the impartation of soft skills to all staff in order to improve service delivery (ethics, corporate governance and ubuntu)
$30 000 A training on soft skills was conducted and 130 members of staff attended
Limited funding
Training of trainers on soft skills.
Partner with relevant Non-Governmental Organisations offering training on soft skills.
PVC – BDA,Registrar and Deputy Registrar HR
GOAL 4: To institute revised Performance Management System by December 2015
25
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
1. To carry out a formal performance evaluation for staff members and councillors annually
$5 000 The University has put in place a Performance Management Policy and Framework.
The University has revised its Performance Management instruments to align them to the University’s vision, mission and core values as well as incorporating the Results Based Management System.
Performance evaluation forms for all council members were distributed.
Continuous training to all members of staff on Performance Management.
Training of Councillors on corporate governance
Introduce performance awards for example “Worker of the year” and Vice Chancellor’s awards for the best researcher.
Vice Chancellor,PVC - BDA,Deputy Registrar- HR,Executive Deans,Chairpersons andHead of Departments
2. To put all senior officials on performance
$ 5000 Two senior members of staff were put on
Vice Chancellor,PVC - BDA Registrar and
26
contracts (designated posts, Executive Deans, Deputy Deans, Chairpersons and Heads of Departments) by December 2015
performance contracts.
Deputy Registrar -HR
3. To train members of staff on the new Performance Management System within the 1st quarter of 2015
$ 5000 Performance management manual developed
PVC - BDA Registrar,Deputy Registrar-HR,Executive Deans and Chairpersons / HODs
27
KRA 6: INCOME AUGMENTATION
PREAMBLE
The key result area is enshrined in the Sub Cluster of fiscal reform measures, Public Administration, Governance and Performance Management under section 7.5 of Zim Asset. It cuts across all the clusters to ensure provision of adequate resources for the achievement of all strategic goals.
Given that support from Government to the University has been in the decrease and will continue to go down for the foreseeable future, the institution is expected to think outside the box and institute measures to raise its own income for development purposes.
Goal 1: Generate financial and material resources through University activities to compliment government efforts. OBJECTIVES FINANCIAL
IMPLICATIONACHIEVEMENTS CHALLENGES IMPROVED
STRATEGIESRESPONSIBLE PERSON
To generate 1.8 % of total revenue by 31 December 2015
Fuel $ 440 000Mini-Marts $245 000Golf Pro-Shop $ 20 000Dinner $ 100 000
Surpassed 1.6 % target of turnover for 2014 as at 30 November 2014
Expected challenges would include: Lack of financial
resources to capacitate the projects
To open more avenues of income generating projects Construct a
supermarket at the main campus car park to complement mini-mart sales. The supermarket will sell merchandise from Information and Public Relations, the farm and partly golf merchandise from the Golf Pro Shop
Streamline the activities of various
PVC BD & Admin,
Chairperson of
Fundraising Committee
and Deputy Bursar -
BDO
28
University Committees that deal with purchases and income generation to avoid conflicts
Ice cream making Mid Month Grocery
sales (credit facility) Short courses Resuscitate dinners Advertise the
University’s ability to undertake consultancy services in various disciplines through the print media and on the University website
Invigorate Alumni programme
Need to computerize mini-marts (point of sale). Engage the Information Systems Department to design the system.
29
KEY RESULT AREA 7: EFFICIENT FINANCIAL MANAGEMENT SYSTEMS
PREAMBLE
The KRA 7 is enshrined in the sub-clusters; Public Administration, Governance and Performance Management and Fiscal Reform Measures of the Zim Asset blueprint, sections 7.5 and 7.6 sub section 2 and 3. Where some governance systems that are people friendly and the provision of high quality services to the citizens in an efficient and effective manner are being advocated for. KRA 7 therefore deals with issues of corruption, and modernization of the institution’s financial management system. The critical issues arising from the Zim Asset blue print that shape this KRA are as follows:
1. Efficient mobilization and equitable allocation of resources.
2. Promotion of the efficient use of scarce resources.
3. Promotion of financial discipline, accountability and transparency with a view of combating issues of corruption.
The key role of this KRA is the provision of a sound and efficient financial management system that will be achieved through the following goals and objectives.
GOAL 1: To efficiently mobilize and equitably allocate resources.
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGIES
RESPONSIBLE PERSON
1.1 To develop, in close liaison with Registry, a comprehensive student database by December 2015 which
Failure to appreciate user needs with respect to specific data required for correct revenue calculations or projections by the University
1. To engage ITS Department programmers to help develop a comprehensive and more informative database..
ITS Director and Bursar
30
shows: Students on cadetship, repeat students, full fee paying students, foreign students, students from associate colleges, etc.
1.2 To collect 90% of all fees owing by December 2015.
System development $50 000.00
Instant Notification Payment System is functional and the system is now capable of updating student ledgers both in Pastel and in Changamire.
1. Failure by the government to honour outstanding cadetship fees.
2. Manual billing is prone to errors and is not efficient.
2. To institute a taskforce comprising representatives from all affected departments (Bursar’s, Registry and ITS) to specifically come up with a database that addresses their respective needs.
To identify an independent developer of an automated billing system to help with improved collection of fees.
ITS Director
31
GOAL 2: To promote efficient use of scarce resources.
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY RESPONSIBLE PERSON
2.1 To ensure that the university receives value for money from all its transactions.
1. An ERM (Pastel Evolution) has been installed that helps manage the full processes of requisitioning, procurement and subsequent payment for goods or services.
2. Procurement has been partially centralized.
3. All centrally administered purchases are now subjected to needs analysis processes.
4. A central stores has been constructed to facilitate centralization of procurement and stores management
1. Possibility of collusion.
2. Loss of value for money due to over or under specification.
1. Use of tendering process for consolidated bulk purchases for dry consumables.
2. Insist on formal needs analysis exercise before purchasing goods and/or services.
3. To encourage the creation of responsibility centres that are headed by individuals who are fully accountable for their resource usage.
Bursar andProcurement Manager
32
GOAL 3: Encourage financial discipline, accountability and transparency.
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENT CHALLENGES IMPROVED STRATEGY RESPONSIBLE PERSON
3.1 To establish a sound internal financial control environment by December 2015.
3.2 To provide financial information on a monthly basis for improved decision making.
1. An independent internal audit department fully operational.
2. CCTVs have been installed in all high security risk areas.
3. Access permissions in Pastel evolution are now strictly controlled
1. Review of Mid-
Year Financial statements was successfully conducted by Internal Audit Department.
2. Preparation for the audit of 2014 financial year is in progress with the year end stock take already complete.
1. Inherent limitations of internal controls such as collusion and override of control
1. To develop and distribute control manuals to all heads of sections.
2. To continue with internal audits of all sections of the university.
3. Updating and distribution of risk registers twice a year.
1. Production of: - Management
Accounts by the 5th of every month.
- Financial Statements by the 2nd month of the year.
- Annual Reports by the 2nd month of the year.
Bursar
Internal Auditor
Bursar
Bursar
33
KEY RESULT AREA 8: EFFECTIVE COMMUNICATION WITH INTERNAL AND EXTERNAL STAKEHOLDERS
PREAMBLEEffective communication with internal and external stakeholders is vital in properly situating the University’s role within the context of achieving the Zim Asset national aspirations. Critically, information is a public good and the KRA cuts across all four Zim Asset clusters, namely Food Security and Nutrition, Social Services and Poverty Eradication, Infrastructure and Utilities and, Value Addition and Beneficiation. The KRA is mandated with handling the public relations function as well as taking the University to the people through dissemination of information pertaining to academic programmes, research output, community engagement activities and current University developments and achievements. In an environment which is characterized by stiff competition for resources, the KRA, which is the face of the University, seeks to position and market Midlands State University as the university of first choice in the country and beyond. This KRA therefore seeks to communicate the University’s strategic goals, objectives and milestones which speak to the national development agenda through two goals as follows:
Goal 1: To promote the image, reputation and brand of the University as an agent for socio-economic transformation
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
1.1 To generate and submit at least 2 articles per semester cover-ing important University de-velopments for the print media
$6 000 Published an article in the Sunday Mail (02/03/14) on the University’s efforts to enhance service delivery through in-house training (Postgraduate Diploma in Tertiary Education ‘PDTE’)
Increased costs of advertising
Maintain strategic links with the media community
Marketing and PR Committee
Acting Director Info & PR
1.2 Host at least one corporate event per semester in partnership with the business community
$40 000 Hosted two successful Corporate Golf tourna-ments. The first tourna-ment was held in partner-ship with FBC, ZB Bank, Old Mutual, First Mutual, NICOZ Diamond and
Business community experiencing economic difficulties.
Marketing & PR Committee Acting Director Info & PR
34
Nyaradzo Funeral Assur-ance Company. The second one was solely sponsored by CBZ.
1.3 Participation in national exhibitions to market University programmes and products such as the Zimbabwe International Trade Fair (ZITF), Zimbabwe Agricultural Show and Midlands Agricultural Show
$55 000 Participated at the Zim As-set Midlands Expo held on 4 and 5 April 2014 at the Gweru Civic Centre.
Participated at the Zimb-abwe International Trade Fair (ZITF) held from 22 to 26 April 2014 in Bu-lawayo.
Participated at the Mid-lands Agricultural Show held from 31 July to 2 Au-gust 2014 at the Gweru Show Grounds. Midlands State University came first in Universities category.
Participated at the launch of The Education Capacity Development Programme held on 24 July 2014 at Harare International Con-ference Centre. The event was organized by the Min-istry of Primary and Sec-ondary Education.
Held a successful Open Day on the 19th of
High costs of participation.
Continue to host at least one Open Day per year
Acting Director Info & PR,Marketing & PR Committee and Director WRL
35
September. 53 schools from different provinces participated.
1.4 To promote the University brand through selling MSU branded materials such as t-shirts, caps and pens
$10 000 Regular restocking of promotional materials
Set-up an online shop
Acting Director –Info & PR
Goal 2: To empower communities through dissemination of information about the University
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
2.1 Daily update of the website and review of the website design on a monthly basis
Enhance visibility of research output on the website
Website Committee,Acting Director – Info & PR and Director - ITS
2.2 Fortnightly publication of the University Newsletter
Fortnightly newsletters were published and distributed online
Include strategic partners and alumni on the newsletter mailing list
Acting Director – Info & PR
2.3 Publication of the End of
$10 000 Acting Director -Info & PR,
36
Year Report within the first quarter of the following year
Registrar,All Executive Deans, Heads of Departments and Faculty Administrators
2.4 To partner with Faculties and departments on outreach programmes
$10 000 Supported the Academic Affairs department in the execution of career outreach programmes.
Acting Director -Info & PR,Executive Deans and Chairpersons
37
KEY RESULT AREA 9- EFFECTIVE STUDENT AFFAIRS MANAGEMENT SYSTEMS
PREAMBLEKey Result Area 9 is enshrined in Cluster 2 of the Zim Asset blue print namely Social Services and Poverty Eradication and sub-cluster on Public Admin, Governance and Performance Management under its programme on human capital development. Unlike the faculties and departments, Key Result Area 9 which is superintended over by the student affairs division focuses on outside the classroom learning in order to produce well rounded and balanced students. Through this key result Area the University endeavours to enhance the learning environment for students. This will be accomplished through stimulating the learning process, integrating in-class and out of class experiences, promoting an environment conducive to growth, discovery and facilitating intellectual, spiritual, social, occupational, physical, cultural and emotional development.
Goal 1 - To develop effective student governance systems
Objective Financial implications
Achievements Challenges Improved strategy Responsible person
1.1 To facilitate the empowerment of students on good corporate governance by December 2015
Departmental votes
Funding from MSU Partners
Departmental plans for training workshops/seminars in place
Intrusion of national politics into student activities
Limited venues for student affairs activities
No compulsory participation of student in training programs and other activities
Engage key stakeholders in student training programmes
Introduce five (5) minutes motivational quality and health lifestyles talk before or during a lecture
Continuously encourage open dialogue with students
Conduct regular visits by student Affairs Practitioners to satellite campuses (Mutare/Zvishavane)
Executive Dean of students.
Heads of departments
38
Goal 2: To enhance students’ access to timeous, efficient and professional counselling interventions
Objective Financial implications
Achievements Challenges Improved strategy Responsible person
2.1 To continually identify and counsel students who are stressed
Estimated cost of $15 000.00
The Department has since held counselling sessions with nine (9) students and one parent.
The 2014 fees revision committee approved that all students be on funeral fund
Inadequate financial resources
Untimely request by students for financial assistance
Donor fatigue
Continue to lobby for student financial assistance from stakeholders
Executive Dean of students. The Students funding Committee
Chaplains
2.2 To consistently motivate students to live quality health lifestyles by December 2015
Estimated cost to hold workshops and seminars $10 000.000
Students are currently utilising the now established e-counselling services
Ongoing collaboration with academic staff
Non-disclosure by students on social, economic and emotional issues
Limited financial resources
Increase collaboration with academic focal staff and students in all faculties
Conduct regular training/awareness programmes
Lobby for Counselling services committee
Executive Dean of Students
Counselling Services Coordinator
39
Goal 3: To promote a critical mass participation of students in sports and improved self sustenance Objective Financial
implicationsAchievements Challenges Improved strategy Responsible
person3.1 To facilitate student’s holistic development through physical activities.
Estimated cost for student sport activities is $150 000.00
A sports levy of $45.00 per student per semester for 2015 was approved by the 2014 Fees Revision Committee
Improved sports courts with flood lights are in place
Negative perceptions of engaging in sport by students
Inadequate sports facilities for other sporting disciplines
Inadequate funding
Limited transport systems
The Vice Chancellor’s Trophy will be played on League basis starting in February 2015 creating room for mass participation
Widening the base from the corporate world in sourcing sponsorship and partnership
Exposing more students to national and international tournaments
Setting sub-committees for each sport code.
Executive Dean of Students
Sports Director
Heads of Department
Goal 4 To provide accessible, affordable and acceptable campus wide service that promote individual and communal health
4.1 To continuously promote optimal, physical, mental and socially acceptable primary health care services by
Departmental votes
Estimated cost $215 000.00
UNAIDS donated a Computer, Printer, Photocopier and table tennis for student health centre
Antiretroviral drugs are available on
There is an urgent need for a reliable and modern equipped Ambulance
Lobby for a more reliable and better equipped Ambulance
Continue to engage more stakeholders in student health services
Executive Dean of students
Head of Department
Health Services Committee
40
December 2015 campus and all nurses have been trained on administration and monitoring
Goal 5 To promote vibrant students’ clubs and societies which foster community engagement
Objective Financial implications
Achievements Challenges Improved strategy Responsible person
5.1 To establish new clubs and societies 5.2 To introduce new registration system for clubs and societies which encourages students participation by March 2015
Estimated cost of $10 000.000
Prototype registration systems in place
Non compulsory participation in students’ clubs and societies
Develop and manage mutually beneficial community partnerships for student organisations
Executive Dean of Students
Head of Department
Goal 6 To provide students with quality and convenient accommodation services
6.1 To develop a group booking accommodation electronic system for new halls of residence by December 2015
Estimated cost of $10 000.00
Programming and cording of the group electronic accommodation booking system now in place
Late cancellation of booked rooms
Increased number of students requesting room swaps
Introduction of deadline dates for confirming group bookings
Executive Dean of Students
Head of Department
Residence Committee
41
Goal 7 To provide a wide range of quality catering services based on a diverse service oriented staff
7.1 To continuously provide a varied, healthy and affordable menu to students
Provided by the budget committee on a semester basis
An improved menu for the semester was approved by the Food Committee
Insufficient catering utensils and equipments
Continuous lobbying for timeous purchase of utensils and equipment
Executive Dean of Students
Catering Director
Purchasing Committee
42
KEY RESULT AREA 10
INTERNATIONALISATION OF HUMAN CAPITAL DEVELOPMENT (ZIM ASSET CLUSTER 2)
This Key Result Area speaks to Zim Asset Cluster 2 on Social Services and Poverty Eradication. Under this cluster one of the major thrusts of Zim Asset is the re-engagement of the international community with a view to unlocking the “inflow of potential investment into the country to enable the growth of a robust economy that is highly competitive in the region and the rest of Africa”. Through this KRA therefore, the University seeks to produce internationally acclaimed students through the following interventions:
Forming partnerships/collaborations with internationally acclaimed institutions of higher learning for the purposes of collaborative re-search and teaching (MSU/GIMI partnership);
Recruitment of international students and research fellows and Rebranding of the existing programmes through the internationalisation of the curriculum.
In keeping with the foregoing thrust, the University will therefore pursue the following goals, objectives and strategies during 2015 and beyond.
Goal 1 Introduction of joint programmes
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSONS
1.1 Enrol at least 100 students into the Joint MSU/Ga-lilee Dip-loma in Ag-ricultural Water Man-agement in Arid and Semi-Arid
Regulations for the new pro-gramme approved by ZIMCHE
Buy in from key stakeholders has been achieved as evidenced by:
o Supportive Public Lecture by Minister of Water, Envir-onment and Climate
o One and a half days work-shop on Climate change presided over by the Per-
Funding Engage Minis-tries of Agri-culture, Water Management in SADC
Engage other stakeholders like UN Agen-cies
Launch the programme through a pub-
Dean of Natural Resources and Ag-riculture
Acting Executive Dean of Interna-tional Relations
43
Climates
1.2 To intro-duce a joint Chinese- English pro-ficiency dip-loma in col-laboration with a Chinese Uni-versity
1.3 To introduce joint MSU- University of Venda pro-grammes by December 2015
manent Secretary for Water, Environment and Climate
o Commitment by Ministry of Water, Environment and Climate and United Nations Environment Progromme (UNEP) for MSU to spear-head all climate change is-sues
Setting up of the institute for Conficuous Studies, has reached advanced stages
Buy in by the Chinese Ambas-sador who presented at the Public Lecture
Contact has been established
lic lecture presented by H.E. Sam Nu-joma
Market the pro-gramme at re-gional fairs in SADC
Executive Dean Fac-ulty of Arts
Acting Executive Dean International Relations
Executive Dean -Fac-ulty of Arts,Executive Dean -Fac-ulty of Commerce and Acting Executive Dean - International Relations
Goal 2 Recruitment of International Students and Research fellows
44
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
2.1 To recruit at least 20 Postgraduate international students by December 2015
2.2 To recruit at least 200 undergraduate International students per year
177 International students were recruited during 2014.
47 students fully en-rolled in 2014
Marketed MSU pro-grammes at regional fairs in Mozambique (Maputo) Namibia (Ogwediva)
To continue up-grading Laborat-ories, Library and ICT resources
To leverage de-partments that have a critical mass of PhD holders in market-ing the University to prospective PhD Students
To continue mar-keting MSU pro-grammes at re-gional fairs in Namibia, Bot-swana, South Su-dan, Equatorial Guinea, Mozam-bique and Zambia
To continue cul-tivating relations with country em-bassies for student recruitment
All Faculty Deans,Executive Dean - Research & Post-graduate Studies and Acting Executive Dean International Relations
Acting Executive Dean - International Relations
3 Effective Management of International Students
45
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
3.1 to put in place policies and practices that help the management of International Students by 2015
Review of student academic admin-istration processes
Introduction of the annual MSU International Cul-tural Diversity Festival which was supported by the Embassies of Namibia, Bot-swana, Angola and India
Organised a one day trip to Great Zimbabwe for level 1 Interna-tional Students
Participation of Namibian stu-dents at the Zimb-abwe Staff Col-lege Culture Day and Sanganai Travel Expo
Introduce country specific scholar-ships/ bursaries/awards eg VC’s academic excel-lence award only attainable to coun-try specific stu-dents for Post-graduate students
Reservation of the post of Minister for International Affairs in the Stu-dent Representat-ive Council
Continue to attend and host national days celebrations for international students in stream
Broaden the MSU International Cul-tural Diversity Festival
Registrar, Dean Student Affairs and Acting Dean International Re-lations
4 Facilitation and management of international inter institutional agreements
46
OBJECTIVES FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
4.1 To engage at least 10 inter-national insti-tutions annu-ally
The following institutions were engaged: Shijiazhung
Tiedeo Tiadre University
Inspur (China) University of
Limpopo Makarere Univer-
sity Duksung Wo-
mens University University of Fort
Hare Nelson Mandela
Metropolitan Uni-versity
Wits University University of Bot-
swana University of
Namibia University of Dar
es Salaam Southern African
Nordic Centre International
Centre for Local Democracy
Continue to en-gage these institu-tions
Acting Dean of Interna-tional Relations
47
4.2 To sign at least 5 Inter-insti-tutional agree-ments based on mutual respect and genuine co-operation annu-ally
4.3 To operationalise MOUs and MOAs
Commonwealth Local Governance Forum
University of California
University of New Hampshire
Michigan State University
Tilburg Law Society of
China
Kick started the operationalization of the MSU – University of Venda MOU through Faculties of Arts and Com-merce
MSU- Rhodes Faculties of Law
Continue to mon-itor and evaluate MOU by MOU
Acting Executive Dean of International Rela-tions
48
students exchange programme now in place
4. To maintain a database of agreements and MOUs
OBJECTIVE FINANCIAL IMPLICATIONS
ACHIEVEMENTS CHALLENGES IMPROVED STRATEGY
RESPONSIBLE PERSON
5.1 To compile a comprehensive database annually
Database now in place
Continue to up-date database
Acting Executive Dean of International Rela-tions
49