action kenya initiative - actkenya.org plan document 2018_2020.pdf · mobilize public opinion in...

ACTION KENYA INITIATIVE

STRATEGIC PLAN

2018-2020

Our Mission Statement

To end physical, sexual and psychological violence against women and girls through awareness, mentorship and

economic empowerment through Our strategic approach of; to Educate, Transform, Elevate and Empower

Our Vision

To ensure that women, girls and youth are empowered against child marriages, sexual and psychological violence

directed to them.

Our Core Values

1. Integrity

2. Transparency

3. Honesty

4. Discipline

5. Compassionate

6. Excellence

Our Goals

1. To establish a community ICT incubation Centre for learning and research.

2. Reduce dropout cases due to peer pressure in schools and increase school attendance

3. To establish a community library and mentorship Centre for the community

4. To establish a vocational and talent incubation Centre for youth and women

5. To enhance community awareness programs on health, education, empowerment and life skills.

Our Target Group

Adolescent girls and girl child

Children in need of care and protection

Vulnerable women (widows, disabled, from poor background)

Youth out of school (from poor background, orphans, disabled, in drugs)

Vulnerable School going youths (orphans, disabled, from poor background)

Quality Policy Statement

Action Kenya Initiative (AKEI) is committed to awareness, advocacy and empowerment campaign for better

development policies for the youth (Boys and Girls) and women in the community.

Foreword

Action Kenya Initiative is an organization established and registered as a community-based

organization (CBO) under the Ministry of Gender and Social Development Office

registration number BTR/DSS/CBO/0019/2017. Action Kenya Initiative has the mandate to

ensure that the socio-economic development processes are an enabler in the creation of

better livelihood among women and youth is enhanced on per with the national capacities

as it results to an improved national pool of skills that are relevant to national priority areas.

Similarly, in order to realize maximum benefits arising from our project, there is need to

adopt a systems approach to address innovation and dynamism in all sectors of the

economy by examining their interdependency, interconnections and interrelations. However, over the years

(Since formation), the funding for AKEI projects and programs has been inadequate. This has been further

compounded by competing demands for new needs in the community, like entrepreneurship, ICT and Agri-Buss.

Against this background, innovative resource mobilization mechanisms are critical for the successful

implementation of the Organization’s Strategic Plan. More challenges are coming up that results in our budget

constraints, like currently there are more emerging issues among youth in schools especially girls who drop out of

schools, some even fail to complete their ‘O’ level education as a result of peer pressure and indulgence in drugs.

Action Kenya Initiative Strategic Plan (2018-2020) is built on four strategic issues: Educate, Transform, Empower

and Elevate Policy, we also focus on Advice, Coordination, Promotion, Institutional Strengthening and Resource

Mobilization. As a community Based Organization (CBO), we have limited to donor support who majorly prefers

supporting bigger organization projects undertaken by Non-Governmental Organizations (NGO’s). Action Kenya

Initiative focuses on Technology and Innovation Policy, which are both aligned to the Kenya Vision 2030.

I wish to emphasize that the Organization is committed to the implementation of this plan and will provide policy

guidance and resources necessary for the process. At the same time, the Organization will seek the support of all

key stakeholders in youth, women, NGO’s and financial institution Sector whose concerted efforts are critical to

the success of this plan.

Zachariah Mutamani

Program Director

Preface

The role of Action Kenya Initiative in socio-economic transformation of Members of

the community is well recognized. As the premier advocator of innovation, skills

acquisition, knowledge in both ICT, entrepreneurship, mentorship programs and

advocacy. The organization has the mandate to steer economic independence, advancement and technological development in the community.

However, this can only be Realized if the organisation is guided by a comprehensive Strategic Plan developed Through a consultative process.

AKEI Strategic Plan 2018-2020 has been developed to fill the gap that has been created

in the community and the need to incorporate the expanded mandate that now includes

regulation and quality assurance. Key achievements in the year 2017 period include the development of a proper institution framework, engaged in capacity

development, in 2017, we successfully Carried out, mentorship programs in school and Anti-Jigger Eradication

campaign in public primary schools in collaborations and linkages at both national and international levels donors. However, a number of challenges were encountered during 2017 Plan period.

These included: inadequate human resource capacity, underfunding of the organization’s activities and low levels of automation all which have had a negative impact on monitoring and evaluation and service delivery.

This plan therefore draws from lessons learnt from the implementation of some of the projects carried on in 2017

combined with the need to embrace best practices in regulation, advisory and coordination of matters of

importance to the community and innovation among youth as a result of technology that has identified specific achievable goals which have been made in light of Action Kenya Initiative goal towards ‘an innovation-driven

economy for prosperity of youth both girls and boys and women. The various initiatives for the four strategic

issues identified will be implemented through Annual Work-plans. A performance management system shall be put in place to ensure accountability for results. The work environment will be founded on an improved

organization structure, competitive schemes of service for staff, a robust institutional

knowledge management system and outreach strategy. I wish to thank the Board, Staff, Strategic Planning Committee and all stakeholders for their valuable contribution towards the Strategic Plan development process.

Johnson Mbayi

Board Chairman

Acronyms

CBO……………………………………………………………Community Based Organisation

SDO……………………………………………………………Social Development Officer

AKEI….......................................................................................Action Kenya Initiative

NGO’s…………………………………………………………Non-Governmental Organisations ICT……………………………………………………………. Information Communication Technology

MDG…………………………………………………………...Millennium Development Goal

MDG’s…………………………………………………………Millennium Development Goals SDG……………………………………………………………Sustainable Development Goal

SDG’s…………………………………………………………. Sustainable Development Goals

YOUTH………………………………………………………. Girls and Boys between 14Yrs-35Yrs COMMUNITY…………………………………………………Involves Youth and Women

FGM……………………………………………………………Female Genital Mutilation

MOU……………………………………………………………Memorandum of Understanding

MTP……………………………………………………………. Medium Term Plan RRI……………………………………………………………..Rapid Result Initiative

A/C……………………………………………………………..Accounts

FIN………………………………………………………………Finance

Table Of Contents

1.1 Executive Summary ............................................................................................................................. 7

1.2 Structure of the Strategic Plan ............................................................................................................ 7

1.3 Chapter One: Introduction ......................................................................................................... 8

1.1 Background ............................................................................................................................................ 8

1.2 Role of ICT and Entrepreneurship in National and Community Development ........................................ 8

1.4 1.3 Plan 2018-2020 ................................................................................................................................ 9

1.5 Background Of the Problem ................................................................................................................ 9

1.6 Problem analysis .................................................................................................................................. 9

1.7 Major issues ........................................................................................................................................ 10

1.8 2.1 PESTEL Analysis .......................................................................................................................... 10

1.9 Strength, Weakness, Opportunity and Threat (SWOT)Analysis ..................................................... 12

1.10 Strengths ............................................................................................................................................. 12

1.11 Weaknesses ......................................................................................................................................... 12

1.12 Opportunities ....................................................................................................................................... 12

1.13 Threats ................................................................................................................................................ 12

1.14 Chapter Two: Situational Analysis .................................................................................... 13

1.15 Sector Outlook.................................................................................................................................... 13

1.16 Stakeholder Analysis ........................................................................................................................... 13

1.17 Risk Analysis ....................................................................................................................................... 14

1.18 Chapter Three: Strategic Model ............................................................................................. 15

1.19 Our Mission Statement ...................................................................................................................... 15

1.20 Our Vision .......................................................................................................................................... 15

1.21 Our Core Values................................................................................................................................. 15

1.22 Strategic Issues, Objectives and Strategies .......................................................................................... 15

1.23 Strategic Goals ................................................................................................................................... 15

1.24 Chapter Four: Implementation Matrix ............................................................................................. 16

1.25 4.1 Matrix ........................................................................................................................................... 16

1.26 4.2 Quick Wins ................................................................................................................................... 16

1.27 Chapter Five: Monitoring and Evaluation ........................................................................................ 17

1.28 Chapter Six: Financing the Strategic Plan ........................................................................................ 17

1.29 Organizational Structure ................................................................................................................... 19

Executive Summary

At Action Kenya Initiative, we achieve change through awareness, advocacy and empowerment. We hold

community opinion leaders and government representatives to account for the commitments they've made to fight

extreme poverty, Protect children rights, girl child and youths. We campaign for better development policies, more

effective aid and trade reform. We also support greater democracy, accountability and transparency to ensure

policies to beat poverty are implemented effectively.

Action Kenya Initiative works closely with policy experts, Community and leaders, and anti-poverty activists to

mobilize public opinion in support of tested and proven methods for tackling poverty. At Action Kenya Initiative,

we believe in justice and equality to girls, women, children and youth.

Our strategic approach is to Educate, Transform, Elevate and Empower the Community (Girl child, Women and

Youth) Through our tailored programs. Our tailored programs for the community is meant to be in line with both

MDG’s, SDG’s and Kenya vision 2030 which is aimed at bringing a solution to social and environmental problems

and poverty reductions. We believe that Entrepreneurship and ICT are key pillars to drive the economy through

youths.

The development of the strategic plan 2018-2020, has been necessitated by a number of factors. This include need

and desire for technology among youth and women in the community, Need for entrepreneurial skills, (Inadequate

ICT and Entrepreneurial skills)

The strategic planning process involved stakeholder consultations, gap analysis, internal analysis and external

analysis. A review was also conducted to identify the key issues that are emerging and also affecting the community. Strategic issues, goals, objectives and strategies have been developed for effective implementation of

the Plan. An organisation Score Card has been developed to identify the specific result expected under each

strategic issue.

The total budget requirement for implementing the Strategic Plan is KES 2,717,000 (Within 3 years) Two Million,

Seven Hundred and Seventeen Thousands only. The Plan shall be implemented through annual work plans and shall be integrated into the annual performance

contracting cycle of the organisation. Quarterly reports on the progress of implementation shall be submitted as

required. There shall be annual reviews of the Plan to review progress and evaluate performance. The Plan shall be

revised as appropriate to respond to the changes in the operating environment.

1.1 Structure of the Strategic Plan

The plan is divided into six chapters:

Chapter one explores the background and mandate of the Project; the role of the Organisation and the

performance over the last planning period; key challenges; constraints and the rationale for the strategic plan.

Chapter two covers the situational analysis that looks at the current operating context for the project. It covers the

project outlook, internal and external analysis, stakeholder expectations and risk analysis. The first two chapters form the basis for which the strategic model has been developed.

Chapter three highlights the strategic model which presents the vision, mission and core values. In this chapter,

the strategic issues, goals, strategic objectives and strategies are presented. Chapter four discusses the implementation matrix, organizational structure and the quick wins that AKEI can

focus on.

Chapter five looks at the financing for the strategic plan. The cash flow projections for the plan period and the various resource mobilization strategies are included.

Finally, Chapter six looks at the monitoring and evaluation framework for the strategic plan

1.2 Chapter One: Introduction

1.1 Background Action Kenya Initiative is non-governmental, not for profit organization. Our key area of operation is in

engagement in different social activities aimed at empowering members of the community. Our main objective is

to ensure the improved living standards of members of the community through provision of quality projects like

education (illiteracy eradication program), Entrepreneurship training, career guidance, ICT, Community awareness

and mentorship programs.

These programs have been tailored to ensure that, Adolescent girls in need of care, Children (In need of care and

protection and orphans), women and youth benefit fully to become productive members of the community. The

organization focuses on supporting vulnerable women and youths end poverty. This is by building their capacity to

lead a decent and productive life through enhancing their skills, knowledge and means of livelihoods.

Action Kenya Initiative provides support to target groups that engage in processes that build a more resilient team

of women and youths through small businesses, building savings groups, Youth education, mentorship and

entrepreneurship development and life skills all geared towards providing empowerment platforms. We believe

that Youths and Women have infinite talents and innovative ideas that can be translated into business and thus the

organization will seek to support them identify and nurture those ideas that will at the end, transform them to be

successful entrepreneurs and an ecosystem of change. This is made possible through donations from Individuals,

NGO foundations, government and corporate organizations.

Action Kenya Initiative seeks to empower women and Youths who will bring an economic revolution through

entrepreneurship in their communities and impact generations and make the world a better place.

1.2 Role of ICT and Entrepreneurship in National and Community Development Entrepreneurship and ICT skills have been identified as the key drivers for economic growth, solutions to social

and environmental problems. Indeed, all countries need to create the capacity to develop and utilize

entrepreneurship and ICT. Societies also need to understand both the benefits and mitigate risks of emerging technologies in order to maximize their benefits. According to the UN Economic and Social Council, science and

technology can play a critical role in each and every Millennium Development Goal (MDG) and Sustainable

Development Goal (SDG) by extension through: - • Fostering access to knowledge;

• Increasing productivity, industrialization, economic growth and creation of decent jobs;

• Achieving food security through sustainable, equitable agricultural systems and by raising production and incomes, especially small holder farms;

• Promoting renewable energy technologies in order to respond to the dual challenge of

reducing poverty while mitigating climate change. The National Economic Blueprint, Kenya Vision 2030, identifies ICT and entrepreneurship as one of the foundations of the three pillars of growth i.e. economic, social and political. The vision aims at transforming the

country into a middle-income economy by the year 2030 with a sustained growth rate of 10% per annum. It

recognizes the role of technology in generation of new knowledge that will enhance wealth creation, social welfare and international competitiveness. The recent increase in life expectancy, reduction of disease incidences

especially communicable diseases, reduced costs of transport and communication, increased production in

agriculture and livestock sectors and increased investments in the country including banking and industry can be attributed to the latest advances in technology and innovation.

1.3 Plan 2018-2020

1.3.1 Plan The 2018-2020 Plan focuses on the realization of the following strategic objectives: - 1. Consultative evidence-based policy making

Strengthen the ICT and Entrepreneurship project performance management framework 2. Capacity Enhancement

i. Strengthen technical capacities and capabilities ii. Enhance a highly skilled human resource base

iii. Increase resources to support the organisation activities and human resource needs 3. Collaborations and Linkages i. Develop strategic collaborations and linkages with national and international

organizations

ii. Collaborate with institutions both locally and internationally for information

exchange and learning 4. Promote Innovation and Investment

i. Enhance innovations in priority sectors

ii. Enhance investment in youth training in entrepreneurship and Ict 5. Increase entrepreneurship and ICT Awareness

1.3 Background Of the Problem

A partnership way of working means that one group does not condemn or feel superior to another, but

acknowledges that each has something to contribute, a pre-requisite for co-operation and collaboration.

This project will be carried out with an aim to encourage partnership of different women and youth groups with

other relevant stakeholders to improve the living standards of themselves and other women and youth in the

community through Entrepreneurship and Technology (ICT) hence resulting in economic empowerment.

This project is to be carried out in Butere Sub County in Kakamega County with an aim of encouraging youth and

women through training and empowerment to embrace job creations

This training is meant to challenging youth and women to embrace entrepreneurship culture for their economic

growth

1.4 Problem analysis

Cultural biases and adherence to traditional roles of women have been used to prevent women from succeeding in

the workplace or have the opportunity to become entrepreneurs which make women continue to face challenges in

the business community. Women have less access to business financing and have less exposure to business

management and entrepreneurial mentors. This leads to alleviation of gender-specific constraints in business. The

question should be “how can lenders provide financial services to women entrepreneurs who are unable to travel

or venture away from their homes?” physical, sexual and psychological violence against women and girls, child

marriages and women dying while giving birth is among the bigger challenges facing women in the community

already, to add unemployment to it, life becomes unbearable to women.

Some of the four obstacles women encounter in the workplace and business are not being

taken seriously, not engaging in self-promotion, seeking too much approval or being a people pleaser, and fear of

technology. What can we do differently to empower these women? There is also a belief in difference in the

ability of women and men to carry out bigger roles or tasks in the community which also results to marginalization

of women on the other hand youths have been left out sometime due to working experience, background and also

education backgrounds which becomes a hindering block towards their economic independence. This synergy

among youth if not well used to positive production will be used otherwise. Majority of people committing crimes

in the country are youth who have a brighter future ahead but have nothing good tangible to do, therefore it is good

to engage them positively and encourage the formation of youth and women groups to benefit from government

grants that will be used to empower themselves

1.5 Major issues

Kenya has 40% unemployment, poor paying jobs and high cost of basic food items that has increased inflation

from 5.7% 2013 to 6.9% in 2014, this has left the population with little to invest hence low asset creation. The

economic growth rate has not been sufficient to create enough employment opportunities to absorb the increasing

labor force of about 750,000 annually majority of them aged between 15 and 24 years. Only about 25 percent of

youth are absorbed, leaving 75 percent to bear the burden of unemployment. Statistics indicate that over 2.5

million youth in the country are out of work. There are fears that the number of unemployed youth in Kenya could

rise to 14 million by 2020 if nothing tangible is done to halt and reverse the current trend. This has also increased

the influx of youth to cities in search for greener pastures after completion of their ‘O’ level, leaving behind

resources like land which is a basic factor of production. This trend of rural to urban migration can be revised or

discouraged if there was a way to empower this youth and women with skills to generate wealth and also to create

jobs for themselves and other youth. One of the ideal solutions to this problem is to educate women and youth on

how to become entrepreneurs through economic empowerment skills. Information and Communication

Technology (ICT) knowledge is ideal. Linking ICT and entrepreneurship will enable them acquire skills in online

marketing (E-Marketing, E-Commerce) budgeting and able to tract price fluctuations in the market. Majority of

youths (Boys and Girls) will benefit fully from the skills and knowledge acquired for their economic

empowerment, the skills acquired is the most relevant to improve the livelihoods of many youths and young

women in the society.

1.6 2.1 PESTEL Analysis

PESTEL Analysis looks at the factors within the operating environment that are political,economic, social,

technological, environmental and legal in nature and their implications to the operations of AKEI as summarized in

the table below:

Observations Implications

Political Environment

The Kenya Vision 2030 has Technology (ICT) and

Entrepreneurship as one

of the foundations of socio-economic and political development

Realization of Vision 2030 goals will be dependent

on the performance of the ICT

sector and Entrepreneurship

Kenya is a signatory to a number of

conventions/treaties/agreements/MoUs

which touch on matters of SDG’s and MDG’s

AKEI to continue to be a focal

point/liaison

office on behalf of the Government on matters of SDG and MDG in the

community/grassroots level

Change of government and leadership

Realignment of government and

Change in government priorities that targets CBO’s,NGO’s and interests

sin SDG,S and MDG’S

Economic Environment

Inadequate funding for ICT and

Entrepreneurship training project

Insufficient financial and support for

promotion of Entrepreneurship and

ICT project.

The need to lobby for more funds for the same project in the

community

Economic performance of the country

Affects funding for ST&I since it is pegged on GDP

Economic growth means more

funding while

decline means less funding

Low, longer term returns on

investment

Discourages investors in the sector

who may want quick returns

Social Environment

Inadequate socialization of ICT and Entrepreneurship in the community

Low uptake and appreciation of the role of Entrepreneurship and ICT in

spurring development in areas of

national concern

The Bill of Rights in the Constitution Need to ensure safe and ethical

development and

application of ICT technologies in

Business

High levels of population increase,

unemployment and poverty

Increased demand for technologies

which provide

solutions to socio-economic challenges

Technological Environment

Increased use of ICTs Effective and efficient business

processes

Existence of indigenous technologies

and

Knowledge

Need to harness, preserve and

promote indigenous knowledge

Increased Government support to technological advancement

Promotion of Entrepreneurship and ICT initiatives and development of

capacity on emerging technologies

Ecological Environment

Emerging environmental challenges such

as e-waste management, diseases,

climate change

Need to develop technologies to address emerging

challenges and mitigation of

diseases and climate change

Unsustainable use, management and

conservation of natural resources

(land, water, forests) {land which is a

primary factor of production}

Degradation and loss of

environmental assets that can be

used for entrepreneurship e.g. Land

Legal and Regulatory Environment Certificate re newal,quarterly and annual reports compilation

Proper and timely re newal of organisation certificates and proper documentation of reports and sharing it with the SDO for accountability

1.7 Strength, Weakness, Opportunity and Threat (SWOT)Analysis

The SWOT analysis as summarized below informed Strategy formulation by identifying the strengths, weaknesses, opportunities and threats for consideration in the delivery of

our Mandate.

1.8 Strengths

- AKEI is established and recognised by Kenyan Law, which provides a legal framework

- Ability to harness opportunities to improve adoption and diffusion of new and emerging

technologies

- Capacity to influence development and implementation of policies

- Committed leadership and supportive stakeholders in delivering of the AKEI mandate

- Experience in providing ICT and Entrepreneurial advice

- Support from the community and the government representatives in the community

- Existence of a network and collaboration with national and international institutions

- Experience in the organization of community conferences

1.9 Weaknesses

o Inadequate human resource capacity

o Inadequate funding of functions and activities

o Weak collaboration and linkages with the private sector

1.10 Opportunities

✓ Emerging technologies in ICT among others.

✓ Expanding markets for indigenous products and value addition for Entrepreneurs

✓ Devolved system of Government ✓ The Kenya Vision 2030 and the MTP II development blueprint

✓ Expanded use of ICT and broad band network in the country

✓ Availability of development partners to support ICT and Entrepreneurship training activities ✓ Increased demand for evidence based information and policy

✓ Large pool of innovative youth

1.11 Threats

▪ Lack of Budgetary allocation by the County government for such sectors in the community level

▪ Absence of a devolved government technology transfer framework

▪ Inadequate public awareness of the Relationship and the Importance of ICT and entrepreneurship

▪ Relatively high cost of equipment and training in ICT and Entrepreneurship

▪ Inadequate government fusion of economic planning with science and technology planning

1.12 Chapter Two: Situational Analysis

1.13 Sector Outlook

Africa remains the poorest and most economically marginalized continent in the world. The continent has failed to

invest in youth (Girls and Boys) whose skills can foster technology and innovation as sources and drivers of

economic growth and long term sustainable development. The continent is characterized by low and declining

public expenditure on research and economic development targeting youth. Other problems include poor uptake of technologies by communities (Youth and women), who are supposed to be the ultimate beneficiaries. There is low

prioritization of investments despite empirical evidence from South-East Asia and other regions showing that

investment in Entrepreneurship and technology yields direct and indirect benefit to national economies.

1.14 Stakeholder Analysis

The stakeholders play a major role in the delivery of AKEI mandate and hence their expectations are considered in

the formulation of this Strategic Plan. Stakeholders and AKEI have varied expectations. Some of the expectations

include; -

Stakeholders Stakeholders Expectations AKEI Expectations

County Government -Strengthen communication of

ICT and Entrepreneurship, and innovation among girls, women and

youth in the community

-Socialization of ICT Technology and Entrepreneurship -Provide advice on new and

emerging technologies. Ensure relevance equity, equality

and quality among youth and

women

-Support public participation in

matters of ICT and Entrepreneurship, empowerment in

the community

-Capacity building.

Private Sector -Develop evidence-based policies and strategies.

-Provide advice on new and

emerging technologies. -Develop a data base on existing

capacity

-Adoption of innovations. -Identify technology / human

capacity

gaps. -Capacity building.

Civil Society -Explore synergies between indigenous and new knowledge.

-Strengthen communication of

Entrepreneurship, technology and innovation.

-Socialization of Entrepreneurship

and

technology. -Provide advice on new and

emerging technologies.

-Ensure relevance and quality, equity and equality

-Support in demystifying Entrepreneurship, technology and

innovation.

-Provide information to organisation

regulators - Adoption of innovations

1.15 Risk Analysis

The Organisation is exposed to risks in terms of threats to service provision and potential of lost opportunities.

The risks which are likely to affect our business have been identified, as summarized in the table below, and their attendant mitigation measures considered in the formulation of this strategic plan

Type Of Risk Description of Risk

from Organization

Rate the Level Of

Risk(High,Medium,Low)

Mitigation Of Risk

Physical Assets Inadequate finances to

acquire physical assets

for the staff

High Seek for alternative

funding sources through

resource mobilization

Shift in priorities from physical assets

High Seek for alternative funding for physical

assets

Destruction of physical properties due to fire and

theft

Medium Insurance for assets

Disaster management Medium Constitute disaster

management committee

Human Assets Inadequate human

resource

to undertake the

Organisation functions

High Employment of more staff

to meet the demand for

Failure to attract adequate

and skilled human

resources

High Improve the terms of

service for employees

Information Assets Low level of automation leading

to delays in service

provision

High Acquisition/upgrade of latest technology

Inadequate resources to

handle modern

information

communication platforms

High Purchase of

equipment

and training of

personnel

Loss/destruction of

records, website, and

policy documents

High Ensure an information

security management

system is put in place

Services Lack of stable service provision e.g. water,

electricity, maintenance

of IT equipment

Medium Purchase an alternative power supply unit for the

organisation

Organisation image

and reputation

Loss of public confidence High Effective Communication

1.16 Chapter Three: Strategic Model

The Strategic Model addresses areas of focus in pursuit of competitive edge over the Plan period. It takes into

account challenges that the organisation may face in the implementation of its strategic Plan and past challenges,

requirements for future success; results of the situation analysis, stakeholders’ expectations and the requisite

mitigation measures on the identified risks.

1.17 Our Mission Statement

To end physical, sexual and psychological violence against women and girls through awareness, mentorship and

economic empowerment through Our strategic approach of; to Educate, Transform, Elevate and Empower

1.18 Our Vision

To ensure that women, girls and youth are empowered against child marriages, sexual and psychological violence

directed to them.

1.19 Our Core Values

1. Integrity

2. Transparency

3. Honesty

4. Discipline

5. Compassionate

6. Excellence

1.20 Strategic Issues, Objectives and Strategies

For the next planning period AKEI seeks to focus on the following strategic issues: -

1. development activities that will empower girls, boys and women 2. Policy advice on matters of Entrepreneurship, technology and innovation among girls and youth

3. Promotion and socialization of Entrepreneurship, technology and innovation among girls 4. Institutional strengthening to ensure full implementation of the Plan

5. Resource mobilization for the project in entrepreneurship and technology development

6. Establish a community ICT and Talent incubation centres for girls

1.21 Strategic Goals

- Reach 1000 Beneficiaries within 5 years (Youth, Women and Adolescents Girls)

- Increase awareness among girls on their rights

- Increase the number of girl’s school attendance

- Develop a culture of entrepreneurship, financial and marketing management among youth

and girls

- Increase awareness of girls’ rights by members of the community

- Develop skills and talents that can be used for economic empowerment

- Increase the number of digital literacy among girls, women and youth in the community

1.22 Chapter Four: Implementation Matrix

1.23 4.1 Matrix

The success of any strategy lies in its implementation. The Implementation Matrix (Annex I) identifies the various initiatives that will be undertaken to achieve the strategic objectives identified and proposes budgetary

implications. The Strategic Plan will be implemented through annual work plans and shall be integrated into the

annual performance contracting cycle. However, successful implementation shall be preceded by the following

key activities: - a. A resource mobilization strategy detailing how funding shall be met

b. A state of the sector survey to establish the requisite baselines that shall continuously be

monitored during the plan period.

c. Effective cascading of the Key Performance Indicators to directorates, units and ultimately to

individual officers within the organization.

1.24 4.2 Quick Wins

In each implementation cycle, activities that guarantee quick wins will be identified and implemented through Rapid Results Initiatives (RRI). The quick wins’ approach will also

give impetus to the implementing functional units to roll out other strategic programs.

1.25 Chapter Five: Monitoring and Evaluation (M&E)

Monitoring and Evaluation will be done to ensure timely implementation of the plan in pursuit of broad indicators of the Corporate Score Card. Annual work plans, monthly and quarterly reports shall form the basis of ongoing

monitoring while periodic evaluation shall be conducted and released through the annual report. Choosing the

correct indicators for the program i.e. Outputs, Outcomes and goals is very important

1.26 Chapter Six: Financing the Strategic Plan

There are different ways the organisation has set aside and plan to use to get money to run the idea. Since the

organisation in not for profit, but as a dully registered community based organisation, our sources of capital are limited but we are planning to reach out to donors, sponsors, government representative and all stakeholders to

come in and support this noble course.

Budget Estimates

1.27 Organizational Structure

Contact Us

0718575018 / 0735239977

www.actkenya.org

[email protected]

www.facebook.com/Action Kenya Initiative

Program Director

Program Officer Finance & Administration Technical service

Internal Auditor Board Chairperson

ICT Unit

Communication

Mobilization

A/c & Fin Manager HR/Admin Manager

HR Section

Admin Section

Account Section

Finance Section

Field Officer

Volunteers

http://www.actkenya.org/

mailto:[email protected]

http://www.facebook.com/Action

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