a strategic plan for the tertiary education commission ... strategic plan.pdf · tertiary education...

Tertiary Education Commission Strategic Plan (2012-2016)

A Strategic Plan for the Tertiary Education Commission

Preamble

As per the Tertiary Education Act of 2011 the Tertiary Education Commission (TEC) has three dimensions to its work:

A regulatory role: It will hold providers and their owners accountable for the implementation of regulations and policies.

A recommending function: It will formulate proposals for the development of tertiary education for submission to the appropriate authority/ies.

An advisory role: It will advise the Minister on the preparation of further legislation on tertiary education

Broadly speaking, TEC’s role is to ensure that educational standards are maintained, national policies are implemented, and a regulatory framework for the

tertiary sector is created. TEC has to administer this framework to ensure that expansion and rationalization of the tertiary education sector can take place

according to set criteria and that those who provide education and training are held accountable. Doing so means that the core business of TEC are to protect

learners, safeguard the interests of stakeholders, establish the confidence of industry and society, and fulfil the needs of the country.

Through its work TEC aims to create an integrated tertiary education system that will:

Increase access

Facilitate the provision of quality education and training

Facilitate the attainment of national HR needs

Facilitate the development of a competent workforce

Promote accountability of education and training providers and TEC.


The Way Ahead

TEC is new, having been born in April 2012. Its first steps are accordingly to establish itself and consolidate its position within the sphere of education and training.

It will need to gain the trust of stakeholders and this can only be done through measures that underlines , in a quite transparent fashion, the organization’s

credibility. TEC has its work cut out and of its mandatory work under law the following activities are priorities:

To research and formulate recommendations for the admission of students to tertiary education institutions;

To develop and publish key indicators for the monitoring of tertiary education and training;

To rationalise the tertiary sector by aligning providers with the stipulations of the Tertiary Education Act;

To formulate and implement guidelines for the development of Charters for the Tertiary Education Institutions.

TEC’s vision, values and mission will underpin the work of the organization for the foreseeable future.

TEC’s Vision:

A high performing and credible organization delivering on our commitment to make tertiary education and training more efficient, relevant, and valued.

TEC’s Values:

Quality

We take pride in our work and aim for the highest standards in all services we provide. We endeavour to improve our work by benchmarking our performance

against best practice nationally and internationally. We strive to establish and maintain public confidence in our tertiary education and training system.

Professionalism

We commit ourselves to the highest standards of ethics and accountability. We remain attentive to the needs of the individuals we serve, and strive to protect the

interests of the learners. We deliver on set targets and continuously search for creative and alternative methods of service, beyond the current paradigm. We

empower ourselves and others through ongoing professional development.


Partnership

We believe in relationships that are mutually negotiated and where both parties are listened to and have a say in decisions. We need the experience and support of

our partners in industry to realize student and societal expectations. The core of our work is building and nurturing collaborations/relationships in which partners

are supportive of each other and leverage resources for action to bring about improvements in the learning environment and the development of tertiary education

and training.

Sustainability

We are dedicated to the creative and intelligent use of resources in the achievement of our targets.

Responsiveness

We are proactive in responding to the diverse and dynamic needs of the tertiary education and training community and those of society. We use real life data for

informed decision making.

Integrity

Fairness, honesty and transparency are at the centre of all our policies and procedures. We use our privileged position as an independent organization under the

Tertiary Education Act to fulfil our mandate impartially and courageously for the advancement of tertiary education and training.

Discerning

We value sensitivity to circumstance and environment. We exercise good judgment in responding to context specific situations.

Connectedness

We encourage policies that promote local, regional and international networking and exchanges to raise the profile of both TEC and the tertiary education and

training sector. We harness the potential of new technologies to facilitate the provision of state of the art learning for students and to widen professional

development opportunities for staff.

TEC’s Mission:

The mission of the Tertiary Education Commission is to regulate the tertiary education and training sector so as to safeguard and advance the interests of all

stakeholders, and provide evidenced-based recommendations that will ensure the growth and development of the sector.


TEC’s Strategic Objectives:

The following are what the organization hopes to achieve over the coming half decade, through the implementation of the objectives listed.

1. Set up the Commission to discharge its functions under law.

2. Establish and consolidate TEC as an independent regulatory and advisory body. 3. Build the credibility of TEC to ensure confidence and trust of stakeholders. 4. Provide the professional development opportunities and conducive environment within TEC to attract and retain high calibre professionals in the

organization. 5. Implement TEC’s key priorities for the next 5 years.

Strategic Objectives Specific Objectives

Set up the Commission to discharge its functions under law.

Recruit and staff the organization with the appropriately experienced and trained staff to undertake TEC’s mandate.

Develop an induction programme for new staff to facilitate their integration into the Commission.

Implement and monitor the induction programme.

Provide the appropriate physical work environment for staff to conduct their work in comfort.

Develop and implement an induction programme for TEC Board members.

Develop mechanisms and guidelines for outsourcing TEC work for which there is no internal capacity.

Develop and implement internal policies and procedures.

Provide the professional development opportunities and conducive environment within TEC to attract, retain and develop high calibre professionals in the organization.

Develop a Scheme of Service for TEC’s Specialist Staff.

Motivate and retain quality professionals through implementation of an attractive Scheme of Service.

Provide professional development and capacity building opportunities for staff.

Develop and implement a system for TEC employees which allows flexible work practices whilst enabling employees to meet their contractual obligations

Provide scheduled opportunities / activities for teambuilding that will make for increased efficiency and a cohesive work environment.

Build the credibility of TEC to ensure confidence and trust of stakeholders.

Develop and implement a communications strategy.

Plan for and implement regular surveys of student, staff and stakeholders to gauge satisfaction with TEC services provided.

Set up structures and mechanisms for monitoring compliance/adherence to standards by providers, and for providing feedback to stakeholders.

Establish and consolidate TEC as an independent regulatory

Differentiate TEC’s mandate in relation to the mandate of its parent Ministry (including TFE) and that of immediate and partner organizations - SQA, NHRDC.


and advisory body.

Develop and implement structures to ensure that TEC interfaces effectively with its parent Ministry whilst also fulfilling its functions “at arm’s length,” as per government reclassification policy, from the Ministry.

Implement a sensitisation programme for stakeholders on the differentiated mandates of partner organisations.

Set up and implement a structure to facilitate the interfacing of the work of the partner organisations.

Implement TEC’s key priorities for the next 5 years.

Research and make recommendations for the review of policies on selection, and develop a plan for implementation of the recommendations.

Monitor implementation of policies on selection.

Develop regulations for the admission of students to tertiary education institutions and monitor compliance.

Develop and publish key indicators for the monitoring of tertiary education and training.

Access information to generate annual indicator reports.

Develop proposals on the configuration of the tertiary education landscape and the institutions themselves, in line with the new powers provided under the provisions of the Tertiary Education Act.

Develop guidelines for the development of Charters for the Tertiary Education Institutions.

Monitor compliance with guidelines in the development of Charters.

In planning for the implementation of the Strategic Objectives it is important that TEC makes a number of assumptions pertaining to the environment and context

in which the Strategic Plan will be implemented and monitored.

Key Assumptions:

The overarching assumptions in the development and fulfilment of the TEC Strategic Plan (2012-2016) are as follows:

The TEC Legal Framework remains stable;

Resources are forthcoming for the objectives outlined and there are no major national cutback for educational investments;

TEC finds the manpower to execute the tasks and develop the projects;

TEC and its parent Ministry will work cooperatively with both sides respecting each other’s boundaries;

There is support and commitment of providers and stakeholders;

There is no major restructuring in education.


Strategic Plan (2012-2016) Implementation Framework

On the basis of each of the 5 Strategic Objectives of the TEC Strategic Plan (2012-2016) and their corresponding specific objectives, the framework for

implementation outlines the expected outcomes, performance indicators, means of verification, time frames, responsible implementers, resources and risks.

Strategic Objective 1: Set up the Commission to discharge its functions under law.

Outcomes:

Functional Commission

Commission staffed

Resourced Commission

Policies operational

Effective and Supportive TEC Board.

Specific Objectives Performance Indicators (how it will be measured)

Means of verification (evidence)

Time frame (yearly basis) Responsibility (and partnership)

Resources Risks

2012 2013 2014 2015 2016

Recruit and staff the organization with the appropriately experienced and trained staff to undertake TEC’s mandate.

No. of staff recruited in relation to TEC approved posts. Quality and experience of staff (profile of staff matching the requirements).

CV of staff Staff list (post occupied) Interview records

√ √ CEO and Office Manager

Media for advertisements Budget for recruitment

There are no suitable or interested candidates locally. Budget constraints limit ability to recruit overseas or to provide for the staff recruited. Staff recruited do not meet the exigencies of the post.





Resources Risks

2012 2013 2014 2015 2016

Develop an induction programme for new staff to facilitate their integration into the Commission.

Quality of induction programme

Induction programme

√ CEO / Relevant staff members

Budget for development of induction kit

None identified

Implement and monitor the induction programme.

No. of induction programmes implemented. Level of integration / adaptation of new staff.

Records of induction programmes implemented. Staff interviews.

√ √ √ √ CEO / Relevant staff members

Printing costs Time for implementation and individual follow up.

Provide the appropriate physical work environment for staff to conduct their work in comfort

No. and quality of furniture. No., type and quality of equipment. Type and quality of infrastructure and facilities (appropriate for professional work at tertiary level).

Inventory of furniture, equipment, infrastructure and facilities. Staff survey of satisfaction with working environment.

√ √ √ √ Office Manager Budget for renovation and procurement of furniture equipment and other resources. Budget for maintenance.

Non-availability of funds under budget. Cumbersome procurement procedures. Non-availability on local market.

Develop and implement an orientation programme for TEC Board Members.

Quality of orientation programme. No. of TEC Board Members oriented.

Orientation programme. Minutes of Board meetings. TEC Annual

√ √ √ √ √ CEO Chair of TEC Board.

Printing costs. Costs for exchange visits.

Lack of motivation and unavailability of Board Members. Inadequate knowledge of proper





Resources Risks

2012 2013 2014 2015 2016

Motivation and quality of contributions by TEC Board Members.

Report. Newsletters.

functioning of a Tertiary Education Commission Board.

Develop mechanisms and guidelines for outsourcing TEC work for which there is no internal capacity.

Guidelines for consultancy. Pool of potential consultants.

Guidelines. CVs of potential consultants.

√ √ CEO / Staff Printing costs Non-availability of suitable or interested candidates. Profiles do not match consultancy work. Inadequate budget to fund consultancies at market rates.

Develop and implement internal policies and procedures.

Comprehensive manual of internal policies and procedures. Clear understanding of roles and procedures.

Inventory of policies and procedures required. Manual of procedures and policies.

√ √ √ CEO / Staff Consultant.

Fees for consultant. Printing costs. Internet costs.

Inadequate budget to fund consultancies at market rates. Lengthy process for development, consultation and approval of policies.


Strategic Objective 2: Provide the professional development opportunities and conducive environment within TEC to attract, retain and develop high calibre professionals in the organization.

Outcomes:

Attractive scheme of service in operation

Efficient, motivated and competent staff

A dynamic and stimulating work environment

Increased output of quality work

Cohesive team, good morale in the workplace.




Resources Risks

2012 2013 2014 2015 2016

Develop a Scheme of Service for TEC’s Specialist Staff.

Scheme approved.

Scheme of Service for various TEC approved posts.

√ CEO DPA.

Scheme is not approved by DPA.

Motivate and retain quality professionals through implementation of an attractive Scheme of Service.

No. and quality of specialist staff recruited. Staff retention rates. Periodical staff survey on motivation level.

CV of staff. Quarterly/annual reports. Appraisal reports. Survey tools. Survey reports.

√ √ √ √ √ CEO Budget to implement and maintain Scheme of Service.

Specialist staff are attracted by more attractive schemes from competing organisations in a fast changing environment.

Provide professional development and capacity building opportunities for

Training/capacity building plan developed.

Training/capacity building plan. Progress reports

√ √ √ √ √ CEO (In time, respective staff members, according to

Budget to implement plan.

Non-availability of funds under budget / Not having the requisite funds.





Resources Risks

2012 2013 2014 2015 2016

staff. No. and relevance of training/capacity building activities attended by staff. Stakeholder survey on work output of TEC.

on training/capacity building plan. Appraisal reports/ratings. Minutes of staff and TEC Board meetings. Staff personal files.

capacity and willingness to initiate). MoE / SQA / NHRDC. International organisations of similar nature.

Budget for staff exposure to other local / international opportunities for staff development and training.

Staff have a higher market value for other organisations once trained.

Develop and implement a system for TEC employees which allows flexible work practices whilst enabling employees to meet their contractual obligations.

System for flexible work practices implemented. Quality and quantity of work delivered reflect time invested in projects. Deadlines set for projects/work are met. Staff satisfaction surveys.

Flexible work system. Completed projects. Survey tools. Survey reports. Appraisal reports/ratings Quarterly/annual reports

√ √ √ √ √ CEO HR DPA.

Mobile costs. Internet costs.

No access to internet. Unreliable internet services. No access to mobile. Abuse of flexibility which is inbuilt in the practice. Local work culture militates against this practice. Pressure may be brought to bear to fall





Resources Risks

2012 2013 2014 2015 2016

in line with practice in parent Ministry or Board. Wrong public perceptions.

Provide scheduled opportunities / activities for teambuilding that will make for increased efficiency and a cohesive work environment.

Capacity building schedule developed annually. No. of team building activities implemented. Quality of work environment/work ethos. Effectiveness of team building activities / Evidence of regular professional exchange among staff. No. of joint work projects implemented. Level of satisfaction with frequency and quality of professional

Schedule for Team building activities. Attendance records. Staff survey tools. Staff survey reports. Joint work projects. Quarterly/annual reports.

√ √ √ √ √ CEO (In time, respective staff members, according to capacity and willingness to initiate)

Big egos/inability to learn from colleagues. Staff conflicts brought into the workplace. Conflicting work schedules.





Resources Risks

2012 2013 2014 2015 2016

exchange among staff.

Strategic Objective 3: Build the credibility of TEC to ensure confidence and trust of stakeholders.

Outcomes:

Communication networks established and functional

High level of client satisfaction with quality of service

Quality control mechanisms in place

Well informed stakeholders

High visibility of TEC and its services.




Resources Risks

2012 2013 2014 2015 2016

Develop and implement a communications strategy.

Quality of communications strategy. Effectiveness of communication networks. Functional website/social network. No. and quality of publicity materials.

Communication strategy. Client Survey. Records of complaints. Records of queries. Website. Publicity

√ √ √ √ √ CEO / Staff Consultants.

Consultancy fees. Internet costs. Printing/publication costs. Dissemination costs. Development and Maintenance of

Non-availability of budget. Inadequate budget to fund consultancies at market rates. Unreliable internet services. Unavailability of expertise in communication.





Resources Risks

2012 2013 2014 2015 2016

Level of satisfaction with information flow. No. of sensitisation activities implemented. No. and nature of queries relating to the role of TEC.

materials. Sensitisation programmes. Progress reports.

website costs. Rental of venues costs. Media costs.

Lack of responsiveness to message. Terminology not accessible to lay persons.

Plan for and implement regular surveys of student, staff and stakeholders to gauge satisfaction with TEC services provided.

No. and type of surveys/tools developed for students, staff and stakeholders. Level of satisfaction with TEC services expressed by staff, students and stakeholders.

Survey tools. Survey report.

√ √ √ √ CEO / TEC Research Officer

Transport costs. Printing costs. Internet costs.

No access to internet. Unreliable internet services. Low return rate of questionnaires. Engagement of all stakeholders.

Set up structures and mechanisms for monitoring compliance/adherence to standards by providers, and for providing feedback to stakeholders.

Monitoring and reporting structures in place. Bank of TEC indicators. Audit Manual. Degree of compliance with standards.

Audit manual. Audit/monitoring Reports and recommendations.

√ √ √ Monitoring and Evaluation Officer of TEC. QA Officers in Tertiary Institutions.

Fees for auditors. Transport costs. Printing costs. Training costs.

Non-availability of auditors. Resistance from providers. Lengthy process.





Resources Risks

2012 2013 2014 2015 2016

Timely reporting to stakeholders.


Strategic Objective 4: Establish and consolidate TEC as an independent regulatory and advisory body.

Outcomes:

Clear understanding by TEC of its own mandate

Expectations of partner organisations as to what TEC is meant to deliver are in line with its mission

No duplication of roles and clear articulation of functions relative to partner organizations

Increased/greater knowledge of TEC’s mandate and functions amongst stakeholders

Efficiency in execution of functions (no time wasted on extraneous issues).




Resources Risks

2012 2013 2014 2015 2016

Differentiate TEC’s mandate in relation to the mandate of its parent Ministry (including TFE) and that of immediate and partner organizations - SQA, NHRDC.

Document produced which articulates clearly the different mandates of TEC / MoE/ SQA/ NHRDC.

Document on demarcation / articulation of mandates.

√

CEO MoE/TFE / SQA / NHRDC

Costs for meetings. Printing costs.

Possibility that grey areas remain in delineation roles.

Develop and implement structures to ensure that TEC interfaces effectively with its parent Ministry whilst also fulfilling its functions “at arm’s length,” as per government

Proposal to set up / have representation on relevant Committees approved. No. of Committees established and functioning. No. of MoE relevant

Approved proposal. List of Committees and members. Annual calendars of meetings. Minutes of

√ √ √ √ CEO MoE.

Costs for meetings. Printing costs.

Proposal is not approved by MoE. Meetings do not adhere to calendars. TEC’s functioning at “arm’s length” with the parent Ministry not respected.





Resources Risks

2012 2013 2014 2015 2016

reclassification policy, from the Ministry.

Committees with TEC representation. No. of TEC Committees with MoE/TFE representation. Annual calendar of meetings drawn up. Frequency of meetings with representatives of the two organizations.

meetings.

Implement a sensitisation programme for stakeholders on the differentiated mandates of partner organisations.

Sensitisation programme implemented.

Sensitisation programme. Attendance record.

√ CEO MoE/TFE / SQA / NHRDC.

Costs for sensitisation meeting. Printing costs.

None identified.

Set up and implement a structure to facilitate the interfacing of the work of the partner organisations.

Terms of Reference for structure developed. Structure approved and functional. Extent of clarity in using services of the different organisations.

Terms of Reference for structure Structure. Survey tools. Survey reports.

√

√

√

CEO MoE/TFE / SQA / NHRDC.

Printing costs. Internet costs.

Low return rate of questionnaires. Time not available to devote to records maintenance by partner organisations.





Resources Risks

2012 2013 2014 2015 2016

No. of incidents of duplication of tasks.

Minutes of TEC Board meetings. Quarterly / Annual reports.

Movement of persons who played a key role in the initial demarcation of responsibilities of respective organisations.


Strategic Objective 5: Implement TEC’s key priorities for the next 5 years.

Outcomes:

Clear criteria for regulating admissions to post-secondary education and training; criteria which are understood, accessible

Common basis for decisions on issues relating to admissions

Better alignment of internal admissions policies among TE providers

Lower incidence of recourse to protracted appeals procedures

Greater transparency and accountability

Stakeholders better informed about the state of tertiary education

Better alignment of training with human resource requirements

Closer alignment with international standards in post-secondary education

New and rationalized landscape of tertiary education and training along lines prescribed by the Tertiary Education Act

All tertiary education institutions established on the basis of Charters

Increased autonomy of tertiary institutions.




Resources Risks

2012 2013 2014 2015 2016

Research and make recommendations for the review of policies on selection, and develop a plan for implementation of the recommendations.

Proposal approved by TEC Board and endorsed by MoE. Plan for implementation endorsed.

Proposal for review of policies on selection. Implementation plan. Minutes of TEC Board / MoE Senior Management Committee.

√ √ CEO Consultant.

Internet costs. Costs for workshops (refreshment, venue, stationery, printing/photocopying, transport costs, etc).

Inadequate budget to fund consultancies at market rates. Proposal is not endorsed. Resistance to any departure from current practice Non-acceptance of





Resources Risks

2012 2013 2014 2015 2016

Fees for Consultant.

national exams as a replacement for IGCSE as basis for selection.

Monitor implementation of policies on selection.

No. of candidates who meet criteria by course. % successful completion of courses. Graduate destination surveys. Level of implementation of policies. Level of satisfaction of students and people implicated in the process of selection.

Selection statistics. ‘Post-mortem’ reports on selection. Graduation statistics. Survey tools. Survey reports. Minutes of TEC Board / MoE Senior Management Committee.

√ √ √ TEC Monitoring and Evaluation Officer. Person responsible for selection process.

Printing costs. Internet costs. Stationery costs.

Policies are not adhered to. Low return rate of questionnaires.

Develop regulations for the admission of students to tertiary education institutions and monitor compliance.

Regulations approved by TEC Board and endorsed by Minister. Level of student and stakeholder satisfaction

Regulations Survey tools. Survey reports.

√ √ √ CEO Consultant. TEC Monitoring and Evaluation

Internet costs. Stationery costs. Printing costs.

Inadequate budget to fund consultancies at market rates. Low return rate of questionnaires.





Resources Risks

2012 2013 2014 2015 2016

with the process of admissions Level of integration of students in first year of tertiary programmes.

Admission statistics. Reports of TE providers. Excerpts from Cabinet minutes.

Officer TEIs. MoE staff and stakeholders.

Costs for workshops (refreshment, venue, stationery, printing/photocopying, transport costs, etc). Fees for Consultant. Costs for site visits.

Difficulty of holding institutions to account.

Develop and publish key indicators for the monitoring of tertiary education and training.

Bank of TEC Indicators developed and published.

Published TEC Bank of Indicators

√

Monitoring and Evaluation Officer of TEC. Consultant(s).

Fees for Consultant (s). Printing costs. Internet costs. Costs for publication. Costs for meetings.

Unavailability of expertise for Indicators development. Unavailability of expertise in data base system development. Inadequate budget to fund consultancies at market rates.





Resources Risks

2012 2013 2014 2015 2016

Access information to generate annual indicator reports.

Data base system functional. No. of and frequency of statistical reports / abstracts produced. No. and frequency of reports from TE providers.

Data base system. TE reports. Statistical reports / abstracts. Reports/information performance in the public domain.

√

√

MoE, SQA, NHRDC, TE providers.

Costs for data base system development and maintenance. Fees for consultant.

Non-availability of budget. Resistance to provision of data. Inertia. Unavailability of data.

Develop proposals on the configuration of the tertiary education landscape and the institutions themselves, in line with the new powers provided under the provisions of the Tertiary Education Act.

Proposal endorsed by MoE / Government.

Proposal. Minutes of TEC Board / MoE Senior Management Committee / Cabinet.

√ √ CEO Stationery costs. Printing costs. Internet costs. Costs for meetings/workshops

Proposal not endorsed. Resolving the issue of ‘parent Ministry’. Budgetary implications may prove to be a stumbling block.

Develop guidelines for the development of Charters for the Tertiary Education Institutions.

Guidelines endorsed by TEC Board.

Guidelines document. Minutes of TEC Board.

√ √ CEO Consultant.

Fees for Consultant. Costs for meetings with TEIs.

Inadequate budget to fund consultancies at market rates.





Resources Risks

2012 2013 2014 2015 2016

Monitor compliance with guidelines in the development of Charters.

Level of compliance with guidelines.

Monitoring reports.

√ Monitoring and Evaluation Officer.

Costs for site visits.

Lengthy process for development and approval/endorsement of Charters. No guarantee that outcome will be what was intended in guidelines.


Strategic Plan Implementation

The TEC Strategic Plan (2012-2016) provides overarching direction and framework for the series of annual action plans covering the specific objectives that will be

developed. The action plans will include activities and costs and will form the basis for annual budgets for the successful implementation of the Plan. In addition, a

budget plan will be developed with costs estimates for the implementation staggered over the five years from 2012 to 2016.

The TEC Board will oversee the implementation of the Strategic Plan (2012-2016). The TEC Chief Executive Officer (CEO) will have leadership and coordinating roles

and will be central to the successful implementation of the Plan, ensuring that it remains a vibrant document and an important yardstick for measuring progress,

achievements and success and that specific objectives are achieved within the set time frames.

Monitoring and Evaluation of the Strategic Plan

The successful implementation of the TEC Strategic Plan (2012-2016) will be reliant on an effective monitoring and evaluation structure that ensures the identified

strategic objectives, expected outcomes, targets and timeframes are achieved. The TEC CEO and Officers will monitor implementation of action plans under their

responsibility. The CEO will provide coordination in ensuring monitoring and evaluation of activities are done. Regular meetings to discuss the Strategic Plan

implementation will be held. In addition, meetings will be held once every quarter where progress towards achievement of the various strategic objectives will be

evaluated.

Monitoring will be continuous. Quarterly progress reports will be prepared and these shall be used for reviewing progress and forward planning. Mid-year report

will be a cumulative report of the first two quarters and will be presented at TEC Board meetings for overall monitoring and guidance. At the end of every calendar

year, annual progress reports will be prepared that will highlight key achievements for the year, constraining factors, lessons learned and recommendations on the

way forward. A mid-term and a terminal evaluation of the Strategic Plan will also be carried out.

a strategic plan for the tertiary education commission ... strategic plan.pdf · tertiary education...

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