Strategic Plan | Busitema University

University Strategic Plan Review (A)

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(a) Campus

Position

(1) Is the Vision still aligned to the mandate of the University ?

What need to be changed?

what went on well?

(2) Is the Mission still aligned to the mandate of the University?

what needs to be changed?

Why do you think so?

(3) Are the core values being adhered to by the university stakeholders?

what needs to be changed and why?

what has worked well?

(4) Is the University Council and Committees well constituted?

what do you think needs to be changed?

what has worked well?

(5) Does the University Council and its Committees perform their roles as articulated by the ACT?

what comment has worked well and how?

what Committee hasn’t and why?

(6) Is management structure aligned with the strategic functions of the University

what parts of the structure does?

what needs to be changed?

(7) Name the programs developed by the university per campus (certificate, Diploma, Bachelors, masters, PhD) since FY 2020/21

(8) Is the planning, budget and execution participatory?

what has worked ?

how best can this be done?

(9) What are the challenges faced in planning, budget and execution?

University Strategic Plan Review (B)

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Performance of Key Strategic Issues Arising from the Review of Previous Strategic plan 2018/19-2019/20

University Strategic Plan Review (C)

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(D1) Student's Enrolment Trend and Projections

Program	FY2020/	2021	FY2021/	2022	FY2022/	2023
	Male	Female	Male	Female	Male	Female
	Male 20/21	Female 20/21	Male 21/22	Female 21/22	Male 22/23	Female 22/23
	Male 20/21a	Female 20/21b	Male 21/22c	Female 21/22d	Male 22/23e	Female 22/23f
Total	Male total 20/21	Female total 20/21	Male total 21/22	Female total 21/22	Male total 22/23	Female total 22/23

(D2) Ontime completion rate

Categories		Ontime Completion rate 2022/2023
	Male	Female
PhD	Phd_male	phd_female
Masters	master_male	master_female
Bachelor	Bachelor_male	Bachelor_female
Diploma	Diploma_male	Diploma_female
Certificates	Certificates_male	Certificates_female
Total	Total_male	Total_female

(D3) Research and publication

Item	FY 2020/21	FY 2021/22	FY 2020/21
Number of Publications (Per faculty)	no of pub20/21	No of Pub 21/22	No of Pub 22/23
Number of Patents (Per faculty)-Name	No of patent 20/21	No of Patent 21/22	No of Patent 22/23
Number of research outputs commercialised (Per faculty)-Name	no of research20/21	No of result 21/22	No of result 22/23
Total	total20/21	total 21/22	total 22/23

(D4) What are the strategies put in place to strengthen research and publications?

(D4.(a)) What are the challenges faced to increase research and publications in the university

(D4.(b)) What should be done to improve research landscape of the university?

University Strategic Plan Review (D)

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(G1) Current staffing levels at Busitema University

		Staffing at FY 2019/20				Current staffing
Staff Category	Establishment	Male	Female	Total staffing	Percent staffing	Male	Female	Total staffing	Percent staffing
Teaching Staff	760	malestaff	femalestaff	totalstaff	%staff	malestaffcurent	femalestaffcurent	totalstaffcurrent	%staffcurrent
Administrative	759	malestaffadmin	femalestaffadmin	totalstaffadmin	%staffadmin	malestaffadmincurent	femalestaffadmincurent	totalstaffadmincurent	%staffadmincurrent
Support	1,281	malestaffsupport	femalestaffsupport	totalstaffsupport	%staffsupport	malestaffsupportcurrent	femalestaffsupportcurrent	totalstaffsupportcurrent	%staffsupportcurrent
Total	2,800	totalmales	totalfemales	totaltotal	total%	totalmalescurrent	totalfemalescurent	totaltotalcurrent	total%current

University Strategic Plan Review (E)

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University Strategic Plan Review (F)

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University Strategic Plan Review (G)

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(K) Outcome Results Framework

Goal	Objective	Intermediate Outcomes	Indicators	Baseline FY2018/19	Targets 2022/23
Improve the quality of graduates, and enhance research and innovation for socioeconomic transformation	Strengthen Excellence in Education and Student Life	Improved employability of our graduates	Increase the percentage of graduates getting jobs within one year after graduating	34%	target_1
			Improve on time graduation of our students	93%	target_2
			Increase the percentage of STEI/ STEM graduates to Humanities	94%	target_3
		Enhanced visibility of our university	Improve our country ranking	13%	target_4
	To increase High Impact Research, Innovation, and Entrepreneurship	Increased rate of commercialisation of research outputs	Increase in the rate of undertaking research	5%	target_5
			Number of research outputs commercialized	1	target_6
			Number of patents registered	0	target_7
	To Strengthen Partnerships and Engagement	Reduce skills mismatch between our graduates and industry	Percentage of students completing industrial internship	81%	target_8
	To increase productivity through Effective Leadership, Governance and Management	Reduced cost for operation	Percentage of operations handled electronically	20%	target_9
		Increase percentage of our local revenue collections	Percentage	12%	target_10

University Strategic Plan Review (H)

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Objective 2: Increase High Impact Research, Innovation and Entrepreneurship

Interventions	Outputs	Indicators	Cumulative Performance (FY 2020/21, 2021/22 and 2022/23)	Remarks for over under performance
3.2.1 Recruit and develop outstanding researchers at all career stages	Research agendas per faculty developed	Six faculty research agendas' developed	cumperf20/21/23_z	remaks_z1
	Research teams faculty level established	Number of faculties s with functional research teams	cumperf20/21/23_z1	remaks_z2
	Mentoring sessions carried out	Number of research training carried out	cumperf20/21/23_z2	remaks_z3
	Undergraduates attached to research projects	Number undergraduates attached to research projects	cumperf20/21/23_z3	remaks_z4
	Annual research recognition ceremony held	Number of researchers awarded and recognized	cumperf20/21/23_z4	remaks_z5
3.2.2 Produce and effectively share high-quality research	Grants Office Established	Grants Manager and two additional staff recruited in DGSRI	cumperf20/21/23_z5	remaks_z6
	Graduate programs developed	Number of new Ph.D. programs rolled out	cumperf20/21/23_z6	remaks_z7
		Number of new masters programmes rolled out	cumperf20/21/23_z7	remaks_z8
	Skilling programs developed under TBIIC	Number of Skilling programs developed under TBIIC	cumperf20/21/23_z8	remaks_z9
	MoUs signed with international and industrial collaborations with the potential to improve the quality of research	Number of MoUs signed with international and industrial collaborations with the potential to improve the quality of research	cumperf20/21/23_z9	remaks_z10
	Entrepreneurial capacity building conducted	Number of entrepreneurial capacity building conducted	cumperf20/21/23_z10	remaks_z11
3.2.3 Adopt a 'systems approach to managing research to establish a dynamic portfolio of research priorities associated with our research agenda	Joint prototypes with staff and students Developed	Number of joint prototypes with staff and students developed and commercialized	cumperf20/21/23_z11	remaks_z12
	Annual research dissemination workshop Conducted	One annual research dissemination workshop conducted	cumperf20/21/23_z12	remaks_z13
	University Journal Developed	Number of University based international peer reviewed journal established	cumperf20/21/23_z13	remaks_z14
	Staff capacity building enhanced in proposals, gain funding, management of research activities and partnerships	Number of publication made by University staff	cumperf20/21/23_z14	remaks_z15
		number of grants won by the University staff	cumperf20/21/23_z15	remaks_z16
	Institutional repository updated	% of research publications posted on institutional repository	cumperf20/21/23_z16	remaks_z17

Busitema University

Strategic Plan 2020/21-2024/25

University Strategic Plan Review (A)

University Strategic Plan Review (B)

University Strategic Plan Review (C)

University Strategic Plan Review (D)

University Strategic Plan Review (E)

University Strategic Plan Review (F)

University Strategic Plan Review (G)

University Strategic Plan Review (H)

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Key Result Area	Strategic Issue	Achievement to date
(B1) Achieving Excellence in Teaching and Learning	a) Low enrollment at postgraduate level (2.5% of total enrollment) and international students (only three international students enrolled)	a) Low enrollment at postgraduate level (2.5% of total enrollment) and international students (only three international students enrolled)
	b) Declining enrollment in University traditional/ flagship programs)	b) Declining enrollment in University traditional/ flagship programs)
	c) Lack of policy on minimum class size affects the cost of running programs	c) Lack of policy on minimum class size affects the cost of running programs
	d) The slow development of online programs and supporting infrastructure for the online lecture delivery	d) The slow development of online programs and supporting infrastructure for the online lecture delivery
	e) A weak entrepreneurial attitude	e) A weak entrepreneurial attitude
(B2)Promoting University Visibility and Student Campus Life Experiences	a) No operationalization of marketing and communication strategy	a) No operationalization of marketing and communication strategy
	b) Limited coordination with the alumni	b) Limited coordination with the alumni
	c) Inadequate ICT facilities to support a virtual environment	c) Inadequate ICT facilities to support a virtual environment
	d) The mismatch between the existing space and facilities and teaching and learning demands	d) The mismatch between the existing space and facilities and teaching and learning demands
(B3) Enhancing Research, Innovation, Partnerships, and Extension	a) Inadequate funding for undertaking research and outreach	a) Inadequate funding for undertaking research and outreach
	b) Inadequate research and innovation support facilities in some of the campuses	b) Inadequate research and innovation support facilities in some of the campuses
	c) Research outputs not commercialized	c)Research outputs not commercialized
	d) Inadequate linkages with the industrial sector	d) Inadequate linkages with the industrial sector
	e) Lack of grants management office	e) Lack of grants management office
	f) The University-based peer-reviewed journal not yet established	f) The University-based peer-reviewed journal not yet established
(B4) Attracting, Motivating, and Retaining Staff	a) The limited linkage between strategic plan performance indicators and annual performance appraisal	a) The limited linkage between strategic plan performance indicators and annual performance appraisal
	b) Staff profiling was not done	b) Staff profiling was not done
	c) Limited involvement of lower-level managers in decision marking of the University	c) Limited involvement of lower-level managers in decision marking of the University
	d) Poor communication among staff and stakeholders	d) Poor communication among staff and stakeholders
(B5) Developing a transformative Institutional Culture for Building Visionary Leadership and Governance	a) Limited promotions of staff hence leading to staff turnover	a) Limited promotions of staff hence leading to staff turnover
	b) Lack of Joint monitoring of university activities affects holistic decision marking	b) Lack of Joint monitoring of university activities affects holistic decision marking
	c) The slow pace of operationalization of University Holding Company to spearhead the commercialization of university assets	c) The slow pace of operationalization of University Holding Company to spearhead the commercialization of university assets
	d) Inadequate mechanisms for building visionary leadership (due to weak delegation systems)	d) Inadequate mechanisms for building visionary leadership (due to weak delegation systems)