1 | Page The Logo of Triumphant College elaborates in symbolic

Transcription

The Logo of Triumphant College elaborates in symbolic form, both the Vision and Mission of
the College. The Shield signifies fortitude and resilience which education is able to bring
against life challenges. The shield is divided into dark and light parts. The lighted part which
is around the book refers to knowledge and understanding that enlightens mankind from
ignorance symbolized by the darkened part.The book represents knowledge that the College
imparts. The book is opened to indicate that the College’s main focus is to facilitate access
to the knowledge. The opened pages of the book, which also look like rays of light, indicate
vibrancy and vitality of life as acquisition of knowledge occurs; not through mundane
activities but through lively dynamic interaction between learners, lecturers and various
sources of knowledge. The hands on the book show that human effort is required in gaining
knowledge. The motto “Education for Empowerment” summarises it all; and underscores the
fact that education do indeed empower mankind.
1|Page
TRIUMPHANT COLLEGE
THE SECOND FIVE-YEAR STRATEGIC PLAN
2012 - 2016
2|Page
Foreword
Momentous challenges are sweeping the tertiary education sector worldwide. More than
ever before, the labour market demands that graduates from the institutions possess skills
and knowledge that will make them immediately productive in the work environment. On the
other hand, the diversity of skills demand, and the limited time students have in a tertiary
institution makes it difficult to fully meet the industry requirements.
Yet these are not the only challenges. World over, is now a standard requirement that
programmes of tertiary institutions be accredited for quality assurance. A significant amount
of resources have to be allocated to record and report quality assurance measures. Amidst
all these is a dwindling resource allocation to tertiary institutions, while student numbers of
those entering these institutions are ever increasing.
An additional phenomenon, perhaps mainly due to increasing student numbers, is the
proliferation of private institutions, which tend to cut each other’s prices, making it difficult to
set fees that will allow adequate acquisition of facilities needed to provide quality
programmes.
Globalization and technological advances, especially, ICT provide another dimension to the
already too complex situation. Globalisation opens competition beyond the borders, and
requires training programmes that will prepare graduates to work anywhere in theworld. ICT
provides new modalities of learning, widens competition and forces tertiary institutions to
ensure all their students are IT literate.
This Second Five-Year Development Plan is developed to help Triumphant College advance
judiciously through these many challenges. It provides a roadmap that identifies few key
operations that are considered critical in providing break-through performance and success
for the College. It guides efforts and resource spending to ensure that targeted results are
achieved.
The Second Five-Year Strategic Plan follows the Balanced Score Card approach. In this
approach the vision of the Organisation is first set. Once this is donea business strategy is
formulated. A business strategy involves choosing the market and customer segments,
identifying critical business process that the organisation must excelling, and then selecting
the individual and organisational capabilities required for the internal, customer and financial
objectives. The result of this process is a list of strategic objectives.
The next stage is to develop measures and targets for the strategic objectives. There is need
to have stretch-targets, which will challenge organisational capabilities to its best. A list of
initiatives is then developed for each strategic objective and its target. Finally, mechanisms
are set to enhance feedback and learning which are used to redirect and reorganize efforts
in order to achieve expected outcomes where necessary.
This Strategic Plan has been formulated after the implementation of the First Five-Year
Development Plan.
The First Five-year development Plan was implemented when the College had just started
and was a very useful guide to expand the College and ensuring its survival in the initial
3|Page
stage. With that strategy, this Second Five-Year Strategic Plan focuses on financial
sustainability, still but leans more on issues of quality and efficiency of internal processes.
We are issuing this Second Five-year Development Plan confident that it is another
significant mile-stone, and a key ingredient to the success of Triumphant College.
Professor G E Kiangi
Rector
January 2012
4|Page
Table of Contents
1.
INTRODUCTION ............................................................................................................................. 9
1.1 Historical Background ................................................................................................................... 9
1.2 Vision, Mission and Values ........................................................................................................... 9
1.3 Strategic Objectives .................................................................................................................... 11
2.
3.
4.
5.
CURRENT STATUS ..................................................................................................................... 12
2.1
Management and Administration .......................................................................................... 12
2.2
Student Affairs ....................................................................................................................... 12
2.3
Students Welfare ................................................................................................................... 16
2.4
Full-Time Staff Affairs ............................................................................................................ 17
2.5
Academic Programmes ......................................................................................................... 17
2.6
Revenue and Facilities .......................................................................................................... 18
2.7
Collaboration ......................................................................................................................... 19
2.8
Operational Analysis ............................................................................................................. 19
2.9
Stakeholder Analysis ............................................................................................................. 23
2.10
Strategic challenges .............................................................................................................. 26
FUTURE PLAN ............................................................................................................................. 27
3.1
The Strategy .......................................................................................................................... 27
3.2
Resources Strategy ............................................................................................................... 27
3.3
Customer Service Excellence ............................................................................................... 27
3.4
Management and Administration .......................................................................................... 28
3.5
Projection of Student numbers .............................................................................................. 28
3.6
Academic Programmes ......................................................................................................... 29
3.7
Facilities ................................................................................................................................ 29
3.8
Collaboration ......................................................................................................................... 29
STRATEGIC OBJECTIVES AND PROCESSES .......................................................................... 30
4.1
Linking Vision and Mission to strategy .................................................................................. 30
4.2
The Balance Score Card ....................................................................................................... 30
4.3
The Financial Perspective ..................................................................................................... 33
4.4
Customers Perspective ......................................................................................................... 34
4.5
Internal processes ................................................................................................................. 34
4.6
Learning and Growth ............................................................................................................. 34
MARKETING STRATEGY ............................................................................................................ 35
5.1
Industry Analysis ................................................................................................................... 35
5.1.1
The Education in Namibia ............................................................................................. 35
5.2
Marketing objectives ............................................................................................................. 36
5.3
Market Demographics ........................................................................................................... 36
5|Page
6.
7.
5.4
Market Growth ....................................................................................................................... 37
5.5
Competition and /or substitute products ............................................................................... 40
5.6
Marketing Strategy ................................................................................................................ 41
VISION TO ACTION ..................................................................................................................... 44
6.1
The Strategic Map ................................................................................................................. 44
6.2
Implementation ...................................................................................................................... 46
6.3
Critical Success factors ......................................................................................................... 47
CONCLUSION .............................................................................................................................. 48
6|Page
Table of Figures
Fig. 1 Triumphant College Organisational Structure ............................................................................. 12
Fig. 2 Student Numbers Trend (2007-2011) ......................................................................................... 16
Fig. 3 Revenue Growth (Trend 2007-2011) ......................................................................................... 18
Fig. 4 Projection of Student numbers ................................................................................................... 29
Fig. 5 Balance ScoreCard ................................................................................................................... 32
Fig. 7 Cause-and-effect in Revenue Growth ........................................................................................ 33
Fig. 8 Market Analysis .......................................................................................................................... 37
Fig. 9 Target Client Analysis ................................................................................................................. 38
Fig. 10 Engineering Qualification Market Share Analysis .................................................................... 39
Fig. 11 Market Segments ...................................................................................................................... 40
Fig. 12 Market Share ............................................................................................................................ 41
7|Page
List of Tables
Table. 1 Student Statistics 2007 ......................................................................................................... 13
Table. 2 Student Statistics 2008 ........................................................................................................ 13
Table. 3 Student Statistics 2009 .......................................................................................................... 14
Table. 4 Student Statistics 2010 ......................................................................................................... 14
Table. 5 Students Statistics 2011 ....................................................................................................... 15
Table. 6 Summary of Statistics for Student.......................................................................................... 15
Table. 7 Full Time Staff Statistics ........................................................................................................ 17
Table. 8 Academic Programmes ......................................................................................................... 17
Table. 9 Collaboration .......................................................................................................................... 19
Table. 10 SWOT Analysis .................................................................................................................... 23
Table. 11 Stakeholders Analysis .......................................................................................................... 25
Table. 12 Strategic Challenges ............................................................................................................ 27
Table. 13 Projection of Student Numbers ............................................................................................ 28
Table. 14 Market Analysis .................................................................................................................... 37
Table. 15 Market Segmentation ........................................................................................................... 38
Table. 16 Market Segments ................................................................................................................. 39
Table. 17 Strategic Map ....................................................................................................................... 46
Table. 18 Critical Success factors ........................................................................................................ 47
8|Page
1. INTRODUCTION
1.1 Historical Background
Triumphant College was established in 2006. Its establishment, to a great extent, was
derived from Namibia Vision 2030, which identifies Education, Science and Technology, as
one of its driving forces in achieving the national goals. In 2006 when it started, the College
offered high quality support to high school students in science and maths areas using
computer aided learning. In 2007 the College started offering tertiary level courses in
Management and Commercial fields, partnering mainly with the Association of Business
Managers and Administrators (ABMA), an examination board based in the UK that awards
Certificate, Diploma and Advanced Diploma in areas of Business, Tourism, Computer
Science, Human Resources and many others.
In 2008 the College started offering engineering based courses in collaboration with City and
Guilds, a world-wide examination board also based in the UK. The fields of engineering
focus were: Construction, Electrical and Electronics, and Telecommunications. The courses
led to Certificate, Diploma and Advanced Diploma. In that same year the College entered an
agreement with the Open University of Tanzania (OUT) to offer a variety of degree
programmes at Triumphant College. Another agreement was entered with the London
Centre of Marketing to offer Certificate, Diploma and Advanced Diplomas in a wide fields. In
2009 the College opened a branch in Rundu, one of the Northern towns of Namibia. In this
year, the College was accredited by the Namibia Qualification Authority (NQA). Also in this
same year, the College entered an agreement with the Institute of Commercial Management
(ICM) in the UK to widen the College’s course offerings.
In 2010 the College opened
another branch in Katima Mulilo, a major town in North Eastern Namibia. In 2011, in
pursuance of excellence and superior service delivery, the College undertook a major review
of its programmes, formulated the Second Five-year Strategic Plan, and expanded the
Bureau of Professional Training and Life Long Learning and acquired more equipment for
the engineering courses.
1.2 Vision, Mission and Values
Our Vision
To become one of the top tertiary institutions within the country and the region in the
provision of knowledge and training.
9|Page
Our Mission
To use current technology, highly skilled staff and quality programmes to provide quality
graduates and services.
Our Motto
To achieve our Vision and Mission we are driven by the motto: “educate for empowermentenabling individuals to empower the nation”. Driven by this motto, Triumphant College will
work closely with a wide range of stakeholders to provide a wide range of programmes in
commercial, managerial and engineering fields. These include Certificate, Diploma, Bachelor
and Masters Degrees in business, commercial and engineering sectors. It is the intention of
Triumphant College to develop and offer research degrees and have areas of excellence in
research, while collaborating with industry in finding new solutions to technical problems
solutions which will impact the economic development of the country.
Our Values
Integrity

Honesty

Credibility

Trustworthy

Professionalism
Service Excellence

Timeliness

Efficiency

Effectiveness

Surpass client expectations
Innovation

Creativity

Initiative
Team Spirit

Unit of purpose

Togetherness
Commitment

Working to the best of our abilities

Ownership of the strategic objectives
10 | P a g e
1.3 Strategic Objectives
The following are the Strategic objectives for the College over the next five years. These
have been grouped into 3 major themes of focus. Revenue growth, increased efficiency and
quality enhancement.
Revenue Theme

Grow revenue

Increase student numbers

Provided new marketable programmes and increase marketing

Enhance staff capability
College efficiency Theme

Improve overall College efficiency

Improve student ICT skills

Improve efficiency of key processes

Improve College ICT infrastructure
Programme Quality Theme

Provide quality programmes at reasonable cost

Improve value for money to students

Improve programme delivery quality

Enhance staff moral and motivation
These 12 objectives provide the direction of our strategic drive over the next 5 years. The
objectives are re-discussed in greater detail in Chapter 4.
11 | P a g e
2. CURRENT STATUS
2.1 Management and Administration
Triumphant College started with a very lean administration in the year 2007. A skeleton staff
comprised of Rector, one administrative officer and a few lecturers formed the starting team.
As part of the efforts of the First Five-year Development Plan to offer high quality services,
staff numbers increased as the needs demanded. This was done after critical analysis and
deliberations in task groups and the various College Committee meetings. Below is the
current organisational structure
Fig. 1 Triumphant College Organisational Structure
In the next five years, the Strategic Plan will focus on mark-up, College process, efficient in
terms of service, time, cost and relevance. Re-organisation of the organization chart will only
be done in light of this.
2.2 Student Affairs
Student numbers have grown significantly over the last five years. The following tables and
figures represent the student statistics in the last fiver years.
12 | P a g e
Student Statistics for 2007
No.
Course
1.
2.
3.
4.
5.
Accounting and Finance
Business Admin and Management
Computer Systems Engineering
Construction Engineering
Human
Resources
and
Business
Management
Journalism
Sales and Marketing
6.
7.
Total
Student Numbers
in Windhoek
15
72
25
20
3
2
9
146
Table. 1 Student Statistics 2007
No.
1.
2.
3.
4.
5.
6.
Course
Student Number
in Windhoek
Student Numbers
in Rundu
Business Management and Marketing
Electrical and Electronics Engineering
Human
Resource
and
Business
Management
Human Resources and Marketing
Journalism
Sales and Marketing
Secretarial Studies
Travel and Tourism
Travel, Tourism and Marketing
Telecommunication Engineering
40
11
50
43
51
19
14
43
4
6
8
30
43
353
21
7.
8.
9.
10.
11.
12.
13.
Totals
Overall Total
2
8
18
63
416
Notable Developments:





Phased out Journalism course
Phased out ABMA programmes and introduced LCM programmes
Introduced 6 new courses
 Travel, Tourism and Marketing
 Business Management and Marketing
 Human Resources and Marketing
 Secretarial Studies
 Electrical and Electronics Engineering
 Telecommunication Systems Engineering
Opened a new branch in Rundu
Student numbers increased from 146 – 416
13 | P a g e
No.
Course
1.
2.
3.
4.
5.
6.
Human Resource and Business Management
7.
8.
Legal Studies
9.
Journalism
10.
Sales and Marketing
11.
Secretarial Studies
12.
Travel and Tourism
13.
14.
Totals
Overall Total
Student Number
in Windhoek
35
16
71
61
91
15
57
16
11
4
28
55
460
Student Numbers
in Rundu
9
11
2
6
12
15
8
8
69
524
Noted Developments
 Introduced Legal Studies Course in Windhoek
 Introduced 3 new courses in Rundu:
 Construction Engineering
 Telecommunication Systems Engineering
 Travel, Tourism and Marketing
 Student numbers increased from 416 to 529
No.
1.
2.
3.
4.
5.
6.
7.
Course
Business Management
Human
Resource
and
Bus
Management
Human Resource Development
Legal Studies
Journalism and Media Studies
Marketing, Advert & Publ. Rel.
Professional Computing
Psychology
Sales and Marketing
Secretarial Studies
Travel and Tourism
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
Totals
Overall Total
Student Number
in Windhoek
64
4
26
12
82
123
18
44
34
9
8
60
21
3
8
42
96
654
Student
Numbers
Rundu
15
in
Student Numbers
in Katima
15
1
2
27
15
28
16
1
5
3
17
12
2
11
141
877
12
12
12
82
14 | P a g e
Noted Developments.
 Opened a new branch in Katima
 Phased out LCM programmes and introduced ICM programmes
 Introduced Media Studies and Psychology
 Student numbers increased from 654 to 877
2011 Student Statistics
No.
Course
1.
2.
Business
Management
and
Marketing
Business Management
Electrical and Electronics Engg
Human
Resource
and
Bus
Management
Human Resource Development
Legal Studies
LLB (Bachelor of Laws)
Journalism and Media Studies
Marketing, Advert & Publ. Rel.
Professional Computing
Psychology
Sales and Marketing
Secretarial Studies
Travel and Tourism
3.
4.
5.
6.
7.
Student Number in
Windhoek
57
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Totals
Overall Total
Student Numbers
in Rundu
24
Student Numbers
in Katima
14
4
49
22
43
5
99
128
68
40
14
14
14
67
6
38
94
687
38
5
17
8
31
25
21
16
27
211
1003
16
105
Table. 5 Students Statistics 2011
Noted Developments
 Almost all programmes accredited
 Phased out Psychology (ICM stopped offering the course)
 Introduced Bachelor of Law (LLB) programme in collaboration with the Open
University of Tanzania
Summary Statistics of Student Numbers
Year
2007
2008
2009
2010
2011
Average
Student Number
146
416
529
877
1003
594
Increase
270
113
348
126
214
Percentage Increase
185
27
66
14
73
Table. 6 Summary of Statistics for Student
15 | P a g e
Student Numbers (2007 – 2011)
1200
1000
800
600
400
200
0
2007
2008
2009
2010
2011
Fig. 2 Student Numbers Trend (2007-2011)
Observations
Student numbers have been growing steadily from 2007 when the College started. The
student numbers have been growing at an average amount of 214 or 73 percent per year.
This is a significant growth which more than meets the objective of increasing the student
numbers.
Over the years, the College has continuously revised its programme offering so as to ensure
that the courses are of good quality and are acceptable in the Namibian environment. In this
regard, some courses were discontinued while others were introduced. The number of
programme offering has increased from 9 in 2007 to 18 in 2011. This provides a wide area of
service to students.
The College opened a branch in Rundu in 2008 and another in Katima in 2010. This is in
order to bring our services closer to the people. Student numbers in both these branches are
growing steadily.
2.3
Students Welfare
Over the last 5 years, the College managed to develop a vibrant student life by developing
Student Representative Council (SRC) policies, and ensuring that the student body is
16 | P a g e
operation. A modest budget was allocated to the body and they the SRC managed to
organize various activities. In the next five years, there is need to consolidate these efforts
by improving communication within the students, and with between students and staff
through the College ICT infrastructure.
2.4
Full-Time Staff Affairs
Over the past 5 years staff numbers have been increasing in relation to the growth of the
College. Also notable in this trend is the turnover rate. The College started with 6 members
in 2007 and rose to 54 in 2011. Staff turnover averaged 12% and in the next five-year
Strategic Plan the College shall reduce the rate by 10%. Below is the summary of staff
statistics for the past five years, 2007-2011.
Year
Staff Numbers
Staff Turnover
2007
6
3
2008
23
5
2009
25
3
2010
47
9
2011
54
7
Table. 7 Full Time Staff Statistics
The huge number of staff constitutes lecturers as the number of courses on offer in 2011
went up to 20. Reasons for turnover are that the College was growing and could not sustain
numerous benefits as giant competitors offer. However, most of them left for higher salaries
elsewhere in Government.
2.5
Academic Programmes
The Table below shows the different academic programmes that were offered in the last five
years. Over the years, new programmes were introduced while older ones were being
phased out. This was done in an effort to obtain a good product-mix of the programmes
offered relevant to the Namibian situation. During the next 5-years, the College should
continue introducing new programmes guided by the industry needs and market demands.
Year
Total number of
Programmes
No. of new
Programmes
2007
2008
2009
2010
2011
7
13
14
19
20
0
6
1
5
1
Table. 8 Academic Programmes
17 | P a g e
Students pass rate have not been very good. These were 48% in 2009 increasing to 60% in
2010. More effort is needed to improve the pass rates over the next five years.
To market these programmes, efforts were done by visiting schools, advertising in the local
papers, and occasionally in television. These methods have worked well, but as the College
is reaching saturation and competition from other Colleges intensifies, there is need to
identify much more aggressive advertising techniques.
All these programmes that the College runs today are internationally offered and do need
contextualisation to the Namibian situation. However, in order to run programmes more
relevant to the Namibia, the College will design new courses more relevant to Namibia that
will be offered by the College. This will be to be one of the major efforts of the next five year
development plan.
2.6
Revenue and Facilities
Revenue for Triumphant College has grown steadily almost in line with student numbers.
The figure below shows how revenue grew over the past 5 years.
Year
2007
2008
2009
2010
2011
Revenue
368 660.00
1 956 039.00
3 639 551.00
5 098 076.88
Expenses
402700.60
2 012 152.00
3 669 828.48
2 397 023.80
Profit
-34 040.40
-56 113.00
-30 277.00
2 701 053.08
Fig. 3 Revenue Growth (Trend 2007-2011)
Over the next five years revenue can still be expected to grow, although the rate of growth
will be significantly lower than the current one given that the College has grown and is
reaching saturation on one hand, and the competition from other Colleges on the other hand.
The College will need to devise innovative ways to increase revenue over the next 5 years.
The College has continuously added necessary facilities in line with the level of revenue over
the past 5 years. There is a reasonable amount of lab equipment for engineering courses, a
good number of computers, and ICT system for student records and many more resources.
As student numbers grow, however, the number of students the capacity of the current
premises. There is now a strong need to expand the facilities or relocate to a new area. The
College is pursuing both these possibilities. With regards to obtaining new premises the
College is in discussion the City of Windhoek to obtain 5.6 hectares of land for a full College
campus. The efforts to acquire adequate premises will be paramount in the next 5 years.
18 | P a g e
2.7
Collaboration
Triumphant college is currently running a mix of courses ranging from Certificate to Masters
Degrees in collaboration with various institutions. The following table shows the different
institutions the College is working with.
No.
1.
2.
3.
4.
5.
6.
7.
Institution Name
Institute
of
Commercial
Management
London University
City & Guilds
London Center of Marketing
Open university of Tanzania
ABMA
Tanzania
institute
of
Accountancy
Programs run with the Institution
Commercial programmes
Undergraduate and Masters Degrees
Commercial and Engineering Courses
Marketing Courses
Law (LLB)
Commercial and Business Programmes
Short Courses
Table. 9 Collaboration
These collaborative efforts have served the College well and should be continued in an effort
to select quality programmes that are relevant to Namibia.
2.8
Operational Analysis
Over the immediate future, Triumphant College expects to face a number of operational,
infrastructure and technology hurdles if expansion of facilities is not implemented making it
difficult to meet the needs and demands of the growing number of its qualifications. The aim
of operational analysis is to identify the key internal and external factors that are important to
achieving Triumphant College goals and objectives. This also assists in assessing
positioning and differentiation on the market. These come from within the College's unique
value chain. The analysis groups key pieces of information into two main categories:
Internal factors – The strengths and weaknesses internal to the College.
External factors – The opportunities and threats presented by the external environment to
the College.
Internal analysis of the environment is the first step of environment scanning. Triumphant
College observes the internal organizational environment which includes employee
interaction with other employees, employee interaction with management, manager
interaction with other managers, and management interaction with shareholders, access to
natural resources, brand awareness, organizational structure, main staff, operational
potential, etc. Discussions, interviews and surveys were carried out to assess the internal
environment for the purpose of this Strategic Plan.
19 | P a g e
As business becomes more competitive, and there are rapid changes in the surrounding,
Triumphant College requires information from external environment that to enhance the
effectiveness of its long-term plans. As the environment is dynamic, it becomes
indispensable for Triumphant College to identify competitors’ moves and actions.
Environmental factors are infinite, hence, Triumphant College should be agile and vigile to
accept and adjust to the environmental changes.
A situation analysis for Triumphant College has been diagnosed by using a SWOT analysis.
From the analysis below the College is faced with a situation of many opportunities as
compared to threats and it has more strengths than its weaknesses, it is anticipated that the
College objectives are feasible and will sustain through within the current market.
The following Table illustrates the SWOT analysis for the Triumphant College
The following is a brief summary of opportunities, threats, strengths and weaknesses highlighted by the board and
staff of Triumphant College.
STRENGTHS
Implications
Action

College strategically positioned



Strong relationships with government
departments, Auditor General’s Office
and parastatal organizations.


College is accredited by NQA


Strong relationships with international
examination boards and Universities
like ICM, OUT, University of London.

Board of Directors and Management
support in investing in new viable
courses and other income generating
projects.
Flexibility in response to market
demand and needs

Company will be able to
anticipate and meet
challenges.



Own premises that can be further
developed to cater for expanded
demand.
Ability to provide high quality,
necessary and relevant services,
which
help
people
access
qualifications
that
enhance
employability.
Quality management policy for quality
control.

Ability to meet demand
and stay competitive
within the market
Expansion
of
the
premises to cater for
increased demand
Enjoy a reasonable
market
share
and
differential
positioning
within the market
Provision
of
quality
services and products
and production of quality
competitive students



Quick decision making
Easy flow of information


A wider pool of new







Flat structure

The
20 | P a g e
organization
encourages
Easy accessibility
Convenient
to
its
customers.
Reliability and loyalty.

Quality service delivery,
trust is enhanced.
Reliability and loyalty









Strengthen marketing efforts and
strategies to recruit a large
number of students.
College to utilize this to get group
customers
from
government
departments and the parastatal
organizations.
Ensure that more qualifications
are accredited
Identify and venture into new
portfolios that are profitable
Aggressive advertisement in the
media and timely presentations to
students
Expand
current
operations
towards full capacity and consider
expanding
current
facilities/structures.
Analyse market needs and align
resources where demand is rife
and capital returns can be felt.
Increase the size of the resource
centre, expand the college to
create more space
Provide and monitor the quality of
our offering through questionnaire
and maintenance of a suggestion
box.
We need to capitalise to the
advantage of recruiting more
students.
Effective implementation of the
quality control policy
Utilise the advantage of quick
decisions
and
implement
reasonably.
Continuously
encouraging
innovation to curb challenges.


Local, qualified and dedicated Staff.



WEAKNESSES
Lack of financial resources to finance
all
required
activities
and
programmes.


ideas and opinions.
Diversified approaches
to problem solving
Easy completion
of
tasks
Implications
Difficulty to carry all
tasks as planned to
meet objectives.






Lack of excellent reputation and
failure to be looked to by other service
providers as a leader.

Loss of business
competitors.
to



Lack of sufficient space
infrastructure to meet demand.
and

Loss of business
competitors.
to


Staff instability as a result of poor
retention and motivation policy.

High cost of staff
recruitment and training.





A limited financial base compared to
the major/giant players in the
Education industry.




Quality management policy for quality
control not being adhered to.

Difficulty to enjoy a high
market share.
Difficulty to pay high
salaries
to
attract
professional lecturers.
Difficulty to retain quality
lecturers.
Deprived
service
delivery






Small library and incompatiblefree
internet facilities to students.
OPPORTUNITIES
The ever-growing working population
21 | P a g e



Office
work
slowed
down as the internet
gets congested as it is
too small to serve a
large number.

Implications
High
potential


for

innovation and creativity and
reward
such
behaviour
to
enhanced motivation.
Give enough autonomy and
support, rewards for performance
and acknowledge good behaviour.
Action
Improve cash flow from operations
through high sales, managing
margins and cost reduction
(monitor and control administration
and running costs).
To invest annual retained earnings
to diversify income base.
Align resources in profitable
strategic areas where return on
investment is ensured.
Continuous
monitoring
and
evaluation
of
our
programmes/courses and work
hard to produce quality students
for the job market.
Ensure collaboration support with
the industry on the courses that
we offer.
Seek financial assistance from
lending financial institution and
acquire more space from the City
Council to expand the College
premises.
Recognise
and
reward
outstanding performance and
motivate staff to grow with the
College.
Draw up a favourable staff
retention policy.
Adopt
Human
Capital
management policy.
To
introduce
favourable
employment benefits (medical Aid,
allowances and pension schemes)
to attract quality staff.
To diversify product base to
enhance more income flows.
Reinvigorate our image through
quality service provision of backup service to students.
Implement
the
quality
management policy and adhere to
systems and procedures as laid
down
Establish
a
fully
furnished
Resources
Centre
for
the
students.
Upgrade the internet facility to a
high
level
that
improves
performance and serve a high
number of students
Action
Invest
in
awareness
and
in Namibia means that more people
will demand for tertiary education
services.

growth, market share
and
expansion
opportunities while the
market is still raw
A lot of student completing Grade 12
within one year who cannot be
accommodated in the only one
University and the Polytechnic of
Namibia.

Shortage
of
professionals
like
Accountants,
Auditors,
Financial
Analysts and engineers in the
country.


Government’s vision 2030 requiring
that specific number of professionals
is produced by that year.






A great opportunity for
the need for training as
demand grows.


A lot of people engaging
into training.

Government’s policy to support
previously
marginalized/disadvantaged
persons/organizations
Positive development of Namibia in
the recent past leading to more and
more people demanding for better
higher education services.
Government’s concerted
support
within the education sector

into training.


Sustained market


into training.

Current drive by government towards
encouraging the participation of
indigenous entrepreneurs (Private
sector) in education
Stable
economic
and
political
environment.

Reduction in cost of
funds and operations to
markets.


High room for expansion
and stretch.
A lot of resources are
directed
towards
education sector.
High level of disposable
incomes
High spending patterns
on education

Implications
Loss
of
potential
business to competitors
Access to loans for
possible
expansions
becomes difficult.
Study loan unaffordable
Studies become too
expensive
for
local
people to afford hence
reduction in business
volumes.
Reduced market share










Increased demand our
qualifications
and
training services

THREATS
Some not yet accredited by NQA on
some professional qualifications
High cost of capital due to high
interest rates.

Declining value of local currency
against major currencies like US$ and
GBP.

The larger branded completion in our
niche








Continuous respite and outreach
in
various
languages,
and
providing a broader array of
services and benefits.
Continuous respite and outreach
in
various
languages,
and
providing a broader array of
services and benefits.
Keep abreast with market needs
and demands by keeping analysis
of shifts and trends in the market
Analyse market needs and skills
shortages and align resources in
profitable areas.
Maintain
good
competitive
standards
and
sustainable
stakeholder relationship.
Capitalise
on
the
stable
environment to expand and
maximise on profit making.
Align resources in profitable areas
where return on investment is
ensured.

Action
Apply and ensure accreditation of
all courses with NQA.
Open up investment account

Open foreign investment account

Keep focus and build loyalty on
the programmes on offer.
Always work in collaboration with
the stake holders to enhance
quality delivery.
Always
research
for
the
employment market dynamics and


22 | P a g e
promotion programmes to capture
a
wider
growing
market’s
attention.
Publicise
extensively
our
programmes
through
various
media
Keep abreast with the job market
dynamics and offer relevant
qualifications to school leavers for
employability.
Provide a wider choice of
academic qualifications
Partner
with
government
implementing College activities.
Carry out market research timely
so that we have relevant supply
into the market


HIV/AIDS Pandemic

Loss of lives of potential
customers
Loss of lives of staff
members.



demand.
Offer what is highly on demand
To draw up and implement an
AIDS at workplace policy
Encourage staff to participate in
HIV/Aids training programmes
Table. 10 SWOT Analysis
2.9
Stakeholder Analysis
Component
Triumphant
College
Stakeholders
Namibia
Qualifications
Authority
Relationship to
Stakeholder
Regulatory
Body
Services provided by
Stakeholders
Approval and
recognition of
qualification
provided.
Accreditation
National
Council for
Higher
Education
Education
Regulations
and guidelines
Recognition as a
tuition and
examination Centre
What are their known
Characteristics?
Stakeholders
Expectations
Towards
Triumphant College
Cumbersome
processes on
accreditation.
All qualifications
provided should
be accredited.
Too slow in
processing
Provide them with
detailed
annual
reports that aid
decision making
Quality
enhancement
Work together in
support
to
improve on the
quality
of
Education in the
country.
Quality Control and
Assessments
Provide them with
detailed
annual
reports that aid
decision making
23 | P a g e
NAMCOL
A source
market
Acts a source for
our students who
further their
education
No discrimination
Furnish them with
all
our
requirements and
share
industry
expectations
NAMPOST
Postal Agent
Courier and Postal
services
Fast and efficient
Work
cooperatively with
them so that they
provide
outstanding
service
Telecom
Namibia
Communication
Telecommunication
and internet
services
Too slow to respond
to queries
Take
maximum
care
of
their
equipment
and
keep
them
updated.
International
University of
Management
Partner
Sharing of
information on
qualifications
Thrift, unreliable,
competitors
Career
progression
Component
Stakeholders
University of
Tanzania
Relationship to
Stakeholder
Partner
Stakeholders
Provision of LLB
Qualifications,
syllabi,
Examinations and
moderation
Characteristics?
Stakeholders
Expectations
Towards
Triumphant College
Documents not
thoroughly checked.
Communicate
effectively
and
deliver
their
qualification
without flaws
Delays in sending
modules
Take time to resolve
issues pertaining to
students
Institute of
Commercial
Management
Partner
Provides syllabi,
study materials,
Examinations and
moderation.
Emphasises on
quality and accuracy
Promote
their
qualification
strongly.
Delaying issue of
certificates
London Centre
of Marketing
Partner in
provision of
Marketing
Qualifications
Provides syllabi,
study materials,
Examinations
moderation and
certification.
Delaying issue of
certificates
Promote
their
qualification
strongly
and
favourably.
University of
London
Partner
Provides syllabi,
study materials,
Examinations,
certification and
moderation of
degreed
programmes.
Delays in feedback
Put
their
qualifications as
the best and the
strongest of them
all.
Promote
their
qualification
effectively
Provide detailed
information about
their qualification
to the general
public
City of
Windhoek
Service
provider
Provision of
operating licenses,
land, water and
electricity.
Difficult to negotiate
with regard to land
space
Comply with all
regulations
in
place
City and Guilds
Partner in
provision of
Engineering
and business
qualifications
Provides syllabi,
study materials,
Examinations and
moderation of all
qualifications.
Not flexible as to the
needs of the market
outside their country
of origin.
People
trained as
requirement.
are
per
Does not tolerate
unnecessary flaws.
Poor Data capturing
system
Government of
the Republic of
24 | P a g e
Governance
Legal,
regulates
support,
Everything should
be done in line with
We comply fully
with
statutory
Component
Stakeholders
Relationship to
Stakeholder
Namibia
Stakeholders
operations
statutory
requirements
and
Characteristics?
Stakeholders
Expectations
Towards
Triumphant College
statuary
requirements
requirements
Home Affairs
Study Permits
Processing of study
Permits
Delays in processing
of permits
Provide students
with
necessary
documentation
Employment
federation of
Namibia
Employers
Provide guidance
on the relevance of
qualifications to the
market
Quality assurance
Produce
competent
graduates
with
relevant skills for
the industry
Table. 11 Stakeholders Analysis
25 | P a g e
2.10 Strategic challenges
Given the above situation, the following are the identified strategic challenges grouped in
three identified themes, grow revenue, efficiency and quality, that were discussed in section
1.3.
Theme
Grow
revenue
Strategic challenge
1. Inadequate
revenue
for needed expansion.
2. Market Share
3. Staff
Limited
Efficiency
Quality
Capacities
1. Wastage
2. Limited student
and web skills
ICT
3. Inadequate ICT
Web facilities
and
1. Inadequate quality of
programme delivery
2. Inadequate value for
money in the services
we offer
3. Lack of staff motivation
and moral boosters.
4. Inadequate
physical
Infrastructure
26 | P a g e
Root Cause/Expansion
The College is still new and growing. However, investment
needed to expand the premises and physical facilities far
outweighs the revenue
Being new, the College still needs to be known. It has to
compete against other well-known institutions while new
institutions are opening.
Staff needs to be provided with skills and knowledge that will
make them effective. They need to have skills to monitor
trends and introduce new courses that will be marketable and
phase out old ones that are becoming less irrelevant. With
skills they can offer excellent services to students which will
attract more students.
There is need to evaluate all processes in the operation of the
College to make sure there are no wastages like unutilized
time, space or facilities as well as to ensure that staff are used
to their full potential. Processes for various tasks performed by
the College need to be re-organised for better performance.
Many students join the College with limited or without ICT
knowledge. This limits the College from being able to use the
internet/web as a tool in learning and information
dissemination from staff/lecturer to students and between
students. Such communication will improve College efficiency.
As the College is still growing the ICT resources are limited to
allow all students and staff to have full access.
ICT
infrastructure will allow lecturers to utilize the online facilities in
their training. Communication with administration staff and
between students will improve significantly thereby reducing
the number of manual processes which are cumbersome, time
consuming and expensive.
Students pass rate is still very low (currently at 60%). The
lecturers need to improve and use a variety of teaching
methods to enhance understanding. For programmes with
laboratory work laboratories are needed.
It is important to ensure that all our services are geared to
bring up the best. Comparison with top Colleges in the
Country would reveal that others are offering additional
benefits to students. This would include aspects like efficient
free internet, Free ICT and computer literacy programmes,
free language courses etc. triumphant College need to
consider how we can add value to our students.
Apart from the performance based salary increases, there
very few in-house moral boosters and motivational activities.
The working environment, job requirements, bonuses and
reward systems need to be considered to improve overall
quality of service and course delivery.
The College is housed temporarily in a location not fully
adequate for training. There is need to relocate or expand the
current facilities.
Table. 12 Strategic Challenges
3. FUTURE PLAN
3.1 The Strategy
Triumphant College will continue to develop content in partnerships with selected existing
providers of qualifications and examination boards necessary to make informed choices
about qualifications/programmes of study and implement them successfully. A key feature in
Triumphant College’s business model is integrating core values that drive towards the
College’s strategic goals and objectives.
Triumphant College will develop, introduce and maintain a unique range of new
qualifications that takes a comprehensive, integrated approach to education to allow as
many students as possible to become valuable workers in the competitive labour market.
3.2 Resources Strategy
Triumphant College has competencies in data gathering, developing and maintaining
partnerships, and knowledge of the higher education planning and implementation; and
research. This allows Triumphant College to provide up-to-date advice, reminders, and
schedules to aid students, parents, and counselors with valid education information around
the globe.
The following strategic assets will aid Triumphant College achieve its Mission.
a) A large space with Administration offices, classrooms, engineering block.
b) Creation of Triumphant College brand name.
c) Distinctive partnership with international examination boards
d) Qualified and experienced lecturers
3.3 Customer Service Excellence
Triumphant College will adopt a professional approach in servicing its clients providing them
with equal treatment. Those seeking education will be the major focus so that they get the
best competitive qualifications that aid easy access to the employment in the job market.
Listening to the students, leading them toward a solution that suits their needs and launching
them toward a successful College experience by making the college a conducive learning
27 | P a g e
environment with vast learning resources is a prerogative to the success of Triumphant
College.
3.4 Management and Administration
During the period of implementing this Five-Year strategic plan, management will refine
management processes and policies to suit the environment. This shall be done through
regular reviews, staff meetings and workshops following the trends in relevant disciplines.
On the other hand, the organisational structure will be reviewed regularly so that it is in line
with the increase in volume and diversity of activities. During this period academic staff shall
be increased on the basis of appropriate student staff ratio (SSR) approach. Thus the
number can be safely assumed to increase in proportion to student numbers.
3.5 Projection of Student numbers
Triumphant College anticipates annual growth rate of 5% based on the market research
studies indicating trends in the education industry.
2011
2012
2013
2014
2015
2016
Local
69%
727
764
2,070
2,174
2,282
2,396
Regional
24%
253
266
720
756
794
833
International
7%
74
77
210
221
232
243
1,054
1,107
3,000
3,150
3,308
3,473
Total
100%
Table. 13 Projection of Student Numbers
Market Analysis
3000
No. of students
2500
2000
1500
1000
500
0
2012
2013
2014
2015
2016
Grand Total
1107
1162
1220
1281
1346
Local
2013
2070
2174
2282
2396
Regional
266
720
756
794
833
International
77
210
221
232
243
28 | P a g e
Fig. 4 Projection of Student numbers
3.6 Academic Programmes
All programmes on offer shall be reviewed annually, new ones introduced and the that are
found to less important and their demand in the industry low shall be phased out.
Programmes shall be run following the expectation of the industry and the market.
3.7 Facilities
The College shall continue expanding the current facilities to cater for increased demand. As
the student numbers continue to grow year after year, there will be strong need to expand
the current facilities or to make efforts to obtain new premises.
3.8 Collaboration
The College shall continue running a mix of courses ranging from certificate to masters
Degrees in collaboration with various institutions. In this five-year strategic period,
Triumphant College shall source and enter into agreements with new institutions providing
relevant qualifications to the Namibian environment. These shall be selected on the basis of
trends in the market and the needs.
29 | P a g e
4. STRATEGIC OBJECTIVES AND PROCESSES
4.1 Linking Vision and Mission to strategy
In order to become a recognised key partner in the country in the training, skills,
development and resource, while utilizing current technology and highly skilled staff, the
strategy of the College is to ensure revenue growth efficiency of operations, and quality
provision of our products, to allow our graduates to complete and excel in the labour market.
The College will continue to draw from grade 12 leavers a large pool of candidates to join the
College. Revenue growth, efficiency of operations, and quality provisions of programmes are
considered to the main drivers in achieving the Vision and Mission
By becoming cost-effective this will allow us to have additional savings that can be used to
grow the profit. As the profit is invested to enhance our facilities, more students can be
recruited to obtain more revenue. The additional revenue will be used to enhance quality of
programmers which will make our candidates to be sought after in the labour market .This
will allow us to realies the vision, and challenge us to be cost effective; making the cycle to
begin again . Figure 4.1 below illustrates the concept pictorially.
Grow Revenue
Vision
Cost effectiveness
and
innovativeness
(Efficiency)
To become a recognised key
partner in the country and
region in training, skills
development and research
for socio-economic
development
Quality Services
Fig. 5 Linking Vision and Mission to strategy
4.2 The Balance Score Card
The strategic challenges observed in section 2.8 are translated into processes that are
organised within the three themes: Revenue Growth, Efficiency, and Quality, across five
perspectives of the Balanced Score Card. The results are organised in a Balanced score
30 | P a g e
Card in Figure 4.2 below, and tabulated in Table 4.2. Against each Strategic Objective, the
Table shows, the measure, target and initiatives that need to be taken to achieve the
objective.
Kaplan and Norton who devised the Balance Score Card, method identified four
perspectives: financial; customers; internal processes; and learning and growth. The four
perspectives and how they are to be applied in this Strategic Plan are explained in detail in
the section following.
31 | P a g e
Vision
To become a recognised key partner in the country and the
region in training, skills development and research for social
economic development.
Financial
1.1 Grow the Revenue
Theme
Customer
REVENUE
2.1 Increase student
Numbers
EFFICIENCY
1.2 Improve Overall
Efficiency Theme
2.2 Improve student
ICT Skills
QUALITY
1.3 Provide Quality
Programmes Theme
2.3 Increase Value for
money to customers
Our Core Values
Integrity
 Honesty
 Credibility
 Trustworthy
 Professionalism
Internal
Processes
Service Excellence
3.1 Provide new Marketable
Programmes and increase
Marketing efforts
3.2 Improve Efficiency of
Key Processes
3.3 Improve
Programme Quality
 Timeliness
 Efficiency
 Effectiveness
 Exceed client expectations
Innovation
 Creativity
 Initiative
Learning
Growth
Team Spirit
4.1Enhance staff
Capabilities
4.2 Improve ICT
Infrastructure
4.3 Enhance
Staff Motivation
 Unit of purpose
 Togetherness
Commitment
Mission Statement
To use current technology, highly skilled staff and quality programmes to provide sought after graduates and
services.
32 | P a g e
 Working to the best of our
abilities
 Ownership of the strategic
objectives.
Fig. 6 Balance Scorecard
Fig. 7
4.3 The Financial Perspective
In a profit oriented organisation financial objectives are the ultimate goal, stemming from
lower level process in customers, internal process and learning and growth perspectives. In
other words from the lowest perspective learning and growth, processes link each other in a
course and effect relationship which ends with a given financial objective. Consider the
relationship below for the financial objective grow revenue.
Revenue Growth
Financial
Increase student numbers
Customer
Internal
Provide new marketable
Processes programmes and increase
Improve efficiency of key
processes
marketing efforts
Learning and Growth
Enhance staff capabilities
Fig. 8 Cause-and-effect in Revenue Growth
Thus considering course and effect, if staff capabilities are improved in specific relevant
areas, these will improve efficiency in key process of the College, and also enable staff to
design and deliver new programmes that will attract new students. Marketing the new
programs and improvement in efficiency of service delivery will please and retain our student
numbers and thereby grow revenue. Other processes are similarly linked in a course and
effect relationship to form the Balanced Score Card shown in figure 6.
For the financial perspective, four processes were considered necessary to attain the
College Vision; revenue growth, improved efficiency and provision of high quality programs.
33 | P a g e
4.4 Customers Perspective
Without satisfied customers, however well the College operates, it will not the seed of long
term success and soon or latter the source of revenue and customer base will dry. For
Triumphant College to grow physically and financially there is need to increase student
numbers, to ensure they get the best out of what they pay, they are able to utilize the
facilities and access service. Three processes are considered most important for the
customer perspective namely; increase student number numbers; improving student ICT and
technological skills; and increasing value for money to students for the programmers offered
4.5 Internal processes
For the internal business –process perspective, the College need to identify the processes
that are most critical for achieving customer and shareholder objectives. These processes
need to be examined through the different stages of process development from start to the
end to eliminate waste and to re-engineer (re-organise) the processes for better efficiency
and expediency. These processes are identified as important in driving the visions in this
strategic plan. These are providing efficiency and expediency. Four processes are identified
as important in driving the Visions in this strategic plan. These are providing new marketable
programmes and market them; improve efficiency and produce quality programme delivery.
But providing quality programme delivery that will improve the ICT skills which in turn will
allow students to use web technologies efficiently, using them for learning and information
access, thereby improve the overall College efficiency in programme delivery.
4.6 Learning and Growth
A good organisation, with effective team spirit and highly motivated staff, is necessary for
any organisation to have sustained growth. Employee’s attitudes, productivity, and their
efforts in all other perspectives above will depend on the learning and growth perspective of
that organisation. In this Strategic Plan, three processes have been identified for which
intervention is considered necessary. These are enhancing staff capabilities; improving the
ICT infrastructure, and enhancing staff motivation and morale. Enhanced staff capabilities
are necessary to improve all the three processes in the internal process perspective, which
are: providing new marketable programmes; efficient processes; and quality programme
delivery. Improved ICT infrastructure will result in quality programme delivery and learning
environment. Enhanced staff motivation will help increase efficiency of key processes and
also enhance programme delivery quality.
34 | P a g e
5. MARKETING STRATEGY
5.1 Industry Analysis
5.1.1 The Education in Namibia
Historical Background
The education industry grows daily with new program entry and varying demands. When
Namibia became independent on 21 March 1990, education in the country was best
characterised by a number of features as follows:
1. Fragmentation of education along racial and ethnic lines;
2. Unequal access to education and training at all levels of the education system;
3. Inefficiency in terms of low progression and achievement rates, and high wastage
rates;
4. Irrelevance of the curriculum and teacher education programmes to the needs and
aspirations of individuals and the nation; and
5. Lack of democratic participation within the education and training system.
The Ministry of Basic Education, Sport and Culture was established by amalgamating the
eleven Second-tier educational and cultural services into one unified national structure. The
new Ministry of Basic Education, Sport and Culture established a head office in the capital
and six regional education offices.
Recent Developments
The Namibia education is gradually picking its momentum. The tertiary education, in
particular, is increasingly challenged by the labour market demands to produce candidates
who are competent, practical, versatile and capable of performing satisfactorily in the
increasingly dynamic and constantly changing global work environment.
The Government and tertiary education institutions are both united to take advantage of
these opportunities within the labour market, being active in fostering innovation and
launching meaningful reforms in a coherent education policy framework. These reform
considerations are earmarked at building a strong and competitive base within the education
sector that produces quality product useful to take Namibia to its vision 2030. The Ministry of
Education through the Namibia Qualifications Authority has put in place stringent measures
to institute quality of qualification offered by Namibian education institutions.
35 | P a g e
Numerous programmes have been put in place to ensure commitment in the implementation
of the strategic milestones to achieve the highest standards in education.
Following the recent conference on Education by the Ministry of Education and the need for
a unified approach to education from all sectors of the economy, the sector is poised to
institute a positive impact on the socio-economic development of the nation. It is also likely
to create quality on the qualifications provided hence creating a position on the international
labour market. This will attract a lot of foreign students to undertake their education here in
Namibia.
5.2 Marketing objectives
1
To be established as experts in the education field and gain strong recognition as such.
2
To raise awareness through community networking activities quarterly and provide a
market orientated and consistent service through aggressive advertising throughout the
period till 2016.
3
To develop strategic alliances (networking) with local service providers and stakeholders
such as Polytechnic, UNAM and IUM, NTA, NQA and the Ministry of Education.
4
Capacity building of a strong marketing team that will take Triumphant College to greater
heights on the international arena by June 2014.
5
Communicate the differentiation and quality of our offering through personal interaction,
media, local and regional marketing organs and the Ministry of Higher Education.
6
To timeously explore and expand more on modern courses in line with market demand.
5.3 Market Demographics
Our large important market segment is a pool of school leavers who have completed either
Grade 10 or 12 and could to attain the required points to secure places to study at national
institutions of higher learning as University of Namibia (UNAN) and Polytechnic of Namibia,
those who would like to further their education pursuing different studies and entrepreneurs.
5.3.1 Market Analysis
Triumphant College anticipates annual growth rate of 5% based on the market research
studies indicating trends in the education industry.
36 | P a g e
2011
2012
2013
2014
2015
2016
Local
69%
727
764
2,070
2,174
2,282
2,396
Regional
24%
253
266
720
756
794
833
International
7%
74
77
210
221
232
243
1,054
1,107
3,000
3,150
3,308
3,473
Total
100%
Table. 14 Market Analysis
Market Analysis
3000
No. of students
2500
2000
1500
1000
500
0
2012
2013
2014
2015
2016
Grand Total
1107
1162
1220
1281
1346
Local
2013
2070
2174
2282
2396
Regional
266
720
756
794
833
International
77
210
221
232
243
Fig. 9 Market Analysis
5.3.2 Market Needs Analysis
Demand for education grows daily. Everyone now requires a qualification and skills either for
employability or to venture to any business. The market requires skills and these are the
ones that we are providing.
5.4 Market Growth
The Namibia education is gradually picking its momentum. The tertiary education, in
particular, is increasingly challenged by the labour market demands to produce candidates
who are competent, practical, versatile and capable of performing satisfactorily in the
increasingly dynamic and constantly changing global work environment. The Government
and tertiary education institutions are both united to take advantage of these opportunities
within the labour market, being active in fostering innovation and launching meaningful
reforms in a coherent education policy framework. This has seen the growing numbers of
people pursuing their studies furthering their education. The growing population also has
37 | P a g e
seen a number of pupils graduating at grade 10 and 12 hence giving rise to the number of
entries at tertiary level.
Below are potential markets which Triumphant College will get its market share.
5.4.1 Potential Markets (Target)/Market Share Estimates
Some of them are showed in the table below:
Target Clients
Market Share (%)
Local
69
International/Foreign students-SADC
Angola
20
Zimbabwe
3
Zambia
1
Other
Totals
7
100
Table. 15 Market Segmentation
Target Client Analysis
Other SADC Countries
9%
Other
7%
Angola
15%
Local students
69%
Fig. 10 Target Client Analysis
The large number of Triumphant College students is from Grade 12 within the country. The
three major institutions are UNAM, Polytechnic, and IUM are not able to admit all Grade 12
leavers Triumphant College then becomes the next option.
38 | P a g e
Engineering Qualification Market share Analysis
Monitronic Success
College
40%
Triumphant
College
60%
Fig. 11 Engineering Qualification Market Share Analysis
On its level of service provision, research shows that Triumphant competes with Monitronic
Success College, Lingua International College, and ILSA, but Triumphant has an advantage
of having wider choice of programmes which include engineering courses.
5.4.2
Market Segments
Triumphant College’s market segments comprise of school leavers, college graduates and
the general public who would like to further their education studies. Triumphant College will
focus on those who want to pursue their education in the fields of business management,
engineering and Law students at diploma and degree levels.
Qualification
Total number %
Engineering
54
Business Courses
21
Law
9
Post Graduate Qualification
8
Masters
8
Totals
100
Table. 16 Market Segments
39 | P a g e
Market Segments
Post Graduate
Qualifications
8%
Masters
8%
LLB
9%
Engineering
54%
Business
21%
Fig. 12 Market Segments
5.5 Competition and /or substitute products
The competitive environment within the education sector is quite intense and the number of
competitors is fairly large considering the size of our population. However, Engineering has
been overlooked and very few Colleges address this need. Triumphant College which offers
engineering programmes has positioned itself well to meet the demand for the short supply
of qualified engineers in the country. Triumphant College faces much competition from
UNAM, Polytechnic and Monitronic Success College on engineering courses. For other
courses, the College faces competition from the International Training College-Lingua,
Monitronic Success College, ILSA and other emerging colleges.
The above Colleges are going to share the market with Triumphant College. UNAM,
Polytechnic of Namibia and IUM pose a great challenge to the Triumphant College because
of their age and size and are classified with the group of direct competitors to Triumphant
College. Nonetheless Triumphant College will put in place marketing strategies that will see
it surviving in this competitive market and enjoy a remarkable market share.
Over the past decade or so, the number of colleges has somewhat increased, although not
to the level of meeting all the needs of the labour market. To be more competitive
Triumphant College will seek to carefully operate courses in highly demanded skills, while
working to establish more strategic alliances with internationally accredited examination
boards that will enhance the quality and strengthen the recognition of its qualifications from
the local and international market. Triumphant College will use own website and Internet as
these give students and individuals the ability to access all the required information about
the College qualifications.
40 | P a g e
Analysis of the competitors’ market share
Market share
10%
25%
Triumphant College
20%
International College of Education -Lingua
Ilsa College
15%
30%
Monitronic Success College
Institute of Management Sciences
Fig. 13 Market Share
5.6 Marketing Strategy
Strategy is focus. Our strategy involves focusing on a specific area of expertise in which we
are a strong group as any College anywhere in the Country and world at large. We are true
experts in providing quality and of value education services, especially through correct
channels of distribution. The target customer is usually a manager in a larger organisation.
The market needs are the determinant of our product and service.
5.6.1 Product Strategy
Triumphant College will position itself strategically in accessibility to provide the market
varying courses that meet diverse demands of all students within its target market.
Regarding product diversity and expansion, the College management will research and
widen the market to identify potential opportunities for future additional programmes in this
rapidly shifting education environment. Triumphant College’s long-term goal is to establish
itself as an internationally recognized top-of-the-line College providing diverse, quality value
for money tuition and examination services to the education world. This will be achieved
through the attainment of the College’s vision, which is “To be the most sought after
institution of higher learning providing valuable and quality education, through the stated
strategic goals and objectives”.
5.6.2 Pricing Strategy
Triumphant College’s pricing strategy will be a major consideration in this competitive
market. Major consideration on the pricing of fees shall be placed on the quality and the
value of the qualification. The pricing policy will be determined by the market standards and
41 | P a g e
the level of qualification. Triumphant College pricing will be within 70% of other Colleges,
meaning that the College will not be more expensive than 30% of the Colleges. The prices
will consider affordability by an average student, taking into account the value placed on the
qualification and the operational expenses.
5.6.3 Promotion and Advertising Strategy
Triumphant College shall pursue an aggressive marketing campaign on all its course
programmes to remain on track using various media as radio, television, newspapers,
magazines, internet, word of mouth and personal advertising. Brochures will be distributed to
all strategic places to ease accessibility. Career exhibits will also be done at schools in all
regions of the country where broad information is shared among students at face-to-face.
This will enhance wide publicity of Triumphant College existence and the courses it provides.
Strategic alliances and continuous placement of students on industrial attachments and
participating in National Educational campaigns will foster efforts on national and
international publicity. Graduation ceremonies will promote publicity.
As our existence within the market is not so long like other colleges such as UNAM, IUM,
Polytechnic and others on the market, there will be a need to aggressively promote all the
courses on offer so as to be continuously at the reasonable level of our prospective market’s
minds. Thus Triumphant College shall undertake advertising on a regular basis in the major
public media.
Triumphant College will plough back profits to the market through its social responsibility
programmes as in the 5 year Strategic Plan and as outlined in its implementation policy.
5.6.4 Distribution Strategy
The primary distribution pattern in the education industry is from source to the final
consumer. The distribution channel is direct from College to the students. There are no short
cuts with regards to the process of distribution. In case of examination the distribution
pattern takes the other form where the Triumphant College acts as the retailer in providing
an interface between the student and the examination boards. Triumphant College will
provide both face-to-face tutorials and distance education through various means not
excluding e-learning.
For publicity purposes literature such as direct mail, print advertisements, and sales
promotion materials will be utilized as required. Triumphant College shall effectively maintain
a database from which all student information details will be drawn. The College has
launched a website to reach diverse market and easy accessibility by the internet. Students
42 | P a g e
assignments, results and statements shall be communicated through a strict privately
accessible website facilities for students where logging in shall be required. Each student
shall be served with an accessibility pass word which allows access to all required
information.
5.6.5 Sales Strategy (Local Vs Export)
Triumphant College will sell the benefits of the education services it offers and the activities it
promotes. It also sells the freedom that is part of a healthy and Balanced lifestyle within the
College period. Students need to be reminded occasionally and more frequently that there is
more to life around out in the world after the qualification. Triumphant College will provide its
clients with all educational arrangements they possible while introducing new innovative
features. Even though the main concern is to provide quality education on any individual who
is enrolled, the College also exists to serve the national needs and bridging the gap between
ignorance and wisdom.
It is less expensive to maintain a relationship than it is to develop a new one. At Triumphant
College, we believe in the benefits of the programmes we offer, services we provide,
activities we promote, and we are reliably confident that we can satisfy the desires of the
locals and international education seekers. Clients will be rewarded by efficiency, superior
service and convenience. The following strategies will be adopted:

All services offered by the College must be in cash and monthly installments for full
time students.

Sales ratio between cash and credit sales should be maintained at 1:4 [credit: cash].
This will enhance our liquidity levels.
43 | P a g e
6. VISION TO ACTION
6.1
The Strategic Map
This Section maps the initiatives under the Balance Score Card, with the Departments and
persons within the College who will implement them. The Table below presents the Strategic
map showing the units and persons responsible:
Perspective
1. Financial
Customer
Measure
Objective
Targets
Drivers
1.1 Grow
revenue
Annual
revenue
Double
revenue
5 years
1.2
Improve
Overall
College
Efficiency
Unit Student
Cost
Maintain
unit student
cost for the
next 5yrs
1.3
Provide
Quality
Program
me
of
Reason
able
Cost
2.1 Increase
student
number
Programme
cost ranking
Improve
programme
quality
Within 70
percentile
of Tertiary
institution
student
price in the
next 5years
Student
numbers
Double
student
numbers in
5yrs
in
44 | P a g e
Provide ICT
skills to all
learners
after 5
years
Responsible
unit
Responsi
ble
persons
Student
numbers
Costing Policy
See 2.1
See 2.1
See 1.3
See 2.1
Cost of
services
1.2.1
Administration
and
Management
MD
1.2.2
Undertake
process reengineering of
some
operations
Administration
MD
Rector
Monitoring
cost of other
institutions
1.3.1 Compile
Annual prices
of different
Institutions and
use it to peg
tuition fees.
Registrar’s
Office and
Management
Registrar
and
Rector
Strong
marketing
2.1 Device and
implement
Strong
marketing plan
Registrar
Office
Registrar
2.2
Extent
marketing
efforts
to
Angola
See3.1
Registrar
Office and
management
Registrar
and
Rector
2.3 Build a new
modern camp
Set entry
requirements
appropriate
2.2.1 Expand
ICT
facilities
and capacities
at college
Management
Rector
and MD
Management
and IT
department
Rector
and
Head of
IT
2.2.2 Provide
basic IT training
to all staff and
users
BSDLL and
Management
Bead of
BSDLL
and MD
2.2.3
Identify
and
offer
needed training
to
key
operational
staff
Administration
and
Management
MD and
Rector
New
marketable
programmesGood
buildings and
Infrastructure
2.2 Improve
student ICT
skills
Initiatives
Adopting IT as
a
communicatio
n tool within
the college
Eliminat
e
wastage
2.3 Increase
value for
money to
customers
Internal
Processes
3.1 provide
new
marketable
programmes
and market
them
3.2 Improve
efficiency of
key processes
Price of
programmer
in
comparison
to
competitors
Introduce
skill building
courses to
enhance
formal
courses
Number of
programmes
Number of
students in
new
programmes
Student Unit
Cost
See 1.3
above
See 1.3
Registrar’s
Office and
Management
Registrar
and
Rector
Technology
trends
2.3.1
Determine
employer
needs every 3
years
Registrar’s
office and
management
Registrar
and
Rector
Employer
needs
2.3.2 Evaluate
technology
trends in
training & job
market
See 2.3.1 and
2.3.2
3.1.1
Undertake
industry needs
every 3 years
survey and
propose new
programmes.
3.1.2 Lecturers
and
management to
continuously
monitor needs
and trends.
See section 4.1
Registrar’s
Office and
Management
Registrar
& Rector
Registrar’s
Office and
Management
Registrar
& Rector
3.2.1 Examine
all processes
and re-organise
for efficiency
(every 5 years)
3.2.1
continuously
examine to
eliminate
wastes
3.3.1
implement
Annual
performance
appraisal
Administration
and
management
Managin
g
Director
Administration
and
Management
MD and
Rector
QA office and
Management
QA office
and
Rector
3.3.2 Review
the
performance
appraisal every
3 years
3.3.3
methodology
QA office and
Management
QA office
and
Rector
Management
and Registrar
Rector
and
Registrar
3.3.4 Design
college own
programmes
and have them
accredited
4.1.1 undertake
skills gap
analysis
annually
Management
and Registrar
Rector
and
Registrar
Administration
and
management
MD and
Rector
Employer
needs
Minimum 5
years
depending
on need
Always
maintain
10% new
students
programme
s not less
than three
years
Keep unit
costs
unchanged
for the next
5 years
(even
though
other costs
increase)
Current
technology
trend
Skills in
college
departments
Training
Process reengineering
Identify and
estimate cost
3.3 Improve
quality of
programme
delivery
Learning
and Growth
45 | P a g e
4.1 Enhance
staff
capabilities
Student pass
rates
Lecturer’s
performance
rating
 Number
of staff in
formal
training
Increase
pass rate
by 5 %
every year
Quality
Teaching
Improve
overall
lecturer
performanc
e by 5%
every year
Minimum
5% staff on
formal
training
Identification
of skills gap
 Number
of staff
re-skilled
in short
course
trainings
4.2 Improve
ICT
infrastructure
4.3 Enhance
staff
motivation
% of
operations
automated
Minimum
20% of staff
re-skilled
annually
Achieve
90% of the
operational
activities
automated
in the next
5 years
Management
efforts
Staff and
student
rating on
College
communicati
on
Increase
approval
rating by
20% in the
next 5
years
Operational
staff efforts
Staff
turnover
Maintain a
minimum of
10% annual
turnover
Remuneration
Employee
satisfaction
Improve
employee
satisfaction
by 10 %
during the
next 5
years
Good work
environment
Properly
designed
process to
remove
frustration
4.1.2
Encourage staff
to take short
and formal
courses
4.1.3 Provide
staff training
budget annually
Management
Rector
Management
MD and
Rector
4.1.4 Equip
staff with
productivity and
modern
technology
skills
4.2.1 Set a
priority list for
automation and
implement it
Administration
MD
IT dept and
Rector
Head of
IT dept
and
Rector
4.2.2 Budget
for ICT
investment and
maintenance
Management
Rector
and MD
4.2.3 set clear
operational
guidelines to all
staff in
information
provision and
skill them
where
necessary
4.3.1 Review of
competitors
salaries every 3
years
Continue to
apply a
performance
based salary
increment.
4.3.3 Process
re-engineering
(see 3.2.1)
4.3.5 Allow
employees to
give
suggestions on
improvement
and
implementation
Administration
MD
Administration
and
Management
MD and
Rector
QA Office and
Management
QA
Office
and
Rector
Administration
and
Management
MD and
Rector
Table. 17 Strategic Map
6.2
Implementation
For the implementation of this College Strategic Plan, the Rector will be the driving force
behind it. Each initiative in the Strategy map of the Table 6.1 has been assigned to a
responsible office and person. These will be responsible for the implementation.
The responsible offices will be required to present an outline or plan on how each initiative
will be implemented over the five years, with an indicative budget. Every year, depending on
the estimated cost of implementing each initiative, a budget will be set aside.
46 | P a g e
After every six months, a review will be done to assess progress in the implementation of all
initiatives. What has been achieved will be compared to the expected outcome as defined by
the measure and target in the Strategic map. Where there are deviations corrective
measures will be taken, and in the next review an assessment of how the corrective
measures worked will be made and appropriate actions taken.
In addition to the six monthly reviews, a major mid-term review will be done after two and
half years, which will be conducted in the same way as the 6 monthly reviews but will be
more comprehensive.
6.3
Critical Success factors
The following are considered to be the key factors for the success of this strategic plan.
No.
1.
Critical Success Factor
Identification of a specific person to drive the
implementation
2.
Allocation of
implementation
3.
Monitoring implementation progress
4.
Identification of bottlenecks and implementing
timely corrective measures
5.
Commitment and team spirit by all College Staff
resources
needed
for
the
Provision
The Rector who oversees all the operations of
the College will be responsible for the
implementation of the Strategic Plan
A five year financial requirement of the plan will
be formulated from each implementing office. An
annual budgeting allocation will be made for
implementation.
Semi-annual reviews, called by the Rector will be
conducted to assess progress
Semi-annual and mid-term reviews will identify
bottlenecks and deviations from expected
outcomes. Corrective measures to be suggested
and implemented.
The Strategic Plan should everybody’s everyday
responsibility. For this to happen the Rector and
all in leadership need to motivate the staff to see
value in the implementation of the plan and to be
motivated to do what they are expected. In some
cases a change of mindset will be required.
Table. 18 Critical Success factors
47 | P a g e
7. CONCLUSION
This Strategic Plan was formulated using the Balance Score Card method. Following the
Vision and Mission of the College a business strategy was formulated. From this, ten
strategic objectives were developed following the identification of Strategic Challenges.
Using the balance score Card framework with financial, customer, internal processes, and
learning and growth perspectives, nine key interrelated processes were developed which are
considered to be critical for Triumphant College to achieve breakthrough performance.
These processes were used to develop a framework comprising of strategic objectives,
measures, targets, drivers and initiatives. The framework was mapped and cascaded to
lower level management units to designate the offices and persons who will drive the
initiatives.
Following these, an implementation plan was outlined; including the activities and efforts
needed to ensure the implementation is successful. Keys success factors were also
identified and provisions outlined to ensure that there are no operational hindrances.
We consider this document adequate to guide Triumphant College over the next five years.
48 | P a g e

1 | Page The Logo of Triumphant College elaborates in symbolic

Transcription

Similar documents

the university of agricultural sciences and veterinary medicine

parathom - Stillwaters Law Firm

3R PLANS FOR SOLID WASTE MANAGEMENT AND MANAGEMENT OF SCHEDULED

What children`s TV has to offer in the way of fun

Great Teaching - Teacher Development Trust

PrimeFilm 1800 AFL Low-Cost 35mm Slide/Film Scanning Through

BEING AN ENTREPRENEURIAL UNIVERSITY lessons learnt from

R - imeko

E - Broucher - training and beyond