2015 docume… · web viewto continually strive to meet the criteria of the academic world...

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


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



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



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


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


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



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


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



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.



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.



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.


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



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



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



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.


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



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


Prototype registration systems in place

Non compulsory participation in students’ clubs and societies

Develop and manage mutually beneficial community partnerships for student organisations


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


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


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


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



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



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



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



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


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

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