When he took over as the deputy vice-chancellor (finance and administration) and as vice-chancellor, the university was in a financial crisis. State grants had continued to decline even as student enrolment increased. At the same time, income-generating activities remained weak.
He oversaw the growth of private revenues and the creation of the University of Nairobi Enterprise and Services to manage all income-generating activities.
By 2003 the highly successful self-sponsored programme had 22,000 students and generated Sh3 billion ($130 million).
His efficiency-oriented management style saw him introduce performance targets for both teaching and non-teaching staff. Prior to this staff had worked without performance contracts and the attendant evaluations. As a vice-chancellor he introduced a system of contract renewal based on performance, the right-sizing of units (departmental mergers and letting go of redundant staff) and the rapid result initiatives (where services were delivered at the agreed timeline).
He was also deeply concerned by the rising tide of student strikes. To govern student affairs, he devised a consultative leadership style under which student leaders had direct access to his office. He invested in a system of direct consultation with students to discuss issues of immediate concern. As a result the university experienced the lowest levels of student disruptions during the 10 years of his leadership.
Overseeing change
Magoha oversaw the implementation of Kenya's new competence-based curriculum learning in 2017. In the midst of criticism and concerns, he was unyielding as its chief advocate, declaring the new system was there to stay.
His messianic approach saw him travel to schools to inspect the construction of facilities to show progress. It also included addressing stakeholders to soften resistance.
Magoha will also be remembered for efficiently spearheading school reopening and reforms amid a devastating Covid-19 pandemic. Almost one year after closure, he ordered the reopening of schools on the recommendation of a task force he had established. He personally supervised their reopening despite protests and concern. He never second guessed his decision, stating:
"We are confident that we will remain on the right trajectory to finding the winning formula that will ensure our learning institutions are safe for learners and teachers."
Achilles heel
Notwithstanding his successes, Magoha had vulnerabilities. His extensive commercialisation of the University of Nairobi elicited questions about the quality of academic learning in self-sponsored programmes.
In early 2016, the state moved to shut down the programmes and abolish branch campuses in the university and in all public universities.
Magoha also lacked the moderate temperament required for high-profile public office. In a fit of anger, he publicly humiliated a county director of education, calling him a 'fool' and kicking him out of his entourage.
This resulted in his being stripped of his human resource powers by the Public Service Commission.
-The author, Ishmael Munene, is Professor of Research, Foundations & Higher Education, Northern Arizona University