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UNIVERSITY OF NAIROBI SCHOOL OF ECONOMICS

STRATEGIC PLAN 2008 – 2013

Reviewed in December, 2011

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TABLE OF CONTENTS

ACRONYMS iii

PREFACE iv

FORWARD v

1. INTRODUCTION 1

1.1 History and Background 1 1.2 Structure of the School of Economics 2 1.3 Value of the Strategic Plan 4

2. THE SCHOOL’S VISION, MISSION AND CORE VALUES 5

2.0. Strategic Framework 5 2.1. Vision 5 2.2. Mission 5 2.3. Core Values 6

3. STRATEGIC ANALYSIS 7

3.1 Student Enrolment 7 3.2 SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis 7

3.2.1 Strengths 7 3.2.2 Weaknesses 8 3.2.3 Opportunities 8 3.2.4 Threats 9

4. STRATEGIC ISSUES, OBJECTIVES AND STRATEGIES 9

4.1 Strategic Issues 9 4.2 Strategic objectives 9 4.3 Strategic Objectives and Strategies 9

4.3.1 Resources and Governance 9 4.3.2. Teaching and Learning 10 4.3.3 Research, Consultancy, Innovations and Technology Transfer 11 4.3.4 Competitiveness of the School 11

5. PERFORMANCE PLAN 13

Annex: The Strategic Plan Review Committee 18

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ACRONYMS AERC - African Economic Research Consortium

CBK - Central Bank of Kenya

CHSS - College of Humanities and Social Sciences

HODs - Heads of Departments

ICT - Information and Communication Technology

M.A - Masters of Arts

MOU - Memorandum of Understanding

ODEL - Open, Distance and Electronic Learning

PhD - Doctor of Philosophy

SMB - School Management Board

UNES - University of Nairobi Enterprise Services

UON - University of Nairobi

USAID - United States Agency for International Development

WHO - World Health Organization

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PREFACE The Department of Economics never had a Strategic Plan prior to 2005. It relied on the University Act to achieve its goals and mission. The first strategic plan (2005-2010) looked into how well the Department was equipped to develop its full potential, taking into account the critical issues within the existing structures. With the conversion of the former Department of Economics into a School, a stage was set for a new Strategic Plan to be developed. This led to the 2008-2013 Strategic Plan. The two Strategic Plans took into account the relevant issues covered by the University of Nairobi, the College of Humanities and Social Sciences and the Faculty of Arts Strategic Plans. The review of this Strategic Plan (2008–2013) is an important step in setting in motion strategies and tools required to fulfill the School’s mandate and also for shaping the long run direction of the School. The review has taken into account the reviewed University of Nairobi and College of Humanities and Social Sciences Strategic Plans. It has also taken into account the School’s roadmap of conversion from a department into a school that was approved by the University of Nairobi Council in 2007. The review also re-aligns the Strategic Plan to Vision 2030 and the Kenya Constitution 2010. Ultimately, the strategies and actions in this plan are directed towards improving performance in service delivery and creating a competitive edge in the provision of quality University education. The School has a firm commitment to quality service which is hinged on the observance of the rule of law, skilled human resources, hard work, transparency, accountability, fairness and timely service delivery. Consequent to continued expansion of the school in all of its aspects, there are some equally significant challenges which include provision of adequate and relevant facilities and equipment and human resources in terms of teaching and non-teaching staff. I wish to call upon all the stake holders to come together and support the projects and activities envisioned in this plan for the School to realize its strategic focus.

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FORWARD The School of Economics produced its first Strategic Plan in 2008-2013. This was in tandem with the strategic objectives of the University of Nairobi and the College of Humanities and Social Sciences. The Strategic Plan was also in tandem with the School’s roadmap for conversion from a department into a School. Emerging opportunities, challenges and changes necessitated the review of the 2008-2013 Strategic Plan. The review has taken into account the reviewed University of Nairobi and College of Humanities and Social Sciences Strategic Plans, the need to fully implement the School’s roadmap of conversion from a department into a School and re-alignment of the strategic plan to Vision 2030 and the Kenya Constitution 2010. The reviewed Strategic Plan addresses critical issues of quality of academic programmes, efficiency and effectiveness of management, contribution to knowledge development and innovations and enhanced image and competitiveness of the School I wish to emphasize that the School of Economics is committed to the implementation of this strategic plan with support from the University of Nairobi and the College of Humanities and Social Sciences. I also assure our staff, students and our stake holders that the School is committed to repositioning itself towards our vision of “A World-Class Centre Committed to Scholarly Excellence in Training and Research in Economics”.

DR. JANE MARIARA DIRECTOR

1. INTRODUCTION

1.1 History and Background The School of Economics, the successor of the former Department of Economics, is one of the oldest units in the University of Nairobi. Economics as a discipline has been taught since 1956, when the first students into the Royal Technical College of East Africa (the predecessor to the University of Nairobi) were admitted. The Royal Technical College of East Africa, in its early establishment, had to house some other younger departments in their formative years, for example: The Department of Government (1964-1966) The Department of Sociology (1968-1976) The Center for Economic Research, which later became The Institute for Development

Studies in (1965). The then Department of Economics was a department of the Faculty of Arts and an associate member of the Faulty of Commerce. The conversion of the former Department of Economics into a School has improved the framework for instruction and research in economics and has created opportunities for designing and launching new programs that meet emerging market requirements. The School has launched several programmes since it was established in 2006. These are: Bachelor of Economics; Bachelor of Economics and Statistics; Master of Arts in the Economics of Multilateral Trading Systems (in addition to the earlier M.A. in Economics and M.A. in Economic Policy Management); and a taught Ph.D. Programme (in addition to the Collaborative PhD Programme (CPP) supported by the African Economic Research Consortium (AERC); and PhD by Thesis Only). The School continues to teach economics to Bachelor of Arts students in addition to offering service courses and common undergraduate courses to all the Faculties in the University, except Agriculture and Law. It is one of the largest units in the College of Humanities and Social Sciences. In any academic year, the School of Economics teaches and examines an average of 90 undergraduate, 27 postgraduate and 26 PhD course units. The annual average enrollment for the undergraduate programmes is about 500 for Module I and Module II. The annual enrollment for all Masters and PhD programmes is about 90 and 15 respectively.

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The School of Economics maintains a strong link with local, regional and international organisations with similar or related mandates such as the African Economic Research Consortium, which supports collaborative MA (CMAP) and Ph.D (CPP) training and research in Economics. The School also enjoy training and research collaboration in the economics of Multilateral Trading Systems with the World Trade Organization (WTO) and the UNCTAD Virtual Institute. The collaborative MA strengthens the teaching capacity of participating Departments by pooling resources and bringing all the students in their second year of study to take elective courses at a selected joint facility organized by the African Economic Research Consortium in collaboration with participating departments. The four-year collaborative PhD Programme provides a series of core courses and elective courses taught by African scholars and leading international experts at a common facility at the University of Dar-es-salaam, Tanzania. The students also take electives at a joint facility with other students from Sub Saharan Africa, under the AERC’s CPP arrangement. The final part of the programme involves students working with their supervisors (in their local universities) to determine their areas of specialization, select their dissertation topics and prepare their proposals and finalize theses. 1.2 Structure of the School of Economics Programmes

The School of Economics offers both module I and module II programmes for undergraduate and postgraduate concurrently. The School offers several programmes: Bachelor of Economics; Bachelor of Economics and Statistics; MA in Economics; MA in Economic Policy Management; MA in Economics of Multilateral Trading System; and Doctor of Philosophy in Economics. There are three variants of the doctoral programme: The Collaborative PhD Programme (CPP) supported by the African Economic Research Consortium (already described above); a taught PhD Programme modeled on the CPP; and a PhD by thesis only.

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Staff Strength Academic staff establishment rose from 15 in the early 1970s to 53 currently.

Table 1 Current Academic Staff Levels Position Establishment In Post On Leave Available

Professors 4 4 - 4

Associate Professors 8 3 3 0

Senior Lecturers 16 11 2 9

Lecturers 25 17 1 16

Tutorial Fellow - 3 1 2

Total 53 38 7 31

It is evident that the School of Economics is thin at the top and heavy at the bottom with four professors, three associate professors, (3 on leave), 11 senior lecturers (2 on leave) and 17 lecturers (1 on leave); three tutorial fellows (1 on study leave). The School has 53 positions out of which 41 have been filled, and therefore looks forward to employing 12 more to fill the establishment by 2013. Furthermore, given the continued increments of student enrollment, the School expects to increase the overall staff establishment in the coming few years. The School faces some significant challenges like any other public institution, with regards to competitive remuneration of its staff. This further constrains ability of the School to attract and retain some cadre of professional staff. However, the School still remains a major source of personnel for some senior private sector and government assignments. Non-teaching Staff The School of Economics presently has one senior administrative assistant, one secretary, four administrative staff and two copy typists. Indeed, with the rapid expansion of the School, there shall always be a review of the staff force to effectively manage the various administrative duties in accordance with the strategic objectives proposed in this plan document. The strength and capability of the School’s administrative staff reduces academic administrative load and enables them to be more efficient in teaching, examining, supervision and research activities.

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Information and well stocked library are quite critical to the School’s overall performance. Consequently, the School shall always ensure that relevant IT and library staff are recruited and facilitate availability of quality and diversified electronic and non-electronic library resources. Physical Facilities and Equipment The School is very constrained in terms of physical facilities. Currently, there are only 21 staff offices and the School seriously constrained in terms of teaching space. Currently, the School has 37 computers, 22 printers, 8 laptops, 4 projectors, 3 scanners and 2 photocopiers. The acquisition of these ICT equipments has been procured through the generous support of the University of Nairobi; AERC; Health Systems 2020 and USAID. The School is working very hard towards acquiring more ICT equipment to cater for increased student enrollment and expanded academic programmes. Structure of the School The School is headed by a Director and assisted by an Associate Director. The School comprises of three thematic areas with respective thematic heads. During the plan period, it is expected that these thematic areas shall graduate into full fledged departments. The thematic areas are as follows:

Economic Theory Mathematical and Quantitative Economics Applied Economics

Training Staff development is important for all members of staff who require further training. Members of staff have in the past taken lead in looking for own scholarships. With the decline of donor funding for such scholarships, it has now become difficult for staff to acquire such funding. The School and the University will to help build such capacity. One of the ways of achieving this goal is for the University and the School to seek collaboration with other overseas universities. 1.3 Value of the Strategic Plan Prior to 2005, the Department of Economics never had a Strategic Plan. It relied on the University Act to achieve its goals and mission. However, the Department over the years reviewed its academic programmes in response to changing circumstances and demands. The conversion of the former Department of Economics into a School created opportunities for designing and launching new programs as well as reviewing of existing programmes. The first strategic plan (2005-2010) looked into how well the Department was equipped to develop its full potential, taking into account the critical issues within the existing structures. The

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plan took into account the relevant issues covered by the University of Nairobi, the College of Humanities and Social Sciences and the Faculty of Arts Strategic Plans. As the School became a unit on its own, growing from a department within the Faculty of Arts in the restructuring process in 2006, a stage was set for a new Strategic Plan to be developed. This led to the 2008-2013 plan, now under review.

2. THE SCHOOL’S VISION, MISSION AND CORE VALUES 2.0. Strategic Framework The process of "strategic planning" involves the collective effort to answer a set of fundamental questions. These questions revolve around: what is our business? Where have we come from? Where are we today? Where do we want to be? When do we want to be there? Strategic planning involves, therefore, a careful consideration of the aspirations of the institution, articulation of its goals, identification of the strengths and weaknesses, setting priorities, and the means of achieving them. The planning process offers a periodic opportunity to take stock, to challenge the conventional wisdom, provides the inspiration to develop a strategy, and to ultimately determine the best fit in the prevailing circumstances. The guiding principles for reviewing the strategic plan were an outcome of consultations with stakeholders and a lot of research by staff on ways of improving instruction and research in economics. The School should strive to achieve world-class standards, and remain a leading centre of excellence in training and research in economics. In addition, the School has a moral responsibility to empower people’s lives and to collaborate with the stakeholders and society at large. 2.1. Vision The demand for a shared vision for the School arises from the need for a new strategic direction that will propel the School to higher levels of effectiveness, efficiency and relevance in the pursuit of its business. The School therefore aspires to be: “A World-Class Centre Committed to Scholarly Excellence in Training and Research in Economics”. 2.2. Mission The mission of the School is:

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“To provide quality university education and training and to embody the aspirations of the Kenyan people and the global community through creation, preservation, integration, transmission and utilization of knowledge in Economics”. 2.3. Core Values To realize its vision and mission, the School shall nurture certain shared values and, therefore, right values derived from the virtues and moral standards of the Kenyan and wider society.

Freedom of thought and expression. The School shall promote and defend freedom of thought and expression in academic inquiry and other activities.

Innovativeness and creativity. Innovativeness and creativity shall be the hallmark of the School’s activities as it initiates and adapts to change.

Good corporate governance, integrity, transparency and accountability. The School embraces and practices good corporate governance. In this regard, the School shall ensure that all processes and procedures are marked by efficiency, effectiveness and transparency; that all the decisions and actions are sound; that the School is accountable for its decisions and actions, that the School’s decision-making processes are participative and consultative; and that decisions and actions reflect meritocracy and are open and transparent.

Team spirit and teamwork. The School shall foster a work environment characterized by team spirit and teamwork.

Professionalism. In all its actions and interactions, the School shall maintain ethical behavior, professional etiquette and honesty.

Quality customer service. The School shall provide quality services to its clients. Responsible corporate citizenship and strong social responsibility. The School

embraces corporate social responsibility and shall ensure that all decisions and actions are marked by human dignity, equity, social justice, inclusiveness, equality, human rights and non-discrimination.

Respect for and conservation of the environment. In all its activities, the School shall strive to respect and protect the environment.

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3. STRATEGIC ANALYSIS 3.1 Student Enrolment Since 2007/2008 academic year, the student enrolment in all programmes is as detailed in table

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Table 2: Number of Students by Year of Registration Year

Undergrad. Module I

Undergrad. Module II

MA Module I

MA Module II

PhD (All)

2007/2008 0 15 17 29 1

2008/2009 300 85 12 68 13

2009/2010 296 100 19 106 17

2010/2011 300 100 16 94 15

2011/2012 300 160 23 39 17

In line with this impressive growth in student population in the School of Economics, it is necessary that during the current five year period of this Strategic Plan, the University authority should make it possible for the school to transform itself into what its vision and mission dictates. 3.2 SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis

3.2.1 Strengths

i) Growing popularity of the School of Economics among undergraduate students as evidenced by the large number of undergraduate students within the Faculty of Arts seeking enrolment in economics.

ii) Diverse and competitive programmes iii) Highly qualified academic staff. iv) Capacity for consultancy v) Long history of research and publications among academic members of staff. vi) A postgraduate departmental library for use by postgraduate students and academic

staff. vii) A computer laboratory for use by postgraduate students. viii) Competitive selection of students ix) Long and Active collaboration with national, regional and international institutions

(Government Ministries, CBK, AERC, USAID, WHO and WTO)

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x) Potential of expanding collaborating partners xi) Highly qualified and competent graduates of the School working in key positions in

the private and public sectors and international organizations. xii) Large and strategic alumni base

3.2.2 Weaknesses

i) Inadequate academic staff. ii) Lack of a capacity building policy for staff in the form of staff seminars, mentors for

junior staff, graduate assistantships, as well as regular technical training for all staff. iii) Lack of academic exchange programmes. iv) Limited library resources. v) Limited and poor physical facilities for staff and students. There is need for the

expansion of the School’s facility to respond to the increased demand for training in economics.

vi) Lack of adequate Information Communication Technology (ICT) equipment for academic staff and students.

vii) Limited financing of the school. viii) Bureaucratic procurement procedures. ix) Limited participation by the school’s academic staff in debates on key issues that

require economic analysis and policy formulation. x) Limited number of international students enrolled in the school. xi) Inadequate administrative personnel to effectively and efficiently manage the

School’s programme of activities. xii) Weak linkages between the school and potential employers of its graduates. xiii) Lack of social interaction forums for members of staff xiv) Inadequate teaching aids xv) Staggered semester schedules

3.2.3 Opportunities

i) Potential for establishing academic exchange programmes with other academic institutions.

ii) Potential for attracting international students. iii) Potential for establishing capacity building programmes for staff. iv) Potential for strengthening partnerships and linkages with the public and private

sector. v) Potential for strengthening the Kenya Economic and Statistics Association and the

Eastern Africa Economic Review. vi) Opportunities for fundraising

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vii) Growing demand for economics programmes 3.2.4 Threats

i) Brain drain. ii) Increased competition from local institutions of higher learning iii) Low budgetary allocation in the School from the university. iv) Proliferation of similar programmes by alternative providers

4. STRATEGIC ISSUES, OBJECTIVES AND STRATEGIES 4.1 Strategic Issues

1. Resources and Governance 2. Teaching and Learning 3. Research, Consultancy, Innovations and Technology Transfer 4. Competitiveness of the School

4.2 Strategic objectives

1. To manage the College efficiently 2. To offer quality academic programmes 3. To contribute to knowledge development and innovations 4. To enhance competitiveness of the School

4.3 Strategic Objectives and Strategies 4.3.1 Resources and Governance The ability of the School to achieve its mandate, vision, mission and objectives will depend on the resources available and how well they are managed. The resource are the physical assets, money and people (staff). While efficiently and effectively utilizing existing resources, the School is expected to mobilize additional resources. This will enhance capacity to deliver superior value thereby enhance its competitiveness. The School embraces efficiency and effectiveness as part of its commitment to the University’s vision and mission, and the provisions of Vision 2030, the Constitution of Kenya 2010, ISO 9001:2008 and other international best practices. Objective 1: To manage the School of Economics efficiently

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Strategies Increase and diversify the revenue base Guarantee fiscal discipline in all operations Safeguard and fully exploit the School’s assets Implement reviewed management structures, systems and functions for the improved

performance of the school Enhance staff motivation, retention and performance Encourage a culture of accountability and cohesion

The expected outcomes to be achieved are:

Enhance financial health Reduction in operational costs Secured assets Adequate and appropriate physical facilities and equipment Reviewed management structures Three departments established Advisory Board established Productive and motivated workforce Service delivery improved Cohesion encouraged Sense of collegiality established

4.3.2. Teaching and Learning The School plays a pivotal role in national development by equipping learners with relevant knowledge and skills in economics. The School must therefore offer quality academic programmes, which must be designed to meet the development needs identified in Visions 2030 as well as the aspirations envisaged in the Constitution of Kenya 2010. It is also important that the School produces graduates who are well equipped to contribute towards national development. Mainstreaming of extra-curricular activities into student’s academic programmes contributes towards production of quality and holistic graduates. Objective 2: To produce quality and holistic graduates Strategies

Deliver innovative, quality and relevant academic programmes Enhance the roll out of open, distance and electronic learning Increased alignment of programmes to vision 2030 and the Kenya Constitution 2010

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Enhance participation of students into co-curricular and other activities The expected outcomes to be achieved are:

Innovative quality and relevant academic programmes delivered Open, distance and electronic learning (ODEL) enhanced New programmes aligned to vision 2030 and the Kenya Constitution 2010 Enhanced participation of students into co-curricular activities

4.3.3 Research, Consultancy, Innovations and Technology Transfer Research, Innovation and Consultancy are key strategic issues that the School must address in order to remain relevant in its pursuit to extend the frontiers of knowledge. Research enables the School to contribute towards the body of knowledge upon which social progress, growth, development and the improvement of human well being is anchored. Failure to enhance research activities has detrimental effect on the image of the School and will contribute to poor rating of the University in local, regional and international arenas. Consultancy is an area where the School has potential to play a significant contributory role towards national development. It is therefore important to mainstream consultancy as a core function of the School. In order for the School to enhance research and play a bigger role in consultancy, some strategies have been formulated. Objective 3: To contribute to knowledge development and innovations Strategies

Establish the School’s research and consultancy unit Enhance the School’s research output, knowledge creation and dissemination Promote relevant consultancy services

The expected outcomes to be achieved are:

Research and consultancy unit established Enhanced research output Increased number of consultancies Increased innovations deriving from research

4.3.4 Competitiveness of the School In an era of globalization, it is important for institutions to foster networks, partnerships and linkages in order to enhance their competitive edge. The School must fully exploit its potential in fostering mutual linkages and partnerships with other peer institutions and industry. Whereas the School has a long history of academic linkages, more value-adding networks, partnerships and

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linkages need to be build at local, regional and international levels if the School is to contribute towards the University’s effort to reposition itself in the global arena as a vibrant institution of higher learning. This strategic plan must address issues of the School’s identity, culture and good student governance as it strives to improve its image. Marketing and branding of the School will contribute towards enhanced corporate image of the School. Objective 4: To enhance the competitiveness of the School Strategies

To enhance the competitiveness of the school To promote the image and visibility of the School

The expected outcomes are to:

Enhanced visibility of the School Improved ranking of the School Consistent positive corporate image

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5. PERFORMANCE PLAN 5.1: Resource and Governance Objective 1: To manage the School of Economics efficiently

Expected Outcomes Performance Indicators

Baseline Targets Time Frame

Responsibility

Strategy 1.1: Increase and diversify the revenue base Enhance financial health

Increase in revenue 95M 104.5M 2013 Director/SMB

Strategy 1.2: Guarantee fiscal discipline in all operations Reduction in operational costs

Reduced operational expenses

0.3m 0.5m 2013 Director/SMB

Strategy 1.3: Safeguard and fully exploit the School’s assets Secured assets Extent to which the

School’s assets are safe

100% 100% Yearly Director/SMB

Adequate and appropriate physical facilities and equipment

Proportion of staff with modern equipment

70% 100% 2013 Director/SMB

Timely response to maintenance requests

100% 2013 Director/SMB

5 of staff using ICT resources

75%

100%

2013

Director/SMB

Increase in current e-journals available in the School’s library

5% 10% 2013 Director/SMB/Librarian

Strategy 1.4: Implement reviewed management structures, systems and functions for the improved performance of the school

Reviewed management structures

Extent to which the School’s roadmap is implemented

20% 100% 2013 Director/SMB Support from UON/CHSS

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Three departments established

Departments in place 0 3 2013 Director/SMB

Advisory board established

Advisory Board in place

0 1 2013 Director

Strategy 1.5: Enhance staff motivation, retention and performance

Productive and motivated workforce

Employee satisfaction index


Increase in work environment index


Staff work environment needs assessment report

0 1 2013 Director/SMB

Number of staff on staff development


Strategy 1.6: Encourage a culture of accountability and cohesion

Cohesion encouraged Rate of attendance in team building activities


Sense of collegiality established

Number of team building activities


Strategic Issue 2: Teaching and Learning Objective 2: To produce quality and holistic graduates

Strategy 2.1: Deliver innovative, quality and relevant academic programmes Innovative quality and relevant academic programmes delivered

Extent to which academic programmes are innovative, of good quality and relevant


Number of programmes reviewed

2 2013 Director/SMB

Increased alignment of programmes to Vision 2030 and the Constitution of Kenya 2010

New relevant programmes

1 2013 Director/SMB

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Strategy 2.2: Enhance the roll out of open, distance and electronic learning ODEL enhanced No of course units on

ODEL 0 2 2013 Director/SMB

Strategy 2.3: Enhance participation of students into co-curricular and other activities Enhanced participation of students into co-curricular activities

Increased number of students joining professional bodies


Increased student participation in academic events and related activities

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72 2013 Director/SMB

No. of sports opportunities available to students annually

1 2 2013 Director/Games tutor

Strategic Issue 3: Research, Consultancy, Innovations and Technology Transfer

Objective 3: To contribute to knowledge development and technological innovations

Strategy 3.1: Establish the School’s research and consultancy unit

Research and consultancy unit established

Research and consultancy unit in place and operational


Strategy 3.2: Enhance the School’s research output, knowledge creation and dissemination

Enhanced research output

No. of research projects carried out annually

2 50% 2013 Director/SMB

No. of publications 8 10 2013 Director/SMB

No. of staff attending academic conferences


No. of papers presented in academic conferences


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Increased innovations deriving from research

No. of PhD graduates produced annually


No. of Masters graduates produced annually


Strategy 3.3: Promote relevant consultancy services

Increased number of consultancies

Number of consultancies carried out annually


Strategic Issue 4: Competitiveness of the School Objective 4: To enhance the competitiveness of the school

Strategy 4.2: To promote the image and visibility of the School college Improved ranking of the School

Improvement in performance ranking


Webpage updated Quarterly weekly 2013 Director/SMB

No. of website hits 2m 3m 2013 Director/SMB

Consistent positive corporate image

Branding roadmap developed


Economics chapter of UON ALUMNI Association in place and active


Strategy 4.1: Promote research links with other stakeholders

Enhanced visibility of the School

Policy on Partnerships and Linkages

- Policy 2013 Director

No of new partnerships and linkages

3 Active MOUs

5 2013 Director

Number of joint research projects with stakeholders


Events hosted by the School open to the public

2 4 2013 Director

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Higher customer satisfaction index


No of outreach activities conducted by staff


School’s Service charter launched and implemented


School’s prospectus developed and made available


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Annex: The Strategic Plan Review Committee

1) Mr. Okelo Jasper - Chairman 2) Dr. Mariara Jane - Director 3) Mr. Awiti Lazaro - Associate Director 4) Dr. Sule Odhiambo - Member 5) Dr. Nyandemo Samuel - Member 6) Mr. Kabando Raphael - Member 7) Mr. Ongeri, Benedict - Member 8) Dr. Kiriti-Ng’ang’a Tabitha - Member 9) Dr. Ruigu George - Member 10) Dr. Kioko Urbanus - Member 11) Mr. Daniel Gitonga - Member 12) Ms. Faith Mutuku - Secretariate

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