Vision and Mission. Vision. Mission. To be one of the leading international tertiary education providers and a research-led university.

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2 Vision and Mission Vision Mission To be one of the leading international tertiary education providers and a research-led university. To provide quality education to students and promote knowledge creation and dissemination through research and innovative teaching while responding to the developmental needs of the country and the global community. 1

3 Core Values Good Governance The UoM s policy of good governance is based on the principles of Accountability, Equality, Integrity, Ethics, Transparency, Respect, Sense of Belonging and Fairness at all levels. Intellectual Freedom Our staff enjoy freedom of thought and expression, and are empowered to nurture their creativity and invest in their personal development through the use of innovative technologies. Leadership Our staff take the initiative in leading the UoM towards the successful fulfilment of its mission in the spirit of dignity and mutual respect. Quality Our staff have customer care and customer service at heart and a strong desire for excellence which are to be achieved through professionalism, team-working and recognition for hard work. Social Responsibility The University believes that its sustainability cannot be ensured without accomplishing its social responsibilities. Its services are accessible to all citizens of Mauritius as its staff put their expertise at the service of society. Good Governance Intellectual Quality Freedom Leadership Social Responsibility 2

4 The Change Agenda Based on the analysis of UoM s current situation, the following Strategic s have been identified, to drive the change agenda and to enable the UoM to achieve its vision for 2020: 3

5 1Strategic Excellence in Teaching and Learning The University of Mauritius is committed to providing all its students with teaching and supervision of the highest quality, and to ensuring excellence in student learning experiences and outcomes. This includes the adoption of innovative teaching practices and the creation of an environment that promotes engaged, active learning, with the ultimate goal of preparing students to be leaders and thinkers of the world. The University will strive to bring quality enhancement in teaching with a move towards outcome-based and/or student centred teaching. The University will strive to strengthen its links with other stakeholders to provide a workforce to meet global challenges and to support the country s quest for lifelong learning opportunities. Excellence in Teaching and Learning 4

6 1Strategic i Excellence in Teaching and Learning Objectives Key Actions Key Performance Indicators To enhance the quality of teaching and learning Promote the use of a variety of effective and innovative pedagogical methods, including research-based teaching, active and applied learning, problem-solving, etc Develop programmes that support innovative, inter-disciplinary and diverse curricula Number of modules/programmes which use innovative pedagogical methods and research-based teaching Number of inter-disciplinary programmes offered To meet accepted local and international norms and standards Work for accreditation / recognition of programmes with local and international educational/ professional accreditation bodies Develop a policy on inter-university transfer of credits to facilitate international student exchange and enrolment Number of programmes accredited Number of international students enrolled on various programmes as full time or exchange students To build capacity in emerging sectors and contribute actively in the creation of a Knowledge Society Develop new undergraduate and postgraduate programmes in line with both the local industry requirements and the government vision for tertiary education Number of new programmes responding to local industry requirements and in line with government policy To increase the employability of graduates Regular consultations with stakeholders specially within the industry on the evolution of job market requirements Develop work-based learning and professional placements in order to equip students with real-world skills Set up career counselling and career guidance services on campus Number of programmes including industry placement Number of students following placements/internships Number of graduates obtaining employment within 6 months/1 year of graduation 5

7 1Strategic i Excellence in Teaching and Learning Objectives Key Actions Key Performance Indicators To promote industry-university interactions and mutually beneficial exchanges for quality training Develop a policy of recognition of prior learning Offer Executive Development Programmes (EDP) and Continuous Professional Development Programmes (CPD) for both public and private sector employees Number of students enrolled under regulations for the recognition of prior learning or the acceptance of mature students Number of EDPs/CDPs offered To extend our provision for open and online education Develop an institution-wide e-learning policy and encourage members of staff to adopt online modes of delivery Number of modules/programmes offered via online/ blended mode To inculcate a lifelong learning culture in our graduates Offer tailor-made Distance/Online Education (DEOL) programmes Number of tailor-made DE and DEOL programmes offered Number of students enrolled in DE and DEOL programmes 6

8 2Strategic Excellence in Research and Innovation The pursuit of innovative and interdisciplinary exploration is vital to the university s long-term academic and economic prosperity. The main goals of this strategic direction are to raise the overall quality of research, steer the University of Mauritius into the arena of academic excellence, foster a vibrant, successful and interactive research community that generates ideas and discoveries, create new fields of knowledge, promote impact-driven multidisciplinary research, provide opportunities for internationalisation and implement measures that will increase the research visibility of the University. Excellence in Research and Innovation 7

9 2Strategic Excellence in Research and Innovation Objectives Key Actions Key Performance Indicators To enhance research and innovation capacity Promote a research culture on campus and provide more resources to Faculties/Centres to undertake research Establish a Knowledge Transfer Office to assist researchers in patenting and IPR issues Develop and strengthen the Doctoral School to increase enrolment of students on MPhil/PhD programmes Percentage of UoM budget directed towards research Number of research reports and patents emanating from projects Number of MPhil/PhD students and number of staff holding PhD qualification or Postdoctoral experience To drive research based on industry and societal needs Engage in research areas which address industrial and societal needs Direct research expertise towards national priorities/policies and initiatives Support academic/industrial, multi-dimensional or multi-disciplinary, intra- or inter-institutional collaboration in research Number of research projects based on industrial and societal problems Number of funded projects directly relevant to national needs and amount of revenue obtained Number and diversity of industrial and external institutional collaborators To promote regional and international collaborations for research Initiate efforts for UoM to be more active in regional projects in partnership with Indian Ocean Commission, SADC and COMESA countries Build networks within national, regional and international research communities Number of regional and international networks established Number of projects undertaken as part of regional and international collaborations 8

10 2Strategic Excellence in Research and Innovation Objectives Key Actions Key Performance Indicators To stimulate performance in Encourage staff and students to opt for short term attachments to Number of short term attachments to international Objectives research international Key Actions universities universities Key Performance Indicators To stimulate performance in research To develop Centres of Excellence in niche areas To develop Centres of Excellence in niche areas To disseminate research results Encourage staff and students to opt for short term attachments to international universities Set up new Centres of Excellence in emerging sectors of the economy Set up new Centres of Excellence in emerging sectors of the economy Promote publications in high indexed journals Seek inclusion in reputed databases, indexing and marketing of UoM Research Journal Organise high level conferences in collaboration with reputed institutions Number of short term attachments to international universities Number of projects/ publications/ patents by Centres of Excellence Number of projects/ publications/ patents by Centres of Excellence Number of peer- reviewed publications in high indexed journals Number of databases/ indexing services that include the UoM Research Journal Number of conferences organised in collaboration with reputed institutions 9

11 3Strategic Enriching Student Experience The University of Mauritius places a lot of emphasis on the health and well-being of its students. We believe that complementary learning opportunities inside and outside the classroom augment the academic excellence of our students. Experiencing diversity brings valuable insights to students about themselves and other cultures. We further believe that internships, placements and community service provide students with opportunities to synthesise, integrate, and apply their knowledge. It is our aim to attract more high-performing students from Mauritius and across the world and to improve our reputation for the quality, intellectual challenge and international dimension of our degree programmes, the engagement of our teaching staff and the infrastructural support that we provide. Enriching Student Experience 10

12 3Strategic Enriching Student Experience Objectives Key Actions Key Performance Indicators To provide excellent service and support on campus to students Consolidate existing Offices/Units dealing with students matters to provide efficient service to students Set up a monitoring unit under the Registrar s Office to address students complaints Offer Counselling Services to students Improve management of student life cycle Provide support and specialised services to international students Satisfaction survey results on provision of services by UoM Actions taken to address students complaints Setting up of a Counselling Centre at the UoM for students Identification and implementation of solutions to manage student life cycle Creation of an International Student Centre to handle all matters pertaining to international students To offer innovative scholarship and sponsorship schemes Provide financial assistance to students in the form of scholarships based on their academic achievement and their financial situation Implement a scholarship programme based on the national sports achievement of students Establish joint split-site/student exchange agreements with regional/ overseas universities Number of students benefitting from sponsorships based on academic achievement and financial situation Number of students benefiting from sponsorships based on national sports achievement Number of students participating in international exchange programmes 11

13 3Strategic Enriching Student Experience Objectives Key Actions Key Performance Indicators To organise extra-curricular activities and offer welfare facilities to students in collaboration with the Students Union Organise sports competitions between Universities Promote sports activities of international standard Number of sports competitions and sports activities organised Number of students participating in national and international sports events To involve students in major decisions through membership of committees at Faculty /Centre and University levels Appoint student representatives as members of committees and working groups at Faculty, Centre and University levels Number of committees with students as members 12

14 4Strategic Strategic Partnership for Internationalisation The rationale behind this strategy is to establish partnerships with local and international institutions to enhance the University s impact and visibility on the international scene. We will build on existing areas of good practice and achievement within the University to promote and grow our collaborative links with academic and industrial partners internationally, in a manner that ensures that the University s core business of research and education, and its reputation, are enhanced. The University endeavours to establish further strategic alliances and strong, collaborative research links with leading research intensive Universities across the world to strengthen its research capacity and offer its expertise for capacity building in the region, especially in Africa. Strategic Partnership for Internationalisation 13

15 4Strategic Strategic Partnership for Internationalisation Objectives Key Actions Key Performance Indicators To set up an Asia-Africa Knowledge Platform Create an Asia-Africa Centre for Teaching, Research and Consultancy to address issues relevant to Africa and Asia Number of collaborative agreements signed with Asian/ African Higher Education Institutions To establish collaborative ventures with Higher Education Institutions at regional and international levels Establish collaborations with internationally reputed Higher Educational Institutions (HEIs) to mount joint award programmes Establish agreements with international research centres Increase the number of international and inter-institutional collaborative research projects Number of collaborative teaching and training programmes and projects with regional and international higher educational institutions Number of affiliations to national/ regional/international bodies/ organisations Number of collaborative international research grants/ projects 14

16 5Strategic Sustainable Community Engagement The University embraces community engagement as being both central to the university s mission and as an opening to excellence in teaching, learning and research. Community engagement encompasses the ways through which UoM staff and students make significant contributions to local, societal, and global issues (such as problems of environmental sustainability, poverty and health) by either participating in or contributing to public discourse in relevant domains and by sharing their expertise with members of the broader community. Sustainable Community Engagement 15

17 5Strategic Sustainable Community Engagement Objectives Key Actions Key Performance Indicators To promote University-community partnership Include the voice of the local communities in the university research agenda through meetings and workshops Create broad public awareness of the University s mission and contributions Number of organizations contributing to applied research at community level Number of outreach workshops/extension activities/ community engagement placement opportunities To apply current knowledge to the country s evolving needs Act as a Think tank for the country Number of public lectures and talks on national issues organised To adopt strategies that enhance proximity with our community and our alumni Provide services to communities living around the campus Promote the Alumni for life concept Number of activities carried out benefiting the local community Number of projects in collaboration with alumni Determine avenues of collaboration with UoM alumni to expand the opportunities of students and to help the community at large Number of alumni providing services, facilitating placements and mentoring UoM students on placements 16

18 5Strategic Sustainable Community Engagement Objectives Key Actions Key Performance Indicators To promote formal and informal education and to disseminate research findings through social networks and open educational methods Develop an integrated and user-friendly web portal for the delivery of community engagement programmes and alumni activities Make better use of UoM website and social media to foster greater public recognition and appreciation of the accomplishments of the UoM with regards to community engagement Dissemination of research findings to end-users in lay terms in the local media Statistics related to Facebook, Twitter (e.g. followers, mentions, likes) Develop certificate (award or non-award) programmes targeting specific groups or fields Number of non-formal or formal short courses for the community To support the local community to develop sustainable solutions to immediate problems Foster engagement with our communities of interest Number of projects offering turn-key solutions for the communities 17

19 6Strategic Long-Lasting Financial Sustainability The rising costs of higher education and research and competition from other Higher Education providers, are challenges faced by the UoM and impacting heavily on its development. With the changing tertiary education landscape and as per international trends where publicly funded Tertiary Education Institutes are being called to be more and more financially independent, the UoM has to find diversified sources of funding to ensure its sustainability over the long term. Long-Lasting Financial Sustainability 18

20 6Strategic Long-Lasting Financial Sustainability Objectives Key Actions Key Performance Indicators To raise funds from additional sources Set up a mechanism for fundraising Raise funds through the Alumni Association Tap funding from regional and international funding agencies for UoM projects Develop an industry sponsorship programme Amount of funds raised Amount of funds raised by alumni activities Number of projects financed by regional and international funding agencies Number of industry-sponsored projects To increase income generating activities Undertake entrepreneurial activities Attract high-value research and consultancy projects at national, regional and international levels Upgrade the physical infrastructural facilities of the UoM for renting purposes Number of entrepreneurial projects Number of high-value research and consultancy projects and amount of revenue obtained Amount of revenue generated through the rental of premises To reposition the UoM to facilitate fundraising Reposition the university through adequate marketing activities that use innovative communication channels Development and implementation of marketing activities 19

21 6Strategic Long-Lasting Financial Sustainability Objectives Key Actions Key Performance Indicators To develop cost effective paid short courses and programmes Offer Executive Development Programmes(EDP) and fee-paying short training programmes Increase number of high demand, fee paying programmes Number of EDPs and training programmes offered Amount of revenue generated from EDPs, Continuous Professional Development (CPD) and paid undergraduate and postgraduate programmes To increase enrolment rate of international students Enhance marketing activities to attract international students Number of international students Revenue from international students To increase cost efficiency of programmes on offer To work towards an optimum number of programmes and students per cohort so that they are in line with available resources at the UoM Running cost of programmes 20

22 Creating an Enabling Environment People Infrastructure In order to establish and maintain high standards of teaching and research by academic staff, the University has a responsibility to provide crucial resources and training. The enablers required to achieve these strategic objectives are: Committed and dynamic human resources Fit-for-purpose equipment and facilities Responsive systems to serve the changing needs of the University Adoption of a recruitment policy capable of attracting highly qualified staff Strengthening of the induction process for new staff through mentoring Introduction of a Performance Management system with key performance indicators and targets Offering of Continuous Professional Development (CPD) schemes with emphasis on relevant skills and talents Enhancement of Employee Value Proposition through proper management of rewards and benefits and provision of flexible work options for work-life balance Recognition and rewards for people who strive for excellence at all levels, especially those who are proactive in finding solutions Promotion of a common set of values centred around principles of fairness and ethics Strengthening of the sense of belonging, employee engagement and teamwork Upgrading of the learning setting of the University (such as lecture rooms, teaching tools/aids and equipment) Improvement of support infrastructure (recreational areas, student accommodation and cafeteria) Provision ofspecialised research equipment, high-end ICT infrastructure and deployment of performing software Improvements to the existing library and optimisation of its reach through digital access Transformation towards a Green Campus through the efficient use of energy including for IT systems and through the promotion of recycling activities. Increase in the use of relevant technologies at all levels Innovative means to generate funds Creation of a culture of supportive and collegial leadership and empowerment of employees Enhancement of collaboration with former staff and alumni 21

23 Creating an Enabling Environment Processes Finance Promotion of a customer-focused approach Streamlining of procedures in order to minimise the administrative burden Investment in adequate human capital and alignment of HR requirements to the budget Reduction of the University s operational costs through economies of scale, rationalisation and close monitoring Judicious use of data for decision making at all levels Judicious exploitation of commercial opportunities Undertaking of an assessment/review by an external institutional auditor Working towards an optimum number of programmes and students through a programme cost-benefit analysis Use of effective communication strategies to engage with key stakeholder groups and promote the University Review the mode of delivery of modules to reduce costs in the long run (e.g. blended learning) Development and implementation of Procedure Manuals at all levels 22

24 Uom Strategy map Vision UoM Strategy Map To be one of the leading international tertiary education providers and a research-led university Enablers People Infrastructure Processes Finance 23

25 ORGANIGRAM OF THE UNIVERSITY OF MAURITIUS Senate Boards of Faculty Centres Student Affairs Academic Division Pro-Vice-Chancellor (Academia) Faculty Management Quality Assurance Research Finance Council Vice-Chancellor Planning and Resources Division Pro-Vice-Chancellor (Planning & Resources) Human Resources Marketing Public Relations Facilities Management Facilities & Service Division Chief of Facilities & Services Information Technologies & Systems Library Procurement & Supply 24

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