Kenya Institute of Curriculum Development



KICD 2015-2020 Strategic Plan iThe Heartbeat of EducationKENYA INSTITUTE OF CURRICULUM DEVELOPMENTSTRATEGICPLAN2015-2020-----------------------------------------------------------------------------------------VISIONA world class centre for dynamic and competitive curricula----------------------------------------------------------------------------------------- MISSIONTo provide research based Curricula and Curriculum SupportMaterials Responsive to the Needs of the Society-----------------------------------------------------------------------------------------CORE VALUESProfessionalismTeamworkInnovation and CreativityIntegrityUbuntu-HumaneTrust--------------------------------------------------------------------------------Table of ContentsABBREVIATIONS 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)........................................................................ 183.7 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.............................................................. 89ABBREVIATIONS 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 SupplyFOREWORD-------------------------------------------------------------------------------------------------------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 timesfor 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 KinyanjuiCHAIRMANPREFACE-------------------------------------------------------------------------------------------------------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/CEOEXECUTIVE 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 CapacityA 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 viiCHAPTER ONE-------------------------------------------------------------------------------------HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK1.0 BackgroundKenya 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 MandateKenya 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 FunctionsThe 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;KICD 2015-2020 Strategic Plan 1(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 supportmaterials 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 KICDThe following are some of the legislations relevant to the functions of KICD1. Constitution of Kenya, 20102. Kenya Institute of Curriculum Development Act No. 4 of 20133. Basic Education Act 20134. 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 Act1.4 Policy documentsThe 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 Policy1.5 Statement on the Constitution of KenyaThe 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 shallrespect, 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 PlanThe 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 FrameworkIn 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.The Education Sector has identified the following: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 Artisans9) Curriculum Review and Reform10) Integrating Information, Communication and Technology into Teaching andLearning11) Basic Education Infrastructure12) School Health and Nutrition13) Affirmative Action14) 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 andLearningd) 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 MainstreamingCHAPTER 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 charterc) 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 developmentd) 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 systemf) Staff welfare??Growing Staff Contributory Pension scheme??Growing Medical Schemeg) Partnerships and collaborations??Partnership and Collaboration with other Countries and Multinationals3.2 Performance for the last strategic periodThe 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% Rating1. To assure quality of the curriculum772. To provide quality curriculum support materials for all levels of basic and tertiary education77.53. To enhance the implementation of the KICD developed curricula70.754. To enhance the capacity of the Institute for curriculum research and development69.55. To integrate ICT in the curriculum71.56. To enhance service delivery to internal and external customers ofKICD567. To enhance the financial base of KICD68.258. To enhance curriculum development, dissemination and implementation through media709. To enhance access and equity in curriculum support materials67.75FACTOR% Ratingthrough the educational broadcasting channel10. To mainstream contemporary and emerging issues in the curriculum71.2511. To mitigate the prevalence of HIV & AIDS71.2512. To promote integrity67.7513. To incorporate aspects of the Kenya constitution into the curriculum72.5Overall Mean Rating70%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 processes3.4 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 plan6. 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 development3.5 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 STRENGTHSStrengthStrategic ImplicationStrategic Response1. TeamworkIncreased ProductivityTeam building and bonding sessions2. Effective monitoring and evaluation system of the Institute’s performance managementEfficiency and effectiveness in service deliveryUpgrade and strengthen planning function3. Strong cohesion/psychological set upConfidence and trust among staffCreate harmonious working environment4. Consultation and inclusivity in decision makingImprove attitudes and perception processHost consultative forums for staff5. Qualified and motivated staffIncreased productivity and cross functional excellence??Opportunities for career growth??Dynamic and responsive schemes of service6. Conducive work environmentImproved staff performanceProvide and maintain a conducive workingStrengthStrategic ImplicationStrategic Responseenvironment7. Availability of capacity building opportunitiesImproved performance and motivation??Provide for budget allocation for capacity building??Continuous TrainingNeeds Assessment??On job learning personal development plans8. 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 content9. Collaborations and partnershipsExpansion of its networking with other stakeholdersCreate and maintain sustainable partnerships and collaborations10. Varied cultural background (core values)Diversity in taking different roles and responsibilitiesObserving affirmative rule and regional balance11. HospitalityGood reputation and institutional image??Continuous awareness to staff on need for hospitality??Customer care education to all staff12. The only national curriculum development centreNational outlook, goodwill and a niche in the marketDevelop responsive and dynamic curriculum for the society13. State of the art media facilitiesExcellent performance and quality production and servicesContinuously maintain and upgrade the facilities14. Location??Ease of Accessibility??Proximity to CBDAdvertise and provide information on KICD location15. Co-ordination between supervisors and staffOutput increasedEnhance interaction forums between staff and supervisors16. Developed radio, TV and interactive media programmesEfficient delivery of curriculumAllocate 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 stakeholdersStrengthStrategic ImplicationStrategic Responseemployees18. Well-equipped graphics sectorProduce quality multimedia programs??Maintenance and upgrading of graphic equipment and software??Recruit qualified staff19. Funding from the ministry of educationFacilitates curricula and curriculum support materials service deliveryLobby for enhanced budget allocation20. Ready market for KICD products and servicesAssured 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 developmentCompetitive advantage??Develop and Implement a competitive scheme of service??Create awareness on the existence of the experts22. Online curriculum orientation - ElimikaUniversal access, cheap, fast dissemination??Maintain and update the platform??Create awareness on the platform23. Good image with stakeholdersTrust and faith in KICDproductsMaintain a good image and develop quality products24. Stability from major political influencesPotential for progressive growthAdvocacy and lobbying among the political class25. Broad client cachePotential for growth and economic development??Offering quality products and services??Marketing of products and services26. Consultancy services on curricula and curriculum support materialsRevenue increment??Offer consultancy services to the client??Create awareness of consultancy services27. LibraryImproved access to learning resourcesRestock the Library with relevant resources28. Ability to carry out curriculum based researchCurriculum development process informed by research??Recruit and retain highly qualified researchers??Thought leadership strategy3.5.2 WEAKNESSESWeaknessStrategic ImplicationStrategic Response1. Staff turn over??Low production and loss of talented staff??Low quality products and servicesDevelop and Implement dynamic scheme of service2. Rigid organizational structureDemotivation and high staff turnoverTimely and regular review of organizational structure3. Lack of cohesionPoor working relationshipEncourage team building activities4. Poor internal communicationPoorly informed staffDevelop and implement a communication policy5. Lack of consistent and relevant staff training??Low productivity among staff??Low skills level??Low quality service deliveryConduct regular staff training needs assessment and implement timely and relevant training6. Poor operationalization of strategic planSome key programs have not been adequately implementedPerformance contract and work plans based on the strategic plan7. Weak monitoring and evaluation systemFailure to meet performance targetsPut effective and feasible monitoring and evaluation policy in place8. Low adherence to the service delivery charterPoor internal /external customer satisfactionImplement service charter to the full9. Weak financial internal controlsReduced A-IN-AStrengthen internal controls10. Poor planning of resourcesWastage and lack of income that would otherwise be generated by the InstituteProper planning mechanisms for use of resources11. Poor marketing of theInstituteReduced clients??Develop and implement a marketing strategy??Develop business development strategy12. KICD not well known after change from KIEMissed strategic opportunities??Develop rebranding strategies??Creating awareness on KICD services and products13. Manual operating systemsSlow dissemination of information and delivery of serviceAutomate the systems14. BureaucracySlows in service in all the departmentsRe-engineer approval systemsWeaknessStrategic ImplicationStrategic Response15. Lack of functional policies e.g. research policyUndermined exploitation potential among the professionalsDevelop and implement policies16. Weak linkages with educational institutions??Duplication of services??Wastage of resourcesEstablish linkages with educational institutions17. Inadequate office spaceUncoordinated spread of staff offices in the InstituteEnhance open plan office system18. Maintenance of old fleet of vehicles??Over expenditure on transport??Affects delivery of serviceImplement transport policy on vehicle replacement19. Lack of secret security codes for KICD materialsPoor accountability on sale of materials??Install barcodes onKICD materials??Develop IT inventory management system20. Timely Replenishment of syllabuses and support materials at the bookshop??Dissatisfied customers??Low reference to the KICD syllabus and other materials at school levelDevelop a policy on a revolving fund for replenishment of support materials21. Slow responsiveness to emerging societalneedsHindrance in developmentReform curriculum informed by research22. Research findings are not effectively implementedInability to come up with effective changes in the curricula and curriculum support materialsDevelop an implementation framework for research reportsExternal Environment AnalysisAs 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 OPPORTUNITIESOpportunityStrategic ImplicationStrategic Response1. New technologyImproved service deliveryEmbrace appropriate emerging technologies2. Consultancy servicesIncrease revenue generationDevelop strategies to improve consultancies3. Ready audience for EDU Channel programmes??Increase access to curriculum content??Influence equity in??Develop a channel policy??Position the channelOpportunityStrategic ImplicationStrategic Responseaccess to education including the hard to reach regionscompetitively in the media industry??Conduct regular audience surveys and implement recommendations4. Printing of education materials for reformed curriculumEnsure that quality print products are printedDevelop an effective investment plan5. Establish a state of the art of the bookshopEfficient and effective promotion of KICD developed materialsOperationalize the state of art multimedia bookshop concept as designed in the ERC6. Capacity building opportunities of internal and external staffWell skilled staff??Develop proposals for capacity building??Develop personalized staff development plans that identify on job learning opportunities7. Alternative distribution channelsIncreased access to KICD Products??Partner and collaborate with externalbookshops??Establish cloud access system8. Decentralization to countiesIncreased curriculum information points and materialsDevelop 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 development partners for funding10. Education exchange programs –national and international??Enhance competencies for staff in developing different programmes??Enhance an appreciation of global trendsPlan for exchange programmes and allocate adequate resources11. Curricula development for international market and institutionsQuality curriculum for educational institutionsCreate partnerships with both local and international institutions12. Review of evaluatingAccess to quality teachingDevelop a vetting andOpportunityStrategic ImplicationStrategic Responseand vetting Curriculum Support materials both print and onlineand learning materialsevaluation policy document for online materials13. Training of teachers (private institution) on syllabus interpretationQuality curriculum delivery among private institutionsCreate partnership and linkages with private institutions14. Benchmarking with other East African countriesImprove quality of curricula and curriculum support materialsCreate partnership and linkages with other East African countries15. Repository of educational resource in print media, electronic media and multimedia formatsAccess to quality and relevant learning materials in all formatsThis should be sustained16. Establishment of the Educational Resources Center??Testing and simulation of the Curriculum Content concepts??CSM Demonstration for effective implementation??Enhance resources mobilization for the ERC??Develop staff capacity to operationalize3.5.4 THREATSThreatStrategic ImplicationStrategic 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 relationship managers2. New competitors – those developing curriculumConflicts KICD MandateLobbying and Advocacy3. Inadequate government budgetQuality of services and products compromised??Lobbying andAdvocacy??Income generating activities4. Green pastures offering good packages??High staff turnover??Delivery of services affectedDevelop and implement competitive schemes of service5. Migration to E- learning and digitalOutdated technology for service delivery??Develop strategies to adopt to newThreatStrategic ImplicationStrategic Responseeratechnologies??Develop IT partnerships6. Copyright/piracy??Loss of revenue??Quality and standards compromisedEstablish copyright/piracy framework7. Competition from other media housesReduced revenue and viewership??Develop competitive media programmes??Recruit qualified and adequate educational media experts??Strategic partnership with potential competitors8. Security threats by terrorists??Compromised staff security??Interfere with running of programmesEnhance security systems9. Nairobi county by- lawsInterference with programmes implementation??Lobby and Advocacy??MoUs with county governments10. Court cases by stakeholdersThey derail implementation of service deliveryRecruitment of counsel11. Existence of materials that are not vetted by other curriculum related materialsCompromised quality and standards materialsEstablish monitoring framework for materials12. Conflicting Government policy on curriculumConflict of curriculum developmentLobbying and Advocacy3.6 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 FACTORSFactorStrategic ImplicationStrategic Response1. KICD ActIndependence from political interferenceDeveloping regulations to operationalize the Act2. Regional integration??Free movement of learner in the region??Development of a harmonized curriculaFactorStrategic ImplicationStrategic Response??Increased partnerships??Flexible curricula??Increased resource mobilization??Training teachers across the countries3. Regional balanceEnhances cohesion and integrationApplication of affirmative action without affecting merit3.6.2 ECONOMIC FACTORSFactorStrategic ImplicationStrategic Response1. Inflation??High cost of doing business??Scaling down of operations??Rationalize operations??Prioritize activities??Seek more funding??Develop alternative revenue streams2. Fiscal policy (VAT)High cost of doing businessRationalize activities3. Government grants from exchequer??Deferral of activities??Slow implementation of projects??Delay in curriculum activities??Financial distressIncreased AIA4. Low facilitation allowances to subject panel members??Poor quality of the curricula and curriculum support materials developed??Inability to attract expert panel membersDevelopment of policy on panel members allowance5. 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 FACTORSFactorStrategic ImplicationStrategic Response1. Emerging issue??Overloaded curricula??Affects planned activities and budgetsPrioritize and mainstream emerging issues2. Insecurity challengeUndermine curriculum development and orientationCollaboration with key stakeholders3. Cohesion and interpersonal relationsLow productivity and synergy??Team building??Counseling??Institute disciplinary actionFactorStrategic ImplicationStrategic Response4. Alcohol and drug abuseAffects productivityDevelopment andImplement ADA Policy3.6.4 TECHNOLOGICAL FACTORSFactorStrategic ImplicationStrategic Response1. Rapid changes inTechnologyUse of obsolete technology??Speedy adaptation of emerging technology??Review of ICT policy??Develop ITpartnerships2. Internet connectivity??Lack of access to current information??Intra communication problems??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 stakeholdersImplement integrated management system3.6.5 ENVIRONMENTAL FACTORSFactorStrategic ImplicationStrategic Response1. Inappropriate office space??Low output??Unfavorable working conditions??Hasten completion ofERC??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 conservation??Water harvesting3. Noise and Air pollution??Possible health complications??Exposure to adverse work environments??Affect employees health complications??Possible litigation measures??Use of protective gears for those working in pollution prone areas??Noise barriers/arrestors??Increased insurance cover??Enhance safetyFactorStrategic ImplicationStrategic 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 management policy3.6.6 LEGAL FACTORSFactorsStrategic ImplicationStrategic Response1. Conflict between KICD Act and other acts within the Education ActDelay/non-execution of some core functions of KICDHarmonization of various legislations2. Conflict of interest in authorshipLitigation??Adherence to PublicOfficers Ethics Act 2003??Review policy on authorship by KICD staff ( book policy)??Compliance with stipulated regulations??Create awareness on Intellectual Property Rights3. Infringement onCopyrights??Loss of intellectual property rights??Loss revenue??Ensure bar codes and use ISBN numbers??Institute litigation??Patenting of prototypes4. Non-compliance to relevant Acts and regulations??Litigation??Poor corporate image??Duplication of services??Incur penaltiesEnsure compliance to allActs4. Rule of 1/3 in recruitment-genderGender equity and mainstreaming??Constitution of Gender committee??Development and implementation of Gender policy3.7 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 AnalysisSTAKEHOLDERSTAKEHOLDER EXPECTATIONKICD EXPECTATION1. LearnersQuality, 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??Operationalize subject panels at different levels??Prepare sample assessment tests or tools3. 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 materials4. Other MinistriesDevelopment of curriculum that meets their needs for theirclients??Provision of technical and financial support??Periodic submission of information on their required competencies??Implementation of the curriculum and feedback5. UniversitiesCurriculum that will facilitate acquisition of the required competencies to undertake university education??Universities take cognizance of KICD curriculum when developing their programsSTAKEHOLDERSTAKEHOLDER EXPECTATIONKICD 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 curriculum delivery7. 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 tests8. National Industrial TrainingAuthority (NITA)Compliance with statutory regulations??Quality implementation of industrial curriculum developed by KICD??Facilitate training ofKICD staff9. NGOs/CivilSociety??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 feedback??Lobby and advocacy10. Other countriesCollaboration, partnership and consultancies in Curricula and Curriculum Support Materials??Mutual confidence and understanding??Win-Win solutions in the partnership and collaborations11. Parents/ GuardiansCurriculum that develops their children to be productive (physical, spiritually, socially??Support of teachers and learners in the implementation ofSTAKEHOLDERSTAKEHOLDER EXPECTATIONKICD EXPECTATIONand morally) and responsible citizenscurriculum??Create a conducive learning environment??Feedback on the curriculum12. EmployeesAn enabling working environmentOptimum productivity and ownership13. Neighbouring community??Security and environmental consciousness??Mutual understanding and support??Security and environmental consciousness??Mutual understanding and support??Initiate corporate social responsibility14. Government ofKenya??Provide quality Curricula and Curriculum Support Materials??Ensure all foreign curricula in line with Government policies??Provision of technical and financial support??Ensure compliance with the regulations relating to curriculum development and implementation15. DevelopmentPartners??Program of activities/work plans??Accountability and transparency system in place??Mutual understanding??Technical Assistance??Feedback on the research carried out??Information sharing16. Private sectorDevelopment 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 feedback17. Religious organizationsDevelopment 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 theeducation sector??Periodic submission of information on their clientele??Implementation of the curriculum and feedback18. Teachers Unions??Develop teachers professional programmes??Orient teachers onAdvocacy for effectiveCurriculum implementationSTAKEHOLDERSTAKEHOLDER EXPECTATIONKICD EXPECTATIONCurriculum19. SAGA’s (KEMI, KISE, CEMASTEA)??Provision of quality Curricula and Curriculum Support materials??Collaboration and consultancy on curriculum development and programmes??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 feedback on our curricula21. Bookshops??Adequate supply of curricula and curriculum support materials??Consistent stock of curricula and curriculum support materialsAffordable and ease of access of curricula and curriculum support materials22. 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 submission23. Suppliers??Business to supply goods and services??Timely processing of payments??Comply with PPDA??Compliance with PPDA??Supply of quality goods and services24. Educational assessment and resource centers??Relevant curricula and curriculum support materials??Support and collaboration orientation of curricula and curriculum support materialsTimely feedback on the curriculum25. 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 implementation26. General public??Development of educational??Collaboration in theSTAKEHOLDERSTAKEHOLDER EXPECTATIONKICD EXPECTATIONprogrammes on various,emerging and contemporarily issues? Collaboration on curriculum issuesdevelopment ofprogrammes? Periodic submission of information andfeedbackKICD 2015-2020 Strategic PlanCHAPTER 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 ValuesVISIONA world class centre for dynamic and competitive curriculaMISSIONTo provide research based Curricula and Curriculum Support Materials Responsive to theNeeds of the SocietyMOTTOThe Heartbeat of EducationCORE VALUES1. Professionalism2. Teamwork3. Innovation and Creativity4. Integrity5. Ubuntu-Humane6. Trust4.2 Key Result Areas (KRAs)1. Curricula2. Curriculum Support Materials3. Research4. Institutional Capacity4.3 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 operations10. To develop appropriate physical infrastructure and equipment11. To enhance Corporate Image12. To ensure the achievement of the Institutes goals and objectives4.4 Strategy MatrixKEY RESULT AREASSTRATEGIC OBJECTIVESSTRATEGIESKRA 1: CURRICULA1. 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 bodies2. 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 tertiaryKEY RESULT AREASSTRATEGIC OBJECTIVESSTRATEGIESeducation and training??Prepare Continuous professional development programmes for curriculum deliveryKRA 2: CURRICULUM SUPPORT MATERIALS1. 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 materials??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 ofKEY RESULT AREASSTRATEGIC OBJECTIVESSTRATEGIESERC building and operationalize the completed phases2. 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 equipment??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: RESEARCH1. 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 System(ERIS)KRA 4: INSTITUTIONAL CAPACITY1. To attract, develop and retain qualified staff??Review OrganizationalStructure??Undertake a comprehensive Job evaluation & Schemes of Service??Competitive recruitment of staff??Undertake a comprehensiveKEY RESULT AREASSTRATEGIC OBJECTIVESSTRATEGIESTNA??Implement an integrated system for HR??Enhance staff motivation and envisioning??Improve on the WorkEnvironment2. 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 function3. 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 operations4. 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 strategyKEY RESULT AREASSTRATEGIC OBJECTIVESSTRATEGIES??Adopt good corporate governance practices??Corporate social responsibility??Establish a crisis management framework??Establish a recreational centre/club for residents??Prevention and management of HIV/AIDS, in the Institute, Mainstreaming of gender and people with disability??Institutionalize the corporate values??Define KICD corporate culture6. 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 programmesCHAPTER 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 LevelsCurrently, 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 anizational StructureThe 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 ANISATIONAL STRUCTURECOUNCILDIRECTOR/CEOCURRICULUM DEVELOPMENT & RESEARCHFINANCE, ADMINISTRATION AND HUMAN RESOURCEMEDIA & EXTENSION SERVICESSPECIAL PROGRAMMES& FIELD SERVICESBASIC EDUCATIONTVET RESEARCH MONITORING & EVALUATIONELECTRONIC & EMERGING MEDIAEDUCATIONAL RESOURCESFINANCE & ACCOUNTSHUMAN RESOURCEADMINISTRATION NACECE CORPORATE COMMUNICATIONPLANNINGINTERNAL AUDITPROCUREMENTKICD 2015-2020 Strategic Plan 345.3 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 2015/16–2019/20AMOUNT (KSHS.) IN MILLIONSParticulars2015/162016/172017/182018/192019/20TotalsP. E. and Related expenses for KICD members and staff6427928929921,0924,410Maintenance, Operation & Capital Expenditure2,0232,5002,7002,8002,90012,923Gross ResourceRequirement2,7163,2923,5923,7923,99217,384Capitation Grant from GoK1,3013,2723,5673,7653,96215,867Other Income1520252730117Expected GrossIncome1,3163,2923,5923,7923,99215,984Resource Gap1,40000001,4005.3.1 Strategies for Resource MobilizationThe 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 lossesDuring 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 projectsCHAPTER SIX-------------------------------------------------------------------------------------IMPLEMENTATION AND COORDINATION6.1 IntroductionThe 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- ImplementationThe 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 prioritizedactivities 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 implementationThe 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 frameworkb) 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 implementationThe 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 CommitteeFor 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 FrameworkThe 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 AnalysisRISK FACTORLEVEL OF RISKMITIGATION1. ApathyHighDissemination of the strategic plan2. Dependence on government grantsHigh??Resource mobilization??Lobby for enough funding from the government3. Resistance to changeHigh??Staff induction/orientation / team building to review materials??User involvement in planning and implementation4. Structural disparities between departmentsHighBridge the gap on seniority between departments5. Lack of clear guidelines on implementation processHighDevelop clear guidelines6. Inadequate dissemination of the reviewed strategic planHighA committee should be responsible for M&E.7. Inadequate empowerment for Planning to coordinate monitoring and evaluationHighUpgrade Planning function8. Lack of goodwillHigh??Develop sensitization programs??Transparency??Timely production9. Staff retentionMediumImprove on staff motivation10. Failing to incorporate strategic objectives to work plansMediumProvide a checklist on strategic objectives that can help create a link to the work plans11. Failure to involve implementers in strategy formulationMediumWider involvement during formulation12. Financial constraints through budgetary allocationsMedium??Resource mobilization??Lobby for enough funding from the government13. Industrial disputesMediumInvolve all employees through workshops e.t.c.14. Inadequate sensitization of workers on strategic planMediumConduct proper sensitization of the strategic plan15. PiracyMediumAll KICD work to be printed at the institute.16. Unfavorable economic factorsMediumEfficient utilization of present research17. Legal challengesLowLobby for strengthening of legal frameworkRISK FACTORLEVEL OF RISKMITIGATION18. Slow pace of adapting to changes in environmentLowUse of both top-down and down-top approachCHAPTER SEVEN-------------------------------------------------------------------------------------MONITORING, EVALUATION AND REPORTING7.1 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 MethodologiesMonitoring 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 ReviewThe 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 trainingSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Carry out curriculum reforms for basic, tertiary education and training in response to general education, vocation and talentsDevelop a curriculum frameworkCurriculum framework developedCurriculum framework adoptedHR/Finance33SDDCRS/DD BE/DDDSP/ DDTVETEngageStakeholderStakeholder engagementReportHR/Finance22SDDCRS/DD BE/DDSP/ DDTVETConduct Needs assessmentNeeds assessment conductedNeeds assessment reportHR/Finance1515SDDCRS/DD BE/DDSP/ DDTVETDevelop designsDesigns developedNo. of Designs for ECDEHR/ Finance26020060SDDCRS/DD BE/DDSP/ DDTVETDevelop syllabuses for schoolsDraftSyllabusesNo. of DraftSyllabusesHR/Finance26020060SDDCRS/DD BE/DDSP/ DDTVETValidation and approval of syllabusesSyllabuses for ECDE, Primary and secondaryNo. of Syllabuses for ECDE, Primary and secondaryHR/Finance3030SDDCRS/DD BE/DDSP/ DDTVETPrinting of syllabuses forPrinted syllabusesNo. of printedHR/Finance564016SDDCRS/DD BE/DDSP/KRA 1: CURRICULASTRATEGIC OBJECTIVE 1: To ensure quality of curriculum for basic and tertiary education and trainingSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20schoolssyllabusesDDTVETDevelopment and printing of Handbooks for schoolsPrinted handbooksNo. of printed handbooksHR/Finance759600159SDDCRS/DD BE/DDSP/ DDTVETDevelopment of teacher education curriculum designsTeacher education curriculum designsNo. of teacher education curriculum designsHR/Finance736013SDDCRS/DD BE/DDSP/ DDTVETDevelopment of teacher education syllabusesDraft teacher education syllabusesNo. of draft teacher education syllabusesHR/Finance11510015SDDCRS/DD BE/DDDSP/ DDTVETValidation and approval ofthe teachersyllabusesTeacher education syllabusesNo. of teacher education syllabusesHR/Finance201010SDDCRS/DD BE/DDSP/ DDTVETDevelopment and printing of teacher education handbooksPrinted teacher education handbooksNo. of Printed teacher education handbooksHR/Finance11510015SDDCRS/DD BE/DDSP/ DDTVETKRA 1: CURRICULASTRATEGIC OBJECTIVE 1: To ensure quality of curriculum for basic and tertiary education and trainingSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Dissemination of the basic education and teacher education syllabuses and handbooksBasic education and teacher educationsyllabuses andhandbooks disseminatedNo. of basic education and teacher educationsyllabuses andhandbooks disseminatedHR/Finance633SDDCRS/DD BE/DDSP/ DDTVETContinuously review curricula for basic, tertiary education and training and special needs educationPut in place a review panelPanel in placeFunctional panelHR*SDDCRS/DD BE/DDSP/ DDTVETPanel undertake proposal writingProposal writing doneApproved proposalHR*SDDCRS/DD BE/DDSP/ DDTVETUndertake curricula review and implement new curriculaNew curricula implementedFunctional curriculaHR/Finance2651806025SDDCRS/DD BE/DDSP/ DDTVETConvene course panel and academic committeeSyllabuses Committee in placeNo. of syllabuses approved Functioning committeeHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETKRA 1: CURRICULASTRATEGIC OBJECTIVE 1: To ensure quality of curriculum for basic and tertiary education and trainingSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Validation and approvalDocument validatedValidated documentHR/Finance305205SDDCRS/DD BE/DDSP/ DDTVETPilot the curriculumPilot reportNo. of pilot reportsHR/Finance1082SDDCRS/DD BE/DDSP/ DDTVETPrint syllabusesPrinted syllabusesNo. of syllabuses printedHR/Finance0.050.05SDDCRS/DD BE/DDSP/ DDTVETCapacity building for curriculum developers and panel membersConduct need assessment - develop a proposalTraining reportsNo. of curriculum developers, panel members and implementersHR/Finance16040404040SDDCRS/DD BE/DDSP/ DDTVETConduct trainingTraining reportsNo. of training reportsHR/Finance36010010010060SDDCRS/DD BE/DDSP/ DDTVETWrite a reportReportsNo. of training reportsHR/Finance10025252525SDDCRS/DD BE/DDSP/ DDTVETBenchmark with the best curriculumDevelop a proposalBenchmarking reportNo. of curriculum developmentHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETKRA 1: CURRICULASTRATEGIC OBJECTIVE 1: To ensure quality of curriculum for basic and tertiary education and trainingSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20development centerscentres benchmarkedUndertake visitsVisits undertakenNo. ofcentres visitedHR/Finance205555SDDCRS/DD BE/DDSP/ DDTVETWrite and disseminate the reportReportsNo. of reportsHR/Finance0.20.050.050.050.05SDDCRS/DD BE/DDSP/ DDTVETForge partnerships with universities, industries and the private sectorDevelop a proposalMoUs, agreementsNo. of collaborating partnersHR/Finance211SDDCRS/DD BE/DDSP/ DDTVETIdentify collaborating partnersCollaborating partnersNo. of collaborating partnersHR/Finance6222SDDCRS/DD BE/DDSP/ DDTVETDevelop collaborating frameworkCollaborating framework developedSigned MoUsHR/Finance211SDDCRS/DD BE/DDSP/ DDTVETEvaluate foreign and local curricula developed by other bodiesDevelop a proposalEvaluation reportsNo. of foreign and local curricula developed by other bodiesHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETDevelop evaluationEvaluation criteriaEvaluation criteriaHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/KRA 1: CURRICULASTRATEGIC OBJECTIVE 1: To ensure quality of curriculum for basic and tertiary education and trainingSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20criteriaDDTVETCall for submissionsSubmissions soughtNo. of submissionsHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETConvene evaluation panelsEvaluations panels convenedPanel in placeHR/Finance1852540404040SDDCRS/DD BE/DDSP/ DDTVETWrite an evaluation reportEvaluation doneReportHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETValidation and approval ofthe reportValidation doneApprovalHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETDisseminate the resultsResults disseminatedNo. reachedHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETDocument and catalogue information on curriculaDocumentati on doneManualHR/Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETKRA 1: CURRICULLASTRATEGIC OBJECTIVE 2: To enhance implementation of KICD developed curriculaSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Develop and conduct in- service programmesDevelop proposalIn service Training programme reportNo. of people trainedHR/ Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETDevelop a training manualManual developedApproved manualHR/ Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETConduct in- service trainingIn-service trainingNo. trainedHR/ Finance33030100100100SDDCRS/DD BE/DDSP/ DDTVETWrite a reportReport writtenReportHR/ Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETBuild capacity of curriculum implementers and field officersDevelop proposalTraining reportsNo. of curriculum developer, curriculum implementers and field officersHR/ Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETIdentify training needsTraining needs identifiedReport on training needsHR/ Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETDevelop aManualtrainingHR/ Finance240308010030SDDCRS/DDtraining manualdevelopedmanualBE/DDSP/ DDTVETIdentify facilitatorsFacilitators identifiedNo facilitatorsHR/ Finance4010101010SDDCRS/DD BE/DDSP/ DDTVETConduct trainingTraining conductedNo ofTrained staffHR/ Finance1002020202020SDDCRS/DD BE/DDSP/ DDTVETWrite a reportReport writtenReportHR/ Finance0.10.0250.0250.0250.025SDDCRS/DD BE/DDSP/ DDTVETIntegrate contemporary and emerging issues in curriculum for basic and tertiary education and trainingIdentification of contemporary and emerging issuesScope and sequence matricesNo. of emerging issues covered, No. of curriculum developers sensitizedHR/ Finance51112SDDCRS/DD BE/DDSP/ DDTVETConvene panelsPanels convenedNo. of panelsHR/ Finance51112SDDCRS/DD BE/DDSP/ DDTVETDevelop scope and sequence matricesscope developedManualHR/ Finance51112SDDCRS/DD BE/DDSP/ DDTVETValidation and approvalSyllabuses validatedApproved syllabusesHR/ Finance82222SDDCRS/DD BE/DDSP/ DDTVETSensitization of curriculumSensitization undertakenNo. curriculumHR/ Finance1022222SDDCRS/DD BE/DDSP/developersdevelopers reachedDDTVETPrepare Continuous professional development programmes for curriculum deliveryIdentify areas for professional developmentProfessional Programmes developed Database setupNo. of professional programmes No. of personnel trained.HR/ Finance1022222SDDCRS/DD BE/DDSP/ DDTVETDevelop the training programmesDeveloped training programmesNo. of Developed training programmesHR/ Finance501010101010SDDCRS/DD BE/DDSP/ DDTVETMarket and recruit the candidatesCandidates recruitedNo. of recruited of candidatesHR/ Finance1022222SDDCRS/DD BE/DDSP/ DDTVETConduct the trainingTraining conductedNo. of training conductedHR/ Finance501010101010SDDCRS/DD BE/DDSP/ DDTVETWrite a reportReport writtenReportHR/ Finance1022222SDDCRS/DD BE/DDDSP/ DDTVETDevelop a database for the trained personnelDatabase developedDatabase in placeHR/ Finance1022222SDDCRS/DD BE/DDSP/ DDTVETKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 1: To provide quality curriculum support materials for basic and tertiary educationSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Review the guidelines on evaluation of curriculum support and online materialsHold writing workshops, stakeholders forums for input, publishers conferenceGuideline documentReportsHR/ Finance22SDDMES/ DDEEM/ DDERConduct needs assessmentNeeds assessment doneReportsHR/ Finance1212SDDMES/ DDEEM/ DDERDevelop electronic curriculum support materials for all levels of basic and tertiary educationDevelop radio programsRadio programsNo. of Radio programsHR/ Finance12030303030SDDMES/ DDEEMDevelop TVprogramsTV programsNo. of TVprogramsHR/ Finance165540404040SDDMES/ DDEEMDevelop interactive digital contentDigital contentQuality of digital contentHR/ Finance2438340404040SDDMES/ DDEEMDevelop multimedia graphicsMultimedia elementsQuality of media elementsHR/ Finance8020202020SDDMES/ DDEEMDevelop quality prototypeResearch prototype teaching andResearch undertakenResearch reportHR/ Finance4010101010SDDMES/ DDERKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 1: To provide quality curriculum support materials for basic and tertiary educationSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20teaching and learning materials to enhance curriculum deliverylearning materialsDesign, develop produce prototype teaching and learning materialsPrototypes developedNo. of prototypes developedHR/ Finance12030303030SDDMES/ DDERDesign, develop produce prototype Handbooks and TV ProgramsHandbooks & TV ProgramsNo. of Handbooks & TV ProgramsHR/ Finance12030303030SDDMES/ DDEREvaluate, vet and approval of print and electronic curriculum support materialsUpscalevetting of print materialsVetting print materials upgradedReportHR/ Finance2502050805050SDDMES/ DDERUpgrade capacity for vetting offlineUpgrading undertakenEnhanced capacityHR/ Finance20010100303030SDDMES/ DDER/ DDEEMKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 1: To provide quality curriculum support materials for basic and tertiary educationSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20and online digital materialsDevelop and implement strategy on sustainability for vetting of materialsStrategy developed and implementedOperating strategyHR/ Finance22SDDMES/ DDER/ DDEEMDisseminate electronic and non- electronic curriculum support materialsDisseminate curriculum support materials through multimedia bookshop and other outletsCurriculum support materialsNo. of Disseminated curriculum support materialsHR/ Finance1252525252525SDDMES/ DDER/ DDEEMMonitor the availability and use of curriculum support materials inConductMonitoringand evaluation of the curriculum supportMonitoring and evaluation conductedReportsHR/ Finance501010101010SDDMES/ DDER/ DDEEMKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 1: To provide quality curriculum support materials for basic and tertiary educationSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20learning institutionsmaterialsImplement the recommendati ons of M&ERecommenda tions implementedEvaluation reportHR501010101010SDDMES/ DDEEMPrint, publish and disseminate information relating to curricula support materials for basic and tertiary education and trainingProduce publicationEditedPublicationISBNHR/ Finance1022222SDDMES/ DDERProduce printed documentsDocuments producedPrintedDocumentsHR/ Finance1002020202020SDDMES/ DDERDisseminate in both hard and soft formatsProducts disseminatedDissemination reportsHR/ Finance1533333SDDMES/ DDEROrientate the curricula support materials inseminatorsOrientation of Curricula inseminatorsOrientation undertakenOrientation reportsHR/ Finance1002020202020SDDMES/ DDER/ DDEEMCollect, document andInformation collectedData BankReportsHR/ Finance2305180151515SDDMES/ DDER/KRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 1: To provide quality curriculum support materials for basic and tertiary educationSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20catalogue information on curricula, curriculum support materials andinnovations to create a data bankDDEEMDevelopment of ERC business planComplete the development of ERC business planand implementthe planBusiness PlanMeeting, Minutes, Business planHR/ Finance22Chairman ERC CommitteeDevelop resource mobilization strategies for ERCDevelop proposals for resource mobilizationProposals developedProposal reportHR/ Finance1022222Director ERC CommitteeIdentify and reach out partners for fundingPartners identifiedNo. of partnersHR*****Director ERC CommitteeKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 1: To provide quality curriculum support materials for basic and tertiary educationSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Implement successful proposalsProposals implementedOperational programmesHR/ Finance501010101010Director KICD/ ERCCommitteeChairmanComplete construction of ERC building and operationalize the completed phasesComplete ERCbuildingCompleted buildingPlans, Construction, Schedules CertificatesHR/ Finance3.4B4401B1B500500Director KICD/ ERCCommitteeChairmanEquip the completed phasesEquipped phasesFixed assets recordsHR/ Finance32080808080Director KICD/ ERCCommitteeChairmanCommission and utilize the completed facilitiesCommission facilitiesFacilities ready for useHR/ Finance10.50.5Director KICD/ ERCCommitteeChairmanCapacity build the staff on the utilization of the new facilitiesCompetent staffTraining certificatesHR/ Finance502525Director KICD/ ERCCommitteeChairmanKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 2: To enhance access and equity in curriculum support materialsSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Providing broadcast content for digital educational channelAcquire and outsource educational programs for broadcastAcquired educational programmesProgrammesHR/ Finance1022222SDDMES/ DDEEMScheduling and programming of broadcast contentProgrammes scheduledReportHR*****SDDMES/ DDEEMMaintain a radio and TV broadcast linkRadio and TVbroadcast linksOperational linksHR/ Finance3757575757575SDDMES/ DDEEMEnsure broadcast standards are adhered toDevelop an educational channel policyEducational Channel Policy developedPolicyDocumentHR/ Finance22SDDMES/ DDEEMBench mark with other broadcasting stationsBenchmarking doneReportHR/ Finance22SDDMES/ DDEEMKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 2: To enhance access and equity in curriculum support materialsSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Comply with CA (K) regulationsReportCertificateHR/ Finance511111SDD/ MES/ DDEEMCapacity build EDU broadcasting channel staffTrain media staffStaff trainedNo. trainedHR/ Finance1022222SDDMES/ DDEEMUpgrade the broadcasting infrastructure and equipmentDevelop a fixed asset improvement planFixed Assets Plan developedReportHR/ Finance0.50.5SDDMESUpgrade broadcast systems in line with technological advancements including streaming of audio and videoUpgradedSystemsReportHR/ Finance1503030303030SDDMES/ DDEEMEnsure compliance onDevelop setQualitySet standards developedAcceptability of standardsHR/ Finance1022321DDRMEKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 2: To enhance access and equity in curriculum support materialsSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20the use of approved curricula and curriculum support materials in learning institutionsstandards for internal and external for developersDevelop a proposalDeveloped proposalApprovedProposalHR/ Finance1022321DDRMEConduct monitoring taskMonitoring task conductedCompleted toolsHR/ Finance1022222DDRMEWrite the report and disseminateReport written and disseminationReportHR/ Finance1022222DDRMECarry out spot checksSpot checkReportsNo. of Spot check ReportsHR/ Finance1022321DDRMEKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 3: To promote appropriate utilization of technologySTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Develop online programs to enhance curricula implementationEnhance Elimika programOnlineCoursesReportsHR/ Finance2044444SDDMES/ DDEEMEstablish online access to digital contentOnline digital contentMonitoringReportsHR/ Finance1022222SDDMES/ DDEEMHost online programsHostedContentReportHR/ Finance511111SDDMES/ DDEEMEnhance ICT related curriculum innovationsEnhance and promote ICT related curriculum innovation centreEnhanced CICReportHR/ Finance1055SDDMES/ DDEEM/ DDEREstablish and roll out IT academyTrainedPersonnelNo. trainedHR/ Finance1022222SDDMES/ DDEEMEstablish a yearly competition/ conference activitiesConferences and Innovation CompetitionsReportsHR/ Finance511111SDDMES/ DDEEMKRA3: RESEARCHSTRATEGIC OBJECTIVE 1: To conduct research for informing development and review of curriculum policiesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Develop research policy and protocolsDevelop a proposalResearch policy documentProposal Minutes of panel meetingsHR/ Finance11DDRMEValidation and approval forumsApproved research and protocol policy in placeApproved research and protocolHR/ Finance33DDRMEConduct curriculum based researchDevelop the proposalResearchReportNo. of research studies doneHR/ Finance511111DDRMEDevelopInstrumentsResearchInstrumentsNo. ResearchInstrumentsHR/ Finance1533333DDRMEPilot the data collection instrumentsPiloting donePilot reportHR/ Finance1022222DDRMEData collectionData collectedNo. of competed data collection instrumentsHR/ Finance2555555DDRMECode andData analysedNo. of codedHR/ Finance1022222DDRMEKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 3: To promote appropriate utilization of technologySTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20analyse dataand codedand analysed dataReport writing and disseminationReport writtenReportHR/ Finance1022222DDRMEMonitor and evaluate curriculum implementation to inform orientation and professional programmesDevelop the monitoring proposalMonitoring proposal developedNo. of monitoring proposalsHR/ Finance511111DDRMEDevelop monitoring InstrumentsInstruments developedQuality of instrumentsHR/ Finance1533333DDRMEPilot the data collection instrumentsPilot reportRevised instrumentsHR/ Finance1022222DDRMEData collectionData collectedQuality of dataHR/ Finance2555555DDRMECode and analyse dataCoded and analysed dataQuality of dataHR/ Finance1022222DDRMEReport writingReportQuality of reportsHR/ Finance1022222DDRMEDisseminate the reportDisseminate reportNo. of institutions reachedHR/ Finance1022222DDRMEKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 3: To promote appropriate utilization of technologySTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Conduct summative evaluation of the curriculum and disseminate the reportDevelop the summative evaluation proposalProposalNo. of proposalsHR/Finance11DDRMEDevelop instrumentsSummative evaluation report-Number of dissemination workshops-Number of publicationsHR/Finance1010DDRMEPilot the data collection instrumentsPilot reportRevised instrumentsHR/Finance55DDRMEData collectionData collectedData bankHR/Finance1515DDRMECode and analyse dataCoded and analysed dataQuality of dataHR/Finance1010DDRMEReport writingReportNo. of reportsHR/Finance55DDRMEDisseminate the reportReport disseminatedNo. of institutions reachedHR/Finance1010DDRMECollaboration with otherDevelop a collaborationCollaboration frameworkMoUsHR/Finance511111DDRMEKRA 2: CURRICULUM SUPPORT MATERIALSSTRATEGIC OBJECTIVE 3: To promote appropriate utilization of technologySTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20research agencies and institutionsframeworkdevelopedIdentify the collaborating institutionsMoUsNo. of collaborating institutionsHR/ Finance511111DDRMEEstablish an Educational Research Information System (ERIS)Develop a proposalProposal developedApproved proposalHR/ Finance52.51.51DDRMEDevelop an online platformOnline platform developedOnline platform in placeHR/ Finance52.51.51DDRMEUpload research materialsUploaded materialsNumber of uploaded research materialsHR/ Finance52.51.51DDRMEKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 1: To attract, develop and retain qualified staffSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCE STOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Review Organizational StructureConduct a review of organization structureOrganization structureand Staffingreport developedOrganizational& Salary structure and Staffing report adopted and approvedHR/ Finance0.50.5SAD HRMImplement the Organizational structureStructure implementedOperational structureHR*****SAD HRMUndertake a comprehensive Job evaluation& Schemes ofServiceIdentify all the jobsJob identifiedNumbers of jobsHR/ Finance11SAD HRM/DPrepare the schemes of service and job evaluation and specificationsJob description & reports preparedManualHR/ Finance11SAD HRM/DSubmit the report to SRCReportApproved job evaluation reportHR*SAD HRM/DCompetitive recruitment of staffConduct staff rationalization exercise to identify gapsRationalizatio n conductedReportHR*****SAD HRM/DKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 1: To attract, develop and retain qualified staffSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCE STOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Interview and recruit appropriate staffRecruitment undertakenNo. and quality of staffHR/ Finance3006060606060SAD HRM/DUndertake a comprehensive TNADevelop the instrumentsTNA reportNumber ofStaff trainedHR/ Finance402020SAD HRM/DAdminister and analyze the instrumentsInstruments analyzedReportHR*****SAD HRM/DData collection and analysisData collectedData bankHR/ Finance1010SAD HRM/DImplement theTNA reportReport implementEvaluationHR/ Finance2044444SAD HRM/DImplement an integrated system for HRDevelop specifications for the systemOperational integrated SystemNumber of functional areas automatedHR/ Finance28241111SAD HRM/D AD proSAD NRC CFOTrain staff on the systemsStaff trainedNo. trainedHR/ Finance1002020202020SAD HRM/D AD proSAD NRC CFOImplement theSystemEfficiency ofHR/501010101010sad HRM/DKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 1: To attract, develop and retain qualified staffSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCE STOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20integrated systemintegrated and implementedsystemsFinanceAD procurement SAD NRC CFOEnhance staff motivation and envisioningReview and implement current medical schemeEnhanced medical schemeReviewed scheme implementedHR501010101010SAD HRMIntroduce and implement staff mortgage Scheme and car loanMortgage scheme introducedConcept paperHR1005050505050SADAImprove on the Work EnvironmentHold regular interdepartme ntal meetingsMinutesNumber of meetings heldHR/ Finance30.60.60.60.60.6SADADevelop Occupational, safety and HealthPolicy on Occupational, safety and Health developedHealth and safety committeeHR/ Finance0.30.3SAD HRM/ SADAKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 1: To attract, develop and retain qualified staffSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCE STOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Implement a policy on occupational safety and healthPolicyImplementedOperationalHR/ Finance501010101010SADARefurbish existing officesExisting offices refurbishedNo. of offices refurbishedHR/ Finance501010101010SADAAcquire and maintain adequate working tools and equipmentWorking tools andequipment procured% increase in no. of working tools and equipment procuredHR/ Finance501010101010SADAKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 2: To establish proper management and mobilization of financial resourcesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS. MILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Mobilize resourcesIdentify areas requiring external fundingAreas identifiedList of programmes/ projectsHR/ Finance0.50.10.10.10.10.1CFOIdentify relevant funding partnersRelevant funding partners identifiedNo. of partnersHR*****CFOPrepare funding proposals and submit to relevant funding partnersProposals prepared and submitted for fundingNo. of proposalsHR*****CFOPrepare collaboration agreements with funding partnersAgreement on collaboration with funding partners preparedMoUsHR*****CFOImplement the collaborationCollaboration implementedApprovedMoUsHR*****CFOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 2: To establish proper management and mobilization of financial resourcesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS. MILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20agreementDevelop and implement annual budgetsRequest for resource requirements from DepartmentsRequirements requestedReports for resource requirementsHR/ Finance0.50.10.10.10.10.1CFOParticipate in MTEF budgeting processParticipation in budget processReport on resources allocatedHR*****CFOPrepare annualFinancial PlanFinancial plan preparedReport on financial planHR*****CFODevelop and implement internal control systemsProcure effective accounting systemAccounting system procuredAccounting system implementedHR/ Finance0.250.25CFODevelop and implement financial and procurement manualsFinancial and procurement manuals developedFinancial and procurement manualsHR/ Finance0.250.25CFOEstablish and implement internal auditInternal Audit and Financial ControlInternal Audit and FinancialHR*****CFOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 2: To establish proper management and mobilization of financial resourcesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS. MILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20and financial control systemsSystems establishedControl Systems in place, Accurate quarterly and annual audit reportsEstablish budget implementatio n committeeBudget implementati on committees establishedBudget implementati on committeesin placeHR*Develop Consolidated annual work plansConsolidated annual work plan developedConsolidated annual work planHR/ Finance0.250.050.050.050.050.05CFODevelop cash flow plans and projectionsCash flow plans and projections developedCash flow plans and projectionsHR/ Finance0.250.050.050.050.050.05CFOIdentify non- core services, outsource non- core servicesNon-core services outsourcedPercentage saving on outsourced servicesHR/ Finance45216666CFOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 2: To establish proper management and mobilization of financial resourcesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS. MILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Develop and implement risk management frameworkDevelop a concept paper on risk managementRisk assessment framework developedRisk assessment framework in placeHR/ Finance11AD auditSeek approvalApproval soughtApproved policyHR*AD AUDITImplement risk assessment frameworkApproved risk assessment frameworkOperational frameworkHR*****AD AUDITEnsure efficient procurement of goods and servicesDevelop consolidated procurement planConsolidate procurement plan developedApproved consolidate procurement planHR/ Finance0.10.020.020.020.020.02AD PROPrequalificatio nIon of suppliers and service providersSuppliers pre- qualifiedApproved list of prequalified suppliersHR/ Finance1.50.30.30.30.30.3AD PROAdvertised tenders openlyTenders advertisedApproved tendersHR*****Approve winning biddersApproved contracts for various servicesApproved contractsHR/ Finance20.40.40.40.40.4AD PROKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 2: To establish proper management and mobilization of financial resourcesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS. MILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Dispose Idle Assets according to PPOATimely declaration of ObsoleteAnd Unserviceable Stores by the departmentsApproved items to be disposed off according to the planDisposed list of items and revenue realizedHR/ Finance511111CFOReview & strengthen internal audit functionReview internal audit manualInternal audit manual reviewedReviewed internal audit manualHR/ Finance0.750.75AD Internal auditImplement reviewed internal audit manualReviewed internal audit manual implementedImplementati on statusHR/ Finance6.156.15AD Internal auditKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 3: To embrace ICT in all programmes and operationsSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS.MIL LION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Enhance information generation, gathering and disseminationDevelop and implement ICT policyICT policy developedICT policy in placeHR/ Finance55AD ICTProcure appropriate software and hardwareAppropriate hardware and software procuredICT infrastructure in placeHR/ Finance7010202020AD ICTTrain staff inICTStaff trained on ICTNo. of staff trained on ICTHR/ Finance204556AD ICTAutomate key processesKey processes automatedNo. of key processes automatedHR/ Finance111334AD ICTDevelop a comprehensive databankComprehensi ve databank developedDatabank in placeHR/ Finance100303040AD ICTCloud Productivity and utilization servicesImplement office 365Improved ICT services delivery by technology adoptionNumber of e-services migrated to the cloudBudget Acquisiti on of cloud services2023555AD ICTCloud storage servicesImplement e- servicesEnhance ICTDevelopOperationalizVolume inBudget30345810AD ICTKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 3: To embrace ICT in all programmes and operationsSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS.MIL LION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20disaster recovery and business continuitydisaster recovery plane and enhance ICT disaster recovery and business continuitymegabytes (MB) of electronic materials and enterprise data in data recovery schemeHardwar e and softwareDevelop business continuity planImplement an enhance ICT disaster recovery and business continuityOnline streaming of digital content, EDU and Radio programmesOnline streaming of Edu ChannelOnline access of digital content, EDU and Radio programmesNumbers of online payment and streaming services accessible through the InternetBudget Hardwar e, software and commun ications equipme nt’s5058101215AD ICTOnline streaming of radio programmesOnline streaming of digital contentIntegrate ICTin InternalAssess the ICTneeds andInternal AuditICT needsInternalAudit ICTHR/ Finance2.52.5AD Internal auditKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 3: To embrace ICT in all programmes and operationsSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOUR CESTOTAL COSTS (KSHS.MIL LION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20audit operationsidentify solutions for internal audit functionassessed and suitable solutions identifiedneeds assessment reportImplement suitable IT solutions for internal audit operationsIT solutions in internal audit ImplementedImplementati on statusHR*****AD Internal auditKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 4: To develop appropriate physical infrastructure and equipmentSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Upgrading additional physical facilitiesConstruct staff housesNew houses constructedNumber of new housesHR/ Finance502525SADAConstruct modern main gate, with computerized screening facilityThe construction of the new gateNew gate operationalHR/ Finance7575SADAReplacement of unserviceable equipment’sand motor vehiclesPurchase of motor vehicles and equipment’sNew vehicles and equipmentNumber of newvehicles and equipment’sHR/ Finance1002020202020SADAAcquire a power stabilizer for NRC power supplyNew stabilizer procuredNew stabilizer in placeHR/ Finance3030SADAAutomate fixed asset registerProcure a fixed asset management systemUpdated fixed assets registerAsset register in placeHR/ Finance530.50.50.50.5SADAImprove safety at the work placeAcquire new firefighting equipment’s.New set of firefighting equipmentsThe number new set of firefightingHR/ Finance20102.52.52.52.5SADAKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 4: To develop appropriate physical infrastructure and equipmentSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS.M ILLION)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20procuredequipmentsExpand the CCTV coveragePurchase of new CCTVNew areas under CCTV coverageHR/ Finance905010101010SADAMaintenance of NRC liftLift repairedFunctional liftHR/ Finance501010101010SADACentralize Telephone exchangeImprove internal and external telephone communicati onEffective and efficient telephone communicati onFunctional Centralized telephone exchange servicesHR/ Finance20151112SADAComputerizeRegistry recordsIdentify registry processes to be automatedComputerize d registry services in placeOnline registry servicesHR/ Finance20151112SADAProcure and implement registry softwareSoftware procuredSoftware operationalHR/ Finance20151112SADAKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 5: To enhance Corporate ImageSTRATEGYACTIVITYOUTPUTPERFOR. INDICATORRESOURCETOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Develop and implement a comprehensive Communicatio n strategyConstitute a committeeCommittee in placeCommunicati on strategy in placeHR/ Finance0.50.5AD CCODevelop a communicatio n policyPolicy developedApproved policyHR*AD CCOImplement the policyPolicy implementedOperational policyHR/ Finance2044444AD CCOAdopt good corporate governance practicesDevelop and implement Council CharterCouncil Charter developed, Good corporate governance practice embracedCouncil Charter in placeHR/ Finance22AD CCOProvide training on corporate governance for Council members and ManagementCouncil members and staff trainedNo. of Council members and staff trainedHR/ Finance2555555AD CCOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 5: To enhance Corporate ImageSTRATEGYACTIVITYOUTPUTPERFOR. INDICATORRESOURCETOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20conduct various statutory auditsstatutory audit conductednumber of audits conductedHR/ Finance7.51.51.51.51.51.5SADASAD HRM/DCorporate social responsibilityDevelop a Sustainable CSR strategySustaining the Institute’s corporate image and also creating awareness/ publicityCSR ReportsHR/ Finance511111AD CCOEstablish a crisis management frameworkDesign and implement a crisis management system to handle any crisisEnhanced customer serviceReportsHR/ Finance11AD CCOEstablish a recreational centre/club for residentsDevelop proposalClub developed and furnishedRecreational centre completed and in useHR/ Finance1006010101010SAD NRCPreventionImplement theHIV/AIDsHIV/AIDsHR/61.21.21.21.21.2SAD HRMKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 5: To enhance Corporate ImageSTRATEGYACTIVITYOUTPUTPERFOR. INDICATORRESOURCETOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20and management of HIV/AIDS,in the Institute, Mainstreaming of gender and people with disabilityDevelop HIV/AIDs workplace policypolicy implementedpolicyFinanceDevelop Gender policy andimplement Gender specific programmesGender policy and specific programmes developedandimplementedNo. of gender policies developedand implemented. No. of beneficiaries.HR*DD SPDevelop and implement Disability mainstreaming policyDisability mainstreamin g policy developed and implementedDisability policy in place and operationaliz edHR*DD SPInstitutionalize the corporate valuesCreate awareness on the corporate values throughout the organizationAwareness creation on the corporate values carried outAll staff trained on corporate valuesHR/ Finance0.50.10.10.10.10.1AD CCOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 5: To enhance Corporate ImageSTRATEGYACTIVITYOUTPUTPERFOR. INDICATORRESOURCETOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Implement and enforce the revised code of conductReportNo. of officers trained on new code of conductHR/ Finance0.20.2AD CCODefine KICD corporate cultureUndertake institutional culture building programmeProgramme undertakenCulture changeHR/ Finance501010101010AD CCOCreate culture building committeeCommitteeCreatedFunctional committeeHR*****SAD HRMConduct team building activitiesTeam building activities conductedNo. of activities and staff involvedHR/ Finance501010101010AD CCOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 6: To ensure the achievement of the Institutes goals and objectivesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Implement the strategic planMonitor, evaluate, review the strategic planReport midterm reviewAnnual monitoring and evaluation reports, Reviewed strategic planHR/ Finance55CPODevelop, monitor and evaluate performance contractMonitor quarterly reports and annual evaluation reportsSignedPC, Quarterly reports, Work- plans, Annual evaluation reports1st,2nd,3rd,4th quarter reports, Master work plan, Annual evaluation reportHR/Finance1022222CPODevelop, implement and monitor Master work planDevelop Master work planMaster workplan developedManualHR*CPOImplement master workplanMaster workplan implementedLevel of implementati onHR/Finance1022222CPOMonitor and evaluate implementationMonitoringand evaluation undertakenPerformance reportHR/Finance511111CPOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 6: To ensure the achievement of the Institutes goals and objectivesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20of master planReview, monitor and implement client service charterReview, monitor and evaluateReviewed charter, quarterly monitoring reports, evaluation reportsNumber of recommendat ions implemented, Meeting schedulesHR/ Finance2555555CPOUndertake periodic service delivery surveysWork environment surveySurvey undertakenSurvey reportsHR/ Finance1022222CPOEmployee satisfaction surveySurvey undertakenSurvey reportsHR/ Finance1022222CPOCustomer satisfaction survey and any other periodic surveysSurvey undertakenSurvey reportsHR/ Finance1022222CPOCoordinate all activities and programmes in the instituteCalendar of eventsMeeting scheduleHR/ Finance1022222CPOKRA 4: INSTITUTIONAL CAPACITYSTRATEGIC OBJECTIVE 6: To ensure the achievement of the Institutes goals and objectivesSTRATEGYACTIVITYOUTPUTPERFORM. INDIC.RESOURCESTOTAL COSTS (KSHS. MILLIO N)TIME FRAME/ALLOCATION IN MILLIONSRESP. PERSON2015/162016/172017/182018/192019/20Initiate, monitor and evaluate policiesDevelop planning policyPlanning policyNumber of monitoring reportsHR/ Finance511111CPOReview and monitor the Institute’s policiesPolicy review&development undertakenMonitoring and evaluation reports on policiesHR*****CPOParticipate in national programmesDevelop, Monitor and evaluateMonitoring reports on national programmesMTEF/MPER NESSPVision 2030ReportsHR/ Finance511111CPOImplementation of the national programmesProgrammes implementedReportsHR/ Finance1022222CPOKENYA INSTITUTE OF CURRICULUM DEVELOPMENT STRATEGIC PLAN WORKSHOP AT MAANZONI LODGE ON 21sr- 24TH APRIL 2015APPENDIX II: The Strategic Planning TeamNAMEDESIGNATION1.Prof. Peter E. KinyanjuiChairman of the Council2.Dr. Julius O. JwanDirector/CEO3.John MatondaCouncil member4.Leah Rotich, MBSCouncil member5.Joseph KiviluCouncil member6.Dr. Nicholas LettingCouncil member7.Mr. Charles MugambiSnr Deputy – Corporate Services8.Mr. John KimothoSnr Deputy Director - Media & Extension Services9.Dr. Lucy OgolDeputy Director - Educational Resources10Dr. Mary WambariaDeputy Director – Electronic & Emerging Media11.Dr. Reuben NthamburiDeputy Director – Basic Education12.Mr. Cyril OyugaDeputy Director – Research Monitoring & Evaluation13.Mrs. Jacqueline OnyangoDeputy Director – Special Education14.Mr. Kennedy OngaroSenior Assistant Director – Administration15.Mr. Emmanuel MulwaSnr. Assistant Director – HR & Development16.Mrs. Florence MakindiChief Planning Officer17.Ms. Beth KahuthiaSenior Assistant Director- Special Needs Education18.Mr. Cyrus KamauAssistant Director – ICT19.Mr. Solomon KathuoChief Finance Officer20.Mr. Lucas NyangwesoAssistant Director – Procurement21.Mr. Peter KamauAssistant Director – Internal Audit22.Ms Mildred KatakaPlanning Officer23.Mr. John KinyiliPlanning Officer24.Ms. Margaret MithamoAssistant Director – Marketing25.Ms. Rose GathechaSecretary26.Mr. Silas MuunaDeputy Director - TVET27.Mr. Innocent ObagaAssistant Director - Administration28.Mr. Johnson WachiraChief Engineer29.Ms. Esther NdayaSecretary30.Ms. Esther MueniConsultant Assistant31.Mr. Mathew MalindaConsultantCONTACTS:-KENYA INSTITUTE OF CURRICULUM DEVELOPMENT Desai Rd, Off Muranga RoadP.O. Box 30231 - 00100, Nairobi KenyaLandline: 020 3749900-9, 3749900-3Fax: +254 020 3745558Mobile: 0729327334 / 0787883311 ................
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