kenya school of government - ksg.ac.ke
TRANSCRIPT
KENYA SCHOOL OF GOVERNMENT
Empowering the Public Service
STRATEGIC PLAN (July 2018 - June 2023)
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VISION
Excellence in Public Service Capacity Development
MISSION
To build capacity of the Public Service by developing core, managerial
and leadership competencies for quality public service
CORE VALUES
Responsiveness
Creativity and Innovation
Integrity
Commitment
Excellence
Inclusivity
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Table of Contents
ABBREVIATIONS AND ACRONYMS ........................................................................... v
FOREWORD .................................................................................................................... vi
PREFACE ........................................................................................................................ vii
EXECUTIVE SUMMARY .............................................................................................. viii
CHAPTER ONE................................................................................................................. 1
HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK ................................. 1
1.0 Background .................................................................................................................................... 1
1.1 Mandate of the School ................................................................................................................. 1
1.2 Functions of the Kenya School of
Government…………………………………………….. 1
1.3 Legislation, Policies and Guidelines relevant to KSG ............................................................. 3
1.4 KSG Campuses ............................................................................................................................. 3
1.5 Rationale for Strategic Plan (2018-2022) .................................................................................... 4
1.6 Methodology for Developing the Plan ....................................................................................... 5
1.7 KSG International, Regional and National Development Context ....................................... 5
1.7.1 Sustainable Development Goals ............................................................................................. 5
1.7.2 Africa’s Agenda 2063 ................................................................................................................ 9
1.7.3 Kenya Vision
2030……………………………………………………………………………… 10
1.7.4 The Constitution of Kenya, 2010 ......................................................................................... 14
1.7.4.1 KSGs pledge to the Constitution of Kenya, 2010 ............................................... 15
1.7.5 The Big 4 Agenda ........................................................................................................................ 15
1.7.6 Role of KSG in the Big 4 Agenda ............................................................................................ 16
CHAPTER TWO .................................................................................................................................. 20
SITUATIONAL ANALYSIS ............................................................................................................. 20
2.1 Milestones in implementation of Strategic Plan 2013-2017 ....................................................... 20
2.1.1 Implementation of Training Programs ............................................................................ 20
2.1.2 Milestones in Institutional Framework and Systems ..................................................... 21
2.2 Emerging Issues ............................................................................................................................... 24
2.2.1 Decline in budgetary allocation for Training .................................................................. 24
2.2.2 Legal framework to offer specialized courses ................................................................. 24
2.2.3 Technological Changes ...................................................................................................... 25
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2.2.4 Systems Changes ................................................................................................................. 25
2.3 SWOT Analysis ................................................................................................................................ 25
2.4 P-PESTEL Analysis ......................................................................................................................... 28
2.5 Stakeholder Analysis ........................................................................................................................ 29
2.6 Competitor Analysis ........................................................................................................................ 32
2.7 Critical assumptions ......................................................................................................................... 33
CHAPTER THREE ......................................................................................................... 34
STRATEGY FRAMEWORK ............................................................................................ 34
3.1 Vision, Mission and Core Values .................................................................................... 34
3.3 Strategic Objectives ........................................................................................................................ 35
CHAPTER FOUR............................................................................................................. 44
COORDINATION AND IMPLEMENTATION FRAMEWORK ................................ 44
4.1 Coordination and Implementation ................................................................................................ 44
4.2 Accountability Framework.............................................................................................................. 44
4.3 Strategies for implementation of the Strategic Plan ..................................................................... 44
4.3.1 Capacity Development ....................................................................................................... 45
4.3.2 Phasing and Sequencing ..................................................................................................... 45
4.3.3 Results Based Management ............................................................................................... 45
4.4 Organizational Structure ............................................................. Error! Bookmark not defined.
4.6 Resource Flows ................................................................................................................................. 48
4.6.1 Resource Requirements...................................................................................................... 48
CHAPTER FIVE .............................................................................................................. 57
MONITORING, EVALUATION AND REPORTING.................................................. 57
5.1 Strategic Implementation Team .................................................................................................. 57
5.2 Cascading the Plan ........................................................................................................................ 57
5.3 Data and Information Collection Procedures ........................................................................... 58
5.4 Regular Meetings ........................................................................................................................... 58
5.5 Strategic Plan Review .................................................................................................................... 58
APPENDIX 1: IMPLEMENTATION MATRIX ....................................................................... 59
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ABBREVIATIONS AND ACRONYMS
AU African Union
CEO Chief Executive Officer
CIDP County Integrated Development Plan
CoE Centres of Excellence
ERP Enterprise Resource Planning
GTI Government Training Institute
ICT Information and Communication Technology
IFMIS Integrated Financial Management Information System
ISO International Organization for Standardization
KRA Key Results Area
KSG Kenya School of Government
M&E Monitoring and Evaluation
MDAs Ministries, Departments and Agencies
MTP Medium Term Plan
P-PESTEL Policy, Political, Economic, Social, Technological, Environmental and Legal
QMS Quality Management System
RBM Results Based Management
SDGs Sustainable Development Goals
STI Science, Technology and Innovation
SWOT Strengths, Weaknesses, Opportunities and Threats
UNICEF United Nations International Children Emergency Fund
USAID United States Agency for International Development
WB World Bank
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FOREWORD A nation’s development is dependent on how it harnesses and exploits its resources for the achievement of set goals. Of all resources, human capital is the most critical. It is capable of managing the dynamics of other resources and influence how they are utilized in the development process. Investing in human capital is therefore an important exercise for accelerating a country’s development. This places the training of a country’s workforce as a priority in national development. In Kenya, the Government has continually reiterated the importance of the Country’s human resource and devoted significant resources for its development. The Kenya Vision 2030 identifies human resource development as a key foundation for national transformation. The Vision’s goal in this respect is to develop a globally competitive human resource base capable of meeting the requirements of a rapidly industrializing economy. In the Public Sector, this is expected to be achieved through training, retraining and other capacity building initiatives aimed at creating a highly skilled workforce that can deliver on the aspirations of Vision 2030. The establishment of the Kenya School of Government is a Vision 2030 flagship project. This not only symbolizes the School’s importance in national development, but also places significant responsibility on the School to realize its contribution to the Vision’s goals. The National Third Medium Term Plan (MTP) 2018-2022 has indeed outlined several specific programs expected to be implemented by the School. Key amongst these is implementation of the Big Four Agenda, the Sustainable Development Goals (SDGs), and Africa Agenda 2063. Since its establishment, the School has undergone numerous fundamental changes with many milestones, challenges and emerging issues in its operational environment. Various projects and programs have been implemented mainly aimed at building capacity and delivering high quality service to customers. However, navigating this transformation period has been a major challenge for the School, especially regarding putting in place proper systems for implementation of programs. Of the emerging issues, the most significant is the implementation of devolved government system, which presents more opportunities for the School to realize its mandate. As we embark on implementation of the current Strategic Plan, it is important to be cognizant that the process will require full support of all stakeholders. I therefore call upon all our partners and stakeholders to contribute to the implementation of this Strategic Plan. The Council pledges to support the process and provide the required policy direction. Prof. Francis Kibera, PhD, CBS Chairman Kenya School of Government Council
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PREFACE
This Strategic Plan sets out a coherent and systematic road-map to guide implementation of the School’s programs for the 2018-2022 period. It acknowledges that the School’s operational environment is dynamic thus the need to be continually adaptive to the changing circumstances. The Plan has been developed through a collaborative framework involving all the School’s campuses, departments and key stakeholders. This was aimed at building support and ensuring that all strategies developed are agreed upon. The development of this Strategic Plan comes at a very critical time for the school as it takes its position as the driver of transformation in the Public Service. The past three years have presented numerous opportunities for strategically positioning the School in order to effectively achieve its mandate of providing learning and development programs to build capacity for the Public Service. The School has also faced challenges during this transformation period. The Strategic Plan has responded to the challenges by formulating strategies aimed at exploiting opportunities and addressing the challenges for improved performance. Underpinning these strategies is a cross-cutting commitment towards ensuring the School’s programs are tailored to meet the diverse needs of our customers. The Strategic Plan has identified four Key Results Areas (KRAs) as pillars upon which implementation will be reported and results measured. These are: Capacity Building of the Public Service, Consultancy, research and advisory, and Institutional Transformation and Positioning. In focusing on these areas, the School has clearly ensured that emphasis is placed on its core mandate. Priority will therefore be accorded to activities, projects and programs which contribute directly to the Strategic Objectives under the KRAs. Three key lessons were learnt during implementation of the preceding Strategic Plan. First, is the need to strengthen synergies between departments and campuses. Second, is the importance of placing our customers at the centre of all our programs. Third is the realization that a robust monitoring, evaluation and reporting mechanism is critical for effective implementation. The Plan has proposed several key activities aimed at facilitating inter-campuses and inter-departmental communication for improved service delivery. In addition, several strategies have been outlined all aimed at ensuring that programs continually and consistently address the needs of our customers. The Plan has further put in place a framework for ensuring that activities are specific enough, accountability is defined and the expected results can be measured. Implementation of this Strategic Plan will require the concerted efforts of all those charged with various responsibilities. On behalf of all members of staff, I pledge our commitment towards ensuring that this Plan is fully implemented. Ludeki Chweya, Ph.D, CBS. DIRECTOR GENERAL
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EXECUTIVE SUMMARY
The Strategic Plan of the Kenya School of Government has been developed in cognizance of the Constitution, Kenya Vision 2030, the Big 4 agenda, Sustainable Development Goals (SDGs) Africa 2063 aspirations and other legal and policy documents. The implementation of this Strategic Plan is based on stakeholder participation, good governance and a professional approach to doing business.
The vision of the School is envisaged as “Excellence in Public Service
Capacity Development.” The mission of the School is “To build capacity of
the Public Service by developing core, managerial and leadership
competencies for quality public service delivery.”
Chapter One of the Strategic Plan presents the historical development of the School. It also provides the institutional framework, which expounds on the mandate as stipulated in the Kenya School of Government Act, 2012. The chapter further outlines the role of KSG in realization of international, regional and national development agenda. Chapter Two expounds on the situational and environmental analyses undertaken, indicating how they affect the School using the Strengths, Weaknesses, Opportunities and Threats (SWOT) as well as the Policy, Political, Economic, Social-Cultural, Technological, Environmental and Legal (P-PESTEL) models. A stakeholder analysis was undertaken to identify the key stakeholders, their expectations of KSG and KSG’s expectations of them.
Chapter Three presents the Strategy Focus of the School, which includes the Vision, Mission, Core Values, Key Result Areas, Strategic Objectives and Strategies. The four Key Result Areas which drive the Strategy Focus are:
1. Capacity Building of the Public Service 2. Consultancy 3. Research and Advisory services 4. Institutional Transformation and Positioning
These Key Result Areas cover the entire range of programs implemented by the
School and provide the areas along which reporting will be carried out.
Strategic Objectives
Arising from the above strategic result areas that need to be addressed, KSG will
pursue the following Strategic Objectives, namely:
1. Develop and implement relevant training programs
2. Promote research, scholarship and innovation
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3. Enhance evidence-based research advisory services
4. Expand consultancy services to support delivery of quality services
5. Develop suitable infrastructure
6. Enhance corporate visibility and positioning of the school
7. Enhance good corporate governance and management in the School
8. Strengthen the human resource capacity of the school
9. Ensure financial sustainability of the school
Chapter Four analyses KSG’s resource capacity by highlighting the staffing levels, governance and organizational structure and presents the financial projections for the implementation of this Strategic Plan. The chapter also highlights the implementation and coordination mechanism. Risk factors which may affect the implementation of the Strategic Plan have been identified and appropriate mitigating factors recommended. Chapter Five highlights the monitoring, evaluation, reporting and learning framework.
New programs have been introduced. These include elevation of Certificate of Public Administration to Diploma in Public Administration, Ethics and Integrity program, Women Leadership Development Program and Accounting Officers Program. Programs, curricula, examinations and certification were standardized and manuals developed. The capacity of Faculty to deliver was continuously developed.
The following was undertaken regarding institutional framework and systems:- establishment of Centers of Excellence and new collaborations and linkages with various institutions such as World Bank and USAID were forged. The School conducted several international, regional and national capacity building consultancies; the School achieved ISO 9001:2008 certification and successfully migrated to the new standard ISO 9001:2015. In ICT progress was made in installation of cloud based governance and installation of CCTV surveillance and monitoring system.
Under governance the School formally operationalized the Mwongozo Code of Conduct, institutionalized corruption prevention strategies and trained Integrity Assurance Officers. In financial management, the School implemented ERP, prepared inventory for the School’s assets and liabilities and asset management. Regarding Human Resource Management, the School completed integration of the payroll, job evaluation and workload analysis. For the School’s infrastructure various development projects were completed and stalled projects revived.
The School consistently held meetings and implemented actions that ensured its targets for performance and internally generated revenue, were surpassed.
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CHAPTER ONE
HISTORICAL, LEGAL AND INSTITUTIONAL FRAMEWORK
1.0 Background
Kenya School of Government (KSG) is a statutory body established under the
Kenya School of Government Act No 9 of 2012. The School is the successor of
the former Kenya Institute of Administration (KIA), Kenya Development and
Learning Centre (KDLC) and the Government Training Institutes (GTIs) of
Mombasa, Matuga, Embu and Baringo.
A flagship project of the Kenya Vision 2030 the school aims at building
competencies for the government, developing and growing leadership in the
Public Service and promoting best practices in public service delivery. The School
was also envisioned as instrumental in the implementation of the Constitution of
Kenya, and especially in strengthening the pillars of public governance through
upholding and promoting public service values, ethics and transformational
leadership.
1.1 Mandate of the School
The mandate of the School is to provide learning and development programs to
build capacity for the Public Service. The overarching goal is to develop a
transformed public service whose hallmark is efficiency and effectiveness; probity;
and results-based institutional and human resource management. The School is
pursuing this public service transformation agenda through training, consultancy
services, and policy-oriented and problem solving research.
According to the Constitution, the School is charged with the responsibility of
transforming public service by nurturing public service values and ethics;
enhancing transformative leadership; development of core skills and competencies
for officers; and cultivating a culture of results-oriented service delivery in the
public service.
1.2 Functions of the Kenya School
The functions of the Kenya School of Government as stipulated in the Kenya
School of Government Act, 2012 are to:
i. Provide training, consultancy and research services designed to inform
public policy, promote national development and standards of competence,
and integrity in the Public Service;
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ii. Promote continuous learning for public service excellence;
iii. Provide programs that promote a culture of decency, honesty, hard work,
transparency and accountability among public servants;
iv. Facilitate the establishment of professional networks and think tanks to
develop and grow public sector leaders;
v. Develop linkages and collaborations with institutions of learning,
professional organizations, private sector Schools of government and
similar institutions across the world;
vi. Monitor, evaluate and communicate the impact of strengthened education
and training programs for national leadership and management;
vii. Develop and deliver programs tailored to promote the School’s mandate
and client needs;
viii. Conduct examinations and award diplomas and other forms of suitable
awards to successful candidates;
ix. Encourage pride and excellence in the Public Service and foster in
managers and other public service employees a sense of the purpose, values
and professional work ethic of the Public Service as stipulated in the
Constitution and the relevant policies, laws and regulations;
x. Ensure public service officers acquire the analytical, creative, advisory,
administrative and other managerial skills and knowledge necessary to
develop and implement policy, respond to changes, including change in the
expectations of efficient and effective service delivery, and manage
Government programs, services and personnel efficiently, effectively and
equitably;
xi. Train managers and other public service employees to develop successful
working relationships at all levels through leadership, motivation, effective
internal communications and the encouragement of innovation, high-
quality service to the public and skills development;
xii. Develop within and endeavour to attract to the Public Service through the
School’s programs and studies, persons of high calibre and who reflect the
diversity of Kenyan society, and support their growth and development as
public sector managers and employees committed to service to the
Republic;
xiii. Encourage greater public awareness of issues related to public sector
management, public administration and the role and functions of
Government and involve a broad range of individuals and institutions in
the School’s pursuit of excellence in public administration; and
xiv. Do any other thing necessary, or expedient for discharge of its functions
under this Act.
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1.3 Legislation, Policies and Guidelines relevant to KSG
The School’s functions are anchored in several legislation, policies and guidelines as outlined below:
i. The Constitution of Kenya 2010
ii. The Kenya School of Government Act No. 9 of 2012
iii. Public Finance Management Act No. 18 of 2012
iv. Public Audit Act No. 34 of 2015
v. State Corporations Act Chapter 446
vi. Public Service (Values and Principles) Act No. 1A of 2015
vii. Public Officer Ethics Act No. 4 of 2003
viii. Fair Public Administrative Action Act No. 4 of 2015
ix. Leadership and Integrity Act No. 19 of 2012
x. Public Procurement and Asset Disposal Act No. 33 of 2015
xi. Employment Act No. 11 of 2007
xii. Witness Protection Act No.16 of 2006
xiii. County Government Act No. 17 of 2012
xiv. Public Finance Management Regulations Legal Notice No. 34 of 2015
1.3.1 Policies and Guidelines
The following policy instruments are relevant to the functions of KSG:
i. Sustainable Development Goals 2015 - 2030
ii. Africa 2063 Agenda
iii. Kenya Vision 2030
iv. Big 4 Agenda
v. KSG Corporate Policies
vi. Performance Contracting Guidelines
vii. Mwongozo Code of Governance for State Corporations
1.4 KSG Campuses
The Kenya School of Government (KSG) was established by the KSG Act No. 9 of
2012. The School brings together six institutions, which were operating
independently, offering training; research; consultancy; and advisory services
under different contexts, governance structures and practices and financing
models. The School currently has 5 campuses, situated at Lower Kabete, Embu,
Baringo, Mombasa, Matuga and eLDi Institute. The School plans to soon establish
centers in Kisumu, Vihiga and Isiolo.
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1.5 Rationale for Strategic Plan (June 2018 – July 2023)
The development of a new strategic Plan for KSG has been necessitated by a
number of factors discussed below:-
i. KSG has been implementing a five year strategic Plan for 2013-2017 which
was anchored on the Second Medium Term Plan (MTP II) of Vision 2030.
As the strategic Plan period comes to a close, KSG needs to develop a new
Plan for the next planning period based on the performance of the previous
Plan. This will enable KSG to evaluate performance over the period, identify
challenges and draw lessons that will guide the implementation of the Big 4
Agenda.
ii. The Plan will help KSG position itself strategically by aligning effectively to
the changes. This will enable it to effectively discharge its mandate, enhance
its performance, meet the expectations of its diverse stakeholder segments
and align its programs and activities to the overall national development
agenda.
iii. KSG operates in a dynamic environment with numerous factors, which
continuously change and affect its operations. Having been established in
2012, the School is relatively new and still undergoing transformation from
its predecessors. This presents challenges on three main fronts. First, the
transformation implies integration of the previous Government Training
Institutes (GTIs) into the School. Second, the School needs to harmonize
operations, policies and procedures of all the campuses in order to
successfully deliver on its mandate. Third, the transformation calls for a
change in attitude and culture of staff for greater efficiency.
iv. There are changes that have been brought about by the Constitution of
Kenya, 2010. Most significantly is the introduction of a new system of
Government that establishes two levels of government, namely the
National Government and the County Government. KSG has been capacity
building for the devolved function for implementation of the Constitution
of Kenya. The School will position itself to address the emerging challenges
while taking advantage of the opportunities presented by devolution.
Capacity building needs for devolved functions may vary over time in line
with changing conditions and based on feedback and lessons learnt from
national and sub national governments while carrying out their mandate and
responsibilities. Therefore this Strategic Plan is designed as a dynamic
document in order to respond to real needs of different stakeholders
involved in implementing devolution.
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1.6 Methodology for Developing the Plan
This Plan was developed using a highly participatory approach by a team of
experts comprising representatives of various campuses. The methodology
entailed a review of various key documents which include the Constitution of
Kenya, Vision 2030, Medium Term Plans I, II and III, Strategic Plan 2013-2017,
Capacity Report, Strategic Plans of similar institutions, the Big 4 Agenda, Public
Service Transformation Framework and Sustainable Development Goals (SDGs).
A number of strategic planning meetings, retreats and workshops were held in
order to provide relevant inputs. The inputs were used to produce a draft, which
was further enriched through extensive interviews and discussions with senior
management, particularly the Director General, Directors and representatives
from all campuses. The draft was then shared to all staff for input. These
comments were incorporated during a final validation workshop by a select
internal team of managers. Further, discussions were held with KSG Council
members. These were aimed at obtaining information pertinent to the strategic
planning process and providing strategic direction.
1.7 KSG International, Regional and National Development
Context
The Kenya School of Government is a strategic agency in the implementation of
the national development blueprint, Vision 2030, which aspires to make the
country globally competitive and prosperous.
As a public institution, the Kenya School of Government is expected to contribute
to national development through its programs. Kenya’s long-term development
agenda is guided by the Sustainable Development Goals (SDGs), Africa 2063
Agenda, Kenya Vision 2030, Constitution of Kenya 2010, MTP III, the Big 4
agenda and other key national development policy framework documents.
Understanding how KSG’s mandate links with the national development agenda is
critical in strategic planning for the School.
1.7.1 Sustainable Development Goals (2015 - 2030)
The international development agenda has been crystallized into 17 critical themes
popularly referred to as Sustainable Development Goals (SDGs). The goals are
intended to guide global development in a structured way aimed at ending poverty
and hunger in all its forms and dimensions; protecting the Planet from
degradation; ensuring that all human beings can enjoy fulfilling and prosperous
lives; fostering peaceful, just, inclusive and cohesive societies; and revitalizing
global partnership for sustainable development.
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The public sector is expected to mainstream SDGs into National and County
Development Process; domesticate and localize the SDGs agenda; and monitor,
evaluate and report progress.
KSG as a public institution is expected to embrace the SDGs into its programs and
activities. The School has reviewed its programs to mainstream SDGs including
developing a training curriculum for senior managers in the Public Service. The
School also continues to support county governments in integrating SDGs during
the review of County Integrated Development Plans (CIDPs).
1.7.1.1 Role of KSG in the Sustainable Development Goals The Government of Kenya is committed to the attainment of the United Nations Sustainable Developments Goals (SDGs) as agreed upon by the international community. There are a total of 17 SDGs which aim to enhance the quality of life of the world's citizens. Each goal has a specific target to be achieved over the next 15 years. KSG will play a role in the realization of the following SDGs, which address the economic, social and environmental dimensions of development in a comprehensive and integrated manner Table 1: Role of KSG in Implementing SDGs
No. Sustainable
Development
Goals
Role of KSG
1. Goal No. 1:
No Poverty Develop programs that empower citizens and foster
wealth creation.
2. Goal No. 2:
Zero hunger
Mainstream food security and nutrition agenda in all our
programs.
Develop and implement training programs on food
security.
Undertake research and develop policy briefs on food
security.
Undertake consultancy activities to enhance food
security.
3. Goal No. 3:
Good Health and
well-being
Mainstream themes on Universal Health Care in our
training programs.
Undertake baseline survey on status of Universal Health
Care in Kenya.
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Organize a symposium on Universal Health Care.
4. Goal No 4:
Quality Education Develop a leadership program for all Heads of our
educational institutions.
Undertake research in education sector.
Organize symposia on education sector.
Develop and submit a policy briefs on education.
5. Goal No. 5:
Gender Equality: Mainstream Gender equality in all our programs.
Develop and implement programs on Gender-
Responsive budgets and Women in Leadership.
Organize symposia to discuss gender equality issues in
Kenya and the region.
Ensure our human resource policy practices foster
gender equality and equity.
6. Goal No 6:
Clean Water and
Sanitation
Build capacity of Water Services Board on corporate
governance.
Develop internal hospitality guidelines that safeguard use
of clean water and upholds sanitation.
7. Goal No 7:
Affordable and
Clean Energy
Mainstream affordable and clean energy in our programs.
Embrace affordable clean energy practices by installing
solar panels.
8. Goal No. 8:
Decent work and
economic growth
Develop programs that improve effectiveness and
efficiency resulting in high productivity and economic
growth.
Develop and implement Occupational Health and Safety
(OSHA).
Embrace equal pay for equal work done by both male
and female employees.
9. Goal No. 9:
Industry,
innovation and
infrastructure
Develop and implement programs that nurture
innovation and entrepreneurship.
Establish a Youth Empowerment Centre to encourage
culture of innovation and creativity.
10. Goal No. 10:
Reduced
inequalities
Establish satellite campuses in counties.
Entrench diversity in our programs and practices.
Develop capacity building programs for all counties.
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11. Goal No. 11:
Sustainable Cities
and Communities
Develop programs on effective management of cities and
urban areas.
Partner with stakeholders to undertake consultancy on
sustainable master plans for cities and communities.
Organize symposia to promote urban and national
policies.
12. Goal No 12:
Responsible
Consumption and
Production
Develop and implement climate change program for
National and County Governments.
Develop and use case studies on climate change.
Organize conferences and symposia on Blue Economy.
Strive to continuously improve our processes and
efficient waste management. 13. Goal No. 13:
Climate Action
14. Goal No. 14:
Life Below Water
Develop and implement programs on Environmental
Impact Assessment.
Disseminate knowledge and information on
environmental conservation. 15. Goal No. 15:
Life on Land
16. Goal No 16:
Peace Justice and
Strong Institutions
Develop a program on Corporate Governance,
Symposium on peace and security.
Organize a symposia on Peace Justice and Strong
Institutions.
Develop and submit policy briefs on Peace Justice and
Strong Institutions.
Implement programs on Ethics, Integrity,
professionalism and strong corporate governance.
17. Goal No. 17:
Partnerships to
achieve goals
Develop and implement internal policy on collaboration
and partnerships.
Partner with appropriate development partners to
implement various National and County Governments
programs.
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1.7.2 The Africa Union (AU) Agenda 2063
The African Union Agenda 2063 is a collective vision and roadmap for social
economic transformation of the continent over the next fifty years, committed to
acting together towards achieving the seven aspirations. Agenda 2063 builds on,
and seeks to accelerate implementation of past and existing continental initiatives
for growth and sustainable development.
The Africa Union Agenda 2063 recognizes Science, Technology and Innovation
(STI) as multi-functional tools and enablers for achieving continental development
goals. The Agenda further emphasizes that Africa’s sustained growth,
competitiveness and economic transformation, requires sustained investment in
new technologies and continuous innovation in areas such as agriculture, clean
energy, education and health.
The role of KSG in realizing these aspirations is customized in its mandate below:
Table 2 Role of KSG in Africa Union Agenda 2063
No. Agenda 2063 Aspirations Role of KSG
1. Aspiration No. 1:
A Prosperous Africa, based on
inclusive growth and
sustainable development
Develop and implement programs that
support development of public service
competencies.
Undertake research and publish case study
on sustainable development in Africa.
Initiate a knowledge sharing platform for
countries to share on inclusive growth and
sustainable development
2. Aspiration No. 2:
An integrated continent,
politically united, based on the
ideals of Pan Africanism and
the vision of Africa’s
Renaissance
Organize, host and participate in
international conferences that support
Africa’s Renaissance
Release policy briefs on Africa’s new vision
3. Aspiration No. 3:
An Africa of good governance,
democracy, respect for human
rights, justice and the rule of
law
Develop and implement programs that
embrace good governance, democracy,
respect for human rights, justice and the rule
of law.
Carry out research on good governance and
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publish in KSG journal.
4. Aspiration No. 4:
A Peaceful and Secure Africa
Develop and implement programs that foster
peace building and conflict transformation.
Support through collaboration with emerging
nations in Africa.
5. Aspiration No. 5:
Africa with a strong cultural
identity, common heritage,
values and ethics
Develop and implement programs that
entrench cultural identity and values.
Develop and implement regional program on
Ethics and Integrity.
6. Aspiration No. 6:
An Africa whose development
is people driven, relying on the
potential offered by people,
especially its women and youth
and caring for children
Develop and implement program on public
participation.
Develop and implement youth
empowerment and internship programs.
Develop and implement program for women
in leadership.
Develop and implement child friendly
budget.
Organize symposia and develop a policy
briefs on Women and Youth.
Undertake research on uptake of funds set
aside for Women and Youth.
7. Aspiration No. 7:
An Africa as a strong, united,
resilient and influential global
player and partner
Organize and participate in continental
conferences that discourse on global issues.
Develop and implement programs on
resource mobilization.
Collaboration with Management
Development Institute’s in Africa – convene
1st MDI Conference.
Develop and implement program on
negotiation and renaissance.
1.7.3 Kenya Vision 2030
i. The Kenya Vision 2030 is the long-term development blueprint for the
Country. It aims at making Kenya a newly industrialized, middle-income
country providing a high quality of life to all its citizens by the year 2030.
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ii. The Vision is anchored on three pillars, Economic, Social and Political,
based on the Foundations for Socio-economic Transformation and a strong
Macroeconomic Framework.
iii. The Economic Pillar aims at ensuring prosperity for all Kenyans and is to
be achieved through a high annual economic growth rate of 10 per cent
sustained up to 2030.
iv. The Social Pillar seeks to build a just, cohesive and equitable society living
in a clean and secure environment.
v. The goal of the Political Pillar is a democratic political system that is issue-
based, people-cantered, results-oriented and accountable to the public.
vi. Kenya Vision 2030 provides a modern and results-focused public service as
a prerequisite for the country’s socioeconomic transformation. Therefore,
Public Service transformation is envisaged to create an environment that is
suitable for the private sector to thrive and thus take the lead in economic
development.
vii. Toward this end, the Public Service had to be turned around into an
institution that is anchored in results-oriented performance; a human
resource management system that is based on measurement of output and
imposition of sanctions and rewards; transformation of leadership and
reorientation of attitude; skills realignment and development of new
competencies; knowledge sharing and continuous learning; accountability;
and engagement of citizens in decision making.
viii. Public Sector transformation is a journey Kenya embarked on around
1965. Efforts were intensified in the 1990s to bring about much needed
improvement in terms of efficiency in and service delivery by the public
service. As the country continues with the transformation agenda, several
key strategic challenges exist which hinder the aspiration to provide quality
services to citizens.
ix. The Kenya Vision 2030 has categorized the challenges as; the need for a
change in attitudes and service delivery orientation in the Public Service;
capability and capacity gaps; a non-responsive performance management
culture; and disconnect in the strategic direction at different levels.
x. The Vision notes that attitudes amongst public institutions and officers are
largely seen as dictating to citizens as opposed to being servants of the
people. A service delivery orientation will create change in values and ethics
and improve transparency and accountability throughout the Public Service.
In addition, public service delivery in Kenya is seen as largely process-based
as opposed to being results based. This has created challenges in quality of
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services offered to ordinary citizens, which are not commensurate with
government spending on service delivery across the government.
xi. Responsibility for the transformation of the public service and addressing
above challenges was given to the Kenya School of Government. The
Vision 2030 document stated “A Kenya School of Government will be
established to provide research and training for transformative leadership to
the highest international standards” (p. ix).
xii. Further, the document stated: “As a first step in delivering the public
service transformational strategies, the Kenya School of Government was
to provide instruction for improved performance in all aspects of the public
service. It would also devise ways to inculcate public service values and
ethics, and transformative leadership. It recognizes that a modern and
results-focused public service is a pre-requisite for the Country’s socio-
economic transformation. The Kenya School of Government was to
benchmark its performance to the most distinguished institutions in its
category” (sec. 2.10).
xiii. The Kenya School of Government, that is itself a Vision 2030 flagship
institution, has continued to play a pivotal role in realization of the Vision
2030 goals. The School has been providing research and training for
transformative leadership to the highest international standards. In addition,
it provides instruction for improved performance in all aspects of the
Public Service and devises ways of inculcating public service values and
ethics, and transformative leadership.
xiv. The School will benchmark its performance to the most distinguished
institutions in its category. The School will develop and implement training
programs aimed at fostering peace, reducing ethnic rivalry and promoting
issue-based politics by providing a framework for inter-ethnic peace
building founded on mutual respect and resolution of conflicts. These will
target the National and County Governments. In relation to this, the School
will partner with key public sector institutions in strengthening their
capacities to promote leadership, ethics and integrity.
xv. The School will continue to develop specific programs aimed at addressing
linkages with the Vision 2030. A civic education and public awareness
program will be developed to inform the Kenyan public on the contents of
the National Values Policy and inculcating a change of behaviour towards
more positive values, national reconciliation and national unity. A public
service national values program will promote, uphold and enforce national
values and principles of governance in public service will also be
implemented.
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1.7.3.1 The Medium-Term Plans
The Kenya Vision 2030 is implemented in rolling five-year Medium Term Plans.
The first Medium term Plan covered the period 2008-2012, while the Second
Medium Term Plan (MTP) was implemented between 2013 and 2017. The theme
of the Second MTP was “Transforming Kenya: Pathway to Devolution, Socio-
Economic Development, Equity and National Unity.”
1.7.3.2 The Second Medium-Term Plan (2013-2017)
i. The Second MTP placed emphasis on full implementation of devolution in
the context of a rapidly growing economy, promoting equity, inclusiveness
and employment to meet the needs of the people.
ii. The Plan identified the institutionalization of Results Based Management
(RBM) as a key thrust in transformation of the Public Service. Therefore
KSG was expected to observe the principles of efficiency, human rights and
good governance, integrity, transparency, accountability and sustainable
development in formulation and implementation of all its programs.
iii. The Public Service will be transformed by building and implementing
service delivery systems that will not only ensure efficiency, quality, speed,
convenience and dignity in service delivery, but also global competitiveness.
iv. The Second Medium Term Plan 2013-2017 also outlined several challenges,
which impact on public service transformation. These include:
a. High expectations of citizens on public service delivery;
b. Inadequacy of some specialized skills and incentives necessary for
implementation of Vision 2030 projects;
c. Inadequate linkage between budgeting, planning and results;
inadequate budgetary support for public sector reforms; and
d. Weak monitoring and evaluation of public sector reforms.
Kenya School of Government continues to develop and implement programs
focused on addressing these challenges.
1.7.3.3 The Third Medium-Term Plan (2018-2023)
i. The Third Medium Term Plan (MTP) will be implemented in the 2018-2023
period and coincides with the period of this Strategic Plan.
ii. The MTP III will be driven by the Big 4 Agenda: food security, affordable
housing, manufacturing and affordable healthcare for all, and will be
implemented on the foundations that have been put in place during the
First and Second Medium Term Plans.
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iii. During the period, the School is expected to impart skills on National and
County Leaders and decision makers to be the monitoring and evaluation
partner of the Big 4 Agenda. Further, the School will play a key role in
achieving the goals of the Third MTP 2018-2022 mainly through research-
based training and capacity building for improved service delivery.
1.7.4 The Constitution of Kenya 2010
i. The Constitution of Kenya, 2010 introduced a new system of governance
structures and processes that include a devolved system of government with
delineated functions between the National and County levels of
Government, but being interrelated with each other in such a way that
Kenya remained a strong unitary and internally harmonious state. Other
novelties included enhanced and more democratic system of elections and
representation, a deepened and widened Bill of Rights, an independent and
more accessible Judiciary for parties seeking justice, and a more open,
accountable and professional public service, instilled with decency, integrity
and openness to citizen participation. It has further established key
independent offices, which play critical roles mainly on oversight and
allocation of resources.
ii. The devolution of powers and functions is expected to accelerate equitable
socio-economic development and the provision of proximate and easily
accessible services to the people.
iii. Article 10 of the Constitution provides for national values and principles of
governance including: patriotism, national unity, sharing and devolution of
power, the rule of law, democracy and participation of the people; human
dignity, equity, social justice, inclusiveness, equality, human rights, non-
discrimination and protection of the marginalized; good governance,
integrity, transparency and accountability; and sustainable development.
iv. In Chapter Six on Leadership and Integrity, the Constitution outlines
several guiding principles of leadership and integrity which include:
selection on the basis of personal integrity, competence and suitability, or
election in free and fair elections; objectivity and impartiality in decision
making, and in ensuring that decisions are not influenced by nepotism,
favouritism, other improper motives or corrupt practices; selfless service
based solely on the public interest, demonstrated by honesty in the
execution of public duties the declaration of any personal interest that may
conflict with public duties; accountability to the public for decisions and
actions; and discipline and commitment in service to the people.
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v. The Kenya School of Government delivers programs to a wide range of
individuals from the public sector, at the national and county government
levels, private sector and non-governmental organizations aimed at
inculcating public service values and ethics. The School also develops
leadership capacities of public servants at both levels of government in a
wide range of areas consistent with the Constitution. It also provides
information resources that help inculcate national values such as good
governance, integrity, transparency and accountability.
vi. The Constitution being relatively new has introduced new concepts which
require elaboration and as a result, a great deal of research. Proper
implementation of the Constitution would benefit greatly from research
work carried out by the School.
vii. The School will continue to play a critical role in building the capacities of
workers in national and county governments. It further improves
governance by enhancing transparency and accountability in the Public
Service and developing programs to promote leadership skills and
competencies among public servants.
1.7.4.1 KSG and Constitution of Kenya, 2010
The School acknowledges the Constitution of Kenya, 2010 as the Supreme Law
which binds all persons and all State organs at all levels. In execution of its
mandate the School will be guided by the following particular Articles:
ISSUE ARTICLE
1. Promotion of national and cultural expression Article 11 (2) (a).
2.
Assisting the State to promote science and indigenous technologies in the development of the nation
Article 11 (2) (b).
3.
Supporting the promotion and protection of Intellectual Property rights of the people of Kenya
Article 11(2) (c). d)
4.
Upholding, respecting and protecting the rights and fundamental freedoms of all persons associated and/or interacting with the School
Article 21
5.
Cooperating with State organs and other persons to protect and conserve the environment and ensure ecologically sustainable development and use of natural resources
Article 69
6.
Addressing the needs of vulnerable groups within and without the School, including women, persons with
Article 21.3
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disabilities, children, and youth, members of minority or marginalized communities and members of particular ethnic, religious or cultural communities.
7.
The leadership of the School respecting its obligation to govern the affairs of the School in accordance with national values and principles
Article 10(2)
8.
Adopting, applying and/or implementing the values and principles required of it in the offer of its services to the public
Article 232
9.
The Leadership of the School practices, principles of integrity in leadership
Article 73
10. Practicing fair trading Schedule 4 ( 2.7c)
11. Respecting consumer rights Article 46
12. Respecting and practicing provisions of Fair Administrative Justice
Article 47
13. Respecting and practicing provisions of persons with disability, and the youth
Article 54, 55, 56
14. Observing the objects of devolution through capacity building
Article 174
15. Adhering to provisions of Public Financial Management Article 201
1.7.5 The Big 4 Agenda
Under the Big 4 Agenda, the Government seeks to build on the progress made so
far under the Economic Transformation Agenda. The Government has prioritized
policy objectives under the Big 4 Agenda that will lead to accelerated growth of
the economy. The Agenda targets to:
i. Support value addition and raise the manufacturing sector share of GDP to
15 percent by 2022;
ii. Focus on initiatives that guarantee food security and nutrition to all
Kenyans by 2022;
iii. Provide universal health coverage thereby guaranteeing quality and
affordable healthcare to all Kenyans; and
iv. Provide housing to all Kenyans by targeting construction of at least five
hundred thousand affordable houses by 2022.
1.7.6 Role of KSG in Big 4 Agenda
i. Kenya School of Government will develop and mount programs to support
effective implementation of the Big 4 Agenda.
ii. Content on the four priority goals will be mainstreamed in the School’s
programs to promote awareness.
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iii. Targeted research will be conducted to inform implementation and to
generate critical information for decision-making.
iv. In addition, KSG shall monitor and evaluate the extent of compliance with
the Big 4 Agenda in the School’s programs.
v. Alignment of the Big 4 to KSG programs will help to better understand
how participants will contribute towards realization of national goals.
vi. Towards this end an analysis of the Big 4 agenda opens up opportunities
for KSG as shown in Table 3:
Table 3: Role of KSG in the Big 4 Agenda
No. Big 4 Agenda Role of KSG
1 Revamping
manufacturing
KSG will
Mainstream manufacturing in our programs.
Partner with individuals and organizations to undertake
capacity building, collaborative research and consultancy,
which will enable evidence-based decision making in
revamping the manufacturing sector.
Organize symposia on Buy Kenya – Build Kenya.
2 Health care KSG will
Mainstream themes on universal health care in its training
programs.
Undertake evidence-based policy research.
Organize health symposia to promote dialogue between
citizens, researchers, private sector, development partners,
professionals and policy makers on thematic areas that will
support the government in delivery of universal health care.
Develop and implement leadership and management
programs on strengthening health systems.
3 Housing KSG will
Mainstream housing agenda in our programs.
Undertake research on developing policy on access to
affordable mortgage schemes.
Support mechanisms on sensitization on building safety and
compliance through capacity building.
Support the development of frameworks on housing
finance initiatives through research, consultancy and
advisory services.
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4 Food Security
and Nutrition
KSG will
Mainstream food security and nutrition agenda in our
programs.
Undertake research and develop policy briefs on food
security and nutrition.
Undertake consultancy activities to enhance food security
and nutrition.
Undertake research and consultancy activities to enhance
food security and nutrition and value chain in agribusiness.
Encourage the youth through capacity building to enhance
agricultural production and marketing.
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BIG 4 AGENDA STRATEGY OUTCOME
Food Security &Nurtition
Health Care Housing Manufacturing
Training for delivery of
Big 4 Agenda
Evidence-Based Policy
research and advisory
services
Value-addition
consultancy services
Strengthening Human
Capital development
Ensure optimal
institutional efficiency
and effectiveness of KSG
Research and
consultancy to
enhance food security
and promote value
chain in agribusiness
Support policies on
use of technology in
agribusiness
Organize training
programs to attract
the youth to
agriculture
Mainstream universal
healthcare issues in
KSG training
programs.
Undertake action
research in healthcare
Host health symposia
to promote dialogue
between citizens,
researchers, private
sector, development
partners, professionals
and policy makers on
thematic areas to
support delivery of
Universal
Mainstream
manufacturing in
our programs
Partner with
individuals and
organizations to
undertake capacity
building,
collaborative
research and
consultancy that will
enable evidence-
based decision
making in revamping
of the
manufacturing
sector.
Organize symposia
on Buy Kenya –
Build Kenya
Research in policy
development for
access to affordable
mortgage schemes
Support mechanisms
on sensitization in
building safety and
compliance through
capacity building
Develop frameworks
on housing finance
initiatives through
research,
consultancy and
advisory services
Empowered Youth
Enhanced food
security
Informed Public
Servants
Harmonized
housing policy
Improved
consumption of local
products
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CHAPTER TWO
SITUATIONAL ANALYSIS
The operating environment of the Kenya School of Government is determined by internal and external dynamics, which have an impact on current and future programs. An assessment of this environment is therefore critical in understanding the School's strategic positioning and in charting its immediate and medium term strategies for improved institutional performance. This Chapter on the Situational Analysis first presents the milestones achieved by the School in implementing its Strategic Plan 2013-2017; in addition to identifying the gaps, challenges, emerging issues and key lessons learnt during the implementation process. An analysis of the School's Strengths, Weaknesses, Opportunities and Threats (SWOT) has been carried out to assess its most immediate operating environment. The Policy, Political, Economic, Social, Technological, Environmental and Legal (P-PESTEL) factors have also been analyzed, to map out the external environment. Lastly, a mapping of the School's stakeholders has been carried out in order to determine how they will be engaged during the Plan implementation process.
2.1 Milestones in implementation of Strategic Plan 2013-2017
Over the last five (5) years, KSG has been implementing strategies aimed at
accomplishing various goals and objectives. Key milestones for the Plan period
include:
2.1.1 Implementation of Training programs
The School’s core functions are Training, Research, Consultancy and Advisory services designed to build capacity and to improve performance and service delivery. Training is the largest business portfolio. The following milestones were attained:
i. Notable new programs were developed and rolled out including elevation
of Certificate of Public Administration to Diploma in Public
Administration, development of Ethics and Integrity Program, Women
Leadership Development Program and Accounting Officers Program for
CEOs of State Corporations.
ii. On standardization of programs and materials offered at the School,
curricula documenting existing programs were integrated, manuals were
developed and continuous capacity building for the training faculty to
deliver standard training programs was carried out.
iii. A framework for training evaluation was established and implemented and
examination and certification processes were standardized.
iv. Database for adjunct faculty was created and adjunct faculty trained.
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2.1.2 Milestones in institutional framework and systems
The School implemented a number of programs and processes to strengthen the
institutional framework and systems. The details are as presented in Table 4.
Table 4
No. Target Achievement
1. Establish Centers of Excellence
The following CoEs were established:
Advance Training and Consultancy
Research and Advisory Services
Public Finance Management
Leadership and Policy
Devolution Studies
2. Establish collaborations and linkages
The School established partnerships and linkages with:
World Bank (WB)
United Nations International Children Emergency Fund (UNICEF),
USAID
UN-Women Areas covered included:
Participatory budgeting
Children-friendly budgeting
Fiscal decentralization; and
Gender responsive budgeting
3. Undertake international consultancy and collaboration assignments
KSG conducted several capacity building consultancies across the African continent:
Capacity building of the Public Service for Liberia
Capacity building of the Public Service for Sierra Leone
Collaboration with the Uongozi Institute of Tanzania
Capacity building for the Government of South Sudan
Training Impact Assessment of programs that had been undertaken in South Sudan partners.
East Africa region research on the state of public service in Africa.
4. Implement QMS The School achieved ISO 9001:2008 certification during the review period
KSG successfully migrated to the new standard ISO 9001:2015
5. Enhance ICT capacity
The School realized the following milestones:
Developed an ICT Policy
Installed fibre optic cable for internet connectivity.
Increased bandwidth to 60 mbps for Nairobi Campus and a minimum of 10 mbps for other campuses
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Wide Network was installed using fibre optic cable that utilizes Virtual Private Networks (VPN)
Installation of a cloud based Governance and Compliance (e-School) System
Supply of handheld devices (IPad) for the Council Members.
CCTV surveillance and monitoring system was also installed for movement tracking and recording
6. Strengthen Governance
Towards strengthening the governance framework, the School:
Developed a Council Charter
Constituted Council Committees
Developed and implemented a management and governance structure
Facilitated Council evaluation
Formally adopted the Mwongozo code of conduct for governance
Institutionalized corruption prevention strategies
Trained Integrity Assurance Officers
Constituted both the corporate and campus corruption prevention committees
Developed and implemented Risk Management Strategy
Appointed officers to senior management positions
Strengthened Internal Audit function.
7. Develop and implement internal policies
Several policy frameworks were developed to guide operations including:
The training manual;
Procurement manual;
Terms and conditions of service;
Finance policy and risk management framework The School has drafted more policies that will be approved and implemented in the next strategic plan period.
8. Implement Financial Management and Audit Policy and Procedures
The following milestones were realized:
Implementation of an Enterprise Resource Planning (ERP)
Implemented an assets management system
Prepared inventory for all assets and liabilities
Carried out asset valuation
Audit of existing infrastructure
9. Grow asset base
The School's asset base grew from Kshs 4.2 billion in 2012/13 to Kshs 8.9 billion in 2015/16.
10. Streamline Human Resource Management
The School has implemented various activities including:
Full integration of the School’s payroll
Consolidation of the payroll to accommodate the approved KSG salary structure
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Finalized Human Resource and Procedures Manual
Finalized the Car and Mortgage Policies
Completion of a workload analysis
Job evaluation exercise conducted by Salaries and Remuneration Commission (SRC) and Pricewater House Coopers (PWC)
Training Needs Assessment (TNA)
11. Performance Management Institutionalized
The following measures were instituted:
Performance Contracting
Performance Appraisal System
A reward system based on the PAS
Monitoring, Evaluation and Reporting team
12. Improve Infrastructure
The School completed:
Development of conference and hostel facilities in Nairobi at a cost of Kshs 670 Million
Refurbishment of various buildings and a video conferencing facility in KSG Mombasa at a cost of xxxxxxxxxxxxx
Progression of the Mombasa project from second to seventh floor at a cost of Kshs 400 Million
Infrastructural development projects in KSG Embu at a cost of Kshs 420 Million
Refurbishment of hostels in KSG Baringo at a cost of Kshs 70 Million
Refurbishment of Conference Centre in KSG Matuga at a cost of Kshs 40 Million
13. Automate School functions
Several key functions of the School were automated including:
Development of the online pro forma invoicing system for clients
Development of an online course application module for clients
Installation of an online Smart Timetabling System that was rolled out to all the campuses
Development of an online End of Event Evaluation system
Development of Governance and Compliance System
Deployment of an online help desk.
Sage Pastel Accounting System
Payroll system
Campus wide Network
Security and firewall systems
The School consistently met and surpassed internally generated revenue
performance contracting targets between the 2012/13 and 2014/15 Financial
Years as shown in Table 5. This led to an overall performance rating of "Very
Good" over the Plan period.
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Table 5: KSG Revenue Performance for 2012/13 to 2016/17
Financial Year
2012/2013 2013/2014 2014/2015 2015/2016 2016/17
Revenue 1,530,972,546 1,472,454,218 1,497,049,743 1,829,724,696 1,790,301,533
Expenditure 1,345,934,782 1,410,182,394 1,334,294,144 1,659,172,072 1,599,872,630
Surplus 185,037,764 62,271,824 162,755,601 170,552,624 190,428,903
2.2 Emerging Issues
There are several developments in the School's operational environment which
will have implications on its activities, projects and programs during the Strategic
Plan period. These include:
2.2.1 Decline in the budgetary allocation for training
Reduction of budgetary allocations for training to Government Ministries,
Departments and Agencies (MDAs) who are the School's main clientele poses a
challenge to the KSG. This is because reduction in training allocations implies the
MDAs will sponsor less of their staff for training at the School. This will lead to a
strong likelihood of a reduction in enrolment.
In response to decline in budget, KSG will review its fees upwards in order to
enhance sustainability of programs and meet its obligations. However, increased
fees may reduce the number of participants admitted, thus denying them the
opportunity for training and development. This will in the long run affect quality
of public service delivery and hamper our contribution to the transformation of
the Public Sector.
2.2.2 Legal framework to offer specialized courses
One of the functions of the School as contained KSG Act No. 9 2012 in section 5
(2)(h) stipulates that the School may conduct examinations and award diplomas
and other forms of suitable awards to successful candidates. Programs offered at
the school target participants who have completed tertiary education and are
already in the Public Service. In order to enhance their capacity effectively and
holistically, the school will undertake post graduate training programs including
Masters Degrees. This would be best accomplished through collaboration with
institutions of higher learning. Accordingly therefore, the School is seeking
accreditation as a Specialized Degree Offering Institution under the provisions of
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section 24(1) (a) and 24(2) of the Universities Act (No.42 of 2012) and section5
(1) (h) of the Kenya School of Government Act (No.9 of 2012).
One of the mechanisms for designating the school as a specialized degree-
awarding and research institution, is stipulated under the Universities Act, 2012
Section 24(1), which empowers the President, on the recommendation of the
Commission through the Cabinet Secretary, and with the approval of Parliament
by award of Charter, to establish specialized degree-awarding or research
institutions whose mandate shall be of strategic national importance.
KSG has already initiated the process through office of Cabinet Secretary, Ministry
of Public Service, Youth and Gender Affairs. The School plans to offer post-
graduate programs based on the skills and expertise in the Public Service. The
programs to be offered include:
i. Master’s in Public Administration;
ii. Master’s in Public Finance Management;
iii. Master’s in Public Project Management;
iv. Master’s in Public Policy and Strategy;
v. Master’s in Diplomacy and International Relations.
The programs will be implemented in phases in the Plan period.
2.2.3 Technological Changes
The fast pace of changing technology and an increasingly younger clientele will
compel the School to hasten adoption of new technologies if it is to remain
relevant in its core area of training. The School must devise strategies of adopting
emerging technological changes in improving quality of its services.
2.2.4 Systems Changes
The introduction of the Integrated Financial Management Information System
(IFMIS) has brought about changes in management of financial, accounting and
procurement operations. This is in addition to the changes introduced in the
Public Procurement and Asset Disposal Act, 2015. The introduction of a new ISO
Standard 9001:2015 is likely to compel the School to review the current
certification which was based on ISO 9001:2008. In addition, changes in the
management structure are likely to continue causing challenges in rolling them out
and harmonizing operations.
2.3 SWOT Analysis
Analysis of Strengths, Weaknesses, Opportunities and Threat (SWOT) was carried
out to identify the School’s internal strengths and challenges in relation to external
opportunities and threats. The analysis provided insights that will enable the
School to take advantage of existing opportunities, build on its strengths and
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mitigate the effects of internal challenges and external threats. The SWOT Analysis
is presented in Table 6.
Table 6: SWOT Analysis
Strengths Strategic Implications Strategic Response
Knowledge and understanding of the public sector capacity development needs, systems and procedures
Strengthened niche of the School in the public sector capacity building.
Leverage on the vast knowledge to come up with responsive programs Leverage on the internal capacity and knowledge base to enhance School’s visibility
Qualified, competent and committed staff
Enhanced ability to offer high quality capacity building programs
Appropriate deployment, facilitation and motivation of staff
Establishment of specialized Centers of Excellence
Enhanced capacity to offer specialized training, research and advisory services.
Promote specialization and standardization Continually develop capacity through training and benchmarking
Existence of modern physical infrastructure
Offer quality services to our clients
Aggressive marketing of the physical facilities and programs
Quality training in the Public Service
New and repeat customers Strengthen monitoring, evaluation and reporting for continual improvement
Established partnerships with development partners
Continued financial and technical support
Continually build collaborations and partnerships Establishment of stakeholder/partners’ liaison office Develop a policy framework to deepen collaboration and partnerships
Campuses at strategic locations across the country
Wider reach across the country
Continually enhance visibility and create awareness Intensify marketing of campus specific programs
Committed and visionary leadership
Stable and performing institution committed to modern corporate governance practices
Mainstream transformative leadership Support leadership succession management initiatives. Use senior level leadership to identify and grow leadership at all levels
Weaknesses Strategic Implications Strategic Response
Inadequate capacity for research and consultancy
Over-reliance on external faculty
Explore ways of making the School attractive to academic staff
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Over-reliance on the public sector market
Restricts the School’s market base
Encourage private sector participation
High participant numbers
Makes it difficult for lecturers to connect with participants on a one-on-one-basis
Expand faculty and infrastructure
Opportunities Strategic Implications Strategic Response
Strategically positioned as the only School of Government in Kenya
School of choice in offering leadership and management programs across the public sector
Promote professionalism, clarity, relevance and delivery of the mandate Positioning of the School to continually enhance presence and visibility
Vision 2030 flagship institution
Priority in access to government funding
Align the School’s programs with the goals of Vision 2030 and the government agenda
Government policy requiring MDAs to train in public institutions
Increased demand for services at the School
Enhance accessibility and quality of the products and services
Regional integration African aspiration for 2063 (Agenda 2063)
Increased demand for the School’s services in the region
Continually enhance internal capacity Continually enhance collaborations Develop programs Strengthen Quality Management System
Devolved system of governance
Increased demand for county capacity building programs
Strengthen collaborations and partnerships Develop county specific programs Strengthen research, consultancy and advisory services
Increased interest of development partners in supporting capacity building in the Public Service.
Financial and technical support
Strengthen collaborations and partnerships
Threats Strategic Implications Strategic Responses
Competition from capacity building service providers
Reduction in market share Develop and implement a robust marketing policy framework Enhance School’s visibility
Reduced allocation of funds for training in MDAs
Decrease in number of clients leading to less revenue
Diversification of target clients Lobbying for more training funds
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From the above analysis the school will endeavour to fully implement relevant
strategic responses for effective implementation of its mandate.
2.4 P-PESTEL Analysis
KSG's external environment plays a big role in defining its operations. There are
factors that exist in this external environment which influence the activities and
programs of the School. These can be grouped as Policy, Political, Economic,
Social, Technological, Environmental and Legal (P-PESTEL) factors. An analysis
of these P-PESTEL factors is presented in Table 7.
Table 7: P-PESTEL Analysis
Factor Influences on KSG's Activities
Policy
Existence of policies that may influence the School's training programs and operations. These include among others: National Capacity Building Framework, National ICT Policy; National Gender Mainstreaming Policy; National Disability Mainstreaming Policy; and Human Resource Management and Development Policies in the Public Service, Vision 2030 framework, MTP III, and other Government policy directives.
Change in Government policies can affect the implementation of KSG Plans. The School is dependent on clients from Government MDAs and a major shift in training related policies can have a considerable impact on its operations.
Political
Devolved system of Governance presents opportunities for the School to expand its reach and programs.
Changes in political leadership at the national and county level often lead to restructuring of ministries and departments which may result in change in priorities.
Goodwill of Government to empower public servants.
Economic
Sustained economic growth leads to continued government funding and support to the School.
Rationalization of government budgetary allocation may affect funding of the School's programs.
Factors such as inflation affect the operations of the School by forcing it to procure goods and services at higher prices.
Factors such as taxation affect the compliance obligation of the School.
Socio-cultural
The relatively high level of awareness amongst Kenyans is likely to lead to a demand for high quality services, and transparency and accountability in the School's operations.
Security threats in the country affect operations of some of the campuses.
Socio-economic factors such as poverty and scarce resources, affect the
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Factor Influences on KSG's Activities
operations of the School.
The impact of HIV and AIDS, Cancer, communicable and non-communicable diseases on staff and stakeholders also impact on the School's programs.
The increase in demand for skills development amongst Kenyans is likely to increase the demand for the School's services.
Technological
Rapid change in technology may affect delivery of services.
Access to technologies that facilitate the School's programs including teaching and learning such as e-learning.
Upgrading ICT infrastructure may result in high costs of operations.
e-Procurement and IFMIS provide opportunities for improving service delivery.
Technological changes lead to increased risks at the School.
Environmental
Increased focus on sustainable environmental management globally will compel the School to design its operations and development projects around the environmental sustainability platform.
The School has to plan its projects to comply with national environmental legislation.
Threat of diseases due to environmental pollution.
Opportunities for mounting environmental programs such as waste management and climate change.
Legal
The existence of an Act of Parliament establishing the School
The Constitution of Kenya offers numerous areas for the School to anchor its mandate and programs.
The need to comply with existing laws and regulations and changes may affect the implementation of the Plan.
Litigation and liability arising from multiplicity of laws.
For all the P-PESTEL factors outlined in Table 7, the Kenya School of
Government will exploit the opportunities provided and put in place strategies to
mitigate the effects of the threats.
2.5 Stakeholder Analysis
Stakeholders in the context of this Strategic Plan are individuals or organizations
who are influenced by the operations of the School, or those whose activities have
the potential to influence its own operations. Stakeholder analysis is important
mainly to develop a common understanding of mutual expectations. This allows
the School to gain insights into what stakeholders expect from the School and its
role in meeting these expectations. This framework therefore outlines Kenya
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School of Government’s commitments to its stakeholders. The Stakeholder
Analysis is presented in Table 8.
Table 8: Stakeholder Analysis
Stakeholder Stakeholder Expectations
KSG Expectations
KSG role in meeting the stakeholders expectations
1. National/ County Government
Competent, skilled, knowledgeable and transformed public servant.
Efficient delivery of quality service
Public service delivery
Capacity development of staff.
Undertake regular public sector Training Needs Analysis
Develop and implement competency based training programs.
Ensure quality service delivery in all our entities
2. Public officers Training for knowledge, skills and competence development;
Quality and learner friendly environment.
Deliver service to the Public
Develop and implement affordable training programs
Provide competent trainers
Develop relevant and affordable relevant training programs
Ensure quality service delivery in all our entities
3. Development partners
Accountability in usage of funds.
Improved delivery of services
Support the programs of School.
Provide reliable reports
Deliver programs as per agreements.
4. Public Benefit Organization
Competent, skilled, knowledgeable and transformed public servant.
Efficient delivery of quality service
Deliver complementary public services.
Provide competent trainers
Develop relevant and affordable relevant training programs
Continually improve facilities.
5. KSG Council Accountability by Management
Regular updates on the operations of the School
Policy formulation and oversight
Ensure accountability
Timey submission of requisite reports
Timely and effective implementation of
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Stakeholder Stakeholder Expectations
KSG Expectations
KSG role in meeting the stakeholders expectations
Implementation of Council resolutions
Council resolutions
6. KSG staff Availability of relevant resources/working tools
Stable and progressive organization
Competitive terms and conditions of service
Efficiency and effectiveness in service delivery
Deliver quality services to clients.
Ensure availability of adequate working tools and equipment
Provide favourable terms and conditions of employment.
High Performance levels
Commitment to the KSG mandate
Demonstrate core values
7. Research Institutions
Collaboration in conducting research.
Generation of research based knowledge & dissemination of information.
Identify areas of collaboration;
Share information;
Disseminate joint research findings.
8. Suppliers of goods and services.
Prompt communication and proper item specifications.
Prompt payment
Supply of goods and services.
Timely communication
Generate proper specifications
Prompt payment for delivered goods and services
Ensure due process is followed
9. Media Accurate information Dissemination of information on programs and activities of the School
Fair and accurate reporting and relevant information on the School
10. General Public Effective communication
Prudent use of resources and accountability
KSG service users
Provision of feedback.
Regular engagement of the public on issues of interest.
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Stakeholder Stakeholder Expectations
KSG Expectations
KSG role in meeting the stakeholders expectations
Social responsibility
Public Participation in development and review of our programs
11. or Higher learning institutions
Joint projects
Exchange programs
Sharing the use of facilities and other resources
Generation of knowledge
Knowledge exchange
Mutual projects support
Peer guidance
The School will utilize the information in the Stakeholder Analysis to improve
service delivery to its numerous stakeholders. Strategies will be put in place to
ensure that the needs and expectations of various stakeholders are met.
2.6 Competitor Analysis
The School faces competition in the market mainly from public universities,
Management Development Institutes, Private consultants and specialized training
entities in the public sector. A detailed competitor analysis is presented in Table 8
Table 8: Competitor Analysis
Name of competitor
Factors contributing to their competitive edge
KSG strategic response
Universities Large pool of qualified staff
Longer experience in offering similar training
Different business model
Visibility, image and positioning
Develop a competitive terms and conditions to attract and retain highly qualified staff Develop a comprehensive communication, marketing and branding strategy
Management Development Institutes
Visibility, image and positioning as destination of choice for short courses
Enhance quality of products and services as well as methods of delivery to curve our niche in the market
Private consultants High level of specialization
Aggressive marketing and branding strategies
Flexible engagement terms
Focus on areas of competitive advantage
Enhance marketing strategies
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Specialized training entities in the public sector e.g. Centre for Parliamentary Studies, Judiciary Training Institute and Public Service Commission
Linkage with and alignment to specific public sector institutions
Offering cutting edge services Position ourselves as a training and consultancy institution of choice. Lobby to national and county government for preferential treatment
International Schools of Government
Branding and image
Aggressive marketing
Contribution to national polices
Recognition by government
Develop aggressive communication and marketing strategies
Establish Think Tanks and advisory services to support government agenda
The School will endeavour to exploit the strategic responses provided and put in
place measures for mitigating the effects of competition.
2.7 Critical assumptions
Certain critical assumptions have been made in developing this Strategic Plan.
These include:
a. Retention of existing qualified staff
b. Maintenance of healthy financial position
c. Maintenance of high governance standards
d. Implementation of all policies and procedures
e. Upholding highest ethical standards among staff
f. Development, modernization and maintenance of infrastructure
g. Promotion of creativity, innovation and responsiveness
h. Favourable market response to new products and programs
i. The School will retain the preferential status in public service training
j. Continued goodwill from government and development partners.
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CHAPTER THREE
STRATEGY FRAMEWORK
This chapter covers the strategic intent of KSG, which includes the Vision,
Mission, Core Values, Key Results Areas, Strategic Objectives and Strategies.
3.1 Vision, Mission and Core Values
The Vision, Mission and Core Values will be the guiding principles that will inspire KSG stakeholders, while providing direction towards the strategic goals of the Council. The strategic Vision is a pre-requisite for effective strategic leadership while the Mission is the overriding factor that gives KSG an identity and unique purpose. The Core Values inform decision making through common shared philosophy.
3.1.1 Vision
Excellence in Public Service Capacity Building
3.1.2 Mission
Build capacity of the Public Service by developing core, managerial and leadership competencies for quality public service delivery
3.1.3 Core Values
These are principles guiding operations of the Kenya School of Government.
They School will uphold the following values:
i. Responsiveness – We meet you at your point of need.
ii. Creativity and Innovation – Together exploring uncharted waters.
iii. Integrity – Always doing the right thing.
iv. Inclusivity – We champion an equitable School that is inclusive and
representative of our diverse communities
v. Commitment – We keep our promises.
vi. Excellence – We drive extraordinary results.
3.2 Key Result Areas (KRAs)
In line with KSG’s Vision and Mission, four key result areas, which reflect KSG’s
mandate and responsibilities in the realization of Kenya Vision 2030 have been
identified and will be the pillars of this Strategic Plan. The Key Result Areas are:
1. Capacity Building of the Public Service 2. Consultancy 3. Research and Advisory services 4. Institutional Transformation and Positioning
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3.3 Strategic Objectives
KSG will deliver on the Key Result Areas by implementing the following Strategic
Objectives:
1. Develop and implement relevant training programs
2. Promote research, scholarship and innovation
3. Enhance evidence-based research advisory services
4. Expand consultancy services to support delivery of quality services
5. Develop suitable infrastructure
6. Enhance corporate visibility and positioning of the School
7. Enhance good corporate governance and management in the School
8. Strengthen the human resource capacity of the School
9. Ensure financial sustainability of the School
3.4 Strategic issues, Strategic Objectives, Strategies and Activities Focusing on the four Key Result Areas, KSG will endeavour to achieve results
through implementation of the following strategic objectives, issues, strategies and
activities in the Plan period.
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Table 10: Strategic Results Areas, Strategy and Strategic Objectives
KRA 1: TRAINING Strategic Objective 1: Develop and implement appropriate training programs
Strategic Issues Strategy Activities
1. Changing capacity needs of the Public Service
Introduce continuous monitoring of the capacity needs of the public service
1. Undertake Market intelligence survey 2. Carry out Training Needs Assessment (TNA)
2. Appropriateness and relevance of portfolio of courses offered
Develop relevant business portfolio of capacity building products and services
1. Audit the uptake of KSG programs 2. Develop new programs 3. Develop a handbook of KSG capacity building programs 4. Review programs
3. Content delivery approaches by Faculty
Standardize content delivery methodologies
1. Develop KSG facilitators’ pedagogical statement 2. Build capacity of Faculty in high level facilitation techniques 3. Introduce e-learning platforms in facilitation 4. Attach Faculty to practical work environment in the Public
Service 5. Engage in peer-to-peer learning programs through a robust
alumni database 6. Employ case studies to support evidence based learning 7. Develop and implement a framework of monitoring, evaluating
and reporting
4. Changing Public service policies
Continually engage policy actors to identify and track public policy
1. Mainstream Big 4 in existing programs 2. Develop new programs aligned to Big 4 Agenda 3. Organize Training of Trainers (ToT) for KSG Faculty on
delivery of the Big 4 Agenda 4. Establish a database of Public Policies and track changes
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5. Promote networks and linkages with stakeholders in the Public Service
5. Variegated public service values
Enhance public service professionalism through behavioural and attitude change
1. Develop and lobby that all induction courses for public servants be held at KSG
2. Develop evidence based concept papers for dialogue with policy actors
3. Develop and implement ethics and values programs that enforce compliance to statutory and regulatory obligations
4. Establish Ethical Public Service Community of Practice 5. Monitor, evaluate, report and provide feedback on adherence to
Public Service values and ethics 6. Extend programs to private sector
6. Unknown level of impact of capacity building programs
Harmonize programs and outcomes
1. Carry out a baseline survey, develop a monitoring tool before carrying out the Training Impact Assessment
2. Carry out Training Impact Assessment (TIA) 3. Carry out tracer studies
KEY RESULT AREA 2: RESEARCH AND ADVISORY SERVICES Strategic Objective 1: Promote research, scholarship and innovation
Strategic Issues Strategy Activities
1. Low capacity for policy Undertake policy oriented research 1. Carry out audit of KSG research portfolio
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engaged research 2. Develop KSG research guidelines 3. Develop faculty capacity for research services 4. Undertake new research in areas aligned to national
development priorities, including the Big 4 Agenda
2. Low uptake of research opportunities in the School
Strengthen incentives for research
1. Undertake Baseline Survey on the Status of the Big 4 sectors 2. Strengthen linkages and partnerships for research services and
grants 3. Establish KSG Journal to increase publication outputs 4. Develop a policy on Intellectual Property rights 5. Strengthen collaborative research with KSG alumni 6. Patent research work 7. Capacity building of staff to undertake research
Strategic Objective 2: Enhance evidence-based advisory services
Strategic Issues Strategy Activities
1. Inadequate capacity to provide advisory services
Build technical capacity for advisory services
1. Develop capacity to undertake advisory services (training, structure, attachment and benchmarking)
2. Develop KSG think tank policy framework 3. Create think tanks around key thematic areas 4. Develop guidelines for Advisory Services 5. Organize conferences, symposia, public lectures and seminars 6. Develop policy briefs in strategic priority areas of the Public
Service including Big 4 7. Organize internal academia forums
2. Inadequately fulfilled mandate of advisory services
Promote the School as a reference point for Advisory services in the Public Service
KEY RESULT AREA 3: CONSULTANCY Strategic Objective: 1: Expand consultancy services to support delivery of quality service
Strategic Issues Strategy Activities
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1. Inadequate capacity to
undertake consultancy
2. Inadequately fulfilled
mandate of consultancy
services
Build technical capacity for consultancy services Promote the School as a reference point for consultancy services in the Public Service
1. Undertake an audit of consultancy services portfolio 2. Develop guidelines for consultancy services 3. Implement guidelines for consultancy services 4. Develop capacity of Faculty to undertake consultancies 5. Undertake consultancies in strategic priority areas of the Public
Service 6. Deepen partnerships and collaborations for consultancy
services 7. Create database of potential clients to facilitate organizational
engagement
KRA 4: INSTITUTIONAL CAPACITY
Strategic Objective 1: Develop suitable infrastructure
Strategic Issues Strategy Activities
1. Inadequate physical infrastructure
Undertake structured planning for the School Expand and modernize existing infrastructure
1. Develop infrastructure plan 2. Implement infrastructure plan 3. Upgrade and modernize existing infrastructure
2. Unstructured physical planning
3. Ageing fleet of vehicles Modernize vehicles across the
School
1. Dispose of vehicles which are beyond economic repair
2. Develop Fleet Management Plan
3. Implement Fleet Management Plan
4. Variegated standards Harmonize standards across the
School
1. Develop and implement guidelines
2. Standardize products and services across campuses 3. Develop Standard Operating Procedure for all services
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5. Sub-optimal leverage on ICT to support service delivery
Integrate ICT in the business operations of the school.
1. Carry out KSG ICT needs and risk analysis 2. Develop ICT policy and procedure manual 3. Implement ICT policy and procedure manual 4. Develop and implement ERP and other relevant ICT software 5. Build capacity of ICT department 6. Develop supportive ICT infrastructure 7. Continuous training and capacity building of all employees in
ICT Strategic Objective 2: Enhance corporate presence of the School
Strategic Issues Strategy Activities
1. Insufficiently claimed niche market
Effective brand marketing 1. Establish KSG alumni body
2. Develop and implement a branding and communication
strategy
2. Encroachment into the niche market
Aggressive/assertive marketing Lobby for government support Collaborate with appropriate stakeholders
1. Rebrand KSG aligned to new Vision and Mission
2. Foster linkages, partnerships and collaborations of mutual
interest
3. Competition Provide the highest quality standards of our products and services
1. Increased regional and global presence of the School
2. Develop and implement marketing strategy
Strategic Objective 3: Enhance good corporate governance in the School
Strategic Issues Strategy Activities
1. Inadequate compliance with the principles and practice of good corporate governance
Ensure compliance with statutory and regulatory bodies requirements Promote corporate governance and
1. Develop and implement additional governance policies 2. Implement Mwongozo code 3. Capacity development
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transformational leadership Improve internal structures
Strengthen Quality Management System
1. Monitor operational efficiency and effectiveness of the institution – Quality Management System & Information Security Management Systems
2. Develop KSG Academic Standard Operating Procedure
Strengthen monitoring and evaluation
1. Review and implement a Risk Management Framework 2. Review and enhance performance management and
accountability system 3. Develop and implement a strategic plan monitoring, evaluation
and reporting dashboard
Strategic Objective 4: Strengthen the human resource capacity in the School
Strategic Issues Strategy Activities
1. Restricted ability to attract and retain competent, qualified staff with right attitude
Seek appropriate re-categorization Utilization of external experts
1. Develop and implement competitive pay and benefits structure 2. Develop and implement progressive career guidelines 3. Develop and implement internal communication framework for ease of
staff engagement 4. Lobby for reclassification
2. Inadequately developed institutional culture of excellence, staff capacity and succession management
Undertake capacity building of staff
1. Conduct staff competency assessment 2. Develop staff competency assessment framework 3. Conduct staff skills audit 4. Develop staff capacity building plan 5. Implement staff capacity building plan
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Inculcate positive
institutional culture
1. Carry out an audit of KSG organizational culture 2. Benchmark for a model organizational culture 3. Develop a framework for fit-for-purpose culture 4. Implement a framework for fit-for-purpose culture
Institutionalize Succession
Management planning
1. Develop succession management policy and plan 2. Develop Human Resource Plan 3. Implement succession management policy and plan 4. Implement a Knowledge Management System
Strengthen Performance
Management System
1. Develop performance management policy and guideline 2. Implement performance management policy and guideline 3. Develop and implement a policy on talent management 4. Develop a talent management program for KSG staff 5. Grow capacity and develop a niche
Strategic Objective 5: Ensure financial sustainability of the School
Strategic Issues Strategy Activities
1. Over reliance on the captive market for revenue
Diversify revenue streams Develop and implement revenue diversification strategy
2. Declining allocation of training budget in the Public Sector
Engage policy actors to classify capacity development resources as development expenditure
1. Develop, validate and finalize concept paper
2. Lobby for approval of the concept paper
Strengthen internal control
system
1. Develop and implement Finance policy and procedure manual 2. Develop and implement Procurement policy and procedure manual 3. Develop and implement Pricing policy 4. Develop and implement Debt Management Strategy 5. Implement Business Process Re-engineering
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3. Inadequate Financial Risk Management Strategy
Institutionalize financial risk
management practices
1. Map out possible institutional risks 2. Develop and implement Financial Risk Management Strategy 3. Undertake regular financial audits 4. Develop and implement a business continuity plan
5. Discrepancy in revenue generation against expenditure
Institute austerity measures 1. Develop cost cutting strategy 2. Implement the strategy
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CHAPTER FOUR
COORDINATION AND IMPLEMENTATION FRAMEWORK
4.1 Coordination and Implementation
Implementation of this Strategic Plan will be carried out through the
structures within the Kenya School of Government. This Chapter stipulates
the Accountability Framework and outlines key strategies, which will be
utilized by the School to ensure effective implementation of the Strategic
Plan. In addition, the responsibilities for implementation have been outlined
to enhance accountability. The Chapter further presents the School's
organizational structure and functions of the various departments and units.
The Key Success Factors and Risk Analysis are also outlined.
4.2 Accountability Framework
The overall oversight role will be provided by the KSG Council, while the
responsibility of the overall implementation of this Strategic Plan rests with
the office of the Director General. The holder of the office will be charged
with overseeing the actual implementation of the Plan to meet the Strategic
Objectives set and, in particular, the targets as outlined in the Results Matrix
at the end of this document. She/he will be in charge of providing overall
policy direction in the implementation of all activities outlined in the
Strategic Framework, including the allocation and re-allocation of resources.
Office of DFA will prepare quarterly progress reports outlining
achievements and gaps in implementation, where applicable. Continuous
monitoring of performance will be cascaded to individual levels of relevant
officers. Annual Progress Reports will also be prepared and discussed by
management.
Campus Directors will play the role of general overseer of all activities in the
campuses and will support the implementation of this Strategic Plan by fully
implementing and empowering the campus institutional framework
(policies, procedures and structures) that govern various activities. Campus
Directors will further work closely with the QMS coordinators in ensuring
full implementation and sustenance of ISO certification.
4.3 Strategies for implementing the Strategic Plan
The School will pursue the following strategies to ensure effective
implementation of this Strategic Plan:
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4.3.1 Capacity Development
Continuous training, capacity building and regular appraisal of staff will be
carried out to ensure that they remain capable to implement the School's
programs. This strategy is also in line with the School's endeavour to ensure
that its programs remain relevant to the needs of clients.
4.3.2 Phasing and Sequencing
While the School recognizes the importance of all its programs and
activities, it will prioritize those related to its core mandate and ensure
resources are appropriately allocated in line with this. All programs will be
planned to ensure the most critical are prioritized. In relation to this, several
programs have been identified in this Strategic Plan for immediate
implementation during the 2016/17 Financial Year.
4.3.3 Results Based Management
The Kenya School of Government prides itself as a champion of Results
Based Management. The School recognizes the importance of internal
processes but will focus on the key outputs and impacts relevant to the
needs of clients and stakeholders. In pursuing this strategy, the School will
ensure internal processes are streamlined to facilitate quality service delivery.
4.3.4 Quick Wins
These are programs which can realize results in a relatively short period of
time during implementation of this Strategic Plan. These programs, also
known as quick wins, can be used to demonstrate results, and lessons and
therefore provide impetus for implementation of other programs and
activities. This strategy will complement phasing and sequencing by
providing the programs to be prioritized during the first financial year.
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FIGURE 1: STRUCTURE OF THE KENYA SCHOOL OF GOVERNMENT
FIGURE 2: STRUCTURE OF THE KENYA SCHOOL OF GOVERNMENT
COUNCIL OF THE KENYA SCHOOL OF
GOVERNMENT
DIRECTOR GENERAL
DIRECTOR FINANCE &
ADMINISTRATION
DIRECTOR ACADEMIC AFFAIRS
CAMPUS DIRECTOR
CHIEF MANAGER,
INTERNAL AUDIT
eLDi DIRECTOR
Director Finance and Administration
Deputy Director Finance & Administration
Chief
Manager
Finance &
Accounts
Chief
Manager
Supply
Chain
Chief
Manager
Human
Resource
Chief
Manager
ICT
Chief
Manager
Hospitality
Chief
Manager
Performance
Management
Chief
Manager
Administration
CHIEF
MANAGER,
LEGAL SERVICES
CHIEF MANAGER,
CORPORATE
COMMUNICATION
SERVICES
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FIGURE 3: STRUCTURE OF THE KENYA SCHOOL OF GOVERNMENT
FIGURE 4: STRUCTURE OF THE KENYA SCHOOL OF GOVERNMENT
FIGURE 5: STRUCTURE OF THE KENYA SCHOOL OF GOVERNMENT
4.5 Staffing Levels
Human resources form the most important factor of production. Its development is critical for organizational growth and the ability of the Assembly to meet its desired
Director Academic Affairs
Deputy Director Academic Affairs
Chief Manager
Library Services
Chief Manager, Business
Development & Marketing
Services
Campus Director
Campus Deputy Director
Head
Finance &
Accounts
Head
Supply
Chain
Head
Human
Resource
Head
ICT
Head
Hospitality
Head
Training,
Research,
Consultancy
Head
Admin
Head
Business
Devt.
eLDi Director
eLDi Deputy Director
Head
Finance &
Accounts
Head
Supply
Chain
Head Human
Resource &
Admin
Head
ICT
Head
Training,
Research,
Consultancy
Head
Business
Devt.
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goals. The School will ensure a human resource policy for attraction, development, utilization and retention of staff.
Staffing Levels for the five years
No. Designation Current Staff
Levels
Proposed Staff Levels
Variance
1 Director General 1 1 0
2 Director 8 8 0
3 Deputy Directors 7 8 1
4 Senior Principal/Principal/Senior Lecturer/Lecturer/Research Assistant
84 141 51
5 Chief Managers/Managers 9 17 14
6 Officers (KSG 6-9) 94 281 187
7 Support Staff 272 503 231
TOTAL 475 958 483
Due to the nature of business of the School, categories of staff in Housekeeping and
Catering are core because the facilities they manage generate a substantial portion of
revenue.
4.6 Resource Flows
Implementation of this Strategic Plan will require resources which will be mobilized
by the Kenya School of Government from various sources. This Chapter assesses the
amount of resources to be spent in implementing programs and compares them with
the resources expected to be mobilized by the School over the Strategic Plan period.
While recognizing resources are never adequate for full implementation of projects
and programs, the Chapter has gone ahead to outline some of the resource
mobilization strategies which will be implemented to raise additional funds for
implementation.
4.6.1 Resource Requirements
Implementation of this Strategic Plan will be based on the Strategic Result Areas (SRAs) identified in the Strategic Framework. The resources required for implementation of each SRA for each year are presented in Table 11.
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Table 11: Strategic Plan Resources Requirements for 2018-2023
No Key Result Area Resource Requirements (Million KSh)
Total Resource
Requirements (Million KSh)
2018/19 2019/20 2020/21 2021/22 2022/23
1. Training 72.3 40.6 35.7 41.3 66.9 256.8
2. Research and Advisory 42.7 36.9 38.8 43.8 63.8 226.0
3. Consultancy 8.5 8.2 9 10.6 16.5 52.8
4 Institutional Capacity 1,673.78 2,275.9 2,720.3 2,538.55 2,341.8 11,550.33
Total 1,797.28 2,361.6 2,808.05 2,633.65 2,489 12,085.93
The Table provides a breakdown of the resource requirements for implementation of the four Key Result Areas in the Plan period.
Therefore, the total amount of resources required for Plan period is Kshs 12 Billion.
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4.6.2 Resource Inflows
Kenya School of Government expects to mobilize resources from several sources.
The amounts expected from these sources over the Strategic Plan period are given in
Table 12.
Table 12: Expected Resource Inflows for 2018-2023
No. Source of Funding/
Donor
Expected Resources from Donor (Kshs 000)
Total Expected Resources (Kshs 000)
2018/ 19 2019/20 2020/21 2021/22 2022/23
1. Allocation from the Government 862,116 877,648 961,652 1,054,056 1,155,700
4,911,172
2. Internal Revenue 1,714,630 1,939,195 2,149,157 2,364,073 2,600,480
10,767,535
3. Partner support 52,840 101,000 101,000 101,000 101,000
456,840
Total 2,629,586 2,917,843 3,211,809 3,519,129 3,857,180 16,135,547
As shown in Table 12, the total amount of financial resources expected to be
mobilized by the School over the Strategic Plan period is Kshs 16 Billion. By
comparing this to the total amount required for implementation, Kshs 12 Billion the
School is likely to end up with a surplus of Kshs 4 Billion at the end of the Strategic
Plan period.
4.6.3 Strategies for Mobilization of Additional Resources
The Kenya School of Government will require additional resources if it is to fully
actualize this Strategic Plan. Several strategies will be deployed to mobilize additional
funds for implementation of the programs outlined in this Strategic Plan. These will
include:
i. Intensive marketing of training programs. The School will utilize numerous
channels to market its training programs and increase enrolment. This will
include enhancing marketing to clients outside its traditional base of the Public
Service to the county governments, private sector and non-governmental
organizations.
ii. Expansion of programs through establishment of more satellite campuses and
introduction of evening and weekend classes to tap into the market of those
unable to attend classes during regular hours.
iii. Increasing revenue from consultancy and research. The two functions will be
strengthened through establishment of linkages with Ministries, Departments,
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Agencies and county governments, and other partners for purposes of
addressing identified needs or gaps.
iv. Generation of additional revenues from Conferencing, Catering and
Housekeeping. Hiring of the School's facilities in all the campuses will be
streamlined to generate additional income. However, in doing so, the School
will ensure it does not compromise the quality of services to its regular clients.
v. Strengthening of linkages with key partners namely, the national government;
county governments; development partners; and non-governmental
organizations.
4.7 Risk Management
A risk is the probability or chance of a loss or negative effect on the operations or
performance of an organization. Risks are, in the context of this Strategic Plan,
factors which have a likelihood of negatively influencing the implementation of
projects and programs. The Kenya School of Government has little influence over
these risks. However, there is need to identify them and develop mitigation strategies
for managing any negative effects that may result from occurrence of the risks. The
Risk Analysis for the School is outlined in Table 4. The analysis has grouped these
risks into five categories namely: Strategic Risks; Organizational Risks; Operational
Risks; Financial Risks; and Technological Risks.
i. Strategic Risks are the prospective adverse impact on the business arising from
poor strategic decisions, improper implementation of decisions; or lack of
responsiveness to changes in the operational environment.
ii. Organizational Risks threaten the implementation of the Strategic Plan due to
internal capacity or structural issues.
iii. Operational Risks arise from capacity inadequacies in the course of
implementation of planned programs and activities.
iv. Financial Risks emanate from failure to either mobilize adequate funds or lack
of prudence in financial resource utilization.
v. Technological Risks are associated with deficiencies in Information and
Communication Technology, or related thereto.
For each risk factor, measures which the School plans to put in place for mitigation
have also been outlined. The comprehensive Risk Analysis and Mitigation has been
presented in Table 13.
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Table 13: Risk Analysis and Mitigation
Risk Factor Areas of Risk Likelihood Consequence MI Risk Level Mitigation
1. Human Resources
Recruitment
Integrity and honesty
Skills and competence
Employee relations
Employee wellness
Employee retention
Occupational health and safety
3
2
6
Medium
Develop appropriate policies, guidelines and procedure manuals
2. Knowledge and Information Management
Availability of information
Integrity of information data
Relevance of information
Safeguarding information
3
3
9
High Open an integrated knowledge repository
3. Litigation
Claims by employees, public service providers or third parties
2
3
6
Medium
Enhance legal compliance Sensitize employees on legal matters
4. Information Technology
Security of the ICT system
Technology availability (uptime)
Applicability of infrastructure
Integration/interface of systems
3
3
9
High
Update and integrate IT systems and infrastructure
5. Third party performance
Outright failure to perform
Failure to perform on time
3
3
9
High
Adhere to the provisions of Public Procurement and Asset Disposal Act
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Risk Factor Areas of Risk Likelihood Consequence MI Risk Level Mitigation
Inadequate performance
6. School assets Destruction, loss or theft 2
3
6
Medium
Develop and implement Assets Management Policy
7. Procurement risks
Quality of goods and services
Cost of goods and services
Lead time
3
2
6
Medium
Adhere to the provisions of Public Procurement and Asset Disposal Act
8. Compliance and regulatory
Failure to monitor or enforce compliance
Fines and penalties
2
3
6
Medium
Sensitize employees and comply with relevant legal provisions
9. Fraud and corruption
Illegal or improper acts resulting in loss of assets and finances
3
3
9
High Implement Code of Conduct and Corruption Prevention policy
10. Service delivery
Quality of service
Cost of services
Availability of service
Timeliness of services
3
3
9
High Develop Service Charter
11. Financial Cash flow inadequacy
Financial loss
Wasteful expenditure
Budget allocation
Revenue collection
Increasing operational expenditure
3
3
9
High Adhere to the provisions of Public Financial Management Act
Page | 54
Risk Factor Areas of Risk Likelihood Consequence MI Risk Level Mitigation
12. Reputation Integrity of top management
Reliability of goods and service delivery
Customer care
2
3
6
Medium
Develop and implement communication strategy
13. Social environment
Communication channels
Cultural integration
Entrenchment of values and ethics
2
3
6
Medium Develop and implement communication strategy
14. Legislative environment
Changes in legislation
Enforcement of law
Conflicting legislation
3
2
6
Medium
Sensitize stakeholders on the provisions of new laws
15. Economic environment
Inflation
Foreign exchange fluctuation
Interest rates
3
2
6
Medium Implement Finance Policy
16. Technological environment
Advances in technology
Changes in technology
3
3
9
High Develop and implement ICT policy
17. Disaster recovery Disaster Management
Contingency planning
3
3
9
High Develop and implement disaster management policy
Page | 55
4.2.1 Risk assessment
The risks have been assessed against the likelihood of occurrence and impact in case of
crystallization as follows:-
(a) Likelihood has been categorized as follows:-
Level Likelihood Description
3 Likely Event will probably occur in most circumstances.
Event will probably occur at least once a year
2 Unlikely Event might occur at some time, moderate probability of occurrence.
Event might occur at least once every 2 years.
1 Very unlikely
Event could occur at some time, low probability of occurrence.
Event could occur at least once every 5 years.
(b) Consequences have been categorized as follows;-
Level Consequence Description
3 High A risk event that if it occurs one or more stated objectives will fall below acceptable levels.
2 Medium A risk event that if it occurs one or more stated objectives will fall below goals but above minimum acceptable levels.
1 Low A risk event that if it occurs will have little or no impact on achieving outcome objectives.
The risks were evaluated as follows;-
Magnitude of Impact
Likelihood
Consequences
Low Medium High
1 2 3
Likely 3 3 6 9
Unlikely 2 2 4 6
Very Unlikely 1 1 2 3
The Risks have then been evaluated as High, Medium and Low. The evaluation has
considered:-
1. The importance of the activity to the Business of KSG
2. The amount of control KSG has over it 3. Potential losses to KSG 4. Any benefits or opportunities presented by the risk
Page | 56
4.2.2 Risk Evaluation
The risks assessed shall be treated as follows;
Rating Ranking Action
7-9 High Needs corrective action within the first year
4-6 Medium Needs corrective action within the Plan period
1-3 Low Does not currently require corrective action
Page | 57
CHAPTER FIVE
MONITORING, EVALUATION AND REPORTING
KSG will apply both quantitative and qualitative techniques to monitor the planned
performance of its respective units/departments/divisions.
Major techniques of monitoring and evaluation to be used will be variance analysis,
ratio analysis and budgets.
Variance Analysis: Departments will compare performance targets with the relevant
actual results and identify variances. As a consequence of variance analysis and
identification of causes, Management shall take appropriate remedial action.
Ratio Analysis: Ratio analysis is concerned with efficiency related objectives. The
ratios will be calculated quarterly, semi-annually and annually and the actual ratios will
be identified and analyzed. This analysis will invoke appropriate remedial action.
Budgetary Control: Actual results will be continually checked against planned results
and variances investigated. If necessary, action plans will be changed to bring them in
line with the budgeted results; or the budget will be amended to take account of new
developments that require action.
Monitoring the implementation of the Strategic Plan constitutes systematic tracking
of activities and actions to assess progress. Progress is measured against specific
targets and schedules included in the Plan. This is followed by analyzing and
reporting the information to various users. This helps them remain alert to any short
falls or deviations, by taking early corrective action.
Effective monitoring also helps to identify difficulties and problem areas, and to take
immediate remedial action, thereby ensuring targets are achieved. Regular reporting at
all levels is necessary for follow-up and record keeping. The following M & E
framework will be put in place by the School in order to ensure effective
implementation of the Strategic Plan:
5.1 Strategic Implementation Team
The School will establish a corporate strategy implementation team to follow up and
ensure strategies are being implemented, performance is being measured, progress
reports are made and discussed, and corrective action is taken where necessary.
5.2 Cascading the Plan
The Strategic Plan must translate to work. The Plan will therefore be cascaded
downwards to the lowest positions. This will help each member of staff to
understand and Plan for their respective roles. Detailed work plans with clear
performance indicators and responsibility for their achievement will be developed.
Page | 58
The Plan will also be cascaded through the National Performance Contracting
Framework and targets in the performance contract will be determined based on the
strategies in the Plan.
5.3 Data and Information Collection Procedures
Elaborate data and information collection templates and procedures will be
developed to measure performance as per the indicators and report to management.
The reports will describe actions taken by the departments toward achieving the
specific strategies of the Plan and will include achievements, challenges and emerging
issues, costs, benefits and recommendations.
5.4 Regular Meetings
Monthly review meetings at the departmental level will be scheduled to ensure
implementation is on track. At least quarterly, review meetings at Management level
will be scheduled to give and receive feedback. The Strategic Plan and its
implementation is a responsibility of the Directors of the School. Thereafter,
quarterly progress reporting will be an agenda item in Council meetings.
5.5 Strategic Plan Review
Annual evaluation will be conducted to indicate the extent to which the School has
implemented the Plan. A comprehensive review of the Strategic Plan will be
undertaken at the mid–term to ensure it remains relevant, feasible and delivers
outputs that contribute to sustainable development.
Page | 59
APPENDIX 1: IMPLEMENTATION MATRIX
KEY RESULT AREA 1 TRAINING
Strategic Issues i. Changing capacity needs of the Public Service ii. Appropriateness and relevance of portfolio of course offered iii. Content delivery approaches by Faculty iv. Changing public service policies v. Variegated public service values vi. Unknown level of impact of capacity building programs vii. Minimal uptake of KSG programs in the continent
Strategic Objective 1: Develop and implement relevant training programs Strategies Activities Expected Output Output Indicators Respo
nsible Person
Budgetary Requirements (Million KSh)
Performance Targets
2018/ 19
2019/ 20
2020/ 21
2021/ 22
2022/ 23
2018/ 19
2019/ 20
2020/ 21
2021/ 22
2022/ 23
Institutionalize continuous monitoring of capacity needs of the public service
Undertake market intelligence survey
Market Intelligence survey report in place
Number of activities from the report implemented
DAA 2.4 - - - - - - - -
Carry out training needs assessment
Training Needs Assessment report in place
Number of activities in the TNA report implemented
DAA 2.2 - - - 1.0
1 - - - -
Develop relevant business portfolio of capacity building products and services
Audit uptake of KSG programs
Report on uptake of KSG programs in place
Number of KSG programs audited
DAA 0.5 - - 0.5 - - - - -
Review KSG
training calendar Report on reviewed training calendar in place
New training calendar developed
DAA 0.5 0.5 0.5 0.5 0.5 calendar
calendar calendar calendar
Develop new programs
Curriculum on new programs
Number of new training programs
DAA 2.1 2.1 2.1 2.1 2.1 3 3 3 3
Page | 60
developed in place developed
Develop a handbook of KSG capacity building programs
Handbook of KSG capacity building programs in place
Number of handbooks produced and distributed
DAA 2.0 - - 2.0 - Handbook
Review existing programs
Report on existing programs reviewed in place
Number of existing programs reviewed
DAA 2.5 2.5 2.5 2.5 2.5 5 5 5 5
Standardize content delivery methodologies
Develop KSG
facilitators’ pedagogical statement
Facilitators’ pedagogical statement in place
Number of faculty trained in use of the pedagogical approach
DAA 1.0 1.0 - 1
Build capacity of faculty in high level facilitation techniques
Report on capacity building of faculty in high level facilitation techniques in place
Number of faculty trained in high level facilitation techniques
DAA 0.5 0.5 - 109 - - 109
-
Attach faculty to practical work environment in the public service
Annual progress reports on faculty attached in place
Number of faculty attached to practical work environment in the public service
DAA 0.3 5.0 5.0 5.0 5.0 frame
work 27 27 27 28
Engage in peer-
to-peer learning
programs
Annual progress reports on Peer-to-Peer learning programs held in place
Number of Peer-to-Peer learning programs held
DAA 1.0 5.0 5.0 5.0 5.0 framew
ork 15 15 15 15
Establish a robust
alumni database
Alumni database in place
Number of alumni in the database
DAA 1.0 1
Page | 61
Employ case
studies to support
evidence based
learning
Annual progress report on use of case studies in place
Number of case studies developed and implemented
DAA 1.0 0.6 0.6 0.6 0.6 5 5 5 5 5
Develop and
implement a
framework of
monitoring,
evaluating and
reporting
Progress monitoring and evaluation reports in place
Number of monitoring and evaluation reports
DAA 1.0 0.4 0.4 0.4 1.0 M&E 20 20 20 20
Continuously engage policy actors to identify and track public policy
Mainstream ‘Big 4 Agenda’ in existing programs
Progress reports on mainstreaming of ‘Big 4 Agenda’ in existing programs in place
Number of existing programs in which ‘Big 4 Agenda’ is mainstreamed
DAA 1.2 0.9 0.5 0.5 2 6 5 3 3 8
Develop and implement new programs aligned to the ‘Big 4’ Agenda
Curriculum aligned to ‘Big 4 Agenda’ operationalized
Number of new aligned to ‘Big 4 Agenda’
DAA 1.6 1.2 1.2 1.2 1.5 3 2 2 2 2
Organize Training of Trainers (ToT) for KSG faculty on delivery of the Big 4 Agenda
Report on ToT for KSG faculty on delivery of Big 4 Agenda’ in place
Number of faculty trained on delivery of Big 4 Agenda
DAA 0.8 - - - 1.0 109 - - - 109
Establish a database of public policies and track changes
Database of public policies operationalized
Number of policies in the database
DAA 1.8 0.5 0.5 0.5 1.5 Data
base Data base
Data base
Establish networks and linkages with stakeholders in
Progress reports on networks and linkages established in place
Memorandum of understating (MoUs) Number of
DAA 0.6 0.6 0.6 0.6 0.6 5 5 5 5 5
Page | 62
the public service networks and linkages established Minutes of meetings with stakeholders
Organize symposia on emerging public sector issues
Reports on series of symposia organized in place
Number of symposia held
DAA 2.0 2.0 2.0 2.0 3.0 20 20 20 20 20
Enhance public service professionalism through behavioral and attitude change
Develop and lobby for all induction courses for public service to be held at KSG
Curriculum on induction for difference cadres and levels operationalized Progress reports on lobby meetings in place
Number of induction programs developed
Number of runs of induction programs
Minutes of lobby meeting
Directive inform of circular ring fencing induction programs
DAA 0.8 0.4 0.4 0.4 0.8 1 1 1 1 100%
Develop a concept paper that is evidence based for dialogue with policy actors
Concept paper for dialogue with policy actors operationalized
Minutes of meetings with policy makers
DAA 0.6 0.2 - - 0.6 1 1 - - 1
Page | 63
Develop and implement ethics and values programs that enforce compliance to statutory and regulatory obligations
Ethics and values programs that enforce compliance to statutory and regulatory obligations operationalized
Number of programs developed Number of program runs
DAA 2.5 1.5 1.5 1.5 2.5 2 2 2 2 2
Establish ethical public service community of practice
Ethical Public Service Community of Practice operationalized
Number of registered members Minutes of meetings Progress reports on activities of the community
DAA 0.9 0.5 0.5 0.5 0.5 1 1 1 1 1
Develop a framework for monitoring, evaluating and reporting on adherence to public service values and ethics
Monitoring, evaluation and reporting framework operationalized
Status reports on adherence to public service values and ethics in place
DAA 1.0 0.8 0.8 0.8 1.5 M&E 1 1 1 1
Harmonize programs and outcomes
Carry out a baseline survey
Baseline survey report
Number of programs harmonized with outcomes
DAA 1.5 1.0 - - 1.0 1 1 - - 1
Develop a monitoring tool
Monitoring tool operationalized
Number of programs tracked
DAA 0.6 0.4 0.4 0.4 0.8 M&E 1 1 1 1
Carry out Training Impact
TIA progress reports in place
Number of TIAs undertaken
DAA 5.0 - - 1.5 5.0 1 - - 1
Page | 64
Assessment (TIA)
Undertake tracer studies
Progress reports on tracer studies undertaken
Number of cohorts tracked
DAA 2.8 1.0 1.0 1.0 3.0 2 2 1 1 3
Expand KSG presence in the Continent
Collaborate with Management Development Institutes (MDIs) and Continental Associations
Collaborations with MDIs and Continental Associations established
Signed Memoranda of Understanding Minutes of meetings Progress reports of planned activities
DAA 0.8 0.8 0.8 0.8 0.8 4 - - - 4
Establish e-learning platforms in facilitation to increase access of KSG programs
e-Learning platforms operationalized
Number of e-learning platforms established Number of participants accessing KSG e-learning platforms
DAA 4.3 - - - - Plat
form
Create a knowledge sharing portal
Knowledge sharing portal operationalized
Number of persons using the knowledge sharing portal
DAA 8 2 2 2 2 portal - - - -
Develop and implement program on effective cities on urban areas management
Program on effective cities and urban areas management developed and operationalized
Number of participants Number of programs runs
DAA 1.2 0.5 0.5 0.5 0.5 1 1 1 1 1
Page | 65
Establish Sustainable Development Goals (SDGs) for a
Fora for SDGs operationalized
Number of fora held
DAA 1.5 1.0 1.0 1.0 1.0 1 1 1 1 1
Organize conferences and symposia on emerging public service issues in Africa
Progress reports on conferences and symposia held
Number of delegates attending conferences and symposia Number of conferences held
DAA 4.0 3.0 3.0 3.0 3.0 1 1 1 1 1
Develop and implement regional programs on ethics and integrity
Ethics and integrity programs operationalized in the region
Numbers participants attending Number of programs runs
DAA 3.0 3.0 3.0 3.0 3.0 1 1 1 1 1
KEY RESULT AREA 2: RESEARCH AND ADVISORY
Strategic Issues 1. Low capacity for policy engaged research
2. Low uptake of research opportunities
3. Inadequate capacity to provide advisory services
4. Inadequately fulfilled mandate of advisory services
Strategic Objective 1: Promote research, scholarship and innovation
Strengthen incentives for research
Undertake baseline surveys on the status of ‘Big 4 Agenda’
Baseline survey report in place
Number of baseline surveys undertaken on ‘Big 4 Agenda’
DAA 4 - - - - 1 - - - -
Establish linkages and partnerships for research services and grants
Linkages and partnerships established
Number of linkages and partnerships established
DAA 1.0 1.0 1.0 1.0 1.0 6 6 6 6 6
Page | 66
Establish KSG Journal to increase publication outputs
KSG Journal in place
KSG journal published and launched
DAA 3 2 2 2 2 1 1 1 1 1
Develop a policy on intellectual property rights
Policy in place Number of innovations; No. of patents
DAA 1.0 - - - 1.0 1 - - - -
Establish collaborative research with KSG alumni
Collaborative research with alumni established
Number of collaborative research undertaken
DAA 2.0 2.0 2.0 2.0 2.0 2 2 2 2 2
Develop Encyclopedia of public service
Encyclopedia of public service in place
Number of encyclopedia published
DAA 1.8 1.5 1.5 1.5 1.5 Vol 1 Vol 2
Vol 3 Vol 4
Vol 5
Undertake policy
oriented research
Carryout audit of KSG research portfolio
Audit report in place
Number of programs audited
DAA 0.6 - - - 0.8 1 - - - 1
Develop KSG Research Guidelines
KSG Research Guidelines in place
Number of research undertaken
DAA 1.0 0.6 - - 1.0 1 1 - - 1
Develop faculty capacity for research services
Report on faculty capacity building activities in place
Number of faculty trained
DAA 1.9 1.2 1.2 1.2 2.5 109 109 109 109 109
Undertake research in areas aligned to national development priorities, including the ‘Big 4’ Agenda
Report in research undertaken in place
Number of research undertaken
DAA 2.0 3.0 4.0 5.0 6.0 2 3 4 5 6
Strategic Objective 2: Enhance evidence based advisory services
Build technical capacity for
Develop capacity to undertake
Report on faculty capacity building
Number of faculty trained
DAA 1.9 1.2 1.2 1.2 2.5 109 109 109 109 109
Page | 67
advisory services advisory services activities in place
Develop KSG think tank and advisory services policy framework
Think tank and advisory policy framework in place
Number of expert advisories undertaken
DAA 1.0 0.4 0.4 0.4 1.0 1 1 1 1 1
Promote the School as a reference point for advisory services in public service
Create think tanks
around key
thematic areas
Thinks tanks in place
No. of expert advisories undertaken
DAA 2.5 3.5 4.5 5.5 6.0 2 3 4 5 6
Organize
conferences,
symposia, public
lectures and
seminars
Reports on conferences, symposia, public lectures and seminars in place
Number of fora held
DAA 7.0 8.0 9.0 9.5 10.0 26 26 26 26 26
Develop policy
briefs in strategic
priority areas of
public services,
including the Big
4 Agenda
Report on studies undertaken
Number of policy briefs developed and submitted
DAA 1.0 1.5 2.0 2.5 3.5 1 2 3 4 5
Organize internal
academic fora
Progress reports on internal academic fora in place
Number of fora organized
DAA 10 10 10 12 12 61 61 61 61 61
KEY RESULT AREA 3: CONSULTANCY SERVICES Strategic Issues 1. Inadequate capacity to provide consultancy services
2. Inadequately fulfilled mandate of consultancy services
Strategic Objective 1: Expand consultancy services to support delivery of quality services
Build technical capacity for consultancy
Undertake an audit of consultancy
Audit report in
place
Number of
consultancies
services audited
DAA 0.6 - - - 0.8 1 - - - 1
Page | 68
services services portfolio
Develop and implement consultancy services guidelines
Consultancy
services
guidelines in
place
Number of
consultancy
services offered
DAA 1.0 0.6 - - 1.0 1 1 - - 1
Develop faculty capacity for undertaking consultancy services
Report in place Number of
faculty trained
DAA 1.9 1.2 1.2 1.2 2.5 109 109 109 109 109
Promote the School as a reference point for consultancy services in the public service
Undertake consultancy in strategic priority areas of public service, including the ‘Big 4’ Agenda
Report in place Number of
consultancies
undertaken
DAA 3.0 4.0 5.0 6.0 8.0 6 8 10 12 16
Deepen linkages and collaborations for consultancy services
Report in place Number of
linkages and
collaborations
DAA 1.2 1.4 1.6 2.0 2.5 8 10 12 15 20
Create database of potential clients to facilitate organizational engagement
Database in place No. of clients in
the database
No. of clients
engaged
DAA
0.8 1.0 1.2 1.4 1.6 1 1 1 1 1
KRA 4: INSTITUTIONAL CAPACITY
Strategic Issues 1. Inadequate physical infrastructure 2. Unstructured physical planning 3. Variegated standards 4. Sub-optimal leverage on ICT to support service delivery 5. Insufficiently claimed niche market 6. Encroachment of the niche market
Page | 69
7. Aggressive competition from universities and private entities 8. Inadequate compliance with the principles and practice of good corporate governance
1. Strategic Objective 1: Develop suitable infrastructure.
Strategies Activities Expected Output Output Indicators Responsibility Centre
Budgetary Requirements (Million Kshs)
Performance Targets
2018/ 19
2019/ 20
2020/ 21
2021/ 22
2022/ 23
2018/ 19
2019 / 20
2020/ 21
2021 / 23
2022 / 22
Improve School Infrastructure
Upgrade and
modernize
existing
infrastructure
(Built space)
Upgrade of existing infrastructure
Modernized infrastructure
DFA 303.6 18.5 8 5 3 100% 100% 100% 100% 100%
Develop KSG
infrastructure
master Plan
Improved physical Planning and development of the School’s infrastructure
Master Plan for the School and campuses
DFA 3.5 - - - - Master Plan
- - - -
Implement KSG
Master Plan
Improved physical Planning and development of the School’s infrastructure
Annual implementation report
DFA - 1,033.9
1269.2
1009 750 500 Report Report Report Report
Develop Fleet
Management
Master Plan
Improved efficiency in management of the fleet of the School
Master Plan for fleet management
DFA 2 0 0 0 0 Master Plan
- - -
Implement Fleet
Management
Master Plan
Improved efficiency in management of the fleet of the School
Annual implementation report
DFA 29 27.5 6 29 27.5 Report Report Report Report Report
Harmonize
standards across
the school
Develop and
Review of
guidelines on
Uniformity of services across the school
KSG standards guidelines operationalized
DFA 3 - - 1.5 - Guidelines
- - Reviewed guidelines
Page | 70
standardization
Standardize
products and
services across
campuses
Uniformity of services across the school
Annual implementation report
DFA 216.6 111.3
98.2 70 60 100% 100% 100% 100% 100%
Develop and
review standard
operating
procedures for all
services
Uniformity of services across the school
Operationalized standard operating procedures
DFA 7 - - 3.5 - Report - - Report -
Integrate ICT in the business operations of the school
Carry out KSG ICT needs, risk analysis and review
Increased automation levels
Baseline automation Report Mid-term review report
DFA 1.5 - - 0.75 Baseline report
- - Review report
-
Develop and review ICT policy, standards and procedure manual
Effective ICT
governance and leadership
Operationalized policies, standards and procedure manual
DFA 1 0.5 Report - - Report -
Implement ICT policy, standards and procedure manual
Improved service delivery
No. of innovative software, supportive infrastructure implemented, and staff trained
DFA 240.3 71.4 61.5 129.9 89.4 Progres
s report
Progr
ess
repor
t
Progr
ess
repor
t
Progress
report
Progress
report
Strategic Objective 2: Enhance corporate visibility and positioning of the School
Improve branding, effective communication and visibility of the School
Develop and review of communication strategy
Improved internal and external communication
Operationalized Communication strategy
DFA 3.24 - - 1 - Report - - Report -
Implement a communication
Improved internal and external
Report on staff sensitized on
DFA 0.5 - - 0.5 - Report- - Report -
Page | 71
strategy communication Communication strategy
Effective brand
marketing
Develop
marketing and
branding
strategy
Improved branding and marketing at the school
Marketing and branding manual
DFA 3.74 - - 1 - Report - - Review Report
-
Implement KSG
marketing and
branding
strategy
Improved brand Annual Progress reports
DFA 40 40 40 40 40 Report Report Report Report report
Establish KSG
alumni
Increased visibility and presence
Alumni Portal Alumni desk
DFA 2 - - - - Report - - - -
Foster linkages,
partnerships and
collaborations of
mutual interest for
increased local,
regional and global
presence of the
School
Consultative
meetings
Increase visibility and presence
No of collaboration and partnerships established
DG 2 2 2 2 2 2 2 2 2 2
Strategic Objective 3: Enhance good corporate governance and management in the School
Promote corporate governance and transformational leadership
Develop and review various policies to enhance corporate governance
Improved governance systems
Operationalized policies
DFA 0.5 - - 0.5 - 100% - - 100% -
Implement various policies to enhance corporate governance
Improved governance systems
Progress reports DFA 1.5 1.5 1.5 1.5 1.5 100% 100% 100% 100% 100%
Page | 72
Ensure compliance with statutory provisions
Improved governance systems
Compliance certificates
DFA 0.5 0.5 0.5 0.5 0.5 100% 100% 100% 100% 100%
Implement Mwongozo
Mwongozo implementation checklist
% implementation of the Mwongozo checklist
DG 2 2 2 2 2 100% 100% 100% 100% 100%
Development and review of KSG Strategic Plan
Defined strategic direction of the school
Operationalized strategic Plan
DFA 3 - - 1.5 - Plan - - Reviewed Plan
-
Improve internal processes
Monitor operational and effectiveness of the institution – QMS and ISMS
Compliance with requirements of certifications
An operational ISO & ISMS standard
DFA 6 6 6 6 6 100% 100% 100% 100% 100%
Review and implement a risk management framework
Efficiency in operations
Revised risk framework
DFA 0 5 5 5 1 100% 100% 100% 100% 100%
Review and enhance the performance management system
Efficiency in operations
% Increase in performance index
DFA 2 2 2 2 2 2% 2% 2% 2% 2%
Develop and implement a strategic Plan monitoring dashboard
Effective monitoring and evaluation of strategic plan
reports on status of implementation of Plan
DFA 0 6 1 1 1 100% 100% 100% 100% 100%
Page | 73
Strategic Objective 4: Strengthen the human resource capacity of the School
Strategies Activities Expected Output
Output Indicators
Responsi
bility Cent
re
Budgetary Requirements (Million KSh)
Performance Targets
2017/
18
2018/
19
2019/
20
2020/ 21
2021/
22
2016/ 17
2017/ 18
2018/ 19
2019/ 20
2020/ 21
Attract and retain a talented and diverse workforce
Develop and implement competitive pay and benefits structure
A competitive and integrated pay and benefits system in place
No. of competitive pay and benefits packages implemented
DFA 760 854 1,000 1,100 1,200 One
payroll
- -- - -
Develop and implement progressive career guidelines
Career guidelines developed and implemented
Operational career guidelines
DFA 2 5 3 2 2 Report
Report
Report
Report
Report
Develop and
implement
internal
communication
framework for
ease of staff
engagement
Increased staff engagement
Internal Communication framework
DFA - 2 2 2 2 - - Report Report Report
Staff capacity building
Develop staff competency assessment framework
A competency framework developed
No of competency assessment frameworks developed
DFA - 3 - 1 - - - 1 - -
Conduct staff competency assessment
Competency Assessment undertaken
No. of competency assessment undertaken
DFA - 4 - - - - - 1 - -
Page | 74
Conduct staff skills audit
Staff Skills Audit conducted
No. of skills audit conducted
DFA - 4 - - - - - 1 - -
Develop staff capacity building Plan
Capacity building Plan developed
No. of Capacity Building Plans
DFA - 1 - - - - 1 - - -
Implement staff capacity building Plan
Capacity building Plan implemented
No. of staff who have benefited
DFA 8.4 8.5 10 15 20 Report Report Report Report Report
Develop and implement fit–for–purpose culture
Carry out an audit
of KSG
organization
culture
Audit of KSG
organization culture carried out
No. of audits DFA - 2 - - - - - 1 - -
Benchmark for a
model
organization
culture
Benchmarking exercise on a model organizational culture undertaken
No. of benchmarking exercises
DFA - - 4 - 3 - Report - - Report
Develop and
implement a
framework for fit-
for –purpose
culture
Framework for fit-for- purpose culture developed and implemented
An implementable framework for fir-for-purpose framework
DFA - 2 2 3 4 - - Report Report Report
Succession Management
Develop and implement effective Succession Management policy and Plan
Succession Planning Policy and Plan developed and implemented
An operational Succession Management Policy and Plan
DFA - 5 7 9 10 - - Report Report Report
Develop and implement Human Resource Plan
Human Resource Plan developed and implemented
Operational Human Resource Plan
DFA - 10 20 25 35 - - Report Report Report
Page | 75
Implement a knowledge management system
Knowledge Management System implemented
Operational knowledge repository
DFA - 3 3 3 3 - - Report Report Report
Implement Performance Management System and cascade to all levels:
Develop and implement a comprehensive KSG performance management policy and guideline
Comprehensive KSG performance management policy and guideline developed and implemented
A Comprehensive KSG performance management policy and guideline
DFA - 5 3 3 3 - - Report Report Report
Develop and implement a rewards and recognition system
Rewards and recognition system developed and implemented
A reward and recognition system
DFA 3 10 12 15 20 Report Report Report Report Report
Recognize and celebrate the value and contributions of staff
Staff recognized and celebrated
A recognition and celebration system
DFA 2 3 3 5 5 - - Report Report Report
Identify, develop and nurture talent in KSG
Develop a policy on talent management
Policy on talent management developed
A talent management policy
DFA - 2 3 4 4 - - Policy Docum
ent
Develop and implement a talent management program for KSG staff
Talent management program developed and implemented
A talent management program for staff
DFA - 10 15 20 25 - - Report Report Report
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Strategic issues 2. Over reliance on the captive market for revenue 3. Declining allocation of training budget in the public sector 4. Declining interest income as a result of restrictions on financial investment 5. Inadequate Financial Risk Management Strategy
Strategic Objective 5: Ensure financial sustainability of the school
Budgetary Requirements (Million Kshs)
Performance Targets
Strategies Activities Expected Output
Output
Indicators Responsibility Centre
2018/ 19
2019/ 20
2020/
21
2021/ 22
2022/ 23
2018/ 19
2019/ 20
2020/ 21
2021/ 22
2022/ 23
Diversify
revenue
streams
Develop and implement
revenue diversification
strategy
Revenue diversification strategy in place
No. of revenue
streams
implemented
DFA 3 - - - - 1 - - - -
Engage policy actors to classify capacity development resources as development expenditure
Develop, validate and
finalize concept paper
Concept paper in place
No. of activities in the Concept paper implemented
DFA 1 - - - - 1 - - - -
Lobby for approval of
the concept paper
Concept
paper
approved
Capacity building resources classified as development expenditure
DFA - - - - - - 1 - - -
Strengthen internal control system
Develop and implement finance policy and procedure manual
Finance policy and procedure manual in place
% of increase in revenue
DFA 0.9 - - - - 20% 40% 60% 80% 100%
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Develop and implement procurement policy and procedure manual
Procurement policy and procedure manual in place
No. of activities in the policy implemented
DFA 0.9 - - - - 1 - - - -
Develop and implement pricing policy
Pricing policy in place
% of revenue increase
DFA 0.9 - - - - 20% 40% 60% 80% 100%
Develop and implement
Debt Management
Strategy
Debt Management Strategy in place
% of reduction in debt
DFA 2 - - - - 10% 20% 30% 40% 50%
Implement Business
Process Re-engineering
Report on Business Process Re-engineering in place
No. of processes re-engineered
DFA 5 - - - - 1 - - - -
Institutionalize financial risk management practices
Map out possible
financial risks
Enhanced financial risk mitigation
Annual financial risk management report
DFA - - - - - 1 - - - -
Develop and implement
Financial Risk
management Strategy
Financial Risk management Strategy in place
No. of strategies identified implemented
DFA 2 - - - - 1 - - - -
Undertake regular
financial audits
Improved internal control system
No. of audit undertaken
DFA 3 - - - - 7
Develop and implement a business continuity plan
Business continuity plan in place
Systems of prevention and recovery to deal with potential threats created
DFA - 3 - - - 1 - - - -