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By Fred M. Hayward

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Extra resources for A Guide to Strategic Planning for African Higher Education Institutions

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Failure rates will be reflected in income losses from state funding (50 per cent of the subsidy under the current South African Post-Secondary Education formula)1 – a cost that must be taken into consideration when doing long-term planning. Similarly, a review of data on staff gains, losses, promotions and benefits is essential to effective planning. Questions to consider at this point include the following: ■ Is there a bulge in staff age groups, suggesting that a disproportionately high number will be retiring at a certain time?

If possible, the process should at least have the assurance that constant funding will be available. Peninsula Technikon provides an excellent example of what can be done by way of incentive funding during the strategic planning process. Vice-chancellor Figaji publicly set aside substantial funds to be accessed on a competitive basis by units for promoting projects that reflected institutional priorities in the strategic plan. This funding allowed several major projects to get under way early in the process, and thus provided an immediate demonstration of the importance and utility of the strategic planning process.

Setting priorities for plan implementation Establishing implementation priorities is a vital part of the strategic planning process. It is useful to identify several strategic planning goals that can be achieved quickly (for example, the implementation of bridging courses) and make them the highest priority. This will demonstrate that strategic planning can bear fruit quickly and will help sustain support for some of the often difficult long-term implementation efforts. Some high-priority goals will follow logically from the process because they follow other actions (for example, building an information-technology centre prior to making computer literacy a requirement for all graduates).

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