Page 49 - UNAM Strategic Plan 2019-2024

STRATEGIC PLAN 2019 - 2024 37

8. BUDGET

The total strategic budget for the period 2019-2024 is N$ 4 553 080 000.00. To develop and implement
the envisioned programmes, projects and plans, the University will focus on income diversification
and commercialisation of own assets.

9. MONITORING AND EVALUATION OF THE STRATEGY

Monitoring and evaluation will enable us for all individual staff members in the institution.
to improve performance and ensure the To cement this, individual performance will be
achievement of results by investigating ways managed through supervisors and their direct
we can progress towards the attainment of the reportees signing performance agreement. To
strategy. Our aim in this regard is to improve curtail red tape and bureaucracy, the PVCs will
current and future management of outputs, account for the execution of action programmes
outcomes and impact towards the realisation by units within their arcs of operation. Golden
of becoming a “sustainable international hub threads and alignment will be established by
of excellence in higher education, training, linking key result areas and KPIs, right through to
research and innovation by 2030”.
the lowest levels of the organisation. The personal
scorecards will have personal key result areas
For the purpose of leveraging synergies and
achieving breakthrough results, both vertical and and KPIs that are aligned to corporate-level
horizontal, alignment to strategy will be ensured. objectives. This process is clearly demonstrated
UNAM Council retains oversight responsibility in Figure 6 and Figure 7 below. Figure 6 shows
and units within the university will formulate how cascading to different tiers will take place,
business plans for the purposes of cascading the whereas Figure 7 shows how the scorecards in
corporate plan. the respective tiers will take place. Furthermore,
the two figures also outline how performance
The corporate plan will be cascaded to three- will be managed and cascaded to lower units
year divisional business plans, which will, in turn, be and individuals. This will be done by undertaking
cascaded to one-year faculty and directorate strategy performance analysis, using available
plans. Personal scorecards will be developed performance measurement tools.

Figure 6:
Alignment by
Cascading to Different
Tiers

Adapted from:
Balanced Scorecard
Institute, Strategy
Management (2012)