Governance, Leadership & RACI Framework
The governance, leadership, accountability, decision-making and responsibility structure for the One Big Change Kenya 90-Day Founding Implementation Programme, September-December 2026.
This Appendix sets out the proposed governance, leadership, accountability, decision-making and responsibility structure for the One Big Change Kenya Founding Implementation Programme.
Its purpose is to ensure that:
- Government retains its statutory and policy authority
- One Big Change has clear contractual accountability for delivery
- programme leadership is Kenyan-led and appropriately staffed
- advisory bodies advise rather than operate
- participating schools retain ownership of school-level implementation
- experts, universities and Traction Partners operate within clearly defined boundaries
- financial, safeguarding, data and programme decisions have identifiable accountable owners
- escalation routes are clear
- conflicts of interest are identified and managed
- no individual becomes an unaccountable single point of failure
The governance architecture is designed for the 90-day founding programme but must also test whether it can support a larger Year 1 national implementation model.
Government sets and protects the national direction. One Big Change coordinates implementation support. Schools own school-level change. Independent advisers strengthen judgement. Evidence informs scale.
The programme does not replace statutory institutions or existing education structures. It exists to help coordinate implementation around them.
The programme will operate through six governance and delivery layers.
Government Oversight
Provides
- policy alignment
- appropriate institutional oversight
- access and coordination support
- review of contracted deliverables
- participation in programme decision gates
- clarification of relevant statutory or policy requirements
Government does not become responsible for One Big Change's internal operations.
One Big Change Corporate Governance
Provides
- organisational oversight
- legal accountability
- fiduciary responsibility
- financial governance
- corporate risk oversight
- approval of major commitments
- protection of programme integrity and intellectual property
This layer sits above day-to-day programme delivery.
Programme Executive Leadership
Provides
- delivery of the Government commission
- programme performance
- school implementation
- people
- operations
- partnerships
- evidence
- finance
- risk
- reporting
This is the core accountable delivery team.
Kenyan Advisory Committee
Provides
- contextual challenge
- policy and system insight
- practical guidance
- connections
- implementation feedback
- local sustainability advice
The Advisory Committee does not manage staff, approve expenditure or direct Government policy.
School-Level Governance
Comprises
- Senior Sponsor
- School Champion
- Evidence Contact
- relevant implementation team
The school remains responsible for decisions within its lawful institutional remit.
Delivery and Support Ecosystem
Provides
- experts
- universities/research partners
- Traction Partners
- technology providers
- field associates
- volunteers
- specialist contractors
These parties provide defined services or resources and do not exercise programme governance unless separately appointed to a governance role.
The founding programme will use the following structure:
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Government participation is essential to legitimacy, alignment and scale, but the programme must not transfer inappropriate delivery liabilities to Government.
Government's proposed responsibilities include:
- confirm the appropriate institutional commissioning route
- nominate relevant technical/contact officers
- advise on alignment with CBE, CBC and CBA implementation
- support appropriate institutional introductions
- contribute to school-selection validation where agreed
- participate in the inception process
- review major contractual deliverables
- participate in periodic programme reviews
- receive financial and performance reporting
- participate in the December Decision Gate
Government is not expected to:
- manage One Big Change staff
- undertake One Big Change procurement
- approve routine operational expenditure
- manage external experts
- manage Traction Partners
- direct individual school implementation decisions outside statutory authority
- guarantee Year 1 expansion before the Decision Gate
6. Government Programme Contact
The contracting institution should nominate an appropriate Government Programme Sponsor: a senior official with sufficient authority to support institutional coordination, resolve strategic blockages, ensure appropriate internal visibility, chair or participate in milestone reviews, and receive formal escalation where necessary.
The Government Programme Sponsor is not the day-to-day programme manager.
7. Government Technical Liaison
Where appropriate, Government should also nominate a Technical Liaison Officer to support policy interpretation, technical coordination, access to relevant documentation, connections with relevant agencies, clarification of programme questions, and coordination of Ministry feedback.
This function reduces delays caused by routine issues being escalated unnecessarily to senior officials.
The Kenyan operating structure will have corporate governance appropriate to its legal status and contractual obligations.
Corporate governance is responsible for:
- financial stewardship
- legal compliance
- director oversight
- conflicts
- organisational risk
- major commitments
- executive accountability
- programme continuity
- protection of the One Big Change framework
The Board governs. The Advisory Committee advises.
Corporate governance is distinct from the Kenyan Advisory Committee.
The following roles form the programme leadership and delivery architecture. Named individuals are identified as proposed leads; the three critical Kenya executive appointments remain to be recruited.
Founder & Framework Director
Protect the integrity of the One Big Change framework and maintain alignment between the Kenyan programme and the wider One Big Change model.
- protect the integrity of the One Big Change framework
- maintain alignment between the Kenyan programme and the wider One Big Change model
- lead strategic programme architecture
- maintain senior institutional relationships where appropriate
- approve material changes to the Change Lens framework
- maintain programme quality
- support national and international partnerships
- participate in major Decision Gate decisions
- ensure the programme remains mission-aligned
The Founder is not intended to become the sole operational decision-maker for the Kenya programme. Operational authority should increasingly sit with the Kenyan executive team. This is deliberate. The programme must be capable of functioning when the Founder is not physically present.
Kenya Managing Director / CEO
The Kenya Managing Director / CEO is accountable for overall delivery of the Kenyan programme.
- programme execution
- Government relationship management
- leadership of the Kenya team
- delivery against contractual milestones
- budget responsibility
- risk management
- executive decisions
- institutional coordination
- quality and performance
- staff accountability
- Decision Gate preparation
- Year 1 scale readiness
The Managing Director / CEO is the principal day-to-day executive accountable for Kenya.
Education & Implementation Director
Responsible for ensuring that the programme is educationally credible and useful to schools.
- school implementation methodology
- Change Lens adaptation
- school-selection technical input
- school champion development
- implementation quality
- MicroSummit content
- expert deployment
- identification of working practice
- implementation support
- school-to-school learning
- emerging LocaeHub methodology
- identification of Year 1 delivery workforce requirements
This role requires meaningful understanding of Kenyan education practice.
People, Appointments & Institutional Networks Director
Build the Kenyan institutional and talent infrastructure required for programme delivery and scale. This role goes substantially beyond traditional HR.
- senior recruitment
- identifying high-quality Kenyan programme leadership
- supporting Advisory Committee formation
- executive search
- talent pipeline development
- identifying school and institutional leaders
- workforce planning
- succession planning
- senior appointment due diligence
- building relationships with relevant professional and institutional networks
- ensuring Kenya-specific leadership depth
This role works alongside operational recruitment functions rather than replacing them.
Chief of Staff & Operations
Responsible for turning strategic decisions into coordinated programme execution.
- programme operating rhythm
- executive coordination
- action tracking
- implementation timetable
- cross-workstream coordination
- meeting management
- programme documentation
- field logistics oversight
- operational risk follow-up
- staff coordination
- performance follow-up
- onboarding systems
- internal communications
- Decision Gate logistics
- ensuring owners deliver agreed actions
The role is not administrative support. It is a core operating leadership function.
Strategic Partnerships & Institutional Relations - Kenya
Responsible for strategic Kenyan institutional relationships.
- relevant public institutions
- school networks
- institutional introductions
- senior stakeholder engagement
- partnership development
- local relationship intelligence
- coordination of strategic meetings
- supporting the Government engagement process
The role does not carry authority to make Government commitments on behalf of public institutions.
Events, Media & Stakeholder Engagement
Responsible for convening and stakeholder engagement around the programme.
- programme launch
- MicroSummit coordination
- stakeholder roundtables
- programme events
- interview and podcast opportunities
- relationship follow-up
- stakeholder communications
- LocaeFest planning
- future LocaeAwards engagement
- community-facing programme moments
The role should increasingly test Terry's ability to develop stakeholder relationships, not simply organise events.
People & Volunteer Operations
Responsible for volunteer recruitment, early talent pipeline, screening, onboarding, deployment and volunteer experience.
- volunteer recruitment
- early talent pipeline
- screening
- onboarding
- volunteer deployment
- candidate administration
- participation records
- induction logistics
- volunteer experience
- supporting recruitment campaigns
This role is distinct from the senior People, Appointments & Institutional Networks Director. Trinity manages operational recruitment and volunteer mobilisation. The senior People Director is responsible for strategic institutional talent and leadership architecture.
Commercial Partnerships & Traction Partners
Responsible for Traction Partner commercial strategy, corporate engagement and partnership propositions.
- Traction Partner commercial strategy
- corporate engagement
- partnership propositions
- sponsorship/resource structures
- partner pipeline
- commercial value propositions
- private-sector relationship development
- support for Year 1 resource mobilisation
All public-sector engagement must remain separate from any inappropriate contingent payment or success fee linked to Government decision-making.
Governance & Board Development
Responsible for supporting governance architecture, Board effectiveness and executive accountability.
- governance architecture
- Board effectiveness
- executive accountability
- governance review
- challenge
- conflicts
- organisational discipline
- Decision Gate governance
- future governance scale requirements
Where formal Board responsibilities are assigned, these must be documented separately through the relevant corporate governance arrangements.
Narrative, Communications & Influence
Responsible for programme narrative, communications strategy and evidence translation.
- programme narrative
- communications strategy
- evidence translation
- stakeholder materials
- public-facing communication
- impact storytelling
- media strategy
- ensuring programme communications accurately reflect evidence
Communications must not overstate programme outcomes or present unconfirmed partners as formal programme participants.
Pan-African Community & Partnerships
Responsible for African partnership development and community relationships.
- African partnership development
- community relationships
- relevant continental networks
- inclusion of African experience
- community engagement
- identifying relevant expertise
- supporting cross-border learning where useful
The objective is to strengthen Kenyan-led implementation with relevant wider African knowledge, not substitute Kenyan leadership.
Finance, Resources & Investment
Responsible for supporting financial modelling, budget architecture and resource mobilisation.
- financial modelling
- budget architecture
- resource mobilisation
- programme financial planning
- partner funding structures
- grant and investment readiness
- Year 1 financing strategy
- cash and in-kind resource modelling
Day-to-day programme financial control should be administered through the designated Kenya finance function.
Digital Strategy & Platform
Responsible for digital architecture, Change Lens platform requirements and data systems.
- digital architecture
- Change Lens platform requirements
- dashboard design
- data systems
- digital implementation support
- scale-readiness assessment
- technology partner coordination
Varun's participation in the Kenyan programme should be based on clearly defined delivery requirements. The role does not require Kenya-specific policy authority. Where local technical knowledge is required, Kenyan digital capability should be included in delivery.
The following functions must be in place before full implementation. They are not dependent on named individuals and must be appointed on the basis of competence and programme need.
Legal & Governance Counsel - Kenya
The programme requires Kenyan legal expertise.
- entity and programme structure
- Government contracting
- procurement-related advice
- shareholder/corporate documentation where applicable
- employment and consultancy agreements
- partner agreements
- data protection
- safeguarding documentation
- intellectual property arrangements
- conflicts
- legal risk
- future investment structures
Legal counsel should initially be appointed according to professional competence and programme requirements. Equity arrangements are outside the scope of the Government-funded programme.
Finance & Programme Control Function
A designated finance/control function will be responsible for the day-to-day financial control of the programme.
- accounting
- budget control
- payment processing
- supporting documentation
- reconciliations
- financial reporting
- activation-fund control
- supplier documentation
- asset tracking
- audit readiness
The individual approving expenditure should not be the sole individual processing the payment. Appropriate segregation of duties will be maintained.
Safeguarding, Data & Ethics Lead
An independent safeguarding, data and ethics lead is required before full implementation.
- safeguarding framework
- data-protection compliance
- research ethics coordination
- consent processes
- incident escalation
- sensitive-information handling
- school data protocols
- child/learner-related information safeguards
- ethical evidence use
This role must have direct escalation access to senior programme leadership.
Evidence, Research & Learning Lead
An evidence, research and learning lead is required to protect the integrity of programme evidence.
- evidence framework
- baseline methodology
- data quality
- outcome measurement
- learning synthesis
- reporting integrity
- research coordination
- university collaboration
- limitations and caveats
- independent evidence review coordination
Where universities participate, their precise responsibilities will be agreed separately.
The Advisory Committee exists to strengthen judgement and contextual relevance. It may include appropriately selected representation or expertise from areas such as:
- school leadership
- teachers
- education implementation
- curriculum and assessment
- universities
- inclusion
- wellbeing
- community
- industry
- technology
- workforce development
- public administration
Membership should be based on contribution, credibility and relevance. It should not be designed around political patronage.
28. The Committee may:
- test assumptions
- advise on Kenyan implementation realities
- identify gaps
- identify working practice
- advise on county/context selection
- connect relevant institutions or expertise
- review implementation learning
- advise on sustainability
- challenge national scale assumptions
- contribute to Decision Gate discussions
The Committee does not:
- approve public expenditure
- direct Ministry policy
- manage One Big Change staff
- award contracts
- select suppliers
- make final executive decisions
- automatically speak on behalf of Government
29. Advisory Committee Chair
A respected Kenyan Chair may be appointed. The Chair should be able to convene diverse perspectives, maintain independence, challenge constructively, protect focus, avoid politicisation, and ensure practical rather than ceremonial contribution.
The Advisory Committee Chair need not be the corporate Board Chair.
Every founding school will nominate three core roles.
Senior Sponsor
Usually a senior school leader.
- institutional support
- removing internal barriers
- ensuring participation
- approving school implementation priorities
School Champion
Responsible for day-to-day implementation.
- local coordination
- participation in training and peer learning
- evidence gathering
- staff engagement
- internal follow-up
Evidence Contact
Responsible for school data and evidence.
- appropriate school data
- evidence organisation
- baseline records
- implementation records
- outcome evidence
- coordination with the programme evidence team
One individual may hold more than one function only where appropriate.
31. School Implementation Team
Each school may additionally identify relevant staff according to the selected priority. For example:
- curriculum leader
- assessment lead
- SEND/inclusion lead
- wellbeing lead
- technology lead
- parent/community representative
- pathway/careers lead
- teacher representatives
The programme does not require every school to establish an identical committee. Implementation structures should fit the identified priority.
Experts
May provide / contribute:
- technical expertise
- coaching
- workshops
- implementation tools
- professional development
- specialist assessment
- troubleshooting
Experts do not automatically determine school priorities. The Change Lens and school evidence identify the problem first. Expertise follows need.
Universities and Research Partners
May provide / contribute:
- methodology
- baseline design
- measurement
- evidence analysis
- independent challenge
- research
- publication
- knowledge transfer
- recognition pathways
No university should be represented as contractually responsible for a programme deliverable until its participation is formally agreed.
Traction Partners
May provide / contribute:
- finance
- equipment
- connectivity
- devices
- infrastructure
- software
- expertise
- staff development
- research support
- transport
- communications capability
Do not purchase influence over:
- school selection
- findings
- evidence
- Government decisions
- procurement decisions
- LocaeAwards outcomes
Partner contributions must be recorded transparently.
Volunteers
May provide / contribute:
- events
- research administration
- logistics
- communications
- programme support
- community engagement
Volunteers must not be used as substitutes for critical professional functions where qualified expertise is required. Relevant screening, onboarding, confidentiality and safeguarding arrangements will apply.
The programme uses the following RACI model.
Responsible
Performs the work.
Accountable
Ultimately answerable for completion and quality. There should normally be one principal accountable owner.
Consulted
Provides input before a decision or action.
Informed
Receives relevant information.
The following matrices allocate Responsibility, Accountability, Consultation and Information rights across the programme's major activity areas.
RACI - Programme Mobilisation
| Activity | Government | Founder | Kenya MD | Chief of Staff | Education Director | People Director | Board/Governance |
|---|---|---|---|---|---|---|---|
| Contract mobilisation | C/A* | C | R | R | I | I | C |
| Programme workplan | C | C | A | R | C | C | I |
| Executive appointments | I | C | A | C | I | R | C |
| Advisory Committee formation | C | C | A | R | C | R | C |
| Governance framework | I | C | A | R | I | I | R/C |
| Reporting system | C | I | A | R | C | I | I |
| Risk register | I | I | A | R | C | C | C |
Government accountability applies to its own commissioning/contract-management responsibilities, not internal One Big Change mobilisation.
RACI - School Selection and Onboarding
| Activity | Government | Kenya MD | Education Director | People/Networks | Jimmy | Chief of Staff | School |
|---|---|---|---|---|---|---|---|
| County framework | C | A | R | C | C | I | I |
| Candidate identification | C | A | R | C | R | I | I |
| School readiness assessment | I | A | R | C | C | R | C |
| Final programme selection | C | A | R | C | C | I | C |
| Participation agreement | I | A | C | I | C | R | R |
| Sponsor/champion confirmation | I | I | C | I | I | R | A |
| Champion onboarding | I | I | A | I | I | R | R |
RACI - Change Lens Baseline
| Activity | Kenya MD | Education Director | Evidence Lead | Chief of Staff | School Champion | Senior Sponsor | Advisory Committee |
|---|---|---|---|---|---|---|---|
| Change Lens methodology | C | A | R | I | C | I | C |
| Tool adaptation | I | A | R | I | C | I | C |
| School diagnostic | I | A | R | C | R | C | I |
| Baseline evidence | I | C | A/R | I | R | C | I |
| Priority identification | I | A | C | I | R | R | C |
| Quality assurance | I | C | A | I | C | I | C |
RACI - School Implementation
| Activity | Kenya MD | Education Director | School Sponsor | School Champion | Expert | Evidence Lead | Traction Partner |
|---|---|---|---|---|---|---|---|
| Implementation plan | I | A | C | R | C | C | I |
| School approval | I | C | A | R | I | I | I |
| Expert selection | C | A | I | C | R | C | I |
| Implementation delivery | I | A | C | R | R | I | C |
| Resource matching | I | C | I | C | C | I | R |
| Evidence collection | I | C | C | R | I | A | I |
| Review and next step | I | A | R | R | C | C | I |
RACI - Traction Partner Mobilisation
| Activity | Kenya MD | Kugan | Graham | Jimmy | Education Director | School | Traction Partner |
|---|---|---|---|---|---|---|---|
| Needs identification | I | I | I | I | A | R | I |
| Partner mapping | I | A/R | C | C | C | I | I |
| Partner engagement | C | A/R | C | C | I | I | R |
| Resource valuation | I | C | A/R | I | C | C | C |
| Matching | C | A | C | I | R | R | C |
| Contribution agreement | A | R | C | C | C | I | R |
| Impact reporting | A | R | C | I | C | C | R |
RACI - Evidence and Reporting
| Activity | Government | Kenya MD | Evidence Lead | Education Director | Chief of Staff | School | University/Research |
|---|---|---|---|---|---|---|---|
| Evidence framework | C | A | R | C | I | C | C/R |
| Baseline data | I | I | A | C | I | R | C |
| Data quality | I | I | A/R | C | I | C | C |
| Monthly reporting | I | A | R | C | R | I | I |
| Final evidence report | C | A | R | C | C | C | C |
| Limitations statement | I | A | R | C | I | I | C |
| Decision Gate evidence | C | A | R | C | R | I | C |
RACI - Finance and Procurement
| Activity | Government | Kenya MD | Finance Function | Graham | Board/Governance | Chief of Staff |
|---|---|---|---|---|---|---|
| Programme budget | C | A | R | C | C | C |
| Spending authority | I | A | R | I | C | C |
| Procurement administration | I | A | R | I | C | C |
| Payment processing | I | A | R | I | I | I |
| Budget reporting | I | A | R | C | C | C |
| Contingency use | I | A | R | C | C | C |
| Financial audit/review | I | A | R | C | C | I |
| Government invoice/milestone | C | A | R | I | I | R |
Government controls its own public-sector procurement and payment processes. One Big Change controls its internal expenditure within the contracted programme and applicable legal requirements.
RACI - Safeguarding, Data and Ethics
| Activity | Kenya MD | Safeguarding/Data Lead | Education Director | Evidence Lead | School | Government |
|---|---|---|---|---|---|---|
| Safeguarding framework | A | R | C | C | C | I |
| Data framework | A | R | C | R | C | I |
| Consent processes | I | A/R | C | C | R | I |
| Incident escalation | A | R | C | I | R | I/C where required |
| Data breach response | A | R | I | C | C | I/C where required |
| Research ethics | A | C | C | R | C | I |
RACI - Communications
| Activity | Kenya MD | Richard | Terry | Founder | Government | School |
|---|---|---|---|---|---|---|
| Programme narrative | A | R | C | C | I | I |
| Public programme communications | A | R | R | C | C where relevant | C |
| School stories | C | R | R | I | I | A/C |
| Media engagement | A | R | R | C | I/C | I |
| Evidence claims | A | R | I | C | I | C |
| Government statements | I | I | I | I | A/R | I |
One Big Change may not issue statements on behalf of Government without authorisation.
RACI - Decision Gate
| Activity | Government | Kenya MD | Founder | Education Director | Evidence Lead | Board | Advisory Committee |
|---|---|---|---|---|---|---|---|
| Final evidence pack | C | A | C | C | R | I | C |
| Year 1 model | C | A | C | R | C | C | C |
| Year 1 budget | C | A | C | C | C | C | I |
| Scale-readiness assessment | C | A | C | R | R | C | C |
| Recommendation | C | A | C | C | C | C | C |
| Government scale decision | A/R | I | I | I | I | I | I |
The decision to commission a subsequent national programme remains with the appropriate Government authority.
Not every programme matter should require escalation. Decision authority will be delegated according to category.
Strategic Decisions
Examples
- material programme redesign
- change to contracted objectives
- major budget variation
- change to national target architecture
- termination of major partner relationship
- significant legal/reputational issue
Primary accountable owner: Kenya Managing Director / appropriate corporate governance authority
Government consultation or approval may be required where the contract is affected.
Educational Decisions
Examples
- Change Lens methodology
- school implementation approach
- deployment of specialist support
- MicroSummit learning design
Primary accountable owner: Education & Implementation Director
Operational Decisions
Examples
- scheduling
- routine travel
- programme meetings
- team coordination
- field logistics
Primary accountable owner: Chief of Staff & Operations
Financial Decisions
Primary accountable owner: Delegated financial-authority schedule
No individual should be able to initiate, approve, process and reconcile the same material transaction without appropriate checks.
48. Delegated Authority
Before programme mobilisation, One Big Change will establish a written delegated-authority matrix covering at minimum:
- recruitment
- consultant engagement
- supplier appointment
- procurement
- expenditure
- travel
- contractual commitments
- partner commitments
- public statements
- data access
- school activation funding
- contingency use
Financial thresholds will be confirmed in the detailed financial-control framework.
The proposed school activation fund must have clear controls. Funds may only be deployed where:
Schools do not automatically receive unrestricted cash transfers. Where practical, eligible goods/services may be procured directly by the programme or through an agreed controlled mechanism.
Daily / Operational
Kenya Programme Executive as required during mobilisation and intensive field periods.
Weekly
Programme Executive Review: milestones, schools, staffing, finance, partnerships, risks, decisions, next seven days.
Fortnightly
School implementation review.
Monthly
Formal programme review with Government representatives as agreed.
Monthly / Bi-monthly
Advisory Committee review according to agreed terms.
Milestone Reviews
At mobilisation, baseline completion, implementation evidence, and final Decision Gate.
51. Programme Executive Review
The weekly Executive Review should maintain one integrated programme dashboard containing:
- workstream status
- RAG rating
- key milestones
- school status
- budget
- people
- partner pipeline
- evidence
- risks
- decisions required
Each Red item must have:
- owner
- corrective action
- deadline
Issues will be escalated according to severity.
Level 1 - Operational
Can be resolved within the workstream.
Owner: Relevant functional lead.
Level 2 - Programme
Threatens a milestone, school implementation or programme performance.
Owner: Chief of Staff / Kenya MD.
Level 3 - Strategic
Threatens contract, budget, reputation, safeguarding, evidence integrity or national relationships.
Owner: Kenya MD / corporate governance. Government informed where appropriate.
Level 4 - Critical
Serious safeguarding incident, significant financial irregularity, material legal breach, serious data breach, major reputational event, or inability to continue programme delivery.
Owner: Immediate escalation to appropriate corporate and Government authorities according to legal and contractual requirements.
53. Risk Ownership
Every material risk will have a description, probability, impact, rating, mitigation, owner, review date and escalation threshold.
Detailed risk methodology is contained in Appendix 6 - Risk, Safeguarding, Data Protection & Ethics.
54. Conflicts of Interest
All relevant programme leaders, advisers and decision-makers will be expected to disclose actual or potential conflicts. Examples may include:
- supplier relationships
- family relationships
- school relationships
- partner interests
- investment interests
- political interests
- commercial interests
A register of conflicts will be maintained. Individuals with a material conflict may be excluded from the relevant decision.
55. Political Neutrality
The programme may operate during a politically significant period. One Big Change Kenya must remain focused on education implementation and public value. The programme must not:
- campaign for a political candidate
- condition support on political alignment
- use school participation for partisan purposes
- manipulate evidence for political messaging
- allow programme resources to become campaign resources
The programme may appropriately communicate evidenced educational progress.
56. Equity and Ownership
Corporate ownership and programme delivery are separate matters. Any equity arrangements involving founders, directors, employees or advisers:
- are not funded through the Government programme budget
- do not determine public procurement decisions
- do not entitle an individual to programme contracts
- must be governed through separate corporate documentation
Government programme remuneration relates to contracted work performed. Ownership relates to corporate structure. The two must not be confused.
57. Remuneration Governance
Programme remuneration will be based on:
- role
- responsibility
- time commitment
- market competitiveness
- delivery requirements
- seniority
- contractual status
Where a founding director also receives a programme retainer, the role and deliverables must be clearly documented. No person should receive public-programme remuneration solely because of shareholder, founder or adviser status.
58. Succession and Continuity
The programme must not depend on one individual. Critical functions will have documented responsibilities, shared programme records, deputy/cover arrangements where appropriate, handover requirements and centralised programme documentation.
Particular attention will be given to continuity for:
- Kenya MD
- Education Director
- Chief of Staff
- Evidence Lead
- Finance
- Safeguarding/Data
During the founding phase, the programme must determine whether governance is capable of scaling from:
Questions to be answered include:
60. Proposed Year 1 Governance Evolution
Subject to founding evidence, Year 1 may require:
National Programme Office
Responsible for:
- standards
- evidence
- central coordination
- Government reporting
- national partnerships
Regional / Hub Infrastructure
Responsible for:
- local school support
- peer learning
- implementation assistance
- escalation
School Champions
Responsible for:
- local implementation
- evidence
- internal capability
National Advisory Structure
Responsible for:
- independent challenge
- contextual guidance
- learning
Evidence and Assurance Function
Responsible for:
- data quality
- programme learning
- scale evidence
This architecture is to be validated during the founding programme.
The founding governance model will be considered successful where:
62. Core Accountability Statement
One Big Change Kenya will operate with clear separation between public authority, corporate governance, programme management, independent advice and school-level ownership.
No advisory body replaces Government. No external partner controls programme evidence. No individual owns every decision. And no national scale recommendation will be made without identifiable accountability for how it would be delivered.
63. Relationship to Other Appendices
This governance framework should be read alongside:
Appendix 1
90-Day Founding Implementation Plan & Detailed Budget
Appendix 2
Results, Outcomes, KPIs & Ministry Performance Framework
Appendix 5
Monitoring, Evaluation, Evidence & Learning
Appendix 6
Risk, Safeguarding, Data Protection & Ethics
Appendix 7
Traction Partner & Resource Mobilisation Framework
Appendix 9
Financial Controls, Procurement & Value for Money
Together, these documents establish the governance and accountability architecture supporting the Government commission.