How KCA University is shaping business and technology education in Kenya and East Africa

In a rapidly evolving higher education landscape where the demand for quality education keeps soaring and students seek not just learning opportunities but conducive and supportive learning environments, KCA University continues to nurture students and prepare them to address industry needs both now and in the future.

With a strong emphasis on business, technology, and the creative arts, the University thrives as a hub of research, innovation and excellence through fostering a dynamic learning environment, vibrant student life, and strategic partnerships to ensure that graduates are prepared for the job market and equipped to drive socio-economic change.

We interviewed Prof. Isaiah Wakindiki, the VC & CEO and delved into the University's role in transforming higher education while amid the challenges in the sector.

How would you leverage KCA University's business and technology education strengths to enhance further its reputation and impact in Kenya and East Africa?

KCA University is a chartered premier business and technology University that continues to enhance its reputation and impact through:

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Data from the World Economic Forum shows that more than 60% of Africa’s population is under the age of 25. This calls for a dynamic approach to the packaging, delivery and policy-making in higher education.

Expanding access to higher education while maintaining quality is a multifaceted challenge that requires a balanced approach. At KCA University, we address this challenge through:

• Innovation in Delivery:

To increase access without compromising quality, we need to leverage technology and modern pedagogical methods. We are expanding our online and hybrid learning offerings while using cutting-edge platforms to reach a broader audience. Additionally, we have invested in robust digital infrastructure and training for our faculty to ensure they are equipped to deliver high-quality education. This approach not only makes education more accessible but also allows us to maintain high standards of teaching through interactive and engaging digital content.

There is a need to decongest our on-campus physical facilities by expanding our capacities to offer education remotely through distance and online modes of learning.

• Strategic Partnerships:

Forming strategic partnerships with other educational institutions, industry leaders, and government bodies is very crucial. By collaborating with these stakeholders, KCA University creates pathways for students from diverse backgrounds to access higher education.

 For instance, exchange programs with international universities such as the University of Nottingham provide our students with global perspectives and resources. Partnerships with industry ensures that our curricula are aligned with current market needs, thereby maintaining the relevance and quality of our programs.

Dual Qualifications & Micro-credentialing

We are implementing dual qualifications through partnerships with reputable international higher education institutions such as the University of Kent where our students acquire an undergraduate degree and then progress to the University of Kent for their masters degree with a completion time of one year instead of the traditional two-year period.

This way, we'll expand access to quality higher education and give our students a competitive edge in the job market.

Micro-credentialing involves breaking down qualifications into gradual certifications on bite-sized competencies that are recognized by the regulators. The competencies are short and target specific skills, allowing learners to gain specialized knowledge gradually and efficiently.

These bite-sized credentials are particularly valuable in today's fast-paced job market, where employers increasingly seek candidates with specific, up-to-date skills.

Commitment to Continuous Improvement:

Maintaining quality in a growing institution requires a rigorous approach to continuous improvement. We are implementing a comprehensive quality assurance framework that includes regular curriculum reviews, student feedback mechanisms, and performance assessments. By establishing a culture of accountability and excellence, we can identify areas for improvement and adapt our strategies accordingly.

What is your vision for advancing KCA University's research agenda, particularly concerning Kenya's economic and social development?

We envision KCAU as a home of discovery and knowledge creation in Kenya and beyond, which we shall gauge through patents, and intellectual properties registered in innovations that address Kenya’s socio-economic development.

I envision stewarding an institution that innovates ground-breaking innovations that provide solutions to poverty eradication social inequalities, productivity enhancement and economic growth.

The University, through the Division of Research Innovation & Outreach, has created a robust research ecosystem that facilitates access to research grants, fosters interdisciplinary collaboration, and ensures compliance with ethical standards.

How would you work to enhance KCA University's international collaborations and global visibility?

Directorate of Partnerships & Linkages

KCAU has a directorate of partnerships and linkages that fosters strategic collaborations to enhance the University's mission and extend its impact. The directorate is responsible for building and nurturing relationships with industry partners, academic institutions, government agencies, and other key stakeholders to create internships, research collaborations, and joint venture opportunities for students and faculty.

Globally Applicable Programmes

Our programmes are designed for relevance and impact both locally and globally. We develop curricula that address the challenges and opportunities within our local context while incorporating global standards and best practices. This ensures that our graduates are well-equipped to apply their knowledge and skills in diverse environments, either locally or internationally.

Membership of regional and international higher education bodies.

We maintain active membership in regional and international higher education bodies, staying connected to the latest developments in higher education, contributing to international academic discourse, and collaborating with leading institutions worldwide.

Further, this ensures that our programmes and practices align with global standards while allowing us to influence regional educational policies and innovations.

Besides being home to students from over 19 countries, we are a member in good standing of the Inter-University Council of East Africa (IUCEA), the Association of African Universities (AAU), the Association of Commonwealth Universities, and the International Association of Universities, ACDE among others.

What approaches would you take to ensure financial sustainability for KCA University, considering the current economic climate in Kenya?

Ensuring financial sustainability for KCA University, particularly in the current economic climate in Kenya, balances prudent financial management with innovative revenue-generation strategies through:

• Diversification of Income Streams:

To mitigate the risks associated with relying heavily on tuition fees, we are actively pursuing alternative revenue sources by expanding our continuing education and professional development programmes to attract working professionals seeking to upskill. Additionally, we are leveraging our expertise and facilities to offer consulting services, research collaborations, and training programs for corporate clients. We recently signed a Research Consultancy Agreement with the Anti-Counterfeit Authority that will see KCA University conduct data-driven research on identified commodities and public awareness levels on counterfeiting in 8 counterfeit-prone Kenyan regions.

We also have a resource mobilization division known as the KCA University Foundation through which we raise funds to support talented but needy students.

• Efficient Resource Management:

In times of economic uncertainty, efficient resource allocation becomes paramount. We conduct regular internal and external financial audits and operational reviews to identify areas where we can optimize costs without compromising quality. This includes streamlining administrative processes, adopting energy-efficient practices, and negotiating better terms with suppliers and service providers. We also have a robust financial monitoring system that facilitates real-time tracking of expenditures and revenues, enabling us to make informed financial decisions. This fosters a culture of financial prudence and accountability while ensuring that resources are managed effectively

• Market-driven programmes

Our programmes are designed and continuously recurriculated to meet the evolving job market and industry needs. By aligning our curriculum with the skills and expertise that employers actively seek, we attract a steady stream of students who boost enrollment, strengthen our brand ensure a sustainable and robust financial future.

• Research Investments and Grants

Despite the challenging economic climate, we must remain forward-thinking and invest strategically in areas that promise long-term returns. We are prioritizing investments in research and innovation, particularly in areas aligned with national and global challenges, thereby positioning KCA University as a leader in knowledge creation and attracting research grants.

How do you plan to foster innovation in teaching and learning, particularly in light of the increasing importance of digital and distance education? ASA

At KCA University, we deliberately promote modern, practical teaching and learning methodologies. We have a dedicated directorate of the Centre for Teaching and Learning Excellence (CTLE) to achieve this critical objective. Below is an outline of the activities of the center:

1. Professional Development Workshops and Training: The center offers our staff workshops on the latest teaching methods, technologies, and pedagogical theories.
2. Incorporation of Technology and EdTech Tools: Use apps, online platforms, and interactive software to enhance lessons and engage students.
3. Utilization of Blended Learning: Combine traditional teaching with online resources to create a hybrid learning experience that is efficient and effective. This environment maximizes students' benefit from social capital.
4. We Encourage Active Learning (Engaged Learning): The university encourages and invests in academic staff to utilize Project-Based Learning, where students are given assignments that require them to work on real-world problems. We also use Flipped Classrooms, where students learn new content outside class and apply it in class through activities and discussions.
5. We Foster Creativity: Allow students to express understanding in various formats (e.g., videos, presentations, art). Through CTLE, we train and encourage academic staff to present students with complex problems that require creative solutions.
6. Emphasis on Formative Assessment: We emphasize formative rather than summative assessment strategies, which allow for meaningful feedback loops and adjustment of teaching methodologies.
7. Pillar of Digital Transformation as a key strategic plan- The University dedicates a significant budget each year,
8. What strategies would you employ to attract and retain top faculty and staff at KCA University?

Attracting and retaining top talent maintains our institution's reputation for academic excellence and fosters a vibrant academic community. To achieve this, KCA University is leveraging on:

• Robust recruitment strategy

We actively target and engage highly qualified professionals by offering competitive compensation packages, opportunities for professional development, and a supportive work environment. Through data-driven insights, we identify emerging leaders in academia and industry who bring fresh perspectives and innovation to teaching and learning processes.

• Competitive Compensation and Benefits:

We conduct regular market analyses to ensure our salaries and benefits are aligned with industry standards and, where possible, exceed them. This includes not only base salaries but also comprehensive benefits packages, such as health insurance, pension plans, and other financial incentives. Additionally, we also explore non-monetary rewards, such as flexible work arrangements and sabbatical opportunities, which can significantly enhance job satisfaction.

• Professional Development and Growth Opportunities:

We invest in our staff members’ professional growth through our robust professional development program that includes opportunities for research, advanced studies, and participation in national and international conferences to encourage continuous learning and innovation. Our human capital management section outlines clear and transparent pathways for career advancement, recognizing and rewarding excellence in teaching, research, and service.

• Supportive and Inclusive Work Environment:

A positive and inclusive work environment is essential for retaining top talent. KCA University prioritizes a workplace culture that values diversity, equity, and inclusion, ensuring that all employees feel respected and valued. This involves implementing policies and practices that promote work-life balance, such as wellness programs and support for mental health. We also encourage open communication and provide platforms for faculty and staff to voice their concerns and suggestions. Regular engagement surveys and feedback mechanisms will help us identify areas for improvement and address any issues promptly.

How would you engage with KCA University's alumni network to support the institution's growth?

We engage with the KCA University's alumni network to support the institution's growth through;

- The KCA University charter recognizes the alumni as members of the University. As such, we engage them through:

2024. Arranging for Networking Events and Reunions. For example, in 2023, we had an alumni homecoming ceremony that over 700 alumni graced. In 2024, we had a similar event for the Western Kenya region. We also organized an alumni weekend, "The Meet & Greet Tour," for the Eastern Chapter in June 2024. These gatherings foster community and keep alumni engaged with the institution's progress and needs.
2025. Professional Development Opportunities: We facilitate discounts for alumni attending KCA University courses and offer lifelong learning opportunities through webinars. This supports their professional growth and strengthens their connection to the University.
2026. Mentorship Programs: We have mentorship programs for alumni and students, where we offer guidance to current students or recent graduates. These programs help bridge the gap between education and career and also keep alumni involved in the university community.
2027. Philanthropy and Fundraising: The Alumni are represented on the Board of the KCAU Foundation, the University's fundraising arm. The Alumni collectively and individually supported the Foundations Dinner.
2028. Communication Channels: We regularly communicate with alumni through Alumni website and social media channels, including LinkedIn and WhatsApp. These communications include updates on university achievements, upcoming events, and opportunities for alumni involvement.
2029. Career Services: We offer career services through tailored career counseling webinars, job placement assistance, and networking opportunities with other alumni and industry leaders.
2030. Alumni Achievements: We celebrate alumni successes and accomplishments through annual awards, spotlights in publications, and social media features. Recognizing their achievements reinforces their connection to the University.
2031. CSR activities. Alumni take part in CSR activities that foster good relations between the University and its neighbors. These activities include tree planting, scholarships, and donations.
2032. Collaboration with Alumni-Owned Businesses: We partner with businesses owned or led by alumni for various university needs, such as catering for events or providing services. This supports alumni enterprises and strengthens ties between the institution and its graduates.
2033. Leadership and Teambuilding: We engage with our alumni by offering teambuilding forums and leadership opportunities. This is done by serving on the various committees of the alumni association, alumni clubs, and welfare groups.