Whatever has been for a long time considered as unfounded rumours pointing out that the hiring of management personnel in most universities has often been marred with favouritism, tribalism and corruption can now be confirmed to be true.
It is vital to point out that in the recent past, management in most institutions of higher learning has been dogged by cases of tribalism, favouritism and corruption. Cases of incompetence during the hiring have littered social media and main print media platforms. There is no doubt that this sad state of affairs has quickly led to blatant mismanagement of key institutions that are solely run on public money.
A spot check around most of our institutions for higher learning reveals that most of them have worked had to acquire ISO certification, which is a mark that guarantees quality and safety of products and services offered.
It is time we rethink about proper management of institutions of higher learning to avert sad situations being witnessed in some of our top universities. Persons in the top management of universities and colleges should be held to account for their decisions and actions that eventually jeopardize the growth of such institutions.
The recent revelation that Moi University is bankrupt should not have come as a shocker to most Kenyans and policy drivers within the education sector. It may be good to remember the circus witnessed sometime back at the university during the appointment of the vice-chancellor that was sadly characterized by the unceremonious exit of the then acting vice-chancellor who was bundled out of the office by the local politicians.
Reports that top appointments in most of our institutions of higher learning are in some cases motivated by tribalism paint a grim picture of the future of our country.
ISO certification is aimed at defining responsibilities clearly, improving communication within the universities, facilitating data gathering for management, improving the attitude of the staff, improving staff management and integration within the university and other institutions.
It should be remembered that access to quality education can only be achieved under the quality management of our institutions of learning.
In addition to that, Kenya’s vision 2030 that is aimed at making Kenya a competitive Middle-income earner among the community of Nations is anchored on the social pillar that is equally premised on access to quality education.
It is an eyesore to see institutions of higher learning bedevilled by mismanagement under the shadows of “Mtu wetu” syndrome and corruption. It is high time for policy drivers within the education sector to ensure that public appointments in institutions of higher learning are driven by competency in management skills. How helpful is a bankrupt institution to the country?
Without a doubt, employment opportunities quickly dry up whenever a public institution is run down. I am sure most Kenyans have good memories of how most of the sugar factories were run down based on mismanagement where books of accounts were doctored to paint a fake picture of the state of companies.
The immediate impact of mismanaging key institutions is loss of employment for the employed and loss of income for those suppliers who by chance would be trading with such institutions. A bankrupt institution will have no money to pay its suppliers.
It is my considered view that good management practices do not begin and stop with taking good care of existing resources but also extend to creating a positive multiplier effect of the resources to grow an institution or a company to the next level.
Change management experts would be quick to add that managing change requires the ability to adapt to the ever-changing environment across all fields that top managers find themselves in.
It is laughable that universities in Kenya seem to rely on the exchequer releases to fund nearly all their operations.
The reality on the ground is that most institutions of higher learning in Kenya can hardly generate substantial revenue on their own to support some of the institutions' operations.
One then wonders why universities have not invested in research as an avenue to attract investments. With proper investment in research, universities can fund most of their operations without being fully dependent on the national government for their day to day operations. Research should be one of the key incomes generating activities for most academic institutions especially at higher levels of learning.
One of my quickest recommendations would be for the Ministry of Education and Higher Learning to urgently and skillfully initiate a comprehensive nationwide audit in all institutions of higher learning to reveal their actual state.
A comprehensive audit would easily lend credence to the real challenges that are bedevilling universities.
Nnakhurenya is public policy and legal analyst
