TRANS NZOIA COUNTY

KENYA
EXANDER
BISHOP AL

MU
BISHOP

GE
ALEXANDER MUGE
TR U
TH A NC
E GIRLS SCHOOL
ND EXCELLE

2019 – 2023
STRATEGY
Transformaton
&
Elevation
Transforming and elevating Bishop Alexander Muge Secondary
School into a girls' school of choice and excellence in Trans Nzoia
County and Kenya.
“We can motivate the
youth to excel ,
academically, but if
we don’t motivate
their hearts to
godliness, they
will be empty !”
Rev. Edith Chemorion
 EXANDER
AL

BISHOP

MU
GE
TR U E
TH A NC
ND EXCELLE

BISHOP ALEXANDER MUGE

GIRLS’ SCHOOL
STRATEGIC PLAN
2019 – 2023
Contacts:
P.O. Box 73

Kesogon

30200 - Kitale

KENYA

E-mail: [email protected]
Truth and Excellence

Strategic Plan 2019 – 2023

 Foreword by Chairman, Board of Management

T his year marks an important milestone in our school – we are celebrating 30 years
since Bishop Alexander Muge Secondary School (now commonly referred to as
Bishop Alexander Muge Girls Secondary School) wasth founded! I am privileged
to be part of this great community as we celebrate our 30 school birthday and the
launch our second strategic plan – and the first under my leadership.
I am humbled too that this a new roadmap for our school comes at the start of my
second and final term as the Chairman, Board of Management. This challenges me to
use this window period of service to the school to carve out my own legacy to be
indelibly etched in the footprints of this school, just like the Late Bishop Alexander
Muge did during his time as a servant of God. I view the late Bishop Muge as a Legacy-
Minded Shepherd, because he was willing to pay the price to fix a broken culture, and
our school is testament to this. As I have often said, a legacy, in my view, is simply that
significance, mostly intangible that a person leaves behind, once they exit the earth. In
other words, the significance of your life is your legacy!
It is my desire, therefore, that in line with our strategic goal, we can collectively
Transform and elevate our school into a girls' school of choice and excellence in Trans Nzoia County
and Kenya. For me, this will be a befitting honor to the great man whom our school is
named after. Our new strategy gives us impetus to excel where we have done well, and
also challenges us to improve on the gaps we have had these past years. I believe this is
doable!
I therefore implore all stakeholders: Let's join hands to transform and elevate our
school! The four themes – school culture, academic performance, school
infrastructure, and support services and partnerships – will be our guideposts for the
next five years. To this end, I believe we can collectively join hands to implement these
strategies so that we can not only actualize our vision of producing all-rounded girls,
but leave our own legacies for the glory of God!
I want to appreciate all who participated in the workshop in June last Year to
brainstorm on our new way forward .May I also take this opportunity to especially
thank Messrs Mariga Moses, Mark Simiyu, Moses Kitongo, Moses Wekesa, Robert
Wambulwa and Ms. Maureen Akama, for your tireless commitment to ensure we
produced this plan. May our Lord richly bless you for your unbridled enthusiasm
throughout the entire process. Thank you too parents for being part of our community
by bringing your children to this great school. Asante sana too to all learners! Teachers
and non-teaching staff, I lack words to express my gratitude, but humbly accept them
as they are all I have now. Keep up the good work!
Allow me to finish with the words of Anthony J. D'Angelo who said, “Without a sense
of caring there can be no sense of community.” As a community let's keep caring for
each other.
Blessings!

Obando Ekesa
Chairman – Board of Management

Strategic Plan 2019 – 2023

ii
 From the Principal's Desk

I t takes planning and strategy to cope with

ex p e c ta o n s o f a ra p i d l y g row i n g
ins tu on like Bishop Alexander Muge
Secondary School. This is to welcome all our
school stakeholders to our second strategic
I take this opportunity to thank the various
commi ees involved in the process. My
apprecia on goes to our Board of
Management, led by our chairman Mr.
Obando Ekesa for facilita ng, guiding and
plan covering the period 2019-2023. fast tracking the en re process. Much
thanks to the Quality and Standards officer
Compiling of the plan began in the year 2018, Mr. Moses Mariga and Career Master Mr.
a er expiry of the first one. The process to Robert Wambulwa for leading the team in
gather ideas was all inclusive, involving major coordina ng, compiling, edi ng and
stakeholders who gave their valuable input. It delivering the Strategic plan.
is my convic on that the output contained
herein is well argued, balanced and enjoys My further apprecia on goes to the
stakeholders' ownership. Hopefully, this various steering commi ees – B.O.M. and
strategic plan will usher a new dawn of posi ve Parents Associa on (PA), Teaching and
transforma on of Bishop Alexander Muge Non-Teaching staff, Students council and all
Girls School. par cipants for their me, effort and
valuable inputs.
The current plan is anchored on lessons learnt
from the first strategic plan, covered the For the actualiza on of this strategic plan,
period 2012 – 2016. I wish to commend the we count on the support of other
cra ers for their vision, mission and strategy, stakeholders, among them the Teachers
which propelled the ins tu on to its current Service commission (TSC), Ministry of
status. It is therefore my hope that this second Educa on (MOE), Kenya Na onal
strategic plan, will ignite a new vision, mission Examina ons Council (KNEC), the Alumni,
and strategy, which will help consolidate our Religious bodies, Kenya Universi es and
gains and build a more stable and endurable Colleges Central Placement Service
ins tu on ready to meet expecta ons of the (KUCCPS), Cons tuency Development
21st century and competency Based Educa on Fund (CDF) and well-wishers.
in line with emerging trends.
We pray for Gods guidance and blessings as
The strategic plan calls for all stakeholders' we usher our second strategic plan.
concerted efforts on unlocking our full May God bless BAMSS!
poten al. To achieve these dreams, all Thank you.
stakeholders must pursue their righ ul roles
with convic on, renewed enthusiasm and
passion, and with team spirit we shall excel! Mrs. Nancy Koech
Principal/Secretary BOM

Strategic Plan 2019 – 2023

iii
 Acronyms and Abbreviations

ACK Anglican Church of Kenya.

ADDM Academic Development and Delivery Model.
BOM Board of Management .
BOM Board of Management .
CDF Constituency Development Fund .
ICT Information and Communication Technology.
KCSE Kenya Certificate of Secondary Education.
KNEC Kenya National Examinations Council .
KUCCPS Kenya University and College Central Placement Service .
M&E Monitoring and Evaluation.
MOE Ministry of Education.
PA Parents’ Association.
PESTEL Political, Economic, Social, Technological, Environmental and
Legal Analysis.
SOPs Standard Operating Procedures.
SP Strategic Plan.
SWOT Strengths, Weaknesses, Opportunities and Strengths.

TSC Teachers Service Commission.

Strategic Plan 2019 – 2023

iv
 TABLE OF
CONTENTS
ii Foreword by Chairman , Board of Management

iii From the Principal Desk

iv Acronyms, Abbreviations and Definition of terms

1 CHAPTER 1: INTRODUCTION
2 1.1 Our Vision Mission &Core Value

5 1.2 Our History -From Humble Beginings

7 1.3 Governance and Management structure

8 CHAPTER 2 :OUR OPPORTUNITIES &CHALLENGES

9 2.1.PESTEL Analysis

10 2.2 SWOT Analysis

11 CHAPTER 3.OUR STRATEGIC FOCUS-TRANSFORMATION & ELEVATION

3.1 Review of strategic Plan 2012-2016

3.2 Our strategic Goal & Objective for 2019-2023

3.2.1 Strategic Goal

3.2.2 Thematic Areas and Strategic Objectives

14 CHAPTER 4 : IMPLEMENTATION OUR PLAN & MEASURING OUR SUCCESS

18 Measuring our success

Strategic Plan 2019 – 2023

v
 INTRODUCTION

CHAPTER 1: INTRODUCTION
T his document outlines the strategic
direc on that Bishop Alexander
Muge Girls Secondary School plans to
follow in the next five years (2019 – 2023).
The aim of the Strategic Plan (SP) is:
The plan was developed a er a consulta ve
process between the Board of Management
(BOM), the teaching and non teaching staff
representa ves during a retreat held at Le
Voyage Resort, Kitale on June 1, 2018
Transforming and eleva ng Bishop sponsored by the Chairman, BOM.
Alexander Muge Secondary School into a
girls' school of choice and excellence in It is our firm belief that this plan will be our
Trans Nzoia County and Kenya. road map in steering this school towards
greater heights and to deservedly bear the
To achieve this Strategic Goal, four thema c name of the iconic and visionary departed
areas were iden fied with subsequent Bishop Alexander Muge (the first Bishop of
ac on points/strategies, which form the ACK Diocese of Eldoret), whom the school is
crux of this SP. named a er.

1.1 Our Vision, Mission & Core Values

Our dream for Bishop Alexander Muge Girls School is summarised in our Vision, Mission and
Core Values, which were revised during the workshop held on June 1, 2018, in order to align
them to the present reali es.
I I I
Vision Mission: Mo o

Our School Vision:To produce an all-rounded individual able to

successfully adapt and fit into the global society
Our vision is aimed at producing learners who are holis c so that they can
add value at the global stage in all spheres – spiritually, professionally,
socially, spor ngly etc. within their spheres of influence.
Our vision will therefore be achieved through our mission:

Our School Mission: To create an intellectual and cultural climate that

enhances an all-round excellent performance
In order to achieve our vision, our task as a school therefore is to create a
conducive environment within all spheres so that we can produce all-
rounded ci zens

Our School Mo o:Truth & Excellence

Strategic Plan 2019 – 2023

1
 Our Core Values:

W e recognize that in order to achieve the above, as a school we have beliefs to anchor
our behaviour and which we stand firmly upon – these are our core values that are
our guideposts to mo vate our ac ons, as indicated below:

1.Godliness – we affirm our faith in 2.Integrity – in order to produce all-rounded

God the creator and believe in Him to ci zens, we will strive for moral and ethical
guide us in all spheres of our lives. wholeness in everything we do.
1 2

Core 3.Team-work –
5. Commitment – We will Values 3 we believe that we all
always endeavour to have a
posi ve a tude and work
5 need each other to achieve
our vision and mission and
hard for the a ainment of our therefore we will ensure to
dreams and aspira on of our leverage upon our synergies.
school.
4
4.Professionalism-We agree to display
the highest quality in execu on of our
du es by ac ng skillfully and ethically.

1.2 Our History – from humble beginnings.

B ishop Alexander Muge Girls

Secondary School is a public1 girls
boarding school located in Kaisagat
Loca on, Kaisagat Sub Loca on, in Kwanza
Sub County of Trans Nzoia County, Kenya.
“When we plant a seed in the ground,
we water it for a period of time before
we see any evidence of growth. With
God's help, it will grow into a thing of
Trans Nzoia County is one of the forty seven beauty that others can see and enjoy! It
(47) coun es of Kenya and it is situated at the is the same with our God-given dreams.
western region of the country. The school is If we 'water' them faithfully, God will
situated approximately sixteen kilometers
along Kitale –Kapenguria Highway and two
eventually bring them to maturity.”-
kilometers off the main tarmac road. Joyce Meyer

The above quote by Joyce Meyer best captures the story of our school. In 1985, a few
community leaders from our loca on dreamt! Learners from Kipsoen Primary School were
gradua ng from primary school, but many were not transi oning to secondary schools.
Something had to be done! However, it was not un l May 1986 that a mee ng was held to fully
discuss the idea – and it was agreed that a por on of Kipsoen Primary School be carved out to
accommodate a secondary school, which would be named Kipsoen Secondary School. The
ma er was taken forward to the ministry of educa on.
Public schools which are schools established, owned or operated by the Government
1

and includes sponsored schools. 2 Strategic Plan 2019 – 2023

 HISTORY

I n 1988, under the guidance of the Trans

Nzoia District Educa on Sub Office,
Kipsoen Primary School was given the
“green light” to start a mixed day secondary
school, and in 1989, the school set aside
“The year Bishop Muge
Died and our school
was renamed to Bishop
Alexander Muge
1990
Secondary”
one classroom where the ini al six learners
(4 boys and 2 girls) were enrolled under the
tutelage of four teachers, namely Messrs
– and the local leaders therea er arranged
William Ru o, John Thuita, Herbert Weyao
for a fundraiser (harambee) in August
(now Rev Weyao) and the late Geoffrey
1990 and invited the late Bishop
Were. Two learners opted out and the
Alexander Muge to preside over it. This
remaining four soldiered on. Mr
was at a me when the late Bishop was at
Washington Wanyama, then head teacher
loggerheads with the government over his
of Kipsoen Primary School, was also in
stand on various poli cal and
charge of the secondary school on an
development issues and was therefore
interim basis for two years un l end of
considered “an enemy of the state.”
1990, when the school was s ll part of
Bishop Muge managed to a end the
Kipsoen Primary School community.
harambee despite the challenges and the
funds raised were used to build the first
two classrooms and an administra on
b l o c k . B u t u n fo r t u n a te l y, B i s h o p
Alexander Muge died only one week later
in a tragic road accident! A er his death,
the community decided the school should
be renamed Bishop Alexander Muge
Secondary School – a name our school
bears to date.

T h e l o ca l co m m u n i t y p e o n e d t h e
government to set aside land (from the
Kwanza Se lement Scheme) where the
secondary school could be sited, since the
land at Kipsoen Primary School was
inadequate. Consequently, 20 acres of land
was set aside – which is the current school site

3
 HISTORY

I n 1991, the school moved from Kipsoen

Primary School to the current site under
the new name and enrollment of new
learners increased to 26. Interes ngly, our
first substan ve school principal was called
We con nued opera ng as a mixed day
school but realised that the girls' academic
performance was much lower compared to
boys. To try and improve on this, in 1999 the
school administra on constructed a girls’
Mr. Jackson Muge (who had no rela ons with dormitory ,and in the year 2000, Form 3 and 4
the late Bishop), who joined in early 1991, but girls started boarding in the school while the
he only served for one year. 1991 was also a boys con nued as day scholars. However, the
milestone year for us because our school was girls' performance at the Kenya Cer ficate of
formally registered with the Ministry of Secondary Educa on (KCSE) examina ons did
Educa on as Bishop Alexander Muge not improve as the boys s ll con nued to
Secondary School opera ng as a Mixed Day outperform them – that year only one girl
Secondary School. Since then, the school has managed to join university .
had seven Principals who have served as
follows: Discussions then changed to conver ng the
school to a girls-only school. In 2008, under
1. Mr. Tom Odanga from 1992 - 1993 the leadership of Mr. Thande, the idea was
2.Mr. Juvenalis Burura from 1993 - 1994 implemented and the school's registra on
changed to Provincial Boarding Girls
3.Mr. Caleb Maliro between 1995 - 1997 Secondary School.

4. Mr. Andrew Barasa Wanjala, 1998 – 2006

5. Mr. Francis Thande, 2006 – 2010

6. Mrs. Imelda Wafula, 2011 – April 2018

.
7. Mrs. Nancy Koech April 2018- to date

This also started the process of phasing out

boys and this meant that a female Principal
needed to take over – Mrs. Wafula
succeeded Mr. Thande in 2011. The last
mixed class was in 2012 and in 2013 we
presented our first 55 girls-only candidates
to sit for KCSE and seven of them obtained a
mean grade of C+ and above, and gained
direct entry to university.

Strategic Plan 2019 – 2023

4
HISTORY
1.3 Governance and
Our school has con nued to grow both in Management Structure
student enrolment and infrastructure
development, though the la er has not been The governance and Management
commensurate with the rate of enrolment. As structure of public secondary schools in
at December 2018, we had a student Kenya is guided by Part VIII of the Basic
popula on of 270 students and we expect our Educa on Act of 2014. Within the setup
numbers to keep increasing in subsequent of church-sponsored schools, the role of
years as we develop more infrastructure to the sponsor is also s pulated in Part III
accommodate the needs of increased (27) of the same Act as follows:
learners. We currently have insufficient The role of the sponsor shall
classrooms and have been forced to currently be:-
supplement these with four converted (a) To par cipate and make
classrooms – the former bookstore, computer recommenda ons of review of
lab and twin-lab funded by Kwanza CDF syllabus, curriculum, books and
(Cons tuency Development Fund). We also other teaching aids;
have three laboratories, one dining hall, four (b) Representa on in the School
dormitories, a school playground, and school Management Commi ees and
farm. Our teaching staff as at December 2018 Board of Management;
was 12 – nine employed by the Teachers (c) To provide supervisory and
Service Commission and three by the Board of advisory services in ma ers
Management. We also had 11 non-teaching regarding spiritual development
staff. in schools including the
appointment of chaplains at their
own expense;
(d) Maintenance of spiritual
development while safeguarding
the denomina on or religious
“This seed that was adherence of others; and
planted 30 years ago by (e) To offer financial and
the visionary community infrastructural support.
leaders, is slowly growing
to maturity, and with
God's help, we are
optimistic that it will
blossom into thing of
beauty that will be a
blessing to many others
for generations to come”!

Strategic Plan 2019 – 2023

5
 MANAGEMENT STRUCTURE
The management structure of Bishop Alexander Muge Girls Secondary School is a
hierarchical func onal organiza on structure, which shows the roles or func ons
of the various posi ons within the school. The organiza onal chart is shown
below.

Board of
Management
Parents Associa on

Execu ve Board of
Commi ees of the Management
Board of
Management
Principal

Deputy Principal

HODs Non-Teaching Staff

Subject Teachers

The Board of Management (B.O.M.) is the The Execu ve Board of management is

overall governing body of the school and tasked with implementa on of the
consists of various stakeholders drawn decisions made by the BOM.
from parents, sponsors, County Educa on
Board, special interest groups, special The Parents Associa on on the other
needs groups and representa ve of the hand assists with, among others, the
student council. The secretary to the BOM welfare of the learners and staff,
is always the head of the school, in this case ensuring good working rela ons
the Principal. between teachers and parents, and the
physical development of the school. The
The Execu ve Board of Management associa on elects its own chairperson
consists of the Chairperson of the Board, and together with two other members,
the Secretary, Chairperson of the Parents serve in the BOM.
A s s o c i a o n , a n d t wo o t h e r B o a rd
Members.

Strategic Plan 2019 – 2023

6
 CHAPTER 2
OUR OPPORTUNITIES & CHALLENGES

I n any endeavour, there will always be

opportuni es and challenges – the
opportuni es are there for us to “grab”
and use them to make our school be er
while the challenges allow us to be crea ve
We first used a PESTEL Analysis – i.e. the
Poli cal, Economic, Social, Environmental
and Technological issues to determine
which opportuni es to “grab” and which
challenges to try and overcome. Then we
and look for innova ve ways to overcome undertook a SWOT Analysis, which simply
them. m e a n s l o o k i n g at o u r S t re n gt h s ,
Weaknesses, Opportuni es and Threats,
To understand these be er, we undertook a to evaluate our school and guide us in
situa onal analysis of our school by looking determining the way forward for the next
a t b o t h t h e i n t e r n a l a n d ex t e r n a l five years.
environment/forces which are likely to In brief, these analyses revealed the
influence the school's performance and following:
choice of strategies.

Strategic Plan 2019 – 2023

7
 Strategic Plan 2019 – 2023
OPPORTUNITIES & CHALLENGES

2.1 Pestel Analysis

16
Kilometers
The following analysis was undertaken and the implica ons of eachapproximate
discussed in light of the
distance along Kitale-
KapenguriaHighway where the
school's strategic plan, not only in the next 5 years but beyond. school is located

Factors Issues Iden fied Implica ons (both posi ve &/or nega ve)
Upcoming 2022 general elec ons May have either posi ve or nega ve
Poli cal outcomes such as poli cal goodwill needed for
school development.
Changes in educa on policies, Affects implementa on of school plans and
curriculum etc. ac vi es due to compliance
Economic High poverty levels in the This affects the purchasing power of the
community community thereby affec ng fee payments
Changing global economic issues These generally affect the economic
e.g. price hikes of fuel. performance of the country, some mes
leading to infla on
High incidences of corrup on This nega vely affects general opera ons,
both at the country and county which unnecessarily leads to inflated cost of
levels goods and services
Social Nega ve tradi onal prac ces e.g. In most cases these impede educa onal
FGM/C, child marriages etc. outcomes of girls and leads to school drop
outs.
Peer pressure among youth Is believed to fuel promiscuity and thereby
aba ng HIV/AIDS, especially among the youth
Dysfunc onal families. This has an impact on the girls such as lack of
proper guidance, low self-esteem etc., which
affects their academic performance.
Modern societal pressures on These par cularly make girls vulnerable and at
girls e.g. copying beauty trends risk of being led astray.
Technology Prolifera on of mobile Posi vely it can be used to harness learning,
technology & social media however they distract girls and makes them
vulnerable to online predators.
Increase in be ng, especially Many youth are more intent on winning
sports be ng jackpots than concentra ng on their studies;
some use school fees in be ng.
Presence of ICT infrastructure This can be leveraged upon to improve
e.g. computer labs learning
Environmental Water, Sanita on and Hygiene Lack of proper sanita on affects learners’
(WASH) facili es in the school health
Environmental degrada on and This worsens the agricultural ac vi es.
climate change Unpredictable weather pa erns nega vely
impact livelihoods especially in this region that
depends on rain-for agriculture. This may
affect parents’ ability to pay fees
Legal New cons tu on in 2010 This brought about realignment of educa on
and the Basic Educa on Act of 2014 was
enacted to conform to the new cons tu on.
Child Protec on Laws and This means schools must adhere to these laws
Policies and policies.
Strategic Plan 2019 – 2023

8
 Strategic Plan 2019 – 2023

2.2 SWOT Analysis

Strengths – these are internal characteristics that 16
Weaknesses – these are internal characteristics
our school will influence to help us transform into that may hinder our schoolapproximate
from achieving
distanceits
along Kitale-
KapenguriaHighway where the
a school of excellence. strategic goal school is located

· The school has been in existence for over 30 · Lack of enough personnel, especially TSC-
years and is a public school, with guarantees employed teachers.
government support. · Payment of school fees by parents has
· There are qualified and dedicated teachers, continued to hamper implementation of
non-teaching staff, board of management and activities.
parents. · Limited school infrastructure (e.g. few
· There are ongoing curriculum and co- classrooms) has impacted negatively on the
curricular programmes in place school’s progress
· The school has 20 acres of land that can be · Entry behaviour that limits academic
utilised for further development of the performance.
school. · The poor state of the road to the school from
· Goodwill between the school and the the main road discourages prospective
surrounding community. students.
· Serene environment for learning. · Low enrolment of learners also hinders how
· Adequate educational resource materials. well the school can progress due to lack of
· Support from CDF e.g. school bus, twin-lab, resources.
dining hall. · Lack of staff quarters.
· Unreliable water source.
· Inadequate school lighting and perimeter
fence.

Opportunities – external elements that our school Threats – external elements beyond our school’s
will influence for transformation and elevation control that may hinder our transformation and
elevation.
· The devolved system of government means · Cultural practices continue to inhibit the
that it is easy to access leaders for more attainment of educational outcomes,
support and partnership with the school especially among girls.
· Technological advancement especially in the · The changing government policies, means
ICT sector is opening up numerous avenues in that schools have to keep adapting to these
the learning environment that the school can changes.
tap into. · High poverty levels among the population
· The free secondary education opens up affects parent’s ability to pay school fees.
opportunities for increased enrolment. · Corruption in the country has permeated to
· There are unexploited revenue streams and levels such as schools and the challenge of
cost-cutting measures for the school to exam cheating continues to be a major
pursue such engaging in income-generating threat.
activities. · The proliferation of mobile technology is a
· Good relations with the community means threat due to over-reliance on the phones
the school has opportunities to partner with during holidays and this also makes the girls
community members. vulnerable to cyber criminals.
· Improving performance and infrastructural · Contemporary societal pressures are likely to

Strategic Plan 2019 – 2023

9
 CHAPTER 3 :
OUR STRATEGIC FOCUS – TRANSFORMATION & ELEVATION

W e have iden fied a Strategic But before we developed our Strategy, we

Goal with four thema c areas, evaluated ourselves, by reviewing our
which we believe will guide us in maiden Strategic Plan (2012 – 2016), to
the next five years in order to transform and determine what went well, and what did
elevate our school, and ul mately lead us in not (i.e. our challenges), and also used the
achieving our school vision and mission. analysis to define our way forward for the
next five years.

3.1 Review of Strategic Plan 2012 - 2016

The review highlighted the following achievements and drawbacks:
Achievements – during the implementa on Drawbacks – invariably, there were also
o f o u r fi rst S t rate g i c P l a n , o u r key challenges that prevented us from achieving
achievements were: some of our plans in the previous SP. These
· Every year since 2013, the school has were:
consistently produced girls who have · Gaps in syllabus coverage and hence
joined universi es and colleges to the syllabus was not completed in
further their educa on. some cases.
· Increase in number of TSC-appointed · A decline in the school's average
teachers – 3 new teachers were posted academic performance, which had hit
to the school in the period under a high of 5.7 in 2013 and gradually
review, thereby increasing the number reduced to 3.9 in 2018.
of TSC-appointed teachers to 9. · Lack of ownership of the strategic plan.
· The school was gi ed a school bus The previous SP (2012 – 2016) was not
courtesy of the Kwanza Cons tuency opera onalized and therefore was not
Development Fund (CDF) used to guide implementa on of
· Similarly, the CDF also supported the ac vi es.
school to construct a twin science · Inadequate school infrastructure
laboratory, which is in progress affected the learning environment. For
towards comple on. instance, the lack of a school library
· Student enrolment increased over the hinders effec ve reading and studying
ye a rs f ro m a p p rox i m ate l y 1 2 0 of learners, while lack of staff houses
students in 2013 to over 250 in 2018. reduces the contact hours between the
· Over the years, the school witnessed a teachers and the learners.
remarked improvement in student · Low student reten on rate, especially
discipline. a ri on of bright learners as they
· The school purchased a standby progressed to Form 2, affected
generator to ensure consistent power performance in the school.
supply. · Poor fee payment resul ng in huge fee
· The idea to commemorate the late arrears affected the running of school
Bishop Alexander Muge was ac vi es.
conceived and incorporated as part · Limited integra on of ICT in teaching
of the school culture and learning

Strategic Plan 2019 – 2023

10
 STRATEGIC GOAL & OBJECTIVES
3.2 Our Strategic Goal & Objectives for 2019 – 2023
3.2.1 Strategic Goal 3.2.2 Thematic Areas and
Strategic Objectives

T
Our Five Year Strategic Goal is:
o achieve the Strategic objec ve
Tr a n s fo r m i n g a n d e l ev a n g B i s h o p indicated above, four (4) Thema c
Alexander Muge Secondary School into a Areas were iden fied as the focus of
girls' school of choice and excellence in Trans
our school for the next five years, namely:
Nzoia County and Kenya. Ÿ School Culture;
Ÿ Academic Performance;
This is a rallying call to all stakeholders to join Ÿ Infrastructure Development; and
hands in ensuring that we upli the standards Ÿ Support Services Partnerships.
of the school towards befi ngly having the
Interrelationship of the Thematic Areas
name of the late Bishop Alexander Kipsang
Three of four themes are interrelated and
Muge, whom the school is named a er. The
late Bishop was a visionary shepherd and affect each other like gears, such that when
champion of educa on, par cularly girls, and one turns, the others turn and ul mately
t h e refo re , a s we c e l e b rate o u r 3 0
th determine the school's academic
Anniversary as a school, we are inspired to do performance, which is the core business of a
much more than what we have been doing. school – and like the casing of an engine, that is
what is usually seen on the outside. For
The above Strategic Goal will be achieved example, a school culture founded on
through four thema c areas with specific godliness o en cannot be seen yet it is very
strategic goals as discussed below: key in ensuring that the learners and staff are
following biblical principles that ul mately
affect the character of the learners.

Their rela onship is as described in the

diagram below:

demic Performa
a nc
Ac e

School Culture
anchored on
godliness
Support
Services &
partnership
increases
ownership

Improve school
infrastructure
education

Strategic Plan 2019 – 2023

11
 Our four thematic areas with respective objectives and action points
are discussed below:
(a) School Culture – to create a unique
school culture that is anchored upon godliness.

Culture is way of thinking, behaving, or working

through shared beliefs and customs by a par cular
group of people, community or society. In order to
achieve our main business in the school – improved
academic performance – we at Bishop Muge Girls
believe that we must first address the “so ware”
issues because these are at the core of behaviour
change.

We therefore will seek to develop a unique school Delivery Model (ADDM) to realign the
culture as follows: academic culture of the school.
· Prac cing and living by our core values, vision
and mission This will be done through the following:
· Integra ng a godly culture within all aspects of · Ensure comple on of
syllabus.
the school. · Introduc on of academic
· Annual commemora on of Bishop Alexander
scholarship program
Muge Day. · Establishing a reward policy for
· Providing learners with opportuni es to both teachers and learners
develop their skills and talents. · Establishing exam network and
· Development of leadership skills among staff benchmarking program.
and learners. · Academic days
· Crea ng a culture of friendship and bonding · Shi ing from teacher-centred
among all the staff. to learner-centred teaching and
· Improving life skills training in the school learning.
· Strengthening academic
guidance and counselling and
(b) Academic Performance -to gradually
increase the academic performance of the school career development
by an average of between 0.2 to 0.5 points and · Establishing a quality assurance
increase numbers joining university annually. office.
· Exposure and academic trips.
We are aware that academic ma ers are the core · Teaching prac ce programs
mandate of the school and looking back at our with universi es
previous academic performance, we are commi ed · Introduc on of computer
to ensuring that the performance will improve studies and home science.
through annual targets. This will only be achieved in
a structured manner through developing a new
Academic Development &

Strategic Plan 2019 – 2023

12
(c) Infrastructure – to improve the
school's infrastructure to ensure provision
of quality educa on.

One of the major challenges in our school

has been limited infrastructure facili es.
This means there's need to improve and
expand the school's infrastructure facili es
to create an enabling teaching and learning (d) Support Services and
environment. Consequently, the following Partnerships – to ensure achievement
will be undertaken: of our goals through enhanced stakeholder
par cipa on.
· Construc on of a more classrooms –
at least 8 classrooms within 5 years · Ini a ng a school alumni
· Construc on of Bishop Alexander organisa on.
Muge Memorial Resource Centre. · Establish welfare of learners, teachers
· Comple ng and equipping of the old and non-teaching staff
laboratories. · Develop work-study programs in the
· U lisa on of school farm land school
· Establishing a bakery and maize-mill · Partnering with the surrounding
· Construc on of new dormitories and community
renova ng the old ones · Partnering with school sponsor (i.e.
· Provision of constant supply of water ACK Diocese of Kitale)
in the school · Lobby for government (local and
· Construc on of staff houses (for both na onal) school infrastructure funds
teaching and non-teaching staff) · Establish a Friends of Bishop Muge
· Integra ng ICT in school financial Girls network
management systems · Establish School website
· External evalua on of the SP at mid-
term and end-term

Strategic Plan 2019 – 2023

13
 CHAPTER 4 :
OUR IMPLEMENTATION OUR PLAN & MEASURING OUR SUCCESS

W
e have developed an implementation plan to guide us on how to go about our business of
executing the strategies. The plan below describes our various action points, budget
estimates and time frames for staring and how long we hope to implement each.

4.1 Implementation Plan

Bishop Alexander Muge Girls Secondary School
Strategic Plan Implementation Matrix
Strategic Goal:
Transforming and elevating Bishop Alexander Muge Secondary School into a girls’ school of choice and
excellence in Trans Nzoia C ounty and Kenya.
Strategic Objective 1: School Culture
To create a unique school culture that is anchored upon godliness
Action Points Output and/or Time Frame Office(s) Budget estimate
Outcome responsible
Practicing and living by our Improved character Continuous – Admin. / (30,000 per year)
core values, vision and and academic every term Careers /
mission performance in the Guidance
school &Counselling
(G&C) / D.O.S. / 150,000/=
Boarding
Integrating a godly culture A prayerful school Continuous ACK St. Piloting (60,000
within all aspects of the Monica’s – year 1)
school. Kaisagat, C.U. 150,000 per year
Patron, G&C 510,000/=
Annual commemoration of Honoring the late Annually – B.O.M / 150,000 (per
Bishop Alexander Muge Bishop Alexander every March Principal year)
Day. Muge 750,000/=
Providing learners with To produce an all Continuous Extra and co- 160,000 (per
opportunities to develop rounded student curricular year)
their skills and talents. department 800,000 (for 5
years)
100,00 (for start-
ups for clubs &
societies)
Total 900,000/=
st
Development of leadership Effective execution of Annually – 1 B.O.M. / 200,000 per year
skills among staff and duties & and 2nd term Principal &
learners. responsibilities Deputy 1,000,000/=
Principal
Creating a culture of Improved teamwork Annual school B.O.M / 500,000 (per
friendship and bonding and socialization trip Principal year)
among all the staff.
2,500,000/=
Improving life skills training Nurturing self- Continuous Class teachers / No-Cost
in the school awareness and G&C
appropriate self-
esteem
Sub Total 5,810,000/=

Strategic Plan 2019 – 2023

14
 I M P L E M E N TAT I O N O U R P L A N & M E A S U R I N G O U R S U C C E S S

Strategic Objective 2: Academic Performance

To gradually increase the academic performance of the school by an average of between 0.2 to 0.5 points and increase
numbers joining university annually.
Action Points Output and/or Time Frame Office (s) Budget estimate
Outcome responsible
Ensure completion of syllabu s. Improved academic Continuous Principal/Deputy (600 ,000 per year)
performance Principal, D.O.S,
B.O.M Academic
Committee 3,000,000/=
Introduction of academic Improved academic Per term B.O.M Academic (72,000 per year)
scholarship program performance Committee,
Principal, 360,000/=
Establishing a reward policy for Exemplary Per term B.O.M / Principal (300,000 for
both teachers and learners performance. electronics per
year for KCSE)
(700,000 for
teachers and
learners)
Total 1,000,000/=
Establishing exam network and Improved examination Continuous Principal/Deputy
benchmarking program. skills / D.O.S. 700,000/=
Academic days Parents t o develop a Every first term B.O.M./ P.A. (200,000 per year)
positive attitude & a few in 2 nd Class Reps,
towards their children’s term Principal, Deputy
education. and D.O.S. 1,000,000 /=
Shifting from teacher -centr ed Improved learners self - Continuous D.O.S / Deputy
to learner -centred teaching esteem and critical Principal Non – Cost
and learning. thinking skills
Strengthening academic Enhanced discipline, Continu ous Principal, (50,000 per year)
guidance and counselling and Deputy, D.O.S /
career development Career master /
Exam officer 250,000 /=
nd
Establishing a quality Ensuring proper 2 Term 2019 Principal,
assurance office. academic program Deputy, D.O.S.
Non-Cost
monitoring and
evaluation
Exposure and academic trips. To supplement 1 trip per class B.O.M. / D.O.S/ (2,000,000 per
academics per year Careers / Parents year)
10,000,000 /=
Teaching practice programs Effective syllabus Every 1 st and 2 nd B.O.M/Principal/ (100,000 per year)
with universities coverage and Term Deputy /
supplement personnel Boarding
Mistress 500,000 /=
Introduction of computer Diversified academic January 2020 B.O.M. /
studies and home science. programs Principal /
Deputy / D.O.S 500,000 /=
Sub Total 17,310,000/=

Strategic Plan 2019 – 2023

15
 I M P L E M E N TAT I O N O U R P L A N & M E A S U R I N G O U R S U C C E S S

Strategic Objective 3: Infrastructure

To improve the school’s infrastructure to ensure provision of quality education
Action Points Output and/or Time Frame Office (s) Budget estimate
Outcome responsible
rd
Construction of a more Provide conducive Starting 3 Term B.O.M. /
classrooms – at least 8 learning environment 2019 – 2 Principal / CDF /
classrooms wi thin 5 years classrooms Parents 4,800,000 /=
Construction of Bishop Provide conducive January 2019 B.O.M. /
Alexander Muge Memorial learning environment Principal / CDF /
Resource Centre. and admin. Space Parents 30,000,000 /=
Completing and e quipping of Improved performance January 2020 B.O.M./ Principla
the old laboratories. in science subjects / H.O.D Science /
Parents 500,000 /=
Utilisation of school farm land To produce food and Start January B.O.M. / 600,000 (per year)
generate income. 2019 - Annually Principal /
Deputy / Farm
Office / Bursar /
Boarding
mistress 3,000,000 /=
Establishing a bakery and To reduce costs January 2019 B.O.M . /
maize -mill Principal /
Boarding 600,000 /=
Mistress /
Cateress
Construction of new Ample accommodation January 2020 for B.O.M / Principal
dormitories and renovating the of increased enrolment new dorm / Parents / CDF /
old ones Renovations – Partners
ongoing 5,000,000 /=
Provision of constant supply of Improved WASH in the Start 2 nd Term B.O.M. /
water in the school school. 2019 Principal / CDF
/County Govt. 4,000,000 /=
Construction of staff houses Improved ac ademic January 2021 – B.O.M. /
(for both teaching and non - performance start with 4 Principal /
teaching staff) houses Parents / CDF /
Partners 4,000,000 /=
Integrating ICT in school Efficient and reliable Start January B.O.M / Principal
financial management systems admin systems 2022 / CDF 1,00 0,000 /=
Purchase of at least three Improved teaching and Start January Principal / D.O.S
school projectors learning. 2020 / Bursar 150,000 /=
Purchase public address Improved academic Start 2019 B.O.M. /Principal
system performance, cost - / Extr a & Co -
cutting Curricular Dept /
DOS 200,000 /=
Install CCTV and school Improved security and January 2020 B.O.M. /
security lighting academic monitoring Principal / 1,000,000 /=
Improve the school’s sports Nurture learner’s skills Start May 2019 – B.O.M. /Principal
equipment and facilities and talents continuous / Extra & Co -
Curricular Dept 500,000 /=
Sub Total 54,750,000/=

Strategic Plan 2019 – 2023

16
 I M P L E M E N TAT I O N O U R P L A N & M E A S U R I N G O U R S U C C E S S

Strategic Objective 4: Support Services and Partnerships

To ensure achievement of our goals through enhanced stakeholder participati on.
Action Points Output and/or Time Frame Office (s) Budget estimate
Outcome responsible
Initiating a school alumni Mentorship and Start January Principal /
organisation . Support school 2019 - Alumni Non-cost
programs
Establish welfare of learners, Enhanced relationships Start May 2019 Principal / Heads
teachers and non -teaching of Welfare Non-cost
staff Groups
Develop work -study programs Support learners from Pilot May 2019 Principal/ Bursar
in the school needy backgrounds January 2020 / Extra and Co- Non-cost
curricular
Partnering with the Improved relations and Continuous All stakeholders
Non-cost
surrounding community goodwill
Partnering with school sponsor Support spiritual Continu ous Principal /
(i.e. ACK Diocese of Kitale) growth and facility B.O.M. Chair /
improvement Diocesan Non-cost
Education
Secretary
Lobby for government (local Support infrastructure Continuous B.O.M. /Principal
and national) school development Non-Cost
infrastructure fund s
Establish a Friends of B ishop Support the school’s Continuous Principal/ ICT
Non-Cost
Muge Girls n etwork development Officer / D.O.S.
Establish School website Enhanced networking Start Principal / ICT (30,000/= initial
and marketing of the Annual subs Officer / D.O.S. cost)
school (10,000 Ann ual
Subscription)
80,000 /=
External evaluation of the SP at External objective Mid-term and B.O.M/Principal
mid-term and end -term assessment and End-Term
recommendations 300,000
Sub Total 380,000/=

GRAND TOTAL 78,250,000/=

Strategic Plan 2019 – 2023

17
 MEASURING OUR SUCESS

4.2 Measuring our Success

We plan to ensure that this plan will be used regularly in mee ngs and therefore the
Execu ve BOM will be tasked with the oversight of this strategy. The principal and her team
will develop annual plans and progress reports will be shared in BOM mee ngs.

I n brief, to ensure we are successful in the v As alluded to in the first strategic

implementa on, we will do the objec ve, the school
following: administra on with support of the
v All stakeholders, including but not BOM will ensure that we develop
limited to the BOM, teaching and non- an organiza onal culture that is
t e a c h i n g s t a ff, s t u d e n t s a n d centered on the core values of the
partners/friends of BAMGSS will be school, since these intrinsically
sensi zed about this SP, par cularly describe who we are.
focusing on the vision, mission, core A clear organiza onal culture is
values, strategic goal, strategic tantamount to turning the
objec ves and implementa on matrix fortunes of this school, and the
. board of management led by the
v In tandem with the above, the BOM Chairman and the Principal will
will establish administra ve support provide clear strategic leadership
systems such as policies, standard in steering the school through the
opera ng procedures [SOPs], and implementa on of this SP i.e. the
internal control systems geared at Total school will only be as good as the
Quality Improvement Management leader wants it to be.
(TQIM) of the school as the SP is
implemented. v The BOM will ensure to engage in
resource mobilisa on to ensure
that the budgetary alloca ons are
provided for.

ion Mi
ss
Vis ion
n
enta o
.

Core
matrix

Values

Sensitization
implem

On
s
ve c
b jec e g i g
Str oals
o at ate
gic
r
st

Strategic Plan 2019 – 2023

18
 MEASURING OUR SUCESS

T o measure progress and success of the

strategy, the BOM will undertake
monitoring internally and where
possible employ external persons for
evalua on. We believe that monitoring and
§ Incorpora ng implementa on,
follow up and review of the SP in its
regular board mee ngs and receive
progress reports.
evalua on (M&E) is important, because it will § Report progress of the
ensure that our school is focused on the SP as implementa on of the SP annually
the guidepost in not only achieving our to parents and stakeholders at the
Strategic Goal but also the school's Vision and Annual General Mee ngs.
Mission. M&E will also help use to ensure that § The Board of Management, if it
necessary amendments are made due to deems appropriate, may designate
emerging issues as the SP is implemented –
a person or team to oversee
however, when any changes are made, we will
abide by the important rule “to change execu on of the Strategic Plan,
direc on but not to change the des na on!” including progress tracking.
§ Regularly upda ng the
implementa on matrix of the
M&E will be undertaken at two levels: Strategic Plan.
Internally and externally. § Ac vely solici ng comments and
sugges ons from the parents and
Internally, monitoring will be under the
Execu ve BOM with oversight from the BOM. stakeholders in advance of these
The Execu ve BOM will draw up Internal annual reviews.
Quality Control procedures, namely: Externally – it will be prudent, with funds
Ø At the beginning of each calendar year, the allowing, for the BOM to seek the services of
Principal will develop annual plans and the an external consultant to carry out an
BOM will review progress made, thereby evalua on of the implementa on of the SP at
evalua ng the implementa on progress. 1
mid-term (i.e. a er 2 /2 years) and towards
A n n u a l re p o r t s w i l l b e p re s e n t e d the end-term (i.e. a er 5 years) of the
highligh ng key milestones/achievements,
implementa on of the plan. These will help
challenges, lessons learnt and
the management to get an independent and
recommenda ons for improvement.
Ø During the school's Annual General objec ve cri que of the SP implementa on
Mee ngs (AGM), the Board will sensi ze and thereby avoid any bias that may be
parents and other stakeholders about the occasioned by the BOM and staff unable to
SP and its progress. objec vely cri que themselves. A report will
Ø Accountability – in order to assure mely
be shared by the consultant(s) and debrief
implementa on and review of this plan, our
sessions carried out with the BOM and staff,
Board of Management will accept primary
responsibility for the plan's execu on by: to allow for feedback.

Strategic Plan 2019 – 2023

19
 SCHOOL ANTHEM

Bishop Muge our school though we must depend

Obedience and knowledge we must impose, success
Our guest, our aim we vow.
Success our guest, here now we vow

Higher, higher and higher we aim x2

Success our guest our aim we vow


Success our guest our aim we vow

The creator of knowledge we depend on you

To produce a brilliance of ci zen empowerment
To adapt to the changing mes

Oh God protect our school we love

Educa on for empowerment we propose

To create an intellectual performance
To enhance our lives and dreams
In truth we trust and we believe.

Strategic Plan 2019 – 2023

20
2019 – 2023
STRATEGY
Transformation
&
Elevation