Strategic Planning in co-operative societies is one of most important activity that sets the stage for growth and development of a co-operative society.

1. STRATEGIC
PLANNING
By: Stephen Mwangi Kiritu
Mr. Co-operative
Luke 14:28 For which of you, desiring to build a tower, does not first sit down and count
the cost, whether he has enough to complete it?

2. WHAT IS STRATEGIC PLANNING
Strategic planning is an organizational management
activity that is used to:
• set priorities,
• focus energy and resources,
• strengthen operations,
• ensure that employees and other stakeholders are
working toward common goals,
• establish agreement around intended
outcomes/results,
• and assess and adjust the organization's direction in
response to a changing environment.

3. WHAT IS STRATEGIC PLANNING
It is a disciplined effort that produces
fundamental decisions and actions that shape
and guide:-
• what an organization is,
• who it serves,
• what it does,
• and why it does it,
• with a focus on the future.

4. WHAT IS STRATEGIC PLANNING
Effective strategic planning articulates
not only where an organization is going
and the actions needed to make
progress, but also how it will know if it is
successful.

5. WHAT IS STRATEGIC PLANNING
• Is not forecasting
• Is not simple application of quantitative
technique to business planning
• Does not eliminate risk but help to assess
risk by gaining a better understanding of
parameters involved in decision making
• Is concerned with decisions we make
today that will affect the organization in
the future

6. STRATEGIC PLAN
Foreword
Acknowledgement
Abbreviations
Executive summary
Table of contents

7. STRATEGIC PLAN
INTRODUCTION
ü Background
ü Objectives of the Sacco
ü Membership
ü Products and services
ü Milestones achieved
ü Challenges faced

8. STRATEGIC PLAN
Objectives of the sacco
The objects for which the society is established are to organize
and promote the welfare and economic interests of its
members.
In particular, the society shall undertake:
1. To promote thrift among its members by affording them an
opportunity for accumulating their savings and deposits and
create thereby a source of funds from which loans can be given
to them exclusively for provident and productive purposes, at
fair and reasonable rates of interest; thereby enabling them to
use and control their money for their mutual benefit.
2. To ensure personal growth through the introduction of new
products and services that will promote the economic base of
the members.

9. Objectives of the sacco
3. Carry out investment activities, under the authority of general
meetings, which should:
a) Increase the volume of the output of the society
b) Improve and sustain a healthy liquidity position
c) Increase the level of surplus to the society
d) Benefit members and their families
4. To ensure progress of members and society through continuous
education programs on proper use of credit, reduction of poverty,
human dignity and co-operation.
5. To apply the co-operative principle of co-operation among co-
operatives in order to promote members’ interests. In furtherance to
the objects the society shall affiliate to the relevant National Co-
operative Union and the Apex society.
STRATEGIC PLAN

10. CONTEXTUAL ANALYSIS
Financial sector overview
Kenya’s economy is estimated to have expanded
by 5.3 per cent in 2014, compared to a growth of
5.7 per cent in 2013.
From the demand side, growth was mainly driven
by an increase in private final consumption and a
rapid growth in capital investment.
From the supply side, the major drivers of the
economy were agriculture, forestry and fishing;
construction; wholesale and retail trade;
education; and finance and insurance.

11. CONTEXTUAL ANALYSIS
Financial sector overview
The Balance of Payments position improved mainly on account of
proceeds from the sale of the Eurobond.
Government fiscal policies in the 2014/15 national budget, focused
on increased revenue mobilization and containment of growth in
recurrent expenditure.
Consequently, the share of the development expenditure
increased to 44 per cent of the total budget in 2014/15 fiscal year
from 33 per cent in 2013/14.
The National Government revised budget increased by 25.6 per
cent to KSh 1,924.9 billion in 2014/15, out of which, KSh 1,069.2
billion is for recurrent and KSh 855.7 billion for development
expenditure. From the recurrent expenditure, KSh 324.9 billion
has been budgeted for Public debt repayment.

12. Financial sector overview
üCommercial Banks and Mortgage Finance Institutions are
licensed and regulated pursuant to the provisions of the
Banking Act and the Regulations and Prudential
Guidelines by Central Bank of Kenya.
üThere are over 40 banks in the country
üCBK preferred to regulate banks in a way that requires
them to have capital that is commensurate to their risks
rather than raise the core capital from 1 to 5 billion as
suggested by treasury.
üImperial Bank, under statutory management, barely
months after the collapse of Dubai Bank.
CONTEXTUAL ANALYSIS

13. CONTEXTUAL ANALYSIS
Financial sector overview
üKenya annual inflation rate was reported at 6.62
percent in July, down from 7.03 percenti n the
previous month as cost of food eased.
ü1 US Dollar equals 102.04 Kenyan Shilling as of
yesterday
üMwalimu Savings and Credit Cooperative Society
(Sacco) acquired a 51 percent stake at Equatorial
Commercial Bank (ECB) at a cost of Sh1.6 billion
making it the majority shareholder of the bank.
üImperial Bank, under statutory management, barely
months after the collapse of Dubai Bank.

14. CONTEXTUAL ANALYSIS
Co-operative sector in Kenya
The Cooperative movement has impacted positively on the lives of Kenyans.
This is mainly in the areas of education , health, housing and setting up
businesses.
Currently, an estimated 50% of the Kenya’s population derives their livelihoods
from co-operative activities.
Approximately 500,000 Kenyans are employed directly or gain most of their
income from co-operatives.
The current number of registered cooperatives being in excess of 18,000 with a
total membership of 12 million People.
The Savings and Credit Cooperative (SACCO) sub-sector continues to play a key
role in the development of our economy through provision of financial access
to many Kenyans.
The SACCO sub-sector has currently mobilized domestic savings to the tune of
ksh.501 billion and boasts an asset base of ksh.694 billion.

15. CONTEXTUAL ANALYSIS
Structure of Co-operative Movement in Kenya
Sub Sector State Corporations/Commissions
ü Sacco Societies Regulatory Authority (SASRA)
ü Ethics Commission for Co-operatives (ECCOS)
ü Co-operative Tribunal
ü New Kenya Cooperative Creameries (New KCC)
ü The Co-operative College which was a National Co-
operative Organization has been upgraded to a
University College and is now under the Ministry of
Higher Education. We expect the college to be
given a charter in the near future to be a full Co-
operative University in Kenya

16. CONTEXTUAL ANALYSIS
Structure of Co-operative Movement in Kenya
The co-operative movement in Kenya is organized into
four-tier system consisting of;
üApex-Co-operative Alliance of Kenya
üTertiary (NACOs)-KUSCCO, NACHU-National Co-
operative Housing Union , Coop Bank, CIC, CCHL-
Cooperative Communication Holdings Ltd , KERUSSU-
Kenya Rural SACCO Societies Union, KPCU, KCCE-Kenya
Co- operative Coffee Exporters Ltd, CODIC-Co-
operative Development and Information Centre Ltd,
New KCC.
üSecondary (County/District Unions) and

17. CONTEXTUAL ANALYSIS
Co-operative societies in Kenya- role in vision
2030
Kenya Vision 2030 aims at making Kenya a newly,
industrialized, middle income country providing
high quality life for its citizens.
The Vision 2030 has three key pillars: economic,
social and political.
Co-operatives contribution to the vision is guided
by the seven internationally recognized co-
operative principles

18. CONTEXTUAL ANALYSIS
Co-operative societies in Kenya- role in vision 2030
The Economic Pillar
The Saccos will continue to mobilize savings, developing
demand driven financial products which encourage
members to save additional resources. This is in line with
economic pillar whose key mandate is to mobilize
savings for Kenya’s investment needs. In this regard the
Ministry has focused on registration of Youth Co-
operatives, transport, Jua kali Saccos and enhancing
management of the already existing Saccos through
adoption of best accounting, management and
governance practices.

19. CONTEXTUAL ANALYSIS
Co-operative societies in Kenya- role in vision 2030
The social pillar
Under Vision 2030 envisages to transform the eight social sectors
namely education and training; health; water and sanitation;
environment; housing; gender, youth and sports.
The Co-operative Movement and in particular the savings and
credit Co-operative Societies (Saccos) mobilize billions of shillings
to finance education from Primary to University through
affordable loans to the members.
In addition they provide credit facilities to meet agricultural,
medical and legal services. In housing, Co-operatives facilitate
members to pool resources to buy plots and to finance
construction.

20. Co-operative societies in Kenya- role in vision 2030
Political Pillar
The Vision 2030 on the political pillar envisages to create “a
people centred and politically engaged open society”.
The Co- operatives are economic based and are driven by
economic needs. In this regard the Co-operative brings people
together irrespective of class, social status in life, ethnicity or
other considerations. The Co-operatives have institutionalized
democratic culture through engagement in free and fair
elections. The Co-operatives therefore form the bases and the
building blocks for a cohesive society and enhances issue base
and politics economic survival.
CONTEXTUAL ANALYSIS

21. CONTEXTUAL ANALYSIS
Pillars of the co-operative movement
üTeaming: successfully working together to achieve
common purpose.
üAccountable Empowerment: successfully empowering
people while at the same time holding them
accountable for the power granted.
üStrategic Leadership: successfully articulating the
cooperative’s direction/purpose and setting up the
organization for movement in this direction.
üDemocracy: successfully practicing, protecting,
promoting, and perpetuating healthy democracies.

22. Vision and Mission
A mission is something to be
accomplished whereas a vision is
something to be pursued for that
accomplishment.
STRATEGIC DIRECTION

23. Vision statement
A one-sentence statement describing the clear
and inspirational long-term desired change
resulting from an organization or program's work.
It is intended to serves as a clear guide for
choosing current and future courses of action.
Equity Bank: To be the champion of the socio-
economic prosperity of the people of Africa.
STRATEGIC DIRECTION

24. Mission statement
A written declaration of an organization’s core purpose and focus
that normally remains unchanged over time.
Properly crafted mission statements
(1) serve as filters to separate what is important from what is
not,
(2) clearly state which markets will be served and how, and
(3) communicate a sense of intended direction to the entire
organization.
Coop Bank: To offer value-added financial services to our
chosen market segments with special emphasis on the Co-
operative movement through a highly effective network of
service points, excellent customer service and a highly
motivated team of qualified personnel.
STRATEGIC DIRECTION

25. Core values are the basis upon which the members of a co-
operative make decisions, plan strategies, and interact with
each other and their stakeholders.
Corporate colours/corporate identity is the overall image of
a corporation, firm or business in the minds of diverse publics,
such as customers, investors and employees.
Slogan-is a short phrase that serves as a very brief
representation of a co-operative.
STRATEGIC DIRECTION

26. Analysis of PESTEL factors
A PESTEL analysis is a framework or tool used by marketers to
analyze and monitor the macro-environmental (external marketing
environment) factors that have an impact on an organization.
The result of which is used to identify threats and weaknesses which
is used in a SWOT analysis.
∗ Political
∗ Economic
∗ Socio-cultural development
∗ Technology and infrastructure
∗ Environmental factors
∗ Legal factors
ENVIRONMENTAL ANALYSIS

27. PESTEL gives a bird’s eye view of the whole
environment from many different angles that
one wants to check and keep a track of while
contemplating on a certain idea/plan.
ENVIRONMENTAL ANALYSIS

28. ∗ What is the political situation of the country and how
can it affect the industry?
∗ What are the prevalent economic factors?
∗ How much importance does culture has in the market
and what are its determinants?
∗ What technological innovations are likely to pop up and
affect the market structure?
∗ Are there any current legislations that regulate the
industry or can there be any change in the legislations
for the industry?
∗ What are the environmental concerns for the industry?
ENVIRONMENTAL ANALYSIS

29. Political: These factors determine the extent to which a
government may influence the economy or a certain
industry. [For example] a government may impose a
new tax or duty due to which entire revenue generating
structures of organizations might change. Political
factors include tax policies, Fiscal policy, trade tariffs
etc. that a government may levy around the fiscal year
and it may affect the business environment (economic
environment) to a great extent.
ENVIRONMENTAL ANALYSIS

30. Economic: These factors are determinants of an economy’s
performance that directly impacts a company and have
resonating long term effects. [For example] a rise in the
inflation rate of any economy would affect the way
companies’ price their products and services. Adding to
that, it would affect the purchasing power of a consumer
and change demand/supply models for that economy.
Economic factors include inflation rate, interest rates,
foreign exchange rates, economic growth patterns etc. It
also accounts for the FDI (foreign direct investment)
depending on certain specific industries who’re undergoing
this analysis.
ENVIRONMENTAL ANALYSIS

31. Social: These factors scrutinize the social
environment of the market, and gauge
determinants like cultural trends,
demographics, population analytics etc
ENVIRONMENTAL ANALYSIS

32. Technological: These factors pertain to innovations in
technology that may affect the operations of the
industry and the market favorably or unfavorably.
This refers to automation, research and development
and the amount of technological awareness that a
market possesses.
ENVIRONMENTAL ANALYSIS

33. Legal: These factors have both external and internal sides.
There are certain laws that affect the business
environment in a certain country while there are certain
policies that companies maintain for themselves. Legal
analysis takes into account both of these angles and then
charts out the strategies in light of these legislations. For
example, Co-operative Societies Act, Rules, Sacco Act and
Regulations, Finance Act, safety standards, labor laws etc.
∗
ENVIRONMENTAL ANALYSIS

34. Environmental: These factors include all those that
influence or are determined by the surrounding
environment. This aspect of the PESTLE is crucial for
certain industries particularly for example tourism,
farming, agriculture etc. Factors of a business
environmental analysis include but are not limited to
climate, weather, geographical location, global changes
in climate, environmental offsets etc.
ENVIRONMENTAL ANALYSIS

35. ENVIRONMENTAL ANALYSIS

36. A SWOT analysis (alternatively SWOT matrix)
-Is a structured planning method used to evaluate the
strengths, weaknesses, opportunities and threats
involved in a project or in a business venture.
-It involves specifying the objective of the business
venture or project and identifying the internal and
external factors that are favorable and unfavorable to
achieve that objective.
ENVIRONMENTAL ANALYSIS

37. ∗ Strengths: characteristics of the co-operative that
give it an advantage over others.
∗ Weaknesses: characteristics that place the co-
operative at a disadvantage relative to others.
∗ Opportunities: elements that the co-operative could
exploit to its advantage.
∗ Threats: elements in the environment that could
cause trouble for the co-operative.
∗
ENVIRONMENTAL ANALYSIS

39. Stakeholders
A stakeholder is any person, organization, social group, or
society at large that has a stake in the business.
Thus, stakeholders can be internal or external to the business.
Stakeholder analysis is the process of identifying the individuals
or groups that are likely to affect or be affected by a proposed
action, and sorting them according to their impact on the action
and the impact the action will have on them.
ENVIRONMENTAL ANALYSIS

40. A key result area is defined as something for
which you are completely responsible.
This means that if you don't do it, it doesn't get
done.
A key result area is an activity that is under your
control. It is an output of your work that
becomes an input or a contributing factor to
the work of others.
KEY RESULT AREAS

41. Key result areas are those things that you absolutely,
positively must do to fulfill your responsibilities and achieve
your business goals .
There are seldom more than five to seven key result areas in
any job or in any business. Your job is to determine what the
key result areas are for the society, and then to develop an
action plan to complete them and continually improve in each
area.
KEY RESULT AREAS

42. A key result area has three qualities:
1. It is clear, specific, and measurable. You can determine
exactly if the result has been achieved, and how well.
2. It is something that is completely under your control.
If you do not do it, it will not be done by someone else.
If you do it, and do it well, it can contribute significant
value to your business.
3. It is an essential activity of the business. A key result is
an important output that then becomes an input to the
next key result area, or to the next person.
KEY RESULT AREAS