Strategic Plan 2015 2020 - Gov
Strategic Plan2015 – 2020
VisionGlobally Reputable Qualifications Authority Empowering People in Namibia.MissionTo Sustain a National Framework that Assures Quality Qualifications.Core yExcellenceStrategic GoalsNQA Growth and DevelopmentEducation and Training Quality Assurance Systems ImprovementNQF Development and ImplementationRelationships Management2015 – 2020 Strategic Plan2
ContentsAbbreviations . 4Introduction and Background . 5Stakeholder Analysis. 7SWOT Analysis . 12Key Strategic Issues . 13High Level Statements . 14The Core Values . 15Strategic Goals and Mission. 16Vision and Strategic Goals Linked to Strategic Objectives . 172015 – 2020 Namibia Qualifications Authority Scorecard . 19Conclusion . 332015 – 2020 Strategic Plan3
TAOPMPMSQARPLSWAPOSWOTUNAccreditation, Assessment and AuditHuman ResourcesInformation Communication TechnologyMemorandum of AgreementMemorandum of UnderstandingNational Council for Higher EducationNational Development PlanNon-Government OrganizationNational Qualifications Framework Information Management SystemNamibia Qualifications AuthorityNational Qualifications FrameworkNamibia Training AuthorityOffice of the Prime MinisterPerformance Management SystemQuality AssuranceRecognition of Prior LearningSouth West Africa People’s OrganizationStrengths, Weaknesses, Opportunities, ThreatsUnited Nations2015 – 2020 Strategic Plan4
Introduction and Background1.1.The Purpose of a Strategic PlanThis Strategic Plan is intended to define a long-term, future-oriented process ofassessment, goal setting and strategy building that maps a commonsense approachto anticipating a future that is both desirable and achievable. Strategic planninginvolves the careful consideration of an organisation’s capabilities and an environmentthat leads to priority-based resource allocation.This purpose of this Strategic Plan is to improve the chances of reaching desirablepossible outcomes – Globally reputable qualifications authority empowering people inNamibia – to create the future, not to just predict it.The Strategic Plan provides numerous benefits to the NQA which, among others,include a: 1.2.Communication tool to provide clarity on set objectives organisation wideLink between the people, processes and resources as well as aligning theentire organisation to achieving identified goals.Platform to cascade organisational objectives to business units and thereafterto individuals using the scorecards.Platform to introduce a Performance Management SystemRoadmap to create a desired NQACapability for senior management to manage results and not people, therebyintroducing a results oriented culture.The Linkage to the High Level StatementsThe legal framework and guiding principles for the Namibian Government were takeninto consideration. This Strategic Plan is designed and aligned to ultimately deliver onthe expected outcomes of the following: The Namibian ConstitutionVision 2030NDP 4The SWAPO ManifestoUN Millennium Development Goals2015 – 2020 Strategic Plan5
NamibianConstitutionUN MillenniumDevelopmentGoalsStrategic PlanSWAPO PartyManifestoVision 2030NDP42015 – 2020 Strategic Plan6
Stakeholder AnalysisStakeholderStakeholder Wantsand NeedsNQA Wants andNeedsStakeholder RisksNQA RisksMitigating ActionsMinistry of HigherEducation, Trainingand Innovation andState OwnedEnterprise Council Service to the public Implement policies Contribute to nationalgrowth Financial efficiency Fulfill mandate Quality qualifications Infrastructure tomonitor training andqualifications Financial securityObjectivityClarity of directionAutonomySupport andadvocacy Implement a lawagainst fly-by-nightinstitutions Changing prioritiesNon-performanceNegative exposureLack of credibilityInvalid accreditation Performanceagreements Communication Leadership politicallyacute Various forums NQA ActAmendmentTraining Providers Credibility andaffordability ofaccreditation Recognition Support and access Fairness andconsistency Clarity ofrequirements Speedy service Marketing ofprogrammes tostakeholders Engage experts toevaluate Lack of fairnessSlow serviceNo serviceLack of feedbackAwareness of theneed to becomeaccredited. Interference Political pressures Conflictingagreements Wind-up of NQA Insufficient finances Conflicting laws Unexpectedrequests/instructions Accreditation is notcompulsory Poor performance Abuse of learners Non-compliance “Lip nce of needsof the nation Honesty Articulation Accountability2015 – 2020 Strategic Plan InformationContactEfficiencyEveryone doing rightthings right Implementation ofstrategic plan7
StakeholderStakeholder Wantsand NeedsNQA Wants andNeedsStakeholder RisksNQA RisksMitigating hers Service Recognition ofqualifications andexperience Information onproviders Access Trust and Security Database Authenticity ofqualificationdocuments Information on statusof qualification Transparency Knowledge of serviceproviders Compliance Marketing Contact Feedback andinformation Honesty Sound choices Authority bodyrecognition Waste their dollars Hold up theiractions e.g.enrollment Usurp their roles Slow service Distant from remoteareas Reactionary Dishonesty/forgery Outdated unitstandards Participation andinvolvement Standards Engagement withproviders Endorsement ofqualifications Authenticity ofqualificationdocumentsInformation onstatus ofqualification Ignore NQA & NQF Don’t participate Engagement Information Motivate legislationto make compulsory. Registration ofqualifications andstandards Information onproviders Information onqualifications Support andguidance Outreach Registration ofqualifications andstandards Participation Recognition andcredibility. Inefficient servicesSlow serviceInconsistent serviceWithdrawal ofaccreditation status Don’t participate Loss ofcredibility/reputation. Professional BodiesIndustry Bodies 2015 – 2020 Strategic InformationTechnical assistanceElaborate on supportClearcommunicationchannels Continues capacitybuilding8
StakeholderStakeholder Wantsand NeedsNQA Wants andNeedsStakeholder RisksNQA RisksMitigating ActionsExternal employers andHR practitioners Assurance ofqualificationcredibility Assurance of holdersof qualification havemet standards List of credibleinstitutions andlearning pathways Alignment with oldqualifications withNQF Recognition RPL Access to evaluationof qualifications Service Informationon institutions andpathways Use of the NQFsystems Their understandingof NQF systems Acceptance ofchange inqualification systemsand outcome based Frustration with“complexity” of NQFsystems. Perceived isolationfrom and NQF Inconsistency Lack of capacity Accreditation Implicated inCompany HRprocesses,competencies andspecifications NQF becomes “whiteelephant” Lack of capacity Obtain NQF awards Trust in decisions Volume leads tounmet expectations Source of negativepublicity Availability ofcredible training andassessment system Information Good deal formembers. Support/advocacy Involvement Volume leads tounmet expectations Source of negativepublicity Lobby against Information EngagementEmployees and PublicUnions Frustration at lack ofoptionsFrustration withcomplexity of NQFsystemsStudy and spendbut do notrecognizedFrustration at lack ofoptionsFrustration withcomplexity of NQFsystemsStudy and spendresources but donot recognized2015 – 2020 Strategic PlanInformation sharingEngagementProvide case studiesProvide additionalresources Segmentation offocus9
StakeholderStakeholder Wants andNeedsNQA Wants andNeedsStakeholder RisksNQA RisksMitigating ActionsCritical StatutoryBodies/SoEs Clear demarcation ofresponsibilities Communication Technical assistance Lack of clientfrustration Service Credibility/transparency Timely payments Fairness Clear demarcation ofresponsibilities Communication Technical assistance Lack of clientfrustration Service Quality Transparency Aftersales Service Duplication Competition forresources Duplication Competition forresources Downsize Loss of expertise Communication Networking MoU’s/Agreements Non-paymentLobby Groups andNGO’s Representation To be heard Interest to be served Conflicting interests Clear procurementpolicies andimplementation Budgeting CommunicationInternational Partners CooperationSupportUseful inputsQualificationsdevelopment Benchmarking Capacity building Recognition Non-performance Cost increase Non-availability ofstock Conflicting interests Credibility for ourevaluations CultureCredibilityDamage toreputation Damage toreputation Prescribing Clear MoU Communication Positive exposure Support Dissemination ofrelevant information Improve thenewspaper, etc CommunicationbreakdownBlacklisting Negative coverage Inadequatecoverage Media orationConsultationAgreed standardsContributionsUp to date InformationCorrect and FactualInformation 2015 – 2020 Strategic Plan10
StakeholderStakeholder Wantsand NeedsNQA Wants andNeedsStakeholder RisksNQA RisksMitigating ActionsPeople in Non formalEducation Sector Inclusion RPL Services Cooperation Participation Use of NQF Exclusions Relationship building MarketingSADC and Continentaland Global QualityAssuranceQualifications Recognition Mobility(qualifications) Benchmarking Exposure toeducationalauthority Exclusions Reputation Reputation MoU’s are in place Relationshipmanagement Cost recoveryPoliticians Benefits for theirconstituents Practice Favoritism Pressure Communication ConsultationsCooperationInformation sharingSupportCapacity buildingBenchmarking Support - politicalPerception ofInterference2015 – 2020 Strategic Plan11
SWOT AnalysisSTRENGTHS WEAKNESSES Good stakeholder relationsWell organized and professional staffWell recognizedLegislation in force enables autonomyConducive working environmentNQF at an advanced stageWorking systems in placeProfessionalismInfrastructureExistence of guiding legal frameworkDynamic and committed staffGood budget and support from lineMinistry.Lack of ICTInsufficient human resourcesLack of enforcement powerLack of capacityLimited accessibility of servicesUnknown to publicStaff turnoverInformation securityStatutory limitationToo large CouncilLack of advocacyLack of subject matter expertsOPPORTUNITIESTHREATS Decentralization of services through ICTCapitalize on making more prominentReview of LegislationGovernment supportMarketing/show casing achievementsInternational affiliationsPartnershipsPolitical supportEmployer of choiceExistence of international sisterorganizations. Loss of trustPolitical interferenceLack of fundingOverlapping functions of qualityassurance bodiesQualifications fraudAbsolute financial independency2015 – 2020 Strategic Plan12
Key Strategic IssuesStrategic IssuesPartnershipBy this we Enhance relationshipmean:through MoU’s benchmarkingwith other quality assurance institutions. Engage key stakeholders (customers) Provide and get feedback from partners includinggovernment (in respect of funding and policiessupport) Showcase positives (with stakeholders)Qualifications Integrity Legislation Establish a committee to review the existing Act andregulations. NQA, NTA and NCHE to jointly look at theoverlapping functions in their respective Acts. Make provision in the Act for the criminalization ofthe production of forged documents. Information Communication Technology Human ResourcesSecurity features on qualificationsAwareness campaignsRegistration of qualifications on NQFIMSRegistration of awards on the NQFIMSDevelopment of standards for qualifications.Review and update of the policy on evaluations.Communication and marketingUpdated websiteOnline servicesAutomation of business processesData securityAccessibility of services Skills audit Training and development of staff Organizational development (capacity building, teambuilding, PMS, delegation framework) Employer of choice HR policies / procedures review/development Change management Blue print structures2015 – 2020 Strategic Plan13
High Level StatementsThe MandateThe mandate of the Namibia Qualifications Authority is to exercise and perform the statutorypowers, duties and functions in line with the Namibia Qualifications Authority Act Number 29of 1996 as outlined under subsection title “The objects of the NQA Articles 3 (a) – (j):a. Set and administer a NQFb. Be a forum for matters pertaining to qualificationsc. Set up the occupational standards for any occupation, job, post or position an anycareer structure;d. Set the curriculum standards required for achieving the occupational standards for agiven occupation, job, post or position in a career structure;e. Promote the development of, and to analyse, benchmarks of acceptable performancenorms for any occupation, job, post or position;f. Accredited persons, institutions and organizations providing education and courses ofinstruction or training of meeting certain requirements as set out in Section 13;g. Evaluate and recognize competencies learnt outside formal education;h. Establish facilities for the collection and dissemination of information in connection withmatters pertaining to qualificationsi. Inquire into whether any particular qualification meets the national standards;j. Advise any person, body, institution, organization or interest group on matterspertaining to qualifications and national standards for qualifications.VisionGlobally reputable qualifications authority empowering people in Namibia.MissionTo sustain a national framework that assures credible qualifications.2015 – 2020 Strategic Plan14
The Core ValuesCore ValueBy this we mean:TransparencyBe honest about what we do, how we do itand the challenges we face.IntegrityActing ethically, being honest and inspiringtrust by saying what we mean, matchingour behaviours to our words and takingresponsibility for our actions.InnovationStriving to identify client’s needs andthrough continual innovation we challengeourselves to meet those needs.AccountabilityTakes responsibility for our decisions andactions.ExcellenceWe see excellence as a process ofcontinuous improvement, exceeding orliving up to client’s expectations.2015 – 2020 Strategic Plan15
Strategic Goals and MissionNQA Growth and DevelopmentEducation and Training Quality AssuranceSystems ImprovementThe effective equipping of the NQA throughinstitution building. HR Management,infrastructure development and management toenable it to work towards the realisation of itsmandate.The mechanisms that include accreditation, reaccreditation and audit that assures the qualityof education, training and assessment inNamibia.MissionTo sustain a national framework thatassures quality qualifications.Relationship ManagementNQF Development and ImplementationIncludes registration and review ofqualifications and unit standards.Improve and maintain communication andengagement with all stakeholders.Establish MoU’s where necessary.2015 – 2020 Strategic Plan16
Vision and Strategic Goals Linked to Strategic ObjectivesGlobally Reputable Qualifications AuthorityEmpowering People in NamibiaSTRATEGIC GOALSOBJECTIVES NQA Growth and Development Review and Align the Organizational Structure to NQAStrategyRevenue GrowthStaff Training & DevelopmentEffective and Efficient Business ProcessesCorporate Reporting PublicationsLaw Reform and RegulationsCapital ProjectsEnhance Research and Development ActivitiesEducation and Training QualityAssurance Systems Improvement Accredit and Re-Accredit the Training/Education Providersand Programmes Ensure Training/Education Providers Compliance toAccreditation Standards Promote Quality and Understanding of the Role of QualityAssurance Ensure Implementation of the RPL PolicyNQF Development andImplementation Register/Review Qualifications and Units Standards on theNQF Evaluate Qualifications and Ensure Integrity Facilitate Articulation of Educational Programmes andQualifications Ensure Setting of Professional Standards for Occupations andProgrammes. Develop, Implement and Maintain NQFIMSRelationship Management Build Positive Image/Perception of the NQA with Stakeholders Build Positive Working Relations with National andInternational Bodies Improve Customer Service Establish Study and Career Advisory Servicesas a Guiding Tool in the Advancement of Lifelong Learning2015 – 2020 Strategic Plan17
MandateVisionMissionNQA nEducation andTraining gementCore Values2015 – 2020 Strategic Plan18
2015 – 2020 Namibia Qualifications Authority Scorecard2015 – 2020 Strategic Plan19
StrategicGoalNQA ligned ructureOrganisationalStructureReviewed andApprovedJobDescriptions,Grading andRemunerationImplementedRevenueGrowth% of IncomeGenerated byApprovedSystems ofFees ing andDevelopmentSkilled,Engaged andCompetentWorkforceSkills AuditReportImplementation of StaffTraining &DevelopmentStrategyImplementation ofStaffTraining &Development StrategyImplementation of StaffTraining &Development StrategyReview andAlign theOrganisationalStructure toNQA StrategyPM,T&DPoliciesin placePMS Roll-outImplemented:RemunerationPolicy,Training &DevelopmentPolicy, andStaff Training&DevelopmentStrategy2015 – 2020 Strategic PlanFY18FY19FY20Initiatives /Action ProgramResourcesEstimates Review andEnsureOrganisationalStructureApproved byCouncil Compile JobDescriptions Review JobGrades andRemuneration Establish GoodCorporateGovernanceSystems Revise/Compile Budget Review andImplementAccreditation,Evaluation andVerificationFees Rental Income AccruedInterests ExploreAlternativeFunding InternalEfficiencyGains Roll-outPerformanceManagementSystem Develop andReviewPolicies andManuals20
RecognitionRewardPolicy% StaffSatisfactionLevelStaffEngagement Forumestablished65%75%Automation ment,HR & n80%85%Communication Policyin placeEffective andEfficientBusinessProcessesReviewed,Aligned buildingInterventionsNQF IMSapprovedEQAutomationon-goingICT tation Conduct SkillsAudit Define NQALeadership/ManagementEthos ImproveInternalCommunication Establish StaffEngagementForums ContinuallyEngage LabourUnions Participate inDeloitte BestCompany toWork ForSurvey EDRMS inplace RiskManagementPlan2015 – 2020 Strategic Plan Develop andImplement ICTStrategyIdentify theBusinessProcess to beRe-engineeredSeek Trainingand TechnicalAssistance inBPRMap BusinessProcessesDevelopBusinessProcessesManuals21
CorporateReportingPublicationsNumber ofWorking DaysTaken toAccreditEducation/Training ProviderNumber ofWorking DaysTaken toEvaluateQualificationsNumber ofWorking DaysTaken for NQFRegistrationNumber ofWorking DaysTaken to PayServiceProvidersNumber ofWorking DaysTaken toCompleteRecruitment/HR SourcingProcessPublished 101801209090909030201010101012090 WorkingDays includingNotice Period90 WorkingDays includingNotice Period60 WorkingDays includingNotice Period60 WorkingDaysincludingNoticePeriod60 WorkingDaysincludingNoticePeriod 2014/2015AnnualReport 2014/2015Audited 2015/2016AnnualReport 2015/2016Audited 2016/2017AnnualReport 2016/2017Audited 2017/2018AnnualReport 2017/20CorporateReports for2013/2014producedand2015 – 2020 Strategic Plan 2018/2019 AnnualReport 2018/2019 Audited AssessProcesses andApply forISO900(QualityAssuranceCertification)Conduct Risk& ComplianceAuditsImproveTurnaroundTimes inServiceDelivery ProduceAnnualReports ProduceAudited22
publishedLaw ReformandRegulationsWork donetowardsEnactment ofAmendedNQA Act andImplementation of inancialReports 2014/2015Accountability Reportsas perNPC/GRN 2016/2017AnnualBusinessPlan &BudgetAmended andGazettedNQA ActFinancialReports Accountability Reports 2017/2018AnnualBusinessPlan &BudgetImplementation of the newNQA MandateReviewed,Approved roved andImplementedNQF andEvaluationRegulations2015 – 2020 Strategic PlanFinancialReports Accountability Reports 2018/2019AnnualBusinessPlan &Budget18AuditedFinancialReports AccountabilityReports 2019/2020AnnualBusiness Plan&BudgetFinancialReports AccountabilityReports 2020/2021 AnnualBusinessPlan &Budget StrategicPlan20212025FinancialReports ProduceAccountabilityReports Produce andSubmit AnnualBusiness Plan& Budget toLine Ministry Produce 20212025 StrategicPlan andEnsure NQACouncilApproval EngageStakeholders Ensure RoleClassification(NTA, NCHE,NQA) Review andEnsureApproval ofAccreditation,NQF andEvaluationRegulations Review andSubmit ActAmendmentsto Line Ministry EnsureEnactment byCabinet andGazetting Communicateand EnforceRegulations23
Capital Projects% workcompletedtowards NQAHouse Phase2EnhanceResearch andDevelopmentActivitiesNumber ofPublishedResearchReportsN 20Millionsecured040%90%NQA HousePhase 2completed2TBDTBD FeasibilityStudy Budgeting ProjectDocumentationand Tendering ConstructionTBDTBD 2015 – 2020 Strategic PlanConductBaselineSurveys toIdentify ActionAreas e.g.Articulation,RPLBenchmarkwith rchSkills of NQAStaffStrengthenPartnershipwith RelevantStakeholdersin R&DPublishResearchReports/Papers24
2015 – 2020 Strategic Plan25
ator(KPI)Number ofApplicationsApproved toCouncil forAccreditation,Reaccreditationand yAssuranceSystemsAccredit and ReAccredit theTraining/EducationProviders g/EducationProvidersCompliance toAccreditationStandardsNumber ofComplianceAudit ReportsCompiled andPresented toCouncil.01215161922Promote QualityNumber of1232322015 – 2020 Strategic PlanFY19FY20Initiatives / ActionProgramResourcesEstimates ProvideGuidance andSupport toApplicants DocumentReview inPreparation forAudits/SiteVisits. Conduct SiteVisits/Audits Prepare andPresent Reportfor NQA CouncilConsideration Plan andConductGeneralComplianceMonitoringOutside theNormalScheduledAudits Compile andPresentMonitoringReports toCouncil AnalyseProvider’sAnnual Reportsand CompileReports toCouncil Investigate andPrepareComplaintsReports Attend Quality26
andUnderstanding ofthe Role of QualityAssurance.QualityAssurancePlatformsCreated EnsureImplementation ofthe RPL PolicyRPL PolicyImplementedRPLPolicy inPlaceLaunchof tionMonitorImplementationMonitorImplementation 2015 – 2020 Strategic PlanAssuranceForumsBenchmark WithOther QualityAssuranceBodies (insideand outsideNamibia)TrainingWorkshops forSME’sHold QualityAssuranceForums forPublic andPrivate andProfessionalBodiesLaunch of theRPL PolicyHost InformationSessions withProviders on theRPL PolicyImplementationProduceReports on RPLPolicyImplementation27
Strategic GoalStrategicObjectivesKeyPerformanceIndicator mplementationRegister/ReviewQualifications andUnits Standards onthe NQFNumber ofQualificationsApproved byCouncil forRegistration/Reregistration on theNQF187260240240Number of UnitStandardsApproved byCouncil forRegistrations/Reregistration on theNQFNumber ofEvaluationsCompleted 0Initiatives / ActionProgram EvaluateQualifications andEnsure Integrity27090002408000 2015 – 2020 Strategic PlanResourcesEstimatesAwareness ofNQFRegistrationCriteriaProvideGuidance andSupport toApplicants onNQFRegistrationRe-engineeringof theRegistrationProcessBenchmark using NewCertificate withSecurityFeaturesDevelop andImplementFraud DetectionPolicyConductNational FraudAwarenessCampaignImplement 2017Project (NonEvaluation of28
FacilitateArticulation ofEducationalProgrammes andQualificationsImplementedNationalArticulation PolicyNQAMandateFunctionQualifications andCreditTransferArrangements ForumEstablishedMonitoring ofNationalArticulation PolicyImplementationandReportsMonitoring ofNationalArticulationPolicyImplementationand ReportsMonitoring ofNationalArticulation PolicyImplementationandReportsMonitoringof NationalArticulationPolicyImplementation andReportsNationalArticulationPolicyApproved Ensure Setting ofProfessionalStandards forOccupations andProgrammes.Number ofProfessionalStandardsendorsed byCouncil 111232 Develop, Implementand MaintainNQFIMSDeveloped andFunctionalNQFIMSProjectProcurementApprovedby lledandFunctionalNQFIMS2015 – 2020 Strategic Plan75%Information rogrammesand LearnerAchievementsCaptured ontothe System100%UpdatedInformationNQFIMSProvision ofStatisticalData forNationalMacroPlanning sResearch andBenchmarkCompileRecommendations to Ministry ofHigherEducation,Training andInnovation viaCouncilConduct PolicyAwarenessSessionsMonitor Policyimplementationand essionalBodiesRatifyProfessionalStandardsSolicit LearnerRecords/Information fromEducation/Training Providersand OtherRelevantStakeholdersProcureNQFIMSDevelop29
NQFIMS PolicyEnsure egyMigrate/CaptureInformation ontothe System\2015 – 2020 Strategic Plan30
Strategic GoalRelationshipManagementStrategic ObjectivesBuild PositiveImage/Perception of theNQA with StakeholdersKeyPerformanceIndicator(KPI)% 1970%75%FY2080%Initiatives / ActionProgram Build Positive WorkingRelations with National andInternational BodiesImprove Customer ServiceLeveragedRelationshipswith d% pointedMoA in theArea ofVerificationTBDTBDTBDTBD CustomerSatisfaction SurveyReport60%70%75%80% 2015 – 2020 Strategic PlanResourcesEstimatesConduct PerceptionSurveyDevelop StakeholderManagement StrategyDevelop andImplement Marketing/Communication PlanIdentify and Train NQFAmbassadors inRegions and Sectors(decentralize the NQFto Regions)Conduct NQF ImpactAssessmentIdentify Areas of MutualCooperationEngage Partners &Sign MoA/MoUParticipate inConferences/ForumsRelevant toEducation/TrainingSectorConduct Research toDetermine Baseline onCustomer ServiceImplement CustomerFeedback MechanismsProduce CustomerSurvey Reports toidentify Points of PainImplement Servicedelivery Channels andTechnologies thatRespond to the Needs31
Establish Study and CareerAdvisory Servicesas a Guiding Tool in the Advancement of Lifelong LearningEstablishedand FunctionalStudy roved(N 200000.00)Study andCareerAdvisoryServicesPolicyEstablishedand FullyFunctionalStudy andCareerAdvisoryServicesCentre 2015 – 2020 Strategic Planof CustomersProduce and WorkshopCustomer ServiceCharterBenchmark with otherQualificationAuthorities onServicesDevelop the Study andCareer AdvisoryServices PolicyEstablish andResource the CentreConduct PublicAwareness Campaign32
ConclusionWe have worked long and hard on the path that NQA should follow in the next five years. Webelieve in our vision, mission and values. We will create a culture of achievement in NQAhence our deliberately deciding on strategies, strategy map, score card and initiatives weintend to focus on from 2015 – 2020. With the involvement, of all stakeholders we will lift NQAto a higher standard of performance and this strategic plan is an expression of ourcommitment and dedication to NQA’s success.2015 – 2020 Strategic Plan33
2015 – 2020 Strategic Plan 5 Introduction and Background 1.1. The Purpose of a Strategic Plan This Strategic Plan is intended to define a long-term, future-oriented process of assessment, goal setting an
Sep 05, 2017 · STRATEGIC PLAN FORMAT 2017-2020 . The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From the Strategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishments a
Strategic Improvement Plan 2017-2020 Page 1 Strategic Improv. Plan Strategic Improvement Plan Template Forsyth County Schools Strategic Plan Goal Area Culture and Climate Forsyth County Schools Strategic Plan Performance Objective #1 Acquire, develop, and retain excellent staff for
Strategic Plan and the process . used to create the Plan in four sections: 1. The Process: An overview of the process used to create the Strategic Plan. 2. Strategic Insights: A summary of the six insights that provided a foundation for the development of the Strategic Plan. 3. Strategic Plan Overview: A one-page summary of the Strategic Plan. 4.
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EU Tracker Questions (GB) Total Well Total Badly DK NET Start of Fieldwork End of Fieldwork 2020 15/12/2020 16/12/2020 40 51 9-11 08/12/2020 09/12/2020 41 47 12-6 02/12/2020 03/12/2020 27 57 15-30 26/11/2020 27/11/2020 28 59 13-31 17/11/2020 18/11/2020 28 60 12-32 11/11/2020 12/11/2020 28 59 12-31 4/11/2020 05/11/2020 30 56 13-26 28/10/2020 29/10/2020 29 60 11-31
strategic plan 2016-2020 mekong river commission ix preface i executive summary i 1 introduction 1 1.1 purpose and scope of the strategic plan 1 1.2 approach to strategic plan formulation 2 2 foundations to the mrc strategic plan 3 2.1the 1995 mekong agreement 3 2.2 the iwrm-based basin development strategy: basin challenges and priorities 4 .
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
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