konza human capacity preparedness_ konza investment 2012

7/30/2019 Konza Human Capacity Preparedness_ Konza Investment 2012

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Konza Techno City Human Capacity

Preparedness and The Science Park

Dr. George A. Ombakho, OGW

rec or o esearc anagemen an eve opmen

Ministry of Higher Education, Science and

Technology

Investors Conference August 7-9, 2012

Kenyatta International Conference Centre

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Dr. George A. Ombakho

Director, DRMD

MOHEST

Konza Techno City Human

Capacity Preparedness 08 August 2012| | | )(


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Overview of Presentation

Konza Techno City

Human resource capacity

Science and Technology Parks Functions

and Innitiatives

STPs

BPO and KPO Needs Study

Conclusion

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Director, DRMD

MOHEST


Capacity Preparedness 08 August 2012| | |

)(


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PROPOSED KONZA TECHNO CITY

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Konza Techno City

Konza Techno City emphasizes on technology and aconcentration of technology-based businesses.

Expected to provide for:

BPO and KPO Techno park

Science and Technology Park

University

Research center (Centres of Excellence)

Science &Technology Centre and Museum

Manufacturing and Export Services

Financial enterprises and Commercial malls

Tourism facilities and Hotels

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Konza Techno City cont

Konza Techno City is an innovative approach toeconomic development that involves linking the

commercialization of technology with effective public

and private initiatives to create new, user friendly, and

ecologically compatible infrastructures for economic

growth, diversification, and global competitiveness

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This gives opportunity to apply information and

technologies to improve performance of businesses,

create new ones and attract partnerships

internationally


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Human Resource Capacity

Success in building human capacities is central to

harvesting the unprecedented opportunities in Konza

Building capacity is a coordinated process of

deliberate interventions to upgrade skills, improve

procedures, and strengthen organizations

demand of professionals both in terms of the quantity

and quality

Public and Private Institutions of Higher Learning in

the country have capacity to train required Human

Resource to support Konza

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MOHEST




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Science and Technology Parks

Property development designed to support theclustering of knowledge-based enterprises in order

to commercialize Science and Technology

The aim is to foster development and growth of

Knowledge-Based Economies by bringing together,

and Business support and development

programmes in one physical location.

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Functions of a Science Park

Facilitate the creation and growth of innovationFacilitate the creation and growth of innovation--basedbased

companiescompanies

To support innovation in technologyTo support innovation in technology

Increase the innovation capacity locally and in the regionIncrease the innovation capacity locally and in the region

Create high quality employmentCreate high quality employment

Network organizationsNetwork organizations

To prioritize growth sectors and regional industriesTo prioritize growth sectors and regional industries

Attract high technology industriesAttract high technology industries

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ScienceScience && TechnologyTechnology ParksParks ExistExist asas aa GroupGroup ofof

entitiesentitiesBusiness Community/

enterpriseManufacturers; Entrepreneurs;Manufacturers; Entrepreneurs;

Managers; Service providers; Suppliers;Managers; Service providers; Suppliers;

CustomersCustomers

Education and R&DSector

Innovation SupportTechnologyTechnology

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Schools; TVETs; Universities;Schools; TVETs; Universities;

Research Institutions;Research Institutions;

Industry R&D; NGOsIndustry R&D; NGOs

GovernmentPolicy Coordination;Policy Coordination;

Regulatory & AdministrativeRegulatory & Administrative

Environment; R&D FundingEnvironment; R&D Funding

Financial SectorVenture Capitalists; Banks;Venture Capitalists; Banks;

Business Angels; InvestorsBusiness Angels; Investors

offices/Centres; S&T Parks;offices/Centres; S&T Parks;

Incubators; Clusters;Incubators; Clusters;

NetworksNetworks


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Science Park initiatives in Kenya

Public InstitutionsPublic Institutions

University of NairobiUniversity of Nairobi FabFab lablab

Egerton UniversityEgerton University AgroAgro--Park ProjectPark Project

Masinde Muliro University ofMasinde Muliro University of

Science and TechnologyScience and Technology

Science Technology Park andScience Technology Park and

Industrial Linkages (STPIL)Industrial Linkages (STPIL)

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Kenyatta UniversityKenyatta University Chandaria BusinessChandaria Business

Innovation & IncubationInnovation & Incubation

CentreCentre

Kenya Industrial &Kenya Industrial & ResearchResearchInstituteInstitute

Technology BusinessTechnology BusinessIncubation CentreIncubation Centre


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Some Encouraging MoHEST Initiatives

MOHEST has developed a science and technologyParks Policy

MOHEST has signed MoUs with China and South

Korea to build capacity for Science and Technology

Parks and incubators in Kenya

Through such MoUs staff have been trained on STPs

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China - Shanghai Torch Center

Republic of Korea - Daegeon Innopolis

A Study Centre will be established at the University of

Nairobi by the Government of Korea, to focus oncooperation and exchange in education and

establishent of an Institute of Science and Technology


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MOHEST Promotes Research and Innovation in universities

and research institutions by:

Capacity building through funding of Masters and PhD

research

Obtaining foreign scholarships for priority areas with

Innovation Preparedness

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Providing for research funds to teams of researchers

as Grants

Providing funds to support innovations

Providing funds for research equipment in institutions.

Holding Annual Science Technology and Innovation

Week including exhibition of innovations


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BPO and KPO

BPO: A process where an organization

outsources its non-core business to a second

party so as to concentrate on its core

business

KPO can be considered as a one step

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services through highly skilled employees

BPO and KPO is also referred to as IT

Enabled Services (ITES)

Their exploitation can bring about increasedemployment, economic development and

poverty reduction


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BPO Origins

ICT sector in Kenya has grown drastically over the

last 10 years

BPO started as a private initiative with Ken Call in

2005n was en e as one o e s x ma or

sectors in Vision 2030 increasing local membership

The sector grew with increased government

incentives as well as the completion of the undersea fiber optic cables that enhanced connectionsand reduced band width costs

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Human Resource Requirements for BPO and KPO

The BPO and KPO industry requires the availability of anabundant supply of low-cost labor with requisite skill sets

needed by prospective outsourcing service providers

For instance a call center with a capacity of 600

employees may need 1,200 skilled workers working 2

alternating shifts

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It is therefore imperative to gauge the skill sets of the

current and incoming labor pool in order to match them with

the specific outsourcing processes

The BPO and KPO industry skill sets should beharnessed in line with the nations strengths to enhance the

countrys global competitiveness


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Human capacity preparedness for BPO and KPO

In July 2009, BPO Skills Taskforce from theindustry, government and academia.

Found that:

Kenyans lacked soft skill to enable them work

efficiently in the BPO and KPO industry.

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Kenyans were not aware of the industry.

Institutions offering BPO studies were not

offering a standardized curriculum.

Therefore, the BPO industry were training staff

hence increasing their operating costs.


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Training Needs Assessment for BPO and KPO

Following the recommendation by the skills taskforce, a

training needs assessment (TNA) was carried out by

Ministry of Information and Communication and

Ministry of Higher Education Science and Technology

November 2011 to June 2012

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Some Recommendations from the Study

For the effective human capacity development in the

BPO and KPO industry it will be important to:

1. Development of a BPO and KPO training Policy.

2. Develop the curriculum with Academia, Industryand Government

3. Implement the curriculum in line with the policy in

TIVET institution and Universities.

4. Sensitize and create awareness on outsourcing

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Institutional Human Capacity preparedness

A study carried out in University and TIVETs showed:

Majority of staff in the universities and TIVET institution

fall between the ages of 30-59

The highest proportion is in the age bracket of 40-49

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The age group distribution within the institutions is

adequate for training of BPO, KPO courses

The staff can also be sufficient in undertaking STP

programs


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Age Distribution of Universities and TIVETS staff

13.434.740.338.48.43.225.051.320.50.0

0.0

2345

AgeGroup

Frequency Age group in years

13.434.740.338.48.43.225.051.320.50.0

0.0

2345

AgeGroup

Frequency Age group in years

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Staff Qualifications in Universities and TIVETS

22.035.017.05.016.00.00.215.136.015.128.91.0

0.050.0

P

Pe

rcentage

Frequency

Level of academic qualification

22.035.017.05.016.00.00.215.136.015.128.91.0

0.050.0

P

Pe

rcentage

Frequency

Level of academic qualification

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MOHEST




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Institutional Staff qualifications

The professional qualification of a trainer hasbeen shown to determine quality and output of

teaching (James and Pedder, 2006)

Therefore there is trained personnel capable

of offering quality training in BPO and KPO

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Institutional Courses and Research

Areas of specialization ranged frombusiness, ICT law, administration, natural

science, agricultural science, food science, health

science amongst others

There is an observed strength in business and

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ICT professions that may be appropriate for the

BPO and STP industry

The number of publications from the institutionsshowed the strength of new knowledge

generation and active research for innovation


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Fields and % of annual publications by the Universities10.824.32.710.813.52.710.816.22.75.40.050.0

Freq

uency

10.824.32.710.813.52.710.816.22.75.4

0.050.0

Freq

uency

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MOHEST




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Institutional Linkages and Research

There were more linkages related to businesscollaborations and capacity building in both Universities

and TIVETs as compared to research collaborations and

exchange programs

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science and technology parks in the country

The business collaborations will also be important forthe BPO and KPO industry


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Institutional linkages in Universities and TIVETs10.824.32.710.813.52.710.816.22.75.40.050.0

Freq

uency

10.824.32.710.813.52.710.816.22.75.4

0.050.0

Freq

uency

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Conclusion from Study

There is potential to do outsourcing training and has

the youth to take up the training

However, more training and awareness is necessary

for successfully uptake in the outsourcing industry

Science and technology parks are viable project and

the country should continue undertaking rigorous

with few professionals such as engineering and health

as well as in emerging fields

There is need to build capacity in the Universities

and TIVET institutions and employ young people toavoid an aging population of employees

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THANK YOU

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MOHEST



konza human capacity preparedness_ konza investment 2012

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