centre for mathematics, science and technology education

ii

Centre for Mathematics, Science and Technology

Education in Africa

CEMASTEA

STRATEGIC PLAN 2020-2024

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Centre for Mathematics, Science and Technology Education in Africa

(CEMASTEA)

P. O. Box 24214 - 00502

Karen Road-Bogani Road Junction

NAIROBI, KENYA

Tel: +254 020 2044406 ; +254 706 722 697; +254 780 797 648

E-mail: [email protected]

URL:

www.cemastea.ac.ke

Facebook: Cemastea

Twitter: @CemasteaKenya

ISO 9001:2015 CERTIFIED

mailto:[email protected]

http://www.cemastea.ac.ke/

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OUR MANDATE

To provide continuous professional development of

teachers in STEM education

OUR VISION

Excellent capacity development in STEM Education

in Africa

OUR MISSION

To continuously develop competencies for

sustainable development through STEM Education

OUR MOTTO Train, Inspire and Transform Holistically

GUIDING VALUES

Excellence: Professionalism: Focus;

Accountability; Integrity; Citizenship; Quality

service; Innovation and creativity

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TABLE OF CONTENTS OUR MANDATE .............................................................................. v OUR VISION..................................................................................... v OUR MISSION .................................................................................. v OUR MOTTO .................................................................................... v

ACRONYMS AND ABBREVIATION ............................................ x FOREWORD.................................................................................. xii

PREFACE ...................................................................................... xiv MEMBERS OF THE BOARD OF MANAGEMENT ............. xviii

EXECUTIVE SUMMARY .......................................................... xix CHAPTER ONE ................................................................................ 3 INTRODUCTION ............................................................................. 3

1.1 Historical Background ................................................................. 3 1.1 Vision Statement ..................................................................... 4

1.2 Mission Statement ................................................................... 4 1.5 Guiding Values ....................................................................... 6 1.6 Statement of Strategic Intent ................................................... 6

1.8 Guiding principles ........................................................................ 6

1.9. CEMASTEA Philosophy ............................................................ 7

1.10 Importance of Continuous Professional Development (CPD)

for Teachers ........................................................................ 7

1.11. Legal and Policy Provisions relevant to CEMASTEA ............. 8 1.12 The Rationale for Development of the Strategic Plan ............... 8 1.13 The Methodology of Developing the Strategic Plan .................. 9

1.14 Organization of the Plan .......................................................... 10

CHAPTER TWO ............................................................................. 11

INSTITUTIONAL REVIEW ........................................................... 11

2.0 Introduction ................................................................................ 11

2.1 National Agenda and Development Challenges ........................ 11 2.2 Role of CEMASTEA in implementing national agenda............ 13 2.3 Review of the 2014-2019 Strategic Plan ................................... 14

2.4 Lessons learnt............................................................................. 17 2.4.1 Policy and planning ........................................................... 17 2.4.2 Resource Development and Management ......................... 17

2.4.4 Advocacy, linkages and partnerships ................................. 18

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2.4.5 Research, Development and Knowledge Management ..... 18

2.4.6 Automation ........................................................................ 18 2.5 Internal Environment ................................................................. 19

Strengths .......................................................................................... 19 Weaknesses ...................................................................................... 19

2.6 External Environment (PESTEL Analysis) ............................... 20 2.7 Stakeholder Analysis ................................................................. 22

2.8 Emerging Strategic issues and strategic areas ........................... 30 CHAPTER THREE ......................................................................... 32 STRATEGIC DIRECTION ............................................................. 32

3.0 Introduction ................................................................................ 32 3.1 THEME No 1: PROGRAMMES ............................................... 32

3.1.1 Competency Development in Science, Technology,

Engineering and Mathematics ............................................... 32 Strategic Objective 1: To strengthen training programmes at all

levels ................................................................................. 33 Strategy 1: Delivering excellent needs based, inclusive, and inspiring

training .................................................................................. 33

Strategy 2: Strengthening leadership culture and school climate for

STEM education ................................................................... 33 Strategy 3: Enhancing program quality by accreditation of training

programs ............................................................................... 33 Strategy 1: Improving support for existing STEM Model schools .. 33

Strategy 2: Expanding the STEM Model Schools Programme ....... 34 Strategy 3: Promoting early identification of talents in STEM ....... 34 3.1.2 Research, development and Knowledge Management ........... 34

Strategic Objective 3: To enhance capacity to conduct quality

research ............................................................................. 35 Strategy 1: Strengthening research and development services ........ 35 Strategy 2: Enhancing monitoring and evaluation system ............... 35

Strategies .......................................................................................... 35

Strategy 1: Carrying out research to inform classroom practices and

school climate ....................................................................... 35 Strategy 2: Influencing policy based on research findings .............. 35

Strategies .......................................................................................... 35

Strategy 1: Establishing the knowledge management system ......... 35

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Strategy 2: Strengthening knowledge sharing platforms ................. 35

3.2 THEME No. 2: GOVERNANCE AND ORGANIZATION

DEVELOPMENT ............................................................. 36

3.2.1 Positioning and strengthening the centre ................................ 36 Strategy 2: Reviewing and developing institutional policies ........... 36

Strategic Objective 7: To strengthen human capital, corporate

governance and brand through development of strategic

leadership at all levels ....................................................... 36 Strategies .......................................................................................... 36 Strategy 1: Strengthening corporate governance and quality systems

............................................................................................... 36 Strategy 2: Promoting a culture of innovation ................................. 37

Strategy 3: Enhancing center’s corporate brand and visibility ........ 37 Strategy 4: Enhancing human resource management and

development .......................................................................... 37

Strategies .......................................................................................... 37 Strategy 1: Developing additional infrastructure and facilities ....... 37

3.3 THEME No. 3: RESOURCE MOBILIZATION AND

PARTNERSHIPS ............................................................. 38

3.3.1 Financial Resource Resilience and Sustainability .................. 38 Strategy 1: Strengthening the business development function ........ 38

Strategy 2: Implementing the business development strategy ......... 38 Strategy 3: Enhancing revenue stream from government and partners

............................................................................................... 38 Strategic Objective 10: To enhance efficient utilization of

institutional resources ....................................................... 39 Strategies .......................................................................................... 39 Strategy 1: Improving financial planning, budgeting, procurement

and implementation of programs .......................................... 39 Strategy2: Strengthening of asset management ............................... 39

Strategy 3: Strengthening internal audit function ............................ 39

3.3.2Advocacy, Networking and Partnerships ................................. 39 Strategic Objective 11: To improve center’s collaborative

partnerships through structured advocacy and networking40

Strategy 1: Strengthening the collaborations, advocacy and

networking ............................................................................ 40

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Strategy 2: Initiating and strengthening partnerships with relevant

organizations ......................................................................... 40 Strategy 3: Enhancing staff capacities through partner-funded

programs ............................................................................... 40 Strategy 1: Improving the center’s role as a continental secretariat 40

Strategy 2: Leveraging on continental secretariats to increase

partnership networks ............................................................. 40

CHAPTER FOUR ............................................................................ 41 IMPLEMENTATION STRATEGY AND RESOURCE

REQUIREMENTS ............................................................ 41

4.1 Introduction ................................................................................ 41 4.2 Implementation of the Strategic Plan ......................................... 41

4.3 Implementation Log frame ........................................................ 41 4.3.1 Responsibilities ....................................................................... 41 4.3.2 The Plan Implementation Team .............................................. 42

4.3.3 Quarterly and Annual reports.................................................. 42 4.3.4 Continual Improvement .......................................................... 42

4.4 Financing the Strategic Plan ...................................................... 43

4.4.1 Revenue................................................................................... 43

4.4.2 Expenditure ............................................................................. 43 Table 3. Projected Capital/Development Expenditure ..................... 44

4.2.3 Estimated Budget .................................................................... 45 CHAPTER FIVE ............................................................................. 48

MONITORING, EVALUATION & RISK MANAGEMENT ........ 48 5.1 Monitoring, Evaluation and Reporting ...................................... 48 5.1.1 Monitoring and Review .......................................................... 48 5.1.2 Evaluation and Reporting ....................................................... 48 5.2 Risk Management ...................................................................... 49 CHAPTER SIX ................................................................................ 50 ANNEXES ....................................................................................... 50

6.1 ANNEX I: IMPLEMENTATION LOG FRAME ..................... 50

6.2 ANNEX II: MONITORING AND EVALUATION

INSTRUMENT ..................................................................... 92 6.3 ANNEX III: SUMMARY BUDGET.................................... 96

6.4 ANNEX IV: RISK ASSESSMENT......................................... 100

6.5 ANNEX V: CEMASTEA ORGANIZATION STRUCTURE 107

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ACRONYMS AND ABBREVIATION

ADEA Association for the Development of Education in Africa

ASEI Activity, Student, Experiment, Improvisation

AUC African Union Commission

AU African Union

BOM Board of Management

CESA Continental Education Strategy for Africa

CEMASTEA Centre for Mathematics Science & Technology Education

in Africa

CTCDC County Teacher Capacity Development Committee

EAC East African Community

EACC Ethics and Anti-Corruption Commission

ESD Education for Sustainable Development

ICQN-MSE Inter-Country Quality Node on Mathematics and Science

Education

INSET In-service Education &Training

JICA Japan International Cooperation Agency

KEBS Kenya Bureau of Standards

KESI Kenya Education Staff Institute

KICD Kenya Institute of Curriculum Development

KNEC Kenya National Examinations Council

KSG Kenya School of Government

KEMI Kenya Education Management Institute

KESSHA Kenya Secondary School Heads Association

KEPSHA Kenya Primary Schools Heads Association

KISE Kenya Institute of Special Education

KNEC Kenya National Examination Council

KNUT Kenya National Union of Teachers

KUPPET Kenya Union of Post-Primary Education

Teachers,

KSEF Kenya science Engineering Fair

MOE Ministry of Education

NEMA National Environmental Management Authority

PACTE D Pan African Conference on Teacher Education and

Development

PPOA Public Procurement Oversight Authority

RECSAM Regional Centre for Science and Mathematics SMASE

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Strengthening Mathematics and Science Education

STEM Science, Technology, Engineering and Mathematics

STEAM Science, Technology Engineering Art & Design and

Mathematics

SWOT Strengths, Weaknesses, Opportunities and Treats

TPD-MSE Teacher Professional Development-Mathematics and

Science Education

TSC Teachers Service Commission

UP-NISMED University of Philippines -National Institute for Science

and Mathematics Education Development

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FOREWORD

Prof. George A. O. Magoha, CBS

Cabinet Secretary, Ministry of Education

It is an honor and pleasure to present to the education fraternity

the Centre for Mathematics, Science and Technology Education in Africa

(CEMASTEA) Strategic Plan (2020- 2024). The Strategic Plan (2020-

2024) is the institution’s third Plan that succeeds the Strategic Plan (2014-

2019). The development of this Strategic Plan took into account several

factors. The drafting process considered the situational analysis report on

implementation of the Strategic Plan (2014-2019), achievements,

challenges, opportunities and recommendations of various stakeholders. In

addition, the Plan was guided by the strategies outlined in Sessional Paper

No. 1 of 2019; The National Education Sub-Sector Plan (NESSP, 2018-

2022), and the Kenya Vision 2030 3rd

Medium Term Plan (2018-2022).

This Plan captures CEMASTEA’s accountability statement on strategic

objectives the center will implement in the next five years towards

fulfilling its mandate. The Plan outlines the institution’s strategic

direction and focus in enhancing the quality of education in Kenya and

the rest of Africa. It is worth noting that since inception in 2004,

CEMASTEA has made great strides in establishing a continuous Teacher

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Professional Development framework for mathematics and science with a

national and continental spread, broad stakeholder and partner

participation in decision making and implementation. The period

preceding 2019 has seen the Centre realize repute of a respected Pan-

African institution. Implementation of local activities has seen it

stimulate education stakeholders in a synchronized collaborative effort to

bring change to teacher classroom practice.

Continentally, the center spearheads the cause of improving

mathematics and science education in African countries through relevant

training programmes and networking activities with likeminded partners

such as the Association for the Development of Education in Africa

(ADEA), African Union Commission (AUC), and United Nations

Education, Science, Culture Organization (UNESCO). The institution

hosts Continental Secretariats namely; Strengthening Mathematics and

Science Education in Africa (SMASE-Africa) and ADEA’s Inter-Country

Quality Node on Mathematics and Science Education (ICQN-MSE).

Moreover, the center co- coordinates the African Union Commission’s

(AUC) Continental Education Strategy for Africa (2016-2025) cluster on

STEM education alongside Africa Academy of Science (AAS) and Africa

Institute for Mathematical Sciences (AIMS).

In the 2020-2024 strategic period, CEMASTEA will seek to capitalize on

its achievements so far to realize the vision; “excellent capacity

development in STEM education in Africa” and mission; “To

continuously develop competencies for sustainable development through

Science, Technology, Engineering and Mathematics education”. It is

therefore my humble desire to call upon all stakeholders and partners to

support the center in its strategic direction and focus in the period 2020 -

2024 towards realization of the vision and mission.

Prof. George A. O. Magoha, CBS

Cabinet Secretary

Ministry of Education

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PREFACE

Dr Wanjiru Kariuki,

Chairperson, Board of Management

This Strategic Plan (2020-2024) is guided by the Kenya Vision 2030

3rd

Medium Term plan (2018-2022), Kenya Constitution 2010, the Basic

Education Act of 2012, the Teachers’ Service Commission Act 2012,

and the National Education Sector Plan (NESSP, 2018-2022). Wide

stakeholder consultation informed the development of this Plan. The

Technical Committee (TC) held consultative meetings with center’s

staff and management, held interviews with and administered

questionnaires to stakeholders in various counties. The committee held

validation meetings with the center’s staff and management as well as

stakeholders. Stakeholders involved in the validation meeting included

Ministry of Education (MoE) Headquarters, Kenya Institute of

Curriculum Development (KICD), Kenya National Examination

Council (KNEC), Kenya Education Management Institution (KEMI),

Regional Directors of Education (RDE), County Directors of Education

(CDE), Teachers’ Service Commission-Regional Directors (TSC-RD),

TSC County Directors (TSC-CD), County Quality Assurance and

Standards Officers (CQASO), INSET centre School Principals, STEM

Model School Principals, County Trainers Representatives, and

Representative of Japanese International Cooperation Agency (JICA),

The Plan was refined and validated by the Board of Management.

The broad consultation and participation of stakeholders ensured

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that the strategic focus is informed by various views of the centre’s

stakeholders thereby laying a foundation to support its

implementation. In the 2020-2024 strategic period, CEMASTEA will

pursue a strategic direction focusing on institutional strengthening

under five strategic areas: Positioning and Strengthening of

CEMASTEA; Competency Development in STEM; Research and

Development and Knowledge Management; Financial Resource

Resilience and Sustainability; and Advocacy, Networking and

Partnerships. The various strategic objectives under each of the areas

will be implemented through a number of strategies and activities. The

center will need support from all stakeholders to realize this strategy

and I take this opportunity to assure the management and staff full

support.

Dr. Wanjiru Kariuki,

Chairperson, CEMASTEA Board of Management

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ACKNOWLEDGEMENT

Jacinta Akatsa, HSC

Director/Secretary, Board of Management

The development of this Strategic Plan (2020-2024) has taken

great effort, input and validation by the Management, Staff,

Stakeholders and Partners. I acknowledge the Ministry of Education led

by the Cabinet Secretary for continued support to the center which has

enabled realization of its mandate. The kind gesture of center’s Board

of Management in providing resources to undertake review and

development of this Plan. Appreciation for focused effort and personal

sacrifice made by the following members of the Strategic Plan

Technical Committee who worked tirelessly to ensure completion of

this plan:

1) Jacinta Akatsa Ex-Officio Member/Director

2) Lydia Muriithi Ex-Officio Member/Deputy Director

3) Joseph K.Mathenge Chairperson/Coordinator Field Services

4) AtengOgwel D-Chairperson/ Coordinator STEM

Programme

5) PatrickA.Kogolla Member/Coordinator Training

6) Mary W. Sichangi Member/ Coordinator Partnerships and

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linkages

7) Nancy W. Nui Member/Dean of Studies Mathematics

Department

8) Ernest Ngeny Member/Dean of Studies Physics Department

9) Joseph K. Thuo Member/Coordinator Performance

contracting

10) Brandon Sila Member/Finance Officer

11) Charles Karani Member/ICT Officer

11) George K. Kiruja Co-opted Member/Coordinator Primary

Programme

12) John L. Makanda Co-opted Member/Coordinator Primary

Programme

13) Ann Jane Mumbi Editor

Jacinta L.Akatsa, HSC

Director

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MEMBERS OF THE BOARD OF MANAGEMENT

Jacinta L. Akatsa, HSC

Director/Secretary, Board

of Management

Prof. David MumoMalonza.

Senior Lecturer, Kenyatta

University

Member

Mrs. Milkah Bwondara

Deputy Manager (Training and Resource), NSSF

Member

Dr.Wanjiru Kariuki,

Chairperson, Board of Management

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EXECUTIVE SUMMARY

The Centre for Mathematics, Science and Technology Education

in Africa (CEMASTEA) exists to build capacity of teachers and

educators of mathematics and science through In-Service Education and

Training (INSET) programs. CEMASTEA Strategic Plan (2020-2024)

development was spearheaded by a Technical Committee with a view to

facilitate continued execution of this mandate of the centre. The process

of developing the Plan entailed broad stakeholder participation to enrich

it and strengthen ownership.

The process entailed consultative workshops, situational

analysis, review of the implementation of CEMASTEA Strategic Plan

(2014-2019), generation of strategic issues and drafting. The draft plan

was validated by CEMASTEA staff, management and later with

stakeholders. The Plan was then reviewed by a consultant before it was

presented to the Board of Management. It was then edited,

authenticated and launched.

This consultative process gave rise to a new Vision of providing

‘Excellent capacity development in STEM education in Africa’ and

Mission ‘To continuously develop competencies for sustainable

development through Science, Technology, Engineering and

Mathematics education’. CEMASTEA’s performance in the last

strategic period was analyzed using the Strengths, Weaknesses,

Opportunities and Threats (SWOT) as well as the Political, Economic,

Social, Technological, Environmental and Legal (PESTEL) analysis

tools. These isolated four key themes: programmes; governance;

organizational development; resource mobilization; and partnerships

under which strategic areas are organized.

Strategic areas identified for CEMASTEA Plan for the

strategic period 2020-2024 are:

1. Strategic Area No.1: Competency development

2. Strategic Area No.2: Positioning and

Our Mission: “To continuously develop competencies for sustainable development through STEM

Education”.

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strengthening the center

3. Strategic Area No.3: Research, consultancy and

knowledge management

4. Strategic Area No.4: Financial resource, resilience

and sustainability

5. Strategic Area No.5: Advocacy, networking and

partnerships

Arising from the above five strategic areas, various strategic

objectives, strategies and activities were identified. These have been

defined with specific resource allocations and estimated budgets

detailed in the result-based performance implementation matrix. The

outputs and outcomes will be determined using a monitoring and

evaluation tool to track implementation of activities and provide

information useful for assessing value on investment over the strategic

period.


Education”.

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CHAPTER ONE

INTRODUCTION

1.1 Historical Background

The Centre for Mathematics, Science, and Technology

Education in Africa (CEMASTEA) is a public institution under the

Ministry of Education established in the year 2004. The Centre traces its

history to the Strengthening of Mathematics and Science in Secondary

Education (SMASSE) Project. SMASSE, a technical cooperation pilot

project between the Government of Kenya through Ministry of

Education, and the Government of Japan through JICA started in 1998. It

targeted the improvement classroom practices of secondary school

mathematics and science teachers in nine selected pilot districts (sub-

counties). The overall goal of the project was to upgrade the capability of

young Kenyans in Mathematics and Science.

At first, the project was housed at the former Kenya Science

Teachers College (KSTC) as an in-service education and training

(INSET) Unit. However, by 2003, it had expanded to an extent that its

activities could no longer be effectively housed at KSTC. Consequently,

to consolidate the gains made during the pilot of the project, the cabinet

approved the transformation of the former Centre for Research and

Technology (CRT) to Centre for Mathematics, Science, and Technology

Education in Africa (CEMASTEA). With the support of JICA, the then

run down centre’s facilities were refurbished.

In 2005, the Sessional Paper No. 1 of 2005: Policy Framework

on Education and Training, recognised the role of CEMASTEA into a

fully-fledged institution for in-service education and training for

mathematics, science, and technology teachers. CEMASTEA activities

were thus captured in the Kenya Education Sector Support Programme

(KESSP 2005-2010) Investment Programme No.17. The Centre’s Board


Education”.

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of Management was subsequently gazetted through Legal Notice No. 96

of 2006.

After its establishment, CEMASTEA continued to expand its

scope of activities bringing on board primary school teachers, teacher

training colleges, principals, deputy principals, and education

stakeholders. The Centre, through the assistance of JICA brought over 27

African countries into its programmes under the SMASE Africa network.

The expanded training programmes necessitated the expansion of

training facilities and through a grant from the Government of Japan an

ultra-modern science complex was built. The facility was officially

opened by His Excellency President Uhuru Kenyatta in February 2014.

While technical cooperation with Japan International

Cooperation Agency (JICA) on SMASE Project came to an end on 31st

December 2013, the Government of Kenya continues funding the

implementation of CEMASTEA continuous Teacher Professional

Development (TPD) programmes. Over time, the CEMASTEA has

developed unique capacity in planning, coordinating and implementing

CPD programmes; established knowledge-sharing platforms and has

established more linkages with local and continental organisations. This

strategic plan envisions leveraging on this brief but rich history to take

CEMASTEA to its next level of growth.

1.1 Vision Statement

Excellent capacity development in Science, Technology, Engineering

and Mathematics (STEM) Education in Africa

1.2 Mission Statement

To continuously develop competencies for sustainable development

through Science, Technology, Engineering and Mathematics (STEM)

Education


Education”.

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1.3 Mandate

To provide continuous professional development of teachers in STEM

education

1.4 Core Functions

To realize quality teacher capacity development and STEM education,

the specific functions for CEMASTEA include to;

1. Provide training under policies specified by the Ministry of

Education, TSC, and other relevant stakeholders;

2. Conduct research to inform Teacher Professional Development

programs, internal quality assurance processes, and policies;

3. Organize and conduct seminars, workshops, conferences and

symposia in STEM education and teacher capacity development;

4. Print, publish and disseminate information and research related

to STEM education and teacher capacity development;

5. Provide advisory and consultancy services in STEM education

and teacher capacity development;

6. Develop local and international partnerships, linkages and

collaborations with Government agencies, institutions and

organizations with interests in STEM education and teacher

capacity development;

7. Function as the Secretariat of the Strengthening of Mathematics

and Science Education in Africa (SMASE-Africa) Network and

ADEA’s Inter-Country Quality Node on Mathematics and

Science Education (ICQN-MSE);

8. Support the implementation of STEM in the Competency-Based

Curriculum (CBC).

In this regard, the Centre is expected to: -

1. Use identified training needs from school assessments by MOE

and TSC to inform development of its Teacher Professional

Development course content

2. Collaborate with TSC, in line with the TSC Act 2012 and TPD


Education”.

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Framework 2018, to identify teacher competency gaps to inform

Teacher Professional Development course content.

3. Liaise with KICD in the development of Teacher Professional

Development to enhance teacher’s capacity to interpret and

implement curriculum

4. Liaise with KNEC on feedback from assessment and evaluation

to inform INSET course content

5. Liaise with KISE to incorporate special needs in Teacher

Professional Development course content.

6. Network and partner with like-minded organizations and

institutions of higher learning or otherwise to achieve its

mandate

1.5 Guiding Values

Excellence; Professionalism; Focus; Accountability; Integrity;

Citizenship; Quality service; Innovation and creativity

1.6 Statement of Strategic Intent

The center will combine academic excellence with

unprecedented commitment to innovation, quality and service. Bearing in

mind the imperative of inclusivity, the center will: Build mathematics,

science and education capacities to meet the needs of the ‘Big Four’

Initiatives and Kenya Vision 2030; Build capacities and capabilities that

prepare young people for subsequent tertiary training as key human

resource for all sectors of the economy; Establish partnerships with

institutions and industry; locally and globally for quality education and

Undertake affirmative action that ensures CEMASTEA programmes

enhance inclusivity and promote access without discrimination.

1.8 Guiding principles

Development of this Strategic Plan was based on the principle that a Plan

should be:

1. Consistent with and contribute to CEMASTEA mandate


Education”.

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2. Developed in a collaborative manner

3. Reflecting high but reasonably achievable aspirations

4. Demonstrating creativity in developing goals and thrust for the

center

5. Cast with the overall goal of being the best

6. Based on measurable goals and strategies

1.9. CEMASTEA Philosophy

The philosophy of CEMASTEA is that teaching methods should

focus on hands-on problem solving, experimenting, and projects, often

having students work in groups. Curriculum should bring the disciplines

together to focus on solving problems in an interdisciplinary way. Rather

than passing down organized bodies of knowledge to new learners, we

believe that learners should apply their knowledge to real situations

through experimental inquiry. This prepares them for citizenship, daily

living, and future careers. The approach to teaching and learning should

be based on Activity, Student, Experiment, Improvisation/Innovation and

the interactive cycle of Plan, Do See, Improve (ASEI-PDSI approach).

1.10 Importance of Continuous Professional Development (CPD) for

Teachers

The need to transform teaching to achieve 21st-Century learning

outcomes continually places new demands on teachers. To remain

relevant in the face of ever-evolving education systems and to keep

abreast of emerging trends and technological advancement, teachers need

to upgrade their pedagogical skills. Indeed, CPD for teachers is

recognized globally as a significant contributor to quality of education.

Sustainable Development Goal No Four seeks to ensure inclusive and

equitable quality education and promote lifelong learning opportunities

for all. Among the strategic objectives of the Continental Education

Strategy for Africa-CESA (2016-2025) is revitalization of the teaching

profession to ensure quality and relevance at all levels of education and

strengthening science and math curricula in youth training.

CEMASTEA's CPD programmes aim at imparting knowledge and skills


Education”.

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that empower teachers with cotemporary pedagogical and ICT for

effective classroom practices.

1.11. Legal and Policy Provisions relevant to CEMASTEA

While implementing its mandate, CEMASTEA will be governed

by laid down provisions. These statutory and policy provisions include:

The Kenya Constitution; Vision 2030 Medium Term Plans; Basic

Education Act 2013; Teachers Service Commission Act 2012; Sessional

Paper No. 1 of 2019; National Education Sector Plans (NESP) of 2018-

2022; Kenya Professional Teaching Standards (KePTS). The Centre

CPD programmes and course contents will be guided by the national

goals of education, curriculum provisions and education syllabi.

Moreover, the centre will endeavour to follow guidelines and

Government circulars issued from time to time as well as report to the

statutory bodies as guided through the performance contracting

guidelines. On partnership programmes, the centre will operate in the

context of policies and legal frameworks of the mutual agreements with

partners.

1.12 The Rationale for Development of the Strategic Plan

Best practice requires that a forward-looking organization lays

down strategies for the attainment of its objectives. This Strategic Plan

encapsulates this and represents efforts to align institutional strategies to

the Sessional Paper No. 1 of 2019, National Education Sector Support

Programme (2018-2022), and Vision 2030 Medium Term Plan III. This

is to ensure that CEMASTEA activities contribute directly to realization

of Kenya’s long-term growth and development. The plan aims at

consolidating gains made and lessons learned in the last five years while

identifying options to increase its effectiveness and competitive edge.

The Strategic Plan will provide a framework for mobilizing resources to

enable CEMASTEA fulfil its mandate. The Plan embodies a variety of

ideas from CEMASTEA stakeholders. It is therefore a valuable tool of

engaging stakeholders for support and resource mobilization. The plan

also forms the basis for monitoring, evaluation, and review of the


Education”.

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Centre's programmes and for purpose of developing annual programmes

and performance contracting.

1.13 The Methodology of Developing the Strategic Plan

The development of this strategic plan adopted a participatory

and collaborative approach with multiple stakeholders. It was led by the

strategic planning committee at CEMASTEA under the leadership of the

Board of Management. The process started with a review of the

CEMASTEA’s Strategic Plan (2014-2019) to establish the extent of

implementation. This was achieved through use of questionnaires, focus

group discussion and document analysis with key stakeholders such as

CEMASTEA staff, education leadership such as County Directors of

Education, TSC County Directors, Quality Assurance and Standards

Officers, Primary and Secondary School Heads Association (KESSHA

and KEPSHA) leaderships, school leaders, County INSET trainers and

teachers from fourteen counties. The team also perused through legal and

policy documents governing the education subsector including the

Kenyan Constitution, Vision 2030, Sessional Papers and Medium-Term

Plans. A synthesis of the stakeholder’s and documents analysis outcomes

and the completed reports on levels of implementation of the previous

strategic plan revealed successes, challenges and areas of focus in order

to achieve sustainable and coherence Centre programmes going forward.

The analysis resulted in the development of the initial draft of the

strategic plan. In November 2018, CEMASTEA staff together with other

stakeholders discussed the first draft of the strategic plan and suggested

several changes. In January 2019, a consultant assisted in further

improvement and firming of the statements of the statutory mandates,

SWOT, competitive analysis, and strategic issues. The strategic plan was

subjected to validation by critical stakeholders in October 2019 with the

final printing done in November. The Strategic Plan, therefore, reflects a

consultative process in creating a shared strategy and create a bright

future for the Centre.


Education”.

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1.14 Organization of the Plan

This strategic plan is organized into five chapters. Chapter one is on

introduction and focuses on the historical background, explains the

vision, mission, mandate, Centre’s core functions, guiding values, the

rationale for development of the strategic plan and the methodology of

developing the Strategic plan. Chapter two is on Institutional review and

it focuses on role of CEMASTEA in implementing national agenda,

review of CEMASTEA strategic plan 2014-2019, formative analysis

which analyses the Strengths, Weaknesses, Opportunities and Threats

(SWOT), Political Economical Social, Technological Environmental and

Legal (PESTEL) and stakeholders analysis. Chapter three is on strategic

direction and detailed strategic issues, goals, strategic objectives,

strategies, tasks to be undertaken and financial projections. Chapter four

is on Implementation strategy and resource requirements that has

detailed implementation matrix. Chapter five is on monitoring evaluation

and risk management for the strategic plan.


Education”.

11

CHAPTER TWO

INSTITUTIONAL REVIEW

2.0 Introduction

This chapter discusses fundamental statements on national

agenda and development challenges and the role of the Centre in

responding tothese challenges. It also reviews the 2014-2019 Strategic

Plan; presents the key lessons learnt; isolates the internal and external

environment the Centre will operate, and concludes with strategic

issues that will need to addressed going forward.

2.1 National Agenda and Development Challenges

In 2015, the global community came together to acknowledge

and address the major challenges facing the globe. They adopted the

Sustainable Development Goals with a view to achieving zero hunger,

eradicating poverty and promoting good health and well-being by 2030.

At national level, the Government of Kenya is addressing these

challenges through the Vision 2030 development blueprint. Through the

blueprint, the government seeks to create prosperity for its people by

sustaining a 10% annual growth rate; build a just and cohesive society

with social equity in a clean and secure environment; and realize issue

based politics, rule of law, and protection of individual freedoms.

Vision 2030 is underpinned by Science, Technology, and

Innovation (ST&I) as an all-round implementation tool. This is in line

with the Constitution Chapter 1 sub-sections (a) and (c) which recognizes

the role of science and technology in national development and commits

the state to promote all forms of national and cultural expression through

science and recognize the role of science and indigenous technologies.

The importance of science, mathematics,and technology education to the

realization of the national development agenda cannot therefore be over-


Education”.

12

emphasized.

A STEM-literate citizenry is best prepared to address the

challenges of the 21st century because STEM education adopts an

interdisciplinary and applied approach to curriculum implementation

based on real-world problems. Furthermore, STEM values, attitudes,

skills are necessary for every citizen regardless of the career or

occupation. A STEM literate society would ensure that citizens are able

to take responsibility for personal health and lifestyles, interpret basic

scientific and mathematical information, for example on disaster/

emergency alerts, and also hold professionals

In spite of its importance, the uptake in STEM related disciplines

has been much less than in humanities and social sciences. For example,

the Commission of University Education (2016) statistics demonstrates

that STEM related courses accounted for just 25% of the courses offered

by universities in 2016. This mismatch between skills and national

development needs affects the country’s ability to effectively make the

most of its valuable sectors such as energy and other extractive

industries.This scenario is further compounded by the rapidly emerging

4th Industrial Revolution characterized by sophisticated and prevalent

technologies poised to automate processes and mimic human thinking

through robotics, and narrow the boundaries between human and

machine reasoning.

Due to its importance, STEM education is among the Vision

2030 priorities. One of the flagship projects is the repackaging of STEM

in education and training with a view to promoting experiential learning,

innovation creativity and attraction to STEM related disciplines from

early childhood up to university. The 3rd

Medium Term Plan (2018-2022)

of Vision 2030 has been conceptualized around the Big Four Agenda of

food and nutrition security, affordable housing, manufacturing and

affordable healthcare. STEM education constitutes a critical enabler to


Education”.

13

the Big Four Agenda since skilled human capital is a key driver for

socio-economic and technological development. The Sessional Paper

No.1 of 2019 acknowledges that for Kenya to become a prosperous and

internationally competitive nation, it will needto create a sustainable pool

of highly skilled human resources base to trigger and support innovation

in priority areas. The National Education Sector Strategic Plan (NESSP

2018-2022) also provides for well-articulated STEM interventions across

all the subsectors of the education sector. Furthermore, the curriculum

reform has created the STEM pathway at the Senior Secondary School.

This is intended to nurture individual learner’s innovativeness and

promote the use of technology to develop a labourforce that will drive

exponential growth in Kenyan economy.

2.2 Role of CEMASTEA in implementing national agenda

CEMASTEA, as a centre of excellence in building capacities in

STEM education not only for Kenya but also for Africa has an important

role in the identification, development and nurturing of STEM talents in

the early years through middle school to senior school. This will create

sufficient pool of learners with interest in pursuing STEM related courses

in higher education, and subsequently pursuing STEM related careers. It

is for this reason that the Centres’programmes are geared towards

enhancing teachers’ capacities to cope with pedagogical challenges in the

effective delivery of STEM curriculum.

The Sessional Paper No.1 of 2019 acknowledges that among the

challenges facing effective curriculum implementation are inadequate

ICT skills in teaching and learning, teacher centered teaching methods,

inadequate utilization of teaching and learning materials, and little

innovation in curriculum delivery. Similarly, the 2018 Education Sector

Analysis acknowledges that with the challenges facing teacher training

programs and the changing dynamics of education in Kenya, there is

need for continuous support to teachers to improve their professional

knowledge and competence and also to keep them abreast of


Education”.

14

developments in the sector.

The Centre spearheads the STEM Model Schools Programme

where selected schools are supported to gradually transform into model

centres of excellence in STEM education. Some of the activities adopted

to enhance STEM attitudes, values and ethics include; establishment of

STEM makerspaces; STEM community outreaches, fairs and contests.

2.3 Review of the 2014-2019 Strategic Plan

In its effort to build capacities of teachers for effective

implementation of the curriculum, CEMASTEA had sought to attain 17

strategic objectives (SOs) during the 2014-2019Strategic Period.

Attainment of these objectives was assessed to ascertain the extent of

achievement based on a scale of 0-100% where: 75-100% represents To

Very Large Extent; 50-74% is To a Large Extent: 25-49% is

Satisfactory and 0-24% is to Little Extent. The following is a summary

of the extent to which the various SOs were achieved under the six

thematic areas of the 2014-2019 Strategic Plan:

2.3.1. Policy and planning

Achievement ofSO1 on ‘establishment of CEMASTEA as a

state agency ’was satisfactory. The initial steps that included drafting a

parliamentary bill were done awaiting legislation. Most of the

institutional policies were developed and implemented. It was realized

that SO2 on ‘development of national INSET policy’ was outside the

Centre’s control. It could only participate in the process to a little

extent. The policy was developed by TSC. SO3 on‘ accreditation of

center’s INSET programs’, and SO4 and SO5 on devolving its functions

were achieved to a little extent.

2.3.2. Resource development and management

SO6 to SO8that were on ‘strengthening strategic leadership

and management at all levels’ were achieved to a large extent in terms


Education”.

15

of initiating corporate governance, enhancing administrative efficiency,

streamlining supply chain management process, and cultivating

institutional culture. However, employee wellness programs remain

weak. The Human Resource Policy was developed and implemented,

but the scheme of service proposed by DPSM is yet to be implemented

fully.

SO9 on ‘human resource management and development’ was

realized to a great extent. A human resource committee was

established, data bank of staff was developed, and training gaps based

on a functional appraisal system were identified. With regard to SO10

on ‘revenue flow and funding’ the Centre secured a number of partner

funded projects and programs that generated income. The hiring of the

Center’s facilities for functions also improved. The capitation grant

funds for county-based TPD activities were also channeled through

Center. This increased its revenue base and enhanced effectiveness of

county INSET activities. However, little was done to develop business

plans.

Regarding SO11on ‘institutional infrastructure and facilities’,

enhanced fleet management was achieved through a transport policy as

well as regular repair and maintenance of vehicles, machines, and

equipment. CCTV was also installed as a security measure. However,

the development of additional infrastructure and facilities such as

accommodation, mathematics and science parks, media centre, resource

production, gymnasium, library resources, and ICT laboratories remain

gaps for future consideration.

2.3.3. Capacity development programs:

On SO12-continuous professional development of teachers, the

center realized improved quality of CPD programs through harmonized

work plans and conduct of needs-based courses. Over the strategic

period, 51,000 teachers of mathematics and science from Kenya and


Education”.

16

500 from other African countries were trained. The implemented

programs provided unique lessons to center’s activities. ICT integration

programs were implemented with 9,000 teachers trained over the

period. School-based INSET was further strengthened using an

improved model and STEM Model Schools Programme launched with

102 secondary schools being selected to be transformed into model

STEM schools.

2.3.4 Advocacy, linkages and partnerships

SO13 on‘establishing and operationalizing the department’

was achieved to a great extent. A partnership and linkages policy was

developed and a functional partnership and linkages division with

necessary staff including those from African Union established. Signed

agreements were successfully implemented, even though links with

previous partners such as UPNISMED, NEPAD, and SEAMEO-

RECSAM were yet to be re-established. Necessary physical

infrastructure and budget were provided though full staff establishment

is yet to be fully realized. In addition, new partnerships were initiated

and a number of funding proposals to UNESCO, ADEA, AUC, and

Institute for International Education were approved and implemented.

Implementation of SMASE Africa and ADEA secretariat activities

improved. Office space and staff were provided office leading better

coordination.

2.3.5. Research, Development and Knowledge Management

SO14 on ‘strengthening of the research and development

function’ was achieved to a large extent. A R&D policy was developed

and implemented and the monitoring, evaluation and reporting system

on training activities enhanced. A knowledge management system was

also developed to some extent through training, publication of articles,

dissemination and use of research findings to inform training programs.

SO15 on‘conducting of research on classroom practices’, the Centre

made initial steps in conducting training needs assessments through


Education”.

17

lesson observations, and mounted symposia and national conferences to

share good practices. Implementing collaborative research programs

with institutions of higher learning was done to a little extent.

2.3.6 Automation

SO16on‘automation of center’s functions’; operationalization

of an automated systems for Human Resource, Finance and Accounts

as well as Supply Chain Departments was done to a little extent.

Establishment of a management information system at the Centre was

done to a little extent.

2.4 Lessons learnt

The review of the implementation of the2014-2019Strategic Plan

revealed salient lessons. Generally it was observed that the strategy was

good and could have achieved more. Useful lessons drawn from the

implementation process were:

2.4.1 Policy and planning

The process of establishing CEMASTEA as a state agency and

development of national INSET policy requires multi-stakeholder

consultations and buy-in. The process of seeking accreditation for the

Centre’s INSET programmes requires structured follow-up.Decentralized

management of CEMASTEA activities at the County through the County

Teacher Capacity Development Committee enhances effective

implementation of all the planned activities.

2.4.2 Resource Development and Management

Diversification of revenue base away from the traditional sources

requires deliberate focused effort on pursuing alternative sources.

Transformational leadership with staff development and welfare, and

stakeholder engagement at its centre enhanced the Centre’s image and

standing.


Education”.

18

2.4.3 Capacity development programs

The centralization of the management of the capitation grant at

CEMASTEA with the subsequent annual audit reduced to a large extent

wastages and inefficiencies and motivated teachers to participate in the

Centre’s programmes. It also facilitated affirmative action for counties

that previously were unable to raise adequate funds to implement

trainings. Innovative new programmes such as the STEM Model Schools

Programme and the school-based lesson study that build on existing ones

provides the Centre with new avenues of creating and sustaining interest

improving the quality mathematics, science and technology

education.Timely certification after training motivates teachers but the

process is easily thrown off-balance by lack of proper coordination at

any point in certification chain.

2.4.4 Advocacy, linkages and partnerships

Due to increased efficiency, effectiveness and innovation in

delivering its mandate arising from transformative leadership and the

implementation of the 2014-2019 SP, the Centre was able to attract right

partners thatsupported it to meet and sometimes surpass annual

performance targets. Partnership engagements however have to be

carefully evaluated for mutual benefits

2.4.5 Research, Development and Knowledge Management

Strengthening knowledge management through activities like publishing

of books and journals enhances the Centre’s resource base and support

for teachers. However, if not prioritized, competing activities make these

to take a back banner and minimizes impact.

2.4.6 Automation

To successfully automate processes; the triad of resources,

technical expertise, and openness to change need to be carefully

managed and coordinated


Education”.

19

2.5 Internal Environment

In preparing for the next strategic period, CEMASTEA conducted

an analysis of its internal environment with respect to its strengths and

weaknesses. This was to enable the Centre identify existing core

competencies that would give it a competitive edge as well as the

limitations it would face in meeting the needs and requirements of its

customers.

Strengths Weaknesses

1) Long experience, over 20 years, in

planning and implementing Teacher

Professional Development programs in

mathematics and science education both

at national and continental levels.

2) The centre enjoys immense support from

the ministry of education through the

recurrent budget provision and the

Teacher Service Commission (TSC) in

provision of human resources both at

national and county levels.

3) A nationwide presence with INSET

centers and STEM Model schools

through which high quality and

affordable pedagogical training is

realized.

4) Competent, experienced, and highly

motivated staff

5) International recognition on capacity

development through partnerships with

credible global and continental

organizations such as African Union

Commission, Association for

Development of Education in Africa

(ADEA), UNESCO, and Institute for

International Education (IIE), and

SMASE Africa.

6) The center has unique capabilities in

STEM training in basic education;

7) Strategic leadership

8) Well established Research and

1) A weak legal framework that does

not confer on the Centre necessary

legal powers with respect to the

functions. The Centre is only

registered as a School and the Legal

Notice 96 of 2006 only established a

Board of Governors of the school.

2) Over-reliance on funds from

exchequer puts the centre in a

vulnerable position to effectively

implement its program during

budget delays or cuts

3) Inadequate technical staff given the

Centre has no control over their

posting

4) A weak organization structure that

curtails effective human resource

management and development

leading to disharmony in reporting

lines and staff stagnation.

5) Insufficient financial streams to

back-up national training programs

such as for primary school teachers

6) Inadequate donor funding has seen

reduced international training

programs for educators from other

countries.

7) Limited financial resources to

support professional development

opportunities for staff.

8) Weak monitoring of the


Education”.

20

Development Department with a

portfolio of conference participation,

organization and hosting as well as in

publications.

9) Conducive training environment with

well-maintained modern training

facilities and reliable internet

implementation of the strategic plan

2.6 External Environment (PESTEL Analysis)

CEMASTEA’s external environment will have an important bearing on

the implementation of the planned activities during the strategic period

2020-2024. The following is a summary of the external environment

with respect to political, economic, social, technological, environmental,

and legal factors.

Factor Opportunities Threats

Political 1. Goodwill among key

stakeholders namely MOE,

TSC, Teachers’ Unions,

CTCDCs and teachers

2. Global and continental

development agendas such as

SDGs, TICAD, Agenda 2063,

and CESSA 2016-2025 that are

supportive of STEM education

3. National development agenda

such as Vision 2030 MTPIII

President’s Big Four Agenda

that have STEM Education as

enablers

4. Current partnership with the

Teacher Service Commission

(TSC) on training of

mathematics and science

teachers

1) Theintricacies of the

legislative process of

establishing the Centre

as a body corporate

2) Competing continental

programmes on STEM

education


Education”.

21


Economic 1) The large STEM skills gap

between market demand and

the enrolment in STEM related

courses means a large market

exist for STEM training

2) STEM training for private

schools

3) Partners who ready to support

capacity development in STEM

1) The prevailing hard

economic situation

characterized by

austerity measures.

2) Shifting priorities of

development partners

Social 1) Increased focus on partner

investment in STEM education

in Africa especially gender

responsive teaching and

learning

2) The need to address societal

challenges such as erratic

weather patterns, disease,

poverty; all which need

creativity and innovation that is

spurred by STEM education

3) The ever-increasing need for

lifelong learning or upgrading

of skills for teachers across the

country by leveraging on the

Competency Based Curriculum

(CBC)

4) The increasing use of social

media platforms that can

enhance outreach and

communication with target

groups and stakeholders

1) Majority long serving

staffs with a wealth of

experience that are

leaving due to natural

attrition or

professional transfer

of services without

replacement

2) The pre-occupation

with preparations for

national examinations

as opposed to helping

learners gave useful

knowledge and skills

for real world

problems

Technolog

ical

Advancement in technology that

can be harnessed to deliver

programmes, market the centre, and

reach partners

1) In terms of

technological issues,

cyber security is an

imminent threat that

the centre is cognizant

of with care.

2) The ever changing

technological


Education”.

22


landscape

Environm

ental

1) The threats posed by global

warming and the

accompanying climate changes

demand for awareness creation

on its impacts and management

which depend on STEM

education

2) Increased national concerns

about depletion of water towers

and their conservation

Inadequate infrastructure

at CEMASTEA, STEM

Schools and INSET

Centres

Legal 1) The enhanced recognition of

the institution as per Executive

Order No.1 of June 2018 and

Sessional Paper No. 1 of

2019which identifies it as a

SAGA under MOE.

2) Sessional Paper No.1 of 2019

acknowledges the need to

create a sustainable pool of

highly skilled human resource

base to trigger and support

innovation

3) The stipulation of a STEM

Pathway under CBC

1) Government policies

that restrict provision

of teacher capacity

development to

particular providers

influence the extent to

which centre’s

programs reach target

groups.

2) Government policies

that restrict

professional

development sessions

outside class hours

3) Lack of an act of

parliament

establishing the school

2.7 Stakeholder Analysis

CEMASTEA’s principal stakeholders are learners who expect

improved quality of education as a result of the Centre’s programme and

teachers who are the direct beneficiaries of the Centre’s trainings.

Besides teachers and learners, other key stakeholders such as MOE,

TSC, CTCDCs and SAGAs among others, in one way or the other affect

and are affected by the Centre’s programmes and activities.


Education”.

23

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

Learners 1. Competences in

STEM

1. New learning

experiences

2. Enjoy learning

3. Innovative learning

activities

4. Support in their

innovations

1. Improved attitudes

2. Improved learning

outcomes

3. Creative and

innovative citizens

Training

participants

(Teachers,

HODs,

Principals,

PTTC Tutors,

Deputy

Principals,

Principals,

Head

teachers,

TCTP,

International

participants,

CSOs)

1. Training

materials

2. Regular

training,

3. Training venue

1. Relevant training

2. Certification,

3. Competent trainers

4. Skills and knowledge

enhanced

5. Innovative ways of

training,

6. Respect their views and

opinions

7. Regular training,

8. Conducive training

environment

9. Adequate training

materials

10. Quality meals and

comfortable

accommodation

11. Security of person and

belongings

12. Privacy where

applicable

13. Facilitation to access

health facility

14. Personalized service

15. Constant contact

such as follow up

and support after

training

16. Response to feedback

&action taken

17. Issues

resolved,

problems

1. Adherence to

requirements

2. Implementation

of training

knowledge, skills

and competences

in the classroom


Education”.

24

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

fixed and

questions

answered

promptly.

CEMASTEA

staff 1. Payments

2. Working tools

and

infrastructure

3. Information

1. Good leadership

2. Career progression

3. Conducive working

environment

4. Safety and security

5. Recognition and

rewards

6. Insurance e.g. Medical

etc.

7. Capacity building for

enhanced competence

8. Well-defined job

description

9. Fair distribution of

tasks

10. Payment of allowances

on time

11. Induction

12. Timely remittance of

statutory requirements

1. Implementation of

strategic plan

2. Adherence to

requirements

MoE 1. Budget proposal

2. Accountability

3. Performanc

e reports

e.g.

Performanc

e Contract

and

Training

Reports

4. Conduct

research and

provide

findings to

inform policy

1. Follow policies

2. Enhanced competences

of teachers

3. Improved

performance and

competencies in

Mathsand Sciences

4. Competent trainers

5. Transparency

6. Prudent utilization

of provided funds and

resources

1. Adequate, reliable

and prompt

funding

2. Facilitative policies


Education”.

25

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

CEMA

STEA

BOM

1) Budget proposal

2) Accountability

3) Performance

reports e.g.

Performance

Contract and

Training

Reports

1. Performance appraisal

and development of

staff

2. Reports on human

resource issues e.g.

Staff welfare

3. Relevance in the

Training

4. Conduct research and

provide findings to

inform policy

5. Prudent management of

resources

1. Approval of

budgets

2. Favorable

institutional

policies

3. Conducive

working

environment for

staff

4. Resources,

infrastructure and

working tools

TSC 1. Training of

teachers

2. Submit staff

returns

3. Training report

on TPD

4. Performance

appraisal of

training staff

1. Reports on

human

resource

issues such as

staff welfare


environment for trainers

3. Relevance of training

programs

4. Ensuring staff

submit statutory

requirements such as

tax returns and

wealth declaration

forms

5. Training offered in

compliance with TSC

policies on teacher

professional

development and other

education policies

1. Facilitative policies

2. Adequate staffing

3. Recognition as

TPD provider


Education”.

26

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

CTCDC 1. Funding

2. Engagement

3. Information

1. INSET Policy

guidelines

2. Prompt funds

disbursement

to conduct

SMASE

activities

3. Support during training

4. Feedback on

implementation of

SMASE activities

5. Certification of

participants

6. 6. Effective

communication

1. Implement

activities

2. Support schools

and teachers

3. Prudent

management of

activities

4. Reporting

5. Budgeting

6. Accounting

Schools

(INSET

centers,

STEM and

ESD

Schools,

etc.)

1. Engagement

2. Information

3. Equipment

4. Learning

resources

5. Provision of

funds

6. Training

1. Relevant quality

capacity building of

teachers

2. Teacher resource

materials

3. Research findings

4. Learning opportunities

for students

5. Donations in terms of

teaching and learning

materials and

equipment

1. Support teachers

2. Inviting learning

climate

KEBS 1.quality

Management

system

1. Maintaining qms

requirements

1. Support on effective

implementation of qms

Trade

Unions

(KNU

T,

KUPP

ET)

1. Engagement

2. Information

1. Welfare of training

personnel and trainees,

2. Adherence to legal

requirements.

3. Involvement and

consultation in training

matters

1. Support for

programs

2. Sensitization of

teachers


Education”.

27

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

4. Timely payment of

training allowances

5. Participation in CTCDC

meetings

Heads

Assoc

iation

s

(KES

SHA,

KEPS

HA)

1. Engagement

2. Information

1. Quality training,

2. Relevant courses,

3. Value-addition in

training and

certification.

4. Regular training

programs

5. Eeffective

communication.

6. Improved learning

outcomes

7. Enhanced teacher skills

1. Support for

programs

2. Sensitization of

teachers

3. Support of teachers

at school level

Suppliers 1. Informatio

n e.g.

Specifications,

2. Certificate of

Completion

forworks

3. Payment

1. Prompt payments

2. Transparency in

procurement process,

3. Effective

communication

5. Fairness

6. Security

4. Contracts

Goods and services that

meet specifications

Model STEM

Schools

1. Training

materials

2. Regular

training,

3. Guide on

improving the model

school

1) support to implement the

STEM programme

2) Provision of specialized

STEM equipment and

materials

Modeling of STEM

education

KICD,

KEMI,

KISE,

KNEC,

1.Engagement 1. Collaboration with

cemastea in

implementing respective

mandates

1. Feedback to inform

training


Education”.

28

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

KSG

NACOSTI 1. Information

2. Engagement

1.Consultation

2.Involvement in

CEMASTEA programmes

and activities

1. Advice on science

technology and

innovation

2. Research funding

TIVETA 1. Information

2. Engagement

3. Business

1. Proper foundation on basic

STEM competencies

2. Partnerships in supply of

locally made STEM goods

and services (Buy Kenya,

Build Kenya)

1. Feedback on areas that

need strengthening in

STEM education

2.Quality goods and

services

Partners

1. Accountability

2. Performance

reports

1. Implementation of signed

contracts and agreements

1. Mutually beneficial

partnership

2. Funding

3. Recognition

4. Collaboration

5. Technical Support

Neighb

orhood

Commu

nity

1. Information

2. Payment for

subscription

1. Maintain conducive

training

environment

(controlling

disruptions e.g.

Dumping, noise,

respect for their

privacy)

2. Environmental

protection

3. Ethical behavior

4. Compliance with

statutory and

regulatory

requirements

5. Good rapport

1. Support for the

institution (process

and activities)

2. Security

3. Good relationship

Lead

agencies

1. Annual

plans e.g. On

procurement

, corruption

prevention

1. Compliance and

adherence to regulatory

requirements

1. Relevant

documents

2. Capacity building


Education”.

29

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

etc.

2. Reports on

Compliance

Job

applicants 1. Information

2. Jobs

1. Fair recruitment and

selection process

2. Timely feedback

3. Employment

1. Correct

information

2. Meet requirements

3. No canvassing

Interns 1. Remuneration

2. Recommend

ation letter

3. Gaining

relevant

Knowledge

and skills


environment

2. Relevant experiences

3. Quality induction

4. Well defined job

description

5. Relevant knowledge

and skills

1. Correct

information

2. Follow instructions

3. Adhere to

requirements

Kenya Science

and

Engineering

Fair (KESF)

1. Engagement

2. Information

1. Participation in judging

inksef activities

2. Student support,

mentorship

3. Incubation of student’s

innovations

1.Collaboration

Universities 1.Engagement 1. Collaborati

on in

educational

research

matter,

conference

s and

training

2. Collaboration in sharing

innovative pedagogy

3. Attachment for students

1. Collaboration

2. Exchange

programs

3. Joint research

Nairobi

County

Governm

ent

1.

Engagemen

t

1. Pay rates

2. Compliance with

regulations

1. Collaboration

2. Support of schools

and teachers

3. Support programs


Education”.

30

STAKE

HOLDER

NEEDS STAKEHOLDER

EXPECTATIONS

CEMASTEA

EXPECTATIONS

CEMASTEA

Conf

eren

ce

parti

cipa

nts

1. Information

2. Knowledge

sharing

1. Prompt certification

2. Quality

presentations on

innovative

teaching and

learning

3. Timely communication

&invitation

4. Safety and security

5. Present papers /share

experiences

6. Facilitatio

n on travel

and

accommod

ation as

necessary

7. Quality facilitation

8. Knowledge and skills to

be enhanced

1. Observe

requirements

2. No plagiarism

The situational analysis have revealed strengths

that the centre can build upon. The weaknesses that

need to be addressed are highlighted. The opportunities

that the centre may take advantage of are identified. The

threats that need to be closely monitored and dealt with

are enumerated. Finally, stakeholders’ analysis showing

respective expectations and those that the center expects

are documented.

2.8 Emerging Strategic issues and strategic areas

The 2009-2014 Strategic Plan objectives were achieved to a

satisfactory extent. A comprehensive review of challenges in the

implementation of the plan as well as views of CEMASTEA staff and

stakeholders have identified several issues that need to be addressed in


Education”.

31

the 2020-2024 strategic period. The issues coalesce around five main

strategic areas or themes namely: Competency Development in STEM;

Positioning and strengthening the Center; Research and Knowledge

Management; Financial Resource Resilience and Sustainability; and

Advocacy, Networking and Partnerships


Education”.

32

CHAPTER THREE

STRATEGIC DIRECTION

3.0 Introduction

The objectives of the Strategic Plan 2014-2019 were

achieved to a satisfactory level. A detailed formative analysis

provided the basis upon which strategic issues have been

generated to inform the strategic direction over the next five

years. Five key result areas will respond to the identified

strategic issues namely: positioning and strengthening the

center; competency development; research, development and

knowledge management; financial resource resilience and

sustainability; advocacy, networking and partnerships. In

order to consolidate the aforementioned strategic areas, the

chapter is organized under four themes; programmes,

governance, organizational development, resource

mobilization and partnerships.

3.1 THEME No 1: PROGRAMMES

This will address the strategic areas on competency development

in STEM as the core mandate of the centre as well as research,

development and knowledge management.

3.1.1 Competency Development in Science, Technology, Engineering

and Mathematics

The continued growth and sustainability of CEMASTEA will

greatly depend on the nature of programs and activities it will roll out in

the face of the ever-changing policy environment. To accomplish this

goal, the centre will enhance all its training programs to ensure they are

of high quality and of choice. In this regard, the following strategic

objectives will be pursued:


Education”.

33

Strategic Objective 1: To strengthen training programmes at all levels

Strategies: Activities:

Strategy 1:

Delivering

excellent needs

based, inclusive,

and inspiring

training

1. Conduct program reviews using a wide range of

stakeholders

2. Develop and implement quality inclusive training

programs aligned to client needs, market

opportunities, CBC, and KePTS based on

contemporary and emerging issues

3. Streamline certification of participants

4. Conduct regular follow-up and provide on-site

support

Strategy 2:

Strengthening

leadership culture

and school climate

for STEM

education

1. Conduct training on pedagogical leadership and

inviting school climate in STEM

2. Create platforms for schools to learn from each other

and share experiences

Strategy 3:

Enhancing

program quality

by accreditation of

training programs

1. Conduct self-examination and prepare materials that

effectively display CEMASTEA’s accomplishments

2. Conduct an intensive peer review of the prepared

materials, written report, and the general workings of

the institution.

3. Apply to the relevant bodies for accreditation

4. Continuously review programs to uphold the quality

standards set by the accreditation organization

Strategic Objective 2: To strengthen the STEM Model Schools Program


Strategy 1:

Improving support

for existing STEM

Model schools

1. Conduct continuous training of teachers

2. Conduct regular follow-up and provide on-site

support

3. Create platforms for schools to learn from each other

and share experiences

4. Create awareness of the program and publicity of the

schools among stakeholders, general public and

partners

5. Align resourcing to needs of schools


Education”.

34

6. Implement programmes aligned to schools’

immediate community and market needs

Strategy 2:

Expanding the

STEM Model

Schools

Programme

1. Secure funding for the expansion

2. Identify additional schools to be transformed to

STEM Model Schools

3. Conduct a needs assessment survey

4. Support establishment of the schools through

provision of basic resources based on needs

5. Conduct capacity development for school leadership

and teachers in the additional STEM schools

Strategy 3:

Promoting early

identification of

talents in STEM

1. Support the establishment of STEM clubs in primary

and lower secondary schools

2. Organize STEM outreaches, fairs, and contests

3. Identify and document indigenous STEM knowledge

3.1.2 Research, development and Knowledge Management

The section details strategies to be employed to address strategic

issues on research, development and knowledge management. The ability

to harness center’s internal and external capabilities in research,

development and knowledge management is a strategic element for its

continued existence in the league of giants in education sub-sector. The

research and development function continues to be developed regardless

of it being a resource intensive endeavor; however there are occasional

constraints in terms of fiscal resources. Moreover, the center has over the

years of its existence accumulated valuable and unique unpublished

knowledge resources that require a robust knowledge management

component. The following strategies will be implemented in the strategic

period:


Education”.

35

Strategic Objective 3: To enhance capacity to conduct quality research


Strategy 1:

Strengthening

research and

development

services

1. Review the CEMASTEA R&D Policy to include

knowledge management.

2. Provide resources relevant to the research function

3. Build staff capacity in research methods and practices

4. Collaborate with other institutions to promote

innovations in research and development

Strategy 2:

Enhancing

monitoring and

evaluation system

1. Review monitoring and evaluation framework

2. Review and develop monitoring, evaluation and

reporting tools

3. Institutionalize mechanisms for ploughing back M&E

findings into center’s programs

Strategic Objective 4: To conduct educational research

Strategies Activities

Strategy 1:

Carrying out

research to

inform classroom

practices and

school climate

1. Establish research issues related to the classroom and

school climate

2. Conduct research on classroom practice and school

climate

3. Disseminate research findings

4. Improve programs based on research findings

Strategy 2:

Influencing

policy based on

research findings

1. Prepare policy briefs based on research findings

2. Disseminate the policy briefs

3. Assess the extent of influence on policy

Strategic Objective 5: To enhance knowledge management function


Strategy 1:

Establishing the

knowledge

management

system

1. Build capacity of staff on practices of knowledge

management

2. Implement the research, development and knowledge

management policy

Strategy 2:

Strengthening

knowledge

sharing platforms

1. Organize and participate in conferences, workshops

and symposia

2. Publish books, articles, and journals

3. Award best practice in research


Education”.

36

3.2 THEME No. 2: GOVERNANCE AND ORGANIZATION

DEVELOPMENT 3.2.1 Positioning and strengthening the centre

Governance and organization development in the strategic period

will focus on positioning and strengthening the Center. Implementation

of the center’s core mandate is informed by among other factors, global

concerns on sustainable development, continental aspirations anchored

on Science, Technology and Innovation (STI), national development

needs, and major policy shifts in education. In order to remain relevant,

the center aspires to position and strengthen itself through a strong legal

framework, rationalized organization structure and staffing levels,

leadership, human capital and infrastructure development, strategic

collaborations, and a culture of innovation in all its programs. To realize

this, the center seeks to operate within a supportive legal framework,

strategic leadership through adequate and motivated human capital,

widely known and respected brand. The strategic goal will be realized

through a number of strategic objectives as detailed below:

Strategic Objective 6: To enhance the center’s legal status


Strategy 1:

Transforming the

Center to a Body

Corporate

1. Review existing documents on the establishment of

the Center as a Body Corporate;

2. Engage the Ministry of Education and relevant arms

of government to facilitate the legal process.

Strategy 2:

Reviewing and

developing

institutional policies

1. Review existing polices

2. Develop new policies

3. Validate and sensitize staff to implement policies

Strategic Objective 7: To strengthen human capital, corporate governance

and brand through development of strategic leadership at all levels


Strategy 1:

Strengthening

corporate

1. Rationalize the center’s organizational structure and

staffing levels

2. Develop capacity of staff on strategic leadership and


Education”.

37

governance and

quality systems

management

3. Develop and implement a succession plan.

4. Strengthen the Quality Management System in all

functions

Strategy 2:

Promoting a culture

of innovation

1. Review and implement center’s innovation policy

2. Establish an innovation center that includes a

makerspace

3. Support science, technology and innovation in

informal and non-formal education

Strategy 3:

Enhancing center’s

corporate brand

and visibility

1. Develop and implement an institutional marketing

strategy

2. Develop and implement a Corporate Social

Responsibility framework

Strategy 4:

Enhancing human

resource

management and

development

3. Review human resource policy on management and

development

4. Implement performance management system

5. Conduct capacity development of staff

Strategic objective 8: To enhance center’s infrastructure and facilities to

international standards


Strategy 1:

Developing

additional

infrastructure and

facilities

1. Expand and improve accommodation, library and

ICT facilities.

2. Provide training equipment, tools and necessary

furniture for staff

3. Establish a mathematics resource room

4. Establish a motor vehicle garage

5. Enhance recreational facilities

6. Establish a science amusement and museum hub

Strategy 2:

Leveraging on ICT

and automation to

enhance efficiency

1. Assess efficiency of finance, procurement, HR and

audit processes;

2. Capacity build staff on automation processes

3. Establish and implement an Enterprise Resource

Planning (ERP) system for finance, procurement,

HR and audit processes


Education”.

38

3.3 THEME No. 3: RESOURCE MOBILIZATION AND

PARTNERSHIPS

This will address the strategic areas on financial resource resilience

and sustainability as well as advocacy, networking and partnerships.

3.3.1 Financial Resource Resilience and Sustainability

The centers’ programs have largely been financed through

capitation grants from the exchequer. The institution generates other

revenue through partnership agreements; hiring training, hospitality and

conference facilities; consultancy and publishing. The revenue generated

however is inadequate to cover implementation of core activities such as

capacity development programmes. In order to remain resilient in the

changing economic times, the center seeks to increase its revenue base,

improve efficiency in utilization of resources and ensure sustainability.

This will be achieved through the following strategic objectives and

strategies:

Strategic Objective 9: To diversify revenue streams


Strategy 1: Strengthening

the business development

function

1. Staff the business development unit

2. Build staff capacity in business development

3. Identify, collect, analyze and document gaps

4. Develop a business development policy

5. Implement the business development policy

Strategy 2: Implementing

the business development

strategy

1. Conduct market survey on opportunities in

consultancy, enterprise and services

2. Develop the business strategy to tap potential

opportunities

3. Map out assets and facilities for business and

enterprise

4. Develop and implement business plan for


Strategy 3: Enhancing

revenue stream from

government and partners

1. Develop program-based budgets

2. Seek for increased funding from government

and partners

3. Follow-up on funding request with

government and partners


Education”.

39

Strategic Objective 10: To enhance efficient utilization of institutional

resources


Strategy 1: Improving

financial planning,

budgeting, procurement

and implementation of

programs

1. Build capacity of staff and stakeholders on

financial planning and budgeting

2. Develop annual program-based operational

plans and budget

3. Implement programs-based operational plan

and budget

Strategy2: Strengthening

of asset management

1. Streamline user-level service agreements for

regular repair and maintenance of vehicles,

machines and equipment

2. Replace old and in-effective vehicles,

machines or equipment


internal audit function

1. Carry out regular internal system audits.

2. Develop and implement a strategy on cost

containment and reduction

3. Implement recommendations from internal and

external audits

3.3.2Advocacy, Networking and Partnerships

Global trends require CEMASTEA to network, partner, and foster

linkages to enhance its growth and competitiveness. It occupies a

strategic position in creation of collaborations with likeminded

institutions and organizations. Partnerships have the potential to promote

professional exchanges and participation in forums that enhance

realization of its mandate. The center’s programs have received local,

continental and global recognition through collaborative partnerships.

Locally the centre works with International Non-Governmental

Organizations (INGO), private schools, and other government entities.

The centre also works with global organizations such as JICA and

UNESCO. Accordingly, it serves as a co-coordinator for the Continental

Education Strategy for Africa’s (CESA, 2016-25) STEM cluster and

hosts Continental secretariats on behalf of the Ministry of Education. The

secretariats are the Association for Development of Education in Africa’s

(ADEA) Inter-Country Quality Node on Mathematics and Science

Education (ICQN-MSE); and the Strengthening Mathematics and


Education”.

40

Science Education in Africa (SMASE-Africa). Leveraging on these

platforms greatly enhances center’s visibility and impact on its programs.

This will be achieved through the following strategic objectives and

strategies:

Strategic Objective 11: To improve center’s collaborative partnerships

through structured advocacy and networking


Strategy 1:

Strengthening the

collaborations, advocacy

and networking

1. Build staff capacity on advocacy, networking,

and collaboration

2. Develop an advocacy, networking and

collaboration strategy

3. Sensitize staff on the strategy(deleted)

4. Implement the strategy

Strategy 2: Initiating and

strengthening

partnerships with

relevant organizations

1. Review partnerships and linkages policy

2. Build staff capacity on partnerships and linkage

creation

3. Create new partnerships and linkages

4. Review and address gaps in on-going partnership

5. Develop and submit funding proposals to partners

Strategy 3: Enhancing

staff capacities through

partner-funded programs

1. Sign agreements with local and international

institutions

2. Implement agreements

Strategic Objective 12: To strengthen continental secretariat functions


Strategy 1: Improving

the center’s role as a

continental secretariat

1. Audit secretariats’ operational gaps

2. Implement audit recommendations

3. Build staff capacity to implement secretariat

function

4. Create secretariat-based knowledge-hubs for peer

learning and development

Strategy 2: Leveraging

on continental

secretariats to increase

partnership networks

1. Create new secretariat-based partnerships and

linkages

2. Review and address gaps in on-going secretariat-

based partnership

3. Develop and submit funding proposals to

secretariat-based partners


Education”.

41

CHAPTER FOUR

IMPLEMENTATION STRATEGY AND RESOURCE

REQUIREMENTS

4.1 Introduction

The chapter outlines the structure for implementation and

funding of the strategic plan. It is organized under implementation of the

Plan, log frame, responsibilities and financing the Plan.

4.2 Implementation of the Strategic Plan

The institutional leadership will remain vigilant and transparent

in monitoring the implementation of this strategic plan, reporting results

and taking corrective action as necessary. Relevant performance

indicators or matrix of progress toward strategic plan execution have

been developed. Each planning unit (programme, department or section)

will further refine indicators or matrix in the course of implementing the

strategic plan. Implementation reports will be regular and on-going

especially to the Board of Management (BOM) to inform decision

making. The proposed strategies will be mainstreamed into center’s

programme activities and implemented within the internal and external

structures. Any emerging inconsistency in the implementation process

will be reviewed to support the realization of the strategic objectives

from time to time.

4.3 Implementation Log frame

The implementation log frame (Annex I) will be used as a

monitoring and evaluation tool that forms the basis for performance

management and measurement. In order to realize efficiency in

attainment of results, timeframes have been aligned to every strategy in

the matrix to ensure timely desired results.

4.3.1 Responsibilities

Successful implementation of this Plan is the responsibility of


Education”.

42

the Board of Management and the top management especially with

regard to allocation of resources. The heads of each functional unit will

be responsible for implementing the strategies within programmes,

departments and sections. They will prepare quarterly targets and

performance indicators in their areas of jurisdiction.

4.3.2 The Plan Implementation Team

The team will coordinate integration of the Plan to respective

programmes, departments and sections. They will guide annual work

plans, reporting procedures and structures, compile reports from

functional units and submit to the Board of Management. In addition, the

team will conduct evaluations to assess extent of implementation and

provide inputs to performance contract target setting.

4.3.3 Quarterly and Annual reports

Performance reports from various functional units compiled based on the

implementation matrix will be submitted on a quarterly and annual basis

to the implementation team for consolidation and submission to

management.

4.3.4 Continual Improvement

Continual improvement will be mainstreamed through data collection on

performance indicators in the log frame during implementation. The data

so collected will be analyzed and lessons learnt shared with all staff to

enhance continual improvement.

Table 1. Projected Recurrent Budget 2019-2024

INCOME BASE YEAR APPROVED 2018-2019

FINANCIAL YEAR

2019-2020

2020-2021 2021-2022 2022-2023 2023-2024

Grants

Government Grants

799,696

879,666

967,632

1,064,395

1,170,835

1,287,918

Transfers from other

31,139

41,323

206,615

227,277

250,004

275,005


Education”.

43

INCOME BASE YEAR APPROVED 2018-2019

FINANCIAL YEAR

2019-2020

2020-2021 2021-2022 2022-2023 2023-2024

Total Grants 830,835

920,989

1,174,247

1,291,672

1,420,839

1,562,923

Appropriation In Aid

Catering Services

34,178

39,683

43,651

48,016

52,818

58,100

Rent income 1,404

1,544

1,698

1,868

2,055

2,261

Others -

132

145

160

176

193

Total AIA 35,582

41,359

45,495

50,044

55,049

60,554

Total Income 866,417

962,348

1,219,742

1,341,716

1,475,888

1,623,477

4.4 Financing the Strategic Plan

Financing of the Plan is detailed in the next sections under institution’s

projected revenue, expenditure and estimated budget.

4.4.1 Revenue

The Plan will be funded by the grants drawn from the Ministry of

Education (MoE) and other main revenue streams of the organization.

The current approved budget for FY 2018/2019 stands at KES.866

Million and the projected growth will translate to KES.1.6 Billion in the

financial year 2023/24 as shown in the table 1.

4.4.2 Expenditure

The expenditure of CEMASTEA’s funds will be aligned to

specific requirements of this strategic plan in order to drive designed

strategic development and growth of the institution. The broad

expenditure categories and projected growth rates are shown in Table 2.


Education”.

44

Table 2. Projected Recurrent Budget 2019-2024

EXPENDITURES BASE YEAR APPROVED 2018-2019

FINANCIAL YEAR

2019-2020 2020-2021 2021-2022 2022-2023 2023-2024

Employment Costs

46,139

50,753

152,259

167,485

184,233

202,656

Board expenses 4,260

4,686

10,155

11,170

12,287

13,516

Repairs & Maintenance

12,343

13,577

27,154

29,869

32,856

36,142

Depreciation 9,000

9,900 29,700

32,670

35,937

39,531

Other Operating costs

770,497

883,432

1,000,475

1,100,523

1,210,575

1,331,632

Total 842,239

962,348

1,219,743

1,341,717

1,475,888

1,623,477

Table 3. Projected Capital/Development Expenditure

Project

Name

Project

Descriptio

n /

Objective

Estimat

ed

project

cost:

Ksh

(000)

Proje

ct

Type

Sourc

e of

Fundi

ng

Projec

t

Durati

on

Project

Locatio

n

201

8-

201

9

2019-

2021

2021-

2022

2022-

2023

2023-

2024

1 Accommoda

tion Facility

To

increase

capacity

so that the

centre can

accommod

ate more

650,000 Medi

u m GOK 3

CEMAST

EA - - 250,000 250,000 150,000

2 Administrati

on Block

To

increase

capacity

for offices

due

toprojecte

d

150,000 Medi

u m GOK 3

CEMAST

EA - - 50,000 50,000 50,000

3 CCTV

camera

Security

purpose 18,000 Small GOK 4

CEMAST

EA - 5,000 5,000 4,000 4,000

4

Solar

lighting

panels-

street lights

Reduce

electricity

expenditur

e

34,000 Small GOK 4 CEMAST

EA - 11,000 11,000 6,000 6,000


Education”.

45

Project

Name

Project

Descriptio

n /

Objective

Estimat

ed

project

cost:

Ksh

(000)

Proje

ct

Type

Sourc

e of

Fundi

ng

Projec

t

Durati

on

Project

Locatio

n

201

8-

201

9

2019-

2021

2021-

2022

2022-

2023

2023-

2024

5 Land To provide

space 350,000

Medi

u m GOK 1

CEMAST

EA - - 350,000 -

6

Compute rs,

ICT

accessories

and

To provide

working

tools for

staff


EA - 10,000 10,000 10,000 20,000

7 Automation

To provide

Integrated

system for

the centre


EA - 5,000 5,000 5,000 5,000

8

Environ

ment and

Landscap

To provide

a better

working

environme

nt for the


EA - 5,000 5,000 5,000 5,000

Total 1,292,0

00 ` Total -

36,000.

00

336,000.

00

680,000.

00

240,000.

00

4.2.3 Estimated Budget

The projected budget of the CEMASTEA will also be aligned to

the requirements of this Plan with a view to drive designed strategic

development and growth of the center, (Annex III). The broad budget

categories and projected annual growth rates are shown in Table 4.

Table 4 Projected Recurrent Budget 2019-2024

INCOME BASE YEAR

APPROVED

FINANCIAL YEAR

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Grants

Government Grants

799,696

879,666

967,632

1,064,395

1,170,835

1,287,918

Transfers from other

31,139

41,323

206,615

227,277

250,004

275,005

Total Grants


Education”.

46

INCOME BASE YEAR

APPROVED

FINANCIAL YEAR

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

830,835 920,989 1,174,247 1,291,672 1,420,839 1,562,923

Appropriation In Aid

Catering Services

34,178

39,683

43,651

48,016

52,818

58,100

Rent income

1,404

1,544

1,698

1,868

2,055

2,261

Others -

132

145

160

176

193

Total AIA

35,582

41,359

45,495

50,044

55,049

60,554

Total Income 866,417 962,348 1,219,742 1,341,716 1,475,888 1,623,477

EXPENDITURES

Employment Costs

46,139

50,753

152,259

167,485

184,233

202,656

Board expenses

4,260

4,686

10,155

11,170

12,287

13,516

Repairs & Maintenance

12,343

13,577

27,154

29,869

32,856

36,142

Depreciation

9,000

9,900 29,700

32,670

35,937

39,531

Other Operating costs

770,497 883,432 1,000,475 1,100,523 1,210,575 1,331,632

Total 842,239 962,348 1,219,743 1,341,717 1,475,888 1,623,477

Surplus/Deficit

24,178.00

(0.30)

(0.44)

(0.48)

(0.53)

(0.59)

Financial Ratios

i) Operating Surplus

0.03

0.05

-

0.03

0.01

-

ii) Personnel Costs to

recurrent cost

0.03

(0.00)

(0.00)

(0.00)

(0.00)

(0.00)

iii) Personnel Costs to recurrent revenue

0.05

0.05

0.12

0.12

0.12

0.12


Education”.

47

Table 5 Capital Expenditure Projects 2019-2024

Project

Name

Project

Description /

Objective

Estima

ted

project

cost:

Ksh

(000)

Proj

ect

Type

Sour

ce of

Fundi

ng

Proje

ct

Durati

on

Project

Locatio

n

201

8-

201

9

2019-

2021

2021-

2022

2022-

2023

2023-

2024

1

Accommod

ation

Facility

To increase

capacity so

that the

centre can

accommodat

emore

650,00

0

Medi

u m GOK 3

CEMAS

TEA - -

250,00

0

250,00

0

150,00

0

2 Administrat

ion Block

To increase

capacity for

offices due

toprojected

150,00

0

Medi

u m GOK 3

CEMAS

TEA - - 50,000 50,000 50,000

3 CCTV

camera

Security

purpose 18,000

Smal

l GOK 4

CEMAS

TEA - 5,000 5,000 4,000 4,000

4

Solar

lighting

panels-

street lights

Reduce

electricity

expenditure

34,000 Smal

l GOK 4

CEMAS

TEA - 11,000 11,000 6,000 6,000

5 Land To provide

space

350,00

0

Medi

u m GOK 1

CEMAS

TEA - -

350,00

0 -

6

Compute

rs, ICT

accessorie

s and

To provide

working tools

for staff

50,000 Smal

l GOK 4

CEMAS

TEA - 10,000 10,000 10,000 20,000

7 Automation

To provide

Integrated

system for

the centre

20,000 Smal

l GOK 4

CEMAS

TEA - 5,000 5,000 5,000 5,000

8

Environ

ment and

Landscap

To provide a

better

working

environment

for the

20,000 Smal

l GOK 4

CEMAS

TEA - 5,000 5,000 5,000 5,000

Total 1,292,0

00 ` Total -

36,000

.00

336,00

0.00

680,00

0.00

240,00

0.00


Education”.

48

CHAPTER FIVE

MONITORING, EVALUATION & RISK

MANAGEMENT 5.1 Monitoring, Evaluation and Reporting

Monitoring, evaluation and reporting system mainstreamed in

the Plan will ensure effective implementation of the strategy. Monitoring

will track activities with a view to provide timely reports to the board of

management to take corrective measures. Value judgement based on

evaluation reports, will ensure resources are utilized on planned activities

within the framework of the strategic plan projections and budgets.

5.1.1 Monitoring and Review

Monitoring will involve routine data collection and analysis on

the progress of Plan implementation. The findings of such analysis shall

inform decision making, including taking corrective action where

deviations are observed. A Monitoring Committee (MC) consisting of all

department and section heads chaired by the Chief Executive Officer

(CEO) will be established to monitor and report performance. The

Strategic Plan will be reviewed after two and a half years. An overall

review of the Plan will be conducted within the last six months of the

implementation of the plan.

5.1.2 Evaluation and Reporting

This Plan has been developed based on a baseline review of

center’s performance in the last five years. Mid-term and end-term

evaluations will be conducted to gauge extent of achievement of the

intended results. The evaluation will measure relevance, efficiency,

effectiveness, sustainability and impact of planned activities and overall

impact of center’s programmes.


Education”.

49

5.2 Risk Management

Risk management entails planned activities to mitigate against

uncertainty and threats to Plan implementation. The risks have been

determined, management activities analyzed and planned. The risks

identified in this Plan range from low to high consequences and suitable

mitigation strategies are explained in Annex IV.

Our Mission: “To continuously develop competencies for sustainable development through STEM Education”.

50

CHAPTER SIX

ANNEXES

6.1 ANNEX I: IMPLEMENTATION LOG FRAME IMPLEMENTATION MATRIX

Strategies Activities Key Performance indicators

Actor Time frame

Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategic Area #1:

Competency Development in STEM

Strategic Objective 1:

To strengthen training programmes at all levels

Strategy 1: Delivering excellent needs based, inclusive, and inspiring

1. Conduct program reviews using a wide range of stakeholders

1. Internal review meetings are held 2. Review meetings with stakeholders are held

Coordinator Training (CT)

Year 1 13,199,000 0 0 0 0 13,199,000


51

IMPLEMENTATION MATRIX Strategies Activities Key Performance

indicators Actor Time

frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

training

2. Develop and implement quality inclusive training programs aligned to client needs, market opportunities, CBC, and KePTS based on contemporary and emerging issues.

1. course outlines are developed 2. Various training module development for a are held 3. Various training programmes and facilitation schedules are prepared 4. Quality of training indices for various programs are determined

1. CT) 2. Ptogramme Coordinators (PCs) 3. Coordinator R&D KM 4. Head Hospitality

Year 1, 2, 3,3 & 5

633,905,025

578,786,250

578,786,250

578,786,250

578,786,250

2,949,050,025

3. Streamline Certification of Participants

1. Certificates are printed on schedule 2. certificates are issued to participants promptly

1. CT 2. PCs 3. Head Reprography

Year 1, 2, 3,3 & 5

3,257,750 600,000 600,000

600,000

600,000

5,657,750


52



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

4. Conduct regular follow-up and provide on-site support

1.Schedule for follow up activities is prepared 2. Budget for follow up activities is prepared 3. Visits to schools are made or online feedback from schools is obtained

1. CT 2. PCs 3. Coordinator R&D KM

Year 1, 2, 3,3 & 5

7,200,000 7,200,000

7,200,000

7,200,000

7,200,000

36,000,000

Total for Strategy 1

657,561,775

586,586,250

586,586,250

586,586,250

586,586,250

3,003,906,775

Strategy 2 Strengthening leadership culture and school climate for STEM education

1. Conduct training on pedagogical leadership and inviting school climate in STEM

1. Training contents are developed 2. Various training module/manual development for a are held 3.Ttraining programmes and facilitation schedules are prepared 4. Quality of training index is determined


Year 1, 2, 3,3 & 5

62,610,200 62,610,200

62,610,200

62,610,200

62,610,200

313,051,000


62,610,200 62,610,200

62,610,200

62,610,200

62,610,200

313,051,000


53



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy # 3 Enhancing program quality by accreditation of training programs

1.Conduct self-examination and prepare materials that effectively display CEMASTEA’s accomplishments

1.Self-examination for a are held 2. Various training materials preparation for are held

1. CT 2. PCs 3. Head Hospitality

Year 1 1,312,000 1,312,000

2. Conduct an intensive peer review of the prepared materials, written report, and the general workings of the institution.

1. Peer review meetings of the prepared materials are held 2. Reports are written

1. CT 2. PCs 3. Head Hospitality

Year 1 1,578,500 0 0 0 0 3,157,000

3. Apply to the relevant bodies for accreditation

1. Application process is undertaken and completed 2. Feedback from accreding bodies is documented

1. CT 2. PCs

Year 1 2,000,000 0 0 0 0 4,000,000

4. Continuously review programs to uphold the quality standards set by the accreditation organization.

1. Review meetings for various programs are undertaken

1. CT 2. PCs

Year 1, 2, 3,3 & 5

911,000 911,000 911,000

911,000

911,000

5,466,000


54



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Total for strategy 3

5,801,500 911,000 911,000

911,000

911,000

13,935,000

Strategic Objective #2:

To strengthen training programmes at all levels

Strategy 1: Improving support for existing STEM Model Schools

1. Conduct continuous training for teachers

1.Training programmes and facilitation schedules are prepared 2. Trainings are monitored and evaluated 3. Quality of training index is determined

1. CT 2. PCs

Year 1, 2, 3,3 & 5

15,818,500 15,818,500

15,818,500

15,818,500

15,818,500

79,092,500

2. Create platforms for schools to learn from each other and share experiences

1. Use of the platforms are monitored and evaluated

1. CT 2. PCs

Year 1, 2, 3,3 & 5

34,380,800 34,380,800

34,380,800

34,380,800

34,380,800

171,904,000


55



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

3. Conduct regular follow-up and provide on-site support

1. Schedule for follow up activities is prepared 2. Budget for follow up activities is prepared 3. Visits to schools are made or online feedback from schools is obtained


Year 1, 2, 3,3 & 5

24,600,000 24,600,000

24,600,000

24,600,000

24,600,000

123,000,000

4. Create awareness of the program and publicity of the schools among stakeholders, general public and partners

1. Awareness and publicity activities are held 2. Awareness and publicity materials are developed and distributed

1. CT 2. PCs 3. Head of corporate communications

Year 1, 2, 3,3 & 5

206,211,000

206,211,000

206,211,000

206,211,000

206,211,000

1,031,055,000

5. Align resourcing to needs of schools

1. School resource needs are determined

1. CT 2. PCs

Year 1, 2, 3,3 & 5

1,353,000 294,941,500

1,353,000

294,941,500

592,589,000


56



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

6. Implement programmes aligned to schools’ ,immediate community and market needs

1. Programmes aligned to School immediate community and market needs are determined

1. CT 2. PCs

Year 1, 2, 3,3 & 5

1,289,750 1,289,750

1,289,750

1,289,750

1,289,750

6,448,750


283,653,050

577,241,550

283,653,050

577,241,550

282,300,050

2,004,089,250

Strategy 2: Expanding the STEM Model Schools Programme

1. Secure funding for expansion

1. Budget/funding proposal is developed and submitted to relevant bodies 2. Approval of budget is obtained

1. CT 2. PCs

Year 1, 2, 3,3 & 5

897,300 897,300 897,300

897,300

897,300

4,486,500

2. Identify additional school to be transformed to STEM Schools

1. Criteria for selection is developed and shared with counties 2. Lists of additional school are obtained from counties and master list is compiled

1. CT 2. PCs

Year 1 2,770,800 0 0 0 0 2,770,800

3. Conduct a needs assessment survey

1. Budget proposal for needs assessment survey is developed 2. Visits to various schools are


Year 1 8,959,500 0 0 0 0 8,959,500


57



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

conducted or online feedback is obtained 3. Report on needs survey is written 4. Report is shared

4. Support establishment of the schools through provision of basic resources based on needs

1. Budgets are prepared 2. Procurement of necessary resources is done 2. Distribution of Materials is done

1. CT 2. PCs 3. Coordinator field Services CFS) 4. Supply Chain

Year 1, 2, 3,3 & 5

636,000 636,000 636,000

636,000

636,000

3,180,000

5. Conduct capacity development for school leadership and teachers in the additional STEM schools

1. Various capacity development schedules are prepared 2. Various capacity development are monitored and evaluated 3. Quality of training indices are determined


Year 1, 2, 3,3 & 5

5,868,500 5,868,500

5,868,500

5,868,500

5,868,500

29,342,500


19,132,100 7,401,800

7,401,800

7,401,800

7,401,800

48,739,300


58



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy #3 Promoting early identification of talents in STEM

1. Support the establishment of STEM clubs, especially in primary and lower secondary schools

1. Guidelines on establishment of STEM clubs are developed and shared 2. List of clubs from schools is obtained 3.Reports on club activities are obtained

1. CT 2. STEM PC 3. Coordinator R&D KM

Year 1 896,350 0 0 0 0 896,350

2. Organize STEM outreaches, fairs, and contests

1. Schedules for STEM outreaches, fairs, and contests are prepared 2. Reports are compiled

1. CT 2. STEM PC

Year 1, 2, 3,3 & 5

32,110,300 42,200,800

32,110,300

42,200,800

32,110,300

180,732,500

3. Create a platform (s) for learners to learn from each other and share experiences

1. Guidelines on establishment of platforms are developed and shared 2. List of platforms from schools is obtained 3.Reports on platforms activities are obtained

1. CT 2. STEM PC

Year 1, 2, 3,3 & 5

1,425,150 1,425,150

1,425,150

1,425,150

5,700,600


59



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

4. Identify and document indigenous STEM knowledge

1. Guidelines on identification of indigenous STEM knowledge are developed and shared 2. List of indigenous STEM knowledge from schools is obtained 3.Reports on application of indigenous STEM knowledge are obtained

1. CT 2. STEM PC

Year 1 2,137,200 2,137,200


36,569,000 43,625,950

33,535,450

43,625,950

32,110,300

189,466,650

THEMATIC AREA #1: PROGRAMMES

Strategic area 2:

Research, Consultancy, and Knowledge Management


To enhance capacity to conduct quality research


60



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy 1: Strengthening research and development services

1. Review the CEMASTEA R&D Policy to include knowledge management.

1. Review meetings are held 2.Compiling and sharing of Policy are done

1. Coordinator R&D KM

Year 1, 2, 3,3 & 5

1,999,250 2,777,650

1,999,250

2,777,650

1,999,250

11,553,050

2. Provide resources relevant to the research function

1. Identification of Resources is done 2.Procurement of resources is done

1. Coordinator R&D KM 2.SCMO

Year 1, 2, 3,3 & 5

2,064,560 2,064,560

2,064,560

2,064,560

2,064,560

10,322,800

3. Build staff capacity in research methods and practices

1. Identification of areas of training is done 2.Procurement of consultant is done

1. Coordinator R&D KM 2.SCMO

Year 1, 3, & 5

385,400 0 385,400

0 385,400

1,156,200

4. Collaborate with other institutions to promote innovations in research and development

1. Identification of institutions is done 2.Guidelines on collaboration are developed and agreed on

1. Coordinator R&D KM 2.Coordinator P&L

Year 1, 3, & 5

1,265,600 0 1,265,600

0 1,265,600

3,796,800


5,714,810 4,842,210

5,714,810

4,842,210

5,714,810

26,828,850

Strategy 2: Enhancing monitoring and evaluation

1. Review monitoring and evaluation framework

1. Review meetings are held 2.Sharing of framework is done


Year 1, 3, & 5

63,200 0 63,200 0 63,200 189,600


61



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

system 2. Review and develop monitoring, evaluation and reporting tools

1. Review meetings are held 2.Sharing of tools is done


Year 1, 3, & 5

63,200 0 63,200 0 63,200 379,200

3. Institutionalize mechanisms for ploughing back M&E findings into center’s programs

1. Identification of mechanism is done 2.Monitoring utilization of mechanisms is done


Year 1, 3, & 5

63,200 0 63,200 0 63,200 189,600


316,000 0 316,000

0 316,000

1,327,200


To conduct Educational Research

Strategy 1: Carrying out research to

inform classroom

practices and school climate

1. Establish research issues related to the classroom and school climate

1. Review meetings are held 2.Sharing of issues is done


Year 1, 2, 3,3 & 5

29,600 29,600 29,600 29,600 29,600 148,000

2, Conduct research on classroom practice and school climate

1. Development of research proposals is done 2.Support to carry out research is provided

1. Coordinator R&D KM 2. Deans 3.Traiiners

Year 1, 2, 3,3 & 5

7,660,400 7,660,400

7,660,400

7,660,400

7,660,400

38,302,000


62



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

3. Disseminate research findings

1. Writing of research reports is done 2.Support to share research findings is provided

1. Coordinator R&D KM 2. Deans 3.Traiiners

Year 1, 2, 3,3 & 5

91,600 91,600 91,600 91,600 91,600 458,000

4. Improve programs based on research findings

1. Incorporation of relevant research findings into programs is done

1. Coordinator R&D KM 2. Deans 3.PCs 4. CT

Year 1, 2, 3,3 & 5

111,300 111,300 111,300

111,300

111,300

556,500


7,892,900 7,892,900

7,892,900

7,892,900

7,892,900

39,464,500

Strategy 2 Influencing policy based on research findings

1. Prepare policy briefs based on findings

1. Meetings to prepare policy briefs are held


Year 1, 2, 3,3 & 5

38,000 38,000 38,000 38,000 38,000 399,600

2. Disseminate the policy briefs

1. Meetings to share policy briefs are held 2. Sharing using other platforms e.g website is done


Year 1, 2, 3,3 & 5

41,920 41,920 41,920 41,920 41,920 209,600

3. Assess the extent of influence on policy

1. Analysis of various relevant policies is done

1. Coordinator R&D KM 2. Deans

Year 1, 2, 3,3 & 5

1,135,200 1,135,200

1,135,200

1,135,200

1,135,200

5,676,000


63



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

2. Reports are compiled

3.PCs 4. CT


1,215,120 1,215,120

1,215,120

1,215,120

1,215,120

6,285,200


To enhance knowledge management function

Strategy 1: Establishing the knowledge management system

1. Build capacity of staff on practices of knowledge management

1. Capacity building workshops are held 2. Compiling of Reports is done 3. Sharing of reports is done

1. Coordinator R&D KM 2. Deans 3.PCs 4. CT 5.HR 6. Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

95,000 95,000 95,000 95,000 95,000 475,000

2. Implement the research, development and knowledge management policy

1. Monitoring implementation is done 2. Reports are compiled

1. Coordinator R&D KM 2. Deans 3.PCs 4. CT 5. Heads of Sections

Year 1, 2, 3,3 & 5

0 0 0 0 0 0


95,000 95,000 95,000 95,000 95,000 475,000

Strategy 2: Strengthening knowledge

1. Organize and participate in conferences,

1. Schedule is prepared ad shared 2. Call for and review

1. Coordinator R&D KM 2. SCMO

Year 1, 2, 3,3 & 5

2,137,900 2,137,900

2,137,900

2,137,900

2,137,900

10,689,500


64



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

sharing platforms

workshops and symposia

of papers is done 3. Finance officer (FO)

2. Publish books, articles, and journals

1. Writing of books etc is done 2. Identifying and negotiating with suitable publisher(s) is done

1. Coordinator R&D KM 2. SCMO 3. Finance officer (FO)

Year 1, 2, 3,3 & 5

4,175,600 4,175,600

4,175,600

4,175,600

4,175,600

20,878,000

3. Award best practices in research

1. Guidelines and criteria for award are developed and shared 2. Identification of best practices in research is done

1. Coordinator R&D KM 2. Deans 3.PCs 4. CT 5. Heads of Sections

Year 1, 2, 3,3 & 5

1,889,400 1,889,400

1,889,400

1,889,400

1,889,400

9,447,000

Total for Strategy2

1,889,400 1,889,400

1,889,400

1,889,400

1,889,400

9,447,000

Strategic Area 3:

Positioning and strengthening the center

THEME # 2 Governance and organizational development

Strategic Objective # 6

To enhance center’s legal status


65



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy 1: Transforming the center to a Body Corporate

1. Review existing documents on the establishment of the center as a body corporate

1. Review meetings are held 2.Sharing of documents is done

1. Director 2.Management

Year 1, 2, 3,3 & 5

1,688,550 1,857,405

2,043,146

2,247,460

2,472,206

10,308,767

2. Engage the ministry of education and relevant arms of government to facilitate the legal process.

1. Preparation for agenda of meetings is done 2.Engagement meetings are held


Year 1, 2, 3,3 & 5

213,000 234,300 257,730

283,503

311,853

1,300,386


1,901,550 2,091,705

2,300,876

2,530,963

2,784,059

11,609,153

Strategy 2:Reviewing and developing institutional policies

1. Review existing policies

1. Review meetings are held 2.Sharing of documents is done


Year 1, 2, 3,3 & 5

120,000 132,000 145,200

159,720

175,692

732,612

2. Develop new policies

1. Development meetings are held 2.Sharing of documents is done


Year 1, 2, 3,3 & 5

1,881,600 2,069,760

2,276,736

2,504,410

2,754,851

11,487,356

3. Validate and sensitize staff to implement policies

1. Validation meetings are held 2.Sharing of documents is done

1. Director 2.Management 3.Implementation committee

Year 1, 2, 3,3 & 5

95,000 104,500 114,950

126,445

139,090

579,985


66



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total


2,096,600 2,306,260

2,536,886

2,790,575

3,069,632

12,799,953

Strategy 3:Implementing the Strategic Plan

1. Sensitize staff on the reviewed Strategic Plan

1. Sensitization meetings are held 2.Sharing of documents is done


Year 1, 2, 3,3 & 5

8,710,700 9,581,770

10,539,947

11,593,942

12,753,336

53,179,695

2. Conduct quarterly review meetings to track implementation of the strategic plan

1. Review meetings are held 2. Compiling of reports is done 3..Sharing of documents is done


Year 1, 2, 3,3 & 5

4,560,000 5,016,000

5,517,600

6,069,360

6,676,296

27,839,256


13,270,700 14,597,770

16,057,547

17,663,302

19,429,632

81,018,951

Strategic Objective # 7

To strengthen human capital, corporate governance and brand through development of strategic leadership at all level

Strategy : 1Strengthening

corporate governance and quality

systems

1. Rationalize the center’s organizational structure and staffing levels

1. Review meetings are held 2. Compiling of organizational structure is done 3.Sharing of documents is done


Year 1, 2, 3,3 & 5

91,750 100,925 111,018

122,119

134,331

560,143


67



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

2. Develop capacity of staff on strategic leadership and management

1. Capacity building worrkshops/trainings are held 2. Compiling of reports is done

1. Director 2.Management 3.HRO

Year 1, 2, 3,3 & 5

11,341,200 12,475,320

13,722,852

15,095,137

16,604,651

69,239,160

3. Develop and implement a succession plan

1. Meetings to develop succession plans are held 2. Monitoring of succession plans is done

1. Director 2.Management 3.HRO

Year 1, 2, 3,3 & 5

102,600 112,860 124,146

136,561

150,217

626,383

4. Strengthen the implementation of Quality Management System

1internal audits are conducted 2. Compiling of reports is done 3. Implementing audit findings is done

1. Director 2.Management 3.Process owners 4. Management representative (MR) 5. ISO committee

Year 1, 2, 3,3 & 5

5,067,000 5,573,700

6,131,070

6,744,177

7,418,595

30,934,542


16,602,550 18,262,805

20,089,086

22,097,994

24,307,793

101,360,228

Strategy 2:Promoting a culture of innovation

1. Review and implement center's innovation Policy

1. review meetings are held 2. Monitoring is done 3. Compiling of reports is done

1. Innovation committee 2. CT 3.PCs 4.Deans

Year 1, 2, 3,3 & 5

1,966,600 2,163,260

2,379,586

2,617,545

2,879,299

12,006,290


68



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

4.Sharing of reports is done

5.Heads of sections 6. Staff

2. Establish innovation centre that includes a makerspace

1. Identification of location and requirements is done 2. Monitoring of utilization is done 3. Storing of prototypes in the centre is done 4.Sharing of reports is done

1. Innovationcommitttee 2. CT 3.PCs 4.Deans 5.Heads of sections 6. Staff

Year 1, 2, 3,3 & 5

0

3. Support science, technology and innovation in informal and non-formal education

1. Identification of support and requirements is done 2. Provision off support is done 3. Monitoring of utilization is done 4. Compilation of reports is done 5.Sharing of reports is done

1. Innovationscommittee 2. CT 3.PCs 4.Deans 5.Heads of sections 6. CFS 7. Staff

Year 1, 2, 3,3 & 5

5,947,400 6,542,140

7,196,354

7,915,989

8,707,588

36,309,472


7,914,000 8,705,400

9,575,940

10,533,534

11,586,887

48,315,761


69



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy 3: Enhancing center’s corporate brand and visibility

1. Develop and implement an institutional marketing strategy

1. Meetings tor develop are held 2. Compiling and sharing of Strategy is done

1. Director 2.Management 3.Business Development committee

Year 1, 2, 3,3 & 5

63,000 69,300 76,230 83,853 92,238 384,621

2. Increase center’s visibility through relevant platforms locally and internationally

1. Development of Promotion materials is done 2. Identification of relevant platforms is done 3.Compiling of reports is done 4.Sharing of reports is done

1. Director 2.Management 3.Head of Corporate Communication 4. Coordinator P&L

Year 1, 2, 3,3 & 5

6,325,700 6,958,270

7,654,097

8,419,507

9,261,457

38,619,031

3. Develop and implement a corporate social responsibility framework

1. Meetings for development are held 2. Sensitization meetings are held 3. Monitoring of implementation is done 4.Compiling of reports is done 5.Sharing of reports is done

1. Director 2.Management 3.Head of Corporate Communication 4. Business Development committee

Year 1, 2, 3,3 & 5

1,378,000 1,515,800

1,667,380

1,834,118

2,017,530

8,412,828


70



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total


7,766,700 8,543,370

9,397,707

10,337,478

11,371,225

47,416,480

Strategy 4:Enhancing

human resource

management and

development

1. Review the human resource policy on management and development

1. review meetings are held 2. Compiling of reports is done 4.Sharing of documents is done

1. Director 2.Management 3. Deans 4.PCs 5. CT 6.HR 7. Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

4,899,000 5,388,900

5,927,790

6,520,569

7,172,626

29,908,885

2. Implement performance management system

1.Target setting meetings are held 2. Appraisal meetings are held 3. Compiling of reports is done 4.Sanctons are undertaken


Year 1, 2, 3,3 & 5

2,759,000 3,034,900

3,338,390

3,672,229

4,039,452

16,843,971


71



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

3. Conduct capacity development of staff

1. Identification of gaps is done 2. Identification of appropriate traning institutions is done 3. Capacity develoment meetings/workhops/fora are held 4. Compiling of reports is done 5.Sharing of reports is done


Year 1, 2, 3,3 & 5

5,089,000 5,597,900

6,157,690

6,773,459

7,450,805

31,068,854


12,747,000 14,021,700

15,423,870

16,966,257

18,662,883

77,821,710

Strategic objective 8:

To enhance center’s infrastructure and facilities to international standards

Strategy 1: Developing additional infrastructure and facilities

1. Expand and improve accommodation, resource centre, library and ICT facilities.

1. BQs are generated 2. Tendering is done 3 Construction is undertaken 4. Compiling of reports is done 5.Sharing of documents is done

1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO

Year 1, 2, 3,3 & 5

151,515,500

166,667,050

183,333,755

201,667,131

221,833,844

925,017,279


72



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

2. Procure training equipment, tools and necessary furniture for staff

1. Identification of resources is done 2. Tendering is done 3 Distribution of resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done

1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO

Year 1, 2, 3,3 & 5

40,310,500 44,341,550

48,775,705

53,653,276

59,018,603

246,099,634

3. Establish a mathematics resource room

1.Identification of location and resources needs is done 2. Tendering is done 3Stocking the room with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done

1. Director 2.Management 3. Dean 4.PCs 5. CT 6. Heads of Sections (HOS) 7. SCMO

Year 1, 2, 3,3 & 5

11,455,000 12,600,500

13,860,550

15,246,605

16,771,266

69,933,921


73



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

4, Establish a motor vehicle garage

1.Identification of location and resources needs is done 2. Tendering is done 3 Stocking the room with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done


Year 1, 2, 3,3 & 5

40,310,500 44,341,550

48,775,705

53,653,276

59,018,603

246,099,634

5. Establish recreational facilities

1.Identification of location and resources needs is done 2. Tenderring is done 3 Stocking the facilities with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done


Year 1, 2, 3,3 & 5

10,255,250 11,280,775

12,408,853

13,649,738

15,014,712

62,609,327


74



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

6. Establish a science amusement and musem hub

1.Identification of location and resources needs is done 2. Tendering is done 3 Stocking the facility with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done


Year 1, 2, 3,3 & 5

10,430,000 11,473,000

12,620,300

13,882,330

15,270,563

63,676,193


264,276,750

290,704,425

319,774,868

351,752,354

386,927,590

1,613,435,986

Strategy 2: Leveraging on

ICT and automation to

enhance efficiency

1. Assess efficiency of finance, procurement, HR and audit processes

1.Audit meetings are held 2. Compiling of reports is done 3.Sharing of documents is done

1. Director 2.Management 3.Head Internal Audit 4. Head Fiinance & Accounts 5. SCMO 6. HR

Year 1, 2, 3,3 & 5

10,460,000 11,506,000

12,656,600

13,922,260

15,314,486

63,859,346


75



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

2. Capacity build staff on automated systems

1. Identification of gaps is done 2. Identification of appropriate training institutions is done 3. Capacity development meetings/workshops/fora are held 4. Compiling of reports is done 5.Sharing of reports is done


105,000 115,500 127,050

139,755

153,731

641,036

3, Establish and implement an Enterprise Resource Planning (ERP) system for finance, procurement, HR and audit processes

1. Procurement is done 2. Installation is done 3. Compiling of reports is done 4.Sharing of documents is done

1. Director 2.Management 3.Head Internal Audit 4. Head Finance & Accounts 5. SCMO 6. HR

Year 1, 2, 3,3 & 5

10,670,000 11,737,000

12,910,700

14,201,770

15,621,947

65,141,417


21,235,000 23,358,500

25,694,350

28,263,785

31,090,164

129,641,799

Strategic Theme 3:

RESOURCE MOBILIZATION AND PARTNERSHIPS


76



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategic area 4:

Financial Resource Resilience and Sustainability


To diversify revenue streams

Strategy 1: Strengthening the business development

function;

1. Staff business development unit

1. Identification of location and staff needs is done 2. Hiring/deploying of staff is done 3. Compiling of reports Is done 4.Sharing of documents is done

1. Director 2.Management 3. HR 4.Business development committee

Year 1 3,634,100 0 0 0 0 3,634,100

2. Build staff capacity in business development

1. Identification of gaps is done 2. Identification of appropriate training institutions is done 3. Capacity development meetings/workshops/fora are held 4. Compiling of reports is done 5.Sharing of reports

1. Director 2.Management 3. Deans 4.PCs 5. CT 6.HR 7. Heads of Sections (HOS) 8.Business Development Committee

Year 1, 2, 3,3 & 5

95,000 104,500 114,950

126,445

139,090

579,985


77



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

is done

3. Identify, collect, analyze and document gaps

1. Development of tools is done 2. Administering tools and using other methods is done 3. Compiling of reports is done 4.Sharing of reports is done

1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS) 6.Business Development Committee

Year 1, 2, 3,3 & 5

1,206,700 1,327,370

1,460,107

1,606,118

1,766,729

7,367,024

4. Develop a business development policy

1.Development meetings are held 2. Compiling of policy document is done 3.Sharing of policy is done


Year 1, 2, 3,3 & 5

2,204,000 2,204,000

5. Implement the business development policy

1.Monitoring is done 2. Review meetings are held

1. Deans 2.PCs 3. CT

Year 1, 2, 3,3 & 5

418,000 459,800 505,780

556,358

611,994

2,551,932


78



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

3. Compiling of reports is done 4.Sharing of documents is done

4.HR 5. Heads of Sections (HOS) 6.Business Development Committee


7,557,800 1,891,670

2,080,837

2,288,921

2,517,813

16,337,040

Strategy 2: Implement the

business development

strategy;

1. Conduct a market survey on opportunities in consultancy, enterprise and services

1. Development of tools is done 2. Administering tools and using other methods is done 3. Compiling of reports is done 4.Sharing of reports is done


Year 1, 2, 3,3 & 5

1,206,700 1,327,370

1,460,107

1,606,118

1,766,729

7,367,024

2. Develop the business strategy to tap potential opportunities

1.Development meetings are held 2. Compiling of strategy document is done 3.Sharing of strategy is done


Year 1, 2, 3,3 & 5

2,179,000 2,179,000


79



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

3. Map out assets and facilities for business and enterprise

1.Mapping meetings are held 2. Compiling of reports done 3.Sharing of strategy is done


Year 1, 2, 3,3 & 5

51,200 56,320 61,952 68,147 74,962 312,581

4. Develop and implement business plan for consultancy, enterprise and services

1.Development meetings are held 2. Compiling of business plan document done 3.Sharing of strategy is done


Year 1, 2, 3,3 & 5

2,164,500 2,380,950

2,619,045

2,880,950

3,169,044

13,214,489


5,601,400 3,764,640

4,141,104

4,555,214

5,010,736

23,073,094

Strategy #3:Enhancing

revenue streams from

the government and partners;

1. Develop program based budgets

1.Budget development meetings are held 2. Compiling of budget document is done 3.Sharing of budget

1. Deans 2.PCs 3. CT 4.HR 5. Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

2,187,100 2,405,810

2,646,391

2,911,030

3,202,133

13,352,464


80



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

is done 6.Business Development Committee 7. Head F&A

2. Seek for increased funding from government and partners

1. Consultative meetings are scheduled and are held 2. Signing of agreements etc is done 3. Compiling of reports is done 4.Sharing of documents is done

1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS) 7. Head F&A

Year 1, 2, 3,3 & 5

312,000 343,200 377,520

415,272

456,799

1,904,791

3. Follow-up on funding request with government and partners

1Follow up meetings/activities are held 2. Compiling of reports is done 3.Sharing of documents is done

1. Director 2.Management 3.CT 3.Head F&A

Year 1, 2, 3,3 & 5

318,000 349,800 384,780

423,258

465,584

1,941,422


2,817,100 3,098,810

3,408,691

3,749,560

4,124,516

17,198,677


81



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategic Objective 10

To enhance efficient utilization of institutional resources

Strategy 1: Improving financial planning,

budgeting, procurement

and implementation

of programs

1. Build capacity of staff and stakeholders on financial planning and budgeting

1. Capacity building workshops/trainings are held 2. Compiling of reports is done 3. Sharing of Reports is done

1. Director 2.Management 3. CT 4.PCs 5. Deans 6. HRO 7. HOS

22,812,600 25,093,860

27,603,246

30,363,571

33,399,928

139,273,204

2. Develop an yearly operational plan for CEMASTEA programmes

1Planning meetings are held 2. Compiling of operational plan is done 3.Sharing of is done is done

1. CT 2.PCs 3.Deans 4.Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

2,499,100 2,749,010

3,023,911

3,326,302

3,658,932

15,257,255

3. Implement programmes based on operational plan and budget.

1. Schedules are Prepared 2. Monitoring of programmes is done 3.Compiling of reports is done 4.Sharing of reports is done

1. CT 2.PCs 3.Deans 4.Coordinator R&D-KM 5.Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

0 0 0 0 0 0


25,311,700 27,842,870

30,627,157

33,689,873

37,058,860

154,530,460


82



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy#2:Strengthening of asset management

1. Streamline user-level service agreements for regular repair and maintenance of vehicles, machines and equipment

1. review of user level agreements is done 2. Signing of agreements is done 3. Compiling of reports is done 4.Sharing of reports is done

1. Director 2.Management 3.Head of Transport 4. Head Estates

Year 1, 2, 3,3 & 5

683,800 752,180 827,398

910,138

1,001,152

4,174,667

2. Replace old and in-effective vehicles, machines or equipment

1. Identification meetings are held 2.Procurement is done 3 Compiling of reports is done 4.Sharing of reports is done

1. Director 2.Management 3Head of Trasport 4. Head Estates

Year 1, 2, 3,3 & 5

50,076,000 50,076,000


50,759,800 752,180 827,398

910,138

1,001,152

54,250,667

Strategy#3:Strengthening internal audit function

1. Carry out regular internal system audits.

1Audit schedules are held 2. Audits are conducted 3. Compiling of reports is done 4.Sharing of reports is done

3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

175,200 192,720 211,992

233,191

256,510

1,069,614


83



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

2. Develop a strategy on cost containment and reduction

1. Meetings for development are held 2. Compiling of strategy document is done 3.Sharing of strategy document is done


Year 1, 2, 3,3 & 5

2,164,500 2,164,500

3. Implement recommendations from internal and external audits

1. Review meetings are held 2. Compiling of reports is done 3.Sharing of reports is done

1. Director 2.Management 3. Deans 4.PCs 5. CT 6. Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

13,600 14,960 16,456 18,102 19,912 83,029


2,353,300 207,680 228,448

251,293

276,422

3,317,143

Strategic Theme 3:

RESOURCE MOBILIZATION AND PARTNERSHIPS

Strategic Area 5:

Advocacy, Networking and Partnerships


To improve the centre’s collaborative partnerships through structured advocacy and networking


84



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total


the collaborations, advocacy and

networking

1, Build staff capacity on advocacy, networking, and collaboration

1. Capacity building workshops/trainings are held 2. Compiling of reports is done 3. Sharing of Reports is done

1. Director 2.Management 3. CT 4. Coordinator P&L 4.PCs 5. Deans 6. HRO 7. HOS

Year 1, 2, 3,3 & 5

475,000 0 0 0 0 475,000

2, Develop an advocacy, networking and collaboration strategy

1Development meetings are held 2. Compiling of strategy document is done 3.Sharing of strategy is done


Year 1, 2, 3,3 & 5

1,717,500 0 0 0 0 1,717,500

3, Implement the strategy

1. Review meetings are held 2. Compiling of reports is done 4.Sharing of reports is done


Year 1, 2, 3,3 & 5

14,182,500 15,600,750

17,160,825

18,876,908

20,764,598

86,585,581


16,375,000 15,600,750

17,160,825

18,876,908

20,764,598

88,778,081


85



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy 2: Initiating and strengthening partnerships with relevant organizations

1. Review partnerships and linkages policy

1. Review meetings are held 2. Compiling of policy document is done 3.Sharing of policy document is done


Year 1, 2, 3,3 & 5

2,037,400 2,241,140

2,465,254

2,711,779

2,982,957

12,438,531

2. Build staff capacity on partnerships and linkage creation


1. Director 2.Management 3. CT 4.Coordinator P&L 5. PCs 6. Deans 7.HR 8. Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

475,000 522,500 574,750

632,225

695,448

2,899,923


86



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

3. Create new partnerships and linkages

1. Identification meetings are held 2. Formalizing new P&L is done 3.Compiling of reports is done 4.Sharing of reports is done

1. Director 2.Management 3.Coordinator P&L 4. CT

Year 1, 2, 3,3 & 5

594,400 653,840 719,224

791,146

870,261

3,628,871

4, Review and address gaps in on-going partnership

1. Review meetings are held 2. Compiling of reports is done 3.Sharing of reports is done 4. Implementing findings is done


Year 1, 2, 3,3 & 5

2,056,400 2,262,040

2,488,244

2,737,068

3,010,775

12,554,528

5, Develop and submit funding proposals to partners

1. Proposal preparation meetings are held 2. Compiling of proposals is done 3.Sharing of documents is done 4. Submitting proposals is done


Year 1, 2, 3,3 & 5

2,056,400 2,262,040

2,488,244

2,737,068

3,010,775

12,554,528


87



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total


7,219,600 7,941,560

8,735,716

9,609,288

10,570,216

44,076,380

Strategy 3: Enhancing staff

capacities through

partner-funded programs

1. Sign agreements with local and international institutions

1. Preparation of agreements is done 2. Meetings for signing are held 3. Compiling of reports is done 4.Sharing of reports is done


Year 1, 2, 3,3 & 5

260,000 286,000 314,600

346,060

380,666

1,587,326

2. Implement agreements

1. Preparation of implementation schedule is done 2. monitoring of implementation is done 3. Compiling of reports is done 4.Sharing of reports is done

1. CT 2.PCs 3.Deans 4.Coordinator R&D-KM 5.Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

190,000 209,000 229,900

252,890

278,179

1,159,969


450,000 495,000 544,500

598,950

658,845

2,747,295

Strategic Objective 12

To strengthen continental secretariat functions


88



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

Strategy 1: Improving the centre’s role as a continental secretariat

1. Audit secretariats’ operational gaps

1. Indentation of gaps is done 2. Compiling of reports is done 3.Sharing of reports is done


Year 1, 2, 3,3 & 5

2,588,000 2,846,800

3,131,480

3,444,628

3,789,091

15,799,999

2, Implement audit recommendations

1. Review meetings are held 2. Compiling of reports is done 3.Sharing of freports is done

1. Director 2.Management 3. CT 4.Coordinator P&L 5.PCs 6. Deans 7. Heads of Sections (HOS)

Year 1, 2, 3,3 & 5

491,800 540,980 595,078

654,586

720,044

3,002,488


89



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

3, Build staff capacity to implement the secretariat functions



Year 1, 2, 3,3 & 5

231,800 254,980 280,478

308,526

339,378

1,415,162

4, Create secretariat-based knowledge-hubs for peer learning and development

1.Identification of hubs and resources needs is done 2. Tendering is done 3 Stocking the facility with resources is undertaken 4. Compiling of reports is done 5.Sharing of documents is done


Year 1, 2, 3,3 & 5

1,457,800 1,603,580

1,763,938

1,940,332

2,134,365

8,900,015

Total for 4,769,400 5,246,3 5,770, 6,348, 6,982, 29,117,664


90



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total

strategy 1 40 974 071 879

Strategy 2: Leveraging on

continental secretariats to

increase partnership networks

1, Create new secretariat-based partnerships and linkages through signed agreements



Year 1, 2, 3,3 & 5

594,400 653,840 719,224

791,146

870,261

3,628,871

2, Review and address gaps in on-going partnership agreements

1. Review meetings are held 2. Compiling of reports is done 3.Sharing of reports is done 4. Implementing findings is done


Year 1, 2, 3,3 & 5

2,056,400 2,262,040

2,488,244

2,737,068

3,010,775

12,554,528

3, Develop and submit funding proposals to partners



Year 1, 2, 3,3 & 5

2,056,400 2,262,040

2,488,244

2,737,068

3,010,775

12,554,528


91



frame Remarks

Budget for the Year

2020 2021 2022 2023 2024 Total


4,707,200 5,177,920

5,695,712

6,265,283

6,891,812

28,737,927

SP GRAND TOTAL

2,089,555,305

2,333,620,105

2,135,249,518

2,552,271,711

2,372,988,134

11,460,025,146


92

6.2 ANNEX II: MONITORING AND EVALUATION INSTRUMENT Monitoring and Evaluation

Performance Level

Time Frame

Output Planned to Date

Actual to Date

Variance in %

Impeding or Impelling Forces

Person Responsible


Strategies

Strategy 1: Delivering excellent needs based, inclusive, and inspiring training

Strategy 2: Strengthening leadership culture and school climate for STEM education

Strategy 3: Enhancing program quality by accreditation of training programs

Strategic Objective #2: To strengthen training programmes at all levels



Strategy #3: Promoting early identification of talents in STEM



Strategy 2: Enhancing monitoring and evaluation sy

Strategic Objective 4: To conduct Educational Research

Strategy 1: Carrying out research to inform classroom practices and school climate

Strategy 2: Influencing policy based on research findings


93

Monitoring and Evaluation

Performance Level

Time Frame


Actual to Date

Variance in %


Person Responsible



Strategy 2: Strengthening knowledge sharing platform

Strategic Objective # 6 To enhance center’s legal status

Strategy 1: Transforming the center to a Body Corporate

Strategy 2:Reviewing and developing institutional policies

Strategy 3:Implementing the Strategic Plan

Strategic Objective # 7 To strengthen human capital, corporate governance and brand through development of strategic leadership at all levels

Strategy : 1Strengthening corporate governance and quality systems

Strategy 2:Promoting a culture of innovation

Strategy 3: Enhancing center’s corporate brand and visibility

Strategy 4:Enhancing human resource management and development

Strategic objective 8: To enhance center’s infrastructure and facilities to international standards

Strategy 1: Developing additional infrastructure and facilities

Strategy 2: Leveraging on ICT and automation to enhance efficiency


94


Performance Level

Time Frame


Actual to Date

Variance in %


Person Responsible


Strategy 1: Strengthening the business development function;

Strategy 2: Implement the business development strategy;

Strategy 3:Enhancing revenue streams from the government and partners;

Strategic Objective 10 To enhance efficient utilization of institutional resources

Strategy 1: Improving financial planning, budgeting, procurement and implementation of programs

Strategy2:Strengthening of asset management

Strategy3:Strengthening internal audit function

Strategic Objective 11: To improve the centre’s collaborative partnerships through structured advocacy and networking

Strategy 1: Strengthening the collaborations, advocacy and networking


Strategy 3: Enhancing staff capacities through partner-funded programs

Strategic Objective 12 Strategy 1: Improving the centre’s role as a continental secretariat



95


Performance Level

Time Frame


Actual to Date

Variance in %


Person Responsible

Strategy 2: Leveraging on continental secretariats to increase partnership networks


96

6.3 ANNEX III: SUMMARY BUDGET

THEMATIC AREA #1: PROGRAMMES Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total

Strategic Area #1: Competency Development in STEM


Strategy 1: Delivering excellent needs based, inclusive, and inspiring training

657,561,775 586,586,250 586,586,250 586,586,250 586,586,250 3,003,906,775

Strategy 2 Strengthening leadership culture and school climate for STEM education

62,610,200 62,610,200 62,610,200 62,610,200 62,610,200 313,051,000

Strategy # 3 Enhancing program quality by accreditation of training programs

5,801,500 911,000 911,000 911,000 911,000 13,935,000

Strategic Objective #2: To strengthen training programmes at all levels


283,653,050 577,241,550 283,653,050 577,241,550 282,300,050 2,004,089,250


19,132,100 7,401,800 7,401,800 7,401,800 7,401,800 48,739,300

Strategy #3 Promoting early identification of talents in STEM 34,431,800 43,625,950 33,535,450 43,625,950 32,110,300 187,329,450

GRAND TOTAL 1,063,190,425 1,278,376,750 974,697,750 1,278,376,750 971,919,600 5,571,050,775


Strategic area 2: Research, Consultancy, and Knowledge Management



5,714,810 4,842,210 5,714,810 4,842,210 5,714,810 26,828,850

Strategy 2: Enhancing monitoring and evaluation system 316,000 0 316,000 0 316,000 1,327,200

Strategic Objective 4: To conduct Educational Research


97


Strategy 1: Carrying out research to inform classroom practices and school climate

7,892,900 7,892,900 7,892,900 7,892,900 7,892,900 39,464,500

Strategy 2 Influencing policy based on research findings 1,215,120 1,215,120 1,215,120 1,215,120 1,215,120 6,285,200



95,000 95,000 95,000 95,000 95,000 475,000

Strategy 2: Strengthening knowledge sharing platforms 1,889,400 1,889,400 1,889,400 1,889,400 1,889,400 9,447,000

GRAND TOTAL 15,233,830 14,045,230 15,233,830 14,045,230 15,233,830 74,380,750

THEME # 2 Governance and organizational development Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total

Strategic Area 3: Positioning and strengthening the center

Strategic Objective # 6 To enhance center’s legal status

Strategy 1: Transforming the center to a Body Corporate 1,901,550 2,091,705 2,300,876 2,530,963 2,784,059 11,609,153

Strategy 2: Reviewing and developing institutional policies 2,096,600 2,306,260 2,536,886 2,790,575 3,069,632 12,799,953

Strategy 3: Implementing the Strategic Plan 13,270,700 14,597,770 16,057,547 17,663,302 19,429,632 81,018,951

Strategic Objective # 7 To strengthen human capital, corporate governance and brand through development of strategic leadership at all levels

Strategy : 1 Strengthening corporate governance and quality systems

16,602,550 18,262,805 20,089,086 22,097,994 24,307,793 101,360,228

Strategy 2: Promoting a culture of innovation 7,914,000 8,705,400 9,575,940 10,533,534 11,586,887 48,315,761

Strategy 3: Enhancing center’s corporate brand and visibility 7,766,700 8,543,370 9,397,707 10,337,478 11,371,225 47,416,480

Strategy 4: Enhancing human resource management and development

12,747,000 14,021,700 15,423,870 16,966,257 18,662,883 77,821,710

Strategic objective 8: To enhance center’s infrastructure and facilities to international standards

Strategy 1: Developing additional infrastructure and facilities 264,276,750 290,704,425 319,774,868 351,752,354 386,927,590 1,613,435,986

Strategy 2: Leveraging on ICT and automation to enhance 21,235,000 23,358,500 25,694,350 28,263,785 31,090,164 129,641,799


98


efficiency

GRAND TOTAL 876,364,350 964,000,785 1,060,400,864

1,166,440,950 1,283,085,045

5,350,291,993

Strategic Theme 3: RESOURCE MOBILIZATION AND PARTNERSHIPS

Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total

Strategic area 4: Financial Resource Resilience and Sustainability


Strategy 1: Strengthening the business development function;

7,557,800 1,891,670 2,080,837 2,288,921 2,517,813 16,337,040

Strategy 2: Implement the business development strategy; 5,601,400 3,764,640 4,141,104 4,555,214 5,010,736 23,073,094

Strategy #3: Enhancing revenue streams from the government and partners;

2,817,100 3,098,810 3,408,691 3,749,560 4,124,516 17,198,677

Strategic Objective 10 Enhance efficient utilization of institutional resources

Strategy 1: Improving financial planning, budgeting, procurement and implementation of programs

25,311,700 27,842,870 30,627,157 33,689,873 37,058,860 154,530,460

Strategy#2: Strengthening of asset management 50,759,800 752,180 827,398 910,138 1,001,152 54,250,667

Strategy#3: Strengthening internal audit function 2,353,300 207,680 228,448 251,293 276,422 3,317,143

GRAND TOTAL 94,401,100 37,557,850 41,313,635 45,444,999 49,989,498 268,707,082

Strategic Theme 3: RESOURCE MOBILIZATION AND PARTNERSHIPS

Year: 2020 Year: 2021 Year: 2022 Year: 2023 Year: 2024 Total

Strategic Area 5: Advocacy, Networking and Partnerships

Strategic Objective 11: To improve the centre’s collaborative partnerships through structured advocacy and networking

Strategy 1: Strengthening the collaborations, advocacy and networking

16,375,000 15,600,750 17,160,825 18,876,908 20,764,598 88,778,081


7,219,600 7,941,560 8,735,716 9,609,288 10,570,216 44,076,380


99


Strategy 3: Enhancing staff capacities through partner-funded programs

450,000 495,000 544,500 598,950 658,845 2,747,295

Strategic Objective 12 To strengthen continental secretariat functions


4,769,400 5,246,340 5,770,974 6,348,071 6,982,879 29,117,664

Strategy 2: Leveraging on continental secretariats to increase partnership networks

4,707,200 5,177,920 5,695,712 6,265,283 6,891,812 28,737,927

GRAND TOTAL 38,228,400 39,639,490 43,603,439 47,963,783 52,760,161 193,457,346

STRTEGIC PLAN GRAND TOTAL 2,087,418,105 2,333,620,105 2,135,249,518

2,552,271,711 2,372,988,134

11,457,887,946


100

6.4 ANNEX IV: RISK ASSESSMENT THEME RISK RISK

LEVEL

RISK

STRAT

EGY

POSSIBLE MEASURES SOURCE

MANDATE AND OPERATIONAL RISKS

PROGRAM

MES

Failure to conduct training due to a

trainer not turning up

Low Share Maintain a pool of facilitators at least 2 per

session

Internal

Compromised quality of training due to

inadequate number of staff or county

trainers

High Reduce Engage external facilitators including

retired staff or trainer more county trainers

Internal

Lack of innovative programmes Moderate Reduce Continuously improve INSET content

through TNAs

Internal

Unavailability or incomplete data

collected in the field

Moderate Reduce Sensitize staff and share communication on

data collection guidelines and integrity

issues

Internal

Low quality research work High Reduce Conduct workshops on drafting research

proposals and avail reference materials and

books

Internal

Delayed impact due to tendencies of

dilution in the cascade system

High Reduce (1.) Continuously build capacity of staff at

cascaded levels (2.) Where possible conduct

direct training otherwise M&E

implementation at cascaded levels closely

Internal

Weak quality of research process Unacceptabl

e

Avoid Institute a research process that meets high

academic and ethical standards.

Internal

Change in government policy on INSET Moderate Reduce Review programs to comply External

Insecurity in some counties High Reduce Explore alternative training venues External


101

THEME RISK RISK

LEVEL

RISK

STRAT

EGY



Delayed overall impact of programmes

due to varied quality of county INEST

management

Moderate Reduce Sensitize stakeholders from counties with

observed weaknesses and organize

benchmarking programs

External

Language and culture barrier in some

countries may hinder effective

programme implementation

Un-

acceptable

Reduce (1.) Build capacity of trainers in different

language areas (2.) Engage AUC to deploy

staff drawn from four language groups to

work at the centre

External

Failure to conduct training in a timely

manner due to delayed funds or policy

on training during holidays

High Reduce (1.) Schedule activities when funds are

available (2.) Utilize all school holidays (3.)

Reduce annual content of training (4.)

Mainstream courses such as lesson study in

school timetable

External

Failure to adhere to timelines due to

other assigned activities from the MOE

or GoK agencies

Medium Reduce Re-distribute staff across the extra activities

where possible

External

Failure to achieve all PC targets due to

budget reduction

High Reduce Revise training plan to fit within available

budget

External

Compromised quality of teacher

capacity develop program management

High Reduce Continuous sensitization of staff and county

stakeholders

External

Delayed accreditation of INSET

programmes

High Reduce Continuously lobby for accreditation

framework with relevant authorities

External

Failure to conduct training due to a

natural catastrophe / disaster

Medium Reduce (1.) Postpone (2.) Conduct the training at

different venues

External


102

THEME RISK RISK

LEVEL

RISK

STRAT

EGY



Failure by teachers to improve student

achievement in spite of being trained

High Reduce Lobby for strengthening of teacher

accountability systems

External

GOVERNA

NCE AND

ORGANIZA

TION

DEVELOP

MENT

Weak corporate governance Cautionary Reduce Build capacity accordingly, constantly

appraise staff, reward and sanction

Internal

High staff turn over Moderate Reduce Implement an attractive scheme of service

under the body corporate status

Internal

Inadequate skills especially in key

departments

Moderate Reduce Head hunting, attractive terms and

conditions of service

Internal

Failure to conduct the audit as per the

audit plan due to unavailability of

documents, records or vehicles in good

time

Moderate-

Cautionary

Avoid (1.) Enforce adherence to regulations,

procedures and guidelines. (2.) Sensitize

staff (3.)Scheduling of external audit

activities when the centre is less busy. (4.)

Request vehicles from other government

Institutions.

Internal

Failure to continuously train staff High Reduce Staff sensitization and reminders for TNA

and appraisals

Internal

Loss of regional niche in mathematics

and science education

High-

Unacceptabl

e

Avoid Maintain a STEM education niche Internal

Failure to back up information High Reduce Back-up to the server, external drive, online

drive and invest in a strong antivirus

Internal


103

THEME RISK RISK

LEVEL

RISK

STRAT

EGY



Low quality output due old equipment

and machines

Medium Reduce (1.) Procure and replace old equipment

annually (2.) Institutionalize preventive

maintenance plan

Internal

Leakage of confidential information High Reduce Sensitize staff and implement the password

policy

Internal

Loss of data Integrity High Reduce Sensitize staff on information security

management

Internal

System failure and lack of

communication

High Reduce Implement ICT equipment maintenance

plan

Internal

Automated system inefficiency Acceptable Share Upgrading of the system Internal

Failure to share data in timely manner Cautionary Supervise timelines of data development

and sharing

Internal

Failure to give accurate data to

stakeholders

Moderate Caution

ary

Supervise timelines of data development

and sharing

Internal

Poor communication Cautionary Reduce Monitor closely the communication lines

for all levels of programme implementation

and review continuously

Internal

Not meeting clients expectations’ Un-

acceptable

Avoid Developing and implementing departmental

ISO procedures, encourage e-procurement

Internal

Failure to secure funds Cautionary Reduce Implement income generating projects External

Conflicting legislation on teacher CPD High Reduce Lobby for harmonization of legislation External


104

THEME RISK RISK

LEVEL

RISK

STRAT

EGY



Lack of national policy framework for

INSET and STEM education

High Reduce Engage the MoE to come up with relevant

policies

External

Lack of political goodwill Un-

acceptable

Share Continuously lobby for political goodwill

and issue-based decisions

External

Misuse of INSET funds Moderate Reduce Work with the MoE Audit system to

monitor the usage of funds

External

RESOURCE

MOBILATI

ON AND

PARTNERS

HIPS

Inadequate funding High Reduce Seek alternative sources of funding through

business enterprise or funding proposals

Internal

Weak staff capacity to provide


High Reduce Build staff capacity in relevant areas of

consultancy and services

Internal

Poor plan implementation leading to

resource wastage

Un-

acceptable

Avoid Monitor activities closely and tie funding to

agreed performance outputs

Internal

Unmet stakeholder expectations Moderate Reduce Stakeholder sensitization Internal

Loss of clientele Medium/

cautionary

Reduce Continuously build capacity of staff to

implement partner programmes

Internal

Un-attractive center's resources and

infrastructure due to poor maintenance

Medium Reduce Continuous audit of resource gaps and

invest in maintenance, construction and

development to international standards to

attract business enterprise

Internal

Loss of partner support due to lengthy

process of partnership creation

Medium Reduce Continuously review steps for partnership

creation

Internal


105

THEME RISK RISK

LEVEL

RISK

STRAT

EGY



Inability to implement partnership

agreement due to change in government

policy

Medium Reduce Review agreements to comply with

expectations of the government policy

Internal

Reduced collaborative partnerships due

to weak coordination function

Medium Reduce (1.) Build staff capacity on relevant

programs (2.) Improve administrative

function using ISO procedures

Internal

Failure to attract relevant partners Moderate Reduce Improve program implementation and a

niche in STEM to attract partners

Internal

Implementing partner’s objectives at the

expense of institution’s mandate

High Reduce (1.) Scrutinize agreements for clarity of

mutual benefits (2.) Harmonize partner

activities with canter’s plan

Internal

Inadequate staff capacity to conduct of

business enterprise

Moderate Reduce Build staff capacity Internal

Inadequate resources to implement

business enterprise

Moderate Reduce Invest seed funds Internal

Skills shortage Acceptable Accept Audit staff’s skills and capacity develop

them on a needs basis

Internal

Irregular servicing of vehicles, machines

and equipment

Cautionary Avoid Following a maintenance schedule Internal

Ineffective implementation of partner

supported program as per agreement

Medium Reduce (1.) Build staff capacity to deliver partner

supported programs (2.) Institute an M&E

mechanism

External


106

THEME RISK RISK

LEVEL

RISK

STRAT

EGY



Invalid insurance covers Cautionary Avoid Following an updated schedule External

Competing programmes to consultancy

and business enterprise

Moderate Reduce Benchmark and provide optimal

programmes

External

Failure to expand hotel facilities and

infrastructure due to funds

Moderate Reduce Engage MOE and other funding partners External

Partner’s reneging on their part of

commitment

Acceptable Reduce Ensure alternative options External


107

6.5 ANNEX V: CEMASTEA ORGANIZATION STRUCTURE

R & D

Physics

Mathematics

Chemistry

Biology

PC

ICT

Primary

STEM

P&L

FO

Corp. Com

m

DIRECTOR

Training

Board of Management

Corporate

Field Services

SCM

IA

Post Primary

Partnerships - Continental Secretariats -Business Development

Capitation grants -ESD Innovations

ICT Service

s

ADM

HRM

QMS

HOSP


108

KEY

Acronym P&L R&D ICT HRM ADM HOSP QMS Corp Com SCM FO IA STEM ESD PC

Meaning Partnerships

& Linkages

Research

and

Development

Information &

Communication

Technology

Integration

Human

Resource

Management

Administration Hospitality Quality

Management

System

Corporate

Communication

Supply

Chain

Management

Finance

Officer

Internal

Audit

Science,

Technology,

Engineering,

&

Mathematics

Education for

Sustainable

Development

Performance

Contracting

109

Centre for Mathematics, Science and

Technology Education in Africa

CEMASTEA

STRATEGIC PLAN 2020-2024

centre for mathematics, science and technology education

Documents