Soaring Heights in Transforming Industry and the Economy
VISION STATEMENTA Preferred University of Excellence in Scholarship and Service Delivery
MISSION STATEMENTProvide Scholarly Education Through Training, Research and Innovation for Industrial and
Socio-economic Transformation of our Communities
MA
CH
AK
OS
UNIVER
SIT
Y Elimu na Ustawi
MACHAKOS UNIVERSITY
MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy
STRATEGIC PLAN (2017-2022)
MA
CH
AK
OS
UNIVER
SIT
Y
Elimu na Ustawi
MACHAKOS UNIVERSITY
MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy iii
Published by:Machakos UniversityWote Road,P.O Box 136-90100,MACHAKOS, KENYA.
Machakos University
All rights reserved. No part of this publication may be utilized 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.
ISBN: xxxxxxx
First Published in 2017
Telephone: 0723-805829
Fax: Email: [email protected]: www.mksu.ac.ke
Printed by: Bantuk AgenciesTelephone: 0722 634 099
FOREWORDIt is my pleasure to write this foreword of the Machakos University Strategic Plan for 2017-2022. A
major aspiration of the key stakeholders - current and future students, is that Machakos University (MksU) shall continue to offer them relevant, excellent, competence-based, quality and affordable training and academic programs in line with the dynamic demands of the changing world. This Strategic Plan will ensure the production of market- driven holistic professionals in the area of Engineering, Business, Information Technology, Hospitality Management, Agriculture, Education, Health Sciences and other fields. Indeed, MksU aspires to be a centre of excellence in Engineering, Technology and Entrepreneurship Such professionals will be active participants and leading contributors to the national and regional industrial and economy development.
This Strategic Plan has been developed in line with the three pillars of Kenya Vision 2030. The University intends to offer modern programs and services and will work conscientiously towards the attainment of the goals we have set for ourselves in this Strategic Plan. Towards this end, we will put in place the necessary infrastructural mechanisms and mobilize the necessary resources, to build capacity and capability.
While we shall enlist the assistance of the Ministry of Education and other strategic partners in mobilizing the necessary resources, we realize that the cornerstone of our success will be our ability to generate resources internally using the available resources and utilize them prudently. The Council intends to put strategies to brand the University for enhanced visibility within Machakos County, nationally, regionally and internationally.
The proximity of the Konza Techno City and being within the Nairobi Metropolitan present opportunities to be harnessed by producing high quality graduates who will in turn be absorbed in the diverse professional fields.
DR. CHARLES MARANGACHAIRMAN OF COUNCIL
MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy iviii
PREFACE
Over the years, Machakos University College (MUC), the predecessor of Machakos University (MksU), has been delivering quality education, training and service to its students and other stakeholders within the context of the changing demands of the national and international work place and business environment. This Strategic Plan is the first step towards addressing the challenges of the higher education sector in the 21st century.
While the University has registered steady growth in enrolment and diversification of curricula, the physical facilities and technical capabilities have lagged behind, creating a mismatch within the teaching, learning and training environment and the work place. Thus, the central theme of this Strategic Plan will be knowledge generation, competence-based training, dissemination, research, innovation, technology transfer, infrastructure, modernization, rehabilitation and expansion of the capabilities of the University. We realize that in order to attain these goals within the context of continuous improvement and provision of quality and affordable education, we have to expand our resource base. This Strategic Plan seeks to forge new alliances with strategic partners in industry, community and among development partners, while at the same time encouraging greater participation and support from the Ministry of Education (MoE), other government ministries, departments and agencies.
The University recognizes that the targets set are enormous. However, with commitment and dedication of staff, students and stakeholders support, these goals will be attained within the Strategic Plan period.
I, therefore, take this opportunity to thank all those who were involved in the development of this Strategic Plan.
PROF. FRANCIS M. MATHOOKO, Ph.D., MBAAg. VICE CHANCELLOR
Table of ContentsForeword iiPreface iiiAbbreviations vi
CHAPTER ONE 11.0 HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK 1
1.1 Introduction 11.2 Pedagogical Premise 11.3 Rationale for the Strategic Plan 1
CHAPTER TWO 32.0 FUNDAMENTAL STATEMENTS 3
2.1 Mandate 32.2 Philosophy Statement 32.3 Identity Statement 32.4 Vision Statement 3
CHAPTER THREE 43.0 SITUATIONAL ANALYSIS 4
3.1 Introduction 43.2 PESTEL Analysis 43.3 SWOT Analysis 53.4 Stakeholder Analysis 8
CHAPTER FOUR 94.0 STRATEGIC FOCUS 9
4.1 Introduction 94.1.1 Strategic themes 94.1.2 Strategic goals 94.2 Academic Excellence 94.3 Human Resource Management 11 4.4 Customer Service, Marketing and Corporate Image 114.5 Research, Science, Technology and Innovation 124.6 Infrastructure 134.10 Financial Growth and Sustainability 14
MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy viivi
CHAPTER FIVE 165.0 STRATEGIC PLAN IMPLEMENTATION, MONITORING ANDEVALUATION 16
5.1 Implementation Approaches 165.2 Implementation Structure 165.3 Monitoring and Evaluation 165.4 Strategic Plan Performance Reviews, Audits and Reports 165.5 Indicators, Targets and Evaluation Procedure 165.7 Performance Contracting 185.8 Institutionalizing Strategic Plan 185.9 Evaluation 185.10 Monitoring Responsibilities 185.11 Quality Management Systems (QMS) 185.12 Reporting Mechanism 185.13 Performance Framework Layout 195.14 Risk Profiling 19
LIST OF TABLES
TABLE 3.1: MksU and Stakeholders ExpectationsTABLE 5.1: Performance Framework LayoutTABLE 5.2: Risk ProfilingTABLE A1: Academic ExcellenceTABLE A2: Human resource ManagementTABLE A3: Customer Service, Market and Corporate imageTABLE A4: Research, Science, Technology and InnovationTABLE A5: InfrastructureTABLE A6: Information Communication TechnologyTABLE A7: GovernanceTABLE A8: Collaboration and LinkagesTABLE A9: Financial Stability and Resource Mobilization
MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy ixviii
ABBREVIATIONS AND ACCRONYMSATC Accountants Technician CertificateBCE Building and Civil EngineeringCAT Continuous Assessment TestCBD Central Business DistrictCDF Constituency Development FundCEO Chief Executive OfficerCEP Continuing Education ProgrammeCOD Chairman of DepartmentCUE Commission for University EducationCPA Certified Public AccountantDED District Education BoardDRA Deputy Registrar AdmissionsDRE Deputy Registrar ExaminationsDVC (APF) Deputy Vice Chancellor (Administration, Planning and Finance)DVC (ASA) Deputy Vice Chancellor (Academic and Student Affairs)DVC (RIL) Deputy Vice Chancellor (Research Innovation and Linkages)EACE East African Certificate of EducationEFA Education for AllERB Engineers Registration BoardERS Economic Recovery StrategyEFL Education for LifeETS Environment and Transport ServicesFAED-ASO Belgium based NGOFPE Free Primary EducationHD Higher DiplomaHELB Higher Education Loans Board HOD Head of DepartmentHRA Human Resource AssistantICT Information and Communication TechnologyIGAs Income Generating ActivitiesIGUs Income Generating UnitsIMIS Institute of Management and Information StudiesISO International Organization for Standardization KCE Kenya Certificate of EducationKESSP Kenya Education Sector Support ProgrammeKJSE Kenya Junior Secondary EducationKMTC Kenya Medical Training CollegeLLE Long Life EducationLPO Local Purchase OrderM & E Monitoring and EvaluationMDAs Ministries, Departments and AgenciesMDGs Millennium Development GoalsMOE Ministry of EducationMOU Memorandum of UnderstandingMPU Maintenance and Production UnitMUC Machakos University CollegeMksU Machakos University
NEMA National Environmental Management AuthorityNITA National Industrial Training AuthorityNGO Non-Governmental OrganizationPC Performance ContractingPESTEL Political, Economic, Social, Technological, Environmental &LegalQMS Quality Management SystemRIT Research Innovation and TechnologySAGA Semi-Autonomous Government AgencySBC Small Business CentreSDGs Sustainable Development GoalsSMEs Small & Medium EnterprisesSTREEP Social, Technological Regulatory Economic Ecology and Political SWOT Strengths, Weaknesses, Opportunities and ThreatsSTI Science, Technology and InnovationTVETA Technical, Vocational and Education Training AuthorityTIVET Technical, Industrial Vocational & Education TrainingTVET Technical, Vocational & Education TrainingToT Training of TrainersTSC Teachers Service CommissionTTI Technical Training InstituteTQM Total Quality ManagementUPE Universal Primary Education
MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy xix
EXECUTIVE SUMMARYThe Machakos University Strategic Plan 2017–2022, is the first Strategic Plan for the University since
being Chartered on the 7th of October 2016. This is therefore a time for fresh planning, new thinking, and great ideas to move the University well beyond what it has experienced in the past. The future of the University is bright as the set Vision and Mission provides the guidance towards achieving the outlined strategic goals and objectives.
The strategic goals and objectives of the University are outlined in the implementation matrix of the Strategic Plan which is organized in five chapters namely: Historical, Legal and Institutional Framework; Fundamental Statements; Situational Analysis; Strategic Focus and Implementation, Monitoring and Evaluation. The implementation plan matrix, complete with strategic goals and objectives with action plans and specific activities/initiatives, performance indicators, time frame, estimated costs and responsible offices is given in Appendix 1.
Chapter One gives the introduction, pedagogical premise, and the rationale for the Strategic Plan. Chapter Two highlights the mandate of the University, its philosophy, identity statement, Vision, Mission, and Core Values. Chapter Three gives the situational analysis undertaken on current status of the University; mainly focusing on student enrolment and staff establishments. PESTEL and SWOT analysis approach are used. Chapter Four outlines the Strategic Focus of the University in terms of the Strategic Themes and Goals, the academic excellence, human resource management, customer service, marketing and corporate image, research, science technology and innovation, the infrastructure, Information and Communication Technology (ICT), governance, collaboration and linkages and financial growth and sustainability.
The Strategic Plan emphasizes on the need for the University to rely on ICT to achieve its mission of providing quality training in Engineering, Information Technology (IT), Business, Education, Agriculture, Hospitality and Tourism, Social and Applied Sciences. The University will use ICT to provide timely and useful management of information to support its operations especially automation of teaching and administrative functions. Thus ICT equipment and capacity to provide internal and external Broadband internet connectivity will be given priority.
Chapter Five highlights the Strategic Plan implementation, monitoring, and evaluation mechanisms. The work plans and budgets shall form the basis of the University’s annual performance contracts. Every department shall prepare annual work plans and budgets to guide the operations. Quality management systems shall be put in place to bench mark the process undertaken. A brief is, therefore, given on the implementation approaches used, the implementation structure, monitoring and evaluation process, the performance reviews, audits and reports, indicators, targets and evaluation procedures, risk profiling and quick wins.
40 years of financial support
1 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022) Soaring Heights in Transforming Industry and the Economy
1.0 HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK
1.1 INTRODUCTION
Machakos University (MksU) was Chartered on 7th October, 2016. This Strategic Plan is a statement of intent by the Council of Machakos University (MksU) for quality teaching and training delivery in the accomplishment of its mandate of ensuring accessible, affordable, flexible and relevant academic programmes for the changing socio-economic, political and other societal needs. This Strategic Plan will, therefore, build on the foundation laid by the Strategic Plan of Machakos University College which ceased to operate after the award of Charter.
1.2 PEDAGOGICAL PREMISEThis Strategic Plan is premised on Sessional Paper No.1 of 2005: “A policy framework
for education, training and research”; Vision 2030 blue print which vouches for Research, Innovation and Technology (RIT) and United Nations Sustainable Development Goals (SDGs), 2015. This apparent shift to knowledge driven economy, widening Political, Economic, Social, Technological, Environmental and Legal (PESTEL) gaps, thus there is need to develop capacity for research and innovation. The demand for information for growth means that MksU has to align its Strategic Plan to reflect these new developments. Machakos University will contribute to the Vision through training, research and innovation for industrial and socio-economic transformation of our communities
Kenya’s Vision 2030 has spelt out strategies that are in line with the Sustainable Development Goals (SDGs) which are meant to spur development by improving social and economic conditions of her people. Among the goals are provision of quality education, industry innovation and infrastructure, poverty eradication, environmental conservation, human rights and protection of the vulnerable. This Strategic Plan is geared towards realising these goals in line with the Commission for University Education (CUE) requirements.
The University has embraced Quality Management Systems (QMS) approach in its governance and is per ISO 9001: 2015. In addition, the ideals of performance contracting are strictly observed. Given the speed of regional integration, which has been embraced in the African Continent, the University shall position itself as a preferred institution of choice in areas of Teaching, Training, Research, Innovation, Community outreach and Technology Transfer.
1.3 RATIONALE FOR THE STRATEGIC PLAN
The policy guidelines as provided by the Sessional Paper No. 1 of 2005, the launch of the TVET reforms, SDGs, sector plan for Science Technology and Innovation (STI) of 2008 to 2012 and Vision 2030 have been a wakeup call. This Strategic Plan will assist the University to:• Direct efforts and resources towards the mandate, core functions and policy priorities;• Enhance partnership with stakeholders and development partners
CHAPTER ONE
3 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)2 Soaring Heights in Transforming Industry and the Economy
2.0 FUNDAMENTAL STATEMENTS
2.1 MANDATE
The core mandate of Machakos University is to Teach, Train, conduct Research, Innovate, and Collaborate, generate new knowledge and provide Community Service.
2.2 PHILOSOPHY STATEMENT
The Philosophy of Machakos University is: “Education for Industrial and Economic Transformation.” 2.3 IDENTITY STATEMENT
Machakos University is an academic institution committed in generating and transmitting knowledge, skills and attitude through Science, Technology and Innovation for the benefit of humanity.
2.4 VISION STATEMENT
A Preferred University of Excellence in Scholarship and Service Delivery
2.5 MISSION STATEMENT
To Provide Scholarly Education through Training, Research and Innovation for Industrial and Socio-economic Transformation of our Communities
2.6 CORE VALUES• Integrity - To honestly deliver on our promises to our stakeholders• Accountability - To always be accountable in the assigned duties• Professionalism - To be committed to high standards of training and service delivery• Inclusivity - Respect for diversity• Creativity - Determination to continually improve• Teamwork - To actively work together to achieve common goals• Equity - To strive to be an equal university where meritocracy is practiced in all areas
CHAPTER TWO• Adopt to the changing environment;• Mobilise resources effectively, and;• Monitor and evaluate programmes
This Strategic Plan is a deliberate effort to determine the vision for the University and design strategies to enable achievements of the desired goals. This shall be in line with Kenya Vision 2030, SDGs, reforms in higher education sector and other emerging issues. The demand for higher education in Kenya arises from the introduction of free primary and subsidised secondary education. Therefore, the Strategic Plan is driven by a firm belief by the University Council that MksU will continue to serve its current mandate of offering access to relevant and competitive programmes.
Architect’s impression of the upcoming Tuition and Administration block
5 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)4 Soaring Heights in Transforming Industry and the Economy
various challenges associated with technology which need to be addressed as the University progresses.3.2.4 Environmental
Kenya has established the National Environmental Management Authority (NEMA) that regulates the proper use and protection of the environment. MksU will adhere to NEMA regulations strives to mitigate against climate changes by planting trees, use of solar and biogas energy, proper waste management and rain water harvesting.
3.2.5 Legal factorsMachakos University will adhere to statutory requirements as per the Constitution of Kenya. This
Strategic Plan is in line with for example, the Basic Education Act (2013), the Employment Act (2007), The Procurement Act (2015), The Universities Act (2012), CUE guidelines and standards, and guidelines from the Ministry of Public Works.
3.3 SWOT ANALYSIS
The University carried out a Strength, Weaknesses, Opportunities and Threats (SWOT) analysis as outlined below:
3.3.1 The strengths 1. Visionary and committed leadership.2. State of art catering, conference and training facility (Le Technische)3. Location within Nairobi metropolis.4. Excellent performance in co-curricular activities.5. Good public image.6. Central location within Machakos City.7. Variety of market driven courses offered.8. Strong production unit.9. Committed staff who work as a team 10. Good ranking in performance contract rating11. The only Public University in Machakos County12. The only public University in South Eastern region offering engineering programmes.13. ISO 9001:2008 certified and is transforming to ISO 9001: 2015 certification 14. Modern and state of the art engineering equipment.15. Machakos University has become a brand.
3.3.2 Weaknesses1. Inadequate specialised human resource.2. Under development, utilization and configuration of ICT. 3. Unreliable water supply.
3.0 SITUATIONAL ANALYSIS
3.1 INTRODUCTION
This Chapter focuses on environmental factors that impact on MksU and upon which the strategic issues are based.
3.2 PESTEL ANALYSIS3.2.1 Political
The Kenyan constitutional dispensation embraces more democratic space for Kenyans where freedom of speech and association are given prominence. MksU adheres to this dispensation when dealing with student and staff affairs.
3.2.2 EconomicKenya Vision 2030 already spells out some actions that will be taken to achieve the Sustainable
Development Goals (SDGs). This Strategic Plan shall guide the University to contribute towards enabling the Country attain such goals. Due to high poverty levels, bursary from the University Council, MOE, HELB and others will support the payment of fees for deserving students. MksU strives to produce market oriented graduates who will contribute to developments.
3.3.3 Socio-CulturalKenya like the world over is undergoing rapid socio-cultural changes such as changes in life style,
family roles, gender roles and working environment. Gender issues have been rife in Kenya and other countries. At MksU, the ratio of male to female students is almost equal but some schools such as Engineering have significantly less female students. Attempts will be made to rationalize this anomaly by sensitizing and motivating female students, awarding bursaries / scholarships as necessary without compromising merit and quality.
Pressure groups have an impact on any society. The concerns of Trade unions and student leadership will be addressed by the Management of MksU. Staff may demand for better working conditions and remuneration. This Strategic Plan will prepare the MksU community for these challenges.
Kenya has many ethnic groups with diverse cultural practices. Machakos University admits students nationally and internationally. The Strategic Plan will prepare MksU fraternity to accommodate this diversity. The University will facilitate cultural interaction of all communities in the Country. Kenya is facing many socio-cultural challenges such as HIV/AIDS, drugs and substance abuse, crime and ethnic conflicts. The University recognizes that these socio-cultural challenges may have negative effects in achieving its mandate.
3.2.3 TechnologicalMachakos University has embraced the current trends in technology such as e-administration,
e-procurement, e-learning, which have enhanced efficiency in service delivery. However, there are
CHAPTER THREE
7 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)6 Soaring Heights in Transforming Industry and the Economy
Development part-ners
• Efficient use of donations and grants• Funded project outputs
• Donor support• Stewardship• Mutual benefits
Industry • Research outputs and innovations of commercial value
• Quality graduates• Joint research and development
projects• Solutions to industrial and operational
challenges
• Sustainable partnership• Utilization of products,
services and opportunity• Collaboration• Industrial attachment • New programmes
development and reviews
Research institutions and institutions of higher learning
• Joint projects• Exchange programmes• Sharing the use of critical equipment
and other resources
• Knowledge exchange• Mutual projects support• Peer guidance• Attachment/ internship
Parents/Guardians /Sponsors
• Provide guidance and counselling• Mentorship• Ambassadorial role• Quality programmes, safety, health and
security of the students
• Provide guidance and• Counseling• Fee payment• Monitor students’ academic
performance and conduct
Alumni • Involvement in university activities and programmes
• Participate in programmes development and review
• Linkages• Ambassadorial roles
• Mentorship • Fund raising• Capacity building• Scholarship
Stakeholder Stakeholder Expectation MksU ExpectationStudents • Quality and affordable programmes
• Conformance of programmes to relevant professional regulatory bodies
• Variety of academic programmes• Health and recreation facilities• Safe accommodation• Affordable and good quality catering
services• Healthy, safe and secure environment• Defined programmes Schedules
• Discipline• Compliance with the University
rules and regulations• Academic excellence• Sanity and order• Carry out research and
innovation• Co-curricular 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.• Post-retirement (Pension) benefits
• Quality service• Meritocracy• Loyalty and sustainable• Service• Commitment• Professionalism• Team spirit
Government • Quality human resource capacity for national development.
• Programmes based on national development needs
• Innovations for Industrialization• Needs-based community extension
services and technology transfer.• Proper utilization and accounting of
resources
• Regular and adequate funding.• Development of policies that
govern university education
Community • Corporate social responsibility programmes
• Clean environment• Disciplined students• Needs-based extension services• Creation of jobs• Appropriate technologies and
innovation
• Cooperation• Responsibility• Information• Support
Table 3.1: MksU and Stakeholders Expectations
9 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)8 Soaring Heights in Transforming Industry and the Economy
CHAPTER FOUR
4.0 STRATEGIC FOCUS
4.1 INTRODUCTION
In order to realize the University’s strategic intent and fulfil our mandate, the following strategies will guide the implementation process.
4.1.1 Strategic themes 1. Academic excellence and Production of holistic and globally competitive graduates 2. Development of human resources and protect intellectual property rights3. Customer service, Marketing and Corporate Image4. Research, Science, Technology and Innovation5. Infrastructural facilities development6. Information and Communication Technologies (ICTs)7. Governance8. Collaboration and Linkages9. Financial Stability and Resource mobilization
4.1.2 Strategic goals1. Increase access to higher education and produce holistic graduates through quality training
and research. 2. Improve productivity by attracting, developing and retaining competent and efficient work-
force.3. Develop infrastructural facilities that meet the needs of the University.4. Promote Research, Science, Technology and Innovation for economic prosperity. 5. Integrate ICTs in all areas of management, research, consultancy and teaching and learning.6. Offer efficient service to all and create a strong brand name.7. Institutionalize good governance.8. Meet the financial needs of the University.9. Establish mutually beneficial partnerships, linkages and collaborations
4.2 ACADEMIC EXCELLENCE 4.2.1 Strategic goal
To increase access to higher education and produce holistic graduates through quality teaching, training and research.
4.2.2 Strategic objectives1. To develop and offer market driven programmes
Strategies:a. Conduct market survey to establish stakeholder needsb. Review and/or revise existing programmesc. Consult with renowned scholars/experts
3.3.4 Threats1. Competition for staff and students from public and private learning institutions.2. Increased inflation.3. Competition for resources from the national government.4. Alcohol, Drug and Substance abuse, HIV/AIDS.5. High Poverty levels in the country.6. Political interference.7. Climate change.8. Terrorism and youth radicalisation.9. Socio-cultural issues.
3.4 STAKEHOLDER ANALYSIS
Machakos University recognises the need for mutual co-existence among stakeholders. Table 3.1 below identifies the various stakeholders and their expectations.
Part of the Machakos University land use Master Plan.
11 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)10 Soaring Heights in Transforming Industry and the Economy
4.3 HUMAN RESOURCE MANAGEMENT
Human resources are the most crucial factors for realization of an organizations’ competitive advantage. Without them an organization cannot exist. MksU endeavors to attract qualified and motivated staff for the right jobs, maintain, develop and retain them. These efforts will enable the realization of the University’s Vision. Currently MksU has 246 non-academic and 202 academic staff.
Among the challenges facing the University is inadequate staff and remuneration of the current staff due to the transition from a T.T.I/University College to University. Some of the human resource development and management concerns that shall be addressed in this Strategic Plan include: Staff development, recruitment, promotion and retention of staff, remuneration policies labor relations and employee welfare. The number and quality of the staff at the university currently does not match the recently mounted University programmes. These human resource challenges need to be addressed carefully to take care of employee work load and enhance staff morale. The University therefore shall develop a comprehensive staff development policy to address staff training needs. Besides, an adequate appraisal and promotion system shall be put in place in order to avoid staff de-motivation.
4.3.1 Strategic goalTo improve productivity by attracting, developing and retaining competent, committed and efficient
workforce.
4.3.2 Strategic objectives(1) To develop staff competences. Strategies:
a. Source and award scholarshipsb. Collaborate with other universities and institutions for capacity buildingc. Develop fee policy for staff studying in MksU.
(2) Maintain optimum staff complement Strategies:
a. Mobilize additional funding for staff recruitmentb. Enhance work environment to attract and retain relevant talentc. Improve hiring practices ensuring inclusivity d. Provide competitive remuneration packages
4.4 CUSTOMER SERVICE, MARKETING AND CORPORATE IMAGE
Machakos University is committed to the provision of quality service to all its customers. This commitment is in recognition of the fact that customers are the lifeline of any business. Customers need to be handled with care through efficient and effective service delivery.
4.4.1 Strategic GoalTo offer efficient and effective service to all stakeholders/customers and create a strong brand name.
d. Consult with relevant regulatory bodies and/or oversight bodiese. Benchmark with international institutionsf. Collaborations and partnerships.g. Training and exposure of staff.h. Develop and mount market driven programmesi. Attract and retain competent /qualified staffj. Improve and enhance staff welfarek. Promote staff development and retool staff on pedagogy
(2) Establish effective academic quality assurance. Strategies:
a. Operationalize academic quality assurance Directorateb. Modernize Library Services and enhance the learning environment. c. Establish a programme for training and sensitization on academic ethics, and integrity
(3) To promote and facilitate distance and e-learning programmes/strategies. Strategies:
a. Establish infrastructure for e-learningb. Training of students and staff on e-learningc. Develop e-learning modules d. Develop distance learning modules
(4) To improve students’ overall quality of life Strategies:
a. Improve recreational facilitiesb. Establish a modern student center c. Improve health care servicesd. Improve student counseling e. Train students on management of resourcesf. Equip students with life skillsg. Improve and ensure student securityh. Promote effective student governancei. Instill student disciplinej. Facilitate student accommodationk. Initiate students’ scholarships, awards and bursaries
(5) Generate new knowledge through research Strategies:
a. Link RIL and ASAb. Set up University research fundc. Reward innovatorsd. Establish scientific Journalse. Support participation in conferences and workshopsf. Promote registration and patenting of innovationsg. Establish Intellectual Property Rights office
13 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)12 Soaring Heights in Transforming Industry and the Economy
f. Establish innovations hub.
(3) To Safeguard the Intellectual Property Rights of the University and its members Strategies
a. Develop and implement Intellectual Property Rights Policyb. Patent all intellectual properties in line with the relevant lawsc. Develop mechanisms and policies for networking and linkagesd. Recruit appropriate staff in IPR officee. Establish research centers/hubs.
(4) Research utilization for societal impact. Strategies:
a. Create a platform for disseminating of research findingsb. Disseminate research findings through University journals, conferences, workshops, media
and other forums.c. Promote research through collaboration across disciplines, and with National and Interna-
tional partners, MDAs, Industries and communities.d. Establish modern research facilities.e. Focus research in areas of institutional strength, opportunities and societal needs. f. Establish business and innovation incubation centres leading to industrial and technological
parks.g. Support staff attending conferences and workshops.
4.6 INFRASTRUCTURE
The University is expanding and will therefore need more teaching and learning materials, equipment, lecture rooms, water, sanitation facilities, energy, student accommodation, recreational facilities, transport, staff and student amenities and conference facilities among others. To attract the best students for graduate and undergraduate programmes, there is need to increase and upgrade lecture theatres, laboratories, workshops, library and staff offices within the Strategic Plan period.
4.6.1 Strategic goalTo develop infrastructure that meets the needs of the University.
4.6.2 Strategic Objectives(1) To provide appropriate facilities for teaching, research, consultancy and community service Strategies:
a. Review and implement the existing master plan b. Acquire additional land for expansionc. Seek funding from development partners in the provision of infrastructure and facilities.d. Integrate technological requirements. e. Mainstream disability in the architectural designs f. Incorporate environmental concerns in all the architectural designsg. Optimise infrastructural resources
4.4.2 Strategic objectives(1) To enhance service delivery to all customers/ stakeholders Strategies:
a. Review and Implement the University’s Service Delivery Charter b. Improve the students’ overall quality of lifec. Expand health care services and equip the Health Centred. Expand guidance and counselling centree. Strengthen students’ governance.
(2) To market the University and enhance its corporate image Strategies:
a. Establish and operationalize a Corporate Communications and Marketing officeb. Establish and operationalize Alumni officec. Maximize management of mainstream and social Media d. Promote participation in shows/exhibitions, conferences and workshops.
(3) Incorporate Corporate Social Responsibility in all functional areas. Strategies:
a. Build capacity in Corporate Social Responsibilityb. Establish and effectively manage MksU Bursary Fund c. Promote outreach and extension services.
4.5 RESEARCH, SCIENCE, TECHNOLOGY AND INNOVATION
Research, Science, Technology and Innovation (RSTI) are the key drivers of the economic pillar of Kenya’s Vision 2030 and SDGs. The University will embark on the development of intellectual property rights policy and a science park policy and come up with innovations that will have a significant impact locally and internationally.
4.5.1 Strategic GoalTo promote Research, Science, Technology and Innovation for economic, social and environmental
prosperity.
4.5.2 Strategic Objectives1. Promote Research, Innovation and Technology.
Strategiesa. Develop human capacitiesb. Provide appropriate infrastructure
(2) To enhance mechanisms for collaboration and linkages in research. Strategies
a. Recruit appropriate staff for the RIL Divisionb. Allocate resources to the research, innovations and linkages divisionc. Develop and implement supportive research policies d. Increase research funding e. Establish partnerships with Ministries, Departments and Agencies (MDAs), industries and
community
15 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)14 Soaring Heights in Transforming Industry and the Economy
(3) To improve efficiency in financial management Strategies:
a. Improve efficiency in collection of fundsb. Improve efficiency and effectiveness in expenditure control.
4.9.1 Strategic GoalTo establish mutually beneficial partnerships, linkages and collaborations.
4.9.2 Strategic Objectives (1) To develop resources and technologies unavailable at MksU Strategies:
a. Identify potential collaborators and the relevant fields of collaborationb. Co-offer relevant programmesc. Subscribe to membership in renowned professional organizationsd. Use alumni to promote linkagese. Support students and staff participating in technology competitions
(2) To adopt a holistic approach to collaboration and linkages. Strategies:
a. Encourage staff pursuing further studies abroad to establish linkages and collaborationb. Initiate exchange programmes for both students and staffc. Invite renowned scholars and personalities to give public lecturesd. Promote internship and industrial attachmente. Engage adjunct and visiting Professors.
4.10 FINANCIAL GROWTH AND SUSTAINABILITY
The University shall look for alternative sources of income to augment the current ones.
4.10.1 Strategic GoalTo grow the revenue base of the University.
4.10.2 Strategic Objectives(1) To enhance existing funding sources Strategies:
a. Lobby for increased Government funding b. Engage development partners for funding assistance in research, development etc.c. Initiate and strengthen Income Generating activities and Units.
(2) To diversify sources of funding. Strategies:
a. Establish endowment and trust fundsb. Initiate alumni contributionsc. Source for scholarships d. Develop a Policy on Consultancy activity under income generating unite. Partner with organizations in businesses f. Develop new business opportunities.
Lecture theatre, workshops and laboratory block
17 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)16 Soaring Heights in Transforming Industry and the Economy
• Provide information• Provide Feedback• Receive Feedback
Council • Approve resource allocation• Receive M&E Reports• Provide Feedback
• Design the implementation and M&E Tools• Initiate Performance Reviews and Audits• Provide performance guidelines • Submit Progress Reports to the council
• Prepare implementation Plans• Data Collection & Analysis• Submit Data to Strategy Committee• Implement Corrective/Improvement actions
• Implement activities• Provide information• Receive feedback• Provide Feedback
• Create general awareness• Prepare annual implementation plans• Collect and collate data and Information• Submit Data to the Vice Chancellor• Receive Feedback
Vice Chancellor
Strategic Plan Implementation Committee/DVC (APF/ASA/RIL)
Deans, Directors, Chairs &HOD’s
Employees/Sta�
Students’Council
Figure 1: Strategic Implementation Structure
5.6 CASCADING THE STRATEGIC PLAN
The Strategic Plan will be cascaded to all levels of the university to help the University College achieves its corporate results. Every department shall prepare its annual work plan and budget. The work plan and budget shall form the basis of university Annual Performance Contracts.
CHAPTER FIVE
5.1 IMPLEMENTATION APPROACHES
The University Council will provide the overall policy directions and guidelines, sanctioning, authorization as well as resource allocation for the attainment of strategic objectives. The Vice Chancellor will on the other hand, guide the implementation and adoption of the main Strategic Plan and performance measurement tool thereof. The Vice Chancellor will also carry out periodic strategy and performance audits and reviews to be undertaken in order to keep the Plan synchronized with emerging needs.
A select committee will be established, to oversee the creation of awareness and implementation process of the Strategic Plan. This committee will work with the Deans, Directors and Chairmen of Departments in the implementation of this Strategic Plan.
5.2 IMPLEMENTATION STRUCTURE
Figure 1 shows the structure that will be used in the Strategic Plan implementation.
5.3 MONITORING AND EVALUATION
The Monitoring and Evaluation (M&E) will be the responsibility of all Deans, Directors and Chairs of Departments in collaboration with the Strategic Plan implementation committee. Each School, Directorate and Department will be expected to collect, analyze data, and generate a report which will be forwarded to the university management through the committee.
5.4 STRATEGIC PLAN PERFORMANCE REVIEWS, AUDITS AND REPORTS
All levels, Directorates and Departments will hold departmental performance review meetings as appropriate. The reports from such meetings will be tabled for review during the Strategic Plan implementation review meetings on quarterly and annual basis.
5.5 INDICATORS, TARGETS AND EVALUATION PROCEDURE
Indicators and Targets for this Strategic Plan are shown in Implementation Matrix. The Strategic Plan will be evaluated appropriately using the following criteria
1. Relevance will focus on the allocation and optimal use of resources.2. Efficiency will assess the extent to which expected outputs are realized.3. Effectiveness will address the strategic capacity and capability to continue Strategic Plan
implementation.4. Sustainability will gauge whether the planned outcomes have been fully realized.5. Impact will evaluate the results.
5.0 STRATEGIC PLAN IMPLEMENTATION, MONITORING AND EVALUATION
19 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)18 Soaring Heights in Transforming Industry and the Economy
Expected results
Performance indicators
Source of verification
Data collection methods
Data collection frequency
Responsibility Assumptions
5.13. PERFORMANCE FRAMEWORK LAYOUT
The performance framework to be used is illustrated in Table 5.1.
Table 5.1: Performance Framework layout
The process of monitoring and evaluation will be conducted through the internal and external evaluation mechanisms. It will be done through the following processes:
1. Quarterly milestone reports on the implementation of the Strategic Plan by each section and department, submitted to the management board.
2. Quarterly audits to assess compliance with the financial plans, budgets and fiscal discipline3. Annual review of the Strategic Plan progress.4. Tracer studies among stakeholders to assess response to the strategic objectives and to the
implementation of the plan.5. Auditing of every officer for accountability on use of resources for attaining Strategic Plan
set objectives6. Incorporate peer review mechanism.7. Linking monitoring and Evaluation to staff appraisal and reward and sanction.8. A mid-term review of the plan for amendments as necessary
5.14 RISK PROFILING
The risk profiling of this Strategic Plan is as outlined in Table 5.2.
5.7 PERFORMANCE CONTRACTING
Implementation of the Strategic Plan shall be undertaken on yearly basis through identified targets and performance indicators from the Strategic Plan to develop the university performance contract shall then be cascaded down up from the top to individual staff for implementation. This shall ensure that the identified targets are achieved.
5.8 INSTITUTIONALIZING STRATEGIC PLAN
Mainstreaming of the proposed Strategic Plan shall ensure that implementation of Strategic Plan is successful. Key among these is the structures and process that need to be congruent with other internal features of the university and the strategies being implemented at all times.
5.9 EVALUATION
This will form a critical component for successful implementation of this Strategic Plan in providing necessary feedback that will inform management in making decisions based on evidence. This shall also ensure that the degree of implementation progress is known and measurable. Monitoring of all operations at the University will also ensure that areas that need to be strengthened are supported in timely manner to ensure achievement of the desired result.
5.10 MONITORING RESPONSIBILITIES
Overall performance monitoring and evaluation shall be coordinated by the office of Performance Contracting Appraisal and Quality Management Systems(PCA&QMS) the top management Deans/Directors and heads of the departments shall undertake the responsibility of actual implementation of the Strategic Plan in their respective areas of Jurisdictions.
5.11 QUALITY MANAGEMENT SYSTEMS (QMS)
As part of assessing the university process, establishment of quality management systems (ISO 9001-2015) shall be undertaken. This shall entail documentation of quality management systems reflecting to the procedures and work instructions in all university activities scheduled internal and external audit shall always be undertaken to ascertain compliance to the requirement of ISO 9001:2015 International Standard and for continuing improvement.
The responsibility of establishing implementing and maintaining of quality management system shall be undertaken by the Directorate of Performance Contracting, and Quality Management systems (PC & QMS).
5.12 REPORTING MECHANISM
Divisions, schools, directorates, departments and units will be required to submit on monthly, quarterly and annual basis reports, to the Directorate of Performance Contracting, Appraisal and Quality Management Systems (PCA & QMS)
21 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)20 Soaring Heights in Transforming Industry and the Economy
12. Competition 3 • Marketing• Improve infrastructure• Offer Market driven programmes• Attract and retain qualified academic staff
13. Technology 2 • Upgrade and acquire modern technology• Train staff
14. Industrial Unrest 3 • Engage continuously and proactively15. Student unrest 3 • Engage continuously and proactively16. Poor Governance 2 • Training Council and Management members
17. Legislation 1 • Monitor compliance18. Staff turn-over 2 • Retain staff
5.15 QUICK WINS
The quick win approach is prudent as it produces rapid results which motivate people and keeps them enthusiastic to support the rest of the activities. To ensure that momentum is maintained, the Plan will focus on:
1. Programmes/activities with quick wins /returns2. Hosting and facilitating residential conferences and seminars.3. Use of e-services (payment of fees, registration, procurement of goods and services).
Table 5.2: Risk Profiling
S.No Type Of Risk Weight1. Low2. Medium3. High
Strategies to Mitigate
1. Political uncertainty 2 • To plan academic calendar accordingly2. Terrorism and fundamen-
talism2 • Invest in good security machinery
• Sensitise on anti-terrorism activities3. Pandemics and natural
disasters1 • Create awareness
• Improve health facility• Disaster preparedness training
4. Drought 1 • Sinking boreholes• Rain water harvesting• Recycling water• Diversify the sources of food
5. Financial 3 • Diversify Sources of Income• Exercise prudent Financial Management (FM)• Acquire a robust FM system
6. Safety and security 2 • Hire a reputable security firm• Install security infrastructure
7. Legal 2 • Hire a Legal Officer• Negotiations• Arbitrations • Conduct a Legal audit
8. Environmental 2 • Establish safe disposal of waste• Hire/engage experts in waste management• Sensitise the community • Remove the pollutant
9. Reputation/Integrity 3 • Ensure compliance with the law• Regular audits• Public Relations• Training staff on ethics and professionalism
10. Compliance 2 • Continuous engagement with regulatory and oversight bodies
11. Socio-Cultural issues 2 • Creating awareness• Training peer Counsellors• Use religious groups
Section of graduands during the 1st graduation ceremony held on 2nd December. 2016
23 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)22 Soaring Heights in Transforming Industry and the Economy
APP
END
IX 1
: IM
PLEM
ENTA
TIO
N P
LAN
Stra
tegi
c Ob-
ject
ive
Stra
tegy
Act
iviti
es/I
nitia
tives
Perf
orm
ance
Indi
-ca
tors
Tim
e Fr
ame
(Yea
rs)
Estim
ated
C
ost
(KSh
)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
Dev
elop
mar
ket
driv
en p
ro-
gram
mes
a. C
ondu
ct m
arke
t sur
vey
b. C
onsu
lting
with
re-
now
ned
scho
lars
/exp
erts
c. C
onsu
lt w
ith re
leva
nt
regu
lato
ry b
odie
s and
/or
over
sight
bod
ies
d. B
ench
mar
k w
ith in
ter-
natio
nal i
nstit
utio
ns
Car
ry o
ut re
sear
ch
to d
eter
min
e m
arke
t ne
eds.
Rese
arch
repo
rts
√√
100
m
DV
C (A
SA)
Dev
elop
and
impl
emen
t m
arke
t driv
en p
ro-
gram
mes
Prog
ram
mes
No.
of m
arke
t driv
en
prog
ram
mes
impl
e-m
ente
d.
√ 6
√ 2
√ 5
√ 6
√ 7D
VC
(ASA
)
Acc
redi
tatio
n of
Eng
i-ne
erin
g pr
ogra
mm
es
by E
BK
Acc
redi
tatio
n ce
rtif-
icat
e√ 6
√ 2
√ 5
√ 6
√ 7D
VC
(ASA
)
Recr
uit i
nter
natio
nally
re
now
ned
scho
lars
Recr
uitm
ent o
f sta
ff
No.
of s
chol
ars r
e-cr
uite
d
√ 20 2
√ 20 2
√ 30 4
√ 30 4
√ 30 4D
VC
(ASA
)
TABL
E A
1: E
xam
ple o
f Im
plem
enta
tion
Plan
for A
cade
mic
Exc
elle
nce
Stra
tegi
c O
bjec
tive
Stra
tegy
Act
iviti
es/I
nitia
tives
Perf
orm
ance
In
dica
tors
Tim
e Fr
ame
(Yea
rs)
Estim
ated
C
ost
(KSh
)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
Impr
ove
staff
pr
oduc
tivity
Enha
nce
staff
com
pete
ncie
s C
arry
out
a sk
ills a
udit
and
revi
se Jo
b de
scrip
-tio
ns(J
Ds)
Dev
elop
a
trai
ning
& d
evel
opm
ent
polic
y
Num
ber o
f pol
icy
Impl
emen
ted
Revi
sed
JDs
√ 3
√ 3
√ 3
√ 2
√ 1
200
m
DV
C (A
PF)
Car
ry o
ut a
nnua
l tra
in-
ing
need
s ass
essm
ent
Sour
ce a
nd aw
ard
scho
lars
hip
Trai
ning
nee
ds a
sses
s-m
ent r
epor
t
No.
of s
chol
arsh
ips
awar
ded
√ 5
√ 10
√ 15
√ 20
√ 25D
VC
(APF
)
Impr
ove
appr
aisa
l sys
tem
Trai
n st
aff a
nd im
-pl
emen
t the
appr
aisa
l sy
stem
Com
pete
nt st
aff
%ag
e st
aff u
nder
the
appr
aisa
l sys
tem
√√ 30
%
√ 50%
√ 100%
√ 100%
DV
C (A
PF)
TA
BLE
A2:
Exa
mpl
e of I
mpl
emen
tatio
n Pl
an fo
r Hum
an R
esou
rce M
anag
emen
t
25 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)24 Soaring Heights in Transforming Industry and the Economy
Stra
tegi
c Ob-
ject
ive
Stra
tegy
Act
iviti
esPe
rfor
man
ce In
di-
cato
rsTi
me
Fram
e Es
timat
ed
Cos
t(K
Sh)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
To e
nhan
ce se
r-vi
ce d
eliv
ery
to
all c
usto
mer
s
Revi
ew &
impl
emen
t the
se
rvic
e ch
arte
rC
olle
ct a
nd co
llate
dat
a fo
r rev
iew
Iden
tify
Cust
omer
se
rvic
e ch
ampi
ons
Revi
ewed
serv
ice
char
ter
% g
row
th in
Cus
tom
-er
satis
fact
ion
inde
x
√ 2%
√ 2%
√ 2%
√ 3%
√ 3%
400M
DV
C (A
PF)
Prin
ting
and
fram
ing
of
Serv
ice
Cha
rter
Serv
ice
Cha
rter
di
spla
yed
at a
ll se
rvic
e po
ints
√√
√√
√D
VC
(APF
)
Trai
n st
aff in
Cus
tom
er
serv
ice
Con
duct
ann
ual c
us-
tom
er se
rvic
e C
linic
s
%ag
e re
duct
ion
in
cust
omer
com
plai
nts
No.
of C
linic
s
Base
-lin
e
1
5% 1
10%
1
15%
1
20%
1D
VC
(APF
)
To im
prov
e st
uden
ts’
over
all q
ualit
y of
life
Impr
ove
and
build
re
crea
tiona
l fac
ilitie
s
Con
stru
ct a
mod
ern
stud
ent C
entr
e
New
and
impr
oved
re
crea
tiona
l fac
ilitie
s
Perc
enta
ge in
crea
se in
st
uden
t num
bers
.
Perc
enta
ge in
crea
se in
st
uden
ts’ sa
tisfa
ctio
n le
vel
√ 10%
√ 5% Base
-lin
e
√ 15%
3%
√ 20%
4%
√ 25%
5%
VC
D
VC
(APF
)
TA
BLE
A3:
Cus
tom
er S
ervi
ce, M
arke
ting
and
Corp
orat
e Im
age
Impr
ove
and
expa
nd
heal
thca
re se
rvic
es a
nd
equi
p th
e he
alth
cent
re
Prep
are
a pr
opos
al fo
r ex
tens
ion
of th
e he
alth
ce
ntre
Appr
oved
Pro
posa
l fo
r ext
ensio
n of
hea
lth
cent
re
√√
VC
DV
C (A
PF)
Impl
emen
t the
pro
posa
l fo
r ext
ensio
n of
the
heal
th ce
ntre
Impr
oved
and
ex-
pand
ed h
ealth
cent
re
serv
ices
√√
√V
CD
VC
(APF
)
Impr
ove
and
expa
nd
coun
selin
g se
rvic
es
Expa
nd th
e gu
idan
ce
and
coun
selin
g ce
ntre
Empl
oy p
rofe
ssio
nal
coun
selo
rsAt
tain
1:1
000
coun
se-
lor-
stud
ent r
atio
√√
√V
CD
VC
(APF
)
Trai
n pe
er co
unse
lors
Num
ber o
f Tra
ined
pe
er co
unse
lors
√√
√√
√
DV
C (A
PF)
To st
reng
then
th
e st
uden
t go
vern
ance
st
ruct
ure.
Revi
ew a
nd im
plem
ent t
he
stud
ents’
cons
titut
ion
Impl
emen
t rev
iew
ed
stud
ents’
cons
titut
ion
Revi
ewed
stud
ents’
co
nstit
utio
n
√√
√√
√
DV
C (A
SA)
27 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)26 Soaring Heights in Transforming Industry and the Economy
To e
nhan
ce
mar
ketin
g an
d co
rpor
ate
imag
e of
Mks
U
Esta
blish
the
Cor
pora
te
Com
mun
icat
ion
and
mar
ketin
g offi
ce.
Dev
elop
rele
vant
pol
i-ci
es fo
r pub
lic re
latio
ns,
mar
ketin
g an
d co
mm
u-ni
catio
n.
Polic
ies i
n pl
ace
% g
row
th in
per
cep-
tion
inde
x
√
2%3%
4%
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Dep
loy
mar
ketin
g, P
R an
d co
mm
unic
atio
n st
rate
gies
.
No.
Pro
gram
mes
im
plem
ente
d.
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Mou
nt p
ublic
ity o
ut-
reac
h
Exhi
bitio
ns, w
ork-
shop
s, co
nfer
ence
s, co
mm
unity
foru
ms
etc.
Ope
n da
ys, m
edia
ad
vert
isem
ent a
nd
inte
rnet
√√
√√
DV
C (A
SA)
DV
C (R
IL)
Mai
nstr
eam
and
soci
al
med
ia m
anag
emen
t
Dev
elop
and
impl
emen
t a
bran
d st
yle
guid
e
Upd
ate
the
web
site
and
man
age
soci
al m
edia
ac
coun
ts
Pack
age,
bra
nd a
nd
cust
omiz
e th
e M
ksU
’s pr
ogra
mm
es
Bran
d st
yle
guid
e an
d m
anua
l
Posit
ive
med
ia m
en-
tions
Incr
ease
d w
ebsit
e tr
affic.
% o
f stu
dent
s rec
ruit-
ed th
roug
h di
gita
l m
arke
ting.
Mks
U P
rosp
ectu
s
√ √ √ 30%
√
√ 40%
√ 50%
√ 60%
Dev
elop
mar
ketin
g po
licy
Car
ry o
ut
regu
lar m
arke
t su
rvey
s, tr
ends
and
mar
ket
inte
llige
nce
Repo
rts o
n m
arke
t sur
-ve
ys, t
rend
s and
mar
ket
inte
llige
nce
√√
√√
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Esta
blish
an
alum
ni
Ass
ocia
tion
for M
ksU
Impl
emen
t alu
mni
act
iviti
es
to p
rom
ote
Mks
U
An
activ
e al
umni
Ass
o-ci
atio
n fo
r Mks
U.
No.
of A
lum
ni a
ctiv
ities
re
leva
nt to
Mks
U
√√
√√
DV
C (A
SA)
To in
corp
orat
e co
rpor
ate
soci
al
resp
onsib
ility
in
all
func
tiona
l ar
eas.
Esta
blish
Mks
U
burs
ary
fund
Stre
ngth
en b
ursa
ry fu
nd
and
Cre
ate
burs
ary
fund
vo
te h
ead
Burs
ary
fund
est
ablis
hed
Incr
ease
d co
ntrib
utio
n fr
om sp
onso
rs
√ 10%
√ 20%
30%
40%
VC
DV
C (A
PF)
DV
C (A
SA)
Build
cap
acity
in
Cor
pora
te S
ocia
l
Dev
elop
a C
SR P
olic
y an
d id
entif
y ar
eas o
f sus
tain
able
su
ppor
t.
CSR
Pol
icy
Doc
umen
t
No.
of S
usta
inab
le C
SR
Proj
ects
Budg
etar
y su
ppor
t for
C
SR.
√ 1 1.5%
1 2.5%
1 2.5%
2 2.5%
VC
DV
C (A
PF)
DV
C (R
IL)
Prom
ote
outr
each
and
ex
tens
ion
serv
ices
Dev
elop
a co
mm
unity
ou
trea
ch p
olic
yA
out
reac
h po
licy
doc
-um
ent i
n pl
ace
√√
Cre
ate
a co
mm
unity
out
-re
ach
office
A fu
nctio
nal
com
mun
i-ty
out
reac
h offi
ce√
√
Inco
rpor
ate
com
mun
i-ty
-bas
ed a
ctiv
ities
in th
e cu
rric
ula
Upd
ated
cur
ricul
a w
ith co
mm
unity
-bas
ed
activ
ities
√√
√√
Iden
tify
area
s of m
utua
l co
llabo
ratio
n w
ith th
e co
m-
mun
ity p
artn
ers
Num
ber o
f are
as o
f m
u-tu
al co
llabo
ratio
n w
ith
the
com
mun
ity p
artn
ers
√√
√√
29 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)28 Soaring Heights in Transforming Industry and the Economy
Stra
tegi
c Ob-
ject
ive
Stra
tegy
Act
iviti
esPe
rfor
man
ce In
di-
cato
rsTi
me
Fram
e Es
timat
ed
Cos
t(K
Sh)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
1. T
o Pr
omot
e Re
sear
ch a
nd
Inno
vatio
ns in
th
e U
nive
rsity
.
Dev
elop
staff
and
stud
ents
ca
paci
ties i
n re
sear
ch,
scie
nce
tech
nolo
gy a
nd
inno
vatio
ns.
Dra
w &
impl
emen
t Tr
aini
ng a
nd d
evel
op-
men
t pro
gram
s.
Num
ber o
f tra
ined
st
uden
ts in
rese
arch
m
etho
dolo
gies
√ 10
√ 20
√ 20
√ 50
√ 100
800M
DV
C (R
IL)
DV
C (A
SA)
Dev
elop
and
impl
e-m
ent s
uppo
rtiv
e po
licy
fram
ewor
k
Num
ber o
f pol
icie
s in
plac
e
√ 2
√ 2
√ 2
√ 2
√ 1
DV
C (R
IL)
DV
C (A
SA)
Dev
elop
, eva
luat
e an
d/or
ada
pt re
sear
ch m
eth-
ods a
nd c
urric
ulum
Num
ber o
f dev
elop
ed,
eval
uate
d an
d/or
ad
apte
d cu
rric
ulum
w
ith th
e C
entr
e fo
r Re
sear
ch
√ 1
√ 1
√ 1
√ 1
√ 1
DV
C (A
SA)
DV
C (R
IL)
TA
BLE
A4:
Res
earc
h, S
cien
ce, T
echn
olog
y an
d In
nova
tion
Stra
tegi
c O
bjec
tive
Stra
tegy
Act
iviti
es/I
nitia
tives
Perf
orm
ance
In
dica
tors
Tim
e Fr
ame
(Yea
rs)
Estim
ated
C
ost
(KSh
)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
To p
rovi
de
enou
gh sp
ace
and
appr
opria
te
faci
litie
s for
con-
stru
ctio
n, re
cre-
atio
n, te
achi
ng,
rese
arch
, offi
ce,
cons
ulta
ncy
and
com
mun
ity
serv
ice
Revi
ew a
nd im
plem
ent t
he
exist
ing
Mas
ter p
lan.
Acq
uire
add
ition
al la
nd fo
r ex
pans
ion.
Sour
ce fo
r fun
ds to
bu
ild a
nd
equi
p te
achi
ng fa
cilit
ies
Seek
rele
vant
appr
oval
s an
d pe
rmits
Seek
arc
hite
ctur
al
desig
n w
orks
Com
men
ce co
nstr
uc-
tion
in o
rder
of p
riorit
y
Num
ber o
f com
plet
e le
ctur
e ha
lls, c
lass
ro
oms,
labo
rato
ries,
office
s and
Ti
mel
ines
s (de
-pe
ndin
g on
fund
s av
aila
bilit
y)
√ 2
√ 2
√ 3
√ 3
√ 3
2 .5
B
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Esta
blish
reso
urce
mob
ili-
zatio
n un
itSe
ekin
g fu
nds f
rom
de
velo
pmen
t par
tner
sA
mou
nt o
f fun
ds
raise
d√
√√
√√
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
TA
BLE
A5:
Infr
astr
uctu
re
31 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)30 Soaring Heights in Transforming Industry and the Economy
Stra
tegi
c Ob-
ject
ive
Stra
tegy
Act
iviti
esPe
rfor
man
ce In
di-
cato
rsTi
me
Fram
e Es
timat
ed
Cos
t(K
Sh)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
Dev
elop
and
su
stai
n a
cultu
re
of g
ood
gove
rn-
ance
Trai
ning
in g
over
nanc
e, le
ader
ship
and
m
anag
emen
t
Des
ign
trai
ning
pro
-gr
amm
esTr
aine
d M
anag
emen
t√
√
50M
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Dev
elop
goo
d go
vern
ance
po
licie
s in
line
with
G
over
nmen
t req
uire
men
ts.
Des
ign
a co
de o
f co
nduc
tA
code
of e
thic
s√
√
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Cust
omiz
e al
l leg
al
docu
men
ts o
n co
rrup
tion
Esta
blish
corr
uptio
n pr
even
tion
com
mitt
ee
Func
tiona
l Com
mit-
tee
Redu
ced
poor
Gov
-er
nanc
e co
ncer
ns
√√
VC
Ado
pt e
mer
ging
tren
ds in
go
od g
over
nanc
e
Revi
ew G
over
nanc
e po
licie
s
Benc
hmar
king
for b
est
prac
tice
Impr
oved
Inst
itutio
n-al
ratin
g√
√
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Impl
emen
t pro
gram
s for
th
e de
ploy
men
t of c
ore
valu
es
Esta
blish
a C
ore
Valu
es
Com
mitt
ee to
aid
in
cultu
re tr
ansf
orm
atio
n
No.
of C
ore
val-
ues-
base
d ac
tiviti
es
Impr
oved
bra
nd
perc
eptio
n
22
22
2
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
TABL
E A
7: G
over
nanc
e
Stra
tegi
c Ob-
ject
ive
Stra
tegy
Act
iviti
esPe
rfor
man
ce
Indi
cato
rsTi
me
Fram
e Es
timat
ed
Cos
t(K
Sh)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
Inte
grat
e IC
T in
m
anag
emen
t
Incr
ease
staff
cap
acity
in
ICT
Trai
ning
staff
in IC
T
Num
ber o
f sta
ff tr
aine
d in
ICT
√ 5√ 3
√ 3√ 3
√ 310
0MD
VC
(APF
)
Num
ber o
f IC
T st
aff
recr
uite
d√ 2
√ 1√ 1
√ 1√ 1
30M
DV
C (A
PF)
Prov
ide
rele
vant
ICT
infr
astr
uctu
re
Proc
ure
stat
e of
the
art
ICT
equi
pmen
tPr
ocur
ed IC
T eq
uip-
men
t√
√√
√√
25M
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Lay
fiber
opt
ic co
n-ne
ctio
n be
twee
n al
l ad
min
istra
tion
office
s
Num
ber o
f offi
ces
conn
ectio
n by
fibe
r op
tic
√ 5√ 2
√ 2√ 2
√ 250
MV
CD
VC
(APF
)
Use
of b
iom
etric
log-
ging
syst
ems
Biom
etric
syst
em
used
√√
√√
VC
DV
C (A
PF)
Use
of I
CT
syst
ems i
n m
anag
emen
tPr
ocur
e /e
nhan
ce M
ISEn
hanc
ed m
anag
e-m
ent i
nfor
mat
ion
syst
em in
pla
ce√
√√
√√
30M
VC
DV
C (A
PF)
TABL
E A
6: In
form
atio
n Co
mm
unic
atio
n Te
chno
logy
33 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)32 Soaring Heights in Transforming Industry and the Economy
Stra
tegi
c Ob-
ject
ive
Stra
tegy
Act
iviti
esPe
rfor
man
ce In
di-
cato
rsTi
me
Fram
e Es
timat
ed
Cos
t(K
Sh)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
To im
prov
e re
latio
ns a
nd
reso
urce
mob
ili-
zatio
n.
Esta
blish
reso
urce
s and
te
chno
logi
es th
at a
re n
ot
avai
labl
e in
Mks
U
Car
ry o
ut n
eeds
ass
ess-
men
t sur
veys
Ass
essm
ent s
urve
y re
port
s√
√√
√√
40M
DV
C (R
IL)
Iden
tify
pote
ntia
l co
llabo
rato
rsPu
blic
ize
the
Uni
vers
ity
’s co
llabo
rativ
e in
tere
stN
umbe
r of c
olla
bo-
ratio
ns2
44
44
DV
C (R
IL)
Co-
offer
sele
cted
pr
ogra
mm
esId
entif
y ar
ea o
f int
eres
tN
umbe
r of a
reas
of
inte
rest
√√
√√
DV
C (A
SA)
DV
C (R
IL)
Subs
crib
e m
embe
rshi
p to
reno
wne
d pr
ofes
siona
l or
gani
zatio
ns
Sear
ch a
nd e
ngag
e su
it-ab
le o
rgan
izat
ion
Num
ber o
f org
aniz
a-tio
ns√
√√
√√
DV
C (A
SA)
DV
C (R
IL)
Enco
urag
e th
e cu
lture
of
colla
bora
tion
with
in th
e U
ni-
vers
ity
Enco
urag
e st
uden
ts
and
staff
to e
nter
into
co
llabo
ratio
ns
Part
icip
atio
n in
ex-
chan
ge p
rogr
amm
es
Num
ber o
f stu
dent
s an
d st
aff in
exc
hang
e pr
ogra
mm
es.
55
10√
√D
VC
(RIL
)D
VC
(ASA
)
Part
ner w
ith fu
ndin
g
agen
cies
Writ
ing
prop
osal
s to
fund
ing
agen
cies
Num
ber o
f pr
opos
als
22
34
4D
VC
(RIL
)D
VC
(ASA
)
Invi
te re
now
ned
scho
lars
to
give
pub
lic le
ctur
e
Scho
lars
and
per
son-
aliti
es g
ivin
g pu
blic
le
ctur
es
Num
ber o
f pub
lic
lect
ures
√√
√√
DV
C (R
IL)
DV
C (A
SA)
TABL
E A
8: C
olla
bora
tion
and
Link
ages
Part
ner w
ith re
leva
nt
Firm
s/ O
rgan
izat
ions
to
prom
ote
inte
rnsh
ip a
nd
indu
stria
l atta
chm
ent
Dev
elop
a c
atal
ogue
of
st
uden
ts se
nt fo
r in
tern
ship
& in
dust
rial
atta
chm
ent
Num
ber o
f atta
ch-
men
ts
No.
of s
ucce
ssfu
l pa
rtne
rshi
ps
No.
of g
radu
ates
ab
sorb
ed in
par
tner
Fi
rms/
Org
aniz
atio
ns
√√
√√
√D
VC
(RIL
)D
VC
(ASA
)
Enga
ge in
Nat
iona
l and
In
tern
atio
nal c
onfe
renc
es
wor
ksho
p
Staff
atte
ndin
g in
tern
a-tio
nal c
onfe
renc
es a
nd
wor
ksho
ps
Num
ber o
f con
fere
nc-
es a
nd w
orks
hops
55
55
5D
VC
(ASA
)D
VC
(APF
)
Part
ner w
ith o
ther
or
gani
zatio
n an
d in
divi
dual
s for
com
mun
ity
serv
ice.
Enga
ge p
ossib
le p
art-
ners
for c
omm
unity
se
rvic
eN
umbe
r of p
artn
ers
22
22
2D
VC
(RIL
)
35 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)34 Soaring Heights in Transforming Industry and the Economy
APPENDIX 2: LIST OF PROGRAMMES OFFERED BY THE UNIVERSITY
1. School of Business and Economicsa. PhD in Business Administrationb. Master of Business Administrationc. Master of Science (Human Resource Management)d. Bachelor of Commercee. Bachelor of Economics and Financef. Bachelor of Econometrics and Statisticsg. Bachelor of Economics h. Diploma in Human Resource Management i. Diploma in Procurement and Supply Chain Management j. Diploma in Business Management k. Diploma in Accountancy
2. School of Humanities and Social Sciencea. Bachelor of Science in Fashion Design and Marketingb. Bachelor of Arts (All)c. Diploma in Fashion Design and Marketingd. Bachelor of Science in Community Resource Managemente. Certificate in Fashion, Design and Marketing
3. School of Pure and Applied Sciencesa. Bachelor of Science (Math and Computer Science)b. Bachelor of Science (Mathematics)c. Bachelor of Science in Statisticsd. Bachelor of Science in Biology
4. School of Educationa. PhD in Educational Psychologyb. PhD in Education in Educational Planning c. PhD in Education in Administration,d. PhD in Economics of Educatione. PhD in Education in Curriculum Developmentf. Master of Education in Curriculum Developmentg. Master of Education in Communication Technologyh. Master of Educational Psychologyi. Bachelor of Education (Arts)j. Bachelor of Education (Science)k. Bachelor of Education in Early Childhood Educationl. Bachelor of Education in Special Needsm. Diploma in Educational Leadership and Managementn. Diploma in Early Childhood Educationo. Diploma in Education (Science)
Stra
tegi
c Ob-
ject
ive
Stra
tegy
Act
iviti
esPe
rfor
man
ce In
di-
cato
rsTi
me
Fram
e Es
timat
ed
Cos
t(K
Sh)
Res
pons
ibili
ty
17/1
818
/19
19/2
020
/21
21/2
2
Enha
nce
exist
-in
g fu
ndin
g
Lobb
y fo
r inc
reas
ed
Gov
ernm
ent f
undi
ng
Dev
elop
& d
eliv
er
prop
osal
s and
pre
sent
a-tio
ns to
rele
vant
MD
As.
Sens
itiza
tion
mee
tings
w
ith re
leva
nt o
ffice
s.
Goo
d ra
ppor
t with
po
litic
al le
ader
s
Perc
enta
ge In
crea
se in
fu
ndin
g
No.
of m
eetin
gs h
eld
√√ 5
√ 10%
8
√ 10%
8
√ 10%
10
30M
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Enga
ge d
evel
opm
ent
part
ners
Writ
e fu
ndin
g pr
opos
als
Num
ber o
f fun
ded
prop
osal
s
√ 1
√ 1
√ 1
√ 1
√ 150
M
VC
DV
C (A
PF)
DV
C (A
SA)
DV
C (R
IL)
Esta
blish
and
stre
ngth
en
IGU
s and
IGA
sSt
art w
ith d
iffer
ent u
nits
Num
ber o
f IG
Us a
nd
IGA
s√
√√
√√
50M
DV
C (A
PF)
TABL
E A
9: E
xam
ple o
f Im
plem
enta
tion
Plan
for F
inan
cial
Sta
biliy
and
Res
ourc
e Mob
iliza
tion
37 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)36 Soaring Heights in Transforming Industry and the Economy
p. Diploma in Education (Arts)
5. School of Engineering and Technologya. Bachelor of Science in Electrical and Electronics Engineeringb. Bachelor of Science in Civil Engineeringc. Bachelor of Science in Mechanical Engineeringd. Bachelor of Science (Computer Science)e. Bachelor of Information Technologyf. Bachelor of Telecommunication and Information Technologyg. Diploma in Electrical and Electronics Engineering (Power)h. Diploma in Electrical and Electronics Engineering (Telecommunications)i. Diploma in Motor Vehicle Engineeringj. Diploma in Computer Sciencek. Diploma in Mechanical Engineering (Production Option)l. Diploma in Building and Construction Technologym. Diploma in Civil Engineeringn. Diploma in Information Communication Technology
6. School of Hospitality and Tourism Managementa. Bachelor of Science (Hospitality and Tourism Management)b. Diploma in Hospitality Managementc. Diploma in Food and Beverage Management
7. School of Agriculture and Natural Resourcesa. Bachelor of Science in Agribusiness Management and Tradeb. Bachelor of Science in Agricultural Education and Extensionc. Bachelor of Environmental Studies (Community Development)d. Bachelor of Environmental Studies (Environmental Resource Conservation)e. Diploma in Agricultural Education and Extensionf. Bachelor of Environmental Scienceg. Diploma in Agricultural Education and Extension
8. School of Health Sciencesa. Bachelor of Science in Population Health
APP
END
IX 3
: MA
CH
AK
OS
UN
IVER
SIT
Y O
RGA
NO
GR
AM
Cha
ncel
lor
Man
agem
ent B
oard
Sena
te
Dep
uty
Vic
e-C
hanc
ello
r (A
dmin
istra
tion,
Pl
anni
ng a
nd F
inan
ce)
Cha
irman
/Hea
ds o
f D
epar
tmen
ts/S
ectio
ns C
hairm
an/H
eads
of
Dep
artm
ents
/Sec
tions
Cha
irman
/Hea
ds o
f D
epar
tmen
ts/S
ectio
ns
Cou
ncil
Vic
e-C
hanc
ello
r
Dep
uty
Vic
e-C
hanc
ello
r (A
cade
mic
e an
d St
uden
t A
ffairs
)
Regi
stra
r (A
cade
mic
&
Stu
dent
Affa
irs)
Dea
ns/D
irect
ors/
Libr
aria
n
Dep
uty
Vic
e-C
hanc
ello
r (Re
sear
ch,
Inno
vatio
n an
d Li
nkag
es)
Regi
stra
r (Re
sear
ch, I
nno-
vatio
n &
Lin
kage
s)
Dire
ctor
s
Cha
irman
/Hea
ds o
f D
epar
tmen
ts/S
ectio
ns
Regi
stra
r (A
dmin
istra
tion
and
Plan
ning
)Fi
nanc
e O
ffice
rIn
tern
al A
udit
39 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)38 Soaring Heights in Transforming Industry and the Economy
AD
MIN
ISTR
ATIO
N, P
LAN
NIN
G &
FIN
AN
CE
DIV
ISIO
N O
RGA
NO
GR
AM
Dep
uty
Vic
e C
hanc
ello
r(A
dmin
istra
tion,
Plan
ning
and
Fin
ance
)
Perf
orm
ance
Con
trac
ting
and
Qua
lity
Man
agem
ent S
yste
ms
Chi
efFi
nanc
eO
ffice
r
Chi
efPr
ocur
emen
tO
ffice
r
Chi
ef M
edic
alO
ffice
r
Regi
stra
r(A
dmin
istra
tion
& P
lann
ing
Dep
uty
Regi
stra
r(H
uman
Res
ourc
eM
anag
emen
t)
Stud
ent
Fina
nce
Rese
arch
Gra
nts
Sect
ion
Budg
etPa
yrol
lEx
pend
iture
Sect
ion
Man
ager
MU
HC
C
Man
ager
Mks
UEn
terp
rise Es
tate
sM
anag
er
Dep
uty
Regi
stra
r(S
trat
egy
&Pl
anni
ng)
Tran
spor
tM
anag
erC
lean
ing
Serv
ices
Hea
d,Re
gist
ryEn
viro
nmen
t
Fina
nce
Offi
cer
(Rev
enue
)Fi
nanc
e O
ffice
r(E
xpen
ditu
re)
Cor
pora
teSe
cret
ary
Dire
ctor
Gen
der
Mai
nstr
eam
ing
CO
RPO
RAT
E O
RGA
NO
GR
AM
Vic
e‐C
hanc
ello
r
Chi
efIn
tern
alAu
dito
r
Dire
ctor
ICT
Dire
ctor
Secu
rity
Serv
ices
Dire
ctor
Cor
pora
te&
Com
mun
icat
ion
Affa
irs
Dire
ctor
Sch
olar
ship
& R
esou
rce
Mob
iliza
tion
41 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)40 Soaring Heights in Transforming Industry and the Economy
AC
AD
EMIC
& S
TUD
ENT
AFF
AIR
S D
IVIS
ION
ORG
AN
OG
RA
MSe
nate
Regi
stra
r ‐A
SA
Uni
vers
ityLi
brar
ian
Dea
n of
Stud
ents
Dire
ctor
Qua
lity
Ass
uran
ceD
irect
or o
fC
ampu
ses
Dea
ns o
f Sch
ools
Dep
uty
Libr
aria
n‐A
dmin
istra
tion
Dep
uty
Libr
aria
n‐Te
chni
cal
Serv
ices
Dep
uty
Regi
stra
rEx
amin
atio
ns
Dep
uty
Regi
stra
rA
dmiss
ions
Dep
uty
Regi
stra
rAt
tach
men
t & P
lace
men
tD
eput
y Re
g.Se
nate
Affa
irsC
hairm
an o
fD
epar
tmen
ts
HoD
Acc
omod
atio
nH
oD C
ater
ing
Uni
vers
ityC
hapl
ain
Stud
ent
Cou
nsel
lor
Dep
uty
Dea
n of
Stud
ents
Dire
ctor
Spo
rts
& G
ames
Dep
uty
Vic
e‐C
hanc
ello
r‐A
SA
KEY
:A
SA -
Aca
dem
ic &
Stu
dent
Affa
irs
HoD
- H
ead
of D
epar
tmen
t
Dep
uty
Vic
e‐C
hanc
ello
r –RE
SEA
RCH
,INN
OVA
TIO
N A
ND
LIN
KA
GES
Regi
stra
r –Re
sear
ch,In
nova
tion
and
Link
ages
Dep
uty
Regi
stra
r‐Li
nkag
esD
irect
or II
P
Seni
or A
ssist
ant
Regi
stra
r ‐ II
P
Dire
ctor
Lin
kage
s&
Ext
ensio
n
Seni
or A
ssist
ant
Regi
stra
r ‐ L
inka
ges &
Exte
nsio
n
Dire
ctor
‐ RI
T
Seni
or A
ssist
ant
Regi
stra
r ‐ R
IT
RES
EARC
H IN
NO
VATI
ON
& L
INK
AG
ES D
IVIS
ION
ORG
AN
OG
RA
M
43 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)42 Soaring Heights in Transforming Industry and the Economy
GS
Publis
herE
ngin
e 0
.0.1
00.1
00
client
sig
natu
re
pro
ject
nam
esig
ned
date
dra
win
g t
itle
Arc
hitect
2 31scale
dra
win
g n
o.
pro
ject
job n
o.
Checked
client
MIN
IST
RY
OF
LA
ND
, H
OU
SIN
G &
UR
BA
N D
EV
EL
OP
ME
NT
ST
AT
E D
EP
AR
TM
EN
T O
F P
UB
LIC
WO
RK
S
AR
CH
ITE
CT
UR
AL
DE
PA
RT
ME
NT
Mach
ako
s U
niv
ers
ity
P.O
Bo
x 1
36-9
0100
MA
CH
AK
OS
Arc
h.M
bogo
arc
h M
urigu J
M
2,0
53.4
29 m
2
19.6
06 m
2
344.5
88 m
2
344.5
88 m
2
344.5
88 m
2
158.4
15 m
2
179.0
06 m
2
GR
AD
UA
TIO
N
SQ
UA
RE
ES
P
MU
HO
TE
L
UN
DE
R
CO
NS
TR
UC
TIO
N
ENGINEERING
BLOCK
TB
12
ST
UD
EN
TS
RE
SO
UR
CE
CE
NT
RE
TB
11
TB
9
FE
MA
LE
HO
ST
EL
S
TB
7
TB
6
TB
10
TB
5
MA
IN G
AT
E
EX
ISIT
ING
EN
GIN
EE
RIN
GW
OR
KS
HO
PS
MA
CH
AK
OS
- W
OT
E R
OA
D
MA
LE
HO
ST
EL
S
ST
AF
F H
OU
SE
S
CH
AN
CE
LL
OR
'S
PA
VIL
LIO
N
TB
2
RE
CR
EA
TIO
N
FIE
LD
S
SW
IMM
ING
PO
OL
EX
ISIT
NG
EN
GIN
EE
RIN
G
BL
OC
K
EX
ISIT
NG
BL
OC
K
PR
OP
OS
ED
LIB
RA
RY
EX
ISIT
NG
LIB
RA
RY
ENGINEERING
BLOCK
RECEPTION
BOOTH
PROPOSED
ADMIN
BLOCK
T B
4
SC
IEN
CE
CE
NT
RE
RE
CR
EA
TIO
N
CE
NT
RE
TB
1
GRAND STAND
ST
UD
EN
TS
HE
AL
TH
CE
NT
RE
TB
3
RE
SE
AR
CH
LA
BS
2
TELEPHONE
BOOSTER
POWER
SUBSTATION
OF
FIC
E
MA
LE
HO
ST
EL
S
RE
SE
AR
CH
LA
BS
1
FU
TU
RE
TU
ITIO
N
BL
OC
K
FU
TU
RE
TU
ITIO
NB
LO
CK
KE
Y
EX
IST
ING
BU
ILD
ING
S
PR
OP
OS
ED
BU
ILD
ING
S
FU
TU
RE
BU
ILD
ING
S
TB
DE
NO
TE
S T
UIT
ION
BL
OC
K
Tution b
lock 1
School of
Engin
eering a
nd T
echnolo
gy
Tution b
lock 5
School of
Health S
cie
nces
Tution b
lock 4
School of
Pure
and A
pplie
d s
ci
Tution b
lock 2
School of
Environm
ent
& N
atu
ral R
es.
Tution b
lock 3
School of A
gric &
Natu
ral R
es
Tution b
lock 6
School of
Busness &
Econ
Tution b
lock 7
School of
Education
Tution b
lock8
School of
Hum
anitie
s &
Socia
l S
ci
Tution b
lock9
School ofG
overn
ance &
leaders
hip
Tution b
lock 1
0S
chool of
Law
Tution b
lock 1
1S
chool of A
pplie
d H
um
an s
ci
Tution b
lock 1
2S
chool of
Hospitalit
y &
Tourism
NOTES
Mac
hako
s Uni
vers
ity la
nd u
se M
aste
r Pla
n
45 MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)44 Soaring Heights in Transforming Industry and the Economy
NOTES NOTES
MACHAKOS UNIVERSITY I STRATEGIC PLAN (2017-2022)46
Mac
hako
s Uni
vers
ity H
otel
and
Con
fere
nce
Cen
tre
(Le T
echn
isch
Resta
uran
t)