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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.