Page 47 - UNAM Strategic Plan (REVIEWED) 2019-2024

9.1 Scorecard Matrix

THEME: INSTITUTIONAL SUSTAINABILITY

Strategic Strategic Measure/KPI Targets Strategic initiatives Resp. Cost (000)
theme objective 22 23 24 Total
Coordinate the development and implementation of divisional
BL = 67% management plans PVCs - - - -
19 = 75%
Improved Strategy 20 = 75% Develop and implement the costing model (acquiring a
strategic and performance 21 = 75% consultant to develop a costing framework for the operations AF 2,000 2000 - 4,000
financial rate 22 = 75% of the University)
planning Rollout the PMS to division and individual employee levels
23 = 78%
24 = 80% (acquiring a consultant to develop, deploy and support the DSIP 3,500 1,600 1,000 6,100
functioning of the PMS)
BL = 1 010 000 000
19 = 912 542 000
20 = 912 542 000
Amount of 1st 21 = 844 091 000 Coordinate the engagement with Government on subvention AF - - - -
stream income
Institutional Sustainability 24 = 851 000 000 Develop pricing model for programmes and courses (acquire a AF - - -
22 = 851 000 000
23 = 851 000 000

consultant to develop a costing model for programmes as part
of the cost-optimisation project)
Develop and implement a marketing strategy to increase
BL = 631 000 000
Increase revenue
AA
-
-
Initiate and implement targeted recruitment strategies
20 = 700 000 000
Amount of 2nd 19 = 700 000 000 student enrolment (National and International Students) AA - - - - - -
Establish standard-level of accommodation supply per campus
21 = 700 000 000
stream income
22 = 700 000 000 - with concentration to quantity and quality (site visit to AF - 50 - 50
23 = 720 000 000 campuses)
24 = 750 000 000
Assess the impact of curriculum transformation on revenue PVC AF - - - -
& AA
Develop a business plan to upgrade and expand student AF - - - -
residence capacity at UNAM Campuses
BL = 50 000 000
Amount of 3rd 19 = 169 000 000 Undertake research and consultancy initiatives PVCs - - - -
stream income
20 = 169 000 000

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