Moi University, Eldoret, Kenya - Strategic Plan 2004/05

The 10-year Strategic Plan for the University is an innovative and radical tool of management with the potential to transform the institution into a centre of academic excellence both nationally and internationally and enhance its competitiveness. The development of the 10-year Strategic Plan (2005-2015) was necessitated by the realization that the management system established in 1984 during the inception of the University and supported by two subsequent 10-year Development Plans, had become inadequate and unable to address the emerging issues of the time. This was occasioned partly by the bureaucratic tendencies of the highly centralized nature of the management structure in place. A consequence of this management system was delays in the implementation of decisions leading to failure in the achievement of what constituted the University's core business.

A SWOT analysis revealed nine critical challenges or strategic issues facing the University touching on implementation of decisions, governance, students, resources and academic programmes. The University could not achieve its mission without the nine strategic issues being addressed. Thus in the Plan, the University came up with radical measures and devised ways to counter the management hiccups facing it and restricting the efficient delivery of services.

The Vision, Mission and Core Values were reviewed to facilitate the University's new strategic direction to be an internationally recognized centre of academic excellence and a University of choice for many. Arising from this, there was restructuring of administrative units to devolve responsibility from the central administration to lower levels. Three offices of the Deputy Vice-Chancellor, namely Administration and Finance, Planning and Resource Mobilisation, and Academic and Student Affairs were created to replace the current establishment in a period of two years. During the transition period, the number of serving DVCs will be two, namely: DVC (P&D) and DVC(R&E). Furthermore, faculties were converted to schools and Deans given mandate to govern with greater autonomy. Academic and Administrative departments on the other hand were reduced in number to cut down on operational costs through merging and abolishing of some. Five colleges will be created in future each to be headed by a principal.

The centralized management style which was characteristic of previous governance system was decentralized to make it more effective and efficient in the implementation of decisions and delivery of services to the clientele. Thus the concept of Responsibility Based Management (RBM) was adopted, where management decisions affecting administrative functions, academic programmes and financial matters occur at the School and College levels, rather than at the central administration as was previously the case.

The nine prioritized strategic issues forming the backbone of the Plan and proposed solutions are given below:

Strategic issues	Objectives
1. Implementation of decisions.	Putting in place a system where decisions made are implemented within stipulated timeframes and budget
2. Governance.	Achieving international standards of corporate governance. Striving towards zero tolerance to corruption. Enhancing democratization in all administrative units.
3. Students.	Producing quality graduates capable of serving effectively locally and internationally. Attracting international students to study at Moi University. Promoting student exchange with collaborating institutions. Promoting alumni involvement in University activities. Promoting student governance and welfare.
4. Human resource.	Attracting and developing high caliber staff. Integrating gender mainstreaming in all decision making. Promotion of staff welfare.
5. Financial management.	Restructuring and institutionalizing best practices in financial management.
6. Academic, Research and Extension programmes.	Striving to achieve excellence in academic, research and extension. Fixing academic calendar.
7. Quality management	Implementation of a quality management system.
8. Infrastructure andInformation.	Harnessing ICT as a strategic management tool. Upholding international standards in library and information management for teaching and research.
9. Corporate Image and Identity.	Developing and maintaining a good corporate image.

With the full implementation of the Plan, the University anticipates to realize improved governance, student and staff welfare, financial management, academic and extension activities, quality management, infrastructure, corporate image and identity. In this way, the university will be efficiently managed and this will lead to better provision of services to its clients and partners and also the realization of its vision and mission, thus making it the University of choice.

The Plan will be monitored and evaluated regularly and a report of the extent of its implementation given each year.

For more Information about the Moi University Strategic Plan 2005/06 - 2014/15, Contact:

The Vice Chancellor,
Moi University,
P.O. Box 3900,
ELDORET, KENYA.
email: vcmu@mu.ac.ke

The Deputy Vice Chancellor
(Planning and Development),
Moi University,
P.O. Box 3900,
ELDORET, KENYA.
email: dvcpd@mu.ac.ke

Last Updated: September 2006