1.     To expand student enrolment from about 500 in 2013 to more than 1,000 in 2017

1.1 Increase enrolment in the existing degree programmes by 20% each year for the next five years

1.1.1

At least 150 students posted by TCU to HKMU to pursue medicine by 2014

Number of students posted by TCU to pursue different courses at HKMU

DONE

1.1.2

At least 150 direct applications from qualified students received and processed for MD by 2015

Number of application forms sold out

DONE, and most of the enrolled students were posted by TCU

1.1.3

At least 80 students posted by TCU to pursue BSc. Nursing by 2014

Number of student applications received

DONE

1.1.4

At least 100 direct applications from qualified students received and processed for other degree programmes by 2014

Number of students admitted

DONE in that all students enrolled were these approved by TCU

1.1.5

At least 400 applications from qualified students received and processed for diploma courses by 2015

Number of strategic advertisements (brochures, TV spots, billboards, newspapers etc).

DONE – but most of the Diploma Students, just like it was for the Degree programmes, applicants will apply to NACTE and only NACTE approved candidates

1.1.6

At least 100 applications for Certificate in Counselling received by 2015

PARTIALLY DONE:

There was only one certificate programme, Wholistic Therapeutic Counselling, whose performance was not impressive, but towards the end of the year, Certificate of Nursing was established, it had a positive response in terms of students’ enrolment, unfortunately, it has been closed by the Ministry of Health with effect from 2018 academic year.

1.2 Establish new academic programmes to attract at least 500 students by 2016

1.2.1

Two new diploma courses designed and introduced by 2014

Number so students enrolled in the new diploma programme

PARTIALLY DONE: Curriculum is available at the Ministry of Health, and HKMU has prepared Business Plan to Establish Diploma of Pharmacy & Medical Laboratory Sciences, but the programmes are yet to commence due to space constraint in the current university premises. Scheduled to commence once Stage I of Phase I facilities at the HKMU Boko Campus are ready.

1.2.2

At least 400 applications from qualified students received and processed for diploma courses by 2015

Number of students enrolled in the new diploma programmes

PARTIALLY DONE:  Limited space, and enrolled students were those who were approved by NACTE, especially for the Diploma in Nursing

1.2.3

Five new BSc. Degree programmes (Lab Tech., Public health, Nutrition and Biostatistics and Environmental Management and Science with Education) designed and introduced by 2017

Number of students enrolled in the new masters programmes

PARTIALLY DONE: Space constraints, but there are plans to prepare a curriculum for the Bachelor of Social Work; Pharmacy, and Public Health, hopefully, they will take off once Stage I of the Boko Campus is complete.

1.2.4

At least 400 applications for the new degree programmes received and processed by 2016

One Masters programme designed and introduced by 2014

NOT DONE:

Space constraint

1.2.5

At least 150 students register in certificate courses (50 in medical radiography, 50 in laboratory technology and 50 in pharmacy) by 2016

NOT DONE:

Space constraint

1.2.6

At least 200 applications for other certificate courses received by 2015

NOT DONE:

Space constraint

1.2.7

All programmes accredited by 2015

NOT DONE

-do-

1.2.8

All the programmes break even by 2017

1.3 Strengthen practical training of students

1.3.1

Revise protocols, guidelines and contents of practical training to meet international standards by 2014

Number of hours in practical sessions

PARTIALLY DONE: Limited resources/ funds, but partial revision was done for the BScN Curriculum and the MD Curricula is currently in the process of being reviewed.

1.3.2

Increase students’ exposure to patients by 10% over and above recommended average by 2016

Feedback from alumni (qualitative)

DONE: Students clinical rotation sites have recently increased to include not only Mwanyamala and Amana Hospitals but also Muhimbili National Hospital, Ocean Road Cancer Institute, Temeke, Lugalo Military Hospital, CCBRT, Magomeni, and Sinza District Hospitals

1.3.3

Increase carrying capacity of laboratories by 80% in 2014

DONE: Expansion of the labs have reached a limit, and that is why the University decided to build another campus at Boko so as to build bigger labs to increase students’ exposure in the basic sciences.

1.4 Use other hospitals for teaching, practical training and field studies to increase student exposure to a wide range of patients and conditions

1.4.1

Revise and maintain MoUs with the hospitals already used by HKMU (Muhimbili National Hospital, Amana and Mwananyamala district hospitals, Magomeni Urban Health Centre, Muhimbili Orthopaedic Institute, Ocean Road Cancer Institute and Mirembe Hospital Dodoma) by 2014

Number of MoUs with hospitals

DONE

1.4.2

Initiate new MoUs with CCBRT, Lugalo Military Hospital, TMJ Hospital and Tanzania Heart Institute by 2014

Number of students trained in these hospitals

DONE

1.4.3

Increase number of doctors willing and supervising HKMU students by 2014

Number of doctors willing and supervising HKMU students

DONE

1.4.4

Increase number of unique cases handled for students review by 2015

Number of unique cases handled

PARTIALLY DONE: Expected to be covered during programme Curriculum review

1.5 Use of ICT strategically for teaching and learning to improve efficiency and cut down costs

1.5.1

Revise ICT Master Plan by 2014

TZS. Saved as a result of ICT usage

NOT DONE

1.5.2

Carry ICT capacity stock take and have in place an ICT Strategy by 2014

Additional revenue generated through use of ICT

NOT DONE

1.5.3

Carry out major retooling of ICT equipment and network by 2015

Additional lecturers’ time

NOT DONE

1.5.4

Network expanded to requisite levels by 2015

Space in cubic meters released per hour

DONE – with the migration to Fibre Optic Cable

1.5.5

Identify and introduce modules/courses run on ICT interface to reduce teaching costs by 10% by 2012 (Need for substantial input to upgrade infrastructure) by 2017.

Number of additional students

NOT DONE

1.5.6

Introduce at least one masters course that is fully run on ICT by 2014

NOT DONE

1.5.7

Course management software developed by 2014

NOT DONE

1.5.8

Introduce at least 5 relevant e-health short courses by 2015

NOT DONE

1.5.9

Establish ICT Centre (e-Health Centre) by 2015

NOT DONE

1.5.10

Introduce e-Library by 2014

DONE: Introduction of the student Management System – HUSARIS. Limitations with the system has prompted opting to an alternative system called OSIM

1.5.11

Introduce OPAC in Library to cut down HR expenses by 30% by 2014

PARTIALLY DONE

1.5.12

Subscribe to and make available at least 5 relevant e-journals to students and lecturers by 2016

DONE: Subscription to e-Libraries

1.5.13

Introduce e-office to cut down stationery costs by 30% by 2014

NOT DONE: Expected to have been in the second phase of HUSARIS implementation, but HUSARIS take-off has had many challenges than success, and plan are underway to migrate to a similar software called OSIM, hopefully, the University will be in a position to adapt the e-Office Management software to cut down stationery

1.5.14

Introduce other student-lecturer interactive platforms by 2015

PARTIALLY DONE: Introduction of Google Classroom in 2016/17 academic year and plans are underway to introduce MOODLE LEARNING SOFTWARE

1.5.15

33% reduction in the number of lecture hours by 2016

NOT DONE

1.5.16

Introduce and maintain web connectivity including hotspots in every floor by 2016

PARTIALLY DONE

1.5.17

Introduce Students Information Management System (SIMS) to reduce costs of managing admissions, fees payment, examinations, award and certification by 20% by 2015

DONE: Introduction of HUSARIS, which is being replaced by OSIM

1.6 Attract and retain more international students to improve diversity of student base

1.6.1

HKMU liaison office/focal persons identified and functional in at least 3 countries (Kenya, South Sudan and Uganda) by 2014

Number of advertisements in Kenya, Uganda, Rwanda and South Sudan

NOT DONE: Limited source of fund, regulatory directive that all students applying for degree programmes should apply to TCU, and the difference in education system in Tanzania compared to other countries in East Africa. However, with increased usage of social media in the general public, HKMU is planning to take advantage of the social media as her marketing tool, where costs are relatively low compared to the print media.

1.6.2

Call for admissions advertised in at least 5 countries by 2015

Number of applications from outside Tanzania

NOT DONE

1.6.3

International Students’ Day observed and well attended by 2015

Number of students from outside Africa

NOT DONE

1.6.4

International Students’ clubs established and supported with a view of marketing HKMU back home by 2014

Percentage of foreign students

NOT DONE

1.6.5

Active and interactive university portal and blog/twitter in place by 2014

NOT DONE: Limited human resources in the Marketing and Public Relations Office

1.6.6

No. of countries of student destinations at HKMU increase from 15v to 20 by 2015

NOT DONE: Since TCU took over the role of selecting and admitting students to all universities and closure of pre-university programmes, the number of international students enrolling at HKMU has been decreasing.

1.6.7

Composition of foreign students increased from 15% to 25% by 2016

NOT DONE

1.6.8

Visiting students increased from 5 average to 10 per year by 2016

NOT DONE

1.7 Improve student welfare at HKMU

1.7.1

A strong and engaging Student Union continues to exist

Number of meetings and issues solved between Dean of Students and HKMUSA

DONE

1.7.2

Evaluation of student satisfaction by all university services carried out each year

PARTIALLY DONE: Students Assessment Forms of the Academic Staff at the end of year were misused by students, which rendered them useless; thus, they were dropped. But from 2016/17 academic year students have expressed the need to have Students Assessment Forms of the Academic Staff and Programmes be introduced. Plans are underway to introduce these forms as part of Quality Assurance Control of the Programme content and of the Academic Staff.

1.2 To continuously improve quality of teaching, learning and research at the University

1.2 Review and strengthen content of the existing degree programmes to maintain quality and relevance

1.2.1

Curriculum of all core courses fully reviewed every year

No. of new topics introduced/deleted/modified per course

PARTIALLY DONE: Curriculum review was done for the BScN programme in 2014/15 academic year and initiative to review the MD Curriculum started in 2016/17 academic year, and is in progress today.

The Postgraduate Curriculum too was revised during the 2012/13 academic year, by revising programme duration from four years to three years. Currently, it is being reviewed alongside the MD curriculum.

1.2.2

Syllabi and course contents of 95 (all) % of degree programmes revised, peer reviewed and reaccredited by 2014

Evidence of accreditation/peer review (letter, certificate, etc.)

NOT DONE

1.2.3

Criteria and lists of external examiners/moderators revised by 2014

NOT DONE

1.2.4

Comprehensive quality assurance and control system revised and implemented by 2014

PARTIALLY DONE: Efforts are underway to establish Quality Assurance Office and develop protocols, and policy guidelines.  Members of the Quality Assurance Office have been appointed and Quality Assurance Policy is being drafted

1.2.5

A structured feedback system for employers, peers, parents and alumni in place to solicit views for programme relevance in place by 2014

NOT DONE: No funds to conduct Tracer Study on where HKMU graduates are, whose data could have been used to establish required system of feedback from HKMU Alumni and their respective employers.

1.3 Review students’ admission and assessment criteria to demand for more relevance and hands on experience

1.3.1

Students’ entry qualifications and criteria revised to match quality and reality by 2014

Number of new provisions and old provisions

DONE: Led to increased student enrolment for the MD programme and slightly for the BScN programme. Regulatory Bodies at the Ministry of Health have remained adamant to review entry criteria to the BScN other than leveraging it the MD programme, which creates unnecessary conflict of interest to potential applicants.

1.3.2

Examination regulations reviewed to make them more current and relevant by 2014

Number of externally sponsored awards

DONE

1.3.3

Awards and certification criteria and processes reviewed by 2014

DONE

1.3.4

Best student in all degree programmes identified and awarded annually

DONE

1.4 Review assessment criteria for lecturers

1.4.1

Introduce Academic Score Card for assessing lecturers by students by 2014

NOT DONE

1.4.2

Academic Score Cards linked to wider HR assessments by 2014

NOT DONE

1.4.3

Students’ course evaluation forms fully used by 2014

PARTIALLY DONE

Table 2: Assessment of Implementation of the Second Five Year Rolling Strategic Plan 2013/14 – 2017/18

1.5.1

Quality Assurance Policy and Quality Assurance Handbook in place by 2014

Number of recommendations and feedbacks

NOT DONE

Table 2: Assessment of Implementation of the Second Five Year Rolling Strategic Plan 2013/14 – 2017/18

1.5.2

Quality Assurance Committee active

Number of actions taken as a result of recommendations of quality improvement

NOT DONE

1.5.3

Six months self- evaluation report submitted to TCU timely after every six months

NOT DONE

1.5.4

Internal evaluation report presented to Senate and Council every after two years

PARTIALLY DONE: Prepared internal evaluation report for the East Africa Committee for Pharmacy and Medical Council

1.5.5

Quality Champions are appointed and are active in every faculty (a student and a lecturers) by 2014

NOT DONE

1.     To increase output and relevance of research and publications at HKMU

2.1 Carry out relevant and timely demand driven research

2.1.1

Research Policy and Research Agenda revised by 2014

Number of papers published in International Journal

NOT DONE

2.1.2

70% of academic staff trained on how to write fundable research proposals by 2014

Number of papers published in Regional and local/national Journal

DONE: Training was conducted in 2015/16 academic year

2.1.3

At least three Research Groups (Women Medical Research Group – WMRG, etc.) established by 2014

Number of peer reviewed books/book chapters

PARTIALLY DONE

2.1.4

At least 2 researchers/research associates visit the University per year by 2015

Citation index per staff

DONE

2.1.5

At least 5 HKMU scholars attending international conferences, symposiums, etc. per year by 2016

Number of research proposals funded

DONE

2.2 HKMU researchers become more prolific in publishing and dissemination of research findings

2.2.1

At least one National/Regional or International scientific conferences hosted by HKMU per year by 20151

Number of promotions related to publications

DONE

2.2.2

Hubert Kairuki Research Grant introduced by 2014

Number of visitors/researchers visiting HKMU per year

DONE

2.2.3

University Research Symposium (Research Week) implemented by 2015

Citation index per lecturer

DONE

2.2.4

Quarterly University – wide Research Seminars introduced by 2015

DONE: Introduction of the Continuous Public Education Lectures/ Seminars

2.2.5

HKMU hosts at least one Journal by 2015

NOT DONE

2.2.6

At least 20 students actively involved in funded/commissioned research per year by 2016

NOT DONE

2.3 HKMU Scholars win more research funds and grants

2.3.1

At least two Commissioned researches won by HKMU scholars by 2014

TZS. posted as a surplus from research undertakings

NOT DONE

2.3.2

At least one Research Grant won by HKMU scholars by 2015

Number of MoUs entered by HKMU

NOT DONE

2.4 Make HKMU internationally recognized for research outputs

2.4.1

At least one scholar receives internationally recognised award by 2016

Number of awards received

NOT DONE

2.4.1

Average citation index increased for researchers by 2016

Citation index per researcher

NOT DONE

2.5 To improve HKMU capacity and infrastructure for long-term research

2.5.1

Complete construction of the Mushroom Production Building at Boko; mushroom research and production activities commence

Types of mushrooms tested and produced, and number of kilograms produced in a year.

DONE: Final report for the Mushroom project ready as the COSTECH funded period ended July 2017.

1.     To enhance interaction with public through consulting and service delivery

3.1 Enhance, foster possibility, capacity to consult

3.1.1

70% of staff trained on key consulting skills i.e. how to write bid documents, procurement laws and procedures, etc. by 2014

Number of consultancies undertaken

NOT DONE

3.1.2

HKMU Consultancy Bureau established by 2014

Number of bids submitted

NOT DONE

3.1.3

Income from consultancy fees supplement at least 2% of HKMU Budget by 2016

Value of assignments (in TZS.)

NOT DONE

3.2 Establish Continuing Education Programmes by 2014

3.2.1

Centre for Continuing Medical Education established and operational by 2014

Number of distance courses offered

NOT DONE

3.2.2

Continuing/Distance Learning Diplomas (in Nursing and Hospital Management) introduced and students recruited

Number of graduates produced

DONE

3.3 Establish a community health centre to serve community

3.3.1

HKMU model village identified and supported (one in Bukoba, Bagamoyo and Mtwara) to have model dispensary/health centre as a training frontier and as part of CRS by 2016

Types of services offered

NOT DONE

3.4 Identify spin-offs and value creation pathways and implement them

3.4.1

At least two successful companies are started that are based on HKMU’s biomedical research by 2016

Number of products and protocol

NOT DONE

3.4.2

At least two products or protocols developed and patented by 2016

Number of products and protocols

NOT DONE

4.1 Initiate and maintain local collaboration and strategic alliances

4.1.1

Enter into collaboration with Lugalo Military Hospital for joint training of corps and use as teaching hospital by 2014

Number of alumni

PARTIALLY DONE

4.1.2

80% of the big hospitals in city centre visited e.g. Muhimbili, Aga Khan, Tumaini, Hindu Mandal, Regency, St. Bernard and Burhani Alumni association with over 100 active alumni by 2014

Number of MoUs/MoAs

PARTIALLY DONE:  HKMU signed MoU with strategic hospitals that can be used for practical teaching of students – Mwananyamala, Temeke, Muhimbili, Kibaha/Tumbi Hospital, Lugalo Military Hospital (for Nursing Students), Magomeni, Sinza, and Ocean Road Hospitals

4.1.3

3 research cooperation fully active by 2015

TZS. gained as a result of collaborations

NOT DONE

4.1.4

Annual corporate week observed from 2014

NOT DONE

4.2 Develop international collaborations and strategic alliances

4.2.1

Enter into agreement with at least 2 Chinese/Eastern Asia universities by 2014

Number of exchange visits/scholars

PARTIALLY DONE:  MoU signed between HKMU and Fujian Agriculture and Forestry University (FAFU) in September 2016.

4.2.2

Enter into at least one collaboration with European/American university to offer joint courses especially at postgraduate level by 2015

Number of awardees

NOT DONE

4.2.3

Enter into at least one collaboration with a regional university by 2016

Amount of money realized as a result of collaboration

NOT DONE

4.3 Initiate and maintain strategic Public- Private Partnership arrangements

4.3.1

At least two pharmaceutical businesses agree to collaborate with HKMU in research and development (R&D) e.g. to run trials by 2015

Number of PhD studentships supported by industry

NOT DONE

4.3.2

At least two mobile phone companies agree to collaborate with HKMU to increase effort and resources to tackle developing world diseases by 2015

Number and amount of Post-doctoral grants

NOT DONE

4.3.3

At least two extractive industries (mining, gas, petroleum) agree to collaborate with HKMU to increase effort and resources to address public health issues as part of their wider corporate social responsibility by 2015

Number of undergraduate industrial placements

NOT DONE

4.4 Initiate and maintain strategic Community-University Partnerships (CUP) arrangements

4.4.1

CUP agreement made with Mikocheni A “Mtaa” to develop one nearby primary school into a University-community model for the integration of nutrition research, practice, and education by 2014

Number of agreements signed by the community

NOT DONE

4.4.2

Proposal completed in collaboration with Kinondoni Municipality by 2014

NOT DONE

4.4.3

Funds secured by 2014

NOT DONE

5.     HKMU systems and structures adequately support learning and training

5.1 Key decision makers conversant with key documents of HKMU

5.1.1

All staff and 50% of student leaders conversant with the University Charter, Perspective Plan and Strategic Plan by 2016

Number of violations of HKMU rules and regulations per year

DONE

5.1.2

Rules to accompany the University Charter in place by 2014

Participation index of Councillors and committee members

DONE

5.1.3

Five functional councils instituted (Planning Council, Spiritual Council, Social Welfare Council, Prayer Council & Finance and Estates Council) by 2014

DONE

5.1.4

100% members of the Council active and sign TORs by 2014

DONE

5.2 Monitor and evaluate the Strategic Plan

5.2.1

Output/Activity reporting format agreed and followed by Senate and Council meetings in every year

Compliance index for institutes, Departments, Faculties, Schools and Colleges

NOT DONE: Limited human resources and work overload in the Planning Office. The Planning Office is manned by one person from 2009.

5.2.2

Quarterly and Annual Reports tabled to the appropriate organs timely

PARTIALLY DONE

5.2.3

Annual Business Plans and Budgets agreed and approved 2 months before a new financial year

PARTIALLY DONE

5.3 Regularly improve organizational structure to match changes and demands

5.3.1

An up to date organogram developed and manned

Manning index (i.e. no. of staff on post against total staff requirement) of the organizational structure

DONE

5.3.2

Roles and responsibilities of posts including JERG harmonized and streamlined

No. of posts, roles, and responsibilities identified and harmonized

NOT DONE

5.4 Enhance Human Resources Capacity

5.4.1

A full establishment revised by 2015

DVC AC and Dean of Faculty of Science in post by 2013

DONE

5.4.2

All staff have job descriptions, appointment letters and contracts by 2015

Budgetary allocation for Training Plan

DONE

5.4.3

Human Resources Manual Revised and followed by 2015

Seniority factor

NOT DONE

5.4.4

Seniority factor established by 2015

NOT DONE

5.4.5

Staff Training and Development Policy in place by 2015

PARTIALLY DONE

5.4.6

Mechanism in place to attract and retain voluntary and critical skilled staff esp. professors from China and Europe by 2016

NOT DONE

5.4.7

Recruitment priority for filling up vacant posts, i.e. posts to be filled within 12, 24 and 36 months by 2014

PARTIALLY DONE

5.4.8

Terms and Condition of Services (TACOS) revised to attract, retain and motivate competent staff by 2014

NOT DONE

5.4.9

Computerized HR database, Financial Management, Students records, Academic Functions and Library by 2014

PARTIALLY DONE: All other functions are in the process of being computerized by having a database with the exception of the HR database, which might be implemented once the academic and library database are complete

5.4.10

Review the HRM policy, Scheme of Service/Remuneration and Retirement packages in line with the Charter by 2013

PARTIALLY DONE: These policies are currently in the process of being reviewed

5.4.11

Reduce academic staff turnover to 5% per year by 2014

NOT DONE: Awaiting review of the Scheme of Service in line with entry qualification, seniority factor/succession plan, and emoluments for every position

5.4.12

Ensure each department has at least 3 key full-time academic staff by 2015

PARTIALLY DONE:  In some disciplines, there are few specialists, thus it is hard to recruit as they are not in the market, and when available, they require higher emoluments than the University can offer

5.4.13

60% of all vacant administrative positions are filled by 2016

DONE: The Office of VC and Deputies are filled

5.4.14

HKMU Succession Policy and strategy in place by 2015

NOT DONE

5.5 Improve Records Management

5.5.1

Records Management System in place by 2013

Time to retrieve subject file

NOT DONE

5.5.2

University-wide Information Management System (CMIS) in place by 2014

Time to retrieve personal files

PARTIALLY DONE: Introduction of OSSIM Software to replace HUSARIS. This is expected to handle Student Information, Library, and there is a possibility to expand it to be used for teaching and administrative functions

5.2 Improve financial base and sustenance

5.2.1 Income rose through more gifts, donations, exemptions & concessions

5.2.1

Guidelines on subsidiary and diversification of income at HKMU prepared

Per annum from other sources (breakdown by sources)

PARTIALLY DONE

5.2.2

10% of alumni freely give one-time gifts to church and pastors

NOT DONE

5.2.3

Annual fundraising event brings TZS 400m, with 80% of pledges paid

NOT DONE

5.2.4

In-kind donations (books, equipment, lab kits, etc.) received and acknowledged

PARTIALLY DONE

5.2.5

Tax return and exemptions done timely

DONE

5.2.2 Control overheads and maintain frugality

5.2.2.1

Cap high cost utilities e.g. Fuel cost not more than 20% increase (introduce money allowance rather than fuel allowance) by 2013

Minimal financial errors, miss-posting, misstatements, and omissions

DONE: Introduction of Pastel Evolution to replace the older version, Sage Pastel; and plans are underway to train one of the Finance Staff to become future Internal Auditor as the cost of recruiting one from the market is higher than the University can afford.

5.2.2.2

Introduce Solar Energy to reduce electricity cost by up to 20% (use of solar during day time) by 2014

NOT DONE

5.2.2.3

Cap stationery costs to 20% less through use of ICT by 2014

PARTIALLY DONE: Encouraging staff to use email for internal communication. When printing, printing should be done on both sides of a paper, all examination results are submitted electronically through HUSARIS now OSSIM, and there are plans, submission and discussion of student results at the University Faculty Boards and Senate level should be done electronically as a way to cut down on stationery

5.2.2.4

Control staff costs by 20% (control extra duties, acting, travel costs etc.) per year by 2013

PARTIALLY DONE: Introduction of responsibility allowance to heads of departments and units

5.2.2.5

Develop a methodology to establish student and lecturer unit costs

NOT DONE

5.2.2.6

Activity cash budgeting instituted by 2014

PARTIALLY DONE

5.2.2.7

Goods bought in bulk by 2013

PARTIALLY DONE

5.2.2.8

Total rewards where allowances do not feature prominently introduced by 2015

NOT DONE

5.2.2.9

Financial forecast and predictability enhanced by e.g. capping fuel allowance and paying monies instead, etc. by 2014

DONE

5.2.2.10

Courses that run-in loss closed down by 2015

DONE:

The Wholistic Therapeutic Counselling programme has been recommended to be closed with effect from 2017/18 academic year

5.2.2.11

Costs of HKMU services and courses reworked to break even by 2015

DONE

5.2.2.12

Staff trained on business culture by 2015

NOT DONE

5.2.2.13

Commercial and procurement strategy developed by 2015

NOT DONE

5.2.2.14

Adhere to rules of finance, regulations and policies

DONE

5.2.3 Improve staff welfare

5.2.3.1

HKMU SACCOS financially sound 80% of working members join HKMU SACCOS

99% loans repaid timely

PARTIALLY DONE

5.2.3.2

20% HKMU SACCOS members take loans

Number of staff taking loans

DONE:

But the challenge is SACCOS inability to meet all loans request

5.2.4 Generate additional income

5.2.4.1

Students fees revised upward after every 3 years and increased by 5% in between the years

TZS. in profit

DONE

5.2.4.2

6-10% interest earned through trading in treasury bills and bonds per year by re investing surplus funds

NOT DONE

5.2.4.3

3-6% earned through deposit in fixed deposit A/C

PARTIALLY DONE

5.2.5 Improve corporate image of the university

5.2.5.1

Logo revised by 2014

Number of new students

DONE

5.2.5.2

Corporate colour and font identified by 2014

DONE

5.2.5.3

University slogan in use by 2014

DONE

5.2.5.4

University anthem in place

NOT DONE

5.2.5.5

University Banner is hosted by 2014

NOT DONE

5.2.6 Aggressive marketing of the University

5.2.6.1

ICT used strategically to leverage costs and effectiveness in marketing by use of face book, twitter, blogs

Number of savings made as a result of ICT use

NOT DONE

5.2.6.2

Telemarketing strategy developed and implemented by 2014

NOT DONE

5.2.7 Improve state of the art facilities

5.2.7.1

Conduct needs assessment of the existing equipment/facilities by 2013

Additional carrying capacity created

NOT DONE

5.2.7.2

Strategic refurbishment of the HKMU building to suit prevailing situation/needs including students’ recreational facilities by 2014

Students/customers satisfaction index

NOT DONE

5.2.7.3

Plan strategically/make economic use of existing space (use space economically) by 2014

DONE

5.2.7.4

Higher purchase of new space by 6/2014

NOT DONE

5.2.7.5

Buy/acquire condemned houses for clear the land in Mikocheni A and Mwananyamala for University Structures by 2015

NOT DONE

5.2.8 Develop University land and plots

5.2.8.1

Title deeds and legal documents updated for Boko (18 acres)

Number of additional space (in cubic metre.) available for teaching and learning

DONE

5.2.8.2

Completion of  Boko Master Plan and phase one construction of premises by 2015

PARTIALLY DONE

5.2.8.3

Solicit funds for construction of Phase 1 of Boko site development by 2017

PARTIALLY DONE: The University is currently in the process to mobilize funds for construction of Stage I of Phase I of HKMU Boko Campus

5.2.8.4

Acquire 300 acres of land for future expansion of the university premises and projects by 2016

NOT DONE

5.2.8.5

Develop plot no. 282, 322, 345, and 127 to house more lecture theatres, laboratories, and student hostels by 2017

NOT DONE

5.2.9 Build a world class laboratory for teaching and service

5.2.9.1

Titled acre plot secured (at slums) area close to Mwananyamala, Amana, TMJ or CCBRT Hospitals and Master Plan and drawings ready by 2016

Number of additional space (in cubic metre.) available for teaching and learning

NOT DONE

5.2.9.2

Funds and/or strategic investor secured by 2015

Amount of revenue generated

NOT DONE

5.2.9.3

Ground breaking starts by 2017

NOT DONE

5.2.10 Revise student Fees to reflect market realities

5.2.10.1

Introduce and charge fees for services provided by the University to students and other clients

Additional amount of money collected per annum above a set base of TZS. 215 million per annum

PARTIALLY DONE: Regulatory Body intervention that HKMU fees seems higher, thus, in such circumstances, and although HKMU is a private-private University, it cannot charge market rate fees as the economic hardships of many Tanzanians will not afford to pay market rate fees

1.1: Review the MD, BScN, Master of Medicine (MMed), Master of Social Work (MSW) and the MScPH

1.1.1 Write proposal to mobilise funds to undertake Tracer Study for the HKMU programmes as a way of reviewing MD, BScN, MMed, MScPH and MSW Curricula.

1.1.2 Allocate/ raise/ mobilise funds for MD, BScN, MMed, MScPH and MSW Curricula review.

1.1.3 Allocate/ raise/ mobilise funds for MMed, MScPH, and MSW Curricula review and review each programme as per available funds.

1.1.5 Approve revised programmes through the participatory organs of the University.

1.1.6 Market revised programmes extensively.

1.2 Increase teaching and administrative/ supporting staff for every Faculty, Directorate and School(s).

1.2.1 Each academic year, identify and prioritize Departments and Units requiring additional staff.

1.2.2 Advertise and recruit new academic, administrative, technical and/or supporting staff as per TCU and NACTE requirements or as per needy.

1.3: Increase student enrolment in the current programmes

1.3.1 Advertise HKMU and its programmes extensively through social media, Internet, radio, TV, newspapers, and magazine from time to time.

1.3.2 Participate in local and regional trade exhibition fairs to market available study opportunities at HKMU.

1.3.3 Visit secondary schools and inform them about study opportunities at HKMU.

1.3.4 Disseminate hard and electronic brochures to parents, organisations, and secondary schools.

1.4: Develop other training programmes including pharmacy, laboratory technologies, social work and Environmental Health Sciences.

1.4.1 Conduct market assessment to determine demand for the new academic programmes.

1.4.2 Set aside budget for curriculum development for every new programme.

1.4.3 Approve curriculum for the new programmes through participatory organs of the University.

1.4.4 Register approved curriculum with regulatory bodies; TCU and/or NACTE where applicable.

1.4.5 Market new programmes extensively.

2.1: Identify faculty training needs for improved teaching effectiveness

2.1.1 Each Department and/or Faculty to develop and implement staff development programmes at PhD, Masters, short-term training and exchange programmes for both academic and administrative staff.

2.1.2 Prepare and prioritise training programmes and set aside funds and/or strive to acquire scholarships for identified study programmes.

2.1.3 Devise staff retention mechanism after studies including establishment of Staff Succession Plan at Departmental/ Faculty level.

2.1.4 Departments/Units to establish succession plans.

2.1.5 Summarise succession plan for various Departments/Units to establish succession plan for the entire University.

2.1.6 Submit the Succession Plan to various organs of the University for approval.

2.1.7 Implement HKMU Succession Plan.

2.2: Train Faculty members on:

·         Educational psychology,

·         Adult learning and communication,

·         Teaching methods, 

·         Students assessment,

·         Quality assurance in education.

2.2.1 Each Department and/or Unit in the University to identify annual training needs assessment depending on their areas of engagement.

2.2.2 Determine and agree on the mode of conducting the identified training to individuals or groups.

2.2.3 Identify and approve training facilitators/Consultant or Institutions and funds to facilitate the training programmes.

2.3: Update Faculty members on profession changes and developments through Continuous Professional Development (CPD) to improve their content and for them to teach their students on current and relevant issues through seminars, workshops, on-line distance learning

2.3.1 All Academic Staff must strive to participate in at least two Continuous Professional Development (CPD) seminars and workshops per year.

3.1: Conduct thorough assessment of the current ICT infrastructure, its use, and identify potential areas for expansion

3.1.1 Prepare terms of reference, identify and engage consultant/team to review HKMU internet infrastructure, equipment with regards to current and future demands.

3.1.2 Consultant/ Taskforce team report   presented to participatory organs of the University for comments and approval.

3.2 Improve HKMU’s teaching and learning environment.

3.2.1 Take biannual and annual stock of university lecture halls, offices and hostel furniture, identify broken ones and plan for their repair including motor vehicle and equipment repair and/or immediately.

3.2.2 Repair and/or replace broken and/or obsolete furniture and equipment.

3.2.3 Prepare re-painting plan for university lecture rooms/halls, offices, library, laboratories and hostel rooms at least biannually. 

3.2.4 Take stock, and service all ICT equipment used for student training (i.e. Multimedia Projectors, Computers/Laptop, Public Address Systems and Microphones) after six months and at the end of the academic year and maintain report on when the next service and/or replacement is due.

3.2.5 Identify and prepare a list/report of items that are beyond repair every year and submit it to the Bursar’s Office to prepare for their disposal.

3.2.6 Bursar’s Office/Supplies Office in collaboration with the Estates Managers Office to oversee disposal of items deemed to be of no use to the University.

4.1: Review HKMU Organisational Structure to reflect the current functions of the University

4.1.1 Study and analyse the current University organisational structure for structural weaknesses, consistency and alignment with the current University Charter.

4.1.2 Make sure proposed changes in the Organisational Structure are approved by relevant organs of the University.

4.2: Set aside adequate financial resources for recruitment of new staff by advertising and/or head-hunting

4.2.1 HKMU Departments and Units to carry out needs assessment and identify respective vacancies to be filled in the next 5 years.

4.2.2 Set up annual plans and budget to recruit and engage new staff (103 in five years) in accordance TCU guidelines and priority areas of the University (i.e. Departments, Technical and/or Administrative Units).

4.2.3 For the period of five years and in order to adhere to TCU standards for Lecturer-Student-Ratio, recruit at least 5 Professors, 9 Senior/ Lecturers and 9 Tutorial Assistants for various disciplines per year.

Strive to pay and improve HKMU staff emoluments and other statutory benefits to attract, retain and improve their performance. 

4.3: Develop and apply the Open Performance Review Appraisal System (OPRAS) to assess all staff annually

4.3.1 Review HKMU existing Performance Review instrument and match with individuals’ job description targets.

4.3.2 Prepare HKMU electronic performance review instrument.

4.3.4 Translate to Kiswahili the performance review instrument for Office Attendants/Cleaners, Drivers and Security Guards.

4.4: Development of a balanced rewarding system that will motivate faculty to excel in performance of their duties as teachers, researchers and service providers

4.4.1 Devise rewarding criteria for various departments and units.

4.4.2 Consolidate proposed departmental and units rewarding criteria and present it to the participatory organs of the university for approval.

4.5: Review key operational policy and procedures (OPPs) for improved leadership, human resources and administration, finance, and materials management.

4.5.1 Set aside funds to review all out-dated HKMU operational policies and procedures such as:  

·         Human Resources Policy

·         Scheme of Service

·         ICT Master Plan and Policy documents

·         Research and Publication Policy

·         Consultancy Policy

·         Finance Policy.

4.5.2 Present reviewed policy documents to the relevant HKMU organs for approval.

4.5.3 Prepare Materials Management/ Procurement guidelines.

5.1: Secure funds for Boko Campus development

5.1.1 HKMU to mobilise funds required as 15% equity for the USD 7.9 million loan from GIEK Norway for construction of Stage I of Boko Campus.

5.1.2 Commencement and monitoring construction of Stage I of Phase I of Boko Campus Expansion.

5.1.3 Discuss with the current consultant, KICL to identify subsequent stages of development once Stage I is complete.

5.1.4 Identify feasible resource mobilisation strategy (i.e. co-financing, joint venture, build-operate-and-handover to the University or partnership) for some of the facilities in Phase I and II.

5.1.5 Start mobilising funds for Stage II by submitting fundraising concept notes and proposals to various funding agencies for consideration.

5.1.6 Annually, the university to set aside funds for Boko Campus development and/or loan repayment.

5.2: Initiate campus construction in stages and/or in phases.

5.2.1 Prepare and approve development plan for Boko Campus expansion for subsequent stages in Phase I.

5.2.2 Mobilise funds for construction of subsequent Stages in Phase I of Boko Campus expansion as per approved facility development priority.

5.2.3 Undertake construction of Boko Campus expansion subsequent stages as per available funding opportunities.

5.3: Move some of the training and research programmes into completed facilities at Boko.

5.3.1 Establish a team to oversee relocation of academic programmes when Boko Stage I construction is complete.

5.3.2 The team to prepare logistics and budget required for the relocation one year before Stage I construction is complete.

5.4: Establish new academic programmes such as Diploma in Pharmacy, Diploma in Health Laboratory Sciences, Environmental Health Science or Bachelor of Social Work.

5.4.1 Identify needs assessment and/or running costs for the new programmes in terms of space, human resources and market demand.

5.4.2 Prepare and approve Curricula and Concept Notes for proposed new programmes.

5.4.3 Curricula for the new programmes registered with respective regulatory bodies (TCU and NACTE).

5.4.4 Market/advertise new programmes extensively.

5.4.5 Recruit new students and run the programme.

6.1: Establish HKMU Research and Consultancy Bureau.

6.1.1 Appoint Consultant/ Team to review Research and Consultancy Policy documents to include among others the establishment of the research and consultancy bureau and incentives to attract staff to do research and consultancy.

6.1.2 Identify and recruit key resource person(s) for the Research and Consultancy Bureau.

6.1.3 Include research and/or consultancy as one of the deliverables in all academic staff job descriptions.

6.1.4 Operationalise Research and Publication Policy and the Research and Consultancy Bureau.

6.2: Appoint Director of Research and Consultancy Bureau.

6.2.1 Prepare Terms of Reference and appoint/recruit Director of Research and Consultancy Bureau.

6.3 Set up and strengthen a committee responsible to oversee research at HKMU.

6.3.1 Establish terms of reference and appoint Research Team/Committee(s).

6.3.2 Operationalise Research Committees.

6.4 Develop and conduct training programmes to build capacity for faculty members and students to regularly engage in research.

6.4.1 Director of Research and Consultancy Bureau to carry out internal capacity needs assessment on research and consultancy skill gaps.

6.4.2 Director of Research and Consultancy Bureau to prepare action plan to address identified research and consultancy skill gaps.

6.4.3 Identify Consultant and/or institution to facilitate HKMU staff training on identified areas for research and consultancy.

6.5 Encourage and support all faculty members to engage in research.

6.5.1 All academic staff to review their workload-hours in line with TCU requirement and indicate earmarked hours for research.

6.5.2 Research and Consultancy Bureau be in the forefront to search for research and consultancy opportunities.

6.5.3 University staff and students be given opportunity to participate in on-going research and consultancy activities for exposure and experience.

6.6 Set a fund to assisting faculties to develop fundable research proposals.

6.6.1 Faculties and/or Departments encouraged to mobilise their own research funds.

6.6.2 University to set aside 1% of her annual income to establish HKMU Research Fund and/or support research activities.

6.7 Explore sources of research funds actively from within and outside the country.

6.7.1 Train all academic staff on how write fundable research proposals.

6.7.2 All academic staff be required to write at least one research proposal per academic a team.

6.8 Develop research collaboration with local and international institutions.

6.8.1 Identify potential area of research/ institutional and resource persons as per identified areas of research excellence.

6.8.2 Identify resource and skills capacity gaps for research and ways for improvement through institutional collaboration.

6.8.3 Identify potential local and international institutions for research collaboration.

6.9 Develop research proposals to be funded by national and international research funding agencies apart from individual research proposals.

6.9.1 Develop and solicit funds to support research on identified priority areas.

6.9.2 Implement and publish results for joint research undertakings.

7.1: Hire/ Acquire expertise to assess the existing ICT infrastructure, use, and identify potential application of ICT in HKMU core functions.

7.1.1 Prepare and approve Terms of Reference and engage a consultant/team to assess existing University’s infrastructure in view of current and future requirements and resources needs.

7.1.2 Present consultant’s report and recommendations to participatory organs of the university.

7.1.3 Set aside and/or mobilise resources including human resources and equipment to address identified capacity gaps in the ICT Unit.

7.2: Improve the ICT infrastructure to function more effectively  

7.2.1 Set aside funds, prepare ToR and appoint consultant/team to review the HKMU ICT Master Plan.

7.2.2 Revised ICT Master Plan and Policy documents presented and approved by participatory organs of the university.

7.2.3 Implement revised ICT Master Plan & Policy.

7.2.4 Increase Internet bandwidth, speed and reliability by 50% of the current limit for improved efficiency and enhanced teaching and learning.

7.2.5 Study and design HKMU Information Resource Management (IRM) Unit Structure.

7.2.6 Establish database/backup system for HKMU Information Resource Management (IRM) Unit.

7.2.7 Increase internet connectivity hot spots within the campus for enhanced learning. 

7.3: Acquire ICT equipment that will allow expansion of ICT infrastructure in all of the core functions of the University (Teaching, learning, research, human resources management, financial management, and materials management)

7.3.1 Appointed Consultant in 7.1, to study, access, and find ways to interlink existing Information Management Systems (IMS) and provide recommendation to establish robust systems that can handle all business functions of the University such teaching-and-learning management system, students information management system, finance and human resource management.

7.3.2 Develop and/or acquire Information Management System that will integrate all core functions geared to convert Kairuki University into a paperless University.

7.3.3 Strive to digitalise some or all examination processing, office functions, financial requests, processing and approval procedures as a way to cut down paper consumption by more than half.

7.3.4 Develop in-house rules that will ensure university staff use ICT/IMS for students training, assessment and internal communication than printing.

7.3.5 Follow up and monitor implementation and adoption of the IMS at the University.

7.4: Harmonize ICT application and use at HKMU

7.4.1 ICT experts to study and harmonise existing information management systems ensure they are inter-linked for ease of use for improved efficiency.

7.4.2 Implement integrated information management system as suggested and approved by the university.

7.5: Support development of ICT skills among HKMU staff for effective use of ICT

7.5.1 Computerise key functions of the University to enable staff to adapt and comply with ICT use.

7.5.2 Discourage internal communication on print Memo and Letters and encourage staff to use email/ Document Management System (DMS).

8.1: Develop marketing strategy to attract academic staff and students to undertake consultancy services

8.1.1 Promote and market niche areas of research and consultancy.

8.2: Establish an endowment fund whose proceeds should be deposited into a fixed account to facilitate procurement of shares and/or facilitate research activities and provision of scholarship to needy-bright students.

8.2.1 Appoint Board of Directors, launch HKMU Endowment Fund and make it known through extensive publicity locally and abroad.

8.2.2 Appoint Endowment Fund Manager.

8.2.3 Mobilise funds for the Endowment Fund to a minimum of TZS 1 billion in five years.

8.2.4 Establish Endowment Fund portal on the University Website for potential donors to contribute directly into the Endowment Fund Collection Account.

8.3: Embark on cost containment/control measures and efficient use of resources.

8.3.1 Digitalise university payment system by integrating and/or subscribing to electronic systems that will enhance connection of the account system to university’s Bank Account, Mobile Banking and any other system deemed effective and cost-effective.

8.3.2 Conduct cost-benefit analysis of deploying designated suppliers for various consumables and services for the University against doing the same through the Supplies Office.

8.3.3 Establish HKMU procurement guidelines and specifications for assets, furniture and equipment, including ICT equipment and other high-value consumables.

8.3.4 Annually or biennially ensure Procurement Guidelines.

8.3.5 Conduct feasibility study to deploy Store Management System in the Finance Office to ease management of the Store.

8.3.6 Initiate and implement electric energy saving initiatives in the University facilities as a way to reduce power consumption and running costs.

8.3.7 Establish the possibility to install automatic control switch for all air conditions, fans and lights in the university facilities as a way to conserve energy.

9.1:  Renegotiate existing agreements with the teaching hospitals for mutual benefits.

9.1.1 Facilitate a meeting between Deans, Director Principal and Lecturers from the Teaching Hospitals' Clinical Departments to identify potential areas for collaboration.

9.1.2 Follow up and implement agreed objectives of collaboration.

9.2: Identify alternative benefit potential partners and/or teaching hospitals can benefit from HKMU as a way to mitigate supervision fee paid by the University

9.2.1 Setup a taskforce comprising Deans, Director, Principal and Heads of Departments for the clinical subjects to identify alternative or new facilities for conducting clinical rotations for undergraduate programmes in health facilities in neighbouring Regions.

9.2.2 Taskforce team report tabled to the organs of the university for improvement, approval and implementation.

9.3: Establish collaborative links with local and international institutions

9.3.1 Assess and strengthen existing local and international collaboration linkages with the University by reactivating and establishing new ones.

9.3.2 Establish a mailing list (institutions, persons of influence, sponsors, parents, students and alumni) that will be used university events.

9.4: Establish community services under Corporate Social Responsibility.

9.4.1 Identify University’s Corporate Social Responsibility activities and prepare implementation.

10.1: Achieve and maintain high quality of services.

10.1.1 Set up Quality Assurance Committee and develop QA guidelines.

10.1.2 Quality Assurance Committee to prepare and submit for endorsement HKMU QA Guidelines booklet.

10.1.3 Follow up and monitor implementation of the QA guidelines.

10.2: Strengthen the QA Unit

10.2.1 Establish an Office, appoint and/or recruit officers for HKMU QA Unit.

10.2.2 Provide funds to implement QA activities and annually, follow up implementation of QA activities and programmes.

10.3: Ensure adherence to TCU and NACTE standards and submission of self-assessment reports regularly as required by accreditation bodies

10.3.1 Prepare University-wide self-assessment reports as required by TCU or NACTE.

11.1: Develop HKMU Gender Policy/Guideline

11.1.1 Appoint a consultant or team to prepare and submit for approval the University Gender Policy.

11.1.2 Designate an office or department to oversee gender issues at the University.

11.1.3 Set aside and/or mobilise funds to address gender issues or programmes and annually, monitor implementation of identified gender programmes.

11.2: Provide equal opportunity for study, employment and service provision to all

11.2.1 Assess HKMU’s student enrolment and staff recruitment criteria with a view to make it responsive to gender equity as per the Tanzanian health sector workforce requirements.

11.3: People with disabilities will not be discriminated and will create enabling environment for them to thrive.

11.3.1 Provide equal opportunity to students and individuals applying for study and work at HKMU including those who are physically challenged.

11.3.2 Provide enabling environment in the student’s hostel to accommodate physically challenged individuals.

12.1 Improve student Welfare.

12.1.1 Review the current Student Welfare Policy.

12.1.2 Coordinate students’ affairs annually and provide implementation report.

12.1.3 Facilitate participation of students in sports and games.

12.1.4 Improve students’ recreational facilities including indoor games in the university.

12.1.5 Outsource student support services such as cafeteria and business centre.

12.1.6 Support students in identifying suitable off campus hostels.

12.1.7 Make sure all students studying at HKMU are registered with the Health Insurance Scheme and are fully vaccinated as per recommendation.

12.2: Increase means of communication between the University Management and Students Community.

12.2.1 Vice Chancellor to meet students as recommended, at least twice a year according to the University Almanac.

12.2.2 Prepare a detailed orientation programme and a Booklet for new Postgraduate and Undergraduate students.

12.2.3 Review Students Rules annually as may be required. Students Rules and the HKMUSA Constitution should be available on the University Website for ease access and reference.

12.3: Strengthen student academic and social counselling services.

12.3.1 Prepare and disseminate academic and social counselling service schedules to all students in the university.

12.3.2 Encourage peer counselling among students as an ongoing process.

12.3.3 Allocate academic advisors to students as their mentor.

12.4: HIV/AIDS
response at the university is strengthened

12.4.1 Promote preventive measures
including awareness on HIV among the student community.

12.4.2 Support students living with HIV/AIDS.

12.4.3 Sensitize and make awareness of HIV/AIDS and sexual transmitted infection diseases including free screening for HIV at least twice a year.

12.4.4 Procure and disseminate educational and protective materials.

1.1: Review the MD, BScN, Master of Medicine (MMed), Master of Social Work (MSW) and the MScPH

1.1.1 Write proposal to mobilise funds to undertake Tracer Study for the HKMU programmes as a way of reviewing MD, BScN, MMed, MScPH and MSW Curricula.

All curricula reviewed by December 2019

Curricula documents available

DVCAC, Deans, DPGS&RI, SA and PPO

               5,000

1.1.2 Allocate/ raise/ mobilise funds for MD, BScN, MMed, MScPH and MSW Curricula review.

Funds to review identified Curricular set aside by July 2019.

Availability of funds to review identified Curricular

DVCAC, Deans, DPGS&RI, SA and PPO

             50,000

1.1.3 Allocate/ raise/ mobilise funds for MMed, MScPH, and MSW Curricula review and review each programme as per available funds.

Funds to review all Postgraduate Curricula mobilised by December 2019.

Availability of funds to review Postgraduate programmes Curricula.

DVCAC, Deans, DPGS&RI, SA and PPO.

             30,000

1.1.5 Approve revised programmes through the participatory organs of the University.

All reviewed programmes approved by participatory organs of the University by December 2020.

Reviewed programmes by participatory organs of the University.

DVCAC, Deans, DPGS&RI, SA and PPO

1.1.6 Market revised programmes extensively.

Revised programmes advertised annually.

Presence of programme adverts for various medias

DVCAC, Deans, DPGS&RI, SA and PPO

             50,000

1.2: Increase student enrolment in the current programmes

1.2.1 Advertise HKMU and its programmes extensively through social media, Internet, radio, TV, newspapers, and magazine from time to time.

Revised programmes advertised annually.

Presence of programme adverts for various medias

DVCAC, PRO & MO

             50,000

1.2.2 Participate in local and regional trade exhibition fairs to market available study opportunities at HKMU.

Participate in local and regional exhibition trade fairs every year.

Availability of annual budget and expenses for exhibitions and/or trade fairs

PRO, MO

             75,000

1.2.3 Visit secondary schools and inform them about study opportunities at HKMU.

List of Secondary Schools to be visited prepared and budgeted for annually.

List of Secondary Schools visited annually

PRO, MO

             25,000

1.3.4 Disseminate hard and electronic brochures to parents, organisations, and secondary schools.

University contact list (including postal address, email, Facebook, WhatsApp, Telegram, Twitter and Instagram) established by January 2019.

University contact list compiled and in use.

PRO, MO

1.3: Develop other training programmes including pharmacy, laboratory technologies, social work and Environmental Health Sciences.

1.3.1 Conduct market assessment to determine demand for the new academic programmes.

Conduct market assessment of the new programmes by January 2020

Market assessment of new programmes conducted and approved.

DVCAC, Deans and PPO

             56,000

1.4.2 Set aside budget for curriculum development for every new programme.

Curriculum development budget for the new programmes prepared and approved by November 2019.

Curriculum development budget for new programmes approved.

DVCAC, Deans and PPO

           160,000

1.3.3 Approve curriculum for the new programmes through participatory organs of the University.

Curriculum for new programmes approved by the university by January 2020.

New programmes approved by the university.

DVCAC, Deans, Head(s) of Respective Department and PPO

             40,000

1.3.4 Register approved curriculum with regulatory bodies; TCU and/or NACTE where applicable.

New programmes registered by TCU and/or NACTE by June 2020.

New programmes registered by TCU and/or NACTE.

DVCAC, Deans, Head(s) of Respective Department and PPO.

             28,000

1.3.5 Market new programmes extensively.

New programmes marketed extensively in the public and the social media annually.

Number of Marketing and publicity adverts made per year.

DVCAC, PRO & MO

             80,000

Sub-total SO 1

         649,000

2.1: Identify faculty training needs for improved teaching effectiveness

2.1.1 Each Department and/or Faculty to develop and implement staff development programmes at PhD, Masters, short-term training and exchange programmes for both academic and administrative staff.

Staff training needs identified and training plans in place by June 2019

List of staff to be trained and training programmes.

DVCAC, DVCPFA, Deans, PKSN, Heads of Depart/Units

2.1.2 Prepare and priorities training programmes and set aside funds and/or strive to acquire scholarships for identified study programmes.

Priority areas of study for the university identified, funds allocated on annual basis and staff nominated and/or encouraged to acquire scholarships as from 2019 henceforth.

Number of staff selected annually for further studies.

DVCAC, DVCPFA, Deans, PKSN, Heads of Depart./Units

           275,000

2.1.3 Devise staff retention mechanism after studies including establishment of Staff Succession Plan at Departmental/ Faculty level.

Staff retention plan established and approved by September 2019.

Availability of staff retention plan.

DVCAC, DVCPFA, Deans, PKSN, Heads of Depart./Units

2.1.4 Departments/Units to establish succession plans.

All Departments/ Units to develop succession plan and submit it to the Deans or Heads of Units for compilation by December 2019.

Departments and/or Units succession plan prepared.

DVCAC, DVCPFA, Deans, PKSN, Heads of Depart./Units

2.1.5 Summarise succession plan for various Departments/Units to establish succession plan for the entire University.

HRAM in collaboration with the Deans and Principal's Offices to compile and synthesise succession plan by June 2019.

University Succession plan completed.

DVCAC, DVCPFA, Deans, PKSN, Heads of Depart./Units

2.1.6 Submit the Succession Plan to various organs of the University for approval.

Succession plan approved by the university by September 2019.

Succession plan approved.

DVCAC, DVCPFA, Deans, PKSN, Heads of Depart./Units

2.1.7 Implement HKMU Succession Plan.

University Succession Plan in place by October 2022.

Succession Plan document.

DVCAC, DVCPFA, Deans, PKSN, Heads of Depart./Units

2.2: Train Faculty members on:

·         Educational psychology

·         Adult learning and communication,

·         Teaching methods,

·          Students assessment,

·         Quality assurance in education.

2.2.1 Each Department and/or Unit in the University to identify annual training needs assessment depending on their areas of engagement.

All Departments/Units identify training needs assessment by December 2019.

Number of Academic and Administrative staff identified and planned for training at various levels.

DVCAC, DVCPFA, Deans, PKSN, Heads of Department/Units.

2.2.2 Determine and agree on the mode of conducting the identified training to individuals or groups.

Modality on how and when individuals identified in 2.2.1 will be trained, identified by June 2019.

Staff training programmes identified.

DVCAC, DVCPFA, Deans, PKSN, Heads of Department/Units.

2.2.3 Identify and approve training facilitators/ Consultant or Institutions and funds to facilitate the training programmes.

Training institutions and/or persons identified for training annually by June 2019.

Number of staff trained per year.

DVCAC, DVCPFA, Deans, PKSN, Heads of Department/Units.

2.3: Update Faculty members on profession changes and developments through Continuous Professional Development (CPD) to improve their content and for them to teach their students on current and relevant issues through seminars, workshops, on-line distance learning

2.3.1 All Academic Staff must strive to participate at least two Continuous Professional Development (CPD) seminars and workshops per year.

All staff participates in at least one training programme per year.

List of staff participating in CPD's, seminars and workshops.

DVCAC, DVCPFA, Deans, PKSN, Heads of Department/Units.

             50,000

2.3.2 Set aside budget/ mobilise funds to facilitate staff to participate in CPD’s, seminars and workshops.

Annual budget provides funds to enable staff to participate in CPD's, seminars and workshops.

Availability of funds and certificate of attendance and/or CPD, workshop and seminar reports.

DVCAC, DVCPFA, Deans, PKSN, Heads of Department/Units.

             17,500

2.4 Increase teaching and administrative/ supporting staff for every Faculty, Directorate and School.

1.4.1 Each academic year, identify and prioritize Departments and Units requiring additional staff.

All human resource gaps in the Departments and Administrative Units to be filled by December 2021.

List of potential academic, technical and administrative staff to be recruited annually.

1.4.2 Advertise and recruit new academic, administrative, technical and/or supporting staff as per TCU and NACTE requirements or as per needy.

To recruit new and or additional staff for academic and administrative staff as per existing needy.

Number of academic, technical and administrative staff recruited annually

             50,000

Sub-total SO 2

         392,500

3.1: Conduct thorough assessment of the current ICT infrastructure, its use, and identify potential areas for expansion

3.1.1 Prepare terms of reference, identify and engage consultant/team to review HKMU internet infrastructure, equipment with regards to current and future demands.

Terms of reference prepared and consultant/team to review HKMU internet infrastructure and ICT capacity gap engaged by June 2019.

Report on HKMU internet infrastructure review.

DVCAC, DVCPFA and SA.

             30,000

3.1.2 Consultant/ Taskforce team report   presented to participatory organs of the University for comments and approval.

Review of HKMU internet infrastructure presented to participatory organs of the University by September 2019

DVCAC, DVCPFA and SA.

3.2 Improve HKMU’s teaching and learning environment.

3.2.1 Take biannual and annual stoke of university lecture halls, offices and hostel furniture, identify broken ones and plan for their repair including motor vehicle and equipment repair immediately.

Conduct quarterly and/or semiannual repair of furniture and equipment in the lecture halls/rooms, laboratories, library and offices, including motor vehicle and equipment.

Number of furniture, equipment, motor vehicle needing repair and replacement identified.

HRAM, EM and HM

3.2.2 Repair and/or replace broken and/or obsolete furniture and equipment.

Conduct quarterly and/or semiannual replacement of furniture and equipment lecture halls/rooms, laboratory, library and office furniture and equipment.

Number of furniture and equipment replaced quarterly and/or semiannually.

HRAM, EM and HM

           960,000

3.2.3 Prepare re-painting plan for university lecture rooms/halls, offices, library, laboratories and hostel rooms at least biannually. 

Painting schedule in place by May 2019.

Number of university facility painted annually.

HRAM, EM and HM

             40,000

3.2.4 Take stock, and service all ICT equipment used for student training (i.e. Multimedia Projectors, Computers/Laptop, Public Address Systems and Microphones) after six months and at the end of the academic year and maintain report on when the next service and/or replacement is due.

Identify a list of ICT equipment to be repaired and/or replaced annually.

Number of ICT equipment repaired and/or replaced annually.

SA

3.2.5 Identify and prepare a list/report of items that are beyond repair every year and submit it to the Bursar’s Office to prepare for their disposal.

List of items to be disposed prepared annually.

Number of items disposed annually.

SA

3.2.6 Bursar’s Office/Supplies Office in collaboration with the Estates Managers Office to oversee disposal of items deemed to be of no use to the University.

Finance Office to oversee annual disposal of university obsolete items.

Number of obsolete items disposed annually.

HRAM, EM and SO

Sub-total SO 3

      1,030,000

4.1: Review HKMU Organisational Structure to reflect the current functions of the University

4.1.1 Study and analyse the current University organisational structure for structural weaknesses, consistency and alignment with the current University Charter.

University Charter and Organizational Chart reviewed by June 2019

Reviewed Charter and the Organizational Chart.

DVCAC, DVCPFA, CC

               5,000

4.1.2 Make sure proposed changes in the Organisational Structure are approved by relevant organs of the University.

Revised Organizational Structure presented to relevant organs of the university for approval by June 2019.

Revised Organizational Structure in place.

DVCAC, DVCPFA, CC

4.2: Set aside adequate financial resources for recruitment of new staff by advertising and/or head-hunting

4.2.1 HKMU Departments and Units to carry out needs assessment and identify respective vacancies to be filled in the next 5 years.

All Departments carry out needs assessment and vacant positions to be filled annually.

Prioritized list of vacant positions in place.

DVCAC, DVCPFA, CC, Deans, Heads of Depart./ Units

4.2.2 Set up annual plans and budget to recruit and engage new staff (103 in five years) in accordance TCU guidelines and priority areas of the University (i.e. Departments, Technical and/or Administrative Units).

Establish annual priority areas (i.e. Departments, Technical and/or Administrative) for staff recruitment.

Number of new staff recruited annually.

9

#

7

62

11

DVCAC, DVCPFA, Deans and HRAM

4.2.3 For the period of five years and in order to adhere to TCU standards for Lecturer-Student-Ratio, recruit at least 5 Professors, 9 Senior/ Lecturers and 9 Tutorial Assistants for various disciplines per year.

At least 5 Professors, 9 Senior/ Lecturers and 6 Assistant Lecturers are engaged per year.

Number of Professors, Senior/Lecturers and Assistant Lecturers engaged.

VC, DVCAC, DVCPFA, HRAM

4.2.4 Strive to pay and improve HKMU staff emoluments and other statutory benefits to attract, retain and improve their performance. 

Make sure in every month, staff salaries are paid timely.

Number of staff paid salary per month and/or annually.

VC, DVCAC, DVCPFA, HRAM

4.3: Develop and apply the Open Performance Review Appraisal System (OPRAS) to assess all staff annually

4.3.1 Review HKMU existing Performance Review instrument and match with individuals’ job description targets.

HKMU Performance Review Instrument reviewed to match individual job description by June 2020.

HKMU Staff Performance Review Instrument reviewed.

DVCAC, DVCPFA and HRAM

               5,000

4.3.2 Prepare HKMU electronic performance review instrument.

Staff Performance Review Instrument available and processed electronically by December 2021.

Electronic Staff Performance Review Instrument in use.

DVCAC, DVCPFA, SA and HRAM

               5,000

4.3.4 Translate to Kiswahili the performance review instrument for Office Attendants/Cleaners, Drivers and Security Guards.

Performance Review Instrument for Office Attendants/ Cleaners and Drivers and Security Guards translated to Kiswahili by December 2019,

Kiswahili Performance Review Instrument for Office Attendants/ Cleaners and Drivers and Security Guards in use.

HRAM

4.4: Development of a balanced rewarding system that will motivate faculty to excel in performance of their duties as teachers, researchers and service providers

4.4.1 Devise rewarding criteria for various departments and units.

Staff rewarding criteria for Academic, Administrative, Office Attendants/Cleaners, Drivers and Security Guards established by September 2019.

HKMU Staff rewarding criteria in use.

DVCAC, DVCPFA, Deans, Heads of Depart/Units, HRAM

4.4.2 Consolidate proposed departmental and units rewarding criteria and present it to the participatory organs of the university for approval.

Staff performance rewarding criteria approved and implemented by December 2020.

HKMU Staff rewarding criteria in use.

DVCAC, DVCPFA, Deans, Heads of Depart/Units, HRAM

4.5: Review key operational policy and procedures (OPPs) for improved leadership, human resources and administration, finance, and materials management.

4.5.1 Set aside funds to review all out-dated HKMU operational policies and procedures such as:

·         Human Resources Policy

·         Scheme of Service

·         ICT Master Plan and ICT Policy documents

·         Research and Publication Policy

·         Consultancy Policy

·         Finance Policy

·         Students Welfare Policy.

Sufficient funds are available and consultant/team identified by December 2019,

Number of OPPs reviewed.

DVCAC and DVCPFA, Deans, DPGS&RI, UB, HRAM, CC, SA and PPO.

           175,000