- Partnerships with global organisations have facilitated staff exchanges, scholarships, and collaborative research, elevating the university’s reputation internationally.
- The killer bullet for MU was its rapid and unplanned expansion in the 2000s that led to new schools and satellite campuses without proper strategic or financial planning.
- Truth be told, MU’s challenges would test even the most skilled Vice-Chancellors, as these issues have accumulated over time.
In recent times, Moi University (MU) has been at the centre of public discourse, with many attributing its challenges to tribalism in the institution. While tribalism may have played a role, it is far from being the primary cause of the institution’s struggles. As an alumnus of MU from 1987 to 1990 and a former faculty member from 1991 to 2013, with extensive experience in university management, I believe the root causes lie elsewhere.
Founded in 1984, MU marked a transformative milestone in Kenya’s higher education landscape, quickly becoming a hub for learning and innovation. It introduced groundbreaking academic programs, including East Africa’s first School of Information Sciences, which has produced experts in library science, publishing, and IT.
The School of Medicine has trained thousands of healthcare professionals, addressing critical national health challenges. Specialised programmes in forestry, tourism, and engineering further cement MU’s role in tackling niche societal issues. Its robust research initiatives have addressed key concerns such as environmental conservation, public health, and sustainable development.
Collaborations with international institutions have amplified MU’s academic and research impact, solidifying its reputation as a leader in addressing both local and global challenges.
MU has been instrumental in Eldoret’s transformation into a city, improving regional livelihoods. Initiatives like agricultural extension programmes and medical camps have directly benefited local communities.
The university has also expanded into a multi-campus institution equipped with modern infrastructure, enhancing access to quality education. Partnerships with global organisations have facilitated staff exchanges, scholarships, and collaborative research, elevating the university’s reputation internationally.
While MU started as a beacon of excellence, it has faced significant challenges that have undermined its growth and reputation. In its early years, between 1987 and 1990, rapid student enrollment caused overcrowded classrooms, insufficient student hostels, and strained services. Students’ accommodation had to be spread into the staff quarters, famously known as the D-houses.
The financial struggles of MU began in earnest in the 2000s due to insufficient government funding, inconsistent fee collections and excess non-teaching staff. At one time, MU was a political employment bureau.
During the period, secondary school principals and teachers, had their services transferred to MU as administrators, bloating the wage bill to unprecedented levels. Over-reliance on subsidies, which failed to meet growing demands, strained operations at MU and led to staff strikes over poor pay and working conditions, highlighting the university’s financial instability.
The killer bullet for MU was its rapid and unplanned expansion in the 2000s that led to new schools and satellite campuses without proper strategic or financial planning. These expansions overstretched resources, created administrative inefficiencies and caused logistical nightmares for the institution.
All of these campuses later became independent universities and colleges, taking valuable assets like land, buildings, vehicles, and equipment without compensating MU. These include Maseno University, Masinde Muliro University of Science and Technology, Maasai Mara University, University of Kabianga, University of Eldoret, Karatina University, Rongo University, Garissa University and Alupe University. Bomet University College is still under its auspices as a constituent college.
These fixed and current assets losses, estimated in billions, far exceeds MU’s current Ksh 10 billion debt, left the institution financially vulnerable and struggling to recover from the impact.
Additionally, MU experienced staffing challenges and significant brain drain as top academic staff left to join new campuses and constituent colleges. The university being in Uasin Gishu County, the epicentre of the 2007/2008 post-election violence, worsened the situation. These separations left MU with a younger, inexperienced workforce. Some of these untested academics quickly ascended to leadership roles, resulting in poor governance and flawed decision-making that further strained the institution.
Governance issues have been a challenge to MU for the longest time. These include allegations of corruption and mismanagement, which began to surface in the 2010s, further eroding MU’s reputation and contributing to declining public confidence and by extension, reduced student enrollment.
MU’s delayed adoption of technology significantly hindered its operations. Only in 2022 did the institution acquire Enterprise Resource Planning (ERP) software, but its uptake remains minimal. ERP is vital for streamlining processes like admissions, examinations, procurement, finances, and human resource management.
The lack of such systems resulted in inefficiencies in fee collection and financial governance, worsening the university’s challenges. The COVID-19 pandemic further exposed gaps in MU’s technological infrastructure, impeding its transition to online learning and highlighting the urgent need for modernisation.
Vice-Chancellor Prof. Isaac Sanga Kosgey has faced intense scrutiny as he navigates Moi University’s challenges. While critics blame his administration for the institution’s troubles, these issues are deeply rooted in MU’s history.
As an individual, Prof. Kosgey is a capable manager with extensive experience as a Deputy Vice-Chancellor at another public university, proving his competence. However, his appointment was marred by political theatrics, painting him as a tribal appointee rather than a national leader.
Despite this, Prof. Kosgey’s leadership comes at a challenging time, requiring him to address deeply entrenched governance issues, financial instability, and operational inefficiencies.
Truth be told, MU’s challenges would test even the most skilled Vice-Chancellors, as these issues have accumulated over time. Leading MU wouldn’t have been easier for Prof. Laban Ayiro, even if he stayed on at the helm of management at the institution, just as it wasn’t for the immediate former VC, Prof. Richard Mibey.
Prof. Kosgey’s tenure is marked by heightened public expectations, making him a target of frustration for inherited problems. While I don’t intend to defend him, as a former Vice-Chancellor, I find it unfair to place sole blame on him for MU’s deeply rooted historical struggles.
One of the recent controversies surrounding Moi University is the Ksh 30 million gate project, which critics view as a waste of funds. However, this initiative was part of a broader government directive aimed at improving infrastructure and institutional branding through performance contracting with the Government of Kenya, via the Ministry of Education.
For years, MU’s old gate was an eyesore, and the new structure represents an effort to restore its dignity. Critics fail to consider the rising construction costs and stringent procurement processes that contribute to inflated project budgets. Despite the cost, Prof. Kosgey deserves credit for delivering this symbolic project.
The apple farming initiative, conceived by MU’s council, aimed to diversify revenue streams. However, it faces risks like theft, highlighting the need for strong security measures to protect the investment.
Del Monte pineapple farms in Thika, Kenya, have been grappling with a similar persistent challenge of theft, significantly impacting their operations and profitability. Unfortunately, media attention has been diverted to trivial issues like donkey purchases and dog breeding, overshadowing the deeper systemic challenges facing the university.
Despite its challenges, MU has demonstrated resilience by implementing strategic reforms, allowing it to remain operational. Without these efforts, the institution may have closed down years ago. However, addressing MU’s challenges requires a comprehensive approach involving financial, governance, and infrastructure reforms.
To stabilise MU, the Government of Kenya should inject capital estimated at Ksh 5 to Ksh8 billion. Strengthening fee collection systems is also crucial to ensuring timely payments. Transparent leadership, regular audits, and merit-based appointments are essential to restore trust and improve operational efficiency.
Appointing experienced, competitively sourced managers will provide direction and stability. Upgrading and maintaining facilities, such as classrooms and laboratories, workshops and hostels is necessary to create a conducive learning environment and attract more students.
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Addressing staff and student welfare through timely salary payments and enhanced mental health services for the already traumatised, will boost morale and rebuild a stable academic atmosphere.
MU’s journey into its current struggles reflects a mix of historical missteps, financial constraints, and governance challenges. While the issues facing the university are complex, they are not insurmountable.
With collective action from stakeholders—including the government, alumni, and the academic community —MU can reclaim its position as a leading institution in Kenya’s higher education landscape. MU is too important to be allowed to collapse. It may take longer than expected but MU will bounce back. Watch this space!
Great job.
The most acceptable statement here is that the problems of MU are grave/ complex but not insurmountable . However, cursory look at the list of senior management staff tells you immediately that that governance failure only attributable to the current VC has a lot to do with disgraceful state of affairs at the University. A whole lot would have been done to avert the crisis, especially since he was perceived to be close to the state power wielders. Instead he used his privileged position to protect his misdeeds. Having been among the founding staffers at MU I appreciate the historical missteps that preceded Prof. Kodgei’s tenure but there’s very evidence that he sought to change MU for the better. I must boldly accept his share of blame.
Well said. For how long prof do we expect solution. Don’t you see that this might the final nail for the university.