1. THE KISUMU NATIONAL POLYTECHNIC
EAST AFRICA SKILLS FOR TRANSFORMATION AND REGIONAL INTEGRATION (EASTRIP)
THE KISUMU NATIONAL POLYTECHNIC
KENYA
CENTRE OF EXCELLENCE IN TEXTILE TECHNOLOGY (CETT)

2. Center Background
The Kisumu National Polytechnic is situated within the Lakeside city of Kisumu about 3 km east of the city centre. It is about 400 km from Nairobi, the capital city of Kenya. It is strategically positioned within the Great Lakes Region, a fast emerging regional centre for the East Africa Economic Union. The region was known for its flourishing cotton growing with a thriving cotton industry. TKNP has a student enrollment of over 5500 spread across ten (10) teaching departments

3. KEY DEVELOPMENT CHALLENGES
Obsolete machinery,
Unskilled manpower,
High cost of production,
Stiff competition from imported textiles.
Insufficient training
Uncontrolled imports of second-hand clothes
VISION:
To be a world class polytechnic in the provision of technical, vocational and entrepreneurship training and research
MISSION:
To provide high quality technical, vocational, entrepreneurial training, research and innovation in partnership with stakeholders to produce globally competitive graduates

4. EASTRIP Center Management
TKNP is governed by TKNP Governing Council with the Principal as the Secretary to the Council. The Principal is the Official Chief Executive Officer of the Polytechnic. The Principal has two deputies, one in charge of Administration and the other in charge of Academics. Answerable to the Principal also include five functional departments namely, the Registrar, Finance manager, Internal Audit, Supply Chain Manager and Human Resource Manager.
TVET Center level
Industry Advisory Board
Project Implementation Unit (PIU)
Center Director
Deputy Director (TVET Specialist)
Financial Management Specialist
Procurement Specialist
Monitoring & Evaluation Specialist
Safeguards Specialist (gender focal point)
Industry Liaison Officer
TVET Host Institute Management

5. ROLES Centre Director Overall management and supervision
Long range strategic planning
Decision making
Financial
Advice on Budgeting
Financial controls to international public sector accounting standards
Procurement
Advice on procurement procedures
Help in tender preparation and documentation
Technical staff
Developing and implementing programmes and activities
Safeguards focal point
Environmental stewardship
Gender mainstreaming
M&E
Monitoring the accomplishments of targets
Tracking and updating M&E data
Support team
Provide general support

6. Programs to be developed or reviewed
Fashion Design and Garment Making
Clothing and Textile Technology
Diploma
3 years
Textile Machine Mechanics
Certificate
2 years
1 year
Clothing and Textile Technology

7. Industry Demanded Textile Fundamentals Certification To be developed
3 months
Textile Color Measurement and Application
To be developed
Knits and Woven Fabric Design and Development
Fiber and Fabric Identification Techniques
Fundamentals of Textile Testing
Textile Manufacturing Processing Workshop
Dyeing and Finishing Fundamentals with Dyebath Measurement and Analysis
Specialty Woven Designs and Their Applications
Fundamentals of Technical Fabrics

8. Stakeholders’ engagement
Policy Formulators and Regulators
Ministry of Education
Ministry of Trade
TVET Authority
SME Authority
KIRDI
NITA
CDACC
KNEC
KICD
Fabric suppliers
Fashion designers
Clothing manufacturers
County Government
Business Associations
KNCCI, Jua Kali Associations, Importers or Business Clubs
Non Project TVET Training Institutions

9. Key Industrial Partners and Areas of Collaboration
List all the industrial partners and specify the areas of collaboration, such as:
RIVERTEX
SMES
NYS
EPZ
AREAS OF COLLABORATION:
Management Synergy
Curriculum Development
Suppliers
Employment, Attachment And Internship
Consumers

10. EASTRIP Results Framework: PDO indicators
Unit
Baseline (2018)
Baseline (2024)
Objective 2: Industry linkages institutionalized
Output 2.1: Industrial advisory board established 1
Output 2.2: research and innovations shared
Output 2.3: Industrial Attachment (Trainers/Learners) enhanced,
Output 2.4:resource centre established
Output 2.5: regular industry stakeholders fora conducted

11. Sustainability: Strategies and Actions
Annual review of learning enterprises and seeking out new opportunities
Actively pursue innovative revenue streams to future proof the financial health of TKNP.
Ensure that each program is maximizing value per Shilling through careful financial management.
Complete Organizational Excellence Reviews for each division identifying areas of improvement.
Seek grants for sustainability initiatives
Create an TKNP Sustainability Fund
Seek community joint project partnerships to off load capital expenditure
Engage in opportunities to offset energy costs, reuse energy and convert into waste where possible

12. Sustainability: policy bottlenecks
Policies on apparel and Textile industry
Academic autonomy ( can develop center- specific programs based on national or industrial needs?)
Managerial autonomy (appointment of principles and teachers)
Financial autonomy (being able to raise funds; being able to set fees, receive funding per-student funding formula? )
Working with industries (legal provision; insurance, etc.)