Overview of the 
strategic planning process

Engaging the University’s stakeholders in strategy formulation

The University of Malta embarked on a Strategic Planning Process to update its vision and mission for the forthcoming years. The Strategic Plan 2020-2025 presents a set of overall goals and a roadmap on how to achieve them. It also serves as a guide for a strategic planning process that can be replicated and improved in future cycles, fostering a culture of continuity and creating a legacy of strategic thinking.

The University’s objectives are to sustain and develop its position as a world-class education provider that also has a strong national role. The goals act as guidelines for day-to-day decision-making and operational activity by establishing a clear direction for the organisation and helping to define its priorities. Nurturing a culture of continuous improvement in the implementation stage will be crucial. 

The Strategic Planning Process was a widespread effort that involved all voices within the University community and synthesised meticulously the wide variety of contributions, which were all aimed at building a dynamic and contemporary institution. The Strategic Planning Process spanned one academic year starting from September 2018 to July 2019, during which time the University engaged in a comprehensive set of activities that helped to evolve its thinking, knowledge and vision.

The foundation of the Strategic Planning Process was developed through the:

1. Benchmarking exercise
2. Ranking metrics
3. Core and enabling strategies
4. Developing the strategic themes
5. Stakeholder groups
6. Strategic development fora
7. Strategy survey
8. Strategic advisory groups
9. Stakeholder feedback and public consultation
10. Senate and council review

• STRATEGIC PLANNING

  in figures

  MORE THAN 
  

  10

  CONFERENCES AND MEETINGS FOR STAKEHOLDER GROUPS
  REPRESENTING STUDENTS, MEMBERS OF STAFF,
  CIVIL SOCIETY, ENTERPRISE, GOVERNMENT AND EDUCATION PROVIDERS 

   

  MORE THAN 

  140

  FACULTY DEPARTMENTS, CENTRES, INSTITUTES AND SCHOOLS DEVELOPING THE PLAN THROUGH COMMITTEES, FEEDBACK ACTIVITIES AND CONFERENCES 

   

  MORE THAN

  11,500

  STUDENTS INVOLVED IN STRATEGIC DEVELOPMENT FORA AND FEEDBACK ACTIVITIES

   

  MORE THAN 

  2,900

  MEMBERS OF STAFF INVOLVED IN STRATEGIC DEVELOPMENT FORA AND FEEDBACK ACTIVITIES

The planning process underwent three phases. In the first phase, the University focused on the involvement of internal stakeholders. Students and members of staff contributed to the content of the plan through fora, working groups, committees and surveys. Their valuable input was instrumental to the plan. The second phase involved external stakeholders who helped shape a strategic direction for the University’s effective impact on society, industry and the nation. The third phase captured the views of all stakeholders on the principles presented in the initial draft. The final version of the Strategic Plan is a result of a review by the Senate and Council. The strategic development activities involved:

• Hosting 7 conferences in the form of Strategic Development Fora for the University community and its wider stakeholders;
• Organising 49 Working Groups focusing on eight cohorts of stakeholders representing students, academics, industrial and technical staff, enterprise, civil society, government, and pre-University education providers;
• Engaging 14 faculties, 150 academic departments, academies, centres, colleges, institutes and schools, and 12 administrative directorates within the University’s structure;
• Encouraging the University community of 15,870 members, including 11,650 students and 4,220 members of staff working full-time or part-time, to participate in the development of the plan through Stakeholder Feedback Activities run in the form of seminars, meetings and surveys, which gave all members the opportunity to share their vision and ambitions of the University;
• Delivering presentations to stakeholder groups and other interested persons in order to gain further insights and embrace different perspectives;
• Creating a constructive and positive environment for feedback and open discussions for all stakeholders.