University of Fort Hare Strategic Plans

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University of Fort Hare Strategic Plans

University of Fort Hare Strategic Plans

Following a period of decline in the 1990s, Professor Derrick Swarts was appointed Vice-Chancellor with the task of re-establishing the University on a sound footing. The program launched by Swarts was the UFH Strategic Plan 2000. The plan was meant to address the university’s financial situation and academic quality standards simultaneously. The focus of the university was narrowed and consequently, 5 faculties remained:

  • Education
  • Science & Agriculture
  • Social Sciences & Humanities
  • Management & Commerce
  • Law

Further narrowing the focus, 14 institutes were founded to deal with specific issues, such as the UNESCO Oliver Tambo Chair of Human Rights. Through their location, the institutes have excellent access to poor rural areas, and consequently, emphasis is placed on the role of research in improving quality of life and economic growth (and especially sustainable job creation). Among the outreach programs, the Telkom Centre of Excellence maintains a “living laboratory” of 4 schools at Dwesa on the Wild Coast, which have introduced computer labs and internet access to areas that until 2005 did not even have electricity. The projects at Dwesa focus research on Information and Communication for Development (ICD).
The incorporation of Rhodes University’s former campus in East London in 2004 gave the University an urban base and a coastal base for the first time. Subsequent growth and development on this campus have been rapid. Initial developments of the new multi-campus university were guided by a three-year plan; currently, the University is following the new “Strategic Plan 2009-2016”, set to take the institution to its centennial year. University of Fort Hare Strategic Plans

Balanced Scorecard Perspective of Institutional Goals and Strategic Objectives

Robert Kaplan and David Norton created the balanced scorecard as a review, monitoring, and reporting tool to make sure that strategies, interventions, and activities are balanced. In order to evaluate the state of and obstacles to the execution of the strategy, it defines four important components (perspectives). The organization’s values and the necessary operational outputs should be taken into account while designing pertinent metrics. The BSC makes ensuring that no one aspect of strategy implementation is prioritized over another. Thus, it serves as a reminder that interventions and activities must, wherever possible, integrate all necessary BSC components.

Institutional Goals

Institutional Goal 1: Pursue High Quality and Innovative Teaching and Learning

During the COVID pandemic, moving to online learning and teaching was difficult for all higher education institutions. It did, however, hasten the adoption of new E-learning/Blended learning pedagogies and online assessments by universities, as well as the requirement to hasten the recurrence of current programs in order to create socially and economically relevant programs that address societal needs as well as distinctive flagship programs relevant to sectors that have embraced the fourth industrial revolution.

To achieve this, it would be necessary to reskill academic and support staff and create the capacity to develop and implement the E-learning/Blended learning pedagogical model while transforming curricula and developing new flagship programs.

Strategic Objectives to achieve high-quality and innovative teaching and learning

  • Curriculum renewal through the development of innovative, socially relevant programs and improving the quality of teaching and learning (L1)
  • Capacitation of staff and students to optimize the utilization of technologies for integrating E-Learning/Blended Learning Pedagogies (L2)

Institutional Goal 2: Build the University’s Research and Innovation Profile

For its research program, the University of Fort Hare has laid a solid foundation. As a result, it will work to create a culture that is centered on producing high-quality research that has an influence on society and encourages innovation. In order to do this, academic departments will need to improve their research capacities, particularly by hiring more academics with doctoral degrees and NRF ratings.

The establishment of support mechanisms, such as the creation and maintenance of Research Partnerships, Funding Collaborations, and digitalized systems that enhance Research Data Management, will be done to ensure the long-term viability and multidisciplinary nature of the identified rural and urban relevant research niche areas.

Strategic Objectives to Build the University’s Research and innovation profile

Strengthen the Research Profile of UFH by creating a research culture that focuses on quality and impact (L3)

Institutional Goal 3: Improve the Quality of Student Life and Enhance Student Experience

The creation of a setting that encourages students’ active and experiential learning, well-being, and psycho-social development is a top goal. Therefore, the focus will be paid to enhancing the teaching and learning environment as well as student housing and facilities, together with the growth of graduate traits pertinent to society and the labor market. Furthermore, during the next five years, there will be a heavy focus on improving student leadership and governance.

Strategic Objectives to improve the quality of student life and enhance the student experience

  • Improve relevant student graduate attributes and enhance student experience (S1)
  • Enhance student governance and leadership (S2)

Institutional Goal 4: Enhance the University’s Regional, National, and International Standing and Impact

To guide interactions with all stakeholders, including but not limited to alumni, the government, funders, the larger University community, and potential students, it will be necessary for the University to create a clear brand identity as it begins its journey of renewal. This will increase the university’s influence and reputation and make it easier to successfully cultivate goodwill among its alumni and existing partnerships. The development of new domestic and foreign strategic partners in teaching, research, and innovation will be the main goal of the recently established DVC-RPI portfolio.

Strategic Objectives to enhance the University’s Regional, National, and International standing and impact

  • Improve branding, marketing, and reputation management of the university (S3)

Institutional Goal 5: Strengthen Good Governance to ensure Effective Management and Leadership

To ensure that the University complies with the law and reduces its exposure to avoidable risk, it is essential to instill a service culture that places a strong emphasis on professionalism, ethics, and responsibility.

The academic administration and Governance systems will be digitized and automated in line with the establishment of a digitized university, assuring accuracy and effectiveness in student administration procedures and governance.

Strategic Objectives to strengthen good governance to ensure effective management and leadership

  • Improve policy and regulatory environment (P1)
  • Ensure University’s Legal Compliance and limit risk exposure (P2)

Institutional Goal 6: Provide Efficiently and Fit for Purpose Infrastructure and Support Services

All faculties, units, and departments must develop Standard Operating Procedures and Guidelines. In addition, the University of Fort Hare wants to build and preserve its infrastructure. It perfectly complies with all demands made by an e-learning/blended learning pedagogical model and supports a digital environment. Campus safety, health, and safety compliance, and effective space management will all be taken into consideration.

According to a new ICT Infrastructure Architecture Plan and a Digital Skills creation Plan, the institution will enhance the creation of effective and efficient business processes by using the appropriate technology and going digital.

Strategic Objectives to provide efficient and fit-for-purpose infrastructure and support services

  • Review and repurpose the three campuses to inform the development, upgrade, and maintenance of fit-for-purpose physical infrastructure (P3)
  • Identification, development, implementation, and maintenance of efficient Business processes (P4)
  • Implement Cyber-secure knowledge management systems that meet the institutional and statutory information management requirements (P5)

Provide excellent core Human Resources, Professional Development, and Health and Safety services across all sectors of the University (P6)

Institutional Goal 7: Ensure Financial Sustainability and a broader Resource Base

With the application of strong financial management and compliance standards, the long-term financial sustainability of the Institution and its entities (operational units, subsidiaries, trusts, and joint ventures) is to be prioritized. To enable the execution of the specified mandate, they must be supported by the deployment of appropriate technology.

Strategic Objectives to ensure financial sustainability and a broader resource base

  • Ensure long-term financial sustainability of the University and its entities (F1)
  • Ensure the development and application of sound financial management and compliance practices supported by the necessary technologies for the benefit of our stakeholders (F2)
Contact Us/Address:
Alice Campus
     Address: Ring Road, Alice, 5700
     Phone: 040 602 2011
Bhisho Campus
     Address: Independance Avenue, Bhisho, King Williams Town
     Phone: 040 608 3407
East London
    Address: 50 Church Street
     Phone: 043 704 7000

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