Strategic Plan 2013-2017 - Jomo Kenyatta University of...
Transcript of Strategic Plan 2013-2017 - Jomo Kenyatta University of...
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
WI-2-1-1-1 JKUAT Strategic Plan 2013-2017
TECHNOLOGY FOR DEVELOPMENT
JOMO KENYATTA UNIVERSITYOF
AGRICULTURE AND TECHNOLOGY
Strategic Plan 2013-2017
Realigning JKUAT Contribution to National, Sectoral and Development Goals
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Published by:Jomo Kenyatta University of Agriculture & TechnologyP.O. Box 62000 - 00200 NAIROBI, KENYA
© JKUAT, 2013
All rights reserved. No part of this publication may be reproduced or utilised in any form or by any means, electronic or mechanical, including photocopying and recording or by any information storage and retrieval system, without prior written permission from the publisher.
First Published in May 2013
P.O. BOX 62000 – 00200 CITY SQUARENAIROBI, KENYATel: +254-67-5352711, 5352181-4Fax: +254-67-52164E - Mail: [email protected]: http://www.jkuat.ac.ke
Designed and Printed by: Soloh Worldwide Inter-Enterprises [email protected]
iii
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TABLE OF CONTENT
FOREWORD........................................................................................................................... viiiACKNOWLEDGEMENT ..........................................................................................................xABBREVIATIONS AND ACRONYMS .................................................................................xiiEXECUTIVE SUMMARY .......................................................................................................xvCHAPTER ONE: INTRODUCTION .......................................................................................1
1.1 Organizational Perspective ...............................................................................................11.2 Justification for Review of the JKUAT Strategic Plan .....................................................21.3 The Strategic Plan Review Process ..................................................................................31.4 Organization of the Strategic Plan ...................................................................................4
CHAPTER TWO: INSTITUTIONAL REVIEW ....................................................................52.1 University Education ........................................................................................................62.1.1 Purpose of University Education ..................................................................................62.1.2 Expansion of University Education in Kenya ...............................................................62.2 The Role of JKUAT in Promoting Higher Education ......................................................82.2.1 Fundamental Statements ...............................................................................................92.2.2 Mandate and Core Functions ........................................................................................92.2.3 Core Values .................................................................................................................102.2.4 Statement of Principles ...............................................................................................112.2.5 Infusion of the Values and Principles into the Strategic Plan .....................................122.2.6 Value Proposition ........................................................................................................132.2.7 Motto ...........................................................................................................................142.2.8 Organizational Philosophy ..........................................................................................142.2.9 Organizational Structure and Staffing Levels .............................................................14
CHAPTER THREE: PESTEL AND SWOT ANALYSIS ......................................................153.1 PESTEL Analysis ...........................................................................................................153.1.1 Political Factors ...........................................................................................................163.1.2 Economic Factors ........................................................................................................173.1.3 Social Factors ..............................................................................................................173.1.4 Technological Factors .................................................................................................193.1.5 Environmental Factors ................................................................................................213.1.6 Legal Factors ...............................................................................................................223.1.7 The Kenya Constitution ..............................................................................................233.2 SWOT and Stakeholder Analysis ...................................................................................253.2.1 SWOT Analysis ...........................................................................................................253.2.2 Remaining Competitive ..............................................................................................263.2.3 Stakeholder Analysis ...................................................................................................283.3 Emerging Strategic Issues ..............................................................................................313.3.1 Policy and Corporate Governance ..............................................................................313.3.2 Resource Mobilization ................................................................................................32
iv
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3.3.3 Resource Management ................................................................................................323.3.4 Financing and Financial Management ........................................................................333.3.5 Access ..........................................................................................................................343.3.6 Equity ..........................................................................................................................343.3.7 Quality, Relevance and Standards ...............................................................................353.3.8 Research and Innovation .............................................................................................353.3.9 Partnership and Linkages ............................................................................................373.3.10 Commercialization and Extension ............................................................................37
CHAPTER FOUR: SITUATION AND STRATEGIC ANALYSIS ......................................394.1 Introduction ....................................................................................................................394.2 Policy .............................................................................................................................404.3 Corporate Governance ...................................................................................................404.4 Human Resources Management .....................................................................................424.5 Financial and Procurement Management .......................................................................434.6 Infrastructure Development ...........................................................................................444.6.1 Availability of Facilities ..............................................................................................444.6.2 University Space Utilization .......................................................................................444.7 Information and Communication Technology ...............................................................454.7.1 Science Technology and Innovation ...........................................................................454.7.2 The University Website ...............................................................................................464.8 Undergraduate and Graduate Education ........................................................................464.8.1 Student Enrollment and Graduation ............................................................................464.8.2 University Satellite Campuses ....................................................................................474.8.3 Academic Programs ....................................................................................................484.9 Agriculture and Rural Development ..............................................................................494.10 Research and Innovations ............................................................................................504.11 Partnerships and Linkages ............................................................................................524.12 Extension Services and Technology Transfer ..............................................................534.13 Community Collaboration and Corporate Social Responsibility .................................544.14 Participation in Regional Integration ...........................................................................554.15 Risk Mitigation.............................................................................................................55
CHAPTER FIVE: STRATEGIC OBJECTIVES, STRATEGIES,PERFORMANCE INDICATORS AND OUTCOMES .........................................................58
5.1 Introduction ....................................................................................................................585.2 National Goals ................................................................................................................605.3 Policy .............................................................................................................................635.3.1 Rationale .....................................................................................................................635.3.2 Strategic Objective ......................................................................................................645.3.3 Strategies .....................................................................................................................645.3.4 Performance Indicators ...............................................................................................645.3.5 Outcomes.....................................................................................................................64
v
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.4 Resource Mobilization ...................................................................................................645.4.1 Rationale .....................................................................................................................645.4.2 Strategic Objective ......................................................................................................655.4.3 Strategies .....................................................................................................................655.4.4 Performance Indicators ...............................................................................................655.4.5 Outcomes.....................................................................................................................655.5 Undergraduate and Graduate Education ........................................................................655.5.1 Rationale .....................................................................................................................655.5.2 Strategic Objective ......................................................................................................675.5.3 Strategies .....................................................................................................................675.5.4 Performance Indicators ...............................................................................................675.5.5 Outcomes.....................................................................................................................675.5.6 International students ..................................................................................................685.5.7 University Satellite Campuses Projections and Strategies for Plan Period.................685.6 Partnership and linkages ................................................................................................695.6.1 Rationale .....................................................................................................................695.6.2 Strategic Objective ......................................................................................................705.6.3 Strategies .....................................................................................................................705.6.4 Performance Indicators ...............................................................................................705.6.5 Outcomes.....................................................................................................................705.7 Management of Human Resource ..................................................................................725.7.1 Rationale .....................................................................................................................725.7.2 Strategic objective .......................................................................................................725.7.3 Strategies .....................................................................................................................725.7.4 Performance Indicators ...............................................................................................725.7.5 Outcomes.....................................................................................................................735.8 Management of Financial Resources .............................................................................735.8.1 Rationale .....................................................................................................................735.8.2 Strategic Objective ......................................................................................................735.8.3 Strategies .....................................................................................................................745.8.4 Performance Indicators ...............................................................................................745.8.5 Outcomes.....................................................................................................................745.9 Infrastructure and Projects .............................................................................................745.9.1 Rationale .....................................................................................................................745.9.2 Strategic Objective ......................................................................................................755.9.3 Strategies .....................................................................................................................755.9.4 Performance Indicators ...............................................................................................755.9.5 Outcomes.....................................................................................................................765.10 Information Communication and Technology .............................................................765.10.1 Rationale ...................................................................................................................765.10.2 Strategic Objective ....................................................................................................76
vi
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.10.3 Strategies ...................................................................................................................765.10.4 Performance Indicators .............................................................................................775.10.5 Outcomes...................................................................................................................775.11 University Website .......................................................................................................775.11.1 Rationale ....................................................................................................................775.11.2 Strategic Objective ....................................................................................................775.11.3 Strategies ...................................................................................................................785.11.4 Performance Indicators .............................................................................................785.11.5 Outcomes ...................................................................................................................785.12 Agriculture and Rural Development ............................................................................785.12.1 Rationale ...................................................................................................................785.12.2 Strategic objective .....................................................................................................795.12.3 Strategies ...................................................................................................................795.12.4 Performance indicators ..............................................................................................795.12.5 Outcomes ...................................................................................................................795.13 Research and Innovation ..............................................................................................805.13.1 Rationale ...................................................................................................................805.13.2 Strategic Objective ....................................................................................................815.13.3 Strategies ...................................................................................................................815.13.4 Performance Indicators .............................................................................................825.13.5 Outcomes...................................................................................................................825.14 Extension and Technology Transfer .............................................................................835.14.1 Rationale ...................................................................................................................835.14.2 Strategic Objective ....................................................................................................845.14.3 Strategies ...................................................................................................................845.14.4 Performance Indicators .............................................................................................845.14.5 Outcomes...................................................................................................................855.15 Community Collaboration and Corporate Social Responsibility .................................855.15.1 Rationale ...................................................................................................................855.15.2 Strategic Objective ....................................................................................................855.15.3 Strategies ...................................................................................................................855.15.4 Performance Indicators .............................................................................................865.15.5 Outcomes...................................................................................................................86
CHAPTER SIX: REVENUE GENERATION .......................................................................876.1 Introduction ....................................................................................................................876.2 Financial Trends .............................................................................................................886.3 Funding the Strategic Plan .............................................................................................886.3.1 Projected Resource Requirements...............................................................................896.3.2 Financial levels............................................................................................................906.3.3 Funding Framework ....................................................................................................926.3.3.1 Funding sources .......................................................................................................92
vii
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
CHAPTER SEVEN: IMPLEMENTATION, MONITORING AND EVALUATION ........977.1 Decentralization of Implementation ...............................................................................987.2 Implementation Plan ......................................................................................................987.3 Performance Contracts ...................................................................................................987.4 Monitoring......................................................................................................................997.4.1 Annual Monitoring Plan ..............................................................................................997.4.2 Monitoring Resources ...............................................................................................1017.4.3 Monitoring Results ....................................................................................................1017.5 Evaluation ....................................................................................................................1017.6 Using Results-Based M&E Information ......................................................................101
ANNEXES ..............................................................................................................................103ANNEX 1: IMPLEMENTATION MATRIX ........................................................................103
THEME 1: Policy and Corporate Governance...................................................................103THEME 2: Resource Mobilization ....................................................................................105THEME 3: Human Resource Management .......................................................................108THEME 4: Finance and Procurement Management ..........................................................114THEME 5: Infrastructure Development.............................................................................118THEME 6: ICT ..................................................................................................................123THEME 7: Undergraduate and Graduate Programs ..........................................................127THEME 8: Partnership and Linkages ................................................................................135THEME 9: Agriculture and Rural Development ...............................................................137THEME 10: Research and Innovation ...............................................................................138THEME 11: Extension and Technology Transfer ..............................................................142THEME 12: Community Collaboration and Corporate Social Responsibility ..................145
ANNEX 2: ORGANIZATIONAL STRUCTURE ................................................................147
viii
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
FOREWORDThe implementation of Kenya Vision 2030 is based on five tier planning horizons known as medium-term rolling plans, the first phase of which covered the period 2008-2012. The second phase covers the period 2013-2017. By the year 2030, the Government of Kenya aims to achieve inter alia, macro-economic stability, enhanced equity and wealth, opportunities for the poor, improved infrastructure, energy, security, science, technology and innovation (STI) and highly skilled human resource. The entrenchment of the need to develop education, science, technology and innovation in Vision 2030 emphasizes the importance placed on university education, science and technology to reach knowledge-based economic
development of the country. The Constitution further recognizes indigenous inventions and technologies.
In order to assist in the achievement of the national goals as stipulated in the Constitution and Vision 2030, universities are required to progressively increase the gross student enrolment rate from the current 3.1% of eligible students to 10% by the year 2022. This should be done while appreciating diversity of students, improving quality and relevance of university education and research for social economic transformation of Kenya, aligning university education to national and regional development goals, and establishing efficient and transparent university admission system that will provide services to all applicants. Also critical are improvement of the retention and productivity of academic staff in universities, establishing an institutional government funding mechanism for universities, reforming the governance structure of public universities to align them to the Constitution, improving efficiency in decision making and separating governance and management. Strong university linkages and partnerships that enhance mutual learning, research and innovation, among others should be developed.
As outlined in this Strategic Plan (2013-2017), JKUAT will help in the achievement of the national goals as stipulated in the Constitution, Vision 2030 and the sector Plan for Science, Technology and Innovation (2013-2017) through:
(1) Improved policy and corporate governance for enhancing accountability and
ix
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
decision-making.(2) Expanded resource base, partnership and linkages.(3) Improved access, quality, relevance and equality in undergraduate and graduate
education.(4) Enhanced excellence in resource and infrastructure management.(5) Increased visibility of JKUAT nationally and internationally as a premier
research institution focusing on agriculture and technology.
This Strategic Plan presents an analysis of the internal and external environment using Strengths, Weaknesses, Opportunities and Threats (SWOT) and Political, Economic, Social, Technological, Environmental and Legal (PESTEL) analyses. Subsequently, it identifies key stakeholders and their roles, outlines the strategic objectives and identifies the strategies to achieve them. The Plan gives priority to activities to be implemented under the strategies, and provides an implementation procedure, a monitoring and evaluation framework, and a projection of resource requirements for implementation.
Successful implementation of this Strategic Plan will be realized through total commitment of the entire staff and other key stakeholders, who will be expected to embrace the University’s core values. It is, therefore, my hope that all staff, private sector, public sector, community based organizations, development partners and other stakeholders will individually and collectively join the University to passionately execute this Strategic Plan for the benefit of the people of Kenya. The consultative process, through which this plan has been developed, gives me the confidence that it is jointly owned by all stakeholders and will, therefore, get the necessary support in its implementation.
The University Strategic Plan will transform the institution, enhance its contributions to society and elevate its rank among world-class institutions of higher learning. JKUAT will be a magnet for the very best and an international center that will create a surrounding community that is vibrant and appealing. The expertise and talents of the students, faculty, and graduates will radiate throughout Kenya and the world. The University will sustain and strengthen Kenya’s competitive capacity and enhance the economic, social and cultural life of its citizens. JKUAT will be an institution with worldwide research and impact.
Dr. Ekuru AukotChairman of CouncilMay 2013
x
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
ACKNOWLEDGEMENTThe review of JKUAT Strategic Plan (2009-2012) was informed by the Constitution of 2010 and the end of the implementation of Vision 2030 First Medium Term Plan (2008-2012) including the preparation of Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and Sector Plan for Science, Technology and Innovation (2013-2017).
The new Strategic Plan (2013-2017) is aligned with the Kenya Vision 2030, Kenya Education Sector Support Program (KESSP) Phase II (2011-2016), the Report of the Task Force on Alignment of the Higher Education, Science
and Technology Sector with the Constitution (TAHEST) 2012, Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017), East African Community Development Strategy (2013-2017) and the Kenya Constitution 2010. These policy documents recognize the key role played by education and ST&I in wealth creation and the building of human capital required for the development of knowledge economy.
The review process adopted a bottom-up approach in collecting views from stakeholders to come up with a draft Strategic Plan. The draft was then subjected to a rigorous review by the Deans’ Committee, the Senate and University Council. This Strategic Plan is a revamped tool for executing the mandate and functions of the University to enable it to achieve its objectives.
The Strategic Plan is meant to focus the University’s activities and operations towards development of technologies and relevant human capital to meet dynamic national and global needs. This effort lays a strong foundation for building the country’s capital for research and innovation. It also aims at enhancing quality, competitiveness, creativity and innovation in higher education. The plan is a roadmap that provides for changes and transformation while emphasizing human resource development as the key to growth of the University and the nation at large.
My sincere appreciation goes to all parties who, in one way or another, played a role in the formulation of this Strategic Plan; namely the private sector, institutions of higher learning, corporate partners, staff, students, and other stakeholders.
xi
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
I wish to specially thank the Strategic Plan Review Committee, Deans’ Committee, Senate, Council and the Chancellor for their active involvement and participation in the process.
Prof. Mabel O. Imbuga, Ph.D., EBSVice ChancellorMay 2013
xii
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
ABBREVIATIONS AND ACRONYMS
AA Academic AffairsAIA Appropriation in AidAAU Association of African UniversitiesAICAD African Institute for Capacity DevelopmentACUARDASDS
Association of Commonwealth UniversitiesAgriculture and Rural DevelopmentAgriculture Sector Development Strategy
EALA East Africa Legislative AssemblyAPD Administration, Planning and DevelopmentARCH ArchitectureASK Agricultural Society of KenyaBEED Biomechanical and Environmental Engineering DepartmentBIOCHEM BiochemistryBPS Board of Postgraduate StudiesCBD Central Business DistrictCEP Continuing Education ProgrammesCHECRFCSR
Commission for Higher EducationCoffee Research FoundationCorporate Social Responsibility
CRM Customer Relationship ManagementCMGT Construction ManagementCUE Commission for University EducationCHRD College for Human Resource DevelopmentCOMESA Common Market for Eastern and Southern AfricaDAAD Deutscher Akademischer Austausch Dienst (German Academic
Exchange Service)DAQA Directorate of Academic Quality AssuranceDiPCA Directorate of Performance Contracting and AppraisalsDFID Department for International DevelopmentDVC Deputy Vice ChancellorEAC East African CommunityECOWAS Economic Community of West African StatesEPD Entrepreneurship and Procurement DepartmentERP Enterprise Resource PlanningERS Economic Recovery StrategyFARA Forum for Agricultural Research in AfricaFSTGDP
Food Science and TechnologyGross Domestic Product
GEGIS Geomatic Engineering and Geospatial Information Systems
xiii
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
GER Gross Enrolment RatioHE Higher EducationHELB High Education Loans BoardHEPI Higher Education Policy InstituteHEST Higher Education, Science and TechnologyHIV/AIDS Human Immuno-Deficiency Virus/Acquired Immune Deficiency
SyndromeHRMIS Human Resource Management Information SystemIASTE International Association for the Exchange of Students for Technical
ExperienceIBR Institute of Biotechnology ResearchICIPE International Centre for Insect Physiology and EcologyICSIT Institute of Computer Science and Information TechnologyICT Information Communication TechnologyIEET Institute of Energy and Environmental TechnologyIGA Income Generating ActivitiesIGU Income Generating UnitsIFS International Foundation for ScienceIPR Intellectual Property RightsIT Information TechnologyITROMID Institute of Tropical Medicine and Infectious DiseasesIUCEA Inter-University Council of East AfricaJAB Joint Admissions BoardJICA Japan International Cooperation AgencyJKUAT Jomo Kenyatta University of Agriculture and TechnologyKARI Kenya Agricultural Research InstituteKCA Kenya College of AccountancyKEBS Kenya Bureau of StandardsKEFRIKMFRI
Kenya Forestry Research InstituteKenya Marine and Fisheries Research Institute
KEMRIKESREF
Kenya Medical Research InstituteKenya Sugar Research Foundation
KIM Kenya Institute of ManagementKNBS Kenya National Bureau of StatisticsKV 2030 Kenya Vision 2030MOHEST Ministry of Higher Education Science and TechnologyMOU Memorandum of UnderstandingMTEF Medium Term Expenditure FrameworkM&E Monitoring and EvaluationNACADA National Campaign Against Drug AbuseNGO Non-Governmental Organizations
xiv
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
NCST National Council for Science and TechnologyPC Personal ComputersP-PESTEL Political, Economic, Social, Technological, Environmental and LegalQMSR&D
Quality Management SystemResearch and Development
RPE Research, Production and ExtensionRUFORUM Regional Universities Forum for Capacity Building in AgricultureSABS School of Architecture and Building SciencesSACCO Savings and Credit Cooperative SocietySMS Safety Management SystemSODEL School of Open Distance and e-LearningSPRCSRA
Strategic Planning Review CommitteeStrategy for Revitalizing Agriculture
ST&I Science Technology and InnovationSWOTTBATRFK
Strengths, Weaknesses, Opportunities and ThreatsTechnology Based AssessmentTea Research Foundation of Kenya
SSP Self-Sponsored ProgramsUMB University Management BoardUSAID United States Agency for International DevelopmentVC Vice Chancellor
xv
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
EXECUTIVE SUMMARY1. Vision 2030 and the Kenya Constitution
As stipulated in Vision 2030, the Government of Kenya aims to achieve, interalia macro-economic stability, enhanced equity and wealth, opportunities for the poor, enhanced infrastructure, energy, security, science, technology and innovation (STI), and highly skilled human resource.
The Constitution, in the fourth schedule, has set out specific functions for the national and county governments in relation to university education, science and technology. In accordance with Kenya Vision 2030, development of science and technology is the foundation upon which the realization of the vision is hinged. The entrenchment of the need to develop this sector in the Constitution emphasizes the importance of university education, science and technology in the knowledge based economic development of Kenya. The Constitution further recognizes the importance of indigenous inventions and technologies in national development.
Vision 2030 proposes intensified application of science, technology and innovation to raise productivity and efficiency levels across the economic, social and political pillars. It recognizes the critical role played by research and development in accelerating economic development in all the newly industrializing countries of the world. The Vision envisages that the Government will create the ST&I policy framework to support Vision 2030. The vision therefore lays the basis for policy and strategies in ST&I development.
2. Vision 2030 Sector Plans
The implementation of Vision 2030 Medium Term Plan for 2013-2017 is supported by Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017) and Sector Plan for Education Development (2013-2017). The three sector plans provide a platform for leveraging ST&I to transform the economy through the national priority areas, create an effective and efficient Kenya National Innovation System, operationalize the triple helix and commercialize research outputs through the Innovation Agency (KENIA), mobilize at least the equivalent of 2% of GDP annually from the Government, private sector and other sources to fund the entire ST&I value chain. The main objective of the sector plans is to achieve the transformation to a knowledge based economy that integrates ST&I to create technology platforms essential to support the development of products, processes and services in a wide range of sectors. It provides for prioritization of ST&I programmes and projects considered pertinent based mainly on the potential impact and the existing gaps identified within the framework of Vision 2030 and the ST&I policy.
xvi
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3. Justification for Review of the JKUAT Strategic Plan
With the coming into force of the new Constitution in the year 2010, and the ending of the first medium term plan (2008-2012) of Kenya Vision 2030, it became necessary that the 2009-2012 Strategic Plan be reviewed. The Strategic Plan (2009-2012) was reviewed in order to be aligned to the Second Medium Term Plan (2013-2017) of Kenya Vision 2030, Kenya Education Sector Support Program (KESSP) Phase II (2011-2016), the Report of the Task Force on Alignment of the Higher Education Science and Technology Sector with the Constitution (TAHEST) 2012, Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017), East African Community Development Strategy (2012-2016) and the Constitution.
4. National Goals of University Education
The national goals of university education, science, technology and innovation as envisioned in Vision 2030 and the Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and Sector Plan for Science, Technology and Innovation (2013-2017) prioritize the following as the key goals for transforming universities:
• Reform the governance structures of private universities to align them with the Constitution of Kenya 2010, and attract investments from the private sector.
• Improve quality and relevance of university education and research for socio-economic transformation of Kenya by 2022.
• Reform the governance structures of public universities to align them with the constitution of Kenya 2010 and improve efficiency in decision-making and governance.
• Develop strong university linkages and partnerships that enhance mutual learning, research, innovation and experience.
• Attract, develop and retain a critical mass of world class human resource capacities, focusing on identified national priority areas in order to harness and effectively participate in the application of ST&I for value addition and creation of new products and services.
5. Fulfillment of the National Goals
As stipulated in this Strategic Plan (2013-2017), JKUAT will contribute towards achievements of the national goals as stipulated in the Constitution, Vision 2030 and the
xvii
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sector Plan for Science, Technology and Innovation (2013-2017) through:• Improved policy and corporate governance for enhancing accountability and
decision making.
• Expanded financial resource base, partnerships and linkages.
• Improved access, quality, relevance and equality in undergraduate and graduate education.
• Enhanced excellence in resource and infrastructure management.
• Increased recognition of JKUAT nationally and internationally as a premier teaching and research university in agriculture and technology.
6. Strategic Plan Scope
The Strategic Plan provides the vision and mission that will guide all those involved in its execution. It presents an analysis of the internal and external environment using PESTEL and SWOT analysis. Subsequently, it identifies key stakeholders and their roles, outlines the strategic issues and objectives and identifies the strategies to address them. The plan gives priority to activities to be implemented under the strategies, and provides an implementation plan, a monitoring and evaluation system and a projection of the resource requirements.
The strategic objectives to be pursued by JKUAT during the period 2013-2017 are in the following areas: policy, corporate governance, human resources management, financial and procurement management, infrastructure development, information and communication technology (ICT), undergraduate and graduate education, agriculture and rural development, research and innovations, partnerships and linkages, and extension services and technology transfer.
7. Financial Resources
Preliminary estimates indicate that the University will require a budget of Kshs. 43 billion to implement the planned programmes and activities in this Strategic Plan over the five years. Funds will in this regard be sought from the government, the development partners, private sector and beneficiaries. The University on the part will aggressively mobilize resources and apply prudent financial management to ensure successful implementation of the plan.
8. Implementation, Monitoring and Evaluation
In order to facilitate the implementation of the JKUAT Strategic Plan (2013-2017), an implementation plan (Annex 1) has been prepared in line with Government guidelines.
xviii
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
The emphasis of the M&E framework is to monitor results rather than outputs. The monitoring of results shall be based on indicators given in the annual implementation plan and annual monitoring plan. The indicators will represent the desired situation at a specific time. Data will be collected on these indicators on quarterly basis so that progress can be assessed by comparing an initial situation with the current situation.
9. Organization of the Strategic Plan
The Strategic Plan (2013-2017) is organized and presented in seven chapters. Chapter One covers the organization in perspective, justification for the review of the JKUAT Strategic Plan, strategic plan review process and the organization of the strategic plan. Chapter Two covers the institutional review while Chapter Three presents the PESTEL, SWOT and stakeholder analysis. Chapter Four covers situation and strategic analysis. Chapter Five covers the strategic objectives, strategies, performance indicators and expected outcomes. Chapter Six contains financial resource requirements for the implementation of the strategic plan and Chapter Seven provides a framework for the implementation, monitoring and evaluation of the Strategic Plan.
1
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
CHAPTER ONE: INTRODUCTION
Opening the gate to set trends in higher education, research and innovation
1.1 Organizational Perspective
Jomo Kenyatta University of Agriculture and Technology (JKUAT) was founded in 1981 as a middle level college offering certificate and diploma courses in agriculture and engineering. It became a constituent college of Kenyatta University and admitted the first batch of students to the undergraduate degree programmes in 1989. JKUAT became a full-fledged university through the Jomo Kenyatta University of Agriculture and Technology Act, 1994 which has since been repealed under the Universities Act No. 42 of 2012 and replaced by the Jomo Kenyatta University of Agriculture and Technology Charter, 2013. The University formulated its first ten-year Strategic Plan (2004-2014) with the mission of “Producing leaders in training, research and innovation in the fields of Agriculture, Engineering, Technology, Health Sciences, other Applied Science and Enterprise Development to suit the needs of a dynamic world”. This first Strategic Plan guided JKUAT’s operations between 2004 and 2008. The Strategic Plan was reviewed in 2009 and culminated in the second Strategic Plan (2009-2012).
The review arose from the need to integrate and incorporate national development
2
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
priorities in the University agenda as articulated in the Kenya Vision 2030. The mission adopted for the second Strategic Plan (2009-2012) was to “Offer Accessible Quality Training, Research and Innovation in Order to Produce Leaders in the fields of Agriculture, Engineering, Technology, Enterprise Development, Built Environment, Health Sciences and other Applied Sciences to suit the needs of a dynamic world”. JKUAT developed a quality management system and was certified against ISO 9001:2008 in 2009 by the Kenya Bureau of Standards (KEBS). The motto of the University is” Setting Trends in Higher Education, Research and Innovation”.
1.2 Justification for Review of the JKUAT Strategic Plan
The Strategic Plan (2009-2012) was prepared focusing on the government policy guidelines on strategic planning issued by the Ministry for Planning and National Development, guidelines on MTEF by the Ministry of Finance, guidelines on monitoring and evaluation by National Integrated Monitoring and Evaluation System for Kenya (NIMES) (2007-2012), guidelines on performance contracting by Performance Contracting Department, Medium-Term Plan 1 of the Kenya Vision 2030 (2008-2012), and Sessional Paper No. 1 of 2005 on Education, Training and Research. The strategic formulation was also informed by the EAC Development Strategy (2006-2010) and IUCEA Development Plan (2006-2010).
With the coming into force of the new Constitution in the year 2010, and the ending of the first Medium Term Plan (2008-2012) of Kenya Vision 2030, it became necessary that the 2009-2012 Strategic Plan be reviewed. The Strategic Plan (2009-2012) was reviewed in order to be aligned to the Second Medium Term Plan (2013-2017) of Kenya Vision 2030, Kenya Education Sector Support Programme (KESSP) Phase II (2011-2016), the Report of the Task Force on Alignment of the Higher Education, Science and Technology Sector with the Constitution (TAHEST) 2012, Sector Plan for Agriculture and Rural Development (2013-2017), Sector Plan for Science, Technology and Innovation (2013-2017), Sector Plan for Education Development (2013-2017), EAC Development Strategy (2012-2016), and the Constitution.
The Constitution, in the fourth schedule, has set out specific functions for the national and county governments in relation to the university education, science and technology. In addition, several other articles have obligated the government to develop higher education, science and technology sector. In accordance with Kenya Vision 2030, Sector Plan for Science, Technology and Innovation (2013-2017) and Sector Plan for Education (2013 - 2017), the development of science and technology is the foundation upon which the realization of the Vision is hinged. The entrenchment of the need to develop this sector in the Constitution emphasizes the importance of university education, science and technology in the knowledge based economic development of the country. The Constitution further recognizes the importance of indigenous inventions and technologies in national development.
3
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
1.3 The Strategic Plan Review Process
The preparation of the strategic plan was spearheaded by the Strategic Plan Review Committee (SPRC) consisting of officers drawn from the Office of the Vice Chancellor, the Academic Affairs (AA) Division, Administration, Planning and Development (APD) Division, Research, Production and Extension (RPE) Division and the Directorate of Performance Contracting and Appraisal (DiPCA).
The review was undertaken through a process involving the following stages:(1) Teaching colleges/schools/faculties/campuses and non-teaching departments
reviewed the implementation status of the 2009–2012 Strategic Plan.
(2) The Strategic Plan Review Committee (SPRC) reviewed the global trends for university education and their implications on JKUAT’s transformation to a research and entrepreneurial University of global excellence.
(3) Review of the supply and demand studies by SPRC on university education from Europe, America, Asia, Africa, East Africa and Kenya.
(4) Holding consultations with the key stakeholders.
(5) Reviewing supply and demand for higher education in Kenya undertaken by Higher Education Policy Institute (HEPI) 2010, and Task Force on Alignment of the Higher Education, Science and Technology Sector with the Constitution (TAHEST) 2012.
(6) Reviewing stakeholders’ satisfaction surveys.
(7) Consultation workshop involving the staff from the three Divisions (AA, APD and RPE) and student representatives with a view to determining the envisaged future innovative strategies for making JKUAT a research and entrepreneurial University of global excellence.
(8) Validating the draft Strategic Plan (2013-2017) by University Management Board, Senate, and the University Council.
(9) Harmonizing the validated strategic plan with the Constitution and Vision 2030 Sector Plans for:
• Agriculture and Rural Development (2013-2017)
• Science, Technology and Innovation (2013-2017)
• Education Development (2013-2017)
(10) Harmonizing the strategy with relevant sections from the EAC Development Strategy.
4
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
The review process adopted a bottom-up approach in collecting views from stakeholders to come up with a draft strategic plan. The draft was then subjected to rigorous review by the Deans Committee, Senate and University Council, the result of which was this Strategic Plan. The Strategic Plan is a revamped tool for executing the mandate and functions of the University to achieving its objectives.
1.4 Organization of the Strategic Plan
The Strategic Plan (2013-2017) is organized and presented in seven chapters. Chapter one covers the organization in perspective, justification for the review of the JKUAT Strategic Plan, strategic plan review process and the organization of the strategic plan. Chapter two covers the institutional review with regard to JKUAT’s role in promoting higher education. Chapter three focuses on PESTEL, SWOT and stakeholders analysis including the emerging issues. Chapter four covers situation and strategic analysis for the 10 priority thematic areas. Chapter five covers the thematic goals, objectives, performance indicators and outcomes for each of the priority thematic areas. Chapter six contains resource mobilization in terms of financial trends, funding mechanisms and financial resource requirements for the plan period. Chapter seven provides a framework for the implementation, monitoring and evaluation of the strategic plan. The implementation matrix is presented as Annex 1.
5JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5TECHNOLOGY FOR DEVELOPMENT
CHAPTER TWO: INSTITUTIONAL REVIEW
JKUAT Trains and Graduates Critical, Creative and Innovative Leaders
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
6
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
2.1 University Education
2.1.1 Purpose of University Education
University education seeks not only to generate, transmit, store and retrieve knowledge but also mould persons of virtue and integrity. University education trains leaders who are expected to be critical, creative and innovative. Such leaders in training are offered the challenge of transforming the society in moral and social-economic terms. Research has shown that university education is critical for socio-economic development of a country. It has the potential to increase social equity and mobility, social cohesion, productivity and innovation. University education also encourages society to challenge unethical practices in governance.
2.1.2 Expansion of University Education in Kenya
2.1.2.1 Admission Trends to Public Universities
Registering for Courses
The student’s enrollment in public universities increased from 177,735 students in 2009 to 361,147 students in 2012 as compared to enrollment in private universities that increased from 33,554 students in 2009 to 90,004 students in 2012. This was as a result of the upgrading of twenty four institutions to university colleges as well as expansion of physical facilities in various public universities.
Enrolment and retention at university education was further enhanced through increased
7
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
provision of bursaries. In 2009/2010 a total of 8,386 students were awarded bursaries amounting to Kshs. 380 million and in 2011/2012, the number of beneficiaries increased to 17,000. The sector also extended bursaries to Kenyan students in East African Universities, those enrolled in module 2 programs in local universities and those awarded partial scholarships by friendly countries.
During the period under review, the Joint Admission Board de-linked admissions into universities from bed capacity, thereby enhancing the number of students admitted into universities. In as much as the enrolment in universities has been increasing since the seventies, transition from secondary to university has remained below the desired level of 40 percent, and there is need to continue expanding public and private universities to address the shortage. The table below details the number of students who qualified for university admission against the number admitted over the years.
Table 2.1: Admission Trends to Public Universities: 2007/2008-2011/2012Academic Year Number Qualified (C+
and above )Joint Admissions Board
Percent Admitted (%)
2007/2008 68,040 12,261 18.02008/2009 62,853 16,134 25.72009/2010 72,590 20,073 27.12010/2011 81,000 24,216 33.42011/2012 97,134 32,648 33.6
Source: Universities JAB
The number of universities, both public and private, increased from 28 in 2009/2010 to 58 in 2011/2012 comprising 7 public universities, 24 constituent university colleges and 27 private universities.
2.1.2.2 University Enrollment and Institutions
Kenya’s university enrollment by institutions has expanded dramatically over the past 6 years as indicated in table 2.2. The table shows the change in enrollment in the past six years. The enrollment does not include additional students admitted into the constituent university colleges. Apart from the universities and constituent university colleges shown in Table 2.1, there has also been a dramatic increase in satellite university campuses that have been established by the existing universities in different parts of the country that have expanded the enrollment. Almost all universities now have an e-learning strategy that aims to support the open and distance learning programmes and further increase enrolment. The increase in enrollment has happened without substantial increase in government funding levels as a percentage of the total expenditure of the public universities and university colleges. This expansion has, therefore, been mainly financed
8
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
by internally generated funds, especially tuition fees from self-sponsored students who now constitute about 50% of the total university enrollment in Kenya.
Table 2.2: National University enrollment (2005/2006 and 2011/2012)
Institutions 2005/2006 2011/2012Number of Institutions
Enrollment Number of Institutions
Enrollment
Public Universities 6 81,677 7 157,916Public University Constituent Colleges 1 23Chartered Private Universities 7 13,606 14 40, 344Private Universities with Letter of Interim Authority
4 11
Registered Universities 5 2Source: Economic Surveys (2011 and 2012)
In order to assist in achievement of the national goals as stipulated in Vision 2030 and the Constitution, the universities are required to progressively increase gross enrollment rate of eligible students from the current 3.1% to 10% by 2022, while respecting diversity of students. Further, they are required to improve the quality and relevance of university education and research for social-economic transformation of Kenya by 2022, align all university education with national and regional development goals, establish an efficient and transparent university admission system that will provide admission services to all applicants/universities and colleges, improve the retention and productivity of all academic staff in universities, establish an institutional government funding mechanism for universities, reform the governance structure of public universities to align them with the Constitution, improve efficiency in decision making and separate governance and management and develop strong university linkages and partnerships that enhance mutual learning, research and innovation among others.
2.2 The Role of JKUAT in Promoting Higher Education
The mandate and functions of JKUAT are stipulated in the Jomo Kenyatta University of Agriculture and Technology Charter, 2013 and other Statutes. The University operates within the context of the Kenyan and global environment, which influences the realization of its strategic objectives. The University is shaped by its history, traditions, background and surroundings while it conceives and pursues its vision and mission.
9
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
2.2.1 Fundamental Statements
Vision StatementThe vision of JKUAT is to be “A University of global excellence in Training, Research and Innovation for Development.”
Mission StatementThe mission of JKUAT is “To offer accessible quality training, research and innovation in order to produce leaders in the fields of Agriculture, Engineering, Technology, Enterprise Development, Built Environment, Health Sciences, Social Sciences and other Applied Sciences to suit the needs of a dynamic world.”
2.2.2 Mandate and Core Functions
As provided for in the Jomo Kenyatta University of Agriculture and Technology Charterof 2013, JKUAT is mandated to:
(1) Provide directly or indirectly or in collaboration with other institutions of higher learning, facilities for quality training, research and innovation in agriculture, engineering, technology, enterprise development, health sciences, social sciences and other applied sciences, and integration of teaching, research and effective application of knowledge and skills to the life, work and welfare of citizens of Kenya;
(2) Participate in technological innovation as well as in the discovery, preservation, transmission and enhancement of knowledge and to stimulate the intellectual life in the economic, social, cultural, scientific, and technological development;
(3) Play an effective role in the development of agriculture and technology in conjunction with the industry and to provide extension services so as to contribute to the social and economic development of Kenya;
(4) Develop new programmes of study including those that culminate with degrees, diplomas and certificates. Actualizing hands-on approach to training
10
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Arising from the mandate, JKUAT has formulated the following strategic objectives for the period 2013-2017:
• To improve policy and corporate governance for enhancing accountability and decision making.
• To expand the University’s resource base through diversification of revenue streams.
• To improve access, quality, relevance and equality in undergraduate and graduate education.
• To enhance the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies.
• To attract, develop, motivate and retain efficient staff of the highest caliber and make JKUAT an employer of choice.
• To improve financial sustainability through effective and efficient financial and procurement systems.
• To provide adequate facilities and services and manage them effectively and responsibly for the benefit of stakeholders.
• To institutionalize appropriate internal and external ICT network and connectivity.
• Improving livelihoods of Kenyans through promotion of competitive agriculture and innovative, sustainable livestock and fisheries development.
• Undertaking value-adding research and innovation for supporting agriculture, science, energy, and technology development.
• To contribute to the commercialization of agriculture, industrialization and socio-economic development through extension services and transfer of appropriate technologies.
• To improve university community collaboration and contribute effectively to socio-economic development through active participation in CSR activities.
2.2.3 Core Values
Core values of the University constitute the fundamental beliefs that drive it. These beliefs shall be upheld because they define expected standards of behaviour and culture. The values guide the University to achieve the transformation of human conduct in governance and management practices. In this regard, JKUAT shall be guided by ten (10) core values as set out in box 1 below:
11
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Box 1: JKUAT Core ValuesValue DescriptionQuality Ensure adoption and adherence to systems and processes that
guarantee provision of products and services that meet and exceed customers’ expectation.
Collegiality Ensure commitment to community-driven research that provides tangible solutions to the country’s social and economic needs.
Teamwork Inculcate and practice a participatory approach in the conduct of all activities and operations of the University.
Professionalism Ensure and maintain high standards in the discharge of responsibilities and delivery of services.
Innovation Adapt and utilize the latest appropriate technology and practice to achieve efficiency and effectiveness in service delivery.
Dynamism Demonstrate initiative and responsiveness to changing trends in service provision.
Transparency Uphold openness in all activities and provision of services.Accountability Demonstrate and take responsibility in all decisions and actions.Integrity Uphold honesty and strong moral principles in all decisions and
actions.Patriotism Demonstrate a sense of devotion and personal identification
with the University.
2.2.4 Statement of Principles
JKUAT’s achievement of the objectives articulated in its Strategic Plan (2013-2017) shall be governed by the principles in box 2 below:
Box 2: JKUAT Statement of PrinciplesValue Description
Sublimity This will enable harmonization of University programs and activities with national policies, strategies, standards and with other local and international universities.
Equity Provide for a balance in distribution of resources and benefits accruing from the University’s programs and projects.
Affirmative action Provide for equal opportunities for minority and marginalized groups, the youth and both gender in all University programs and activities.
12
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Value Description
Corporate entrepreneurship
Providing space for creating and innovativeness as well as encouraging relationship within and outside JKUAT and accepting and embracing change.
Internationalization This provides for linkage of University programs to international trends in higher education.
Responsiveness This demands for sensitivity and informed engagement to address the needs and aspirations of stakeholders.
Shared responsibility This provides for complementarity in effective delivery of University programs and projects.
Subsidiary This provides for multi-level participation and the involvement of stakeholders in realization of the University’s mandate.
Asymmetry This recognizes the need to address differentials and imbalances in the University’s programs and projects.
Delegated authority This provides for devolution of responsibility for ease of execution.
Disciplinary diversity This provides for commitment to both disciplinary and interdisciplinary research and teaching to provide integrated solutions to JKUAT and the country’s social and economic issues.
2.2.5 Infusion of the Values and Principles into the Strategic Plan
Dedicated to unconstrained inquiry and discovery, free and open debate, shared governance, and participatory democracy, the University is a community whose academic vitality and capacity to serve others flow from and are nourished by its core values. All elements of the strategic plan priorities, initiatives, and enablers are infused with these values: excellence; diversity and inclusiveness; innovation and creativity; ethical action; civility and collegiality; and openness and accountability which will be reflected in all university activities. The implementation of the plan will be guided by these principles. These principles are the mortar that will bind together the elements of the plan and make the whole much larger and stronger than the sum of the parts. Through them the University will:
• Build an inclusive community that celebrates differences, brings together people from wide array of backgrounds and perspectives, and recognizes that excellence cannot be achieved without diversity. JKUAT will integrate academics, the arts, athletics, learning
13
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
outside the classroom, and service to others into a complete university community that values and energizes all its members.
• Embrace the power of technology to ensure the highest quality instruction, research and scholarship, outreach to our alumni and the larger community, and indeed to change the way the world works. Whether in responding quickly to changing student demand for courses, pioneering the application of technology in the creation and study of agriculture development, extending wireless internet service to the surrounding community, inventing new biomedical devices to save lives, or exploiting the power of technology to alter the ways in which communities interact and function, JKUAT will be at the forefront of technological innovation.
• Act with entrepreneurial spirit in tackling big issues, seizing opportunities, and adapting quickly to changing circumstances. The University’s unmatched rise in academic stature has been fueled by ability to act quickly and decisively. As JKUAT competes increasingly at the global level, this spirit will be more important than ever. From developing online educational programs and services to translating laboratory research into the commercial domain, JKUAT will be known as the University that most successfully integrates an entrepreneurial spirit with academic excellence.
• Partner with others, locally and globally, to extend the quality, breadth, and impact of the University’s programs. The greatest academic institutions of the 21st century, will be those willing and able to partner with others to achieve what no single institution or organization can on its own.
• Take responsibility for the future with dedication to enhancing the quality of life of all people, sustaining the natural environment, and reinforcing the capacity of Kenyan citizens to thrive and prosper in a diverse, ever changing, globally competitive environment. World-class universities anticipate emerging concerns and opportunities and marshal all their intellectual resources to address big issues. JKUAT takes its responsibility to the future as a fundamental action principle with implications both near and far. JKUAT will stand out as an institution that is a model for the sustainability of its environment, and it will be a university that seeks solutions to the world’s most challenging problems.
2.2.6 Value Proposition
The University’s value proposition is:“A dynamic University with a strong focus on excellence through generation and delivery of applicable knowledge for socio-economic development.”
14
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
2.2.7 Motto
The University’s motto is:“Setting trends in higher education, research and innovation.”
2.2.8 Organizational Philosophy
JKUAT values the need for transformational leadership to steer the University towards achieving her vision and mission, and contribute towards the social and economic development of the country.
JKUAT shall endeavour to attract, develop, motivate and retain a multi-skilled work force while nurturing a consultative working environment.JKUAT shall adopt and utilize ethical standards and best practices in training, research and innovation in order to produce dynamic leaders.
2.2.9 Organizational Structure and Staffing Levels
As provided for in Jomo Kenyatta University of Agriculture and Technology Charter of 2013, the University is headed by a Chancellor. A University Council comprising distinguished leaders and professionals govern the University. The Vice Chancellor is the Chief Executive Officer of the University, and is assisted by the Deputy Vice Chancellor (Academic Affairs), the Deputy Vice Chancellor (Administration), the Deputy Vice Chancellor (Finance) and the Deputy Vice Chancellor (Research, Production and Extension). The organizational structure for facilitating the implementation of the strategy is provided in Annex 2. The overall functions of the University organs are clearly stipulated in the Constitution, the University Act 2012 and JKUAT Charter of 2013.
This organizational structure enables full utilization of resources for training, research and innovation as core functions. It enhances unity of purpose, speed in decision-making and performance-based management.
15
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
CHAPTER THREE: PESTEL AND SWOT ANALYSIS
If institutions are perceived as potentials rather than problems, as possessing strengths instead of weaknesses, as unlimited rather than dull and unresponsive, then they thrive and grow to their full capability.
3.1 PESTEL Analysis
Realization of the Strategic Plan objectives will, to a large extent, depend on the University strengths, the opportunities available to it, and how well it manages its weaknesses. There must also be awareness and effective response to the factors that present threats likely to hamper the successful implementation of the plan. Consequently, an analysis of the Political, Economic, Socio-cultural, Technological, Environmental and Legal (PESTEL)
16
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
environments and of Strengths, Weaknesses, Opportunities and Threats (SWOT) have been provided below. The PESTEL analysis explains the situation under which the Plan has been prepared. Subsequently, it is from this analysis and the internal review that the SWOT is derived.
3.1.1 Political Factors
The Government’s policy papers and strategies such as the Economic Recovery Strategy for Wealth and Employment Creation (ERSWEC, 2003-2007), Sessional Paper No. 1 of 2005 on Education Training and Research, and the Vision 2030 give high priority to the application of science, technology and innovation in the national development process for growth and international competitiveness. The Vision 2030’s First Medium Term Plan (2008-2012) succeeded the ERSWEC as the blueprint for national development in the medium term. A Science, Technology and Innovation sector plan was developed to guide the development of science, technology and innovation. Out of these policies, the universities were charged with the responsibility of creating a knowledge-based society that upholds justice, democracy and accountability. In this regard, JKUAT is under duty to promote a culture of compliance with laws, civility and human decency in behaviour among the University community and between the University community and the outside world. At the same time, the government, communities, development partners and other stakeholders continue to make substantial investment to support higher education programs and projects.
Kenya is a member of a number of regional organizations such as the African Union (AU). The country was the Chair of the African Ministers Conference on Science and Technology for the period 2008-2009. The country is also a signatory to the Lagos Plan of Action and the Lome Convention later replaced by the Cotonou Agreement of 2010 which is tailored to enhance economic sustainability among African States. The partnerships engaged membership in the EAC, IGAD, NEPAD and UN system have immensely helped SPU, STI, TE and higher education activities in the country. These are well demonstrated by the increasing number of STI and TE and higher education activities in the EAC, IGAD, NEPAD and the UN system. The organizations have provided opportunities for growth of university education sector in Kenya. The regional political leadership is supportive of regional expansion, through the supportive environment of the East African Community. The integration of the six partner states (including South Sudan) that form the EAC provides a wider catchment for students due to political will of the states. To capitalization this, JKUAT has already opened a campus in Arusha, Tanzania, and plans to open others in Rwanda and South Sudan.
17
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3.1.2 Economic Factors
Kenya’s real GDP expanded by 4.6 per cent in 2012 compared to a growth of 4.4 percent in the previous year. Macroeconomic variables remained generally stable, although a surge in inflation during 2011 prompted tightening of monetary policy stance up to mid-2012. Most economic sectors recorded positive growth of varying magnitudes. The domestic economic growth was influenced by improved weather conditions, low inflationary pressure, low interest rates, stable macroeconomic environment, increased credit to the private sector and higher investment. The improved economic performance is based on significant growth across a wide range of sectors mainly as a result of improved efficiency. Generally, the structure of the economy has remained unchanged and agriculture continues to contribute the largest share in the economy. The recent discovery of oil in Turkana County may reduce Kenya’s dependency on agriculture,while also accelerating economic development due to availability of fuel at a lower cost. For sustained development with productivity growth, science, technology and innovation will play a critical role in ensuring that productivity growth occurs and that the economy is progressively transformed into a knowledge-based one.
The Kenya Vision 2030 has accorded science, technology and innovation high priority. The vision is based on the realization that in an increasingly knowledge-based and globalized world, Science, Technology and Innovation (ST&I) are essential, both for social and economic progress and for global competitiveness of our nation. JKUAT is a critical driver of innovation systems and the resultant development in science, energy, technology and innovation and application of knowledge, especially in biotechnology, space science, material science, nanotechnology, value-addition, manufacturing and ICT which will result in industrial and entrepreneurial development with new products and services, and new areas of economic growth. University education is essential for economic progress and for global competitiveness of our nation, and is also central in productivity and the socio-economic transformation of the country. The Sector Plan for Science, Technology and Innovation (2013-2017) provides for revitalization and harnessing of science, technology and innovation for Kenya’s prosperity and global competitiveness. In this regard, human resource development, research and knowledge generation will be strengthened at JKUAT to enhance their application in national production systems for sustainable development. At institutional level, the increase in the number of students enrolled in regular programmes has not been matched by the desired government expenditure on universities. JKUAT has increasingly been compelled to address its funding shortfall from alternative sources.
3.1.3 Social Factors
The total population in Kenya is projected to reach 60 million by year 2030, up from the current estimate of 41 million. Moreover, the urban population growth rate will transform
18
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
the country into a predominantly urban nation by year 2030, with the urban population growing from the current 26% to more than 60%. This necessitates investment and expansion of the wealth creation base through enhanced productivity to provide for the growing population in terms of health, education and infrastructure among others. The population expansion will also provide an opportunity to develop a human resource base that is able to harness science, technology, innovation and create knowledge based economy. In this regard, science, technology and innovation will be critical to socio-economic transformation of the country.
Over the years, lack of employment, limited skills, lack of resources and opportunities have led to the Kenyan youth being highly dependent on household and limited state support. Consequently, criminal tendencies, drug abuse and other social ills have been attractive. For the same reasons, vulnerability among youths has increased. JKUAT is committed to develop and execute intervention mechanisms such as counseling, mentorship and provision of pastoral care. In the year 2011, for example, the University developed a number of policies meant to address the social challenges among both students and staff. One of these was the Drug and Substance Abuse Policy, which was launched in March 2012.
Prof. Imbuga (Vice Chancellor) and Hon. John Mututho (Chairman NACADA) during the launch of the Alcohol and Drug Abuse Policy
The Social pillar in Vision 2030 aims to “achieve a just and cohesive society enjoying equitable social development in a clean and secure environment”. In addition, the Government of Kenya has legislated on occupational safety and health through the Occupational Safety and Health Act of 2007. This and other regulations governing work
19
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
places have given direction on improving work places by making them safe. JKUAT has experienced a high growth in the student population as well as the staff establishment. Inevitably, there also has been a growth in the number of campuses/centres and a corresponding growth in the number and sophistication of equipment and facilities in use. This phenomenal growth has made it imperative to develop an occupational safety and health policy to secure the safety, health and welfare of all workers, students, contractors, suppliers and other stakeholders of JKUAT.
3.1.4 Technological Factors
The Sector Plan for Science, Technology and Innovation (2013-2017) envisages a strong higher education, science, technology and innovation capacity as an absolute necessity for the nation to participate as a full partner in the world’s fast forming, knowledge-based economy. The use of higher education, science, technology and innovation as a tool for national development and international competitiveness requires an effective system for innovation, technology adoption, diffusion and transfer. Higher education science technology and innovation supported to a large extent by ICT, has become a major driving force of economic change in many nations. ICT has also improved the rate of communication and information exchange. The ICT sector is rapidly developing in Kenya. The Government is committed to expanding communication network through the fiber optic pathway which will facilitate telecommunication, open distance (OD) and e-learning. Under the Kenya Vision 2030, JKUAT was identified to collaborate in the Madaraka Personal Computer Project, under which the Government intends to assemble low cost personal computers for the national and regional market. The project is intended to provide an incubation environment for students in local universities. To support this project, the Government has committed to develop 5,000 digital villages across the country, with a major share of e-computers being supplied by JKUAT.
The University, therefore, has a rare opportunity to develop the requisite capacity to take advantage of such opportunities, in collaboration with the ICT Board and willing private partners. The University has realized tremendous growth in adoption and utilization of advanced technology. Towards furthering these gains, JKUAT has formulated an ICT Policy, An Electronic Payment Policy and Information Security Policy, all which seeks to take advantage of the installation of the fibre optic network for enhancing services to university customers. The University acknowledges the advancement in relevant technologies to support research, teaching and innovative efforts. Through the School of Open and Distance Learning (SoDEL), the University embraces and seeks to institutionalize modern teaching approaches such as e-learning and video conferencing towards attaining its goals under this plan.
20
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
JKUAT walking tractor and tricycle developed in Engineering Workshop
Renewable energy research at JKUAT
21
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3.1.5 Environmental Factors
Kenya recognizes the value of its environmental resources. It also recognizes that the degradation of these resources can adversely affect productivity and increase levels of poverty in the country. The Environmental Management and Coordination Act of 1999 provides that all people in Kenya are entitled to a healthy environment that they are required to safeguard and enhance the conservation and sustainable use of land, water, forests, biological resources and mineral resources which are key to the country’s objectives of economic development and wealth and employment creation. Kenya’s economic growth is dependent upon exploitation of its environmental and natural resources. Over the years, this has been marked by heightened activities in the sectors of agriculture, tourism, manufacturing and geo-exploration. These same areas are bound to realize further growth as anticipated in Kenya Vision 2030.
A number of human related activities have led to environmental harm. The rate of exploitation of the country’s land and biological resources is considered unsustainable. Natural ecosystems, important for a number of natural services and products are being converted to other uses or face the threat of degradation due to pollution. Enhanced emission of greenhouse gases into the atmosphere has led to global warming and climatic change. The changes to the earth surface through various human activities, including waste disposal, has contributed to global environmental change, the local magnitude and potential impact of which is yet to be established. To Kenya, these changes pose both potential risks and opportunities for food production, human health and energy availability, among others. High electricity tariffs are conduits for Kenyans to seek alternative energy supply thereby destroying the environment.
In mitigating possible adverse effects, better ways of disposal will be desirable. The anticipated population growth is likely to impact adversely on the environment besides raising demands for further exploitation of natural resources. Given its areas of discipline, JKUAT will have to rise up to the challenge and contribute towards better environmental governance through relevant programmes and projects. within its own management, the university will endeavor to attain a clean, secure and sustainable environment appropriate for pursuit of its goals. This effort will be accompanied with tapping into its existing potential and utilization of expansive land resource. The dynamic environment under which the University is serving is under the adverse effects of climate change. The University will, therefore, embrace green technologies, contribute to increasing forest cover and also play a central role in research into ways of mitigating the general and specific effects of climate change.
22
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Students participate in annual tree planting in line with JKUAT Policy on Environmental Conservation
3.1.6 Legal Factors
Kenya’s ST&I interventions for 2008-2012 were to be implemented through an enabling legal and policy framework. To this end, the national strategy and bill for science and technology was developed in 2009 in alignment with the Kenya Vision 2030. When the Constitution of Kenya 2010 came into effect in 2010, the strategy and bill were realigned to conform to the provisions of the new constitution. This led to the development of the ST&I Policy and ST&I Bill 2012.
Vision 2030 proposes intensified application of science, technology and innovation to raise productivity and efficiency levels across economic, social and political. It recognizes the critical role played by research and development in accelerating economic development in all the newly industrializing countries of the world. The vision envisages that the Government will create the ST&I policy framework to support Vision 2030. The Vision therefore lays the basis for policy and strategy in ST&I.
The ST&I Bill is guided by the ST&I Policy of 2012. The policy provides a platform to leverage ST&I to transform the economy through the national priority areas, create an effective and efficient Kenya National Innovation System, operationalize the triple helix and commercialize research outputs through the Innovation Agency (KENIA), mobilize at least the equivalent of 2% of GDP annually from the government, private sector and other sources to fund the entire ST&I value chain.
23
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
The National Agricultural Research System Policy lays the policy for the National Agricultural Research System (NARS). This is in response to the need to reform the agricultural sector as articulated in various government policies and strategies, more specifically the Economic Recovery Strategy (ERS), the Strategy for Revitalizing Agriculture (SRA) and Vision 2030. The policy calls for the creation of an agricultural innovation system made up of research institutes, universities, research foundations, private sector and non-governmental organizations (NGOs) as a means of establishing an efficient agricultural research system that consistently provides appropriate technologies, knowledge and information to the agricultural sector.
The legal framework for higher education in Kenya is embodied in the Education Act of 1968, the Acts of Parliament of each individual public university, the National Council for Science and Technology Act (1977), the Universities Act of 1985 establishing the Commission for Higher Education (CHE) and the Higher Education Loans Board Act (1995). Public universities are also governed by the State Corporations Act Cap 446 of 1987 and the State Corporations Legal Notice Number 93 of August 2004.
3.1.7 The Kenya Constitution
The Kenya Constitution, in the fourth schedule, has set out specific functions for the national and county governments in relation to the university education, science and technology sector. In addition, several other articles have obligated the state to develop higher education, science and technology sector. These are as follows: i) Article 11, the State is enjoined to, among other things:
a) Promote all forms of national and cultural expression through literature, the arts, traditional celebrations, science, communication, information, mass media, publications, libraries and other cultural heritage.
b) Recognize the role of science and indigenous technologies in the development of the nation.
c) Promote the intellectual property rights of the people of Kenya.
In accordance with the Kenya Vision 2030, development of science and technology is the foundation upon which the realization of the vision is hinged. The entrenchment of the need to develop this sector in the Constitution emphasizes the importance of university education, science and technology in the knowledge-based economic development of the country. The Constitution further emphasizes the recognition of the indigenous inventions and technologies.
ii) Article 40 (5) requires the state to support, promote and protect the intellectual property rights of the people of Kenya. The state is hence obligated to promote innovations, production and technology transfer.
24
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
iii) Article 69 sets out the state’s obligations in respect of the environment. Paragraph (c) mandates the government to protect and enhance intellectual property in, and indigenous knowledge of, biodiversity and the genetic resources of the communities.
While this appears to be intended to promote technology, knowledge and skill geared towards protection of the environment, its indirect implication is that measures must be put in place by the government to enhance intellectual property and indigenous knowledge in protection of the environment. This will be an impetus towards further development of science and technology inventions.
iv) Article 53 of the Constitution provides that every child has a right to free and compulsory basic education. Although this may appear to be a right that does not have a direct implication on the area of university education, science and technology, one must appreciate that the provision of free compulsory basic education has a flow down effect on the capacity of the university education infrastructure.
The policies and strategies must then address the preparedness of the existing JKUAT education facilities and systems to accommodate the growing number of secondary school leavers. Further, the right to relevant education and training and access to employment guaranteed to the youth under Article 55 connotes an unbroken chain of interrelation between all the levels of learning that lead to employment. Therefore, in developing education policies, standards, curricula and examinations, JKUAT will need to consider the education system as a whole and its relation to the labour market. It will also provide a continuous link from basic to the highest level of education.
His Excellency President Mwai Kibaki hands over the Instruments of authority to Prof. Francis Gichaga (Chancellor) on 1st March, 2013. Looking on are Prof. Kamar (MoHEST), Dr. Ekuru Aukot (Council Chair) and Prof. Mabel Imbuga (Vice Chancellor)
25
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3.2 SWOT and Stakeholder Analysis
3.2.1 SWOT Analysis
The SWOT analysis provides insights into the University’s operational environment. Analysis of the internal environment focuses on issues relating to the management of the University in terms of its organization structure and human resource establishment as well as other support services. This reveals the strengths and weaknesses. On the other hand, the analysis of the external environment focuses on issues that impact on the University’s operations relating to current priority policies of the government. This identifies the opportunities and threats. Generally, the internal environment issues are within the control of an organization, while the external ones are not. An elaborate strength, weaknesses, opportunities and threats (SWOT) analysis is provided in Table 3.1.
Table 3.1: Strength, Weaknesses, Opportunities and ThreatsStrengths Weaknesses
1. Diversified market driven programs2. Improved student welfare services3. Strategic campuses across the country4. Strategic location of JKUAT along the Thika Superhighway5. Disciplined culture and ethics among students and staff6. Adherence to the academic calendar7. Good national and international image8. Competent and supportive Council9. Participative decision-making and policy formulation10. Robust CSR program11. National and international partnership and linkages with
leading institutions of higher learning and research12. Competent and motivated human resource13. Cross-cultural diversity within the JKUAT community14. Participative and supportive alumni15. Strong academic quality assurance policy and system16. Empressive growth and reputation17. Existence of Quality Management System based on ISO
9001:2008
1. Inadequate teaching and learning facilities
2. Irregular maintenance of buildings and facilities
3. Inadequate funds4. Inconsistent career
paths for staff5. Inadequate library
facilities6. Inadequate social and
recreational facilities for staff and students
7. Inadequate transport facilities
8. Gaps in documentation of job description for staff
9. Inadequate ICT infrastructure and networking
10. Reliance on limited revenue streams
26
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Opportunities Threats1. Integration of the East African Community and emerging
economic blocks2. New Constitution and county governance3. Transition towards an industrialized nation4. High demand for university education as a result of free
primary and secondary education5. ICT growth and its application in teaching and research6. National and international job opportunities for Kenyan
graduates7. Strategic partnership with local and international
organizations8. Innovative technological advancements9. Increased investment in research and innovation by the
Government, university and collaborating agencies10. Growth of service industry11. Growing provision of students’ loans and bursaries12. Growing alumni involvement13. Training, research and consultancy services within EAC and
COMESA region14. Staff and student exchange programs locally and
internationally15. High demand for business-oriented short courses16. Upcoming Tatu City and other urban centres17. Discovery of oil in Turkana18. Expansion of Thika road into a superhighway19. Hosting of Pan African University Institute of Basic Science
and Innovation20. Planned establishment of botanical garden, college of
engineering and technology and industrial park
1. Competition from new local and international universities/university colleges
2. Lower costs of academic programs in other universities
3. Prevalence of HIV/AIDS and other epidemics and drug/ substance abuse
4. Impact of high poverty levels on university education
5. Declining Government financial support
6. Rapid changes in technology
7. Rising unemployment for graduates
8. High staff turnover leading to brain drain
3.2.2 Remaining Competitive
Through experience of success and failures encountered in the past, it is now clear that there are certain strengths unique to JKUAT that could be exploited to maximize returns in the sector. The University will continue to make concerted efforts to assist stakeholders take advantage of existing strengths to be able to exploit the existing potential. The University will also commit itself to address all the weaknesses that may be hindering growth of the University education sector. The necessary precautionary measures will be taken to address threats to the performance.
27
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
As the strategic plan is put fully into place and its goals achieved during the next five years, JKUAT will accomplish the following four competitive outcomes.
1. Attract more of Kenya’s and the world’s most exceptional students
JKUAT’s new general education programme, enhancement of the undergraduate experience, and increasing diversity and international outlook will attract an increasing number of outstanding high school graduates, and will also be a magnet for bright students from all over the world. The University will maintain high regard for its stimulating intellectual environment, inclusive community, lively social activity, and engagement with local, national, and international issues. The broad changes and major investments in our graduate education program will bring more of the very best college graduates for advanced study, research, and scholarship. JKUAT location and array of strong academic programs already attract talented students. With proper levels of financial support and a dramatically improved educational program, JKUAT will quickly become favored by truly exceptional graduate students. Upon earning their degrees, JKUAT’s alumni will be prepared to be innovators and change agents and to take on leadership roles in a wide variety of fields. They will have a major impact on the intellectual and cultural life of the community, and will be a mainstay of the leadership and highly trained workforce that drives the state’s economy. JKUAT will provide extraordinary talent to serve society.
2. Be an international center and a catalyst for educational, research, and scholarly partnerships around the globe
Nairobi is a world-renown city. Within its orbit, JKUAT will be a world-class university. JKUAT will attract the most brilliant minds from all corners, send students abroad for exceptional learning experiences, and expand connections and partnerships with public and private organizations. The faculty will extend the boundaries of knowledge and understanding in a wide range of fields. They will address issues of critical importance and worldwide impact. The University community will reflect the world and be a positive and powerful force in it. By producing graduates who are comfortable in the wider world, the University will support Kenya as it engages more strongly in the global marketplace.
3. Transform its surrounding area into an economically, socially, and culturally vibrant community that is welcoming and attractive to students, faculty, staff, neighbors, and visitors
JKUAT will work with its neighbors to create a new city with appealing retail outlets and office space as well as housing. With the development of the Industrial, Technology and Innovation Park, the varsity will develop the largest and most successful research park in Kenya. More than 6,000 new jobs will be created and the added value to economic development will exceed Kshs. 2 billion. The University’s national impact will grow
28
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
as well. With the wide range of civic engagement, outreach, and cooperative extension programs, the University will enhance the quality of life of area and state residents through involvement with local schools, community and economic development projects, and health, wellness, environmental, and government service programs.
4. Spread the light of its intellectual talent, its advances in knowledge, new ways of understanding the world, and the benefits of its scientific and technological innovations throughout Kenya, the region and world
The University will achieve international distinction for its ability to address the issues and problems affecting society. The University’s capacity to look over the horizon and bring together expertise from across the disciplines and across the world to address issues of profound importance is powered by a host of advantages and assets. Our land-grant heritage; uniquely advantageous location; global connections and reach; culture of innovative, collaboration and inclusiveness; and ability to cross disciplinary boundaries and partner with organizations all over the world will propel JKUAT to a leadership position in enhancing the economic, cultural, and social life of the citizens of the country, region, nation, and world. JKUAT will be a force in fostering greater understanding of human relations and the natural environment, stimulating scientific and technological advances, and supporting economic development and creative activity. In addition, through its broadly educated graduates, the University will provide many of the leaders of tomorrow. The University will be an institution where new ideas and ways of thinking make a difference. The University will be among Kenya’s most valuable asset, sustaining and enhancing the nation’s ability to compete in a rapidly changing global economic environment.
3.2.3 Stakeholder Analysis
For the purpose of identifying the interests, roles/responsibilities, comparative advantage and contribution of the stakeholders in the development and implementation of this strategic plan, it was necessary to carry out an analysis of their involvement. This involved an inventory of all parties that have a stake in the development of JKUAT as envisaged in this strategic plan. The major stakeholders identified include students, staff, alumni, the Government, the community, industry, development partners, research and development institutions, and institutions of higher learning, all with stakes in the performance of the University. JKUAT strongly believes that the identified stakeholders are critical to the success of its activities. It is the commitment of the University to carry out a continuous stakeholder analysis to identify changing needs to ensure cooperation and support in the achievement of her mission.
29
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Table 3.2: Stakeholder Analysis
Stakeholder Stakeholder Expectation JKUAT Expectation
Students• Quality and affordable programs• Conformance of programs to relevant professional
regulatory bodies Variety of academic programs Health and recreation facilities
• Safe accommodation• Affordable and good quality catering services• Healthy, safe and secure environment• Defined program schedules
• Discipline• Compliance with the
University rules and regulations
• Academic excellence
Staff• Sustainability of the University• Defined career progression• Healthy, safe and secure environment• Security of tenure• Training and development opportunities• Welfare services• Equity• Adequate remuneration
• Quality service• Meritocracy• Loyalty and sustainable
service
Government• Quality human resource capacity for national
development• Programs based on national development needs• Innovations for agriculture innovation and
industrialization• Needs-based community extension and technology
transfer• Proper utilization and accounting of Government
contributions
• Regular and adequate funding
• Development of policies that govern university education
University Council
• Good governance and leadership at all levels• Implementation of quality, affordable, demand-
driven and competitive programs• Compliance to financial and procurement policies
and procedures
• Support in timely policy formulation and approval
• Transformative governance and leadership
• Enhanced local and international lobbying and networking
Community • Social responsibility programs• Improved roads• Clean environment• Disciplined students• Needs-based extension• Creation of jobs• Appropriate technologies
• Cooperation• Responsibility• Information• Support
Development partners
• Efficient use of donations and grants• Funded project outputs
• Donor support• Stewardship• Mutual benefits
30
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Stakeholder Stakeholder Expectation JKUAT ExpectationIndustry • Research outputs and innovations of commercial
value• Quality graduates• Joint research and development• Sustainable projects• Solutions to industrial and operational challenges
• Sustainable partnership• Utilization of products and
opportunity for graduates collaboration
Research and development institutions and institutions of higher learning
• Joint projects• Exchange programs• Sharing the use of critical equipment and other
resources
• Knowledge exchange• Mutual projects support• Peer guidance
Parents • Quality programs, safety, health and security of the students
• Fee payment• Provision of guidance and
counseling• Mentorship• Ambassadorial role
Alumni • Involvement in University activities and programs • Fundraising• Mentorship• Participate in programs
development and review• Industrial linkages• Ambassadorial roles
JKUAT will enhance stakeholders’ participation and collaboration through the following strategies:• Creation of new international networks and consortia• Growing numbers of students, professors, and researchers participating in academic
mobility schemes• Increase in the number of courses, programs, and qualifications that focus on
comparative and international themes• Emphasis on developing international/intercultural and global competencies• Stronger interest in international themes and collaborative research• Steep rise in the number of cross-border delivery of academic programs• Greater interest international and regional rankings of universities• Increase in campus-based extracurricular activities with international or multicultural
component• Investment in recruiting foreign students and dependence on their income• Rise in the number of joint or double degrees• Growth in the numbers and types of for-profit cross border education providers• Expansion in partnerships, franchises and branch campuses• Establishment of new national, regional, and international organizations focused on
international education.
31
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3.3 Emerging Strategic Issues
The review of Sector Plans for Agriculture and Rural Development (2013-2017), Science, Technology and Innovation (2013-2017) and Education Development (2013-2017) indicated that the development of university education and training was greatly hampered by issues pertaining to policy and corporate governance, quality assurance and standards, resource mobilization and management, financing and financial management, partnership and linkages and commercialization of research and innovations. Based on the PESTEL and SWOT analysis in section 3.1 and 3.2, the following strategic issues were identified as pertinent to JKUAT.
Prof. Imbuga gives her address during the Business Process Outsourcing launch, at the KICC, November 2011
3.3.1 Policy and Corporate Governance
The current policy framework providing for establishment, governance and management of public universities are inconsistent with the needs of modern management and good governance practices and do not provide for a mechanism for external quality assurance. There is general ineffectiveness in the coordination of the national higher education and ST&I system, leading to inefficient resource utilization. Furthermore, there is lack of adequate information to facilitate regional and international benchmarking and track the implementation of higher education and ST&I activities. A framework to collate and
32
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
disseminate information on the resources employed by the sectors and their effectiveness is lacking. Timely tracking of the implementation of various programs/initiatives under this plan aimed at realizing its overall objectives are urgently required.
The performance of the sector will be based on a common set of fundamental values that include proactive leadership, protection of national interests, high standards, maintenance of public trust, optimal use of limited resources, and the ability to adapt to changes both within the country, region and globe. Enforcing meritocracy in the sector should ensure that the best individual access opportunities in the sector regardless of race, ethnicity, religion, gender, disability or socio-economic background and are able to develop to their fullest potential.
3.3.2 Resource Mobilization
Funding for higher education and ST&I and related activities in Kenya has been inadequate and without effective coordination mechanisms in the face of competing demands for the national budget. Innovative resource mobilization mechanisms are critical to successful implementation of the policy objectives. Science, technology and innovations are an expensive venture. Technology developments require highly skilled personnel, expensive equipment and in some cases, they may take a long time before the outcome is realized. To develop premium technologies, innovations and services, the University must incur high initial investment costs. The challenge is to secure adequate funding streams for the various science, technology and innovation components to facilitate implementation of the policy objectives and achievement of the intended outcomes.
Although expenditure on education has been on the increase (to an average of about 35% of the national budget), the allocation to the University sector has consistently been low. This low budgetary allocation for the University contradicts the prioritization of university education in Vision 2030. Other than the Government budgetary allocation, there has been very little technical assistance or donor support from development partners towards university and technical education at all levels in recent years. While some institutions have put in place income generating activities, these are still weak and require strengthening.The effects of these activities on the core mandates of the institutions have also been debatable. Development financing which is crucial for capacity development and expansion has been minimal
3.3.3 Resource Management
Kenya’s overall higher education and ST&I capacity and capability is currently weak in comparison with competitor and inspirational countries. Recognising the critical role of higher education and ST&I in national development, Kenya has over the years established many universities and S&T institutions and has made significant strides in Research and
33
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Development (R&D). However, most of the institutions are not effectively coordinated and often lack critical resources and infrastructure to enable them effectively deliver higher education, develop and integrate ST&I. The institutions are also unable to acquire, maintain and retain modern equipment as well as human resources. They have weak linkages with the productive sector, and regional and international counterparts. Lack of an integrative policy framework to facilitate effective delivery of higher education and integrative policy framework to facilitate effective delivery of higher education and integration of ST&I into the economy is an issue needing urgent action. Skills acquired from Kenyan training institutions do not often match the requirements of the productive sector. This imposes high costs on investors who have to retrain new staff. Further, the products of human resource development institutions are often not imbued enough with entrepreneurship skills. Thus, they are geared to looking for jobs instead of creating them. This acts as a barrier in creation of ST&I technology-based enterprises within the economy. Of equally great concern is the apparent lack of alignment of skills with national priority areas.
3.3.4 Financing and Financial Management
The current average spending per student at University level is 31 times, 6 times, and twice as expensive in relation to primary, secondary and TVET education, respectively. This indicates that university education through public universities is particularly expensive to the Government and is not sustainable within the current resources. During the fiscal year 2011/2012, for public universities, the government budget support was only used to pay 80% of staff emoluments. Public universities, therefore, have had to reduce their dependence on Government financing by diversifying their sources of income as well as ensuring more efficient and cost effective use of institutional resources. Funding for HEST and related activities in Kenya has been inadequate and without effective coordination mechanisms in the face of competing demands for the national budget. Innovative resource mobilization mechanisms will therefore be crucial to the successful implementation of the objectives of national development.
Universities have neglected the more difficult sources of revenue like private sector sources, establishing foundations or attracting research grants. Consequently, public universities have not achieved the necessary diversification of revenue with decreasing government funding. There is a need for new approaches to financing. Prudent financial management is essential to achieving the goals outlined in Sector Plans for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and the Sector Plan for Science, Technology and Innovation (2013-2017). Financing of the sector should be shared by Government, the private sector, development partners as well as students themselves to ensure increased access, equity and maintenance of quality.
34
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3.3.5 Access
A large number of young people graduate annually from the secondary school system. According to the 2009 Kenya National Housing and Population Census, there are over 8 million Kenyans aged between 17 and 24 years seeking training in University and tertiary institutions. In the fiscal year 2011/2012, there were over 181,000 students enrolled in local universities (Economic Survey, 2011). This translated to a University Gross Enrolment Ratio (GER) of 3.1%. The target set in the Kenya Vision 2030 was 10% by the year 2022 or about 800,000 university students.
Thus, there is a need to dramatically increase university enrollment over the next 10 years. About 50 percent of the students enrolled in Kenyan universities are self-sponsored which means that there is a very high demand for university education. It is estimated that only 30% of qualified students get admitted to local universities every year. Consequently, many students go to foreign universities.
The cost of university education is high and requires high investments, which are sometimes out of reach for average Kenyans. This calls for well thought out interventions that ensure access and affordability to meet the growing human resource need. The University should promote the establishment of open universities and the expansion of distance education in existing campuses and leverage on ICT for research and curriculum delivery.
3.3.6 Equity
There exists a social and geographic inequity in access to university education. This is worsened by the high poverty levels. All Kenyans, regardless of their personal characteristics, gender, backgrounds or physical challenges, must have equal opportunities to obtain a university education. Poverty makes it difficult for most Kenyans to pay for university education. The result is that most trainees in university end up in cheap irrelevant programs whose graduates do not acquire the requisite skills necessary for the work place. Admission of undergraduate students is coordinated by the Joint Admissions Board (JAB), a body created by public universities and university colleges. The main role of JAB is to establish the cut-off points for KCSE graduates and then present the candidates to individual public universities for admission. Additional students are admitted into both public and private universities directly by individual universities. The Government through HELB offers financial support through loans, bursaries and scholarships to students admitted to universities. However, due to limited funds only a few students get the support with the majority being the JAB-admitted ones. Greater emphasis is placed on academic performance, with less consideration of other factors like financial need or other disadvantages as defined in the Constitution of Kenya 2010. Some limited affirmative action measures are, however, enforced to ensure increased
35
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
participation by women and students from Arid and Semi-Arid Lands (ASAL). This affirmative action is only applied to university admissions and not to specific degree programs. This means that students from marginalized groups are not able to gain admission into competitive professional degree programs like Medicine or Law.
3.3.7 Quality, Relevance and Standards
The philosophy of university education is that it should contribute to socio-economic development. The provision of quality education to Kenyan learners is a central theme in the Kenya Vision 2030 and a pillar in NESSP. The Constitution of Kenya 2010 also requires that universities inculcate community values and high standards of morality and ethical behaviour. This requires a complete review of curricula to align them with industry needs.
There is a limited link between the current university curricula and Kenya‘s Vision 2030 needs as most programs were developed well before the conception of the Vision. This renders most programs irrelevant for immediate national development needs. Quality and relevant research programs and university education must meet the demands for innovative and relevant market skills to enhance productivity and employment. There is also a weak link among universities, research institutions and industry. Quality human resource is an important determinant of sustainable growth and development. There is, therefore, need to progressively increase the rate of generation of a high quality skilled human resource with a special focus on developing and upgrading innovation competencies in employment.
3.3.8 Research and Innovation
Kenya’s innovation system is linear and does not effectively serve critical national needs in the production and utilization of quality higher education, science, technology and innovation. As stipulated in Sector Plans for Agriculture and Rural Development (2013-2017), Sector Plan for Education Development (2013-2017) and the Sector Plan for Science, Technology and Innovation (2013-2017), Kenya has made success in various fields of
Rewarding student innovation: Prof. Kahangi (right) DVC, RPE presents a cheque to winning students during the 2012 Tech Expo
36
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
research, particularly in medical and agricultural research. However, the achievements have been based on isolated efforts leading to limited socio-economic impact. The challenge is transforming these individual achievements into a dynamic system to enhance national benefits. The innovation system fails in establishing and sustaining Kenya’s distinction in the generation and management of science, technology and innovation. In order for Kenya to realise maximum benefits arising from research, there is need to adopt a system approach to address innovation dynamism in all sectors of the economy by examining their interdependency, interconnections, and interrelations. The system does not encourage access, use, generation and diffusion of knowledge within business systems.
Sweet sorghum research at JKUAT
Incentives for business R&D in small firms and educational training partnerships to stimulate business demand for S&T graduates and enhance their capacity to innovate, as well as provide young graduates with the right skills to work as researchers in industry are weak. An emerging challenge is that of appropriated and responsive intellectual property rights regimes. These are important in facilitating innovation. However, in the Kenyan context there are challenges that constrain local innovators from benefiting from their work. Some of the key issues include the accessibility of the regime as well as the extent to which it enables harnessing of indigenous knowledge and resources. The existing Intellectual Property Rights (IPR) regime need a review and be judiciously enforced to provide impetus and maximize incentives for the generation, protection and utilization of intellectual property by all categories of inventors in the business system of KNIS in order to foster achievement of Kenya‘s national development objectives.
37
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
3.3.9 Partnership and Linkages
University-industry linkages provide the University with opportunities to gain practical skills, particularly in science, engineering and medical degree programs. At a higher level, the University could serve as the research and development arm of the industry. That would mean the industry does not have to invest in a research infrastructure but should instead would use university research teams. Industry-university linkages also support commercialisation of student and research groups’ innovations in universities. Close and productive interaction between academia, private sector and public institutions in all fields is vital in harnessing the existing potential in a coordinated manner. However, research institutions, academia and industry in Kenya have for long been operating in separate domains. The intersecting needs and mutually interdependent relationships call for a well-conceived integration between the public sector, academia and industry. In this regard, the national and county governments will be key players in the integration process through the enactment of various enabling policy instruments and availing the necessary incentives to support the integration process.
Mr. Mauricio Sucasas, Director, IBM China, and Prof. Mabel Imbuga, VC, JKUAT exchange documents after signing a Memorandum of Understanding on behalf of the two institutions
3.3.10 Commercialization and Extension
A large portion of the economy is dominated by micro, small and medium enterprises (MSMEs). They also dominate innovations in Kenya, as evidenced by the number of patents by this sector. MSMEs are similar to cottage industries worldwide. If supported
38
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
and linked to the education and research system, this will result in more local product development capacity and capability. In addition, existing initiatives by academic institutions to research and development of products should be encouraged by creating links with private sector for improved commercialization. Finally, the weak intellectual property regime and associated processes in Kenya is a hindrance to commercialization, and hence to economic competitiveness.
Development and Transfer of Banana Tissue Culture Technology
39
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
CHAPTER FOUR: SITUATION AND STRATEGIC ANALYSIS
Plans are nothing. Planning is everything. - Dwight D. Eisenhower
4.1 Introduction
Based on the PESTEL and SWOT analysis, the following emerge as the priority strategic themes that will be addressed by the University during the strategic plan period. i) Policy and Corporate Governance ii) Resource Mobilization iii) Human Resources Management iv) Financial and Procurement Management v) Infrastructure Development vi) Information and Communication Technology (ICT) vii) Undergraduate and Graduate Education viii) Research and Innovations ix) Agriculture and Rural Development x) Partnerships and Linkages xi) Extension Services and Technology TransferThe situational analysis for each of the themes is undertaken in sections 4.2 - 4.13 below:
40
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
4.2 Policy
The University considers policies as important reference documents that help in guiding decisions and future actions by management. Policies also facilitate implementation of strategy and also provide direction that the University intends to take in achieving its vision. During the implementation of the Strategic Plan (2009-2012) a number of policies have been developed that include, but are not limited to: IGU Policy; Staff Training Policy; Fees Collection Policy; Alcohol, Drug and Substance Abuse Policy; Communication Policy; Debt Management Policy; Sexual Harassment Policy; E-Waste Management Policy; Occupation Safety and Health Policy; Transport Policy; HIV and Aids Policy; Academic Quality Assurance Policy; Education for Sustainable Development (ESD) Policy; Intellectual Property Policy; Information Security Policy; Automation Policy and Staff Code of Conduct and Ethics. On a need basis, the University commits to develop two (2) policies per year over the Strategic Plan period (2013-2017).
4.3 Corporate Governance
The Universities Act No. 42 of 2012 and the JKUAT Charter 2013, guide the University to achieve its mandate and functions, taking cognizance of existing policies relevant to higher education. The Statutes define the roles of the various officers, the committees, Senate, University Council, and other organs that form JKUAT. The Statutes also provide for the main sources of funds for the University and how the funds are applied. However, global dynamism and existing market trends necessitate backups to ensure that the University maintains quality standards of its programs and products. This necessitated the development and use of other policy documents and other references alongside the University Statutes. These include strategic plans, University Calendar, University Prospectus, University policies, national policies and University Quality Management Systems (QMS).
41
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
A section of JKUAT Senate in session
The University Council is the topmost organ of JKUAT. Its functions are as provided for in the Jomo Kenyatta University of Agriculture and Technology Charter, 2013 and Statutes. The Council is responsible for management of University resources including human, material, finance and information resources. The Council controls human resourcing, plans and regulates tangible and intangible assets of the University and enters into contracts on behalf of the University. The Council enters into performance contracts in which it commits to: the development of annual work-plans; identification of performance targets; assignment of weights to performance indicators; negotiating performance targets/signing the performance contracts; ensuring achievement of performance targets and preparing employees in JKUAT for the desired changes in working styles, attitudes and work ethics.
The Senate is the topmost academic unit of JKUAT and has the responsibility over all academic issues as provided for in JKUAT Charter and Statutes. The responsibilities of Senate include responding appropriate to promote teaching, learning, research and innovation at JKUAT, and regulating all academic programs of the University. The Senate is responsible to the University Council and exercises such powers as may be conferred by the JKUAT Charter and by the Statutes or by such other Acts as the Council may authorize. The University Senate is responsible for approval of University program; examination; academic college; faculties, schools, institutes, centres and department; syllabi, rules and regulations governing teaching, learning, research, innovations, student and staff welfare.
42
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
4.4 Human Resources Management
Effective service delivery by competent workforce
Human resource remains the major driver to achieving the University’s vision and mission. In view of this strategic thrust, there is need to achieve optimal staffing levels to effectively provide the required support structures. The University has expanded through increased number of students and campuses without a commensurate increase in human resources. The total number of staff stands at 2,045 consisting of 669 teaching staff and 1,376 non-teaching staff, as indicated in Table 4.1 below
Table 4.1: Staff Establishment and In-Post for 2007-2012
Year Approved Establishment In-post GapMale Female Total
2007 2,351 1,117 365 1,482 8692008 3,298 1,133 622 1,755 1,5432009 2,298 1,085 698 1,783 5152010 2,664 1,141 725 1,866 7982011 3,049 1,192 742 1,934 1,1152012 3,049 1,260 785 2,045 1,004
43
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Given the current student population of 28,800, the ratio of teaching staff to students is far much lower than the CUE and internationally approved ratio. (See Table 4.2)
Table 4.2 Lecturer Student ratios in various cluster Programs
S/No. Cluster of Programs Lecturer/Student ratio1 Applied Sciences 1:102 Arts and Humanities 1:153 Medical and Allied Sciences 1:74 Pure and Natural Sciences 1:105 Social Sciences 1:18
4.5 Financial and Procurement Management
According to Vision 2030 Sector Plans for Agriculture and Rural Development (2013-2017), Education Development (2013-2017) and Science, Technology and Innovation (2013-2017), the Government’s expenditure on education is 7% of the country’s GDP. This is the highest expenditure level per student based on the average education GDP in Africa. Much of this expenditure however goes to primary and secondary education, with only a small allocation to universities. Further, the Government’s policy for allocating funds to universities is based on the number of students joining the University and not the cost of mounting specific programs. This is done without the consideration of inflation rates and the high cost of living. In addition, fees levied on students do not match the actual cost of running the programs hence the financial instability at universities. The University programs are funded by the Government through fees and other income generating activities and projects.
As a reputable institution of higher learning in the region, JKUAT is guided by its mandate whose achievement requires adequate planning in order to match the increased demand for university education with existing resources. The Government, as the chief financier of public university education in Kenya, is only able to finance 35% of required resources at JKUAT. Therefore, there is need for stringent controls in utilization of resources to meet the University needs.
Over the years, the financial allocations from government and the fees have not been sufficient to cover the growing needs of the University. The effect of these financial limitations has been the hindrance in the delivery of the University’s mandate. In view of the foregoing, the University will lobby for increased Government funding from the current average of Kshs. 1.75 billion to a minimum of Kshs. 3 billion per year. In addition, the University will also strengthen other IGAs, fees income, research and innovation funds and consultancy in order to broaden its revenue base.
44
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
4.6 Infrastructure Development
4.6.1 Availability of Facilities
The growth in demand for university education has not been matched with availability of facilities. Within the main campus, the growth in infrastructure has not been congruent with the corresponding increase in student population. The University has inadequate lecture halls, library, offices, laboratories, hostels, and other facilities. In addition, the University plans to renovate, expand, construct and acquire new infrastructure to meet the growing needs.
Prof. Imbuga presides over the ground-breaking ceremony for the new administration block
4.6.2 University Space Utilization
The University has experienced a period of rapid expansion of its building stock, supported by substantial injections of capital from the government, development partners and income generation activities. The University will deliver outstanding facilities and services and manage them effectively and responsively for the benefit of
45
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
staff and students. This requires JKUAT to make the best use of space and physical resources across the University, ensuring that infrastructure is maintained and developed in a sustainable way. Substantial continuing investment will be required, building on the major initiatives of the last five years.
The University will renew her physical infrastructure by building new facilities and substantially renovating existing ones and by renewing roads, utilities, fields, students housing, and information technology resources needed to support the University’s mission. The University will aggressively pursue funding for construction of new facilities that will reduce substantial space deficit and adequately support mission of outstanding teaching and world class research.
4.7 Information and Communication Technology
4.7.1 Science Technology and Innovation
Information and Communication Technology (ICT) has become indispensable to overall economic development in terms of service delivery, effective communication, access to market, tapping of global knowledge among others. Kenya, through the Vision 2030 and the Sector Plan for Science, Technology and Innovation, considers ICT as a key to strengthening the foundation for a knowledge economy. In this regard, the Madaraka PC project in the Vision 2030 has a direct linkage to JKUAT. The project is intended to provide an incubation environment for students in local universities. In addition, it will give Kenyans access to affordable/robust PCs’ and create a market for hardware and software products and an environment where these products can be developed and manufactured.
JKUAT therefore plays a key role in the development of ICT in the country through the major initiatives by University management. The University can boast of her highly recognized ICT initiatives among other universities in the region. Through improved ICT capacity, the University will achieve most of its functions and mandate as provided for in the Statutes, and provide a clear linkage to the integrated vision of the University. ICT optimization will also increase customer satisfaction as well as access to higher education as a contribution geared towards achieving enhanced application of Science Technology and Innovation (ST&I) in the national priority sectors to ensure optimal benefits for Kenya’s socio-economic development. ICT has also been involved in customization of a number of financial and non-financial systems, including the SAGE ACCPAC, ERP, the library management system and the research management information system. There is also collaboration with industry players such as Google Africa in the area of web-based application for communication and service delivery. To drive ICT to the next level in this strategic plan, an ICT master plan will be developed.
46
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
4.7.2 The University Website
One of the ICT initiatives in the University at the moment is the move towards paperless offices. To achieve this, the University has been involved in various activities aimed at enhancing ICT at various levels, including the development of policies, which includes the Electronic Payment Policy, ICT Policy, E-waste Policy and the Information Security Policy. These policies are available in the University website (www.jkuat.ac.ke). In addition, announcements, academic programs, examination results, annual university events and research results are also availed to staff, students and other stakeholders through the website. The JKUAT website has also been used as a source of information and marketing tool. However, students, faculty, researchers, administrators and stakeholders across the University do not take full advantage of these services simply because they are unaware of them hence there is need to extend marketing reach internally and externally so that the stakeholders fully understand the complete scope of services and tools.
The adoption of applications and infrastructure based on digital technologies is very relevant to higher education, and underpin many of the traditional functions and operations associated with a modern university, as well as providing new opportunities. The successful deployment of Web based IT strategies is critical to achieving many of JKUAT’s goals, including blended learning, teaching and research. The University Website will assist in providing high standards of service for students and staff by improving internal processes to reduce costs through automating processes and employing electronic forms.
4.8 Undergraduate and Graduate Education
4.8.1 Student Enrollment and Graduation
The increasing population growth in the country coupled with the recently introduced government policy on free day secondary education has led to exponential growth in demand for higher education in Kenya. The social demand approach holds that society will continuously seek increased education opportunities out of the perception that education can guarantee socio-economic advancement.
In the 2008/2009 Academic Year, JKUAT had a student population of 14,561. In 2009/2010, the population grew to 15,655 an increase of 7.5%. In 2010/2011 Academic Year, the student population
JKUAT provides serene and conducive environment for group and individual study
47
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
was 19,500, representing a growth of 19.7% from the previous year. The number rose to 22,800 in the 2011/2012 academic year, representing a growth of 15.3% from the 2010/2011 academic year. However, in the year 2012/2013 the student population rose to 33,850 representing an increase of 48.5%.
The population of the international students was 480 in 2011/2012 rising to 700 in 2012/13, an increase of 45.8%. The annual growth over the three years has surpassed the targeted growth of 10% per year for the 2009-2012 Strategic Plan. It is anticipated that the current population of 33,850 will realize a growth rate of a minimum of 12% annually for the next 5 years.
During the same plan period the number of graduates grew from 2,912 in 2008 to 3,559 in 2009 representing an increase of 22.2%. In 2010, the number was 4,228 rising to 4,467 in 2011 which is an increase of 5.6%. JKUAT intends to grow this number by 6 % annually up to the end of the Strategic Plan’s period. JKUAT has an opportunity to increase its intake and at the same time appeal to a large market for its programs. It is envisaged that JKUAT will expand opportunities for qualified Kenyans, East Africans and Africans to access quality university education. In this regard, JKUAT will implement the relevant national, regional, continental, international policies, objectives and legal framework that guide access and quality of higher education.
In response to the free primary education programme, JKUAT shall seek to increase admission of students to accommodate the expected increase in the number of KCSE candidates. The University targets to increase admission by at least 12% annually during the plan period. In addition JKUAT shall seek to assist needy students who have challenges in raising fees for their studies. Currently, the University has provision for academic leave to enable students to take a break and raise funds for the fees.
4.8.2 University Satellite Campuses
As a result of the high demand for JKUAT programs, the University has established countrywide and regional campuses as indicated in the table below. The students enrolled in these campuses increased from 2,607 students in 2010 to 9,136 students in 2012
48
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
SATELLITE CAMPUS ENROLLMENTS/N Campus Year of
EstablishmentCampus Location Student Population
2010 2011 20121 Karen Campus 2005 Karen 1654 1895 19992 Nairobi Westlands Campus 2006 Westlands 730 657 8583 Nairobi CBD Campus 2009 Nairobi Town 223 820 7854 Mombasa CBD Campus 2010 Mombasa Town 0 893 12595 Kitale CBD Campus 2011 Kitale Town 0 290 5346 Kakamega CBD Campus 2012 Kakamega Town 0 38 2687 Nakuru CBD Campus 2010 Nakuru Town 0 414 15298 Kisii CBD Campus 2010 Kisii Town 0 477 13489 Arusha Centre 2011 Arusha, Tanzania 0 0 48910 Kisumu CBD Campus 2012 Kisumu Town 0 0 7712 Kigali Campus 2013 Kigali, Rwanda 0 0 013 Grand Totals 2,607 5,484 9,136
The East African Community Development Strategy (2012-2016) emphasizes the need for promotion of education, science and technology for a creative and productive human resource within the community. In this regard, the University has established a campus in Arusha. The University will establish regional campuses in Rwanda, Burundi, South Sudan and Somaliland.
4.8.3 Academic Programs
The total number of programs in 2009/2010 academic year was 152. Currently, JKUAT has 414 academic programs cutting across various disciplines including Engineering, Science, Agriculture, Information Technology, Applied Science, Health Sciences, Social Sciences, and Business. The University aims to increase this number by 240 in the next five years. The new programs will include Biotechnology, Space Science, Mining and Petroleum, Material Science, Nanotechnology, Value-addition, Manufacturing and ICT among others.
One of the strategic goals of Sector Plan for Education Development
Ms.Fatma Shakur, a 2nd year JKUAT Marine Engineering student receives a trophy from top NYS officials for her exemplary cadet performance
49
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
(2013-2017) is to enhance access, equity and quality of education and training at all levels based on demand and supply. The interest of the University to develop/review programs/courses is necessitated by the market forces of demand and supply. The courses are developed with contributions from industries, alumni and other stakeholders. The programs are reviewed regularly to reflect changes in the market. They are done after a completion of a full cycle which is four, five or six years depending on the program. The trends in the market are analyzed and alumni, graduates and other stakeholders’ views sought through survey so that a program is updated to match the changing market needs. The course content is then updated accordingly. Other steps have included review of all programmes to ensure incorporation of internship programmes. The development/review of programs at JKUAT is done according to CUE, IUCEA, AAU, ACU, and University regulations, Faculty/Institute/School regulations and academic quality policy. This is important to ensure that the quality of the programs is leveraged on national, regional, continental and international standards.
4.9 Agriculture and Rural Development
The Agricultural and Rural Development (ARD) sector comprises of the following eight subsectors: Agriculture; Livestock Development; Cooperative Development and Marketing; Lands; Fisheries Development; Forestry and Wildlife; National Land Commission and Agricultural Research & Development (ARD). In its contribution to GDP, ARD sector directly contributes 24.5 percent of the GDP valued at Kshs. 741 billion. The sector also contributes approximately 27 percent to GDP through linkages with manufacturing, distribution and other service related sectors. It further accounts for about 65 percent of Kenya’s total exports, 18 percent and 60 percent of the formal and total employment respectively. ARD sector has been identified as one of the six sectors aimed at delivering the 10 percent economic growth rate under the Vision 2030.
The ARD sector goal in line with the Vision 2030 is “an innovative, commercially oriented and modern agriculture and rural development sector”. The policy and institutional framework guiding the sector is the Agriculture Sector Development Strategy (ASDS, 2010-2020) which emanated from a revision of the Strategy for Revitalizing Agriculture (SRA, 2004-2014) to reflect the aspirations of the Vision 2030. The key policy goals of the sector include: raising agricultural productivity through generation and promotion of technologies and increased resource allocations; exploiting irrigation potential; increased commercialization of agriculture; undertaking a comprehensive review of the legal and policy framework for the sector; improving governance of sector institutions; land development; and promotion of sustainable management of fisheries, forestry and wildlife resources. However, the development of the sector is affected by inadequate legal and policy framework; high poverty levels and drought; agricultural land sub-division and increased urbanization; inadequate market and infrastructure; limited value addition and product diversification; limited use of appropriate technology; inadequate
50
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
capacity to manage pests and diseases; limited financial services and credit; low youth participation; and high cost of production.
JKUAT will facilitate in overcoming some of these challenges through development of value addition programmes, development and promotion of appropriate technologies, enhanced extension and technology transfer and undertaking applied research.
4.10 Research and Innovations
The Sector Plan for Science, Technology and Innovation (2013-2017) proposes intensified application of science, technology and innovation to raise productivity and efficiency and recognizes the critical role played by research and development (R&D) in accelerating economic development. In addition the Sector Plan for Education Development (2013-2017) puts emphasis on the need to spearhead and enhance the integration of science, technology and innovation into national production systems and processes for sustainable development. Specifically, the Sector Plan for Agriculture and Rural Development (2013-2017) stresses the need for developing technologies and innovations for increased productivity and value addition in agriculture. As Kenya advances into a knowledge-based economy, in which the generation of knowledge and innovations are key ingredients of economic propulsion, JKUAT focuses to become a key element of the national technology and innovation system (STI) for both human capital provision and a seedbed for new businesses.
Producing creative and entrepreneurial graduates for the labour market
51
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
The potential for research and innovation has been evidenced by the many proposals JKUAT scholars have submitted to solicit both internal and external funding. Between 2007 and 2011, a total of 89 research proposals were submitted for internal funding. Of these, only 52 were able to secure internal funding due to scarcity of funds. In that period, the internal fund had steadily increased to about Kshs. 37.5 million for research projects and Kshs. 15 million for innovation projects per year. Currently, there are about 35 on-going research and 17 innovation projects supported by internal funds. JKUAT anticipates raising its annual internal funding capacity from Kshs. 52 Million to Kshs. 100 Million in the 2013-2017 period. The number of externally funded projects has also continued to rise. In the year 2011, more than 70 research proposals were submitted for external funding out of which 51 were successful in drawing a total of Kshs. 787 million funding as detailed in the Table (4.3). This figure is expected to continue rising over the Strategic Plan’s period to Kshs. 1 Billion annually.
Table 4.3: List of recently funded research projectsExternally funded Projects Amount ($ m) (Kshs. millions)UniBRAIN Project (DANIDA) 2 170Renewable Energy Project (JICA) 4 340Bio-innovate Project (EU) 0.27 23Amaranthus Project (Aus-Aid) 0.50 42.5Bean Project (EU) 0.035 3 Aflotoxin Control Project 0.100 8.5 NCST Project 2.35 200 TOTAL 9.25 787
To sustain its capacity for research, the University expects major infrastructural capacity development to support its thematic research centres of excellence. These will involve the acquisition of thematic research laboratories, facilities and equipment. Significantly, the fundraising will require the support of development partners and collaborators in raising the Kshs. 1 billion annually over the Strategic Plan’s period.
As part of its commitment to contribute to national industrialization, JKUAT anticipates to promote at least ten (10) of its current innovation project outputs into prototypes and then commercialize the same through incubation in collaboration with industry in a new Industrial Park and Botanical garden to be developed. Further, the University desires to increase the use of its research outputs and innovations by industry and other stakeholders in order to create socio-economic benefits, while generating income to support research and education. In this regard, the research centres and IGUs will be expected to actively engage with stakeholders to ensure technology transfer and extension.
52
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
4.11 Partnerships and Linkages
Collaboration between Japanese Nissin Food Holdings and JKUAT – Nissin Foods Company
The Sector Plan for Education and Development (2013-2017) calls for the need to strengthen linkages between higher education, training institutions and research institutions with communities and industry. University-industry linkages are beneficial in many ways because they support commercialization of innovations, provide universities with opportunities to gain practical skills, and support universities in achieving desired learning outcomes. The industry benefits from near free university student labour especially with senior students and also gives them opportunities to identify future talent. Currently, universities engage industry mainly in providing internship and attachment opportunities to students. Another area that is critical for quality of university education is in the development or review of university curricula to ensure that they are relevant and have the desired learning outcomes in line with industry needs. JKUAT is engaged in linkages and partnerships with a number of national and international research and development institutions, industry, community organizations, and institutions of higher learning, middle level colleges and centres.
Currently, the University has 130 national and international partnerships and linkages with industry. The functional local linkages and partnerships include that with Safaricom Ltd, Tana and Athi River Development Authority (TARDA), Kenya Bureau of Statistics among others. As part of internationalization, JKUAT is collaborating with the Chinese
53
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Academy of Sciences (CAS), Chinese Ministry of Science and Technology (MOST), Comprehensive Africa Agricultural Development Program (CAADP), Safaricom ltd., International Business Machine (IBM) - USA, Nissin Foods Holding - Japan, Huawei Ltd - China, Siemens Cooperation – Germany and Flora life Ltd – USA. The University plans to grow the number of collaborations at a rate of 10% annually over the next five years. In this respect, the University has an Operational Linkages Policy, which guides the management of the collaborations.
With regards to partnerships and linkages with the County governments, JKUAT recognizes that the Kenya Constitution, in the fourth schedule, has set out specific functions for the national and County governments in relation to the University education, science and technology sector. One of the national goals for university education is to encourage and strengthen linkages that are aligned with national priority areas among the County governments. JKUAT is currently facilitating the government initiatives of promoting devolved governments through collaboration with Association of Local Governments Authorities of Kenya (ALGAK). JKUAT is also working closely with the Comprehensive African Agricultural Development Program (CAADP) to improve agricultural research and systems in order to disseminate appropriate new technologies. In order to enhance this collaboration at the County government level, JKUAT will endeavor to improve agricultural productivity, integrate value chain management, implement appropriate technologies and establish environmentally sound agricultural production.
4.12 Extension Services and Technology Transfer
The Sector Plan for Science and Technology (2013-2017) calls for the need for technology transfer, diffusion and commercialization of new technologies through appropriate extension services. In an effort to play an active role in socio-economic development in the country, the University provides a need-based community extension services and transfer of appropriate technologies for industrialization. The extension services provided by the University are derived from community surveys conducted from time to time and enquiries from individuals and community groups. JKUAT as a university of agriculture and technology has a rich and growing technological, skills and information base that if properly harnessed can transform subsistence agriculture and cottage industries into competitive sectors both locally and globally. There is, therefore, an urgent need for innovative, diversified and pluralistic technological transfer and innovation systems involving all stakeholders. This will enhance the capacity of JKUAT to provide extension and technology services to the agricultural and industrial sectors and fast track the transformation of agriculture and industrialization in Kenya.
54
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Beneficiaries of the Women training Program enjoy a moment of joy at the end of workshop
JKUAT has been collaborating with JICA in community development programmes for enhancing technology transfer and innovation. The innovations which have been transferred to the community range from food processing equipment such as a juice extractor to horticultural and biotechnological products namely fruit seedlings and tissue culture banana seedlings, agro-processing equipment which includes walking tractors, chaff cutters, honey extractors, chemistry products such as herbal beauty products (lotions, creams, shampoo, air conditioners and soap) and disinfectants among others. The University operates two demonstration farms at its Juja Main Campus and Kabiruini Extension Centre in Nyeri. Community groups and students learn and practice modern farming techniques in these demonstration farms. In order to make the University’s technologies and innovations accessible to the community and industry, the University targets training of women and youth groups with unique needs. To enhance dissemination of technologies use of radio and TV has recently been intensified with impressive results.
4.13 Community Collaboration and Corporate Social Responsibility
Community Collaboration and Corporate Social Responsibility is a process of improving low-and moderate-income neighborhoods for the benefit of, and under the direction of, the residents of that neighborhood. This process strives to be sustainable, socially just, and comprehensive, encompassing a variety of activities such as neighborhood planning, affordable housing, commercial and real estate development, physical revitalization, industrial development, employment and training, job creation, education, leadership development, and community building. JKUAT is located within vibrant urban and rural communities. JKUAT seeks to build networks of neighborhood stakeholders and to develop partnerships to affect positive change.
55
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
JKUAT vision and mission is generally grounded in a knowledge-based economy, especially where the JKUAT invests significantly in community-based research in science and technology, agriculture, husbandry and industry. Such growth is further bolstered by JKUAT’s devoting itself to quality education, and aligning its curricula with the needs of the community. The University will offer its expertise, where appropriate, in helping to address social or other community issues. In particular, it will work with the community to advance environmental stewardship, sustainability, and smart growth in the surrounding community. An essential part of JKUAT’s community collaboration and corporate social responsibility is to provide resources to build the capacity and strengthen existing community organizations and in working with these organizations to develop community leadership and solidarity.
4.14 Participation in Regional Integration
JKUAT is a member of the Inter University Council of East Africa (IUCEA). The mission of IUCEA is to encourage and develop mutually beneficial collaboration between member universities and governments and other public and private organizations. This is being achieved through strengthened regional communications through networks which link regional member universities to relevant sites in East Africa and the world; initiate, assist and encourage the development of East African higher institutions of learning and encourage collaboration in regional research and thereby assist universities to develop centers of advanced study and research on a rationalized basis. The operations of IUCEA are supported by conducive higher education Partner State policies and EA Protocol. The IUCEA has continued collaborating with local and international partners to support researchers, teaching staff and students to undertake research and deliberate on pertinent academic and governance issues in East African Universities. It has also facilitated the implementation of sector-based national and regional development projects. Rwanda and Burundi were officially admitted to IUCEA in March 2008. IUCEA is implementing its Five-year Rolling Strategic Plan for 2013-2017 which was designed to enhance the Councils capacity in carrying out its core mission activities. JKUAT will participate in IUCEA’s activities through promotion of education, science and technology for a creative and productive human resource including harmonizing E.A Education systems and training curricula.
4.15 Risk Mitigation
Based on the PESTEL, SWOT and situation analysis the key risks have been identified as indicated below including the required mitigation.
56
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
NO. THEME RISKS MITIGATION1. Policy Inadequate policies to
facilitate decision making and accountability
Improve policy and corporate governance for enhancing accountability and decision making
2. Corporate Governance
Inappropriate system of governance for enhancing decision making and accountability consistent with the mandate and values of the University
Improve corporate governance for enhancing accountability and decision making
3. Resource Mobilization
Insufficient funding diversification for supporting University development
Strengthen University funding through diversification of revenue streams
4. Management of Human Resource
Inadequate mechanism for attracting, developing and retaining staff of the highest international caliber
Attract, develop, motivate and retain efficient staff of the highest integrity and make JKUAT an employer of choice
5. Finance and Procurement Management
Inefficient and ineffective financial and procurement systems
Improve financial sustainability through effective and efficient financial and procurement systems
6. Infrastructure Development
Insufficient infrastructure development and services responsive to all stakeholders’ needs
Provide adequate facilities and services and manage them effectively and responsively for the benefit of stakeholders
7. Undergraduate Education
In appropriate system for recruiting the very best students nationally, regionally and internationally through an equitable process based on achievements and potential
Enhance access, equity, quality, relevance and equality in undergraduate education
8. Graduate Education
Inadequate quality graduate and professional programmes characterized by high completion rate
Enhance access, equity, quality, relevance and equality in graduate education
9. Agriculture and Rural Development
Inappropriate agricultural, livestock and fisheries development and management for improving livelihoods of Kenyans
Improve livelihoods of Kenyans through promotions of competitive agriculture and innovative, sustainable livestock and fisheries development
57
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
NO. THEME RISKS MITIGATION10. Partnership and
LinkagesUnderdeveloped level and effectiveness of national and international collaboration between JKUAT and the industry, development partners, institutions of higher learning, governments and professional bodies
Enhance the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies
11. Research and Innovation
Absence of appropriate culture in which every university program engages in research and innovation for supporting agriculture, science and technology development
Undertake value-added research and innovation for supporting agriculture, science, energy and technology development
12. Corporate Social Responsibility and Technology Transfer
Ineffective transfer and commercialization of research and innovations for competitive agriculture, science and technology development
Improve university community collaboration and effectively contribution to socio-economic development through active participation in CSR activities
13. Community Collaboration and Corporate Social Responsibility
Ineffective university community collaboration and poor contribution to socio-economic development
Improve university community collaboration and for effective contribution to socio-economic development through active participation in CSR activities
58
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
CHAPTER FIVE: STRATEGIC OBJECTIVES, STRATEGIES, PERFORMANCE INDICATORS AND OUTCOMES
Sound strategy starts with having the right goal - Michael Porter
5.1 Introduction
JKUAT enjoys a pre-eminent position nationally and internationally as a hub of outstanding learning, teaching, and research. Whether measured by peer review, student satisfaction, knowledge transfer, research income or student quality, JKUAT ranks amongst the very best universities in Africa. Nonetheless, competition with the top international universities remains strong, and JKUAT should also anticipate the emergence of world-class competitors from China, India, and Singapore, as well as from other parts of the European Union.
JKUAT offers a highly distinctive form of environment for academic endeavor. The collegiate system enables undergraduates, graduates and academics to belong to small scholarly communities, whilst at the same time benefiting from the international research strengths of the departments and faculties. The most important challenge JKUAT faces in competing successfully in a dynamic environment is the maintenance of a distinctive,
59
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
high quality educational experience for JKUAT students and the provision of a distinctive, high quality professional experience for JKUAT academics and support staff, against a difficult financial background. All the strategies described in this strategic plan are designed to meet the challenge of sustaining and enhancing JKUAT’s distinctiveness and excellence.
One of the most critical issues to be addressed is that of funding. JKUAT plans to attract and retain top-flight academics, offer competitive scholarship and bursary schemes to students, and also invest in improving facilities and services. All these are conditional on very substantial improvement in the financial position of the University. The success of the development campaign for JKUAT will be crucial in making a significant contribution to her financial sustainability. However, it will not be sufficient in itself. The University must ensure that it uses her resources efficiently and that further progress is made on increasing recovery rates on research costs, and returns from investments.
Sustaining excellence in every area of teaching and research requires JKUAT to be able to attract and retain academics of the highest quality across the full range of disciplines. The challenges which faces JKUAT in this domain include the need to: build flexibility into the terms and conditions of academic employment; enhance system of career progression; find ways of addressing the high costs of housing; and keep bureaucratic burdens on academic staff to a minimum.
JKUAT’s aim to attract the very best students requires the University to address both cultural and financial barriers to entry to the University. In order to ensure that highly able students from all social, economic and ethnic groups in Kenya apply for undergraduate courses, the University needs to make sure that it designs outreach measures targeted at groups who have not traditionally applied to JKUAT, and to develop bursary scheme effectively. On the graduate side, numbers of high quality graduate applicants accept offers from our competitors rather than from JKUAT because JKUAT is unable to match the funding they offer. There is also a need to review application processes to ensure that the University is well positioned against the competitors.
Future changes in the educational landscape will require the University to be able to adjust and update its courses in a timely way. The changing academic needs of the incoming students, the increasing significance of doctoral training, the growing emphasis placed by students and employers alike on the acquisition of transferable skills, the demand for high quality professional and executive education programs, and the shifts in disciplinary boundaries occurring across many subject areas, all highlight the need to keep the academic courses under regular review.
JKUAT is a large and complex institution, with responsibility for many activities devolved to departments or resting with colleges, in line with the principle of subsidiarity.
60
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
This devolution enables the University to provide flexible and responsive services to students and academic staff at local levels. However, it can also make the achievement of consistent standards of service across the Collegiate University more difficult, and makes planning and internal communication more complex.
The complexity of JKUAT can also work against the quality, contestability and transparency of decision-making. There is a need to keep under review the systems for ensuring the accountability of the University’s administration, consistent with the values of the self-governing Collegiate University.
The University is among the best-known and most admired institutions of higher learning in Africa. As a result, there is a need to ensure that there is broad public understanding of the distinctive character of the University and the benefits this yields. In an increasingly competitive global arena, the University needs to be seeking out new ways of communicating, as effectively and persuasively as possible, the dynamism and quality of what JKUAT is and aspires to be.
5.2 National Goals
The national goals on university education, science, technology and innovation as envisioned in Vision 2030 and the Report of the Task Force on Alignment of the Higher Education Science and Technology Sector with the Constitution (TAHEST) of 2012 and the Sector Plan for Science, Technology and Innovation (2013-2017) are depicted on Table 5.1 below.
Table 5.1: National Goals for University Education
Themes GoalsUniversity Education1. Access and Equity A progressive increase in the Gross Enrollment Rates (GER)
from 3.1% to 10% (i.e. from about 181,000 in 2012 to 800,000 students) by 2022, while respecting diversity of students.
2. Relevance and Quality
“Improve quality and relevance of university education and research for socio-economic transformation of Kenya by 2022.”
Align all university education to national and regional development goals.
3. University Admissions
Establish an efficient and transparent University and College admission system that would provide admission services to all applicants, Universities and Colleges.
61
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Themes Goals4. Capacity Building
and Staff Retention
Improve the retention and productivity of academic staff in universities.
5. Funding of University Education
Establish an institutional government funding mechanism for achieving university education policy objectives and alignment with the constitution of Kenya 2010.
6. Governance and Management of Universities
Reform the governance structures of private universities to align them with the Constitution of Kenya 2010 and attract investments from the private sector.
Reform the governance structures of public universities to align them with the constitution of Kenya 2010, improve efficiency in decision-making and separate governance.
7. Student Leadership and Community outreach
Develop ethical leadership and community outreach and awareness potential of university students.
8. Linkages and Partnership of Industries with Universities
Develop strong university linkages and partnerships that enhance mutual learning, research and innovation.
9. Establishment and distribution of University education institutions
New public universities shall be established in 12 Counties without a university education institution with special funding and specialized degree programmes.
Science, Technology and Innovation (ST & I)1. Prioritized
National Intervention areas
Leverage ST&I to transform the economy through the identified national priority areas
2. Human Resources Attract, develop and retain a critical mass of world class human resource capacities, focusing on identified national priority areas in order to harness and effectively participate and application of ST&I for value addition and creation of new products and services.
3. Intellectual Property Rights
Support the search, acquisition, development and application of modern, emerging and indigenous knowledge and the utilization of the ensuing technologies in the priority formal and informal sectors of the economy for enhanced livelihood of Kenya communities and national development.
62
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Themes Goals4. ST&I
InfrastructureSupport the development, renewal and maintenance of supportive physical infrastructure and technologies required by the key centres of excellence in ST& I.
5. Funding At least the equivalent of 1% of GDP to be mobilized every year for the entire ST&I value chain (from pre-R&D to commercialization from the government and other sources).
6. Linkages, Partnerships and Collaborations
Encourage, strengthen and streamline viable linkages that are aligned with the national priority areas among national and County government academia and industry for improved multi-disciplinary knowledge generation and commercialization of innovations.
7. Reward and Recognition
Establish a comprehensive and inclusive ST&I reward and recognition framework founded in law.
8. Agriculture Development
Develop technologies and innovations for increased agriculture productivity and value addition.
9. Energy Development
Develop technologies and innovations for enhancing energy access and utilization.
JKUAT will facilitate the implementation of the above national goals by pursuing the following strategic objectives:
• Improving policy and corporate governance for enhancing accountability and decision making.
• Expanding the University’s resource base through diversification of revenue streams.
• Enhancing access, equity, quality, relevance and equality in undergraduate and graduate education.
• Enhancing the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies.
• Attracting, developing, motivating and retaining efficient staff of the highest integrity and making JKUAT an employer of choice.
• Improving financial sustainability through effective and efficient financial and procurement systems.
• Providing adequate facilities and services and manage them effectively and responsively for the benefit of stakeholders.
• Institutionalizing appropriate internal and external ICT network and connectivity.• Improving livelihoods of Kenyans through promotions of competitive agriculture
and innovative, sustainable livestock and fisheries development.• Undertaking value-added research and innovation for supporting agriculture,
science, energy and technology development.
63
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
• Contributing to the commercialization of agriculture, industrialization and socio-economic development through extension services and transfer of appropriate technologies.
• Improving university community collaboration and contribute effectively to socio-economic development through active participation in CSR activities.
5.3 Policy
5.3.1 Rationale
A coherent and focused policy, legal, institutional and regulatory framework needs to be developed in order to support the growth, development and utilization of university education, technology and innovation. The policy and governance within the University will be passed on a common set of fundamental values that include proactive leadership, protection of national interest, high standards, maintenance of public trust, optimal use of limited resources, and the ability to adapt to changes both within the country, regionally and globally. Enforcing meritocracy within the University should ensure that the best people access opportunities in the sector regardless of race, ethnicity, religion, gender, disability or socio-economic background and are able to develop to their fullest potential. The strategic objectives, strategies, performance indicators and outcomes are as follows:
Journalism students during a practical session
64
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.3.2 Strategic Objective
To improve policy and corporate governance for enhancing accountability and decision making.
5.3.3 Strategies
a) Re-align JKUAT policies with the Constitution.b) Reform the governance structures of JKUAT to improve efficiency in decision-
making.c) Develop policies to support the implementation of the strategic plan.d) Foster and develop awareness and understanding of equality and diversity
issues.
5.3.4 Performance Indicators
a) University Act and Charter and supporting sectoral policies aligned with the Constitution.
b) Governance policy developed and implemented.c) Cooperate governance and leadership institutionalized.d) Eight (8) priority policies identified and developed.e) Entrenched understanding of University’s to commitment to equality and
diversity.f) 30 % gender representation at all levels.g) 2 % disability representation at all levels.
5.3.5 Outcomes
a) Improved corporate governance across the University.b) Improved structures for enhanced efficiency and decision making.c) Policies implemented by all divisions and departments.d) Improved equality and diversity at all levels within the University.
5.4 Resource Mobilization
5.4.1 Rationale
The University will commit itself to the highest standards for efficient and effective use of its resources in everything that it undertakes. The realization of our vision will require a long-term, carefully crafted and executed plan to maximize the use of available resources and increase the administrative efficiency of all University operations. The strategic objectives, strategies, performance indicators and outcomes are as follows:
65
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.4.2 Strategic Objective
To expand the University’s resource base through diversification of revenue streams.
5.4.3 Strategies
a) Increasing annual recurrent and development grant by 30% per year.b) Increasing funding from existing government education funds by 30% per year.c) Attracting at least 2 donor funded projects per department per year.d) Increasing student enrolment by 12% per year.e) Increasing income from IGAs by 20% per year.f) Scaling up seven (7) new production activities by 2017.g) Streamlining the procurement system through decentralization to support IGAs.
5.4.4 Performance Indicators
a) Four development projects per year.b) 30 departments aligned with at least 3 Constituencies each per year.c) Increase in number of donor funded projects.d) Number of new international linkages.e) 12 % increase in tuition fees per year.f) Two linkages established with industry per year.g) Two linkages established with the community per year.h) Two (2) products commercialized per year.
5.4.5 Outcomes
a) Improved productivity.b) Motivated and productive work-force.c) Improved staff morale.d) Funds from non-traditional funding agencies used for development.e) Increased skills for labour market.f) Meeting budgetary requirements timely and growth projections.g) Enhanced participation in sector development.h) Improved business opportunity and employment.
5.5 Undergraduate and Graduate Education
5.5.1 Rationale
The University will attract and enroll highly talented students from within and outside Kenya. JKUAT will be a place where the most talented Kenyan students can fully
66
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
achieve their educational goals.The University will provide high quality graduate and professional education that will place it among the very finest research universities in the nation and the world. The University will adjust her enrolment as necessary to ensure that available resources are sufficient to provide an outstanding educational experience to the students and to become a magnet for attracting the brightest students.
The University will maintain excellent professional undergraduate and graduate programs that are nationally recognized for their contributions to the practice of the professions, for their forward-looking curricula, and for their spirit of innovation and creativity.
The PhD programs will be known for their commitment to excellence and for their comprehensive approach to graduate study including recruitment, mentoring, career preparation, and placement. The students will normally be full-time and fully-funded for their term of study, complete theircourse in 4-6 years. PhD students will normally have completed substantial published scholarly work or other creative activities as appropriate at the time they graduate. The strategic objectives, strategies, performance indicators and outcomes are as follows:
Producing quality workforce to drive the country’s development agenda
67
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.5.2 Strategic Objective
To enhance access, equity, quality, relevance and equality in undergraduate and graduate education.
5.5.3 Strategies
a) Increasing student enrolment by 12% per year from 28,800 in 2012 to 50,500 in 2017.
b) Increasing student retention from the current 70% to 85% retention rate.c) Developing three (3) new programs per year and reviewing the existing programs
at the end of the academic cycle.d) Managing and maintain academic quality system as per ISO 9001:2008 standards
and national academic quality regulatory bodies requirements.
5.5.4 Performance Indicators
a) Policy guidelines for credit transfer and mid-stream admission institutionalized.b) 280 students admitted into various programs at mid-stream per year.c) Three (3) new local campuses/ centres and 4 international centres established in
Rwanda, Southern Sudan, Burundi and Somaliland.d) Branding institutionalized.e) Students enrolment increased by 12% per year from 28,800 in 2012 to 50,500 in
2017.f) Digitized programs increased from the current 1 to 15 new programs by the year
2017.g) Enrolled students in e- /distance/open learning increased from zero to 1000 by
2017.h) Five new centres of excellence opened.i) 60 teaching and technical staff (10%) acquire industrial experience.j) One tracer study undertaken between 2013 and 2017.k) One (1) adjunct professor hired per school per year.l) Exams benchmarked with 5 world-class universities.
5.5.5 Outcomes
a) Students’ population increased from the current 28,800 to 50,000 by 2017.b) International visibility of the University improved.c) Reduced cases of student dropouts.d) Improved performance of individual students.e) Improved assessment and evaluation procedures.f) Enhanced quality of moderation and marking of examination of the University.
68
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.5.6 International Students
The population of the international students was 480 in 2011/2012 arising to 700 in 2012/2013 with an increase of 45.8%. The growth rate for international students is expected to be 12% per annum. To achieve this growth, the following measure will be put in place:
a) Developing high quality specialized undergraduate and graduate programs and solicit for scholarships.
b) Institutionalizing credit transfers and harmonized curricula.c) Establishing regional campuses.d) Improving and marketing programs offered in current international campuses.e) Improving the current student exchange programs.f) Establishing linkages with other international universities.g) Increasing open, distance and e-learning (ODEL) programs.
5.5.7 University Satellite Campuses Projections and Strategies for Plan Period
During the next five years, the enrollment within the University satellite campuses is expected to increase from 10,428 students in 2013 to 18,894 students in 2017 at a rate of 12% growth rate per year.
S/N Campus % Growth Rate
5 Year Growth Projection
2013 2014 2015 2016 2017 Growth % Per Year
1 Karen Campus 10.05 2,239 2,508 2,808 3,145 3,523 12%2 Nairobi Camps 9.55 950 1,064 1,191 1,334 1,494 12%3 Nairobi CBD Campus 131.7 879 985 1,103 1,235 1,383 12%4 Mombasa Campus 41 2211 2,476 2,773 3,106 3,479 12%5 Kitale CBD Campus 42.05 630 744 877 1,035 1,222 18%6 Kakamega CBD Campus 302.65 362 488 659 890 1,202 32%9 Nakuru CBD Campus 134.65 1,712 1,918 2,148 2,406 2,695 12%10 Kisii CBD Campus 91.3 1,510 1,691 1,894 2,121 2,376 12%11 Arusha Centre 0 597 728 888 1,083 1,322 12%12 CBD Kisumu Campus 0 139 250 450 810 1,458 80%13 Kigali Campus
GRAND TOTALS 40.6 10, 428 11, 955 13, 787 16, 040 18, 894
Some of the challenges experienced in assuring quality within satellite campuses include: depersonalization of the relations between academic staff and students; greater distance between management and academic staff; increasing bureaucratization of activities; and worsening of support services. To address these issues, it is vital that the University management takes cognizance of the need to deal with issues relating to creating a sense of unitary purpose between different campuses. In designing a satellite campus
69
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
management model JKUAT acknowledges the need to:
a) Design an integrated multi-campus management model with a matrix organizational structure which clearly indicates lines of authority, reporting and communication. Campus-specific committees must operate within university-wide policies, procedures and processes to consistency.
b) Emphasize that all academic programs and support services are based upon common institutional standards and a commitment to service excellence to staff and students.
c) Ensure that guidelines for the operation of satellite campuses are well-defined with specific reference to assign responsibility for the ownership, evaluation, standards and quality of academic programs and support services offered on these campuses.
d) Ensure that plans developed by the constituent campuses are integrated within the overarching strategic framework of the institution and that quality management systems are cascaded down to the level of the campuses.
e) Each year add dynamic, technology-enabled classrooms, inviting co-curricular spaces, and improved facilities for the interaction of students and staff.
f) Determine the optimal distribution of academic programs, co-curricular activities, and administrative functions across all campuses.
g) Examine the classroom and facility utilization of all campuses, and consider how best to maximize use throughout the day, evening, and weekend.
5.6 Partnership and Linkages
5.6.1 Rationale
University-industry linkages are beneficial because they support commercialization of innovations, provide universities with opportunities to gain practical skills, and support universities in achieving desired learning outcomes. Another critical area for quality of university education is in the development or review of university curricula to ensure that they are relevant and have the desired learning outcomes in line with industry needs. During the next five years, JKUAT will engage with large manufacturing industries, small and medium sized companies, other learning institutions, government bodies, and development partners, among others. The aim is to become as “networked” as any university in the world, achieving distinction for the quality and breadth of its partnerships with other organizations. The University will aspire to be recognized regionally, nationally, and internationally for the impact and value of its service. The strategic objectives, strategies, performance indicators and outcomes are as follows:
70
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.6.2 Strategic Objective
To enhance the level and effectiveness of national and international collaboration between JKUAT and industry, development partners, institutions of higher learning, governments and professional bodies.
5.6.3 Strategies
a) 30 active linkages with local and international industries established per year.b) 30 active integrated community programs established per year.c) Developing clear policy on incubation, production and marketing of Madaraka
computers.d) Assisting at least 20% of graduates to enter into self-employment.e) Increasing professorial impact through linkages with relevant local and
international professional bodies.f) Each department to initiate new active and productive linkage with one institution
of higherlearning.g) Facilitating international experience for staff and students.h) Facilitating linkages for establishment of regional campuses in Tanzania,
Rwanda, Southern Sudan and Burundi.
5.6.4 Performance Indicators
a) 30 local and international active linkages with industry by 2017.b) At least one (1) active integrated community program per department by 2017.c) Computers distributed to 50 digital villages.d) 1,500 computers supplied per year.e) 1,000 students linked to the Biashara Kenya Fund.
5.6.5 Outcomes
a) Improved business linkages with industry and professional bodies.b) Improved community benefits such as access to technologies and enterprise
development.c) Improved access to ICT in rural areas.d) Improved access to graduate training opportunities.e) Improved internationalization.f) Improved benchmarked standards of learning.
71
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
JKUAT hosted 2011 IFLA Africa Symposium on Landscape Architecture Education and Practice 5th–7th October, 2011
5.6.6 JKUAT and County Government
JKUAT is currently facilitating the government initiatives of promoting devolved governments through collaboration with Association of Local Governments Authorities of Kenya (ALGAK). The University is also working closely with the African Agricultural Development Program (CAADP) to improve agricultural research and systems in order to disseminate appropriate new technologies. The University is collaborating with several African Initiatives. These initiatives will further be strengthened through the following strategies;
a) Facilitating the institutionalization of Comprehensive Africa Agricultural Development Program (CAADP) at the County level with the aim of eliminating hunger and reduce poverty.
b) Developing needs based short courses for operationalization and management of devolved County government in collaboration with ALGAK.
c) Developing and implementing integrated value chains in agricultural productivity for specific products in line with County economic focus.
d) Developing and implementing appropriate technologies for enhancing product value addition in Agriculture.
e) Assisting SMEs in adopting appropriate innovative technologies for enhanced agricultural productivity and value addition.
f) Assisting in establishment of environmentally sound agricultural production and a culture of sustainable management of natural resources as a result of better knowledge, more information and the application of technology.
72
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.7 Management of Human Resource
5.7.1 Rationale
Faculty is the single most important factor determining the reputation, impact, and visibility of the University. The University will work to attract and retain outstanding and diverse administrative and support staff and faculty that will be required for success in achieving the mission.
To advance its world-class stature, the University will provide the resources and offer the living and working environment needed to recruit and retain the outstanding faculty and staff. Faculty and staff will receive competitive compensation and personal and family benefits; will be supported by robust programs of mentoring and professional and career development; will experience a rigorous but fair and transparent system of review, reward, and promotion; and will be engaged in an attractive, stimulating, and challenging workplace and community environment. The University will encourage and enable the full participation and success of individuals from under-represented groups in its faculty and staff ranks. The University’s reward systems, its systems for resource allocation, and the shared vision and values of the University and the community will encourage balanced creative efforts toward the realization of the following strategic objective, strategies, performance indicators and outcomes:
5.7.2 Strategic ObjectiveTo attract, develop, motivate and retain efficient staff of the highest integrity and make JKUAT an employer of choice.
5.7.3 Strategiesa) Raise staffing level from the current 67% of the approved establishment to 77%
by 2017.b) Increase staff productivity and effectiveness at all levels.c) Improve leadership and management skills.d) Refine system of governance to enhance decision making and accountability.e) Instill integrity in the workforce.f) Provision of high quality medical care.g) Ensuring compliance to the national, safety and security standards.h) Ensure adherence to national policy on service delivery.i) Sustain ISO 9001:2008 Certification.
5.7.4 Performance Indicatorsa) Staff retention rate pegged at 95% per year.b) Work environment index increased to 89% over the plan period.c) Annual recognition/reward of best performing staff.
73
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
d) 100% level of proper job placement by 2016.e) 2% increase in staffing level per year from 67% to 77%.f) Staffing level at 77% of the staff establishment.g) JKUAT Hospital raised to Level Four (4).h) 100% compliance to the service charter at all levels.i) 2% improvement on the customer index.
5.7.5 Outcomesa) Highly motivated and productive work-force.b) Consistent career progressions.c) Enhanced service delivery.d) Reduced crime and theft incidences.e) Improved staff competency.f) Enhanced teaching skills.g) Improved leadership and management.h) Improved institutional governance.i) Reduced number of disciplinary cases.j) Improved health care service delivery.k) Safe and secure work environment.l) Improved level of compliance to QMS requirements.
5.8 Management of Financial Resources
5.8.1 Rationale
In order to achieve improved management of resources, teaching and research income, and recruitment and retention of staff, the setting of budgets for recurrent activities will move to longer-term three-year planning cycles rather than the current single year. Departments or faculties with recurrent deficits will benefit from longer-term financial planning for recovery. A further task is to improve planning and analysis of the full, long-term costs of all activities including service and maintenance costs, and sustainable replacement of assets through realistic allowance for depreciation. Work will also continue to further improve the University’s financial systems and strengthen the internal control environment. As core financial systems become more reliable and effective the emphasis will change towards better use of the systems to improve efficiency for users, further enhance internal financial controls and to provide better data and management information for users. The strategic objectives, strategies, performance indicators and outcomes are as follows:
5.8.2 Strategic Objective
To improve financial sustainability through effective and efficient financial and procurement systems.
74
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.8.3 Strategies
a) Devolve financial management to the colleges/campuses/schools/institutes.b) Increase current funding from the current Kshs. 4.6 billion to Kshs. 8 billion per
year.c) Devolve the procurement process to the colleges/campuses/schools/institutes.d) Realign procurement plans with the tendering process.e) Maintain only serviceable and up to date items.
5.8.4 Performance Indicators
a) Full implementation of all the SAGE, ACCPAC and ERP modules.b) Full implementations of debt management policy within first year of the plan.c) 10% savings from total outsourcing.d) 20% increase of IGU revenue.e) Full implementation of cost centre and IGU policy autonomy of the 35%.f) 5% of funds ploughed back to colleges/campuses/school/ institutes.g) 100% adherence to annual procurement plans.
5.8.5 Outcomes
a) Improved financial management.b) Efficient financial and procurement management.c) Improved cash flow.d) Increased income generation.e) Reduced corruption incidences.f) Improved revenue base.g) Improved service delivery.
5.9 Infrastructure and Projects
5.9.1 Rationale
University Library
75
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
The University’s infrastructure will enable and enhance the work of its faculty, staff, and students. Its people and processes will be responsive and customer-oriented. Its library, facilities, and information resources and technologies will fully support the missions of teaching, scholarship, and community outreach and engagement. The quality and attractiveness of the overall work environment will assist in the recruitment and retention of outstanding faculty, students and staff. The strategic objectives, strategies, performance indicators and outcomes are as follows:
5.9.2 Strategic Objective
To provide adequate space, facilities and services and managing them effectively and responsively for the benefit of stakeholders.
5.9.3 Strategies
a) Upgrade and expand the existing facilities to provide secure working environment.
b) Develop new infrastructure facilities to accommodate expansion of the University.
c) Expand campuses.d) Enhance efficiency of transport services in the University.e) Upgrade the printing section to a printing press of choice.f) Ensure consistent supply of water and electricity.g) Become a model for environmental stewardship and sustainability including the
use of energy, water, materials, and natural resources.h) Reviewing the quality and current usage of teaching facilities across the
University and make recommendations on the best use of the available space.
5.9.4 Performance Indicators
a) 20% upgrade and expansion of existing facilities per year.b) 20% additional space created.c) Development of botanical Garden.d) Establishment of Industrial park.e) Drilling of a borehole.f) 77% of the staff establishment employed.g) Operational printing press.h) Refurbished and increased pumping stations and water treatment capacity.i) Operational power substation.j) 10% increase in available academic space.
76
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.9.5 Outcomes
a) Improved working environment.b) Improved service delivery.c) Improved security & enhanced aesthetics.d) Improved learning and work environment.e) Enhanced research, innovation and incubation.f) Improved water provision.g) Improved transport services.h) Adequate staffing level.i) Provision of adequate printing/photocopying services.j) Provision of adequate water supply.k) Quality and current usage of space improved.
5.10 Information Communication and Technology
5.10.1 Rationale
JKUAT has formulated an ICT Policy, which broadly draws from the e-government strategy and specifically, seeks to take advantage of the installation of the optic fibre network. The University acknowledges the advancement in relevant technologies to support research, teaching approaches such as e-learning and video conferencing towards attaining its goals under this plan. The successful deployment of Web-based IT strategies is critical to achieving many of JKUAT’s goals, including blended learning, teaching and research and improving internal processes to reduce costs by automating processes and employing electronic forms. The scenario envisaged ultimately is that of a paperless university in all programmes, and projects and this will be achieved through the following strategic objective, strategies, performance indicators and outcomes:
5.10.2 Strategic Objective
To institutionalize appropriate internal and external ICT network and connectivity.
5.10.3 Strategies
a) Institutionalizing ICT based management at all levels.b) Maintaining a fit for purpose, resilient and secure network infrastructure.c) Maintain fit for purpose hardware and server infrastructure.d) Ensuring secure University data, information, software, hardware and networked
infrastructure.e) Restoring the Madaraka computers flagship project.f) Maintaining fit for purpose and secure applications.g) Ensure that the University website is used as a tool for outreach, information
dissemination and marketing.
77
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.10.4 Performance Indicators
a) Institutionalize ICT systems by 20% per year.b) Improved web ranking.c) Increased automation from the current level of 51% to 75% over the plan period.d) Increased internet connectivity to 80% over the plan period.e) Increased bandwidth from the current 100 Mbps to 300 Mbps.f) Improved intelligence surveillance.g) 100% compliance for Enterprise Resource Planning (ERP), Customer
Relationship Management (CRM), Human Resource Management Information System (HRMIS), Hospital, Transport, Antivirus and Microsoft products.
h) 100% training and awareness of users.i) 75% technical and user capacity for ERP, CRM, HRMIS, Hospital, Transport
and Office productivity.
5.10.5 Outcomes
a) Automation of core processes.b) Improved web ranking.c) Improved network performance.d) Assurance to University management.e) Efficacy of decision-making reduced manual report preparation.f) Efficient use of ICT resources for optimal operations.
5.11 University Website
5.11.1 Rationale
From an IT systems perspective the operations of JKUAT can be classified into five functions. These include sourcing management, information management, student and staff relationship management, communications management and delivery management. Delivery management refers to the way in which the above services are delivered and accessed. The JKUAT website and the portal are key entry points for an expanding range of services such as online enrolment and fees payment and easy access to JKUAT information. The University website will be used as a tool for facilitating outreach and marketing through developing highly functional university web and portal systems within a web strategy which present consistent, integrated and cost-effective services that reflect the needs of students. This will be achieved through the following strategic objective, strategies, performance indicators and outcomes.
5.11.2 Strategic ObjectiveEnhancing university website as a tool for learning and teaching, research, information dissemination and marketing.
78
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.11.3 Strategies
a) Providing easily accessible web based research management system.b) Developing functional University web and portal systems within a web strategy.c) Providing easy web based access to administrative functions such as enrolment,
exam results, class schedules, etc.d) Continuously updating the website system based on the emerging communications
technologies.e) Utilise the University website system for publicity, information dissemination
and marketing.
5.11.4 Performance Indicators
a) 60% of teaching and learning undertaken through website by 2017.b) 80% of research results disseminated through the website.c) 60% of JKUAT’s information at all levels disseminated through the website.d) 80% of the marketing undertaken using IT related infrastructure.
5.11.5 Outcomes
a) University-wide research management, system supervisors and research management staff institutionalized.
b) Integrated and cost effective functional university web and portal systems utilized.
c) Easy web based access to administrative functions such as enrolment, exam results, class schedules, e.t.c. established.
d) Communications technologies keep students, faculty, staff, alumni, visitors, and the general public better informed and thereby build a strong sense of community and identity established.
e) Strategic communications plan that includes a distinctive, focused set of messages to clarify and project JKUAT’s brand and successes prepared.
5.12 Agriculture and Rural Development
5.12.1 Rationale
The Kenyan Agricultural sector is faced by various challenges and constraints that limit the country’s agricultural potential and the available and emerging opportunities. The main critical strategic issues that need to be addressed include empowerment of farmers by strengthening producer organizations; improvement of regulatory framework; improvement of the agricultural extension system; establishment of an efficient agricultural research system; increasing competition in the supply of agricultural inputs; encouragement of growth of agribusiness; improvement of environmental management; strengthening the framework for coordinating development in northern Kenya and
79
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
other arid lands; and improvement on food security and nutrition and eradication of malnutrition.
JKUAT will collaborate with ARD institutions with the endeavor to improving livelihoods of Kenyans through promotion of competitive agriculture and innovative research, sustainable livestock and fisheries development, growth of a viable cooperatives sub sector, equitable distribution and sustainable management of land resources and sustainable management of forestry and wildlife resources.
The University will develop technologies and innovations in collaboration with partners that are suitable to specific agricultural needs of each County in Kenya. JKUAT has the human capacity and sound technologies to ensure that the government targeted growth in agriculture are achieved through the following strategic objective, strategies, performance indicators and outcomes.
5.12.2 Strategic Objective
Providing appropriate research and technology for supporting agriculture, livestock and fisheries development.
5.12.3 Strategies
a) Increasing productivity and management by promoting competitive agriculture through improved extension advisory support services, appropriate technology transfer, management of pests & diseases.
b) Strengthening development, management and commercialization of livestock.c) Strengthening development, management and commercialization of fisheries.
5.12.4 Performance Indicators
a) Technologies and innovations of 10 demand driven crops developed and promoted per year.
b) Technologies and innovations of 5 demand driven livestock products developed and promoted per year.
c) Technologies and innovations of 5 demand driven fisheries developed and promoted per year.
5.12.5 Outcomes
a) Improved livelihoods through promotion of competitive agriculture through innovative research.
b) Improved livelihoods through promotion of competitive livestock through innovative research.
80
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
c) Improved livelihoods through promotion of competitive fisheries through innovative research.
d) Sustainable agriculture, livestock and fisheries management.
5.13 Research and Innovation
5.13.1 Rationale
Culture of research and innovation is firmly grounded among students and staff
Research and innovation are essential ingredients in the industrialization and sustainable development. In a knowledge-based economy, the capacity to compete in the global market is highly dependent on the ability to undertake research that is translated into innovation relevant to industry and productive sector. In prioritizing the sector priorities for research and innovation, strategic thrusts will focus on strengthening technical capacities and capabilities of individuals and institutions involved in research and innovation, in order to develop a highly skilled human resource base that can trigger intensification of technologies and innovations for economic development. JKUAT must make a deliberate effort to institute basic science research at the highest level. The research areas will include biotechnology, space science, mining and petroleum, material science, nanotechnology, value-addition, manufacturing and ICT among others. Several basic and technological research laboratories exist in departments and research centres.
81
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
The research equipment and financial support to these laboratories will be provided to meet and sustain the needs of rapidly changing technology.
Modern rice farming research project at JKUAT
The University’s commitment to innovation and entrepreneurship will support and enhance Kenya’s leadership in the knowledge and high-tech economy. The strategic objectives, strategies, performance indicators and outcomes listed below will serve to facilitate the attainment of the research and innovation aims.
5.13.2 Strategic Objective
Undertaking value-adding research and innovation for supporting agriculture and technology development.
5.13.3 Strategies
a) Undertaking research in ten (10) strategic demand driven thematic areas based on the Vision 2030 over the plan period.
b) Transforming the current and future research institutes into centers of excellence in line with the ten (10) thematic areas.
c) Disseminating research and innovations results to target users during the annual conferences and exhibitions and biannual publications.
d) Reviewing the current policy framework to facilitate research and innovation.e) Developing and commercializing ten (10) innovations.
82
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
f) Facilitating acquisition of 5 patents and 15 utility models.g) Establishment of the industrial park.h) Increasing the internal research and innovation fund and expand its utility to
cover proposal writing and bidding.i) Undertaking vigorous drives to raise funds for research infrastructural
development.
5.13.4 Performance Indicators
a) Ten (10) thematic research studies identified in line with national goals.b) Five (5) new centres of excellence established over the plan period.c) Operational research laboratories covering the ten (10) thematic areas established.d) One prototype product per centre developed annually.e) 30% of research programmes to be headed by women researchers.f) Five (5) forums held per year to showcase research results.g) At least two (2) research results produced per thematic area per year.h) Four Merit Awards for researchers and two (2) for departments per year.i) 10% of researchers participating in national and international research forums.j) Four policies revised and one new policy developed.k) Ten (10) prototypes developed and incubated within the plan period.l) One (1) patent and three (3) utility models applications made per year.m) Kshs. 1 billion raised for research and infrastructural development.n) 1,000 business incubated and graduated during the plan period.
5.13.5 Outcomes
a) Current IGUs (FOTEC, CPC, Farm Crop & Animal Production, Engineering Workshop, Laundry and Cafeteria turn to surplus production centres.
b) Coordinated, focused applicable and output based research operations in 10 thematic areas.
c) Efficient and effective research activities and outputs.d) Better gender representation and participation in line with affirmative action.e) Highly motivated research teams.f) Increased availability and visibility of research outputs at national and
international levels.g) 500 jobs created, and income of 10 million generated through commercialization
of innovations.h) Better protection of property rights and faster acquisition of patents.i) High quality research proposals.
83
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.14 Extension and Technology Transfer
5.14.1 Rationale
Promoting food security through application of modern farming practices
Structured provision of systematic and effective technology transfer and extension services to farmers, SMEs and industry are inadequate and in most cases lacking in Kenya. Universities on the other hand have the academic culture of seeking knowledge and technology and objectively sharing it openly and freely with the technology users and extension service providers. JKUAT as a university of agriculture and technology has a rich and growing technological skills and information base that if properly harnessed can transform subsistence agriculture and cottage industries into competitive sectors both locally and globally. There is, therefore, an urgent need for innovative, diversified and pluralistic technology transfer and innovation systems involving all stakeholders. This will enhance the capacity of JKUAT to provide extension and technology services to the agricultural and industrial sectors and fast track the transformation of agriculture and industrialization in Kenya. The strategic objective, strategies, performance indicators and outcomes are as follows:
84
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.14.2 Strategic Objective
To enhance the transfer and commercialization of research and innovations for competitive agriculture, science and technology development.
5.14.3 Strategies
a) Facilitating technology transfer of University R&D products, services & processes.
b) Bridging the gap between discovery and commercial growth through selling patents, manufacturing under license, spin-off companies etc.
c) Harmonizing the implementation of extension and technology transfer by rolling out policies that relate to technology transfer and commercialization.
d) Conducting socio-economic studies and impact assessment of the benefits of technologies disseminated by the University.
e) Training end users on adoption and utilisation of new technologies for national development.
f) Disseminating knowledge of the universities technologies through mass media, ICT, exhibitions, information, education materials and other modern technologies.
g) Improving marketing by availing market information to farmers and SMEs.h) Enhancing capacity of researchers, innovators and extension staff to effectively
carry out extension, technology transfer and outreach activities.
5.14.4 Performance Indicators
a) Two national shows and 3 exhibitions facilitated per year.b) One open day and technology expos per year.c) 10 technologies disseminated per year.d) 100 visits to the University annually by potential end users.e) One market survey conducted jointly with the investors per year.f) One product or services transferred/commercialized per year.g) Five technologies adopted by end users by 2014.h) Extension and technology transfer policy document in place.i) At least 2 social economic and impact studies undertaken annually.j) Training of at least 1200 women leaders, 1000 youths, 100 SMEs and 50 disabled
annually.k) Three educational materials developed annually.l) One radio and TV program developed and aired each quarter.m) One extension resource centre established.n) One sensitization seminar held per year, 3 new employees recruited and trained
in extension and outreach.
85
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.14.5 Outcomesa) Improved and efficient productivity among farmers and SMEs.b) Enterprises and jobs created.c) New and better products and services.d) Efficient and coordinated relevant and need based extension activities.e) Enhanced availability of education materials and systematic supply of
information.f) Better market prices.g) Market surveys, social economic and impact surveys undertaken.
5.15 Community Collaboration and Corporate Social Responsibility
5.15.1 Rationale
JKUAT is located within vibrant urban and rural communities. Community collaboration and corporate social responsibility encompass a variety of activities such as neighborhood planning, affordable housing, commercial and real estate development, physical revitalization, industrial development employment and training, job creation, education, leadership development, and community building.The University will offer its expertise, where appropriate, in helping to address social or other community issues. In particular, it will work with the community to advance environmental stewardship, sustainability, and smart growth in the surrounding community. The strategic objective, strategies, performance indicators and outcomes are as follows:
5.15.2 Strategic Objective
To improve university community collaboration and contributing effectively to socio-economic development through active participation in CSR activities.
5.15.3 Strategiesa) Promoting creation of Juja University City by 2017.b) Facilitating technology transfer of University R&D products and services to the
neighboring community.c) Engaging the community in ensuring external student accommodation is safe
and conducive.d) Providing equipment to selected schools and community/county groups.e) Establishing CSR services in all JKUAT campuses by 2017.f) Establishing student attachments with the community.g) Establishing business linkages with the county/community.
86
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
5.15.4 Performance Indicators
a) Juja University City established by end of plan period.b) Three trainings conducted per year.c) One cottage industry established during the period.d) Land use physical plan map approvede) Three (3) stakeholders meetings and capacity building activities held per year.f) Three (3) needy community/county groups supplied with equipment.g) 15 schools supplied with equipment.h) Specialized services to the community/county per year.i) Nine linkages per year with the community established.
5.15.5 Outcomes
a) Employment creation income generation and improved living standards.b) Better transport system.c) Designated market stalls, public utility and bodaboda sheds.d) Safer and conducive hostels accommodating for JKUAT students.e) Improved running of the institutions and groups.f) All JKUAT campuses coexisting peacefully with immediate neighborhoods.g) JKUAT students experience in community development.h) Faculties/ Schools participation in CSR.
Vice Chancellor Prof. Mabel Imbuga and Safaricom CEO, Bob Collymore sign an MoU on University-Industry collaboration
87
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
CHAPTER SIX: REVENUE GENERATION
JKUAT Innovation Products for Revenue Generation
Managers today have to do more with less, and get better results from limited resources, more than ever before. - Brian Tracy
6.1 Introduction
As part of its Public Financial Management Reforms, the Government is adopting program-Based Budgeting (PBB) in the allocation of its resources. In light of this, this Strategic Plan proposes to align funds with programmes that will be accomplished through activities that will deliver specific, measurable, achievable, relevant and time-bound targets within the JKUAT’s mandate. The University is expected to play a crucial
88
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
role in training and research for the Vision 2030 human resource, the National Innovation System’s Education and Research pillar and the ST&I Sector Plan (2013-2017). For quality university education and research to be offered, the University requires a higher allocation of funds than the current level. Up scaling of funding is also important for integrating technology and innovation in the productive sectors of the economy and developing a core mass of highly skilled human resource.
6.2 Financial Trends
The Government policy for allocating funds to the University is based on the number of students joining the University and not the cost of running specific programs. The fees levied on students do not match the actual cost of running the programs leading to financial instability. The Government capitation for JKUAT for the period 2009–2012 has remained at an average of Kshs. 1.75 billion per annum as shown in Table 6.1. However, significant variations are observed between the capitation and budget submission over the three year period. As such, the University has continued to receive low capitation despite the key role it plays in economic development.
Table 6.1: Government Capitation and AIA for the period 2009 to 2012Income 2008/2009
Kshs. 000’2009/2010Kshs. 000’
2010/2011Kshs. 000’
2011/2012Kshs. 000’
2012/2013Kshs. 000’
Capitation 881,070 1,460,133 1,589,127 1,524,458 2,989,944A-I-A 1,494,537 1,818,969 2,555,079 3,135,647 3,201,616Total 2,375,607 3,279,102 4,144,206 4,660,105 6,191,560
Apart from Government funding, the University generates revenue from alternative sources such as fees from students and other income generating activities as provided in Table 6.1. In 2009/2010, the University raised Kshs. 1.8 billion and in 2010/2011 Kshs. 2.5 billion, which was an increase of 40%. In 2011/2012 Kshs. 3.1 billion was raised thereby reflecting an increase of 23% as compared to Kshs. 3.2 billion for the year 2012/2013.
6.3 Funding the Strategic Plan
The current budget allocation for the University is almost the same for the last three years with an average of Kshs. 1.75 billion per year. The University has, over the years, received government grants which are far below the budget submissions. This has negatively affected the University’s operations hence the need to lobby for more funding. The allocation is insufficient to run all the programs envisaged by the University. The University therefore needs to continuously collaborate with external partners for additional funding despite the current financial meltdown experienced globally. Internally, the University has put in place mechanisms to generate more income through
89
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
the IGA’s and SSP Programs and also to control the expenditures in order to provide the core functions of the institution adequately. The University intends to generate more income to complement government grants in order to be able to run its programs.
6.3.1 Projected Resource Requirements
Preliminary estimates indicate that the University will require a total budget of about Kshs. 43 billion over the five years to implement the planned programs and activities in this Strategic Plan. The University will seek funds from the government, development partners, private sector and other beneficiaries. A detailed costing of planned activities under the eleven (11) strategic goals and accompanying strategies is presented in Annex 1. Table 6.2 below provides a summary of resource requirements for the period 2013-2017 for each of the corresponding strategic objective.
Table 6.2: Summary of Resource Requirements for the Period 2013-2017
Theme Strategic Objective Budget EstimateKshs. 000
1. Policy and corporate governance
Improving policy and corporate governance for enhancing accountability and decision making.
78,145
2. Resource mobilization
Strengthening University funding through diversification of revenue streams.
2,040,935
3. Human resource management
Attracting, developing, motivating and retaining efficient staff of the highest integrity.
18,319,452
4. Finance and procurement management
Improving financial sustainability through effective and efficient financial and procurement systems.
123,323
5. Infrastructure development
Providing adequate infrastructure facilities and services and managing them effectively for the benefit of stakeholders.
12,825,594
6. Information Communication and Technology
Institutionalizing appropriate internal and external ICT network and connectivity.
1,954,804
7. Undergraduate and graduate programs
Expanding student population by reviewing and developing new programs to attract and retain quality students nationally, regionally and internationally.
1,954,243
8. Partnership and linkages
Enhancing the level and effectiveness of national and international collaboration between JKUAT and the industry, development partners, institutions of higher learning, governments and professional bodies.
5,006
90
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Theme Strategic Objective Budget EstimateKshs. 000
9. Research and innovation
Fostering a culture in which staff engages in value-added research and innovation and, scholarly activities in all disciplines.
4,274,181
10. Extension and technology transfer
Contributing to the commercialization of agriculture, industrialization and social economic development through extension services and transfer of appropriate technology.
1,405,394
11. Community collaboration and Corporate Social Responsibility (CSR)
Improving university community collaboration and contributing effectively to socio-economic development through active participation in CSR activities.
18,926
Total 43,000,002
As indicated in Table 6.2 above, the highest expenditure is allocated to human resources (Kshs. 18.3 billion) followed by infrastructure development (Kshs. 12.8 billion) and research and innovation (Kshs. 4.2 billion) and resource mobilization (Kshs. 2.04 billion)
6.3.2 Financial levels
Table 6.3 provides the annual projected budget for the period 2012/2013-2016/2017. In line with the expenditure trends for the period 2009-2012 (Table 6.1) above, the financial trends will range from Kshs. 7.04 billion for FY 2012/2013 to Kshs. 8.5 billion for FY 2014/2015 and Kshs. 10.3 billion for FY 2016/2017. These trends are determined by the student intake and the level of human and capital expenditure per financial year. This amounts to an average of Kshs. 8.6 billion per year.
91
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Tabl
e 6.
3: A
nnua
l Pro
ject
ed B
udge
t for
the
peri
od 2
012/
2013
-201
6/20
17
The
me
Am
ount
2012
/013
Ksh
s. 00
0’20
13/0
14K
shs.
000’
2014
/015
Ksh
s. 00
0’20
15/0
16K
shs.
000’
2016
/017
Ksh
s. 00
0’To
tal
Ksh
s. 00
0’
1)
Polic
y an
d co
rpor
ate
gove
rnan
ce12
,800
14,0
8015
,488
17,0
3718
,740
78,1
45
2)
Res
ourc
e m
obili
zatio
n33
436
840
544
548
92,
041
3)
Hum
an re
sour
ce m
anag
emen
t3,
000,
680
3,30
0,74
83,
630,
823
3,99
3,90
54,
393,
296
18,3
19,4
51
4)
Fina
nce
and
proc
urem
ent
man
agem
ent
20,2
0022
,220
24,4
4226
,886
29,5
7512
3,32
4
5)
Infr
astru
ctur
e de
velo
pmen
t2,
100,
800
2,31
0,88
02,
541,
968
2,79
6,16
53,
075,
781
12,8
25,5
94
6)
ICT
320,
192
352,
211
387,
432
426,
176
468,
793
1,95
4,80
47)
U
nder
grad
uate
and
gra
duat
e pr
ogra
ms
320,
100
352,
110
387,
321
426,
053
468,
658
1,95
4,24
2
8)
Partn
ersh
ip a
nd li
nkag
es82
0,00
090
2,00
084
7,12
11,
092
1,20
15,
006
9)
Res
earc
h an
d in
nova
tion
700,
100
770,
110
278,
542
931,
833
1,02
5,01
64,
274,
181
10)
Exte
nsio
n an
d te
chno
logy
tra
nsfe
r23
0,20
025
3,22
099
2,20
030
6,39
633
7,03
61,
405,
394
11)
Com
mun
ity c
olla
bora
tion
and
corp
orat
e so
cial
resp
onsi
bilit
y3,
100
3,41
03,
751
4,12
64,
539
18,9
26
TOTA
L7,
043,
292
7,74
7,62
18,
522,
383
9,37
4,62
210
,312
,083
43,0
00,0
02
92
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
6.3.3 Funding Framework
Over the years, the University has had very limited resources to support its core functions. Given these resource constraints, the University will vigorously pursue additional funding and technical support from the government, development partners, public sector and private sector. At the University level, activity-based costing method will be adopted both as a tool for activity planning and financial control. This will ensure that the University will allocate costs of inputs based on each planned and prioritized activity as depicted in the implementation plan (Annex 1). This means costs of activities will be traced to the product or service for which the University activities over plan period are performed. The approach will be relevant to performance budgeting in that it will lead to much improved program costing, hence provide a systematic way of determining how to apply limited resources to the right activities to produce the right results and as a means of developing a tighter linkage between planned outputs and funding. In this regard, the University will lobby and mobilize financial resources for higher education, technology and innovation from the following sources.
6.3.3.1 Funding Sources
6.3.3.1.1 Review of Internal Resource Use
Resource allocation will achieve three objectives. It will: (1) set aside resources to programs and activities that are most closely aligned with the priorities of the Strategic Plan or that exhibit the potential to become excellent; (2) gradually allocate the University’s resources to a reduced set of programs and activities so as to improve quality and effectiveness; and (3) maximize operational efficiency at all levels.
Through successful resource allocation and increased administrative efficiency, the University will become a responsive organization. The administration will establish review processes to evaluate the performance of individual departments in all divisions in meeting standards for improvement in their quality and effectiveness. The University will use state-of-the-art information technology to ensure that institutional data is accurate and available for effective decision-making. The University will also review all academic and administrative approval processes and change them as necessary to ensure that decisions can be made expeditiously and responsibly. Institutional units will provide responsive, customer-oriented services to all constituencies. Annual surveys will monitor the progress made in improving academic and administrative operations.
In reviewing its internal resource use, the University will first rationalize the budgetary preparation process to make it more participatory through stakeholder meetings and sector hearings and channel resources to agree upon university priorities/core-functions as reflected in the plan to avoid misallocation. This will be in addition to undertaking
93
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
expenditure tracking regularly to remove chances of wastage, misuse and leakages of resources. Similarly, risk management studies will be undertaken regularly with a view to tightening controls in internal systems of the University in general and expenditure management in particular.
The second approach will involve developing the capacity of the University to utilize/absorb funds from development partners. This will be done by addressing internal problems related to project formulation for presentation to development partners, in addition to overall management of the programs, procurement, audit and disbursements.
6.3.3.1.2 Resource Mobilization from the Government
Currently the Government capitalization is an average of Kshs. 1.75 billion per annum. The University will continue lobbying with the government to increase her capitation level. In addition, the University will endeavor to attract more funds from the government by preparing, presenting and justifying proposals as a basis for resource bidding within the government’s MTEF budgetary processes. All the University technical departments will be expected to work in collaboration with the relevant ministries with a view to facilitating the implementation of their core strategies pertinent to the University mandate on a consultancy basis.
6.3.3.1.3 Mobilizing External Funding
At least Kshs. 7.1 billion per annum will have to be raised from the development partners and the private sector who are already supporting and are involved in JKUAT programs including the development of ST&I. The University as part of its national and international collaborations and linkages will continue soliciting for their support to fill in the resource gap between the resource allocated by the government and the University’s Strategic Plan. Specifically the private sector will be targeted to provide capital to bridge the gaps in ST&I programs financing. The program will also focus on public – private ST&I funding.
6.3.3.2 Overall Goal and Outcomes
The overall goal of resource mobilization is to strengthen University funding through diversification of revenue streams. This is planned to be achieved through the following specific objectives.
a) Increasing annual recurrent and development grant by 30% per year.b) Increasing funding from existing government education funds by 30% per
annum.c) Attracting at least 2 donor-funded projects per department per year.
94
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
d) Increasing student enrolment by 12% per year.e) Increase income from IGAs by 20% per year.f) Scale up seven (7) new production activities.g) Establishing 30 active linkages with industry per year.h) Integrating 30 active community programs per year.
The projected annual average budget of Kshs. 8.6 billion will be raised as follows:
a) Lobbying with the Government to retain a minimum of Kshs. 1.75 billion capitalization per annum.
b) Raising current school fee collection from the current Kshs. 2.5 billion to Kshs. 3 billion per annum.
c) Income generating activities and departmental consultancies to raise Kshs. 1.6 billion per year.
d) Commercialization of technology and innovation to raise Kshs. 1.5 billion per annum.
e) Linkages with development partners corporations, government ministries and alumni to raise Kshs. 1 billion per annum.
6.3.3.3 Funding Strategies
In order to build and maintain a firm foundation for growth in excellence of the academic programs, it is important that the following overall financial objectives are achieved:
a) Maintenance and growth of positive cash flow from operations.
b) Continuous growth in unrestricted net assets.
c) Conversion at the appropriate time of variable rate debt to fixed-rate debt.
d) Reduction in short and long-term debts.
e) Steady improvement in the financial ratios embedded in the University’s debt instruments and the ratios monitored by the rating agencies in assessing the financial health of colleges and universities.
The steps necessary to achieve these objectives are continued modest growth in the number of new students, improvement in student retention rates, the growth of alternative revenue streams, and cost control. The essence of cost control is constantly ensuring that University resources are being deployed in the most effective ways to achieve the goals of this Strategic Plan – that support is being given to programs that will boost revenues
95
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
and/or raise the quality of academic programs that are either current strengths of the University or are necessary to fulfill JKUAT mission.
6.3.3.3.1 Laying the Foundation for Growth
The process of laying the foundation for growth will be achieved through the following measures:
a) Modest growth in undergraduate and graduate enrollment to ensure increasing net revenue to fund JKUAT’s strategic initiatives and in a manner that is consistent with the University’s academic goal of becoming more selective as enrollment strengthens.
b) Continuous improvement in JKUAT’s ability to meet its enrollment targets by focusing recruitment efforts on those students most desired by JKUAT who are also likely to enroll and graduate.
c) Reducing student attrition due to financial, social, academic, and other causes, and improve student retention by modifying policies such as financial aid to facilitate retention, emphasizing rigorous academic programs, and providing focused academic counseling to help students succeed.
d) Expanding net revenue from adult education.e) Developing specific targets for the rental of University facilities to outside
groups.f) Completing the present comprehensive resource mobilization campaign through
vigorous fundraising for specific strategic objectives.
6.3.3.3.2 Strengthen the University’s Financial Foundation
The strengthening of the University financial foundation will be undertaken through the following strategies:
a) Restructuring JKUAT’s balance sheet and continuously improving JKUAT’s annual financial results through revenue growth, competitive tuition pricing, and focused cost containment so that the University generates increasingly significant operating surpluses in each of the five years of this Strategic Plan and is thereby able to strengthen academic offerings, rebuild her infrastructure, reduce indebtedness and undertake other key strategic investments.
b) Establishing a rolling three-year financial plan that strengthens JKUAT’s capacity to build a strong financial base, and developing a new responsibility-centered budget model that reflects the goals of the Strategic Plan by distributes budget responsibility to the faculties, colleges and the schools.
c) Developing the staff skills and management culture required to make all University business processes – from human resources to student records, class
96
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
scheduling to student registration, collections to disbursements – efficient, reliable and user-friendly.
d) Rewarding and promoting staff members who effectively implement the service ethic and who integrate the objectives of this Strategic Plan in their work.
e) Requiring each administrative unit to develop a five-year strategic plan as well as an annual action/implementation plan that identifies priorities and key initiatives for that fiscal year. The administrative plans will be guided by the objectives of this Plan and will be major building blocks of the University’s annual implementation plan.
f) Leveraging JKUAT’s current technology and use new technologies to streamline administrative processes and improve service delivery to students, faculty, and staff, alumni, development partners, the community and friends.
97
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
CHAPTER SEVEN: IMPLEMENTATION, MONITORING AND EVALUATION
The Cabinet Secretary signs JKUAT Performance Contract
The VC and Director, DiPCA after Performance Contract signing
98
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
7.1 Decentralization of Implementation
The implementation of the JKUAT Strategic Plan (2013-2017) will be done by ensuring that each of the following organs of the University will prepare its Strategic Plan (2013-2017) in line with this overall strategic plan:
a) Office of the Vice Chancellorb) Divisionsc) Colleges/schools/institutes/facultiesd) Campusese) Departments
7.2 Implementation Plan
To facilitate implementation of the JKUAT Strategic Plan (2013-2017), an implementation plan (Annex 1) has been prepared in line with the Government requirements and format covering the following areas:
a) Themeb) Thematic issuec) Programmesd) Strategiese) Activitiesf) Baselineg) Performance indicatorsh) Means of verificationi) Responsibilitiesj) Time framek) Outcomel) Budget
7.3 Performance Contracts
The public universities in Kenya are considered as state corporations, making them fall under the purview of the State Corporations Act Cap 466 of the Laws of Kenya. Legal Notice No. 93 of 2004 introduced performance contracting into the management of all state corporations. The Government through the Performance Contracting Department has identified the performance contracts as the means for implementing the strategic plans. The JKUAT Strategic Plan 2013-2017 will also be implemented through the same approach.
99
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
JKUAT shall comply with the Government policy on utilization of performance contracts as a medium for implementation of public agencies’ strategic plans. In this regard, the annual performance contracts for JKUAT will draw targets from this plan over the next five years. The Directorate of Performance Contracting and Appraisal (DiPCA) will draw indicators and targets from this strategic plan for preparing the University performance contracts during the period 2013-2017. Cascaded performance contracts at all levels including individual staff shall also be based on this Strategic Plan. DiPCA will, therefore, be adequately facilitated to enable it play the role of monitoring the implementation of the Strategic Plan through performance contracting.
7.4 Monitoring
The successful implementation of the Strategic Plan will depend on how effectively the planned activities and outputs are monitored and evaluated with a view to ensuring that the plan implementation remains on course. Monitoring is an important management tool that will help management teams to make decisions aimed at improving performance, achievement of intended objectives, ensuring accountability to all parties involved in the implementation, to assess the use and delivery of the resources in accordance with the implementation plan and to monitor the timely achievement of the intended deliverables.
7.4.1 Annual Monitoring Plan
To facilitate effective monitoring the VC’s office, divisions, colleges/schools/institutes/campuses and departments and individual members of staff will be required to prepare annual implementation plans drawn from their respective implementation plans for the period 2013-2017. These annual implementation plans will be translated into annual performance contracts. The annual implementation plans will further be translated into an annual monitoring plan covering the following information (Table 7.1).a) Objectivesb) Expected Resultsc) Indicatorsd) Baseline Datae) Targets (time line)f) Data Sources to validate indicatorsg) Data collection Methodsh) Frequency of data collectioni) Responsibility/actorsj) Assumptions
100
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Tabl
e 7.
1: M
onito
ring
and
Rep
ortin
g Pl
an
Obj
ectiv
esEx
pect
ed
Res
ults
Indi
cato
rsB
asel
ine
Dat
aTa
rget
s (ti
mel
ine)
Dat
a So
urce
s to
val
idat
e in
dica
tors
Dat
a co
llect
ion
Met
hods
Freq
uenc
y of
da
ta c
olle
ctio
nR
espo
nsib
ility
Ass
umpt
ions
The
mon
itorin
g w
ork
plan
will
pro
vide
a f
ram
ewor
k th
at w
ill g
uide
the
tra
ckin
g of
the
int
erve
ntio
ns r
ight
fro
m g
oals
, to
obje
ctiv
es, s
trate
gies
, per
form
ance
indi
cato
rs a
nd fi
nanc
es. T
he p
lan
will
spe
cify
resp
onsi
bilit
y le
vels
as
wel
l as
the
timel
ines
fo
r res
pect
ive
mon
itorin
g ac
tiviti
es a
s ind
icat
ed b
elow
.
Lev
el o
f M
onito
ring
Type
of M
onito
ring
Exp
ecte
d R
epor
ts
1. C
ounc
ilA
nnua
l m
onito
ring
of
prog
ress
m
ade
base
d on
th
e ov
eral
l an
nual
im
plem
enta
tion
plan
and
pro
gres
s rep
ort f
rom
Sen
ate
Ann
ual
mon
itorin
g pr
ogre
ss re
port
2. S
enat
eH
alf
year
ly m
onito
ring
of p
rogr
ess
mad
e ba
sed
on t
he o
vera
ll an
nual
im
plem
enta
tion
plan
and
pro
gres
s rep
ort f
rom
VC
Hal
f ye
arly
mon
itorin
g pr
ogre
ss re
port
3. O
ffice
of V
ice
Cha
ncel
lor
Qua
rterly
mon
itorin
g of
the p
rogr
ess m
ade b
y th
e div
isio
ns as
per
the a
nnua
l di
visi
onal
impl
emen
tatio
n pl
an a
nd p
rogr
ess r
epor
t fro
m th
e D
VC
sH
arm
oniz
ed
quar
terly
m
onito
ring
repo
rt4.
DV
Cs O
ffice
sQ
uarte
rly b
ased
mon
itorin
g of
the
prog
ress
mad
e by
the
colle
ges/
scho
ols/
inst
itute
s/fa
culti
es a
s pe
r the
ir re
spec
tive
annu
al im
plem
enta
tion
plan
s an
d pr
ogre
ss re
port
from
Prin
cipa
ls/D
eans
/Dire
ctor
s
Har
mon
ized
di
visi
onal
se
mes
ter
mon
itorin
g re
port
5. P
rinci
pals
/Dea
ns
/Dire
ctor
sQ
uarte
rly b
ased
mon
itorin
g of
the
prog
ress
mad
e by
the
depa
rtmen
ts a
nd
cam
puse
s as p
er th
eir r
espe
ctiv
e an
nual
impl
emen
tatio
n pl
ans a
nd p
rogr
ess
repo
rt fr
om H
eads
of D
epar
tmen
ts
Har
mon
ized
co
llege
s/sc
hool
s/in
stit
utes
/di
rect
orat
es
sem
este
r m
onito
ring
repo
rt6.
Hea
ds o
f D
epar
tmen
tsM
onth
ly b
ased
mon
itorin
g of
the
pro
gres
s m
ade
by t
he m
embe
rs o
f st
aff
with
in
the
depa
rtmen
t/cam
puse
s as
pe
r th
eir
resp
ectiv
e an
nual
im
plem
enta
tion
plan
s and
pro
gres
s rep
orts
from
staf
f
Har
mon
ized
m
onth
ly
depa
rtmen
tal m
onito
ring
repo
rt
101
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
7.4.2 Monitoring Resources
As indicated in Chapter Six above the budget has been allocated within the priority themes and goals for the period 2013-2017. Monitoring the human resource and physical resources available for implementation of all activities is as important as monitoring the activities themselves. Sufficient resources need to be available at the time required. To ensure the financial stability, availability of funds for the future will be monitored, including the status of the budgets, and other important financial parameters.
7.4.3 Monitoring Results
The emphasis of the M&E system is to monitor results rather than outputs. The monitoring of results shall be based on the result indicators given in the annual implementation plan and annual monitoring plan. The indicators will represent the desired situation at a specific time. Data will be collected on these indicators on monthly and semester basis so that progress can be assessed by comparing an initial situation with the current situation. Baseline data will be collected for each of the results indicators to act as benchmarks for monitoring results. Effective, expeditious and transparent performance management mechanisms are necessary in securing the success of JKUAT initiatives. To this end, the University will ensure the development of a comprehensive performance management framework linking program outcomes to long-term impacts of this Strategic Plan.
7.5 Evaluation
The University needs to regularly conduct evaluations by way of systematic and objective assessment of ongoing or completed interventions or policies and the resulting impacts. The aim is to determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact and sustainability. This assessment will provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process of all stakeholders. In order to conduct credible evaluation, the University will define appropriate standards, against which the examination of performance shall be conducted. The evaluation of the strategic plan shall be undertaken at the end of the month of June in each financial year. This is congruent with budget allocation to public universities, auditing of operational results, budgets and preparation of financial statements.
7.6 Using Results-Based M&E Information
It is important to acknowledge that generation of credible M&E information is one issue and its proper utilization is another. The use of M&E information places it at the centre of sound governance arrangements as a necessary condition for the effective management especially in public expenditures. Thus, results-based M&E information is necessary
102
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
to inform evidence-based policy making, evidence–based management and evidence–based accountability. Hence, the value of the result-based M&E in the University should not concentrate on the aspects of conducting results-based M&E activities to generate information but also go ahead and effectively use the information to improve performance of the University. The M&E information will be useful in the following ways:
a) To enhance transparency and support accountability.b) To support internal management learning and decision-making.c) To support policy-making and planning at all levels.d) To help faculties/colleges/schools/institutes/departments/campuses to manage
university activities at the sector, program and project levels.
103
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
AN
NE
XE
S
AN
NE
X 1
: IM
PLE
ME
NTA
TIO
N M
ATR
IX
TH
EM
E 1
: Pol
icy
and
Cor
pora
te G
over
nanc
eT
hem
atic
Issu
e: In
appr
opria
te im
prov
ed p
olic
ies a
nd c
orpo
rate
gov
erna
nce
for e
nhan
ced
equa
lity,
acc
ount
abili
ty, a
nd tr
ansp
aren
cy in
dec
isio
n-m
akin
gSt
rate
gic
Obj
ectiv
e 1:
Impr
oved
pol
icy
and
corp
orat
e go
vern
ance
for e
nhan
cing
acc
ount
abili
ty a
nd d
ecis
ion
mak
ing
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
tK
shs.
M
Uni
vers
ity
Polic
y an
d C
onst
itutio
n
Re-
alig
n JK
UAT
po
licie
s with
the
Con
stitu
tion
Rev
iew
of t
he
Uni
vers
ity A
ct
and
Cha
rter
and
supp
ortin
g se
ctor
al p
olic
ies
2009
-201
2 U
nive
rsity
Po
licie
s
100%
revi
ewed
U
nive
rsity
Act
an
d C
harte
r an
d su
ppor
ting
sect
oral
pol
icie
s al
igne
d to
the
Con
stitu
tion
The
cons
titut
ion
and
Uni
vers
ity
polic
ies &
St
atut
es
VC
2013
/201
4Fu
ll al
ignm
ent
of U
nive
rsity
po
licie
s with
the
cons
titut
ion
3
Trai
n st
aff o
n th
e C
onst
itutio
n an
d its
al
ignm
ent t
o U
nive
rsity
po
licy
docu
men
ts
Top
Uni
vers
ity
man
agem
ent
and
Cou
ncil
train
ed
All
staf
f se
nsiti
zed
on th
e C
onst
itutio
n
Con
stitu
tion
and
Uni
vers
ity
polic
ies a
nd
Stat
utes
DV
C A
PD20
13/2
014
Impr
oved
aw
aren
ess a
nd
impl
emen
tatio
n of
the
Con
stitu
tion
and
Uni
vers
ity
polic
ies
2
Gov
erna
nce
Ref
orm
go
vern
ance
st
ruct
ures
of
JKU
AT
to im
prov
e ef
ficie
ncy
in
deci
sion
-mak
ing
Dev
elop
a
com
preh
ensi
ve
gove
rnan
ce
polic
y
Cur
rent
st
ruct
ures
in
adeq
uate
Gov
erna
nce
polic
y de
velo
ped
Cha
rter a
nd
Stat
utes
re
view
ed
VC
2013
/201
4Im
prov
ed
Uni
vers
ity
gove
rnan
ce
3
Inst
itutio
naliz
e co
rpor
ate
gove
rnan
ce
and
lead
ersh
ip
prog
ram
mes
fo
r sta
ff an
d st
uden
ts
Cur
rent
st
ruct
ures
in
adeq
uate
Cor
pora
te
gove
rnan
ce
and
lead
ersh
ip
prog
ram
mes
in
stitu
tiona
lized
fo
r sta
ff an
d st
uden
ts
Cha
rter a
nd
Stat
utes
VC
Ann
ually
Impr
oved
U
nive
rsity
co
rpor
ate
gove
rnan
ce
12
104
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
tK
shs.
M
New
Pol
icie
sD
evel
ope
new
po
licie
s to
supp
ort t
he
impl
emen
tatio
n of
the
Stra
tegi
c Pl
an
Iden
tify
and
deve
lop
new
po
licie
s to
supp
ort t
he
impl
emen
tatio
n of
the
Stra
tegi
c Pl
an
Cur
rent
ly 1
5 po
licie
s in
plac
e
8 pr
iorit
y po
licie
s id
entifi
ed a
nd
deve
lope
d
Cur
rent
po
licie
s re
view
ed
DV
C A
PD/D
VC
R
PE/ D
VC
AA
Ann
ually
Impr
oved
im
plem
enta
tion
of S
trate
gic
Plan
28
Trai
n st
aff
on th
e im
plem
enta
tion
of th
e pr
iorit
y po
licie
s
All
staf
f tra
ined
on
the
impl
emen
tatio
n of
the
prio
rity
polic
ies
Trai
ning
re
ports
DV
C A
A/
SHR
DA
nnua
llyD
epar
tmen
ts
impl
emen
t re
vise
d an
d re
view
ed
polic
ies
12
Equa
lity
and
Div
ersi
tyFo
ster
and
de
velo
p aw
aren
ess a
nd
unde
rsta
ndin
g of
equ
ality
and
di
vers
ity is
sues
Prom
ote
and
com
mun
icat
e th
e U
nive
rsity
’s
com
mitm
ent
to e
qual
ity
and
dive
rsity
in
tern
ally
and
ex
tern
ally
Med
ium
lev
el
com
mun
icat
ion
Entre
nche
d un
ders
tand
ing
of U
nive
rsity
’s
com
mitm
ent
to e
qual
ity a
nd
dive
rsity
Uni
vers
ity
polic
ies
VC
/ Gen
der
Offi
ceA
nnua
llyIn
crea
sed
equa
l op
portu
nity
fo
r all
12
Prom
ote
gend
er
equi
ty a
nd
dive
rsity
in
Uni
vers
ity a
t all
leve
ls
30 %
gen
der
repr
esen
tatio
n at
al
l lev
els
2% d
isab
ility
re
pres
enta
tion
at
all l
evel
s
Uni
vers
ity
polic
ies
VC
/Gen
der
Offi
ceA
nnua
llyEn
hanc
ing
affir
mat
ive
actio
n
2
SUB
TO
TAL
74
105
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 2
: Res
ourc
e M
obili
zatio
nT
hem
atic
Issu
e: In
suffi
cien
t fun
ding
div
ersi
ficat
ion
for s
uppo
rting
Uni
vers
ity d
evel
opm
ent
Stra
tegi
c O
bjec
tive
2: T
o st
reng
then
Uni
vers
ity fu
ndin
g th
roug
h di
vers
ifica
tion
of re
venu
e st
ream
sSu
b-T
hem
esSt
rate
gies
Act
iviti
esB
asel
ine
Perf
orm
ance
In
dica
tors
Mea
ns o
f Ve
rific
atio
nR
espo
nsib
ilitie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)Pu
blic
Fun
dsIn
crea
sing
ann
ual
recu
rren
t and
de
velo
pmen
t gr
ant b
y 30
% p
er
year
At l
east
30
depa
rtmen
ts to
es
tabl
ish
linka
ges w
ith
rele
vant
min
istri
es to
en
hanc
e fu
ndin
g
Ksh
s.4.6
bi
llion
30%
incr
ease
of
dep
artm
enta
l in
com
e pe
r yea
r
Ope
ratio
nal
budg
et re
ports
DV
CA
PD/H
ead
of b
udge
tary
Ann
ually
Impr
oved
pr
oduc
tivity
60
At l
east
30
depa
rtmen
ts to
es
tabl
ish
5% o
f ow
n so
urce
s of t
heir
deve
lopm
ent f
undi
ng
from
min
istri
es/
gove
rnm
ent a
genc
ies
One
B
otan
ical
ga
rden
One
Nis
sin
faci
lity
Num
ber o
f new
eq
uipm
ent a
nd
faci
litie
s per
yea
r
Proc
urem
ent
reco
rds/
asse
t re
gist
er
DV
C A
PD/C
POA
nnua
llyM
otiv
ated
an
d pr
oduc
tive
wor
k-fo
rce
5
Subs
idiz
ed
Loan
sIn
crea
sing
fu
ndin
g fr
om
exis
ting
gove
rnm
ent
educ
atio
n fu
nds
by 3
0% p
er
annu
m
Gen
erat
e K
shs.
50
mill
ion
alte
rnat
ive
inco
mes
from
CD
F,
HEL
B a
nd M
oE p
er
year
Ksh
s. 12
0 m
illio
nIn
crea
sed
fund
ing
by K
shs.
50
mill
ion
per y
ear
Stud
ents
re
cord
s/ac
coun
ts
reco
rds
DV
C A
PD/F
OA
nnua
llyIn
crea
sed
staf
f m
otiv
atio
n
20
Dev
elop
mod
aliti
es fo
r w
orki
ng w
ith C
DFs
/de
volv
ed g
over
nmen
ts
Five
de
partm
ents
al
igne
d w
ith lo
cal
auth
oriti
es
30 d
epar
tmen
ts
alig
n w
ith a
t lea
st
3 C
ount
ies
per
year
MO
U si
gned
an
d se
aled
DV
C A
PD/F
OA
nnua
llyC
onsi
sten
t ca
reer
pr
ogre
ssio
ns
11
Dev
elop
app
ropr
iate
pr
ogra
ms a
nd
nego
tiate
with
at l
east
10
loca
l aut
horit
ies
3 ce
rtific
ate
prog
ram
s de
velo
ped
and
nego
tiate
d
10 c
ertifi
cate
co
urse
s per
yea
rM
OU
sign
ed
and
seal
edD
VC
AA
/ C
OD
/ C
ampu
s D
irect
ors
Ann
ually
Impr
oved
st
aff m
oral
e10
106
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Fund
ing
Age
ncie
sA
ttrac
ting
at le
ast
2 do
nor f
unde
d pr
ojec
ts p
er
depa
rtmen
t per
ye
ar
Dep
artm
ents
to
esta
blis
h co
mm
ittee
s fo
r attr
actin
g do
nor
fund
s
Cur
rent
ly 5
0 do
nor f
unde
d pr
ojec
t in
vario
us
depa
rtmen
ts
Incr
ease
in
num
ber o
f don
or
fund
ed p
roje
cts
Prop
osal
s/
MO
UD
VC
RPE
/D
irect
ors
Ann
ually
Mor
e fu
nds
to ru
n va
rious
pr
ojec
ts
14
Thirt
y (3
0)
Dep
artm
ents
to
esta
blis
h at
leas
t tw
o (2
) lin
kage
s with
non
-tra
ditio
nal f
undi
ng
agen
cies
Six
inte
rnat
iona
l in
com
e so
urce
lin
kage
s
Num
ber o
f new
in
tern
atio
nal
linka
ges
incr
ease
d
MO
UD
VC
AA
/CO
DA
nnua
llyFu
nds
from
non
-tra
ditio
nal
fund
ing
agen
cies
us
ed fo
r de
velo
pmen
t
25
Tuiti
on F
ees
Incr
easi
ng
stud
ent e
nrol
men
t by
12%
per
yea
r
Inst
itutio
naliz
e fle
xibl
e ad
mis
sion
and
e-
lear
ning
Ksh
s. 2.
96
Bill
ion
in
tuiti
on fe
es
12 %
incr
ease
in
tuiti
on fe
es p
er
year
Adm
issi
on
reco
rds a
nd
acco
unts
DV
C A
A/F
OA
nnua
llyIn
crea
sed
skill
s for
la
bour
mar
ket
and
impr
oved
U
nive
rsity
re
venu
e
1,60
0
Inco
me
Gen
erat
ing
Act
iviti
es
Incr
ease
inco
me
from
IGA
s by
20%
per
yea
r
Esta
blis
hing
in
cuba
tion
cent
res f
or
exis
ting
IGA
pro
duct
s
Ksh
s.184
M
illio
n5
MO
Us
esta
blis
hed
for i
ncub
atio
n th
roug
h Pu
blic
-Priv
ate
Partn
ersh
ips
Sign
ed M
OU
sD
VC
APD
2013
-20
14M
eetin
g bu
dget
ary
requ
irem
ents
tim
ely
and
grow
th
proj
ectio
ns
70
Esta
blis
h lin
kage
with
th
e re
leva
nt S
ecur
ity
Food
Pro
gram
s e.
g. W
FP a
nd th
e G
over
nmen
t prim
ary
feed
ing
Prog
ram
s
No
linka
ges
with
Foo
d Se
curit
y Pr
ogra
ms
Two
linka
ges
esta
blis
hed
per
year
Sign
ed M
OU
DV
C R
PEA
nnua
llyIn
crea
sed
food
secu
rity
2
Esta
blis
h lin
kage
with
re
leva
nt m
inis
tries
an
d st
akeh
olde
rs
in m
arke
ting
of th
e JK
UAT
seed
lings
Low
Two
linka
ges
esta
blis
hed
per y
ear 2
0%
incr
ease
in
inco
me
RPE
repo
rtsD
VC
RPE
Ann
ually
Enha
nced
pa
rtici
patio
n in
sect
or
deve
lopm
ent
2
107
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Com
mer
cial
izat
ion
of
two
(2) i
nnov
atio
ns
per y
ear
Low
Two
(2)
com
mer
cial
ized
pr
oduc
ts p
er y
ear
RPE
repo
rtsD
VC
RPE
Ann
ually
Impr
oved
bu
sine
ss
oppo
rtuni
ties
and
empl
oym
ent
2
Scal
e up
seve
n ne
w p
rodu
ctio
n ac
tiviti
es
Scal
ing
up se
ven
prod
uctio
n ac
tiviti
esLo
wSe
ven
new
pr
oduc
tion
activ
ities
RPE
repo
rts/
MO
UD
VC
RPE
Ann
ually
Enha
nced
lin
kage
s with
in
dust
ry
Stre
amlin
ing
the
proc
urem
ent
syst
em th
roug
h de
cent
raliz
atio
n to
supp
ort I
GA
Dec
entra
lizat
ion
of th
e pr
ocur
emen
t sys
tem
The
proc
urem
ent
syst
em
curr
ently
ce
ntra
lized
Tim
ely
proc
urem
ent o
f m
ater
ials
for
prod
uctio
n
Proc
urem
ent
syst
ems
DV
C A
PDA
nnua
llySm
ooth
an
d pr
ompt
pr
ocur
emen
t sy
stem
2
SUB
TO
TAL
1,82
3
108
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 3
: Hum
an R
esou
rce
Man
agem
ent
The
mat
ic Is
sues
: Ina
dequ
ate
mec
hani
sm fo
r attr
actin
g, d
evel
opin
g, m
otiv
atin
g an
d re
tain
ing
staf
f of t
he h
ighe
st in
tern
atio
nal c
alib
re
Stra
tegi
c O
bjec
tive
3: A
ttrac
t, de
velo
p, m
otiv
ate
and
reta
in e
ffici
ent s
taff
of th
e hi
ghes
t int
erna
tiona
l cal
ibre
and
mak
e JK
UAT
an
empl
oyer
of c
hoic
e
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Staf
f A
ttrac
tion
and
Ret
entio
n
Attr
act
and
reta
in
qual
ified
staf
f
Prov
ide
com
petit
ive
com
pens
atio
n an
d re
war
d sy
stem
90%
staf
f re
tent
ion
rate
Staf
f ret
entio
n ra
te in
crea
sed
by 1
% a
nnua
lly
over
the
plan
pe
riod
Ann
ual s
taff
rete
ntio
n re
ports
/st
aff c
ount
s
DV
C A
PD/
Reg
istra
r APD
Ann
ually
Impr
oved
pr
oduc
tivity
an
d st
aff
rete
ntio
n
5
Dev
elop
a
cond
uciv
e w
ork
envi
ronm
ent
Wor
k en
viro
nmen
t in
dex
at 7
7 %
Wor
k en
viro
nmen
t in
dex
incr
ease
d by
2%
ann
ually
ov
er th
e pl
an
perio
d
Ann
ual w
ork
envi
ronm
ent
surv
ey re
port
DV
C A
PD/
Reg
istra
r APD
Ann
ually
Hig
hly
mot
ivat
ed a
nd
prod
uctiv
e w
ork-
forc
e
1
Prov
ide
perf
orm
ance
-bas
ed
rew
ard
syst
em
Inco
nsis
tent
re
cogn
ition
/ze
ro re
war
d sy
stem
Ann
ual
reco
gniti
on/
rew
ard
of b
est
perf
orm
ing
staf
f
Ann
ual s
taff
reco
gniti
on re
port
DV
C A
PD/
Reg
istra
r APD
Ann
ually
Incr
ease
d st
aff
mot
ivat
ion
2.5
Rev
iew
and
im
plem
ent c
lear
an
d tim
e bo
und
sche
mes
of s
ervi
ce
Sche
mes
of
serv
ice
revi
ew
at 8
0%
Atta
in 1
00%
re
view
by
31st
Dec
embe
r, 20
13
App
rove
d sc
hem
es o
f se
rvic
e
DV
C A
PD/
Reg
istra
r APD
2013
-20
14C
onsi
sten
t ca
reer
pr
ogre
ssio
ns
0.5
Ensu
re p
rope
r job
pl
acem
ent
Prop
er jo
b pl
acem
ent a
t 95
%
100%
leve
l of
pro
per j
ob
plac
emen
t
List
of s
taff
show
ing
desi
gnat
ion
and
qual
ifica
tion
DV
C A
PD/
Reg
istra
r APD
2013
-20
14Im
prov
ed st
aff
mot
ivat
ion
0.2
Rai
se st
affin
g le
vel f
rom
th
e cu
rren
t 67
% o
f the
ap
prov
ed
esta
blis
hmen
t to
77%
by
2017
Car
ry o
ut o
ne H
R
audi
t, jo
b an
alys
is
and
eval
uatio
n
Zero
HR
aud
it ca
rrie
d ou
tH
R g
aps
iden
tified
/re
porte
d
HR
aud
it re
port
circ
ulat
edD
VC
APD
/HR
M20
13-
2014
Suffi
cien
t st
affin
g le
vel
and
train
ing
4
109
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Incr
ease
staf
fing
leve
l by
2%
annu
ally
Staf
fing
leve
l at
67%
2% in
crea
se in
st
affin
g le
vel p
er
year
from
67%
to
77%
Qua
rterly
repo
rts
to C
ounc
ilD
VC
APD
/ R
egis
trar A
PDA
nnua
llyIm
prov
ed st
aff
mot
ivat
ion
Enha
nced
se
rvic
e de
liver
y
2900
Staf
f req
uire
men
ts
to b
e ca
ptur
ed in
th
e bu
sine
ss p
lan
for n
ew C
olle
ges/
Cam
puse
s/
Scho
ols/
Facu
lties
/D
irect
orat
es/
Inst
itute
s/D
epar
tmen
ts
Staf
f re
quire
men
t cu
rren
tly n
ot
capt
ured
in
busi
ness
pla
n
App
rove
d st
aff
esta
blis
hmen
tA
ppro
ved
busi
ness
pla
ns
for n
ew C
olle
ges/
C
ampu
ses/
Sc
hool
s/
Facu
lties
/ D
irect
orat
es/
Inst
itute
s/
Dep
artm
ents
DV
C A
PD/H
RM
Ann
ually
Enha
nced
se
rvic
e de
liver
y
5
Enha
nce
secu
rity
and
safe
ty
Acq
uisi
tion
and
inst
alla
tion
of
rele
vant
softw
are
and
equi
pmen
t
No
elec
troni
c sy
stem
in p
lace
Ope
ratio
nal
elec
troni
c st
aff
and
stud
ents
id
entifi
catio
n sy
stem
Inst
alla
tion
of
actu
al se
curit
y sy
stem
DV
C A
PD/C
SO20
13-
2014
Red
uced
cr
ime
and
thef
t in
cide
nces
/im
prov
ed
surv
eilla
nce
60
Cap
acity
D
evel
opm
ent
Incr
ease
staf
f pr
oduc
tivity
an
d ef
fect
iven
ess
at a
ll le
vels
Und
erta
ke a
nnua
l tra
inin
g ne
eds
asse
ssm
ent a
t all
leve
ls
Onl
y 10
% o
f st
aff h
ave
been
tra
ined
Trai
ning
nee
ds
iden
tified
Trai
ning
nee
ds
asse
ssm
ent r
epor
tD
VC
APD
/ H
RM
Ann
ually
Impr
oved
staf
f co
mpe
tenc
y90
Inst
itutio
naliz
ing
spec
ializ
ed sh
ort
cour
ses t
rain
ing
at
depa
rtmen
tal l
evel
fo
r all
staf
f
Onl
y 10
% o
f st
aff h
ave
been
tra
ined
One
(1) s
hort
cour
se p
er
depa
rtmen
t per
ye
ar
Cou
rse
train
ing
repo
rtsD
VC
APD
/ H
OD
sA
nnua
llyIm
prov
ed st
aff
com
pete
ncy
20
Und
erta
ke
peda
gogi
cal
train
ing
Zero
num
ber o
f tra
inin
gs d
one
One
(1)
peda
gogy
tra
inin
g fo
r eac
h fa
culty
per
yea
r
Peda
gogy
trai
ning
at
tend
ance
list
/ ce
rtific
ates
DV
C A
PD/
Dea
ns/
Dire
ctor
s
Ann
ually
Enha
nced
te
achi
ng sk
ills
2
110
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Impr
ove
lead
ersh
ip a
nd
man
agem
ent
skill
s
Inst
itutio
naliz
e le
ader
ship
and
m
anag
emen
t co
urse
s for
U
nive
rsity
M
anag
ers
Lim
ited
wor
ksho
p pe
r ye
ar
One
(1) t
rain
ing
wor
ksho
p fo
r m
anag
ers p
er
year
Wor
ksho
p tra
inin
g re
port
DV
C A
PD/H
RM
Ann
ually
Impr
oved
le
ader
ship
and
m
anag
emen
t
20
Cor
pora
te
Gov
erna
nce
Refi
ne sy
stem
of
gov
erna
nce
to e
nhan
ce
deci
sion
m
akin
g an
d ac
coun
tabi
lity
Dev
elop
pol
icy
on c
orpo
rate
go
vern
ance
Cur
rent
ly
ther
e is
no
docu
men
ted
polic
y
Doc
umen
ted
polic
yA
ppro
ved
polic
yD
VC
APD
/ R
egis
trar A
PD20
13-
2014
Impr
oved
in
stitu
tiona
l go
vern
ance
an
d cl
arity
of
appo
intm
ents
5
Org
aniz
e an
nual
co
rpor
ate
gove
rnan
ce
train
ing
Zero
sem
inar
s pe
r yea
rO
ne (1
) tra
inin
g an
nual
lyC
orpo
rate
go
vern
ance
tra
inin
g re
port
DV
C A
PD/H
RM
Ann
ually
Impr
oved
in
stitu
tiona
l go
vern
ance
12
Inst
itutio
naliz
ing
corp
orat
e br
andi
ng
at a
ll le
vels
Cor
pora
te
bran
ding
and
vi
sibi
lity
curr
ently
ver
y lo
w
Vis
ible
cor
pora
te
bran
d in
all
area
sJK
UAT
col
our
and
logo
on
Uni
vers
ity
stat
ione
ry a
nd
prop
erty
DV
C A
PD/
Reg
istra
r APD
Ann
ually
Easi
ly
reco
gniz
able
co
rpor
ate
bran
d
100
To o
rgan
ize
annu
alTr
aini
ng w
orks
hop
on c
orru
ptio
n er
adic
atio
n
Zero
sem
inar
s ar
rang
edO
ne (1
) w
orks
hop
per
Div
isio
n/C
olle
ge/
Cam
pus p
er y
ear
Trai
ning
repo
rtV
C/
Lega
l Offi
cer
Ann
ually
Red
uced
co
rrup
tion
inci
denc
es
20
Und
erta
ke
Cor
rupt
ion
inde
x su
rvey
Non
eC
orru
ptio
n in
dex
surv
ey re
port
Cor
rupt
ion
surv
ey
repo
rtD
VC
APD
/R
egis
trar A
PDA
nnua
llyR
educ
ed
corr
uptio
n in
cide
nces
10
Dev
elop
and
im
plem
ent r
isk
man
agem
ent
fram
ewor
k
No
exis
ting
fram
ewor
kO
pera
tiona
l ris
k m
anag
emen
t fr
amew
ork
Ris
k an
alys
is
repo
rtsV
C/C
IA20
13-
2014
Impr
oved
risk
m
anag
emen
t6
111
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Inst
ill
inte
grity
in
the
wor
kfor
ce
Ann
ual t
rain
ing
on st
aff c
ode
of
cond
uct
No
exis
ting
train
ing
One
(1) t
rain
ing
per D
ivis
ion/
Col
lege
s/
Cam
puse
s per
ye
ar
Trai
ning
repo
rtD
VC
APD
/HR
MA
nnua
llyR
educ
ed n
o.
of m
easu
red
disc
iplin
ary
case
s
20
Mon
itorin
g
com
plia
nce
to st
aff
code
of c
ondu
ct
and
ethi
cs th
roug
h st
aff a
ppra
isal
Cur
rent
ly n
o.
mon
itorin
gO
ne (1
) sta
ff ap
prai
sal p
er y
ear
Ann
ual r
epor
t on
com
plia
nce
to st
aff c
ode
of
cond
uct a
nd e
thic
s
DV
C A
PD/H
RM
Ann
ually
Red
uced
no.
of
dis
cipl
inar
y ca
ses
5
Hea
lth C
are
Prov
isio
n of
hi
gh q
ualit
y m
edic
al c
are
Empl
oym
ent o
f ad
equa
te q
ualifi
ed
heal
th c
are
offic
ers a
s per
the
esta
blis
hmen
t
67%
of h
ealth
ca
re st
aff
esta
blis
hmen
t em
ploy
ed
Incr
ease
st
affin
g by
2%
an
nual
ly to
re
ach
77%
staf
f es
tabl
ishm
ent
List
of s
taff
show
ing
desi
gnat
ion
and
qual
ifica
tion
DV
C A
PD/
Reg
istra
r APD
Ann
ually
Impr
oved
he
alth
car
e se
rvic
e de
liver
y
Impr
ove/
expa
nd
the
exis
ting
faci
litie
s to
inte
rnat
iona
l st
anda
rds
Leve
l thr
eeJK
UAT
Hos
pita
l at
Lev
el F
our
Cer
tifica
te fr
om
Dire
ctor
of
Med
ical
Ser
vice
s
DV
C A
PD/
CM
O20
13-
2015
Impr
oved
he
alth
car
e se
rvic
e de
liver
y
100
Prom
ote
fitne
ss
of th
e U
nive
rsity
co
mm
unity
Une
quip
ped
gym
nasi
um
Fully
func
tiona
l gy
m fa
cilit
y an
d ex
erci
se fa
cilit
ies
Act
ual w
orki
ng
equi
pmen
tD
VC
APD
/C
MO
2013
-20
14A
hea
lthy
univ
ersi
ty
com
mun
ity
50
To re
duce
cas
es o
f ep
idem
ics/
chro
nic
illne
sses
with
in th
e U
nive
rsity
Ann
ual
sens
itiza
tion
and
imm
uniz
atio
n on
TB
C
One
(1)
sens
itiza
tion
for
staf
f and
stud
ents
pe
r yea
r
Ann
ual r
epor
t on
sens
itiza
tion
and
im
mun
izat
ion
DV
C A
PD/
CM
OA
nnua
lly50
% re
duce
d
epid
emic
ca
ses
10
Faci
litat
e an
nual
med
ical
ch
ecku
ps fo
r sta
ff an
d st
uden
ts/
surv
eilla
nce
chec
ks
Ran
dom
ann
ual
chec
kup
10%
of s
taff
and
stud
ents
scre
ened
ra
ndom
ly
Rep
ort o
n an
nual
m
edic
al c
heck
ups
DV
C A
PD/
CM
OA
nnua
llyA
hea
lthy
univ
ersi
ty
com
mun
ity
10
112
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Safe
ty a
nd
Secu
rity
Ensu
ring
com
plia
nce
to
the
Nat
iona
l, Sa
fety
and
Se
curit
y St
anda
rds
To e
quip
team
le
ader
s with
re
quis
ite sk
ills
and
know
ledg
e on
he
alth
and
safe
ty
Zero
team
le
ader
s tra
ined
an
nual
ly
One
trai
ning
w
orks
hop
per
Div
isio
ns/
Col
lege
s/
Cam
puse
s per
ye
ar
Trai
ning
repo
rtV
C/C
SOA
nnua
llySa
fe a
nd
Secu
re w
ork
envi
ronm
ent
10
Und
erta
ke fi
re d
rill
Cur
rent
ly n
o m
easu
rabl
e fir
e dr
ills
One
(1) d
rill p
er
year
Rep
ort o
n an
nual
fir
e dr
illV
C/C
SOA
nnua
llyEm
erge
ncy
prep
ared
ness
15
Serv
ice
Del
iver
yEn
sure
ad
here
nce
to n
atio
nal
polic
y on
se
rvic
e de
liver
y
Enha
nce
adhe
renc
e to
the
Serv
ice
Del
iver
y C
harte
r
Adh
eren
ce to
th
e Se
rvic
e D
eliv
ery
Cha
rter a
t 80%
100%
co
mpl
ianc
e to
the
Serv
ice
Del
iver
y C
harte
r at a
ll le
vels
Ann
ual r
epor
t on
com
plia
nce
to th
e Se
rvic
e D
eliv
ery
Cha
rter
DV
C A
PD/
Reg
istra
r APD
Ann
ually
Impr
oved
se
rvic
e de
liver
y
10
Esta
blis
h an
d m
aint
ain
a ba
se o
f sa
tisfie
d cu
stom
ers
Cus
tom
er
satis
fact
ion
in
dex
at 7
5%
2% im
prov
emen
t on
the
cust
omer
in
dex
Ann
ual c
usto
mer
sa
tisfa
ctio
n su
rvey
repo
rt
DV
C A
PD/
Reg
istra
r APD
Ann
ually
Impr
oved
se
rvic
e de
liver
y
10
Mai
nten
ance
an
d im
prov
emen
t of
QM
S
To su
stai
n IS
O
9001
:200
8 ce
rtific
atio
n
Con
duct
qua
rterly
in
tern
al a
udits
and
im
plem
ent t
he
audi
t find
ings
Two
inte
rnal
au
dits
car
ried
out a
nnua
lly
Four
(4)
inte
rnal
au
dits
per
yea
rQ
MS
inte
rnal
au
dit r
epor
tM
RA
nnua
llyIm
prov
ed
leve
l of
com
plia
nce
to Q
MS
requ
irem
ents
100
Trai
ning
and
se
nsiti
zatio
n of
st
aff
1000
staf
f tra
ined
an
nual
ly
One
(1)
sens
itiza
tion
per
year
/all
staf
f tra
ined
Trai
ning
repo
rtM
RA
nnua
llyIm
prov
ed
serv
ice
deliv
ery
10
To re
view
QM
S pr
oced
ures
and
pr
oces
ses o
nce
ever
y ye
ar
Proc
edur
es
are
revi
ewed
an
nual
ly
One
revi
ew
unde
rtake
nA
nnua
l rep
ort o
n
revi
ew o
f QM
S pr
oced
ures
MR
Ann
ually
Impr
oved
se
rvic
e de
liver
y
17
Con
duct
mon
thly
m
anag
emen
t re
view
mee
tings
8 m
eetin
gs
held
at v
ario
us
inte
rval
s
12 m
anag
emen
t re
view
mee
tings
he
ld
Rec
ords
of
man
agem
ent
revi
ew m
eetin
gs
MR
Ann
ually
Impr
oved
se
rvic
e de
liver
y
10
113
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Con
duct
mon
thly
de
partm
enta
l m
anag
emen
t re
view
mee
tings
6 m
eetin
gs h
eld
at b
i-mon
thly
in
terv
al
12 d
epar
tmen
tal
man
agem
ent
revi
ew m
eetin
gs
held
Min
utes
of
depa
rtmen
tal
man
agem
ent
revi
ew m
eetin
gs
HO
Ds
Ann
ually
Impr
oved
se
rvic
e de
liver
y
10
Con
duct
trai
ning
fo
r QM
S
impl
emen
ters
and
au
dito
rs
One
(1) a
nnua
l w
orks
hop
for i
nter
nal
audi
tors
One
(1)
wor
ksho
p fo
r im
plem
ente
rs
Two
wor
ksho
p he
ld fo
r QM
S au
dito
rs a
nd
impl
emen
ters
List
of s
taff
train
edM
RA
nnua
llyIm
prov
ed
serv
ice
deliv
ery
10
SUB
TO
TAL
16,6
50
114
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 4
: Fin
ance
and
Pro
cure
men
t Man
agem
ent
The
mat
ic Is
sue:
Une
cono
mic
al fi
nanc
ial a
nd p
rocu
rem
ent s
yste
ms
Stra
tegi
c O
bjec
tive
4: Im
prov
e fin
anci
al su
stai
nabi
lity
thro
ugh
effe
ctiv
e an
d ef
ficie
nt fi
nanc
ial a
nd p
rocu
rem
ent s
yste
ms
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
i-bi
litie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)M
anag
emen
t of
Fin
anci
al
Res
ourc
es
Enha
nce
effe
ctiv
enes
s an
d ef
ficie
ncy
in fi
nanc
ial
man
agem
ent
Ensu
re fu
ll im
plem
enta
tion
of th
e SA
GE,
AC
CPA
C a
nd
ERP
by 3
0th Ju
ne 2
013
SAG
E,
AC
CPA
C
and
ERP
impl
emen
tatio
n at
70%
Full
impl
emen
tatio
n of
all
the
SAG
E,
AC
CPA
C a
nd
ERP
mod
ules
Mon
thly
, qu
arte
rly
finan
cial
and
an
nual
fina
ncia
l re
ports
DV
C A
PD/
FO20
13-
2014
Red
uced
loss
of
Uni
vers
ity
fund
s thr
ough
er
rors
of
com
mis
sion
20.6
Inte
grat
e SA
GE,
A
CC
PAC
and
ER
P w
ith o
ther
man
agem
ent
info
rmat
ion
syst
ems
Inte
grat
ion
at
70%
Inte
grat
ion
of a
ll th
e m
odul
esM
onth
ly,
quar
terly
fin
anci
al a
nd
annu
al fi
nanc
ial
repo
rts
DV
C A
PD/
FO20
13-
2014
Ease
acc
ess
of fi
nanc
ial
info
rmat
ion
5
Stre
amlin
e fin
anci
al
plan
ning
and
bud
getin
gO
utda
ted
finan
cial
re
gula
tion
man
ual
Rev
iew
ed
finan
cial
re
gula
tion
man
ual
App
rove
d fin
anci
al
regu
latio
n m
anua
l
DV
C A
PD/
FO20
13-
2014
Impr
oved
fin
anci
al
man
agem
ent
5
Stre
ngth
enin
g in
tern
al
cont
rol s
yste
ms
Qua
rterly
sy
stem
con
trol
audi
ts
Mon
thly
syst
em
cont
rol a
udits
Syst
ems a
udit
repo
rtsV
C/C
IAM
onth
lyR
educ
ed
was
tage
s and
fin
anci
al ri
sks
5
Enfo
rcin
g st
atut
ory
requ
irem
ents
Cur
rent
ly th
ere i
s no
enf
orce
men
t on
com
plia
nce
to st
atut
ory
requ
irem
ents
100%
co
mpl
ianc
e st
atut
ory
requ
irem
ents
Ann
ual l
egal
au
dit r
epor
tsD
VC
APD
/FO
Mon
thly
Effic
ient
fin
anci
al a
nd
proc
urem
ent
man
agem
ent
5
Ensu
re a
dher
ence
to
prov
isio
ns o
f the
deb
t m
anag
emen
t pol
icy
New
deb
t m
anag
emen
t po
licy
in p
lace
Full
impl
emen
tatio
n of
deb
t m
anag
emen
t po
licy
with
in
first
yea
r of t
he
plan
Mon
thly
, qu
arte
rly
finan
cial
and
an
nual
fina
ncia
l re
ports
DV
C A
PD/
FOA
nnua
llyIm
prov
ed c
ash
flow
1,20
0
115
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
i-bi
litie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)O
utso
urci
ng o
f non
-co
re se
rvic
es5%
savi
ngs
on se
curit
y an
d gr
ound
s m
aint
enan
ce
cost
s
10%
savi
ngs
from
tota
l ou
tsou
rcin
g
Mon
thly
, qu
arte
rly
finan
cial
and
an
nual
fina
ncia
l re
ports
DV
C A
PD/
Reg
istra
r A
PD
Ann
ually
Red
uced
op
erat
ion
cost
s12
5
Impr
ove
reve
nue
gene
rate
d by
IGU
s th
roug
h ru
nnin
g IG
U U
nits
pur
ely
as
busi
ness
ent
ities
Ksh
s. 18
4,00
0,00
0 fr
om IG
Us
20%
incr
ease
of
IGU
reve
nue
Mon
thly
, qu
arte
rly
finan
cial
and
an
nual
fina
ncia
l re
ports
DV
C R
PEA
nnua
llyIn
crea
sed
inco
me
gene
ratio
n
184
Dev
olve
fin
anci
al
man
agem
ent t
o th
e C
olle
ges/
C
ampu
ses/
Sc
hool
s/
Inst
itute
s
Empo
wer
Col
lege
s/C
ampu
ses/
Sch
ools
/ In
stitu
tes t
o ha
ve fu
ll fin
anci
al c
ontro
l ove
r th
e 35
% a
s per
the
IGU
Po
licy
Cos
ts C
entre
an
d IG
U P
olic
y in
pla
ce
Full
impl
emen
tatio
n of
Cos
t Cen
tre
and
IGU
Pol
icy
auto
nom
y of
the
35%
Paym
ents
mad
e di
rect
ly b
y th
e re
spec
tive
Col
lege
s/
Cam
puse
s/Sc
hool
s/
Inst
itute
s
VC
Ann
ually
Enha
nced
op
erat
ions
of
cost
cen
tres
20
Plou
gh b
ack
5% o
f fu
nds g
ener
ated
for
Col
lege
s/ C
ampu
ses/
Scho
ols/
Inst
itute
s
No
plou
ghin
g ba
ck o
f fu
nds
in p
lace
5% o
f fun
ds
plou
ghed
bac
k to
Col
lege
s/C
ampu
ses/
Sc
hool
s/In
stitu
tes
Equi
pped
fa
cilit
ies
Prin
cipa
ls/
Dea
ns/
Dire
ctor
s/C
OD
s
Ann
ually
Impr
oved
de
partm
enta
l fa
cilit
ies
Fund
Rai
sing
Incr
ease
cu
rren
t fun
ding
fr
om th
e cu
rren
t Ksh
s. 4.
6 B
illio
n to
K
shs.
8 B
illio
n pe
r yea
r
Rai
se c
urre
nt st
uden
t fe
e co
llect
ion
from
th
e cu
rren
t Ksh
s. 2.
9 B
illio
n to
Ksh
s. 3
Bill
ion
Ksh
s. 2.
9 B
illio
n pe
r yea
rK
shs.
3 bi
llion
or
mor
e fe
es
colle
cted
per
yea
r in
tand
em w
ith
incr
ease
d st
uden
t nu
mbe
rs
Mon
thly
, qu
arte
rly
finan
cial
and
an
nual
fina
ncia
l re
ports
DV
C A
A/
DR
A
dmis
sion
s
Ann
ually
Impr
oved
fu
ndin
g8
Teac
hing
dep
artm
ents
to
rais
e 10
% o
f Ksh
s. 14
Bill
ion
from
co
nsul
tanc
ies a
nd
linka
ges
Ksh
s. 1
Mill
ion
per y
ear
Ksh
s. 1.
4 B
illio
n ra
ised
per
yea
rR
even
ue
acco
unte
d fo
rPr
inci
pals
/D
eans
/D
irect
ors/
CO
Ds
Ann
ually
Impr
oved
fu
ndin
g10
116
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
i-bi
litie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)So
licit
incr
ease
of
gove
rnm
ent c
apita
tion
from
the
curr
ent K
shs.
1.5
Bill
ion
to K
shs.
3 B
illio
n
Ksh
s. 1.
5 B
illio
n pe
r yea
rK
shs.
3 B
illio
n go
vern
men
t ca
pita
tion
per
year
Fund
s tra
nsm
itted
DV
C A
PDA
nnua
llyIm
prov
ed
fund
ing
5
IGA
s to
rais
e K
shs.
0.6
Bill
ion
Ksh
s. 0.
2 B
illio
n pe
r yea
rK
shs.
0.6,
Bill
ion
from
IGA
s per
ye
ar
Fina
ncia
l rep
orts
DV
C R
PEA
nnua
llyIm
prov
ed
fund
ing
20
Res
earc
h ou
tput
s to
rais
e K
shs.
1 B
illio
nN
one
Ksh
s. 1
Bill
ion
from
rese
arch
per
ye
ar
Fund
s acc
ount
ed
for
DV
C R
PEA
nnua
llyIm
prov
ed
fund
ing
1
Cou
ncil
and
Top
Man
agem
ent
to ra
ise
Ksh
s. 6
Bill
ion
Ref
ocus
lead
ersh
ip
tow
ards
tran
sfor
mat
ion
and
fund
rais
ing
Non
eK
shs.
6 B
illio
n by
Cou
ncil
and
Top
Man
agem
ent
Mon
thly
, qu
arte
rly
finan
cial
and
an
nual
fina
ncia
l re
ports
Cou
ncil
mem
bers
/V
C/D
VC
s
Ann
ually
Impr
oved
fu
ndin
g1.
2
Solic
it fu
nds f
rom
lo
cal a
nd in
tern
atio
nal
deve
lopm
ent p
artn
ers,
corp
orat
es, t
he a
lum
ni
and
NG
Os
Low
Ksh
s. 2
Bill
ion
Top
Man
agem
ent
Ksh
s. 4
Bill
ion
from
de
velo
pmen
t pa
rtner
s
Fund
s gen
erat
edC
ounc
ilm
embe
rsA
nnua
llyIm
prov
ed
fund
ing
12
Man
agem
ent
of
Proc
urem
ent
of G
oods
and
Se
rvic
es
Enha
nce
effe
ctiv
enes
s an
d ef
ficie
ncy
in p
rocu
rem
ent
proc
ess
Dom
estic
ate
the
natio
nal p
ublic
pr
ocur
emen
t and
di
spos
al p
olic
y
No
proc
urem
ent
polic
y in
pla
cePr
ocur
emen
t po
licy
inst
itutio
naliz
ed
App
rove
d pr
ocur
emen
t po
licy
DV
C A
PD/
CPO
2013
-20
14Ti
mel
y pr
ocur
emen
t of
goo
ds a
nd
serv
ices
3
Ensu
re fu
ll im
plem
enta
tion
of
the
SAG
E, A
CC
PAC
an
d ER
P pr
ocur
emen
t m
odul
e by
30th
June
20
13
Impl
emen
tatio
n at
70%
Full
impl
emen
tatio
n of
the
proc
urem
ent
mod
ule
Wor
king
syst
emD
VC
APD
/C
PO20
13-
2014
Tim
ely
proc
urem
ent
of g
oods
and
se
rvic
es
2
117
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
i-bi
litie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)In
tegr
ate
the
proc
urem
ent m
odul
e w
ith o
ther
man
agem
ent
info
rmat
ion
syst
ems
Inte
grat
ion
at
70%
Inte
grat
ion
of a
ll th
e m
odul
esIn
tegr
ated
sy
stem
DV
C A
PD/
CPO
2013
-20
14R
educ
ed
corr
uptio
n in
cide
nces
1
Stre
amlin
e pr
ocur
emen
t pla
nnin
g in
line
with
bud
geta
ry
allo
catio
n
Adh
eren
ce
to a
nnua
l pr
ocur
emen
t pl
ans
100%
adh
eren
ce
to a
nnua
l pr
ocur
emen
t pl
ans
Varia
nce
anal
ysis
repo
rtD
VC
APD
/C
POA
nnua
llyTi
mel
y pr
ocur
emen
t of
goo
ds a
nd
serv
ices
1
Dev
olve
the
proc
urem
ent
proc
ess t
o th
e C
olle
ges/
C
ampu
ses/
Sc
hool
s/
Inst
itute
s
Empo
wer
Col
lege
s/
Cam
puse
s/Sc
hool
s/
Inst
itute
s to
have
full
cont
rol o
ver t
heir
proc
urem
ent p
roce
ss
in li
ne w
ith th
e PP
OA
re
gula
tions
Cen
traliz
ed
proc
urem
ent
proc
ess
Full
cont
rol o
f th
e pr
ocur
emen
t pr
oces
s by
resp
ectiv
e co
st
cent
res i
n lin
e w
ith th
e PP
OA
re
gula
tions
Proc
urem
ent
done
dire
ctly
by
resp
ectiv
e co
st
cent
res
DV
C A
PD/
CPO
Ann
ually
Tim
ely
proc
urem
ent
of g
oods
and
se
rvic
es
2
Rea
lign
proc
urem
ent
plan
s with
th
e te
nder
ing
proc
ess
To a
ttrac
t com
petit
ive
serv
ice
prov
ider
sR
ando
m fl
oatin
g of
ann
ual
tend
ers
Savi
ngs
Cos
t sav
ings
re
port
DV
C A
PD/
CPO
Ann
ually
Tim
ely
proc
urem
ent
of g
oods
and
se
rvic
es
1
Take
adv
anta
ge o
f tra
de d
isco
unt b
y bu
lk
purc
hasi
ng a
nd c
ash
disc
ount
s by
timel
y pa
ymen
t to
supp
liers
Cur
rent
ly n
o sa
ving
ben
efits
fr
om tr
ade
and
cash
dis
coun
ts
Savi
ngs f
rom
the
tota
l dis
coun
ts
achi
eved
Mon
thly
, qu
arte
rly
finan
cial
and
an
nual
fina
ncia
l re
ports
DV
C A
PD/
FOA
nnua
llyIm
prov
ed
reve
nue
base
1
Mai
ntai
n on
ly
serv
icea
ble
and
up to
dat
e ite
ms
Con
duct
ann
ual
disp
osal
of o
bsol
ete
item
s in
line
with
the
PPO
A R
egul
atio
ns
Ann
ual
disp
osal
sN
umbe
r of
item
s dis
pose
d an
nual
ly
Ann
ual d
ispo
sal
repo
rtD
VC
APD
/C
POA
nnua
llyIm
prov
ed
serv
ice
deliv
ery
0.5
SUB
TO
TAL
1,23
3
118
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 5
: Inf
rast
ruct
ure
Dev
elop
men
tT
hem
atic
Issu
e: In
adeq
uate
infr
astru
ctur
e an
d se
rvic
es to
mee
t all
the
stak
ehol
ders
’ nee
dsSt
rate
gic
Obj
ectiv
es 5
: Pro
vide
ade
quat
e fa
cilit
ies a
nd se
rvic
es a
nd m
anag
e th
em e
ffect
ivel
y an
d re
spon
sive
ly fo
r the
ben
efit o
f sta
keho
lder
s
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Exis
ting
Faci
litie
sU
pgra
de
and
expa
nd
the
exis
ting
faci
litie
s to
prov
ide
secu
re
wor
king
en
viro
nmen
t
Ren
ovat
e an
d ex
pand
exi
stin
g bu
ildin
gs in
clud
ing
phas
ing
out
asbe
stos
roof
s
20%
of
exis
ting
fa
cilit
ies
upgr
aded
an
nual
ly
20%
upg
rade
and
ex
pans
ion
of
exis
ting
faci
litie
s pe
r yea
rph
asin
g ou
t asb
esto
s ro
ofs w
ithin
the
plan
pe
riod
Act
ual
faci
litie
sD
VC
APD
/R
egis
trar A
PD/
EM
Ann
ually
Impr
oved
wor
king
en
viro
nmen
tIm
prov
ed se
rvic
e de
liver
y
350
Nam
ing
of ro
ads
and
build
ings
Roa
ds a
nd
build
ings
cu
rren
tly
unna
med
All
road
s and
bu
ildin
g na
med
by
30th
of J
une
2013
Cat
alog
ue
of n
ames
of
road
s and
bu
ildin
gs
VC
/DV
C A
PD/
Reg
istra
r APD
/C
PO
2012
-201
3Ea
se in
nav
igat
ion
10
Impr
ove
mai
n ga
tes f
or N
airo
bi
and
Kar
en
Cam
puse
s
Low
qua
lity
gate
sTw
o (2
) gat
es
impr
oved
New
gat
esD
VC
APD
/R
egis
trar A
PD20
12-2
013
Impr
oved
secu
rity
& e
nhan
ced
aest
hetic
s
10
New
Fa
cilit
ies
Dev
elop
new
in
fras
truct
ure
faci
litie
s to
acco
mm
odat
e ex
pans
ion
of
the
Uni
vers
ity
Con
stru
ctio
n of
the
follo
win
g fa
cilit
ies
as p
rovi
ded
for i
n th
e m
aste
r pla
n:
At d
esig
n st
age
Num
ber o
f fac
ilitie
s co
nstru
cted
Act
ual
faci
litie
s/
com
plet
ion
faci
litie
s
DV
C A
PD/
Reg
istra
r APD
/EM
2012
-201
7Im
prov
ed
lear
ning
and
wor
k en
viro
nmen
tIm
prov
ed se
rvic
e de
liver
y
Adm
inis
tratio
n B
lock
C in
Mai
n C
ampu
s
350
Stud
ents
Cen
tre30
0St
aff C
entre
300
CO
ETEC
Bui
ldin
g28
0SH
RD
Bui
ldin
g34
0N
issi
n Pl
ant
350
Gra
duat
ion
Squa
re35
0M
ater
nity
Win
g34
0A
ssem
bly
Hal
l25
0
119
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Mor
tuar
y40
Com
mon
le
ctur
e th
eatre
s/la
bora
torie
s cl
assr
oom
s/of
fices
340
Libr
ary
100
Teac
hing
and
R
esea
rch
Hos
pita
l60
0
Facu
lty o
f A
gric
ultu
re
Bui
ldin
g
550
Adm
inis
tratio
n B
lock
s for
C
ampu
ses
220
Stud
ents
Cen
tres
for C
ampu
ses
140
Park
ing
spac
esO
nly
able
to
pro
vide
80
% o
f the
re
quire
men
ts
20%
add
ition
al
spac
e cr
eate
dPa
rkin
g sp
ace
prov
ided
DV
C A
PD/E
M20
12-2
017
Impr
oved
le
arni
ng a
nd w
ork
envi
ronm
ent
75
Bui
ld a
nd re
furb
ish
faci
litie
s for
the
follo
win
g C
entre
s of
Exc
elle
nce:
IE
ET, I
BR
, W
AR
REC
, SA
BB
REC
and
SM
ART
EC
Bui
ldin
g an
d re
furb
ishm
ent
at 1
0%
Com
plet
ed:
Thre
e (3
) ec
o-m
ater
ials
de
mon
stra
tion
build
ings
Thre
e (3
) bi
odiv
ersi
ty
labo
rato
ries
One
(1) h
erba
rium
One
(1) i
nter
activ
e w
eb-b
ased
& b
ook
base
d lib
rary
One
(1) r
esea
rch
inst
itute
offi
ce
Act
ual
faci
litie
s/
com
plet
ion
faci
litie
s
DV
C A
PD/
DV
C R
PE20
12-2
017
Impr
oved
le
arni
ng a
nd w
ork
envi
ronm
ent
Impr
oved
serv
ice
deliv
ery
500
120
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
bloc
k w
ith th
emat
ic
rese
arch
labo
rato
ries
& o
ne (1
) sta
te o
f th
e ar
t con
fere
nce
faci
lity
Proc
urem
ent o
f m
oder
n eq
uipm
ent
Dev
elop
Bot
anic
al
Gar
den
Des
igns
co
mpl
eted
and
fo
rty a
cre
(40)
la
nd a
lloca
ted
Bot
anic
al G
arde
nTh
e ga
rden
DV
C A
PD/
Dire
ctor
SA
BR
EC
2012
-201
7En
hanc
ed re
sear
ch
and
inno
vatio
nIm
prov
ed
com
mun
ity
outre
ach
Con
serv
atio
n of
en
dang
er p
lant
sp
ecie
s
1,20
0
Dev
elop
Indu
stria
l an
d Te
chno
logy
Pa
rk
Des
igns
co
mpl
eted
an
d th
irty
two
acre
(32)
land
al
loca
ted
Indu
stria
l an
d Te
chno
logy
Par
k co
mpl
eted
The
park
VC
/DV
C A
PD20
12-2
017
Enha
nced
re
sear
ch,
inno
vatio
n an
d in
cuba
tion
3,00
0
Spac
e in
ca
mpu
ses
Expa
nsio
n of
mai
n an
d sa
telli
te
cam
puse
s
Purc
hase
bu
ildin
gs/
land
for m
ain
cam
pus,
Kar
en,
Nai
robi
, Nak
uru,
K
isii,
Kita
le,
Nai
robi
CB
D
and
Mom
basa
C
ampu
ses
Acq
uisi
tion
at a
dvan
ced
stag
e fo
r Kis
ii C
ampu
s but
no
t sta
rted
for o
ther
ca
mpu
ses
10%
add
ition
al la
nd
acqu
ired
Title
dee
dsV
C/D
VC
APD
/R
egis
trar A
PD20
12-2
017
Enha
nced
le
arni
ng a
nd w
ork
envi
ronm
ent
Impr
oved
serv
ice
deliv
ery
3000
Ope
ning
cam
puse
s in
Rw
anda
, B
urun
di, S
outh
Su
dan
and
Som
alia
-land
No
cam
pus
open
edFo
ur (4
) cam
puse
s es
tabl
ishe
dTh
e ne
w
cam
puse
sV
C/D
VC
APD
/D
VC
AA
/R
egis
trar A
PD
2012
-201
7G
reat
er a
cces
s to
Uni
vers
ity
educ
atio
n
100
Cen
tral
serv
ices
Prov
ide
com
plim
enta
ry
serv
ices
Ove
rhau
l of c
old
room
s for
kitc
hens
an
d Fo
od S
cien
ce
Dep
artm
ent
Ove
rhau
l pl
ans i
n pl
ace
Inst
alla
tion
and
com
mis
sion
ing
of
the
equi
pmen
t
Ope
ratio
nal
cold
room
sD
VC
APD
/EM
/C
CM
/CO
D F
ST20
12-2
017
Impr
oved
fa
cilit
ies
2
121
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Purc
hase
of
stan
dby
gene
rato
rs
for c
ampu
ses
One
gen
erat
or
boug
ht fo
r A
rush
a C
entre
Proc
ure
six
new
ge
nera
tors
The
gene
rato
rs
ente
red
in a
sset
s re
gist
er
DV
C A
PD/
Prin
cipa
ls/
Dire
ctor
s/C
PO/
EM
2012
-201
3Im
prov
ed
faci
litie
s2
Reh
abili
tatio
n of
bo
reho
le fo
r Kar
en
Cam
pus
Un-
func
tiona
l bo
reho
leFu
nctio
ning
bo
reho
leW
orki
ng
bore
hole
/co
ntra
ctor
re
ports
DV
C A
PD/
Prin
cipa
l Kar
en/
Cam
pus
2013
-201
3Im
prov
ed w
ater
pr
ovis
ion
3
Prev
ent
brea
kdow
n m
aint
enan
ce
and
dow
ntim
e
Stric
t adh
eren
ce
to th
e in
spec
tion,
re
pair
and
mai
nten
ance
sc
hedu
les f
or
equi
pmen
t and
bu
ildin
g
Adh
eren
ce a
t 80
%10
0% a
dher
ence
to
repa
ir an
d m
aint
enan
ce re
cord
s
Rep
air a
nd
mai
nten
ance
re
cord
s
EM20
12-2
017
Uni
nter
rupt
ed
serv
ice
deliv
ery
100
Enha
nce
effic
ienc
y of
tran
spor
t se
rvic
es in
the
Uni
vers
ity
Acq
uire
var
ious
ca
tego
ries o
f ve
hicl
es fo
r D
ivis
ions
/ C
olle
ges/
Cam
puse
s/
Scho
ols/
Facu
lties
/ In
stitu
tes
Vehi
cles
cu
rren
tly
allo
cate
d on
ly to
VC
, D
VC
s and
Pr
inci
pals
, the
ot
her a
re b
ig
pool
veh
icle
s
Twen
ty (2
0) sa
loon
po
ol v
ehic
les
purc
hase
d ov
er th
e pl
an p
erio
d
The
vehi
cles
en
tere
d in
ass
et
regi
ster
DV
C A
PD/T
M20
13-2
017
Impr
oved
tra
nspo
rt se
rvic
es60
Upg
rade
th
e pr
inte
ry
sect
ion
to a
pr
intin
g pr
ess
of c
hoic
e
Empl
oym
ent o
f ad
equa
te q
ualifi
ed
staf
f as p
er
esta
blis
hmen
t
Staf
f es
tabl
ishm
ent
at 6
6%
77%
of t
he st
aff
esta
blis
hmen
t em
ploy
ed
List
of s
taff
DV
C A
PD/
Reg
istra
r APD
2013
-201
7A
dequ
ate
staf
fing
leve
l30
0
Upg
rade
exi
stin
g fa
cilit
ies a
nd
equi
pmen
t
One
offs
et
prin
ting
mac
hine
, a
copy
prin
ter
and
two
phot
ocop
iers
Ope
ratio
nal p
rintin
g pr
ess
The
faci
litie
s and
eq
uipm
ent
DV
C A
PD/
Reg
istra
r APD
/I/C
Prin
tery
2013
-201
7Pr
ovis
ion
of
adeq
uate
prin
ting/
phot
ocop
ying
se
rvic
es
1,20
0
122
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Ensu
re
cons
iste
nt
supp
ly o
f wat
er
and
elec
trici
ty
Ref
urbi
sh th
e w
ater
inta
ke
syst
em a
t Nda
rugu
riv
er
Two
pum
ping
st
atio
ns e
xist
; on
e is
non
-fu
nctio
nal
Ref
urbi
shed
pu
mpi
ng st
atio
ns
and
wat
er tr
eatm
ent
capa
city
Ope
ratio
nal
pum
ping
st
atio
ns
DV
C A
PD/
Reg
istra
r APD
/EM
2013
-201
7Pr
ovis
ion
of
adeq
uate
wat
er
supp
ly
30
Expa
ndin
g th
e w
ater
trea
tmen
t an
d st
orag
e fa
cilit
ies
Wat
er
treat
men
t ca
paci
ty lo
w
Wat
er tr
eatm
ent
capa
city
incr
ease
d N
ew w
ater
tre
atm
ent
and
stor
age
faci
litie
s
DV
C A
PD/
Reg
istra
r APD
/EM
2013
-201
7Pr
ovis
ion
of
adeq
uate
wat
er
supp
ly
300
Con
stru
ctio
n of
a
pow
er su
bsta
tion
by K
PLC
Site
for
the
pow
er
subs
tatio
n al
loca
ted
Ope
ratio
nal p
ower
su
bsta
tion
The
new
po
wer
su
bsta
tion
DV
C A
PD/
Reg
istra
r APD
/EM
2013
-201
4U
nint
erru
pted
po
wer
supp
ly20
0
Envi
ronm
ent
Bec
ome
a m
odel
for
envi
ronm
enta
l st
ewar
dshi
p an
d su
stai
nabi
lity
incl
udin
g th
e us
e of
en
ergy
, wat
er,
mat
eria
ls,
and
natu
ral
reso
urce
s
Con
tinue
to
deve
lop
and
impl
emen
t st
rate
gies
fo
r effe
ctiv
e in
stitu
tiona
l re
new
able
ene
rgy
use
One
bio
gas
proj
ect 9
0%
com
plet
e us
ing
sew
age
Ope
ratio
nal
rene
wab
le e
nerg
y pr
ojec
ts a
t 100
%
The
rene
wab
le
ener
gy
proj
ects
DV
C A
PD/
DV
C R
PE/
Reg
istra
r APD
/EM
2013
-201
7C
ost e
ffect
ive
ener
gy su
pply
10
SUB
TO
TAL
13,3
89
123
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 6
: IC
T
The
mat
ic Is
sue:
Inap
prop
riate
ICT
netw
ork
and
conn
ectiv
itySt
rate
gic
Obj
ectiv
es 6
.1: I
nstit
utio
naliz
ing
appr
opria
te in
tern
al a
nd e
xter
nal I
CT
netw
ork
and
conn
ectiv
itySt
rate
gic
Obj
ectiv
es 6
.2: E
nhan
cing
uni
vers
ity w
ebsi
te a
s a to
ol fo
r lea
rnin
g an
d te
achi
ng, r
esea
rch,
info
rmat
ion
diss
emin
atio
n an
d m
arke
ting
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
ICT
Man
agem
ent
Inst
itutio
naliz
e IC
T ba
sed
man
agem
ent a
t al
l lev
els
Acq
uisi
tion
and
inst
alla
tion
of
requ
isite
har
dwar
e an
d so
ftwar
e fo
r sup
porti
ng
E-sy
stem
s
Low
at 1
0%In
stitu
tiona
lized
E-
syst
ems b
y 20
%
per y
ear
HR
MIS
for
trans
port,
ho
spita
l, ex
amin
atio
ns,
anti-
plag
iaris
m
surv
eys
ICT
Dire
ctor
2013
-20
13A
utom
atio
n of
co
re p
roce
sses
80
Prov
ide
web
-bas
ed,
clea
r, co
mpl
ete,
an
d co
nsis
tent
in
form
atio
n ab
out
the
Uni
vers
ity
Low
at 3
0%Im
prov
ed w
eb
rank
ing
by 2
0%
per y
ear
Web
rank
ing
repo
rtsW
ebsi
te
Com
mitt
ee20
13-
2013
Impr
oved
web
ra
nkin
g5
Impr
ove
auto
mat
ion
leve
lLo
w a
t 51%
Incr
ease
au
tom
atio
n fr
om
the
curr
ent l
evel
of
51%
to 7
5% o
ver
the
plan
per
iod
Aut
omat
ion
leve
l rep
orts
ICT
Dire
ctor
2013
-20
13Im
prov
ed le
vel
of a
utom
atio
n
Mai
ntai
n a
fit
for p
urpo
se,
resi
lient
and
se
cure
net
wor
k in
fras
truct
ure
Dev
elop
a
netw
orki
ng m
aste
r pl
an a
nd u
pgra
de
and
expa
nd
exis
ting
netw
ork
incl
udin
g w
irele
ss
conn
ectiv
ity
Low
at 4
5%IC
T m
aste
r pla
nIn
crea
se in
tern
et
conn
ectiv
ity to
80
% o
ver t
he p
lan
perio
d
ICT
mas
ter p
lan
ICT
Dire
ctor
2013
-20
14Im
prov
ed
netw
ork
and
perf
orm
ance
226
Incr
ease
ba
ndw
idth
to m
eet
stak
ehol
ders
nee
ds
Cur
rent
ly a
t 10
0 M
bps
Incr
ease
ban
dwid
th
from
the
curr
ent
100
Mbp
s to
300
Mbp
s
Ban
dwid
th
impr
ovem
ent
repo
rt
ICT
Dire
ctor
2013
-20
14Im
prov
ed
netw
ork
perf
orm
ance
283.
6
124
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Mai
ntai
n fit
fo
r pur
pose
ha
rdw
are
and
serv
er
infr
astru
ctur
e
Acq
uire
new
se
rver
s, an
d im
plem
ent
auto
mat
ion
tech
nolo
gies
Low
te
chno
logy
ba
sed
asse
ssm
ent
New
serv
erIP
Tel
epho
ny
cove
rage
Inte
llige
nce
surv
eilla
nce
Acc
ess c
ontro
lTe
le-p
rese
nce/
vide
o co
nfer
enci
ng
IP T
elep
hony
co
vera
geIn
telli
genc
e su
rvei
llanc
e/C
CTV
Acc
ess c
ontro
lTe
le-p
rese
nce/
vide
o co
nfer
enci
ngC
onta
ct c
entre
E-le
arni
ng
ICT
Dire
ctor
2013
-20
14Im
prov
ed
tech
nolo
gy
base
d as
sess
men
t
400
Dev
elop
cus
tom
IC
T in
vent
ory
mod
ule
Low
te
chno
logy
ba
sed
asse
ssm
ent
Com
plet
ion
ce
rtific
ate
Com
plet
ion
certi
ficat
eIC
T D
irect
or20
13-
2014
Impr
oved
te
chno
logy
ba
sed
asse
ssm
ent
Har
dwar
e an
d so
ftwar
eEn
sure
secu
re
Uni
vers
ity
data
, in
form
atio
n,
softw
are,
ha
rdw
are
and
netw
orke
d in
fras
truct
ure
Upg
rade
inte
rnal
da
ta c
ente
r and
es
tabl
ish
an
exte
rnal
dat
a ce
ntre
No
exte
rnal
da
ta c
entre
Dat
a ce
ntre
Dat
a ce
ntre
ICT
Dire
ctor
2013
-20
15Se
cure
dat
a an
d in
form
atio
n15
0
Impl
emen
t In
form
atio
n Se
curit
y Sy
stem
Low
No.
of s
ecur
ity
cont
rols
im
plem
ente
d
Secu
rity
cont
rols
im
plem
enta
tion
repo
rt
ICT
Dire
ctor
2013
-20
15A
ssur
ance
to
Uni
vers
ity
man
agem
ent
115
Mad
arak
a C
ompu
ters
Res
tore
the
Mad
arak
a co
mpu
ters
fla
gshi
p pr
ojec
t
Ass
embl
e th
e M
adar
aka
com
pute
rs
Low
No.
of c
ompu
ters
as
sem
bled
Rep
ort o
n
com
pute
rs
asse
mbl
ed
ICT
Dire
ctor
2013
-20
14En
hanc
ed P
PP22
0
ICT
appl
icat
ion
Mai
ntai
n fit
fo
r pur
pose
an
d se
cure
ap
plic
atio
ns
Dev
elop
men
t/ cu
stom
izat
ion
of
appl
icat
ions
Low
Four
new
mod
ules
pe
r yea
rC
usto
miz
atio
n of
app
licat
ion
mod
ules
ICT
Dire
ctor
2013
-20
14Im
prov
ed IC
T ap
plic
atio
n5
125
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Com
plia
nce
with
ICT
licen
se
requ
irem
ents
Low
at 4
5%10
0% c
ompl
ianc
e fo
r ER
P, C
RM
, H
RM
IS, H
ospi
tal,
Tran
spor
t, A
ntiv
irus a
nd
Mic
roso
ft pr
oduc
ts
ICT
Com
plia
nce
licen
seIC
T D
irect
or20
12-
2013
Impr
oved
co
mpl
ianc
e50
Dev
elop
ap
prop
riate
in
form
atio
n re
porti
ng to
ols f
or
deci
sion
mak
ing
Med
ium
No.
of c
usto
miz
ed
repo
rtsC
usto
miz
ed
repo
rtsIC
T D
irect
or20
13-
2014
Effic
acy
of
deci
sion
-m
akin
g, re
duce
d m
anua
l rep
ort
prep
arat
ion
2
Hol
d us
er tr
aini
ng
and
sens
itiza
tion
for e
xist
ing
and
new
syst
ems
Cur
rent
ly a
t 10
%10
0% tr
aini
ng a
nd
awar
enes
s of u
sers
Trai
ning
and
aw
aren
ess
repo
rts
ICT
Dire
ctor
2013
-20
17Ef
ficie
nt u
se o
f IC
T re
sour
ces
for o
ptim
al
oper
atio
ns
8
Impl
emen
t IC
T se
curit
y, e
lect
roni
c pa
ymen
ts, e
-was
te
and
auto
mat
ion
polic
ies.
Cur
rent
ly a
t 10
%75
% te
chni
cal
and
user
cap
acity
fo
r ER
P, C
RM
, H
RM
IS, H
ospi
tal,
Tran
spor
t and
O
ffice
pro
duct
ivity
ICT
secu
rity,
el
ectro
nic
paym
ents
, e-
was
te a
nd
auto
mat
ion
polic
ies.
ICT
Dire
ctor
2013
-20
14Im
prov
ed
serv
ice
deliv
ery
10
Web
site
Prov
idin
g ea
sily
ac
cess
ible
web
ba
sed
rese
arch
m
anag
emen
t sy
stem
Inst
itutio
nalis
ing
w
eb b
ased
rese
arch
m
anag
emen
t sy
stem
at a
ll le
vels
Low
at 3
0%80
% o
f re
sear
ch re
sults
di
ssem
inat
ed
thro
ugh
the
web
site
Web
bas
ed
publ
icat
ions
and
Web
bas
ed
repo
rt
Coo
pera
te
Com
mun
icat
ion
Offi
cer
2013
-20
15
Uni
vers
ity-
wid
e re
sear
ch
man
agem
ent
syst
em
supe
rvis
ors
and
rese
arch
m
anag
emen
t st
aff
inst
itutio
naliz
ed
32
126
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Dev
elop
ing
func
tiona
l U
nive
rsity
web
an
d po
rtal s
yste
ms
with
in a
web
st
rate
gy
Low
at 4
0%80
% o
f uni
vers
ity
syst
ems l
inke
d to
th
e w
eb a
nd p
orta
l sy
stem
Prog
ram
s on
web
and
por
tal
syst
em,
Coo
pera
te
com
mun
icat
ion
offic
er
2013
-20
15In
tegr
ated
and
co
st e
ffect
ive
func
tiona
l un
iver
sity
w
eb a
nd
porta
l sys
tem
s in
stitu
tiona
lized
Prov
idin
g ea
sy
web
bas
ed a
cces
s to
adm
inis
trativ
e fu
nctio
ns su
ch a
s en
rolm
ent,
exam
re
sults
, cla
ss
sche
dule
s, e.
t.c.
Sem
i-fu
nctio
nal
syst
em
60%
of J
KU
AT’s
in
form
atio
n at
all
leve
ls d
isse
min
ated
th
roug
h th
e w
ebsi
te
Web
bas
ed
Adm
inis
trativ
e an
d m
anag
emen
t fu
nctio
ns
ICT
man
ager
2013
-20
15Ea
sy w
eb
base
d ac
cess
to
adm
inis
trativ
e fu
nctio
ns su
ch
as e
nrol
men
t, ex
am re
sults
, cl
ass s
ched
ules
, et
c es
tabl
ishe
dC
ontin
uous
ly
upda
ting
the
web
site
syst
em
base
d on
the
emer
ging
co
mm
unic
atio
ns
tech
nolo
gies
Mod
erat
e80
% o
f web
co
nten
t upd
ate
Upd
ate
web
co
nten
tD
irect
or IC
T/
Cor
pora
te
Com
mun
icat
ion
Offi
cer
2013
-20
17Im
prov
ed w
eb
site
con
tent
and
ra
nkin
g
Util
ise
the
Uni
vers
ity
web
site
syst
em
for p
ublic
ity,
info
rmat
ion
diss
emin
atio
n an
d m
arke
ting
Mod
erat
e 80
% u
tiliz
atio
n of
w
ebsi
teW
eb u
tiliz
atio
n re
ports
Dire
ctor
ICT/
C
orpo
rate
C
omm
unic
atio
n O
ffice
r
2013
-20
17Im
prov
ed w
eb
utili
zatio
n
SUB
TO
TAL
1,61
4.6
127
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 7
: U
nder
grad
uate
and
Gra
duat
e Pr
ogra
ms
The
mat
ic Is
sue:
Inap
prop
riate
syst
em fo
r offe
ring
acce
ssib
ility
to q
ualit
y ac
adem
ic p
rogr
ams a
nd re
crui
ting
the
very
bes
t stu
dent
s nat
iona
lly, r
egio
nally
an
d in
tern
atio
nally
thro
ugh
an e
quita
ble
proc
ess b
ased
on
achi
evem
ents
and
pot
entia
lSt
rate
gic
Obj
ectiv
e 7:
To
enha
nce
acce
ss, e
quity
, qua
lity,
rele
vanc
e an
d eq
ualit
y in
und
ergr
adua
te a
nd g
radu
ate
educ
atio
n
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Stud
ents
En
rollm
ent
To in
crea
se
stud
ent
enro
lmen
t by
12%
per
yea
r fr
om 2
8,80
0 in
20
12 to
50,
500
in 2
017
Prom
ote
mid
-st
ream
ent
ry in
to
Uni
vers
ity p
rogr
ams
by 1
% a
nnua
lly
thro
ugh
adop
tion
of c
redi
t tra
nsfe
r po
licy
28,8
00,
stud
ents
Polic
y gu
idel
ines
fo
r cre
dit t
rans
fer
and
mid
-stre
am
adm
issi
on
App
rove
d cr
edit
trans
fer
and
mid
-stre
am
adm
issi
on
polic
yM
inut
es
of D
eans
an
d Se
nate
m
eetin
gs
DV
C A
A/
Dea
ns/
Reg
istra
r AA
/D
eput
y R
egis
trar
Sena
te
May
201
328
0 st
uden
ts
adm
itted
mid
-st
ream
per
ye
ar (1
,400
ad
mitt
ed b
y 20
17)
1.47
Num
ber o
f stu
dent
s ad
mitt
ed in
to
vario
us p
rogr
ams a
t m
id-s
tream
Nom
inal
roll
Dep
uty
Reg
istra
r A
dmis
sion
s
Con
tinuo
us
(201
3 -
2017
)
Ope
ning
of 3
mor
e st
rate
gic
cam
puse
s in
Ken
ya
8 ca
mpu
ses
with
8,5
00
stud
ents
3 ne
w c
ampu
ses/
cent
ers
3 C
ampu
ses,
each
with
1,1
00
stud
ents
stud
ents
ad
mis
sion
dat
a
VC
, DV
C A
A/
DV
C A
PD/
Cam
pus
Dire
ctor
s/R
egis
trar A
A
2013
- 20
17A
dditi
onal
3,
300
stud
ents
ad
mitt
ed
in th
e ne
w
cam
puse
s
3.46
5
Esta
blis
h a
mar
ketin
g of
fice
to p
repa
re a
nd
impl
emen
t a lo
ng
term
mar
ketin
g,
com
mun
icat
ion
and
bran
ding
pla
n
Mar
ketin
g of
fice
not
esta
blis
hed
yet
Mar
ketin
g of
fice
Ann
ual m
arke
ting
plan
s
Bra
nd
Mar
ketin
g of
fice
Ann
ual
mar
ketin
g pl
anR
epor
t on
mar
ketin
g ev
ents
and
ac
tiviti
es
DV
C A
A/
DV
C A
PD/
Reg
istra
r AA
May
201
3In
crea
se
in st
uden
ts
enro
lmen
t
10
128
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Expa
nd a
dmis
sion
sp
ace
and
teac
hing
fa
cilit
ies i
n ex
istin
g ca
mpu
ses a
nd
SOD
el c
ente
rs
28,8
00
stud
ents
Add
ition
al 1
3,70
0 st
uden
ts e
nrol
led
in th
e ex
istin
g ca
mpu
ses
Min
utes
of
Dea
ns, U
MB
an
d Se
nate
m
eetin
gs
Nom
inal
roll
DV
CA
A/
Reg
istra
r AA
/D
eput
y R
egis
trar
(Adm
issi
ons)
2013
- 20
17A
dditi
onal
13
,700
st
uden
ts
enro
lled
in
the
exis
ting
cam
puse
s
1.5
Incr
ease
num
ber o
f SO
Del
Cen
tres
22 c
ente
rs
with
st
uden
t po
pula
tion
of 1
,900
Acc
redi
tatio
n of
10
new
SO
DEL
cen
ters
w
ith a
dditi
onal
po
pula
tion
of 8
50
stud
ents
New
cen
ters
Stud
ents
en
rolm
ent
repo
rts
DV
C R
PE/
DV
C A
A/
Dire
ctor
SO
Del
2013
- 20
17A
dditi
onal
90
0 en
rolle
d in
the
new
ce
nter
s
0.95
Laun
ch a
nd
oper
atio
naliz
e Sc
hool
of O
pen,
D
ista
nce
and
E-Le
arni
ng (S
OD
el)
SOD
el
has b
een
laun
ched
bu
t not
op
erat
ion-
aliz
edTh
ere
is o
ne
digi
tized
pr
ogra
mTh
ere
are
no st
uden
ts
Dig
itize
d pr
ogra
ms
incr
ease
d fr
om th
e cu
rren
t 1 to
15
new
pr
ogra
ms b
y th
e ye
ar 2
017
Enro
lled
stud
ents
in
e-/d
ista
nce/
open
le
arni
ng in
crea
sed
from
zer
o to
100
0 by
201
7
Dig
itize
d pr
ogra
ms
Stud
ents
re
gist
ratio
nO
ne p
rogr
am
laun
ched
per
ye
ar
DV
C A
A/
Dire
ctor
SO
Del
/D
eput
y D
irect
or
SOD
el
2013
- 20
17A
dditi
onal
1,
000
stud
ents
re
gist
ered
un
der S
OD
el
1.05
0
Incr
ease
teac
hing
eq
uipm
ent a
nd
allie
d m
ater
ials
4
000n
al 1
,700
ne
w in
tern
atio
nal
stud
ents
regi
ster
ed
in d
iffer
ent
cam
puse
s
Cur
rent
va
lue/
budg
et
Ksh
s. 14
7 M
Ass
ets r
egis
ter
App
rove
d bu
dget
DV
C A
PD/
DV
CA
A20
13 -2
017
Impr
oved
le
arni
ng
envi
ronm
ent
1,05
9
129
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Incr
ease
num
ber o
f pr
ogra
ms o
fferin
g
flexi
-tim
e, m
odul
ar
syst
em a
nd tr
imes
ter
adm
issi
ons b
y 30
%
from
23
to 3
0
23
Prog
ram
sN
umbe
r of
prog
ram
s offe
ring
flexi
-tim
e, m
odul
ar
syst
em a
nd
trim
este
r adm
issi
on
Trim
este
r ad
mis
sion
sD
VC
AA
/R
egis
trar A
A20
12-2
013
Incr
ease
d tri
mes
ter
prog
ram
mes
Res
truct
urin
g of
ad
min
istra
tion
and
man
agem
ent
of S
choo
ls a
nd
Facu
lties
Incr
ease
Col
lege
s fr
om tw
o (2
) to
four
(4) o
ver t
he
plan
per
iod
291
Inter
natio
nal
Stud
ents
To in
crea
se
adm
issi
on o
f in
tern
atio
nal
stud
ents
by
12%
fr
om 3
50 in
20
12 to
200
0 in
20
17
Esta
blis
h 4
new
ce
nter
s/ca
mpu
ses
outs
ide
Ken
ya
Parti
cipa
tion
in
exhi
bitio
ns a
nd fa
irs
outs
ide
Ken
ya
Esta
blis
hing
lin
kage
s tha
t pr
omot
e ru
nnin
g of
regi
onal
/in
tern
atio
nal
prog
ram
s
Hire
a se
nior
ad
min
istra
tor/
mar
kete
r in
the
ALI
SSO
to M
arke
t th
e pr
ogra
ms
inte
rnat
iona
lly a
nd
hand
le in
tern
atio
nal
stud
ents
mat
ters
One
cen
ter
in T
anza
nia
Four
Cen
tres
esta
blis
hed
in
Rw
anda
, Sou
ther
n Su
dan,
Bur
undi
an
d So
mal
iland
Two
stra
tegi
c lin
kage
s with
in
tern
atio
nal
com
mun
ities
to
spon
sor p
rogr
ams
A se
nior
ad
min
istra
tor
hire
d to
han
dle
inte
rnat
iona
l st
uden
ts is
sues
in
ALI
SSO
Reg
iste
red
Cen
ters
Mem
oran
dum
of
U
nder
stan
ding
s (M
OU
s)
An
Adm
inis
trato
r in
-cha
rge
of
inte
rnat
iona
l st
uden
ts
DV
C A
A/
DV
C R
PE/
DV
C A
PD/
Dire
ctor
A
LISS
O
2013
-201
7A
gro
wth
of
400
%
real
ized
for
inte
rnat
iona
l st
uden
tsA
dditi
onal
1,
700
new
in
tern
atio
nal
stud
ents
re
gist
ered
in
diff
eren
t ca
mpu
ses
2,00
0
130
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Enha
nce
stud
ent
exch
ange
with
co
llabo
ratin
g in
tern
atio
nal
inst
itutio
ns
10 st
uden
ts
from
G
erm
any
Five
st
uden
ts
from
C
anad
a
Num
ber o
f co
untri
es in
volv
ed
in e
xcha
nge
incr
ease
d to
5N
o. o
f stu
dent
s on
exch
ange
pro
gram
s in
crea
sed
to 1
00
per y
ear
MO
Us
Stud
ents
re
gist
ratio
n re
cord
s
DV
C A
A/
Dea
ns/
Dire
ctor
A
LISS
O
2013
-201
7In
tern
atio
nal
visi
bilit
y of
th
e U
nive
rsity
im
prov
ed
5
Stud
ents
R
eten
tion
Incr
ease
stud
ent
rete
ntio
n fr
om
the
curr
ent 7
0%
to 8
5%
Incr
ease
wor
k-st
udy
oppo
rtuni
ties
from
50
stud
ents
to
100
stud
ents
per
se
mes
ter
Incr
ease
pay
men
t ra
te fo
r wor
k-st
udy
prog
ram
from
Ksh
s. 30
to K
shs.
50 p
er
hour
50 st
uden
ts
per
sem
este
r
50-1
00st
uden
ts
on w
ork
stud
y pr
ogra
m p
er y
ear
Impr
oved
pay
men
t ra
te fr
om sh
30-5
0 pe
r hou
r
Wor
k st
udy
repo
rtsD
VC
AA
/R
egis
trar A
AA
nnua
llyIm
prov
ed
stud
ent
perf
orm
ance
10
Inte
nsifi
ed c
aree
r/sp
iritu
al g
uida
nce
and
coun
selin
g re
med
ial t
utor
ials
ex
ist i
nter
view
s
Low
Num
ber o
f stu
dent
s pa
ssin
g th
roug
h co
unse
ling
and
guid
ance
Cou
nsel
ing
repo
rtsD
VC
AA
/R
egis
trar A
AA
nnua
llyIm
prov
ed
stud
ent
perf
orm
ance
5
Enha
ncin
g co
-cu
rric
ular
act
iviti
es
embr
ace
cros
s cu
ltura
l div
ersi
ty
Med
ium
Spor
ts a
nd
recr
eatio
nal
faci
litie
s im
prov
ed
Co-
curr
icul
ar
and
cultu
ral
repo
rts
DV
C A
A/
Reg
istra
r AA
Ann
ually
Impr
oved
st
uden
t pe
rfor
man
ce
35
131
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Prog
ram
sTo
dev
elop
thre
e (3
) new
mar
ket
driv
en p
rogr
ams
(bio
tech
nolo
gy,
spac
e sc
ienc
e,
min
ing
and
petro
leum
, m
ater
ial s
cien
ce,
nano
tech
nolo
gy,
valu
e-ad
ditio
n,
man
ufac
turin
g)
per y
ear
and
revi
ew
the
exis
ting
prog
ram
s at t
he
end
of th
e th
eir
acad
emic
cyc
le
Prog
ram
de
velo
pmen
t w
orks
hop
and
prog
ram
val
idat
ion
cons
ulta
tive
mee
tings
at t
he
end
of th
e pr
ogra
m
acad
emic
cyc
le
One
pr
ogra
m
per y
ear
and
50%
re
view
of
exis
ting
prog
ram
s
Thre
e (3
) new
Pr
ogra
ms
deve
lope
d pe
r yea
r10
0% re
view
of
exis
ting
prog
ram
s w
hen
due
Prog
ram
sD
VC
AA
/ R
egis
trar A
AA
nnua
llyPr
ogra
ms
appr
oved
by
CH
E
Impr
oved
qu
ality
pr
ogra
ms
100
Enha
nce
staf
f tea
chin
g ca
paci
ty th
roug
h pe
dago
gy
train
ing
and
atta
chm
ent t
o in
dust
ry
Org
aniz
e te
n an
drag
ogy
(two
per y
ear)
trai
ning
be
twee
n 20
12 a
nd
2017
100
teac
hing
st
aff
500
teac
hing
staf
f tra
ined
Trai
ning
repo
rts
and
certi
ficat
esD
VC
AA
/D
eans
/C
OD
s
Ann
ually
Impr
oved
te
achi
ng a
nd
train
ing
5
Twel
ve (1
2)
teac
hing
and
te
chni
cal s
taff
unde
rtake
indu
stria
l at
tach
men
t for
thre
e m
onth
s per
yea
r
Non
e60
teac
hing
and
te
chni
cal s
taff
(10%
) acq
uire
in
dust
rial
expe
rienc
e
Indu
stria
l at
tach
men
t re
ports
DV
C A
A/
Dea
ns/
CO
Ds
Ann
ually
Impr
oved
lin
kage
s with
in
dust
ry
4
Dev
elop
ing
lead
ersh
ip
for e
nhan
ced
perf
orm
ance
of
aca
dem
ic
prog
ram
s
Prof
esso
rs to
giv
e in
augu
ral l
ectu
re
with
in o
ne y
ear o
f ap
poin
tmen
t
Non
eO
ne (1
) ina
ugur
al
lect
ure
per
prof
esso
r
Inau
gura
l le
ctur
e pa
pers
an
d re
ports
DV
C A
A/
Dea
ns/
CO
Ds/
Prof
esso
rs
Ann
ually
Impr
oved
te
achi
ng
and
train
ing
cont
ent
2
132
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Prof
esso
rs to
des
ign
and
teac
h on
e (1
) sh
ort c
ours
e to
pr
ofes
sion
als i
n th
e in
dust
ry b
ased
on
emer
ging
soci
al,
tech
nolo
gica
l, ec
onom
ic a
nd
polit
ical
tren
ds a
s pa
rt of
wor
k lo
ad
Non
eO
ne (1
) pr
ofes
sion
al/
spec
ializ
ed c
ours
e pe
r pro
fess
or
Spec
ializ
ed
cour
se a
nd
train
ing
repo
rts
DV
C A
A/
Dea
ns/
CO
Ds/
Prof
esso
rs
Ann
ually
Impr
oved
lin
kage
s with
in
dust
ry
4
Enga
ging
pro
fess
ors
in su
perv
isio
n of
Ph
D c
andi
date
s as
part
of te
achi
ng
load
.
Non
eTi
mel
y co
mpl
etio
n of
PhD
stud
ies
rais
ed fr
om 4
0%
to 6
0% o
f the
re
gist
ered
stud
ents
PhD
pro
posa
ls
and
rese
arch
st
udie
s
DV
C A
A/
Dea
ns/
CO
Ds/
Prof
esso
rs
Ann
ually
Tim
ely
com
plet
ion
of P
hD
stud
ies a
nd
grad
uatio
n
5
Man
agin
g an
d m
aint
aini
ng
acad
emic
qua
lity
syst
em a
s per
IS
O 9
001:
2008
St
anda
rds
and
natio
nal
acad
emic
qua
lity
regu
lato
ry
bodi
es
requ
irem
ents
Esta
blis
h m
onito
ring
and
eval
uatio
n sc
hedu
le a
nd
tool
s for
ass
essi
ng
com
plia
nce
to
stan
dard
s
Non
eN
o of
ISO
Cer
tified
Pr
ogra
ms
Mon
itorin
g an
d ev
alua
tion
sche
dule
s and
re
ports
and
ISO
ce
rtific
ates
DV
C A
A/
Dea
ns/ C
OD
sA
nnua
llyQ
ualit
y pr
ogra
ms
offe
red
5
Ben
chm
arki
ng w
ith
natio
nal,
regi
onal
an
d in
tern
atio
nal
qual
ity a
ssur
ance
bo
dies
.
Low
Two
visi
ts to
in
stitu
tions
of
exc
elle
nce
impl
emen
ted
annu
ally
Ran
king
of t
he
Uni
vers
ity in
the
inte
rnat
iona
l web
Ran
king
repo
rtsD
VC
AA
/D
eans
/ CO
Ds
Ann
ually
Impr
oved
un
iver
sity
ra
nkin
g
2.5
133
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Mon
itorin
g pe
rfor
man
ce o
f gr
adua
tes i
n th
e in
dust
ry
Non
eO
ne tr
acer
stud
y un
derta
ken
betw
een
2013
and
20
17
Trac
er st
udy
repo
rtsD
VC
AA
/D
eans
/C
OD
s
Ann
ually
Prog
ram
s re
view
bas
ed
on tr
acer
st
udy
repo
rts
5
Enga
ging
vis
iting
an
d ad
junc
t pr
ofes
sors
/ Fel
low
s an
d R
esea
rche
rs
to in
fuse
indu
stry
ex
perie
nce
in th
e pr
ogra
ms
Low
One
(1) a
djun
ct
prof
esso
r hire
d pe
r sc
hool
per
yea
r
MO
U a
nd
Con
tract
DV
C A
A/
Dea
nsC
OD
s
Ann
ually
Impr
oved
in
ter-
univ
ersi
ty
linka
ges
10
Libr
ary
Rai
se th
e ac
cess
an
d q
ualit
y of
in
form
atio
n re
sour
ces a
nd
envi
ronm
ent
for r
esea
rch
and
teac
hing
Dig
itiza
tion
of
libra
ry re
sour
ces
and
impl
emen
tatio
n of
e-li
brar
y
Very
low
25 %
incr
ease
in
acce
ss a
nd n
umbe
r of
equ
ipm
ent p
er
year
Proc
urem
ent
repo
rtsD
VC
AA
/D
eans
/C
OD
s/Li
brar
ian
2013
-201
4Im
prov
ed
teac
hing
an
d le
arni
ng
cont
ent
91.8
Alig
n e-
reso
urce
to
rese
arch
and
te
achi
ng n
eeds
At 1
0%25
% in
crea
se in
su
bscr
iptio
ns p
er
year
Ann
ual
subs
crip
tions
DV
C A
A/
Dea
ns/
CO
Ds/
Libr
aria
n
Ann
ually
Impr
oved
te
achi
ng
and
lear
ning
co
nten
t
5
Req
uire
the
entir
e st
uden
t pop
ulat
ion
to h
ave
porta
ble
ICT
devi
ces
At 6
0%10
0% c
ompl
ianc
ePr
ocur
ed
com
pute
rsD
VC
AA
/D
eans
CO
Ds/
Libr
aria
n
Ann
ually
Impr
oved
do
wnl
oadi
ng
of te
achi
ng
mat
eria
ls
10
Stud
ents
A
ttach
men
tEn
sure
effe
ctiv
e st
uden
ts
atta
chm
ent
Re-
engi
neer
the
Uni
vers
ity-I
ndus
try
rela
tions
hip
Low
Four
mee
tings
with
in
dust
ry p
laye
rs
per y
ear
At l
east
5
stra
tegi
c lin
kage
s es
tabl
ishe
d w
ith
indu
stry
bet
wee
n 20
12 a
nd 2
017
Mee
ting
and
linka
ge re
ports
w
ith in
dust
ry
DV
C A
A/
Dea
nsC
OD
s/U
nive
rsity
In
dust
ry
Liai
son
Offi
ce
Ann
ually
Indu
stria
l sk
ills
incu
lcat
ed in
te
achi
ng
25
134
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Stre
ngth
enin
g U
nive
rsity
-Alu
mni
re
latio
nshi
p
Non
e30
% o
f atta
chm
ents
be
acc
esse
d th
roug
h th
e al
umni
Alu
mni
at
tach
men
t re
ports
DV
C A
A/
Dea
nsC
OD
s/U
nive
rsity
In
dust
ry
Liai
son
Offi
ce/
Alu
mni
Ann
ually
Indu
stria
l sk
ills
incu
lcat
ed in
te
achi
ng
1
Exam
inat
ions
Ensu
ring
com
petit
iven
ess
of a
ll U
nive
rsity
ex
amin
atio
ns
Ben
chm
arki
ng
Uni
vers
ity
exam
inat
ions
with
ot
her u
nive
rsiti
es o
f ex
celle
nce
Med
ium
Ben
chm
arke
d ex
amin
atio
ns w
ith
5 un
iver
sitie
s
Ben
chm
arke
d ex
ams a
nd
repo
rts
DV
C A
A/
Dea
nsC
OD
s/Ex
amin
atio
n O
ffice
Ann
ually
Impr
oved
ex
amin
atio
n st
anda
rds
50
Com
petit
ive
appo
intm
ent o
f ex
tern
al e
xam
iner
s fo
r mod
erat
ion
and
mar
king
of
exam
inat
ions
Low
All
exte
rnal
ex
amin
ers
appr
oved
by
Uni
vers
ity S
enat
e
Con
tract
sD
VC
AA
/D
eans
CO
Ds/
Exam
inat
ion
Offi
ce
Impr
oved
ex
amin
atio
n st
anda
rds
25
SUB
TO
TAL
1,57
7
135
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 8
: Par
tner
ship
and
Lin
kage
s
The
mat
ic Is
sue:
Und
erde
velo
ped
leve
l and
effe
ctiv
enes
s of n
atio
nal a
nd in
tern
atio
nal c
olla
bora
tion
betw
een
JKU
AT a
nd th
e in
dust
ry, d
evel
opm
ent p
artn
ers i
nstit
utio
ns o
f hi
gher
lear
ning
, gov
ernm
ents
and
pro
fess
iona
l bod
ies
Stra
tegi
c Obj
ectiv
e 8: T
o en
hanc
e the
leve
l and
effe
ctiv
enes
s of n
atio
nal a
nd in
tern
atio
nal c
olla
bora
tion
betw
een
JKU
AT an
d th
e ind
ustry
, dev
elop
men
t par
tner
s, in
stitu
tions
of
hig
her l
earn
ing,
gov
ernm
ents
and
pro
fess
iona
l bod
ies
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
efr
ame
Out
com
eB
udge
t(K
shs.
M)
Bus
ines
s an
d In
dust
ry
Link
ages
Stre
ngth
en lo
cal
and
inte
rnat
iona
l lin
kage
s with
in
dust
ry
Key
dep
artm
ent
to e
stab
lish
activ
e lin
kage
s with
indu
stry
an
d st
reng
then
ex
istin
g on
es
One
link
age
exis
tsSi
x (6
) act
ive
loca
l and
in
tern
atio
nal
linka
ges w
ith
indu
stry
per
ye
ar
MO
Us
DV
C R
PE/
HoD
Lin
kage
sA
nnua
llyIm
prov
ed
busi
ness
lin
kage
s
0.5
Link
ages
with
C
omm
uniti
esTh
irty
(30)
ac
tive
inte
grat
ed
com
mun
ity
prog
ram
s es
tabl
ishe
d pe
r ye
ar
Dev
elop
ing
inte
grat
ed c
omm
unity
lin
kage
s e.g
. ag
ricul
ture
link
ages
, ar
chite
ctur
al-li
nkag
es,
heal
th-li
nkag
es e
.t.c.
Non
e ex
ists
At l
east
one
(1)
activ
e in
tegr
ated
co
mm
unity
pr
ogra
ms p
er
depa
rtmen
t
Com
mun
ity
activ
ity
repo
rts
DV
C R
PE/
HoD
Lin
kage
sA
nnua
llyIm
prov
ed
com
mun
ity
bene
fits
0.5
Gov
ernm
ents
Attr
act a
t lea
st
0.2%
from
bu
dget
allo
catio
n of
rele
vant
m
inis
tries
thro
ugh
cons
ulta
ncie
s
Rev
iew
min
iste
rial
budg
et a
lloca
tions
id
entif
y op
portu
nitie
s an
d pr
epar
e pr
opos
als
One
link
age
exis
tSc
hool
s to
attra
ct 0
.2%
of
min
istry
bud
get
allo
catio
n pe
r ye
ar
Con
tract
sD
VC
RPE
/H
oD L
inka
ges
Ann
ually
Bet
ter
linka
ges
0.5
Enha
nce
the
incu
batio
n,
prod
uctio
n an
d m
arke
ting
of M
adar
aka
com
pute
rs
Esta
blis
h lin
kage
s w
ith g
over
nmen
t ag
enci
es fo
r di
strib
utin
g co
mpu
ters
to
the
50 D
igita
l V
illag
es
No
clea
r lin
kage
s ex
ist
Com
pute
rs
dist
ribut
ed to
50
digi
tal v
illag
es
MO
Us
cont
ract
sD
VC
RPE
/H
oD L
inka
ges
2013
Impr
oved
ac
cess
to IC
T in
rura
l are
as
0.2
136
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
efr
ame
Out
com
eB
udge
t(K
shs.
M)
Link
with
in
tern
atio
nal
com
pani
es fo
r as
sem
bly,
mar
ketin
g an
d su
pply
of
com
pute
rs
Non
e a
t the
m
omen
t1,
500
com
pute
rs
supp
lied
per
year
Sale
s rep
orts
DV
C R
PE/
HoD
Lin
kage
sA
nnua
llyIn
crea
sed
inco
me
1
Ass
ist 2
0% o
f gr
adua
tes t
o en
ter i
nto
self-
empl
oym
ent
Esta
blis
h li
nkag
es
with
You
th F
und,
U
WEZ
O a
nd W
omen
Fu
nd fo
r gra
duat
e SM
Es S
tartu
p Tr
aini
ng
No
linka
ges
1000
stud
ents
lin
ked
to th
e Yo
uth,
UW
EZO
an
d W
omen
Fu
nd p
er y
ear
Rep
orts
an
d li
sts o
f st
uden
ts
DV
C R
PE/
HoD
Lin
kage
sA
nnua
llyM
ore
SMEs
0.5
Esta
blis
h lin
kage
s w
ith st
ate
agen
cies
to
offe
r pos
t gra
duat
e pr
ogra
ms
Few
lin
kage
sEs
tabl
ish
one
join
t pro
gram
pe
r yea
r
Rep
orts
DV
C R
PE/
HoD
Lin
kage
sA
nnua
llyIm
prov
ed
acce
ss to
gr
adua
te
train
ing
0.5
Prof
essi
onal
B
odie
sEa
ch d
isci
plin
e to
lin
k w
ith re
leva
nt
loca
l/int
erna
tiona
l pr
ofes
sion
al
bodi
es
Staf
f and
stud
ent
accr
edite
d by
Pr
ofes
sion
al b
odie
s.
Onl
y m
ajor
pr
ogra
ms
accr
edite
d
200
accr
edita
tion
for
depa
rtmen
ts p
er
year
Acc
redi
tatio
n re
ports
DV
C R
PE/
HoD
Lin
kage
sA
nnua
llyIn
tern
atio
nal
reco
gniti
on0.
5
Link
ages
with
In
stitu
tions
of
Hig
her L
earn
ing
Inst
itutio
naliz
e lin
kage
s with
in
stitu
tions
of
high
er le
arni
ng
Each
dep
artm
ent t
o in
itiat
e ne
w a
ctiv
e an
d pr
oduc
tive
linka
ge
with
one
inst
itutio
n of
hi
gher
lear
ning
2 pe
r yea
rSi
x (6
) act
ive
linka
ges
deve
lope
d pe
r ye
ar
MO
Us
DV
C R
PE/
HoD
Lin
kage
sA
nnua
llyIm
prov
ed
benc
hmar
ked
stan
dard
s of
lear
ning
0.5
Inte
rnat
iona
l lin
kage
sPr
ovid
e in
tern
atio
nal
expo
sure
to st
aff
and
stud
ents
Esta
blis
h lin
kage
s w
ith in
tern
atio
nal
inst
itutio
ns o
f hig
her
lear
ning
3O
ne (1
) lin
kage
pe
r yea
rM
OU
sD
VC
RPE
/H
oD L
inka
ges
Ann
ually
Inte
rnat
iona
l be
nchm
arki
ng0.
1
SUB
TOTA
L4.
8
137
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 9
: Agr
icul
ture
and
Rur
al D
evel
opm
ent
The
mat
ic Is
sue:
Inap
prop
riate
agr
icul
tura
l, liv
esto
ck a
nd fi
sher
ies d
evel
opm
ent a
nd m
anag
emen
t for
impr
ovin
g liv
elih
oods
of K
enya
ns
Stra
tegi
c O
bjec
tive
9: I
mpr
ovin
g liv
elih
oods
of
Ken
yans
thr
ough
pro
mot
ion
of c
ompe
titiv
e ag
ricul
ture
and
inn
ovat
ive
rese
arch
, su
stai
nabl
e liv
esto
ck a
nd fi
sher
ies
deve
lopm
ent
Sub-
them
esSt
rate
gies
Act
iviti
esB
asel
ine
Perf
orm
ance
In
dica
tors
Mea
ns o
f Ve
rific
atio
nR
espo
nsi-
bilit
ies
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Cro
p D
evel
opm
ent
and
Man
agem
ent
Incr
easi
ng p
rodu
ctiv
ity
and
man
agem
ent b
y pr
omot
ing
com
petit
ive
agric
ultu
re th
roug
h im
prov
ed e
xten
sion
, ad
viso
ry, s
uppo
rt se
rvic
es, a
ppro
pria
te
tech
nolo
gy tr
ansf
er,
man
agem
ent o
f pes
ts &
di
seas
es
Dev
elop
ing
and
prom
otin
g te
chno
logi
es a
nd
inno
vatio
ns o
f de
man
d dr
iven
cr
ops
Low
Tech
nolo
gies
and
in
nova
tions
of 1
0 de
man
d dr
iven
cr
ops d
evel
oped
an
d pr
omot
ed p
er
year
Ado
ptio
n of
de
man
d dr
iven
cr
ops b
y fa
rmer
s
Col
lege
of
Agr
icul
ture
2013
-20
17Im
prov
ed
livel
ihoo
ds o
f K
enya
ns th
roug
h pr
omot
ion
of
com
petit
ive
agric
ultu
re th
roug
h in
nova
tive
rese
arch
700,
000
Live
stoc
k de
velo
pmen
t an
d m
anag
emen
t
Stre
ngth
enin
g de
velo
pmen
t, m
anag
emen
t and
co
mm
erci
aliz
atio
n of
liv
esto
ck
Dev
elop
ing
and
prom
otin
g te
chno
logi
es
and
inno
vatio
ns
of d
eman
d dr
iven
live
stoc
k pr
oduc
ts
Low
Tech
nolo
gies
an
d in
nova
tions
of
5 d
eman
d dr
iven
live
stoc
k pr
oduc
ts
deve
lope
d an
d pr
omot
ed p
er
year
Ado
ptio
n of
de
man
d dr
iven
liv
esto
ck
prod
ucts
by
farm
ers
Col
lege
of
Agr
icul
ture
2013
-20
17Im
prov
ed
livel
ihoo
ds o
f K
enya
ns th
roug
h pr
omot
ion
of
com
petit
ive
lives
tock
thro
ugh
inno
vativ
e re
sear
ch
500,
000
Fish
erie
s D
evel
opm
ent
and
Man
agem
ent
Stre
ngth
enin
g de
velo
pmen
t, m
anag
emen
t and
co
mm
erci
aliz
atio
n of
fis
herie
s
Dev
elop
ing
and
prom
otin
g te
chno
logi
es a
nd
inno
vatio
ns o
f de
man
d dr
iven
fis
herie
s
Low
Tech
nolo
gies
an
d in
nova
tions
of
5 d
eman
d dr
iven
fish
erie
s de
velo
ped
and
prom
oted
per
ye
ar
Ado
ptio
n of
de
man
d dr
iven
fis
hery
pro
duct
s by
farm
ers
Col
lege
of
Agr
icul
ture
2013
-20
17Im
prov
ed
livel
ihoo
ds o
f K
enya
ns th
roug
h pr
omot
ion
of
com
petit
ive
fishe
ries t
hrou
gh
inno
vativ
e re
sear
ch
300,
000
Subt
otal
1.50
0
138
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 1
0: R
esea
rch
and
Inno
vatio
n
The
mat
ic I
ssue
: Abs
ence
of
appr
opria
te c
ultu
re in
whi
ch e
very
uni
vers
ity p
rogr
am e
ngag
es in
res
earc
h an
d in
nova
tion
for
supp
ortin
g ag
ricul
ture
, sci
ence
, ene
rgy
and
tech
nolo
gy d
evel
opm
ent
Stra
tegi
c O
bjec
tive
10: U
nder
taki
ng v
alue
-add
ed re
sear
ch a
nd in
nova
tion
for s
uppo
rting
agr
icul
ture
, sci
ence
, ene
rgy
and
tech
nolo
gy d
evel
opm
ent.
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Res
earc
hU
nder
take
re
sear
ch in
ten
stra
tegi
c th
emat
ic
area
s ove
r the
pl
an p
erio
d in
line
w
ith th
e se
ctor
pl
an p
riorit
ies
in a
gric
ultu
re,
scie
nce,
ene
rgy
and
tech
nolo
gy
deve
lopm
ent
Iden
tify
dem
and
dr
iven
the
mat
ic a
reas
fo
r fun
ding
for b
oth
basi
c an
d a
pplie
d re
sear
ch
Fifty
eig
ht
rese
arch
pr
ojec
ts fu
nded
by
uni
vers
ity,
38 e
xter
nally
fu
nded
pro
ject
s
Ten
them
atic
re
sear
ch st
udie
s id
entifi
ed
Them
atic
re
sear
ch
iden
tifica
tion
wor
ksho
p re
port
DV
C R
PE/
Dire
ctor
R
esea
rch
2013
-201
3C
oord
inat
ed,
focu
sed
appl
icab
le,
and
outp
ut
base
d re
sear
ch
activ
ities
350
Tran
sfor
m th
e cu
rren
t and
futu
re
rese
arch
inst
itute
s in
to c
entre
s of
exce
llenc
e in
the
ten
(10)
them
atic
ar
eas
Esta
blis
h H
R c
apac
ity
and
infr
astru
ctur
e fo
r the
follo
win
g
cent
res:
SM
ART
EC,
WA
RR
EC, S
AB
REC
, IE
ET a
nd IB
R
5 R
esea
rch
cent
res
esta
blis
hed
alre
ady
but
lack
ing
rese
arch
in
fras
truct
ure
and
HR
ca
paci
ty
Five
(5) n
ew
cent
res o
f ex
celle
nce
over
th
e pl
an p
erio
d.
Phys
ical
pr
esen
ce o
f in
stitu
tes,
docu
men
ts
esta
blis
hing
th
e ce
ntre
s
DV
C R
PE/
Dire
ctor
R
esea
rch
2015
Mor
e ef
fect
ive,
fo
cuse
d a
nd
com
preh
ensi
ve
rese
arch
pr
ogra
ms
100
Esta
blis
h an
d/or
im
prov
e la
bora
torie
s an
d fa
cilit
ies f
or th
e te
n th
emat
ic a
reas
Res
earc
h in
fras
truct
ure
exis
ts fo
r un
derg
radu
ate
train
ing
and
not f
or
adva
nced
re
sear
ch
Ope
ratio
nal
rese
arch
la
bora
torie
s co
verin
g th
e te
n th
emat
ic a
reas
Faci
lity
plan
sPh
ysic
al
labo
rato
ryLi
st o
f eq
uipm
ent
DV
C R
PE/
Dire
ctor
R
esea
rch
2015
Effic
ient
and
ef
fect
ive
rese
arch
ac
tiviti
es a
nd
outp
uts
200
139
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Inte
nsify
and
ex
pand
sus
tain
able
, m
ultid
isci
plin
ary
rese
arch
and
inno
vatio
n in
bio
tech
nolo
gy,
wat
er re
sour
ces,
sust
aina
ble
build
ing
mat
eria
ls, e
nerg
y an
d en
viro
nmen
t and
bi
odiv
ersi
ty
Few
rese
arch
pr
ogra
ms
initi
ated
At l
east
five
le
adin
g re
sear
ch
prog
ram
s in
each
of
thes
e ce
nter
s of
exc
elle
nce
One
pro
toty
pe
prod
uct p
er
cent
re a
nnua
lly
Qua
rterly
re
sear
ch
repo
rts
DV
C R
PE/
Dire
ctor
R
esea
rch
2015
Res
earc
h dr
iven
op
erat
ions
in
10
key
deve
lopm
ent
sect
ors
130
Prom
ote
invo
lvem
ent o
f w
omen
in re
sear
ch
and
inno
vatio
n
Ach
ieve
30%
pa
rtici
patio
n by
w
omen
in re
sear
ch a
nd
inno
vatio
n
Abo
ut 1
0%
parti
cipa
tion
by w
omen
30%
of
rese
arch
er
prog
ram
s to
be h
eade
d by
wom
en
rese
arch
ers
Gen
der
anal
ysis
re
ports
DV
C R
PE/
Dire
ctor
R
esea
rch
2016
Bet
ter g
ende
r re
pres
enta
tion
and
parti
cipa
tion
Non
e
Dis
sem
inat
e re
sear
ch a
nd
inno
vatio
ns re
sults
to
targ
et u
sers
th
roug
h a
nnua
l co
nfer
ence
s, ex
hibi
tions
and
pu
blic
atio
ns
Dis
sem
inat
ion
of
rese
arch
resu
lts fr
om
the
ten
them
atic
ar
eas i
n lo
cal a
nd
inte
rnat
iona
l ref
erre
d jo
urna
ls
One
ann
ual
conf
eren
ce
publ
icat
ions
do
ne a
nnua
lly
Five
foru
ms h
eld
per y
ear t
o sh
ow
case
rese
arch
re
sults
.A
t lea
st tw
o re
sear
ch re
sults
pe
r the
mat
ic a
rea
per y
ear
Con
fere
nce
proc
eedi
ngs
repo
rts,
exhi
bitio
n re
ports
DV
C R
PE/
Dire
ctor
(R
esea
rch)
/ D
irect
or (I
n-no
vatio
ns)
Ann
ually
Bet
ter
Avai
labi
lity
of re
sear
ch
outp
uts t
o th
e pu
blic
40
Rew
ard
outs
tand
ing
rese
arch
ers/
depa
rtmen
ts
No
ince
ntiv
es
exis
t to
mot
ivat
e re
sear
cher
s
Four
Mer
it Aw
ards
for
rese
arch
ers a
nd
two
(2)
for
depa
rtmen
ts p
er
year
Mer
it aw
ard
repo
rtsD
VC
RPE
/D
irect
or
Res
earc
h
Ann
ually
Hig
hly
Mot
ivat
ed
rese
arch
team
s
10
Inte
nsifi
ed p
artic
ipat
ion
in n
atio
nal a
nd
inte
rnat
iona
l for
ums
on re
sear
ch a
nd
inno
vatio
n pr
actic
e an
d m
anag
emen
t
App
roxi
mat
ely
2%
parti
cipa
tion
at
the
mom
ent
10%
of
rese
arch
ers
parti
cipa
ting
in n
atio
nal a
nd
inte
rnat
iona
l re
sear
ch fo
rum
s
Res
earc
h re
ports
DV
C R
PE20
12 to
20
17In
crea
sed
visi
bilit
y of
rese
arch
ou
tput
s at
natio
nal a
nd
inte
rnat
iona
l le
vels
10
140
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Polic
y Fr
amew
ork
for
Res
earc
h an
d In
nova
tion
Impr
ove
the
curr
ent p
olic
y fr
amew
ork
to
faci
litat
e re
sear
ch
and
inno
vatio
n
Rev
iew
the
4 ex
istin
g re
sear
ch,
inte
llect
ual p
rope
rty,
com
mer
cial
izat
ion
and
bio
safe
ty /
ethi
cs
polic
ies a
nd d
evel
op
inno
vatio
n po
licy
Four
pol
icie
s re
late
d to
re
sear
ch e
xist
4 po
licie
s rev
ised
an
d on
e ne
w
polic
y de
velo
ped
Polic
y do
cum
ents
DV
C R
PE/
Dire
ctor
R
esea
rch
2013
Effic
ient
and
sy
stem
atic
re
sear
ch a
nd
inno
vatio
n m
anag
emen
t
1
Impr
ove
rese
arch
m
anag
emen
t and
in
tegr
atio
n
Impl
emen
t the
RM
ISR
esea
rch
man
agem
ent
syst
em e
xist
s bu
t not
im
plem
ente
d
RM
IS in
pla
ceR
esea
rch
dire
ctor
ate
repo
rts
DV
C R
PE/
Dire
ctor
R
esea
rch
2013
Effic
ient
re
sear
ch
man
agem
ent
0.5
Inno
vatio
nD
evel
op a
nd
com
mer
cial
ize
ten
(10)
inno
vatio
ns
Faci
litat
e th
e de
velo
pmen
t of
prot
otyp
es a
nd
incu
batio
n of
in
nova
tions
in
colla
bora
tion
with
st
akeh
olde
rs
22 in
nova
tion
proj
ects
fu
nded
by
the
Uni
vers
ity24
inno
vatio
ns
deve
lope
d bu
t not
di
ssem
inat
ed
Ten
(10)
pr
otot
ypes
de
velo
ped
and
incu
bate
d w
ithin
th
e pl
an p
erio
d
Inno
vatio
n re
ports
, act
ual
prot
otyp
es
DV
C R
PE/
Dire
ctor
(I
nnov
atio
ns)
2017
500
jobs
cr
eate
d21
0
Faci
litat
e ac
quis
ition
of 5
pa
tent
s and
15
utili
ty m
odel
s
Esta
blis
h a
func
tiona
l IP
offi
ce in
the
Uni
vers
ity
Pate
nts
hand
led
by th
e le
gal o
ffice
Esta
blis
hed
func
tiona
l IPS
of
fice
Doc
umen
ts
esta
blis
hing
of
fice,
ac
tual
offi
ce,
appo
intm
ent
lette
rs
DV
C R
PE/
Dire
ctor
(I
nnov
atio
ns)
2015
Bet
ter
prot
ectio
n of
pr
oper
ty ri
ghts
5
Dev
elop
one
pat
ent
and
thre
e ut
ility
mod
el
appl
icat
ions
per
yea
r
No
mod
el
appl
icat
ions
ex
ist
One
(1) p
aten
t an
d th
ree
(3)
utili
ty m
odel
s ap
plic
atio
ns
mad
e pe
r yea
r
Pate
nt a
nd
utili
ty m
odel
DV
C R
PE/
Dire
ctor
(I
nnov
atio
ns)
2016
Fast
er
acqu
isiti
on o
f pa
tent
s
2
Fina
ncin
g R
esea
rch
and
Inno
vatio
n
Incr
ease
the
inte
rnal
rese
arch
an
d in
nova
tion
fund
and
exp
and
its u
tility
to
cove
r pro
posa
l de
velo
pmen
t cos
ts
Uni
vers
ity te
achi
ng
depa
rtmen
ts to
co
ntrib
ute
0.2%
of
annu
al d
epar
tmen
tal
budg
etar
y al
loca
tion
per y
ear t
o re
sear
ch
activ
ities
App
roxi
mat
ely
80,0
00,0
00
from
de
velo
pmen
t pa
rtner
s and
53
,000
,000
fr
om in
tern
al
fund
s
Ksh
s. 10
0,00
0,00
0 fo
r re
sear
ch a
nd
inno
vatio
n fu
nd
avai
labl
e an
nu-
ally
Fina
ncia
l re
ports
and
re
sear
ch
inno
vatio
n re
ports
DV
C R
PE/
Dire
ctor
R
esea
rch/
D
irect
or
(Inn
ovat
ions
)
Ann
ually
Expa
nded
, in
tens
ified
and
di
vers
ified
re
sear
ch a
nd
inno
vatio
n ac
tiviti
es
1
141
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibil-
ities
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Incr
ease
rese
arch
and
in
nova
tion
fund
from
th
e cu
rren
t Ksh
s. 52
.5
Mill
ion
to K
shs.
70
Mill
ion
per y
ear
Inno
vatio
n Fu
nd a
t Ksh
s. 52
.5 m
illio
n
Ksh
s. 70
Mill
ion
per y
ear
Fina
ncia
l re
ports
DV
C R
PE/
Dire
ctor
(I
nnov
atio
n)
Ann
ually
Ex
pand
ed
inno
vatio
n2
Enha
nce
deve
lopm
ent
of re
sear
ch
and
inno
vatio
n pr
opos
als
10%
of r
esea
rch
and
inno
vatio
n fu
nd to
be
utili
zed
for p
ropo
sal
writ
ing
and
bidd
ing
Prop
osal
de
velo
pmen
t no
t fac
ilita
ted
10%
of r
esea
rch
and
inno
vatio
n fu
nd u
tiliz
ed fo
r pr
opos
al w
ritin
g an
d bi
ddin
g
Fina
ncia
l al
loca
tion
repo
rts,
Dire
ctor
R
esea
rch
and
Inno
vatio
n
2012
to
2017
Hig
h qu
ality
re
sear
ch
prop
osal
s
8
Fund
rais
ing
for r
esea
rch
and
inno
vatio
n in
fras
truct
ure
activ
ities
Und
erta
ke v
igor
ous
driv
es to
rais
e fu
nds f
or
rese
arch
thro
ugh
inte
ract
ive
sess
ions
w
ith d
onor
s, th
e G
over
nmen
t and
the
priv
ate
sect
or
Fund
rais
ing
not s
yste
mat
icK
shs.
1 M
illio
n fu
nds r
aise
d fo
r re
sear
ch a
nd
infr
astru
ctur
e
Proj
ect
prop
osal
s, re
ports
and
co
ntra
cts
sign
ed
DV
C R
PE20
16Ex
pand
ed,
inte
nsifi
ed a
nd
dive
rsifi
ed
rese
arch
and
in
nova
tion
activ
ities
Bus
ines
s In
cuba
tion
and
Com
mer
-ci
aliz
atio
n of
R
& D
pro
d-uc
ts
Dev
elop
men
t of
the
indu
stria
l par
kEs
tabl
ish
indu
stria
l pa
rk to
faci
litat
e bu
sine
ss in
cuba
tion
and
linka
ge w
ith
the
gove
rnm
ent a
nd
priv
ate
sect
or
No
park
exi
sts
1000
bus
ines
s in
cuba
ted
and
grad
uate
dur
ing
the
plan
per
iod
Park
es
tabl
ishm
ent
docu
men
ts
Incu
batio
n re
ports
,
DV
C R
PE/
Dire
ctor
(I
nnov
atio
ns)
2017
Jobs
cre
atio
n
New
and
im
prov
ed
prod
ucts
and
se
rvic
es
3,00
0
Prod
uctio
nTr
ansf
orm
cur
rent
an
d fu
ture
IGU
s in
to su
rplu
s pr
oduc
tion
cent
res
Form
ulat
e ef
fect
ive
IGU
Pol
icy
to p
rom
ote
the
deve
lopm
ent a
nd
perf
orm
ance
of a
ll in
com
e ge
nera
ting
activ
ities
in th
e U
nive
rsity
Cur
rent
IGU
s no
t sur
plus
pr
oduc
ing
cent
res
Cur
rent
IGU
s (F
OTE
C, C
PC,
Farm
Cro
p &
Ani
mal
Pr
oduc
tion,
En
gine
erin
g W
orks
hop,
La
undr
y an
d C
afet
eria
turn
to
surp
lus
prod
uctio
n
Rev
ised
IGU
Po
licy,
IGU
qua
rterly
pr
ogre
ss
repo
rts
DV
C R
PE/
Dire
ctor
(P
rodu
ctio
n)
2017
Expa
nded
and
in
tens
ified
pr
oduc
tion
activ
ities
30
SUB
TO
TAL
4,08
9
142
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 1
1: E
xten
sion
and
Tec
hnol
ogy
Tran
sfer
The
mat
ic Is
sue:
Inef
fect
ive
trans
fer a
nd c
omm
erci
aliz
atio
n of
rese
arch
and
inno
vatio
ns fo
r com
petit
ive
agric
ultu
re, s
cien
ce a
nd te
chno
logy
dev
elop
men
t
Stra
tegi
c O
bjec
tive
11: T
o en
hanc
e th
e tra
nsfe
r and
com
mer
cial
izat
ion
of re
sear
ch a
nd in
nova
tions
for c
ompe
titiv
e ag
ricul
ture
, sci
ence
and
tech
nolo
gy d
evel
opm
ent
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
i-bi
litie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)Te
chno
logy
Dis
sem
inat
ion
Faci
litat
e di
ssem
inat
ion
of U
nive
rsity
R
&D
pro
duct
s, se
rvic
es &
pr
oces
ses
Prom
ote
R&
D
prod
ucts
, pro
cess
es
and
serv
ices
from
th
e U
nive
rsity
th
roug
h sh
ows,
exhi
bitio
ns, T
ech
Expo
s, op
en
days
, sci
entifi
c co
nfer
ence
e.t.
c.
Two
show
s and
thre
e ex
hibi
tions
do
ne a
nnua
lly
Two
natio
nal
show
s and
3
exhi
bitio
ns p
er
year
One
ope
n da
y an
d te
ch e
xpo
per y
ear
Ten
tech
nolo
gies
di
ssem
inat
ed p
er
year
100
visi
ts to
un
iver
sity
Show
and
ex
hibi
tion
repo
rts a
nd
visi
t rep
orts
DV
C R
PE/
Dire
ctor
(E
xten
sion
)
Ann
ually
Impr
oved
an
d ef
ficie
nt
prod
uctio
n am
ong
SMEs
an
d pr
oduc
ers
100
Brid
ge th
e ga
p be
twee
n di
scov
ery
and
com
mer
cial
gr
owth
Tran
sfer
via
ble
R&
D p
rodu
cts,
proc
esse
s &
serv
ices
for
com
mer
cial
izat
ion
thro
ugh
selli
ng p
aten
ts,
man
ufac
turin
g un
der l
icen
se, s
pin-
off c
ompa
nies
e.t.
c.
Tech
nolo
gies
ex
ist b
ut n
ot
com
mer
cial
ized
One
pro
duct
or
serv
ices
tra
nsfe
rred
/ co
mm
erci
aliz
ed
per y
ear
Five
tech
nolo
gies
ad
opte
d by
end
us
ers b
y 20
14
Con
tract
do
cum
ents
and
ad
optio
n su
rvey
re
ports
DV
C R
PE/
Dire
ctor
(E
xten
sion
)
Ann
ually
Ente
rpris
es
and
jobs
cr
eate
d
20
Har
mon
ize
the
impl
emen
tatio
n of
ext
ensi
on
and
tech
nolo
gy
trans
fer
activ
ities
Dev
elop
ap
prop
riate
pol
icie
s fo
r ext
ensi
on a
nd
tech
nolo
gy tr
ansf
er
No
polic
y fr
amew
ork
exis
ts
Exte
nsio
n an
d te
chno
logy
tra
nsfe
r pol
icy
docu
men
t in
plac
e
Polic
y do
cum
ents
,
Rep
orts
DV
C R
PE/
Dire
ctor
(E
xten
sion
)
2014
Effic
ient
and
co
ordi
nate
d ex
tens
ion
serv
ices
5
Det
erm
ine
the
tech
nolo
gy
need
s of u
sers
an
d im
pact
of
diss
emin
ated
in
nova
tions
Con
duct
soc
io
econ
omic
, bas
elin
e an
d im
pact
stud
ies
of t
echn
olog
ies
diss
emin
ated
by
the
Uni
vers
ity
Few
stud
ies
carr
ied
out
At l
east
2 st
udie
s do
ne a
nnua
llyB
asel
ine
and
impa
ct st
udy
repo
rtsM
& E
Rep
orts
DV
C R
PE/
Dire
ctor
(E
xten
sion
)
Ann
ually
Impr
oved
re
leva
nce
and
Nee
d ba
sed
exte
nsio
n ac
tiviti
es
5
143
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
i-bi
litie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)Tr
ain
end
user
s on
ado
ptio
n ad
util
isat
ion
of n
ew
tech
nolo
gies
fo
r nat
iona
l de
velo
pmen
t
Con
duct
in-c
ount
ry
train
ings
for
wom
en le
ader
s and
fa
rmer
s
Trai
n yo
uths
, SM
Es
and
Dis
able
d
1150
wom
en
lead
ers/
farm
ers
train
ed so
far
Trai
n at
leas
t 120
0 w
omen
lead
ers
annu
ally
At l
east
100
0 yo
uths
trai
ned
annu
ally
100
SMEs
and
50
disa
bled
trai
ned
annu
ally
Trai
ning
repo
rtsD
VC
RPE
/D
irect
or
(Ext
ensi
on)
2012
to
2015
Impr
oved
pr
oduc
tivity
, ef
ficie
ncy
and
inco
me
80
Dis
sem
inat
e kn
owle
dge
and
tech
nolo
gies
th
roug
h m
ass
med
ia, I
CT,
in
form
atio
n ed
ucat
ion
mat
eria
ls
and
mod
ern
tech
nolo
gies
Dev
elop
edu
catio
n an
d in
form
atio
n m
ater
ials
Prod
uce
TV a
nd
radi
o pr
ogra
ms
Avai
l inf
orm
atio
n on
the
web
site
Two
exte
nsio
n m
ater
ials
de
velo
ped,
ra
dio
and
TV p
rogr
am
oper
atio
nal
Thre
e ed
ucat
iona
l m
ater
ials
de
velo
ped
One
radi
o an
d TV
pro
gram
s de
velo
ped
each
qu
arte
rpr
ogra
ms a
ired
on K
BC
, and
M
kulim
a TV
Prog
ram
re
ports
,D
VD
s, w
ebsi
te
post
ings
DV
C R
PE/
Dire
ctor
(E
xten
sion
)
Ann
ually
Wid
er
avai
labi
lity
of e
duca
tion
mat
eria
ls
10
Impr
ove
and
sy
stem
atiz
e th
e av
aila
bilit
y
and
flow
of
info
rmat
ion
to
end
user
s
Esta
blis
h ex
tens
ion
mat
eria
ls a
nd
reso
urce
cen
tre
No
reso
urce
ce
ntre
exi
sts
One
reso
urce
ce
ntre
est
ablis
hed
Res
ourc
e C
entre
in p
lace
DV
C R
PE/
Dire
ctor
(E
xten
sion
)
2014
Easi
er a
nd
syst
emat
ic
supp
ly o
f in
form
atio
n
5
To im
prov
e m
arke
ting
by
avai
ling
mar
ket
info
rmat
ion
to
farm
ers a
nd
SMEs
To c
arry
out
mar
ket
surv
ey a
nd m
arke
t in
telli
genc
e an
d gi
ve fe
edba
ck to
th
e U
nive
rsity
and
ot
her s
take
hold
ers
No
mar
ket
surv
eys d
one
One
mar
ket
surv
ey a
nnua
llyM
arke
t sur
vey
repo
rtsD
VC
RPE
/D
irect
or
(Ext
ensi
on)
Ann
ually
Bet
ter m
arke
t pr
ices
1
144
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
i-bi
litie
sTi
me
Fram
eO
utco
me
Bud
get
(Ksh
s. M
)En
hanc
e th
e ca
paci
ty o
f re
sear
cher
s an
d in
nova
tors
to
car
ry o
ut
exte
nsio
n an
d ou
treac
h ac
tiviti
es
Sens
itize
and
trai
n re
sear
cher
s and
in
nova
tor
No
syst
emat
ic
capa
city
bu
ildin
g
One
sens
itiza
tion
sem
inar
hel
d pe
r yea
r and
3
new
em
ploy
ees
recr
uite
d an
d tra
ined
in
exte
nsio
n an
d ou
treac
h du
ring
perio
d
Sem
inar
repo
rtsD
VC
RPE
/D
irect
or
(Ext
ensi
on)
Ann
ually
Effic
ient
and
co
ordi
nate
d se
rvic
es
5
SUB
TO
TAL
231
145
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TH
EM
E 1
2: C
omm
unity
Col
labo
ratio
n an
d C
orpo
rate
Soc
ial R
espo
nsib
ility
The
mat
ic Is
sue:
Inef
fect
ive
univ
ersi
ty c
omm
unity
col
labo
ratio
n an
d po
or c
ontri
butio
n to
soci
o-ec
onom
ic d
evel
opm
ent
Stra
tegi
c O
bjec
tive
12: T
o im
prov
eUni
vers
ity c
omm
unity
col
labo
ratio
n an
d co
ntrib
ute
effe
ctiv
ely
to s
ocio
-eco
nom
ic d
evel
opm
ent t
hrou
gh a
ctiv
e pa
rtici
patio
n in
CSR
ac
tiviti
es
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Tech
nolo
gy
Tran
sfer
to
Juja
C
omm
unity
To fa
cilit
ate
trans
fer o
f un
iver
sity
R
&D
pro
duct
s an
d se
rvic
es
to n
eigh
borin
g co
mm
unity
Con
duct
tra
inin
g an
d es
tabl
ish
cotta
ge
indu
strie
s in
colla
bora
tion
with
Reg
iste
red
Com
mun
ity
Gro
ups i
n Ju
ja
Reg
iste
red
grou
ps a
nd
esta
blis
hed
colla
bora
tion
proc
esse
s ex
its.
Num
ber o
f tra
inin
gs
cond
ucte
d.N
umbe
r of
cot
tage
in
dust
ries
esta
blis
hed
Trai
ning
re
port.
Mon
itorin
g an
d ev
alua
tion
repo
rt
DV
C R
PE/
Dire
ctor
UC
CD
Ann
ually
Empl
oym
ent
crea
tion
inco
me
gene
ratio
n an
d im
prov
ed li
ving
st
anda
rds
8
Cor
pora
te
Soci
al
Res
pons
ibili
ty
Use
CSR
to
crea
te Ju
ja
Uni
vers
ity c
ity
Mak
e fo
llow
up
on
prop
osed
la
nd u
se p
hysi
cal
plan
to e
nsur
e ap
prov
al fr
om
the
Gov
ernm
ent
Prop
osed
land
us
e pl
an e
xist
sJu
ja
Uni
vers
ity
City
by
end
of
plan
per
iod
Com
plet
ed
land
use
ph
ysic
al p
lan
map
and
or
gani
zed
city
DV
C R
PE/
Dire
ctor
UC
CD
By
2017
Bet
ter t
rans
port
2.5
To fa
cilit
ate
prep
arat
ion
of
Mas
ter-P
lan
for
Juja
Uni
vers
ity
City
Mas
ter
plan
ning
in
itiat
ed
App
rove
d la
nd
use
phys
ical
pl
an m
ap
Com
plet
ed
Mas
ter P
lan
for J
uja
Uni
vers
ity
City
DV
C R
PE/
Dire
ctor
UC
CD
By
2017
Des
igna
ted
mar
ket s
talls
, pu
blic
util
ity a
nd
boda
boda
shed
s
1.5
Ensu
ring
exte
rnal
stud
ent
acco
mm
odat
ion
is sa
fe a
nd
cond
uciv
e
Enga
ge th
e C
omm
unity
and
im
prov
e lin
kage
s w
ith th
e ho
stel
ow
ners
in a
ll ca
mpu
ses
Min
imal
lin
kage
s at
Juja
exi
st b
ut
not i
n ot
her
cam
puse
s
Thre
e (3
) St
akeh
olde
r’s
mee
tings
an
d ca
paci
ty
build
ing
activ
ities
hel
d pe
r yea
r
Hos
tel
owne
rs
mee
ting
repo
rts
DV
C R
PE/
Dire
ctor
UC
CD
Ann
ually
Safe
r and
co
nduc
ive
hos
tels
ac
com
mod
atin
g JK
UAT
stud
ents
1.5
146
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
Sub-
The
mes
Stra
tegi
esA
ctiv
ities
Bas
elin
ePe
rfor
man
ce
Indi
cato
rsM
eans
of
Veri
ficat
ion
Res
pons
ibili
ties
Tim
eFr
ame
Out
com
eB
udge
t(K
shs.
M)
Supp
ort
acqu
isiti
on
of v
ario
us
equi
pmen
t and
fa
cilit
ies f
or
com
mun
ity
grou
ps a
nd
scho
ols
Iden
tify
need
y co
mm
unity
/co
unty
gro
ups
and
scho
ols
and
prov
ide
equi
pmen
t to
sele
cted
scho
ols
and
com
mun
ity/
coun
ty g
roup
s
Lack
of
equi
pmen
t in
man
y sc
hool
s an
d gr
oups
Thre
e (3
) ne
edy
com
mun
ity/
coun
ty g
roup
s su
pplie
d w
ith
equi
pmen
t15
scho
ols
supp
lied
with
eq
uipm
ent
Rep
ort o
n eq
uipm
ent
and
mat
eria
ls
dona
ted
DV
C R
PE/
Dire
ctor
UC
CD
Ann
ually
Impr
oved
runn
ing
of th
e in
stitu
tions
an
d gr
oups
0.8
Esta
blis
h C
SR
serv
ices
in
all J
KU
AT
cam
puse
s
Facu
lties
/sch
ools
to
pro
vide
sp
ecia
lized
se
rvic
es
rele
vant
to th
e co
mm
unity
/ co
unty
per
yea
r
Initi
ativ
e w
ith
Kar
en C
ampu
s ex
ists
Nin
e sp
ecia
lized
se
rvic
es to
the
com
mun
ity/
coun
ty p
er
year
Rep
ort o
f ac
tiviti
es
unde
rtake
n.
DV
C R
PE/
Dire
ctor
UC
CD
2017
All
JKU
AT
Cam
puse
s C
oexi
stin
g pe
acef
ully
with
im
med
iate
ne
ighb
orho
od
1.5
Esta
blis
h st
uden
t at
tach
men
ts w
ith
the
com
mun
ity
Cre
ate
wor
kabl
e lin
kage
s fo
r stu
dent
s to
eng
age
com
mun
ity
Partn
ersh
ips
with
FO
TEC
, En
gine
erin
g an
d C
PC e
xist
Nin
e lin
kage
s pe
r yea
rR
epor
ts o
f A
ttach
men
tsD
VC
RPE
/D
irect
or U
CC
DA
nnua
llyJK
UAT
stud
ents
ex
perie
nce
in
com
mun
ity
deve
lopm
ent
0.5
Esta
blis
h bu
sine
ss
linka
ges w
ith
the
Cou
nty/
co
mm
unity
Facu
lties
/ sc
hool
s to
esta
blis
h bu
sine
ss
linka
ges w
ith th
e co
mm
unity
Partn
ersh
ips
with
FO
TEC
, En
gine
erin
g an
d C
PC e
xist
9 lin
kage
s per
ye
arR
epor
ts o
f lin
kage
sD
VC
RPE
/D
irect
or U
CC
DA
nnua
llyFa
culti
es/ S
choo
ls
parti
cipa
tion
in
CSR
0.5
SUB
TO
TAL
16.8
GR
AN
D T
OTA
L48
,800
147
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
ANNEX 2: ORGANIZATIONAL STRUCTURE
THE JKUAT MANAGEMENT SYSTEM
Students’ Council Departmental Boards
Faculty Boards
Deans’ Committee
SenateUniversity Management Board
University Council
Schools/Institutes Boards
Vice Chancellor
148
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
TR
AH
C N
OIT
AZIN
AG
RO
LA
NOI
TC
NUF
Chan
cello
r
Uni
vers
ity
Coun
cil
Vice
Chan
cello
r
Kare
n Ca
mpu
sN
airo
bi
Cam
pus
CBD
Cam
puse
sSe
curit
yIn
tern
al
Audi
tLe
gal
Depa
rtm
ent
ICT
Dire
ctor
ate
DiPC
ADA
QA
PRDL
EMA
DVC
AA
AA
Divi
sion
DVC
RPE
RPE
Divi
sion
DVC
APD
APD
Divi
sion
Sena
teU
MB
COET
EC
JKU
AT A
dmin
istra
tive
Org
anog
ram
KEY
: DV
C –
Dep
uty
Vic
e C
hanc
ello
r; R
PE -
Res
earc
h, P
rodu
ctio
n an
d Ex
tens
ion;
APD
- A
dmin
istra
tion,
Pla
nnin
g an
d D
evel
opm
ent;
AA
- A
cade
mic
Affa
irs; I
CT
- Inf
orm
atio
n an
d C
omm
unic
atio
n Te
chno
logy
; DiP
CA
- D
irect
orat
e of
Per
form
ance
Con
tract
ing
and
App
rais
al;
DA
QA
- D
irect
orat
e of
Aca
dem
ic Q
ualit
y A
ssur
ance
; PR
– P
ublic
Rel
atio
ns; D
LEM
A –
Dire
ctor
ate
of L
abor
ator
y an
d En
viro
nmen
t M
anag
emen
t; C
BD
– C
entra
l Bus
ines
s Dis
trict
; UM
B –
Uni
vers
ity M
anag
emen
t Boa
rd; C
OET
EC-C
olle
ge o
f Eng
inee
ring
& T
echn
olog
y
149
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
AD
MIN
ISTR
ATIO
N, P
LAN
NIN
G A
ND
DEV
ELO
PMEN
T D
IVIS
ION
DVC
APD
Plan
ning
Hum
an
Reso
urce
Cent
ral
Regi
stry
Fina
nce
Hos
pita
lPr
ocur
emen
tCe
ntra
l Se
rvic
es
Tran
spor
tEs
tate
sPr
inte
ry
Tailo
ring
Cate
ring
Hal
ls o
f Re
side
nce
Adm
inis
trativ
e St
ruct
ure
of A
PD D
ivis
ion
150
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
RE
SEA
RC
H P
RO
DU
CT
ION
AN
D E
XT
EN
SIO
N D
IVIS
ION
DVC
RPE
Rese
arch
Prod
uctio
n
FOTE
CCP
CFa
rm
Exte
nsio
nLi
nkag
esBo
oksh
opIB
RU
CCD
IEET
SMA
RTEC
SABR
ECW
ARR
EC
Adm
inis
trat
ive
Stru
ctur
e of
RPE
Div
isio
nK
EY: I
BR
– In
stitu
te fo
r Bio
tech
nolo
gy R
esea
rch;
IEET
– In
stitu
te of
Ene
rgy &
Env
ironm
enta
l Tec
hnol
ogy;
UC
CD
– U
nive
rsity
Com
mun
ity
Col
labo
ratio
n D
irect
orat
e; S
MA
RTEC
– S
usta
inab
le M
ater
ials
Res
earc
h &
Tec
hnol
ogy
Cen
tre;
SAB
REC
– S
ino-
Afr
ica
Bio
dive
rsity
R
esea
rch
Cen
tre; W
AR
REC
– W
ater
Res
ourc
es R
esea
rch
Cen
tre; F
OTE
C –
Foo
d Te
chno
logy
Cen
tre; C
PC –
Che
mis
try P
rodu
cts C
entre
151
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
AC
AD
EM
IC A
FFA
IRS
DIV
ISIO
N S
TR
UC
TU
RE
AN
D F
AC
ULT
IES
DVC
AA
Stud
ent
Regi
stry
Adm
issi
ons
Libr
ary
Stud
ent
Wel
fare
Exam
sPr
ogra
ms
and
Trai
ning
Adm
inis
trati
ons
Spor
ts a
nd
Gam
esD
irect
ors
AD
PBP
SG
ende
r Offi
ceN
airo
bi
CBD
ICSI
TIT
ROM
ID
Dea
ns
Agr
icSH
RDSA
BSSc
ienc
e
Dea
ns
Agr
ic
FST
Hor
tLR
PM
SHRD
CES
EPD
SSH
Scie
nce
Bota
nyBi
oche
mCh
emST
ACS
Phys
ics
PAM
Med
.
Mic
ro
SABS
Arc
hLa
ndA
rch
Con
Man
gt
SoM
MM
E
Mec
h.M
echa
tro
BEED
SCEG
E
Civi
l&
Cons
tG
EGIS
SEEI
E
EEE
TIE
152
JKUAT Strategic Plan 2013-2017
JKUAT is ISO 9001:2008 CertifiedSetting Trends in Higher Education, Research and Innovation
TECHNOLOGY FOR DEVELOPMENT
ACADEMIC AFFAIRS DIVISION INSTITUTES AND SCHOOLS
Academic Directors
ICSIT
Computing IT
ITROMID
MLS
SODeL
Curricula & Delivery
Admissions, Exams & Records
Administrative Structure of Academic Affairs DivisionKEY: Stud-Students; SODeL – School of Open, Distance and eLearning; BPS-Board of Postgraduate Studies; CBD-Central Business District; SHRD-School of Human Resource Development; SABS-School of Architecture and Building Sciences; ICSIT-Institute of Computer Science and information Technology; ITROMID-Institute of Tropical Medicine; IT-Information Technology; Agric-Agriculture; Eng-Engineering; FST-Food Science and Technology; Hort-Horticulture; LRPM-Land Resource Planning & Management; Biochem-Biochemistry; Chem-Chemistry; STACS-Statictics and Actuarial Sciences; PAM-Pure and Applied Mathematics; Med Micro-Medical Microbiology; Civil and Const-Civil and Construction; Mech-Mechanical; BEED-Biomechanical & Environmental Engineering; GEGIS-Geomatic Engineering and Geospatial Information System; EEE-Electrical and Electronics Engineering; Mechatron-Mechatronics; TIE – Telecommunication & Information Engineering; SCEGE –School of Civil, Environmental & Geospatial Engineering; SoMMME- School of Mechanical, Materials & Manufacturing Engineering; SEEIE- School of Electrical, Electronics & Information Engineering