Education Sector Plan: Education for All: Embracing Change, Securing Finale | Page 44

4. Implementation arrangements
This chapter presents detailed programme matrices for the implementation of the sector plan and then discusses
possible risks to effective implementation and identified mitigation strategies.
4.1. Programme matrices
Implementation arrangements for the six programme areas are presented on the following pages. Contained in
each matrix are the intermediate outcomes, supporting strategies, SMART objectives, 35 activities, outputs, and
offices responsible for leading and collaborating in implementation. Importantly, while programme matrices outline
the activities over the five-year period, annual operational plans will be developed for each Ministry of Education
Department; critically, the annual operational plan for the Education Services Division as well as TVET and Accreditation
Secretariats will inform the development of annual improvement plans for each education and training institution.
Additionally, plan implementation will coincide with the calendar year to facilitate alignment with the budget cycle.
4.2. Implementation risks and mitigation strategies
42
Significant investments have been made to devise a plan that is feasible, desirable, and sustainable from the
vantage points of policy-makers, technocrats, institutional-level staff, students, education partners, and the wider
community. While this should help to improve implementation efficacy overall, a number of conceivable risks that
could, nonetheless, undermine successful plan implementation have been identified. These potential risks, their level
of severity, and the mitigation strategies to be enacted are presented in Table 10. Importantly, risk and mitigation
strategies will be reviewed on a quarterly basis at Education Sector Plan Monitoring and Evaluation Committee
(EMEC) and annual performance review meetings (see Chapter 6)
Table 10: Risk and mitigation strategies
Risk
Insufficient funding
Rank (high,
medium, low)
Medium
Mitigation strategies
•
•
Lack of buy-in
Medium to high
•
•
•
Seek financial support from the private sector, non-
governmental entities, and developmental partners
Renegotiate targets, activities, and time-lines for implementation
Conduct widespread sensitization sessions and consultations on
plan implementation
Develop and implement relevant communication strategy for
various audiences
Conduct informed public awareness activities
Limited baseline and
monitoring data Medium to high • Implement web-based SIS and enhance data management
practices and capacity at institutional and MoE levels
Lack of political will Medium • Maintain the participation of Government and Opposition leaders
in monitoring plan implementation and determining annual
performance targets
35.
SMART is an acronym for Specific, Measurable, Attainable, Relevant, and Time-bound.