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Daily Nation : February 23rd 2014
SUNDAY NATION February 23, 2014 Continuation from the previous page GARISSA UNIVERSITY COLLEGE A CONSTITUENT COLLEGE OF MOI UNIVERSITY VACANCIES Assists in developing and implementing short and long-range plans, conceptual designs, and capital outlay (budget) requirements and documentation for assigned area(s). Provides training policies, standards, guidelines, and security monitoring processes in relation to general control, privacy regulations, and development and operation of the University’s infrastructure. Review and approve documentation relating to needs specific to assigned area(s). Compile and submit reports as required by management, and government regulatory agencies. Acts as liaison between department and internal or external customers; participates in various committees, professional trainings, industry conferences, and conventions. Minimum Qualifications and Experience i. ii. iii. iv. Have Masters degree in Administration or equivalent from a recognized university, Three (3) years working experience preferably in a university or equivalent institutions of higher learning, Must be computer literate (with certificate), Should have experience in personnel/Management of staff affairs including staff development and other personnel and general administrative duties. M. Strategic Communications Manager Scales 12 1 Position Duties and Responsibilities Enhancing the effectiveness of Science Education, Science awareness, and Science communication, while accommodating different target audiences and creating opportunities for joint initiatives across several government departments, higher education institutions, science councils, science centres and other agencies. Create strategies to increase employees and stakeholder awareness and to promote productivity. Externally, communicate with the media and other interested parties to announce new products and discuss organizational changes in a way that attempts to maintain a positive image of the university. Duties Internally, ensure that employees are aware of changes and projects within the university. Distribute executive messages, prepare presentations and internal memos, and conduct meetings to share information. Develop print materials and branding strategies for employee use. Direct marketing and public relations and provide communications coaching for employees. Externally, represent university to stakeholders, interested parties and the public. Serve as the university spokesperson to the media and the general public. Develop and distribute materials that may explain or convey the university’s policies or position on issues. Other duties may include issuing press releases, arranging interviews and compiling press kits. Minimum Qualifications and Experience i. ii. A minimum of a Masters degree in an appropriate discipline, Excellent leadership skills as well as the ability to communicate with and influence a range of stakeholders at all levels. iii. A sound understanding of the current trends and issues of public engagement of science, including international trends and developments in this regard iv. A thorough awareness and understanding of the challenges facing science and technology education in the country. v. A broad understanding of the science and technology as well as the cultural policy environment of the country vi. At least 5 years business management experience. Experience in a fast paced, high-volume project management and grant funding environment would be an added advantage vii. A broad understanding of the public management and governance landscape in Kenya would be advantageous viii. Experience in science communication and the science media landscape would be beneficial ix. Good understanding of the management of finance and budgeting and Travel is a compulsory part of the requirements of this position. Persons interested in filling the above positions should submit two (2) copies of applications together with detailed Curriculum Vitae indicating personal data (name, address, contact information, nationality etc) and information on academic background (current position and affiliation, highest degree, year of degree, name of university) plus copies of relevant academic and professional certificates and other supporting documents to: The Principal Garissa University College, P.O. Box 1801, Garissa. All applications should reach The Principal not later than 8th March 2014. Applicants are advised to contact their referees and request them to send their letters of reference to the above address in sealed envelopes within three weeks from the date of this advertisement. Sunday Review 33 RIGHT OF REPLY | Naisula Lesuuda and Joy Adhiambo Graft accusations against Uhuru way off the mark A n easy, if indirect, way to see the problem with Paul Mwangi’s recent argument that President Uhuru Kenyatta’s government is bound to be corrupt is to consider the advice often given by well-meaning liberals to Kenya, and other developing countries, under the Washington Consensus. We were strongly advised to behave as idealised versions of developed countries did. These countries opened their markets to free trade, removed tariffs, let money and goods move across borders. The example was clear; our emulation was expected when it was not enforced. No great insight was required to spot the fallacy: even if it were true that developed countries had observed every article of the free-trade catechism in the past, the institutional and technological arrangements in the past were different. A century ago, it was far harder to move goods, services and money quickly around the world than it is now. A century ago, completely free trade was far less likely to destroy infant industries in developing countries than it is now. Mwangi’s argument is an object KENYA AERONAUTICAL COLLEGE In Collaboration with Shenyang Aerospace University (SAU) China MARCH 2014 INTAKE IN PROGRESS CLASSES START ON 3RD PROGRAM ENTRY REQUIREMENT DURATION BACHELOR DEGREE Aircraft Manufacturing Engineering DIPLOMA PROGRAMS Diploma in Aeronautical Engineering. Diploma in Flight Operations and Dispatch. Diploma in Cabin Crew. Diploma in Air Travel and Tours, Level 1 – 4. License in Operation. License in Aircraft Maintenance Certificate in Aircraft Maintenance Diploma in Business & IT (DBIT) Certificate in Business & IT Diploma in Aeronautical Engineering plus 3 Yrs experience Aviation Experience & Mean Grade: C - KCSE C - KCSE C - 3 Months 4 Weeks 1 Years 1 1/2 Yrs 6 MONTHS Diploma in Aeronautical Engineering OR MEAN GRADE B+ PHYSICS B MATHS B CHEMISTRY B KCSE C+ & ABOVE. KCSE C KCSE C - KCSE CKCSE C- Diploma in Ops. KCAA/ KACEB KCAA/ KACEB KCAA/ KACEB KNEC /CITY & GUILDS/ KACEB KNEC /CITY & GUILDS/ KACEB 2012 KNEC DIPLOMA IN AERONAUTICAL 96% CREDIT, PASS AND PARTIAL IATA CABIN CREW/ TOURS AND TRAVEL 100% PASS The college is registered by the government of Kenya accredited by Commission of University Education and Kenya National Examination Council. We train within Wilson Airport which is the 3rd busiest airport in Africa. Students transfer direct to Shenyang Aerospace University, China and training is conducted in English. Majority of our students are employed in Kenya Airways We are located in Wilson Airport, Nairobi Call us on: Tel: +254 722 990 679 OR 020 – 2132045 Email: firstname.lastname@example.org/ email@example.com Website: www.kac.co.ke 2 Yrs 4 Yrs 3 Yrs. 9 Months 6 Months. MARCH, 2014 EXAMINER SAU UNIVERSITY lesson in the costs of ignoring institutional context. He argues that because President Kenyatta and President Mwai Kibaki came to power under similar policy and political circumstances, President Kenyatta’s efforts against corruption will fail, as President Kibaki’s did. His reasoning wholly ignores changes in institutional context; in any case, his premise is false. President Kibaki came to power under the old constitution, which allowed the President substantial powers of appointment and patronage. Substantial checks This is no longer the case. The new KNEC/ KACEB IATA/ KACEB IATA/ KACEB IATA/ KACEB constitutional framework divides and distributes power widely. For the first time, the President has substantial checks on his powers, particularly of appointment and hence patronage – the key mechanism by which corruption in Kenya works. Perhaps the clearest example of the increased scrutiny of the President is the new administration’s adherence to decisions of the courts in the matter of appointments. No other president has faced such public legal pressure to justify his choice of appointees. That difference, on its own, explains why Mwangi’s assumption that policies similar to President Kibaki’s would lead to results similar to President Kibaki’s is false: the institutional landscape has been altered. The second point, which also puts paid to the argument that the political context and policy is the same, begins by noticing the difference in the way Kibaki and Uhuru came to power. President Kibaki came to power as head of a loose coalition, rapidly cobbled together before the election. The wrangles over the MoU that ensued early in his reign were symptomatic of the President’s difficulty in controlling his parliamentary party. Those facts make conceivable Mwangi’s claim that early in Kibaki’s reign, the forces of corruption ganged together to force a motion of no confidence in his government. The situation is radically different where President Kenyatta’s government is concerned. He and William Ruto came to power as part of a coalition formed long before the elections. Both wings of that coalition already had substantial control of their electorates before the coalition formed. Mr Kenyatta and Mr Ruto were better placed to determine who won the elections on a Jubilee ticket in 2013 than Mr Kibaki had over NARC candidates in 2002. That gives them a stronger governing consensus, even at the start of their term, than Kibaki had in 2002. Uhuru and Ruto don’t need, after election, to gain control of the National Assembly. Finally, Mwangi argues that the fight against corruption should not be petty – in fighting corruption, the President should not listen to rumour mongers. Remember that one of his complaints against President Kibaki was that he did not listen to petty tales of corruption. Mwangi takes this as evidence that Kibaki condoned corruption. Indeed, reflection on Kenya’s experi- ence with corruption suggests that the entire framing of Mwangi’s argument is mistaken. John Githongo’s laudable work at the heart of government revealed serious failures, but once he left, no institution remained behind to continue his investigations. As our constitution recognises, people, however laudable their efforts, are a distant second to institutions when it comes to beating corruption. Naisula Lesuuda and Joy Adhiambo Gwendo are senators. High costs threaten local rice BY STELLAR MURUMBA @MrassStellar firstname.lastname@example.org Rice farmers in the country may be forced to stop production due to high costs, industry players have warned, and appealed to the government to intervene and save farmers from exploitation. Mwea Rice Growers Multipurpose Co-op- erative Society MD Munene Muriithi said rice farmers lose over Sh1.5 billion annually to informal money-lenders and middlemen who perforate markets due to disorganised market systems. The weak capital base of financial institu- tions in the area, he said, is forcing farmers without land title deeds to fall prey of informal money-lenders who exploit them through huge interest rates. Mr Muriithi said the rice farmers’ capital capacity stands at Sh2 billion every year against Sh2 million available capital capacity of their financial institution. “There is an upsurge of middlemen out to make quick money from farmers’ sweat. Farmers produce a kilo of Pishori rice for between Sh50-Sh60, only to make a profit of about Sh5,” he lamented.
February 22nd 2014
February 24th 2014