- Apex governance starts with the Board of Management (BoM), then the Principal as secretary to the BoM, Deputy Principal in charge of discipline and timetabling, and Senior Master/Mistress overseeing four HoDs: STEM, Social Sciences, Arts & Sports Science, and Contemporary Issues.
- Core committees include Senior Management Team, Timetabling Committee, Academic Committees per Career Pathway, Parents’ Association, and Student Council to coordinate curriculum, discipline, and stakeholder engagement.
- The support structure comprises the Bursar, Human Resource Officer, Guidance and Counselling Officer, and Non-Teaching Staff (librarian, lab/ICT technicians, caterer, security, etc.) who handle administration, welfare, and school operations under BoM.
In my detailed 20th treatise on Competency-Based Education (CEB), I chose to ideate and write about Organogram: Governance and Structure of Senior Schools. Ideally, I base this important argument on the latest policy document: Guidelines for Implementation of Senior School Education (2025). In essence, an organogram, also known as an organigram, is an organisational chart. Or a visual representation of the structure of an organisation, which in our context is a Senior School (Grade 10-12). The chart I am delineating depicts the relationship between managers, administrators, departments, employers and employees in Senior Schools in the new education dispensation.
Actually, the stupendous structure and governance of Senior Schools should enhance effective decision-making, accountability and community involvement. This, in turn, enhances an exhilarating educational experience for learners. It also defines roles and responsibilities to effectively respond to the needs of all stakeholders.
In the structure and governance of Senior School, at the apex, we have the Board of Management (BoM). Then, it cascades to the Head of Institution (HoI) or Principal. On the left of the organogram, we have the Deputy Head of Institution (DHoI) or Deputy Principal. Thereafter, we have the Senior Master or Mistress. Under the Senior Master or Mistress, we have three Heads of Departments (HoDs), which include: HoD Contemporary Issues, HoD STEM, HoD Social Sciences and HoD Arts and Sports Science. Below the HoDs, we have Heads of Tracks (HoTs). Then, Heads of Subjects (HoSs); cascading to subject teachers. There are also teachers assigned under Contemporary Issues.
Likewise, on the right of the organogram under HoI, we have the Parents’ Association (PA). Then, the School Bursar. This boils down to other members of the Non-Teaching Staff (NTS) that include: Secretary or administrative assistant, accounts clerk, Human Resource Officer (HRO), librarian, storekeeper, laboratory technician, ICT technician, caterer or cook, janitor or cleaner, security guard, Guidance and Counselling Officer (GCO), maintenance officer and driver.
Board of Management
Board of Management (BoM) is made up of representatives from various stakeholders such as representatives of parents, teachers, Persons Living with Disabilities (PLWD) and community members. Head of Institution (HoI) or Principal is the secretary to the BoM, which is in line with the provisions of Section 62 of the Basic Education Act (2013).
Then, it is incumbent upon the BoM to be in charge of Human Resource Management (HRM). How? (a) Advise the County Education Board (CEB) on staffing needs of Senior Schools, (b) ensure there is peaceful coexistence among members of the school and the neighbouring community, (c) establish structures for psycho-social support and wellness for the whole school fraternity or sorority, and (d) to be responsible for disciplinary issues affecting both teaching and non-teaching staff.
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Head of Institution
Head of Institution (HoI) or Principal is mandated to play the key role in the overall administration, leadership and management of the Senior School. The HoI should perform duties in accordance with the Basic Education Act (2013), the TSC Act 2012 and the Code of Regulation for Teachers. Deputy Head of Institution (DHoI) is the Principal Assistant (PA) to the Head of Institution (HoI). DHoI is in charge of the discipline of both staff and learners. DHoI is also in charge of the Timetabling Development Committee.
Timetabling Development Committee
Timetabling Committee members in Senior Schools include: (a) Deputy Head of Institution (DHoI), (b) Senior Masters or Mistresses in charge of Career Pathways, (c) Heads of Subjects, and (d) Class Teachers of Grades 10, 11 and 12. The onus is on the committee members to convene planning meetings at the beginning of every term for purposes of development or review of the school timetable and quotidian routine.
Parents’ Association
Senior Schools should establish a Parents’ Association (PA) in perfect agreement with the 3rd Schedule and Section 55 (3) of the Basic Education Act (2013). The HoI serves as the secretary to the PA. The PA is instrumental in co-ordinating parental involvement in school governance, mobilising resources, addressing learners’ welfare and discipline, communicating, advocating, and supporting curriculum delivery.
Senior Management Team
Every Senior School is to establish a Senior Management Team (SMT) that includes: HoI, DHoI, HoDs and other key administrative staff. The SMT is responsible for the following: (a) Co-ordinating academic programmes and co-curricular activities, (b) managing staff development and performance, (c) assisting the HoI to implement the Strategic Plan, and (c) maintaining discipline by setting clear expectations and promoting positive behaviour.
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School Academic Committees
It is incumbent upon every Senior School to establish functional academic committees that weld together departmental heads and teachers. Academic committees for each Career Pathway are responsible to the Senior Master or Mistress for the following key responsibilities: (a) Supervising implementation of curriculum, (b) carrying out formative assessment of learning outcomes, (c) addressing performance-related issues and innovation, (d) ensuring there is proper syllabus coverage, (e) ensuring that teachers maintain proper schemes of work, lesson plans, records of work, and (f) ensuring inclusion of regular parental engagement to promote accountability of children’s progress and success.
Human Resource Officer
Human Resource Officer (HRO) is to manage human resources within the school. HRO’s duties include: (a) handling staff recruitment, orientation and documentation, (b) managing staff records, attendance, leave and payroll, (c) ensuring compliance with labour laws and handling employee relations, and (d) facilitating professional development and training opportunities.
Non-Teaching Staff
Every Senior School is to establish a Non-Teaching Staff (NTS) coterie of employees who are under BoM. Somewhat, NTS complement teaching. They also perform important tasks, which include offering assistance in: Science laboratories, computer laboratories, workshops, libraries and secretarial services. They are also indirectly involved in curriculum support in areas of accounting, cooking, laundry, stores, security, health management and care-giving of SNE learners. They also maintain and manage the school environment. Others will be engaged in schools’ income-generating activities (IGAs) such as school farms, laundry and bakeries.
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Guidance and Counselling Officer
Guidance and Counselling Officer (GCO) is to provide emotional and psychological support to students as spelt out in the following duties: (a) offering counselling services for students with academic, social or personal challenges, (b) working closely with teachers and parents in addressing needs of learners, (c) conducting workshops on mental health, peer relations and study skills, methods or habits, and (d) identifying students who are at risk, hence providing robust support.
Student Council
The Student Council in Senior Schools is made up of selected and elected representatives from the students’ body. Their key responsibilities include: (a) to facilitate communication between students and school leadership, and (b) to present students’ interests and concerns to the school administration.
By Victor Ochieng’
Victor Ochieng’ rolls out talks and training services in schools. He assists schools to write new or review existing (lustrum) 5-year Strategic Plans. He also assists schools to write or generate modules, manuals, books and booklets on customised roles of teaching staff, non-teaching staff, student council and peer counsellors.
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