Kenya Mpya, Wakilisha 2030!

Transcription

Healthy Africa, Empowered People!
STARTEGIC PLAN 2013
for I Choose Life - Africa 2017
© 2013-2017 by I Choose Life - Africa. All rights reserved.
No part of this document may be reproduced or transmitted in any form or
by any means, electronic, mechanical, photocopying, recording, or otherwise,
without prior written permission of I Choose Life - Africa.
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I Choose Life - Africa Strategic Plan 2013 - 2017
Contents
THE STRATEGY MAP FOR I CHOOSE LIFE- AFRICA .......................................................................................... 4
ACKNOWLEDGEMENT.................................................................................................................................. 5
4.3 STRATEGIC AREA 3: ACADEMIC AND CAREER MENTORING...................................................................... 29
LIST OF ACRONYMS AND ABBREVIATIONS.................................................................................................... 6
4.4 STRATEGIC AREA 4: LEADERSHIP AND GOVERNANCE............................................................................... 31
FROM THE BOARD CHAIR............................................................................................................................. 7
4.5 STRATEGIC AREA 5: Institutional Strengthening ...................................................................................... 33
EXECUTIVE SUMMARY.................................................................................................................................. 8
CHAPTER 5 IMPLEMENTATION STRATEGY..................................................................................................... 43
CHAPTER 1 - INTRODUCTION........................................................................................................................ 10
5.1 CORPORATE GOVERNANCE AND THE ROLE OF THE BOARD..................................................................... 43
1.1 ABOUT I CHOOSE LIFE - AFRICA................................................................................................................ 10
5.2 BOARD STRUCTURE.................................................................................................................................. 43
1.1.1 HISTORY........................................................................................................................................... 10
5.3 INSTITUTIONAL ARRANGEMENTS............................................................................................................. 44
1.1.2 REFLECTIONS ON THE PREVIOUS STRATEGIC PLAN......................................................................... 11
5.3.1 PHASING OUT THE STRATEGIC PLAN IMPLEMENTATION................................................................. 44
1.2 VISION, MISSION AND CORE VALUES........................................................................................................ 11
5.3.2 MANAGEMENT STRUCTURE AND FUNCTIONS.............................................................................. 45
Vision Statement............................................................................................................................................ 11
5.4 RISK MANAGEMENT, MONITORING PLAN AND REPORTING.................................................................... 46
Mission Statement: .................................................................................................................................. 11
5.4.1 RISK MANAGEMENT ASPECTS.......................................................................................................... 46
Values ....................................................................................................................................................... 11
5.4.2 PROCESS OF MONITORING AND EVALUATION................................................................................. 46
1.3 THE STRATEGIC PLANNING PLAN.............................................................................................................. 12
5.4.3 ANNUAL GENERAL MEETINGS, EXTERNAL AUDITS, MANAGEMENT AND BOARD MEETINGS....... 46
1.4 PLANNING APPROACH AND METHODOLOGY........................................................................................... 13
ANNEX......................................................................................................................................................... 47
CHAPTER 2 SITUATIONAL ANALYSIS.............................................................................................................. 14
ANNEX 1: SWOT AND PEST ANALYSIS............................................................................................................. 47
2.0 INTRODUCTION........................................................................................................................................ 14
2.1 Singapore, Our Benchmark....................................................................................................................... 15
2.2 The Constitution, Our Relational Guide.................................................................................................... 15
2.3 Vision 2030, Our Compass...................................................................................................................... 15
CHAPTER 3: STRATEGIC OBJECTIVES ............................................................................................................. 17
3.1 OVERVIEW OF THE HEALTH SECTOR IN KENYA......................................................................................... 17
3.2 OVERVIEW OF THE ECONOMIC ENVIRONMENT IN KENYA....................................................................... 18
3.3 OVERVIEW OF ACADEMIC AND CAREER MENTORING IN KENYA.............................................................. 19
3.4 OVERVIEW OF LEADERSHIP AND GOVERNANCE IN KENYA ...................................................................... 21
3.5 OVERVIEW OF INSTITUTIONAL STRENGTHENING..................................................................................... 23
3.5.1 FINANCIAL MANAGEMENT.............................................................................................................. 23
3.5.2 CORPORATE COMMUNICATION AND MARKETING.......................................................................... 23
3.5.3 ADVOCACY, NETWORKING AND ALLIANCE BUILDING...................................................................... 23
3.5.4 RESOURCE MOBILIZATION .............................................................................................................. 24
3.5.5 PROJECT MANAGEMENT................................................................................................................. 24
3.5.6 INSTITUTIONAL STRENGTHENING OF LOCAL PBOS AND COUNTY GOVERNMENTS ....................... 24
3.5.7 HUMAN RESOURCE MANAGEMENT................................................................................................ 25
3.5.8 RESEARCH AND M&E DEVELOPMENT.............................................................................................. 25
CHAPTER 4 STRATEGIC AREAS, OBJECTIVES, OUTCOMES AND TARGETS........................................................ 26
4.1 STRATEGIC AREA 1: HEALTH...................................................................................................................... 26
4.2 STRATEGIC AREA 2: ECONOMIC EMPOWERMENT.................................................................................... 28
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ACKNOWLEDGEMENT
T
he journey towards developing the I Choose Life
– Africa (ICL) 2013-2017 Strategic Plan has been a
long one. It has had its fair share of challenges and
also its brighter days, which brought together ICL staff
and stakeholders in ensuring that a relevant Strategic
Plan was put in place. The experience of working with
and listening to youth in school and out of school is
invaluable. ICL would therefore like to acknowledge its
beneficiaries, Staff, Board, Partners and Stakeholders
for the participatory process of completing the
organizational 2nd strategic plan.
We also take this opportunity to acknowledge
the contribution of all ICL staff and especially the
management team comprising of Mike Mutungi, June
Kongoro, Evans Yegon, James Kago, Dr. Carol Ngunu,
Nicole Johnson, Peris Karanja, Carol Wambui, Lilian
Wambui, Leah Okero, Charles Opil, Abraham Ochieng’,
Elizabeth Keter, Ann Karau, Pascal Wambua, Veronicah
Mwangi, Anne Kioko, Douglas Kombe, Sarah Kihianyu
and Benard Barasa.
FIGURE 1: THE STRATEGY MAP FOR I CHOOSE LIFE- AFRICA
THE STRATEGY MAP FOR I CHOOSE LIFE- AFRICA
ICL has revised and anchored its programmes on “HEAL
& I” an acronym that stands for Health, Economic
empowerment, Academic and career mentoring,
Leadership and governance and Institutional
Strengthening with special emphasis on the needs
of youth, women and other vulnerable groups. In
its 2013 – 2017 strategy, ICL envisions a “Healthy
Africa, empowered people!” and has encompassed
Innovation, Professionalism, Integrity and Team work
as its values.
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Recognizing that it would have been impossible
to achieve the phenomenal task on its own, ICL
acknowledges the partnership of our Developmental
Partners including USAID, Walter Reed, FHI360, MSH,
DANYA, PACT, ACT, PATH, NavPartners, UNFPA, DfID,
Swedish Mission Council and Swedish International
Development Agency (Sida). We also recognize that
the government through the various line ministries
has created the necessary enabling environment for
our participation to empower the youth. Some of
the ministries that we have worked with closely and
deeply appreciate their partnership include Ministry
of Education, Ministry of Health and in particular
DRH, NASCOP and DCH, Commission for University
Education (former CHE), National AIDS Control
Council, and and the Vision 2030 Secretariat through
the Ministry of Planning.
Finally, we would like to acknowledge the youth
without whom the ICL movement would not have
been possible. Indeed, they have been the visionaries.
Not only have they consumed our services but have
developed them and persuaded their peers to adopt
new behaviours. They have been the innovators, the
champions and the catalyst for change.
We also would like to acknowledge William Muchangi,
Teresa Muthui, Dr. Walter Jaoko, Maureen Kuyoh,
Sudi Biko Matara, Eric Nyamwaro, Sheila Masinde,
Josephine Mutungi, Dr. Sheila Macharia, Ken Obimbo,
Effie Thiong’o and the Board at large for the time spent
in scrutinizing and enriching the document.
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LIST OF ACRONYMS AND
ABBREVIATIONS
FROM THE BOARD CHAIR
K
AIDSAcquired Immune Deficiency Syndrome
indly allow me, on behalf of the staff, Management and Board of I
Choose Life-Africa, to commit this strategic plan 2013-2017 to you. With
it, we pledge our commitment to beneficiaries and partners to aspire to
eliminate AIDS, end extreme poverty, facilitate education for the poor and
empower the masses through our leadership and governance programmes.
CBOCommunity Based Organization
EEEconomic Empowerment
GDPGross Domestic Product
HEAL
Health, Economic Empowerment, Academic and Career Mentoring
Governance
and Leadership and
As a growing organization, I Choose Life-Africa has learnt many lessons and
overcome its share of challenges. Today, more than 9 years after a former
CBO won the right to determine its own destiny, the task of perfecting our
response to the ever growing needs among our beneficiaries’ makes steady
progress. We move forward because of our collective strength and will. The
positive attitude demonstrated by our staff, the Board and stakeholders
reaffirmed the unwavering spirit that triumphs over all challenges.
HIVHuman Immunodeficiency Virus
ICLI Choose Life -Africa
ITInformation Technology
ICTInformation and Communication Technology
MARPSMost At Risk Populations
NGONon-Governmental Organization
PESTPolitical, Economic, Social & Technology
SEAL
Sexual and Reproductive Health, Economic Empowerment, Academic and Career Mentoring
and Leadership and Governance
SMES
Small and Micro Enterprises
STISexually Transmitted Infections
SWOTStrengthen, Weaknesses, Opportunities & Threats
UNDPUnited Nations Development Program
CHECommission for Higher Education
FHI360Family Health International
NACCNational AIDS Control Council
NASCOP
We also take opportunity to acknowledge the contribution of our stakeholders with whom conversations clarified
our thoughts during the planning and consolidation of this strategy. We also recognize that the government
through the various line ministries has created the necessary enabling environment for participation to empower
the youth.
Over the next few years, you will see a distinct change in the way that ICL will be governed and managed. The
changes shall deepen our accountability to our donors, public institutions we are in, the public and the youth we
work with in Kenya as well as strengthen our structure of facilitation rather than implementation.
The realization of what is outlined in this strategy will propel the organization to a higher role in its quest and
resolve to improve lives and empower individuals. This requires us to be humble – to listen to and provide space
for youth in Kenya to lead while working towards “Healthy Africa; Empowered People!” Keep us true to these
values and ways of working.
We all therefore, need to embrace this strategic plan in earnest and implement it effectively to ensure optimal
health, social services, and economic empowerment, access to education and improved leadership and
governance for our beloved citizens.
National AIDS and STI Control Programme
CUECommission for University Education
CSOsCommunity Based Organizations
SRHSexual Reproductive Health
William Muchangi
Board Chairman
M&EMonitoring and Evaluation
USAIDUnited States Agency for International Development
CDCCentre for Disease Control
DRHDepartment of Reproductive Health
SMCSwedish Mission Council
SIDASwedish International Development Cooperation Agency
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EXECUTIVE SUMMARY
This strategic plan therefore deliberately seeks to
catalyze a national movement with the Constitution
as its map, Vision 2030 as its compass, Singapore
as its benchmarking Model and characteristics by
a new value system that bears the slogan; Kenya
Mpya, Wakilisha 2030!
Ten years ago, we hurdled around a discussion in one
of the campus rooms at Stella Awinja. This was the
group of ten that I met with on a weekly basis both
to discuss the Bible as and explore how we could be
the salt and light in our society. There were ten of us,
most of them students. In those days, HIV and AIDS
was common and therefore we decided that was a
good beginning point. We were aware of course that
there was a lot of sex going in the campus; most of it
unprotected causing a great risk to students. Our goal
was never to start an organization.
Ten years later, a lot has happened. The journey has
been both exciting and transformational. We have
expanded from a group of ten students to one of the
leading national Public Benefits organizational working
in over 15 Counties and reaching over 1 million youth
each year. We work closely with the government,
Vision 2030, Ministries of Education and Health and
have programs in over 150 education institutions as
well as having great influence in both the Counties
and community. This rapid expansion can be traced
back to having a clear vision and a strategic plan to
guide the organization.
In the past three years, I Choose Life-Africa (ICL) was
guided by the vision of “an AIDS-free Africa” with a
mission to ‘create a movement of caring communities
among youth that make responsible and informed
choices with regard to life and HIV/AIDS through
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prevention, care and support and mitigation of the
socio-economic impact’. Its programs ranged from
peer education in high schools, tertiary institutions
and out of school youth with a focus on behavior
change communication, cervical cancer screening,
HIV counseling and testing of various population
groups, development of social enterprise in order to
empower rural and vulnerable population such as
MARPS through small groups training and leadership
accountability through civic participation. However,
we have decided it is time to review our strategic plan
for the next four years.
from ‘An AIDS free Africa’ to ‘Healthy Africa, Empowered People!’ with a new mission statement- ‘to create
a movement of individuals that enhance the quality of life for communities through health initiatives,
economic empowerment, academic and career mentoring, and improved leadership and governance.’ The
Institutional Strengthening pillar has been elevated to a high level programmatic strategic area and will focus
on nine strategic directions: Finance, Grants and Administration; Corporate Communication and Marketing;
Advocacy Networking and Alliance Building; Resource Mobilization; Project Management; Institutional
Strengthening of local CSOs; Human Resources; Research and M&E Development; and Board Governance.
ICL works in 15 counties in Nairobi, Eastern, Coast, Rift Valley, Nyanza and Western regions and will focus on
primary health care promotion by enhancing the community strategy in service delivery, empower youth with
entrepreneurial skills to inculcate an entrepreneurial culture among them, train students on life skills, mentor
and strengthen the education infrastructure to increase retention and transition rates at different levels and
through county development forums, support the development county strategic plans and monitor their
implementation.
The organizational will employ the Balanced Scorecard methodology and the performance management plan
(PMP) to measure key aspects of the organizational performance and track progress for the period 2014 to
2017. It is estimated budget for the implementation of 2013 activities is Kshs. 850 million.
Singapore will serve as a development benchmark for the aspirations set out in this plan. The ideals set out in
the Kenya Constitution will provide a clear guide together with Vision 2030 for what this plan seeks to attain.
This strategic plan therefore deliberately seeks to catalyze a national movement with the Constitution as its
map, Vision 2030 as its compass, Singapore as its benchmarking Model and characteristics by a new value
system that bears the slogan; Kenya Mpya, Wakilisha 2030!”
Mike Mutungi
Chief Executive Officer
This document presents the 2014-2017 Strategic Plan
for I Choose Life-Africa. The organization has relied on
a detailed situational analysis, including the Kenyan
Constitution and Vision 2030 to craft the strategic
direction. The results of the detailed situational
analysis together with the strategic competitive
advantage of ICL and benchmarking with peer
organizations prompted a change in strategy for the
organization from ‘SEAL’ to ‘HEAL & I’ pillars namelyHealth, Economic Empowerment, Academic and
Career Mentoring and Leadership and Governance
and Institutional Strengthening. For instance poor
health status with unacceptable disparities between
and within various parts of the country led to a shift
from interventions in Sexual Reproductive Health
issues to the wider Health issues. It therefore became
necessary to modify the vision for I Choose Life – Africa
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1
CHAPTER
CHAPTER
1 - INTRODUCTION
INTRODUCTION
1.1.2 REFLECTIONS ON THE PREVIOUS STRATEGIC PLAN
1.1 ABOUT I CHOOSE LIFE - AFRICA
1.1.1 HISTORY
I Choose Life – Africa began as a Community Based 0rganisation (CBO) in June, 2003 and was registered in
December, 2004 as a Non-Governmental Organization (NGO). Since then, ICL has played a leading role in
prevention of Sexually Transmitted Infections (STIs), provision of care and support services and mitigation of
socio-economic impact of HIV and AIDS among youth, Most-at-Risk Populations (MARPS), and other general
populations.
Up to September 2012, the organization has been guided by the vision of “An AIDS-free Africa” and has existed
to ‘create a movement of caring communities among youth that make responsible and informed choices with
regard to life and HIV and AIDS through prevention, care and support and mitigation of the socio-economic
impact’. A Strategic Review in 2010 integrated Sexual and Reproductive Health (SRH) with three more pillars
namely; Economic Empowerment, Academic and Career Mentoring and Leadership and Governance.
The table below presents important milestones that form the historical time line of ICL.
TABLE 1: HISTORICAL TIMELINE
Year
2000
Event
The Founder, Mike Mutungi, carries out a study among the University of Nairobi
students and isolates HIV as among the three (3) critical issues for university
students. The other two were money and music
The birth of the campaign “ I Choose Life”
June 5, 2002
I Choose Life is formerly launched as an organization in the prevention of HIV and
AIDS, care and support and mitigation of socio-economic impact
June 2003
I Choose Life is registered as a Community Based Organization
June 23, 2003
The Commission for Higher Education recommends ICL to all public universities. 295
university students graduate as peer educators
December 16, 2004
I Choose Life-Africa is registered as a National NGO
September, 2006
I Choose Life-Africa develops the 1st Strategic Plan
December, 2010
I Choose Life-Africa programs have an outreach of over 1 million youth on
behavioral change messages and HIV testing
2010
Strategic review identifies Sexual and Reproductive Health, Economic
Empowerment, Academic and Career Mentoring and Leadership and Governance
(SEAL) as programmatic pillars
August 2010
I Choose Life-Africa develops the 2nd Strategic Plan
December 2012
I Choose Life-Africa develops the 3rd Strategic Plan on the Health, Economic
Empowerment, Academic and Career Mentoring and Leadership and Governance
(HEAL) Programmatic Pillars
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Today, ICL’s program is anchored in peer education in high schools, tertiary institutions and out of school youth
and focuses on behavior change communication, cervical cancer screening, HIV counseling and testing of various
population groups, development of social enterprise in order to empower rural and vulnerable population
through small groups, training and leadership accountability through civic participation.
By the closure of 2010, the organizational track record of achievements was highlighted by:
1) More than 1 million youth reached with messages on behavior change
2) More than 212,000 young people in school reached with structured information sessions
3) More than 13,000 MARPS reached through behavior and biomedical support services
4) More than 1,000 individuals participating in workforce development and entrepreneurship programs
5) 17 civil society organizations supported to start delivering HIV services at community level
1.2 VISION, MISSION AND CORE VALUES
ICL has revised its Vision, Mission and Core Values for the 2013 - 2015 strategic period to guide its unique
contribution to society.
Vision Statement
Mission Statement:
To create a movement of individuals that enhance
the quality of life for communities through health
initiatives, economic empowerment, academic
& career mentoring, improved leadership &
governance and Institutional Strengthening.
Values
□□ Innovation: We are committed to support innovation, develop products and services and promote them
for the benefit of the vulnerable in society especially among youth, women and other vulnerable groups
□□ Professionalism: We embody professionalism in how we implement internal processes, interact with our
stakeholders and customers by upholding the highest standards in the market
□□ Integrity: We conduct our operations in a transparent, honest and accountable manner
□□ Team work: We are dedicated to team work, collaboration and networking in achieving desired results
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1.3 THE STRATEGIC PLANNING PLAN
Strategic planning is a process that seeks to establish priorities on what will be achieved in the future, forces
making of choices or what will be or not be done, pulls the entire organization together and provides a broad
outline on where resources will be allocated. The principle behind strategic planning is that “failing to plan is
planning to fail”. Strategic planning improves performance, counters excessive inward and short-term thinking,
solves major issues at macro level and communicates to everyone what is most important. This principle has
been adopted in developing the ICL Strategic Plan. This Strategic Plan clearly defines organizational objectives,
scans the health and integrating environments, and assesses both the external and internal situation to formulate
strategy, evaluate progress and make adjustments as necessary to stay on track.
During the process which was entirely participatory, it was fundamental for ICL to ask; where we are now
(Assessment); where do we need to be (Gap/ Future End State); how do we close the gap (Strategic Plan); and
how do we monitor our progress (Balanced Scorecard). These questions had been asked and some answered
during the stakeholder surveys, meetings and forums, whose learning and findings form an integral part of the
plan.
The plan addresses critical performance issues (Strategic Areas), creates the right balance between what ICL is
capable of doing verses what ICL would like to do and, covers a sufficient time period to close the performance
gap. The plan is packaged as visionary as to convey the necessary/ possible future state, flexible as to allow
and accommodate change and will guide decision making at lower levels-operational, tactical and individual.
All strategic options are practical, innovative and take full account of the complexities of the current thinking in
the operating environment.
A pre-requisite to this planning was strong organizational commitment at both the Board and management
level. The strategic plan is highly supported and owned by the Board of Directors. From the start it was prudent
to know who would do what, how every activity would be done and what would be the best time. This strategic
plan is therefore of importance to them, to provide orientation, and govern the implementation of activities for
the next 4 years (2014 to 2017), and at the same time serve as a document to seek partnership and resources
from potential donors and partners.
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1.4 PLANNING APPROACH AND METHODOLOGY
The planning teams used a simplified step-by-step strategic planning process as illustrated below:
TABLE 2: PLANNING METHODOLOGY
Steps
Short Process Definitions and Explanations
1. Vision, Mission, Core
Values and Objectives
The mission and vision statements describe the ICL vision, including the unchanging
values and the purposes of organization and forward-looking visionary goals that
guide the pursuit of future opportunities. Guided by this mission, the management
of ICL and key stakeholders defined measurable financial and strategic objectives.
2. Environmental Scanning
The stakeholders in the planning sessions conducted the internal analysis of ICL
through SWOT, task environment and external macro-environment through PESTLE
analysis.
3. Strategy Formulation
Given the information from the environmental scan, the stakeholders in the
planning sessions matched organizational strengths to opportunities while
addressing weaknesses to the external threats. The idea here was to determine
strategic competitive advantage.
4. Strategy Implementation
The selected strategy will be implemented by means of programs, budgets
and procedures that the stakeholders in the planning sessions developed.
Implementation will involve organization of resources and motivation of staff and
associates to achieve objectives. The strategy should be communicated widely to all
important stakeholders and partners
3. Strategy Formulation
The implementation of the strategy will be monitored and adjustments made as
needed. Steps to evaluation and control will include:
a) Definition of parameters to be measured
b) Definition of target values for those parameters
c) Performance of measurements
d) Comparison of measured results to pre-defined standard and making
necessary changes
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2
SITUATIONAL ANALYSIS
CHAPTER 2 SITUATIONAL ANALYSIS
CHAPTER
2.0 INTRODUCTION
Kenya is faced with a rapidly growing population with an annual growth rate of 3% per annum1 (2009 National
Census). According to the recent Kenya Demographic and Health Survey – KDHS (2008-09) and the 2009 Census,
Kenya has a broad based (pyramid shaped) population structure with 63% of the population below 25 years.
Similarly, 32% of the population is aged between 10-24 years with 41% of women and 43% of men of reproductive
age (15-49) being below 25 years. The rapid population growth coupled with a large proportion of young people
in the country puts great demands on health care, education, housing, water and sanitation and employment.
If inadequate attention is given to the sexual and reproductive health (SRH) needs of this age group of the
population, Kenya is unlikely to achieve the Millennium Development Goals (MDG) or Vision 2030.
As in many parts of Africa, young people in Kenya face considerable challenges to their health and well being as
well as an uphill struggle to stay in school; find gainful employment; and negotiate relationships while postponing
marriage and childbearing and avoiding STIs, including HIV. Adolescent sexuality and reproductive health still
remain highly charged moral issues, which are compounded by the fact that in most cases, reproductive health
services are not oriented towards adequately meeting their needs.
Youth are at a stage in their lives when they are exploring and establishing their identity in society. They need
to develop life skills that prepare them to be responsible adults and socially fit in society. Due to their large
population, poverty and inadequate access to health care some youth do not get an opportunity to acquire
life skills and consequently involve themselves in risky behaviors that expose them to social, economic and
adverse health events such as drug addiction, school dropout, crime, social unrest, unemployment, unintended
pregnancies and life threatening STIs. A recent assessment conducted by the HIV Free Generation project in
Kenya found that the top three fears of young people were unemployment, unintended pregnancy and HIV and
AIDS2.
2.1 Singapore, Our Benchmark
Our leaders like to talk about how Kenya is the largest economy in East Africa and better than Uganda, Somalia
and South Sudan. This generally results in our accepting low standards and encouraging mediocrity in what we
do as citizens. We would like to inspire our citizens to reach for the best by benchmarking herself against first
world nations and in this case the Country had already chosen is Singapore. Thus we would questions like how
long does it take to service a ship at the port of Mombasa and in Singapore? Generally, currently it takes about
3 months in Mombasa while it takes about 12 hours in Singapore. Then next question then becomes, “What will
it take for us to reduce the amount time it takes to service a ship in Mombasa from 3 months to 12 hours?” That
is results thinking and the answer may mean altering our education system, accelerating automation at the port,
expanding and speeding the rail network and a host of other related activities.
2.2 The Constitution, Our Relational Guide
The Kenyan constitution is seen as one of the most progressive in the world. We, as the citizens, are yet to
internalize its importance and use as the spirit and the law. If we were to use, Kenya would be a much better
off country. However, much of the leadership we see does not seek to uphold the constitution but rather use it
as a self serving document to justify its actions. The citizenry are also by and large ignorant of its contents and
hence does not seek to live by it nor can they hold the leaders to account to both the spirit and the law. We seen
Kenyan citizens who know, understand and relate in such that they uphold the rule of the law guided by the
ideals set out in the Constitution of Kenya.
2.3 Vision 2030, Our Compass
In order for any community to develop rapidly, it must be guided by one common vision. Kenya’s Vision 2030 (see
figure 3) is our national Master Plan for development. Thus our goal will be to influence planning at individual,
County and national level to be guided by Vision 2030.
FIGURE 3: ALIGNING WITH VISION 2030
The strategic vision for the organization for the next five to 10 years is guided by a desire to make three key
contributions to the country through altering day to conversations and actions: Kenyans to benchmark herself
against first world countries, the constitution to become the main point of reference point in decision making
and the way citizens relate to one another and Vision 2030 being the citizens master plan for individual, county
and national planning. Thus the diagram below (see Figure 2 below) summarizes this vision that will serve as a
development benchmark for the aspirations set out in this plan.
FIGURE 2: BENCHMARKING WITH SINGAPORE
Source: Mike Mutungi, Chief Executive Officer ICL
Source: Vision 2030
1
Kenya National Bureau of Statistics, (2009) National Population Census.
2
Unpublished HIV Free Generation presentation
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3
OBJECTIVES
CHAPTERSTRATEGIC
3: STRATEGIC
OBJECTIVES
CHAPTER
Guided by the redefined vision “Healthy Africa, Empowered People” ICL has positioned itself to
contribute to the Social, Economic, and Political pillars in the Kenya Vision 2030 during the 20132017 strategic period. The organization has further curved a niche within these pillars based
on gaps observed and knowledge acquired over the last 12 years of its work. This has resulted
into a distinct strategic direction to be pursued via the HEAL & I pillars namely- Jiimarishe,
Jiinue, Jieleimishe, Jiongoze, Jitegemee (Health, Economic Empowerment, Academic and Career
Mentoring and Leadership and Governance and Institutional Strengthening). The current national
situation of each of the HEAL & I pillar is comprehensively discussed, challenges outlined and
objectives established.
In order to ensure institutional agility to deliver on the organization’s mission, the Institutional
Strengthening pillar has been elevated to a high level programmatic strategic area. It discusses
the current status and proposed outputs of diverse institutional aspects including, Financial
Management, Corporate Communication and Marketing, Advocacy Networking and Alliance
Building, Resource Mobilization, Project Management, Human Resource, Research and Board
Governance.
3.1 OVERVIEW OF THE HEALTH SECTOR IN KENYA
A
ccording to the constitution of Kenya, health is
a basic human right for all citizens yet, a large
proportion of Kenyans continue to carry one of the
highest preventable burdens of ill health in the world.
Much of the burden can be lifted and prevented with
existing knowledge and resources. Irrespective of
a well-defined national health policies and a reform
agenda whose overriding strategies are focused
on improving health care service delivery services
and systems through efficient and effective health
management systems and reform, there has not
been a breakthrough in improving the situation of
households entrapped in the vicious cycle of poverty
and ill health. The result has been poor health status
throughout the country with unacceptable disparities
between and within various parts of the country. In
addition, the cost of health services has escalated well
beyond the capacity of the ministries of health. Table
3 presents these pitiable health indicators.
TABLE 3: HEALTH INDICATORS
Indicator
Baseline (2012)
Infant mortality Under 5 mortality rate Maternal mortality Life expectancy at birth
Stunted children
Fully immunized children
Deliveries assisted by professional health staff
Deliveries at health centre
Children breast feeding exclusively at 6 months Number of functional community units Kenya Vision 2030
(Targets for 2012)
31/1000
25/1000
74/1000
33/1000
400/100,000
147/100,000
52 years
60 years
35%
79%
95%
44%
90%
43%
90%
3.6%
20%
Singapore data(2010)
2.0/1000
2.9/1000
3/100,000
81.8 years
In 2000 was 4.4%
95%
0%
Source: Kenya National Bureau of Statistics 2012, Health Information System, International Baby Food Action Network, Singapore MOH
Website (http://www.moh.gov.sg),WHO
I Choose Life- Africa has been addressing health
challenges in the country since 2002. We have been
involved in offering HIV/AIDS peer education training
and behaviour change communication interventions
among in-school and out-of-school youth, provided
both training and services for family planning, cervical
cancer and breast cancer screening and conducted HIV
testing campaigns. We have worked with community
units in promoting health and trained them on
prevention and response to gender based violence.
We have also implemented MARPs and PLHIVs
programs in 15 counties across the country. Primary
schools, High schools, Universities and community
populations have been the key beneficiaries to our
programs.
16
In Kenya’s Vision 2030, the thrust for the health
sector is to play critical supportive role of maintaining
a healthy population that will supply globally
competitive labour. In social pillar, the country will
strive to provide “equitable and affordable health care
at the highest affordable standards”.
The Vision provides for a paradigm shift. This
involves revitalizing/ restructuring of the health
delivery system by shifting the sector emphasis to
“promotive” care in order to lower the nations’
disease burden. This improvement will be achieved by
a shift from curative care in large hospitals to lowering
the incidences of preventable diseases, control of
environmental threats to health, and research that
17
targets the medical needs of the communities in their
specific circumstances. The community strategy will
also be used to enhance community access to health
care in order to improve productivity and thus reduce
poverty, hunger, and child and maternal deaths, as
well as improved education performance across all
stages of the life cycle. The health pillar will be guided
by the following objectives:
1. To scale up HIV response
2. To expand reproductive health services
3.To prevent diseases related to water and
sanitation and/or hygiene (WASH)
4. To decrease maternal morbidity and mortality
rates
5. To decrease child morbidity and mortality rates
3.2 OVERVIEW OF THE ECONOMIC
ENVIRONMENT IN KENYA
The period 2010 and 2011 showed an impressive
economic growth in the country. However, Kenya is
among the world’s 30 poorest countries and ranks 152
out of 177 countries on the 2006 Human Development
Index. Inequalities are wide with the top 10 per cent
of Kenyans earning 44 per cent of the national income,
whilst the bottom 10 per cent earns less than one per
cent.
The United Nations Development Program (UNDP)
Millennium Development Goal–1 is to “end extreme
poverty and hunger by 2015”. This makes it imperative
for the productive sectors and the producing actors
in the corporate, civil society and government to
collaborate on income generation, food security,
job creation and poverty alleviation initiatives. The
indicators for economic stability include reduction
by half the proportion of people living on less than
a dollar a day. It also includes achieving full and
productive employment and decent work for all,
including women and young people as well as reducing
the number of people who suffer from hunger (Youth
Factbook 2010).
Vision 2030 aims to increase annual Gross Domestic
Product (GDP) growth rates to an annual average of
10% by 2030. This an ambitious vision that will require
the country to massively invest in various areas as it
also motivates its population not only to rely on formal
employment but also to venture into self employment/
entrepreneurship by utilizing the existing resources
more efficiently. Within the Medium Term Plan 200818
2012, six priority sectors that make up the larger part
of Kenya’s GDP (57%) and provide for nearly half of
the country’s total formal employment are targeted.
These include tourism, agriculture, wholesale and
retail trade, manufacturing, Information Technology
(IT) enabled services, (previously known as Business
Process Off shoring) and financial services. In order
to meet this growth target, there is need to promote
higher investment and financing and improve
agricultural productivity in the country.
As the country seeks to match up to the challenge of
growth, the focus is to emulate developed countries
such as Singapore. Singapore focussed on opening
its economy to foreign markets, technology and
capital. The Constitution of Kenya, Chapter 3- Article
75 provides for the protection of individuals against
poverty deprivation. This will become a reality once
every individual is empowered to provide their need
thus reducing dependency levels.
Standing in the way of the achievement of Vision
2030 for Kenya is the lack of an entrepreneurial
culture amongst certain sections of society, especially
the youth. Entrepreneurial skills would lead to
commercial small and micro enterprises (SMEs).
The sector contributed to over 50% of new jobs
created in 2005 (Economic Survey 2006). Despite
their significance, past statistics indicate that 3 out
of every 5 businesses fail within the first few months
of operation (Kenya National Bureau of Statistics,
2007). Women entrepreneurs see the establishment
of small businesses as a means to improve the
household income. However due to lack of technical
skills, confidence, strong individual involvement and
willingness to take risks, women are often unable
to establish and sustain successful businesses. In
Kenya, women are the main food producers and small
farmers of the country yet their potential remains
largely untapped due to unequal access to resources
and the lack of support services.
Financial services such as savings, credit and
insurance provide opportunities for improving
agricultural output, food security and economic
vitality at the household, community and national
levels. Many studies have shown that improving
women’s direct access to financial resources leads to
higher investments in human capital in the form of
children’s health, nutrition and education (Food and
Agriculture Organization (FAO), “The State of Food and
Agriculture, Women in Agriculture, Closing the Gender
Gap for Development, 2010-2011”). The high interest
rates have also brought to the fore the unusually wide
interest rate spreads in Kenya’s banking sector. Recent
information shows that savings rates are about 2%
while banks base lending rates were 20-25% as of
November 2011. It is generally said that the bulk of
the poor, most of who live in the rural areas, have no
access to formal financial services. The explanation
is that most formal financial agencies do not exist
in rural Kenya because of high transaction costs and
perceived risks. As a result, most people in the rural
areas cannot afford the time and money for a journey
to a bank located in the major towns.
The situation has worsened, as technology has not
been fully embraced. Advancement in technology
provides a sure way to exploit and transform a
country’s numerous natural resources into goods and
services and create jobs in the process. Achieving
technological advancement may not come cheap
and would require a drastic policy shift to develop
curricula that blends theory with the practical aspects
of earning. Farmers have not been able to have access
to information about markets in order to increase
their bargaining power and implement effective
marketing strategies. Bargaining power is important
to allow farmers to gain control over their business
activities and improve their negotiation position in
the value chain. Participatory processes are necessary
for farmers to understand impacts on their livelihoods
and for intermediaries to support the product when
developing market access, to differentiate the product
at the point of sale and to preserve the value of the
products. The development of strategic linkages with
strategic partners is often necessary, as most small
farmers lack the capacity to participate in certification
schemes without sustainable partnerships from more
savvy external actors.
The Economic Empowerment pillar will be guided
by the following objectives to address the needs of
youth, women and other vulnerable groups:
1.
2.
3.
4.
To increase entrepreneurship skills
To facilitate financial access
To increase technology uptake in agribusiness
To increase market access and partnerships
3.3 OVERVIEW OF ACADEMIC AND CAREER
MENTORING IN KENYA
Education forms the basis upon which economic,
social and political development of any nation is
founded. Investment in education can foster economic
growth, enhance productivity, contribute to national
and social development, and reduce social inequality
(World Bank, 1998).
The development in countries such as Singapore is
attributable to its strong education system. Singapore
has the best education systems in the world, which
has helped the country develop its human resource
capacity. With a population of 5,183,700 (2011)
and a GDP of US$ 329.7 billion (2011), Singapore
is comparatively a small country and attributes its
success to human resource development through its
education system.
Kenya’s development blue print, Vision 2030,
envisions providing a globally competitive quality
education, training and research by improving quality
of education, raising the transition rates and increasing
the human resource to meet the needs of the
country. It places great emphasis on the link between
education and the labour market, the need to create
entrepreneurial skills and competences, and the need
to strengthen partnerships with the private sector.
This has considerable importance for the structure
and focus of the education system, curriculum and
the centrality of ICT to teaching and learning. The
content for basic education will therefore have to be
designed with a view of equipping the learners with
relevant knowledge that emphasizes on technology,
innovation and entrepreneurship.
The Constitution of Kenya is also alive to the role
of education in the country and it states that every
person has the right to education. Articles 53 through
to 59 of the Constitution have provisions on children‘s
right to free and compulsory Basic Education,
including quality services, and to access educational
institutions and facilities for persons with disabilities
that are integrated into society. There are also
provisions on access for youth to relevant education
and training; access to employment; participation and
representation of minorities and marginalized groups
in governance and other spheres of life. Further,
articles 11(2) (b) and (c) of the Constitution recognize
the role of science and indigenous technologies in the
development of the nation, and the promotion of the
intellectual property rights of the people of Kenya.
Despite this, the education sector has faced various
challenges. Poor transition and retention rates,
especially from primary to secondary and secondary
to tertiary have been a major hurdle.
19
Table 4 presents a summary of transition indicators as at 2009.
TABLE 4: TRANSITION INDICATORS
Indicator
Baseline (2012)
Transition from primary to secondary Transition from secondary to tertiary
Enrolment in primary school
Enrolment in secondary school
Percentage of girls completing primary school
Average pregnancy age Kenya Vision 2030
(Targets for 2012)
53%
3%
8%
82.78% 95%
50.03 % 95%
57%
19 years Singapore data(2010)
94.1%
Source: Kenya National Census Report 2009
From the table above, it is evident that there exists
a major challenge with approximately 1.2 million
children of school going age not in school (UNICEF).
Another major challenge facing the education sector
and job market is the low quality of education where
students in school do not acquire the knowledge,
skills, or capacities they need in their daily lives and
future work. There is clear evidence that a high-quality,
relevant secondary school education has measurable,
positive effects on young people’s health, improved
child mortality rates, reduced population growth, and
greater economic growth.
One cause of poor quality education is the low quality
of teaching due to inadequate physical structures and
classroom management, poor curriculum delivery and
inadequate facilitation of critical and creative thinking
of the students. Two in every 10 children in Standard
7 in East Africa do not have Standard 2 level literacy
and numeracy competencies (Uwezo Kenya)]. This
is a serious problem given that recent international
evidence shows that learning levels matter more than
years in school for individual wages, health outcomes,
and national economic growth.
Poor leadership and management of schools is a
fourth problem leading to poor quality of education.
Public schools in Kenya receive resources from
government for development initiatives within the
school and also to be able to meet running costs at
the school. The Ministry of Education has highlighted
that mismanagement of these resources has been a
key deterrent to development at school level. Lack
of knowledge and skills by school board members
further compounds the problem resulting to very
few development projects initiated by the school to
address its needs.
20
Another major challenge is that labour force is not
fit for purpose denoting a weak human resource
development. The Kenya Vision 2030 recognizes that
the country’s main potential lies in its people. Indeed,
the vision identifies human resource development
as a key foundation for national socio-economic
transformation.
One of the leading factors contributing to the weak
human resource development is an education
curriculum that has not been related to the realities
of the country. The curriculum has not incorporated
the teaching and learning of creative capability and
has, therefore, tended to alienate youth against the
realities of their surroundings. This in turn creates
frustrations by widening the gap between aspirations
and achievements in wage employment in which they
have put all their expectations. Involving themselves
in work in rural areas becomes unacceptable, even
when they fail to get wage employment (Government
of Kenya, 1994).
To promote economic growth, it is essential for a
country to have a trained labour force equipped to
handle technical and managerial problems. This has
been another major challenge. Many young people
transitioning out of tertiary institutions do not have
the technical and managerial skills to be able to start
businesses or thrive in the work environment with
ease. This necessitates organizations to invest further
in training them for work which is a waste of scare
resources considering the investment in education
by their sponsors be it the government, parents or
otherwise.
I Choose Life- Africa has implemented programs in
the education sector since 2009 running in primary,
secondary and tertiary institutions (universities and
colleges). The education programs under the Academic
and Career Mentoring pillar have been focused on
addressing some of the problems highlighted above.
Some of the successes include:
• Linkages of students to the job market through
job SMS notification platform
• Over 20,000 students trained on life skills
• Corporate mobilization for mentorship of
students and internship programs
• Advocacy on education sector policy reforms
• Over 500 head teachers and teachers trained in
running Peer Education program
• Sponsorship of students for fees
Building from our previous programs, the Academic
and Career Mentoring program activities will seek to
attain the following objectives:
1.To facilitate the improvement of quality
secondary education
2.To enhance competency and relevance of
students at tertiary level
3. To increase transition rates from primary to
secondary and secondary to tertiary level
4. To increase retention rates from primary to
secondary and secondary to tertiary level
3.4 OVERVIEW OF LEADERSHIP AND
GOVERNANCE IN KENYA
Kenya Vision 2030 is a long-term development
blueprint for the country and it is motivated by a
collective aspiration for a better society by the year
2030. The aim of Kenya Vision 2030 is to create “a
globally competitive and prosperous country with
a high quality of life by 2030”. It seeks to transform
Kenya into “a newly-industrializing, middle-income
country providing a high quality of life to all its citizens
in a clean and secure environment.”
Chapter 6 of the Constitution of Kenya, 2010
covers issues of “Leadership and Integrity”. Poor
leadership and governance have greatly contributed
to underdevelopment in Kenya. Chapter 6 gives clear
guidelines on how a public officer should conduct
him/herself and the qualities that they should have.
At independence, Singapore was at the same
economic level as Kenya. However, currently
Singapore and Kenya are in the first and third world
category respectively. Singapore’s development to
a first world country in one generation is attributed
to transformational leadership. Transformational
leaders raise the bar by appealing to higher ideals and
values of followers. In doing so, they model the values
themselves and attract people to the values and to
the leader. This set Singapore apart.
For Kenya to be transformed to a first world country,
it will take transformational leadership. It will take
leadership that is issue-based, people-centred, resultoriented and accountable to the public. Above all, it
will take leaders of integrity to ensure that the citizens
buy into the kind of values that they stand for.
Between 1963 and 1970, the economy of Kenya grew
at an average real growth rate of 5 percent and from
1970 to 1980 at 8 percent. However, in the following
two decades, the average growth rates were 4 and
2 percent respectively. Development in Kenya had
been stunted as a result of poor service delivery
caused by misappropriation of funds, corruption
and incompetence of elected leaders. Vision 2030
is a national long-term blueprint to create a globally
competitive and middle-income Kenya providing a
high quality of life to all its citizens by the year 2030.
Additionally, the Constitution of Kenya (2010) has
provided a great shift in the governance structure of
the country through devolution from a single heavy
central administration to 47 newly formed Counties.
Article 174 defines counties as administrative units
with the main responsibility of promoting democratic
and accountable exercise of power, fostering national
unity by recognizing diversity, giving powers of selfgovernance to the people; enhance the participation
in decision-making, and recognizing the right of
communities to manage their own affairs and to
further their development. Devolution also brings
about five new elective political positions.
With the new system of devolved government in place,
Vision 2030 will need to follow and be implemented
and achieved at county level in order to lead to
national development. However, in the present
situation counties are not equipped to do so due to:
□□ Lack of County level strategy aligned to Vision
2030 without which leaders and residents have
not set priorities and actions for development
□□ Poor leadership not capable of delivering Vision
2030, due to either inability or misappropriation
of funds and corruption
21
□□ Inadequate county infrastructure to achieve
Vision 2030, for example budget management,
governance, resource mobilization and
communications and marketing.
Under the Leadership and Governance Pillar, the
organization carried out a pilot intervention in
Machakos County known as Kenya Mpya. Kenya Mpya,
partnered with Vision 2030 Delivery Secretariat,
International Budget Partnerships and Media Focus
on Africa to support Machakos County in developing a
citizen led and owned Strategic Plan that highlighted
the key priority sectors that need to be addressed for
Machakos County to contribute towards achieving
Kenya Vision 2030.
Kenya Mpya in partnership with Machakos County
Development Forum held Constituency Forums in
each of the Constituencies in Machakos County to
meet with citizens in order to identify the key sectors
that they deemed of priority and the key qualities that
they seek to see in elected leaders. These views were
used to develop the Machakos County Strategic Plan
and the Leadership Selection Score Card. Mugo Kibati,
Director General of Vision 2030 Delivery Secretariat,
launched the two documents on October 27, 2012 at
the Machakos Social Hall. He commended Kenya Mpya
and Machakos County and challenged other counties
to follow suit. Kenya Mpya also established the 10
Model County Network as a platform for engagement
among County Forums to share best practices and
lessons learnt during the process of developing
Strategic Plans.
Kenya Mpya also successfully conducted leadership
debates for the aspiring candidates in Machakos
County. The positions that debates were held for
include: Governor, Senator, Women Representatives,
Member of Parliament and County Assembly
Representatives. The results of the debates had a
direct correlation with those of the general elections.
The leadership and governance pillar will build on
the above successes and be led by the following
objectives:
1. To empower county citizens in the development,
dissemination and actualization of County
Strategic plan aligned to Vision 2030.
2.To strengthen and support the process of
identifying and nurturing competent leaders
capable of delivering the Strategic plan with
focus on youth, women and persons with
disability.
3. To accelerate devolution by empowering
County citizens through education, enhanced
understanding of Public Finance Act and
establishment of systems that strengthen
accountability and transparency of the County
governments and monitor their performance.
3.5 OVERVIEW OF INSTITUTIONAL
STRENGTHENING
3.5.1 FINANCIAL MANAGEMENT
ICL as a growing organization needs to strengthen
its systems so as to be fully compliant with donor
regulations and requirements particularly in the areas
of documentation, authorization and procurement.
The organization has identified the need to attract
new donors while retaining the existing ones through
enhanced organizational financial management
and systems. The administrative arm will look at
ways of improving, expanding and maintaining the
organizational systems and infrastructure.
The overall objective of financial management will
be to strengthen Finance and Administration of the
organization. The department will seek to attain the
following outputs:
1. Strengthened financial planning and reporting
2.
Strengthened
donor
and
government
regulations compliance in all our systems
3. Increased organizational financial reserves and
liquidity
4. Enhance overall organizational cost efficiency
through cost reduction measures
5.
Increased unrestricted income through
organizational assets optimization and cost
efficiency
6. Improved procurement systems
7. Increased standardization of Administration
support systems
8. Improved customer care standards throughout
the organization
9. Improved physical data security and accessibility
10.Improved physical working environment for ICL
staff (inc technology, space, facilities)
11.Improved sustainability of administration
operations
3.5.2 CORPORATE COMMUNICATION AND
MARKETING
In addressing organizational Communication and
marketing, various key challenges can be identified
as organizational branding, IT operations, internal
communication, external communication, the
22
need to foster and maintain relations with other
development partners and the need to communicate
to the organization’s publics of the products that
the organization offers. Throughout this strategic
plan implementation period, the department seeks
to implement a robust communication strategy,
develop a publications branding and marking plan,
as well adhere to a publications schedule, develop
and mainstream internal communications systems,
maximize the potential of new media for organizational
communication, develop public relations strategy and
records and documentation policy.
Outputs for Corporate Communication and Marketing
are:
1. Enhanced organizational visibility
2. Increased market share for organizational
products and services
3. Enhanced relationships
between
the
organization, partners and the public
4. Improved effective and efficient operation in the
organization through secure ICT infrastructure.
5.Increased security, accessibility and usability
of information and equipment within the
organization.
6.
Strengthened relevant ICT policies and
guidelines
3.5.3 ADVOCACY, NETWORKING AND ALLIANCE
BUILDING
This pillar is a new addition and stems from the
realization by the organization on the need to
strengthen its advocacy and networking capacity in line
with the organizations programmatic areas of focus.
Advocacy initiatives will be guided by an advocacy
strategy which draws on the accumulated analysis,
evidence and other resources from the programmes,
and builds a clear influencing agenda to address the
systemic and policy issues surrounding the lives of the
young men and women; and the related communities,
as it impacts nationally and internationally. It will help
enhance dialogue around new opportunities such as
county forums and community health approaches.
Thus, through advocacy, ICL will potentially maximize
on its interventions to realize greater impact.
The objective for the advocacy, networking and
alliance building will be to increase organizational
impact of its activities through the strengthening of
23
advocacy, networking and alliance building. It will be
guided by two main outputs:
1. Expanded advocacy portfolio
2. Expanded networking and collaborations
The overall objectives that will guide ICL’s advocacy
work will be in line with ICL’s programmatic areas of
focus and will be:
1. To improve community access to health care.
2. To enhance knowledge on Reproductive Health
rights among the youth.
3.To increase economic empowerment of the
youth.
4. To uphold the right of the youth to relevant
education and training
5. To empower communities to influence devolved
governance structures.
6. To enhance the role of communities as
watchdogs on devolved government.
7. To promote accountable and effective
leadership.
3.5.4 RESOURCE MOBILIZATION
Resource mobilization aims to identify and acquire
resources necessary to deliver the mission of I Choose
Life-Africa. ICL is clear that resource mobilization is a
collaborative process between several functions of the
organization, including finance and communications.
Resource mobilization begins first with designing cost
effective programs and maximizing existing internal
resources, and then identifying resource gaps needed
to achieve organizational objectives and works to
mobilize those resources into the organization. In
the life of this strategic plan, ICL will work specifically
to mobilize a greater level of unrestricted income in
order to represent better value for money to donors
as well as to develop intellectual capital for innovation
and learning.
The main objective for the resource mobilization will
therefore to strengthen resource mobilisation and
partnerships. The main outputs for the department
will be:
1. Increased revenue from traditional and
traditional donors
2. Diversified income from non-USG funding
agencies
3. Increased unrestricted income
24
4. Donor base widened
5. Increased and improved partnerships
6. Increased utilization of individual supporters/
alumni
7. Improved mobilization of community resources
and standardization of cost share
3.5.5 PROJECT MANAGEMENT
Project management is at the core of the organization’s
business. The organization main mission is to bring
about positive change in the communities. This is done
through identification of problems and turning these
into solutions or interventions. The interventions
are normally in the form of a project or projects. It
is therefore imperative that the organization develops
and perfects project management skills. This skill is
not just for those who are typically managing projects.
All organizational staff including those in the support
functions must have a basic understanding of project
management. This will be done not just during the staff
induction but also they will be required to undergo
the three months peer education training in order to
better comprehend the organizational ethos, culture
and how to effectively support the project staff.
The overall objective is to improve the management
of projects. The key outputs are:
1. Improved project initiation and planning
2. Strengthened project execution
3. Improved project close out
3.5.6 INSTITUTIONAL STRENGTHENING OF LOCAL
PBOS AND COUNTY GOVERNMENTS
Institutional strengthening will focus on strengthening
both ICL’s systems, other local Public Benefits
Organizations (PBOs) and County Governments in
order to better deliver services in a cost effective
manner. This will be done through identification of
eligible PBOs (who complement ICL’s work), conducting
Organizational Capacity Assessments, development
and implementation of the Capacity Improvement
and mentorship Plans plan and continuous review of
the mentorship plan.
1. PBOs and County institutional strengthening
2. Improved Service delivery through better
project management
3. Enhanced data for decision making
3.5.7 HUMAN RESOURCE MANAGEMENT
The Human Resources Department plays a key
role in provision of support services within ICL. The
department is responsible for coordinating the
acquisition, development and retention of human
resources. HR offers administrative support to
other strategic directions in ICL in carrying out their
activities. Specifically, the HR In collaboration with the
other aspects of the strategic directions, contributes
to the formulation and implementation of overall ICL
policies and strategies, coordination and monitoring
the implementation of ICL human resource policies,
and advising the management of ICL on all matters
relating to human resources.
The greatest resource that ICL has for use in meeting
its strategic objectives and carrying out its
Programmes are its human capacity. Because of this,
the HR department is charged with the responsibility
of ensuring that ICL engages, motivates, retains and
manages a competent, efficient and highly productive
critical mass of programmatic and support staff.
In order to deliver on the vision and mission set out in
this Strategic Plan, ICL will recruit, train, promote and
retain its staff, to effectively deliver quality services to
all the stakeholders. In this regard, staff will undergo
performance appraisal twice a year to ensure delivery
of targets.
The Human Resources department will seek to achieve
the following outputs:
1. Improved staff performance
2. Enhanced efficiency and cost effectiveness of
Staff operations
3. Improved effectiveness and efficiency of Human
Resources
3.5.8 RESEARCH AND M&E DEVELOPMENT
The overall aim of the strategic area is to facilitate
improvement of ICL monitoring and evaluation (M&E)
system, development of an organizational research
agenda, improvement of ICL program operations and
effectiveness, development of innovative products
and services, and enrichment of national and global
literature.
The enhanced M&E system will facilitate better
monitoring and evaluation of ICL programs. It will
inform components or areas of ICL program products
and services that need to be fine-tuned to better meet
the needs of program beneficiaries. It will also inform
the development of new products and services tailored
to specific characteristics of target populations. In
addition, the research arm will lead efforts to identify
new areas for research, which will be based on
program data, as well as national and global trends.
This will facilitate expanding of ICL’s reach and impact
through enhancement of current programmatic areas
and development of new programmatic areas as well
as contribute to the wealth of literature available both
nationally and globally.
The objective of research and development
department is to strengthen organizational Monitoring
and evaluation system through the following outputs:
1.Improved quality of service delivery through
project monitoring and evaluation
2. Increased innovation through enhancing
the ability of the organization in research
management, documentation and coordination
3. Enhanced feedback of research findings to
beneficiaries and in utilization of research
findings to address identified problems in the
different programmatic areas
4. Increased demand for research findings through
advocacy and dissemination to policy makers
and program implementers
The objective of Institutional Strengthening is to
strengthen local PBOS and County Governments with
a view of them enhancing their service delivery in
order to achieve the following outputs:
25
4
26
Indicators
SUB TOTAL
5. To decrease
child morbidity
and mortality
rates
# of Immunization outreaches
supported
# of caregivers reached by CHWs
with education on effective
management of diarrhoea
5.3 Increased number of
caregivers reached by CHWs
with education on effective
management of diarrhoea
1,000
5
-
4.2 Increased attendance for % Increase in attendance of 4
antenatal clinics in the target antenatal clinics in target facilities
facilities
children that are immunized
-
% Increase in assisted deliveries in
target facilities
5,000
# of Women and Men reached
with messages on safe hygiene
practices
1
4.1 Increased assisted
deliveries in the targeted
facilities
4. To decrease
maternal
morbidity and
mortality rates
5,000
# of children reached by WASH
interventions including hand
washing campaigns
1,000
30,000
60,000
2013 Targets
4,600
60
6
# of Baseline studies on assisted
deliveries in target facilities
conducted
3.1 Promoted safe hygiene
practices at household level
and in schools
3. To prevent
diseases related
to water and
sanitation and/or
hygiene (WASH)
# of women screened for cervical
cancer
# of youth, women and men
accessing modern contraceptives
2.2 Increased coverage of
modern contraceptives
among youth, women and
men
women seeking cervical
cancer prevention and
screening
# of youth reached with
reproductive health information
2.1 Increased number
of youth with access
to reproductive health
information
2. To expand
reproductive
health services
Indicators
Outputs
# of CHWs trained to deliver health
services to the community
# of active community units
supported
# of CSOs strengthened through
training and mentorship programs
Objectives
1.4 Strengthened capacity
of CSOs and community,
to provide quality HIV
prevention, care, treatment
and support services
Q1
220
# of PLHIV support groups formed
100
-
-
-
-
1,000
1,000
100
100
3,000
-
-
-
10
100
5,500
200
50
# of PLHIV reached with a
minimum package of Prevention
with PLHIV (PwP) interventions
1.3 Improved Prevention
with Positives
Q1
15,000
69,200
300
2013 Targets
100,000
# of women, men and youth
reached with behavior change
messages
# of BCCGs formed
# of people tested for HIV
1. To scale up HIV
response
people who know their HV
status
Outputs
men, women and youth
supported in behavior
change
Objectives
Strategic Objective: To improve health and well being of communities through scaling up HIV response, expanding
RH services, WASH, maternal, neonatal and child health
4.1 STRATEGIC AREA 1: HEALTH
50
400
-
-
-
1
2,000
2,000
400
100
3,000
Q2
-
-
3
10
400
15,000
2000
Q2
100
400
3
-
-
-
1,000
1,000
400
14.000
27,000
2,300
30
3
80
400
30,000
20,000
Q3
Q3
CHAPTER 4 STRATEGIC
STRATEGIC AREAS,
AREAS, OBJECTIVES,
OBJECTIVES,
CHAPTER
OUTCOMES
ANDAND
TARGETS
OUTCOMES
TARGETS
100
100
2
-
-
-
1,000
1,000
100
15,800
27,000
Q4
2,300
30
-
120
100
40,000
47,000
Q4
357,450,000
2,000,000
1,250,000
-
-
600,000
2,500,000
2,500,000
1,000,000
32,400,000
21,600,000
Budget(K.sh)
46,000,000
12,000,000
3,000,000
13,200,000
1,000,000
50,000,000
138,400,000
18,000,000
Budget(K.sh)
27
28
# of partnerships developed
# of businesses linked to markets
# of farmers adopting value
addition
10
400
80
1
50
0
Outputs
3. To increase
3.1. Improved transition
transition rates rates
from primary
to secondary
and secondary
to tertiary
level.
2.2 Academia and industry
linkage developed
2. To enhance
2.1 Jobs related skills
competency
enhanced
and relevance
of student
skills at tertiary
level
1.2 Improved management
of schools
1. To facilitate the 1. Improved students’
improvement performance
of quality
secondary
education
Objectives
15%
7%
% increase in transition rates from
secondary to university(8%-15%
national target)
3,000
% increase in transition rates from
primary to secondary school
# of students attending career
events
124
1,200
# of students linked with job
vacancies
# of students who move in to full
time employment after program
600
# of students trained on job
preparation
5
# of learning exchange visits held
600
5
# of fora on sharing best teaching
practices held
# of students at tertiary level
mentored by corporate
30
6,000
10%
1,000
2013 Targets
# of students attached to corporate
and other organizations
# of students mentored by
university students
% improvement in student
performance in the intervention
schools from baseline
# of entrepreneurs trained
Indicators
Q1
-
-
500
-
300
100
100
1
1
-
1,000
-
200
-
300
2%
5%
1,000
-
400
200
200
-
10
2,000
Q2
2
70
0
0
0
500
100
5
30
100
300
5
5
5
20
300
1
50
5
20
0
200
0
0
0
10
200
Q2
1
500
Q1
Strategic Objective: To empower young people through life skills education, advocacy for quality education, retention and transition.
4.3 STRATEGIC AREA 3: ACADEMIC AND CAREER MENTORING
SUB TOTAL
# of farmers adopting value
addition network
30
200
# of salaried individuals accessing
organizational loans
Amount of money availed to the
population as loans in Millions
500
# of individuals living on less than
Ksh 5,000 a month accessing loans
# of ICT platforms put in place for
farmers adopting agricultural mobile technology
technology
# of farmers using mobile
agricultural information
dissemination and sharing
3.1 Increased value addition
network adoption
2.4 Increased amount
of loans availed to the
population in millions
2.2 Increased number
of rural poor individuals
accessing finance
1,000
75
25
# of households whose income has
increased to KShs. 10,000
# of direct and indirect jobs
created
25
100
1,000
2013 Targets
# of profitable SMEs within 12
months
# of SMES started
# of entrepreneurs trained
Indicators
# of people trained in financial
2.1 Enhanced knowledge
literacy
on the existing financing
facilities and the best options
1.3 Jobs created
4.
To create 4.1 Increased businesses
market access
market linkage
and partnerships 4.2 Increased partnerships
forged
3. To increase
technology
uptake in micro
and agri-business
2. To facilitate
financial access
1.1 Enhanced
entrepreneurship capacity
1. To increase
entrepreneurship
skills
1.2 Profitable enterprises
developed and running
Outputs
Objectives
Q3
Q3
2%
5%
1,000
-
300
250
250
3
3
10
2,500
-
300
3
130
30
200
150
10
50
200
300
30
10
10
30
300
Q4
Q4
3%
5%
500
124
200
50
50
1
1
10
500
10%
200
5
150
40
300
200
10
100
200
200
40
10
10
40
200
150,0000
120,000
600,000
600,000
100,000
150,000
300,000
600,000
300,000
9,000,000
Budget(K.sh)
50,100,000
100,000
2,000,000
2,000,000
7,500,000
2,500,000
1,500,000
10,000,000
9,000,000
3,000,000
250,000
0
0
1,500,000
9,000,000
Budget(K.sh)
Strategic Objective: To empower communities by unlocking economic opportunities through entrepreneurial skills, access to financial resource and markets; and increased uptake of technology.
4.2 STRATEGIC AREA 2: ECONOMIC EMPOWERMENT
29
Outputs
30
3,600
3,600
1,000
3600
80%
# of students mentored
# of students sponsored (partial or
full)
# of parent or guardians
empowered through economic
empowerment training
% increase retention rates
from primary to secondary and
secondary to tertiary level
10
# of students trained in life skills
including issues around drugs and
sexual reproductive health
# of corporate mobilized to
support school resources
3,600
# of girls receiving sanitary towels
2013 Targets
10
Indicators
# of schools supported with
learning resources, equipment and
infrastructure
Q1
20%
600
200
600
600
2
500
2
2
20%
1,000
300
1,000
1,000
2
1,000
Q2
Q3
20%
1,000
200
1,000
1,000
3
1,000
3
2. To strengthen
and support
the process
of identifying
competent
leaders
capable of
delivering the
Strategic Plan
1.1 County Strategic Plans
aligned to Vision 2030
enhanced, disseminated and
actualized
1. To empower
county
citizens in the
enhancement,
dissemination
and
actualization
of County
Strategic plan
aligned to
Vision 2030.
# of Strategic Plans aligned
to vision 2030 enhanced,
disseminated and actualized
Indicators
1 Million
1.4 Increased awareness
by citizens of the County
priorities as outlined in the
Strategic Plan
1 Million
# of citizens aware of the
leadership selection criteria and
process
# of Aspiring Candidates aware of
the leadership selection criteria
and process
# of performance management
systems established
2.2 Increased awareness of
leadership selection score
criteria and process of
selecting Candidates among
citizens
2.3 Increased awareness
of the leadership selection
criteria and process among
aspiring Candidates
2.4 A performance
management system
established
1
100
1
# of leadership selection criteria
developed
2.1 Leadership Selection
criteria developed
# of citizens sensitized on the
strategic plans
100,000
10
10
2013 Targets
# of citizens who participate in the
1.3 Increased participation
enhancement of the strategic plan
by citizens in the
enhancement of the strategic
plan
1.2 County Forums identified # of county development forums
to drive the process of
identified and supported
Strategic plan enhancement
Outputs
Objectives
1
1
-
100
100,000
1
100,000
10,000
Q1
Q2
-
-
-
-
-
-
-
-
40,000
4
4
-
-
400,000
-
400,000
Q3
Strategic Objective: To strengthen county leadership and governance systems and structures through accountability demand creation among communities.
4.4 STRATEGIC AREA 4: LEADERSHIP AND GOVERNANCE
SUB TOTAL
4. To increase
4.1 Increased retention rates
retention rates
from primary
to secondary
and secondary
to tertiary
level
Objectives
3
1
-
500,000
-
500,000
50,000
5
5
20%
1,000
200
1,000
1,000
3
1,100
Q4
Q4
375,000
2,000,000
0
20,000,000
500,000
500,000
20,000,000
Budget(K.sh)
26,280,000
3,600,000
13,500,000
360,000
360,000
20,000
300,000
2000,000
Budget(K.sh)
31
32
% Increase of women, youth
and persons with disability in
leadership positions
youth, women and persons
with disability in leadership
positions
# of County governments
strengthened
# of policy papers developed by
academia and disseminated per
County
# number of model counties with
Universities and corporate involved
in Triple Helix
5.1 Improved capacity of
county government and
institutional systems to
deliver County strategic
plans
5.2 Increased supportive
County research
corporate and universities
involved in the Triple helix
5. To support
county
governments
to successfully
implement
their strategic
plans through
institutional
strengthening
5
5
10
10
3
30%
1,000
2013 Targets
Q1
-
-
-
-
-
5%
250
Q2
-
-
-
-
1
5%
250
Outputs
Improved management and
technical capacity of the
Board
Objectives
1. To strengthen
leadership,
management
and
governance
of the
organization
12
1
# Of Board members receiving
governance training
Chair trained to evaluate CEO
1
12
12
# of board members trained
in Resource Mobilisation
responsibilities
# of board members trained in
Corporate Communication.
100%
% of new board members recruited
based on skills matrix.
Risk mitigation plan reviewed
3
-
1
# of Board sub-committees formed
CEO succession plan developed
12
# of Board members inducted
1
12
1
2013 Targets
#of Board members signing
Performance Management
Contracts
Develop a governance manual
Indicators
Q1
-
-
-
100%
-
1
-
-
12
12
1
Q2
12
12
-
-
-
-
-
12
-
-
-
Strategic Objective: To strengthen ICLs systems and structures; and that of her strategic and implementing partners to deliver their mandate.
4.5 STRATEGIC AREA 5: Institutional Strengthening
SUB TOTAL
# of CSOs strengthened in the 10
Model Counties
4.1 Improved capacity of
4. To empower
County citizen CSOs to contribute to county
development
Forums to
ensure transparency and
accountability
of the County
governments
and monitor
the proper implementation
of the County
Strategic Plans.
# of supportive laws disseminated
# of youth, women and persons
with disability nurtured on
leadership
3.1. Improved transition
rates
3. To support in
identifying
and nurturing
leadership
among youth,
women and
persons with
disability
Indicators
Outputs
Objectives
Q3
Q3
-
-
1
-
3
-
-
-
-
-
-
2
2
5
5
1
10%
250
-
-
-
-
3
3
5
5
1
10%
250
-
-
-
-
5,000
10,000
Q4
Q4
300,000
300,000
10,000
50,000
75,000
300,000
300,000
450,000
375,000
Budget(K.sh)
92,875,000
600,000
2,500,000
10,000,000
30,000,000
700,000
700,000
5,000,000
Budget(K.sh)
33
34
Outputs
Improved effectiveness
and efficiency of Human
Resources
100%
70%
% of staff appraised twice a year
% of Staff scoring more than 60%
in the appraisal
20
5%
# employable candidates for each
vacancy
% increase of PLWD employed at
ICL
% Personnel and Administration
cost reduction
% Unrestricted Income increased
due to assets optimization
# of times payables reconciliation
reports are produced
Increased unrestricted
income through
organizational assets
optimization and cost
efficiency
Improved procurement
systems
% payments done within the
credit period
Amount of money saved as reserve
for operational costs
Enhance overall
organizational cost efficiency
through cost reduction
measures
Increased organizational
financial reserves and
liquidity
# of Big 4 Audit Firm identified and
conduct organizational audit
12
30%
30%
80%
12 Million
1
Q2
20%
3
-
-
100%
1%
7%
2%
70%
100%
Q2
3
5%
5%
20%
3
5%
5%
20%
3Million 3Million
1
3
2
12
Approved annual budget
monitored and management
reports done and presented to the
CEO on a monthly basis
1
1
90%
100%
1
1%
7%
2%
1
1
1
20%
1
Financial management reporting
templates developed
Q1
Q1
80%
1
2013 Targets
90%
100%
Annual budget prepared and
approved
Indicators
% of staff with reviewed job
description and apportioned Key
Performance Targets drawn from
the Strategic Plan
% Increase of the Staff who
undergo induction
1
30%
% Reduction of time for major HR
functions due to automation
Organizational structure aligned to
ICL’s strategic direction
10%
% reduction in staff turn-over
1
1
Performance management tool
disseminated and utilised
An integrated HRMIS system in
place
1
2013 Targets
Performance management
system in reviewed, in place and
implemented
Indicators
Strengthened donor and
% Reduction on Audit Queries on
government regulations
Procurement
compliance in all our systems # of times the Management Letter
is reviewed
3. To improve
Strengthened financial
Finance and
planning and reporting
Administration
systems and
infrastructure
Objectives
Improved Staff performance
2. To strengthen
Human
Resources
Enhanced efficiency and cost
effectiveness
Outputs
Objectives
20%
3
-
-
100%
2%
8%
2%
3
10%
10%
20%
3Million
Q3
Q3
1
20%
3
-
-
100%
1%
8%
2%
70%
100%
3
10%
10%
20%
3Million
Q4
Q4
60,000
0
0
0
1,000,000
40,000
300,000
150,000
30,000
10,000
Budget(K.sh)
30,000
500,000
30,000
300,000
6,000
100,000
1,000,000
0
35200
145,750
400,000
Budget(K.sh)
35
36
# of comprehensive data filing and
archiving systems developed
Turn-around time on enquiries and
tasks in hours
Outputs
Improved sustainability of
administration operations
Improved effective and
efficient operation in the
organization through secure
ICT infrastructure.
Enhanced relationships
between the organization,
partners
Increased market share for
organizational products and
services
100%
1
1
% of equipment’s tagged and
insured
# of Extranet developed and
maximized
# of Intranet developed
3
1
# of networking and relationship
building events held.
# of automated systems adapted
12
# of success stories among other
communication tools developed
and distributed to external publics
20%
% increase in the market share
for organizational products and
services
24
1
# of baseline survey carried out
to determine the market share
of organizational products and
services
# of internal communications on
organisational activities
4
5
18,000
20%
1
# of organizational income
generating products developed
# of new social media platforms
harnesses
# of organizational website hits per
month
% increase in organizational
visibility
# of baseline survey carried out
to determine the organizational
visibility
2013 Targets
4
# of shared learning forums held
internally
Q1
1
1
50%
1
-
3
4
5%
1
2
2
10,000
5%
1
1
1
10%
50%
1
48 hrs
5%
1
1
10%
1
Indicators
Q1
50%
1
48 hrs
30%
3
1
2013 Targets
# of times administration budget
developed and reviewed for RM
% increase in staff efficiency
Improved physical working
environment for ICL staff (inc % increase in staff morale
technology, space, facilities)
Improve physical data
security and accessibility
# of customer surveys conducted
Improved customer care
services throughout the
organization
% increase in customer survey
index
Indicators
# Administration manual
developed and operationalized
Outputs
Increased standardization
of Administration support
systems
4. To strengthen Enhanced organizational
communicavisibility
tions and
marketingcommunications
and marketing
Objectives
Objectives
5%
-
-
5%
-
-
-
70%
1
1
3
8
5%
-
1
1
12,000
Q2
1
-
10%
10%
-
48 hrs
Q2
5%
-
1
-
15%
15%
-
48 hrs
10%
1
-
-
-
90%
1
-
3
8
5%
-
1
1
15,0000
Q3
Q3
5%
-
1
-
15%
15%
-
48 hrs
10%
1
-
-
-
100%
-
3
4
5%
-
-
1
18,000
Q4
Q4
0
0
300,000
2,000,000
0
50,000
40,000
10,000
300,000
250,000
300,000
60,000
0
400,000
Budget(K.sh)
600,000
5,000
300,000
0
400,000
0
0
100,000
400,000
Budget(K.sh)
37
38
Strengthened and create
relevant policies and
guidelines
Increased revenue from
traditional and traditional
donors
To strengthen
resource
mobilisation and
partnerships
Amount of revenue generated
annually from donors in Kshs.
# of learning and networking
forums ICL is participating in based
on areas of focus
10
3
# of international partnerships
developed (including universities)
# of consortiums formed with
other national NGOs
10%
% income from corporate partners
2
-
-
-
-
25%
5%
50%
0
80%
0
0
40%
50M
2
2
80%
% annual increase in donor funding
Q1
1
2
5%
2
-
2
-
4
1
1
1
1
1
8
25%
% of trust and foundation
applications submitted annually
-
1
Q2
1
-
2
3
-
-
2
1
-
25%
5%
50%
1
80%
0
0
40%
100M
Q2
-
2
5%
-
2
-
-
-
-
-
-
-
-
25 Mins 20 Mins
Q1
1
5%
50%
1
80%
2
20% (Ksh.100
Million)
% of GoK applications submitted
annually
% of non-USG applications
submitted annually
Project management system
developed, implemented and
reviewed
% age retention of current donors
# of new income generation ideas
researched and trialled
% income unrestricted
Increase and improvement in Annual partnership audit
partnerships
# of corporate partnerships
developed
Donor base widened
Increase in unrestricted
income
40%
500 Million
8
2013 Targets
2
# of Learning and networking
forums convened by ICL
Indicators
4
# of collaborations established by
ICL based on areas of focus
30%
4
# of policies ICL has influenced:
formulation/ review
% change in organizational
networking density
4
# of advocacy campaigns ICL is a
part of
Diversified income from non- % income from non-USA funding
USG funding agencies
Outputs
Objectives
Expanded networking and
collaborations
4
# of advocacy campaigns ICL has
spearheaded
1
# of ICT and Equipment Policy
developed
4
1
# of Records and Filing Policy
developed
# of projects implementing
activities in line with advocacy
strategy
1
# of Public Relation & Marketing
Strategy & Policy developed
4
1
# of Branding & Marking Guideline
developed
# of advocacy issues identified
1
# of Communication Strategy &
Policy developed
15 minutes
1
# of Informational resource centre
established
Average amount of time taken to
access and /or restore lost data
1
# of Records management and
archiving systems developed and
utilized
Increased security,
accessibility and usability of
information and equipment
within the organization.
2013 Targets
Indicators
Outputs
Expanded advocacy portfolio
To increase
organizational
impact of its
activities through
the strengthening
of advocacy,
networking and
alliance building
Objectives
-
-
40%
150M
2
Q4
Q4
40%
200M
2
-
-
10%
-
2
-
-
-
-
-
-
-
-
-
-
-
2
2
-
2
-
-
25%
5%
50%
0
80%
1
3
1
10%
2
-
80%
25%
5%
50%
0
80%
1
10%
10%
Ksh 50 m Ksh 50 m
Q3
1
-
10%
2
-
2
4
-
-
-
-
-
-
15 Mins
Q3
0
20,000
50,000
0
50,000
50,000
0
50,000
50,000
50,000
0
250,000
390,000
750,000
200,000
0
500,000
Budget(K.sh)
350,000
300,000
200,000
450,000
700,000
700,000
100,000
0
400,000
200,000
200,000
200,000
400,000
350,000
200,000
Budget(K.sh)
39
40
Indicators
% of applications completed in
partnership
50%
% of applications completed in
partnership
% Increase of projects that score
more than 80% in the Projects
Supervision visits
To strengthen
local
organizations to
deliver health
services
90%
% Increase in the number of
projects that receive quarterly
Supervision visits with a report
written
Strengthened project
execution Out
% CSOs that will
complete the institutional
strengthening mentorship
plan
Local CSOs capacity to
implement health projects
strengthened
Local CSOs for institutional
strengthening identified
Improved project close out
90%
Indicators
Outputs
Q1
Q2
Q3
80%
-
-
-
-
10
-
50%
3
1
10%
2
-
50%
Q4
90%
30%
-
-
Ksh 1 m
Q4
50,000
0
50,000
0
1,000,000
100,000
200,000
50,000
20,000
50,000
0
50,000
50,000
50,000
Budget(K.sh)
6
5
% of CSOs that will graduate to
receive programmatic grants
85%
#of CSOs that will complete the
mentorship plan within one
calendar year
# of CSOs that a follow up OCA will
be conducted
80%
% targets achieved by each CSO
as outlined in the institutional
strengthening mentorship plan
12
6
# of Institutional Strengthening
mentorship plans developed
#of progress review meetings held
per CSO
6
6
14
1
90%
Number of organizational baselines
in form of OCAs conducted
# of CSOs which are finally brought
on board
# of CSOs shortlisted for OCA
Advert for the CSOs placed on a
platform with national reach
% Increase in the number of
projects that score more than 80%
in the Project Close File
2013 Targets
-
-
3
--
80%
3
3
3
14
1
80%
60%
60%
-
-
3
-
80%
3
3
3
-
-
80%
70%
70%
-
-
3
-
80%
-
-
-
-
-
90%
80%
80%
5
6
3
85%
80%
-
-
-
-
-
90%
90%
90%
50,000
600,000
250,000
400,000
60,000,000
100,000
600,000
300,000
50,000
300,000
300,000
300,000
300,000
Budget(K.sh)
300,000
Objectives
-
-
1
50%
2
2
-
2
-
50%
Ksh 4 m
Q3
% Increase of new projects that
score more than 80% in the Project
Inception File
70%
-
-
-
-
1
-
-
50%
3
-
-
2
1
50%
500,000
60%
-
1
1
-
-
-
-
50%
2
-
Q2
% Increase in the projects that
are inducted through the Project
Management Manual
90%
30%
1
Standardise values for cost share
% increase in utilisation of
community resources against
previous year
1
Annual community resource
mapping and audit
Ksh 5 million
1
10
Improved project initiation
and planning
Improved mobilization of
community resources
Amount raised from alumni and
individual donors
# of issue-based fundraising
campaign developed
# of alumni participating in skill
share program
1
10
# of consortiums formed with
other national NGOs
3
# of international partnerships
developed (including universities)
-
2
8
50%
-
10%
Increased utilization of
Alumni volunteer/skill share
individual supporters/alumni program developed
Q1
1
50%
2013 Targets
% income from corporate partners
Increase and improvement in Annual partnership audit
partnerships
# of corporate partnerships
developed
Outputs
To improve the
management of
projects
Objectives
41
858,511,950
90,656,950
700,000
1
1
50,000
1
2
50,000
1
-
5,000
1
1
5,000
1
1
1,000,000
1
1
1,500,000
1
1
50,000
1
1
500,000
10,000
-
50,000
1
2
50,000
20%
10%
500,000
1
2
1,000,000
-
400,000
-
1
2
1
1
1
1
1
1
-
2
10%
2
-
-
Q3
No. Function
GRAND TOTAL
SUB TOTAL
Roles
1
CEO Matters
•
•
•
•
Select. Monitor and Evaluate
Mentor and guide
Set remuneration and assess
Appoint and remove, as required
2
Resource Mobilization
3
Performance Matters
•
•
•
•
•
Raise resources to sustain the ICL strategic options
Connect ICL to funding sources
Establish suitable indicators of performance
Monitor on a regular basis
Make strategic decisions based on this information
4
Strategy Setting/Approval
5
Risk Management
•
•
•
•
Provide overall long term direction
Development of specific goals and targets
Ownership of risk management policies and practices
Monitoring and regular update of risk management policies and practices
6
Compliance
• Ensure organization meets all necessary requirements
7
Operating Plan
• Provide leadership to the organization in an appropriate way
• Set policy agenda for organization
• Endorse direction as appropriate
8
Communication and
Relationship Management
• Manage communication with key stakeholder groups, including members and
other relevant groups to assist the organization achieve its goals
4
# of shared learning forums held
internally
7
# of existing programs improved
based on research
Enhanced feedback of
research findings to
beneficiaries and in
utilization
2
# of new programs designed based
on the Research findings
4
# of policy briefs developed
4
# of Research papers published
from completed research studies
4
# of completed research studies
disseminated
4
# of research studies conducted
4
Increased innovation
through enhancing the
ability of the organization
in research management,
documentation and
coordination
# of research areas identified from
on-going programs and other
strategic national documents
10
# of staff trained on basic
quantitative and qualitative data
analysis software
1
# of operational Data management
procedures developed
50%
7
# of projects adhering to data
quality protocols
# of projects assessed on data
quality
Proportion of project management
decisions informed by data
7
1
Automated M&E system developed
1
Organizational M&E plan in place
Improved quality of service
delivery through monitoring
and evaluation
5.1 CORPORATE GOVERNANCE AND THE ROLE OF THE BOARD
TABLE 7: THE ROLE OF THE BOARD
1
2
-
1
1
1
1
1
10
1
2
10%
2
1
1
Q2
5. To strengthen
Monitoring and
Evaluation
CHAPTER
CHAPTER
5 IMPLEMENTATION
IMPLEMENTATIONSTRATEGY
STRATEGY
A typical board has four (4) fundamental responsibilities- a) Technical oversight and direction b) Resource
mobilization c) Ensuring compliance and d) Improving performance. This strategic plan finds the most significant
roles of the board as contained in Table 7 below
Q1
2013 Targets
Indicators
Outputs
Objectives
42
5
At this stage, ICL requires understanding and implementing corporate governance. Corporate governance is the
system that maintains the balance of rights, relationships, roles and responsibilities of members, directors and
management in the direction, conduct, conformance and control of sustainable performance of the organization
with honesty and integrity for the long-term interests of the organization, members, and business and the
community stakeholders.
Q4
Budget(K.sh)
To avoid conflict between the Board and Management
ICL requires articulating what is the role of the board,
and what is the role of management. Many boards are
now adopting an approach of specifying exactly which
issues require board involvement, and in many board
charters a section dealing with ‘Matters Reserved for
the Board’ is included.
5.2 BOARD STRUCTURE
Finding and selecting appropriate board members is
critical to the success of an organization. While ICL is at
the moment may be focused on the important task of
raising much-needed funds for the organization, this is
not the sore criterion for selecting or evaluating board
members. Board members act as stewards to the
organizations (working together to effectively achieve
43
44
For ICL careful thought has been brought in to bear
on the delivery of programs that are dictated by this
plan. The agility and efficiency required in realizing
the vision of the organization has been built into the
strategic areas dealing with institutional development.
These so far are considered as the most viable means
of achieving this.
In the regard, the, the organizational structure and
board roles have been revisited. A number of key
functions and desirable practices have been identified
and incorporated into the implementation strategy.
These are, but not limited to financing, tracking
progress, identifying and mitigating risks.
5.3.1 PHASING OUT THE STRATEGIC PLAN
IMPLEMENTATION
The period October to December 2012 is the prestrategic plan phase. During this time, it is envisaged
that ICL will clear all the outstanding business related
to the various strategic plan, develop supporting
strategies like the HR and Resource Mobilization
and others to a level of determining the stage of
organizational maturity and specific changes needed
to strengthen the outfit to a level of adopting and
executing this strategic plan.
The organizational structure of ICL is as follows:
1) A strong belief in the organization. It is critical
that board members are loyal to the purpose
for which the organization was created and
have an understanding of the needs of its
constituents. They should also have a strong
sense of the history of the organization, and
be able to reconcile this with the organization’s
vision and changing realities.
2) Diversity. The composition of the board should
be diverse, reflecting the population that it
seeks to serve. Some sources for prospective
board members are colleges and universities,
legal professionals, business leaders in the
community, donors, service clubs, the banking
industry, and volunteers.
3) Willingness to commit time and resources.
Board members should be able to attend most
board meetings and be ready to commit financial
resources in support of the organization.
4)Experience in governance. The most valuable
board members display strong skills in
stewardship and planning for the future,
formulating strategic plans, setting priorities,
and monitoring performance.
5)Ability to work with a team. Board members
have to put aside self-interests to determine
what is best for the organization.
6)An understanding of his or her role as board
member. In an interview conducted by Peter
Drucker, one non-profit executive described
board members as “governors, sponsors,
ambassadors, and consultants.” Board members
play many roles but managing the organization
is not one of them.
The Board as part of the implementation will appoint
Board Committees that will deal with the issues of
resource mobilization, compliance and performance
monitoring
5.3 INSTITUTIONAL ARRANGEMENTS
5.3.2 MANAGEMENT STRUCTURE AND FUNCTIONS
the mission). Therefore, in addition to the fund raising
role attribute, board members must demonstrate the
following others:
45
5.4 RISK MANAGEMENT, MONITORING PLAN
AND REPORTING
5.4.1 RISK MANAGEMENT ASPECTS
The risk management of this strategic plan must be
considered in order to take precautionary measures
in good time and thus prevent failure of the strategic
plan implementation. The following are some of the
critical factors for success;
1. The ICL board and management must obtain
ownership and buy-in from all relevant parties.
These include membership, partners, local
communities and the Government of Kenya
(GoK), to mention a few.
2.The board and management must, and
immediately intensify the fundraising capacity
and efforts to secure new funding and other
support. These sources could include private
and public sectors as well as mechanisms for
generating funds internally.
3.The management must start to track the
annual work plans by establishing monitoring
milestones, setting a general baseline,
conducting half year and annual reviews and
revising work plans
4.While this strategic plan document is an
important asset for branding and creating
the visibility of ICL, it still is exposed to the
risk of gathering dust on the shelves and
resource centers. This risk must be addressed
by an inclusive validation, launch and wide
dissemination of the document among
stakeholders.
ANNEX
ANNEX
5.4.2 PROCESS OF MONITORING AND EVALUATION
ICL will during the prestrategic plan period require
institutionalizing a simple internal performance
monitoring and evaluation plan that is to be used
across all programs and regions. Is should include
among others business performance, governance,
institutional, economic and other protocols. This will
be used or adopted to the monitoring, evaluation and
reporting requirements of this project. All protocols
shall be agreed upon with the Board and stakeholders.
Progress against each project component will be
tracked using the ICL-specific indicators.
Specific to monitoring plans, ICL will develop a
performance-monitoring plan to track performance
as per implementation plan. ICL should collect data
from all strategic areas on quarterly basis.
Specific to evaluation, ICL will implement both
internal and external evaluation for all programs and
projects. The M and E and personnel and internal
audit function will conduct internal evaluation. The
senior management will jointly sanction external
evaluation and will take form of mid-term and end
term. Independent consultants shall carry these out.
5.4.3 ANNUAL GENERAL MEETINGS, EXTERNAL
AUDITS, MANAGEMENT AND BOARD
MEETINGS
There will be one (1) Annual General Meeting. There
may on a need be basis other special general meetings.
In all these the Board shall report to the stakeholders
all matters (important) on how ICL is achieving the
performance targets. This will still be the Annual
Strategic Plan Review,
There will be one (1) Annual Audit of ICL and its
affiliates. This shall be carried out by independent
auditors and accountants appointed by the Board,
through a resolution sanctioned by the Board. There
will be four (4) Board Meetings every year. There will
be monthly management meetings at ICL.
46
ANNEX 1: SWOT AND PEST ANALYSIS
As part of the ICL strategic planning process, an analysis of the current internal and external situation was
conducted amongst staff. For the internal analysis, this process helped to identify the strengths, which should
maximised and learnt from, the weakness to be strengthened, the opportunities to be seized and the threats to
be mitigated. 53 staff participated in a survey and 20 staff in a workshop in which these issues were explored. The
output of these exercises has been summarised in the table below, and has been considered in the development
of this strategic plan.
STRENGTHS
WEAKNESSES
•
•
•
•
•
Diverse and highly educated/skilled staff team
Quality services/specialization
Representation at national and regional level (inc gov)
Wide range of projects/target groups
Great first impression/popular in community/
reputation
• Short turn around/Flexibility
• Strong internal departments and/or management
• SEAL pillars - integrated/holistic approach
OPPORTUNITIES
• Over working of staff and high staff turnover
• Poor internal process (ineffective policies and
controls, poor management)
• Dependence on donors/Compliance to
contractual obligations
• Lack of focus/frequent changing priorities
• Poor communication of work to public/partners
and branding
THREATS
• Development of A and E pillars
• Grant making to and strengthening of CBOs
(through FANIKISHA)
• Wider expansion to health
• Geographic expansion
Alumni engagement/Use of Interns
• Reliance on donor funding/reducing donor
funding
• High staff turnover
• Reduced funding for HIV
• Competition from other CSOs doing similar work
Risk of L pillar being seen as political leading to
reputational damage
As part of the same process, staff responded to questions around the external environment of ICL. Below is
a table detailing key Political, Economic, Social and Technical factors which might impact or change the ICL’s
operational environment during the time of this strategy (2013-2015). These items have been considered in the
determining of the strategies, targets and activities of this plan.
47
POLITICAL
•
•
•
•
•
ENVIRONMENTAL
Political uncertainty in Kenya
Risk of reduction in USG funding/US elections
Devolution
International wars/conflicts/terrorism
Unification of EAC - development of common
currency
SOCIAL
Global economic crises affecting donor countries
Increase in poverty/unemployment in Kenya
Exchange rates/ inflation
Relationship between Asian and African countries
Change in tax rules
Kenya developments - oil, ports
TECHNOLOGICAL
• Policy and funding shift to work with MARPS (e.g.
pro/supportive LGTB programs) – ICL to consider
response
• Expectant continued drop in HIV rates/global
interest in other diseases
• Growing population in Kenya
• Sex becoming more casual
48
•
•
•
•
•
•
• Virtual implementation and peer education (social
media, on-line forums)
• Ability to better manage and utilize data

Kenya Mpya, Wakilisha 2030!

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