KAWT STRATEGIC PLAN 2019-2023

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KAWT STRATEGIC PLAN 2019-2023

FOREWARD Kenya has a rich tourism resource base with its magnificent coast line, 60 national parks and reserves, and many other breathtaking attractions all over the country. This has made tourism an important economic activity in Kenya and members of KAWT are cognizant of the deliberate efforts by the Government to boost the industry through policies and investments. I am happy to present to members of KAWT the strategic plan (2019-2023) as a tool guiding the operations of our Association for the next five years. The strategic plan (2019-2023) redefines the shared purpose for existence and the long-term goals. It identifies the key Strategic goals, Strategic objectives, Strategies and Resource requirements for KAWT. This strategic plan has been developed in line with the provisions of vision 2030 and the Second Medium Term plan (2013-2017), the Ministry of Tourism, the constitution of Kenya 2010 and our current strategic plan (2011-2018) alongside other legal and policy documents. Consequently, this strategy is guided by the following four broad key result areas identified during the stake holder’s engagement; • To unite and mobilize women in the tourism and hospitality sector to take an active role in the promotion of tourism in Kenya and come

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up with programs that promote and enhance social harmony.

• To advocate among women the spirit of self-esteem, self-confidence, self-reliance and self-improvement to enhance women’s overall competence and development. • To participate in the formulation of laws, regulations and policies concerning women and children thus promoting implementation of national programs for their development and overall well-being. • To develop and grow the association through engagement in member activities that will generate income internally and sustain the association`s operations. Finally, I take this opportunity to thank the National and County Governments for their continued support, the executive committee, members and all other stake holders who participated in developing this strategy. Yours Sincerely,

Jane Adam Chair Person, Kenya Association Of Women In Tourism

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KAWT STRATEGIC PLAN 2019-2023

EXECUTIVE SUMMARY

THE PLAN IS OUTLINED IN SIX CHAPTERS AS FOLLOWS;

Chapter One describes the Historical and Background information of KAWT. The historical information of the Association set up, the overall development of tourism sector in Kenya, the current status as well as the achievement aided by the current strategic plan. Chapter Two gives a clear overview of the past achievements of the association under the previous strategy, Challenges faced during the implementation, the SWOT analysis, stake holder’s analysis as well as the internal and external environmental scanning. Chapter Three describes the focus of this strategy; it defines the Vision, Mission, and the Association`s Core values. This chapter also stipulates

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the Strategic goals, Strategic objectives and the Strategic implementation matrix Chapter Four outlines the institutional capacity and resource mobilization. It describes the staffing levels of KAWT which shows the governance structure, the organization structure, resource mobilization and flow of utilization. Besides it gives the estimates of resources required to effectively implement the strategy over the five years under consideration.

Chapter Five describes the strategy implementation. In this chapter the implementation process is explained in detail by breaking the process into; before implementation, during the implementation and after implementation procedures. The activities to be involving at each level of implementation to ensure that every player knows what is required at each level are stated. Chapter Six describes the Monitoring and Evaluation Processes. This chapter stipulates the timing of monitoring and review of the strategy and the end of the strategy evaluation. Constant monitoring and review are important during the implementation phase to ascertain whether the strategy is on the track or not while end term evaluation is important to check the level of achievements and the challenges faced during the implementation process.

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KAWT STRATEGIC PLAN 2019-2023

VISION To be the Preferred Credible Voice and Choice for Women in the Tourism and Hospitality Industry.

MISSION To be the Professional Platform for Women`s Empowerment through Building and Growing the Association, Policy Advocacy, Inclusion and Participation, Capacity Building and Strategic Partnerships.

CORE VALUES 1. Integrity and Transparency 2. Service Quality Excellence and Commitment 3. Social and Environmental Responsibility 4. Innovation 5. Partnerships

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TABLE OF CONTENTS FOREWARD. VISION MISSION TABLE OF CONTENTS CHAPTER ONE: HISTORICAL AND BACKGROUND INFORMATION 1.1. Background 1.2 Development of the Tourism in Kenya 1.3.1 Achievement vs. Targets 1.3.2 Women Empowerment 1.4 Review Methodology of the existing Strategic Plan CHAPTER TWO: SITUATIONAL ANALYSIS 2.2 Achievements from the Current Strategic Plan (2011-2018) 2.3 Challenges faced by KAWT 2.4 Lessons learnt from the Past 2.5 SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats) 2.5.1 Strengths 2.5.2 Weaknesses 2.5.3 Opportunities 2.5.4 Threats 2.6 External Environment 2.6.1 Political Environment 2.6.2 Economic Environment 2.6.3 Social Cultural Environment 2.6.4 Technological Environment 2.6.5 Physical Environment 2.6.6 Legal Environment 2.7 Stake Holders Analysis CHAPTER THREE: STRATEGIC FOCUS 3.1Introduction 3.2.2 Vision: 3.2.3 Mission:

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3.3 Key result Areas/Strategic Goals

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i. Build and Grow the Association

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ii. Policy Advocacy, Inclusion and Participation

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iii.

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Capacity Building

iv. Strategic Partnerships

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v. Resource and Sustainability

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3.4 Key Strategic Objectives (SOB)

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3.5 Aligning Strategic Objectives to the Strategic Goals

15 CHAPTER FOUR: INSTITUTIONAL CAPACITY AND RESOURCE MOBILIZATION 16 4.1 Staffing Levels 16 4.2 Organization Structure: KAWT Organization Structure

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4.3 Resource Flow and Utilization

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CHAPTER FIVE: STRATEGY IMPLEMENTATION

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5.0 Introduction

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5.1 Before Implementation

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5.2 During Implementation

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5.3 After implementation

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CHAPTER SIX: MONITORING AND EVALUATION

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6.1 Introduction

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6.2 Yearly Review

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6.3 End Term Review

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6.4 Monitoring and Evaluation Methodologies

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6.5 Budget Monitoring

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APPENDICES

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APPENDIX 1 STRATEGIC TEAM

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APPENDIX 2: STRATEGIC PLAN IMPLEMENTATION MATRIX

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APPENDIX 3: WORKPLAN/ACTION PLAN

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ABBREVIATIONS AGM

Annual General Meeting

CEO

Chief Executive Officer

CSI-

Community Social Investment

KAWT-

Kenya Association of Women in Tourism

KEPSA-

Kenya Private Sector Alliance

KAHC

Kenya Association of Hotelkeepers & Caterers

KICC-

Kenyatta International Conference Centre

KUC-

Kenya Utalii College

KTB-

Kenya Tourism Board

KTF-

Kenya Tourism Fund

KWS-

Kenya Wildlife Service

MICE-

Meetings, Incentives, Conferences & Events

PESTEL-

Political, Environmental, Social, Technology,

Economic and Legal factors

SRC-

Salaries and Remuneration Commission

SOB-

Strategic Objective

SWOT-

Strength, Weaknesses, Opportunities, Threats

TRA-

Tourism Regulatory Authority

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KAWT STRATEGIC PLAN 2019-2023

CHAPTER ONE: HISTORICAL AND BACKGROUND INFORMATION 1.1. BACKGROUND The Kenya Association of Women in Tourism (KAWT) is a not-for-profit association, whose primary mandate is to provide a platform for women’s empowerment through engagement, employment and participation in the tourism industry. The first strategic plan for the KAWT ran from 2011-2018. Operations of KAWT are guided by Four Pillars as shown below; • Building and Growing the Association, • Policy Advocacy, Inclusion and Participation, • Resource and Financial Sustainability • Strategic Partnerships. These pillars were summarized after identification of the following objectives: • To unite and mobilize women in the tourism and hospitality sector to take an active role in the promotion of tourism in Kenya and come up with programs that promote and enhance social harmony. • To advocate among women the spirit of self-esteem, self-confidence, self-reliance and self-improvement to enhance women’s overall competence and development.

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• To participate in the formulation of laws, regulations and policies concerning women and children thus promoting implementation of national programs for their development and overall well-being.

1.2 DEVELOPMENT OF TOURISM IN KENYA Tourism in Kenya dates to pre-independence days and as recorded in history as early as the 1930’s (Tourism in Kenya). In the early day’s tourist visited to take part in gaming such as hunting, Sun, Sea and Sand was one of the tourism products offered by Kenya’s tourism industry then. Global

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KAWT Strategic Plan 2019-2023

Leaders like The Queen of England, Queen Elizabeth II and the President of the United States of America Theodore Roosevelt were the key dignitaries recorded as early tourists. The tourism industry has evolved with the emergence of new forms of tourism for the country; including Domestic Tourism, Agro-Tourism, Eco-Tourism, Cultural Tourism, Business Tourism and Sport Tourism. Economically, Kenya enjoys a multiplier effect where the tourism industry is heavily dependent on other industries in Kenya to be a successful industry that caters to its tourist.

Vision 2030 identifies tourism as one of the key pillars of the economy that will drive the economy towards the vision 2030 target. According to the World Travel and Tourism Council, travel and tourism contributed to 9.8% of the GDP in 2016 with an estimated growth of 3% by 2027 this is in tandem with the Second Medium Term Plan (Second MTP 2013-2017) which projected a 10% contribution of tourism to the country`s GDP by end of 2017. In terms of employment it contributed 3.4% of the total employment in 2016 with an estimated value of 3.3% increase every year for the next 10 years. This includes employment by hotels, travel agents, airlines and other passenger transportation services. (Kenya Travel and Tourism Impact 2017). To ensure that Kenya is a preferred destination of tourists, the industry

has developed diverse range of tourism products that cater to many types of tourism as mentioned previously. The country is heavily focused on maintaining its natural aspect as well as developing in a sustainable manner keeping with its eco-tourism trend as its foremost tourism product as well as putting security as the main agenda for both local and all the bonders. Overall the tourism industry is slowly increasing despite the negative factors that affect the operations of the industry. The Tourism Sector Plan (2013-2017) provides a detailed elaboration of the tourism policies, programs and projects while cognizant of the global, regional and national socio political, technological and economic environment. The sector made tremendous strides during the First and Second MTP through implementation of

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key programs and flagship projects which ensured that key indicators of the sector performance remained on the upward trend. To sustain the achievements, the Government has continued to provide an enabling environment for continued flow of resources for investments into the sector that has helped to improve on tourism infrastructure and to raise the quality of hospitality services in the country. With the goal of putting Kenya among the top ten long-haul tourist destinations in the world offering high-end, diverse and distinctive visitor experience, the sector will continue with destination marketing among both the traditional and emerging source markets. Regional and domestic markets will be given the necessary attention. Despite all the above achievements, the sector has faced a certain challenge’s such as; - Lack of inclusion and meaningful participation of the people in policy making and product development. As a result, the nationals act negatively towards certain tourism activities and deface or destroy the infrastructure in their counties intended to facilitate tourism growth and development. - Negative impact on our culture –the influx of foreign tourists and socialization with the locals has led to erosion of some of our cultural mores and values leading to increase in sex tourism and child prostitution among other vices - Terrorism threat is another challenge caused by constant threats and the insurgence of the AlShabaab militants. This has prompted countries to issue negative travel advisories to Kenya negatively affecting the tourist arrivals from our traditional source markets.

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KAWT STRATEGIC PLAN 2019-2023

1.3 RATIONALE FOR THE REVIEW OF THE EXISTING STRATEGIC PLAN 1.3.1 ACHIEVEMENT VS. TARGETS KAWT has been operating under the strategic plan that was developed in 2011. An evaluation of the strategy reviewed that most of the strategic objectives have been achieved successfully. By comparing the achievements vs. the targets, we note that the strategy implementation was a success albeit the challenges highlighted in chapter two of this strategic plan. It was considered necessary to review the earlier strategy to identify the gaps that would guide in formulating strategic goals and objectives in doing so, new strategies with prioritized objectives have been adopted to enable successful implementation which will lead to realization of the vision association.

1.3.2 WOMEN EMPOWERMENT One of the key focuses for the association is the number of women who have been empowered by the association. The impetus of developing a strategic plan is to cement a roadmap that will enable the association to achieve her main aim of existence. This strategic plan will therefore focus more on empowering women while putting in place of all other support mechanisms which will facilitate the achievement of this goal.

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1.4 REVIEW METHODOLOGY OF THE EXISTING STRATEGIC PLAN This strategic plan was reviewed by a consultant hired by the association. Through deliberations with the CEO and the Executive Committee mandated by members to steer the planning process. Strategic Goals, Strategic Objectives, the Strategies and Activities which formed the basis for developing this strategic plan were identified by the team.

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CHAPTER TWO: SITUATIONAL ANALYSIS The tourism industry in Kenya remains vital for the continued growth of its economy. Over the past five years, the sector continues to account for about 10 per cent of the country’s national wealth. In the recent times tourism has maintained its position as one of the leading foreign exchange earners together with tea and horticulture. This achievement in terms of return on investment has been important to the tourism sector’s local and foreign investors as well as the government that has continuously funded tourism marketing and development. It is due to this contributions of the sector to the country’s economic growth that the government in its The Second Medium Term 2013-2017 provided the following target; Increase tourism arrivals from 1.7 million in 2012 to 3 million visitors by 2017; Increase tourism earnings from Kshs.96.02 billion in 2012 to Kshs.200 billion by 2017; Increase bed- nights by domestic tourists from 2.8 million in 2012 to 4 million by 2017; and develop an additional 30,000 beds in high quality accommodation facilities by 2017 spread throughout the country. The government recognizes the ability of the industry in employment generation in diverse areas of the economy ranging from semi-skilled jobs to highly skilled jobs. By its very structure comprising a mixture of small and large enterprise, the sector plays an equally critical role of fostering entrepreneurship development while at the same time catalyzing investments across other sectors of the economy. Equality is now a priority in the National Agenda, as shown by Agenda 4, of the current Constitution of Kenya 2010. Government commitments to deal with inequalities and the focus on tourism as an economic pillar in Vision 2030 will reinforce the association’s goals. Developed By Business Impact Consulting


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The growing number of skilled and credible pool of women professionals in the tourism industry provides an opportunity for KAWT to recruit them and continue growing the networks and expand room for experience sharing. KAWT aims at increasing the women visibility through participation in policies formulation and inclusion by the government in matters of national interests. The association highlights and mitigates risks that the sector poses to women’s economic, political and social wellbeing and provide a network and best practices sharing platform for development of our country’s economic engine through participation of women in tourism. In reviewing the strategic plan 2011-2018 an in-depth situational analysis of the association was carried out to examine the achievements, the challenges and lessons learnt. Stakeholders` analyses as well as SWOT and PESTEL models were adopted for assessment.

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2.2 ACHIEVEMENTS FROM THE CURRENT STRATEGIC PLAN (2011-2018) Since 2011, KAWT has achieved the following; I. Increase in Membership II. Women have been empowered III. Good leadership IV. Efficient management of the resources V. Teamwork exhibited by all players

2.3 CHALLENGES FACED BY KAWT I. Inadequate funding II. Lack of Secretariat offices III. Inadequate staffing IV. Competition from emerging associations V. Political pressures VI. Community and Prioritization of goals

2.4 LESSONS LEARNT FROM THE PAST Despite the challenges and achievements of the Association, the following lessons were learnt; I. Good leadership leads to growth. II. Teamwork is key to achievement of any goal. III. Mentorship programs is an enabler to responsible workers. IV. Lack of adequate funding affects the implementation of the strategy V. Active involvement of stake holders has created a sense of belonging and ownership of the hospitality industry. VI. Proper monitoring and evaluation initiatives make strategy implementation a success. VII. Adhering to the set goals, rules and regulations promotes better engagement and commitment by members.

2.5 SWOT ANALYSIS (STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS) Strengths and weaknesses are internal factors that affect the operations

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of the association while opportunities and threats are external factors that affect the Association`s well-being. Whereas internal forces can be eliminated and controlled, external factors cannot be eliminated by management, but programs can be adjusted in tandem with them. An analysis of SWOT and PESTEL (Political, Economic, Social-cultural, Technological, Environmental and Governmental/legal) was carried out and the following was noted;

2.5.1 STRENGTHS The strengths of the association are the following; i. Team work from all stake holders ii. Passion for work iii. Good governance iv. Control systems. e.g. Setting performance targets and evaluating results to ensure all deviations are addressed. v. Peaceful working environment vi. Political good will; support from the County and National government vii. Uniqueness in her mandate to empower women. viii. Committed and supportive membership ix. Setting of specific, measurable achievable, realistic and time bound x. Extensive partnerships and networks

2.5.2 WEAKNESSES i. Limited source of income streams ii. Inadequate staffing iii. Limited membership categories iv. Inadequate facilities e.g. the office space v. Over reliance in one source of income

2.5.3 OPPORTUNITIES i. Good reputation of Association ii. Political good will iii. Societal values e.g. Investment in CSI Programs

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KAWT STRATEGIC PLAN 2019-2023

iv. Networking and linkages v. Uniqueness vi. Support from the government vii. Committed membership

2.5.4 THREATS KAWT identified the following threats that should be eliminated in order to implement the strategy effectively i. Competition from other associations ii. Inadequate external support iii. Non-payment of membership subscriptions iv. Limited enforcement measures for members compliance v. Limited participation from the members.

2.6 EXTERNAL ENVIRONMENT The external environment analysis looks at the environment in which KAWT operates. This environment has either positive or negative influence on the achievements of the vision and mission. This analysis adopted the use of PESTEL (Political, Economic, Social –cultural, Technological, Environmental and Legal) to summarize the external environment

2.6.1 POLITICAL ENVIRONMENT The operations of KAWT are affected by the political performance since they affect tourism. Political goodwill continues to play a significant role in the development and wellbeing of the Association. Any change in the status quo will affect the Association either positively or negatively depending on the incumbent. This strategy assumed that status quo will prevail regardless of the change in the political arena and the association will continue to benefit.

2.6.2 ECONOMIC ENVIRONMENT The Association is highly influenced by the economic environment prevailing. High inflation rates forces the Association to prioritize on its activities despite some not being realized at all. This strategy considers this

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as one of key external forces that requires consideration since it has a big impact to the payments of Association dues by members.

2.6.3 SOCIAL CULTURAL ENVIRONMENT The Association operates in an environment where social and cultural activities are highly valued.

2.6.4 TECHNOLOGICAL ENVIRONMENT Technology changes have been very fast. Technology is very key in the tourism Industry today as everything has gone digital and all transactions are done via online platform. The Association has kept abreast to the dynamic environment by sensitizing her members on the changes. Development and regular update of the Association website has led to the Association increase in publicity and enhanced her outreach to both local and international.

2.6.5 PHYSICAL ENVIRONMENT The Association has friendly and supportive members who have consistently hosted the Association Secretariat in their offices enabling the Association to save while running its operations efficiently. The association`s activities have been a collective responsibility of all members and this goes hand in hand with the achievement of the Association’s vision and mission. It is however noted that due to the limited resources it has not been possible to secure the association office space.

2.6.6 LEGAL ENVIRONMENT Lack of specific laws on tourism operators has left members to join and exit the association without any recourse.

2.7 STAKE HOLDERS ANALYSIS The Association has both internal and external stakeholders who have interest in the Association. The following is the summary of the stakeholder’s analysis.

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STAKE HOLDER

STAKEHOLDER EXPECTATIONS

Members

• Quality Service, Member driven activities and Value addition • Relevant Programs

Staff

• Motivation and good staff welfare • Adequate compensation • Good working environment

Board

• Adequate support • Recognition

Government

• Transparency and accountability in use of resources • Alignment with the policy and regulations

The Community

• Good relations • Community Social Responsibility • Good care of the environment

Suppliers

• Prompt and timely payments • Fair consideration in their tendering • Good working relations

CHAPTER THREE: STRATEGIC FOCUS 3.1INTRODUCTION This Strategic Plan has been developed guided by KAWT`s Core Values, Vision and Mission statements. Vision defines the future whereas the Mission is a statement of a purpose which gives the reason for existence. The Core Values are those values held which form the foundation on which we perform work and conduct ourselves.

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3.2.2 VISION: To be the Preferred Credible Voice and Choice for Women in the Tourism and Hospitality Industry

3.2.3 MISSION: To be the Professional Platform for Women`s Empowerment through Building and Growing the Association, Policy Advocacy, Inclusion and Participation, Capacity Building and Strategic Partnerships

3.2.4 Institutional Core Values 1. Integrity and Openness 2. Service Quality Excellence and Commitment 3. Social and Environmental Responsibility 4. Innovation 5. Partnerships

3.3 KEY RESULT AREAS/STRATEGIC GOALS The following five critical and priority areas have been identified after the comprehensive situational analysis and the stakeholder’s workshop.

THE KEY STRATEGIC GOALS: i. Building and Growing the Association ii. Policy Advocacy, Inclusion and Participation iii. Capacity Building iv. Strategic Partnerships v. Resource Mobilization and Sustainability

3.4 KEY STRATEGIC OBJECTIVES (SOB) SOB1. Attain the membership of 350 members by the end of five years SOB2. Develop and maintain credible database of women in tourism SOB3. Get representation in at least 25 counties by 2023 SOB4. Get representation and participation of at least one member in these boards; TRA, KAHC, KICC, KUC, KTB, KWS, KEPSA, KTF,

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SOB5. Participate in policy formulation and amendment/reviews SOB6. Harness partnerships and collaborations for maximum impact in all the focal areas. SOB7. Identify and Implement Corporate Social Investment Policy SOB8. To build the capacity for potential members and students joining the tourism and hospitality industry SOB9. Achieve financial and operational self-sustainability.

3.5 ALIGNING STRATEGIC OBJECTIVES TO THE STRATEGIC GOALS STRATEGIC GOALS

STRATEGIC OBJECTIVES (SO)

Building and Growing the Association

SOB1.Attain the membership of 350 members by the end of five years

• Intensify membership drive • Recruit from the training institutions • Recruit from professional bodies • Source from non-active associations • Recruit 50 members every year

SOB2. Develop and maintain credible database of women in tourism

• Develop a template • Maintain and update the website and social media platforms regularly

SOB3. Get representation in at least 25 counties by 2023

• Recruit member’s in at least 3 counties per year

SOB4. Get representation and participation of at least one member in these boards; TRA, KAHC, KICC, KUC, KTB, KWS, KEPSA, KTF,

• Lobbying with high level network • Identify the Associations internal capability

SOB5. Participate in policy formulation and amendment/reviews

• Lobbying with high level network

SOB6. Harness partnerships and collaborations for maximum impact in all the focal areas.

• Recruit and sustain at least 5 part ners a year

SOB7. Identify and Implement Corporate Social Investment Policy

• Review the Corporate Social Investment

Capacity Building

SOB8. To build the capacity for potential members and students joining the tourism and hospitality industry

• •

Resource and Financial sustainability

SOB9. Achieve financial and operational self-sustainability

• Review annual subscription fees • Trainings- students, institutions, professional • Conferences • Fundraising through partners, cocktails, talks, auctions, annual dinner ball

Policy advocacy, inclusion and participation

Strategic Partnerships

STRATEGIES

Roll out training curriculum following the needs analysis Expand the curriculum to at least five counties a year

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CHAPTER FOUR: INSTITUTIONAL CAPACITY & RESOURCE MOBILIZATION 4.1 STAFFING LEVELS

Human resource is very important to any organization. The levels of achievement and success entirely depend on the quality of the staff the organization has. The following table summarizes the human resource structure of KAWT.

A. SECRETARIAT TITLE

PROJECTED YEAR 2019

PROJECTED YEAR 2020

CEO

1

1

1

1

1

Programs Membership

1

1

1

1

1

Admin and Accounts

1

1

1

1

1

TOTAL

3

3

3

3

3

PROJECTED YEAR 2021

PROJECTED YEAR 2022

PROJECTED YEAR 2023

B. BOARD MEMBERS PROJECTED YEAR 2019

PROJECTED YEAR 2020

Chairperson

1

1

1

1

1

Committee Chairs

5

5

5

5

5

Members

10

10

10

10

10

TOTAL

16

16

16

16

16

TITLE

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PROJECTED YEAR 2021

PROJECTED YEAR 2022

PROJECTED YEAR 2023


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B. MEMBERS CURRENT YEAR 2019

PROJECTED YEAR 2020

Members

100

200

250

300

350

TOTAL

150

200

250

300

350

TITLE

PROJECTED YEAR 2021

PROJECTED YEAR 2022

PROJECTED YEAR 2023

Note: Year 2019-2023 Show the projections

4.2 ORGANIZATION STRUCTURE: KAWT ORGANIZATION STRUCTURE AGM BOARD CEO

Program Officer-Admin and Accounts

Program OfficerMembership

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4.3 RESOURCE FLOW AND UTILIZATION Resource flow and utilization is very important in the implementation of any strategy. The strategy requires funding, human resource and time. The success of the strategy depends on the efficiency in allocation and usage of these resources. Estimates/ projections have been provided for the implementation of this plan after costing of each activity. The strategic plan will be funded by member activities, the Association income generating activities and fundraising through stakeholders.

THE TABLE BELOW IS SUMMARY OF 2019-2023 OPERATIONAL BUDGETS AMOUNT IN KENYA SHILLINGS ADMINISTRATION BUDGET PERIOD

YEAR 2019

YEAR 2020

YEAR 2021

YEAR 2022

YEAR 2023

Member Subscription

850,000

1,100,000

1,350,000

1,600,00

1,750,000

Member reg. fees

250,000

250,000

250,000

250,000

250,000

Trainings

1,057,500

1,255,250

1,483,775

1,747,253

2,196,798

Sponsored Workshops

500,000

500,000

500,000

500,000

500,000

Donations & Sponsorship

500,000

500,000

500,000

500,000

500,000

TOTAL INCOME

3,157,500

3,606,250

4,083,775

4,597,253

5,196,798

Salaries and Wages

180,000

180,000

180,000

780,000

780,000

Rent and Rates

240,000

240,000

240,000

240,000

240,000

Electricity and Water

24,000

24,000

24,000

24,000

24,000

Printing and Stationery

34,000

34,000

34,000

34,000

34,000

Training Expenses

416,000

442,400

471,440

503,384

538,522

Travelling

250,000

250,000

250,000

250,000

400,000

Miscellaneous

100,000

100,000

100,000

100,000

250,000

TOTAL EXPENSES

1,244,000

1,270,400

1,299,440

1,931,384

2,266,522

Surplus

1,913,500

2,334,850

2,784,335

2,665,869

2,930,276

Grow the Association

600,000

500,000

500,000

500,000

500,000

Policy Advocacy

250,000

250,000

250,000

250,000

250,000

Strategic Partnership

500,000

800,000

800,000

800,000

800,000

Capacity Building

400,000

600,000

600,000

600,000

600,000

TOTALS

1,750,000

2,150,000

2,150,000

2,150,000

2,150,000

Net Deficit

(I63,500)

(184,850

(634,335)

(518,869)

(780,276)

Incomes

EXPENDITURE

PROGRAM ACTIVITIES

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CHAPTER FIVE: STRATEGY IMPLEMENTATION 5.0 INTRODUCTION The implementation of the Strategic Plan will be guided by the strategic goals, strategic objectives and the strategies identified in chapter two. Proper mobilization of the association`s resources coupled with integrity, accountability, responsibility and effective monitoring and evaluation must prevail in order to achieve the goals.

5.1 BEFORE IMPLEMENTATION The responsible personnel per every strategic objective will i. Communicate the plan to all the implementers ii. Assign and communicate roles to all stakeholders iii. Mobilize resources and allocate them on timely basis iv. Communicate the annual work plans annexed to this document to ensure the targets are known v. Build up the capacity to implement the strategy vi. Develop the monitoring and evaluation tool

5.2 DURING IMPLEMENTATION i. Hold regular meetings to review the progress of the implementation ii. The Executive Committee will: iii. Review the strategy implementation annually and revise the strategies for the following year iv. Review and adjust action/work plans every end of year to avoid duplication or repetition of already achieved strategy v. Communicate the findings of the monitoring and evaluation to all

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KAWT STRATEGIC PLAN 2019-2023

20

stakeholders

5.3 AFTER IMPLEMENTATION The Executive Committee will conduct an in-depth review of the strategies and their implementation process and objectively identify the lessons learnt to form the basis for the next planning. The review will then be shared with all stake holders. Continuous review of the strategy will be done by all the team leaders while the final post implementation team evaluation will be done by an independent person not part of the implementation. The whole responsibility of implementation, monitoring and evaluation will rest on the Association`s principal.

CHAPTER SIX: MONITORING AND EVALUATION

6.1 INTRODUCTION A strategy cannot be complete without monitoring and then evaluation. Regular monitoring and evaluation are important to ensure that the planned goals are achieved. Monitoring will be done in every stage of implementation and the evaluation exercise will commence at the end of the strategy to examine whether all the goals were realized as planned.

6.2 YEARLY REVIEW This strategy will be reviewed every year to ensure that any deviation is

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21

KAWT STRATEGIC PLAN 2019-2023

corrected immediately it is detected. The actual will be compared with the work plan

6.3 END TERM REVIEW This will involve an independent reviewer who will evaluate every strategic objective against the achieved goals and report to the management. This is very important because an independent reviewer reduces biasness and gives an objective report. This also forms the basis for revision of the next strategic plan period.

6.4 MONITORING AND EVALUATION METHODOLOGIES i. Use of reports from County Chapter Chairs and Sub Committee Chairs ii. Observation method iii. Interviewing staff iv. Periodic checks v. Benchmarking methodology vi. Variance analysis vii. Compare the targets with achievements on yearly basis.

6.5 BUDGET MONITORING Monitoring budget is very important in strategy implementation. This informs the implementers whether funding is adequate or inadequate to complete the process. It should be done every December to ensure that there is no misuse or time laps due to lack of funds. Developed By Business Impact Consulting


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APPENDICES APPENDIX 1 STRATEGIC TEAM 1A: THE STRATEGIC PLANNING TEAM SERIAL NO.

NAME

DESIGNATION

1

Jane Adam

Chair Person

2

Priscillar Lagat

C.E. O

3

Rose Muigai

4

Faith Wathome

5

Angela Tilitei

6

Sophia Njagi

7

Florence Njau

8

Eunice Wanjiru

9

Maimuna Mohamed

10

Sophie Onyango

11

Katherine Muthuka

1B: THE STRATEGIC MONITORING AND EVALUATION TEAM SERIAL NO.

NAME

DESIGNATION

1

Jane Adam

Chair Person

2

Priscillar Lagat

C.E. O

3

Rose Muigai

4

Faith Wathome

5

Angela Tilitei

6

Sophia Njagi

7

Florence Njau

8

Eunice Wanjiru

9

Maimuna Mohamed

10

Sophie Onyango

11

Katherine Muthuka

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APPENDIX 2: STRATEGIC PLAN IMPLEMENTATION MATRIX SOB1. ATTAIN THE MEMBERSHIP OF 350 MEMBERS BY THE END OF FIVE YEARS STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

BY WHO

TIME FRAME

RESOURCES

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

Fund, human

Internally

Members will

Increased

capital,

generated

subscribe and

numbers of members

1. Intensify

Awareness

Membership

membership

campaign,

Recruitment

drive

Launch county

Committee,

support the

chapters,

CEO, National

activities

Online and

Executive

media

Council

By 2023

BUDGET

1,750,000

platform, Establish a secretariat office 2.Recruit

Mentorship

All

Ongoing and

Human Capital Internally

members from

and talks

Members and

Continuous

and fund

generated

All members

Increased

will support,

membership

the training

Mentorship

and institu-

institutions

Committee

tions will pay

3.Recruit

Word of

members from

mouth, con-

professional

ventional and

bodies

social media

All members

Ongoing and

Human Capital Internally

Continuous

and Funds

Members will

Increased

support

membership

Human capital Internally

That they will

Increased

and funds

find greater

membership

Generated

600,000

500,000

funds

platforms cocktails 4. Source from

Word of

Recruitment

non-active

mouth

committee

associations

Cocktails,

Continuous

500,000

benefits

talks

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STRATEGIC GOAL 1: BUILDING AND GROWING THE ASSOCIATION SOB2. DEVELOP AND MAINTAIN CREDIBLE DATABASE OF WOMEN IN TOURISM STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

1. Develop a

Create the

template

template

3. Maintain

Outsource

BY WHO

TIME FRAME

CEO

CEO and PR

RESOURCES

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

End of 1st

Human Capi-

Internally

Membership

Template

quarter 2019

tal, funds

generated

support

available

Continuous

Human capital Internal

Website in

Database

and update

and Marketing

place and

the website

Committee

availability of

regularly

BUDGET

10,000

180,000

funds

STRATEGIC GOAL 1: BUILDING AND GROWING THE ASSOCIATION SOB3. GET REPRESENTATION IN AT LEAST 25 COUNTIES BY 2023 STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

1. Recruit in at

Recruitment

National Exec-

least 3 coun-

drive

utive Council

ties per year

BY WHO

TIME FRAME

Continuous

and the CEO

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CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

Human Capital Internal

Active county

Increase in

and Funds

chairperson

county

RESOURCES

FUNDING

presence

BUDGET

500,000


KAWT STRATEGIC PLAN 2019-2023

25

STRATEGIC GOAL 2: POLICY ADVOCACY, INCLUSION AND PARTICIPATION SOB4. GET REPRESENTATION AND PARTICIPATION OF AT LEAST ONE MEMBER IN THESE BOARDS (TRA, KAHC, KICC, KUC, KTB, KWS, KEPSA, KTF) STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

BY WHO

TIME FRAME

RESOURCES

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

BUDGET

1. Lobbying

Identify net-

Executive

March 2019,

Funds, Human Internally

Membership

Inclusion and 500,000

with high level

work cycles,

Committee

Continuous

Capital

support

participation

network

Establish a

Continuous

Human Capital Internally

Membership

Capacity

Support

Building

relationship network, Identify and appoint high level patron 2. Identify the

Update and

Executive

association.

analyze mem-

Committee,

Internal

bers database,

CEO

capability

Advertise opportunities as they arise

STRATEGIC GOAL 2: POLICY ADVOCACY, INCLUSION AND PARTICIPATION SOB5: PARTICIPATE IN POLICY FORMULATION AND AMENDMENT/REVIEWS STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

BY WHO

TIME FRAME

RESOURCES

Lobbying with

Identify net-

Executive

March 2019,

Funds, human

policy makers

work cycles,

Committee

Continuous

capital

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

BUDGET

Internally

Membership

Inclusion and 500,000

support

participation

Establish a relationship network, Identify and appoint high level patron

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STRATEGIC GOAL 3: STRATEGIC PARTNERSHIPS SOB6. HARNESS PARTNERSHIPS AND COLLABORATIONS FOR MAXIMUM IMPACT IN ALL THE FOCAL AREAS STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

BY WHO

TIME FRAME

RESOURCES

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

Internally

Stakeholder

Numbers

Recruit and

Identify target

sustain at

partners,

Resource and

support and

least 5

Develop an

Funds

goodwill

partners a

information

year

package and

All

Continuous

Human

BUDGET

500,000

Sign an M.O. U

STRATEGIC GOAL 3: STRATEGIC PARTNERSHIPS SOB7. IDENTIFY AND IMPLEMENT CORPORATE SOCIAL INVESTMENT POLICY STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

BY WHO

TIME FRAME

RESOURCES

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

1. Review the

Identify assess

Human

Internal and

Members

Number of

Corporate

and prioritize

Capital and

sponsorship

and industry

activities

Social and

the actual

Funds

Environmental

activities

CSI Committee Continuous

Investment Plan

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support

BUDGET

600,000


KAWT STRATEGIC PLAN 2019-2023

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STRATEGIC GOAL 4. CAPACITY BUILDING SOB8. TO BUILD THE CAPACITY FOR POTENTIAL MEMBERS AND STUDENTS JOINING THE TOURISM AND HOSPITALITY INDUSTRY STRATEGY IMPLEMENTATION MATRIX STRATEGIES

ACTIVITIES

BY WHO

1. Roll out

Conduct a

Mentorship

training cur-

training needs

Committee

riculum follow-

analysis,

ing the needs

Review the

analysis

curriculum to

TIME FRAME

Continuous

RESOURCES

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

Human Capital Internal

Membership

Numbers

and Funds

support

Human Capital Internal

Membership

and funds

support

Human capital Internal

Membership

Number

and funds

and industry

of contracts

support

signed

BUDGET

1,296,798

suit current industry needs, Accreditation and certification for trainers 2.Expand the

Roll out the

Mentorship

curriculum

national

Committee

to at least 5

curriculum to

counties a

the counties

Continuous

Numbers

year 3. Partnership

Identify the

Mentorship/

with trainers

trainers and

Executive

and training

the training

Committees

institutions

institutions

Continuous

and Signing of M.O.U

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STRATEGIC GOAL 5. RESOURCE AND FINANCIAL SUSTAINABILITY SOB9 ACHIEVE FINANCIAL SELF-SUSTAINABILITY STRATEGY IMPLEMENTATION STRATEGIES

ACTIVITIES

BY WHO

TIME FRAME

RESOURCES

FUNDING

CRITICAL ASSUMPTIONS

OUTPUT INDICATOR

1.Review

Inform mem-

Internally gen-

Members

Increased

annual sub-

bers on the

erated income,

support

resources

scription fees

new rates

sponsored

2.Training-

Mentorship

Mentorship

Ongoing and

Human Capital As above

Members

Numbers

students,

and motiva-

Committee

continuous

and Funds

and industry

done

institutions,

tional talks,

and Members

professional

trainings,

3.Conferences

Bid and host

AGM

June 2019

Funds

BUDGET

850,000

500,000

support

MICE

2020 and

Human Capital Internally and

Member,

Committee

continuous

and Funds

industry and

sponsorship

Numbers

500,000

500,000

Government support 4.Fundraising

Identifying

MICE and

through; -part-

and reaching

Executive

ners, cocktails,

out to part-

Committee

talks, auc-

ners, ask for

tions, annual

referrals

Continuous

dinner ball

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Human Capital Internally

Industry and

Increased

and Funds

members

Resources

support

and

generated

Partnerships


KAWT STRATEGIC PLAN 2019-2023

29

APPENDIX 3: WORKPLAN/ACTION PLAN IMPLEMENTATION MATRIX FOR JANUARY - DECEMBER 2019 STRATEGIC GOAL

STRATEGIC OBJECTIVE

TARGET

Recruit at least

1.Building and

SOB1.Attain the mem-

Growing the

bership of 150 members 50 new mem-

Association

by the end of Year 2019

ACTORS

PERFORMANCE INDICATORS

County

Vibrant & Efficient KAWT

Chairs,

ecruitment of new members

bers

Executive &

Retain

Membership

TIME FRAME

START TIME

ENDING TIME

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 Year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

Members SOB2. Develop and

Continuous-

National

Accurate and updated

maintain credible

ly Update

& County

National & County

database of women in

Membership

Chapter

databases

tourism

Database

Secretaries

SOB3. Get representa-

Nyeri, Embu &

NEC, Board

tion in at least 3 new

Nakuru Coun-

counties by end of 2019

ties

2. Policy

SOB4. Get representa-

Advocacy,

tion and participation

Participation

of at least one member

and Inclusion

in these boards; KICC, KUC, KEPSA,

- Local and Global Tourism & Hospitality

3 launched and active County Chapters

Executive

Increased number of KAWT

Board

members in the identified organizations Boards.

related Organizations

SOB5. Participate in

KEPSA, County

Executive

Enactment & Implementation of

policy formulation and

Governments

Board, NEC

laws promoting women participation & empowerment

amendment/reviews 3. Partner-

SOB6. Harness partner-

ships

ships and collaborations for maximum impact in all the focal areas.

Local & Global Organizations that add value to the

Executive

- No of M.O. U’s signed with

Board

Strategic partners

NEC

- Participation in 4 partner events annually.

association and membership

4.Capacity

SOB7. Identify and

CSR Team

- Increase in no of Collaboration

Building

Implement Corporate

Executive

with C.B.O Affiliates

Social Investment Policy

Board NEC

- 1000 trees planted

ALL

- Participation in 3 strategic partner organized CSR events

Mentorship

- 3 Membership Training Ses-

capacity for potential

Team

sions- 4 Networking sessions/

members and students

Board NEC

events- Increased Mentorship

SOB8. To build the

ALL

joining the tourism and

training programs.

hospitality industry 5.Financial

SOB9. Achieve financial

Sponsorship

- Increased no of partners sup-

sustainability

and operational self-sus-

Team

porting KAWT

and Resource

tainability

Board

- Self sustainable organization

NEC

- Well managed and effective

mobilization

AGM

fund utilization

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ACTION PLAN FOR JANUARY - DECEMBER 2020 IMPLEMENTATION MATRIX STRATEGIC GOAL

STRATEGIC OBJECTIVE

TARGET

ACTORS

PERFORMANCE INDICATORS

1.Building and

SOB1.Attain the mem-

County

Vibrant & Efficient KAWT

Growing the

bership of 200 members least 50 new

Chairs,

ecruitment of new members

Association

by the end of 2020

members

Executive &

Retain Mem-

Membership

Recruit at

TIME FRAME

START TIME

ENDING TIME

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 Year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

bers SOB2. Develop and

Continuous-

National

Accurate and updated

maintain credible

ly Update

& County

National & County

database of women in

Membership

Chapter

databases

tourism

Database

Secretaries

SOB3. Get representa-

Kiambu, Meru

NEC, Board

tion in at least 3 new

& Trans Nzoia

counties by end of 2020

Counties

2. Policy

SOB4. Get representa-

Advocacy,

tion and participation

Participation

of at least one member

and Inclusion

in these boards; KAHC, KWS, KTB SOB5. Participate in policy formulation and amendment/reviews

3. Partner-

SOB6. Harness partner-

ships

ships and collaborations for maximum impact in all the focal areas.

- Local and Global Tourism & Hospi-

3 launched and active County Chapters

Executive

Increased number of KAWT

Board

members in the identified organi-

Executive

Enactment & Implementation of

Board, NEC

laws promoting women participa-

zations Boards.

tality related Organizations KEPSA, County Governments

tion & empowerment

Local & Global Organizations that add value to the association and

Executive

- No of M.O. U’s signed with

Board

Strategic partners

NEC

- Participation in 4 partner events annually.

membership ALL

4.Capacity

SOB7. Identify and

CSR Team

- Increase in no of Collaboration

Building

Implement Corporate

Executive

with C.B.O Affiliates

social investment policy

Board NEC

- 1000 trees planted

SOB8. To build the capacity for potential members and students joining the tourism and

- Participation in 3 strategic partner organized CSR events

ALL Mentorship

- 3 Membership Training Ses-

Team

sions- 4 Networking sessions/

Board NEC

events- Increased Mentorship training programs.

hospitality industry AGM 5.Financial

SOB9. Achieve financial

Sponsorship

- Increased no of partners sup-

sustainability

and operational self-sus-

Team

porting KAWT

and Resource

tainability

Board

- Self sustainable organization

NEC

- Well managed and effective

mobilization

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fund utilization

Dec


KAWT STRATEGIC PLAN 2019-2023

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ACTION PLAN FOR JANUARY - DECEMBER 2021 IMPLEMENTATION MATRIX STRATEGIC GOAL

STRATEGIC OBJECTIVE

TARGET

Recruit at

1.Building and

SOB1.Attain the mem-

Growing the

bership of 250 members least 50 new

Association

by the end of 2021

ACTORS

PERFORMANCE INDICATORS

County

Vibrant & Efficient KAWT

Chairs,

ecruitment of new members

members

Executive &

Retain Mem-

Membership

TIME FRAME

START TIME

ENDING TIME

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 Year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

bers SOB2. Develop and

Continuous-

National

Accurate and updated

maintain credible

ly Update

& County

National & County

database of women in

Membership

Chapter

databases

tourism

Database

Secretaries

SOB3. Get representa-

Uasin Gishu,

NEC, Board

tion in at least 3 new

Narok & Tur-

counties by End of 2021

kana Counties

2. Policy

SOB4. Get representa-

Advocacy,

tion and participation

Participation

of at least one member

and Inclusion

in these boards; WITIA, TPA

- Local and Global Tourism & Hospi-

3 launched and active County Chapters

Executive

Increased number of KAWT

Board

members in the identified organi-

Executive

Enactment & Implementation of

Board, NEC

laws promoting women participa-

zations Boards.

tality related Organizations KEPSA, County

SOB5. Participate in

Governments

policy formulation and amendment/reviews 3. Partner-

SOB6. Harness partner-

ships

ships and collaborations for maximum impact in all the focal areas.

tion & empowerment

Local & Global Organizations that add value to the association and

Executive

- No of M.O. U’s signed with

Board

Strategic partners

NEC

- Participation in 4 partner events annually.

membership ALL

4.Capacity

SOB7. Identify and

CSR Team

- Increase in no of Collaboration

Building

Implement Corporate

Executive

with C.B.O Affiliates

social investment policy

Board NEC

- 1000 trees planted - Participation in 3 strategic partner organized CSR events

ALL SOB8. To build the

Mentorship

- 3 Membership Training Ses-

capacity for potential

Team

sions- 4 Networking sessions/

members and students

Board NEC

events- Increased Mentorship

joining the tourism and hospitality industry

training programs.

AGM

5.Financial

SOB9. Achieve financial

Sponsorship

- Increased no of partners sup-

sustainability

and operational self-sus-

Team

porting KAWT

and Resource

tainability

Board

- Self sustainable organization

NEC

- Well managed and effective

mobilization

fund utilization

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ACTION PLAN FOR JANUARY - DECEMBER 2022 IMPLEMENTATION MATRIX STRATEGIC GOAL

STRATEGIC OBJECTIVE

TARGET

Recruit at

1.Building and

SOB1.Attain the mem-

Growing the

bership of 300 members least 50 new

Association

by the end of 2022

ACTORS

PERFORMANCE INDICATORS

County

Vibrant & Efficient KAWT

Chairs,

ecruitment of new members

members

Executive &

Retain Mem-

Membership

TIME FRAME

START TIME

ENDING TIME

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 Year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

bers SOB2. Develop and

Continuous-

National

Accurate and updated

maintain credible

ly Update

& County

National & County

database of women in

Membership

Chapter

databases

tourism

Database

Secretaries

SO3. Get representation

Taita Taveta,

NEC, Board

in at least 3 new coun-

Lamu & Isiolo

ties by end of 2022

Counties

2. Policy

SOB4. Get representa-

- Local and

Executive

Increased number of KAWT

Advocacy,

tion and participation of

Global Tour-

Board

members in the identified organi-

Participation

at least one member in

ism & Hospi-

and Inclusion

this board; TRA

tality related

3 launched and active County Chapters

zations Boards.

Organizations SOB5. Participate in

KEPSA, County

Executive

Enactment & Implementation of

policy formulation and

Governments

Board, NEC

laws promoting women participa-

amendment/reviews 3. Partner-

SOB6. Harness partner-

ships

ships and collaborations for maximum impact in all the focal areas.

tion & empowerment

Local & Global Organizations that add value to the association and

Executive

- No of M.O. U’s signed with

Board

Strategic partners

NEC

- Participation in 4 partner events annually.

membership ALL

4.Capacity

SOB7. Identify and

CSR Team

- Increase in no of Collaboration

Building

Implement Corporate

Executive

with C.B.O Affiliates

social investment policy

Board NEC

- 1000 trees planted - Participation in 3 strategic partner organized CSR events

ALL SOB8. To build the

Mentorship

- 3 Membership Training Ses-

capacity for potential

Team

sions- 4 Networking sessions/

members and students

Board NEC

events- Increased Mentorship

joining the tourism and hospitality industry

training programs.

AGM

5.Financial

SOB9. Achieve financial

Sponsorship

- Increased no of partners sup-

sustainability

and operational self-sus-

Team

porting KAWT

and Resource

tainability

Board

- Self sustainable organization

NEC

- Well managed and effective

mobilization

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fund utilization


KAWT STRATEGIC PLAN 2019-2023

33

ACTION PLAN FOR JANUARY - DECEMBER 2023 IMPLEMENTATION MATRIX STRATEGIC GOAL

STRATEGIC OBJECTIVE

TARGET

Recruit at

1.Building and

SOB1.Attain the mem-

Growing the

bership of 350 members least 50 new

Association

by the end of 2023

ACTORS

PERFORMANCE INDICATORS

County

Vibrant & Efficient KAWT

Chairs,

ecruitment of new members

members

Executive &

Retain Mem-

Membership

TIME FRAME

START TIME

ENDING TIME

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

1 Year

Jan

Dec

1 year

Jan

Dec

1 year

Jan

Dec

bers SOB2. Develop and

Continuous-

National

Accurate and updated

maintain credible

ly Update

& County

National & County

database of women in

Membership

Chapter

databases

tourism

Database

Secretaries

SOB3. Get representa-

Kisumu, Bom-

NEC, Board

tion in at least 3 new

et & Kakame-

counties by end of 2023

ga Counties

2. Policy

SOB4. Get representa-

Advocacy,

tion and participation of

Participation

at least one member in

and Inclusion

these boards; KTF

- Local and Global Tourism & Hospi-

3 launched and active County Chapters

Executive

Increased number of KAWT

Board

members in the identified organi-

Executive

Enactment & Implementation of

Board, NEC

laws promoting women participa-

zations Boards.

tality related Organizations KEPSA, County

SOB5. Participate in

Governments

policy formulation and amendment/reviews 3. Partner-

SOB6. Harness partner-

ships

ships and collaborations for maximum impact in all the focal areas.

tion & empowerment

Local & Global Organizations that add value to the association and

Executive

- No of M.O. U’s signed with

Board

Strategic partners

NEC

- Participation in 4 partner events annually.

membership ALL

4.Capacity

SOB7. Identify and

CSR Team

- Increase in no of Collaboration

Building

Implement Corporate

Executive

with C.B.O Affiliates

social investment policy

Board NEC

- 1000 trees planted

ALL

- Participation in 3 strategic partner organized CSR events

SOB8. To build the

Mentorship

- 3 Membership Training Ses-

capacity for potential

Team

sions- 4 Networking sessions/

members and students

Board NEC

events- Increased Mentorship

joining the tourism and hospitality industry

training programs.

AGM

5.Financial

SOB9. Achieve financial

Sponsorship

- Increased no of partners sup-

sustainability

and operational self-sus-

Team

porting KAWT

and Resource

tainability

Board

- Self sustainable organization

NEC

- Well managed and effective

mobilization

fund utilization

Developed By Business Impact Consulting


KAWT STRATEGIC PLAN 2019-2023

34

DESIGNATION: STRATEGIC PLAN TEAM REPORTING TO: CHAIRPERSON NUMBER OF TEAM MEMBERS: 11 SCOPE OF THE JOB: OVERALL ACHIEVEMENT OF THE WORK-PLAN OVERALL PURPOSE OF THE JOB: AS PER THE STRATEGIC GOALS LISTED STRATEGIC GOAL

STRATEGIC OBJECTIVE

1.Building and

SOB1.Attain the mem-

Growing the

bership of 350 members

Association

by the end of five years

TARGET

SOB2. Develop and maintain credible database of women in tourism SOB3. Get representation in at least 25 counties by 2023 2. Policy

SOB4. Get representa-

Advocacy,

tion and participation of

Participation

at least one member in

and Inclusion

these boards;

SOB5. Participate in policy formulation and amendment/reviews 3. Partner-

SOB6. Harness partner-

ships

ships and collaborations for maximum impact in all the focal areas.

4.Capacity

SOB7. Identify and

Building

Implement Corporate social investment policy

SOB8. To build the capacity for potential members and students joining the tourism and hospitality industry 5.Financial

SOB9. Achieve financial

sustainability

and operational self-sus-

and Resource

tainability

mobilization

Developed By Business Impact Consulting

REPORTING PERIOD

ACTUAL ACHIEVEMENT

VARIANCE

RESPONSIBLE PERSON

COMMENTS


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KAWT STRATEGIC PLAN 2019-2023

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P.O. BOX 79729 - 00200 NAIROBI 0722 697 924 / 0722 512 642 www.kawt.or.ke | info@kawt.or.ke www.facebook.com/women.tourism @KAWTourism