fnu strategic plan 2020 · fnu strategic plan 2020 5 t he fiji national university (fnu) was formed...

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Copyright © 2013by the Fiji National UniversityP.O. Box, 7222, Nasinu, Fiji Islands

Prepared by the Institutional Research & Planning OfficeDivision of Planning & DevelopmentOffice of the Vice ChancellorCover and inside photos: © UniCommunication

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Table of Contents

1. From the Vice Chancellor – The Road to 2020................................................................

2. Fiji National University: Important Facts.........................................................................

3. Four Years of Achievement and Success, a Review of the Strategic Plan 2010-2013.....................................................................................................

4. Our Strategic Purpose......................................................................................................... 15

5. Vision, Mission and Values.................................................................................................

6. Student and Graduate Attributes........................................................................................

7. Strategic Core Areas

7.1 Strategic Core Area 1 - Meeting Fiji and the Pacific’s Human Resource needs through Learning, Teaching and Training.......... 7.2 Strategic Core Area 2 - Knowledge Creation and Innovation.............................. 7.3 Strategic Core Area 3 - Student Services and Campus Life.................................. 7.4 Strategic Core Area 4 - National, Regional and International Engagement and Development.............................................................. 7.5 Strategic Core Area 5 - Governance, Leadership, Management and People...... 7.6 Strategic Core Area 6 - Infrastructure, Estates and Information and Communications Technologies.......................................

8. Resourcing the Strategic Plan.............................................................................................

9. Strategic Risk and Mitigation.............................................................................................

10. Strategic Plan Implementation...........................................................................................

11. 2020: Marking 10 Years as Fiji’s Premier National University........................................

12. Appendices 12.1 Appendix 1 - List of Tables and Figures.................................................... 12.2 Appendix 2 - List of Acronyms and Abbreviations................................. 12.3 Appendix 3 - FNU Locations..................................................................... 12.4 Appendix 4 - FNU College Structure........................................................ 12.5 Appendix 5 - Map of FNU Locations........................................................

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Senior Management Group

Dr. Ganesh ChandVice Chancellor

Dr. Mahendra ReddyDean College of Business,

Hospitality & Tourism Studies

Dr. Eci NabalaruaDean College of

Humanities & Education

Prof. Ian RouseDean College of

Medicine, Nursing & Health Sciences

Dr. Kandasamy Angamuthu

Dean College of Engineering, Science & Technology

Prof. Paras NathDean College of Agriculture,

Fisheries & Forestry

Dr. Michael GregoryDirector Planning & Development

Mr. Narendra PrasadDirector Finance & Human

Resources

Mr. Anuj PrakashDirector ICT

Mr. Kamlesh PrakashDirector National Training

& Productivity Centre

Mr. Jone DakuvulaRegistrar

Mr. Krishna SwamyDirector Properties

& Facilities

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The Fiji National University (FNU) was formed in 2010 by the Gov-ernment of Fiji. Within four years, FNU has established itself as the nation’s premier national university offering both higher educa-

tion as well as technical and vocational education and training. It is an-ticipated that student numbers will gradually increase over 35,000. More than 1,800 staff are located in campuses, centres and operational units across 45 locations in Fiji, as well as in other countries. The University aims to establish itself as the premier national university in Fiji. This also strategically places FNU as a powerful hub for tertiary education in the Pacific, with the potential to take its tertiary education model to the region. We intend to ensure that by 2020 all of our courses will be offered using Moodle to ensure blended and flexible delivery to remote locations and to those for whom, face-to-face tuition is not accessible.

The year 2020 will be the 10th anniversary of FNU, although some of its Colleges have evolved from the oldest established institutions in Fiji and the entire Pacific. These include the former Fiji School of Medicine (established in 1885); the School of Nursing, which has its formative roots in 1893 when the Colonial War Memorial Hospital was recognised as a training hospital; the Fiji Institute of Technology (FIT) formed in 1963; the Fiji College of Agriculture (FCA) founded in 1954; and the Fiji Teachers College. One of the latter was located where Fiji’s prestigious Queen Victoria School (known as Vuli-Ni-Turaga) once was, and where the Nasinu Teachers College was established in 1947. The same location now being FNU’s main administration centre in Nasinu. As we look forward from this vibrant historical perspective, FNU is committed to invest in its quality to be internationally recognised as a regional centre of academic excellence.

We shall make significant investments, not only in learning, teaching and training, but also in enhancing the quality and quantity of our research output, improve our facilities, (including classrooms, information and communication technologies, sports, fitness, health and leisure amenities, and student accommodation and welfare) and our student support to ensure FNU remains the premier destination for students entering tertiary education in the Pacific.

The road to 2020 will see a significant increase in student enrolments. We endeavour to build our alumni net-work which includes representatives from private sector, government institutions as well as Non State Actors in Fiji and the region. At the same time, we will remain focused on relevance and quality of FNU’s core functions with a strong emphasis on creating sustainable economies, societies and communities. FNU will engage with all stakeholders to prepare students for a life-long learning experiences that will equip them as confident Fijians and Pacific islanders with a proud heritage, whilst prospering in a world that is transformed by globalisation and unprecedented scientific and technological advancements.

Dr. Ganesh ChandVice Chancellor

From the Vice Chancellor - The Road to 2020

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FNU in briefFNU was formed by a merger of seven (7) institutes. FNU is operational at 45 different locations in Fiji with a Halls of Residence for the College of Medicine, Nursing and Health Sciences (CMNHS) in Honiara, Solomon Islands. (Refer to Appendix 3 for a full listing of FNU sites). FNU comprises of the following Colleges:

1. College of Medicine, Nursing and Health Sciences2. College of Agriculture, Fisheries and Forestry3. College of Engineering, Science and Technology4. College of Business, Hospitality and Tourism Studies5. College of Humanities and Education6. National Training and Productivity Centre

FNU Important Facts

2010 2011 2012 2013Headcounts 26,723 29,635 32,496 34,545

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Figure 1: FNU Headcounts, 2010 – 2013

2010 2011 2012 2013EFTS 7,141 8,207 9,225 9,868

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Figure 3: Equivalent Full Time Students, 2010 – 2013

2010 2011 2012 2013Certificate 970 902 764 964Diploma 2,163 2,079 1,810 2,112Bachelor 244 204 295 409Postgraduate Studies 135 109 142 144

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Figure 5: Graduation by Programme, 2010 – 2013

2010 2011 2012 2013CMNHS 1,457 2,021 2,083 2,215CHE 420 699 1,643 1,672CEST 2,653 2,372 2,281 2,663CBHTS 2,408 2,760 2,717 2,673CAFF 203 355 501 645

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Figure 4: Equivalent Full Time Students by College, 2010 – 2013

2010 2011 2012 2013Academic Staff 996 946 1,047 949Support Services 782 785 880 988

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Figure 6: Staff by Type, 2010 – 2013

2010 2011 2012 2013NTPC 11,456 12,565 14,367 15,396CMNHS 1,457 2,021 2,083 2,215CHE 1,578 1,970 2,694 3,104CEST 5,912 5,929 5,893 6,125CBHTS 6,102 6,724 6,795 6,713CAFF 218 426 664 992

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Figure 2 Headcounts by College, 2010 – 2013

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FNU Important Facts

Table 1 : Infrastructure, Communications and Technology

Technology Platform 2010 2011 2012 2013

Wireless coverage Approx 5% FNU wide

Approx 13% FNU wide

Approx 13% FNU wide

Approx 75% FNU wide

Student-to-Computer ratio (EFTS/PC) 5 : 1 4.63 : 1 3.87 : 1 4 : 1Number of IT Labs 40 65 76 76Fibre optics Network (interbuilding) 2 sites 2 sites 2 sites 4 sitesNumber of Physical Servers 40 50 50 56

Table 2 : Institutional Funding (Operational Budget)

Year 2010 2011 2012 2013

Student Tuition Fees 21,987,772 31,767,359 46,885,323 50,867,386Development Assistance 5,709,649 11,175,329 9,046,387 9,313,873Government Grant 24,581,487 18,349,756 20,533,339 15,432,898Consultancy Income 22,362 92,280 151,911 101,879Other income (generated by FNU)

13,199,782 28,677,302 31,448,738 30,271,892

Total Operating Income 65,501,052 90,062,026 108,065,698 105,987,928

Major CostStaff Costs (35,794,621) (46,405,394) (50,352,663) (43,152,807)Operating Costs (22,101,220) (44,064,664) (41,764,551) (22,632,403)Depreciation and Provisions (7,008,570) (9,082,971) (10,570,645) (11,752,530)Others (1,330,255) (5,806,380) (8,953,558) (14,448,079)

Total Costs (66,234,666) (105,359,409) (111,641,417) (92,025,819)

Deficit (733,614) (15,297,384) (3,575,719) 13,962,109

Table 3 : FNU Library ServicesResources and Capacity CollectionsVolumes/ Number of Books 125,570E-Books 8,390 Subscribed and 1,098 Open AccessPeriodicals Titles 43,800Full text journals 43,669OPAC Terminals 30Internet Dedicated Workstations 271Number of Libraries 17Seating capacity 1,723Student Book Ratio 7 books per studentPrint Periodicals Subscription 131Electronic and Online Databases Subscription 38Audio Visual Items 4,597

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FNU Important Facts

A dental student at a dental clinic, Suva

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Since 2010, FNU has had a strong sense of self-determination and autonomy, which has enabled it to develop from its early inceptions as an amalgamation of several State administered tertiary institutes into a robust, highly respected and fully-fledged university attracting staff and students from across the world. It is the

country’s only dual sector University, offering both technical and vocational education and training as well as higher education programmes. FNU has a long history of relevant education dating back to the origins of its component Colleges, through institutions that were established according to national needs and aspirations.

Merger of InstitutionsFNU began with the merger of six tertiary institutions: The Fiji School of Medicine (FSM), the Fiji School of Nursing (FSN), the Fiji College of Agriculture (FCA), the Fiji College of Advanced Education (FCAE), the Lau-toka Teachers College (LTC), and the Fiji Institute of Technology (FIT). FSM (originally established in 1885 as the Suva Medical School which has since developed into the premier medical institute in the region) and the FSN (one of the oldest nursing education institutions in the Pacific being in existence since 1893)were brought together to form the University’s College of Medicine, Nursing and Health Sciences (CMNHS). The FCA (estab-lished in 1954 to meet the human resource needs of the country in all agriculture areas) and the fisheries and for-estry programmes of the FIT were brought together as the College of Agriculture, Fisheries and Forestry (CAFF). LTC, the FCAE and the education arts, design and communication component of FIT were brought together to form the University’s College of Humanities and Education (CHE). The science and engineering components of FIT (originally established in 1963) were re-modeled into the College of Engineering, Science and Technology (CEST).

In November 2010, the Training and Productivity Authority of Fiji (TPAF) was also merged with the University, following which its regulatory functions were separated from the training function, with the latter being re-mod-eled into the National Training and Productivity Centre (NTPC). NTPC now runs the University’s short courses in areas ranging from innovative trade and technical courses to executive management and leadership pro-grammes. This was done in close consultation with industry stakeholders to ensure relevant training is provided.

Nursing Hostel (Solomon Islands)A major recent achievement was the opening of a nursing hostel in the Solomon Islands, as part of FNU’s re-gional hub orientation.

UniFarmIn 2013, a 2,800 acre farm was purchased in Navua. UniFarm aims to provide a real working environment for agriculture, forestry and fisheries students and staff. The farm has extensive land for dairy and crop production, ponds for aquaculture and a water catchment dam for further development of agriculture and aquaculture as well as eco-tourism.

Medical ClinicThe University has in place a welfare scheme through which staff and student welfare issues are addressed. The first phase of the University Welfare Scheme’s operations was the establishment of a contributory health care facility for its staff. In 2013, the University also established a Medical Clinic for its staff in Suva. This facility will expand to cover staff and students in other areas over the Strategic Plan period. The University also has a memo-randum of agreement in place, for the delivery of telemedicine consultation with experts from Apollo Hospital group in India.

Four Years of Achievement and Success

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FNU UniHotelFNU recently purchased a hotel in Navua which will be used for internal training and commercial opera-tions. The hotel is currently operated by NTPC and is expected to be fully operational by June 2014. This is one of FNU’s many acquisitions aimed at providing students with practical learning experience in the area of tourism and hospitality, productivity and quality, information technology as well as technical training ap-plicable to human resource requirements of Fiji and the Region.

Increased enrolmentIn 2013, the enrolment numbers reached over 30,000 students and are anticipated to increase in the coming years.

Sustainable Livelihood ProjectIn 2012, FNU started the Sustainable Livelihood Project (SLP) funded by the Fiji Government delivering training in rural and maritime areas. The aim of the project is to improve and enhance the livelihood sustain-ability in rural Fiji. SLP targets school leavers from the age of 14 and above, residing in maritime and rural areas, villages and settlements. Between 2012 and 2013, over 4000 people have undergone such training.

Strategic PartnershipsTo create an atmosphere of learning, research and knowledge creation that will promote sustainable develop-ment and economic improvement of communities in Fiji and the region. FNU has strengthened its research and publications focus through fostering partnership with the regional and international higher education institutions (HEIs). Close to 50 international partnerships, Memoranda of Understandings (MOUs) and strategic alliances with external institutions for joint collaborations have consequently been entered into.

University Research and Publication CommitteeThe University Research and Publications Committee (UPRC) were established in 2010. A new Research Support Department (RSD) and the establishment of the University ePress in 2013, are expected to yield bet-ter quality and greater research output during and beyond the Plan period.

Student Financial Aid SchemeIn 2012, FNU established a Financial Aid Office with the aim of providing financially disadvantaged students with support towards their tuition payments. The Student Work Study Programme was devised with more than 180 students from around Fiji benefitting from this scheme during 2012 and 2013. From 2014, the Scheme will be expanded to include provision of support for students’ book and equipment requirements.

Infrastructure Developments - Telephone and Computer SystemsIn 2012, a major upgrade of the University’s telephone system was completed with the successful transition of all campuses and centres to the new system. The University now provides wireless access, student labs, teaching aids and internet access to all students. This will ensure that the University delivers the best teach-ing, training and learning environment. The computer-to-student ratio is the highest of any institution in the South Pacific. Graduates of the University leave with high standards of information literacy.

Greater collaboration with Industries establishedA core element of the University’s strategy is to design study programmes that are in line with industry re-quirements for greater collaboration and potential partnerships. To date, formal ties have been established with industry through the Fiji Commerce and Employer’s Federation (FCEF), the local chambers of com-merce and industry/professional associations. Each year, FNU goes through the widest consultation with employers and stakeholders in Fiji to elicit feedback and inputs in the design of its education and training programmes. In addition, separate meetings are regularly held with employers on their Human Resource (HR) needs.


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Capacity building of staffFNU has in place a formal process of building staff capacity through ongoing consultative staff training and de-velopment programmes, as well as enabling staff to undertake further studies. Ongoing training also includes the compliance of selected sections of the University with standards of the Productive Practitioner Advanced Programme, a Quality Management System (ISO 9001:2008), Lead Auditor Programme and Strengthening of Evaluator Skills for the Fiji Business Excellence Awards amongst others. The University recognises that staff capacity development is key to its performance.

Streamlining FNU is currently streamlining its operations by consolidating those centres that are delivering similar out-puts. In 2013, NTPC operations were consolidated at Nasese and Samabula Campuses, resulting in savings on rented premises in central Suva. A similar exercise was carried out in Labasa. Work is in progress to similarly consolidate operations in Nadi and Lautoka.

Apprenticeship Scheme RevampedThe National Apprenticeship Training Scheme (NATS) has been given a major boost by FNU. Concerted ef-forts to reverse declining apprenticeship numbers have shown positive results. The apprenticeship scheme has been revamped through building closer relations with the employers, improved communications and better services provided by the apprenticeship officers. As a result, 128 new apprentices were registered in 2012, compared to 54 in 2011 and 2010, and 67 in 2009. For the first time the apprenticeship programmes in all 24 trade areas were taken to the Senate for approval resulting in greater scrutiny of the curricula, contents and assessments. Likewise, for the first time, the apprenticeship certificates are being issued under the seal of the University, resulting in great value to the apprentices and their employers. From 2014, a period of apprentice-ship and the overall organisation of the apprenticeship system would be amended to ensure greater compliance with the best practices in this area.

Regional OutreachIn 2013, five percent of FNU students were from the Pacific region. The University’s medical, nursing and health science programmes are fully regional in nature. The College of Engineering also offers its programmes regionally. Physical capacity constraints have limited the reach of the University to the Pacific region. However, with the expansion of facilities during the strategic plan period, a greater regional outreach is expected.

National Productivity Organisation (NPO)The NTPC has been designated by the Government as Fiji’s National Productivity Organisation (NPO). NTPC is entrusted to spearhead the productivity movement in the country and has been undertaking this role since Fiji became a member of the Asian Productivity Organisation (APO) in 1984. Fiji enjoys great friendship and camaraderie with other member countries of APO, namely Bangladesh, Cambodia, Republic of China, Hong Kong, India, Indonesia, Islamic Republic of Iran, Japan, Republic of Korea, Lao PDR, Malaysia, Mongolia, Ne-pal, Pakistan, Philippines, Singapore, Sri Lanka, Thailand, and Vietnam. These countries have pledged to assist each other in their productivity drives in a spirit of mutual cooperation by sharing knowledge, information, and experiences. In October 2013, Fiji hosted the Chair of the Workshop Meeting of the Heads of NPOs. The occasion was graced by the Prime Minister of Fiji as Chief Guest.

Fiji Business Excellence AwardsThe promotion of the Fiji Business Excellence Awards (FBEA), now based on the Malcolm Baldrige Awards Framework of the United States, remains a major activity through which excellence in both the private and public sector in Fiji is inculcated. The FBEA is associated with His Excellency the President of Fiji, Ratu Epeli Nailatikau, as the main award each year is the President’s Award. To date, there have been four recipients of this Award: Vodafone Fiji Limited (2004, 2007 2010 and 2013); Sheraton Fiji Resort (2005); DHL Express Fiji Limited (2011) and the Fiji Electricity Authority (2012). The FBEA has other prizes in addition to the

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President’s Award, Fiji Business Excellence Prize, Achievement in Business Excellence Award and the Com-mitment to Business Excellence Award. To date, a total of 70 organisations have been assessed against the Business Excellence Framework and 132 recognition awards presented over the past 14 years. The FBEA marked its 15th year of existence in 2013.

Pacific Association of Technical Vocational Education and Training (PATVET)In 2013, FNU became the host for the PATVET Secretariat. The PATVET is a regional organisation compris-ing TVET Association of each Pacific Island Country.

Centre for Sustainable Technology and Development (CSTD)This Centre is an operational hub within the CEST and CAFF. The Centre will be mainly responsible for fa-cilitating research in sustainable technology as well as implementing research outcomes for the development of the country and the region. Its current engagements are in areas dealing with climate change mitigation and community based adaptation, sustainable technology, renewable energy and sustainable agriculture, fisheries and forestry and agroforestry systems in the Pacific Island countries.


~ Towards 2020. The 10th anniversary of Fiji National University ~

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An Automotive Engineering student at Derrick Campus, Suva

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FNU was established through Decree 39 of 2009. Its objective is to serve the needs of the post-secondary edu-cational requirements of the people of Fiji. The University also promotes scholarship, research, free inquiry, and academic excellence, and in this process creates, disseminates, maintains, and advances knowledge by teaching and other means, for the welfare and needs of all communities. FNU is concerned with education and training at the post-secondary levels, including technical and vocational education, consistent with in-ternational standards of teaching, research, and other academic activities in institutions styled as institutions of higher learning.

As well as being the premier university in Fiji, FNU will endevour to serve as a regional hub for higher educa-tion and Technical Vocational Education and Training (TVET) in the Pacific.

FNU is determined to prepare students to achieve sustainable livelihoods, attain quality lifestyle and be able to participate in an open and democratic society. FNU will produce students to be confident as people in Fiji, the Pacific and the world and create national and regional economic, social and community sustainability through the effective development of nations, enterprise and communities. We will deliver a range of qual-ity human resources to ensure that the country and the region benefits from their contribution. Teaching and training to meet human resource needs is the primary business of the University. This requires FNU to respond rapidly to labour demands expressed by the government, non-government organisations (NGOs), private industry and commerce.

FNU is mandated with the delivering quality and excellence to its stakeholders. FNU is a student-focused university with the aim of becoming affordable and accessible. FNU aims to take tertiary education as close to the people as technically and financially feasible. The University has established operations in all major loca-tions in Fiji, and has centres of learning in other areas of population concentrations. The University ensures that its fees are affordable for everyone. It is, therefore, not surprising that 75 percent of FNU students are from very low income families.

FNU shall work closely with the government and its tertiary education regulatory agency, the Fiji Higher Education Commission (FHEC), to ensure that programmes facing a heavy demand in Fiji and those which aim to meet the HR needs of the country, are adequately subsidised through targeted government grants. Consideration is also given to the training and education needs of rural and maritime communities to raise their living standards. This point of focus has been a major success and one that can be projected regionally.

There is a strong focus on knowledge that is specific in its context to Fiji and the Pacific region. Research done at the University leads to national development in areas such as sustainable technology, application of existing technology for sustainable development, and incubatory projects in selected high priority areas such as alternative energy, food industry, preventative and curative health, export niches, import substitution in-dustries, natural resource sustainability, and technology for infrastructure development.

The University aims to achieve development and nurturing of attributes in all its students that lay the founda-tion for their ongoing engagement with all aspects of sustainability of life in Fiji and the Pacific. Graduates must be able to solve problems and provide direction for development at their own workplaces, and in local, national, global levels, and in society generally.

Learning, teaching and training for human resource development of Fiji is the primary business of FNU. The University is committed to provide the best possible environment for conducive to teaching and learning for every student enrolled in FNU’s programmes of studies.

Our Strategic Purpose

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It is the University’s top priority that students complete their programmes successfully within the shortest pos-sible timeframe and receive the best returns on their investments. Programmes of learning shall be aimed at developing workers who excel in their profession and eventually they engage competitively in the global mar-ket. The University recognises its key role in TVET, and in on-the-job training, and shall continue to improve its capacity to meet the needs of prospective and existing workers in areas of specialisation and skills shortage; in particular concentrating on workers in relevant industries and disengaged youth.

Our Strategic Purpose

~ Education for sustainability, productivity

and prosperity ~

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VisionThe University shall contribute towards achieving sustainable livelihoods, open and democratic societies and maximise the standard of living of the communities in Fiji and the Pacific through quality education and training.

MissionTo be Fiji’s premier dual-sector university and a regional hub for higher education, TVET, research, innovation and societal development in Fiji and the Pacific.

ValuesThe following values are core to FNU’s operations and identity:

- Being Stakeholder Centered The University is focused on understanding and exceeding the expectations of its students and other stakeholders as well as for whom it seeks to provide a safe, secure and comfortable learning, teaching and training environment.

- Promoting a Culture of Excellence The University delivers with excellence and ensures productivity in everything that it does. - High Ethical and Professional Standards The University is committed to the highest standards of ethics, integrity, transparency, corporate governance and professional standards.

- Loyalty, Commitment, Strengthening, Empowering and Rewarding our People The University empowers and rewards excellence by its people, possesses loyal, committed and productive teams, as well as fosters a sense of belonging, encouragement, personal and professional growth of all individuals.

- Efficiency and Effectiveness The University promotes effectiveness in its use of resources, ensuring maximum returns to all stake holders as well as effective service delivery and performance.

- Environmental Sustainability The University is committed to reducing any adverse environmental impact of its operations.

- Diversity and Inclusiveness The University practices diversity and inclusiveness in its campus learning and living and fosters a community and collegiate spirit among staff and students.

- Creativity and Innovation The University encourages and rewards creativity and innovation.

FNU Vision, Mission and Values

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Hairdressing & Beauty Therapy Students, Garden City, Raiwai

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Student and Graduate Attributes

The primary purpose of education is to equip students for success in life – in the workplace, in civic so-ciety and in their personal lives. Students should be able to contribute to the nation and the region. The nature of today’s society, and the global market where our graduates have to compete, is changing rapidly

in terms of skills requirements and global dimensions. So, preparing students for success in life and especially in the workplace now means equipping them with a set of personal skills to enable them to navigate the chal-lenges of a dynamic, globalised society and an increasingly knowledge-based workplace. Employers expect their recruits to be able to function efficiently in an ever-changing work environment. In order to be able to do this, graduates must be able to solve problems, communicate effectively with clients and colleagues, work in teams, think critically, be creative and have sound information technology skills. Students also need to develop entre-preneurial skills to become job creators.

The University aims to develop and nurture attributes in all its students as a foundation for the ongoing engage-ment with all aspects of sustainability of life in Fiji and the Pacific.

Therefore, FNU students or graduates should possess the following six core attributes:

1. Professionalism Commits to the highest standards of professionalism, providing excellence and confidentiality in all that he/she undertakes, in producing quality output.

2. Social Responsibility Acts ethically, with integrity and social responsibility, acknowledging the social and ethical implications of his/her actions with respect to the community.

3. Problem Solving Effective problem solver, capable of applying logical, critical and creative thinking in addressing a range of problems.

4. Communication Skills Ability to communicate effectively using the medium and form of communication appropriate for given situations in their profession.

5. Information Literacy Ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner.

6. Global Perspective Recognises and applies a global perspective and inter-cultural competence in their professional lives, demonstrating an awareness of the global context of his/her discipline and professional life.

We ensure that the programmes offered to students will equip them with the capabilities and the confidence to succeed in whatever career they choose, in Fiji, the Pacific and the world.

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Strategic Core Areas

Core Area 1 - Meeting Fiji and the Pacific Human Resource needs through Learning, Teaching and Training.................... 21

Core Area 2 - Knowledge Creation and Innovation.......................................... 25

Core Area 3 - Student Services and Campus Life............................................... 28

Core Area 4 - National, Regional and International Engagement and Development..................................................... 31

Core Area 5 - Governance, Leadership, Management and People................ 33

Core Area 6 - Infrastructure, Estates and Information and Communications Technology...................................................... 36

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Strategic Core Area 1Meeting Fiji and the Pacific Human Resource needs

through Learning, Teaching and Training

Introduction and ContextA well-trained and educated population is critical in meeting the social and economic needs of Fiji. Learning, teaching and training is the core business of FNU. The University is committed to providing the best environ-ment conducive to teaching and training for every student enrolled in FNU’s programmes of studies.

Learning and employment have increasingly global dimensions. This requires the University to provide relevant academic and training programmes that are of high quality, internationally recognised and are based on innova-tive modes of delivery such as Moodle and similar contemporary technologies.

FNU is a multi-modal and dual sector institution. The University seeks to utilize various course delivery ap-proaches and intends to offer comprehensive range of programmes articulated through a stair-casing of qualifi-cation levels.The University will provide courses and programmes that are relevant to Fiji and the region and will ensure that its graduates are employable and possess entrepreneurial skills. SP 2020 will have stronger emphasis on ensuring that students are prepared for paid employment whilst also equipped with necessary entrepreneur-ship skills for self-employment opportunities.

The FNU Model of Learning, Teaching and Training ExcellenceThe FNU model of learning, teaching and training is rooted in the need for these to be relevant to Fiji and the world. Education and training should lead to improvements in living standards of graduates and the community at large. The model has a number of defining elements including:

•Acomprehensivedualsectorstaircasingofvocationalandacademicqualifications.•Applicabletotherealworld.•Research-informed.•Digital.•Relevant.•Flexiblemulti-modalandlife-longlearning.•Creative,innovative,connectedwiththePacificandtheworld.

The University will continue to offer a broad-based and market-oriented academic portfolio which will be, as needs require, discipline-based, interdisciplinary and cross-disciplinary. Some of these disciplines have regional reach and include Medicine, Nursing and Health, Agriculture, Engineering, Maritime, Tourism and Hospital-ity and Education. FNU is the largest regional provider of Technical and Vocational Education and Training (TVET).

The University has grown substantially over its four years of existence. The range of programmes available has grown significantly, and student numbers have increased to over 30,000.

It is timely in the SP 2020 to refocus on areas of excellence, to examine the academic structures of the Univer-sity and to encourage further interdisciplinary learning and teaching, to raise the quality in academic fields and TVET as well as rationalise course and programme offerings to ensure relevance and efficiency. These will be the driving factors of the learning, teaching and training objectives.

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Objective 1 Deliver the highest quality and standards of teaching and training at all FNU locations

Initiative 1.1 Assess all TVET and higher education programmes as required by the University Academic and Student Regulations (UASR). Initiative 1.2 Apply an online ‘Quality of Teaching Survey’ in appraisal and improving teaching and learning. Initiative 1.3 Conduct first year Student Surveys of experiences, expectations and satisfaction as well as whole programme experience upon graduation. Initiative 1.4 Achieve international accreditation of all programmes by Professional and Trade Bodies (PTB) by 2020. In the absence of PTBs, FNU Quality Management System (QMS) will apply. Initiative 1.5 Ensure that all teaching and training staff are qualified in their professional disciplines as well as have qualification in university teaching and /or training. Initiative 1.6 Ensure the implementation of teaching, Learning and Assessment Policies and Plans. Initiative 1.7 Implement and monitor a comprehensive Quality Management System (QMS) for all FNU programmes by 2018. This also includes strengthening quality in support services section. Initiative 1.8 Ensure that all University programmes meet or exceed standards set by FHEC. Initiative 1.9 Review all courses and programmes and approve new programmes of relevance to meet the needs of Fiji and the region. Programmes shall not be offered if above is not adhered to. Initiative 1.10 Ensure that FNU graduates meet the HR needs of the country and region within resource constraints. Initiative 1.11 Strengthen industry advisory groups to ensure programmes are relevant and meet levy payer and industry employer needs. Initiative 1.12 Pivot FNU as a regional centre of academic excellence and offer regional programmes in partnership with national institutions. Initiative 1.13 Increase the number of coursework-based and research postgraduate programmes including Masters and PhD respectively with a significant increase in the number of students enrolled in these programmes. Initiative 1.14 Review the academic structures at College, School and Departmental level to introduce interdisciplinary programmes. Initiative 1.15 Strengthen mechanisms and approaches to promote productivity in the country and enhance the roles and capacity of the NTPC as the National Productivity Organisation for Fiji. Initiative 1.16 Expand the trade tests to cover new and emerging trades and review existing tests and develop modern state of the art testing facilities for all trades to meet the skills demand in the technical areas. Initiative 1.17 Promote and strengthen the National Apprenticeship Training Scheme (NATS), expand the scheme to cover new areas so as to continuously supply skilled tradespersons to the industries. Initiative 1.18 Provide training manual and certificate level II training to vocational college established by Government for trade programmes. Initiative 1.19 Expand the current prison labour programmes, deliver training in Certificate level II in various trades and provide basic equipment worth up to $250 to encourage them to start their own business when they are released. Initiative 1.20 Establish basic workshops for prisoners for Certificate Level II training in joinery, carpentry, electrical, small engine repair, cookery, pastry, and farming etc.

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Objective 2 Use digital technologies that enable FNU courses and programmes to be delivered across Fiji and in remote locations, and to extend FNU’s regional reach in the Pacific region Initiative 2.1 Extend the effective use of Moodle in all FNU courses. Initiative 2.2 Increase bandwidth for live broadcast, digital and on-line delivery of FNU courses. Initiative 2.3 Offer accreditation and assessment for credit in FNU awards for Massive Online Open Courses (MOOCs). Initiative 2.4 Expand current Sustainable Livelihood Project to train young people from rural and mari time areas in various trades such as small engine repair, baking and cookery etc. Initiative 2.5 Conduct a industry survey to match the skills required by our existing industry such as hotel industry and provide relevant training. Initiative 2.6 Increase access for students with learning disabilities and difficulties by providing disability resource services for students.

Objective 3 Ensure the accessibility and affordability of University education and training

Initiative 3.1 Increase the number of students gaining scholarship funding from development partners, government and industry. Initiative 3.2 Identify and extend TELS award to those who already have a diploma or are in the work force and want to gain formal qualifications. Initiative 3.3 Provide Commercial Agriculture Scholarships to encourage young people to take up farming as a profession.

Objective 4 Ensure that graduates possess the right knowledge, skills and attributes to ensure their success as graduates and alumni

Initiative 4.1 Implement Graduate First Destination Surveys and Tracer Studies. Initiative 4.2 Establish an Innovation and Entrepreneurship programme to ensure entrepreneurial skills are integrated into curricular to incorporate model enterprises such as Primary and Secondary teacher training. Initiative 4.3 Actively encourage the academic and student community to transform knowledge gained in classroom and through research into innovation and business outcomes. Initiative 4.4 Develop an active programme under which experts from industry and commerce are engaged to teach/offer training at the University through guest lectures. Initiative 4.5 Develop a resource centre for the Ministry of Education (MOE) to develop resource materials for the Primary and Secondary Schools.

Objective 5 Produce graduates who are creative, innovative and have the necessary attributes for life, work and citizenship in Fiji, the Pacific and globally

Initiative 5.1 Ensure all programmes integrate graduate outcomes and attributes. Initiative 5.2 Develop and implement an internationalisation strategy including an effective strategic partnerships with universities to increase international student recruitment from the region and beyond.

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Table 4: Key Performance Indicators for Core Area 1

Strategic KPIs Target

Increase student enrolment. Increase student EFTS by 5% each year.

Improve time to completion of cohortgraduation rate.

By 2% each year from 2013 to 2016 and by 1 per cent each year from 2017.

Effectiveness of the Corrective and Preventative Action and Customer Complaints system.

100% of complaints and suggestions to be considered and where appropriate acted on within one month of entry.

Graduate employment increased. Increase of 3% each year from baseline of 2014.

Student satisfaction. Baselines of student satisfaction and expectations established in 2014 and increased by 2% annually.

International accreditation achieved.All academic and TVET programmes to be accredited by international accreditation bodies and/or industry lead bod-ies by 2020.

~ Loyalty, Commitment, Strengthening,Empowering and Rewarding our People~

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A science student at National Training and Productivity Centre, Suva

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Strategic Core Area 2Knowledge Creation and Innovation

The SP2020 will build on the University’s research capacity as part of a long-term project to become a centre of excellence for relevant research and innovation in Fiji and the Pacific. Our focus will be both knowledge creation through research as well as innovation to ensure sustainability and eco-

nomic well being of communities in Fiji and region. These will include interdisciplinary approach in seven major cluster areas:

- Human Health and Wellbeing. - Ocean and Islands Environments. - Indigenous Knowledge Systems. - Community, Social and Economic Sustainability. - Land, Food and Bio Security. - Cultural and Artistic Enhancement. - Climate Change Adaption and Mitigation.

To achieve this, FNU will focus on three fundamental commitments:

- Significantly bolster FNU’s research and innovation to sharpen research through scholarships and internships with a focus on quality and impact of research and its applications.

- Collaborate, integrate, support and enrich the quality and breadth of research to meet the needs of Fiji’s national development, sustainability in the region and informed learning.

- Engage students in research and broader experiences.

The University will build its regional and international partnerships in research, and will participate in the Pacific Islands Universities Research Network (PIURN). Additional Professors and research-only academic staff will be recruited that will prompt an increase in the number of research-based Masters and Doctorate level students.

RSD will develop comprehensive strategies and plans to support external research output to ensure that FNU research grows substantially over the period of the SP2020.

Objective 1 Improve the research capacity of the University

Initiative 1.1 Identify, develop and align FNU interdisciplinary research clusters to the Strategic Plan.Initiative 1.2 Increase high-impact publications and quality A/A* journal outputs by introducing incentive schemes for staff who publish. Initiative 1.3 Improve academic and research leadership by recruiting and retaining more staff with research, supervisory and mentoring roles.Initiative 1.4 Create appropriate research infrastructure to enhance research activities at FNU.Initiative 1.5 Use internal research funds effectively.Initiative 1.6 Increase income for externally funded research.Initiative 1.7 Undertake comprehensive institutional assessment of research performance at FNU.Initiative 1.8 Establish a network facilities across the University in advanced instrumentation.Initiative 1.9 Create space for research staff and students.

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Strategic Core Area 2Knowledge Creation and Innovation

Initiative 1.10 Establish a National Agriculture Research Council to improve the quality of research into producing better crops and livestock.Initiative 1.11 Foster greater cooperation between Government research stations and University researchers and fund joint research programs

Objective 2 Improve research management Initiative 2.1 Increase opportunities for research students and staff by international exchange and through key partnerships with other universities as well as government, industry and community organisations. Objective 3 Establish a research excellence and development framework

Initiative 3.1 Create an online research repository.Initiative 3.2 Ensure a staff development process for approving academic staff qualified and experienced to teach at Doctorate level.Initiative 3.3 Introduce the Vice Chancellor’s prizes for exemplary research performance and the delivery of innovation.

Objective 4 Connection with Pacific communities, societies and cultures

Initiative 4.1 Develop linkages between science and traditional knowledge of Pacific communi ties including the promotion of indigenous knowledge. Initiative 4.2 Develop FNU ethical research protocols on human research as well as animal ethics manual for conducting social and applied research in the field.Initiative 4.3 Work in partnership with recognised non-governmental organisations and international environmental groups towards the control and eradication of invasive animal and plant species.

Table 5: Key Performance Indicators for Core Area 2Strategic KPIs Target

Quality and impact of research output as measured by publications and citations. 200% improvement.

Number of academic staff appointed at professor level. 40 professors in post.

Number of students registered for research Masters and Doctorate programmes.

100 Research Masters/Doctorate students enrolled annually by 2020.

From 2018, the number of students completing research degrees.

Completion rates 70% within appropriate time scale (2 years full time Masters and 3 years full time PhD).

Level of external research income. Increase of 20% annually by 2020.

Innovation and Entrepreneurship.

At least 10 new enterprises to be established by FNU students/staff by 2020 using innovations and project designs done at the University.

~ Expand research intergrated with teaching and learning ~

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Nursing Students, Tamavua Campus, Suva

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Strategic Core Area 3Student Services and Campus Life

The University emphasises student learning as a core principle. The identification of student learning outcomes and the assessment of curriculum, activities, programmes and services in support of these outcomes, is paramount. From the customer service perspective, students and their parents, guardians

and sponsors have increased expectations that campuses will provide a safe and secure environment for student learning as well as high quality facilities and services. A high level of campus life experience is expected to fa-cilitate student growth and development.

Accordingly, FNU strives to: - create a campus environment that is welcoming and inclusive; - create awareness on better student services and campus life provided; - encourage students to develop strong relationships with peers, faculty, staff and alumni; and - promote involvement in those programmes and activities that contribute to personal development and academic successes.

The University will also improve its facilities and services to students with special needs, including those with learning difficulties and disabilities.

Overall, campus life fosters the intellectual, cultural, social and emotional development of students by providing a positive university climate conducive to learning and personal growth.

In essence, campus life supports the FNU mission by providing an experience for students through the delivery of excellent services and activities. The University also aims to create socially vibrant campus communities by embracing cultural diversity.

Therefore within this strategic plan, FNU will work to enhance student success, learning and the overall quality of student life. These elements collectively chart a “road map” for our continued development as a University whilst serving as markers to the development potential of each student at FNU.

Objective 1 Promote Access and Diversity

Initiative 1.1 Adapt to serve an increasingly diverse student population, with a focus on socialisation of new students into the higher education experience. Initiative 1.2 Facilitate student accommodation at a number of locations.Initiative 1.3 Improve existing accommodation for students. Initiative 1.4 Improve existing arrangements including accommodation and remuneration incentives to ensure staff presence on campus during non-teaching hours. Initiative 1.5 Make provisions for user-pay child care services to local and international staff and students. Initiative 1.6 Provide high quality sports and recreational opportunities to the students and staff through international standard multi-purpose gymnasia and sport centres. Initiative 1.7 Establish internationally benchmarked cafeterias as well as improve the existing cafeterias for staff and students. Initiative 1.8 Increase the standard, quality and range of food services.

Objective 2 Deepen Student Engagement Initiative 2.1 Facilitate the progression of all students’ academic endeavours through additional opportunities for formal and informal learning experience. Ensure provision for civic and cultural education as well as health and safety, cultural experiences and success outside the classroom.

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Strategic Core Area 3Student Services and Campus Life

Initiative 2.2 Establish a dynamic and effective Alumni Office.Initiative 2.3 Consistently use and track data that will lead to an increased student retention, engagement and persistence.

Objective 3 Improve Student Care Facilities Initiative 3.1 Establish and operate an employment and placement facility. Initiative 3.2 Improve security and safety on all campuses. Initiative 3.3 Provide counselling services for students at major locations of FNU. Initiative 3.4 Develop a health and wellness management plan and implement contributory medical care for students. Initiative 3.5 Build facilities for students to engage in their spiritual and pastoral needs. Initiative 3.6 Provide transportation between campuses for students where required. This service is earmarked for Ba, Natabua, Nasese and Navua.

Objective 4 Enhance Student Learning and Campus Environment Initiative 4.1 Provide high quality and responsive one-stop student support services at Pasifika, Nasinu, Samabula, Labasa, Nadi, Ba Koronivia, Lautoka and Nasese. Initiative 4.2 Improve the quality of facilities for all students, staff, colleges and support departments through ensuring accessibility, and the highest level of maintenance and cleanliness. Initiative 4.3 Introduce user-pay facilities and mechanisms enabling each student to acquire personal laptops and/or desktops. Initiative 4.4 Ensure that adequate space allocated for ‘smart’ classrooms that will be designed to enhance student learning. Initiative 4.5 Develop an online Student Academic Performance Management system to monitor student progress and ensure that quantitative assessment of students are provided to parents and guardians.



Strengthen hostel capacity, occupancy and satisfaction with student accommodation.

Increase hostel bed availability by 25% matched to inter-national satisfaction rates by 80%.

Improve disability resources. 70% improvement.

Satisfaction with catering. Provide facilities with 3 to 5 star rating to cater for differ-ent tastes and spending abilities.

Student participation in national and international sports. 5% annual growth in students participating in sports and athletics at divisional and national levels.

Enhance student support services. 80% student satisfaction.

Student ICT competencies Put in place facilities and mechanisms to ensure 100% of students have their own computers.

Students participation in leadership activities and volun-teer services.

Baselines of student participation established in 2014 and increased by 2% annually.

Active alumni engagement with the University. 15,000 alumni on database by 2015 and 40,000 by 2020.

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A mechanical engineering student, Derrick Campus, Suva

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Strategic Core Area 4National, Regional and International Engagement

and Development

Effective university engagement is essential for a country’s economic and social future. While universities interact with their communities in a range of ways, university-community engagement specifically implies collaborative relationships leading to productive partnerships that yield mutually beneficial outcomes. A university’s communities can include many groups such as businesses, industries, professional associations, schools, governments, alumni, local communities as well as groups of local citizens. The FNU has a strong commitment to national groups and recognises its interdependence with the region.

Accordingly, the University will work to leverage its institutional strength to assist in maintaining a vibrant economy and improving quality of life in the region. It will do so in areas of activity that support or comple-ment the University’s core research and education activities.

The SP2020 involves the community as genuine partners and applies strategies to engage the University’s research capacity in addressing community problems and aspirations. This approach to research may result in knowledge transfer and exchange, the commercialisation of intellectual property and the establishment of spin off companies and joint venture activities between FNU and community partners. Just as importantly, engaged research promises significant social and environmental benefits, many of which are economically quantifiable. Through engaged research activity, FNU will contribute to improvements in community and educational outcomes as well as economic growth.

Furthermore, student learning as part of an engaged teaching programme ensures graduate employability and exposes industry and the professions to leading edge developments. Work integrated learning, intern-ships, international experiences and exposure to curricula that are informed by real world problems and solutions promise many benefits for students and their communities. Students’ experiences of university are shaped by factors that include such interactions.

Co-curricula activities provide opportunities for students to develop personally as well as professionally. These are important and enriching activities that FNU will seek to sponsor within its resource constraints. As a strategy, FNU will aim to respond to real need within its communities, through the provision of intel-lectual leadership in areas of community interest and concern, offering University resources and facilities for community use and working with communities for mutually productive outcomes.

Objective 1 Contribute to the vitality of our region by providing leadership and collaboration on emerging economic, social, cultural and environmental issues.

Initiative 1.1 Develop regional agenda through shared knowledge and resources. Initiative 1.2 Develop campuses and regional education centres as per the needs of regional countries. Initiative 1.3 Strengthen research and other partnerships to further the sustainability of the region and international partners. Initiative 1.4 Promote community access to University facilities and resources.

Objective 2 Partnerships that create mutually beneficial outcomes.

Initiative 2.1 Build and strengthen effective partnerships based on shared values that support strategic priorities.

Objective 3 Enhance participation by diverse groups in university education.

Initiative 3.1 Coordinate and sustain outreach and mentoring activities.

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Strategic Core Area 4National, Regional and International Engagement

and Development (cont)

Initiative 3.2 Develop innovative and relevant programmes in collaboration with partners in the community and region.



Level of Community perception of theUniversity’s contribution to the region.

Increased profile in Pacific Island nations measured by implementing activities under MOUs and MOAs.

Contribution of the University to the economicdevelopment of regional communities.

Significant funding of FNU activities in Fiji and the Pacific through development funding and percentage of met outcomes.

~ Our alumni are among the highest levels of political, government,

business and community leaders in Fiji and the Pacific ~

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Strategic Core Area 5Governance, Leadership, Management and Human Resources

ContextOur Governance, Leadership, Management and Human Resources core strategic area will focus on attracting and keeping the best people and providing them with an enabling environment. People join FNU not just as an organisation but are also welcomed into a family. We will focus on our engagement with our people on talent management, recognising and rewarding high levels of performance and productivity and the development of a stakeholder oriented culture.

GovernanceExcellence in governance is seen worldwide as a critical factor in the success of educational organisations. The University Council’s role in the governance of FNU will be enhanced and strengthened to ensure strong over-sight of the Strategic Plan and to approve sound financial, resource and management decision making by the University Management.

Leadership and ManagementThe SP2020 will have a stronger focus on productivity and performance and will create ways in which outstanding contributions can be rewarded. Management will be improved through middle manager (emergent leader) development and leadership will be enhanced by participation of the University’s senior management in leadership development opportunities. Mentoring (including international mentoring) where appropriate for all new and newly promoted managers will be introduced.

The management and organisation structures have served the University well in its first four years. As FNU continues to grow and consolidate its combined efforts to create excellence, it will be timely during the SP2020 to review the organisational structures of the University. This will include academic and support areas, with the aim of improving financial efficiency and management effectiveness and productivity of individuals, teams, Colleges, divisions and university leadership.

Human ResourcesThe need to build the University’s pool of human resources is a high priority as FNU transforms itself into a cen-tre of academic excellence. The development of this core strategic area will be via a Human Resource Strategy and Plans, designed to enhance staff recruitment, retention, support and development for the sustained delivery of FNU’s vision, mission, values and strategic core areas.

The reward structures of the University will be continuously reviewed during SP2020 so that FNU can con-tinue to recruit the best people and strengthen the delivery of its core business of teaching and training as well as research and engagement. Recruitment policies in the University are well streamlined and automated to a large degree. However, further innovative approaches in recruitment particularly in the recruitment expatriate academic staff will require the University to look to different markets than those in the past, including stronger recruitment of academics from Africa, parts of Asia and Brazil, Russia, India and China (BRICs). Staff devel-opment in the University is paramount and will remain a key area for continued extension. There will be more flexible induction and orientation of new staff and all academic and training staff will be required to be certified in teaching in higher education or as assessors/verifiers in TVET.

Planning, Processes, Quality and AutomationThe Division of Planning and Development will have a key role in producing world-class information analysis and international standard quality assurance frameworks and procedures.

In the SP2020, automation of University systems and processes will continue to be enhanced using both pro-prietary and localised programming in order to speed up and make more reliable transactions in all aspects of business operations. During the first half of the SP2020, the University will aim to move to a single business information system which is expected to be fully embedded by the end of the SP2020.

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Strategic Core Area 5Governance, Leadership, Management and Human Resources

Objective 1 Engage with staff to maximise loyalty, commitment and continuous improvement Initiative 1.1 Implement strategies to foster loyalty, commitment and continuous improvement. Initiative 1.2 Develop and implement human resources strategy including talent management plan, recruitment and retention, succession planning where appropriate as well as provide job and career counseling to staff.

Objective 2 Ensure that FNU’s human resources excel through talent management, reward and development

Initiative 2.1 Review the HR policy periodically.Initiative 2.2 Implement and operate a fully automated performance management system for Academic and Support StaffInitiative 2.3 Implement incentives and reward schemes for highly performing individuals and teams. This will be assessed through internal Quality Circle Competition (QCC).Initiative 2.4 Implement a mentoring scheme for all new and newly appointed managers.Initiative 2.5 Ensure that by 2020 each college has internationally benchmarked HR profiles for Academic staff and strategies to achieve those. Initiative 2.6 Ensure support staff recruitment, retention and other key HR indicators meet the benchmarks of selected universities.Initiative 2.7 Attract professionals with better qualifications and retaining existing staff by introducing different salary structures that recognise special skills and performance.Initiative 2.8 Attract talents with special skills and experience such as IT and application design from region and abroad and provide them benefits so that they choose Fiji as an employment destination.

Objective 3 Rationalise the organisational structure of the University to deliver effective and efficient services Initiative 3.1 Review academic, support and organisation structures as well as implement necessary reorganisation with the aim to deliver effective and efficient services by 2020.

Objective 4 Ensure international standards in managing quality, information, business processes and automation Initiative 4.1 Establish a data warehouse that will enable managers and senior officers to utilise data warehouse facility for sound management decision-making. Initiative 4.2 Where possible and feasible, concerted efforts shall be made to automise business processes to ensure business decisions are made using valid and reliable data. Table 8: Key Performance Indicators for Core Area 5Strategic KPIs TargetAcademic and professional positions to be filled. 90% annually.Retain staff. Achieve benchmark standard with comparative institutions.College staffing profile Achieve benchmark standard with comparative institutions.Reorganisation of University structures. Implement necessary reorganisation by 2020.

Use of business intelligence in management decision-making.

Data warehouse established by mid 2014 and all managers trained and using data warehouse and business intelligence data by 2015.

Automation of business processes. 80% automation of relevant processes by 2020.

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A civil engineering student, Derrick Campus, Suva

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Strategic Core Area 6Infrastructure, Estates and Information

and Communications Technologies

Core Capital ProjectsFNU operates out of 45 locations in Fiji and Halls of Residence in Solomon Islands.

FNU intends to achieve international quality student support with significant capital investment in facilities and ICT. It will also require some consolidation of Campuses and Centres which will reduce current rent commit-ments and overhead costs. Many FNU Campuses and Centres require significant levels of investments. While some Campuses and Centres have excellent facilities, for example the Nadi Campus, others are undergoing major developments. These include Natabua Campus, the medical campus at Lautoka and the National Train-ing and Productivity Centre in Narere and Naceva. Some Campuses and Centres such as Nasinu will require significant investment to rectify long outstanding upgrading issues.

The University is also acquiring greenfield sites in order to establish beautified campuses particularly in Labasa,Vanua Levu. The Labasa and Legalega Campuses will be developed as ‘green campuses’. This initiative also provides an opportunity to create high quality campuses, which through their local architecture and land-scaping can represent the beauty and culture of Fiji in its buildings and landscape. Legalega will also become an aboretum showcasing indigenous trees and vegetations in Fiji.

Master Planning of all of the lands owned by FNU will be implemented gradually from 2015 to 2020. The SP2020 will be the first phase of development. The University is also embarking on a significant expansion of teaching space for significant growth anticipated in student numbers by 2020. Among landmark developments, will be a University Teaching Hospital and a significant upgrade of the Maritime Campuses.

Excluding the cost of new special projects the financial requirements for implementing the Master Plans is likely to require FJ$463 million from 2015 to 2020. The University Teaching Hospital, Maritime Campuses and workshop for Prisoners will require an additional investment of FJ$116. Funding will need to come from the University’s capital expenditure provisions including government capital grants, donor capital support funding and soft loans.

The University is committed to developing green campuses and will plan to ensure that all its Campuses and Centres reduce their carbon footprints and emissions, reduce non-renewable energy consumption as well as utilise recycling technologies. Labasa and Nadi will become green campus model, using off-grid power sources to meet their major power needs by 2020. Information, Communications and Technology (ICT)ICT is essential in building knowledge-based societies as well as the management and delivery of the University’s core business. The SP2020 will have the following ICT priorities with approximate costs:

1. Greater use of technology and purchase of broader bandwidth (cost FJD$10m). 2. Implementation of a single Integrated Records and Information Management System (cost FJD$3m). 3. Wireless facility to be implemented across all the Campuses and Centres (cost FJD$4m). 4. Create and maintain data warehouses (cost FJD$5m).5. Improve the automation of FNU internal operations (cost FJD$2m).

Total Cost FJ$24 million

Note: (Development partner assistance will be explored to fund these initiatives)

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FNU Maritime Campus, Suva

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Strategic Core Area 6Infrastructure, Estates and Information

and Communications Technologies

List of Capital Projects (FJ $million)

ABSOLUTE PRIORITY 1. Development of Labasa Campus 100 To create green campus in order to meet both student demands and sustainable energy needs, reducing carbon footprints and reliance on the national grid system. 2. Development of Nasinu Campus 45 To provide improved facilities on the campus including furniture, communication link, accommodation for staff and students and landscaping. 3. Lautoka Campus Development 18 To expand existing facilities (library, computer labs, science labs, tutorial & lecture rooms) and develop new facilities (multipurpose hall, gymnasia and student amenities). 4. Development of Samabula (Derrick) Campus 30 To create modern facilities for engineering education, including 6-storey building to house workshops, tutorial rooms, lecture rooms, workshops, auditoriums etc. 5. Sports Recreation Centers and Gymnasia & Exam Multipurpose Halls and Conference Facilities 36 To establish gyms, sports and fitness centres in various locations. Upgrading of sports grounds and construction of Mini gymnasia.

6. Training Hotel 12 To build a modern training hotel with associated facilities (meeting rooms, accommodation, fitness centre etc.) and convention centre in Nadi.

7. Naceva Campus - building and other infrastructure 13 To build 2-storey building for heavy and light commercial vehicle training, the carpentry and joinery training, welding and fabrication training, mechanical, electrical and electronic training. 8. Development of UniFarm 6 To develop training facilities in agriculture, fisheries, forestry and animal science.

9. Veterinary Laboratory Construction 20 To continue and expand the development of existing facilities and educational space.

10. Pacifika Campus phase 2 project 10 To continue and expand the development of existing facilities and educational space.

11. Expansion of Library 10 To expand Library facilities at all locations

IMPORTANT PRIORITY 1. Instrumentation Centre 20 The Centre will have a controlled environment for staff and students to use highly sophisticated and advanced equipment for teaching Science, Engineering and Medical. There will be maximum use and sharing of equipment between Colleges/Schools which will also promote interdisciplinary research.

2. NTPC Narere Centre 7 3 storey building for the semi–skilled and highly skilled categories including a bus bay for training in bus industry trades. 3. Outpatient Facilities 8 Provide an outpatient medical facility and counselling services at all major FNU campuses.

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4. Aviation Campus 5 To improve teaching, learning and training facilities and to create more space for students’ studies, research and training.

5. Water Analysis Lab 2 To create the Lab for water analysis and periodical monitoring of physical, chemical, biological and microbiological features of water bodies.

6. Taveuni Technical Centre 1.5

PRIORITY 1. Film Fiji Cultural City 15 Film Fiji Cultural City will be an integrated film studio complex. It will have several recording rooms, gardens, lakes, theatres and grounds that will serve as venues for many film and advertisement shooting. The Campus will also be home to a new cultural, arts and creative technology facility.

2. Staff and Guest Accommodation 10 To build accommodation blocks for staff and guests in different FNU locations. 3. Renewable Energy Off-Grid Projects 25 To set up of various renewable energy projects such as mini hydro system, solar stand alone system, solar farm, wind turbine, bio-digesters etc. 4. Fiji National Heritage, Culture, and Arts Convention Center & History Museum 24.5 To establish a world-class center with various multipurpose facilities that will provide the ground to disseminate unique Fijian/Pacific culture and support FNU efforts in providing high quality educational, public and cultural programs. 5. Botanical Garden Arboretum 5 To build living arboretum for the management of Fiji’s existing arboreal and botanical resources with educational, social and cultural purposes.

6. Student Accommodation 10 This will be used by students in addition to the existing accommodation facility.

7. Technical College Korovou 6 Development of a campus for technical training (Sustainable Rural Development). SPECIAL PROJECTS 1. University Hospital 100 2. Upgrade Project for School of Maritime Studies 10

3. Workshop for prisoners for Certificate Level II training in joinery, carpentry, electrical, small engine, repair, cookery, pastry and farming etc. 6 The total capital cost of these proposed developments is F$467 million excluding F$100 million for University Hospital, F$10 million for upgrade project for School of Maritime Studies and F$6 million Workshops for prisoners.

Capital Funding - Potential Sources Funds for the above reflect the limited means at the University’s disposal, so sufficient external capital funding will require sourcing and projects will be implemented as funds become available.

NTPC Projects (All NTPC projects will be funded through Levy Income).

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Student Life at FNU, Nasinu

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Resourcing the Strategic Plan

Resourcing the Strategic Plan would require substantial investments from a number of sources to ensure that initiatives identified in the key priority areas are achieved. While FNU receives large endowment from the Gov-ernment, the University strives to maximise its current resources through efficiency and transformation and raise additional revenues from tuition fees, research and development assistance as well as commercial activities. Table below shows the projected income for the University that will be utilised to fund the SP2020 Table 9: Income Projection for Funding SP2020 (FJD millions)

The implementation cost of the SP2020 initiatives is F$675.64 millions. The details of expenditure for operating and capital for the six year period is outlined in the following table.

Table 10: Cost of the Strategic Plan (FJD millions)

Year Tuition Fees (m$)

Govt Grant (m$) Commercial Activities (m$)

Other Income (m$) Total

2010 21.99 24.58 3.63 7.42 57.622011 31.77 18.35 7.54 6.63 64.292012 46.89 20.53 5.93 3.96 77.302013 50.87 15.43 4.57 7.96 78.832014 53.41 38.59 4.71 8.44 105.152015 56.08 38.59 4.85 8.94 108.472016 58.89 39.36 4.99 9.48 112.722017 61.83 40.15 5.14 10.05 117.172018 64.92 40.95 5.30 10.65 121.832019 68.17 41.77 5.46 11.29 126.692020 71.58 42.61 5.62 11.97 131.78

Year Type of Funding Core Area 1 Core Area 2 Core Area 3 Core Area 4 Core Area 5

Core Area 6

Total

2015 Operational (m$) 6.89 1.70 2.11 0.23 0.67 11.60Capex (m$) 46.32 46.32






Total 57.40 14.16 17.55 1.95 5.58 579.00 $675.64

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The University is planning to explore the option of Soft Loans, Goverment Bilateral Funds and Development Assistants to source the SP2020. A total of F$95.36 million has been allocated from the University income and rest will be sourced from development partners and borrowings. To start with University will focus on absolute priority areas to achieve its target by 2020. Incase, development funds or loan is not obtained, the University will review and prioritise the initiatives and consider other avenues of funding. The source of funding is outlined in the following table.

Resourcing the Strategic Plan

Year FNU CAPEX Allocation

(Internal m$)

FNU Operational Allocation

(Internal m$)

Soft Loansm$

GovernmentBilateral

(m$)

Development Assistance

m$

Total (m$)

2015 5.61 6.29 0.00 35.64 20.20 67.742016 5.89 7.44 9.60 43.56 21.64 88.132017 6.18 8.58 8.80 59.40 23.08 106.052018 6.49 9.73 8.00 71.28 24.53 120.032019 6.82 11.44 7.20 91.08 25.97 142.512020 7.16 13.73 6.40 95.04 28.86 151.18Total 38.15 57.21 40.00 396.00 144.28 675.64

Table 11: Sources of Funding (FJD millions)

~ The SP2020 is the first step towards realising and implementing our vision

and mission ~

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In the past four years, FNU has been fully involved in scrutinising and establishing goals for Colleges and De-partments, writing and implementing policies and procedures, ensuring compliance and dealing with land issues that were vested through the merger. Thus, it is an opportune time for FNU to implement a robust risk manage-ment system to address the external and internal factors that could be detrimental to the Strategic Plan objectives and the transition towards academic excellence.

To date, eight strategic risks have been identified which requires management’s attention in order to implement proper strategies for addressing these risks. The major areas of risk depend on the development assistance which FNU hopes to achieve through this Strategic Plan.

FNU endeavours to undertake a comprehensive assessment of the risks associated with the Strategic Plan. FNU is confident that a robust risk management will allow necessary flexibility and agility to deal effectively with both existing and emerging risks.

Item Risk Area Cause Actions

1 HumanResourcesrelated risks

Staff recruitment and retention.Talent management and leadership development. Performance evaluation and management.Training and career development.Pay and performance alignment.Compliance with legislation and regulations, and standards of good practice.

Introduce and enforce effective recruitment and retention processes, appraisal.Frequent and effective staff development through training for career development.Encourage staff through rewards incentives and promotions including medical and insur-ance benefits.Introduce leadership training at each level.Rationalise the salary grades with respect to market value.Managing the University’s image as a good place to work.

2 ICT related risks Decentralised student management system.Power surges and natural disasters.Data storage capacity.Security breaches. Liability resulting from the use of open source software.

Integrated student management system.Effective processes to address the problems encountered in staff appraisal, student matters.Install backup generators at high priority areasIncrease the bandwidth and the storage capacity.Data to be stored and kept in a vault to avoid losses through unforeseen circumstancesDevelopment of Disaster Recovery Centre.

Strategic Risk and Mitigation

Table 12: List of top eight strategic risks

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3 Academic related risks

Student assessment and grading.Curriculum and courses.Retention of teaching staff.Quality of teaching and learningLearning resources.Learning support.Student grievances and appeals.University knowledge creation and innovation.

Formation of Quality Assurance Committees for oversight of learning and student services delivery as well involving Professional and trade bodies in curriculum development.Development of good proactive guidelines for scrutiny of curriculum and courses.Effective leadership and management of learning and teaching.Provision of teaching and learning resources in annual budgets. A robust system dealing with student affairs including grievances and appeal.Improvement of study and social spaces as part of infrastructure plansEnhance knowledge creation and innovation op-portunites through rewards and incentives.

4 Estate andProperty related risks

Slow vestment process.Slow communication between the respective Land Authorities.Slow demarcation of boundaries.Development on the unvested properties.Old standing buildings.Unplanned array of buildings

Have regular meeting with the Ministries/De-partments concerned and speed up the vestment process.Develop a network with the Respective Land Ministries.Proper renovation of the existing buildings.Master Planning for major sites owned by FNU

5 Financial and Commercial related risks

Changes in government funding policy.Obligation to funding terms, enrolment targets.Budget control measures.Financial/investment planning and management.Fraud and theft.

Income generation through entrepreneurial activity.Regular dialogues with government regarding funding and tuition fees.Increase engagement with development partners on existing and/or new funding options. Review of performance against budget. Review of monthly management accounts highlighting forecast deficits and trends.Closer analysis and monitoring of research and teaching costs and cost recovery. Close monitoring of government policy on funding to HEIs and trends in research funding, and its potential impact on the University’s finances. Improve understanding of the funds held in departments and colleges as well as its pur-pose and future commitments made against them. Improved use of endowment funds.

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6 Student Enrolment and Retention related risks

Lack of awareness and marketing.Entry requirements into University.Quality of academic staff, courses and programmes, facilities, accommodation and meals and campus life.

Implement more efficient marketing efforts.Visit major secondary schools to create awareness.Provide more reliable and easy passage for first year enrolment.Undertake survey to access student experience.Ensure student development in areas of sports and recreation, health and safety as well as security.

7 Competition related risks

Erosion of market share through competition from local, regional and international universities. These have the potential to impact future student numbers and cause significant reductions in the University’s market share.

Establishment of a strong focus on reputation through accountability, administration, transparency and spearheading new venture aimed at achieving development needs of Fiji and region. Work towards the achievement of academic qual-ity through international accreditation bodies.Develop special programmes tailor-made for spe-cific target groups such as women and disabled.Formation of corporate governance and compli-ance committees to ensure transparency and accountability in University operations.

8 Business Continuity and Disaster Recovery related risks

Damage and disruption to university operations due to natural disasters such as earthquake, tsunami, cyclone and flooding.Security of staff, students and others stakeholders.Low responsiveness during emergency.

Establishment of a Disaster Management and Recovery Plan.Improve Campus security operations.Allocating and marking assembly point areas at the major campuses and centres.Create awareness of the evacuation plans and hold drills.

From 2014, the Risk Management unit in the Division of Planning and Development will monitor the strategic risks and will also work with all Colleges and Support Departments to produce a comprehensive University-wide risk register.

The University will also form a disaster management committee with the aim to provide oversight on risks emerging out of disaster to ensure minimal disruption to University affairs and operations.

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Strategic Plan Implementation

~ Each employee will be aware of how they can contribute to the

SP2020 ~

The Strategic Plan is for a seven year period. This is a medium term during which internal and external contexts are bound to change. It is therefore, prudent that during the SP2020 is delivered through An-nual Plans drawn up each year. The annual planning process will realign the SP2020 with change in

market conditions, funding regimes, new opportunities and challenges. Whilst the vision, mission, values and core strategic areas are likely to remain unchanged, objectives, initiatives, and actions required to fulfil them will be closely monitored and evaluated regularly through a formal process with regular reporting to the University Council.

The annual financial planning and strategic processes are closely aligned. Through the University Council, its sub committees, and the Senior Management Group (SMG), resource allocation will be planned each year to ensure that adequate resources are earmarked to achieve targets of the Strategic Plan.

A new electronic system known as “e-PALMS” (Electronic- Plan, Act, Learn, Monitor and Shape”) will be used to provide a management system that is computerised to enable constant monitoring of the SP2020. This will measure and monitor progress against strategic planning activities and auto-generate monitoring reports including completion rates - through dashboards and traffic light signals to University management on progress, particularly if an initiative appears to be failing. This will enable immediate corrective actions to be taken to solve any issues and put the objective back on track. The e-PALMS system will also track ex-penditure allocated against each initiative.

Major reviews of the SP2020 will take place in 2016 and 2018 and the proposed external audit of the Univer-sity in 2019 will assess the overall implementation of the Strategic Plan.

The SMG will be the main body responsible for the SP2020 implementation, although all managers will collectively share responsibilities for its implementation and to work with all staff across the University to ensure all actions are delivered, and that each employee is aware of how they can contribute to delivery of the SP2020’s objectives.

Communication pertaining to the SP2020 and its progress will be a regular feature in the University’s news-letter and staff meetings at all levels.

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2020: Marking 10 years as Fiji’s Premier National University

Fiji National University is a new university in the 21st century for Fiji and the Pacific region. We aim to be a model for public universities that would be seen as an innovative, responsive, comprehensive and entrepreneurial.

FNU will complete a first decade of operations within the timeframe of the Strategic Plan. FNU will have advanced rapidly and confidently by 2020. We already are the premier tertiary institution in the Pacific and are poised to become a major regional and international hub for students who desire an excellent educational experience that adequately equips them for employment in the global economy. Our approach to the integra-tion of learning with high quality teaching and training, serious and sustained investment in student support and in-campus life as well as research will add a strong value to the FNU student experience. We want all our graduates and alumni to be able to reflect on their time at FNU and regard it as a “great” experience.

FNU community has moved rapidly, consolidating seven former diverse institutions into a new multi sectoral and multi-modal University, full of hope and with a clear vision to create sustainable livelihoods, economies and communities in Fiji and the Pacific. Our staff and students will derive great motivation from our vision and its implementation. This has been a significant – even a great – achievement in just four years, and has been achieved notwithstanding constrained levels of public funding. FNU has widened its access to the financially disadvantage in Fiji, with over 70 per cent of students coming from economically disadvantaged families. We shall endeavour to keep fees at reasonable levels over the next six years and to strive harder to raise our income using a commercialisation strategy, increased development income and through innovative schemes for stu-dent loans, scholarships and other forms of funding. By maintaining this approach, the University is expected to make a major contribution to the national and regional human resource capacity, with minimum reliance on government funding.

FNU has grown rapidly to enjoy a total roll of over 30,000 students in 2013 and will continue to increase sig-nificantly in the period towards 2020. At the same time, it will consolidate and enhance the quality of its service delivery to sustain this growth.

FNU has advanced far and at a rapid rate due to the hard work of all staff, strong leadership and committed governance. Already, FNU is the leading (and sometimes only) regional provider of Medicine, Nursing and Health, Agriculture, Forestry and Fisheries, Vocational Education and Training, Aviation studies, Veterinary Sciences and Maritime Sciences. FNU is poised to become the leading regional provider of Teacher Training, Tourism and Hospitality Management and Engineering. Such achievement within a relatively short period will make the FNU model an exemplar of great success and excellence in education in the region. By 2020, FNU will become a development partner in its own right within the region, assisting and working with other national tertiary institutions to bring accessible and high quality technical and vocational and higher educa-tion to the region. The strength and pace of change is unique in the Pacific. Our ability to embrace change and transformation will be critical as we move forward to 2020.

It is the collective belief of staff, management and students of FNU that ideas and strategies expressed in this Strategic Plan is expected to position the University as a first choice academic institution in Fiji and region by 2020. Both staff and students will be proud to work and study at FNU and feel they have had a life-long experi-ence to cherish. This is a challenging and ambitious task but FNU is committed to achieve tangible results in academic excellence that enhances knowledge and human talent in Fiji and the region.

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Appendices

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Tables Page numberTable 1 - Infrastructure, Communications and Technology 7Table 2 - Institutional funding 8Table 3 - Library services 8Table 4 - KPIs for Core Area 1 23Table 5 - KPIs for Core Area 2 26Table 6 - KPIs for Core Area 3 29Table 7 - KPIs for Core Area 4 32Table 8 - KPIs for Core Area 5 34Table 9 - Income Projection for Funding 41Table 10 - Cost of the Strategic Plan 41Table 11 - Sources of Funding 42Table 12 - Top 8 Strategic Risks 43-45

FiguresFigure 1 - FNU Headcounts, 2010 - 2013 6Figure 2 - Headcounts by College, 2010 - 2013 6Figure 3 - Equivalent Full Time Students, 2010 - 2013 6Figure 4 - Equivalent Full Time Students by College, 2010 - 2013 6Figure 5 - Graduation by Programme, 2010 - 2013 6Figure 6 - Staff by Type, 2010 - 2013 6

Appendix 1List of of Tables and Figures

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Appendix 2List of Acronymns & Abbreviations

ADB Asian Development BankAPO Asian Productivity OrganisationBCom Bachelor of CommerceBSc Bachelor of ScienceCAFF College of Agriculture, Fisheries and ForestryCAPEX Capital ExpenditureCBHTS College of Business, Hospitality and Tourism StudiesCEST College of Engineering, Science and TechnologyCHE College of Humanities and EducationCMNHS College of Medicine, Nursing and Health SciencesCSTD Centre for Sustainable Technology and DevelopmentCWMH Colonial War Memorial Hospital DF Director FinanceDHR Director Human ResourcesDICT Director ICTDPD Director Planning and DevelopmentDPF Director of Properties and FacilitiesE-book Electronic BookEFTS Equivalent Full-Time StudentE-PALMS Electronic Plan, Act, Monitor, Learn and ShapeFBEA Fiji Business Excellence AwardFCA Fiji College of AgricultureFC Financial ControllerFCAE Fiji College of Advanced EducationFCEF Fiji Commerce and Employers FederationFHEC Fiji Higher Education CommissionFIT Fiji Institute of TechnologyFJ$ Fiji DollarFNTC Fiji National Training CouncilFNU Fiji National University FSM Fiji School of MedicineFSN Fiji School of NursingGDP Gross Domestic ProductGDS Graduate Destination SurveyHE Higher EducationHoS Head of SchoolHR Human ResourceHRM Human Resource ManagementICT Information, Communications and TechnologyIDF Industry Discussion ForumISO International Standards OrganisationIT Information Technology JB Savou Joji Balevanuavatu Savou Clinic

JD Job DescriptionKIST Kiribati Institute of Science and TechnologyKPI Key Performance IndicatorLTC Lautoka Teachers’ College MBBS Bachelor of Medicine and Bachelor of Surgery MDGs Millenium Development GoalsMOA Memorandum of Agreement MOOC Massive Online Open CourseMOODLE Modular Object-Oriented Dynamic Learning EnvironmentMOU Memorandum of UnderstandingNUS National University of Samoa NATS National Apprenticeship Training SchemeNGO Non Governmental OrganisationNPO National Productivity OrganisationNTC Nasinu Teachers’ CollegeNTPC National Training and Productivity CentreOPAC Online Public Access CatalogPATVET Pacific Technical Vocational Education & TrainingPC Personal ComputerPE Physical EducationPhD Doctor of PhilosophyPIURN Pacific Islands University Research NetworkPNG Papua New GuineaQMS Quality Management SystemQUT Queensland University of TechnologyRMS Risk Management SystemRSD Research Support DepartmentSINU Solomon Islands National UniversitySLP Sustainable Livelihood ProjectSMG Senior Management GroupSP Strategic PlanSP2020 Strategic Plan 2020SPC Secretariat of Pacific CommunitySWOT Strengths, Weaknesses, Opportunities and ThreatsTPAF Training Productivity Authority of Fiji TVET Technical Vocational Education and TrainingUASR University Academic and Student RegulationUK United KingdomURPC University Research and Publications CommitteeUSA United States of AmericaVIT Vanuatu Institute of TechnologyVRDTCA Vanuatu Rural Development Training Centre AssociationVC Vice Chancellor

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Appendix 3FNU Locations

Location Name1 Suva FNU Koronivia Campus2 Suva NTPC Narere Centre3 Suva FNU Tamavua Campus4 Suva FNU Nasinu Campus5 Suva FNU Nabua Campus6 Suva FNU Samabula Hostel (Ono Street)7 Suva FNU Derrick Campus8 Suva FNU Pasifika Campus9 Suva FNU Hoodless House

10 Suva FNU UniStudio11 Suva FNU Fiji Maritime Academy12 Suva FNU Nasese Campus13 Suva FNU Prosthetic Lab14 Suva FNU Nursing Campus15 Suva FNU Kivi House16 Suva FNU Rewa Street17 Suva FNU Beauty Therapy Academy18 Suva FNU PCP Toorak19 Suva FNU JB Savou Clinic20 Suva FNU Bayview Medical Clinic21 Suva FNU EMBA Centre22 Navua FNU UniFarm23 Navua FNU UniHotel24 Sigatoka FNU Sigatoka Centre25 Sigatoka FNU Training Restaurant26 Nadi FNU Legalega27 Nadi FNU Namaka Centre28 Nadi FNU Maritime, Namaka Building29 Nadi FNU Nadi Guest House30 Nadi FNU Nadi Campus31 Lautoka FNU NTPC Naceva Centre32 Lautoka FNU McGregor House33 Lautoka FNU Natabua Campus34 Lautoka FNU Naviti Centre

35 Lautoka FNU Marine Drive Technical Centre

36 Lautoka FNU McGusty House37 Lautoka FNU Saweni Guest Lodge38 Ba FNU Ba Campus39 Rakiraki FNU Rakiraki Centre40 Labasa FNU Rara Avenue

Location Name41 Labasa FNU Naiyaca Centre42 Labasa FNU Rosawa Centre

43 Labasa FNU Green Field Campus Development

44 Taveuni FNU Taveuni Proposed Informa-tion Centre

45 Solomon Islands FNU Solomon Islands Centre

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1. College of Agriculture, Fisheries & Forestry Department of Agriculture. Department of Fisheries Studies. Department of Forestry. Department of Animal Science.

2. College of Business, Hospitality & Tourism Studies School of Accounting. School of Economics, Banking and Finance. School of Management, Industrial Relations, Occupational, Health and Safety. School of Hospitality and Tourism Studies. School of Information Systems. Department of Office Administration.

Department of Law.

3. College of Engineering, Science & Technology Faculty of Engineering. - School of Building and Civil Engineering. - School of Electrical and Electronics. - School of Mechanical Engineering. Faculty of Transport. - School of Automotive Engineering. - School of Maritime Studies (Fiji Maritime Academy). Faculty of Sciences. - School of Sciences. - School of Mathematics and Computing. Department of Printing Technology.

4. College of Humanities & Education School of Education. School of Social Sciences. School of Creative Arts. School of Communication, Language and Literature.

5. College of Medicine, Nursing & Health Sciences School of Medicine. - Department of Medical Sciences. - Department of Oral Health. - Department of Health Sciences. - Department of Public Health and Primary Care. School of Nursing.

6. National Training & Productivity Centre Division of Executive Management & Hospitality Services. - Department of Occupational Assessment. - Department of Hospitality & Tourism. - Department of Aviation and Travel. - Department of International Languages and Business Communications. - Department of Fashion and Design. - Department of Executive Management. Division of Technical Training. - Department of Mechanical Engineering. - Department of Automotive Engineering. - Department of Electrical and Electronics. Division of Business & Information Technology. - Department of Productivity and Quality. - Department of Information Technology. - Department of Quality Awards. National Apprenticeship Training Department. National Trade Testing Department. Productivity Promotion.

Appendix 4College Structure

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fnu strategic plan 2020 · fnu strategic plan 2020 5 t he fiji national university (fnu) was formed...

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