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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

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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

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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

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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

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LIST OF ANNEXES

Annex 1: Organizational Chart of Mzumbe University…………..….......73

Annex 2: Implementation Matrix for the 4th MU Corporate Strategic Plan……….......................................................................................................….…74

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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

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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

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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

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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

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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.

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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


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.


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


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:


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.


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.


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.


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.


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


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.


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.


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.


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.


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.


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


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


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


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.


(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.


(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


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.


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.


(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.


Tab

le 1

: Maj

or S

tak

ehol

der

s of

Mzu

mb

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niv

ersi

ty

No.

Sta

keh

old

erS

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ces

Off

ered

by

MU

Sta

keh

old

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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

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ploy

th

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§Sm

ooth

lear

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pro

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es§

Inno

vativ

enes

s in

exp

ansi

on o

f int

akes

and

sel

f-fin

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ng§

Acc

ount

abili

ty

2St

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ts§

Acc

ess

to k

now

ledg

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d sk

ills

§Q

ualit

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that

mee

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f em

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t m

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Con

duci

ve le

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nvir

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mel

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tion

§Sk

ills

for

self

-em

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men

t§

Val

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3Em

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§Sk

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hum

an r

esou

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Val

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r m

oney


No.

Sta

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by

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4Em

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Bene

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cilit

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§G

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gove

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Goo

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nvir

onm

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§G

ood

imag

e to

the

publ

ic§

Job

secu

rity

5Pa

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s, G

uard

ians

&

Spon

sors

§In

form

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Secu

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§Tr

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ng t

o th

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child

ren

or

spon

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d st

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ts

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ffor

dabl

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sses

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mel

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tion

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ploy

abili

ty fo

r st

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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

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nd in

ter-

univ

ersi

ty c

olla

bora

tion

§Et

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l beh

avio

ur§

Qua

lity

staf

f and

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s

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artn

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Res

ourc

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eplo

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rdin

g to

set

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es§

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ount

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nd c

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Rea

lizat

ion

of p

roje

ct o

bjec

tives

and

qua

lity

outp

uts/

outc

omes


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


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.


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


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


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


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


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


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


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


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


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.


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.


• 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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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.


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.


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.


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.


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


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


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


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


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


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


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


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


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.


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


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


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


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


Parliament

Tanzania Commission for Universities

Annually Vice Chancellor

4 Outcome Report


End of CSP Implementation

Vice Chancellor


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.


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.


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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


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

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ies,

gu

idel

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and

pro

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for

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onito

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by

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8

A1:

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A1.

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sta

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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


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


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


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


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





















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





















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





















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





















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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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





















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





















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


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


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


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


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


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


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


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


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


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


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


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


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

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