machakos university vision statement...5.3 monitoring and evaluation 16 5.4 strategic plan...

Soaring Heights in Transforming Industry and the Economy

VISION STATEMENTA Preferred University of Excellence in Scholarship and Service Delivery

MISSION STATEMENTProvide Scholarly Education Through Training, Research and Innovation for Industrial and

Socio-economic Transformation of our Communities

MA

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UNIVER

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MACHAKOS UNIVERSITY

MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy

STRATEGIC PLAN (2017-2022)

MA

CH

AK

OS

UNIVER

SIT

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Elimu na Ustawi

MACHAKOS UNIVERSITY

MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy iii

Published by:Machakos UniversityWote Road,P.O Box 136-90100,MACHAKOS, KENYA.

Machakos University

All rights reserved. No part of this publication may be utilized in any form or by any means, electronic or mechanical, including photocopying and recording or by any information storage and retrieval system, without prior written permission from the publisher.

ISBN: xxxxxxx

First Published in 2017

Telephone: 0723-805829

Fax: Email: [email protected]: www.mksu.ac.ke

Printed by: Bantuk AgenciesTelephone: 0722 634 099

FOREWORDIt is my pleasure to write this foreword of the Machakos University Strategic Plan for 2017-2022. A

major aspiration of the key stakeholders - current and future students, is that Machakos University (MksU) shall continue to offer them relevant, excellent, competence-based, quality and affordable training and academic programs in line with the dynamic demands of the changing world. This Strategic Plan will ensure the production of market- driven holistic professionals in the area of Engineering, Business, Information Technology, Hospitality Management, Agriculture, Education, Health Sciences and other fields. Indeed, MksU aspires to be a centre of excellence in Engineering, Technology and Entrepreneurship Such professionals will be active participants and leading contributors to the national and regional industrial and economy development.

This Strategic Plan has been developed in line with the three pillars of Kenya Vision 2030. The University intends to offer modern programs and services and will work conscientiously towards the attainment of the goals we have set for ourselves in this Strategic Plan. Towards this end, we will put in place the necessary infrastructural mechanisms and mobilize the necessary resources, to build capacity and capability.

While we shall enlist the assistance of the Ministry of Education and other strategic partners in mobilizing the necessary resources, we realize that the cornerstone of our success will be our ability to generate resources internally using the available resources and utilize them prudently. The Council intends to put strategies to brand the University for enhanced visibility within Machakos County, nationally, regionally and internationally.

The proximity of the Konza Techno City and being within the Nairobi Metropolitan present opportunities to be harnessed by producing high quality graduates who will in turn be absorbed in the diverse professional fields.

DR. CHARLES MARANGACHAIRMAN OF COUNCIL

MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy iviii

PREFACE

Over the years, Machakos University College (MUC), the predecessor of Machakos University (MksU), has been delivering quality education, training and service to its students and other stakeholders within the context of the changing demands of the national and international work place and business environment. This Strategic Plan is the first step towards addressing the challenges of the higher education sector in the 21st century.

While the University has registered steady growth in enrolment and diversification of curricula, the physical facilities and technical capabilities have lagged behind, creating a mismatch within the teaching, learning and training environment and the work place. Thus, the central theme of this Strategic Plan will be knowledge generation, competence-based training, dissemination, research, innovation, technology transfer, infrastructure, modernization, rehabilitation and expansion of the capabilities of the University. We realize that in order to attain these goals within the context of continuous improvement and provision of quality and affordable education, we have to expand our resource base. This Strategic Plan seeks to forge new alliances with strategic partners in industry, community and among development partners, while at the same time encouraging greater participation and support from the Ministry of Education (MoE), other government ministries, departments and agencies.

The University recognizes that the targets set are enormous. However, with commitment and dedication of staff, students and stakeholders support, these goals will be attained within the Strategic Plan period.

I, therefore, take this opportunity to thank all those who were involved in the development of this Strategic Plan.

PROF. FRANCIS M. MATHOOKO, Ph.D., MBAAg. VICE CHANCELLOR

Table of ContentsForeword iiPreface iiiAbbreviations vi

CHAPTER ONE 11.0 HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK 1

1.1 Introduction 11.2 Pedagogical Premise 11.3 Rationale for the Strategic Plan 1

CHAPTER TWO 32.0 FUNDAMENTAL STATEMENTS 3

2.1 Mandate 32.2 Philosophy Statement 32.3 Identity Statement 32.4 Vision Statement 3

CHAPTER THREE 43.0 SITUATIONAL ANALYSIS 4

3.1 Introduction 43.2 PESTEL Analysis 43.3 SWOT Analysis 53.4 Stakeholder Analysis 8

CHAPTER FOUR 94.0 STRATEGIC FOCUS 9

4.1 Introduction 94.1.1 Strategic themes 94.1.2 Strategic goals 94.2 Academic Excellence 94.3 Human Resource Management 11 4.4 Customer Service, Marketing and Corporate Image 114.5 Research, Science, Technology and Innovation 124.6 Infrastructure 134.10 Financial Growth and Sustainability 14

MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy viivi

CHAPTER FIVE 165.0 STRATEGIC PLAN IMPLEMENTATION, MONITORING ANDEVALUATION 16

5.1 Implementation Approaches 165.2 Implementation Structure 165.3 Monitoring and Evaluation 165.4 Strategic Plan Performance Reviews, Audits and Reports 165.5 Indicators, Targets and Evaluation Procedure 165.7 Performance Contracting 185.8 Institutionalizing Strategic Plan 185.9 Evaluation 185.10 Monitoring Responsibilities 185.11 Quality Management Systems (QMS) 185.12 Reporting Mechanism 185.13 Performance Framework Layout 195.14 Risk Profiling 19

LIST OF TABLES

TABLE 3.1: MksU and Stakeholders ExpectationsTABLE 5.1: Performance Framework LayoutTABLE 5.2: Risk ProfilingTABLE A1: Academic ExcellenceTABLE A2: Human resource ManagementTABLE A3: Customer Service, Market and Corporate imageTABLE A4: Research, Science, Technology and InnovationTABLE A5: InfrastructureTABLE A6: Information Communication TechnologyTABLE A7: GovernanceTABLE A8: Collaboration and LinkagesTABLE A9: Financial Stability and Resource Mobilization

MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy ixviii

ABBREVIATIONS AND ACCRONYMSATC Accountants Technician CertificateBCE Building and Civil EngineeringCAT Continuous Assessment TestCBD Central Business DistrictCDF Constituency Development FundCEO Chief Executive OfficerCEP Continuing Education ProgrammeCOD Chairman of DepartmentCUE Commission for University EducationCPA Certified Public AccountantDED District Education BoardDRA Deputy Registrar AdmissionsDRE Deputy Registrar ExaminationsDVC (APF) Deputy Vice Chancellor (Administration, Planning and Finance)DVC (ASA) Deputy Vice Chancellor (Academic and Student Affairs)DVC (RIL) Deputy Vice Chancellor (Research Innovation and Linkages)EACE East African Certificate of EducationEFA Education for AllERB Engineers Registration BoardERS Economic Recovery StrategyEFL Education for LifeETS Environment and Transport ServicesFAED-ASO Belgium based NGOFPE Free Primary EducationHD Higher DiplomaHELB Higher Education Loans Board HOD Head of DepartmentHRA Human Resource AssistantICT Information and Communication TechnologyIGAs Income Generating ActivitiesIGUs Income Generating UnitsIMIS Institute of Management and Information StudiesISO International Organization for Standardization KCE Kenya Certificate of EducationKESSP Kenya Education Sector Support ProgrammeKJSE Kenya Junior Secondary EducationKMTC Kenya Medical Training CollegeLLE Long Life EducationLPO Local Purchase OrderM & E Monitoring and EvaluationMDAs Ministries, Departments and AgenciesMDGs Millennium Development GoalsMOE Ministry of EducationMOU Memorandum of UnderstandingMPU Maintenance and Production UnitMUC Machakos University CollegeMksU Machakos University

NEMA National Environmental Management AuthorityNITA National Industrial Training AuthorityNGO Non-Governmental OrganizationPC Performance ContractingPESTEL Political, Economic, Social, Technological, Environmental &LegalQMS Quality Management SystemRIT Research Innovation and TechnologySAGA Semi-Autonomous Government AgencySBC Small Business CentreSDGs Sustainable Development GoalsSMEs Small & Medium EnterprisesSTREEP Social, Technological Regulatory Economic Ecology and Political SWOT Strengths, Weaknesses, Opportunities and ThreatsSTI Science, Technology and InnovationTVETA Technical, Vocational and Education Training AuthorityTIVET Technical, Industrial Vocational & Education TrainingTVET Technical, Vocational & Education TrainingToT Training of TrainersTSC Teachers Service CommissionTTI Technical Training InstituteTQM Total Quality ManagementUPE Universal Primary Education

MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy xix

EXECUTIVE SUMMARYThe Machakos University Strategic Plan 2017–2022, is the first Strategic Plan for the University since

being Chartered on the 7th of October 2016. This is therefore a time for fresh planning, new thinking, and great ideas to move the University well beyond what it has experienced in the past. The future of the University is bright as the set Vision and Mission provides the guidance towards achieving the outlined strategic goals and objectives.

The strategic goals and objectives of the University are outlined in the implementation matrix of the Strategic Plan which is organized in five chapters namely: Historical, Legal and Institutional Framework; Fundamental Statements; Situational Analysis; Strategic Focus and Implementation, Monitoring and Evaluation. The implementation plan matrix, complete with strategic goals and objectives with action plans and specific activities/initiatives, performance indicators, time frame, estimated costs and responsible offices is given in Appendix 1.

Chapter One gives the introduction, pedagogical premise, and the rationale for the Strategic Plan. Chapter Two highlights the mandate of the University, its philosophy, identity statement, Vision, Mission, and Core Values. Chapter Three gives the situational analysis undertaken on current status of the University; mainly focusing on student enrolment and staff establishments. PESTEL and SWOT analysis approach are used. Chapter Four outlines the Strategic Focus of the University in terms of the Strategic Themes and Goals, the academic excellence, human resource management, customer service, marketing and corporate image, research, science technology and innovation, the infrastructure, Information and Communication Technology (ICT), governance, collaboration and linkages and financial growth and sustainability.

The Strategic Plan emphasizes on the need for the University to rely on ICT to achieve its mission of providing quality training in Engineering, Information Technology (IT), Business, Education, Agriculture, Hospitality and Tourism, Social and Applied Sciences. The University will use ICT to provide timely and useful management of information to support its operations especially automation of teaching and administrative functions. Thus ICT equipment and capacity to provide internal and external Broadband internet connectivity will be given priority.

Chapter Five highlights the Strategic Plan implementation, monitoring, and evaluation mechanisms. The work plans and budgets shall form the basis of the University’s annual performance contracts. Every department shall prepare annual work plans and budgets to guide the operations. Quality management systems shall be put in place to bench mark the process undertaken. A brief is, therefore, given on the implementation approaches used, the implementation structure, monitoring and evaluation process, the performance reviews, audits and reports, indicators, targets and evaluation procedures, risk profiling and quick wins.

40 years of financial support

1 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy

1.0 HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK

1.1 INTRODUCTION

Machakos University (MksU) was Chartered on 7th October, 2016. This Strategic Plan is a statement of intent by the Council of Machakos University (MksU) for quality teaching and training delivery in the accomplishment of its mandate of ensuring accessible, affordable, flexible and relevant academic programmes for the changing socio-economic, political and other societal needs. This Strategic Plan will, therefore, build on the foundation laid by the Strategic Plan of Machakos University College which ceased to operate after the award of Charter.

1.2 PEDAGOGICAL PREMISEThis Strategic Plan is premised on Sessional Paper No.1 of 2005: “A policy framework

for education, training and research”; Vision 2030 blue print which vouches for Research, Innovation and Technology (RIT) and United Nations Sustainable Development Goals (SDGs), 2015. This apparent shift to knowledge driven economy, widening Political, Economic, Social, Technological, Environmental and Legal (PESTEL) gaps, thus there is need to develop capacity for research and innovation. The demand for information for growth means that MksU has to align its Strategic Plan to reflect these new developments. Machakos University will contribute to the Vision through training, research and innovation for industrial and socio-economic transformation of our communities

Kenya’s Vision 2030 has spelt out strategies that are in line with the Sustainable Development Goals (SDGs) which are meant to spur development by improving social and economic conditions of her people. Among the goals are provision of quality education, industry innovation and infrastructure, poverty eradication, environmental conservation, human rights and protection of the vulnerable. This Strategic Plan is geared towards realising these goals in line with the Commission for University Education (CUE) requirements.

The University has embraced Quality Management Systems (QMS) approach in its governance and is per ISO 9001: 2015. In addition, the ideals of performance contracting are strictly observed. Given the speed of regional integration, which has been embraced in the African Continent, the University shall position itself as a preferred institution of choice in areas of Teaching, Training, Research, Innovation, Community outreach and Technology Transfer.

1.3 RATIONALE FOR THE STRATEGIC PLAN

The policy guidelines as provided by the Sessional Paper No. 1 of 2005, the launch of the TVET reforms, SDGs, sector plan for Science Technology and Innovation (STI) of 2008 to 2012 and Vision 2030 have been a wakeup call. This Strategic Plan will assist the University to:• Direct efforts and resources towards the mandate, core functions and policy priorities;• Enhance partnership with stakeholders and development partners

CHAPTER ONE

3 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)2 Soaring Heights in Transforming Industry and the Economy

2.0 FUNDAMENTAL STATEMENTS

2.1 MANDATE

The core mandate of Machakos University is to Teach, Train, conduct Research, Innovate, and Collaborate, generate new knowledge and provide Community Service.

2.2 PHILOSOPHY STATEMENT

The Philosophy of Machakos University is: “Education for Industrial and Economic Transformation.” 2.3 IDENTITY STATEMENT

Machakos University is an academic institution committed in generating and transmitting knowledge, skills and attitude through Science, Technology and Innovation for the benefit of humanity.

2.4 VISION STATEMENT

A Preferred University of Excellence in Scholarship and Service Delivery

2.5 MISSION STATEMENT

To Provide Scholarly Education through Training, Research and Innovation for Industrial and Socio-economic Transformation of our Communities

2.6 CORE VALUES• Integrity - To honestly deliver on our promises to our stakeholders• Accountability - To always be accountable in the assigned duties• Professionalism - To be committed to high standards of training and service delivery• Inclusivity - Respect for diversity• Creativity - Determination to continually improve• Teamwork - To actively work together to achieve common goals• Equity - To strive to be an equal university where meritocracy is practiced in all areas

CHAPTER TWO• Adopt to the changing environment;• Mobilise resources effectively, and;• Monitor and evaluate programmes

This Strategic Plan is a deliberate effort to determine the vision for the University and design strategies to enable achievements of the desired goals. This shall be in line with Kenya Vision 2030, SDGs, reforms in higher education sector and other emerging issues. The demand for higher education in Kenya arises from the introduction of free primary and subsidised secondary education. Therefore, the Strategic Plan is driven by a firm belief by the University Council that MksU will continue to serve its current mandate of offering access to relevant and competitive programmes.

Architect’s impression of the upcoming Tuition and Administration block


various challenges associated with technology which need to be addressed as the University progresses.3.2.4 Environmental

Kenya has established the National Environmental Management Authority (NEMA) that regulates the proper use and protection of the environment. MksU will adhere to NEMA regulations strives to mitigate against climate changes by planting trees, use of solar and biogas energy, proper waste management and rain water harvesting.

3.2.5 Legal factorsMachakos University will adhere to statutory requirements as per the Constitution of Kenya. This

Strategic Plan is in line with for example, the Basic Education Act (2013), the Employment Act (2007), The Procurement Act (2015), The Universities Act (2012), CUE guidelines and standards, and guidelines from the Ministry of Public Works.

3.3 SWOT ANALYSIS

The University carried out a Strength, Weaknesses, Opportunities and Threats (SWOT) analysis as outlined below:

3.3.1 The strengths 1. Visionary and committed leadership.2. State of art catering, conference and training facility (Le Technische)3. Location within Nairobi metropolis.4. Excellent performance in co-curricular activities.5. Good public image.6. Central location within Machakos City.7. Variety of market driven courses offered.8. Strong production unit.9. Committed staff who work as a team 10. Good ranking in performance contract rating11. The only Public University in Machakos County12. The only public University in South Eastern region offering engineering programmes.13. ISO 9001:2008 certified and is transforming to ISO 9001: 2015 certification 14. Modern and state of the art engineering equipment.15. Machakos University has become a brand.

3.3.2 Weaknesses1. Inadequate specialised human resource.2. Under development, utilization and configuration of ICT. 3. Unreliable water supply.

3.0 SITUATIONAL ANALYSIS

3.1 INTRODUCTION

This Chapter focuses on environmental factors that impact on MksU and upon which the strategic issues are based.

3.2 PESTEL ANALYSIS3.2.1 Political

The Kenyan constitutional dispensation embraces more democratic space for Kenyans where freedom of speech and association are given prominence. MksU adheres to this dispensation when dealing with student and staff affairs.

3.2.2 EconomicKenya Vision 2030 already spells out some actions that will be taken to achieve the Sustainable

Development Goals (SDGs). This Strategic Plan shall guide the University to contribute towards enabling the Country attain such goals. Due to high poverty levels, bursary from the University Council, MOE, HELB and others will support the payment of fees for deserving students. MksU strives to produce market oriented graduates who will contribute to developments.

3.3.3 Socio-CulturalKenya like the world over is undergoing rapid socio-cultural changes such as changes in life style,

family roles, gender roles and working environment. Gender issues have been rife in Kenya and other countries. At MksU, the ratio of male to female students is almost equal but some schools such as Engineering have significantly less female students. Attempts will be made to rationalize this anomaly by sensitizing and motivating female students, awarding bursaries / scholarships as necessary without compromising merit and quality.

Pressure groups have an impact on any society. The concerns of Trade unions and student leadership will be addressed by the Management of MksU. Staff may demand for better working conditions and remuneration. This Strategic Plan will prepare the MksU community for these challenges.

Kenya has many ethnic groups with diverse cultural practices. Machakos University admits students nationally and internationally. The Strategic Plan will prepare MksU fraternity to accommodate this diversity. The University will facilitate cultural interaction of all communities in the Country. Kenya is facing many socio-cultural challenges such as HIV/AIDS, drugs and substance abuse, crime and ethnic conflicts. The University recognizes that these socio-cultural challenges may have negative effects in achieving its mandate.

3.2.3 TechnologicalMachakos University has embraced the current trends in technology such as e-administration,

e-procurement, e-learning, which have enhanced efficiency in service delivery. However, there are

CHAPTER THREE


Development part-ners

• Efficient use of donations and grants• Funded project outputs

• Donor support• Stewardship• Mutual benefits

Industry • Research outputs and innovations of commercial value

• Quality graduates• Joint research and development

projects• Solutions to industrial and operational

challenges

• Sustainable partnership• Utilization of products,

services and opportunity• Collaboration• Industrial attachment • New programmes

development and reviews

Research institutions and institutions of higher learning

• Joint projects• Exchange programmes• Sharing the use of critical equipment

and other resources

• Knowledge exchange• Mutual projects support• Peer guidance• Attachment/ internship

Parents/Guardians /Sponsors

• Provide guidance and counselling• Mentorship• Ambassadorial role• Quality programmes, safety, health and

security of the students

• Provide guidance and• Counseling• Fee payment• Monitor students’ academic

performance and conduct

Alumni • Involvement in university activities and programmes

• Participate in programmes development and review

• Linkages• Ambassadorial roles

• Mentorship • Fund raising• Capacity building• Scholarship

Stakeholder Stakeholder Expectation MksU ExpectationStudents • Quality and affordable programmes

• Conformance of programmes to relevant professional regulatory bodies

• Variety of academic programmes• Health and recreation facilities• Safe accommodation• Affordable and good quality catering

services• Healthy, safe and secure environment• Defined programmes Schedules

• Discipline• Compliance with the University

rules and regulations• Academic excellence• Sanity and order• Carry out research and

innovation• Co-curricular excellence

Staff • Sustainability of the University• Defined career progression• Healthy, safe and secure Environment.• Security of tenure• Training and development

opportunities• Welfare services• Equity• Adequate remuneration.• Post-retirement (Pension) benefits

• Quality service• Meritocracy• Loyalty and sustainable• Service• Commitment• Professionalism• Team spirit

Government • Quality human resource capacity for national development.

• Programmes based on national development needs

• Innovations for Industrialization• Needs-based community extension

services and technology transfer.• Proper utilization and accounting of

resources

• Regular and adequate funding.• Development of policies that

govern university education

Community • Corporate social responsibility programmes

• Clean environment• Disciplined students• Needs-based extension services• Creation of jobs• Appropriate technologies and

innovation

• Cooperation• Responsibility• Information• Support

Table 3.1: MksU and Stakeholders Expectations


CHAPTER FOUR

4.0 STRATEGIC FOCUS

4.1 INTRODUCTION

In order to realize the University’s strategic intent and fulfil our mandate, the following strategies will guide the implementation process.

4.1.1 Strategic themes 1. Academic excellence and Production of holistic and globally competitive graduates 2. Development of human resources and protect intellectual property rights3. Customer service, Marketing and Corporate Image4. Research, Science, Technology and Innovation5. Infrastructural facilities development6. Information and Communication Technologies (ICTs)7. Governance8. Collaboration and Linkages9. Financial Stability and Resource mobilization

4.1.2 Strategic goals1. Increase access to higher education and produce holistic graduates through quality training

and research. 2. Improve productivity by attracting, developing and retaining competent and efficient work-

force.3. Develop infrastructural facilities that meet the needs of the University.4. Promote Research, Science, Technology and Innovation for economic prosperity. 5. Integrate ICTs in all areas of management, research, consultancy and teaching and learning.6. Offer efficient service to all and create a strong brand name.7. Institutionalize good governance.8. Meet the financial needs of the University.9. Establish mutually beneficial partnerships, linkages and collaborations

4.2 ACADEMIC EXCELLENCE 4.2.1 Strategic goal

To increase access to higher education and produce holistic graduates through quality teaching, training and research.

4.2.2 Strategic objectives1. To develop and offer market driven programmes

Strategies:a. Conduct market survey to establish stakeholder needsb. Review and/or revise existing programmesc. Consult with renowned scholars/experts

3.3.4 Threats1. Competition for staff and students from public and private learning institutions.2. Increased inflation.3. Competition for resources from the national government.4. Alcohol, Drug and Substance abuse, HIV/AIDS.5. High Poverty levels in the country.6. Political interference.7. Climate change.8. Terrorism and youth radicalisation.9. Socio-cultural issues.

3.4 STAKEHOLDER ANALYSIS

Machakos University recognises the need for mutual co-existence among stakeholders. Table 3.1 below identifies the various stakeholders and their expectations.

Part of the Machakos University land use Master Plan.


4.3 HUMAN RESOURCE MANAGEMENT

Human resources are the most crucial factors for realization of an organizations’ competitive advantage. Without them an organization cannot exist. MksU endeavors to attract qualified and motivated staff for the right jobs, maintain, develop and retain them. These efforts will enable the realization of the University’s Vision. Currently MksU has 246 non-academic and 202 academic staff.

Among the challenges facing the University is inadequate staff and remuneration of the current staff due to the transition from a T.T.I/University College to University. Some of the human resource development and management concerns that shall be addressed in this Strategic Plan include: Staff development, recruitment, promotion and retention of staff, remuneration policies labor relations and employee welfare. The number and quality of the staff at the university currently does not match the recently mounted University programmes. These human resource challenges need to be addressed carefully to take care of employee work load and enhance staff morale. The University therefore shall develop a comprehensive staff development policy to address staff training needs. Besides, an adequate appraisal and promotion system shall be put in place in order to avoid staff de-motivation.

4.3.1 Strategic goalTo improve productivity by attracting, developing and retaining competent, committed and efficient

workforce.

4.3.2 Strategic objectives(1) To develop staff competences. Strategies:

a. Source and award scholarshipsb. Collaborate with other universities and institutions for capacity buildingc. Develop fee policy for staff studying in MksU.

(2) Maintain optimum staff complement Strategies:

a. Mobilize additional funding for staff recruitmentb. Enhance work environment to attract and retain relevant talentc. Improve hiring practices ensuring inclusivity d. Provide competitive remuneration packages

4.4 CUSTOMER SERVICE, MARKETING AND CORPORATE IMAGE

Machakos University is committed to the provision of quality service to all its customers. This commitment is in recognition of the fact that customers are the lifeline of any business. Customers need to be handled with care through efficient and effective service delivery.

4.4.1 Strategic GoalTo offer efficient and effective service to all stakeholders/customers and create a strong brand name.

d. Consult with relevant regulatory bodies and/or oversight bodiese. Benchmark with international institutionsf. Collaborations and partnerships.g. Training and exposure of staff.h. Develop and mount market driven programmesi. Attract and retain competent /qualified staffj. Improve and enhance staff welfarek. Promote staff development and retool staff on pedagogy

(2) Establish effective academic quality assurance. Strategies:

a. Operationalize academic quality assurance Directorateb. Modernize Library Services and enhance the learning environment. c. Establish a programme for training and sensitization on academic ethics, and integrity

(3) To promote and facilitate distance and e-learning programmes/strategies. Strategies:

a. Establish infrastructure for e-learningb. Training of students and staff on e-learningc. Develop e-learning modules d. Develop distance learning modules

(4) To improve students’ overall quality of life Strategies:

a. Improve recreational facilitiesb. Establish a modern student center c. Improve health care servicesd. Improve student counseling e. Train students on management of resourcesf. Equip students with life skillsg. Improve and ensure student securityh. Promote effective student governancei. Instill student disciplinej. Facilitate student accommodationk. Initiate students’ scholarships, awards and bursaries

(5) Generate new knowledge through research Strategies:

a. Link RIL and ASAb. Set up University research fundc. Reward innovatorsd. Establish scientific Journalse. Support participation in conferences and workshopsf. Promote registration and patenting of innovationsg. Establish Intellectual Property Rights office


f. Establish innovations hub.

(3) To Safeguard the Intellectual Property Rights of the University and its members Strategies

a. Develop and implement Intellectual Property Rights Policyb. Patent all intellectual properties in line with the relevant lawsc. Develop mechanisms and policies for networking and linkagesd. Recruit appropriate staff in IPR officee. Establish research centers/hubs.

(4) Research utilization for societal impact. Strategies:

a. Create a platform for disseminating of research findingsb. Disseminate research findings through University journals, conferences, workshops, media

and other forums.c. Promote research through collaboration across disciplines, and with National and Interna-

tional partners, MDAs, Industries and communities.d. Establish modern research facilities.e. Focus research in areas of institutional strength, opportunities and societal needs. f. Establish business and innovation incubation centres leading to industrial and technological

parks.g. Support staff attending conferences and workshops.

4.6 INFRASTRUCTURE

The University is expanding and will therefore need more teaching and learning materials, equipment, lecture rooms, water, sanitation facilities, energy, student accommodation, recreational facilities, transport, staff and student amenities and conference facilities among others. To attract the best students for graduate and undergraduate programmes, there is need to increase and upgrade lecture theatres, laboratories, workshops, library and staff offices within the Strategic Plan period.

4.6.1 Strategic goalTo develop infrastructure that meets the needs of the University.

4.6.2 Strategic Objectives(1) To provide appropriate facilities for teaching, research, consultancy and community service Strategies:

a. Review and implement the existing master plan b. Acquire additional land for expansionc. Seek funding from development partners in the provision of infrastructure and facilities.d. Integrate technological requirements. e. Mainstream disability in the architectural designs f. Incorporate environmental concerns in all the architectural designsg. Optimise infrastructural resources

4.4.2 Strategic objectives(1) To enhance service delivery to all customers/ stakeholders Strategies:

a. Review and Implement the University’s Service Delivery Charter b. Improve the students’ overall quality of lifec. Expand health care services and equip the Health Centred. Expand guidance and counselling centree. Strengthen students’ governance.

(2) To market the University and enhance its corporate image Strategies:

a. Establish and operationalize a Corporate Communications and Marketing officeb. Establish and operationalize Alumni officec. Maximize management of mainstream and social Media d. Promote participation in shows/exhibitions, conferences and workshops.

(3) Incorporate Corporate Social Responsibility in all functional areas. Strategies:

a. Build capacity in Corporate Social Responsibilityb. Establish and effectively manage MksU Bursary Fund c. Promote outreach and extension services.

4.5 RESEARCH, SCIENCE, TECHNOLOGY AND INNOVATION

Research, Science, Technology and Innovation (RSTI) are the key drivers of the economic pillar of Kenya’s Vision 2030 and SDGs. The University will embark on the development of intellectual property rights policy and a science park policy and come up with innovations that will have a significant impact locally and internationally.

4.5.1 Strategic GoalTo promote Research, Science, Technology and Innovation for economic, social and environmental

prosperity.

4.5.2 Strategic Objectives1. Promote Research, Innovation and Technology.

Strategiesa. Develop human capacitiesb. Provide appropriate infrastructure

(2) To enhance mechanisms for collaboration and linkages in research. Strategies

a. Recruit appropriate staff for the RIL Divisionb. Allocate resources to the research, innovations and linkages divisionc. Develop and implement supportive research policies d. Increase research funding e. Establish partnerships with Ministries, Departments and Agencies (MDAs), industries and

community


(3) To improve efficiency in financial management Strategies:

a. Improve efficiency in collection of fundsb. Improve efficiency and effectiveness in expenditure control.

4.9.1 Strategic GoalTo establish mutually beneficial partnerships, linkages and collaborations.

4.9.2 Strategic Objectives (1) To develop resources and technologies unavailable at MksU Strategies:

a. Identify potential collaborators and the relevant fields of collaborationb. Co-offer relevant programmesc. Subscribe to membership in renowned professional organizationsd. Use alumni to promote linkagese. Support students and staff participating in technology competitions

(2) To adopt a holistic approach to collaboration and linkages. Strategies:

a. Encourage staff pursuing further studies abroad to establish linkages and collaborationb. Initiate exchange programmes for both students and staffc. Invite renowned scholars and personalities to give public lecturesd. Promote internship and industrial attachmente. Engage adjunct and visiting Professors.

4.10 FINANCIAL GROWTH AND SUSTAINABILITY

The University shall look for alternative sources of income to augment the current ones.

4.10.1 Strategic GoalTo grow the revenue base of the University.

4.10.2 Strategic Objectives(1) To enhance existing funding sources Strategies:

a. Lobby for increased Government funding b. Engage development partners for funding assistance in research, development etc.c. Initiate and strengthen Income Generating activities and Units.

(2) To diversify sources of funding. Strategies:

a. Establish endowment and trust fundsb. Initiate alumni contributionsc. Source for scholarships d. Develop a Policy on Consultancy activity under income generating unite. Partner with organizations in businesses f. Develop new business opportunities.

Lecture theatre, workshops and laboratory block


• Provide information• Provide Feedback• Receive Feedback

Council • Approve resource allocation• Receive M&E Reports• Provide Feedback

• Design the implementation and M&E Tools• Initiate Performance Reviews and Audits• Provide performance guidelines • Submit Progress Reports to the council

• Prepare implementation Plans• Data Collection & Analysis• Submit Data to Strategy Committee• Implement Corrective/Improvement actions

• Implement activities• Provide information• Receive feedback• Provide Feedback

• Create general awareness• Prepare annual implementation plans• Collect and collate data and Information• Submit Data to the Vice Chancellor• Receive Feedback

Vice Chancellor

Strategic Plan Implementation Committee/DVC (APF/ASA/RIL)

Deans, Directors, Chairs &HOD’s

Employees/Sta�

Students’Council

Figure 1: Strategic Implementation Structure

5.6 CASCADING THE STRATEGIC PLAN

The Strategic Plan will be cascaded to all levels of the university to help the University College achieves its corporate results. Every department shall prepare its annual work plan and budget. The work plan and budget shall form the basis of university Annual Performance Contracts.

CHAPTER FIVE

5.1 IMPLEMENTATION APPROACHES

The University Council will provide the overall policy directions and guidelines, sanctioning, authorization as well as resource allocation for the attainment of strategic objectives. The Vice Chancellor will on the other hand, guide the implementation and adoption of the main Strategic Plan and performance measurement tool thereof. The Vice Chancellor will also carry out periodic strategy and performance audits and reviews to be undertaken in order to keep the Plan synchronized with emerging needs.

A select committee will be established, to oversee the creation of awareness and implementation process of the Strategic Plan. This committee will work with the Deans, Directors and Chairmen of Departments in the implementation of this Strategic Plan.

5.2 IMPLEMENTATION STRUCTURE

Figure 1 shows the structure that will be used in the Strategic Plan implementation.

5.3 MONITORING AND EVALUATION

The Monitoring and Evaluation (M&E) will be the responsibility of all Deans, Directors and Chairs of Departments in collaboration with the Strategic Plan implementation committee. Each School, Directorate and Department will be expected to collect, analyze data, and generate a report which will be forwarded to the university management through the committee.

5.4 STRATEGIC PLAN PERFORMANCE REVIEWS, AUDITS AND REPORTS

All levels, Directorates and Departments will hold departmental performance review meetings as appropriate. The reports from such meetings will be tabled for review during the Strategic Plan implementation review meetings on quarterly and annual basis.

5.5 INDICATORS, TARGETS AND EVALUATION PROCEDURE

Indicators and Targets for this Strategic Plan are shown in Implementation Matrix. The Strategic Plan will be evaluated appropriately using the following criteria

1. Relevance will focus on the allocation and optimal use of resources.2. Efficiency will assess the extent to which expected outputs are realized.3. Effectiveness will address the strategic capacity and capability to continue Strategic Plan

implementation.4. Sustainability will gauge whether the planned outcomes have been fully realized.5. Impact will evaluate the results.

5.0 STRATEGIC PLAN IMPLEMENTATION, MONITORING AND EVALUATION


Expected results

Performance indicators

Source of verification

Data collection methods

Data collection frequency

Responsibility Assumptions

5.13. PERFORMANCE FRAMEWORK LAYOUT

The performance framework to be used is illustrated in Table 5.1.

Table 5.1: Performance Framework layout

The process of monitoring and evaluation will be conducted through the internal and external evaluation mechanisms. It will be done through the following processes:

1. Quarterly milestone reports on the implementation of the Strategic Plan by each section and department, submitted to the management board.

2. Quarterly audits to assess compliance with the financial plans, budgets and fiscal discipline3. Annual review of the Strategic Plan progress.4. Tracer studies among stakeholders to assess response to the strategic objectives and to the

implementation of the plan.5. Auditing of every officer for accountability on use of resources for attaining Strategic Plan

set objectives6. Incorporate peer review mechanism.7. Linking monitoring and Evaluation to staff appraisal and reward and sanction.8. A mid-term review of the plan for amendments as necessary

5.14 RISK PROFILING

The risk profiling of this Strategic Plan is as outlined in Table 5.2.

5.7 PERFORMANCE CONTRACTING

Implementation of the Strategic Plan shall be undertaken on yearly basis through identified targets and performance indicators from the Strategic Plan to develop the university performance contract shall then be cascaded down up from the top to individual staff for implementation. This shall ensure that the identified targets are achieved.

5.8 INSTITUTIONALIZING STRATEGIC PLAN

Mainstreaming of the proposed Strategic Plan shall ensure that implementation of Strategic Plan is successful. Key among these is the structures and process that need to be congruent with other internal features of the university and the strategies being implemented at all times.

5.9 EVALUATION

This will form a critical component for successful implementation of this Strategic Plan in providing necessary feedback that will inform management in making decisions based on evidence. This shall also ensure that the degree of implementation progress is known and measurable. Monitoring of all operations at the University will also ensure that areas that need to be strengthened are supported in timely manner to ensure achievement of the desired result.

5.10 MONITORING RESPONSIBILITIES

Overall performance monitoring and evaluation shall be coordinated by the office of Performance Contracting Appraisal and Quality Management Systems(PCA&QMS) the top management Deans/Directors and heads of the departments shall undertake the responsibility of actual implementation of the Strategic Plan in their respective areas of Jurisdictions.

5.11 QUALITY MANAGEMENT SYSTEMS (QMS)

As part of assessing the university process, establishment of quality management systems (ISO 9001-2015) shall be undertaken. This shall entail documentation of quality management systems reflecting to the procedures and work instructions in all university activities scheduled internal and external audit shall always be undertaken to ascertain compliance to the requirement of ISO 9001:2015 International Standard and for continuing improvement.

The responsibility of establishing implementing and maintaining of quality management system shall be undertaken by the Directorate of Performance Contracting, and Quality Management systems (PC & QMS).

5.12 REPORTING MECHANISM

Divisions, schools, directorates, departments and units will be required to submit on monthly, quarterly and annual basis reports, to the Directorate of Performance Contracting, Appraisal and Quality Management Systems (PCA & QMS)


12. Competition 3 • Marketing• Improve infrastructure• Offer Market driven programmes• Attract and retain qualified academic staff

13. Technology 2 • Upgrade and acquire modern technology• Train staff

14. Industrial Unrest 3 • Engage continuously and proactively15. Student unrest 3 • Engage continuously and proactively16. Poor Governance 2 • Training Council and Management members

17. Legislation 1 • Monitor compliance18. Staff turn-over 2 • Retain staff

5.15 QUICK WINS

The quick win approach is prudent as it produces rapid results which motivate people and keeps them enthusiastic to support the rest of the activities. To ensure that momentum is maintained, the Plan will focus on:

1. Programmes/activities with quick wins /returns2. Hosting and facilitating residential conferences and seminars.3. Use of e-services (payment of fees, registration, procurement of goods and services).

Table 5.2: Risk Profiling

S.No Type Of Risk Weight1. Low2. Medium3. High

Strategies to Mitigate

1. Political uncertainty 2 • To plan academic calendar accordingly2. Terrorism and fundamen-

talism2 • Invest in good security machinery

• Sensitise on anti-terrorism activities3. Pandemics and natural

disasters1 • Create awareness

• Improve health facility• Disaster preparedness training

4. Drought 1 • Sinking boreholes• Rain water harvesting• Recycling water• Diversify the sources of food

5. Financial 3 • Diversify Sources of Income• Exercise prudent Financial Management (FM)• Acquire a robust FM system

6. Safety and security 2 • Hire a reputable security firm• Install security infrastructure

7. Legal 2 • Hire a Legal Officer• Negotiations• Arbitrations • Conduct a Legal audit

8. Environmental 2 • Establish safe disposal of waste• Hire/engage experts in waste management• Sensitise the community • Remove the pollutant

9. Reputation/Integrity 3 • Ensure compliance with the law• Regular audits• Public Relations• Training staff on ethics and professionalism

10. Compliance 2 • Continuous engagement with regulatory and oversight bodies

11. Socio-Cultural issues 2 • Creating awareness• Training peer Counsellors• Use religious groups

Section of graduands during the 1st graduation ceremony held on 2nd December. 2016


APP

END

IX 1

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iviti

es/I

nitia

tives

Perf

orm

ance

In

dica

tors

Tim

e Fr

ame

(Yea

rs)

Estim

ated

C

ost

(KSh

)

Res

pons

ibili

ty

17/1

818

/19

19/2

020

/21

21/2

2

To p

rovi

de

enou

gh sp

ace

and

appr

opria

te

faci

litie

s for

con-

stru

ctio

n, re

cre-

atio

n, te

achi

ng,

rese

arch

, offi

ce,

cons

ulta

ncy

and

com

mun

ity

serv

ice

Revi

ew a

nd im

plem

ent t

he

exist

ing

Mas

ter p

lan.

Acq

uire

add

ition

al la

nd fo

r ex

pans

ion.

Sour

ce fo

r fun

ds to

bu

ild a

nd

equi

p te

achi

ng fa

cilit

ies

Seek

rele

vant

appr

oval

s an

d pe

rmits

Seek

arc

hite

ctur

al

desig

n w

orks

Com

men

ce co

nstr

uc-

tion

in o

rder

of p

riorit

y

Num

ber o

f com

plet

e le

ctur

e ha

lls, c

lass

ro

oms,

labo

rato

ries,

office

s and

Ti

mel

ines

s (de

-pe

ndin

g on

fund

s av

aila

bilit

y)

√ 2

√ 2

√ 3

√ 3

√ 3

2 .5

B

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

Esta

blish

reso

urce

mob

ili-

zatio

n un

itSe

ekin

g fu

nds f

rom

de

velo

pmen

t par

tner

sA

mou

nt o

f fun

ds

raise

d√

√√

√√

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

TA

BLE

A5:

Infr

astr

uctu

re


Stra

tegi

c Ob-

ject

ive

Stra

tegy

Act

iviti

esPe

rfor

man

ce In

di-

cato

rsTi

me

Fram

e Es

timat

ed

Cos

t(K

Sh)

Res

pons

ibili

ty

17/1

818

/19

19/2

020

/21

21/2

2

Dev

elop

and

su

stai

n a

cultu

re

of g

ood

gove

rn-

ance

Trai

ning

in g

over

nanc

e, le

ader

ship

and

m

anag

emen

t

Des

ign

trai

ning

pro

-gr

amm

esTr

aine

d M

anag

emen

t√

√

50M

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

Dev

elop

goo

d go

vern

ance

po

licie

s in

line

with

G

over

nmen

t req

uire

men

ts.

Des

ign

a co

de o

f co

nduc

tA

code

of e

thic

s√

√

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

Cust

omiz

e al

l leg

al

docu

men

ts o

n co

rrup

tion

Esta

blish

corr

uptio

n pr

even

tion

com

mitt

ee

Func

tiona

l Com

mit-

tee

Redu

ced

poor

Gov

-er

nanc

e co

ncer

ns

√√

VC

Ado

pt e

mer

ging

tren

ds in

go

od g

over

nanc

e

Revi

ew G

over

nanc

e po

licie

s

Benc

hmar

king

for b

est

prac

tice

Impr

oved

Inst

itutio

n-al

ratin

g√

√

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

Impl

emen

t pro

gram

s for

th

e de

ploy

men

t of c

ore

valu

es

Esta

blish

a C

ore

Valu

es

Com

mitt

ee to

aid

in

cultu

re tr

ansf

orm

atio

n

No.

of C

ore

val-

ues-

base

d ac

tiviti

es

Impr

oved

bra

nd

perc

eptio

n

22

22

2

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

TABL

E A

7: G

over

nanc

e

Stra

tegi

c Ob-

ject

ive

Stra

tegy

Act

iviti

esPe

rfor

man

ce

Indi

cato

rsTi

me

Fram

e Es

timat

ed

Cos

t(K

Sh)

Res

pons

ibili

ty

17/1

818

/19

19/2

020

/21

21/2

2

Inte

grat

e IC

T in

m

anag

emen

t

Incr

ease

staff

cap

acity

in

ICT

Trai

ning

staff

in IC

T

Num

ber o

f sta

ff tr

aine

d in

ICT

√ 5√ 3

√ 3√ 3

√ 310

0MD

VC

(APF

)

Num

ber o

f IC

T st

aff

recr

uite

d√ 2

√ 1√ 1

√ 1√ 1

30M

DV

C (A

PF)

Prov

ide

rele

vant

ICT

infr

astr

uctu

re

Proc

ure

stat

e of

the

art

ICT

equi

pmen

tPr

ocur

ed IC

T eq

uip-

men

t√

√√

√√

25M

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

Lay

fiber

opt

ic co

n-ne

ctio

n be

twee

n al

l ad

min

istra

tion

office

s

Num

ber o

f offi

ces

conn

ectio

n by

fibe

r op

tic

√ 5√ 2

√ 2√ 2

√ 250

MV

CD

VC

(APF

)

Use

of b

iom

etric

log-

ging

syst

ems

Biom

etric

syst

em

used

√√

√√

VC

DV

C (A

PF)

Use

of I

CT

syst

ems i

n m

anag

emen

tPr

ocur

e /e

nhan

ce M

ISEn

hanc

ed m

anag

e-m

ent i

nfor

mat

ion

syst

em in

pla

ce√

√√

√√

30M

VC

DV

C (A

PF)

TABL

E A

6: In

form

atio

n Co

mm

unic

atio

n Te

chno

logy


Stra

tegi

c Ob-

ject

ive

Stra

tegy

Act

iviti

esPe

rfor

man

ce In

di-

cato

rsTi

me

Fram

e Es

timat

ed

Cos

t(K

Sh)

Res

pons

ibili

ty

17/1

818

/19

19/2

020

/21

21/2

2

To im

prov

e re

latio

ns a

nd

reso

urce

mob

ili-

zatio

n.

Esta

blish

reso

urce

s and

te

chno

logi

es th

at a

re n

ot

avai

labl

e in

Mks

U

Car

ry o

ut n

eeds

ass

ess-

men

t sur

veys

Ass

essm

ent s

urve

y re

port

s√

√√

√√

40M

DV

C (R

IL)

Iden

tify

pote

ntia

l co

llabo

rato

rsPu

blic

ize

the

Uni

vers

ity

’s co

llabo

rativ

e in

tere

stN

umbe

r of c

olla

bo-

ratio

ns2

44

44

DV

C (R

IL)

Co-

offer

sele

cted

pr

ogra

mm

esId

entif

y ar

ea o

f int

eres

tN

umbe

r of a

reas

of

inte

rest

√√

√√

DV

C (A

SA)

DV

C (R

IL)

Subs

crib

e m

embe

rshi

p to

reno

wne

d pr

ofes

siona

l or

gani

zatio

ns

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ch a

nd e

ngag

e su

it-ab

le o

rgan

izat

ion

Num

ber o

f org

aniz

a-tio

ns√

√√

√√

DV

C (A

SA)

DV

C (R

IL)

Enco

urag

e th

e cu

lture

of

colla

bora

tion

with

in th

e U

ni-

vers

ity

Enco

urag

e st

uden

ts

and

staff

to e

nter

into

co

llabo

ratio

ns

Part

icip

atio

n in

ex-

chan

ge p

rogr

amm

es

Num

ber o

f stu

dent

s an

d st

aff in

exc

hang

e pr

ogra

mm

es.

55

10√

√D

VC

(RIL

)D

VC

(ASA

)

Part

ner w

ith fu

ndin

g

agen

cies

Writ

ing

prop

osal

s to

fund

ing

agen

cies

Num

ber o

f pr

opos

als

22

34

4D

VC

(RIL

)D

VC

(ASA

)

Invi

te re

now

ned

scho

lars

to

give

pub

lic le

ctur

e

Scho

lars

and

per

son-

aliti

es g

ivin

g pu

blic

le

ctur

es

Num

ber o

f pub

lic

lect

ures

√√

√√

DV

C (R

IL)

DV

C (A

SA)

TABL

E A

8: C

olla

bora

tion

and

Link

ages

Part

ner w

ith re

leva

nt

Firm

s/ O

rgan

izat

ions

to

prom

ote

inte

rnsh

ip a

nd

indu

stria

l atta

chm

ent

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elop

a c

atal

ogue

of

st

uden

ts se

nt fo

r in

tern

ship

& in

dust

rial

atta

chm

ent

Num

ber o

f atta

ch-

men

ts

No.

of s

ucce

ssfu

l pa

rtne

rshi

ps

No.

of g

radu

ates

ab

sorb

ed in

par

tner

Fi

rms/

Org

aniz

atio

ns

√√

√√

√D

VC

(RIL

)D

VC

(ASA

)

Enga

ge in

Nat

iona

l and

In

tern

atio

nal c

onfe

renc

es

wor

ksho

p

Staff

atte

ndin

g in

tern

a-tio

nal c

onfe

renc

es a

nd

wor

ksho

ps

Num

ber o

f con

fere

nc-

es a

nd w

orks

hops

55

55

5D

VC

(ASA

)D

VC

(APF

)

Part

ner w

ith o

ther

or

gani

zatio

n an

d in

divi

dual

s for

com

mun

ity

serv

ice.

Enga

ge p

ossib

le p

art-

ners

for c

omm

unity

se

rvic

eN

umbe

r of p

artn

ers

22

22

2D

VC

(RIL

)


APPENDIX 2: LIST OF PROGRAMMES OFFERED BY THE UNIVERSITY

1. School of Business and Economicsa. PhD in Business Administrationb. Master of Business Administrationc. Master of Science (Human Resource Management)d. Bachelor of Commercee. Bachelor of Economics and Financef. Bachelor of Econometrics and Statisticsg. Bachelor of Economics h. Diploma in Human Resource Management i. Diploma in Procurement and Supply Chain Management j. Diploma in Business Management k. Diploma in Accountancy

2. School of Humanities and Social Sciencea. Bachelor of Science in Fashion Design and Marketingb. Bachelor of Arts (All)c. Diploma in Fashion Design and Marketingd. Bachelor of Science in Community Resource Managemente. Certificate in Fashion, Design and Marketing

3. School of Pure and Applied Sciencesa. Bachelor of Science (Math and Computer Science)b. Bachelor of Science (Mathematics)c. Bachelor of Science in Statisticsd. Bachelor of Science in Biology

4. School of Educationa. PhD in Educational Psychologyb. PhD in Education in Educational Planning c. PhD in Education in Administration,d. PhD in Economics of Educatione. PhD in Education in Curriculum Developmentf. Master of Education in Curriculum Developmentg. Master of Education in Communication Technologyh. Master of Educational Psychologyi. Bachelor of Education (Arts)j. Bachelor of Education (Science)k. Bachelor of Education in Early Childhood Educationl. Bachelor of Education in Special Needsm. Diploma in Educational Leadership and Managementn. Diploma in Early Childhood Educationo. Diploma in Education (Science)

Stra

tegi

c Ob-

ject

ive

Stra

tegy

Act

iviti

esPe

rfor

man

ce In

di-

cato

rsTi

me

Fram

e Es

timat

ed

Cos

t(K

Sh)

Res

pons

ibili

ty

17/1

818

/19

19/2

020

/21

21/2

2

Enha

nce

exist

-in

g fu

ndin

g

Lobb

y fo

r inc

reas

ed

Gov

ernm

ent f

undi

ng

Dev

elop

& d

eliv

er

prop

osal

s and

pre

sent

a-tio

ns to

rele

vant

MD

As.

Sens

itiza

tion

mee

tings

w

ith re

leva

nt o

ffice

s.

Goo

d ra

ppor

t with

po

litic

al le

ader

s

Perc

enta

ge In

crea

se in

fu

ndin

g

No.

of m

eetin

gs h

eld

√√ 5

√ 10%

8

√ 10%

8

√ 10%

10

30M

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

Enga

ge d

evel

opm

ent

part

ners

Writ

e fu

ndin

g pr

opos

als

Num

ber o

f fun

ded

prop

osal

s

√ 1

√ 1

√ 1

√ 1

√ 150

M

VC

DV

C (A

PF)

DV

C (A

SA)

DV

C (R

IL)

Esta

blish

and

stre

ngth

en

IGU

s and

IGA

sSt

art w

ith d

iffer

ent u

nits

Num

ber o

f IG

Us a

nd

IGA

s√

√√

√√

50M

DV

C (A

PF)

TABL

E A

9: E

xam

ple o

f Im

plem

enta

tion

Plan

for F

inan

cial

Sta

biliy

and

Res

ourc

e Mob

iliza

tion


p. Diploma in Education (Arts)

5. School of Engineering and Technologya. Bachelor of Science in Electrical and Electronics Engineeringb. Bachelor of Science in Civil Engineeringc. Bachelor of Science in Mechanical Engineeringd. Bachelor of Science (Computer Science)e. Bachelor of Information Technologyf. Bachelor of Telecommunication and Information Technologyg. Diploma in Electrical and Electronics Engineering (Power)h. Diploma in Electrical and Electronics Engineering (Telecommunications)i. Diploma in Motor Vehicle Engineeringj. Diploma in Computer Sciencek. Diploma in Mechanical Engineering (Production Option)l. Diploma in Building and Construction Technologym. Diploma in Civil Engineeringn. Diploma in Information Communication Technology

6. School of Hospitality and Tourism Managementa. Bachelor of Science (Hospitality and Tourism Management)b. Diploma in Hospitality Managementc. Diploma in Food and Beverage Management

7. School of Agriculture and Natural Resourcesa. Bachelor of Science in Agribusiness Management and Tradeb. Bachelor of Science in Agricultural Education and Extensionc. Bachelor of Environmental Studies (Community Development)d. Bachelor of Environmental Studies (Environmental Resource Conservation)e. Diploma in Agricultural Education and Extensionf. Bachelor of Environmental Scienceg. Diploma in Agricultural Education and Extension

8. School of Health Sciencesa. Bachelor of Science in Population Health

APP

END

IX 3

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CH

AK

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UN

IVER

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Y O

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NO

GR

AM

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ncel

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agem

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hairm

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cade

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ffairs

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nd T

echnolo

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lock 5

School of

Health S

cie

nces

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lock 4

School of

Pure

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ci

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School of

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es.

Tution b

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School of A

gric &

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es

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lock 6

School of

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lock 7

School of

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School of

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chool of

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lock 1

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chool of A

pplie

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ci

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chool of

Hospitalit

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NOTES

Mac

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se M

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NOTES NOTES

MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)46

Mac

hako

s Uni

vers

ity H

otel

and

Con

fere

nce

Cen

tre

(Le T

echn

isch

Resta

uran

t)

machakos university vision statement...5.3 monitoring and evaluation 16 5.4 strategic plan...

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