There are many approaches to strategic planning.
We at KENPRO use the classical approach which mainly
constitutes the outlined components.
This chapter is expected to cover the following
areas:
- Sector Review
- Basis of the strategy
- Vision statement
- Mission Statement
- Core Values
- Mandate of the Board
- Achievement
- Strategic Issues
This chapter covers stakeholders analysis, SWOT
and PESTLE analysis in the light of the strategic plan.
These include:
- The Government
- Development partners
- Financial Institutions
- Management Board
- Staff/members etc
KENPRO carries out a SWOT analysis in order to
determine the Board’s / organisation's or institution's strengths,
weaknesses, opportunities and threats.
KENPRO Team takes the participants through a
political, economic, social, technological, legal and environmental
(PESTLE) scan. These factors are examined in the light of the
strategic plan.
KENPRO Team systematically guides the
participants in formulating the strategic objectives based on the
strategic issues or goals. Through focus group discussions, the team
is be able to identify activities for each objective.
Against each strategic objective, the KENPRO,
along with input from the participants and document analysis, develop
performance targets; strategies for operationalization of these
targets; key performance indicators; objective verifiable indicators
of performance; timelines; resources required and assignment of
responsibility for each task/activity and identification of critical
assumptions that may have a bearing on realization of the set targets.
This informs the development of logical framework and implementation
matrix.
For an organisation/institution to strategically
position herself, resource mobilization is essential. The KENPRO team
seeks to determine the funding requirement for the strategic plan,
strategies to be drawn for fund acquisition, human and physical
resources needs.
The following tabulated guidelines are aimed at
aiding the guiding team to collect data on sources of funds,
funding strategies, human resource needs and physical resources
needs.
Expected Sources of Funding (Kshs.) |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Government (GoK)
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Private Sector
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Development Partners
(Bilateral and multilateral) |
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Other Stakeholders |
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Total |
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Sources of Funding |
Funding Strategies |
Government |
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Private Sector |
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Development Partners
(Bilateral and multilateral) |
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Collaboration with other stakeholders |
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Human resource needs |
Strategies |
Recruitment |
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Retention |
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Exit |
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Performance Management |
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Staff Motivation |
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Training needs |
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Physical resources needs |
Specification |
Issues |
Activities |
Fixed assets |
Land |
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Office |
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Movable Assets |
Motor Vehicles,
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Equipment & machinery |
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Against each strategic objective, the KENPRO
Team, with input from the participants, develop line of activities to
be undertaken, expected output, performance indicators, actor(s) or
responsible person(s) or organization(s), timelines and resources
required to meet each activity and identification of critical
assumptions that may have a bearing on realization of the set
targets. The following tables present the key components of a logical
framework which draws the road map for monitoring and evaluation of
the strategic plan.
Strategic Issue (Goal) |
Objectives |
Expected Output |
Performance
Indicator |
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Goal/Issue |
Activity |
Actor/
Responsible |
Time |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
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KENPRO takes the responsibility of designing data
collection instruments (interview guides and questionnaires) to assist
in collection of data from a sample of key value creation agents.
These include board members, staff among other stakeholders
representing the various interest groups.
The Execution stage involves the following
phases:
Phase 1: Validation of draft 1 to the the
Board among other major stakeholders.
This will afford the client an opportunity to internalize the key
issues/outs of the assignment and give their comments. In essence this
would be a forum for validating the consultancy outputs.
Phase 2: Review of Draft 1 of the
strategic plan depending on the feedback from the key stakeholders
Phase 3: Submission of the final draft to
the management
KENPRO Team proceeds to prepare and submit the Final Report with the
inputs/comments of the client having been incorporated. The entire
process takes approximately 8 weeks.
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