University Strategic Plan 2022-2025
This section is part of the Strategic Plan 2020-2025, which sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools.
|
Enabling Strategies |
Commitments |
|
|
The Strategic Plan requires an effective enabling strategy to invest in physical learning and working spaces which bridge the gap between its existing facilities and the new facilities that are needed to meet future needs as identified and determined in the strategic vision. Future investment in capital development will need to target and address these considerations. The University’s properties form a group of assets that are conducive to delivering excellence in its operations.
Collaborative Spaces for Learning and Research
The University requires additional learning and self-study areas, laboratories, incubation areas, distance learning studios, and discussion and meeting spaces. The University community would benefit from conference facilities and meeting space available for enterprise and industry to meet with academics and researchers on collaborative projects.
A critical objective would be to create a range of working spaces that academics and students can use to collaborate, and which could also be used for renting out to new ventures, to help them develop and mature before moving on to the permanent premises, and that can also be of use to support research projects.
Sharing of Physical Resources with Modular Flexibility
The University will develop and implement an ecosystem of support services and flexible spaces that are transitory, and which can be reconfigured to sustain education and research as they change over time. The support framework will be shared across the University and will include facilities and expertise suited for initiatives of various types and at different phases of growth. We will endeavour to be efficient, effective and responsive to the needs of a rapidly evolving University community.
Processes and Services Guidelines
A number of the practices covering the duties and responsibilities of the estates’ upkeep and development are often guided by unwritten rules and practices that have been in place for several years by tacit agreement. It has become necessary to review these practices and formalise them in the form of policies through standard operating procedures or other means, to strengthen and govern the implementation of the University’s growth strategy. Recognisable and clear rules and procedures will empower divisions to utilise their capabilities and to work within accepted boundaries, as well as to provide an effective and efficient technical support service to the various entities within the University’s structures.
Reactive and Preventive Maintenance
The University experiences several requests daily to address maintenance and for minor works to be carried out. An automated system will be a useful tool in immediately directing such requests to the various sections on a priority basis, to ensure appropriate and timely action.
Facilities Management
Many of the practices governing the use of space, precincts, energy, parking, traffic, transport, cleaning, security, waste and caretaking management, have developed over the years in reaction to the needs and circumstances of the University and its organic growth. However, in order to prove effective and efficient, the policies and procedures guiding all the stakeholders in this respect need to be put into a written policy, so as to ensure the proper functioning of every aspect and for the smooth running of the University’s operational support services. Caretaking management is being given particular importance, given the number of personnel involved and the role that they can play in ensuring operational support.
Capital Projects
The project life cycle of large-scale capital projects often offers various challenges at each stage in ensuring efficient use of resources while satisfying the demands and meeting both present and future needs. A clear definition of roles and responsibilities will assist in guiding all stakeholders in taking correct and timely decisions. In this respect, the project life cycle needs to be defined and documented with written approvals, responsibilities and extent of authority.
Given the various construction activities that need to take place on campus while the University goes about its regular operation, it is essential that communication channels between the administrative entities and the rest of the University is adequate. Construction activity on campus often brings with it challenges and logistical issues, pollution, noise, and parking and accessibility limitations. It is crucial for the University to communicate the challenges, solutions and mitigation measures to all stakeholders.