Published by: Masinde Muliro University of Science and ... (1).pdf · Muliro University of Science and Technology and is essentially an appreciation of our rich history, taking stock

Published by:Masinde Muliro University of Science and TechnologyP. O. Box 190 - 50100Kakamega - Kenya

© Masinde Muliro University of Science and Technology 2015

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First published 2015

Telephone: +254 56 31375Fax: +254 56 30153Email: [email protected]: www.mmust.ac.keVisit our website http//www.mmust.ac.ke

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THIRD PRESIDENT

OF THE REPUBLIC OF KENYA

H.E HON. MWAI KIBAKI, CGHB.A. (MAKERERE), B.SC (LONDON), D.SC (HON) (ENG)

(JKUAT), D.LITT, LL.D (HON) (UON), D.SC (HON) (HR DEV’T)

(MMUST), D.ED (HON) (KENYATTA)

THE CHANCELLOR

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This Strategic Plan represents a self-assessment by Masinde Muliro University of Science and Technology and is essentially an appreciation of our rich history, taking stock of where we are now as we venture forward to meet our goals.As a University, we believe in the pursuit of academic excellence and this strategic plan outlines the strategies to be implemented in the next ive years to guide and enable us achieve our pursuits and vision. This strategic plan will go towards enabling the University fulill its mandate of teaching, research and community service in the most cost-effective way.In order for us to attain the strategic goals, there is need to address some of the challenges that have faced us up to this point. Besides, we would also need to embrace the changing demands of today’s higher education learning environment, without compromising the high standards expected of the University. Similarly, we plan to take advantage of our growing student population to improve the infrastructure and facilities in all campuses of the university. This strategic plan is built on thirteen pillars. These pillars set the ground for the implementation framework and revolve around: physical and ICT infrastructure; human resource management; student welfare; teaching and learning; governance; research, innovation and consultancy; marketing and corporate image; mainstreaming of social values and University investments.

The Strategic Plan outlines the path towards digitalization of education. Most importantly, the strategic plan details our intentions to strengthen the human resource capacity with a view to improving service delivery to our customers. We hope to position ourselves irmly in the dynamic competitive market–driven academic environment.We are proud of our progress this far. We would wish to always embrace our core values namely: customer focus, accountability, collegiality, equity, excellence, innovativeness and professionalism. This third Strategic Plan therefore is a new beginning in a continual journey towards offering quality education and service to our customers. With this Strategic Plan, we shall endeavor to usher an era of success for the University, both in terms of growth and development, and continued academic excellence.For us to achieve the strategic initiatives there is need to diversify our sources of revenue, especially since capitation from government is insuficient. These other sources include: Public-Private partnerships, fundraising and grants from donors to support various strategic objectives.

Dr. David Nyamwaya Chairman, University Council

Dr. Nyamwaya

Foreword

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The unveiling of the MMUST 2015/16-2019/20 Strategic Plan marks an important milestone in the growth and development of the University. The realization of this Strategic Plan is a culmination of tireless efforts of several stakeholders whom I sincerely thank and appreciate.I thank the MMUST Council, Senate and the University Management Board for being the catalysts in initiating the process of writing the 2015/16-2019/20 Strategic Plan. Without you, the impetus to review the existing plans and developing the current Strategic Plan could not have been hatched, rolled out and realized. Speciically, I thank Prof. Egara Kabaji (DVC, PR&I) for supervising the entire exercise; Prof. Joseph Rotich (DVC, A&F) for facilitating the process of writing the Strategic Plan and Prof Josephine Ngaira, the DVC (A &SA) for the constructive contributions relating to the academic division.I thank the Deans and Directors who gave immense input that helped shape the inal document. To all the chairpersons and heads of the departments and other stakeholders, thank you for your input in the preparation of the Strategic Plan. We are also grateful to the ICT department for sharing the information and coordinating feedback through the intranet. More importantly, I

thank our students who, in diverse ways gave their valuable input in the preparation of this Strategic Plan.Special appreciation goes to the Strategic Planning Steering Committee; Dr. Judah Ndiku, Dr. Robert Egessa, Mr. Dishon Wanjere, Mr. Antony Sang for the technical insights in piecing together the 2015/16-2019/20 Strategic Plan. I thank Mr. Onyango Odhiambo, Mr. Joseph Nyamulu and Mr. Stephen Ogallo for their dedicated services in providing the logistical administrative and secretarial services. Finally, I commend Dr. Bob Mbori for the editorial services.It is my humble belief and conviction that the concerted efforts made in developing the Strategic Plan will be enhanced and that we shall all renew our energies as a University to walk the talk documented in the 2015/16-2019/20 Strategic Plan. As a team, we wish to make our University a truly preferred University of Choice.

Prof. Fredrick Otieno (Phd) FAASVice Chancellor

Acknowledgement

Prof. Otieno

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TABLE OF CONTENTS

FOREWORD................................................................................................................................................................................................................IV

ACKNOWLEDGEMENT................................................................................................................................................................................................V

TABLE OF CONTENTS................................................................................................................................................................................................VI

LIST OF TABLES.........................................................................................................................................................................................................VIII

LIST OF FIGURES......................................................................................................................................................................................................VIII

LIST OF PLATES .......................................................................................................................................................................................................VIII

LIST OF APPENDICES................................................................................................................................................................................................VII

ACRONYMS...................................................................................................................................................................................................................IX

CHAPTER ONE................................................................................................................................................................................................................1

INTRODUCTION.............................................................................................................................................................................................................1

1.1 Historical Background....................................................................................................................................................... ..1

1.2 University Management Structure and Programmes........................................................................................................1

1.2.1 University Management Structure...................................................................................................................................1

1.2.1.1 The Council.....................................................................................................................................................................1

1.2.1.2 The Senate.......................................................................................................................................................................1

1.2.1.3 The University Management Board..............................................................................................................................2

1.2.2 Management of Academic Functions..............................................................................................................................2

1.2.3 Management of Administrative and Financial Functions..............................................................................................2

1.2.4 Management of Planning, Research and Innovation Functions....................................................................................2

1.3 Academic Programmes........................................................................................................................................................2

1.4 Student and Staff Profile......................................................................................................................................................3

1.4.1 Student Profile...................................................................................................................................................................3

1.4.2 Staff Profile........................................................................................................................................................................ 3

1.5 Rationale for the MMUST Strategic Plan...........................................................................................................................3

1.6 The Scope of the Strategic Plan...........................................................................................................................................3

1.7 Preparation of the Strategic Plan.........................................................................................................................................4

CHAPTER TWO......................................................................................................................................................5

PHILOSOPHICAL FOUNDATIONS....................................................................................................................................5

2.1 Philosophical Framework.........................................................................................................................................................5

2.1.1 Motto.......................................................................................................................................................................................5

2.1.2 Philosophy..............................................................................................................................................................................5

2.1.3 Vision.......................................................................................................................................................................................5

2.1.4 Mission Statement.................................................................................................................................................................5

2.1.5 Core Values..............................................................................................................................................................................5

2.2 Quality Policy Statement .................................................................................................................................................5

2.3 Functions of the University......................................................................................................................................................6

CHAPTER THREE..........................................................................................................................................................................7

SITUATION ANALYSIS...........................................................................................................................................................................................................7

3.1 Introduction...............................................................................................................................................................................7

3.2 Progress over the Past Five Years..............................................................................................................................................7

3.2.1 Student Enrolment and Graduation Rate............................................................................................................................7

3.2.2 Physical Infrastructure...........................................................................................................................................................7

3.2.3 Linkages and Partnerships....................................................................................................................................................7

3.2.4 Academic Programmes..........................................................................................................................................................7

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3.2.5 Student Welfare......................................................................................................................................................................8

3.2.6 Consultancy services...............................................................................................................................................................8

3.3 External Environment Analysis................................................................................................................................................8

3.3.1 Political Factors.......................................................................................................................................................................8

3.3.2 Economic factors....................................................................................................................................................................8

3.3.3 Social Factors........................................................................................................................................................................8

3.3.4 Technological Factors............................................................................................................................................................8

3.2.5 Ecological Factors...................................................................................................................................................................8

3.3.6 Legal Factors..........................................................................................................................................................................9

3.4 SWOT Analysis..........................................................................................................................................................................9

3.4.1 Introduction............................................................................................................................................................................9

3.4.2 Strengths.................................................................................................................................................................................9

3.4.3 Weaknesses.............................................................................................................................................................................9

3.4.4 Opportunities.........................................................................................................................................................................9

3.4.5 Threats...................................................................................................................................................................................10

3.5 Challenges...............................................................................................................................................................................10

CHAPTER FOUR............................................................................................................................................................................................11

STRATEGIC ISSUES AND IMPLEMENTATION FRAMEWORK............................................................................................................................11

4.1 Introduction.............................................................................................................................................................................114.2 Strategic Issue One: Physical Infrastructure..........................................................................................................................11

4.2.1 Strategic Objectives...........................................................................................................................................................................11

4.3 Strategic Issue Two: Information and Communication Technology…….…..................................................................…....…..16

4.3.1 Strategic Objectives…………………………….....………………………………............................................................….….......16

4.4 Strategic Issue Three: Human Resource Management........................................................................................................184.4.1 Strategic Objectives...........................................................................................................................................................................18

4.5 Strategic Issue Four: Student Welfare....................................................................................................................................204.5.1 Strategic Objectives.................................................................................................................................................................................21

4.6 Strategic Issue Five: Teaching and Learning....... ..................................................................................................................234.6.1 Strategic Objectives.............................................................................................................................................................................23

4.7 Strategic Issue Six: Governance.............................................................................................................................................254.7.1 Strategic Objectives.............................................................................................................................................................................25

4.8 Strategic Issue Seven: Research, Innovation and Development.........................................................................................274.8.1 Strategic Objectives............................................................................................................................................................................27

4.9 Strategic Issue Eight: Marketing and Corporate Image.......................................................................................................294.9.1 Strategic Objectives............................................................................................................................................................................29

4.10 Strategic Issue Nine: Internationalization, Collaboration and Linkages..........................................................................314.10.1 Strategic Objectives..........................................................................................................................................................................31

4.11 Strategic Issue Ten: Mainstreaming Social Values..............................................................................................................334.11.1 Strategic Objectives..........................................................................................................................................................................33

4.12 Strategic Issue Eleven: Resource Mobilization and Investments......................................................................................354.12.1 Strategic Objectives..............................................................................................................................................................................35

4.13 Strategic Issue Twelve: Environmental Management .........................................................................................................384.13.1 Strategic Objectives..........................................................................................................................................................................38

4.14 Strategic Issue Thirteen: Technical Vocational Education and Training.............................................................................404.14.1 Strategic Objectives............................................................................................................................................................40CHAPTER FIVE............................................................................................................................................................................................42

COST AND FINANCING.............................................................................................................................................................................42

5.1 Introduction.............................................................................................................................................................................425.2 Estimated Cost of Implementing the Strategic Plan............................................................................................................425.3 Sources of Funds for Implementing the Strategic Plan.......................................................................................................43CHAPTER SIX...............................................................................................................................................................................................44

MONITORING AND EVALUATION PLAN................................................................................................................................................44

6.1 Introduction.............................................................................................................................................................................446.2 Monitoring Indicators.............................................................................................................................................................44

6.3 Evaluation Mechanisms..........................................................................................................................................................44

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APPENDICES..........................................................................................................................................................................................45

LIST OF TABLES

Table 1.1: Distribution of government-Sponsored undergraduate students by school and gender...............................................................................45

Table 1.2: Distribution of Privately-Sponsored Students Programme (PSSP) undergraduate students by school and gender........................................45

Table 1.3: Distribution of graduate students by school and gender.............................................................................................................................45

Table 1.4: Distribution of Diploma and Certificate students by school and gender......................................................................................................45

Table 1.5: Overall Distribution of students by gender...........................................................................................................................................................46

Table 3.1:Details of Graduands for the last six graduations.................................................................................................................................................15

Table 5.1: The Cost in KShs. (millions) of Implementing the Strategic Plan..............................................................................................................................67

Table 5.2: Estimated Sources of Funds (Millions)..............................................................................................................................................................68

LIST OF FIGURES Figure 1.1: University Management Organs..................................................................................................................................................................................2

Figure 1.2: Administrative Structure of the University..................................................................................................................................................................3

Figure 3.1: Graduation Trends in the past 6 Years........................................................................................................................................................................16

LIST OF PLATES

Plate 1: The Low-cost MED Building...................................................................................................................................................................4

Plate 2: Bungoma Campus: One of the MMUST campuses..............................................................................................................................6

Plate 3: A Past Graduation Ceremony (Phd Graduands seated in the front line) ...........................................................................................9

Plate 4: MMUST staff in a meeting....................................................................................................................................................................10

Plate 5: Entry into the University of Choice......................................................................................................................................................15

Plate 6: An aerial view of Hall 4, the newly constructed Female Students Halls of Residence.....................................................................15

Plate 7: An aerial view of Hall 3, one of the Male Students Halls of Residence.............................................................................................15

Plate 8: The University Main Catering Unit ......................................................................................................................................................15

Plate 9: The Chancellor, H.E. Hon Mwai Kibaki officially commissioning Hall 4 on 5th December 2014 ...................................................16

Plate 10: Students attending a seminar on Safaricom Women in Technology................................................................................................16

Plate 11: Graduands sharing happy moments at the MMUST graduation pavilion......................................................................................16

Plate 12: Enhancing Employer-Employee Relations : Members of University Council and Management exchange copies of signed CBA

with Union Leaders.......................................................................................................................................................................................................18

Plate 13: Students in one of the campaign rallies for the Students Governing Council (SGC) elections ...................................................21

Plate 14:MMUST Students’ Choir entertaining guests in a past function.......................................................................................................21

Plate 15: MMUST students mentoring future scholars through skating........................................................................................................ 21

Plate 16: The University Band leading the academic procession.....................................................................................................................21

Plate 17: A Practical Session in one of the Science Laboratories....................................................................................................................23

Plate 18:Conducting Research at the Biotechnology Lab.................................................................................................................................23

Plate 19: LBB Tuition Block Phase One..............................................................................................................................................................23

Plate 20: MMUST Council Members in a Strategic Planning Retreat.............................................................................................................25

Plate 21: Research at MMUST meant to counter the malaria menace............................................................................................................27

Plate 22: Researchers harvesting KK8 and Mwezi Moja (1 month) bean variety at a demonstration farm in the University....................29

Plate 23: Research staff training the Kakamega community in agriculture and compost evaluation...........................................................29

Plate 24: The MMUST Brand: The Chancellor giving a graduand the power to read....................................................................................29

Plate 25: Scholars from MMUST, Helsinki Metropolia, Makerere and Kisii Universities during a collaborative renewable energy

meeting at MMUST.............................................................................................................................................................................................31

Plate 26: Signing of the MoU with the University of Venda, South Africa.....................................................................................................33

Plate 27: Signing of the MoU with the County Government of Busia............................................................................................................33

LIST OF APPENDICES

Appendix Ia: Academic Staff Levels as at December 2014/15.........................................................................................................................45

Appendix Ib: Non-Teaching Staff as at December 2014/15.............................................................................................................................45

Appendix II: Distribution of students................................................................................................................................................................45

Appendix III: Infrastructure................................................................................................................................................................................46

Appendix IV: Telephones: Direct Lines & Extensions......................................................................................................................................48

Appendix V: Monitoring Framework.................................................................................................................................................................52

Appendix VI: Evaluation .....................................................................................................................................................................................52

Appendix VII: Strategic Plan Review Team........................................................................................................................................................52

Appendix VIII: Photo of the Strategic Plan Review Team................................................................................................................................ 53

Appendix IX: The MMUST Master Plan as at August 2011.............................................................................................................................54

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BA – Bachelor of Arts

BBM – Bachelor of Business Management

BCOM – Bachelor of Commerce

BEd – Bachelor of Education

BSc – Bachelor of Science

CBD – Central Business District

CDMHA – Center for Disaster Management and Humanitarian Assistance

CEKATFOS – Centre for Kakamega Tropical Forest Studies

CUE – Commission for University Education

DIAL – Directorate of International Collaborations and Academic Linkages

DoS – Dean of Students

DVC, (A&F) – Deputy Vice Chancellor, Administration and Finance

DVC, (A&SA) – Deputy Vice Chancellor, Academic and Students Affairs

DVC, (PR&I) – Deputy Vice Chancellor, Planning, Research and Innovation

E-WASTE – Electronic Waste

FE – Faculty of Engineering

FESS – Faculty of Education and Social Sciences

FS – Faculty of Science

ICT – Information and Communications Technology

IGU – Income Generating Unit

ITVET – Institute of Technical, Vocational Education and Training

IMC – Integrated Marketing Communication

JAB – Joint Admissions Board

KUCCPS: – Kenya Universities and Colleges Central Placement Services

LT – Long Term

MA – Master of Arts

MBA – Master of Business Administration

MMUST – Masinde Muliro University of Science and Technology

Mmuste – MMUST Enterprise

MoU – Memoranda of Understanding

MOU/MOA – Memorandum of Understanding / Agreement

MSc – Master of Science

MT – Mid Term

ODeL – Open and Distance e-Leaning

PhD – Doctor of Philosophy

PSSP – Privately Sponsored Students Programme

REL – Directorate of Research, Extension and Linkages

SAVET – School of Agriculture and Veterinary

SGC – Student Governing Council

SGS – School of Graduate Studies

SNM – School of Nursing and Midwifery

SOBE – School of Business and Economics

SOLACE – School of Open Learning and Continuing Education

SPHBST – School of Public Health, Biomedical Sciences and Technology

STPIL – Directorate of Science Technology Park and Industrial Linkages

SWOT – Strengths, Weaknesses, Opportunities, Threats

UMB – University Management Board

VC – Vice Chancellor

WECO – Western College of Arts and Applied Sciences

WUCST – Western University College of Science and Technology

ACRONYMS

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Executive Summary

This is the third Strategic Plan for Masinde Muliro University of Science and Technology. The current plan builds on the successes made so far. It also identiies the challenges encountered on the implementation of the irst MMUST strategic plan 2004/05-2008/09 which, in spite of the challenges, enabled the University realize rapid development including the achievement of fully-ledged university status. It also builds on the second Strategic Plan 2009/2010-2013/2014 that, inter alia, achieved the growth in student enrolment, expansion of infrastructure, establishment of a number of partnerships and linkages in addition to the introduction of new academic programmes. The current ive-year Strategic Plan 2015/16 -2019/20 envisages a world-class university that will provide enhanced opportunities for university education both locally and internationally. It focuses on conquering new frontiers hitherto unexplored and unexploited. The Strategic Plan consists of six chapters. Chapter one, gives the introduction, and the rationale and a brief of the steps taken in coming up with the Strategic Plan. It traces the historical background relating to the growth of the University from a Constituent College. It also traces the phenomenal increase in the number of academic programmes. There has also been an increase in the staff establishment. Chapter two outlines the underpinning philosophical framework as supported by the University Motto, Philosophy, Vision and Mission. Also outlined are the quality statement and core values: customer focus, accountability, collegiality, equity, excellence, innovativeness and professionalism. Chapter three presents the situational analysis. In this chapter, the Strategic Plan outlines the environmental scan which sets the ground for the internal environmental analysis with the main areas comprising the strengths, weaknesses in relation to external opportunities and threats. The four-part SWOT analysis enabled the assessment of the University’s overall strategic position.The strategic issues and implementation framework are presented in chapter four. The identiied strategic issues include the thirteen strategic thematic areas which set the ground for the implementation framework. These issues revolve around physical infrastructure, information and communication technology, human resource

management, student welfare, teaching and learning, governance, research innovation and development, marketing and corporate image, mainstreaming social values, resource mobilization and investments, environmental management and sustainability and technical vocational education and training (TVET). Chapter ive of the Strategic Plan outlines the costing and inancing. This section presents the estimated cost to achieve each strategic objective and the sources of funds for its overall implementation. The projected budget requirement for the capital development for the University during the implementation phase 2015/16-2019/20 is Kshs 12.3997 billion. This will be funded through Government capitation (development), PSSP Income (Development), MMUST Enterprises (Mmuste), Fundraising/Grant Proposal Writing, Debt Finance, Public Private Partnership and Public-Public Partnership.The inal part, Chapter six, describes the monitoring and evaluation mechanisms. The task of monitoring and evaluation of the Strategic Plan will be vested in the Planning, Performance contracting, Quality Assurance and Evaluation committee. The team will ensure regular appraisal and evaluation of the strategic plan during its execution period. At the end of the Strategic Plan, a number of appendices give relevant details to support the issues discussed in various sections within the text.

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1.1 Historical Background

Masinde Muliro University of Science and Technology (MMUST) was initially established as a university college of Moi University in 2002 and was then known as the Western University College of Science and Technology (WUCST). The University College was later elevated to university status through an Act of Parliament on 30th December, 2006 (now repealed) and renamed Masinde Muliro University of Science and Technology (MMUST). The University is the successor of the defunct Western College of Arts and Applied Sciences (WECO) whose assets and liabilities it inherited.

The University is located along the Kakamega-Webuye Road, one kilometre from the Central Business District (CBD) of Kakamega Town. The main campus stands on about 133 acre piece of land with an Annex situated in the town centre.

The transition into a university included recruitment of required human resources, renovation of existing facilities, construction of additional basic facilities, repackaging of diploma programmes and introduction of degree programmes. In addition to this, a master plan and the irst edition of the strategic plan were prepared covering the irst development phase between 2004/05-2008/09. A second Strategic Plan 2009/10–2013/14 was prepared.

The current 2015/16-2019/20 Strategic Plan relects and builds upon the second Strategic Plan (2009/10–2013/14) which was extended to cover 2014/15 inancial year. The second strategic plan set out to: increase student enrolment in science and technology courses, produce human resource capacity equipped with requisite technological and scientiic skills needed for development; relation of University education to the needs of the society; gender mainstreaming; improvement of teaching through application of ICT and pedagogic principles; enhancement of research and extension services and development for transformation of society in line with Vision 2030.

A number of achievements were realized during the plan period (2009/10–2013/14). The achievements included: increased student enrolment, development of physical infrastructure, establishment of linkages with local and international partners and introduction of new programmes. However, the University also experienced

a number of challenges viz: slow development of physical facilities, uncoordinated expansion into low potential areas, and over reliance on outsourcing of teaching facilities, poor inancial management and declining productivity of staff, inadequate ICT infrastructure, poor health services for both staff and students and inadequate funding of research activities.

1.2 University Management Structure and

Programmes

1.2.1 University Management Structure

The Chancellor is the head of the University. The University is run by Council as the supreme organ with the day-to-day activities being run by the Senate and the University Management Board (UMB). The Vice Chancellor is the administrative and academic head of the University. He is supported by the Deputy Vice Chancellors, Principals of Colleges, Deans of Faculties and Schools, Directors of Institutes and Centres, Chairpersons and Heads of Departments. The University Management structure is actualized through various boards and committees as shown in igure 1.1.

1.2.1.1 The Council

The Council provides facilities required for carrying out the work of the University in accordance with the Act and determines the method of recruitment, appointment and promotion of all staff of the University. Council provides for the welfare of every person in the employment of the University, including former employees of the University on pension or similar arrangements, spouse, widow/widower and dependents of such persons, including the payment of money, pension or other funds for the beneit of such persons in accordance with terms of service. It also provides, controls and regulates the accounts, investments, property, and all the commercial or business affairs of the University and for that purpose appoint Bankers, Auditors, Lawyers or any agents as Council may deem necessary from time to time.

Figure 1.1: University Management Organs

1.2.1.2 The Senate

The Senate exercises full responsibility over the academic and administrative work of the University. Senate is in charge of academic programmes and ensures quality of the programmes’ content on behalf of Council. It

CHAPTER ONE

Introduction

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recommends to Council the establishment, or abolition, or harmonization of Colleges, Faculties, Schools, Institutes, Departments, Centres and Parks as Senate may from time to time deem necessary. It also recommends to Council the establishment or abolition of certiicate, diploma, degree and other academic programmes and their titles in the University, promote co-operation and linkages with other institutions of higher learning and Industry and promote the welfare of students and staff in the University. In its work, Senate is supported by Deans Committee and other Senate Committees. 1.2.1.3 The University Management Board

The University Management Board is responsible for implementation of the University policies; the day to day running of the University; co-ordination of the University strategic and development plans; eficient management of the University’s human, natural, physical and inancial resources; making proposals to Senate and Council on policies that have application across the entire University. The management board also considers and recommends for approval of budgets to Council along with dealing with any other matters related to the management of the University.

1.2.2 Management of Academic Functions

The academic programmes are run under the leadership of the Vice Chancellor assisted by Deputy Vice Chancellor (A&SA), Principals, Deans, Chairpersons and Coordinators through their respective Colleges, Faculties, Schools, Centres, Institutes and Departments. These academic managers are appointed in accordance with the University Charter and Statutes. They adopt mechanisms for carrying out internal academic audits in order to ensure sound management of academic functions at the University.

1.2.3 Management of Administrative and

Financial Functions

The administrative and inancial functions are carried out by the Vice Chancellor assisted the Deputy Vice Chancellor (A&F) who is supported by heads of divisions, colleges, faculties, schools, centres, institutes, departments and sections.

1.2.4 Management of Planning, Research

and Innovation Functions

The planning, research and innovation functions are carried out by the Vice Chancellor assisted Deputy Vice Chancellor (PR&I) supported by heads of divisions, colleges, faculties, schools, centres, institutes, departments and sections of the University.

1.3 Academic Programmes

The University runs twenty three (23) Phd Programmes, forty two (42) masters programmes, seven (7) graduate diploma programmes, forty eight (48) undergraduate programmes, eighteen (18) diploma and twenty four (24) certiicate programmes. These programmes are housed in various academic faculties, schools centres and institutes. At present there are three faculties; Faculty of Education and Social Sciences (FESS), Faculty of Engineering (FE), Faculty of Sciences (FS), nine schools; School of Agriculture, Veterinary Sciences and Technology (SAVET), School of Public Health, Biomedical Sciences and Technology (SPHBS&T), School of Business and Economics (SOBE), School of Graduate Studies (SGS), School of Medicine (SOM), School of Nursing and Midwifery (SNM), School of Open and Distance e-Learning (ODeL), School of Open Learning and Continuing Education (SOLACE), Graduate School of Business and Leadership (GSBL), one centre; Centre of Disaster Management and Humanitarian Assistance

COUNCIL

SENATE

DEPARTMENTAL BOARDS

DEANS

COMMITTEES

INSTITUTE

BOARDS

FACULTY

BOARDS

SCHOOL

BOARDS

CENTRE

BOARDS

DIRECTORATE

BOARDS

OTHER SENATE

COMMITTEES

COMMITTEES

OF UMB

UMB

Figure 1.1 University Management Organs

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COUNCIL

(CDMHA) and one institute; Institute of Technical Vocational Education and Training (TVET). The Faculties, Schools, Centres and Institutes have various departments that are in charge of speciic academic programmes. MMUST also has a number of Directorates that support the academic programmes. The directorates include: PSSP Learning Centres & Campuses, ICT, International Relations & Academic Linkages, Quality Assurance, Performance Contracting, Public Communications and Publishing, MMUST Enterprises, Centre for Kakamega Tropical Forest Studies (CEKATFOS) and Open & Distance e-Learning, Science and Technology Park and Industrial Linkages (STPIL), Research Extension and Innovation (REI). MMUST also has campuses in Nairobi, Bungoma, Webuye, Ebunangwe, Mumias, Busia, Bukura, Kapsabet and Kisumu. There are also plans to open campuses in other major towns in our country.

1.4 Student and Staff Proile 1.4.1 Student Proile Currently MMUST has a student enrollment of 12,050. The number comprises 6,290 Government-sponsored undergraduate students and 5,298 on the Privately-Sponsored Students Programme (PSSP). There are about 1049 graduate students enrolled in different programmes and 526 enrolled in the Diploma and Certiicate programmes. The breakdown in student enrolment is presented in the Appendix.

1.4.2 Staff Proile MMUST has a total of 350 teaching staff and 712 non-teaching staff distributed across various cadres. A summary of the staff proile is presented in appendices Ia & Ib.1.5 Rationale for the MMUST Strategic Plan

The University has been guided by two previous strategic plans which enabled it to achieve growth in the irst ten years. Following the expiry of the second Strategic Plan 2009/2010 – 2013/2014, MMUST embarked on developing the 2015/16-2019/20 Strategic Plan to revitalize and refocus its operations in light of the changes experienced in the local, national and global environment. It is expected that this strategic plan will:

• Enhance the University’s ability to solve problems and cope with changes in the environment.

• Strategically identify alternative ways of generating income without compromising academic standards.

• Help to give priority to funding allocation more rationally to avoid wastage and scramble for the limited resources by allowing prioritization of expenditure through making strategic choices.

• Act as a tool for building consensus and commitment through stakeholder engagement in identifying priorities.

• Provide a framework for effective monitoring and evaluation of performance.

1.6 The Scope of the Strategic Plan

This strategic plan covers a ive year period from 2015/16-

CHANCELLOR

VICE CHANCELLOR

CHAIRMAN OF COUNCIL

OF THE COUNCIL

DEPUTY VICE CHANCELLOR (A&F)

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DEPUTY

UNIVERSITY

LIBRARIAN

DEPUTY

REGISTRAR

AA

DEPUTY VICE CHANCELLOR (PR&F) DEPUTY VICE CHANCELLOR (A&SA)

OTHER STAFF

Figure 1.2 Administrative structure of the University


2019/20. During the implementation period, the plan will be implemented and reviewed to accommodate environmental dynamics. The Strategic Plan is focused on the following thirteen (13) key strategic issues:

• Physical infrastructure;• Information Communication Technology;• Students Welfare;• Teaching and Learning;• Human Resource Management;• Governance;• Research, Innovation and Development;• Marketing & Corporate Image;• Internationalization, Collaboration and Linkages; • Mainstreaming Social Values;• Resource Mobilization and Investments;• Environmental Management and Sustainability;• Technical Vocational Education and Training.

1.7 Preparation of the Strategic Plan

The Strategic Plan underwent the requisite processes of presentation and interrogation by the relevant University organs before adoption. Development of the strategic plan was an all-inclusive process which involved the participation of internal and external stakeholders whose input was solicited through intensive and extensive discussions and consultations. The process was guided by a strategic plan review committee consisting of competent and acknowledged practitioners from various sections of the University. The committee facilitated the review process, reviewed the previous strategic plans and various government policy documents. Speciically the strategic plan was developed within the framework of the Kenya Constitution 2010, Vision 2030, the Millennium Development Goals, Sustainable Development Goals, MMUST Charter 2013, the Universities Act 2012, the Sessional Paper No.1 2005, and the Labour Laws of Kenya, Commission for University Education guidelines,

TVET guidelines and other statutory and regulatory guidelines. The social pillar within Vision 2030 seeks to build a just and cohesive society with social equity in a clean and secure environment. This will be realized through eight social sectors of Education and Training; Health; Water and Sanitation; the Environment; Housing and Urbanization; Gender, Youth Sports and Culture, equity and poverty reduction. Of the sectors mentioned above the University as an educational institution, is focused on contributing towards increased transition rates from secondary school to university from the current 3% to 8%. It also seeks to contribute to expansion of access to university education from the current 4.6% to 20%, with an emphasis on science and technology courses. MMUST is among the 22 public universities contributing towards attainment of this sectoral goal.The University is keen to deliver university education and training that is internationally competitive as envisaged in the Medium Term Plan (2013–2017) of the Vision 2030. MMUST seeks to expand access, enhance equity, improve quality, ensure relevance and invest in human resource through institutionalizing excellence and increasing the level of research funding. Further, the University is focused on formalizing linkages with local and international institutions, the private sector and government in the areas of curriculum development, joint research, staff exchange, capacity development and industrial attachment. As a university of Science and Technology, MMUST is focused on improving Technical Vocational Education and Training (TVET). This will be done through undertaking training needs assessment in collaboration with the production and service sector. Additionally, there will be training of lecturers in technical education following a skills-

oriented curriculum, providing an alternative path for accessing higher education and training up to degree level; mobilizing resources to develop the TVET institute and collaborating with industry for relevant support, such as, attachments, research and capacity development. To keep abreast with technological changes, the University shall mainstream ICT at all levels of operation and address emerging and cross-cutting issues, such as HIV/AIDS, drug and substance abuse, environmental management and social disparities.

Plate 1: The Low-cost MED Building


This chapter presents the philosophical foundations of this strategic plan. Among other things it details the motto, philosophy, vision, mission statement, core values and University functions.

2.1 Philosophical Framework

2.1.1 Motto

The University of Choice

2.1.2 Philosophy

MMUST upholds the view that education, science and technology are indispensable tools in harnessing resources of nature for sustainable development by creating an environment in which all individuals can realize their full potential.

2.1.3 Vision

To be the Premier University in Science, Technology and Innovation

2.1.4 Mission Statement

To provide excellent university education, training and research through integrating science, technology and innovation into quality programmes to suit the needs of a dynamic world.

2.2 Quality Policy Statement

MMUST is committed to providing high quality education that offers intellectual, social, cultural and economic beneits through quality teaching, research, consultancy, extension and community service.The University is dedicated to improved service delivery by encouraging professionalism, innovativeness, teamwork and integrity in order to prepare scholars of high intellectual capacity relevant to society. The University Management undertakes to realize this

CHAPTER TWO

Philosophical Foundations

• CustomerfocusWe shall endeavour to ensure customer satisfaction

We shall strive to ofer superior service to meet and exceed the expectations of both internal and external customers.

• AccountabilityWe shall act transparently in performing our duties. We shall take responsibility in all our decisions and actions.

• Collegiality We shall uphold co-operation between academic peers and associates as a means of building interpersonal trust during interaction.

• EquityWe shall ensure that there is equal opportunity for all irrespective of gender, status, race, creed, disability, age, religion, ethnicity or political ailiation at all times.

• ExcellenceWe shall encourage excellence in teaching, research, innovation and service to the public.

• InnovativenessWe shall endeavour to create and utilize new ideas in teaching and research.We shall seek to disseminate new knowledge and ideas in teaching and research.

• ProfessionalismWe shall conduct ourselves with dignity and diligence in discharging our duties.We shall observe professional competence and objectivity in performing our duties.

2.1.5CoreValuesThe third Strategic Plan was partly

guided by the values enshrined in the Kenyan Constitution 2010 namely; patriotism, national unity, sharing

and devolution of power, the rule of law, democracy and participation of the people; human dignity, equity,

social justice, inclusiveness, equality, human rights, non-discrimination and protection of the marginalized; good governance, integrity, transparency

and accountability. MMUST therefore will uphold the following values:


Plate 2: Bungoma Campus: One of the MMUST campuses

goal by periodically monitoring the institution’s performance through annual performance contracts and implementation of an effective and eficient quality management system based on ISO 9001:2008 standard, regulatory and customer requirements.

2.3 Functions of the University

The functions of the University as provided for in the MMUST Charter 2013 are:-

• Provide directly, or in collaboration, with other institutions of higher learning, facilities for techno-logical, professional and scientiic education;

• Advance knowledge and its practical application by research and other means;

• Disseminate the outcomes of research by various means, and commercially exploit the results of such research;

• Participate in technological innovation as well as in the discovery, transmission and enhancement of knowledge and stimulate the intellectual life in the economic, social, cultural, scientiic and technological development;

• Contribute to industrial and technological develop-ment of society in collaboration with industry and other organizations;

• Make proposals for new programmes of study includ-ing those that culminate with degrees, diplomas and certiicates;

• Make proposals for the establishment of constituent colleges, campus colleges, campuses, faculties, schools, directorates, institutes, departments, study and re-search centers, and other resource and administrative units as may be appropriate;

• Inculcate a culture of innovation in technology, engi-neering, and science, amongst staff, students, and so-ciety;

• Promote education in science, technology, engineer-ing and mathematics within the Institution and society;

• Develop an institution of excellence in teaching, training, scholarship, entrepreneurship, research, consultancy, community service, among other educational services and products, with emphasis on technology and its development, impact and application to society;

• Provide multi-level system of education and training that is relevant to the needs of the community covering a wide range of ields and levels with provision for recognition of prior learning and lexibility of transition between educational levels;

• Provide for the development of technical and vocational education and training and related activities within the institution and the wider society;

• Play a leading role in the development and expansion of opportunities for technological and vocational education and training;

• Provide high quality educational, research, residential, commercial, cultural, social, recreational, sporting, and other facilities;

• Facilitate student mobility between programmes of study at different technical training institutions, polytechnics, and universities;

• Promote critical enquiry and creativity in education, training and research within the University;

• Participate in commercial ventures and activities that promote the objectives of the University;

• Foster the general welfare of staff and students; • Provide opportunities for development and further

training for University staff; • Develop and provide educational, cultural, professional,

technical and vocational services to the community and in particular the fostering of corporate social responsibility;

• Provide programmes, products and services in ways that relect the principles of equity and social justice;

• • Admit into the University candidates for degrees,

diplomas, certiicates or other awards of the University and be open to all persons accepted as being qualiied by the Senate, without distinction of ethnic origin, sect, creed, social status or gender; no barrier based on any such distinction shall be imposed upon any person as a condition of his becoming, or continuing to be, a student or graduate of the University; • Conduct examinations for, and grant such academic awards as may be provided for in the Statutes, and syndicate examinations for awards at other institutions as may be approved by the Senate; and• Generally facilitate the development and pro-vision of appropriate and accessible academic and other programmes.

•


CHAPTER THREE

Situation Analysis

However, the number of graduating students has grown over the years with two (2) graduations being held in July 2014 and December 2014. The progression of the graduands per year is presented in igure 3.1.

Figure 3.1: Graduation trends for the past six years

3.2.1 Physical Infrastructure

The University expanded its physical facilities which include construction and equipping of an ultramodern library, carpeting roads, construction and equipping of the science complex and computer science unit. Some planned constructions did not take off due to a number of reasons namely: lack of resources, failure to adhere to the strategic plan, diversion of funds to more urgent priority areas and dynamism in technology.As a result, the following planned infrastructure

facilities were not put up: tuition block (LBB Phase III), ultramodern learning resource center, the students’ centre, administration block, teaching hospital, engineering complex, education and social science complex, PSSP complex, SOLACE, CDMHA, SHS, IST, SOBE, Sports Complex, and Car Park.

3.2.3 Linkages and Partnerships

During the previous plan period, a number of MoUs and MoAs were signed and operationalized between the University with local and international institutions. The ofice of Public Relations and the Directorate of International Collaborations and Academic Linkages (DIAL) were established. Staff and student exchange programmes were partially implemented. However, the University failed to establish a structured forum with industry and liaison ofices as well as agencies in various towns and countries as was envisaged in the previous plan.

3.2.4 Academic Programmes

The University successfully reviewed and repackaged existing programmes that had initially been adopted from Moi University, developed new certiicate, diploma and degree programmes and established new faculties, schools, centres and departments. There was also the introduction of distance and lexible learning modes.

3.1 Introduction

The need to chart out a path for the future requires a critical evaluation of the previous performance and key factors: both internal and external that will inluence the future success of MMUST in achieving its mission and goals during the 2015/16 to 2019/20 plan period. The situational analysis aims at enhancing an understanding of the nature and structure of the University as well as the environment within which it operates. In this regard, it is imperative that the leadership of the University understands the environmental dynamics for it to effectively fulill its mandate. 3.2 Progress over the Past Five Years

The University has made remarkable progress over the past ive years as outlined below:-

3.2.2 Student Enrolment and Graduation

Rate

Student enrolment and graduation rate improved signiicantly over the period 2009/10 – 2013/14 in certiicate, diploma and degree programmes. This was achieved through enhanced marketing, establishment of new campuses and introduction of various modes of study namely: evening classes, school based programmes and Open, Distance and e-Learning (ODeL). The growth in the graduate programmes and also in the short courses was not as signiicant as in the undergraduate programmes. The graduation and completion rates are presented in table 3.1.

Programme 2009 2010 2011 2012 2013 2014 Total

Bachelors 396 929 1078 1398 1875 2358 8034

Post graduate 24 58 63 98 111 123 477

Dip. & Certiicate 284 418 698 850 971 606 3827

TOTAL 704 1405 1839 2346 2957 3087 12338

Table 3.1: Details of Graduands for the Last Six Graduations


The modes introduced included: evening, weekends and holiday-session learning. Fluctuations in the number of students enrolled in these lexible modes of study may be attributable to the entry of competitors who set up campuses in what was traditionally MMUST catchment.

3.2.5 Student Welfare

In the previous plan period, the university aimed at improving accommodation, guidance and counseling, sports and recreation, health care and worship. These were partially realized. However, students still do not have enough recreational facilities and adequate health care services. To address the accommodation shortage, the University came up with criteria to vet private hostels and encouraged private developers to partner with it in providing the service. The University also strengthened the annual Careers Week to create awareness on career opportunities and placement in the job market. This was not followed by the establishment of the directorate of career development and placement. Within the previous strategic plan period, the construction of a new tuition block and Hall 4, the new female hostel, was initiated.

3.2.6 Consultancy Services

The University established a Directorate of Research and Consultancy in order to promote consultancy services. A consultancy policy was also developed. However, staff training on consultancy skills, development of business plans for consultancy services, development of programmes to promote consultancy and development of a tool for monitoring and evaluations of consultancy services were not put in place.

3.3 External Environment Analysis

The ability to forestall environmental challenges and to respond to them appropriately determines to a large extent the success of a strategic plan. An analysis of the environment relating to MMUST revealed a number of key factors, their strategic implications and the expected strategic response. These are discussed in the sub-sections below:

3.3.1 Political Factors

The analysis of the political environment identiied a number of political factors that would affect the university strategic initiatives. These include: governance challenges, political interference, establishment of universities in every county and the emerging threat of terrorism. It is envisaged that these factors have speciic strategic implications to strategic initiatives adopted. These implications include: poor management practices, increased competition for students, reduced revenue, a destabilized work environment, increased insecurity and exposure to riskTo mitigate against the political risks, the University shall

put in place strong administrative and management policies, develop market driven programmes, establish clear operational standards, engage in aggressive marketing of its programmes and implement appropriate lagship projects while strengthening the security and safety systems within the University.

3.3.2 Economic Factors

The main challenges under economic analysis are the diminishing funding by the government, low income in the catchment area and high inlation rates. The interplay between these factors lead to non-achievement of university’s inancial targets and goals. The university shall put in place measures to diversify sources of funding, institute prudent inancial management and encourage public- private and public-public partnerships.

3.3.3 Social Factors

he analysis of the social environment in which the plan will be implemented showed the following key challenges: gender, disability special group inequalities; lifestyle diseases, HIV/AIDS, Cancer, Malaria, cultural diversity, inadequate recreational facilities, alcohol and substance abuse and negative ethnicity. These challenges are likely to lead to the following impact negatively on the Strategic Plan in terms of: unequal treatment of special groups, low levels of socialization, increased misbehavior and criminal activities in the society, reduced demand for education, low productivity, high expenditure on medical care and polarization of staff and students along ethnic lines. As a mitigating measure, the university intends to develop strategies to respond adequately to these challenges by institutionalizing afirmative action, promoting positive interaction, developing recreational centres and social amenities, strengthening guidance and counseling, sensitizing students and staff on alcohol and substance abuse and developing policies that enhance equity, fairness and national cohesion.

3.3.4 Technological Factors

The 2015/16-2019/20 Strategic Plan will be implemented in an environment of rapid technological changes. There is thus need to keep pace with the changing technology with a view to enhancing eficiency in service delivery by investing suficient inancial resources in the latest information and communication technologies. Enhanced use of ICT will be mandatory to entrench a digital culture and improved service delivery.

3.3.5 Ecological Factors

An analysis of the ecological environment revealed that a number of factors may affect the University positively or negatively. Proximity to Kakamega tropical forest and favorable agro-climatic conditions will have positive impact while environmental pollution and global climatic


changes will impact negatively. The university intends to take advantage of its proximity to Kakamega tropical forest to develop programmes and to encourage research in forest studies and eco-tourism and promote agriculture related programmes. To mitigate the risk of climate change and environmental pollution the university will engage in innovative research, training and community outreach activities and operationalize waste management policies and standards as well as implement the greening initiatives.

3.3.6. Legal Factors

Analysis of the legal environment identiied limited legal capacity as a risk to implementation of the Strategic Plan leading to delay in attending to legal matters, drafting of MOUs, and additional expenditure to cater for legal awards and/or damages. As a mitigating measure, the university intends to strengthen its legal unit, prepare and implement policies in compliance with the constitution, core labor laws and county government by-laws.

3.4 SWOT Analysis

3.4.1 Introduction

In order to achieve the university’s vision and mission, a SWOT analysis was undertaken to highlight the strengths and weaknesses in relation to external opportunities and threats. The SWOT analysis basically took a four-part approach to assess the university’s overall strategic position. This is summarized below:

3.4.2 Strengths

Strengths are the resources or capabilities that help an organization accomplish its mandate and achieve its strategic objectives. MMUST has identiied its strengths as unique, novel, up-to-date and competitive quality academic programs; the Government budgetary support for recurrent and development expenditure; qualiied staff; an environment conducive for innovations; location within the CBD of Kakamega Town; focus on

science and technology; many links with local, national and international organizations, a modern library and classiication as a Technical, Vocational Education and Training Institution.

3.4.3 Weaknesses

Weaknesses are deiciencies in resources and capabilities that hinder an organization’s ability to accomplish its mandate. Internal weaknesses that MMUST needs to address were identiied as; inadequate physical facilities and infrastructure for teaching, research and extension; low levels of automation; inadequate funds for research and related activities; insuficient space for ofice accommodation and weak attraction and retention programs for staff. Further it was noted that the university student accommodation and recreational facilities were inadequate to cater for student population. Low completion rates of graduates students, bureaucratic red tape; slow pace in institutionalizing the quality culture; uncoordinated marketing efforts; uncoordinated university expansion and inadequate staff in certain key areas.

3.4.4 Opportunities

Opportunities are current or potential favourable conditions in the external environment that can be exploited to enhance an organization’s capacity. The opportunities that MMUST can exploit were identiied as; increased demand for university education; the emphasis on science and technology in the country and the world and the potential for collaboration with technical training institutes in the region. Devolution and public sector reforms offer opportunities for training, research and consultancy services. Other favourable factors include: proximity to Kakamega tropical forest for research and ecotourism; the strategic geographical location of the University within the East African community; the increasing globalization of the world economy; good will from the political establishment locally and nationally; the Ministry of Education Science and Technology support

Plate 3: A Past Graduation Ceremony (Phd Graduands seated in the front line)


for Science and Technology oriented programmes and many emerging research issues offer opportunities for the university’s growth.

3.4.5 Threats

Threats are unfavorable external situations that may impact negatively on the university. They could be barriers, constraints, or anything that might cause problems, damages, harm, inancial loss or injury to the business. The following were identiied as potential threats to MMUST: increase in the number of Universities in the country; lifestyle diseases, HIV&AIDS pandemic, cancer, malaria and other emerging diseases; external brain drain; insuficient government funding; political interference; national cohesion issues and widespread poverty in the region. All these have adversely affected the provision of education and contributed to high incidences of insecurity.

3.5 Challenges

The University achieved increased student enrolment, expanded physical infrastructure, increased linkages and partnerships, expanded academic programmes and improved student welfare. However, some of the planned projects were not achieved because of the following challenges:• Inadequate teaching facilities, equipment and ofice

space; • Inadequate student accommodation and recre-

ational facilities;• Inadequate adoption of ICT, weak internet connec-

tivity and low integration of ICT platforms within

the University; • Delayed implementation of Schemes of Service for

staff;• Inability to attract and retain enough qualiied and

skilled manpower;• Declining productivity of staff;• High wage and health bills;• Inadequate student counselling services;• Lack of student placement services;• Poorly funded work-study programme;• Ineficient student admission and registration proce-

dures;• Low graduate completion rates; • Poor inancial management practices;• Weak and un-coordinated monitoring and evalua-

tion systems; • Lack of progressive organizational culture;• Inadequate funding for research, teaching and

community outreach activities; • Limited consultancy activities;• Inability to sustain a positive image of the University; • Establishment of unsustainable campuses and study

centres;• Low regional and international visibility• Inadequate policy framework to guide social values; • Inability to raise adequate resources to inance de-

velopment projects;• Diminishing government capitation; • Non recognition of University’s contribution to ca-

pacity development for tertiary and middle-level colleges.

Plate 4 : MMUST staff in a meeting


The strategies to be implemented to address the key strategic issues and the budgetary implications are presented in the sections that follow.

4.2 Strategic Issue One: Physical

Infrastructure

The rapid expansion of the University in terms of programmes has resulted in increased student population. This unprecedented expansion in student population has not been accompanied by commensurate increase in the physical infrastructure to enable effective learning and research. Currently, the University has 5991m2 of lecture space against the required 12,500m2. As a short term solution, the University has leased buildings in various parts of Kakamega town for utilization as learning facilities. However, many of the leased premises were not initially designed for academic purposes. The University intends to construct a 20-Storey Town Annex Towers with the irst phase being built during the 3rd Strategic Period. This will see the University provide suitable and adequate physical facilities for teaching, research and innovation.

4.2.1 Strategic Objectives

During the Strategic Plan period, the

University shall:

i. Expand teaching and learning space by 18,000m2 to match the increasing student enrolment;

ii. Expand ofice space to 10,000m2 to accommodate staff and construct oficial residence for staff and guests ;

iii. Increase student accommodation capacity from 2,452m2 to 10,000m2;

iv. Upgrade the health unit to a health centre status;v. Acquire physical facilities for the expansion of the

campuses; vi. Construct a modern graduation square and

sports complex;vii. Improve the road network in the University to

cabro and bitumen status;viii. Establish an ICT center ;ix. Enhance recreational facilities;x. Construct Phase Two of the Ultramodern

University Library;xi. Upgrade the University security system.

CHAPTER FOUR

Strategic Issues and Implementation Framework

Physicalinfrastructure;

Information Communication Technology;

HumanResourceManagement;

TeachingandLearning;

Governance;

TechnicalVocationalEducationandTraining

StudentsWelfare;

Research,InnovationandConsultancy;

Marketing&CorporateImage;

Internationalization,Collaboration&Linkages;

MainstreamingSocialValues;

ResourceMobilizationandInvestments;

EnvironmentalManagementandSustainability;

4.1 Introduction

Following the review of the University context, thirteen strategic issues were identiied to guide the University during the plan period. Key strategic objectives were formulated from each strategic issue and

appropriate strategies and activities developed. The implementation of these activities will lead to enhanced

performance results identiied in the plan. The key strategic issues guiding formulation of this plan include:


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2015

-16

2016

-17

2017

-18

2018

-19

2019

-20


Plate 7: An aerial view of Hall 3, one of the Male Students Halls of Residence

Plate 6:An aerial view of Hall 4, the newly constructed Female Students Halls of Residence

Plate 8: The University Main Catering Unit

Plate 5: Entry into the University of Choice


Plate 11: Graduands sharing happy moments at the MMUST graduation pavilion

Plate 10: Students attending a seminar on Safaricom Women in Technology

4.3 Strategic Issue Two: Information and

Communication Technology

Information and Communication Technology (ICT) is one of the enablers identiied in Kenya’s Vision 2030.ICT has increasingly become a critical factor affecting every facet of today’s society. Signiicant ICT advances are constantly taking place and continue to impact on socio-economic operations at various levels of society. At institutional level, it plays an important role in service delivery. ICT advances have brought about changes in the way business is conducted among and within nations, communities, institutions and individuals. Many organizations are investing more resources into the development and use of ICT in order to be more eficient and effective in their operations as they respond to ever changing trends. The Kenyan Government through Kenya’s Public Service Commission has been implementing various initiatives towards the improvement of service delivery. In this respect, the Government appreciates the importance of

ICT and has provided guidelines under the e-government strategy. In line with this strategy, and given the beneits and opportunities offered by ICT, it is acknowledged that the University cannot effectively fulill its mandate without putting in place an appropriate framework for guiding its ICT operations. During this plan period, the University will establish a reliable, fast and adaptive ICT infrastructure, ensure appropriate information and infrastructure security, expand internet connectivity to cover the whole university and campuses, integrate ICT into university processes and network key ICT resources.


During the Strategic Plan period, MMUST shall:i. Establish a reliable, fast and adaptive ICT

infrastructure;ii. Integrate ICT into University functions;iii. Ensure appropriate information infrastructure

security measures are in place for ICT resources.

Plate 9: The Chancellor, H.E. Hon Mwai Kibaki oficially commissioning Hall 4 on 5th December 2014



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9

Many organizations today recognize the growing importance of their human resources, as a source of competitive advantage. The success of any organization depends upon the quality of the human resource. Human Resource Management within organizations has evolved and needs to function as a vital partner within universities, strategically shaping both culture and leadership. People are tasked with the fundamental role of converting and utilizing other factors to enable the organization discharge its mandate in order to attain its vision and mission. The HR staff needs to be equipped with the skills required to question and examine their role in organization and to position themselves as an essential strategic partner within a complex global environment, capable of implementing positive steps to improve management performance, employee engagement and leadership development.The university currently has 350 teaching and 712 non-teaching staff. The teaching staff are currently stationed in

the main campus. In addition, there is regular engagement of part-time lecturers and casual labourers. The University has faced challenges in attracting and retaining qualiied staff mainly because of increased competition. To remedy the situation, the University shall, during the strategic plan period, institute interventions geared towards attraction, utilization, motivation and retention of staff in order to enhance eficiency and effectiveness.


During the Strategic Plan period, MMUST shall: i. Acquire competent human resources;ii. Establish a competitive reward and remuneration

system;iii. Enhance career development and upward

mobility of staff;iv. Enhance employee relations and staff welfare.

Plate 12: Enhancing Employer-Employee Relations : Members of University Council and Management exchange copies of signed CBA with Union Leaders

4.4 Strategic Issue Three: Human Resource Management

350Teaching

712Non -Teaching

Human Resource Management within organizations has evolved and needs to function as a vital partner within universities, strategically shaping both culture and leadership. People are tasked with the fundamental role


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The University aims at producing all rounded graduates academically, morally, spiritually, socially, physically and mentally. This is because the quality of student life is a key determinant of the success of the University. MMUST students’ welfare is coordinated through the Ofice of Dean of Students and supported by hostel wardens, students’ academic advisers, counsellors and student leaders. Currently the bed capacity of 2,452 provided by the University is inadequate and most of the students are accommodated in hostels outside the University. In addition, the University has inadequate sporting and recreational facilities. Further, due to emerging security threats internationally, the university shall enhance its security systems. During this plan period, the University shall develop strong student leadership, ensure provision of adequate counselling services, improve recreational facilities, increase accommodation facilities and promote student welfare. The University shall also provide training to student leaders at all levels.


During the Strategic Plan period, MMUST shall:

i. Strengthen counseling services;ii. Improve recreational facilities and co-curriculum

activities;iii. Strengthen students’ governance structures;iv. Establish a fund for needy and talented students; v. Establish a placement ofice to coordinate

employment of MMUST graduates; vi. Strengthen services offered to students with

special needs;vii. Improve accommodation for non-resident

students.

4.5 Strategic Issue Four: Student WelfareDuring this plan period, the University shall develop strong student leadership, ensure provision of adequate counselling services, improve recreational facilities, increase accommodation facilities and promote student welfare

2,452Bed Capacity

Plate 14: MMUST Students’ Choir entertaining guests in a past function

Plate 15: MMUST students mentoring future scholars through skating

Plate 13: Students in one of the campaign rallies for the Students

Governing Council (SGC) elections

Plate 16: The University Band leading the academic procession


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ES

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AT

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ION

IN M

ILLI

ON

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OR

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E IN

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AT

OR

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ES

PO

NS

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ITY

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-

16

2016

-17

2017

-18

2018

-19

2019

-

20

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ly 2

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mm

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non-

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ion

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201

5

0.5

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ace

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n of

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dent

s

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luat

ion

of th

e fa

cilit

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201

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valu

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oste

lsC

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0.1

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0.1

0.1

0.1

List

of a

ccre

dite

d ho

stel

s

Gra

nd T

otal

in

Ksh

s.

40.9

49.6

48.6

43.6

38.6

Ove

rall

tota

l in

Ksh

s.

221.

3 (M

ILLI

ON

S)


Deve

lop m

ore g

ames

ields

No. o

f gam

es ie

lds

place

ment

ofic

e to c

oord

inate

Recru

it a P

lacem

ent O

ficer

Plac

emen

t Ofic

er hi

red

Teaching and learning is the core activity of the University. The analysis indicates that the University remains a respectable centre of excellence in teaching. However, the quality of teaching and learning in some disciplines has been affected by inadequate specialized equipment, subscription to recent journals, lack of adequate space and reference materials. The University shall strive to build eficient and effective delivery systems of academic services. It shall also endeavour to establish speciic resource centres in the respective schools, faculties, campuses and study centres. In this respect too, the University shall establish new departments, schools and colleges following a structured framework.The University focuses on providing excellent university education, training and research through integrating science, technology and innovation into quality programmes to suit the needs of a dynamic world. To

realize this mission, the University shall periodically revise the curriculum as per regulations of the Commission for University Education (CUE), develop market - driven programmes, embrace new modes of teaching and learning, and strengthen quality assurance systems.


During the Strategic Plan period, MMUST shall: i. Review and develop market-driven programmes;ii. Integrate ICT in teaching and learning;iii. Enhance institutionalization of quality management

in teaching and learning; iv. Establish school-speciic resource centres; v. Develop an effective and eficient student

admission and registration system; vi. Increase the proportion of postgraduate students

in all schools and faculties.

Plate 17: A Practical Session in one of the Science Laboratories Plate 18: Conducting Research at the Biotechnology Lab

Plate 19: LBB Tuition Block Phase One

4.6 Strategic Issue Five: Teaching and LearningThe University shall strive to build eicient and efective delivery systems of academic services. It shall also endeavour to establish speciic resource centres in the respective schools, faculties, campuses and study centres.


STR

AT

EG

IC I

SSU

E F

IVE

: TE

AC

HIN

G A

ND

LE

AR

NIN

G

STR

AT

EG

IC G

OA

L: P

RO

MO

TE

IN

NO

VA

TIV

E T

EA

CH

ING

, LE

AR

NIN

G A

ND

SC

HO

LA

RSH

IP

S/N

ST

RA

TE

GIC

OB

JEC

TIV

ES

TR

AT

EG

YA

CT

IVIT

YT

IME

FR

AM

EB

UD

GE

T P

RO

JEC

TIO

N IN

MIL

LIO

NS

PE

RF

OR

MA

NC

E IN

DIC

AT

OR

SR

ES

PO

NS

IBIL

ITY

2015

-16

2016

-17

2017

-18

2018

-19

2019

-20

1

To r

evie

w a

nd

deve

lop

mar

ket-

driv

en p

rogr

amm

es

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iew

exi

stin

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mm

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& d

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for

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201

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201

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valu

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)

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ly 2

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on p

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on a

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201

52.

0In

tegr

ated

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tem

in p

lace

6

To in

crea

se th

e

prop

ortio

n of

post

grad

uate

stud

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in a

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scho

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and

facu

lties

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elev

ant a

nd

mar

ket o

rient

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radu

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prog

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me

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te p

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ce

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C, (

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ds a

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ld g

radu

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acili

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llsC

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enda

r in

pla

ce

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nd to

tal i

n K

shs.

52.4

45.2

45.2

45.2

45.2


The success of the Strategic Plan will be hinged on good governance structures and institutions. The University is managed by the Council that oversees the execution of its mandate. On a day-to-day basis, the University is managed by the Vice Chancellor through the University Management Board, Senate, Faculty Boards, School Boards, Centre Boards, Institute Boards, Directorate Boards and Departmental Boards. For effective execution of their respective mandates, there is need for integration of the structures and systems supported by a good corporate culture. The power of the organization will be exercised in such a way as to promote corporate fairness, transparency and accountability. The current strategic plan is formulated to be in tandem with the key elements of performance-based management that is currently being instilled in the public service through performance contracting.

In this Strategic Plan period, the governance structures will be rationalized to reduce bureaucracy, strengthen resource management systems and institutionalize corporate governance. The University will also lay a solid foundation for management and oversight functions by restructuring different Boards to add value, strengthen internal control procedures, enhance corporate compliance and corporate communication.


During the Strategic Plan period, MMUST shall: i. Rationalize the management structure of the University; ii. Strengthen resource management systems at all levels; iii. Institutionalize performance management; iv. Cultivate a culture of integrity at the University;v. Enhance top management capacity on corporate

management.

Plate 20: MMUST Council Members in a Strategic Planning Retreat

4.7 Strategic Issue Six: GovernanceIn this Strategic Plan period, the governance structures will be rationalized to reduce bureaucracy, strengthen resource management systems and institutionalize corporate governance.

The power of the organization will be exercised in such a way as to promote corporate fairness, transparency and

accountability


STR

AT

EG

IC I

SSU

E S

IX: G

OV

ER

NA

NC

EST

RA

TE

GIC

GO

AL

: EN

SUR

E E

FF

ICIE

NT

AN

D E

FF

EC

TIV

E U

NIV

ER

SIT

Y G

OV

ER

NA

NC

E

S/N

STR

AT

EG

IC O

BJE

CT

IVE

STR

AT

EG

YA

CT

IVIT

YT

IME

F

RA

ME

BU

DG

ET

PR

OJE

CT

ION

IN

MIL

LIO

NS

PE

RF

OR

MA

NC

E

IND

ICA

TO

RS

2015

-16

2016

-17

2017

-18

2018

-19

2019

-20

1T

o r

atio

nal

ize

the

man

agem

ent

stru

ctu

re o

f th

e u

niv

ersi

ty

Res

tru

ctu

re t

he

un

iver

sity

an

d

esta

bli

sh

rele

van

t co

lleg

es a

nd

sc

ho

ols

Co

nd

uct

sit

uat

ion

an

alys

isJu

l 201

50.

3Si

tuat

ion

an

alys

is r

epo

rtV

C &

DV

Cs

Cre

ate

coll

eges

an

d s

cho

ols

Jul 2

015

5.0

5.0

5.0

5.0

5.0

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(M

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Research, innovation and development is one of the key functions of the University. Research contributes to the social and economic development of the country. It generates knowledge which if well utilized informs formulation of government policy, solves societal problems and contributes to the enhancement of the nation.

From inception, the University has been engaging in research, innovation and consultancy activities. However, this function has been affected by inadequate funding for research endeavours. To strengthen the function and ensure continuous research and innovation activities, the University has an operational research policy that guides her research activities. The University has also established a Directorate of Research and Extension, and the Science Park and Incubation Centre.

During the Plan period, the University shall continue to competitively fund research ideas, source for funds and support dissemination of research indings. The University will also encourage staff to undertake consultancy activities in various areas of specialization, operationalize the incubation centre, increase funding for research activities and create a vehicle for undertaking consultancy activities.


During the Strategic Plan period, MMUST shall:• Increase funding for research activities;• Increase the number of consultancy activities

undertaken by the University;• Operationalise the incubation centre for innovation.

Plate 21: Research at MMUST meant to counter the malaria menace

4.8 Strategic Issue Seven: Research, Innovation and Development

During the Plan period, the University shall continue to competitively fund research ideas, source for funds and support dissemination of research indings.

Increase funding for research activities;

The University has also established Directorate of Research &

Extension, the Science Park and Incubation Centre.


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4.9 Strategic Issue Eight: Marketing and

Corporate Image

Both public and private universities in Kenya are currently expanding their market share. This has prompted the universities to open campuses in most of the major towns, introduce market-driven courses, increase investment in promotional activities and introduce online and distance e-learning modes to capture a bigger student market. Some universities have also opened new campuses in the larger East and Central African region.

Masinde Muliro University of Science and Technology is currently experiencing competition from both private and public universities which has led to a reduction in its market share. Besides, school-based programmes at the University that initially had high enrolment rates are recording luctuations. During the Strategic Plan period, the University will develop and establish a strong Marketing Department, develop an integrated marketing communication plan, and engage in vibrant marketing and public relations activities. The University intends to develop a vibrant radio and television stations to not only publicize and disseminate information but also to promote the University as an academic brand.



i. Strengthen the marketing of the institution’s programmes, activities as well as its corporate social responsibility function.

ii. Pursue recognition as a socially responsible public institution.

iii. Institutionalize a sense of loyalty and identity commitment to the University.

iv. Develop a vibrant MMUST radio and television station.

Plate 23: Research staff training the Kakamega community in agriculture and compost evaluation

Plate 22: Researchers harvesting KK8 and Mwezi Moja (1 month) bean variety at a demonstration farm in the University

Plate 24: The MMUST Brand: The Chancellor giving a graduand the power to read...


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(MIL

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Linkages and collaborations are critical in resource mobi-lization, knowledge sharing, cultural exchange and contin-uous partnerships in various endeavours. The University currently collaborates with local, national and internation-al institutions, industry, community organizations, institu-tions of higher learning, colleges and centres. MMUST is committed to training competent and dynamic leaders in the global world through internationalized education, en-hanced academic quality and increased cooperation with international entities, all geared at enhancing the develop-ment of the University as an international model.

During this Plan period, the University will continue to enhance its collaborative activities by partnering with

other institutions in areas of research, exchange of staff and students, community outreach, internship, industrial

attachment and placement.

4.10.1 Strategic Objectives During the Strategic Plan period, MMUST shall:

i. Enhance collaborative and linkage activities with local, national and international partners;

ii. Internationalize MMUST programmes; iii. Increase the number of exchange programmes

both locally and internationally;iv. Increase linkages with local institutions to co-offer

programmes; v. Mobilize funds from local and international sources.

4.10 Strategic Issue Nine: Internationalization, Collaboration and LinkagesDuring this Plan period, the University will continue to enhance its collaborative activities by partnering with other institutions in areas of research, exchange of staf and students, community outreach, internship, industrial attachment and placement.

Increase the

number of exchange

programmes both locally and internationally;

The University currently collaborates with local, national and international institutions, industry, community organizations, institutions of higher learning, colleges and centres.

MMUST: THE UNIVERSITY OF CHOICE IS ISO 9001:2008 CERTIFIED 31Plate 31: Internationalization of MMUST: Top University Management with international guests from Indonesia

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4.11 Strategic Issue Ten: Mainstreaming

Social Values

Organizations that prioritize social values tend to excel in service delivery and exceed customer expectations. An inclusive society positively beneits from the synergy generated by its diversity. In this regard, MMUST is committed to the principles of equal opportunity for all irrespective of gender, tribe, race, creed, physical ability, place of origin and political afiliation.

During this Strategic Plan period, the University shall mainstream gender and disability in its functions, cultivate a culture of integrity and promote equity and social justice. Mechanisms already in place such as the gender and disability mainstreaming unit shall be expanded.



i. Enhance gender mainstreaming at the University; ii. Increase participation of special needs groups.

Plate 26: Signing of the MoU with the University of Venda, South Africa

Plate 27: Signing of the MoU with the County Government of Busia

Plate 29: Innovative Approaches to Sports : MMUST Skating team

Plate 28: The Vice Chancellor congratulates the International students’ representative to 13th SGC


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For the University to fulill its mandate fully, it must balance a number of priorities by ensuring eficient and effective use of resources. These resources are generated from diverse sources. However, budgetary constraints demand that the University explores alternative and innovative strategies of generating income. The Sessional Paper No. 1 of 2005 on policy framework on education, training and research has clearly brought out this fact by stating that ‘university education is particularly expensive to government within the current resources’. Universities will therefore diversify their sources of income as well as ensure more eficient and cost effective use of institutional resources.

To diversify its sources of income, the University will design and execute various resource mobilization strategies that will include identiication of possible public and private partners, engage in fund raising initiatives and build valuable contacts and networks with other donor agencies to raise the requisite physical, human and technological resources. The University will further establish and operationalize the MMUST Enterprises and make it a vibrant and robust investment vehicle. The aim is to achieve a portfolio worth Kshs 3 billion and return on investment of 15% annually. This will be achieved through a three-phased approach. Firstly, it will streamline the existing income generating units (IGUs) so as to enhance their capacity to generate income. Secondly, it will invest in quick win investments which can be made within a very short time at minimal cost

but whose returns are immediate. The third phase will involve investment in large scale long-term projects which will involve large sums of money and take long period to implement.

4.12.1 Strategic ObjectivesDuring the Strategic Plan period, MMUST shall:

i. Ensure adequate staff capacity in resource mobilization;

ii. Develop innovative fund raising and promotional initiatives;

iii. Restructure and strengthen MMUST Enterprises; iv. Establish a strong capital base for the company;v. Broaden product portfolio for the company; vi. Consolidate and expand existing business areas;vii. Create a portfolio of Kshs 3 billion.

The aim is to achieve a portfolio worth

Kshs 3 billion

and return on investment of 15% annually.

The University

will further

establish and

operationalize

the MMUST

Enterprises

and make it

a vibrant and

robust investment

vehicle.

4.12 Strategic Issue Eleven: Resource Mobilization and InvestmentsTo diversify its sources of income, the University will design and execute various resource mobilization strategies that will include identiication of possible public and private partners, engage in fund raising initiatives


Optometry books by Vision Institute

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Environmental Management involves undertaking activities that promote the economic, social, and ecological utilization of an organization’s resources. Institutions should ensure that the environment is managed in a sustainable manner. The end result should be a symbiotic relationship between the organization, community and environment. Environmental concerns ought to begin within the organization where policy guidelines on resource utilization, work designs, facility planning and usage are adhered to. Kenya aims to be a nation that has a clean, secure and sustainable environment by the year 2030.

During this Strategic Plan period, the University shall establish a proactive environmental management system that will ensure sustainable management of all environmental components within and outside MMUST. Sustainable management shall include among others;

greening the environment, solid waste management, water resource management, e-waste management, and energy conservation.


During the Strategic Plan period, MMUST shall endeavor to:

i. Encourage natural resource conservation and management at the University;

ii. Establish sustainable waste management practices; iii. Engage in activities aligned to national and global

events on environment; iv. Establish a center for Environmental Management

and Sustainability (EM&S);v. Implement the ISO Environmental Management

System (EMS, 14000 series).

4.13 Strategic Issue Twelve: Environmental Management During this Strategic Plan period, the University shall establish a proactive environmental management system that will ensure sustainable management of all environmental components within and outside MMUST.


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Science, technology and innovation have been identiied as tools of building competitive advantage of communities and nations globally. Kenya’s Vision 2030 in the social pillar recognizes technical, vocational education and training as the enabler that will enhance the development of quality and relevant middle level cadre of human resources equipped with skills and knowledge to drive the economy. There is also a rising demand of technicians and technologists in the job market.

During this Plan period, the University shall establish and equip an institute of technical vocational education and

training to spearhead training, research and extension activities in appropriate technology creation, innovation and transfer.


During the Strategic Plan period, MMUST shall en-deavour to:

i. Establish and operationalise a TVET Institute; ii. Equip TVET workshops and laboratories;iii. Develop TVET Programmes.

Plate 32:Being taken through the different stages of the value-added mushroom project at MMUST

4.14 Strategic Issue Thirteen: Technical Vocational Education and TrainingDuring this Plan period, the University shall establish and equip an institute of technical vocational education and training to spearhead training, research and extension activities in appropriate technology creation, innovation and transfer.

Equip TVET workshops and

laboratories;

There is also a rising demand of technicians and technologists in the job market.


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5.1 Introduction

The 2015/16-2019/20 MMUST Strategic plan requires a signiicant increase in annual expenditure. Over the past one decade, Masinde Muliro University of Science and Technology has continued to receive less inancial allocation from the Kenyan government than the estimated expenditure. This trend has resulted in the accumulation of debts and poor physical infrastructure. There are strong indications that the government will

no longer be able to fully inance public universities. The Sessional Paper No. 1 of 2005 on Policy Framework for Education, Training and Research has clearly brought out this fact that university education is particularly expensive to Government and thus not sustainable within current resources. Universities will, therefore, have to reduce their dependence on the Government and diversify their sources of income as well as ensure more eficient and cost-effective use of institutional resources. The universities will also be required to establish comprehensive inancial management systems that ensure eficiency in the application of resources.

In order to improve its inancial base, Masinde Muliro University of Science and Technology will seek to;

• Increase and streamline the institution’s fundraising activities;

• Institutionalize prudent inancial management practices;

• Seek alternative sources of funds to meet its

needs;• Enhance the fee collection mechanism;• Streamline the inancial management systems;• Rationalize budget at all levels;• Rationalize fees to relect cost of different

programmes. The estimated cost and sources of inancing are considered and presented in the next section.

5.2 Estimated Cost of Implementing the

Strategic Plan

For the successful implementation of the 2015/16 to 2019/20 MMUST Strategic Plan, the Chancellor, University Council and University management will provide the leadership needed in resource mobilization. The University strategy implementation committee will work out the cost of each activity proposed in the plan to arrive at the total cost of the ive-year plan. The additional funding required to inance the implementation of the plan is estimated at Kshs. 12.3997 billion. This amount does not include the staff salaries and other overheads that are dealt within the University recurrent budget.

Assistance will be sought from the government, development partners, donors and alumni to supplement internally generated funds. The Strategic Plan will be implemented in a 5-year period, covering 2015/16-2019/20. An effective fundraising strategy will be put in place with a view of enhancing the University

CHAPTERFIVE

Cost And Financing

Table 5.1: The Cost in Kshs. (in millions) of implementing the Strategic Plan

S/N STRATEGIC ISSUES 2015/16 2016/17 2017/18 2018/19 2019/20 TOTAL

1 Physical Infrastructure 772.2 1,672.9 2,699.4 2,652.5 2,437.3 10,234.3

2 ICT Infrastructure 148.7 122.8 102.8 129.8 102.8 606.9

3 HR Management 51.5 48.8 52.9 48.4 47.9 249.54 Student Welfare 40.9 49.6 48.6 43.6 38.6 221.3

5 Teaching & Learning 52.4 45.2 45.2 45.2 45.2 233.2

6 Governance 20.2 18.1 18.6 18.1 17.6 92.6

7 Research, Innovation & Development 26.1 42.4 52.6 23 23.3 167.48 Marketing & Corporate Image 44.9 35.2 34.2 34.2 34.2 213.6

9 Internationalization, Collaboration & Linkages

11.6 11.4 9.4 9.5 9.4 51.3

10 Mainstreaming Social Values 5.5 11.2 4.2 3.8 0.8 25.5

11 Resource Mobilization and Investments 51.8 44.1 16.6 16.3 15 143.812 Environmental Management and

Sustainability 15.5 12.3 9.5 9.5 9.5 56.3

13. TVET Institute 28.9 26.5 26.5 26.5 26.5 134.9GRAND TOTAL 1,270.2 2,140.5 3,120.5 3,060.4 2,808.1 12,399.7OVERALL COST 12,399.7 (in billions)


772.2 1,672.9 2,699.4 2,437.3 10,234.3

148.7 122.8 102.8 129.8 102.8

HR Management 48.8 48.4 47.9 249.54 40.9 49.6 48.6 43.6 38.6

Teaching & Learning 52.4 45.2 45.2 45.2 45.218.1 18.6 18.1 17.6

7 Research, Innovation & Development 42.4 167.48 Marketing & Corporate Image 44.9 34.2 34.2 34.2

Internationalization, Collaboration & 11.4 9.4 9.4

Mainstreaming Social Values 4.2 3.8 0.8Resource Mobilization and Investments 51.8 44.1 143.8Environmental Management and

TVET Institute 28.9 134.9GRAND TOTAL 1,270.2 2,140.5 3,060.4 2,808.1 12,399.7OVERALL COST 12,399.7 (in billions)

Table 5.2: Estimated Sources of Funds (Kshs)

S/N SourceAnnual Amount

Projected Funds for Five Years

1.

Government

capitation

(Development)

270,000,000.00 1,350,000,000.00

2.PSSP Income

(Development) 320,150,000.00 1,600,750,000.00

3. KUCCPS Tuition 170,000,000.00 850,000,000.00

4. Mmuste Enterprise 249,790,000.00 1,248,950,000.00

5.Fundraising/Grant

proposal writing 500,000,000.00 2,500,000,000.00

6. Debt Finance 650,000,000.00 3,250,000,000.00

7.Public Private

Partnership 70,000,000.00 350,000,000.00

8.Public-Public

Partnership250,000,000.00 1,250,000,000.00

Totals in Kshs 12,399,700,000.00

Plate 33: Signing of the Performance Contract :We commit to do it effectively and eficiently

5.3 Sources of Funds for implementing the Strategic Plan The University has over the years relied mainly on government funding, funds raised through the PSSP programmes and Tuition fee from Government-spon-sored students to inance its development projects. These sources have been inadequate and the 2015/16

– 2019/20 MMUST Strategic Plan proposes to diversify the sources of funds by introducing other avenues. The university hopes to raise funds from MMUSTE Enter-prises, Fundraising activities, Debt inancing, Public Private Partnerships, Public Public Partnerships. This is presented in table 5.2 below;

Chart showing estimated sources of funds (Kshs.)


6.1 Introduction

The end-product of a Strategic Plan implementation depends on effective monitoring and evaluation of the planned activities. This involves meeting set targets, standards and timelines. The purpose of this strategic plan is to ensure that MMUST plans and objectives are implemented effectively within the set timeframes. To achieve this, it is imperative to have a monitoring and evaluation plan.

6.2 Monitoring Indicators

To monitor progress towards achieving the objectives of the Strategic Plan 2015/16-2019/20, data will be collected on indicators of the following expected outputs and impacts:

• Expanded physical facilities and infrastructure;• Improved ICT automation levels in all the

University functions;

• Increased human resource productivity;

• Improved student welfare;

• Improved Teaching and Learning environment;

• Improved University Governance;

• Increased research, innovation and consultancy

activities;

• Enhanced University Brand; • Increased collaborations and linkage;

• Enhanced inclusive University culture; • Growth in University Investments Portfolio;

• Increased capital base;

• Sustainable university environment;

• Functional TVET institute.

Monitoring indicates how the University will make follow ups to assess the extent to which the planned activities are being implemented at agreed intervals. An operational monitoring system will allow decision-makers at all levels to understand how resources have been utilized, measure the effectiveness and identify solutions to implementation problems. The system will monitor progress of the implementation of the Strategic Plan activities focusing on areas such as quality, quantity, timeliness and cost effectiveness of outputs delivered. Performance monitoring teams or committees will be formed from among the heads of respective Faculties, Directorates, Schools, Institutes, Centres, Departments and Divisions who will develop a set of performance

indicators for periodic reporting of each work output. The committees will also prepare yearly work plans based on the Strategic Plan.

The following monitoring activities will be

carried out:

• Quarterly University Management Board

meetings focusing on the progress of the

implementation plan;

• Service delivery surveys to monitor performance;

• Preparation of action plans to address

bottlenecks in the implementation;

• Development of performance responsibilities for senior staff on which their performance will be

evaluated;

• Submission of accurate quarterly and annual

reports by responsible oficers ensuring conformity to set deadline for

implementation of planned activities;

• Holding frequent review meetings by Faculties,

Directorates, Schools, Departments and Sections.• The monitoring framework has been appended

indicating how the monitoring process is to be

actualized.

6.3 Evaluation Mechanisms

Evaluation will involve an appraisal of the activities to determine the success and/or failure in the implementation process. Evaluation will be carried out by the end of every inancial year. This will be based on progress reports, review meetings and site visits. A inal overall report will be prepared and shared with stakeholders to inform areas of improvement. Evaluation mechanisms will include:

• Assessment of quarterly and annual performance results;

• Quality assessment; • Frequent evaluation of feedback from stakeholders; • Continuous data collection and analysis; • Staff appraisals reports; • Reports of ield visits; • Involvement of external experts in the evaluation

process.The evaluation framework has been appended indicating how the evaluation process is to be actualized

(See appendix).

CHAPTERSIX

Monitoring & Evaluation Plan


Appendix II: Distribution of students

Table 1.1: Distribution of Government Sponsored Registered Undergraduate Students by School and Gender 2014/15

GENDER

Faculty / School / CentreTOTAL

FESS SOBE FS CDMHA SAVET FE SN&M SPHBS&T

Male 1451 343 998 306 353 452 83 262 4248

Female 838 150 379 235 168 65 40 167 2042

Total 2289 493 1377 541 621 517 123 429 6290

Table 1.2: Distribution of Privately Sponsored Students Programme (PSSP) Undergraduate Students by School and Gender 2014/15

Faculty / School / CentreTOTAL

FESS SOBE FS CDMHA SAVET FE SN&M SPHBS&T

Male 1801 355 332 117 54 212 238 35 3144

Female 1471 240 122 78 24 25 166 28 2154

Total 3272 595 454 195 78 237 404 63 5298

Table 1.3: Distribution of Registered Graduate Students by School and Gender 2014/15

GENDER FESS SOBE FS CDMHA SAVET FE SN&M TOTAL

Male 21 50 11 262 6 3 14 367

Female 20 22 5 57 3 1 29 137

Total 41 72 16 319 9 4 43 504

Table 1.4: Distribution of Registered Diploma and Certiicate students by School and Gender 2014/15

Gender FESS SOBE FS CDMHA SAVET FE SN&M SOBSP Total

Male 71 74 12 15 0 22 0 0 194

Female 55 64 9 10 0 1 0 3 142

Total 126 138 21 25 0 23 0 3 336

Appendices

Appendix Ia: Academic Staff Levels as at December, 2014

The University has a total of 350 teaching staff.

STAFF MALE TOTAL

Professor 15 2 17

Associate Professor 23 1 24

Senior Lecturer 44 13 57

Lecturer 95 46 141

Assistant Lecturer /Tutorial Fellow/ Assistant Research Fellow

66 23 89

Graduate Assistant 2 9

27

416

TOTAL 350

Appendix Ib: Non-Teaching Staff as at December 2014

The University has a total of 712 Non-Teaching Staff ranging from Registrars to staff at Grade I/II.

S/N Grade Male Female Total

1 18 1 - 1

2 17 2 1 3

3 15 3 2 5

4 14 3 - 3

5 13 9 2 11

6 12 20 7 27

7 11 2 1 3

8 10 16 5 21

9 9 14 6 20

10 8 41 41 82

11 7 27 23 50

12 6 6 20 26

13 5 29 44 73

14 4 24 17 41

15 3 52 31 83

16 2 32 44 76

17 1 99 88 187

380 332 712


Table 1.5: Overall Distribution of Students by Gender 2014/15

S/N CATEGORY MALE FEMALE TOTAL

1 PSSP 3144 2154 5298

2 SOLACE 194 142 336

3 SGS 358 133 491

4 JAB 4248 2042 6290

5 TOTAL 7688 4362 12050

Appendix III: Infrastructure (2014/2015)

MMUST infrastructure (building, computers, sports facilities, health facilities, teaching facilities, class rooms, labs)

S.No. CLASSROOM CAPACITY

NO. OF CLASSROOM OWNED BY UNIVERSITY

NO OF CLASSROOM LEASED

1 20 and below

2 21 to 50

3 51 to 100

4 101 to 200

5 201 to 300

6 Over 300 MCU 001

Laboratories and workshops

AREA NO. OF LABS CAPACITY

6 Engineering 3 No. workshops

7 Chemistry

8 Biological science

9 Physics

10 Agriculture

11 Nursing

Oice Space

Oice Size in sq. t Comments

1

2

3

5

Sports and Recreational Facilities

Description of facility Numbers Comments (State )

1

2

3

4

5

Other Utilities

Utility Number/capacity Comments

1 Water points

2 Water storage capacity 2 mega tanks

3 Boreholes 1 o. Yield too low

Generators

Generators capacity Comments on adequacy

1 Main campus 110 KVA, 200KVA, 200KVA

2 Star Annex

3 Shivers

4 Kotesha

5 Bungoma campus 110 KVA Not Working

6 Webuye campus

7 Nairobi campus

8 Mumias campus

9 Ebunagwe campus

10 Busia campus

Capacities of university lecture rooms in and outside the main

campus

Lecture rooms within the main campus

Room Location Area Number of students

LBB B04 LBB Building 103.2 70

LBB 009 120 80

LBB 010 120 80

LBB 108 120 80

LBB113 68.8 50

LBB 114 103.2 70

LBB 207 120 80

LBB 209 60 40

LBB 210 60 40

LBB 211 60 40

LBB 217A 68.8 50

LBB 217B 51.6 35

LBB 217B 51.6 35

LBB 307 240 160

LBB 310 80 55

WTL 003 Water lab 25.2 20

MPE 003 Mechanical workshop

58.4 40

MEA 001 Auditorium 248 160

MCU 001 Main catering unit 432 300

Students’ halls of residence (Hostels)

No. Hostel Actual capacity

1 Hall 1 324

2 Hall 2 506

3 Hall 3 464

4 Milimani 130

6 Hall 4 1028

Total 2452

Lecture rooms in Star Annex

Room Location Area Number of students

SAA 001 Star Academy 51.84 35

SAA 003 // 51.84 35

SAA 004 // 51.84 35

SAA 101 // 51.84 35

SAA 102 // 51.84 35

SAA 103 // 51.84 35

SAA 104 // 51.84 35

SAC 002 // 16.8 15

SAC 003 // 16.4 15

SAC 004 // 11.84 10


List of University Buildings

S/NO. NAME OF BUILDING YEAR OF COMPLETION CONSTRUCTION COST

1 Student Hostel Block B (Hall 2) 2006

2 Student Hostel Block C (Hall 3) 2008

3 Student Hostel Block A(Hall 1)

4 Student Hostel Block Hall4 D(SHD) 2015

5 Library Phase 1 2010 143,648,015.25

6 Main Gate 2014 40,774,580.00

7 Laboratory Block A (LBA)

8 Laboratory Block B (LBB)

9 Science Park Block A(SPA)

10 Science Park Block B(SPB)

11 Science Park Block C(SPC)

12 Science Park Block D (SPD) 2012 277,523,409.00

13 Water Technology Laboratory (WTL)

14 Mechanical Production Engineering (MPE)

15 Production Engineering Workshop (PEW)

16 Mechanical Engineering Block A (MEA)

17 Mechanical Engineering Block B MEB)

18 Mechanical Engineering Block C (MEC)

19 Electrical & Communication Engineering Block A (ECA)

20 Electrical & Communication Engineering Block B (ECB)

21 Electrical & Communication Engineering Block C (ECC)

22 Student Center Block A(SCA)

23 Servant Quota Block A (SQA)

24 Servant Quota Block B (SQB)

25 Servant Quota Block C(SQC)

26 Servant Quota Block D(SQD)

27 Main Catering Unit (MCU) 2007

28 Construction Oice Block A(COA)

29 Construction Oice Block B (COB)

30 Star Annex Block A (SAA)

31 Star Annex Block B (SAB)

32 Star Annex Block C (SAC)

33 Multi- Purpose Hall (MPH) Ongoing

34 18 NO Lecture rooms Ongoing


Appendix IV: Telephones: Direct Lines & Extensions

S/NO DEPARTMENT OFFICE EXTENSION

1 Vice Chancellor’s Office Vice-Chancellor

Secretary

Personal Assistant’s Office

Public Relations

Community Liaisons

Board Room

2099

2098

2100

2000

2001

2097

2 Administration & Finance Deputy Vice Chancellor (A&F)

Secretary

2067

2066

3 Administration Registrar (Admin)

Central Services

Registry

Supervisor CS

Admin Reception

Admin. Assistant

2107

2106

2110

2111

2081

2114

4 Finance Finance Officer

Deputy F.O

Secretary F.O.

Salaries

Cashier office

2108

2109

2017

2078

2028

5 Academic Affairs Deputy Vice Chancellor (AA)

Secretary

Registrar (AA)

Deputy Registrar

Secretary

Assistant Registrar Admissions

Assistant Registrar (Exams)

Examination Room

Documentalist

Programmes office

Students Registry

2070

2071

2102

2029

2101

2127

2072

2026

2105

2074

2126

2125

6 Planning Research and Innovations Deputy Vice Chancellor (PR&I)

Secretary

Registrar (PR&I)

Secretary

2068

2069

2080

3024

7 Audit Internal Auditor

Secretarial Pool

2075

2076

2077

2115

3028

8 Procurement Procurement Officer

Central Stores

2021

2129

2128

2043

9 Legal Office Legal Officer 2103

10 Dean of Students Student Affairs

Secretary

Assistant Dean of Students

Students’ Counsellor

Catering Officer

Catering Store

Hostels Officer

2018

2135

2044

2047

2046

2032

2133

11 PSSP Director, PSSP

Secretary

SAA PSSP

2118

2119

2155


12 School of Graduate Studies Director , SGS

Senior Admin Ass.

2104

2120

13 SOLACE Director, SOLACE

Secretary

2073

2024

14 STPIL Director

Secretary

2117

3038

15 FESS Dean, Faculty 2038

Secretary 2039

2037

16 Faculty of Engineering Dean, Engineering

Secretary

Admin. Assistant

2061

2060

2020

17 Faculty of Science Dean, Science 2093

18 Psychology C. O. D 2116

19 Business Management C. O. D 2036

20 C .I. Technology C. O. D 2034

21 C. I. T C. O. D 2088

22 Science and Mathematics C. O. D 2142

Staff Room 2143

23 Mathematics C. O. D 2140

24 Language and Literature C. O. D 2141

Secretarial Pool 2040

25 Educational, Planning and

Management

C. O. D 2139

26 Education Foundation C. O. D 2042

27 Production Engineering C. O. D 2051

28 Electrical and Comm. Engineering C. O. D 2050

29 Structural land Civil Engineering C. O. D

Staff Room

2095

2059

30 Pure and Applied Chemistry C. O. D 2054

31 Social Science Education C. O. D 2058

32 Computer Science C. O. D

Secretary

2162

2159

33 Computer Science Staff room 2084

34 Journalism and Mass Comm. C. O. D 2094

35 CDMHA C. O. D 2057

2056

36 CDMHA Centre C. O. D DMSD 2087

37 CDMHA Centre Staff room 2086

38 Biology Science C. O. D 2053

39 Criminology C. O. D 2092

40 Biology Lab 2079

41 Computer Lab Post/undergraduate 2089

42 Physical Lab 2090MMUST: THE UNIVERSITY OF CHOICE IS ISO 9001:2008 CERTIFIED 49

43 School of Business and Economics Dean School of Business and Economics 2082

44 Electrical Lab 2083

45 Chemistry Lab 2049

46 Computer Lab (Postgraduate) 2062

47 Production 2023

48 University Clinic Admin Assistant 3025

Pharmacy 2123

Clinical Officer 2124

Records Registry 2121

Consultation Room 3029

Nurses 3027

Doctor i/c 3050

Laboratory

49 Production (Workshop) 2130

50 Mechanical (Workshop) 2137

51 Water (Workshop) 2144

52 Bookshop 2055

53 Performance, Monitoring &

Evaluation

Coordinator 2048

54 MMUST FM 2091

55 Telecom/Radio maintenance Technician 3008

56 Security Officer 2025

57 University Architect 2019

58 Estates Estates Officer 2022

Secretary 3019

Assistants 3037

59 I.C.T Server Room

Director

Secretary

Library

2033

2085

2084

3004

60 Exchange Telephone Operators 3001

2065

61 VCT Unit 2134

62 Transport 2145

63 Students Finance 2146

64 Human Resource Mgt 2147

65 Recruitment Training 2181

66 COD Physics 2148

67 Time Table 2149

68 Finance Records 2041

69 Finance Pool 2150

70 School of Health Sciences Star Annex 2178


71 Gate A (IN) Security 2132

72 Gate B (OUT) Security 2113

73 Biology 2190

74 DIAL Director 3012

Secretary 3020

75 Procurement Pool 2043

76 Director Research MCU 2035

77 Sugar Technology Star Annex 2096

78 Librarian Library 3003

79 Secretary Lib Library 3006

80 Server Room Library 3004

81 Caretaker Lib Library 3038

82 Asst Librarian Library 3040

83 Documentalist Library 3013

84 Bibliography Lib 3039

85 Bindery Lib 3047

86 Special Collection Lib 3015

87 Circulation Lib 3021

88 Technical Services Lib 3022

89 French Room Lib 3005

90 PME Main 3007

91 PME Admin. Asst 3010

92 PME Sec 3017

93 Q.A. Office 1 3016

Sec 3018

Office 2 2074

94 Research &Extension Director 2157

Secretary 2161

95 Public Communications Director 2170

96 SAVET Dean 3035

97 QA 3085

98 Public Complaints 2031

99 Drivers Office 3042

100 ODEL Director, ODEL 2199


Appendix V: Monitoring Framework

Strategy Reporting Period Target Planned

Actual to-date Variance (%) Causes forvariance

Comments

Strategy 1

Strategy 2

Strategy 3

Strategy 4

Appendix VI: Evaluation Framework

Key Issues/Strategic Goals

Baseline data Key

indicators Planned Target

Actual achievement

Variance and causes

7.1 Appointment of the Technical Team

Masinde Muliro University of Science and Technology Management appointed a strategic plan review team to formulate the University third strategic plan to cove the period 2015 to 2019. To achieve this, the team held four meetings and three retreats. They reviewed the second strategic plan and other relevant documents. The Committee also held consultative meetings with key stakeholders and information gathered through the process was compiled into the third MMUST Strategic Plan.

7.2 Members of the technical team

The members of the strategic plan review team appointed by the Vice Chancellor comprised Dr. Judah Ndiku, Dr. Robert Egessa, Mr. Dishon Wanjere, and Mr. Antony Sang. The technical team also received editorial services from Dr. Bob Mbori. In accomplishing the task, the technical team received logistic support from Mr. Onyango Odhiambo, Mr. Joseph Nyamulu, Mr. Stephen Ogallo. The Team also incorporated Ms Catherine Kagucia, Ms Janet Oyaro and Ms Catherine Aura Musalagani. for their technical expertise

7.3 Terms of reference

The Management of Masinde Muliro University Science and Technology appointed a Strategic Plan Committee to guide the process of drafting the 2015/16 t0 2019/20 Strategic Plan. The strategic plan committee was guided by the following Terms of Reference.

• Assess the University (existing resources, inancial, human, and infrastructural and future resources);

• Identify the strategic issues the University shall focus on in order to achieve success;

• Deine the broad Strategic Objectives and Key Performance Outputs;

• Provide an estimated budget for the activities envisaged;

• Suggest the sources of funding for the Strategic Plan;

• Indicate responsible persons and institutions for all activities that are proposed;

• Indicate a plan for sustainability of each Strategic Objective;

• Indicate a monitoring and evaluation system for each Strategic Objective.

7.4 Procedure of Action

The SP committee collated the results of the discussions into a irst draft of the Strategic Plan which was circulated to the stakeholders of the roundtable discussion. The roundtable was a one-day event at which participants re-read the irst draft of the strategic plan and were guided by the SP committee in revising the draft. The participants included members of the University Senators and the University Management Board members. The revised draft was then further circulated to stakeholders for further input. The input was also collated and a Final draft produced. The inal draft strategic plan was presented to the University Council in a roundtable discussion for their input and adoption.

Appendix VII: Strategic Plan Review Team


Prof. Egara Kabaji

Dr. Judah Ndiku Dr. Bob Mbori

Ms.Catherine Kagucia Ms.Janet Oyaro

Appendix VIII: Members of the Strategic Plan Review Team

Dr. Catherine Musalagani Mr. Dishon Wanjere

Mr. Antony SangDr. Robert Egessa Mr.Stephen Ogallo


Appendix IX: The MMUST Master Plan as at August 2011




Plate 25: Scholars from MMUST, Helsinki Metropolia, Makerere and Kisii Universities during a collaborative renewable energy meeting at MMUST

Policy Centre


Plate 30: Mr. and Miss MMUST 2014


Documents

Published by: Masinde Muliro University of Science and ... (1).pdf · Muliro University of Science and Technology and is essentially an appreciation of our rich history, taking stock