Strategic Plan Approach

1.0 Introduction

There are many approaches to strategic planning. Kenya Projects Organization – KENPRO employs the classical approach which mainly constitutes a number of components as briefly discussed herein.

Introduction 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

2.0 Situation Analysis

This chapter covers stakeholders analysis, SWOT
and PESTLE analysis in the light of the strategic plan.

2.1 Stakeholders Analysis

These include:

  • The Government
  • Development partners
  • Financial Institutions
  • Management Board
  • Staff/members etc

2.2 SWOT Analysis

KENPRO carries out a SWOT analysis in order to determine the Board’s / organization’s or institution’s strengths, weaknesses, opportunities and threats.

2.3 PESTLE Analysis

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.

3.0 Strategic Goals and Objectives

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.

4.0 Resource Mobilization

For an organisation/institution to strategically position herself, resource mobilization is essential. 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 expected sources of funds, funding strategies, human and physical resources needs.

Expected Sources of Funding (Kshs.) Year 1 Year 2 Year 3 Year 4 Year 5
Government (GoK)

 

Private Sector

 

Development Partners

(Bilateral and multilateral)

Other Stakeholders

 

Total

 

Sources of Funding Funding Strategies
Government
Private Sector
Development Partners (Bilateral and multilateral)
Collaboration with other stakeholders

 

Human Resource Needs Strategies
Recruitment
Retention
Exit
Performance Management
Staff Motivation
Training needs

 

Physical Resources Needs Specification Issues Activities
Fixed assets Land
Office
Movable Assets Motor Vehicles

 

Equipment & machinery

 

5.0 Monitoring and Evaluation

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.

5.1 Logical Framework

Strategic Issue (Goal) Objectives Expected Output OVI (Objectively Verifiable Indicator)

 

5.2 Implementation Matrix

Strategic Issue Planned Activity Actor/responsible Time (Budget)
 Yr1 Yr2 Yr3 Yr4  Yr5

 

6.0 Data Collection Procedure

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.

7.0 Strategic Plan Execution and Submission

The Execution stage involves the following phases:

Phase 1: Validation of draft 1 to 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.

Note:

Developing a strategic plan is a process that requires time and resources. It is not a one day undertaking. Thus, the board and major stakeholders should avail themselves to be taken through the process.


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