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KICD 2015-2020 Strategic Plan i

The Heartbeat of Education

KENYA INSTITUTE OF CURRICULUM DEVELOPMENT

STRATEGIC

PLAN2015-2020

KICD 2015-2020 Strategic Plan ii

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VISION

A world class centre for dynamic and competitive curricula

----------------------------------------------------------------------------------------- MISSION

To provide research based Curricula and Curriculum Support

Materials Responsive to the Needs of the Society

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CORE VALUES

Professionalis

KICD 2015-2020 Strategic Plan ii

mTeamwor

kInnovation and

CreativityIntegrit

yUbuntu-Humane

Trust

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KICD 2015-2020 Strategic Plan 3

Table of Contents

ABBREVIATIONS AND ACRONYMS ..................................................................................IV FOREWORD .................................................................................................................... v PREFACE......................................................................................................................... VI EXECUTIVE SUMMARY ................................................................................................... VII CHAPTER ONE: HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK ........................... 11.0 Background ......................................................................................................................11.1 Mandate ...........................................................................................................................11.2 Core Functions..................................................................................................................11.3 Legislations Relevant to KICD ........................................................................................... 21.4 Policy Documents ............................................................................................................ 31.5 Statement on The Constitution of Kenya............................................................................ 31.6 Rationale for Development of The Strategic Plan................................................................ 41.7 Methodology of Developing The Strategic Plan.................................................................. 4CHAPTER TWO: NATIONAL AGENDA AND DEVELOPMENTAL CHALLENGES ...................... 52.1 Kenya Vision 2030 Framework ......................................................................................... 52.2 The Second Medium Term Plan (MTP II) 2013-2017) ......................................................... 52.3 Education Sector.............................................................................................................. 62.4 The Role of KICD In Implementing The Second Medium Term Plan.................................... 7CHAPTER THREE: SITUATIONAL ANALYSIS ........................................................................ 83.0 Introduction.................................................................................................................... 83.1 Achievements .................................................................................................................. 83.2 Performance For The Last Strategic Period ......................................................................... 93.3 Challenges Faced ............................................................................................................103.4 Lessons Learnt ................................................................................................................103.5 Strengths, Weaknesses, Opportunities And Threats (SWOT) Analysis .................................. 113.6 Environmental Scanning (PESTEL Analysis)........................................................................ 18


3.7 Stakeholder Analysis .................................................................................................... 222CHAPTER FOUR: STRATEGY FOCUS................................................................................ 274.0 Introduction................................................................................................................ 2774.1 Vision, Mission, Motto And Core Values........................................................................ 2774.2 Key Result Area (KRAs) .................................................................................................. 274.3 Strategic Objectives........................................................................................................ 284.4 Strategy Matrix.............................................................................................................. 28CHAPTER FIVE: INSTITUTIONAL CAPACITY AND RESOURCE MOBILIZATION ................... 335.1 Capacity Development ................................................................................................... 325.2 Staffing Levels................................................................................................................ 325.3 Resource Mobilization And Utilization ............................................................................ 35CHAPTER SIX: IMPLEMENTATION AND COORDINATION................................................................ 376.1 Introduction ................................................................................................................ 3776.2 Pre- Implementation .................................................................................................... 3776.3 During Implementation................................................................................................ 3776.4 Post Implementation...................................................................................................... 386.5 Monitoring, Evaluation And Reporting Committee .......................................................... 386.6 Linkages Collaborations And Partnerships........................................................................ 386.7 Risk Management Framework ........................................................................................ 38CHAPTER SEVEN: MONITORING, EVALUATION AND REPORTING.................................. 4107.1 Introduction ................................................................................................................ 4107.2 Budget Monitoring ......................................................................................................... 417.3 Progress Reports ........................................................................................................... 4217.4 Performance Review....................................................................................................... 41APPENDIX 1: IMPLEMENTATION MATRIX ....................................................................... 43APPENDIX II: THE STRATEGIC PLANNING TEAM.............................................................. 89


ABBREVIATIONS AND ACRONYMS------------------------------------------------------------------------------------------CDRC - Curriculum Development and Research CentreCEO - Chief Executive OfficerE&T - Education and TrainingECDE - Early Childhood DevelopmentEMIS - Education Management Information SystemERC - Educational Resource CentreERIS - Educational Research Information SystemERS - Economic Recovery StrategyGoK - Government of KenyaICT - Information and Communication TechnologyIFMIS - Integrated Financial Management Information SystemISO - International Organization of StandardsKICD - Kenya Institute of Curriculum DevelopmentKIE - Kenya Institute of EducationKNEC - Kenya National Examination CouncilKPLC - Kenya Power and Lighting CompanyKRA - Key Result AreaM,E&R - Monitoring, Evaluation and ReportingMDA - Ministries, Departments and AgencyMDGs - Millennium Development GoalsMTER - Mid-Term Evaluation and ReviewMTP - Medium Term PlanNESP - National Education Sector PlanNGO - Non-Governmental OrganizationNITA - National Industrial Training AuthorityPC - Performance ContractPESTEL - Political, Economic, Social, Technological, Environmental

and LegalPPP - Public Private PartnershipRBM - Results Based ManagementSAGA - Semi-Autonomous Government AgencySDGs - Sustainable Development GoalsST&I - Science, Technology and InnovationSWOT - Strengths, Weaknesses, Opportunities and ThreatsTIGA - Technology In Government Award in AfricaTNA - Training Needs AssessmentToR - Terms of ReferenceTSC - Teachers Service CommissionTVET - Technical Vocational Education and TrainingUPS - Uninterruptible Power Supply


FOREWORD-------------------------------------------------------------------------------------------------------

It gives me great delight to present the 2015-2020 Strategic Plan for the Kenya Institute of Curriculum Development (KICD). Relevant Education will be crucial in the basic production of the human resources required for implementing and sustaining Kenya Vision 2030. The development and review of curriculum has in the past not kept pace with the emerging social and economic challenges. The dynamic environment of our times

for education and other areas of society at both local and international level,demand nothing else but super quality and relevant training for facing life. Curriculum therefore becomes the Heartbeat of Education.

The mandate of the Institute is to develop quality curricula and curriculum support materials responsive to the needs of the society. The Institute will advise the government and society on matters pertaining curriculum development, offer consultancy services in basic and tertiary education and training, receive, consider, develop and review curriculum proposals. To promote equity and access to quality curricula and curriculum support materials.

This Strategic Plan is a positive step by KICD in addressing the many underlying challenges facing the Education sector in Kenya. The Sector has multiple and unique issues which calls for coherent and comprehensive approach. The plan will guide the Institute in the delivery of tangible results to its stakeholders for the next five years, as well as playing its role in achieving the National goals of the Country and Society. The Strategic Plan endeavors to address issues affecting the Sector by providing strategies that can give it meaningful opportunities to maximize its potential in providing Curriculum related services.

I wish to emphasize that, the Strategic Plan is a statement of intent. Its key result areas will only be realized if it is effectively implemented. Responsibility for the execution of the strategies rests with all stakeholders.

I sincerely thank all those who participated in the formulation of the Strategic Plan for their ideas and commitment.

Prof. Peter Erastus Kinyanjui


CHAIRMAN


PREFACE-------------------------------------------------------------------------------------------------------

This Strategic Plan articulates the shared vision, mission, core functions, policy priorities, strategic objectives and resource requirements of the Institute for the Strategic period (2015-2020). In developing this Strategic Plan, we have recognized the Institutes’ strengths, weaknesses, opportunities and threats. Similarly, KICD has been able to fully appreciate some of the underlying challenges facing the sector. In realizing its Vision and Mission, the Institute is guided by its mandate, key result areas and strategic objectives which also take into consideration the environment under which the Institute operates.

To actualize the strategies and activities outlined in this document, the Institute shall continue to engage key stakeholders. The operational processes will be reviewed continuously to provide any necessary strategic adjustments.

The formulation of this Strategic Plan was made possible through serious engagement and consultations. I would like to appreciate the commitment of the Chairman, members of the Council and Management for constituting themselves to a very effective Strategic Planning Committee. They played a major coordinating role and generated valuable information. We profoundly acknowledge the professional input provided by the Consultant; Mr. Mathew Malinda, for the strategic oversight throughout the formulation process.

To all our stakeholders who contributed either directly or indirectly to the successful preparation of the Strategic Plan, we thank you most sincerely and encourage you to partner with us in the implementation of the Strategic Plan.

Dr. Julius O. JwanDIRECTOR/CEO

EXECUTIVE SUMMARY------------------------------------------------------------------------------------------The Strategic Plan of Kenya Institute of Curriculum Development (KICD) has been developed in cognizance of Kenya’s Vision 2030, Millennium Development Goals (MDGs) and the Constitution of Kenya 2010 among other legal and policy documents. The implementation of this Strategic Plan will be informed by stakeholder’s needs and good governance. The vision of the Institute is “A world class centre for dynamic and competitive curricula” while the Mission is “To provide research based Curricula and Curriculum Support Materials Responsive to the Needs of the Society”.

The historical, legal and institutional framework presents the development of Institute, the rationale and the methodology of the Strategic Plan. It also provides an institutional framework which expounds on the Institute’s mandate in relation to the Education Sector. The Institute positions itself to play its role in the National agenda and developmental challenges. In this regard, it has also presented its agenda and the challenges in the dynamic environment of the Education sector. It also takes cognizance of the importance of the linkages and collaborations in the achievement of the set strategic objectives. The situational analysis stipulates the achievements of the Institute’s, challenges and lessons learnt. It also deals with the environmental analysis as they affect the Institute using the SWOT and PESTEL models. Key Stakeholders’ were identified, analyzed and their expectations acknowledged. The Institute’s expectation from them has also been stated.

During the Plan period, the Strategy focus for the Institute will emphasize four Key results areas:

1. Curricula2. Curriculum Support Materials3. Research4. Institutional Capacity

A strategy matrix has been developed to match the identified key result areas with strategic objectives and appropriate strategies that will enable the Institute achieve the KRAs.

Institutional capacity and resource mobilization were analyzed to determine the organizational structure and staffing levels. An appropriate implementation and coordination mechanism has been developed which identifies what the Institute must accomplish before, during and post implementation period. A set of risk factors were identified which might affect the implementation of the Strategic Plan and appropriate mitigating factors have been recommended. The Plan puts in place Monitoring, Evaluation and Reporting which include monitoring methodologies, evaluation mechanisms, progress reports, internal audit, monthly and quarterly management meetings, performance management, staff appraisal and external reporting in the achievement of the Plan results. A midterm review will be undertaken and appropriate

amendments made at that time. A final evaluation will be done to create the baseline for the next Strategic Plan.

KICD 2015-2020 Strategic Plan vii

CHAPTER ONE-------------------------------------------------------------------------------------HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK1.0 Background

Kenya Institute of Curriculum Development (KICD) is a body corporate established as a state corporation under the Ministry of Education, Science and Technology. This was realized through the Kenya Institute of Curriculum Development Act No. 4 of 2013.

The history of the Institute dates back to 1957 when an English Special Centre (ESC) was set up in Nairobi for the purpose of coordinating and advising the Ministry of Education on the teaching of English. This was followed, in 1961, by a Science Centre with an aim of promoting the standards of science teaching in the country. A Centre known as Kenya Institute of Education (KIE) which was established in 1964 for developing the teaching educational programmes in the same premise. In 1965, a Mathematics Centre was also set up to develop and implement the new mathematics curriculum for schools. The three subject centres were amalgamated in January 1966 to form a Curriculum Development and Research Centre (CDRC); it also progressively incorporated the development of other subjects.

Kenya Institute of Education (KIE) was established in 1968 by Education Act, Cap 211, of the laws of Kenya. Subsequently KIE took over the functions of CDRC. The legal status of KIE was defined through Legal Notice No. 105 of 1976, as provided for by the Education Act. Amendments to this Order were made through Legal Notice No. 144 of 1980, Legal Notice No. 126 of 1984, Legal Notice No. 125 of 2004 and Legal Notice No. 55 of 2007. The Institute was established as a Semi Autonomous Government Agency State Corporation through legal notice No. 120 of 2010 of the State Corporations Act Cap 446 of the laws of Kenya. The most important is the KICD Act of parliament No. 4 which finally established KICD fully as a state corporation changing the name from the former KIE and giving the Institute full authority to carry out its mandate.

1.1 Mandate

Kenya Institute of Curriculum Development is mandated to develop research informed curriculum and curriculum support materials for Basic and Tertiary education and training below the university.

1.2 Core Functions

The functions of the Institute as stipulated under the Kenya Institute of CurriculumDevelopment (KICD) Act No. 4 of 2013 are to:

(a) Advise the Government on matters pertaining to curriculum development;



(b) Evaluate, vet and approve, for application in Kenya, any local and foreign curricula and curriculum support materials in relation to the levels of education and training" referred to in paragraph (d);

(c) Implement the policies relating to curriculum development in basic and tertiary education and training;

(d) Develop, review and approve programmes, curricula and curriculum support materials that meet international standards for—

(i) Early childhood care, development and education; (ii) Pre-primary education;(iii) Primary education;(iv) Secondary education;(v) Adult, continuing and non-formal education; (vi) Teacher education and training;(vii) Special needs education; and(viii) Technical and vocational education and training.

(c) Initiate and conduct research to inform curriculum policies, review and development; (f) Collect, document and catalogue information on curricula, curriculum support

materials and innovations to create a data bank and disseminate the information to educational institutions, learners and other relevant organizations;

(g) Print, publish and disseminate information relating to curricula for basic and tertiary education and training;

(h) Collaborate with other individuals and institutions in organizing and conducting professional development programmes for teachers, teacher trainers, quality assurance and standards officers and other officers involved in education and training on curriculum programmes and materials;

i) Develop, disseminate and transmit programmes and curriculum support materials through mass media, electronic learning, distance learning and any other mode of delivering education and training programmes and materials;

j) Promote equity and access to quality curricula and curriculum support materials;k) Promote appropriate utilization of technology to enhance innovations

and achievement of a knowledge based economy;l) Offer consultancy services in basic and tertiary education and training;m) Incorporate national values, talent development and leadership values in

curriculum development;n) Receive, consider, develop and review curriculum proposals; ando) Perform such other function as may be assigned to it under this Act or

any other written law.

1.3 Legislations Relevant to KICD

The following are some of the legislations relevant to the functions of KICD


1. Constitution of Kenya, 20102. Kenya Institute of Curriculum Development Act No. 4 of 20133. Basic Education Act 2013


4. Copyright Act 20115. Education Act (Cap 211)6. Kenya National Examination Act (Cap 225 A) 20137. Teachers Service Commission Act 2012 under article 237 of the constitution8. Employment Act 20079. Labour Relations Act 200710. Work Injury Benefits Act 200711. Occupational Safety And Health Act 200712. National Social Security Fund Act13. Retirement Benefits Act 199714. Labour Institutions Act 200715. Leadership and Integrity Act 201216. Legal notice no. 105 of 197617. Legal notice no. 144 of 198018. Legal notice no. 126 of 198419. Legal notice no. 125 of 200420.Legal notice no. 55 of 200721. Legal notice no. 18 of 201022. Legal notice no. 120 of 201023. Presidential Order No. 6.24. Public Officers Ethics Act 200325. Public Procurement Disposal Act 200526. Technical and Vocational Education and Training Act 201327. State Corporation Act Cap 44628. National Cohesion and Values Act

1.4 Policy documents

The following policy documents are relevant to the functions of KICD:

1. Education Sector Reports2. Sessional paper 14 of 20123. Kenya Vision 2030 (MTP 2)4. Millennium Development Goals5. Risk Management Policy6. Annual Performance Contract and Guidelines7. The East African Protocol8. The in-service policy9. Post 2015 Millennium Development Goals (MDGs)10. International Conventions11. National Education Sector Plan (NESP) 2013–201812. Information Communication And Technology Policy

1.5 Statement on the Constitution of Kenya

The Institute recognizes the Constitution of the Republic of Kenya as the Supreme Law of the Republic which binds all persons and all state organs at


all levels. The Institute shall


respect, uphold and defend the Constitution. KICD will action comprehensive curriculum review and reform at all levels in response to the Constitution and other enabling Acts such as, science, technology and innovation, labour market demands, national values (mentoring and moulding), talents nurturing and any other emerging issues in education.

1.6 Rationale for development of the Strategic Plan

The Public Sector is committed to improving its quality, efficiency and transparency through service delivery reforms. This has been carried out through Results Based Management (RBM) and Performance Contract (PC) strategies. The Institute will develop and carry out periodic reviews of the strategic plan which clearly define its strategic direction.The strategic plan provides the framework to guide the development and implementation of annual work plans to ensure efficient and optimal use of resources to achieve the set goals and objectives.

The Strategic Plan process enables KICD to examine the environment in which it operates, explore the factors and trends that affect the way it does business, attain its strategic vision and mission, identify strategic issues which must be addressed and find ways to address them.

1.7 Methodology of Developing the Strategic PlanThe strategic plan was developed through a consultative process which involved the staff filling questionnaires on different variables of the Institute. Reference was also made to the appropriate Legal instruments, policy and other relevant documents. The KICD Council and Management further deliberated on the internal and external environment to determine the key result areas, strategic objectives, strategies and activities. Further, the strategic plan was subjected to the stakeholder validation and further input.


CHAPTER TWO-------------------------------------------------------------------------------------NATIONAL AGENDA AND DEVELOPMENTAL CHALLENGES2.1 Kenya Vision 2030 Framework

In 2003, the Kenya Government developed the Economic Recovery Strategy (ERS) for Wealth and Employment Creation in order to respond to the global economic crisis which had impacted negatively on the social, environmental and political stability of many nations including Kenya. The strategy was effectively implemented resulting in rapid economic growth from 0.6% in 2002 to 7% in 2007. Poverty levels were reduced from56% in 2002 to 46% in 2006. Other public sectors such as health, education and business were also impacted positively.

Following the successful implementation of ERS, the government developed a long term blue print, Kenya Vision 2030. The Vision is motivated by a collective aspiration for a better society by the year 2030 in order to create a globally competitive and prosperous citizenry. The aim of Vision 2030 is to transform Kenya into a newly-industrialized, middle-income country providing a high quality of life to all its citizens in a clean and secure environment.

The Kenya Vision 2030 is anchored on three key pillars: Economic, Social and Political. The Economic pillar aims at achieving an economic growth rate of 10 per cent per annum and sustaining the same till 2030 in order to generate adequate resources for achieving the Vision’s goals. The Social pillar seeks to achieve a just, cohesive and equitable social development in a clean and secure environment. The Political pillar aims for an issue- based, people-centred, results-oriented and accountable democratic system. Each of the three pillars specifies priorities for the respective sectors of the economy which include flagship projects and other high priority programmes.

2.2 The Second Medium Term Plan (MTP II) 2013-2017In general, Kenyans concede that many of the objectives of MTP 1 (2008-2012), have been achieved, but there is general consensus that a more concerted effort is vital if the Vision is to be achieved by the year 2030 (first MTP evaluation report). In addition, there is need to review our priorities as a nation, ensure that Kenya sustains the gains so far registered beyond MTP 1 and build further momentum towards achievement of the Vision.

The Second MTP aims to build on the successes of the first MTP particularly in


increasing the scale and pace of economic transformation through infrastructure development, and other sector priorities under the economic and social pillars of Vision 2030. This plan is envisaged to move the economy towards a growth trajectory to achieve the 10 percent economic growth rate and achieve goals and targets outlined under the social and political pillars of Kenya Vision 2030 by 2017. The theme of this MTP is Transforming Kenya:


Pathway to Devolution, Socio-Economic Development, Equity and National Unity. It prioritizes policies, programmes and projects to reduce poverty and inequality.

The Second MTP is unique in that it has been developed and will be implemented within the context of the Constitution of Kenya 2010, which gives rise to a devolved structure of government and hence new and distinct governance structures at the national and county levels. As such, all aspects of the development and implementation of the second MTP take cognizance of and are guided by the Constitution.

Under this MTP, transformation of the economy is pegged on rapid economic growth on a stable macro-economic environment, modernization of our infrastructure, diversification and commercialization of agriculture, food security, a higher contribution of manufacturing to our GDP, wider access to African and global markets, wider access for Kenyans to better quality education and health care, job creation targeting unemployed youth, provision of better housing and provision of improved water sources and sanitation to Kenyan households. Some of the key priority areas stipulated in the second MTP likely to impinge on the implementation of this Strategic Plan include: Constitution and Devolution; National cohesion; Security; Drought Emergencies and Food Security; Equity in access to opportunities and lower cost of living; Education; Infrastructure; Industrialization; Investment to support growth; Competitiveness and Rebalancing Growth, and Governance and Public Financial Management Reforms.

2.3 Education sectorThe Education and Training Sector is expected to provide globally competitive quality education, training and research for sustainable development which will position Kenya as a regional centre of research and development. The sector has identified strategic areas for implementation in MTP II. The choices have been informed by the analysis of the challenges and constraints in the sector, gaps and constraints in the implementation of MTP I and need to reform and align the sector in accordance with the provisions of Constitution 2010 and aspirations of Vision 2030.

TheThe EduEducatcatiioonn SSeeccttoorr hhasas iiddententiiffiieded tthhee ffoolllloowwiing:ng:

1) Actualizing the right to free and compulsory basic education2) Enhancing quality and relevance of Education and Training3) Governance of Education and Training sector4) Post basic education5) Financing Education and Training6) ECDE Mainstreaming7) Establishment of EMIS Centres in Each County8) Training of Artisans


9) Curriculum Review and Reform10) Integrating Information, Communication and Technology into Teaching and

Learning

11) Basic Education Infrastructure12) School Health and Nutrition13) Affirmative Action


14) Technical, Vocational Education and Training15) University Education16) Science, Technology and Innovation17) Modernizing Teacher Training18) Developing key programmes for learners with special needs19) Revising curriculum for universities and technical institutes to include

more science and technology and increase public funding20) Strengthening partnerships with the private sector (PPP)

2.4 The Role of KICD in implementing the Second Medium Term PlanKenya Institute of Curriculum Development will specifically undertake:

a) Curriculum Reformsb) Continuous curriculum Reviewc) Integration of Information, Communication and Technology into Teaching and

Learningd) Integration of Science, Technology and Innovation in the curriculum e) Restructuring teacher training programmesf) Promotion of Technical and Vocational Educationg) Enhancing quality and relevance of Education and Training h) Governance of E&T sectori) Developing key programmes for learners with special needs j) ECDE Mainstreaming


CHAPTER THREE

----------------------------------------------------------------------------------------------- SITUATIONAL ANALYSIS3.0 IntroductionThe development of this Strategic Plan started with an internal and external assessment of the Institute. This focused on a critical review and analysis, achievements, challenges and lessons learnt. The analysis was conducted using SWOT, PESTEL and Stakeholder Analysis. Both positive and negative factors were identified. The strategic implications were developed and appropriate strategic responses recommended.

3.1 AchievementsKenya Institute of Curriculum Development has recorded major achievements in various areas. These include:

a) Curriculum

Developed curricula and curriculum support materials for special education learners

Developed curricula and curriculum support materials for different clients based on their needs.

b) Service delivery

Developed KICD service delivery charter

c) Awards

The Institute transited to a State Corporation status Centre of excellence in Curriculum development in the region Innovators Award Acquired ISO re-certification Re-branded the Institute name to reflect its mandate on

curriculum development

d) Equipment and infrastructure

Acquired state of art printing facilities Construction of education resource centre Established a databank for e-resources


Developed and disseminated electronic and non-electronic curriculum support materials in identified areas

Equipped e-learning laboratory with the state of art equipment for content development and production for use in learning institutions.


Established a curriculum innovation centre and a demonstration model classroom for training of teachers on integration of ICT in teaching and learning.

e) Capacity building

Trained and well qualified personnel Developed a curriculum policy framework Trained cohort of teachers on integration of ICT in teaching and

learning using the digital content Trained cohorts of teachers online Development of an online orientation course for teachers Expansion of graphic section to secure both TV and E-learning Integrated ICT in the functions of the Institute Enhanced security systems (CCTV, and digital locks) Establishment of a data recovery system

f) Staff welfare

Growing Staff Contributory Pension scheme Growing Medical Scheme

g) Partnerships and collaborations

Partnership and Collaboration with other Countries and Multinationals

3.2 Performance for the last strategic period

The following table gives an analysis of the Institute achievements of the strategic objectives in the 2010-2015 Strategic Plan.

Table 1: Rating of Strategic ObjectivesFACTOR % Rating

1. To assure quality of the curriculum 772. To provide quality curriculum support materials for all

levels of basic and tertiary education77.5

3. To enhance the implementation of the KICD developed curricula

70.754. To enhance the capacity of the Institute for curriculum

research and development69.5

5. To integrate ICT in the curriculum 71.56. To enhance service delivery to internal and external customers of

KICD

56

7. To enhance the financial base of KICD 68.258. To enhance curriculum development,

dissemination and implementation through media

709. To enhance access and equity in curriculum support materials

67.75


FACTOR % Ratingthrough the educational broadcasting channel

10. To mainstream contemporary and emerging issues in the curriculum

71.25

11. To mitigate the prevalence of HIV & AIDS 71.2512. To promote integrity 67.7513. To incorporate aspects of the Kenya constitution

into the curriculum72.5

Overall Mean Rating 70%

3.3 Challenges FacedDuring the Strategic period of 2015-2020, the Institute experienced various challenges that constrained full achievement of all the planned activities. In particular, some of the challenges were:

1. Delayed disbursement of funds2. Lack of Planning policy3. Challenges in implementation of the Schemes of Service4. Decentralization of KICD services5. Insufficient financial resources6. Staff retention7. Failure to strictly adhere to the Institute’s client service charter commitments8. In-adequate infrastructure (tools and equipment’s)9. Poor mechanism and inadequate tools for continuous monitoring of

curriculum delivery10. Failure to monitor and evaluate Institute’s policies11. Lack of communication policy and marketing strategy12. Lack of empowerment of Planning section to monitor and evaluate performance13. Low bandwidth14. Lack of performance based reward and sanction system15. Lack of succession planning policy16. Slow and tedious procurement processes

3.4 Lessons LearntThe following lessons formed a basis of better implementation of this strategic plan:

1. Need for staff motivation strategy2. Need to develop a harmonized institutional work plan with budget3. Need to develop programme based budget4. Need to adhere to the master work plan5. Envisioning of staff on the strategic plan


6. Shared vision on the performance contract activities7. Need to adhere to the commitments of the service charter8. Need to develop Planning policy9. Need for reward and sanction system to be developed and implemented.


10. Need for continuous review of the curriculum11. Need for a teacher orientation strategy12. Need for continuous monitoring of the curriculum implementation13. Need for research to inform curriculum development on new trends14. Effective communication strategy is critical15. Avoid duplication of activities16. Need for involvement of staff in activities17. Need to develop a strategy to train staff on dynamic technological changes18. Need to create opportunities for transfer of training skills19. Need to embrace Public Private Partnership (PPP)20.Need to enhance collaborations, networks and linkages21. Need for a strategy for sharing information on regional and global

trends on education22. The need for strategies to enhance resource mobilization23. Need to appreciate all curriculum being implemented in Kenya24. Embrace innovation in curriculum development

3.5 Strengths, Weaknesses, Opportunities and Threats (SWOT) AnalysisAn analysis of the Institute’s internal and external environment was undertaken as part of the strategic planning process. The objective of the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is to provide detailed information on how internal and external environments impact on the operations of the Institute. The internal environment explores the strengths and weaknesses of the Institute while the external environment provides the opportunities that are available and the threats that may affect the Institute’s operations.

3.5.1 STRENGTHS

Strength Strategic Implication Strategic Response1. Teamwork Increased Productivity Team building and

bonding sessions2. Effective

monitoring and evaluation system of the Institute’s performance management

Efficiency and effectiveness in service delivery

Upgrade and strengthen planning function

3. Strong cohesion/psychological set up

Confidence and trust among staff

Create harmonious working environment

4. Consultation and inclusivity in decision making

Improve attitudes and perception process

Host consultative forums for staff


5. Qualified and motivated staff

Increased productivity and cross functional excellence

Opportunities for career growth

Dynamic and responsive schemes of service6. Conducive

work environment

Improved staff performance

Provide and maintain a conducive working


Strength Strategic Implication Strategic Responseenvironment

7. Availability of capacity building opportunities

Improved performance and motivation

Provide for budget allocation for capacity building Continuous

TrainingNeeds

Assessment On job learning 8. Availability of

Infrastructure (TV and Radio)

Better and wider dissemination of educational information

Provide for budget allocation, human resource for radio and TV programme production

Development of relevant content

9. Collaborations and partnerships

Expansion of its networking with other stakeholders

Create and maintain sustainable partnerships and collaborations

10. Varied cultural background (core values)

Diversity in taking different roles and responsibilities

Observing affirmative rule and regional balance

11. Hospitality Good reputation and institutional image

Continuous awareness to staff on need for hospitality

Customer care education to all staff

12. The only national curriculum development centre

National outlook, goodwill and a niche in the market

Develop responsive and dynamic curriculum for the society

13. State of the art media facilities

Excellent performance and quality production and services

Continuously maintain and upgrade the facilities

14. Location Ease of Accessibility Proximity to CBD

Advertise and provide information on KICD location

15. Co-ordination between supervisors and staff

Output increased Enhance interaction forums between staff and supervisors

16. Developed radio, TV and interactive media programmes

Efficient delivery of curriculum

Allocate budget for media programmes production development17. Legal backing –Act

of parliament established a state corporation

Mandate legally institutionalized and recognized

Stability of tenure for majority of the

Advocacy and Lobbying among the stakeholders

Sensitize the stakeholders


Strength Strategic Implication Strategic Responseemployees

18. Well-equipped graphics sector

Produce quality multimedia programs

Maintenance and upgrading of graphic equipment and software

Recruit qualified staff19. Funding from the ministry of education

Facilitates curricula and curriculum support materials service delivery

Lobby for enhanced budget allocation

20. Ready market for KICD products and services

Assured generation(source of income)

Business DevelopmentStrategy

Create awareness on the existence of products and services

Explore market for the products and services21. Expertise in

curricula and curriculum support materials development

Competitive advantage

Develop and Implement a competitive scheme of service

Create awareness on the existence of the 22. Online curriculum

orientation - Elimika

Universal access, cheap, fast dissemination

Maintain and update the platform

Create awareness on the platform

23. Good image with stakeholders

Trust and faith in KICDproducts

Maintain a good image and develop quality products24. Stability from

major political influences

Potential for progressive growth

Advocacy and lobbying among the political class25. Broad client cache Potential for growth

and economic development

Offering quality products and services

Marketing of products and services26. Consultancy

services on curricula and curriculum support materials

Revenue increment Offer consultancy services to the client

Create awareness of consultancy services27. Library Improved access

to learning resources

Restock the Library with relevant resources28. Ability to carry

out curriculum based research

Curriculum development process informed by research

Recruit and retain highly qualified researchers

Thought leadership


3.5.2 WEAKNESSES

Weakness Strategic Implication Strategic Response1. Staff turn over Low production

and loss of talented staff

Low quality products and

Develop and Implement dynamic scheme of service

2. Rigid organizational structure

Demotivation and high staff turnover

Timely and regular review of organizational 3. Lack of cohesion Poor working

relationshipEncourage team building activities

4. Poor internal communication

Poorly informed staff Develop and implement a communication policy5. Lack of consistent

and relevant staff training

Low productivity among staff

Low skills level Low quality

service delivery

Conduct regular staff training needs assessment and implement timely and relevant training

6. Poor operationalization of strategic plan

Some key programs have not been adequately implemented

Performance contract and work plans based on the strategic plan

7. Weak monitoring and evaluation system

Failure to meet performance targets

Put effective and feasible monitoring and evaluation policy in place8. Low adherence to

the service delivery charter

Poor internal /external customer satisfaction

Implement service charter to the full

9. Weak financial internal controls

Reduced A-IN-A Strengthen internal controls

10. Poor planning of resources

Wastage and lack of income that would otherwise be generated by the Institute

Proper planning mechanisms for use of resources

11. Poor marketing of the

Institute

Reduced clients Develop and implement a marketing strategy

Develop business development strategy12. KICD not well

known after change from KIE

Missed strategic opportunities

Develop rebranding strategies

Creating awareness on KICD services and products13. Manual

operating systems

Slow dissemination of information and delivery of service

Automate the systems

14. Bureaucracy Slows in service in all the departments

Re-engineer approval systems


Weakness Strategic Implication Strategic Response15. Lack of functional

policies e.g. research policy

Undermined exploitation potential among the professionals

Develop and implement policies

16. Weak linkages with educational institutions

Duplication of services Wastage of resources

Establish linkages with educational institutions17. Inadequate

office spaceUncoordinated spread of staff offices in the Institute

Enhance open plan office system

18. Maintenance of old fleet of vehicles

Over expenditure on transport

Affects delivery of service

Implement transport policy on vehicle replacement

19. Lack of secret security codes for KICD materials

Poor accountability on sale of materials

Install barcodes on

KICD materials

Develop IT 20. Timely Replenishment of syllabuses and support materials at the bookshop

Dissatisfied customers Low reference to

the KICD syllabus and other materials at

Develop a policy on a revolving fund for replenishment of support materials

21. Slow responsiveness to emerging societalneeds

Hindrance in development

Reform curriculum informed by research

22. Research findings are not effectively implemented

Inability to come up with effective changes in the curricula and curriculum support materials

Develop an implementation framework for research reports

External Environment Analysis

As the Institute sets to implement its Strategic Plan, there are bound to be opportunities and threats. Opportunities are the operational potentials that the Institute will exploit in order to achieve its stated goals and objectives. Threats are the external operational challenges that are likely to hinder KICD from realizing its mandate. Analysis of the Institutes’ opportunities and threats are outlined below:

3.5.3 OPPORTUNITIES

Opportunity Strategic Implication Strategic Response1. New technology Improved service

deliveryEmbrace appropriate emerging 2. Consultancy services Increase

revenue generation

Develop strategies to improve consultancies


3. Ready audience for EDU Channel programmes

Increase access to curriculum content

Influence equity in

Develop a channel policy

Position the channel


Opportunity Strategic Implication Strategic Responseaccess to education including the hard to reach regions

competitively in the media industry

Conduct regular audience surveys and implement recommendations4. Printing of

education materials for reformed

Ensure that quality print products are printed

Develop an effective investment plan

5. Establish a state of the art of the bookshop

Efficient and effective promotion of KICD developed materials

Operationalize the state of art multimedia bookshop concept as designed in the ERC

6. Capacity building opportunities of internal and external staff

Well skilled staff Develop proposals for capacity building

Develop personalized staff development plans that identify on job learning 7. Alternative

distribution channels

Increased access to KICD Products

Partner and collaborate with externalbookshops

Establish cloud access system8. Decentralization

to countiesIncreased curriculum information points and materials

Develop and Implement decentralization and county partnerships strategies9. Partnering with

universities/ development partners to offer ICT integration in Education courses

Enhanced partnership with universities and companies

Improved curriculum delivery through ICT

Establish partnerships and collaborations with Universities and development partners

Develop concepts/proposals to submit to 10. Education

exchange programs –national and international

Enhance competencies for staff in developing different programmes

Enhance an appreciation of

Plan for exchange programmes and allocate adequate resources

11. Curricula development for international market and institutions

Quality curriculum for educational institutions

Create partnerships with both local and international institutions12. Review of

evaluatingAccess to quality teaching

Develop a vetting and


Opportunity Strategic Implication Strategic Responseand vetting Curriculum Support materials both print and online

and learning materials evaluation policy document for online materials

13. Training of teachers (private institution) on syllabus interpretation

Quality curriculum delivery among private institutions

Create partnership and linkages with private institutions

14. Benchmarking with other East African countries

Improve quality of curricula and curriculum support materials

Create partnership and linkages with other East African countries15. Repository of

educational resource in print media, electronic media and multimedia

Access to quality and relevant learning materials in all formats

This should be sustained

16. Establishment of the Educational Resources Center

Testing and simulation of the Curriculum Content concepts

CSM Demonstration for effective

Enhance resources mobilization for the ERC

Develop staff capacity to operationalize

3.5.4 THREATS

Threat Strategic Implication Strategic Response1. Changes of customers’

preferences and needs

Creates a gap customers’ preferences and needs

Irrelevant products

Continuous customer satisfaction surveys carried out and implemented

Develop a CustomerRelationshipManagement System

Create 2. New competitors – those developing curriculum

Conflicts KICD Mandate Lobbying and Advocacy

3. Inadequate government budget

Quality of services and products compromised

Lobbying and

Advocacy

Income 4. Green pastures offering good packages

High staff turnover Delivery of

services affected

Develop and implement competitive schemes of service5. Migration to E-

learning and digital

Outdated technology for service delivery

Develop strategies to adopt to new


Threat Strategic Implication Strategic Responseera technologies

Develop IT partnerships6. Copyright/piracy Loss of revenue

Quality and standards compromised

Establish copyright/piracy framework

7. Competition from other media houses

Reduced revenue and viewership

Develop competitive media programmes

Recruit qualified and adequate educational media experts

Strategic partnership with 8. Security threats

by terrorists Compromised

staff security Interfere with

running of programmes

Enhance security systems

9. Nairobi county by- laws

Interference with programmes implementatio

Lobby and Advocacy MoUs with

county governments10. Court cases

by stakeholders

They derail implementation of service delivery

Recruitment of counsel

11. Existence of materials that are not vetted by other curriculum related materials

Compromised quality and standards materials

Establish monitoring framework for materials

12. Conflicting Government policy on curriculum

Conflict of curriculum development

Lobbying and Advocacy

3.6 Environmental Scanning (PESTEL Analysis)A broad Political, Economic, Social, Technological, Environmental and Legal (PESTEL) scan was undertaken with a view to describing the circumstances under which the Institute operates so as to be able to appreciate the factors that will either support or impede the process of implementing the strategic plan. A synthesis of the outcome of the PESTEL Analysis is presented in the table below:

3.6.1 POLITICAL FACTORS

Factor Strategic Implication Strategic Response1. KICD Act Independence

from political interference

Developing regulations to operationalize the Act


2. Regional integration Free movement of learner in the region

Development of a harmonized curricula


Factor Strategic Implication Strategic Response Increased partnerships Flexible curricula Increased

resource

Training teachers across the countries

3. Regional balance Enhances cohesion and integration

Application of affirmative action without affecting merit

3.6.2 ECONOMIC FACTORS

Factor Strategic Implication Strategic Response1. Inflation High cost of

doing business Scaling down

of operations

Rationalize operations

Prioritize activities

Seek more funding2. Fiscal policy (VAT) High cost of doing

businessRationalize activities

3. Government grants from exchequer

Deferral of activities Slow

implementation of projects

Delay in curriculum activities

Increased AIA

4. Low facilitation allowances to subject panel members

Poor quality of the curricula and curriculum support materials developed

Inability to attract expert panel

Development of policy on panel members allowance

5. High costs of operating profit centers at the Institute

Low returns/revenue leakages

Inadequate A-in-A

Enhance internal controls

Market survey3.6.3 SOCIAL FACTORS

Factor Strategic Implication Strategic Response1. Emerging issue Overloaded curricula

Affects planned activities and budgets

Prioritize and mainstream emerging issues

2. Insecurity challenge Undermine curriculum development and orientation

Collaboration with key stakeholders

3. Cohesion and interpersonal relations

Low productivity and synergy

Team building Counseling Institute

disciplinary action


Factor Strategic Implication Strategic Response4. Alcohol and drug abuse

Affects productivity Development andImplement ADA Policy

3.6.4 TECHNOLOGICAL FACTORS

Factor Strategic Implication Strategic Response1. Rapid changes

inTechnolog

y

Use of obsolete technology

Speedy adaptation of emerging technology

Review of ICT policy Develop IT

partnerships2. Internet connectivity Lack of access to current information

Intra communication

Increase bandwidth or megabytes per second to sustain the demand

Install fibre optic3. Integrated information management system

Poor service delivery Over-reliance on

temporary employees

Complaints from

Implement integrated management system

3.6.5 ENVIRONMENTAL FACTORS

Factor Strategic Implication Strategic Response1. Inappropriate

office space Low output Unfavorable

working conditions

Hasten completion of

ERC Refurbishment

of some offices2. Rain water management

Poor drainage system Blocked

sewerage system

Frequency of pests Water storage

Regular maintenance of drainage systems

Development of environment sustainable services

Creating awareness for sustainable environmental conservation3. Noise and

Air pollution Possible

health complications

Exposure to adverse work environments

Affect employees health

Use of protective gears for those working in pollution prone areas

Noise barriers/arrestors

Increased insurance cover

Enhance safety


Factor Strategic Implication Strategic Responseregulations

Conduct annual safety and health audit4. Waste Management Health hazards

Increase of pests/fleas Litigation Loss of business

Effect separation of waste disposal with designated areas

Regular fumigation/collection

Implementation of waste

3.6.6 LEGAL FACTORS

Factors Strategic Implication Strategic Response1. Conflict between

KICD Act and other acts within the Education Act

Delay/non-execution of some core functions of KICD

Harmonization of various legislations

2. Conflict of interest in authorship

Litigation Adherence to PublicOfficers Ethics Act 2003

Review policy on authorship by KICD staff ( book policy)

Compliance with stipulated regulations

Create awareness 3. Infringement on

Copyrights

Loss of intellectual property rights

Loss revenue

Ensure bar codes and use ISBN numbers

Institute litigation Patenting of 4. Non-compliance

to relevant Acts and regulations

Litigation Poor corporate image Duplication of services Incur penalties

Ensure compliance to allActs

4. Rule of 1/3 in recruitment-gender

Gender equity and mainstreaming

Constitution of Gender committee

Development and implementation of Gender policy


3.7 Stakeholder AnalysisThe Stakeholder analysis involved taking stock of all parties who have different interests and expectations on the outputs and the operations of the Institute. This analysis was conducted in order to understand the nature and extent of the functional relationships and the various stakeholder expectations. The stakeholders included learners, suppliers, publishers, teachers, key line ministries, SAGAs, Universities, Institute staff, Parastatals, and development partners amongst others. The table below gives the summary of the analysis:

Table 3.7.1 Stakeholder Analysis

STAKEHOLDER STAKEHOLDER EXPECTATION KICD EXPECTATION1. Learners Quality, relevant and

inclusive curricula and curriculum support materials

Give feedback Acquisition of

knowledge, skills attitudes and values2. Teachers,

Trainers and Tutors

Manageable Curriculum for implementation

Orientation on curriculum programmes

Access the curriculum support materials

Programmes for Training of tutors

Effective implementation of curriculum

Continuous assessment Appropriate

teaching methodologies

Participation in the orientation programs

Submission of feedback on our curricula

3. Ministry of Education, Science and Technology

Provision of quality curricula and curriculum support materials

Curriculum that addresses national goals of education

Provision of technical and financial support

Facilitate dissemination of the curricula and curriculum support 4. Other Ministries Development of curriculum

that meets their needs for theirclients


Periodic submission of information on their required competencies

Implementation of


5. Universities Curriculum that will facilitate acquisition of the required competencies to undertake university education

Universities take cognizance of KICD curriculum when developing their programs


STAKEHOLDER STAKEHOLDER EXPECTATION KICD EXPECTATION Feedback on

research carried out on curricula delivery in learning institutions6. TSC Develop relevant and

quality teacher education curriculum

Orient teachers on the curriculum

Develop teachers professional programmes

Management for teachers for effective curriculum implementation

Ensure proper curriculum implementation

Recognition of the professional development programmes

Feedback on 7. Kenya National Examination Council (KNEC)

Quality, relevant and inclusive curriculum for assessment

Conduct quality assessment of the learners based on the curriculum

Provide guidance on diagnostic 8. National

Industrial TrainingAuthority (NITA)

Compliance with statutory regulations

Quality implementation of industrial curriculum developed by KICD

Facilitate training ofKICD staff9. NGOs/Civil

Society

Development of relevant and quality curriculum for their clientele

Curriculum that incorporates various emerging and contemporarily issues

Vetting of their programmers and curricula

Support and facilitate development of the curriculum

Compliance with the regulations of the education sector

Periodic submission of information on their clientele

Implementation of the curriculum and 10. Other countries Collaboration, partnership

and consultancies in Curricula and Curriculum Support Materials

Mutual confidence and understanding

Win-Win solutions in the partnership and collaborations

11. Parents/ Guardians

Curriculum that develops their children to be productive (physical, spiritually, socially

Support of teachers and learners in the implementation of


STAKEHOLDER STAKEHOLDER EXPECTATION KICD EXPECTATIONand morally) and responsible citizens

curriculum Create a conducive

learning environment

Feedback on the curriculum12. Employees An enabling

working environment

Optimum productivity and ownership

13.

Neighbouring community

Security and environmental consciousness

Mutual understanding and support

Security and environmental consciousness

Mutual understanding and support14. Government of

Kenya Provide quality

Curricula and Curriculum Support Materials

Ensure all foreign curricula in line with Government policies


Ensure compliance with the regulations relating to curriculum development and 15.

DevelopmentPartner

s

Program of activities/work plans

Accountability and transparency system in place

Mutual understanding Technical Assistance Feedback on the

research carried out Information sharing

16. Private sector Development of curriculum that meets the need in the technological and industrial sector.

Submission of their training needs

Periodic submission of information on their clientele and 17. Religious

organizations

Development of relevant and quality curriculum for their clientele in line with the nations philosophy

Mutual understanding

Support and facilitate development of the curriculum

Compliance with the regulations of the

education sector

Periodic submission of information on 18. Teachers Unions Develop teachers

professional programmes

Orient teachers on

Advocacy for effectiveCurriculum implementation


STAKEHOLDER STAKEHOLDER EXPECTATION KICD EXPECTATIONCurriculum

19. SAGA’s (KEMI, KISE, CEMASTEA)

Provision of quality Curricula and Curriculum Support materials

Collaboration and consultancy on curriculum development and

Participation, support and facilitation in the development of quality Curriculum

Enhance the implementation of Curriculum20. Kenya

Schools Heads Association

Manageable Curriculum to implement

Offer curriculum orientation programs

Supervision on effective implementation of curriculum

Participation in the orientation programs

Submission of 21. Bookshops Adequate supply of curricula and curriculum support materials

Consistent stock of curricula and curriculum support materials

Affordable and ease of access of curricula and curriculum support materials

22. Publishers (JKF, KLB)

Development of quality curriculum

Evaluation of curriculum support materials

Release of syllabus on time

Mutual understanding and collaboration

Development of quality curriculum support materials

Compliance and submission of curriculum support materials for 23. Suppliers Business to supply goods

and services Timely processing

of payments Comply with PPDA

Compliance with PPDA Supply of quality

goods and services

24. Educational assessment and resource centers

Relevant curricula and curriculum support materials

Support and collaboration orientation of curricula and

Timely feedback on the curriculum

25. County executives for Education

Collaboration on curriculum issues

Guidance in policy in regard to curriculum

Provide curriculum for ECDE

Timely feedback and collaboration

Advocacy for effective curriculum implementation

26. General public Development of educational

Collaboration in the

STAKEHOLDER STAKEHOLDER EXPECTATION KICD EXPECTATIONprogrammes on various,emerging and contemporarily issues

• Collaboration on curriculum issues

development ofprogrammes

• Periodic submission of information andfeedback

KICD 2015-2020 Strategic Plan


CHAPTER FOUR----------------------------------------------------------------------------------------------- STRATEGY FOCUS4.0 IntroductionThe Institute intends to strategically focus on its core functions and operations as stipulated in the Vision, Mission, Motto and Core Values in order to realize its objectives. The Vision is the mental desired picture of the organization. The Mission is the overriding reason that gives KICD its identity and unique purpose. The Motto is an expression of the guiding principle. The Core Values reflects the Institute culture and common belief to which all members subscribe.

4.1 Vision, Mission, Motto and Core Values

VISION

A world class centre for dynamic and competitive curricula

MISSION

To provide research based Curricula and Curriculum Support Materials Responsive to theNeeds of the Society

MOTTO

The Heartbeat of Education

CORE VALUES

1. Professionalism2. Teamwork3. Innovation and Creativity4. Integrity5. Ubuntu-Humane6. Trust

4.2 Key Result Areas (KRAs)


1. Curricula2. Curriculum Support Materials3. Research4. Institutional Capacity


4.3 Strategic Objectives1. To ensure quality of curriculum for basic and tertiary education and training2. To enhance implementation of KICD developed curricula3. To provide quality curriculum support materials for basic and tertiary education4. To enhance access and equity in curriculum support materials5. To promote appropriate utilization of technology6. To conduct research for informing development and review of curriculum policies7. To attract, develop and retain qualified staff8. To establish proper management and mobilization of financial resources9. To embrace ICT in all programmes and operations

10. To develop appropriate physical infrastructure and equipment11. To enhance Corporate Image12. To ensure the achievement of the Institutes goals and objectives

4.4 Strategy Matrix

KEY RESULT AREAS STRATEGIC OBJECTIVES STRATEGIESKRA 1: CURRICULA 1. To ensure quality of

curriculum for basic and tertiary education and training

Carry out curriculum reforms for basic, tertiary education and training in response to general education, vocation and talents Continuously review curricula for basic, tertiary education and training and special needs education Capacity building for curriculum developers and panel members

Benchmark with the best curriculum development centers

Forge partnerships with universities, industries and the private sector

Evaluate foreign and local curricula developed by other bodies

2. To enhance implementation of KICD developed curricula

Develop and conduct in- service programmes Build capacity of curriculum implementers and field officers


Integrate contemporary and emerging issues in curriculum for basic and tertiary


KEY RESULT AREAS STRATEGIC OBJECTIVES STRATEGIESeducation and training

Prepare Continuous professional development programmes for curriculum deliveryKRA 2:

CURRICULUM SUPPORT MATERIALS

1. To provide quality curriculum support materials for basic and tertiary education

Review the guidelines on evaluation of curriculum support and online materials Develop electronic curriculum support materials for alllevels of basic and tertiaryeducation Develop quality prototype teaching and learning materials to enhance curriculum delivery Evaluate, vet and approval of print and electroniccurriculum support Disseminate electronic and non- electronic curriculum support materials Monitor the availability and use of curriculum support materials in learning institutions

Print, publish and disseminate information relating to curricula support materials for basic and tertiary education and training

Orientate the curricula support materials inseminators Collect, document and catalogue information on curricula, curriculum support materials and innovations to create a data bank Development of ERC business plan

Develop resource mobilization strategies for ERC

Complete construction of


KEY RESULT AREAS STRATEGIC OBJECTIVES STRATEGIESERC building and operationalize the completed phases

2. To enhance access and equity in curriculum support materials

Providing broadcast content for digital educational channel

Ensure broadcast standards are adhered to Capacity build EDUbroadcasting channel staff

Upgrade the broadcasting infrastructure and Ensure compliance on the use of approved curricula and curriculum support materials in learning institutions3. To promote

appropriate utilization of technology

Develop online programs to enhance curricula implementation

Enhance ICT related curriculum innovationsKRA3: RESEARCH 1. To conduct research

for informing development and review of curriculum policies

Develop research policy and protocols

Conduct curriculum based research

Monitor and evaluate curriculum implementation to inform orientation and professional programmes Conduct summative evaluation of the curriculum and disseminate the report Collaboration with other research agencies and institutions Establish an Educational Research Information KRA 4:

INSTITUTIONAL CAPACITY

1. To attract, develop and retain qualified staff

Review OrganizationalStructure

Undertake a comprehensive Job evaluation & Schemes of Service Competitive recruitment of staff

Undertake a comprehensive


KEY RESULT AREAS STRATEGIC OBJECTIVES STRATEGIESTNA

Implement an integrated system for HR Enhance staff motivation and envisioning

Improve on the WorkEnvironment

2. To establish proper management and mobilization of financial resources

Mobilize resources Develop and

implement annual budgets Develop and implement internal control systems Develop and implement risk management framework Ensure efficient procurement of goods and services Dispose Idle Assets according to PPOA

Review & strengthen internal audit function

3. To embrace ICT in all programmes and operations

Enhance information generation, gathering and dissemination

Cloud Productivity and utilization services Enhance ICT disaster recovery and business continuity Online streaming of digital content, EDU and Radio programmes

Integrate ICT in Internal audit operations

4. To develop appropriate physical infrastructure and equipment

Upgrading additional physical facilities

Replacement of unserviceable equipment’s and motor vehicles Automate fixed asset

register Improve safety at the work place

Centralize Telephone exchange Computerize Registry

records5. To enhance CorporateImage

Develop and implement a comprehensive Communication


KEY RESULT AREAS STRATEGIC OBJECTIVES STRATEGIES Adopt good

corporate governance Corporate social responsibility Establish a crisis management framework

Establish a recreational centre/club for Prevention and management of HIV/AIDS, in the Institute, Mainstreaming of gender and people with disability Institutionalize the corporate values

Define KICD corporate culture

6. To ensure the achievement of the Institutes goals and objectives

Implement the strategic plan Develop, monitor

and evaluate performance contract Develop, implement and monitor Master work plan Review, monitor and implement client service charter

Undertake periodic service delivery surveys Initiate, monitor and evaluate policies

Participate in national programmes


CHAPTER FIVE

-------------------------------------------------------------------------------

INSTITUTIONAL CAPACITY AND RESOURCE MOBILIZATION5.1 Capacity DevelopmentThe Institute will ensure optimal staffing, attraction, development and retention of qualified and competent staff. Training of all cadres of staff will be given priority. This will be done through the process of Capacity Needs Assessment and Training Needs Assessment.

5.2 Staffing Levels

Currently, we have 412 members of staff. The Institute has proposed 649 approved establishment for the next five years against the current 412 resulting in a deficit of 237.

Organizational Structure

The Institute is in the process of reviewing the organization structure and staffing levels to inform an appropriate structure and optimum staffing levels to deliver the strategic plan. The organization structure below has been in operation and the Institute intends to review the structure to respond to the requirements of current strategic plan.

ORGANISATIONAL STRUCTURE

COUNCIL

DIRECTOR/CEO

CURRICULUM DEVELOPMENT &

RESEARCH

FINANCE, ADMINISTRATION AND

HUMAN RESOURCE

MEDIA & EXTENSION SERVICES

SPECIAL PROGRAMMES

& FIELD SERVICES

BASIC EDUCATION

TVET RESEARCH MONITORING & EVALUATION

ELECTRONIC & EMERGING MEDIA

EDUCATIONAL RESOURCES

FINANCE & ACCOUNTS

HUMAN RESOURCE

ADMINISTRATION NACECE CORPORATE COMMUNICATION

PLANNING INTERNAL AUDIT

PROCUREMENT



5.3 Resource Mobilization and UtilizationSuccessful implementation of the 2015-2020 Strategic Plan will not only depend on the quality and commitment of the stakeholders, but also on the availability and efficient utilization of resources required to undertake the various activities. Inadequate financial resources is one of the main challenges that KICD has faced. A summary of financial resources requirements for implementing the strategic plan is as shown below.

PROJECTED BUDGET FOR THE FINANCIAL YEARS 2015/16–2019/20

AMOUNT (KSHS.) IN MILLIONS

Particulars 2015/16 2016/17 2017/18 2018/19 2019/20 TotalsP. E. and Related expenses for KICD members

642 792 892 992 1,092 4,410

Maintenance, Operation & Capital Expenditure

2,023 2,500 2,700 2,800 2,900 12,923

Gross ResourceRequirement

2,716 3,292 3,592 3,792 3,992 17,384

Capitation Grant from GoK

1,301 3,272 3,567 3,765 3,962 15,867

Other Income 15 20 25 27 30 117

Expected GrossIncome

1,316 3,292 3,592 3,792 3,992 15,984

Resource Gap 1,400 0 0 0 0 1,400

5.3.1 Strategies for Resource Mobilization

The Institute largely relies on the government funding for its recurrent and development activities. Based on the past trends with respect to Government funding levels, KICD must intensify resource mobilization and expand the resource base to bridge shortfalls in the budgetary allocation from the Government of Kenya. Funding this Plan will therefore require a Public-Private Partnership.

Key mobilization strategies that will be applied during this strategic duration will be:

a. Lobbying for increased government funding.b. Lobbying for grants from development partners to supplement

government funding.


c. Establishing networks for technical and financial assistance. d. Generating Income from research and consultancy.e. Maximizing income from assets.f. Carrying out training/capacity building for external clients.


g. Developing proposals for funding.h. Conducting outreach programmes for dissemination of curriculum resources.

In order to leverage on the relationship and harness more resources from theDevelopment Partners, the Institute will build capacity and put emphasis on the following:

Improving formulation of programmes and projects aimed at achieving Kenya’s development goals and objectives.

Improving the absorption capacity of the Development Partners’ funds. Enhancing transparency and accountability in management of

programmes and projects supported by Development Partners. Championing improvement of the Governance image in order to gain

confidence of Development Partners.

5.3.2 Measures to eliminate wastage and losses

During the Strategic Plan period 2015-2020, KICD plans to make efficient and timely resource utilization a key priority area. In this regard, it will ensure that current government efficiency monitoring and evaluation guidelines, such as performance contracting, performance management and appraisal system are fully applied. Once this is implemented, it is hoped that over-all productivity and efficiency will be realized with resources so saved being directed to programme areas of the Institute.

In addition, the Institute will improve costing of programmes and activities, in order to avoid duplication and wastage as well as improving efficiency in the use of resources. The Institute will put in place measures to ensure prudent resource management. These will include implementation of efficient and effective systems, processes and procedures such as:

a. Integrated Financial Management Information System (IFMIS)b. Performance Management and Appraisal System c. Risk assessmentsd. Cost-rationalization of the available resources in order to realize

the stated objectivese. Outsourcing of non-core activities f. Hire out facilities and servicesg. Pooling resourcesh. Preserve energy and wateri. Sensitize all staff on combating wastage j. Enhance audit of resources and systemsk. Undertaking feasibility studies on projects


CHAPTER SIX-------------------------------------------------------------------------------------IMPLEMENTATION AND COORDINATION6.1 Introduction

The successful Implementation of this Strategic Plan will be determined by the commitment of all stakeholders as the Council provides the appropriate governance and policy direction. The management of the Institute will coordinate the implementation process. It also requires involvement of all staff so that every day is spent implementing the plan. Implementation responsibilities of this strategy will therefore be cascaded to all levels in order to allow for maximum participation of all the relevant stakeholders. While the Heads of Department will have their annual work plans, there will be need for sensitization and planning at all levels for ease of implementation.

6.2 Pre- Implementation

The Institute has identified the following critical factors that it will need to be considered for the successful implementation of the Strategy:

a) Effective communication between all implementers to ensure clarity of vision and purpose for successful implementation.

b) Appropriate organizational structure and allocation of resources as identified for each activity.

c) Assignment of roles and responsibilities to different players necessary for successful implementation.

d) Mobilization, allocation and utilization of resources in accordance with prioritized

activities as stipulated in the Plan.e) Ensure annual departmental and individual work plans are in line with

budgetary provisions.f) Continuously Building staff capacity to implement and monitor the strategies.g) Develop the monitoring, evaluation and reporting plan to be used

throughout the implementation period.h) Building consensus with staff on performance targets.

6.3 During implementation


The Council will be in charge of policy formulation and direction. The management headed by the Director who is the accounting officer will be responsible for development of strategies for effective implementation, monitoring and evaluation of the Strategic Plan. The day-to-day operationalization of the strategic plan is the responsibility of Heads of Departments, divisions and sections. Each employee will be responsible for achievement of the targets assigned to the respective areas. Specifically the following will be expected:

a) Developing a monitoring, evaluation and reporting framework


b) Holding quarterly monitoring meetings in which, each head of department shall present a status report on implementation of their annual plans highlighting quantifiable achievements, challenges, lessons learnt and suggestions for continuous improvement. The report will indicate the extent to which the implementation is achieving the overall objectives of the strategic plan.

c) Developing rolling annual work plans throughout the plan period. The annual work planning for the successive year will be completed by June of each financial year.

d) Carrying out customer satisfaction, employee satisfaction and work environment surveys and communicate findings to all stakeholders for implementation.

e) Monitoring implementation, reviewing the strategies and corresponding activities implementation and revise the strategies and corresponding activities as appropriate.

f) Sharing monitoring and review information with staff and other key actors in the implementation.

6.4 Post implementation

The Heads of Departments will facilitate comprehensive review of the implementation of the strategic plan and spell out achievements, weaknesses and lessons learnt to inform the next cycle of planning and share the results of the review with all internal stakeholders.

6.5 Monitoring, Evaluation and Reporting Committee

For the Strategic plan to be effectively implemented, KICD Management will establish a Monitoring and Evaluation Committee composed of senior staff. Appropriate linkages will be established to ensure relevant follow-ups and control systems.

6.6 Linkages, Collaborations and PartnershipsThe Institute will mobilize and enhance linkages, partnership and collaborations with appropriate stakeholders and other players in implementation of the strategy.

6.7 Risk Management Framework

The implementation of the Strategic plan faces potential risks that have to be mitigated if the Institute’s strategic objectives are to be achieved. There are several risks to the implementation of this Strategic Plan, including inadequate resources and lack of support and goodwill from stakeholders. This requires


that, possible risks be analyzed to take precautionary measures in good time and prevent failure of the Plan’s implementation. The table below gives a list of the risks, their ranking and suggested mitigation strategies.


6.7.1 Risk Analysis

RISK FACTOR LEVEL OF RISK

MITIGATION

1. Apathy High Dissemination of the strategic plan

2. Dependence on government grants

High Resource mobilization Lobby for enough

funding from the government3. Resistance to change High Staff induction/orientation / team building to review materials

User involvement in planning and 4. Structural disparities

between departmentsHigh Bridge the gap on

seniority between departments5. Lack of clear guidelines

on implementation process

High Develop clear guidelines

6. Inadequate dissemination of the reviewed strategic plan

High A committee should be responsible for M&E.7. Inadequate empowerment

for Planning to coordinate monitoring and evaluation

High Upgrade Planning function

8. Lack of goodwill High Develop sensitization programs

Transparency Timely production9. Staff retention Medium Improve on staff motivation

10. Failing to incorporate strategic objectives to work plans

Medium Provide a checklist on strategic objectives that can help create a link to the work plans11. Failure to involve

implementers in strategy formulation

Medium Wider involvement during formulation

12. Financial constraints through budgetary allocations

Medium Resource mobilization Lobby for enough

funding from the government13. Industrial disputes Medium Involve all employees

through workshops e.t.c.14. Inadequate

sensitization of workers on strategic plan

Medium Conduct proper sensitization of the strategic plan15. Piracy Medium All KICD work to be printed at the institute.

16. Unfavorable economic factors

Medium Efficient utilization of present research

17. Legal challenges Low Lobby for strengthening of legal framework


RISK FACTOR LEVEL OF RISK

MITIGATION

18. Slow pace of adapting to changes in environment

Low Use of both top-down and down-top approach


CHAPTER SEVEN-------------------------------------------------------------------------------------MONITORING, EVALUATION AND REPORTING

7.1 IntroductionMonitoring, Evaluation and Reporting (M, E&R) is a central feature of the strategic plan implementation. It is essential in ensuring that targets are achieved within the time allocated. Hence, the Institute will monitor and evaluate the inputs, activities, outputs and outcomes to ensure that the objectives of the Plan are attained.

7.1.1 Monitoring, Evaluation and Reporting Methodologies

Monitoring the implementation of the strategic plan constitutes systematic tracking of activities and actions to assess progress. This will entail routine data collection and analysis on the progress of the implementation. To facilitate this, each functional area/unit will develop an annual work plan with appropriate performance indicators, targets, outputs and budgets. Progress will be measured and analyzed against specific targets and schedules in the plan.

Regular reporting at all levels is necessary for follow-up on recommendations and record keeping of implementation progress. The following M&E framework will be put in place by the Institute in order to ensure effective implementation of the strategic plan.

7.1.1.1 Strategy Implementation TeamThe Planning section will coordinate M, E&R activities while each department will ensure that strategies are being implemented, performance is being measured, progress reports are presented for discussion, and corrective action is undertaken. Where necessary, capacity of various departments to undertake M, E&R activities will be built. The reporting will be done quarterly, half-yearly and yearly to the management as well as to the Council.

7.1.1.2 Cascading the Plan to all StaffThe strategic plan must translate to actual work outputs. This Plan will therefore be cascaded to the lower positions. This will help each member of staff to understand and plan for their respective roles.

7.1.1.3 Departmental and Individual Annual


Work PlansDetailed work plans with clear performance indicators and responsibility for their achievement will be developed. Key indicators that will inform management decision making will be identified and the frequency of reporting on these indicators will be determined. This will form the foundation of the M, E&R system.


7.1.1.4 Data and Information Collection ProceduresData and information collection templates and procedures will be developed to measure performance as per the indicators and report to management. The reports will describe actions taken by the departments towards delivering the specific strategies of the Plan and will include achievements, challenges and emerging issues, costs, benefits and recommendations.

7.1.1.5 Regular MeetingsMonthly Review Meetings at the Departmental level will be scheduled to ensure implementation is on track. At least quarterly review meetings at Management level will be scheduled for feedback discussion. The Strategic Plan and its implementation is the responsibility of the Council. Progress reporting will be an Agenda Item for the Council.

7.1.1.6 Linking M, E&R to Performance ManagementFor the implementation of the Plan to be effective, the M, E&R will be an integral part of the performance management system and will be linked to staff appraisal. The Institute will monitor and evaluate its activities and performance in the process of reporting on its performance contract on quarterly and annual basis.

7.2 Budget MonitoringActual results will continually be checked against planned results and variances investigated. If necessary, action plans will be amended so that they are brought in line with the available resources or the budget will be revised to take account of new developments that require action.

7.3 Progress ReportsReporting the progress of implementation will be critical in adjusting strategic direction and measuring performance. In undertaking M&E, data will be collected on the various output and outcome indicators which have been developed and included in this Strategic Plan. The data will be analyzed and reports prepared on quarterly basis and disseminated to stakeholders. The indicators will be used to monitor and evaluate achievement of the objectives, outputs and outcomes during the implementation of the strategic plan.

7.4 Performance Review7.4.1 Mid-Term Evaluation and Review


(MTER)

The purpose of the Mid- Term Evaluation and Review (MTER) will be to assess the extent to which the Plan is meeting its implementation objectives and timelines and ensuring that it remains relevant and feasible. The MTER will be carried out in December 2017, and will therefore provide an opportunity to provide recommendations for the remaining phase of the Plan. The MTER will be done by the management in liaison with external consultants to ensure objectivity.


7.4.2 End Term Review

The prime purpose of the Final Evaluation for the Strategic Plan 2015-2020, expected to be carried out at the end of May 2020, will be to address the following issues:

Effectiveness (Impact): The extent to which the implementation of activities met the stated strategies and objectives

Sustainability: Assesses the sustainability of the achievements made Challenges: Document the challenges encountered Lessons Learnt: Document lessons learnt Terms of Reference (ToRs): Prepare the ToRs for the next strategic plan.


Appendix I: Implementation MatrixKRA 1: CURRICULASTRATEGIC OBJECTIVE 1: To ensure quality of curriculum for basic and tertiary education and trainingSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES

TOTAL COSTS (KSHS.M ILLION)

TIME FRAME/ALLOCATION IN MILLIONS

RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Carry out curriculum reforms for basic, tertiary education and training in response to general education, vocation and talents

Develop a curriculum framewor

Curriculum framework

Curriculum framework adopted

HR/Finance 3 3 SDDCRS/DD BE/DDDSP/ DDTVETEngage

StakeholderStakeholder engagement

Report HR/Finance 2 2 SDDCRS/DD BE/DDSP/ DDTVETConduct

Needs assessment

Needs assessment conducte

Needs assessment report

HR/Finance 15 15 SDDCRS/DD BE/DDSP/ DDTVETDevelo

p designs

Designs developed

No. of Designs for ECDE

HR/ Finance 260 200 60 SDDCRS/DD BE/DDSP/ DDTVETDevelop

syllabuses for schools

DraftSyllabuses

No. of DraftSyllabuses

HR/Finance 260 200 60 SDDCRS/DD BE/DDSP/ DDTVETValidation

and approval of syllabuses

Syllabuses for ECDE, Primary and secondary

No. of Syllabuses for ECDE, Primary and secondary

HR/Finance 30 30 SDDCRS/DD BE/DDSP/ DDTVET

Printing of syllabuses for

Printed syllabuses

No. of printed

HR/Finance 56 40 16 SDDCRS/DD BE/DDSP/


KRA 1: CURRICULASTRATEGIC OBJECTIVE 1: To ensure quality of curriculum for basic and tertiary education and trainingSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

schools syllabuses DDTVET

Development and printing of Handbooks for schools

Printed handbooks

No. of printed handbooks

HR/Finance 759 600 159 SDDCRS/DD BE/DDSP/ DDTVET

Development of teacher education curriculum designs

Teacher education curriculum designs

No. of teacher education curriculum


Development of teacher education syllabuses

Draft teacher education syllabuses

No. of draft teacher education syllabuses

HR/Finance 115

100 15 SDDCRS/DD BE/DDDSP/ DDTVET

Validation and approval ofthe teachersyllabuses

Teacher education syllabuses

No. of teacher education syllabus


Development and printing of teacher education handbooks

Printed teacher education handbooks

No. of Printed teacher education handbooks

HR/Finance 115

100 15 SDDCRS/DD BE/DDSP/ DDTVET



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Dissemination of the basic education and teacher education syllabuses and

Basic education and teacher educationsyllabuses andhandbooks

No. of basic education and teacher educationsyllabuses and


Continuously review curricula for basic, tertiary education and training and special needs education

Put in place a review panel

Panel in place

Functional panel

HR * SDDCRS/DD BE/DDSP/ DDTVETPanel

undertake proposal writing

Proposal writing done

Approved proposal

HR * SDDCRS/DD BE/DDSP/ DDTVET

Undertake curricula review and implement new curricula

New curricula implemented

Functional curricula

HR/Finance 265 180 60 25 SDDCRS/DD BE/DDSP/ DDTVET

Convene course panel and academic committee

Syllabuses Committee in place

No. of syllabuses approved Functioning committee

HR/Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVET



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Validation and approval

Document validated

Validated document

HR/Finance 30 5 20 5 SDDCRS/DD BE/DDSP/ DDTVETPilot the

curriculum

Pilot report No. of pilot reports

HR/Finance 10 8 2 SDDCRS/DD BE/DDSP/ DDTVETPrint

syllabusesPrinted syllabuses

No. of syllabuses printed

HR/Finance 0.05 0.05 SDDCRS/DD BE/DDSP/ DDTVETCapacity

building for curriculum developers and panel members

Conduct need assessment - develop a proposal

Training reports

No. of curriculum developers, panel members and implemente

HR/Finance 160 40 40 40 40 SDDCRS/DD BE/DDSP/ DDTVET

Conduct training

Training reports

No. of training reports

HR/Finance 360 100 100 100 60 SDDCRS/DD BE/DDSP/ DDTVETWrite a report Reports No. of

training reports

HR/Finance 100 25 25 25 25 SDDCRS/DD BE/DDSP/ DDTVETBenchmark

with the best curriculum

Develop a proposal

Benchmarking report

No. of curriculum development




INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

development centers

centres benchmarkedUndertak

e visitsVisits undertaken

No. ofcentres visited

HR/Finance 20 5 5 5 5 SDDCRS/DD BE/DDSP/ DDTVETWrite and

disseminate the report

Reports No. of reports

HR/Finance 0.2 0.05 0.05 0.05 0.05 SDDCRS/DD BE/DDSP/ DDTVETForge

partnerships with universities, industries and the private sector

Develop a proposal

MoUs, agreements

No. of collaborating partners

HR/Finance 2 1 1 SDDCRS/DD BE/DDSP/ DDTVETIdentify

collaborating partners

Collaborating partners

No. of collaborating partners

HR/Finance 6 2 2 2 SDDCRS/DD BE/DDSP/ DDTVETDevelop

collaborating framework

Collaborating framework developed

Signed MoUs HR/Finance 2 1 1 SDDCRS/DD BE/DDSP/ DDTVETEvaluate

foreign and local curricula developed by other bodies

Develop a proposal

Evaluation reports

No. of foreign and local curricula developed by other


Develop evaluation

Evaluation criteria

Evaluation criteria

HR/Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

criteria DDTVETCall for submissions

Submissions sought

No. of submissions

HR/Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETConvene

evaluation panels

Evaluations panels convened

Panel in place

HR/Finance 185 25 40 40 40 40 SDDCRS/DD BE/DDSP/ DDTVETWrite an

evaluation report

Evaluation done

Report HR/Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETValidation

and approval ofthe report

Validation done

Approval HR/Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETDissemina

te the results

Results disseminated

No. reached HR/Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETDocument

and catalogue information on curricula

Documentati on done

Manual HR/Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVET


KRA 1: CURRICULLASTRATEGIC OBJECTIVE 2: To enhance implementation of KICD developed curriculaSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Develop and conduct in- service programmes

Develop proposal

In service Training programme report

No. of people trained

HR/ Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVET

Develop a training manual

Manual developed

Approved manual

HR/ Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETConduct in-

service training

In-service training

No. trained HR/ Finance 330 30 100 100 100 SDDCRS/DD BE/DDSP/ DDTVETWrite a report Report

written

Report HR/ Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETBuild

capacity of curriculum implementers and field officers

Develop proposal

Training reports

No. of curriculum developer, curriculum implementers and field officers

HR/ Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVET

Identify training needs

Training needs identified

Report on training needs

HR/ Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETDevelop a Manual training HR/ Finance 240 30 80 100 30 SDDCRS/DD


training manua

developed manual BE/DDSP/ DDTVETIdentify

facilitators

Facilitators identified

No facilitators

HR/ Finance 40 10 10 10 10 SDDCRS/DD BE/DDSP/ DDTVETConduc

t training

Training conducted

No ofTrained staff

HR/ Finance 100 20 20 20 20 20 SDDCRS/DD BE/DDSP/ DDTVETWrite a report Report

written

Report HR/ Finance 0.1 0.025 0.025 0.025 0.025 SDDCRS/DD BE/DDSP/ DDTVETIntegrate

contemporary and emerging issues in curriculum for basic and tertiary education and training

Identification of contemporary and emerging issues

Scope and sequence matrices

No. of emerging issues covered, No. of curriculum developers

HR/ Finance 5 1 1 1 2 SDDCRS/DD BE/DDSP/ DDTVET

Convene panels

Panels convened

No. of panels HR/ Finance 5 1 1 1 2 SDDCRS/DD BE/DDSP/ DDTVETDevelop

scope and sequence matrices

scope developed

Manual HR/ Finance 5 1 1 1 2 SDDCRS/DD BE/DDSP/ DDTVETValidation

and approvalSyllabuses validated

Approved syllabuses

HR/ Finance 8 2 2 2 2 SDDCRS/DD BE/DDSP/ DDTVETSensitization

of curriculumSensitization undertake

No. curriculum

HR/ Finance 10 2 2 2 2 2 SDDCRS/DD BE/DDSP/


developers developers reached

DDTVET

Prepare Continuous professional development programmes for curriculum delivery

Identify areas for professional development

Professional Programmes developed Database setup

No. of professional programmes No. of personnel trained.

HR/ Finance 10 2 2 2 2 2 SDDCRS/DD BE/DDSP/ DDTVET

Develop the training programmes

Developed training programmes

No. of Developed training programmes


Market and recruit the candidate

Candidates recruited

No. of recruited of candidate

HR/ Finance 10 2 2 2 2 2 SDDCRS/DD BE/DDSP/ DDTVETConduct

the training

Training conducted

No. of training conducted

HR/ Finance 50 10 10 10 10 10 SDDCRS/DD BE/DDSP/ DDTVETWrite a report Report

written

Report HR/ Finance 10 2 2 2 2 2 SDDCRS/DD BE/DDDSP/ DDTVETDevelop a

database for the trained personnel

Database developed

Database in place



KRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 1: To provide quality curriculum support materials for basic and tertiary educationSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES

TOTAL COSTS (KSHS. MILLIO N)


RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Review the guidelines on evaluation of curriculum support and online materials

Hold writing workshops, stakeholders forums for input, publishers conference

Guideline document

Reports HR/ Finance 2 2 SDDMES/ DDEEM/ DDER

Conduct needs assessment

Needs assessment done

Reports HR/ Finance 12 12 SDDMES/ DDEEM/ DDERDevelop

electronic curriculum support materials for all levels of basic and tertiary education

Develop radio programs

Radio programs

No. of Radio programs

HR/ Finance 120 30 30 30 30 SDDMES/ DDEEM

Develop TVprograms

TV programs No. of TVprograms

HR/ Finance 165 5 40 40 40 40 SDDMES/ DDEEM

Develop interactive digital content

Digital content

Quality of digital content


Develop multimedia graphics

Multimedia elements

Quality of media elements

HR/ Finance 80 20 20 20 20 SDDMES/ DDEEM

Develop quality prototype

Research prototype teaching and

Research undertaken

Research report

HR/ Finance 40 10 10 10 10 SDDMES/ DDER



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

teaching and learning materials to enhance curriculum delivery

learning materialsDesign, develop produce prototype teaching and learning materials

Prototypes developed

No. of prototypes developed


Design, develop produce prototype Handbooks and TV Programs

Handbooks & TV Programs

No. of Handbooks & TV Programs


Evaluate, vet and approval of print and electronic curriculum support materials

Upscalevetting of print materials

Vetting print materials upgraded

Report HR/ Finance 250 20 50 80 50 50 SDDMES/ DDER

Upgrade capacity for vetting offline

Upgrading undertaken

Enhanced capacity

HR/ Finance 200 10 100 30 30 30 SDDMES/ DDER/ DDEEM



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

and online digital materialsDevelop and implement strategy on sustainability for vetting of materials

Strategy developed and implemented

Operating strategy

HR/ Finance 2 2 SDDMES/ DDER/ DDEEM

Disseminate electronic and non- electronic curriculum support materials

Disseminate curriculum support materials through multimedia bookshop and other outlets

Curriculum support materials

No. of Disseminated curriculum support materials


Monitor the availability and use of curriculum support materials

ConductMonitoringand evaluation of the curriculum support

Monitoring and evaluation conducted

Reports HR/ Finance 50 10 10 10 10 10 SDDMES/ DDER/ DDEEM



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

learning institutions

materialsImplement the recommendati ons of M&E

Recommenda tions implemented

Evaluation report

HR 50 10 10 10 10 10 SDDMES/ DDEEM

Print, publish and disseminate information relating to curricula support materials for basic and tertiary education and training

Produce publication

EditedPublication

ISBN HR/ Finance 10 2 2 2 2 2 SDDMES/ DDER

Produce printed documents

Documents produced

PrintedDocuments

HR/ Finance 100 20 20 20 20 20 SDDMES/ DDER

Disseminate in both hard and soft formats

Products disseminated

Dissemination reports

HR/ Finance 15 3 3 3 3 3 SDDMES/ DDER

Orientate the curricula support materials inseminator

Orientation of Curricula inseminators

Orientation undertaken

Orientation reports


Collect, document and

Information collected

Data Bank Reports HR/ Finance 230 5 180 15 15 15 SDDMES/ DDER/



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

catalogue information on curricula, curriculum support materials andinnovations to create a

DDEEM

Development of ERC business plan

Complete the development of ERC business planand

Business Plan

Meeting, Minutes, Business plan

HR/ Finance 2 2 Chairman ERC Committee

Develop resource mobilization strategies for ERC

Develop proposals for resource mobilizatio

Proposals developed

Proposal report

HR/ Finance 10 2 2 2 2 2 Director ERC Committee

Identify and reach out partners for funding

Partners identified

No. of partners

HR * * * * * Director ERC Committee



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Implement successful proposals

Proposals implemented

Operational programmes

HR/ Finance 50 10 10 10 10 10 Director KICD/ ERCCommitteeChairman

Complete construction of ERC building and operationalize the completed phases

Complete ERCbuilding

Completed building

Plans, Construction, Schedules Certificates

HR/ Finance 3.4B 440 1B 1B 500 500 Director KICD/ ERCCommitteeChairman

Equip the completed phases

Equipped phases

Fixed assets records

HR/ Finance 320 80 80 80 80 Director KICD/ ERCCommitteeChairman

Commission and utilize the completed facilities

Commission facilities

Facilities ready for use

HR/ Finance 1 0.5 0.5 Director KICD/ ERCCommitteeChairman

Capacity build the staff on the utilization of the new facilities

Competent staff

Training certificates

HR/ Finance 50 25 25 Director KICD/ ERCCommitteeChairman


KRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 2: To enhance access and equity in curriculum support materialsSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Providing broadcast content for digital educational channel

Acquire and outsource educational programs for

Acquired educational programmes

Programmes HR/ Finance 10 2 2 2 2 2 SDDMES/ DDEEM

Scheduling and programming of broadcast content

Programmes scheduled

Report HR * * * * * SDDMES/ DDEEM

Maintain a radio and TV broadcast link

Radio and TVbroadcast links

Operational links


Ensure broadcast standards are adhered to

Develop an educational channel policy

Educational Channel Policy developed

PolicyDocument

HR/ Finance 2 2 SDDMES/ DDEEM

Bench mark with other broadcasting stations

Benchmarking done

Report HR/ Finance 2 2 SDDMES/ DDEEM



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Comply with CA (K) regulations

Report Certificate HR/ Finance 5 1 1 1 1 1 SDD/ MES/ DDEEM

Capacity build EDU broadcasting channel staff

Train media staff

Staff trained No. trained HR/ Finance 10 2 2 2 2 2 SDDMES/ DDEEM

Upgrade the broadcasting infrastructure and equipment

Develop a fixed asset improvement plan

Fixed Assets Plan developed

Report HR/ Finance 0.5 0.5 SDDMES

Upgrade broadcast systems in line with technological advancements including streaming of audio and video

UpgradedSystems

Report HR/ Finance 150 30 30 30 30 30 SDDMES/ DDEEM

Ensure compliance on

Develop setQuality

Set standards developed

Acceptability of standards

HR/ Finance 10 2 2 3 2 1 DDRME



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

the use of approved curricula and curriculum support materials in learning institutions

standards for internal and external for developersDevelop a proposal

Developed proposal

ApprovedProposal


Conduct monitoring task

Monitoring task conducted

Completed tools


Write the report and disseminate

Report written and dissemination

Report HR/ Finance 10 2 2 2 2 2 DDRME

Carry out spot checks

Spot checkReports

No. of Spot check Reports



KRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 3: To promote appropriate utilization of technologySTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Develop online programs to enhance curricula implementation

Enhance Elimika progra

OnlineCourses

Reports HR/ Finance 20 4 4 4 4 4 SDDMES/ DDEEM

Establish online access to digital content

Online digital content

MonitoringReports


Host online programs

HostedContent

Report HR/ Finance 5 1 1 1 1 1 SDDMES/ DDEEM

Enhance ICT related curriculum innovations

Enhance and promote ICT related curriculum innovation centre

Enhanced CIC

Report HR/ Finance 10 5 5 SDDMES/ DDEEM/ DDER

Establish and roll out IT academy

TrainedPersonnel

No. trained HR/ Finance 10 2 2 2 2 2 SDDMES/ DDEEM

Establish a yearly competition/ conference activities

Conferences and Innovation Competitions

Reports HR/ Finance 5 1 1 1 1 1 SDDMES/ DDEEM


KRA3: RESEARCHSTRATEGIC OBJECTIVE 1: To conduct research for informing development and review of curriculum policiesSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Develop research policy and protocols

Develop a proposal

Research policy document

Proposal Minutes of panel meetings

HR/ Finance 1 1 DDRME

Validation and approval forums

Approved research and protocol policy in place

Approved research and protocol

HR/ Finance 3 3 DDRME

Conduct curriculum based research

Develop the proposal

ResearchReport

No. of research studies done


DevelopInstruments

ResearchInstruments

No. ResearchInstruments


Pilot the data collection instruments

Piloting done Pilot report HR/ Finance 10 2 2 2 2 2 DDRME

Data collection

Data collected

No. of competed data collection instruments


Code and Data analysed

No. of coded HR/ Finance 10 2 2 2 2 2 DDRME



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

analyse data and coded and analysed dataReport

writing and dissemination

Report written

Report HR/ Finance 10 2 2 2 2 2 DDRME

Monitor and evaluate curriculum implementation to inform orientation and professional programmes

Develop the monitoring proposal

Monitoring proposal developed

No. of monitoring proposals


Develop monitoring Instrumen

Instruments developed

Quality of instruments



Pilot report Revised instruments


Data collection

Data collected

Quality of data


Code and analyse data

Coded and analysed data

Quality of data


Report writing Report Quality of reports


Disseminate the report

Disseminate report

No. of institutions reached




INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Conduct summative evaluation of the curriculum and disseminate the report

Develop the summative evaluation proposal

Proposal No. of proposals

HR/Finance 1 1 DDRME

Develop instruments

Summative evaluation report

-Number of dissemination workshops-Number of



Pilot report Revised instruments


Data collection

Data collected

Data bank HR/Finance 15 15 DDRME

Code and analyse data

Coded and analysed data

Quality of data


Report writing Report No. of reports


Disseminate the report

Report disseminated

No. of institutions reached


Collaboration with other

Develop a collaboration

Collaboration framework

MoUs HR/Finance 5 1 1 1 1 1 DDRME



INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

research agencies and institutions

framework developedIdentify the collaborating institutions

MoUs No. of collaborating institutions


Establish an Educational Research Information System (ERIS)

Develop a proposal

Proposal developed

Approved proposal

HR/ Finance 5 2.5 1.5 1 DDRME

Develop an online platform

Online platform developed

Online platform in place


Upload research materials

Uploaded materials

Number of uploaded research materials



KRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 1: To attract, develop and retain qualified staffSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCE S



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Review Organizational Structure

Conduct a review of organization structure

Organization structureand Staffingreport developed

Organizational& Salary structure and Staffing report adopted and

HR/ Finance

0.5 0.5 SAD HRM

Implement the Organizational structure

Structure implemented

Operational structure

HR * * * * * SAD HRM

Undertake a comprehensive Job evaluation& Schemes ofService

Identify all the jobs

Job identified Numbers of jobs

HR/ Finance

1 1 SAD HRM/D

Prepare the schemes of service and job evaluation and

Job description & reports prepared

Manual HR/ Finance

1 1 SAD HRM/D

Submit the report to SRC

Report Approved job evaluation report

HR * SAD HRM/D

Competitive recruitment of staff

Conduct staff rationalization exercise to identify gaps

Rationalizatio n conducted

Report HR * * * * * SAD HRM/D



INDIC.RESOURCE S



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Interview and recruit appropriate staff

Recruitment undertaken

No. and quality of staff

HR/ Finance

300 60 60 60 60 60 SAD HRM/D

Undertake a comprehensive TNA

Develop the instrument

TNA report Number ofStaff trained

HR/ Finance

40 20 20 SAD HRM/D

Administer and analyze the instrument

Instruments analyzed

Report HR * * * * * SAD HRM/D

Data collection and analysis

Data collected

Data bank HR/ Finance

10 10 SAD HRM/D

Implement theTNA report

Report implement

Evaluation HR/ Finance

20 4 4 4 4 4 SAD HRM/D

Implement an integrated system for HR

Develop specifications for the system

Operational integrated System

Number of functional areas automate

HR/ Finance

28 24 1 1 1 1 SAD HRM/D AD proSAD NRC CFO

Train staff on the systems

Staff trained No. trained HR/ Finance

100 20 20 20 20 20 SAD HRM/D AD proSAD NRC CFO

Implement the

System Efficiency of HR/ 50 10 10 10 10 10 sad HRM/D



INDIC.RESOURCE S



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

integrated system

integrated and implemented

systems Finance AD procurement SAD NRC CFO

Enhance staff motivation and envisioning

Review and implement current medical scheme

Enhanced medical scheme

Reviewed scheme implemented

HR 50 10 10 10 10 10 SAD HRM

Introduce and implement staff mortgage Scheme and

Mortgage scheme introduced

Concept paper

HR 100 50 50 50 50 50 SADA

Improve on the Work Environment

Hold regular interdepartme ntal meetings

Minutes Number of meetings held

HR/ Finance

3 0.6 0.6 0.6 0.6 0.6 SADA

Develop Occupational, safety and Health

Policy on Occupational, safety and Health developed

Health and safety committee

HR/ Finance

0.3 0.3 SAD HRM/ SADA



INDIC.RESOURCE S



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Implement a policy on occupational safety and health

PolicyImplemented

Operational HR/ Finance

50 10 10 10 10 10 SADA

Refurbish existing offices

Existing offices refurbished

No. of offices refurbished

HR/ Finance

50 10 10 10 10 10 SADA

Acquire and maintain adequate working tools and equipment

Working tools andequipment procured

% increase in no. of working tools and equipment procured

HR/ Finance

50 10 10 10 10 10 SADA


KRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 2: To establish proper management and mobilization of financial resourcesSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOUR CES

TOTAL COSTS (KSHS. MILLION)


RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Mobilize resources

Identify areas requiring external funding

Areas identified

List of programmes/ projects

HR/ Finance

0.5 0.1 0.1 0.1 0.1 0.1 CFO

Identify relevant funding partner

Relevant funding partners identifie

No. of partners

HR * * * * * CFO

Prepare funding proposals and submit to relevant funding partners

Proposals prepared and submitted for funding

No. of proposals

HR * * * * * CFO

Prepare collaboration agreements with funding partners

Agreement on collaboration with funding partners prepared

MoUs HR * * * * * CFO

Implement the collaboration

Collaboration implemente

ApprovedMoUs

HR * * * * * CFO



INDIC.RESOUR CES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

agreementDevelop and implement annual budgets

Request for resource requirements from Departments

Requirements requested

Reports for resource requirements

HR/ Finance

0.5 0.1 0.1 0.1 0.1 0.1 CFO

Participate in MTEF budgeting process

Participation in budget process

Report on resources allocated

HR * * * * * CFO

Prepare annualFinancial Plan

Financial plan prepared

Report on financial plan

HR * * * * * CFO

Develop and implement internal control systems

Procure effective accounting system

Accounting system procured

Accounting system implemented

HR/ Finance

0.25 0.25 CFO

Develop and implement financial and procureme

Financial and procurement manuals developed

Financial and procurement manuals

HR/ Finance

0.25 0.25 CFO

Establish and implement internal

Internal Audit and Financial Control

Internal Audit and Financial

HR * * * * * CFO



INDIC.RESOUR CES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

and financial control systems

Systems established

Control Systems in place, Accurate quarterly and annual audit reportsEstablish

budget implementatio n committee

Budget implementati on committees established

Budget implementati on committeesin place

HR *

Develop Consolidated annual work plans

Consolidated annual work plan developed

Consolidated annual work plan

HR/ Finance

0.25 0.05 0.05 0.05 0.05 0.05 CFO

Develop cash flow plans and projections

Cash flow plans and projections develope

Cash flow plans and projections

HR/ Finance

0.25 0.05 0.05 0.05 0.05 0.05 CFO

Identify non- core services, outsource non- core

Non-core services outsourced

Percentage saving on outsourced services

HR/ Finance

45 21 6 6 6 6 CFO



INDIC.RESOUR CES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Develop and implement risk management framework

Develop a concept paper on risk managemen

Risk assessment framework

Risk assessment framework in place

HR/ Finance

1 1 AD audit

Seek approval Approval sought

Approved policy

HR * AD AUDIT

Implement risk assessment framework

Approved risk assessment framework

Operational framework

HR * * * * * AD AUDIT

Ensure efficient procurement of goods and services

Develop consolidated procurement plan

Consolidate procurement plan developed

Approved consolidate procurement plan

HR/ Finance

0.1 0.02 0.02 0.02 0.02 0.02 AD PRO

Prequalificatio nIon of suppliers and service providers

Suppliers prequalified

Approved list of prequalified suppliers

HR/ Finance

1.5 0.3 0.3 0.3 0.3 0.3 AD PRO

Advertised tenders openly

Tenders advertised

Approved tenders

HR * * * * *

Approve winning bidders

Approved contracts for various services

Approved contracts

HR/ Finance

2 0.4 0.4 0.4 0.4 0.4 AD PRO



INDIC.RESOUR CES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Dispose Idle Assets according to PPOA

Timely declaration of ObsoleteAnd Unserviceable Stores by the department

Approved items to be disposed off according to the plan

Disposed list of items and revenue realized

HR/ Finance

5 1 1 1 1 1 CFO

Review & strengthen internal audit function

Review internal audit manual

Internal audit manual reviewed

Reviewed internal audit manual

HR/ Finance

0.75 0.75 AD Internal audit

Implement reviewed internal audit manual

Reviewed internal audit manual implemente

Implementati on status

HR/ Finance



KRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 3: To embrace ICT in all programmes and operationsSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOUR CES

TOTAL COSTS (KSHS.MIL LION)


RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Enhance information generation, gathering and dissemination

Develop and implement ICT policy

ICT policy developed

ICT policy in place

HR/ Finance

5 5 AD ICT

Procure appropriate software and hardware

Appropriate hardware and software procured

ICT infrastructure in place

HR/ Finance

70 10 20 20 20 AD ICT

Train staff inICT

Staff trained on ICT

No. of staff trained on ICT

HR/ Finance

20 4 5 5 6 AD ICT

Automate key processes

Key processes automated

No. of key processes automate

HR/ Finance

11

1 3 3 4 AD ICT

Develop a comprehensive databank

Comprehensi ve databank developed

Databank in place

HR/ Finance

100 30 30 40 AD ICT

Cloud Productivity and utilization services

Implement office 365

Improved ICT services delivery by technology adoption

Number of e-services migrated to the cloud

Budget Acquisiti on of cloud services

20 2 3 5 5 5 AD ICT

Cloud storage servicesImplement e- services

Enhance ICT Develop Operationaliz Volume in Budget 30 3 4 5 8 10 AD ICT



INDIC.RESOUR CES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

disaster recovery and business continuity

disaster recovery plan

e and enhance ICT disaster recovery and business continuity

megabytes (MB) of electronic materials and enterprise data in data recovery scheme

Hardwar e and software

Develop business continuity planImplement an enhance ICT disaster recovery and business continuityOnline

streaming of digital content, EDU and Radio programmes

Online streaming of Edu Channel

Online access of digital content, EDU and Radio programmes

Numbers of online payment and streaming services accessible through the Internet

Budget Hardwar e, software and commun ications equipme nt’s

50 5 8 10 12 15 AD ICT

Online streaming of radio programmesOnline streaming of digital contentIntegrate ICT

in InternalAssess the ICTneeds and

Internal AuditICT needs

InternalAudit ICT

HR/ Finance




INDIC.RESOUR CES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

audit operations

identify solutions for internal audit function

assessed and suitable solutions identified

needs assessment report

Implement suitable IT solutions for internal audit operations

IT solutions in internal audit Implemented

Implementati on status

HR * * * * * AD Internal audit


KRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 4: To develop appropriate physical infrastructure and equipmentSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES TOTAL

COSTS (KSHS.M ILLION)


RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Upgrading additional physical facilities

Construct staff houses

New houses constructe

Number of new houses

HR/ Finance 50 25 25 SADA

Construct modern main gate, with computerized screening facility

The construction of the new gate

New gate operational

HR/ Finance 75 75 SADA

Replacement of unserviceable equipment’sand motor vehicles

Purchase of motor vehicles and equipment

New vehicles and equipment

Number of newvehicles and equipment

HR/ Finance 100 20 20 20 20 20 SADA

Acquire a power stabilizer for NRC power supply

New stabilizer procured

New stabilizer in place

HR/ Finance 30 30 SADA

Automate fixed asset register

Procure a fixed asset management system

Updated fixed assets register

Asset register in place

HR/ Finance 5 3 0.5 0.5 0.5 0.5 SADA

Improve safety at the work place

Acquire new firefighting equipment’

New set of firefighting

The number new set of firefighting

HR/ Finance 20 10 2.5 2.5 2.5 2.5 SADA


KRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 4: To develop appropriate physical infrastructure and equipmentSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES TOTAL

COSTS (KSHS.M ILLION)


RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

procured equipmentsExpand the CCTV coverage

Purchase of new CCTV

New areas under CCTV coverage

HR/ Finance 90 50 10 10 10 10 SADA

Maintenance of NRC lift

Lift repaired Functional lift

HR/ Finance 50 10 10 10 10 10 SADA

Centralize Telephone exchange

Improve internal and external telephone communicati on

Effective and efficient telephone communicati on

Functional Centralized telephone exchange services

HR/ Finance 20 15 1 1 1 2 SADA

ComputerizeRegistry records

Identify registry processes to be automated

Computerize d registry services in place

Online registry services


Procure and implement registry software

Software procured

Software operational



KRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 5: To enhance Corporate ImageSTRATEGY ACTIVITY OUTPUT PERFOR.

INDICATORRESOURCE TOTAL

COSTS (KSHS. MILLIO N)


RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Develop and implement a comprehensive Communicatio n strategy

Constitute a committee

Committee in place

Communicati on strategy in place

HR/ Finance

0.5 0.5 AD CCO

Develop a communicatio n policy

Policy developed

Approved policy

HR * AD CCO

Implement the policy

Policy implemented

Operational policy

HR/ Finance

20 4 4 4 4 4 AD CCO

Adopt good corporate governance practices

Develop and implement Council Charter

Council Charter developed, Good corporate governance practice embraced

Council Charter in place

HR/ Finance

2 2 AD CCO

Provide training on corporate governance for Council members and Management

Council members and staff trained

No. of Council members and staff trained

HR/ Finance

25 5 5 5 5 5 AD CCO






RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

conduct various statutory audits

statutory audit conducted

number of audits conducted

HR/ Finance

7.5 1.5 1.5 1.5 1.5 1.5 SADASAD HRM/D

Corporate social responsibility

Develop a Sustainable CSR strategy

Sustaining the Institute’s corporate image and also creating awareness/

CSR Reports HR/ Finance

5 1 1 1 1 1 AD CCO

Establish a crisis management framework

Design and implement a crisis management system to handle any crisis

Enhanced customer service

Reports HR/ Finance

1 1 AD CCO

Establish a recreational centre/club for residents

Develop proposal

Club developed and furnished

Recreational centre completed and in use

HR/ Finance

100 60 10 10 10 10 SAD NRC

Prevention Implement the

HIV/AIDs HIV/AIDs HR/ 6 1.2 1.2 1.2 1.2 1.2 SAD HRM






RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

and management of HIV/AIDS,in the Institute, Mainstreaming of gender and people with disability

Develop HIV/AIDs workplace policy

policy implemented

policy Finance

Develop Gender policy andimplement Gender specific programmes

Gender policy and specific programmes developedandimplemented

No. of gender policies developedand implemented. No. of beneficiarie

HR * DD SP

Develop and implement Disability mainstreaming policy

Disability mainstreamin g policy developed and implemented

Disability policy in place and operationaliz ed

HR * DD SP

Institutionalize the corporate values

Create awareness on the corporate values throughout the organization

Awareness creation on the corporate values carried out

All staff trained on corporate values

HR/ Finance

0.5 0.1 0.1 0.1 0.1 0.1 AD CCO






RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Implement and enforce the revised code of

Report No. of officers trained on new code of conduct

HR/ Finance

0.2 0.2 AD CCO

Define KICD corporate culture

Undertake institutional culture building programme

Programme undertaken

Culture change

HR/ Finance

50 10 10 10 10 10 AD CCO

Create culture building committee

CommitteeCreated

Functional committee

HR * * * * * SAD HRM

Conduct team building activities

Team building activities conducted

No. of activities and staff involved

HR/ Finance

50 10 10 10 10 10 AD CCO


KRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 6: To ensure the achievement of the Institutes goals and objectivesSTRATEGY ACTIVITY OUTPUT PERFORM.

INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Implement the strategic plan

Monitor, evaluate, review the strategic plan

Report midterm review

Annual monitoring and evaluation reports, Reviewed strategic plan

HR/ Finance 5 5 CPO

Develop, monitor and evaluate performance contract

Monitor quarterly reports and annual evaluation reports

SignedPC, Quarterly reports, Work- plans, Annual evaluation reports

1st,2nd,3rd,4th

quarter reports, Master work plan, Annual

HR/Finance 10 2 2 2 2 2 CPO

Develop, implement and monitor Master work plan

Develop Master work plan

Master workplan developed

Manual HR * CPO

Implement master workplan

Master workplan implemented

Level of implementati on


Monitor and evaluate implementation

Monitoringand evaluation undertaken

Performance report




INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

of master planReview, monitor and implement client service charter

Review, monitor and evaluate

Reviewed charter, quarterly monitoring reports, evaluation reports

Number of recommendat ions implemented, Meeting schedules

HR/ Finance 25 5 5 5 5 5 CPO

Undertake periodic service delivery surveys

Work environment survey

Survey undertaken

Survey reports


Employee satisfaction survey

Survey undertaken

Survey reports


Customer satisfaction survey and any other periodic surveys

Survey undertaken

Survey reports


Coordinate all activities and programmes in the

Calendar of events

Meeting schedule




INDIC.RESOURCES



RESP. PERSON2015/

162016/17

2017/18

2018/19

2019/20

Initiate, monitor and evaluate policies

Develop planning policy

Planning policy

Number of monitoring reports


Review and monitor the Institute’s policies

Policy review&development undertaken

Monitoring and evaluation reports on policies

HR * * * * * CPO

Participate in national programmes

Develop, Monitor and evaluate

Monitoring reports on national programmes

MTEF/MPER NESSPVision 2030Reports


Implementation of the national programmes

Programmes implemented

Reports HR/ Finance 10 2 2 2 2 2 CPO

KENYA INSTITUTE OF CURRICULUM DEVELOPMENT STRATEGIC PLAN WORKSHOP AT MAANZONI LODGE ON 21sr- 24TH APRIL 2015


APPENDIX II: The Strategic Planning Team

NAME DESIGNATION1. Prof. Peter E. Kinyanjui Chairman of the Council2. Dr. Julius O. Jwan Director/CEO3. John Matonda Council member4. Leah Rotich, MBS Council member5. Joseph Kivilu Council member6. Dr. Nicholas Letting Council member7. Mr. Charles Mugambi Snr Deputy – Corporate Services8. Mr. John Kimotho Snr Deputy Director - Media & Extension

Services9. Dr. Lucy Ogol Deputy Director - Educational Resources10 Dr. Mary Wambaria Deputy Director – Electronic & Emerging Media11. Dr. Reuben Nthamburi Deputy Director – Basic Education12. Mr. Cyril Oyuga Deputy Director – Research Monitoring &

Evaluation13. Mrs. Jacqueline Onyango Deputy Director – Special Education14. Mr. Kennedy Ongaro Senior Assistant Director – Administration15. Mr. Emmanuel Mulwa Snr. Assistant Director – HR & Development16. Mrs. Florence Makindi Chief Planning Officer17. Ms. Beth Kahuthia Senior Assistant Director- Special Needs

Education18. Mr. Cyrus Kamau Assistant Director – ICT19. Mr. Solomon Kathuo Chief Finance Officer20. Mr. Lucas Nyangweso Assistant Director – Procurement21. Mr. Peter Kamau Assistant Director – Internal Audit22. Ms Mildred Kataka Planning Officer23. Mr. John Kinyili Planning Officer24. Ms. Margaret Mithamo Assistant Director – Marketing25. Ms. Rose Gathecha Secretary26. Mr. Silas Muuna Deputy Director - TVET27. Mr. Innocent Obaga Assistant Director - Administration28. Mr. Johnson Wachira Chief Engineer29. Ms. Esther Ndaya Secretary30. Ms. Esther Mueni Consultant Assistant31. Mr. Mathew Malinda Consultant


CONTACTS :-

KENYA INSTITUTE OF CURRICULUM

DEVELOPMENT Desai Rd, Off Muranga Road

P.O. Box 30231 - 00100, Nairobi Kenya

Landline: 020 3749900-9, 3749900-3

Fax: +254 020 3745558

Mobile: 0729327334 / 0787883311

http://www.kicd.ac.ke