Matti Profile
Background to Strategic Planning Process
This strategic plan outlines the Institute’s Organizational Development process aimed at founding and anchoring it in order to determine its strategic focus, strengthen its organizational capacity and conform to the revised Technical, Vocational and Entrepreneurship Training (TVET) reform objectives.
Vision 2030
The vision recognizes the role of Science, Technology and Innovation (STI) in a modern economy in which knowledge plays a central role in wealth creation, social welfare and international competitiveness. As a guide to the preparation of this strategic plan, issues raised in the Vision 2030 highlight the following as strategies for promoting Science, Technology and Innovation.
- An economic and Institutional regime providing incentives for efficient use of existing knowledge, creation of new knowledge and flourish of entrepreneurship.
- An educated and skilled population capable of creating, sharing and using knowledge well.
- A dynamic information and communication infrastructure that facilitates processing, communication and dissemination.
- An effective innovation system, i.e. a network of research centers, universities, think tanks, private enterprises and community groups, capable of tapping into the growing stock of global knowledge, assimilates and adopts it to the local needs while creating new knowledge and technologies as priorities.
To be able to realize this, the Institute has prepared a strategic plan for 2016-2021 in line with the envisaged TVET reforms and objectives as outlined in the Ministry of Education Science and Technology (MoEST). This strategic plan intends to align the Institute’s activities to the Governments overall policy to enhance skill development for increased productivity in order to stimulate economic growth and employment creation as outlined in Session Paper No.1of 2005 on policy framework for education, training and research: meeting the challenges of education, Training and research in Kenya in 21 century. It is also a deliberate attempt at streamlining the institute’s management and programs and fitting them into the Ministry of Education, Science and Technology’s mission, which is to spearhead and enhance integration of Science, Technology and Innovation into national production process and systems for sustainable development as articulated in the ministry’s 2008 -2012 strategic plan. In preparing for the plan, it was found necessary to:
- Review/critique the institute’s vision, mission and values
- Analyze its internal and external, environment and to
- Review its current performance to draw lessons
The result of all this is a clear understanding of MaTTI’s position with which we are able to make strategic choices that inform its focus and development for the next five years. Deliberate effort has also been made to focus the Institute on the community’s needs both locally and nationally without compromising global competitiveness and relevance. The overall vision that will guide operations in the country’s vision 2030.
Organizational Profile
Matili Technical Training Institute was established in 1959 as a Vocational Youth Center that was elevated to a Youth Polytechnic in 1971, then a Village Polytechnic under the sponsorship of the Friends Church. The Institute was elevated to its current status in April 2009 when it was moved from the Ministry of Youth Affairs and Sports to the Ministry of Higher Education, Science and Technology and certified to offer courses in Craft and Diploma levels.
Vision Statement
To be a renowned centre of excellence in technical training and research in science, technology and innovation.
Mission Statement
The institute exists to train and provide highly qualified personnel with knowledge, skills and competencies to meet societal and industrial needs.
Core Values
- Access and equity
- Inclusivity and respect for cultural and social diversity
- Non-discrimination
- Quality and relevance
- National integration
- Life-long learning
- Entrepreneurship culture
- Complementarities
- Environment
- Partnerships
- Information and communication
- Leadership
National Values
The institute strives to abide by the following values and principles outlined in Sessional Paper No 1 of 2015 to underpin efficacy of delivery of the institute’s mandate and social intent:
- Access and equity – Every Kenyan has a right to access quality and relevant education and training. MaTTI ensures to admit qualified applicants at each course offered.
- Inclusivity and respect for cultural and social diversity – National values shall be respected and promoted in all institutions. MaTTI ensures to abide by the values of human dignity, equity, equality, protection of marginalized societies and people with disability alongside imparting technical skills.
- Non-discrimination – There shall be no discrimination on grounds of race, color, gender, religion, national or social origin, political or economic status or other opinions. MaTTI ensures to admit and cater for all without discriminating.
- Quality and relevance – Emphasis shall be placed on demand driven training. MaTTI ensures to abide by these principles to promote professionalism, knowledge and the quality of qualifications needed in different sectors of the economy. Courses are mounted on the basis of demand and gaps established through actual studies of labor markets.
- National integration – Training for employment opportunities, occupational standards and development prospects shall be made available to all Kenyans. MaTTI ensures to abide by this principle under (c) above.
- Life-long learning – The training will be designed to operate within a framework of open-ended and flexible learning structures in the context of lifelong education. MaTTI exercises this principle of continuing training under improvement of professional qualifications and updating of knowledge, skills and attitudes through long and short, tailormade courses.
- Entrepreneurship culture – TVET examination and competence assessment shall be centered on promoting and developing innovation, creativity and entrepreneurial minds for self-reliance. MaTTI has abided by this through adoption of CBET, entrepreneurship training, research and innovation under the TVET Fair program.
- Complementarities – Education shall complement technical, vocational, and industrial and entrepreneurship skills acquired in form of on-the-job training or by other means in institutions and other facilities. MaTTI abides by this through internship and industrial attachment programs for trainees and staff, from within and without the institute. Every trainee in the institute undergoes industrial attachment as a requirement for course completion.
- Environment – Protection of the environment as a common heritage of the country. MaTTI collaborates with the Ministry responsible for Environment and participates in tree planting in nurseries as well as transplanting of seedlings in the institute fields towards achieving the target of 10% cover.
- Partnerships – Creating and promoting an enabling environment for public-private partnerships (PPP) for enhancing investment in technical training. MaTTI strives to work with other institutions, the community, the county and national government agencies.
- Information and communication – Promoting integration of information and marketing of training opportunities through ICT mediated channels and systems. MaTTI strives to abide.
- Leadership – Leadership structures and organs shall be based on the principles of serving with integrity, ethical practice, fairness and respect for the people.
Matti Governance
Preface By Principal
Matili TTI was started in 1959 as a youth centre. It was upgraded to a Village Polytechnic in 1971 and a Youth Polytechnic in 1984 offering Vocational Training in various trades. It was upgraded to a Technical Training Institute in 2009, in conformity with the Governments’ commitment in harnessing the contributions of Science, Technology and Innovation as a tool in achieving the goals set out in the vision 2030.
The vision recognizes the role of Science, Technology and Innovation in the modern economy in which new knowledge plays a central role in wealth creation, social welfare and international competitiveness.
The Strategic Plan, a revision of the old one has been restructured and aligned to the Institute’s vision, mission, the Kenya vision 2030, the medium term plans and the TVET Act, 2013.
The development of the strategic plan has been an all inclusive one. It involved a series of consultative meetings and workshops with key stakeholders who included the Board of Governors, staff, students, suppliers, contractors, the industry and technical experts at different levels. It is expected that the implementation of the plan will help the institute to deliver its mission.
Strategic Objectives
- To inculcate the culture of passion for quality academic results
- To diversify the existing curriculum for Artisan, Craft and Diploma courses that are in line with the national and international market demands
- To develop and encourage a culture of research, creativity and innovation among trainees and staff
- To upgrade the existing infrastructure and set up new ones to meet the changing needs and standards of a Technical College
- To equip workshops, classrooms, laboratories and offices with adequate, modern and relevant machines, tools and equipment
- To raise enrollment to at least seven hundred (700) trainees by 2021
- To strengthen the financial capacity of the college
- To strengthen good governance structures and effective management of the college
- To identify, formalize and strengthen linkages with strategic partners
- To mainstream National values and National cohesion in the Institutional operations
- To domesticate the Institutional Environmental Policy in compliance with the Environmental Management and Coordination Act(EMCA)
The strategic objectives of the Institute have been derived from the national goals for technical education and they reflect the changes proposed by TVET reforms package and the Kenya Vision 2030- a Government blue print for economic development. In this regard, the Institute exists.
Mentorship
“Every college and university in the nation should have a strong, substantive, explicit, functional linkage with schools in its geographical area.” David Hamburg, President, The Carnegie Corporation of America.
Campus-based mentoring supports good citizenship. When mentoring programs combine work in the community with training and reflection, mentoring becomes a “real life” learning experience and a first step in a life-long commitment to service.
Benefits of Mentoring to Colleges:
- More effective research, teaching, and college service
- Higher rates of retention
- Stronger commitment to an academic career
- Greater sense of ownership and commitment to one’s institution
- Stronger friendships and more extensive collegial networks
Partner Institutions:
- Webuye West Technical Training Institute
- Kiminini Technical Training Institute
- Bungoma North Technical Training Institute
- Loima (Turkana County) Technical Training Institute
- Turkana North Technical Training Institute
Service Delivery Charter
- Service Delivery Charter Audio
- Service Delivery Charter-(English Version)
- Service Delivery Charter-Kiswahili
- Service Delivery Charter-(English Version)
- Service Delivery Charter-(Kiswahili Version)
Foreward (By Chairman of the Board)
This is the second strategic plan for Matili technical training institute. The plan envisions Matili technical institute as an international centre of excellence in technical training and research, producing knowledgeable, skilled, innovative and responsible manpower to meet the changing needs of industry and society. The development of the plan necessitated by among others the growing status of the institute the first changing technology. World emerging trends in higher education and training requirements, the Kenya vision 2030 and the TVET Act of 2013.
The strategic plan is an expression of Matili technical training institute to contribute to the transformation of Kenya into a newly industrialized middle income country by 2020. I would live to thank all stake holders for their contribution in its development
The plan has been aligned to the institute’s vision and mission, the Kenya vision 2030 and the TVET Act of 2013.it is expected that the implementation of the plan will enable the institute realize its vision.
Preface (By Deputy Principal)
Monitoring and evaluation is a very important component of any drawn work plan. It allows each participant to assess the extent of compliance with the set targets within set timelines.
For one to set compliance levels, it is incumbent upon each stake holder to identify specifics of the entire work plan, namely the objectives, strategies, and actual activities as per the implementation matrix.
While appreciating the fact that attainment levels should be exclusively optimal, one should not shy away from accepting lower attainment levels of utmost importance on such is ownership of whichever attainment level one gets backed up with factors that may have come into play which prevented maximum attainment levels. But even more important is one plans to deal with the said factors with a view to circumventing any encountered bottlenecks. Therefore SWOT analysis would be very much encouraged.
In a nutshell let us our efforts and make our strategic plan a reality.
Institution’s Future
The Institute’s Future
The Institute is targeting a future where all courses taught will incorporate aspects of ICT as practically applied to solving everyday issues of communities. Its graduates will also use the Institute as a ladder to pursue further education and develop their professional/work skills.
With an enlarged profile, moving from a Youth Polytechnic to a Technical Training Institute, the Institute has not had a substantial change in terms of human resources and facilities. Therefore there is need to review and rationalize the use of the available resources with a view to making it a world class Technical Training Institution.
Vision
To be an a renowned centre of excellence in Technical Training and Research in Science, Technology and innovation.
Mission
The institute exists to train and produce highly qualified personnel with knowledge, skills and competencies to meet societal and industrial.
Core values
- Good governance it will be exhibited by clear-cut all inclusiveness in decision making, exemplified by clear reporting mechanisms, consultation and effective and continuous communication at all management, administrative and training levels
- Participation in community activities by partnering with the community with a view to solving its problems through research activities and dissemination of information targeting strategic interventions and long-term solutions
- Accountability, Responsibility and Fairness as will be shown by openness and transparency in all operations, performance and activities of the institute
- Integrity and Ethics – all members of the institution are expected to deal honestly with sincerity, trustworthiness and respectability
- Prudence in financial management, professionalism and discipline in all dealings
- Cooperation with others and teamwork through deliberate development of linkages with sister Institutions of higher learning, universities, medical training facilities, industry e.t.c
- Moral uprightness and respect for the rule of law in all dealings with stakeholders and publics. This will be expected as pertains to speech, dressing and mannerism
- Tolerance, Equality and Respect for cultural diversity as will involve self respect and respect for others irrespective of gender, belief system, tribe, race and creed. All will be offered equal opportunity and access as far as is practicable
- Punctuality, Timeliness and Efficiency in delivery services
Contact Us
P. O Box 76 – 50204 Kimilili
Tel: 0707 747 007
