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MALAWI COLLEGE OF FORESTRY STRATEGIC PLAN.pdf

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									                       MZUZU UNIVERSITY
         FACULTY OF ENVIRONMENTAL SCIENCES
                         STRATEGIC PLAN 2006 – 2010
Background

1.1     Introduction
This Strategic Plan (SP) is a culmination of a number of initiatives and processes that the
Faculty of Environmental Sciences has been undertaking recently. These initiatives
include but not limited to the strategic planning process that was attempted by a 2-man
team of consultants and a University Task over the past one year. This in line with the
directive by the university management that faculties and departments develop their own
strategy plans which should feed into the main university strategic plan as a way of
improving strategic management and organisational performance.

The SP represents the commitment of the faculty in fulfilling its own and the university’s
mandate in environmental sciences and management training as way of developing the
capacity of the environmental and natural resources sector in line with the aspirations of
the various national policies in the environmental and natural resources sector. Capacity
building is key to enabling the environmental and natural resources sector contribute to
poverty reduction and achieve the national development objective of poverty and
economic growth as stipulated in the Malawi Growth and Development (MGSS). In turn
this will contribute to the achievement of the Millennium Development Goals, especially
the ones of aspire to halve the number of people living in poverty by 2015 and ensure
sustainability of the environment (Millennium Declaration, 2000).

The development of the Faculty SP is intended to provide the faculty and its expanding
range of programmes and stakeholders with an organisational response to the new
developments and reforms that have evolved in the university over the past eight years.
Key among them are the need to offer education and training in environmental sciences
and its practical application, conducting relevant research and outreach programmes in
environment and natural resources and energy and the promotion of an integrated
approach to solving complex environmental management problems in Malawi and the
region.

The primary aim of this SP is to consolidate institutional leadership, training programmes
development and management capacity of the faculty so as to position the university at
par with the current operating environment in the environmental and natural resources
sector. By doing so, the faculty will effectively support, not only the implementation of
the various national policies in the environment and natural resources sector, but also
contribute to implementation of other sectoral policies such those in the poverty reduction
sector.
1.2    Faculty history

The Faculty of Environmental Sciences at Mzuzu University became functional and
operational at the beginning of the year 2001 and admitted its first students in August of
the same with a BSc Forestry mature entry programme. The rationale behind establishing
this faculty was a strategic decision by government to have a unique institution capable of
producing high quality graduates in environmental sciences that would spearhead
technological knowledge and experience into production, business operations and
investments in the sphere of environment sciences. This was in view of the fact that in
Malawi environmental degradation has been described as the third crisis after the
economic crisis and the HIV/AIDS pandemic. Now the faculty has 2 additional
programmes running in Renewable Energy Technologies and Land Management and will
soon introduce programmes in Fisheries and Water Resources Management and
Development.

1.3    Advantages and benefits of the Faculty Strategic Plan
There are a number of benefits that the faculty can gain from implementing its strategic
planning process. These are:
       The strategic plan will act as a base of all faculty activities and also a base for
       measuring the faculty’s progress in the implementation of its activities.
       The plan will guide the faculty in its budgeting and use of resources hence
       enabling priority setting on the faculty and the university’s activities against the
       available resources.
       The faculty will improve organisational effectiveness and efficiency.
       It will improve faculty understanding of current issues and thereby improve
       learning by both staff and students.
       The faculty will make better and well focussed and client centred decisions. The
       plan will be a guide for accountability and transparency.
       The plan will improve communications, both within the environment and natural
       resources sector and across the sector.
       The plan will increase the faculty and the university’s profile amongst its
       stakeholders locally and internationally, both vertically (within the sector) and
       horizontally (cross-sectoral).

2.0.    Mandate and institutional arrangements for the Faculty of Environmental
        Sciences
The faculty falls under Mzuzu University, which is itself under the Ministry of
Education. The university, under present arrangement derives its mandate from Ministry
of Education. Although faculty derives its mandate from the university act and statutes,
given the nature of the programmes it offers, it in turn [supposed to] derive its secondary
mandate from the government institutions in the environment and natural resources
sector. In the case of the university through the faculty has the mandate to implement
environment and natural resources sector policies through education and training.
Following from this the university is mandated to provide professional training at degree
level in environment and natural resources management. With government’s goal for
poverty reduction and the need for sustainable natural resource management and
improvement of livelihoods at national, regional, and international levels, training will
therefore remain the core business of the faculty supported by facilitative functions such
research, outreach and advocacy and consultancies.

3.0      Services and products offered by the Faculty
In order for the faculty to deliver its mandate, it offers the following products and
services. For the sake of strategic planning, these products are categorised as core and
facilitative function/activities.

3.1   Training programmes -Core function
       The BSc programmes
The current programmes and those to come in the near future lead to a degree in forestry,
renewable energy technologies, land management, fisheries and water resources
management and development. The courses are for duration of 4 years each.

3.2.   Research, outreach and advocacy and consultancies – Facilitative functions
       3.2.1. Conducting relevant research programmes to tackle environment and
       natural resources problems and issues through the application of science.
       3.2.2. Providing professional consultancy services for the provision of expert
       advice to the tackle environment and natural resources sector in Malawi.
       3.2.3. Conducting short courses in order to facilitate mid-career skills and
       knowledge upgrading.
       3.2.4. Conducting outreach and advocacy programmes to promote best
       environment and natural resources management practices

3.3. Centres
The faculty runs a centre for testing and training in renewable energy technologies
(TCRET). It is expected other centres would be established in future addressing specific
areas in the environmental sciences and management.

3.4. Field training
Once or twice a year the students are expected participate in an instructional tour within
Malawi. For example 3-4 weeks could be are spent on practicals in any of the programme
courses or 2 to 3 months as attachments.

3.5     Facilitative commercial operations
The faculty will offer commercial services such as selling of seedlings from its nursery,
training sawmill, indigenous fruits processing, installation and maintenance of renewable
energy technologies to customers, fish production and offering of land management
expert services to clients. The following are additional functions that will be
implemented to generate revenue.

        3.5.1. Plantations
The faculty is expected to acquire a plantation on the Viphya as a training forest. Some
plantations will also be established at Choma. Sawlogs and other forest products will be
sold from these plantations to generate revenue.
       3.5.2. Sawmill
The faculty is also expected to run a sawmill on the Viphya near the training forest. The
processed products are hence sold to the general public and commercial clients.

       3.5.3. Farm development
The university has land at Choma and this land provides potential for production of
arable field crops such as maize, beans and Irish potatoes and livestock production.
Currently the university’s land at Choma is not utilised. The faculty will also run a
university vegetable garden at Choma as well as introduce fish farming.

       3.5.4. Consultancies in environmental management and natural resources
The faculty has technically qualified and experienced lecturers who are capable of
conducting in environmental management and natural resources. Consultancies will
generate revenue for the university.

4.0     Institutional capacity
        4.1    Staff development
As part of the strategic planning process and the subsequent development of the
university wide, the faculty will conduct an organizational assessment to identify its
strength and weaknesses. This should enable the faculty identify its staff development
requirements and hence plan accordingly.

At the moment the faculty has 15 academic staff spread in the various faculty
departments. There is a faculty staff development plan. This is crucial for the
implementation of faculty and university strategic plan and the current and new
programmes as well as research. Members of staff in the faculty should be on the ‘cutting
edge’ of emerging issues in the sector and conversant with the big picture of the
environment and natural resources sector.

        4.2     Physical assets and resources
The faculty is critically short of physical facilities for a conducive teaching and learning
environment.       The facilities in demand range from classroom and laboratory
infrastructure to equipment, transport, literature and other learning materials.

5.0     Strategic analysis of the operating environment
Organisational and management performance is a function of maximising available
strengths and opportunities as well minimising or overcoming weaknesses and threats
within the institution and its operating environment (Malawi Government, 2000).
       5.1     Analysis of the internal environment

Strengths                                       Weaknesses
Qualified staff: The faculty has 15 well-       Absence of faculty vision: The faculty has
qualified and experienced lecturers who         no spelt out vision, which is commonly
can ably handle high quality training           understood and shared through out the
courses in environment and natural              faculty and the university at large. As a
resources management. Additional staff          result there is danger that no harmonization
numbering 3 have just been recruited in the     of efforts by different players will take
Land Management programme                       place (i.e. sections and individual staffs) to
                                                meet this vision.
Physical resources: The faculty has at its      Information sharing: Being faculty for
disposal university wide facilities to use to   environmental sciences there is inadequate
run its programmes has material resources       information sharing, flow, management
such as the classrooms, library and hostels     and utilization of resources to consolidate
                                                the integrated nature of the faculty
                                                programmes
    Hard working staff: A good number           Structure and strategies: The faculty
    of staff members are good spirited and      department’s structure and strategies are at
    hard working. They only need                the moment inadequate to fulfil adequately
    management support and guidance to          their mandates
    strengthen their performance and
    motivation
Potential income generating ventures:           Non-availability of a business plan:
The faculty has a lot of potential business     Regarding business operations, the faculty
ventures e.g. sawmill, plantation, TCRET,       and the university do not have a clearly laid
land management services which it can           out document on business management to
generate revenue from upon well managed.        support the income generating ventures
This includes fish farming

Land: The faculty is expected to utilise
land at Choma to initiate farm income
generating activities e.g. crop and livestock
production and also facilitate and
supplement the academic activities.
Professional and technical skills:
Professional and technical skills by some
members of staff are excellent which is a
requirement for tertiary level education
Existing procedures: There are in place
well laid out systems and procedures for
managing the faculty
         5.2     Analysis of the external environment
Opportunities                                  Threats
Potential markets: The faculty has a           Lack of line ministry for referencing
potential market for its academic and other support from Ministry of Education::
services. So far Mzuzu University is only      The university is under the Ministry of
institution in the country that offers [will]  Education. Almost all the programmes
specialised courses in land management,        offered through the faculty are lined with
energy, full forestry programme a full         other ministries. This creates lack of
forestry and fisheries training at degree      referencing when it comes to potential
level.                                         opportunities for staff development,
                                               projects. Although does get from the
                                               ministry through the university, the
                                               potential for much needed long term for
                                               support lies in other line ministries
Demand for wood and other timber               Other training institutions: University of
products: There is unsatisfied demand for Malawi and most likely the new emerging
plantation and sawmill products by             universities are or would be offering
individual customers and construction          planning to offer programmes at degree
companies.                                     level. This could threaten the faculty in
                                               terms of demand for its services.
Linkages with other organisations: HIV/AIDS threat: The pandemic of HIV
Through its links to the various and AIDS and TB diseases could threaten
departments in the environment and natural the capacity of the faculty
resources sector in government and other
collaborating agencies the faculty can
benefit from technical, material and
financial       assistance     from      other
collaborating partners.
Decentralisation of some university Weak faculty revenue base: Apart from
management and financial functions:            the financial support given to the faculty
The university management is in the through university, the faculty’s own
process of decentralising some managerial revenue base is currently weak
and financial functions and responsibilities
to the faculty and departments. This will
provide the faculty an opportunity to focus
and tailor make its activities to meet the
needs of environment and natural resources
sector effectively
Support from surrounding communities: Illegal settlement and encroachment at
There is a lot of support from the Choma:                    Illegal      settlement and
communities around the university as encroachment at Choma can jeopardise
evidenced by their enquiries for technical income generating and academic activities
support from the departments and activities
implemented by the faculty
Other training institutions: Emerging and
old natural resources management based
training institutions such as Natural
Resources College, Bunda College of
Agriculture and consulting agencies can be
engaged in partnerships for mutual benefit
Donor and other stakeholders’ support:
the university has donor confidence as
evidenced in a number of projects that are
supported by donors at the university and
in the faculty in particular such as EU Land
Management curriculum review support,
EU donation of forestry books, USAID
donation of equipment to Department of
Forestry, UNDP TCRET support.
Civil society organisations: The increase
in the number of civil society organisations
involved in environment and natural
resources sector means that there is
potentially a lot of demand for the faculty
services

6.0    Rationale for Strategic Planning and Analysis of key Strategic Issues

The reasons for the faculty’s existence could never have been more visible than at the
moment. A number of policy and environmental factors have prompted the faculty to
conduct a strategic planning process within its mandate as the environment and natural
resources management training unit in the university. These factors originate both from
local and international development in environment and natural resources processes to
which Malawi is a member. These factors include, but are not limited to the following:

        6.1    Meeting the challenges of the Millennium Developments Goals
Internationally, Malawi is a member of the
United Nations and is a signatory to the
                                                   Box 1: Millennium Development
Millennium Declaration, signed in New York                        Goals
on 8th September, in 2000. This therefore          1) Poverty eradication, 2) Universal
commits the country to the implementation of      primary education, 3) Gender equality
                                                   and women empowerment, 4) child
Millennium Declaration and achievement of
                                                  health, 5) maternal health, 6) combat
the    Millennium      Development        Goals.       HIV/AIDS, 7) environmental
Particularly more relevant to the faculty are the      sustainability and 8) global
goals related to education access (though at                   partnerships
tertiary level), reducing poverty, environment
sustainability, gender inequality and HIV/AIDS.
        6.2    Addressing the aspirations of the Vision 2020
The Vision 2020 is Malawi’s long-term development policy framework in which one of
the aspirations of the people is the attainment of a vibrant society and sustainable
management of the environment natural resources by the year 2020. The vision defines
national goal, policies and strategies that will help the country move forward and out of
poverty1 and free of HIV. In an era where the socio-economic and political policies of the
country have focussed on poverty reduction and participatory natural resources
management, the college is in a vantage point to champion new capacity building in
forest management as a way of contributing to the implementation of the Vision 2020.

           6.3Poverty reduction and economic growth through the Malawi Growth
              and Development Strategy
The Malawi Growth and Development Strategy (MGDS) is the overarching operational
medium-term strategy for Malawi to attain the nation’s Vision 2020. The main thrust of
the MGDS is to create wealth through economic growth and infrastructure development
as a means of achieving poverty reduction. This is expected to transform the country
from being a predominantly importing and consuming nation to a predominantly
manufacturing and exporting country.

The MGDS represents a policy shift towards economic growth and infrastructure
development particularly in rural areas through the development of rural growth centres.
Five key focus areas of macroeconomic growth, agriculture and food security, transport
and communications infrastructure development, irrigation, water and sanitation, energy
generation and supply, and integrated rural development have been singled out as
necessary for achieving the overall objective of the MGDS. This MGDS policy shift
maintains a balance between the productive sectors and social sectors of the economy. It
recognises the need to achieve the Malawi Millennium Development Goals (MMDGs)
that are long-term development aspirations for Malawians.

The MGDS builds on the Malawi Economic Growth Strategy (MEGS) and incorporates
lessons learnt from the implementation of the Malawi Poverty Reduction Strategy
(MPRS)¹. The MGDS is also built on existing sector specific strategies to ensure
harmonisation and complementarity.

           6.3        The need to support implementation of the various environment and
                      natural resources policies.

              6.3.1. Malawi Forestry Policy and National Forestry Programme
The MPRSP and the subsequent MGDS evolved from the Poverty Alleviation
Programme (PAP) of 1994. With the approval of the MGDS, sectors are required to
develop sectoral policies and programmes that meet the aspirations of the macro-

1
  According to the MPRSP, poverty in Malawi is widespread, deep and severe. The 1998 Integrated Household Survey, 65.3 percent
of the population was poor, or roughly 6.3 million people. Within this figure, about 28.7 percent of the population were living in
extreme poverty. Sectoral analysis of poverty shows that social, human capital and income indicators are very poor. In 1998, about 52
percent of the poor were female and females headed around 25 percent of households.
economic policy. The National Forestry Policy, approved by Government in 1996
following the National Environmental Action Planning process and aspirations of the
PAP, aims at promoting the sustainable contribution of national forests, woodlands and
trees towards the improvement of the quality of life. The Forest Act was enacted in 1997
to provide legal mandate of the policy. Both the policy and the Act emphasize the need
for conservation of the resource for the benefit of the nation and to the satisfaction of
diverse and changing needs of Malawi's population, particularly the rural smallholders. It
also establishes mechanisms and incentives for community and other non-state actors in
the management and sustainable utilisation of forest resources and services.

To implement the Forestry Policy and Act, Government developed and launched the
National Forestry Programme (NFP) in 2002 as a sector-wide framework to implement
the priorities of the policy. The NFP is an agreed strategic framework of priorities and
viable actions for improving forestry and livelihoods. It aims to link policy and on-the-
ground practice so that both are continuously improved in favour of good forest and tree
management for alleviating poverty and improving livelihoods in Malawi. The goal is
sustainable management of forest goods and services to achieve improved and equitable
livelihoods. The mandate of the faculty through Mzuzu University in the NFP is
primarily in strategy no. 6, which aims to strengthen forest extension so as to improve
effectiveness and efficiency in extension for community-based and smallholder forestry
as well as a direct partner in implementing strategies no. 1 (manage the process of
institutional change), no. 3 (build local forest governance through decentralization), no. 4
(support community-based forest management) and no. 9 (manage forest reserves) among
others.

               6.3.2. Land issues and the National Land Policy
Land is an important natural resource on which other important natural resources, like
forests, water and minerals stand. Any policy development that affects land tenure and
rights invariably has significant effects on forest management. The Government of
Malawi has taken a bold step to address the needs of the poor and to facilitate long-term
economic growth by approving a new Land Policy in January 2002. The Policy is in line
with the priorities in the MGDS. The Land Policy presents a unique opportunity to
strengthen the poverty reduction efforts of the poor and the development of sustainable
livelihood strategies through support for improved land administration and smallholder
agricultural productivity. The faculty’s programme in Land Management recognises the
important role land plays in the economy and in the other sectors.

                6.3.3. Gender and development
In 2000 the Government of Malawi launched a National Gender Policy. The objective of
the policy was to mainstream gender throughout the national development process. Six
priority areas of focus were identified: education and training; reproductive health; food
and nutrition security; natural resources and environmental management; governance and
human rights and poverty eradication and economic empowerment. A National Gender
Programme (NGP) has now been designed to operationalize the National Gender Policy
and ensure it is in line with the national development objectives. The objective of the
NGP is to promote gender responsive sustainable development though gender equality
and the empowerment of women, directly addresses the goals of the MGDS, which is to
achieve sustainable poverty reduction through empowerment of the poor. The NGP
recognizes that in order to facilitate gender mainstreaming across the sectors, there is an
urgent need to strengthen capacity in an understanding of the principles behind a
mainstreaming approach, and the necessary tools to bring this about.

The first and most important objective of the NGP therefore relates to institutionalisation
of the concepts of gender mainstreaming across all relevant stakeholders to build gender
responsive institutions. A key component to this process is capacity building. The faculty
besides mainstreaming gender in its own (internal mainstreaming) is also potentially a
strong mechanism for assisting other natural resources sectors in mainstreaming (external
mainstreaming) through short courses, research and project implementation. To this
effect, the faculty will develop a gender action plan.

                6.3.4. The HIV/AIDS epidemic
The problem of the HIV/AIDS pandemic is causing severe strain on the overall national
economic development of Malawi and other countries in the region. The impact of
HIV/AIDS in the sector is quite visible. In Malawi the seroprevalence rates have risen
from 2% in 1985 to 14.4% in 2003. The highest infection rates are recorded amongst the
most productive 15-49 age group, the age group where most teachers and students at the
university belong. The current life expectancy at birth of 44 is expected to drop to 33
years by 2010. The early deaths destroy investment in human resource development,
especially in key professional disciplines that are supposed to contribute to national
economic development. The environment and natural resources sector has suffered
greatly. This cannot be confirmed statistically as no impact studies have been done to
assess the actual impact of HIV/AIDS in the sector. What is known however is that the
demand for more senior and field has grown, putting more strain on the institutions that
offer training to the sector. This is a major challenge and possibly an opportunity for the
faculty to continuously train and retrain.

               6.3.5. The national decentralisation process
Since the dawn of multi-party democracy in 1994, the Government of Malawi (GoM)
embarked on a comprehensive process to review its policy and legislation and has
initiated a process of decentralization. GoM believes that decentralization will assist
Malawi in the consolidation of its democracy and help to realize GoM’s primary goal of
poverty reduction. Significant milestones in the decentralization process have been the
approval of the National Decentralization Policy (NDP) in 1998 – which is enshrined in
the Local Government Act (1999) – and the formation of a Cabinet Committee on
Decentralization.

The NDP provides for devolution of administrative and political power to the District
level and integrates district level government agencies into a single administrative unit.
Under the Policy, Local Government and the local authorities are responsible for
establishment and management of local institutions including chieftainships. Local
authorities (village headmen, chiefs etc.) administer certain provisions of the act. Chiefs
are empowered to demarcate any portions of land to be designated for the purposes of
agricultural production and environmental protection. They are also the ones empowered
to regulate and control it. The purpose of the policy is to decentralize political and
administrative authority to the district level as a mechanism for 1) consolidating
democracy and 2) for realising the country’s development goal of poverty reduction.

In terms of environmental and natural resources training, the following opportunities
exist:
       There is potential for using the faculty curricula to integrate district development
       planning system, thereby putting empowering graduates to understand how
       environment and natural resources priorities can be fitted within the overall
       development and poverty reduction agenda.
       Environment and natural resources training activities can actually benefit from
       decentralized financing like the district development fund. This can be done if
       collaboration between the faculty and the Districts Assemblies is enhanced.
       Multi-stakeholder forums like the district executive committees, district
       assemblies meetings meet regularly at district level and can be used as forum to
       discuss faculty programmes.

           6.3.6.      Increasing levels of deforestation and general environmental
                       degradation
The past decade has seen widespread activities that have resulted in increasing levels of
deforestation. The National Forestry Programme reports that with four times more people
per square kilometer than Sub-Saharan Africa as a whole, of whom four fifths depend on
agriculture, population puts more pressure on Malawi's natural resources than in many
other African countries. 95% of rural households have 1 hectare or less and the average in
the Southern Region is just 0.4 ha. About 50% of the 2.3 million farm households have
been classed as food insecure. The population grows at 2.9% per year and this, combined
with rrural-to-rural migration from densely to sparsely populated regions – means
farmers often have no way to tackle their food insecurity and expand their operations
except to cut woodland on customary land of or to encroach upon the forest reserves. The
nnational demand for forest products is much greater than supply. Poverty reduction
efforts have at times threatened the existence of natural resources especially trees. This
threatens Malawi’s considerable stock of biological diversity, and reduces the actual and
potential forest goods and services on which its people can draw. The faculty needs to
respond by ensuring that it provides adequate numbers and quality of extension workers
who facilitate sustainable pro-poor forest management at community level.


              6.3.7. Human rights issues
With the advent of multiparty democracy, the Government of Malawi, through the
Malawi Constitution, which is the supreme law of the land, is committed to the
promotion and protection of human rights (including women’s and people living with
HIV/AIDS rights). The faculty must confirm to human rights norms as enshrined in the
Constitution by allowing freedom of expression, association, participation and others
freedoms. These freedoms are a birthright for all people, including faculty staff and
students and they cannot be negotiated. Inherent is these freedoms are also
responsibilities which all citizens are obliged to abide by.

               6.3.8. Financial management: Cash Budget and Medium Term
                        Expenditure Framework
Since 1994, Government has been operating through a cash budget system, which means
it can only spend what it actually has generated. The main framework for operationalising
the cash Budget is the Medium Term Expenditure Framework (MTEF). The MTEF is the
basis for the current budgetary processes within the public sector and Mzuzu University
is no exception. This entails the formulation of departmental budgets and consequently
faculty budget that is activity based and can be easily monitored. There is need to develop
expenditure frameworks in a form of annual work-plans, which have specific objectives
and outputs that need to be accomplished within a specified timeframe, the total of which
is one year.

                6.3.9. Government directives
In a circular letter dated 12th September 2000, the Government of Malawi directed all
ministries and departments to develop strategic plans, Mzuzu University no exception, as
a way of improving strategic management and organisational performance. The strategic
plans are meant to indicate how the ministries and public institutions are going to
implement their core businesses and focus their programmes so that they only concentrate
on core business thereby reducing resource wastage and improving efficiency.

7.0     Strategic challenges facing the Faculty and the University
The continuing and expanding mandate of the faculty comes against a background of
constraints in human and material resources, yet the university has a daunting task of
development and sustainability of its programmes. The situation compels the university
to develop cost-effective strategies for mitigating such constraints. A carefully
articulated strategic plan is needed to provide the faculty, and the university by
association, with a focused approach and direction for its development.
 The challenges that the faculty faces are clearly articulated in the university’s first draft
of the strategic plan:
        Development of programmes in environment and natural resources to meet the
        needs of the sector.
        Streamlining the current programmes to meet international and professional
        standards
        Development of outreach programmes that will inform and assist the public in
        recognizing the faculty’s potential and the constraints that affects it.
        The need to provide high quality research and consultancies to meet the demands
        of the environment and natural resources sector
        Movement towards semi-autonomy; towards authority and decision making and
        self-financing and to examine ways to improve staff quality, welfare, incentives
        and retention, and the management of the faculty
8.0.    Institutional Capacity
        8.1.   Recruitment of new members of staff
Even with the improvements in the quality of staff, there is still need for more efforts to
recruit new lecturers to teach new subjects that may have to be included in old and new
programmes such as forest governance, decentralization, HIV/AIDS, gender and financial
management.

       8.2.   Professional development and work ethics
A key requirement services delivery is a vibrant organisational culture, which is spiced
by positive work ethics and a clear professional development road map for employees. At
the moment opportunities are rather limited.

       8.3.    Collaboration and networking
To address the issues raised in this strategic plan, the faculty will need to foster
partnerships with other institutions and agencies. These linkages are potential
opportunities for raising the profile of the faculty.


9.0. Mission Statement
The mission of the Faculty of Environmental Sciences is to provide professional training
to undergraduate students of the Faculty at all levels of university education and to
undertake applied research that links the university to the Malawian community and
international community.

       9.1.    Goal of the Faculty

 The goal of the faculty is to produce high quality graduates equipped with relevant
scientific and technical knowledge, values and skills that would effectively contribute to
sustainable management, conservation and development of the environment leading to
improvements in human well-being.

       9.2.    Objectives of the faculty

The objectives of the Faculty are:

   1. To offer education and training to acquire knowledge in environmental sciences
      and its practical application
   2. To conduct relevant research and outreach programmes in land based resources
      and energy
   3. To promote an integrated approach to solving complex environmental
      management problems in Malawi and the region
   4. To foster national and international linkages with institutions of higher learning in
      environmental sciences and management
   9.3.Critical success factors of the faculty strategic plan.
       1. Adequate staff recruited, developed and retained.
       2. Infrastructure built and equipment for practical training procured.
       3. Timely procurement of teaching and learning materials.
       4. Team spirit within the department.
       5. Collaborative partnership with both local and international institutions
          established and sustained.
       6. Technical and financial support from both local and international partners
          available.
       7. Implementation of income generating strategies.

10.0. Strategic Objectives, Strategies, Planned Action, Expected Outcomes and
      Performance Indicators

In order for the faculty to realise its mission, it has planned to implement activities under
the following strategic areas:


       10.1.   DEPARTMENT OF FORESTRY

The Department of Forestry is the first department to be established within the Faculty of
Environmental Sciences. The Department of Forestry admitted its first class of students
in August 2001 and its second class in August 2002. The establishment of the
Department was a result of the recognition by Mzuzu University that there was a huge
gap in Forestry training in Malawi due to the lack of a BSc Programme and the
realisation that the demand for research and expert services was not being fully met by
existing Malawian institutions.

Mission

To increase the application of sound technical and scientific knowledge and skills to
forestry development through teaching, research, dissemination of knowledge and
provision of expert services, in order to enhance productivity, profitability, sustainability,
diversity of output and conservation of trees and forests.

Goal

In order to fulfil its mission, the Department of Forestry’s (DoF) goal is to build capacity
by imparting appropriate professional and technical competencies and disseminating
appropriate information in forestry for land users.
Core functions

To achieve this goal, the Department of Forestry’s approach to building capacity and
dissemination of information is guided by the following five core areas that together will
comprise the core functions of the Department.

       1. Running undergraduate and graduate programmes in forestry to produce
          professional foresters.
       2. Conducting relevant research to tackle forestry and forestry-related problems
          through the application of science.
       3. Providing professional consultancy services for the provision of expert advice
          to the forestry sector.
       4. Conducting short courses in order to facilitate mid-career skills and
          knowledge upgrading.
       5. Implementing outreach and advocacy programmes to promote best forest
          management practices for plantation and indigenous forests.

Strategic objectives, strategies, planned action, expected outcomes and performance
indicators

Strategic objective 1        To produce high quality graduates on a regular basis
Strategic objective 2        To introduce a graduate training programme in Forestry
Strategic objective 3        To tackle forestry and forestry-related problems through
                             research
Strategic objective 4        To provide expert advice to the forestry sector through
                             consultancies.
Strategic objective 5        To facilitate mid-career skills and knowledge upgrading
                             through short courses.

Strategic objective 6        To promote best forest management practices for plantation
                             and indigenous forests through outreach programmes.

Strategic objective 1: To produce high quality graduates on a regular basis.

Planned strategic activities:

1.1    Admit students to the programme.
1.2     Develop and maintain adequate staff capacity.
1.3    Acquire adequate teaching and learning materials.
1.4    Establish a training forest within the Viphya plantations
1.5    Build extra infrastructure, and procure and maintain equipment.
1.6    Develop and maintain a comprehensive literature collection and an electronic
       database.
1.7     Review curriculum with regard to changing policy, and national and international
       thinking.
1.8    Develop and update a Departmental brochure, and webpage.
1.9    Strengthen collaboration with national, regional and international partners

Expected outcomes

1.1    Forestry graduates produced.
1.2    Adequate staff capacity developed.
1.3    Adequate teaching and learning materials acquired
1.4    A training forest within the Viphya plantations established
1.5    All necessary infrastructure provided, and equipment procured and well
       maintained.
1.6    Bachelor of Science (Forestry) curriculum reviewed.
1.7    Departmental brochure and webpage developed and continuously updated.
1.8    Collaboration with national, regional and international partners strengthened.

Performance indicators
      o      An average of 30 students graduate each year.
      o       3 members of staff obtain Masters degrees.
      o      At least 2 members of staff obtain PhD. degrees.
      o      At least Kxxx allocated and spent on teaching and learning materials per
             year.
      o      About 400 hectares of a training forest within the Viphya plantations
             established
      o      A Faculty of Environmental Sciences complex under construction.
      o      30 computers and accessories purchased and well maintained.
      o      Departmental library and resource centre established.
      o       Bachelor of Science (Forestry) curriculum review workshop and tracer
             studies undertaken.
      o      Copies of the Departmental brochure available and Departmental webpage
             regularly updated.
      o      Number of collaborating partners increased.


Strategic objective 2: To introduce a graduate training programme in Forestry

Planned strategic activities

2.1    Recruit and train academic staff.
2.2    Undertake a training needs assessment.
2.3    Draft and produce curriculum.
2.4    Construct extra laboratory, classrooms, offices and hostels.
       2.5    Purchase books, equipment, accessories and vehicles.
       2.6    Advertise and admit students to the programme.
2.7    Develop and update a Departmental brochure, and webpage.
       2.8    Strengthen collaboration with national, regional and international partners
Expected outcomes

2.1    Academic staff recruited and well trained.
2.2    A Master of Science (Forestry) curriculum developed
2.3    All additional infrastructures provided.
       2.4     Necessary teaching and learning materials provided.
       2.5     A Master of Science (Forestry) programme introduced.
2.6    Departmental brochure and webpage developed and continuously updated.
       2.7     Collaboration with national, regional and international partners
       strengthened.

Performance indicators
2.1   At least 3 members of staff hold PhD. degrees.
2.2   A training needs assessment undertaken.
2.3   A Master of Science (Forestry) curriculum development workshop held
2.4   A Faculty of Environmental Sciences complex under construction.
      2.5     At least Kxxx allocated and spent on books, equipment, accessories and
      vehicles.
      2.6     At least 10 students registered for the MSc. (Forestry) programme.
2.7   Copies of the Departmental brochure available and Departmental webpage
      regularly updated.
      2.8     Number of collaborating partners increased.


Strategic objective 3: To tackle forestry and forestry-related problems through research

Planned strategic activities
3.1   Develop and maintain a database of research grants in the forestry sector
3.2   Develop research proposals and solicit research funds
3.3   Conduct research and research workshops
3.4   Publish research results

Expected outcomes
3.1   A database of research grants in the forestry sector developed and maintained
3.2   Research workshops conducted
3.3   Research results published

Performance indicators
3.1   A database of research grants in the forestry sector created and maintained
      regularly.
3.2   Each academic member of staff is involved in at least one funded research project.
3.3   Each academic member of staff makes at least one research presentation per
      academic year.
3.4   The Department produces at least 3 research reports per academic year.
Strategic objective 4: To provide expert advice to the forestry sector through
consultancies.

Planned strategic activities
4.1   Establish a consultancy unit within the Department
4.2   Establish links with different stakeholders
4.3   Get information regarding consultancies.


       Expected outcomes
4.1    An increase in the number of consultancies carried out by the Department
4.2    A consultancy unit established within the Department
4.3    Links with different stakeholders established

Performance indicators
4.1   An increase in the number of consultancies carried out by the Department
4.2   An increase in the amount of money generated by the Department through
      consultancies.

Strategic objective 5: To facilitate mid-career skills and knowledge upgrading through
short courses.

Planned strategic activities
5.1   Conduct training needs assessment
5.2   Develop and review course modules
5.3   Offer short courses

       Expected outcomes
5.1    More course modules developed and reviewed
5.2    An increase in the number of short courses offered by the Department

Performance indicators
5.1   An increase in the number of short courses offered by the Department per
      academic year.
5.2   An increase in the number of people attending short courses offered by the
      Department per academic year.
5.3   An increase in the amount of revenue generated from short courses.

Strategic objective 6: To promote best forest management practices for plantation and
indigenous forests through outreach programmes.

Planned strategic activities
6.1   Develop and review outreach manuals
6.2   Establish links with different stakeholders
6.3   Disseminate information on best practises in forestry management and utilisation.
      Expected outcomes
6.1   Outreach manuals developed and reviewed.
6.2   Links with different stakeholders established.
6.3   Information on best practises in forestry management and utilisation
      disseminated.

Performance indicators
6.1   Number of outreach manuals developed and reviewed
6.2   Number of links with stakeholders
6.3   Number of meeting, workshops, symposia and seminars held with stakeholders
      per academic year.
                           IMPLEMENTATION PLAN FOR THE DEPARTMENT OF FORESTRY

Strategic objectives and activities                                  2007   2008   2009   2010   2011
1. To produce high quality graduates on a regular basis
    1.1 Admit students to the programme.
    1.2 Develop and maintain adequate staff capacity.
    1.3 Acquire adequate teaching and learning materials.
    1.4 Establish a training forest within the Viphya plantations.
    1.5 Build extra infrastructure, and procure and maintain
        equipment.
    1.6 Develop and maintain a comprehensive literature collection
        and an electronic database.
    1.7 Review curriculum with regard to changing policy, and
        national and international thinking.
    1.8 Develop and update a Departmental brochure, and webpage.
    1.9 Strengthen collaboration with national, regional and
        international partners
        2. To introduce a graduate programme in Forestry
    2.1 Recruit and train academic staff.
    2.2 Undertake a training needs assessment.
    2.3 Draft and produce curriculum.
    2.4 Construct extra laboratory, classrooms, offices and hostels.
            2.5 Purchase books, equipment, accessories and vehicles.
            2.6 Advertise and admit students to the programme.
    2.7 Develop and update a Departmental brochure, and webpage.
            2.8 Strengthen collaboration with national, regional and
        international partners

       3. To tackle forestry and forestry-related problems through
                                                                        21



        research
    3.1 Develop and maintain a database of research grants in the
        forestry sector
    3.2 Develop research proposals and solicit research funds
    3.3 Conduct research and research workshops
    3.4 Publish research results
        4. To provide expert advice to the forestry sector through
        consultancies.
    4.1 Establish a consultancy unit within the Department
    4.2 Establish links with different stakeholders
    4.3 Get information regarding consultancies.
5. To facilitate mid-career skills and knowledge upgrading through
    short courses.
    5.1 Conduct training needs assessment
    5.2 Develop and review course modules
    5.3 Offer short courses
        6. To promote best forest management practices for plantation
        and indigenous forests through outreach programmes.
    6.1 Develop and review outreach manuals
    6.2 Establish links with different stakeholders
    6.3 Disseminate information on best practises in forestry
        management and utilisation.
                                                                                                                                 22




FIVE-YEAR DEVELOPMENT PLAN FOR THE DEPARTMENT OF FORESTRY


               Narrative                  Objectively Verifiable Indicators          Means of Verification        Assumptions

Purpose                                                                                                           Graduates       gain
To increase the application of sound Improved          management        and Annual reports                    employment within the
technical and scientific knowledge and utilization and of forests.           Evaluation reports                forestry sector
skills to forestry development through                                                                            Policy makers accept
teaching, research, consultancy and                                                                            to take professional
outreach programmes.                                                                                           advice
Goal                                          At least 30 students graduating   Records from MU registry       Forestry    programmes
To build capacity by imparting                from the Department each                                         continues     to    be
appropriate professional and technical        year.                             Minutes of RPC meetings        favourable.
competencies      and    disseminating        Research projects up and
appropriate information in forestry for       running.                          Research proposal documents    Low staff turnover
land users.                                   All members of staff involved
                                              in consultancies and outreach     Research reports               University           gives
                                              programmes.                                                      research high priority
                                              Increased number of short
                                              courses offered.
Output 1

Output 2

Output 3

Output 4

Output 5
               Activities                              Budget                      Potential Source of Funds
Output 1
                                                                                             23



Output 2
Output 3
Output 4
Output 5




DEVELOPMENT PLAN MATRIX FOR THE DEPARTMENT OF FORESTRY
                                              In-put                     Responsible
Objectives    Activities    Number                  Non-      Expected    Officer/     Time frame
                                        Monetary   monetary    Output    Institution
       10..2.          DEPARTMENT OF WATER RESOURCES MANAGEMENT
                       AND DEVELOPMENT

The Department of Water Resources and Management is the fifth department in the
Faculty of Environmental Sciences to be launched in the near future. It is expected final
review of curriculum will be undertaken soon and students should be admitted in the
2007-2008 academic year.

The fundamental principle of the water sector policy in Malawi is to eradicate poverty
through the provision of equitable access to potable water supplies to people in the rural
and urban areas. Availability of potable water coupled with good sanitation measures a
healthy status of the Malawi nation.

To ensure that the water sector policy is implemented adequately, trained personnel in
fields of water resource management and development are required by the water and
sanitation sector in the country. Mzuzu University therefore intends to train experts in the
water and sanitation sector a BSc degree programme in Water Resources Management
and Development.

Mission

To provide skill enhancing opportunities to Malawians and others through the acquisition
of professional knowledge, technical and practical skills in water resources management,
abstraction and development based on specialised techniques and research in
environmental sciences and related professional fields.



Goal

The goal of the programme in Water Management and Development is to build the
required capacity for the country in water resources management and development by
equipping students with knowledge and skills in basic and applied principles of water
quality, watershed management and hydrological measurements, water abstraction and
integrated water resources management.

Core functions

The core functions of the Department of Water Resources Management and Development
would be to train professional and technical staff from the public and private sector and
non-governmental organisations in water resources management and development. The
                                                                                       25


department will also offer short courses, carry out research and consultancies and conduct
outreach programmes.

Strategic objectives, strategies, planned action, expected outcomes and performance
indicators

Strategic objective 1          To develop a basic degree programme in Water
                               Resources Management and Development
Strategic objective 2          To commence degree training programme in Water
                               Resources Management and Development

Strategic objective 1: To develop a basic degree programme in Water Resources
Management and Development

Planned strategic activities:

       Recruit initial key departmental staff including Staff Associates
       Conduct workshop to develop curriculum
       Draft and produce curriculum
       Draft research programme
       Initiate collaborative partnerships


Expected outcomes
      Water Resources Management and Development curriculum document produced
      Research programme developed
      Collaborative partnership initiated

Performance indicators
      Commitment of university management and faculty to initiate the development of
      the programme
      2 key staff in place to initiate curriculum development process
      2 Staff Associate lecturers recruited
      1 curriculum development workshop held
      20 copies of the curriculum printed and bound
      Research programme document
      Number of collaborative meetings and networks

Strategic objective 2: To commence degree training programme in Water
Resources Management and Development

Planned strategic activities

       Admit first students to the programme
       Purchase books, equipment, accessories and vehicles
                                                                                     26


       Construct a water laboratory
       Construct a classroom block
       Construct offices

       Expected outcomes

       First students admitted to the programme
       Construction of infrastructure started and ongoing
       Plant and vehicles procured

Performance indicators

       20 students admitted as first intake
       1 water laboratory under construction
       1 classroom block under construction
       1 vehicle purchased
Orders for books, equipment, accessories and a vehicle placed and delivery ongoing
                                                                                               27



 IMPLEMENTATION PLAN FOR DEPARTMENT OF WATER RESOURCES MANAGEMENT AND DEVELOPMENT

Strategic objectives and activities                         2007   2008   2009   2010   2011
To develop a basic degree programme in Water Resources
Management and Development
       Recruit initial key departmental staff
       Recruit Staff Associate lecturers
       Conduct workshop to develop curriculum
       Draft and produce curriculum
       Draft research programme
       Establish collaborative partnerships

To commence degree training programme in Water Resources
Management and Development
      Admit students to the programme
      Purchase books, equipment, accessories and vehicles
      Construct a water laboratory
      Construct a classroom block
      Construct offices
                                                                                                                                         28



5-YEAR DEVELOPMENT PLAN: DEPARTMENT OF WATER RESOURCES MANAGEMENT AND DEVELOPMENT


                 Narrative                    Objectively Verifiable Indicators          Means of Verification            Assumptions

Purpose                                                                                                          Graduates gain employment
To build the required capacity for the Improved livelihoods through the Annual reports                           within     the    water   and
country in water resources management and provision of equitable access to Evaluation reports                    sanitation sector in Malawi
development                               potable water supplies to people in
                                          the rural and urban areas                                              Research problems are well
                                                                                                                 identified
Goal                                          Yearly intake of BSc programme Records from MU registry            Newly recruited staff are
To train and equip students with skills of    students     occurring   (estimated                                committed to developing the
water resources management, abstraction       number of undergraduates on Minutes of RPC meetings                Department
and development based on specialised          training by 2010 - 40
techniques and research in environmental      Research projects up and running    Research proposal documents
sciences and related professional fields
                                                                                    Research reports
Output 1                                      2 staff with Master degree MU administration records               Appropriate personnel can be
Key staff capacity recruited                  qualifications recruited              Training plans               identified         and        the
                                              2 Staff Associate lecturers recruited                              remuneration package is
                                                                                                                 sufficiently attractive to them
Output 2                                      1 office complex built                MU inventory of equipment    Development takes place in
Infrastructure built and equipment procured   1 water laboratory built                                           context         of       Choma
                                              1 classroom block built               Building plans               Development Plan but should
                                              1 vehicle purchased and in use by                                  not be a hindering factor
                                              staff and students
                                              Equipment bought and installed
Output 3                                      3000 Books, 20 CD ROMs, 20            Library catalogue            Procurement does not face
Teaching and learning materials procured      videos and 5 journals (on going       Departmental records         unnecessary delays during the
                                              subscription) on the shelves in the                                5-year period
                                              University library and Departmental
                                              resource centre
                                                                                                                                          29



Output 4                                      Collaborative         partnerships M of U                             Potential collaborator respond
Collaborative partnerships established        established with two Malawian                                         to MZ WRMD initiatives
                                              institutions and one international
                                              institution
Output 5                                      2007-2011 Research Programme Research document                        MZ WRMD initiatives
Research programme developed                  document produced
                   Activities                               Budget                  Potential Source of Funds
Output 1                                                                         1. Mzuzu University – salaries     Financial resources can be
1. Recruit 4 staff members                                                       2. External support – training     identified.
2. Train 2 Staff Associates at MSc levels
Output 2                                                                         1. External                        Current staff time allows
1. Build and equip staff office complex and                                                                         opportunities to work on the
resource centre                                                                                                     development       of     the
2. Build four classrooms                                                                                            department
3. Build one water laboratory
4. Purchase one vehicle (4x4)
Output 3                                                                         1. Mzuzu University
1. Buy books, CDs, subscribe to journals,                                        2. Funds       from      student
2. Field equipment purchased                                                        scholarships
                                                                                 3. External
Output 4                                                                         1. Mzuzu University
1. Website created                                                               2. External
2. Tours to other educational, research and
training institutions in Malawi, embassies
and NGOs.
3. Collaborative research undertaken
                                                                                                                                      30



 Output 5                                                                      1. Mzuzu University
 1. Hold a Faculty and Departmental level                                      2. External
    research strategy development meeting
 2. Review current research agenda of other
    Malawian and regional research
    institutions to ensure complementarity
    in some cases and addressing gaps in
    other cases.

DEVELOPMENT PLAN MATRIX THE DEPARTMENT OF WATER RESOURCES MANAGEMENT AND DEVELOPMENT

                                                                          In-put                              Responsible
 Objectives                Activities                Number                     Non-         Expected           Officer/       Time frame
                                                                    Monetary   monetary       Output           Institution
 Strengthen the            Recruit academic          2 Masters                            5 Staff            Vice Chancellor    2006-2007
 capacity of               staff                     2 Associate                          recruited
 Department                Recruit a Secretary       Lecturers
                                                     1 Secretary

 Train Staff Associate     Staff development         2 Masters                            2 Masters          Vice Chancellor   2007-2009
 lecturers                                                                                students finish
                                                                                          studies
 Develop and initiate      Develop research          Various                              Research           Specialist        2007 ongoing
 research programmes       programme and carry                                            programme          Lecturers
                           out research activities                                        document
                                                                                          At least 2
                                                                                          publications in
                                                                                          the last 2 years
 Build infrastructure of   Construct           1 water laboratory                         Infrastructure     Vice Chancellor   2007 ongoing
 the Department            infrastructure      1 classroom block                          and facilities
                                               1 office complex                           improved
 Purchase a 4x4 vehicle Purchase a 4x4 vehicle 1 4x4 vehicle                              2 vehicles         Vice Chancellor   2007 ongoing
                                                                                          purchased
                                                                                                    31




To procure teaching      Purchase books           Various   Teaching and    University       2007 ongoing
and learning materials   Purchase CD ROMs,                  learning        Librarian/HOD
                         videos, journals                   materials
                                                            procured
Maintain collaborative   Establish and maintain   Various   Collaborative   / University     2007 ongoing
partnerships             collaborative                      partnerships    Librarian /HOD
                         partnerships                       established
                                                                                        32



       10.3.   DEPARTMENT OF FISHERIES

       Rationale and background

The fishing industry in Malawi contributes about 4% to the GDP of Malawi. Much of
this is based on Lake Malawi, yet nobody knows much about it. There is not enough
capacity building on fisheries technology in Malawi. Currently there is no local
institution in Malawi that is dedicated to train people on fisheries science and technology
to degree level. By virtue of its proximity to the lake, Mzuzu University is more poised
to undertake such a role. The scope of the training will cover, a part from just catching
and selling fish, value added technology such as processing (for local and international
markets); well organized marketing (including exports; production of specialized
products for supermarket chains, etc.). There is need to have proper records of fish
catches and sales to show the true contribution of this important industry.

Besides, the environment has greatly been degraded hence there is a serious gap on
natural resources management in the country. A lot of assistance has been sought on how
to combat degradation but nothing has been implemented. Tourists have levelled
allegations against the environmental quality of Lake Malawi and it seems there are no
data to counteract any such allegations – e.g. bilharzia. This has negatively affected
tourism. There is need to have data to prove or disprove such allegations, yet no
institution is poised to assist in this area.

Mzuzu University is keen to work together with the Department of Fisheries and other
stakeholders to carry out research, consultancies, outreach and training programmes to
build a sound information base on fisheries and its environment

Mission

To provide skill-enhancing opportunities to Malawians and others through the acquisition
of professional knowledge, technical and practical skills for the maximization of socio-
economic benefits through sustainable utilisation and management of capture fisheries
and increased aquaculture production

Goal

The goal of the programme is to develop capacity, knowledge and skills by providing
appropriate training programs for the Department of Fisheries and user communities in
Malawi and the SADC region

Core functions

The core functions of the Department of Fisheries would be to train professional and
technical staff from the public and private sector and non-governmental organisations in
                                                                                        33


fisheries resources management and development. The department will also offer short
courses, carry out research and consultancies and conduct outreach programmes.

Strategic objectives, strategies, planned action, expected outcomes and performance
indicators

Strategic objective 1          To build the capacity of the Department both at the
                               University Main Campus and at Nkhata Bay
Strategic objective 2          To commence degree training programme in Fisheries
                               Sciences comprising on capture fisheries and
                               aquaculture
Strategic objective 3          To operationalise the fisheries research centre at Nkhata
                               Bay


Strategic objective 1: To build the capacity of the department

Planned strategic activities

       Recruit initial key departmental staff including Staff Associates and support staff
       Prepare teaching materials
       Build infrastructure at Nkhata bay
       Purchase office equipment and books
       Purchase plant and vehicles
       Develop research programme
       Initiate collaborative partnerships
       Develop teaching materials

Expected outcomes
      Key departmental staff recruited
      Teaching materials ready
      Collaborative partnership initiated
      Construction of infrastructure started
      Office equipment, books, plant and vehicles purchased
      Research programme developed
      Collaborative partnership initiated
      Teaching materials developed

Performance indicators
      Commitment of university management and faculty to support the programme
      3 key staff and 2 Laboratory technicians in place to initiate programme
      2 Staff Associate lecturers recruited
      Research programme document
      Number of collaborative meetings and networks
                                                                                   34


Strategic objective 2: To commence degree training programme in Fisheries
Sciences comprising on capture fisheries and aquaculture

Planned strategic activity

       Commence training of generic students

Expected outcomes
      Students start classes

Strategic objective 3: To operationalise the fisheries research centre at Nkhata Bay

Planned strategic activities:

       Recruit Research Administrator and Laboratory technicians
       Commence research activities

       Expected outcomes

       Research and support staff at Nkhata Bay
       Research activities commence

Performance indicators

       1 Administrator, 2 Laboratory Assistants and 1 Secretary recruited
       Research reports
                                                                                                 35



Strategic objectives and activities                           2007   2008   2009   2010   2011
To build the capacity of the department
       Recruit initial key departmental staff including Staff
       Associates and support staff
       Prepare teaching materials
       Build infrastructure at Nkhata bay
       Purchase office equipment and books
       Purchase plant and vehicles
       Develop research programme

To commence degree training programme in Fisheries Sciences
comprising on capture fisheries and aquaculture
Commence training of generic students

To operationalise the fisheries research centre at Nkhata Bay
      Recruit Research Administrator and Laboratory technicians
      Commence research activities
                                                                                                                                        36



                             5-YEAR DEVELOPMENT PLAN FOR THE DEPARTMENT OF FISHERIES


                 Narrative                    Objectively Verifiable Indicators        Means of Verification             Assumptions

Purpose                                                                                                         Graduates self-employ/gain
To build the required capacity for the          Improved livelihoods as a result Annual reports                 employment within fisheries
country in fish resources management and        of through improved stability of Evaluation reports             sector in Malawi
development through nurturing and               annual fish availability which
promoting efficient management of fisheries     promotes income generating                                      Research problems are well
for the benefit and future generations of       activities as well as prevention of                             identified
Malawians.                                      fish depletion

Goal                                          Yearly intake of BSc programme Records from MU registry           Newly recruited staff are
The goal of the programme is to develop       students     occurring   (estimated                               committed to developing the
capacity, knowledge and skills by providing   number of undergraduates on Minutes of RPC meetings               Department
appropriate training programs for the         training by 2010 - 40
Department of Fisheries and user              Research projects up and running    Research proposal documents
communities in Malawi and the SADC
region                                                                            Research reports

Output 1                                      3 Staff members with Master MU administration records             Appropriate personnel can be
Key and support staff capacity recruited         degree qualifications recruited    Training plans              identified        and         the
                                              2 Lab Technicians with Diplomas                                   remuneration package is
                                                 recruited                                                      sufficiently attractive to them
                                              2 Staff Associate lecturers recruited
                                              1 Research Administrator recruited
                                              2 Secretaries recruited
                                                                                                                                          37



Output 2                                    2 Laboratories built at Nkhata Bay      MU inventory of equipment       Development takes place in
Infrastructure built, accessories/equipment 4 Offices built at Nkhata Bay           Building plans                  context of Nkhata Bay
procured and installed                      1 Lecture room built                    Construction Progress reports
                                            1 Seminar room built
                                            15 Room hostel built
                                            1 Guest house for staff and visiting
                                            scientists built
                                            1 Auditorium built
                                            1 Heavy duty photocopier
                                            purchased
                                            1 HP LaserJet Printer purchased
                                            1 HP Desk Scanner purchased
                                            5 Desktop computers purchased
                                            2 Lap top computers purchased
                                            5 Filing cabinets purchased
                                            1 4x4 vehicles purchased
                                            1 30 seater bus purchased
                                            1 Motor boat purchased
Output 3                                    3000 Books, 20 CD ROMs, 20              Library catalogue               Procurement does not face
Teaching and learning materials procured    videos and 5 journals (on going         Departmental records            unnecessary delays during the
                                            subscription) on the shelves in the                                     5-year period
                                            University library and Departmental
                                            resource centre
Output 4                                    Collaborative            partnerships   M of U                          Potential collaborator respond
Collaborative partnerships established      established with two Malawian                                           to MZ Fisheries Science and
                                            institutions and one international                                      Management initiatives
                                            institution
Output 5                                    2007-2011 Research Programme            Research document               MZ Fisheries Science and
Research programme developed                document produced                                                       Management initiatives
                                                                                                              38



                   Activities                 Budget      Potential Source of Funds
Output 1                                               3. Mzuzu University – salaries   Financial resources available
1. Recruit 5 staff members                             4. External support – training
2. Train 2 Staff Associates at MSc levels
Output 2                                               1. External                      Financial resources can be
Build 2 Laboratories                                                                    identified.
Build 4 Offices Build 1 Lecture room built
Build 1Seminar room
Build 15 Room hostel
Build 1 Guest house for staff and visiting
scientists
Build 1 Auditorium
Purchase 1 Heavy duty photocopier
Purchase 1 HP LaserJet Printer
Purchase 1 HP Desk Scanner
Purchase 5 Desktop computers
Purchase 2 Lap top computers
Purchase 5 Filing cabinets
Purchase one vehicle (4x4)
Purchase 1 Motor boat
Output 3                                               4. Mzuzu University              Financial resources can be
1. Buy books, CDs, subscribe to journals,              5. Funds       from      student identified
2. Field equipment purchased                              scholarships
                                                       6. External
Output 4                                               3. Mzuzu University
1. Website created                                     4. External
2. Tours to other educational, research and
training institutions in Malawi, embassies                                              Recruited staff time allows
and NGOs.                                                                               opportunities to work on the
3. Collaborative research undertaken                                                    development       of     the
                                                                                        department
                                                                                                                                    39



Output 5                                                                     3. Mzuzu University                Recruited staff time allows
3. Hold a Faculty and Departmental level                                     4. External                        opportunities to work on the
   research strategy development meeting                                                                        development       of     the
4. Review current research agenda of other                                                                      department
   Malawian and regional research
   institutions to ensure complementarity
   in some cases and addressing gaps in
   other cases.


                          DEVELOPMENT PLAN MATRIX THE DEPARTMENT OF FISHERIES

                                                                        In-put                              Responsible
Objectives              Activities                Number                      Non-         Expected           Officer/       Time frame
                                                                  Monetary   monetary       Output           Institution
Strengthen the          Recruit academic          2 Masters                             8 Staff            Vice Chancellor    2006-2007
capacity of             staff                     2 Associate                           recruited
Department              Recruit Secretaries       Lecturers
                                                  2 Lab
                                                  Technicians
                                                  2 Secretaries

Train Staff Associate   Staff development         2 Masters                             2 Masters          Vice Chancellor   2008-2010
lecturers                                                                               students finish
                                                                                        studies
Develop and initiate    Develop research          Various                               Research           Specialist        2007 ongoing
research programmes     programme and carry                                             programme          Lecturers
                        out research activities                                         document
                                                                                        At least 2
                                                                                        publications in
                                                                                        the last 2 years
                                                                                                                  40



Build infrastructure of   Construct                 2 Laboratories     Infrastructure    Vice Chancellor   2007 ongoing
the Department            infrastructure            4 Offices          and facilities
                                                    1 Lecture room     improved
                                                    1Seminar room
                                                    1 15 Room hostel
                                                    1 Guest house
                                                    1 Auditorium

Procure vehicles and      Purchase vehicles and 1 4x4 vehicle          Vehicles and      Vice Chancellor   2007 ongoing
plant                     plant                 1 Minibus              plant purchased
                                                1 Motor boat

Procure office            Purchase equipment        1 Heavy duty       Equipment and     Vice Chancellor   2007 ongoing
equipment and other       and accessories           photocopier        accessories
accessories                                         1 HP LaserJet      purchased
                                                    Printer
                                                    1 HP Desk
                                                    Scanner
                                                    5 Desktop
                                                    computers
                                                    2 Lap top
                                                    computers
                                                   5 Filing cabinets
To procure teaching       Purchase books            Various            Teaching and      University        2007 ongoing
and learning materials    Purchase CD ROMs,                            learning          Librarian/HOD
                          videos, journals                             materials
                                                                       procured
Maintain collaborative    Establish and maintain    Various            Collaborative     / University      2007 ongoing
partnerships              collaborative                                partnerships      Librarian /HOD
                          partnerships                                 established
                                                                                        41



       10.4.   DEPARTMENT OF ENERGY STUDIES
       Rationale and background
The Department of Energy Studies is the second department within the Faculty of
Environmental Sciences at Mzuzu University. Its establishment emanates from the
analysis done in 1998 by the Malawi Government through the National Sustainable and
Renewable Energy Programme (NSREP) in the Department of Energy Affairs, which
identified barriers to renewable energy in Malawi. One of the so many barriers identified
by NSREP was lack of institutional training in Renewable Energy Technologies (RETs)
resulting in deficiency in qualified personnel to plan, design and maintain these
technologies.

In response to this need Mzuzu University established the Training and Testing Centre
for Renewable Energy Technologies (TCRET) in 2003, as a project with funding from
UNDP through the Barrier Removal to Renewable Energy in Malawi (BARREM)
Project. The main objectives of the TCRET Project were:

     (i)   To provide training in RETs at certificate, undergraduate and postgraduate
           levels in order to build sufficient human capacity ably to plan, design, install
           and maintain renewable energy technologies in Malawi;
     (ii) To provide certificate level training to policy makers to enable informed
           decision-making in issues of RETs.
     (iii) To provide testing services to both the public and private sector of all
           renewable energy technologies before installation in Malawi;
     (iv) To provide consultancy services to both local and international organizations
           in RETs. to enable them achieve the intended purpose for investing in these
           technologies; and
     (v) To collaborate research activities in renewable energy with local RET
           industries and regional and international RET institutions in order to promote
           generation of energy from renewable resources.

After running the project for one year, Mzuzu University established the Department of
Energy Studies in September 2004 to offer undergraduate and postgraduate programmes
in Renewable Energy Technologies. The first students were admitted into the programme
in September 2004 at mature entry level. The first generic group of students is expected
to be admitted in 2007 while the postgraduate programme is expected to be rolled out in
2010. Mzuzu University is the first institution to offer the Bachelor of Science in
Renewable Energy in Malawi and the SADC region.



Mission Statement:
To diversify the energy resource base for both domestic and commercial applications by
providing scientific and technical skills for design, fabrication, adaptation, installation
and maintenance of Renewable Energy Technologies.
                                                                                        42



Goal
In order to fulfill its mission, the Department of Energy’s goal is to produce high quality
skilled professionals in Renewable Energy Technologies capable to plan, design,
fabricate, install and maintain various RETs.

Core functions
The core functions of the Department of Energy Studies are:
1)       To build human capacity, through professional training in renewable energy,
     energy management and energy efficiency, for the public and private sectors and
     other organizations, nationally and internationally.

2)      To run the Test and Training Centre for Renewable Energy Technologies
     (TCRET).

Strategic objectives, strategies, planned activities, expected output and performance
indicators

Strategic Objective 1       To run the Bachelor of Science in Renewable Energy
                            Technologies (BSc. RETs) Programme.
Strategic Objective 2       To conduct certificate level short courses, seminars and
                            workshops in RETs for technicians, engineers, policy
                            makers and planners

Strategic Objective 3       To provide testing services of RET equipment and establish
                            a comprehensive data base in both print and electronic
                            versions for referencing and research.

Strategic Objective 1:         To run the Bachelor of Science in Renewable Energy
                               Technologies (BSc. RETs) Programme.

Planned strategic activities
         Reviewed Curriculum submitted to Senate for approval
         Recruit adequate and qualified staff.
         Construct one teaching block with 4 classrooms and one office block
         Admit first cohort of generic students by 2007
         Procure training equipment for practical exercises.
         Research procedures in place.
         Establish links with industries for students attachments
         Establish collaborative partnership with other institutions offering similar
       programmes.
                                                                                   43


Expected outputs
    Curriculum approved by Senate
    10 members of staff, 7 with Masters Degrees and 3 with PhD on ground by 2010.
    Generic students admitted into the BSc. RET Programme
    Students acquire requisite practical experience
    Publications of students and staff research reports.
    Equipment for workshop practice and field training procured and utilized by
    students and staff.
    Students and staff on exchange programme with other students and staff.

 Performance indicators.
     Curriculum documents available.
     Generic and Mature BSc. Programmes running.
     Research reports available in Library and Department.
     Students in level 4 semester 7 attached to industries every year.
     Continuous improvement in performance of students and staff.

Strategic Objective 2:        To conduct certificate level short courses, seminars and
                              workshops in RETs for technicians, engineers, policy
                              makers and planners

Planned strategic activities
    Develop training programmes.
    Produce training manuals
    Advertise training programmes.
    Discussions with line ministries and departments for training programmes.
    Running short course programmes during every university vacation period.

Expected outputs
    TCRET training manuals developed.
    Training programmes advertised and run on time
    Plans for training personnel from Government ministries and departments laid
    down.

Performance indicators
    Manuals for each training programme produced.
    Training courses conducted during each and every vacation period.
    Seminars and workshops for policy makers and planners conducted.
                                                                              44


 Strategic Objective 3: To provide testing services of RET equipment          and
                            establish a comprehensive data base in both print and
                            electronic versions for referencing and research.

Planned strategic activities
    Purchase RETs testing equipment.
    Develop testing procedures.
    Training staff to carry out tests of renewable energy technologies.
    Research and consultancy

Expected outputs
   Testing equipment on ground.
   Testing manuals developed and available in the Testing laboratory.
   Members of staff trained in testing RET equipment.
   Members of staff carry out experiments and research in RETs.
   Experimental and research results documented and published


Performance indicators
     RET equipment tested and certified at TCRET before installation.
     Database established, maintained and updated
                                                                                                                                     45



                                                       Implementation of the Strategic Plan
Strategic Objective and activities                                                                2006   2007   2008   2009   2010    2011
To run the Bachelor of Science in Renewable Energy Technologies (BSc. RETs) Programme.
       Reviewed Curriculum submitted to Senate for approval.
       Recruit adequate and qualified staff.
       Staff training
       Construct one teaching block with 4 classrooms, 1 computer suite, 1 laboratory, 1
 workshop and one office block.
      Admit first cohort of generic students by 2007.
       Procure training equipment for practical exercises.
    Research procedures in place.
    Establish links with industries for students’ attachments.
       Establish collaborative partnership with other institutions offering similar programmes.


To conduct certificate level short courses, seminars and workshops in RETs for technicians,
engineers, policy makers and planners
     Develop training programmes.
     Produce training manuals.
     Advertise training programmes.
     Discussions with line ministries and departments for training programmes.
     Running short course programmes during every university vacation period.
                                                                                                 46




To provide testing services of RET equipment        and establish a comprehensive data base in
both print and electronic versions for referencing and research.
    Purchase RETs testing equipment.
    Develop testing procedures.
    Training staff to carry out tests of renewable energy technologies.
    Research and consultancy
                                                                                                                                    47



                                  5 - YEAR DEVELOPMENT PLAN FOR DEPARTMENT OF ENERGY STUDIES
Narrative                          Verifiable Indicators           Means of Verification Assumptions
Purpose
To develop scientific and         Improved access to energy and hence Evaluation            reports    and (a) Graduate employed       within
technical      expertise     in   improved delivery of essential services in feedback from stakeholders.       the energy sector.
harnessing and managing           public and private institutions.                                         (b) Graduates        engage     in
renewable energy sources                                                                                       enterpreneualship in energy
through teaching and research                                                                                  technologies.
in appropriate technologies.                                                                               (c) Successful technology transfer
                                                                                                               to the public.
                                                                                                           (d) Public acceptance of the
                                                                                                               technologies.
Goal
Department of Energy Studies Yearly intake of mature students maintained.    Students’ registration. RET (a)       Funds are available.
fully developed, Testing & Research projects running.                        equipment tested and certified (b)    Qualified staff members are
Training Laboratories fully Generic Students admitted.                       at TCRET.                          recruited.
equipped and functioning                                                     Research reports.              (c)    Testing    equipment    and
                                                                                                                procedures are available.
                                                                                                            (d)    Teamwork.
Output 1
Adequate staff recruited and 10 Academic members of staff in place (3 Staff appointment and staff Appropriate staff identified and
developed                    PhD. 7 Masters).                         development                 sufficient     and       attractive
                                                                                                  remuneration available.
Output 2
Infrastructure    built    and 1 office complex, 1 teaching complex, 1       Physical structures in place. Funds available
equipped                       workshop complex, A RET demonstration         Equipment on ground in the
                               center, Equipment bought and installed, 1     laboratories and workshop
                               vehicle (4x4 station wagon) bought
                                                                                                                                       48



Output 3                                                                  Materials available in Library Timely procurement of all materials.
Teaching      and       learning Materials for practical, Books, CD ROMs, Resource       Centre      and
materials procured               Video, journals acquired.                Departmental Library

                                   Collaborative partnership established with Memorandum                    of Positive response from prospective
Output 4                           local and international institutions       understanding signed.            partners.
Collaborative        Partnership
established


                           DEVELOPMENT PLAN MATRIX FOR THE DEPARTMENT OF ENERGY STUDIES

                                                                       In-put                                 Responsible Officer/
Objectives           Activities            Number                            Non-      Expected Output            Institution        Time frame
                                                                Monetary    monetary
Strengthen the       Recruit additional    3Masters                                    5 Staff recruited    Vice Chancellor/         2006-2007
capacity of the      academic staff        2 Staff Associates                                               Appointments
Department                                                                                                  Committee
Train Staff in the   Staff development     4 Masters                                   4 Masters            Vice Chancellor /Staff   2007-2010
Department                                 2 PhD                                       students finish      Development Committee
                                           4 Upgrading of Non                          studies and 2 PhD
                                           Academic                                    continuing
Develop research     Develop research      Various                                     Research             Specialist Lecturers     2007
programmes           programmes and                                                    programme                                     ongoing
                     carry out research                                                document.
Build                Construct            1 classroom block     300000.00              Infrastructure and   Vice Chancellor, HoD     2007 -2010
infrastructure of    infrastructure       1 laboratory                                 facilities           and Estates
the Department                            1 office complex                             improved
                                          1 Workshop block
                                          1 RET demo centre
                                                                                              49



Purchase a 4x4       Purchase a 4x4   1 4x4 vehicle   2 vehicles           Vice Chancellor   2007
vehicle and a        vehicle and a     1 Coaster      purchased                              ongoing
coaster              coaster

To procure           Purchase books   Various         Teaching and         University        2007
teaching and         Purchase CD                      learning materials   Librarian/HoD     ongoing
learning materials   ROMs, videos,                    procured
                     journals
Establish and        Establish and    Various         Collaborative        Dean/HoD          2007
maintain             maintain                         partnerships                           ongoing
collaborative        collaborative                    established and
partnerships         partnerships                     maintained
                                                                                               51



               10.5.   DEPARTMENT OF LAND MANAGEMENT

       The Department of Land Management is the third department to be established in the
       Faculty of Environmental Sciences. The Department admitted its first class on 4th
       September 2006.

       The Department aims at bridging shortage of trained manpower in the fields of surveying,
       physical planning and estates management in Malawi. By 2005 Malawi had only 29
       qualified physical planners, 22 land valuation professionals and 12-licensed land
       surveyors. The government has only two-licensed land surveyors. The total for country is
       12.

       The shortage of trained manpower has been identified as the greatest obstacle to land
       management. As a consequence, most land development activities occur without planning
       or land management intervention. This is evident in the sporadic rural developments,
       unplanned /squatter settlements, poor management of the urban environment and the
       overwhelming deforestation of protected national parks and conservation areas.

       Mission

       To provide skill-enhancing opportunities to Malawians and others through the acquisition
       of professional knowledge, technical and practical skills as well as the field techniques
       required for performing specific land management activities within the land public and
       private sector.

       Goal

       In order to fulfil its mission, the Department of Land Management’s goal is to build and
       assist in the development and imparting of appropriate professional and technical
       competencies in physical planning, land surveying and estates management for land
       users.

       Core functions

The core functions of the Department of Land Management are centered on the three areas of
specialisation namely physical planning, land surveying and estates management. Through these
areas, the programme will provide statutory tools and technical expertise and skills employed in
planning and controlling all land development and land use changes. It will also focus directly
on land tenure identification, the measuring of plot boundaries and recording of land rights using
the specifics of the geometric descriptions of land as a set of physical attributes. The programme
will also provide land management and contemporary valuation skills enabling students to
appraise a broad spectrum of assets. This will enable them value agricultural, residential,
commercial and institutional buildings, plant and machinery. The department will also offer
short courses, carry out research and consultancies and conduct outreach programmes.
                                                                                            52


Critical success factors
           Adequate staff capacity developed and maintained
           Infra - structure built and equipment procured and maintained
           Collaborative partnerships established and nurtured
           Teaching and learning resources procured
           Internal and external institutional and financial support forthcoming, and
           Mechanisms for departmental income generation developed

Strategic objectives, strategies, planned action, expected outcomes and performance
indicators

       Strategic objective 1         To strengthen and build capacity of academic and
                                     support staff of the Land Management Department
       Strategic objective 2         To develop teaching and practical laboratory for Land
                                     Management students
       Strategic objective 3         To establish links with national and international higher
                                     learning and professional institutions in Land
                                     Management
       Strategic objective 4         To enhance outreach programmes to communities in the
                                     discipline of Land Management

       Strategic objective 1: To strengthen and build capacity of academic and support
       staff of Land Management Department

       Planned strategic activities:

               Recruit extra staff lecturers, associate and support staff in physical planning,
               surveying and estates management
               Attend professional seminars, meetings and short courses
               Train staff at MSc and PhD level in specialised fields
               Hold quarterly departmental meetings


       Expected outcomes
             High quality graduates produced in Surveying, Physical Planning and Estate
             Management
             Well developed course and training materials produces
             Improved staff competencies

       Performance indicators
             2 staff trained at MSc and 2 PhD levels
             Increased intake of students enrolment
             5 lecturers and 2 Staff technicians employed
                                                                                        53


Strategic objective 2:    To develop teaching and practical laboratory for Land
Management students

Planned strategic activities
      Acquire land and build laboratories for physical planner, surveyors and estates
      management
      Procure equipment and materials
      Train staff technician in equipment operations and basic routine services

       Expected outcomes
       Students acquire skills and theories in fields of major
       Laboratory equipment well operated and maintained

Performance indicators

       4 laboratories functional
       Graduating students acquire
       40 computers procured
       Various survey equipment procured (see matrix)

Strategic objective 3: To establish links with national and international higher
learning and professional institutions in Land Management

Planned strategic activities
      Subscribe to professional groupings (Malawi Institute of Surveyors, Malawi
      Institute of Physical Planners and Institute of Estate Management and Valuation)
      Subscribe to international bodies of professional groupings and participate in
      various activities
      Create a plat form within the University that will be a link to various lacal and
      regional professional groupings
      Attend annual general meetings of professional groupings locally

Expected outcomes
      Students acquire skills and theories in fields of major
      Laboratory equipment well operated and maintained

Performance indicators

       4 laboratories functional
       Graduating students acquire skills
       40 computers procured
       Various survey equipment procured (see matrix)
--
                                                                                     54




Strategic objective 4: To enhance outreach programmes to communities in the
discipline of Land Management

Planned strategic activities
      collaborate with City Assemblies, District Assemblies and Town Assemblies in
      areas of Surveys, Physical Planning and estate Management
      Set up models for organised development of land
      Produce and publish maps to aid stakeholders in land utilisation
      Carryout out reach programmes in Land Management ad related policies
      Engage the department in research and consultancies

Expected outcomes
      Improved land based investments
      Rural communities understand the Land policy
      Consultancy reports and study reports

Performance indicators

         Reports
         3 development models set
         20 community based land management bases organisations formed


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