REPUBLIC OF KENYA

STRATEGIC PLAN 2019-2024

DRAFT

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Vision

A Sustainable Fund Empowering Kenyan Women for Social Economic

Development

Mission

To Offer Accessible and Affordable Financial and Innovative Business

Support Services to Kenyan Women for Enterprise Development through

Resources Mobilization, Collaborations, and Partnerships.

Core Values

Integrity & Professionalism-

Equity & Respect for Diversity

Transparency & Accountability

Customer Focused

Team Work

Innovation

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FOREWORD

The Women Enterprise Fund (WEF), a semi-autonomous government institution, was established in

August 2007 with the aim to empower women socially and economically. The overriding objective was,

and still remains, to support women engagement in enterprise development as a vehicle to start and

expand businesses for wealth and employment creation. Women empowerment is critical for national

and sustainable development. Women enterprise development is a key pillar in demonstrating the

Government commitment to fully ensure women inclusion, representation, and participation in all

spheres of national development. This Plan is a translation of this commitment by way of outlining

strategic objectives and strategies needed to design dedicated special programmes targeting women.

The mandate of WEF is to provide subsidized credit for enterprise development; build Capacity for

women beneficiaries; support and facilitate local and international marketing of goods and services

produced by women entrepreneurs; support and facilitate development of linkages between women

owned enterprises and big companies; and to facilitate and support investments in infrastructure that

support women enterprises. This five year Strategic Plan has been developed within the context of

Women Enterprise Fund mandate and is anchored on the Kenya Vision 2030, the Big Four Agenda and

other relevant development blueprints focussing on gender equality and women empowerment. The

Plan provides the road-map for women enterprise development and outlines the Vision, Mission, and Core

Values for the Fund. Furthermore, it outlines the strategic objectives to be realized over the five-year

planning period.

The Strategic Plan 2019- 2024 is a bold attempt to re-imagine Women Enterprise Fund as an Affirmative

Action for women enterprise development. To enhance success of this strategic process, a stakeholder

analysis has mapped key actors whom we shall engage in implementing this plan. I take this early

opportunity to acknowledge the support that has been accorded to WEF this far and also appeal for

upscaled engagement as we commit to deliver the women enterprise development agenda.

Our optimism, during this strategic plan period is fuelled by strengths and opportunities that have been

identified in the course of strategic planning exercise. On the other hand, strategies have been put in

place to address noted weaknesses and threats. Our goals during this strategic planning period will be

to develop efficient and effective service delivery systems for wider reach and increased product uptake;

restructure the business model for cost effectiveness and greater impact; reinforce the legal and policy

framework of the Fund and to ensure long-term impact and sustainability of the Fund

Finally, let me reinforce that the successful implementation of this strategic plan shall be the result of

concerted efforts of all key actors. The Fund management will, through guidance by the Board, strive

to trigger informed strategic actions that will take WEF to higher strategic heights. I therefore encourage

the Management and, indeed all staff to rise to the challenge of achieving our Vision of “A Sustainable

Fund Empowering Kenyan Women for Social Economic Development” and Mission “to Offer Accessible

and Affordable Financial and Innovative Business Support Services to Kenyan Women for Enterprise

Development through Resources Mobilization, Collaborations, and Partnerships.”

Njoki Kahiga

CHAIRPERSON, WOMEN ENTERPRISE FUND

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PREFACE AND ACKNOWLEDGEMENTS

This Strategic Plan will serve as a road map for the Fund’s operations over the next five years. It is the

result of considerable effort and honest introspection to recognize the critical success factors and

identify the factors that have been impending performance, and more importantly, to chart out a path

for achieving the Women Enterprise Fund mandate.

The Plan is anchored upon three Key Result Areas that include Enhanced Access to Credit to Contribute

to Business Start-ups & Growth and Create jobs, Improved Business Development Services to

Contribute to Business Start-ups & Growth and Create Jobs; and Strengthened Strategic Operations. A

monitoring, evaluation, and reporting framework has been put in place to ensure a strategic alignment

in implementing the strategies that have been outlined for each of the strategic objectives.

The Plan is structured into five chapters that cover broad areas on Background; Situation Analysis;

Strategic Model; Implementation and Coordination Framework; the Monitoring, Evaluation and

Reporting as well as a robust Implementation Matrix. In a nutshell, this Plan establishes the strategic

direction for WEF as well as a framework for timely monitoring, evaluation and reporting of the Fund’s

performance in the women enterprise development agenda.

This Strategic plan is the product of laudable efforts of both internal and external actors in the arena

of women empowerment. The plan has been developed through a participatory process where

stakeholders were consulted to provide their views on the performance of the Fund and suggest

strategies to enable the Fund efficiently and effectively deliver on its mandates. I wish thus to

acknowledge the role played by the Board under able leadership of the chairperson Commissioner Njoki

Kahiga in developing this Plan. The professional input by the consultant, Prof. Zachary Awino and the

efforts of Mr. Waweru Kamau, Chief Economist, Ministry of Public Service and Gender have helped to

shape this Strategic Plan. Last but not least, let me give special mention about the valuable role played

by the Technical Team comprising of Collins Okoth (leader), Judith Midamba, Kisoi Muteti, Felix Aketh,

Mary Anne Ngoima, Catherine Nyawira, Jeremiah Kibet, and Eunice Mwangi.

Finally, implementation of this Strategic Plan calls for concerted efforts and commitment of all staff. I

wish therefore to emphasise the key roles that must be successfully implemented at all levels of

leadership. Needless to say, our Core Values of Integrity & Professionalism; Equity & Respect for

Diversity; Transparency & Accountability; Customer Focused; Team Work; and Innovation; shall remain

our guiding principles as we deliver the stated mandate for the Women Enterprise Fund.

Eng. Charles Mwirigi

CHIEF EXECUTIVE OFFICER

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Table of Contents

CHAPTER ONE: INTRODUCTION ...................................................................................................... 10

1.0 Overview ................................................................................................................................... 10

1.1 Background ............................................................................................................................... 10

1.2 Mandate..................................................................................................................................... 10

1.3 Global, Regional and National Development Challenges .............................................. 10

1.3.1 The Global, National, Local Trends and Frameworks ................................................. 10

1.3.2 Global Challenges ............................................................................................................. 10

1.3.3 Regional Challenges ......................................................................................................... 11

1.3.4 National Problems............................................................................................................. 12

1. 4 Role of the WEF in National Development .......................................................................... 13

1. 4.1 Sustainable Development Goals .................................................................................... 13

1. 4.2 Vision 2030 ....................................................................................................................... 13

1.4.3 Third Medium Term Plan (2018 – 2022) ....................................................................... 13

1.4.4 The Big Four Agenda ....................................................................................................... 14

1.5 Rationale ................................................................................................................................... 14

1.6 Methodology for Developing the Strategic Plan .................................................................. 14

1.7 Organization of the Plan ......................................................................................................... 15

CHAPTER TWO: SITUATION ANALYSIS .................................................................................................. 16

2.0 Overview ................................................................................................................................... 16

2.1a Review of the Previous Strategic Plan 2012-2017 ............................................................ 16

2.1b Achievements for the FY 2018/2019 .................................................................................. 17

2.2. Challenges and Lessons Learnt ............................................................................................ 17

2.3 SWOT Analysis ......................................................................................................................... 18

2.4. PESTEL Analysis ...................................................................................................................... 19

2.5 Summary of Outcomes from the Operating Environment ................................................. 22

2.5.1 Distinctive Enablers .................................................................................................... 22

2.5.2 Inherent Pains ............................................................................................................. 22

2.5.3 Strategic Issues and Options .................................................................................... 22

2.6 Summary of Outcomes from the Stakeholders Forum .................................................. 23

2.7 Stakeholder Analysis ................................................................................................................ 23

CHAPTER THREE: STRATEGIC FRAMEWORK ......................................................................................... 27

3.0 Overview ................................................................................................................................... 27

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3.1 Vision, Mission and Core Values ............................................................................................ 27

3.2 WEF Strategic Direction .......................................................................................................... 27

3.3 WEF Strategy House ................................................................................................................ 28

3.4 Strategic Themes ..................................................................................................................... 30

3.5 Business Model (expand to include elements of the organization) .................................. 30

3.7 Strategic Issues & Key Result Areas ..................................................................................... 33

CHAPTER FOUR: IMPLEMENTATION & COORDINATION ............................................................. 36

4.0 Overview ................................................................................................................................... 36

4.1 Implementation of the plan .................................................................................................... 36

4.2 Institutional Arrangement of the Fund ................................................................................. 36

4.3. Organization Structure (See appendix B) ........................................................................... 37

4.4 Proposed Organizational Structure (See appendix C) ........................................................ 37

4.5 Staff Establishment .................................................................................................................. 37

4.6 Human Resource Development Strategies........................................................................... 38

4.7 Financial Resources ................................................................................................................. 38

4.8 Resource Mobilization .............................................................................................................. 38

4.8.1 Resource Management and Efficiency ........................................................................... 38

4.9 Cascading the Strategic Plan .................................................................................................. 39

4.10 Risk Analysis ....................................................................................................................... 39

CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING ................................................ 41

5.0 Overview ................................................................................................................................... 41

5.1 Monitoring the Implementation of Strategic Plan ............................................................... 41

5.2 Evaluation of the Strategic Plan............................................................................................. 41

5.2.1 Mid-term Evaluation ......................................................................................................... 42

5.2.2 End-term Evaluation ......................................................................................................... 42

5.2.3 Ad hoc Evaluation ............................................................................................................. 42

5.3 Reporting ................................................................................................................................... 42

5.4 Financing of Monitoring and Evaluation ............................................................................... 43

5.5 Evaluation Mechanisms ........................................................................................................... 43

5.6 Implementation and Coordination of the strategic Plan .................................................... 43

5.6.1 Pre-implementation Activities ......................................................................................... 43

5.6.2 Implementation Activities ................................................................................................ 43

5.6.3 Post-implementation Activities ....................................................................................... 44

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5.7 Linking M&E to Performance Contracting and Staff Appraisal .......................................... 44

5.9 Key Performance Indicators ................................................................................................... 45

Appendix A: Results /Implementation Matrix ................................................................................. 47

Appendix B: WEF ORGANIZATION STRUCTURE ......................................................................... 56

Appendix C: Proposed Organization Structure of WEF ................................................................. 57

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ABBREVIATIONS AND ACRONYMS

WEF – Women Enterprise Fund

DEFINITION OF TERMS

Mission: What WEF is about; the purpose; what it does.

Vision: WEF picture of the future; what WEF wants to accomplish in the future

Core Values: WEF guiding principles; what WEF believes in, principles and philosophy at the center of

WEF

Strategy: How WEF intends to accomplish its Vision; an approach, or “game plan”

Perspectives: Different views of WEF as an organization; performance dimensions; what performance

lenses WEF uses to evaluate results.

Thematic areas: Main focus of WEF; the organization’s “Pillars of Excellence”, used to inspire staff

effort on accomplishing the vision

Strategic Results: Desired outcome for the main focus areas of the FUND

Strategic Objectives: These are Simple Measurable, Achievable. Realistic, .Time bound activities that

must be performed to get tangible results.

Strategy Map: The “Big Picture” of how WEF creates value that demonstrates the cause‐effect

relationships among the objectives that make up WEF’s strategy.

Performance Measures & Targets: Indicators of past and future performance, which show how

successful WEF was or how it will be in future.

Strategic Initiatives: High impact projects designed to significantly impact strategic performance

Strategic Innovations: deliberate efforts taken by management to develop new ideas to solve

problems using human capital as instruments of change.

MEMBERS OF THE BOARD (Names, photos, title)

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LIST OF FIGURES AND TABLES

Figure 1: WEF strategy house model…………………………………………………………….…………………………..30

Table 2.1a: Achievements of the Strategic Plan, 2012-2017………….……………………………………………..17

Table 2.2b: Achievements FY 2018/2019………………………………………………………………………….………..18

Table 2.2: challenges and lessons learnt…….………………………………………………………………………….….18

Table 2.3: SWOT Analysis………………………………………………………………………………………………………..19

Table 2.4: PESTEL Analysis……………………………………………………………………………………………..……….20

Table 2.5a: Internal stakeholders……………………………………………………………………………………..………24

Table 2.5b: External stakeholders…………………………………………………………………………………………….25

Table 3.1: Business Model Matrix …………………………………………………………………………………………….32

Table 3.2: Key Result Areas (KRAs), Strategic Objectives, & Strategies………………………………………..34

Table 4.1: Staff Establishment…………………………………………………………………………………………..……..37

Table 4.2: Projected Finance Resource Requirement………………………………………………………..…………38

Table 4.3: Risk Assessment and Mitigation Strategies…………………………………………………….…………..40

Table 5.1: Reporting obligation………………………………………………………………………………………………..42

Table 5.2: Key Performance Indicators…………………………………………………………………………….……….45

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EXECUTIVE SUMMARY

The Women Enterprise Fund (WEF) Strategic Plan (2019-2024) represents the highest level of Strategic

thinking undertaken by WEF that sets a visionary and strategic direction for posterity in the next five

years. The plan charts a path to ensure solid foundation for WEF governance, strategic and operating

principles and specific actions. Good Corporate governance is essential for holding WEF accountable for

achieving specific objectives spelt out in the plan, this will drive service delivery to WEF Customers,

Partners and all key Stakeholders.

To this end WEF Strategic plan posits that strategic leadership and good corporate governance for the

Women Enterprise Fund can serve as an entry point to raising Institutional performance in the provision

of quality entrepreneurial service to its clients through a process of setting goals and the actions taken

towards their achievement.

The Strategic Plan is grounded on situation analysis and identification of key priority areas for action

which have been used to develop desired strategic impacts areas, expected outcomes and performance

indicators.

The WEF Strategic Plan 2019-2024 covers the third Strategic Planning Cycle in line with the third

Medium Term Plan (2018 - 2022) of vision 2030. Besides being a regulatory requirements for all

Ministries, Departments, and Agencies, the Strategic Plan defines the Fund’s Strategic direction by

laying down the strategic objectives to be pursued and a road map for their accomplishment. The

Strategic plan also outlines an implementation matrix and provides the tools for Monitoring and

Evaluation to ensure successful and timely implementation.

The Strategic Plan development process was particularly steered by a select committee from WEF

comprising representatives of various departments. The Methodology entailed Focus Group Discussions

(FGDs) and review of the various key documents which include the Constitution of Kenya, Visions 2030,

Medium Term Plan I and II, Big Four Agenda, Sustainable Development Goals, Strategic Plan 2012 –

2017, Independent Study Reports on the Fund, Financial Reports, and Performance Review reports.

The Strategic Plan is offered into 5 Chapters. Chapter one represents a general background to the

Fund. It highlights the background, the mandate, structure and Functions of the Funds. Chapter Two

provides a situation analysis which incorporates the lessons learnt from the Strategic Plan, 2012 -2017.

Chapter Three defines the strategic objectives and strategies of this plan. Chapter Four reflects the

imperatives and priorities for successful implementation of the plan clearly identified and articulated.

Chapter Five provides the Monitoring, Evaluation and reporting framework for the activities contained

in this plan. An implementation Matrix is included in the Appendices.

The Strategic Plan therefore gives a holistic picture of WEF and the direction it is taking and how it will

get to where it is going.

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CHAPTER ONE: INTRODUCTION

1.0 Overview

This chapter outlines the background of WEF, the mandate, the global, regional & national challenges,

the role of WEF in national development, i.e. Sustainable Development Goals (SDGs), Vision 2030, Third

Medium Term Plan (MTPIII), Rationale of the Plan, Methodology of the plan and organization of the

plan.

1.1 Background

Women Enterprise Fund is an initiative of the Government of Kenya that was established through

Legal Notice No. 147: Government Financial Management (Women Enterprise Fund) Regulations,

2007. The enactment of the Public Finance Management Act, 2012 categorizes the organization

as a National Fund. The Fund is a Vision 2030 flagship project under the social pillar that seeks to

make fundamental changes in four areas namely; Opportunities, Empowerment, Capabilities and

Vulnerabilities. The Fund champions the realization of the 1st, 5th and 8th Sustainable Development

Goals on Poverty Reduction, Gender Equality & Women Empowerment and Decent Work &

Economic Growth respectively.

1.2 Mandate

i. Provide subsidized credit to Kenyan women entrepreneurs for enterprise development.

ii. Capacity building of women entrepreneurs and their organizations.

iii. Attract and facilitate investment in micro, small and medium enterprises oriented

infrastructure such as business markets or business incubators that will be beneficial to

women enterprises.

iv. Support women oriented micro, small and medium enterprises to develop linkages with

large enterprises.

v. Facilitate marketing of products and services of women enterprises in both domestic and

international markets

1.3 Global, Regional and National Development Challenges

1.3.1 The Global, National, Local Trends and Frameworks

Kenya is confronted with a number of challenges at the international, regional, and national levels as

acknowledged in the Vision 2030 and Big Four Agenda which the Fund has taken account of in drafting

this Strategic Plan.

1.3.2 Global Challenges

Jobless Growth

Jobless growth, phenomenon in which economies’ existing recession demonstrates economic

growth while merely maintaining or in some cases decreasing their level of employment has

become a major global challenge. It is estimated that more than 200 million people are jobless

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across the world. Unemployment remains high in many countries even as their economies

grow mainly as a result of insufficiency of the growths being registered to absorb the

unemployed, under-employed and new members entering the work force.

Jobless growth has both economic and social effects in the affected countries and globally.

Unemployment leads to reduced income which results to a fall in domestic consumption

expenditure and ultimately has an investment depressing impact. Socially, unemployment

results into loss of skills, loss of self-respect, low morale, family disintegration and socio-

political unrest. At the individual level, research links increases in suicide, homicide,

cardiovascular mortality and mental illness to high unemployment.

The global players therefore need to come up with policy initiatives to arrest the trend. It is

also important to increase access to quality education, training and skills development.

1.3.3 Regional Challenges

East Africa’s regional integration process is deepening in terms of the expanding scope of the laws,

policies and regulations that are giving effect to the decisions about and ongoing commitment to closer

economic social and political cooperation. These changes have seen more trade and interaction

between the east African countries. However there exist deep rooted challenges that unsettle the

region.

The political instability and state building challenges in Somalia and South Sudan generate unique

political, economic, and social challenges. Somali insurgent Al-shabaab militants’ attacks remain key

issues of concern in the foreseeable future in terms of their potential for impacting Kenya’s security,

trade and refugee movements.

Kenya continues to face humanitarian challenges, particularly the presence of over 500,000 refugees

from Somalia and 30,000 new arrivals from South Sudan. In addition, the region still grapples with high

levels of poverty food insecurity and gender inequality.

Encouraging however are the on-going regional integration efforts which offer enormous

opportunities for the realization of economic and social goals for the region through the removal of

trade barriers. For example they provide opportunities to meet the challenge of food security through

exploiting the diversity in the region. A united Eastern Africa also has the potential to

considerably reduce the impact of the political unrest and negative ethnicity that currently afflicts

it.

Regionally, the African Union Agenda 2063 provide a framework for reducing gender inequalities for

the prosperity of the Continent. The Agenda aims at empowering women and girls, providing equal

access and opportunity in all spheres of life and ending all forms of violence and discrimination against

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women and girls and ensuring full enjoyment of all their human rights. The Agenda recognizes gender

inequality as a challenge in Africa that has resulted in women facing disproportionate incidences of

poverty, illiteracy and disease.

1.3.4 National Problems

1. Insecurity

Insecurity levels in Kenya have risen over the years posing a major threat to development. The major

focus on insecurity has been on terrorism emanating from extremists linked to Al Shabaab, a militant

group in Somalia opposed to the Somali government.

Attacks from alleged Al-Shabaab insurgents have resulted to fear among potential tourists. Tourism

sector has consequently received a major blow in revenues due to the travel advisories and travel bans

issued by western countries. Tourism is one of the foundation blocks of Kenya's economy, constitutes

25% of the Gross Domestic Product (GDP) and has been adversely affected by the repercussions of

terrorism. This had a ripple effect on all sectors of the industry. Kenya's reputation as an attractive

holiday and investment sport has plummeted and this has led to the loss of its competitive value.

2. Poverty and Inequality

Forty two percent of Kenya’s population of 47.6 million people, live below the poverty line. Poverty and

inequality continue to be some of the key challenges that the country faces. Even though overall

poverty in the country declined from 46.6% in 2006 to 36.1% in 2016, disturbing regional

disparities persist. Studies Kenya National Bureau of Statistics indicates that half of the people in rural

areas and one third in urban areas live below the poverty line, a difference of 18 percentage points

between rural and urban areas. The proportion of individuals below the poverty line in Turkana (87.5

percent) is four times that in Nairobi, which has the lowest poverty at 21.8 percent. The inequalities

take forms of economic opportunities, access to healthcare, gender, regional etc.

Women Enterprise Fund will therefore have to engage these twin concerns creatively to address the

root causes recognizing that they are crucial in achieving the MDGs through its mandate of

empowering women.

3. Marginalization of women

Despite a range of significant advances towards gender equality, many women still lack basic freedoms

and opportunities and remain marginalised. Discriminatory customs constrain their time and choices,

as well as their ability to own or inherit property, open bank accounts, or access inputs such as credit

or fertilizer that would boost their productivity.

WEF has the opportunity to address the existing hurdles women face in growing and sustaining

enterprises. Through its products and services, the Fund aims at reducing marginalization of women

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by empowering them to actively participate in economic development.

4. Negative Ethnicity

Kenya’s ethnic diversity should be celebrated. Instead, by giving rise to ethnic-based discrimination

it has become one of the challenges the country must confront. Ethnic polarization has been

worsened by political entrepreneurs who mobilize by playing on ethnic related grievances and

insecurities. The government is cognisant of the negative impact this has on development thus has

initiated a national dialogue to foster unity under Building Bridges Initiatives.

1. 4 Role of the WEF in National Development

1. 4.1 Sustainable Development Goals

The Sustainable Development Goals (SDGs), otherwise known as the Global Goals, are a universal call

to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity.

The Sustainable Development Goals which build on the success of Millennium Development Goals aim

at ending all forms of poverty. The Fund contributes towards attainment of the 1st, 5th and 8th SDGs

which are to:

a) End poverty in all its forms everywhere,

b) Achieve gender equality& empower all women & girls and

c) Promote sustained, inclusive and sustainable economic growth, full and productive employment

and descent work for all.

1. 4.2 Vision 2030

Vision 2030 is a national strategic development blueprint that seeks to make Kenya a globally

competitive and prosperous nation with a high quality of life by the year 2030. It aims to transform

Kenya into a newly industrialized, middle-income country providing a high quality of life to all its citizens

in a clean and secure environment.

The vision is anchored on three key pillars; economic, social and political governance. These pillars are

founded on the following parameters:

a) Macroeconomic stability;

b) Continuity in governance reforms; and

c) Enhanced equity and wealth creation opportunities for the poor.

1.4.3 Third Medium Term Plan (2018 – 2022)

The Fund has made substantial commitments within the Gender, youth and vulnerable groups sub

sector of the MTP III. The Fund as a Vision 2030 flagship project under the social pillar seeks to make

fundamental changes in four areas namely; Opportunities, Empowerment, Capabilities and

Vulnerabilities. These are articulated in this strategic plan which the Fund commits to deliver.

The Fund will:

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a) increase loan disbursement from Ksh.12 billion in 2017 to Ksh.25.7 billion by 2022, countrywide

targeting 2.1 million beneficiaries;

b) upscale training of women on entrepreneurship skills from 956,493 to 1,632,806 by end of the

Plan period;

c) support investment in infrastructure for business incubation and provide logistics support to

strengthen women owned enterprises; and develop and enact Women Enterprise Fund Bill

1.4.4 The Big Four Agenda

The government is 2017 identified four priority areas to fastback economic development namely:

a) Manufacturing

b) Universal health coverage

c) Food and nutrition security

d) Affordable housing

The Fund will finance investments in manufacturing, food and nutrition security and affordable housing

as priority focus.

1.5 Rationale

This Strategic Plan covers the third strategic planning cycle in line with the 3rd Medium Term Plan

(2019-2023) of Vision 2030. Besides being a regulatory requirement for all Ministries, Departments

and Agencies, the Strategic Plan defines the Fund’s strategic direction over the period 2019 – 2023

by laying down the strategic objectives to be pursued and a road map for their accomplishment.

The Strategic Plan also provides an implementation matrix and provides the tools for Monitoring

and Evaluation to ensure successful and timely implementation.

This Strategic Plan will act as a guide on both strategy and policy direction. This strategic plan will

be implemented through annual work plans and budgets. It is noted that the previous strategic

plan was ending in 2017. However, the next planning cycle didn’t start until 2019 following a

decision to merge all AAFs. In 2017 and 2018 planning period the Fund operated with the plan

2012-2017. The decision to continue with the next planning cycle came in 2019 and therefore the

noted gap in the strategic plan cycle.

1.6 Methodology for Developing the Strategic Plan

The Strategic Plan development process was participatory steered by a select committee from WEF

comprising representatives of various departments’ experts. The methodology entailed Focus Group

Discussions (FDGs) and review of the various key documents which include the Constitution of Kenya,

Vision 2030, Medium Term Plan I and II, Strategic Plan 2012-2017, independent study reports on the

Fund, programme performance review reports.

A number of strategic planning meetings, retreats and workshops were then held with key stakeholders

in order to provide relevant planning inputs. Their inputs were used to produce a draft, which was

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further enriched through extensive interviews and discussions with our parent Ministry, Advisory Board

and Senior Management. The draft was then shared with WEF staff to give their input. These comments

were incorporated and a final validation workshop by a select internal team of management and

external experts was conducted to make the development of the plan all inclusive.

1.7 Organization of the Plan

This Strategic Plan is organized into 5 chapters. Chapter One presents a general background to the

Fund It highlights the mandate, structure and functions of the Fund. Chapter Two provides a situation

analysis which incorporates lessons from the Strategic Plan, 2012-2017.

Chapter Three defines the Strategic Issues, Key Result Areas, Strategic Objectives and strategies of

this Plan. In Chapter Four, the imperatives and priorities for successful implementation of the plan

are identified. Chapter Five provides the monitoring, evaluation and reporting framework for the

activities contained in this Plan. An implementation matrix is included in the appendices.

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CHAPTER TWO: SITUATION ANALYSIS

2.0 Overview

This chapter provides an analysis of the internal and external environment in which the Fund operates.

It provides the basis upon which the vision and strategies of the plan are formulated. It also highlights

the achievements, challenges and lessons learnt from the period 2012-2017.

2.1a Review of the Previous Strategic Plan 2012-2017

The table 2.1 summarizes the key achievements realized and the challenges faced during the

implementation of Strategic Plan 2012 - 2017.

Table 2.1a: Achievements of the Strategic Plan, 2012-2017

Strategic Issue 1: Access to Credit

Strategic Objectives Achievements

To increase the loan disbursement from Kshs.2.6B to

Kshs.11B

Kshs.10.65 billion disbursed

To increase the loan repayment rate from 78% to 93% RR= 95%

To increase number of beneficiaries from 536,649 to

1,391,928

1,370,952 Beneficiaries

Strategic Issue 2: Support Services to Women Entrepreneurs

Strategic Objective Achievements

To increase number of women trained from 404,000 to

1,000,000

943,831 Trained Entrepreneurs

To increase number of women linked to large

enterprises from 156 in June 2012 to 500

763 beneficiaries linked

To facilitate marketing of products and services of 300

women in local and international markets

294 beneficiaries facilitated

To facilitate development of supportive infrastructure;

16 sheds for women groups; Awareness and

sensitization of 120 women on incubation

157 women sensitized on incubation

Strategic Issue 3: Institutional Strengthening

Strategic Objective Achievements

Achieve and maintain a ratio of 1 staff to 10Million size

of the portfolio by June 2017

Average ratio 1:7 million

To attain the status of a Parastatal by June 2017 Draft WEF bill 2010

WEF private member bill 2016

To attain efficiency and effectiveness in

implementation and reporting of results at the Fund

M & E Department established.

M & E framework in place.

Risk management framework in place.

Risk register in place.

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2.1b Achievements for the FY 2018/2019

The table 2.2a summarizes the achievements on KPIs for the period 2018/19 when the Fund operated

without a Strategic Plan.

Table 2.2b: Achievements FY 2018/2019

Strategic Issue 1: Access to Credit

Strategic Objectives Achievement Status

To increase the loan disbursement 3,129,888,350 15,939,570,580

To increase the loan repayment rate 96% 96%

To increase number of beneficiaries 151,146 1,645,043

Strategic Issue 2: Support Services to Women Entrepreneurs

Strategic Objective Achievement Status

To increase number of women trained 178,845 1,232,660

To increase number of women linked to

large enterprises

25 –product certified

25- exchange programs

813

To facilitate marketing of products and

services of women in local and international

markets

56-ASK shows

14,484- online marketing

350

To facilitate development of supportive

infrastructure;

- 157

2.2. Challenges and Lessons Learnt

Challenges and lessons learnt during the implementation of the previous SP are outlined in Table 2.2b.

Table 2.2: challenges and lessons learnt

Challenges Lessons Learnt

a) Failure to disburse through FI

Channel due to Suspension of the

FI lending channel.

b) Failure to disburse through

SACCOs due to 3delay in

introduction of Sacco lending.

c) Adverse weather conditions.

d) Insecurity in some parts of the

country

e) High staff turn-over especially in

the field leading to disruption of

business.

f) Non adherence to laid down

procedures

g) Lack of segregation of duties

h) High staff turn-over

i) Insecurity in some parts of the

country

j) Skill gaps in the field officers

a) The on-lending system through financial

intermediaries failed to realize the desired results and

to benefit most of the targeted women.

b) The revised FI channels focusing on Women owned

SACCOs has not picked up as a result of the security

requirements and internal capacity challenges.

c) The approved appropriate organization structure

should always be implemented fully.

d) Code of conduct and ethics should be enhanced

e) Strict adherence to policies and procedures

f) Not possible to reach out to every woman in Kenya

with the current business model in place

g) There is need to diversify product / service to

enhance inclusion

h) Need to explore alternative source of financing to

avoid over reliance on exchequer

i) Need to segregate duties at the constituency level

j) The Fund to enhance strategic alliances for cost and

programme effectiveness.

k) There should be regular monitoring and evaluation to

track implementation progress.

18 | P a g e

k) Need for formal agreement with

large companies to strengthen

linkages

l) Proposed merger shifted focus

from the push for the WEF bill to

be enacted

m) Inadequate execution framework

n) Inadequate staff capacity.

o) Inadequate enabling ICT systems

p) Lack of well-defined organization

culture

q) Inadequate funding/resources to

operationalize fully all mandates

l) The Fund needs to aggressively brand and co brand

service points

m) Need to implement an effective communication

strategy

n) The Fund should exploit use of technology to

Promote visibility of the Fund

o) A comprehensive risk management Strategy should

be developed and fully implemented.

p) There is need for an integrated diversified risk

management approach

q) There is need to have a succession plan for business

continuity plan

2.3 SWOT Analysis

This involves the analysis of the internal environment and conditions that affect the management of

WEF and includes its strengths and weaknesses. In addition, the organization operates within the

external operating environment which involves the opportunities and threats that at any one given time

may affect its operation. Which also has to be analyzed, considered and taken into account for the long

survival of the organization.

The internal analysis considers all the internal factors that are likely to shape the Fund’s future. The

SWOT model was to comprehensively study the STRENGTHS and WEAKNESSES of Fund. The matrix in

table 2.3 gives a summary of the factors considered major:

Table 2.3: SWOT Analysis

STRENGTHS

i. Ethical leadership

ii. Strong brand

iii. Effective loans management

system

iv. Competent and Capable Human

Capital

v. Strategic partnerships

vi. Innovative and ICT savvy

vii. Ability to provide interest free loans

WEAKNESS

i. Unattractive terms and conditions of

service

ii. Low visibility

iii. Limited product mix

iv. Inability to serve women in hard to

reach areas

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OPPORTUNITIES

i. Global and regional agenda on

Women Empowerment

ii. Vision 2030

iii. Constitution of Kenya

iv. Big Four Agenda

v. Culture of table banking

vi. Diversification of products and services

vii. Stakeholder goodwill

viii. Market Information

THREATS

i. Diminishing funding from exchequer

ii. Culture & Religion

iii. Limited financial literacy

iv. Competition from similar funds and civil

societies

2.4. PESTEL Analysis

The review of operating environment evaluates conditions that exist outside of the organization to

identify occurrences, conditions, trends and patterns that are presently taking place or are likely

to happen within the socio-cultural, economic, political, technological, legal and the ecological

spheres. It also, evaluates conditions which exist within the organization to establish the strengths

and weaknesses as shown in table 2.5

This external analysis considers all the external factors that are likely to shape the Fund’s future.

The purpose of the analysis was to ensure that:

i. The Strategic Plan took cognizance of the elements in the wider environment in which the Fund

would be operating;

ii. The Fund captures vital information that may yield higher effectiveness and efficiency; and

iii. Outcomes were evaluated in the context of their impact to the Fund and their chronological

presence (short, mid or long term presence).

Table 2.4: PESTEL Analysis

POLITICAL FACTORS

a) Change of political

regime

A new regime could have different priorities that are not aligned with

the objectives of the Fund

b) Political Goodwill The Fund enjoys the goodwill of the government and key political

stakeholders

c) Intergovernmental

Relations

i. Opportunity to utilize infrastructure established by other

MDAs thereby managing our costs.

ii. The Fund could utilize the devolved environment and

infrastructure to improve its service delivery.

iii. Weak relationships between MDAs may make the Fund not

achieve her objectives.

iv. Bureaucracy introduced by having two levels of

government.

d) Political stability Political stability creates a conducive environment in which

enterprises thrive and loan repayment is healthy.

ECONOMIC FACTORS

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a) High

unemployment

rate

i. High unemployment rate provides justification for the Fund

to exist and get more funding.

ii. High unemployment level increases dependency rates

increasing chances of loan diversion which negatively

affects loan repayment.

b) Loan interest

rates

The Fund does not charge interest thereby giving the Fund a

competitive edge.

c) Exchequer

Funding

Over dependency on government allocation is risky due to

inconsistency and unpredictability in budgetary allocation which

may be dwindling.

d) GDP growth rate i. High GDP growth rate shifts employment from formal to

informal sector. making it attractive for more people to

engage in entrepreneurship

ii. Low GDP growth rate is not favorable as it could shrink the

middle class who are the potential avenues of doing

business and increase default rate

e) High Inflation

Rate

i. High inflation results to high interest rates charges by

commercial banks making the Fund the preferred credit

provider

ii. High inflation rate erodes purchasing power parity thus

affecting business performance and ability to repay.

SOCIAL FACTORS

a) Ethical Practices

Clear, transparent and highly accountable service delivery system

can enable the Fund reflect good governance and give the Fund a

positive image.

b) Cultural and

Religious beliefs

i. The Fund could diversify product offerings to

accommodate diverse cultures.

ii. Certain cultural beliefs hinder uptake of the Fund’s loans.

c) Financial Literacy

i. Most of the marginalized Kenyan women are unable to

access funding from contemporary financiers.

ii. This creates an opportunity for attracting resources for

capacity building.

iii. inadequate financial literacy makes women susceptible to

fraudulent schemes

d) Peer influence i. Positive Peer influence, can be an opportunity to create

more awareness on the Fund and nurture entrepreneurial

culture

ii. The Fund can use successful women as role models,

ambassadors, and trainers of other women.

iii. Peer influence is useful in the group lending methodology

as it enhances repayment

e) Repayment culture Women have good reputation of repayment of loans.

f) High Poverty levels This creates an opportunity for poverty eradication through

provision of targeted credit

TECHNOLOGICAL FACTORS

a) ICT Infrastructure i. Integrated information systems like ERP and interactive

systems offer enormous opportunities to reduce

21 | P a g e

operational costs, enhance efficiency, effectiveness, and

accessibility by more women.

ii. Limited ICT infrastructure in remote parts of the country

could limit e-learning reach to the areas.

iii. Lack of knowledge could also hinder use of e-learning

platforms

b) E–learning Reliable e-learning platforms exist which could be utilized by the

Fund to disseminate entrepreneurial education and extend business

development services to women.

c) Social media Social media offers opportunities for the Fund to interact with the

stakeholders.

d) E-banking and

mobile payment

solutions

E-banking and mobile payment solutions offer an opportunity for

easy funds disbursement and loan repayments.

e) E-commerce i. The Fund’s online trading portal provides an opportunity to

promote Women’s products both locally and internationally

ii. Products in the online platform that are not patented are

susceptible to patent fraud and imitations.

LEGAL FACTORS

a) The Constitution The Constitution has mainstreamed women issues and given them

constitutional recognition that enhances the role of the Fund.

b) Legal status of the

Fund

Being a parastatal would give the Fund the legal force required to

the mandates of the Fund.

c) Access to

Government

Procurement

Opportunities

(AGPO) through

the PPDA, 2015

This offers enormous opportunities for women enterprises to sell

goods and services to the public sector which is the single largest

consumer of goods and services in the country.

ENVIRONMENTAL FACTORS

a) Environment

conservation

Growing global focus on environment conservation offers new

opportunities for the women to start conservation related

businesses like green energy production and waste recycling. This

can easily attract funding from global environmental conservation

Funds and bodies.

b) Environment-

friendly policy and

products

Developing policies and products that are aligned with major

environment initiatives provides an opportunity for the Fund to

attract alternative funding from international lending agencies.

c) Climate Change i. Favorable climatic conditions support the agricultural

sector which most of the potential customers are involved

in.

ii. Unfavorable climatic conditions hamper agriculture, and

could lead to low uptake and poor repayment of the Fund’s

loan.

22 | P a g e

2.5 Summary of Outcomes from the Operating Environment

Overall, the preceding analysis can be summed up as follows:

2.5.1 Distinctive Enablers

a) Extensive goodwill by stakeholders;

b) The Fund is a great brand and can attract partnership with a wide range of

organizations;

c) The mandates can easily attract funding from a variety of sources;

d) The Fund has many opportunities to raise resources;

e) Government directives on procurement provide opportunities to introduce new

products;

f) High population of women engage in informal sector of the economy; and

g) The focus by both government and international community to address gender equality

and women empowerment.

2.5.2 Inherent Pains

a) High and diverse women expectations;

b) Inadequate legal framework;

c) Sustainability challenges;

d) Low visibility of the Fund;

e) Weak policy framework to support and facilitate some mandates;

f) Over dependence on government funding;

g) Inadequate corporate structure on the ground; and

h) Uncompetitive terms of service.

2.5.3 Strategic Issues and Options

a) To remain a SAGA or become a woman’s bank?

b) Retain the current business model or change?

c) To introduce new product or improve the current one?

d) To pursue visibility or presence? Activity or impact?

e) To serve the women mass or women customized entrepreneurs?

f) To be a finance provider or business solutions provider?

g) To have a centralized or decentralized structure?

h) To retain staff, provide them with continuous training or train them for other

institutions?

i) Sustainable Fund or Social Fund?

23 | P a g e

2.6 Summary of Outcomes from the Stakeholders Forum

Following feedback from stakeholders the Fund shall:

a) Identify and close all gaps in service delivery between regions to create equity;

b) Identify and roll out a mentorship programme through entrepreneurship clubs and

volunteer mentors;

c) Enhance its reach to the disadvantaged and marginalized who are willing and able to

start businesses;

d) Track and follow through innovative business ideas that the banks find risky;

e) Help create a free-to-display online portal and SMS alert platform;

f) Create a resource center to help the women to identify new and emerging opportunities

including new markets and opportunities among others;

g) Create regional value-addition infrastructure;

h) Capitalize on the opportunity offered by government affirmative actions

i) Promote a culture of saving among the youth;

j) Focus on real entrepreneurs through a clear vetting procedure;

k) Address the issue of women enterprises holistically;

l) Identify other public and private bodies that have suitable infrastructure and can

welcome collaborations.

2.7 Stakeholder Analysis

The Women Enterprise Fund has various stakeholders who shape its strategic direction. In

developing this Strategic Plan, an analysis of the stakeholder interests was carried out in table 2.2

and Table 2.3.

Table 2.5a: Internal stakeholders

Stakeholder Key Roles Key Expectations

a) Advisory

board

Providing strategic leadership

of the fund

i. Clear and focused strategic

direction

ii. Sound, accountable and

transparent management

systems and best practices

in corporate governance

b) Managem

ent

Execution of policies, plans

and strategies to deliver

WEF’s vision, mission, goals

and objectives

i. Realisation of WEF mission,

vision and strategic

objectives

ii. Effective and efficient

service delivery to the

women

iii. Full participation and

involvement in

Implementation of the

strategic plan

24 | P a g e

c) Employees i. Implementation of

WEF activities and

delivery of services

to customers.

ii. Adherence to the

core values

iii. Commitment to

result based

performance

iv. Staff development

v. Regular review of

terms and conditions

vi. Provision of safe,

secure & conducive

work environment

vii. Ownership of the

strategic plan

i. Highly motivated and skilled

manpower

ii. Good working environment

iii. Provision of adequate

budgetary support, working

tools, equipment and

materials

Table 2.5b: External stakeholders

Stakeholder Stakeholder Expectations WEF Expectations

Customers i. Timely service delivery

ii. Affordable loans

iii. Easy access to credit facilities

and other products / services of

the Fund

iv. Customized products to suit the

different customer segments.

v. Enhanced market access for the

customer with existing

businesses

vi. Pro-customer policies and

business practices.

vii. Independence and impartiality

in decision making

viii. Courtesy & Professionalism

i. Compliance to loan terms and

conditions

ii. Provide sufficient and accurate

information

iii. Provide timely feedback

iv. Integrity

v. Compliance to terms and

conditions of engagements

MDAs i. Fulfillment of the mandate

ii. Enforcement of the Act,

iii. Formulation and implementation

of policies,

iv. Proper utilization of resources,

v. Timely reporting

Collaboration for synergy especially

support with infrastructure

The Ministry of

Public Service,

Youth &

Gender

i. Fulfillment of the mandate

ii. Prompt, timely, and accurate

reports

iii. Prudent use of allocated

resources

i. Adequate budget allocation

ii. Enactment of relevant statutes

e.g. WEF Bill

25 | P a g e

County

Governments

&Council of

Governors

Information sharing and close

engagement

Collaboration for synergy especially

support with infrastructure

Suppliers i. Information sharing

ii. Fairness and transparency

during selection

iii. Timely and reasonable

payment

iv. Professionalism

v. Collaboration and cooperation

vi. Competitive bidding

vii. Adherence to Public

Procurement Act and

Regulations

i. Provision of timely and quality

services

ii. Professionalism and integrity

iii. Compliance with the terms of

the tender

iv. Adherence to contractual

obligation

v. Create strong partnerships

with WEF

Special

Interest

Groups-

Non State

Actors, Civil

Societies, Faith

Based

Organizations,

CBOs

i. Relevant and accurate

information

ii. Collaboration

iii. Mainstream programmes for

affirmative action

iv. Professionalism and integrity

v. Compliance to the Constitution

and the rule of law

i. Relevant and accurate

information

ii. Effective participation in the

affirmative action programmes

and feedback

iii. Recognition and respect for

diversity

General Public i. Information

ii. Prompt and timely provision of

service

iii. Corporate Social Responsibility

i. Goodwill and general support

ii. Accountability

Professional

Bodies and

Research

Institutions

i. Information

ii. Collaboration and partnerships

iii. Professionalism and integrity

i. Information

ii. Collaboration and partnerships

iii. Professionalism and integrity

iv. Confidentiality

The National

Treasury,

Ministry of

Agriculture,

Ministry of

Trade, Ministry

of Interior and

Coordination

of National

Government

i. Fulfillment of the mandate

ii. Prompt, timely, and accurate

reports

iii. Prudent use of allocated

resources

i. Adequate budgetary allocation

ii. Relevant policies

iii. Enactment of relevant statutes

e.g. WEF Bill

Parliament &

Parliamentary

Committees on

Labour and

Social welfare

i. Fulfillment of the mandate

ii. Prompt, timely, and accurate

reports

iii. Prudent use of allocated

resources

i. Adequate budgetary allocation

ii. Relevant regulations

iii. Enactment of relevant statutes

e.g. WEF Bill

iv. Goodwill

26 | P a g e

Office of the

Auditor

General

i. Adherence to prudential

guidelines

ii. Compliance with PFM Act and

the other regulations

iii. Cooperation and proper

disclosure during audits

Support towards strengthening internal

controls

Affirmative

Action Funds

( UWEZO

Fund, YEDF &

NGAAF)

i. Sharing of best practices

ii. Market Information sharing

iii. Joint activities/ Collaborations

i. Sharing of best practices

ii. Market Information sharing

iii. Joint activities/ Collaborations

The Media i. Information sharing

ii. Collaborations

iii. Business relationships

i. Inform the public

ii. Educate the public

iii. Publicity

Financial

Institutions

i. Responsible operation

ii. Partnership for financial

intermediation

iii. Prompt disbursement

i. Accurate reports

ii. Prompt repayments

Private Sector

(KEPSA &

Chambers of

Commerce)

i. Constructive engagement

ii. Sector responsive policies and

interventions

i. SME information

ii. Market information

iii. Mobilization and networking of

members

Development

Partners

i. Timely and accurate reports/

information

ii. Responsive policies and

programs

i. Resources support

ii. Policy improvements

27 | P a g e

CHAPTER THREE: STRATEGIC FRAMEWORK

3.0 Overview

This Chapter outlines the key areas of focus during the plan period as well as the enabling strategies

that are aimed at expanding access to the Fund’s services, enhancing organizational efficiency and

strengthening relationships with stakeholders especially the regulator. These are derived from the

emerging issues identified in the preceding chapters of this plan and Kenya Vision 2030.

3.1 Vision, Mission, and Core Values

The constitutional ideals are embodied in the Vision, Mission, and Core Values of the Fund as follows;

Vision

A Sustainable Fund Empowering Kenyan Women for Social Economic Development

Mission

To Offer Accessible and Affordable Financial and Innovative Business Support Services to Kenyan

Women for Enterprise Development through Resources Mobilization, Collaborations, and Partnerships.

Core Values

i. Integrity & Professionalism- How WEF will be willing and consistently acting in accordance

with social standards and moral values of society and consistently applying the knowledge,

skills and values.

ii. Equity & Respect for Diversity - WEF will treat everyone in a fair manner according to their

individual needs, and recognize their individual differences.

iii. Transparency & Accountability – WEF has the Responsibility to act visibly, predictably and

understandably to promote participation and accountability and ensure that it is answerable for

its actions and that there is redress when duties and commitments are not met

iv. Innovation – That WEF is able at all times to apply better solutions that meet new

requirements, unarticulated needs, or existing market needs in accordance to its mandate.

v. Customer Focused – WEF has the orientation toward serving its clients' needs, and ensuring

that all aspects of the organization is responsive to customers' requirements.

vi. Team Work –WEF will ensure that people work together to achieve a common goal in order

to fulfil its mandate

3.2 WEF Strategic Direction

Our strategic goal is to: develop efficient and effective service delivery systems for wider reach and

increased product uptake; restructure the business model for cost effectiveness and greater impact;

reinforce the legal and policy framework of the Fund; and ensure long-term impact and sustainability

of the Fund

28 | P a g e

WEF shared vision is informed by the need to have “A Sustainable Fund Empowering Kenyan Women

for Social Economic Development” Achieving its mission and delivering customer and stakeholder value

depends on successful execution of three priority areas of our strategy, namely: Access to credit,

business development services, and institutional strengthening. All these initiatives are aligned to the

strategic focal areas.

The strategic objectives set out will be measured through customer and stakeholder satisfaction,

financial sustainability, efficient systems & processes, and skilled motivated workforce. Satisfying

customers and stakeholders is enabled when resources are mobilized and optimally used for women

empowerment.

Improving and aligning intangible assets and organization’s readiness to transform critical processes

depends on having the people with the right attitude and capacity, and aligning their aspiration to WEF

strategic objectives.

Executing this strategy and achieving WEF strategic results will depend on inspiring strategic leadership

at all levels, effective communication among its employees at all ranks and files, and develop strong

adherence to WEF core values.

3.3 WEF Strategy House

Developing a strategy can be compared to building a custom’s house. The mission, vision, customer

needs make up the roof of the house, the strategic results are like the roof lintel, while the Strategic

themes makeup the “pillars of the house”. The perspectives are the “different layers of blocks” of the

house and foundation is strategic and engaged strategic leadership, and core values. The bundles of

all these leads to the strategic direction of an organization which emanates from a successful strategy

execution as shown in Figure 1

29 | P a g e

Figure 1: WEF strategy house model

Figure 1: WEF strategy house model

Vision A Sustainable Fund Empowering Kenyan Women for Social Economic Development

Mission To Offer Accessible and Affordable Financial

and Innovative Business Support Services to Kenyan Women for Enterprise Development

through Resources Mobilization,

Collaborations, and Partnerships

for Social Economic Development

Strategic Results

Enhanced Access to Credit, Improved Business Development Services, Strengthened Institution

Customers/ Stakeholders

Financial

Impact

Learning & Growth

CU

STO

MER

FO

CU

SED

EFFI

CIE

NC

Y A

ND

EFF

ECTI

VEN

ESS

IMP

AC

T A

ND

SU

STA

INA

BIL

ITY

Core Values:

Integrity & Professionalism, Equity & Respect for Diversity, Transparency and Accountability,

Innovation, Customer Focused, & Team work

Strategic Direction

Shared Vision + Well Executed Strategy + Efficient Communication & Processes + Motivated Staff

30 | P a g e

3.4 Strategic Themes

Strategic themes are the critical areas which WEF must undertake to accomplish desired results. Each

theme has desired outcomes or strategic results. The organization, in the duration of this strategic plan,

will focus on the thematic areas namely access to credit which is WEF core mandate, business support

services, and institutional strengthening achievable with the support of key stakeholders. The focal

point in previous strategic plans have been the building blocks that have supported our growth. In the

strategic plan 2008-2012, the focus was on human capacity as the most valuable resource, image for

strengthening the WEF brand and leveraging on technology for opening new opportunities. Strategic

plan 2012-2017 mainly focused on the use of science and information to drive the Funds management

activities, and to ensure market presence to generate revenue to support empowerment.

This plan will focus on: developing efficient and effective service delivery systems for wider reach and

increased product uptake, restructuring the business model for cost effectiveness and greater impact,

reinforcing the legal and policy framework of the Fund, and assuring long-term impact and sustainability

of the Fund.

3.5 Business Model

The strategic focus of the Fund for the next five years shall be influenced by the following business

model:

1. Strategic Focus — The Fund shall adopt a sustainability approach to business with primary

focus on credit and resource mobilization ensuring full operationalization of all the mandates

to attain holistic enterprise development. The Fund’s products and services shall be designed

and marketed with the customer in focus. To achieve this focus, it shall ensure that:

a) The staff clearly understand the strategic direction of the organization; their roles and

priorities; customer value proposition; and delivers on the customer promises in the

plan

b) All staff are empowered to implement the plan;

c) The Strategic Plan and its implementation plan is clearly and effectively communicated;

d) The managers effectively play their roles;

e) A supportive corporate culture is cultivated and sustained;

This model (Table 3.1) implies that there are four pillars of sustainable high performance; business

model, implementation plans, culture and engagement. The Fund will work towards defining a desirable

and positive culture that will support its engagements and work relations. By so doing, the Fund will in

turn implement action plans that will support operations of the business model in an attempt to reach

out to all its clientele.

2. Strategic Alliances — The Fund shall pursue strategic alliances to enhance financial inclusion

and long-term sustainability. Partnerships to include international development partners,

government agencies, non-governmental organizations, socio-economic foundations, the

academia, the private sector and the small and medium sector strategic partners.

31 | P a g e

3. Market Reach and Penetration — The Fund shall seek to widen its reach and penetration

among the women through a diversified product and service offering by having a variety of

products and services for different market segments. To achieve this penetration, the Fund

shall seek to enhance strong presence at County and Constituency level. This will be done

through the following:

a) Alignments of products and the market,

b) Development of new demand driven products and Review of the existing products,

c) Create product differentials,

d) Increase branding as well customer and staff satisfaction,

e) Gain strategic leadership position,

f) Establish collaborative partnerships,

g) Optimize assets utilization, and

h) Leverage on intra-governmental relations.

Table 3.1: Business Model Matrix

Market

Opportunity

Methods Goals

Create product

differentials

a) Design unique products

b) Give our customers, unique value

propositions (market

segmentation)

c) Leap ahead of the competition.

d) Connect our customers to the

valuable markets.

e) Create a business to business

(B2B) connection.

f) Enable e- commerce across

multiple platforms.

a) Improve value.

b) Separate from the pack.

c) Facilitate value exchanges.

d) Create business opportunities.

e) Establish reach and branding.

Expand revenue

base

a) Use e-commerce across multiple

service points.

b) Establish collaborative

partnerships.

c) Lower transaction cost

a) Grow revenue.

b) Lead with innovative solutions.

c) Capture market position.

d) Increase disbursements and

collections.

Increase branding

as well as customer

a) Leverage on social media

relations.

a) Positioning conversations.

b) Learning and leveraging

32 | P a g e

and employee

satisfaction

b) Engage our clientele and

employees.

c) Establish market leadership roles

d) Affiliate with market players.

e) Sponsor emerging industry

events.

f) Establish an employee blog.

g) Establish client partnerships.

c) Increase awareness on WEF’s

brands or products.

d) Form collaborative relations.

e) Create empowering resources.

Increase customer

growth in strategic

markets

a) Leverage on the social web for

customer gain.

b) Create unique customer

attractions.

c) Leverage leadership positions

and profiles.

d) Establish partnerships with

chosen networks.

e) Create attractive value

propositions.

a) Customer acquisition and

growth.

b) Increase in market awareness.

c) Increase in transactions both

disbursements and recoveries.

d) Create a market differential.

Gain strategic

market leadership

position

a) Leverage points 1, 2, 3 and 4

above for maximum exposure.

b) Establish a thought leadership

profile.

c) Leverage market differentials.

d) Focus on innovations, means and

methods.

Become the strategic leader in

women entrepreneurs financing

options.

Optimize assets

utilization

a) Leverage transactions, relations

and markets.

b) Create and distribute innovative

technology

c) Maximize connectivity of staff at

all levels.

Create more value at less cost.

Leverage intra-

governmental

relations

a) Utilize opportunities made

available through devolution

b) Strategic relationships with and

other initiatives of other arms of

government engaged in women

empowerment.

Enhance synergy and productivity of

the Funds operations across the

country.

33 | P a g e

Prioritize Human

Resource

Development

Implement Rewards and

incentives

Invest in Continuous trainings

Responsive policies

Motivated and highly productive staff

Ensure Effective

Communication

Communication strategy and

policy

Better execution of plans

Reduced conflicts

Inculcate

Supportive

Corporate Culture

Clearly outline the Fund’s values

Promote and reward positive

Healthy work environment

Build/Foster

Strategic Alliances

Enter into useful targeted

partnerships

Synergy and enhanced delivery of

services

Automation of

Major Processes

Establish function ICT interface

for all critical processes.

Enhanced efficiency and accuracy

4. Business Support Services – The Fund shall evolve into a strong sustainable women’s

organization for women empowerment. Apart from offering loans or credit to women

enterprises, the Fund will also offer Business Development Services such as marketing and

market linkages, women oriented commercial infrastructure and enterprise development

training or facilitation.

5. Management of Credit –This clientele can be groups or individual women entrepreneurs.

The corporate entrepreneurs will be segmented into micro, small and medium size companies.

The Fund will use multiple channels to reach its clientele including Strategic intermediaries at

convenient locations. The Fund will also leverage on Internet and mobile banking channels so

as to reduce its channel costs as well as automating its systems. The Fund will generate revenue

from:

i. Administration fees

ii. Interest income from FIs.

iii. Income from Business Development Services (BDS).

3.7 Strategic Issues & Key Result Areas

The Strategic Issues are: Financial services, Business Development Services, and Institutional

Strengthening. The Strategic Issues are translated into three Key Result Areas (KRAs), namely:

1. Enhanced Access to Credit to Contribute to Business Startups & Growth and create jobs

2. Improved Business Development Services to Contribute to Business Startups & Growth and

Create Jobs

3. Strengthened Strategic Operations

34 | P a g e

Table 3.2: Key Result Areas (KRAs), Strategic Objectives, & Strategies

KRAs Strategic

Objectives

Strategies

KRA 1:

Enhance

Access to

Credit to

Contribute to

Business

Startups &

Growth and

create jobs

a) To grow the

loan portfolio

and uptake

b) To sustain the

Fund’s high loan

repayment

rate c) To enhance

compliance to policy and

procedure

i. Develop products that meet customer needs

ii. Scale up capacity building to customers

iii. Revise the on-boarding criteria for the FI Channel

iv. Establish and operationalize county offices

v. Leverage on ICT

i. Review the credit policy and procedures

ii. Leverage on ICT

iii. Strengthen loan monitoring and follow-ups.

i. Undertake stakeholder forum

ii. Sensitize internal staff

iii. Train and capacity building

iv. Showcase best practices

KRA 2:

Improved

Business

Development

Services to

Contribute to

Business

Startups &

Growth and

Create Jobs

a) To enhance

capacity for

women and

their

enterprises

i. Upscale entrepreneurship and value addition trainings

ii. Build a pool of skilled trainers (TOTs).

iii. Institutionalize mentorship and coaching programmes.

iv. Continuous enhancement of training content

v. Leverage technology e.g. create digital content to enable

learning on beneficiaries’ handsets

vi. Expand Strategic Partnerships with International, Regional,

and Local Agencies

b) To develop

linkage for

women owned

enterprises to

large

enterprises

i. Develop a database of the large enterprises and women

businesses to enable linking.

ii. Enter into partnerships with SME umbrella bodies, Public,

Private, and Non-Governmental Agencies.

iii. Creating trade linkages between large and small women

enterprises

iv. Implement sustained public awareness campaign to

customers and field officers.

v. Cushion businesses against risk by insurances

vi. Sensitize staff and beneficiaries on emerging marketing

trends, requirements and opportunities.

vii. Keep inventory of exporters and importers.

i. Leverage on ICT for business networking through WEF

SOKO, sending trade alerts, and social media pages

ii. Capacity build women on market opportunities through

mentorships

iii. Connect our customers to the valuable markets.

iv. Enable e- commerce across multiple platforms.

c) To facilitate

marketing of

women

products and

services in

local and

international

markets

d) To facilitate

and support

investment in

infrastructure

that support

i. Negotiate for preferential access by women entrepreneurs to

government bilateral and Multilateral established markets

ii. Provide basic/simple market structures/stalls

iii. Strategic partnerships with relevant agencies & institutions

iv. Undertake engagement with County Governments

v. Distribute parasols to women beneficiaries in open markets

35 | P a g e

women

enterprises;

KRA 3:

Strengthened

Strategic

Operations

a) To Adopt a

robust System

to drive

business

growth

i. Develop and implement relevant ICT policies, standards

and procedures

ii. Leverage on ICT best practices to enhance business

operations

iii. Establish infrastructure to enhance communication and

ensure automation of business functions

iv. Develop and implement an efficient framework for data

integrity and ICT security

v. Put in place other relevant systems for efficient operation

e.g. Financial systems, Procurement systems, HRM

systems, and Audit systems

b) To improve

physical

infrastructure

and work

environment

i. Develop and implement a work environment Policy

ii. Upgrading of office infrastructure and standardize office set

up

iii. Modernize fleet and equipment

iv. Set up Records Management

c) To ensure

prudent

financial

management

i. Effective planning of resources

ii. Resource mobilization and funding

iii. Optimal the use of resources

iv. Strengthen internal control systems

v. Effective budgeting and budgetary control

vi. Diversification of revenue streams

vii. Strengthen procurement function

d) To enhance

Brand Image

and Brand

Visibility

i. Review and implement the Communication Policy and

Strategy

ii. Strengthen public feedback mechanisms

iii. Strengthen relationship with customers and stakeholders

iv. Rebrand

e) To promote

innovation

and culture

change

i. Develop a concept note on innovation

ii. Define the organizational culture and values

iii. Undertake change management

f) To strengthen

Human

Resource

Management

i. Review the organization structure

ii. Review human resource policy and procedures manual

iii. Review career guidelines

iv. Review terms and conditions of service for Secretariat Staff

& Volunteers

v. Attract and retain high performing staff

vi. Build capacity for the Fund

vii. Institutionalize performance contracting and performance

appraisals systems

viii. Attain ISO certification

g) Governance

and

Management

i. Develop and implement corporate governance instruments

ii. Provide corporate legal services

iii. Develop integrated risk management Framework.

iv. Enhance internal controls and processes

36 | P a g e

CHAPTER FOUR: IMPLEMENTATION & COORDINATION

4.0 Overview

This chapter covers implementation of the plan, Institutional Arrangement of the Fund, the Organization

Structure, Proposed Organizational Structure, Staff Establishment, Human Resource Development Plan,

Financial Resources, Resource Mobilization, Cascading the Strategic Plan, and Risk Analysis.

4.1 Implementation of the plan

Successful implementation of this Strategic Plan is anchored in five key factors namely a proper co-

ordination framework based on the organizational structure of the Fund. Adequate human resource

capacity. Infrastructure guidelines. Fourth is to harness ICT solutions. Fifth is to mobilize adequate

financial resources that are reliable and predictable.

4.2 Institutional Arrangement of the Fund

a. Ministry of Public Service and Gender-This is the parent Ministry

b. The Advisory Board- the Advisory Board shall oversee the management of the Fund and advise

the Minister generally on the operations of the Fund.

c. The Secretariat- Composed of the following nine (9) departments whose responsibilities are

outlined hereafter:

i. Credit Department-the department is responsible for the management of the entire

lending business and maintain a high quality loan portfolio.

ii. Marketing, Research and Communication Department- the department is

responsible for all marketing, communication, and research matters. It is also tasked

to promote domestic and international marketing of goods produced by women

owned enterprises; support and facilitate development of infrastructure like decent

workspaces and incubation for women owned enterprise; and facilitate and support

linkages between women owned enterprises and big corporate, for markets and

technology transfer.

iii. Human Resource Management and Training Department- the department is

responsible for the Fund has high quality, productive, and motivated workforce. It

also tasked with the development of human resource for the organization.

iv. Finance and Administration Department- the department is responsible for

financial planning, budgeting, control, and prudential utilization of resources of the

organization.

v. Audit and Risk Department- the department is responsible for ensuring

compliance with all provisions and standards. It also tasked with the management of

all kinds of risk the Fund may be exposed to.

vi. Supply Chain Management Department- the department is responsible for

procurement and disposal according to the relevant provisions. It advises the CEO on

all matters supply chain.

37 | P a g e

vii. Monitoring and Evaluation Department- the department is responsible for

tracking of all results for all the interventions of the Fund. It avails d program data to

aid top management on decision making and stakeholder to inform progress.

viii. Information Communication Technology Department- the department is

responsible for ensuring the Fund has the up-to-date ICT and high level automation

of all critical processes.

ix. Legal Affairs Department- the department is responsible for advising the Fund on

all legal, regulatory, and corporate governance matters. Also serves as the Advisory

Board Secretary.

4.3. Organization Structure (See appendix B)

This is the current structure the Fund has been operating on to implement the achievements of the

Strategic Plan 2012-2017. The Fund is to review it to adopt a suitable structure adequate to address

the demands of the Strategic Plan 2019-2023.

4.4 Proposed Organizational Structure (See appendix C)

Establishment of new structures and strengthening of existing ones will be an overarching theme of

the restructuring exercise. This Plan recommends the establishment of new functional units, upgrading

of existing units and reorganization of the existing functions with specific mandate to enhance focus

and accountability within the Fund and to help WEF achieve its long term goals and objectives.

4.5 Staff Establishment

Staff establishment is represented in table 4.1 showing required staff, those on board and positions to

be filled.

Table 4.1: Staff Establishment

S/N

Position/ Designation Total In post Proposed

Establishment

Variances

WEF1 CEO 1 1 0

WEF2 Managers 3 5 2

WEF3 Deputy Manager 3 3 0

WEF4 Assistant Manager 13 24 11

WEF5 Senior Officer 4 5 1

WEF6 Officer 13 13 0

WEF 7 Officer 20 25 5

WEF8 Clerical Staff 7 8 1

WEF9 Drivers & Support Staff 3 3 0

Total 67 87 20

38 | P a g e

4.6 Human Resource Development Strategies

The Fund will strengthen Human Resource Management by keeping up-to-date human resource

policies, continuous professional and leadership development, succession planning and management,

cultivate healthy corporate culture, proper performance management, and career growth.

4.7 Financial Resources

The projected financial resources required for the implementation of this Strategic Plan is Ksh 15.44B.

The cost of implementing each Key Result Area of the Strategic Plan over the plan period is as follows:

Table 4.2: Projected Finance Resource Requirement

KRAs 2019-2024 (Kshs. Millions) TOTAL

2019/2020 2020/2021 2021/2022 2022/2023 2023/2024

KRA 1 2.1B 2.8B 2.9B 3.0B 3.2B 14B

KRA

2&3 0.25B

0.28B 0.29B 0.3B 0.32B 1.44B

TOTAL 2.35B 3.08B 3.19B 3.30B 3.52B 15.44B

To finance the Strategic Plan, the Fund will primarily rely on the Government of Kenya Exchequer

funding and scale up resource mobilization to complement GOK allocations.

4.8 Resource Mobilization

The Fund will continue to lobby for sufficient funding from the Exchequer through the National

Government and other avenues. It will strive to maximize on revenue collection by enhancing proper

accounting systems. The Fund will also leverage on its cordial relations and goodwill from development

partners to support implementation of key programs and projects.

The key strategy will be to diversify resource base. The Fund shall broaden the resource channels and

explore sustainable alternative ways of mobilizing resources to implement this Strategic Plan.

Specifically, as a state corporation the Fund will mobilize savings and levy modest charges on services

to sustain its operations. This will be achieved through creation of partners’ profiles to identify their

funding mechanisms, budgetary cycles, policy priorities and potential opportunities for funding. The

diversification of resources will also be achieved through Public-Private Partnership for capacity building.

4.8.1 Resource Management and Efficiency

Efficiency, effectiveness and prudence in utilization of resources will be crucial in bridging the resource

gap. The guidelines by CBK will be relied on extensively to guide management of resources. The Fund

will ensure value-for-money by acquiring best practices and by eliminating bottlenecks and red-tape in

its systems and processes. This could be achieved by considering the following:

i) Financial Management Systems: The planning, budgeting, and financial management

systems will be strengthened to optimize the absorption capacity and management of financial

resources. All resources shall be managed through the Fund Financial Management Systems

which will, among others, ensure automation and synchronization of work plans with budgets

and procurement plans.

39 | P a g e

ii) Synergizing Development Partners- for maximum impact and value for money from

partner efforts, a coordination framework should be prioritized. This will include harmonization

of work plans with a view to leveraging on areas of convergence and synergy and eliminating

duplications amongst collaborating partners. The Resource Mobilization function will be

empowered and resourced to enhance dialogue, coordination and information sharing with

partners for increased financial and technical support. It will also maintain leadership and

ownership of the process.

iii) Quick wins- key activities, projects, and programmes will be identified and fast-tracked for

implementation to provide the impetus for the medium term and long term activities. The quick-

wins will provide foundations for key projects and programmes as well as best practices and

learning points for implementation of the Plan.

iv) Sequencing and Pooling- to ensure efficiency and value-for-money, the activities will be

logically sequenced and prioritized. This will facilitate orderly planning, implementation and the

costing of the plan. Implementation of related activities such as trainings and sensitization,

procurement will be harmonized to reduce costs. A project management cycle with clear

implementation, monitoring and appraisal guidelines will be institutionalized.

v) Automation and Innovation- rapid adoption of technology in the Fund processes and

innovation will be pursued in the plan period to reduce wastage. The Fund will be required to

keep abreast of emerging technological opportunities and best practices.

4.9 Cascading the Strategic Plan

The overall responsibility for implementation of the Strategic Plan rests with the Chief Executive Officer

of the Fund. Each implementing unit will be responsible for the coordination, implementation and

reporting of the assigned activities in the implementation matrix. The units will derive their respective

work plans from the implementation matrix.

The strategic plans for departments will be cascaded through work plans developed by the respective

Heads of departments. The work plans will form the basis for target setting between the staff and their

supervisors.

4.10 Risk Analysis

Implementation of this Strategic Plan may be affected by operating risks. In order for the Fund to

successfully implement this Strategic Plan, these risks must be managed. The risks associated with the

implementation of the strategic plan, the gravity of each risk factor and suggested mitigation strategies

are summarized in Table 4.3.

40 | P a g e

Table 4.3: Risk Assessment and Mitigation Strategies

Risk (Potential Risks) Risk

Assessment

Mitigation Strategies

a. External interference Medium i. The Fund leadership to continuously engage key

stakeholders such as the parent ministry, the National

Treasury, and politicians etc. through structured

dialogue to develop a culture of mutual working

relationship and trust.

ii. The Fund’s leadership to respond in a timely manner to

any attempts of interference.

iii. Increased outreach to enhance public confidence.

b. Non-compliance

with statutory

requirement

Medium Legal audit to identify and familiarize with relevant provisions

Put in place mechanisms to ensure compliance

c. Inadequate

performance of

other institutions

affecting the

delivery of service

Medium Take a lead in strengthening collaborative mechanisms to assist

other institutions in improving their performance

a. Corruption

or perceived

corruption

High i. Participate in enforcing implementation of Code of

Ethics across the Fund’s operations

ii. Mainstream anti-corruption policies and develop

appropriate strategies.

iii. The Fund to proactively participate in national anti-

corruption initiatives.

iv. Automation of accounting processes

v. Prioritize implementation of audit report

recommendations.

b. Inadequate

cooperation from

stakeholders

Medium Increase outreach strategies and develop partnership programs.

c. Resistance to

change during

implementation of the

SP within

the Fund and

other institutions

across the value chain.

High i. Prioritize development and implementation of change

management strategies.

ii. Internal and external sensitization on the aspirations of

the Fund

a. Inadequate

finances

High i. Intensify lobbying for adequate and timely

disbursement of funds from different sources.

ii. Outsource services that are not core business of the

Fund, to ensure value for money.

iii. Rationalize staff to ensure service delivery and value for

money.

b. Inadequate capacity

for financial and

project management

High Build internal capacity in budgeting, accounts, procurement,

planning, management, Credit, internal audit & risk etc.

Develop and implement policies and procedures in line with

public financial management and procurement regulations.

41 | P a g e

CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING

5.0 Overview

The objective of the M&E is to ensure that the Fund’s development over the Plan period remains on

the chosen road map. The M&E function shall be strengthened and upgraded to a full department

headed by a Manager responsible for Planning, Monitoring and Evaluation. The M&E System will be

hinged on the Fund’s National Integrated Monitoring and Evaluation System (NIMES) and tracking of

the plan’s performance through the Implementation Matrix. The matrix will be designed to ensure the

following:

a) Ensure an effective performance information system;

b) Establishment of clear schedules for performance information reporting on an on-going basis;

c) Ensuring that all reporting centers provide time and commitment to the process;

d) Candid specifications of the roles of individuals submitting or receiving the documents taking

into consideration internal progress reports, external reviews and an annual report card;

e) Linking M&E to the Fund’s performance contracting tool, annual staff appraisal and Vision 2030.

Monitoring, evaluation and reporting of the Strategic Plan will involve a systematic and continuous

process of collecting and analyzing information based on the indicators, targets and provision of

feedback. Four types of indicators will be tracked and used to measure performance. These are input,

activity, output and outcome indicators. The results of monitoring and evaluation will be used to

improve ongoing interventions and also inform future plans of the Fund.

5.1 Monitoring the Implementation of Strategic Plan

Monitoring the implementation of the plan will act as an early warning system to detect potential

bottlenecks and help to make necessary adjustments. Monitoring will involve collecting and analyzing

information relating to the various indicators and using the information to inform day-to-day operations.

Implementation units, guided by focal persons, will monitor the implementation of the Strategic Plan

through regular meetings and reports. Activities that will require re-scheduling or revision of targets

will be adjusted through a re-negotiated process with the top management. The Monitoring &

Evaluation department will coordinate the monitoring, evaluation and reporting of this Strategic Plan.

5.2 Evaluation of the Strategic Plan

Evaluation will involve a systematic and objective process of examining the relevance, effectiveness,

efficiency and impact (both expected and unexpected) of the strategies. Evaluation will be done through

formal surveys and assessments and will look at what will be accomplished against the set targets.

Evaluation will be the responsibility of the middle and top management of the Fund. Three major

evaluation activities will be undertaken. These are mid-term evaluation; end-term evaluation and ad

hoc evaluation.

42 | P a g e

5.2.1 Mid-term Evaluation

The Fund will conduct a mid-term evaluation of this Strategic Plan to examine the progress towards

achieving the set targets. The evaluation will be spearheaded internally by the M&E department besides

engaging peer reviewers. This will be undertaken three years into the implementation of the Strategic

Plan. The recommendations of mid-term evaluation will help in making improvements to the Strategic

Plan implementation process.

5.2.2 End-term Evaluation

End-term evaluation will be conducted at the end of the Strategic Plan period. The process will be

spearheaded by an independent expert with the guidance of the management of Fund. The

achievements, challenges, lessons learnt and recommendation will inform the next cycle of the strategic

planning.

5.2.3 Ad hoc Evaluation

Ad hoc evaluation will be conducted in case of significant and unexplained variance between the

planned and achieved performance targets. Such variances will be identified through the regular

quarterly and annual report.

5.3 Reporting

All departments will be involved in monitoring and reporting on the progress of achievement of results

and objectives based on the key indicators agreed upon and aligned to the overall indicators identified

in this Strategic Plan. This will be achieved by ensuring collection and provision of timely and accurate

data during the plan period. The implementing units will be expected to generate reports on monthly,

quarterly, bi-annual and annual basis.

The following table summarizes the various reports that will be prepared to monitor the implementation

of the Strategic Plan:

Table 5.1: Reporting obligation

Type of Report Frequency

Unit

Responsible Consumer

The State of the Fund Report

(Public Accountability

Statement)

Annually CEO Internal stakeholders

and Public.

MTP and statutory reports Quarterly/Annually CEO MDAs

Fund’s Strategic Plan

Progress Reports

Annually Bi-Annual

Quarterly

M&E Board and

Management

Performance Review Report Annual M&E Board and

Management

Performance Appraisal Reports Annually Manager HR&T Board and

Management

43 | P a g e

5.4 Financing of Monitoring and Evaluation

Monitoring and evaluation activities will be financed through budget lines in the overall Fund’s budget.

The Fund will ensure that there is adequate allocation of funds towards Monitoring and Evaluation every

financial year.

5.5 Evaluation Mechanisms

Continuous evaluation of results (outputs and outcomes) will be undertaken by the Planning, Monitoring

and Evaluation department. The department shall continuously evaluate all strategies, activities and

outputs or outcomes with a view to advising the CEO on any performance gaps as well as offer feasible

strategy alternatives. The evaluation will entail the following:

a) Measuring actual performance against target levels and establishing size of gap or variance,

if any.

b) Conducting a root cause analysis to identify factors responsible for the variance.

c) Identifying and recommending appropriate remedial measures including a review of the

objectives and/or strategies or activities.

d) Undertaking service delivery efficiency and effectiveness surveys.

e) Coordinating or facilitating impact assessment for various interventions.

Long-term evaluation of results (impact) shall be conducted externally, particularly the mid-term review

and end term impact assessment.

5.6 Implementation and Coordination of the strategic Plan

5.6.1 Pre-implementation Activities

a) Heads of departments will develop departmental plans aligned to the strategic plan, so as to

ensure strategic cohesion.

b) Heads of departments will communicate the plan to all staff in their department and ensure

that each person understands their role in the plan and that they are familiar with the

monitoring and evaluation mechanisms established by the Fund through the M&E department.

c) Heads of departments will liaise with staff responsible for any key result areas (KRA) to build a

work plan for the achievement of the KRA, and evaluate their needs and any resources and

training that may be necessary.

5.6.2 Implementation Activities

a) Heads of departments will monitor activities as they roll out and provide guidance and

mentorship where necessary. The heads of departments will review the plan performance each

month and prepare a quarterly report.

b) Heads of departments will endeavor to keep plan performance delays and negative variances

in check and take any necessary action in consultation with the CEO to ensure timely plan

performance.

c) Heads of department will take stock of each month’s achievement as well as the cumulative

achievements realized and present this information to the M&E department

44 | P a g e

d) Heads of departments will liaise with the M&E department to ensure that performance

indicators and other evaluation parameters are clear to all and are uniformly applied and

evaluated.

e) Departments providing internal services to other departments will ensure that they provide

these services in a timely manner so as to avoid derailing other departments’ plans. Service

Level Agreements will be established to ensure timeliness and accountability.

5.6.3 Post-implementation Activities

a) The management will carry out a comprehensive review of the Strategic Plan at the end

of each financial year, and establish priorities and key result areas for the next financial

year.

b) Heads of departments will evaluate plan performance in the light of identified priorities

and will determine from time to time whether any changes in the objectives are warranted.

c) Heads of departments will prepare the annual rolling plans at the end of each year, so as

to establish detailed departmental targets for subsequent years in line with the overall

Strategic Plan.

5.7 Linking M&E to Performance Contracting and Staff Appraisal

To ensure sustainability, a culture of performance management needs to cover all staff,

irrespective of their levels. This will enable all staff to appreciate their linkage and contributions to

the implementation of the Strategic Plan and the attainment of the Fund’s objectives. For the

Implementation of the Plan to be effective, the M&E will be an integral part of the Fund’s

performance contracting system and will be linked to staff appraisal and reward systems.

Appropriate staff training and development may be recommended by the unit heads, in liaison

with the M&E head, so as to enhance efficient performance of the plan.

Staff and departments that meet or exceed their plan targets will be commended and rewarded

accordingly to motivate them. Key staff that regularly meet and surpass their targets will have this

fact taken cognizance of during any considerations for promotions. Implementation centers that

perpetually fail to deliver on assigned targets will ultimately be dragging the entire organization

backwards and may attract management action.

45 | P a g e

5.9 Key Performance Indicators

Table 5.2: Key Performance Indicators

KPI

Status as at

2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Number of jobs created N/A 100,000 100,000 100,000 100,000 100,000

Number of new enterprises N/A 57,150 58356 61,277 64,337 67,554

Number of enterprises that registered growth

N/A 69850 71,324 74,893 78,633 82,566

Amount of loans disbursed (Kshs

in Billion)

15,939,570,

580 2.55B 2.9B 3.0B 3.2B 3.35B

Number of beneficiaries funded

1,645,043 159,879 168,000 176,400 185,010 194,691

Number of groups funded

99,092 12, 700 12, 968 13, 617 14, 297 15, 012

Loan repayment rate

96% 96% 96.5% 96.5% 97% 97%

Number of women trained on business skills

1,232,660 130,000 135,000 140,000 145,000 150,000

Number of women trained on

value addition

3,500 6000 6500 7000 7500 8000

Number of women enterprises linked to large enterprises

813 232 280 330 380 400

Number of women

entrepreneurs with products in local and international markets

350 450 550 600 650 700

Number of women provided decent work space (Distribute

Parasols) N/A

1, 000 1, 000 1, 000

1,000 1,000

Customer Satisfaction index 81% 83% 85% 87% 89% 90%

Employee satisfaction index N/A

46 | P a g e

CONTACT US

Twitter: @WEF_Kenya

Facebook: Women Enterprise Fund

Instagram: @WEFSoko

HEAD OFFICE CONTACTS

P.O Box 17126-00100, Nairobi

NSSF Building| Block A| Eastern Wing| 11th Floor

Mobile: +254 0714-606-845

Email: info@wef.co.ke

REGIONAL CONTACTS

Visit www.wef.co.ke

47 | P a g e

Appendix A: Results /Implementation Matrix

Strategic

Objective

Strategy Activity Output Outcome Key

Indicator

Reporting

Schedule

Target

for 5

years

Target Budge

t (Mn)

Responsible

Y1 Y2 Y3 Y4 Y5

Enhance Access to Credit to Contribute to Business Startups & Growth and Creation of 500,000 jobs

a) To grow the

loan

portfolio

and uptake

i. Develop products

that meet

customer needs

ii. Scale up capacity

building to

customers

iii. Revise the on-

boarding criteria

for the FI Channel

iv. Establish and

operationalize

county offices

v. Leverage on ICT

Regular information

sharing with key

stakeholders

Conduct strategic

marketing campaigns

guided by a plan

Conduct need driven

promos

Rationalize workload

(define portfolio size per

officer)

Engage FIs/SACCOs

Different/

New

loan

products

Training

reports

Contracts

with new

FIs

New

county

offices

ICT

infrastruc

ture

Increased

loan uptake

Increased

loan

product

portfolio

Increased

access

Diversified

client base

Improved

service

delivery

Improved

efficiency

-Amount

disbursed

-No of

beneficiaries

funded

-No of

groups

funded

-No of new

products

-No of FIs

engaged

-% of

process

automation

-%

devolution

to counties

Monthly 15B 2.55

B

2.9B 3.0B 3.2B 3.35B

Primary

MANAGER,

CREDIT

Secondary

CEO and AB

786,

701

159,

879

168,

000

176,

400

185,

010

194,

691

66,

394

10,

500

12,

968

13,

617

14,

297

15,

012

b) To sustain

the Fund’s

high loan

repayment

rate

i. Review the credit

policy and

procedures

ii. Leverage on ICT

iii. Strengthen loan

monitoring and

follow-ups.

Set up a team to review

the credit policy

Set up ICT infrastructure

and deploy for payment

solution and loan

monitoring.

Establish functional debt

recovery unit

Close follow up on loan

use

Revised

policy

ICT

infrastruc

ture

Debt

recovery

unit

Reports

Improved

credit

manageme

nt

Improved

quality of

loan book

Increased

collections

Enhanced

sustainabilit

y

% increase

in

Repayment

% reduction

in default

Monthly 97% 96% 96% 96.5

%

97% 97% 97% Primary

MANAGER,

CREDIT

Secondary

CEO and AB

48 | P a g e

c) To enhance

compliance

to policy

and

procedure

i. Undertake

stakeholder forum

ii. Sensitize internal

staff

iii. Capacity building

iv. Showcase best

practices

v. County loan

committees

Organize stakeholder

forum

Organize sensitizations

for staff

Constitute county loan

appraisal committees

Share best practices

Reward compliance

Punish non compliance

Reports

&

attendan

ce

Committe

es

Improved

loan

manageme

nt

Improved

compliance

to policy

No of

stakeholders

reached

No of staff

sensitized

% of staff

adhering to

policy

No of

County

committees

Quarterly

Primary:

MANAGER,

CREDIT

Secondary

CEO and AB

Improved Business Development Services to Contribute to Business Startups & Growth and Creation of 500,000 Jobs

a) To enhance

capacity for

women and

their

enterprises

i. Upscale

entrepreneurship

and value addition

trainings

ii. Build a pool of

skilled trainers

(TOTs).

iii. Institutionalize

mentorship and

coaching

programmes

iv. Continuous

enhancement of

training content

v. Leverage

technology e.g.

create digital

content to enable

learning on

beneficiaries’

handsets

vi. Expand Strategic

Partnerships with

International,

Capacity building of

trainers

Review training

curriculum

Get content right for

ILO’s IYES module to

complement the Fund

manual

Develop digital content

with partners.

Make the modules

available online.

Sign MOUs with partners

in capacity building

Organize training

workshops for

entrepreneurs

Market WEF training

Awareness and

sensitizations

Training

activities &

attendanc

e

Loan

application

forms

MOUs

Digital

content

Manuals

Increased

loan

uptake

and

repayment

Skilled

women

entrepren

eurs

Improved

group and

business

performan

ce

Improved

loan

managem

ent

-No of

women

trained

No of

trainers

trained

-% of

women

applying the

training

-No of

applications

generated

-No of

manual

reviews

-No

accessing

digital

content

-No of

partners

Monthly 555,

000

130,

000

135,

000

140,

000

145

000

150,

000

Primary:

MANAGER,

M&E

Secondary:

CEO and AB

50% 50% 50% 50% 50

%

50%

35,

000

6000 6500 7000 750

0

8000

49 | P a g e

Regional, and

Local Agencies

b) To develop

linkage for

women

owned

enterprises

to large

enterprises

i. Develop a

database of the

large enterprises

and women

businesses to

enable linking.

ii. Enter into

partnerships with

SME umbrella

bodies, Public,

Private, and Non-

Governmental

Agencies.

iii. Creating trade

linkages between

large and small

women

enterprises

iv. Implement

sustained public

awareness

campaign to

customers and

field officers.

v. Cushion

businesses

against risk by

insurances

vi. Sensitize staff and

beneficiaries on

emerging

List or register all large

companies and women

enterprise

Execute MOUs for women

to access the 30%

preferential government

procurement

Sensitize women to

access the 30%

preferential government

procurement

Capacity building for

women owned

institutions such as

SACCOs and business

clubs

Sign MOUs with targeted

partners

Facilitate small enterprise

to reach agreements with

big companies

Carry out awareness

Facilitate insurance of

businesses

Register

MOUs

Reports &

attendanc

e

Signed

trade

agreement

Insurance

certificates

/ policies

Improved

business

performan

ce

Increased

opportunit

ies for

trade

Sustainabl

e women

enterprise

s

Increased

number of

women

linked to

big

enterprise

No of women

linked

No of women

trained

No of MOUs

No of exports

& imports

% reduction

in risk

No of

businesses

insured

Monthly 1,622 232 280 330 380 400 Primary:

MANAGER,

MRC

Secondary:

CEO and AB

50 | P a g e

marketing trends,

requirements and

opportunities.

vii. Keep inventory of

exporters and

importers.

Organize sensitizations

List or register all

importers and exporters

c) To facilitate

marketing

of women

products

and

services in

local and

internationa

l markets

i. Leverage on ICT

to market their

goods for

business

networking

through WEF

SOKO, sending

trade alerts, social

media pages

ii. Capacity build

women on market

opportunities

through

mentorships

Connect our

customers to the

valuable markets

iii. Enable e-

commerce across

multiple

platforms.

Conduct capacity building

for women entrepreneurs

on online marketing

Sensitize women on WEF

SOKO

Organize for women

entrepreneurs to

participate in

international and

domestic investment

forums, exhibitions and

trade fairs

Sensitize women to

access the 30%

preferential government

procurement

Organize targeted trade

fairs

Reports &

attendanc

e

Market

spaces

MOUs

Framewor

k

Sustainabl

e women

enterprise

Improved

business

performan

ce

Increased

exports

and

imports

Increased

number of

products

taken to

local and

internation

al markets

No of women

entrepreneur

trained on

online

marketing

No of women

sensitized on

WEF SOKO

No of women

taking part in

exhibitions &

trade fairs

No of online

shops

No of trade

fairs

No of women

provided

work space

Monthly 2,950 450 550 600 650 700 Primary:

MANAGER,

MRC

Secondary:

CEO and AB

d) To facilitate

and support

i. Negotiate for

preferential

Secure market space in

the established markets

Improved

business

No of women

provided

decent space

Monthly 5,000 1000 1000 1000 100

0

1000 Primary:

MANAGER,

MRC

51 | P a g e

investment

in

infrastructu

re that

support

women

enterprises;

access by women

entrepreneurs to

government

bilateral and

Multilateral

established

markets

ii. Strategic

partnerships with

relevant agencies

& institutions

iii. Undertake

engagement with

County

Governments

iv. Distribute

parasols to

women

beneficiaries in

open markets

Sign MOUs with MDAs

and county governments

Engage targeted strategic

partners

Develop business

incubation framework

performan

ce

Conducive

work

environme

nt for

women

entrepren

eurs

Secondary:

CEO and AB

Strengthened Strategic Operations

a) To Adopt a

robust

System to

drive

business

growth

i. Develop and

implement

relevant ICT

policies, standards

and procedures

ii. Leverage on ICT

best practices to

enhance business

operations

iii. Establish

infrastructure to

enhance

communication

Review and implement the

ICT policy. Sensitize staff

on the policy and ensure

compliance of the same

ICT personnel to

participate in workshops

and seminars offered by

ICT industry so as to

identify new opportunities

for ICT integration in Fund

operations

Upgrade the

communication systems

(Email, VoIP) and stabilize

Updated

ICT

Policy

Accurate

Reports

Impleme

ntation of

new

technolo

gies that

simplify

business

operation

Improved

effectivenes

s and

efficiency

Efficient &

effective

communica

tion

systems

and

communica

tion

No. of

officers

trained

% of

automatio

n

No. of

policies

Level of data

accuracy

Quarterly Primary:

DEPUTY

MANAGER,

ICT

Secondary

CEO and AB

52 | P a g e

and ensure

automation of

business functions

iv. Develop and

implement an

efficient

framework for

data integrity and

ICT security

v. Put in place other

relevant systems

for efficient

operation e.g.

Financial systems,

Procurement

systems, HRM

systems, and

Audit systems

network connectivity for

enhanced communication

within the Fund. Also

implement USSD Short

code to allow customers

interact with our system

Implement ISMS

(Information Security

Management System).

Incorporating back up

processes and disaster

recovery plans.

Implement ERP for the

Fund

Introduce a clocking

system,

Implement an ICT

incident reporting system

Communi

cation

systems

across all

the Fund

stakehold

ers

ICT audit

Reports

b) To improve

physical

infrastructur

e and work

environmen

t

i. Develop and

implement a work

environment

Policy

ii. Upgrading of

office

infrastructure and

standardize office

set up

iii. Modernize fleet

and equipment

iv. Set up Records

Management

Establish a registry,

library and information

centers,

Establish an information

desk,

Develop a safety policy

Implement work place

safety

Provide vehicles, working

tools, equipment and

furniture

Acquire spacious office

Workplac

e policy

Registry

Library

Informati

on desk

Safety

policy

New

office

Vehicles

Furniture

Compute

r

Conducive

working

condition

Improved

document

handling

Improved

safety

Improved

asset

utilization

Readily

available

information

Employee

satisfaction

index

% of staff

provided

with decent

infrastructur

e

Quarterly Primary:

DEPUTY

MANAGER,

HR&T

MANGER

F&A

Secondary

CEO and AB

c) To ensure

prudent

financial

i. Effective planning

of resources

Efficiency &

effectivenes

% increase

in efficiency

Quarterly Primary:

MANAGER,

F&A

53 | P a g e

manageme

nt

ii. Resource

mobilization and

funding

iii. Optimal the use of

resources

iv. Strengthen

internal control

systems

v. Effective

budgeting and

budgetary control

vi. Diversification of

revenue streams

vii. Strengthen

procurement

function

s in service

delivery

Amount

mobilized

Secondary

CEO and AB

d) To enhance

Brand

Image and

Brand

Visibility

i. Review and

implement the

Communication

Policy and

Strategy

ii. Strengthen public

feedback

mechanisms

iii. Strengthen

relationship with

customers and

stakeholders

Conduct customer

satisfaction surveys

Implement customer

service charter

Brand all the offices

Train staff on customer

care and complains

handling

Implement a PR/

Communication policy

Increase

d

branding

and

communi

cation

Improved

brand

image and

visibility

Customer

satisfaction

index

No of offices

branded

No of staff

trained

PR Policy

% increase

in brand

image &

visibility

Quarterly Primary:

MANAGER,

MRC

Secondary

CEO and AB

e) To promote

innovation

and culture

change

i. Develop a concept

note on

innovation

Have a culture and values

policy

Reward innovations

Values

policy

Greater

organizatio

n culture

% of staff

living the

values

Quarterly Primary:

DEPUTY

MANAGER,

HR&T

54 | P a g e

ii. Define the

organizational

culture and values

iii. Undertake change

management

Conduct regular team

building events

Define the organization

culture and reward those

who live the values

(champions)

Concept

note

Values

champion

s

Increased

innovation

Greater

teamwork

Reduced

conflict

No of team

buildings

No of

innovations

No of staff

rewarded

Secondary

CEO and AB

f) To

strengthen

Human

Resource

Managemen

t

i. Review the

organization

structure

ii. Review human

resource policy

and procedures

manual

iii. Review career

guidelines

iv. Review terms and

conditions of

service for

Secretariat Staff &

Volunteers

v. Attract and retain

high performing

staff

vi. Build capacity for

the Fund

vii. Institutionalize

performance

contracting and

performance

appraisals

systems

viii. Strengthen

monitoring,

evaluation and

reporting

Conduct TNAs

Train staff on key skills

Review HR policy and

procedures

Entrench a succession

plan

Have a talent

management policy

Have an innovation

reward policy

Employee satisfaction

surveys and implement

recommendations

Review organization

structure

Conduct benchmarking

and implement

recommendations

Form a taskforce to

spearhead ISO

certification

TNA

reports

Staff

trained

Revised

policy

Successio

n plan

Innovatio

n policy

Surveys

report

New Org.

structure

Benchma

rking

report

Taskforce

Roll

Reports

on ISO

certificati

on

Improved

skills

Improved

employee

satisfaction

Enhanced

productivity

and

competenci

es of

human

capital

Improved

efficiency

Increased

standardiza

tion

% reduction

in staff

turnover

No of

Policies

developed

No of

surveys

%

improvemen

t in

performance

and staff

satisfaction

Quarterly 3

1

Primary:

DEPUTY

MANAGER,

HR&T

Secondary

CEO and AB

55 | P a g e

ix. Attain ISO

certification

g) Governance

and

Managemen

t

i. Develop and

implement

corporate

governance

instruments

ii. Provide corporate

legal services

iii. Develop

integrated risk

management

Framework.

iv. Enhance internal

controls and

processes

Collaborate with SCAC to

define CG instruments

Define legal services

Undertake risk mapping and

identify appropriate mitigations

Improved

manageme

nt decision

making.

High quality

business

decisions

Improved

efficiency

and

effectivenes

s

%

implementati

on of CG

Instruments

%

improvemen

t in risk

managemen

t

%

completion

of Risk

frameworks

Quarterly Primary:

MANAGER,

A&R

ASST.

MANAGER,

LEGAL

Secondary

CEO and AB

56 | P a g e

Appendix B: WEF ORGANIZATION STRUCTURE

Advisory

Board

CEO

Manager,

Credit

Deputy

Manager,

HRM &

Training

Manager,

Finance &

Administration

Manager,

Marketing,

Research &

Communication

Manager,

Audit &

Risk.

Clerical

officers

Credit

Officers

Assistant

Manager,

Credit

Volunteers

Clerical

officers

Assistant

Manager,

HRM &

Training

Deputy

Manager, ICT

Assistant

Manager,

Supply Chain

Assistant

Manager,

P&RM

Senior

Marketing

officer

Marketing,

Research &

Comm. Officer

Assistant

Manager,

Audit & risk

Mgt.

Senior

Audit &

Risk Mgt

Officer

Assistant

Manager,

Legal

Officer

Deputy

Manager,

Finance &

Admin

Senior

Admin

Officer

Personal

Secretary

Senior ICT

Officer

ICTOfficer

II

Supply Chain

Officer

Executive

Secretary

Assistant

Manager,

Finance &

Admin.

Accountant

II

Clerical

officers

Drivers /

Support staff Audit &

Risk Mgt

Officer

Monitoring

&

Evalauation

Officer

Ag. Manager,

Monitoring &

Evaluation

57 | P a g e

Appendix C: Proposed Organization Structure of WEF

4 Board Committees ADVISORY BOARD

CEO

Chief Manager Operations &

Business Dev. Services

Personal Assistant

Chief Manager Support Services

M, Business

Development Services

Manager, Operations

AM, Risk & Compliance

AM, T&CB

M, Legal

Affairs

M, Internal Audit & Risk

AM, Audit

AM, MSS

AM, Lending

AM, Debt Recovery

47 County

Coordinators

M, Research, Planning, M&E

Manager,

Finance &

Admin

Manager, HR &

Training

Manager, ICT

Manager, Supply

Chain

Manager,

Marketing &

Corp. Com.

AM, Finance

AM, Admin

AM, HR &T

AM, ICT

NB: Below the Managers are Assistant Managers, Snr. Officers, Officers, Ass. Officers (Volunteers fall here), etc.

AM, SC

AM, M&CC

Research,

Officer

M&E

Economist

Secretary