Institut Polytechnique de Byumba Strategic plan 2013-2017 IPB May 2012 1
Preamble The present IPB Strategic Plan (SP) 2013-2017 is the second in the history of IPB. According to evaluations made, it was judged good and necessary to adopt the previous one of 2008-2012 in reference to the current realities. The new strategic objectives indicate the orientation of actions to be undertaken and their expected results. This strategic plan is established in order to enlighten IPB stakeholders, Government of Rwanda, students and their families as well as IPB staff and authorities on its mission, vision, objectives and long-term operations to reach them. Political authorities at all levels, especially the Ministry of education and all IPB partners will find in it a framework for collaboration. The academic and administrative personnel must see it as a steering tool for their daily activities and projects. The development process of this strategic plan was rather participative. IPB stakeholders both public and private, IPB staff (academic and administrative) as well as IPB student representatives were all involved in its preparation throughout a two-day workshop. Activities envisaged in this strategic plan will be made possible by enhancing partnership with stakeholders and the growth of the number of registered students as well as the work force for their management. A certain number of projects were identified to diversify the sources of income to implement those activities. Compared to the first IPB SP, this new strategic plan gives objectively verifiable indicators that will make it possible to monitor and evaluate its implementation. This strategic plan is a result of combined efforts of all IPB partners and stakeholders who are always striving, through their different constructive ideas and support to see IPB prosper and push forward. We would like thus to take this opportunity to thank all of them. For the following five years, this strategic plan is going to be part of IPB daily life. Commitments to make it happen were undertaken by participants. We want those commitments to be considered as a pact between IPB and the ones who made them. The conjugation of each and everyone s efforts is necessary so that dreams presented by the participants become a reality even before 2017. Done at Byumba, on 10 March 2012. Prof. Dr NYOMBAYIRE Faustin Rector of IPB 2
Executive Summary Institut Polytechnique de Byumba (IPB) is a private institution of higher education located in Gicumbi District, Northern Province. Its mission is to provide quality higher education, to carry out research, and to transfer knowledge and technologies to the community. It was founded by a non profit making association, ADEB asbl, in 2002 but it began teaching in January 2006. However, in 2006 Association IPB was created and replaced ADEB in the management of IPB in order to meet the requirements of the law governing higher learning institutions. IPB was granted a Definitive Operating License by the Government of Rwanda on 16 June 2010. IPB offers degree programmes in three options: Accounting, Rural Development and Social Work run by the Faculty of Social Sciences, Management and Development Studies. It also delivers a short course of Certified Public Accountant (CPA). In collaboration with Worldwide E-Learning Campus (WEC) from India, IPB offers Master of Business Administration (MBA) programmes. In January 2012 IPB had 32 full time academic staff and 15 part time ones. Concerning the number of students, it has steadily increased from 2008 to 2012 as follows: 2008: 753 students, 2009: 893, 2010: 1035, 2011: 1502, 2012:2300. These students attend lectures in three programmes: Day programme, Evening programme and Weekend programme. IPB is managed by the Board of Directors established according to the law governing higher education. This board is assisted by the Academic Senate which deals with all academic issues and the Executive Council concerning administrative and financial issues. At the lower level, there are Faculty and the Department Councils. The day to day management is entrusted to the Rector, who is assisted by two Vice Rectors. At the lower level there are directors. IPB has 4 academic directorates and 6 administrative ones. The academic directorates are the Directorate of Registry and Academic Affairs, Directorate of Quality assurance and Research, Directorate of Information and Technology and Directorate of Library. The administrative directorates are the Directorate of Finance, Directorate of Human Resources and Administration, Directorate of Planning, Directorate of Cooperation, Directorate of Production and Consulting, and Directorate of Students Welfare. The IPB library has steadily increased the number of books from 2008 to 2012. In 2008 it had 3,468 books; 6,359 books in 2009; 21,627 books in 2010; 21,934 books in 2011 and 22,400 books in 2012. 3
The number of computers has also regularly increased. In 2008 there were 15 computers, 61 computers in 2009, 80 computers in 2010, 109 computers in 2011 and 160 computers in 2012. In the years 2008-2011, the IPB budget increased as follows: 2008 the budget of IPB amounted to Rwf253, 490,747; in 2009, it was Rwf229, 106,272; in 2010: Rwf384, 462,105; and in 2011: Rwf752, 092,534. About infrastructure, IPB faces a challenge: it operates on 2 sites and buildings on those sites were borrowed from Byumba Catholic Diocese and the Government of Rwanda. The SWOT analysis which was carried out in January 2012 pointed out the following weaknesses: inadequacy of staff in terms of quantity and quality, insufficiency of infrastructure, lack of land, insufficient budget, gender imbalance, insufficient research and consultancy, and insufficiency of income generating activities. Basing on IPB mission and considering the weaknesses mentioned above, this strategic plan will focus on the following specific objectives: to provide quality education, to increase IPB capacity of accommodating an increasing number of students, lecturers and support staff in general, to increase financial and administrative capacity in general, to increase research and technology for better quality education, to solve community problems by involving students, lecturers and the community. To achieve those objectives IPB will expand the existing faculty of Social Sciences, Management and Development Studies and establish two new faculties: the Faculty of Education and the Faculty of Agriculture, Environmental Management and Renewable Energy. The number of students is expected to grow as follows: 2013: 2,890 students; 2014: 3,623 students; 2015: 4,501 students; 2016: 5,547 students; 2017: 6,124 students. The budget will also increase as follows: 2013: Rwf 1,156,000,000; 2014: Rwf 1,449,200,000; 2015: Rwf 1,800,520,000; 2016: Rwf 2,218,972,000; 2017: Rwf 2,449,669,200. The number of both academic and administrative staff will also increase steadily: in 2013 IPB will have 99 staff, 2014: 133, 2015: 178; 2016: 244; 2017:307. In this period 2013-2017 IPB will set up its own building containing classrooms: 6,124m 2, libraries, laboratories, centres, hostels, restaurants, sports infrastructures etc. To achieve this IPB will resort to a bank loan of about Rwf 1,500,000,000. 4
IPB will increase the number of computers as follows: 2013: 222 computers; 2014: 329 computers; 2015: 500 computers; 2016:792 computers; 2017: 1,225 computers. The number of books will also increase: 34,680 books in 2013; 50,722 books in 2014; 72,021 books in 2015; 99,854 books in 2016; 122,483 books in 2017. The realization of the objectives of this strategic plan will mainly depend on the increase in the enrolment of students. This will mainly depend on the accreditation of new programmes that IPB has already submitted to the National Council for Higher Education. In addition to the accreditation of new programmes, IPB needs to develop infrastructure and equipment without delay. This can be possible through the bank loan of about Rfw 1,500,000,000. IPB experience with banks has proved its capacity to pay back. All the IPB stakeholders and administrative bodies should regularly monitor and evaluate the implementation of this strategic plan. 5
Contents PREAMBLE 2 EXECUTIVE SUMMARY 3 LIST OF ABBREVIATIONS 8 LIST OF TABLES 10 LIST OF FIGURES 11 1. INTRODUCTION 12 1.1. BACKGROUND OF INSTITUT POLYTECHNIQUE DE BYUMBA (IPB) 12 1.2 VISION OF IPB 13 1.3 MISSION OF IPB 13 1.4 IPB CORE PRINCIPLES AND VALUES 13 1.5. IPB GENERAL OBJECTIVE 14 1.6. IPB SPECIFIC OBJECTIVES 14 I.7. NATIONAL FRAMEWORK 14 I.7.1. Vision 2020 14 I.7.2. National Economic Development and Poverty Reduction Strategy (EDPRS II) 15 I.7.3. Higher Education Sector Policy 15 2. PRESENTATION OF IPB FROM 2008-2012 16 2. 1. ADMINISTRATION AND FINANCE 16 2.2. ACADEMIC SERVICES 17 2.2.1. FACULTIES AND DEPARTMENTS 17 2.2.2 ACADEMIC STAFF 17 2.2.3 STUDENTS 19 2.2.4 MODE OF EDUCATION DELIVERY 21 2.2.5 ACADEMIC DIRECTORATES 21 3. FINANCE 2008-2011 23 3.1 INFRASTRUCTURE 23 3.1.1 Land 24 3.1.2 Buildings 24 3.2 SUPPORT SERVICES 24 3.2.1 Information and Communication Technology (ICT) 24 3.2.2 Other Services 24 4. IPB SWOT ANALYSIS 25 6
4.1. STRENGTHS 25 4.2. WEAKNESSES 25 4.3. OPPORTUNITIES 25 4.4 THREATS 26 5. FUTURE IPB (2013-2017) 27 5.1.1 General Objective 27 5.1.2 Specific Objectives 27 5.2 ACADEMIC PROGRAMS (2013-2017) 27 5.2.1. Faculty of Social Sciences, Management and Development Studies 27 5.2.2. Faculty of Education 28 5.2.3 Faculty of Agriculture, Environmental Management and Renewable Energy 28 5.3. EXPECTED STUDENTS IN 2013-2017 28 5.5. IPB Capacity Building 2013-2017 30 5.5.1. Staff Development 30 5.5.2. Infrastructure Development 31 5.5.3. Centres 31 5.5.4. Library 33 6. LOGICAL FRAMEWORK 35 7. FINANCIAL FRAMEWORK 43 8. RISK MANAGEMENT 55 8.1. New program Accreditation/Degree Awarding Powers 55 8.2. Financial Resources 55 8.3. Operational Strategy 55 8.5. Management Information System 56 9. MONITORING AND EVALUATION 57 9.1. Monitoring 57 9.2. Evaluation 57 7
LIST OF ABBREVIATIONS Ac: Academic ADEB: Association pour le Développement Economique et le Bien-être Social asbl: Association sans buts lucratifs (Non profit making association) BoD: Board of Directors CPA: Certified Public Accountants DCAC: Director of Career Advisory Centre DIT: Directorate of Information Technology DL: Directorate of Library DPM: Directorate of Planning and Marketing DQA: Directorate of Quality Assurance DRB: Développement Rural de Byumba DRCS: Directorate of Research and Community Services DRH: Directorate of Human Resources DSW: Directorate of Students Welfare HoD: Head of Department IPB: Institut Polytechnique de Byumba 8
MBA: Master of Business Administration MDS: Management and Development studies MEC: Monitoring and Evaluation Committee MoU: Memorandum of Understanding SS: Social Sciences SSMDS: Social Sciences, Management and Development Studies VRAC: Vice Rector in Charge of Academic Affairs WEC: Worldwide E-Learning Campus 9
LIST OF TABLES Table 1 Full time academic staff. 12 Table 2: Income Statement...31 10
LIST OF FIGURES FIGURE 2: STUDENTS OF THE DEPARTMENT OF SS FROM 2008 TO 2012...19 FIGURE 3:STUDENTS OF THE DEPARTMENT OF MDS FROM 2008-2012...20 FIGURE 4: TOTAL STUDENTS OF THE FACULTY OF SSMDS FROM 2008-2012...20 FIGURE 5: EVOLUTION IN NUMBER OF BOOKS IN IPB LIBRARY...22 FIGURE 6: REVENUE COLLECTED IN 2008-2011...23 FIGURE 7: NUMBER OF STUDENTS IN 2013-2017...29 FIGURE 8: EXPECTED REVENUE IN 2012-2017...30 FIGURE 9: EXPECTED STAFF IN 2017...30 FIGURE 10: COMPUTERS IN 2013-2017...32 FIGURE 11: BOOKS EXPECTED IN 2017...33 11
1. INTRODUCTION 1.1. BACKGROUND OF INSTITUT POLYTECHNIQUE DE BYUMBA (IPB) IPB is a private higher learning institution. It is functioning in accordance with the law N o 20/2005 of 20/10/2005 governing the organization and functioning of higher education in Rwanda. IPB was founded by ADEB asbl (Association pour le Développement et le Bien-être Social). This association was the result of the meeting of natives from fifteen communes of the former Byumba Province in 2000. Their purpose was to get together and promote the integrated development of Byumba. The idea of creating an institution of higher education at Byumba was launched during the meeting of ADEB asbl, a non-profit-making association for the development of Byumba, on 30 June 2002. At that time the name Université Polytechnique de Développement Rural de Byumba, (UNIPODEB) (Byumba Polytechnic University for Rural Development) was given to that institution of higher education. In their meeting on 29 September 2002, the members of ADEB asbl changed the name of the institution to Université Polytechnique de Byumba, UPB in acronym (Byumba Polytechnic University, in English). On 4 April 2003, an agreement of partnership was signed between ADEB asbl and Catholic Diocese of Byumba for the promotion and management of this young University. Byumba Polytechnic University opened on 3 August 2004 with one faculty, the Faculty of Social Sciences, Business Administration and Development Studies. In order to meet requirements of the Ministry of Education, Byumba Polytechnic University stopped teaching in September 2004 for academic and strategic readjustment. In this context the name of the institution changed to Institut Polytechnique de Byumba (IPB), the number of students and the structure of faculties and departments were recast, a new starting point viewed, all this was achieved in the synergy with the Ministry of Education. On 21 June 2005, IPB received the Recommendation from the Ministry of Education authorizing it especially to: «continue contacts with different partners and donors» «continue administrative procedures in order to be granted the legal status» «sign the convention with the Ministry of Education» 12
After that, IPB began teaching solemnly on 26 January 2006. By 2007 HEC decided that all higher learning institutions should be headed by associations and that led to foundation of IPB association (Association of Institut Polytechnique de Byumba) and since then IPB is headed by IPB Association chaired by His Excellence Bishop NZAKAMWITA Servilien. On 30 August 2007, IPB applied for accreditation to the Ministry of Education. On 26 July 2008, the Minister of Education granted the Provisional Operating Agreement to the Institution and approved its name (that is now) Institut Polytechnique de Byumba (IPB). With the provisional operating agreement, the Minister of Education authorized the Institution to issue the following awards: Certificate of Higher Education (Level I) Diploma of Higher Education (Level II) Advanced Diploma of Higher Education (Level III: 1st semester of 3rd year) Ordinary Degree (Level IV: 2nd semester of 3rd year) Bachelor s Degree (Level IV) All the above awards are issued in the following fields Social Work Accounting Rural Development. On 16 June 2010, the Government of Rwanda granted a Definitive Operating Licence to IPB, and on 2 August 2011, IPB held the first graduation ceremony. 1.2 VISION OF IPB The vision of IPB is to become a regional centre of education and expertise contributing to the sustainable socio-economic development of the country and the entire region. 1.3 MISSION OF IPB The mission of IPB is to provide quality higher education, to carry out research, and to transfer knowledge and technologies to the community. 1.4 IPB CORE PRINCIPLES AND VALUES In the realization of its mission, IPB is guided by the following principles and values: 13
Excellence, Academic freedom, Ubupfura (Integrity & nobility), Accountability, Equity, Team spirit. 1.5. IPB GENERAL OBJECTIVE IPB aims at quality transfer of knowledge in Social Sciences, Management and Development studies, IT, Agriculture, Environmental Management, Renewable Energy and Education. 1.6. IPB SPECIFIC OBJECTIVES IPB specific objectives are: 1. To offer quality higher education in different domains and levels, 2. To undertake research in different fields, 3. To produce human resource competitive to the regional market labour, 4. To improve socio-economic conditions of the population of Rwanda and in the region. I.7. NATIONAL FRAMEWORK The common points of IPB interventions and national policies are presented to show the contribution of IPB SP to the development of the country in general and higher education in particular. These include Vision 2020, EDPRS II, and the Education Sector Policy (MINEDUC/NCHE). I.7.1. Vision 2020 It appears from the second pillar of Vision 2020 that It is crucial to understand that the investment required for the development of secondary and tertiary sectors, will not be effective without a skilled workforce. 14
I.7.2. National Economic Development and Poverty Reduction Strategy (EDPRS II) The third thematic area chosen within the framework of the National Economic Development and Poverty Reduction Strategy (EDPRS II) consists in productivity and youth employment based on the need to develop better local capacity to establish a service economy and on what can be only achieved by strengthening education and skills development. I.7.3. Higher Education Sector Policy In its Strategic Plan 2012-2017, the NCHE has adopted four strategic objectives for the development of higher education. These are: Access to education and improvement of the internal efficiency of the educational system; Promoting the quality of education; Relevance of curricula; Management of /and income-generating projects. 15
2. PRESENTATION OF IPB FROM 2008-2012 2. 1. ADMINISTRATION AND FINANCE The current management of IPB is composed of the Rector assisted by two Vice Rectors: Vice-Rector in Charge of Academic Affairs and Research (VRAC) and Vice Rector of Administration and Finance (VRAF). The VRAC coordinates the faculties and the Directorates of Quality Assurance, Research, Registry and Academic Affairs and Library. The VRAF coordinates the Directorates of Planning and Marketing, Human Resources and Administration, Finance and Students Welfare. The figure below presents IPB administrative structure. Figure 1: IPB Diagram 16
2.2. ACADEMIC SERVICES 2.2.1. FACULTIES AND DEPARTMENTS In the period of 2008-2012, IPB had one operational Faculty of Social Sciences, Management and Development Studies. This faculty had two departments: - Department of Social Sciences Option: Social Work - Department of Management and Development Studies Options: Option of Accounting Option of Rural Development In 2011, the Board of Directors approved the creation of 2 other faculties: The Faculty of Agriculture, Environmental Management and Renewable Energy The Faculty of Education In addition, IPB offers short course programs like CPA that had 121 registered students in the year 2011. Moreover, in collaboration with Worldwide E-Learning Campus (WEC) from India, IPB offers Master s programs in Business Administration (MBA). The options offered include MBA Finance, MBA Human Resources, MBA Marketing and MBA Operations Marketing. 2.2.2 ACADEMIC STAFF IPB employed full time academic staff and part-time ones. At that time IPB had thirty-two (32) full time and fifteen (15) part time academic staff. The table below indicates the names of the full time and part time Academic staff and shows their qualifications and ranks. Table 1: Full Time Academic Staff No NAMES Qualifications GRADE 1 Prof. Dr NYOMBAYIRE Faustin PhD Full Professor 2 Prof. Dr NSHIMIYIMANA Juvénal PhD Associate Professor 3 Dr HABUMUGISHA Jean de Dieu PhD Senior Lecturer 17
4 Fr. Dr NTAGARA Venant PhD Lecturer 5 NIYONZIMA Eliézer Master Lecturer 6 GATARE Gateba Sylvère Master Lecturer 7 BAGARAGAZA François Master Assistant Lecturer 8 BAYINGANA Vincent Master Assistant Lecturer 9 KIMWISE Alone Master Assistant Lecturer 10 MANYANGE Nyanchiri Remy Master Assistant Lecturer 11 MAOMBI Emmanuel Master Assistant Lecturer 12 MUBASHAKWAYA Isaac Master Assistant Lecturer 13 MUKARUGWIZA Joyce Master Assistant Lecturer 14 NDAYISHIMIYE Léonard Master Assistant Lecturer 15 NDIKUMANA Déo Master Assistant Lecturer 16 NIYIBIZI François Xavier Master Assistant Lecturer 17 NIYONSENGA Innocent Master Assistant Lecturer 18 NTAGANZWA GASHAGAZA François Master Assistant Lecturer 19 NTIBIRINGIRWA Olivier Master Assistant Lecturer 20 RUGAZURA Mushonda Ephraim Master Assistant Lecturer 21 RWANDEKWE Gilbert Master Assistant Lecturer 22 BAYISENGE Ernestine Bachelor Assistant Lecturer 23 MUKAYISENGA Généreuse Bachelor Assistant Lecturer 24 BIZIMUNGU Jean Baptiste Bachelor Tutorial Assistant 25 DUSABEMUNGU Théoneste Bachelor Tutorial Assistant 26 MUNYANEZA Néhémie Bachelor Tutorial Assistant 27 NTEZIMANA Alexandre Bachelor Tutorial Assistant 28 NZEYIMANA François Xavier Bachelor Tutorial Assistant 29 RUKUNDO Jean Premier Bienvenu Bachelor Tutorial Assistant 30 SIBOMANA Jean Bosco Bachelor Tutorial Assistant 31 RUKUNDO Eraste Bachelor Tutorial Assistant 32 UMUBYEYI Marie Médiatrice Bachelor Tutorial Assistant 18
Most of all the above lecturers who are still marked as holding bachelors degree are about to complete their masters degree in different national and international universities. 2.2.3 STUDENTS In the beginning of the year 2012, IPB had 2300 students in the two departments of the Faculty of SSMDS. The Department of Social Sciences had 618 students while the Department of Management and Development Studies had 1682 students. The table below presents the number of students in each department and how they increased from 2008 to 2012. Figure 2: Students of the Department of SS from 2008 to 2012 According to the graph above, the Department of Social Sciences had slow increase in the last years; more especially the number of boys turn-up was very slow compared to girls. Hence, strategies of increasing the number of students are in progress to the department in general in the year of 2017. The turn-up of students in the Departments of SS will increase positively 2008-2012. 19
According to the chart bellow, the Department of MDS continued to increase in a big number year per year. The increase of boys was slightly less compared to the increase of girls and strategies for maintaining the increased number is in progress. Figure 3:Students of the Department of MDS from 2008-2012 Figure 4: Total Students of the Faculty of SSMDS from 2008-2012 20
As seen above, the Faculty of SSMDS increased in a good number and in systematic ways. The Department of Social Sciences increased slightly less in number compared to the Department of Management and Development Studies. Due to the systematic increase of students from 2008-2011, the revenue collected in those years also increased in a systematic way in that by 2011, the total revenue collected totaled to frw75,209,253 from frw2,534,9074. As a result the academic equipment like computers increased as it will be seen in different charts below. 2.2.4 MODE OF EDUCATION DELIVERY In order to meet needs of students, IPB delivers teachings in three programs: Day programme, Evening programme and Weekend programme. This facilitates people in employment to attend courses at IPB following their availability without leaving their jobs and families. The three programmes are available in both departments of the Faculty of SSMDS. In 2011, the Board of Directors authorized IPB management to begin preparation for opening a distance-learning programme. 2.2.5 ACADEMIC DIRECTORATES In 2012, IPB has the following academic directorates: Directorate of Registry and Academic Affairs, Directorate of Research, Consultancy and Community Services, Directorate of Quality Assurance, Directorate of Library and Directorate of ICT. a) Directorate of Registry and Academic Affairs This directorate manages students files including the delivery of all academic documents and deals with all issues related to admission and examinations. b) Directorate of Research, Consultancy and Community Services This directorate was established in 2011. In addition, it is concerned with research publications, consultancy and other income generating projects. c) Directorate of Academic Quality Assurance This directorate has the task of coordinating all activities related to the quality of education delivered at IPB. d) Directorate of Library 21
This directorate manages the two IPB libraries. In 2012, they contained 22400 books. The figure below indicates the increase in number of books from 2008 to 2012. Figure 5: Evolution in Number of Books in IPB Library e) Directorate of ICT The Directorate of ICT manages all issues related to ICT such as maintenance of computers, internet connection, IPB web site and various soft wares. IPB has one computer laboratory, and one Internet café. One of IPB Campuses is now connected to fiber optic; another Campus relies on wireless connection access to Internet. In 2012, the total number of computers at IPB is 160. Figure 6: Evolution in Number of Computers in IPB 22
3. FINANCE 2008-2011 From 2008 to 2011, IPB revenue increased as it is seen in the chart below. In 2009 revenue decreased due to the fact that the institute was not yet accredited but thereafter, the revenue increased highly as seen bellow. Figure 6: Revenue Collected in 2008-2011 3.1 INFRASTRUCTURE 23
3.1.1 Land IPB Campus I is situated in the property of DRB and Campus II is situated in the land of Catholic Diocese of Byumba, both found in Byumba Sector, Gicumbi District. Currently IPB has applied to get some of the land that was formerly occupied by DRB and now is waiting for the positive feedback from the Government of Rwanda. Hence, there will be sufficient room for the expansion of more buildings. 3.1.2 Buildings Currently IPB has got two campuses. The biggest number of academic activities are carried out at Campus II in the buildings of DRB, while administrative work is done at Campus I in the buildings of the Catholic Diocese of Byumba. 3.2 SUPPORT SERVICES 3.2.1 Information and Communication Technology (ICT) Currently, IPB has 160 computers that are being used for academic and administrative work. Lecturers as well as students use them for research purposes and administrators also use them for office work. IPB is growing in ICT capacity where equipment of ICT like computers increased from 15 in 2008 to 160 in 2012. 3.2.2 Other Services Apart from what has been stated above, other services such as Internet café, two photocopying offices, two canteens are available at IPB and easily accessible to both students and staff. 24
4. IPB SWOT ANALYSIS 4.1. STRENGTHS IPB is accredited; Increasing number of students; Different favourable programs at IPB ( Day, Evening & Weekend); Variety of options; Internal promotion; Representation of students from different parts of the country and outside; Signed MoUs with different institutions; Access to fibre optic connection; Gender balance among students. 4.2. WEAKNESSES Insufficiency of staff and lack of training (quality and quantity); Insufficiency of infrastructure (hostels, restaurants, offices, classrooms, laboratories, library, playgrounds etc), equipments & transport; Insufficient budget; Gender imbalance in academic staff; Insufficiency of research & consultancy; Insufficiency of income generating activities;. 4.3. OPPORTUNITIES Political stability, peace and security in the country and region; Partnership with other institutions and private sector; Favourable environment climate, location; Desire for learning of Rwandans and people from neighboring countries; Favourable government policy to higher learning; Open labour market; Flexibility in teaching through distance and E-Learning; 25
Possibility to have bank loans. 4.4 THREATS Lack of candidates in some options and programs; Poverty in the Rwandan population; Global competition in attracting resources; Global economic crisis; Uncertainty for predicting future labour market. 26
5. FUTURE IPB (2013-2017) 5.1. OBJECTIVES 5.1.1 General Objective In 2017, IPB will be able to transfer knowledge in different domains where finalists will be able to solve different problems facing the country and the entire region by being competitive on the world labour market through income generating activities. 5.1.2 Specific Objectives 1. To provide quality education 2. To make available Competent Resources and adequate Infrastructures 3. To build capacity in Finance and Administration. 4. To reinforce Research and Technology for better quality Education; 5. To reinforce outreach activities within the community. 5.2 ACADEMIC PROGRAMS (2013-2017) In the period of 2013-2017, IPB intends to restructure existing academic programs and introduce new ones. In 2017, IPB will have three operational faculties with 22 options. 5.2.1. Faculty of Social Sciences, Management and Development Studies New programmes will be introduced in two departments of this faculty. It will be structured as follows: Department of Social Sciences o Option of Social Work (existing) o Option of Anthropology (new) Department of Management and Development Studies o Option of Accounting (existing) o Option of Rural Development (existing) o Option of Microfinance (new) o Option of Entrepreneurship and Cooperative Management (new) 27
5.2.2. Faculty of Education The Faculty of Education will have the following departments and options. Department of Education in Arts and Humanities o Option of Education in English-Kiswahili o Option of Education in English-French o Option of Education in English-Kinyarwanda o Option of Education in Geography-History o Option of Education in Geography-Economics Department of Education in Sciences o Option of Education in Mathematics-Computer Sciences o Option of Education in Mathematics-Biology o Option of Education in Mathematics-Geography o Option of Education in Biology-Geography 5.2.3 Faculty of Agriculture, Environmental Management and Renewable Energy This Faculty will have the following departments and options. Department of Agriculture o Option of Crop Production o Option of Animal Production o Option of Agro forestry o Option of Agribusiness Department of Environmental Management and Renewable Energy o Option of Management of Forests and Natural Spaces o Option of Renewable Energy 5.3. EXPECTED STUDENTS IN 2013-2017 In 2012, IPB has 2300 students. As IPB plans to open new programmes and faculities, the number of students is expected to increase every year. In 2013, the expected number of students is 2890 and the number will keep increasing as it is shown the figure below. 28
Figure 7: Number of Students in 2013-2017 As seen in the chart above, by 2017 IPB will have increased in number of students because even faculties, departments and options will have increased. The total number of students will reach 6,124 in 2017. 5.4 EXPECTED REVENUE Due to increased faculties, departments and options, the expected revenue to be collected by 2017 will also increase to Rwf2,449,669,200 from Rwf1,156,000,000 in 2012-2013 as it is seen in the chart below. 29
Figure 8: Expected Revenue in 2012-2017 5.5. IPB Capacity Building 2013-2017 5.5.1. Staff Development In 2017, IPB will have managed to recruit, train and develop about 307 both administrative staff as it is seen in the chart below. Figure 9: Expected Staff in 2017 academic and 30
By 2017, IPB staff both academic and administrative will have increased to 307 from 75 in 2012. As seen in the chart above, academic staff will greatly increase compared to administrative staff. This will be done to comply with the law governing higher learning institutions in Rwanda. 5.5.2. Infrastructure Development As it is required by the Ministry of Education (MINEDUC), Higher Learning Institutions and Universities of Rwanda must have movable properties (teaching materials, tables, chairs, cupboards, etc.) and even immovable properties (parcels and buildings). IPB has movables, but faces the problem of not having immovable. This is because its parcel of Gihembe (located in Gicumbi District) still hosts refugees from the Democratic Republic of Congo (DRC), and therefore IPB cannot manipulate it as long as it still hosts these refugees. It is in this framework that IPB requested some of the buildings and parcels of the former DRB headquarters that are near Byumba centre in order to use and exploit them and consequently better achieve its mission. Authorities of Gicumbi District, as well as authorities of the Northern Province where IPB belongs also requested this. IPB is organizing itself to have its own buildings, which will accommodate fully its beneficiaries and employees at large. That building will contain hostels for both lecturers and students, classrooms and other necessary buildings. In addition, all these will be facilitated by a bank loan or grants that are being negotiated. The building which will consist of 6124 m 2 can be well explained by IPB master plan that is attached to this document. 5.5.3. Centres Once IPB is granted the parcel of Kasehuma, it will establish a research centre in the domains of agro forestry and horticulture and model fields in agriculture and animal husbandry. A laboratory (Processing Unit) will be set at Kasehuma for processing agriculture and animal husbandry products (fruit, vegetables, milk, meat, honey). Another part will be allocated to the research on environment protection and management. More emphasis will be put on techniques of fighting against erosion in mountainous regions. There will be multiplication of fruit seeds, trees that fight against erosion and prevent soil deterioration and those that feed domestic animals. Near cowsheds and pigsty already established at 31
Kasehuma there will be built a hen house and a rabbit hutch. IPB will also build biogas, and research centre where renewable energy will be produced. Language Centre In the framework of its research mission and desire to improve adaptability and reintegration of neighbouring populations, IPB decided to create a language. This centre is also an element of community service that has been assigned to the Directorate of Research. This will allow IPB to have positive impact on socio-economic development of Gicumbi District community. Computer Lab By 2017, IPB will have more computer labs additional to the two available ones where every department and faculty will be occupying its own computer labs. Moreover, there will be a department of information technology that will be using its separate computer labs. IT Centre As it can be seen in the chart below, IT centre will have increased its equipments by 2017, to the extent that computers will rise from 160 in 2012 to 1225 in 2017. Figure 10: Computers in 2013-2017 According to the chart above IPB is seen to build its capacity in ICT. In 2012, it has 160 computers and it is expected to have 1,225 computers by 2017. 32
5.5.4. Library In the year 2017, IPB is expecting to have enlarged its two main libraries, where all necessary equipments will be available and in a modernized way. This is just elaborated in the chart below. Figure 11: Books Expected in 2017 33
5.6. INCOME STATEMENT In this Strategic Plan, IPB intends not only to increase income from academic activities but also to generate revenue from other various sources. In 2007, the expected direct income will be Rwf2,449,669,361 from Rwf1,146,775,730 in 2012. Table 2 below presents the income statement from various sources. Table 2: Income Statement INCOME STATEMENT ITEMS Net value Net value Net value Net value Net value 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total Direct income 1,146,775,730 1,432,110,578 1,762,603,614 2,093,145,295 2,266,133,491 8,700,768,708 Tuition fees 904,924,403 1,021,965,454 1,255,941,440 1,330,333,701 1,485,357,090 5,998,522,088 Other academic income 241,851,327 410,145,124 506,662,174 762,811,594 780,776,401 2,702,246,620 Non academic income 9,224,270 17,089,422 37,916,386 125,826,705 183,535,709 373,592,492 - Bank loan 1,500,000,000 1,500,000,000 Total income 2,656,000,000 1,449,200,000 1,800,520,000 2,218,972,000 2,449,669,200 10,574,361,200 34
6. LOGICAL FRAMEWORK This section will include specific objectives, strategies, activities, expected results, persons in charge and budget. 6.1. To provide Quality Education Strategies Activities Expected results Person in Budget charge Periodical review of teaching programs Undertaking programs evaluation Programme evaluation report by 2013 Deans 14,100,000 Carrying out tracer studies Report ready by 2014 23,240,000 Organizing workshops to enrich academic programmes Workshop held in 2014 8,250,000 Recruiting external examiners for the development of each module External examiners available throughout 2013-2017 26,250,000 Reviewing academic policies periodically Review done in 2012 and 2015 6,300,000 Recruitment /training of teaching staff Recruiting 15 PhD national & non national staff Staff recruited 2012-2017 Deans 7,500,000 Recruiting 50 national & non national staff Staff recruited 2013-2017 Deans 7,500,000 with master s degrees Recruiting 40 staff with Bachelor s degrees Staff recruited 2013-2017 Deans 7,500,000 35
Develop and update programs Ensuring that students get access to efficient and effective career advisory services Supporting /facilitating 10-15 lecturers PhD training in the Africa DQA training mostly at PhD level and other levels region, and abroad or through E- 185,087,846 needed for quality education Learning (2012-2017) Encouraging gender in recruitment process Recruitment done with gender Deans awareness (2012-2017) 2,500,000 Developing new programs New programs developed DQA 5,000,000 Updating curricula depending on market Curriculum updated by 2013 DQA demands 5,000,000 Undertaking academic programs validation Validation done by 2013 DQA 5,000,000 Implementing the validated academic Programs ready by 2013 DQA programs in time 7,750,000 Carrying out tracer studies Two tracer studies per 2 years Deans to be done 2014 & 2016 7,500,000 Carrying out programs evaluation Programs evaluated by 2014 and DQA 2016 5,000,000 Putting in place a career advisory centre Career advisory centre DCAC operational from 2013 10,000,000 Offering career advisory services to all Carrier guidance done DCAC students throughout 2013-2017 8,000,000 Developing a policy for career advisory Policy available in 2013 DCAC activities 1,500,000 36
6.2. To make available competent resources and adequate infrastructures Strategies Activities Expected results Responsible Budget Developing a policy on To develop the policy and present it to BoD Staff development policy in VRAF staff development for consideration and approval place by June 2013 1,500,000 Improving institutional Identifying new partners and establishing Partners identified and MoUs DPMC linkages strong viable ties signed 2013-2017 11,000,000 Strengthening teaching Putting laboratories in place Language lab 2013 Deans facilities Biology lab 2013 85,000,000 Chemistry lab 2013 Physics lab 2013 Equipping two IT labs Two IT labs in place in 2013 at D IT Campus I and II 95,000,000 Providing didactical materials Didactical materials available HODs annually 115,000,000 Recruiting technical staff for labs Technical staff for labs recruited Deans by 2013, 2014, 2015, 2016 and 2,500,000 2017 Improving educational Putting in place new classrooms for 6124 By 2013, new 2500 m 2 built for VRAF facilities and students students and offices for lecturers classrooms. 1,250,000,000 welfare (500 m2 each year) and offices 37
Improving service delivery Putting in place playgrounds at Campus II Playgrounds in place by 2014 VRAF 29,500,000 Building restaurants Restaurant in place by 2014 VRAF 200,000,000 Putting in place students hostels Hostel in place by 2015 VRAF 300,000,000 Providing cultural and recreational facilities Facilities provided by 2013-2017 DSW 25,000,000 Putting in place health services and Infirmary available by 2013 DSW equipping infirmary 40,000,000 Trainings on service delivery procedures Staff trained on service delivery VRAF by 2013-2017 8,500,000 Improvement of service delivery quality From 2013 quality services are VRAF delivered - 38
6.3. To build capacity in finance and administration Strategies Activities Expected results Persons in Budget charge Recruitment &Training Identifying needed posts By 2013 posts identified DHR 5,000,000 of administrative staff Identifying needed trainings 2013-2017 trainings identified DHR 1,000,000 Recruiting new staff New staff recruited from 2013-2017. DHR 10,500,000 Developing staff Staff developed by 2017 DHR 93,500,000 Self- marketing Putting in place a marketing policy and marketing plan Marketing policy, Marketing plan operational by 2014 DPM 25,000,000 Extending services to the community Making different centres operational Crop and animal production centres operational at Kasehuma, DRCS 50,000,000 Mwange, Kaniga and Rwintare, from 2013-2017 Competing for research grants Preparing institutional research plan IPB research plan in place by 2003 DRCS 7,500,000 Preparing and submitting competitive proposals for research grants One proposal submitted by each department each year from 2013- DRCS 15,000,000 2017 Organizing short courses for the Developing training modules Ten teaching modules developed and updated annually from 2013- HODS 111,000,000 39
community 2017 Providing professional training courses Ten professional training courses provided each year Setting up a registered Registering IPB consultancy company to From 2013 to be competitive on consultancy company RDB national market of consultancy HODS DRCS 75,000,000 32,000,000 6.4 To reinforce research and technology for better quality education Strategies Activities Expected results Responsible Budget Strengthen research capacities of academic Organizing research days 2 research days per year DRCS 130,000,000 staff Doing publications in IPB journal 2 issues of IPB journals per year DRCS 25,000,000 Ensure that departments and Developing research proposals suitable for research grants, and 7-8 research programmes conducted annually DRCS 25,000,000 faculties develop research programs that address local, national and regional problems conducting research programmes Put policies in place to encourage research Developing and implementing research policies Research policy into force in 2013 DRCS 2,500,000 Developing relevant technologies based on research results. Technologies availed throughout 2013-2017 DRCS 75,000,000 40
Organizing funding mechanism to Proposals and other related DRCS promote research activities mechanisms made by 2013 7,500,000 Conducting research seminars to Research seminars made annually DRCS enable lecturers committed to from 2013-2017 90,000,000 present their research findings Implementing the publish or Each lecturer contributes to a DRCS perish philosophy by ensuring that research 25,000,000 academic staff publish their research Establish research Connecting IPB to international IPB connected to international DL facilities and equip libraries and journals journals on annual basis 25,000,000 them Acquiring relevant and adequate laboratory materials on annual basis DEANS laboratory materials 300,000,000 Investing in research equipments To invest in research equipment and DRCS and educational facilities educational facilities (2013, 2017) 200,000,000 41
6.5 To reinforce outreach activities Strategies Activities Expected results Responsible Budget Offering short courses Developing training materials Training materials available at the DRCS & trainings to the beginning of each year from 2013-61,000,000 community 2017 Offering trainings to people who are One training every month from HODS not IPB regular students 2013-2017 10,000,000 Carrying out outreach Developing projects to be carried out 4 projects realized or in progress in DRCS activities in collaboration with the community 2017 145,000,000 Promoting innovation Putting in place model demonstration Model farms in place by 2014 DEANS farms 25,000,000 Linking with other Carrying out joint projects with 5 projects operational by 2017 DPM partners partners 125,000,000 42
7. FINANCIAL FRAMEWORK 7.1. Specific objective I. To provide quality education Total expenditure for specific objective one 37,753,792 42,375,979 90,016,889 72,846,528 99,984,657 342,977,846 Strategies Activities 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total Periodical review of teaching Undertaking programs evaluation 2,500,000 250,000 6,350,000 2,500,000 2,500,000 14,100,000 programs Carrying out tracer studies 2,500,000 2,500,000 13,240,000 2,500,000 2,500,000 23,240,000 Organizing workshops to enrich academic 3,250,000 5,000,000 8,250,000 programmes Recruiting external examiners 5,250,000 5,250,000 5,250,000 5,250,000 5,250,000 26,250,000 Reviewing academic policies periodically 2,100,000 2,100,000 2,100,000 6,300,000 Recruitment /training of Recruiting 15 PhD National & non national 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 teaching staff staff Recruiting 50 national and non national staff with 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 43
master s degrees Develop and update programs Recruiting 40 staff with bachelor s degree as T.A 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 Supporting /facilitating training of 10-15 lecturers 10,553,792 18,775,979 30,226,889 50,246,528 75,284,657 185,087,846 mostly at PhD level and other levels needed for quality education Encouraging gender in recruitment process 500,000 500,000 500,000 500,000 500,000 2,500,000 To develop new programs - - 5,000,000 - - 5,000,000 Updating curricula depending on market - - 5,000,000 - - 5,000,000 demands Undertaking the academic programs validation - - 5,000,000 - - 5,000,000 Implementing the validated academic 2,350,000 1,350,000 1,350,000 1,350,000 1,350,000 7,750,000 programs in time Carrying out tracer studies 2,500,000 2,500,000 2,500,000 7,500,000 44
Ensuring that students get access to efficient and effective career advisory services Carrying out programs evaluation 2,500,000 2,500,000 5,000,000 Career advisory center to be in place 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 Offering career advisory services to all students 2,000,000 1,500,000 1,500,000 1,500,000 1,500,000 8,000,000 Developing a policy for career advisory activities 1,000,000 500,000 1,500,000 45
7.2 To make available competent resources and adequate infrastructures Total expenditure for specific objective II 1,618,500,000 145,000,000 232,500,000 81,000,000 91,000,000 2,168,000,000 Strategies Activities 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total Policy on staff development Developing a policy and presenting it to BoD for 1,500,000 1,500,000 consideration and approval Improving institutional Identifying new partners and establishing strong 3,000,000 2,000,000 2,000,000 2,000,000 2,000,000 11,000,000 linkages viable ties Strengthening teaching facilities Putting in place 5 laboratories 40,000,000 25,000,000 10,000,000 10,000,000 85,000,000 Equipping two IT labs 10,000,000 10,000,000 25,000,000 25,000,000 25,000,000 95,000,000 Providing didactical materials 15,000,000 15,000,000 15,000,000 30,000,000 40,000,000 115,000,000 Recruiting technical staff for labs 500,000 500,000 500,000 500,000 500,000 2,500,000 Improving educational Putting in place new classrooms for 6124 1,000,000,000 100,000,000 150,000,000 - - 1,250,000,000 46
facilities and students welfare Improving services delivery students and offices for lecturers Putting in place playgrounds at Campus II 20,000,000 5,000,000 2,500,000 1,000,000 1,000,000 29,500,000 Building restaurants 0 0 200,000,000 - - 200,000,000 Putting in place students hostels 300,000,000 - - - - 300,000,000 Providing cultural and recreational facilities 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 Putting in place health services and equipping an 20,000,000 5,000,000 5,000,000 5,000,000 5,000,000 40,000,000 infirmary Carrying out counseling, guidance, and fighting against HIV/AIDS 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 Trainings on service delivery procedures 2,500,000 1,500,000 1,500,000 1,500,000 1,500,000 8,500,000 Improvement of quality service delivery - - - - - - 47
7.3. To build capacity in finance and administration Total expenditure for specific objective III 88,500,000 81,500,000 66,500,000 87,500,000 105,500,00 429,500,000 0 Strategies Activities 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total Recruitment & training of Identifying needed posts 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 administrative staff Identifying needed trainings 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Recruiting new staff 1,500,000 1,500,000 2,000,000 2,500,000 3,000,000 10,500,000 Developing staff 8,500,000 8,500,000 18,000,000 23,500,000 35,000,000 93,500,000 Self-marketing Putting in place a marketing policy and 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 marketing plan Extending services to the Making different centers operational 25,000,000 25,000,000 - - - 50,000,000 community Competing for research grants Preparing institutional research plan 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 48
Organizing short courses for the community Setting up a registered consultancy company Preparing and submitting competitive proposals for research grants 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000 Developing training modules 15,000,000 15,000,000 15,000,000 30,000,000 36,000,000 111,000,000 Providing professional training courses 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 75,000,000 Registering IPB Consultancy Company to 12,000,000 5,000,000 5,000,000 5,000,000 5,000,000 32,000,000 RDB 49
7.4 To reinforce research and technology for better quality education Total expenditure for specific objective four 137,000,000 92,000,000 152,000,00 342,000,00 182,000,00 905,000,000 0 0 0 Strategies Activities 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total Strengthen research capacities Organizing scientific days 10,000,000 15,000,000 25,000,000 35,000,000 45,000,000 130,000,000 of academic staff Doing publications in IPB journals 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 Ensure that departments and Developing research proposals suitable for 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 faculties develop research programs that address local, national and regional problems research grants and conducting research programmes Put policies in place to encourage Developing and implementing research 500,000 500,000 500,000 500,000 500,000 2,500,000 research policies Developing relevant technologies based on 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 75,000,000 50
research results Establish research facilities and equip them Organizing funding mechanism to promote 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 research activities Conducting research seminars to enable 15,000,000 15,000,000 15,000,000 20,000,000 25,000,000 90,000,000 lecturers committed to present their research findings Implementing the publish or perish philosophy by ensuring that academic staff publish their research 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 Connecting IPB to international libraries and 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 journals Acquiring relevant and adequate laboratory 25,000,000 25,000,000 25,000,000 200,000,00 25,000,000 300,000,000 materials 0 Investing in research equipments and 50,000,000 50,000,000 50,000,000 50,000,000 200,000,000 51
educational facilities 52
7.5: To reinforce outreach activities Total expenditure for specific objective V 61,000,000 61,000,000 61,000,000 129,000,00 64,000,000 376,000,000 0 Strategies Activities 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total Offering short courses & Developing training materials 2,000,000 2,000,000 2,000,000 50,000,000 5,000,000 61,000,000 trainings to the community Offering professional training to people who are 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 not IPB regular students Carrying out outreach activities Developing projects to be carried out in collaboration 25,000,000 25,000,000 25,000,000 45,000,000 25,000,000 145,000,000 with the community Promoting innovation Putting in place model demonstration farms 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 25,000,000 Linking with other partners Carrying out joint projects with partners 25,000,000 25,000,000 25,000,000 25,000,000 25,000,000 125,000,000 53
Current expenditure 7.6 Salary and management 7.7 Reimbursement of the bank loan 713,246,208 855,895,450 1,027,074,540 1,335,196,901 1,735,755,972 5,667,169,070 171,428,571 171,428,571 171,428,571 171,428,571 685,714,284 Years 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total Total incomes per year 2,656,000,000 1,449,200,000 1,800,520,000 2,218,972,000 2,449,669,200 10,574,361,200 Total expenditure per year 2,656,000,000 1,449,200,000 1,800,520,000 2,218,972,000 2,449,669,200 10,574,361,200 54
8. RISK MANAGEMENT 8.1. New program Accreditation/Degree Awarding Powers The strategic plan is based on the assumption that new programs accreditation will be acquired in 2012. IPB strives for this accreditation as early as possible in order to increase its quality and capacity in teaching marketable programs. If this academic recognition is achieved later than expected, this will not fundamentally affect this strategic plan: expected results will be postponed, but maintained. 8.2. Financial Resources Large investments will need to be made in infrastructure and equipment that IPB needs for the support of its beneficiaries. The current partners, some promising new relationships, and the availability of a new national fund for investment in education constitute a sufficient guarantee that financial resources will be available. IPB has proved in the past years to be able to realise smaller investments (through taking into account depreciation of its equipments and will continue this financial management system. 8.3. Operational Strategy In order to cover the risk of delayed or lower income, IPB will create a financial reserve, allowing the institution to cover its operational expenditure per 6 months. 9.4. Student Enrolment The increased enrolment of students is an aim in itself but also a condition for the achievement of the strategic objectives. The demand for higher education especially in the fields of expertise of IPB is considered sufficient and increasing. Considering the increasing popularity of the within the Faculty of SSMDS a continued increase of students can be expected. A more moderate but significant growth of both Faculties of Education and of SSMDS is planned and will be sustained by extra efforts in marketing. The national policies, favouring English beyond French will certainly provide opportunities for IPB to increase the interest in language related programmes. IPB will develop Page 55 of 59
strategies to develop the Faculty of Agriculture, Environmental Management and Renewable Energy as it was the main orientation of the institution from the very beginning. 8.5. Management Information System In order to manage risks effectively, IPB will establish a sound management information system allowing close monitoring of the development of the Institution. Page 56 of 59
9. MONITORING AND EVALUATION The purpose of monitoring and evaluation will be to inform all stakeholders of the progress in meeting goals, strategic objectives and targets set in this five year strategic plan. The exercise will also be used by the management of IPB to make informed decisions with respect to achieving the objectives. It will further help in assessing the efficiency, effectiveness, impact and sustainability of the Institute and its activities. 9.1. Monitoring The implementation of this Strategic Plan will be monitored by the respective organs of the Institution: General Assembly of IPB Association Board of Directors Senate Executive Council Annual action plans will refer to the strategic plan and present in more details the results and activities to be achieved in that specific year. They will provide also the occasion to specify and if deemed necessary to modify and actualize elements of this Plan. Annual reports will provide information about the progress of the strategic plan and draw lessons to be translated into the subsequent annual plans. 9.2. Evaluation In the course of the third year of this strategic plan, if deemed necessary, an evaluation of this plan will be conducted. The organisation of that evaluation will be determined by IPB. The framework for monitoring and evaluation will be as follows. Heads of departments, deans of faculties and directors of different services will have roles and responsibilities in their respective areas to implement this plan. Each Head, Dean and director will Page 57 of 59
individually take ownership of action programs which fall under the respective areas and make monthly progress reports to the office of the Rector. The Executive Council will form a Monitoring and Evaluation Steering Committee which will discuss reports from individual heads of departments, deans of faculties and directors. Critical issues identified in the respective reports should be comprehensively discussed and remedial measures agreed at the Steering Committee meetings. The Committee may, at its discretion, establish motivation or penalty systems for performing and non-performing departments, faculties and services/directorates respectively. The Executive Council will make quarterly progress reports to the IPB Board of Directors. The Board will perform an oversight role during the implementation of the plan and will equally share responsibility of its success or failure. It will therefore study critically the reports submitted by the Executive Council and issue appropriate policy guidance. The board will conduct a comprehensive evaluation once a year. These evaluations will be based on the indicators shown in the Action Plan Matrix and the targets. Reports of the evaluation will be forwarded to IPB Association. They can also be forwarded to other interested stakeholders, collaborators and partners. It is expected that the Monitoring and Evaluation Committee (MEC) will form the basis of providing monitoring and evaluation tools. Such tools may be designed from issues related to the clarity of the plan with respect to achieving the vision, mission and mandates of the Institute, its dynamism, feasibility, ownership by all staff and team spirit. This office will also capture inputs, processes, outputs, variances as well as impeding or impelling factors. The MEC will ensure that before each action program is started, a logical framework will have been prepared to capture, at the minimum, information relating to indicators, targets, inputs, outputs, processes/activities, time schedules, roles and responsibilities for all objectives. This information will provide the basis of a database specifically designed to help in the implementation, monitoring and evaluation of IPB Strategic Plan 2013-2017. Page 58 of 59
Key Questions The monitoring and evaluation of the implementation of the strategic plan will focus on the following questions: 1. Are goals and objectives set for this strategic plan being achieved or not? 2. Will the goals be achieved according to the timelines specified in this strategic plan? If not, why? 3. Should the deadlines for completion be changed? 4. Do personnel have adequate resources (finance, equipment, facilities, training, etc.) to achieve the set goals? 5. Are the goals and objectives still realistic? 6. Should priorities be changed to put more focus on achieving the goals? 7. Should the set goals be changed? 8. What can be learned from the monitoring and evaluation in order to improve future planning activities and to improve future monitoring and evaluation efforts? Reporting Results of Monitoring and Evaluation The report of results of monitoring and evaluation of IPB Strategic Plan 2013-2017 will describe: a) Answers to the above key questions; b) Trends regarding the progress (or lack thereof) toward goals, including which goals and objectives; c) Recommendations about the status; d) Any information needed by the management of IPB. Page 59 of 59