Case Analysis presented at the 2013 NIBS Worldwide Case Competition in Leuven, Belgium.

1. JKUAT NAKURU
Conlon Cash, Brooke
McCarter, Sundeep Shamanur, and
Cole Welch

2. OUTLINE
Issue Identification
Analysis
Internal
External
Key Success Factors
Alternatives
Implementation
Risk & Contingencies

3. Issue
ISSUE IDENTIFICATION
How can JKUAT Nakuru
manage growth while dealing
with bureaucratic issues?

4. INTERNAL ANALYSIS
Analysis
Strengths
• 37 programs of study offered
• Increasing enrollement
• 96% growth of cumulative students from Sept. 2010-May. 2012
Weaknesses
• Lack of bank of bank account
• 85.71% desired staff positions unfilled
• “Open door policy” because of lack of information
• Relies heavily on part-time employees

5. EXTERNAL ANALYSIS
Analysis
Opportunities
• Large faculty base from umbrella schools
• Quality of public schools
• 60% of high school grads in Kenya attend post-secondary school
Threats
• Government restrictions
• Decreased funding of public universities to below 50%
• All financial decisions have to be endorsed by the government

6. KEY SUCCESS FACTORS
Analysis
Quality Education
Variety of Programs Offered

7. PREREQUISITES FOR
ALTERNATIVES
Finalize building purchase
Alternatives
Renovate the remaining two floors

8. ALTERNATIVE 1: STUDENT
WORKERS & COORDINATOR
• Reducing staffing costs
Pro
Alternatives • Increase other revenue sources
• Inefficient operations
Con • Training time and costs
• Needs a coordinator
Student workers fill part-time staff positions in areas
throughout the university that are currently available.

9. ALTERNATIVE 2: PUSH FOR
KEY POSITIONS
Pro • Increased organization
Alternatives
Con • Consuming search for right person
Push for hiring of key positions to aleviate the responsibilities
of Wakogi.

10. ALTERNATIVE 3: PUBLIC
AWARENESS PROGRAM
Pro • Increased funds and community university
Alternatives
• Effectiveness
Con
• Red tape
Create a committee focused on raising public awareness of Nakuru’s
financial issues.

11. QUANTITATIVE ALTERNATIVE ANALYSIS
Alt 1 Alt 2 Alt 3
Revenue 20% 5 3 4
Alternatives
Cost 20% 2 2 3
Time 15% 3 2 4
Operational
25% 4 5 2
Efficiency
Feasibility 20% 4 4 4
Total 100% 3.65 3.35 3.3
Ranking on a scale of 1-5; 1 = Worst; 5 = Best

12. RECOMMENDED STRATEGY
It is recommended that all alternatives be
Alternatives considered at different periods given that the
prerequisites are implemented.
However, Alternative 1 addresses the most
pressing short term issues.

13. IMPLEMENTATION
Short Term (0-1 Year)
• Intense search for Coordinator position
• Preferably a Nakuru alumni
• Proactively watch student workers
Medium Term (1-5 Years)
• Training students, staffing students, setting up the
Implementation internship for class credit
• Working through regulations
Long Term (5+ Years)
• Review system
• Increase efficiency if possible to move closer to self-
suffciency

14. POSITIONS FILLED BY STUDENT WORKERS
NUMBER OF STUDENT
POSITION
WORKERS
Director's Clerk 1
Administration General
2
Clerk
Data Entry Clerk 1
Receptionist 1
Laboratory Assistant 3
Tutorial Fellow 2
Teaching Assistant 3
Implementation
Assistant Librarian 1
Library Attendant 3
Library Binder 1
Office Messenger 1
Total 19
Unfilled Positions 42
Percentage Filled by
45%
Students

15. REVENUE PROJECTION
400 New Students
*Revenues:
Tuition Fees 22.000.000,00
Registration/ ID Fees 320.000,00
Implementation Examination Fee 3.900,00
Total Revenues 22.323.900,00
*figures in Kenyan Shilling

16. REVENUE PROJECTION
1000 New Students
*Revenues:
Tuition Fees 55.000.000,00
Registration/ ID Fees 800.000,00
Implementation Examination Fee 9.750,00
Total Revenues 55.809.750,00
*figures in Kenyan Shilling

17. REVENUE PROJECTION
3000 New Students
*Revenues:
Tuition Fees 165.000.000,00
Registration/ ID Fees 2.400.000,00
Implementation Examination Fee 29.250,00
Total Revenues 167.429.250,00
*figures in Kenyan Shilling

18. RISKS & CONTINGENCIES
Risks
Approval
Student Motivation
Contingency
If the student worker program cannot be
Risks and
implemented, Nakuru should shift its focus to
Contingencies hiring the key positions mentioned.

19. WHEN TO EXIT?
Tests:
Fit
Performance
Risks and
Competitve Advantage
Contingencies

20. QUESTION AND
ANSWER
SESSION

21. KEY POSITIONS
Assistant Director
Campus Registrar
Lecturer

22. VISION STATEMENT
“To be a university of global
excellence in training, research
and innovation for development”
– Juma Wakogi

23. PART-TIME VS. FULL-TIME
Full-Time Part-Time
Expenses 1037381 37398961
Number of Workers 3 57
Average Salary per
345.793,67 56.122,12
Worker

24. POSSIBLE PURCHASING PRICE
FOR BUILDING
Perpetuity of Rent Payment
254.854.833,44
Required Return Assumption
12%