umat strategic plan - university of mines and technology
TRANSCRIPT
STRATEGIC PLAN2015-2024
University of Mines and Technology (UMaT), Tarkwa, Ghana
September, 2015
i
TABLE OF CONTENTS
SECTION ONE 1INTRODUCTION 1
SECTION TWO 3OVERVIEW OF THE UNIVERSITY 3
SECTION THREE 5PLANNING PROCESS 5
SECTION FOUR 7VISION, MISSION, CORE VALUES AND STRATEGIC PRIORITIES 7
SECTION FIVE 9WEAKNESSES, OPPORTUNITIES AND THREATS 9
SECTION SIX 16STRATEGIES AND ACTIVITIES 16
SECTION SEVEN 45STAKEHOLDERS, RESOURCE IMPLICATIONS AND CONCLUSION 45
ii
1
SECTION ONE
INTRODUCTION
1.1 Background
The University of Mines and Technology (UMaT) originally started as the Tarkwa Technical Institute to provide training of technicians and middle level manpower for mining and related industries. The University transformed into its present position to be a centre of excellence for the development of mining, petroleum, technology and related fields and to act as a catalyst for the development of mining and technology.
Under its relatively new university status, it is confronted with the following questions:
• What should be done to ensure ameaningful role for the University, amplify itsrelevance and strategically position itself in the 21st century as a centre of excellence?
• WhatshouldbedonetoachievetheobjectivesoftheUniversity?• Given its resource constraints and geographic location, how could theUniversity
diversify its sources of funding and increase its linkages with external stakeholders?
TheobjectiveoftheStrategicPlanofUMaTistoaddresstheseandotherrelatedissuesof making the University a growth pole for national development. This Plan utilises an understanding of UMaT’s unique history and strengths to marshal its resources and work with all its constituent parts to develop a spirit of enterprise and adaptiveness to meet the present, as well as any future challenges with pragmatic readiness.
1.2 Aspirations of the Strategic Plan
The UMaT Strategic Plan puts forth an overarching aspiration for the University to be a Centre of Excellence in Ghana and Africa for producing world-class professionals in the field of mining, petroleum, technology and related disciplines. The general strategy proposed to achieve this aspiration is captured in the mission statement: “To provide higher education in mining, petroleum, technology and related disciplines through effective teaching and learning, to promote knowledge through active research and dissemination of information and to offer professional services through extension services to the mining, petroleum and allied industries”.
Toaccomplishthemission,asetofobjectiveshasbeendefinedtogetherwithstrategiesand activities that would enable the University meet its overarching vision of being a Centre of Excellence in mining, petroleum, technology and related disciplines.
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1.3 Plan Period
This Strategic Plan (SPLAN2K24) covers the period 2015 to 2024, and is in three phases- the short-term (2015 – 2017), the medium-term (2018 – 2020), and the long-term (2021–2024).Whilethevision,missionandobjectiveswillremainrelevantbeyondtheplan period, it is expected that the strategies will be continuously revised to meet the exigencies of the operating environment, government policy direction and the growth and development of UMaT.
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SECTION TWO
OVERVIEW OF THE UNIVERSITY
2.1 Early Beginnings
The University of Mines and Technology (UMaT) started as the Tarkwa Technical Institute (TTI) on 3rd November, 1952 but was officially commissioned by the Government of Ghana, more precisely by His Excellency the Governor of the Gold Coast, Sir Charles Noble Arden Clarke, on 7th October, 1953.
In 1961, the Government, upon the advocacy of the Ghana Chamber of Mines, redefined the mission of TTI to incorporate the training of mining technicians and other middle level manpower for the country’s mining and related industries. Accordingly, the name TTI was changed to the Tarkwa School of Mines (TSM) to reflect the new mission. With assistance, over the years, from the Canadian International Development Agency (CIDA), United Nations Development Programme (UNDP) and Gesellschaft fuer Technische Zusamenarbeit (GTZ), TSM upgraded and developed its academic facilities and staff to enhance its capacity for training highly qualified personnel for the growing mining and related industries in the country.
In 1976, the Government recognised the capability of TSM and its strategic location at Tarkwa, which is at the centre of mining activities in the country. Since this location gave TSM a special strength for mining education, TSM was affiliated to the Kwame Nkrumah University of Science and Technology (KNUST), Kumasi as a faculty of the University so as to enable it offer degree, diploma and certificate programmes in mining and related fields. The name TSM was changed to KNUST School of Mines (KNUSTSM), Tarkwa. The KNUSTSM, Tarkwa and the Kumasi School of Mines were merged to become the Institute of Mining and Mineral Engineering (IMME).
2.2 Accession to University Status
In 1988, a University Rationalisation Committee (URC), commissioned by the Ministry of Education recommended the development of the School and its conversion into a university. In 2000, the conversion of KNUSTSM into a university was again strongly recommended by Louis Berger Inc. in association with Kwame Asante and Associates in the report on Partial Commercialisation of KNUST.
In 2001, the Council of KNUST considered and approved proposals and recommendations of the Academic Board to merge the School of Mines at Kumasi and the School of Mines at Tarkwa into the Western University College of KNUST, Tarkwa.
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On 3rd November, 2004, at exactly 11.35 hrs GMT, the Parliament of the Republic of Ghana passed the bill of the University of Mines and Technology into an Act of Law. On the 11th November, 2004, the President of Ghana gave the Presidential Assent and on the 12th November, 2004 the University of Mines and Technology, Tarkwa Act 2004 (Act 677) was gazetted and thus became law.
2.3 Present State of the University
The University is situated at Tarkwa. The campus covers a land area of approximately 1.60 km2. The University has three main halls of residence, the Chamber of Mines Hall, the Gold Refinery Hall and Dr M. T. Kofi Hall, for both male and female students.
The University Council constitutes the apex of a hierarchical structure of a system of committees for the management of the University. The Principal Officers of the University are the Vice Chancellor, the Pro Vice Chancellor, the Registrar, the Finance Officer and the Librarian.
The academic activities of the University are currently performed by two faculties (the Faculty of Mineral Resources Technology and the Faculty of Engineering), the School of Postgraduate Studies and the Centre for Communication and Entrepreneurship Skills. The immediate plan is to establish a new Faculty of Integrated Management Sciences and the School of Petroleum Studies. Other faculties and departments will be developed with time.
The University has a number of municipal facilities. These include a Clinic, Basic Schools (Nursery, Primary and Junior High School) and a campus FM Radio Station. Others are the Maintenance Unit, Estate Unit, Transport Unit and the Security Unit to ensure that facilities of the University are maintained and protected.
At the beginning of 2014/2015 academic year which is ten years after the implementation of the first strategic plan, the student enrolment had risen to 2,105 made up of 1,810 males representing 86% of the student population, and 295 females representing 14% of the total student population.
Since the start of the implementation of the government’s higher educational reform programme in 1992, the rate of growth in student population has been fairly high. The student population in 1992 was 410 made up of 409 males and 1 female. The female population as at 1992 represented 0.2% of the student population. At the beginning of 2000/2001 academic year the figure had risen to 625 made up of 597 males and 28 females. This figure represents an increase of 52% over ten years. At the beginning of the 2004/2005 academic year the enrolment figure stood at 860 made up of 801 males and 59 females.
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SECTION THREE
PLANNING PROCESS
3.1 Strategic Planning Framework
Strategic planning is a formal process designed to help an institution identify and maintain an optimal alignment with the most important elements in the environment within which the institution is located and operates. This environment consists of the political, social, economic, technological and educational ecosystem, both internal and external to the institution.
Although every strategic planning process is uniquely designed to fit the specific needs of a particular institution, every successful “model” includes most of these steps. Identification of the organisation’s vision and mission is the first step of any strategic planning process. The organisation’s vision sets out the reasons for the organisation’s existence and the “ideal” state that the organization aims to achieve; the mission is a briefandcomprehensivestatementofpurposeofanorganisation,identifiesmajorgoalsandperformanceobjectives.Botharedefinedwithintheframeworkoftheorganisation’sphilosophy, and are used as a context for development and evaluation of intended and emergent strategies.
Once these are clearly defined, it moves on to a series of analyses, including environmental scan (external, internal, gap, and benchmarking), which provide a context for developing the organisation’s strategic issues. The environmental scan, performed within the framework of the SWOT, an abbreviation used to denote analysis of an organisation’s internal Strengths (S) and Weaknesses (W) and external Opportunities (O) and Threats (T), analyses information about the organisation’s external environment (economic, social, demographic, political, legal, technological, and international factors), the industry, and internal organisational factors.
Strategic programming follows and the organisation develops specific strategies includingstrategicobjectives,activities,outputsandtargets.Objectivesarethethingstheorganisation must achieve to be successful in her mission and make significant progress towards her vision. Strategies are how the organisation will drive change and achieve herobjective.Outputsorindicatorsaretheproductsandservicestheorganisationwilldelivertoachieveherobjectivesandstrategies.Periodically,theorganisationevaluatesits strategies and reviews its strategic plan, considering emergent strategies and evolving changes.
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3.2 UMaT Strategic Planning Process
The UMaT Strategic Plan (SPLAN2K24) is an update of the Strategic Plan (SPLAN2K14) which became necessary at the end of the first plan period. The process was spear-headed by a seven-member Committee which went through a thorough engagement with the whole University community to ensure that all the relevant issues for the next decade were addressed. The University Council at its 52nd Regular meeting constituted a six-member Committee to scrutinise and review the updated document in order to enrich it for implementation. In its work, the Committee consulted the following documents from other Universities:
• UniversityofGhanaStrategicPlan2014-2024• CornelUniversityStrategicPlan2010-2014• OxfordUniversityStrategicPlan2013-2018• BostonUniversityStrategicPlan2010-2015• UniversityofCaliforniaatBerkeleyStrategicPlan2014-2017• UniversityofCaliforniaatLosAngelesStrategicPlan2009-2018
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SECTION FOUR
VISION, MISSION, CORE VALUES AND STRATEGIC PRIORITIES
4.1 Vision Statement
The vision of the University is to be a Centre of Excellence in Ghana and Africa for producing world-class professionals in the fields of mining, petroleum, technology and related disciplines.
4.2 Mission Statement
The mission is to provide higher education in mining, petroleum, technology and related disciplines through effective teaching and learning; to promote knowledge through active research and dissemination of information and to offer professional services through extension activities to the mining and allied industries.
4.3 Core Values
The core values of the University are Knowledge, Truth and Excellence.
4.4 Strategic Priorities
The University aims to lead Ghana and Africa in research and education in the extractive industry. It seeks to accomplish these in ways which benefit the society on a national and a regional scale. Over the plan period, the University will build its strength and competitive advantage in mining, petroleum and technology in order to foster the culture of research and innovation. To meet these aspirations, the University has adopted seventeen(17)objectivesunderthree(3)strategicprioritiesfortheplanperiod(2015–2024):
A. Human Resource Development and Management Efficiency
1. Attract, develop, motivate and retain high calibre faculty.2. Increase quality student enrolment and promote gender mainstreaming in all programmes.3. Re-orient faculty to train students and staff in entrepreneurship. 4. Provide practical training to students and staff.5. Develop management skills of staff.6. Increase resource mobilisation to improve efficiency, accountability and transparency
in the University.7. Promote a greater sense of community among all the stakeholders in the University.8. Increase the visibility of the University.
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9. Build a strong Alumni Association whose activities enrich the University’s ethos and development.
B. Improvement of Infrastructure and Information and Communications Technology (ICT)
10. Develop and maintain the infrastructure and facilities of the University.11. Expand Information and Communications Technology (ICT). 12. Develop a new site of the University.13. Establish a School of Petroleum Studies and other Faculties/Schools.
C. Excellence in Teaching, Research and Extension Activities
14. Create and sustain a culture that supports excellence in quality teaching, learning and research for innovation and creativity.
15. Encourage multi-disciplinary research programmes and establish linkages with the extractive and allied industries.
16. Strengthen and expand postgraduate training. 17. Provide effective consultancy services and establish Technology Development and
Training/Transfer Centre.
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SECTION FIVE
SITUATION ASSESSMENT: STRENGTHS, WEAKNESSES,
OPPORTUNITIES AND THREATS
ToaccomplishtheUniversity’sobjectives,itisimportanttoscantheenvironmentandanalyse the Strengths, Weaknesses, Opportunities and Threats (SWOT). It is important to identify areas of opportunity where the strengths of the University could be applied for maximum advantage while managing the constraints or threats. Similarly, the weaknesses represent gaps that need to be filled if the University is to take advantage of the opportunities. The SWOT analysis is discussed in this section.
5.1 STRENGTHS
There are many strengths of the University that could promote it into prominence in the next decade.
5.1.1 Quality of Faculty Members and Staff
The University has young and highly qualified academic staff. Fifty-seven per cent (57%) of the academic staff are below 45 years of age. Forty-three percent (43%) of the staff hold PhD degrees in their fields of specialization. Some faculty members serve on reputable international bodies. Quality research findings by faculty members are published in respectablejournalsorpresentedatinternationalconferences.
5.1.2 Good Image and Reputation
Prospective students, both local and foreign, continue to show great interest in programmes of the University. The University has been responsible for training high level manpower for the mining and allied industries. Graduates from the University hold responsible positions in the mining and allied industries at home and abroad. Furthermore, the University attracts highly competitive consultancies. The University is regularly called upon to assist other African Universities in establishing mining and related programmes.
5.1.3 Unique Programmes
The University is the only institution that offers programmes in mining and allied disciplines in Ghana. It is also the only University that offers postgraduate programmes in Mining Engineering in West Africa. Though various institutions in Ghana offer courses in petroleum engineering, the petroleum engineering programme in UMaT is designed to give international touch to its studies by sending students to foreign countries to visit the oil and gas industries, thus making the programme unique. Furthermore, French language is taught to all first year undergraduate students with an option for a second
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year to enable them communicate in basic French.
5.1.4 Collaboration with Institutions of Higher Learning and Research
The University has close collaboration with international institutions of repute. These are:
CONTINENT NAME OF INSTITUTIONNorth America 1) University of Missouri-Rolla, USA
2) New Mexico Tech, USA, 3) University of Vermont, USA5) University of Montana, USA6) Pennsylvania State University, USA.7) Montana Technology University, USA
Europe 1) Complutense University of Madrid, Spain2) University of Malaya, Spain3) Universita’ Politecnica Delle Marche, Italy4) L’ecole de Mine de Paris, France5) T. U. Bergakadenire, Frieberg, Germany6) Universidad Politecnica de Madrid, Spain
Africa 1) University of Zimbabwe2) Ekiti State University, Endo-Ekiti, Nigeria3) Federal University of Technology, Akure, Nigeria4) Federal University of Technology, Oweri, Nigeria5) University of Port Harcourt, Nigeria6) University of Ilorin, Nigeria7) University of Sierra Leone8) Cuttington University, Liberia9) Jomo Kenyatta Univ. of Agric & Technology, Nairobi, Kenya10) International Institute for Water and Environmental Engineering (2ie), Ouagadougou, Burkina Faso11) University of Ibadan, Ibadan, Nigeria12) Nigerian Institute of Mining and Geosciences, Jos, Nigeria13) Yeshua Institute of Science and Technology, Ghana14) Ashesi University College, Berekusu, Ghana
Australia 1) University of South Australia, Adelaide, Australia
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5.1.5 Strategic Location
TheUniversityislocatedatthecentreofminingandpetroleumactivitiesinGhana.Majormining and petroleum companies surrounding the University include the following:1 Ghana Manganese Company, Nsuta2 Gold Fields Ghana Ltd (Tarkwa and Damang Mines) 3 AngloGold Ashanti Iduapriem Mine Ltd4 Golden Star Resources Ltd (Bogoso-Prestea and Wassa Mines)5 Prestea Sankofa Gold Ltd 6 Adamus Resources Ltd7 Perseus Mining Ghana Ltd8 Kosmos Energy Ghana9 Tullow Oil Ghana10 Ghana Gas Company Limited
Some of the companies that are servicing the mining and petroleum organisations include African Mining Services (AMS), Maxam, Mantrac, AEL, SGS, Intertek, Schlumberger and Baker Hughes, and these are all located in the immediate environs of the University. Thus, ample opportunities exist for both practical training and collaborative research between the University and the extractive and allied industries.
5.1.6 Good Infrastructure and Environment
The University is situated on a campus of about 1.6 km2. It has neat buildings interspersed with lush lawns and pavements. The University has a well-established Basic School for the education of the dependants of staff.
5.1.7 Improved Communication Facilities
The University’s communication facilities such as telephone and internet services have improved tremendously over the last planning stage and it is expected to keep pace with technological developments.
5.2 WEAKNESSES
In spite of the many strengths of the University, there are distinct areas where significant improvementisrequirediftheobjectivesaretobeachieved:
5.2.1 Inadequate Teaching, Administrative and Support Staff
The location of the University and its status as a specialised institution make it difficult to attract the required calibre of teaching and administrative staff. Seventy two percent
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(72%) of the teaching staff are of Lecturer grades, eighteen percent (18%) are of Senior Lecturer grades while ten per cent (10%) are of Professorial Status.
5.2.2 Inadequate Facilities for Advanced Research
Some of the laboratories have inadequate facilities for advanced research. There is inadequate office space for the teaching and research staff. The lecture rooms and theatres are not spacious enough to take combined classes. Chemicals, field instruments, laboratory equipment and materials are not adequate.
5.2.3 Inadequate Avenues for Internship for Staff and Students
The increasing student numbers as against the small number of mining companies have made the availability of avenues for internship for students woefully inadequate. Many students only get opportunity for their internship once during the course of their training. The avenues for internship for staff are also inadequate.
5.2.4 Inadequate Visibility of the University
The University as a relatively young institution suffers from little popularity which accounts for the inadequate support it gets from society.
5.3 OPPORTUNITIES
The University is strategically located and runs unique programmes that are related to the petroleum, mining and allied industries. Establishment of a petroleum and gas industry in the Western Corridor of Ghana provides opportunities to be exploited. UMaT is also best placed to mentor the planned establishment of Technical Universities in Ghana. The opportunities include the following:
5.3.1 Research
The University is established to advance knowledge through research. Research continues to hold a central place in the University’s quest to be a centre of excellence for producing world class professionals in mining, petroleum and allied industries all over the world. The University has repositioned itself as the institution to provide thought leadership and policy direction for national development issues on mining, petroleum and allied industries in Ghana. It is now a reference point for consultations, workshops and training for the Minerals Commission, the Ghana Chamber of Mines, the Environmental Protection Agency, the AU Commission on Mining and other institutions in the areas of mining, petroleum and allied industries.
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5.3.2 Special Programmes
Facilities exist in the University for special programmes to be mounted in the fields of general drilling, general mining, mechanical, electrical, mineral engineering, etc. to upgrade the skills of employees of mining and allied companies.
5.3.3 School of Petroleum Studies
To effectively manage the oil and gas resources and to add value to crude oil, the University is establishing a School of Petroleum Studies to include upstream and downstream programmes such as Petroleum Geosciences Engineering, Petroleum Engineering, Natural Gas Engineering, Petroleum Refinery and Petrochemical Engineering, etc. In addition, postgraduate programmes (MSc, MPhil and PhD) have been developed to update and/or upgrade the knowledge of Petroleum Engineers and related professionals to cope with the complexities associated with the fast-evolving technologies employed in exploration and production of oil and gas, and the associated economic and environmental issues.
5.3.4 Consultancy Services
Setting up a strong consultancy team to increase competitiveness at the local and international levels can strengthen the current consultancy services of the University to generate income, and create avenues for practical attachment for students and lecturers. The University has the capacity to set up a consultancy unit to coordinate consultancy services for the University.
5.3.5 Language Centre
The University has a Language Centre to prepare non-English speaking students since Ghana is surrounded by non-English speaking countries. The Centre also teaches Basic French to all first year students.
5.3.6 Artisanal and Small-Scale Mining
There is a proliferation of unregulated artisanal and small-scale mining activities characterised by poor mining practices resulting in tremendous environmental damage throughout the country. UMaT has the strength and capability to advocate for sustainable mining by running short courses, carrying out research and assisting artisanal and small-scale miners in the field to adopt best mining practices.
5.3.7 Collaboration with Allied Institutions and Industries
There is a potential advantage for the University to collaborate more with the local mining, petroleum, allied institutions and industries. The University has the capacity
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to organise vacation short courses for employees of the large and small-scale mining companies to generate income. The University also collaborates with the following industrial companies including: • AccraBrewery• ArcelorMittalLiberiaLimited• JapanMotorsTradingCompanyLimited• VivoGhanaLimited• MaxamExplosivesCompanyLimited• MetsoMineralsCompanyLimited• KristoAsafoTechnologyCentre
5.3.8 Availability of land for New Campus
UMaT has a 26.76 km2 land which is ready for development. The University is engaging Government to provide funds to commence the development of the administrative and lecture blocks on this site and scout for private financial institutions to fund a Students’ village on build, operate and transfer (BOT) basis.
In responding to Government policy on growth and development of the economy, the University would serve as an industrial hub for the growth and expansion of the various industries in the Western Corridor of Ghana.
5.3.9 Partnership for Programme Enhancement
The University is well placed to enter into partnership with Ghana Chamber of Mines, Ghana National Petroleum Company, Minerals Commission, Petroleum Commission, DANIDA, GIZ and Carnegie Corporation, New York. Others include Clay Minerals Society, International Council for Mining and Metals (ICMM), Bill and Melinda Gates Foundation, Microsoft Corporation, Google, Association of African Universities, International Mining for Development (IM4D) and Japan International Corporation Agency (JICA).
5.3.10 Interaction with Alumni to Pool Resources
The Alumni occupy influential positions in industry. Fruitful and focused interaction with them will lead to the establishment of links to promote collaborative research and training. The University should benefit from the full participation and involvement of the Alumni in the form of partnerships, collaborations, funding, donation of books, journals,equipment,etc.
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5.3.11 Expansion of UMaT Basic SchoolsThe University has the opportunity to expand the facilities of the Basic School to attract more staff.
5.4 THREATS
The University is confronted with some threats that are making effective performance of the various Departments and Units very difficult.
5.4.1 Inadequate Funding
The absence of adequate funding for the University prevents Departments and Units from performing effectively. Existing infrastructure does not meet the requirements of an ever-increasing student and staff population. Government subvention is usually inadequate and continues to dwindle. Funds are usually not released on time and this does not make for efficient planning and execution of tasks. Even though a special Presidential Pledge of GH¢ 100 million has been offered to the University through the Minerals Development Fund (MDF), disbursement after approval from the Presidency has been riddled with challenges.
5.4.2 Government Policy on Growth in Student Population
Rapid increase in student numbers, as a policy of Government, without corresponding increase in resources and staff adversely affects activities in the University.
5.4.3 Location of the University
The location of the University and the poor condition of some access roads to the University makes it difficult to obtain basic services required to keep the system running. It is always necessary to make contacts with companies outside Tarkwa in order to obtain basic services such as acquisition of computers, repair of vehicles, office equipment, etc.
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SECTION SIX
STRATEGIES AND ACTIVITIES
6.1 The Planning Matrix
This Section of the Strategic Plan deals mainly with the strategies and activities that will facilitatetheachievementoftheplannedobjectives.Thestrategiescoverthemeasuresthat the University will adopt to take advantage of the opportunities and address the weaknesses in order to achieve the objectives. Indicators/Outputs have been set todefinespecificmilestonesintheachievementoftheobjectivesoftheUniversityduringthe short-term, medium-term and long-term.
The SPLAN2K24 places particular emphasis on modernising the infrastructure and facilities (including Information and Communications Technology), promoting quality teaching, research and learning environment, staff development and motivation, university-industry and alumni collaboration to mobilise required resources, increased funding for research, inter-faculty collaboration, and entrepreneurship training to enhance the market value of the graduates of the University.
The strategies and activities are described in Table 6.1 together with their corresponding indicators, time frame, cost estimates and responsible agents. The deep arrows in the time frame column indicate the implementation periods of the various activities while the dotted arrows indicate the activities whose implementation would be continued in the future. Also, “S” means short term, “M” means medium term and “L” means long term. Under the responsibilities section, the lead implementation agents are those that have been underlined while the rest are the collaborating agents.
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OBJ
ECTI
VES
STR
ATEG
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AC
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SIN
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TIM
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1. T
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to
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of
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1 Im
prov
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of s
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1.1.
2 Pr
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chem
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tc.)
1.1.
3 Pr
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ate
staff
bun
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staff
, tec
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tant
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1 Re
crui
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staff
.
1.2.
2 Re
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and
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eans
Tabl
e 6.
1: P
lann
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Mat
rix
18
OBJ
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1.3.
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mes
1.3.
2 Su
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to p
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1.3.
3 Su
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and
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Vic
e C
hanc
ello
rRe
gist
rar
Dea
ns
1.4
Prov
ide
affor
dabl
e an
d de
cent
resid
entia
l fa
cilit
y fo
r all
cate
-go
ry o
f sta
ff
1.4.
1 Pr
ovid
e ac
-co
mm
odat
ion
whe
n av
aila
ble
1.4.
2 G
rant
ade
quat
e re
nt lo
ans
•Atl
east70%
ofa
llstaff
pr
ovid
ed w
ith d
ecen
t ac
com
mod
atio
n
•Allqu
alifi
edapp
lican
ts
gran
ted
rent
loan
s
420,
000
200,
000
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
rD
irect
or o
f Wor
ks
and
Phys
ical
Dev
el-
opm
ent
19
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
1.5
Initi
ate
loca
l tra
inin
g pr
ogra
mm
e w
ith
attr
activ
e sc
hol-
arsh
ip/b
ursa
ries
fo
r the
tech
nica
l an
d ad
min
istra
tive
supp
ort s
taff
1.5.
1 O
rgan
ise
in-s
ervi
ce tr
aini
ng
and
shor
t cou
rses
fo
r sta
ff
1.5.
2 Su
ppor
t up-
grad
ing
of k
now
ledg
e fo
r tec
hnic
al st
aff
•Tw
owor
ksho
psorg
anised
ea
ch y
ear
•High
leve
lofe
fficien
tand
eff
ectiv
e te
chni
cal a
nd
adm
inist
rativ
e sy
stem
40,0
00
50,0
00
Regi
stra
rD
eans
1.6
Org
anis
e tr
ain-
ing
in te
achi
ng
met
hods
, res
earc
h an
d cu
rric
ular
de
velo
pmen
t
1.6.
1 O
rgan
ise
wor
k-sh
ops o
n pe
dago
gy
and
rese
arch
pro
-po
sals
writ
ing
and
man
agem
ent
•One
wor
ksho
pfo
reac
hFa
culty
per
yea
r
•Fi
vep
erce
ntin
crea
sein
nu
mbe
r of r
esea
rch
pro-
jectsu
nder
take
nan
nually
•In
crea
sein
rese
arch
gr
ants
to th
e U
nive
rsity
25,0
00
100,
000
100,
000
Dea
ns
1.7
Impr
ove
Mon
itori
ng a
nd
Eval
uatio
n Sy
stem
s fo
r the
Uni
vers
ity
1.7.
1 A
sses
s and
en
hanc
e th
e ex
istin
g st
aff p
erfo
rman
ce
Mon
itori
ng a
nd
Eval
uatio
n Sy
stem
(M
ES)
1.7.
2 O
rgan
ise
regu
-la
r sta
ff de
velo
pmen
t pr
ogra
mm
es
•Tw
om
onito
ring
and
ev
alua
tion
repo
rts i
n a
year
usin
g en
hanc
ed
syst
em
•Tw
owor
ksho
pson
staff
de
velo
pmen
t per
yea
r
10,0
00
15,0
00
Dea
n,
Plan
ning
and
Qua
li-ty
Ass
uran
ce U
nit
Dea
ns
20
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
2. I
ncre
ase
stu -
dent
enr
olm
ent
and
prom
ote
fem
ale
part
ic-
ipat
ion
in a
ll pr
ogra
mm
es
2.1
Pac
kage
and
m
arke
t pro
gram
mes
of
the
Uni
vers
ity
in th
e Se
nior
Hig
h Sc
hool
s
2.1.
1 Pr
ovid
e ca
reer
gu
idan
ce a
t the
SH
S le
vel
2.1.
2 D
evel
op, p
rodu
ce,
dist
ribu
te a
dver
tise
broc
hure
s on
adm
is-sio
n re
quire
men
ts
•Uni
versity
pro
spec
tus
dist
ribu
ted
to a
t lea
st 3
0%
of sc
ienc
e ba
sed
SHS
in
Gha
na
•In
crea
sein
ove
rallstu-
dent
enr
ollm
ent t
o 10
,000
50,0
00
30,0
00
Hea
d, A
cade
mic
and
St
uden
t Affa
irs U
nit
Aud
io V
isual
Uni
t
2.2
Intr
oduc
e sp
ecia
lised
dip
lom
a an
d ce
rtifi
cate
pro
-gr
amm
es
2.2.
1 D
evel
op a
nd
adve
rtis
e sp
ecia
lised
di
plom
a an
d ce
rtifi
cate
pr
ogra
mm
es
•Spe
cialised
dip
lom
aan
dce
rtifi
cate
pro
gram
mes
ad
vert
ised
regu
larly
•Spe
cialised
dip
lom
aan
dce
rtifi
cate
pro
gram
mes
ru
nnin
g
20,0
00
10,
000
Dea
nsH
eads
of D
epar
t-m
ents
2.3
Adm
it m
ore
fe-
mal
e st
uden
ts (G
en-
der M
ains
trea
min
g)
2.3.
1 D
evel
op, p
rodu
ce
and
dist
ribu
te b
ro-
chur
es o
n op
port
uniti
es
for f
emal
e st
uden
ts
2.3.
2 So
licit
fund
s fro
m
dono
rs fo
r fun
ding
ne
edy
fem
ale
stud
ents
2.3.
3 Li
nk fe
mal
e st
uden
ts in
UM
aT to
W
omen
in E
ngin
eeri
ng
(WIN
E)
•M
orefem
alestud
ents
repr
esen
ting
at le
ast 4
0%
of to
tal e
nrol
men
t
•Atl
east40%
off
emale
stud
ents
fund
ed p
er y
ear
•Atl
east80%
ofa
llfem
ale
stud
ents
link
ed to
WIN
E
20,0
00
10,0
00
10,0
00
Hea
d, A
cade
mic
and
St
uden
t Affa
irs U
nit
Aud
iovi
sual
Uni
t
Uni
vers
ity R
elat
ions
U
nit
Dea
ns o
f Fac
ultie
sH
eads
of D
epar
t-m
ents
21
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
2.4
Incr
ease
th
e nu
mbe
r of
acad
emic
and
te
chni
cal s
taff
2.4.
1 A
sses
s nee
ds,
adve
rtis
e va
canc
ies
and
appo
int n
ew a
c-ad
emic
and
tech
nica
l st
aff
•Atl
east80%
ofr
equi
red
acad
emic
and
tech
nica
l st
aff a
t pos
t
30,0
00D
eans
Regi
stra
r
3. R
e-or
ient
Fac
ul-
ty to
trai
n st
uden
ts
and
staff
in e
ntre
-pr
eneu
rshi
p
3.1
Inst
itute
lec-
ture
s and
sem
inar
s at
whi
ch re
sour
ce
pers
ons f
rom
the
indu
stry
will
shar
e th
eir e
xper
ienc
es
with
stud
ents
and
st
aff o
f the
Uni
-ve
rsity
3.1.
1 Id
entif
y re
-so
urce
per
sons
from
in
dust
ry
3.1.
2 O
rgan
ise
sem
-in
ars o
n en
trep
re-
neur
ship
at w
hich
th
e re
sour
ce p
erso
ns
from
the
indu
stry
w
ill sh
are
thei
r exp
e-ri
ence
s with
stud
ents
an
d st
aff
•Re
sour
cep
erso
nsfr
om
indu
stry
iden
tified
•Atl
eastone
sem
inar
per
se
mes
ter
held
for a
ll ca
tego
ries
of s
tude
nts a
nd
staff
5,00
0
100,
000
Dea
n,Pl
anni
ng &
Qua
lity
Ass
uran
ce U
nit
Dea
ns
22
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
4.Pr
ovid
e pr
actic
al
trai
ning
for s
tu-
dent
s and
staff
4.1
Neg
otia
te
with
indu
stry
and
do
nors
to p
rovi
de
faci
litie
s for
st
uden
ts a
nd st
aff
atta
chm
ent/fi
eld
visit
to a
cqui
re
prac
tical
skill
s
4.1.
1 A
rran
ge fo
r st
uden
ts to
go
on in
-du
stri
al a
ttach
men
t/fie
ld v
isit
4.1.
2 A
ssig
n ac
adem
-ic
staff
to v
isit a
nd
asse
ss w
ork
of st
u-de
nts o
n in
dust
rial
at
tach
men
t
4.1.
3 So
licit
fund
s fr
om G
ETFu
nd,
Cha
mbe
r of M
ines
, In
dust
ry a
nd d
onor
s to
pur
chas
e bu
ses f
or
field
visi
ts
4.1.
4 A
rran
ge fo
r sta
ff to
go
on in
dust
rial
at
tach
men
t
•Allstud
entsare
atta
ched
to
indu
stry
at l
east
onc
e an
d vi
sit th
e fie
ld tw
ice
befo
re g
radu
atio
n
•Atl
east80%
ofs
tude
nts
atta
ched
are
ass
esse
d pe
r ye
ar
•Fo
ur60-
Seater
fieldbu
ses
acqu
ired
•Alllectur
ersv
isitt
hefi
eld
once
eve
ry tw
o ye
ars
10,0
00
50,0
00
300,
000
300,
000
Trai
ning
Coo
rdi-
nato
r
Trai
ning
Coo
rdi-
nato
r
Fina
nce
Offi
cer
Hea
ds o
f D
epar
tmen
ts
4.2
Dev
elop
an
expe
rim
enta
l min
e4.
2.1
Solic
it fu
nds
for t
he e
stab
lishm
ent
of a
n ex
peri
men
tal
min
e
•Ex
perim
entalm
ine
esta
blish
ed to
impr
ove
stud
ents
and
staff
pra
cti-
cal t
rain
ing
2,50
0,00
0V
ice
Cha
ncel
lor
Dea
n, F
MRT
Hea
d, M
inin
g
23
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
5. D
evel
op m
an-
agem
ent s
kills
of
staff
5.1
Esta
blish
pl
anni
ng a
nd m
on-
itori
ng sy
stem
s at
all
leve
ls in
the
depa
rtm
ents
/uni
ts
5.2
Equi
p M
anag
e-m
ent t
o eff
ectiv
ely
play
thei
r rol
e
5.1.
1 Es
tabl
ish P
lan-
ning
and
Mon
itori
ng
Uni
t in
the
Uni
vers
ity
5.2.
1 O
rgan
ise
man
agem
ent t
rain
ing
for a
ll st
aff a
ssum
ing
Man
agem
ent p
osi-
tions
•Pl
anni
ngand
Mon
itoring
Sy
stem
s fun
ctio
ning
•Sk
illso
fman
agem
ent
staff
impr
oved
•Fi
ve(5
)Statio
nwag
on,
Eigh
t (8)
Sal
oon
cars
pu
rcha
sed
20,0
00
20,
000
700,
000
Vic
e C
hanc
ello
rD
irect
or o
f Wor
ks &
Ph
ysic
al D
ev.
Dea
nsH
eads
of D
epar
t-m
ents
5.3
Inst
itute
re
gula
r int
erac
tion
betw
een
man
age-
men
t and
staff
of
the
Uni
vers
ity
5.3.
1 O
rgan
ise
quar
-te
rly fo
rum
bet
wee
n m
anag
emen
t and
st
aff a
t var
ious
leve
ls (d
epar
tmen
ts/u
nits
)
•Fo
rum
org
anised
eac
hqu
arte
r20
,000
Vic
e C
hanc
ello
rD
irect
or o
f Wor
ks &
Ph
ysic
al D
ev.
24
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
6. In
crea
se
reso
urce
mo-
biliz
atio
n to
im
prov
e effi
cien
cy,
acco
unta
bilit
y an
d tr
ansp
aren
cy in
th
e U
nive
rsity
6.1
Cre
ate
an o
ffice
of
inst
itutio
nal
adva
ncem
ent f
or
reso
urce
mob
ili-
satio
n
6.1.
1 En
cour
age
finan
cial
reso
urce
m
obili
zatio
n th
roug
h in
stitu
tiona
l adv
ance
-m
ent
•Offi
ceofi
nstit
utio
nal
adva
ncem
ent c
reat
ed50
,000
Fina
nce
Offi
cer
6.2
Ensu
re p
rude
nt
man
agem
ent o
f the
U
nive
rsity
fina
nces
6.2.
1 O
rgan
ise
trai
ning
in F
inan
cial
A
dmin
istra
tion,
Pr
ocur
emen
t and
A
udit
Act
s
6.2.
2 Re
stru
ctur
e th
e fin
anci
al a
nd
acco
untin
g sy
stem
6.2.
3 En
cour
age
finan
cial
inst
itutio
ns
such
as t
he b
anks
to
esta
blish
age
ncie
s on
cam
pus
•High
awar
enes
sand
ap-
plic
atio
n of
the
Fina
ncia
l A
dmin
istra
tion,
Pro
cure
-m
ent a
nd A
udit
Act
s
•Fi
nanc
iala
ndacc
ount
ing
syst
em re
stru
ctur
ed.
•Fi
nanc
ialins
titut
ions
op
erat
ing
on c
ampu
s
20,0
00
50,0
00
2,00
0
Fina
nce
Offi
cer
6.3
Ensu
re tr
ans-
pare
ncy
in U
nive
r-sit
y ad
min
istra
tion
6.3.
1 In
stitu
te m
ech-
anism
s to
com
ply
with
pro
visio
ns o
f the
Fi
nanc
ial A
dmin
is-tr
atio
n, P
rocu
rem
ent
and
Aud
it A
cts
•Fi
nanc
ialo
pera
tions
of
all U
nits
con
form
to th
e re
quire
men
t of t
he F
i-na
ncia
l Adm
inist
ratio
n,
Proc
urem
ent a
nd A
udit
Act
s.
•High
leve
lofa
ccou
ntab
il-ity
, cos
t-eff
ectiv
enes
s and
tr
ansp
aren
cy
10,0
00
10,0
00
Fina
nce
Offi
cer
25
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
7. P
rom
ote
grea
ter
sens
e of
com
mun
i-ty
in th
e U
nive
rsity
7.1
Stre
ngth
en th
e w
orki
ng re
latio
n-sh
ip a
mon
g al
l ca
tego
ries
of s
taff
7.1.
1 A
t lea
st o
ne
cons
ulta
tive
mee
ting
orga
nize
d pe
r yea
r fo
r all
cate
gori
es o
f st
aff
•Org
anisere
gular
mee
tings
to d
issem
inat
e de
cisio
ns o
f Uni
vers
ity
Man
agem
ent t
o al
l sta
ff
25,0
00Re
gist
rar
7.2
Ensu
re fr
ee
flow
of i
nfor
mat
ion
on is
sues
affe
ctin
g m
embe
rs o
f the
U
nive
rsity
Com
-m
unity
7.2.
1 O
rgan
ise
soci
al
func
tions
of t
he g
en-
eral
mem
bers
hip
of
the
staff
and
stud
ents
U
nion
s /A
ssoc
iatio
ns
twic
e a
year
7.2.
2 O
rgan
ise
man
-ag
emen
t mee
tings
w
ith st
aff U
nion
s an
d st
uden
ts in
the
Uni
vers
ity
•Atl
eastone
socialfu
nc-
tion
orga
nize
d pe
r yea
r
•Fr
eefl
owofi
nfor
matio
nam
ong
mem
bers
of U
n-io
nise
d st
aff a
nd st
uden
ts
in th
e U
nive
rsity
30,
000
20,0
00
Regi
stra
r
7.3
Enco
urag
e U
nion
ised
gro
ups
and
stud
ent
asso
ciat
ions
to o
r-ga
nize
join
tsoc
ial
func
tions
7.3.
1 Pr
omot
e fr
eque
nt so
cial
in
tera
ctio
n am
ong
Uni
onis
ed st
aff a
nd
stud
ents
•Im
prov
edin
tera
ctio
nbe
twee
n m
embe
rs o
f A
ssoc
iatio
ns a
nd U
nion
s of
the
Uni
vers
ity th
roug
h ga
mes
,joi
ntorg
anisa
tion
of a
ctiv
ities
etc
.
30,0
00Re
gist
rar
26
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
8. In
crea
se
visib
ility
of t
he
Uni
vers
ity
8.1
Prov
ide
bill
boar
ds a
t str
ateg
ic
loca
tions
in th
e co
untr
y
8.1.
1 Er
ect b
ill b
oard
s at
van
tage
poi
nts i
n th
e co
untr
y
•One
bill
boa
rdere
cted
in
ever
y re
gion
al c
apita
l50
,000
Regi
stra
r
8.2
Prov
ide
info
r -m
atio
n th
roug
h el
ectr
onic
/soc
ial
med
ia
8.2.
1 Pr
ovid
e do
cum
en-
tary
of t
he U
nive
rsity
on
tele
visio
n
8.2.
2 C
reat
ing
and
mai
n-ta
inin
g fa
cebo
ok, t
witt
er
acco
unt f
or th
e U
nive
rsity
8.2.
3 Bu
ildin
g aw
aren
ess
of U
MaT
’s ac
com
-pl
ishm
ents
thro
ugh
digi
tal c
omm
unic
atio
ns,
publ
icat
ions
and
oth
er
chan
nels
•TVdoc
umen
tary
pro
-vi
ded
3 tim
es in
a y
ear
•Fa
ceboo
k,tw
itter
ac
coun
t cre
ated
•Aw
aren
esso
fUM
aT’s
ac
com
plish
men
ts c
reat
ed
30,0
00
50,0
00
Regi
stra
rIC
T U
nit
8.3
Enco
urag
e ou
trea
ch se
rvic
es
of A
cade
mic
and
St
uden
t Affa
irs
Uni
t
8.3.
1 Pr
ovid
e ou
trea
ch
prog
ram
mes
tom
ajor
Se
nior
Hig
h Sc
hool
in
Gha
na a
nd b
eyon
d
8.3.
2 Ta
rget
Girl
s’ Se
nior
H
igh
Scho
ols w
ith o
ut-
reac
h pr
ogra
mm
es
•Out
reac
hpro
gram
mes
to
Sen
ior H
igh
Scho
ols
prov
ided
•Girl
s’Se
nior
High
Scho
ols t
arge
ted
10,0
00
10,0
00
Regi
stra
rSy
stem
s Ana
lyst
8.4
Inst
itute
re
gula
r med
ia
enco
unte
rs to
pr
omot
e vi
sibili
ty
8.4.
1 Pr
ovid
e re
gula
r m
edia
enc
ount
ers o
n pr
ogra
mm
es a
nd e
vent
s in
the
Uni
vers
ity
•Re
gularm
ediaen -
coun
ters
inst
itute
d fo
r U
nive
rsity
pro
gram
mes
an
d ev
ents
20,0
00Re
gist
rar
Syst
ems A
naly
st
27
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
A. H
uman
Res
ourc
e D
evel
opm
ent a
nd M
anag
emen
t Effi
cien
cy
8.5
Impr
ove
the
sta -
tus o
f the
Uni
vers
ity
web
site
8.5.
1 M
akin
g th
e U
ni-
vers
ity w
ebsit
e m
ore
attr
activ
e an
d effi
cien
t
8.5.
2 M
akin
g on
line
mar
ketin
g st
rate
gies
lik
e Se
arch
Eng
ine
Opt
imiz
atio
n(SE
O)
and
Sear
ch E
ngin
e M
arke
ting
(SEM
)
8.5.
3 Li
nkin
g w
ebsit
e to
pop
ular
inst
itutio
ns,
eg V
RA, G
hana
Cha
m-
ber o
f Min
es, e
tc.
•Po
stin
gac
hiev
emen
tsof
alum
ni o
n w
ebsit
e an
d ot
her s
ocia
l med
ia
•Pr
ovid
ingin
form
atio
nto
as
sist s
earc
hes o
f the
Uni
-ve
rsity
via
sear
ch e
ngin
es.
•Li
nkag
eof
web
siteto
po
pula
r ins
titut
ions
est
ab-
lishe
d
30,0
00
30,0
00
Refe
r to
C 8
, 10
and
11
Regi
stra
rSy
stem
s Ana
lyst
8.6
Impr
ove
rese
arch
out
put/
exte
nsio
n se
rvic
es
of th
e U
nive
rsity
8.6.1Pu
blish
ingm
ajor
re
sear
ch a
nd e
xten
sion
serv
ices
of t
he U
ni-
vers
ity
•M
ajor
rese
arch
and
ex -
tens
ion
activ
ities
pub
lishe
d on
web
site/
othe
r pla
tform
s
50,0
00Re
gist
rar
Aud
io V
isual
Uni
t
8.7
Stre
ngth
en a
nd
expa
nd th
e in
tern
a-tio
nal l
inks
of t
he
Uni
vers
ity
8.7.
1 Th
e U
nit o
f Int
er-
natio
nal P
rogr
amm
es
to fa
cilit
ate
fund
ing
for
staff
dev
elop
men
t and
re
sear
ch
8.7.
2 Es
tabl
ish m
ore
affilia
tions
with
inte
r -na
tiona
l pro
fess
iona
l bo
dies
•Fu
ndsa
vaila
blefrom
in
tern
atio
nal s
ourc
es to
su
ppor
t sta
ff de
velo
pmen
t an
d re
sear
ch
•Affi
liatio
nsw
ithin
tern
a-tio
nal p
rofe
ssio
nal b
odie
s es
tabl
ished
, eg
Inte
rna-
tiona
l Cou
ncil
for M
inin
g an
d M
etal
s (IC
MM
), C
lay
Min
eral
s Soc
iety
, etc
25,0
00
20,0
00
Vic
e C
hanc
ello
rD
ean,
Inte
rnat
iona
l Pr
ogra
mm
es
28
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
9. D
evel
op a
nd
mai
ntai
n th
e in
fras
truc
ture
and
fa
cilit
ies o
f the
U
nive
rsity
9.1
Expa
nd te
ach-
ing
and
adm
inis-
trat
ive
faci
litie
s
9.1.
1 Bu
ild m
ore
lec-
ture
thea
tres
, cla
ss-
room
s, la
bora
tori
es
and
facu
lty o
ffice
s
9.1.
2 C
ompl
ete
adm
inist
ratio
n bl
ock
and
build
a tr
ansp
ort
yard
•Th
reelectur
eth
eatres
,ten
cl
assr
oom
s and
ten
labo
ra-
tori
es b
uilt.
•Fa
culty
blo
ckcom
pleted
•One
adm
inist
rativ
ebloc
kco
mpl
eted
•T
rans
portyar
dbu
ilt
2,00
0,00
0
5,00
0,00
0
1,60
0,00
0
1,50
0,00
0
Vic
e C
hanc
ello
rD
irect
or o
f Wor
ks &
Ph
ysic
al D
ev.
Dea
nsH
eads
of D
epar
t-m
ents
9.2
Impr
ove
road
ne
twor
k an
d po
wer
su
pply
9.2.
1 Ex
pand
road
ne
twor
k
9.2.
2 A
cqui
re a
nd
mai
ntai
n G
ener
ator
(1
00 k
VA)
•10
km
ofr
oadco
nstruc
ted
•One
Gen
erator
Setac-
quire
d an
d m
aint
aine
d
2, 5
00,0
00
50,0
00
Vic
e C
hanc
ello
rD
irect
or o
f Wor
ks &
Ph
ysic
al D
ev.
29
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
9.3
Enc
oura
ge
deve
lopm
ent o
f ho
stel
s thr
ough
pr
ivat
e se
ctor
pa
rtic
ipat
ion
9.3.
1 E
ncou
rage
Est
ate
Dev
elop
ers t
o bu
ild,
oper
ate
and
tran
sfer
ho
stel
s
•Tw
o25
0ca
pacity
hos
tels
built
for s
tude
nts
10,0
00,0
00V
ice
Cha
ncel
lor
Dire
ctor
of W
orks
&
Phys
ical
Dev
.
9.4
Prov
ide
addi
tiona
l hos
tel
acco
mm
odat
ion
on
cam
pus f
or fe
mal
e st
uden
ts th
roug
h su
ppor
t fro
m
indu
stry
9.4.
1 So
licit
assis
tanc
e fr
om In
dust
ry to
bui
ld
a ho
stel
for f
emal
e st
uden
ts o
n ca
mpu
s
•One
250
cap
acity
hos
tel
built
for f
emal
e st
uden
ts5,
000,
000
Vic
e C
hanc
ello
rD
irect
or o
f Wor
ks &
Ph
ysic
al D
ev.
9.5
Dev
elop
spor
ts
and
recr
eatio
nal
faci
litie
s
9.5.
1 Se
cure
fund
ing
from
GET
Fund
/Min
er-
al D
evel
opm
ent F
und
to b
uild
spor
ts a
nd
recr
eatio
nal f
acili
ties
•Sp
ortsand
recr
eatio
nal
faci
litie
s bui
lt3,
000,
000
Vic
e C
hanc
ello
rD
irect
or o
f Wor
ks &
Ph
ysic
al D
ev.
30
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
9.6
Inst
itute
rou-
tine
mai
nten
ance
pr
ogra
mm
e to
take
ca
re o
f Uni
vers
ity
prop
erty
9.6.
1 In
stitu
te r
ou-
tine
mai
nten
ance
of
build
ings
, mac
hine
ry
and
equi
pmen
t
9.6.
2 G
ive
depa
rt-
men
ts fr
ee h
and
to
enga
ge la
bour
for
regu
lar m
aint
enan
ce
and
prom
pt re
pair
of
build
ings
, mac
hine
ry
and
equi
pmen
t
9.6.
3 A
lloca
te
adeq
uate
fund
s for
m
aint
enan
ce
•Bu
ildin
gs,m
achi
nery
an
d eq
uipm
ent r
egul
arly
m
aint
aine
d
•Alleq
uipm
enti
nde
part
-m
ents
in g
ood
wor
king
co
nditi
on
•Dep
artm
entalb
lock
sre
nova
ted
ever
y 5
year
s
500,
000
25,0
00
1,00
0,00
0
Dire
ctor
of W
orks
&
Phys
ical
Dev
.D
eans
Hea
ds o
f Dep
art-
men
tsTr
ansp
ort O
ffice
rEs
tate
Offi
cer
9.7
Mai
ntai
n
equi
pmen
t sha
ring
sc
hem
e be
twee
n de
part
men
ts a
nd
sect
ions
9.7.
1 Re
gula
rly
take
in
vent
ory
of
equi
pmen
t tha
t can
be
shar
ed
•Eff
ectiv
eeq
uipm
ent
shar
ing
sche
me
betw
een
depa
rtm
ents
in p
lace
5,00
0H
eads
of D
epar
t-m
ents
31
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
9.8
Acq
uire
la
bora
tory
/fiel
d
equi
pmen
t and
m
achi
nery
9.8.
1 So
licit
fund
s fr
om C
ham
ber o
f M
ines
, fina
ncia
l ins
ti-tu
tions
and
indu
stri
es
to e
quip
labo
rato
ries
an
d w
orks
hops
9.8.
2 Pu
rcha
se a
d-di
tiona
l lab
orat
ory/
field
equ
ipm
ent a
nd
mac
hine
ry
•Im
prov
emen
tin
equi
p-m
ent s
uppl
y to
dep
art-
men
ts
•Add
ition
alla
bora
tory
/field
equi
pmen
t and
mac
hine
ry
purc
hase
d
20,0
00
3,00
0,00
0
Vic
e C
hanc
ello
rD
eans
Hea
ds o
f Dep
art-
men
tsU
nive
rsity
Rel
atio
ns
Offi
cer
9.9
Expa
nd a
nd
mod
erni
se th
e fa
cilit
ies a
t the
Li
brar
y, C
linic
and
Ba
sic S
choo
l
9.9.
1 So
licit
fund
s fr
om in
dust
ries
and
N
GO
s to
upgr
ade
faci
litie
s at t
he L
i-br
ary,
Clin
ic a
nd B
asic
Sc
hool
•Im
prov
edfa
cilit
iesa
tthe
Li
brar
y, C
linic
and
Bas
ic
Scho
ol
20,0
00V
ice
Cha
ncel
lor
Dire
ctor
of W
orks
&
Phys
ical
Dev
.U
nive
rsity
Rel
atio
ns
Offi
cer
9.10
Priv
atis
e/
com
mer
cial
ise
mu-
nici
pal s
ervi
ces
9.10
.1 M
oder
nise
the
se
wer
age
syst
em o
f the
U
nive
rsity
9.10
.2 Id
entif
y ne
w
man
agem
ent f
or se
c-tio
ns p
rovi
ding
mu-
nici
pal s
ervi
ces t
hat
coul
d be
priv
atis
ed/
com
mer
cial
ized
•Se
wer
agesy
stem
mod
ern-
ised
•Id
entifi
edm
unicip
alse
r-vi
ces p
rivat
ised
/ co
mm
er-
cial
ized
700,
000
10,0
00
Vic
e C
hanc
ello
rD
irect
or o
f Wor
ks &
Ph
ysic
al D
ev.
Esta
te O
ffice
r
32
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
10. E
xpan
d In
form
atio
n an
d C
omm
unic
atio
nsTe
chno
logy
(IC
T)
to a
ll m
embe
rs
of th
e U
nive
rsity
co
mm
unity
.
10.1
Exp
and
ICT
infr
astr
uctu
re to
ke
ep p
ace
with
the
deve
lopm
ent o
f the
U
nive
rsity
.
10.1
.1 R
epla
ce d
efec
-tiv
e de
vice
s reg
ular
ly
with
mod
ern
ones
to
kee
p pa
ce w
ith
the
tech
nolo
gica
l de
velo
pmen
t of t
he
Uni
vers
ity.
•Alloffi
cesa
ndle
ctur
eth
eatr
es a
dequ
atel
y eq
uipp
ed w
ith th
e st
ate
of
the
art I
CT
inst
rum
ents
an
d m
achi
nery
150,
000
Vic
e C
hanc
ello
rH
ead
of S
tore
sFi
nanc
e O
ffice
r
10.2
Inst
itute
re
gula
r cou
rses
in
E-L
earn
ing,
E-
Libr
ary
faci
lity
usag
e
10.2
.1 O
rgan
ise
E-Li
-br
ary
and
E-Le
arni
ng
cour
se p
er se
mes
ter
for s
taff
•Atl
eastone
E-L
earn
ing
and
E-Li
brar
y co
urse
for
staff
•80
%ofa
llac
adem
icst
aff
trai
ned
in E
-Lea
rnin
g an
d E-
Libr
ary
faci
lity
usag
e
15,0
00Li
brar
ian
Dea
n, P
QAU
Hea
d of
ICT
Uni
t
10.3
Enh
ance
ac
cess
to In
tern
et
faci
litie
s
10.3
.1 In
crea
se th
e ba
ndw
idth
whe
n th
e ne
ed a
rise
s.
•Ade
quatene
twor
kba
nd-
wid
th p
rovi
ded
400,
000
Vic
e C
hanc
ello
rH
ead,
ICT
Uni
t
33
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
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ESPO
NSI
BILI
TY
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L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
11. D
evel
op th
e ne
w si
te o
f the
U
nive
rsity
11.1
Dev
elop
road
ne
twor
k11
.1.1
Con
stru
ct
acce
ss ro
ads
11.1
.2 C
onst
ruct
in-
tern
al ro
ad n
etw
orks
•10
km
road
networ
kco
n-st
ruct
ion
•10
km
road
networ
kco
n-st
ruct
ed
8,00
0,00
0
8,00
0,00
0
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
r
11.2
Pro
vide
el
ectr
icity
, wat
er,
sew
age
syst
ems a
nd
ICT
faci
litie
s
11.2
.1 E
xten
d el
ectr
ic-
ity to
the
new
site
11.2
.2 C
onst
ruct
wa-
ter s
uppl
y sy
stem
•16
00kVA
tran
sfor
mer
in
stal
led
•Er
ectio
nof
poles
and
ca
blin
g
•Tw
o3m
illio
nlit
rere
ser-
voirs
con
stru
cted
•Tw
opu
mpstatio
nscon
-st
ruct
ed
•Pi
pelin
esn
etwor
kco
n-st
ruct
ed
50,0
00
100,
000
100,
000
75,0
00
900,
000
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
r
11.3
Pro
vide
sola
r an
d ot
her r
enew
-ab
le e
nerg
y
11.3
.1 A
dopt
rene
w-
able
ene
rgy
syst
em
11.3
.2 C
onst
ruct
se
wag
e sy
stem
11.3
.3 P
rovi
de IC
T in
fras
truc
ture
•Re
newab
leene
rgyad
opted.
•Cen
tralR
eser
voirsy
stem
co
nstr
ucte
d
•W
astedeliver
yne
twor
kco
nstr
ucte
d
•W
ANn
etwor
kco
nstruc
ted
10,0
00,0
00
300,
000
300,
000
1,00
0,00
0
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
r
34
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
11.4
Bui
ldin
g of
st
uden
ts v
illag
e11
.4.1
Enc
oura
ge
esta
te d
evel
oper
s to
build
, ope
rate
and
tr
ansf
er (B
OT)
hos
tels
11.4
.2 S
ecur
e fu
ndin
g fr
om G
ETFu
nd/
Min
eral
Dev
elop
men
t Fu
nd to
bui
ld sp
orts
, re
crea
tiona
l fac
ilitie
s an
d co
mm
erci
al
cent
re
•Tw
o50
0ca
pacity
hos
tels
built
for s
tude
nts
•One
500
cap
acity
hos
tel
built
for f
emal
e st
uden
ts
•Sp
ortsand
recr
eatio
nal
faci
litie
s bui
lt
•Com
mer
cialcen
trebu
ilt
24,0
00,0
00
12,0
00,0
00
5,00
0,00
0
2,00
0,00
0
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
r
11.5
Bui
ld st
aff re
si-de
ntia
l fac
ilitie
s11
.5.1
Sec
ure
fund
ing
from
GET
Fund
/M
iner
al D
evel
opm
ent
Fund
to b
uild
staff
re
siden
tial f
acili
ties
•50
staff
bun
galowsw
ith
recr
eatio
nal c
entr
es b
uilt
2,00
0,00
0V
ice
Cha
ncel
lor
Fina
nce
Offi
cer
11.6
Bui
ld te
achi
ng
and
adm
inist
rativ
e fa
cilit
ies
11.6
.1 B
uild
lect
ure
thea
tres
, cla
ssro
oms,
labo
rato
ries
and
facu
l-ty
offi
ces
11.6
.2 C
ompl
ete
adm
inist
ratio
n bl
ock
and
build
a tr
ansp
ort
yard
•Fi
vele
ctur
eth
eatres
,ten
cl
assr
oom
s and
ten
labo
-ra
tori
es b
uilt.
•Fa
culty
blo
ckcom
pleted
•One
adm
inist
ratio
nbloc
kco
mpl
eted
•Tr
ansp
orty
ardbu
ild.
18,0
00,0
00
1,80
0,00
0
3,50
0,00
0
150,
000
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
r
35
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
12.E
stab
lishm
ent
of t
he S
choo
l of
Petr
oleu
m S
tudi
es
and
othe
r Fac
ul-
ties/
Scho
ols
12.1
Bui
ld le
ctur
e ro
oms,
labo
rato
ries
an
d offi
ces
12.1
.1 S
ourc
e fu
nds
from
GN
PC, P
etro
-le
um C
omm
issio
n,
Tullo
w, K
osm
os
Ener
gy, S
chlu
m-
berg
er a
nd o
ther
or
gani
satio
ns to
con
-st
ruct
two
2-st
orey
bu
ildin
gs.
•Tw
o2-
stor
eybui
ldin
gs
cons
truc
ted
3,00
0,00
0V
ice
Cha
ncel
lor
Dea
n
12.2
Acq
uire
lab-
orat
ory
and
offi
ce
equi
pmen
t
12.2
.1 S
ourc
e fu
nds
from
GN
PC a
nd
othe
r org
anisa
tions
to
pro
cure
and
inst
all
labo
rato
ry a
nd o
ffice
eq
uipm
ent
•Pe
troleu
meng
inee
ring
la
bora
tory
up-
grad
ed.
•Gas
eng
inee
ring
labo
ra-
tory
est
ablis
hed.
•Pe
troleu
mG
eosc
ienc
es
Engi
neer
ing
Labo
rato
ry
•Pe
troleu
mre
finin
gsy
stem
s eng
inee
ring
la
bora
tory
est
ablis
hed.
3,50
0,00
0
1,50
0,00
0
2,50
0,00
0
2,50
0,00
0
Vic
e C
hanc
ello
rD
ean
12.3
Rec
ruit
staff
an
d de
velo
p cu
r-ri
cula
12.3
.1 S
ourc
ing
of
fund
s fro
m G
NPC
an
d ot
her o
rgan
i-sa
tions
to re
crui
t, de
velo
p st
aff a
nd
curr
icul
a
•Upto
30lectur
ersa
nd
10 a
dmin
istra
tive
and
tech
nica
l sta
ff
•Atl
east80%
ofs
taff
with
Ph
Ds
•Allpr
ogra
mm
esru
nnin
g
1,00
0,00
0
20,0
00
Vic
e C
hanc
ello
rD
ean
HO
D
36
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
B. Im
prov
emen
t of I
nfra
stru
ctur
e an
d In
form
atio
n an
d C
omm
unic
atio
n Te
chno
logy
(IC
T)
12.4
Bui
ld le
ctur
e ro
oms a
nd o
ffice
s fo
r new
Fac
ultie
s/Sc
hool
s
12.4
.1 S
ourc
e of
fu
nds f
rom
GoG
an
d ot
her o
rgan
isa-
tions
to c
onst
ruct
bu
ildin
gs.
•Bu
ildin
gscon
stru
cted
22,4
05,0
00V
ice
Cha
ncel
lor
Dea
nH
OD
12.5
Acq
uire
lab-
orat
ory
and
offi
ce
equi
pmen
t for
the
Facu
lties
/Sch
ools
12.5
.1 S
ourc
e fu
nds
from
GoG
and
oth
er
orga
nisa
tions
to
proc
ure
and
inst
all
labo
rato
ry a
nd o
ffice
eq
uipm
ent
•La
bora
tories
and
offi
ces
equi
pped
and
gen
erat
ing
reve
nue
20,1
20,0
00V
ice
Cha
ncel
lor
Dea
nH
OD
12.6
Rec
ruit
staff
an
d de
velo
p cu
r-ri
cula
12.6
.1 S
ourc
e fu
nds
from
GoG
, oth
er
orga
nisa
tions
and
IG
F an
d to
recr
uit,
deve
lop
staff
and
cu
rric
ula
•Tea
chin
g,te
chni
cala
nd
adm
inist
rativ
e st
aff
recr
uite
d
1,00
0,00
0V
ice
Cha
ncel
lor
Dea
nH
OD
37
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
C. I
mpr
ovem
ent i
n Te
achi
ng, R
esea
rch
and
Exte
nsio
n A
ctiv
ities
13. E
ncou
rage
m
ulti-
disc
iplin
ary
rese
arch
pro
-gr
amm
es a
nd e
stab
-lis
h lin
kage
s with
th
e ex
trac
tive
and
allie
d in
dust
ries
13.1
Pro
mot
e in
ter-
depa
rtm
enta
l re
sear
ch
13.1
.1 Id
entif
y in
ter-
depa
rtm
enta
l re
sear
chpro
jects
13.1
.2 W
rite
and
disc
ussj
oint
rese
arch
pr
opos
als a
t dep
art-
men
tal l
evel
s
13.1
.3 S
olic
it fu
nds f
or
colla
bora
tive
rese
arch
fr
om th
e in
dust
ry a
nd
dono
rs
•In
ter-de
partm
entalc
ol-
labo
ratio
n in
rese
arch
is
esta
blish
ed
•Jo
intr
esea
rch
prop
osalsa
tD
epar
tmen
leve
ls w
ritte
n
•Atl
easttw
ode
partm
ental
colla
bora
tive
rese
arch
fu
nds s
olic
ited
per y
ear
10,0
00
10,0
00
150,
000
Vic
e C
hanc
ello
rD
eans
Hea
ds o
f Dep
artm
ents
Hea
d, U
nive
rsity
Re
latio
ns
13.2
Str
engt
hen
colla
bora
tive
rese
arch
with
oth
er
Uni
vers
ities
and
In
dust
ry
13.2
.1 Id
entif
y co
l-la
bora
tive
rese
arch
pr
ojec
ts
13.2
.2 W
rite
and
disc
ussj
oint
rese
arch
pr
opos
als w
ith c
olla
b-or
ativ
e U
nive
rsiti
es
and
Indu
stry
13.2
.3 S
olic
it fu
nds
from
nat
iona
l and
in
tern
atio
nal s
ourc
es
for c
olla
bora
tive
rese
arch
with
oth
er
Uni
vers
ities
•Atl
east3col
labo
rativ
ere
sear
chpro
jectsi
dent
ified
pe
r yea
r
•Jo
intU
nive
rsity
/Ind
ustry
colla
bora
tive
rese
arch
re
port
s pub
lishe
d
•Fu
ndsf
rom
natio
nala
nd
inte
rnat
iona
l sou
rces
so
licite
d fo
r col
labo
rativ
e re
sear
ch w
ith o
ther
Uni
-ve
rsiti
es
20,0
00
10,0
00
30,0
00
Vic
e C
hanc
ello
rD
eans
Hea
ds o
f Dep
artm
ents
Hea
d, U
nive
rsity
Re
latio
ns
38
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
C. I
mpr
ovem
ent i
n Te
achi
ng, R
esea
rch
and
Exte
nsio
n A
ctiv
ities
13.3
Inst
itutio
nalis
e Te
chno
logy
and
In
nova
tion
Fairs
13.3
.1 O
rgan
ise
tech
-no
logy
and
inno
vatio
n fa
irs in
volv
ing
the
extr
activ
e an
d al
lied
indu
stri
es
•Te
chno
logy
and
inno
-va
tion
fairs
org
anis
ed
annu
ally
100,
000
Vic
e C
hanc
ello
rD
eans
Hea
ds o
f Dep
artm
ents
Hea
d, U
nive
rsity
Re
latio
ns
13.4
Cre
atin
g lin
kag -
es w
ith th
e ex
trac
tive
and
allie
d in
dust
ries
fo
r con
sulta
ncy,
wor
ksho
p an
d tr
aini
ng
13.4
.1 O
rgan
ise
wor
k -sh
ops a
nd tr
aini
ng
sess
ions
in c
olla
bora
-tio
n w
ith th
e ex
trac
tive
and
allie
d in
dust
ries
•Tr
aini
ngse
ssio
nsand
w
orks
hops
org
anis
ed
annu
ally
30,0
00V
ice
Cha
ncel
lor
Dea
nsH
eads
of D
epar
tmen
tsH
ead,
Uni
vers
ity
Rela
tions
14. E
xpan
d po
st-
grad
uate
trai
ning
14.1
Sen
sitiz
atio
n of
aca
dem
ic st
aff
for p
ostg
radu
ate
educ
atio
n
14.1
.1 E
mpl
oy th
e ri
ght m
ix o
f qua
lified
st
aff to
teac
h an
d su
perv
ise
post
grad
uate
pr
ogra
mm
es
•In
crea
sedstaff
par
tici-
patio
n in
pos
tgra
duat
e ed
ucat
ion
50,0
00D
eans
Hea
ds o
f Dep
artm
ents
Hea
d of
Hum
an R
e-so
urce
s Uni
t
14.2
Exp
and
teac
h -in
g an
d re
sear
ch
faci
litie
s
14.2
.1 P
rovi
de a
d-di
tiona
l fac
ilitie
s for
po
stgr
adua
te tr
aini
ng
14.2
.2 In
crea
se p
ost-
grad
uate
enr
olm
ent
•Po
stgr
adua
tetr
aini
ng
faci
litie
s enh
ance
d
•Po
stgr
adua
test
uden
ts
cons
titut
e 25
% o
f tot
al
stud
ent e
nrol
men
t
1,50
0,00
0
10,0
00
Vic
e C
hanc
ello
rD
ean,
Pos
tgra
duat
e St
udie
sH
eads
of D
epar
tmen
ts
14.3
Inst
itute
scho
l-ar
ship
s and
bur
sari
es
for p
ostg
radu
ate
stud
ents
to e
nabl
e th
em ta
ke c
are
of
thei
r exp
ense
s
14.3
.1 In
stitu
tiona
lise
and
man
age
scho
l-ar
ship
and
bur
sary
sc
hem
es
•25
%ofP
ostg
radu
ate
stud
ents
gra
nted
scho
lar-
ship
s and
bur
sari
es
100,
000
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
r
39
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
C. I
mpr
ovem
ent i
n Te
achi
ng, R
esea
rch
and
Exte
nsio
n A
ctiv
ities
14.4
Pro
vide
ad-
equa
te re
mun
er-
atio
n fo
r pos
t-gr
adua
te st
uden
ts’
supe
rvisi
on to
en
able
lect
urer
s eff
ectiv
ely
play
the
role
of s
uper
viso
rs
14.4
.1 S
olic
it re
sear
ch
gran
ts a
nd sc
hola
r-sh
ips f
or p
ostg
rad-
uate
stud
ies f
rom
G
ETFu
nd,
indu
stry
an
d do
nors
•Re
sear
chgra
nts,
scho
l-ar
ship
s and
bur
sari
es
avai
labl
e fr
om G
ETFu
nd,
indu
stry
and
don
ors f
or
post
grad
uate
stud
ies
1,00
0,00
0Fi
nanc
e O
ffice
rV
ice
Cha
ncel
lor
14.5
Attr
act s
up-
port
from
indu
stry
fo
r pos
tgra
duat
e re
sear
ch a
nd
trai
ning
14.5
.1 L
iais
e w
ith
Cha
mbe
r of M
ines
an
d in
dust
ry fo
r eq
uipm
ent f
or p
ost-
grad
uate
stud
ies
•Eq
uipm
enta
vaila
blefo
rpo
stgr
adua
te st
udie
s10
,000
Vic
e C
hanc
ello
r
14.6
Str
engt
hen
the
capa
city
of S
choo
l of
Pos
tgra
duat
e St
udie
s
14.6
.1 E
stab
lish
capa
city
bui
ldin
g pr
ogra
mm
e fo
r Sc
hool
of P
ost-
grad
-ua
te S
tudi
es
•M
anag
emen
tofP
ost-
grad
uate
edu
catio
n im
prov
ed
8,00
0D
ean
Post
grad
uate
Stu
dies
14.7
Enc
oura
ge
deve
lopm
ent o
f jo
intp
ostg
radu
ate
prog
ram
mes
and
ne
twor
king
with
lo
cal a
nd fo
reig
n in
stitu
tions
of
high
er le
arni
ng
14.7.1E
stab
lish
join
tpo
stgr
adua
te tr
aini
ng
prog
ram
mes
with
lo
cal a
nd fo
reig
n in
stitu
tions
of h
ighe
r le
arni
ng
•Jo
intp
ostg
radu
ate
prog
ram
mes
est
ablis
hed
with
loca
l and
fore
ign
inst
itutio
ns o
f hig
her
lear
ning
100,
000
Vic
e C
hanc
ello
rD
eans
Hea
ds o
f Dep
art-
men
ts
40
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
C. I
mpr
ovem
ent i
n Te
achi
ng, R
esea
rch
and
Exte
nsio
n A
ctiv
ities
15. P
rovi
de e
ffec-
tive
cons
ulta
ncy
serv
ices
and
est
ab-
lish
Tech
nolo
gy
Dev
elop
men
t and
Tr
aini
ng/T
rans
fer
Cen
tre
15.1
Dev
elop
, pa
ckag
e an
d m
arke
t th
e co
nsul
tanc
y ca
pabi
litie
s of t
he
Uni
vers
ity
15.1
.1 P
repa
re c
onsu
l -ta
ncy
broc
hure
s for
all
depa
rtm
ents
•Con
sulta
ncybr
ochu
res
prep
ared
•Ea
rnin
gsfr
omc
onsu
ltan-
cies
incr
ease
d by
30%
30,0
00H
eads
of D
epar
t-m
ents
15.2
Con
sult
and
desig
n sh
ort c
ours
-es
for t
he in
dust
ry
15.2
.1 L
iais
e w
ith th
e ex
trac
tive
and
allie
d in
dust
ry15
.2.2
Des
ign
and
prep
are
shor
t cou
rse
prog
ram
mes
for t
he
indu
stry
•Sh
ortc
ourses
fort
he
indu
stry
runn
ing
20,0
00H
eads
of D
epar
t-m
ents
15.3
Des
ign
appr
o -pr
iate
tech
nolo
gies
fo
r the
Art
isana
l an
d Sm
all-S
cale
m
inin
g an
d al
lied
indu
stri
es
15.3
.1 V
isit a
nd a
sses
s ne
eds o
f sm
all-s
cale
m
inin
g in
dust
ries
15.3
.2 C
ondu
ct re
-se
arch
into
smal
l-sca
le
min
ing
tech
nolo
gy
15.3
.3 In
trod
uce
the
use
of a
ppro
pria
te
tech
nolo
gies
for t
he
smal
l-sca
le-m
inin
g an
d al
lied
indu
stri
es
15.3
.4
Org
anis
e w
orks
hops
for A
rtis -
anal
and
Sm
all-S
cale
m
iner
s.
•Re
porton
need
sofs
mall-
scal
e m
inin
g an
d al
lied
indu
stri
es
•Re
sear
chfi
ndin
gson
smal
l sca
le m
inin
g pu
b-lis
hed
•App
ropr
iatete
chno
logies
fo
r tar
get g
roup
s in
plac
e
•Atl
easttw
owor
ksho
ps
orga
nise
d fo
r sm
all-s
cale
m
iner
s yea
rly
15,0
00
10,0
00
20,0
00
200,
000
Hea
ds o
f Dep
art-
men
ts
41
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
C. I
mpr
ovem
ent i
n Te
achi
ng, R
esea
rch
and
Exte
nsio
n A
ctiv
ities
15.3
.5 C
olla
bora
te
with
the
Min
eral
s Com
miss
ion
forp
roj-
ects
on
smal
l-sca
le
min
ing
15.3
.6 A
cces
sBU
SAC
fund
s for
re
sear
ch o
n A
rtisa
nal
and
Smal
l-Sca
le m
in-
ing
thro
ugh
Min
eral
s C
omm
issio
n an
d In
dust
ry A
ssoc
iatio
n
•Col
labo
ratio
nwith
Min
er-
als C
omm
issio
n in
pla
ce
•BU
SACfu
ndsa
cces
sedfo
rA
rtisa
nal a
nd S
mal
l-Sca
le
min
ing
rese
arch
thro
ugh
Min
eral
s Com
miss
ion
and
Indu
stry
Ass
ocia
tion
20,0
00
50,0
00
Hea
ds o
f Dep
art-
men
ts
Hea
d, U
nive
rsity
Re
latio
ns
15.4
Mon
itor c
on-
sulta
ncy
serv
ices
15.4
.1 E
stab
lish
a C
onsu
ltanc
y U
nit t
o co
ordi
nate
all
cons
ul-
tanc
y ac
tiviti
es in
the
Uni
vers
ity
15.4
.2 Th
e U
nit t
o m
arke
t con
sulta
ncy
capa
bilit
ies a
t UM
aT
•Con
sulta
ncyUni
testab
-lis
hed
•Th
eUni
versity
attr
actin
gco
nsul
tanc
ies t
o th
e tu
ne
of a
t lea
st $
200
,000
per
ye
ar
20,0
00
30,0
00
Vic
e C
hanc
ello
rD
eans
,H
ead,
Con
sulta
ncy
Uni
t
15.5
Est
ablis
h Te
ch-
nolo
gy D
evel
op-
men
t and
Tra
inin
g/Tr
ansf
er C
entr
e
15.5
.1 B
uild
phy
sical
fa
cilit
ies f
or th
e C
entr
e
15.5
.2 P
rovi
de re
qui-
site
equi
pmen
t for
the
faci
litie
s
15.5
.3 O
pera
te th
e C
entr
e
•W
orks
hopan
doffi
cefo
rth
e C
entr
e bu
ilt
•Fa
cilit
iese
quip
pedan
dm
aint
aine
d
•Cen
trein
ope
ratio
n
10,5
00,0
00
30,0
00
10,0
00
Vic
e C
hanc
ello
rD
eans
,H
ead,
Con
sulta
ncy
Uni
t
42
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
C. I
mpr
ovem
ent i
n Te
achi
ng, R
esea
rch
and
Exte
nsio
n A
ctiv
ities
16. P
rovi
de q
ualit
y te
achi
ng a
nd re
-se
arch
16.1
Inte
r-lib
rary
lin
kage
for r
esea
rch
mat
eria
ls
16.1
.1 In
crea
se a
cces
s to
inte
r-lib
rary
link
-ag
e fo
r tea
chin
g an
d re
sear
ch m
ater
ials
•En
hanc
edacc
esst
oteac
hing
an
d re
sear
ch m
ater
ials
•Ade
quatebo
oks,
jour
nals
and
othe
r res
earc
h m
ater
ials
prov
ided
at t
he L
ibra
ry
100,
000
Hea
ds o
f Dep
art-
men
tsH
ead,
Com
pute
r U
nit
Libr
aria
n
16.2
Pro
vide
ad
equa
te fu
ndin
g fo
r the
acq
uisit
ion
ofjo
urna
ls,boo
ks,
mod
ern
equi
pmen
t fo
r the
Lib
rary
16.2
.1 A
lloca
te 1
0%
of a
cade
mic
faci
lity
user
fees
and
10%
of
Uni
vers
ity b
udge
t to
libr
ary
for t
he
purc
hase
of b
ooks
, jo
urna
lsan
dot
her
rese
arch
mat
eria
ls
•In
crea
sein
fund
sfor
the
libra
ry10
0,00
0Fi
nanc
e O
ffice
rLi
brar
ian
16.3
Impr
ove
teac
hing
skill
s of
acad
emic
staff
an
d en
hanc
e th
eir
rese
arch
cap
acity
16.3
.1 S
tren
gthe
n re
gula
r int
erac
tion
betw
een
expe
rien
ced
staff
and
you
ng fa
cul-
ty m
embe
rs th
roug
h se
min
ars,
wor
ksho
ps
etc
16.3
.2 P
rovi
de v
e-hi
cles
for fi
eld
visit
s an
d re
sear
ch
•Out
puto
ftea
chin
gim
prov
ed
•Fi
fteen
(15)
Picku
ps,Th
ree
(3) S
tatio
n w
agon
s, fiv
e (5
) 15
-Sea
ter b
uses
pur
chas
ed
10,0
00
1,00
0,00
0
Vic
e C
hanc
ello
rD
eans
43
OBJ
ECTI
VES
STR
ATEG
IES
AC
TIV
ITIE
SIN
DIC
ATO
RS/
OU
TPU
TS
TIM
E FR
AM
EBU
DG
ET
ESTI
MAT
ES($
)R
ESPO
NSI
BILI
TY
SM
L
C. I
mpr
ovem
ent i
n Te
achi
ng, R
esea
rch
and
Exte
nsio
n A
ctiv
ities
16.4
Inst
itute
aw
ards
for g
ood
staff
per
form
ance
16.4
.1 C
reat
e re
sear
ch fu
nd to
be
fund
ed b
y in
dust
ry
16.4
.2 O
ffer a
war
ds
for e
xcel
lent
teac
hing
an
d re
sear
ch
16.4
.3 P
rese
nt a
war
ds
for e
xcel
lent
per
for-
man
ce o
f sta
ff
•Alllectur
ersp
ublis
hat
leas
t one
pap
er p
er y
ear
•Ex
celle
nceaw
ards
re
ceiv
ed b
y te
achi
ng a
nd
rese
arch
staff
eac
h ye
ar
•Ex
celle
nceaw
ards
re
ceiv
ed b
y no
n te
achi
ng
staff
eac
h ye
ar
10,0
00
50,0
00
100,
000
Vic
e C
hanc
ello
rFi
nanc
e O
ffice
rRe
gist
rar
Dea
ns
16.5
Ext
end
Info
rmat
ion
and
Com
mun
ica-
tions
Tec
hnol
ogy
faci
litie
s to
office
s of
aca
dem
ic st
aff
to fa
cilit
ate
acce
ss
to d
atab
ases
and
lib
rari
es o
f oth
er
inst
itutio
ns o
f hi
gher
lear
ning
an
d re
sear
ch.
16.5
.1 C
ompl
ete
in-
stal
latio
n of
loca
l are
a ne
twor
k fo
r Int
erne
t co
nnec
tion
16.5
.2 E
quip
all
office
s of a
cade
mic
st
aff a
nd se
nior
ad
min
istra
tive
staff
w
ith In
form
atio
n te
chno
logy
faci
litie
s
•In
stallatio
nof
loca
lare
ane
twor
k co
mpl
eted
•Offi
ceso
faca
dem
ic/
adm
inist
rativ
e st
aff
equi
pped
with
Info
rma-
tion
Tech
nolo
gy fa
cilit
ies
100,
000
100,
000
Vic
e C
hanc
ello
rH
ead,
Com
pute
r Se
ctio
n
44
Table 6.2 SUMMARY OF ESTIMATE OF COST OF SPLAN2K24
SUMMARY OF ESTIMATES OF COST OF SPLAN2K24
Strategic Priorities Short Term Medium Term Long Term Total Cost ($)2015-2017 ($) 2018-2020 ($) 2021-2024 ($)
Human Resources Development
4,485,600 4,325,600 5,450,800 14,262,000
Improvement of Infra-structure and Information and Communications Technology
72,294,500 71,744,500 55,896,000 199,935,000
Improvement in Teaching, Research and Extension Activities
12,149,900 1,499,900 1,913,200 15,563,000
Total Cost ($) 88,930,000 77,570,000 63,260,000 229,760,000
45
SECTION SEVEN
STAKEHOLDERS, RESOURCE IMPLICATIONS AND CONCLUSION
7.1 Involvement of Stakeholders
Inordertoachievethebroadobjectivesand,therefore,themission,theUniversitywillaim at involving all stake-holders including the industrial and business communities, the professional bodies, the Alumni, NGOs, Donor Agencies, government ministries, departments and agencies (MDAs), staff and students.
The University can start implementing the activities towards the achievement of its objectivesthroughtheuseofitscurrentstaff,teachingspaceandfacilities,infrastructureand equipment. Additional resources and staff will, however, be required in order to fully implement the activities.
Detailed information on the resource implications are given in Table 6.2
7.2 Sources of Funds
ThemajorsourceoffundingshallbefromtheGovernmentofGhana.Otheridentifiedsources of funds for the University over the plan period include internally generated funds (IGF), the Ghana Chamber of Mines, the mining, petroleum, and allied industries (e.g. telecommunication organisations), the business community, the banking industry, the professional bodies, the Alumni, the NGOs and international development partners. It is expected that the University will diversify its sources of income and reduce its dependence on Government subvention.
7.3 Responsibility
The primary responsibility of the implementation of the Plan lies with the Vice Chancellor. The operational matrix of the Plan is the responsibility of Management team of the University. The Academic Board, Faculty Boards, Departmental Boards and other statutory Units of the University will play important roles in achieving the stated goals/targets.
7.4 Prioritisation Of The Strategic Plan
In view of resource constraints, the priorities of the University during the Plan period will be in the order as listed:i. Income generation through provision of consultancy services and middle level
manpower training for the extractive industry in order to reduce the University’s dependency on government subvention. Through this, linkages will be established with the industry.
46
ii. Attract, develop, motivate and retain high calibre staff (academic and non-academic) in order to provide quality teaching and research to enhance the learning process.
iii. Develop and regularly improve infrastructure to keep pace with current technological advancement to promote effective training, teaching and research as well as to maintain the natural environment and improve upon the beauty of the University campus.
iv. Increase student enrollment and promote female participation in all programmes.v. Promote the visibility of the University.vi. Strengthen the Alumni Association whose activities enrich the University’s ethos
and development.
7.5 Conclusion
The University aims to lead Ghana and Africa in research and education in the extractive industry. To meet its aspirations, it has adopted seventeen objectives under threestrategic priorities namely, human resource development and management efficiency, improvement of infrastructure and information and communication technology, and excellence in teaching, research and extension activities. These strategic priorities embodytheactivitiesthatwillfacilitatetheachievementoftheplannedobjectives.Thegeneral framework for the implementation of the strategic plan has been divided into short-term, medium-term and long-term. While new partnerships with stakeholders are being sought, the existing ones are being strengthened.
47
Members of the Committee for the Preparation of Strategic Planfor UMaT 2015 to 2024 SPLAN2K24
Dr Joyce R. Aryee - Government Nominee on Council - ChairmanProf Nii Noi Dowuona - NCTE Rep on Council - MemberAssoc Prof S. Al-Hassan - Pro Vice Chancellor - MemberAssoc Prof V. A. Temeng - Convocation Rep - MemberMr Sulemanu Koney - Rep of Ghana Chamber of Mines - MemberMr Andrews K. Doku - Ag Registrar - Secretary
