STRATEGIC PLAN

Transcription

1 JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY STRATEGIC PLAN Setting Trends in Higher Education, Research & Innovation JUNE 2009 JKUAT Strategic Plan

2 JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY MAIN CAMPUS JUJA P.O. BOX CITY SQUARE NAIROBI, KENYA TEL: FAX: E - MAIL: dvcapd@jkuat.ac.ke WEBSITE: http// JKUAT Strategic Plan

3 MEMBERS OF THE TOP MANAGEMENT Adan A. Mohammed Chairman of Council Prof. Mabel. Imbuga Vice Chancellor Prof. Ramonus Odhiambo Deputy Vice Chancellor, AA Prof. Francis M. Njeruh Deputy Vice Chancellor, APD Prof. Esther Kahangi Deputy Vice Chancellor, RPE

4 TABLE OF CONTENTS Table of Contents 1 Forward...3 Acknowledgement...5 Abbreviations and Acronyms...6 Executive Summary...8 CHAPTER ONE: ORGANIZATION IN PERSPECTIVE Introduction Justification of the JKUAT Strategic Plan The Strategic Planning Process Organisation of the Plan CHAPTER TWO: INSTITUTIONAL REVIEW Introduction Fundamental Statements Vision Statement Mission Statement Mandate and Core Functions Core Values Statement of Principles Value Proposition Philosophy Current Organisation Structure and Staffing Levels Current Funding: Government Funding and Expenditure Alternative Funding and Expenditure CHAPTER THREE: FORMATIVE ANALYSIS Introduction SWOT Analysis STAKEHOLDER Analysis P-PESTEL Analysis JKUAT Strategic Plan

5 3.4 SITUATION Analysis CHAPTER FOUR: STRATEGIC DIRECTION Introduction Strategic Issues Strategic Goals Strategic Objectives CHAPTER FIVE: IMPLEMENTATION, MONITORING, REVIEW AND EVALUATION Introduction Implementation Monitoring Review Evaluation APPENDICES Appendix I Appendix II Appendix III Appendix IV IMPLEMENATION MATRIX CURRENT ORGANIZATION STRUCTURE MONITORING AND EVALUATION INSTRUMENT MONITORING AND EVALUATION PROCESS THROUGH BENCHMARKING JKUAT Strategic Plan

6 FOREWORD JKUAT recognizes that for the country to achieve her vision, the university has to play her rightful role in education, research and innovation. The university is keen in providing skills and knowledge required to steer Kenyans towards the social and economic goals of vision The university also understands the global dynamism and is keen in realigning her programmes to the national, regional and international needs. The university is keen in ensuring the training offered meet the global standards and is relevant to the needs of the society. To achieve this, a Directorate of Academic Quality Assurance was established in June 2008 whose terms includes but not limited to the validation and verification of programmes at JKUAT in accordance with Commission for Higher Education and the Inter- University Council of East Africa initiatives and guidelines. This is a clear sign of the University s commitment to systematically and continually evaluate its teaching/learning in relation to quality, efficiency and relevance. It is on this basis that the University has established a quality assurance system and launched the JKUAT academic quality assurance policy. The need for the Kenyan government to realign her strategies to the best international practices has made it necessary for institutions of higher learning, including universities, to be more performance and result oriented in the delivery of her services as well as ensuring that the society is knowledge based and believes on results. Customer satisfaction is key in the public sector and stakeholders want their contributions translated into impact in society. JKUAT, as a public institution of higher learning, has a key role in ensuring that the contribution of government towards creating more access to university education is measurable. The university therefore must expand her facilities to cater for the increased demand for higher education in Kenya. This situation requires greater corporate focus, proper assignment of required resources, efficient and effective utilization of these resources and continuous monitoring. This strategic plan provides us with the roadmap towards achievement of the university mandate and functions for the period under review. The strategic plan is also congruent with the Kenya Government s medium term plans geared towards achievement of the economic, social and political pillars. This process requires great support from our stakeholders to realize the overall objectives. This document should be seen as an inspiration for stakeholders to deliver maximum benefits and value in terms of quality university education and accruing value to the larger society. The greatest challenge in reviewing this strategic plan has been the involvement of the stakeholders in shaping the future of JKUAT. This process has heightened commitment and excitement and altered mindset for successful implementation of the Strategic Plan. It is therefore incumbent upon all stakeholders including Council members, staff and students among others to guard jealously their aspirations as spelt out in this strategic plan in order to ensure its successful implementation. The University must remain focused and be prepared to continuously adjust to new ideas and developments during the implementation of this plan. JKUAT Strategic Plan

7 The University Council will remain resolute in providing unwavering support and leadership so that the plan is implemented within the stipulated time period. May I take this opportunity to thank all the players who in one way or another contributed to the production of this important strategic plan. MR. ADAN A. MOHAMMED CHAIRMAN OF COUNCIL JKUAT Strategic Plan

8 ACKNOWLEDGEMENT I wish to express my gratitude on behalf of Jomo Kenyatta University of Agriculture & Technology to those who contributed towards the revision of this Strategic Plan. My appreciation goes to the staff, students, and all senior management and key stakeholders such as the Government of Kenya, strategic partners, JICA and the private sector for their commitment and invaluable ideas and suggestions in the revision of this Strategic Plan. Special mention goes to the Chancellor, Chairman of Council, the Council, the Senate and the entire University fraternity for their wise leadership, valuable contributions, understanding and support in the revision of this Strategic Plan. Finally, my appreciation goes to Corplan Consultants for facilitating the strategic management process and the revision of this Strategic Plan. PROF. Mabel Imbuga VICE CHANCELLOR JKUAT Strategic Plan

9 ABBREVIATIONS AND ACRONYMS AA ACADEMIC AFFAIRS AAU ASSOCIATION OF AFRICAN UNIVERSITIES AICAD AFRICAN INSTITUTE FOR CAPACITY DEVELOPMENT APD ADMINISTRATION, PLANNING AND DEVELOPMENT AG ACTING ARCH ARCHITECTURE BEE BIOMECHANICAL & ENVIRONMENTAL ENGINEERING BIOCHEM BIOCHEMISTRY BPS BOARD OF POSTGRADUATE STUDIES CBD CENTRAL BUSINESS DISTRICT CEP CONTINUING EDUCATION PROGRAMMES CHE COMMISSION FOR HIGHER EDUCATION CMGT CONSTRUCTION MANAGEMENT COMESA COMMON MARKET FOR EASTERN AND SOUTHERN AFRICA EAC EAST AFRICAN COMMUNITY ECOWAS ECONOMIC COMMUNITY OF WEST AFRICAN STATES EPD ENTREPRENEURSHIP AND PROCUREMENT DEPARTMENT FS&T FOOD SCIENCE & TECHNOLOGY GEGIS GEOMATIC ENGINEERING & GEOSPATIAL INFORMATION SYSTEMS HELB HIGHER EDUCATION LOANS BOARD HIV/AIDS HUMAN IMMUNO-DEFICIENCY VIRUS / ACQUIRED IMMUNE DEFICIENCY SYNDROME IASTE INTERNATIONAL ASSOCIATION OF STUDENTS IBR INSTITUTE OF BIOTECHNOLOGY RESEARCH ICIPE INTERNATIONAL CENTRE FOR INSECTS, PEST AND ECOLOGY ICRAF INTERNATIONAL CENTRE FOR RESEARCH ON AGROFORESTY ICSIT INSTITUTE OF COMPUTER SCIENCE & INFORMATION TECHNOLOGY ICT INFORMATION COMMUNICATION TECHNOLOGY IEET INSTITUTE OF ENERGY AND ENVIRONMENTAL TECHNOLOGY IGUS INCOME GENERATING UNITS IHRD INSTITUTE FOR HUMAN RESOURCE DEVELOPMENT IT INFORMATION TECHNOLOGY ITROMID INSTITUTE OF TROPICAL MEDICINE & INFECTIOUS DISEASES IUCEA INTERUNIVERSITY COUNCIL OF EAST AFRICA JAB JOINT ADMISSIONS BOARD JICA JAPAN INTERNATIONAL COOPERATION AGENCY JKUAT JOMO KENYATTA UNIVERSITY OF AGRICULTURE & TECHNOLOGY KARI KENYA AGRICULTURAL RESEARCH INSTITUTE KCA KENYA COLLEGE OF ACCOUNTANCY KEBS KENYA BUREAU OF STANDARDS KEFRI KENYA FOREST RESEARCH INSTITUTE KEMRI KENYA MEDICAL RESEARCH INSTITUTE KIM KENYA INSTITUTE OF MANAGEMENT KSPS KENYA SCHOOL OF PROFESSIONAL STUDIES KV2030 KENYAN VISION 2030 JKUAT Strategic Plan

10 MOU MEMORANDUM OF UNDERSTANDING MTP MEDIUM TERM PLAN OF VISION 2030 NGOS NON GOVERNMENTAL ORGANIZATIONS NIBS NAIROBI INSTITUTE OF BUSINESS STUDIES RPE RESEARCH PRODUCTION AND EXTENSION SABS SCHOOL OF ARCHITECTURE AND BUILDING SCIENCES SPC STRATEGIC PLANNING COMMITTEE SACCO SAVINGS & CREDIT COOPERATIVE SOCIETY SWOT STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS UMB UNIVERSITY MANAGEMENT BOARD VC VICE CHANCELLOR JKUAT Strategic Plan

11 EXECUTIVE SUMMARY JKUAT is currently guided by a 10 year strategic plan ( ). The principal reference policy at its formulation was the Economic Recovery Strategy for Employment and Wealth Creation (ERSEWC) whose end was marked in Subsequently, the Kenyan Government has formulated a new National Vision 2030 ( ). Its implementation is approached through five year planning horizons. In keeping with national responsibility aligned to its mandate, JKUAT is under duty to play its role and commitment. This underscores the need for the alignment of its strategic plan to the new Kenyan vision In compliance with the performance contracts policy in government, the planning platform must be linked to the implementation platform. The strategic plan is premised on involvement on account of analysis, informed action, follow up and evaluation of results. These are clearly set out in the analysis results, goals, strategic issues, strategic objectives, strategies and activities that the JKUAT intends to pursue in the next four years. This plan is presented in five chapters where chapter one gives an introduction within which an overview of the JKUAT, justification of the plan, the strategic planning process and the plans organization are included. Chapter two gives an institutional review detailing the fundamental statements covering the vision, mission, mandate, core functions, core values, statement of principles, value proposition, policy priorities, current organizational structure, current funding and achievements of the university. Chapter three presents the formative analysis covering SWOT, STAKEHOLDER, PESTEL and SITUATION analyses. Chapter four details the strategic issues, strategic goals and objectives as well as strategies and activities to be pursued during the plan period. Chapter five tail ends the plan with the implementation, monitoring, review and evaluation processes. JKUAT Strategic Plan

12 CHAPTER ONE: ORGANIZATION IN PERSPECTIVE 1.0. Introduction JKUAT is a public agency of the Kenyan Government. Under the Presidential Circular No.1/2008 of May 2008 on organization of government of the republic of Kenya, JKUAT among other universities are placed under the Ministry of Higher Education, Science and Technology. JKUAT was founded in 1981 as a middle level college named Jomo Kenyatta College of Agriculture and Technology. Later in 1989 it became a constituent college of Kenyatta University and admitted its first group of students to the undergraduate degree programmes. JKUAT attained its full fledged University status in Throughout this period JKUAT was under a technical co-operation agreement between the Governments of Kenya and Japan, until the year 2001 when the programme ended. As a middle level college the institution ran certificate and diploma courses in Agriculture, Engineering and Architecture. Upon being upgraded to a constituent college it offered diploma and degree courses in Agriculture, Science, Engineering and Architecture. Over these years, JKUAT had a Vision, which read: Strive to emerge as a regional Centre of Excellence in the fields of Agriculture, Engineering, Technology, Applied Sciences and Enterprise Development; and a Mission, which read: to enhance human resource development through distinctive training and research. JKUAT s competitive advantage lies in her ability to maximize on the brainpower, of its trainers and trainees, in the building of human capacity and development of human resources, provision of quality university education in science and technology, which make JKUAT a strategic institution for economic development Justification of the Review of JKUAT Strategic Plan As one of the State Corporations under the ministry of Higher Education in the government of Kenya, JKUAT needs to define its strategic direction in line with the government policy as set out in the guidelines on strategic planning issued by the Ministry for Planning and National Development and Vision 2030, guidelines on MTEF by the Ministry of Finance, guidelines on M&E by National Integrated Monitoring and Evaluation System for Kenya , guidelines on the performance contracting by the reform and performance contract secretariat, Kenya vision 2030 Medium Term Plan, sessional paper No. 1 of 2005, EAC Treaty on Education and the sector policy and strategy, IUCEA development plan and the NEPAD all education programmes among others. All these take into account the dynamic circumstances in the demand for Higher Education. The JKUAT Strategic Plan covers all these key policy documents and provides the university s rallying vision, mission, core functions, core values, principles, strategic issues, strategic objectives, organizational structure and resource requirements. The emphasis in the strategic planning process has been placed on complements of facts and capacities as a strong basis for implementation. JKUAT Strategic Plan

13 In spite of global economic uncertainties that lie ahead of our country this Strategic Plan will assist JKUAT to overcome its weaknesses and threats as well as maximize on its strengths and opportunities for the benefit of the country and the region at large The Strategic Plan Review Process Preliminary briefing sessions held with the Vice Chancellor, Deputy Vice Chancellors, and heads of division provided the first opportunity for a rapid situation analysis to underscore the outstanding issues and determine the expected outcomes of the strategic planning process. A literature review and analysis of a series of key reference materials followed. This was done with a view to integrating the provisions therein that related to the JKUAT mandate and to incorporate the essential planning inputs not taken into consideration during the formulation of the JKUAT strategic plan Additional information was gathered through consultations with key internal and external stakeholders including but not limited to government ministries, parastatals, private companies, students and university staff. Both primary and secondary data were collected, analyzed and evaluated for relevance to this strategic plan review Process To guide the review process, was a liaison Committee consisting of representatives from each division serving under the chairmanship of the DVC, APD. Regular consultations were carried out with the liaison committee and progress reports communicated. Regular briefings were made to guide the generation of inputs as to positions forming as well as imparting the principles and concepts for effective planning. A four day internal stakeholders retreat was held at Merica Hotel in Nakuru, from the 13 th to the 16 th of June, 2009 to discuss the formulation of the zero draft. The process of stakeholder validation included sessions with the governance organs of JKUAT. The views and amendments arising therefrom were incorporated into a final strategic plan Information Gathering Through consultations, benchmarking, literature review, one on one discussions and workshops, the consultant collected the pertinent information, analyzed and reviewed it jointly with the liaison team to provide an adequately informed basis for developing the components of this strategic plan Organization of the Plan The reviewed JKUATC Strategic Plan is organized and discussed in six chapters. Chapter One involves an introduction, which gives an overview of JKUAT, a justification of JKUAT Strategic Plan and the summary of its organization. Chapter Two covers the JKUAT review as an institution, while Chapter Three involves the Formative Analysis. Chapter Four covers the JKUAT strategic direction wherein strategic issues, objectives, strategies and activities adopted are detailed. Chapter Five presents proposed structural reforms and resource mobilization in response to the reviewed strategy. Chapter Six presents the implementation, monitoring and evaluation processes inclusive of the structures for delivery. The chapter covers the implementation matrix as presented in Annex I. JKUAT Strategic Plan

14 CHAPTER TWO INSTITUTIONAL REVIEW 2.0. Introduction JKUAT was founded in 1981 as a middle level college named Jomo Kenyatta College of Agriculture and Technology. Later in 1989 it became a constituent college of Kenyatta University and admitted its first group of students to the undergraduate degree programmes. JKUAT attained its full fledged University status in As a middle level college the institution ran certificate and diploma courses in Agriculture, Engineering and Architecture. Upon being upgraded to a constituent college it offered diploma and degree courses in Agriculture, Science, Engineering and Architecture. As provided for in the JKUAT Act, 1994, the functions and objectives of JKUAT have been detailed to include, to provide directly or indirectly or in collaboration with other institutions of higher learning facilities for university education and integration of teaching, research and effective application of knowledge and skills to the life, work and welfare of the citizen of Kenya; participation in the discovery, transmission and preservation and enhancement of knowledge to stimulate the intellectual participation of students in the economic, technological, agricultural, professional and cultural development of Kenya; playing an effective role in the development of agriculture and technology in conjunction with industry and to provide extension services so as to contribute to social and economic development of Kenya; finally, subject to the university Act (Cap 210), cooperating with government in the planned development of the university education and in particular to examine and approve proposals for new faculties, new departments, new degree courses or new subjects of study proposed to it by any constituent college or other post-secondary institution; to determine how to teach, what may be taught, how it may be taught and when it may be taught at the university. International, continental, regional and national governance instruments as well as management circulars issued from the offices of the president define other areas of the institution s responsibility. Informal expectations from stakeholders orientate or generate further areas of the institution due for responsibility. JKUAT formulated its current development strategy, the JKUAT Strategic Plan , which guided its functions in before this review and alignment to the new national KV 2030 MTP. A review of its four year implementation shows that the plan was not adhered to hence the goal was not fully achieved. It also shows that the formulation was inconsistent with the principle of sublimity thereby making the plan ineffective in its intended contribution to development as the vision then stated. JKUAT Strategic Plan

15 2.1. Fundamental Statements Vision Statement The Jomo Kenyatta University of Agriculture and Technology vision is to be, A university of global excellence in training, research and innovation for development Mission Statement To provide accessible quality university education, training, research and innovation in order to produce leaders in the fields of Agriculture, engineering, technology, enterprise development, health and other applied sciences to suit the needs of a dynamic world Mandate and Core Functions As provided for in the Jomo Kenyatta University of Agriculture and Technology Act, 1994, the university is mandated as follows; (a) To provide directly or indirectly or in collaboration with other institutions of higher learning, facilities for University education (including agriculture, scientific, cultural, technological, and professional education), and integration of teaching, research and effective application of knowledge and skills to the life, work and welfare of the citizens of Kenya; (b) To participate in the discovery, transmission and preservation and enhancement of knowledge and to stimulate the intellectual participation of students in the economic, technological, agricultural, professional and cultural development of Kenya; (c) To play an effective role in the development of agriculture and technology in conjunction with the industry and to provide extension services so as to contribute to the social and economic development of Kenya; (d) Subject to the Universities Act (Cap 210), to cooperate with the Government in the planned development of University education and, in particular, to examine and approve proposals for new faculties, new departments, new degree courses or new subjects of study proposed to it by any constituent college or other post-secondary institution; to determine who may teach, what may be taught, how it may be taught and when it may be taught at the University. Drawn from the mandate, JKUAT has formulated the following core functions; 1. Provide quality university education and training 2. Stimulate intellectual participation of students and staff 3. Provide foundation for professional development 4. Carry out research and innovation activities 5. Participate in discovery, preservation and application of knowledge 6. Engage in productive linkages and partnerships 7. Engage in needs-based community service and technology transfer for development JKUAT Strategic Plan

16 Core Values JKUAT core values constitute the fundamental bedrock beliefs that drive the University. These beliefs are essential and must be upheld because they make the university visionary for the defined standards of behaviour that make her culture. These values will help JKUAT in the transformation of her human conduct in governance and management practices. JKUAT therefore upholds the following core values; Quality Adopt and ensure high standards in executing the JKUAT mandate. Team work Adapt a participatory approach in discharging the mandate of the university Professionalism Maintain high standard of operations through skill development and training Innovation Utilize the latest, up to date and most appropriate technology in achieving JKUAT objectives Dynamism Achieve new heights with exemplary success drawing from high levels of energy and enthusiasm. Transparency Uphold clarity and simplicity in all JKUAT endeavours. Accountability Demonstrate responsibility for all JKUAT decisions, actions and responsive explanations. Integrity Uphold the quality of being honest and having strong moral principles in all its operations Statement of Principles JKUAT s achievement of the objectives articulated in its Strategic Plan shall be governed by the principles of: Shared responsibility: This provides for peer complementarity in effective delivery of university programmes and projects Delegated authority: This provides for the transfer of devolved responsibility for ease of execution Subsidiarity: This provides for multi level participation and the involvement of a wide range of stakeholders in realization of the university s aspirations. Equity: Provide for conscious balance in distribution of benefits accruing or to be derived from the university s programmes and projects. JKUAT Strategic Plan

17 Responsiveness: This demands informed engagement to focus utilization of university resources. Asymmetry: This recognises the need to address differentials and imbalances in the university programmes and projects. Sublimity: This will enable harmonisation of national policies, strategies, plans, laws and standards with other universities at national, regional and international levels Value Proposition A dynamic, future-oriented institution with a strong focus on excellence through generation and delivery of applicable knowledge for socio-economic development Philosophy JKUAT s success will depend on visionary leadership, innovation and teamwork. JKUAT shall endeavour to attract, develop, motivate and retain a multi skilled workforce and nurture a consultative working environment. JKUAT shall adopt ethical standards and best practices and utilize the latest up to date and most appropriate technology. JKUAT shall strive to contribute to the communities and environment among which she operates to realize both her vision and mission. (Update) 2.3. The Current Organization Structure and Staffing Levels As provided for under clause 11 (1and 2) of the JKUAT Act, 1994, the President of the Republic of Kenya has appointed the Chancellor for Jomo Kenyatta University of Agriculture and Technology who is the head of the University. The President has appointed the Council whose function is to govern, control and administer the University. He has also appointed the Vice Chancellor who is the JKUAT chief executive. The Deputy Vice Chancellor (Academic Affairs), Deputy Vice Chancellor (Research, Production and Extension) and Deputy Vice Chancellor (Administration Planning and Development) have been appointed by the Council to assist the Vice Chancellor in the day to day running of the University. The Chief Public Relations Officer, Director Enterprise Development, Chief Internal Auditor and the Chief Security Officer report directly to the Vice Chancellor. The Deans, Registrars, Principal Medical Officer, University Librarian, Directors of Institutes, report to respective Deputy Vice Chancellors. The University Council comprises of distinguished leaders in Education, Finance, Management, Science, Agriculture, Technology, Engineering and other professions. This team works towards making JKUAT strive passionately towards the betterment of the Kenyan people and the World in general through the provision of quality scientific and technological university education. The new organization structure facilitates maximization of human resources capacity and technology towards a broad unity of purpose, with training and research as the core functions. It reduces duplication of efforts, encourages speed in the decision-making process and has an inbuilt results oriented performance approach. The current organization structure of the university is as shown in Appendix II JKUAT Strategic Plan

18 2.4. Current Funding Government Funding and Expenditure Over the analysis period, the recurrent budget of JKUAT has maintained at Ksh.881,070,048 for the last three financial years, that is, 2006/07, 2007/08 and 2008/09. Significant variations are observed between this figure and the budget submission for the three years. The university submitted Ksh. 3,592,321,063, Ksh. 5,709,352,329 and Ksh. 4,463,798,056 for the three years consecutively. In the current financial year, 2009/10, the university s allocation increased to Ksh.1,165,000,000 thereby reflecting a 32.2% increase. However this too did not match the submission of Ksh.5,720,000,000 that the university had made. The university has increased to receive low budgetary allocations despite the role it plays in economic development of this country. University s funding and Expenditure for the period 2006/ /09 is as tabulated below; Financial Year Budget Submission Government Capitation Appropriations- In- Aid Actual Expenditure 2006/2007 3,592,321, ,070, ,046,960 1,848,306, /2008 5,709,352, ,070,048 1,160,528,072 2,040,874, /2009 4,463,798, ,070,048 1,708,958,032 2,500,000, /2010 5,720,000,000 1,165,000,000 1,935,000, Alternative Funding and Expenditure Apart from government funding the university is able to generate revenue from alternative sources, these include, fees from students and income generating activities. This has substantially increased through the analysis period. In 2006/07 the university raised Ksh980,046,960, in 2007/08, Ksh. 1,160,528,072 was raised resulting to 18.4% increase. In 2008/09, Ksh. 1,708,958,032 was raised thereby reflecting an increase of 47.3%. Following the trend above, the university targets to raise, Ksh.1,935,000,000 in the financial year 2009/10. JKUAT Strategic Plan

19 CHAPTER THREE FORMATIVE ANALYSIS 3.0. Introduction JKUAT exists within the context of the Kenyan political, economic and social environment. Issues of cultural, economic and regional diversity are critical for her existence. JKUAT is therefore a creation of her history, traditions, background, surroundings and her relationship with all her stakeholders. These factors which are both internal and external affect the way JKUAT accomplishes her vision and mission. In fact some significant threats and opportunities are available to guide the University towards specific objectives. The political, social, economic and technological challenges influence and even determine the opportunities and restraints for realizing the strategic objectives SWOT Analysis JKUAT has therefore identified through SWOT analysis techniques key strengths, weaknesses, opportunities and threats as discussed here below. STRENGTHS 1. Diversified and well balanced market driven academic programs and curricula 2. Opportunities for increased revenue from income generating projects 3. Improved student welfare services for high student retention rate 4. Integration of ICT in university operations 5. Amiable relationship between Juja community and JKUAT 6. Increased access to JKUAT programs through new campuses and collaborating institutions 7. Open door policy in management of staff and student issues 8. Transformative leadership style 9. Strong linkages with international, regional and national institutions of higher learning and other educational bodies 10. Strategic location of JKUAT in a noise-free environment easily accessible from the capital city of Nairobi and the highland of Mount-Kenya 11. Established campuses at strategic locations 12. Strong human resource base 13. strong capital resource base 14. Disciplined culture among students and staff 15. Strong adherence to the academic calendar 16. Strong staff welfare facilities such as the University hospital and staff SACCO WEAKNESSES 1. Lowly motivated staff 2. Inadequate maintenance of buildings and facilities 3. Rigid and bureaucratic administrative procedures and processes 4. Limited funding for programmes and programme development 5. Lack of elaborate and fool proof reward system for best performing staff and students 6. Embracing Functional approach by university Departments 7. Lack of team spirit in some University activities 8. Inadequate teaching and learning facilities. 9. Limited funds for research and innovation 10. Weak marketing strategies for University programs 11. Poorly stocked Library 12. Inability to attract and retain best staff 13. Lack of policy for physically, mentally and visually challenged individuals 14. A differentiated staff development policy for academic and non-academic staff 15. Lack of clear policy for appointment to senior positions 16. Lack of policy on HIV/AIDS JKUAT Strategic Plan

20 17. Competent and Supportive Council 18. Participative and supportive Alumni 19. participative approach in management (in decision-making and policy formulation) OPPORTUNITIES 1. Change of government fiscal and monetary policy; 2. Political stability in the country and within East Africa; 3. High demand for university education; 4. ICT growth and its application in teaching and research; 5. National and International jobs opportunities for Kenyan graduates; 6. Strategic partnership with local and international organizations; 7. Innovative technological advancements; 8. Increased investment in research development activities by the university and the Government; 9. Emerging global economic blocks; 10. Growth of service industry 11. Opportunities for students loans and bursaries; 12. A growing alumni and students exchange programs 13. International partnership and collaborative opportunities; 14. Training, research and consultancy services within EAC and COMESA region; 15. Linkages with reputable private and public sector organizations; 16. Staff exchange programs locally and internationally; 17. Market opportunities for rolling out JKUAT programs in neighboring countries; 18. Great demand for higher education in Kenya; 19. Rising demand for short courses that are business oriented 20. Increased demand for the University products and services; 21. Medium term plans and Vision JKUAT s good national and international image 23. Open door policy on student leadership 3.2. STAKEHOLDER Analysis 17. Lack of regular performance appraisal system for staff 18. Lack of Job descriptions for university staff 19. Weak policy on students exchange program 20. Weak social and recreational facilities for staff and students 21. Inadequate transport facilities THREATS 1. Affordable and competitive academic programs in other Universities 2. Prevalence of HIV/AIDS and other epidemics; 3. Impact of high poverty levels on university education 4. Decline of financial sustainability to support the University s growth; 5. Proliferation of common and uniform academic courses; 6. Maintenance of quality assurance on all University programs; 7. Increased competition from other universities and other tertiary technical colleges offering University programs 8. Mismatch of teaching and learning facilities with students admission 9. Changes in technology 10. Rising unemployment for graduates; 11. Danger of an unstable economic and political environment; 12. Politically appointed management and leaders; 13. Brain drain effects on the university HR base. 14. Weak JKUAT-industry linkages; 15. Dependence on government and donor funding for University programs; 16. Increased competition from international universities with satellite campuses 17. Decline of moral values and ethics at the University; 18. High rate of insecurity at JKUAT JKUAT Strategic Plan

21 JKUAT recognizes the existence of a number of stakeholders with diverse interests and influence on the conduct of its activities. The major stakeholders identified include students, staff, the government, the community, the industry, development partners, research and development institutions and, institutions of higher learning, all with stakes in the performance of the University. JKUAT strongly believes that the identified stakeholders are critical to the success of its activities. It is the commitment of the University to carry out stakeholder analysis on a continuous basis in order to identify changing needs to ensure cooperation and support in the achievement of its mission. The university s linkage with its stakeholders is summarized in the following Table: - Table 1: Linkage with Stakeholders Stakeholder Stakeholder Expectation JKUAT Expectation Students Quality and affordable Discipline programmes Compliance with the Conformance of programmes university rules and to relevant professional regulations regulatory bodies Academic excellence Variety academic Sanity and order programmes Health and recreation facilities Safe accommodation Affordable and good quality catering services Health, safe and secure environment Defined programmes schedules Staff Sustainability of the University Defined career progression Health, safe and secure environment Security of tenure Training and development opportunities Welfare services Equity Adequate remuneration Government Quality human resource capacity for national development Programmes based on national development needs Innovations for Quality service Meritocracy Loyalty and sustainable service Regular and adequate funding. Development of policies that govern university education JKUAT Strategic Plan

22 industrialization Needs-based community extension and technology transfer Proper utilization and accounting of Government contributions Community Social responsibility programmes Improved roads Clean environment Disciplined students Needs-based extension Creation of jobs Appropriate technologies Development partners Efficient use of donations and grants Funded project outputs Industry Research outputs and innovations of commercial value Quality graduates Joint research and development projects Solutions to industrial and operational problems Research and development institutions and institutions of higher learning Joint projects Exchange programmes Sharing the use of critical equipment and other resources Cooperation Responsibility Information Support Donor support Stewardship Mutual benefits Sustainable partnership Utilization of products and opportunity for graduates Collaboration Knowledge exchange Mutual projects support Peer guidance JKUAT Strategic Plan

23 3.3. PESTEL Analysis Policy Factors: Since 2005, the education sector has been guided by the sessional paper No. 1 of 2005 on a policy framework for education, training and research. The policy is premised on the focus on education as enhancing the ability of Kenyans to preserve and utilize the environment for productive gain and sustainable livelihoods. In addition, the development of quality human resource is central to the attainment of national goals for industrial development. Education is necessary for the development and protection of democratic institutions and human rights. Indeed the provision of quality education and training is in fact a human right for all Kenyans in accordance with the Kenyan law and the international conventions. University education is central to national development with the long term policy of the government of Kenya being provision of a framework for a sustainable, competitive and autonomous national university system. Any strategic university would ride on its comparative strengths as well as focus on reducing wastage through unnecessary duplication. Further, such a university will pursue the development of a diversified financial base and enhanced managerial independence complete with requisite efficiency and effectiveness. Attention shall be paid to issues of relevance, responsiveness to the market and to national priorities. Indeed university education and training need to be demand driven, of high quality, gender sensitive, technologically informed, research supported, well governed and globally marketable. All these will heavily gain through creation of linkages with universities and relevant industries. Admitted, the expansion of higher education over the past two decades has been rapid. However, challenges outstand in the areas of access, equity, quality, modernization, research, governance and prudence in management. Other policies that would impact on the management of JKUAT would be those formulated and/or reviewed by CHE, HELB, JAB and other relevant institutions. On the other hand, JKUAT would draw from and be bound by policies for higher education formulated by the EAC secretariat, IUCEA, AICAD and AAU. Political Factors: The political governance in Kenya is vested in a two party coalition government. Both parties prior to the December 2007 elections rolled out their manifestos making broad political commitments. In direct reference to higher education, the following political commitments marked their intentions; Rationalize university administration to reduce costs and increase efficiency. Encourage the participation of omen and other marginalized groups in university education Invest in research, development and innovation through the establishment of an agency that brings together current research, proof of concept, incubator and equity support from the government. Allocate more funds to increase learning facilities in public universities. Expand HELB support to enable it to disburse greater funds beginning with Ksh. 2billion in 2008 and to disburse loans to all university students both in public and private universities. Restructure CHE to boost its capacity sufficiently in order to fulfill its expanded mandate. Start and open university in Kenya in July 2008 Design a comprehensive student financing programme to ensure that all those who enroll for university are given loans by HELB. JKUAT Strategic Plan

24 It is hoped that the foregoing would be key references for government policy formulation and review as well as commitment for university oriented projects and programmes. Meanwhile, under the Kenyan vision 2030, the universities are charged with the responsibility of creating a knowledge based society that upholds justice, democracy and accountability. In this regard, the university will be under duty to promote a culture of compliance with laws, civility and human decency in behaviour among the university community and between the university community and outside world. At the same time, the government, communities, development partners and other stakeholders continue to make substantial investment to support higher education programmes and projects. The regional political leadership is supportive of regional expansion. JKUAT is already setting up pilot centers in Arusha and Tanzania. The integration of the 5 partner states that form the EAC provides a wider catchment of the students population due to political will of the states. Economic Factors: In 2007, the Kenyan economy grew by 6.3% having begun from 0.6% in The growth rate has since dropped to 1.7% in On the other hand, the inflation rate has shot up from around 30% to 48% per annum over the same period. Used as economic indicators, these fluctuations impact negatively in the demand for education and government support extended to higher education. By extension, the high inflation rate affects the ability of the students to access basis needs and impact negatively on their academic lives. At institutional level, the increase in the student enrollment has not been matched by the desired government expenditure on universities. JKUAT has growingly been compelled to address its funding shortfall from alternative efforts. Social Factors: Kenya Is destined to have population census in August The result is bound to realize an increase from the current population placed at 38 million within which the age group of years is representative of 38%. This age group at which the human capital formation takes place is projected to grow to approximately 45% of the national population thereby laying further demand on access to university education. Over the years, lack of employment, limited skills, lack of resources and opportunities has led to this Kenyan youth to be highly dependent in household and very limited state support. Consequently, their criminal tendencies, drug abuse and other variety of social ills have been attractive. For the same reasons, vulnerability among youths has increased. JKUAT among others is faced with the challenge to develop and execute intervention mechanisms such as counseling, mentorship and provision of pastoral care. JKUAT Strategic Plan

25 Technological Factors: The importance of technology along with its key components of information and communication to socioeconomic and political development cannot be over emphasized. The government of Kenya has therefore promoted its development and use. Over the next three years, this will be marked by rapid improvement in ICT infrastructure. Further efforts will be on development and implementation of national and regional policies and regulations aimed at effective governance of the sector as well as growing investor interest. Ultimately, the recognition that information is a resource which must be generated, collected, organized, leveraged, secured and presented to enhance national prosperity underscores the central role of institutions of higher learning in the sector. Under the Kenya Vision 2030, JKUAT (ICT incubators) has been identified to collaborate in the Madaraka PC project under which the government intends to implement a project to assemble a low cost PC for the national and regional market. The project is intended to provide an incubation environment for students in local universities. The university is therefore having a rear opportunity to develop the requisite capacity to take advantage of the opportunities flowing there from. The university has realized tremendous growth in adoption and utilization of advanced technology. Towards furthering these gains, the university is in the process of formulating an ICT policy which will broadly draw from the e-government strategy and specifically seeks to take advantage of the installation of the optic fiber network. The university acknowledges the advancement in relevant technologies to support research, teaching and innovative efforts. The university will embrace and seek modern pedagogical approaches e.g. e-learning and video conferencing towards attaining its goals under this plan. The scenario envisaged ultimately is that of a paperless university in all its programmes and projects. Environmental Factors: Like any other country, Kenya s economic growth is dependent upon exploitation of its environmental and natural resources. Over the years, this has been marked by heightened activities in the sectors of agriculture, tourism, manufacturing and geo exploration. These same areas are bound to realize further growth as anticipated in the Kenyan vision Resulting there from will be increased pollution levels and generation of larger quantities of wastes. In mitigating possible effects, better ways on disposal management will be desirable. The anticipated population growth is likely to impact adversely on the environment besides demands for further exploitation of the natural resources. Given its areas of discipline, JKUAT will have to rise up to contribute towards better environmental governance through relevant programmes and projects. Within its own management, the university will endeavour to pertain a clean, secure and sustainable environment appropriate for pursuit of its variety of goals. This effort will be accompanied with tapping into its existing potential and utilization of expansive land resource. The dynamic environment that we are serving is under the adverse effects of climate change. The university will therefore embrace green technologies and also play a central role in research into ways of mitigating the general and specific effects of climate change. JKUAT Strategic Plan

26 Legal Factors: Universities in Kenya are considered as state corporations making them fall under the purview of State Corporations Act Cap 466 of the laws of Kenya. Legal notice No. 93 of 2004 introduced performance contracting into the management of all state corporations. Guidelines annually developed by the performance contract steering committee have linked the contracts as medium of implementation of strategic plans including the one for JKUAT for the year Other government agencies namely CHE, HELB that directly impact on the management of the various public universities have been established and are governed by equally independent Acts of parliament. Regionally, the creation of IUCEA provides through its legal instruments the scope of and opportunity for advancing higher education interests in the region. Apparently, there exists limited harmonization between these varieties of governing Acts. There exists a pending bill on university education that was recently placed before a forum of stakeholders for validation. Within it, there exists a proposal for creation of commission for university education to effectively address the ongoing dynamism in the sector. JKUAT stand governed by the constitution of Kenya and hopes to reap from its impeding reviews as well as possible harmonization of existing laws soon after. The anticipated national constitutional review is indicative of transferring rights to the citizenry that will likely impact on management of university education. There are continuous legal reforms that are being undertaken on existing laws that are governing university education and the management of state corporations of which JKUAT is one. One such reform is the Legal Notice No. 93 of 2005 that has brought performance management in government agencies. Supplementary legislation to the JKUAT act has since led to the constitution of constituent colleges and in the process has provided the university with opportunity to mentor other budding institutions. JKUAT Strategic Plan

27 3.4. SITUATION Analysis The JKUAT Strategic Plan is reviewed on account of the following emerging priority areas due for attention over the next 3 years; 1. Student enrolment 2. Academic programs 3. Number of graduates 4. Staff establishment 5. Infrastructure development 6. Research and innovations 7. Linkages and partnerships 8. Community Extension and Technology Transfer 9. Institutional management 10. Resource Requirement Student enrolment The increasing population growth in the country in the background of the recently introduced government policy on free secondary education has led in exponential growth in demand for higher education in Kenya. Further growth in population is realized through the EAC integration process under the guidance of IUCEA in respect of higher education. The social demand approach holds that the society will continuously seek increased education opportunities out of the perception that education can guarantee a socio-economic advancement. In 2006/2007 academic year JKUAT had a student population of 10,561. In 2007/2008 the population was 11,370. This shows an increase in the student population by 809 (7.66%) from the previous year. In 2008/2009 academic year, the population of students was 14,106. This indicates an increase in the student population by 2,736 (24.06%) from the previous year. In 2009/2010 academic year (currently) JKUAT has a student population of 15,655. This shows that the number of students increased by 1,549 (10.98%) from the previous year. JKUAT therefore has an opportunity to increase its intake and at the same time appeal to a large marker for its programmes. It is therefore envisaged that JKUAT will expand opportunities for qualified Kenyans specifically and East Africans in general to access university education. The current enrollment level of 15,655 will realize a growth rate of not less than 5% annually for the next 3 years. In this regard, JKUAT will implement the relevant national and regional policies, objectives and legal framework that guide access to and quality of higher education. This will directly impact on the university in the areas of infrastructure, equipment, human resources and financial resources. Academic programmes Higher education has in the recent past noted emphasis on quality and relevance of academic programmes. Universities of long standing have in response undertaken rationalization of academic programmes with the aim of creating centres of excellence and making each university acquire comparative advantage. Alternatively, expansion of higher education has been marked by creation of well researched and quality based academic programmes in a bid to address the dynamic needs of society. Other steps JKUAT Strategic Plan