JKUAT NAKURU
Conlon Cash, Brooke McCarter, Sundeep Shamanur, and Cole Welch
Issue IdentificationAnalysis
InternalExternalKey Success Factors
AlternativesImplementationRisk & Contingencies
OUTLINE
ISSUE IDENTIFICATION
How can JKUAT Nakuru manage growth while dealing with bureaucratic issues?
Issue
INTERNAL ANALYSIS
• 37 programs of study offered• Increasing enrollement• 96% growth of cumulative students from Sept. 2010-May. 2012
Strengths
• Lack of bank of bank account• 85.71% desired staff positions unfilled• “Open door policy” because of lack of information • Relies heavily on part-time employees
Weaknesses
Analysis
EXTERNAL ANALYSIS
• Large faculty base from umbrella schools• Quality of public schools• 60% of high school grads in Kenya attend post-secondary school
Opportunities
• Government restrictions• Decreased funding of public universities to below 50%• All financial decisions have to be endorsed by the government
Threats
Analysis
KEY SUCCESS FACTORS
Quality Education
Variety of Programs Offered
Analysis
PREREQUISITES FOR ALTERNATIVES
Alternatives
Finalize building purchase Renovate the remaining two floors
ALTERNATIVE 1: STUDENT WORKERS & COORDINATOR
Pro • Reducing staffing costs• Increase other revenue sources
Con• Inefficient operations• Training time and costs• Needs a coordinator
Alternatives
Student workers fill part-time staff positions in areas throughout the university that are currently available.
ALTERNATIVE 2: PUSH FOR KEY POSITIONS
Pro • Increased organization
Con • Consuming search for right personAlternatives
Push for hiring of key positions to aleviate the responsibilities of Wakogi.
ALTERNATIVE 3: PUBLIC AWARENESS PROGRAM
Pro • Increased funds and community university
Con • Effectiveness • Red tape
Alternatives
Create a committee focused on raising public awareness of Nakuru’s financial issues.
QUANTITATIVE ALTERNATIVE ANALYSIS
Alt 1 Alt 2 Alt 3
Revenue 20% 5 3 4
Cost 20% 2 2 3
Time 15% 3 2 4
Operational Efficiency 25% 4 5 2
Feasibility 20% 4 4 4
Total 100% 3.65 3.35 3.3
Alternatives
Ranking on a scale of 1-5; 1 = Worst; 5 = Best
RECOMMENDED STRATEGY
Alternatives
It is recommended that all alternatives be considered at different periods given that the prerequisites are implemented.However, Alternative 1 addresses the most pressing short term issues.
IMPLEMENTATIONShort Term (0-1 Year)• Intense search for Coordinator position• Preferably a Nakuru alumni• Proactively watch student workers
Medium Term (1-5 Years)• Training students, staffing students, setting up the
internship for class credit• Working through regulations
Long Term (5+ Years)• Review system• Increase efficiency if possible to move closer to self-
suffciency
Implementation
Implementation
POSITIONS FILLED BY STUDENT WORKERS
POSITION NUMBER OF STUDENT WORKERS
Director's Clerk 1Administration General Clerk 2
Data Entry Clerk 1Receptionist 1Laboratory Assistant 3Tutorial Fellow 2Teaching Assistant 3Assistant Librarian 1Library Attendant 3Library Binder 1Office Messenger 1Total 19Unfilled Positions 42Percentage Filled by Students 45%
REVENUE PROJECTION
Implementation
400 New Students*Revenues:Tuition Fees 22.000.000,00 Registration/ ID Fees 320.000,00 Examination Fee 3.900,00 Total Revenues 22.323.900,00
*figures in Kenyan Shilling
REVENUE PROJECTION
Implementation
1000 New Students*Revenues:Tuition Fees 55.000.000,00 Registration/ ID Fees 800.000,00 Examination Fee 9.750,00 Total Revenues 55.809.750,00
*figures in Kenyan Shilling
REVENUE PROJECTION
Implementation
3000 New Students*Revenues:Tuition Fees 165.000.000,00 Registration/ ID Fees 2.400.000,00 Examination Fee 29.250,00 Total Revenues 167.429.250,00
*figures in Kenyan Shilling
RISKS & CONTINGENCIES
RisksApprovalStudent Motivation
ContingencyIf the student worker program cannot be implemented, Nakuru should shift its focus to hiring the key positions mentioned.
Risks and Contingencies
WHEN TO EXIT?
Tests: Fit Performance Competitve Advantage
Risks and Contingencies
QUESTION AND ANSWER SESSION
KEY POSITIONS
Assistant Director Campus Registrar Lecturer
VISION STATEMENT
“To be a university of global excellence in training, research
and innovation for development” – Juma Wakogi
PART-TIME VS. FULL-TIME
Full-Time Part-TimeExpenses 1037381 37398961Number of Workers 3 57Average Salary per Worker 345.793,67 56.122,12
POSSIBLE PURCHASING PRICE FOR BUILDING
Perpetuity of Rent Payment 254.854.833,44
Required Return Assumption 12%
Top Related