90-Day Founding Implementation Plan & Detailed Budget

This Appendix sets out the detailed implementation plan, delivery structure, milestones, outputs, staffing requirements and financial model for the proposed One Big Change Kenya 90-Day Founding Implementation Programme. It provides the operational detail supporting the Government Implementation Proposal.

The founding programme is intentionally designed as a controlled pre-scale phase. It does not attempt to deliver intensive implementation support to 6,000 schools within 90 days. Its purpose is to determine whether the One Big Change implementation model:

What does it actually take to make the national education direction work consistently in schools operating under very different circumstances?

That question is broken into six practical questions.

The programme distinguishes clearly between:

The national programme is not automatically authorised by commissioning the founding programme.

The founding cohort will include one school in each of ten different Kenyan counties. The purpose is to test the model in materially different education environments. The programme will seek contexts including:

Each selected school should normally have:

Participation is not inspection. Schools are selected as implementation partners.

The founding programme will operate through nine integrated workstreams.

Activities include:

Each school will complete a structured Change Lens diagnostic. The detailed methodology is contained in Appendix 4. Potential domains include:

The process identifies:

Following the Change Lens, each school will select one primary implementation priority. The implementation sequence is:

Each school must move beyond diagnosis into practical implementation.

Support may include:

Support follows identified need.

The ten schools will also participate as one national learning cohort. The cohort will provide:

The schools remain individually accountable for their own implementation.

The founding programme will seek to produce:

The programme will not invent a partner mobilisation result before the evidence exists.

Within approximately 90 days the programme may reasonably test:

The founding programme must convert what it learns into a costed national model. The working Year 1 architecture is:

The detailed architecture is contained in Appendix 8.

15 to 30 September 2026

Core activities:

November 2026

Core activities:

The founding programme will operate through:

Detailed accountability and RACI are contained in Appendix 3.

Current programme architecture includes proposed responsibilities for:

Critical Kenya appointments remain subject to formal recruitment and confirmation. Names and roles should not be represented as final Government appointments unless formally contracted.

No university cost will be represented as committed until the relevant institutional arrangement is formally agreed.

External partner cash and in-kind contributions are reported separately from Government programme expenditure.

This funds Year 1 design and readiness. It does not fund implementation across 6,000 schools during the founding programme.

Government is not commissioning:

ten workshops for ten schools.

The proposed commission buys:

Any payment structure remains subject to the lawful Government contracting mechanism. The current proposed structure is:

Programme finance will follow the detailed control environment contained in Appendix 9. Controls include:

The founding phase will collect the evidence required to calculate:

These actual costs become inputs to the Year 1 financial model.

School-facing implementation should not begin until critical control conditions are complete. These include:

The date alone does not trigger field implementation. Readiness does.

The founding programme culminates in a formal Government Decision Gate. The Decision Gate asks:

The transition is:

The detailed scale pathway is contained in Appendix 8.

Before Government is asked to commit to national scale, there should be evidence that:

• the Change Lens works
• schools engage
• priorities can be converted into action
• the implementation cycle works
• school champions can carry responsibility
• evidence can be collected
• partner resources can be governed
• safeguarding works
• data can be protected
• financial controls work
• Hub assumptions are plausible
• staffing ratios are understood
• unit costs are credible

The current national planning assumption is:

for a 12-month programme potentially supporting:

This is an indicative planning assumption. It is not an approved Government commitment.

The Year 1 planning model may also test an ambition of approximately:

in additional verified Traction Partner cash and in-kind value. This is an ambition, not secured funding. Any realised resources will be reported separately from Government expenditure.

The founding phase will be considered successful if Government can reasonably conclude:

The One Big Change model helped participating schools identify meaningful implementation barriers, translate them into practical action, coordinate appropriate support, generate credible evidence and build stronger local implementation capability, and there is sufficient evidence to justify controlled wider replication.