Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 i
MZUMBE UNIVERSITY(CHUO KIKUU MZUMBE)
FOURTH CORPORATE STRATEGIC PLAN
2017/2018 – 2021/2022
JUNE 2017
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 ii
TABLE OF CONTENT
LIST OF ACRONYMS AND ABBREVIATIONS...................................vii
PREFACE...........................................................................................................x
CHAPTER ONE................................................................................................1
INTRODUCTION............................................................................................1
1.1. Preamble................................................................................................................1
1.2. Purpose and Rationale of the Plan...........................................................1
1.3. Corporate Strategic Plan Development Process.....................................2
1.4. Layout and Structure of the Corporate Strategic Plan..........................2
CHAPTER TWO...............................................................................................3
SITUATIONAL ANALYSIS...........................................................................3
2.1. Background..................................................................................................3
2.2. Mandate, Objects and Functions of the University................................3
2.2.1. Mandate of the University......................................................................3
2.2.2. Objects and Functions of the University...............................................3
2.3. Vision and Mission Statements of the Third Corporate Strategic Plan4
2.3.1. Vision Statement......................................................................................4
2.3.2. Mission Statement...................................................................................4
2.4. Performance Review of the Third Corporate Strategic Plan Implementation...........................................................................................4
2.4.1. Main Achievements.................................................................................4
2.4.2. Main Constraints......................................................................................8
2.4.3. Way Forward............................................................................................8
2.5. Internal Analysis.........................................................................................9
2.5.1 Human Capital..........................................................................................9
2.5.2. Financial Resources................................................................................10
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 iii
2.5.3. Physical Infrastructure and Facilities..................................................10
2.5.4. Products and Services............................................................................10
2.5.5. Policies, Guidelines and Strategies......................................................11
2.5.6. Governance and Leadership.................................................................11
2.5.7. Organizational Structure, Systems and Processes.............................12
2.5.8. Institutional Collaboration, Networking and Partnership..............12
2.5.9. Information and Communication Technology Adoption................12
2.6. External Analysis.......................................................................................13
2.6.1. Socio-economic Outlook.......................................................................13
2.6.2. Technology and Technological Environment.....................................16
2.6.3. Education Policy and Legal Environment..........................................20
2.7. Stakeholders Analysis.............................................................................23
2.8. Strengths, Weaknesses, Opportunities and Challenges Analysis......27
2.9. Critical Issues from Situational Analysis...............................................36
CHAPTER THREE..........................................................................................37
THE CORPORATE STRATEGIC PLAN 2017/2018 – 2021/2022............37
3.1. Introduction...............................................................................................37
3.2. Vision, Mission and Core Values............................................................37
3.2.1. Vision statement.....................................................................................37
3.2.2. Mission Statement..................................................................................37
3.2.3. Core Values............................................................................................37
3.3. Key Results Areas, Objectives, Strategies and Targets........................38
CHAPTER FOUR............................................................................................54
RESULTS FRAMEWORK, MONITORING AND EVALUATION SYSTEM...........................................................................................................54
4.1. Introduction...............................................................................................54
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 iv
4.2. Development Objective............................................................................54
4.3. Beneficiaries of Mzumbe University Services and Products..............54
4.4. Linkages with National, Regional and International Development Frameworks..............................................................................................55
4.4.1. Tanzania Development Vision 2025....................................................55
4.4.2. Second Five Year Development Plan..................................................55
4.4.3. Ruling Party Election Manifesto 2015.................................................55
4.4.4. Sustainable Development Goals..........................................................55
4.4.5. African Union Agenda 2063.................................................................56
4.5. Results Chain.............................................................................................56
4.6. Results Framework Matrix......................................................................57
4.7. Monitoring, Review and Evaluation......................................................65
4.7.1. Monitoring..............................................................................................65
4.7.2. Review.....................................................................................................65
4.7.3. Evaluation...............................................................................................66
4.8. Reporting Schedules.................................................................................69
4.8.1. Internal Reporting Schedule................................................................69
4.8.2. External Reporting Schedule................................................................70
REFERENCES..................................................................................................71
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 v
LIST OF TABLES
Table 1: Major Stakeholders of Mzumbe University...................................24
Table 2: Strengths, Weaknesses, Opportunities and Constraints Analysis28
Table 3: Number of Planned Targets for Each Strategic Objective............38
Table 4: Matrix of Strategic Objectives, Strategies and Targets for 4th MU CSP......................................................................................................40
Table 5: Result Framework Matrix for the 4th MU Corporate Strategic Plan.....................................................................................................58
Table 6: Template for Monitoring the 4th MU Corporate Strategic Plan...65
Table 7: Review Schedules for the 4th MU Corporate Strategic Plan........66
Table 8: Evaluation Schedules for the 4th MU Corporate Strategic Plan..68
Table 9: Internal Reporting Schedules for the 4th MU Corporate Strategic Plan......................................................................................................69
Table 10: External Reporting Schedules for the 4th MU Corporate Strategic Plan....................................................................................................70
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 vi
LIST OF ANNEXES
Annex 1: Organizational Chart of Mzumbe University…………..….......73
Annex 2: Implementation Matrix for the 4th MU Corporate Strategic Plan……….......................................................................................................….…74
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 vii
LIST OF ACRONYMS AND ABBREVIATIONSACCPAC - Accounting Package
AI - Artificial Intelligence
AIDS - Acquired Immune Deficiency Syndrome
ARIS - Academic Registration Information System
ARU - Ardhi University
AU - African Union
CCM - Chama Cha Mapinduzi
CSP - Corporate Strategic Plan
CTC - Counseling and Testing Centre
DBE - Director of Buildings and Estates
DC - Director of Communication
DCC - Dar es Salaam Campus College
DF - Director of Finance
DHCS - Director of Health and Clinical Services
DHRA - Director of Human Resources and Administration
DIA - Director of Internal Audit
DICT - Director of Information and Communication Technology
DP - Director of Planning
DRPS - Director of Research, Publications and Postgraduate Studies
DSW - Director of Students’ Welfare
DVC-A - Deputy Vice Chancellor -Academic
DVC-AF - Deputy Vice Chancellor -Administration and Finance
e-Learning - electronic Learning
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 viii
eLMS - electronic Learning Management System
ETP - Education and Training Policy
FYDP - Five Year Development Plan
GDP - Gross Domestic Product
GPS - Global Positioning System
HCMIS - Human Capital Management Information System
HEAC - Higher Education Accreditation Council
HEDP - Higher Education Development Programme
HIV - Human Immunodeficiency Virus
HoD - Head of Department
HoS - Head of Section
HPMU - Head of Procurement Management Unit
ICT - Information and Communication Technology
IDS - Institute of Development Studies
IT - Information Technology
IUCEA - Inter-University Council for East Africa
KRAs - Key Result Areas
MCC - Mbeya Campus College
MGI - McKinsey Global Institute
MoEST - Ministry of Education, Science and Technology
MTEF - Medium Term Expenditure Framework
MTSPBM - Medium Term Strategic Planning and Budgeting Manual
MU - Mzumbe University
NHEP - National Higher Education Policy
NSGRP - National Strategy for Growth and Reduction of Poverty
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 ix
OC - Other Charges
PEDP - Primary Education Development Plan
PhD - Doctor of Philosophy
PO-PC - President’s Office –Planning Commission
PPP - Public Private Partnership
RUPs - Responsible Use Policies
SDGs - Sustainable Development Goals
SEDP - Secondary Education Development Plan
SUA - Sokoine University of Agriculture
SWOC - Strengths, Weaknesses, Opportunities and Challenges
TETP - Technical Education and Training Policy
TCU - Tanzania Commission for Universities
UN - United Nations
URT - United Republic of Tanzania
VC - Vice Chancellor
VCT - Voluntary Counseling and Testing
Wi-Fi - Wireless Fidelity
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 x
PREFACEI am pleased to present the Fourth Corporate Strategic Plan of Mzumbe University, which provides a roadmap towards the accomplishment of the University’s objectives. Building upon the previous three Corporate Strategic Plans, this Five-Year Corporate Strategic Plan (2017/2018 - 2021/2022) has been developed to reaffirm our vision – to be a centre of excellence in training, research, consultancy and outreach services in management and allied sciences for socio-economic development of the people by 2025; and mission – to provide opportunities for acquisition, development, preservation and dissemination of knowledge and skills through training, research, technical and professional services. The Plan sets out strategies and objectives in five key results areas, thereby serving as a forward-looking, action-oriented “Work Plan” for the University.
In developing this Plan, extensive consultations were carried with various key stakeholders from within and outside the University. Their contributions, in various forms, enriched the Plan development process and which has culminated into a comprehensive plan that will steer University’s development in the coming five years. We are committed to ensuring that the Plan is implemented effectively through a close working relationship among staff, students and other members of University under the guidance of the University Council. We envisage that a successful implementation of this Plan will help us achieve our desired goals and meet the needs and expectations of our diverse groups of clients and stakeholder.
I would like to take this opportunity to extend my sincere gratitude to all those who have contributed at various stages of the development of the Fourth Corporate Strategic Plan including staff and students, either individually or in their various representative groups. I also thank the Corporate Strategic Plan Preparation Coordination Team, Management Committee and Finance and Planning for Development Committee of the Council for critically scrutinizing the Plan before approval by the Council.
Last but not least, I would like to appeal to all members of the Mzumbe University Community to demonstrate utmost commitment in the course of implementing the Plan so that the planned objectives are achieved. I also call upon friends, partners and other stakeholders of this University to continue supporting us throughout the Plan implementation period so that the University can make effective contribution towards national, regional and global development through its products and services.
Prof. Lughano J.M. Kusiluka
VICE CHANCELLOR
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 xi
EXECUTIVE SUMMARY
Introduction
Mzumbe University (MU) is a public University operating under the Ministry of Education, Science and Technology (MoEST). The core functions of MU are teaching, research and provision of technical and professional services. Since its establishment, MU has been preparing Corporate Strategic Plans (CSPs) as valuable tools for guiding the operations of the University in the short, medium and long-term perspectives. The CSPs have all along been the basis for prioritization of resource mobilization and allocation. The CSPs have also been developed as a statutory obligation for every public institution. The fourth CSP extends from the third one which ended in June 2017.
The 3rd Corporate Strategic Plan of Mzumbe University (2012/2013 – 2016/2017) focused on enhancing and maintaining excellence in teaching and learning, attaining excellence in research and academic development, attaining excellence in community engagement and partnerships and enhancing governance and administration of the University. During implementation of the 3rd CSP, 95% of the academic programmes were reviewed in accordance with the Universities Regulations of 2006 and Inter-University Council of East Africa- Quality Assurance Guidelines. A total of 231 acres of land were acquired, five classrooms and one lecture theatre were constructed at the Mbeya Campus College, a five-storey building at Dar es Salaam Campus College was completed, 122 new staff were recruited, Land Use Management Plan for the Main Campus was prepared and approved by the Council.
The main challenges encountered during the 3rd CSP implementation period include declining funding for development projects, inadequate infrastructures, inadequate adoption and usage of various information system and technologies acquired, inadequate funding for enhancing research and teaching skills as well as limited capacity and experience of most academic staff in bidding for research funding and consultancy opportunities.
Plan Development ProcessThe preparation of this Plan passed through different processes. A team of seven members was appointed by the Vice Chancellor (VC) to coordinate the preparation of the Plan. The exercise was conducted in a participatory manner, involving the management, staff, students and external stakeholders of the University. Each Campus College, School, Faculty, Directorate, Institute, Department or independent unit prepared its component of the Corporate Strategic Plan and submitted to the Team for consolidation. The Team also conducted
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 xii
a survey to gather more opinions from internal stakeholders and engaged key external stakeholders through a stakeholders’ workshop.
References were made to the 3rd Mzumbe University Corporate Strategic Plan, MoEST Corporate Strategic Plan (2016/2017 - 2020/2021), National Five Year Development Plan (2016/2017 -2020/2021), Medium Term Corporate Strategic Planning and Budgeting Manual (MTSPBM), The Ruling Party Manifesto (2015), international resolutions, national and sectoral policies.
A situational analysis was conducted in line with the mandate, objectives and functions of the University. References were also made to the vision, mission and performance review of the 3rd CSP, internal and external assessment, stakeholders’ analysis, as well as Strengths, Weaknesses, Opportunities and Challenges (SWOC) analysis. The analysis established the critical issues that prevailed during the implementation of the 3CSP in areas such as human resources, infrastructures, finance, research, publication, consultancy, collaborations, governance, innovation and adoption of information systems and technologies in various areas.
Fourth MU Corporate Strategic Plan
The 4th CSP is prepared as a guide for the process of transforming Mzumbe University into a reputable University by focusing on the vision and mission of the University which are:
Vision Statement
Mzumbe University aims to be a centre of excellence in training, research, consultancy and outreach services in management and allied sciences for socio-economic development of the people by 2025.
Mission Statement
The mission of the University is to provide opportunities for acquisition, development, preservation and dissemination of knowledge and skills through training, research, technical and professional services.
The Plan has 10 strategic objectives that aim at contributing towards the realization of the University vision and mission and national and regional goals in the next five years. These objectives are the following:
1. To improve access and quality of Mzumbe University training programmes.
2. To enhance collaboration and partnership between the University and other national, regional and international institutions.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 xiii
3. To enhance institutional image, communication and branding.
4. To enhance and coordinate research and innovation for socio-economic growth and industrialization.
5. To enhance financial capability, efficiency and sustainability.
6. To enhance the quality of information and communication technology services offered and promote utilization of ICT in all strategic functions.
7. To improve working environment for efficient and effective delivery of services.
8. To mainstream cross-cutting issues in all Mzumbe University operations.
9. To improve health services and reduce HIV/AIDS infections.
10. To effectively implement, enhance and sustain the Anti-Corruption Strategy.
Monitoring, Reviews and EvaluationsMonitoring
The University Management will monitor the implementation of the Plan periodically through the Directorate of Planning. The aim will be to ensure that objectives are executed in accordance with the Plan. Reports will be produced semi-annually and submitted to the Council.
Reviews
The performance reviews of the Plan will be conducted twice a year (June and December). The reviews are intended to track progress of implementation of the strategic objectives and achievements of targets on semi-annual and annual basis.
Evaluations
This Plan will be evaluated twice during the Corporate Strategic Plan cycle. The first evaluation will be done after two and a half years (midterm) and the second one at the end of the five-year period. The evaluation will focus on the level of attainment of objectives, utilization of resources and the impact of the Plan. Through the evaluation, the University will be able to establish the status of the achievement of targets and outcomes and, thereby inform subsequent strategic planning processes.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 1
CHAPTER ONEINTRODUCTION
1.1. Preamble
Mzumbe University is a public University owned by the Government of the United Republic of Tanzania and it operates under the Ministry of Education, Science and Technology (MoEST). The core functions of MU are teaching, research, consultancy and outreach. As a training institution, Mzumbe University started in 1953 as a Local Government School for training chiefs, native authority staff and councilors. In 1972, it was transformed into the Institute of Development Management (IDM) and later in 2001 into a fully-fledged University after enactment of the Mzumbe University Act No. 21 of 2001. The latter was repealed by the Universities Act No. 7 of 2005, which is an umbrella act, providing for and regulating University education in Tanzania. In line with the provisions of the Universities Act, Mzumbe University was granted its Charter in 2007. Currently, the University has three campuses, namely, the Main Campus located at Mzumbe area in Morogoro Region, Dar es Salaam Campus College located in Upanga area in the Dar es Salaam City and Mbeya Campus College located in the Forest area of Mbeya City off the Dar es Salaam – Lusaka Highway.
1.2. Purpose and Rationale of the Plan
Mzumbe University, like other public institutions in Tanzania, has been using Corporate Strategic Plans as a tool for guiding the operations of the University in the short, medium and long-term perspectives. This Plan will offer guidance in resource mobilization, allocation and efficient ways of utilization, henceforth the preparation of annual budgets and medium-term expenditure framework (MTEF). It also provides a broad direction which the University has to pursue in the next five years (2017/2018 – 2021/2022) in achieving its mission and vision.
The 4th Mzumbe University Corporate Strategic Plan specifically promulgates the University vision, mission, core values, mandate, objectives, strategies, targets, key performance indicators and expected outcomes. It is a tool for both internal and external stakeholders to track the performance and make informed decisions about Mzumbe University with respect to its strategic direction. It is through this Plan that the performance of Mzumbe University will be measured.
The 4th Mzumbe University Corporate Strategic Plan gives the framework to work and clarify what the University is striving to achieve and the approach to pursue its goals. The management, as well as internal and external stakeholders, are hereto informed on strategic direction of the
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 2
University in order to make informed decisions and choices. The Plan further provides a roadmap of where the University intends to go and how it can achieve its ambitions. It is anticipated that the implementation of this Plan will enable the University to achieve its mission and vision as well as contribute to the attainment of national development aspirations of transforming Tanzania into an industrialized and middle-income country.
1.3. Corporate Strategic Plan Development Process
The preparation of this CSP has been participatory, drawing information from various sources including Campus Colleges, Schools, Faculties Directorates’ and Institute Strategic Plans, periodic monitoring reports, warrant holders weekly reports, Council reports, 3rd Mzumbe University CSP, self-assessment report and stakeholders’ views. References were also made to the Ministry of Education, Science and Technology Strategic Plan (2016/2017 -2020/2021), Science and Technology Sub-Master Plan (2003-2018), Higher and Technical Education Sub-Master Plan (2003-2018), National Strategy for Growth and Reduction of Poverty II (MKUKUTA II), Ruling Party Election Manifesto (“Ilani ya Uchaguzi ya Chama cha Mapinduzi, 2015”), National Five Year Development Plan (2016/2017 – 2020/2021), Medium Term Strategic Planning and Budgeting Manual, Tanzania Development Vision 2025 (Vision 2025) as well as other relevant Government and sectoral policies. The Plan is also informed by the continental aspirations as stipulated in African Union’s Agenda 2063 and the Sustainable Development Goals (SDGs).
1.4. Layout and Structure of the Corporate Strategic Plan
This Corporate Strategic Plan is structured in four main chapters. Chapter One introduces the Plan, its development process, purpose and rationale, layout and the structure. Chapter Two focuses on situational analysis, which covers the mandate and the objects of the University, mission and vision of the Third Corporate Strategic Plan; environmental scan; stakeholders’ analysis and strengths, weaknesses, opportunities and challenges (SWOC) analysis. Chapter Three is the Plan itself, which outlines the vision, mission, core values, key results areas, strategic objectives, strategies and targets. Chapter Four contains the results framework and the monitoring and evaluation framework.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 3
CHAPTER TWO
SITUATIONAL ANALYSIS
2.1. Background
This chapter assesses the current environment in which Mzumbe University is operating in order to establish critical issues to be addressed in this Corporate Strategic Plan. The situational analysis has focused on the mandate, objects and functions of the University, performance review, environment scan, stakeholders and SWOC analysis.
2.2. Mandate, Objects and Functions of the University
2.2.1. Mandate of the UniversityThe mandate of Mzumbe University as stipulated in the Charter is to advance learning and knowledge by teaching, research and provision of technical and or professional services.
2.2.2. Objects and Functions of the UniversityThe objectives and functions of Mzumbe University as stipulated in the Charter are as follows:
(a) To encourage academic staff and students to learn and seek knowledge and truth;
(b) To produce highly educated and adequately trained experts well-prepared and equipped with requisite skills for self-employment and manning of key positions in both the public and private sectors;
(c) To promote, facilitate and sponsor research into technological, social, economic, political and cultural spheres for the welfare and development of mankind within and outside the United Republic of Tanzania;
(d) To seek or institute and award fellowships, scholarships, bursaries, medals, prizes, and other forms of awards, assistance or sponsorship for the advancement and dissemination of knowledge and pursuit of truth;
(e) To arrange for the publication and dissemination of materials produced in connection with the work and activities of the University;
(f) To conduct and administer examination and confer degrees, diplomas, certificates, and other awards of the University;
(g) To develop, promote and undertake the provision of adult, continuing and distance education for the enhancement of good governance and efficacious solution to socio-economic and political problems;
(h) To develop and maintain a reference library and provide library services in the fields of study undertaken by the University;
(i) To cooperate with the Government of the United Republic of Tanzania
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 4
in the planned and orderly development of quality education, science and technology in the United Republic of Tanzania;
(j) To establish links and to cooperate with other national and international institutions in the initiation and conduct of cooperative research, publication and training programmes for the mutual benefit of the cooperating institutions and the United Republic of Tanzania and generally for the pursuit of the mission of the University;
(k) To do any other thing in accordance with the provisions of the Mzumbe University Charter or any other written law in force in the United Republic of Tanzania in pursuance of the mission of the University.
2.3. Vision and Mission Statements of the Third Corporate Strategic Plan
2.3.1. Vision StatementMzumbe University is recognized as a leading institution in Africa for demand driven knowledge generation, application, preservation and dissemination for socio-economic development by 2025.
2.3.2. Mission StatementThe mission of the University is to provide opportunities for acquisition, development, preservation and dissemination of knowledge and skills through training, research, technical and/or professional services.
2.4. Performance Review of the Third Corporate Strategic Plan ImplementationThis section reviews the performance in the implementation of the 3rd CSP in order to learn what have been the main achievements and constraints during the five years of the implementation. The performance review lays the basis for the development of the 4th CSP.
The 3rd Mzumbe University CSP (2012/13 – 2016/17) had seven strategic objectives under four key result areas (KRAs) as follows:
i. To enhance and maintain excellence in teaching and learning.
ii. To attain excellence and relevance in research and academic development.
iii. To attain excellence in community engagement and partnerships.
iv. To enhance governance and administration of the University.
2.4.1. Main Achievements During the five years of implementation of the 3rd CSP, a number of interventions were undertaken which led to the following achievements:
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 5
KRA A: Enhancing and Maintaining Excellence in Teaching and Learning
Strategic Objective A1: Mzumbe University graduates have relevant expected market competencies for employability by June 2017.
i. Five classrooms and one lecture theatre at Mbeya Campus College were constructed.
ii. Completion of the construction of a five-storey building at the Dar es Salaam Campus College.
iii. Two lecture theatres at the Main Campus were renovated.
iv. Seven computer laboratories were established five at the Main Campus and one each at the Dar es Salaam- and Mbeya Campus College.
v. Tennis ground at Main Campus was rehabilitated and a new multipurpose pitch (for Basketball, volleyball and netball) at Mbeya Campus was constructed.
vi. Mzumbe University Health Centre and Mbeya Campus dispensary were rehabilitated and a new HIV Counseling and Testing Centre (CTC) building at the Main Campus was constructed.
vii. Three heavy duty photocopier machines, one for each campus, were procured.
viii. Various information systems for supporting digital communication within the University have been adopted and are operational including e-mail, e-learning, online help desk and ABCD Library Management Information System.
ix. Standard student to computer ratio and student access point ratio for supporting access to digital knowledge environment was reduced by acquisition of more computers.
x. Land Use Management Plan for the Main Campus was prepared and approved by the Council.
xi. A total of 91.41 hectares of land were acquired at Iwambi, Mbeya.
xii. Mzumbe University programmes were reviewed in accordance with the Universities Regulations of 2006 and the Inter-University Council for East Africa (IUCEA) - Quality Assurance guidelines for curriculum review.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 6
Strategic Objective A2: MU Planned annual enrollment fully attained by qualified students by 2017
i. Ten degree programmes in social sciences (six postgraduate and four undergraduate programmes) were launched.
ii. University enrollment increased from 7,193 in 2012 to 11,282 in June 2016, which was a 56.8% increase.
iii. Enrollment of students with physical disabilities increased by 100% from 9 students in 2012 to 18 in 2016.
iv. Academic Registration Information System (ARIS) was adopted.
KRA B: Attainment of Excellence and Relevance in Research and Academic Development
Strategic Objective B1: Contribution of research in teaching and socio-economic development improved by 2017
i. Capacity building training, seminars and conferences to academic staff on research and publication were conducted.
ii. A policy for utilizing PhD students in teaching was formulated and adopted.
Strategic Objective B2: Utilization of Mzumbe University (MU) research findings increased by June 2017
i. A research highlight section on the website for easy access was established.
ii. A total of 18 research reports were published.
KRA C: To Attain Excellence in Community Engagement and Partnership
Strategic Objective C: Mzumbe University is the leading provider of the business and governance solutions to the industry and Government by 2017
i. A total of 75 consultancy assignments and short courses in business, management and governance were conducted.
ii. Mzumbe University Consultancy Services Policy was developed and approved.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 7
iii. An office to support Mzumbe University Alumni Association affairs was established.
iv. Mzumbe University Alumni Newsletter was launched.
v. Alumni webpage on MU website was established to facilitate the online communication.
vi. A total of 26 students participated in international conferences.
vii. About 38 % of MU staff attended seminars locally and abroad.
viii. Four international conferences were organized by MU staff.
ix. Five degree programmes were established in collaboration with foreign universities.
KRA D: To Enhance Governance and Administration of the University
Strategic Objective D1: Financial sustainability in terms of reliance on internally generated income increased to 60% of the University budget by June 2017
i. Up to 81.6% of the development budget was mobilized internally to complement government funding.
ii. Budget framework for the management of the University’s capital assets and for the maintenance of its infrastructure was reviewed.
iii. Financial Management and Procurement Manuals were prepared and approved.
iv. The Financial Management System was computerized through Accounting Package (ACCPAC).
Strategic Objective D2: Staff recruitment, development and retention policies, systems and programmes improved by 2017
i. Manning Levels Manual was developed.
ii. Staff Development and Training Plan was developed and deployed.
iii. Staff Incentive Scheme was revised and adopted.
iv. Human Capital Management Information System (HCMIS) was adopted.
v. The number of staff recruited increased by 7% from 2012.
vi. A total of 18 staff were trained at Master’s and 91 at PhD levels.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 8
vii. A total of 122 new staff were recruited and during this period the number of staff has increased by 7% from 2012.
2.4.2. Main Constraints
The major constraints in achieving the planned objectives in the 3rd CSP were the following:
i. Inadequate physical infrastructures to cope with the increasing students’ demand for enrollment at the University.
ii. Inadequate publicity and marketing of the University.iii. Declining funding for development of physical infrastructure. For the
five years of the 3rd MU CSP implementation period, the Government released only TZS 2,026,634,366 (24.4%) for rehabilitation and development of infrastructures out of TZS 8,315,300,000 that was budgeted for the purpose.
iv. The subvention for recurrent expenditure (Other Charges) from the Government has dropped from TZS 657,920,400 in 2012 to TZS 99,775,987 in 2016.
v. Inadequate funding for research and training.
vi. Inadequate skills and experience among staff in bidding for research funding and consultancy assignments.
vii. Shortage of qualified staff in some units.
viii.Inadequate strategies to promote ICT adoption and usage in all strategic functions of the University.
2.4.3. Way Forward
The following strategies are suggested to enable the University realize its objectives:
i. Expanding and improving teaching and learning facilities i.e. lecture theatres, classrooms, reading materials, computers and e-learning resources.
ii. Mobilizing resources through different sources apart from the government budget i.e. short courses, research grants, consultancy and increasing students’ enrollment as well as borrowing from financial institutions.
iii. Capacity training for junior staff to cope with the increased students’ enrollment and enhance their skills and competences in teaching, research, publication, consultancy and outreach functions.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 9
iv. Enhancing collaboration and partnership with other universities in bidding for research grants at national, regional and international level.
v. Enhancing the quality of information and communication technology services offered to internal and external University clients and stakeholders.
vi. Promoting innovation, adoption and utilization of ICT in all strategic functions including developing management- and business solutions to support human capital development, industrialization and economic transformation of Tanzania.
vii. Establishing and fostering collaboration with other universities locally and internationally.
viii. Participating actively in activities of the professional and academic organizations to which the University is a member.
ix. Strengthening linkages with the industry at local, national and regional levels.
2.5. Internal Analysis
2.5.1 Human Capital
Human capital, to a large extent, determines the success or failure of an organization. The results of internal assessment of Mzumbe University staff evoke feelings of a bright future for the University. By age, the University has a good balance of academic staff. Half of the 316 members of academic staff are under 40 years and will, therefore, be available to carry forward the University for a long period of time. About 5.7% of the academic staff shall be retiring in the next five years. This could provide opportune openings for recruitment of staff in high demand as per requirements of the strategic direction.
The profile of administrative staff is skewed towards low levels of education. Fifty-five percent (55%) of administrative staff possess certificate level education. About 30% of the administrative staff shall be retiring in the coming 10 years. Given the level of education, it is highly unlikely that this calibre of staff will cope with the dynamic demands of a knowledge society. There is also gender inequality and inequity in the administrative staff cadre, with majority of those in senior ranks being males. Overall, for both staff categories, there is limited representation of female staff in policy and decision making bodies of the University, amplifying gender imbalance. It is, therefore pertinent, that the University makes a strategic commitment to recruit and develop staff with due consideration to gender equality and equity
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 10
2.5.2. Financial ResourcesThe University is overly dependent on government subvention. In recent years, however, government subvention to the University has been declining. As a percentage of University budget, government subvention has fallen from 96% in 2012/13 to 57% in 2016/17. Besides, the flow of fund from the Government has been irregular. The irregular and declining flow of government subvention have been a major challenge to the development budget particularly for infrastructure and human resource development. It is vitally important for the University to look for alternative sources of financing the development budget by strengthening its internal sources of revenue.
2.5.3. Physical Infrastructure and FacilitiesMzumbe University operates three campuses: the Main Campus, Dar-es-Salaam Campus College and Mbeya Campus College. The available physical infrastructure at each campus is inadequate. The University is facing shortage of critical infrastructure including laboratories for sciences-based programmes, computer and languages; reading space in the campus libraries; lecture theatres, classrooms and seminar rooms; staff offices; staff and students’ accommodation as well as sports and games facilities. On the other hand, the University has enough land for infrastructure development in all campuses. The Main Campus has 985.35 acres of land, of which only 30% is already used and 70% is still undeveloped. It also has a plot of 15 acres at Kiegea area in Morogoro Municipality, which is not yet developed. This provides a room for the expansion of the Campus and investments in infrastructures for development.
For the Dar es Salaam Campus College, there are three plots of land within area of 3,580.8 square metres at Upanga, four plots at Mbweni Mpiji of 14,492 square metres which have been reserved for further development and, Mbeya Campus College has a total of 91.41 hectares of land at Iwambi which is big enough for development of a medium size self-sustaining college.
2.5.4. Products and Services
ResearchThe University has continued to nurture its research capacity. Despite the fact that the University human capital competencies (PhDs and Professors) have been increasing over time, the increase has brought very little impact in terms of mobilizing research funding and dissemination of research outputs. The growth in terms of number of research projects completed from 2012/2013 to 2016/2017 compared to the growth of the University is not satisfactory. The University completed 18 research projects only during the Plan period.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 11
Publications
Although the number of publications has steadily increased over the years, most of the publications are not done in high impact media (journals, books, etc.), hence are not highly demanded for academic and research purposes.
Short Courses, Consultancy and Outreach
Although short courses and consultancy services constitute the second major source of internally generated income for the University, its flow is intermittent. With exception of the year 2009/2010, the number of short courses run and consultancy assignments carried out each year from 2003/2004 to 2011/2012 has been consistently below 30 and the income has fluctuated significantly. Outreach projects conducted by staff have also been limited. There is need for the University to increase the number of short courses and consulting assignments and, to improve its profile of consultancy and public services.
2.5.5. Policies, Guidelines and Strategies
Most important policies, guidelines and strategies for facilitating implementation of the core functions of the University are in place and are reviewed and updated regularly based on the need and emerging trends. Most policies and strategies are based on information from performance measurement, benchmarking and learning.
The University is slow in internalizing and operationalizing policies and guidelines. This brings about inconsistencies in harmonization and linkages across different University policies. Likewise, mechanisms for reviewing policies, rules, regulations, manuals, and guidelines are not systematic and predictable. This renders some of policies and guidelines outdated and difficult to implement.
2.5.6. Governance and Leadership Leadership at the University is participatory involving all stakeholders and is able to develop vision, mission and ethical values. There are management systems, which are developed, shared, implemented and continuously improved. Leaders interact with staff and students and reinforce a culture of excellence as well as identify and champion changes. Most of the strategic decisions are made in meetings of the University committees. Committees are constituted by members from the Management, staff, students and, in some committees, external stakeholders are involved in the decisions thus making University governance to be more participatory.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 12
Despite having a robust decision–making machinery, however, the University’s communication system is inefficient, particularly in providing feedback to lower organs with respect to implementation of approved policies and procedures as well as high-level strategic decisions made by the Council from time to time.
2.5.7. Organizational Structure, Systems and Processes
The MU administrative system is centralized with campus colleges having little autonomy in administrative matters. Also, the organizational structure is hierarchical from central administration to colleges, schools, faculties, institutes and directorates, departments and sections. A two-ways communication flow is common with information flowing in all directions; top-down, bottom-up and laterally. However, there is inadequate computerized records management system. Moreover, the University lacks a robust institutional monitoring and evaluation performance framework and, in some areas, there are weak internal control systems.
2.5.8. Institutional Collaboration, Networking and Partnership
Mzumbe University maintains internal and external links and collaborations with many universities and higher learning institutions from within Tanzania, East Africa, Southern Africa, Europe, North America and Australia. It also collaborates with regional and international organizations as well as serving as a member of different boards and committees. The main challenge has been how to find new, high-level impact and long-term collaborations and partnerships.
2.5.9. Information and Communication Technology Adoption
Information and Communication Technology (ICT) plays a very important role in modern teaching and learning in universities. Mzumbe University has modest internet and intranet connectivity within its campuses. A considerable investment in ICT has been made at the University campuses although there are relatively low adoption and use of ICT in teaching, learning and administration as well as e-Learning Management System (eLMS). The two webmail systems have been enhanced and e-Learning services have been rolled out to all campuses. About 90% of academic staff have been trained on the use of e-Learning systems in teaching, yet very few courses have been customized to e-learning mode.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 13
2.6. External Analysis
2.6.1. Socio-economic Outlook
Tanzania Development Vision 2025 envisions Tanzania as a nation with a strong, diversified, resilient and competitive economy which can effectively cope with the challenges of development and, which can also easily and confidently adapt to the changing market and technological conditions in the regional and global economy. Come 2025, Tanzanians are expected to be ingrained with a developmental mindset and competitive spirit. As a nation, Tanzania would brace itself to attain creativity, innovativeness and a high level of quality education in order to respond to development challenges and effectively compete regionally and internationally. The Vision takes cognizance of the reality that competitive economic leadership in the 21st century hinges on the level and quality of education and knowledge.
The Second National Five Years Development Plan 2016/2017 - 2020/2021 with the theme “Nurturing Industrialization for Economic Transformation and Human Development” is intended to rally and align societal efforts towards realization of the development aspirations. This will only be achieved through, among others, fostering economic growth, reducing economic vulnerability, enhancing forward and backward linkages between and within sectors, ensuring positive spill-over effects of skills development and technology innovation, creation of decent jobs and ensuring environmental sustainability.
2.6.1.1. Tanzania: A Fast Growing Economy There are prospects that Tanzania will realise its Vision 2025. With abundant natural resources, attractive geographic locations and world class tourism attractions, Tanzania has been growing at a yearly average of 7% over the last 10 years and, following discoveries of large quantities of gas offshore the Indian coastline, its prospects for growth in the coming years are even better. The abundant resources are attracting investors to the country. This is evident from the substantial investment in infrastructure and capital formation by the private sector, which has witnessed an increase in the ratio of total fixed investment to GDP from 17.7% in 2000 to an estimated 23% in 2016. The increased investment has resulted in sustained growth in per capital incomes, which has led to demand shifts that are benefiting household consumption expenditure on durables, semi-durables and services.
Structural changes in the economy have far reaching implications on the type of goods and services, including the type of training and education services, demanded in the economy. Mzumbe University would need to re-examine its role and reposition itself to respond to the changing landscape in teaching and learning systems.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 14
2.6.1.2. Rapid UrbanisationTanzania is a country in a continent that is rapidly urbanizing. According to McKinsey Global Institute (MGI 2010), Africa’s long-term growth will increasingly reflect interrelated social and demographic changes creating new domestic engines of growth. Key among these will be urbanization, an expanding labour force, and the rise of the middle class African consumers.
While in 1980 just 28 percent of Africans lived in cities, today 40 percent of the continent’s one billion people do - a proportion roughly comparable to China’s and larger than India’s. By 2030, that share is projected to rise to 50 percent, and Africa’s top 18 cities will have a combined spending power of $1.3 trillion. Likewise, in 1967, just 6.4 percent of Tanzanians lived in urban areas but today, 29.6 percent of 44.9 million people do. By 2030, Dar es Salaam could have bigger population than London has now.Africa is set to have the biggest labour force in the world. Africa’s labour force is expanding, in contrast to what is happening in much of the rest of the world. The continent has more than 500 million people of the working age. By 2040, their number is projected to exceed 1.1 billion, more than in China or India.
Rapid urbanization can breed misery by creation of slums but if managed well, urbanization could boost productivity (which rises as workers move from agricultural work into urban jobs), demand, and investment. Urbanization could also spur the construction of more roads, buildings, water systems, and similar projects. These benefits can best be realized if the citizens become highly skilled and scientifically astute. Presently, Tanzania is challenged by poor quality education that has long term impact on its graduates to secure jobs in growing markets. According to Pricewaterhouse Coopers, most companies currently investing in Tanzania face challenges in recruiting local workers and employ expatriates instead. This is particularly evident in the gas sector where without improved training capacity, very few Tanzanians are likely to be able to access employment opportunities beyond the lowest level of skills.
Given the criticality of education in managing the impact of urbanisation and supporting economic growth, as a sector, education will be one of the highest priorities for public policy not only in Tanzania but also across the continent. Central to it is the need to raise standards of skills and knowledge in line with internationally recognized levels in different areas. Quality education, particularly in science and technology, is a critical ingredient in converting Africa’s demographic dividend into economic reality. With respect to Tanzania, the focus is to increase tertiary enrolment and improve the overall quality of the education system.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 15
2.6.1.3. Globalization and Education
The global economy is undergoing profound changes, as evidenced by technological advances, capital flows and workers’ mobility, increased employment opportunities in knowledge work, the emergence of new economies and the decline of long established economies. Together, these changes reflect a big shift economically and socially, one that is unprecedented in modern times and that has significant implications for corporations, governments and societies worldwide. The pace of change will increase over the next 25 years as megatrends and game changers continue to mature.
Globalization provides opportunities for collaboration and expansion of education, free movement of people, labour, capital, goods, services, technology and information across national boundaries. All these create opportunity for internationalization of higher education, which allows programmes to be offered across international boundaries through students, programmes and institutional mobility. Universities, similarly face change drivers that are unprecedented in scope and diversity. Universities must recognize the required change that calls for rapid and innovative response. The education sector should be prepared for a future in which technology will play a greater role in meeting society’s increasingly diverse knowledge needs. Worldwide the nature of work is also changing as the economies transition to the knowledge economy. The number of jobs requiring advanced education continues to grow while the number of traditional labour and manufacturing jobs declines. Traditional jobs that do remain now frequently require higher levels of education.The centrality of higher education in preparing people for knowledge work is not in question. Higher education plays a critical role in revitalizing regional economies through research and knowledge growth and by preparing individuals and companies for innovation. For University leaders, the challenge is to develop and articulate a vision of education that meets the needs of a dynamic global marketplace and economies rooted in intellectual work rather than traditional labour. Universities and Mzumbe in particular must recognize that the changing nature of the economy demands new approaches to servicing a diversified student population. Education is no longer a three-year, one-time event that prepares students for the workforce. Education for the future must meet the challenge of changing student profiles, re-skilling entire workforces transitioning to knowledge work and equipping national and regional economies to compete globally.
As we move towards 2025, the changing nature of knowledge creation and dissemination through advances in communication technologies, coupled with changes in student demographics, changes in the workforce
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 16
and the transition to knowledge work will strongly influence future directions. Given these trends, Mzumbe University needs to examine its curricula, level of investment in learning infrastructure and supporting technologies so as to position itself well to meet the needs of this diversified learner market. The rapidly changing trend in education at global level offers opportunities and challenges to universities including Mzumbe University as outlined below.
(a) OpportunitiesThere are a number of opportunities that Mzumbe University can exploit during the 4th CSP implementation period, which include the following:i. A conducive investment climate that would attract investors to
support services such as students’ accommodation, catering services and bookshops.
ii. A vibrant economy that increases the demand for professionals particularly highly qualified scientists, managers and subject matter experts.
iii. A strong and growing economy which increases new areas of training research and consultancy.
iv. A private sector-led buoyant economy that opens opportunities for joint venture undertakings with universities in technology development and production.
v. Increased revenue collection by the Government offers potential for increased Government subvention to universities.
vi. Knowledge sharing, technology transfer and exchange of experiences with universities from other countries.
vii. Wider market for graduates from training institutions.
(b) Challenges
The following are the major challenges that the University has to address:i. Coping with the market demand for high-quality products and
services.ii. Fast-changing demand pattern for skills and technical competencies
resulting into short shelf-life of training programme.iii. Retaining highly performing staff from temptation of better-paying
jobs in the global market.iv. To establish a world-class teaching and learning facilities for attracting
high quality staff and students.
2.6.2. Technology and Technological Environment
Science and technology are fast changing the world and the way people and institutions function. In education, information and communication technology offers wide possibilities in teaching, assessment, and management and administration. Technology is increasingly being used
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 17
to personalize learning and give students more choice over what and how they learn and at what pace, preparing them to organize and direct their own learning for the rest of their lives. It also provides learners the opportunity to work with people from different cultures as well as global awareness hence, expanding the learning space to include not just peers but also mentors and experts from different fields. Online and remote degree programmes as well as distance learning once considered a niche and minor channels for the delivery of educational content have become mainstream, creating wider access to education, new markets for content and expanded revenue opportunities for academic institutions. Sophisticated software is available that allows adaption of assessments to the needs and abilities of individual learners and provide near real-time results. New technologies are also affecting other areas of campus administration. Socio-networking tools are helping to build connections with alumni and support career service activities. E-marketing campaigns expand the reach and success of recruiting and fundraising efforts and drive down the cost of direct-mail campaigns. And, automated, self-service programmes may reduce administrative requirements, streamline course registration and enhance academic life.
By way of summing up, due to the rapid technological changes the future workforce will require new skills sets, as well as new approaches to acquiring those skills. Technology will push for a steady replacement of the human workforce by machines. This will force businesses in 2040, including universities, to change in three main areas. First, businesses including universities will have to downsize all workspaces, increase focus on research and development, and create a corporate culture that attracts the best scientific talent. Overall, the work environment of the future will be characterized by decentralized structures, organizations either with no leaders or multiple leaders staffed by hyper-specialization of workers.
Consistent with the Tanzania ICT Policy of 2016 and the Tanzania Development Vision 2025, which recognize that ICT is central to a competitive social and economic transformation and urge all institutions to harness technologies persistently in all sectors of the economy, universities need to create technologically- supported learning environments. The technologically-supported learning environment is crucial for providing the new opportunities and ensuring universities remain competitive in the global marketplace. It also calls for expanding and improving the quality of science-based education needed to create a knowledge-based society in general. Thus, to remain relevant in the foreseeable future, Mzumbe University should build a robust and flexible information system infrastructures and online services capable of supporting the University’s strategic objectives in the five key result areas outlined in Chapter Three
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 18
below. The University is also expected to promote innovation, adoption and utilization of ICT in developing management- and business solutions to support human capital development, industrialization and economic transformation of Tanzania.
There is a strong call for leveraging technology to build a University that provides engaging and empowering learning and governance experiences to all stakeholders, in both formal and informal settings, the learning experiences that prepare students to become active, creative, knowledgeable, and ethical participants in our globally connected society. Clearly, technology offers a lot of opportunities and challenges.
The main opportunities and challenges identified include the following:
(a) Opportunities
(i) The move by the Government of Tanzania to use digital technologies in most of the public transactions such as revenue collection, human resource management and hospital management necessitates Mzumbe University to redesign its curricula and improve digital learning environment to support students so that graduates are well-equipped to meet the stakeholders’ expectations.
(ii) Mobile devices and free internet tools make easy for students to continue learning outside of traditional classrooms, namely, irrespective of location and time.
(iii) Expanded room for networking globally: - College students can annotate and share notes with study group participants e.g. using cloud-based tools such as Evernote and Google Drive. These tools enhance collaboration by allowing students to access their notes from any device, add comments and track changes.
(iv) Technology makes it easy to collaborate in course delivery such as online course, teleconferencing and internet conferencing.
(v) There is much flexibility in giving services to students as well as other clients. For example, online and remote degree programmes as well as distance learning programmes offer room to reach new markets for content and expanded revenue opportunities for the University.
(vi) Availability of social networking tools may help build connections with alumni and support career service activities.
(vii) E-marketing campaigns may expand the reach and success of recruiting and fundraising efforts and drive down the cost of direct-mail campaigns.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 19
(viii) Automated, self-service programmes could reduce administrative requirements, streamline course registration and enhance academic life.
(ix) As technology enables new learning opportunities and experiences, it also can render existing processes and tools obsolete, freeing up funds to pay for technology. Three obvious examples are copy machines (and related supplies and services contracts), dedicated computer laboratory, and replacing commercially-licensed textbooks with openly-licensed educational resources.
(b) Challenges
The following challenges are associated with rapid technological changes:
(i) Frequent changes in information and communication system infrastructures and emerging opportunities for acquiring information systems solutions such as cloudy computing, virtualization of ICT, green ICT and bring your own device concept require the University to constantly invest in ICT solutions.
(ii) Frequent changes in skills and expert knowledge required to design, deliver and support curricula relevant to evolving technologies.
(iii) Fast changes in educational provision and handling necessitate that provision of University education has to be open, continuous and should take place through peer learning environment.
(iv) Ensuring that University staff have a solid understanding of how to use technology to support learning.
(v) Ensuring security of internet infrastructure and resources including dealing with hacking, viruses and unwelcome access to proprietary information.
(vi) Adapting new delivery approaches of training programmes, trainer–trainee relationships, and management of trainees’ time.
(vii) Ensuring that the design of physical learning spaces accommodates the new and expanded relationships with learners, teachers, peers, and mentors.
(viii) Ensuring that University staff have the requisite professional experiences and digital literacy which enable them to create compelling learning activities that improve learning and teaching, assessment, and instructional practices.
(ix) Ensuring that academic and administrative staff have access to current information regarding research-supported practices and understanding of the best use of emerging online technologies to support learning in online and blended spaces.
(x) Developing a common set of technology competency expectations for academic staff for championing technologically enabled teaching in the University.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 20
(xi) Developing ongoing professional development programmes that are job-embedded and available just in time.
(xii) Ensuring that lecturers have the best technology and training to help them keep pace with changing technological and professional demands.
(xiii) Ensuring that students are empowered with digital learning content and experiences that are aligned with University- and changing global career-ready standards.
2.6.3. Education Policy and Legal Environment
Various policies have been developed in Tanzania since independence to guide the provision of education in the country. Review of these policies was a result of changes in socio-economic and political environments, which had impact on the provision of education. The major policy reforms can be featured by policies such as Education and Training Policy (ETP) of 1995 whose main objective was to enhance equity and equality at all levels of education. There was also the focus on science and technology as well as improving quality of education and training. The Technical Education and Training Policy (TETP) of 1996 which came as tool to deal with challenges of the ETP (1995) was viewed as important for enhancing knowledge and skills for harnessing natural resources available in the country. The Higher Education Policy (HEP) of 1999 was developed to address important issues in higher education including establishment of the Higher Education Accreditation Council (HEAC) to monitor and coordinate the enrollment, accreditation and expansion of higher education institutions. The HEAC was succeeded by the Tanzania Commission for Universities (TCU) as stipulated in the Universities Act of 2005. In 2014, all those policies were reviewed and consolidated to form the Education and Training Policy (2014). The Education and Training Policy advocates that every educated Tanzanian should have knowledge and skills necessary for contributing to national development.
The development of different policies has also been contributed by challenges encountered during implementation of various education plans and directives such as the Primary Education Development Plan (PEDP), Secondary Education Development Plan (SEDP) and Higher Education Development Programme (HEDP), which have contributed to a great extent, to increasing access to education in general and higher education, in particular.
During the last decade, Tanzania has witnessed fast growth of student enrolment in primary and secondary schools. The country has almost achieved universal primary education. The growth in primary and secondary education, however, has not been supported by corresponding growth in the higher education sector as is the case with many other
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 21
African countries. Despite the increasing demand for higher education in Africa, only 6% of African population participates in higher education compared to a world average of 25.5% (Kokutsi, 2011). Tanzania is among the countries having the lowest higher education participation rate whereby only 1.48% of Tanzanians participate in higher education (Lindow, 2011, p. 13). Although some reports indicate that there is increasing higher education participation (from 1.5% to 4% between launching of the FYDP I to NSGRP II), there is still a mismatch between the increasing demand and the current enrolment which, among other factors, contributes to low productivity in the country. To cope with the demand, the Government developed the Higher Education Development Programme (HEDP) 2010-2015, which has, in part attempted to address these imbalances. The HEDP is also in line with the first Five Year Development Plan 2011-2015 and NSGRP II, which aimed to increase cohort participation rate from 1.3% in 2005 to over 12% in 2015. This is, in turn, intended to contribute to attainment of the Tanzania Development Vision 2025, which envisions to have educated society by 2025.
Education and Training Policy in Tanzania The current Education Policy and Training, formulated in 2014 focuses on the following the key issues:i. Provision of quality education and training acceptable nationally and
globally in line with national resource priorities and opportunities such as gas and other natural resources.
ii. Availability of human resources in line with national priorities and demands.
iii. Sustainable education financing strategies.
iv. An education system that addresses crosscutting issues such as gender, science and technology, ethics, etc.
v. Compulsory basic education to all.
vi. Inclusive education.
vii. Effective management and administration of education and training.
viii. Increased access to various education and training opportunities.According to the Education and Training Policy (2014), higher education institutions are obliged to produce graduates with competitive skills relevant to the development and needs of regional and international standards. The main challenge is development of curricula relevant for competitive skills and labour market dynamics. There is a need, therefore, for universities to design academic programmes that are relevant to the current national priorities such as science, technology and engineering.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 22
The design of new programmes should go hand in hand with the plan for expansion of infrastructures such as science and engineering laboratories.
Higher Education Institutions (HEIs) are likely to be affected by the Fifth Phase Government decision on provision of free education up to Ordinary Level Secondary Education. This strategic decision, which is intended to increase access to Tanzanian children to education and training opportunities, will certainly result in massive numbers of people qualifying to join universities. For example, the population of Ordinary Level Secondary School students that has been facilitated to access free education in line with the policy will be ready to join higher education institutions in 2022. Similarly, Primary school pupils who were enrolled in 2016 are expected to join universities in 2029. This implies that HEIs have to make adequate preparations if they have to accommodate these large numbers of students.
Legal environment for accreditation of educational programmes
Universities are regulated by the Tanzania Commission for Universities and at the programme level, it is a requirement that a University shall not launch any programme or establish a centre unless it is approved and accredited by TCU. Once a University is accredited, it is awarded a certificate of accreditation. The TCU as a regulator also sets standards, provides quality assurance services, coordinates and rationalizes training programmes and promotes cooperation among universities in Tanzania. Mzumbe University is operating within these legal and regulatory frameworks. The existing lega environment for regulation of higher education provides both opportunities and poses some challenges to Mzumbe University as outlined below. (a) OpportunitiesSome of the opportunities available to Mzumbe University include the following:i. Increasing number of candidates seeking admission into universities.
ii. Increasing University revenue due to increased students’ enrolment.
iii. Expansion of University activities due to potential growth of the market.
iv. Mzumbe University products and services will enjoy higher confidence of the society due to quality assurance systems.
v. The coordination that is provided by the TCU enhances flexibility in establishing links and collaboration with other training institution from within and outside the country.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 23
(b) Challenges
Some of the challenges that are envisaged during the Plan period include the following:i. Inadequate capacity of the Government to finance the forthcoming
increasing number of students.
ii. Shortage of teaching and learning infrastructures such as lecture theatres and halls, seminar rooms and ICT laboratories.
iii. Inadequate quality control mechanisms to cope with the increasing access to education.
iv. Complexity in forecasting if the increasing access to lower levels of education will result in an expansion of higher education as well.
v. Contradiction between the expected mass education in primary and secondary levels and the increasing cut-off points for entry into higher education.
vi. Unpredictability of adherence of the dynamic political leadership to education policy. There are possibilities that the subsequent governments may have different priorities or strategies on higher education.
vii. Inadequate capacity for development of curricula relevant for imparting competitive skills and labour market dynamics.
2.7. Stakeholders Analysis
There are number stakeholders that affect the operations of the University directly or indirectly. Table 1 lists Mzumbe University major stakeholders, types of services they receive from the University and their expectations.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 24
Tab
le 1
: Maj
or S
tak
ehol
der
s of
Mzu
mb
e U
niv
ersi
ty
No.
Sta
keh
old
erS
ervi
ces
Off
ered
by
MU
Sta
keh
old
er E
xpec
tati
ons
1G
over
nmen
t-§
Trai
ning
, con
sulta
ncy
and
rese
arch
ser
vice
s§
Skill
ed h
uman
res
ourc
e
§V
alue
for
mon
ey§
Min
imum
dro
pout
s§
Opt
imal
use
of r
esou
rces
§A
dher
ence
to p
olic
ies,
gui
delin
es a
nd p
roce
dure
s§
Gra
duat
es w
ho a
re e
mpl
oyab
le o
r ca
n em
ploy
th
emse
lves
§Sm
ooth
lear
ning
pro
cess
es§
Inno
vativ
enes
s in
exp
ansi
on o
f int
akes
and
sel
f-fin
anci
ng§
Acc
ount
abili
ty
2St
uden
ts§
Acc
ess
to k
now
ledg
e an
d sk
ills
§Q
ualit
y ed
ucat
ion
that
mee
ts th
e ne
ed o
f em
ploy
men
t m
arke
t§
Con
duci
ve le
arni
ng e
nvir
onm
ent
§Ti
mel
y gr
adua
tion
§Sk
ills
for
self
-em
ploy
men
t§
Val
ue fo
r m
oney
3Em
ploy
ers
§Sk
illed
hum
an r
esou
rce
§Tr
aini
ng§
Con
sulta
ncy
§C
ompe
tent
gra
duat
es w
ith r
equi
site
ski
lls a
nd w
ork
attit
udes
§Q
ualit
y se
rvic
es§
Val
ue fo
r m
oney
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 25
No.
Sta
keh
old
erS
ervi
ces
Off
ered
by
MU
Sta
keh
old
er E
xpec
tati
ons
4Em
ploy
ees
§Em
ploy
men
t§
Bene
fits
§Fa
cilit
ies
§G
ood
gove
rnan
ce§
Goo
d w
orki
ng e
nvir
onm
ent
§G
ood
imag
e to
the
publ
ic§
Job
secu
rity
5Pa
rent
s, G
uard
ians
&
Spon
sors
§In
form
atio
n§
Secu
rity
§Tr
aini
ng t
o th
eir
child
ren
or
spon
sore
d st
uden
ts
§A
ffor
dabl
e fe
es§
Smoo
th le
arni
ng p
roce
sses
§Ti
mel
y gr
adua
tion
§Em
ploy
abili
ty fo
r st
uden
ts§
Val
ue fo
r m
oney
§M
oral
and
eth
ical
gro
wth
6R
egul
ator
y A
utho
ritie
s e.
g.
TCU
, NA
CTE
, IU
CEA
, etc
.§
Var
ious
type
s of
info
rmat
ion/
data
§C
ompl
ianc
e w
ith p
roce
dure
s an
d st
anda
rds
7O
ther
Inst
itutio
ns o
f H
ighe
r Le
arni
ng§
Part
ners
hip
§Pr
ofes
sion
al S
ervi
ces
§Be
nchm
arki
ng a
nd in
ter-
univ
ersi
ty c
olla
bora
tion
§Et
hica
l beh
avio
ur§
Qua
lity
staf
f and
ser
vice
s
8D
evel
opm
ent P
artn
ers
§Pa
rtne
rshi
p§
Res
ourc
es d
eplo
yed
acco
rdin
g to
set
pri
oriti
es§
Acc
ount
abili
ty a
nd c
ompl
ianc
e§
Rea
lizat
ion
of p
roje
ct o
bjec
tives
and
qua
lity
outp
uts/
outc
omes
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 26
No.
Sta
keh
old
erS
ervi
ces
Off
ered
by
MU
Sta
keh
old
er E
xpec
tati
ons
9H
ighe
r Edu
catio
n St
uden
ts
Loan
s Bo
ard
(HES
LB) a
nd
Oth
er F
inan
cing
Age
ncie
s
§In
form
atio
n on
stu
dent
s an
d fu
nds
§C
orre
ct in
form
atio
n§
Mon
itori
ng a
nd ju
dici
ous
use
of fu
nds
10C
olla
bora
tive
Inst
itutio
ns§
Part
ners
hip
§H
arm
onio
us a
nd im
pact
ful c
olla
bora
tive
rela
tions
§V
alue
for
mon
ey§
Mut
ual b
enefi
ts
11A
lum
ni§
Var
ious
type
s of
info
rmat
ion/
data
§En
gage
men
t in
vari
ous
activ
ities
§G
ood
imag
e an
d re
puta
tion
§G
row
th a
nd p
rosp
erity
12Su
pplie
rs§
Ord
ers
for
good
s an
d se
rvic
es§
Info
rmat
ion
on p
rocu
rem
ent
oppo
rtun
ities
§Tr
ansp
aren
cy§
Cor
rupt
ion
free
and
fair
pro
cure
men
t pro
cess
§Ti
mel
y pa
ymen
ts§
Dig
nity
and
cou
rtes
y
13G
ener
al P
ublic
§C
orpo
rate
soc
ial
resp
onsi
bilit
y se
rvic
es§
Com
mun
ity e
ngag
emen
t§
Out
reac
h se
rvic
es
§Q
ualit
y of
goo
ds a
nd s
ervi
ces
§Pe
ace
and
harm
ony
§G
row
th o
f soc
io-e
cono
mic
act
iviti
es§
Inte
grity
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 27
2.8. Strengths, Weaknesses, Opportunities and Challenges Analysis
Table 2 shows the analysis of the strengths, weaknesses opportunities and challenges (SWOC) for Mzumbe University. The strengths and weaknesses centre on the ability or inability of MU to perform its core business, that is, training, research, consultancy and outreach.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 28
Tab
le 2
: Str
engt
hs,
Wea
kn
esse
s, O
pp
ortu
nit
ies
and
Con
stra
ints
An
alys
is
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Hum
an r
esou
rces
1)
Ava
ilabi
lity
of h
ighl
y tr
aine
d an
d qu
alifi
ed
acad
emic
sta
ff
2)
Ava
ilabi
lity
of tr
aine
d an
d ex
peri
ence
d ad
min
istr
ativ
e st
aff
3) G
ood
gove
rnan
ce
henc
e va
lue
for
mon
ey
1)
Shor
tage
of
acad
emic
sta
ff in
ce
rtai
n sp
ecia
lized
fie
lds
2)
Lim
ited
num
ber
of s
taff
with
ca
paci
ty to
sou
rce
and
man
age
big
colla
bora
tion
rese
arch
pro
ject
s
3)
Abs
ence
of
com
preh
ensi
ve
staf
f ret
entio
n sc
hem
e
1)A
vaila
bilit
y of
re
sear
ch fu
ndin
g ag
enci
es
2) E
nhan
cing
co
llabo
ratio
ns
with
exp
erie
nced
in
stitu
tions
4) S
taff
cap
acity
bu
ildin
g
5) A
vaila
bilit
y of
ex
pert
s in
diff
eren
t di
scip
lines
to
trai
ning
1) In
adeq
uacy
in s
ervi
ce d
eliv
ery
2) S
hort
falls
in e
nrol
men
t of
stud
ents
3) H
igh
rate
of r
etir
ing
espe
cial
ly
for
the
seni
or s
taff
4) M
obili
zing
ade
quat
e re
sour
ces
for
staf
f ret
entio
n
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 29
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Fina
ncia
l re
sour
ces
Ava
ilabi
lity
of d
iffer
ent
sour
ces
of fi
nanc
ing
(i)
Tui
tion
fee
(ii)
C
onsu
ltanc
y
(iii)
Res
earc
h pr
ojec
ts
(iv)
Oth
er in
tern
al
inco
me-
gene
ratin
g in
itiat
ives
1)
Lim
ited
inco
me
fr
om c
onsu
ltanc
y an
d re
sear
ch
proj
ects
2)
Low
fees
cha
rged
w
hen
com
pare
d to
act
ual s
tude
nt
unit
cost
1) In
crea
sed
finan
cial
re
sour
ces
due
to:
(i) P
ossi
bilit
ies
of e
xpan
sion
of
Uni
vers
ity
serv
ices
and
pr
oduc
ts
(ii)
Gro
win
g nu
mbe
r of
re
sear
ch
colla
bora
tions
(iii)
Gov
ernm
ent
finan
cing
(iv)
Dev
elop
men
t pa
rtne
rs’ fi
nanc
ing
1) F
ailu
re to
mee
t op
erat
iona
l and
in
vest
men
t cos
ts d
ue to
fina
ncia
l co
nstr
aint
s
2)U
nrel
iabl
e in
com
e fr
om
gove
rnm
ent,
cons
ulta
ncy,
res
earc
h an
d de
velo
pmen
t par
tner
s
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 30
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Tech
nolo
gies
and
us
e1)
A
vaila
bilit
y of
in
tern
et a
nd in
tran
et
conn
ectiv
ity
2)
Ava
ilabi
lity
of IC
T fa
cilit
ies
3)
Ava
ilabi
lity
of
E-re
sour
ces
4)
Expa
nsio
n of
U
nive
rsity
pr
ogra
mm
es to
a
wid
er m
arke
t
1)
Inad
equa
te IC
T fa
cilit
ies
and
expe
rtis
e
2)
Low
ado
ptio
n an
d us
e of
IT
in te
achi
ng,
lear
ning
and
ad
min
istr
atio
n
3)
Lack
of e
-lea
rnin
g m
anag
emen
t sy
stem
(eLM
S)
1) G
row
ing
dem
and
for
adop
tion
of IC
T in
la
bour
mar
ket
2) A
vaila
bilit
y of
op
en e
duca
tiona
l re
sour
ces
3) S
uppo
rtiv
e G
over
nmen
t Po
licie
s e.
g. P
PP
1) In
effic
ient
teac
hing
and
lear
ning
pr
oces
ses
2) U
nrel
iabl
e po
wer
sup
ply
3) L
ack
of te
chni
cal p
erso
nnel
in
diff
eren
t IC
T di
scip
lines
Teac
hing
and
le
arni
ng fa
cilit
ies
Ava
ilabi
lity
of la
nd
for
deve
lopm
ent o
f in
fras
truc
ture
and
fa
cilit
ies
1)
Inad
equa
te
teac
hing
and
le
arni
ng fa
cilit
ies
2) I
nade
quat
e
ca
paci
ty fo
r m
obili
zing
fin
anci
ng fo
r in
fras
truc
ture
de
velo
pmen
t
1)A
vaila
bilit
y of
la
nd fo
r ex
pans
ion
2) S
uppo
rtiv
e G
over
nmen
t po
licy
envi
ronm
ent e
.g.
PPP
1) B
alan
cing
qua
lity
of e
duca
tion
and
stud
ents
enr
olm
ent
2) L
ow in
tere
st b
y fin
anci
al
inst
itutio
ns to
fund
edu
catio
nal
infr
astr
uctu
re p
roje
cts
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 31
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Polic
ies
and
gu
idel
ines
1)
M
ost i
mpo
rtan
t po
licie
s, s
trat
egie
s an
d gu
idel
ines
ar
e in
pla
ce a
nd
are
revi
ewed
and
up
date
d re
gula
rly
base
d on
the
need
s an
d em
ergi
ng tr
ends
2)
Mos
t pol
icie
s an
d st
rate
gies
are
fo
rmul
ated
bas
ing
on in
form
atio
n fr
om p
erfo
rman
ce
mea
sure
men
t, be
nchm
arki
ng a
nd
lear
ning
3)
Effe
ctiv
e an
d tim
ely
guid
ance
in v
ario
us
Uni
vers
ity fu
nctio
ns
1)
Slow
pac
e in
in
tern
aliz
ing
and
oper
atio
naliz
ing
inte
rnal
pol
icie
s an
d gu
idel
ines
2)
Slow
pac
e of
co
mm
unic
atin
g po
licie
s, g
uide
lines
an
d st
rate
gies
to
staf
f
1)
Ava
ilabi
lity
of n
atio
nal
polic
ies
and
guid
elin
es
2)
Ava
ilabi
lity
of
oth
er
univ
ersi
ties
for
shar
ing
expe
rien
ce
3) A
vaila
bilit
y of
IC
T-m
edia
ted
co
mm
unic
atio
n m
edia
e.g
.
e-m
ails
and
soc
ial
med
ia
1) S
ome
chan
ges
in g
over
nmen
t po
licie
s an
d gu
idel
ines
adv
erse
ly
affe
ct a
lrea
dy e
stab
lishe
d U
nive
rsity
pr
ogra
mm
es
2) In
suffi
cien
cy o
f har
mon
izat
ion
and
linka
ges
amon
g di
ffer
ent
Uni
vers
ity p
olic
ies
and
orga
ns
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 32
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Proc
esse
s an
d pr
oced
ures
for
serv
ice
deliv
ery
Cle
ar p
roce
dure
s an
d pr
oces
s ar
e av
aila
ble
for
diff
eren
t fun
ctio
ns a
nd
serv
ice
deliv
ery
in th
e U
nive
rsity
1) L
ack
of a
co
mpu
teri
zed
reco
rds
man
agem
ent s
yste
m
2) L
ack
of a
sys
tem
atic
m
echa
nism
for
revi
ewin
g po
licie
s,
rule
s, r
egul
atio
ns,
guid
elin
es a
ndm
anua
ls
3)In
adeq
uate
de
cent
raliz
ed
adm
inis
trat
ive
func
tions
4) I
nade
quat
e in
stitu
tiona
l pe
rfor
man
ce
mon
itori
ng a
nd
eval
uatio
n fr
amew
ork
1)A
vaila
ble
natio
nal
guid
elin
es a
nd
proc
edur
es a
nd
proc
esse
s fo
r se
rvic
e de
liver
y
2) A
vaila
bilit
y of
op
port
uniti
es fo
r be
nchm
arki
ng
with
oth
er
inst
itutio
n on
go
od p
ract
ice
1) D
elay
ed m
anag
emen
t dec
isio
ns
2) In
effic
ienc
y in
per
form
ance
of
som
e of
the
man
agem
ent f
unct
ions
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 33
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Lead
ersh
ip1)
Lea
ders
hip
is
part
icip
ator
y in
volv
ing
all s
take
hold
ers
2) C
ompe
tent
, vis
iona
ry
and
com
mitt
ed le
ader
s w
ho e
mbr
ace
a cu
lture
of
exce
llenc
e
3) C
reat
ion
of
colla
bora
tion
with
oth
er
inst
itutio
ns
1) L
ack
of g
room
ing
syst
em to
men
tor
futu
re le
ader
s.
2) O
vers
tayi
ng in
ac
ting
posi
tions
due
to
dela
ys in
app
oint
men
t of
sub
stan
tive
offic
ers
1) T
he n
umbe
r of
uni
vers
ities
is
incr
easi
ng
whi
ch p
rovi
de
oppo
rtun
ities
for
colla
bora
tion
and
benc
hmar
king
2) C
apac
ity o
f th
e U
nive
rsity
to
initi
ate
a m
ento
ring
pr
ogra
mm
e an
d cr
eatin
g a
pool
of
men
tors
and
le
ader
s
Del
ay in
app
oint
ing
lead
ers
once
po
sitio
ns fa
ll va
cant
Org
aniz
atio
nal
stru
ctur
eW
orki
ng a
nd o
pera
tiona
l or
gani
zatio
nal s
truc
ture
1) R
igid
ity in
dec
isio
n m
akin
g
2) L
imite
d de
cent
raliz
atio
n an
d au
tono
my
Ava
ilabi
lity
of
info
rmat
ion
and
cont
rol i
n th
e co
untr
y
1)Bu
reau
crat
ic d
ecis
ion-
mak
ing
syst
em2)
Los
s of
bus
ines
s fo
cus
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 34
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Inst
itutio
nal
colla
bora
tion,
ne
twor
king
and
pa
rtne
rshi
p
Ava
ilabi
lity
of
inst
itutio
nal n
atio
nal,
regi
onal
and
inte
rnat
iona
l ne
twor
ks, c
olla
bora
tion
and
part
ners
hips
1) F
ew in
stitu
tiona
l co
llabo
rativ
e pr
ojec
ts
with
hig
h-le
vel i
mpa
ct
2) L
imite
d in
tern
atio
nal l
inka
ges
and
links
with
the
non-
stat
e ac
tors
1) D
evel
opm
ent
of c
olla
bora
tive
rese
arch
pro
ject
s w
ith p
artn
ers
2) T
rain
ing
for
capa
city
bui
ldin
g w
ith e
xter
nal
stak
ehol
ders
3) M
obili
ty o
f st
uden
ts a
nd s
taff
ac
ross
uni
vers
ities
4) A
cces
s to
fu
ndin
g sc
hem
es
from
the
gove
rnm
ent
6) In
nova
tive
com
mer
cial
pr
oduc
ts
Lac
k of
trus
t am
ong
som
e co
llabo
ratin
g in
stitu
tions
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 35
Are
aS
tren
gth
sW
eak
nes
ses
Op
por
tun
itie
sC
hal
len
ges
Prod
ucts
(Goo
ds
and
Serv
ices
)1)
C
ompe
tent
and
em
ploy
able
gr
adua
tes
2)
Hig
h-qu
ality
co
nsul
tanc
y an
d re
sear
ch w
orks
and
re
port
s
3) R
elev
ant a
cade
mic
cu
rric
ula
1) G
eogr
aphi
cal
loca
tion
prec
lude
s en
rolm
ent o
f off
-ca
mpu
s st
uden
ts,
lead
ing
to u
nder
-ut
iliza
tion
of a
vaila
ble
faci
litie
s es
peci
ally
at
the
Mai
n C
ampu
s
2) A
bsen
ce o
f Clie
nt
Serv
ice
Cha
rter
3) A
bsen
ce
of s
yste
mat
ic
mec
hani
sms
for
mea
suri
ng c
usto
mer
sa
tisfa
ctio
n
4) F
ew ty
pes
of
rese
arch
pro
ject
s co
nduc
ted
5) F
ew c
onsu
ltanc
y as
sign
men
ts
unde
rtak
en6)
Fai
lure
to p
acka
ge
rese
arch
out
puts
into
te
achi
ng in
puts
1) P
oten
tial
grow
th o
f de
man
d fo
r M
U
prod
ucts
and
se
rvic
es
2) C
ompe
titiv
e pr
oduc
ts c
an
attr
act i
nter
nal
mar
ket
1) M
arke
t com
petit
ion
beca
use
of
high
sup
ply
of s
imila
r pr
oduc
ts
2) D
ynam
ic la
bour
mar
ket
3) H
igh
cost
of d
evel
opin
g pr
oduc
ts
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 36
2.9. Critical Issues from Situational Analysis
The situational analysis has uncovered the following critical issues to be addressed in the 4th Corporate Strategic Plan:
i. Shortage of senior and skilled staff in both academic and administrative units and, inadequate gender balance.
ii. Inadequate teaching and learning infrastructures and facilities.iii. Inadequate capacity for bidding for research and consultancy
projects leading to low numbers of research and consultancy projects won and, low number and quality of publications in peer-reviewed journals.
iv. Inadequate and declining funding from the Government and limited capability to mobilize funding.
v. Inadequate institutional performance monitoring and evaluation.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 37
CHAPTER THREE
THE CORPORATE STRATEGIC PLAN 2017/2018 – 2021/2022
3.1. Introduction
This 4th CSP focuses on guiding the transformation of Mzumbe into a world-class University that is open to learners regardless of the circumstances. The transformation would see Mzumbe University becoming internationally recognized for creativity and innovation and partnering with others to create a prosperous future world. The Plan seeks to carry the University forward to become one of the leading University in Africa for generating new knowledge, and providing leadership to students, corporate executives and policymakers so that they can be agents of both economic prosperity and transformative social change.
3.2. Vision, Mission and Core Values
3.2.1. Vision statementMzumbe University aims to be a centre of excellence in training, research, consultancy and outreach services in management and allied sciences for socio-economic development of the people by 2025.
3.2.2. Mission StatementThe mission of the University is to provide opportunities for acquisition, development, preservation and dissemination of knowledge and skills through training, research, technical and professional services.
3.2.3 Core ValuesMzumbe University will adhere to the following core values:
• Accountability: Being accountable to our stakeholders and to the community for the mandate and responsibilities bestowed upon us.
• Creativity and innovativeness: Always curious and striving to reach out and embrace new technologies and innovative methods of doing our work and contributing to socio-economic development.
• Diligence: Being meticulous and thorough in whatever we do.• Integrity: Being exemplary in our behavior and acting with honesty
and impartiality in all our transactions.• Professionalism: We commit to adhering to professionalism in all our
undertakings.• Respect for others: We always respect personal opinion and academic
freedom.• Responsiveness to society needs: We strive to continuously respond to
current and future needs of the society.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 38
• Transparency: Being transparent in all our work and dealings and stand ready for public scrutiny.
• Team work: Working at all times as a team.
3.3. Key Results Areas, Objectives, Strategies and TargetsThe 4th Mzumbe University Corporate Strategic Plan has five (5) key results areas (KRAs), 10 strategic objectives with 126 targets to be addressed in the next five years. The KRAs to be addressed during the five-year period of the Plan are listed below:
(i) KRA A: Teaching and Learning
(ii) KRA B: Linkages and Outreach Services
(iii) KRA C: Research, Innovation and Publication
(iv) KRA D: Governance and Administration
(v) KRA E: National Agenda
The strategic objectives and number of targets to be addressed during the CSP implementation period are as shown in Table 3 below:
Table 3: Number of Planned Targets for Each Strategic Objective
S/N Strategic Objectives Number of Targets
1 To improve access and quality of Mzumbe University training programmes.
40
2 To enhance collaboration and partnership between the University and other national, regional and international institutions.
19
3 To enhance institutional image, communication and branding.
8
4 To enhance and coordinate research and innovation for socio-economic growth and industrialization.
17
5To enhance financial mobilization capability, utilization efficiency and sustainability.
6
6 To enhance application of information management systems in academic and administrative functions.
4
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 39
7 To improve the working environment for efficient and effective service delivery.
10
8 To mainstream cross-cutting issues in all Mzumbe University operations
13
9 To improve health services and reduce HIV/AIDS infections
6
10 To effectively implement, enhance and sustain the Anti-Corruption Strategy
3
Total Number of Targets 126
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 40
A1.
2.2:
20
sem
inar
room
s (8
at M
ain
Cam
pus,
7 a
t Dar
es
Sala
am C
ampu
s C
olle
ge a
nd
5 at
Mbe
ya C
ampu
s C
olle
ge) c
onst
ruct
ed b
y 20
22
Tabl
e 4:
Mat
rix
of th
e St
rate
gic O
bjec
tives
, Str
ateg
ies a
nd T
arge
ts fo
r the
4th
MU
CSP
KR
A A
: Tea
chin
g an
d L
earn
ing
A1:
To
impr
ove
acce
ss
and
qual
ity o
f Mzu
mbe
U
nive
rsity
trai
ning
pr
ogra
mm
es
Str
ateg
ies
A1.
1: S
tren
gthe
n qu
ality
ass
uran
ce
mec
hani
sms
Tar
gets
A1.
1.1:
Com
plia
nce
with
qua
lity
assu
ranc
e st
anda
rds
in t
he d
eliv
ery
of t
he a
cade
mic
pr
ogra
mm
es a
dopt
ed b
y al
l C
ampu
s C
olle
ges,
Sch
ools
, Fa
culti
es,
Inst
itute
s an
d D
irec
tora
tes
by Ju
ne 2
020
Str
ateg
ic O
bje
ctiv
e
A1.
1.2:
Tw
o ac
adem
ic a
udit
cond
ucte
d by
June
202
0
A1.
1.3:
O
pera
tiona
l po
licie
s,
guid
elin
es
and
proc
edur
es
for
qual
ity
mon
itori
ng
deve
lope
d an
d de
ploy
ed b
y Ju
ne 2
018
A1.
1.4:
Exa
min
atio
n an
d St
uden
ts’ A
sses
smen
t Cri
teri
a By
-law
s re
view
ed b
y D
ecem
ber
2017
.
A1.
1.5:
Sta
ff t
rain
ing
on d
evel
opm
ent
of v
ario
us q
ualit
y as
sura
nce
base
d gu
idel
ines
co
nduc
ted
by Ju
ne 2
018
A1.
1.6:
MU
Stu
dent
s’ H
andb
ook
prep
ared
by
Dec
embe
r 20
18
A1.
1.7:
Mon
itori
ng a
nd r
epor
ting
the
perf
orm
ance
sta
tus
of U
nive
rsity
con
duct
ed
quar
terl
y st
artin
g fr
om Ju
ly 2
017
A1.
1.8:
Fie
ld a
nd P
ract
ical
Tra
inin
g G
uide
lines
rev
iew
ed b
y Ju
ne 2
018
A1.
2.1:
Fiv
e (5
) lec
ture
hal
ls (t
wo
with
sea
ting
capa
city
of 1
,000
eac
h at
the
Mai
n C
ampu
s an
d th
ree
with
sea
ting
capa
city
of
300
each
, one
at
Dar
es
Sala
am a
nd t
wo
at M
beya
C
ampu
s C
olle
ge) c
onst
ruct
ed a
nd fu
rnis
hed
by Ju
ne 2
022
A1.
2: Im
prov
e in
fras
truc
ture
an
d fa
cilit
ies
for
teac
hing
and
le
arni
ng
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 41
A1.
2.3:
One
aca
dem
ic c
ompl
ex b
uild
ing
at th
e M
ain
Cam
pus
with
cap
acity
to p
rovi
de 9
6 st
aff o
ffice
s an
d 12
cla
ssro
oms
cons
truc
ted
and
furn
ishe
d by
June
202
2
A1.
2.4:
One
adm
inis
trat
ion
bloc
k at
the
Mai
n C
ampu
s co
nstr
ucte
d an
d fu
rnis
hed
by
June
202
2
A1.
2.5:
One
aca
dem
ic b
lock
at I
wam
bi p
lot i
n M
beya
con
stru
cted
and
furn
ishe
d by
June
20
22
A1.
2.6:
Titl
e de
ed f
or T
eget
a pl
ot i
n D
ar e
s Sa
laam
acq
uire
d, e
xist
ing
infr
astr
uctu
re
reha
bilit
ated
and
one
aca
dem
ic b
lock
con
stru
cted
by
June
202
2
A1.
2.7:
All
stud
ents
’ ac
com
mod
atio
n fa
cilit
ies
at t
he M
ain-
an
d M
beya
Cam
pus
reha
bilit
ated
by
June
202
2
A1.
2.9:
Tw
o le
ctur
e th
eatr
es a
nd 2
0 cl
assr
oom
s at
the
Mai
n C
ampu
s re
habi
litat
ed b
y Ju
ne
2022
A1.
2.8:
One
fem
ale
stud
ents
’ hos
tel w
ith th
e ca
paci
ty to
acc
omm
odat
e 1,
000
stud
ents
at
the
Mai
n C
ampu
s co
nstr
ucte
d by
June
202
2
A1.
2.10
: Fou
r st
aff h
ouse
s re
habi
litat
ed a
nnua
lly s
tart
ing
from
July
201
7
A1.
2.11
: M
beya
Cam
pus
Col
lege
dis
pens
ary
bui
ldin
g co
nstr
ucte
d an
d fu
rnis
hed
by
June
202
2
A1.
3.1:
Sof
twar
e D
evel
opm
ent
and
Inno
vatio
n C
entr
e fo
r pr
omot
ing
inte
rnal
sys
tem
s de
velo
pmen
t and
ICT
Inno
vatio
ns e
stab
lishe
d by
202
2
A1.
3: Im
prov
ing
lear
ning
and
IC
T en
ablin
g an
d ut
iliza
tion
envi
ronm
ent
KR
A A
: Tea
chin
g an
d L
earn
ing
Str
ateg
ic O
bje
ctiv
eS
trat
egie
sT
arge
ts
A1.
3.2:
Rel
evan
t IC
T po
licie
s an
d st
rate
gies
to fa
cilit
ate
syst
ems
deve
lopm
ent a
nd IC
T ut
iliza
tion
deve
lope
d an
d de
ploy
ed b
y Se
ptem
ber
2018
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 42
A1.
3.12
: Lib
rary
E-R
esou
rce
Util
izat
ion
Stra
tegy
dev
elop
ed a
nd d
eplo
yed
by Ju
ne 2
022
A1.
3.3:
Qua
lity
and
scop
e of
IC
T se
rvic
es a
t the
Uni
vers
ity c
ore
func
tions
enh
ance
d by
Ju
ne 2
019
A1.
3.7:
Wir
eles
s LA
N (
WLA
N)
exte
nded
to
cove
r al
l st
uden
ts’
host
els
and
near
by
resi
dent
ial a
reas
by
2022
A1.
3.8:
Clo
udy
com
putin
g an
d vi
rtua
lizat
ion
of IC
T se
rvic
es e
nhan
ced
by 2
022
A1.
3.9:
All
Mzu
mbe
Uni
vers
ity c
ampu
ses
conn
ecte
d th
roug
h vi
deo
conf
eren
cing
sys
tem
by
June
202
2
A1.
3.10
: IC
T se
rvic
es m
ains
trea
med
in
all
Mzu
mbe
Uni
vers
ity s
trat
egic
fu
nctio
ns b
y Ju
ne 2
022
A1.
3.11
: At l
east
(80)
% o
f the
aca
dem
ic s
taff
are
equ
ippe
d w
ith r
elev
ant d
igita
l ski
lls fo
r m
oder
n ac
adem
ic d
eliv
ery
by Ju
ne 2
022
A1.
3.6:
A
ll M
zum
be
Uni
vers
ity
cam
puse
s co
nnec
ted
thro
ugh
VPN
to
en
hanc
e e-
reso
urce
s- a
nd s
ecur
e da
ta s
hari
ng b
y Ju
ne 2
019
A1.
3.4.
Req
uisi
te sm
art
tech
nolo
gies
for e
ffec
tive
lear
ning
and
teac
hing
for b
oth
stud
ents
an
d te
ache
rs a
cqui
red
and
depl
oyed
by
June
202
2
A1.
3.5:
The
Uni
vers
ity L
ocal
Are
a N
etw
ork
(LA
N),
and
ban
dwid
th e
xpan
ded
to 6
0Mbp
s to
cov
er a
ll ca
mpu
ses,
cla
sses
and
acc
omm
odat
ion
faci
litie
s by
June
201
9
KR
A A
: Tea
chin
g an
d L
earn
ing
Str
ateg
ic O
bje
ctiv
eS
trat
egie
sT
arge
ts
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 43
A1.
6.1:
One
tra
cer
stud
y co
nduc
ted
by e
ach
Cam
pus
Col
lege
, Sc
hool
, Fa
culty
and
In
stitu
te b
y Ju
ne 2
022
A1.
6.2:
Str
ateg
y fo
r st
reng
then
ing
linka
ges
with
em
ploy
ers/
indu
stry
dev
elop
ed a
nd
depl
oyed
by
Dec
embe
r 20
18
A1.
3.13
: Thr
ee p
erce
nt (3
%) o
f pri
nt a
nd e
-res
ourc
es fr
om c
omm
erci
al a
nd o
pen
sour
ces
for
the
resp
ectiv
e ye
ar a
cqui
red
annu
ally
A1.
4.1:
Ten
(10)
new
pro
gram
mes
(3 S
peci
aliz
ed P
hD, 4
Mas
ters
and
3 B
ache
lor d
egre
es)
deve
lope
d by
June
202
2
A1.
4.2:
Stu
dent
s’ e
nrol
men
t inc
reas
ed b
y 19
% fo
r und
ergr
adua
tes a
nd 9
% p
ostg
radu
ates
by
June
202
2
A1.
4.3:
Eac
h Sc
hool
, Fac
ulty
and
Inst
itute
enr
olls
at l
east
10
PhD
stu
dent
s pe
r ye
ar
A1.
5.1:
Exi
stin
g cu
rric
ula
revi
ewed
and
alig
ned
to m
arke
t dem
ands
as
appr
opri
ate
on
annu
al b
asis
A1.
3.14
: At l
east
50%
aca
dem
ic p
rogr
amm
es a
t Mzu
mbe
Uni
vers
ity a
vaila
ble
in b
lend
ed
or e
-lea
rnin
g m
odes
by
June
202
2
A1.
6.3:
Qua
ntity
and
qua
lity
of le
arni
ng r
esou
rces
impr
oved
by
June
201
9
A1.
4: D
esig
ning
an
d la
unch
ing
new
pro
gram
mes
w
ith e
mph
asis
on
reor
ient
ing
exis
ting
prog
ram
mes
tow
ards
na
tiona
l asp
irat
ions
an
d m
arke
t dem
and
A1.
5: Im
prov
ing
the
curr
icul
a to
m
eet c
urre
nt la
bour
m
arke
t dem
ands
A1.
6:
Dev
elop
de
man
d dr
iven
pr
ogra
mm
es to
m
eet s
take
hold
ers’
ne
eds
KR
A A
: Tea
chin
g an
d L
earn
ing
Str
ateg
ic O
bje
ctiv
eS
trat
egie
sT
arge
ts
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 44
B1.3
.5: E
ach
acad
emic
sta
ff p
artic
ipat
es in
sol
iciti
ng a
nd/o
r im
plem
enta
tion
of a
t lea
st
one
cons
ulta
ncy
and
one
outr
each
pro
ject
per
yea
r st
artin
g fr
om Ju
ly 2
018
B1.3
.6: A
t le
ast
two
cons
ulta
ncy
bids
won
by
each
Cam
pus
Col
lege
, Sc
hool
, Fa
culty
, In
stitu
te a
nd D
irec
tora
te a
nnua
lly s
tart
ing
from
July
201
8
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ces
B1:
To e
nhan
ce
colla
bora
tion
and
part
ners
hip
betw
een
the
Uni
vers
ity a
nd
othe
r na
tiona
l, re
gion
al
and
inte
rnat
iona
l in
stitu
tions
.
Str
ateg
ies
B1.1
: Enh
ance
ut
iliza
tion
of
exis
ting
and
new
co
llabo
ratio
ns
Tar
gets
B1.1
.1: C
omm
unity
Eng
agem
ent a
nd E
xter
nal L
inka
ges
Polic
y de
velo
ped
by Ju
ne
2018
B1.2
.1: B
usin
ess
ente
rpri
ses
and
orga
niza
tions
with
pot
entia
l for
par
tner
ship
id
entifi
ed a
nd p
artn
ersh
ips
esta
blis
hed
by D
ecem
ber
2019
B1.2
.2: S
trat
egie
s fo
r de
velo
ping
app
licat
ions
and
sys
tem
s th
at a
re b
ased
on
indu
stry
/co
mm
unity
spe
cific
cas
e pr
oble
ms
deve
lope
d by
June
202
0
B1.3
.1: M
U C
onsu
ltanc
y Po
licy
and
Ope
ratio
nal P
roce
dure
s re
view
ed b
y Ju
ne 2
018
B1.2
.3:
Com
pute
rize
d sy
stem
s fo
r m
anag
ing
part
ners
hips
an
d co
llabo
ratio
n in
form
atio
n/da
ta e
stab
lishe
d a
nd o
pera
tiona
l by
June
201
9
B1.3
.2:
Gui
delin
es f
or m
onito
ring
and
eva
luat
ion
of t
he q
ualit
y of
con
sulta
ncy
and
outr
each
ser
vice
s de
liver
y de
velo
ped
and
depl
oyed
by
June
201
8
B1.3
.3: C
apac
ity b
uild
ing
trai
ning
of a
cade
mic
sta
ff o
n bi
ddin
g an
d im
plem
enta
tion
of c
onsu
ltanc
y an
d ou
trea
ch p
roje
cts
cond
ucte
d an
nual
ly s
tart
ing
from
July
201
7
B1.3
.4:
DEL
CE
diss
emin
ates
inf
orm
atio
n on
ava
ilabl
e co
nsul
tanc
y an
d ou
trea
ch
oppo
rtun
ities
to a
ll st
aff o
n m
onth
ly b
asis
sta
rtin
g fr
om D
ecem
ber
2017
B1.1
.2: C
olla
bora
tion
with
nat
iona
l, re
gion
al a
nd i
nter
natio
nal
inst
itutio
ns e
nhan
ced
by Ju
ne 2
022
Str
ateg
ic O
bje
ctiv
e
B1.
2: E
stab
lish
an
d e
nh
ance
p
artn
ersh
ip w
ith
m
ore
pri
vate
en
terp
rise
s an
d p
ubl
ic
orga
niz
atio
ns
B1.3
: Inc
reas
e nu
mbe
r of
co
nsul
tanc
y as
sign
men
ts a
nd
outr
each
ser
vice
s
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 45
Str
ateg
ies
B1.4
: Str
engt
hen
colla
bora
tion
with
M
zum
be U
nive
rsity
A
lum
ni
Tar
gets
B1.4
.3: M
zum
be U
nive
rsity
Alu
mni
web
page
upd
ated
on
mon
thly
bas
is s
tart
ing
from
Se
ptem
ber
2018
B1.4
.4:
Com
preh
ensi
ve
onlin
e co
mm
unic
atio
n sy
stem
w
ith
Mzu
mbe
U
nive
rsity
A
lum
ni e
stab
lishe
d by
Sep
tem
ber
2018
B1.4
.5:
Mzu
mbe
Uni
vers
ity C
onvo
catio
n N
ewsl
ette
r av
aila
ble
onlin
e by
Dec
embe
r 20
18
B1.4
.6: S
trat
egy
for
usin
g M
zum
be U
nive
rsity
Alu
mni
in fa
cilit
atin
g st
uden
ts
plac
emen
ts, r
esea
rch
and
outr
each
act
iviti
es d
evel
oped
and
dep
loye
d b
y D
ecem
ber
2018
B1.4
.1: M
zum
be U
nive
rsity
alu
mni
com
preh
ensi
ve d
atab
ase
by S
choo
l/Fa
culty
/C
olle
ges
deve
lope
d by
Dec
embe
r 20
17 a
nd a
lum
ni in
dat
abas
e re
ache
d by
June
201
8
B1.3
.8:
Atle
ast
tw
o ou
trea
ch p
rogr
amm
es e
stab
lishe
d an
d im
plem
ente
d by
eac
h C
ampu
s C
olle
ge, S
choo
l, Fa
culty
, Dir
ecto
rate
and
Inst
istu
te a
nnua
lly
B1.3
.7: C
onsu
ltanc
y a
ssig
nmen
t won
by
MU
sta
ff i
ncre
ase
by 5
% a
nnua
lly
B1.4
.2: F
ullti
me
staf
f ass
igne
d to
dea
l with
Mzu
mbe
Alu
mni
Ass
ocia
tion
affa
irs
by Ju
ly
2018
Str
ateg
ic O
bje
ctiv
e
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ces
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 46
B2:
To e
nhan
ce
inst
itutio
nal i
mag
e,
com
mun
icat
ion
and
bran
ding
Str
ateg
ies
B2.1
: R
e-br
and,
pr
otec
t and
sus
tain
co
rpor
ate
imag
e an
d vi
sibi
lity
of
Mzu
mbe
Uni
vers
ity
Tar
gets
B2.1
.1: C
ompr
ehen
sive
Mar
ketin
g an
d C
omm
unic
atio
n St
rate
gy d
evel
oped
and
de
ploy
ed b
y D
ecem
ber
2017
B2.1
.3: A
t lea
st 1
0% o
f Mzu
mbe
Uni
vers
ity a
cade
mic
/pro
fess
iona
l sta
ff p
artic
ipat
e in
lo
cal a
nd in
tern
atio
nal c
onfe
renc
es/w
orks
hops
ann
ually
B2.1
.4: M
zum
be U
nive
rsity
Clie
nts’
Ser
vice
Cha
rter
dev
elop
ed a
nd o
pera
tiona
l by
July
20
18
B2.1
.5: M
zum
be U
nive
rsity
onl
ine
visi
bilit
y en
hanc
ed a
nd m
onito
red
thro
ugho
ut t
he
CSP
impl
emen
tatio
n pe
riod
B2.1
.6: S
trat
egy
for e
ngag
emen
t of M
zum
be U
nive
rsity
Alu
mni
in e
nhan
cing
Uni
vers
ity
publ
icity
dev
elop
ed b
y D
ecem
ber
2018
B2.1
.7: D
irec
tora
te o
f C
omm
unic
atio
n s
tren
gthe
ned
by i
ncre
asin
g st
aff
and
faci
litie
s by
Dec
embe
r 20
18
B2.1
.8: T
he U
nive
rsity
dig
ital m
arke
ting
med
ia p
latf
orm
s es
tabl
ishe
d an
d fu
lly u
tiliz
ed
by J
une
2019
2.1.
2: In
dica
tors
for
mon
itori
ng im
pact
of M
zum
be U
nive
rsity
’s p
rodu
cts
and
serv
ices
to
clie
nts
and
stak
ehol
ders
dev
elop
ed a
nd d
eplo
yed
star
ting
from
July
201
8
Str
ateg
ic O
bje
ctiv
e
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ces
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 47
KR
A C
: Res
earc
h, I
nn
ovat
ion
an
d P
ub
lica
tion
C1:
To
enha
nce
and
coor
dina
te r
esea
rch
and
inno
vatio
n fo
r so
cio-
econ
omic
gro
wth
and
in
dust
rial
izat
ion
Str
ateg
ies
C1.
1: S
tren
gthe
n ac
adem
ic s
taff
and
st
uden
ts’ r
esea
rch
and
inno
vatio
n ca
paci
ty
Tar
gets
C1.
1.1:
At
leas
t 30
% o
f ac
adem
ic s
taff
att
end
capa
city
bui
ldin
g tr
aini
ng
on r
esea
rch
proj
ect d
evel
opm
ent
and
man
agem
ent a
nnua
lly
C1.
1.2:
Res
earc
h an
d In
nova
tion
Polic
y de
velo
ped
and
depl
oyed
by
June
201
8
C1.
1.3:
At l
east
one
men
tors
hip
prog
ram
me
for
juni
or a
cade
mic
sta
ff in
eac
h C
ampu
s C
olle
ge, S
choo
l, Fa
culty
, Ins
titut
e an
d D
irec
tora
te in
itiat
ed b
y D
ecem
ber
2018
C1.
1.4:
Inf
orm
atio
n on
ava
ilabl
e re
sear
ch f
undi
ng o
ppor
tuni
ties
diss
emin
ated
to
all
staf
f by
DR
PS o
n m
onth
ly b
asis
sta
rtin
g fr
om D
ecem
ber
2017
C1.
1.5:
Eac
h ac
adem
ic s
taff
fro
m th
e ra
nk o
f Ass
ista
nt L
ectu
rer
prep
ares
and
sub
mits
to
a f
undi
ng a
genc
y at
leas
t on
e re
sear
ch p
ropo
sal p
er y
ear
(eith
er in
divi
dual
ly o
r in
a
team
)
C1.
1.6:
Eac
h C
ampu
s C
olle
ge, S
choo
l, Fa
culty
, Ins
titut
e an
d D
irec
tora
te w
ins
at le
ast
one
big
rese
arch
pro
ject
( 2
00 m
illio
n Ta
nzan
ian
shill
ings
) pe
r ye
ar s
tart
ing
from
Jul
y 20
18
C.1
.1.7
: Bud
get f
or s
mal
l com
petit
ive
rese
arch
gra
nts
allo
cate
d an
nual
ly s
tart
ing
from
Ju
ly 2
018
C1.
1.8:
At l
east
one
inno
vatio
n pr
omot
ion
prog
ram
me
in e
ach
Cam
pus C
olle
ge, S
choo
l, Fa
culty
, Ins
titut
e an
d D
irec
tora
te in
itiat
ed b
y D
ecem
ber
2019
Str
ateg
ic O
bje
ctiv
e
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 48
Str
ateg
ies
C1.
2: S
tren
gthe
n su
ppor
tive
serv
ices
an
d fa
cilit
ies
for
cond
uctin
g re
sear
ch
and
inno
vatio
n
C1.
3: E
nhan
ce
publ
icat
ions
and
di
ssem
inat
ion
of
rese
arch
find
ings
an
d in
nova
tions
Tar
gets
C1.
2.1:
Mzu
mbe
Uni
vers
ity In
nova
tion
and
Busi
ness
Incu
batio
n C
entr
e es
tabl
ishe
d by
June
201
9
C1.
2.2:
Eac
h C
olle
ge, S
choo
l, Fa
culty
, Ins
titut
e an
d D
irec
tora
te e
stab
lishe
s at
leas
t one
lin
k w
ith t
he i
ndus
tria
l se
ctor
per
yea
r to
pro
mot
e ac
adem
ia-i
ndus
try
part
ners
hip
star
ting
from
July
201
9
C1.
3.2:
Eac
h ac
adem
ic s
taff
fro
m t
he r
ank
of L
ectu
rer
prep
ares
and
sub
mits
for
pu
blic
atio
n in
a p
eer-
revi
ewed
and
non
-pre
dato
ry jo
urna
l at l
east
one
art
icle
per
yea
r st
artin
g Ju
ly 2
018
C1.
3.3:
Mzu
mbe
Uni
vers
ity-b
ased
jour
nals
reg
iste
red
with
inte
rnat
iona
lly r
ecog
nize
d an
d ac
cred
ited
jour
nal d
atab
ases
or
cita
tion
inde
xes
by Ju
ne 2
018
C1.
3.4:
Mzu
mbe
Uni
vers
ity s
taff
pub
licat
ions
in r
ecog
nize
d na
tiona
l, re
gion
al a
nd
inte
rnat
iona
l pee
r-re
view
ed jo
urna
ls o
r ot
her
publ
icat
ion
med
ia in
crea
sed
by 1
0%
annu
ally
C1.
3.5:
Mzu
mbe
Uni
vers
ity O
pen
Day
for
show
casi
ng p
rodu
cts
and
serv
ices
pr
oduc
ed a
nd o
ffer
ed b
y th
e U
nive
rsity
laun
ched
by
Dec
embe
r 20
18
C1.
3.6:
O
nlin
e pr
intin
g fa
cilit
y to
en
hanc
e di
ssem
inat
ion
of
rese
arch
ou
tput
s es
tabl
ishm
ent b
y 20
19
C1.
3.7:
Uni
vers
ity i
nstit
utio
nal
repo
sito
ry p
opul
ated
with
qua
lity
publ
icat
ion
and
fully
util
ized
by
July
201
9
C1.
3.1:
Mzu
mbe
Uni
vers
ity P
ublic
atio
n Po
licy
revi
ewed
by
Dec
embe
r 20
17
Str
ateg
ic O
bje
ctiv
eK
RA
C: R
esea
rch
, In
nov
atio
n a
nd
Pu
bli
cati
on
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 49
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D1:
To
enha
nce
finan
cial
m
obili
zatio
n ca
pabi
lity,
ut
iliza
tion
effic
ienc
y an
d su
stai
nabi
lity
D2:
To
enh
ance
ap
plic
atio
n of
in
form
atio
n m
anag
emen
t sys
tem
s in
aca
dem
ic a
nd
adm
inis
trat
ive
func
tions
Str
ateg
ies
D1.
1: P
rude
nt
finan
cial
m
anag
emen
t sy
stem
s de
sign
ed
and
depl
oyed
D1.
2: E
nhan
cing
th
e re
sour
ce
mob
iliza
tion
stra
tegi
es
D2.
1: E
nhan
cing
sy
stem
s of
col
lect
ing,
pr
oces
sing
and
di
ssem
inat
ing
Mzu
mbe
Uni
vers
ity
info
rmat
ion/
dat
a
Tar
gets
D1.
1.1:
Cap
acity
bui
ldin
g tr
aini
ng a
nd a
war
enes
s cr
eatio
n to
vot
e ho
lder
s on
pub
lic
finan
cial
man
agem
ent l
aws,
reg
ulat
ions
, cir
cula
rs a
nd g
uide
lines
con
duct
ed a
nnua
lly
star
ting
from
July
201
7
D1.
1.2:
Str
ateg
y fo
r co
st-s
avin
g th
roug
h ef
ficie
ncy
in t
he u
se o
f ut
ilitie
s su
ch a
s el
ectr
icity
and
wat
er d
evel
oped
and
dep
loye
d by
June
202
0
D1.
2.1:
Mzu
mbe
Uni
vers
ity I
nves
tmen
t Po
licy
revi
ewed
and
dep
loye
d by
Dec
embe
r 20
18
D1.
2.2:
Cap
acity
bui
ldin
g tr
aini
ng f
or e
nhan
cem
ent
of r
esou
rce
mob
iliza
tion
and
judi
ciou
s ut
iliza
tion
of fi
nanc
ial r
esou
rces
to M
embe
rs o
f the
Man
agem
ent C
omm
ittee
an
d, H
eads
of D
epar
tmen
ts a
nd U
nits
con
duct
ed b
y D
ecem
ber
2018
D1.
2.3:
Inco
me
gene
rate
d fr
om in
tern
al s
ourc
es i
ncre
ased
by
10%
ann
ually
D1.
2.4:
St
rate
gy
for
enga
gem
ent
of
Mzu
mbe
U
nive
rsity
A
lum
ni
in
enha
ncin
g U
nive
rsity
res
ourc
e m
obili
zatio
n de
velo
ped
by D
ecem
ber
2018
D2.
1.1:
App
ropr
iate
sof
twar
e fo
r da
ta p
roce
ssin
g pr
ocur
ed b
y Ju
ne 2
019
D1.
2.4:
St
rate
gy
for
enga
gem
ent
of
Mzu
mbe
U
nive
rsity
A
lum
ni
in
enha
ncin
g U
nive
rsity
res
ourc
e m
obili
zatio
n de
velo
ped
by D
ecem
ber
2018
D2.
1.2:
Uni
vers
ity D
ata
Man
agem
ent U
nit e
stab
lishe
d by
June
202
2
D2.
1.3:
Fac
ts a
nd F
igur
es B
ookl
et p
rodu
ced
annu
ally
Str
ateg
ic O
bje
ctiv
e
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 50
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
Str
ateg
ies
D3:
To
impr
ove
the
wor
king
en
viro
nmen
t fo
r ef
ficie
nt a
nd
effe
ctiv
e se
rvic
e de
liver
y
D3.
1: S
tren
gthe
n or
gani
zatio
nal
stru
ctur
e, p
olic
ies,
gu
idel
ines
and
pr
oced
ures
D3.
2: In
crea
se th
e nu
mbe
r an
d qu
ality
of
sta
ff
Tar
gets
D2.
1.4:
Eac
h C
ampu
s C
olle
ge, S
choo
l, Fa
culty
, Ins
titut
e an
d D
irec
tora
te p
repa
res
a C
SP im
plem
enta
tion
repo
rt a
s pe
r th
e re
com
men
ded
repo
rtin
g sc
hedu
les
each
yea
r st
artin
g Ju
ly 2
017
D3.
1.2:
Est
ate
Dev
elop
men
t and
Man
agem
ent P
olic
y de
velo
ped
and
depl
oyed
by
June
20
18
D3.
2.1:
At
leas
t 26
5 ad
ditio
nal
staf
f (2
15 a
cade
mic
and
50
adm
inis
trat
ive)
, of
whi
ch
60%
are
fem
ales
are
rec
ruite
d by
June
202
2 to
impr
ove
staf
f: st
uden
t rat
io a
nd q
ualit
y of
aca
dem
ic a
nd a
dmin
istr
ativ
e se
rvic
es
D3.
2.2:
At
leas
t 25
adm
inis
trat
ive
staf
f, of
whi
ch 6
0% a
re f
emal
es, a
tten
d sh
ort-
term
ca
paci
ty b
uild
ing
trai
ning
ann
ually
D3.
2.3:
At
leas
t 15
adm
inis
trat
ive
staf
f of
whi
ch 6
0% a
re f
emal
es a
tten
d lo
ng-t
erm
tr
aini
ng b
y Ju
ne 2
022
D3.
2.4:
At
leas
t 40
aca
dem
ic s
taff
, of
whi
ch 6
0% a
re f
emal
es, a
re t
rain
ed t
o M
aste
r’s
degr
ee le
vel b
y Ju
ne 2
022
D3.
2.5:
At l
east
50
acad
emic
sta
ff, o
f whi
ch 6
0% a
re fe
mal
es, a
re tr
aine
d to
PhD
deg
ree
leve
l by
June
202
2
D3.
1.1:
Ris
k R
egis
ter
prep
ared
by
June
201
8
Str
ateg
ic O
bje
ctiv
e
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 51
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
Str
ateg
ies
D4.
1: S
tren
gthe
n st
uden
ts’ a
cade
mic
an
d so
cial
co
unse
ling
serv
ices
D4.
To
mai
nstr
eam
cr
oss-
cutt
ing
issu
es
in a
ll M
zum
be
Uni
vers
ity o
pera
tions
D4.
3: M
ains
trea
m
gend
er is
sues
in
Uni
vers
ity
oper
atio
ns
D4.
4 En
hanc
e en
viro
nmen
t m
anag
emen
t
D4.
2: E
nhan
ce
stud
ents
’ and
sta
ff
part
icip
atio
n in
sp
orts
and
gam
es
Tar
gets
D3.
2.6:
Sta
ff R
eten
tion
Polic
y de
velo
ped
and
depl
oyed
by
June
201
9
D3.
2.7:
All
Mzu
mbe
Uni
vers
ity s
taff
equ
ippe
d w
ith r
elev
ant I
CT
skill
s by
202
2
D4.
1.1:
Stu
dent
s’ C
ouns
elin
g U
nit e
stab
lishe
d by
June
201
9
D4.
1.2:
One
soc
ial s
urve
y co
nduc
ted
by Ju
ne 2
020
D4.
1.3:
Stu
dent
s’ W
elfa
re P
olic
y de
velo
ped
and
appr
oved
by
June
201
8
D4.
2.1:
Tw
o so
ccer
pitc
hes
and
bask
etba
ll, n
etba
ll, v
olle
ybal
l and
ten
nis
cour
ts a
t th
e M
ain
Cam
pus
reno
vate
d by
June
202
2
D4.
2.2:
One
mul
tipur
pose
hal
l con
stru
cted
at t
he M
ain
Cam
pus
by Ju
ne 2
022
D4.
3.1:
Mzu
mbe
Uni
vers
ity G
ende
r Po
licy
revi
ewed
by
Dec
embe
r 20
18
D4.
4.1:
Env
iron
men
t Man
agem
ent C
omm
ittee
est
ablis
hed
by Ju
ne 2
018
D4.
4.2:
Was
te M
anag
emen
t Pol
icy
and
syst
ems
deve
lope
d an
d de
ploy
ed b
y Ju
ne 2
019
D4.
3.2:
Gen
der
issu
es m
ains
trea
med
in M
U p
rogr
amm
es a
nd o
pera
tions
by
June
202
2
D4.
3.3:
Gen
der
empo
wer
men
t an
d aw
aren
ess
prog
ram
mes
con
duct
ed t
wic
e du
ring
th
e C
SP im
plem
enta
tion
peri
od
Str
ateg
ic O
bje
ctiv
e
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 52
KR
A E
: Nat
ion
al A
gen
daS
trat
egie
s
Str
ateg
ies
D4.
5: S
tren
gthe
n se
curi
ty s
ervi
ces
with
in a
nd a
roun
d M
zum
be U
nive
rsity
C
omm
unity
E1.1
: Pro
mot
e pr
even
tive
mea
sure
s an
d se
rvic
es to
com
bat
HIV
/ A
IDS
E1: T
o im
prov
e he
alth
ser
vice
s an
d re
duce
HIV
/A
IDS
infe
ctio
ns
E1.2
: Im
prov
e he
alth
se
rvic
es a
nd s
ocia
l re
spon
sibi
lity
Tar
gets
Tar
gets
D4.
5.1:
Sec
urity
in a
ll M
zum
be U
nive
rsity
cam
puse
s and
faci
litie
s enh
ance
d th
roug
hout
th
e C
SP im
plem
enta
tion
peri
od
E1.1
.1: A
t le
ast
thir
ty (
30%
) pe
rcen
t of
stu
dent
s an
d st
aff
prov
ided
with
HIV
/AID
S pr
even
tive
educ
atio
n an
d se
rvic
es a
nnua
lly
D4.
5.2:
Com
preh
ensi
ve a
sses
smen
t of
sec
urity
sta
tus
and
risk
s in
all
cam
puse
s co
nduc
ted
by D
ecem
ber
2018
E1.1
.2:
Volu
ntar
y C
ouns
elin
g an
d Te
stin
g Se
rvic
es i
mpr
oved
thr
ough
out
the
CSP
im
plem
enta
tion
peri
od
D4.
5.3:
Mzu
mbe
Uni
vers
ity S
ecur
ity P
olic
y de
velo
ped
and
appr
oved
by
June
201
9.
E1.2
.1:
Prop
osal
to
upgr
ade
Mzu
mbe
Uni
vers
ity H
ealth
Cen
tre
to h
ospi
tal p
repa
red
by Ju
ne 2
022
E1.2
.2: M
beya
Cam
pus
Col
lege
dis
pens
ary
serv
ices
impr
oved
by
expa
ndin
g th
e bu
ildin
g an
d ot
her
faci
litie
s by
June
202
2
E1.2
.3:
Emer
genc
y a
nd I
nten
sive
Car
e U
nits
at
Mzu
mbe
Uni
vers
ity H
ealth
Cen
tre
esta
blis
hed
by Ju
ne 2
022
E1.2
.4: S
uppl
y of
ess
entia
l dru
gs a
nd m
edic
al e
quip
men
t str
engt
hene
d by
June
202
0
Str
ateg
ic O
bje
ctiv
e
Str
ateg
ic O
bje
ctiv
e
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 53
KR
A E
: Nat
ion
al A
gen
da
Str
ateg
ies
Str
ateg
ies
Ob
ject
ive
E2.1
: Str
engt
hen
sens
itiza
tion
prog
ram
mes
an
d m
easu
res
on p
reve
ntio
n an
d co
mba
ting
corr
uptio
n
E2: T
o ef
fect
ivel
y im
plem
ent,
enha
nce
and
sust
ain
the
Ant
i-C
orru
ptio
n St
rate
gy
Tar
gets
E2.1
.1: E
duca
tiona
l and
pre
vent
ion
stra
tegi
es a
gain
st c
orru
pt t
ende
ncie
s an
d pr
actic
es
amon
g st
aff
and
stud
ents
enh
ance
d an
d en
forc
ed th
roug
hout
the
CSP
impl
emen
tatio
n pe
riod
E2.1
.2: M
zum
be U
nive
rsity
Ant
i-co
rrup
tion
Stra
tegy
dev
elop
ed a
nd d
eplo
yed
by J
une
2019
E2.1
.3: M
zum
be U
nive
rsity
Inte
grity
Com
mitt
ee s
tren
gthe
ned
June
201
8
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 54
CHAPTER FOUR
RESULTS FRAMEWORK, MONITORING AND EVALUATION SYSTEM
4.1. Introduction
This chapter outlines the methods that will be used to measure the implementation of the 4th CSP and the benefits that will accrue to Mzumbe University clients and stakeholders. It also shows how various interventions are to be undertaken in order to achieve the development objective.
4.2. Development Objective
The objective of Mzumbe University is to produce graduates with relevant knowledge, skills and competences who will contribute towards national development. Tanzania is striving to move from low- to middle-level per capita income country. Accordingly, the Second Five Year Development Plan has pronounced the intention of the Government to nurture industrialization for economic transformation and human development. Over the next five years, the University will strive to achieve the following:
i. Improve the access to and quality of training programmes. ii. Undertake research and innovation to provide solutions to challenges
which hinder the development of the economy towards the middle-income level country.
iii. Nurture innovation, entrepreneurship and support business incubation to facilitate the development of businesses and solutions that will contribute to the fast-tracking of industrialization of the Tanzanian economy.
4.3. Beneficiaries of Mzumbe University Services and Products
Beneficiaries of the services and products offered and produced by Mzumbe University can be divided into direct and indirect beneficiaries as outlined below.
• Direct beneficiaries include students, industries and the general public (clients who seeking knowledge, skills and solutions to business challenges).
• Indirect beneficiaries include employers, policy makers, leaders and other consumers of academic outputs and, research and innovation products and services.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 55
4.4. Linkages with National, Regional and International Development Frameworks
4.4.1. Tanzania Development Vision 2025
It is anticipated that the implementation of the strategic objectives and attainment of the targets as outlined in the 4th CSP of Mzumbe University will contribute towards the realization of Vision 2025, through opening opportunities for Tanzanian citizens and other stakeholders to acquire knowledge, skills and competences, which can enable them to face the challenges of life and bring about development in their respective societies.
4.4.2. Second Five Year Development PlanThe objectives of the 4th CSP of Mzumbe University will address the FYDP II by increasing access of the people to quality education and training opportunities so that graduates with the relevant knowledge, skills and expertise to spearhead the development of Tanzania are produced. The FYDPII puts great emphasis on transformation, namely, industrialization, human development and implementation effectiveness. This Plan will contribute to this aspiration by addressing the skills gaps identified by recent labour market surveys (URT, 2016).
4.4.3. Ruling Party Election Manifesto 2015
With regard to the focus of the Ruling Party (“Chama cha Mapinduzi”) Election Manifesto 2015 to eradicate poverty, unemployment, war against corruption and, maintaining peace and stability, the Plan will contribute to building a society which is educated and equipped with appropriate knowledge, skills and ethics required to face the above challenges.
4.4.4. Sustainable Development Goals
The strategic objectives in this CSP will contribute to the attainment of some of the Sustainable Development Goals (SDGs). Sustainable Development Goal No. 4 focuses on ensuring inclusive and quality education for all and promoting lifelong learning opportunities for all. The CSP will contribute towards achieving this goal through increasing access to and quality of training programmes. Every Tanzanian with required qualification for University education will have an opportunity to study at Mzumbe University. Sustainable Development Goal No. 5 on gender equality is addressed through the objective on cross-cutting issues whereby, among the strategies of the CSP is to mainstream gender issues in all the University functions and activities. Sustainable Development Goal No. 9, which focuses on industry, innovation and infrastructure, is addressed through the strategic objective of research and innovation for socio-economic growth and industrialization in this Corporate Strategic Plan.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 56
4.4.5. African Union Agenda 2063
The aspirations of the African continent, as stipulated in Agenda 2063, reflect the desire for shared prosperity and well-being, for unity and integration, for a continent of free citizens and expanded horizons, where the full potential of women and youth, boys and girls are realized, and with freedom from fear, disease and wars. The objectives of the 4th CSP of Mzumbe University will contribute towards achieving these aspirations through producing graduates who will be catalysts for change within and outside the Tanzania’s boundaries.
4.5. Results ChainResults chain consists of inputs, activities, outputs and outcomes that will contribute to the accomplishment of the specific objectives and achieve targets which will contribute to the attainment of the Mzumbe University 4th Corporate Strategic Plan broad objective. A combination of the objectives and targets in the Plan and activities and inputs in Medium Term Expenditure Framework (MTEF) forms the Mzumbe University results chain. The basic assumption is that there is a causal linkage in the various elements of the result chain. The inputs (i.e. utilization of resources) will lead to the implementation of the activities, which will contribute to the accomplishment of objectives. Accomplishment of the objectives will lead to attainment of outputs and, which will contribute to the achievement of the development objective and Medium Term Plan Expenditure Framework. The latter will, in turn, contribute to the achievement of Second Five Year Development Plan, Ruling Party Election Manifesto and Tanzania Development Vision 2025. This chain of results will justify Mzumbe University’s use of the Government resources into various interventions and thus, contribute to the development of the country.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 57
4.6. Results Framework MatrixThis results framework matrix contains the overall national development objective and, Mzumbe University strategic objectives and intermediate outcome and performance indicators. It shows how the development objective will be achieved and how the results will be measured. The indicators in the matrix will be used to track progress towards achieving intermediate objectives and outcomes. The detailed framework is presented in Table 5 below.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 58
Tab
le 5
: Res
ult
Fra
mew
ork
Mat
rix
for
4th M
U C
orp
orat
e S
trat
egic
Pla
n
Tanz
ania
has
gra
duat
es
with
the
rele
vant
kn
owle
dge,
ski
lls a
nd
com
pete
ncie
s ne
eded
to
supp
ort t
he d
evel
opm
ent
of th
e ec
onom
y fr
om
low
- to
mid
dle-
leve
l in
com
e
To im
prov
e ac
cess
and
qu
ality
of M
zum
be
Uni
vers
ity tr
aini
ng
prog
ram
mes
(i)
Trai
ning
pro
gram
mes
de
velo
ped,
rev
iew
ed
and
appr
oved
.
(ii)
Tr
aini
ng c
urri
cula
im
prov
ed
(iii)
Q
ualit
y as
sura
nce
and
cont
rol s
yste
ms
and
stru
ctur
es
stre
ngth
ened
(iv)
In
crea
sed
acce
ss to
qu
ality
trai
ning
(v)
Impr
oved
teac
hing
an
d le
arni
ng
envi
ronm
ent
(vi)
In
crea
sed
stud
ents
en
rolm
ent
(i)
Num
ber
of a
pplic
ants
to
MU
pro
gram
mes
(ii)
Pe
rcen
tage
of s
tude
nt th
at
secu
re e
mpl
oym
ent a
fter
gr
adua
tion
(iii)
Clie
nt s
atis
fact
ion
in
dex
(iv)
Pe
rcen
tage
of g
radu
ates
w
ho a
re s
elf-
empl
oyed
(v)
Num
ber
and
type
s of
infr
astr
uctu
res
deve
lope
d
(vi)
Pe
rcen
tage
of f
orei
gn
stud
ents
enr
olle
d at
MU
Ob
ject
ive
Cod
e
A1
Ob
ject
ive
Des
crip
tion
Per
form
ance
In
dic
ator
sIn
term
edia
te O
utc
omes
Dev
elop
men
t Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 59
To e
nhan
ce c
olla
bora
tion
and
part
ners
hip
betw
een
the
Uni
vers
ity a
nd o
ther
na
tiona
l, re
gion
al a
nd
inte
rnat
iona
l ins
titut
ions
(i)
Incr
ease
d nu
mbe
r of
col
labo
ratio
n an
d pa
rtne
rshi
ps
(ii)
Str
engt
hene
d in
tera
ctio
n w
ith M
zum
be U
nive
rsity
A
lum
ni
(iii)
Incr
ease
d co
mm
unity
en
gage
men
t and
ou
trea
ch p
rogr
amm
es.
(i)
Num
ber
of jo
int r
esea
rch
and
deve
lopm
ent p
rogr
amm
es
and
proj
ects
(ii)
Num
ber
of th
e jo
int
acad
emic
pro
gram
mes
(iii)
N
umbe
r of
alu
mni
rea
ched
an
d va
lue
of r
emitt
ance
ac
crue
d fr
om a
lum
ni
(iv)
N
umbe
r an
d qu
ality
of
solu
tions
to c
omm
unity
ch
alle
nges
Ob
ject
ive
Cod
e
B1
Ob
ject
ive
Des
crip
tion
Per
form
ance
In
dic
ator
sIn
term
edia
te O
utc
omes
Dev
elop
men
t Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 60
To e
nhan
ce in
stitu
tiona
l im
age,
com
mun
icat
ion
and
bran
ding
i)
Con
duci
ve
envi
ronm
ent
for
res
earc
h an
d in
nova
tion
esta
blis
hed
(ii)
In
crea
sed
num
ber
of
rese
arch
pro
gram
mes
an
d pr
ojec
ts
(iii)
S
yste
m fo
r do
cum
enta
tion
and
shar
ing
of
rese
arch
find
ings
an
d in
nova
tions
es
tabl
ishe
d
To e
nhan
ce a
nd
coor
dina
te r
esea
rch
and
inno
vatio
n fo
r so
cio-
econ
omic
gro
wth
and
in
dust
rial
izat
ion
(i)
Incr
ease
d pu
blic
aw
aren
ess
of M
zum
be
Uni
vers
ity
(ii)
Inc
reas
ed e
nrol
men
t of
stud
ents
(iii)
Incr
ease
d co
llabo
ratio
ns
(i) N
umbe
r of
peo
ple
reac
hed
(ii)
Num
ber
of a
pplic
ants
to M
U
prog
ram
mes
(iii)
Num
ber
of c
olla
bora
tion
enga
gem
ent
(iv)
Pos
ition
of
MU
in
Uni
vers
ity
Ran
king
s
(i)
Num
ber
and
valu
e of
co
mm
issi
oned
res
earc
h pr
ojec
ts c
ondu
cted
(ii)
Num
ber
and
qual
ity o
f re
sear
ch r
epor
ts p
rodu
ced
(iii)
Num
ber
and
qual
ity o
f pee
r-re
view
ed p
ublic
atio
ns a
nd
outr
each
mat
eria
ls
Ob
ject
ive
Cod
e
B2 C1
Ob
ject
ive
Des
crip
tion
Per
form
ance
In
dic
ator
sIn
term
edia
te O
utc
omes
Dev
elop
men
t Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 61
To e
nhan
ce fi
nanc
ial
mob
iliza
tion
capa
bilit
y,
utili
zatio
n ef
ficie
ncy
and
sust
aina
bilit
y.
(i)
Qua
lity
of in
form
atio
n di
ssem
inat
ed im
prov
ed
(ii)
Sys
tem
for
colle
ctin
g U
nive
rsity
-wid
e da
ta
enha
nced
;
(iii)
Eff
ectiv
e an
d ef
ficie
nt
way
s of
dis
sem
inat
ing
info
rmat
ion
inte
rnal
ly
and
exte
rnal
ly
esta
blis
hed
(iv)
Pro
duct
ion
of a
nnua
l Fa
cts
and
Figu
res
book
let
To e
nhan
ce a
pplic
atio
n of
in
form
atio
n m
anag
emen
t sy
stem
s in
aca
dem
ic a
nd
adm
inis
trat
ive
func
tions
(i) I
ncre
ased
sou
rces
of
inco
me
apar
t fro
m
Gov
ernm
ent s
ubve
ntio
n
(ii)
Im
prov
ed fi
nanc
ial
m
anag
emen
t and
co
ntro
l sy
stem
s
(i)
Perc
enta
ge o
f in
tern
ally
-gen
erat
ed
inco
me
in th
e U
nive
rsity
bu
dget
(ii)
Typ
es a
nd n
umbe
r of
au
dit q
ueri
es
(i)
Clie
nt s
atis
fact
ion
inde
x
(ii)
Qua
ntity
and
qua
lity
of
data
col
lect
ed a
naly
sed
andp
rese
nted
(iii)
Ava
ilabi
lty o
f Fa
cts
and
figur
eboo
klet
(iv)
Ava
ilabi
lity
of th
e fu
lly-
func
tiona
l sys
tem
for
colle
ctin
g U
nive
rsity
-wid
e da
ta
Ob
ject
ive
Cod
e
D1
D2
Ob
ject
ive
Des
crip
tion
Per
form
ance
In
dic
ator
sIn
term
edia
te O
utc
omes
Dev
elop
men
t Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 62
To im
prov
e w
orki
ng
envi
ronm
ent f
or e
ffici
ent
and
effe
ctiv
e de
liver
y of
se
rvic
es
i)
Incr
ease
d aw
aren
ess
on g
ende
r is
sues
and
m
ains
trea
min
g
(ii)
Im
prov
ed g
ende
r eq
ualit
y an
d pa
rtic
ipat
ion
in
acad
emic
pro
gram
mes
(iii)
Incr
ease
d pa
rtic
ipat
ion
of fe
mal
es in
dec
isio
n-m
akin
g or
gans
To m
ains
trea
m
cros
scut
ting
issu
es in
al
l Mzu
mbe
Uni
vers
ity
oper
atio
ns
(i)
Impr
oved
sta
ff w
elfa
re
(ii)
Impr
oved
man
agem
ent
of in
form
atio
n th
at s
uppo
rts
serv
ices
del
iver
y
(ii)
Mor
e ef
ficie
nt d
eliv
ery
of a
cade
mic
, res
earc
h an
d ad
min
istr
ativ
e se
rvic
es
(i)
Staf
f sat
isfa
ctio
n in
dex
(ii)
Clie
nt s
atis
fact
ion
inde
x
(iii)
Ava
ilabi
lity
of C
lient
s’ S
ervi
ce
Cha
rter
(i)
N
umbe
r of
pro
gram
mes
an
d ac
tiviti
es o
n ge
nder
aw
aren
ess
(ii)
Pe
rcen
tage
of f
emal
e st
uden
ts e
nrol
led
(iii)
Pe
rcen
t of s
tude
nts
with
di
sabi
litie
s en
rolle
d
(iv)
N
umbe
r of
fem
ales
in
Seni
or A
cade
mic
and
A
dmin
istr
ativ
e po
sitio
ns
Ob
ject
ive
Cod
e
D3
D4
Ob
ject
ive
Des
crip
tion
Per
form
ance
In
dic
ator
sIn
term
edia
te O
utc
omes
Dev
elop
men
t Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 63
To im
prov
e he
alth
se
rvic
es a
nd r
educ
e H
IV/A
ID in
fect
ions
(i)
Incr
ease
d aw
aren
ess
on H
IV/A
IDS
amon
g st
aff a
nd
stud
ents
(ii)
R
educ
ed n
ew c
ases
of
HIV
/AID
S
(iii)
R
educ
ed m
orta
lity
rate
cau
sed
by H
IV/
AID
S
(iv)
In
crea
sed
prod
uctiv
ity
of th
e pe
ople
(v)
Impr
oved
qua
lity
of li
fe fo
r st
aff a
nd
stud
ents
livi
ng w
ith
HIV
/AID
S.
(vi)
Im
prov
ed h
ealth
se
rvic
es a
nd w
aste
m
anag
emen
t
(i)
Num
ber
of a
war
enes
s pr
ogra
mm
es a
nd le
vel o
f aw
aren
ess
on H
IV/A
IDS
amon
g st
aff a
nd s
tude
nts
(ii)
N
umbe
r of
new
HIV
/A
IDS
case
s
(iii)
N
umbe
r of
dea
ths
caus
ed
by H
IV/A
IDS
(v)
Num
ber
of V
olun
tary
, C
ouns
elin
g an
d Te
stin
g (V
CT)
pro
gram
mes
(vi)
N
umbe
r of
sta
ff a
nd
stud
ents
att
endi
ng
Volu
ntar
y C
ouns
elin
g an
d Te
stin
g on
HIV
/AID
S
(vii)
C
onst
ruct
ion
and
the
use
of
inci
nera
tor
Ob
ject
ive
Cod
e
E1
Ob
ject
ive
Des
crip
tion
Per
form
ance
In
dic
ator
sIn
term
edia
te O
utc
omes
Dev
elop
men
t Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 64
To e
ffec
tivel
y im
plem
ent,
enha
nce
and
sust
ain
the
Ant
i-C
orru
ptio
n St
rate
gy
i)
Incr
ease
d aw
aren
ess
of s
taff
and
stu
dent
s on
cor
rupt
ion
issu
es
and
anti-
corr
uptio
n st
rate
gy (i
i)
Impr
oved
tr
ansp
aren
cy a
nd
acco
unta
bilit
y
(iii)
R
educ
ed n
umbe
r of
co
rrup
tion
case
s/cl
aim
s.
(iv)
Ti
mel
y an
d qu
ality
se
rvic
es d
eliv
ery
as
per
Clie
nts’
Ser
vice
C
hart
er
(v)
Func
tioni
ng In
tegr
ity
Com
mitt
ee
Ob
ject
ive
Cod
e
E2
Ob
ject
ive
Des
crip
tion
Per
form
ance
In
dic
ator
sIn
term
edia
te O
utc
omes
Dev
elop
men
t Ob
ject
ive
(i)
Ava
ilabi
lity
and
impl
emen
tatio
n of
Mzu
mbe
U
nive
rsity
ant
i-co
rrup
tion
stra
tegy
(ii)
Lev
el o
f aw
aren
ess
on
corr
uptio
n an
d an
ti-co
rrup
tion
stra
tegy
am
ong
staf
f and
st
uden
ts
(iii)
Perf
orm
ance
mon
itori
ng
repo
rts
in p
lace
(iv)
Rep
orts
on
inci
denc
es o
f co
rrup
tion
case
s/cl
aim
s
(v)
Perc
enta
ge c
hang
e in
co
mpl
aint
s at
wor
kpla
ce a
nd
by c
lient
s
(vi)
Peri
odic
rep
orts
of I
nteg
rity
C
omm
ittee
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 65
4.7. Monitoring, Review and Evaluation
4.7.1. Monitoring The Management through the Directorate of Planning will monitor the implementation of the Plan. This will be done continuously in order to ensure that objectives are executed according to Plan and any deviations from the Plan are identified and mitigated. The Directorate of Planning will collect, compile and analyze the reports from all University Units on a semi-annual basis and submit to Vice Chancellor for transmission to the Council. The template for monitoring the implementation of the 4th MU CSP is shown in Table 6 below.
Table 6: Template for Monitoring the 4th MU Corporate Strategic PlanSN Strategic
ObjectiveTarget Description
Baseline Target ValueDate Value Y1 Y2 Y3 Y4 Y5
1
2
3
4.7.2. Review
A total of nine (9) reviews will be conducted during the entire Corporate Strategic Plan implementation cycle as indicated in Table 7. These will include four (4) mid-year reviews and five (5) annual reviews. Mid-year reviews will be conducted in December of each year starting from December 2017 while annual reviews will be conducted in June each year, starting from June 2018. The reviews will be tracking progress on implementation of the objectives and achievements of targets on semi-annual and annual basis i.e. whether they are on-track or off-track. The focus will be at identifying issues, challenges and lessons learnt over the year and the extent
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 66
to which the outputs delivered are contributing towards achievement of the objectives. The Deputy Vice Chancellors, Principals, Deans, Directors and Heads of Departments will take the lead in the review process for the Plan. Table 7 below shows the review schedules for the 4th Strategic Plan.
Table 7: Review Schedules for the MU 4th Corporate Strategic Plan
Time for Review Type of Review and ReportDecember 2017, December 2018, December 2019, December 2020 and December 2021
Semi-annual progress review meetings and reports each year
Year 1 (2017/18) – June 2018 Annual progress review meeting and report
Year 2 (2018/19) – June 2019 Annual progress review meeting and report
Year 3 (2019/20) – December 2019 Mid-term review/evaluation meetings and report
Year 3(2019/20) – June 2020 Annual progress review meeting and report
Year 4(2020/21) – June 2021 Annual progress review meeting and report
Year 5(2021/22) – June 2022 End of the Plan evaluation and final report
4.7.3. Evaluation.The Corporate Strategic Plan will be evaluated twice i.e. mid-way and at the end of the implementation period. The evaluation shall focus on the following:
(i) The level of attainment of objectives, deviations and reasons for deviations. (ii) Adequacy and utilization of resources during the implementation of
the Plan. (iv) The impact of the Plan.(v) Recommendations for improvement of future plans.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 67
Tab
le 8
: Eva
luat
ion
Sch
edu
les
for
the
4th M
U C
orp
orat
e S
trat
egic
Pla
n
• W
hat w
ere
the
obje
ctiv
es
of th
e in
terv
entio
ns?
• W
hat w
ere
the
plan
ned
inte
rmed
iate
out
com
es?
• W
hat h
as b
een
achi
eved
so
far?
• W
hat w
ere
the
chal
leng
es e
ncou
nter
ed
and
less
ons
lear
nt?
Mid
-ter
m
outc
ome
eval
uatio
n (D
ecem
ber
2019
)This
eva
luat
ion
aim
s to
m
easu
re th
e re
aliz
atio
n of
in
term
edia
te
outc
omes
.
Inte
rvie
ws
Doc
umen
tary
re
view
s
DV
C-A
FD
ecem
ber
2019
Des
crip
tion
Eva
luat
ion
Qu
esti
ons
Tim
efra
me
SN
1.
Res
pon
sib
le O
ffice
Met
hod
olog
yT
ype
ofE
valu
atio
n
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 68
Tab
le 8
: Eva
luat
ion
Sch
edu
les
for
the
4th M
U C
orp
orat
e S
trat
egic
Pla
n
• W
hat w
ere
the
plan
ned
targ
ets?
• H
ave
the
targ
ets
been
ac
hiev
ed?
• H
as ta
rget
ach
ieve
men
t le
d to
the
real
izat
ion
of
inte
nded
out
com
es?
• W
hat p
olic
y/st
rate
gy
chan
ges
can
be d
one
to im
prov
e fu
ture
ou
tcom
es?
Out
com
e
eval
uatio
n of
the i
mpl
emen
tatio
n
of
the
Cor
pora
te
Str
ateg
ic P
lan
(Jun
e 20
22)
This
eva
luat
ion
aim
s to
m
easu
re th
e re
aliz
atio
n of
in
term
edia
te
outc
omes
.
Inte
rvie
ws
Doc
umen
tary
re
view
s
DV
C-A
FJu
ne 2
022
Des
crip
tion
Eva
luat
ion
Qu
esti
ons
Tim
efra
me
SN 2.
Res
pon
sib
le O
ffice
Met
hod
olog
yT
ype
of
Eva
luat
ion
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 69
4.8. Reporting SchedulesPerformance reporting will describe the institutional efficiency and effectiveness in terms of its resources and output in a specified time frame. The report is expected to assist the Management and other stakeholders to assess progress, identify problems and take corrective measures.
4.8.1. Internal Reporting ScheduleThe internal reporting plan details the types of reports to be generated at Department, Faculty, School, Institute, Directorate, School and College level that shall be prepared to monitor implementation of the Plan. The reports will be submitted to various internal stakeholders including the Deans and Directors, Principals, Deputy Vice Chancellors and Vice Chancellor. The reports shall be prepared on weekly, monthly, quarterly, annually basis as may be required from time to time. The internal 4th MU CSP implementation progress reporting schedule is detailed in Table 9:
Table 9: Internal Reporting Schedules for the 4th MU Corporate Strategic Plan
SN Type of Report Recipient Frequency Responsible Officer
1 Departmental performance report
Dean, Director and Principal
Weekly Head of Department
2 Faculty, Institute, Directorate, School and College performance report
DVCs and VC
Weekly Dean, Director and Principal
3 Faculty, Institute, Directorate, School and College quarterly performance report
Deputy Vice Chancellors
Quarterly Dean, Director and Principal
4 Semi-annual performance report
Vice Chancellor
Semi-annually Deputy Vice Chancellors
5 University Annual report
Vice Chancellor
Annually Deputy Vice Chancellors
6 Mid-term review and end of Plan review and evaluation report
Vice Chancellor
Mid-term and end of the Plan
Deputy Vice Chancellors
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 70
The Directorate of Planning shall consolidate the implementation reports from the units and prepare quarterly, semi-annual and annual reports to be submitted to the Vice Chancellor, Management Committee, Finance and Development Planning Committee and Council.
4.8.2. External Reporting ScheduleThe external reporting schedule presents the four types of reports that need to be prepared for external stakeholders. These include quarterly, mid-year reports, annual reports and five-year outcome report to be submitted to various external stakeholders, including the University Council, The Ministry of Education, Science and Technology, Treasury Registrar, Controller and Auditor General, the Parliament and Development Partners as may be appropriate. The external reporting schedule is in accordance with the statutory requirements as directed from time to time, as well as the Government Performance reporting requirements as stipulated in the Medium Term Corporate Strategic Planning and Budgeting Manual.
Table 10: External Reporting Schedules for the 4th MU Corporate Strategic Plan
SN Type of Report
Recipient Frequency Responsible Office
1 Performance Reports
Ministry of Education, Science and Technology
Treasury Registrar
Quarterly Vice Chancellor
2 Financial Statements
Controller and Auditor General
Annually Vice Chancellor
3 Annual Reports
Ministry of Education, Science and Technology
Parliament
Tanzania Commission for Universities
Annually Vice Chancellor
4 Outcome Report
Ministry of Education, Science and Technology
End of CSP Implementation
Vice Chancellor
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 71
REFERENCES
Ardhi University (2014). Medium Term Rolling Corporate Strategic Plan (2014/2015 -2016/2017), Ardhi University, Tanzania.
African Union Commission (2015). Agenda 2063: The Africa We Want http://www.un.org/en/africa/osaa/pdf/au/agenda2063.pdf.
Chama Cha Mapinduzi (2015). Ilani ya Uchaguzi ya CCM, 2015. Dar es Salaam, Tanzania.
Kokutsi, F. (2011). Africa: Expand university access, World Bank urges. University World News, Africa Edition Issue 198. Retrieved from http://www.universityworldnews.com.
Lindow, M. (2011), Weaving success: Voices of change in African higher education (p. 239). New York, NY 10022: Library of Congress Cataloging-in-Publication Data.
Mzumbe University (2012). Third Corporate Strategic Plan (2012/13 – 2016/17), Mzumbe University, Mzumbe, Morogoro.
Mzumbe University (2016). Mzumbe University Annual Performance Report 2015/16. Mzumbe University, Mzumbe, Morogoro.
Sokoine University of Agriculture (2016). Third Corporate Strategic Plan 2016/17 - 2020/21. Sokoine University of Agriculture, Morogoro
United Nations (2015). Universal Sustainable Development Goals (SDG), 2015 – 2030. United Nations, New York.
United Republic of Tanzania (2006). National Anti-corruption Strategy and Action Plan II, Dar es Salaam.
United Republic of Tanzania (2007). Medium Term Corporate Strategic Planning and Budgeting Manual. Ministry of Finance, Dar es Salaam.
United Republic of Tanzania (2012). Primary Education Development Programme Phase III (2012-2016). Retrieved from http://www.ed-dpg.or.tz/pdf/PE/Primary Education Development Plan-PEDP I_2000-06.pdf.
United Republic of Tanzania (2016). Education Sector Development Plan (2016/17- 2020/21), Ministry of Education, Science and Technology, Dar es Salaam.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 72
United Republic of Tanzania (2016), Second Five Year Development Plan (2016/17 -2020/21), Ministry of Finance and Planning, Dar es Salaam.
United Republic of Tanzania (2017), Ministry of Education, Science and Technology Corporate Strategic Plan 2016/17 -2020/21, Dar es Salaam.
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 73
AN
NE
X 2
CHAN
CELL
OR
COU
NCI
L
DIRE
CTO
R O
F IN
TERN
AL A
UDI
T
COU
NCI
L SE
CRET
ARY
VICE
CHA
NCE
LLO
R
SEN
ATE
HEAD
PM
U
DIRE
CTO
R O
F CO
MM
UN
ICAT
ION
DIRE
CTO
R Q
UALI
TY
ASSU
RAN
CE
DEPU
TY V
ICE
CHAN
CELL
OR
(FIN
ANCE
&
ADM
INIS
TRAT
ION
)DE
PUTY
VIC
E CH
ANCE
LLO
R AC
ADEM
IC)
DIRE
CTO
RATE
OF
HUM
AN R
ESO
URC
E &
AD
MIN
ISTR
ATIO
N
DIRE
CTO
RATE
OF
FIN
ANCE
DIRE
CTO
RATE
OF
PLAN
NIN
G
DIRE
CTO
RATE
OF
STU
DEN
TS W
ELFA
RE
DIRE
CTO
RATE
OF
HEAL
TH SE
RVIC
ES
DIRE
CTO
RATE
OF
BUIL
DIN
GS &
EST
ATES
SECU
RITY
UN
IT
DIRE
CTO
RATE
O
F RE
SEAR
CH
PUBL
ICAT
ION
&
POST
GRAD
UATE
ST
UDI
ES
DIRE
CTO
RATE
OF
LIBR
ARY
&
TECH
NIC
AL S
ERVI
CES
DIRE
CTO
RATE
OF
INFO
RMAT
ION
&
COM
MU
NIC
ATIO
N
TECH
NO
LOGY
DIRE
CTO
RATE
OF
UN
DERG
RADU
ATE
STU
DIES
DIRE
CTO
RATE
OF
EXTE
RNAL
LI
NKA
GES
& C
OM
MU
NIT
Y EN
GAGE
MEN
T
MBE
YA C
AMPU
S CO
LLEG
EFA
CULT
Y O
F SC
IEN
CE
& T
ECHN
OLO
GYSC
HOO
L O
F BU
SIN
ESS
FACU
LTY
OF
LAW
DAR-
ES-S
ALAA
M
CAM
PUS
COLL
EGE
INST
ITU
TE O
F DE
V. S
TUDI
ESSC
HOO
L O
F PU
BLIC
ADM
IN &
M
ANAG
EMEN
T
FACU
LTY
OF
SOCI
AL S
CIEN
CES
ORG
ANIZ
ATIO
NAL
CHA
RT O
F M
ZUM
BE U
NIV
ERSI
TY
CHAN
CELL
OR
COU
NCI
L
Ç
COU
NCI
L SE
CRET
ARY
VICE
CHA
NCE
LLO
R
SEN
ATE
HEAD
PM
U
DIRE
CTO
R O
F CO
MM
UN
ICAT
ION
DIRE
CTO
R Q
UALI
TY
ASSU
RAN
CE
DEPU
TY V
ICE
CHAN
CELL
OR
(FIN
ANCE
&
ADM
INIS
TRAT
ION
)DE
PUTY
VIC
E CH
ANCE
LLO
R
(ACA
DEM
IC)
DIRE
CTO
RATE
OF
HUM
AN R
ESO
URC
E &
AD
MIN
ISTR
ATIO
N
DIRE
CTO
RATE
OF
FIN
ANCE
DIRE
CTO
RATE
OF
PLAN
NIN
G
DIRE
CTO
RATE
OF
STU
DEN
TS W
ELFA
RE
DIRE
CTO
RATE
OF
HEAL
TH SE
RVIC
ES
DIRE
CTO
RATE
OF
BUIL
DIN
GS &
EST
ATES
SECU
RITY
UN
IT
DIRE
CTO
RATE
O
F RE
SEAR
CH
PUBL
ICAT
ION
&
POST
GRAD
UATE
ST
UDI
ES
DIRE
CTO
RATE
OF
LIBR
ARY
&
TECH
NIC
AL S
ERVI
CES
DIRE
CTO
RATE
OF
INFO
RMAT
ION
&
COM
MU
NIC
ATIO
N
TECH
NO
LOGY
DIRE
CTO
RATE
OF
UN
DERG
RADU
ATE
STU
DIES
DIRE
CTO
RATE
OF
EXTE
RNAL
LI
NKA
GES
& C
OM
MU
NIT
Y EN
GAGE
MEN
T
MBE
YA C
AMPU
S CO
LLEG
EFA
CULT
Y O
F SC
IEN
CE
& T
ECHN
OLO
GYSC
HOO
L O
F BU
SIN
ESS
FACU
LTY
OF
LAW
DAR-
ES-S
ALAA
M
CAM
PUS
COLL
EGE
INST
ITU
TE O
F DE
V. S
TUDI
ESSC
HOO
L O
F PU
BLIC
ADM
IN &
M
ANAG
EMEN
T
FACU
LTY
OF
SOCI
AL S
CIEN
CES
ORG
ANIZ
ATIO
NAL
CHA
RT O
F M
ZUM
BE U
NIV
ERSI
TY
AN
NE
X 1
Mzu
mbe
Un
iver
sity
Cor
pora
te S
trat
egic
Pla
n 2
017/
2018
– 2
021/
2022
6
8
AN
NE
X 1
CH
AN
CEL
LOR
CO
UN
CIL
DIR
ECTO
R O
F IN
TER
NA
L A
UD
IT
CO
UN
CIL
SEC
RET
AR
Y
VIC
E C
HA
NC
ELLO
R
SEN
ATE
HEA
D P
MU
DIR
ECTO
R O
F C
OM
MU
NIC
ATI
ON
D
IREC
TOR
QU
ALI
TY
ASS
UR
AN
CE
DEP
UTY
VIC
E C
HA
NC
ELLO
R
(FIN
AN
CE
& A
DM
INIS
TRA
TIO
N)
DEP
UTY
VIC
E C
HA
NC
ELLO
R
(AC
AD
EMIC
)
DIR
ECTO
RA
TE O
F H
UM
AN
R
ESO
UR
CE
&
AD
MIN
ISTR
ATI
ON
D
IREC
TOR
ATE
OF
FIN
AN
CE
DIR
ECTO
RA
TE O
F P
LAN
NIN
G
DIR
ECTO
RA
TE O
F ST
UD
EN
TS
WEL
FAR
E
DIR
ECTO
RA
TE O
F H
EALT
H S
ERV
ICES
DIR
ECTO
RA
TE O
F B
UIL
DIN
GS
&
ESTA
TES
SEC
UR
ITY
UN
IT
DIR
ECTO
RA
TE
OF
RES
EAR
CH
P
UB
LIC
ATI
ON
&
PO
STG
RA
DU
ATE
ST
UD
IES
DIR
ECTO
RA
TE O
F LI
BR
AR
Y &
TEC
HN
ICA
L SE
RV
ICES
DIR
ECTO
RA
TE O
F IN
FOR
MA
TIO
N &
C
OM
MU
NIC
ATI
ON
TE
CH
NO
LOG
Y
DIR
ECTO
RA
TE O
F U
ND
ERG
RA
DU
ATE
ST
UD
IES
DIR
ECTO
RA
TE O
F EX
TER
NA
L LI
NK
AG
ES &
C
OM
MU
NIT
Y EN
GA
GEM
EN
T
MB
EYA
C
AM
PU
S C
OLL
EGE
FAC
ULT
Y O
F SC
IEN
CE
&
TEC
HN
OLO
GY
SCH
OO
L O
F B
USI
NES
S
FAC
ULT
Y O
F LA
W
DA
R-E
S-SA
LAA
M
CA
MP
US
CO
LLEG
E
INST
ITU
TE
OF
DEV
. ST
UD
IES
SCH
OO
L O
F P
UB
LIC
A
DM
IN &
M
AN
AG
EMEN
T
FAC
ULT
Y O
F SO
CIA
L SC
IEN
CES
OR
GA
NIZ
AT
ION
AL
CH
AR
T O
F M
ZUM
BE
UN
IVER
SIT
Y
C
HA
NC
ELLO
R
CO
UN
CIL
DIR
ECTO
R O
F IN
TER
NA
L A
UD
IT
CO
UN
CIL
SEC
RET
AR
Y
VIC
E C
HA
NC
ELLO
R
SEN
ATE
HEA
D P
MU
DIR
ECTO
R O
F C
OM
MU
NIC
ATI
ON
D
IREC
TOR
QU
ALI
TY
ASS
UR
AN
CE
DEP
UTY
VIC
E C
HA
NC
ELLO
R
(FIN
AN
CE
& A
DM
INIS
TRA
TIO
N)
DEP
UTY
VIC
E C
HA
NC
ELLO
R
AC
AD
EMIC
)
DIR
ECTO
RA
TE O
F H
UM
AN
RES
OU
RC
E &
AD
MIN
ISTR
ATI
ON
DIR
ECTO
RA
TE O
F FI
NA
NC
E
DIR
ECTO
RA
TE O
F P
LAN
NIN
G
DIR
ECTO
RA
TE O
F ST
UD
EN
TS
WEL
FAR
E
DIR
ECTO
RA
TE O
F H
EALT
H S
ERV
ICES
DIR
ECTO
RA
TE O
F B
UIL
DIN
GS
&
ESTA
TES
SEC
UR
ITY
UN
IT
DIR
ECTO
RA
TE
OF
RES
EAR
CH
P
UB
LIC
ATI
ON
&
PO
STG
RA
DU
ATE
ST
UD
IES
DIR
ECTO
RA
TE O
F LI
BR
AR
Y &
TEC
HN
ICA
L SE
RV
ICES
DIR
ECTO
RA
TE O
F IN
FOR
MA
TIO
N &
C
OM
MU
NIC
ATI
ON
TE
CH
NO
LOG
Y
DIR
ECTO
RA
TE O
F U
ND
ERG
RA
DU
ATE
ST
UD
IES
DIR
ECTO
RA
TE O
F EX
TER
NA
L LI
NK
AG
ES &
C
OM
MU
NIT
Y EN
GA
GEM
EN
T
MB
EYA
C
AM
PU
S C
OLL
EGE
FAC
ULT
Y O
F SC
IEN
CE
&
TEC
HN
OLO
GY
SCH
OO
L O
F B
USI
NES
S
FAC
ULT
Y O
F LA
W
DA
R-E
S-SA
LAA
M
CA
MP
US
CO
LLEG
E
INST
ITU
TE
OF
DEV
. ST
UD
IES
SCH
OO
L O
F P
UB
LIC
A
DM
IN &
M
AN
AG
EMEN
T
FAC
ULT
Y O
F SO
CIA
L SC
IEN
CES
OR
GA
NIZ
AT
ION
AL
CH
AR
T O
F M
ZUM
BE
UN
IVER
SIT
Y
Mzumbe University Corporate Strategic Plan 2017/2018 – 2021/2022 28
Area Strengths Weaknesses Opportunities Challenges Processes and procedures for service delivery
Clear procedures and process are available for different functions and service delivery in the University
1) Lack of a computerized records management system 2) Lack of a systematic mechanism for reviewing policies, rules, regulations, guidelines and manuals 3)Inadequate decentralized administrative functions
4) Inadequate institutional performance monitoring and evaluation framework
1)Available national guidelines and procedures and processes for service delivery 2) Availability of opportunities for benchmarking with other institution on good practice
1) Delayed management decisions
2) Inefficiency in performance of some of the management functions
Leadership 1) Leadership is participatory involving all stakeholders 2) Competent, visionary and committed leaders who embrace a culture of excellence
3) Creation of collaboration with other institutions
1) Lack of grooming system to mentor future leaders. 2) Overstaying in acting positions due to delays in appointment of substantive officers
1) The number of universities is increasing which provide opportunities for collaboration and benchmarking 2) Capacity of the University to initiate a mentoring programme and creating a pool of mentors and leaders
Delay in appointing leaders once positions fall vacant
Organizational structure
Working and operational organizational structure
1) Rigidity in decision making
Availability of information and control in the
1)Bureaucratic decision-making system
67 Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022
WEL
FARE
TECH
NO
LOG
Y
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 74
An
nex
2: I
mp
lem
enta
tion
Mat
rix
for
4th M
U C
orp
orat
e S
trat
egic
Pla
n
KR
A A
: Tea
chin
g an
d L
earn
ing
A1.
1.1:
Com
plia
nce
with
qu
ality
ass
uran
ce s
tand
ard
in
the
deliv
ery
of th
e ac
adem
ic
prog
ram
mes
ado
pted
by
all
Scho
ols,
Fac
ultie
s, In
stitu
tes
and
Col
lege
s by
June
202
0
A1.
1.2:
Tw
o ac
adem
ic
audi
ts
cond
ucte
d by
June
202
0
A1.
1.3:
Ope
ratio
nal p
olic
ies,
gu
idel
ines
and
pro
cedu
res
for
qual
ity m
onito
ring
dev
elop
ed
and
depl
oyed
by
June
201
8
A1:
To
impr
ove
acce
ss
and
qual
ity o
f Mzu
mbe
U
nive
rsity
trai
ning
pr
ogra
mm
es
A1.
1: S
tren
gthe
n qu
ality
ass
uran
ce
mec
hani
sms
A1.
1.1.
1: P
erce
ntag
e of
co
mpl
ianc
e to
sta
ndar
ds
A.1
.1.2
.1: A
udit
repo
rts
prod
uced
A.1
.1.3
.1: P
olic
ies
guid
elin
esan
d pr
oced
ures
dev
elop
ed
and
depl
oyed
A1.
1.3.
2: G
uide
lines
for
teac
hing
eff
ectiv
enes
s an
d as
sess
men
t in
plac
e
A1.
1.3.
3: Q
ualit
y m
onito
ring
re
port
s pr
epar
ed a
nd ta
bled
in
rel
evan
t com
mitt
ees
1.V
C2.
DV
C-A
3. D
QA
1. D
VC
-A2.
DQ
A
DV
C-A
/DV
C-A
F
1.D
VC
-A2.
DR
PS/D
US
1.D
VC
-A2.
DQ
A
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 75
KR
A A
: Tea
chin
g an
d L
earn
ing
A1.
1.4:
Exa
min
atio
n an
d St
uden
ts’ A
sses
smen
t Cri
teri
a By
-law
s re
view
ed b
y D
ecem
ber
2017
A1.
1.5:
Sta
ff tr
aini
ng o
n de
velo
pmen
t of v
ario
us q
ualit
y as
sura
nce
base
d gu
idel
ines
co
nduc
ted
by Ju
ne 2
018
A1.
1.4.
1: R
evie
wed
Ex
amin
atio
ns a
nd A
sses
smen
t C
rite
ria
By-l
aws
in p
lace
A1.
1.5.
1: T
rain
ing
deve
lopm
ent g
uide
lines
of
curr
icul
um d
esig
n co
nduc
ted
and
repo
rt a
vaila
ble
A1.
1.5.
2: T
rain
ing
on in
tern
al
stak
ehol
ders
ped
agog
ical
sk
ills
cond
ucte
d an
d re
port
av
aila
ble
A1.
1.5.
3: T
rain
ing
on
need
s as
sess
men
t co
nduc
ted
and
repo
rt
avai
labl
e
1. D
VC
-A2.
DR
PS/D
US
1. D
VC
-A2.
DQ
A
1. D
VC
-A2.
DQ
A
1. D
VC
-A2.
DQ
A
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 76
KR
A A
: Tea
chin
g an
d L
earn
ing
A1.
1.6:
MU
Stu
dent
s’
Han
dboo
k pr
epar
ed b
y D
ecem
ber
2018
A1.
1.7:
Mon
itori
ng a
nd
repo
rtin
g th
e pe
rfor
man
ce
stat
us o
f Uni
vers
ity c
ondu
cted
qu
arte
rly
star
ting
from
July
20
17
A1.
2.1:
Fiv
e (5
) lec
ture
thea
tres
(t
wo)
with
sea
ting
capa
city
of
1000
eac
h at
the
Mai
n C
ampu
s an
d th
ree
with
sea
ting
capa
city
of
300
cap
acity
eac
h, o
ne a
t Dar
es
Sal
aam
Cam
pus
Col
lege
and
tw
o at
Mbe
ya C
ampu
s C
olle
ge
cons
truc
ted
and
furn
ishe
d by
Ju
ne 2
022
A1.
2: Im
prov
e in
fras
truc
ture
an
d fa
cilit
ies
for
teac
hing
A1.
1.8:
Fie
ld a
nd P
ract
ical
Tr
aini
ng G
uide
lines
rev
iew
ed
by Ju
ne 2
018
A1.
1.6.
1:
Stud
ents
’ H
andb
ook
in p
lace
A1.
1.7.
1: Q
uart
erly
rep
ort
prod
uced
A1.
1.8.
1: R
evie
wed
Fie
ld a
nd
Prac
tical
Tra
inin
g G
uide
lines
in
pla
ce
A1.
2.1.
1: N
umbe
r of
new
le
ctur
e th
eatr
es c
onst
ruct
ed
and
furn
ishe
d
DV
C-A
DR
PS/D
US
1. V
C2.
DV
C-A
/ D
VC
-AF
1. D
VC
-A2.
DU
S
1. D
VC
-AF
2. P
RIN
CIP
ALS
3.
DBE
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 77
KR
A A
: Tea
chin
g an
d L
earn
ing
A1.
2.2:
20
sem
inar
roo
ms
cons
truc
ted
by 2
022
(eig
ht a
t M
ain
Cam
pus,
sev
en a
t Dar
es
Sala
am C
ampu
s C
olle
ge a
nd
five
at M
beya
Cam
pus
Col
lege
) co
nstr
ucte
d an
d fu
rnis
hed
by
June
202
2
A1.
2.3:
One
aca
dem
ic
com
plex
bui
ldin
g at
the
Mai
n C
ampu
s w
ith th
e ca
paci
ty o
f pr
ovid
ing
96 s
taff
offi
ces
and
12 c
lass
room
s co
nstr
ucte
d an
d fu
rnis
hed
by Ju
ne 2
022
A1.
2.4:
One
adm
inis
trat
ion
bloc
k at
the
Mai
n C
ampu
s co
nstr
ucte
d an
d fu
rnis
hed
by
June
202
2
A1.
2.2.
1: N
umbe
r of
new
cl
assr
oom
s co
nstr
ucte
d an
d fu
rnis
hed
A1.
2.3.
1: O
ne fu
rnis
hed
acad
emic
com
plex
in p
lace
A1.
2.4.
1: O
ne fu
rnis
hed
adm
inis
trat
ion
bloc
k in
pla
ce
A1.
2.3.
2: N
umbe
r of
fu
rnis
hed
staf
f offi
ces
A1.
2.3.
3: N
umbe
r of
fu
rnis
hed
clas
sroo
ms
1. D
VC
-AF
2. P
RIN
CIP
ALS
3.
DBE
1. D
VC
-AF
2. D
BE
1. D
VC
-AF
2. D
BE
1. D
VC
-AF
2. D
BE
1. D
VC
-AF
2. D
BE
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 78
Mzu
mbe
Uni
vers
ity C
orpo
rate
Str
ateg
ic Pl
an 2
017/
2018
– 2
021/
2022
72
KR
A A
: Tea
chin
g an
d Le
arni
ng
Stra
tegi
c Obj
ectiv
e St
rate
gies
Ta
rget
s Pe
rfor
man
ce In
dica
tors
R
espo
nsib
le O
ffic
e
A1.
2.5:
One
aca
dem
ic b
lock
Iw
ambi
pl
ot
in
Mbe
ya
cons
truc
ted
and
furn
ishe
d by
June
202
2
A1.
2.5.
1: T
ypes
of b
asic
in
fras
truc
ture
at I
wam
bi
Plot
est
ablis
hed
1. D
VC
-AF
2. D
BE
A1.
2.5.
2: O
ne fu
rnis
hed
acad
emic
blo
ck in
pla
ce
1. D
VC
-AF
2. D
BE
A1.
2.5.
3: N
umbe
r of
furn
ishe
d se
min
ar a
nd
clas
sroo
ms i
n pl
ace
1. D
VC
-AF
2. D
BE
A1.
2.6:
Titl
e de
ed f
or T
eget
a pl
ot i
n D
ar
es
Sala
am
acqu
ired
, ex
istin
g bu
ildin
gs
reha
bilit
ated
an
d on
e ac
adem
ic b
lock
con
stru
cted
by
June
20
22
A1.
2.6.
1: T
itle
deed
for
Tege
ta p
lot a
cqui
red
by
Dec
embe
r 201
7
1. D
VC
-AF
2. D
BE
A1.
2.6.
2: N
umbe
r of
reha
bilit
ated
bui
ldin
gs
1. D
VC
-AF
2. D
BE
A1.
2.6.
3: T
ypes
of b
asic
in
fras
truc
ture
s and
ut
ilitie
s dev
elop
ed
1. D
VC
-AF
2. D
BE
A1.
2.6.
4: O
ne fu
rnis
hed
acad
emic
blo
ck in
pla
ce
1. D
VC
-AF
2. D
BE
A1.
2.7:
All
stud
ents
' acc
omm
odat
ion
faci
litie
s at
the
Mai
n- a
nd M
beya
C
ampu
s reh
abili
tate
d by
June
202
2
A1.
2.7.
1: N
umbe
r of
acco
mm
odat
ion
faci
litie
s reh
abili
tate
d
1. D
VC
-AF
2. D
BE
A1.
2.8:
One
fem
ale
stud
ents
’ ho
stel
w
ith t
he c
apac
ity o
f ac
com
mod
atin
g 1,
000
stud
ents
at
the
Mai
n C
ampu
s co
nstr
ucte
d by
June
202
2
A1.
2.8.
1: O
ne fe
mal
e st
uden
ts’ h
oste
l for
ac
com
mod
atin
g 1,
000
stud
ents
in p
lace
1. D
VC
-AF
2. D
BE
Mzumbe University Corporate Strategic Plan 2017/2018 – 2021/2022 28
Area Strengths Weaknesses Opportunities Challenges Processes and procedures for service delivery
Clear procedures and process are available for different functions and service delivery in the University
1) Lack of a computerized records management system 2) Lack of a systematic mechanism for reviewing policies, rules, regulations, guidelines and manuals 3)Inadequate decentralized administrative functions
4) Inadequate institutional performance monitoring and evaluation framework
1)Available national guidelines and procedures and processes for service delivery 2) Availability of opportunities for benchmarking with other institution on good practice
1) Delayed management decisions
2) Inefficiency in performance of some of the management functions
Leadership 1) Leadership is participatory involving all stakeholders 2) Competent, visionary and committed leaders who embrace a culture of excellence
3) Creation of collaboration with other institutions
1) Lack of grooming system to mentor future leaders. 2) Overstaying in acting positions due to delays in appointment of substantive officers
1) The number of universities is increasing which provide opportunities for collaboration and benchmarking 2) Capacity of the University to initiate a mentoring programme and creating a pool of mentors and leaders
Delay in appointing leaders once positions fall vacant
Organizational structure
Working and operational organizational structure
1) Rigidity in decision making
Availability of information and control in the
1)Bureaucratic decision-making system
71 Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 79
Mzu
mbe
Uni
vers
ity C
orpo
rate
Str
ateg
ic Pl
an 2
017/
2018
– 2
021/
2022
73
KR
A A
: Tea
chin
g an
d Le
arni
ng
Stra
tegi
c Obj
ectiv
e St
rate
gies
Ta
rget
s Pe
rfor
man
ce In
dica
tors
R
espo
nsib
le O
ffic
e
A1.
2.9:
Tw
o le
ctur
e th
eatr
es a
nd 2
0 cl
assr
oom
s at
th
e M
ain
Cam
pus
reha
bilit
ated
by
June
202
2
A1.
2.9.
1: N
umbe
r of
lect
ure
thea
tres
and
cl
assr
oom
reha
bilit
ated
1. D
VC
-AF
2. D
BE
A1.
2.10
: Fo
ur
staf
f ho
uses
re
habi
litat
ed a
nnua
lly s
tart
ing
from
Ju
ly 2
017
A1.
2.10
.1: N
umbe
r of
reha
bilit
ated
staf
f ho
uses
1. D
VC
-AF
2. D
BE
A1.
2.11
: M
beya
C
ampu
s C
olle
ge
disp
ensa
ry b
uild
ing
cons
truc
ted
and
furn
ishe
d by
June
202
2
A1.
2.11
.1: F
urni
shed
di
spen
sary
bui
ldin
g in
pl
ace
1. D
VC
-AF
2. D
BE
A1.
3: I
mpr
ovin
g le
arni
ng a
nd IC
T en
ablin
g an
d ut
iliza
tion
envi
ronm
ent
A1.
3.1:
Sof
twar
e D
evel
opm
ent
and
ICT
Inno
vatio
n C
entr
e fo
r pr
omot
ing
i nte
rnal
sy
stem
s de
velo
pmen
t an
d IC
T In
nova
tions
est
ablis
hed
by 2
022
A1.
3.1.
1: S
oftw
are
Dev
elop
men
t and
ICT
Inno
vatio
n C
entr
e es
tabl
ishe
d an
d op
erat
iona
l
1. V
C
2. D
VC
-A/D
VC
-AF
2. D
ICT
A1.
3.2:
Re
leva
nt
ICT
polic
ies
and
stra
tegi
es
to
faci
litat
e sy
stem
s de
velo
pmen
t an
d IC
T ut
iliza
tion
deve
lope
d an
d de
ploy
ed
by
Sept
embe
r 201
8
A1.
3.2.
1: IC
T po
licie
s an
d st
rate
gies
in p
lace
1.
DV
C-A
2.
DIC
T
A1.
3.3:
Q
ualit
y an
d sc
ope
of
ICT
serv
ices
at
the
Uni
vers
ity
enha
nced
by
June
201
9
A1.
3.3.
1: N
umbe
r of I
CT
infr
astr
uctu
re a
nd
faci
litie
s dev
elop
ed
1. D
VC
-A
2. D
ICT
A1.
3.3.
2: B
andw
idth
ca
paci
ty a
nd e
ffici
ency
of
net
wor
k se
rvic
es
1. D
VC
-A
2. D
ICT
Mzumbe University Corporate Strategic Plan 2017/2018 – 2021/2022 28
Area Strengths Weaknesses Opportunities Challenges Processes and procedures for service delivery
Clear procedures and process are available for different functions and service delivery in the University
1) Lack of a computerized records management system 2) Lack of a systematic mechanism for reviewing policies, rules, regulations, guidelines and manuals 3)Inadequate decentralized administrative functions
4) Inadequate institutional performance monitoring and evaluation framework
1)Available national guidelines and procedures and processes for service delivery 2) Availability of opportunities for benchmarking with other institution on good practice
1) Delayed management decisions
2) Inefficiency in performance of some of the management functions
Leadership 1) Leadership is participatory involving all stakeholders 2) Competent, visionary and committed leaders who embrace a culture of excellence
3) Creation of collaboration with other institutions
1) Lack of grooming system to mentor future leaders. 2) Overstaying in acting positions due to delays in appointment of substantive officers
1) The number of universities is increasing which provide opportunities for collaboration and benchmarking 2) Capacity of the University to initiate a mentoring programme and creating a pool of mentors and leaders
Delay in appointing leaders once positions fall vacant
Organizational structure
Working and operational organizational structure
1) Rigidity in decision making
Availability of information and control in the
1)Bureaucratic decision-making system
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 72
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 80
Mzu
mbe
Uni
vers
ity C
orpo
rate
Str
ateg
ic Pl
an 2
017/
2018
– 2
021/
2022
74
KR
A A
: Tea
chin
g an
d Le
arni
ng
Stra
tegi
c Obj
ectiv
e St
rate
gies
Ta
rget
s Pe
rfor
man
ce In
dica
tors
R
espo
nsib
le O
ffic
e
A1.
3.3.
3: N
umbe
r of
staf
f and
stud
ents
that
ac
cess
and
use
ICT
serv
ices
1. D
VC
-A
2. D
ICT
A1.
3.4.
Req
uisi
te s
mar
t t
echn
olog
ies
for e
ffect
ive
lear
ning
and
teac
hing
for
both
stu
dent
s an
d te
ache
rs a
cqui
red
and
depl
oyed
by
June
202
2
A1.
3.4.
1: T
ype
and
num
ber o
f equ
ipm
ent
and
softw
are
depl
oyed
in
teac
hing
and
lear
ning
1. D
VC
-A
2. D
ICT
A1.
3.5:
Th
e U
nive
rsity
Loc
al A
rea
Net
wor
k (L
AN
) an
d ba
ndw
idth
ex
pand
ed t
o 60
Mbp
s to
cov
er a
ll ca
mpu
ses,
clas
ses
and
acco
mm
odat
ion
faci
litie
s by
Ju
ne
2019
A1.
3.5.
1: S
atis
fact
ory
LAN
& b
andw
idth
av
aila
ble
at a
ll ca
mpu
ses,
clas
ses a
nd
acco
mm
odat
ion
faci
litie
s
1. D
VC
-A/D
VC
-AF
2. D
ICT
A1.
3.6:
A
ll M
zum
be
Uni
vers
ity
cam
puse
s co
nnec
ted
thro
ugh
VPN
to
enha
nce
e-re
sour
ces-
and
sec
ure
data
sh
arin
g by
June
201
9
A1.
3.6.
1: A
ll M
zum
be
Uni
vers
ity c
ampu
ses
conn
ecte
d th
roug
h V
PN
1. D
VC
-A/D
VC
-AF
2. D
ICT
A1.
3.7:
W
irele
ss
LAN
(W
LAN
) ex
tend
ed
to
cove
r al
l st
uden
ts’
host
els
and
near
by r
esid
entia
l ar
eas
by 2
022
A1.
3.7.
1: W
irele
ss L
AN
av
aila
ble
in a
ll st
uden
ts’
host
els a
nd n
earb
y re
side
ntia
l are
as
1. D
VC
-A/D
VC
-AF
2. D
ICT
A1.
3.8:
C
loud
y co
mpu
ting
and
virt
ualiz
atio
n of
IC
T se
rvic
es
enha
nced
by
2022
A1.
3.8.
1: E
ffect
ive
and
effic
ient
clo
udy
com
putin
g an
d
1. D
VC
-A
2. D
ICT
Mzumbe University Corporate Strategic Plan 2017/2018 – 2021/2022 28
Area Strengths Weaknesses Opportunities Challenges Processes and procedures for service delivery
Clear procedures and process are available for different functions and service delivery in the University
1) Lack of a computerized records management system 2) Lack of a systematic mechanism for reviewing policies, rules, regulations, guidelines and manuals 3)Inadequate decentralized administrative functions
4) Inadequate institutional performance monitoring and evaluation framework
1)Available national guidelines and procedures and processes for service delivery 2) Availability of opportunities for benchmarking with other institution on good practice
1) Delayed management decisions
2) Inefficiency in performance of some of the management functions
Leadership 1) Leadership is participatory involving all stakeholders 2) Competent, visionary and committed leaders who embrace a culture of excellence
3) Creation of collaboration with other institutions
1) Lack of grooming system to mentor future leaders. 2) Overstaying in acting positions due to delays in appointment of substantive officers
1) The number of universities is increasing which provide opportunities for collaboration and benchmarking 2) Capacity of the University to initiate a mentoring programme and creating a pool of mentors and leaders
Delay in appointing leaders once positions fall vacant
Organizational structure
Working and operational organizational structure
1) Rigidity in decision making
Availability of information and control in the
1)Bureaucratic decision-making system
73 Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 81
Mzu
mbe
Uni
vers
ity C
orpo
rate
Str
ateg
ic Pl
an 2
017/
2018
– 2
021/
2022
75
KR
A A
: Tea
chin
g an
d Le
arni
ng
Stra
tegi
c Obj
ectiv
e St
rate
gies
Ta
rget
s Pe
rfor
man
ce In
dica
tors
R
espo
nsib
le O
ffic
e vi
rtua
lized
ICT
serv
ices
av
aila
ble
A1.
3.9:
All
Mzu
mbe
Uni
vers
ity
cam
puse
s con
nect
ed th
roug
h vi
deo
conf
eren
cing
syst
em b
y Ju
ne 2
022
A1.
3.9.
1: V
ideo
co
nfer
enci
ng se
rvic
es
avai
labl
e ac
ross
all
Mzu
mbe
Uni
vers
ity
cam
puse
s
1. D
VC
-A
2. D
ICT
A1.
3.10
: IC
T se
rvic
es
mai
nstr
eam
ed
in a
ll M
zum
be U
nive
rsity
fun
ctio
ns
by Ju
ne 2
022
A1.
3.10
.1: N
umbe
r and
ty
pes o
f fun
ctio
ns
perf
orm
ed u
sing
ICT
1. D
VC
-A
2. D
ICT
A1.
3.11
: At l
east
80%
of t
he a
cade
mic
st
aff
are
equi
pped
w
ith
rele
vant
di
gita
l sk
ills
on
mod
ern
teac
hing
to
ols b
y Ju
ne 2
022
A1.
3.11
.1: S
taff
trai
ning
re
port
s A
1.3.
11.2
: Per
cent
age
of
staf
f util
izin
g di
gita
l sk
ills a
nd m
oder
n te
achi
ng to
ols
1.D
VC
A
2. P
RIN
CIP
ALS
3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
A1.
3.12
: Lib
rary
Res
ourc
e U
tiliz
atio
n St
rate
gy d
evel
oped
and
dep
loye
d by
Ju
ne 2
022
A1.
3.12
.1: L
ibra
ry E
-Re
sour
ce U
tiliz
atio
n St
rate
gy in
pla
ce
1. D
VC
-A
2. D
LTS
A1.
3.13
: Th
ree
(3)%
of
prin
t an
d e-
reso
urce
s fr
om c
omm
erci
al a
nd o
pen
sour
ces
of
the
resp
ectiv
e ye
ar
acqu
ired
annu
ally
A1.
3.13
.1: P
erce
ntag
e of
pr
int a
nd e
-res
ourc
es
acqu
ired
from
ope
n so
urce
s ann
ually
1. D
VC
-A
2. D
LTS
A1.
3.14
: At l
east
50%
of a
ll ac
adem
ic
prog
ram
mes
at
Mzu
mbe
Uni
vers
ity
A.1
.3.1
4.1:
Per
cent
age
of
prog
ram
mes
in b
lend
ed
1. D
VC
-A
2. D
EAN
S/D
IREC
TORS
Mzumbe University Corporate Strategic Plan 2017/2018 – 2021/2022 28
Area Strengths Weaknesses Opportunities Challenges Processes and procedures for service delivery
Clear procedures and process are available for different functions and service delivery in the University
1) Lack of a computerized records management system 2) Lack of a systematic mechanism for reviewing policies, rules, regulations, guidelines and manuals 3)Inadequate decentralized administrative functions
4) Inadequate institutional performance monitoring and evaluation framework
1)Available national guidelines and procedures and processes for service delivery 2) Availability of opportunities for benchmarking with other institution on good practice
1) Delayed management decisions
2) Inefficiency in performance of some of the management functions
Leadership 1) Leadership is participatory involving all stakeholders 2) Competent, visionary and committed leaders who embrace a culture of excellence
3) Creation of collaboration with other institutions
1) Lack of grooming system to mentor future leaders. 2) Overstaying in acting positions due to delays in appointment of substantive officers
1) The number of universities is increasing which provide opportunities for collaboration and benchmarking 2) Capacity of the University to initiate a mentoring programme and creating a pool of mentors and leaders
Delay in appointing leaders once positions fall vacant
Organizational structure
Working and operational organizational structure
1) Rigidity in decision making
Availability of information and control in the
1)Bureaucratic decision-making system
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 74
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 82
KR
A A
: Tea
chin
g an
d L
earn
ing
A1.
3.14
: At l
east
50%
of a
ll ac
adem
ic p
rogr
amm
es a
t M
zum
be U
nive
rsity
ava
ilabl
e in
ble
nded
or
e-le
arni
ng m
odes
by
June
202
2
A1.
4.1:
Ten
(10)
new
pr
ogra
mm
es(3
spe
cial
ized
Ph
D, 4
Mas
ter’
s an
d 3
Bach
elor
de
gree
pro
gram
mes
) dev
elop
ed
by Ju
ne 2
022
A1.
4.2:
Stu
dent
s’ e
nrol
men
t in
crea
sed
by 1
9% fo
r
Und
ergr
adua
te- a
nd 9
%
Post
grad
uate
stu
dent
s by
June
20
22
A1.
4.3:
Eac
h Sc
hool
, Fac
ulty
an
d In
stitu
te e
nrol
ls a
t lea
st 1
0 Ph
D s
tude
nts
per
year
A1.
4: D
esig
ning
an
d la
unch
ing
new
pro
gram
mes
w
ith e
mph
asis
in
reor
ient
ing
exis
ting
prog
ram
mes
tow
ards
na
tiona
l asp
irat
ions
an
d m
arke
t dem
and
A.1
.3.1
4.1:
Per
cent
age
of
prog
ram
mes
in b
lend
ed o
r e-
lear
ning
mod
es
A1.
4.1.
1: N
umbe
r of
new
pr
ogra
mm
es a
ccre
dite
d by
TC
U a
nd la
unch
ed
A1.
4.2.
1: N
umbe
r of
U
nder
grad
uate
and
Po
stgr
adua
te s
tude
nts
enro
lled
A1.
4.3:
Num
ber
of P
hD
stud
ents
enr
olle
d
1. D
VC
-A2.
DEA
NS/
DIR
ECTO
RS
3. H
OD
s
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 83
KR
A A
: Tea
chin
g an
d L
earn
ing
A1.
5.1:
Exi
stin
g cu
rric
ula
revi
ewed
and
alig
ned
to m
arke
t ne
eds
as a
ppro
pria
te o
n an
nual
ba
sis
star
ting
from
by
July
201
7
A1.
6.1:
One
trac
er s
tudy
co
nduc
ted
by e
ach
Cam
pus
Col
lege
, Sch
ool,
Fac
ulty
and
In
stitu
te b
y Ju
ne 2
022
A1.
6.2:
Str
ateg
y fo
r st
reng
then
ing
linka
ge w
ith
empl
oyer
s/in
dust
ry d
evel
oped
an
d de
ploy
ed b
y D
ecem
ber
2018
A1.
6.3:
Qua
ntity
and
qua
lity
of
lear
ning
res
ourc
es im
prov
ed b
y Ju
ne 2
019
A1.
5: Im
prov
ing
curr
icul
a to
mee
t cu
rren
t lab
our
mar
ket n
eeds
A1.
6: D
evel
op
dem
and
driv
en
prog
ram
mes
to
mee
t sta
keho
lder
s’
need
s
A1.
5.1.
1: N
umbe
r of
cu
rric
ula
revi
ewed
A1.
6.1.
1: T
race
r st
udy
cond
ucte
d an
d re
port
av
aila
ble
A1.
6.2.
1: S
trat
egy
deve
lope
d an
d op
erat
iona
l
A1.
6.3.
1: N
umbe
r an
d qu
ality
of l
earn
ing
reso
urce
s
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 84
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ces
B1.1
.1: C
omm
unity
En
gage
men
t and
Ext
erna
l Li
nkag
es P
olic
y de
velo
ped
by
June
201
8
B1.1
.2: C
olla
bora
tion
with
na
tiona
l, re
gion
al a
nd
inte
rnat
iona
l ins
titut
ions
eh
ance
d by
June
201
8
B1.1
.2.1
: Num
ber
of n
ew
colla
bora
tions
est
ablis
hed
and
oper
atio
nal
B1.2
.1: B
usin
ess
ente
rpri
ses
and
orga
niza
tions
with
pot
entia
l fo
r pa
rtne
rshi
p id
entifi
ed a
nd
part
ners
hip
esta
blis
hed
by Ju
ne
2022
B1.2
.2: S
trat
egie
s fo
r de
velo
ping
app
licat
ions
and
sy
stem
s th
at a
re b
ased
on
indu
stry
/com
mun
ity s
peci
fic
case
pro
blem
s de
velo
ped
by
June
202
0
B1: T
o en
hanc
e co
llabo
ratio
n an
d pa
rtne
rshi
p be
twee
n th
e U
nive
rsity
and
oth
er
natio
nal,
regi
onal
an
d in
tern
atio
nal
inst
itutio
ns
B1.1
: Enh
ance
ut
iliza
tion
of
exis
ting
and
new
co
llabo
ratio
ns
B1.2
: Est
ablis
h an
d en
hanc
e pa
rtne
rshi
p w
ith
mor
e pr
ivat
e en
terp
rise
s an
d pu
blic
or
gani
zatio
ns
B1.1
.1.1
: Pol
icy
deve
lope
d an
d op
erat
iona
l
B1.2
.1.1
: Num
ber
of
part
ners
hip
esta
blis
hed
and
oper
atio
nal
B1.1
.2.2
: Num
ber
of
exis
ted
colla
bora
tions
re
view
ed o
pera
tiona
l
B1.2
.2.1
: Str
ateg
ies
deve
lope
d an
d in
use
1. D
VC
-A2.
DEL
CE
1. V
C2.
DV
C-A
3. P
RIN
CIP
ALS
4. D
EAN
S/ D
IREC
TOR
S5.
HoD
s
1. V
C2.
DV
C-A
3. P
RIN
CIP
ALS
4. D
EAN
S/ D
IREC
TOR
S5.
HoD
s
1. D
VC
A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 85
KR
A A
: Tea
chin
g an
d L
earn
ing
B1.2
.3.1
: A w
eb-b
ased
ap
plic
atio
n de
velo
ped
and
used
B1.3
.1: M
U C
onsu
ltanc
y Po
licy
and
Ope
ratio
nal P
roce
dure
s re
view
ed b
y Ju
ne 2
018
B1.3
.2: G
uide
lines
for
mon
itori
ng a
nd e
valu
atio
n of
qua
lity
of c
onsu
ltanc
y an
d ou
trea
ch s
ervi
ces
dev
elop
ed
and
depl
oyed
by
June
201
8
B1.3
.3: C
apac
ity b
uild
ing
trai
ning
of s
taff
in s
olic
iting
an
d de
liver
y of
con
sulta
ncy
and
outr
each
pro
ject
s co
nduc
ted
annu
ally
B1.3
: Inc
reas
e nu
mbe
r of
co
nsul
tanc
y
assi
gnm
ents
and
ou
trea
ch p
roje
cts
B1.2
.3: C
ompu
teri
zed
syst
ems
for
man
agin
g pa
rtne
rshi
ps a
nd
colla
bora
tion
info
rmat
ion
and
co
ntac
ts e
stab
lishe
d b
y Ju
ne
2019
B1.3
.1.1
: Rev
iew
ed
Con
sulta
ncy
Polic
y an
d O
pera
tiona
l Pro
cedu
res
in
plac
e.
B1.3
.2.1
: Gui
delin
es
deve
lope
d an
d in
use
B1.3
.2.1
: Num
ber
of s
taff
tr
aine
d
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
DEL
CE/
DQ
A
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 86
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ces
B1.3
.4: I
nfor
mat
ion
on a
vaila
ble
cons
ulta
ncy
oppo
rtun
ities
di
ssem
inat
ed to
sta
ff b
y D
ELC
E on
mon
thly
bas
is s
tart
ing
from
D
ecem
ber
2017
B1.3
.5: E
ach
acad
emic
sta
ff
part
icip
ates
in s
olic
iting
and
im
plem
enta
tion
of a
t lea
st
one
cons
ulta
ncy
and
outr
each
pr
ojec
t per
yea
r st
artin
g fr
om
July
201
8
B1.3
.6: A
t lea
st tw
o co
nsul
tanc
y bi
ds w
on b
y ea
ch C
ampu
s C
olle
ge, S
choo
l, Fa
culty
, D
irec
tora
te a
nd In
stitu
te
annu
ally
B1.3
.4.1
: Num
ber
of
cons
ulta
ncy
oppo
rtun
ities
di
ssem
inat
ed m
onth
ly
B1.3
.5.1
: Num
ber
of
cons
ulta
ncy
and
outr
each
pr
ojec
ts s
olic
ited
and
impl
emen
ted
by a
cade
mic
st
aff
Num
ber
of c
onsu
ltanc
y bi
ds
won
DV
C-A
DEL
CE
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 87
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ces
B1.3
.7: C
onsu
ltanc
y bi
ds w
on
by M
U s
taff
incr
ease
d by
5%
an
nual
ly
B1.3
.8: A
t lea
st tw
o ou
trea
ch
prog
ram
mes
est
ablis
hed
by
each
Cam
pus
Col
lege
, Sch
ool,
Facu
lty, D
irec
tora
te a
nd
Inst
itute
ann
ually
sta
rtin
g fr
om
by Ju
ly 2
018
Perc
ent o
f con
sulta
ncy
bids
w
on
B1.3
.3.1
: Num
ber
of o
utre
ach
prog
ram
mes
est
ablis
hed
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 88
Str
ateg
ic O
bje
ctiv
eK
RA
B: L
ink
ages
an
d O
utr
each
Ser
vice
s
B1.4
: Str
engt
hen
colla
bora
tion
with
M
zum
be U
nive
rsity
A
lum
ni
B1.4
.1: M
zum
be U
nive
rsity
A
lum
ni c
ompr
ehen
sive
da
taba
se d
evel
oped
by
Dec
embe
r 20
17 a
nd a
lum
ni
in d
atab
ase
reac
hed
by Ju
ne
2018
B1.4
.2: F
ullti
me
staf
f ass
igne
d to
dea
l with
Mzu
mbe
Alu
mni
A
ssoc
iatio
n af
fair
s by
July
20
18
B1.4
.3:
Mzu
mbe
U
nive
rsity
A
lum
ni w
ebpa
ge u
pdat
ed o
n m
onth
ly b
asis
sta
rtin
g fr
om
Sept
embe
r 20
18
B1.4
.4: C
ompr
ehen
sive
onl
ine
com
mun
icat
ion
syst
em w
ith
Mzu
mbe
Uni
vers
ity A
lum
ni
esta
blis
hed
by S
epte
mbe
r 20
18
B1.4
.4.1
: Com
preh
ensi
ve
com
mun
icat
ion
syst
em
avai
labl
eB1
.4.4
.2: E
ffici
ency
and
ef
fect
iven
ess
of c
omm
unic
atio
n w
ith a
lum
ni
B1.4
.2.1
: Num
ber
of s
taff
in
Alu
mni
Offi
ce
B1.4
.3.1
: Num
ber
and
type
s of
mon
thly
upd
ates
on
the
web
page
.B1
.4.3
.2: Q
ualit
y of
alu
mni
w
ebpa
ge b
ased
on
user
fe
edba
ck r
epor
ts
B1.4
.1.1
: Com
preh
ensi
ve
alum
ni d
atab
ase
avai
labl
e by
Sc
hool
/Fac
ulty
/ C
olle
ge
B1.4
.1.2
: Num
ber
of a
lum
ni
reac
hed
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-AF
2. D
HR
A/D
C
1. D
VC
-A2.
DC
/DIC
T
1. D
VC
-A2.
DC
/DIC
T
1. D
VC
-A2.
DC
/DIC
T
1. D
VC
-A2.
DC
/DIC
T
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ce
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 89
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ce
B1.4
: Str
engt
hen
colla
bora
tion
with
M
zum
be U
nive
rsity
A
lum
ni
B1.4
.5: M
zum
be
Uni
vers
ity C
onvo
catio
n N
ewsl
ette
r av
aila
ble
onlin
e by
Dec
embe
r 20
18
B1.4
.6: S
trat
egy
for
usin
g M
zum
be U
nive
rsity
Alu
mni
in
faci
litat
ing
stud
ents
pl
acem
ents
, res
earc
h an
d ou
trea
ch a
ctiv
ities
de
velo
ped
and
depl
oyed
by
Dec
embe
r 20
18
B1.4
.5.1
: Mzu
mbe
U
nive
rsity
Con
voca
tion
New
slet
ter
acce
ssib
le
onlin
e
B1.4
.6.1
:Str
ateg
y de
velo
ped
and
dep
loye
d
1. D
VC
-A2.
DC
/DR
PS
1. D
VC
-A/D
VC
-AF
2. D
C/D
P/D
F
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 90
B2.1
: Re-
bran
d,
prot
ect a
nd s
usta
in
corp
orat
e im
age
and
visi
bilit
y of
Mzu
mbe
U
nive
rsity
B2: T
o en
hanc
e in
stitu
tiona
l im
age,
co
mm
unic
atio
n an
d br
andi
ng
B2.1
.2: I
ndic
ator
s fo
r m
onito
ring
impa
ct o
f Mzu
mbe
U
nive
rsity
’s s
ervi
ces
to
stak
ehol
ders
dev
elop
ed a
nd
depl
oyed
sta
rtin
g fr
om Ju
ly
2018
B2.1
.3: A
t lea
st 1
0% o
f Mzu
mbe
U
nive
rsity
aca
dem
ic/
prof
essi
onal
sta
ff p
artic
ipat
e in
loca
l and
inte
rnat
iona
l co
nfer
ence
s or
wor
ksho
ps
annu
ally
sta
rtin
g fr
om Ja
nuar
y 20
18
B2.1
.2.1
:Mon
itori
ng
indi
cato
rs d
evel
oped
and
de
ploy
ed
B2.1
.3.1
: Num
ber
of s
taff
pa
rtic
ipat
ing
in lo
cal a
nd
inte
rnat
iona
l con
fere
nces
or
wor
ksho
ps
B2.1
.1: C
ompr
ehen
sive
M
arke
ting
and
Com
mun
icat
ion
Stra
tegy
dev
elop
ed a
nd
depl
oyed
by
Dec
embe
r 20
17
B2.1
.1.1
: Mar
ketin
g an
d C
omm
unic
atio
n St
rate
gy
deve
lope
d an
d de
ploy
ed
1. V
C2.
DV
C-A
F2.
DC
1. D
VC
-AF
2. P
RIN
CIP
ALS
3.D
EAN
S/D
IREC
TOR
S
1. D
VC
-A/
DV
C-A
F2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ce
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 91
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ce
B2.1
.4: M
zum
be U
nive
rsity
C
lient
s’ S
ervi
ce C
hart
er
deve
lope
d an
d op
erat
iona
l by
July
201
8
B2.1
.5: M
zum
be U
nive
rsity
on
line
visi
bilit
y en
hanc
ed a
nd
mon
itore
d th
roug
hout
the
CSP
im
plem
enta
tion
peri
o
B2.1
.5.1
: Num
ber
and
qual
ity
of p
ublic
atio
ns u
ploa
ded
on
MU
web
site
B2.1
.5.2
: Num
ber
of w
ebsi
te
upda
tes
mad
e pe
r ye
ar
B2.1
.5.3
: Num
ber
of o
f vis
itors
to
MU
web
site
B2.1
.4.1
: Clie
nt S
ervi
ce
Cha
rter
dev
elop
ed a
nd in
use
1. V
C2.
DV
C-A
F3.
DH
RA
1. D
VC
-AF
2. D
C/D
ICT
2. P
RIN
CIP
ALS
3.D
EAN
S/D
IREC
TOR
S4.
DC
/DIC
T5.
HoD
s
1. D
VC
-A/D
VC
-AF
2. P
RIN
CIP
ALS
3. D
EAN
S/D
IREC
TOR
S4.
DC
/DIC
T5.
HoD
s
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 92
KR
A B
: Lin
kag
es a
nd
Ou
trea
ch S
ervi
ces
B2.1
.6: S
trat
egy
for
enga
gem
ent o
f Mzu
mbe
U
nive
rsity
Alu
mni
in
enha
ncin
g U
nive
rsity
pu
blic
ity d
evel
oped
by
Dec
embe
r 20
18
B2.1
.7:
Dir
ecto
rate
of
Com
mun
icat
ion
stre
ngth
ened
by
incr
easi
ng
num
ber
of s
taff
and
im
prov
ing
wor
king
fa
cilit
ies
by D
ecem
ber
2018
B2.1
.8: U
nive
rsity
di
gita
l mar
ketin
g m
edia
pl
atfo
rms
esta
blis
hed
and
fully
util
ized
by
2019
B2.1
.7.1
: Num
ber
of s
taff
em
ploy
ed a
nd q
ualit
y of
w
orki
ng fa
cilit
ies
acqu
ired
B2.1
.8.1
: Num
ber
of
digi
tal m
edia
pla
tfor
ms
esta
blis
hed
and
utili
zed
B1.4
.7.1
:Str
ateg
y de
velo
ped
and
de
ploy
ed
1. D
VC
-A/D
VC
-AF
2. D
C
1.D
VC
-AF
2.D
HR
A/
DC
1.D
VC
-A2.
DC
/DIC
T/D
ELC
E
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 93
KR
A C
: Res
earc
h, I
nn
ovat
ion
an
d P
ub
lica
tion
C1.
1: S
tren
gthe
n ac
adem
ic s
taff
and
st
uden
ts’ r
esea
rch
and
inno
vatio
n ca
paci
ty
C1:
To
enha
nce
and
coor
dina
te r
esea
rch
and
inno
vatio
n fo
r so
cio-
econ
omic
gr
owth
and
in
dust
rial
izat
ion
C1.
1.1:
At l
east
30%
of
acad
emic
sta
ff a
tten
d ca
paci
ty
build
ing
trai
ning
on
rese
arch
pr
ojec
t dev
elop
men
t and
m
anag
emen
t ann
ually
C1.
1.2:
Res
earc
h an
d In
nova
tion
Polic
y de
velo
ped
and
depl
oyed
by
June
201
8
C1.
1.3:
At l
east
one
m
ento
rshi
p pr
ogra
mm
e fo
r ju
nior
aca
dem
ic s
taff
in
eac
h C
ampu
s C
olle
ge,
Scho
ol, F
acul
ty, D
irec
tora
te
and
Inst
itute
initi
ated
by
Dec
embe
r 20
18
C1.
1.2.
1: R
esea
rch
and
Inno
vatio
n Po
licy
deve
lope
d an
d op
erat
iona
l
C1.
1.3.
1: N
umbe
r of
m
ento
rshi
p pr
ogra
mm
es
initi
ated
C1.
1.1.
1: N
umbe
r of
ac
adem
ic s
taff
trai
ned
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
DR
PS
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 94
C.1
.1.4
: Inf
orm
atio
n on
re
sear
ch fu
ndin
g op
port
uniti
es
diss
emin
ated
to s
taff
by
DR
PS
on m
onth
ly b
asis
sta
rtin
g fr
om
Dec
embe
r 20
17
C.1
.1.5
: Eac
h ac
adem
ic s
taff
fr
om th
e ra
nk o
f Ass
ista
nt
Lect
urer
sub
mits
to a
res
earc
h fu
ndin
g ag
ency
at l
east
one
re
sear
ch p
ropo
sal p
er y
ear,
eith
er in
divi
dual
ly o
r as
a
mem
ber
of a
team
C1.
1.6:
Eac
h C
ampu
s C
olle
ge,
Scho
ol, F
acul
ty, I
nstit
ute
and
Dir
ecto
rate
win
s at
leas
t on
e bi
g re
sear
ch p
roje
ct 2
00
mill
ion
Tanz
ania
n sh
illin
gs)
per
year
sta
rtin
g fr
om Ju
ly
2018
C.1
.1.5
.1: N
umbe
r of
res
earc
h pr
opos
als
subm
itted
to
rese
arch
fund
ing
agen
cies
by
staf
f/te
ams
per
year
C.1
.1.6
.1: N
umbe
r of
and
va
lue
rese
arch
pro
ject
s w
on
annu
ally
C.1
.1.4
.1: N
umbe
r of
res
earc
h fu
ndin
g op
port
uniti
es
diss
emin
ated
mon
thly
1. D
VC
-A2.
DR
PS
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
KR
A C
: Res
earc
h, I
nn
ovat
ion
an
d P
ub
lica
tion
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 95
C.1
.1.7
: Bud
get f
or s
mal
l co
mpe
titiv
e re
sear
ch g
rant
s al
loca
ted
annu
ally
sta
rtin
g fr
om Ju
ly 2
018
C1.
1.8:
At l
east
one
Inno
vatio
n Pr
omot
ion
Prog
ram
me
initi
ated
in e
ach
Cam
pus
Col
lege
, Sch
ool,
Facu
lty,
Dir
ecto
rate
and
Inst
itute
by
Dec
embe
r 20
19
C1.
2: S
tren
gthe
n su
ppor
tive
serv
ices
an
d fa
cilit
ies
in
cond
uctin
g re
sear
ch
and
inno
vatio
n
C1.
2.1:
Mzu
mbe
Uni
vers
ity
Inno
vatio
n an
d Bu
sine
ss
Incu
batio
n C
entr
e es
tabl
ishe
d by
June
201
9
C1.
1.8.
1: N
umbe
r of
In
nova
tion
Prom
otio
n Pr
ogra
mm
es in
itiat
ed
C1.
2.1.
1:In
nova
tion
and
Busi
ness
Incu
batio
n C
entr
e es
tabl
ishe
d an
d op
erat
iona
l
C.1
.1.7
.1: F
unds
for
smal
l co
mpe
titiv
e re
sear
ch
gran
ts a
vaila
ble
1. V
C2.
DV
C-A
/DV
C-A
F3.
DR
PS4.
DF
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
4. H
OD
s
1. D
VC
-A2.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
KR
A C
: Res
earc
h, I
nn
ovat
ion
an
d P
ub
lica
tion
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 96
C1.
2.2:
Eac
h C
ampu
s C
olle
ge,
Scho
ol, F
acul
ty, D
irec
tora
te a
nd
Inst
itute
est
ablis
hes
at le
ast o
ne
link
with
the
indu
stri
al s
ecto
r pe
r ye
ar to
pro
mot
e ac
adem
ia-
indu
stry
par
tner
ship
sta
rtin
g fr
om Ju
ly 2
019
C1.
2.2.
1: N
umbe
r of
link
s an
d pa
rtne
rshi
ps e
stab
lishe
d1.
VC
2. D
VC
-A3.
PR
INC
IPA
LS3.
DEA
NS/
DIR
ECTO
RS
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
KR
A C
: Res
earc
h, I
nn
ovat
ion
an
d P
ub
lica
tion
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 97
Mzu
mbe
Uni
vers
ity C
orpo
rate
Str
ateg
ic P
lan
2017
/201
8 –
2021
/202
2
85
KEY
RES
ULT
AR
EA C
: Res
earc
h, In
nova
tion
and
Pub
licat
ion
Stra
tegi
c O
bjec
tive
St
rate
gies
T
arge
ts
Perf
orm
ance
Indi
cato
r R
espo
nsib
le O
ffic
e
part
ners
hip
by Ju
ne 2
019
C1.
3: E
nhan
ce
publ
icat
ions
and
di
ssem
inat
ion
of
rese
arch
find
ings
and
in
nova
tions
C1.
3.1:
M
zum
be
Uni
vers
ity
Publ
icat
ion
Polic
y re
view
ed
by
Dec
embe
r 201
7
C1.
3.1.
1: P
ublic
atio
n Po
licy
revi
ewed
and
in
use
1. D
VC
-A
2. D
RPS
C1.
3.2:
Eac
h ac
adem
ic s
taff
from
the
rank
of
Le
ctur
er
prep
ares
an
d su
bmits
fo
r pu
blic
atio
n in
pe
er-
revi
ewed
and
non
-pre
dato
ry jo
urna
l at
leas
t on
e ar
ticle
per
yea
r st
artin
g Ju
ly 2
018
C1.
3.2.
1: N
umbe
r of
artic
les
subm
itted
and
/or
publ
ishe
d in
pee
r-re
view
ed a
nd n
on-
pred
ator
y jo
urna
ls
1. D
VC
-A
2. P
RIN
CIP
ALS
3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
C1.
3.3:
M
zum
be
Uni
vers
ity-b
ased
jo
urna
ls
regi
ster
ed
with
in
tern
atio
nally
re
cogn
ized
an
d ac
cred
ited
jour
nal d
atab
ases
and
/or
cita
tion
inde
xes
by Ju
ne 2
018
C1.
3.3.
1: N
umbe
r of
jour
nals
regi
ster
ed w
ith
inte
rnat
iona
l jou
rnal
da
taba
ses
and/
or c
itatio
n in
dexe
s
1. D
VC
-A
2. D
RPS
C1.
3.4:
M
zum
be
Uni
vers
ity
staf
f pu
blic
atio
ns i
n re
cogn
ized
nat
iona
l, re
gion
al
and
inte
rnat
iona
l pe
er-
revi
ewed
an
d no
n-pr
edat
ory
jour
nals
or
othe
r pu
blic
atio
ns m
edia
in
crea
sed
annu
ally
by
10%
C1.
3.4.
1: P
erce
ntag
e in
crea
se o
f pub
licat
ions
in
peer
-rev
iew
ed a
nd n
on-
pred
ator
y jo
urna
ls o
r ot
her m
edia
1. D
VC
-A
2. P
RIN
CIP
ALS
3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
C1.
3.5:
M
zum
be
Uni
vers
ity
Ope
n D
ay f
or s
how
casi
ng p
rodu
cts
and
serv
ices
pr
oduc
ed/o
ffere
d by
th
e U
nive
rsity
lau
nche
d by
Dec
embe
r
C1.
3.5.
1: M
zum
be
Uni
vers
ity O
pen
Day
la
unch
ed
1. V
C
2. D
VC
-A/D
VC
-AF
3. D
EAN
S/D
IREC
TOR
S
Mzumbe University Corporate Strategic Plan 2017/2018 – 2021/2022 28
Area Strengths Weaknesses Opportunities Challenges Processes and procedures for service delivery
Clear procedures and process are available for different functions and service delivery in the University
1) Lack of a computerized records management system 2) Lack of a systematic mechanism for reviewing policies, rules, regulations, guidelines and manuals 3)Inadequate decentralized administrative functions
4) Inadequate institutional performance monitoring and evaluation framework
1)Available national guidelines and procedures and processes for service delivery 2) Availability of opportunities for benchmarking with other institution on good practice
1) Delayed management decisions
2) Inefficiency in performance of some of the management functions
Leadership 1) Leadership is participatory involving all stakeholders 2) Competent, visionary and committed leaders who embrace a culture of excellence
3) Creation of collaboration with other institutions
1) Lack of grooming system to mentor future leaders. 2) Overstaying in acting positions due to delays in appointment of substantive officers
1) The number of universities is increasing which provide opportunities for collaboration and benchmarking 2) Capacity of the University to initiate a mentoring programme and creating a pool of mentors and leaders
Delay in appointing leaders once positions fall vacant
Organizational structure
Working and operational organizational structure
1) Rigidity in decision making
Availability of information and control in the
1)Bureaucratic decision-making system
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 84
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 98
Mzu
mbe
Uni
vers
ity C
orpo
rate
Str
ateg
ic P
lan
2017
/201
8 –
2021
/202
2
86
KEY
RES
ULT
AR
EA C
: Res
earc
h, In
nova
tion
and
Publ
icat
ion
Stra
tegi
c O
bjec
tive
Stra
tegi
es
Targ
ets
Perf
orm
ance
Indi
cato
r R
espo
nsib
le O
ffic
e
2018
C
1.3.
6:
Onl
ine
prin
ting
faci
lity
to
enha
nce
diss
emin
atio
n of
res
earc
h ou
tput
s est
ablis
hed
by Ju
ne 2
019
C1.
3.6:
Onl
ine
prin
ting
faci
lity
esta
blis
hed
and
func
tiona
l
1. D
VC
–A
2. D
RPS/
DIC
T
C1.
3.7:
M
zum
be
Uni
vers
ity
Inst
itutio
nal
Repo
sito
ry a
nd o
ther
re
sear
ch
outp
uts
diss
emin
atio
n pl
atfo
rms
equi
pped
, pop
ulat
ed w
ith
qual
ity
publ
icat
ion
and
fully
op
erat
iona
l by
June
201
9
C1.
3.7.
1: M
zum
be
Uni
vers
ity In
stitu
tiona
l Re
posi
tory
and
rese
arch
ou
tput
s dis
sem
inat
ion
plat
form
s ful
ly fu
nctio
nal
1. D
VC
–A
2.
DRP
S/D
LTS/
DIC
T
C1.
3.7.
2: N
umbe
r and
qu
ality
of p
ublic
atio
ns
uplo
aded
Inst
itutio
nal
Repo
sito
ry a
nd o
ther
re
sear
ch o
utpu
ts
diss
emin
atio
n pl
atfo
rms
1. D
VC
–A
2.
DRP
S/D
LTS/
DIC
T
KR
A D
: Gov
erna
nce
and
Adm
inis
trat
ion
Stra
tegi
c O
bjec
tive
Stra
tegi
es
Targ
ets
Perf
orm
ance
Indi
cato
r R
espo
nsib
le O
ffic
e D
1: T
o en
hanc
e fin
anci
al
mob
iliza
tion
capa
bilit
y, u
tiliz
atio
n ef
ficie
ncy
and
D1.
1: P
rude
nt fi
nanc
ial
man
agem
ent s
yste
ms
desi
gned
and
de
ploy
ed
D1.
1.1:
C
apac
ity
build
ing
trai
ning
an
d aw
aren
ess
crea
tion
to s
taff
on
publ
ic
finan
cial
la
ws,
re
gula
tions
, ci
rcul
ars
and
guid
elin
es c
ondu
cted
an
nual
ly st
artin
g fr
om Ju
ly 2
017
D1.
1.1.
1: N
umbe
r of s
taff
trai
ned
and
trai
ning
re
port
s
1. D
VC
-AF
2. P
RIN
CIP
ALS
3.
DEA
NS/
DIR
ECTO
RS
4. H
oDs
Mzumbe University Corporate Strategic Plan 2017/2018 – 2021/2022 28
Area Strengths Weaknesses Opportunities Challenges Processes and procedures for service delivery
Clear procedures and process are available for different functions and service delivery in the University
1) Lack of a computerized records management system 2) Lack of a systematic mechanism for reviewing policies, rules, regulations, guidelines and manuals 3)Inadequate decentralized administrative functions
4) Inadequate institutional performance monitoring and evaluation framework
1)Available national guidelines and procedures and processes for service delivery 2) Availability of opportunities for benchmarking with other institution on good practice
1) Delayed management decisions
2) Inefficiency in performance of some of the management functions
Leadership 1) Leadership is participatory involving all stakeholders 2) Competent, visionary and committed leaders who embrace a culture of excellence
3) Creation of collaboration with other institutions
1) Lack of grooming system to mentor future leaders. 2) Overstaying in acting positions due to delays in appointment of substantive officers
1) The number of universities is increasing which provide opportunities for collaboration and benchmarking 2) Capacity of the University to initiate a mentoring programme and creating a pool of mentors and leaders
Delay in appointing leaders once positions fall vacant
Organizational structure
Working and operational organizational structure
1) Rigidity in decision making
Availability of information and control in the
1)Bureaucratic decision-making system
85 Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 99
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D1.
1.1:
Cap
acity
bui
ldin
g tr
aini
ng a
nd a
war
enes
s cr
eatio
n to
sta
ff o
n pu
blic
fin
anci
al la
ws,
reg
ulat
ions
, ci
rcul
ars
and
guid
elin
es
cond
ucte
d an
nual
ly s
tart
ing
from
July
201
7
D1.
1.2:
Str
ateg
y fo
r co
st-
savi
ng th
roug
h pr
omot
ing
effic
ienc
y in
the
use
of u
tiliti
es
such
as
elec
tric
ity a
nd w
ater
de
velo
ped
and
depl
oyed
by
June
202
0
D1:
To
enha
nce
finan
cial
m
obili
zatio
n ca
pabi
lity,
util
izat
ion
effic
ienc
y an
d su
stai
nabi
lity
D1.
1: P
rude
nt
finan
cial
m
anag
emen
t sy
stem
s de
sign
ed
and
depl
oyed
D1.
1.1.
1: N
umbe
r of
sta
ff
trai
ned
and
trai
ning
rep
orts
D1.
1.2.
1: C
ost-
savi
ng
stra
tegy
ava
ilabl
e an
d in
use
D1.
1.2.
2 Pe
rcen
tage
dec
reas
e in
bill
s fo
r ut
ilitie
s
1. D
VC
-AF
2. P
RIN
CIP
ALS
3. D
EAN
S/D
IREC
TOR
S4.
HoD
s
1. D
VC
-AF
2. D
BE
1. D
VC
-AF
2. D
BE
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 100
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D1.
2.1:
Mzu
mbe
Uni
vers
ity
Inve
stm
ent P
olic
y re
view
ed
and
depl
oyed
by
Dec
embe
r 20
18
D1.
2.3:
Inco
me
gene
rate
d fr
om in
tern
al s
ourc
es
incr
ease
d by
10%
ann
ually
D.1
.2.3
.1: P
erce
ntag
e in
crea
se in
inco
me
gene
rate
d fr
om in
tern
al s
ourc
es
D1.
2.2:
Cap
acity
bui
ldin
g tr
aini
ng fo
r en
hanc
emen
t of
mob
iliza
tion
and
judi
ciou
s us
e of
fina
ncia
l res
ourc
es to
M
embe
rs o
f the
Man
agem
ent
Com
mitt
ee a
nd, H
eads
of
Dep
artm
ents
and
Uni
ts
cond
ucte
d by
Dec
embe
r 20
18
D1.
2: E
nhan
cing
th
e re
sour
ce
mob
iliza
tion
stra
tegi
es
D1.
2.1.
1: In
vest
men
t Pol
icy
revi
ewed
and
ope
ratio
nal
D1.
2.2.
1: N
umbe
r of
sta
ff
trai
ned
and
trai
ning
rep
ort
avai
labl
e
1 D
VC
-AF
2. D
P/D
F
1.
DV
C-A
F2.
D
F
1. D
VC
-AF
2. D
P/D
F
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 101
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D1.
2.4:
Str
ateg
y fo
r en
gage
men
t of
Mzu
mbe
Uni
vers
ityA
lum
niin
en
hanc
ingU
nive
rsity
re
sour
cem
obili
zatio
n de
velo
ped
by D
ecem
ber
2018
D2.
1.1:
App
ropr
iate
sof
twar
e
for
data
pro
cess
ing
proc
ured
by
June
201
9
D2.
1.2:
Uni
vers
ity D
ata
Man
agem
ent U
nit e
stab
lishe
d by
June
202
2
D2.
1.3:
Fac
ts a
nd F
igur
es
book
let p
rodu
ced
annu
ally
D2.
1.3.
1: F
acts
and
Fi
gure
s bo
okle
t ava
ilabl
e
D2.
1.2.
1: D
ata
Man
agem
ent
Uni
t est
ablis
hed
and
oper
atio
nal
D2:
To
enha
nce
appl
icat
ion
of
info
rmat
ion
man
agem
ent
syst
ems
in a
cade
mic
an
d ad
min
istr
ativ
e fu
nctio
ns
D2.
1: E
nhan
cing
sy
stem
s of
col
lect
ing,
pr
oces
sing
and
di
ssem
inat
ing
Mzu
mbe
Uni
vers
ity
info
rmat
ion/
dat
a
D1.
2.4.
1:St
rate
gy d
evel
oped
an
d de
ploy
ed
D1.
2.2.
1: N
umbe
r of
sta
ff
trai
ned
and
trai
ning
rep
ort
avai
labl
e
1. D
VC
-A/D
VC
-AF
2. D
P/D
F
1. D
VC
-AF
2. D
P/H
PMU
1. D
VC
-AF
2. D
P
1. D
VC
-A/D
VC
-AF
2. D
P
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 102
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D2.
1.4:
Eac
h C
ampu
s C
olle
ge,
Scho
ol, F
acul
ty, D
irec
tora
te
and
Inst
itute
pre
pare
s a
CSP
im
plem
enta
tion
repo
rt a
s pe
r
the
reco
mm
ende
d re
port
ing
sche
dule
s
D3.
1.1:
Ris
k R
egis
ter
prep
ared
by
Jun
e 20
18
D3.
1.2:
Est
ate
Dev
elop
men
t an
d M
anag
emen
t Pol
icy
deve
lope
d an
d de
ploy
ed b
y Ju
ne 2
018
D3.
1.3:
All
appr
oved
pol
icie
s an
d gu
idel
ines
rev
iew
ed
regu
larl
y an
d as
nee
d ar
ises
st
artin
g fr
om Ju
ly 2
017
D3.
1.1.
1: R
isk
Reg
iste
r pr
epar
ed a
nd in
use
D3.
1.2.
1: E
stat
e D
evel
opm
ent a
nd
Man
agem
ent P
olic
y in
pla
ce
and
oper
atio
nal
D3.
1.3.
1: N
umbe
r of
pol
icie
s an
d gu
idel
ines
rev
iew
ed
D3:
To
Impr
ove
the
wor
king
en
viro
nmen
t for
ef
ficie
nt a
nd e
ffec
tive
serv
ice
deliv
ery
D3.
1: S
tren
gthe
n or
gani
zatio
nal
stru
ctur
e, p
olic
ies,
an
d pr
oced
ures
D2.
1.4.
1: C
SP
impl
emen
tatio
n re
port
s fr
om e
ach
unit
avai
labl
e as
sc
hedu
led
1. D
VC
-A/D
VC
-AF
2. P
RIN
CIP
ALS
3. D
EAN
S/D
IREC
TOR
S 4
. HoD
s
1.V
C2.
DP/
DIA
1. D
VC
-AF
2. D
BE
1. D
VC
-AF
2. P
RIN
CIP
ALS
3. D
EAN
S/D
IREC
TOR
S
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 103
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D3.
2.1:
At l
east
265
add
ition
al
staf
f (21
5 ac
adem
ic a
nd 5
0 ad
min
istr
ativ
e), o
f whi
ch 6
0%
are
fem
ales
, are
rec
ruite
d by
Ju
ne 2
022
to im
prov
e st
aff:
stud
ent r
atio
and
qua
lity
of
acad
emic
and
adm
inis
trat
ive
serv
ices
D3.
2: In
crea
se th
e nu
mbe
r an
d qu
ality
of
sta
ff
D3.
2.1.
1: N
umbe
r an
d qu
ality
of a
cade
mic
and
ad
min
istr
ativ
e st
aff r
ecru
ited
D3.
2.2.
1: N
umbe
r of
ad
min
istr
ativ
e st
aff t
hat
atte
nd s
hort
-ter
m tr
aini
ng
D3.
2.3.
1: N
umbe
r of
ad
min
istr
ativ
e st
aff t
hat
part
icip
ated
in lo
ng-t
erm
tr
aini
ng
D3.
2.2:
At l
east
25
adm
inis
trat
ive
staf
f, of
whi
ch
60%
are
fem
ales
, att
end
shor
t-te
rm c
apac
ity b
uild
ing
trai
ning
an
nual
ly
D3.
2.3:
At l
east
15
adm
inis
trat
ive
staf
f of w
hich
60
% a
re fe
mal
es a
tten
d lo
ng-
term
trai
ning
by
June
202
2
1. D
VC
-A/D
VC
-AF
2. D
HR
A
1. D
VC
-AF
2. D
HR
A
1. D
VC
-A/D
VC
-AF
2. D
HR
A
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 104
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D3.
2.4:
At l
east
40
acad
emic
st
aff,
of w
hich
60%
are
fem
ales
, ar
e tr
aine
d to
Mas
ter’
s de
gree
le
vel b
y Ju
ne 2
022
D3.
2.5:
At l
east
50
acad
emic
st
aff,
of w
hich
60%
are
fem
ales
, ar
e tr
aine
d to
PhD
deg
ree
leve
l by
June
202
2
D3.
2.7:
Mzu
mbe
Uni
vers
ity
staf
f are
fully
equ
ippe
d w
ith
rele
vant
ICT
skill
s by
202
2
D3.
2.7.
1: M
zum
be
Uni
vers
ity s
taff
equ
ippe
d w
ith r
elev
ant I
CT
skill
s
D3.
2.6:
Sta
ff R
eten
tion
Polic
y de
velo
ped
and
depl
oyed
by
June
201
9
D3.
2.6.
1: S
taff
Ret
entio
n Po
licy
in p
lace
and
op
erat
iona
l
D3.
2.4.
1: N
umbe
r of
sta
ff
awar
ded
Mas
ters
deg
rees
D3.
2.4.
4: N
umbe
r of
sta
ff
awar
ded
PhD
deg
rees
1. D
VC
-A/D
VC
-AF
2. D
HR
A
1. D
VC
-A/D
VC
-AF
2. D
HR
A
1. D
VC
-AF
2. D
HR
A
1. D
VC
-A/D
VC
-AF
2. D
EAN
S/D
IREC
TOR
S3.
HO
Ds
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 105
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D4.
1.1:
Stu
dent
s’ C
ouns
ellin
g U
nit e
stab
lishe
d by
June
201
9
D4.
1.2:
One
soc
ial s
urve
y co
nduc
ted
by Ju
ne 2
022
D4.
1.3:
Stu
dent
s’ W
elfa
re P
olic
y de
velo
ped
and
appr
oved
by
June
201
8
D4.
2.1:
Tw
o so
ccer
pitc
hes
and
co
urts
of b
aske
tbal
l, ne
tbal
l, vo
lleyb
all a
nd te
nnis
at t
he
Mai
n C
ampu
s re
nova
ted
by
June
202
2
D4.
1.2.
1: S
ocia
l sur
vey
cond
ucte
d an
d re
port
av
aila
ble
D4.
1.3.
1: S
tude
nts’
Wel
fare
Po
licy
in p
lace
D4.
2.1:
Num
ber
of s
port
s pi
tche
s re
nova
ted
and
used
D4.
2.2.
1: M
ultip
urpo
se
Hal
l con
stru
cted
and
fu
rnis
hed
D4.
2.2:
One
mul
tipur
pose
H
all c
onst
ruct
ed a
t the
Mai
n C
ampu
s by
June
202
2
D4.
1: S
tren
gthe
n st
uden
ts’ a
cade
mic
an
d so
cial
co
unse
lling
ser
vice
s
D4.
2: E
nhan
ce
stud
ents
’ and
sta
ff
part
icip
atio
n in
spo
rts
and
gam
es
D4.
To
mai
nstr
eam
cr
oss-
cutt
ing
issu
es i
n al
l M
zum
be U
nive
rsity
op
erat
ions
D4.
1.1.
1: S
tude
nts’
C
ouns
elin
g U
nit e
stab
lishe
d an
d op
erat
iona
l
1. D
VC
-AF
2. D
SW
1. D
VC
-AF
2. D
SW
1. D
VC
-AF
2. D
SW
1. D
VC
-AF
2. D
SW/D
BE
1. D
VC
-AF
2. D
SW/D
BE
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 106
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D4.
3.1:
Mzu
mbe
Uni
vers
ity
Gen
der
Polic
y re
view
ed b
y D
ecem
ber
2018
D4.
3.2:
Gen
der
issu
es
mai
nstr
eam
ed in
MU
pr
ogra
mm
es a
nd o
pera
tiona
l by
June
202
2
D4.
3.3:
Gen
der
empo
wer
men
t an
d aw
aren
ess
cam
paig
ns
cond
ucte
d tw
ice
duri
ng th
e C
SP im
plem
enta
tion
peri
od
D4.
3: M
ains
trea
min
g ge
nder
issu
es in
U
nive
rsity
ope
ratio
ns
D4.
3.1.
1: R
evie
wed
Gen
der
Polic
y in
pla
ce
D4.
3.2.
1: G
ende
r m
ains
trea
med
pro
gram
mes
an
d op
erat
ions
D4.
3.3.
1: N
umbe
r of
ge
nder
em
pow
erm
ent a
nd
awar
enes
s pr
ogra
mm
es
cond
ucte
d
D4.
3.3.
2: N
umbe
r of
sta
ff
and
stud
ents
that
par
ticip
ate
in th
e pr
ogra
mm
es
1. D
VC
-A/D
VC
-AF
2. ID
S/D
SW
1. D
VC
-A/D
VC
-AF
2. P
RIN
CIP
ALS
3. D
EAN
S/D
IREC
TOR
S4.
HoD
s
1. D
VC
-A/
DV
C-A
F2.
IDS/
DSW
1. D
VC
-A/
DV
C-A
F2.
IDS/
DSW
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 107
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D4.
4.1:
Env
iron
men
t M
anag
emen
t Com
mitt
ee
esta
blis
hed
by Ju
ne 2
018
D4.
4.2:
Was
te M
anag
emen
t Po
licy
and
syst
ems
deve
lope
d an
d de
ploy
ed b
y Ju
ne 2
019
D4.
5.1:
Sec
urity
in a
ll M
zum
be
Uni
vers
ity c
ampu
ses
and
faci
litie
s en
hanc
ed th
roug
hout
th
e C
SP im
plem
enta
tion
peri
od
D4.
4.2.
1: W
aste
Man
agem
ent
Polic
y in
pla
ce
D4.
4.2.
2: In
cine
rato
r co
nstr
ucte
d an
d in
use
D4.
5.1.
1: N
umbe
r of
sec
urity
po
ints
est
ablis
hed
and
man
ned
by q
ualifi
ed a
nd
wel
l-eq
uipp
ed S
ecur
ity
Gua
rds
D4.
4: E
nhan
ce
envi
ronm
ent
man
agem
ent
D4.
5: S
tren
gthe
n se
curi
ty s
ervi
ces
with
in a
nd a
roun
d M
zum
be U
nive
rsity
C
omm
unity
D4.
4.1.
1: E
nvir
onm
ent
Man
agem
ent C
omm
ittee
in
plac
e
1.D
VC
-AF
1. D
VC
-AF
2. D
HC
S
1. D
VC
-AF
2. D
HC
S
1. D
VC
-AF
2. S
ECU
RIT
Y O
FFIC
ER I
NC
HA
RG
E
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 108
KR
A D
: Gov
ern
ance
an
d A
dm
inis
trat
ion
D4.
5.2:
Com
preh
ensi
ve
asse
ssm
ent o
f sec
urity
st
atus
and
ris
ks in
all
cam
puse
s co
nduc
ted
by
Dec
embe
r 20
18
D4.
5.3:
Mzu
mbe
Uni
vers
ity
Secu
rity
Pol
icy
deve
lope
d an
d ap
prov
ed b
y Ju
ne 2
019
D4.
5.2.
1: S
ecur
ity s
tatu
s an
d ri
sks
asse
ssm
ent r
epor
t in
plac
e
D4.
5.3.
1: U
nive
rsity
Sec
urity
Po
licy
in p
lace
1. D
VC
-AF
2. S
ECU
RIT
Y O
FFIC
ER IN
CH
AR
GE
1. D
VC
-AF
2. S
ECU
RIT
Y O
FFIC
ER
IN C
HA
RG
E
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 109
KR
A E
: Nat
ion
al A
gen
da
E1.1
.1: A
t lea
st th
irty
(30%
) pe
rcen
t of s
tude
nts
and
staf
f pr
ovid
ed w
ith H
IV/A
IDS
prev
entiv
e ed
ucat
ion
and
serv
ices
ann
ually
E1.1
.2: V
olun
tary
Cou
nsel
ing
and
Test
ing
serv
ices
im
prov
ed th
roug
hout
the
CSP
im
plem
enta
tion
peri
od
E1.1
.2.1
: Num
ber
of p
eopl
e re
ceiv
ing
qual
ity V
CT
serv
ices
E1.1
: Pro
mot
e pr
even
tive
mea
sure
s an
d se
rvic
es to
co
mba
t H
IV/A
IDS
E1: T
o im
prov
e he
alth
ser
vice
s a
nd
redu
ce H
IV/A
IDS
infe
ctio
ns
E1.1
.1.1
: Per
cent
age
of s
taff
an
d st
uden
ts r
ecei
ving
pr
even
tive
educ
atio
n an
d se
rvic
es
E1.1
.1.2
: Lev
el o
f aw
aren
ess
on H
IV/A
IDS
1. D
VC
-AF
2. D
HC
S
1. D
VC
-AF
2. D
HC
S
1. D
VC
-AF
2. D
HC
S
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 110
KR
A E
: Nat
ion
al A
gen
da
E1.2
.1: P
ropo
sal t
o up
grad
e M
zum
be U
nive
rsity
Hea
lth
Cen
tre
to h
ospi
tal p
repa
red
by
June
202
2
E1.2
.2: M
beya
Cam
pus
Col
lege
di
spen
sary
ser
vice
s im
prov
ed
by e
xpan
ding
the
build
ing
and
faci
litie
s by
June
202
2
E1.2
.3: E
mer
genc
y an
d In
tens
ive
Car
e U
nits
at
Mzu
mbe
Uni
vers
ity H
ealth
C
entr
e es
tabl
ishe
d by
June
202
2
E1.2
.4: S
uppl
y of
ess
entia
l dr
ugs
and
med
ical
equ
ipm
ent
stre
ngth
ened
by
June
202
0
E1.2
: Im
prov
e he
alth
se
rvic
es a
nd s
ocia
l re
spon
sibi
lity
E1.2
.1.1
: Pro
posa
l to
upgr
ade
Mzu
mbe
U
nive
rsity
Hea
lth C
entr
e av
aila
ble
E1.2
.2.1
: Dis
pens
ary
build
ing
expa
nded
and
ot
her
faci
litie
s in
pla
ce
E1.2
.3.1
: Em
erge
ncy
and
Inte
nsiv
e C
are
Uni
ts
esta
blis
hed
and
func
tiona
l
E1.2
.4.1
: Ess
entia
l dru
gs a
nd
med
ical
equ
ipm
ent s
uppl
ied
and
avai
labl
e as
nee
ded
1. D
VC
-AF
2. D
HC
S
1. D
VC
-AF
2. P
RIN
CIP
AL
3. D
HC
S4.
DBE
1. D
VC
-AF
2. P
RIN
CIP
AL
3. D
HC
S
4. D
BE
1. D
VC
-AF
2. D
HC
S
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
sR
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive
Mzumbe University Corporate Strategic Plan 2017/2018 - 2021/2022 111
KR
A E
: Nat
ion
al A
gen
da
E2.1
.1: E
duca
tiona
l and
pr
even
tive
stra
tegi
es a
gain
st
corr
uptio
n te
nden
cies
and
pr
actic
es a
mon
g st
aff a
nd
stud
ents
enh
ance
d an
d en
forc
ed th
roug
hout
the
CSP
im
plem
enta
tion
peri
od
E2.1
.2: M
zum
be U
nive
rsity
A
nti-
Cor
rupt
ion
Stra
tegy
de
velo
ped
and
depl
oyed
by
June
201
9
E2.1
.3: M
zum
be U
nive
rsity
In
tegr
ity C
omm
ittee
st
reng
ther
ed b
y Ju
ne 2
018
E2.1
.3.1
: Int
egri
ty C
omm
ittee
in
pla
ce a
nd fu
nctio
nal
E2.1
.2.1
: Ant
i-co
rrup
tion
Stra
tegy
dev
elop
ed a
nd in
us
e
E2.1
: Str
engt
hen
sens
itiza
tion
prog
ram
mes
an
d m
easu
res
on p
reve
ntio
n an
d co
mba
ting
corr
uptio
n
E2: T
o ef
fect
ivel
y im
plem
ent,
enha
nce,
an
d su
stai
n A
nti-
Cor
rupt
ion
Stra
tegy
E2.1
.1.1
: Red
uced
num
ber
of
corr
uptio
n ca
ses
1. V
C
2. D
VC
-A/D
VC
-AF
3. P
RIN
CIP
ALS
4 D
EAN
S/ D
IREC
TOR
S5.
HoD
s
1. V
C
2. D
VC
-A/
DV
C-A
F3.
PR
INC
IPA
LS4.
DEA
NS/
DIR
ECTO
RS
5. H
oDs
1. V
C
2. D
VC
-A/
DV
C-A
F3.
DH
RA
Str
ateg
ies
Tar
gets
Per
form
ance
In
dic
ator
s R
esp
onsi
ble
Offi
ceS
trat
egic
Ob
ject
ive