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STRATEGIC PLAN2013 - 2018

Taita Taveta University College

Home of Ideas(A Constituent College of Jomo Kenyatta University of Agriculture and Technology)

Taita Taveta University College STRATEGIC PLAN 2013 - 2018

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Home of Ideas

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TAITA TAVETA UNIVERSITY COLLEGE (A Constituent College of Jomo Kenyatta University of Agriculture and Technology)

STRATEGIC PLAN2013 - 2018

PhilosophyOffering quality education, training, research, and outreach programs to

empower communities for improvement of their social well being, while assuring

environmental sustainability.


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VISIONTo be a premier institution in education, training, research,

innovation and community outreach for sustainable

development

MISSIONTo produce leaders and professionals in engineering,

science and entrepreneurship through knowledge creation,

dissemination and application for socio-economic

development.

Core values • Result oriented

• Quality

• Transparency and accountability

• Innovativeness

• Professionalism and ethical conduct

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Foreword

Taita Taveta University College (TTUC) was elevated to a Constituent College of Jomo Kenyatta University of Agriculture and Technology in October, 2011 via legal notice Number 156. Since then, the University College Council, Management, Staff and

Students have collectively embarked on a transformative journey aimed at positioning TTUC as a strategic player in national and regional development, and an academic Centre of Excellence with a special focus on Mining and Mineral Processing Engineering. Conscious of our mandate and guided by our motto of “Home of Ideas”, we have endeavoured to ensure not only prudent management of resources at our disposal but also the highest quality of service delivery to our clients and all stakeholders. However, despite the significant progress already made towards the realization of our mission and objectives, the University College still faces many challenges, largely attributed to increasing numbers of student populations as well as spiraling public demands and expectations at both county and national levels, against inadequate and even declining financial resources. Critical among these challenges is the need to significantly increase staffing levels, expand office, classroom, laboratory and workshop space, expand and diversify academic programmes in niche areas, improve research capacity and output, strengthen community outreach programme, and achieve the key milestones underpinning the process of transformation to a fully-fledged university. In order to address these and future anticipated challenges, TTUC has developed the Strategic Plan as a comprehensive tool that will guide her development and transformation.

The Strategic Plan 2013-2018 provides the roadmap and navigational markers for guiding the University College in achieving the vision and strategic goals she has set for herself for the next 5 years. This Plan is inspired by the desire to have a unique academic profile and carving out a niche for relevance and excellence and leadership in research, scholarship, creativity, and graduate education in mining, sustainable natural resource management, business, IT and community development. The Plan captures the cornerstones of a common vision and understanding of the University College’s role and identity in the context of multiple and changing demands — nationally, regionally and in an increasingly interconnected global world.

This Strategic Plan is based on a 50 year cycle of planning and implementation that is geared towards fully exploiting the dynamic nature of change that must sustain the vibrancy and responsiveness of the University College within its envisioned trajectory. Further, the Plan is a product of consultation involving management, staff, students and other stakeholders of the community and lessons learnt from different experiences, research, networking and partnerships as well as useful insights from collaborators who support our vision and mission and look forward to TTUC becoming a solid member of the family of institutions of higher learning in the


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world. It also captures the envisioned role and contributions of TTUC to national development goals as set out in the Kenya Vision 2030.

The University College will exercise strict financial discipline, focused execution of the eleven strategic objectives set in this Plan, and resolute pursuit of robust monitoring, evaluation and reporting to ensure implementation at the highest level of excellence.

On behalf of the TTUC Council I take this opportunity to thank the Principal and his administration as well as the entire staff, students and the whole community for their manifold contribution, not only to this document but also to our achievement this far, as well as to our commitment to achievement of what is in this strategic plan. I also wish to assure our students, staff and partners that the University College Council will assist the university in the mobilization of resources and provide the needed support to ensure successful implementation of the Plan.

Prof. (Mrs) Lucia N. OmondiChairperson, TTUC CouncilMay 2014

1st Row L - R: ‘J. Kimbwarata, N. A. Morowa, H. Mokaya (Co-ordinator), A. Gitari, L. N. Omondi, H. I. Boga.2nd Row L - R: H. M. Mruttu, A. W. Njoroge, D. Mwaghogho, G. A. Kibanda, F. S. Barasa, W. A. Nyakundi, C. A. Onyango, Ole-Ronkei, M. C.

TTUC Council and Management at a Corporate Governance Training

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Contents

Table of Contents ....................................................................................................... iList of tables .............................................................................................................. iiAbbreviations and Acronyms .................................................................................... iiiAcknowledgement .................................................................................................... ivUniversity College Management ................................................................................ vExecutive Summary .................................................................................................. viCHAPTER ONE ..........................................................................................................1 Introduction ................................................................................................................. 1 Justification for the Strategic Plan ................................................................................... 6 Basic Assumptions ........................................................................................................ 6 Methodology ............................................................................................................... 7CHAPTER TWO: Institutional Review ..........................................................................8 The Administrative structure ........................................................................................... 8 Organizational Structure of the College ......................................................................... 8 Core Functions ............................................................................................................. 8 Vision ........................................................................................................................ 10 Mission ..................................................................................................................... 10 Core Values ............................................................................................................... 10 Sector Outlook .......................................................................................................... 10 Environmental Scan .................................................................................................... 11CHAPTER 3: Formative Analysis ...............................................................................13 Introduction ............................................................................................................... 13 Environmental Analysis ............................................................................................... 13 Stakeholder Analysis ................................................................................................... 14 P-Pestel Analysis ......................................................................................................... 15 Situational Analysis ..................................................................................................... 16 Students .................................................................................................................... 16 Academic staff ........................................................................................................... 18 Administrative staff ..................................................................................................... 18 Infrastructure .............................................................................................................. 19 SWOT Analysis ........................................................................................................... 19 Policy Priority .............................................................................................................. 24CHAPTER 4: Strategic Direction ................................................................................27 Introduction ............................................................................................................... 27 Strategic Issues and goals ........................................................................................... 27 Strategic Objectives .................................................................................................... 29Action Plan (Implementation plan) ...........................................................................32


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List of tables

Table 1: Enrolment Trends of at Taita Taveta University College (2007-2013) ................... 17

Table 2: Total student Enrolment projections in the various schools for the next 4 years ...... 17

Table 3: Summary of Academic and technical staff in

Taita Taveta University College in 2012 ............................................................ 18

Table 4: List of support staff at Taita Taveta University College 2011. ............................... 18

Table 5: Strategic Objective 1: To provide quality training and

education to produce manpower to drive sustainable development ..................... 32

Table 6: Strategic objective 2: To promote basic and applied research

and innovation to meet current and emerging societal needs ............................. 36

Table 7: Strategic Objective 3: To guarantee a stable financial base

for the smooth operations of the campus .......................................................... 38

Table 8: Strategic objective 4: To provide a conducive environment

for training and research for intellectual and cultural development ...................... 40

Table 9: Strategic objective 5: To engage and empower local communities

for poverty alleviation and achieving sustainable development............................ 43

Table 10: Strategic objective 6: To become a Constituent University College ...................... 45

Table 11: Strategic Objective 7: To secure stable water supply to the College ..................... 46

Table 12: Strategic objective 8: To acquire 1000 acres of land for future expansion. ........... 48

Table 13: Strategic Objective 9: To strengthen resource management planning to enhance

efficiency in the use of available resources (space, land, and human resources)

and Developing a master plan. ....................................................................... 49

Table 14: Strategic Objective 10: To engage and empower local communities

for poverty alleviation and achieving sustainable development............................ 50

Table 15: Strategic Objective 11: To become an accredited University excelling

in Science and Technology .............................................................................. 52

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Abbreviations and Acronyms

AA Academic Affairs

AP Academic Programs

BSc Bachelor of Science

CC Constituent College

CUE Commission for University Education

COD Chairman of Department

DESD Decade of Education for Sustainable Development

GOK Government of Kenya

IT Information Technology

JAB Joint Admissions Board

JKUAT Jomo Kenyatta University of Agriculture and Technology

MDGs Millennium Development Goals

MMPE Mining and Mineral Processing Engineering

NACOSTI National Commission for Science, Technology and Innovation

NEPAD New Partnership for Africa’s Development

SHRD School of Human Resource Development

SSP Self Sponsored Students

TTUC Taita Taveta University College

UNESCO United Nations Educational, Scientific and Cultural Organization

UN United Nations

VC Vice Chancellor


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Acknowledgement

I wish to acknowledge the invaluable input of all staff, students, members of the Council and various stakeholders of Taita Taveta University College toward the development of this Strategic Plan. Special thanks go to the Divisional Heads, Registrars, Chairmen

of Departments and Heads of Sections who laid the conceptual foundation for this Plan by developing strategic plans for their Departments and Sections. Their documents were important in identifying some of the issues singled out for emphasis in this plan. The input from stakeholders was specifically important in guiding certain aspects of the plan, especially the parts focusing on community outreach. We acknowledge the Ministry of Education, Science and Technology (MOEST) for continuous support in the development and implementation of the Plan.

Prof. Hamadi Iddi Boga, Principal

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University College Management

The University College management consists of the Principal, the Deputy Principals, the Registrars and the Finance Officer. The Chief Executive of the University College is the Principal, who is assisted by the Deputy Principal (Administration, Finance & Planing) and

the Deputy Principal (Academic, Research & Outreach).

Prof. Christine Akoth Onyango

Deputy Principal (Academic, Research and Outreach)

Prof. Hamadi Iddi Boga Principal

Prof. Fred Simiyu BarasaDeputy Principal (Administration,

Finance and Planning)


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Executive Summary

Taita Taveta University College (TTUC) has developed a five-year Strategic Plan, whose implementation commences in July 2013. The College started out as JKUAT Taita Taveta Campus in 2007, before it was elevated to a Constituent College of JKUAT on 18th

October 2011.

This Strategic Plan charts the way forward for the College for the next 5 years. The Plan gives background information on the College and the programs offered, provides a clear statement of TTUC’s vision and mission, identifies key areas and priority strategic issues to be addressed, specifies a set of strategic objectives and formulates key strategies and projects that address those factors that are essential to the College’s success over the plan period. The philosophy is to develop leaders and professionals who are conscious of exploiting resources sustainably in keeping with the UN Decade of Education for Sustainable Development. The plan also draws strongly from the Vision 2030 of the Kenyan Government and other Government policies in the education sector including the Universities Act 2012 and Report on the Task Force for Higher Education Science and Technology (TAHEST).

TTUC’s vision is to be a premier institution in education, training, research, innovation and community outreach for sustainable development. Its mission is to produce leaders and professionals in engineering, science and entrepreneurship through knowledge creation, dissemination and application for socio-economic development. The core values that will guide the College’s activities are: result oriented; quality; transparency and accountability; innovativeness; professionalism and ethical conduct. In drawing the vision, mission and core values of the College, the Plan was underpinned by an in-depth consultative process and was informed by the universal mandate of a university which is considered to be: teaching; knowledge generation, transmission and preservation; and community outreach through corporate social responsibility, advisory and consultancy services.

The Plan is presented in four chapters. Chapter 1 provides the background information which includes basic assumptions, justification for the plan and the methodology used. Chapter 2 looks at the Institutional review, focusing on the organizational structure, core functions and core values, the sector outlook, and an environmental scan at the National, Regional, Africa and International level. Chapter 4 presents the formative analysis focusing on the SWOT, P-Pestel, and Situational Analysis. This leads to identification of the strategic issues that were used to formulate the strategic goals.

Based on several strategic issues identified, Taita Taveta University College has identified and prioritized eleven strategic objectives to be pursued during the plan period. These are:

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(i) To develop the necessary infrastructure for University level education, research and outreach. This will include: expansion of office space, classrooms, laboratories and workshops for teaching; acquiring deploying and maintaining state of the art equipment, computer facilities and support resources; expanding and enhancing information resources and services; establishment of research laboratories.

(ii) To attract and retain high quality academic and administrative staff to support teaching, research, and other key University activities. This will comprise: development and implementation of attractive remuneration package for staff; elaborate terms and conditions of service for academic and administrative staff; and a robust staff training and capacity building program.

(iii) To develop relevant attractive and diverse programs so as to increase the student enrolment, with focus on setting up satellite campuses so as to bring university education closer to the people and increase access to higher education.

(iv) To promote basic and applied research and innovation for knowledge creation and to meet current and emerging societal needs. This will include: identifying areas of research focus for the college; identifying potential donors and collaborators to support research; introduction of postgraduate programs; setting aside seed money to support research; capacity building programs in proposal writing and project management for staff; enhanced attraction of research funds from Government, industries and donors; and establishment of collaboration with other national and international research bodies and the private sector.

(v) To guarantee a stable financial base for the smooth operations of the College, through lobbying for increased funding from Government; increased enrollment of self-sponsored students; introduction of Income Generating Units; increase of funding from local and international partners; increasing efficiency in the utilization of resources; and development of short courses to attract students interested in life long learning.

(vi) To provide adequate facilities and services to cater for the staff and student welfare. This will include: developing an elaborate infrastructure for the recreation and welfare of students and staff; provision of world class catering and accommodation services; establishment of strong co-curricular programs; and ensuring availability of strong guidance, counseling, spiritual and health services.

(vii) To secure stable water supply to the College, through construction of high capacity water reservoir tanks; expanding the water treatment plant; and engaging government and community to secure connection of the College to main water pipeline.


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(viii) To acquire 1000 acres of land for future expansion of the College. This will involve direct purchase and lobbying for land donation from the community, government and other strategic partners.

(ix) To strengthen resource management planning to enhance efficiency in the use of available resources (space, land, and human resources). This will entail: establishment of the Human Resources Department and Planning Department to ensure coordination, coherence, integration, monitoring and evaluation of planned activities; undertaking a skills competency audit and aligning individual staff competencies with university strategic objectives; introduction of performance contracting for all staff underpinned by a performance appraisal system based on best practices; and development and progressive implementation of the University Master Plan.

(x) To engage and empower local communities for poverty alleviation and achieving sustainable development. This will include: development of an open door policy towards members of the community and other stakeholders; introduction of tailor made courses for capacity building of the community; identifying and researching on challenges and problems afflicting the community; entering into collaboration with the local communities on various issues; engaging the community and other stakeholders in the provision of services to the college and vice-versa; identifying sources of funding to support the schooling of gifted local students at the college; increasing student enrolment from the current 1785 to 3500 during the plan period; and entering into strategic partnerships with International Universities and Research Institutions for the purpose of strengthening teaching, research and outreach programs.

(xi) To become an accredited University excelling in Mining, Science and Technology, through ensuring sustained compliance with quality requirements and standards set by the Commission for University Education (CUE); setting up Centres of Excellence in areas of global relevance and seeking accreditation by the Commission for University Education.

In order to achieve these goals Taita Taveta University College will invest in infrastructure, fund raising, marketing, staff recruitment, and community outreach programs. The College Council and Management are committed to ensuring the attainment of the goals set out in this plan in the next five (5) years.

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CHAPTER ONE

1.0 Introduction

The Taita-Taveta University College (TTUC) is located near Voi in Ronge Location of Taita-Taveta County in the Coast region. The beautiful College sits on 200 acres of land on a hill overlooking Voi Town and has a conducive environment for study. It is situated 150

km from Mombasa, 150 Km from the Kenya Tanzania Boarder and 350 km from Nairobi. It was initially developed to be a Teacher Training College, but never took off as such. Construction started in the early 1990s but stalled in 1998 when it was about 95% complete. The contractor withdrew from the site in 2004 and most fixtures were extensively vandalized as a result. After much debate on its fate, the College was officially handed over to Jomo Kenyatta University of Agriculture and Technology (JKUAT) by the Government of Kenya (GoK) to serve as one of JKUAT’s Campuses on 5th September 2007 and started operating in May 2008. The College initially offered certificate course in bridging Mathematics. Degree level students reported officially to the campus on 21st October 2008 and the campus was officially opened on 21st November 2008. The first intake of 2007 reported to JKUAT at the main Campus in Juja in January 2008 and later transferred to TTUC for their second year in January 2009 and about 150 of these completed their studies in April 2011, graduating in July 2011. It was upgraded to a Constituent College of JKUAT, The Taita Taveta University College via the Legal Notice No. 156 of 2011.

Taita Taveta County, within which the University College is located, is one of the locations in Kenya with significant mineral deposits that can be exploited commercially. The area receives about 700 mm of rain annually and is blessed with a rich biodiversity of fauna and flora. Most of the population is engaged in much agricultural activity concentrated in the Taita Hills and the lower parts of Taveta. The county is home to the famous Tsavo East and Tsavo West National Parks and it has been immortalized in the epic story of the Man Eaters of Tsavo. Moreover, the county enjoys a vibrant tourism industry.

Due to the increasing significance of the Oil, Gas and Minerals Industry in Kenya, Taita Taveta University College is set to become a Centre of excellence for Mining and Fuels in the country. Taita Taveta County is home to a wide range of valuable coloured gemstones including Rubies, Tsavorite (found only in Kenya and Tanzania) and other green garnets, sapphires (blue, yellow, pink), tourmalines (green, chrome, yellow), garnets (rhodolite, red, pyrope, etc). There are also several deposits of iron ores in the County which are of economic potential, one of which is currently being mined and the ore exported.


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About 3.2 billion tonnes of titanium-bearing mineral sands were identified in the coastal region and a mine is under construction in Kwale to produce ilmenite, rutile and zircon. A world-class deposit of Niobium and Rare-Earth minerals at Mrima Hill in Kwale is currently being re-evaluated for possible development of a mine soon. In Mui Basin in Kitui, partial detailed exploration has revealed the existence of over 400 million tonnes of coal, raising prospects for production of electricity. Looked at with regard to iron ore deposits being evaluated in the country, the coal also raises the possibility of the setting up of a small steel smelter in the country. The western flank of Kenya, right from the Tanzanian border in the south up to the Sudan-Ethiopian border in the north, is host to gold occurrences and the ongoing intensified exploration activities are likely to yield a significant commercial deposit of gold in the near future.

After years of fruitless search for commercial oil deposits, Kenya made its first significant oil find in March 2012 at the Ngamia-1 Exploration Well in Turkana County within the Lokichar Basin of Petroleum Block 10BB. Soon after, in September 2012, Kenya struck its first ever gas find at the Mbawa-1 Exploration Well located 85 km offshore within the Lamu Basin of Block L8. These discoveries dictate that Kenya must urgently come up with an engineering workforce capable of handling the whole gamut of upstream, mid-stream and downstream activities of the oil and gas sub-sector if these resources are to benefit the citizens.

It is in view of the above great potential for oil, gas and minerals that Taita Taveta University College is setting out to adopt a multidisciplinary approach in order to pursue the goal of producing leaders and professionals in Research and Entrepreneurship in this sector. This will facilitate the exploitation and growth of the oil, gas and minerals and related disciplines to spur sustainable socio-economic development of the country as a whole

Apart from the minerals in Taita Taveta County, oil was recently discovered in Turkana, and it is also speculated that there are oil and gas deposits along the Kenyan coastline. In order to exploit the vast resources in this county the university college needs to adopt a multidisciplinary approach in order to pursue the goal of producing leaders and professionals in Research and Entrepreneurship in this sector. This will facilitate the exploitation and growth of the mining industry and related disciplines to spur sustainable socio-economic development of the country as a whole.

The Taita Taveta University College proposes to set up the following Schools and develop/enhance the following programmes. The schools and programmes will be strategically developed to complement one another. All the programmes will be geared towards enhancing industrialization, technology and commercialization.

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Mining Engineering students conducting a practical

Taita Taveta University Collage is committed into building capacity in

Mining and Mineral Process Engineering to both genders. Special emphasis will be put to ensuring higher participation

of women in our programmes


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1. School of Science and Informatics (SSI)

Undergraduate Degree Programmes

• *Bachelor of science in Information Technology

• *Bachelor of Science in Mathematics and Computer Science

• Bachelor of Science (Physics, Chemistry, Mathematics)

• Bachelor of Science in Statistics

• Bachelor of Science in Computer Technology

Proposed Postgraduate Programmes for offer at SSI

• *Master of Computer Systems

• Master of Artificial Intelligence

• Master of Science in Software Engineering

• Master of Science in (Physics, Chemistry, Mathematics)

• PhD in relevant fields

* Existing Programmes

2. School of Agriculture, Earth and Environmental Sciences (SAEES)


• Bachelor of Science in Horticulture

• Bachelor of Science in Food Science and Technology

• Bachelor of Science in Animal Science

• Bachelor of Science in Land-use Management

• Bachelor of Science in Environmental Studies

• Bachelor of Science in Ecology and Conservation

• Bachelor of Science in Biology

• Bachelor of Science in Biotechnology

• Bachelor of Science in Molecular Biology

• Bachelor of Science in Agriculture

• Bachelor of Science in Range Management

• Bachelor of Science in Agricultural Economics

• Bachelor of Science in Agri-Business and Entrepreneurship

• Bachelor of Science in Agricultural Education and Extension

Postgraduate Degree Programmes

• Master of Science in (Horticulture, FST, Environmental studies, Ecology, Conservation, Animal

Science, Biology, Molecular Biology, Biotechnology, Microbiology)


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3. School of Mines and Engineering (SME)


• *Bachelor of Science in Mining and Mineral Processing Engineering

• Bachelor of Science in Civil Engineering

• Bachelor of Science in Mechanical and Manufacturing Engineering

• Bachelor of Construction Management

• Bachelor of Science in Electrical and Electronic Engineering

• Bachelor of Science in Chemical Engineering

• Bachelor of Science in Marine Engineering

Postgraduate Programmes

• Master of Science in Mining and Mineral Processing Engineering

• Master of Science in Petroleum Engineering

• Master of Science in Civil Engineering

• Master of Science in Mechanical Engineering

• Master of Science in Electrical and Electronic Engineering

• Master of Science in Chemical Engineering

• Master of Science in Marine Engineering

• Master of Science in Material Science


Diploma Programmes

• Diploma in Mining and Mineral Processing Engineering

• Diploma in Civil Engineering

• Diploma in Mechanical Engineering

• Diploma in Electrical and Electronics Engineering

4. School of Business, Economics and Social Sciences (BESS)


• *Bachelor of Commerce

• *Bachelor of Purchasing and Procurement Studies

• *Bachelor of Business and Information Technology

• Bachelor of Tourism and Hospitality Management

• Bachelor of Economics and Statistics

• Bachelor of Economics and Finance

• Bachelor of Arts in Economics and Sociology

• Bachelor of Development studies


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Postgraduate Programmes

• *Master of Business Administration

• *Master of Science in Procurement and Logistics

5. School of Health Sciences

• Bachelor of Science in Public Heath

• Bachelor of Science in Nursing.

• Bachelor of Science in Food Nutrition and Dietetics

1.1 Justification for the Strategic PlanTaita Taveta University College is a young but dynamic institution upgraded as part of Government efforts to increase access to higher education. The challenge for the College is to position itself to take advantage of the increasing need for higher education places in the country. An even bigger challenge is to offer Programmes that are unique but also relevant to the needs of the country. This underlies the need to make a deliberate effort to exploit natural recourses and provide sufficient manpower in this sector. Due to the environmental complexity in the county, there is need to enhance multidisciplinary approach in research and innovation for sustainable commercialization, value addition and environmental management.

Moreover, there is need for a well thought out plan to facilitate the realization of objectives. The challenges of infrastructure, capacity, financing and staffing underscore the urgent need to develop the strategic plan as the minimum requirement to guide future development of the University College in this crucial phase of growth. Accordingly, the Plan allows the College to position itself in relation to the millennium development goals (MDGs) and the Government’s own Vision 2030, the New Constitution, and the evolving policy developments in the Higher Education Sector within the country.

1.2 Basic Assumptionsa) The Government of Kenya will commit the necessary resources and give political backing

b) Kenya will remain a peaceful and stable state

c) Resources required for implementation of the Plan will be available.

d) The University College Council will provide the necessary support to implement the Plan

e) The country will enjoy economic stability.

f) The climatic conditions will be favourable.

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g) The College will be able to attract competent and committed staff and researchers.

h) International Partners will be interested in working with the College

i) The University College administration will implement the Plan.

j) There will be students willing to undertake Programmes at TTUC

1.3 MethodologyThe strategic plan was developed in consultation with various departments and sections within the College. It also followed a series of meetings with various stakeholders. Management held meetings to consolidate all views, seek approval from various management and governance structures. Inspiration was gained from various policy documents at the Governmental and International level including the vision 2030 Medium Term Plan and the Millennium Development Goals (MDGs), the Kenya Constitution 2010, the TAHEST Report and other education strategy papers, as well as the Universities Act 2012. Consultation with key stakeholders including students, suppliers and political leaders was also undertaken and consolidated at a management retreat. The consolidated Strategic Plan was finally presented and adopted at a Validation Workshop held within the University College.

Working closely with the County Government of Taita Taveta. The Principal and visitors from Germany had paid a courtesy call and met HE Governor John M. Mruttu with his team. (Courtesy of Photoclub Oelnitz)


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CHAPTER TWO: Institutional Review

This chapter addresses the administrative structures of Taita Taveta University College including the organogram. The functions of the University College which are drawn from the legal Notice 156 of 2011 are also highlighted. This is followed by core values, vision

and mission, a SWOT analysis, a statement of principles and policy priority.

2.0 The Administrative structureIn line with the Universities Act 2012, the College Principal is appointed by the Cabinet Secretary in charge of Higher Education as described in the Legal Order Number 156 of 2011. There are two Deputy Principals, one for Academic, Research and Outreach and the other in charge of Administration, Finance and Planning who are competitively sourced and appointed by the College Council as per Legal Order. The Deans of Schools and Chairpersons of Departments will be appointed through a competitive process as provided by the Taita Taveta University College Legal Order referred to above. Other staff in the various offices are employees of the University College Council performing the various tasks assigned to them.

The Principal reports to the University College Council. Decisions of the College Academic Board pertaining to description of degree and postgraduate diploma programmes have to be ratified by the JKUAT Senate, while those pertaining to administrative issues have to be ratified by the Council. The organizational structure of Taita Taveta University College is as shown in Figure 1.

2.1 Core FunctionsThe objects and functions of the University College shall be as described in the Taita Taveta University College Legal order No. 156 of 2011, namely:

a) To provide, directly or in collaboration with other institutions of higher learning, facilities for university education (including technological, scientific and professional education), the integration of teaching, research and effective application of knowledge and skills to the life, work and welfare of the citizens of Kenya;

b) To participate in the research, transmission and preservation and enhancement of knowledge and to stimulate the intellect participation of students in the economic, social, cultural, scientific and technological development of Kenya;

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c) To provide and advance university education and training to appropriately qualified candidates, leading to the conferment of degrees and award of diplomas and certificates and such other qualifications as the Council and the Senate shall from time to time determine and in so doing, contribute to manpower needs;

d) To conduct examinations for such academic awards as may be provided in the statutes pertaining to the University College;

Figure 1: Organizational Structure of the College


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2.2 VisionTo be a premier institution in education, training, research, innovation and community outreach for sustainable development.

2.3 MissionTo produce leaders and professionals in engineering, science and entrepreneurship through knowledge creation, dissemination and application for socio-economic development

2.4 Core Valuesa) Result oriented - Budgeting and planning is geared toward achieving desired results

with minimum expenses.

b) Quality - All work is done to ensure products of the highest quality are achieved.

c) Transparency and Accountability - All dealings should be open and accountable to stakeholders.

d) Innovativeness - In the face of many challenges, innovation is championed to ensure set targets are achieved.

e) Professionalism and ethical conduct - Staff are required to uphold the highest professional and ethical standards in their assignments.

2.5 Sector OutlookThe Higher education sector is facing tremendous transformation. There is increased competition between Universities and within universities. Competition is also faced between degree Programmes, indeed within the same faculties. Only a small fraction of the students who qualify for admission into Universities (C+ mean grade and above) are actually admitted. This has fuelled the proliferation of the so-called Parallel or Module II Programmes which are offered in various forms. The GOK has also been forced to convert middle level colleges into constituent colleges or campuses of Universities so as to increase access. An element of regionalization of Universities has crept in with a constituent college or campuses created for each region. Student numbers have increased, facilities in most Universities have largely remained old and outdated, finances have dwindled and the student-lecturer ratio has increased.

The country has now chartered 22 public Universities, 13 private Universities, and established 15 constituent colleges through legal orders. In the Coast region where Taita Taveta University College is located, there also exist Technical University of Mombasa, Pwani University, Campuses of four public Universities including Moi, Nairobi, Kenyatta and JKUAT as well as

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campuses of private universities. Despite the existence of these institutions in the Coast Region, the student numbers are still not sufficiently catered for, both in absolute numbers and diversity of needed programmes. This further underscores the need for the establishment of TTUC, with multidisciplinary approach.

Increasingly, the education sector has been and will continue being required to contribute to national cohesion and to the Kenya Vision 2030 through provision of appropriate workforce and technologies to achieve the goals set out by the GOK. Some of the policy papers that inform this sector are the various Sessional Papers written since independence, including the latest Sessional Paper No.1 of 2005. In addition, the education sector, to which Taita Taveta University College belongs, is required to pay attention to the Strategic Plan of the Ministry of Education, Science and Technology as well as and the STI policy of the National Commission for Science, Technology and Innovation (NACOSTI). Further, the new Universities Act 2012 that was recently enacted has the overall effect of offering more autonomy for Universities and giving new ways of financing University Education. Through the Act, the Commission for University Education has assumed an oversight role for public Universities also. Accordingly, the New Universities Act has aligned the University Sector to the letter and spirit of the New Constitution.

2.6 Environmental ScanNational: Tremendous growth is happening in the higher education sector. The Commission for University Education has assumed an oversight role for Universities on matters of Quality Assurance. The National Commission for Science, Technology and Innovation has developed the National Research Agenda, with the clear focus of improving research quality and output in universities. Opportunities also exist for collaboration between Universities and national research institutes or departments in areas of mutual interest. All Kenyan citizens in universities can be able to access the Higher Education Loans Board (HELB) funds to support their education. In addition there is a move towards public private partnerships which offers limitless opportunities in research, commercialization, infrastructure development and sponsorship opportunities

Regional: The Inter University Council of Eastern Africa is keen on Quality Assurance, Accreditation of degree Programmes and student mobility within the region and has developed a Manual of Quality Assurance of Programmes. It is also working on a system of transfer of credits to facilitate mobility within the region. Increasing collaboration within the region allows opportunities for staff and student exchange.


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Continental: Kenyan Universities can belong to the Association of African University (AAU). Staff and student exchange is a key pillar of some of the AAU Programmes. NEPAD also strives to promote networks of specialized research and higher education institutions. NEPAD’s plan supports the immediate strengthening of the university system across Africa, including the creation of specialized universities where needed, building on available African teaching staff. The need to establish and strengthen institutes of technology is especially emphasized. One priority area for NEPAD is ICT, where Taita Taveta University College can contribute by training high level manpower for the development of the ICT sector in Africa. The College can also position itself to benefit from the Programmes of the Pan African University funded by the African Union.

International: The goal of the United Nations Decade of Education for Sustainable Development (2005-2014, DESD), for which UNESCO is the lead agency, is to integrate the principles, values, and practices of sustainable development into all aspects of education and learning. The aim of the educational effort is to encourage changes in behaviour that will create a more sustainable future in terms of environmental integrity, economic viability, and a just society for present and future generations. Universities and higher education institutions are encouraged to include sustainable development topics in all university and research Programmes. Internationally, Taita Taveta University College has initiated partnership with Universities and research Institutes whose area of focus is aligned to that of the TTUC. Collaboration will cover research, staff and student exchange and curriculum development. Also the fact that Kenya is now the centre for environmental conservation through UNEP, other collaboration through other donors like DAAD, ADB, AusAID, UKAID, USAID particularly in the area of capacity development in universities.

A swimming pool under construction at TTUC A hostel Block at TTUC

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CHAPTER 3: FORMATIVE ANALYSIS

3.0 Introduction

This section looks at Environmental analysis, Situational analysis, stakeholder analysis and SWOT analysis. This then leads to the identification of strategic issues and strategic goals to be addressed by the Plan.

3.1 Environmental AnalysisTaita Taveta University College is located between Mombasa and Nairobi, 8 km from Voi Town in an area rich in minerals adjacent to the famous Tsavo ecosystem. It is a young dynamic College at the beginning of its journey to academic excellence. However, it is faced by a myriad of challenges including inadequate infrastructure, low levels of staffing, low funding levels and student numbers which stretch existing facilities. The Institution carries the hopes and aspirations of the surrounding community who are challenged by high poverty levels, food insecurity, low levels of schooling and high incidence of (disease). Taita Taveta University College being a Public Institution should contribute to the Government agenda notably achieving national cohesion and increasing access to quality University Education in a time of rapid expansion in the higher education sector, increased competition for scarce resources amid global economic difficulties. Innovative ways have to be sought to attract and retain PhD level workforce to assure quality of teaching and research.

The College is located next to the Northern Corridor (Mombasa-Nairobi-Malaba) road which links to Uganda, Rwanda, Burundi, Southern Sudan and DRC. It provides a unique opportunity for marketing of programs and services.

Agriculture and Biodiversity of Taita Taveta County

Taita Taveta County covers an area of 17,128.3km2. The County is classified as a semi arid region. Out of the total area, 62% is occupied by Tsavo East and West National parks. It is low potential agriculture land, receiving an annual mean rainfall of 440mm, while the highland areas receive an annual mean rainfall of 1900 mm. Horticulture, small scale livestock farming, commercial ranching and sisal farming are some of the agricultural activities in the county. Full exploitation of agricultural potential for the region is still untapped.

Biodiversity refers to the unaccounted variety of living things on the planet. These living organisms, interacting among them and with the non-living environment, comprise the ecosystems of the


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world. They supply food, medicines, timber and fuel, and play a fundamental role in providing breathable air, conserving soils and stabilizing climates. The County provides a broad spectrum of biodiversity. Whereas most of the area is covered by the savannah type of vegetation we also have higher areas like the Taita Hills which receive higher amounts of rainfall with a rich arena of forestry cover. We also have wetlands in the lower regions in areas like Taveta where we have Lake Challa and Lake Jipe bordering Tanzania.

Stakeholder Analysis

The main stakeholders for Taita Taveta University College is the National Government, The County Government, the Ministry of Education, The Commission for University Education, The Commission for Science Technology and Innovation, Jomo Kenyatta University of Agriculture and Technology, Higher Education Loans Board, development partners, Research Institutions, professional bodies, the Alumni, staff, students, parents, Industry/employers, suppliers, media, civic society, credit institutions, secondary schools and the community in Taita Taveta, The National Government, provides funding for the Institution for capital investment and Operations, develops the policy direction for the Higher education sector through the Ministry of Education. With the full implementation of the devolution under the new constitution, the County Government is going to have a more visible and robust interaction with the College. JKUAT also through its academic policies greatly influences academic development in the College. The Commission of University Education (CUE) have been mandated to supervise University Education are going to be important in matters of quality assurance and accreditation of programs in partnership with professional bodies in some cases. In addition, parents and students are the main consumers of the products and services offered by College. The Alumni have been given prominence by the Universities Act with clearly defined roles and are key in the process of quality assurance and revision of programs. Trends in the global market and current technologies drive the modern students and it is important that the College pays attention to these trends as it develops and runs programs. The Community in Taita Taveta County, the larger Coast Region and Kenya at large has certain expectations with regard to technology transfer especially with regards to Oil, Gas and Minerals Industry, Agriculture, Health and Entrepreneurship, which the College should address in the planned period.

Development Partners and the Civic Society can help in implementation of some of the strategies for the College including provision scholarships, partnership in research, promoting good governance and in community outreach programs.

The media is also key to publicity and dissemination of information on the college activities and marketing of programs and services. The business community is important for the supply of goods and services to the College and for the smooth operations. Establishing strong linkages with the business community will be crucial to the growth of the College.

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P-Pestel Analysis

Political: There is political support from the National and County Governments and the local political leaders for further growth of the College.

Economic: Current Economic hardship threatens funding for the College. It also threatens the ability of the parent and sponsors to support education of children at the College and forces donors to cut on support extended to Institutions.

Social: High poverty levels in the catchment area for the College limit the number of students who can access the programs. HIV/AIDs and the Location on the Nairobi-Mombasa Highway expose staff and students to high risk of infection.

Technological: The ICT revolution with the availability of wireless technologies, fiber optic, e-learning platforms offers great potential for delivery of quality, up to date learning materials and repositories to students at Taita Taveta University College.

Environmental: The remote setting of the college offers a serene undisturbed learning environment close to nature. This offers practical learning possibilities for students in natural sciences, tourism, dry land farming and mining. Proximity to the historical Town Mombasa with its sandy beaches is very attractive for International Staff and students.

Legal: The College is semi-autonomous. It is dependent on JKUAT senate for approval of academic programs. The Universities Act 2012 brings into play also the role of the Commission for Higher Education in accreditation of degree programs and other matters of quality assurance.

Tsavorite grains from Tsavo, Kenya. Photo G. Giuliani / IRD


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Situational Analysis

Students

The Taita Taveta University College has now a student population of 1875 undertaking degree programs and 26 students undertaking postgraduate studies. The proportion of female students is low within the college and also the proportion of self-sponsored students is low, as enrolment trends in Table 1 shows.

A happy classroom atmosphere at TTUC (Courtesy of Photoclub Oelnitz)

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Table 1: Enrolment Trends at Taita Taveta University College (2007/08-2012/13)

Programs 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013

Cum

mul

ativ

e to

tal

per p

rogr

amm

e

Fem

ale

Male

Fem

ale

Male

Fem

ale

Male

Fem

ale

Male

Fem

ale

Male

Fem

ale

Male

1. BSc. Mining & Mineral Processing Eng. 1 43 2 21 2 22 1 24 3 26 7 53 205

2. Bachelor of Commerce 29 63 39 70 21 33 10 32 19 23 54 92 485

3. Bachelor of Purchasing & Supplies Management

37 57 49 55 15 32 21 24 18 15 51 59 433

4. BSc. Information Technology 10 50 9 47 5 39 6 29 9 15 14 64 297

5. BSc Mathematics & Computer science 9 50 14 72 9 34 5 33 4 28 90 18 366

6. Bachelor of Business Information Technology - - - - 2 5 7

7. Diploma in Information Technology - - 9 5 10 19 4 3 5 5 3 6 69

8. Diploma in Community Development - - - - 2 2 4

9. Certificate in Information Technology - - 10 7 4 6 - - - - - - 27

10. Bridging Course in Mathematics - - 22 16 5 12 8 8 11 7 11 3 103

11. Master of Business Administration - - - - 13 3 3 7 - - - - 26

12. Msc Computer systems - 7 7

13. Certificate in County Governance - - 12 44 56

Genderized Totals 86 263 154 293 88 207 58 160 69 119 242 346 2085

Totals 349 447 295 218 188 588 2085

Projections of student numbers over 5 years are given in the table 2 below:

Table 2: Total student Enrolment projections in the various schools for the next 5 years

Academic YearPrograms

2013/2014 2014/2015 2015/2016 2016/2017 2017/2018

1. School of Mines and Engineering (SME) 196 337 576 890 1246

2. School of Business, Economics and Social Sciences (BESS)

1005 1460 2167 2857 3678

3. School of Science and Informatics (SSI) 820 1177 1659 2176 2732

4. School of Agriculture, Earth and Environmental Sciences (SAEES

0 235 543 898 1308

5. School of Health Sciences 0 0 100 200 300

GRAND TOTALS 2021 3209 5045 7021 9264


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Academic staff

The number of academic and technical staff is very low and is distributed as shown in Table 3:

Table 3: Summary of Full-Time Academic and Technical staff at Taita Taveta University College in 2012

Department Lecturers in

Establishment

Lecturers in

Place

Technicians in

Establishment

Technicians in

Place

MMPE 38 5 35 4

Mathematics and Informatics 72 4 5 5

Business studies and Economics 42 4 0 0

Total 152 13 40 9

The College relies largely on part-time lecturers who have to come from Nairobi, Mombasa and other parts of the country.

Administrative Staff

The catering, accommodation, sports, security, library and estates sections rely majorly on casual employees. Most of these employees lack the basic skills required for the jobs. The Table below shows a list of the staff in the various sections

Table 4: List of Full time Non-Teaching staff at Taita Taveta University College: 2012.

Department Establishment In Place

Administration (AFP, ARO and Principal Division) 138 21Catering 52 4Halls of Residence 34 4Security 48 8Library 39 3Finance 22 8Student Welfare Office/Sports 13 1Audit 6 2Procurement 11 3Health Unit 27 4Estates 36 15Transport 26 6Total 452 79

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Infrastructure

The College has an accommodation for about 1098 students. The student center facilities are small and lack necessary amenities for students. The classrooms are small accommodating a maximum of 100 students. There are two computer laboratories equipped with some 70 computers, and the college is connected to wireless internet via KENET. The College has inadequate laboratories and workshops for engineering, chemistry and physics; Engineering students have to conduct their practical in JKUAT or Technical University of Mombasa. In addition, the College has a low capacity water treatment facility, water supply is not assured, and the sewage treatment facility is incomplete. There are 41 housing units meant for staff but they also need to be refurbished. Social amenities for staff are lacking. Sporting facilities for staff and students are undergoing construction. The College also has inadequate transport facility and has poor street lighting. Office space, the Library and catering services are overstretched and need to be expanded.

SWOT Analysis

Strengths

1. Location (serene environment, in a Conservation area near an agriculturally productive part of Tanzania)

2. Committed staff: Staff at Taita Taveta University College are highly committed to their work and have shown a tendency to go the extra distance to ensure fulfillment of the shared objectives.

3. Land: The College has 200 acres of land providing room for expansion, and been promised extra land for other activities by the community.

4. New infrastructure: The Buildings that house the College are relatively new, well-constructed and provide a solid foundation for the establishment of beautiful modern campus.

5. Political goodwill and supportive community: Political leaders and the community at large have been supportive of the College in its endeavors. This has made starting and running of programs much easier.

6. Voi Town and Taita Taveta County generally enjoys relative good security and low crime levels. Most visitors to the town feel safe and welcome. This will attract students and staff and families to the town.

7. Popular programmes: The Programs run at Taita Taveta University College are highly popular and will continue to attract students from all over the country.


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8. Good accommodation and catering services: The beautiful Hostels and excellent catering services are attractive to students and parents.

9. Support from GOK: Financial support from the GOK has assured the running of programs. This support has so far been limited to paying salaries and carrying out minor rehabilitation work. Further support will be needed to put the College on its way to research and academic excellence.

10. JKUAT brand name: As a constituent College of JKUAT, the JKUAT brand name has also attracted students to the College and its programs. JKUAT has established a niche in Engineering and ICT fields which are recognized in the region.

11. The College has a reliable supply of power including a 350 KV backup generator.

12. Strong and vibrant international linkages, with Universities and some development agencies.

Weaknesses

1. Inadequate staffing: The College has deficits in both academic and administrative staff. Most programs are manned by staff at MSc level qualification. Supporting operations like catering, accommodation, sports, estates and security are handled mainly by staff on casual contract, most of who are not trained.

2. Weak financial base: Taita Taveta University College requires about 1,000,000,000/= for capital investments and an average of 400,000,000/= annually for operations for the next 5 years. The annual budget of 135,000,000/= currently allocated for operations this far below the optimal level. The 75,000,000 allocated for capital investment is only to enable limited rehabilitation of the College infrastructure. Long-term investment in laboratories, workshops, offices, and lecture theaters requires increased funding.

3. Inadequate infrastructure (buildings and equipment): Currently the ICT and Mining and Mineral processing programs lack the necessary equipment and workshops. There are about 100 computers. Practical lessons for engineering students are conducted in JKUAT Main campus. There are not enough offices to house staff and departments or sections of the College. The lecture halls are not sufficient and time-tabling has become a challenge especially for large classes.

4. Inadequate ICT facilities: The campus currently is connected to a wireless internet and has only 100 computers used by staff and students. The Bandwidth stands at 10 Mbs but due to lack of fiber optic backbone, the college is unable to make full use of the bandwidth.

5. Inadequate information resources: The Library has only limited number of books (about

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1500 titles), lacks journals and other periodicals but provide access to e-information resources and e-journals. Access is limited by poor internet connectivity.

6. Inadequate and expensive transport services: Transport to and from the college is poor and expensive. There are only 3 matatu plying the route and charging Kshs 70 to and from Voi. This makes it very expensive for students and visitors to the College.

7. Inadequate consultancy activities: Due to lack of senior staff within departments and a heavy workload, there is no consultancy work going on in the College.

8. Lack of expertise in certain areas: The ICT departments and also the Mining and Mineral processing Engineering departments lack personnel in certain areas of specialization. These are at times not available in the Kenyan market at the PhD level. The lack of registered engineers teaching in the MMPE programs has stalled its recognition by the Engineers Registration Board.

9. Poor disaster preparedness: Buildings in the College are fitted with limited firefighting equipment, and staff and students are not prepared in case of a disaster of any nature.

10. Gender imbalance: The Majority of academic staff are male. Also within the student population the females are outnumbered 3:1. In some programs like mining and mineral processing Engineering less than 1% of the students are female.

11. A poor marketing and PR strategy: The College has relied on newspapers to market its programs. This has caused poor response and low enrollment into the programs by self-sponsored students.

12. Inadequate health facilities and services for staff, students and the surrounding community.

Threats

1. Adverse weather conditions including drought: Drought lowers water levels at Mole stream, the only water source for the College. This results in rationing of water supply and at times lack of water.

2. Slow private sector participation in infrastructure development: The community in Voi has been slow in developing the area around the College. This means that students are unable to access housing and other social amenities which the College is unable to provide.

3. Competition from other universities and colleges: Stiff competition is being experienced from other Universities, colleges and campuses which are located in more convenient places and towns which are attractive to the youth and also where there is demand for lifelong learning from the working class.


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4. Levels of poverty in the catchment area: Taita and Taveta Districts and also neighboring districts are populated by poor communities most of who are unable to afford University education for their children.

5. Inadequate financial support for needy students: There is a significant population of needy students from all over the republic who are forced to reschedule their learning and are unable to access bursaries to support their learning.

6. Corruption: Corruption is a cancer in Kenya and the College is not shielded from this reality. The main risk area for corruption is procurement and supplies of materials and services.

7. The effect of 2008 Global economic crisis has forced the suspension of funding for certain projects by the Government. This could affect funding for Taita Taveta University College.

8. The War on Terror has made the country a target for terrorism. The College is not shielded from such threats.

9. A rapidly changing academic environment driven by advances in Technology requires constant review of programs and upgrade of facilities.

10. Staff Retention due to increased poaching by other Universities and Industry are a major threat to the growth of programs in the College

11. The High levels of HIV and AIDS prevalence in Voi town and its environs present a threat to staff and students.

Opportunities

1. Increased demand for higher education: There are over 90,000 students who qualified for admission to degree programs in the year 2011 and many more who qualified for certificate and Diploma programs. These provide unique opportunities for the campus to boost its student population and revenue base.

2. Globalization: Globalization has brought with it the sharing of learning resources globally and also opens collaboration opportunities for the College, which can be exploited for the growth of the College.

3. Goodwill from the community: The community has received the establishment of the college with a lot of enthusiasm. All efforts to make sure that the college thrives are being made by local leaders and the community at large. This provides plenty of opportunities for engagement with the community.

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4. Emerging economic order: As the Global economy recovers; the college should position itself to benefit from its strategic advantages.

5. Higher Education Loans Board (HELB) support as well scholarship from donor organization. The recently introduced support by HELB to private students offers an opportunity for more students to access education at the campus. Other bursaries and the CDF kitty also can support students enrolled at the college and other projects within the college.

6. Proximity to Tsavo National Park and Mining environment: This offers an opportunity for the College to offer programs of practical relevance to the area, Kenya and region. Tsavo National Park and the surrounding mining areas offer unique training opportunities serving as laboratories for the various programs. This also gives the College a unique opportunity to develop facilities for conference tourism.

7. Proximity to Tanzania: The Nearness to the towns of Arusha and Moshi provide an opportunity to extend the catchment for the College beyond Kenyan boarders.

8. Proximity to Mombasa city and the ocean. This provides an opportunity to offer programs targeting marine sciences and the hospitality industry considering that Mombasa is only about 2 hrs drive from Voi and is a major International Tourism destination.

9. Developments of ICT infrastructure e.g. fiber optic and submarine cable. The fiber optic cape and the submarine cable offer opportunities for Taita Taveta University College to have a robust ICT connectivity, which will open up opportunities in outsourcing for our students and graduates.

10. The new Constitution which has created a devolved Government structure which brings opportunities for the College to support the devolved units with targeted capacity building programs in line with their mandates.

11. The National Commission for Science, Technology and Innovation (NACOSTI) provides funding for research and innovation and also for MSc and PhD training to support staff development.

12. The Universities Act 2012 creates new institutions such as the Commission for University Education, Kenya Universities and Colleges Central Placement Service, Universities Funding Board and HELB which will help in improving service delivery to Universities and University students.

13. The recent of discovery of Oil, Gas, Coal and other minerals provides an opportunity for our programs and students.

14. International partnerships and collaboration create opportunities for staff and academic exchange and the development of joint degree programs.


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Policy Priority

The Taita Taveta University College strives to help the Government in implementation of the Vision 2030. Specifically the college seeks to contribute to the desire to see prosperity for all Kenyans and also the desire to build “a just and cohesive society with social equity in a clean and secure environment”. To this end Taita Taveta University College seeks to train relevant professionals and leaders for the Oil and gas, Mining, ICT, Environment, Agriculture, Commerce and Business sectors as evident from its academic profile.

The College also aspires to train in the areas of Natural Sciences, Health Sciences, Agriculture, Environmental Studies and Wildlife conservation and management which are key for human livelihoods and for supporting the tourism subsector. The college also strives to build capacity among local communities so as to fight poverty, hunger, environmental degradation, and diseases so as to contribute to the attainment of the MDGs.

Courses offered at the college will remain largely science and technology based taking advantage of development in Science and Technology and supporting the Government commitment to have more than 50% of the students in Universities studying Science and Technology based courses.

Under education and training, Kenya strives to provide a globally competitive quality education, training and research for development. Kenya aims at expanding access to university education from 4.6% to 20%, with an emphasis on science and technology courses. TTUC will strive to grow the infrastructure and learning facilities to increase access to prospective students.

As a flagship project for education and training the GOK aims to create “Centres of Specialization” for each of Vision 2030’s economic growth sectors. Mining and ICT are important for the economic pillars of the vision 2030. Taita Taveta University College is the only Higher Education Institution (HEI) offering the Mining and Mineral Processing Engineering program which can be developed into a Centre of excellence to develop the sector further.

Current funding Taita Taveta University College has received an allocation of 135,000,000/= for recurrent and 75,000,000 for capital expenditure from the Kenyan Government for 2012/2013. The funding is low and cannot address the needs of the University College and more capitation and aggressive fundraising will be critical.

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Achievements

The College has made some significant achievements over the past period of its existence. These include:

• Increasing student enrollment from 349 in 2008 to 2,085 in 2013.

• Achieving 90% completion rate for the planned Rehabilitation of the existing water supply,

sewerage treatment ponds and hostel facilities.

• Attaining an 80% completion rate in planned renovation of classrooms and offices, 100%

of kitchen facilities and 70% of library facilities.

• Facilitating commencement of construction of walkways and road network as well as

sports fields which are at completion rates of 30% and 20% respectively.

• Establishment of a college dispensary which stands at 80% completion rate of planned

renovations.

• Rehabilitation of the Staff houses which stands at 60% of planned completion rate.

• Acquisition installation and commissioning of the backup generator, bringing to 90%

completion rate of planned capacity of back-up power.

• Construction of perimeter chain link fence around the entire college thereby significantly

enhancing security.

• Commencement of the landscaping and construction of storm water drainage channels

as ongoing efforts towards ensuring a conducive working environment.

Other achievements include:

• Recruitment of staff (17% of the targeted staff establishment) and development of ICT

infrastructure (15% of planned capacity).

• Graduating two cohorts of students totaling 463 in the Departments of MMPE, BSE and

M&I.

• Undertaking targeted community outreach programmes such as the Voi river catchment

(VOIRICA) Project/Partnership, mentoring of High School students and training for small

scale gemstone miners.


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• Establishment of International linkages with reputable and highly rated universities,

including Curtin University in Australia , University of Mining and Technology (UMAT)

in Ghana, University of Dar es Salaam in Tanzania, Technical University of Munich (TU-

Munich), Freie Universitaet Berlin, Technical University (TU) Kaiserslautern,Techincal

University of Clausthal, University of Applied Sciences Zittau/Gorlitz and University of Applied Sciences Dresden, in Germany.

Mining Engineering Students Preparing to go into a mine during a field trip.

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CHAPTER 4: Strategic Direction

Introduction

This section, based on the SWOT analysis, situational analysis and the P-Pestel analysis, identifies the strategic issues and proposes the goals and targets that the College will strive to achieve in the planned period. Further, it presents the strategic direction that is

geared towards making the College fulfill its vision and mission of “being a premier institution in training, research, innovation and community outreach for sustainable development”, focusing on Engineering, Science, Technology, Environment, Agriculture and Entrepreneurship.

Strategic Issues and goals

Several strategic issues can be discerned from the background information and analysis done for the College.

a) Infrastructure development is important for growth and expansion of the campus and also for introduction of new programs. Construction and equipping of Offices, lecture halls, laboratories, Hostels and workshops will increase the quality of education and training being offered. This will support the government desire of increasing access to University education for Kenyans.

b) The low numbers of qualified academic and support staff needs to be addressed urgently to ensure quality of the programs being taught. Increasingly the ministry of education is going to require that QA measures be put in place to make sure that’s students get the necessary training. The Commission for University Education is mandated to supervise all universities. For professionals programs, engagement with responsible professional bodies is mandatory.

c) Low funding and inefficient use of available resource: Our main sources of funding have been the GOK and fees from students most of whom are Government sponsored. Using these resources efficiently and securing a solid financial base will be critical for the sustainable growth of the College.

d) Low research activity and outputs: There is little research going in the college at the moment. A major challenge would be to move the lecturers towards research and publication. This requires PhD level lecturers and consistent funding. In order to contribute to National Development the college needs to engage in research focusing on some of the priority areas mentioned in MDGs and the Vision 2030. Research can only be realized by setting aside funding, putting in place incentives and expanding postgraduate programs.


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e) Remote location of the College in Voi away from the major town is also a strategic issue. The location repels most young Kenyans who would prefer to be in the major towns, but it is attractive to parents who still want to shield their children from the trappings of major cities.

f) Shortage of Information resources. A small library with a small number of books and periodicals is a handicap for quality training. Provision of adequate information resources is going to be critical for the sustainable implementation of our program.

g) The small numbers of academic programmes currently being offered require increased effort in the development of new, innovative and relevant programmes in consultation with stakeholders.

h) The Colleges need to increase its visibility and branding so as to attract more students and partners in its education, research and outreach activities.

i) The lack of postgraduates programs in key areas hampers the growth of research and capacity development.

j) The low ICT capacity with a small bandwidth, lack of servers and lack of connection to the fibre optic network is hampering information services in the College

k) Poverty levels in surrounding communities: Poverty levels in Taita Taveta District are very high, the climate is semi-arid. Farming, ranching, gemstone mining and retail and tourism business are the main economic activities. Destruction of water catchment areas is a major challenge and also destruction of the environment through mining activities, charcoal burning are challenges. The College will be required to help fight poverty, reduce hunger, combat environmental degradation and help the community in creating wealth by exploiting their resources sustainably.

l) Inadequate student Welfare facilities: Having been built as a teacher training college, the student welfare structure at the college is at best rudimentary. The need to create a vibrant, dynamic and creative student culture within the college requires establishment of more elaborate student welfare facilities

m) Gender imbalance is a problem on college. In keeping with Government policies which require at least 33% women representation, the college has to work at increasing the number of women in the programs and also among the staff. This is especially critical in the science and technology programs like IT, Mathematics and Computer Science and MMPE.

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n) Devolution which shares functions between National and County Governments presents a unique set of challenges. Whereas Higher education is in the realm of the National Government, the College is located within the Taita Taveta County and the politics of the day in the county will certainly influence the choices the college will make. Thus, a strategy of harnessing opportunities arising from devolution and shielding the college from negative consequences of the same will have to be devised.

o) Inadequate staff welfare services such health, schools, and recreation facilities hamper the College’s ability to attract and retain staff.

p) Water scarcity in the College and inadequate land for future growth of the College present a challenge which threatens its viability.

Strategic Objectives

In order to counter its weaknesses and threats and to take advantage of its strengths and opportunities, Taita Taveta University College has identified the strategic objectives listed below. These objectives are designed to position TTUC as a premier research and training institution conscious of global economic and technology trends and threats from climate change and other emerging issues, but also very conscious of local issues. The strategies are also designed to harness on the Governments Vision 2030, the Constitution of Kenya 2010, the Universities Act 2012, and the Taita Taveta University College order 2011 and to contribute to the realization of the Millennium Development Goals.

The strategic objectives are as follows:

1) To develop the necessary infrastructure for University level education, research and outreach.

(i) Provide adequate infrastructure, office space, classrooms, laboratories, and workshops for teaching

(ii) Provide state of the art equipment, computer facilities and support resources

(iii) Develop a strategy for providing relevant information resources and services

(iv) Provide research laboratories and other necessary infrastructure

(v) Collaborate with other stakeholders in the provision of training, internship and attachment.

(vi) Develop and Implement a Academic Quality Assurance Policy

2) To attract and retain high quality academic and administrative staff to support teaching, research, and other key University activities.

(i) The College will put in place attractive remuneration package for staff

(ii) The College will put in place elaborate terms and conditions of service for academic and administrative staff


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(iii) The College will have a robust training and capacity building program for academic and administrative staff.

3) To develop relevant attractive and diverse programs so as to increase the student enrolment.

Set up satellite campuses so as to bring university education closer to the people and increase access to higher education

4) To promote basic and applied research and innovation for knowledge creation and to meet current and emerging societal needs.

(i) Identify the areas of research focus for the college

(ii) Identify potential donors and collaborators to support research

(iii) Introduce postgraduate programs in the relevant areas

(iv) Set aside seed money to support research.

(v) Carry out capacity building programs in proposal writing and project management for staff

(vi) Attract research funds from Government, industries and donors

(vii) Establish collaboration with other national and international research bodies and the private sector

5) To guarantee a stable financial base for the smooth operations of the College.

(i) Lobby for increased funding from Government

(ii) Increase enrollment of self-sponsored students

(iii) Introduce income generating units

(iv) Apply/attract/seek for funding from local and international partners

(v) Enhance efficiency in the utilization of resources

(vi) Develop short courses to attract students interested in life long learning

6) To provide adequate facilities and services to cater for the staff and student welfare

(i) Develop an elaborate infrastructure for the recreation and welfare of students and staff

(ii) Provide world class catering and accommodation services

(iii) Establish strong co-curricular programs for students in the campus

(iv) Ensure availability of strong guidance, counseling, spiritual and health services

7) To secure stable water supply to the College,

i) Construction of high capacity water reservoir tanks;

ii) Expanding the water treatment plant; and

Home of Ideas

31

iii) Engaging government and community to secure connection of the College to main water pipeline.

8) To acquire 1000 acres of land for future expansion.

i) Direct purchase; and

ii) Lobbying for land donation from the community, government and other strategic partners.

9) To strengthen resource management planning to enhance efficiency in the use of available resources (space, land, and human resources).

i) Establish Human Resources Department and Planning Department to ensure coordination, coherence, integration, monitoring and evaluation of planned activities.

ii) Undertake a skills competency audit and align individual staff competencies with university strategic objectives.

iii) Introduce performance contracting for all staff underpinned by a performance appraisal system based on best practices.

iv) Develop a university Master Plan

10) To engage and empower local communities for poverty alleviation and achieving sustainable development.

(i) Develop an open door policy towards members of the community and other stakeholders

(ii) Introduce tailor made courses for capacity building of the community

(iii) Identify and research on challenges and problems afflicting the community

(iv) Enter into collaboration with the local communities on various issues

(v) Engage the community and other stakeholders in the provision of services to the college and vice-versa.

(vi) Identify sources of funding to support the schooling of gifted local students at the college

(vii) To increase student enrolment from the current 1785 to 3500 during the plan period

(viii) To enter into strategic partnerships with International Universities and Research Institutions for the purpose of strengthening teaching, research and outreach programs

11) To become an accredited University excelling in Science and Technology.

(i) Ensuring sustained compliance with quality requirements and standards set by the Commission for University Education (CUE);

(ii) Setting up Centres of Excellence in areas of global relevance.

(iii) Seek accreditation by the Commission for University Education.


32

ACTION PLAN MATRIX

Table 5: Strategic Objective 1: To develop the necessary infrastructure for University level education,

research and outreach

Strategies ActivitiesTime-

frame Indicators

Person

responsible

Budget

(KES ‘000’)Assumptions

1. Provide ade-quate physical infrastructure

a. Conduct an infrastructural needs assessment

2013 Needs assessment report

DP (AFP) 400 The government will continue availing fundsStudents will continue paying feesSelf sponsored students will increase

b. Develop a master plan 2013-2015 Approved master plan

Principal 50,000

c. Construct additional office space, lecture rooms, Library, hospital, hostels, kitchen, Centre of Mines, Minerals ( for laboratories and workshops), transport yard and sewage bond

2013-2018 Completion cer-tificate, buildings and sewage bond in place

DP (AFP) 1,500,000

d. Conduct renovation and expansion of the existing structures

2013-2015 Approved Work plan and BudgetRenovated build-ings and expanded structures

Estates Man-ager

1,000

50,000

Home of Ideas

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frame Indicators

Person

responsible

Budget


2. Acquire, deploy and maintain state of the art laboratory, workshop, office, campus security and communication equipment (including computer facili-ties and support resources)

a. Develop a 5-year phased equipment procurement plan

2013 Approved procure-ment plan

ICT Manager &Procurement Officer

150 Current levels of Government support will be sustained and enhanced

Staff will be willing to invest in purchase of personal com-puters

Approved levels and strategy on staff establish-ment will be followed

Bank policies on soft unsecured loans will be maintained

b. Develop and implement a multi-sectoral and stake-holder strategy for mobi-lizing funds to purchase equipment

2014 Approved fundrais-ing proposal

Amount of funds raised

Principal/DP(AFP)

300

c. Procure, install and commission a modern telephone exchange system on campus

2014-2015 Functional tele-phone exchange system in place

ICT Manager/ Procurement Officer/DP(AFP)

5,000

d. Procure, install and commission an electronic campus surveillance and access control security system on campus

2015-16 Campus electronic security system designed and approved Functional security system in place

Security Officer/ ICT Manager

Security Officer/ DP(AFP)

6,000

e. Facilitate installation of Safaricom/Airtel communi-cation masks on Campus

2013-2014 Contract with oper-ators signed Communication boosters installed

Principal

DP(AFP)

200

f. Facilitate access to comput-ers and printers by every administrative and aca-demic office and introduce a scheme for purchase of computers by staff

2013-2015 Every office sup-plied with comput-ers and accessing printers

Staff computer purchase scheme in place

DP(AFP)

DP(AFP)

20,000

600


34


frame Indicators

Person

responsible

Budget


2. Provide reliable and efficient ICT services

a. Develop institutional ICT policy

2013 Approved ICT Policy document

ICT Manager 50 Support from development partners will be forthcoming

Government priority of and support for investments in ICT infrastruc-ture will be sustained.

b. Develop an institutional master plan for leading edge ICT development

2013-2014 Approved ICT Master Plan

ICT Manager 300

c. Establish and equip an ICT directorate

2013-2015 ICT manager and other staff ap-pointed Number and type of equipment bought, installed and func-tioning

Principal/DP(AFP)

ICT Manager/ DP(AFP)

6,000

d. Install fibre optic backbone 2014-2015 Fibre backbone installed and con-nected


10,000

e. Ensure 24-hour mainte-nance and client service 2015-2018

24-hr maintenance guidelines and schedule developed, widely disseminated to staff and imple-mented

ICT Manager 5,000

f. Increase connectivity 2014-2015 Number of staff and students accessing internet

Percentage increase in bandwidth

Positive customer satisfaction survey reports

ICT Manager 10,000

g. Acquire software systems 2013-2018 Number and types of software systems installed


3,000

h. Acquire servers and other accessories

2013-2014 Numbers of servers installed and func-tioning efficiently


8,000

Home of Ideas

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frame Indicators

Person

responsible

Budget


3. Provide relevant information resources and services

a. Increase book and journal collections

2013-2018 Number of books and journals pur-chased and being accessed

Librarian/ DP(ARO)

15,000 Open resources will increase

Student num-bers will signifi-cantly increase over planned period

Discipline dif-ferentiated unit cost financing policy by gov-ernment will be implemented

b. Subscribe e-resources 2013-2018 Number of active subscriptions to e-resources

Librarian 10,000

c. Increase number of computers for e-access to library resources

2013-2018 New computers purchased, installed and functioning

Librarian 14,000

d. Procure, install and com-mission library security system

2015 Security system installed and func-tioning

Librarian 5,000

4. Provide equipment and furniture for the physical infra-structure.

a. Furnish offices and class rooms

2013-2018 Furniture purchased and asset coded

Estates Man-ager/ Procurement Officer

10,000 Security chal-lenges will increase

Additional office, labora-tory, workshop and lecture spaces will be constructed

b. Equip labs and workshops 2013-2018 Equipment bought, installed and in use

CODs/ DP(ARO)

50,0000

c. Install Security and safety measures in all buildings

2014-2018 Safety inspection and compliance reports

Security Officer/ Estates Man-ager

5,000

5. Provide a con-ducive working environment

a. Treatment of solid waste, solid and liquid waste disposal mechanism

2013-2018 Treatment schedule developed and continuously imple-mented

Estates Man-ager

5,000 Government will allocate funds for physical development when requested b. Tree planting and land-

scaping on campus2013-2016 Landscaping

design developed, approved and implemented

Landscaped por-tions evident and maintained

Estates Man-ager

20,000

c. Construct walk ways and install signage

2013-2018 All buildings on campus connected by constructed walkways and signage installed

Estates Man-ager

10,000


36

Table 6: Strategic Objective 2: To attract and retain high quality academic and administrative staff to

support teaching, research, and other key University activities.


frame Indicators

Person

responsible

Budget

(KES ‘000’)Assumption

1. Put in place

attractive remu-

neration pack-

age for staff

a. Conduct Training needs assessment and implement identified mitigation strategies

2013-2018 Training needs assessment report Departmental annual training plansNumber of staff trained

Registrar (AFP)

400 The government will continue availing funds

Students will continue paying fees

The government will continue funding the uni-versity capital projects

b. Develop and implement responsive recruitment and promotion criteria

2013 DP(AFP) 500

c. Review, develop and implement contextualized and sustainable policy for staff allowances and other benefits

2013-2014 DP(AFP) 500

d. Develop and implement a performance based system and scheme for recognizing and rewarding productivity and excellence

2014-2015

2. Review and

implement im-

proved compre-

hensive terms

and conditions

of service for

academic and

administrative

staff

a. Develop and implement attractive terms and condi-tions of service

2013-2014 Reviewed and approved terms of service

DP(AFP) 300 The government will continue funding the university

Staff will be employed

Government funding will be made available

b. Develop staff recreational facilities

2014-2016 Well furnished rec-reational building

Sports Offi-cer/ Estates Man-ager

1,500,000

c. Conduct employees custom-er satisfaction survey

2013-2018 Employees satisfac-tion report

SAR(HR) 2,000

Home of Ideas

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frame Indicators

Person

responsible

Budget


3. Develop and

implement a

robust training

and capacity

enhancement

program for

academic and

administrative

staff

a. Develop and implement a staff education and train-ing policy

2013 Approved and functional staff education and training policy

DP(AFP)/DP(ARO)

50

Staff will write proposals that can attract funding

Academic Staff will be engaged in research activities

b. Establish a training fund 2014-2015 Budgetary alloca-tion for training institutionalized

Sponsors for the training fund iden-tified and contribut-ing to the fund

DP(AFP)

Principal

20

2,000

c. Establish cost sharing for research programme

2013-2014 Cost sharing policy developed, ap-proved and being implemented

DP(AFP) 100


38

Table 7: Strategic objective 3: To develop relevant attractive and diverse programs so as to increase

the student enrolment.


frame Indicators

Person

responsible

Budget


1. Establish stra-tegic schools, faculties, departments, Institutes and departments

a. Develop master plan for schools, faculties and departments

2013-2015 No. of Schools, fac-ulties, departments, institutes and centers developed

Principal

DP (ARO)

100 Staff will be available

2. Establish strate-gic programmes at certificate, diploma, under-graduate and graduate levels

a. Conduct needs assessments and niche gaps

2013 Report on needs assessment and niche areas

DP(ARO) 150 Students will be join the pro-grams

b. Develop curricula in estab-lished key areas to attract students from the region and beyond

2013-2018 No. of programmes develop at all levels

CODs/DP(A-RO)

10,000

c. Create Awareness and market programmes devel-oped to target audiences

2013-2018 No. and type of campaigns

No. of exhibitions, fairs held/attended

No. of students attracted

Increased cash flow from fees

DP(ARO)/Registrar(A-RO)

5,000

d. Review and enhance content of existing pro-grammes

2013-2018 No. of programmes reviewed

CODs/DP(A-RO)

1,000

Home of Ideas

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frame Indicators

Person

responsible

Budget


3. Set up satellite campuses so as to bring university education closer to the people and increase access to higher education

a. Conduct a survey of possi-ble external sites for TTUC campuses

2013-2015 Report on potential sites, requirements, capacities and types of programmes to be offered

No. of external campuses estab-lished

DP (ARO) 500 Land will be available fotr setting up campuses

There will be enough students available to make the cam-puses viable

Lecturers and students will embrace e-learning tools

CUE will allow for establish-ment of constit-uent colleges and campuses

b. Establish external cam-puses

2013-2018 No. of programmes offered at each site

No. of students at each site

Principal/DP (ARO)

Registrar (ARO)

COD’s

c. Establishment of open and distance learning platform and access of TTUC pro-grammes online

2015-2018 School of open and distance learning established

On-line platform for TTUC programmes developed

No. of programmes uploaded

No. of distance and virtual students

Principal

DP (ARO)

Registrar (ARO)

COD’s

d. Establishment of constitu-ent colleges

2018 No. of Constituent colleges established

Principal

DP (ARO)

DP (AFP)


40

Table 8: Strategic Objective 4: To promote basic and applied research and innovation for knowledge

creation and to meet current and emerging societal needs.


frame Indicators

Person

responsible

Budget


1. Identify the areas of re-search focus for the college

a. Conduct research and outreach needs assessment

b. Develop research and outreach policy

c. Develop institutional research agenda

2013 Survey Report

Research and Outreach Policy Document

Report on key re-search and outreach areas

DP (ARO) 150

2. Identify poten-tial donors and collaborators to support research

a. Conduct survey on donors, collaborators, types of researches funded and capacity of different orga-nizations to collaborate in identified research and outreach areas

b. Develop institutional directory of donors, collab-orators, types of research and capacities available

c. Develop procedures for participation in institution-al and external research, consultancy and outreach activities

2013 Report of survey

Institutional direc-tory developed and documented

Procedures devel-oped and docu-mented

DP(ARO)

Registrar (ARO)

Registrar (ARO)

150

Home of Ideas

41


frame Indicators

Person

responsible

Budget


3. Introduce postgraduate programs in the relevant areas

a. Develop postgraduate programmes in academic schools of TTUC in relevant areas

b. Seek collaborations for scholarships for postgradu-ate students

c. Develop a peer reviewed journal to encourage publications

d. Develop institutional policy for archiving, IP and dis-semination of innovations

2013-2018 Postgraduate pol-icy developed and launchedPostgraduate pro-grammes developed and approved

No. of graduates admitted/graduated

Peer-reviewed journal editorial committee in placeJournal launchedNo. of graduate publications

Institutional reposi-tory developed and launchedIP Policy developed and launchedNo. of innovations documented, patented, commer-cialized

COD’s, Regis-trar (ARO)

Registrar (ARO)

PrincipalJournal Editor

Registrar (ARO)University Librarian

1,500

4. Set aside seed money to sup-port research.

a. Develop a policy for re-source mobilization

b. Develop regulations for the use of such funds

2013-2018 Resource Mobili-zation Committee formed

Resource Mobiliza-tion Policy launched

Regulations devel-oped and launched

PrincipalDP (ARO)

DP (ARO)

Registrar (ARO)

150


42


frame Indicators

Person

responsible

Budget


5. Carry out ca-pacity building programs in proposal writing and project management for staff

a. Develop strategic short courses, trainings work-shops and seminars in report/proposal writing

c. Seek collaborators for the same

d. Seek external fee paying participants for the same

2013-2018 No. of short courses developedNo. of trainings workshops and seminars conducted

No. of collaborators formally engaged

No. of fee paying participants attract-ed, attending and completing

COD’s Registrar (ARO)

PrincipalDP (ARO)

Registrar (ARO)

2,500

6. Attract research funds from Government, industries and donors

a. Establish a research and consultancy desk in the ARO division

b. Document and archive research calls, EOIs

c. Establish quick response teams to respond to strate-gic calls and tenders

2013-2018 Assistant Registrar (ARO) hiredDesk established

Archive platform developed

No. of research calls, EOIs respond-ed to and under-taken

DP (AFP)

Assistant Registrar (ARO)

Assistant Registrar (ARO)

1,000

7. Establish col-laboration with other national and interna-tional research bodies and the private sector

a. Establish a desk for link-ages and partnerships to develop, implement, track MoU’s

2013-2018 Partnerships and linkages desk establishedNo. of MoU’s developed and implementedProgress Reports on the different aspects implemented

Registrar (ARO)

750

Home of Ideas

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Table 9: Strategic Objective 5: To guarantee a stable financial base for the smooth operations of the

College.


frame Indicators

Person

responsible

Budget


1) To lobby for increased funding from Government

a. Review, develop and im-plement College financial rules and regulations geared towards ensuring compliance with public accounting regulations

b. Put in place deliberate measures and mechanisms to ensure 100% utilization of allocated recurrent and development funds

c. Effect innovative approach to preparation and submis-sion of annual budgets to the government.

d. Align institutional pro-grammes and budget to the Ministry of Education and national priorities

e. Involve and secure partici-pation of county and na-tional officials and leaders in the College’s corporate activities and functions.

2013

2013-2018

2014-2018

2013-2018

2013-2018

Approved College financial rules and regulations

Quarterly and annual financial reports

PC monitoring and evaluation reports

Approved annual budgets in pre-scribed format but with innovative justifications

Finance Officer/DP (AFP)/

Principal/DP(AFP)

Finance Officer/DP(AFP)

DP(ARO)/DP(AFP)

Principal

500

30

100

30

1,000

The strategic plan will be finalized

2) Increase enrollment of self-sponsored students

a. Develop courses that would attract the self sponsored programs

b. Develop a fees structure which is competitive

c. Marketing of TTUC pro-grammes

d. Opening strategic cam-puses

2013-2015

2013 -2014

2013-2018

2014-2018

Number of new courses

Fees structure

Number of new applicant

New campuses

Registrar (ARO)

Registrar (ARO)

Registrars/ Public re-lations and Finance

Principal (ARO)

800

100

15,000

100,000

Recruitment of academic staff

There will be continuous development of new course and review

Availability of finances

Availability of finances


44


frame Indicators

Person

responsible

Budget


3) Introduce income generat-ing units

a. Develop IGU policy

b. Establish IGU Secretariat

c. Develop IGU proposals which shall attract funding

d. Develop a directorate for commercialization of products

2013-2014

2013-2014

2014

2014-2015

Policy document

A full functional Office

Research Proposals

A full functional directorate

DP (AFP)

Principal

Registrars/ DP (AFP)

Principal

800

100

15,000

100,000

4) Apply/attract/seek for funding from local and international partners

a. Sign MOUS with various universities and organi-zation

b. Develop and market re-search proposals

2013-2018

2013-2018

MOUS signed

Number of suc-cessfully funded Research Proposals

Principal / DP (ARO)

Registrar (ARO)/ D.Principal (ARO)

5,000

200,

5) Enhance effi-ciency in the utilization of resources

a. Developing a finance manual and guidelines

b. Identify and implement cost cutting measure

c. Compliance to the set budget

d. Installing financial man-agement system

e. Computerization of the finance department

f. Employing competent and professional staff

g. Instituting strict internal control measures

2013

2013

2013 -2018

2014

2013- 2014

2013- 2014

2013 -2018

Finance manual

Guidelines

Budgetary control

Financial System

Computers and accessories New recruited staff

Internal control guidelines

Finance

Finance

Finance

Finance/ICT ManagerFinance/ICT ManagerDP (AFP)

Audit

00

00

00

30,000

500

500

00

6) Develop short courses to attract students interested in life long learning

a. Develop professional short courses that will attract large numbers of both pre-service and in-service students

2013 -2018 Short courses Registrar (ARO)/DP(A-RO)

1,000 The university will generate income

High demand for higher education will be sustained

Home of Ideas

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Table 10: Strategic Objective 6: To provide adequate facilities and services to cater for the staff and

student welfare

Strategies Activities Time-frame Indicators Person

responsible Budget (KES ‘000’) Assumption

1. Develop an elaborate in-frastructure for the recreation and welfare of students and staff

a. Complete construction of Sports fields and gymna-sium

b. Equip gymnasium and all other identified sports for all sexes

2013-2018 Completion certif-icate

Number and type of sports equipment purchased or do-nated

Sports Offi-cer/DP(AFP)

100,000 GoK through the ministry in charge of will fund this project

2. Provide world class catering and accommo-dation services

a. Construct modern hostels and staff houses

b. Construct state of the art guest house(s)

c. Convene stakeholders meeting for investments in staff and student accom-modation in Voi Town and around the College

d. Construct food court on campus

2013-2018 Approved architec-tural drawings

Stakeholders housing investment meeting held and report of proceed-ings published

Earmarked building projects in place and completion certificate issued.

DP(AFP)

Principal

Estates Man-ager

Principal/DP(AFP)

500,000 Steady increase in funding from GoK,

Investors will be willing to invest in accommo-dation

3. Establish strong co-curricular programs for students in the campus

a. Facilitate the establishment of sports trust fund

b. Introduce a scheme for recognition and rewarding excellence in sports

c. Employ and deploy a high-ly qualified sports officer.

d. Develop and implement a sports policy

2103-2014 Sports trust fund established

Scheme established and functioning

Sports policy devel-oped and approved by management

Sports officer re-cruited

DP(ARO)

Principal

DP(AFP)

Sports Offi-cer/ DP(ARO)

500

4. Ensure avail-ability of strong guidance, counseling, spiritual and health services

a. Provide timely counseling services to students

b. Facilitate ease of access to counseling services

c. Facilitate participation in religious activities by students

2013-2018 Yearly satisfaction survey report with high score on student support services

Dean of Students/Student Counselor/Hostel Man-ager/Head of Catering

120,000 General stability in the student governance system


46

Table 11: Strategic Objective 7: To secure stable water supply to the College


frame Indicators

Person

responsible

Budget


1. Provide ade-

quate storage

capacity

a. Conduct assessment of the existing storage capacity.

b. Carry out projections for the planned period

c. Construct water tanks for both raw and treated water

d. Construct underground reservoirs to store harvest-ed rainwater

e. Construction of a dam

2013

2013

2013-2015

2014-2016

2015-2017

Existing water storage capacity data and report

Estimated water storage require-ments report

Increase in storage volume/or number of new tanks.

Increase in number/ volume of under-ground storage

Estates Man-ager

Estates Man-ager

DP (AFP)

DP (AFP)

DP (AFP)

300

300

40,000

50,000

The government will continue availing funds

Students will continue paying feesSelf sponsored students will increase

2.Expanding the

water treatment

plant; and

a. Conduct assessment of the capacity of the existing water treatment plant.

b. Carry out treated water demand projections for the planned period

c. Install a higher capacity water treatment plant

2013

2013

2013-2015

Report on volume of Treated water per day.

Report on treated water demand projections

Installed new treat-ment plant

Estates Man-ager

Estates Man-ager

DP (AFP)

300

300

15,000

Capital funding by government continues

A-in-A increases

3. Engaging gov-

ernment and

community to

secure con-

nection of the

College to main

water pipeline.

a. Hold consultation with the community and other stakeholders

b. Initiate requests to the ministry in charge of water

c. Do a funding proposal with the community

2013 -2014

2013-2014

2014

Minutes

Copy of letter

A proposal

Principal

Principal

DP(AFP)

500

50

1000

Government or her agencies or donor provide funds to support preliminary studies, design, and construction

Home of Ideas

47


frame Indicators

Person

responsible

Budget


4.Develop water

harvesting

strategy

a. Develop a rain water harvesting master plan.

b. Design and construct / Install rain water reticu-lation system including gutters around all roofs on the college.

c. Construct/install surface and underground water storage tanks.

2014

2014-2016

2014-2016

A master plan

DrawingsGutters installedDrains constructed

Water tanks either installed (prefabri-cated tanks)Or constructed (masonry or mass concrete) tanks

Estates Man-ager

Estates Man-ager & DP(AFP)

DP(AFP)

500

10,000

50,000

Keep receiving rains

Funding from government continues

College A-in-A increases

Table 12: Strategic objective 8: To acquire 1000 acres of land for future expansion.

Strategies Activities Timeframe Indicators Person responsible

Budget (KES ‘000’) Assumption

1. Direct purchase a. Scout for land that is on sale

b. Negotiate with land owners

c. Purchase the land

2013

2013 - 2014

2013 - 2015

Land identified

Purchase agreement

Title Deed

Principal

DP (AFP)

Finance Of-ficer/Registrar (AFP)

500,000 Land for sale will be availableFunds will be available

2. Lobbying for land donation from the community, government and other strategic partners.

a. Scout for vacant Govern-ment or Community land

b. Lobby with Government Officers or Community leaders

c. Secure commitment in writing

2013

2013 -2014

2013 - 2015

Land identified

Commitment agree-ment signed

Title Deed

Principal/DP (AFP)

Finance Officer

Registrar (AFP)

100 Vacant Govern-ment and Com-munity land will be available

There will be goodwill from the Government and Community leaders


48

Table 13: Strategic Objective 9: To strengthen resource management planning to enhance efficiency

in the use of available resources (space, land, and human resources) and Developing a master plan.



1. Establish Hu-man Resources Department and Planning Department to ensure coordi-nation, coher-ence, integra-tion, monitoring and evaluation of planned activities.

a. Develop proposal on establishment of the two departments and submit to CMB for approval

b. Recruit and deploy staff to established depts

2013 Approved proposal on establishment of two departments

Staff recruited and deployed

DP(AFP) 25,000 Funds will be available to recruit staff and equip the new departments

2. Undertake a skills compe-tency audit and align individual staff competen-cies with uni-versity strategic objectives.

a. Procure and commission a consultant for the survey

b. Implement findings and recommendations of the survey

2014-2018 Report on skills competency analysis submitted to TTUC management

Minutes of CMB and other staff meetings

DP(AFP)

Regis-trar(AFP)

500 Funds will be available from government sources

3. Introduce performance contracting for all staff underpinned by a performance appraisal sys-tem based on best practices.

a. Develop performance appraisal system and tools

b. Put in place mechanism to ensure all staff sign perfor-mance contracts

c. Conduct seminar on perfor-mance contracting for all departmental Heads

2013

2014-2018

2013

PC tools developed and approved

Signed PCs by all staff

Report and attend-ance list.

DP(AFP)

DP(AFP)

Registrar (AFP)

2,500 Availability of competent staff

Home of Ideas

49

Table 14: Strategic Objective 10: To engage and empower local communities for poverty alleviation

and achieving sustainable development.



1) Develop an open door policy towards members of the community and other stake-holders

a. Organize open days target-ing various stakeholders

b. Develop an annual calen-dar of events targeting the local community.

c. Establish a public liaison desk for providing infor-mation to members of the public.

d. Organize community outreach meetings outside the college

2013-2014

2013-2014

2013-2015

2013-2016

No. of open days

Calendar of events

Desk/no. of visitors

No. of Outreach meetings

DP(ARO)

DP(ARO)

Principal

Principal

1,000

50

5,000

1,000

There is good-will from the community

The county government supports the idea

Central govern-ment continues to fund the college

2) Introduce tailor made courses for capacity building of the community

a. Identify capacity building gaps for farmers, business groups, youth groups, women groups, mining groups etc.

b. Develop and implement short courses for capacity building of the various groups.

2013-2014

2013-2014

Report on capacity building needs

No. of people or groups trained.

CODs/DP (ARO) /Principal

500

200

Provided there is need

3) Identify and research on challenges and problems afflicting the community

a. Tracer study of challenges and problems facing the community.

b. Develop and implement mitigation strategies in collaboration with the community.

2013-2014

2014-2016

Tracer study Report

No of interventions

CODs/DP (ARO) /Principal

500

2000

Government continues to support Re-search

4) Enter into collaboration with the local communities on various issues

a. Identify issues for collabo-ration with local commu-nities

b. Build the capacity of the local communities to self organize

2014-2015 List of issues for potential collabo-ration

Number of groups created and trained

DP (ARO) and Principal

CODs, DP(A-RO)

1,500

Commitment from the com-munity


50



5) Engage the community and other stakehold-ers in the provi-sion of services to the college and vice-versa.

a. Identify local sources for supply of goods and services

b. Build capacity of the local community to engage in business with the college

c. Identify and document areas where the college can provide services to the community

2013-2014

2014

2013-2014

List of local sup-pliers

Workshops held

Brochure of services at the college

Procurement department

1,200

Need for ser-vices and goods exists.

Funding for procurement of the services and goods continues

Community and stakeholders should be committed to work with the college

6) Identify sources of funding to support the schooling of gifted local students at the college

a. Identify the local students schooling at TTUC.

b. Form a an education support kitty

c. Sensitize the CDFs on the need for education support of local students in college.

d. Fundraising for local gifted children

2013-2014 List of students

A kitty formed

Written communica-tions between TTUC and CDF offices.

Minutes and payments made in favour of the students

Registrar (ARO)

DP (ARO) & Dean of Students

Principal

600

Support from local leaders, community and conty govern-ment continues

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Table 15: Strategic Objective 11: To become an accredited University excelling in Science and

Technology


frame Indicators

Person

responsible

Budget


1. Ensure sustained compliance with quality re-quirements and standards set by the Commission for University Education (CUE)

a. Establish and operation-alize a directorate of aca-demic quality assurance

b. Regularly seek updates of set quality standards from Commission for University Education

2013-2018 High score on compliance report from CUE

Increased compet-itiveness of pro-grammes offered at the University college

DP (ARO) 150,000

2. Set up Centres of Excellence in areas of global relevance.

a. Conduct assessment of po-tential areas of excellence

b. Provide curriculum, in-frastuctural support and equipment for the centres of excellence

c. Seek global partnership with intuitions that have excelled in this area

d. Design, update and execute curriculum in line with CUE as well as industry standards

2013-2018 Increased student enrolment in vari-ous courses

Improved global University ranking Higher rate of absorption of the

University grad-uates into the job market

Increased produc-tivity and competi-tiveness

Principal/DP(ARO)/DP(AFP)

300,000 Availability of land for expan-sion/setting up of additional infrastructure to enhance the activities of the centres of excellence. Ability to attract and retain high quality staff

3.Seek accreditation by the Commis-sion for Univer-sity Education

a. Prepare university Charter and Statutes

b. Submit application for accreditation to CUE

c. Comply with any recom-mendations as made by CUE

d. Receive Charter

2013

2014

2014

2015

Approved Charter and statutes

Acknowledgement letter from CUE

Charter granted

DP(ARO)

Principal

DP(ARO)

300

1,500

500

1,000


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Implementation, Monitoring, Review and Evaluation

(i) Work will begin on the implementation of the Plan across the University College in July 2013.

(ii) Establishment of the Department of Planning and Development, and the establishment of a Strategy and Planning Coordination Committee to ensure alignment between strategic and operational planning, monitoring of implementation of the strategic plan will be undertaken before commencement of implementation.

(iii) The Plan will be officially launched, with key national education officials and county leaders in attendance.

(iv) Annual review of SP/Workshops: The College will hold annual workshops to review the progress in implementation of the Strategic Plan and also to review the strategic plan.

(v) Reports on implementation to the Council: Annual reports on implementation of the plan will be produced by each section and department and will be submitted to College Management Board and a consolidated report to the University Management organs and to the Council.

(vi) Tracer studies among stakeholders: Tracer studies will be conducted to assess response of stakeholders to the strategic objectives and to the implementation of the plan.

(vii) Benchmarking with developments in competing institutions will also be used to assess success in implementation of the plan and growth of the college.

(viii) Regular financial audits will be used to assess compliance with financial plans and budgets and fiscal discipline.

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Taita Taveta University College P.O. Box 635 (80300) Voi, Kenya

Tel: + 254 (020) 2437266E-mail: [email protected] www.ttuc.ac.ke

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