strategic plan 2013-2017 - jomo kenyatta university of...

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WI-2-1-1-1 JKUAT Strategic Plan 2013-2017


JOMO KENYATTA UNIVERSITYOF

AGRICULTURE AND TECHNOLOGY

Strategic Plan 2013-2017

Realigning JKUAT Contribution to National, Sectoral and Development Goals

JKUAT Strategic Plan 2013-2017



Published by:Jomo Kenyatta University of Agriculture & TechnologyP.O. Box 62000 - 00200 NAIROBI, KENYA

© JKUAT, 2013

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

First Published in May 2013

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TABLE OF CONTENT

FOREWORD........................................................................................................................... viiiACKNOWLEDGEMENT ..........................................................................................................xABBREVIATIONS AND ACRONYMS .................................................................................xiiEXECUTIVE SUMMARY .......................................................................................................xvCHAPTER ONE: INTRODUCTION .......................................................................................1

1.1 Organizational Perspective ...............................................................................................11.2 Justification for Review of the JKUAT Strategic Plan .....................................................21.3 The Strategic Plan Review Process ..................................................................................31.4 Organization of the Strategic Plan ...................................................................................4

CHAPTER TWO: INSTITUTIONAL REVIEW ....................................................................52.1 University Education ........................................................................................................62.1.1 Purpose of University Education ..................................................................................62.1.2 Expansion of University Education in Kenya ...............................................................62.2 The Role of JKUAT in Promoting Higher Education ......................................................82.2.1 Fundamental Statements ...............................................................................................92.2.2 Mandate and Core Functions ........................................................................................92.2.3 Core Values .................................................................................................................102.2.4 Statement of Principles ...............................................................................................112.2.5 Infusion of the Values and Principles into the Strategic Plan .....................................122.2.6 Value Proposition ........................................................................................................132.2.7 Motto ...........................................................................................................................142.2.8 Organizational Philosophy ..........................................................................................142.2.9 Organizational Structure and Staffing Levels .............................................................14

CHAPTER THREE: PESTEL AND SWOT ANALYSIS ......................................................153.1 PESTEL Analysis ...........................................................................................................153.1.1 Political Factors ...........................................................................................................163.1.2 Economic Factors ........................................................................................................173.1.3 Social Factors ..............................................................................................................173.1.4 Technological Factors .................................................................................................193.1.5 Environmental Factors ................................................................................................213.1.6 Legal Factors ...............................................................................................................223.1.7 The Kenya Constitution ..............................................................................................233.2 SWOT and Stakeholder Analysis ...................................................................................253.2.1 SWOT Analysis ...........................................................................................................253.2.2 Remaining Competitive ..............................................................................................263.2.3 Stakeholder Analysis ...................................................................................................283.3 Emerging Strategic Issues ..............................................................................................313.3.1 Policy and Corporate Governance ..............................................................................313.3.2 Resource Mobilization ................................................................................................32

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3.3.3 Resource Management ................................................................................................323.3.4 Financing and Financial Management ........................................................................333.3.5 Access ..........................................................................................................................343.3.6 Equity ..........................................................................................................................343.3.7 Quality, Relevance and Standards ...............................................................................353.3.8 Research and Innovation .............................................................................................353.3.9 Partnership and Linkages ............................................................................................373.3.10 Commercialization and Extension ............................................................................37

CHAPTER FOUR: SITUATION AND STRATEGIC ANALYSIS ......................................394.1 Introduction ....................................................................................................................394.2 Policy .............................................................................................................................404.3 Corporate Governance ...................................................................................................404.4 Human Resources Management .....................................................................................424.5 Financial and Procurement Management .......................................................................434.6 Infrastructure Development ...........................................................................................444.6.1 Availability of Facilities ..............................................................................................444.6.2 University Space Utilization .......................................................................................444.7 Information and Communication Technology ...............................................................454.7.1 Science Technology and Innovation ...........................................................................454.7.2 The University Website ...............................................................................................464.8 Undergraduate and Graduate Education ........................................................................464.8.1 Student Enrollment and Graduation ............................................................................464.8.2 University Satellite Campuses ....................................................................................474.8.3 Academic Programs ....................................................................................................484.9 Agriculture and Rural Development ..............................................................................494.10 Research and Innovations ............................................................................................504.11 Partnerships and Linkages ............................................................................................524.12 Extension Services and Technology Transfer ..............................................................534.13 Community Collaboration and Corporate Social Responsibility .................................544.14 Participation in Regional Integration ...........................................................................554.15 Risk Mitigation.............................................................................................................55

CHAPTER FIVE: STRATEGIC OBJECTIVES, STRATEGIES,PERFORMANCE INDICATORS AND OUTCOMES .........................................................58

5.1 Introduction ....................................................................................................................585.2 National Goals ................................................................................................................605.3 Policy .............................................................................................................................635.3.1 Rationale .....................................................................................................................635.3.2 Strategic Objective ......................................................................................................645.3.3 Strategies .....................................................................................................................645.3.4 Performance Indicators ...............................................................................................645.3.5 Outcomes.....................................................................................................................64

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5.4 Resource Mobilization ...................................................................................................645.4.1 Rationale .....................................................................................................................645.4.2 Strategic Objective ......................................................................................................655.4.3 Strategies .....................................................................................................................655.4.4 Performance Indicators ...............................................................................................655.4.5 Outcomes.....................................................................................................................655.5 Undergraduate and Graduate Education ........................................................................655.5.1 Rationale .....................................................................................................................655.5.2 Strategic Objective ......................................................................................................675.5.3 Strategies .....................................................................................................................675.5.4 Performance Indicators ...............................................................................................675.5.5 Outcomes.....................................................................................................................675.5.6 International students ..................................................................................................685.5.7 University Satellite Campuses Projections and Strategies for Plan Period.................685.6 Partnership and linkages ................................................................................................695.6.1 Rationale .....................................................................................................................695.6.2 Strategic Objective ......................................................................................................705.6.3 Strategies .....................................................................................................................705.6.4 Performance Indicators ...............................................................................................705.6.5 Outcomes.....................................................................................................................705.7 Management of Human Resource ..................................................................................725.7.1 Rationale .....................................................................................................................725.7.2 Strategic objective .......................................................................................................725.7.3 Strategies .....................................................................................................................725.7.4 Performance Indicators ...............................................................................................725.7.5 Outcomes.....................................................................................................................735.8 Management of Financial Resources .............................................................................735.8.1 Rationale .....................................................................................................................735.8.2 Strategic Objective ......................................................................................................735.8.3 Strategies .....................................................................................................................745.8.4 Performance Indicators ...............................................................................................745.8.5 Outcomes.....................................................................................................................745.9 Infrastructure and Projects .............................................................................................745.9.1 Rationale .....................................................................................................................745.9.2 Strategic Objective ......................................................................................................755.9.3 Strategies .....................................................................................................................755.9.4 Performance Indicators ...............................................................................................755.9.5 Outcomes.....................................................................................................................765.10 Information Communication and Technology .............................................................765.10.1 Rationale ...................................................................................................................765.10.2 Strategic Objective ....................................................................................................76

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5.10.3 Strategies ...................................................................................................................765.10.4 Performance Indicators .............................................................................................775.10.5 Outcomes...................................................................................................................775.11 University Website .......................................................................................................775.11.1 Rationale ....................................................................................................................775.11.2 Strategic Objective ....................................................................................................775.11.3 Strategies ...................................................................................................................785.11.4 Performance Indicators .............................................................................................785.11.5 Outcomes ...................................................................................................................785.12 Agriculture and Rural Development ............................................................................785.12.1 Rationale ...................................................................................................................785.12.2 Strategic objective .....................................................................................................795.12.3 Strategies ...................................................................................................................795.12.4 Performance indicators ..............................................................................................795.12.5 Outcomes ...................................................................................................................795.13 Research and Innovation ..............................................................................................805.13.1 Rationale ...................................................................................................................805.13.2 Strategic Objective ....................................................................................................815.13.3 Strategies ...................................................................................................................815.13.4 Performance Indicators .............................................................................................825.13.5 Outcomes...................................................................................................................825.14 Extension and Technology Transfer .............................................................................835.14.1 Rationale ...................................................................................................................835.14.2 Strategic Objective ....................................................................................................845.14.3 Strategies ...................................................................................................................845.14.4 Performance Indicators .............................................................................................845.14.5 Outcomes...................................................................................................................855.15 Community Collaboration and Corporate Social Responsibility .................................855.15.1 Rationale ...................................................................................................................855.15.2 Strategic Objective ....................................................................................................855.15.3 Strategies ...................................................................................................................855.15.4 Performance Indicators .............................................................................................865.15.5 Outcomes...................................................................................................................86

CHAPTER SIX: REVENUE GENERATION .......................................................................876.1 Introduction ....................................................................................................................876.2 Financial Trends .............................................................................................................886.3 Funding the Strategic Plan .............................................................................................886.3.1 Projected Resource Requirements...............................................................................896.3.2 Financial levels............................................................................................................906.3.3 Funding Framework ....................................................................................................926.3.3.1 Funding sources .......................................................................................................92

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CHAPTER SEVEN: IMPLEMENTATION, MONITORING AND EVALUATION ........977.1 Decentralization of Implementation ...............................................................................987.2 Implementation Plan ......................................................................................................987.3 Performance Contracts ...................................................................................................987.4 Monitoring......................................................................................................................997.4.1 Annual Monitoring Plan ..............................................................................................997.4.2 Monitoring Resources ...............................................................................................1017.4.3 Monitoring Results ....................................................................................................1017.5 Evaluation ....................................................................................................................1017.6 Using Results-Based M&E Information ......................................................................101

ANNEXES ..............................................................................................................................103ANNEX 1: IMPLEMENTATION MATRIX ........................................................................103

THEME 1: Policy and Corporate Governance...................................................................103THEME 2: Resource Mobilization ....................................................................................105THEME 3: Human Resource Management .......................................................................108THEME 4: Finance and Procurement Management ..........................................................114THEME 5: Infrastructure Development.............................................................................118THEME 6: ICT ..................................................................................................................123THEME 7: Undergraduate and Graduate Programs ..........................................................127THEME 8: Partnership and Linkages ................................................................................135THEME 9: Agriculture and Rural Development ...............................................................137THEME 10: Research and Innovation ...............................................................................138THEME 11: Extension and Technology Transfer ..............................................................142THEME 12: Community Collaboration and Corporate Social Responsibility ..................145

ANNEX 2: ORGANIZATIONAL STRUCTURE ................................................................147

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FOREWORDThe implementation of Kenya Vision 2030 is based on five tier planning horizons known as medium-term rolling plans, the first phase of which covered the period 2008-2012. The second phase covers the period 2013-2017. By the year 2030, the Government of Kenya aims to achieve inter alia, macro-economic stability, enhanced equity and wealth, opportunities for the poor, improved infrastructure, energy, security, science, technology and innovation (STI) and highly skilled human resource. The entrenchment of the need to develop education, science, technology and innovation in Vision 2030 emphasizes the importance placed on university education, science and technology to reach knowledge-based economic

development of the country. The Constitution further recognizes indigenous inventions and technologies.

In order to assist in the achievement of the national goals as stipulated in the Constitution and Vision 2030, universities are required to progressively increase the gross student enrolment rate from the current 3.1% of eligible students to 10% by the year 2022. This should be done while appreciating diversity of students, improving quality and relevance of university education and research for social economic transformation of Kenya, aligning university education to national and regional development goals, and establishing efficient and transparent university admission system that will provide services to all applicants. Also critical are improvement of the retention and productivity of academic staff in universities, establishing an institutional government funding mechanism for universities, reforming the governance structure of public universities to align them to the Constitution, improving efficiency in decision making and separating governance and management. Strong university linkages and partnerships that enhance mutual learning, research and innovation, among others should be developed.

As outlined in this Strategic Plan (2013-2017), JKUAT will help in the achievement of the national goals as stipulated in the Constitution, Vision 2030 and the sector Plan for Science, Technology and Innovation (2013-2017) through:

(1) Improved policy and corporate governance for enhancing accountability and

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decision-making.(2) Expanded resource base, partnership and linkages.(3) Improved access, quality, relevance and equality in undergraduate and graduate

education.(4) Enhanced excellence in resource and infrastructure management.(5) Increased visibility of JKUAT nationally and internationally as a premier

research institution focusing on agriculture and technology.

This Strategic Plan presents an analysis of the internal and external environment using Strengths, Weaknesses, Opportunities and Threats (SWOT) and Political, Economic, Social, Technological, Environmental and Legal (PESTEL) analyses. Subsequently, it identifies key stakeholders and their roles, outlines the strategic objectives and identifies the strategies to achieve them. The Plan gives priority to activities to be implemented under the strategies, and provides an implementation procedure, a monitoring and evaluation framework, and a projection of resource requirements for implementation.

Successful implementation of this Strategic Plan will be realized through total commitment of the entire staff and other key stakeholders, who will be expected to embrace the University’s core values. It is, therefore, my hope that all staff, private sector, public sector, community based organizations, development partners and other stakeholders will individually and collectively join the University to passionately execute this Strategic Plan for the benefit of the people of Kenya. The consultative process, through which this plan has been developed, gives me the confidence that it is jointly owned by all stakeholders and will, therefore, get the necessary support in its implementation.

The University Strategic Plan will transform the institution, enhance its contributions to society and elevate its rank among world-class institutions of higher learning. JKUAT will be a magnet for the very best and an international center that will create a surrounding community that is vibrant and appealing. The expertise and talents of the students, faculty, and graduates will radiate throughout Kenya and the world. The University will sustain and strengthen Kenya’s competitive capacity and enhance the economic, social and cultural life of its citizens. JKUAT will be an institution with worldwide research and impact.

Dr. Ekuru AukotChairman of CouncilMay 2013

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ACKNOWLEDGEMENTThe review of JKUAT Strategic Plan (2009-2012) was informed by the Constitution of 2010 and the end of the implementation of Vision 2030 First Medium Term Plan (2008-2012) including the preparation of Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and Sector Plan for Science, Technology and Innovation (2013-2017).

The new Strategic Plan (2013-2017) is aligned with the Kenya Vision 2030, Kenya Education Sector Support Program (KESSP) Phase II (2011-2016), the Report of the Task Force on Alignment of the Higher Education, Science

and Technology Sector with the Constitution (TAHEST) 2012, Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017), East African Community Development Strategy (2013-2017) and the Kenya Constitution 2010. These policy documents recognize the key role played by education and ST&I in wealth creation and the building of human capital required for the development of knowledge economy.

The review process adopted a bottom-up approach in collecting views from stakeholders to come up with a draft Strategic Plan. The draft was then subjected to a rigorous review by the Deans’ Committee, the Senate and University Council. This Strategic Plan is a revamped tool for executing the mandate and functions of the University to enable it to achieve its objectives.

The Strategic Plan is meant to focus the University’s activities and operations towards development of technologies and relevant human capital to meet dynamic national and global needs. This effort lays a strong foundation for building the country’s capital for research and innovation. It also aims at enhancing quality, competitiveness, creativity and innovation in higher education. The plan is a roadmap that provides for changes and transformation while emphasizing human resource development as the key to growth of the University and the nation at large.

My sincere appreciation goes to all parties who, in one way or another, played a role in the formulation of this Strategic Plan; namely the private sector, institutions of higher learning, corporate partners, staff, students, and other stakeholders.

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I wish to specially thank the Strategic Plan Review Committee, Deans’ Committee, Senate, Council and the Chancellor for their active involvement and participation in the process.

Prof. Mabel O. Imbuga, Ph.D., EBSVice ChancellorMay 2013

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ABBREVIATIONS AND ACRONYMS

AA Academic AffairsAIA Appropriation in AidAAU Association of African UniversitiesAICAD African Institute for Capacity DevelopmentACUARDASDS

Association of Commonwealth UniversitiesAgriculture and Rural DevelopmentAgriculture Sector Development Strategy

EALA East Africa Legislative AssemblyAPD Administration, Planning and DevelopmentARCH ArchitectureASK Agricultural Society of KenyaBEED Biomechanical and Environmental Engineering DepartmentBIOCHEM BiochemistryBPS Board of Postgraduate StudiesCBD Central Business DistrictCEP Continuing Education ProgrammesCHECRFCSR

Commission for Higher EducationCoffee Research FoundationCorporate Social Responsibility

CRM Customer Relationship ManagementCMGT Construction ManagementCUE Commission for University EducationCHRD College for Human Resource DevelopmentCOMESA Common Market for Eastern and Southern AfricaDAAD Deutscher Akademischer Austausch Dienst (German Academic

Exchange Service)DAQA Directorate of Academic Quality AssuranceDiPCA Directorate of Performance Contracting and AppraisalsDFID Department for International DevelopmentDVC Deputy Vice ChancellorEAC East African CommunityECOWAS Economic Community of West African StatesEPD Entrepreneurship and Procurement DepartmentERP Enterprise Resource PlanningERS Economic Recovery StrategyFARA Forum for Agricultural Research in AfricaFSTGDP

Food Science and TechnologyGross Domestic Product

GEGIS Geomatic Engineering and Geospatial Information Systems

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GER Gross Enrolment RatioHE Higher EducationHELB High Education Loans BoardHEPI Higher Education Policy InstituteHEST Higher Education, Science and TechnologyHIV/AIDS Human Immuno-Deficiency Virus/Acquired Immune Deficiency

SyndromeHRMIS Human Resource Management Information SystemIASTE International Association for the Exchange of Students for Technical

ExperienceIBR Institute of Biotechnology ResearchICIPE International Centre for Insect Physiology and EcologyICSIT Institute of Computer Science and Information TechnologyICT Information Communication TechnologyIEET Institute of Energy and Environmental TechnologyIGA Income Generating ActivitiesIGU Income Generating UnitsIFS International Foundation for ScienceIPR Intellectual Property RightsIT Information TechnologyITROMID Institute of Tropical Medicine and Infectious DiseasesIUCEA Inter-University Council of East AfricaJAB Joint Admissions BoardJICA Japan International Cooperation AgencyJKUAT Jomo Kenyatta University of Agriculture and TechnologyKARI Kenya Agricultural Research InstituteKCA Kenya College of AccountancyKEBS Kenya Bureau of StandardsKEFRIKMFRI

Kenya Forestry Research InstituteKenya Marine and Fisheries Research Institute

KEMRIKESREF

Kenya Medical Research InstituteKenya Sugar Research Foundation

KIM Kenya Institute of ManagementKNBS Kenya National Bureau of StatisticsKV 2030 Kenya Vision 2030MOHEST Ministry of Higher Education Science and TechnologyMOU Memorandum of UnderstandingMTEF Medium Term Expenditure FrameworkM&E Monitoring and EvaluationNACADA National Campaign Against Drug AbuseNGO Non-Governmental Organizations

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NCST National Council for Science and TechnologyPC Personal ComputersP-PESTEL Political, Economic, Social, Technological, Environmental and LegalQMSR&D

Quality Management SystemResearch and Development

RPE Research, Production and ExtensionRUFORUM Regional Universities Forum for Capacity Building in AgricultureSABS School of Architecture and Building SciencesSACCO Savings and Credit Cooperative SocietySMS Safety Management SystemSODEL School of Open Distance and e-LearningSPRCSRA

Strategic Planning Review CommitteeStrategy for Revitalizing Agriculture

ST&I Science Technology and InnovationSWOTTBATRFK

Strengths, Weaknesses, Opportunities and ThreatsTechnology Based AssessmentTea Research Foundation of Kenya

SSP Self-Sponsored ProgramsUMB University Management BoardUSAID United States Agency for International DevelopmentVC Vice Chancellor

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EXECUTIVE SUMMARY1. Vision 2030 and the Kenya Constitution

As stipulated in Vision 2030, the Government of Kenya aims to achieve, interalia macro-economic stability, enhanced equity and wealth, opportunities for the poor, enhanced infrastructure, energy, security, science, technology and innovation (STI), and highly skilled human resource.

The Constitution, in the fourth schedule, has set out specific functions for the national and county governments in relation to university education, science and technology. In accordance with Kenya Vision 2030, development of science and technology is the foundation upon which the realization of the vision is hinged. The entrenchment of the need to develop this sector in the Constitution emphasizes the importance of university education, science and technology in the knowledge based economic development of Kenya. The Constitution further recognizes the importance of indigenous inventions and technologies in national development.

Vision 2030 proposes intensified application of science, technology and innovation to raise productivity and efficiency levels across the economic, social and political pillars. It recognizes the critical role played by research and development in accelerating economic development in all the newly industrializing countries of the world. The Vision envisages that the Government will create the ST&I policy framework to support Vision 2030. The vision therefore lays the basis for policy and strategies in ST&I development.

2. Vision 2030 Sector Plans

The implementation of Vision 2030 Medium Term Plan for 2013-2017 is supported by Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017) and Sector Plan for Education Development (2013-2017). The three sector plans provide a platform for leveraging ST&I to transform the economy through the national priority areas, create an effective and efficient Kenya National Innovation System, operationalize the triple helix and commercialize research outputs through the Innovation Agency (KENIA), mobilize at least the equivalent of 2% of GDP annually from the Government, private sector and other sources to fund the entire ST&I value chain. The main objective of the sector plans is to achieve the transformation to a knowledge based economy that integrates ST&I to create technology platforms essential to support the development of products, processes and services in a wide range of sectors. It provides for prioritization of ST&I programmes and projects considered pertinent based mainly on the potential impact and the existing gaps identified within the framework of Vision 2030 and the ST&I policy.

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3. Justification for Review of the JKUAT Strategic Plan

With the coming into force of the new Constitution in the year 2010, and the ending of the first medium term plan (2008-2012) of Kenya Vision 2030, it became necessary that the 2009-2012 Strategic Plan be reviewed. The Strategic Plan (2009-2012) was reviewed in order to be aligned to the Second Medium Term Plan (2013-2017) of Kenya Vision 2030, Kenya Education Sector Support Program (KESSP) Phase II (2011-2016), the Report of the Task Force on Alignment of the Higher Education Science and Technology Sector with the Constitution (TAHEST) 2012, Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017), East African Community Development Strategy (2012-2016) and the Constitution.

4. National Goals of University Education

The national goals of university education, science, technology and innovation as envisioned in Vision 2030 and the Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and Sector Plan for Science, Technology and Innovation (2013-2017) prioritize the following as the key goals for transforming universities:

• Reform the governance structures of private universities to align them with the Constitution of Kenya 2010, and attract investments from the private sector.

• Improve quality and relevance of university education and research for socio-economic transformation of Kenya by 2022.

• Reform the governance structures of public universities to align them with the constitution of Kenya 2010 and improve efficiency in decision-making and governance.

• Develop strong university linkages and partnerships that enhance mutual learning, research, innovation and experience.

• Attract, develop and retain a critical mass of world class human resource capacities, focusing on identified national priority areas in order to harness and effectively participate in the application of ST&I for value addition and creation of new products and services.

5. Fulfillment of the National Goals

As stipulated in this Strategic Plan (2013-2017), JKUAT will contribute towards achievements of the national goals as stipulated in the Constitution, Vision 2030 and the

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Sector Plan for Science, Technology and Innovation (2013-2017) through:• Improved policy and corporate governance for enhancing accountability and

decision making.

• Expanded financial resource base, partnerships and linkages.

• Improved access, quality, relevance and equality in undergraduate and graduate education.

• Enhanced excellence in resource and infrastructure management.

• Increased recognition of JKUAT nationally and internationally as a premier teaching and research university in agriculture and technology.

6. Strategic Plan Scope

The Strategic Plan provides the vision and mission that will guide all those involved in its execution. It presents an analysis of the internal and external environment using PESTEL and SWOT analysis. Subsequently, it identifies key stakeholders and their roles, outlines the strategic issues and objectives and identifies the strategies to address them. The plan gives priority to activities to be implemented under the strategies, and provides an implementation plan, a monitoring and evaluation system and a projection of the resource requirements.

The strategic objectives to be pursued by JKUAT during the period 2013-2017 are in the following areas: policy, corporate governance, human resources management, financial and procurement management, infrastructure development, information and communication technology (ICT), undergraduate and graduate education, agriculture and rural development, research and innovations, partnerships and linkages, and extension services and technology transfer.

7. Financial Resources

Preliminary estimates indicate that the University will require a budget of Kshs. 43 billion to implement the planned programmes and activities in this Strategic Plan over the five years. Funds will in this regard be sought from the government, the development partners, private sector and beneficiaries. The University on the part will aggressively mobilize resources and apply prudent financial management to ensure successful implementation of the plan.

8. Implementation, Monitoring and Evaluation

In order to facilitate the implementation of the JKUAT Strategic Plan (2013-2017), an implementation plan (Annex 1) has been prepared in line with Government guidelines.

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The emphasis of the M&E framework is to monitor results rather than outputs. The monitoring of results shall be based on indicators given in the annual implementation plan and annual monitoring plan. The indicators will represent the desired situation at a specific time. Data will be collected on these indicators on quarterly basis so that progress can be assessed by comparing an initial situation with the current situation.

9. Organization of the Strategic Plan

The Strategic Plan (2013-2017) is organized and presented in seven chapters. Chapter One covers the organization in perspective, justification for the review of the JKUAT Strategic Plan, strategic plan review process and the organization of the strategic plan. Chapter Two covers the institutional review while Chapter Three presents the PESTEL, SWOT and stakeholder analysis. Chapter Four covers situation and strategic analysis. Chapter Five covers the strategic objectives, strategies, performance indicators and expected outcomes. Chapter Six contains financial resource requirements for the implementation of the strategic plan and Chapter Seven provides a framework for the implementation, monitoring and evaluation of the Strategic Plan.

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CHAPTER ONE: INTRODUCTION

Opening the gate to set trends in higher education, research and innovation

1.1 Organizational Perspective

Jomo Kenyatta University of Agriculture and Technology (JKUAT) was founded in 1981 as a middle level college offering certificate and diploma courses in agriculture and engineering. It became a constituent college of Kenyatta University and admitted the first batch of students to the undergraduate degree programmes in 1989. JKUAT became a full-fledged university through the Jomo Kenyatta University of Agriculture and Technology Act, 1994 which has since been repealed under the Universities Act No. 42 of 2012 and replaced by the Jomo Kenyatta University of Agriculture and Technology Charter, 2013. The University formulated its first ten-year Strategic Plan (2004-2014) with the mission of “Producing leaders in training, research and innovation in the fields of Agriculture, Engineering, Technology, Health Sciences, other Applied Science and Enterprise Development to suit the needs of a dynamic world”. This first Strategic Plan guided JKUAT’s operations between 2004 and 2008. The Strategic Plan was reviewed in 2009 and culminated in the second Strategic Plan (2009-2012).

The review arose from the need to integrate and incorporate national development

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priorities in the University agenda as articulated in the Kenya Vision 2030. The mission adopted for the second Strategic Plan (2009-2012) was to “Offer Accessible Quality Training, Research and Innovation in Order to Produce Leaders in the fields of Agriculture, Engineering, Technology, Enterprise Development, Built Environment, Health Sciences and other Applied Sciences to suit the needs of a dynamic world”. JKUAT developed a quality management system and was certified against ISO 9001:2008 in 2009 by the Kenya Bureau of Standards (KEBS). The motto of the University is” Setting Trends in Higher Education, Research and Innovation”.

1.2 Justification for Review of the JKUAT Strategic Plan

The Strategic Plan (2009-2012) was prepared focusing on the government policy guidelines on strategic planning issued by the Ministry for Planning and National Development, guidelines on MTEF by the Ministry of Finance, guidelines on monitoring and evaluation by National Integrated Monitoring and Evaluation System for Kenya (NIMES) (2007-2012), guidelines on performance contracting by Performance Contracting Department, Medium-Term Plan 1 of the Kenya Vision 2030 (2008-2012), and Sessional Paper No. 1 of 2005 on Education, Training and Research. The strategic formulation was also informed by the EAC Development Strategy (2006-2010) and IUCEA Development Plan (2006-2010).

With the coming into force of the new Constitution in the year 2010, and the ending of the first Medium Term Plan (2008-2012) of Kenya Vision 2030, it became necessary that the 2009-2012 Strategic Plan be reviewed. The Strategic Plan (2009-2012) was reviewed in order to be aligned to the Second Medium Term Plan (2013-2017) of Kenya Vision 2030, Kenya Education Sector Support Programme (KESSP) Phase II (2011-2016), the Report of the Task Force on Alignment of the Higher Education, Science and Technology Sector with the Constitution (TAHEST) 2012, Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017), Sector Plan for Education Development (2013-2017), EAC Development Strategy (2012-2016), and the Constitution.

The Constitution, in the fourth schedule, has set out specific functions for the national and county governments in relation to the university education, science and technology. In addition, several other articles have obligated the government to develop higher education, science and technology sector. In accordance with Kenya Vision 2030, Sector Plan for Science, Technology and Innovation (2013-2017) and Sector Plan for Education (2013 - 2017), the development of science and technology is the foundation upon which the realization of the Vision is hinged. The entrenchment of the need to develop this sector in the Constitution emphasizes the importance of university education, science and technology in the knowledge based economic development of the country. The Constitution further recognizes the importance of indigenous inventions and technologies in national development.

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1.3 The Strategic Plan Review Process

The preparation of the strategic plan was spearheaded by the Strategic Plan Review Committee (SPRC) consisting of officers drawn from the Office of the Vice Chancellor, the Academic Affairs (AA) Division, Administration, Planning and Development (APD) Division, Research, Production and Extension (RPE) Division and the Directorate of Performance Contracting and Appraisal (DiPCA).

The review was undertaken through a process involving the following stages:(1) Teaching colleges/schools/faculties/campuses and non-teaching departments

reviewed the implementation status of the 2009–2012 Strategic Plan.

(2) The Strategic Plan Review Committee (SPRC) reviewed the global trends for university education and their implications on JKUAT’s transformation to a research and entrepreneurial University of global excellence.

(3) Review of the supply and demand studies by SPRC on university education from Europe, America, Asia, Africa, East Africa and Kenya.

(4) Holding consultations with the key stakeholders.

(5) Reviewing supply and demand for higher education in Kenya undertaken by Higher Education Policy Institute (HEPI) 2010, and Task Force on Alignment of the Higher Education, Science and Technology Sector with the Constitution (TAHEST) 2012.

(6) Reviewing stakeholders’ satisfaction surveys.

(7) Consultation workshop involving the staff from the three Divisions (AA, APD and RPE) and student representatives with a view to determining the envisaged future innovative strategies for making JKUAT a research and entrepreneurial University of global excellence.

(8) Validating the draft Strategic Plan (2013-2017) by University Management Board, Senate, and the University Council.

(9) Harmonizing the validated strategic plan with the Constitution and Vision 2030 Sector Plans for:

• Agriculture and Rural Development (2013-2017)

• Science, Technology and Innovation (2013-2017)

• Education Development (2013-2017)

(10) Harmonizing the strategy with relevant sections from the EAC Development Strategy.

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The review process adopted a bottom-up approach in collecting views from stakeholders to come up with a draft strategic plan. The draft was then subjected to rigorous review by the Deans Committee, Senate and University Council, the result of which was this Strategic Plan. The Strategic Plan is a revamped tool for executing the mandate and functions of the University to achieving its objectives.

1.4 Organization of the Strategic Plan

The Strategic Plan (2013-2017) is organized and presented in seven chapters. Chapter one covers the organization in perspective, justification for the review of the JKUAT Strategic Plan, strategic plan review process and the organization of the strategic plan. Chapter two covers the institutional review with regard to JKUAT’s role in promoting higher education. Chapter three focuses on PESTEL, SWOT and stakeholders analysis including the emerging issues. Chapter four covers situation and strategic analysis for the 10 priority thematic areas. Chapter five covers the thematic goals, objectives, performance indicators and outcomes for each of the priority thematic areas. Chapter six contains resource mobilization in terms of financial trends, funding mechanisms and financial resource requirements for the plan period. Chapter seven provides a framework for the implementation, monitoring and evaluation of the strategic plan. The implementation matrix is presented as Annex 1.

5JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation


5TECHNOLOGY FOR DEVELOPMENT

CHAPTER TWO: INSTITUTIONAL REVIEW

JKUAT Trains and Graduates Critical, Creative and Innovative Leaders



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2.1 University Education

2.1.1 Purpose of University Education

University education seeks not only to generate, transmit, store and retrieve knowledge but also mould persons of virtue and integrity. University education trains leaders who are expected to be critical, creative and innovative. Such leaders in training are offered the challenge of transforming the society in moral and social-economic terms. Research has shown that university education is critical for socio-economic development of a country. It has the potential to increase social equity and mobility, social cohesion, productivity and innovation. University education also encourages society to challenge unethical practices in governance.

2.1.2 Expansion of University Education in Kenya

2.1.2.1 Admission Trends to Public Universities

Registering for Courses

The student’s enrollment in public universities increased from 177,735 students in 2009 to 361,147 students in 2012 as compared to enrollment in private universities that increased from 33,554 students in 2009 to 90,004 students in 2012. This was as a result of the upgrading of twenty four institutions to university colleges as well as expansion of physical facilities in various public universities.

Enrolment and retention at university education was further enhanced through increased

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provision of bursaries. In 2009/2010 a total of 8,386 students were awarded bursaries amounting to Kshs. 380 million and in 2011/2012, the number of beneficiaries increased to 17,000. The sector also extended bursaries to Kenyan students in East African Universities, those enrolled in module 2 programs in local universities and those awarded partial scholarships by friendly countries.

During the period under review, the Joint Admission Board de-linked admissions into universities from bed capacity, thereby enhancing the number of students admitted into universities. In as much as the enrolment in universities has been increasing since the seventies, transition from secondary to university has remained below the desired level of 40 percent, and there is need to continue expanding public and private universities to address the shortage. The table below details the number of students who qualified for university admission against the number admitted over the years.

Table 2.1: Admission Trends to Public Universities: 2007/2008-2011/2012Academic Year Number Qualified (C+

and above )Joint Admissions Board

Percent Admitted (%)

2007/2008 68,040 12,261 18.02008/2009 62,853 16,134 25.72009/2010 72,590 20,073 27.12010/2011 81,000 24,216 33.42011/2012 97,134 32,648 33.6

Source: Universities JAB

The number of universities, both public and private, increased from 28 in 2009/2010 to 58 in 2011/2012 comprising 7 public universities, 24 constituent university colleges and 27 private universities.

2.1.2.2 University Enrollment and Institutions

Kenya’s university enrollment by institutions has expanded dramatically over the past 6 years as indicated in table 2.2. The table shows the change in enrollment in the past six years. The enrollment does not include additional students admitted into the constituent university colleges. Apart from the universities and constituent university colleges shown in Table 2.1, there has also been a dramatic increase in satellite university campuses that have been established by the existing universities in different parts of the country that have expanded the enrollment. Almost all universities now have an e-learning strategy that aims to support the open and distance learning programmes and further increase enrolment. The increase in enrollment has happened without substantial increase in government funding levels as a percentage of the total expenditure of the public universities and university colleges. This expansion has, therefore, been mainly financed

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by internally generated funds, especially tuition fees from self-sponsored students who now constitute about 50% of the total university enrollment in Kenya.

Table 2.2: National University enrollment (2005/2006 and 2011/2012)

Institutions 2005/2006 2011/2012Number of Institutions

Enrollment Number of Institutions

Enrollment

Public Universities 6 81,677 7 157,916Public University Constituent Colleges 1 23Chartered Private Universities 7 13,606 14 40, 344Private Universities with Letter of Interim Authority

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Registered Universities 5 2Source: Economic Surveys (2011 and 2012)

In order to assist in achievement of the national goals as stipulated in Vision 2030 and the Constitution, the universities are required to progressively increase gross enrollment rate of eligible students from the current 3.1% to 10% by 2022, while respecting diversity of students. Further, they are required to improve the quality and relevance of university education and research for social-economic transformation of Kenya by 2022, align all university education with national and regional development goals, establish an efficient and transparent university admission system that will provide admission services to all applicants/universities and colleges, improve the retention and productivity of all academic staff in universities, establish an institutional government funding mechanism for universities, reform the governance structure of public universities to align them with the Constitution, improve efficiency in decision making and separate governance and management and develop strong university linkages and partnerships that enhance mutual learning, research and innovation among others.

2.2 The Role of JKUAT in Promoting Higher Education

The mandate and functions of JKUAT are stipulated in the Jomo Kenyatta University of Agriculture and Technology Charter, 2013 and other Statutes. The University operates within the context of the Kenyan and global environment, which influences the realization of its strategic objectives. The University is shaped by its history, traditions, background and surroundings while it conceives and pursues its vision and mission.

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2.2.1 Fundamental Statements

Vision StatementThe vision of JKUAT is to be “A University of global excellence in Training, Research and Innovation for Development.”

Mission StatementThe mission of JKUAT is “To offer accessible quality training, research and innovation in order to produce leaders in the fields of Agriculture, Engineering, Technology, Enterprise Development, Built Environment, Health Sciences, Social Sciences and other Applied Sciences to suit the needs of a dynamic world.”

2.2.2 Mandate and Core Functions

As provided for in the Jomo Kenyatta University of Agriculture and Technology Charterof 2013, JKUAT is mandated to:

(1) Provide directly or indirectly or in collaboration with other institutions of higher learning, facilities for quality training, research and innovation in agriculture, engineering, technology, enterprise development, health sciences, social sciences and other applied sciences, and integration of teaching, research and effective application of knowledge and skills to the life, work and welfare of citizens of Kenya;

(2) Participate in technological innovation as well as in the discovery, preservation, transmission and enhancement of knowledge and to stimulate the intellectual life in the economic, social, cultural, scientific, and technological development;

(3) Play an effective role in the development of agriculture and technology in conjunction with the industry and to provide extension services so as to contribute to the social and economic development of Kenya;

(4) Develop new programmes of study including those that culminate with degrees, diplomas and certificates. Actualizing hands-on approach to training

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Arising from the mandate, JKUAT has formulated the following strategic objectives for the period 2013-2017:

• To improve policy and corporate governance for enhancing accountability and decision making.

• To expand the University’s resource base through diversification of revenue streams.

• To improve access, quality, relevance and equality in undergraduate and graduate education.

• To enhance the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies.

• To attract, develop, motivate and retain efficient staff of the highest caliber and make JKUAT an employer of choice.

• To improve financial sustainability through effective and efficient financial and procurement systems.

• To provide adequate facilities and services and manage them effectively and responsibly for the benefit of stakeholders.

• To institutionalize appropriate internal and external ICT network and connectivity.

• Improving livelihoods of Kenyans through promotion of competitive agriculture and innovative, sustainable livestock and fisheries development.

• Undertaking value-adding research and innovation for supporting agriculture, science, energy, and technology development.

• To contribute to the commercialization of agriculture, industrialization and socio-economic development through extension services and transfer of appropriate technologies.

• To improve university community collaboration and contribute effectively to socio-economic development through active participation in CSR activities.

2.2.3 Core Values

Core values of the University constitute the fundamental beliefs that drive it. These beliefs shall be upheld because they define expected standards of behaviour and culture. The values guide the University to achieve the transformation of human conduct in governance and management practices. In this regard, JKUAT shall be guided by ten (10) core values as set out in box 1 below:

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Box 1: JKUAT Core ValuesValue DescriptionQuality Ensure adoption and adherence to systems and processes that

guarantee provision of products and services that meet and exceed customers’ expectation.

Collegiality Ensure commitment to community-driven research that provides tangible solutions to the country’s social and economic needs.

Teamwork Inculcate and practice a participatory approach in the conduct of all activities and operations of the University.

Professionalism Ensure and maintain high standards in the discharge of responsibilities and delivery of services.

Innovation Adapt and utilize the latest appropriate technology and practice to achieve efficiency and effectiveness in service delivery.

Dynamism Demonstrate initiative and responsiveness to changing trends in service provision.

Transparency Uphold openness in all activities and provision of services.Accountability Demonstrate and take responsibility in all decisions and actions.Integrity Uphold honesty and strong moral principles in all decisions and

actions.Patriotism Demonstrate a sense of devotion and personal identification

with the University.

2.2.4 Statement of Principles

JKUAT’s achievement of the objectives articulated in its Strategic Plan (2013-2017) shall be governed by the principles in box 2 below:

Box 2: JKUAT Statement of PrinciplesValue Description

Sublimity This will enable harmonization of University programs and activities with national policies, strategies, standards and with other local and international universities.

Equity Provide for a balance in distribution of resources and benefits accruing from the University’s programs and projects.

Affirmative action Provide for equal opportunities for minority and marginalized groups, the youth and both gender in all University programs and activities.

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Value Description

Corporate entrepreneurship

Providing space for creating and innovativeness as well as encouraging relationship within and outside JKUAT and accepting and embracing change.

Internationalization This provides for linkage of University programs to international trends in higher education.

Responsiveness This demands for sensitivity and informed engagement to address the needs and aspirations of stakeholders.

Shared responsibility This provides for complementarity in effective delivery of University programs and projects.

Subsidiary This provides for multi-level participation and the involvement of stakeholders in realization of the University’s mandate.

Asymmetry This recognizes the need to address differentials and imbalances in the University’s programs and projects.

Delegated authority This provides for devolution of responsibility for ease of execution.

Disciplinary diversity This provides for commitment to both disciplinary and interdisciplinary research and teaching to provide integrated solutions to JKUAT and the country’s social and economic issues.

2.2.5 Infusion of the Values and Principles into the Strategic Plan

Dedicated to unconstrained inquiry and discovery, free and open debate, shared governance, and participatory democracy, the University is a community whose academic vitality and capacity to serve others flow from and are nourished by its core values. All elements of the strategic plan priorities, initiatives, and enablers are infused with these values: excellence; diversity and inclusiveness; innovation and creativity; ethical action; civility and collegiality; and openness and accountability which will be reflected in all university activities. The implementation of the plan will be guided by these principles. These principles are the mortar that will bind together the elements of the plan and make the whole much larger and stronger than the sum of the parts. Through them the University will:

• Build an inclusive community that celebrates differences, brings together people from wide array of backgrounds and perspectives, and recognizes that excellence cannot be achieved without diversity. JKUAT will integrate academics, the arts, athletics, learning

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outside the classroom, and service to others into a complete university community that values and energizes all its members.

• Embrace the power of technology to ensure the highest quality instruction, research and scholarship, outreach to our alumni and the larger community, and indeed to change the way the world works. Whether in responding quickly to changing student demand for courses, pioneering the application of technology in the creation and study of agriculture development, extending wireless internet service to the surrounding community, inventing new biomedical devices to save lives, or exploiting the power of technology to alter the ways in which communities interact and function, JKUAT will be at the forefront of technological innovation.

• Act with entrepreneurial spirit in tackling big issues, seizing opportunities, and adapting quickly to changing circumstances. The University’s unmatched rise in academic stature has been fueled by ability to act quickly and decisively. As JKUAT competes increasingly at the global level, this spirit will be more important than ever. From developing online educational programs and services to translating laboratory research into the commercial domain, JKUAT will be known as the University that most successfully integrates an entrepreneurial spirit with academic excellence.

• Partner with others, locally and globally, to extend the quality, breadth, and impact of the University’s programs. The greatest academic institutions of the 21st century, will be those willing and able to partner with others to achieve what no single institution or organization can on its own.

• Take responsibility for the future with dedication to enhancing the quality of life of all people, sustaining the natural environment, and reinforcing the capacity of Kenyan citizens to thrive and prosper in a diverse, ever changing, globally competitive environment. World-class universities anticipate emerging concerns and opportunities and marshal all their intellectual resources to address big issues. JKUAT takes its responsibility to the future as a fundamental action principle with implications both near and far. JKUAT will stand out as an institution that is a model for the sustainability of its environment, and it will be a university that seeks solutions to the world’s most challenging problems.

2.2.6 Value Proposition

The University’s value proposition is:“A dynamic University with a strong focus on excellence through generation and delivery of applicable knowledge for socio-economic development.”

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2.2.7 Motto

The University’s motto is:“Setting trends in higher education, research and innovation.”

2.2.8 Organizational Philosophy

JKUAT values the need for transformational leadership to steer the University towards achieving her vision and mission, and contribute towards the social and economic development of the country.

JKUAT shall endeavour to attract, develop, motivate and retain a multi-skilled work force while nurturing a consultative working environment.JKUAT shall adopt and utilize ethical standards and best practices in training, research and innovation in order to produce dynamic leaders.

2.2.9 Organizational Structure and Staffing Levels

As provided for in Jomo Kenyatta University of Agriculture and Technology Charter of 2013, the University is headed by a Chancellor. A University Council comprising distinguished leaders and professionals govern the University. The Vice Chancellor is the Chief Executive Officer of the University, and is assisted by the Deputy Vice Chancellor (Academic Affairs), the Deputy Vice Chancellor (Administration), the Deputy Vice Chancellor (Finance) and the Deputy Vice Chancellor (Research, Production and Extension). The organizational structure for facilitating the implementation of the strategy is provided in Annex 2. The overall functions of the University organs are clearly stipulated in the Constitution, the University Act 2012 and JKUAT Charter of 2013.

This organizational structure enables full utilization of resources for training, research and innovation as core functions. It enhances unity of purpose, speed in decision-making and performance-based management.

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CHAPTER THREE: PESTEL AND SWOT ANALYSIS

If institutions are perceived as potentials rather than problems, as possessing strengths instead of weaknesses, as unlimited rather than dull and unresponsive, then they thrive and grow to their full capability.

3.1 PESTEL Analysis

Realization of the Strategic Plan objectives will, to a large extent, depend on the University strengths, the opportunities available to it, and how well it manages its weaknesses. There must also be awareness and effective response to the factors that present threats likely to hamper the successful implementation of the plan. Consequently, an analysis of the Political, Economic, Socio-cultural, Technological, Environmental and Legal (PESTEL)

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environments and of Strengths, Weaknesses, Opportunities and Threats (SWOT) have been provided below. The PESTEL analysis explains the situation under which the Plan has been prepared. Subsequently, it is from this analysis and the internal review that the SWOT is derived.

3.1.1 Political Factors

The Government’s policy papers and strategies such as the Economic Recovery Strategy for Wealth and Employment Creation (ERSWEC, 2003-2007), Sessional Paper No. 1 of 2005 on Education Training and Research, and the Vision 2030 give high priority to the application of science, technology and innovation in the national development process for growth and international competitiveness. The Vision 2030’s First Medium Term Plan (2008-2012) succeeded the ERSWEC as the blueprint for national development in the medium term. A Science, Technology and Innovation sector plan was developed to guide the development of science, technology and innovation. Out of these policies, the universities were charged with the responsibility of creating a knowledge-based society that upholds justice, democracy and accountability. In this regard, JKUAT is under duty to promote a culture of compliance with laws, civility and human decency in behaviour among the University community and between the University community and the outside world. At the same time, the government, communities, development partners and other stakeholders continue to make substantial investment to support higher education programs and projects.

Kenya is a member of a number of regional organizations such as the African Union (AU). The country was the Chair of the African Ministers Conference on Science and Technology for the period 2008-2009. The country is also a signatory to the Lagos Plan of Action and the Lome Convention later replaced by the Cotonou Agreement of 2010 which is tailored to enhance economic sustainability among African States. The partnerships engaged membership in the EAC, IGAD, NEPAD and UN system have immensely helped SPU, STI, TE and higher education activities in the country. These are well demonstrated by the increasing number of STI and TE and higher education activities in the EAC, IGAD, NEPAD and the UN system. The organizations have provided opportunities for growth of university education sector in Kenya. The regional political leadership is supportive of regional expansion, through the supportive environment of the East African Community. The integration of the six partner states (including South Sudan) that form the EAC provides a wider catchment for students due to political will of the states. To capitalization this, JKUAT has already opened a campus in Arusha, Tanzania, and plans to open others in Rwanda and South Sudan.

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3.1.2 Economic Factors

Kenya’s real GDP expanded by 4.6 per cent in 2012 compared to a growth of 4.4 percent in the previous year. Macroeconomic variables remained generally stable, although a surge in inflation during 2011 prompted tightening of monetary policy stance up to mid-2012. Most economic sectors recorded positive growth of varying magnitudes. The domestic economic growth was influenced by improved weather conditions, low inflationary pressure, low interest rates, stable macroeconomic environment, increased credit to the private sector and higher investment. The improved economic performance is based on significant growth across a wide range of sectors mainly as a result of improved efficiency. Generally, the structure of the economy has remained unchanged and agriculture continues to contribute the largest share in the economy. The recent discovery of oil in Turkana County may reduce Kenya’s dependency on agriculture,while also accelerating economic development due to availability of fuel at a lower cost. For sustained development with productivity growth, science, technology and innovation will play a critical role in ensuring that productivity growth occurs and that the economy is progressively transformed into a knowledge-based one.

The Kenya Vision 2030 has accorded science, technology and innovation high priority. The vision is based on the realization that in an increasingly knowledge-based and globalized world, Science, Technology and Innovation (ST&I) are essential, both for social and economic progress and for global competitiveness of our nation. JKUAT is a critical driver of innovation systems and the resultant development in science, energy, technology and innovation and application of knowledge, especially in biotechnology, space science, material science, nanotechnology, value-addition, manufacturing and ICT which will result in industrial and entrepreneurial development with new products and services, and new areas of economic growth. University education is essential for economic progress and for global competitiveness of our nation, and is also central in productivity and the socio-economic transformation of the country. The Sector Plan for Science, Technology and Innovation (2013-2017) provides for revitalization and harnessing of science, technology and innovation for Kenya’s prosperity and global competitiveness. In this regard, human resource development, research and knowledge generation will be strengthened at JKUAT to enhance their application in national production systems for sustainable development. At institutional level, the increase in the number of students enrolled in regular programmes has not been matched by the desired government expenditure on universities. JKUAT has increasingly been compelled to address its funding shortfall from alternative sources.

3.1.3 Social Factors

The total population in Kenya is projected to reach 60 million by year 2030, up from the current estimate of 41 million. Moreover, the urban population growth rate will transform

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the country into a predominantly urban nation by year 2030, with the urban population growing from the current 26% to more than 60%. This necessitates investment and expansion of the wealth creation base through enhanced productivity to provide for the growing population in terms of health, education and infrastructure among others. The population expansion will also provide an opportunity to develop a human resource base that is able to harness science, technology, innovation and create knowledge based economy. In this regard, science, technology and innovation will be critical to socio-economic transformation of the country.

Over the years, lack of employment, limited skills, lack of resources and opportunities have led to the Kenyan youth being highly dependent on household and limited state support. Consequently, criminal tendencies, drug abuse and other social ills have been attractive. For the same reasons, vulnerability among youths has increased. JKUAT is committed to develop and execute intervention mechanisms such as counseling, mentorship and provision of pastoral care. In the year 2011, for example, the University developed a number of policies meant to address the social challenges among both students and staff. One of these was the Drug and Substance Abuse Policy, which was launched in March 2012.

Prof. Imbuga (Vice Chancellor) and Hon. John Mututho (Chairman NACADA) during the launch of the Alcohol and Drug Abuse Policy

The Social pillar in Vision 2030 aims to “achieve a just and cohesive society enjoying equitable social development in a clean and secure environment”. In addition, the Government of Kenya has legislated on occupational safety and health through the Occupational Safety and Health Act of 2007. This and other regulations governing work

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places have given direction on improving work places by making them safe. JKUAT has experienced a high growth in the student population as well as the staff establishment. Inevitably, there also has been a growth in the number of campuses/centres and a corresponding growth in the number and sophistication of equipment and facilities in use. This phenomenal growth has made it imperative to develop an occupational safety and health policy to secure the safety, health and welfare of all workers, students, contractors, suppliers and other stakeholders of JKUAT.

3.1.4 Technological Factors

The Sector Plan for Science, Technology and Innovation (2013-2017) envisages a strong higher education, science, technology and innovation capacity as an absolute necessity for the nation to participate as a full partner in the world’s fast forming, knowledge-based economy. The use of higher education, science, technology and innovation as a tool for national development and international competitiveness requires an effective system for innovation, technology adoption, diffusion and transfer. Higher education science technology and innovation supported to a large extent by ICT, has become a major driving force of economic change in many nations. ICT has also improved the rate of communication and information exchange. The ICT sector is rapidly developing in Kenya. The Government is committed to expanding communication network through the fiber optic pathway which will facilitate telecommunication, open distance (OD) and e-learning. Under the Kenya Vision 2030, JKUAT was identified to collaborate in the Madaraka Personal Computer Project, under which the Government intends to assemble low cost personal computers for the national and regional market. The project is intended to provide an incubation environment for students in local universities. To support this project, the Government has committed to develop 5,000 digital villages across the country, with a major share of e-computers being supplied by JKUAT.

The University, therefore, has a rare opportunity to develop the requisite capacity to take advantage of such opportunities, in collaboration with the ICT Board and willing private partners. The University has realized tremendous growth in adoption and utilization of advanced technology. Towards furthering these gains, JKUAT has formulated an ICT Policy, An Electronic Payment Policy and Information Security Policy, all which seeks to take advantage of the installation of the fibre optic network for enhancing services to university customers. The University acknowledges the advancement in relevant technologies to support research, teaching and innovative efforts. Through the School of Open and Distance Learning (SoDEL), the University embraces and seeks to institutionalize modern teaching approaches such as e-learning and video conferencing towards attaining its goals under this plan.

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JKUAT walking tractor and tricycle developed in Engineering Workshop

Renewable energy research at JKUAT

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3.1.5 Environmental Factors

Kenya recognizes the value of its environmental resources. It also recognizes that the degradation of these resources can adversely affect productivity and increase levels of poverty in the country. The Environmental Management and Coordination Act of 1999 provides that all people in Kenya are entitled to a healthy environment that they are required to safeguard and enhance the conservation and sustainable use of land, water, forests, biological resources and mineral resources which are key to the country’s objectives of economic development and wealth and employment creation. Kenya’s economic growth is dependent upon exploitation of its environmental and natural resources. Over the years, this has been marked by heightened activities in the sectors of agriculture, tourism, manufacturing and geo-exploration. These same areas are bound to realize further growth as anticipated in Kenya Vision 2030.

A number of human related activities have led to environmental harm. The rate of exploitation of the country’s land and biological resources is considered unsustainable. Natural ecosystems, important for a number of natural services and products are being converted to other uses or face the threat of degradation due to pollution. Enhanced emission of greenhouse gases into the atmosphere has led to global warming and climatic change. The changes to the earth surface through various human activities, including waste disposal, has contributed to global environmental change, the local magnitude and potential impact of which is yet to be established. To Kenya, these changes pose both potential risks and opportunities for food production, human health and energy availability, among others. High electricity tariffs are conduits for Kenyans to seek alternative energy supply thereby destroying the environment.

In mitigating possible adverse effects, better ways of disposal will be desirable. The anticipated population growth is likely to impact adversely on the environment besides raising demands for further exploitation of natural resources. Given its areas of discipline, JKUAT will have to rise up to the challenge and contribute towards better environmental governance through relevant programmes and projects. within its own management, the university will endeavor to attain a clean, secure and sustainable environment appropriate for pursuit of its goals. This effort will be accompanied with tapping into its existing potential and utilization of expansive land resource. The dynamic environment under which the University is serving is under the adverse effects of climate change. The University will, therefore, embrace green technologies, contribute to increasing forest cover and also play a central role in research into ways of mitigating the general and specific effects of climate change.

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Students participate in annual tree planting in line with JKUAT Policy on Environmental Conservation

3.1.6 Legal Factors

Kenya’s ST&I interventions for 2008-2012 were to be implemented through an enabling legal and policy framework. To this end, the national strategy and bill for science and technology was developed in 2009 in alignment with the Kenya Vision 2030. When the Constitution of Kenya 2010 came into effect in 2010, the strategy and bill were realigned to conform to the provisions of the new constitution. This led to the development of the ST&I Policy and ST&I Bill 2012.

Vision 2030 proposes intensified application of science, technology and innovation to raise productivity and efficiency levels across economic, social and political. It recognizes the critical role played by research and development in accelerating economic development in all the newly industrializing countries of the world. The vision envisages that the Government will create the ST&I policy framework to support Vision 2030. The Vision therefore lays the basis for policy and strategy in ST&I.

The ST&I Bill is guided by the ST&I Policy of 2012. The policy provides a platform to leverage ST&I to transform the economy through the national priority areas, create an effective and efficient Kenya National Innovation System, operationalize the triple helix and commercialize research outputs through the Innovation Agency (KENIA), mobilize at least the equivalent of 2% of GDP annually from the government, private sector and other sources to fund the entire ST&I value chain.

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The National Agricultural Research System Policy lays the policy for the National Agricultural Research System (NARS). This is in response to the need to reform the agricultural sector as articulated in various government policies and strategies, more specifically the Economic Recovery Strategy (ERS), the Strategy for Revitalizing Agriculture (SRA) and Vision 2030. The policy calls for the creation of an agricultural innovation system made up of research institutes, universities, research foundations, private sector and non-governmental organizations (NGOs) as a means of establishing an efficient agricultural research system that consistently provides appropriate technologies, knowledge and information to the agricultural sector.

The legal framework for higher education in Kenya is embodied in the Education Act of 1968, the Acts of Parliament of each individual public university, the National Council for Science and Technology Act (1977), the Universities Act of 1985 establishing the Commission for Higher Education (CHE) and the Higher Education Loans Board Act (1995). Public universities are also governed by the State Corporations Act Cap 446 of 1987 and the State Corporations Legal Notice Number 93 of August 2004.

3.1.7 The Kenya Constitution

The Kenya Constitution, in the fourth schedule, has set out specific functions for the national and county governments in relation to the university education, science and technology sector. In addition, several other articles have obligated the state to develop higher education, science and technology sector. These are as follows: i) Article 11, the State is enjoined to, among other things:

a) Promote all forms of national and cultural expression through literature, the arts, traditional celebrations, science, communication, information, mass media, publications, libraries and other cultural heritage.

b) Recognize the role of science and indigenous technologies in the development of the nation.

c) Promote the intellectual property rights of the people of Kenya.

In accordance with the Kenya Vision 2030, development of science and technology is the foundation upon which the realization of the vision is hinged. The entrenchment of the need to develop this sector in the Constitution emphasizes the importance of university education, science and technology in the knowledge-based economic development of the country. The Constitution further emphasizes the recognition of the indigenous inventions and technologies.

ii) Article 40 (5) requires the state to support, promote and protect the intellectual property rights of the people of Kenya. The state is hence obligated to promote innovations, production and technology transfer.

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iii) Article 69 sets out the state’s obligations in respect of the environment. Paragraph (c) mandates the government to protect and enhance intellectual property in, and indigenous knowledge of, biodiversity and the genetic resources of the communities.

While this appears to be intended to promote technology, knowledge and skill geared towards protection of the environment, its indirect implication is that measures must be put in place by the government to enhance intellectual property and indigenous knowledge in protection of the environment. This will be an impetus towards further development of science and technology inventions.

iv) Article 53 of the Constitution provides that every child has a right to free and compulsory basic education. Although this may appear to be a right that does not have a direct implication on the area of university education, science and technology, one must appreciate that the provision of free compulsory basic education has a flow down effect on the capacity of the university education infrastructure.

The policies and strategies must then address the preparedness of the existing JKUAT education facilities and systems to accommodate the growing number of secondary school leavers. Further, the right to relevant education and training and access to employment guaranteed to the youth under Article 55 connotes an unbroken chain of interrelation between all the levels of learning that lead to employment. Therefore, in developing education policies, standards, curricula and examinations, JKUAT will need to consider the education system as a whole and its relation to the labour market. It will also provide a continuous link from basic to the highest level of education.

His Excellency President Mwai Kibaki hands over the Instruments of authority to Prof. Francis Gichaga (Chancellor) on 1st March, 2013. Looking on are Prof. Kamar (MoHEST), Dr. Ekuru Aukot (Council Chair) and Prof. Mabel Imbuga (Vice Chancellor)

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3.2 SWOT and Stakeholder Analysis

3.2.1 SWOT Analysis

The SWOT analysis provides insights into the University’s operational environment. Analysis of the internal environment focuses on issues relating to the management of the University in terms of its organization structure and human resource establishment as well as other support services. This reveals the strengths and weaknesses. On the other hand, the analysis of the external environment focuses on issues that impact on the University’s operations relating to current priority policies of the government. This identifies the opportunities and threats. Generally, the internal environment issues are within the control of an organization, while the external ones are not. An elaborate strength, weaknesses, opportunities and threats (SWOT) analysis is provided in Table 3.1.

Table 3.1: Strength, Weaknesses, Opportunities and ThreatsStrengths Weaknesses

1. Diversified market driven programs2. Improved student welfare services3. Strategic campuses across the country4. Strategic location of JKUAT along the Thika Superhighway5. Disciplined culture and ethics among students and staff6. Adherence to the academic calendar7. Good national and international image8. Competent and supportive Council9. Participative decision-making and policy formulation10. Robust CSR program11. National and international partnership and linkages with

leading institutions of higher learning and research12. Competent and motivated human resource13. Cross-cultural diversity within the JKUAT community14. Participative and supportive alumni15. Strong academic quality assurance policy and system16. Empressive growth and reputation17. Existence of Quality Management System based on ISO

9001:2008

1. Inadequate teaching and learning facilities

2. Irregular maintenance of buildings and facilities

3. Inadequate funds4. Inconsistent career

paths for staff5. Inadequate library

facilities6. Inadequate social and

recreational facilities for staff and students

7. Inadequate transport facilities

8. Gaps in documentation of job description for staff

9. Inadequate ICT infrastructure and networking

10. Reliance on limited revenue streams

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Opportunities Threats1. Integration of the East African Community and emerging

economic blocks2. New Constitution and county governance3. Transition towards an industrialized nation4. High demand for university education as a result of free

primary and secondary education5. ICT growth and its application in teaching and research6. National and international job opportunities for Kenyan

graduates7. Strategic partnership with local and international

organizations8. Innovative technological advancements9. Increased investment in research and innovation by the

Government, university and collaborating agencies10. Growth of service industry11. Growing provision of students’ loans and bursaries12. Growing alumni involvement13. Training, research and consultancy services within EAC and

COMESA region14. Staff and student exchange programs locally and

internationally15. High demand for business-oriented short courses16. Upcoming Tatu City and other urban centres17. Discovery of oil in Turkana18. Expansion of Thika road into a superhighway19. Hosting of Pan African University Institute of Basic Science

and Innovation20. Planned establishment of botanical garden, college of

engineering and technology and industrial park

1. Competition from new local and international universities/university colleges

2. Lower costs of academic programs in other universities

3. Prevalence of HIV/AIDS and other epidemics and drug/ substance abuse

4. Impact of high poverty levels on university education

5. Declining Government financial support

6. Rapid changes in technology

7. Rising unemployment for graduates

8. High staff turnover leading to brain drain

3.2.2 Remaining Competitive

Through experience of success and failures encountered in the past, it is now clear that there are certain strengths unique to JKUAT that could be exploited to maximize returns in the sector. The University will continue to make concerted efforts to assist stakeholders take advantage of existing strengths to be able to exploit the existing potential. The University will also commit itself to address all the weaknesses that may be hindering growth of the University education sector. The necessary precautionary measures will be taken to address threats to the performance.

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As the strategic plan is put fully into place and its goals achieved during the next five years, JKUAT will accomplish the following four competitive outcomes.

1. Attract more of Kenya’s and the world’s most exceptional students

JKUAT’s new general education programme, enhancement of the undergraduate experience, and increasing diversity and international outlook will attract an increasing number of outstanding high school graduates, and will also be a magnet for bright students from all over the world. The University will maintain high regard for its stimulating intellectual environment, inclusive community, lively social activity, and engagement with local, national, and international issues. The broad changes and major investments in our graduate education program will bring more of the very best college graduates for advanced study, research, and scholarship. JKUAT location and array of strong academic programs already attract talented students. With proper levels of financial support and a dramatically improved educational program, JKUAT will quickly become favored by truly exceptional graduate students. Upon earning their degrees, JKUAT’s alumni will be prepared to be innovators and change agents and to take on leadership roles in a wide variety of fields. They will have a major impact on the intellectual and cultural life of the community, and will be a mainstay of the leadership and highly trained workforce that drives the state’s economy. JKUAT will provide extraordinary talent to serve society.

2. Be an international center and a catalyst for educational, research, and scholarly partnerships around the globe

Nairobi is a world-renown city. Within its orbit, JKUAT will be a world-class university. JKUAT will attract the most brilliant minds from all corners, send students abroad for exceptional learning experiences, and expand connections and partnerships with public and private organizations. The faculty will extend the boundaries of knowledge and understanding in a wide range of fields. They will address issues of critical importance and worldwide impact. The University community will reflect the world and be a positive and powerful force in it. By producing graduates who are comfortable in the wider world, the University will support Kenya as it engages more strongly in the global marketplace.

3. Transform its surrounding area into an economically, socially, and culturally vibrant community that is welcoming and attractive to students, faculty, staff, neighbors, and visitors

JKUAT will work with its neighbors to create a new city with appealing retail outlets and office space as well as housing. With the development of the Industrial, Technology and Innovation Park, the varsity will develop the largest and most successful research park in Kenya. More than 6,000 new jobs will be created and the added value to economic development will exceed Kshs. 2 billion. The University’s national impact will grow

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as well. With the wide range of civic engagement, outreach, and cooperative extension programs, the University will enhance the quality of life of area and state residents through involvement with local schools, community and economic development projects, and health, wellness, environmental, and government service programs.

4. Spread the light of its intellectual talent, its advances in knowledge, new ways of understanding the world, and the benefits of its scientific and technological innovations throughout Kenya, the region and world

The University will achieve international distinction for its ability to address the issues and problems affecting society. The University’s capacity to look over the horizon and bring together expertise from across the disciplines and across the world to address issues of profound importance is powered by a host of advantages and assets. Our land-grant heritage; uniquely advantageous location; global connections and reach; culture of innovative, collaboration and inclusiveness; and ability to cross disciplinary boundaries and partner with organizations all over the world will propel JKUAT to a leadership position in enhancing the economic, cultural, and social life of the citizens of the country, region, nation, and world. JKUAT will be a force in fostering greater understanding of human relations and the natural environment, stimulating scientific and technological advances, and supporting economic development and creative activity. In addition, through its broadly educated graduates, the University will provide many of the leaders of tomorrow. The University will be an institution where new ideas and ways of thinking make a difference. The University will be among Kenya’s most valuable asset, sustaining and enhancing the nation’s ability to compete in a rapidly changing global economic environment.

3.2.3 Stakeholder Analysis

For the purpose of identifying the interests, roles/responsibilities, comparative advantage and contribution of the stakeholders in the development and implementation of this strategic plan, it was necessary to carry out an analysis of their involvement. This involved an inventory of all parties that have a stake in the development of JKUAT as envisaged in this strategic plan. The major stakeholders identified include students, staff, alumni, the Government, the community, industry, development partners, research and development institutions, and institutions of higher learning, all with stakes in the performance of the University. JKUAT strongly believes that the identified stakeholders are critical to the success of its activities. It is the commitment of the University to carry out a continuous stakeholder analysis to identify changing needs to ensure cooperation and support in the achievement of her mission.

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Table 3.2: Stakeholder Analysis

Stakeholder Stakeholder Expectation JKUAT Expectation

Students• Quality and affordable programs• Conformance of programs to relevant professional

regulatory bodies Variety of academic programs Health and recreation facilities

• Safe accommodation• Affordable and good quality catering services• Healthy, safe and secure environment• Defined program schedules

• Discipline• Compliance with the

University rules and regulations

• Academic excellence

Staff• Sustainability of the University• Defined career progression• Healthy, safe and secure environment• Security of tenure• Training and development opportunities• Welfare services• Equity• Adequate remuneration

• Quality service• Meritocracy• Loyalty and sustainable

service

Government• Quality human resource capacity for national

development• Programs based on national development needs• Innovations for agriculture innovation and

industrialization• Needs-based community extension and technology

transfer• Proper utilization and accounting of Government

contributions

• Regular and adequate funding

• Development of policies that govern university education

University Council

• Good governance and leadership at all levels• Implementation of quality, affordable, demand-

driven and competitive programs• Compliance to financial and procurement policies

and procedures

• Support in timely policy formulation and approval

• Transformative governance and leadership

• Enhanced local and international lobbying and networking

Community • Social responsibility programs• Improved roads• Clean environment• Disciplined students• Needs-based extension• Creation of jobs• Appropriate technologies

• Cooperation• Responsibility• Information• Support

Development partners

• Efficient use of donations and grants• Funded project outputs

• Donor support• Stewardship• Mutual benefits

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Stakeholder Stakeholder Expectation JKUAT ExpectationIndustry • Research outputs and innovations of commercial

value• Quality graduates• Joint research and development• Sustainable projects• Solutions to industrial and operational challenges

• Sustainable partnership• Utilization of products and

opportunity for graduates collaboration

Research and development institutions and institutions of higher learning

• Joint projects• Exchange programs• Sharing the use of critical equipment and other

resources

• Knowledge exchange• Mutual projects support• Peer guidance

Parents • Quality programs, safety, health and security of the students

• Fee payment• Provision of guidance and

counseling• Mentorship• Ambassadorial role

Alumni • Involvement in University activities and programs • Fundraising• Mentorship• Participate in programs

development and review• Industrial linkages• Ambassadorial roles

JKUAT will enhance stakeholders’ participation and collaboration through the following strategies:• Creation of new international networks and consortia• Growing numbers of students, professors, and researchers participating in academic

mobility schemes• Increase in the number of courses, programs, and qualifications that focus on

comparative and international themes• Emphasis on developing international/intercultural and global competencies• Stronger interest in international themes and collaborative research• Steep rise in the number of cross-border delivery of academic programs• Greater interest international and regional rankings of universities• Increase in campus-based extracurricular activities with international or multicultural

component• Investment in recruiting foreign students and dependence on their income• Rise in the number of joint or double degrees• Growth in the numbers and types of for-profit cross border education providers• Expansion in partnerships, franchises and branch campuses• Establishment of new national, regional, and international organizations focused on

international education.

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3.3 Emerging Strategic Issues

The review of Sector Plans for Agriculture and Rural Development (2013-2017), Science, Technology and Innovation (2013-2017) and Education Development (2013-2017) indicated that the development of university education and training was greatly hampered by issues pertaining to policy and corporate governance, quality assurance and standards, resource mobilization and management, financing and financial management, partnership and linkages and commercialization of research and innovations. Based on the PESTEL and SWOT analysis in section 3.1 and 3.2, the following strategic issues were identified as pertinent to JKUAT.

Prof. Imbuga gives her address during the Business Process Outsourcing launch, at the KICC, November 2011

3.3.1 Policy and Corporate Governance

The current policy framework providing for establishment, governance and management of public universities are inconsistent with the needs of modern management and good governance practices and do not provide for a mechanism for external quality assurance. There is general ineffectiveness in the coordination of the national higher education and ST&I system, leading to inefficient resource utilization. Furthermore, there is lack of adequate information to facilitate regional and international benchmarking and track the implementation of higher education and ST&I activities. A framework to collate and

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disseminate information on the resources employed by the sectors and their effectiveness is lacking. Timely tracking of the implementation of various programs/initiatives under this plan aimed at realizing its overall objectives are urgently required.

The performance of the sector will be based on a common set of fundamental values that include proactive leadership, protection of national interests, high standards, maintenance of public trust, optimal use of limited resources, and the ability to adapt to changes both within the country, region and globe. Enforcing meritocracy in the sector should ensure that the best individual access opportunities in the sector regardless of race, ethnicity, religion, gender, disability or socio-economic background and are able to develop to their fullest potential.

3.3.2 Resource Mobilization

Funding for higher education and ST&I and related activities in Kenya has been inadequate and without effective coordination mechanisms in the face of competing demands for the national budget. Innovative resource mobilization mechanisms are critical to successful implementation of the policy objectives. Science, technology and innovations are an expensive venture. Technology developments require highly skilled personnel, expensive equipment and in some cases, they may take a long time before the outcome is realized. To develop premium technologies, innovations and services, the University must incur high initial investment costs. The challenge is to secure adequate funding streams for the various science, technology and innovation components to facilitate implementation of the policy objectives and achievement of the intended outcomes.

Although expenditure on education has been on the increase (to an average of about 35% of the national budget), the allocation to the University sector has consistently been low. This low budgetary allocation for the University contradicts the prioritization of university education in Vision 2030. Other than the Government budgetary allocation, there has been very little technical assistance or donor support from development partners towards university and technical education at all levels in recent years. While some institutions have put in place income generating activities, these are still weak and require strengthening.The effects of these activities on the core mandates of the institutions have also been debatable. Development financing which is crucial for capacity development and expansion has been minimal

3.3.3 Resource Management

Kenya’s overall higher education and ST&I capacity and capability is currently weak in comparison with competitor and inspirational countries. Recognising the critical role of higher education and ST&I in national development, Kenya has over the years established many universities and S&T institutions and has made significant strides in Research and

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Development (R&D). However, most of the institutions are not effectively coordinated and often lack critical resources and infrastructure to enable them effectively deliver higher education, develop and integrate ST&I. The institutions are also unable to acquire, maintain and retain modern equipment as well as human resources. They have weak linkages with the productive sector, and regional and international counterparts. Lack of an integrative policy framework to facilitate effective delivery of higher education and integrative policy framework to facilitate effective delivery of higher education and integration of ST&I into the economy is an issue needing urgent action. Skills acquired from Kenyan training institutions do not often match the requirements of the productive sector. This imposes high costs on investors who have to retrain new staff. Further, the products of human resource development institutions are often not imbued enough with entrepreneurship skills. Thus, they are geared to looking for jobs instead of creating them. This acts as a barrier in creation of ST&I technology-based enterprises within the economy. Of equally great concern is the apparent lack of alignment of skills with national priority areas.

3.3.4 Financing and Financial Management

The current average spending per student at University level is 31 times, 6 times, and twice as expensive in relation to primary, secondary and TVET education, respectively. This indicates that university education through public universities is particularly expensive to the Government and is not sustainable within the current resources. During the fiscal year 2011/2012, for public universities, the government budget support was only used to pay 80% of staff emoluments. Public universities, therefore, have had to reduce their dependence on Government financing by diversifying their sources of income as well as ensuring more efficient and cost effective use of institutional resources. Funding for HEST and related activities in Kenya has been inadequate and without effective coordination mechanisms in the face of competing demands for the national budget. Innovative resource mobilization mechanisms will therefore be crucial to the successful implementation of the objectives of national development.

Universities have neglected the more difficult sources of revenue like private sector sources, establishing foundations or attracting research grants. Consequently, public universities have not achieved the necessary diversification of revenue with decreasing government funding. There is a need for new approaches to financing. Prudent financial management is essential to achieving the goals outlined in Sector Plans for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and the Sector Plan for Science, Technology and Innovation (2013-2017). Financing of the sector should be shared by Government, the private sector, development partners as well as students themselves to ensure increased access, equity and maintenance of quality.

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3.3.5 Access

A large number of young people graduate annually from the secondary school system. According to the 2009 Kenya National Housing and Population Census, there are over 8 million Kenyans aged between 17 and 24 years seeking training in University and tertiary institutions. In the fiscal year 2011/2012, there were over 181,000 students enrolled in local universities (Economic Survey, 2011). This translated to a University Gross Enrolment Ratio (GER) of 3.1%. The target set in the Kenya Vision 2030 was 10% by the year 2022 or about 800,000 university students.

Thus, there is a need to dramatically increase university enrollment over the next 10 years. About 50 percent of the students enrolled in Kenyan universities are self-sponsored which means that there is a very high demand for university education. It is estimated that only 30% of qualified students get admitted to local universities every year. Consequently, many students go to foreign universities.

The cost of university education is high and requires high investments, which are sometimes out of reach for average Kenyans. This calls for well thought out interventions that ensure access and affordability to meet the growing human resource need. The University should promote the establishment of open universities and the expansion of distance education in existing campuses and leverage on ICT for research and curriculum delivery.

3.3.6 Equity

There exists a social and geographic inequity in access to university education. This is worsened by the high poverty levels. All Kenyans, regardless of their personal characteristics, gender, backgrounds or physical challenges, must have equal opportunities to obtain a university education. Poverty makes it difficult for most Kenyans to pay for university education. The result is that most trainees in university end up in cheap irrelevant programs whose graduates do not acquire the requisite skills necessary for the work place. Admission of undergraduate students is coordinated by the Joint Admissions Board (JAB), a body created by public universities and university colleges. The main role of JAB is to establish the cut-off points for KCSE graduates and then present the candidates to individual public universities for admission. Additional students are admitted into both public and private universities directly by individual universities. The Government through HELB offers financial support through loans, bursaries and scholarships to students admitted to universities. However, due to limited funds only a few students get the support with the majority being the JAB-admitted ones. Greater emphasis is placed on academic performance, with less consideration of other factors like financial need or other disadvantages as defined in the Constitution of Kenya 2010. Some limited affirmative action measures are, however, enforced to ensure increased

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participation by women and students from Arid and Semi-Arid Lands (ASAL). This affirmative action is only applied to university admissions and not to specific degree programs. This means that students from marginalized groups are not able to gain admission into competitive professional degree programs like Medicine or Law.

3.3.7 Quality, Relevance and Standards

The philosophy of university education is that it should contribute to socio-economic development. The provision of quality education to Kenyan learners is a central theme in the Kenya Vision 2030 and a pillar in NESSP. The Constitution of Kenya 2010 also requires that universities inculcate community values and high standards of morality and ethical behaviour. This requires a complete review of curricula to align them with industry needs.

There is a limited link between the current university curricula and Kenya‘s Vision 2030 needs as most programs were developed well before the conception of the Vision. This renders most programs irrelevant for immediate national development needs. Quality and relevant research programs and university education must meet the demands for innovative and relevant market skills to enhance productivity and employment. There is also a weak link among universities, research institutions and industry. Quality human resource is an important determinant of sustainable growth and development. There is, therefore, need to progressively increase the rate of generation of a high quality skilled human resource with a special focus on developing and upgrading innovation competencies in employment.

3.3.8 Research and Innovation

Kenya’s innovation system is linear and does not effectively serve critical national needs in the production and utilization of quality higher education, science, technology and innovation. As stipulated in Sector Plans for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and the Sector Plan for Science, Technology and Innovation (2013-2017), Kenya has made success in various fields of

Rewarding student innovation: Prof. Kahangi (right) DVC, RPE presents a cheque to winning students during the 2012 Tech Expo

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research, particularly in medical and agricultural research. However, the achievements have been based on isolated efforts leading to limited socio-economic impact. The challenge is transforming these individual achievements into a dynamic system to enhance national benefits. The innovation system fails in establishing and sustaining Kenya’s distinction in the generation and management of science, technology and innovation. In order for Kenya to realise maximum benefits arising from research, there is need to adopt a system approach to address innovation dynamism in all sectors of the economy by examining their interdependency, interconnections, and interrelations. The system does not encourage access, use, generation and diffusion of knowledge within business systems.

Sweet sorghum research at JKUAT

Incentives for business R&D in small firms and educational training partnerships to stimulate business demand for S&T graduates and enhance their capacity to innovate, as well as provide young graduates with the right skills to work as researchers in industry are weak. An emerging challenge is that of appropriated and responsive intellectual property rights regimes. These are important in facilitating innovation. However, in the Kenyan context there are challenges that constrain local innovators from benefiting from their work. Some of the key issues include the accessibility of the regime as well as the extent to which it enables harnessing of indigenous knowledge and resources. The existing Intellectual Property Rights (IPR) regime need a review and be judiciously enforced to provide impetus and maximize incentives for the generation, protection and utilization of intellectual property by all categories of inventors in the business system of KNIS in order to foster achievement of Kenya‘s national development objectives.

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3.3.9 Partnership and Linkages

University-industry linkages provide the University with opportunities to gain practical skills, particularly in science, engineering and medical degree programs. At a higher level, the University could serve as the research and development arm of the industry. That would mean the industry does not have to invest in a research infrastructure but should instead would use university research teams. Industry-university linkages also support commercialisation of student and research groups’ innovations in universities. Close and productive interaction between academia, private sector and public institutions in all fields is vital in harnessing the existing potential in a coordinated manner. However, research institutions, academia and industry in Kenya have for long been operating in separate domains. The intersecting needs and mutually interdependent relationships call for a well-conceived integration between the public sector, academia and industry. In this regard, the national and county governments will be key players in the integration process through the enactment of various enabling policy instruments and availing the necessary incentives to support the integration process.

Mr. Mauricio Sucasas, Director, IBM China, and Prof. Mabel Imbuga, VC, JKUAT exchange documents after signing a Memorandum of Understanding on behalf of the two institutions

3.3.10 Commercialization and Extension

A large portion of the economy is dominated by micro, small and medium enterprises (MSMEs). They also dominate innovations in Kenya, as evidenced by the number of patents by this sector. MSMEs are similar to cottage industries worldwide. If supported

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and linked to the education and research system, this will result in more local product development capacity and capability. In addition, existing initiatives by academic institutions to research and development of products should be encouraged by creating links with private sector for improved commercialization. Finally, the weak intellectual property regime and associated processes in Kenya is a hindrance to commercialization, and hence to economic competitiveness.

Development and Transfer of Banana Tissue Culture Technology

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CHAPTER FOUR: SITUATION AND STRATEGIC ANALYSIS

Plans are nothing. Planning is everything. - Dwight D. Eisenhower

4.1 Introduction

Based on the PESTEL and SWOT analysis, the following emerge as the priority strategic themes that will be addressed by the University during the strategic plan period. i) Policy and Corporate Governance ii) Resource Mobilization iii) Human Resources Management iv) Financial and Procurement Management v) Infrastructure Development vi) Information and Communication Technology (ICT) vii) Undergraduate and Graduate Education viii) Research and Innovations ix) Agriculture and Rural Development x) Partnerships and Linkages xi) Extension Services and Technology TransferThe situational analysis for each of the themes is undertaken in sections 4.2 - 4.13 below:

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4.2 Policy

The University considers policies as important reference documents that help in guiding decisions and future actions by management. Policies also facilitate implementation of strategy and also provide direction that the University intends to take in achieving its vision. During the implementation of the Strategic Plan (2009-2012) a number of policies have been developed that include, but are not limited to: IGU Policy; Staff Training Policy; Fees Collection Policy; Alcohol, Drug and Substance Abuse Policy; Communication Policy; Debt Management Policy; Sexual Harassment Policy; E-Waste Management Policy; Occupation Safety and Health Policy; Transport Policy; HIV and Aids Policy; Academic Quality Assurance Policy; Education for Sustainable Development (ESD) Policy; Intellectual Property Policy; Information Security Policy; Automation Policy and Staff Code of Conduct and Ethics. On a need basis, the University commits to develop two (2) policies per year over the Strategic Plan period (2013-2017).

4.3 Corporate Governance

The Universities Act No. 42 of 2012 and the JKUAT Charter 2013, guide the University to achieve its mandate and functions, taking cognizance of existing policies relevant to higher education. The Statutes define the roles of the various officers, the committees, Senate, University Council, and other organs that form JKUAT. The Statutes also provide for the main sources of funds for the University and how the funds are applied. However, global dynamism and existing market trends necessitate backups to ensure that the University maintains quality standards of its programs and products. This necessitated the development and use of other policy documents and other references alongside the University Statutes. These include strategic plans, University Calendar, University Prospectus, University policies, national policies and University Quality Management Systems (QMS).

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A section of JKUAT Senate in session

The University Council is the topmost organ of JKUAT. Its functions are as provided for in the Jomo Kenyatta University of Agriculture and Technology Charter, 2013 and Statutes. The Council is responsible for management of University resources including human, material, finance and information resources. The Council controls human resourcing, plans and regulates tangible and intangible assets of the University and enters into contracts on behalf of the University. The Council enters into performance contracts in which it commits to: the development of annual work-plans; identification of performance targets; assignment of weights to performance indicators; negotiating performance targets/signing the performance contracts; ensuring achievement of performance targets and preparing employees in JKUAT for the desired changes in working styles, attitudes and work ethics.

The Senate is the topmost academic unit of JKUAT and has the responsibility over all academic issues as provided for in JKUAT Charter and Statutes. The responsibilities of Senate include responding appropriate to promote teaching, learning, research and innovation at JKUAT, and regulating all academic programs of the University. The Senate is responsible to the University Council and exercises such powers as may be conferred by the JKUAT Charter and by the Statutes or by such other Acts as the Council may authorize. The University Senate is responsible for approval of University program; examination; academic college; faculties, schools, institutes, centres and department; syllabi, rules and regulations governing teaching, learning, research, innovations, student and staff welfare.

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4.4 Human Resources Management

Effective service delivery by competent workforce

Human resource remains the major driver to achieving the University’s vision and mission. In view of this strategic thrust, there is need to achieve optimal staffing levels to effectively provide the required support structures. The University has expanded through increased number of students and campuses without a commensurate increase in human resources. The total number of staff stands at 2,045 consisting of 669 teaching staff and 1,376 non-teaching staff, as indicated in Table 4.1 below

Table 4.1: Staff Establishment and In-Post for 2007-2012

Year Approved Establishment In-post GapMale Female Total

2007 2,351 1,117 365 1,482 8692008 3,298 1,133 622 1,755 1,5432009 2,298 1,085 698 1,783 5152010 2,664 1,141 725 1,866 7982011 3,049 1,192 742 1,934 1,1152012 3,049 1,260 785 2,045 1,004

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Given the current student population of 28,800, the ratio of teaching staff to students is far much lower than the CUE and internationally approved ratio. (See Table 4.2)

Table 4.2 Lecturer Student ratios in various cluster Programs

S/No. Cluster of Programs Lecturer/Student ratio1 Applied Sciences 1:102 Arts and Humanities 1:153 Medical and Allied Sciences 1:74 Pure and Natural Sciences 1:105 Social Sciences 1:18

4.5 Financial and Procurement Management

According to Vision 2030 Sector Plans for Agriculture and Rural Development (2013-2017), Education Development (2013-2017) and Science, Technology and Innovation (2013-2017), the Government’s expenditure on education is 7% of the country’s GDP. This is the highest expenditure level per student based on the average education GDP in Africa. Much of this expenditure however goes to primary and secondary education, with only a small allocation to universities. Further, the Government’s policy for allocating funds to universities is based on the number of students joining the University and not the cost of mounting specific programs. This is done without the consideration of inflation rates and the high cost of living. In addition, fees levied on students do not match the actual cost of running the programs hence the financial instability at universities. The University programs are funded by the Government through fees and other income generating activities and projects.

As a reputable institution of higher learning in the region, JKUAT is guided by its mandate whose achievement requires adequate planning in order to match the increased demand for university education with existing resources. The Government, as the chief financier of public university education in Kenya, is only able to finance 35% of required resources at JKUAT. Therefore, there is need for stringent controls in utilization of resources to meet the University needs.

Over the years, the financial allocations from government and the fees have not been sufficient to cover the growing needs of the University. The effect of these financial limitations has been the hindrance in the delivery of the University’s mandate. In view of the foregoing, the University will lobby for increased Government funding from the current average of Kshs. 1.75 billion to a minimum of Kshs. 3 billion per year. In addition, the University will also strengthen other IGAs, fees income, research and innovation funds and consultancy in order to broaden its revenue base.

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4.6 Infrastructure Development

4.6.1 Availability of Facilities

The growth in demand for university education has not been matched with availability of facilities. Within the main campus, the growth in infrastructure has not been congruent with the corresponding increase in student population. The University has inadequate lecture halls, library, offices, laboratories, hostels, and other facilities. In addition, the University plans to renovate, expand, construct and acquire new infrastructure to meet the growing needs.

Prof. Imbuga presides over the ground-breaking ceremony for the new administration block

4.6.2 University Space Utilization

The University has experienced a period of rapid expansion of its building stock, supported by substantial injections of capital from the government, development partners and income generation activities. The University will deliver outstanding facilities and services and manage them effectively and responsively for the benefit of

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staff and students. This requires JKUAT to make the best use of space and physical resources across the University, ensuring that infrastructure is maintained and developed in a sustainable way. Substantial continuing investment will be required, building on the major initiatives of the last five years.

The University will renew her physical infrastructure by building new facilities and substantially renovating existing ones and by renewing roads, utilities, fields, students housing, and information technology resources needed to support the University’s mission. The University will aggressively pursue funding for construction of new facilities that will reduce substantial space deficit and adequately support mission of outstanding teaching and world class research.

4.7 Information and Communication Technology

4.7.1 Science Technology and Innovation

Information and Communication Technology (ICT) has become indispensable to overall economic development in terms of service delivery, effective communication, access to market, tapping of global knowledge among others. Kenya, through the Vision 2030 and the Sector Plan for Science, Technology and Innovation, considers ICT as a key to strengthening the foundation for a knowledge economy. In this regard, the Madaraka PC project in the Vision 2030 has a direct linkage to JKUAT. The project is intended to provide an incubation environment for students in local universities. In addition, it will give Kenyans access to affordable/robust PCs’ and create a market for hardware and software products and an environment where these products can be developed and manufactured.

JKUAT therefore plays a key role in the development of ICT in the country through the major initiatives by University management. The University can boast of her highly recognized ICT initiatives among other universities in the region. Through improved ICT capacity, the University will achieve most of its functions and mandate as provided for in the Statutes, and provide a clear linkage to the integrated vision of the University. ICT optimization will also increase customer satisfaction as well as access to higher education as a contribution geared towards achieving enhanced application of Science Technology and Innovation (ST&I) in the national priority sectors to ensure optimal benefits for Kenya’s socio-economic development. ICT has also been involved in customization of a number of financial and non-financial systems, including the SAGE ACCPAC, ERP, the library management system and the research management information system. There is also collaboration with industry players such as Google Africa in the area of web-based application for communication and service delivery. To drive ICT to the next level in this strategic plan, an ICT master plan will be developed.

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4.7.2 The University Website

One of the ICT initiatives in the University at the moment is the move towards paperless offices. To achieve this, the University has been involved in various activities aimed at enhancing ICT at various levels, including the development of policies, which includes the Electronic Payment Policy, ICT Policy, E-waste Policy and the Information Security Policy. These policies are available in the University website (www.jkuat.ac.ke). In addition, announcements, academic programs, examination results, annual university events and research results are also availed to staff, students and other stakeholders through the website. The JKUAT website has also been used as a source of information and marketing tool. However, students, faculty, researchers, administrators and stakeholders across the University do not take full advantage of these services simply because they are unaware of them hence there is need to extend marketing reach internally and externally so that the stakeholders fully understand the complete scope of services and tools.

The adoption of applications and infrastructure based on digital technologies is very relevant to higher education, and underpin many of the traditional functions and operations associated with a modern university, as well as providing new opportunities. The successful deployment of Web based IT strategies is critical to achieving many of JKUAT’s goals, including blended learning, teaching and research. The University Website will assist in providing high standards of service for students and staff by improving internal processes to reduce costs through automating processes and employing electronic forms.

4.8 Undergraduate and Graduate Education

4.8.1 Student Enrollment and Graduation

The increasing population growth in the country coupled with the recently introduced government policy on free day secondary education has led to exponential growth in demand for higher education in Kenya. The social demand approach holds that society will continuously seek increased education opportunities out of the perception that education can guarantee socio-economic advancement.

In the 2008/2009 Academic Year, JKUAT had a student population of 14,561. In 2009/2010, the population grew to 15,655 an increase of 7.5%. In 2010/2011 Academic Year, the student population

JKUAT provides serene and conducive environment for group and individual study

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was 19,500, representing a growth of 19.7% from the previous year. The number rose to 22,800 in the 2011/2012 academic year, representing a growth of 15.3% from the 2010/2011 academic year. However, in the year 2012/2013 the student population rose to 33,850 representing an increase of 48.5%.

The population of the international students was 480 in 2011/2012 rising to 700 in 2012/13, an increase of 45.8%. The annual growth over the three years has surpassed the targeted growth of 10% per year for the 2009-2012 Strategic Plan. It is anticipated that the current population of 33,850 will realize a growth rate of a minimum of 12% annually for the next 5 years.

During the same plan period the number of graduates grew from 2,912 in 2008 to 3,559 in 2009 representing an increase of 22.2%. In 2010, the number was 4,228 rising to 4,467 in 2011 which is an increase of 5.6%. JKUAT intends to grow this number by 6 % annually up to the end of the Strategic Plan’s period. JKUAT has an opportunity to increase its intake and at the same time appeal to a large market for its programs. It is envisaged that JKUAT will expand opportunities for qualified Kenyans, East Africans and Africans to access quality university education. In this regard, JKUAT will implement the relevant national, regional, continental, international policies, objectives and legal framework that guide access and quality of higher education.

In response to the free primary education programme, JKUAT shall seek to increase admission of students to accommodate the expected increase in the number of KCSE candidates. The University targets to increase admission by at least 12% annually during the plan period. In addition JKUAT shall seek to assist needy students who have challenges in raising fees for their studies. Currently, the University has provision for academic leave to enable students to take a break and raise funds for the fees.

4.8.2 University Satellite Campuses

As a result of the high demand for JKUAT programs, the University has established countrywide and regional campuses as indicated in the table below. The students enrolled in these campuses increased from 2,607 students in 2010 to 9,136 students in 2012

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SATELLITE CAMPUS ENROLLMENTS/N Campus Year of

EstablishmentCampus Location Student Population

2010 2011 20121 Karen Campus 2005 Karen 1654 1895 19992 Nairobi Westlands Campus 2006 Westlands 730 657 8583 Nairobi CBD Campus 2009 Nairobi Town 223 820 7854 Mombasa CBD Campus 2010 Mombasa Town 0 893 12595 Kitale CBD Campus 2011 Kitale Town 0 290 5346 Kakamega CBD Campus 2012 Kakamega Town 0 38 2687 Nakuru CBD Campus 2010 Nakuru Town 0 414 15298 Kisii CBD Campus 2010 Kisii Town 0 477 13489 Arusha Centre 2011 Arusha, Tanzania 0 0 48910 Kisumu CBD Campus 2012 Kisumu Town 0 0 7712 Kigali Campus 2013 Kigali, Rwanda 0 0 013 Grand Totals 2,607 5,484 9,136

The East African Community Development Strategy (2012-2016) emphasizes the need for promotion of education, science and technology for a creative and productive human resource within the community. In this regard, the University has established a campus in Arusha. The University will establish regional campuses in Rwanda, Burundi, South Sudan and Somaliland.

4.8.3 Academic Programs

The total number of programs in 2009/2010 academic year was 152. Currently, JKUAT has 414 academic programs cutting across various disciplines including Engineering, Science, Agriculture, Information Technology, Applied Science, Health Sciences, Social Sciences, and Business. The University aims to increase this number by 240 in the next five years. The new programs will include Biotechnology, Space Science, Mining and Petroleum, Material Science, Nanotechnology, Value-addition, Manufacturing and ICT among others.

One of the strategic goals of Sector Plan for Education Development

Ms.Fatma Shakur, a 2nd year JKUAT Marine Engineering student receives a trophy from top NYS officials for her exemplary cadet performance

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(2013-2017) is to enhance access, equity and quality of education and training at all levels based on demand and supply. The interest of the University to develop/review programs/courses is necessitated by the market forces of demand and supply. The courses are developed with contributions from industries, alumni and other stakeholders. The programs are reviewed regularly to reflect changes in the market. They are done after a completion of a full cycle which is four, five or six years depending on the program. The trends in the market are analyzed and alumni, graduates and other stakeholders’ views sought through survey so that a program is updated to match the changing market needs. The course content is then updated accordingly. Other steps have included review of all programmes to ensure incorporation of internship programmes. The development/review of programs at JKUAT is done according to CUE, IUCEA, AAU, ACU, and University regulations, Faculty/Institute/School regulations and academic quality policy. This is important to ensure that the quality of the programs is leveraged on national, regional, continental and international standards.

4.9 Agriculture and Rural Development

The Agricultural and Rural Development (ARD) sector comprises of the following eight subsectors: Agriculture; Livestock Development; Cooperative Development and Marketing; Lands; Fisheries Development; Forestry and Wildlife; National Land Commission and Agricultural Research & Development (ARD). In its contribution to GDP, ARD sector directly contributes 24.5 percent of the GDP valued at Kshs. 741 billion. The sector also contributes approximately 27 percent to GDP through linkages with manufacturing, distribution and other service related sectors. It further accounts for about 65 percent of Kenya’s total exports, 18 percent and 60 percent of the formal and total employment respectively. ARD sector has been identified as one of the six sectors aimed at delivering the 10 percent economic growth rate under the Vision 2030.

The ARD sector goal in line with the Vision 2030 is “an innovative, commercially oriented and modern agriculture and rural development sector”. The policy and institutional framework guiding the sector is the Agriculture Sector Development Strategy (ASDS, 2010-2020) which emanated from a revision of the Strategy for Revitalizing Agriculture (SRA, 2004-2014) to reflect the aspirations of the Vision 2030. The key policy goals of the sector include: raising agricultural productivity through generation and promotion of technologies and increased resource allocations; exploiting irrigation potential; increased commercialization of agriculture; undertaking a comprehensive review of the legal and policy framework for the sector; improving governance of sector institutions; land development; and promotion of sustainable management of fisheries, forestry and wildlife resources. However, the development of the sector is affected by inadequate legal and policy framework; high poverty levels and drought; agricultural land sub-division and increased urbanization; inadequate market and infrastructure; limited value addition and product diversification; limited use of appropriate technology; inadequate

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capacity to manage pests and diseases; limited financial services and credit; low youth participation; and high cost of production.

JKUAT will facilitate in overcoming some of these challenges through development of value addition programmes, development and promotion of appropriate technologies, enhanced extension and technology transfer and undertaking applied research.

4.10 Research and Innovations

The Sector Plan for Science, Technology and Innovation (2013-2017) proposes intensified application of science, technology and innovation to raise productivity and efficiency and recognizes the critical role played by research and development (R&D) in accelerating economic development. In addition the Sector Plan for Education Development (2013-2017) puts emphasis on the need to spearhead and enhance the integration of science, technology and innovation into national production systems and processes for sustainable development. Specifically, the Sector Plan for Agriculture and Rural Development (2013-2017) stresses the need for developing technologies and innovations for increased productivity and value addition in agriculture. As Kenya advances into a knowledge-based economy, in which the generation of knowledge and innovations are key ingredients of economic propulsion, JKUAT focuses to become a key element of the national technology and innovation system (STI) for both human capital provision and a seedbed for new businesses.

Producing creative and entrepreneurial graduates for the labour market

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The potential for research and innovation has been evidenced by the many proposals JKUAT scholars have submitted to solicit both internal and external funding. Between 2007 and 2011, a total of 89 research proposals were submitted for internal funding. Of these, only 52 were able to secure internal funding due to scarcity of funds. In that period, the internal fund had steadily increased to about Kshs. 37.5 million for research projects and Kshs. 15 million for innovation projects per year. Currently, there are about 35 on-going research and 17 innovation projects supported by internal funds. JKUAT anticipates raising its annual internal funding capacity from Kshs. 52 Million to Kshs. 100 Million in the 2013-2017 period. The number of externally funded projects has also continued to rise. In the year 2011, more than 70 research proposals were submitted for external funding out of which 51 were successful in drawing a total of Kshs. 787 million funding as detailed in the Table (4.3). This figure is expected to continue rising over the Strategic Plan’s period to Kshs. 1 Billion annually.

Table 4.3: List of recently funded research projectsExternally funded Projects Amount ($ m) (Kshs. millions)UniBRAIN Project (DANIDA) 2 170Renewable Energy Project (JICA) 4 340Bio-innovate Project (EU) 0.27 23Amaranthus Project (Aus-Aid) 0.50 42.5Bean Project (EU) 0.035 3 Aflotoxin Control Project 0.100 8.5 NCST Project 2.35 200 TOTAL 9.25 787

To sustain its capacity for research, the University expects major infrastructural capacity development to support its thematic research centres of excellence. These will involve the acquisition of thematic research laboratories, facilities and equipment. Significantly, the fundraising will require the support of development partners and collaborators in raising the Kshs. 1 billion annually over the Strategic Plan’s period.

As part of its commitment to contribute to national industrialization, JKUAT anticipates to promote at least ten (10) of its current innovation project outputs into prototypes and then commercialize the same through incubation in collaboration with industry in a new Industrial Park and Botanical garden to be developed. Further, the University desires to increase the use of its research outputs and innovations by industry and other stakeholders in order to create socio-economic benefits, while generating income to support research and education. In this regard, the research centres and IGUs will be expected to actively engage with stakeholders to ensure technology transfer and extension.

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4.11 Partnerships and Linkages

Collaboration between Japanese Nissin Food Holdings and JKUAT – Nissin Foods Company

The Sector Plan for Education and Development (2013-2017) calls for the need to strengthen linkages between higher education, training institutions and research institutions with communities and industry. University-industry linkages are beneficial in many ways because they support commercialization of innovations, provide universities with opportunities to gain practical skills, and support universities in achieving desired learning outcomes. The industry benefits from near free university student labour especially with senior students and also gives them opportunities to identify future talent. Currently, universities engage industry mainly in providing internship and attachment opportunities to students. Another area that is critical for quality of university education is in the development or review of university curricula to ensure that they are relevant and have the desired learning outcomes in line with industry needs. JKUAT is engaged in linkages and partnerships with a number of national and international research and development institutions, industry, community organizations, and institutions of higher learning, middle level colleges and centres.

Currently, the University has 130 national and international partnerships and linkages with industry. The functional local linkages and partnerships include that with Safaricom Ltd, Tana and Athi River Development Authority (TARDA), Kenya Bureau of Statistics among others. As part of internationalization, JKUAT is collaborating with the Chinese

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Academy of Sciences (CAS), Chinese Ministry of Science and Technology (MOST), Comprehensive Africa Agricultural Development Program (CAADP), Safaricom ltd., International Business Machine (IBM) - USA, Nissin Foods Holding - Japan, Huawei Ltd - China, Siemens Cooperation – Germany and Flora life Ltd – USA. The University plans to grow the number of collaborations at a rate of 10% annually over the next five years. In this respect, the University has an Operational Linkages Policy, which guides the management of the collaborations.

With regards to partnerships and linkages with the County governments, JKUAT recognizes that the Kenya Constitution, in the fourth schedule, has set out specific functions for the national and County governments in relation to the University education, science and technology sector. One of the national goals for university education is to encourage and strengthen linkages that are aligned with national priority areas among the County governments. JKUAT is currently facilitating the government initiatives of promoting devolved governments through collaboration with Association of Local Governments Authorities of Kenya (ALGAK). JKUAT is also working closely with the Comprehensive African Agricultural Development Program (CAADP) to improve agricultural research and systems in order to disseminate appropriate new technologies. In order to enhance this collaboration at the County government level, JKUAT will endeavor to improve agricultural productivity, integrate value chain management, implement appropriate technologies and establish environmentally sound agricultural production.

4.12 Extension Services and Technology Transfer

The Sector Plan for Science and Technology (2013-2017) calls for the need for technology transfer, diffusion and commercialization of new technologies through appropriate extension services. In an effort to play an active role in socio-economic development in the country, the University provides a need-based community extension services and transfer of appropriate technologies for industrialization. The extension services provided by the University are derived from community surveys conducted from time to time and enquiries from individuals and community groups. JKUAT as a university of agriculture and technology has a rich and growing technological, skills and information base that if properly harnessed can transform subsistence agriculture and cottage industries into competitive sectors both locally and globally. There is, therefore, an urgent need for innovative, diversified and pluralistic technological transfer and innovation systems involving all stakeholders. This will enhance the capacity of JKUAT to provide extension and technology services to the agricultural and industrial sectors and fast track the transformation of agriculture and industrialization in Kenya.

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Beneficiaries of the Women training Program enjoy a moment of joy at the end of workshop

JKUAT has been collaborating with JICA in community development programmes for enhancing technology transfer and innovation. The innovations which have been transferred to the community range from food processing equipment such as a juice extractor to horticultural and biotechnological products namely fruit seedlings and tissue culture banana seedlings, agro-processing equipment which includes walking tractors, chaff cutters, honey extractors, chemistry products such as herbal beauty products (lotions, creams, shampoo, air conditioners and soap) and disinfectants among others. The University operates two demonstration farms at its Juja Main Campus and Kabiruini Extension Centre in Nyeri. Community groups and students learn and practice modern farming techniques in these demonstration farms. In order to make the University’s technologies and innovations accessible to the community and industry, the University targets training of women and youth groups with unique needs. To enhance dissemination of technologies use of radio and TV has recently been intensified with impressive results.

4.13 Community Collaboration and Corporate Social Responsibility

Community Collaboration and Corporate Social Responsibility is a process of improving low-and moderate-income neighborhoods for the benefit of, and under the direction of, the residents of that neighborhood. This process strives to be sustainable, socially just, and comprehensive, encompassing a variety of activities such as neighborhood planning, affordable housing, commercial and real estate development, physical revitalization, industrial development, employment and training, job creation, education, leadership development, and community building. JKUAT is located within vibrant urban and rural communities. JKUAT seeks to build networks of neighborhood stakeholders and to develop partnerships to affect positive change.

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JKUAT vision and mission is generally grounded in a knowledge-based economy, especially where the JKUAT invests significantly in community-based research in science and technology, agriculture, husbandry and industry. Such growth is further bolstered by JKUAT’s devoting itself to quality education, and aligning its curricula with the needs of the community. The University will offer its expertise, where appropriate, in helping to address social or other community issues. In particular, it will work with the community to advance environmental stewardship, sustainability, and smart growth in the surrounding community. An essential part of JKUAT’s community collaboration and corporate social responsibility is to provide resources to build the capacity and strengthen existing community organizations and in working with these organizations to develop community leadership and solidarity.

4.14 Participation in Regional Integration

JKUAT is a member of the Inter University Council of East Africa (IUCEA). The mission of IUCEA is to encourage and develop mutually beneficial collaboration between member universities and governments and other public and private organizations. This is being achieved through strengthened regional communications through networks which link regional member universities to relevant sites in East Africa and the world; initiate, assist and encourage the development of East African higher institutions of learning and encourage collaboration in regional research and thereby assist universities to develop centers of advanced study and research on a rationalized basis. The operations of IUCEA are supported by conducive higher education Partner State policies and EA Protocol. The IUCEA has continued collaborating with local and international partners to support researchers, teaching staff and students to undertake research and deliberate on pertinent academic and governance issues in East African Universities. It has also facilitated the implementation of sector-based national and regional development projects. Rwanda and Burundi were officially admitted to IUCEA in March 2008. IUCEA is implementing its Five-year Rolling Strategic Plan for 2013-2017 which was designed to enhance the Councils capacity in carrying out its core mission activities. JKUAT will participate in IUCEA’s activities through promotion of education, science and technology for a creative and productive human resource including harmonizing E.A Education systems and training curricula.

4.15 Risk Mitigation

Based on the PESTEL, SWOT and situation analysis the key risks have been identified as indicated below including the required mitigation.

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NO. THEME RISKS MITIGATION1. Policy Inadequate policies to

facilitate decision making and accountability

Improve policy and corporate governance for enhancing accountability and decision making

2. Corporate Governance

Inappropriate system of governance for enhancing decision making and accountability consistent with the mandate and values of the University

Improve corporate governance for enhancing accountability and decision making

3. Resource Mobilization

Insufficient funding diversification for supporting University development

Strengthen University funding through diversification of revenue streams

4. Management of Human Resource

Inadequate mechanism for attracting, developing and retaining staff of the highest international caliber

Attract, develop, motivate and retain efficient staff of the highest integrity and make JKUAT an employer of choice

5. Finance and Procurement Management

Inefficient and ineffective financial and procurement systems

Improve financial sustainability through effective and efficient financial and procurement systems

6. Infrastructure Development

Insufficient infrastructure development and services responsive to all stakeholders’ needs

Provide adequate facilities and services and manage them effectively and responsively for the benefit of stakeholders

7. Undergraduate Education

In appropriate system for recruiting the very best students nationally, regionally and internationally through an equitable process based on achievements and potential

Enhance access, equity, quality, relevance and equality in undergraduate education

8. Graduate Education

Inadequate quality graduate and professional programmes characterized by high completion rate

Enhance access, equity, quality, relevance and equality in graduate education

9. Agriculture and Rural Development

Inappropriate agricultural, livestock and fisheries development and management for improving livelihoods of Kenyans

Improve livelihoods of Kenyans through promotions of competitive agriculture and innovative, sustainable livestock and fisheries development

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NO. THEME RISKS MITIGATION10. Partnership and

LinkagesUnderdeveloped level and effectiveness of national and international collaboration between JKUAT and the industry, development partners, institutions of higher learning, governments and professional bodies

Enhance the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies

11. Research and Innovation

Absence of appropriate culture in which every university program engages in research and innovation for supporting agriculture, science and technology development

Undertake value-added research and innovation for supporting agriculture, science, energy and technology development

12. Corporate Social Responsibility and Technology Transfer

Ineffective transfer and commercialization of research and innovations for competitive agriculture, science and technology development

Improve university community collaboration and effectively contribution to socio-economic development through active participation in CSR activities

13. Community Collaboration and Corporate Social Responsibility

Ineffective university community collaboration and poor contribution to socio-economic development

Improve university community collaboration and for effective contribution to socio-economic development through active participation in CSR activities

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CHAPTER FIVE: STRATEGIC OBJECTIVES, STRATEGIES, PERFORMANCE INDICATORS AND OUTCOMES

Sound strategy starts with having the right goal - Michael Porter

5.1 Introduction

JKUAT enjoys a pre-eminent position nationally and internationally as a hub of outstanding learning, teaching, and research. Whether measured by peer review, student satisfaction, knowledge transfer, research income or student quality, JKUAT ranks amongst the very best universities in Africa. Nonetheless, competition with the top international universities remains strong, and JKUAT should also anticipate the emergence of world-class competitors from China, India, and Singapore, as well as from other parts of the European Union.

JKUAT offers a highly distinctive form of environment for academic endeavor. The collegiate system enables undergraduates, graduates and academics to belong to small scholarly communities, whilst at the same time benefiting from the international research strengths of the departments and faculties. The most important challenge JKUAT faces in competing successfully in a dynamic environment is the maintenance of a distinctive,

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high quality educational experience for JKUAT students and the provision of a distinctive, high quality professional experience for JKUAT academics and support staff, against a difficult financial background. All the strategies described in this strategic plan are designed to meet the challenge of sustaining and enhancing JKUAT’s distinctiveness and excellence.

One of the most critical issues to be addressed is that of funding. JKUAT plans to attract and retain top-flight academics, offer competitive scholarship and bursary schemes to students, and also invest in improving facilities and services. All these are conditional on very substantial improvement in the financial position of the University. The success of the development campaign for JKUAT will be crucial in making a significant contribution to her financial sustainability. However, it will not be sufficient in itself. The University must ensure that it uses her resources efficiently and that further progress is made on increasing recovery rates on research costs, and returns from investments.

Sustaining excellence in every area of teaching and research requires JKUAT to be able to attract and retain academics of the highest quality across the full range of disciplines. The challenges which faces JKUAT in this domain include the need to: build flexibility into the terms and conditions of academic employment; enhance system of career progression; find ways of addressing the high costs of housing; and keep bureaucratic burdens on academic staff to a minimum.

JKUAT’s aim to attract the very best students requires the University to address both cultural and financial barriers to entry to the University. In order to ensure that highly able students from all social, economic and ethnic groups in Kenya apply for undergraduate courses, the University needs to make sure that it designs outreach measures targeted at groups who have not traditionally applied to JKUAT, and to develop bursary scheme effectively. On the graduate side, numbers of high quality graduate applicants accept offers from our competitors rather than from JKUAT because JKUAT is unable to match the funding they offer. There is also a need to review application processes to ensure that the University is well positioned against the competitors.

Future changes in the educational landscape will require the University to be able to adjust and update its courses in a timely way. The changing academic needs of the incoming students, the increasing significance of doctoral training, the growing emphasis placed by students and employers alike on the acquisition of transferable skills, the demand for high quality professional and executive education programs, and the shifts in disciplinary boundaries occurring across many subject areas, all highlight the need to keep the academic courses under regular review.

JKUAT is a large and complex institution, with responsibility for many activities devolved to departments or resting with colleges, in line with the principle of subsidiarity.

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This devolution enables the University to provide flexible and responsive services to students and academic staff at local levels. However, it can also make the achievement of consistent standards of service across the Collegiate University more difficult, and makes planning and internal communication more complex.

The complexity of JKUAT can also work against the quality, contestability and transparency of decision-making. There is a need to keep under review the systems for ensuring the accountability of the University’s administration, consistent with the values of the self-governing Collegiate University.

The University is among the best-known and most admired institutions of higher learning in Africa. As a result, there is a need to ensure that there is broad public understanding of the distinctive character of the University and the benefits this yields. In an increasingly competitive global arena, the University needs to be seeking out new ways of communicating, as effectively and persuasively as possible, the dynamism and quality of what JKUAT is and aspires to be.

5.2 National Goals

The national goals on university education, science, technology and innovation as envisioned in Vision 2030 and the Report of the Task Force on Alignment of the Higher Education Science and Technology Sector with the Constitution (TAHEST) of 2012 and the Sector Plan for Science, Technology and Innovation (2013-2017) are depicted on Table 5.1 below.

Table 5.1: National Goals for University Education

Themes GoalsUniversity Education1. Access and Equity A progressive increase in the Gross Enrollment Rates (GER)

from 3.1% to 10% (i.e. from about 181,000 in 2012 to 800,000 students) by 2022, while respecting diversity of students.

2. Relevance and Quality

“Improve quality and relevance of university education and research for socio-economic transformation of Kenya by 2022.”

Align all university education to national and regional development goals.

3. University Admissions

Establish an efficient and transparent University and College admission system that would provide admission services to all applicants, Universities and Colleges.

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Themes Goals4. Capacity Building

and Staff Retention

Improve the retention and productivity of academic staff in universities.

5. Funding of University Education

Establish an institutional government funding mechanism for achieving university education policy objectives and alignment with the constitution of Kenya 2010.

6. Governance and Management of Universities

Reform the governance structures of private universities to align them with the Constitution of Kenya 2010 and attract investments from the private sector.

Reform the governance structures of public universities to align them with the constitution of Kenya 2010, improve efficiency in decision-making and separate governance.

7. Student Leadership and Community outreach

Develop ethical leadership and community outreach and awareness potential of university students.

8. Linkages and Partnership of Industries with Universities

Develop strong university linkages and partnerships that enhance mutual learning, research and innovation.

9. Establishment and distribution of University education institutions

New public universities shall be established in 12 Counties without a university education institution with special funding and specialized degree programmes.

Science, Technology and Innovation (ST & I)1. Prioritized

National Intervention areas

Leverage ST&I to transform the economy through the identified national priority areas

2. Human Resources Attract, develop and retain a critical mass of world class human resource capacities, focusing on identified national priority areas in order to harness and effectively participate and application of ST&I for value addition and creation of new products and services.

3. Intellectual Property Rights

Support the search, acquisition, development and application of modern, emerging and indigenous knowledge and the utilization of the ensuing technologies in the priority formal and informal sectors of the economy for enhanced livelihood of Kenya communities and national development.

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Themes Goals4. ST&I

InfrastructureSupport the development, renewal and maintenance of supportive physical infrastructure and technologies required by the key centres of excellence in ST& I.

5. Funding At least the equivalent of 1% of GDP to be mobilized every year for the entire ST&I value chain (from pre-R&D to commercialization from the government and other sources).

6. Linkages, Partnerships and Collaborations

Encourage, strengthen and streamline viable linkages that are aligned with the national priority areas among national and County government academia and industry for improved multi-disciplinary knowledge generation and commercialization of innovations.

7. Reward and Recognition

Establish a comprehensive and inclusive ST&I reward and recognition framework founded in law.

8. Agriculture Development

Develop technologies and innovations for increased agriculture productivity and value addition.

9. Energy Development

Develop technologies and innovations for enhancing energy access and utilization.

JKUAT will facilitate the implementation of the above national goals by pursuing the following strategic objectives:

• Improving policy and corporate governance for enhancing accountability and decision making.

• Expanding the University’s resource base through diversification of revenue streams.

• Enhancing access, equity, quality, relevance and equality in undergraduate and graduate education.

• Enhancing the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies.

• Attracting, developing, motivating and retaining efficient staff of the highest integrity and making JKUAT an employer of choice.

• Improving financial sustainability through effective and efficient financial and procurement systems.

• Providing adequate facilities and services and manage them effectively and responsively for the benefit of stakeholders.

• Institutionalizing appropriate internal and external ICT network and connectivity.• Improving livelihoods of Kenyans through promotions of competitive agriculture

and innovative, sustainable livestock and fisheries development.• Undertaking value-added research and innovation for supporting agriculture,

science, energy and technology development.

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• Contributing to the commercialization of agriculture, industrialization and socio-economic development through extension services and transfer of appropriate technologies.

• Improving university community collaboration and contribute effectively to socio-economic development through active participation in CSR activities.

5.3 Policy

5.3.1 Rationale

A coherent and focused policy, legal, institutional and regulatory framework needs to be developed in order to support the growth, development and utilization of university education, technology and innovation. The policy and governance within the University will be passed on a common set of fundamental values that include proactive leadership, protection of national interest, high standards, maintenance of public trust, optimal use of limited resources, and the ability to adapt to changes both within the country, regionally and globally. Enforcing meritocracy within the University should ensure that the best people access opportunities in the sector regardless of race, ethnicity, religion, gender, disability or socio-economic background and are able to develop to their fullest potential. The strategic objectives, strategies, performance indicators and outcomes are as follows:

Journalism students during a practical session

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5.3.2 Strategic Objective

To improve policy and corporate governance for enhancing accountability and decision making.

5.3.3 Strategies

a) Re-align JKUAT policies with the Constitution.b) Reform the governance structures of JKUAT to improve efficiency in decision-

making.c) Develop policies to support the implementation of the strategic plan.d) Foster and develop awareness and understanding of equality and diversity

issues.

5.3.4 Performance Indicators

a) University Act and Charter and supporting sectoral policies aligned with the Constitution.

b) Governance policy developed and implemented.c) Cooperate governance and leadership institutionalized.d) Eight (8) priority policies identified and developed.e) Entrenched understanding of University’s to commitment to equality and

diversity.f) 30 % gender representation at all levels.g) 2 % disability representation at all levels.

5.3.5 Outcomes

a) Improved corporate governance across the University.b) Improved structures for enhanced efficiency and decision making.c) Policies implemented by all divisions and departments.d) Improved equality and diversity at all levels within the University.

5.4 Resource Mobilization

5.4.1 Rationale

The University will commit itself to the highest standards for efficient and effective use of its resources in everything that it undertakes. The realization of our vision will require a long-term, carefully crafted and executed plan to maximize the use of available resources and increase the administrative efficiency of all University operations. The strategic objectives, strategies, performance indicators and outcomes are as follows:

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To expand the University’s resource base through diversification of revenue streams.

5.4.3 Strategies

a) Increasing annual recurrent and development grant by 30% per year.b) Increasing funding from existing government education funds by 30% per year.c) Attracting at least 2 donor funded projects per department per year.d) Increasing student enrolment by 12% per year.e) Increasing income from IGAs by 20% per year.f) Scaling up seven (7) new production activities by 2017.g) Streamlining the procurement system through decentralization to support IGAs.


a) Four development projects per year.b) 30 departments aligned with at least 3 Constituencies each per year.c) Increase in number of donor funded projects.d) Number of new international linkages.e) 12 % increase in tuition fees per year.f) Two linkages established with industry per year.g) Two linkages established with the community per year.h) Two (2) products commercialized per year.

5.4.5 Outcomes

a) Improved productivity.b) Motivated and productive work-force.c) Improved staff morale.d) Funds from non-traditional funding agencies used for development.e) Increased skills for labour market.f) Meeting budgetary requirements timely and growth projections.g) Enhanced participation in sector development.h) Improved business opportunity and employment.

5.5 Undergraduate and Graduate Education

5.5.1 Rationale

The University will attract and enroll highly talented students from within and outside Kenya. JKUAT will be a place where the most talented Kenyan students can fully

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achieve their educational goals.The University will provide high quality graduate and professional education that will place it among the very finest research universities in the nation and the world. The University will adjust her enrolment as necessary to ensure that available resources are sufficient to provide an outstanding educational experience to the students and to become a magnet for attracting the brightest students.

The University will maintain excellent professional undergraduate and graduate programs that are nationally recognized for their contributions to the practice of the professions, for their forward-looking curricula, and for their spirit of innovation and creativity.

The PhD programs will be known for their commitment to excellence and for their comprehensive approach to graduate study including recruitment, mentoring, career preparation, and placement. The students will normally be full-time and fully-funded for their term of study, complete theircourse in 4-6 years. PhD students will normally have completed substantial published scholarly work or other creative activities as appropriate at the time they graduate. The strategic objectives, strategies, performance indicators and outcomes are as follows:

Producing quality workforce to drive the country’s development agenda

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To enhance access, equity, quality, relevance and equality in undergraduate and graduate education.

5.5.3 Strategies

a) Increasing student enrolment by 12% per year from 28,800 in 2012 to 50,500 in 2017.

b) Increasing student retention from the current 70% to 85% retention rate.c) Developing three (3) new programs per year and reviewing the existing programs

at the end of the academic cycle.d) Managing and maintain academic quality system as per ISO 9001:2008 standards

and national academic quality regulatory bodies requirements.


a) Policy guidelines for credit transfer and mid-stream admission institutionalized.b) 280 students admitted into various programs at mid-stream per year.c) Three (3) new local campuses/ centres and 4 international centres established in

Rwanda, Southern Sudan, Burundi and Somaliland.d) Branding institutionalized.e) Students enrolment increased by 12% per year from 28,800 in 2012 to 50,500 in

2017.f) Digitized programs increased from the current 1 to 15 new programs by the year

2017.g) Enrolled students in e- /distance/open learning increased from zero to 1000 by

2017.h) Five new centres of excellence opened.i) 60 teaching and technical staff (10%) acquire industrial experience.j) One tracer study undertaken between 2013 and 2017.k) One (1) adjunct professor hired per school per year.l) Exams benchmarked with 5 world-class universities.

5.5.5 Outcomes

a) Students’ population increased from the current 28,800 to 50,000 by 2017.b) International visibility of the University improved.c) Reduced cases of student dropouts.d) Improved performance of individual students.e) Improved assessment and evaluation procedures.f) Enhanced quality of moderation and marking of examination of the University.

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5.5.6 International Students

The population of the international students was 480 in 2011/2012 arising to 700 in 2012/2013 with an increase of 45.8%. The growth rate for international students is expected to be 12% per annum. To achieve this growth, the following measure will be put in place:

a) Developing high quality specialized undergraduate and graduate programs and solicit for scholarships.

b) Institutionalizing credit transfers and harmonized curricula.c) Establishing regional campuses.d) Improving and marketing programs offered in current international campuses.e) Improving the current student exchange programs.f) Establishing linkages with other international universities.g) Increasing open, distance and e-learning (ODEL) programs.

5.5.7 University Satellite Campuses Projections and Strategies for Plan Period

During the next five years, the enrollment within the University satellite campuses is expected to increase from 10,428 students in 2013 to 18,894 students in 2017 at a rate of 12% growth rate per year.

S/N Campus % Growth Rate

5 Year Growth Projection

2013 2014 2015 2016 2017 Growth % Per Year

1 Karen Campus 10.05 2,239 2,508 2,808 3,145 3,523 12%2 Nairobi Camps 9.55 950 1,064 1,191 1,334 1,494 12%3 Nairobi CBD Campus 131.7 879 985 1,103 1,235 1,383 12%4 Mombasa Campus 41 2211 2,476 2,773 3,106 3,479 12%5 Kitale CBD Campus 42.05 630 744 877 1,035 1,222 18%6 Kakamega CBD Campus 302.65 362 488 659 890 1,202 32%9 Nakuru CBD Campus 134.65 1,712 1,918 2,148 2,406 2,695 12%10 Kisii CBD Campus 91.3 1,510 1,691 1,894 2,121 2,376 12%11 Arusha Centre 0 597 728 888 1,083 1,322 12%12 CBD Kisumu Campus 0 139 250 450 810 1,458 80%13 Kigali Campus

GRAND TOTALS 40.6 10, 428 11, 955 13, 787 16, 040 18, 894

Some of the challenges experienced in assuring quality within satellite campuses include: depersonalization of the relations between academic staff and students; greater distance between management and academic staff; increasing bureaucratization of activities; and worsening of support services. To address these issues, it is vital that the University management takes cognizance of the need to deal with issues relating to creating a sense of unitary purpose between different campuses. In designing a satellite campus

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management model JKUAT acknowledges the need to:

a) Design an integrated multi-campus management model with a matrix organizational structure which clearly indicates lines of authority, reporting and communication. Campus-specific committees must operate within university-wide policies, procedures and processes to consistency.

b) Emphasize that all academic programs and support services are based upon common institutional standards and a commitment to service excellence to staff and students.

c) Ensure that guidelines for the operation of satellite campuses are well-defined with specific reference to assign responsibility for the ownership, evaluation, standards and quality of academic programs and support services offered on these campuses.

d) Ensure that plans developed by the constituent campuses are integrated within the overarching strategic framework of the institution and that quality management systems are cascaded down to the level of the campuses.

e) Each year add dynamic, technology-enabled classrooms, inviting co-curricular spaces, and improved facilities for the interaction of students and staff.

f) Determine the optimal distribution of academic programs, co-curricular activities, and administrative functions across all campuses.

g) Examine the classroom and facility utilization of all campuses, and consider how best to maximize use throughout the day, evening, and weekend.

5.6 Partnership and Linkages

5.6.1 Rationale

University-industry linkages are beneficial because they support commercialization of innovations, provide universities with opportunities to gain practical skills, and support universities in achieving desired learning outcomes. Another critical area for quality of university education is in the development or review of university curricula to ensure that they are relevant and have the desired learning outcomes in line with industry needs. During the next five years, JKUAT will engage with large manufacturing industries, small and medium sized companies, other learning institutions, government bodies, and development partners, among others. The aim is to become as “networked” as any university in the world, achieving distinction for the quality and breadth of its partnerships with other organizations. The University will aspire to be recognized regionally, nationally, and internationally for the impact and value of its service. The strategic objectives, strategies, performance indicators and outcomes are as follows:

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To enhance the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies.

5.6.3 Strategies

a) 30 active linkages with local and international industries established per year.b) 30 active integrated community programs established per year.c) Developing clear policy on incubation, production and marketing of Madaraka

computers.d) Assisting at least 20% of graduates to enter into self-employment.e) Increasing professorial impact through linkages with relevant local and

international professional bodies.f) Each department to initiate new active and productive linkage with one institution

of higherlearning.g) Facilitating international experience for staff and students.h) Facilitating linkages for establishment of regional campuses in Tanzania,

Rwanda, Southern Sudan and Burundi.


a) 30 local and international active linkages with industry by 2017.b) At least one (1) active integrated community program per department by 2017.c) Computers distributed to 50 digital villages.d) 1,500 computers supplied per year.e) 1,000 students linked to the Biashara Kenya Fund.

5.6.5 Outcomes

a) Improved business linkages with industry and professional bodies.b) Improved community benefits such as access to technologies and enterprise

development.c) Improved access to ICT in rural areas.d) Improved access to graduate training opportunities.e) Improved internationalization.f) Improved benchmarked standards of learning.

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JKUAT hosted 2011 IFLA Africa Symposium on Landscape Architecture Education and Practice 5th–7th October, 2011

5.6.6 JKUAT and County Government

JKUAT is currently facilitating the government initiatives of promoting devolved governments through collaboration with Association of Local Governments Authorities of Kenya (ALGAK). The University is also working closely with the African Agricultural Development Program (CAADP) to improve agricultural research and systems in order to disseminate appropriate new technologies. The University is collaborating with several African Initiatives. These initiatives will further be strengthened through the following strategies;

a) Facilitating the institutionalization of Comprehensive Africa Agricultural Development Program (CAADP) at the County level with the aim of eliminating hunger and reduce poverty.

b) Developing needs based short courses for operationalization and management of devolved County government in collaboration with ALGAK.

c) Developing and implementing integrated value chains in agricultural productivity for specific products in line with County economic focus.

d) Developing and implementing appropriate technologies for enhancing product value addition in Agriculture.

e) Assisting SMEs in adopting appropriate innovative technologies for enhanced agricultural productivity and value addition.

f) Assisting in establishment of environmentally sound agricultural production and a culture of sustainable management of natural resources as a result of better knowledge, more information and the application of technology.

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5.7 Management of Human Resource

5.7.1 Rationale

Faculty is the single most important factor determining the reputation, impact, and visibility of the University. The University will work to attract and retain outstanding and diverse administrative and support staff and faculty that will be required for success in achieving the mission.

To advance its world-class stature, the University will provide the resources and offer the living and working environment needed to recruit and retain the outstanding faculty and staff. Faculty and staff will receive competitive compensation and personal and family benefits; will be supported by robust programs of mentoring and professional and career development; will experience a rigorous but fair and transparent system of review, reward, and promotion; and will be engaged in an attractive, stimulating, and challenging workplace and community environment. The University will encourage and enable the full participation and success of individuals from under-represented groups in its faculty and staff ranks. The University’s reward systems, its systems for resource allocation, and the shared vision and values of the University and the community will encourage balanced creative efforts toward the realization of the following strategic objective, strategies, performance indicators and outcomes:

5.7.2 Strategic ObjectiveTo attract, develop, motivate and retain efficient staff of the highest integrity and make JKUAT an employer of choice.

5.7.3 Strategiesa) Raise staffing level from the current 67% of the approved establishment to 77%

by 2017.b) Increase staff productivity and effectiveness at all levels.c) Improve leadership and management skills.d) Refine system of governance to enhance decision making and accountability.e) Instill integrity in the workforce.f) Provision of high quality medical care.g) Ensuring compliance to the national, safety and security standards.h) Ensure adherence to national policy on service delivery.i) Sustain ISO 9001:2008 Certification.

5.7.4 Performance Indicatorsa) Staff retention rate pegged at 95% per year.b) Work environment index increased to 89% over the plan period.c) Annual recognition/reward of best performing staff.

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d) 100% level of proper job placement by 2016.e) 2% increase in staffing level per year from 67% to 77%.f) Staffing level at 77% of the staff establishment.g) JKUAT Hospital raised to Level Four (4).h) 100% compliance to the service charter at all levels.i) 2% improvement on the customer index.

5.7.5 Outcomesa) Highly motivated and productive work-force.b) Consistent career progressions.c) Enhanced service delivery.d) Reduced crime and theft incidences.e) Improved staff competency.f) Enhanced teaching skills.g) Improved leadership and management.h) Improved institutional governance.i) Reduced number of disciplinary cases.j) Improved health care service delivery.k) Safe and secure work environment.l) Improved level of compliance to QMS requirements.

5.8 Management of Financial Resources

5.8.1 Rationale

In order to achieve improved management of resources, teaching and research income, and recruitment and retention of staff, the setting of budgets for recurrent activities will move to longer-term three-year planning cycles rather than the current single year. Departments or faculties with recurrent deficits will benefit from longer-term financial planning for recovery. A further task is to improve planning and analysis of the full, long-term costs of all activities including service and maintenance costs, and sustainable replacement of assets through realistic allowance for depreciation. Work will also continue to further improve the University’s financial systems and strengthen the internal control environment. As core financial systems become more reliable and effective the emphasis will change towards better use of the systems to improve efficiency for users, further enhance internal financial controls and to provide better data and management information for users. The strategic objectives, strategies, performance indicators and outcomes are as follows:


To improve financial sustainability through effective and efficient financial and procurement systems.

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5.8.3 Strategies

a) Devolve financial management to the colleges/campuses/schools/institutes.b) Increase current funding from the current Kshs. 4.6 billion to Kshs. 8 billion per

year.c) Devolve the procurement process to the colleges/campuses/schools/institutes.d) Realign procurement plans with the tendering process.e) Maintain only serviceable and up to date items.


a) Full implementation of all the SAGE, ACCPAC and ERP modules.b) Full implementations of debt management policy within first year of the plan.c) 10% savings from total outsourcing.d) 20% increase of IGU revenue.e) Full implementation of cost centre and IGU policy autonomy of the 35%.f) 5% of funds ploughed back to colleges/campuses/school/ institutes.g) 100% adherence to annual procurement plans.

5.8.5 Outcomes

a) Improved financial management.b) Efficient financial and procurement management.c) Improved cash flow.d) Increased income generation.e) Reduced corruption incidences.f) Improved revenue base.g) Improved service delivery.

5.9 Infrastructure and Projects

5.9.1 Rationale

University Library

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The University’s infrastructure will enable and enhance the work of its faculty, staff, and students. Its people and processes will be responsive and customer-oriented. Its library, facilities, and information resources and technologies will fully support the missions of teaching, scholarship, and community outreach and engagement. The quality and attractiveness of the overall work environment will assist in the recruitment and retention of outstanding faculty, students and staff. The strategic objectives, strategies, performance indicators and outcomes are as follows:


To provide adequate space, facilities and services and managing them effectively and responsively for the benefit of stakeholders.

5.9.3 Strategies

a) Upgrade and expand the existing facilities to provide secure working environment.

b) Develop new infrastructure facilities to accommodate expansion of the University.

c) Expand campuses.d) Enhance efficiency of transport services in the University.e) Upgrade the printing section to a printing press of choice.f) Ensure consistent supply of water and electricity.g) Become a model for environmental stewardship and sustainability including the

use of energy, water, materials, and natural resources.h) Reviewing the quality and current usage of teaching facilities across the

University and make recommendations on the best use of the available space.


a) 20% upgrade and expansion of existing facilities per year.b) 20% additional space created.c) Development of botanical Garden.d) Establishment of Industrial park.e) Drilling of a borehole.f) 77% of the staff establishment employed.g) Operational printing press.h) Refurbished and increased pumping stations and water treatment capacity.i) Operational power substation.j) 10% increase in available academic space.

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5.9.5 Outcomes

a) Improved working environment.b) Improved service delivery.c) Improved security & enhanced aesthetics.d) Improved learning and work environment.e) Enhanced research, innovation and incubation.f) Improved water provision.g) Improved transport services.h) Adequate staffing level.i) Provision of adequate printing/photocopying services.j) Provision of adequate water supply.k) Quality and current usage of space improved.

5.10 Information Communication and Technology

5.10.1 Rationale

JKUAT has formulated an ICT Policy, which broadly draws from the e-government strategy and specifically, seeks to take advantage of the installation of the optic fibre network. The University acknowledges the advancement in relevant technologies to support research, teaching approaches such as e-learning and video conferencing towards attaining its goals under this plan. The successful deployment of Web-based IT strategies is critical to achieving many of JKUAT’s goals, including blended learning, teaching and research and improving internal processes to reduce costs by automating processes and employing electronic forms. The scenario envisaged ultimately is that of a paperless university in all programmes, and projects and this will be achieved through the following strategic objective, strategies, performance indicators and outcomes:


To institutionalize appropriate internal and external ICT network and connectivity.

5.10.3 Strategies

a) Institutionalizing ICT based management at all levels.b) Maintaining a fit for purpose, resilient and secure network infrastructure.c) Maintain fit for purpose hardware and server infrastructure.d) Ensuring secure University data, information, software, hardware and networked

infrastructure.e) Restoring the Madaraka computers flagship project.f) Maintaining fit for purpose and secure applications.g) Ensure that the University website is used as a tool for outreach, information

dissemination and marketing.

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a) Institutionalize ICT systems by 20% per year.b) Improved web ranking.c) Increased automation from the current level of 51% to 75% over the plan period.d) Increased internet connectivity to 80% over the plan period.e) Increased bandwidth from the current 100 Mbps to 300 Mbps.f) Improved intelligence surveillance.g) 100% compliance for Enterprise Resource Planning (ERP), Customer

Relationship Management (CRM), Human Resource Management Information System (HRMIS), Hospital, Transport, Antivirus and Microsoft products.

h) 100% training and awareness of users.i) 75% technical and user capacity for ERP, CRM, HRMIS, Hospital, Transport

and Office productivity.

5.10.5 Outcomes

a) Automation of core processes.b) Improved web ranking.c) Improved network performance.d) Assurance to University management.e) Efficacy of decision-making reduced manual report preparation.f) Efficient use of ICT resources for optimal operations.

5.11 University Website

5.11.1 Rationale

From an IT systems perspective the operations of JKUAT can be classified into five functions. These include sourcing management, information management, student and staff relationship management, communications management and delivery management. Delivery management refers to the way in which the above services are delivered and accessed. The JKUAT website and the portal are key entry points for an expanding range of services such as online enrolment and fees payment and easy access to JKUAT information. The University website will be used as a tool for facilitating outreach and marketing through developing highly functional university web and portal systems within a web strategy which present consistent, integrated and cost-effective services that reflect the needs of students. This will be achieved through the following strategic objective, strategies, performance indicators and outcomes.

5.11.2 Strategic ObjectiveEnhancing university website as a tool for learning and teaching, research, information dissemination and marketing.

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5.11.3 Strategies

a) Providing easily accessible web based research management system.b) Developing functional University web and portal systems within a web strategy.c) Providing easy web based access to administrative functions such as enrolment,

exam results, class schedules, etc.d) Continuously updating the website system based on the emerging communications

technologies.e) Utilise the University website system for publicity, information dissemination

and marketing.


a) 60% of teaching and learning undertaken through website by 2017.b) 80% of research results disseminated through the website.c) 60% of JKUAT’s information at all levels disseminated through the website.d) 80% of the marketing undertaken using IT related infrastructure.

5.11.5 Outcomes

a) University-wide research management, system supervisors and research management staff institutionalized.

b) Integrated and cost effective functional university web and portal systems utilized.

c) Easy web based access to administrative functions such as enrolment, exam results, class schedules, e.t.c. established.

d) Communications technologies keep students, faculty, staff, alumni, visitors, and the general public better informed and thereby build a strong sense of community and identity established.

e) Strategic communications plan that includes a distinctive, focused set of messages to clarify and project JKUAT’s brand and successes prepared.

5.12 Agriculture and Rural Development

5.12.1 Rationale

The Kenyan Agricultural sector is faced by various challenges and constraints that limit the country’s agricultural potential and the available and emerging opportunities. The main critical strategic issues that need to be addressed include empowerment of farmers by strengthening producer organizations; improvement of regulatory framework; improvement of the agricultural extension system; establishment of an efficient agricultural research system; increasing competition in the supply of agricultural inputs; encouragement of growth of agribusiness; improvement of environmental management; strengthening the framework for coordinating development in northern Kenya and

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other arid lands; and improvement on food security and nutrition and eradication of malnutrition.

JKUAT will collaborate with ARD institutions with the endeavor to improving livelihoods of Kenyans through promotion of competitive agriculture and innovative research, sustainable livestock and fisheries development, growth of a viable cooperatives sub sector, equitable distribution and sustainable management of land resources and sustainable management of forestry and wildlife resources.

The University will develop technologies and innovations in collaboration with partners that are suitable to specific agricultural needs of each County in Kenya. JKUAT has the human capacity and sound technologies to ensure that the government targeted growth in agriculture are achieved through the following strategic objective, strategies, performance indicators and outcomes.


Providing appropriate research and technology for supporting agriculture, livestock and fisheries development.

5.12.3 Strategies

a) Increasing productivity and management by promoting competitive agriculture through improved extension advisory support services, appropriate technology transfer, management of pests & diseases.

b) Strengthening development, management and commercialization of livestock.c) Strengthening development, management and commercialization of fisheries.


a) Technologies and innovations of 10 demand driven crops developed and promoted per year.

b) Technologies and innovations of 5 demand driven livestock products developed and promoted per year.

c) Technologies and innovations of 5 demand driven fisheries developed and promoted per year.

5.12.5 Outcomes

a) Improved livelihoods through promotion of competitive agriculture through innovative research.

b) Improved livelihoods through promotion of competitive livestock through innovative research.

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c) Improved livelihoods through promotion of competitive fisheries through innovative research.

d) Sustainable agriculture, livestock and fisheries management.

5.13 Research and Innovation

5.13.1 Rationale

Culture of research and innovation is firmly grounded among students and staff

Research and innovation are essential ingredients in the industrialization and sustainable development. In a knowledge-based economy, the capacity to compete in the global market is highly dependent on the ability to undertake research that is translated into innovation relevant to industry and productive sector. In prioritizing the sector priorities for research and innovation, strategic thrusts will focus on strengthening technical capacities and capabilities of individuals and institutions involved in research and innovation, in order to develop a highly skilled human resource base that can trigger intensification of technologies and innovations for economic development. JKUAT must make a deliberate effort to institute basic science research at the highest level. The research areas will include biotechnology, space science, mining and petroleum, material science, nanotechnology, value-addition, manufacturing and ICT among others. Several basic and technological research laboratories exist in departments and research centres.

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The research equipment and financial support to these laboratories will be provided to meet and sustain the needs of rapidly changing technology.

Modern rice farming research project at JKUAT

The University’s commitment to innovation and entrepreneurship will support and enhance Kenya’s leadership in the knowledge and high-tech economy. The strategic objectives, strategies, performance indicators and outcomes listed below will serve to facilitate the attainment of the research and innovation aims.


Undertaking value-adding research and innovation for supporting agriculture and technology development.

5.13.3 Strategies

a) Undertaking research in ten (10) strategic demand driven thematic areas based on the Vision 2030 over the plan period.

b) Transforming the current and future research institutes into centers of excellence in line with the ten (10) thematic areas.

c) Disseminating research and innovations results to target users during the annual conferences and exhibitions and biannual publications.

d) Reviewing the current policy framework to facilitate research and innovation.e) Developing and commercializing ten (10) innovations.

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f) Facilitating acquisition of 5 patents and 15 utility models.g) Establishment of the industrial park.h) Increasing the internal research and innovation fund and expand its utility to

cover proposal writing and bidding.i) Undertaking vigorous drives to raise funds for research infrastructural

development.


a) Ten (10) thematic research studies identified in line with national goals.b) Five (5) new centres of excellence established over the plan period.c) Operational research laboratories covering the ten (10) thematic areas established.d) One prototype product per centre developed annually.e) 30% of research programmes to be headed by women researchers.f) Five (5) forums held per year to showcase research results.g) At least two (2) research results produced per thematic area per year.h) Four Merit Awards for researchers and two (2) for departments per year.i) 10% of researchers participating in national and international research forums.j) Four policies revised and one new policy developed.k) Ten (10) prototypes developed and incubated within the plan period.l) One (1) patent and three (3) utility models applications made per year.m) Kshs. 1 billion raised for research and infrastructural development.n) 1,000 business incubated and graduated during the plan period.

5.13.5 Outcomes

a) Current IGUs (FOTEC, CPC, Farm Crop & Animal Production, Engineering Workshop, Laundry and Cafeteria turn to surplus production centres.

b) Coordinated, focused applicable and output based research operations in 10 thematic areas.

c) Efficient and effective research activities and outputs.d) Better gender representation and participation in line with affirmative action.e) Highly motivated research teams.f) Increased availability and visibility of research outputs at national and

international levels.g) 500 jobs created, and income of 10 million generated through commercialization

of innovations.h) Better protection of property rights and faster acquisition of patents.i) High quality research proposals.

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5.14 Extension and Technology Transfer

5.14.1 Rationale

Promoting food security through application of modern farming practices

Structured provision of systematic and effective technology transfer and extension services to farmers, SMEs and industry are inadequate and in most cases lacking in Kenya. Universities on the other hand have the academic culture of seeking knowledge and technology and objectively sharing it openly and freely with the technology users and extension service providers. JKUAT as a university of agriculture and technology has a rich and growing technological skills and information base that if properly harnessed can transform subsistence agriculture and cottage industries into competitive sectors both locally and globally. There is, therefore, an urgent need for innovative, diversified and pluralistic technology transfer and innovation systems involving all stakeholders. This will enhance the capacity of JKUAT to provide extension and technology services to the agricultural and industrial sectors and fast track the transformation of agriculture and industrialization in Kenya. The strategic objective, strategies, performance indicators and outcomes are as follows:

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To enhance the transfer and commercialization of research and innovations for competitive agriculture, science and technology development.

5.14.3 Strategies

a) Facilitating technology transfer of University R&D products, services & processes.

b) Bridging the gap between discovery and commercial growth through selling patents, manufacturing under license, spin-off companies etc.

c) Harmonizing the implementation of extension and technology transfer by rolling out policies that relate to technology transfer and commercialization.

d) Conducting socio-economic studies and impact assessment of the benefits of technologies disseminated by the University.

e) Training end users on adoption and utilisation of new technologies for national development.

f) Disseminating knowledge of the universities technologies through mass media, ICT, exhibitions, information, education materials and other modern technologies.

g) Improving marketing by availing market information to farmers and SMEs.h) Enhancing capacity of researchers, innovators and extension staff to effectively

carry out extension, technology transfer and outreach activities.


a) Two national shows and 3 exhibitions facilitated per year.b) One open day and technology expos per year.c) 10 technologies disseminated per year.d) 100 visits to the University annually by potential end users.e) One market survey conducted jointly with the investors per year.f) One product or services transferred/commercialized per year.g) Five technologies adopted by end users by 2014.h) Extension and technology transfer policy document in place.i) At least 2 social economic and impact studies undertaken annually.j) Training of at least 1200 women leaders, 1000 youths, 100 SMEs and 50 disabled

annually.k) Three educational materials developed annually.l) One radio and TV program developed and aired each quarter.m) One extension resource centre established.n) One sensitization seminar held per year, 3 new employees recruited and trained

in extension and outreach.

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5.14.5 Outcomesa) Improved and efficient productivity among farmers and SMEs.b) Enterprises and jobs created.c) New and better products and services.d) Efficient and coordinated relevant and need based extension activities.e) Enhanced availability of education materials and systematic supply of

information.f) Better market prices.g) Market surveys, social economic and impact surveys undertaken.

5.15 Community Collaboration and Corporate Social Responsibility

5.15.1 Rationale

JKUAT is located within vibrant urban and rural communities. Community collaboration and corporate social responsibility encompass a variety of activities such as neighborhood planning, affordable housing, commercial and real estate development, physical revitalization, industrial development employment and training, job creation, education, leadership development, and community building.The University will offer its expertise, where appropriate, in helping to address social or other community issues. In particular, it will work with the community to advance environmental stewardship, sustainability, and smart growth in the surrounding community. The strategic objective, strategies, performance indicators and outcomes are as follows:


To improve university community collaboration and contributing effectively to socio-economic development through active participation in CSR activities.

5.15.3 Strategiesa) Promoting creation of Juja University City by 2017.b) Facilitating technology transfer of University R&D products and services to the

neighboring community.c) Engaging the community in ensuring external student accommodation is safe

and conducive.d) Providing equipment to selected schools and community/county groups.e) Establishing CSR services in all JKUAT campuses by 2017.f) Establishing student attachments with the community.g) Establishing business linkages with the county/community.

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a) Juja University City established by end of plan period.b) Three trainings conducted per year.c) One cottage industry established during the period.d) Land use physical plan map approvede) Three (3) stakeholders meetings and capacity building activities held per year.f) Three (3) needy community/county groups supplied with equipment.g) 15 schools supplied with equipment.h) Specialized services to the community/county per year.i) Nine linkages per year with the community established.

5.15.5 Outcomes

a) Employment creation income generation and improved living standards.b) Better transport system.c) Designated market stalls, public utility and bodaboda sheds.d) Safer and conducive hostels accommodating for JKUAT students.e) Improved running of the institutions and groups.f) All JKUAT campuses coexisting peacefully with immediate neighborhoods.g) JKUAT students experience in community development.h) Faculties/ Schools participation in CSR.

Vice Chancellor Prof. Mabel Imbuga and Safaricom CEO, Bob Collymore sign an MoU on University-Industry collaboration

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CHAPTER SIX: REVENUE GENERATION

JKUAT Innovation Products for Revenue Generation

Managers today have to do more with less, and get better results from limited resources, more than ever before. - Brian Tracy

6.1 Introduction

As part of its Public Financial Management Reforms, the Government is adopting program-Based Budgeting (PBB) in the allocation of its resources. In light of this, this Strategic Plan proposes to align funds with programmes that will be accomplished through activities that will deliver specific, measurable, achievable, relevant and time-bound targets within the JKUAT’s mandate. The University is expected to play a crucial

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role in training and research for the Vision 2030 human resource, the National Innovation System’s Education and Research pillar and the ST&I Sector Plan (2013-2017). For quality university education and research to be offered, the University requires a higher allocation of funds than the current level. Up scaling of funding is also important for integrating technology and innovation in the productive sectors of the economy and developing a core mass of highly skilled human resource.

6.2 Financial Trends

The Government policy for allocating funds to the University is based on the number of students joining the University and not the cost of running specific programs. The fees levied on students do not match the actual cost of running the programs leading to financial instability. The Government capitation for JKUAT for the period 2009–2012 has remained at an average of Kshs. 1.75 billion per annum as shown in Table 6.1. However, significant variations are observed between the capitation and budget submission over the three year period. As such, the University has continued to receive low capitation despite the key role it plays in economic development.

Table 6.1: Government Capitation and AIA for the period 2009 to 2012Income 2008/2009

Kshs. 000’2009/2010Kshs. 000’

2010/2011Kshs. 000’

2011/2012Kshs. 000’

2012/2013Kshs. 000’

Capitation 881,070 1,460,133 1,589,127 1,524,458 2,989,944A-I-A 1,494,537 1,818,969 2,555,079 3,135,647 3,201,616Total 2,375,607 3,279,102 4,144,206 4,660,105 6,191,560

Apart from Government funding, the University generates revenue from alternative sources such as fees from students and other income generating activities as provided in Table 6.1. In 2009/2010, the University raised Kshs. 1.8 billion and in 2010/2011 Kshs. 2.5 billion, which was an increase of 40%. In 2011/2012 Kshs. 3.1 billion was raised thereby reflecting an increase of 23% as compared to Kshs. 3.2 billion for the year 2012/2013.

6.3 Funding the Strategic Plan

The current budget allocation for the University is almost the same for the last three years with an average of Kshs. 1.75 billion per year. The University has, over the years, received government grants which are far below the budget submissions. This has negatively affected the University’s operations hence the need to lobby for more funding. The allocation is insufficient to run all the programs envisaged by the University. The University therefore needs to continuously collaborate with external partners for additional funding despite the current financial meltdown experienced globally. Internally, the University has put in place mechanisms to generate more income through

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the IGA’s and SSP Programs and also to control the expenditures in order to provide the core functions of the institution adequately. The University intends to generate more income to complement government grants in order to be able to run its programs.

6.3.1 Projected Resource Requirements

Preliminary estimates indicate that the University will require a total budget of about Kshs. 43 billion over the five years to implement the planned programs and activities in this Strategic Plan. The University will seek funds from the government, development partners, private sector and other beneficiaries. A detailed costing of planned activities under the eleven (11) strategic goals and accompanying strategies is presented in Annex 1. Table 6.2 below provides a summary of resource requirements for the period 2013-2017 for each of the corresponding strategic objective.

Table 6.2: Summary of Resource Requirements for the Period 2013-2017

Theme Strategic Objective Budget EstimateKshs. 000

1. Policy and corporate governance

Improving policy and corporate governance for enhancing accountability and decision making.

78,145

2. Resource mobilization

Strengthening University funding through diversification of revenue streams.

2,040,935

3. Human resource management

Attracting, developing, motivating and retaining efficient staff of the highest integrity.

18,319,452

4. Finance and procurement management

Improving financial sustainability through effective and efficient financial and procurement systems.

123,323

5. Infrastructure development

Providing adequate infrastructure facilities and services and managing them effectively for the benefit of stakeholders.

12,825,594

6. Information Communication and Technology

Institutionalizing appropriate internal and external ICT network and connectivity.

1,954,804

7. Undergraduate and graduate programs

Expanding student population by reviewing and developing new programs to attract and retain quality students nationally, regionally and internationally.

1,954,243

8. Partnership and linkages

Enhancing the level and effectiveness of national and international collaboration between JKUAT and the industry, development partners, institutions of higher learning, governments and professional bodies.

5,006

90




Theme Strategic Objective Budget EstimateKshs. 000

9. Research and innovation

Fostering a culture in which staff engages in value-added research and innovation and, scholarly activities in all disciplines.

4,274,181

10. Extension and technology transfer

Contributing to the commercialization of agriculture, industrialization and social economic development through extension services and transfer of appropriate technology.

1,405,394

11. Community collaboration and Corporate Social Responsibility (CSR)

Improving university community collaboration and contributing effectively to socio-economic development through active participation in CSR activities.

18,926

Total 43,000,002

As indicated in Table 6.2 above, the highest expenditure is allocated to human resources (Kshs. 18.3 billion) followed by infrastructure development (Kshs. 12.8 billion) and research and innovation (Kshs. 4.2 billion) and resource mobilization (Kshs. 2.04 billion)

6.3.2 Financial levels

Table 6.3 provides the annual projected budget for the period 2012/2013-2016/2017. In line with the expenditure trends for the period 2009-2012 (Table 6.1) above, the financial trends will range from Kshs. 7.04 billion for FY 2012/2013 to Kshs. 8.5 billion for FY 2014/2015 and Kshs. 10.3 billion for FY 2016/2017. These trends are determined by the student intake and the level of human and capital expenditure per financial year. This amounts to an average of Kshs. 8.6 billion per year.

91




Tabl

e 6.

3: A

nnua

l Pro

ject

ed B

udge

t for

the

peri

od 2

012/

2013

-201

6/20

17

The

me

Am

ount

2012

/013

Ksh

s. 00

0’20

13/0

14K

shs.

000’

2014

/015

Ksh

s. 00

0’20

15/0

16K

shs.

000’

2016

/017

Ksh

s. 00

0’To

tal

Ksh

s. 00

0’

1)

Polic

y an

d co

rpor

ate

gove

rnan

ce12

,800

14,0

8015

,488

17,0

3718

,740

78,1

45

2)

Res

ourc

e m

obili

zatio

n33

436

840

544

548

92,

041

3)

Hum

an re

sour

ce m

anag

emen

t3,

000,

680

3,30

0,74

83,

630,

823

3,99

3,90

54,

393,

296

18,3

19,4

51

4)

Fina

nce

and

proc

urem

ent

man

agem

ent

20,2

0022

,220

24,4

4226

,886

29,5

7512

3,32

4

5)

Infr

astru

ctur

e de

velo

pmen

t2,

100,

800

2,31

0,88

02,

541,

968

2,79

6,16

53,

075,

781

12,8

25,5

94

6)

ICT

320,

192

352,

211

387,

432

426,

176

468,

793

1,95

4,80

47)

U

nder

grad

uate

and

gra

duat

e pr

ogra

ms

320,

100

352,

110

387,

321

426,

053

468,

658

1,95

4,24

2

8)

Partn

ersh

ip a

nd li

nkag

es82

0,00

090

2,00

084

7,12

11,

092

1,20

15,

006

9)

Res

earc

h an

d in

nova

tion

700,

100

770,

110

278,

542

931,

833

1,02

5,01

64,

274,

181

10)

Exte

nsio

n an

d te

chno

logy

tra

nsfe

r23

0,20

025

3,22

099

2,20

030

6,39

633

7,03

61,

405,

394

11)

Com

mun

ity c

olla

bora

tion

and

corp

orat

e so

cial

resp

onsi

bilit

y3,

100

3,41

03,

751

4,12

64,

539

18,9

26

TOTA

L7,

043,

292

7,74

7,62

18,

522,

383

9,37

4,62

210

,312

,083

43,0

00,0

02

92




6.3.3 Funding Framework

Over the years, the University has had very limited resources to support its core functions. Given these resource constraints, the University will vigorously pursue additional funding and technical support from the government, development partners, public sector and private sector. At the University level, activity-based costing method will be adopted both as a tool for activity planning and financial control. This will ensure that the University will allocate costs of inputs based on each planned and prioritized activity as depicted in the implementation plan (Annex 1). This means costs of activities will be traced to the product or service for which the University activities over plan period are performed. The approach will be relevant to performance budgeting in that it will lead to much improved program costing, hence provide a systematic way of determining how to apply limited resources to the right activities to produce the right results and as a means of developing a tighter linkage between planned outputs and funding. In this regard, the University will lobby and mobilize financial resources for higher education, technology and innovation from the following sources.

6.3.3.1 Funding Sources

6.3.3.1.1 Review of Internal Resource Use

Resource allocation will achieve three objectives. It will: (1) set aside resources to programs and activities that are most closely aligned with the priorities of the Strategic Plan or that exhibit the potential to become excellent; (2) gradually allocate the University’s resources to a reduced set of programs and activities so as to improve quality and effectiveness; and (3) maximize operational efficiency at all levels.

Through successful resource allocation and increased administrative efficiency, the University will become a responsive organization. The administration will establish review processes to evaluate the performance of individual departments in all divisions in meeting standards for improvement in their quality and effectiveness. The University will use state-of-the-art information technology to ensure that institutional data is accurate and available for effective decision-making. The University will also review all academic and administrative approval processes and change them as necessary to ensure that decisions can be made expeditiously and responsibly. Institutional units will provide responsive, customer-oriented services to all constituencies. Annual surveys will monitor the progress made in improving academic and administrative operations.

In reviewing its internal resource use, the University will first rationalize the budgetary preparation process to make it more participatory through stakeholder meetings and sector hearings and channel resources to agree upon university priorities/core-functions as reflected in the plan to avoid misallocation. This will be in addition to undertaking

93




expenditure tracking regularly to remove chances of wastage, misuse and leakages of resources. Similarly, risk management studies will be undertaken regularly with a view to tightening controls in internal systems of the University in general and expenditure management in particular.

The second approach will involve developing the capacity of the University to utilize/absorb funds from development partners. This will be done by addressing internal problems related to project formulation for presentation to development partners, in addition to overall management of the programs, procurement, audit and disbursements.

6.3.3.1.2 Resource Mobilization from the Government

Currently the Government capitalization is an average of Kshs. 1.75 billion per annum. The University will continue lobbying with the government to increase her capitation level. In addition, the University will endeavor to attract more funds from the government by preparing, presenting and justifying proposals as a basis for resource bidding within the government’s MTEF budgetary processes. All the University technical departments will be expected to work in collaboration with the relevant ministries with a view to facilitating the implementation of their core strategies pertinent to the University mandate on a consultancy basis.

6.3.3.1.3 Mobilizing External Funding

At least Kshs. 7.1 billion per annum will have to be raised from the development partners and the private sector who are already supporting and are involved in JKUAT programs including the development of ST&I. The University as part of its national and international collaborations and linkages will continue soliciting for their support to fill in the resource gap between the resource allocated by the government and the University’s Strategic Plan. Specifically the private sector will be targeted to provide capital to bridge the gaps in ST&I programs financing. The program will also focus on public – private ST&I funding.

6.3.3.2 Overall Goal and Outcomes

The overall goal of resource mobilization is to strengthen University funding through diversification of revenue streams. This is planned to be achieved through the following specific objectives.

a) Increasing annual recurrent and development grant by 30% per year.b) Increasing funding from existing government education funds by 30% per

annum.c) Attracting at least 2 donor-funded projects per department per year.

94




d) Increasing student enrolment by 12% per year.e) Increase income from IGAs by 20% per year.f) Scale up seven (7) new production activities.g) Establishing 30 active linkages with industry per year.h) Integrating 30 active community programs per year.

The projected annual average budget of Kshs. 8.6 billion will be raised as follows:

a) Lobbying with the Government to retain a minimum of Kshs. 1.75 billion capitalization per annum.

b) Raising current school fee collection from the current Kshs. 2.5 billion to Kshs. 3 billion per annum.

c) Income generating activities and departmental consultancies to raise Kshs. 1.6 billion per year.

d) Commercialization of technology and innovation to raise Kshs. 1.5 billion per annum.

e) Linkages with development partners corporations, government ministries and alumni to raise Kshs. 1 billion per annum.

6.3.3.3 Funding Strategies

In order to build and maintain a firm foundation for growth in excellence of the academic programs, it is important that the following overall financial objectives are achieved:

a) Maintenance and growth of positive cash flow from operations.

b) Continuous growth in unrestricted net assets.

c) Conversion at the appropriate time of variable rate debt to fixed-rate debt.

d) Reduction in short and long-term debts.

e) Steady improvement in the financial ratios embedded in the University’s debt instruments and the ratios monitored by the rating agencies in assessing the financial health of colleges and universities.

The steps necessary to achieve these objectives are continued modest growth in the number of new students, improvement in student retention rates, the growth of alternative revenue streams, and cost control. The essence of cost control is constantly ensuring that University resources are being deployed in the most effective ways to achieve the goals of this Strategic Plan – that support is being given to programs that will boost revenues

95




and/or raise the quality of academic programs that are either current strengths of the University or are necessary to fulfill JKUAT mission.

6.3.3.3.1 Laying the Foundation for Growth

The process of laying the foundation for growth will be achieved through the following measures:

a) Modest growth in undergraduate and graduate enrollment to ensure increasing net revenue to fund JKUAT’s strategic initiatives and in a manner that is consistent with the University’s academic goal of becoming more selective as enrollment strengthens.

b) Continuous improvement in JKUAT’s ability to meet its enrollment targets by focusing recruitment efforts on those students most desired by JKUAT who are also likely to enroll and graduate.

c) Reducing student attrition due to financial, social, academic, and other causes, and improve student retention by modifying policies such as financial aid to facilitate retention, emphasizing rigorous academic programs, and providing focused academic counseling to help students succeed.

d) Expanding net revenue from adult education.e) Developing specific targets for the rental of University facilities to outside

groups.f) Completing the present comprehensive resource mobilization campaign through

vigorous fundraising for specific strategic objectives.

6.3.3.3.2 Strengthen the University’s Financial Foundation

The strengthening of the University financial foundation will be undertaken through the following strategies:

a) Restructuring JKUAT’s balance sheet and continuously improving JKUAT’s annual financial results through revenue growth, competitive tuition pricing, and focused cost containment so that the University generates increasingly significant operating surpluses in each of the five years of this Strategic Plan and is thereby able to strengthen academic offerings, rebuild her infrastructure, reduce indebtedness and undertake other key strategic investments.

b) Establishing a rolling three-year financial plan that strengthens JKUAT’s capacity to build a strong financial base, and developing a new responsibility-centered budget model that reflects the goals of the Strategic Plan by distributes budget responsibility to the faculties, colleges and the schools.

c) Developing the staff skills and management culture required to make all University business processes – from human resources to student records, class

96




scheduling to student registration, collections to disbursements – efficient, reliable and user-friendly.

d) Rewarding and promoting staff members who effectively implement the service ethic and who integrate the objectives of this Strategic Plan in their work.

e) Requiring each administrative unit to develop a five-year strategic plan as well as an annual action/implementation plan that identifies priorities and key initiatives for that fiscal year. The administrative plans will be guided by the objectives of this Plan and will be major building blocks of the University’s annual implementation plan.

f) Leveraging JKUAT’s current technology and use new technologies to streamline administrative processes and improve service delivery to students, faculty, and staff, alumni, development partners, the community and friends.

97




CHAPTER SEVEN: IMPLEMENTATION, MONITORING AND EVALUATION

The Cabinet Secretary signs JKUAT Performance Contract

The VC and Director, DiPCA after Performance Contract signing

98




7.1 Decentralization of Implementation

The implementation of the JKUAT Strategic Plan (2013-2017) will be done by ensuring that each of the following organs of the University will prepare its Strategic Plan (2013-2017) in line with this overall strategic plan:

a) Office of the Vice Chancellorb) Divisionsc) Colleges/schools/institutes/facultiesd) Campusese) Departments

7.2 Implementation Plan

To facilitate implementation of the JKUAT Strategic Plan (2013-2017), an implementation plan (Annex 1) has been prepared in line with the Government requirements and format covering the following areas:

a) Themeb) Thematic issuec) Programmesd) Strategiese) Activitiesf) Baselineg) Performance indicatorsh) Means of verificationi) Responsibilitiesj) Time framek) Outcomel) Budget

7.3 Performance Contracts

The public universities in Kenya are considered as state corporations, making them fall under the purview of the State Corporations Act Cap 466 of the Laws of Kenya. Legal Notice No. 93 of 2004 introduced performance contracting into the management of all state corporations. The Government through the Performance Contracting Department has identified the performance contracts as the means for implementing the strategic plans. The JKUAT Strategic Plan 2013-2017 will also be implemented through the same approach.

99




JKUAT shall comply with the Government policy on utilization of performance contracts as a medium for implementation of public agencies’ strategic plans. In this regard, the annual performance contracts for JKUAT will draw targets from this plan over the next five years. The Directorate of Performance Contracting and Appraisal (DiPCA) will draw indicators and targets from this strategic plan for preparing the University performance contracts during the period 2013-2017. Cascaded performance contracts at all levels including individual staff shall also be based on this Strategic Plan. DiPCA will, therefore, be adequately facilitated to enable it play the role of monitoring the implementation of the Strategic Plan through performance contracting.

7.4 Monitoring

The successful implementation of the Strategic Plan will depend on how effectively the planned activities and outputs are monitored and evaluated with a view to ensuring that the plan implementation remains on course. Monitoring is an important management tool that will help management teams to make decisions aimed at improving performance, achievement of intended objectives, ensuring accountability to all parties involved in the implementation, to assess the use and delivery of the resources in accordance with the implementation plan and to monitor the timely achievement of the intended deliverables.

7.4.1 Annual Monitoring Plan

To facilitate effective monitoring the VC’s office, divisions, colleges/schools/institutes/campuses and departments and individual members of staff will be required to prepare annual implementation plans drawn from their respective implementation plans for the period 2013-2017. These annual implementation plans will be translated into annual performance contracts. The annual implementation plans will further be translated into an annual monitoring plan covering the following information (Table 7.1).a) Objectivesb) Expected Resultsc) Indicatorsd) Baseline Datae) Targets (time line)f) Data Sources to validate indicatorsg) Data collection Methodsh) Frequency of data collectioni) Responsibility/actorsj) Assumptions

100




Tabl

e 7.

1: M

onito

ring

and

Rep

ortin

g Pl

an

Obj

ectiv

esEx

pect

ed

Res

ults

Indi

cato

rsB

asel

ine

Dat

aTa

rget

s (ti

mel

ine)

Dat

a So

urce

s to

val

idat

e in

dica

tors

Dat

a co

llect

ion

Met

hods

Freq

uenc

y of

da

ta c

olle

ctio

nR

espo

nsib

ility

Ass

umpt

ions

The

mon

itorin

g w

ork

plan

will

pro

vide

a f

ram

ewor

k th

at w

ill g

uide

the

tra

ckin

g of

the

int

erve

ntio

ns r

ight

fro

m g

oals

, to

obje

ctiv

es, s

trate

gies

, per

form

ance

indi

cato

rs a

nd fi

nanc

es. T

he p

lan

will

spe

cify

resp

onsi

bilit

y le

vels

as

wel

l as

the

timel

ines

fo

r res

pect

ive

mon

itorin

g ac

tiviti

es a

s ind

icat

ed b

elow

.

Lev

el o

f M

onito

ring

Type

of M

onito

ring

Exp

ecte

d R

epor

ts

1. C

ounc

ilA

nnua

l m

onito

ring

of

prog

ress

m

ade

base

d on

th

e ov

eral

l an

nual

im

plem

enta

tion

plan

and

pro

gres

s rep

ort f

rom

Sen

ate

Ann

ual

mon

itorin

g pr

ogre

ss re

port

2. S

enat

eH

alf

year

ly m

onito

ring

of p

rogr

ess

mad

e ba

sed

on t

he o

vera

ll an

nual

im

plem

enta

tion

plan

and

pro

gres

s rep

ort f

rom

VC

Hal

f ye

arly

mon

itorin

g pr

ogre

ss re

port

3. O

ffice

of V

ice

Cha

ncel

lor

Qua

rterly

mon

itorin

g of

the p

rogr

ess m

ade b

y th

e div

isio

ns as

per

the a

nnua

l di

visi

onal

impl

emen

tatio

n pl

an a

nd p

rogr

ess r

epor

t fro

m th

e D

VC

sH

arm

oniz

ed

quar

terly

m

onito

ring

repo

rt4.

DV

Cs O

ffice

sQ

uarte

rly b

ased

mon

itorin

g of

the

prog

ress

mad

e by

the

colle

ges/

scho

ols/

inst

itute

s/fa

culti

es a

s pe

r the

ir re

spec

tive

annu

al im

plem

enta

tion

plan

s an

d pr

ogre

ss re

port

from

Prin

cipa

ls/D

eans

/Dire

ctor

s

Har

mon

ized

di

visi

onal

se

mes

ter

mon

itorin

g re

port

5. P

rinci

pals

/Dea

ns

/Dire

ctor

sQ

uarte

rly b

ased

mon

itorin

g of

the

prog

ress

mad

e by

the

depa

rtmen

ts a

nd

cam

puse

s as p

er th

eir r

espe

ctiv

e an

nual

impl

emen

tatio

n pl

ans a

nd p

rogr

ess

repo

rt fr

om H

eads

of D

epar

tmen

ts

Har

mon

ized

co

llege

s/sc

hool

s/in

stit

utes

/di

rect

orat

es

sem

este

r m

onito

ring

repo

rt6.

Hea

ds o

f D

epar

tmen

tsM

onth

ly b

ased

mon

itorin

g of

the

pro

gres

s m

ade

by t

he m

embe

rs o

f st

aff

with

in

the

depa

rtmen

t/cam

puse

s as

pe

r th

eir

resp

ectiv

e an

nual

im

plem

enta

tion

plan

s and

pro

gres

s rep

orts

from

staf

f

Har

mon

ized

m

onth

ly

depa

rtmen

tal m

onito

ring

repo

rt

101




7.4.2 Monitoring Resources

As indicated in Chapter Six above the budget has been allocated within the priority themes and goals for the period 2013-2017. Monitoring the human resource and physical resources available for implementation of all activities is as important as monitoring the activities themselves. Sufficient resources need to be available at the time required. To ensure the financial stability, availability of funds for the future will be monitored, including the status of the budgets, and other important financial parameters.

7.4.3 Monitoring Results

The emphasis of the M&E system is to monitor results rather than outputs. The monitoring of results shall be based on the result indicators given in the annual implementation plan and annual monitoring plan. The indicators will represent the desired situation at a specific time. Data will be collected on these indicators on monthly and semester basis so that progress can be assessed by comparing an initial situation with the current situation. Baseline data will be collected for each of the results indicators to act as benchmarks for monitoring results. Effective, expeditious and transparent performance management mechanisms are necessary in securing the success of JKUAT initiatives. To this end, the University will ensure the development of a comprehensive performance management framework linking program outcomes to long-term impacts of this Strategic Plan.

7.5 Evaluation

The University needs to regularly conduct evaluations by way of systematic and objective assessment of ongoing or completed interventions or policies and the resulting impacts. The aim is to determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact and sustainability. This assessment will provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process of all stakeholders. In order to conduct credible evaluation, the University will define appropriate standards, against which the examination of performance shall be conducted. The evaluation of the strategic plan shall be undertaken at the end of the month of June in each financial year. This is congruent with budget allocation to public universities, auditing of operational results, budgets and preparation of financial statements.

7.6 Using Results-Based M&E Information

It is important to acknowledge that generation of credible M&E information is one issue and its proper utilization is another. The use of M&E information places it at the centre of sound governance arrangements as a necessary condition for the effective management especially in public expenditures. Thus, results-based M&E information is necessary

102




to inform evidence-based policy making, evidence–based management and evidence–based accountability. Hence, the value of the result-based M&E in the University should not concentrate on the aspects of conducting results-based M&E activities to generate information but also go ahead and effectively use the information to improve performance of the University. The M&E information will be useful in the following ways:

a) To enhance transparency and support accountability.b) To support internal management learning and decision-making.c) To support policy-making and planning at all levels.d) To help faculties/colleges/schools/institutes/departments/campuses to manage

university activities at the sector, program and project levels.

103




AN

NE

XE

S

AN

NE

X 1

: IM

PLE

ME

NTA

TIO

N M

ATR

IX

TH

EM

E 1

: Pol

icy

and

Cor

pora

te G

over

nanc

eT

hem

atic

Issu

e: In

appr

opria

te im

prov

ed p

olic

ies a

nd c

orpo

rate

gov

erna

nce

for e

nhan

ced

equa

lity,

acc

ount

abili

ty, a

nd tr

ansp

aren

cy in

dec

isio

n-m

akin

gSt

rate

gic

Obj

ectiv

e 1:

Impr

oved

pol

icy

and

corp

orat

e go

vern

ance

for e

nhan

cing

acc

ount

abili

ty a

nd d

ecis

ion

mak

ing

Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

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eFr

ame

Out

com

eB

udge

tK

shs.

M

Uni

vers

ity

Polic

y an

d C

onst

itutio

n

Re-

alig

n JK

UAT

po

licie

s with

the

Con

stitu

tion

Rev

iew

of t

he

Uni

vers

ity A

ct

and

Cha

rter

and

supp

ortin

g se

ctor

al p

olic

ies

2009

-201

2 U

nive

rsity

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licie

s

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revi

ewed

U

nive

rsity

Act

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d C

harte

r an

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pol

icie

s al

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d to

the

Con

stitu

tion

The

cons

titut

ion

and

Uni

vers

ity

polic

ies &

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atut

es

VC

2013

/201

4Fu

ll al

ignm

ent

of U

nive

rsity

po

licie

s with

the

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staf

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itutio

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DV

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aw

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and

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Ref

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go

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of

JKU

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to im

prov

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in

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Cha

rter a

nd

Stat

utes

re

view

ed

VC

2013

/201

4Im

prov

ed

Uni

vers

ity

gove

rnan

ce

3

Inst

itutio

naliz

e co

rpor

ate

gove

rnan

ce

and

lead

ersh

ip

prog

ram

mes

fo

r sta

ff an

d st

uden

ts

Cur

rent

st

ruct

ures

in

adeq

uate

Cor

pora

te

gove

rnan

ce

and

lead

ersh

ip

prog

ram

mes

in

stitu

tiona

lized

fo

r sta

ff an

d st

uden

ts

Cha

rter a

nd

Stat

utes

VC

Ann

ually

Impr

oved

U

nive

rsity

co

rpor

ate

gove

rnan

ce

12

104




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

tK

shs.

M

New

Pol

icie

sD

evel

ope

new

po

licie

s to

supp

ort t

he

impl

emen

tatio

n of

the

Stra

tegi

c Pl

an

Iden

tify

and

deve

lop

new

po

licie

s to

supp

ort t

he

impl

emen

tatio

n of

the

Stra

tegi

c Pl

an

Cur

rent

ly 1

5 po

licie

s in

plac

e

8 pr

iorit

y po

licie

s id

entifi

ed a

nd

deve

lope

d

Cur

rent

po

licie

s re

view

ed

DV

C A

PD/D

VC

R

PE/ D

VC

AA

Ann

ually

Impr

oved

im

plem

enta

tion

of S

trate

gic

Plan

28

Trai

n st

aff

on th

e im

plem

enta

tion

of th

e pr

iorit

y po

licie

s

All

staf

f tra

ined

on

the

impl

emen

tatio

n of

the

prio

rity

polic

ies

Trai

ning

re

ports

DV

C A

A/

SHR

DA

nnua

llyD

epar

tmen

ts

impl

emen

t re

vise

d an

d re

view

ed

polic

ies

12

Equa

lity

and

Div

ersi

tyFo

ster

and

de

velo

p aw

aren

ess a

nd

unde

rsta

ndin

g of

equ

ality

and

di

vers

ity is

sues

Prom

ote

and

com

mun

icat

e th

e U

nive

rsity

’s

com

mitm

ent

to e

qual

ity

and

dive

rsity

in

tern

ally

and

ex

tern

ally

Med

ium

lev

el

com

mun

icat

ion

Entre

nche

d un

ders

tand

ing

of U

nive

rsity

’s

com

mitm

ent

to e

qual

ity a

nd

dive

rsity

Uni

vers

ity

polic

ies

VC

/ Gen

der

Offi

ceA

nnua

llyIn

crea

sed

equa

l op

portu

nity

fo

r all

12

Prom

ote

gend

er

equi

ty a

nd

dive

rsity

in

Uni

vers

ity a

t all

leve

ls

30 %

gen

der

repr

esen

tatio

n at

al

l lev

els

2% d

isab

ility

re

pres

enta

tion

at

all l

evel

s

Uni

vers

ity

polic

ies

VC

/Gen

der

Offi

ceA

nnua

llyEn

hanc

ing

affir

mat

ive

actio

n

2

SUB

TO

TAL

74

105




TH

EM

E 2

: Res

ourc

e M

obili

zatio

nT

hem

atic

Issu

e: In

suffi

cien

t fun

ding

div

ersi

ficat

ion

for s

uppo

rting

Uni

vers

ity d

evel

opm

ent

Stra

tegi

c O

bjec

tive

2: T

o st

reng

then

Uni

vers

ity fu

ndin

g th

roug

h di

vers

ifica

tion

of re

venu

e st

ream

sSu

b-T

hem

esSt

rate

gies

Act

iviti

esB

asel

ine

Perf

orm

ance

In

dica

tors

Mea

ns o

f Ve

rific

atio

nR

espo

nsib

ilitie

sTi

me

Fram

eO

utco

me

Bud

get

(Ksh

s. M

)Pu

blic

Fun

dsIn

crea

sing

ann

ual

recu

rren

t and

de

velo

pmen

t gr

ant b

y 30

% p

er

year

At l

east

30

depa

rtmen

ts to

es

tabl

ish

linka

ges w

ith

rele

vant

min

istri

es to

en

hanc

e fu

ndin

g

Ksh

s.4.6

bi

llion

30%

incr

ease

of

dep

artm

enta

l in

com

e pe

r yea

r

Ope

ratio

nal

budg

et re

ports

DV

CA

PD/H

ead

of b

udge

tary

Ann

ually

Impr

oved

pr

oduc

tivity

60

At l

east

30

depa

rtmen

ts to

es

tabl

ish

5% o

f ow

n so

urce

s of t

heir

deve

lopm

ent f

undi

ng

from

min

istri

es/

gove

rnm

ent a

genc

ies

One

B

otan

ical

ga

rden

One

Nis

sin

faci

lity

Num

ber o

f new

eq

uipm

ent a

nd

faci

litie

s per

yea

r

Proc

urem

ent

reco

rds/

asse

t re

gist

er

DV

C A

PD/C

POA

nnua

llyM

otiv

ated

an

d pr

oduc

tive

wor

k-fo

rce

5

Subs

idiz

ed

Loan

sIn

crea

sing

fu

ndin

g fr

om

exis

ting

gove

rnm

ent

educ

atio

n fu

nds

by 3

0% p

er

annu

m

Gen

erat

e K

shs.

50

mill

ion

alte

rnat

ive

inco

mes

from

CD

F,

HEL

B a

nd M

oE p

er

year

Ksh

s. 12

0 m

illio

nIn

crea

sed

fund

ing

by K

shs.

50

mill

ion

per y

ear

Stud

ents

re

cord

s/ac

coun

ts

reco

rds

DV

C A

PD/F

OA

nnua

llyIn

crea

sed

staf

f m

otiv

atio

n

20

Dev

elop

mod

aliti

es fo

r w

orki

ng w

ith C

DFs

/de

volv

ed g

over

nmen

ts

Five

de

partm

ents

al

igne

d w

ith lo

cal

auth

oriti

es

30 d

epar

tmen

ts

alig

n w

ith a

t lea

st

3 C

ount

ies

per

year

MO

U si

gned

an

d se

aled

DV

C A

PD/F

OA

nnua

llyC

onsi

sten

t ca

reer

pr

ogre

ssio

ns

11

Dev

elop

app

ropr

iate

pr

ogra

ms a

nd

nego

tiate

with

at l

east

10

loca

l aut

horit

ies

3 ce

rtific

ate

prog

ram

s de

velo

ped

and

nego

tiate

d

10 c

ertifi

cate

co

urse

s per

yea

rM

OU

sign

ed

and

seal

edD

VC

AA

/ C

OD

/ C

ampu

s D

irect

ors

Ann

ually

Impr

oved

st

aff m

oral

e10

106




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Fund

ing

Age

ncie

sA

ttrac

ting

at le

ast

2 do

nor f

unde

d pr

ojec

ts p

er

depa

rtmen

t per

ye

ar

Dep

artm

ents

to

esta

blis

h co

mm

ittee

s fo

r attr

actin

g do

nor

fund

s

Cur

rent

ly 5

0 do

nor f

unde

d pr

ojec

t in

vario

us

depa

rtmen

ts

Incr

ease

in

num

ber o

f don

or

fund

ed p

roje

cts

Prop

osal

s/

MO

UD

VC

RPE

/D

irect

ors

Ann

ually

Mor

e fu

nds

to ru

n va

rious

pr

ojec

ts

14

Thirt

y (3

0)

Dep

artm

ents

to

esta

blis

h at

leas

t tw

o (2

) lin

kage

s with

non

-tra

ditio

nal f

undi

ng

agen

cies

Six

inte

rnat

iona

l in

com

e so

urce

lin

kage

s

Num

ber o

f new

in

tern

atio

nal

linka

ges

incr

ease

d

MO

UD

VC

AA

/CO

DA

nnua

llyFu

nds

from

non

-tra

ditio

nal

fund

ing

agen

cies

us

ed fo

r de

velo

pmen

t

25

Tuiti

on F

ees

Incr

easi

ng

stud

ent e

nrol

men

t by

12%

per

yea

r

Inst

itutio

naliz

e fle

xibl

e ad

mis

sion

and

e-

lear

ning

Ksh

s. 2.

96

Bill

ion

in

tuiti

on fe

es

12 %

incr

ease

in

tuiti

on fe

es p

er

year

Adm

issi

on

reco

rds a

nd

acco

unts

DV

C A

A/F

OA

nnua

llyIn

crea

sed

skill

s for

la

bour

mar

ket

and

impr

oved

U

nive

rsity

re

venu

e

1,60

0

Inco

me

Gen

erat

ing

Act

iviti

es

Incr

ease

inco

me

from

IGA

s by

20%

per

yea

r

Esta

blis

hing

in

cuba

tion

cent

res f

or

exis

ting

IGA

pro

duct

s

Ksh

s.184

M

illio

n5

MO

Us

esta

blis

hed

for i

ncub

atio

n th

roug

h Pu

blic

-Priv

ate

Partn

ersh

ips

Sign

ed M

OU

sD

VC

APD

2013

-20

14M

eetin

g bu

dget

ary

requ

irem

ents

tim

ely

and

grow

th

proj

ectio

ns

70

Esta

blis

h lin

kage

with

th

e re

leva

nt S

ecur

ity

Food

Pro

gram

s e.

g. W

FP a

nd th

e G

over

nmen

t prim

ary

feed

ing

Prog

ram

s

No

linka

ges

with

Foo

d Se

curit

y Pr

ogra

ms

Two

linka

ges

esta

blis

hed

per

year

Sign

ed M

OU

DV

C R

PEA

nnua

llyIn

crea

sed

food

secu

rity

2

Esta

blis

h lin

kage

with

re

leva

nt m

inis

tries

an

d st

akeh

olde

rs

in m

arke

ting

of th

e JK

UAT

seed

lings

Low

Two

linka

ges

esta

blis

hed

per y

ear 2

0%

incr

ease

in

inco

me

RPE

repo

rtsD

VC

RPE

Ann

ually

Enha

nced

pa

rtici

patio

n in

sect

or

deve

lopm

ent

2

107




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Com

mer

cial

izat

ion

of

two

(2) i

nnov

atio

ns

per y

ear

Low

Two

(2)

com

mer

cial

ized

pr

oduc

ts p

er y

ear

RPE

repo

rtsD

VC

RPE

Ann

ually

Impr

oved

bu

sine

ss

oppo

rtuni

ties

and

empl

oym

ent

2

Scal

e up

seve

n ne

w p

rodu

ctio

n ac

tiviti

es

Scal

ing

up se

ven

prod

uctio

n ac

tiviti

esLo

wSe

ven

new

pr

oduc

tion

activ

ities

RPE

repo

rts/

MO

UD

VC

RPE

Ann

ually

Enha

nced

lin

kage

s with

in

dust

ry

Stre

amlin

ing

the

proc

urem

ent

syst

em th

roug

h de

cent

raliz

atio

n to

supp

ort I

GA

Dec

entra

lizat

ion

of th

e pr

ocur

emen

t sys

tem

The

proc

urem

ent

syst

em

curr

ently

ce

ntra

lized

Tim

ely

proc

urem

ent o

f m

ater

ials

for

prod

uctio

n

Proc

urem

ent

syst

ems

DV

C A

PDA

nnua

llySm

ooth

an

d pr

ompt

pr

ocur

emen

t sy

stem

2

SUB

TO

TAL

1,82

3

108




TH

EM

E 3

: Hum

an R

esou

rce

Man

agem

ent

The

mat

ic Is

sues

: Ina

dequ

ate

mec

hani

sm fo

r attr

actin

g, d

evel

opin

g, m

otiv

atin

g an

d re

tain

ing

staf

f of t

he h

ighe

st in

tern

atio

nal c

alib

re

Stra

tegi

c O

bjec

tive

3: A

ttrac

t, de

velo

p, m

otiv

ate

and

reta

in e

ffici

ent s

taff

of th

e hi

ghes

t int

erna

tiona

l cal

ibre

and

mak

e JK

UAT

an

empl

oyer

of c

hoic

e

Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Staf

f A

ttrac

tion

and

Ret

entio

n

Attr

act

and

reta

in

qual

ified

staf

f

Prov

ide

com

petit

ive

com

pens

atio

n an

d re

war

d sy

stem

90%

staf

f re

tent

ion

rate

Staf

f ret

entio

n ra

te in

crea

sed

by 1

% a

nnua

lly

over

the

plan

pe

riod

Ann

ual s

taff

rete

ntio

n re

ports

/st

aff c

ount

s

DV

C A

PD/

Reg

istra

r APD

Ann

ually

Impr

oved

pr

oduc

tivity

an

d st

aff

rete

ntio

n

5

Dev

elop

a

cond

uciv

e w

ork

envi

ronm

ent

Wor

k en

viro

nmen

t in

dex

at 7

7 %

Wor

k en

viro

nmen

t in

dex

incr

ease

d by

2%

ann

ually

ov

er th

e pl

an

perio

d

Ann

ual w

ork

envi

ronm

ent

surv

ey re

port

DV

C A

PD/

Reg

istra

r APD

Ann

ually

Hig

hly

mot

ivat

ed a

nd

prod

uctiv

e w

ork-

forc

e

1

Prov

ide

perf

orm

ance

-bas

ed

rew

ard

syst

em

Inco

nsis

tent

re

cogn

ition

/ze

ro re

war

d sy

stem

Ann

ual

reco

gniti

on/

rew

ard

of b

est

perf

orm

ing

staf

f

Ann

ual s

taff

reco

gniti

on re

port

DV

C A

PD/

Reg

istra

r APD

Ann

ually

Incr

ease

d st

aff

mot

ivat

ion

2.5

Rev

iew

and

im

plem

ent c

lear

an

d tim

e bo

und

sche

mes

of s

ervi

ce

Sche

mes

of

serv

ice

revi

ew

at 8

0%

Atta

in 1

00%

re

view

by

31st

Dec

embe

r, 20

13

App

rove

d sc

hem

es o

f se

rvic

e

DV

C A

PD/

Reg

istra

r APD

2013

-20

14C

onsi

sten

t ca

reer

pr

ogre

ssio

ns

0.5

Ensu

re p

rope

r job

pl

acem

ent

Prop

er jo

b pl

acem

ent a

t 95

%

100%

leve

l of

pro

per j

ob

plac

emen

t

List

of s

taff

show

ing

desi

gnat

ion

and

qual

ifica

tion

DV

C A

PD/

Reg

istra

r APD

2013

-20

14Im

prov

ed st

aff

mot

ivat

ion

0.2

Rai

se st

affin

g le

vel f

rom

th

e cu

rren

t 67

% o

f the

ap

prov

ed

esta

blis

hmen

t to

77%

by

2017

Car

ry o

ut o

ne H

R

audi

t, jo

b an

alys

is

and

eval

uatio

n

Zero

HR

aud

it ca

rrie

d ou

tH

R g

aps

iden

tified

/re

porte

d

HR

aud

it re

port

circ

ulat

edD

VC

APD

/HR

M20

13-

2014

Suffi

cien

t st

affin

g le

vel

and

train

ing

4

109




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Incr

ease

staf

fing

leve

l by

2%

annu

ally

Staf

fing

leve

l at

67%

2% in

crea

se in

st

affin

g le

vel p

er

year

from

67%

to

77%

Qua

rterly

repo

rts

to C

ounc

ilD

VC

APD

/ R

egis

trar A

PDA

nnua

llyIm

prov

ed st

aff

mot

ivat

ion

Enha

nced

se

rvic

e de

liver

y

2900

Staf

f req

uire

men

ts

to b

e ca

ptur

ed in

th

e bu

sine

ss p

lan

for n

ew C

olle

ges/

Cam

puse

s/

Scho

ols/

Facu

lties

/D

irect

orat

es/

Inst

itute

s/D

epar

tmen

ts

Staf

f re

quire

men

t cu

rren

tly n

ot

capt

ured

in

busi

ness

pla

n

App

rove

d st

aff

esta

blis

hmen

tA

ppro

ved

busi

ness

pla

ns

for n

ew C

olle

ges/

C

ampu

ses/

Sc

hool

s/

Facu

lties

/ D

irect

orat

es/

Inst

itute

s/

Dep

artm

ents

DV

C A

PD/H

RM

Ann

ually

Enha

nced

se

rvic

e de

liver

y

5

Enha

nce

secu

rity

and

safe

ty

Acq

uisi

tion

and

inst

alla

tion

of

rele

vant

softw

are

and

equi

pmen

t

No

elec

troni

c sy

stem

in p

lace

Ope

ratio

nal

elec

troni

c st

aff

and

stud

ents

id

entifi

catio

n sy

stem

Inst

alla

tion

of

actu

al se

curit

y sy

stem

DV

C A

PD/C

SO20

13-

2014

Red

uced

cr

ime

and

thef

t in

cide

nces

/im

prov

ed

surv

eilla

nce

60

Cap

acity

D

evel

opm

ent

Incr

ease

staf

f pr

oduc

tivity

an

d ef

fect

iven

ess

at a

ll le

vels

Und

erta

ke a

nnua

l tra

inin

g ne

eds

asse

ssm

ent a

t all

leve

ls

Onl

y 10

% o

f st

aff h

ave

been

tra

ined

Trai

ning

nee

ds

iden

tified

Trai

ning

nee

ds

asse

ssm

ent r

epor

tD

VC

APD

/ H

RM

Ann

ually

Impr

oved

staf

f co

mpe

tenc

y90

Inst

itutio

naliz

ing

spec

ializ

ed sh

ort

cour

ses t

rain

ing

at

depa

rtmen

tal l

evel

fo

r all

staf

f

Onl

y 10

% o

f st

aff h

ave

been

tra

ined

One

(1) s

hort

cour

se p

er

depa

rtmen

t per

ye

ar

Cou

rse

train

ing

repo

rtsD

VC

APD

/ H

OD

sA

nnua

llyIm

prov

ed st

aff

com

pete

ncy

20

Und

erta

ke

peda

gogi

cal

train

ing

Zero

num

ber o

f tra

inin

gs d

one

One

(1)

peda

gogy

tra

inin

g fo

r eac

h fa

culty

per

yea

r

Peda

gogy

trai

ning

at

tend

ance

list

/ ce

rtific

ates

DV

C A

PD/

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ns/

Dire

ctor

s

Ann

ually

Enha

nced

te

achi

ng sk

ills

2

110




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Impr

ove

lead

ersh

ip a

nd

man

agem

ent

skill

s

Inst

itutio

naliz

e le

ader

ship

and

m

anag

emen

t co

urse

s for

U

nive

rsity

M

anag

ers

Lim

ited

wor

ksho

p pe

r ye

ar

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rain

ing

wor

ksho

p fo

r m

anag

ers p

er

year

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ksho

p tra

inin

g re

port

DV

C A

PD/H

RM

Ann

ually

Impr

oved

le

ader

ship

and

m

anag

emen

t

20

Cor

pora

te

Gov

erna

nce

Refi

ne sy

stem

of

gov

erna

nce

to e

nhan

ce

deci

sion

m

akin

g an

d ac

coun

tabi

lity

Dev

elop

pol

icy

on c

orpo

rate

go

vern

ance

Cur

rent

ly

ther

e is

no

docu

men

ted

polic

y

Doc

umen

ted

polic

yA

ppro

ved

polic

yD

VC

APD

/ R

egis

trar A

PD20

13-

2014

Impr

oved

in

stitu

tiona

l go

vern

ance

an

d cl

arity

of

appo

intm

ents

5

Org

aniz

e an

nual

co

rpor

ate

gove

rnan

ce

train

ing

Zero

sem

inar

s pe

r yea

rO

ne (1

) tra

inin

g an

nual

lyC

orpo

rate

go

vern

ance

tra

inin

g re

port

DV

C A

PD/H

RM

Ann

ually

Impr

oved

in

stitu

tiona

l go

vern

ance

12

Inst

itutio

naliz

ing

corp

orat

e br

andi

ng

at a

ll le

vels

Cor

pora

te

bran

ding

and

vi

sibi

lity

curr

ently

ver

y lo

w

Vis

ible

cor

pora

te

bran

d in

all

area

sJK

UAT

col

our

and

logo

on

Uni

vers

ity

stat

ione

ry a

nd

prop

erty

DV

C A

PD/

Reg

istra

r APD

Ann

ually

Easi

ly

reco

gniz

able

co

rpor

ate

bran

d

100

To o

rgan

ize

annu

alTr

aini

ng w

orks

hop

on c

orru

ptio

n er

adic

atio

n

Zero

sem

inar

s ar

rang

edO

ne (1

) w

orks

hop

per

Div

isio

n/C

olle

ge/

Cam

pus p

er y

ear

Trai

ning

repo

rtV

C/

Lega

l Offi

cer

Ann

ually

Red

uced

co

rrup

tion

inci

denc

es

20

Und

erta

ke

Cor

rupt

ion

inde

x su

rvey

Non

eC

orru

ptio

n in

dex

surv

ey re

port

Cor

rupt

ion

surv

ey

repo

rtD

VC

APD

/R

egis

trar A

PDA

nnua

llyR

educ

ed

corr

uptio

n in

cide

nces

10

Dev

elop

and

im

plem

ent r

isk

man

agem

ent

fram

ewor

k

No

exis

ting

fram

ewor

kO

pera

tiona

l ris

k m

anag

emen

t fr

amew

ork

Ris

k an

alys

is

repo

rtsV

C/C

IA20

13-

2014

Impr

oved

risk

m

anag

emen

t6

111




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Inst

ill

inte

grity

in

the

wor

kfor

ce

Ann

ual t

rain

ing

on st

aff c

ode

of

cond

uct

No

exis

ting

train

ing

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(1) t

rain

ing

per D

ivis

ion/

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lege

s/

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puse

s per

ye

ar

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ning

repo

rtD

VC

APD

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nnua

llyR

educ

ed n

o.

of m

easu

red

disc

iplin

ary

case

s

20

Mon

itorin

g

com

plia

nce

to st

aff

code

of c

ondu

ct

and

ethi

cs th

roug

h st

aff a

ppra

isal

Cur

rent

ly n

o.

mon

itorin

gO

ne (1

) sta

ff ap

prai

sal p

er y

ear

Ann

ual r

epor

t on

com

plia

nce

to st

aff c

ode

of

cond

uct a

nd e

thic

s

DV

C A

PD/H

RM

Ann

ually

Red

uced

no.

of

dis

cipl

inar

y ca

ses

5

Hea

lth C

are

Prov

isio

n of

hi

gh q

ualit

y m

edic

al c

are

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oym

ent o

f ad

equa

te q

ualifi

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th c

are

offic

ers a

s per

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esta

blis

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t

67%

of h

ealth

ca

re st

aff

esta

blis

hmen

t em

ploy

ed

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ease

st

affin

g by

2%

an

nual

ly to

re

ach

77%

staf

f es

tabl

ishm

ent

List

of s

taff

show

ing

desi

gnat

ion

and

qual

ifica

tion

DV

C A

PD/

Reg

istra

r APD

Ann

ually

Impr

oved

he

alth

car

e se

rvic

e de

liver

y

Impr

ove/

expa

nd

the

exis

ting

faci

litie

s to

inte

rnat

iona

l st

anda

rds

Leve

l thr

eeJK

UAT

Hos

pita

l at

Lev

el F

our

Cer

tifica

te fr

om

Dire

ctor

of

Med

ical

Ser

vice

s

DV

C A

PD/

CM

O20

13-

2015

Impr

oved

he

alth

car

e se

rvic

e de

liver

y

100

Prom

ote

fitne

ss

of th

e U

nive

rsity

co

mm

unity

Une

quip

ped

gym

nasi

um

Fully

func

tiona

l gy

m fa

cilit

y an

d ex

erci

se fa

cilit

ies

Act

ual w

orki

ng

equi

pmen

tD

VC

APD

/C

MO

2013

-20

14A

hea

lthy

univ

ersi

ty

com

mun

ity

50

To re

duce

cas

es o

f ep

idem

ics/

chro

nic

illne

sses

with

in th

e U

nive

rsity

Ann

ual

sens

itiza

tion

and

imm

uniz

atio

n on

TB

C

One

(1)

sens

itiza

tion

for

staf

f and

stud

ents

pe

r yea

r

Ann

ual r

epor

t on

sens

itiza

tion

and

im

mun

izat

ion

DV

C A

PD/

CM

OA

nnua

lly50

% re

duce

d

epid

emic

ca

ses

10

Faci

litat

e an

nual

med

ical

ch

ecku

ps fo

r sta

ff an

d st

uden

ts/

surv

eilla

nce

chec

ks

Ran

dom

ann

ual

chec

kup

10%

of s

taff

and

stud

ents

scre

ened

ra

ndom

ly

Rep

ort o

n an

nual

m

edic

al c

heck

ups

DV

C A

PD/

CM

OA

nnua

llyA

hea

lthy

univ

ersi

ty

com

mun

ity

10

112




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Safe

ty a

nd

Secu

rity

Ensu

ring

com

plia

nce

to

the

Nat

iona

l, Sa

fety

and

Se

curit

y St

anda

rds

To e

quip

team

le

ader

s with

re

quis

ite sk

ills

and

know

ledg

e on

he

alth

and

safe

ty

Zero

team

le

ader

s tra

ined

an

nual

ly

One

trai

ning

w

orks

hop

per

Div

isio

ns/

Col

lege

s/

Cam

puse

s per

ye

ar

Trai

ning

repo

rtV

C/C

SOA

nnua

llySa

fe a

nd

Secu

re w

ork

envi

ronm

ent

10

Und

erta

ke fi

re d

rill

Cur

rent

ly n

o m

easu

rabl

e fir

e dr

ills

One

(1) d

rill p

er

year

Rep

ort o

n an

nual

fir

e dr

illV

C/C

SOA

nnua

llyEm

erge

ncy

prep

ared

ness

15

Serv

ice

Del

iver

yEn

sure

ad

here

nce

to n

atio

nal

polic

y on

se

rvic

e de

liver

y

Enha

nce

adhe

renc

e to

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Serv

ice

Del

iver

y C

harte

r

Adh

eren

ce to

th

e Se

rvic

e D

eliv

ery

Cha

rter a

t 80%

100%

co

mpl

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e to

the

Serv

ice

Del

iver

y C

harte

r at a

ll le

vels

Ann

ual r

epor

t on

com

plia

nce

to th

e Se

rvic

e D

eliv

ery

Cha

rter

DV

C A

PD/

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istra

r APD

Ann

ually

Impr

oved

se

rvic

e de

liver

y

10

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blis

h an

d m

aint

ain

a ba

se o

f sa

tisfie

d cu

stom

ers

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tom

er

satis

fact

ion

in

dex

at 7

5%

2% im

prov

emen

t on

the

cust

omer

in

dex

Ann

ual c

usto

mer

sa

tisfa

ctio

n su

rvey

repo

rt

DV

C A

PD/

Reg

istra

r APD

Ann

ually

Impr

oved

se

rvic

e de

liver

y

10

Mai

nten

ance

an

d im

prov

emen

t of

QM

S

To su

stai

n IS

O

9001

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rtific

atio

n

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duct

qua

rterly

in

tern

al a

udits

and

im

plem

ent t

he

audi

t find

ings

Two

inte

rnal

au

dits

car

ried

out a

nnua

lly

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inte

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au

dits

per

yea

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inte

rnal

au

dit r

epor

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nnua

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prov

ed

leve

l of

com

plia

nce

to Q

MS

requ

irem

ents

100

Trai

ning

and

se

nsiti

zatio

n of

st

aff

1000

staf

f tra

ined

an

nual

ly

One

(1)

sens

itiza

tion

per

year

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staf

f tra

ined

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ning

repo

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llyIm

prov

ed

serv

ice

deliv

ery

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To re

view

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oced

ures

and

pr

oces

ses o

nce

ever

y ye

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edur

es

are

revi

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nual

ly

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revi

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rtake

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nnua

l rep

ort o

n

revi

ew o

f QM

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oced

ures

MR

Ann

ually

Impr

oved

se

rvic

e de

liver

y

17

Con

duct

mon

thly

m

anag

emen

t re

view

mee

tings

8 m

eetin

gs

held

at v

ario

us

inte

rval

s

12 m

anag

emen

t re

view

mee

tings

he

ld

Rec

ords

of

man

agem

ent

revi

ew m

eetin

gs

MR

Ann

ually

Impr

oved

se

rvic

e de

liver

y

10

113




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

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ame

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com

eB

udge

t(K

shs.

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duct

mon

thly

de

partm

enta

l m

anag

emen

t re

view

mee

tings

6 m

eetin

gs h

eld

at b

i-mon

thly

in

terv

al

12 d

epar

tmen

tal

man

agem

ent

revi

ew m

eetin

gs

held

Min

utes

of

depa

rtmen

tal

man

agem

ent

revi

ew m

eetin

gs

HO

Ds

Ann

ually

Impr

oved

se

rvic

e de

liver

y

10

Con

duct

trai

ning

fo

r QM

S

impl

emen

ters

and

au

dito

rs

One

(1) a

nnua

l w

orks

hop

for i

nter

nal

audi

tors

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wor

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p fo

r im

plem

ente

rs

Two

wor

ksho

p he

ld fo

r QM

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dito

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nd

impl

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ters

List

of s

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train

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nnua

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prov

ed

serv

ice

deliv

ery

10

SUB

TO

TAL

16,6

50

114




TH

EM

E 4

: Fin

ance

and

Pro

cure

men

t Man

agem

ent

The

mat

ic Is

sue:

Une

cono

mic

al fi

nanc

ial a

nd p

rocu

rem

ent s

yste

ms

Stra

tegi

c O

bjec

tive

4: Im

prov

e fin

anci

al su

stai

nabi

lity

thro

ugh

effe

ctiv

e an

d ef

ficie

nt fi

nanc

ial a

nd p

rocu

rem

ent s

yste

ms

Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

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cato

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eans

of

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Res

pons

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me

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eO

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me

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emen

t of

Fin

anci

al

Res

ourc

es

Enha

nce

effe

ctiv

enes

s an

d ef

ficie

ncy

in fi

nanc

ial

man

agem

ent

Ensu

re fu

ll im

plem

enta

tion

of th

e SA

GE,

AC

CPA

C a

nd

ERP

by 3

0th Ju

ne 2

013

SAG

E,

AC

CPA

C

and

ERP

impl

emen

tatio

n at

70%

Full

impl

emen

tatio

n of

all

the

SAG

E,

AC

CPA

C a

nd

ERP

mod

ules

Mon

thly

, qu

arte

rly

finan

cial

and

an

nual

fina

ncia

l re

ports

DV

C A

PD/

FO20

13-

2014

Red

uced

loss

of

Uni

vers

ity

fund

s thr

ough

er

rors

of

com

mis

sion

20.6

Inte

grat

e SA

GE,

A

CC

PAC

and

ER

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ith o

ther

man

agem

ent

info

rmat

ion

syst

ems

Inte

grat

ion

at

70%

Inte

grat

ion

of a

ll th

e m

odul

esM

onth

ly,

quar

terly

fin

anci

al a

nd

annu

al fi

nanc

ial

repo

rts

DV

C A

PD/

FO20

13-

2014

Ease

acc

ess

of fi

nanc

ial

info

rmat

ion

5

Stre

amlin

e fin

anci

al

plan

ning

and

bud

getin

gO

utda

ted

finan

cial

re

gula

tion

man

ual

Rev

iew

ed

finan

cial

re

gula

tion

man

ual

App

rove

d fin

anci

al

regu

latio

n m

anua

l

DV

C A

PD/

FO20

13-

2014

Impr

oved

fin

anci

al

man

agem

ent

5

Stre

ngth

enin

g in

tern

al

cont

rol s

yste

ms

Qua

rterly

sy

stem

con

trol

audi

ts

Mon

thly

syst

em

cont

rol a

udits

Syst

ems a

udit

repo

rtsV

C/C

IAM

onth

lyR

educ

ed

was

tage

s and

fin

anci

al ri

sks

5

Enfo

rcin

g st

atut

ory

requ

irem

ents

Cur

rent

ly th

ere i

s no

enf

orce

men

t on

com

plia

nce

to st

atut

ory

requ

irem

ents

100%

co

mpl

ianc

e st

atut

ory

requ

irem

ents

Ann

ual l

egal

au

dit r

epor

tsD

VC

APD

/FO

Mon

thly

Effic

ient

fin

anci

al a

nd

proc

urem

ent

man

agem

ent

5

Ensu

re a

dher

ence

to

prov

isio

ns o

f the

deb

t m

anag

emen

t pol

icy

New

deb

t m

anag

emen

t po

licy

in p

lace

Full

impl

emen

tatio

n of

deb

t m

anag

emen

t po

licy

with

in

first

yea

r of t

he

plan

Mon

thly

, qu

arte

rly

finan

cial

and

an

nual

fina

ncia

l re

ports

DV

C A

PD/

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nnua

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prov

ed c

ash

flow

1,20

0

115




Sub-

The

mes

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esA

ctiv

ities

Bas

elin

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rfor

man

ce

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eans

of

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ficat

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Res

pons

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litie

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me

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eO

utco

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get

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utso

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f non

-co

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savi

ngs

on se

curit

y an

d gr

ound

s m

aint

enan

ce

cost

s

10%

savi

ngs

from

tota

l ou

tsou

rcin

g

Mon

thly

, qu

arte

rly

finan

cial

and

an

nual

fina

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l re

ports

DV

C A

PD/

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istra

r A

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Ann

ually

Red

uced

op

erat

ion

cost

s12

5

Impr

ove

reve

nue

gene

rate

d by

IGU

s th

roug

h ru

nnin

g IG

U U

nits

pur

ely

as

busi

ness

ent

ities

Ksh

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4,00

0,00

0 fr

om IG

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20%

incr

ease

of

IGU

reve

nue

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arte

rly

finan

cial

and

an

nual

fina

ncia

l re

ports

DV

C R

PEA

nnua

llyIn

crea

sed

inco

me

gene

ratio

n

184

Dev

olve

fin

anci

al

man

agem

ent t

o th

e C

olle

ges/

C

ampu

ses/

Sc

hool

s/

Inst

itute

s

Empo

wer

Col

lege

s/C

ampu

ses/

Sch

ools

/ In

stitu

tes t

o ha

ve fu

ll fin

anci

al c

ontro

l ove

r th

e 35

% a

s per

the

IGU

Po

licy

Cos

ts C

entre

an

d IG

U P

olic

y in

pla

ce

Full

impl

emen

tatio

n of

Cos

t Cen

tre

and

IGU

Pol

icy

auto

nom

y of

the

35%

Paym

ents

mad

e di

rect

ly b

y th

e re

spec

tive

Col

lege

s/

Cam

puse

s/Sc

hool

s/

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itute

s

VC

Ann

ually

Enha

nced

op

erat

ions

of

cost

cen

tres

20

Plou

gh b

ack

5% o

f fu

nds g

ener

ated

for

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lege

s/ C

ampu

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itute

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plou

ghin

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ck o

f fu

nds

in p

lace

5% o

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ds

plou

ghed

bac

k to

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lege

s/C

ampu

ses/

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stitu

tes

Equi

pped

fa

cilit

ies

Prin

cipa

ls/

Dea

ns/

Dire

ctor

s/C

OD

s

Ann

ually

Impr

oved

de

partm

enta

l fa

cilit

ies

Fund

Rai

sing

Incr

ease

cu

rren

t fun

ding

fr

om th

e cu

rren

t Ksh

s. 4.

6 B

illio

n to

K

shs.

8 B

illio

n pe

r yea

r

Rai

se c

urre

nt st

uden

t fe

e co

llect

ion

from

th

e cu

rren

t Ksh

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9 B

illio

n to

Ksh

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Bill

ion

Ksh

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9 B

illio

n pe

r yea

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3 bi

llion

or

mor

e fe

es

colle

cted

per

yea

r in

tand

em w

ith

incr

ease

d st

uden

t nu

mbe

rs

Mon

thly

, qu

arte

rly

finan

cial

and

an

nual

fina

ncia

l re

ports

DV

C A

A/

DR

A

dmis

sion

s

Ann

ually

Impr

oved

fu

ndin

g8

Teac

hing

dep

artm

ents

to

rais

e 10

% o

f Ksh

s. 14

Bill

ion

from

co

nsul

tanc

ies a

nd

linka

ges

Ksh

s. 1

Mill

ion

per y

ear

Ksh

s. 1.

4 B

illio

n ra

ised

per

yea

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even

ue

acco

unte

d fo

rPr

inci

pals

/D

eans

/D

irect

ors/

CO

Ds

Ann

ually

Impr

oved

fu

ndin

g10

116




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

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Res

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get

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licit

incr

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of

gove

rnm

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apita

tion

from

the

curr

ent K

shs.

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ion

to K

shs.

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illio

n

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5 B

illio

n pe

r yea

rK

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3 B

illio

n go

vern

men

t ca

pita

tion

per

year

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s tra

nsm

itted

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nnua

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prov

ed

fund

ing

5

IGA

s to

rais

e K

shs.

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ion

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s. 0.

2 B

illio

n pe

r yea

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ion

from

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s per

ye

ar

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ncia

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orts

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nnua

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prov

ed

fund

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20

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earc

h ou

tput

s to

rais

e K

shs.

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illio

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one

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from

rese

arch

per

ye

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s acc

ount

ed

for

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nnua

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prov

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fund

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ncil

and

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agem

ent

to ra

ise

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ocus

lead

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tow

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sfor

mat

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and

fund

rais

ing

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eK

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n by

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ncil

and

Top

Man

agem

ent

Mon

thly

, qu

arte

rly

finan

cial

and

an

nual

fina

ncia

l re

ports

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ncil

mem

bers

/V

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VC

s

Ann

ually

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oved

fu

ndin

g1.

2

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it fu

nds f

rom

lo

cal a

nd in

tern

atio

nal

deve

lopm

ent p

artn

ers,

corp

orat

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he a

lum

ni

and

NG

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Low

Ksh

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ion

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agem

ent

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ion

from

de

velo

pmen

t pa

rtner

s

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s gen

erat

edC

ounc

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embe

rsA

nnua

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prov

ed

fund

ing

12

Man

agem

ent

of

Proc

urem

ent

of G

oods

and

Se

rvic

es

Enha

nce

effe

ctiv

enes

s an

d ef

ficie

ncy

in p

rocu

rem

ent

proc

ess

Dom

estic

ate

the

natio

nal p

ublic

pr

ocur

emen

t and

di

spos

al p

olic

y

No

proc

urem

ent

polic

y in

pla

cePr

ocur

emen

t po

licy

inst

itutio

naliz

ed

App

rove

d pr

ocur

emen

t po

licy

DV

C A

PD/

CPO

2013

-20

14Ti

mel

y pr

ocur

emen

t of

goo

ds a

nd

serv

ices

3

Ensu

re fu

ll im

plem

enta

tion

of

the

SAG

E, A

CC

PAC

an

d ER

P pr

ocur

emen

t m

odul

e by

30th

June

20

13

Impl

emen

tatio

n at

70%

Full

impl

emen

tatio

n of

the

proc

urem

ent

mod

ule

Wor

king

syst

emD

VC

APD

/C

PO20

13-

2014

Tim

ely

proc

urem

ent

of g

oods

and

se

rvic

es

2

117




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

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ficat

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Res

pons

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me

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utco

me

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get

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)In

tegr

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the

proc

urem

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odul

e w

ith o

ther

man

agem

ent

info

rmat

ion

syst

ems

Inte

grat

ion

at

70%

Inte

grat

ion

of a

ll th

e m

odul

esIn

tegr

ated

sy

stem

DV

C A

PD/

CPO

2013

-20

14R

educ

ed

corr

uptio

n in

cide

nces

1

Stre

amlin

e pr

ocur

emen

t pla

nnin

g in

line

with

bud

geta

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allo

catio

n

Adh

eren

ce

to a

nnua

l pr

ocur

emen

t pl

ans

100%

adh

eren

ce

to a

nnua

l pr

ocur

emen

t pl

ans

Varia

nce

anal

ysis

repo

rtD

VC

APD

/C

POA

nnua

llyTi

mel

y pr

ocur

emen

t of

goo

ds a

nd

serv

ices

1

Dev

olve

the

proc

urem

ent

proc

ess t

o th

e C

olle

ges/

C

ampu

ses/

Sc

hool

s/

Inst

itute

s

Empo

wer

Col

lege

s/

Cam

puse

s/Sc

hool

s/

Inst

itute

s to

have

full

cont

rol o

ver t

heir

proc

urem

ent p

roce

ss

in li

ne w

ith th

e PP

OA

re

gula

tions

Cen

traliz

ed

proc

urem

ent

proc

ess

Full

cont

rol o

f th

e pr

ocur

emen

t pr

oces

s by

resp

ectiv

e co

st

cent

res i

n lin

e w

ith th

e PP

OA

re

gula

tions

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urem

ent

done

dire

ctly

by

resp

ectiv

e co

st

cent

res

DV

C A

PD/

CPO

Ann

ually

Tim

ely

proc

urem

ent

of g

oods

and

se

rvic

es

2

Rea

lign

proc

urem

ent

plan

s with

th

e te

nder

ing

proc

ess

To a

ttrac

t com

petit

ive

serv

ice

prov

ider

sR

ando

m fl

oatin

g of

ann

ual

tend

ers

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ngs

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t sav

ings

re

port

DV

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Ann

ually

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proc

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of g

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and

se

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es

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adv

anta

ge o

f tra

de d

isco

unt b

y bu

lk

purc

hasi

ng a

nd c

ash

disc

ount

s by

timel

y pa

ymen

t to

supp

liers

Cur

rent

ly n

o sa

ving

ben

efits

fr

om tr

ade

and

cash

dis

coun

ts

Savi

ngs f

rom

the

tota

l dis

coun

ts

achi

eved

Mon

thly

, qu

arte

rly

finan

cial

and

an

nual

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prov

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base

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serv

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and

up to

dat

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ann

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pose

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ly

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nnua

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prov

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serv

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deliv

ery

0.5

SUB

TO

TAL

1,23

3

118




TH

EM

E 5

: Inf

rast

ruct

ure

Dev

elop

men

tT

hem

atic

Issu

e: In

adeq

uate

infr

astru

ctur

e an

d se

rvic

es to

mee

t all

the

stak

ehol

ders

’ nee

dsSt

rate

gic

Obj

ectiv

es 5

: Pro

vide

ade

quat

e fa

cilit

ies a

nd se

rvic

es a

nd m

anag

e th

em e

ffect

ivel

y an

d re

spon

sive

ly fo

r the

ben

efit o

f sta

keho

lder

s

Sub-

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mes

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t(K

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Exis

ting

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sU

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de

and

expa

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the

exis

ting

faci

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s to

prov

ide

secu

re

wor

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en

viro

nmen

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Ren

ovat

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pand

exi

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phas

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out

asbe

stos

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20%

of

exis

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fa

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upgr

aded

an

nual

ly

20%

upg

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and

ex

pans

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of

exis

ting

faci

litie

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esto

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ofs w

ithin

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plan

pe

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Act

ual

faci

litie

sD

VC

APD

/R

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trar A

PD/

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Ann

ually

Impr

oved

wor

king

en

viro

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tIm

prov

ed se

rvic

e de

liver

y

350

Nam

ing

of ro

ads

and

build

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Roa

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nd

build

ings

cu

rren

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unna

med

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road

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bu

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med

by

30th

of J

une

2013

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alog

ue

of n

ames

of

road

s and

bu

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gs

VC

/DV

C A

PD/

Reg

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PO

2012

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3Ea

se in

nav

igat

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10

Impr

ove

mai

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tes f

or N

airo

bi

and

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puse

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qua

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gate

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o (2

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impr

oved

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gat

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VC

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egis

trar A

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12-2

013

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oved

secu

rity

& e

nhan

ced

aest

hetic

s

10

New

Fa

cilit

ies

Dev

elop

new

in

fras

truct

ure

faci

litie

s to

acco

mm

odat

e ex

pans

ion

of

the

Uni

vers

ity

Con

stru

ctio

n of

the

follo

win

g fa

cilit

ies

as p

rovi

ded

for i

n th

e m

aste

r pla

n:

At d

esig

n st

age

Num

ber o

f fac

ilitie

s co

nstru

cted

Act

ual

faci

litie

s/

com

plet

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faci

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s

DV

C A

PD/

Reg

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/EM

2012

-201

7Im

prov

ed

lear

ning

and

wor

k en

viro

nmen

tIm

prov

ed se

rvic

e de

liver

y

Adm

inis

tratio

n B

lock

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Mai

n C

ampu

s

350

Stud

ents

Cen

tre30

0St

aff C

entre

300

CO

ETEC

Bui

ldin

g28

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RD

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ldin

g34

0N

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ant

350

Gra

duat

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Squa

re35

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ater

nity

Win

g34

0A

ssem

bly

Hal

l25

0

119




Sub-

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mes

Stra

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Bas

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eans

of

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Res

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Tim

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com

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t(K

shs.

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Com

mon

le

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s cl

assr

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s/of

fices

340

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ary

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and

R

esea

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pita

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Facu

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f A

gric

ultu

re

Bui

ldin

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550

Adm

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tratio

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lock

s for

C

ampu

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220

Stud

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Cen

tres

for C

ampu

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140

Park

ing

spac

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nly

able

to

pro

vide

80

% o

f the

re

quire

men

ts

20%

add

ition

al

spac

e cr

eate

dPa

rkin

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ace

prov

ided

DV

C A

PD/E

M20

12-2

017

Impr

oved

le

arni

ng a

nd w

ork

envi

ronm

ent

75

Bui

ld a

nd re

furb

ish

faci

litie

s for

the

follo

win

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entre

s of

Exc

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nce:

IE

ET, I

BR

, W

AR

REC

, SA

BB

REC

and

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Bui

ldin

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d re

furb

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at 1

0%

Com

plet

ed:

Thre

e (3

) ec

o-m

ater

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de

mon

stra

tion

build

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Thre

e (3

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odiv

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ty

labo

rato

ries

One

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One

(1) i

nter

activ

e w

eb-b

ased

& b

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base

d lib

rary

One

(1) r

esea

rch

inst

itute

offi

ce

Act

ual

faci

litie

s/

com

plet

ion

faci

litie

s

DV

C A

PD/

DV

C R

PE20

12-2

017

Impr

oved

le

arni

ng a

nd w

ork

envi

ronm

ent

Impr

oved

serv

ice

deliv

ery

500

120




Sub-

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mes

Stra

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Bas

elin

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bloc

k w

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ic

rese

arch

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& o

ne (1

) sta

te o

f th

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t con

fere

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faci

lity

Proc

urem

ent o

f m

oder

n eq

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ent

Dev

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Bot

anic

al

Gar

den

Des

igns

co

mpl

eted

and

fo

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mun

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cer

2013

-20

15

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wid

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32

126




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mun

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offic

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2013

-20

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tegr

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ffect

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func

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iver

sity

w

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nd

porta

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tem

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web

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nctio

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ICT

man

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2013

-20

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sy w

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base

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to

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inis

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nctio

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as e

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2013

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prov

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2013

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SUB

TO

TAL

1,61

4.6

127




TH

EM

E 7

: U

nder

grad

uate

and

Gra

duat

e Pr

ogra

ms

The

mat

ic Is

sue:

Inap

prop

riate

syst

em fo

r offe

ring

acce

ssib

ility

to q

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y ac

adem

ic p

rogr

ams a

nd re

crui

ting

the

very

bes

t stu

dent

s nat

iona

lly, r

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nally

an

d in

tern

atio

nally

thro

ugh

an e

quita

ble

proc

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ased

on

achi

evem

ents

and

pot

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lSt

rate

gic

Obj

ectiv

e 7:

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enha

nce

acce

ss, e

quity

, qua

lity,

rele

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e an

d eq

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und

ergr

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n 20

12 a

nd

2017

100

teac

hing

st

aff

500

teac

hing

staf

f tra

ined

Trai

ning

repo

rts

and

certi

ficat

esD

VC

AA

/D

eans

/C

OD

s

Ann

ually

Impr

oved

te

achi

ng a

nd

train

ing

5

Twel

ve (1

2)

teac

hing

and

te

chni

cal s

taff

unde

rtake

indu

stria

l at

tach

men

t for

thre

e m

onth

s per

yea

r

Non

e60

teac

hing

and

te

chni

cal s

taff

(10%

) acq

uire

in

dust

rial

expe

rienc

e

Indu

stria

l at

tach

men

t re

ports

DV

C A

A/

Dea

ns/

CO

Ds

Ann

ually

Impr

oved

lin

kage

s with

in

dust

ry

4

Dev

elop

ing

lead

ersh

ip

for e

nhan

ced

perf

orm

ance

of

aca

dem

ic

prog

ram

s

Prof

esso

rs to

giv

e in

augu

ral l

ectu

re

with

in o

ne y

ear o

f ap

poin

tmen

t

Non

eO

ne (1

) ina

ugur

al

lect

ure

per

prof

esso

r

Inau

gura

l le

ctur

e pa

pers

an

d re

ports

DV

C A

A/

Dea

ns/

CO

Ds/

Prof

esso

rs

Ann

ually

Impr

oved

te

achi

ng

and

train

ing

cont

ent

2

132




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibil-

ities

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Prof

esso

rs to

des

ign

and

teac

h on

e (1

) sh

ort c

ours

e to

pr

ofes

sion

als i

n th

e in

dust

ry b

ased

on

emer

ging

soci

al,

tech

nolo

gica

l, ec

onom

ic a

nd

polit

ical

tren

ds a

s pa

rt of

wor

k lo

ad

Non

eO

ne (1

) pr

ofes

sion

al/

spec

ializ

ed c

ours

e pe

r pro

fess

or

Spec

ializ

ed

cour

se a

nd

train

ing

repo

rts

DV

C A

A/

Dea

ns/

CO

Ds/

Prof

esso

rs

Ann

ually

Impr

oved

lin

kage

s with

in

dust

ry

4

Enga

ging

pro

fess

ors

in su

perv

isio

n of

Ph

D c

andi

date

s as

part

of te

achi

ng

load

.

Non

eTi

mel

y co

mpl

etio

n of

PhD

stud

ies

rais

ed fr

om 4

0%

to 6

0% o

f the

re

gist

ered

stud

ents

PhD

pro

posa

ls

and

rese

arch

st

udie

s

DV

C A

A/

Dea

ns/

CO

Ds/

Prof

esso

rs

Ann

ually

Tim

ely

com

plet

ion

of P

hD

stud

ies a

nd

grad

uatio

n

5

Man

agin

g an

d m

aint

aini

ng

acad

emic

qua

lity

syst

em a

s per

IS

O 9

001:

2008

St

anda

rds

and

natio

nal

acad

emic

qua

lity

regu

lato

ry

bodi

es

requ

irem

ents

Esta

blis

h m

onito

ring

and

eval

uatio

n sc

hedu

le a

nd

tool

s for

ass

essi

ng

com

plia

nce

to

stan

dard

s

Non

eN

o of

ISO

Cer

tified

Pr

ogra

ms

Mon

itorin

g an

d ev

alua

tion

sche

dule

s and

re

ports

and

ISO

ce

rtific

ates

DV

C A

A/

Dea

ns/ C

OD

sA

nnua

llyQ

ualit

y pr

ogra

ms

offe

red

5

Ben

chm

arki

ng w

ith

natio

nal,

regi

onal

an

d in

tern

atio

nal

qual

ity a

ssur

ance

bo

dies

.

Low

Two

visi

ts to

in

stitu

tions

of

exc

elle

nce

impl

emen

ted

annu

ally

Ran

king

of t

he

Uni

vers

ity in

the

inte

rnat

iona

l web

Ran

king

repo

rtsD

VC

AA

/D

eans

/ CO

Ds

Ann

ually

Impr

oved

un

iver

sity

ra

nkin

g

2.5

133




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibil-

ities

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Mon

itorin

g pe

rfor

man

ce o

f gr

adua

tes i

n th

e in

dust

ry

Non

eO

ne tr

acer

stud

y un

derta

ken

betw

een

2013

and

20

17

Trac

er st

udy

repo

rtsD

VC

AA

/D

eans

/C

OD

s

Ann

ually

Prog

ram

s re

view

bas

ed

on tr

acer

st

udy

repo

rts

5

Enga

ging

vis

iting

an

d ad

junc

t pr

ofes

sors

/ Fel

low

s an

d R

esea

rche

rs

to in

fuse

indu

stry

ex

perie

nce

in th

e pr

ogra

ms

Low

One

(1) a

djun

ct

prof

esso

r hire

d pe

r sc

hool

per

yea

r

MO

U a

nd

Con

tract

DV

C A

A/

Dea

nsC

OD

s

Ann

ually

Impr

oved

in

ter-

univ

ersi

ty

linka

ges

10

Libr

ary

Rai

se th

e ac

cess

an

d q

ualit

y of

in

form

atio

n re

sour

ces a

nd

envi

ronm

ent

for r

esea

rch

and

teac

hing

Dig

itiza

tion

of

libra

ry re

sour

ces

and

impl

emen

tatio

n of

e-li

brar

y

Very

low

25 %

incr

ease

in

acce

ss a

nd n

umbe

r of

equ

ipm

ent p

er

year

Proc

urem

ent

repo

rtsD

VC

AA

/D

eans

/C

OD

s/Li

brar

ian

2013

-201

4Im

prov

ed

teac

hing

an

d le

arni

ng

cont

ent

91.8

Alig

n e-

reso

urce

to

rese

arch

and

te

achi

ng n

eeds

At 1

0%25

% in

crea

se in

su

bscr

iptio

ns p

er

year

Ann

ual

subs

crip

tions

DV

C A

A/

Dea

ns/

CO

Ds/

Libr

aria

n

Ann

ually

Impr

oved

te

achi

ng

and

lear

ning

co

nten

t

5

Req

uire

the

entir

e st

uden

t pop

ulat

ion

to h

ave

porta

ble

ICT

devi

ces

At 6

0%10

0% c

ompl

ianc

ePr

ocur

ed

com

pute

rsD

VC

AA

/D

eans

CO

Ds/

Libr

aria

n

Ann

ually

Impr

oved

do

wnl

oadi

ng

of te

achi

ng

mat

eria

ls

10

Stud

ents

A

ttach

men

tEn

sure

effe

ctiv

e st

uden

ts

atta

chm

ent

Re-

engi

neer

the

Uni

vers

ity-I

ndus

try

rela

tions

hip

Low

Four

mee

tings

with

in

dust

ry p

laye

rs

per y

ear

At l

east

5

stra

tegi

c lin

kage

s es

tabl

ishe

d w

ith

indu

stry

bet

wee

n 20

12 a

nd 2

017

Mee

ting

and

linka

ge re

ports

w

ith in

dust

ry

DV

C A

A/

Dea

nsC

OD

s/U

nive

rsity

In

dust

ry

Liai

son

Offi

ce

Ann

ually

Indu

stria

l sk

ills

incu

lcat

ed in

te

achi

ng

25

134




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibil-

ities

Tim

eFr

ame

Out

com

eB

udge

t(K

shs.

M)

Stre

ngth

enin

g U

nive

rsity

-Alu

mni

re

latio

nshi

p

Non

e30

% o

f atta

chm

ents

be

acc

esse

d th

roug

h th

e al

umni

Alu

mni

at

tach

men

t re

ports

DV

C A

A/

Dea

nsC

OD

s/U

nive

rsity

In

dust

ry

Liai

son

Offi

ce/

Alu

mni

Ann

ually

Indu

stria

l sk

ills

incu

lcat

ed in

te

achi

ng

1

Exam

inat

ions

Ensu

ring

com

petit

iven

ess

of a

ll U

nive

rsity

ex

amin

atio

ns

Ben

chm

arki

ng

Uni

vers

ity

exam

inat

ions

with

ot

her u

nive

rsiti

es o

f ex

celle

nce

Med

ium

Ben

chm

arke

d ex

amin

atio

ns w

ith

5 un

iver

sitie

s

Ben

chm

arke

d ex

ams a

nd

repo

rts

DV

C A

A/

Dea

nsC

OD

s/Ex

amin

atio

n O

ffice

Ann

ually

Impr

oved

ex

amin

atio

n st

anda

rds

50

Com

petit

ive

appo

intm

ent o

f ex

tern

al e

xam

iner

s fo

r mod

erat

ion

and

mar

king

of

exam

inat

ions

Low

All

exte

rnal

ex

amin

ers

appr

oved

by

Uni

vers

ity S

enat

e

Con

tract

sD

VC

AA

/D

eans

CO

Ds/

Exam

inat

ion

Offi

ce

Impr

oved

ex

amin

atio

n st

anda

rds

25

SUB

TO

TAL

1,57

7

135




TH

EM

E 8

: Par

tner

ship

and

Lin

kage

s

The

mat

ic Is

sue:

Und

erde

velo

ped

leve

l and

effe

ctiv

enes

s of n

atio

nal a

nd in

tern

atio

nal c

olla

bora

tion

betw

een

JKU

AT a

nd th

e in

dust

ry, d

evel

opm

ent p

artn

ers i

nstit

utio

ns o

f hi

gher

lear

ning

, gov

ernm

ents

and

pro

fess

iona

l bod

ies

Stra

tegi

c Obj

ectiv

e 8: T

o en

hanc

e the

leve

l and

effe

ctiv

enes

s of n

atio

nal a

nd in

tern

atio

nal c

olla

bora

tion

betw

een

JKU

AT an

d th

e ind

ustry

, dev

elop

men

t par

tner

s, in

stitu

tions

of

hig

her l

earn

ing,

gov

ernm

ents

and

pro

fess

iona

l bod

ies

Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

efr

ame

Out

com

eB

udge

t(K

shs.

M)

Bus

ines

s an

d In

dust

ry

Link

ages

Stre

ngth

en lo

cal

and

inte

rnat

iona

l lin

kage

s with

in

dust

ry

Key

dep

artm

ent

to e

stab

lish

activ

e lin

kage

s with

indu

stry

an

d st

reng

then

ex

istin

g on

es

One

link

age

exis

tsSi

x (6

) act

ive

loca

l and

in

tern

atio

nal

linka

ges w

ith

indu

stry

per

ye

ar

MO

Us

DV

C R

PE/

HoD

Lin

kage

sA

nnua

llyIm

prov

ed

busi

ness

lin

kage

s

0.5

Link

ages

with

C

omm

uniti

esTh

irty

(30)

ac

tive

inte

grat

ed

com

mun

ity

prog

ram

s es

tabl

ishe

d pe

r ye

ar

Dev

elop

ing

inte

grat

ed c

omm

unity

lin

kage

s e.g

. ag

ricul

ture

link

ages

, ar

chite

ctur

al-li

nkag

es,

heal

th-li

nkag

es e

.t.c.

Non

e ex

ists

At l

east

one

(1)

activ

e in

tegr

ated

co

mm

unity

pr

ogra

ms p

er

depa

rtmen

t

Com

mun

ity

activ

ity

repo

rts

DV

C R

PE/

HoD

Lin

kage

sA

nnua

llyIm

prov

ed

com

mun

ity

bene

fits

0.5

Gov

ernm

ents

Attr

act a

t lea

st

0.2%

from

bu

dget

allo

catio

n of

rele

vant

m

inis

tries

thro

ugh

cons

ulta

ncie

s

Rev

iew

min

iste

rial

budg

et a

lloca

tions

id

entif

y op

portu

nitie

s an

d pr

epar

e pr

opos

als

One

link

age

exis

tSc

hool

s to

attra

ct 0

.2%

of

min

istry

bud

get

allo

catio

n pe

r ye

ar

Con

tract

sD

VC

RPE

/H

oD L

inka

ges

Ann

ually

Bet

ter

linka

ges

0.5

Enha

nce

the

incu

batio

n,

prod

uctio

n an

d m

arke

ting

of M

adar

aka

com

pute

rs

Esta

blis

h lin

kage

s w

ith g

over

nmen

t ag

enci

es fo

r di

strib

utin

g co

mpu

ters

to

the

50 D

igita

l V

illag

es

No

clea

r lin

kage

s ex

ist

Com

pute

rs

dist

ribut

ed to

50

digi

tal v

illag

es

MO

Us

cont

ract

sD

VC

RPE

/H

oD L

inka

ges

2013

Impr

oved

ac

cess

to IC

T in

rura

l are

as

0.2

136




Sub-

The

mes

Stra

tegi

esA

ctiv

ities

Bas

elin

ePe

rfor

man

ce

Indi

cato

rsM

eans

of

Veri

ficat

ion

Res

pons

ibili

ties

Tim

efr

ame

Out

com

eB

udge

t(K

shs.

M)

Link

with

in

tern

atio

nal

com

pani

es fo

r as

sem

bly,

mar

ketin

g an

d su

pply

of

com

pute

rs

Non

e a

t the

m

omen

t1,

500

com

pute

rs

supp

lied

per

year

Sale

s rep

orts

DV

C R

PE/

HoD

Lin

kage

sA

nnua

llyIn

crea

sed

inco

me

1

Ass

ist 2

0% o

f gr

adua

tes t

o en

ter i

nto

self-

empl

oym

ent

Esta

blis

h li

nkag

es

with

You

th F

und,

U

WEZ

O a

nd W

omen

Fu

nd fo

r gra

duat

e SM

Es S

tartu

p Tr

aini

ng

No

linka

ges

1000

stud

ents

lin

ked

to th

e Yo

uth,

UW

EZO

an

d W

omen

Fu

nd p

er y

ear

Rep

orts

an

d li

sts o

f st

uden

ts

DV

C R

PE/

HoD

Lin

kage

sA

nnua

llyM

ore

SMEs

0.5

Esta

blis

h lin

kage

s w

ith st

ate

agen

cies

to

offe

r pos

t gra

duat

e pr

ogra

ms

Few

lin

kage

sEs

tabl

ish

one

join

t pro

gram

pe

r yea

r

Rep

orts

DV

C R

PE/

HoD

Lin

kage

sA

nnua

llyIm

prov

ed

acce

ss to

gr

adua

te

train

ing

0.5

Prof

essi

onal

B

odie

sEa

ch d

isci

plin

e to

lin

k w

ith re

leva

nt

loca

l/int

erna

tiona

l pr

ofes

sion

al

bodi

es

Staf

f and

stud

ent

accr

edite

d by

Pr

ofes

sion

al b

odie

s.

Onl

y m

ajor

pr

ogra

ms

accr

edite

d

200

accr

edita

tion

for

depa

rtmen

ts p

er

year

Acc

redi

tatio

n re

ports

DV

C R

PE/

HoD

Lin

kage

sA

nnua

llyIn

tern

atio

nal

reco

gniti

on0.

5

Link

ages

with

In

stitu

tions

of

Hig

her L

earn

ing

Inst

itutio

naliz

e lin

kage

s with

in

stitu

tions

of

high

er le

arni

ng

Each

dep

artm

ent t

o in

itiat

e ne

w a

ctiv

e an

d pr

oduc

tive

linka

ge

with

one

inst

itutio

n of

hi

gher

lear

ning

2 pe

r yea

rSi

x (6

) act

ive

linka

ges

deve

lope

d pe

r ye

ar

MO

Us

DV

C R

PE/

HoD

Lin

kage

sA

nnua

llyIm

prov

ed

benc

hmar

ked

stan

dard

s of

lear

ning

0.5

Inte

rnat

iona

l lin

kage

sPr

ovid

e in

tern

atio

nal

expo

sure

to st

aff

and

stud

ents

Esta

blis

h lin

kage

s w

ith in

tern

atio

nal

inst

itutio

ns o

f hig

her

lear

ning

3O

ne (1

) lin

kage

pe

r yea

rM

OU

sD

VC

RPE

/H

oD L

inka

ges

Ann

ually

Inte

rnat

iona

l be

nchm

arki

ng0.

1

SUB

TOTA

L4.

8

137




TH

EM

E 9

: Agr

icul

ture

and

Rur

al D

evel

opm

ent

The

mat

ic Is

sue:

Inap

prop

riate

agr

icul

tura

l, liv

esto

ck a

nd fi

sher

ies d

evel

opm

ent a

nd m

anag

emen

t for

impr

ovin

g liv

elih

oods

of K

enya

ns

Stra

tegi

c O

bjec

tive

9: I

mpr

ovin

g liv

elih

oods

of

Ken

yans

thr

ough

pro

mot

ion

of c

ompe

titiv

e ag

ricul

ture

and

inn

ovat

ive

rese

arch

, su

stai

nabl

e liv

esto

ck a

nd fi

sher

ies

deve

lopm

ent

Sub-

them

esSt

rate

gies

Act

iviti

esB

asel

ine

Perf

orm

ance

In

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2013

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139




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SUB

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4,08

9

142




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SUB

TO

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231

145




TH

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unity

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xist

Nin

e lin

kage

s pe

r yea

rR

epor

ts o

f A

ttach

men

tsD

VC

RPE

/D

irect

or U

CC

DA

nnua

llyJK

UAT

stud

ents

ex

perie

nce

in

com

mun

ity

deve

lopm

ent

0.5

Esta

blis

h bu

sine

ss

linka

ges w

ith

the

Cou

nty/

co

mm

unity

Facu

lties

/ sc

hool

s to

esta

blis

h bu

sine

ss

linka

ges w

ith th

e co

mm

unity

Partn

ersh

ips

with

FO

TEC

, En

gine

erin

g an

d C

PC e

xist

9 lin

kage

s per

ye

arR

epor

ts o

f lin

kage

sD

VC

RPE

/D

irect

or U

CC

DA

nnua

llyFa

culti

es/ S

choo

ls

parti

cipa

tion

in

CSR

0.5

SUB

TO

TAL

16.8

GR

AN

D T

OTA

L48

,800

147




ANNEX 2: ORGANIZATIONAL STRUCTURE

THE JKUAT MANAGEMENT SYSTEM

Students’ Council Departmental Boards

Faculty Boards

Deans’ Committee

SenateUniversity Management Board

University Council

Schools/Institutes Boards

Vice Chancellor

148




TR

AH

C N

OIT

AZIN

AG

RO

LA

NOI

TC

NUF

Chan

cello

r

Uni

vers

ity

Coun

cil

Vice

Chan

cello

r

Kare

n Ca

mpu

sN

airo

bi

Cam

pus

CBD

Cam

puse

sSe

curit

yIn

tern

al

Audi

tLe

gal

Depa

rtm

ent

ICT

Dire

ctor

ate

DiPC

ADA

QA

PRDL

EMA

DVC

AA

AA

Divi

sion

DVC

RPE

RPE

Divi

sion

DVC

APD

APD

Divi

sion

Sena

teU

MB

COET

EC

JKU

AT A

dmin

istra

tive

Org

anog

ram

KEY

: DV

C –

Dep

uty

Vic

e C

hanc

ello

r; R

PE -

Res

earc

h, P

rodu

ctio

n an

d Ex

tens

ion;

APD

- A

dmin

istra

tion,

Pla

nnin

g an

d D

evel

opm

ent;

AA

- A

cade

mic

Affa

irs; I

CT

- Inf

orm

atio

n an

d C

omm

unic

atio

n Te

chno

logy

; DiP

CA

- D

irect

orat

e of

Per

form

ance

Con

tract

ing

and

App

rais

al;

DA

QA

- D

irect

orat

e of

Aca

dem

ic Q

ualit

y A

ssur

ance

; PR

– P

ublic

Rel

atio

ns; D

LEM

A –

Dire

ctor

ate

of L

abor

ator

y an

d En

viro

nmen

t M

anag

emen

t; C

BD

– C

entra

l Bus

ines

s Dis

trict

; UM

B –

Uni

vers

ity M

anag

emen

t Boa

rd; C

OET

EC-C

olle

ge o

f Eng

inee

ring

& T

echn

olog

y

149




AD

MIN

ISTR

ATIO

N, P

LAN

NIN

G A

ND

DEV

ELO

PMEN

T D

IVIS

ION

DVC

APD

Plan

ning

Hum

an

Reso

urce

Cent

ral

Regi

stry

Fina

nce

Hos

pita

lPr

ocur

emen

tCe

ntra

l Se

rvic

es

Tran

spor

tEs

tate

sPr

inte

ry

Tailo

ring

Cate

ring

Hal

ls o

f Re

side

nce

Adm

inis

trativ

e St

ruct

ure

of A

PD D

ivis

ion

150




RE

SEA

RC

H P

RO

DU

CT

ION

AN

D E

XT

EN

SIO

N D

IVIS

ION

DVC

RPE

Rese

arch

Prod

uctio

n

FOTE

CCP

CFa

rm

Exte

nsio

nLi

nkag

esBo

oksh

opIB

RU

CCD

IEET

SMA

RTEC

SABR

ECW

ARR

EC

Adm

inis

trat

ive

Stru

ctur

e of

RPE

Div

isio

nK

EY: I

BR

– In

stitu

te fo

r Bio

tech

nolo

gy R

esea

rch;

IEET

– In

stitu

te of

Ene

rgy &

Env

ironm

enta

l Tec

hnol

ogy;

UC

CD

– U

nive

rsity

Com

mun

ity

Col

labo

ratio

n D

irect

orat

e; S

MA

RTEC

– S

usta

inab

le M

ater

ials

Res

earc

h &

Tec

hnol

ogy

Cen

tre;

SAB

REC

– S

ino-

Afr

ica

Bio

dive

rsity

R

esea

rch

Cen

tre; W

AR

REC

– W

ater

Res

ourc

es R

esea

rch

Cen

tre; F

OTE

C –

Foo

d Te

chno

logy

Cen

tre; C

PC –

Che

mis

try P

rodu

cts C

entre

151




AC

AD

EM

IC A

FFA

IRS

DIV

ISIO

N S

TR

UC

TU

RE

AN

D F

AC

ULT

IES

DVC

AA

Stud

ent

Regi

stry

Adm

issi

ons

Libr

ary

Stud

ent

Wel

fare

Exam

sPr

ogra

ms

and

Trai

ning

Adm

inis

trati

ons

Spor

ts a

nd

Gam

esD

irect

ors

AD

PBP

SG

ende

r Offi

ceN

airo

bi

CBD

ICSI

TIT

ROM

ID

Dea

ns

Agr

icSH

RDSA

BSSc

ienc

e

Dea

ns

Agr

ic

FST

Hor

tLR

PM

SHRD

CES

EPD

SSH

Scie

nce

Bota

nyBi

oche

mCh

emST

ACS

Phys

ics

PAM

Med

.

Mic

ro

SABS

Arc

hLa

ndA

rch

Con

Man

gt

SoM

MM

E

Mec

h.M

echa

tro

BEED

SCEG

E

Civi

l&

Cons

tG

EGIS

SEEI

E

EEE

TIE

152




ACADEMIC AFFAIRS DIVISION INSTITUTES AND SCHOOLS

Academic Directors

ICSIT

Computing IT

ITROMID

MLS

SODeL

Curricula & Delivery

Admissions, Exams & Records

Administrative Structure of Academic Affairs DivisionKEY: Stud-Students; SODeL – School of Open, Distance and eLearning; BPS-Board of Postgraduate Studies; CBD-Central Business District; SHRD-School of Human Resource Development; SABS-School of Architecture and Building Sciences; ICSIT-Institute of Computer Science and information Technology; ITROMID-Institute of Tropical Medicine; IT-Information Technology; Agric-Agriculture; Eng-Engineering; FST-Food Science and Technology; Hort-Horticulture; LRPM-Land Resource Planning & Management; Biochem-Biochemistry; Chem-Chemistry; STACS-Statictics and Actuarial Sciences; PAM-Pure and Applied Mathematics; Med Micro-Medical Microbiology; Civil and Const-Civil and Construction; Mech-Mechanical; BEED-Biomechanical & Environmental Engineering; GEGIS-Geomatic Engineering and Geospatial Information System; EEE-Electrical and Electronics Engineering; Mechatron-Mechatronics; TIE – Telecommunication & Information Engineering; SCEGE –School of Civil, Environmental & Geospatial Engineering; SoMMME- School of Mechanical, Materials & Manufacturing Engineering; SEEIE- School of Electrical, Electronics & Information Engineering

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