By Alfred Miluge Gogi
The success of any technical and vocational education and training (TVET) institution is directly linked to its capacity to attract, retain, and successfully graduate students in programs that are both market-relevant and aligned with national development goals.
The government has placed more emphasis on technical training and this explains the upsurge of the vicational and technical training institutes in the country in the recent past.
The preference of students to study in the technical institutions is as a realization of the impact the trainings have in the economy and job market
That is why Ngeria Technical Training Institution (Ngeria TTI), as a young and growing TVET centre, must strategically position itself to respond to Kenya’s Vision 2030, the Bottom-Up Economic Transformation Agenda (BETA), and the Kenya TVET Act, 2013, which emphasize skill development for industrialization and self-employment.
This strategy paper presents a comprehensive roadmap for improving student enrolment by introducing market-driven programs, supported by clear policies that ensure stakeholder buy-in from the Ministry of Education (State Department of TVET), local communities, and industry partners.
STRATEGIC OBJECTIVES
To achieve sustainable growth in student enrolment, Ngeria TTI ought to pursue the following objectives:
Introduce market-driven programs that align with current and projected labour market demands.
Strengthen institutional visibility through branding, marketing, and community outreach.
Enhance stakeholder engagement and support, tv including government, industry, and the local community.
Establish enabling policies to guide curriculum development, student recruitment, and partnerships.
Foster a culture of innovation and entrepreneurship that appeals to youth seeking practical skills for self-employment.
SITUATIONAL ANALYSIS
3.1 Internal Environment
Challenges:
Limited enrolment in existing programmes
Inadequate awareness of the institution’s potential among prospective students
Limited linkages with local industries
Competition from established TVET institutions
Limited infrastructure
Limited workshop equipment
Strengths:
Strategic location near Eldoret
A dedicated Board of Governors (BoG) and management
Government support
Availability of land for expansion
3.2 External Environment
Kenya’s labour market demands competency-based skills in:
Renewable energy
Digital technologies
Agribusiness
Automotive engineering
Construction
Tailoring and clothing
Beauty and cosmetology
MARKET-DRIVEN PROGRAMME DEVELOPMENT STRATEGY
4.1 Labour Market Needs Assessment
Conduct tracer studies and market surveys
Collaborate with KNBS and NITA
Engage industry associations
4.2 Introduction of Innovative Programmes
Proposed programmes:
Renewable Energy and Solar Technology
Digital Skills, Cybersecurity, Software Development
Smart Agriculture and Agro-Processing
Automotive Mechatronics and EV Maintenance
Construction Technology and Green Building
Hospitality and Culinary Arts
Beauty and Cosmetology
Tailoring and Clothing
4.3 Flexible Delivery and Short Courses
Evening/weekend classes
Short professional courses
Modular certification
4.4 Marketing and Branding
Digital marketing
Career talks
Open days and exhibitions
POLICY FRAMEWORK FOR SUSTAINABLE ENROLMENT
5.1 Programme Development Policy
Market validation
Compliance with CBET and KNQF
Annual curriculum review
5.2 Student Recruitment and Admission Policy
Gender balance and inclusivity
Partnerships for bursaries
Grassroots awareness
5.3 Industry Partnership Policy
Industry Advisory Boards
Mandatory attachments
Curriculum co-design
5.4 Community Engagement and Buy-In Policy
Skills fairs and free workshops
BoG inclusion of local leaders
CSR initiatives
5.5 Monitoring and Evaluation Policy
Enrolment and employability tracking
MIS implementation
Programme refinement
STAKEHOLDER ENGAGEMENT STRATEGY
6.1 Ministry of Education and State Department for TVET
Ensure regulatory compliance
Seek capitation and support
Align with national priorities
6.2 Local Community and Parents
Awareness forums
Community liaison officers
Targeted skills training
6.3 Industry and Development Partners
MoUs for training and employment
Funding support
Industry forums
IMPLEMENTATION PLAN
Phase 1 (0–12 months):
Labour market survey
Align current programmes
Launch marketing/outreach
Phase 2 (1–3 years):
Introduce 3–5 new programmes
Establish advisory boards
Increase enrolment by 50%
Phase 3 (3–5 years):
Regional skills hub
Centre of Excellence
Self-sustaining growth
MONITORING AND EVALUATION FRAMEWORK
Key Performance Indicators (KPIs):
20% annual enrolment growth
Approval of new programmes
70% graduate employment rate
Industry partnerships
Community participation
Reporting:
Quarterly reviews
Annual strategic reports
Mid-term review (Year 3)
CONCLUSION
Ngeria TTI is well-positioned to become a beacon of technical skills development in Uasin Gishu County and beyond. Market-driven programmes, supportive policies, and active stakeholder engagement will drive enrolment and national development. With the right strategies, Ngeria TTI can become a trusted regional Centre of Excellence.
The writer is PhD Student in Project Planning and Management, MSc Project Planning and Management.
The views expressed here are personal
