About HKMU - Strategic Plans

Rolling Strategic Plan 2013/2014 to 2016/2017

The Planning Department coordinate the Implementation, Monitoring and Evaluation process of the Rolling Strategic Plan (RSP)


HKMU produced the Second Strategic Plan 2013/14 to 2016/17 document. This plan however, is inspired by a 20 year Perspective Plan (2013/2014 – 2032/33), which is a brief document containing the longer goals and aims for the University, and one that provides a platform upon which shorter cycles of five-year plans (or five year strategic plans) are built. The two documents, Perspective Plan and the Five Year Strategic Plan are in use.

Unlike the first strategic plan that had 13 Strategic Objectives (SOs)/Areas of Focus, the current Perspective Plan and the Strategic Plan have 5 Areas of Focus/ Strategic Objectives, which are:

i. Teaching and Learning.
ii. Research and Information Dissemination.
iii. Strategic Delivery of Services and Consulting.
iv. Cooperation, Partnership and Strategic Alliances.
v. Organizational Development and Sustainability.

Area of Focus 1: Teaching and Learning:

• Our main target is to increase the number of students by 300 in 2014/15. We plan to attract the best students and offer them best quality training in the market. We plan to sustain our reputation as an internationally recognized and widely admired institution with the highest mix of international students (15% from over 15 countries). We shall continue to attract and retain the best trainers and researchers: scholars who are motivated to use their intellectual rigour to deliver the best, in multidisciplinary approaches. And we shall develop strategies that will help us to ensure that our graduates leave the university as critical thinkers, and as effective communicators.

• We shall continue with efforts towards matching our high quality teaching with visionary and dynamic research. We are currently investing towards attracting and developing scholars of international standing: and scholars who have strong commitment towards working with us to promote excellence in teaching, and in research.

• HKMU’s degree holders are reported to be competitive, confident, and with practical skills, and in high demand. We have strategies to work closely with prospective employers of our graduates, in an effort to ensure that we equip our students with critical skills that will make them even more competitive in the job market. And, through our co-curricular activities, we shall provide the students with opportunities that will cultivate transferable skills, strong work ethics, and employability.

Area of Focus 2: Enhanced Research and Publication Capacity:

• Research is an integral part of HKMU’s mission, since research and publication is what distinguishes universities from other institutions. HKMU aims at generating highest quality research outputs: and outputs that are internationally respected and acknowledged. But the thrust of our research, first and foremost, will be towards responding to the key challenges afflicting society, in Tanzania, in Africa, and in the global village.

• HKMU’s researchers and scholars must be able to compete at the global level, in an effort to further promote the institution’s international visibility. We shall strive to make HKMU a research-driven university. This will not only be in terms of research and publications outputs, but also in the application of the research results towards addressing national and international health and socioeconomic challenges. We shall enter into strategic alliances with select world-class knowledge producers, in order to remain at the cutting edge of research.

• The Global Fund infrastructural development support referred to earlier has enabled HKMU to construct self-contained flats for providing residential accommodation for short-term visiting scholars and researchers, with whom we shall establish research partnerships.

• Our main target is to win at least one new research grant in 2014/15, since research and publication is an integral part of HKMU’s mission. We shall strive to improve our research quality and governance, and to cultivate strong work ethics.

• We shall continue to recruit scholars of the highest standing, and to provide opportunities for advanced training for those already at the University. We shall motivate and inspire all our staff to maximise their creativity, enabling them to ascend to new academic heights. And, recognising our mission to catalyze positive change in society through research, we shall ensure that we work closely with potential beneficiaries throughout our research planning, right from the development of research ideas and agenda, to the dissemination of the research results, as well as implementation of research-based solutions.

• We shall strive to maintain highest standards of research governance, of accountability, of responsibility, and scholarly ethics.

Area of Focus 3: Strategic Delivery of Services and Consulting:

• Universities are active partners of the philosophy that higher education institutions make significant contributions to society through activities of individual staff members, and also of their students. Students and lecturers are increasingly doing well in the media, in politics, in the arts, etc., through advising government bodies, and through catalyzing socio-economic and technological development activities in society. University consultancy bureau are also making significant contributions in society.

• Consultancy is now recognized as a third role of University institutions, along with teaching and research. HKMU sees consultancy as an important responsibility to society. Being recipients of government grants, either directly, or indirectly through receiving fees paid by students (who receive study loans from Government), universities have an obligations to also provide advisory/ consultancy services to Government, and to society at large. HKMU sees consultancy services as activities with good potential for income generation, if well organized.

• Akin to the above are medical services provided to society by KHEN through the Kairuki Hospital (KH), the teaching hospital of the University. Together with their students, HKMU staff could creatively position themselves to join forces with KH, and contribute to offering high quality services in hospitals, both during the student training- and the internship periods. HKMU will work out the best optimal mixes in this respect, in terms of costs and benefits.

• Our vision is to see an HKMU Consultancy and Services Bureau established during 2013/2014, and to generate income from the consultancy fees, amounting up to 1% of HKMU’s Budget, initially. The bureau will strategize and coordinate income generation from weekend schools, correspondence studies, evening classes, etc.

Area of Focus 4: Cooperation, Partnerships and Strategic Alliances:

• Right from its inception, HKMU has been seen as a university with a regional and international outlook. We shall explore further opportunities for partnerships, working on major projects which will benefit both ourselves and the wider region. We shall strengthen our connections with the local community, not only through access to their facilities, but also through cultural outreach, exhibitions and events.

• We shall further advance our public engagements, and exploit partnerships with other education providers in the East African region, to provide flexible pathways for further partnerships in higher education, and to promote equality of educational opportunities to all.

• HKMU will continue to promote partnerships in our various activities, and to strongly engage our national, regional, and international partners, as well as our stakeholders and alumni, towards establishing a robust Centre for Regional and International Collaboration in selected themes.

• We shall strive to develop new and to advance existing research and teaching partnerships, at national, regional, and international level: to further engage people across the globe with our cultural, science and public engagement programmes; to support our staff and students towards contributing to these programmes; to engage our alumni across the world, encouraging them to further promote our good reputation; and to look for new ways to share space, facilities, services and expertise with other institutions and organisations.

Area of Focus 5: Organizational Development & Financial Sustainability:

• The cost of running university institutions continues to increase day by day. Without sustainable plans to cater for the same, one jeopardizes their existence. The major source of funding for most private universities in Tanzania is students’ fees. In order to survive, the universities must charge reasonable fees. This has, to some extent, become difficult and unaffordable to many low-income Tanzanians. In recent years, the government has decided to extend government sponsorship (e.g., through loans and grants) to all students joining both private and public universities, following laid down procedures. This development has reduced the hassle private universities used to face before, in collecting due fees from students. It has also increased the level of sustainability of the universities. Additionally, it has created an opportunity for universities to design and to establish attractive novel courses that help to increase enrolments per intake, and to reduce unit costs.

• Increasing finance capability is not an option at HKMU. It is a must. A must, since we have to survive stiff competitions in higher learning. Effective financial management involves both generating a surplus, as well as using the available resources more prudently.

• To supplement the income from student fees, we shall creatively generate additional income from the Students’ hostel facility, now that re-payments for the TEA loan referred to earlier are almost complete). We shall advertise the facility as a Conference venue when students are on vacation; we shall rent out the self-contained Guest rooms in the hostel to international visiting lecturers and researchers; and we shall also creatively generate income from the Cafeteria, the University book bank, and the Business centre. To improve efficiency and to reduce our time involvement in these non-core undertakings, we will employ the most feasible models, including partnerships, lease-outs, etc.

• More finances could be freed for development and improved learning if we improve basic finance practices, such as budgeting, forecasting, and reporting.

• Value for money will be improved by strategic management in the procurement of goods and services, which takes up to 60% of the university expenditures. Producing rigorous business plans, working to develop ways of measuring results, and catalyzing value for money practices in all university undertakings, designing fraud-proofing into our financial management systems, and designing impact evaluations, are some of the planned approaches that will help HKMU to do more with less.

• Within the first few years of the plan, we shall make efforts to introduce an improved set of core financial information reports, both at Council level, and for the wider community, and to incorporate key performance indicators. We shall have an established finance cadre, training policies, and professional support and guidance, for all those in the Finance Department and related offices.

• We plan to put in place, a strong financial control system that will minimise HKMU’s exposure to fraud and other key risks, and a robust lesson-learning and knowledge-sharing mechanism that will ensure a consistent approach to risk management across various university business lines. We shall also monitor effective quantification of financial loss. We shall design and recommend an efficient, fit for purpose, finance operating model. Our staff members, whose roles involve managing the university’s finances, will be trained to know about what is expected of them in their respective offices.

Implementation Budget for the Five-Year Strategic Plan is estimated to cost US$ 23,084,300, and an average of US$ 4,616,860 per annum. Inevitably, implementation of activities for the above mentioned Strategic Objectives, have contributed to mould HKMU to where it is today.

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