a)         Dairy and Farm; Livestock production seeks to improve access to products such as milk, cheese, yoghurt and ice cream among others. At the same time, the project will sell high breed cattle (dairy), supply enough milk and farm produce all aimed at boosting the income. The department will liase with various stakeholders, to enable it adopt modern dairy management practices. Other services to be offered by the project will include research and consultancies on dairy and poultry farming.

 

b)         Supermarket; Operation at the supermarket will seek to provide grocery, home utilities and foodstuffs to the UoA community within a reasonable distance. It will include services, which will also allow the neighbouring villages access to the most basic necessities. Furthermore, it is the intention of the UoA to establish and equip the supermarket to enable it to generate income to cover its recurrent costs and  be self-sustainable.

 

c)         Internet Café; This service aims to provide modern information/communication services to the UoA community at a reasonable distance. It also seeks to generate income to support its operation. Other services in this domain will include telephone, binding, photocopy and secretarial services and eventually to open branches in Usa River and Arusha town.

 

d)         Bakery & Canteen; In the past the food production unit at UoA has realised a lot of success. This is attributed to the quality food products such as bread, which it supplies to a cross section of stakeholders. To improve its operation the department will seek to procure modern facilities and employ more skilled food technologist to facilitate the intended large-scale production. The department will also support the UoA cafeteria in preparation and production of high quality food for the students hence improved student health.

 

The intended food processing will include, large-scale production of bread, cakes, donuts, gluten, juice, and chapattis among others. The project will also seek to market its products in the nearby towns of Arusha and Moshi. Through such interventions the department expects to generate income for its sustainability.

 

e)         Grinding mill; Despite competition, the UoA mill provides milling services to the university community and hopes to expand it to produce animal feeds for cows, poultry and other domestic animals.

 

f)          Dispensary; The university dispensary endeavours to provide a Christian-based, quality, affordable, basic medical care to UoA family and the entire community through an integrated healthcare system including preventive, promotive and curative services. The project will seek to improve and expand its services at the dispensary to include maternal child health (MCH), Family planning (FP), Primary Health Care (PHC), minor surgery and dental services.

Although the UoA health service is formulated based on a not-for-profitt philosophy, it will be expected to generate funds to enable it run successfully. The UoA authority has already put in place an expansion strategy that will include supply of adequate staff, supply of adequate drugs and improved services. It is important to mention that the   department will need to carry out an urgent baseline survey to enable it establish benchmarks and monitoring indicators. This will also enable the project to establish its monitoring and evaluation/surveillance systems

 

 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


.

 

1    7.  RESOURCE INPUTS

 

1.1   7.1      Budgets

 

A summary of the aggregated budget for UoA development programmes is given in table 3. As shown in the table the institute component will have a budget of Tsh.4,705,811,926 While the academic advanced will account for as much as 41% (Tsh.1,908,942,200). This is justifies the important role the component will play in the development process.  The construction and development of physical facilities constitute a large share of 28% while Administration constitutes 18%. Support to auxiliary enterprises will take 8% and the university health service delivery take 5%. It is important to point that the budgets are indicative and will be subject to revision upon acceptance of the project development idea by partners.

Table 3: Aggregate Budget Summary for UoA 2003 - 2008

 

Component

Amount requested in Tsh.

Percent

(%)

               Support to Academic Advancement

1,908,942,200

41

               Support to auxiliary enterprise development

218,301,000

8

               Dispensary

379,631,600

5

               Administration

878,936,626

28

               Physical Facilities

1,320,000,500

18

Total

4,705,811,926

100

 

7.1.1     Budget for Academic Advancement

 

Budget outlay for Academic Advancement has three components. Part one presents the budget for supporting academic programme scope in various faculties and is uniquely arranged against key objectives. Part two provides development aspects covering Auxiliary Enterprises programmes while part three covers the proposed physical development for the faculties.

Table 4: Proposed budget for faculty of Theology/Religious studies

 

Strategy

Period of Implementation Plan

TOTAL

Year 1

Year 2

Year 3

Year 4

Year 5

                     Teaching and learning

22,550,000

22,550,000

22,550,000

22,550,000

 

90,200,000

                     Faculty development policy

8,140,000

8,140,000

8,140,000

8,140,000

8,140,000

40,700,000

                     Materials for ministerial practicum

19,570,000

19,570,000

19,570,000

19,570,000

19,570,000

97,850,000

                     Theological research

8,870,000

8,870,000

8,870,000

8,870,000

8,870,000

44,350,000

                     Strengthen Christian standards, values and spirituality

6,040,000

6,040,000

6,040,000

6,040,000

6,040,000

30,200,000

                     Increase the enrolment of students

25,300,000

12,650,000

12,650,000

 

 

50,600,000

                     Collaboration and networking

25,860,000

25,860,000

25,860,000

25,860,000

25,860,000

25,860,000

                     Awareness Creation

2,020,000

2,020,000

2,020,000

2,020,000

2,020,000

2,020,000

                     M&E Tools and Capacity building

4,446,000

 

4,446,000

 

                   -  

8,892,000

Total

122,796,000

 105,700,000

110,146,000

93,050,000

70,500,000

502,192,000

 

 

Table 5: Proposed budget for Business Administration

 

Strategy

Period of Implementation Plan

TOTAL

Year 1

Year 2

Year 3

Year 4

Year 5

                      Teaching and learning

  25,300,000

  25,300,000

25,300,000

25,300,000

101,200,000

                      Identify companies and organizations for practical attachment

39,570,000

 39,570,000

39,570,000

39,570,000

39,570,000

197,850,000

                      Increase the enrolment of students

  12,800,000

 12,800,000

 -

 -

25,600,000

                      Collaboration and networking for fund raising

    25,860,000

  25,860,000

25,860,000

 25,860,000

 25,860,000

129,300,000

                      M&E Tools and Capacity building

6,987,500

  

6,987,500

-

-

     13,975,000

                      Staff development

6,340,000

6,340,000

6,340,000

 6,340,000

  6,340,000

31,700,000

                      Communication Services

     3,270,000

    3,270,000

  3,270,000

  3,270,000

    3,270,000

16,350,000

                      External Supervisors

   2,240,000

    2,240,000

  2,240,000

   2,240,000

    2,240,000

  11,200,000

                      Business IGAs

     2,020,000

    2,020,000

  2,020,000

   2,020,000

    2,020,000

 10,100,000

                      Office Administration

   29,178,400

  29,178,400

29,178,400

 29,178,400

  29,178,400

145,892,000

Total

153,565,900

146,578,400

140,765,900

133,778,400

108,478,400

683,167,000

 

 

Table 6: Proposed budget for faculty of Education, Guidance and Counseling

 

 

Strategy

Period of Implementation Plan

TOTAL

Year 1

Year 2

Year 3

Year 4

Year 5

Purchasing of Teaching Learning materials

      27,830,000

11,080,000

 12,005,000

    8,280,000

12,005,000

      71,209,000

Advertisement

          600,000

                -  

               -  

                     -  

     900,000

        1,500,000

Upgrading lecturers

                     -  

 27,120,000

            -  

   27,120,000

                 -  

      53,340,000

Educational Resource Centre

                     -  

  1,275,000

 12,465,000

         -  

-  

 13,740,000

Institutions for practical experience

       1,000,000

 17,680,000

 45,680,000

 45,680,000

45,680,000

155,736,000

Toyota land cruiser

                     -  

  1,380,000

      380,000

        380,000

    380,000

        2,720,000

Monitoring and Evaluation

       1,188,000

  1,588,000

   1,188,000

 1,188,000

1,188,000

        6,290,000

Building construction

       4,566,000

  5,320,000

 14,065,000

 10,190,000

  4,240,000

      38,381,000

Collaboration and public relations

            60,000

  3,422,000

   3,422,000

       3,422,000

  3,422,000

  13,848,000

Advertise

       1,020,000

  2,920,000

  2,920,000

     2,920,000

 2,920,000

      12,700,000

Total

      36,264,000

 71,785,000

 92,125,000

  99,180,000

70,735,000

   369,464,000

 

 

Table 7: Proposed budget for faculty of Health Science and Technology

 

Strategy

Period of Implementation Plan

TOTAL

Year 1

Year 2

Year 3

Year 4

Year 5

Purchasing of Teaching Learning materials

20,830,000

12,000,000

8,500,000

6,000,000

6,000,000

53,330,000

Advertisement

900,000

300,000

300,000

300,000

300,000

2,100,000

Staff Planning and Development

29,253,200

27,120,000

8,448,200

9,253,200

74,074,600

Establishment of Finance Management System

5,190,000

50,000

4,050,000

50,000

50,000

9,390,000

Develop Participatory Monitoring and Evaluation tools

5,190,000

50,000

50,000

50,000

50,000

5,390,000

Purchase Nursing department Van

-

140,000,000

6,000,000

6,000,000

6,000,000

158,000,000

Gender sensitisation

2,146,600

146,600

146,600

146,600

146,600

2,733,000

Collaboration and Networking

11,000,000

10,000,000

5,000,000

9,000,000

11,000,000

46,000,000

Environmental Sanitation

1,398,800

793,200

293,200

293,200

293,200

3,071,600

Total

75,908,600

163,339,800

51,459,800

30,288,000

33,093,000

354,089,200

7.1.2     Support to Auxiliary Enterprise development

 

Table presents the proposed outlay of various projects from the auxiliary enterprise development. The total proposed budget amounts to Tsh218,301,000. These include dairy and poultry farming which accounts for as much as 50% of the total for auxiliary enterprises. This is. The bakery and supermarket each account for as much as 12%.  The Internet café constitute 17% while the grinding mill will cover 8%.

 

Table 8: Proposed Budget for Auxiliary Enterprises

 

Strategy

Period of Implementation Plan

TOTAL

Year 1

Year 2

Year 3

Year 4

Year 5

                     Dairy and Poultry

43,762,500

51,672,500

13,272,500

772,500

-  

109,480,000

                     Internet Café

8,843,100

14,208,100

4,408,100

4,408,100

4,385,600

36,253,000

                     Grinding Mill

5,355,400

1,155,400

2,355,400

9,155,400

1,155,400

19,177,000

                     Bakery/canteen

9,679,400

6,037,400

8,979,900

979,900

957,400

26,634,000

                     Supermarket

6,931,400

2,931,400

14,131,400

2,131,400

631,400

26,757,000

Total

74,571,800

76,004,800

43,147,300

17,447,300

 7,129,800

218,301,000

 

7.1.3     Support to Develop Physical Facilities

 

The budget for physical development in UoA amounts to Tsh.1,320,000,500 (US$1,320,000.5). It is the resource allocated from academic advancement. The specific activities to fund include building classrooms, laboratories, library, offices, staff rooms, conference halls and staff houses among others.

 

 

 

ITEM

DESCRIPTION DETAIL PHYSICAL FACILTIITIES

Period of Implementation Plan

Total

Year 1

Year 2

Year 3

Year 4

Year 5

1

NURSING DEPARTMENT

 

 

 

 

 

 

 

2 classrooms for 30 students each

6,500,000

5,200,000

3,900,000

2,600,000

1,300,000

19,500,000

1 laboratory for 30 students

3,750,000

3,000,000

2,250,000

1,500,000

750,000

11,250,000

1 staff room for 15 people

2,500,000

2,000,000

1,500,000

1,000,000

500,000

7,500,000

3 offices for 3 lecturers

2,500,000

2,000,000

1,500,000

1,000,000

500,000

7,500,000

5 staff houses for 5 staff

53,333,333

42,666,667

32,000,000

21,333,333

10,666,667

160,000,000

Sub-Total

 

 

 

 

 

205,750,000

2

EDUCATION DEPARTMENT

 

 

 

 

 

 

 

4 lecture rooms for 150 students/room

60,000,000

48,000,000

36,000,000

24,000,000

12,000,000

180,000,000

2 seminar rooms for 30 students each room

6,500,167

5,200,133

3,900,100

2,600,067

1,300,033

19,500,500

2 conference room for 40 students

4,333,333

3,466,667

2,600,000

1,733,333

866,667

13,000,000

1 office for the dean of faculty

1,666,667

1,333,333

1,000,000

666,667

333,333

5,000,000

3 offices for the dept heads

3,750,000

3,000,000

2,250,000

1,500,000

750,000

11,250,000

6 offices for six lecturers

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

15,000,000

1 office for counseling and guidance

1,250,000

1,000,000

750,000

500,000

250,000

3,750,000

4 laboratory rooms for 30 students each

15,000,000

12,000,000

9,000,000

6,000,000

3,000,000

45,000,000

Sub-Total

 

 

 

 

 

292,500,500

3

THEOLOGY DEPERTMENT

 

 

 

 

 

 

 

1 room for resource/research centre for 50 students

6,250,000

5,000,000

3,750,000

2,500,000

1,250,000

18,750,000

2 lecture rooms for 50 students

10,833,333

8,666,667

6,500,000

4,333,333

2,166,667

32,500,000

1 staff room for 10 people

1,666,667

1,333,333

1,000,000

666,667

333,333

5,000,000

3 staff offices

2,500,000

2,000,000

1,500,000

1,000,000

500,000

7,500,000

Sub-Total

 

 

 

 

 

63,750,000

 

TOTAL (Nursing Dept. + Education Dept + Theology Dept)

562,000,500

 

 

 

 

ITEM

DESCRIPTION DETAIL

Physical facilities contd

Period of Implementation Plan

Total

Year 1

Year 2

Year 3

Year 4

Year 5

4

BUSINESS DEPARTMENT

 

 

 

 

 

 

 

4 lecture rooms for 60 students each room

26,000,000

20,800,000

15,600,000

10,400,000

5,200,000

78,000,000

2 seminar rooms for 100 students each

21,666,667

17,333,333

13,000,000

8666666.7

4333333.3

65,000,000

2 laboratory rooms for 50 students /room

12,500,000

10,000,000

7,500,000

5,000,000

2,500,000

37,500,000

Sub-Total

 

 

 

 

 

180,500,000

5

SUPERMARKET

 

 

 

 

 

 

 

Supermarket to handle 200 people

26,666,667

21,333,333

16,000,000

10,666,667

5,333,333

80,000,000

6

INTERNET CAFÉ

 

 

 

 

 

 

 

1 large room that can handle 24 cubicle

10,000,000

8,000,000

6,000,000

4,000,000

2,000,000

30,000,000

2 telephone booth

500,000

400,000

300,000

200,000

100,000

1,500,000

Sub-Total

 

 

 

 

 

31,500,000

7

DAIRY / FARM

 

 

 

 

 

 

 

Farm machineries; dairy product processing plant equipments;

29,166,667

23,333,333

17,500,000

11,666,667

5,833,333

87,500,000

Cattle shelter; workshop; offices etc.

24,000,000

19,200,000

14,400,000

9,600,000

4,800,000

72,000,000

Additional farmland for research program/plantation for silage

3,333,333

2,666,667

2,000,000

1,333,333

666,667

10,000,000

Sub-Total

 

 

 

 

 

169,500,000

9

BAKERY (FOR BUSINESS)

 

 

 

 

 

 

 

Bakery building

16,666,667

13,333,333

10,000,000

6,666,667

3,333,333

50,000,000

Delivery truck (van)

2,000,000

1,600,000

1,200,000

800,000

400,000

6,000,000

Sub-Total

 

 

 

 

 

56,000,000

10

GRINDING MILLS

 

 

 

 

 

16,000,000

 

2 standby generators

 

 

 

 

 

 

Power house

3,333,333

2,666,667

2,000,000

1,333,333

666,667

10,000,000

Generators (175 KVA each)

10,666,667

8,533,333

6,400,000

4,266,667

2,133,333

32,000,000

Sub-Total

 

 

 

 

 

42,000,000

12

ROADS; SIDE WALKS; LANDSCAPING

66,666,667

53,333,333

40,000,000

26,666,667

13,333,333

200,000,000

 

TOTAL (Business Dept. + Supermarket + Internet + Dairy + Bakery + Grinding mill + Landscaping)

759,500,000

 

GRAND TOTAL PHYSICAL FACILITIES

1,321,500,500

 

1.2      7.2      Material Inputs

 

Adequate transport is vital for the UoA. The current vehicle is sufficient for the dispensary activities. This implies that additional vehicles will be needed for various educational and project activities. Other specific materials required for academic advancement and other project activities will be procured under item votes.

 

1.3      7.3      Time Plan

 

This strategic plan is planned for five years. It is foreseen that some activities will secure funding earlier than others. The detailed action plans and budget will be drawn for all the five years. However, to economic changes and other factors such as devaluation of Tanzania Shilling has been inbuilt in each project. Nevertheless, the partners will have room to adjust the activity targets and budget depending on terms and conditions of agreement. The detailed activity related budget together with explanatory notes are provided in Appendix 1 and 2.

 

1.4      7.4      Assumption on Resource Inputs

 

UoA is quite hopeful that its initiatives on income generation from the auxiliary enterprises will contribute significantly towards supporting recurrent costs. At the same time, the university will realize its sustainability level in due course particularly if building amenities such as dormitories, classrooms, laboratory, library, and faculty houses among others are successful.

 

As regards external sources of funds, the BoT together with the Vice Chancellor and the Director of Development will play leading role in fundraising for the new programmes and projects. It is the policy of UoA to continue to use its network and those of TU to search for new partners to support the new initiatives.

 

 

2    8.  ORGANIZATION AND MANAGEMENT

 

2.1   8.1      Establishment and Ownership of UoA

 

Currently, UoA is defined as a non-profit Seventh-day Adventist Institution for education and its membership is organised into cohesive units comprising Shareholders, Governing Board and Chief Administrator. It is situated on a 202 acres land officially owned by registered Trustees of the SDA Church in Arusha region. The trustees possess a land title deed for the same. Overtime, the growth of UoA has been facilitated with core support from TU. Currently about 25% of the land has been developed while about 75% land is still available for expansion.

 

With the dynamic growth of the Union, several other projects have come up that equally need the attention and the financial support of the TU. This has led to the inability of the TU to meet its financial obligation towards progressive development of the university hence a slowed down growth noticeable. Remote signals from BoT indicate a need for the institution to find ways towards self-sustainability. This is exhibited in a free hand provided to UoA management to access and penetrate the constituency in order to raise funds towards its development.

 

During a situational analysis, participants observed that the exclusive ownership of the university by the BoT was a major threat. For example, UoA has no control over the land on which it is situated which limits its development options since the university owners have the final authority on each and every aspect of the institution. Likewise, it is noticeable that UoA has no authority to undertake managerial decisions without the permission of the owners. Occasionally, this has led to drawback decisions rather than those that improve its financial status. Case in point is the detachment of TAPS, which was instituted as an income generating project for UoA and assigning of land to TASS that was earmarked for future expansion of UoA.

 

In the recent past TU has been campaigning for the transformation of TAC into University, a noble idea. In the most ideal sense, the intended transformation is suggestive to structural transition of full ownership. The transition should be viewed in terms of transfer of assets like land into the name of the University as a first step towards empowering TAC to have undoubted access and control of its resources for future investment and development. This is in line with recommendation by HEAC that land ownership be transferred from the owners to the college, to help facilitate the process of turning the college to an autonomous institution.  Such transitions should not in anyway be interpreted to mean de-linking the institution from its membership in the context of the Tanzania Union of the SDA Church, since the executive policy functions will still be entrusted with the church.

 

Over the same 30 years, the BoT has been composed of pastors not necessarily academicians. A noticeable effect of the BoT composition is difficulty to address academic issues. Hence the relinquishing of authority will only be a positive gesture of growth and will facilitate the opportunity for the college to reorganize and find ways of being self-reliant.

 

2.2      8.2      Proposed University of Arusha Structure

 

This sub section discusses the proposed University of Arusha Organizational Structure  (Figure 2). In line with the recommendation of the HEAC, the proposed University will be served by an hierarchical structure governed by a team of academic professionals. It will comprise the Chancellor, Vice Chancellor, Deputy Vice Chancellor, Director of the Finance, Director of Administration, Director of Development and Public Relations and Dean of Students.