Human Resource Planning and Development|
Mitigation priorities in the Human Resource Planning and Development (HRPD) are primary to acquisition of quality labour force. There is already significant negative impact of inadequate staff to promote quality service delivery as was revealed by stakeholder analysis. The human resource is however endowed with great potential to reverse the situation. Because of the central contributory role, the human resource sector hence requires significant resource allocation to scale, second only to academic advancement strategy.
Planned interventions will focus on: -
Awareness creation and sensitization
Capacity building which includes provision of physical facilities and trained personnel
Establishment of human resource planning and development policy
Key actors will include; university authority, departmental heads, experts and donors.
Finance Resource Mobilization and Management
Finance Resource Mobilization
The Finance Resource Mobilization (FRM) is central to a successful response to the development challenges, since the overall development agenda of the university is dependent on its finance resource base. The university is thus faced with trade-offs along at least three dimensions. Inadequate finance (capital) versus lack of appropriate teaching and learning facilities; inadequate facilities versus quality of education/services (recognition); and poor quality of education versus low enrolment of students/clients.
The key intervention measure to combat inadequate finance therefore will largely focus on external financing and will involve the following: -
Continued awareness creation among various partners and supporters
Development of fundraising tools such as proposals for various departments and sectors
Establishment of improved auxiliary services
Key players in this component will include; university authorities, heads of departments, donors, well wishers, experts and the community development committees.
The principal source of capital is funding agencies, private institutions, and individuals. These sources have varying requirement for accountability if their co-operation is to be sustained. The Strategic Plan requires that resources used at different departmental levels must be allocated according to the requirements of priority interventions and activities. In this approach the university authority will liase with various departments for their respective budget estimates in order to reflect the accumulated requirement of the Strategic Plan. The approach will ensure that the interventions are mainstreamed while integrating the Strategic Plan with the budget process.
The plans allow for the identification of gaps in funding of activities and developing of proposals for financing the gaps and submitting them to potential development partners, agencies and well-wishers. For accountability, UoA will employ the use of its financial management policies and procedures at both departmental levels and main finance administration office.
Monitoring and Evaluation
The successful management and implementation of UoA will depend heavily on effective monitoring and evaluation. The general objective will be to measure the performance of various sectors in the light of stated objectives and priorities with particular reference to the Strategic Plan¡¯s effectiveness as measured in terms of outputs and outcomes. It will also provide a mechanism for accountability to all levels of UoA and other stakeholders. M&E as a sector will provide a means of communicating to a wider community the success, problems and challenges that need to be taken up. The M&E activities will take place through two separate mechanisms:
(a) Monitoring the Success of Academic Standards; The instruments for M&E of the academic interventions recommended for this Strategic Plan will be strengthened to increase representativeness of academic data and to provide quality control estimates that could be extrapolated to the rest of the regions nationally and internationally. The surveillance systems will be upgraded to monitor trends over time and will include proposed research activities. Student surveillance will monitor enrolment and performance trends while academic surveillance will monitor academic standards for quality control purposes. Data generated by these components of surveillance will be able to give an indication of the impact of the university¡¯s efforts to achieve its objective as a nationally and internationally recognized institute of higher learning.
(b) Monitoring of University Auxiliary Enterprises; A baseline survey will provide benchmark data and monitoring indicators for all the auxiliary enterprises. In particular, the operation at the dispensary, surveillance data will provide inputs for models from which incidences and prevalence of diseases and projection of morbidity are derived. These estimates will be critical in planning to mitigate the impact of the diseases.
(c) Other auxiliary enterprises such as diary/poultry farm, internet cafe, food processing, supermarket etc; Monitoring and evaluation tools will focus on income and expenditure analysis, improvement/expansion in terms of quality control, technology performance, modernization process, staff performance and motivation activities.
Key intervention will include: -
Capacity building for staff on Participatory Monitoring and Evaluation (PME)
Development of departmental performance-reporting frameworks (M&E tools)
Conducting a baseline survey to establish benchmarks/monitoring indicators
Establishment of departmental reporting units and periods
Conducting a mid-term and end-term evaluation
Key actors will include the university authorities, departmental heads, consultants (experts), donors and communities.
Environmental Sanitation and Supply of Electricity
Environmental sanitation has three functional roles. It has the task of improving access to safe domestic water and electricity supplies, development of proper sewage and waste disposal system and infrastructure development (pavements and landscaping among others). In undertaking these roles, emphasis will be placed on capacity building for TAC community on effective and efficient use of these facilities.
Improved Access to Safe Water and Proper Sewage System
The necessity of safe domestic water supply is underscored by high incidence of water borne diseases. Provision of domestic water for faculty, staff, students and community is a necessary activity in this programme. During this planned period, the goal of safe water will be to improve access to clean and safe water. In order to have and strengthen an in-built sustainability element, UoA will need to promote voluntary community participation in developing and conserving water supplies through education of water users and training of management committees. Key intervention will include: -
Community mobilization and sensitization on environmental sanitation
Construction of water reservoirs to store both pumped water from the rivers and roof catchments
Install water treatment and water collection points
Distribution of water to the water collection points
Establish proper, efficient and effective sewage system
Maintenance of the water and sewage systems
Key actors in this sector will include Ministry of Water and Livestock Development (MoWLD), Non Governmental Organizations (NGOs) such as ADRA Tanzania, Donors and communities to be reached through their committees.