STRATEGIC PLAN APPROACH

There are many approaches to strategic planning. We at KENPRO use the classical approach which mainly constitutes the outlined components. 

1.0 Introduction

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

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 / organisation'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. 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.  

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

5.2 Implementation Matrix

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 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.