Institute of Transports aligns strategic plan to govt’s medium plan

07Oct 2021
The Guardian Reporter
The Guardian
Institute of Transports aligns strategic plan to govt’s medium plan

NATIONAL Institute of Transport’s fourth five-year rolling strategic plan covering years 2021/22 to 2025/26 was developed in accordance with the government’s Medium Term Strategic Planning and Budgeting Manual of 2021.

NIT’s rector Prof Zacharia Mganilwa making a presentation to transport stakeholders during a meeting held in Dar es Salaam last week aimed to revisit the institute’s five year strategic rolling plan.

In his presentation to a transport and logistics stakeholders’ meeting last week, NIT Rector Professor Zacharia Mganilwa said during implementation of the FYRSP III which covered 2016/17 to 2020/21), the institute made a number of achievements but also faced challenges in the course of executing the seven plan objectives.

“The plan was prepared in a participatory approach while the institution’s situational analysis and end term evaluation were carried out which led to the development of the 4th FYRSP 2021/22 – 2025/26,” Prof Mganilwa told the stakeholders.

He named the planned objectives as: Staff recruitment and capacity building; Increase of training programs, disciplines and enrolment of students; Expansion of infrastructure; Acquisition of state of the art training equipment and facilities; Establishment of the Centre of Excellences for Transportation; Establishment of entrepreneurship and business incubation centre; Improvement of internal revenue collection; Land acquisition in Lindi, Dodoma and Kilimanjaro for new premises; and Enhanced industry and stakeholder’s linkage.

The NIT Rector explained that established of the Centre of Excellences for Aviation and Transport Operations financed by the World Bank as well as a regional Centre of Excellence for Road Safety financed by African Development Bank. In addition, the NIT’s Entrepreneurship and Business Incubation Centre was also set up during the period.

On improving the internal revenue generation, Prof Mganilwa said the amount increased from over 10.3bn/-  in 2016/17 to close to 22bn/- in 2020/21, an equivalent of a 110 percent increase. “Other achievements made in the expired strategic plan include the acquisition of 125 acres of land at Kikwetu in Lindi region where a College of Maritime and Petroleum Technology will be constructed. We are also in the final stages to acquire 1,005 acres at Kitelela-Msalato in Dodoma region where a College of Railway Transport Technology will be based,” he added.

He further explained that some 60 hectares of land have been acquired at Kilimanjaro International Airport to establish a Pilots Flying School while two plots at Njedengwa also in Dodoma have also been acquired to construct students’ hostels and staff houses.

The performance reviews done on the Five-Year Strategic Plan III through stakeholders’ analysis identified several critical issues such as establishment of Centre of Excellence in Aviation and Transport Operations; establishment of Railway and Transport Technology; Urban Transport Studies and Centre of Excellence for Road Safety; and the establishment of a School of Shipbuilding and Marine Technology, among many others.

Transformation of NIT into University of Transport

On progress made to transform the NIT into University of Transport, Prof Mganilwa revealed that the institute through the government has received a grant from China to implement the transformation process.

 “The University of Transport will have five colleges and one institute, namely: College of Engineering Science and Technology, College of Transport Management and Allied Sciences, College of Aerospace Science and Technology, Institute of Technical Training in Transport, College of Maritime and Petroleum Technology, and College of Railway Transport Technology,” he noted.

Challenges encountered in implementing FYRSP-III

The NIT Rector mentioned some of the challenges faced during implementation of the plan as: inadequate state funding to invest in teaching infrastructure and facilities; brain drain as some staff moved to other employers I search of better remuneration; but also inadequate funding for research.

 “In the ended rolling strategic plan, we also witnessed inadequate collaboration between tertiary institutions and the private sectors in addition to shortage of specialized personnel to offer their expertise in some modern modes of transport such as pipeline, shipping, railways and air transport,” he stated while mentioning the coronavirus as another hitch faced.