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Strategic Plan 2020 – 2025

determine implementation of their

respective parts of the plan.

Integration of MUT 2025 as the

guide for our budget process

The Strategic Plan framework will be

applied to examine whether current and

new resource allocations appropriately

reflect our priorities through a

transparent, interactive process. Budget

proposals will be evaluated according to

how well they align with the plan and to

what degree initiatives advance fulfilment

of the MUT strategic direction. Further

dialogue is required to shift resource

allocation approaches to this new

model, while fully considering existing

commitments and realistic expectations

for growth.

Integration into operational

planning (unit-level and

compacts)

Senior Management guide the

implementation of MUT 2025 across the

University. It will act as a clearinghouse

to communicate strategic direction

and promote optimum alignment of our

current operations and new initiatives

with the MUT 2025 plan. It will coordinate

initiatives throughout the University,

monitoring progress and key metrics,

and providing communication and

transparency to the planning process.

Delegated authorities and decision

making, will, however, remain as

assigned by the institutional Delegations

of Authority Framework, to empower

all units with the responsibility to the

Plan for Financial Sustainability

This Strategic Plan will be accompanied

by a Plan for Financial Sustainability

which will help MUT to understand

whether there will be long-term financial

resources to continue to fulfil its Vision

and Mission. Through this Plan, the

University will engage in a systematic

analysis of its financial ability to continue

to provide services over time.

Ongoing revision and

modification of the plan

Monitoring of progress toward goals and

improvements per key high-level metrics

will guide the evaluation and plan revision

process. The Directorate of Institutional

Planning and Research (DIPR) will

routinely collect and publicly disseminate

this information as a “dashboard report”

showing how we are closing the gaps

between current and desired status.

The EMC can respond with changes

to approach, resources deployment,

and shifting conditions over time

where plan modifications are required.

Senior Management will advise in this

process, coordinate any special task

force projects, and manage an annual

Strategic Retreat for broad participation

and commitment on annual plan updates.

Organisational structure to

support MUT 2025

An enabling organisational structure

will be put in place to create a Senior

Management Team that is broadly

representative of the university

community and advisory to all levels

while maintaining a high degree of

transparency and participation in the

planning process to promote optimum

alignment of the University’s organisation

towards a set of common goals.

Communication

We must develop an institutional

communication system to inform the

internal and external community of MUT’s

commitment to its announced mission

and progress toward its vision. Quarterly

reporting of performance metrics on

our goals will be a standard part of

reporting on institutional performance

by the Executives and Deans. Senior

Management will biannually review

progress on all initiatives. The Vice-

Chancellor will present an annual

public “State of MUT” address, to be

accompanied by ongoing public

relations activities.

MUT’s image, branding, reputation, and prestige

will reflect all the aspirational goals outlined in this

plan and inform key audiences about progress,

constantly recognising and celebrating

accomplishments along the way.