centre for mathematics, science and technology education
TRANSCRIPT
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Centre for Mathematics, Science and Technology
Education in Africa
CEMASTEA
STRATEGIC PLAN 2020-2024
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Centre for Mathematics, Science and Technology Education in Africa
(CEMASTEA)
P. O. Box 24214 - 00502
Karen Road-Bogani Road Junction
NAIROBI, KENYA
Tel: +254 020 2044406 ; +254 706 722 697; +254 780 797 648
E-mail: [email protected]
URL:
www.cemastea.ac.ke
Facebook: Cemastea
Twitter: @CemasteaKenya
ISO 9001:2015 CERTIFIED
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OUR MANDATE
To provide continuous professional development of
teachers in STEM education
OUR VISION
Excellent capacity development in STEM Education
in Africa
OUR MISSION
To continuously develop competencies for
sustainable development through STEM Education
OUR MOTTO Train, Inspire and Transform Holistically
GUIDING VALUES
Excellence: Professionalism: Focus;
Accountability; Integrity; Citizenship; Quality
service; Innovation and creativity
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TABLE OF CONTENTS OUR MANDATE .............................................................................. v OUR VISION..................................................................................... v OUR MISSION .................................................................................. v OUR MOTTO .................................................................................... v
ACRONYMS AND ABBREVIATION ............................................ x FOREWORD.................................................................................. xii
PREFACE ...................................................................................... xiv MEMBERS OF THE BOARD OF MANAGEMENT ............. xviii
EXECUTIVE SUMMARY .......................................................... xix CHAPTER ONE ................................................................................ 3 INTRODUCTION ............................................................................. 3
1.1 Historical Background ................................................................. 3 1.1 Vision Statement ..................................................................... 4
1.2 Mission Statement ................................................................... 4 1.5 Guiding Values ....................................................................... 6 1.6 Statement of Strategic Intent ................................................... 6
1.8 Guiding principles ........................................................................ 6
1.9. CEMASTEA Philosophy ............................................................ 7
1.10 Importance of Continuous Professional Development (CPD)
for Teachers ........................................................................ 7
1.11. Legal and Policy Provisions relevant to CEMASTEA ............. 8 1.12 The Rationale for Development of the Strategic Plan ............... 8 1.13 The Methodology of Developing the Strategic Plan .................. 9
1.14 Organization of the Plan .......................................................... 10
CHAPTER TWO ............................................................................. 11
INSTITUTIONAL REVIEW ........................................................... 11
2.0 Introduction ................................................................................ 11
2.1 National Agenda and Development Challenges ........................ 11 2.2 Role of CEMASTEA in implementing national agenda............ 13 2.3 Review of the 2014-2019 Strategic Plan ................................... 14
2.4 Lessons learnt............................................................................. 17 2.4.1 Policy and planning ........................................................... 17 2.4.2 Resource Development and Management ......................... 17
2.4.4 Advocacy, linkages and partnerships ................................. 18
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2.4.5 Research, Development and Knowledge Management ..... 18
2.4.6 Automation ........................................................................ 18 2.5 Internal Environment ................................................................. 19
Strengths .......................................................................................... 19 Weaknesses ...................................................................................... 19
2.6 External Environment (PESTEL Analysis) ............................... 20 2.7 Stakeholder Analysis ................................................................. 22
2.8 Emerging Strategic issues and strategic areas ........................... 30 CHAPTER THREE ......................................................................... 32 STRATEGIC DIRECTION ............................................................. 32
3.0 Introduction ................................................................................ 32 3.1 THEME No 1: PROGRAMMES ............................................... 32
3.1.1 Competency Development in Science, Technology,
Engineering and Mathematics ............................................... 32 Strategic Objective 1: To strengthen training programmes at all
levels ................................................................................. 33 Strategy 1: Delivering excellent needs based, inclusive, and inspiring
training .................................................................................. 33
Strategy 2: Strengthening leadership culture and school climate for
STEM education ................................................................... 33 Strategy 3: Enhancing program quality by accreditation of training
programs ............................................................................... 33 Strategy 1: Improving support for existing STEM Model schools .. 33
Strategy 2: Expanding the STEM Model Schools Programme ....... 34 Strategy 3: Promoting early identification of talents in STEM ....... 34 3.1.2 Research, development and Knowledge Management ........... 34
Strategic Objective 3: To enhance capacity to conduct quality
research ............................................................................. 35 Strategy 1: Strengthening research and development services ........ 35 Strategy 2: Enhancing monitoring and evaluation system ............... 35
Strategies .......................................................................................... 35
Strategy 1: Carrying out research to inform classroom practices and
school climate ....................................................................... 35 Strategy 2: Influencing policy based on research findings .............. 35
Strategies .......................................................................................... 35
Strategy 1: Establishing the knowledge management system ......... 35
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Strategy 2: Strengthening knowledge sharing platforms ................. 35
3.2 THEME No. 2: GOVERNANCE AND ORGANIZATION
DEVELOPMENT ............................................................. 36
3.2.1 Positioning and strengthening the centre ................................ 36 Strategy 2: Reviewing and developing institutional policies ........... 36
Strategic Objective 7: To strengthen human capital, corporate
governance and brand through development of strategic
leadership at all levels ....................................................... 36 Strategies .......................................................................................... 36 Strategy 1: Strengthening corporate governance and quality systems
............................................................................................... 36 Strategy 2: Promoting a culture of innovation ................................. 37
Strategy 3: Enhancing center’s corporate brand and visibility ........ 37 Strategy 4: Enhancing human resource management and
development .......................................................................... 37
Strategies .......................................................................................... 37 Strategy 1: Developing additional infrastructure and facilities ....... 37
3.3 THEME No. 3: RESOURCE MOBILIZATION AND
PARTNERSHIPS ............................................................. 38
3.3.1 Financial Resource Resilience and Sustainability .................. 38 Strategy 1: Strengthening the business development function ........ 38
Strategy 2: Implementing the business development strategy ......... 38 Strategy 3: Enhancing revenue stream from government and partners
............................................................................................... 38 Strategic Objective 10: To enhance efficient utilization of
institutional resources ....................................................... 39 Strategies .......................................................................................... 39 Strategy 1: Improving financial planning, budgeting, procurement
and implementation of programs .......................................... 39 Strategy2: Strengthening of asset management ............................... 39
Strategy 3: Strengthening internal audit function ............................ 39
3.3.2Advocacy, Networking and Partnerships ................................. 39 Strategic Objective 11: To improve center’s collaborative
partnerships through structured advocacy and networking40
Strategy 1: Strengthening the collaborations, advocacy and
networking ............................................................................ 40
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Strategy 2: Initiating and strengthening partnerships with relevant
organizations ......................................................................... 40 Strategy 3: Enhancing staff capacities through partner-funded
programs ............................................................................... 40 Strategy 1: Improving the center’s role as a continental secretariat 40
Strategy 2: Leveraging on continental secretariats to increase
partnership networks ............................................................. 40
CHAPTER FOUR ............................................................................ 41 IMPLEMENTATION STRATEGY AND RESOURCE
REQUIREMENTS ............................................................ 41
4.1 Introduction ................................................................................ 41 4.2 Implementation of the Strategic Plan ......................................... 41
4.3 Implementation Log frame ........................................................ 41 4.3.1 Responsibilities ....................................................................... 41 4.3.2 The Plan Implementation Team .............................................. 42
4.3.3 Quarterly and Annual reports.................................................. 42 4.3.4 Continual Improvement .......................................................... 42
4.4 Financing the Strategic Plan ...................................................... 43
4.4.1 Revenue................................................................................... 43
4.4.2 Expenditure ............................................................................. 43 Table 3. Projected Capital/Development Expenditure ..................... 44
4.2.3 Estimated Budget .................................................................... 45 CHAPTER FIVE ............................................................................. 48
MONITORING, EVALUATION & RISK MANAGEMENT ........ 48 5.1 Monitoring, Evaluation and Reporting ...................................... 48 5.1.1 Monitoring and Review .......................................................... 48 5.1.2 Evaluation and Reporting ....................................................... 48 5.2 Risk Management ...................................................................... 49 CHAPTER SIX ................................................................................ 50 ANNEXES ....................................................................................... 50
6.1 ANNEX I: IMPLEMENTATION LOG FRAME ..................... 50
6.2 ANNEX II: MONITORING AND EVALUATION
INSTRUMENT ..................................................................... 92 6.3 ANNEX III: SUMMARY BUDGET.................................... 96
6.4 ANNEX IV: RISK ASSESSMENT......................................... 100
6.5 ANNEX V: CEMASTEA ORGANIZATION STRUCTURE 107
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ACRONYMS AND ABBREVIATION
ADEA Association for the Development of Education in Africa
ASEI Activity, Student, Experiment, Improvisation
AUC African Union Commission
AU African Union
BOM Board of Management
CESA Continental Education Strategy for Africa
CEMASTEA Centre for Mathematics Science & Technology Education
in Africa
CTCDC County Teacher Capacity Development Committee
EAC East African Community
EACC Ethics and Anti-Corruption Commission
ESD Education for Sustainable Development
ICQN-MSE Inter-Country Quality Node on Mathematics and Science
Education
INSET In-service Education &Training
JICA Japan International Cooperation Agency
KEBS Kenya Bureau of Standards
KESI Kenya Education Staff Institute
KICD Kenya Institute of Curriculum Development
KNEC Kenya National Examinations Council
KSG Kenya School of Government
KEMI Kenya Education Management Institute
KESSHA Kenya Secondary School Heads Association
KEPSHA Kenya Primary Schools Heads Association
KISE Kenya Institute of Special Education
KNEC Kenya National Examination Council
KNUT Kenya National Union of Teachers
KUPPET Kenya Union of Post-Primary Education
Teachers,
KSEF Kenya science Engineering Fair
MOE Ministry of Education
NEMA National Environmental Management Authority
PACTE D Pan African Conference on Teacher Education and
Development
PPOA Public Procurement Oversight Authority
RECSAM Regional Centre for Science and Mathematics SMASE
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Strengthening Mathematics and Science Education
STEM Science, Technology, Engineering and Mathematics
STEAM Science, Technology Engineering Art & Design and
Mathematics
SWOT Strengths, Weaknesses, Opportunities and Treats
TPD-MSE Teacher Professional Development-Mathematics and
Science Education
TSC Teachers Service Commission
UP-NISMED University of Philippines -National Institute for Science
and Mathematics Education Development
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FOREWORD
Prof. George A. O. Magoha, CBS
Cabinet Secretary, Ministry of Education
It is an honor and pleasure to present to the education fraternity
the Centre for Mathematics, Science and Technology Education in Africa
(CEMASTEA) Strategic Plan (2020- 2024). The Strategic Plan (2020-
2024) is the institution’s third Plan that succeeds the Strategic Plan (2014-
2019). The development of this Strategic Plan took into account several
factors. The drafting process considered the situational analysis report on
implementation of the Strategic Plan (2014-2019), achievements,
challenges, opportunities and recommendations of various stakeholders. In
addition, the Plan was guided by the strategies outlined in Sessional Paper
No. 1 of 2019; The National Education Sub-Sector Plan (NESSP, 2018-
2022), and the Kenya Vision 2030 3rd
Medium Term Plan (2018-2022).
This Plan captures CEMASTEA’s accountability statement on strategic
objectives the center will implement in the next five years towards
fulfilling its mandate. The Plan outlines the institution’s strategic
direction and focus in enhancing the quality of education in Kenya and
the rest of Africa. It is worth noting that since inception in 2004,
CEMASTEA has made great strides in establishing a continuous Teacher
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Professional Development framework for mathematics and science with a
national and continental spread, broad stakeholder and partner
participation in decision making and implementation. The period
preceding 2019 has seen the Centre realize repute of a respected Pan-
African institution. Implementation of local activities has seen it
stimulate education stakeholders in a synchronized collaborative effort to
bring change to teacher classroom practice.
Continentally, the center spearheads the cause of improving
mathematics and science education in African countries through relevant
training programmes and networking activities with likeminded partners
such as the Association for the Development of Education in Africa
(ADEA), African Union Commission (AUC), and United Nations
Education, Science, Culture Organization (UNESCO). The institution
hosts Continental Secretariats namely; Strengthening Mathematics and
Science Education in Africa (SMASE-Africa) and ADEA’s Inter-Country
Quality Node on Mathematics and Science Education (ICQN-MSE).
Moreover, the center co- coordinates the African Union Commission’s
(AUC) Continental Education Strategy for Africa (2016-2025) cluster on
STEM education alongside Africa Academy of Science (AAS) and Africa
Institute for Mathematical Sciences (AIMS).
In the 2020-2024 strategic period, CEMASTEA will seek to capitalize on
its achievements so far to realize the vision; “excellent capacity
development in STEM education in Africa” and mission; “To
continuously develop competencies for sustainable development through
Science, Technology, Engineering and Mathematics education”. It is
therefore my humble desire to call upon all stakeholders and partners to
support the center in its strategic direction and focus in the period 2020 -
2024 towards realization of the vision and mission.
Prof. George A. O. Magoha, CBS
Cabinet Secretary
Ministry of Education
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PREFACE
Dr Wanjiru Kariuki,
Chairperson, Board of Management
This Strategic Plan (2020-2024) is guided by the Kenya Vision 2030
3rd
Medium Term plan (2018-2022), Kenya Constitution 2010, the Basic
Education Act of 2012, the Teachers’ Service Commission Act 2012,
and the National Education Sector Plan (NESSP, 2018-2022). Wide
stakeholder consultation informed the development of this Plan. The
Technical Committee (TC) held consultative meetings with center’s
staff and management, held interviews with and administered
questionnaires to stakeholders in various counties. The committee held
validation meetings with the center’s staff and management as well as
stakeholders. Stakeholders involved in the validation meeting included
Ministry of Education (MoE) Headquarters, Kenya Institute of
Curriculum Development (KICD), Kenya National Examination
Council (KNEC), Kenya Education Management Institution (KEMI),
Regional Directors of Education (RDE), County Directors of Education
(CDE), Teachers’ Service Commission-Regional Directors (TSC-RD),
TSC County Directors (TSC-CD), County Quality Assurance and
Standards Officers (CQASO), INSET centre School Principals, STEM
Model School Principals, County Trainers Representatives, and
Representative of Japanese International Cooperation Agency (JICA),
The Plan was refined and validated by the Board of Management.
The broad consultation and participation of stakeholders ensured
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that the strategic focus is informed by various views of the centre’s
stakeholders thereby laying a foundation to support its
implementation. In the 2020-2024 strategic period, CEMASTEA will
pursue a strategic direction focusing on institutional strengthening
under five strategic areas: Positioning and Strengthening of
CEMASTEA; Competency Development in STEM; Research and
Development and Knowledge Management; Financial Resource
Resilience and Sustainability; and Advocacy, Networking and
Partnerships. The various strategic objectives under each of the areas
will be implemented through a number of strategies and activities. The
center will need support from all stakeholders to realize this strategy
and I take this opportunity to assure the management and staff full
support.
Dr. Wanjiru Kariuki,
Chairperson, CEMASTEA Board of Management
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ACKNOWLEDGEMENT
Jacinta Akatsa, HSC
Director/Secretary, Board of Management
The development of this Strategic Plan (2020-2024) has taken
great effort, input and validation by the Management, Staff,
Stakeholders and Partners. I acknowledge the Ministry of Education led
by the Cabinet Secretary for continued support to the center which has
enabled realization of its mandate. The kind gesture of center’s Board
of Management in providing resources to undertake review and
development of this Plan. Appreciation for focused effort and personal
sacrifice made by the following members of the Strategic Plan
Technical Committee who worked tirelessly to ensure completion of
this plan:
1) Jacinta Akatsa Ex-Officio Member/Director
2) Lydia Muriithi Ex-Officio Member/Deputy Director
3) Joseph K.Mathenge Chairperson/Coordinator Field Services
4) AtengOgwel D-Chairperson/ Coordinator STEM
Programme
5) PatrickA.Kogolla Member/Coordinator Training
6) Mary W. Sichangi Member/ Coordinator Partnerships and
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linkages
7) Nancy W. Nui Member/Dean of Studies Mathematics
Department
8) Ernest Ngeny Member/Dean of Studies Physics Department
9) Joseph K. Thuo Member/Coordinator Performance
contracting
10) Brandon Sila Member/Finance Officer
11) Charles Karani Member/ICT Officer
11) George K. Kiruja Co-opted Member/Coordinator Primary
Programme
12) John L. Makanda Co-opted Member/Coordinator Primary
Programme
13) Ann Jane Mumbi Editor
Jacinta L.Akatsa, HSC
Director
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MEMBERS OF THE BOARD OF MANAGEMENT
Jacinta L. Akatsa, HSC
Director/Secretary, Board
of Management
Prof. David MumoMalonza.
Senior Lecturer, Kenyatta
University
Member
Mrs. Milkah Bwondara
Deputy Manager (Training and Resource), NSSF
Member
Dr.Wanjiru Kariuki,
Chairperson, Board of Management
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EXECUTIVE SUMMARY
The Centre for Mathematics, Science and Technology Education
in Africa (CEMASTEA) exists to build capacity of teachers and
educators of mathematics and science through In-Service Education and
Training (INSET) programs. CEMASTEA Strategic Plan (2020-2024)
development was spearheaded by a Technical Committee with a view to
facilitate continued execution of this mandate of the centre. The process
of developing the Plan entailed broad stakeholder participation to enrich
it and strengthen ownership.
The process entailed consultative workshops, situational
analysis, review of the implementation of CEMASTEA Strategic Plan
(2014-2019), generation of strategic issues and drafting. The draft plan
was validated by CEMASTEA staff, management and later with
stakeholders. The Plan was then reviewed by a consultant before it was
presented to the Board of Management. It was then edited,
authenticated and launched.
This consultative process gave rise to a new Vision of providing
‘Excellent capacity development in STEM education in Africa’ and
Mission ‘To continuously develop competencies for sustainable
development through Science, Technology, Engineering and
Mathematics education’. CEMASTEA’s performance in the last
strategic period was analyzed using the Strengths, Weaknesses,
Opportunities and Threats (SWOT) as well as the Political, Economic,
Social, Technological, Environmental and Legal (PESTEL) analysis
tools. These isolated four key themes: programmes; governance;
organizational development; resource mobilization; and partnerships
under which strategic areas are organized.
Strategic areas identified for CEMASTEA Plan for the
strategic period 2020-2024 are:
1. Strategic Area No.1: Competency development
2. Strategic Area No.2: Positioning and
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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strengthening the center
3. Strategic Area No.3: Research, consultancy and
knowledge management
4. Strategic Area No.4: Financial resource, resilience
and sustainability
5. Strategic Area No.5: Advocacy, networking and
partnerships
Arising from the above five strategic areas, various strategic
objectives, strategies and activities were identified. These have been
defined with specific resource allocations and estimated budgets
detailed in the result-based performance implementation matrix. The
outputs and outcomes will be determined using a monitoring and
evaluation tool to track implementation of activities and provide
information useful for assessing value on investment over the strategic
period.
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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CHAPTER ONE
INTRODUCTION
1.1 Historical Background
The Centre for Mathematics, Science, and Technology
Education in Africa (CEMASTEA) is a public institution under the
Ministry of Education established in the year 2004. The Centre traces its
history to the Strengthening of Mathematics and Science in Secondary
Education (SMASSE) Project. SMASSE, a technical cooperation pilot
project between the Government of Kenya through Ministry of
Education, and the Government of Japan through JICA started in 1998. It
targeted the improvement classroom practices of secondary school
mathematics and science teachers in nine selected pilot districts (sub-
counties). The overall goal of the project was to upgrade the capability of
young Kenyans in Mathematics and Science.
At first, the project was housed at the former Kenya Science
Teachers College (KSTC) as an in-service education and training
(INSET) Unit. However, by 2003, it had expanded to an extent that its
activities could no longer be effectively housed at KSTC. Consequently,
to consolidate the gains made during the pilot of the project, the cabinet
approved the transformation of the former Centre for Research and
Technology (CRT) to Centre for Mathematics, Science, and Technology
Education in Africa (CEMASTEA). With the support of JICA, the then
run down centre’s facilities were refurbished.
In 2005, the Sessional Paper No. 1 of 2005: Policy Framework
on Education and Training, recognised the role of CEMASTEA into a
fully-fledged institution for in-service education and training for
mathematics, science, and technology teachers. CEMASTEA activities
were thus captured in the Kenya Education Sector Support Programme
(KESSP 2005-2010) Investment Programme No.17. The Centre’s Board
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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of Management was subsequently gazetted through Legal Notice No. 96
of 2006.
After its establishment, CEMASTEA continued to expand its
scope of activities bringing on board primary school teachers, teacher
training colleges, principals, deputy principals, and education
stakeholders. The Centre, through the assistance of JICA brought over 27
African countries into its programmes under the SMASE Africa network.
The expanded training programmes necessitated the expansion of
training facilities and through a grant from the Government of Japan an
ultra-modern science complex was built. The facility was officially
opened by His Excellency President Uhuru Kenyatta in February 2014.
While technical cooperation with Japan International
Cooperation Agency (JICA) on SMASE Project came to an end on 31st
December 2013, the Government of Kenya continues funding the
implementation of CEMASTEA continuous Teacher Professional
Development (TPD) programmes. Over time, the CEMASTEA has
developed unique capacity in planning, coordinating and implementing
CPD programmes; established knowledge-sharing platforms and has
established more linkages with local and continental organisations. This
strategic plan envisions leveraging on this brief but rich history to take
CEMASTEA to its next level of growth.
1.1 Vision Statement
Excellent capacity development in Science, Technology, Engineering
and Mathematics (STEM) Education in Africa
1.2 Mission Statement
To continuously develop competencies for sustainable development
through Science, Technology, Engineering and Mathematics (STEM)
Education
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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1.3 Mandate
To provide continuous professional development of teachers in STEM
education
1.4 Core Functions
To realize quality teacher capacity development and STEM education,
the specific functions for CEMASTEA include to;
1. Provide training under policies specified by the Ministry of
Education, TSC, and other relevant stakeholders;
2. Conduct research to inform Teacher Professional Development
programs, internal quality assurance processes, and policies;
3. Organize and conduct seminars, workshops, conferences and
symposia in STEM education and teacher capacity development;
4. Print, publish and disseminate information and research related
to STEM education and teacher capacity development;
5. Provide advisory and consultancy services in STEM education
and teacher capacity development;
6. Develop local and international partnerships, linkages and
collaborations with Government agencies, institutions and
organizations with interests in STEM education and teacher
capacity development;
7. Function as the Secretariat of the Strengthening of Mathematics
and Science Education in Africa (SMASE-Africa) Network and
ADEA’s Inter-Country Quality Node on Mathematics and
Science Education (ICQN-MSE);
8. Support the implementation of STEM in the Competency-Based
Curriculum (CBC).
In this regard, the Centre is expected to: -
1. Use identified training needs from school assessments by MOE
and TSC to inform development of its Teacher Professional
Development course content
2. Collaborate with TSC, in line with the TSC Act 2012 and TPD
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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Framework 2018, to identify teacher competency gaps to inform
Teacher Professional Development course content.
3. Liaise with KICD in the development of Teacher Professional
Development to enhance teacher’s capacity to interpret and
implement curriculum
4. Liaise with KNEC on feedback from assessment and evaluation
to inform INSET course content
5. Liaise with KISE to incorporate special needs in Teacher
Professional Development course content.
6. Network and partner with like-minded organizations and
institutions of higher learning or otherwise to achieve its
mandate
1.5 Guiding Values
Excellence; Professionalism; Focus; Accountability; Integrity;
Citizenship; Quality service; Innovation and creativity
1.6 Statement of Strategic Intent
The center will combine academic excellence with
unprecedented commitment to innovation, quality and service. Bearing in
mind the imperative of inclusivity, the center will: Build mathematics,
science and education capacities to meet the needs of the ‘Big Four’
Initiatives and Kenya Vision 2030; Build capacities and capabilities that
prepare young people for subsequent tertiary training as key human
resource for all sectors of the economy; Establish partnerships with
institutions and industry; locally and globally for quality education and
Undertake affirmative action that ensures CEMASTEA programmes
enhance inclusivity and promote access without discrimination.
1.8 Guiding principles
Development of this Strategic Plan was based on the principle that a Plan
should be:
1. Consistent with and contribute to CEMASTEA mandate
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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2. Developed in a collaborative manner
3. Reflecting high but reasonably achievable aspirations
4. Demonstrating creativity in developing goals and thrust for the
center
5. Cast with the overall goal of being the best
6. Based on measurable goals and strategies
1.9. CEMASTEA Philosophy
The philosophy of CEMASTEA is that teaching methods should
focus on hands-on problem solving, experimenting, and projects, often
having students work in groups. Curriculum should bring the disciplines
together to focus on solving problems in an interdisciplinary way. Rather
than passing down organized bodies of knowledge to new learners, we
believe that learners should apply their knowledge to real situations
through experimental inquiry. This prepares them for citizenship, daily
living, and future careers. The approach to teaching and learning should
be based on Activity, Student, Experiment, Improvisation/Innovation and
the interactive cycle of Plan, Do See, Improve (ASEI-PDSI approach).
1.10 Importance of Continuous Professional Development (CPD) for
Teachers
The need to transform teaching to achieve 21st-Century learning
outcomes continually places new demands on teachers. To remain
relevant in the face of ever-evolving education systems and to keep
abreast of emerging trends and technological advancement, teachers need
to upgrade their pedagogical skills. Indeed, CPD for teachers is
recognized globally as a significant contributor to quality of education.
Sustainable Development Goal No Four seeks to ensure inclusive and
equitable quality education and promote lifelong learning opportunities
for all. Among the strategic objectives of the Continental Education
Strategy for Africa-CESA (2016-2025) is revitalization of the teaching
profession to ensure quality and relevance at all levels of education and
strengthening science and math curricula in youth training.
CEMASTEA's CPD programmes aim at imparting knowledge and skills
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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that empower teachers with cotemporary pedagogical and ICT for
effective classroom practices.
1.11. Legal and Policy Provisions relevant to CEMASTEA
While implementing its mandate, CEMASTEA will be governed
by laid down provisions. These statutory and policy provisions include:
The Kenya Constitution; Vision 2030 Medium Term Plans; Basic
Education Act 2013; Teachers Service Commission Act 2012; Sessional
Paper No. 1 of 2019; National Education Sector Plans (NESP) of 2018-
2022; Kenya Professional Teaching Standards (KePTS). The Centre
CPD programmes and course contents will be guided by the national
goals of education, curriculum provisions and education syllabi.
Moreover, the centre will endeavour to follow guidelines and
Government circulars issued from time to time as well as report to the
statutory bodies as guided through the performance contracting
guidelines. On partnership programmes, the centre will operate in the
context of policies and legal frameworks of the mutual agreements with
partners.
1.12 The Rationale for Development of the Strategic Plan
Best practice requires that a forward-looking organization lays
down strategies for the attainment of its objectives. This Strategic Plan
encapsulates this and represents efforts to align institutional strategies to
the Sessional Paper No. 1 of 2019, National Education Sector Support
Programme (2018-2022), and Vision 2030 Medium Term Plan III. This
is to ensure that CEMASTEA activities contribute directly to realization
of Kenya’s long-term growth and development. The plan aims at
consolidating gains made and lessons learned in the last five years while
identifying options to increase its effectiveness and competitive edge.
The Strategic Plan will provide a framework for mobilizing resources to
enable CEMASTEA fulfil its mandate. The Plan embodies a variety of
ideas from CEMASTEA stakeholders. It is therefore a valuable tool of
engaging stakeholders for support and resource mobilization. The plan
also forms the basis for monitoring, evaluation, and review of the
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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Centre's programmes and for purpose of developing annual programmes
and performance contracting.
1.13 The Methodology of Developing the Strategic Plan
The development of this strategic plan adopted a participatory
and collaborative approach with multiple stakeholders. It was led by the
strategic planning committee at CEMASTEA under the leadership of the
Board of Management. The process started with a review of the
CEMASTEA’s Strategic Plan (2014-2019) to establish the extent of
implementation. This was achieved through use of questionnaires, focus
group discussion and document analysis with key stakeholders such as
CEMASTEA staff, education leadership such as County Directors of
Education, TSC County Directors, Quality Assurance and Standards
Officers, Primary and Secondary School Heads Association (KESSHA
and KEPSHA) leaderships, school leaders, County INSET trainers and
teachers from fourteen counties. The team also perused through legal and
policy documents governing the education subsector including the
Kenyan Constitution, Vision 2030, Sessional Papers and Medium-Term
Plans. A synthesis of the stakeholder’s and documents analysis outcomes
and the completed reports on levels of implementation of the previous
strategic plan revealed successes, challenges and areas of focus in order
to achieve sustainable and coherence Centre programmes going forward.
The analysis resulted in the development of the initial draft of the
strategic plan. In November 2018, CEMASTEA staff together with other
stakeholders discussed the first draft of the strategic plan and suggested
several changes. In January 2019, a consultant assisted in further
improvement and firming of the statements of the statutory mandates,
SWOT, competitive analysis, and strategic issues. The strategic plan was
subjected to validation by critical stakeholders in October 2019 with the
final printing done in November. The Strategic Plan, therefore, reflects a
consultative process in creating a shared strategy and create a bright
future for the Centre.
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
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1.14 Organization of the Plan
This strategic plan is organized into five chapters. Chapter one is on
introduction and focuses on the historical background, explains the
vision, mission, mandate, Centre’s core functions, guiding values, the
rationale for development of the strategic plan and the methodology of
developing the Strategic plan. Chapter two is on Institutional review and
it focuses on role of CEMASTEA in implementing national agenda,
review of CEMASTEA strategic plan 2014-2019, formative analysis
which analyses the Strengths, Weaknesses, Opportunities and Threats
(SWOT), Political Economical Social, Technological Environmental and
Legal (PESTEL) and stakeholders analysis. Chapter three is on strategic
direction and detailed strategic issues, goals, strategic objectives,
strategies, tasks to be undertaken and financial projections. Chapter four
is on Implementation strategy and resource requirements that has
detailed implementation matrix. Chapter five is on monitoring evaluation
and risk management for the strategic plan.
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
11
CHAPTER TWO
INSTITUTIONAL REVIEW
2.0 Introduction
This chapter discusses fundamental statements on national
agenda and development challenges and the role of the Centre in
responding tothese challenges. It also reviews the 2014-2019 Strategic
Plan; presents the key lessons learnt; isolates the internal and external
environment the Centre will operate, and concludes with strategic
issues that will need to addressed going forward.
2.1 National Agenda and Development Challenges
In 2015, the global community came together to acknowledge
and address the major challenges facing the globe. They adopted the
Sustainable Development Goals with a view to achieving zero hunger,
eradicating poverty and promoting good health and well-being by 2030.
At national level, the Government of Kenya is addressing these
challenges through the Vision 2030 development blueprint. Through the
blueprint, the government seeks to create prosperity for its people by
sustaining a 10% annual growth rate; build a just and cohesive society
with social equity in a clean and secure environment; and realize issue
based politics, rule of law, and protection of individual freedoms.
Vision 2030 is underpinned by Science, Technology, and
Innovation (ST&I) as an all-round implementation tool. This is in line
with the Constitution Chapter 1 sub-sections (a) and (c) which recognizes
the role of science and technology in national development and commits
the state to promote all forms of national and cultural expression through
science and recognize the role of science and indigenous technologies.
The importance of science, mathematics,and technology education to the
realization of the national development agenda cannot therefore be over-
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
12
emphasized.
A STEM-literate citizenry is best prepared to address the
challenges of the 21st century because STEM education adopts an
interdisciplinary and applied approach to curriculum implementation
based on real-world problems. Furthermore, STEM values, attitudes,
skills are necessary for every citizen regardless of the career or
occupation. A STEM literate society would ensure that citizens are able
to take responsibility for personal health and lifestyles, interpret basic
scientific and mathematical information, for example on disaster/
emergency alerts, and also hold professionals
In spite of its importance, the uptake in STEM related disciplines
has been much less than in humanities and social sciences. For example,
the Commission of University Education (2016) statistics demonstrates
that STEM related courses accounted for just 25% of the courses offered
by universities in 2016. This mismatch between skills and national
development needs affects the country’s ability to effectively make the
most of its valuable sectors such as energy and other extractive
industries.This scenario is further compounded by the rapidly emerging
4th Industrial Revolution characterized by sophisticated and prevalent
technologies poised to automate processes and mimic human thinking
through robotics, and narrow the boundaries between human and
machine reasoning.
Due to its importance, STEM education is among the Vision
2030 priorities. One of the flagship projects is the repackaging of STEM
in education and training with a view to promoting experiential learning,
innovation creativity and attraction to STEM related disciplines from
early childhood up to university. The 3rd
Medium Term Plan (2018-2022)
of Vision 2030 has been conceptualized around the Big Four Agenda of
food and nutrition security, affordable housing, manufacturing and
affordable healthcare. STEM education constitutes a critical enabler to
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
13
the Big Four Agenda since skilled human capital is a key driver for
socio-economic and technological development. The Sessional Paper
No.1 of 2019 acknowledges that for Kenya to become a prosperous and
internationally competitive nation, it will needto create a sustainable pool
of highly skilled human resources base to trigger and support innovation
in priority areas. The National Education Sector Strategic Plan (NESSP
2018-2022) also provides for well-articulated STEM interventions across
all the subsectors of the education sector. Furthermore, the curriculum
reform has created the STEM pathway at the Senior Secondary School.
This is intended to nurture individual learner’s innovativeness and
promote the use of technology to develop a labourforce that will drive
exponential growth in Kenyan economy.
2.2 Role of CEMASTEA in implementing national agenda
CEMASTEA, as a centre of excellence in building capacities in
STEM education not only for Kenya but also for Africa has an important
role in the identification, development and nurturing of STEM talents in
the early years through middle school to senior school. This will create
sufficient pool of learners with interest in pursuing STEM related courses
in higher education, and subsequently pursuing STEM related careers. It
is for this reason that the Centres’programmes are geared towards
enhancing teachers’ capacities to cope with pedagogical challenges in the
effective delivery of STEM curriculum.
The Sessional Paper No.1 of 2019 acknowledges that among the
challenges facing effective curriculum implementation are inadequate
ICT skills in teaching and learning, teacher centered teaching methods,
inadequate utilization of teaching and learning materials, and little
innovation in curriculum delivery. Similarly, the 2018 Education Sector
Analysis acknowledges that with the challenges facing teacher training
programs and the changing dynamics of education in Kenya, there is
need for continuous support to teachers to improve their professional
knowledge and competence and also to keep them abreast of
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
14
developments in the sector.
The Centre spearheads the STEM Model Schools Programme
where selected schools are supported to gradually transform into model
centres of excellence in STEM education. Some of the activities adopted
to enhance STEM attitudes, values and ethics include; establishment of
STEM makerspaces; STEM community outreaches, fairs and contests.
2.3 Review of the 2014-2019 Strategic Plan
In its effort to build capacities of teachers for effective
implementation of the curriculum, CEMASTEA had sought to attain 17
strategic objectives (SOs) during the 2014-2019Strategic Period.
Attainment of these objectives was assessed to ascertain the extent of
achievement based on a scale of 0-100% where: 75-100% represents To
Very Large Extent; 50-74% is To a Large Extent: 25-49% is
Satisfactory and 0-24% is to Little Extent. The following is a summary
of the extent to which the various SOs were achieved under the six
thematic areas of the 2014-2019 Strategic Plan:
2.3.1. Policy and planning
Achievement ofSO1 on ‘establishment of CEMASTEA as a
state agency ’was satisfactory. The initial steps that included drafting a
parliamentary bill were done awaiting legislation. Most of the
institutional policies were developed and implemented. It was realized
that SO2 on ‘development of national INSET policy’ was outside the
Centre’s control. It could only participate in the process to a little
extent. The policy was developed by TSC. SO3 on‘ accreditation of
center’s INSET programs’, and SO4 and SO5 on devolving its functions
were achieved to a little extent.
2.3.2. Resource development and management
SO6 to SO8that were on ‘strengthening strategic leadership
and management at all levels’ were achieved to a large extent in terms
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
15
of initiating corporate governance, enhancing administrative efficiency,
streamlining supply chain management process, and cultivating
institutional culture. However, employee wellness programs remain
weak. The Human Resource Policy was developed and implemented,
but the scheme of service proposed by DPSM is yet to be implemented
fully.
SO9 on ‘human resource management and development’ was
realized to a great extent. A human resource committee was
established, data bank of staff was developed, and training gaps based
on a functional appraisal system were identified. With regard to SO10
on ‘revenue flow and funding’ the Centre secured a number of partner
funded projects and programs that generated income. The hiring of the
Center’s facilities for functions also improved. The capitation grant
funds for county-based TPD activities were also channeled through
Center. This increased its revenue base and enhanced effectiveness of
county INSET activities. However, little was done to develop business
plans.
Regarding SO11on ‘institutional infrastructure and facilities’,
enhanced fleet management was achieved through a transport policy as
well as regular repair and maintenance of vehicles, machines, and
equipment. CCTV was also installed as a security measure. However,
the development of additional infrastructure and facilities such as
accommodation, mathematics and science parks, media centre, resource
production, gymnasium, library resources, and ICT laboratories remain
gaps for future consideration.
2.3.3. Capacity development programs:
On SO12-continuous professional development of teachers, the
center realized improved quality of CPD programs through harmonized
work plans and conduct of needs-based courses. Over the strategic
period, 51,000 teachers of mathematics and science from Kenya and
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
16
500 from other African countries were trained. The implemented
programs provided unique lessons to center’s activities. ICT integration
programs were implemented with 9,000 teachers trained over the
period. School-based INSET was further strengthened using an
improved model and STEM Model Schools Programme launched with
102 secondary schools being selected to be transformed into model
STEM schools.
2.3.4 Advocacy, linkages and partnerships
SO13 on‘establishing and operationalizing the department’
was achieved to a great extent. A partnership and linkages policy was
developed and a functional partnership and linkages division with
necessary staff including those from African Union established. Signed
agreements were successfully implemented, even though links with
previous partners such as UPNISMED, NEPAD, and SEAMEO-
RECSAM were yet to be re-established. Necessary physical
infrastructure and budget were provided though full staff establishment
is yet to be fully realized. In addition, new partnerships were initiated
and a number of funding proposals to UNESCO, ADEA, AUC, and
Institute for International Education were approved and implemented.
Implementation of SMASE Africa and ADEA secretariat activities
improved. Office space and staff were provided office leading better
coordination.
2.3.5. Research, Development and Knowledge Management
SO14 on ‘strengthening of the research and development
function’ was achieved to a large extent. A R&D policy was developed
and implemented and the monitoring, evaluation and reporting system
on training activities enhanced. A knowledge management system was
also developed to some extent through training, publication of articles,
dissemination and use of research findings to inform training programs.
SO15 on‘conducting of research on classroom practices’, the Centre
made initial steps in conducting training needs assessments through
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
17
lesson observations, and mounted symposia and national conferences to
share good practices. Implementing collaborative research programs
with institutions of higher learning was done to a little extent.
2.3.6 Automation
SO16on‘automation of center’s functions’; operationalization
of an automated systems for Human Resource, Finance and Accounts
as well as Supply Chain Departments was done to a little extent.
Establishment of a management information system at the Centre was
done to a little extent.
2.4 Lessons learnt
The review of the implementation of the2014-2019Strategic Plan
revealed salient lessons. Generally it was observed that the strategy was
good and could have achieved more. Useful lessons drawn from the
implementation process were:
2.4.1 Policy and planning
The process of establishing CEMASTEA as a state agency and
development of national INSET policy requires multi-stakeholder
consultations and buy-in. The process of seeking accreditation for the
Centre’s INSET programmes requires structured follow-up.Decentralized
management of CEMASTEA activities at the County through the County
Teacher Capacity Development Committee enhances effective
implementation of all the planned activities.
2.4.2 Resource Development and Management
Diversification of revenue base away from the traditional sources
requires deliberate focused effort on pursuing alternative sources.
Transformational leadership with staff development and welfare, and
stakeholder engagement at its centre enhanced the Centre’s image and
standing.
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
18
2.4.3 Capacity development programs
The centralization of the management of the capitation grant at
CEMASTEA with the subsequent annual audit reduced to a large extent
wastages and inefficiencies and motivated teachers to participate in the
Centre’s programmes. It also facilitated affirmative action for counties
that previously were unable to raise adequate funds to implement
trainings. Innovative new programmes such as the STEM Model Schools
Programme and the school-based lesson study that build on existing ones
provides the Centre with new avenues of creating and sustaining interest
improving the quality mathematics, science and technology
education.Timely certification after training motivates teachers but the
process is easily thrown off-balance by lack of proper coordination at
any point in certification chain.
2.4.4 Advocacy, linkages and partnerships
Due to increased efficiency, effectiveness and innovation in
delivering its mandate arising from transformative leadership and the
implementation of the 2014-2019 SP, the Centre was able to attract right
partners thatsupported it to meet and sometimes surpass annual
performance targets. Partnership engagements however have to be
carefully evaluated for mutual benefits
2.4.5 Research, Development and Knowledge Management
Strengthening knowledge management through activities like publishing
of books and journals enhances the Centre’s resource base and support
for teachers. However, if not prioritized, competing activities make these
to take a back banner and minimizes impact.
2.4.6 Automation
To successfully automate processes; the triad of resources,
technical expertise, and openness to change need to be carefully
managed and coordinated
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
19
2.5 Internal Environment
In preparing for the next strategic period, CEMASTEA conducted
an analysis of its internal environment with respect to its strengths and
weaknesses. This was to enable the Centre identify existing core
competencies that would give it a competitive edge as well as the
limitations it would face in meeting the needs and requirements of its
customers.
Strengths Weaknesses
1) Long experience, over 20 years, in
planning and implementing Teacher
Professional Development programs in
mathematics and science education both
at national and continental levels.
2) The centre enjoys immense support from
the ministry of education through the
recurrent budget provision and the
Teacher Service Commission (TSC) in
provision of human resources both at
national and county levels.
3) A nationwide presence with INSET
centers and STEM Model schools
through which high quality and
affordable pedagogical training is
realized.
4) Competent, experienced, and highly
motivated staff
5) International recognition on capacity
development through partnerships with
credible global and continental
organizations such as African Union
Commission, Association for
Development of Education in Africa
(ADEA), UNESCO, and Institute for
International Education (IIE), and
SMASE Africa.
6) The center has unique capabilities in
STEM training in basic education;
7) Strategic leadership
8) Well established Research and
1) A weak legal framework that does
not confer on the Centre necessary
legal powers with respect to the
functions. The Centre is only
registered as a School and the Legal
Notice 96 of 2006 only established a
Board of Governors of the school.
2) Over-reliance on funds from
exchequer puts the centre in a
vulnerable position to effectively
implement its program during
budget delays or cuts
3) Inadequate technical staff given the
Centre has no control over their
posting
4) A weak organization structure that
curtails effective human resource
management and development
leading to disharmony in reporting
lines and staff stagnation.
5) Insufficient financial streams to
back-up national training programs
such as for primary school teachers
6) Inadequate donor funding has seen
reduced international training
programs for educators from other
countries.
7) Limited financial resources to
support professional development
opportunities for staff.
8) Weak monitoring of the
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
20
Development Department with a
portfolio of conference participation,
organization and hosting as well as in
publications.
9) Conducive training environment with
well-maintained modern training
facilities and reliable internet
implementation of the strategic plan
2.6 External Environment (PESTEL Analysis)
CEMASTEA’s external environment will have an important bearing on
the implementation of the planned activities during the strategic period
2020-2024. The following is a summary of the external environment
with respect to political, economic, social, technological, environmental,
and legal factors.
Factor Opportunities Threats
Political 1. Goodwill among key
stakeholders namely MOE,
TSC, Teachers’ Unions,
CTCDCs and teachers
2. Global and continental
development agendas such as
SDGs, TICAD, Agenda 2063,
and CESSA 2016-2025 that are
supportive of STEM education
3. National development agenda
such as Vision 2030 MTPIII
President’s Big Four Agenda
that have STEM Education as
enablers
4. Current partnership with the
Teacher Service Commission
(TSC) on training of
mathematics and science
teachers
1) Theintricacies of the
legislative process of
establishing the Centre
as a body corporate
2) Competing continental
programmes on STEM
education
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
21
Factor Opportunities Threats
Economic 1) The large STEM skills gap
between market demand and
the enrolment in STEM related
courses means a large market
exist for STEM training
2) STEM training for private
schools
3) Partners who ready to support
capacity development in STEM
1) The prevailing hard
economic situation
characterized by
austerity measures.
2) Shifting priorities of
development partners
Social 1) Increased focus on partner
investment in STEM education
in Africa especially gender
responsive teaching and
learning
2) The need to address societal
challenges such as erratic
weather patterns, disease,
poverty; all which need
creativity and innovation that is
spurred by STEM education
3) The ever-increasing need for
lifelong learning or upgrading
of skills for teachers across the
country by leveraging on the
Competency Based Curriculum
(CBC)
4) The increasing use of social
media platforms that can
enhance outreach and
communication with target
groups and stakeholders
1) Majority long serving
staffs with a wealth of
experience that are
leaving due to natural
attrition or
professional transfer
of services without
replacement
2) The pre-occupation
with preparations for
national examinations
as opposed to helping
learners gave useful
knowledge and skills
for real world
problems
Technolog
ical
Advancement in technology that
can be harnessed to deliver
programmes, market the centre, and
reach partners
1) In terms of
technological issues,
cyber security is an
imminent threat that
the centre is cognizant
of with care.
2) The ever changing
technological
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
22
Factor Opportunities Threats
landscape
Environm
ental
1) The threats posed by global
warming and the
accompanying climate changes
demand for awareness creation
on its impacts and management
which depend on STEM
education
2) Increased national concerns
about depletion of water towers
and their conservation
Inadequate infrastructure
at CEMASTEA, STEM
Schools and INSET
Centres
Legal 1) The enhanced recognition of
the institution as per Executive
Order No.1 of June 2018 and
Sessional Paper No. 1 of
2019which identifies it as a
SAGA under MOE.
2) Sessional Paper No.1 of 2019
acknowledges the need to
create a sustainable pool of
highly skilled human resource
base to trigger and support
innovation
3) The stipulation of a STEM
Pathway under CBC
1) Government policies
that restrict provision
of teacher capacity
development to
particular providers
influence the extent to
which centre’s
programs reach target
groups.
2) Government policies
that restrict
professional
development sessions
outside class hours
3) Lack of an act of
parliament
establishing the school
2.7 Stakeholder Analysis
CEMASTEA’s principal stakeholders are learners who expect
improved quality of education as a result of the Centre’s programme and
teachers who are the direct beneficiaries of the Centre’s trainings.
Besides teachers and learners, other key stakeholders such as MOE,
TSC, CTCDCs and SAGAs among others, in one way or the other affect
and are affected by the Centre’s programmes and activities.
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
23
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
Learners 1. Competences in
STEM
1. New learning
experiences
2. Enjoy learning
3. Innovative learning
activities
4. Support in their
innovations
1. Improved attitudes
2. Improved learning
outcomes
3. Creative and
innovative citizens
Training
participants
(Teachers,
HODs,
Principals,
PTTC Tutors,
Deputy
Principals,
Principals,
Head
teachers,
TCTP,
International
participants,
CSOs)
1. Training
materials
2. Regular
training,
3. Training venue
1. Relevant training
2. Certification,
3. Competent trainers
4. Skills and knowledge
enhanced
5. Innovative ways of
training,
6. Respect their views and
opinions
7. Regular training,
8. Conducive training
environment
9. Adequate training
materials
10. Quality meals and
comfortable
accommodation
11. Security of person and
belongings
12. Privacy where
applicable
13. Facilitation to access
health facility
14. Personalized service
15. Constant contact
such as follow up
and support after
training
16. Response to feedback
&action taken
17. Issues
resolved,
problems
1. Adherence to
requirements
2. Implementation
of training
knowledge, skills
and competences
in the classroom
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
24
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
fixed and
questions
answered
promptly.
CEMASTEA
staff 1. Payments
2. Working tools
and
infrastructure
3. Information
1. Good leadership
2. Career progression
3. Conducive working
environment
4. Safety and security
5. Recognition and
rewards
6. Insurance e.g. Medical
etc.
7. Capacity building for
enhanced competence
8. Well-defined job
description
9. Fair distribution of
tasks
10. Payment of allowances
on time
11. Induction
12. Timely remittance of
statutory requirements
1. Implementation of
strategic plan
2. Adherence to
requirements
MoE 1. Budget proposal
2. Accountability
3. Performanc
e reports
e.g.
Performanc
e Contract
and
Training
Reports
4. Conduct
research and
provide
findings to
inform policy
1. Follow policies
2. Enhanced competences
of teachers
3. Improved
performance and
competencies in
Mathsand Sciences
4. Competent trainers
5. Transparency
6. Prudent utilization
of provided funds and
resources
1. Adequate, reliable
and prompt
funding
2. Facilitative policies
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
25
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
CEMA
STEA
BOM
1) Budget proposal
2) Accountability
3) Performance
reports e.g.
Performance
Contract and
Training
Reports
1. Performance appraisal
and development of
staff
2. Reports on human
resource issues e.g.
Staff welfare
3. Relevance in the
Training
4. Conduct research and
provide findings to
inform policy
5. Prudent management of
resources
1. Approval of
budgets
2. Favorable
institutional
policies
3. Conducive
working
environment for
staff
4. Resources,
infrastructure and
working tools
TSC 1. Training of
teachers
2. Submit staff
returns
3. Training report
on TPD
4. Performance
appraisal of
training staff
1. Reports on
human
resource
issues such as
staff welfare
2. Conducive working
environment for trainers
3. Relevance of training
programs
4. Ensuring staff
submit statutory
requirements such as
tax returns and
wealth declaration
forms
5. Training offered in
compliance with TSC
policies on teacher
professional
development and other
education policies
1. Facilitative policies
2. Adequate staffing
3. Recognition as
TPD provider
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
26
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
CTCDC 1. Funding
2. Engagement
3. Information
1. INSET Policy
guidelines
2. Prompt funds
disbursement
to conduct
SMASE
activities
3. Support during training
4. Feedback on
implementation of
SMASE activities
5. Certification of
participants
6. 6. Effective
communication
1. Implement
activities
2. Support schools
and teachers
3. Prudent
management of
activities
4. Reporting
5. Budgeting
6. Accounting
Schools
(INSET
centers,
STEM and
ESD
Schools,
etc.)
1. Engagement
2. Information
3. Equipment
4. Learning
resources
5. Provision of
funds
6. Training
1. Relevant quality
capacity building of
teachers
2. Teacher resource
materials
3. Research findings
4. Learning opportunities
for students
5. Donations in terms of
teaching and learning
materials and
equipment
1. Support teachers
2. Inviting learning
climate
KEBS 1.quality
Management
system
1. Maintaining qms
requirements
1. Support on effective
implementation of qms
Trade
Unions
(KNU
T,
KUPP
ET)
1. Engagement
2. Information
1. Welfare of training
personnel and trainees,
2. Adherence to legal
requirements.
3. Involvement and
consultation in training
matters
1. Support for
programs
2. Sensitization of
teachers
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
27
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
4. Timely payment of
training allowances
5. Participation in CTCDC
meetings
Heads
Assoc
iation
s
(KES
SHA,
KEPS
HA)
1. Engagement
2. Information
1. Quality training,
2. Relevant courses,
3. Value-addition in
training and
certification.
4. Regular training
programs
5. Eeffective
communication.
6. Improved learning
outcomes
7. Enhanced teacher skills
1. Support for
programs
2. Sensitization of
teachers
3. Support of teachers
at school level
Suppliers 1. Informatio
n e.g.
Specifications,
2. Certificate of
Completion
forworks
3. Payment
1. Prompt payments
2. Transparency in
procurement process,
3. Effective
communication
5. Fairness
6. Security
4. Contracts
Goods and services that
meet specifications
Model STEM
Schools
1. Training
materials
2. Regular
training,
3. Guide on
improving the model
school
1) support to implement the
STEM programme
2) Provision of specialized
STEM equipment and
materials
Modeling of STEM
education
KICD,
KEMI,
KISE,
KNEC,
1.Engagement 1. Collaboration with
cemastea in
implementing respective
mandates
1. Feedback to inform
training
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
28
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
KSG
NACOSTI 1. Information
2. Engagement
1.Consultation
2.Involvement in
CEMASTEA programmes
and activities
1. Advice on science
technology and
innovation
2. Research funding
TIVETA 1. Information
2. Engagement
3. Business
1. Proper foundation on basic
STEM competencies
2. Partnerships in supply of
locally made STEM goods
and services (Buy Kenya,
Build Kenya)
1. Feedback on areas that
need strengthening in
STEM education
2.Quality goods and
services
Partners
1. Accountability
2. Performance
reports
1. Implementation of signed
contracts and agreements
1. Mutually beneficial
partnership
2. Funding
3. Recognition
4. Collaboration
5. Technical Support
Neighb
orhood
Commu
nity
1. Information
2. Payment for
subscription
1. Maintain conducive
training
environment
(controlling
disruptions e.g.
Dumping, noise,
respect for their
privacy)
2. Environmental
protection
3. Ethical behavior
4. Compliance with
statutory and
regulatory
requirements
5. Good rapport
1. Support for the
institution (process
and activities)
2. Security
3. Good relationship
Lead
agencies
1. Annual
plans e.g. On
procurement
, corruption
prevention
1. Compliance and
adherence to regulatory
requirements
1. Relevant
documents
2. Capacity building
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
29
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
etc.
2. Reports on
Compliance
Job
applicants 1. Information
2. Jobs
1. Fair recruitment and
selection process
2. Timely feedback
3. Employment
1. Correct
information
2. Meet requirements
3. No canvassing
Interns 1. Remuneration
2. Recommend
ation letter
3. Gaining
relevant
Knowledge
and skills
1. Conducive working
environment
2. Relevant experiences
3. Quality induction
4. Well defined job
description
5. Relevant knowledge
and skills
1. Correct
information
2. Follow instructions
3. Adhere to
requirements
Kenya Science
and
Engineering
Fair (KESF)
1. Engagement
2. Information
1. Participation in judging
inksef activities
2. Student support,
mentorship
3. Incubation of student’s
innovations
1.Collaboration
Universities 1.Engagement 1. Collaborati
on in
educational
research
matter,
conference
s and
training
2. Collaboration in sharing
innovative pedagogy
3. Attachment for students
1. Collaboration
2. Exchange
programs
3. Joint research
Nairobi
County
Governm
ent
1.
Engagemen
t
1. Pay rates
2. Compliance with
regulations
1. Collaboration
2. Support of schools
and teachers
3. Support programs
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
30
STAKE
HOLDER
NEEDS STAKEHOLDER
EXPECTATIONS
CEMASTEA
EXPECTATIONS
CEMASTEA
Conf
eren
ce
parti
cipa
nts
1. Information
2. Knowledge
sharing
1. Prompt certification
2. Quality
presentations on
innovative
teaching and
learning
3. Timely communication
&invitation
4. Safety and security
5. Present papers /share
experiences
6. Facilitatio
n on travel
and
accommod
ation as
necessary
7. Quality facilitation
8. Knowledge and skills to
be enhanced
1. Observe
requirements
2. No plagiarism
The situational analysis have revealed strengths
that the centre can build upon. The weaknesses that
need to be addressed are highlighted. The opportunities
that the centre may take advantage of are identified. The
threats that need to be closely monitored and dealt with
are enumerated. Finally, stakeholders’ analysis showing
respective expectations and those that the center expects
are documented.
2.8 Emerging Strategic issues and strategic areas
The 2009-2014 Strategic Plan objectives were achieved to a
satisfactory extent. A comprehensive review of challenges in the
implementation of the plan as well as views of CEMASTEA staff and
stakeholders have identified several issues that need to be addressed in
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
31
the 2020-2024 strategic period. The issues coalesce around five main
strategic areas or themes namely: Competency Development in STEM;
Positioning and strengthening the Center; Research and Knowledge
Management; Financial Resource Resilience and Sustainability; and
Advocacy, Networking and Partnerships
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
32
CHAPTER THREE
STRATEGIC DIRECTION
3.0 Introduction
The objectives of the Strategic Plan 2014-2019 were
achieved to a satisfactory level. A detailed formative analysis
provided the basis upon which strategic issues have been
generated to inform the strategic direction over the next five
years. Five key result areas will respond to the identified
strategic issues namely: positioning and strengthening the
center; competency development; research, development and
knowledge management; financial resource resilience and
sustainability; advocacy, networking and partnerships. In
order to consolidate the aforementioned strategic areas, the
chapter is organized under four themes; programmes,
governance, organizational development, resource
mobilization and partnerships.
3.1 THEME No 1: PROGRAMMES
This will address the strategic areas on competency development
in STEM as the core mandate of the centre as well as research,
development and knowledge management.
3.1.1 Competency Development in Science, Technology, Engineering
and Mathematics
The continued growth and sustainability of CEMASTEA will
greatly depend on the nature of programs and activities it will roll out in
the face of the ever-changing policy environment. To accomplish this
goal, the centre will enhance all its training programs to ensure they are
of high quality and of choice. In this regard, the following strategic
objectives will be pursued:
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
33
Strategic Objective 1: To strengthen training programmes at all levels
Strategies: Activities:
Strategy 1:
Delivering
excellent needs
based, inclusive,
and inspiring
training
1. Conduct program reviews using a wide range of
stakeholders
2. Develop and implement quality inclusive training
programs aligned to client needs, market
opportunities, CBC, and KePTS based on
contemporary and emerging issues
3. Streamline certification of participants
4. Conduct regular follow-up and provide on-site
support
Strategy 2:
Strengthening
leadership culture
and school climate
for STEM
education
1. Conduct training on pedagogical leadership and
inviting school climate in STEM
2. Create platforms for schools to learn from each other
and share experiences
Strategy 3:
Enhancing
program quality
by accreditation of
training programs
1. Conduct self-examination and prepare materials that
effectively display CEMASTEA’s accomplishments
2. Conduct an intensive peer review of the prepared
materials, written report, and the general workings of
the institution.
3. Apply to the relevant bodies for accreditation
4. Continuously review programs to uphold the quality
standards set by the accreditation organization
Strategic Objective 2: To strengthen the STEM Model Schools Program
Strategies: Activities:
Strategy 1:
Improving support
for existing STEM
Model schools
1. Conduct continuous training of teachers
2. Conduct regular follow-up and provide on-site
support
3. Create platforms for schools to learn from each other
and share experiences
4. Create awareness of the program and publicity of the
schools among stakeholders, general public and
partners
5. Align resourcing to needs of schools
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
34
6. Implement programmes aligned to schools’
immediate community and market needs
Strategy 2:
Expanding the
STEM Model
Schools
Programme
1. Secure funding for the expansion
2. Identify additional schools to be transformed to
STEM Model Schools
3. Conduct a needs assessment survey
4. Support establishment of the schools through
provision of basic resources based on needs
5. Conduct capacity development for school leadership
and teachers in the additional STEM schools
Strategy 3:
Promoting early
identification of
talents in STEM
1. Support the establishment of STEM clubs in primary
and lower secondary schools
2. Organize STEM outreaches, fairs, and contests
3. Identify and document indigenous STEM knowledge
3.1.2 Research, development and Knowledge Management
The section details strategies to be employed to address strategic
issues on research, development and knowledge management. The ability
to harness center’s internal and external capabilities in research,
development and knowledge management is a strategic element for its
continued existence in the league of giants in education sub-sector. The
research and development function continues to be developed regardless
of it being a resource intensive endeavor; however there are occasional
constraints in terms of fiscal resources. Moreover, the center has over the
years of its existence accumulated valuable and unique unpublished
knowledge resources that require a robust knowledge management
component. The following strategies will be implemented in the strategic
period:
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
35
Strategic Objective 3: To enhance capacity to conduct quality research
Strategies: Activities:
Strategy 1:
Strengthening
research and
development
services
1. Review the CEMASTEA R&D Policy to include
knowledge management.
2. Provide resources relevant to the research function
3. Build staff capacity in research methods and practices
4. Collaborate with other institutions to promote
innovations in research and development
Strategy 2:
Enhancing
monitoring and
evaluation system
1. Review monitoring and evaluation framework
2. Review and develop monitoring, evaluation and
reporting tools
3. Institutionalize mechanisms for ploughing back M&E
findings into center’s programs
Strategic Objective 4: To conduct educational research
Strategies Activities
Strategy 1:
Carrying out
research to
inform classroom
practices and
school climate
1. Establish research issues related to the classroom and
school climate
2. Conduct research on classroom practice and school
climate
3. Disseminate research findings
4. Improve programs based on research findings
Strategy 2:
Influencing
policy based on
research findings
1. Prepare policy briefs based on research findings
2. Disseminate the policy briefs
3. Assess the extent of influence on policy
Strategic Objective 5: To enhance knowledge management function
Strategies Activities
Strategy 1:
Establishing the
knowledge
management
system
1. Build capacity of staff on practices of knowledge
management
2. Implement the research, development and knowledge
management policy
Strategy 2:
Strengthening
knowledge
sharing platforms
1. Organize and participate in conferences, workshops
and symposia
2. Publish books, articles, and journals
3. Award best practice in research
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
36
3.2 THEME No. 2: GOVERNANCE AND ORGANIZATION
DEVELOPMENT 3.2.1 Positioning and strengthening the centre
Governance and organization development in the strategic period
will focus on positioning and strengthening the Center. Implementation
of the center’s core mandate is informed by among other factors, global
concerns on sustainable development, continental aspirations anchored
on Science, Technology and Innovation (STI), national development
needs, and major policy shifts in education. In order to remain relevant,
the center aspires to position and strengthen itself through a strong legal
framework, rationalized organization structure and staffing levels,
leadership, human capital and infrastructure development, strategic
collaborations, and a culture of innovation in all its programs. To realize
this, the center seeks to operate within a supportive legal framework,
strategic leadership through adequate and motivated human capital,
widely known and respected brand. The strategic goal will be realized
through a number of strategic objectives as detailed below:
Strategic Objective 6: To enhance the center’s legal status
Strategies: Activities:
Strategy 1:
Transforming the
Center to a Body
Corporate
1. Review existing documents on the establishment of
the Center as a Body Corporate;
2. Engage the Ministry of Education and relevant arms
of government to facilitate the legal process.
Strategy 2:
Reviewing and
developing
institutional policies
1. Review existing polices
2. Develop new policies
3. Validate and sensitize staff to implement policies
Strategic Objective 7: To strengthen human capital, corporate governance
and brand through development of strategic leadership at all levels
Strategies Activities
Strategy 1:
Strengthening
corporate
1. Rationalize the center’s organizational structure and
staffing levels
2. Develop capacity of staff on strategic leadership and
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
37
governance and
quality systems
management
3. Develop and implement a succession plan.
4. Strengthen the Quality Management System in all
functions
Strategy 2:
Promoting a culture
of innovation
1. Review and implement center’s innovation policy
2. Establish an innovation center that includes a
makerspace
3. Support science, technology and innovation in
informal and non-formal education
Strategy 3:
Enhancing center’s
corporate brand
and visibility
1. Develop and implement an institutional marketing
strategy
2. Develop and implement a Corporate Social
Responsibility framework
Strategy 4:
Enhancing human
resource
management and
development
3. Review human resource policy on management and
development
4. Implement performance management system
5. Conduct capacity development of staff
Strategic objective 8: To enhance center’s infrastructure and facilities to
international standards
Strategies Activities
Strategy 1:
Developing
additional
infrastructure and
facilities
1. Expand and improve accommodation, library and
ICT facilities.
2. Provide training equipment, tools and necessary
furniture for staff
3. Establish a mathematics resource room
4. Establish a motor vehicle garage
5. Enhance recreational facilities
6. Establish a science amusement and museum hub
Strategy 2:
Leveraging on ICT
and automation to
enhance efficiency
1. Assess efficiency of finance, procurement, HR and
audit processes;
2. Capacity build staff on automation processes
3. Establish and implement an Enterprise Resource
Planning (ERP) system for finance, procurement,
HR and audit processes
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
38
3.3 THEME No. 3: RESOURCE MOBILIZATION AND
PARTNERSHIPS
This will address the strategic areas on financial resource resilience
and sustainability as well as advocacy, networking and partnerships.
3.3.1 Financial Resource Resilience and Sustainability
The centers’ programs have largely been financed through
capitation grants from the exchequer. The institution generates other
revenue through partnership agreements; hiring training, hospitality and
conference facilities; consultancy and publishing. The revenue generated
however is inadequate to cover implementation of core activities such as
capacity development programmes. In order to remain resilient in the
changing economic times, the center seeks to increase its revenue base,
improve efficiency in utilization of resources and ensure sustainability.
This will be achieved through the following strategic objectives and
strategies:
Strategic Objective 9: To diversify revenue streams
Strategies: Activities:
Strategy 1: Strengthening
the business development
function
1. Staff the business development unit
2. Build staff capacity in business development
3. Identify, collect, analyze and document gaps
4. Develop a business development policy
5. Implement the business development policy
Strategy 2: Implementing
the business development
strategy
1. Conduct market survey on opportunities in
consultancy, enterprise and services
2. Develop the business strategy to tap potential
opportunities
3. Map out assets and facilities for business and
enterprise
4. Develop and implement business plan for
consultancy, enterprise and services
Strategy 3: Enhancing
revenue stream from
government and partners
1. Develop program-based budgets
2. Seek for increased funding from government
and partners
3. Follow-up on funding request with
government and partners
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
39
Strategic Objective 10: To enhance efficient utilization of institutional
resources
Strategies Activities
Strategy 1: Improving
financial planning,
budgeting, procurement
and implementation of
programs
1. Build capacity of staff and stakeholders on
financial planning and budgeting
2. Develop annual program-based operational
plans and budget
3. Implement programs-based operational plan
and budget
Strategy2: Strengthening
of asset management
1. Streamline user-level service agreements for
regular repair and maintenance of vehicles,
machines and equipment
2. Replace old and in-effective vehicles,
machines or equipment
Strategy 3: Strengthening
internal audit function
1. Carry out regular internal system audits.
2. Develop and implement a strategy on cost
containment and reduction
3. Implement recommendations from internal and
external audits
3.3.2Advocacy, Networking and Partnerships
Global trends require CEMASTEA to network, partner, and foster
linkages to enhance its growth and competitiveness. It occupies a
strategic position in creation of collaborations with likeminded
institutions and organizations. Partnerships have the potential to promote
professional exchanges and participation in forums that enhance
realization of its mandate. The center’s programs have received local,
continental and global recognition through collaborative partnerships.
Locally the centre works with International Non-Governmental
Organizations (INGO), private schools, and other government entities.
The centre also works with global organizations such as JICA and
UNESCO. Accordingly, it serves as a co-coordinator for the Continental
Education Strategy for Africa’s (CESA, 2016-25) STEM cluster and
hosts Continental secretariats on behalf of the Ministry of Education. The
secretariats are the Association for Development of Education in Africa’s
(ADEA) Inter-Country Quality Node on Mathematics and Science
Education (ICQN-MSE); and the Strengthening Mathematics and
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
40
Science Education in Africa (SMASE-Africa). Leveraging on these
platforms greatly enhances center’s visibility and impact on its programs.
This will be achieved through the following strategic objectives and
strategies:
Strategic Objective 11: To improve center’s collaborative partnerships
through structured advocacy and networking
Strategies: Activities:
Strategy 1:
Strengthening the
collaborations, advocacy
and networking
1. Build staff capacity on advocacy, networking,
and collaboration
2. Develop an advocacy, networking and
collaboration strategy
3. Sensitize staff on the strategy(deleted)
4. Implement the strategy
Strategy 2: Initiating and
strengthening
partnerships with
relevant organizations
1. Review partnerships and linkages policy
2. Build staff capacity on partnerships and linkage
creation
3. Create new partnerships and linkages
4. Review and address gaps in on-going partnership
5. Develop and submit funding proposals to partners
Strategy 3: Enhancing
staff capacities through
partner-funded programs
1. Sign agreements with local and international
institutions
2. Implement agreements
Strategic Objective 12: To strengthen continental secretariat functions
Strategies: Activities:
Strategy 1: Improving
the center’s role as a
continental secretariat
1. Audit secretariats’ operational gaps
2. Implement audit recommendations
3. Build staff capacity to implement secretariat
function
4. Create secretariat-based knowledge-hubs for peer
learning and development
Strategy 2: Leveraging
on continental
secretariats to increase
partnership networks
1. Create new secretariat-based partnerships and
linkages
2. Review and address gaps in on-going secretariat-
based partnership
3. Develop and submit funding proposals to
secretariat-based partners
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
41
CHAPTER FOUR
IMPLEMENTATION STRATEGY AND RESOURCE
REQUIREMENTS
4.1 Introduction
The chapter outlines the structure for implementation and
funding of the strategic plan. It is organized under implementation of the
Plan, log frame, responsibilities and financing the Plan.
4.2 Implementation of the Strategic Plan
The institutional leadership will remain vigilant and transparent
in monitoring the implementation of this strategic plan, reporting results
and taking corrective action as necessary. Relevant performance
indicators or matrix of progress toward strategic plan execution have
been developed. Each planning unit (programme, department or section)
will further refine indicators or matrix in the course of implementing the
strategic plan. Implementation reports will be regular and on-going
especially to the Board of Management (BOM) to inform decision
making. The proposed strategies will be mainstreamed into center’s
programme activities and implemented within the internal and external
structures. Any emerging inconsistency in the implementation process
will be reviewed to support the realization of the strategic objectives
from time to time.
4.3 Implementation Log frame
The implementation log frame (Annex I) will be used as a
monitoring and evaluation tool that forms the basis for performance
management and measurement. In order to realize efficiency in
attainment of results, timeframes have been aligned to every strategy in
the matrix to ensure timely desired results.
4.3.1 Responsibilities
Successful implementation of this Plan is the responsibility of
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
42
the Board of Management and the top management especially with
regard to allocation of resources. The heads of each functional unit will
be responsible for implementing the strategies within programmes,
departments and sections. They will prepare quarterly targets and
performance indicators in their areas of jurisdiction.
4.3.2 The Plan Implementation Team
The team will coordinate integration of the Plan to respective
programmes, departments and sections. They will guide annual work
plans, reporting procedures and structures, compile reports from
functional units and submit to the Board of Management. In addition, the
team will conduct evaluations to assess extent of implementation and
provide inputs to performance contract target setting.
4.3.3 Quarterly and Annual reports
Performance reports from various functional units compiled based on the
implementation matrix will be submitted on a quarterly and annual basis
to the implementation team for consolidation and submission to
management.
4.3.4 Continual Improvement
Continual improvement will be mainstreamed through data collection on
performance indicators in the log frame during implementation. The data
so collected will be analyzed and lessons learnt shared with all staff to
enhance continual improvement.
Table 1. Projected Recurrent Budget 2019-2024
INCOME BASE YEAR APPROVED 2018-2019
FINANCIAL YEAR
2019-2020
2020-2021 2021-2022 2022-2023 2023-2024
Grants
Government Grants
799,696
879,666
967,632
1,064,395
1,170,835
1,287,918
Transfers from other
31,139
41,323
206,615
227,277
250,004
275,005
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
43
INCOME BASE YEAR APPROVED 2018-2019
FINANCIAL YEAR
2019-2020
2020-2021 2021-2022 2022-2023 2023-2024
Total Grants 830,835
920,989
1,174,247
1,291,672
1,420,839
1,562,923
Appropriation In Aid
Catering Services
34,178
39,683
43,651
48,016
52,818
58,100
Rent income 1,404
1,544
1,698
1,868
2,055
2,261
Others -
132
145
160
176
193
Total AIA 35,582
41,359
45,495
50,044
55,049
60,554
Total Income 866,417
962,348
1,219,742
1,341,716
1,475,888
1,623,477
4.4 Financing the Strategic Plan
Financing of the Plan is detailed in the next sections under institution’s
projected revenue, expenditure and estimated budget.
4.4.1 Revenue
The Plan will be funded by the grants drawn from the Ministry of
Education (MoE) and other main revenue streams of the organization.
The current approved budget for FY 2018/2019 stands at KES.866
Million and the projected growth will translate to KES.1.6 Billion in the
financial year 2023/24 as shown in the table 1.
4.4.2 Expenditure
The expenditure of CEMASTEA’s funds will be aligned to
specific requirements of this strategic plan in order to drive designed
strategic development and growth of the institution. The broad
expenditure categories and projected growth rates are shown in Table 2.
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
44
Table 2. Projected Recurrent Budget 2019-2024
EXPENDITURES BASE YEAR APPROVED 2018-2019
FINANCIAL YEAR
2019-2020 2020-2021 2021-2022 2022-2023 2023-2024
Employment Costs
46,139
50,753
152,259
167,485
184,233
202,656
Board expenses 4,260
4,686
10,155
11,170
12,287
13,516
Repairs & Maintenance
12,343
13,577
27,154
29,869
32,856
36,142
Depreciation 9,000
9,900 29,700
32,670
35,937
39,531
Other Operating costs
770,497
883,432
1,000,475
1,100,523
1,210,575
1,331,632
Total 842,239
962,348
1,219,743
1,341,717
1,475,888
1,623,477
Table 3. Projected Capital/Development Expenditure
Project
Name
Project
Descriptio
n /
Objective
Estimat
ed
project
cost:
Ksh
(000)
Proje
ct
Type
Sourc
e of
Fundi
ng
Projec
t
Durati
on
Project
Locatio
n
201
8-
201
9
2019-
2021
2021-
2022
2022-
2023
2023-
2024
1 Accommoda
tion Facility
To
increase
capacity
so that the
centre can
accommod
ate more
650,000 Medi
u m GOK 3
CEMAST
EA - - 250,000 250,000 150,000
2 Administrati
on Block
To
increase
capacity
for offices
due
toprojecte
d
150,000 Medi
u m GOK 3
CEMAST
EA - - 50,000 50,000 50,000
3 CCTV
camera
Security
purpose 18,000 Small GOK 4
CEMAST
EA - 5,000 5,000 4,000 4,000
4
Solar
lighting
panels-
street lights
Reduce
electricity
expenditur
e
34,000 Small GOK 4 CEMAST
EA - 11,000 11,000 6,000 6,000
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
45
Project
Name
Project
Descriptio
n /
Objective
Estimat
ed
project
cost:
Ksh
(000)
Proje
ct
Type
Sourc
e of
Fundi
ng
Projec
t
Durati
on
Project
Locatio
n
201
8-
201
9
2019-
2021
2021-
2022
2022-
2023
2023-
2024
5 Land To provide
space 350,000
Medi
u m GOK 1
CEMAST
EA - - 350,000 -
6
Compute rs,
ICT
accessories
and
To provide
working
tools for
staff
50,000 Small GOK 4 CEMAST
EA - 10,000 10,000 10,000 20,000
7 Automation
To provide
Integrated
system for
the centre
20,000 Small GOK 4 CEMAST
EA - 5,000 5,000 5,000 5,000
8
Environ
ment and
Landscap
To provide
a better
working
environme
nt for the
20,000 Small GOK 4 CEMAST
EA - 5,000 5,000 5,000 5,000
Total 1,292,0
00 ` Total -
36,000.
00
336,000.
00
680,000.
00
240,000.
00
4.2.3 Estimated Budget
The projected budget of the CEMASTEA will also be aligned to
the requirements of this Plan with a view to drive designed strategic
development and growth of the center, (Annex III). The broad budget
categories and projected annual growth rates are shown in Table 4.
Table 4 Projected Recurrent Budget 2019-2024
INCOME BASE YEAR
APPROVED
FINANCIAL YEAR
2019-2020
2020-2021
2021-2022
2022-2023
2023-2024
Grants
Government Grants
799,696
879,666
967,632
1,064,395
1,170,835
1,287,918
Transfers from other
31,139
41,323
206,615
227,277
250,004
275,005
Total Grants
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
46
INCOME BASE YEAR
APPROVED
FINANCIAL YEAR
2019-2020
2020-2021
2021-2022
2022-2023
2023-2024
830,835 920,989 1,174,247 1,291,672 1,420,839 1,562,923
Appropriation In Aid
Catering Services
34,178
39,683
43,651
48,016
52,818
58,100
Rent income
1,404
1,544
1,698
1,868
2,055
2,261
Others -
132
145
160
176
193
Total AIA
35,582
41,359
45,495
50,044
55,049
60,554
Total Income 866,417 962,348 1,219,742 1,341,716 1,475,888 1,623,477
EXPENDITURES
Employment Costs
46,139
50,753
152,259
167,485
184,233
202,656
Board expenses
4,260
4,686
10,155
11,170
12,287
13,516
Repairs & Maintenance
12,343
13,577
27,154
29,869
32,856
36,142
Depreciation
9,000
9,900 29,700
32,670
35,937
39,531
Other Operating costs
770,497 883,432 1,000,475 1,100,523 1,210,575 1,331,632
Total 842,239 962,348 1,219,743 1,341,717 1,475,888 1,623,477
Surplus/Deficit
24,178.00
(0.30)
(0.44)
(0.48)
(0.53)
(0.59)
Financial Ratios
i) Operating Surplus
0.03
0.05
-
0.03
0.01
-
ii) Personnel Costs to
recurrent cost
0.03
(0.00)
(0.00)
(0.00)
(0.00)
(0.00)
iii) Personnel Costs to recurrent revenue
0.05
0.05
0.12
0.12
0.12
0.12
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
47
Table 5 Capital Expenditure Projects 2019-2024
Project
Name
Project
Description /
Objective
Estima
ted
project
cost:
Ksh
(000)
Proj
ect
Type
Sour
ce of
Fundi
ng
Proje
ct
Durati
on
Project
Locatio
n
201
8-
201
9
2019-
2021
2021-
2022
2022-
2023
2023-
2024
1
Accommod
ation
Facility
To increase
capacity so
that the
centre can
accommodat
emore
650,00
0
Medi
u m GOK 3
CEMAS
TEA - -
250,00
0
250,00
0
150,00
0
2 Administrat
ion Block
To increase
capacity for
offices due
toprojected
150,00
0
Medi
u m GOK 3
CEMAS
TEA - - 50,000 50,000 50,000
3 CCTV
camera
Security
purpose 18,000
Smal
l GOK 4
CEMAS
TEA - 5,000 5,000 4,000 4,000
4
Solar
lighting
panels-
street lights
Reduce
electricity
expenditure
34,000 Smal
l GOK 4
CEMAS
TEA - 11,000 11,000 6,000 6,000
5 Land To provide
space
350,00
0
Medi
u m GOK 1
CEMAS
TEA - -
350,00
0 -
6
Compute
rs, ICT
accessorie
s and
To provide
working tools
for staff
50,000 Smal
l GOK 4
CEMAS
TEA - 10,000 10,000 10,000 20,000
7 Automation
To provide
Integrated
system for
the centre
20,000 Smal
l GOK 4
CEMAS
TEA - 5,000 5,000 5,000 5,000
8
Environ
ment and
Landscap
To provide a
better
working
environment
for the
20,000 Smal
l GOK 4
CEMAS
TEA - 5,000 5,000 5,000 5,000
Total 1,292,0
00 ` Total -
36,000
.00
336,00
0.00
680,00
0.00
240,00
0.00
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
48
CHAPTER FIVE
MONITORING, EVALUATION & RISK
MANAGEMENT 5.1 Monitoring, Evaluation and Reporting
Monitoring, evaluation and reporting system mainstreamed in
the Plan will ensure effective implementation of the strategy. Monitoring
will track activities with a view to provide timely reports to the board of
management to take corrective measures. Value judgement based on
evaluation reports, will ensure resources are utilized on planned activities
within the framework of the strategic plan projections and budgets.
5.1.1 Monitoring and Review
Monitoring will involve routine data collection and analysis on
the progress of Plan implementation. The findings of such analysis shall
inform decision making, including taking corrective action where
deviations are observed. A Monitoring Committee (MC) consisting of all
department and section heads chaired by the Chief Executive Officer
(CEO) will be established to monitor and report performance. The
Strategic Plan will be reviewed after two and a half years. An overall
review of the Plan will be conducted within the last six months of the
implementation of the plan.
5.1.2 Evaluation and Reporting
This Plan has been developed based on a baseline review of
center’s performance in the last five years. Mid-term and end-term
evaluations will be conducted to gauge extent of achievement of the
intended results. The evaluation will measure relevance, efficiency,
effectiveness, sustainability and impact of planned activities and overall
impact of center’s programmes.
Our Mission: “To continuously develop competencies for sustainable development through STEM
Education”.
49
5.2 Risk Management
Risk management entails planned activities to mitigate against
uncertainty and threats to Plan implementation. The risks have been
determined, management activities analyzed and planned. The risks
identified in this Plan range from low to high consequences and suitable
mitigation strategies are explained in Annex IV.
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
50
CHAPTER SIX
ANNEXES
6.1 ANNEX I: IMPLEMENTATION LOG FRAME IMPLEMENTATION MATRIX
Strategies Activities Key Performance indicators
Actor Time frame
Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Strategic Area #1:
Competency Development in STEM
Strategic Objective 1:
To strengthen training programmes at all levels
Strategy 1: Delivering excellent needs based, inclusive, and inspiring
1. Conduct program reviews using a wide range of stakeholders
1. Internal review meetings are held 2. Review meetings with stakeholders are held
Coordinator Training (CT)
Year 1 13,199,000 0 0 0 0 13,199,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
51
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
training
2. Develop and implement quality inclusive training programs aligned to client needs, market opportunities, CBC, and KePTS based on contemporary and emerging issues.
1. course outlines are developed 2. Various training module development for a are held 3. Various training programmes and facilitation schedules are prepared 4. Quality of training indices for various programs are determined
1. CT) 2. Ptogramme Coordinators (PCs) 3. Coordinator R&D KM 4. Head Hospitality
Year 1, 2, 3,3 & 5
633,905,025
578,786,250
578,786,250
578,786,250
578,786,250
2,949,050,025
3. Streamline Certification of Participants
1. Certificates are printed on schedule 2. certificates are issued to participants promptly
1. CT 2. PCs 3. Head Reprography
Year 1, 2, 3,3 & 5
3,257,750 600,000 600,000
600,000
600,000
5,657,750
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
52
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
4. Conduct regular follow-up and provide on-site support
1.Schedule for follow up activities is prepared 2. Budget for follow up activities is prepared 3. Visits to schools are made or online feedback from schools is obtained
1. CT 2. PCs 3. Coordinator R&D KM
Year 1, 2, 3,3 & 5
7,200,000 7,200,000
7,200,000
7,200,000
7,200,000
36,000,000
Total for Strategy 1
657,561,775
586,586,250
586,586,250
586,586,250
586,586,250
3,003,906,775
Strategy 2 Strengthening leadership culture and school climate for STEM education
1. Conduct training on pedagogical leadership and inviting school climate in STEM
1. Training contents are developed 2. Various training module/manual development for a are held 3.Ttraining programmes and facilitation schedules are prepared 4. Quality of training index is determined
1. CT 2. PCs 3. Coordinator R&D KM
Year 1, 2, 3,3 & 5
62,610,200 62,610,200
62,610,200
62,610,200
62,610,200
313,051,000
Total for Strategy 2
62,610,200 62,610,200
62,610,200
62,610,200
62,610,200
313,051,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
53
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Strategy # 3 Enhancing program quality by accreditation of training programs
1.Conduct self-examination and prepare materials that effectively display CEMASTEA’s accomplishments
1.Self-examination for a are held 2. Various training materials preparation for are held
1. CT 2. PCs 3. Head Hospitality
Year 1 1,312,000 1,312,000
2. Conduct an intensive peer review of the prepared materials, written report, and the general workings of the institution.
1. Peer review meetings of the prepared materials are held 2. Reports are written
1. CT 2. PCs 3. Head Hospitality
Year 1 1,578,500 0 0 0 0 3,157,000
3. Apply to the relevant bodies for accreditation
1. Application process is undertaken and completed 2. Feedback from accreding bodies is documented
1. CT 2. PCs
Year 1 2,000,000 0 0 0 0 4,000,000
4. Continuously review programs to uphold the quality standards set by the accreditation organization.
1. Review meetings for various programs are undertaken
1. CT 2. PCs
Year 1, 2, 3,3 & 5
911,000 911,000 911,000
911,000
911,000
5,466,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
54
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Total for strategy 3
5,801,500 911,000 911,000
911,000
911,000
13,935,000
Strategic Objective #2:
To strengthen training programmes at all levels
Strategy 1: Improving support for existing STEM Model Schools
1. Conduct continuous training for teachers
1.Training programmes and facilitation schedules are prepared 2. Trainings are monitored and evaluated 3. Quality of training index is determined
1. CT 2. PCs
Year 1, 2, 3,3 & 5
15,818,500 15,818,500
15,818,500
15,818,500
15,818,500
79,092,500
2. Create platforms for schools to learn from each other and share experiences
1. Use of the platforms are monitored and evaluated
1. CT 2. PCs
Year 1, 2, 3,3 & 5
34,380,800 34,380,800
34,380,800
34,380,800
34,380,800
171,904,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
55
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
3. Conduct regular follow-up and provide on-site support
1. Schedule for follow up activities is prepared 2. Budget for follow up activities is prepared 3. Visits to schools are made or online feedback from schools is obtained
1. CT 2. PCs 3. Coordinator R&D KM
Year 1, 2, 3,3 & 5
24,600,000 24,600,000
24,600,000
24,600,000
24,600,000
123,000,000
4. Create awareness of the program and publicity of the schools among stakeholders, general public and partners
1. Awareness and publicity activities are held 2. Awareness and publicity materials are developed and distributed
1. CT 2. PCs 3. Head of corporate communications
Year 1, 2, 3,3 & 5
206,211,000
206,211,000
206,211,000
206,211,000
206,211,000
1,031,055,000
5. Align resourcing to needs of schools
1. School resource needs are determined
1. CT 2. PCs
Year 1, 2, 3,3 & 5
1,353,000 294,941,500
1,353,000
294,941,500
592,589,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
56
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
6. Implement programmes aligned to schools’ ,immediate community and market needs
1. Programmes aligned to School immediate community and market needs are determined
1. CT 2. PCs
Year 1, 2, 3,3 & 5
1,289,750 1,289,750
1,289,750
1,289,750
1,289,750
6,448,750
Total for strategy 1
283,653,050
577,241,550
283,653,050
577,241,550
282,300,050
2,004,089,250
Strategy 2: Expanding the STEM Model Schools Programme
1. Secure funding for expansion
1. Budget/funding proposal is developed and submitted to relevant bodies 2. Approval of budget is obtained
1. CT 2. PCs
Year 1, 2, 3,3 & 5
897,300 897,300 897,300
897,300
897,300
4,486,500
2. Identify additional school to be transformed to STEM Schools
1. Criteria for selection is developed and shared with counties 2. Lists of additional school are obtained from counties and master list is compiled
1. CT 2. PCs
Year 1 2,770,800 0 0 0 0 2,770,800
3. Conduct a needs assessment survey
1. Budget proposal for needs assessment survey is developed 2. Visits to various schools are
1. CT 2. PCs 3. Coordinator R&D KM
Year 1 8,959,500 0 0 0 0 8,959,500
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
57
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
conducted or online feedback is obtained 3. Report on needs survey is written 4. Report is shared
4. Support establishment of the schools through provision of basic resources based on needs
1. Budgets are prepared 2. Procurement of necessary resources is done 2. Distribution of Materials is done
1. CT 2. PCs 3. Coordinator field Services CFS) 4. Supply Chain
Year 1, 2, 3,3 & 5
636,000 636,000 636,000
636,000
636,000
3,180,000
5. Conduct capacity development for school leadership and teachers in the additional STEM schools
1. Various capacity development schedules are prepared 2. Various capacity development are monitored and evaluated 3. Quality of training indices are determined
1. CT 2. PCs 3. Coordinator R&D KM
Year 1, 2, 3,3 & 5
5,868,500 5,868,500
5,868,500
5,868,500
5,868,500
29,342,500
Total for strategy 2
19,132,100 7,401,800
7,401,800
7,401,800
7,401,800
48,739,300
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
58
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Strategy #3 Promoting early identification of talents in STEM
1. Support the establishment of STEM clubs, especially in primary and lower secondary schools
1. Guidelines on establishment of STEM clubs are developed and shared 2. List of clubs from schools is obtained 3.Reports on club activities are obtained
1. CT 2. STEM PC 3. Coordinator R&D KM
Year 1 896,350 0 0 0 0 896,350
2. Organize STEM outreaches, fairs, and contests
1. Schedules for STEM outreaches, fairs, and contests are prepared 2. Reports are compiled
1. CT 2. STEM PC
Year 1, 2, 3,3 & 5
32,110,300 42,200,800
32,110,300
42,200,800
32,110,300
180,732,500
3. Create a platform (s) for learners to learn from each other and share experiences
1. Guidelines on establishment of platforms are developed and shared 2. List of platforms from schools is obtained 3.Reports on platforms activities are obtained
1. CT 2. STEM PC
Year 1, 2, 3,3 & 5
1,425,150 1,425,150
1,425,150
1,425,150
5,700,600
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
59
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
4. Identify and document indigenous STEM knowledge
1. Guidelines on identification of indigenous STEM knowledge are developed and shared 2. List of indigenous STEM knowledge from schools is obtained 3.Reports on application of indigenous STEM knowledge are obtained
1. CT 2. STEM PC
Year 1 2,137,200 2,137,200
Total for strategy 3
36,569,000 43,625,950
33,535,450
43,625,950
32,110,300
189,466,650
THEMATIC AREA #1: PROGRAMMES
Strategic area 2:
Research, Consultancy, and Knowledge Management
Strategic Objective 3:
To enhance capacity to conduct quality research
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
60
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Strategy 1: Strengthening research and development services
1. Review the CEMASTEA R&D Policy to include knowledge management.
1. Review meetings are held 2.Compiling and sharing of Policy are done
1. Coordinator R&D KM
Year 1, 2, 3,3 & 5
1,999,250 2,777,650
1,999,250
2,777,650
1,999,250
11,553,050
2. Provide resources relevant to the research function
1. Identification of Resources is done 2.Procurement of resources is done
1. Coordinator R&D KM 2.SCMO
Year 1, 2, 3,3 & 5
2,064,560 2,064,560
2,064,560
2,064,560
2,064,560
10,322,800
3. Build staff capacity in research methods and practices
1. Identification of areas of training is done 2.Procurement of consultant is done
1. Coordinator R&D KM 2.SCMO
Year 1, 3, & 5
385,400 0 385,400
0 385,400
1,156,200
4. Collaborate with other institutions to promote innovations in research and development
1. Identification of institutions is done 2.Guidelines on collaboration are developed and agreed on
1. Coordinator R&D KM 2.Coordinator P&L
Year 1, 3, & 5
1,265,600 0 1,265,600
0 1,265,600
3,796,800
Total for Strategy 1
5,714,810 4,842,210
5,714,810
4,842,210
5,714,810
26,828,850
Strategy 2: Enhancing monitoring and evaluation
1. Review monitoring and evaluation framework
1. Review meetings are held 2.Sharing of framework is done
1. Coordinator R&D KM
Year 1, 3, & 5
63,200 0 63,200 0 63,200 189,600
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
61
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
system 2. Review and develop monitoring, evaluation and reporting tools
1. Review meetings are held 2.Sharing of tools is done
1. Coordinator R&D KM
Year 1, 3, & 5
63,200 0 63,200 0 63,200 379,200
3. Institutionalize mechanisms for ploughing back M&E findings into center’s programs
1. Identification of mechanism is done 2.Monitoring utilization of mechanisms is done
1. Coordinator R&D KM
Year 1, 3, & 5
63,200 0 63,200 0 63,200 189,600
Total for strategy 2
316,000 0 316,000
0 316,000
1,327,200
Strategic Objective 4:
To conduct Educational Research
Strategy 1: Carrying out research to
inform classroom
practices and school climate
1. Establish research issues related to the classroom and school climate
1. Review meetings are held 2.Sharing of issues is done
1. Coordinator R&D KM
Year 1, 2, 3,3 & 5
29,600 29,600 29,600 29,600 29,600 148,000
2, Conduct research on classroom practice and school climate
1. Development of research proposals is done 2.Support to carry out research is provided
1. Coordinator R&D KM 2. Deans 3.Traiiners
Year 1, 2, 3,3 & 5
7,660,400 7,660,400
7,660,400
7,660,400
7,660,400
38,302,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
62
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
3. Disseminate research findings
1. Writing of research reports is done 2.Support to share research findings is provided
1. Coordinator R&D KM 2. Deans 3.Traiiners
Year 1, 2, 3,3 & 5
91,600 91,600 91,600 91,600 91,600 458,000
4. Improve programs based on research findings
1. Incorporation of relevant research findings into programs is done
1. Coordinator R&D KM 2. Deans 3.PCs 4. CT
Year 1, 2, 3,3 & 5
111,300 111,300 111,300
111,300
111,300
556,500
Total for strategy 1
7,892,900 7,892,900
7,892,900
7,892,900
7,892,900
39,464,500
Strategy 2 Influencing policy based on research findings
1. Prepare policy briefs based on findings
1. Meetings to prepare policy briefs are held
1. Coordinator R&D KM 2. Deans 3.PCs 4. CT
Year 1, 2, 3,3 & 5
38,000 38,000 38,000 38,000 38,000 399,600
2. Disseminate the policy briefs
1. Meetings to share policy briefs are held 2. Sharing using other platforms e.g website is done
1. Coordinator R&D KM 2. Deans 3.PCs 4. CT
Year 1, 2, 3,3 & 5
41,920 41,920 41,920 41,920 41,920 209,600
3. Assess the extent of influence on policy
1. Analysis of various relevant policies is done
1. Coordinator R&D KM 2. Deans
Year 1, 2, 3,3 & 5
1,135,200 1,135,200
1,135,200
1,135,200
1,135,200
5,676,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
63
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
2. Reports are compiled
3.PCs 4. CT
Total for strategy 2
1,215,120 1,215,120
1,215,120
1,215,120
1,215,120
6,285,200
Strategic Objective 5:
To enhance knowledge management function
Strategy 1: Establishing the knowledge management system
1. Build capacity of staff on practices of knowledge management
1. Capacity building workshops are held 2. Compiling of Reports is done 3. Sharing of reports is done
1. Coordinator R&D KM 2. Deans 3.PCs 4. CT 5.HR 6. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
95,000 95,000 95,000 95,000 95,000 475,000
2. Implement the research, development and knowledge management policy
1. Monitoring implementation is done 2. Reports are compiled
1. Coordinator R&D KM 2. Deans 3.PCs 4. CT 5. Heads of Sections
Year 1, 2, 3,3 & 5
0 0 0 0 0 0
Total for strategy 1
95,000 95,000 95,000 95,000 95,000 475,000
Strategy 2: Strengthening knowledge
1. Organize and participate in conferences,
1. Schedule is prepared ad shared 2. Call for and review
1. Coordinator R&D KM 2. SCMO
Year 1, 2, 3,3 & 5
2,137,900 2,137,900
2,137,900
2,137,900
2,137,900
10,689,500
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
64
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
sharing platforms
workshops and symposia
of papers is done 3. Finance officer (FO)
2. Publish books, articles, and journals
1. Writing of books etc is done 2. Identifying and negotiating with suitable publisher(s) is done
1. Coordinator R&D KM 2. SCMO 3. Finance officer (FO)
Year 1, 2, 3,3 & 5
4,175,600 4,175,600
4,175,600
4,175,600
4,175,600
20,878,000
3. Award best practices in research
1. Guidelines and criteria for award are developed and shared 2. Identification of best practices in research is done
1. Coordinator R&D KM 2. Deans 3.PCs 4. CT 5. Heads of Sections
Year 1, 2, 3,3 & 5
1,889,400 1,889,400
1,889,400
1,889,400
1,889,400
9,447,000
Total for Strategy2
1,889,400 1,889,400
1,889,400
1,889,400
1,889,400
9,447,000
Strategic Area 3:
Positioning and strengthening the center
THEME # 2 Governance and organizational development
Strategic Objective # 6
To enhance center’s legal status
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
65
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Strategy 1: Transforming the center to a Body Corporate
1. Review existing documents on the establishment of the center as a body corporate
1. Review meetings are held 2.Sharing of documents is done
1. Director 2.Management
Year 1, 2, 3,3 & 5
1,688,550 1,857,405
2,043,146
2,247,460
2,472,206
10,308,767
2. Engage the ministry of education and relevant arms of government to facilitate the legal process.
1. Preparation for agenda of meetings is done 2.Engagement meetings are held
1. Director 2.Management
Year 1, 2, 3,3 & 5
213,000 234,300 257,730
283,503
311,853
1,300,386
Total for Strategy 1
1,901,550 2,091,705
2,300,876
2,530,963
2,784,059
11,609,153
Strategy 2:Reviewing and developing institutional policies
1. Review existing policies
1. Review meetings are held 2.Sharing of documents is done
1. Director 2.Management
Year 1, 2, 3,3 & 5
120,000 132,000 145,200
159,720
175,692
732,612
2. Develop new policies
1. Development meetings are held 2.Sharing of documents is done
1. Director 2.Management
Year 1, 2, 3,3 & 5
1,881,600 2,069,760
2,276,736
2,504,410
2,754,851
11,487,356
3. Validate and sensitize staff to implement policies
1. Validation meetings are held 2.Sharing of documents is done
1. Director 2.Management 3.Implementation committee
Year 1, 2, 3,3 & 5
95,000 104,500 114,950
126,445
139,090
579,985
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
66
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Total for Strategy 2
2,096,600 2,306,260
2,536,886
2,790,575
3,069,632
12,799,953
Strategy 3:Implementing the Strategic Plan
1. Sensitize staff on the reviewed Strategic Plan
1. Sensitization meetings are held 2.Sharing of documents is done
1. Director 2.Management 3.Implementation committee
Year 1, 2, 3,3 & 5
8,710,700 9,581,770
10,539,947
11,593,942
12,753,336
53,179,695
2. Conduct quarterly review meetings to track implementation of the strategic plan
1. Review meetings are held 2. Compiling of reports is done 3..Sharing of documents is done
1. Director 2.Management 3.Implementation committee
Year 1, 2, 3,3 & 5
4,560,000 5,016,000
5,517,600
6,069,360
6,676,296
27,839,256
Total for Strategy 3
13,270,700 14,597,770
16,057,547
17,663,302
19,429,632
81,018,951
Strategic Objective # 7
To strengthen human capital, corporate governance and brand through development of strategic leadership at all level
Strategy : 1Strengthening
corporate governance and quality
systems
1. Rationalize the center’s organizational structure and staffing levels
1. Review meetings are held 2. Compiling of organizational structure is done 3.Sharing of documents is done
1. Director 2.Management
Year 1, 2, 3,3 & 5
91,750 100,925 111,018
122,119
134,331
560,143
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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Budget for the Year
2020 2021 2022 2023 2024 Total
2. Develop capacity of staff on strategic leadership and management
1. Capacity building worrkshops/trainings are held 2. Compiling of reports is done
1. Director 2.Management 3.HRO
Year 1, 2, 3,3 & 5
11,341,200 12,475,320
13,722,852
15,095,137
16,604,651
69,239,160
3. Develop and implement a succession plan
1. Meetings to develop succession plans are held 2. Monitoring of succession plans is done
1. Director 2.Management 3.HRO
Year 1, 2, 3,3 & 5
102,600 112,860 124,146
136,561
150,217
626,383
4. Strengthen the implementation of Quality Management System
1internal audits are conducted 2. Compiling of reports is done 3. Implementing audit findings is done
1. Director 2.Management 3.Process owners 4. Management representative (MR) 5. ISO committee
Year 1, 2, 3,3 & 5
5,067,000 5,573,700
6,131,070
6,744,177
7,418,595
30,934,542
Total for Strategy 1
16,602,550 18,262,805
20,089,086
22,097,994
24,307,793
101,360,228
Strategy 2:Promoting a culture of innovation
1. Review and implement center's innovation Policy
1. review meetings are held 2. Monitoring is done 3. Compiling of reports is done
1. Innovation committee 2. CT 3.PCs 4.Deans
Year 1, 2, 3,3 & 5
1,966,600 2,163,260
2,379,586
2,617,545
2,879,299
12,006,290
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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Budget for the Year
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4.Sharing of reports is done
5.Heads of sections 6. Staff
2. Establish innovation centre that includes a makerspace
1. Identification of location and requirements is done 2. Monitoring of utilization is done 3. Storing of prototypes in the centre is done 4.Sharing of reports is done
1. Innovationcommitttee 2. CT 3.PCs 4.Deans 5.Heads of sections 6. Staff
Year 1, 2, 3,3 & 5
0
3. Support science, technology and innovation in informal and non-formal education
1. Identification of support and requirements is done 2. Provision off support is done 3. Monitoring of utilization is done 4. Compilation of reports is done 5.Sharing of reports is done
1. Innovationscommittee 2. CT 3.PCs 4.Deans 5.Heads of sections 6. CFS 7. Staff
Year 1, 2, 3,3 & 5
5,947,400 6,542,140
7,196,354
7,915,989
8,707,588
36,309,472
Total for Strategy 2
7,914,000 8,705,400
9,575,940
10,533,534
11,586,887
48,315,761
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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Budget for the Year
2020 2021 2022 2023 2024 Total
Strategy 3: Enhancing center’s corporate brand and visibility
1. Develop and implement an institutional marketing strategy
1. Meetings tor develop are held 2. Compiling and sharing of Strategy is done
1. Director 2.Management 3.Business Development committee
Year 1, 2, 3,3 & 5
63,000 69,300 76,230 83,853 92,238 384,621
2. Increase center’s visibility through relevant platforms locally and internationally
1. Development of Promotion materials is done 2. Identification of relevant platforms is done 3.Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3.Head of Corporate Communication 4. Coordinator P&L
Year 1, 2, 3,3 & 5
6,325,700 6,958,270
7,654,097
8,419,507
9,261,457
38,619,031
3. Develop and implement a corporate social responsibility framework
1. Meetings for development are held 2. Sensitization meetings are held 3. Monitoring of implementation is done 4.Compiling of reports is done 5.Sharing of reports is done
1. Director 2.Management 3.Head of Corporate Communication 4. Business Development committee
Year 1, 2, 3,3 & 5
1,378,000 1,515,800
1,667,380
1,834,118
2,017,530
8,412,828
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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Budget for the Year
2020 2021 2022 2023 2024 Total
Total for Strategy 3
7,766,700 8,543,370
9,397,707
10,337,478
11,371,225
47,416,480
Strategy 4:Enhancing
human resource
management and
development
1. Review the human resource policy on management and development
1. review meetings are held 2. Compiling of reports is done 4.Sharing of documents is done
1. Director 2.Management 3. Deans 4.PCs 5. CT 6.HR 7. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
4,899,000 5,388,900
5,927,790
6,520,569
7,172,626
29,908,885
2. Implement performance management system
1.Target setting meetings are held 2. Appraisal meetings are held 3. Compiling of reports is done 4.Sanctons are undertaken
1. Director 2.Management 3. Deans 4.PCs 5. CT 6.HR 7. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
2,759,000 3,034,900
3,338,390
3,672,229
4,039,452
16,843,971
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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IMPLEMENTATION MATRIX Strategies Activities Key Performance
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Budget for the Year
2020 2021 2022 2023 2024 Total
3. Conduct capacity development of staff
1. Identification of gaps is done 2. Identification of appropriate traning institutions is done 3. Capacity develoment meetings/workhops/fora are held 4. Compiling of reports is done 5.Sharing of reports is done
1. Director 2.Management 3. Deans 4.PCs 5. CT 6.HR 7. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
5,089,000 5,597,900
6,157,690
6,773,459
7,450,805
31,068,854
Total for Strategy 4
12,747,000 14,021,700
15,423,870
16,966,257
18,662,883
77,821,710
Strategic objective 8:
To enhance center’s infrastructure and facilities to international standards
Strategy 1: Developing additional infrastructure and facilities
1. Expand and improve accommodation, resource centre, library and ICT facilities.
1. BQs are generated 2. Tendering is done 3 Construction is undertaken 4. Compiling of reports is done 5.Sharing of documents is done
1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO
Year 1, 2, 3,3 & 5
151,515,500
166,667,050
183,333,755
201,667,131
221,833,844
925,017,279
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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IMPLEMENTATION MATRIX Strategies Activities Key Performance
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Budget for the Year
2020 2021 2022 2023 2024 Total
2. Procure training equipment, tools and necessary furniture for staff
1. Identification of resources is done 2. Tendering is done 3 Distribution of resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done
1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO
Year 1, 2, 3,3 & 5
40,310,500 44,341,550
48,775,705
53,653,276
59,018,603
246,099,634
3. Establish a mathematics resource room
1.Identification of location and resources needs is done 2. Tendering is done 3Stocking the room with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done
1. Director 2.Management 3. Dean 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO
Year 1, 2, 3,3 & 5
11,455,000 12,600,500
13,860,550
15,246,605
16,771,266
69,933,921
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
73
IMPLEMENTATION MATRIX Strategies Activities Key Performance
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2020 2021 2022 2023 2024 Total
4, Establish a motor vehicle garage
1.Identification of location and resources needs is done 2. Tendering is done 3 Stocking the room with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done
1. Director 2.Management 3. Dean 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO
Year 1, 2, 3,3 & 5
40,310,500 44,341,550
48,775,705
53,653,276
59,018,603
246,099,634
5. Establish recreational facilities
1.Identification of location and resources needs is done 2. Tenderring is done 3 Stocking the facilities with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done
1. Director 2.Management 3. Dean 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO
Year 1, 2, 3,3 & 5
10,255,250 11,280,775
12,408,853
13,649,738
15,014,712
62,609,327
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
74
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
6. Establish a science amusement and musem hub
1.Identification of location and resources needs is done 2. Tendering is done 3 Stocking the facility with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done
1. Director 2.Management 3. Dean 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO
Year 1, 2, 3,3 & 5
10,430,000 11,473,000
12,620,300
13,882,330
15,270,563
63,676,193
Total for Strategy 1
264,276,750
290,704,425
319,774,868
351,752,354
386,927,590
1,613,435,986
Strategy 2: Leveraging on
ICT and automation to
enhance efficiency
1. Assess efficiency of finance, procurement, HR and audit processes
1.Audit meetings are held 2. Compiling of reports is done 3.Sharing of documents is done
1. Director 2.Management 3.Head Internal Audit 4. Head Fiinance & Accounts 5. SCMO 6. HR
Year 1, 2, 3,3 & 5
10,460,000 11,506,000
12,656,600
13,922,260
15,314,486
63,859,346
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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2020 2021 2022 2023 2024 Total
2. Capacity build staff on automated systems
1. Identification of gaps is done 2. Identification of appropriate training institutions is done 3. Capacity development meetings/workshops/fora are held 4. Compiling of reports is done 5.Sharing of reports is done
1. Director 2.Management 3. Deans 4.PCs 5. CT 6.HR 7. Heads of Sections (HOS)
105,000 115,500 127,050
139,755
153,731
641,036
3, Establish and implement an Enterprise Resource Planning (ERP) system for finance, procurement, HR and audit processes
1. Procurement is done 2. Installation is done 3. Compiling of reports is done 4.Sharing of documents is done
1. Director 2.Management 3.Head Internal Audit 4. Head Finance & Accounts 5. SCMO 6. HR
Year 1, 2, 3,3 & 5
10,670,000 11,737,000
12,910,700
14,201,770
15,621,947
65,141,417
Total for Strategy 2
21,235,000 23,358,500
25,694,350
28,263,785
31,090,164
129,641,799
Strategic Theme 3:
RESOURCE MOBILIZATION AND PARTNERSHIPS
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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2020 2021 2022 2023 2024 Total
Strategic area 4:
Financial Resource Resilience and Sustainability
Strategic Objective 9:
To diversify revenue streams
Strategy 1: Strengthening the business development
function;
1. Staff business development unit
1. Identification of location and staff needs is done 2. Hiring/deploying of staff is done 3. Compiling of reports Is done 4.Sharing of documents is done
1. Director 2.Management 3. HR 4.Business development committee
Year 1 3,634,100 0 0 0 0 3,634,100
2. Build staff capacity in business development
1. Identification of gaps is done 2. Identification of appropriate training institutions is done 3. Capacity development meetings/workshops/fora are held 4. Compiling of reports is done 5.Sharing of reports
1. Director 2.Management 3. Deans 4.PCs 5. CT 6.HR 7. Heads of Sections (HOS) 8.Business Development Committee
Year 1, 2, 3,3 & 5
95,000 104,500 114,950
126,445
139,090
579,985
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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is done
3. Identify, collect, analyze and document gaps
1. Development of tools is done 2. Administering tools and using other methods is done 3. Compiling of reports is done 4.Sharing of reports is done
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Year 1, 2, 3,3 & 5
1,206,700 1,327,370
1,460,107
1,606,118
1,766,729
7,367,024
4. Develop a business development policy
1.Development meetings are held 2. Compiling of policy document is done 3.Sharing of policy is done
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Year 1, 2, 3,3 & 5
2,204,000 2,204,000
5. Implement the business development policy
1.Monitoring is done 2. Review meetings are held
1. Deans 2.PCs 3. CT
Year 1, 2, 3,3 & 5
418,000 459,800 505,780
556,358
611,994
2,551,932
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
78
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
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Budget for the Year
2020 2021 2022 2023 2024 Total
3. Compiling of reports is done 4.Sharing of documents is done
4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Total for strategy 1
7,557,800 1,891,670
2,080,837
2,288,921
2,517,813
16,337,040
Strategy 2: Implement the
business development
strategy;
1. Conduct a market survey on opportunities in consultancy, enterprise and services
1. Development of tools is done 2. Administering tools and using other methods is done 3. Compiling of reports is done 4.Sharing of reports is done
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Year 1, 2, 3,3 & 5
1,206,700 1,327,370
1,460,107
1,606,118
1,766,729
7,367,024
2. Develop the business strategy to tap potential opportunities
1.Development meetings are held 2. Compiling of strategy document is done 3.Sharing of strategy is done
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Year 1, 2, 3,3 & 5
2,179,000 2,179,000
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
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Budget for the Year
2020 2021 2022 2023 2024 Total
3. Map out assets and facilities for business and enterprise
1.Mapping meetings are held 2. Compiling of reports done 3.Sharing of strategy is done
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Year 1, 2, 3,3 & 5
51,200 56,320 61,952 68,147 74,962 312,581
4. Develop and implement business plan for consultancy, enterprise and services
1.Development meetings are held 2. Compiling of business plan document done 3.Sharing of strategy is done
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Year 1, 2, 3,3 & 5
2,164,500 2,380,950
2,619,045
2,880,950
3,169,044
13,214,489
Total for strategy 2
5,601,400 3,764,640
4,141,104
4,555,214
5,010,736
23,073,094
Strategy #3:Enhancing
revenue streams from
the government and partners;
1. Develop program based budgets
1.Budget development meetings are held 2. Compiling of budget document is done 3.Sharing of budget
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
2,187,100 2,405,810
2,646,391
2,911,030
3,202,133
13,352,464
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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IMPLEMENTATION MATRIX Strategies Activities Key Performance
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Budget for the Year
2020 2021 2022 2023 2024 Total
is done 6.Business Development Committee 7. Head F&A
2. Seek for increased funding from government and partners
1. Consultative meetings are scheduled and are held 2. Signing of agreements etc is done 3. Compiling of reports is done 4.Sharing of documents is done
1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS) 7. Head F&A
Year 1, 2, 3,3 & 5
312,000 343,200 377,520
415,272
456,799
1,904,791
3. Follow-up on funding request with government and partners
1Follow up meetings/activities are held 2. Compiling of reports is done 3.Sharing of documents is done
1. Director 2.Management 3.CT 3.Head F&A
Year 1, 2, 3,3 & 5
318,000 349,800 384,780
423,258
465,584
1,941,422
Total for strategy 3
2,817,100 3,098,810
3,408,691
3,749,560
4,124,516
17,198,677
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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Budget for the Year
2020 2021 2022 2023 2024 Total
Strategic Objective 10
To enhance efficient utilization of institutional resources
Strategy 1: Improving financial planning,
budgeting, procurement
and implementation
of programs
1. Build capacity of staff and stakeholders on financial planning and budgeting
1. Capacity building workshops/trainings are held 2. Compiling of reports is done 3. Sharing of Reports is done
1. Director 2.Management 3. CT 4.PCs 5. Deans 6. HRO 7. HOS
22,812,600 25,093,860
27,603,246
30,363,571
33,399,928
139,273,204
2. Develop an yearly operational plan for CEMASTEA programmes
1Planning meetings are held 2. Compiling of operational plan is done 3.Sharing of is done is done
1. CT 2.PCs 3.Deans 4.Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
2,499,100 2,749,010
3,023,911
3,326,302
3,658,932
15,257,255
3. Implement programmes based on operational plan and budget.
1. Schedules are Prepared 2. Monitoring of programmes is done 3.Compiling of reports is done 4.Sharing of reports is done
1. CT 2.PCs 3.Deans 4.Coordinator R&D-KM 5.Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
0 0 0 0 0 0
Total for strategy 1
25,311,700 27,842,870
30,627,157
33,689,873
37,058,860
154,530,460
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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Budget for the Year
2020 2021 2022 2023 2024 Total
Strategy#2:Strengthening of asset management
1. Streamline user-level service agreements for regular repair and maintenance of vehicles, machines and equipment
1. review of user level agreements is done 2. Signing of agreements is done 3. Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3.Head of Transport 4. Head Estates
Year 1, 2, 3,3 & 5
683,800 752,180 827,398
910,138
1,001,152
4,174,667
2. Replace old and in-effective vehicles, machines or equipment
1. Identification meetings are held 2.Procurement is done 3 Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3Head of Trasport 4. Head Estates
Year 1, 2, 3,3 & 5
50,076,000 50,076,000
Total for strategy 2
50,759,800 752,180 827,398
910,138
1,001,152
54,250,667
Strategy#3:Strengthening internal audit function
1. Carry out regular internal system audits.
1Audit schedules are held 2. Audits are conducted 3. Compiling of reports is done 4.Sharing of reports is done
3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
175,200 192,720 211,992
233,191
256,510
1,069,614
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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IMPLEMENTATION MATRIX Strategies Activities Key Performance
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Budget for the Year
2020 2021 2022 2023 2024 Total
2. Develop a strategy on cost containment and reduction
1. Meetings for development are held 2. Compiling of strategy document is done 3.Sharing of strategy document is done
1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee
Year 1, 2, 3,3 & 5
2,164,500 2,164,500
3. Implement recommendations from internal and external audits
1. Review meetings are held 2. Compiling of reports is done 3.Sharing of reports is done
1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
13,600 14,960 16,456 18,102 19,912 83,029
Total for strategy 3
2,353,300 207,680 228,448
251,293
276,422
3,317,143
Strategic Theme 3:
RESOURCE MOBILIZATION AND PARTNERSHIPS
Strategic Area 5:
Advocacy, Networking and Partnerships
Strategic Objective 11:
To improve the centre’s collaborative partnerships through structured advocacy and networking
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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2020 2021 2022 2023 2024 Total
Strategy 1: Strengthening
the collaborations, advocacy and
networking
1, Build staff capacity on advocacy, networking, and collaboration
1. Capacity building workshops/trainings are held 2. Compiling of reports is done 3. Sharing of Reports is done
1. Director 2.Management 3. CT 4. Coordinator P&L 4.PCs 5. Deans 6. HRO 7. HOS
Year 1, 2, 3,3 & 5
475,000 0 0 0 0 475,000
2, Develop an advocacy, networking and collaboration strategy
1Development meetings are held 2. Compiling of strategy document is done 3.Sharing of strategy is done
1. Director 2.Management 3. CT 4. Coordinator P&L 4.PCs 5. Deans 6. HRO 7. HOS
Year 1, 2, 3,3 & 5
1,717,500 0 0 0 0 1,717,500
3, Implement the strategy
1. Review meetings are held 2. Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3. CT 4. Coordinator P&L 4.PCs 5. Deans 6. HRO 7. HOS
Year 1, 2, 3,3 & 5
14,182,500 15,600,750
17,160,825
18,876,908
20,764,598
86,585,581
Total for strategy 1
16,375,000 15,600,750
17,160,825
18,876,908
20,764,598
88,778,081
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
85
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2020 2021 2022 2023 2024 Total
Strategy 2: Initiating and strengthening partnerships with relevant organizations
1. Review partnerships and linkages policy
1. Review meetings are held 2. Compiling of policy document is done 3.Sharing of policy document is done
1. Director 2.Management 3. CT 4. Coordinator P&L 4.PCs 5. Deans 6. HRO 7. HOS
Year 1, 2, 3,3 & 5
2,037,400 2,241,140
2,465,254
2,711,779
2,982,957
12,438,531
2. Build staff capacity on partnerships and linkage creation
1. Identification of gaps is done 2. Identification of appropriate training institutions is done 3. Capacity development meetings/workshops/fora are held 4. Compiling of reports is done 5.Sharing of reports is done
1. Director 2.Management 3. CT 4.Coordinator P&L 5. PCs 6. Deans 7.HR 8. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
475,000 522,500 574,750
632,225
695,448
2,899,923
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
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Budget for the Year
2020 2021 2022 2023 2024 Total
3. Create new partnerships and linkages
1. Identification meetings are held 2. Formalizing new P&L is done 3.Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
594,400 653,840 719,224
791,146
870,261
3,628,871
4, Review and address gaps in on-going partnership
1. Review meetings are held 2. Compiling of reports is done 3.Sharing of reports is done 4. Implementing findings is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
2,056,400 2,262,040
2,488,244
2,737,068
3,010,775
12,554,528
5, Develop and submit funding proposals to partners
1. Proposal preparation meetings are held 2. Compiling of proposals is done 3.Sharing of documents is done 4. Submitting proposals is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
2,056,400 2,262,040
2,488,244
2,737,068
3,010,775
12,554,528
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
87
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2020 2021 2022 2023 2024 Total
Total for strategy 2
7,219,600 7,941,560
8,735,716
9,609,288
10,570,216
44,076,380
Strategy 3: Enhancing staff
capacities through
partner-funded programs
1. Sign agreements with local and international institutions
1. Preparation of agreements is done 2. Meetings for signing are held 3. Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
260,000 286,000 314,600
346,060
380,666
1,587,326
2. Implement agreements
1. Preparation of implementation schedule is done 2. monitoring of implementation is done 3. Compiling of reports is done 4.Sharing of reports is done
1. CT 2.PCs 3.Deans 4.Coordinator R&D-KM 5.Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
190,000 209,000 229,900
252,890
278,179
1,159,969
Total for strategy 3
450,000 495,000 544,500
598,950
658,845
2,747,295
Strategic Objective 12
To strengthen continental secretariat functions
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
88
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Strategy 1: Improving the centre’s role as a continental secretariat
1. Audit secretariats’ operational gaps
1. Indentation of gaps is done 2. Compiling of reports is done 3.Sharing of reports is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
2,588,000 2,846,800
3,131,480
3,444,628
3,789,091
15,799,999
2, Implement audit recommendations
1. Review meetings are held 2. Compiling of reports is done 3.Sharing of freports is done
1. Director 2.Management 3. CT 4.Coordinator P&L 5.PCs 6. Deans 7. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
491,800 540,980 595,078
654,586
720,044
3,002,488
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
89
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
3, Build staff capacity to implement the secretariat functions
1. Identification of gaps is done 2. Identification of appropriate training institutions is done 3. Capacity development meetings/workshops/fora are held 4. Compiling of reports is done 5.Sharing of reports is done
1. Director 2.Management 3. CT 4.Coordinator P&L 5. PCs 6. Deans 7.HR 8. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
231,800 254,980 280,478
308,526
339,378
1,415,162
4, Create secretariat-based knowledge-hubs for peer learning and development
1.Identification of hubs and resources needs is done 2. Tendering is done 3 Stocking the facility with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done
1. Director 2.Management 3. CT 4.Coordinator P&L 5. PCs 6. Deans 7.HR 8. Heads of Sections (HOS)
Year 1, 2, 3,3 & 5
1,457,800 1,603,580
1,763,938
1,940,332
2,134,365
8,900,015
Total for 4,769,400 5,246,3 5,770, 6,348, 6,982, 29,117,664
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
90
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
strategy 1 40 974 071 879
Strategy 2: Leveraging on
continental secretariats to
increase partnership networks
1, Create new secretariat-based partnerships and linkages through signed agreements
1. Preparation of agreements is done 2. Meetings for signing are held 3. Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
594,400 653,840 719,224
791,146
870,261
3,628,871
2, Review and address gaps in on-going partnership agreements
1. Review meetings are held 2. Compiling of reports is done 3.Sharing of reports is done 4. Implementing findings is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
2,056,400 2,262,040
2,488,244
2,737,068
3,010,775
12,554,528
3, Develop and submit funding proposals to partners
1. Preparation of agreements is done 2. Meetings for signing are held 3. Compiling of reports is done 4.Sharing of reports is done
1. Director 2.Management 3.Coordinator P&L 4. CT
Year 1, 2, 3,3 & 5
2,056,400 2,262,040
2,488,244
2,737,068
3,010,775
12,554,528
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
91
IMPLEMENTATION MATRIX Strategies Activities Key Performance
indicators Actor Time
frame Remarks
Budget for the Year
2020 2021 2022 2023 2024 Total
Total for strategy 2
4,707,200 5,177,920
5,695,712
6,265,283
6,891,812
28,737,927
SP GRAND TOTAL
2,089,555,305
2,333,620,105
2,135,249,518
2,552,271,711
2,372,988,134
11,460,025,146
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
92
6.2 ANNEX II: MONITORING AND EVALUATION INSTRUMENT Monitoring and Evaluation
Performance Level
Time Frame
Output Planned to Date
Actual to Date
Variance in %
Impeding or Impelling Forces
Person Responsible
Strategic Objective 1: To strengthen training programmes at all levels
Strategies
Strategy 1: Delivering excellent needs based, inclusive, and inspiring training
Strategy 2: Strengthening leadership culture and school climate for STEM education
Strategy 3: Enhancing program quality by accreditation of training programs
Strategic Objective #2: To strengthen training programmes at all levels
Strategy 1: Improving support for existing STEM Model Schools
Strategy 2: Expanding the STEM Model Schools Programme
Strategy #3: Promoting early identification of talents in STEM
Strategic Objective 3: To enhance capacity to conduct quality research
Strategy 1: Strengthening research and development services
Strategy 2: Enhancing monitoring and evaluation sy
Strategic Objective 4: To conduct Educational Research
Strategy 1: Carrying out research to inform classroom practices and school climate
Strategy 2: Influencing policy based on research findings
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
93
Monitoring and Evaluation
Performance Level
Time Frame
Output Planned to Date
Actual to Date
Variance in %
Impeding or Impelling Forces
Person Responsible
Strategic Objective 5: To enhance knowledge management function
Strategy 1: Establishing the knowledge management system
Strategy 2: Strengthening knowledge sharing platform
Strategic Objective # 6 To enhance center’s legal status
Strategy 1: Transforming the center to a Body Corporate
Strategy 2:Reviewing and developing institutional policies
Strategy 3:Implementing the Strategic Plan
Strategic Objective # 7 To strengthen human capital, corporate governance and brand through development of strategic leadership at all levels
Strategy : 1Strengthening corporate governance and quality systems
Strategy 2:Promoting a culture of innovation
Strategy 3: Enhancing center’s corporate brand and visibility
Strategy 4:Enhancing human resource management and development
Strategic objective 8: To enhance center’s infrastructure and facilities to international standards
Strategy 1: Developing additional infrastructure and facilities
Strategy 2: Leveraging on ICT and automation to enhance efficiency
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
94
Monitoring and Evaluation
Performance Level
Time Frame
Output Planned to Date
Actual to Date
Variance in %
Impeding or Impelling Forces
Person Responsible
Strategic Objective 9: To diversify revenue streams
Strategy 1: Strengthening the business development function;
Strategy 2: Implement the business development strategy;
Strategy 3:Enhancing revenue streams from the government and partners;
Strategic Objective 10 To enhance efficient utilization of institutional resources
Strategy 1: Improving financial planning, budgeting, procurement and implementation of programs
Strategy2:Strengthening of asset management
Strategy3:Strengthening internal audit function
Strategic Objective 11: To improve the centre’s collaborative partnerships through structured advocacy and networking
Strategy 1: Strengthening the collaborations, advocacy and networking
Strategy 2: Initiating and strengthening partnerships with relevant organizations
Strategy 3: Enhancing staff capacities through partner-funded programs
Strategic Objective 12 Strategy 1: Improving the centre’s role as a continental secretariat
Strategy 1: Improving the centre’s role as a continental secretariat
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
95
Monitoring and Evaluation
Performance Level
Time Frame
Output Planned to Date
Actual to Date
Variance in %
Impeding or Impelling Forces
Person Responsible
Strategy 2: Leveraging on continental secretariats to increase partnership networks
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
96
6.3 ANNEX III: SUMMARY BUDGET
THEMATIC AREA #1: PROGRAMMES Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
Strategic Area #1: Competency Development in STEM
Strategic Objective 1: To strengthen training programmes at all levels
Strategy 1: Delivering excellent needs based, inclusive, and inspiring training
657,561,775 586,586,250 586,586,250 586,586,250 586,586,250 3,003,906,775
Strategy 2 Strengthening leadership culture and school climate for STEM education
62,610,200 62,610,200 62,610,200 62,610,200 62,610,200 313,051,000
Strategy # 3 Enhancing program quality by accreditation of training programs
5,801,500 911,000 911,000 911,000 911,000 13,935,000
Strategic Objective #2: To strengthen training programmes at all levels
Strategy 1: Improving support for existing STEM Model Schools
283,653,050 577,241,550 283,653,050 577,241,550 282,300,050 2,004,089,250
Strategy 2: Expanding the STEM Model Schools Programme
19,132,100 7,401,800 7,401,800 7,401,800 7,401,800 48,739,300
Strategy #3 Promoting early identification of talents in STEM 34,431,800 43,625,950 33,535,450 43,625,950 32,110,300 187,329,450
GRAND TOTAL 1,063,190,425 1,278,376,750 974,697,750 1,278,376,750 971,919,600 5,571,050,775
THEMATIC AREA #1: PROGRAMMES Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
Strategic area 2: Research, Consultancy, and Knowledge Management
Strategic Objective 3: To enhance capacity to conduct quality research
Strategy 1: Strengthening research and development services
5,714,810 4,842,210 5,714,810 4,842,210 5,714,810 26,828,850
Strategy 2: Enhancing monitoring and evaluation system 316,000 0 316,000 0 316,000 1,327,200
Strategic Objective 4: To conduct Educational Research
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
97
THEMATIC AREA #1: PROGRAMMES Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
Strategy 1: Carrying out research to inform classroom practices and school climate
7,892,900 7,892,900 7,892,900 7,892,900 7,892,900 39,464,500
Strategy 2 Influencing policy based on research findings 1,215,120 1,215,120 1,215,120 1,215,120 1,215,120 6,285,200
Strategic Objective 5: To enhance knowledge management function
Strategy 1: Establishing the knowledge management system
95,000 95,000 95,000 95,000 95,000 475,000
Strategy 2: Strengthening knowledge sharing platforms 1,889,400 1,889,400 1,889,400 1,889,400 1,889,400 9,447,000
GRAND TOTAL 15,233,830 14,045,230 15,233,830 14,045,230 15,233,830 74,380,750
THEME # 2 Governance and organizational development Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
Strategic Area 3: Positioning and strengthening the center
Strategic Objective # 6 To enhance center’s legal status
Strategy 1: Transforming the center to a Body Corporate 1,901,550 2,091,705 2,300,876 2,530,963 2,784,059 11,609,153
Strategy 2: Reviewing and developing institutional policies 2,096,600 2,306,260 2,536,886 2,790,575 3,069,632 12,799,953
Strategy 3: Implementing the Strategic Plan 13,270,700 14,597,770 16,057,547 17,663,302 19,429,632 81,018,951
Strategic Objective # 7 To strengthen human capital, corporate governance and brand through development of strategic leadership at all levels
Strategy : 1 Strengthening corporate governance and quality systems
16,602,550 18,262,805 20,089,086 22,097,994 24,307,793 101,360,228
Strategy 2: Promoting a culture of innovation 7,914,000 8,705,400 9,575,940 10,533,534 11,586,887 48,315,761
Strategy 3: Enhancing center’s corporate brand and visibility 7,766,700 8,543,370 9,397,707 10,337,478 11,371,225 47,416,480
Strategy 4: Enhancing human resource management and development
12,747,000 14,021,700 15,423,870 16,966,257 18,662,883 77,821,710
Strategic objective 8: To enhance center’s infrastructure and facilities to international standards
Strategy 1: Developing additional infrastructure and facilities 264,276,750 290,704,425 319,774,868 351,752,354 386,927,590 1,613,435,986
Strategy 2: Leveraging on ICT and automation to enhance 21,235,000 23,358,500 25,694,350 28,263,785 31,090,164 129,641,799
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
98
THEMATIC AREA #1: PROGRAMMES Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
efficiency
GRAND TOTAL 876,364,350 964,000,785 1,060,400,864
1,166,440,950 1,283,085,045
5,350,291,993
Strategic Theme 3: RESOURCE MOBILIZATION AND PARTNERSHIPS
Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
Strategic area 4: Financial Resource Resilience and Sustainability
Strategic Objective 9: To diversify revenue streams
Strategy 1: Strengthening the business development function;
7,557,800 1,891,670 2,080,837 2,288,921 2,517,813 16,337,040
Strategy 2: Implement the business development strategy; 5,601,400 3,764,640 4,141,104 4,555,214 5,010,736 23,073,094
Strategy #3: Enhancing revenue streams from the government and partners;
2,817,100 3,098,810 3,408,691 3,749,560 4,124,516 17,198,677
Strategic Objective 10 Enhance efficient utilization of institutional resources
Strategy 1: Improving financial planning, budgeting, procurement and implementation of programs
25,311,700 27,842,870 30,627,157 33,689,873 37,058,860 154,530,460
Strategy#2: Strengthening of asset management 50,759,800 752,180 827,398 910,138 1,001,152 54,250,667
Strategy#3: Strengthening internal audit function 2,353,300 207,680 228,448 251,293 276,422 3,317,143
GRAND TOTAL 94,401,100 37,557,850 41,313,635 45,444,999 49,989,498 268,707,082
Strategic Theme 3: RESOURCE MOBILIZATION AND PARTNERSHIPS
Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
Strategic Area 5: Advocacy, Networking and Partnerships
Strategic Objective 11: To improve the centre’s collaborative partnerships through structured advocacy and networking
Strategy 1: Strengthening the collaborations, advocacy and networking
16,375,000 15,600,750 17,160,825 18,876,908 20,764,598 88,778,081
Strategy 2: Initiating and strengthening partnerships with relevant organizations
7,219,600 7,941,560 8,735,716 9,609,288 10,570,216 44,076,380
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
99
THEMATIC AREA #1: PROGRAMMES Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total
Strategy 3: Enhancing staff capacities through partner-funded programs
450,000 495,000 544,500 598,950 658,845 2,747,295
Strategic Objective 12 To strengthen continental secretariat functions
Strategy 1: Improving the centre’s role as a continental secretariat
4,769,400 5,246,340 5,770,974 6,348,071 6,982,879 29,117,664
Strategy 2: Leveraging on continental secretariats to increase partnership networks
4,707,200 5,177,920 5,695,712 6,265,283 6,891,812 28,737,927
GRAND TOTAL 38,228,400 39,639,490 43,603,439 47,963,783 52,760,161 193,457,346
STRTEGIC PLAN GRAND TOTAL 2,087,418,105 2,333,620,105 2,135,249,518
2,552,271,711 2,372,988,134
11,457,887,946
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
100
6.4 ANNEX IV: RISK ASSESSMENT THEME RISK RISK
LEVEL
RISK
STRAT
EGY
POSSIBLE MEASURES SOURCE
MANDATE AND OPERATIONAL RISKS
PROGRAM
MES
Failure to conduct training due to a
trainer not turning up
Low Share Maintain a pool of facilitators at least 2 per
session
Internal
Compromised quality of training due to
inadequate number of staff or county
trainers
High Reduce Engage external facilitators including
retired staff or trainer more county trainers
Internal
Lack of innovative programmes Moderate Reduce Continuously improve INSET content
through TNAs
Internal
Unavailability or incomplete data
collected in the field
Moderate Reduce Sensitize staff and share communication on
data collection guidelines and integrity
issues
Internal
Low quality research work High Reduce Conduct workshops on drafting research
proposals and avail reference materials and
books
Internal
Delayed impact due to tendencies of
dilution in the cascade system
High Reduce (1.) Continuously build capacity of staff at
cascaded levels (2.) Where possible conduct
direct training otherwise M&E
implementation at cascaded levels closely
Internal
Weak quality of research process Unacceptabl
e
Avoid Institute a research process that meets high
academic and ethical standards.
Internal
Change in government policy on INSET Moderate Reduce Review programs to comply External
Insecurity in some counties High Reduce Explore alternative training venues External
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
101
THEME RISK RISK
LEVEL
RISK
STRAT
EGY
POSSIBLE MEASURES SOURCE
MANDATE AND OPERATIONAL RISKS
Delayed overall impact of programmes
due to varied quality of county INEST
management
Moderate Reduce Sensitize stakeholders from counties with
observed weaknesses and organize
benchmarking programs
External
Language and culture barrier in some
countries may hinder effective
programme implementation
Un-
acceptable
Reduce (1.) Build capacity of trainers in different
language areas (2.) Engage AUC to deploy
staff drawn from four language groups to
work at the centre
External
Failure to conduct training in a timely
manner due to delayed funds or policy
on training during holidays
High Reduce (1.) Schedule activities when funds are
available (2.) Utilize all school holidays (3.)
Reduce annual content of training (4.)
Mainstream courses such as lesson study in
school timetable
External
Failure to adhere to timelines due to
other assigned activities from the MOE
or GoK agencies
Medium Reduce Re-distribute staff across the extra activities
where possible
External
Failure to achieve all PC targets due to
budget reduction
High Reduce Revise training plan to fit within available
budget
External
Compromised quality of teacher
capacity develop program management
High Reduce Continuous sensitization of staff and county
stakeholders
External
Delayed accreditation of INSET
programmes
High Reduce Continuously lobby for accreditation
framework with relevant authorities
External
Failure to conduct training due to a
natural catastrophe / disaster
Medium Reduce (1.) Postpone (2.) Conduct the training at
different venues
External
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
102
THEME RISK RISK
LEVEL
RISK
STRAT
EGY
POSSIBLE MEASURES SOURCE
MANDATE AND OPERATIONAL RISKS
Failure by teachers to improve student
achievement in spite of being trained
High Reduce Lobby for strengthening of teacher
accountability systems
External
GOVERNA
NCE AND
ORGANIZA
TION
DEVELOP
MENT
Weak corporate governance Cautionary Reduce Build capacity accordingly, constantly
appraise staff, reward and sanction
Internal
High staff turn over Moderate Reduce Implement an attractive scheme of service
under the body corporate status
Internal
Inadequate skills especially in key
departments
Moderate Reduce Head hunting, attractive terms and
conditions of service
Internal
Failure to conduct the audit as per the
audit plan due to unavailability of
documents, records or vehicles in good
time
Moderate-
Cautionary
Avoid (1.) Enforce adherence to regulations,
procedures and guidelines. (2.) Sensitize
staff (3.)Scheduling of external audit
activities when the centre is less busy. (4.)
Request vehicles from other government
Institutions.
Internal
Failure to continuously train staff High Reduce Staff sensitization and reminders for TNA
and appraisals
Internal
Loss of regional niche in mathematics
and science education
High-
Unacceptabl
e
Avoid Maintain a STEM education niche Internal
Failure to back up information High Reduce Back-up to the server, external drive, online
drive and invest in a strong antivirus
Internal
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
103
THEME RISK RISK
LEVEL
RISK
STRAT
EGY
POSSIBLE MEASURES SOURCE
MANDATE AND OPERATIONAL RISKS
Low quality output due old equipment
and machines
Medium Reduce (1.) Procure and replace old equipment
annually (2.) Institutionalize preventive
maintenance plan
Internal
Leakage of confidential information High Reduce Sensitize staff and implement the password
policy
Internal
Loss of data Integrity High Reduce Sensitize staff on information security
management
Internal
System failure and lack of
communication
High Reduce Implement ICT equipment maintenance
plan
Internal
Automated system inefficiency Acceptable Share Upgrading of the system Internal
Failure to share data in timely manner Cautionary Supervise timelines of data development
and sharing
Internal
Failure to give accurate data to
stakeholders
Moderate Caution
ary
Supervise timelines of data development
and sharing
Internal
Poor communication Cautionary Reduce Monitor closely the communication lines
for all levels of programme implementation
and review continuously
Internal
Not meeting clients expectations’ Un-
acceptable
Avoid Developing and implementing departmental
ISO procedures, encourage e-procurement
Internal
Failure to secure funds Cautionary Reduce Implement income generating projects External
Conflicting legislation on teacher CPD High Reduce Lobby for harmonization of legislation External
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
104
THEME RISK RISK
LEVEL
RISK
STRAT
EGY
POSSIBLE MEASURES SOURCE
MANDATE AND OPERATIONAL RISKS
Lack of national policy framework for
INSET and STEM education
High Reduce Engage the MoE to come up with relevant
policies
External
Lack of political goodwill Un-
acceptable
Share Continuously lobby for political goodwill
and issue-based decisions
External
Misuse of INSET funds Moderate Reduce Work with the MoE Audit system to
monitor the usage of funds
External
RESOURCE
MOBILATI
ON AND
PARTNERS
HIPS
Inadequate funding High Reduce Seek alternative sources of funding through
business enterprise or funding proposals
Internal
Weak staff capacity to provide
consultancy, enterprise and services
High Reduce Build staff capacity in relevant areas of
consultancy and services
Internal
Poor plan implementation leading to
resource wastage
Un-
acceptable
Avoid Monitor activities closely and tie funding to
agreed performance outputs
Internal
Unmet stakeholder expectations Moderate Reduce Stakeholder sensitization Internal
Loss of clientele Medium/
cautionary
Reduce Continuously build capacity of staff to
implement partner programmes
Internal
Un-attractive center's resources and
infrastructure due to poor maintenance
Medium Reduce Continuous audit of resource gaps and
invest in maintenance, construction and
development to international standards to
attract business enterprise
Internal
Loss of partner support due to lengthy
process of partnership creation
Medium Reduce Continuously review steps for partnership
creation
Internal
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
105
THEME RISK RISK
LEVEL
RISK
STRAT
EGY
POSSIBLE MEASURES SOURCE
MANDATE AND OPERATIONAL RISKS
Inability to implement partnership
agreement due to change in government
policy
Medium Reduce Review agreements to comply with
expectations of the government policy
Internal
Reduced collaborative partnerships due
to weak coordination function
Medium Reduce (1.) Build staff capacity on relevant
programs (2.) Improve administrative
function using ISO procedures
Internal
Failure to attract relevant partners Moderate Reduce Improve program implementation and a
niche in STEM to attract partners
Internal
Implementing partner’s objectives at the
expense of institution’s mandate
High Reduce (1.) Scrutinize agreements for clarity of
mutual benefits (2.) Harmonize partner
activities with canter’s plan
Internal
Inadequate staff capacity to conduct of
business enterprise
Moderate Reduce Build staff capacity Internal
Inadequate resources to implement
business enterprise
Moderate Reduce Invest seed funds Internal
Skills shortage Acceptable Accept Audit staff’s skills and capacity develop
them on a needs basis
Internal
Irregular servicing of vehicles, machines
and equipment
Cautionary Avoid Following a maintenance schedule Internal
Ineffective implementation of partner
supported program as per agreement
Medium Reduce (1.) Build staff capacity to deliver partner
supported programs (2.) Institute an M&E
mechanism
External
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
106
THEME RISK RISK
LEVEL
RISK
STRAT
EGY
POSSIBLE MEASURES SOURCE
MANDATE AND OPERATIONAL RISKS
Invalid insurance covers Cautionary Avoid Following an updated schedule External
Competing programmes to consultancy
and business enterprise
Moderate Reduce Benchmark and provide optimal
programmes
External
Failure to expand hotel facilities and
infrastructure due to funds
Moderate Reduce Engage MOE and other funding partners External
Partner’s reneging on their part of
commitment
Acceptable Reduce Ensure alternative options External
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
107
6.5 ANNEX V: CEMASTEA ORGANIZATION STRUCTURE
R & D
Physics
Mathematics
Chemistry
Biology
PC
ICT
Primary
STEM
P&L
FO
Corp. Com
m
DIRECTOR
Training
Board of Management
Corporate
Field Services
SCM
IA
Post Primary
Partnerships - Continental Secretariats -Business Development
Capitation grants -ESD Innovations
ICT Service
s
ADM
HRM
QMS
HOSP
Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.
108
KEY
Acronym P&L R&D ICT HRM ADM HOSP QMS Corp Com SCM FO IA STEM ESD PC
Meaning Partnerships
& Linkages
Research
and
Development
Information &
Communication
Technology
Integration
Human
Resource
Management
Administration Hospitality Quality
Management
System
Corporate
Communication
Supply
Chain
Management
Finance
Officer
Internal
Audit
Science,
Technology,
Engineering,
&
Mathematics
Education for
Sustainable
Development
Performance
Contracting
109
Centre for Mathematics, Science and
Technology Education in Africa
CEMASTEA
STRATEGIC PLAN 2020-2024