Search

Key Thrust 8: Improve on institutional governance system that provides leadership for equal opportunity, team work, efficiency, discipline and commitment

Key Thrust 7: Improve revenue generation and enforce fiscal discipline to achieve operational and financial sustainability

Key Thrust 6: Embark on internationalization drive that seeks to enhance the visibility of the university

Key Thrust 5: Strengthen research capacity and output to position UCC as centre of academic excellence

Strategic Theme 4: Promote responsible research, innovation and knowledge transfe

Strategic Theme 3: Enhance international visibility and diversity of the University

Strategic Theme 2: Promote Entrepreneurship and Enterprise Development Culture

Theme 1: Build Resilient Teaching and Learning Culture

1.1 Develop resilience into the curricula

1.2 Enhance ICT integration and expand online teaching and learning

1.3 Integrate design and system thinking into the curriculum

1.4 Enhance the dynamic frameworks to provide a holistic teaching and learning

1.5 Enhance physical environment conducive for teaching and learning

1.6 Reinforce diagnotics, formative and summative assessments

1.7 Enhance postgraduate programmes delivery

1.8 Intensify the design and delivery of Continuous Professional Development programmes

1.9 Strengthen the engagement of Industry in curriculum development and delivery 

1.10 Enhance the delivery of distance, sandwich and off campus programmes

The Vision, Mission, Core Values, Strategic Thrusts and Key Actions detailed in this document summarise the operational objectives and priorities of the University. The identified key thrusts and accompanying actions, when successfully implemented, will enable the institution move towards achieving its vision to be a University with worldwide acclaim. For any Corporate Plan to succeed, it must be owned by the various stakeholders. It is, therefore, imperative for the strategic direction of the University to be explained to all stakeholders to ensure buy-in. This would then create conditions for commitment and support for the initiatives outlined in the Plan.

Key Thrusts

Nine key thrusts have been identified in this third Corporate Strategic Plan in response to the Vision, Mission and the outcomes of the internal and external scans. Through these thrusts, the University seeks to transform itself and to promote its niche areas to achieve competitive advantage. The key thrusts are:

  1. Promote active and reflective teaching and learning environment that seeks to improve students' life and produce graduates with strong ethics and commitment to society.
  2. Strengthen and improve ICT infrastructure and facilities that enhance usability.
  3. Improve upon physical infrastructure and municipal services that support conducive working and learning environment.
  4. Attract, recruit, develop and retain high calibre and motivated staff who are innovative and globally competitive.
  5. Strengthen research capacity and output to position the University as a centre of excellence.
  6. Embark on internationalisation drive that seeks to enhance the visibility of the University.
  7. Improve revenue generation and enforce fiscal discipline to achieve operational and financial sustainability.
  8. Improve upon institutional governance system that provides leadership for equal opportunity, teamwork, efficiency, discipline and commitment.
  9. Create an organisation capable of continuously learning, transforming itself and responding to change.

Action Plans and Responsibilities

In operationalising the strategic thrusts, the plan adopts a matrix approach with each of the thrusts broken down into specific actions. These key actions indicate the activities that need to be pursued under each of the strategic thrusts to achieve the targets of the Plan. To ensure accountability and control, the Plan identifies office holder(s), as well as the primary and secondary implementers for each key action. Targets/performance indicators outline the expected outcomes for each of the key actions, and with the time frames, provide the markers for monitoring and timely implementation of activities. By focusing on achieving the targets, management will be able to measure progress towards achieving the strategic objectives of the institution.

Responsibility for oversight of the execution of the Plan is assigned to the Vice Chancellor, and in some cases, with the Registrar. These two offices have the overall responsibility to ensure effective management of the process. The matrix for implementing the thrusts are detailed in Appendix 1.

Pages