Soar to Roar
Strategic Plan 2023-28
The Strategic Plan, derived from extensive stakeholder engagement, is our resolve to lead in the age of transformation.
Strategic Plan 2023-28
In response to the rapid technological advancements, geopolitical shifts, and evolving societal ideologies, we have devised our 5-years strategic framework “Soar to Roar 2023-28”. It lays the groundwork for continuous improvement, encouraging the reimagining of educational frameworks and meaningful student engagement. Furthermore, it underscores our role as a hub of research-driven innovation, dedicated to addressing current challenges while charting pathways for future advancements.
In response to the rapid technological advancements, geopolitical shifts, and evolving societal ideologies, we have devised our 5-years strategic framework “Soar to Roar 2023-28”. It lays the groundwork for continuous improvement, encouraging the reimagining of educational frameworks and meaningful student engagement.
Furthermore, it underscores our role as a hub of research-driven innovation, dedicated to addressing current challenges while charting pathways for future advancements.
Goal 1.1. To strengthen and expand our unique teaching & learning ecosystem.
Goal 1.2. To provide lifelong learning opportunities to internal and external community through innovative program portfolio and delivery.
Goal 1.3. To strengthen academic leadership and governance.
Goal 1.4. To co-create and improve student and alumni experience through meaningful engagement.
Goal 1.5. To expand and innovate program portfolio and delivery.
Goal 1.6. To foster academic collaborations, strategic alliances, and partnerships.
Goal 2.1. To improve quality and productivity of research.
Goal 2.2. To enhance the scale and impact of entrepreneurship, innovation, and commercialization of research.
Goal 2.3. To improve research support through governance, resources, and facilities.
Goal 3.1. To export skilled human capital to different parts of the world.
Goal 3.2. To improve and foster our global outreach and engagement.
Goal 3.3. To strengthen support system to promote internationalization.
Goal 3.4. To expand and sustain the international portfolio.
Goal 4.1. To enable and empower students and faculty to become socially responsible leaders through civic engagement
Goal 4.2. To enhance and improve community engagement
Goal 4.3. To promote SDG focused research and partnerships
Goal 4.4. To embed SDGs agenda in operations and governance
Goal 4.5. To improve and strengthen the culture of awareness and knowledge sharing and celebrating achievements on SDGs
Goal 5.1. To secure national and international accreditations and university rankings
Goal 5.2. To strengthen our position as a leading entrepreneurial, socially responsible, and progressive university
Goal 5.3. To assume the role of a leader and be a catalyst in bringing transformation across the academic landscape
Goal 6.1. To improve financial strength through growth and diversification of revenue streams
Goal 6.2. To ensure continued financial sustainability of the university
People have been highlighted as one of the Soar to Roar Strategic Plan’s core enablers. Human resources are responsible for embracing and implementing the stated drivers, goals, objectives, and strategies in order to provide the desired effect. Each strategy will then be cascaded into the action plans of faculties, departments, and programs, which will inform faculty and staff of their roles and responsibilities in strategy execution. The success of the plan will involve synergistic efforts from human resources, as well as the development and execution of well-defined procedures for formalizing collaborative activities. Similarly, the practice of frequent process evaluation and enhancement will aid in the timely and collaborative achievement of the set objectives.
Goal: To develop a proud, inclusive, and valued workforce committed and capable of co-creating opportunities and contributing significantly to our vision and strategic aspirations
Superior University has always placed a high premium on technological advancement. The university utilized the necessary ICT resources for online instruction during the COVID-19. It aspires to use the same zeal to become a smart and contemporary institution. Consequently, the Soar to Roar Plan views ICT as a powerful enabler for attaining its strategic objectives. Through well-defined processes that are operationalized in an ICT-enabled environment, university personnel may align themselves in numerous levels of work connections. Similarly, at Superior, instructional pedagogies, assessments, evaluating outputs and results of given learning opportunities, and the efficacy of work processes will be centred on ICT.
Goal: To deploy appropriate technology infrastructure and AI-based digital solutions
The importance of both physical and IT infrastructure for the execution of the Soar to Roar strategic plan is equal. The tremendous growth of universities in recent years has led to the introduction of several degree programs, each with its own infrastructural needs. Currently, the institution is coping with infrastructure issues throughout its numerous campuses, but it is also in the process of need rationalization with regard to current and future needs. A sturdy infrastructure will not only assist the university in maintaining its operating efficiency, but will also allow it to meet the demands of a rapidly expanding institution. Consequently, comprehensive infrastructure mapping and forecasting of future demands will continue to play a vital role in the strategy implementation process.
Goal: To improve facilities and infrastructure that meet the evolving organizational needs and enrich the campus experience.
The governance structure of Superior University consists of a collection of policies and procedures executed through statutory and non-statutory authorities, agencies, and task groups. It is a framework for coordinating the diverse interests of its numerous stakeholders. The university’s learning activities and knowledge creation are conducted in line with the defined framework. The pursuit of Soar to Roar Strategic Plan objectives will be a shared effort between leadership and personnel in the context of a corresponding governance structure and processes outlined by the system. Transparency and accountability will be enhanced as a result of the effectiveness of governance, which will also allow for a rise in production of higher quality, resulting in accelerated economic growth.
Goal: To build a system that effectively governs, regulates, and provides strategic direction to the organization
“This comprehensive framework encompasses our journey to soar higher and roar louder, delivering enduring value to all our stakeholders.”