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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.

 

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