KENYA SCHOOL OF GOVERNMENT - ksg.ac.ke

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


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


An Africa of good governance,

democracy, respect for human

rights, justice and the rule of

law


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.


A Peaceful and Secure Africa

Develop and implement programs that foster

peace building and conflict transformation.

Support through collaboration with emerging

nations in Africa.


Africa with a strong cultural

identity, common heritage,

values and ethics


entrench cultural identity and values.

Develop and implement regional program on

Ethics and Integrity.


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.


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

Page | 26

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

Page | 29

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

Page | 30

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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KSG 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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KSG 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


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


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


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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


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


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


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


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


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.

Page | 46

FIGURE 1: 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

Page | 47




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.

Page | 48

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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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

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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


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


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


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



DFA 216.6 111.3

98.2 70 60 100% 100% 100% 100% 100%

Develop and

review standard

operating

procedures for all

services


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


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


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


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


Develop and implement Human Resource Plan

Human Resource Plan developed and implemented

Operational Human Resource Plan


Page | 75

Implement a knowledge management system

Knowledge Management System implemented

Operational knowledge repository


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


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


Page | 76

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%

Page | 77

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%


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 - - - -


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 - - - -

Documents

KENYA SCHOOL OF GOVERNMENT - ksg.ac.ke