MINISTRY OF SCIENCE AND TECHNOLOGY … swot analysis 16 ... ministry of science and technology strategic plan 2007 - 2012 ... ministry of science and technology strategic plan 2007

MINISTRY OF SCIENCE AND TECHNOLOGY

STRATEGIC PLAN2007 - 2012

Science, Technology and Innovation for National Prosperity and Global Competitiveness

List of tables and figures iv

Abbreviations and Acronyms v

Foreword 1

Preamble 2

Executive Summary 3

1. INSTITUTIONAL REVIEW 5

1.1 Introduction 5

1.2 Mandate 6

1.3 Vision 6

1.4 Mission 6

1.5 Core Values 6

1.6 Core Functions 6

1.7 Policy Priorities 6

1.8 Current Organizational Structure 7

1.9 Departmental Functions 9

1.9.1 Directorate of Technical Education 9

1.9.2 National Council for Science and Technology 9

1.9.3 Department for Research and Development 9

1.9.4 Administration and planning sector 9

1.10 Staff Establishment 9

2. SITUATION ANALYSIS 11

2.1 Introduction 11

2.2 Performance Review 11

2.2.1 Achievements 11

2.2.1.1 The Directorate of Research Development 12

2.2.1.2 Directorate of Technical Education 12

Table of Contents

2.2.1.3 National Council of Science and Technology (NCST) 13

2.2.2 Ongoing Projects and Programmes 13

2.2.3 Internal Review 13

2.3 PESTEL Analysis 14

2.3.1 Political 14

2.3.2 Economic 14

2.3.3 Social-Cultural 15

2.3.4 Technological 15

2.3.5 Environmental Factors 16

2.4 SWOT Analysis 16

2.5 Stakeholder Analysis 18

3. STRATEGIC ISSUES AND OBJECTIVES 23

3.2 Strategic Objectives 23

3.2.1 Strategic Issue 1: Capacity Building 23

3.2.2 Strategic Issue 2: Collaboration and Linkages 24

3.2.3 Strategic Issue 3: Policy and Regulation 24

3.2.4 Strategic Issue 4: Investment in ST&I and TE 25

3.2.5 Strategic Issue 5: Competitiveness 25

3.2.6 Strategic Issue 6: Recognition of ST&I and Technical Education 26

3.2.7 Strategic Issue 7: Governance/Organizational Systems and Co-ordination 26

4. STRATEGIC PLAN IMPLEMENTATION 27

4.1. The Implementation Approach 27

4.1.1 Phasing and Sequencing 27

4.1.2 Quick Wins 27

4.1.3 Performance Management 27

4.1.4 Institutionalizing Performance Improvement 27

4.1.5 Assumptions, Risks and Uncertainties 27

4.2 Implementation Matrix 27

4.3 Proposed Organization Structure of the Ministry 47

4.3.1 Features of the New Structure 47

4.3.1.1 Permanent Secretary 47

4.3.1.3 Science and Technology Secretary 47

4.3.1.4 Directorate of Research Coordination/ Management and Development 47

4.3.1.5 Directorate of Technical, Industrial, Vocational and Entrepreneurship Training 47

4.3.1.6 Directorate of Accreditation and Quality Assurance of TIVET Institutions 48

4.3.1.7 Corporate Relations Office 48

4.3.1.8 Semi Autonomous Government Agencies/Public Corporations 48

5. RESOURCE MOBILIZATION 50

5.1 Projected Resource Requirements 50

5.2 Finance level 51

5.3 Strategies for Resource Mobilization 51

5.3.1 Government Funding 51

5.3.2 Development Partners 52

5.3.3 Exploiting the Untapped Resources 52

5.4 Elimination of Wastage 52

6. MONITORING AND EVALUATION 53

6.1 Monitoring Methodologies 53

6.2 Evaluation Mechanism 53

6.3 Plan Monitoring and Evaluation Framework 53

LIST OF TABLES AND FIGURES

TABLES

Table 1.1 Total Ministry’s Staff Establishment 10

Table 1.2 Ministry’s Staff Establishment by Department 10

Table 2.1 SWOT Analysis 14

Table 2.2 Ministerial Stakeholder Analysis 18

Table 4.1 Implementation Matrix 28

Table 5.1 Summary of Resource Requirements for the Period 2007/08-2011/12 50

Table 5.2 Ministry’s Actual and Projected Resource Requirements 51

Table 6.1 Implementation Logical Framework 54

FIGURES

Figure 1.1 The Current Organizational Structure of the Ministry 8

Figure 4.1 Proposed New Structure of the Ministry 49

ABBREVIATIONS AND ACRONYMS

AIA AppropriationinAidCFO ChiefFinanceOfficerCPPMU CentralPlanningandProjectManagementUnitDPM DirectorateofPersonnelmanagementDQA DirectorateofQualityAssuranceandStandardsDRD DirectorateofResearchDevelopmentERS EconomicRecoveryStrategyERSWEC EconomicRecoveryStrategyforWealthandEmploymentCreationHIV/AIDS HumanImmuno-DeficiencyVirus/AcquiredImmuneDeficiencySyndromeHoD HeadofDepartmentHR HumanResourcesHRM HumanResourcesManagementICT InformationandCommunicationTechnologyIEC Information,EducationandCommunicationIPGRI InternationalPlantGeneticsResourceInstituteKEPHIS KenyaPlantHealthInspectorateServicesKIPI KenyaIndustrialPropertyInstituteKIPO KenyaIndustrialPropertyOrganizationKSH/Ksh. KenyaShillingsLA LeadAgencyM&E MonitoringandEvaluationMDG MillenniumDevelopmentGoalsMMSC MinisterialManagementSteeringCommitteeMMU MinisterialManagementUnitMoST MinistryofScienceandTechnologyMTEF MediumTermExpenditureFrameworkNARC NationalRainbowCoalitionNCST NationalCouncilforScienceandTechnologyNEPAD NewPartnershipforAfricanDevelopmentNESC NationalEconomicandSocialCouncilNGO Non-GovernmentalOrganizationNIC NewlyIndustrializedCountryPE PrincipalEconomistPER PublicExpenditureReviewsPESTEL Political,Economic,Social,Technological,EnvironmentalandLegalPIA PrincipalInternalAuditorPPO PrincipalProcurementOfficerPPP Public–PrivateSectorPartnershipsPRO PublicRelationsOfficerPS PermanentSecretaryR&D ResearchandDevelopmentS&T ScienceandTechnologySAGA Semi-AutonomousGovernmentalAgencySMEs SmallandMediumEnterprisesStds. StandardsSTI Science,TechnologyandInnovationSWG SectorWorkingGroupSWOT Strengths,Weaknesses,OpportunitiesandThreatsTE TechnicalEducationTIVET Technical,Industrial,VocationalandEntrepreneurshipTrainingTIVETA Technical,Industrial,VocationalandEntrepreneurshipTrainingAuthorityTNA TrainingNeedsAssessmentWITs WorkImprovementTeams% Percentage

�MINISTRY OF SCIENCE AND TECHNOLOGY STRATEGIC PLAN 2007 - 2012

Science, Technology and Innovation (STI) hasbeenrecognized as the driver of the world’s economicprosperity,socialdevelopmentandprovidetoolsandsolutionstoaddressglobalchallenges.Itistherefore,imperative that in order for Kenya to remain aninnovative, progressive and a relevant nation inthe global economy, Kenyans must make maximalutilization of their science and technology base;both on their own and in collaboration with othernations. Focusing on the international dimensionof science and technology, it is vital to create anenabling environment for this country to positionitself appropriately in the knowledge based worldeconomy.

The Government’s national development agenda isclearlyoutlinedinthevariouskeypolicydocumentsincludingtheEconomicRecoveryStrategyforWealthandEmploymentCreation(ERSWEC)2003-2007,thePovertyReductionStrategyPaper(PRSP)(2001), theMediumTermExpenditureFramework(MTEF)(2000)and the National Development Plan 2002-2008.The Government Vision 2030 Project envisages a

globally competitive and a prosperous nation withhighqualityof lifeby theyear2030.TheVision isanchoredonintergratingscienceandtechnologyintotheproductionandservicesectors.Thedevelopmentgoals address poverty alleviation, wealth creation,illiteracyandimprovingthewelfareof thecommoncitizen. This involves the mobilization of all thesectorsoftheeconomy.

The Government recognizes that its developmentagendacanbeacceleratedifthereisrenewedfocusontheintegrationofST&Iinallthesocio-economicsectors.Kenyansare inneedof reforms thathaveadirectimpactontheirsocio-economicwellbeing.Itis therefore imperative that, the outputs of science,technology and innovation produce direct positiveimpactsonthedailylivesofthecitizens.

In view of the current situation, the Governmentof Kenya has embraced Science, Technology andInnovation and Technical Education (TE) as one ofits top priorities. In this regard, the Government iscommittedtopromotingKenyaasthepartnerofchoicefor international collaboration, help improve ourpriority setting through international benchmarking,andattractforeigninvestmentthroughthestrengthofour sciencebase andaccess to technologymarketsoverseasinST&IandTE.

TheGovernmenthas,therefore,createdtheMinistryof Science and Technology and mandated it tospearheadtheintegrationofST&IandTEinnationaldevelopment.Onthebasisoftheaboveconsideration,theMinistryhasdevelopedthisStrategicPlantodefinetheroadmapitwilltaketodischargeitsmandateoverthenextfiveyears.

Hon. Dr. Noah Wekesa, EGH, MP.MINISTER FOR SCIENCE AND TECHNOLOGY

Foreword

� MINISTRY OF SCIENCE AND TECHNOLOGY STRATEGIC PLAN 2007 - 2012

The Ministry of Science and Technology haspositioneditselftoleadthecountryintoaknowledge-based society in the 21st Century. This comes atatimewhenthecountryisrecoveringfromalongperiod of poor economic performance. Kenyatodayrequirestoaccelerateherusageofspecializedknowledge, information, and innovativeness tosupportandexpandhereconomy.Thepurposeoftheexpansionand,byextension,theutilizationofscience, technology and innovation is to improvethesocio-economicstatusofthepeopleandlaythefoundationforsustainabledevelopment.

Kenya has over the years pursued a science andtechnology policy that enables the Science,Technology and Innovation and TechnicalEducation systems to underline their relevance tothe local economyandalsoproject the systemasaleaderinthecontinent.Inrecenttimes,however,there has been a tremendous growth in Kenya’sgraduates from the primary and secondary schoolleveltoanannualaverageof600,000and250,000,respectively.Outof thisnumberonly55percentand 10 per cent or 350,000 and 20,000 proceedtosecondaryschoolsanduniversitiesrespectively.These are target groups whose skills developmentcanbeenhancedbycoordinatedandwell-managed

science, technology and innovation and technicaleducationsystems.

Thetimehasthereforecometonowstrengthenthefocusofthescience,technologyandinnovationandtechnical education policies in order to safeguardthecountry’sfutureinlightofglobaldevelopments.Consequently,theGovernmentthroughtheMinistryofScienceandTechnologypresentsinthisstrategicplanacomprehensivestatementofintenttopursuethedevelopment,adoptionandutilizationofST&IbythepeopleofKenyatoimprovetheirlivelihoodsand socio-economic status and subsequently theircontributiontonationaldevelopment.

TheStrategicPlanprovidesthevisionandmissionthat will encompass all those involved in itsexecution.ItpresentsananalysisoftheinternalandexternalenvironmentusingStrengths,Weaknesses,Opportunities and Threats (SWOT) and Political,Economic, Social, Technological, Environmentaland Legal (PESTEL) analyses. Subsequently, itidentifieskeystakeholdersandtheirroles;outlinesthe strategic issues and objectives and identifiesthestrategiestoaddressthem.Theplanprioritizesactivities to be implemented under the strategies;andprovidesanimplementationplan,amonitoringand evaluation system and a projection of theresourcerequirements.

TheachievementoftheobjectivesofthisStrategicPlanrequiresthesupportandinputofstakeholdersincluding all Government Ministries, the PrivateSector,Civilsociety,NGOs,researchinstitutionsinST&IandTE,UniversitiesandDevelopmentPartnersamong others. The consultative process, throughwhichthisplanhasbeendeveloped,givesmetheconfidencethatitisjointlyownedbyallstakeholdersandwilltherefore,receivethenecessarysupportinitsimplementation.

Professor Crispus M. Kiamba, MBS.PERMANENT SECRETARY

Preamble


ThisStrategicPlanisorganizedinsixchapters,namely:Institutional Review, Situational Analysis, StrategicIssues, Strategic Plan Implementation, ResourceMobilization and; Monitoring and Evaluation. TherearealsoAnnexesshowingtheListofPublicationsbytheTechnicalDepartmentsandtheLogicalFramework.TheoverallobjectiveoftheStrategicPlanistoenhancetheachievementof thepolicyprioritiesof the;EconomicRecoveryforWealthandEmploymentCreation,KenyaVision2030Project,MillenniumDevelopmentGoalsandNewPartnershipforAfricanDevelopment(NEPAD)ScienceandTechnologyFlagshipProgrammes.

Thehighlightsofeachchapteraresummarizedbelow.

Chapter One: Institutional Review

Chapter One gives background information aboutthe Ministry of Science and Technology (MoST), itsmandate,vision,missionandthe internaloperationalenvironment in terms of its core values, functions,policyprioritiesandorganizationalstructure.

TheMinistry’smandateincludes;ScienceTechnologyInnovation (STI) Policy, Research Development,Authorization andCoordination aswell as TechnicalEducation(TE).ItcurrentlyoperateswithtwotechnicaldirectoratesandoneSemi-AutonomousGovernmentalAgency (SAGA) namely; Directorate of ResearchDevelopment,DirectorateofTechnicalEducationandtheNationalCouncilforScienceandTechnology.

TheVisionof theMinistryis:“Anationalculturethatprides in and actively promotes science, technologyandinnovationforeconomicandsocialprosperityandglobalcompetitiveness“.

ItsMissionis:“Tospearheadandenhanceintegrationof science, technology and innovation into nationalproduction processes and systems for sustainabledevelopment”.

Among the core values of MoST are; transparency,accountabilityandintegrity,world-classbenchmarkingstandards,excellenceandteamwork,respectforhumanrights and gender sensitivity, professionalism, ethicalandevidencebaseddecision-making;andinnovationandcreativity

Chapter Two: Situational Analysis

The second chapter gives theMinistry’s performancerecord in the recent past and analyzes its internalstrengthsandweaknessesagainstexternalopportunitiesandthreatsusingSWOTandPESTELanalysisformats.TheMinistry’skeystakeholdersaredetailedandtheseincludevariousGovernmentDepartmentsandSAGAs,collaborating agencies and development partners,amongothers.

AlthoughMoSTwascreatedonlyrecently,itstechnicaldepartmentshavebeenoperatingunderotherministriesincludingtheformerMinistryofEducation,ScienceandTechnology.Thereforeitskeyfunctionshavebeenon-goingforalongtime.Someimportantachievementsofthesedepartmentsfromtheyear2000todateandthecurrentlyon-goingprojectsarehighlighted.

Chapter Three: Strategic Issues and Objectives

Following the analysis of both the internal andexternal factorsusing the SWOTandPESTELmodelsseven Strategic Issues were identified. These were;Capacity Building, Collaboration and Linkages,Policy and Regulation, Investment in ST&I and TE,Competitiveness, Recognition of ST&I & TE, andGovernance/OrganizationSystemsandCo-ordination.ForeachoftheaboveIssues,StrategicObjectivesweredevelopedtoaddressthemandthespecificactivitiestoaddressthemformulated.

Chapter Four: Strategic Plan Implementation

An outline of the mechanisms for implementing thePlanispresentedinthisChapter.Itpresentsadetailedimplementation matrix for each Strategic Issue andObjective summarizing the following; Activities,Expected Outputs, Performance Indicators, LeadImplementing Agency and Collaborators, Target,Timeframe and the Expected Impact. The budgetaryestimates required toundertakeeachof theactivitieshavealsobeenindicated.

TheChapteralsooutlinestheimplementationapproach,management structure and reporting relationships.

Executive Summary


Performancemeasurementwillbethebasisofappraisal.The measured parameters will be contrasted againstpresettargetsinordertoratetheactualperformance.

Chapter Five: Resource Mobilization

This Chapter provides the projected resourcesrequirements for implementing the Plan. It indicatestheholisticamountsforeachactivity.

ItisindicatedthattheMinistrywillsourcegovernmentfunding through the annual departmental PublicExpenditureReviews (PER)andpresent the reports tothe Treasury as the basis for resource bidding underthe Medium Term Expenditure Framework (MTEF)budgetaryprocess.

Alsostrategicallianceswithdevelopmentpartnerswillbestrengthenedinordertoattractadditionalfunding.Furthermore, the MoST will tap into non-financialresources from stakeholders through informationsharing, and encouraging their participation in theMinistry’sactivities.

The Ministry undertakes to be innovative in its

service operations and systems in order to makesavingsthroughimplementationofmeasuresaimedateliminatingwastage related toduplicationof servicesandoutsourcingnon-coreactivities.

Chapter Six: Monitoring and Evaluation

The final chapter of this document provides for thedesigning of an effective and efficient Monitoringand Evaluation (M&E) mechanism for implementedprogrammes. The M&E will serve two purposes,namely: (i) to enquire into the feasibility of eachplannedprogrammeand(ii)toassesstheprogressandoverallimpactofimplementedprogrammes.

Alternative M&E methodologies are suggested.These include; regular reviews, spot inspectionsand observation, and special and rapid assessmentsurveys.

It is also suggested that the management of M&Eprogrammesbedonethrough:(i)establishmentofM&ESteeringCommitteeand;(ii)formationofDepartmentalM&Eimplementingunits.


INSTITUTIONAL REVIEW

1.1 Introduction

This chapter provides background information onthe Ministry’s history, mandate, vision, mission, corevalues, core functions, policy priorities, the currentorganizationalstructureandstaffestablishment.

The Government of Kenya recognizes Science andTechnology (S&T) as vital to social and economicdevelopmentofthecountry.ResearchandDevelopment(R&D) has been applied in Kenya’s economic andsocialdevelopmentspanningfromthecolonialandthepostcolonialeras.Beforeindependence,theColonialGovernment developed a research infrastructure toserve the colonial economy. After independence,Kenya’s national development goals and philosophywereelaboratedinSessionalPaperNo.10of1965on“AfricanSocialismand itsApplication toPlanning inKenya”. The paper identified poverty, illiteracy anddiseaseas themainchallenges facing thecountrybythen. Ithighlightedtheneedforconsiderablescienceandtechnologyinputs.

Afterindependencein1963,R&Dactivitiescontinuedunder the East African Community until its breakupin 1977. Within the same period, there was rapidexpansion of S&T in Kenya. These developmentsbroughtaboutaneedforamechanismtobeputinplaceforcoordinationandpromotionofS&Tactivities.Thisled to the enactment of the Science andTechnologyAct Cap. 250 of Laws of Kenya in 1977. The Actaimed at providing guidance to the development ofS&Tandensuringitsintegrationinnationalsocialandeconomic development. Since its enactment, therehavebeenotherpolicyinitiativestointegratescienceandtechnologyinnationaldevelopment.TheSessionalPaperNo.1of1986on“EconomicManagement forRenewedGrowth”,thatoutlinedanumberofareasforwhich the application of S&T is important, was oneof such initiatives. Another was the formation of theMinistryofResearch,ScienceandTechnologyin1987,to oversee the evolutionof a soundnational scienceand technology base. The Ministry had the mandate

ofenabling thecountry toupgradeher scientificandtechnological skills,mobilize thenecessary resourcesfor science and technology and boost the nationaleffortstogenerate,select,adoptandapplyscienceandtechnologyforsocialandeconomicdevelopment.

When the NARC government came into power inDecember 2002, among its top challenges wererevivalofeconomicgrowthandattainmentofregionaland global competitiveness while maintaining higheconomic growth levels. The Economic RecoveryStrategy for Wealth and Employment Creation(ERS) 2003-2007, underscores the use of Science,Technology and Innovation (STI) and TechnicalEducation (TE) as one of the key strategies forimprovingproductivesystemstoachievetheexpectedresults. The current national activities in scientificresearch and technological development are spreadacross governmental, semi-governmental agencies,private and non-governmental organizations anduniversities.ManyoftheseorganizationspursueST&Iand TE activities independently and set their ownpriorities, which are not uniformly harmonized withthe national development priorities. This has oftenled to duplication of efforts, ineffective utilizationof resources and weak coordination of ST&I andTE activities. As a consequence, there has beenuncoordinateddisseminationoftechnologytotheendusers and subsequently a limited impact on nationaldevelopment.

Inanefforttoimprovecoordinationinthedevelopmentandapplicationof ST&IandTEand theefficientuseof limited resources, theGovernment established theMinistry of Science and Technology in December2005.The roleof theMinistry is tocontribute to theimprovement of the social and economic status ofKenyans through a coordinated and harmonizedintegrationofST&IandTEintothenationaldevelopmentprocesses.

Since its establishment, theMinistryhasput inplacea framework for implementing its mandate over thenext five years. TheMinistryhas alsomadenotableattemptstoplanforintegrationofST&Iintotechnicalandvocationaleducationprogrammes.Inthisregard,

Chapter One


theMinistryhasmadenewinitiativestorevitalizetheimplementationofST&IandTEpoliciesandprogrammesthathadbeendevelopedearlieronbeforeitscreation.

1.2 Mandate

ThemandateoftheMinistryistopromoteandfacilitatethe integration of Science and Technology into thepolicy, planning and the national developmentprocesses.ThespecificmandateoftheMinistryincludesthefollowing:

1. Development, Promotion and Implementationof National Research, Science, Technology andInnovationPolicyandStrategies.

2. Authorization, Coordination, Inventory andDisseminationofResearch.

3. Development, promotion and implementation ofTIVETPolicyandStrategy.

4. Establishment, Accreditation, Quality AssuranceandSupervisionofTIVETInstitutions

1.3 Vision

A national culture that prides in and activelypromotes science, technology and innovationfor social and economic prosperity and globalcompetitiveness.

1.4 Mission

To spearhead and enhance integration ofscience,technologyandinnovationintonationalproductionsystemsandprocessesforsustainabledevelopment.

1.5 Core Values

The Ministry commits itself to ensuring that science,technology and innovation are mainstreamed in allthe sectors and processes of the economy and thedevelopmentandenhancementofTIVETinourcountry.Consequently,inpursuitofitsvisionandmission,theMinistrywillbeguidedbythefollowingfundamentalcorevalues:

1. Transparency,accountabilityandintegrity

2. World-classbenchmarkingstandards

3. Excellenceandteamwork

4. Respectforhumanrightsandgendersensitivity

5. Professionalism, ethical and evidence baseddecision-making

6. Innovationandcreativity

1.6 Core Functions

Thecore functionsof theMinistry revolve around itsmandatetoensurethattheinstitutionachievesitsvisionand mission. The core functions may change slightlyover time depending on changes in Governmentfunctions.However, theactivities tobe implementedby theMinistryarederived fromthese functions.Thespecificcorefunctionsinclude:

1. Formulate,reviewandcoordinatenationalscience,technologyandinnovationpoliciesandstrategies

2. Formulate, review and coordinate technicaleducationpoliciesandstrategies,

3. ManageandpromoteST&IandTEactivitiesinthecountry,

4. Determine priorities for scientific, technologicalandtechnicaleducationactivitiesinKenya,

5. Promote, popularize and coordinate research,science, technology and technical educationprogrammes,

6. Spearhead the application of research results,transfer of technology, and development of theST&IandTEhumanresourcebase,

7. IntegrateST&IandTEintonationaldevelopment,

8. Monitorandevaluatescientific,technologicalandtechnicaleducationactivitiesinthecountryand,

9. Promotebenchmarking,standardsandinternationalcooperationinST&IandTE.

1.7 Policy Priorities

The Strategic Plan aims at realizing the objectivesof the Economic Recovery Strategy for Wealth andEmployment Creation (ERSWEC), the Kenya Vision2030,theMillenniumDevelopmentGoals(MDGs)andthe localization of NEPAD’s science and technologyflagshipprogrammes.Thesewillbeaddressedthroughthefollowingpolicypriorities:

1. Promoteevidencebasedpolicymakingandnationaldevelopment through integration of ST&I and TEconsiderations,

2. ReviewandenhancecapacityofthenationalST&IandTEsystemtowardsdemanddrivenservicesandeffectiveuseoftalentsandfacilities,

3. Involve stakeholders in the development ofcomprehensivenationalST&IandTIVETstrategies,

4. Improve quality, relevance, equity and accessto Technical, Industrial, Vocational andEntrepreneurshipTraining(TIVET),

5. Develop programmes to encourage private sectorparticipationinST&IandTE,


6. Develop programmes for promoting excellence,innovationandinvestmentinST&IandTE,

7. StrengthenthenationalST&IandTEstandingandits competitiveness in the global arena throughpromotionofexcellence,creativity,innovationandinvestmentinST&IandTE.

1.8 Current Organizational Structure

TheMinistry’scurrentorganizationalstructureconsistsof three departments and one Semi-Autonomous

Government Agency (SAGA). The three Departmentsare; the Directorate of Technical Education (DTE),Directorate of Research Development (DRD) andthe Administrative Support services Department. TheNationalCouncilforScienceandTechnology(NCST)istheSAGA.TheSupportServicesDepartmentcomprisesof the following divisions; Administration, CentralPlanningandProjectMonitoringUnit,HumanResourceManagement, Finance, Internal Audit, Accounts andPublic Relations and Procurement. Figure 1.1 showsthecurrentorganizationalstructureoftheMinistry.



1.9 Departmental Functions

1.9.1 Directorate of Technical Education

TheDirectorateofTechnicalEducationisresponsiblefor policy, curriculum development, registration andsupervision of TIVET institutions. These institutionsincludeoneTechnicalTeachersCollege,fourNationalPolytechnics,20TechnicalTraining Institutesand17InstitutesofTechnologyandover1,000privateTIVETinstitutions.MostoftheTIVETInstitutionsareundertheMoST. However, some skills training institutionsareunderotherministries,forexample,youthpolytechnicsare under the Ministry of Youth Affairs. DTE is alsomandated to ensure equitable access, retention andachievement of appropriate knowledge, skills andattitudes.Thecore functionsofDTEare;provisionofsupportfordevelopmentactivitiesinthetechnicalandvocational training; management of TE programmes;career guidance and counselling and on mattersrelating to liaison between technical institutions andtheindustry.

1.9.2 National Council for Science and Technology

The National Council for Science and Technology isa Semi Autonomous Government Agency under theMinistry. It was established in 1977 by the ScienceandTechnologyActCap.250LawsofKenyawiththefollowingmandate;todetermineprioritiesforscientificandtechnologicalactivitiesinKenyainrelationtotheeconomicandsocialpoliciesoftheGovernmentanditsinternationalcommitments.Thecore functionsof theCouncilare to;advise theGovernmentonanationalscience policy, including general planning and theassessmentoftherequisitefinancialresources;advisethe Government on the scientific and technologicalrequirements for the conservation of the natural andsocial environment in Kenya; consider and advisegenerallyonallscientificactivities,adviseonsuitableorganizational arrangements for planning, managingand co-coordinating scientific activities at variouslevels,includingthesettingupofnewresearchadvisorycommittees,researchcouncils,researchestablishments

and technical services; among other science andtechnologyadvisoryfunctions.

1.9.3 Department for Research and Development

TheDepartmentforResearchandDevelopment(DRD)wascreatedinJune1987asthetechnicalarmof thethenMinistryofResearch&TechnicalTrainingwiththemandatetooverseethedevelopmentandpromotionofresearch activities in the country. The Department ismandatedtopromote,facilitateandguidethenationalresearch system through policies that rationalize theintegration of Research and Development (R&D)into overall national economic development. TheDepartment’scorefunctionsareto:integrateresearchintonationaldevelopment,formulateNationalResearchPolicy, co-ordinate research, research inventory anddissemination, mobilize resources for R&D, researchpromotionandsensitizationofR&Dstakeholdersandto create regional and international collaboration onR&D.

1.9.4 Administration and planning sector

TheDepartmentofAdministrationandPlanningconsistofthefollowingunits;administration,centralplanning,humanresourcemanagement,finance,publicrelations,information communication technology (ICT) andprocurement.ThecorefunctionofthisDepartmentistoprovidesupportservicestothetechnicaldepartments

indeliveringtheirmandates.

1.10 Staff Establishment

Withrespect topersonnelestablishment, theMinistryembarked on progressive capacity building involvingrecruitment and training of staff. By June 2006, theMinistryhadanauthorizedstaffestablishmentof368postswith234membersofstaff in-postasat January2007.Tables1.1and1.2summarizetheMinistry’sstaffestablishment.

�0 MINISTRY OF SCIENCE AND TECHNOLOGY STRATEGIC PLAN 2007 - 2012

Table1.1:TotalMinistry’sStaffEstablishment

TechnicalStaff SupportStaff TotalCurrentcompliment 78 156 234Authorizedestablishment 133 235 368Staffshortfall 55 235 134

Source:MinistryofScienceandTechnology,2007

Table1.2:Ministry’sStaffEstablishmentbyDepartment

Department TechnicalStaff

SupportStaff TotalCurrentCompliment

StaffDeficit

DTE 27 15 43 67DRD 25 15 40 15

NCST 14 25 40 37

SupportServices 0 101 101 18Total 66 156 224 137

Source:MinistryofScienceandTechnology,2007

��MINISTRY OF SCIENCE AND TECHNOLOGY STRATEGIC PLAN 2007 - 2012

SITUATION ANALYSIS

2.1 Introduction

ThisChapterreviewstheMinistry’sperformanceintherecentpast.Basedontheinternalreviewandtheanalysisof the current environment in terms of its Political,Economic, Social, Technological, Environmental andLegaldynamics, theMinistry’s strengths,weaknesses,opportunities and threats have been derived andanalyzed.AnanalysisoftheMinistry’sstakeholdersisalsoundertaken.

Theintegrationofscience,technologyandinnovationin thenationalproductionprocesses is central to thesuccess of the Government’s policy priorities anddevelopmentprogrammes.Thisisparticularlyimportantwithinthecontextofthedemandsofglobaleconomiccompetitiveness, sustainabledevelopment andequityconsiderations. The current policy priorities of theGovernment includetheEconomicRecoveryStrategyforWealthandEmploymentCreation,Vision2030andtheMillenniumDevelopmentGoals allofwhichseektoaddressthebasicneedsofKenyans.

Today,someofKenya’smajordevelopmentchallengesinclude illiteracy, persistent and increasing poverty,decliningproductivity in thebasicsectors, increasingunemployment,deficientinfrastructure,andtheoverallunfavourable environment for improved investment.Thesearechallengestowhichthenationalpursuitofscienceandtechnologymustcontributetofindingtheirsolutions.

The Government Vision 2030 Project envisages aglobally competitive and a prosperous nation withhighqualityoflifebytheyear2030witha10percentgrowth in GDP for the next 25 years and achievingan efficient export-oriented manufacturing sectorby2030.Thiswill lead toKenyabecomingaNewlyIndustrialized Country (NIC) and joining the sameleaguewiththeAsianeconomicgiants likeMalaysia,SingaporeandKorea.TheVisionhighlightsthatthiscanbeacceleratedby integratingscienceandtechnologyintotheproductionandservicesectors.

Theareaon informationon indigenouscapacitiesonST&IandTEhasbeenlargelyignored.Thesciencewe

havetodayhasbeenlearnedfromothersforthesakeofemploymentandearningaliving.Ourancestorshadinventedsteel,ironsmelting,surgicaltools,mechanizedlabour, irrigation and mortar-free stone buildings. Inthat respect, aspects of indigenous knowledgewhicharerelevanttoST&Iwillbeaddressed.

Globally, it is recognized that economic growth ofanycountryislargelyaresultofthetransformationofknowledge, science and technology into goods andservices.Aneweconomicvisionfocusingontheroleofknowledgeasbasisforeconomictransformationandarticulatedatthehighestlevelofgovernmentisthereforerequiredforthecountry.Theachievementofthisvisionandthemoderneconomyvisionenvisagedthereinwillthus encompass a science led development whereproper management and coordination of scientificand technological processes will be mandatory. Thepursuitof indigenouscapacities forST&IandTE thathavepreviouslybeenlargelyignoredwillalsogreatlycomplimenttheachievementoftheVision.

2.2 Performance Review

AlthoughtheMinistryofScienceandTechnologyhasbeen recently created, her key functional units havebeen inexistence fora long time.Therefore,mostoftheachievementshighlightedbelowwererealizedbytheconstituentoperationalunitsoftheMinistrybeforeitsestablishment.

2.2.1 Achievements

Theachievementsof eachof theDepartments in therecent past are summarized below. Some of theseachievements are derived from the publications ofeachofthetechnicalDepartmentswhichareattachedasanAnnex.

2.2.1.1 The Directorate of Research Development

1. The Directorate of Research Development (DRD)has produced policy documents and legislativepapersfortheGovernment’saction.Amongtheseare;theNationalResearchStrategies1990–2010,the Industrial Property Policy and a paper on

Chapter Two

�� MINISTRY OF SCIENCE AND TECHNOLOGY STRATEGIC PLAN 2007 - 2012

establishment of the International Plant GeneticsResourceInstitute(IPGRI)regionalofficeinNairobi(1994).

2. TheDirectoratehasplayedakeyroleintheformationandoperationoftheNationalAdvisoryCommitteeonBiotechnologyAdvancesandApplications, theNational Health Research Centre as well as theTaskForceontheSeedIndustry inKenya,amongothers.

3. On the Industrial Development Policyimplementation, the Department was key indrafting the Industrial Properties Act Cap 305.The Department was also involved in the initialarrangements to set up the Kenya IndustrialPropertiesOffice (KIPO) recently transformed intoKIPI.

4. OntheglobalClimateChangearena,DRDhostedtheKenyaCountryStudyonClimateChangefrom1996to1998,fromwhichthecountry’sInventoryofGreenhouseGaseswasestablished. Thestudyalso established Kenya’s vulnerability to climatechange on key sectors such as agriculture, waterand natural resources with recommendations onstrategies to reduce vulnerability and enhanceadaptationandmitigationtoclimatechange.

5. The Department, through collaboration withUgandanandTanzanianR&D institutionsaswellas Seed Regulatory Organizations in the regionsuch as Kenya Plant Health Inspectorate Services(KEPHIS), TOSCA and NSCS, has facilitated therelease of improved maize seed varieties to theKenyanandregionalfarmingcommunities.Thesevarieties include Longe 4 (an Open PollinatedVariety),Longe6HandLonge7H(Three-way-crossHybrids).

6. TheDepartmenthascontributedtoareviseddraftversion of the Science and Technology Act (Cap250)totheKamungeCommitteeharmonizinglawsaffectingeducation,trainingandresearchandhasplayedakeyroleintheformationanddevelopmentofnewandolderResearchInstitutes.

7. TheDepartmenthasalsofacilitatedtheestablishmentofinternationalresearchcentresbasedinthecountry(for example, the African Centre for TechnologyStudies)andmobilizedresourcesforsomeoftheiroperations.

8. TheDepartmenthasalsoplayedakeyrole in theestablishment of technical cooperation betweenKenyaandanumberofcountriesbothofdevelopedand of transitional economies, e.g. Cuba, Iraq,amongothers.

9. TheDepartmentwasformanyyearsthehosttotheATPS(AfricaTechnologyPolicyStudies)whichisanAfrican multidisciplinary network for researchers,policy makers and other actors in research andusers interested in generating, promoting and

strengtheninginnovativeS&TpoliciesinAfrica.

10.The Department played a key role in theformulation of the mechanism for setting up theNationalResearchFund. This fund isnowbeingimplemented through the Commission for HigherEducation.

2.2.1.2 Directorate of Technical Education

ThefollowingarethemajorachievementsmadebytheDirectorateofTechnicalEducation.

1. ArapidappraisalonthestatusofTIVETinstitutionswas carried out 2003. This provided a baselinedatafortheongoingTIVETreforms.

2. Anauditofequipment,infrastructure,staff,studentenrolmentandtrainingprogrammeswhichwasatNationalPolytechnicscarriedoutin2004providedabaselinedataforupgradingofpolytechnics.

3. Anauditofequipment,infrastructure,staff,studentenrolmentandtrainingprogrammeswascarriedoutinNationalpolytechnicsin2004andinTechnicalTraining Institutes and Institutions of Technologyin2005.Theauditprovided thebaselinedata foridentify suitable institutions to be established ascentresofexcellence forvariouscoursesandalsoforupgradingpolytechnics.

4. Skills inventory, training needs assessmentand development of curriculum structures wasundertakenin2005aspartofthedevelopmentofNationalTrainingStrategy.

5. The Directorate participated in the developmentof the Sessional Paper No. 1 of 2005 on PolicyFramework for Education, Training and Researchwhichresultedintoreformsinthissector.

6. ProductionUnitPolicyforpublictraininginstitutionsunderthisdirectoratewasdevelopedin2006andthisresultedinto theharmonizationofproductionactivitiesoftheinstitutions.

7. Enhancementofgrantsandprovisionofprofessionaladviceandguidancetopublictechnicalinstitutionsresultedintoincreasedenrolmentofstudentsfrom26,259in1999to44,215in2004.

2.2.1.3 National Council of Science and Technology (NCST)

The Council achievements are classified into threecategories; co-ordination, advisory and promotionalfunctions.

a) Coordination

(i) Developednationalguidelinesandproceduresforresearch,includingethicalconsiderations.

(ii) Has coordinated capacity building of KenyanST&I institutions for widespread application


ofnuclearscienceandtechnologyinnationaldevelopment activities, particularly Health,Agriculture,WaterandIndustry.

(iii)Developed national research priorities as abasis for disbursing funds from the NationalResearchGrantProgramme.

b) Advisory

(i) Developed of a regulatory framework for thesafeapplicationofbiotechnologyinKenya.

(ii) Guided the establishment of the NationalHealth Research Development Centre of theNationalCouncilforScienceandTechnologyforcatalyzingnationalhealthresearch.

(iii) Establishedworldclassfacilitiesforverificationof international compliance with treaties forthe peaceful use of nuclear energy throughthe establishment of infra-sound and seismicstationsinKenya.

(iv) Developed the national intellectual propertyframework that is thebasis for thepromotionandprotectionofIntellectualPropertyRightsinthecountry.

c) Promotional

(i) Established the Kenya National ScientificInformation and Documentation Centre(KENSIDOC)attheNCSTforthedisseminationandexchangeofST&Iinformation.

(ii) Facilitated the establishment of collaborativelinkagesbetweenKenyanST&Iinstitutionsandtheirinternationalpartners.

2.2.2 Ongoing Projects and ProgrammesThe following major projects and programmes are ongoing in the Ministry:1. DevelopmentofaNationalPolicyonST&I.

2. TIVET reforms that include establishment ofNational Training Strategy, establishment of ST&Iand TE centres of excellence, establishment ofmodelYouthPolytechnics,reviewofupgradingofnationalpolytechnicstooffertechnologydegrees,integration of ICT into industrial and technicaltrainingprogrammesanddevelopmentofaTIVETNationalQualificationFramework.

3. ReviewandrationalizationoftheNationalIndustrialAttachmentPolicy.

4. ReviewandmodularizationofTEPcurriculum.

5. EstablishmentandimplementationofinternationalST&IandTEagreementsandestablishmentofnewones.InthisregardtheactualizationofthecurrentS&TagreementbetweenKenyaandSouthAfricaisinprocess.

6. Establishmentofaresearchdatabase.

7. Disseminationofresearchresultsandfindings.

8. Formulation of a National Research Strategiesdocument.

9. ReviewofScienceandTechnologyAct,Cap250,LawsofKenya.

10.BuildingcapacityofKenyanST&IandTEinstitutionsforpeacefulusesofnuclearenergy.

11.DevelopmentandmaintenanceofNationalScience,TechnologyandInnovationdatabase.

2.2.3 Internal Review

TheMinistryofScienceandTechnologywascreatedthrough a Presidential Circular No. 1 of December2005, to provide necessary policy development andadministrative infrastructure for ST&I and TE. TheestablishmentcomprisescorequalifiedstaffwithwideexperienceinprovisionofST&IandTEadvisoryservices.However, the Ministry’s human, infrastructural andfinancialcapacitiesareinadequate,thelegalframeworkupon which it operates is non-comprehensive andthe systems for management, communication andcoordination systems are ineffective. To improveministerial capacity for delivery of superior productsandservices,thereisneedtoputinplacearesponsivegovernancestructureandtoenhancepartnershipswithvariousstakeholders.Termsandconditionsofservicetopersonnelshouldalsobeimproved.

2.3 PESTEL Analysis

ThePolitical,Economic,Socio-cultural,Technological,Environmental and Legal (PESTEL) analysis explainsthesituationunderwhichthePlanhasbeenprepared.Subsequently, it is from thisanalysisand the internalreview that the Strengths,Weaknesses,OpportunitiesandThreats(SWOT)totheMinistryarederived.

2.3.1 Political

ThepoliticalfactorsfavouringST&IandTEincludethefollowing;

a) TheGovernment’spolicypapersandstrategiessuchastheERSWEC(2003-2007),SessionalpaperNo.1of2005onEducationTrainingandResearch, thePoverty Reduction Strategy Paper and the Vision2030Project givehighpriority to the applicationofST&Iintothenationaldevelopmentprocessforgrowthandinternationalcompetitiveness.

b) Kenyaisamemberofregionalorganizationssuchas the African Union (AU). The country is also asignatory to the Lagos Plan of Action and theLome Convention. This is well demonstrated bytheincreasingnumberofST&IandTEactivitiesintheEAC,IGAD,NEPADandtheUNsystem.Theseorganizations provide opportunities for growth of


ST&IandTEsectorinKenya.

The political factors that may limit the utilization ofST&IandTEincludethefollowing;

a) LowlevelofpoliticalsupportforthefullexploitationofthepotentialofST&IandTE.

b) Lack of full political will required to mobilizeresources (human and financial) needed todevelop a science and technology environmentthatisconducivetoinvestmentsinthecountryforeconomicdevelopment.

c) TheinadequatepoliticalsupportfortheintegrationofST&IandTEinplanningandbudgetingtobeabletomeetboththeindustrializationandMillenniumDevelopmentGoals.

2.3.2 Economic

The following economic factors favour the applica-tion of ST&I and TE in national development;a) The Economic Recovery Strategy for Wealth and

Employment Creation(ERSWEC)takesrecognitionof the role played by science, technologyand innovation in several fields of economicdevelopment. It also emphasizes on theneed tostrengthen linkages between education, technicaltraining and industry needs and; improvingcompetitivenessandvalueadditioninallproductiveandservicesectorsoftheeconomy.

b) Similarly, the Kenya Vision 2030 has accordedscience, technology and innovation high priority.Vision 2030 is based on the realization that inan increasingly knowledge-based and globalizedworld,Science,TechnologyandInnovation(ST&I)areessential,bothforsocialandeconomicprogressandforglobalcompetitivenessofournation.Inthisregard,ST&Iwillbecentralinproductivityandthesocio-economictransformationofthecountry.ST&Iwillthereforebestrengthenedinordertoenhancetheirapplicationinthenationalproductionsystemsforsustainabledevelopment.

d) Strengthening of linkages between farmers,research systems and extension and developingintegrated data and information managementsystems for effective monitoring and evaluation.Through science, technology and innovation theGovernmentaspires to industrialize thenationbytheyear2020as spelt out in theSessionalPaperNo.2of1997on“Industrial Transformation to the year 2020”.

e) The rapid economic recovery that has createdopportunitiesforinvestmentinST&IandTE.

ThefollowingeconomicaspectshindertheadoptionofST&IandTEinitiatives;

a) Thepolicy,planningandbudgetingprocessesdo

not fully reflect the importance of ST&I and TEindrivingeconomicgrowthandachievingof theMDGsorthereductionofpoverty.

b) LowprivatesectorfundingofST&IandTE.

2.3.3 Social-Cultural

Thesocial-cultural factors that favourtheadoptionofST&IandTEinnationaldevelopmentinclude;

a) At the policy level, the National Economic andSocial Council (NESC) in the project 2030 hasemphasized the social development aspect ofthe country. The pillar provides an opportunityfor using ST&I and TE to realize faster and moreefficientgrowthinthissector.TheSocialpillaraimsto “achieve a just and cohesive society enjoying equitable social development in a clean and secure environment”.

b) International media influences have createdgreaterawarenessandhelpedimprovegovernanceand democratization process within the public.The globalization process has led to adoption oftechnologicaladvancementsastheyaredeveloped.This has influenced reduction of cultural barriersassociated with the resistance to technologyadoption. Media growth has a direct impact onpublic awareness and development programmes.ThissectoriswelldevelopedinKenyaandshouldbe exploited to promote innovativeness andpopularizetheST&IandTEsector.

c) A growing young population that is available fortheexploitationofscienceandtechnology

Thesocial-culturalfactorsthatnegativelyinfluencetheadoptionofST&IandTEinnationaldevelopmentinclude:

a) Though Kenya still has a large pool of qualifiedS&Tpersonnel,thisisthreatenedbythesignificantemigration.

b) MajornaturalcatastrophessuchasHIV/AIDShaveled to loss of Kenyans in the age bracket 15 to49 years. This leads to loss of many skilled ST&Ipersonnel.

c) The current education and technical trainingcurricula in Kenya do not adequately encouragetheacquisitionofskillsandknowledgeinscienceand technology and change of attitude towardssciences.

2.3.4 Technological

ThetechnologicalfactorsthatsuittheadoptionofST&IandTEinnationaldevelopmentareasbelow:

a) The government views a strong ST&I and TEcapacity as an absolute necessity for the nationto participate as a full partner in the world’s fast


forming,knowledge-basedeconomy.TheuseofST&IandTEasatoolfornationaldevelopmentandinternationalcompetitivenessrequiresaneffectivesystemforinnovation,technologyadoption,diffusionandtransfer.

b) ST&IandTE,supportedtoalargeextentbyICT,hasbecomeamajor driving force of economic change in many nations. ICThas also improved the rate of communication and informationexchange.TheICTsectorisrapidlydevelopinginKenya.

c) ThegovernmenthasestablishedmajornationalfacilitiesforST&IandTE(e.g.,facilitiesinresearchinstitutes).Theseareimportantforinnovation.

TechnologicalrelatedfactorsthatnegativelyaffectST&Iinclude:

a) Currently there is a wide disparity in ST&I and TE capacitybetweenKenyaandtheindustrializednations.ThisisenvisagedasatechnologicalfactorthatislikelytoinhibittheadoptionofST&IandTEinitiatives.

b) Lowinvestmentintechnology.

c) Inadequateassessmentofthepotentialeffectsandimpactsofuseofsomeofthetechnologiesonthephysicalenvironment,people,biodiversityanditsassociatedgoodsandserviceshavenotbeenproperlyassessed,understoodanddocumented.

2.3.5 Environmental Factors

Environmental factors that favour the adoption and application ofST&Iinclude:

a) Kenya recognizes the value of her environmental resources. Italsorecognizesthatthedegradationofthesecanadverselyaffectproductivityandincreaselevelsofpovertyinthecountry.

b) TheEnvironmentalManagementandCoordinationActprovidesthatallinKenyaareentitledtoahealthyenvironmentthattheyarerequiredtosafeguardandenhance.

c) The conservation and sustainable use of land, water, forests,biologicalandmineralresourcesarekeytothecountry’sobjectivesof Economic Recovery Strategy for Wealth and EmploymentCreation.

EnvironmentalfactorsthatlimittheadoptionandapplicationofST&Iinclude:

a) Anumberofhumanrelatedactivitieshaveledtoenvironmentalharm.Therateofexploitationofthecountry’slandandbiologicalresources is considered unsustainable. Natural ecosystems,importantforanumberofnaturalservicesandproductsarebeingconvertedtootherusesorfacethethreatofdegradationduetopollution.

b) Enhancedemissionofgreenhousegasesintotheatmospherehasledtoglobalwarmingandclimaticchange,andthechangestothe earth surface through various human activities, includingwastedisposal,hascontributedtoglobalenvironmentalchange,the localmagnitudeandpotential impactofwhich isyet tobeestablished. To Kenya, these changes pose both potential risksandopportunitiesforfoodproduction,humanhealthandenergyavailability,amongmanyothers.

The President Places Science, Technology and Innovation at

the Centre of Kenya Vision 2030

“The economic performance of any country is closely tied to the application of science and technology... However there is … serious limitations in application of technology…This is a serious weakness in our development strategy, which requires urgent attention… It is important that the Vision Strategy which is being developed is geared towards enhancing Kenya’s scientific and technological capacity, inculcating scientific culture, and integrating science and technology in our production and services sectors”.(Extract from the speech of H.E. Hon. Mwai Kibaki, the President of the Republic of Kenya on the occasion of the official launch of the development process of the Vision 2030, Nairobi, 30th October 2006).

Kenya Establishes an Endowment Fund for Science,

Technology and Innovation

“Promoting Science, Technology and Innova-tion for Higher productivity... The Government recognizes the important role science, technology and innovation plays in promoting efficiency, productivity and competitiveness, which are fundamental for economic transformation... To demonstrate our commitment to this important area, I have allocated KShs. 200 million as a start up capital in 2007/08 for the establish-ment of an Endowment Fund for innovation and research.”(Extract from the Budget Speech for the Fiscal Year 2007/2008 by Hon. Amos Kimunya, Minister for Finance, 14th June 2007, pg. 16)

United Nations Report Under-cores the Role of Science, Tech-

nology and Information

“Developing countries will likely remain mired in poverty unless they can do what developed coun-tries have done to achieve sustainable growth: in-corporate science, technology and innovation into their economic strategies”.(UN Millennium Project: Taskforce on Science & Technology and Innovation, 2005)


2.3.6 Legal environment

Thereexistsavarietyofpoliciesandpolicyinstrumentsthat positively or negatively impact upon theeffectivenesswithwhichKenyaharnessesitsST&IandTEpotential.Themajorfactorfavouringtheadoptionof ST&I is that there is an existing and functionallegal framework. However, the factors limiting theapplicationare:

a) Uncoordinated and unharmonized legalinstruments.

b) TheScienceandTechnologyAct(Cap250)of1977requirestobereviewed.

2.4 SWOT Analysis

The SWOT analysis provides insights into theMinistry’s operational environment. Analysis of theinternalenvironmentfocusesonissuesrelatingtothemanagementoftheMinistryintermsofitsorganizationstructure and human resource establishment as wellas other support services. This reveals the strengthsand weaknesses. On the other hand, the analysisof the external environment focuses on issues thatimpactontheMinistry’soperationsrelatingtocurrentprioritypoliciesoftheGovernment.Thisidentifiestheopportunitiesandthreats.

Generally, the internalenvironment issuesarewithinthecontrolofanorganization,whiletheexternalonesare not. The SWOT analysis is summarized in Table2.1.


Table2.1:SWOTAnalysis

1 Strengths 2 Weaknesses

a) ExistenceoftheMinistryofScienceandTechnologyprovidesthenecessaryad-ministrativeandPolicydecisionmakinginstitutionalnetworkfocusingonST&IandTEissues

b) ExistenceoflargeandstrongbaseofST&IandTE

c) Existenceofacorequalifiedandexperi-encedstaffintheMinistry

d) Existenceoflegalandregulatoryframe-works

e) EstablishedhistoryandexperienceofprovidingST&IandTEadvice/serviceswithintheMinistry’sdepartments

f) ExistingareasofcompetitiveadvantageinST&Iadvisory,coordinationandpro-motion

g) Existinginternationalgoodwillh) Strategiclocationoftheministry’sfacili-

tiesinvariouspartsofKenya

a) Inadequatehuman,infrastructuralandfinancialcapacitiesforST&IandTE

b) InadequateunresponsivestructuresandweakcoordinationsystemsforST&IandTE

c) Noncomprehensivelegalframework,weakbasisforformulationandeffectiveimple-mentationofST&Ipoliciesandregulations

d) InefficientmechanismsforQualityAssur-ance,MonitoringandEvaluation

e) Non-competitivetermsandconditionsofserviceforST&IandTEpersonnel

f) OutdatedS&TActg) Weakcollaborationandlinkageswithkey

stakeholdersincludingtheprivatesectorforST&IandTE

h) Inadequateinnovationsthattranslatetocommercializable,competitiveST&IandTEproducts

3 Opportunities 4 Threats

a) Politicalanddevelopmentpartnergood-willtoadvanceST&IandTE

b) Theexistenceofpoliciesfornationde-velopmentthroughST&IandTErelatedactivities

c) IncreasingneedtomainstreamST&IandTEintonationalplanninganddevelop-ment

d) Existenceofnew,emergingandun-tappedareasofST&IandTE

e) Existenceofpotentialforregionalandinternationalcollaborationandcoopera-tioninST&IandTE

f) AvailabilityofskilledhumanresourcesandincreasingmarketdemandforST&IandTEproductsandservices

g) Publicsectorreformsaimedatperfor-manceimprovement

h) ExpandingmarketsforindigenousandvalueaddedST&Iproductsandoppor-tunitiesforregionalandinternationalexports

i) AvailabilityofST&IandTEtechnologyandmechanismsfortheirtransfer

j) ExistenceofIPRsystemk) ICTdevelopmentl) Agrowingeconomydemandingtheap-

plicationofST&Iinkeysectoralareas.m) Ayouthfulpopulationwiththepotential

ofadoptingaST&Iculturen) RapidlygrowingSMEs

a) Migrationofstafftogreenerpasturesduetonon-competitivetermsandconditionsofserviceforST&IandTEpersonnel.

b) HighcostofST&IandTEactivitiesincludingequipment,trainingmaterialsandtextbooks

c) InadequateawarenessandappreciationoftheimportanceofS&TandTIVETinnation-aldevelopment.

d) InhibitionsinrecognizingthecontributionofST&IandTEinlivelihoodsandnationaldevelopment

e) LowprioritizationofST&IandTEactivitiesintheplanningandbudgetaryprocesses,andinvestmentinST&Ibelowthresholdlevel.

f) DisparitiescreatedbythedigitaldivideDig-italbetweenKenyaanddevelopedcountriesontheotheronehandandlocalcommuni-tiesandmodern/urbanizedsocietyontheother

g) PoormechanismsfortransferofST&IandTEinformationtoendusers

h) RapiddevelopmentalchangesinST&Iren-deringexistingtechnologyobsolete.


2.5 Stakeholder Analysis

Inthissection,theMinistryhasidentifieditsprincipalstakeholders.Themajoronesare:-

a) GovernmentMinistries

b) PrivateSector(e.g.,PrivateTEinstitutions,Industry,FinancialInstitutions andBusinessSector )

c) ThePublicandCivilSociety

d) Universities,EducationalandResearchinstitutions

e) Developmentpartners

f) Media

g) Non-Governmentalorganizations

Thisanalysisfocuseson:-

a) Stakeholderscoreactivities

b) Theircompetitiveadvantageand,

c) Theirtargetgroupsandtheircontributiontoassist,complimentoraugmenttheministry’sactivities

ThedetailedanalysisispresentedintheTable2.2.

Table 2.2: Ministerial Stakeholder Analysis

Stakeholders Core Activities Competitive Advantage

Target Complimentary Activities to Ministe-rial Functions

a) GovernmentMinistries

• Policydevel-opmentandimplementation

• Provideen-ablingenviron-mentforST&IandTE

• DevelopST&IandTEinfra-structureandresourcebase

• SupporttheimplementationofST&IandTEpoliciesandprogrammes

• Resourceplan-ning,develop-mentandutiliza-tion

• Allocationofresources

• LegislationandRegulation

• Preparationofgovernmentalresearchandde-velopmentplan

• Implementationofdevelopmentplansineachsectorbasedonagreedstrate-gies.

•Publicend-us-ers

•OtherGov-ernmentagen-cies

•PrivateSec-tor,nationalandinterna-tionalcommu-nities

• UndertakeM&Eofagreedper-formancetargetsinST&IandTEresourceutilization.

• MobilizeandallocateresourceforST&IandTEprogrammeswithintheirsectors.

• Developnationalcapabilitiesfortheformulation.implementa-tion,monitoring,andreviewingofpoliciesandplansconcerningST&IandTE

• Promoteinternationalcoopera-tionforimprovedmanagementofST&IandTE.

• Createnewandstrengthenex-istingandinstitutionalcapacity,capabilityandcompetenceinST&IandTE.

b) ResearchInstitutes

• Identifyre-searchneeds,undertaketar-getedresearchanddisseminateresults

• Identificationofnationalpriori-tiesforresearchandalignmentoftheresearchtonationaldevel-opmentgoals

•Farmers,industrialists,educators,policy-mak-ersandothergroups

• CreatenewandadditionalknowledgeforuseinST&IandTEactivities.

• Actascollaboratorsintheimple-mentationofST&IandTEpolicy

c) Universities • Education,TrainingandResearch

• Education,Train-ingandResearch

• ConsultancyandprovidingqualifiedhumanresourceforST&IandTE

•Secondaryschool,mid-levelcollegeandpostgrad-uates

•Governmentandindustry

• Provisionofconsultancy• Collaborateinresearchactivities• TrainST&IandTEpersonnel




d) TIVETandotherTertiaryInstitutionsincludingprimaryandsecondaryschools

• ProvideTechni-caleducation,trainingandresearch

• Theprovisionoftechnicaltrain-ingforthepublicandprivatesec-tors

•PrimaryandSecondaryschoolsgradu-ates,industryandthegen-eralpublic

• ImplementtheTIVETCurriculaandpolicy

e) Educational,TrainingandResearchSectorandPrivatesec-tort

• Education,Train-ingR&Dandconsultancy

• Generationanddisseminationofknowledgeandresearchresults

• Transferofknowledge

• Thegenerationofqualityintel-lectualpropri-etaryinformationofvaluetotheMinistryandtoindustrialcol-laborators

• Theprovisionofspecializedtrain-ingservicesinadvancedtopicswithinthecorecompetenceoftheInstitution

• Theprovisionofsignificantlyimprovedop-portunitiesforresearchcollabo-ration

• Thetrainingofpostgraduateandpostdoctoralresearchers

• Thegenerationofhighqualitypublicationsinbasicandap-pliedresearch

•PrivateSec-tor,Publicsectorandcommunities

• Contributetoevidence-basedpolicy

• ParticipateinnationaleffortstoidentifynationalST&IandTEgoalsandpriorities.

• AssessstrengthsandweaknessesofresearchinstitutionsofhigherlearningineffectingdemanddrivenST&IandTE

• Establishprivate-publicsectorpartnershipsforstrengtheningST&IandTEcapacity.

• Createcentresofexcellencethataddressissuesofnationalneed.

• Formulateresearchprogrammesthataddressnationalneeds

• Upgradeeducationalprogramsandinstitutions

• SupportHRdevelopmentforincreasedST&IandTEcapabil-ity

• SponsorandparticipateinregionalandinternationalST&IandTEprograms

• DisseminateinformationonST&IandTEservices

• ImplementinganEducation&Outreachprogramforthebenefitofindustry,researchers,studentsandthegeneralpublic

• DevelopmentoftoolsforqualityassessmentinST&IandTEactivi-ties




f)UNAgencies,InternationalDevelopmentAssistancerganizations,Regionalinter-govern-mentalorganizations

• Workforworldpeaceanddevelopmentindifferentways

• Promoteinterna-tionalCoopera-tioninST&IandTE

• Globalinforma-tiongatheringandmaintenanceofdatabases

• ResourceMobili-zation

• Networkandconfidencebuild-ing

•Developmentandpeaceprogrammes

•ProvideexpertservicesandinternationalexperiencesintheidentificationofnationalST&IandTEpriorities

•MobilizeresourcestosupportST&IandTEeffortsthataddresslocalandglobalneeds

•Mobilizeresourcestoupgradeeducationalinstitutionsandprogramstomakethemdemanddriven

•Supporttheestablishmentofnetworksthatprovideinforma-tiononST&IandTEresourcesandissuestothepublic

•Facilitateregionalandinterna-tionalcooperationinST&IandTEprograms

g)Foundationsanddevelop-mentpartners

Private:•Providegrants,primarilytoothernon-profitorgani-zations

•Maintainoraidcharitable,educational,religious,orotheractivitiesservingthepublicgood

Public:•Operategrantsprogramsben-efitingunrelatedorganizationsorindividuals

•Makegrantsprimarilytonon-profitorganiza-tions

•Focusonspecificcauseinresearchdevelopment,education,charityandpeaceinitia-tives/programmes

•Educational,ResearchandTrainingInstitu-tionsCharityorganizationsandNGOs

•ProvideusefulinformationforidentifyingnationalST&IandTEgoals/priorities.

FinanceST&IandTEactivitiesthataddresscontemporaryissueshav-ingasignificantimpactonliveli-hoodsofKenyans.•Mobilizeresourcestoupgradeeducationalinstitutionsandprogramstomakethemdemanddriven

h)NationalAcademiesandProfes-sionalAs-sociationsofscience,engineeringandmedicine

•Serveasre-sourcesforpolicymakersonscien-tificissues

•Overtpoliticaladvocacy

•Workinsup-portofcommoninterests

•Stature,Credibil-ityandlegitimacy

•Abilitytoclarifyand,ifpossible,expandthescopeofchoiceavail-ableindecision-making

•Policymakers,academiciansandthegen-eralpublic

•ProvideplatformsforST&IandTEactivities

•ParticipateinnationaleffortstoidentifynationalST&IandTEgoalsandpriorities.

•ProvideadvisoryservicesfornationalcapacitiesforachievingnationalST&IandTEgoals

•stimulatepublicopiniononthecreationofcentresofexcellencethataddressissuesofnationalimportance

•PopularizeST&IandTE




i)RegionalandinternationalST&IandTEorganizations

•Addressregion-alandinterna-tionalST&IandTEissues

•ProvideaglobalunderstandingofST&I

•Intellectualcapi-talandNovelty

•Stature,Credibil-ityandlegitimacy

Governments,privatesectoracademiciansandcommuni-ties

•FacilitatetheeffectivenessofST&IandTEprogramsinthecountrythroughcollaboration.

•Participateinprovidingscien-tificadviceonscientificquestionsrelatedtopublicpoliciesandprograms

7.Media •Informationgathering,analy-sisanddissemi-nation

•Wideoutreachandinfluence

•Policymakers,privatesector,andthegen-eralpublic

•Assumemajorresponsibilityforeducatingthenation’spubliconST&IandTE

•Usethenewelectronicmediatoprovidethepublicwithinforma-tionrelatedtoST&IandTE

•PromotionandadvocacyofST&IandTEactivities

•MobilizepublicopinioninfavourofST&IandTE

•ProvidefeedbackontheimpactofST&IandTEactivities

j)BusinessSectorandFinancialinsti-tutions

•Providegoods,servicesandven-turecapital

•InfluencedemandforST&IandTEproductsandservices

•Marketingofproductsandservices•Profitoriented:Focushigh-payoffprojects

•Lessbureaucratic:Efficient/Costef-fectiveoperations

•Markets•Innovators

•CommercializationofST&IandTEproductsandservices

•FundingofST&IandTEactivities•RiskfundsforST&IandTEin-novations

•ProvidejointventurefundsforST&IandTEproductsandser-vices

•ParticipateinnationaleffortstoidentifyST&IandTEpriorities

•SupportST&IandTEpro-grammesthataddresslocalneeds

•Participateingovernment-uni-versity-industrypartnershipsforstrengtheningST&IandTEtrain-ingcapacity

•ProvideinformationonST&IandTEresourcesandissuestothepublic.




k)Non-gov-ernmentalorganizations,Communi-tiesandCivilSociety

AdvocacyExertpressureonpolicymakers

Mobilizeresources

•Astructureforlocalaction,communication,anddispensingresourcesevenwherenootherstructuresexist

•CommunityfocusandServicedeliv-ery

•Internationalnetworks

•Voluntarism,values&ethi-calmotivationofstaff,flexibility,apoliticalopera-tions

Policymakersandcommuni-ties

•ParticipateinST&IandTEandtechnicaltrainingprogrammesthatadvancehumanrightsandpovertyreduction

•Encourageinnovationbydissemi-natingST&IandTEresultsandturningthemintonewproductsandservicesthataddresslocalneeds

•ProvideinformationtothepublicaboutST&IandTEissuesrelevanttolocalneeds

•Synergizetechnologyadoption,diffusionandtransferatlocallevel

•EnhanceST&IandTEcapacityofcommunitiesthroughrelevanttechnicaltraining

•PromoteinformalST&IandTElearninginCommunities

•Strengthenthesocial,economic,educational,andculturallifeofcommunitiesthroughST&IandTE

•Promotenetworking,capacitybuilding,programdevelopment,andpartnershipopportunitiesinST&IandTE

•Provideresourcesandadvocacytoimprovethequalityandsus-tainabilityofcommunityST&IandTEprograms


STRATEGIC ISSUES AND OBJECTIVESThis chapter focuses on the strategic issues andobjectivesthatneedtobeaddressedinordertoenabletheMinistryfulfilitsmandate,visionandmission.

3.1. Strategic Issues

Followingtheanalysisofboththeinternalandexternalfactors (situationanalysis)whichaffect theMinistry,thefollowingsevenstrategicissueswereidentified;-

1. CapacityBuilding

2. CollaborationandLinkages

3. PolicyandRegulation

4. InvestmentinST&IandTE

5. Competitiveness

6. RecognitionofST&I&TE

7. Governance /Organization Systems and Co-ordination

3.2 Strategic Objectivesa) Further to the issues arising from the situation

analysis, the following critical questions thatwouldaidingivingdirectiononthewayforwardfortheministryemerged;

b) HowcantheMinistryutilizeitsstrengthstoexploittheavailableopportunitiestomanagethethreats?

Chapter Three

c) What measures must the Ministry adopt totake advantage of the opportunities in order toovercometheweaknesses?

d) WhatalternativesdoestheMinistryhavetoavoidthreats?

Onalogicalapproachtoanswerthesequestions,foreachofthestrategicissues,strategicobjectivesweredevelopedandtheactivitiesrequiredtoaddressthemwere formulated. While developing the activitieswithin the strategies, the strengths were used toaddresstheweaknesses,whiletheopportunitieswereusedtohandleandexploitthethreats.Forpurposesofclarity,thesearediscussedbelowandsubsequently,computed into the implementationmatrixpresentedinChapter4.

3.2.1 Strategic Issue 1: Capacity Building

For any organization to achieve its goals it musthave capacity building as a major focal area. Theinstitutionmustinvestin;establishingagoodworkingenvironment, improving staff skills and acquiringmodernworkingequipment.Undercapacitybuilding,the three aspects identified were human resources,infrastructure (physical facilities) and financialresources.

For the Ministry to excel in achieving its mandatethrough capacity building, the following strategicobjectivesandstrategiesweredeveloped:


Strategic Issue 1: Capacity Building

OBJECTIVES STRATEGIES

1. EnhancehumanresourcesfortheministryandST&IandTE

1. Reviewandrationalizeministerialstaffestablish-mentandassesshumanresourcerequirementsforST&IandTE

2. Attractandretainstaff3. Improvethequalityofworkculture4. Broadenandintensifydevelopmentandtraining

programmesforstaffinST&IandTEinstitutionsinorderto improvetheeffectivenessoftheinstitu-tions

2. Upgradeinfrastructure;includingprocesses,systemsandfacilitiestostandardsthatrespondtothenationalST&IandTEneeds

1. Developaframeworkforimprovingandincreas-ingphysicalactivities

2. UpgradeST&IandTEequipment,informationandcommunicationsystems

3. Increasefinancialresourcestosupportministerialstructureandoperations

1. Lobbythegovernmenttoincreasebudgetaryal-location

2. BroadentheframeworkforraisingAppropria-tioninAid(AIA)fromministerialactivities

3.2.2 Strategic Issue 2: Collaboration and Linkages

In addition, the local scientists need rapidinformation exchange mechanisms, systems andlinkages.Toaddressthis,thefollowingobjectiveandstrategieswereformulated:

Globally, scientific and technologicaldevelopmentsaretakingplacerapidly.Theministryneedstobeinconstanttouchwiththerelevanttechnologyinnovationcentreslocally,regionallyandinternationally.

Strategic Issue 2: Collaboration and Linkages

OBJECTIVE STRATEGIES

Developactivestrategiccollaborationandlink-ageswithrelevantnationalandinternationalorganizations

1. Exploitpotentialtofosterstrategiccol-laborationandpartnershipsinST&IandTE

2. Strengthenexistingstrategiccollabora-tionsandpartnershipsinST&IandTE

3.2.3 Strategic Issue 3: Policy and Regulation

Oneofthemosturgentpolicyissuesthatneedto be addressed currently is how to increasethecontributionofST&Itowardstheeconomicgrowthinsectorssuchasagriculture,industry,and natural resources, among others. Thepromotionof the applicationof ST&I towardsthese sectors requires the participation of

stakeholders (analyzed in Chapter 3) in thepolicy formulation, regulation, co-ordinationandimplementation.

For the Ministry to achieve this, the followingstrategic objective and strategies wereidentified:


Strategic Issue 3: Policy and Regulation


Developandexploitpoliciesandregulationsforeffec-tivedeliveryofST&IandTEservices

1. EnhanceexploitationofexistingpoliciesandregulationstoimprovethedeliveryofST&IandTEservices

2. Buildonon-goinginitiativestoimprovecoordinationandenhancedeliveryoftheTIVETsystem

3. EnhancepolicyresearchrelevanttothedevelopmentofST&IandTE

4. 4.Developpoliciesforexploitationofnew,emerginganduntappedST&IandTEareas

3.2.4 Strategic Issue 4: Investment in ST&I and TE

ScienceandTechnologicalinnovationsareanexpensiveventure. Technology developments require highlyskilled personnel, expensive equipment and in somecases, theymaytakealongtimebeforetheoutcomeisrealized.However,oncetheproduct isdeveloped,itrapidlyrecoversallthecostsofproductionandstarts

Strategic Issue 4: Investment in ST&I and TE


1. EnhanceinvestmentinnationalST&IandTE

1.LobbythegovernmentandstakeholderstoincreasefundingforST&IandTE

2.BuildnewinnovativeapproachestoincreasefundingforST&IandTEactivities

3.Encourageinvestmentinthedevelopmentandcommercial-izationofST&IandTEproductsandservicesincludingICT

4.Strengthenavenuesfortechnicalandfinancialsupportfromdevelopmentpartnersandinternationalorganizations

3.2.5 Strategic Issue 5: Competitiveness

togenerateorboosteconomicgrowthandincomeatappreciablerates.

To develop premium technologies, innovations andservices,theMinistrymustincurhighinitialinvestmentcosts.ThestrategicobjectiveandstrategiesidentifiedtoaddressinvestmentinST&IandTEare:

Thereisnonationthatexistsintechnologicalisolation.Tomatchwithglobaltrendsinscientificdevelopment,acountrymustbeabletoapplyadvancedtechnologiesin order to come up with products, innovations andservices that are globally competitive for them to bemarketable. In that respect, the Ministry must have

centres of excellence in technological innovation,develop innovations that can be commercializedand have access to information on the most modernappropriatetechnologies.

For these achievements to be realized, the followingstrategicobjectiveandstrategieswereidentified:

Strategic Issue 5: Competitiveness


1. EnhanceST&IandTEsystemsforregionalandglobalcompeti-tiveness

1. Strengthennationalinnovationforglobalcompetitiveness2. Promotecompetitivenessthroughadoption,adaptationand

diffusionofappropriatetechnology3. Enhancecompetitivenessbytargetingforeigndirectinvest-

ment(FDI)4. ExploitIntellectualProperStyRights(IPR)regimesforeconom-

icgrowth,culturaldevelopmentandcompetitiveness5. stimulatecompetitivenessinST&IandTE


3.2.6 Strategic Issue 6: Recognition of ST&I and Technical Education

For the roleof thepotentialof ST&I tocontribute torapideconomicgrowthtoberecognized,theremustbeadequatepromotionontheimportanceofthepositiveimpact of technologies on development among the

stakeholdersandparticularly,within thecommunity,policymakersandtheprivatesector.

Toachievethis,thefollowingstrategicobjectiveandstrategieswereidentified:

Strategic Issue 6: Recognition of ST&I and Technical Education


Exploitexistinggoodwilltoenhanceaware-ness,appreciationandprioritizationofST&IandTE

1. EnhancethescopeandcontentofcommunicationonthebenefitsofST&IandTE

2. PromoteST&IandTEactivities

3.2.7 Strategic Issue 7: Governance/Organizational Systems and Co-ordination

For all factors necessary for the application of ST&Iand TE in development to succeed, there must beappropriate organizational structures, managementsystemsandeffectiveco-ordination.

Eachorganizationmustunderstandits role,mandate,

corefunctionsandhaveastrategicplantoachieveitsgoals.

FortheMinistrytoachievethis,thefollowingstrategicobjectiveandstrategiesweredeveloped.

Strategic Issue 7: Governance/Organizational Systems and Co-ordination


Developresponsivegovernancestructuresandadequatemanagementsystems

1. Buildontheon-goinginitiativestoimplementaneffectiveinternalgovernancestructuresfordeliveryofqualityST&IandTEproductsandservices

2. Improvethedeliveryofinternalandcorporateservices


STRATEGIC PLAN IMPLEMENTATIONThis chapter discusses the mechanisms that will beusedtoimplementthestrategicplan.

4.1. The Implementation Approach

The issuesandobjectives identified inChapterThreeform the basis upon which the Logical Framework(Annex II) is developed. The implementation of theplanwillemploytheapproachesdescribedbelow.

4.1.1 Phasing and Sequencing

This strategic plan will be implemented in phases.Due to the large number of activities, both humanresourcesandfundingmaynotbeavailabletofacilitateimplementationofallactivitiesatthesametime.Asaresult,itwillonlybepossibletoimplementthestrategicactivitiesinphasesbetween2007and2012.

4.1.2 Quick Wins

To ensure that momentum is maintained, the planwillalsofocusonprograms/activitieswithquickwins.The quick win approach is prudent as it producesrapid results which motivate people and keep thementhusiastictosupporttherestoftheactivities.

4.1.3 Performance Management

The implementation of the plan will also embraceperformance management concept which entails thesetting up of standards and targets, measuring actualperformance against set targets, and reporting onthe results. This approach aligns this plan with theGovernment’s Economic Recovery Strategy whichrequires that the public sector improves its provisionofservices.

4.1.4 Institutionalizing Performance Improvement

The strategic plan has a number of relatively newconcepts.Itwillbenecessarytotrainstafftoacquire

thenecessaryskillstoimplementtheseconcepts.TheWork Performance Improvement Teams (WITs) wereestablishedintheyear2000toassistthepublicserviceto improve service delivery through restructuring,reengineering and outsourcing services that are notcoretotheMinistries.TheWITswillbetrainedtobechangechampionsandwillthereafterbechargedwiththeresponsibilityofcoordinatingtheimplementationofthestrategy.Athree-tiersystemwillbeputinplacetoimplementthestrategicplanactivities.TheMinisterialManagementSteeringCommittee(MMSC),comprisingthe PS and HoDs will provide overall guidance andresources.TheMMSCwillbeassistedbytheMinisterialManagement Unit (MMU) in the implementation,monitoring and evaluation of the strategic plan.The WITs will be responsible for supervision whileindividualdepartmentswillberesponsiblefortheday-to-day implementation. The WITs will report to theMMSCthroughtheMinisterialManagementUnit.

4.1.5 Assumptions, Risks and Uncertainties

Itisassumedthatduringtheperiodoftheimplementationofthisstrategicplan,areasonablystableandconducivepolitical environment will exist. It is also assumedthat development partners will continue to offersupplementaryfundingaswellastechnicalassistanceashasbeenanticipatedintheStrategicPlan.Inaddition,it ishopedthattherewillbenosignificantcalamitiessuchascivilunrests,droughts,floods,epidemicsthatwill constrain the implementation of the plan. TheMinistry is however, determined to stay focused anddeteranyunforeseenobstaclesthroughitscommittedstaffandthesupportoftheGovernment.

4.2 Implementation Matrix

Details on how the plan will be implementedsummarizingthestrategicobjectives,activities,outputs,indicatorsandtargetsforaddressingeachstrategicissuearepresentedinTable4.1.Inaddition,comprehensivecostimplicationsareindicated.

Chapter Four


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esou

rces

fo

rm

inist

eria

lop

erat

ions

2,00

0,00

0/=

Sub

-Tot

al52

,500

,000

/=

STR

ATE

GIC

ISSU

E1:

CA

PAC

ITY

BU

ILD

ING

–F

INA

NC

IAL

RES

OU

RCES

Stra

tegi

c ob

ject

ive

3:In

crea

se fi

nanc

ial r

esou

rces

to s

uppo

rt m

inis

teria

l stru

ctur

e an

d op

erat

ions

Act

iviti

esEx

pect

edO

utpu

tPe

rfor

man

ce

indi

cato

rLe

adA

genc

yan

dco

llabo

rato

rsTa

rget

Tim

efr

ame

Expe

cted

Impa

ctBu

dget

ary

requ

irem

ent

inK

Sh.


Stra

tegy

1:L

obby

the

gove

rnm

entt

oin

crea

seb

udge

tary

allo

catio

n

STR

ATE

GIC

ISSU

E2:

C

OLL

ABO

RA

TIO

NA

ND

LIN

KA

GES

Stra

tegi

cob

ject

ive:

D

evel

opa

ctiv

est

rate

gic

colla

bora

tion

and

linka

ges

with

rel

evan

tnat

iona

land

inte

rnat

iona

lorg

aniz

atio

n

Act

iviti

esEx

pect

edO

utpu

tPe

rfor

man

ce

indi

cato

rLe

adA

genc

y&

Col

labo

rato

rsTa

rget

Tim

eFr

ame

Expe

cted

Im

pact

Budg

etar

yRe

quir

emen

ts(

KSh

.)

Stra

tegy

1:

Expl

oitp

oten

tialt

ofo

ster

str

ateg

icc

olla

bora

tion

and

part

ners

hips

inS

T&Ia

ndT

E

1.

Dev

elop

aP

olic

yfr

amew

ork

for

colla

bora

tion

and

part

ners

hips

Col

labo

ratio

nan

dpa

rtne

rshi

ps

Polic

yfr

amew

ork

deve

lope

d

Polic

yfr

amew

ork

in

plac

e

DRD

(LA

)D

TE,N

CST

,St

akeh

olde

rs

100%

co

mpl

etio

nof

the

fram

ewor

k

2007

-200

8Im

prov

ed

plan

ning

5,

000,

000/

=

2.

Iden

tify

stra

tegi

cpa

rtne

rsa

nd

colla

bora

tors

and

es

tabl

ishk

eys

trate

gic

part

ners

hips

Stra

tegi

cpa

rtne

rshi

psa

nd

colla

bora

tors

identifiedand

esta

blish

ed

Num

ber

of

part

ners

hips

es

tabl

ished

DRD

(LA

)D

TE,N

CST

,St

akeh

olde

rs

20

part

ners

hips

20

07-2

012

Enha

nced

ST

&Ia

ndT

Ete

chno

logi

es

Enha

nced

te

chno

logy

tra

nsfe

r

200,

000,

000/

=

3.

Faci

litat

eST

&Ia

ndT

Epe

rson

nel

toa

ttend

in

tern

atio

nalf

ora

Inte

rnat

iona

lfor

aat

tend

edb

yST

&I

and

TEs

taff

Num

ber

of

inte

rnat

iona

lfo

raa

ttend

ed

byS

T&Ia

nd

TEs

taff

DRD

,DTE

,N

CST

(LA

)C

FO,H

RM

12

prof

essio

nal

mee

tings

per

ye

ar

12s

tatu

tory

m

eetin

gsp

er

year

12te

chni

cal

mee

tings

per

ye

ar

2007

-201

2Im

prov

ed

perf

orm

ance

Tech

nolo

gy

trans

fer

Enha

nced

kn

owle

dge

Incr

ease

dPa

rtne

rshi

ps

700,

000,

000/

=

4.

Revi

ewf

ram

ewor

kof

ex

istin

gST

&Ia

ndT

Epe

ern

etw

orks

Peer

net

wor

ks

fram

ewor

kre

-vi

sed

Revi

ewed

pe

ern

et-

wor

ksf

ram

e-w

ork

DRD

(LA

),D

TE,

NC

STSt

akeh

olde

rs

Ac

ompl

ete

revi

ew20

07-2

008

Enha

nced

net

-w

orki

ng5,

000,

000/

=


Stra

tegy

1:L

obby

the

gove

rnm

entt

oin

crea

seb

udge

tary

allo

catio

n

5.

Dev

elop

and

im

plem

ent

prog

ram

mes

for

the

esta

blish

men

tof

ST&

Ipe

ern

etw

orks

20p

rogr

amm

es

deve

lope

dan

dim

plem

ente

d

No.

of

pro-

gram

mes

de-

velo

ped

and

impl

emen

ted

DRD

(LA

),D

TE,

NC

ST

Stak

ehol

ders

4pr

o-gr

amm

eso

rne

twor

ksp

er

year

2007

-201

2Te

chno

logy

ac-

quisi

tion

45,0

00,0

00/=

6.

Dev

elop

and

im

plem

ent

ST&

Ian

dTE

exc

hang

epr

ogra

mm

es

75e

xcha

nge

prog

ram

mes

de

velo

ped

and

impl

emen

ted

Num

ber

of

exch

ange

pr

ogra

ms

de-

velo

ped

and

impl

emen

ted

DTE

,NC

ST(L

A)

DRD

,Sta

keho

lder

s15

per

yea

r20

07-2

012

Tech

nolo

gya

nd

know

ledg

eac

-qu

isitio

n

200,

000,

000/

=

7.

Org

aniz

eop

enfo

ra

for

tech

nolo

gica

lex

chan

gea

nd

trans

fer

Five

tech

nolo

gica

lex

chan

gefo

ra

orga

nize

d

Num

ber

of

fora

org

a-ni

zed

NC

ST(L

A)D

RD,

DTE

,rel

evan

tmin

-ist

ries,

Rese

arch

an

dTI

VET

inst

itu-

tions

,ins

titut

es

One

ope

nfo

rap

ery

ear

2007

-201

2Te

chno

logy

info

r-m

atio

nex

chan

ge50

,000

,000

/=

8.

Dev

elop

and

im

plem

enta

pol

icy

fram

ewor

kfo

rPr

actit

ione

rin

-re

siden

ce

Prac

titio

ner

in-

resid

ence

polic

yde

velo

ped

and

impl

emen

ted

Prac

titio

ners

in

res

iden

ce

Polic

y

NC

ST(L

A)

HRM

,DRD

,DTE

St

akeh

olde

rs

100%

impl

e-m

enta

tion

2007

-201

2En

hanc

eds

kills

an

dkn

owle

dge

pool

Impr

oved

ser

vice

de

liver

y

350,

000,

000/

=

Strategy2:

StrengthenexistingstrategiccollaborationsandpartnershipsinST&IandTE

1.

Revi

ewa

nd

stre

ngth

ene

xist

ing

fram

ewor

ksfo

rco

llabo

ratio

nsa

nd

linka

ges

inS

T&Ia

nd

TE

Col

labo

ratio

nan

dlin

kage

sfr

amew

orks

re-

view

ed

Num

ber

of

fram

ewor

ks

revi

ewed

DRD

(LA

),D

TE,

NC

ST10

0%

com

plet

ion

revi

ew

2007

-201

2En

hanc

edc

ol-

labo

ratio

n

Tech

nolo

gy

trans

fer

50,0

00,0

00/=

Mai

ntai

nSt

atut

ory

obli-

gatio

nsto

inte

rnat

iona

lor

gani

zatio

ns

Ann

ualm

embe

r-sh

ipto

inte

rna-

tiona

lorg

aniz

a-tio

nsm

aint

aine

d

Num

ber

of

mem

bers

hips

su

bscr

ibed

NC

ST(L

A),

DRD

,D

TE,c

olla

bora

tors

All

mem

ber-

ship

sm

ain -

tain

ed

2007

-201

2En

hanc

edin

ter-

natio

nalc

oop -

erat

ion

300,

000,

000/

=

Subt

otal

1,90

5,00

0,00

0/=


STR

ATE

GIC

ISSU

E3:

PO

LIC

YA

ND

REG

ULA

TIO

N

Strategicobjective:DevelopandexploitpoliciesandregulationsforeffectivedeliveryofST&IandTEservices

Act

iviti

esEx

pect

ed

Out

put

Perf

orm

ance

In

dica

tor

Lead

Age

ncy

&

Col

labo

rato

rsTa

rget

Tim

eFr

ame

Expe

cted

Impa

ctBu

dget

ary

Requ

irem

ents

(KSh

.)

Stra

tegy

1:E

nhan

cee

xplo

itatio

nof

exi

stin

gpo

licie

san

dre

gula

tions

toim

prov

eth

ede

liver

yof

ST&

Iand

TE

serv

ices

1.

Har

mon

ize

rel

evan

tpo

licie

sw

ithS

T&Ia

ndT

EPo

licie

sRe

leva

nt

polic

ies

harm

o -ni

zed

Har

mon

ized

ST

&Ia

ndT

Epo

licy

NC

STa

nd

DTE

(LA

),D

RD,

Stak

ehol

ders

100%

har

-m

oniz

atio

n20

07-2

012

EfficiencyinST&I

and

TEim

ple-

men

tatio

n

Focu

sed

natio

nal

deve

lopm

ent

stra

tegy

130,

000,

000/

=

Stra

tegy

2:B

uild

on

on-g

oing

initi

ativ

esto

impr

ove

coor

dina

tion

and

enha

nce

deliv

ery

ofth

eTI

VET

sys

tem

1.

Com

plet

eth

ede

velo

pmen

tof

the

TIV

ET

Act

TIV

ETA

u-th

ority

Act

co

mpl

eted

Com

plet

ed

TIV

ETa

utho

r-ity

Act

DTE

(LA

)DRD

,N

CST

,Sta

keho

ld-

ers

100%

co

mpl

etio

n20

07-2

008

Incr

ease

dac

cess

to

TIV

ET

Coo

rdin

ated

an

dha

rmon

ized

TI

VET

sys

tem

50,0

00,0

00/=

Stra

tegy

3:E

nhan

cep

olic

yre

sear

chr

elev

antt

oth

ede

velo

pmen

tof

ST&

Iand

TE

1.

Con

duct

res

earc

hto

id

entif

yST

&Ip

riorit

yar

eas

for

polic

yfo

rmul

atio

n

Polic

ypr

ior-

itya

reas

re

sear

ch

cond

ucte

d

Num

ber

of

Identified

polic

ypr

ior-

itya

reas

DRD

(LA

)D

TE,N

CST

,CFO

Stak

ehol

der

All

polic

ypr

iorit

yar

eas

2007

-201

2Im

prov

edp

lan-

ning

and

man

-ag

emen

t

50,0

00,0

00/=

Stra

tegy

4:

Dev

elop

pol

icie

sfo

rex

ploi

tatio

nof

new

,em

ergi

nga

ndu

ntap

ped

ST&

Iand

TE

area

s

1.

Iden

tify

new,

em

ergi

ng

and

unta

pped

ST&

Iand

TE

are

as

15n

ew,

emer

ging

and

un

tapp

ed

ST&

Iand

TE

area

sid

enti-

fied

Num

ber

of

new,

em

erg -

ing

and

unta

pped

ar

eas

DRD

,DTE

,NC

ST

(LA

),St

akeh

olde

r3

per

year

2007

-201

2Ex

pand

eds

cope

fo

rde

velo

pmen

tan

dut

iliza

tion

ofS

TI

20,0

00,0

00/=


STR

ATE

GIC

ISSU

E3:

PO

LIC

YA

ND

REG

ULA

TIO

N

Strategicobjective:DevelopandexploitpoliciesandregulationsforeffectivedeliveryofST&IandTEservices

Act

iviti

esEx

pect

ed

Out

put

Perf

orm

ance

In

dica

tor

Lead

Age

ncy

&

Col

labo

rato

rsTa

rget

Tim

eFr

ame

Expe

cted

Impa

ctBu

dget

ary

Requ

irem

ents

(KSh

.)

2.

Dev

elop

and

impl

emen

ta

polic

yfr

amew

ork

for

expl

oita

tion

ofn

ew,

emer

ging

and

unt

appe

dar

eas

Polic

yde

-ve

lope

dan

dim

plem

ente

d

Polic

yfr

ame -

wor

kin

pla

ce

and

%

impl

emen

ta-

tion

NC

ST(L

A),

DRD

,D

TE,S

take

hold

er10

0%im

ple-

men

tatio

n20

07-2

012

Enha

nced

soc

io-

econ

omic

gro

wth

50,0

00,0

00/=

Sub

tota

l30

0,00

0,00

0/=


STR

ATE

GIC

ISSU

E4:

INV

ESTM

ENT

INS

T&IA

ND

TE

Stra

tegi

cob

ject

ive:

Enh

ance

inve

stm

enti

nna

tiona

lST&

Iand

TE

Act

iviti

esEx

pect

ed

Out

put

Perf

orm

ance

in

dica

tor

Lead

Age

ncy

and

colla

bora

-to

rs

Targ

etTi

me

fram

eEx

pect

edIm

pact

Budg

etar

yre

quir

e-m

enti

nK

Sh.

Strategy1:

LobbythegovernmentandstakeholderstoincreasefundingforST&IandTE

1.

Estab

lish t

he cu

rrent

status

of

fundin

g lev

els of

natio

nal

ST&I

and T

E

Curre

nt sta

tus

of ST

&I an

d TE

fundin

g lev

els

estab

lishe

d

Estab

lishe

d pr

opor

tion o

f GD

P sp

ent o

n ST

&I an

d TE

NC

ST,D

RD(L

A)

SDS,

CFO

,HO

Ds,

PE

100%

co

mpl

etio

n20

07-2

008

Impr

oved

pla

n-ni

ngo

nST

&Ia

nd

TEf

undi

ng

20,0

00,0

00

2.

Sens

itize n

ation

al an

d int

erna

tiona

l stak

ehold

ers o

n the

need

for

incre

ased

ST&

I and

TE

fundin

g

Natio

nal a

nd

inter

natio

nal

stake

holde

rs se

nsitiz

ed

on th

e nee

d for

incre

ased

ST

&I an

d TE

fundin

g

Numb

er of

se

nsitiz

ed

natio

nal a

nd

inter

natio

nal

stake

holde

rs

SDS

(LA

),C

FO,H

OD

s,PE

Stak

ehol

ders

Sens

itize

all

cate

gorie

s20

07-2

012

Incr

ease

dco

n-se

nsus

sup

port

fo

rST

&Ia

ndT

Efu

ndin

g

30,0

00,0

00/=

3.

Prep

are a

nd pr

esen

t fund

ing

prop

osals

to de

velop

ment

partn

ers

15 fu

nding

pr

opos

als

prep

ared

and

pres

ented

to

deve

lopme

nt pa

rtner

s

Numb

er of

pr

opos

als

prep

ared

and

pres

ented

NC

ST,D

RD,

DTE

(LA

)PE

3pr

opos

-al

sev

ery

financial

year

2007

-201

2In

crea

sed

scop

ean

dnu

mbe

rof

ac

tiviti

esle

adin

gto

enh

ance

dso

cio-

econ

omic

gro

wth

60,0

00,0

00/=

Strategy2:BuildnewinnovativeapproachestoincreasefundingforST&IandTEactivities

1.

Cre

ate

and

oper

ate

afu

ndto

sup

port

ST&

Iand

TE

act

iviti

es

ST&

Ifun

dcr

eate

dan

dop

erat

ed

ST&

Ifun

dSD

S(L

A)

CFO

,HO

Ds

PE

One

ope

ra-

tiona

lfun

d20

07-2

008

Incr

ease

dsc

ope

and

num

ber

of

activ

ities

lead

ing

toe

nhan

ced

soci

o-ec

onom

icg

row

th

53,0

00,0

00,0

00/=


STR

ATE

GIC

ISSU

E4:

INV

ESTM

ENT

INS

T&IA

ND

TE

Stra

tegi

cob

ject

ive:

Enh

ance

inve

stm

enti

nna

tiona

lST&

Iand

TE

Act

iviti

esEx

pect

ed

Out

put

Perf

orm

ance

in

dica

tor

Lead

Age

ncy

and

colla

bora

-to

rs

Targ

etTi

me

fram

eEx

pect

edIm

pact

Budg

etar

yre

quir

e-m

enti

nK

Sh.

2.

Enha

nce

indu

stry

par

-ticipationinfinancingST&I

and

TEa

ctiv

ities

Part

icip

atio

nof

indu

stry

infinancing

ST&

Iand

TE

enha

nced

Num

ber

of

indu

stry

par

-tic

ipan

tsin

fu

ndin

gST

&I

and

TE

Am

ount

of

fund

ssp

ent

byin

dust

ryin

ST

&Ia

ndT

E

NC

ST(L

A)

HO

Ds,

PESt

akeh

olde

rs

100

%

com

plet

ion

and

impl

e -m

enta

tion

2007

-201

2Increasedfinanc-

ing

ofS

T&Ia

nd

TEa

ctiv

ities

120,

000,

000/

=

Strategy3:EncourageinvestmentinthedevelopmentandcommercializationofST&IandTEproductsandservicesincludingICT

1.

Esta

blish

Sci

ence

and

Te

chno

logy

Par

ks(i

nclu

d-in

gin

dust

rialI

ncub

ator

s)

One

Sci

ence

an

dTe

chno

l-og

yPa

rka

nd

thre

ein

dust

ri-al

incu

bato

rs

esta

blish

ed

Num

ber

of

Scie

nce

and

Tech

nolo

gy

Park

san

din

cuba

tors

es

tabl

ished

DRD

,DTE

,N

CST

(L

A)

Stak

ehol

ders

One

Sci

ence

an

dte

chno

l-og

yPa

rk;

Thre

eIn

dus-

tria

l/Bu

sines

sin

cuba

tors

2007

-201

2En

hanc

eds

ocio

-ec

onom

icd

evel

-op

men

t

Enha

nced

qua

lity

oftr

aini

ng

Adv

ance

men

tand

co

mm

erci

aliz

atio

nof

ST&

Iinn

ovat

ion

20,0

00,0

00,0

00/=


STR

ATE

GIC

ISSU

E4:

INV

ESTM

ENT

INS

T&IA

ND

TE

Stra

tegi

cob

ject

ive:

Enh

ance

inve

stm

enti

nna

tiona

lST&

Iand

TE

Act

iviti

esEx

pect

ed

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put

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orm

ance

in

dica

tor

Lead

Age

ncy

and

colla

bora

-to

rs

Targ

etTi

me

fram

eEx

pect

edIm

pact

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etar

yre

quir

e-m

enti

nK

Sh.

1.

Dev

elop

and

impl

emen

tpr

ogra

ms

tof

acili

tate

pu

blic

-priv

ate

sect

or

part

ners

hips

for

prod

uct

deve

lopm

ent,

up-s

calin

gan

dco

mm

erci

aliz

atio

n

Five

Pro

gram

san

dpa

rtne

r -sh

ips

deve

l-op

eda

nd

impl

emen

ted

Num

ber

of

prog

ram

san

d%

co

mpl

etio

nof

im

plem

enta

-tio

n

DRD

(LA

),D

TE,

NC

ST

Stak

ehol

ders

One

pro

-gr

amm

epe

rye

ara

ndf

ull

impl

emen

ta-

tion

2007

-201

2In

crea

sed

inve

st-

men

tand

soc

io-

econ

omic

gro

wth

60,0

00,0

00/=

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tegy

4: S

tren

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n av

enue

s fo

r te

chni

cal a

nd fi

nanc

ial s

uppo

rt f

rom

dev

elop

men

t par

tner

s an

d in

tern

atio

nal o

rgan

izat

ions

1.

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ewa

ndd

evel

op

tech

nica

lcoo

pera

tion

pro-

gram

mes

tha

tpro

mot

ein

vest

men

tin

ST&

Iand

TE

Revi

sed

and

deve

lope

dte

chni

cal

coop

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prog

ram

mes

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nan

dN

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rof

tech

nica

lco

oper

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ms

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(LA

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S,H

OD

sPE St

akeh

olde

rs

100%

re

view

an

dTw

ote

chni

cal

coop

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tion

pro-

gram

mes

pe

rye

ar

2007

-201

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crea

sed

inve

st-

men

t

Impr

oved

pla

nnin

g

550,

000,

000/

=

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tota

l73

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,000

/=


STR

ATE

GIC

ISSU

E5:

CO

MPE

TITI

VEN

ESS

Stra

tegi

cob

ject

ive:

Enh

ance

ST&

Iand

TE

syst

ems

for

glob

alc

ompe

titiv

enes

s

Act

iviti

esEx

pect

ed

Out

put

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orm

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cato

rLe

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C

olla

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tors

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etTi

me

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pect

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ctBu

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ary

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irem

ents

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.)

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tegy

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tren

gthe

nna

tiona

linn

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ion

for

glob

alc

ompe

titiv

enes

s

1.

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elop

and

impl

emen

tpr

ogra

ms

toid

entif

y,s

up-

port

and

pro

mot

ein

nova

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ns

Five

(5)i

n -no

vatio

nsu

ppor

tpr

ogra

mm

es

deve

lope

dan

dim

ple -

men

ted

Num

ber

of

inno

vatio

ns

identified

Num

ber

of

prog

ram

sde

-ve

lope

dan

dim

plem

ente

d

DRD

,NC

ST,D

TE

Stak

ehol

ders

O

nep

ro-

gram

per

ye

ar

2007

-201

2In

crea

sed

com

-pe

titiv

enes

s

Incr

ease

din

nova

tions

320,

000,

000/

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tegy

2:P

rom

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com

petit

iven

ess

thro

ugh

adop

tion,

ada

ptat

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and

diff

usio

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app

ropr

iate

tech

nolo

gy

1.

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duct

tech

nolo

gya

s-se

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nal

need

sin

clud

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area

sin

w

hich

the

coun

try

has

aco

mpe

titiv

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vant

age

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(5)T

ech-

nolo

gyn

eeds

as

sess

men

ts

carr

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out

Num

ber

of

tech

nolo

gy

asse

ssm

ents

ca

rrie

dou

t

NC

ST(L

A)D

RD,

TE Stak

ehol

ders

One

ass

ess-

men

tper

ye

ar

2007

-201

2Im

prov

edp

lann

ing

50,0

00,0

00/=

2.

Gat

her

rele

vant

inte

r-na

tiona

lST&

Iand

TE

info

rmat

ion

and

data

on

suita

ble

tech

nolo

gy

Info

rmat

ion

ons

uita

ble

tech

nolo

gy

colle

cted

Gat

here

dte

chno

logy

in

form

atio

n

NC

ST(L

A)D

RD,

DTE

,Sta

keho

lder

sFu

llre

port

2007

-200

8Im

prov

edp

lann

ing

340,

000,

000/

=

3.

Acc

eler

ate

tech

nolo

gy

adop

tion,

ada

ptat

ion

and

diff

usio

n

Tech

nolo

gy

adop

tion,

ad

apta

tion

and

diff

usio

nac

cele

rate

d

Rate

of

Te

chno

logy

ad

optio

n,a

d-ap

tatio

nan

ddi

ffus

ion

NC

ST(L

A)

SDS,

HO

Ds

PES

take

hold

ers

One

2007

-200

8Be

tter

plan

ning

Incr

ease

din

vest

-m

ent

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nced

soc

io-

econ

omic

gro

wth

60,0

00,0

00/=


STR

ATE

GIC

ISSU

E5:

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MPE

TITI

VEN

ESS

Stra

tegi

cob

ject

ive:

Enh

ance

ST&

Iand

TE

syst

ems

for

glob

alc

ompe

titiv

enes

s

Act

iviti

esEx

pect

ed

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put

Perf

orm

ance

Indi

cato

rLe

adA

genc

y&

C

olla

bora

tors

Targ

etTi

me

Fram

eEx

pect

ed

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ctBu

dget

ary

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irem

ents

(KSh

.)

Stra

tegy

3:E

nhan

cec

ompe

titiv

enes

sby

targ

etin

gfo

reig

ndi

rect

inve

stm

ent(

FDI)

1.

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ose

ince

ntiv

esfo

rFD

Ion

prio

rity

area

sof

ST&

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dTE

Ince

ntiv

es

for

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n

ST&

Iand

TE

prio

rity

area

spr

opos

ed

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ntiv

es

prop

osal

D

RD(L

A)C

FO,

SDS,

HO

Ds

PE,S

take

hold

ers

5in

cen-

tive

pro-

gram

mes

2007

-200

8In

crea

sed

inve

st-

men

tin

rele

vant

ar

eas

80,0

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00/=

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tegy

4:E

xplo

itIP

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egim

esfo

rec

onom

icg

row

th,c

ultu

rald

evel

opm

enta

ndc

ompe

titiv

enes

s

1.

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blish

Inte

llect

ualP

rop-

ertyRights(IPR)Offices

with

inS

T&Ia

ndT

Ein

stitu

-tio

ns

Twentyfive

(25)offices

IPRoffices

esta

blish

ed

Num

ber

of

IPRoffices

esta

blish

ed

DRD

,NC

ST,D

TE

(LA

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PISt

akeh

olde

rs

5pe

rye

ar20

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012

Incr

ease

daw

are-

ness

on

prop

erty

rig

hts

10,0

00,0

00/=

2.

Col

lect

,col

late

and

dis-

sem

inat

ein

form

atio

non

(f

reed

)pat

ents

for

use

by

pote

ntia

linv

esto

rs

Info

rmat

ion

onf

ree

pat-

ents

col

lect

ed,

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ted

and

diss

emin

ated

Num

ber

of

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pat

ents

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diss

emin

ated

DRD

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ST,D

TE

(LA

)KI

PISt

akeh

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rs

100%

2007

-201

2Be

tter

plan

ning

Incr

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vest

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ent

20,0

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=

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Esta

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tner

ship

with

KI

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pro

mot

eth

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SM

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MoS

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PI

part

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esta

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ed

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blish

ed

part

ners

hip

DRD

,NC

ST,D

TE

(LA

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PISt

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rs

One

per

ye

ar20

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012

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ease

dpr

op-

erty

pro

tect

ion

30,0

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tegy

5:S

pur

com

petit

iven

ess

inS

T&Ia

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1.

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op

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urric

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ing

TIV

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curr

icul

are

view

eda

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ber

of

revi

sed

and

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lope

dcu

rric

ula

DTE

(LA

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akeh

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rs80

%20

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012

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oved

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ET

man

agem

ent

450,

000,

000/

=


STR

ATE

GIC

ISSU

E5:

CO

MPE

TITI

VEN

ESS

Stra

tegi

cob

ject

ive:

Enh

ance

ST&

Iand

TE

syst

ems

for

glob

alc

ompe

titiv

enes

s

Act

iviti

esEx

pect

ed

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put

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orm

ance

Indi

cato

rLe

adA

genc

y&

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olla

bora

tors

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me

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pect

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ary

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ents

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emen

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ualit

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stan

dard

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plem

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ality

ass

ur-

ance

sta

n-da

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akeh

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0%20

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oved

ser

vice

de

liver

y50

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elop

and

impl

emen

tpr

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ms

top

rom

ote

esta

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men

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cen

ters

of

exc

elle

nce

inS

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pro

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amm

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tabl

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gce

nter

sof

ex

celle

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deve

lope

dan

dim

ple -

men

ted

Num

ber

of

prog

ram

mes

de

velo

ped

and

impl

e-m

ente

d

DTE

(LA

),D

RD,

NC

ST,S

take

hold

-er

s

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per

ye

ar20

07-2

012

Bette

rpl

anni

ng

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nced

ser

vice

de

liver

y

50,0

00,0

00/=

4.

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elop

and

impl

emen

tpr

ogra

ms

prom

otin

gST

&I

prod

ucts

with

mar

ket

excl

usiv

ity

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ram

spr

omot

ing

ST&

Ipro

duct

sw

ithm

arke

tex

clus

ivity

de

velo

ped

and

impl

e-m

ente

d

ST&

Ipro

duct

sw

ithm

arke

tex

clus

ivity

NC

ST(L

A)D

RD,

DTE

,Sta

keho

lder

sO

nep

ro-

gram

2007

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8Be

tter

plan

ning

Enha

nced

com

peti-

tiven

ess

10,0

00,0

00/=

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otal

1470

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,000

/=


STR

ATE

GIC

ISSU

E6:

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OG

NIT

ION

OF

ST&

IAN

DT

E

Stra

tegi

cob

ject

ive:

Exp

loit

exis

ting

good

will

toe

nhan

cea

war

enes

s,a

ppre

ciat

ion

and

prio

ritiz

atio

nof

ST&

Iand

TE

Act

iviti

esEx

pect

ed

Out

put

Perf

or-

man

ce

Indi

cato

r

Lead

Age

ncy

&

Col

labo

rato

rsTa

rget

Tim

eFr

ame

Expe

cted

Im

pact

Budg

etar

yRe

quir

emen

ts(K

Sh.)

Stra

tegy

1: E

nhan

ce th

e sc

ope

and

cont

ent o

f co

mm

unic

atio

n on

the

bene

fits

of S

T&I a

nd T

E

1.

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elop

am

anag

emen

tin

form

atio

nsy

stem

(MIS

)fo

rea

sya

cces

san

dre

trie

valo

fST

&Ia

ndT

Ein

form

atio

n

ST&

Iand

TE

M

ISd

evel

-op

ed

MIS

for

ST&

Iand

TE

DRD

(LA

)SD

S,C

FO,P

E,

HO

Ds,

Stak

e-ho

lder

s

One

com

-pr

ehen

sive

syst

em

2007

-200

9So

cial

inte

rac-

tion

Impr

oved

ser

-vi

ced

eliv

ery

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tom

ers

atis-

fact

ion

250,

000,

000/

=

2.

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are

and

deliv

erp

osi-

tion

pape

rso

nna

tiona

liss

ues

ofS

T&Ia

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Five

pos

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pa

pers

pre

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red

and

deliv

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Num

ber

ofp

ositi

on

pape

rs

prep

ared

DRD

,DTE

,N

CST

(LA

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S,H

OD

s,St

akeh

olde

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One

pos

ition

pa

per

per

year

2007

-201

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tter

natio

nal

plan

ning

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ease

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&I

and

TEa

war

e-ne

ss

50,0

00,0

00/=

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tegy

2:P

rom

ote

ST&

Iand

TE

activ

ities

1.

Dev

elop

and

impl

emen

tpr

ogra

mm

esto

pro

mot

ein

tere

sta

ndp

ositi

vea

tti-

tude

ins

cien

cea

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chni

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ject

sin

sch

ools

Prog

ram

mes

to

cre

ate

inte

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in

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TE

deve

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dan

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ple-

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ofp

ro-

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mes

im

ple-

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sche

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p-po

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by

the

bur

sary

sc

hem

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Num

ber

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ATE

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Stra

tegi

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loit

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ting

good

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cea

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enes

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ciat

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prio

ritiz

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Act

iviti

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pect

ed

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put

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or-

man

ce

Indi

cato

r

Lead

Age

ncy

&

Col

labo

rato

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rget

Tim

eFr

ame

Expe

cted

Im

pact

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etar

yRe

quir

emen

ts(K

Sh.)

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Dev

elop

and

diss

emin

ate

annu

alp

rom

otio

nalm

ate -

rials

onS

T&Ia

ndT

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otio

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mat

eria

lsde

-ve

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dan

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inat

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mat

eria

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A)H

OD

s,C

FO,P

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rye

ar20

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Incr

ease

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aren

ess

on

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250,

000,

000/

=

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aniz

efo

raf

orS

T&I

and

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war

enes

sev

ents

an

ddi

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inat

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of

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arch

res

ults

52a

war

enes

scr

eatio

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ra

orga

nize

d

Num

ber

of

Fora

org

a-ni

zed

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Ds,

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akeh

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rs9

regi

onal

fo

rap

ery

ear

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tiona

lfo

rum

yea

r

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tern

atio

nal

conf

eren

ce

per

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ars

2007

-201

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tter

plan

ning

Incr

ease

dkn

owle

dge

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alin

tera

c-tio

n

1,00

0,00

0,00

0/=

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elop

and

impl

emen

ta

polic

yfo

rre

cogn

ition

of

achi

evem

enti

nST

&Ia

nd

TE

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gniti

on

polic

ysc

hem

ede

velo

ped

and

impl

e-m

ente

d

Polic

ies

and

sche

mes

in

plac

e

SDS(

LA)H

OD

s,C

FO,P

E,S

take

-ho

lder

s=

1po

licy

1sc

hem

e

1aw

ard

even

tpe

rye

ar

2007

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2In

crea

sed

staf

fm

otiv

atio

n55

0,00

0,00

0/=

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otal

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0,00

0,00

0/=


STR

ATE

GIC

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E7:

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VER

NA

NC

E/O

RGA

NIZ

ATI

ON

AL

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EMS

AN

DC

OO

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INA

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rate

gic

obje

ctiv

e:D

evel

opr

espo

nsiv

ego

vern

ance

stru

ctur

esa

nda

dequ

ate

man

agem

ents

yste

ms

Act

iviti

esEx

pect

ed

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put

Perf

or-

man

ce

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cato

r

Lead

Age

ncy

&

Col

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4.3 Proposed Organization Structure of the Ministry

The current organizational structure reveals certainstructuralweaknessesthatcreateoperationallimitationsandgaps indischarging themandateof theMinistry.The proposed structure is aimed at revitalizingintegrationofST&Iintothenationalproductivesystemswiththeaimofattainingtransformationofthecurrentprimary production based economy to knowledgeand informationbased economy. This is in linewiththeKenyaVision2030thathasrecognizedST&IandTE as the foundation for the desired transformationof theeconomy.Thekeyareasof focusinthisvisioninclude:

a) Support enhancement and development of ST&Iinstitutions

b) Smallandmediumscaleenterprises,

c) Exportorientedindustries,

d) Valueadditioninmanufacturing,andfacilitiesforindustrialprototypedevelopmentforST&Iinventorsandinvestors.

TheMinistry’sroleinthepromotionofSMEsandvalueadditioninmanufacturingandexportorientedindustriesiskeytotherealizationofefficienttechnologytransferandST&Iprototypedevelopment. It is inviewof theabovethatthenewgovernancestructureisdesignedtoinclude;functionsforpromotingcommercializationofinventions, technology licensing, reverse engineeringandpatentdocumentation,amongothers, inadditiontotheroutinefacilitativeandsupervisoryfunctions.

The structure also provides for the traditional rolesstipulatedintheScienceandTechnologyActCap250,theEducationActCap211andthealliedActs intheEducationSector.

TheproposedstructurealsoincorporatesmechanismsforexecutingtheinvestmentprojectsundertheTIVETcomponent of the Kenya Education Sector SupportProgramme(KESSP)2005-2010.

4.3.1 Features of the New Structure

The proposed structure presented in Figure 4.1 willhavethefollowingdistinctivefeatures:

a) FocusestheMinistry’scorefunctions.

b) Recognizes the Ministry’s key support functionsand,

c) Allowsforwideparticipationofstakeholders.

In order to fulfil its mandate and implement thestrategiessetinthisplan,theMinistryproposestore-organizethetechnicalDepartments(i.e.,NCST,DRDandTE)toharmonizetheNationalST&Iandproductionsystems, institutionalize bottom-up approach to

planningandenhancecollaborationandliaisons.Theresponsibilities of the Accounting Officer, DirectorsandChiefExecutivesofSAGAs/PublicCorporationsareoutlinedbelow.

4.3.1.1 Permanent Secretary

a) ManagementandAdministrationoftheMinistry.

b) Policyframework.

c) Strategicvision,missionandfocus.

d) Integrityandstandards.

e) Linkage of Ministry to the relevant Governmentorgans,developmentpartnersandstakeholders.

4.3.1.2 Director of Administration

a) DeputizethePSinadministrationandmanagementoftheMinistry.

b) Assist thePS in the routineoverall administrativeactivitiesof theMinistrywithin thecurrentpolicyframework.

4.3.1.3 Science and Technology Secretary

The Science Secretary will deputise the PermanentSecretaryinthefunctionsoftheTechnicalDepartmentsandDirectorates.

4.3.1.4 Directorate of Research Coordination/ Management and Development

a) Research authorization, inventory andcoordination.

b) Internationalcollaborationsandpartnerships.

c) Research promotion, dissemination, conferencesandpublicrelations

4.3.1.5 Directorate of Technical, Industrial, Vocational and Entrepreneurship Training

a) Formulation and implementation of policies andprogrammes in the Technical and VocationalEducationsub-sector

b) Execute the TIVET investment programmes andstrategies:

(i) DevelopmentofaNationalScienceandTechnologySkillsTrainingStrategy.

(ii) EnhancementoftransitionfromprimarytoTIVET.

(iii)Establishment of TIVET Centres of Excellence,bursaryawardsschemeforTIVET.

(iv)Integration of industrial incubators in TIVET andpopularization of TIVET programmes throughmanagement re-structuring,capacitybuildingandrehabilitationoffacilities.


(v) Contributiontopolicyonnon-formal,communitybasedtrainingcentres.

(vi)Specialtechnical/vocationaleducation,alternativesecondaryeducation.

(vii)Technical teacher management and utilizationamongothers.

In addition, other general duties of the Directorate include;a) Provisionof support fordevelopmentactivities in

thetechnicalandvocationaltraining.

b) Managementoftechnicaleducationprogrammes.

c) Coordination and harmonization of TIVET careerguidanceandcounsellingservices.

d) Liaisons/collaboration with coordinators andproviders of science and technology on mattersrelatingtointer-institutionalandtechnical/industrylinkagesamongothers.

4.3.1.6 Directorate of Accreditation and Quality Assurance of TIVET Institutions

a) TechnicalandVocationalEducationAccreditationandStandardsAssuranceService.

b) Industrial Innovations Advisory and InspectorateService.

4.3.1.7 Corporate Relations Office

a) MaintaincorporateimageandsocialresponsibilityfortheMinistry

b) ManagepublicrelationsissuesoftheMinistry

c) Coordinatemediacommunicationactivities

d) Promote ministerial products and services inexhibitionsandmarketingfora

4.3.1.8 Semi Autonomous Government Agencies/Public Corporations

(a) NCST

Advisoryandcoordinationfunctionson:

a) Policy

b) FinancialrequirementsforSTI

c) Educationatalllevels

d) HumanResourceRequirementsforSTI

e) Institutions/InstitutionalorganizationforSTI

f) NationalInnovationSystem

g) NationalResearchpriorityareas

(b) TIVET Authority

a) CoordinationofTIVETSystem

b) HarmonizationofTIVETstandards

c) CoordinateTIVETinstitutionsinthecountry

d) Accreditation

e) OverseetheimplementationoftheNationalskillstrainingsystem

(c) ST&I Foundation

a) Resourcemobilization

b) Venturecapital

c) Linkindustryandinvestorswithinnovators

d) Awards

(d) Centre for ST&I Education & Training

a) Researcheducation

b) Promotionandawardsinsciencesubjects

c) CapacitybuildingforST&IandTE

d) ST&IandTEcurriculadevelopment

e) IntegrationofST&Ieducationatalllevels

f) ExaminationStandardsHarmonization

(e) Board for Technology Innovation

a) ScienceandtechnologyParks

b) Industrialincubation

c) Businessincubation

d) Partnershipsininnovation

e) Commercializationofresearchresults

f) National Biosafety Authority

a) Consideranddetermineapplicationforapprovalfortransfer,handlinganduseofgeneticallymodifiedorganisms(GMOs)

b) Co-ordinatemonitorandassessactivitiesrelatingtosafetransfer,handling,anduseofGMOs.

c) Undertakeandco-ordinateresearch,investigationandsurveysinmattersrelatingtothesafetransfer,handlinganduseofGMOs.

d) Identify national requirements for manpower,developmentandcapacitybuildinginbiosafety.

e) Advise the Government on legislative and othermeasuresrelatingtosafetransfer,handlinganduseofGMOs.

f) Promote awareness and education among thegeneralpublicinmattersrelatingtobiosafety

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MINISTRY OF SCIENCE AND TECHNOLOGY STRATEGIC PLAN 2007 - 2012


This chapter discusses the resource requirements forimplementing the strategic plan, the strategies formobilizingsuchresourcesandareastargetedtoensureefficientutilizationoffunds.

5.1 Projected Resource Requirements

The strategic objectives identified will be realizedthrough a number of strategies and activities as

outlined in Chapter three. The resources requiredfor implementing the identified strategies have beenalignedwiththeMTEFbudgetandaretabulatedintheimplementation matrix. Table 5.1 shows the globalamountsofresourcesrequiredforattainingeachoftheobjectives.AtotalofKshs.98,030millionisrequiredto achieve all the strategic objectives for the period2007/08to2011/12.

STRATGICISSUE STRATEGICOBJECTIVE AMOUNT(KShs.Millions)

1 CapacityBuilding

• HumanResources EnhancehumanresourcesfortheministryandST&IandTE

1,557.5

• Infrastructure Bringinfrastructure;includingprocesses,systemsandfacilitiestostandardsthatre-spondtothenationalST&IandTEneeds

12,000

• FinancialResources Increasefinancialresourcestosupportmin-isterialstructureandoperations

52.5

2. CollaborationandLinkages Developactivestrategiccollaborationandlinkageswithrelevantnationalandinternationalorganizations

1,905

3. PolicyandRegulation Developandexploitpoliciesandregula-tionsforeffectivedeliveryofST&IandTEservices

300

4. InvestmentinST&IandTE EnhanceinvestmentinnationalST&IandTE 73,840

5. Competitiveness EnhanceST&IandTEsystemsforglobalcompetitiveness

1,470

6. RecognitionofST&IandTE Exploitexistinggoodwilltoenhanceaware-ness,appreciationandprioritizationofST&IandTE

2,700

7. Governance/OrganizationalSystemsandCoordination

Developresponsivegovernancestructuresandadequatemanagementsystems

4,205

GRANDTOTAL 98,030

Chapter Five

RESOURCE MOBILIZATION

Table5.1:SummaryofResourceRequirementsforthePeriod2007/08–2011/12


5.2 Financing Levels Table5.2showstheprojectedbudgetaryresourcerequirementsbytheMinistryforthefinancialyears2007/8to2011/12.

Table 5.2: Ministry’s Projected Resource Requirements for 2007/08 to 20011/12

HEAD MTEFRESOURCEPROJECTIONS(KSH.MILLIONS) TOTAL

2007/08 2008/09 2009/10 2010/11 2011/12

CapacityBuilding:Human Resource: Enhance hu-manresourcescapacityfortheministryandST&IandTE

311.4 320 325.9 242.8 211.9 1,557.5

Infrastructure: Bring infrastruc-ture; including processes, sys-temsandfacilitiestostandardsthat respond to the nationalST&IandTEneeds

2,400 3,800 4,000 1,000 800 12,000

Financing: Increase financialresources to supportministerialstructureandoperations

10.5 13 16 7.5 4.5 52.5

Develop active strategic col-laborations and linkages withrelevantinternationalorganiza-tions

381 411 425 351 337 1,905

Develop and exploit policiesand regulations for effectivedelivery of ST&I and TE ser-vices

60 70 80 50 40 300

Enhance investment in nationalST&IandTE

14,768 20,800 25,780 8,736 3,756 73,840

Enhance ST&I and TE systemsforglobalcompetitiveness

294 335 355 253 233 1,470

Exploitexistinggoodwill toen-hance awareness, appreciationandprioritizationofST&IandTE

540 580 630 500 450 2,700

Developresponsivegovernancestructures and adequate man-agementsystems

841 912 954 770 728 4,205

TOTAL 19,606 27,241 32,566 11,910 6,560 98,030

5.3 Strategies for Resource Mobilization

Traditionally,therearetwosourcesoffundingMinisterialexpenditures,namely,GOKbudgetaryprovisionsandresourcesfromdevelopmentpartners.TheMinistrywilldependonthesetwosourcestofundthisstrategicplan.

5.3.1 Government Funding

Withregardtogovernmentfunding,theMinistrywillprepareitsannualPublicExpenditureReview(PER)reportstoformthebasisforresourcebiddingundertheoverallMTEFbudgetaryprocess.Inthisregard,allthedepartmentsandtheSAGAwillbeinvolvedinthebudgetprocesstoensurethattheannualMinisterialPERsandSectorReports


accommodatetheirrespectiveneeds.

5.3.2 Development Partners

Development partners are already supporting theGovernmentthroughtheStateReformInitiatives.TheMinistry plans to engage their support to fill in theresourcegapbetweentheMTEFbudgetandstrategicplan budget. The relationship between the Ministryandthedevelopmentpartnerswillbestrengthenedby,amongothers,developingstrategicalliancesbasedontheneedsandpolicydirectionoftheMinistry.

5.3.3 Exploiting the Untapped Resources

Stakeholders have been supporting the Ministry invariousways.TheMinistryplans tocontinuetappingsuch non-financial resources where opportunitiesarise. Some of these non-financial resources includeinformationsharing,emergingscienceandtechnologyissues and stakeholder participation in Ministryforums.

5.4 Elimination of Wastage

TheMinistrywillredirectitsresourcestothestrategicpriority areas while striving to eliminate wastage byamong others, strengthening the Ministry’s PublicExpenditures Management System and formulating


totalqualitymanagementstrategiesthatwillenhancewastereduction.

CHAPTER SIXChapter Six

MONITORING AND EVALUATIONMonitoring is an important management tool thathelpsmanagement to,amongothers;makedecisionsaimed at improving performance, allowing managersto determine whether the programme is on courseand if it is likely to achieve the intended objectives,ensuring accountability to all parties involved in theprogramme, to assess the use and delivery of theresources in accordance with the implementationplanandtomonitor theachievementof theintendedoutputs on a timely manner. The main purpose is toenablemanagerstoverifyprogressbasedonevidence-based decisions about any corrections needed inimplementation.Inthisregard,MoSTwillmonitorandevaluate the inputs, activities and outputs to ensurethat the strategic plan objectives are delivered inaccordancewiththeimplementationplan.AneffectiveM&Emechanismwillbedesignedandapplied.

Evaluationof theplanwill serve twomainpurposes;first, to enquire into the feasibility of the plan andsecond,toassesstheoverallimpact.Evaluationofthestrategic planwill be useful in severalways; first, toavoid thepossibility ofwastingmoneyby aiding theselectionofthemosteffectiveoptions.Second,itwillhelptheMinistrytocontinuewithaplanthatislikelytoproducetheintendedresultsandlastly,itwilldetectand correct some of the factors that may reduce thepositiveimpactofthestrategicplan.

6.1 Monitoring Methodologies

Monitoring will involve routine data collection andanalysison the successof the implementationof thisstrategicplan.The results from theanalysiswill thenbeused to informdecisionmakingatall levels. Theobjectives of the strategic plan will be reinforcedthrough corrective measures when and if necessary.Thiswillbeachievedby:

1. Developingofmonitoringandevaluationindicatorsatalllevelsofimplementation

2. Carrying out continuous data collection,

analysis and monthly reporting to the MinisterialManagementSteeringCommittee

3. Carrying out random inspections and makingobjectiveobservations

4. Conducting specially designed surveys and rapidassessmentstoassessprogress

5. CarryingoutparticipatoryM&E(Stakeholdersfora)

6. Establishing of Work Improvement Teams in therespectivedepartments

7. Linking the Ministerial M&E framework to theNationalM&ESystem

8. Facilitating independent assessment and reviewsof the programmes under implementation in the

DirectoratesandtheSAGA.

The implementing units will submit periodic reviewreports to theM&Esteeringcommittee.Thesereportswill be reviewed regularly against the indicators toensurethatthereispositiveprogress.

6.2 Evaluation Mechanism

The strategic planwill be evaluatedduring and afterimplementationtoensurethatitproducestheintendedresults. The plan will inherently be subjected toindependentevaluationtoremoveanyelementofbias.The evaluation will be carried out using relevance,efficiency, effectiveness, sustainability and impactmeasures.

Alogicalframeworkwillbedesignedforeachstrategicobjective showing the expected outputs, activities,M&E tasks,means of verification, the action centres,timeframeandresourcerequirementstohelptrackandmonitorprogressintheimplementationoftheplan.

6.3 Plan Monitoring and Evaluation Framework

TheM&EfunctionwillbespreadacrossallDirectorates,DepartmentsandSAGAs.Eachwillcreateaframework,with similar features of the Logical Framework for


theStrategicPlan (Annex II),withinwhich tocollect,analyzedata,prepareanddisseminatereports.

TheM&Eplanoutlinestheoutputsandkeyactivitiestobeundertakenundereachofthestrategies.Thelogical

frame work extends this information by specifyingindicatorsoftheachievementsofthevariousoutcomesand activities, the means of verifying the variousoutcomes and activities, the means of verifying theachievements anda time table for doing so, and the

facilitatingandconstrainingfactorsexpectedtoaffecttheachievement.ANNEX I: Logical Framework for the Strategic Plan

NarrativeSummary Objectively Verifiable indicators

Means of Verification CriticalAssumptions

OverallGoalA national culture thatprides in and activelypromotes science, tech-nology and innovationforprosperityandglob-alcompetitiveness.

Annualeconomicgrowthofbetween6%and10%overthenext5years

EconomicSurveyStatisticalAbstract

TheGovernmentsupportsthereformsAllotherST&IandTEstakeholderscollaborateInvestmentinST&IandTEisincreasedNocalamitiesoccurdur-ingimplementationofPlan

PurposeTospearheadandpromoteintegrationofscience,technologyandinnovationintonationalproductionsystemsforsustainabledevelop-ment

AllministriestohaveST&IdesksExtenttowhichST&IandTEstakeholdersparticipateinpolicy,planningandimple-mentationAmountofresourcesal-locatedtoST&IandTEactivities

M&EreportsPerformancereportsAnnualBudgetarybooks

MinistriescooperatePoliticalgoodwillissus-tainedST&IandTEstakeholdersparticipateBudgetaryallocationsareincreasedTheproposedgover-nancestructureisopera-tional




Outputs1. Enhancedhuman

resourcecapacity

2. EnhancedfinancialresourcesforST&IandTE

3. ImprovedST&IandTEinfrastructure

4. Strategiccollabora-tionsandlinkagesamongST&IandTEstakeholdersimproved

5. ST&IandTEpoliciesandregulationsreviewedandhar-monized

6. InvestmentinST&I

1.a) No.ofstaffpercadre

recruitedb) No.trainingscarriedout

percadrec) %ofstaffestablishment

filled

2.a) %increaseinbudget-

aryallocationsb) No.ofcostsavingmea-

suresintroduced

3.a) No.andtypesofoffice

equipmentprocuredb) %ofofficespacein-

creased

4.a) No.ofJointCoop-

eration(JC)agreementssigned

b) %implementationofexistingJCagreements

c) No.ofcollaborationandlinkageforumswithResearchInstitutions

5.a) %completionofongo-

ingST&IandTIVETpolicies

b) No.ofST&IandTErelatedpoliciesenacted

c) No.ofpoliciesreviewed

6.a) %increaseinST&Iand

TEfunding

1.a) Ministrypayrollb) Trainingreportsc) HRrecords

2.a) AnnualPrinted

Estimatesb) Expendituresre-

ports

3.a) Procurementre-

cordsb) Assetsinventoryc) Procurementre-

cords

4. a) JointCooperation

agreementssigneddocuments

b) Reviewreports

c) Institutionalcol-laborationmeet-ingsreports

5.a) Progressreports

b) RelevantActsofParliament

c) RelevantSessionalPapersandreviewreports

6.a) PrintedEstimates

1.a) DPMapprovespro-

posedstaffestab-lishment

b) Fundsareavailed

c) DPMdeploysmorestaff

2.a) Budgetaryalloca-

tionsareincreasedb) PublicExpenditure

reformsaresustained

3. PublicExpenditurereformsaresustained

4.a) Proposedcollabora-

tivepartnersrespond

b) Collaborativepart-nerscooperate

c) PartnerResearchIn-stitutionsparticipate

5.a) RelevantGovernment

Agenciescooperateanddotheirpart

b) Stakeholderspartici-pate

6.a) ST&IandTEpri-

oritizedinNationalPlanningBlueprints

b) InternationalInvest-




Activities1.Enhanceandbuild

capacityofthehu-manresource

2.Prepareandjustifybudgetenhancementproposals

3.Acquirenewoffices.Refurbishandreno-vateexistingoffices

4. Initiateandimple-mentJointCoopera-tionAgreementsinST&IandTE

5.Reviewandharmo-nizeST&IandTEsupportpoliciesandregulations

6.Establishstructures,systemsandinstitu-tionstoraisefundsforST&IandTE

7.ReviewTEcurriculumtomatchinternation-alstandards

8.Setupbenchmarkingprogrammes

9.Organizeeventsandmeetingstosensitize,popularizeandpro-moteST&IandTE

10. Establishtheproposedgover-nancestructureoftheMinistry

11. FormulateandimplementanM&Eframework

Inputs1. SkilledSTandTEPer-

sonnel

2. ChangeChampions

3. Consultancies

4. Funds(Ksh.98billion)


1. Government of Kenya (2006). National Economic and Social Council Vision 2030 Project. Unpublished Concept Note, Nairobi.

2. Government of Kenya (2005). Economic Survey. Government Printer, Nairobi.

3. Government of Kenya (2005). The Industrial Property Act of 2005. Government Printer, Nairobi.

4. Government of Kenya (2005). Kenya Education Sector Support Programme (2005-2012). Government Printer, Nairobi.

5. Government of Kenya (2003). Economic Recovery for Wealth and Employment Creation. Government Printer, Nairobi.

6. Government of Kenya (2002). National Development Plan (2002-2008). Government Printer, Nairobi.

7. Government of Kenya (2002). Sessional Paper No. 3 of 1999: National Poverty Eradication Strategies (1999-2015). Government Printer, Nairobi.

8. Government of Kenya (2002). Poverty Reduction Strategy Paper (PRSP) – 2001-2004. Government Printer, Nairobi.

9. Government of Kenya (1999). National Environment Management and Coordination Act (EMCA) of 1999. Government Printer, Nairobi.

10.Government of Kenya (1997). Sessional Paper No. 2 of 1997: Industrial Transformation to the 2020. Government Printer, Nairobi.

11.Government of Kenya (1986). Sessional Paper No. 1 of 1986: Economic Management for Renewed Growth. Government Printer, Nairobi.

12.Government of Kenya (1977). The Science and Technology Act (Cap 250) of 1977. Government Printer, Nairobi.

13.Government of Kenya (1968). Education Act (Cap 211 of 1968). Government Printer. Nairobi

14.Government of Kenya (1965). Sessional Paper No. 10 of 1965: African Socialism and its Application to Planning in Kenya. Government Printer, Nairobi.

References

Documents

MINISTRY OF SCIENCE AND TECHNOLOGY … swot analysis 16 ... ministry of science and technology strategic plan 2007 - 2012 ... ministry of science and technology strategic plan 2007