2014-2019
A Leading Centre of Excellence in Training
© AUGUST 2014
8
CONTENTS
FOREWORD ............................................................................................................................................................................... iv
PREAMBLE .................................................................................................................................................................................. v
EXECUTIVE SUMMARY ......................................................................................................................................................... vi
ABBREVIATIONS AND ACRONYMS .............................................................................................................................. viii
CHAPTER ONE: INSTITUIONAL OVERVIEW ................................................................................................................ 1
1.1 INTRODUCTION ................................................................................................................................. 1
1.2 HISTORICAL BACKGROUND............................................................ ERROR! BOOKMARK NOT DEFINED.
1.3 VISION ................................................................................................................................................ 1
1.4 MISSION ............................................................................................................................................. 1
1.5 MANDATE ........................................................................................................................................... 1
1.6 CORE FUNCTIONS ............................................................................................................................ 2
1.7 CORE VALUES ................................................................................................................................... 2
1.8 JUSTIFICATION OF THE MTTI STRATEGIC PLAN ........................................................................... 3
1.9CURRENT ORGANIZATIONAL STRUCTURE ..................................................................................... 3
CHAPTER TWO: FORMATIVE ANALYSIS ................................. ERROR! BOOKMARK NOT DEFINED.
2.1INTRODUCTION ................................................................................................................................ 18
................................................................................................................................................................ 18
2.2.1 COURSES OFFERED .................................................................................................................. 23
2.2.2 GAP ANALYSIS................................................................................................................................ 9
2.3 SWOT ANALYSIS OF MTTI............................................................................................................... 15
2.4 STAKEHOLDER ANALYSIS.............................................................................................................. 16
CHAPTER THREE ;STRATEGIC DIRECTION
3.0
INTRODUCTION..............................................................................................................................................................................1
7
3.1 STRATEGIC ISSUES ....................................................................................................................................................... 17
3.1.1 CURRICULUM ............................................................................................................................... 17
3.1.2 PHYSICAL FACILITIES .................................................................................................................. 21
3.1.3 EQUIPMENT .................................................................................................................................. 22
3.1.4 STAFFING AND STAFF DEVELOPMENT...................................................................................... 23
3.1.5 RESEARCH AND DEVELOPMENT................................................................................................ 24
3.1.6 GOVERNANCE AND MANAGEMENT ........................................................................................... 26
3.1.7 LINKAGES AND COLLABORATIONS ............................................................................................ 26
3.1.8 INFORMATION COMMUNICATION TECHNOLOGY .....................................................................27
3.1.9 RESOURCE MOBILIZATION ......................................................................................................... 28
CHAPTER FOUR: RESOURCE MOBILIZATION .......................................................................................................... 30
4.1 PROJECTED FINANCIAL RESOURCE REQUIREMENTS .............................................................. 30
4.2 STRATEGIES FOR RESOURCE MOBILIZATION AND UTILIZATION.............................................. 31
4.2.1 GOVERNMENT FUNDING ................................................................................................. 31
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4.2.2 INSTITUTE-PRIVATE SECTOR PARTNERSHIPS ................................................................. 31
4.2.3 INTERNAL SOURCES......................................................................................................... 31
4.2.4 DONORS ............................................................................................................................ 31
CHAPTER FIVE: IMPLEMENTATION, MONITORING AND EVALUATION......................................................... 32
5.1 PHASING AND REVIEW ................................................................................................................... 32
5.2 QUICK WINS ..................................................................................................................................... 32
5.3 ASSUMPTIONS ................................................................................................................................ 32
5.4 IMPLEMENTATION MATRIX ............................................................................................................ 32
5.5 MONITORING AND EVALUATION ................................................................................................... 33
5.6 MONITORING METHODOLOGIES ................................................................................................... 33
5.7 EVALUATION MECHANISM ............................................................................................................. 33
5.8 MONITORING AND EVALUATION TEAM ......................................................................................... 33
BIBLIOGRAPHY ....................................................................................................................... 33
APPENDIX 1
IMPLEMENTATION MATRIX .................................................................................................................. 34
APPENDIX 2
CURRENT ORGANISATION STRUCTURE…………………………….................................68
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FOREWORD
It is well known that the growth of any country depends on its ability to transform knowledge, science and
technology into goods and services. Integration of ST&I, Higher and Technical education in national
production processes is central to the success of Government’s policy priorities and programmes as
outlined under Kenya Vision 2030. This is especially true within the context of demands of global
competitiveness concerns. Development of the necessary Higher education, scientific and technological
infrastructure is an essential prerequisite to the transformation of Kenya into a knowledge-based society.
Development of innovative ideas generated by higher and Technical education into products, processes
and services is dependent on a well defined and supportive education policy.
In its long term development strategy, outlined in Vision 2030, the Government of Kenya envisages a
nation that is globally competitive and prosperous with a high quality of life by the year 2030. In pursuit of
the vision, MTTI, under the Ministry of Education, Science and Technology sees itself as part of the
machinery that will be harnessed to stimulate technological and industrial transformation.
In order to realize the above, the Institute commits itself to facilitating the identification, acquisition, transfer,
diffusion and application of relevant ST&I, higher and technical education in various sectors of the
economy. In this regard, the Institute seeks the concerted and supportive efforts by all stakeholders for
successful implementation of this strategic plan.
In conclusion, I would like to pay tribute to each and all those who participated in the compilation of the first
edition of this strategic plan, especially Mr Micheal Kahiti and Mr Humprey Tsuma. I urge all stakeholders to
embrace and implement this strategic plan.
Prof. James Kanyua,
Chairman, Board of Governors
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PREAMBLE
The Ministry of Education, Science and Technology has positioned itself to lead the country into a
knowledge-based society in the 21st Century. This comes at a time when the country is striving to ensure
sustained economic growth despite the decline in major world economies.
Kenya today requires
emphasise and accelerate her usage of specialized knowledge, information, and innovativeness to support
and expand her economy. The purpose of the expansion and, by extension, the utilization of science,
technology and innovation is to improve the socio-economic status of the people and lay the foundation for
sustainable development.
The MTTI Strategic Plan provides the vision and mission that will guide all those involved in its execution. It
presents an analysis of the internal and external environment using SWOT and Gap analyses.
Subsequently, it identifies key stakeholders and their roles; outlines the strategic issues and objectives and
identifies suitable strategies to address them. Given the growth of the Institute which augurs well with its
planned upgrading into a National Polytechnic, mobilization of the vast resources required is a top priority.
The plan prioritizes activities to be implemented under the strategies; and provides an implementation plan,
a monitoring and evaluation system and a projection of the resource requirements.
The achievement of the objectives of this Strategic Plan requires the support and input of stakeholders
including all Government Ministries, the Private Sector, Civil society, NGOs, research institutions in ST&I
and TE, Universities and Development Partners among others. The consultative process, through which
this plan has been developed, gives me the confidence that it is jointly owned by all stakeholders and will
therefore, receive the necessary support in its implementation.
Mr Bashir H Mursal
Principal and Secretary to the Board of Governors
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EXECUTIVE SUMMARY
The 1st Strategic Plan 2009 -2014 was prepared on the basis of the narrower mandate of the Mombasa
Technical Training Institute. This 2nd Strategic Plan 2014 - 2019 has been revised in line with the imminent
elevation of the Institute into a National Polytechnic. Also the review was undertaken to accommodate
recently accomplished policy developments such as the Republic of Kenya new constitution (2010) , Vision
2030, ST&I Policy, MTP for the ST&I sector, TVET bill and National TIVET Strategy.
This plan is organized in four chapters, namely: Situation Analysis; Strategic direction; Implementation,
Resource Mobilisation, Monitoring and Evaluation. The Implementation Matrix is annexed to this Strategic
Plan in Chapter Three. The highlights of each chapter are summarized below.
Chapter one introduces the background of the Institute and gives a historical background of the Institute.
The chapter also gives our Vision, Mission, Core Values and highlights its Mandate, Core Functions and
Current Organisational Structure .
Chapter two introduces the formative analysis situation analysis, courses offered, gap analysis , SWOT
analysis of MTTI and stakeholder analysis.
Chapter three presents. Strategic Issues and Objectives raised as a result of the Situational Analysis. Nine
strategic issues were identified, namely; Curriculum, Physical Facilities, Staff Development, Research and
Development, Governance and Management, Resource Mobilization, Linkages and Collaborations,
Equipment and information communication technology
Chapter four details the resource requirements for implementing the plan projected financial resource
requirements strategies for resource mobilization and utilization government funding, institute private sector
partnership internal sources as well as those from donors.
Chapter five shows the phases of implementation and review quick wins assumptions and the
Implementation Matrix. This chapter outlines candidly how the plan will be operationalized. The chapter
MTTI STRATEGIC PLAN 2014-2019
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also outlines the methodology and team that will carry out the periodic monitoring and evaluation of the
plan.
MTTI STRATEGIC PLAN 2014-2019
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ABBREVIATIONS AND AC RONYMS
BoG – Board of Governors
CBD – Central Business District
CDF – Constituency Development Fund
CSR – Corporate Social Responsibility
DIT – Directorate of Industrial Training
EED – Entrepreneurship and Enterprise Development
F&B – Food and Beverages
GoK – Government of Kenya
HoD – Head of Department
HoS – Head of Section
IAR – Internal Audit Report
ICT – Information Communication Technology
ILO – Industrial Liaison Officer
KASNEB – Kenya Accountants and Secretaries National Examinations Board
KICD – Kenya Institute of curriculum development
KNEC – Kenya National Examinations Council
M&E – Monitoring and Evaluation
MOHEST – Ministry of Higher Education, Science and Technology
MTP – Medium Term Plan
MTTI – Mombasa Technical Training Institute
NGO – Non-Governmental Organisation
PC – Personal Computer
R&D – Research and Development
ST&I – Science, Technology and Innovation
SWOT – Strengths, Weaknesses, Opportunities and Threats analysis
TE – Technical Education
TVETA – Technical, Vocational and Entrepreneurship Training Authority
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CHAPTER ONE: INSTITUTIONAL OVERVI EW
HISTORICAL BACKGROUND
1.1 INTRODUCTION
Mombasa Technical Training Institute (MTTI) is located in the coastal town of Mombasa. It was established
in 1950 as a Technical High School. Upon the introduction of the 8-4-4 system of education, it was elevated
to a middle level technical college in 1984 to provide technical training for the middle level man power for
both the private and public sectors of the economy. The trainees in the institute are drawn from fresh
secondary school leavers, graduates from other tertiary institutions, employees on part-time release basis
and the informal (Jua Kali) sector.
MTTI is managed by a Board of Governors (BOG), which consists of 13 members appointed by the
Government to represent the community, industrialists, professionals and various governmental
departments. The Principal serves as the Secretary to the Board. The Institution operates under the
Education Act and offers curriculum developed by the Kenya Institute of curriculum development (KICD)
and the Directorate of Industrial Training (DIT). MTTI offers courses at Artisan, Craft and Diploma levels,
plus a plethora of short-term certificate courses in the part-time programme. All the courses offered at Craft
and Diploma levels incorporate Entrepreneurship Training and Industrial Attachment to prepare the trainees
for formal and self-employment. The examining bodies are the Kenya National Examinations council
(KNEC), DIT and Kenya Accountants and Secretaries National Examination Board (KASNEB). MTTI is a
member of the Kenya Association of Technical Training Institutions (KATTI).
MTTI has seen tremendous growth in terms of courses offered and the student enrolment from an initial
population of 23 students and 24 teaching staff in 1990 to the current 3000students and 94 teaching staff
respectively. This has resulted in a strain on the training facilities whose expansion has unfortunately not
matched this student growth. The demands from the market and the changes in curriculum and technology
have not been matched by additional training facilities in terms of space, equipment and staff.
MTTI has been identified by the Government of Kenya (GoK) for up-grading to a national polytechnic. The
Institution is bracing itself for such an up-grade to take full advantage of its enhanced capacity in terms of
staff numbers and calibre, physical facilities, wide spectrum of courses, unique location close to Central
Business District (CBD) of Mombasa and major industries and commercial organizations, existing
transportation infrastructure and housing.
1.3 VISION
To be a leading centre of excellence in training.
1.4 MISSION
To produce manpower that is technologically competitive in the advancing labour market.
1.5 MANDATE
MTTI STRATEGIC PLAN 2014-2019
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To produce highly skilled manpower that is also suitable for further training through quality, inclusive and
equitable TVET programmes responsive to National, Regional and Global competitiveness.
1.6 CORE FUNCTIONS
 To implement curriculum and training in TVET programmes.
 To carry out research programmes.
 To integrate science, technology and innovation into community activities.
 To create linkages and collaborations with other institutions and liaise with industry
1.7 CORE VALUES
MTTI’s Core Values include the following among others: Honesty, integrity and transparency
 Excellence, Innovativeness and Creativity
 Consultative decision-making
 World-class programmes and standards
 Respect for human and gender rights
 Professionalism, team spirit and discipline
1.8. Justification of the Review of MTTI Strategic Plan
As a public Institution in the government of Kenya, MTTI is desirous to define its strategic direction in line
with the government policy as set out in the guidelines on strategic planning as was issued by the Ministry
responsible for Planning and National Development and Vision 2030, guidelines on MTEF by the Ministry of
Finance, guidelines on the performance contracting by the reform and performance contract secretariat,
Kenya vision 2030 – Medium Term Plan, sessional paper No. 1 of 2005, TVET bill 2012 and all education
programmes among others. All these take into account the dynamic circumstances in the demand for
Higher Education. MTTI 2014-2019 Strategic Plan covers all these key policy documents and provides the
Institute’svision, mission, core functions, core values, strategic issues, strategic objectives, and
organizational structure and resource requirements. The emphasis in the strategic planning process has
been placed on the current emerging trends that affect the growth of any learning institution in this country.
MTTI STRATEGIC PLAN 2014-2019
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1.9 CURRENT ORGANIZATIONAL STRUCTURE
Mombasa Technical Training Institute is a public institution under the ministry of Education,
science and Technology. The institute is managed by BOG under the new TVET Act appointed by
the Minister whose function is to govern, control and manage the institute. The Principal who is the
secretary to the board administers or runs the Institute. The top management who assist the
principal in the day to day running of the Institution consists the deputy principal administration,
the deputy principal academic affairs, the registrar and the dean of students, departmental heads
and non-departmental heads.
The current Organisational structure for the Institute is depicted in appendix 2. It takes cognisance of the
need to integrate some functions and departments while also introducing new posts. The current structure
will make the governance and management of the Institute more efficient and effective.
See structure in Appendix 2
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CHAPTER TWO: FORMATIVE ANALYSIS
2.1 INTRODUCTION
To say that the world is a global village is now a well-known cliché. Technology and innovation have
ensured that boundaries now only exist in peoples’ minds and hearts. No institution can insulate itself from
the rapid changes taking place technologically, if global competitiveness is to be part and parcel of its
culture. MTTI is part of the world, and we must move with the world by delivering our contribution to the
national goals as enshrined in Vision 2030.
The leadership of the nation realised that the country belongs up there with the stars. Countries that were
at par with Kenya at independence are now known as economic ‘tigers’ for their robust economies, high
standards of living and advancements in technology. The Vision 2030 is the vehicle to take Kenya there
and we are currently in the first of several medium term plans that in their total fulfilment will show
remarkable change in this nation.
Among the tools for forging the realisation of the Vision are research, innovation, high quality human
resource, collaborations, governance reforms, infrastructure and quality education and training. MTTI has a
role to play as one of the cogs that will help turn the wheels of development. The institute will participate in
the activities that support the economic pillar of the Vision. This Strategic Plan is the road map that
indicates MTTI’s role in the transformation of the nation. The plan also intends to lead the institute to a
higher level of consciousness where yesterday’s and today’s challenges will not be insurmountable. It will
be a concrete pathway that will prove to be a reliable guide for the current and any forthcoming
administration on the advancement and growth of MTTI.
2.2 SITUATIONAL ANALYSIS (2014)
The plan demands change; change in the way we perceive things, the way we solve problems and in the
way we relate with each other. It demands change in the way we deliver our services to our clients, as laid
out in the accompanying Service Charter. Albert Einstein famously said, “No problem can be solved from
the same level of consciousness that created it.” This Strategic Plan is thus a forward-looking document
that takes cognisance of where the institute stands currently and the challenges of moving to the glorious
future envisaged in vision 2030.
MTTI STRATEGIC PLAN 2014-2019
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2.2.1 COURSES OFFERED
The institute currently offers many courses in the proposed new structure of eight departments and 16
sections, and intends to introduce new ones over the next five years. The courses vary in length from 2
weeks for part-time IT packages to 3 years for full-time diploma courses. The breakdown is as follows.
Department
1. Business Studies
Courses Offered Currently
Diploma
Human Resource
Management
Supplies Chain
Management
Supplies & Management
Social Work
Business Administration
Accountancy
Secretarial Studies
(Modular)
Banking and finance
CPA I,II& III
ACCA
Certificate
Secretarial Studies
Supplies and Management
Supplies Chain
Management
Social Work
Human Resource
Management
Journalism and Media
Full Secretarial with
Computer Applications
Copy Typist with Computer
Applications
Single & Group Secretarial
Business Administration
(Management)
Stores Management
ATC I & II
Proposed New Courses
Diploma
Insurance
Banking and Finance
Sales and Marketing
Social and Community Development
Journalism and mass media
Logistics management
Cooperative management
2. Hospitality and Tourism
Management
Diploma
Food and Beverage
Management (modular)
Tourism Management
(Modular)
Diploma
Front Office Operations
Craft Certificate
MTTI STRATEGIC PLAN 2014-2019
Certificate
Pastry and bakery
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Department
3. Clothing and Textiles
Technology
4. Applied Sciences
Courses Offered Currently
Food and Beverage
Production, Service and
Sales(Modular)
Tour Guiding and
Reservation Packages
(Galileo, Amadeus)
Artisan and Short Courses
Food and Beverage
Production, Service and
Sales
Food and Beverage Service
Cake Making and
Decoration
Food Production
Diploma
Fashion and design and
clothing technology
Proposed New Courses
Advanced cake making and decoration
Housekeeping and laundry
Event management
Diploma
Fashion Design
Hair dressing
Certificate
Hair dressing
Craft Certificate
Fashion design and garment
making
Fashion design and interior
design
Diploma
Diploma
Analytical Chemistry
Dietetics
Applied Biology
Food technology
Science laboratory
technology
Craft Certificate
Science Laboratory
Technician
Food Technology
5. Medical science
Diploma
Pharmacy technology
Medical laboratory
technology
Ophthalmic Technology
MTTI STRATEGIC PLAN 2014-2019
Diploma
Optical technology
Refraction technology
Certificate
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Department
Courses Offered Currently
Community health
development
Proposed New Courses
Community health development
Certificate
Laboratory technology
6. Building and civil engineering
Diploma
Building Technology
Certificate
Architectural
draughtsmanship (CAD
applied)
Diploma
Civil Engineering
Quantity Surveying
Architecture
Craft
Masonry
Plumbing
Carpentry and joinery
7. Mechanical Engineering
Diploma
Mechanical engineering
(production)
Craft Certificate
8. Electrical and
Electronics Engineering
Welding and Fabrication
Mechanical Engineering
Seafarers
Short Courses
Motor Vehicle Mechanic
Grade III
Refrigeration Grade III
Diploma
Diploma
Electrical Engineering
(Power Option)
Craft Certificate
Electrical engineering
(power and electronics)
Electrical Installations.
Diploma
Mechanical Engineering(Automotive,
Plant and chemical)
Motor vehicle engineering
Welding and Fabrication
Short courses
General fitter
Welding
Diploma
Electrical Engineering (Instrumentation &
Control,
Telecommunications)
Craft
Electronics Engineering
Telecommunications
Artisan
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Department
9. Information Communication
Technology
Courses Offered Currently
Wireman Grade III, II, I
Diploma
Information communication
Technology
Certificate
Information communication
technology
Short Courses
Certificate in computer
applications
Computer Maintenance and
Networking
Certified Information
Communication Technology
Cisco certified network
associate (CCNA)
MTTI STRATEGIC PLAN 2014-2019
Proposed New Courses
PHP Programming
Cisco Certified Network Professional
(CCNP)
Mobile Application Programming
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2.3.1 GAP ANALYSIS
a) COURSES
DEPT/SECTION
LEVEL
Artisan
Craft
Diploma
Artisan
Craft
Diploma
Artisan
Craft
Diploma
Artisan
Craft
Diploma
Craft
Diploma
Artisan
Craft
STUDENT POPULATION
PROPOSED
0
0
255
410
243
400
78
125
158
255
70
115
40
65
19
30
12
20
0
0
62
100
86
140
33
55
61
100
98
160
84
135
Diploma
Craft
Diploma
Artisan
Craft
Diploma
0
Craft
Diploma
32
11
14
38
64
18
0
129
85
CURRENT
1. Business Studies
2. Hospitality and Tourism
Management
3. Clothing and Textiles
Technology
4. Applied Sciences
5.Medical science
6.Mechanical Engineering
7.Building & Civil Eng
8. Electrical and Electronics
Engineering
9.Information
Technology
b) STAFF
DEPT/SECTION
QUALIFICATION
Diploma
HN Diploma
Bachelors
Masters
2. Hospitality and Tourism Diploma+
Management
HN Diploma
Bachelors
Masters
MTTI STRATEGIC PLAN 2014-2019
0
-155
-157
-47
-97
-45
-25
-11
-8
0
-38
-54
-22
-39
-62
-51
50
20
25
80
120
40
0
208
140
ESTABLISHMENT
PROPOSED
CURRENT
1. Business Studies
GAP
-29
-9
-11
-42
-56
-22
0
-79
-65
GAP
3
2
0
0
0
0
3
12
5
8
1
5
10
0
0
17
8
0
-7
0
0
-9
-7
7
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8
3. Clothing and Textiles
Technology
Diploma
HN Diploma
Bachelors
Masters
MTTI STRATEGIC PLAN 2014-2019
4
3
5
2
0
0
11
7
0
0
-6
-5
Page 10
8
DEPT/SECTION
QUALIFICATION
4. Applied Sciences
Diploma
HN Diploma
Bachelors
Masters
5. Mechanical Engineering Diploma
HN Diploma
Bachelors
Masters
6.Building & Civil
Diploma
Engineering
HN Diploma
Bachelors
Masters
6. Electrical and
Diploma
Electronics
Engineering
HN Diploma
Bachelors
Masters
7. Information Technology Diploma
HN Diploma
Bachelors
Masters
c) FACILITIES
DESCRIPTION
Lecture Rooms
Workshops
Laboratories
Electrical Installations
Electronics Engineering
Mechanical Engineering
Automotive Engineering
Auto-Marine Engineering
Carpentry and Joinery
Plumbing Installation
Masonry
Clothing and Textiles
Beauty therapy
Electrical Installations
MTTI STRATEGIC PLAN 2014-2019
ESTABLISHMENT
CURRENT
PROPOSED
0
3
11
5
4
0
4
0
2
GAP
0
0
3
16
0
0
8
4
0
0
0
0
-11
0
0
-4
-4
2
1
0
5
0
4
1
0
-3
-1
0
3
5
0
3
1
3
2
0
8
5
0
0
7
5
0
-3
-5
0
0
-4
-3
NUMBERS
CURRENT
PROPOSED
46
92
1
2
0
1
2
3
1
2
0
1
4
4
1
1
1
1
1
3
1
2
0
1
GAP
Page 11
-56
-1
-1
-1
-1
-1
0
0
0
-2
-1
-1
8
Electronics
Mechanical
Solar
Soils Testing/Hydrology
Materials and Concrete Testing
Surveying and Tachometry
Pharmacy
chemistry
Medical
Microbiology
Physics
1
0
1
1
1
1
1
1
0
0
1
2
1
1
1
1
1
2
2
1
1
2
-1
-1
0
0
0
0
-1
-1
-1
-1
-1
Biology
Secretarial Typing Pools
1
2
2
3
-1
-1
MTTI STRATEGIC PLAN 2014-2019
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DESCRIPTION
Computer Labs
F&B
ICT
Cyber Cafe
Training Kitchens
Training Restaurants
Cold Room
Dry Goods Store
Equipment Store
Guest House
Student Changing rooms
Students’ Toilets
Staff Toilets
Libraries
Hostels
Swimming Pool
Staff Rooms
College vehicles
Water Storage Tank
Generator
Administration Offices
Workrooms
Common Room
Principal
Deputy Principal
Dean of Students
Registrar
Registry
Stores
Finance Office
Auditor’s office
Security Office
Procurement Office
Production office
Examinations Office
Industrial Liaisons Office
EDC office
Fab Office
Transport office
Student Union office
Maintenance office
Housekeeping office
Dispensary
Performance contracting
office
Enquiries/Customer care
MTTI STRATEGIC PLAN 2014-2019
NUMBERS
CURRENT
PROPOSED
5
11
1
2
2
3
2
3
0
1
1
1
3
3
GAP
-6
-1
-1
-1
-1
0
0
0
0
36
15
1
1
1
20
1
5
1
1
1
2
1
1
0
1
2
0
1
0
0
1
1
0
1
0
1
0
0
0
1
1
2
80
25
2
4
1
40
1
8
3
3
1
2
1
1
1
1
3
1
1
1
1
1
1
1
1
1
1
1
1
1
1
-1
-2
-44
-10
-1
-3
0
-20
0
-3
-2
-2
0
0
0
0
-1
0
-1
-1
0
-1
0
0
0
-1
0
-1
0
-1
-1
-1
0
1
1
0
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8
Corner Restaurant
Hall
MTTI STRATEGIC PLAN 2014-2019
1
1
1
1
0
0
Page 14
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2.4 SWOT ANALYSIS OF MTTI
A Strengths, Weaknesses, Opportunities and Threats (S.W.O.T.) Analysis of the Institute was carried out
after the Gap Analysis above.
TABLE 1.1: SWOT ANALYSIS OF MTTI
STRENGTHS
1. Being a recognised government institution.
2. The brand name Mombasa TTI known by the
Industry.
3. A core pool of skilled staff.
4. Land for expansion available in Shanzu; 22.58
hectares.
5. A Centre of Excellence in Food and Beverage.
6. Income-generation activities:
 Manufacturing/Fabrication
 Catering and Functions (inside & outside)
 Laboratory analysis/testing
7. ISO Certified institution
8. Elevation to a national polytechnic
9. Well equipped engineering workshops
10. Adequate physical facilities
11. Fibre optic internet connection
12. Adequate teaching and learning materials
13. Sufficient number of qualified staff
14. Reviewed curriculum
OPPORTUNITIES
MTTI-Industry collaboration.
Political and community goodwill.
A pool of former students in industry.
The location, close to the CBD.
Labour market availability.
Government TVET reforms.
Proximity to the ocean offering opportunities in
Fisheries and Marine Studies.
8. Rapid technological changes.
9. Capability to offer degree program
10. Increase student enrolment
1.
2.
3.
4.
5.
6.
7.
MTTI STRATEGIC PLAN 2014-2019
WEAKNESSES
1. Inadequate funding.
2. Poor examination performance in certain
courses.
3. Inadequate maintenance of buildings
and facilities.
4. Limited funding for programs and
physical development
5. Inadequate teaching staff.
6. Limited funds for research and
innovation.
7. Weak marketing strategies for institute
Programs
8. Small sitting capacity Library
THREATS
1. Competition especially from commercial
colleges and universities.
2. Large staff turn-over.
3. Encroachment on Shanzu land.
4. HIV/AIDS and Drug Abuse.
5. Mentored TTIs likely to poach seasoned
staff.
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8
1.12 STAKEHOLDER ANALYSIS
The institute’s stakeholders are those publics that have an interest in institution, and Institution has varied
interests in them. They include government bodies, SAGAs, NGOs and industry.
STAKEHOLDER
CORE
ACTIVITIES
Policy
development and
implementation
Funding
Taxation
Development
planning
Financing
1.
GoK
2.
. County
Government
of Mombasa
3.
TVETA
Quality control
4.
KICD
Curriculum
Development
5.
KNEC
6.
KASNEB
Evaluation of
curriculum
Certification of
successful
candidates
Curriculum
development
Evaluation of
curriculum
INTERESTS
OURS
Policy, reforms and guidelines
Grants
Waivers and exemptions
National priorities
THEIRS
Implementation of policy and
reform
Accountability
Skilled human resource for
national development
Bursaries
Infrastructural development
Collaborations
Linkages
Verification of students
information
Information on our
requirements
Skills transfer for community
development
Implement curriculum
Feedback on curriculum
implementation
Data from institutions for
planning purposes
Implement policies and
reforms
Capacity building
Curriculum development
Sensitization on importance of
TVET education
Information on global emerging
trends and issues
Funds in form of bursaries
Review of curriculum
Feedback on curriculum
Learning and teaching materials
Training on curriculum
development
Sensitization of curriculum
developers (lecturers)
Testing the implemented
curriculum
Issuance of certificates
Advice on areas of weakness
that need improvement
Feedback on curriculum
Training on curriculum
development
Learning and teaching materials
Testing the implemented
curriculum
MTTI STRATEGIC PLAN 2014-2019
Information on needs
assessment
Expertise on our areas of
specialization
Information on relevant
teaching and learning
materials.
Implementation of curriculum
Feedback on examinations
Data on sitting candidates
Financial resources
Facilities for exam centres
Information on needs
assessment
Feedback on examinations
Implementation of curriculum
Financial resources
Facilities for exam centres
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8
7.
CDFs
Financing
8.
Industry
Employment
Complement
training
9.
Public and
Private
Training
Institutions
10. Media
Issuance of certificates
Advice on areas or weakness
that need improvement
Bursaries
Infrastructural development
Attachment places for students
and teachers
Feedback on curriculum
Funding and support
Implementation of Benchmarking
curriculum
Progression
Linkages
Capacity building
Exchange programmes for
students
Information
Advertising space
dissemination
Information on emerging trends
and issues in TVET education
Information on life skills
11. Developmen
t partners
Funding
Infrastructure
Capacity building
Skilled personnel
Transfer of technology
Linkages
Funds
12. General
Public
Providing a
market
Students
Funds
Participation in open days
Consumption of products
MTTI STRATEGIC PLAN 2014-2019
Information on relevant
teaching and learning
materials
Verification of students
information
Information on our
requirements
Skills transfer for community
development
Skilled human resource
Capacity building
Inventions and innovations
Benchmarking
Progression
Linkages
Capacity building
Exchange programmes for
students
Feedback on their reporting
Information on courses offered
Feedback on the successes
and failure on government
policies on education
Information on our
requirements
Transparency and
accountability
Progress on project
implementation
Exchange programmes
Training services
Transfer of skills and research
Opinion leadership
Page 17
8
CHAPTER THREE: STRATEGIC DIRECTION
3.0 INTRODUCTION
This Plan sets out MTTIs priorities for the period 2014 to 2019. With the focus areas and priorities based on
reflection on the current and past interventions, and analysis of both internal and external environment in
which the institution operates
The strategic issues that were identified were guided by the need to respond to the following key areas;
1. Increase in academic programs, the number and quality of our students leaving the institution
2. Institutional infrastructure development
3. Number and quality of staff in the institution.
4. Number and quality of research and innovations
5. Institutional governance and management
6. Institutional funding resource mobilization
7. Linkages and Partnerships
8. Areas of institutional capacity enhancement
9. Adoptability of ICT emerging issue.
3.1 STRATEGIC ISSUES
While it is recognized that many issues have emerged, this strategic plan mainly focus on those issues
which have a direct bearing on taking the institute to the next level of upgrading.
From the formative analysis upon which the strategic issues are generated the plan gives strategic direction
in the next five years. The following Strategic Issues were hence identified:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Curriculum
Physical Facilities.
Equipment
Staffing and Staff Development
Research and Development.
Governance and Management
Linkages and Collaborations
Information Communication Technology(ICT)
Resource Mobilization
3.1.1 CURRICULUM
Some of the curriculum offered has been reviewed to modular system; however there are some curricula
that require to be reviewed to make them relevant to the market needs. Some graduates of the curriculum
have to undergo re-training in order to fit in industry.
Strategic Objective
To develop new and review the existing curriculum for certificate and diploma programmes.
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8
The role of the institute will be to initiate the curriculum review by mobilizing the industry and other
stakeholders to generate the initial input for the design of the curriculum. The institute will take the input
and translate it into a draft curriculum and then share it with the industry and the other stake holders, before
handing it over to KICD/TVETA for the formal approval.
Strategies
a) Conduct Industry needs assessment.
b) Design a curriculum.
c) Implementation of curriculum
d) ICT Integration
Activities
a) Conduct Industry needs assessment
i. Identify the industries.
ii. Collect the information/data from the identified industries.
iii. Analyse the information/data.
iv. Compile the industry needs assessment report.
v. Validate the report with the industry.
b) Design a curriculum
i. Seek authorisation from KICD/TVETA to review curricula
ii. Constitute panel of subject specialists
iii. Study needs assessment report
iv. Formulate curriculum
v. Hold stakeholders’ forum
vi. Review proposed curriculum with stakeholders
vii. Validate curriculum with KICD/TVETA
c) Implementation of curriculum
i. Carry out training of trainers
ii. Acquire teaching material /Prepare learning material
iii. Publicise and advertise
iv. Enrol new students.
v. Staff new programmes
d) ICT Integration
i) Implement E-learning
ii) Integrate IT in teaching and learning
2) To develop two degree curricula.
The role of the institute will be to initiate the curriculum development by mobilizing the industry and other
stakeholders to generate the initial input for the design of the curriculum. The institute will take the input
and translate it into a draft curriculum and then share it with the industry and the other stakeholders, before
handing it over to TVETA for the formal approval.
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Strategies
a) Conduct Industry needs assessment.
b) Design a curriculum.
c) Implement the curriculum
d) Integrate ICT
Activities
a) Conduct Industry needs assessment
i.
Identify the industries.
ii. Collect the information/data.
iii. Analyse the information/data.
iv. Compile the industry needs assessment report.
vi. Validate the report with the industry.
b) Design a curriculum
i. Seek authorisation from TVETA to develop curricula
ii. Constitute unit’s specialists panels.
iii.
Study needs assessment report
iv.
Formulate curriculum
v.
Hold stakeholders’ forum
vi.
Review proposed curriculum with stakeholders
vii.
Validate curriculum with TVETA
d) Implementation of curriculum
i.
Carry out training of trainers
ii. Acquire teaching material/prepare teaching materials
iii.
Publicise and advertise
iv.
Enrol new students
e) ICT Integration
i.
Implement E-learning
ii.
Integrate IT in teaching and learning
iii.
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3.1.2 PHYSICAL FACILITIES
In order to cater for the anticipated influx of students, there’s need to increase the physical facilities such as
laboratories, workshops, library, staff offices, guest house, cold room, store rooms etc. There’s also need to
upgrade and refurbish the existing physical facilities to match and correspond to a National Polytechnic
status. The increase in tools, equipment and learning materials shall definitely require more space and
hence need for more workshops and storeroom.
Strategic Objective
To upgrade infrastructure and increase physical facilities to standards that respond to the National
Polytechnic needs.
The role of the Institute will be to construct new facilities while refurbishing the current serviceable
structures.
Strategies
a. Construct new laboratories, workshops, library, staff offices, guest house, cold room, storerooms.
b. Upgrade and refurbish the existing physical facilities.
c. Develop and implement a Maintenance Policy for the physical facilities.
a. Construct new laboratories, workshops, library, staff offices, guest house, cold room, storerooms
i. Qualify needs
ii. Identify Implementation stages.
iii. Quantify financial requirements.
iv. Identify sources of funding.
v. Tender.
vi. Select Contractor
vii. Contract
viii. Construct
ix. Certify
x. Commission
b. Upgrade and refurbish the existing physical facilities
i. Qualify needs
ii. Identify Implementation stages
iii. Quantify financial requirements
iv. Identify sources of funding
v. Tender
vi. Select Contractor
vii. Contract
viii. Refurbish
ix. Certify
x. Commission
c. Develop and implement a Maintenance Policy for the physical facilities
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i. Formulate and Operationalize Maintenance Policy
ii. Recruit a Maintenance Officer
3.1.3 EQUIPMENT
The institute benefited from modern equipment bought by the government through ADB programme which
replaced the obsolete equipment in engineering departments. However there are gaps that need to be filled
in applied and medical science departments. There is need to continuously upgrade the equipment to
conform to changing technology, industry needs and curriculum. The institute intends to upgrade
equipment, build user capacity and establish competent maintenance management.
Strategic Objective
To continually equip workshops and laboratories with adequate and relevant equipment.
Strategies
a. Procurement, Installation, testing commissioning and Training.
b. Maintenance and servicing
c. Benchmarking with industry leaders
Activities
a. Procurement, Installation, testing commissioning and Training.
i. Carry out a needs assessment survey
ii. Source funds
iii. Tender
iv. Select supplier
v. Install, test and commission equipment
vi. Train the trainers
b. Maintenance and servicing
i. Formulate Equipment Maintenance and servicing Policy
ii. Establish and staff maintenance office.
c.
i.
ii.
iii.
iv.
Benchmarking with industry leaders
Carry out needs assessment
Identify reputable industry leaders.
Arrange for and carry out half-yearly tours for benchmarking
Implement benchmarking report
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3.1.4 STAFFING AND STAFF DEVELOPMENT:
Staff Development is very crucial for an institution to be able to achieve its mission and vision. Since then
staff development has been on individual initiative. The institute benefited from ADB funded staff
development programmes for engineering lecturers. The number of staff in some departments is
inadequate.
Now that the institute is being elevated to a National Polytechnic, it is imperative that staff is sourced in
adequate numbers and developed to be able to meet the new challenges. We intend to develop diploma
teachers to degree level, degree level to masters and masters to PhD.
Some of the non-teaching staff have benefited in the past from MTTI Staff Development Fund for
advancement of their academic and professional qualifications. However the institution has to recruit more
qualified personnel, develop the existing and offer competitive packages for retention.
Strategic Objective
To source and develop a pool of skilled, qualified and professional staff.
The role of institute of will be to identify the needs for Staff Sourcing and Development, to provide internal
funding for staff development and to source for additional funding from the ministry and other stakeholders.
Strategies
a. Source staff
b. Formulate and periodically review institutional policy on staff development.
c. Conduct a needs assessment for staff development and identify linkages.
d. Source and provide funds.
e. Develop IT competence among all staff
f. Strive to improve working environment
Activities
a. Source staff
i.
Assess staffing needs
ii.
Compile report on staff needs
iii.
Forward report to TSC/BOG
iv.
Advertise ,interview and recruit
v.
Receive and induct teachers/non-teaching staff
MTTI STRATEGIC PLAN 2014-2019
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b. Formulate institutional policy on staff development.
i.
Identify elements to be covered by the policy
ii.
Analyse the above elements.
iii.
Formulate the policy.
iv.
Implement the policy.
c. Conduct a needs assessment for staff development and identify linkages.
i.
Collect data on the staff needs.
ii.
Analyse the data and compile it.
iii.
Identify staff exchange programmes/linkages for staff development.
iv.
Formulate a matrix for staff development/linkages.
d. Source and provide funds.
i.
Establish and sustain an internal pool of funds for staff development.
ii.
Identify donors.
iii.
Write a proposal on donor funding for staff development.
iv.
Provide funds to the staff/institutions.
e. Develop IT competence among staff
i.
Equip staff with Personal Computers (PCs) on ratio of 1:1.
ii.
Train staff on free and compulsory basis.
f.
Strive to improve working environment.
i.
Carry out work environment survey.
ii.
Implement the recommendations of the survey.
iii.
Implement occupation and health safety policy.
3.1.5 RESEARCH AND DEVELOPMENT
The Institute needs to embark on research and development programmes in order to improve the current
status through innovation, collect and act on feedback from stakeholders and clients, and to explore new
frontiers of science and technology.
Strategic Objective
To conduct research, innovation and Development to promote science and technology and commercialise
innovations
The institute intends to make full use of research to not only transfer science and technology to the
community but also develop and patent innovations with a view to protecting commercial value.
Strategies
a. Empower Research and Development unit.
MTTI STRATEGIC PLAN 2014-2019
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8
b. Shows, fairs, exhibitions and students’ presentations.
c. Peer Research programmes.
Activities
a. Empower research and Development unit.
i.
Operationalize the research and Development Policy.
ii.
Recruit R&D Officer.
iii.
Appoint R&D Committee members.
iv.
Train R&D Committee members.
v.
Equip and fund R&D unit.
b. Shows, fairs, exhibitions and students’ presentations.
i.
Call for entries from staff and students
ii.
Moderate and improve entries
iii.
Develop moderated projects
iv.
Publicise and advertise fairs, exhibitions and students’ presentations
v.
Organize and hold students ‘exhibitions and presentations.
vi.
Participate in shows, fairs and exhibitions
c. Peer Research programmes
i.
Form and support Research Club
ii.
Set up a fully equipped incubation centre.
3.1.6 GOVERNANCE AND MANAGEMENT
As the institution grows, the administrative structures will need to be strengthened further to be able to
meet the bigger demands to be made on management. Communication, consultation, and participatory
decision-making are all hallmarks of institution that will be built upon.
Strategic Objective
To strengthen good governance and effective management of the Institute.
The role of institution will be to enhance those governance and management policies and practices that
promote inclusivity, openness, integrity and meritocracy.
Strategies
a. Promote participatory decision-making
b. Promote meritocracy
c. Streamline communication structures
d. Support openness and integrity
e. Institutionalize quality management system (QMS)
MTTI STRATEGIC PLAN 2014-2019
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8
Activities
a. Promote participatory decision-making
i.
Carry out annual Customer Satisfaction Surveys
ii.
Install Suggestion Boxes in a strategic location
iii.
Organize and hold termly meetings with student leaders.
b. Promote meritocracy
i.
Advertise all internal middle management posts that fall vacant
ii.
Appraise annually officers’ performance
iii.
Increase participation in co-curricula activities amongst
members of institution
iv.
Recognize and reward exemplary performance.
c. Improve communication structures
i.
Update notice boards weekly
ii.
Establish a network-based intranet system
iii.
Hold monthly departmental staff briefings and termly staff meetings.
d. Enhance openness and integrity
i.
Implement the quarterly reports of the Integrity Committee
ii.
Review , relaunch and circulate Service Charter annually
e. Institutionalize quality management system (QMS)
i.
ii.
Comply with ISO 9001:2008 QMS
Hold scheduled top management meetings.
3.1.7 LINKAGES AND COLLABORATIONS
The linkages and collaborations of institution are oriented towards the traditional. The capacity that is
requisite for building strong bonds with other institutions needs to be expanded. The Institute is known
within and outside Mombasa and this increases its ability to attract more inter-players.
Strategic Objective
To enhance existing linkages and collaborations and develop new ones.
The institute will strive to enhance its ability to attract meaningful linkages and to boost its public profile in
the immediate environment and on the national map.
Strategies
a. Capacity building,
b. Marketing and promotional programmes
c. Enhanced interaction with current collaborators and stakeholders
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Activities
a. Capacity building
i.
Identify areas of need and Consult with identified professional practitioners.
ii.
Create awareness through attachment, benchmarking, linkages and collaborations.
b. Marketing and promotional programmes
i.
Establish a marketing plan
ii.
Advertise in the media
iii.
Carry out Outdoor Advertising
iv.
Hold graduation ceremony annually
v.
Carry out termly Outreach Programmes
vi.
Enhance the institutional Corporate Image
vii.
Participate in co-curricula activities
viii.
Continuously improve and maintain the Website.
c. Enhance interaction with current collaborators and stakeholders
i.
Invite Resource persons
ii.
Carry out termly field educational trips
iii.
Carry out annual benchmarking trips with market leaders
3.1.8 INFORMATION COMMUNICATION TECHNOLOGY
2.1.10 Introduction
ICT is increasingly becoming an important vehicle for learning, research, innovation and management. The
need to integrate ICT in research, teaching, learning is a major challenge facing the institute. The growing
number of staff and students in the college has put pressure on existing computers and the available
bandwidth hence need for action.
Strategic objective
Provide information communication technology solutions to support learning activities and management of
the college.
Strategies
i) Provide ICT solutions to support management of the college
ii) Provide solutions to support teaching/Learning and research
MTTI STRATEGIC PLAN 2014-2019
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iii) Train staff
Activities
a) Provide ICT solutions to support management of the college
i.
Get user feedback through online helpdesk system.
ii.
Installation of ICT integration tools.
iii.
Implement e-Learning system.
iv.
Procure ICT equipment and install
b) Provide solutions to support teaching/Learning and research
i.
Train ICT support team
ii.
Develop an ICT policy
c) Train Users and staff
i.
Carry out a comprehensive needs assessment survey
ii.
Compile a report and impliment
iii.
Capacity build the staff in the identified areas
3.1.9 RESOURCE MOBILIZATION
Funds are not enough. The government gives minimal support in terms of grants. The main source of
Institute funds is fees, of which the payment is poor. The institute has few income generating activities that
contribute minimally. This presents a challenge since the institute is growing and its needs are increasing.
Strategic Objective
To diversify sources of and increase revenue.
The Institute will seek to improve fee collection, initiate or enhance income generating activities all
academic and institution facilities.
Strategies
a. Increase fee collection to as close as 100%.
b. Maintain set standards in existing parallel courses and introduce new ones.
c. Establish an Entrepreneurship Development centre.
d. Enhance linkages with private sector.
Activities
a).
.
Increase fee collection to as close as 100%.
i) Continuously improve and maintain the Computerized accounting system.
ii Solicit for annual scholarships, TVET loans and bursaries for deserving students.
iii Enhance restrictions on fee defaulters.
b) Maintain set standards in existing parallel courses and introduce new ones.
MTTI STRATEGIC PLAN 2014-2019
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8
i.
ii.
iii.
iv.
c)
d
Introduce new parallel courses.
Introduce more short courses.
Introduce tailor-made programmes.
Establish a Coordinating committee for parallel programmes
Establish an Entrepreneurship Development centre
i Improve, diversify and coordinate Entrepreneurship
Development centre activities.
ii Staff Entrepreneurship Development centre
iii Identify and sensitize markets.
iv Design and develop unique products.
v Recycle waste for commercial purposes.
Enhance linkages with private sector
i.
Identify areas of funding and support
ii.
Identify private sector players for funding and support
iii.
Make and present proposals for funding and support.
MTTI STRATEGIC PLAN 2014-2019
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CHAPTER FOUR: RESOURCE MOBILIZATION
This chapter details the resource requirements for implementing the strategic plan and strategies for
mobilizing these resources.
4.1 Projected Resource Requirements
The strategic objectives outlined in this plan will be attained through the strategies laid thereon and the
specific activities given. An estimated total of Ksh7 billion is required to implement the strategic plan over
the plan period.
Table 4.1: Summary of Resource Requirements for the Period 2014/15 – 2018/19
STRATEGIC ISSUE
AMOUNT (Ksh)
1. Curriculum
74,250,000
2. Physical Facilities
4,140,200,000
3. Staff Development
109,810,000
4. Research and Development
47,100,000
5. Governance and Management
19,805,000
6. Resource Mobilization
14,600,000
7. Linkages and Collaborations
41,500,000
8. Equipment
516,210,000
9. ICT
41,700,000
TOTAL COST
5,005,175,000
4.2 Strategies for Resource Mobilization and Utilization
Over the years, the Institute has had very limited resources to support its core functions. Given these
resource constraints, the Institute will vigorously pursue additional funding and technical support from the
Ministry and development partners. In this regard, the Institute will lobby and mobilize financial resources
from the following sources:
4.2.1 GOVERNMENT FUNDING
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With regard to Government funding, the Institute will prepare, present and justify proposals as a basis for
resource bidding from the Ministry.
4.2.2 INSTITUTE-PRIVATE SECTOR PARTNERSHIPS
Private Sector partners are already supporting and are involved in the Institute’s endeavours. The Institute
as part of its collaborations and linkages will engage their support to fill in the resource gap between the
resources allocated by the Government and the Institute’s Strategic Plan. The Institute will prepare,
present and justify proposals as a basis for resource support.
4.2.3 INTERNAL SOURCES
The Institute will broaden and enhance its internal sources and generate funds from such activities as fee
collection, sale of tender documents, hiring out facilities, consultancy and training, disposal of boarded
stores and the activities of the Production Unit.
4.2.4 DONORS
The Institute will source for funding and support from donors by writing and presenting proposals.
CHAPTER FIVE: IMPLEMENTATION, MONITORING AND EVALUATION
5.1 Phasing and Review
The Strategic Plan will be implemented in five phases between 2014 and 2019 as follows:
Year
1
2
3
4
5
Start
July 2014
July 2015
July 2016
July 2017
July 2018
Finish
June 2015
June 2016
June 2017
June 2018
June 2019
Duration in Months
12
12
12
12
12
The Plan will be reviewed annually by the Monitoring and Evaluation Team to make it relevant to global
changes in technology, industrial practice, economic development, policies etc. Some objectives may be
overtaken by events or other circumstances outside the control of the Institute, and this may necessitate
change of direction.
5.2 Quick Wins
This approach is aimed at creating and maintaining a momentum of quick results, and generally keeping
the Strategic Plan alive and relevant. It will be carried out along the lines of the Rapid Results Initiative
developed by the Public Service Commission. The Management will be required to periodically outline a set
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of activities that can be completed within the period of a term (approximately 100 days). A Quick Win
activity is defined as one that:
a) Can be carried out within a short time.
b) Has an immediate and conspicuous impact.
c) Benefits as many people in the Institute as possible.
5.3 Assumptions
It is assumed that during the period of implementing the Strategic Plan:
a) A stable and conducive political and social environment will prevail.
b) The funds needed to operationalize the activities will be available.
c) The Institute will be elevated to National Polytechnic Status.
5.4 Implementation Matrix
A detailed Implementation Matrix summarizing the means of addressing each Strategic Issue, and the
known cost implications is presented on page 24.
5.5 Monitoring and Evaluation
Monitoring is an important management tool that helps management to make decisions aimed at improving
performance, to determine whether the programme is on course and if it is likely to achieve the intended
objectives, to ensure accountability to all parties involved in the programme, to assess the use and delivery
of the resources in accordance with the implementation plan and to monitor the achievement of the
intended outputs on a timely manner. The main purpose is to enable managers to verify progress based on
evidence-based decisions about any corrections needed in implementation. In this regard, MTTI will
monitor and evaluate the inputs, activities and outputs to ensure that the strategic plan objectives are
delivered in accordance with the implementation plan. An effective M&E mechanism will be designed and
applied.
Evaluation of the plan will serve two main purposes; first, to enquire into the feasibility of the plan and
second, to assess the overall impact. Evaluation of the strategic plan will be useful in several ways; first, to
avoid the possibility of wasting money by aiding the selection of the most effective options. Second, it will
help the Institute to continue with a plan that is likely to produce the intended results and lastly, it will detect
and correct some of the factors that may reduce the positive impact of the strategic plan.
5.6 Monitoring Methodologies
Monitoring will involve routine data collection and analysis on the success of the implementation of this
strategic plan. The results from the analysis will then be used to inform decision making at all levels. The
objectives of the strategic plan will be reinforced through corrective measures when and if necessary. This
will be achieved by:
1. Developing of monitoring and evaluation indicators at all levels of implementation
2. Carrying out continuous data collection, analysis and monthly reporting to the Ministerial Management
Steering Committee
3. Carrying out random inspections and making objective observations
4. Conducting specially designed surveys and rapid assessments to assess progress
5. Carrying out participatory M&E (Stakeholders fora)
5.7 Evaluation Mechanism
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The strategic plan will be evaluated during and after implementation to ensure that it produces the intended
results. The plan will inherently be subjected to independent evaluation to remove any element of bias. The
evaluation will be carried out using relevance, efficiency, effectiveness, sustainability and impact measures.
5.8 Monitoring and Evaluation Team
There shall be formed a Monitoring and Evaluation Team for the above purpose. This Team will be made
up of 16 members as follows: The Head of Department and one Strategic Plan Officer from each of the 8
departments. The team will appoint its Chairman and Secretary and will come up with their own calendar of
activities. The Team will compile a report to be presented to the Stakeholders in a suitable forum.
BIBLIOGRAPHY
Ministry of Higher Education, Science and Technology, Strategic Plan 2008 - 2012
Ministry of Higher Education, Science and Technology, Science, Technology and Innovation Medium Term
Plan 2008-2012
Minister of State for Planning, National Development and Vision 2030, Kenya Vision 2030
MTTI STRATEGIC PLAN 2014-2019
Page 33
8
APPENDIX 1
IMPLEMENTATION MATRIX
STRATEGIC ISSUE 1: CURRICULUM
Strategic objective: To develop new and review the existing curriculum for certificate and diploma programmes.
.
Activities
Expected
Performance
Lead Agency & Target
Time
Output
Indicator
Collaborators
Frame
Strategy 1:
Conduct Industry needs assessment.
1. Identify the industries
Industries
List of identified
identified
industries.
2. Collect the
information/data from the
identified industries.
Information
collected
3. Analyse the
information/data
Information/data
analysed
4. Compile the industry
Report compiled
needs assessment report.
MTTI STRATEGIC PLAN 2014-2019
No of relevant
industries from
where information
was collected.
Report on collected
information.
Analysis report
Industry Assessment
Report
Expected
Impact
Budgetary
Requirement
(KShs.)
Industrial Liaison
Officer
Heads of
Department
ILO
HoDs
100%
relevant
industries
2014-2015
Available data of
relevant
industries
2,000,000
100%
coverage of
all the
identified
industries.
2014-2015
Informed
decision making
on curriculum
issues
1,000,000
ILO
HoDs
One
analysed
report on
Identified
industries
One Industry
Assessment
report
2014-2015
Informed
decision making
on curriculum
issues
150,000
2014-2015
Enhanced
capacity to
develop relevant
150,000
ILO
HoDs
Page 34
8
STRATEGIC ISSUE 1: CURRICULUM
Strategic objective: To develop new and review the existing curriculum for certificate and diploma programmes.
.
Activities
Expected
Performance
Lead Agency & Target
Time
Output
Indicator
Collaborators
Frame
5. Validate the report with
the industry.
Report validated
by industry
Strategy 2:
Design a Curriculum
1. Seek authorisation from
Authorisation
KICD/TVETA to review
sought
curricula
2. Constitute unit’s specialists Panel
panels
constituted
curriculum
Mandate to
develop/review
curriculum
Budgetary
Requirement
(KShs.)
Approval/ratification
by industry
ILO
HoDs
One
validated
report
2014-2015
Memo
Principal
2015-2016
Mandate to
review curricula
50,000
Names of panellists
Academic Board
FaB/FSD
One memo
of
authorisation
One panel
2015-2016
50,000
One studied
assessment
report
Eight
curriculum
drafts
2015-2016
Organ/body to
drive curriculum
development/revi
ew
Informed
decision making
3. Study needs assessment
report
Assessment
report studied
Minutes and
recommendation
Academic Board
FaB/FSD
4. Formulate curriculum.
Curriculum
formulated
Draft Curriculum
Academic Board
FaB/FSD
MTTI STRATEGIC PLAN 2014-2019
Expected
Impact
2015-2016
Page 35
A draft document
in place
500,000
100,000
4,500,000
8
STRATEGIC ISSUE 1: CURRICULUM
Strategic objective: To develop new and review the existing curriculum for certificate and diploma programmes.
.
Activities
Expected
Performance
Lead Agency & Target
Time
Output
Indicator
Collaborators
Frame
5. Hold stakeholders’ forum.
Forum held
Seminar/Workshop
report
6. Review proposed
curriculum by
stakeholders.
7. Validate curriculum with
KIE.
Curriculum
reviewed
Syllabi
Curriculum
validated
Syllabi
Strategy 3: Implementation of curriculum.
1. Carry out Training of
Trainers trained
Trainers
2. Acquire teaching
material/Prepare learning
material
Material
acquired/learnin
g materials
prepared
MTTI STRATEGIC PLAN 2014-2019
Expected
Impact
Budgetary
Requirement
(KShs.)
1,500,000
Academic Board,
KICD and
Examination
Bodies
Academic Board,
KIE, Examination
Bodies
Academic Board,
KIE
Eight fora
2016-2017
Awareness of
new curriculum
Eight
reviewed
syllabi
Eight
validated
syllabi
2016-2017
Improved
curriculum
1,500,000
2016-2017
Broader and upto-date
curriculum
2,500,000
Awarded Certificates
KICD
FaB
16teachers
2016-2017
4,000,000
Recommended list of
resources/ learning
modules posted online
KICD
FAB
Examination
Bodies
Eight lists of
resource
materials
2016-2017
Teachers
conversant with
new curricula
Adequate
teachinglearning
materials
available
Page 36
8,000,000
8
STRATEGIC ISSUE 1: CURRICULUM
Strategic objective: To develop new and review the existing curriculum for certificate and diploma programmes.
.
Activities
Expected
Performance
Lead Agency & Target
Time
Output
Indicator
Collaborators
Frame
3. Publicise and advertise.
Advertisement
s done
Advertisements
Registrar,
marketing
committee and
Customer care
4. Enrol new students
Enrolment done
Registration roll
Registrar
5. Staff new programmes
Employment
done
Staff timetabled
BoG
Strategy 4: ICT Integration.
1. Impleme E-learning
nt Eimplemented
learning.
2. Integrate IT in teaching
and learning
Intranet
IT
integrated
MTTI STRATEGIC PLAN 2014-2019
BoG, ICT
Department,
Principal
Moodle (LMS)
Expected
Impact
Six
advertiseme
nts on print
and
electronic
media
100%
increase
2016-2017
Awareness of
new courses
2017-2018
Four per
department
2017-2018
Improved
student
population
Syllabus covered
100%
2017-2018 Improved
curriculum
curriculum
implementati
delivery
on
ICT Department, 100% IT
2017-2018
Principal
integrated
FaB
Page 37
Budgetary
Requirement
(KShs.)
5,000,000
300,000
4,000,000
1,200,000
Improved
curriculum
delivery
1,500,000
8
STRATEGIC ISSUE 1: CURRICULUM
Strategic objective: To develop two Degree programmes .
Activities
Expected Output
Performance
Indicator
Strategy 1:
Conduct Industry needs assessment.
1. Identify the industries
Industries identified List of identified
industries.
Target
Time
Frame
Expected
Impact
Industrial Liaison
Officer
Heads of
Department
ILO
HoDs
100%
relevant
industries
2014-2019
Available data of
relevant industries
2,000,000
100%
coverage of
all the
identified
industries.
2014-2019
Informed decision
making on
curriculum issues
1,000,000
ILO
HoDs
One analysed 2014-2019
report on
Identified
industries
One Industry 2014-2019
Assessment
report
One validated 2014-2019
report
Informed decision
making on
curriculum issues
150,000
Enhanced capacity
to develop relevant
curriculum
Mandate to
develop/review
curriculum
150,000
2. Collect the
information/data from the
identified industries.
Information
collected
3. Analyse the
information/data
Information/data
analysed
4. Compile the industry
needs assessment report.
Report compiled
Industry Assessment
Report
ILO
HoDs
5. Validate the report with
the industry.
Report validated by
industry
Approval/ratification
by industry
ILO
HoDs
Strategy 2:
No of relevant
industries from where
information was
collected.
Report on collected
information.
Analysis report
Lead Agency &
Collaborators
Design a Curriculum
MTTI STRATEGIC PLAN 2014-2019
Page 38
Budgetary
Requirement
(KShs.)
500,000
8
STRATEGIC ISSUE 1: CURRICULUM
Strategic objective: To develop two Degree programmes .
Activities
Expected Output
Performance
Indicator
Lead Agency &
Collaborators
Target
Time
Frame
Expected
Impact
1. Seek authorisation from
TVETA/CUE to review
curricula
2. Constitute unit’s specialists
panels
Authorisation sought Memo
Principal/BOM
One memo of
authorisation
2014-2019
Mandate to review
curricula
Panel constituted
Names of panellists
Academic Board
FaB/FSD
One panel
2014-2019
3. Study needs assessment
report
Assessment report
studied
Minutes and
recommendation
Academic Board
FaB/FSD
2014-2019
4. Formulate curriculum.
Curriculum
formulated
Draft Curriculum
Academic Board
FaB/FSD
5. Hold stakeholders’ forum.
Forum held
One studied
assessment
report
Two
curriculum
drafts
Two fora
Organ/body to
drive curriculum
development/revie
w
Informed decision
making
Seminar/Workshop
report
Curriculum reviewed Syllabi
6. Review proposed
curriculum by stakeholders.
7. Validate curriculum with
Curriculum validated Syllabi
CUE,TVETA
Strategy 3: Implementation of curriculum.
1. Carry out Training of
Trainers trained
Awarded Certificates
Trainers
MTTI STRATEGIC PLAN 2014-2019
Academic Board,
CUE,TVETA
Academic Board,
CUE,TVETA
Academic Board,
CUE,TVETA
Academic board
FaB
50,000
100,000
2014-2019
A draft document
in place
4,500,000
2014-2019
Awareness of new
curriculum
Improved
curriculum
Broader and up-todate curriculum
1,500,000
Lecturers
conversant with
new curricula
2,500,000
Two reviewed 2014-2019
syllabi
Two validated 2014-2019
syllabi
8 lecturers
Budgetary
Requirement
(KShs.)
50,000
2014-2019
Page 39
1,500,000
2,500,000
8
STRATEGIC ISSUE 1: CURRICULUM
Strategic objective: To develop two Degree programmes .
Activities
Expected Output
Performance
Indicator
Lead Agency &
Collaborators
Target
Time
Frame
Expected
Impact
Recommended list of
resources/ learning
modules posted online
Advertisements
FAB
CUE, TVETA
Two lists of
resource
materials
2014-2019
Adequate
teaching-learning
materials available
Registrar,
marketing
committee and
Customer care
Two
advertiseme
nts on print
and
electronic
media
100%
increase
Four per
department
2014-2019
Awareness of
new courses
2014-2019
Improved student
population
Syllabus covered
100%
curriculum
implementati
on
100% IT
integration
2014-2019
Improved
curriculum delivery
2014-2019
Improved
curriculum delivery
2. Acquire teaching
material/Prepare learning
material
Material
acquired/learing
materials prepared
3. Publicise and advertise.
Advertisements
done
4. Enrol new students
Enrolment done
Registration roll
Registrar
5. Staff new programmes
Employment done
Staff timetabled
BoG
E-learning
implemented
Intranet
BoM, ICT
Department,
Principal
IT
Integrated
Moodle (LMS)
ICT Department,
Principal
FaB
Strategy 4: ICT Integration.
1 Implement E-learning.
2. Integrate IT in teaching
and learning
2014-2019
Sub-total
MTTI STRATEGIC PLAN 2014-2019
Budgetary
Requirement
(KShs.)
7,500,000
5,000,000
250,000
6,000,000
1,000,000
74,250,000
Page 40
8
MTTI STRATEGIC PLAN 2014-2019
Page 41
8
STRATEGIC ISSUE 2: PHYSICAL FACILITIES
Strategic objective: To upgrade infrastructure and increase physical facilities to standards that respond to the National Polytechnic
needs.
Activities
Expected
Performance Lead Agency & Target
Time Frame Expected
Budgetary
Output
indicator
Collaborators
Impact
requirement
(KSh.)
a. Strategy 1:
Construct new laboratories, workshops, library, staff offices, guest house, cold room, storerooms.
1. Qualify needs
2.
3.
4.
5.
Data
Collected
Identify Implementation
Stages of
stages
implementati
on defined
Quantify financial
Financial
requirements
output
requirements
established
Identify sources of funding Sources
identified
Tender
Tenders
advertised
MTTI STRATEGIC PLAN 2014-2019
Compiled
report
Compiled
report
BoG/Principal
One report
2014-2015
BoG/Principal
One report
2014-2015
Proposed
budget
BoG/Principal
One budget
One list
List of
BoG/Principal
sources
Advertisemen Tender
ts
Committee
Informed
decision-making
Informed
decision-making
500,000
2014-2015
Informed
decision-making
500,000
2014-2015
Amount sourced
500,000
Five
2014-2015
advertisemen
ts
Page 42
Tender Bids
received
500,000
2,000,000
8
STRATEGIC ISSUE 2: PHYSICAL FACILITIES
Strategic objective: To upgrade infrastructure and increase physical facilities to standards that respond to the National Polytechnic
needs.
Activities
Expected
Performance Lead Agency & Target
Time Frame Expected
Budgetary
Output
indicator
Collaborators
Impact
requirement
(KSh.)
6. Select Contractor
Evaluation
Eventual
Evaluation
Five
2015-2016
Potential
200,000
Committee
winning
Committee
contractors
Qualifying
Report
bidder
Tender
Bidders identified
Committee
7. Contract
Contract
Acceptance
BoG/Principal
Five
2015-2016
Works
2,000,000
awarded
of offer
contractors
commencement
8. Construct facilities
Facilities
Number of
BoG
Five facilities 2015-2019
Facilities
4,000,000,000
constructed
facilities put
Project
complete
up
Manager
9. Certify
Facilities
Certificate of Project
Five
2015- 2019
Facilities ready
4,000,000
certified
Validity
Manager
certificates
for use
10. Commission
Facilities
Certificate of Contractor
Five
2015-2019
Facilities put to
1,000,000
commissione Commissioni BoG
certificates
use
d
ng
Strategy 2:
Upgrade and refurbish the existing physical facilities.
1. Qualify needs
Data
Compiled
BoG/Principal
One report
2014-2015
Informed
250,000
Collected
report
decision-making
2. Identify Implementation
Stages of
Compiled
BoG/Principal
One report
2014-2015
Informed
250,000
stages
implementati report
decision-making
on defined
3. Quantify financial
Financial
Proposed
BoG/Principal
One budget
2014-2015
Informed
500,000
requirements.
output
budget
decision-making
MTTI STRATEGIC PLAN 2014-2019
Page 43
8
STRATEGIC ISSUE 2: PHYSICAL FACILITIES
Strategic objective: To upgrade infrastructure and increase physical facilities to standards that respond to the National Polytechnic
needs.
Activities
Expected
Performance Lead Agency & Target
Time Frame Expected
Budgetary
Output
indicator
Collaborators
Impact
requirement
(KSh.)
requirements
established
4. Identify sources of funding Sources
List of
BoG/Principal
One list
2014-2015
Amount sourced
250,000
identified
sources
5. Tender
Tenders
Advertisemen Tender
Five
2015-2016
Tender Bids
2,000,000
advertised
ts
Committee
advertisemen
received
ts
6. Select Contractor
Evaluation
Eventual
Evaluation
Five
2015-2016
Potential
100,000
Committee
winning
Committee
contractors
Qualifying
Report
bidder
Tender
Bidders identified
Committee
7. Contract
Contract
Acceptance
BoG
Five
2015-2016
Works
1,000,000
awarded
of offer
contractors
commencement
8. Refurbish
Facilities
Number of
BoG
Five facilities 2016-2019
Facilities
120,000,000
refurbished
facilities
Project
complete
refurbished
Manager
9. Certify
Facilities
Certificate of Project
Five
2016-2019
Facilities ready
150,000
certified
Validity
Manager
certificates
for use
10. Commission
Facilities
Certificate of Contractor
Five
2016-2019
Facilities put to
1,000,000
commissione Commissioni BoG
certificates
use
d
ng
Strategy 3:
Develop and implement a Maintenance Plan for the physical facilities.
MTTI STRATEGIC PLAN 2014-2019
Page 44
8
STRATEGIC ISSUE 2: PHYSICAL FACILITIES
Strategic objective: To upgrade infrastructure and increase physical facilities to standards that respond to the National Polytechnic
needs.
Activities
Expected
Performance Lead Agency & Target
Time Frame Expected
Budgetary
Output
indicator
Collaborators
Impact
requirement
(KSh.)
1.Formulate and
Maintenance Documented Principal
One policy
2014-2019
Maintenance and
500,000
Operationalize Maintenance
policy
policy
document
Policy in place
Policy
formulated
and
operationaliz
ed
2.Recruit a Maintenance
Maintenance Name of
Principal
One officer
2014-2019
Maintenance
3,000,000
Officer
Officer
officer
Office in place
recruited
Sub-total
4,140,200,000
STRATEGIC ISSUE 3:
EQUIPMENT
Strategic Objective: To continually equip all workshops and laboratories with adequate and relevant equipment.
Activities
Expected
Performance
Lead Agency Target
Time Frame
Expected
Output
Indicator
&
Impact
Collaborator
s
Strategy 1:
Procurement, Installation, testing, commissioning and Training
1. Carry out a needs
Needs
Assessment
BoG
One
2014-2019
Informed
assessment survey
assessment
Report
annual
decision
done
report
making
2. Source funds
Funds
List of sources
BoG/
Financial
2014-2019
Improved
sourced
and amount s
Principal
report
revenue
MTTI STRATEGIC PLAN 2014-2019
Page 45
Budgetary
Requirements
(KSh.)
500,000
500,000
8
STRATEGIC ISSUE 3:
EQUIPMENT
Strategic Objective: To continually equip all workshops and laboratories with adequate and relevant equipment.
Activities
Expected
Performance
Lead Agency Target
Time Frame
Expected
Output
Indicator
&
Impact
Collaborator
s
3Tender
Tendering
Tender Board
BoG
All tenders 2014-2019
Reliable and
done
minutes
advertised
cost effective
advertisements
supplies
4.Select supplier
Selection and Name of
BoG
100%
2014-2019
Reliable and
supply done
supplier(s) and
equipment
cost effective
equipment
supplied
supplies
supplied
5. Install, test and commission Installation
Fully equipped
Principal/BoG 100%
2014-2019
Quality
equipment
testing and
workshops and
installation
learning
commissionin labs
and testing
g done
6.Train the trainers
Trainers
Number of
BoG
100%
2014-2019
Skilled staff
trained
trainers trained
trainers
trained
Strategy 2: Maintenance and servicing
1. Formulate Equipment
Maintenance and
Replacement Policy
EMRP
formulated
Documentation
2. Establish and staff
maintenance office.
maintenance
office
established
Maintenance
Principal
office. Names of
maintenance
MTTI STRATEGIC PLAN 2014-2019
Maintenance
Officer
One
policy
document
2014-2019
one
staffed
and
2014-2019
Page 46
Well
maintained
equipment in
adequate
numbers
Well
maintained
equipment
Budgetary
Requirements
(KSh.)
500,000
10,000
500,000,000
5,000,000
300,000
6,000,000
8
STRATEGIC ISSUE 3:
EQUIPMENT
Strategic Objective: To continually equip all workshops and laboratories with adequate and relevant equipment.
Activities
Expected
Performance
Lead Agency Target
Time Frame
Expected
Output
Indicator
&
Impact
Collaborator
s
and staffed
staff
Maintenan
ce office
Strategy 3: Benchmarking with industry leaders
1. Carry out needs assessment needs
needs
HODs
one
2014-2019
informed
assessment
assessment
assessme
decision
done
report
nt report
making
1. Identify reputable industry Industry
List of identified Principal,
One list of 2014-2019
Informed
leaders
players
players
HoDs
identified
decision
identified
players
making
2. Arrange for and carry out
Half-yearly
Reports
Principal,
Two
2014-2019
Informed
half-yearly tours for
benchmarkin
HoDs
reports per
decisionbenchmarking
g tours
annum
making
carried out
3. Implement benchmarking
Benchmarkin M & E reports
Principal,
Two
2014-2019
Improved
reports
g reports
HoDs
reports per
equipment
implemented
annum
Subtotal
STRATEGIC ISSUE 4
Strategic objective:
Activities
Budgetary
Requirements
(KSh.)
500,000
300,000
2,000,000
500,000
516,210,000
STAFFING AND STAFF DEVELOPMENT
To source and develop a pool of skilled, qualified and professional staff.
Expected
Performance Lead Agency
Target
Time frame
Expected Impact Budgetary
Output
indicator
and
Requirement
collaborators
(KSh.)
Strategy 1: Source Staff
MTTI STRATEGIC PLAN 2014-2019
Page 47
8
STRATEGIC ISSUE 4
Strategic objective:
Activities
STAFFING AND STAFF DEVELOPMENT
To source and develop a pool of skilled, qualified and professional staff.
Expected
Performance Lead Agency
Target
Time frame
Expected Impact Budgetary
Output
indicator
and
Requirement
collaborators
(KSh.)
1. Assess staffing needs
Staffing
Staff Needs
Principal,
Five reports 2014-2015
Informed
50,000
needs
Assessment
Academic Board
decision-making
assessed
Report
2. Compile report on staff
Report
Report
Principal,
Five reports 2014-2015
Informed
50,000
needs
compiled
Academic Board
decision-making
3. Forward report to
Report
Memo
Principal
Five
2014-2015
Staff deployed
50,000
TSC/BOM
forwarded
memos
4.Advertise ,interview and
Advertisemen Copy of
Principal/BOG
Five
2015-2019
Staffing gaps
1,000,000
recruit
t ,interviews
Advertisemen
Reports
filled
and
t list of staff
recruitment
recruited
done
5.Receive and induct
Teachers
Staff returns
Principal
Five staff
2015-2019
Adequate
teachers/ non-teaching staff
received and
returns
teaching staff
inducted
documents
Strategy 2:
Formulate institutional policy on staff development.
1. Identify elements to be
Elements
List of
BoG/Principal
One list
2014-2015
Informed
50,000
covered by the policy.
identified
elements
decision-making
2. Analyse the elements.
Elements
Analysis
BoG/Principal
One report 2014-2015
Informed
50,000
analysed
report
decision-making
3. Formulate the policy.
Policy
Policy
One policy 2014-2015
Staff
50,000
formulated
Document
BoG/Principal
document
development
formulated
policy established
MTTI STRATEGIC PLAN 2014-2019
Page 48
8
STRATEGIC ISSUE 4
Strategic objective:
Activities
STAFFING AND STAFF DEVELOPMENT
To source and develop a pool of skilled, qualified and professional staff.
Expected
Performance Lead Agency
Target
Time frame
Expected Impact Budgetary
Output
indicator
and
Requirement
collaborators
(KSh.)
4.Implement the policy.
Policy
Policy
BoG/Principal
One policy 2014-2015
Informed decision
implemented document
document
making
implemente
d
Strategy 3:
Conduct a needs assessment and identify linkages.
1. Collect data on the staff
Needs
Report on
BoG
One report 2014-2015
Informed
50,000
needs.
assessment
need
Academic Board
decision-making
done
assessment
2. Analyse the data and
Data
Analysis
Academic Board
One report 2014-2015
Informed
50,000
compile it.
analysed
report
decision-making
3. Identify staff exchange
exchange
List of
Principal/Academi One list
2014-2015
Informed
400,000
programmes/linkages for staff programmes/ identified
c Board
decision-making
development.
Linkages
exchange
identified
programmes
and linkages
4.Formulate a matrix for staff Matrix
Matrix
Principal/Academi Five
2015-2015
Informed
development/linkages.
developed
c Board
matrices
decision-making
Strategy 4:
Source and provide funds.
1. Establish and sustain an Pool
internal pool of funds for
established
staff development.
2. Identify donors.
Donors
MTTI STRATEGIC PLAN 2014-2019
Amount of
money
pooled
List of
BoG/Principal
One vote
head
2014-2016
Internal pool of
Funds available
BoG/Principal
One list
2015-2016
Donors available
Page 49
50,000,000
500,000
8
STRATEGIC ISSUE 4
Strategic objective:
Activities
3. Write a proposal on
donor funding for staff
development.
4. Provide funds to the
staff/institutions.
STAFFING AND STAFF DEVELOPMENT
To source and develop a pool of skilled, qualified and professional staff.
Expected
Performance Lead Agency
Target
Time frame
Expected Impact Budgetary
Output
indicator
and
Requirement
collaborators
(KSh.)
identified
donors and
amounts
Proposals
Proposals
BoG /Principal
Five
2015-2016
Donors willing to
500,000
written
proposals
provide funds
Funds
Amount of
BoG/Principal
provided to
funds and list
staff or
of
institutions
beneficiaries
Strategy 5: Develop IT competence among all staff
1.Equip staff with PCs on
Staff
Number of
BoG
ratio of 2:1.
equipped
computers
100%
disburseme
nt
2015-2016
Staff enrol for
studies
33.3% per
year
2014-2019
2. Train staff on free and
Staff trained
Number of
compulsory basis.
trained staff
Strategy 6:Strive to improve working environment.
Principal, HoD ICT
staff
trained
2014-2019
Staff with easy
access to
computers
Staff competent
in computer skills
1. Carry out work
environment survey
Environmenta Survey
l survey done report
principal
2. Implement the
recommendations of the
recommendat Implementati
ions
on report
principal
One
2014-2015
Survey
report
One
2014-2015
Implementa
MTTI STRATEGIC PLAN 2014-2019
Page 50
Informed
decision-making
Improved working
environment
50,000,000
2,500,000
500,000
10,000
2,000,000
8
STRATEGIC ISSUE 4
Strategic objective:
Activities
survey.
3. Implement occupation and
health safety policy
STAFFING AND STAFF DEVELOPMENT
To source and develop a pool of skilled, qualified and professional staff.
Expected
Performance Lead Agency
Target
Time frame
Expected Impact Budgetary
Output
indicator
and
Requirement
collaborators
(KSh.)
Implemented
tion report
occupation
and health
safety policy
implemented
occupation
and health
safety policy
Principal/ Health
safety committee
One
2014-2015
Implementa
tion report
healthier safer
working
environment
2,000,000
109,810,000
MTTI STRATEGIC PLAN 2014-2019
Page 51
8
STRATEGIC ISSUE 5: RESEARCH AND DEVELOPMENT
Strategic objective: To deliberately and continuously use research to develop and improve systems and structures.
Activities
Expected
Performance Lead Agency &
Target
Time Frame Expected
Output
Indicator
Collaborators
Impact
Strategy 1:
Empower Research and Development unit.
1. Operationalize the
Research and
R&D policy
research and
Development
document
Development Policy.
Policy operational
zed
2 .Recruit R&D Officer.
R&D Officer
Name of
recruited
officer
3. Appoint R&D Committee
members.
4. Train R&D Committee
members.
R&D Committee
appointed
R&D Committee
members trained
5. Equip and fund R&D unit
R&D unit
equipped and
funded
Names of
members
One list of
trained
members
Office,
equipment,
amount of
funds
Strategy 2: Shows, fairs, exhibitions and students’ presentations
1. Call for entries from staff Entries received
List of entries
and students.
MTTI STRATEGIC PLAN 2014-2019
Budgetary
Requirement
(KShs.)
Principal,
Academic Board
One policy
document
2014-2015
Informed
decision-making
200,000
Principal,
Academic Board,
BoG
Principal,
Academic Board
Principal,
Academic Board
One officer
2014-2015
Responsibilities
allocated
50,000
One
committee
One
member
from each
departmen
t
One
equipped
unit
2014-2015
Responsibilities
allocated
Competency in
research &
Development
50,000
2014-2016
Operationalizatio
n of R&D Policy
5 lists of
entries
2014-2016
Entries for
science
exhibitions
Principal
R & D Committee
2014-2015
Page 52
200,000
5,000,000
50,000
8
STRATEGIC ISSUE 5: RESEARCH AND DEVELOPMENT
Strategic objective: To deliberately and continuously use research to develop and improve systems and structures.
Activities
Expected
Performance Lead Agency &
Target
Time Frame Expected
Output
Indicator
Collaborators
Impact
2. Moderate and improve
entries.
Entries
moderated and
improved
Moderated
entries
R & D Committee
Academic Board
3. Develop moderated
projects
Moderated
Projects
developed
Publicizing and
advertising
Items
produced
R & D Committee
Fairs and
exhibitions held
Evaluation
reports
R & D Committee
5
2016-2019
schedules
of fairs and
exhibitions
Successful fairs
and exhibitions
10,000,000
Certificate of
participation
R&D commitee
5 shows
and
exhibitions
2016-2019
Successful fairs
and exhibitions
1000,000
List of
subscribed
Dean of Students
R & D Committee
One
Research
2016-2019
Vibrant Research
Club
2,500,000
4. Publicise and advertise
Fairs and Exhibitions
and student
presentations
5 Organize and
hold students
‘exhibitions and
presentations.
6.Participate in shows, fairs
and exhibitions
Exhibitions
presented
Strategy 3: Peer Research programmes.
1. Form and support
Research Club
Research Club.
formed
MTTI STRATEGIC PLAN 2014-2019
Advertisemen R & D Committee
ts
BoG
5 lists of
moderated
and
improved
entries
5 lists of
items
produced
5 adverts
2014-2016
Quality entries
2016-2019
Quality Project
items
2016-2019
Awareness by the
public
Budgetary
Requirement
(KShs.)
50,000
Page 53
15,000,000
3,000,000
8
STRATEGIC ISSUE 5: RESEARCH AND DEVELOPMENT
Strategic objective: To deliberately and continuously use research to develop and improve systems and structures.
Activities
Expected
Performance Lead Agency &
Target
Time Frame Expected
Output
Indicator
Collaborators
Impact
2. Set up a fully equipped
incubation centre.
Fully equipped
incubation centre
set up.
members
Fully
equipped
incubation
centre .
Principal BOG
Club
One fully
equipped
incubation
centre
2016-2019
Sub-total
MTTI STRATEGIC PLAN 2014-2019
Commercializatio
n of innovation
Budgetary
Requirement
(KShs.)
10,000,000
47,100,000
Page 54
8
STRATEGIC ISSUE 6: GOVERNANCE AND MANAGEMENT
Strategic objective: To strengthen good governance and effective management of the Institute.
Activities
Expected
Performance
Lead
Target
Time
Output
Indicator
Agency &
Frame
Collaborator
s
Strategy 1:
Promote participatory decision-making.
1. Carry out annual Customer
Customer
annual reports
R&D
One
2014Satisfaction Surveys.
Satisfaction
Committee
survey
2019
Surveys carried
p.a.
out
2. Install Suggestion Boxes in
strategic locations.
Expected
Impact
Inclusive
decision
making
Improved
services
Inclusive
decision
making
Improved
services
Inclusive
decision
making
Improved
services
Budgetary
Requirements
(KSh.)
2,500,000
Suggestion
Boxes installed
Reports
Integrity
officer
4reports
per
annum
20142015
3. Organize and hold termly meetings termly meetings
with student leaders
with student
leaders held
Minutes
Dean of
students
3meeting
s per
annum
20142019
Strategy 2:
Promote meritocracy.
1. Advertise all internal middle
Posts
management posts that fall vacant advertised
Advertisements
Principal
20142019
Merit-based
appointments
5000,00
2. Appraise annually officers’
performance
3. Increase participation in extra-
Appraisal
reports
Delegated
Principal
BoG
Principal
All posts
advertise
d
internally
All
officers
60% of
20142019
2014-
Improved
performance
Benefits of
100,000
Officers
appraised
Participation
MTTI STRATEGIC PLAN 2014-2019
Page 55
10,000
20,000
5000,000
8
STRATEGIC ISSUE 6: GOVERNANCE AND MANAGEMENT
Strategic objective: To strengthen good governance and effective management of the Institute.
Activities
Expected
Performance
Lead
Target
Time
Output
Indicator
Agency &
Frame
Collaborator
s
curricular activities amongst all
increased
responsibilities
MTTI
2019
members of MTTI
4. Recognize and reward exemplary exemplary
List of staff
Principal,
10 areas 2014performance
performance
rewarded
BOG
rewarded 2019
rewarded
Strategy 3: Improve communication structures
1. Update notice boards weekly
Notice boards
Uncluttered
Principal
All notice 2014updated
notice boards
Dean
boards
2019
HoDs
2. Establish a network-based
Intranet
Software
Principal
One
2014intranet system
established
Computers
HoD ICT
licensed 2019
intranet
system
3. Hold monthly departmental staff
Staff briefings
Resolutions
Principal
All
2014briefings and termly staff
held
departm 2019
meetings
ents
Strategy 4: Enhance openness and integrity
1. Implement the quarterly reports of Reports
Reports
Principal
4 reports 2014the Integrity Committee
implemented
Minutes
p.a.
2019
2.
Review, launch and circulate
Service Charter annually
Service Charter
reviewed and
circulated
MTTI STRATEGIC PLAN 2014-2019
Copies of
Charter in
circulation
Principal
Service
Charter
One
Service
Charter
20142019
Page 56
Expected
Impact
Budgetary
Requirements
(KSh.)
participation
Motivate staff
and students
5000,000
Effective
communicati
on
Effective
communicati
on
5,000,000
Coordination
100,000
Transparenc
y
Accountabilit
y
Quality
Service
Delivery
300,000
100,000
8
STRATEGIC ISSUE 6: GOVERNANCE AND MANAGEMENT
Strategic objective: To strengthen good governance and effective management of the Institute.
Activities
Expected
Performance
Lead
Target
Time
Output
Indicator
Agency &
Frame
Collaborator
s
Committee
3. Review Service Charter annually Service Charter Reviewed
Principal
5 annual 2014reviewed
Charter
Service
reviews
2019
annually
Charter
Committee
f. Strategy :5 Institutionalize quality management system (QMS)
1. Comply with ISO
9001:2008 QMS
2. Hold scheduled top
management
meetings.
ISO 9001:2008
QMS
implemented
Top
management
meetings held
ISO 9001:2008
certificate
Minutes,
MR
MR
At least
two Audit
reports
At least
three
meetings
p.a
Quality
Service
Delivery
20142019
Quality
service
20142019
More
awerenes of
QMS
Sub-total
MTTI STRATEGIC PLAN 2014-2019
Expected
Impact
Budgetary
Requirements
(KSh.)
250,000
1,400,000
20,000
19,805,000
Page 57
8
STRATEGIC ISSUE 7:
LINKAGES AND COLLABORATIONS
Strategic objective: To enhance existing linkages and collaborations and develop new ones.
Activities
Expected Output Performance Lead Agency
Target
Time
Indicator
&
Frame
Collaborators
Strategy 1:
Capacity building.
1. Identify areas of need Needs identified
Professional Principal
One
2014-2015
and Consult with
&
reports
BoG
professional
identified professional Professional
report p.a.
practitioners.
Practitioner
consulted
i.
2 Create awareness Awareness
Workshop/
Principal
One seminar 2014-2015
through attachment,
created
Seminar
BoG
report p.a.
benchmarking,
reports
linkages and
collaborations.
Strategy 2: Marketing and promotional programmes.
1 Establish a
marketing plan
Marketing
marketing plan
Established
plan
2
3
Advertise in the
media
Carry out Outdoor
Advertising
4 Hold graduation
ceremony annually
Registrar
Advertising done
in media
Advertiseme
nts
Principal
Registrar
Outdoor
advertising done
graduation
ceremony held
Banners
Sign boards
Programmes
Visitors’ book
Principal
Registrar
Principal
BoG
MTTI STRATEGIC PLAN 2014-2019
One
marketing
plan
Three
advertisemen
ts p.a.
At least three
signboards
1graduation
ceremony
Expected
Impact
Budgetary
Requirements
(KSh.)
Informed
decision
making
2,500,000
Informed
decision
making
2,500,000
2014-2015
Increased
enrolment
2014-2019
Market
awareness
3,000,000
2014-2019
Market
awareness
Market
awareness
1,500,000
2014-2019
Page 58
300,000
7,500,000
8
STRATEGIC ISSUE 7:
LINKAGES AND COLLABORATIONS
Strategic objective: To enhance existing linkages and collaborations and develop new ones.
Activities
Expected Output Performance Lead Agency
Target
Time
Indicator
&
Frame
Collaborators
held annually
5 Carry out termly
Outreach
Itineraries
Principal
3
2014-2019
Outreach Programmes
programmes
Registrar
programmes
carried out
per year
6 Enhance the
Corporate image Corporate
Principal
3 CSR
2014-2019
institutional Corporate
developed
Social
Dean of
activities p.a.
Image
Responsibilit Students
y activities
7 Participate in coCo-curricula
Programmes Dean of
One annual
2014-2019
curricula activities
activities carried
Students
programme
out
8 Continuously
Website set
Improved
ICT
One website 2014-2019
improve and
maintained and
Website
Department
maintain the
improved
Website
Strategy 3: Enhance interaction with current collaborators and stakeholders.
1. Invite Resource
Resource
Names of
Principal
At least one
2014-2019
persons
persons engaged resource
Registrar
resource
persons
ILO
person per
identified
department
per term
2. Carry out termly field Educational trips Itineraries
Principal
At least 4
2014-2019
educational trips
held
HoDs
field trips per
dept.
3. Carry out annual
Benchmarking
Reports
Principal
At least two
2014-2019
MTTI STRATEGIC PLAN 2014-2019
Page 59
Expected
Impact
Budgetary
Requirements
(KSh.)
Market
awareness
1,500,000
Market
awareness
4,500,000
Market
awareness
5,000,000
Global
recognition
and access
1,500,000
Enriched
learning
experiences
1,500,000
Enriched
learning
experiences
Better
9,000,000
8
STRATEGIC ISSUE 7:
LINKAGES AND COLLABORATIONS
Strategic objective: To enhance existing linkages and collaborations and develop new ones.
Activities
Expected Output Performance Lead Agency
Target
Time
Indicator
&
Frame
Collaborators
Benchmarking trips
done with market
HoDs
trips per year
with market leaders
leaders
Sub-total
MTTI STRATEGIC PLAN 2014-2019
Expected
Impact
practices
Enriched
learning
experiences
Budgetary
Requirements
(KSh.)
1,500,000
41,500,000
Page 60
8
STRATEGIC ISSUE 8:
INFORMATION COMMUNICATION TECHNOLOGY
Strategic Objective: Provide information communication technology solutions to support learning activities and management of the college.
Activities
Expected
Output
Performance
Indicator
Lead Agency Target
&
Collaborator
s
Strategy 1: Provide ICT solutions to support management of the college
Time Frame
Expected
Impact
1 Get user
feedback through
online helpdesk
system
2 Installation of ICT
integration tools.
Needs
assessment
done
Assessment
Report
BoG
One
annual
report
2014-2019
Informed
decision
making
500,000
ICT
integration
tools
implemented
Improved ICT
Integration in
teaching/learnin
g process
BoG
Effective
service delivery
500,000
3 Implement eLearning system
e-learning
system
implimented
Courses offered
on-line
BoG/ICT
100% ICT 2014-2019
Integration
in
teaching/le
arning and
administrat
ion
At least
2014-2019
two(2) online
courses for
each
departmen
MTTI STRATEGIC PLAN 2014-2019
Page 61
Flexible and
blended
learning
Budgetary
Requirements
(KSh.)
2,000,000
8
STRATEGIC ISSUE 8:
INFORMATION COMMUNICATION TECHNOLOGY
Strategic Objective: Provide information communication technology solutions to support learning activities and management of the college.
Activities
4 Procure ICT
equipment and
install
Expected
Output
ICT
equipment
installed
Performance
Indicator
Fully equipped
ICT workshops
and labs
Lead Agency
&
Collaborator
s
BoG
Target
Time Frame
Expected
Impact
Budgetary
Requirements
(KSh.)
t
100%
installation
2014-2019
Quality service
delivery
One
member
per
departme
nt
A policy in
place
2014-2019
Adequate
support
services
1,300,000
2014-2019
Informed
decision
making
100,000
A list of
identified
needs
2014-2019
Informed
decision
making
300,000
30,000,000
Strategy 2: Provide solutions to support teaching/Learning and research
2
Train ICT support
team
ICT support
team trained
A list of ICT
support team
BOG/ICT
3
2 Develop relevant
ICT policy
ICT policy
developed
ICT policy
document
BoG/ICT
Needs
assessment
Report
Principal,
HoDs, staff,
Strategy 3: Train Users and ICT staff
1
Carry out a
comprehensive
needs
assessment
Survey
carried out
MTTI STRATEGIC PLAN 2014-2019
Page 62
8
STRATEGIC ISSUE 8:
INFORMATION COMMUNICATION TECHNOLOGY
Strategic Objective: Provide information communication technology solutions to support learning activities and management of the college.
Activities
Expected
Output
Performance
Indicator
Lead Agency
&
Collaborator
s
Target
Time Frame
Expected
Impact
Budgetary
Requirements
(KSh.)
2014-2019
Informed
decisionmaking
2,000,000
Improved
service delivery
5,000,000
survey
2
Compile a
report and
implement
Report
implemented
Evaluation
Report
Principal,
HoDs, staff
One report
per annum
3
Capacity build
the staff in the
identified areas
Staff trained
List of staff
trained
Principal,
HoDs
one list per 2014-2019
annum
Subtotal
Activities
Expected Output Performance Lead Agency
indicator
and
collaborators
Strategy 1:
Increase fee collection to as close as 100%.
I)
Continuously Accounting
Computerize BoG
d accounting ICT Department
improve and system
Continuously
services
Finance Office
maintain the
MTTI STRATEGIC PLAN 2014-2019
41,700,000
Target
Time
frame
Expected
Impact
All
accounting
services
2014-2019
Improved
financial
reporting
Page 63
Budgetary
Requirement
(KSh.)
1,000,000
8
STRATEGIC ISSUE 8:
INFORMATION COMMUNICATION TECHNOLOGY
Strategic Objective: Provide information communication technology solutions to support learning activities and management of the college.
Activities
Expected
Output
Performance
Indicator
Lead Agency
&
Collaborator
s
Target
Time Frame
Computerize
d accounting
system
ii Solicit for annual
scholarships and
bursaries for deserving
students.
improved
Scholarships and Lists of
bursaries solicited donors and
annually
beneficiaries
Principal
Dean of
Students
80%
sponsorship
of needy
students
2014-2019
iii Enhance restrictions on
fee defaulters.
Restrictions
enhanced
HoDs, Class
Tutors, Finance
Office
100% fee
collection
2014-2019
Accounting
data
Strategy 2: Maintain set standards in existing parallel courses and introduce new ones
1. Introduce new parallel Parallel classes
Students’ roll Registrar
30 students
introduced
HoDs
per full-time
courses.
class
2. Introduce more short More short
Number of
Registrar
Three 3courses
short
courses
HoDs
month
courses.
introduced
courses per
department
3. Introduce tailor-made Tailor-made
Number of
Registrar
3
programmes
programmes HoDs
programmes
programmes.
introduced
p.a.
MTTI STRATEGIC PLAN 2014-2019
2014-2019
2014-2019
2014-2019
Page 64
Expected
Impact
Improved cash
flow
Reduced
disruption for
needy students
Improved cash
flow
Minimal
defaulting
Improved
enrolment and
income
Improved
enrolment and
income
Improved
income
Budgetary
Requirements
(KSh.)
500,000
-
-
500,000
8
STRATEGIC ISSUE 8:
INFORMATION COMMUNICATION TECHNOLOGY
Strategic Objective: Provide information communication technology solutions to support learning activities and management of the college.
Activities
Expected
Output
Performance
Indicator
Lead Agency Target
&
Collaborator
s
HoDs
One
committee
4. Establish a
Committee
Names of
established
committee
Coordinating
members
committee for parallel
programmes
Strategy 3:
Establish an Entrepreneurship Development centre
1. Improve, diversify and EDC improved
More
Principal
products
BoG/ EDC
coordinate
available
Director
Entrepreneurship
2. Staff
Entrepreneurship
Development centre
3. Identify and sensitize
markets.
4. Design and develop
unique products.
EDC established
and staffed
Names of
staff
employed
Markets identified Market
and sensitized
response
Unique products
Number of
designed and
products
developed
5.
Recycle waste for Waste recycled
Number of
commercially
products
commercial purposes
Strategy 4: Enhance linkages with private sector
1. Identify areas of
Areas of support Survey
and funding
reports
funding and support
identified
MTTI STRATEGIC PLAN 2014-2019
Time Frame
Expected
Impact
Budgetary
Requirements
(KSh.)
2014-2015
Improved
coordination of
parallel
programmes
100,000
At least 1
product per
annum
2014-2019
Vibrant
production unit
2,000,000
Principal
BoG
One
production
unit
2014-2019
Vibrant
production unit
1,000,000
Production Unit
5 market
segments
3 products
per market
segment
80% waste
recycled
2014-2019
Vibrant
production unit
Customer
satisfaction
500,000
2014-2019
Reduced
wastage
2,500,000
One annual
report
2014-2019
Informed
decision making
500,000
Production unit
ECD
Principal
2014-2019
Page 65
5,000,000
8
STRATEGIC ISSUE 8:
INFORMATION COMMUNICATION TECHNOLOGY
Strategic Objective: Provide information communication technology solutions to support learning activities and management of the college.
Activities
2. Identify private sector
players for funding
and support
3. Make and present
proposals for funding
and support
Expected
Output
Performance
Indicator
Private sector
players identified
Survey report
Proposals made
and presented
Proposals
Lead Agency Target
&
Collaborator
s
Principal
One annual
report
Principal
5 proposals
Time Frame
Expected
Impact
2014-2019
Informed
decision-making
500,000
2014-2019
Private sector
support
500,000
Sub-total
STRATEGIC ISSUE 9:
RESOURCE MOBILIZATION
Strategic objective: To diversify sources of and increase revenue.
Activities
Expected Output Performance Lead Agency
indicator
and
collaborators
Strategy 1:
Increase fee collection to as close as 100%.
II)
Continuously Accounting
Computerize BoG
system
d accounting ICT Department
improve and
Continuously
services
Finance Office
maintain the
improved
Computerize
d accounting
system
MTTI STRATEGIC PLAN 2014-2019
Budgetary
Requirements
(KSh.)
14,600,000
Target
Time
frame
Expected
Impact
All
accounting
services
2014-2019
Improved
financial
reporting
Page 66
Budgetary
Requirement
(KSh.)
1,000,000
8
STRATEGIC ISSUE 9:
RESOURCE MOBILIZATION
Strategic objective: To diversify sources of and increase revenue.
Activities
Expected Output Performance Lead Agency
indicator
and
collaborators
ii Solicit for annual
Scholarships and Lists of
Principal
bursaries solicited donors and
Dean of
scholarships and
annually
beneficiaries
Students
bursaries for deserving
students.
iii Enhance restrictions on
fee defaulters.
Restrictions
enhanced
Accounting
data
HoDs, Class
Tutors, Finance
Office
Target
Time
frame
Expected
Impact
80%
sponsorship
of needy
students
2014-2019
100% fee
collection
2014-2019
Improved cash
flow
Reduced
disruption for
needy students
Improved cash
flow
Minimal
defaulting
Strategy 2: Maintain set standards in existing parallel courses and introduce new ones
5. Introduce new parallel Parallel classes
Students’ roll Registrar
30 students
introduced
HoDs
per full-time
courses.
class
6. Introduce more short More short
Number of
Registrar
Three 3courses
short courses HoDs
month
courses.
introduced
courses per
department
7. Introduce tailor-made Tailor-made
Number of
Registrar
3
programmes
programmes HoDs
programmes
programmes.
introduced
p.a.
8. Establish a
Committee
Names of
HoDs
One
established
committee
committee
Coordinating
members
committee for parallel
programmes
Strategy 3:
Establish an Entrepreneurship Development centre
MTTI STRATEGIC PLAN 2014-2019
2014-2019
2014-2019
Improved
enrolment and
income
Improved
enrolment and
income
Budgetary
Requirement
(KSh.)
500,000
-
-
2014-2019
Improved
income
500,000
2014-2015
Improved
coordination of
parallel
programmes
100,000
Page 67
8
STRATEGIC ISSUE 9:
RESOURCE MOBILIZATION
Strategic objective: To diversify sources of and increase revenue.
Activities
Expected Output Performance Lead Agency
indicator
and
collaborators
6. Improve, diversify and EDC improved
More
Principal
products
BoG/ EDC
coordinate
available
Director
Entrepreneurship
7. Staff
EDC established Names of
Principal
and staffed
staff
BoG
Entrepreneurship
employed
Development centre
8. Identify and sensitize
markets.
9. Design and develop
unique products.
Markets identified Market
Production Unit
and sensitized
response
Unique products
Number of
Production unit
designed and
products
developed
10.
Recycle waste for Waste recycled
Number of
ECD
products
commercial purposes commercially
Strategy 4: Enhance linkages with private sector
4. Identify areas of
Areas of support Survey
Principal
and funding
reports
funding and support
identified
5. Identify private sector Private sector
Survey report Principal
players
identified
players for funding
and support
6. Make and present
Proposals made
Proposals
Principal
proposals for funding and presented
and support
Sub-total
MTTI STRATEGIC PLAN 2014-2019
Target
Time
frame
Expected
Impact
At least 1
product per
annum
2014-2019
Vibrant
production unit
One
production
unit
2014-2019
Vibrant
production unit
1,000,000
5 market
segments
3 products
per market
segment
80% waste
recycled
2014-2019
Vibrant
production unit
Customer
satisfaction
500,000
2014-2019
Reduced
wastage
One annual
report
2014-2019
500,000
One annual
report
2014-2019
Informed
decision making
Informed
decision-making
5 proposals
2014-2019
Private sector
support
500,000
2014-2019
Budgetary
Requirement
(KSh.)
2,000,000
5,000,000
2,500,000
500,000
14,600,000
Page 68
8
APPENDIX:2
CURRENT ORGANIZATION STRUCTURE
MINISTRY OF EDUCATION, SCIENCE AND TECHNOLOGY
STATE DEPARTMENT OF SCIENCE & TECHNOLOGY
BOM
CHIEF PRINCIPAL
D/P
Administration
& Planning
D/P
Academic
Affairs
Registrar
Dean of
Students
HoD
Medical
Science
HoD
Secretarial &
Languages
HoD
Business
Studies
HoD
Hospitality &
Tourism
HoD
Applied
Science
HoD
Mechanical
Engineering
HoD
Electrical
Engineering
HoS
Medical
Science
HoS
Secretarial &
Languages
HoS
Business
Studies
HoS
Hospitality &
Tourism
HoS
Applied
Science
HoS
Mechanical
Engineering
HoS
Electrical
Engineering
MTTI STRATEGIC PLAN 2014-2019
HoD
ICT
HoS
ICT
HoD
Building & Civil
Engineering
Industrial
Liaison
Officer
Finance Officer
Procurement
Officer
HoS
Building & Civil
Engineering
Page 69
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