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TMUC Strategic-plan 2018-2023



As Tom Mboya University College celebrates three (3) years of its existence, it is with a mixture of optimism and caution that it looks to the future. Optimism, because of success so far achieved and the opportunities the future holds and caution, because of the enormous uncertainties generated by the current economic challenges. Charting a course into this future requires the University College to examine its strategic directions and to develop plans that can ensure success in fulfilling Tom Mboya University College's mission in the decades to come. Dr. Augusta N. Abate, Ph.D. Chair of Council Tom Mboya University College approaches the coming decades and beyond with unprecedented optimism and initial success. College facilities are poised to be expanded and improved; public funding and private support are anticipated and, in a move, already underway, the University College will focus on the following flagship areas: Public Policy and Allied Studies; Studies of Lake Victoria and Allied Challenges; Tourism and Cultural Studies; and Food Security and Agricultural Studies.

The ongoing process for full accreditation of the University College by the Commission for University Education affirms the positive, forward-moving momentum embodied in these events. Against this background of success, internal and external circumstances require the University College not to rest on its laurels, but explore its future opportunities and possibilities. The current economic challenges have created an unprecedented and precarious external environment in which the major funding sources for public higher education have dwindled: state funding is constricting; financial pressures on students and families place serious constraints on the ability to increase tuition and other fees to offset the loss of public funding; donors are reducing their financing; and there is a major erosion in rates of return for existing investments.

In addition to the dramatic changes in the external environment, there are internal circumstances that call for reconsideration of the University's strategic directions. Enrollments have declined raising questions about competitiveness, effectiveness, recruitment, and retention. However, affiliation with institutions will create opportunities that have not yet been strategically realized.   Such opportunities will only yield meaningful results through integration within a comprehensive strategic plan. Arguably, the student body of the 21st century is bringing a new set of challenges and expectations to the University College. Key issues facing all institutions of higher learning are that the way students now learn and what constitutes learning for them, differ from those of previous generations. We must examine how faculty and academic support systems are equipped to deal with the changes in students' learning methods.