Page 27 - UNAM Strategic Plan 2019-2024
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measures (KPIs), targets and initiatives; thus, confirming that our scorecard will be the tool for ensuring measurement and monitoring of progress
towards realising the set strategic targets (performance level). It is important to note that the execution of our strategy will be realised through a
Our scorecard communicates what we commit to accomplish. All 20 strategic objectives (key performance areas) are listed with the corresponding
Resource Estimates Per initiative 6 000 000
- - - - - - - - -
Responsible Division AFRM VCMC VCMC VCMC AFRM AFRM AFRM All PVCs All PVCs AFRM
Strategic Initiatives services and pass on to end users, to ensure cost
STRATEGIC THEME: INSTITUTIONAL SUSTAINABILITY
Align the budget to strategy organisational structure to strategy reporting Coordinate the development and system to individual levels student enrolment efficiency of operations income increase fourth-stream income determination of liabilities
Facilitate the review and alignment of the Implement quarterly divisional management implementation of divisional management plans Ensure full rollout of performance management Engage government to link funding with the number of research outputs, programmes and Determine the cost of all programmes and Strengthen the supervision of research and consultancy initiatives to increase third-stream Strengthe
2022-2024 2 737 627 839 2 500 000 000 200 000 000
100% 100% 8 879 000 0.5
Targets 2019-2021 2 737 627 839 2 100 000 000 169 000 000
85% 75% 3 550 000 1
Base year 2018 - 67% 1 010 000 000 631 000 000 50 000 000 - 1.02
UNIVERSITY OF NAMIBIA 7. UNAM SCORECARD MATRIX cascading process. SCORECARD MATRIX Table 3: Scorecard matrix Measure/KPI % of funded strategic objectives Strategy performance rate Amount of first- stream income 1 Amount of second-stream income 2 Amount of third- stream income 3 Amount of fourth- stream income Total liabilities/ Total assets
25 7.1 Strategic Objectives Improve Strategic and Financial Planning Increase Revenue