COLLABORATIONO F W O M E N I N DEVELOPMENT

Investing in Women, Children and Youth

STRATEGIC PLAN2019 - 2023

The Document outlines Five (5) Year plan with key priority areas upon which CWID will focus

Published by© 2019

COLLABORATIONO F W O M E N I N DEVELOPMENT

Investing in Women, Children and Youth Collaboration of Women in Development (CWID) | Zakheme Road,

Mishomoroni | P.O. Box 12327 – 80117, Mombasa, Kenya Tel +2540412242000 / +254770013432

www.coastwomen.org / info@coastwomen.org

In 2007 when we came up with the concept of working with women, youth and children affected by violence and poverty in Mombasa-Kenya, it was a simple dream. The following years showed how such an idea could be a powerful reality that would positively transform the human life and the communities they live in. Coast Women In Development was inspired by the work of the Community members l iving in at the grassroots levels who believed that their gain of Knowledge, awareness, would be a valuable resource for the development of their our communities. Three years later, Coast Women In Development began

making ground connections with local groups partners and stakeholders in initial projects, programs in which interventions have now informed the direction that Coast Women In Development is going to take for the next ve years.

We take pride in our accomplishments in Mombasa County and stakeholders in other parts of Kenya but also for the development of our organization in Mombasa. In thinking forward, our core challenge is to maintain continuity while simultaneously achieving transformation. This document sets out precisely how we plan to do this.

The plan outlines our main aims over the next ve years as we seek to build on our organizational development, increase awareness on human rights issues faced by women and children in Kenya specically in zones affected by development projects, conicts, empower women in leadership, promoting Maternal Child Health-Reproductive Health, Gender Equality, contribute to HIV/AIDS Prevalence reduction and community development through partnership and networks. We fully expect that in following this plan, by 2023 we will have furthered our objectives of making a real difference in improving the lives of the vulnerable women, youth and children by uplifting their standards of living.

FOREWORD BY THE EXECUTIVE DIRECTOR

Betty Sharon – Executive Director

LIST OF ABBREVIATIONS

CSOs Civil Society Organizations

CWID Coast Women in Development

KES Kenya Shillings

M & E Monitoring and Evaluation

PBO Public Benets Organization

STEM Science, Technology, Engineering, and Mathematics

TIVET Technical & Vocational Training

WILIN Women in Leadership Network

WOFAK Women Fighting AIDS in Kenya

TABLE OF CONTENT

FOREWORD BY THE EXECUTIVE DIRECTOR ............................................................................ ii

LIST OF ABBREVIATIONS ........................................................................................................... iii

TABLE OF CONTENTS ............................................................................................................... iv

LIST OF TABLES .......................................................................................................................... vi

EXECUTIVE SUMMARY ............................................................................................................ vii

1.0 INTRODUCTION................................................................................................................... 8

1.1 Context of the Strategic Plan....................................................................................... 8

1.2 Brief Prole of CWID ....................................................................................................... 8

1.2.1 History ........................................................................................................................ 8

1.3 Performance .................................................................................................................. 8

1.3.1 Achievements ......................................................................................................... 8

1.3. 2 Challenges ............................................................................................................... 9

1.4 Rationale for the Strategic Plan .................................................................................. 9

1.5 Methodology used in Developing the Strategic Plan ............................................ 10

1.6 Structure of the Strategic Plan ................................................................................... 10

2.0 SITUATIONAL ANALYSIS .................................................................................................... 11

2.1 The State of Women Empowerment in Kenya ........................................................ 11

2.2.1 Strengths ................................................................................................................. 11

2.2.2 Weaknesses ............................................................................................................ 12

2.2.3 Opportunities ......................................................................................................... 12

2.2.4 Threats ..................................................................................................................... 12

2.3 Stakeholders Analysis .................................................................................................. 13

2.4 Risk Analysis ................................................................................................................... 15

3.0 CWID’s STRATEGIC FRAMEWORK ................................................................................... 16

3.1 Introduction .................................................................................................................. 16

3.2 Vision .............................................................................................................................. 16

3.3 Mission ........................................................................................................................... 16

LIST OF TABLES & CHARTS

Table 1: Challenges and Constraints .................................................................................... 9

Table 2: Strengths ................................................................................................................... 11

Table 3: Weaknesses ............................................................................................................. 12

Table 4: Opportunities ........................................................................................................... 12

Table 5: Threats ...................................................................................................................... 13

Table 6: Stakeholder Analysis ............................................................................................... 14

Table 7: Risk Analysis .............................................................................................................. 15

Table 8: Strategic Drivers ...................................................................................................... 16

Table 9: CWID’s Governance .............................................................................................. 18

Table 10: Implementation Matrix ......................................................................................... 21

Table 11: Financial Requirements ........................................................................................ 24

This 5-year Strategic Plan for CWID for the period 2019 to 2023 emerges

from comprehensive reections and consultation meetings held

between September and November 2018.

This plan is based on recognition of the (political, economic, social,

dynamics within CWID's operational context and the global

development agenda now shaped by the sustainable development

goals.

The aspirations of this Strategic Plan are enshrined in CWID's vision

“Improved lives of the vulnerable Women living at the grassroots level”

and mission “Identify and Reinforce Women`s and girls' Roles in

Education, Governance, Leadership and Development” statements

and are further reected in the goals and objectives.

CWID's work through this plan shall also be inspried by African Union

Agenda 2063, East Africa Community Vision 2050, Kenya Vision 2030,

Building Bridges Initiave, Big Four Agenda and the National Genda

Policy.

CWID hopes to focus on the following ve priority areas: Governance;

Women and Youths Economic Empowerment; Health; Promotion of

Gender equality & Access to Justice; and Peace & Security.

EXECUTIVE SUMMARY

1.0 INTRODUCTION1.1 Context of the Strategic Plan

The Strategic Plan 2019 – 2023 outlines CWID's strategic direction, objectives and approaches to

support efforts to achieve gender equality and empower all women and girls. It contributes to the

gender-responsive implementation of the 2030 Agenda for Sustainable Development as well as

national gender indicators. With a cross-cutting emphasis on leaving no woman or girl behind, the

Strategic Plan outlines ve strategic priorities for CWID in 2018–2021:

To guide our engagements and promote effective coordination with our networks and partners

CWID has developed a ve-year strategic plan.

1.2 Brief Prole of CWID

1.2.1 History

Coast Women In Development (CWID) is a registered and independent, non-prot making

grassroots women organization that exist to improve the lives of women and children at the

grassroots levels. It was established in the year 2005 to identify and reinforce women's role in

Education Leadership, Developments and Governance, the organization is registered by NGO

board. CWID in addition, serves as the secretariat to the Pwani Gender Based Violence Network,

which is a group effort of the various organizations addressing issues of gender in general and gender

based violence at the Coastal Region of Kenya in collaboration with GBV Prevention Network Horn

of Africa.

Vision: Improved lives of the vulnerable Women living at the grassroots level.

Mission: To identify and reinforce Women's role in Education, Leadership and Development

1.3 Performance

1.3.1 Achievements

Being a relatively young network, CWID has made some signicant achievements. These include:

-

1.1 Context of the Strategic Plan

The Strategic Plan 2019 – 2023 outlines CWID's strategic direction, objectives and approaches to

support efforts to achieve gender equality and empower all women and girls. It contributes to the

gender-responsive implementation of the 2030 Agenda for Sustainable Development as well as

national gender indicators. With a cross-cutting emphasis on leaving no woman or girl behind, the

Strategic Plan outlines ve strategic priorities for CWID in 2018–2021:

To guide our engagements and promote effective coordination with our networks and partners

CWID has developed a ve-year strategic plan.

1.2 Brief Prole of CWID

1.2.1 History

Coast Women In Development (CWID) is a registered and independent, non-prot making

grassroots women organization that exist to improve the lives of women and children at the

grassroots levels. It was established in the year 2005 to identify and reinforce women's role in

Education Leadership, Developments and Governance, the organization is registered by NGO

board. CWID in addition, serves as the secretariat to the Pwani Gender Based Violence Network,

which is a group effort of the various organizations addressing issues of gender in general and gender

based violence at the Coastal Region of Kenya in collaboration with GBV Prevention Network Horn

of Africa.

Vision: Improved lives of the vulnerable Women living at the grassroots level.

Mission: To identify and reinforce Women's role in Education, Leadership and Development

1.3 Performance

1.3.1 Achievements

Being a relatively young network, CWID has made some signicant achievements. These include:

Table 1: Challenges and Constraints -

Challenges

1. Flow of resources to civil society has been constrained by donor proprieties that focus more on country based activities and business activities as opposed to popular participation

2. Insufcient prioritization of knowledge creation (research) as a strategy in generating public legitimacy on women empowerment

3. Insufcient resources to implement capacity building and other member activities to strengthen the platform

4. Limited resources (both human and nancial)

5. Inadequate commitment from partners

1.4 Rationale for the Strategic Plan

The development of the Strategic Plan is expected to result into the realization of the following

benets to CWID:

1. Increased organizational effectiveness and efciency resulting from the development of a

clear strategic direction through the formulation of corporate goals and objectives. This

practice will thus allow for prioritization of resource allocation by making strategic choices;

2. Provides a framework for evaluating alternative strategies. Since the planning process

includes participatory discussions touching on all functional areas of the organization, the

deliberations provide the planning team and participants with a clear understanding of the

business key success factors and operational issues.

3. An improved mechanism for stakeholder participation and motivation. This is achieved

through effective internal and external communication that is used during the strategy

analysis, formulation, implementation, and evaluation. This therefore stimulates positive

response from the various stakeholders of CWID as it results into a feeling that they are part of a

team that is focused on a specic purpose and mission.

4. Provides the functional managers and operational staff members with an opportunity to

broaden their viewpoint and grow with the organization. This practice further helps to ensure

sustainability of activities and allow for diffusion of strategic management mind set and

culture in the organization.

5. Provides a framework for effective monitoring and evaluation of corporate, functional, and

individual performance.

1.5 Methodology used in Developing the Strategic Plan

Development of this strategic plan was inclusive and participatory and it entailed the following key

activities; -

1. Meetings (both physical and virtual) with management to agree on the scope and

methodology to the used in the process of developing the plan;

2. Review of Documents including National Gender Policy, CWID reports, County GBV Policy,

Vision 2030, Sustainable Development Goals and other relevant publications;

3. Use of questionnaire for the Board of Directors, key stakeholders and secretariat to capture

successes, challenges and lessons learnt. Proposed strategic direction for the Organization

was also captured using the questionnaires;

4. One-day strategic planning meeting for key stakeholders and management to build

consensus on SWOT, Vision, Mission, Strategic themes, objectives, performance targets and

indicators for the planning period;

5. One-day validation workshop with the key stakeholders to validate the strategic plan.

1.6 Structure of the Strategic Plan

The Strategic Plan is divided into seven chapters. Chapter one looks at the background of CWID

Kenya and the context within which the plan is developed including rationale and methodology.

Chapter Two looks at the operating environment for CWID, including an analysis of the macro-

economic environment, regulatory environment, and the internal operating environment. Chapter

Three presents the strategic model for CWID, Including the vision, mission, core values and the issues

and priority areas for the next ve years. Chapter Four looks at the Capacity of CWID; Chapter Five

presents the implementation framework which identies specic actions to be taken to achieve the

strategies, institutional arrangements (current and required), and capacity development issues.

Chapter Six addresses nancing of the plan. Finally, Chapter Seven looks at the monitoring and

evaluation of the plan to ensure the desired goals are achieved.

2.0 SITUATIONAL ANALYSIS

2.1 The State of Women Empowerment in Kenya

Despite women 50.29182% of the population provide percentage and accounting for a large voting

population in Kenya, glaring gender gaps continue to confront them in terms of representation in

decision making sites, in accessing and controlling resources and socioeconomic opportunities. The

declining economic performance, poverty, erosion of cultural values and the post-election violence

witnessed after the 2007 elections have resulted in increased vulnerabilities for the poor,

marginalized and orphans irrespective of gender.

The concept of bringing gender issues into the mainstream of society has clearly been established as

a global strategy for promoting gender equality in the Beijing Platform for Action. The BPFA highlights

the necessity to ensure that gender equality is a primary goal in all areas of social and economic

development. Gender equality is therefore an agenda for development effectiveness. As new

evidence demonstrates, when women and men are equal, economies tend to grow faster, the poor

move quickly out of poverty, and the well-being of men, women, and children is enhanced.

Gender mainstreaming is the current international approach to advancing gender equality and

equity in society.

This not only it requires revitalized government actions but also efforts from civil society and other

interest groups.

2.2 SWOT Analysis of CWID

2.2.1 Strengths

Strengths relate to the capabilities that give CWID an advantage. The following are Strengths of

CWID that contribute to its effectiveness in the women empowerment processes.

Table 2: Strengths

Strengths

1. Niche focus on Women Empowerment

2. Existing partnerships

3. Good working relationship with other stakeholders such as the relevant government department, PSOs, CSOs

4.

Capacity that resides in the partners and sponsors

5.

Availability of secretariat services that enable effective coordination

6.

Registration as a legal entity

in Kenya

7.

There are already existing set structures: General Assembly (AGM), National Working Group, Steering Committee (Board) and the Secretariat;

8.

The Mombasa CSO Platform offers additional strength in reaching out to the key Stakeholders in reform processes within the County

2.2.2 Weaknesses

Weaknesses relate to internal aspects that reduce CWID's performance and competitiveness. The

following were identied as weaknesses;

Weaknesses

1. Low and inactive membership

2. Inadequate framework to take advantage of the skills, knowledge and other

capacities that reside in the membership

3.

Inability to take advantage of opportunities especially for women empowerment

work at country level

4.

Key Governance documents for the secretariat

e.g.

policies, procedures not

established

5.

Inadequate stafng in terms of the technical support and resources;

6.

Lack of a resource mobilization strategy

hence overdependence on donors

7.

Poor payment of membership fees

by existing members

Table 3: Weaknesses

2.2.3 Opportunities

These refer to factors within the external environment which, if taken advantage of will increase the

effectiveness of the Forum.

Table 4: Opportunities

2.2.4 Threats

These refer to factors within the external environment which, if not mitigated on will reduce the

effectiveness of the Forum.

Table 5: Threats

2.3 Stakeholders Analysis

The following stakeholders and their stake in the Forum were identied. These are the institutions the

Forum will work with going forward; as it looks forward to engage others:-

Table 6: Stakeholder Analysis

2.4 Risk Analysis

In undertaking its activities, CWID is exposed to risks in terms of threats and potential loss of

opportunities which can affect business. Several risks were identied and their attendant

mitigation measures considered in the formulation of this Strategic Plan. The risks were then

categorized depending on their potential impact as high, medium and low as detailed on table

9.

Table 7: Risk Analysis

3.0 CWID's STRATEGIC FRAMEWORK

3.1 Introduction

This chapter details the strategic direction which CWID seeks to pursue in the next ve years. This is

based on the current performance, operating environment and the future outlook. The chapter also

identies the main issues and their corresponding strategic goals and objectives. These were

developed based on the Vision and Mission developed for CWID.

3.2 Vision

Improved lives of the vulnerable Women living at the grassroots level

3.3 Mission

CWID's mission is:

To identify and reinforce Women's role in Education, Leadership and Development

3.5 Summary of Strategic Drivers and Outcomes

CWID has identied three key strategic drivers that will drive the strategy to 2023. From the

strategic drivers, several strategic outcomes that CWID should pursue have also been identied.

These are discussed below: -

Table 8: Strategic Drivers

3.6 The Strategy

While addressing the above issues, CWID will focus on the following priority areas.

1) Program Pillar (1):Governance - The organization work contributes to building a body of

knowledge on women's political leadership and good governance at the grassroots –

local, and national level ,creating public awareness , development of policies,

monitoring of development projects within the community and human rights.

2) Program Pillar (2): Economic Empowerment & Education - Our work strengthens Socio

Economic Empowerment in livelihoods, Mentorships, education, smart agriculture, green

energy and climate change.

3) Program Pillar (3): Health – This focuses on promotion to Reproductive Health, Health

Right Adovacy Policies, Prevention, coordination and Response to Gender Based

Violence, HIV/AIDS awareness, coordination and Community Mobilization IEC

campaigns

4) Program Pillar (4): Promotion of Gender equality & Access to Justice - Our work focuses on

inuence and protection of human dignity right defenders , Inclusivity and promotion of

access to justice for the survivors of gender based violence , responsive to women's rights

at the grassroots, local, national levels through legal aid services to women and girls

5) Program Pillar (5): Peace & Security- CWID develops community dialogues, promotes

peace building, cultural value, offer psychosocial support, mediation through

Alternative Dispute Resolution and ensuring Prevention of Conict and Radicalizations.

3.7 Theory of ChangeCWID believes that empowerment and the promotion of gender equality for vulnerable women

living at grassroots groups are key to achieving sustainable development. Since its formation, the

centrepiece of CWID's work remains grounded in the quest to identify and reinforce women and girls'

roles in Education, Governance, Leadership and Development. CWID works with the following key

assumptions levels:

Level 1: To end vulnerability of women living at grassroots level, their capacity must be built to enable

them engage in decision making, and take control of the bodies

Level 2: With sufcient capacity, the women will take active role in political processes, decision

making in all aspects of life, hold government to account take control of decisions regarding their

bodies.

Level 3: The government will improve service delivery, support structures for women and community

as well as deliberate measures to ensure more women and vulnerable community members have

safe environment for political participation.

CHART 1 – Theory of Change

Government improve service delivery, support structures and poli�cal environment for women

and vulnerable groups at grassroots level

Health Peace &

Security

4.0 INSTITUTIONAL CAPACITY

4.1 Governance

CWID has a three-tier governance system which has the General Assembly composed of all

members. This is followed by the Board and the Secretariat that is headed by the Chief Executive

Ofcer. The roles and functions of each layer are described in table 9 below: -

Table 8: Strategic Drivers

4.2 Institutional Competencies

For CWID to effectively implement its strategic plan, it is expected to develop competencies in the

following areas.

1. Strategic management and visioning

2. Knowledge generation to enable knowledge based advocacy

3. Management of networks

4. Fundraising/proposal writing/concept development/working with log frames and other

programme management tools

5. Facilitation skills

6. Policy inuencing and advocacy skills

7. Well established Conict resolution and, or management

8. Media relations and communication skills

The following systems will assist CWID succeed in its objects:

5.0 IMPLEMENTATION OF THE PLAN

5.1 Implementation Approach

Successful implementation of a strategic plan requires linkage of strategies to implementation

framework.

a) Strategic Plan;

b) Communications Strategy;

C) Monitoring and Evaluation Plan;

d) Resource Mobilization Strategy; and

e) Organizational Sustainability Plan

These will also be complemented by increased media engagement and a strong research

and communication strategy.

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6.0 FINANCIAL REQUIREMENTS

6.1 Itemized Budget

The cost of implementation for each of the objectives is summarised in the table below: -

Table 11: Financial Requirements

7.0 MONITORING AND EVALUATION

7.1 Monitoring and Evaluation (M&E) Framework

CWID is responsible for monitoring and reporting on the progress and achievements of the

development engagement using its own results framework and M&E system. The monitoring and

evaluation part of the CWID's Results Based Management system is structured as follows:

a) Goal level – this tracks national progress on some key national indicators. These indicators are

contributed to by the actions of many actors, including the Kenyan Government and the

County Governments, as well as individuals, the private sector and NGOs, including the

CWD's programmes. Therefore, at the goal level tracks progress in improving the

development context of vulnerable women.

b) Programme Impact level – The impact is clustered on change achieved at national level and

changes at county level where direct implementation takes place.

c) Project level – CWID's programmes will be implemented through a number of projects. Each

project typically has its own budget own objectives and indicators (and its own mini-MEL

system).

d) CWID shall carry out continuous data collection, mid-term review, end line evaluations,

knowledge building and documentation. Re-ports are presented to each team on a

quarterly basis and annual review meetings to review plans for the year and extract work

plans for the next year.

The following M&E framework will be adopted to ensure successful implementation of the strategic

plan: -

I. Establish M&E structures including M&E committees to champion implementation of the

strategic plan both at the management level and Board level.

ii. The secretariat's M&E team should hold regular meetings (preferably monthly) chaired by the

Coordinator, to review the status of the strategic plan implementation as it relates to their

respective roles. In addition, areas requiring strategy change should be identied.

iii. This M&E team will avail progress reports regularly (preferably quarterly) to the Board on the

progress made towards the attainment of the goals.

iv. Annual Work plans shall be developed to guide the annual implementation of the strategic plan.

The work plan shall highlight the annual targets and resources available

v. The strategic plan will be reviewed annually so as to ensure that necessary changes in the

objectives, strategy, activities, etc. (informed by new information regarding the sector or the

changes in global, regional and local environments) are effected.

The M&E Framework will be a results-based framework measuring results at the different levels in the

results chain. At the initial stages of implementation of this strategic plan, baseline values shall be

determined for all activities and expected results. A detailed monitoring and evaluation plan for the

strategic plan shall then be developed to guide the implementation process.

7.2 Monitoring

This will involve monitoring the implementation of the planned activities and evaluating their impacts

on the desired goals. The monitoring activities will result in identication of any gaps or deciencies

which will then be addressed by management. To ensure effective participation in plan

implementation, there will be need to:

1. Establish standard formats for data collection and reporting;

2. Clearly spelt out documents to be prepared, periods covered, and details of information to

be supplied;

3. Implement a Performance Management system making every ofcer to be accountable to

the use of resources and attainment of set objectives; and

4. Effectively use available resources to ensure smooth implementation of the strategic plan

7.3 Evaluation

The purpose of evaluation is to measure the actual performance against target levels and

establishing the size of variance, causal factors for the variance and recommending appropriate

remedial measures, including a review of the objectives and/or strategies. The evaluation plan will

help determine objectively the relevance, effectiveness and efciency of the activities proposed in

the strategic plan. A mid-term and external review shall be undertaken by external consultants. The

midterm review will have the purpose of verifying that the plan is on the right track and provide

information to correct observed deciencies including the revision of objectives, strategies or

activities. The mid-term review will be conducted at the beginning of 2019. The nal evaluation will

assess the achievement of the activities of the plan and identify and document the success or failure.

COLLABORATIONO F W O M E N I N DEVELOPMENT

Investing in Women, Children and Youth

Collaboration of Women in Development (CWID) | Zakheme Road, Mishomoroni | P.O. Box 12327 – 80117, Mombasa, Kenya

Tel +2540412242000 / +254770013432 www.coastwomen.org / info@coastwomen.org