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    Rungiri Secondary School::strategic plans 2010-2015

                                                                           

     

     

    Table of Contents

    1       Chapter One. 13

    1.1         Historic Profile. 13

    1.2         Geographic Location of the School 13

    1.3         MAJOR MILESTONES. 13

    1.4         PRINCIPALS WHO HAVE SERVED THE SCHOOL: 14

    1.5         BOARD-CHAIRPERSONS: 14

    1.6         P.T.A CHAIRPERSONS: 14

    1.7         Rationale for the strategic Plan.. 14

    1.7.1          Education Policy Framework. 14

    1.7.2          National Goals of Education. 14

    1.7.3         Education for All (EFA) Goals. 15

    1.7.4          Millennium Development Goals (MDGs). 15

    1.7.5          Our goals. 18

    1.7.6          Core Values: 18

    Overview of the School Academic Performance. 19

    2       CHAPTER TWO.. 23

    Strategic Analysis. 23

    2.1         SWOT ANALYSIS. 23

    2.1.1          Strength. 23

    2.1.2          Weaknesses. 24

    2.1.3          OPPORTUNITIES. 25

    2.1.4          Threats. 25

    2.2         Pestel Analysis. 26

    2.2.1          Political factors. 26

    2.2.2          Economic factors. 26

    2.2.3          Social 26

    2.2.4          Technological factors. 27

    2.2.5          Ecological factors. 27

    2.2.6          Legal factors. 27

    3       CHAPTER THREE. 29

    3.1         Stakeholders Analysis. 29

    3.2         Academic Subjects Analysis. 34

    3.2.1          HOMESCIENCE. 34

    3.2.2          AGRICULTURE. 34

    3.2.3          ENGLISH AND KISWAHILI 35

    3.2.4          BIOLOGY. 35

    3.2.5          PHYSICS. 35

    3.2.6          CHEMISTRY. 36

    3.2.7          HISTORY. 37

    3.2.8          CHRISTIAN RELIGIOUS EDUCATION (CRE). 37

    3.2.9          GEOGRAPHY. 37

    3.2.10        BUSINESS STUDIES. 37

    4       CHAPTER FOUR. 38

    4.1         Strategic issues  The following are the key strategic issues identified. 38

    4.2         Critical success factors. 39

    4.3         Overall goal and strategic objectives. 39

    4.3.1          STRATEGIC ANALYSIS. 39

    4.3.2          Administrative Management. 40

    4.3.3          Co-curricular  Activities. 41

    4.3.4          Environmental conservation. 41

    4.3.5          Infrastructure development. 41

    4.3.6          Financial and accounting management. 42

    4.3.7          Health, welfare and safety. 42

    4.3.8          Students and staff discipline. 43

    5       CHAPTER 5. 43

    5.1         IMPLEMENTATION PLAN.. 43

    5.1.1         Overall goal & strategic objectives. 44

    5.1.1.1      Strategic objectives and strategies. 44

    5.1.1.2      ACADEMIC PERFORMANCE. 45

    5.1.1.3      Infrastructure. 48

    5.1.1.4      Co-curricular activities. 53

    5.1.1.5      Environmental conservation. 57

    5.1.1.6      Infrastructure Development. 57

    5.1.1.7      FINANCIAL AND OTHER RESOURCES. 59

    5.1.1.8      Health, welfare and safety. 60

     


     

    The Rungiri Secondary School Strategic planning members listed below represent all

    education programs across the School. Through their signature,

    each commits to supporting and enabling the goals and

    strategies of this strategic plan.

     

     

    Dr. James W. Muthomi

    Chairman, Board of Governors

     

    Dr. Maina

    Chairman, Parents Teachers Association

     

     

    Mrs. FLORENCE M. WAMAKIMA

    Principal, Treasurer, Strategic Planning Committee

     

     

    Mr. PAUL N. NGUGI

    Chairman, Strategic Planning

    Committee

     

     

    Mr. JOHN FWABA

    Deputy Principal

     

     

     

    KEN MAJANGA

    Organizing Secretary

     

     

     

     

     

     

     


     

    Foreword

    The development of the original but unwritten strategic plan by the founders of Rungiri Secondary School in 1978 was driven by the increasing number of children dropping out of education system after they could not attain good grades to join the leading government schools in Kikuyu.  Since then, Rungiri Secondary School has metamorphosed from a humble Harambee school which was regarded as a terminal educational centre from which no student could proceed to university after form four. Currently, the school is a vibrant and leading County educational establishment that molds future professionals. It is on this basis that the new strategic plan has been developed as a road map to guide future growth and development of the school.

    In the last five years the school has posted great improvement in national examinations and it is now sending about 30 students to public universities under government sponsorship. The school was also ranked among top 100 best performing district secondary schools in Kenya in the 2012 KCSE examinations. In its 35-year history, the school is now producing students attaining ‘A’ plain in the Kenya Certificate of Secondary Education and the top achieving students are enrolled in prestigious University courses such as Engineering, Architecture, Economics and Commerce. Other notable developments include improved discipline and positive attitude among students and teachers, increased popularity of the school in Kiambu County, improved infrastructure (new class rooms, library, assembly cum basketball pitch) and increased student population to about 900.

    As we plan for the future of our school, we must take advantage and exploit the many opportunities that could help us make Rungiri a model school in Kiambu County.  Accessibility to good infrastructure such transport network, ICT connectivity, electricity and services available in the Capital City of Nairobi can help the school participate in national and international networks and partnerships for improved academic and physical growth. The strong economic base of the neighbouring communities can support the infrastructural development of the school whereas the proximity to leading education institutions such as premier National schools and Universities can be used for benchmarking targeted achievements. In addition, the school has very easy access to a rich pool of professionals concentrated in the numerous public and private institutions based in Nairobi and its environs. The school can utilize of these professional as career guides, motivational speakers and recruit some to be members of school management which would positively influence our students to become achievers.

    However, the good location of our school can be a source of major challenges and dangers that could derail the achievement of the school’s strategic objectives. One of the major threats is drug and substance abuse that is associated with our urbanized neighbourhoods. Our students can act as very easy targets for the consumption illicit brews, drugs and chewing of miraa. The vibrant economic activities in our highly endowed neighborhood’s makes it easy to start successful small enterprises that could lure young people from pursuing education to making quick monetary gains at early age. Moreover, the school management has to be always alert and instill good moral values that safeguard our students from being influenced to join bad company and recruitment to criminal gangs.

    For the next couple of year, this revised strategic plan will be our reference "map" to that will remind us of where we are, where we are going and how we are going to get there. Therefore, to attain the goals of the strategic plan, we will have to bring on board all the stakeholders including past student (old boys), the local community, county administration, local education office, professional from neighbouring institutions, local business community, parents, teachers and students.  By the end of the strategic plan implementation cycle, we envisage that the school will greatly contribute to development of Kiambu County, participate in improvement of the local community and have produced leading professionals in Kenya and the world.

     

    Dr. James W. Muthomi

    Chairman, Board of Governors

     

     

     

     

     

     


     

    Preface


     I wish to introduce the Rungiri Secondary School Strategic Plan 2012- 2016.

    This document spells out the direction the Institution will take to make it an epic centre in provision and promotion of quality education in Kenya. The Plan stipulates who we are , where we have come from and where we are heading to. It provides a future frame-work drawn from the past experiences.

    This document draws its mandate from the Ministry of Education as spelt out in Sessional paper No 1 2005 which in turn operationalises the governments long term vision embodied in vision 2030, Its commitment to Education for All ( EFA) and to the Millennium Development Goals (MDGs)

    In preparing this document, the committee adopted both a participatory and consultative approach where the stakeholders’ views and comments were sought at various stages. The school adopted a situational analysis that involved a SWOT and stakeholder Pestel Analysis.

    The Rungiri Secondary School Strategic Plan is the second. It specifies the Vision, Mission, Core values and goals in broader perspective. It articulates the targets to be achieved in the next five years and ways of implementing it.

    The Planning Committee involved the key stakeholders and through their efforts, the School Development Plan is now a reality and it will no doubt propel the school to greater heights. As an institution, we are deeply committed to implementing it.

    Special thanks go to the following people who worked tirelessly to accomplish this endeavour.

    • All Board members, P.T.A members and Parents for their input.
    • Special thanks to the Deputy Principal, MR. JOHN FWAMBA, Heads of Departments, Subject Heads and Subject Teachers. BRAVO!!
    • All students and prefects
    • I would also like to sincerely thank the Support Staff.
    • Very Special thanks go to the Strategic Planning Chairman MR. PAUL NGUGI for working tirelessly throughout in drafting, organizing and co-ordinating at each stage and making this whole process a success.

    To You All I Say Thank-You and May God Bless You.

    A LONG JOURNEY STARTS WITH A SINGLE STEP. MAY WE FIND GOD IN OUR JOURNEY TO NURTURE, DEVELOP AND BUILD A WORLD CLASS INSTITUTION.

    Principal Florence Wamakima (Secretary BOG)

     

     

      Executive Summary

     

     

     

     

     

     

    A strategic planning process is not something that can happen in an ad hoc way, at a regular planning meeting or during a staff meeting. It requires careful planning to set it up so that the process is thorough and comprehensive. When you develop or revise a strategic plan, you are setting the parameters for the work of your organisation, usually for four to five years or longer. So, it does make sense to spend some time and energy planning for your strategic planning process.

    The Strategic Plan (2013-2017) is an effort by the school B.O.G, P.T.A, teachers and the entire Rungiri Secondary School community to change the position and re-engineer the school for educational excellence as envisioned by the School founders, the Rungiri P.C.E.A community.

    The plan endeavors to put into place the necessary physical, human resources, technological and other requisite requirements to help in provision of quality education that will enable students to excel academically, grow spiritually, intellectually, physically and morally.

    Rungiri Secondary School is a County school in Kiambu County, Muguga Ward and is situated approximately ten kilometers from Nairobi City Centre. Its history dates back to 1960s. Towards the beginning of 2011, the school was four streamed with a student enrolment of 700, a teaching staff of 33 and 10 non-teaching staff members. The school has a functional B.O.G and P.T.A and is headed by a principal assisted by a deputy principal. Academic departments are six while Service departments are three. The school’s academic performance over the last ten years has been oscillating between 4.700 and 6.500.

    The development of the school Strategic Plan was a participatory and consultative process which incorporated the views of all the stakeholders. The plan takes into cognizance the ministry of education legal and policy provisions as well as educational sessional papers.

    The strategic plan consists of six chapters. Chapter one provides background information which includes the historic profile, education policy framework, vision 2030, national education goals, academic overview and other preliminaries. The chapter will help the school stakeholders understand the school’s historic milestones, educational policy environment,

    National development strategies as well as international obligations like the M.D.G’s and how the school can contribute to their realization.
    The school fundamental statements are presented in chapter two which outlines the school visions, missions, core values, and core functions. These are statements that give the school its identity and provide bedrock principles and values that inspire and guide the stakeholders towards a common goal.
    Chapter three details the situational analysis of the school consisting of the SWOT, Stakeholders and PESTLE analysis. This chapter is critical as it helps in the scrutiny of the school current capacity and position in regard to strengths, weaknesses and threats. The school faces challenges mainly in infrastructural facilities and its location predisposes it to some security concerns. It however has opportunities to be exploited for instance in potential income generating activities and capacity enhancement that can help boost academic achievements. Stakeholder’s responsibilities and school’s obligations have been identified together with analysis of the political, economic, social, technological, legal and environmental factors most of which are favourable towards the school.
      Chapter four, the strategic analysis, presents the critical success factors, the strategic issues and the strategies to be employed for each strategic issue. Chapter five outlines the implementation plan giving details of how each strategic objective will be actualized in regard to the day to day activities that will be mainstreamed into the school programme, time frame, performance indicators and different actors who will be involved. Resource requirements are detailed in chapter six, where the sources of funds and the budget have been outlined. The expenditure areas have been classified into four main areas and the overall total of the funds required to implement the plan is Ksh 60,000,000.
    Monitoring and evaluation presented in Chapter seven of the plan espouses how monitoring and evaluation will be conducted, within what time frames, and tools to be used.

    Paul N. Ngugi

    Chairman Strategic Planning Committee


     

    AIDS      Acquired Immune Deficiency Syndrome

    BOG        Board of Governors

    EFA         Education for All

    GOK       Government of Kenya

    HIV         Human immune deficiency Virus

    HOD       Head of Department

    ICT          Information and Communication Technology

    JAB          Joints Admission Board

    KIE          Kenya Institute of Education

    KNEC      Kenya National Examination Council

    MOE         Ministry of Education

    MOH         Medical Officer of Health

    PCEA        Presbyterian Church of East Africa

    PESTEL     Political Economic Social Technological Environmental

    PTA           Parents Teachers Association

    SMART:   Specific Measurable Attainable Realistic Time Bound

    SWOT       Strengths Weaknesses Opportunities Threats

     

     

     

     

    1          Chapter One

    Preliminaries

    1.1             Historic Profile

    Rungiri secondary school was established in 1978 as a ’Harambee ’ school. The school was founded as a result of Harambee fund raising meeting held on 19th February, 1978 at which members of the public ’pulled together’ to contribute money to start the school.

    The initial objective of starting the school was to absorb the growing number of primary school leavers from the locality who could not secure admission in the government aided schools.

    The founder of the school was Mr. Socrates Gitau Karanja together with other elders of the P.C.E.A Church Rungiri.

    The initial enrolment of the school in 1978 was 57 students of both genders. However, owing to its strategic location, improvement in physical facilities among other factors; the enrolment has significantly improved to the current 860 students.

    It has immense potential for further expansion in enrolment. The school is now under the ministry of education and is registered as a mixed Day school sponsored by the P.C.E.A Church.

    In academics, Rungiri has improved from a mean of 4.1447 in the year 2004 to 6.581 in the year 2011. The school has emerged as the best school in the district for the past 3 years.

     

    In Co- curricular activities, the school participates in most activities and has been represented at the national level. Currently, the school has an enrolment of 860 students; 301 girls and 559 boys.

     

    1.2              Geographic Location of the School

     

    The school is located about 30KM from Nairobi, off the Nairobi-Nakuru highway. It is in Kikuyu District of Kiambu County.

    The school is approximately 6000 feet above the sea level and occupies a site adjacent to the Rungiri primary school. Being at this altitude the climate is cool and temperate.

    The site is gently sloping with large open areas surrounded by wooded section making this an ideal learning environment.

    1.3     MAJOR MILESTONES

    1978:                             Establishment and admission of the first batch of student

    1979:                             Construction of a science laboratory

    1990:                              Construction of dining hall

    2007:                              Introduction of boarding facility

    2008-2012:                  Construction of 3 tuition blocks and a computer lab

    2005-2006:                    Construction of another science laboratory

    2010:                               Establishment of a 4th stream

     

    1.4     PRINCIPALS WHO HAVE SERVED THE SCHOOL:

     

    NAME                                                                                           YEAR OF SERVICE

    MR MWANGI-                                                                           1978-1980

    MR. DOMINIC MUTURI                                                         1980-1984

    MRS HANNAH KARIGO                                                          1984-SEPT 2004

    MRS WAMAKIMA F.M.                                                         SEPT 2004-TO DATE

     

    1.5         BOARD-CHAIRPERSONS:

     

    NAME                                                                                           YEAR OF SERVICE

    MR LAWRENCE WAMBAA                                                                  1979-1989

    MR. JOSEPH REGERU                                                                              1989-1999

    MR. HERMAN MBUTHIA                                                                       1999-2009

    DR.  MUTHOMI JAMES                                                                          2009- TO DATE

    1.6         P.T.A CHAIRPERSONS:                  

     

    NAME                                                                                           YEAR OF SERVICE

    Mr. JOSEPH KAGWI MUROKI                                                              1991

    MR. PETER GICHERU                                                                               1991-2006

    MR. STEPHEN NGUGI                                                                             2006-2011

    DR. REV.MAINA GAITHURU                                                                                 2011-2012

     

    1.7         Rationale for the strategic Plan

    1.7.1       Education Policy Framework


    Many policy initiatives mainly in form of reports and sessional papers have provided direction to the education sector since independence. The first independence policy initiative was the Ominde Report of 1964 that laid emphasis on the role of education in manpower development.
    Many other reports have been launched and implemented since then and the one
    presently providing policy direction to the Ministry of Education is Sessional Paper No. 1
    of 2005. The various policy initiatives have made significant contributions to the education so far and they are properly staged to help the government in realization of Vision 2030 development blue print.
    The school Strategic Plan has taken cognizance of various MOE policy
    recommendations and its envisaged successful implementation will contribute a great
    deal towards achievement of the Ministry Policy Goals. This will provide improved access,
    retention, transition and quality of education.

    1.7.2       National Goals of Education


    In Kenya the formal educational framework comprises of early childhood
    education, primary education, secondary education and tertiary education. In 1985 the
    8.4.4 System of education was implemented to address the shortcoming of the previous
    system and it was developed within the broader framework of National Education Goals
    and objectives which are to:

    a.       Forster nationality, patriotism and promote national unity.

    b.      Promote social, economic, technological and industrial needs for   national development.

    c.       Promote individual development and self fulfillment.

    d.      Promote sound moral and religious values.

    e.       Promote social equality and responsibility.

    f.       Promote respect for and development of Kenya’s rich and varied cultures.

    g.       Promote international consciousness and foster positive attitudes towards other nations.

    h.      Promote positive attitudes towards good health environmental protection.

     

    To help realize the national goals of education the school has:

    • Expanded and diversified the curriculum
    • Encouraged active participation of students in co-curricular activities
    • Encouraged students to embrace spiritual and moral values on which the school
      is founded
    • Incorporated ICT in the teaching/learning process and
    • Promoted active involvement of students and staff in environmental protection and management.

     

    1.7.3        Education for All (EFA) Goals


      Below are the EFA goals that the school will make efforts to commensurate:

    Ø  Expand early childhood care and education.

    Ø  Provide free and compulsory primary education for all.

    Ø  Promote learning and skills for young people and adults.

    Ø  Increase adult literacy by 50%.

    Ø  Achieve gender parity by 2005 and gender equality by 2015.

    Ø  Enhance environmental sustainability.

    Ø  Build a global partnership for development.

    Ø  The school will be actively involved in realization of goals No. 3, 5, 6 and 7.

    1.7.4         Millennium Development Goals (MDGs)

    Goal 1: Eradicate extreme poverty and hunger

    Goal 2: Achieve universal primary education

    Goal 3: Promote gender equality and empower women

    Goal 4: Reduce child mortality

    Goal 5: Improve maternal health

    Goal 6: Combat HIV/AIDS, malaria and other diseases

    Goal 7: Ensure environmental sustainability

    Goal 8: Develop a global partnership for development

    As a school the MDGS will be achieved through the following Indicators to monitor progress:

    Goal 1. Sharing of scarce resources with the poorest students in school. That is, allocate more money to students from poor families.

     

    Goal 2. Ensure high retention rates in the school and improve net enrolment ratio.  In education, the proportion of pupils enrolling in Form 1 and who complete Form 4 should be enhanced and literacy rates of 15-24 year-olds, improved.

     

    Goal 3.  The ratio of girls to boys in the school should be a symbol of equality. Girls should be equally represented in the students’ council.

     

    Goal 4 The school will insist on prompt immunization against all communicable diseases regardless of a student’s religious or cultural affiliation. A balanced diet will be served in the school to eliminate cases of malnutrition.

     

    Goal 5.  The school will provide life skills counsel to parents and students.

     

    Goal 6.  Advisory services to PLWHA (students and parents) and discourage premature and irresponsible sexual intimacies amongst our students.  

     

    Goal 7. Integrate the principles of sustainable development into school policies and programmes and reverse the loss of environmental resources, reduce carbon emissions, conserve energy, reduce deforestation and maintain a forest cover within the school compound. 

     

    Goal 8 In conjunction with more established schools, develope and implement strategies for productive performance of students through bench marking, E-learning, symposiums etc 

    NEWLY CONSTRUCTED TUITION BLOCKS

     


                       To realize our mission, we commit to:

    v  Build strong, positive relationship within and amongst students, staff, parents and the community.

    v  Support school and programme improvement plans by working together as a system

    v  Act on the belief that each student can learn and therefore deserves our best effort.

    v  Respect and celebrate diversity of culture and ideas in people.

    v  Be ready to accommodate new ideas and approaches

    v  Continually develop skills, knowledge, and behaviour in a climate of trust and co-operation.

    v  Act strategically with continuous reflection and improvement.

    v  Ensure public trust by using our resources wisely.

     

    1.7.5        Our goals

    All students of Rungiri should succeed at each level and graduate from high school well prepared for a variety of post secondary pursuits in our Kenyan society.

    To realize our goal we will ensure that:

     All students reach or exceed individual learning goals aligned with national standards and high school graduation requirements.

    • We align all the school resources, programmes and departments to achieve instructional excellence.
    • We engage parents and the community in supporting high levels of student achievement

     

     

                                      

     

     

    1.7.6       Core Values:

    The following are the values we hold which form the foundation on which we perform work and conduct ourselves. They are the practices we use every day in everything we do. These include:

    Commitment - All stakeholders and team players to be committed in their duties and responsibilities.

    Efficiency - make certain that everything is done well and promptly.

    Integrity - Ensure strong moral principles are upheld.

    Humility - Handling all members of the school and visitors with modesty.

    Patience - Always being tolerant in times of difficulty.

    Professionalism - Do everything in the right way, place, and time.

    GRADE

    ENT

    A

    A-

    B+

    B

    B-

    C+

    C

    C-

    D+

    D

    D-

    E

    X

    MEAN
    SCORE

    MEAN GRADE

    DEVIATION

    2003

     79

       

     

     

     

     3

    5

    9

    26

    28

     8

    -

     -

    3.7975

    D+

     

    2004

    76

           

     

    6

    4

    17

    24

    18

    7

    -

     -

    4.1447

    D+

    + 0.36495

    2005

    97

     

     

     

     

     2

    4

    8

    8

    14

    35

    26

    -

    -

    3.5567

    D+

    -0.588

    2006

    95

     

     

     

    1

    2

    7

    6

    17

    21

    30

    11

    -

    -

    4.1158

    D+

    0.5591

    2007

     97

         

     4

    6

    9

    11

    18

    23

    19

    5

    -

    -

    4.8631

    C-

    0.7473

    2008

    116

     

     

     4

    6

    7

    3

    10

    26

    33

    18

    9

    -

    -

    4.8706

    C-

    4.8631

    2009

    119

     

    1

    4

    3

    10

    11

    25

    30

    19

    15

    1

    -

    -

    5.5294

    C

    0.6588

    2010

    143

     

    3

    9

    11

    10

    26

    18

    30

    21

    11

    4

    -

    -

    6.0629

    C

    0.5335

    2011

    187

    2

    6

    12

    13

    19

    34

    39

    34

    22

    6

    -

    -

     -

    6.58

    C+

     0.5171

    2012

    220

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    Punctuality - Ensure explicitly that the available time is used appropriately. Avoid wastage of time

    Transparency - every person to serve in an open and accountable manner.

    Respect - Treating all members in the community with regard, without partiality or favouritism.

     

    Overview of the School Academic Performance
    From year 2006 to 2011 the schools mean score has been improving. Though this performance is satisfactory, the number of students who qualified to join public universities over the last ten years is 32%. This indicates that the number of candidates obtaining quality grades is low. Majority of the students obtained average grades (C to D+) with 35% obtaining low grades of D+ and below. Viewed from this perspective, the school’s academic potential has not been fully exploited. This Strategic Plan is expected to address this weakness so that more students manage to obtain quality grades that will enable them to be admitted to public universities to pursue professional courses.


                Challenges Facing the School:

    • Over enrolment due to pressure of free primary education, proximity of the school to urban centres and demand for boarding schools in Kiambu.
    • Inadequate economic capacity by stakeholders.
    • Overstretched facilities.
    • Unsatisfactory commitment by some stakeholders/parents.
    • High student-teacher ratio.
    • Delayed disbursement of government subsidies.
    • Poor reading culture among students

     

     

     



     

     

     


     

    2          CHAPTER TWO

    Strategic Analysis
    Introduction
    The detailed situational analysis that involved a SWOT, stakeholder and PESTEL analysis provided a sound basis for generation and identification of strategic issues and corresponding strategic objectives to be pursued over the next five years.

     

    2.1         SWOT ANALYSIS

    2.1.1       Strength

    }  Qualified, Committed and Willing teachers

    }  High student enrolment which has led to

                 : Financial stability

                 : Better economies of scale

    }  Diversity in student enrolment. This is important since there is no problem of vernacular speaking.

    }  Good entry behaviour

    }  Team work amongst teachers.

    }  Completing the syllabus on time

    }  Functional departments

    }  Strong and committed B.O.G and P.T.A

    }  Reliable support staff

    }  Good teacher-student relationship.

    }  Sense of ownership of the school by all the stake holders

    }  Good exam policies i.e 2 cats and Exam

    }  A strong Counseling and Guidance Department

    }  Stability in management of staff (low turnover of principals)

    }  Basic facilities-classrooms, labs, IT

    }  Good performance

    }  A self motivated prefecture

    }  Strong religious inclination

    }  Guidance and counseling  & pastoral programmes

    }  School is secure with live fence reinforced with barbed wire.

    }  Availability of resources: ie books, available and variety, availability of human resources -satisfactory classrooms and laboratories.

    }  Shared vision and goal among the students and teachers. This leads to progression in academics.

    }  Hardworking, dedicated, self driven students.

    }  Enhanced Staff welfare

    }  Proper institutional management and financial accountability.

     

    2.1.2       Weaknesses

    }  Poor fees payment

    }  Inadequate land for expansion

    }  Poor student-textbooks ratio

    }  Inadequate water supply

    }  Lack of qualified personnel to deal with catering, house keeping and nursing.

    }  Isolated cases of indiscipline e.g. theft

    }  Few income generating projects

    }  Lack of school transport

    }  Inadequate desks, chairs, beds, computers, H.O.D rooms

    }  Lack of a modern administration block

    }  Understaffing -increased workload interfering with effectiveness and individual attention. Affects the other staff

    }  High quorum rates in classes -due to inadequate structures

    }  Lack of Staff houses

    }  Inadequate playing fields and equipment

    }  Lack of access to computers by students

    }  Reluctance to accept appropriate technology by some departments (computerization of programmes/ E-learning)

    }   Indistinct School calendar

    }  Negative boy-girl relationships

    }  Inadequate sanitary facilities

    }  Negative peer influence.

    }  Unreliable power supply (no backup generators)

    }  Absence of insurance and firefighting equipment & skills leading to insecurity

    }   

     

    2.1.3       OPPORTUNITIES

    Factors that enhance the wellbeing of attainment of objectives.

    }  Strategic location of our school -the great north road. Enhances service delivery, accessibility.

    }  A rich catchment area

    }  Many sponsored students due to many organizations around the school- world vision, LATF,CDF, BANKS,CO-OPERATIVES.

    }  Supportive sponsor

    }  Proximity to the CBD- enhancing job opportunities, access to higher educations, attracting motivational speakers, community based organizations eg. Human rights.

    }  A business friendly environment / a rich customer based for business facilities, poultry keeping, fishponds, Dairy farming and dog rearing.

    }  School located in a competitive environment.

    }  An established, growing and improving school.

    }  Good community/school relationship

    }  Support from stakeholders - ministry, CDF, Church, NGO’s 

    }  Proximity to education office 

    }  Neighboring institutions of higher learning therefore getting the teachers on teaching practice.

    }  Neighboring national schools enabling us to borrow materials and exchange ideas

    }  Able to access professional and resource persons due to location of the school. The professionals can act as role models

    }  Multicultural environment / urbanized environment which enhances exposure and unity

    }  Conducive weather conditions. Attractive and comfortable

    }  Due to nearness to the urban centers and university teachers are able to add value to themselves.

    }  Proximity to the city eases purchases of resources

    }  Can easily become a top county school due to enrolment and good performance

    }  Student parents are able to access learning.

     

    2.1.4       Threats

    }  Proximity to the city may enable accessibility to drugs to the students

    }  Negative media influence

    }  H.I.V AIDS results in orphans

    }  Poverty

    }  Poor parenting and single parenthood

    }  Religious conflicts

    }  Drug abuse- the area prone to drug abuse.

    }  Organized criminal gangs affecting issues of discipline and delivery of services and early reporting of students

    }  Influence from negative social media e.g. face book, twitter etc

    }  Media- the new technology: the students get access to negative ideas

    }  Indiscipline among students especially from some new admissions.

    }  Poor embracement of education by the locals.

    2.2         Pestel Analysis


    Below are Political, Economic, Social and Technological factors obtaining in RUNGIRI SECONDARY SCHOOL operational environment?

    2.2.1       Political factors

    Politicians, politics and policies cannot be ignored on matters which pertain to education

    • Government funds are used by the school to subsidize school fees.
    • Rungiri School being in sub urban Nairobi institution, political activities disrupts learning.
    • Free Education was a NARC political party manifesto.
    • The Constituency Development Fund (C.D.F) is the invention of politicians.

    The current stable political climate can also be affected; the support the government is providing to schools for example Free Secondary Education grants, constituency development and bursary funds and infrastructure funds. At schools level, efforts will be made to ensure students from various backgrounds co-exist in peace.

    2.2.2       Economic factors

    The problem has been compounded further by the high taxes on teaching, learning resources and construction materials. High inflation rates leading to low morale in staff hence some resorting to running businesses. Kiambu county slow economic growth has affected school fee payment. A high inflation rate has affected community’s income. The students who come from low income families rarely pay fees in time. The government is experiencing economic growth (2012) which will enable it to continue its financial support to the school. Most parents have been straining to meet their financial obligations to school leading to huge fees arrears that in a way undermine the implementation of the school programmes. Since most parents are farmers, good climatic conditions especially rain could raise their economic fortunes and enable them pay fees.

    2.2.3       Social

    Factors like drug abuse and anti social practices pose risks to school order but mechanisms have been put in place to such threats, other social factors include

    • Change of lifestyle among the students.
    • Poverty has led to dropouts and truancy.
    • Poor living conditions not conducive to studying, high dependency ratio has also affected the family relationship.
    • HIV and AIDS pandemic have affected the community.
    • Poor attitude towards work by some staff and students.

    The high rate of unemployment among those in the school neighborhood poses security risks due to rising incidents of crime. With scarce economic opportunities and high levels of poverty parents/guardians continue to regard education highly as a means of economic empowerment.

    2.2.4       Technological factors

    The school is embracing technology to enhance efficiency in its operations through

    • Offering of services,
    • Introducing computer studies and
    • Connecting to the internet.

    Various changes in Information Technology have greatly affected Rungiri community.  For example, the internet is a source of information but has also been misused. There are also those who are computer illiterate. Challenges of new inventions e.g. mobile phone technology have not only proved to be useful but also destructive. Other inventions like photo printers have made workload lighter, hence more evaluations tests given. Communication improved through the use of latest technology e.g. fax, e-office e.t.c. As technology experiences rapid growth especially information communication technology, the schools are faced with both benefits and dangers of technology. Efforts are being made to protect students from unregulated media content and mobile phones. The school will make use of technological growth to meet some of its strategic objectives.

    2.2.5       Ecological factors


    The school will make deliberate efforts to intensify ongoing environmental initiatives and mainstream relevant activities into the school programme. The realization of the National Goals of Education, Education for All and Millennium Development Goals concerning the environment. The formal curriculum taught in the schools which has been enriched with environmental content will also help inculcate among students values for environmental care and protection. The following factors must be put into consideration;

    • There are risks involved in this urban setting.
    • Other amenities like health facilities close to our institution are a positive resource.
    • The neighboring schools offer healthy competition.
    • There are many learning facilities e.g. the Geographical Sites.
    • Noise pollution affects learning.

    2.2.6       Legal factors


    The school will continue observing the legal and policy provisions governing the education sector, for example ,The Education Act, Children’s Act Sessional Paper No.1 of 2005,Gender,Safety guidelines etc. Emerging issues as envisaged in the new constitution will be addressed appropriately. The observance and upholding of the legal factors will help create a conducive environment for attainment of the plan overall goal, which is to attain excellence in academic and co-curricular activities.in summary the following legal factors ought to be considered

    • Frequent change of government policies creates inconsistency e.g. ban on corporal punishment, mock examinations, and extra tuition.
    • Entrenchment of child’s rights enables children to come to school and minimizes child labor.
    • Establishment of B.O.G and P.T.A to aid in school management.
    • Establishment of T.S.C as an act of Parliament controls the recruitment of teachers therefore staffing is the prerogative of this commission.
    • The Education Act 1968 assigns management of secondary schools to B.O.G without giving any role to parents through the P.T.A. hence less commitment and ownership.

     

     

     

     


     

    3          CHAPTER THREE

    3.1         Stakeholders Analysis

    Education officials and Senior Government Officials inspecting projects

    The P.C.E.A Church: our sponsor, inspecting a Guard of honour conducted by the Scouts.

     

     

     

     

     

     

    STAKE HOLDER

    NAME  OF STAKEHOLDER

    ROLES AND RESPONSIBILITIES

     

     

     

    PRIMARY

    SECONDARY

    1.       STUDENTS

     

    Prefects

    Acting as link between students and teachers

    Assisting to maintain discipline.

    Serving as role models.

    Ensuring cleanliness and order in classes.

    Reporting any incidence affecting smooth running of the school.

    primary

     

    Students

    Learning and maintaining discipline, good utilization of school resources.

    Reporting to the authority any incidence affecting smooth learning.

    primary

     

    Students council

    Catering for welfare of other students’.

    Serving as role model, maintaining discipline and counseling other students.

    primary

     

     

     

     

     

     

     

    2.       KENYA INSTITUTE OF EDUCATION(KIE)

    KIE

    Curriculum planning and development,

    ensuring full implementation and adherence to the curriculum

     

    Academic and co-curricular activities.

    Capacity building and development.

    primary

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    3.       THE KENYA NATIONAL EXAMINATION COUNCIL (KNEC)

    KNEC

    Evaluation and testing of the curriculum drawn by KIE

     

    Certifying performance of the set curriculum.

     

    Ensuring smooth running of national Exams.

    primary

     

     

    4.       TEACHERS

     

     

    PRINCIPAL

     

     

    Build effective teams.
    Prudent leadership and good management practices.

    Nurture good teamwork.
    Maintain discipline.

    Motivate teachers.
    Enhance discipline
    Ensure conducive environment.

     

    primary

     

     

    SUBJECT TEACHERS

     

    Teaching /curriculum implementation

    Serving as role model to students

    Ensuring discipline of students

    Keeping records of students’ academic progress.

    Counseling of students on career paths and lifeskills.

    primary

     

     

    DEPUTY PRINCIPAL

    Deputizing the principal in running of the school.

    Coordinating learning and teaching  activities

    Enhancing discipline  as  chair of discipline committee

    Chairing HOD meetings

    Keeping records of registers, schemes of work and record of work covered.

    primary

     

     

    HOD

    Coordinating learning /teaching activities in their departments Keeping records

    Ensuring effective running of their department.

    Guiding subject teachers on delivery

    Ensuring coverage and completion of syllabus

    Serving  as role model to teachers and students

    Requisition of teaching /learning materials

    primary

     

     

    CLASS TEACHERS

    Teaching /curriculum implementation

    Keeping attendance register

    Keeping class progressive records

    Counseling students

    Ensuring cleanliness of the class and students guiding students on career paths

    primary

     

    5.       SPONSOR

    PCEA CHURCH

    spiritual nourishment  of students

    Key stakeholders in selection of members of BOG.

    Sourcing for funds for school development

    Organization of co-curricular activities especially music competitions

    primary

     

    6.       BOARD OF GOVERNORS

    BOG

    Formulating school policies

    Approaching school  revenue and expenditure

    Managing affairs of the school

    Enhancing discipline by counseling and disciplining  students and teachers.

    Has power to sue and be sued

    Sourcing funds for school development

    primary

     

    7.        

    PARENTS

    Provide parents guidance

    Provide the financial support by paying the school fees

    The school to maintain discipline

    Ensure their children are in school

    To ensure the school has  qualified teachers by posting the teachers

    Teachers Promotion

    Remuneration of staff

    Ensures quality management of educational institution.

    Avail students
    Supplement government funds
    Participate in school governance

    primary

     

    8.        

    Community

    Support the school programs Ensure peaceful environment

    Ensure students acquire quality education.

    primary

     

    9.        

    Non- Teaching Staff

    Perform their duties responsibly.
    Work as a team.

    Motivate the staff.

    primary

     

    10.    

    Local Authorities

    Support school when need arises.

     

     

    SECONDARY

    11.    

    Local Leader

    Support school when need arises.

     

     

    SECONDARY

    12.    

    Security Forces

    Respond fast when a security issue arises,

     

     

    SECONDARY

    13.    

    District Education Office

    Give guidance on policy issues. Assure quality education
    Participate in schools governance issues.

     

     

     

    SECONDARY

    14.    

    County Director

     

    Give guidance on policy issues. Assure quality education

    Participate in schools governance issues.

     

     

     

    SECONDARY

     

     


     

    3.2         Academic Subjects Analysis

     

    APPLIED SCIENCES

    OBJECTIVE

    STRATEGY

    TARGET AFTER 5 YEARS

    RESPONSIBLE PERSON

    RESOURCE

    TIME FRAME

    3.2.1       HOMESCIENCE

    Home science lab to be equipped.

    Use of group work

    Use of peer teaching

    Completing syllabus

    2009-4.33-D+

    2010-5.833-C

    2011-4.44-D+

    2012-5.00C-

    2013-5.5 C

    2014-6.00 C

     Subject teachers

    Departmental head

    GOK

    PARENTS

    DONARS

    2009

    2010

    2011

    2012

    2013

    2014

    2015

    2016

     

     

     

     

     

     

     

     

    3.2.2       AGRICULTURE

    More of practical work / activities

    Peer teaching

    Completing the syllabus

    2009-6.313 C

    2010-5.8 C

    2011-8.81 B+

    2012-9:00 B+

    2013-9.50 B+

    2014-9.8

    Subject teacher

    Departmental heads

    GOK

    PARENTS

    2009

    2010

    2011

    2012

    2013

    2014

    2015

    2016

     

     

     

     

     

    OBJECTIVE

    STRATEGY

    TARGET AFTER 5 YEARS

    RESPONSIBLE PERSON

    RESOURCE

    TIME FRAME

    3.2.3       ENGLISH AND KISWAHILI

    More exercises to the students

    Make good use of past papers and revision materials

    Use of study groups

    Concentrate on the tail performance graph

    More reference materials for teachers.

    Make policy for students to use Kiswahili and English.

    Reduce workload for teachers to make them effective

    Invite examiners to speak to students

    Motivate the teachers  adequately

    Take students to theatre for English and Kiswahili shows

    Hold symposia both internal & external.

    Award  the most  improved students

    Reduce class capacity to 45 students

    2009-6.647 C

    2010-7.00 C+

    2011-7.328 C+

    2012-8.00 B-

    2013-8.3 B-

    2014-8.5 B

    2015- 8.7 B+

    2016-9.50

     

    Subject teachers

     

    Teachers

    GOK

    SCHOOL

    SPONSORS

     

     

     

     

     

     

     

     

     

     

     

     

    2009

    2010

    2011

    2012

    2013

    2014

    2015

    3.2.4       BIOLOGY

    To improve on lab space

    Learning should be practical oriented

    Book ratio 1:1

    More hands on activities

    ICT lessons

    Should be integrated in learning

    Encourage team teaching

    More teachers for the department

    Mean grade of B- and above

    Subject teachers

    Subject head

    Head of department

    Parents

    School principal

    Well wishers

    2009-C-

    2010-C-

    2011-C

    2012-C

    2013-C+

    2014-C+

    2015-B-

     

     

     

    3.2.5       PHYSICS

    Introduce remedial classes

    Complete the syllabus on time

    Improve the subjects mean

    Use of group discussions

    Ensure punctuality in attendance

    • Organize contests and symposia
    • Motivate the students
    • Provision of revision materials
    • Strengthen science club
    • Invite examiners to motivate the students.

    Mean grade-B-

    Subject teachers

    HOD

    Subject head

    GOK

    PARENT

    2009-D+ 3.90

    2010-C- 5.38

    2011-C- 5.7

    2012-C+ 6.0

    2013-C+ 6.5

    2014-C+ 7.0

    2015-B- 7.5

    2016-B- 7.7

     

    3.2.6       CHEMISTRY

    • Equipped laboratory
    • Supply of running water in the lab
    • Group discussion
    • Revision materials
    • Emphasis on practical lessons
    • Remedial teaching
    • Academic excursions
    • Strengthen science club

    B-

    Subject teachers

    Subject head

    HOD

    GOK

    PARENTS

    2009-D+

    2010-C-

    2011-C-

    2012-C

    2013-C

    2014-C+

    2015-C+

    2016-B-

    HUMANITIES DEPARTMENT

     

    OBJECTIVE

    STRATEGY

    TARGET AFTER 5 YEARS

    RESPONSIBLE PERSON

    RESOURCE

    TIME FRAME

     

    3.2.7       HISTORY

     

     

    3.2.8       CHRISTIAN RELIGIOUS EDUCATION (CRE)

     

    3.2.9       GEOGRAPHY

     

    3.2.10  BUSINESS STUDIES

    Attending classes punctually

     

    Completing syllabus by 1st term.

     

    team work for efficient instruction

     

    checking and ensuring students write notes

     

    Giving and making assignment CATS and revising.

     

    Cutting tail, weak students by giving them attention and glooming strong ones by giving extra work.

     

    Peer teaching

    Pool teaching

    Motivating best performers.

    Encouraging students to form groups.

    CRE-10.5

    GEO-8

    HISTORY-9

    BUSINESS-9

    Heads of departments

    Subject heads

    Subject teachers

    PTA

    GOK

    BOARD

    HISTORY

    2009-6.7

    2010-7.8

    2011-6.9

    2012-7.5

    2013-8.0

    CRE

    2009-7.4

    2010-7.6

    2011-8.2

    2012-9.5

    2013-10.5

    GEOGRAPHY

    2009-5.2

    2010-5.1

    2011-7.1

    2012-8.1

    2013-8.5

    BUSINESS

    2009-5.912

    2010-7.14

    2011-8.45

    2012-8.70

    2013-9.0

     

     

     

                           

     


     

    4          CHAPTER FOUR

    4.1         Strategic issues
    The following are the key strategic issues identified

     

    RUNGIRI SECONDARY SCHOOL Strategic Focus Areas

    The strategic focus areas provide guidance for leadership and policy decisions, and development of initiatives and strategies to achieve our vision.

    For each of the above strategic focus areas, the Strategic Plan contains both process and outcome objectives which are below. The process objectives identify the actions that the school will take to achieve the mission and vision. The outcome objectives emphasize the changes anticipated as a result of the activities.

     

    4.2         Critical success factors


    To successfully achieve the outlined strategic objectives, the under mentioned factors are
    critical and must be addressed:
    1. Enhanced mobilization of all stakeholders.
    2. Enhanced commitment by teachers, students and the school administration.
    3. Increased parental and community support.
    4. Embracing open communication at all levels.
    5. Effective implementation of Operation Effective 40 performance improvement
    strategy.
    6. Capacity enhancement at all levels.
    7. Prudent resource utilization and management.

    4.3         Overall goal and strategic objectives.


    The Strategic Plan overall goal will be to attain excellence in academic and co-curricular activities.

    The following objectives will help in the realization of the goal.
    Strategic objectives and strategies
    The following objectives and strategies will be used to address the strategic issues.

    4.3.1        STRATEGIC ANALYSIS

     

     

    1

     

    Academic Excellence

    To effectively supervise and implement the curriculum for attainment structures.

     

     

        TEACHER USING A SMART BOARD

     

     

     

     

     

     Strengthen curriculum management of academic excellence. Re-examine departmental structures
     

    • Assess enhanced effectiveness of
        HODs
    • Examine record keeping at
    departmental level
    • Enhance curriculum supervision at
    all levels.
    : Enhance teaching and evaluation
    • Review teaching and testing
    policies
    • Ensure use of clear teaching and
    testing policy.
    • Capacity enhancement of staff to
    effectively teach and evaluate.
    • Continuously track individual
    learners V.A.P.
    : Provide ultra modern admin block adequate teaching resources.
    • Establish the resource situation in schools.
    • Put in place a clear maintenance and replacement policy.
    • Mobilise required funds. : Ensure timely syllabus coverage.
    • Regularly conduct syllabus audit in all classes.
    • Set syllabus coverage targets in all
    subjects. Perform an improvement strategy.
    • Adequately sensitize students and staff on the strategy.
    • Mobilize and empower the stakeholders.
    • Prudently use available time especially the 40 minutes lesson.
    • Set SMART targets at school subject and individual levels.
    : Enhance teamwork amongst stakeholders.
    • Step up interaction between students and staff.
    • Conduct teambuilding activities amongst stakeholders.
    : Enhance benchmarking and partnership with performing schools.
    • Encourage participation in academic activities e.g. students contests.
    • Adopt best practices from other school
    : Enhance students and staff motivation.
    • Set criteria for awards
    • Recognize and award significant academic improvement.
    • Improve variety of awards.
    • Opening up motivation process to a wider group.
    • Involving stakeholders in the motivation process.
    • Improving working conditions for staff.
    • Invitation of motivational speakers.
    : Inculcate reading culture among students.
    • Provide adequate reference materials.
    • Guide students on research discussions.
    • Guide students to develop self drive.

     

     

     

    2

    4.3.2       Administrative Management

    Enhance capacity building for administration and management

     

     

     

     

     

    Strengthen B.O.G , P.T.A , Staff, Prefecture and student council

    • engage appropriate representation in the B.O.G and P.T.A
    • increase support staff in administration management
    • Establish necessary skills
    • Mobilize required resources
    • train & develop the personnel

         

     

     

     

     

     

    3

    4.3.3       Co-curricular  Activities

    To promote students participation in co-curricular activities for holistic growth/development

     

     

    : Enhance functionality of co-curricular structures.

    • Examine various co-curricular committees.
    • Strengthen the committees
    • Capacity enhancement of those in- charge.
    6.2: Provide adequate co-curricular equipment and facilities.
    • Conduct an assessment of the needs.
    • Avail necessary equipment and facilities.
    6.3: Step up participation of students.
    • Sensitize students on the importance of co-curricular activities.
    • Invite renowned sports personnel to talk to students.
    • Give awards/certificates for good performance.
    • Diversify co-curricular activities.

     

     

    4

     

    4.3.4        Environmental conservation

    To improve and maintain the school physical environment participation in environmental
    activities

     

    : Enhance mechanism for students’ attitudes for environmental conservation

    Support and establish more clubs and societies dealing with environmental conservation         

    • Create partnership with organizations and government agencies dealing with the environment.

    Undertake environmental activities like tree planting, clean up campaigns etc.
    • Capacity enhancement for those involved. Instilling values for environmental care and protection.

               

     

    5

     

     

     

    4.3.5       Infrastructure development

     

     

     

    Review the current infrastructural need

    Prioritise infrastructural needs.

    Mobilize required resources

    Provide administration facility

    Purchase a bus

    Introduce 3 phase power supply

    Construct a basket ball pitch and  parking

     

     

     

     

    6

     

    4.3.6       Financial and accounting management

    Evaluate and improve accountability structures

     

     

    Put in place measures to improve fees collection

    Enhance Income generating activities in the school

     

    7

    4.3.7       Health, welfare and safety.

    Implement MOE/MOH health guidelines in the school.

    Implement MOE/MOH health guidelines in the school.
      • Encourage students to participate in physical activities.
      • Provide adequate and diversified recreational activities.
     • scrutinize students’ recreational activities
     • Regularly assess student diets and improve it.
     • Ensure open communication between stakeholders.

    • Assist students from humble background e.g. in fees payment.

      • Offer guidance and counseling services.  Provide life skills to students
     

    • Mobilize required funds.
      • Fully implement education sector policy on HIV/AIDS.
    • Reinforce measures to help vulnerable students.

     

     

     

    8

     

    4.3.8       Students and staff discipline

    Review effectiveness of discipline committee.


     • Enhance BOG capacity to address discipline issues.
     • Review school rules and regulations.
     • Assess record keeping and maintenance.
     • Reinforce guidance and counseling department office.
     • Equip students with life-skills.Students to elect prefects body who will enhance discipline and Introduce student’s council.

     

     

     

     

     

    5          CHAPTER 5

    5.1         IMPLEMENTATION PLAN

    Summary of strategic objectives /goals

    1.      To enhance and promote efficient institutional structures for improved service delivery

    2.      To provide adequate and suitable infrastructure to support curricular and co-curricular programmes

    3.      To enhance prudent management of funds and other resources.

    5.1.1        Overall goal & strategic objectives

    5.1.1.1       Strategic objectives and strategies

     

    IMPLEMENTATION PLAN

    • Strategic objective 1 Academic Excellence

      

    PROPOSED 2015-2018 SCHOOL LIBRARY

    Strategic objective 2 Administrative management

    Strategic objective 3 Co-curricular activities

    Strategic objective 4 Environmental conservation

    Strategic objective 5 Infrastructure development

    Strategic objective 6 Financial and accounting management

    • Strategic objective 7 Health, welfare and safety.
    • Strategic objective 8 Students and staff discipline.

     

    FUTURE ADMINISTRATIVE BLOCK 2017-2018

    5.1.1.2       ACADEMIC PERFORMANCE

    Strategic objective One: To effectively supervise and implement the curriculum for academic excellence

     

    Strategy

    Activities

    Critical Assumption

    Time Frame

    Performance Indicators

    Responsibilities

    4.1

    Strengthen curriculum management structure

     

     

     

     

     

     

     

     

     

     

     

     

    Re-examine the office of the Dean

    i)Re-examine departmental structures

     

    ii)Assess effectiveness of the H.O.Ds

     

    iii) Examine record keeping in the departments

     

    iv) Enhance curriculum supervision at all levels

     


    Re-examine

    Goodwill among all stakeholders

     

     

    Committed teachers

     

     

    Effective heads of departments

     

     

    Support from all the stakeholders

     

     

     

    Goodwill among all stakeholders

    immediate

     

     

     

    continuous

     

     

     

    continuous

     

     

     

     

    ongoing

     

     

     

     

    immediate

    Functional departments

     

     

    Improved performance

     

     

    Easy retrieval of records

     

     

     

    Improved performance

     

     

     

    Well defined roles

    Principals

    Dean of studies

    H.O.Ds

     

    Principals

    Dean of studies

    H.O.Ds

     

    H.O.Ds

    Teachers

     

     

     

    Stakeholders

     

     

     

     

    Principal

    D/Principal

    Dean of studies

    H.O.Ds

    4.2

    Enhance teaching and evaluation

     

     

    i) Review teaching and testing policies

    All teachers will co-operate

    Ongoing

    Improved performance

    Principal

    D/Principal

    Dean of Studies

    Teachers

    Students

    ii)Capacity enhancement of staff to effectively teach and evaluate

    Availability of funds

    Ongoing

    Curriculum improvement index

    Principal

    B.O.G

    iii)Continuously track learners value added progress

     

     

     

     

     

     

    iv)Encourage team teaching

    Committed teachers

    continuous

    Improved academic performance

    Principal

    Dean

    Teachers

    4.3

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     


    4.4

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    Provide adequate teaching resources

     

     

     

     

     

     

     

     

     

     

     

     

    Ensure timely coverage of syllabus

    i)Establish the resource situation in the institution

    Cooperation among all the stakeholders

    Ongoing

    Clear information on the resources available

    All stakeholders

    ii)Put in place a clear maintenance and replacement policy

    Co-operation among all the stakeholders

    continuous

    Adequate teaching and learning material

    All stakeholders

     

    iii)Mobilise required funds

     

     

     

     

     

     

     

    All stakeholders well coop

    Continuous

    -Improved performance

    -Availability of learning and teaching resources

    All stakeholders

    i)set syllabus coverage targets in all subjects

    Co operation from all the teachers

    Ongoing

    -Improved syllabus coverage

    Teachers

    Principal

    D/Principal

    D.O.S

    H.O.Ds

    Students

    iii)Prudently use available teaching time

     

     

     

     

     

    iv)Sensitize learners to set SMART goals

     

     

     

     

     

     


    i)Step up interaction amongst all stakeholders

     

    Co-operation of all teachers and students

     

     

     

     

     

    Cooperation from students

     

     

     

     

     

     

    Willingness to embrace change

    Continuous

     

     

     

     

     

     

     

    Ongoing

     

     

     

     

     

     

     

    continuous

    -Report of sensitization &stakeholders forums.

    -improved performance

     

     

    Improved performance

     

     

     

     

     

     

    Teamwork

     

    -Stakeholders

     

     

     

     

     

     

     

    Principal

    D/Principal

    D.O.S

    H.O.Ds

    Teachers

    Students

     

     

    All stakeholders

     

    4.6

    ii)Conduct teambuilding activities amongst stakeholders

    Willingness to embrace change

    Ongoing

    Improved teamwork

    Stakeholders

     

    Embrace benchmarking and partnership with performing schools

    i)Support participation in academic activities

    -Willingness to embrace positive practices

    -support administration

    Continuous

    -Participation in academics contests

    School administration

    ii)Adopt best practices from other schools

    -willingness to embrace positive practices

    -support by administration

    Continuous

    -Good exposure to the students

    -improved performance

    School administration

    4.7

     

     

     

     

    Enhance students and staff motivation

    i)Set criteria for awards

    Support by the administration

    Ongoing

    Improved performance

    B.O.G

    Principal

    Teachers

    ii)Recognize and award significant academic improvement

    Support by the school administration

    Ongoing

    Improved Performance

    B.O.G

    Principal

    Teachers

    iii)Diversify the awards

    Support by the school administration

    Ongoing

    Improved performance

    B.O.G

    Principal

    Teachers

    iv)Improving the working environment

    Support from Stakeholders

    Immediate

    Diligent staff

    Stakeholders

    v) invitation of Motivational speakers and counselors

    Support from school administration

    Ongoing

    Good performance

    Principal

    Career master

    Guidance and counseling

    H.O.D

    vi)Guide students on subject selection

    Teachers and students will     co-operate

    Ongoing

    Well guided students

    Principal

    D/Principal

    D.O.S

    H.O.Ds

    Teachers

    4.8

    Instill SMART reading culture

    i)provided adequate reading materials

    Support from school administration

    Continuous

    Improved reading culture

    Principal

    B.O.G

    ii)Encourage group discussion

    Committed teachers

    Ongoing

    Improved performance

    Principal

    D/Principal

    Teachers

    iii)Encourage students to develop self drive

    Willingness to change

    Ongoing

    Improved self esteem

    Principal

    D/Principal

    D.O.S

    Teachers

    Students

    iv)Empower students subject Heads

    Support of all teachers and school administration

    Immediate

    -Well defined roles

    -Improved performance

    All teachers

    School administration

    v)Involve student in curriculum implementation process

    Willingness of students to participate

    Ongoing

    -Embracing of the curriculum by students

    -Improved performance

    Principal

    D/Principal

    D.O.S

    H.O.Ds

    Teachers

    Students

    vi)Encourage and mobilize teachers to attend workshops and seminars

    -willingness of teachers to attend

    -support of school administration

    Ongoing

    -Motivated teachers

    -Improved performance

    School administration

    4.9

    Inculcate proper time management

    i)Develop study time and efficient utilization of time

    Co-operation from all stakeholders

    Ongoing

    -Good study habits

    -Proper time management

    -Good performance

    All stakeholders

                           

     

    5.1.1.3       Infrastructure

    STRATEGIC OBJECTIVE 2 - To Provide adequate and suitable Infrastructure to support curriculum

    STRATEGIES

    ACTIVITIES

    CRITICAL ASSUMPTIONS

    TIME FRAME

    PERFORMANCE INDICATOR

    RESPONSIBILITIES

    Review the current infrastructural need

    a) Prioritise infrastructural needs.

    Support from school administration and stakeholders

    5 Years

    A list of projects in order of priorities

    B.O.G

    Principal

    P.T.A

    b)mobilize required resources

    Support from school administration and stakeholders

    continous

    Earmarked projects on course

    B.O.G

    Principal

    P.T.A

    Provide adequate tuition learning facilities

    a)purchase more desks and chairs

    Support from school administration &  stakeholders

    continous

    Improve tuition facilities

    P.T.A

    Principal

    b) construct more classes to cater for the fifth stream

    Support from stakeholders

    continous

    Improved tuition facilities

    P.T.A

    Principal

    c)provide extra rooms for Agriculture ,BST and Geography& H/science

    Availability of funds

    2 years

    Enhancement learning environment

    B.O.G

    Principal

    P.T.A

    d)Construct an additional laboratory

    Availability of funds

    2 years

    To enhance and improve learning

    B.O.G

    Principal

    P.T.A

    e)Expand computer laboratory and purchase more computers

    Availability of funds

    continous

    Students and staff have adequate space and access to computers

    B.O.G

    Principal

    P.T.A

    f)construct a library

    Availability of funds

    2 years

    Enhance learning

    B.O.G

    Principal

    P.T.A

    Provide administration facility

    a)construct an administration block

    Availability of funds

     

     

    B.O.G

    Principal

    P.T.A

    b)provide more department officers

    Availability of funds

     

    Enhance team work of department level

    B.O.G

    Principal

    P.T.A

    c)provide adequate furniture for staff room and department offices

    Availability of funds

    continous

    Enhance staff welfare

    B.O.G

    Principal

    P.T.A

    Provide adequate boarding facilities

    a)construct a dormitory

    Availability of funds

    2 years

    Adequate accomodation

    B.O.G

    Principal

    P.T.A

     

    b)purchase of beds to beddings

     

    Availability of funds

    2 years

    Improve and increase no of student boarders

    B.O.G

    Principal

    P.T.A

     

    c)construct staff houses

    Support from stakeholders

    2 years

     

    B.O.G

    Principal

    P.T.A

    Provide other infrastructure

    a)purchase a bus

    Support from stakeholders

     

    Reduce activity expenditure

    B.O.G

    Principal

    P.T.A

     

    b)sink a borehole

    Support from stakeholders

     

    Reliable water supply

    B.O.G

    Principal

    P.T.A

     

    c)purchase a generator

    Availability of funds

     

    Reliable power supply and power back up

    B.O.G

    Principal

    P.T.A

     

    d) introduce 3 phase power supply

    Support from stakeholders

     

    Power back up and reduce black outs

    B.O.G

    Principal

    P.T.A

     

    e) construct a basket ball pitch and  parking

    Support from stakeholders

     

    Enhance image

    Improve parking lot

    Extra playground for other games

    B.O.G

    Principal

    P.T.A

     

     

     

     

    Where we have come from

      (Staffroom 1979)

     

                           

    Where we are going:  (well equipped and modern Teachers Staffroom 2017- 2018)

    Students Queue to Use Pit Lavatories 1980

     

     

    Students Lavatories 2017

     

     

     

    5.1.1.4       Co-curricular activities

    Strategic objective 3 Co-curricular activities

    Playgrounds 1979

     

     

     

     

     

     

    Future play grounds 2018

     

     

    To promote students participation in co-curricular activities for holistic growth/development.

    Enhance functionality of co-curricular structures.

    Principal and HOD co curricular

    ongoing

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

     

    Funds are available

    Cooperation from the stakeholders

    Performance at national levels

    Nurturing/enhancing  talents

     

    • Examine various co-curricular committees.

    H.O.D  co- curricular

    ongoing

    Sports facilities(fields equipments,human resource)

    Fees

    CDF

    Grants

     

    Funds are available

    Cooperation from the stakeholders

    Performance and discipline in the fields

    Functional teams.

     

     

    Strengthen the committees

     Principal and HOD co curricular

    ongoing

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    Funds are available

    Cooperation from the stakeholders

    Introduction of new games(discipline)

    Improved coordination

    Better performance in the disciplines

     

     

     

    Capacity enhancement of those in- charge

    Principal and HOD co- curricular

    ongoing

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    Funds are available

    Cooperation from the stakeholders

     

    Improved coordination

    Better performance in the disciplines

     

     

     

    Provide adequate co-curricular equipment and facilities.

    Principal and HOD co curricular

    ongoing

    Human resource

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    Funds are available

    Cooperation from the stakeholders

    Better performance in the disciplines

     

     

    Conduct an assessment of the needs.

    Principal and HOD co curricular

    ongoing

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    Cooperation from the stakeholders

    Equipments to be available

    Improvement of the performance

    Satisfaction of the stakeholders

     

    • Sensitize students on the
    importance of co-curricular
    activities

    Principal and HOD co curricular

    ongoing

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    Cooperation from the stakeholders

    Equipments to be available

    Increase of the students in the co-curricular activities

     

    Invite renowned sports personnel to talk to students

    Principal and HOD co curricular

    annualy

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    sports personnel co-operation

    Equipments to be available

    Improved skills and performance

    Willingness/commitmen by the students

     

    • Give awards/certificates for good performance

    Principal

    annualy

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    Cooperation from the stakeholders

     

    Better performance

    Willingness/commitmen by the students

     

    • Diversify co-curricular activities

    HOD co curricular

    Principal

    ongoing

    Sports equipments and sports facilities

    Hiring of resource persons

     

    Fees

    CDF

    Grants

    Harambees

    Donations from alumni’s

    Cooperation from the stakeholders

     

    Introduction of new disciplines

    Exploitation of various talents by the students

     


     

     

    5.1.1.5       Environmental conservation

    Strategic objective 4 Environmental conservation

    Strategy

     

    Activities

     

    implementor

     

    Time

    frame

    Resources

    Sources funding

     

    Assumptions

     

    Output Indicators

     

    8.0: To improve and maintain the school physical environment participation in environmental
    activities

    8.1: Enhance mechanism for students’ attitudes for environmental conservation.

     

    • Support and establish more clubs and societies dealing with environmental conservation
      Create partnership with organizations and government agencies dealing with the environment.
      Undertake environmental activities like tree planting, clean up campaigns etc.
      Capacity enhancement for those involved.

     • Instilling values for environmental care and protection.

     

    Principal

    Deputy principal

     Teachers

     

    Continous

     

     

     

    Continous

     

     

     

     

     

     

     

     

    Continous

     

     

     

     

     

    Continous

    Environmental

    Manual materials

     

     

    United Nations Environmental

    Programmes

    (UNEP)

     

     

    National Environmental

    Management

    Authority

     

    CDF

     

     

     

    School

    Bursar

     

    Support from student body

     

     

    Support from student body

     

     

     

     

    Support from student body

     

     

     

     

     

     

    Support from student body

     

     

     

     

     

     

     

     

    Support from student body

     

     

     

    5.1.1.6       Infrastructure Development

    Strategic objective 5 Infrastructure development

    Strategic objective 5 : To enhance & promote efficient institutional structures for improved service delivery

     

    Strategies

    Activities

    Critical assumptions

    Time frame

    Performance indicators

    Responsibilities

    1

    Re-examine administrative and management structures

    a)strengthen B.O.G , P.T.A , Staff, Prefecture and student council

    Co-operation among stake-holders

     

    Proper communication between the different organs

    D.E.O

    Principal

    b)engage appropriate representation in the B.O.G and P.T.A

    Availability of policy guideline

     

    Proper composition in all school bodies

    D.E.O

    Principal

    P.T.A

    B.O.G

    c)increase support staff in administration management

    Availability of policy guideline

     

    Improve service delivery

    Principal

    P.T.A

    B.O.G

    2

    capacity building for administration and management

    a)train & develop the personnel

    Availability of funds

     

    Efficiency in performance

    B.O.G

    Principal

    b)establish necessary skills Mobilize required resources

     

     

    A report on skills requirement

    B.O.G

    Principal

    Mobilize required resources

    Support from stake holders

     

    Capacity enhancement activities conducted

    Principal

    B.O.G

     


     

    5.1.1.7       FINANCIAL AND OTHER RESOURCES

    Strategic Objective 6 -- FINANCIAL AND OTHER RESOURCES

    Strategic objective to adopt /implement prudent management of funds and other resources

     

    Strategies

    Activities

    Critical assumptions

    Time frame

    Performance indicators

    Responsibilities

    3.1

    Evaluate and improve accountability structures

    a)strengthen school tender system

    Support by administration

     

    Enhance accountability

    Principal

    Bursar

    Acc. Clerk

    b)enhance control system

    Support by school administration

    Continuous

    Enhance accountability

    Principal

    Bursar

    Acc. Clerk

    c)improve record keeping

    Support by school administration

    Continuous

    Easier retrieval of documents

    Principal

    Bursar

     

    3.2

    Put in place measures to improve fees collection

    a)educate parents the need to honour financial obligations

    Co-operation by stakeholders

    continuous

     

     

    b)persuade parents to come up with resolutions of fees payment

    Co-operation by stakeholders

     

    Specific fee guidelines

     

    c)Solicit financial support to needy students

    Co-operation by stakeholders

     

    Improved retention rates amongst students

    P.T.A

    B.O.G

    Principal

    3.3

    Enhance Income generating activities in the school

    a)engage in fundraising activities

    Support from stakeholders

     

    Improved financial stability

    B.O.G

    P.T.A

    Principal

    b) seek for financial assistance from donors , Alumnae, N.G.O’s and corporate organizations

    Support from stakeholders

     

    Increased revenue

    P.T.A

    B.O.G

    Principal

    M.O.E

     


     

    5.1.1.8       Health, welfare and safety.

    Strategic objective 7 Health, welfare and safety.

     

     

     

     

     

     

     

     

     

     

     


     

     

     

    The following objectives and strategies will be used to address the strategic issues

    To provide adequate & suitable infrastructure to support curricular & co-curricular programmes

    2.1

    Review the current infrastructural needs.

    -Prioritize the needs

    -Mobilise required resources

     

     

     

    COMPUTER ROOM

     

    2.2

    -provide adequate tuition facilities

    -Purchase desks and chairs

    -Construct more classrooms

    -Provide more extra rooms for Agriculture , B/Studies , Geo and H/sc

    -construct an additional lab

    -expand computer lab

    -purchase more computers

    -construct a library

    2.3

    -provide ultra-modern Administration block

    -provide more departmental offices

    -purchase staffroom and departmental furniture

    2.4

    -Provide Boarding facility

    -construct a dorm

    -construct staff houses

    -purchase more beds and beddings

    2.5

    -provide other infrastructure needs

    -purchase a bus

    -sink a borehole

    -purchase a generator for power back-up & a 2 phase power supply .

    -construct a basketball pitch and parking

     

    To enhance & promote efficient institutional structures for improved service delivery

    1.1

    §  Unlock administrative & management structures

    §  Strengthen structures like B.O.G, P.T.A , Staff and prefecture , the students council

    §  Ensure appropriate representation in the above structures

    1.2

    §  Capacity building for administrators and managers

    §  Train and develop the personnel

    §  Establish the necessary skills

    §  Mobilize required resources

    To adopt /implement transparency for prudent management of funds and other resources

     

     

     

     

    3.1

    §  Re-visit and improve accountability structures

    §  Strengthen schools tender system

    §  Enhance internal control systems

    §  Enhance cost cutting measures

    To adopt /implement transparency for prudent management and other resources

    3.2

    §  Put in place measures to help improve fees collection

    §  Educate parents /guardians the need to honour  financial obligations

    §  Persuade parents to come up with resolutions on fees payments

    §  Solicit financial support to needy students

     

    3.3

    §  Enhance income generating activities in the school

    §  Solicit CDF and other Government grants

    §  Seek for financial assistance from donors and alumnae

    §  Approach NGOs and corporate organizations for financial assistance

     

     

     

    SPECIAL ISSUE

    DETAILS

    ESTIMATED COST

     

     

     

    2013

    2014

    2015

    2016

    2017

     

    2.1: Review the current infrastructural
    needs.

    • Prioritise the needs
    • Mobilise required resources.

     

     

    200000

     

     

     

    40000

     

     

    40000

     

     

    40000

     

     

    40000

     

     

    40000

    2: Provide adequate boarding facilities

    • Construct more staff houses.
    • Construct a dormitory.
    • Construct a modern kitchen and storage facilities.

     

     

     

     

    20000000

     

     

    5000000

     

     

    5000000

     

     

     

     

     

    400000

     

     

    3000000

     

     

    3000000

     

     

     

     

    4000000

     

     

    2000000

     

     

    2000000

     

     

     

     

    4000000

     

     

    -

     

    _

     

     

     

     

    4000000

     

     

    _

     

    _

     

     

     

     

    4000000

     

    _

     

    _

    2.3Construct more rooms to cater for the fourth stream
    Expand the library

    • Provide more departmental offices
    • Expand computer laboratory
    • Provide Geography, Agriculture Music and French rooms,modern home science room
    • Provide adequate furniture for the staff lodgeand departmental offices.
    • Mobilise required resources.

     2.4: Provide infrastructural needs

    • Purchase a generator for power back up.
    • Construction of an ablution block and sewage system.

    Construct the parking lot
    • Reinforce the school fence.

     

     

     

     

     

    Improve transport by buying a

    School Bus

     

    Construct a fully equipped, School Administration Block

     

     

     

     

     

     

     

    TOTALS

     

    10000000

     

     

     

     

    5000000

     

     

     

     

    2000000

     

     

    3000000

     

     

    5000000

     

     

     

     

     

     

     

     

     

    1500000

     

     

     

     

     

     

     

    500000

     

     

     

     

     

     

     

    2000000

     

     

     

     

    1500000

     

     

     

     

     

     

    1000000

     

    750000

     

     

     

     

     

     

    8,000,000

     

     

     

     

    10,000,000

     

     

     

    5000000

     

     

     

    5000000

     

     

     

     

     

    2000000

     

     

    1000000

     

     

    1000000

     

     

     

     

     

     

     

     

     

    1000000

     

     

     

     

     

     

    100000

     

     

     

     

     

     

     

     

    2000000

     

     

     

     

    1500000

     

     

     

     

     

     

    1000000

     

    750000

     

     

     

     

     

     

    8,000,000

     

    5000000

     

     

     

     

     

     

     

     

     

     

     

     

    1000000

     

     

    1000000

     

     

     

     

     

     

     

     

     

    500000

     

     

     

     

     

     

    100000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    3,000,000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    1000000

     

     

    1000000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    1000000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    3,000,000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    1000000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    100000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    3,000,000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    1000000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    100000

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    1,000,000

     

     

     

     

     

     

     

     

     

     

     

    Strengthen discipline structures in school.
    Review effectiveness of discipline

     

     

     

     

     

    250000

     

     

    50000

     

     

     

     

     

     

    50000

     

     

    10000

     

     

     

     

     

    50000

     

     

    10000

     

     

     

     

     

    50000

     

     

    10000

     

     

     

     

     

    50000

     

     

    10000

     

     

     

     

     

    50000

     

     

    10000

    • Enhance BOG capacity to address discipline issues.

    100000

     

    20000

    20000

    20000

    20000

    20000

    • Review school rules and regulations.
      Assess record keeping

    50000

     

     

     

     

     

     

     

    10000

    10000

    10000

    10000

    10000

    • Equip students with life-skills

     

    250000

     

    50000

    50000

    50000

    50000

    50000

    TOTALS

     

     

     

     

     

     

     

     

            STUDENT DISCIPLINE

    SPECIAL ISSUE

    DETAILS

    ESTIMATED COST

     

     

     

    2013

    2014

    2015

    2016

    2017

     

     

    ACADEMIC STRATEGIC PLAN FOR RUNGIRI HIGH SCHOOL

                                          PREAMBLE


      The draft academic strategic plan for Rungiri High School was developed by the career masters office at Rungiri High School.
    The school board of governors and the administration will use the strategic plan to determine priorities, guide financial decisions and seek feed back from staff parents and patrons.
    The strategic plan will be a living document that will change as the world and the other community change.
    The principal the deputy principal and other teachers are to monitor the strategic plan and report on progress regularly to the board of governors.

    Our vision

    To be a centre of excellence in provision and promotion of quality education.


    Our mission
     
    The mission of Rungiri Secondary school is to efficiently and effectively nurture the students the student’s academic and co-curricular potential within a conducive environment whose pillars are discipline and spiritual endowment.
     
    To realize our mission, we commit to.

    Building strong, positive relationship and partnerships within and among students, colleagues,’ parents and the Rungiri community at large.


                       To realize our mission, we commit to:  

    •   Building strong, positive relationship within and among students, colleagues’ parents and the community.
    •   Supporting school and program improvement plans by working together as a system
    •     Acting on the belief that each student can learn and deserves our best efforts.
    •    Respecting and celebrating diversity and culture in people and ideas.
    •    Approaching our work as learners
    •   Continuing our growth and development of skills, knowledge, and behaviours in a climate of trust and  collaboration.
    •  Acting strategically with continuous reflection and improvement.
    •  Ensuring public trust by using our resources wisely.

                                Our goals


    All student of Rungiri succeed at each level and graduate from high school well prepared for a variety of post secondary pursuits in our Kenyan society.

    To realize our goal,
     

    •     We will ensure all students reach or exceed individual learning goals aligned with national standards   and high school graduation requirements.
    •     Align all the schools resources programme and departments to achievement of instructional excellence.
    •     Engage parents and the community in supporting high levels of student achievement


              Strategic plans  2010 – 2015 based on recommendations of operation effective 40/35



                          Strategies and objectives

    Strategy 1

    Ensure all students reach or exceed individual learning goals aligned with national standards, and secondary school graduation requirement.  


    a)    Support, empower and expect all staff to have knowledge of and be responsive to students and their families of all culture and circumstances.

     
    b)    Provide a physical and emotional safe learning environment through the development of personalized learning structures where each student is supported by a caring adult.


    c)    Support students and families as they undergo a transition into and out of grade levels and programs


    d)    Analyzes data from multiple sources to provide option to improve and enrich the learning environment for all students.


    e)    Support, empower and expect all staff to actively engage in their learning and to enhance the sense of community in their school.


    Objective 1

    Align the written, taught and tested curriculum to engage all students in rigorous and relevant learning.

     

    a)    Implement curriculum instruction. From form 1 to form 4.


    b)    Support and empower teachers and staff to teach the curriculum using effective instruction practices based on data and research e.g. computers and overhead projectors

     

    •     Support all teachers with instructional coaching based on relevant data
    •     Implement effective teacher staff collaboration focused on student learning.


    c)    Support empower and expect the principal to be the instructional leader modeling continuous learning.


    d)    Analyze data from many sources to make decision about instruction at the national, provincial, district, and classroom and student level.


    Strategy 2


    Align all school resources, programme and department to attain high levels of student achievement and instructional excellence.


    Objective 1


    Apply effective decision making and communication practices that create system effectiveness.


    Objective2


    Implement and communicate a strategic budget process that is understandable inclusive and supports the schools goals.


    Objective 3


    Recruit, support and retain a highly qualified staff.


    Objective 4

     


    Design constructs and maintains cost effective classes that support and enhance student achievement


    Objectives 5


    Analyze data from multiple sources to evaluate schools instructional and  non instructional programs and department  to ensure alignment in support of the school goals.


    Strategy 3


    Engage parents and the community in supporting high levels of students’ achievement.


    Objective 1


    Ensure quality relationship with all parents and guardians to support student academic achievement. 

     
    a)    Develop rapport among staff  members
    b)    Develop relationship with CDF community bursaries and other aid agencies who help our students.
    c)    Urge parents to seek donor aid from their organization in order to develop the school.


    Objective 2


    Invite highly educated highly experienced people to talk to our students.

    Objective 3


    To interpret data obtained and improve the delivery of content.


    Objective 4


    Invite successful former student to motivate others


    Objective 5


    Communicate with the community about our accomplishments progress and challenges invite parents for open days and give them data on students’ performance.


    Measurement


    Strategy 1

    measurements

     

    •     Ensure each student has a report book  or a computed data based file within the schools data analysis computer
    •     Carry out data analysis in terms of grade to grade survival rates
    •     Ensure all students participate in class those who do not should be guided and encouraged their number should be known
    •     Carry out student discipline  data.
    •     Carry out graduation rates for the school.
    •     Carry out an assessment of students who qualifies for colleges.
    •     Carry out secondary school graduation rate by cohort
    •     Carry out attendance rates at all levels
    •     Carry out Rungiri high school repeaters rates at all grade levels  
    •     Carry out drop out rates at all grade levels
    •     Carry out wastage rate at all grade level
    •     Carry out a thorough analysis of the data and interpretation needed
    •     Carry out teachers timely class attendance rates.
    •     Carry out student class attendance rates, lateness rates

    Strategy to measurement

     

    •     All school departments should meet adequate yearly progress
    •     Come up with an accurate published budget development process  (the PPBS)
    •     Adopt the budget and fund balance, relies on the government release of the funds (MOE)
    •     Submit auditors official report and implement the change suggested
    •     Come up with a comprehensive annual financial report
    •     Come up with a systematic program and HOD’s reviews
    •     Review the workers employment demographics ( they should have a positive change every year)

     


    Strategy 3 measurements

     

    •     Ask teachers to give an honest perception, carry out a survey
    •     Carry out a community survey on their perception
    •     Carry out student climate survey
    •     Interview form 1 at the point of entry and form 4 at the point of exit.

     




    Welcome


    Visit our Departments

    • Careers Depatment
    • Games Department
    • TENDER DOC




    • Visit our Clubs

      • Science
      • The Presidentís Award
      • Karibu


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