1. STRATEGICPLAN2009–2012DECEMBER2009STRATEGICPLAN2009–2012DECEMBER2009

2. TABLE
OF
CONTENTS
PAGE
LIST
OF
ABBREVIATIONS
AND
ACRONYMS
................................................................................
............. II
FOREWORD
................................................................................
................................................................ III
PREFACE.........................................................................
.............................................................................. V
ACKNOWLEDGEMENT.................................................................
.............................................................. VI
EXECUTIVE
SUMMARY.........................................................................
................................................... VIII
CHAPTER
ONE:
INTRODUCTION
................................................................................
.............................. 1
1.1
BACKGROUND
................................................................................
...........................................................1
1.2
THE
ROLE
OF
WEF
TOWARDS
VISION
2030
................................................................................
..........1
1.3
RATIONALE
FOR
THE
STRATEGIC
PLAN
................................................................................
...............3
1.4
KEY
ASSUMPTIONS
................................................................................
....................................................3
1.5
METHODOLOGY
OF
DEVELOPING
THE

3. PLAN
................................................................................
.....3
1.6
ORGANIZATION
OF
THE
PLAN............................................................................
....................................4
CHAPTER
TWO:
CONCEPTUAL
FRAMEWORK.......................................................................
.................. 6
2.1
ECONOMIC
STATUS
OF
WOMEN
IN
KENYA
................................................................................
.........6
2.2
STRATEGIC
POSITIONING
OF
THE
WEF.............................................................................
...................7
CHAPTER
THREE:
INSTITUTIONAL
REVIEW
................................................................................
........... 9
3.1
CORE
BUSINESS
................................................................................
.........................................................9
3.2
CLIENTS
AND
SERVICES
................................................................................
...........................................9
3.3
VISION..........................................................................
..............................................................................11
3.4
MISSION
................................................................................
.....................................................................11
3.5
CORE
VALUES..........................................................................
.................................................................11
3.6

4. CURRENT
INSTITUTIONAL
STRUCTURE
................................................................................
...........12
CHAPTER
FOUR:
SITUATIONAL
ANALYSIS
................................................................................
............ 15
4.1
EVALUATION
OF
PAST
PERFORMANCE
................................................................................
..............15
4.2
INTERNAL
ENVIRONMENT
................................................................................
....................................18
4.3
EXTERNAL
ENVIRONMENT
................................................................................
...................................19
4.4
STAKEHOLDER
ANALYSIS
................................................................................
......................................20
CHAPTER
FIVE:
STRATEGIC
FRAMING
................................................................................
................... 23
5.1
BUSINESS
MODEL
................................................................................
....................................................23
5.2
STRATEGIC
THEMES
................................................................................
...............................................24
5.3
STRATEGIC
OBJECTIVES
AND
STRATEGIES
................................................................................
.......26
CHAPTER
SIX:
IMPLEMENTATION
PLAN............................................................................

5. .................... 28
CHAPTER
SEVEN:
INSTITUTIONAL
STRUCTURE
................................................................................
.. 43
7.1
ADVISORY
BOARD
................................................................................
...................................................43
7.2
CHIEF
EXECUTIVE
OFFICER
................................................................................
..................................45
7.3
DEPARTMENTS
................................................................................
.........................................................45
CHAPTER
EIGHT:
MONITORING
AND
EVALUATION......................................................................
...... 50
8.1
OBJECTIVES
OF
MONITORING
AND
EVALUATION
..........................................................................50
8.2
M&E
FRAMEWORK
................................................................................
..................................................50
i
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

6. LIST
OF
ABBREVIATIONS
AND
ACRONYMS
AGOA
–
African
Growth
and
Opportunity
Act
AIDS
–
Acquired
Immune
Deficiency
Syndrome
CEO
–
Chief
Executive
Officer
COMESA
–
Common
Market
for
Eastern
and
Southern
Africa
C-WES
–
Constituency
Women
Enterprise
Scheme
DWEFC
–
Divisional
Women
Enterprise
Fund
Committee
EFT
–
Electronic
Fund
Transfer
EPC
–
Export
Promotion
Council
EPZA
–
Export
Processing
Zones
Authority

7. FEWA
–
Fund
for
the
Education
of
Women
of
Africa
HR
–
Human
Resource
HIV
–
Human
Immunodeficiency
Virus
ICT
–
Information
and
Communication
Technology
JICA
–
Japan
International
Co-operation
Agency
JKUAT
–
Jomo
Kenyatta
University
of
Agriculture
and
Technology
KEBS
–
Kenya
Bureau
of
Standards
KGT
–
Kenya
Gatsby
Trust
KIBT
–
Kenya
Institute
of
Business
Training
KIE
–
Kenya
Industrial
Estate
KIHBS

8. –
Kenya
Integrated
Household
Baseline
Survey
KIPI
–
Kenya
Industrial
Property
Institute
KIRDI
–
Kenya
Industrial
Research
and
Development
Institute
MDGs
–
Millennium
Development
Goals
MFI
–
Micro-Finance
Institutions
MOU
–
Memorandum
Of
Understanding
MSE
–
Micro
and
Small
Enterprises
MSED
–
Micro
and
Small
Enterprises
Development
M&E
–
Monitoring
and
Evaluation
MTP
–
Medium
Term
Plan
NGOs
–
Non
Governmental
Organizations
NEMA
–

9. National
Environment
Management
Authority
PPOA
–
Public
Procurement
Oversight
Authority
SACCO
–
Savings
and
Credit
Co-operative
SAGA
–
Semi
Autonomous
Government
Agency
SMEP
–
Small
&
Micro
Enterprise
Programme
SWOT
–
Strengths,
Weaknesses,
Opportunities
and
Threats
UNDP
–
United
Nations
Development
Programme
WEF
–
Women
Enterprise
Fund
ii
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

10. FOREWORD
The
launch
of
the
first
Women
Enterprise
Fund
Strategic
Plan
covering
the
period
2009
–
2012
is
an
important
milestone
in
the
life
of
the
nascent
institution
that
was
established
in
August,
2007
and
commenced
operations
in
2008.
As
a
pioneer
board,
we
are
in
an
enviable
position
of
providing
a
shared
vision
and
laying
a
solid
foundation
for
an

11. institution
that
will
play an
instrumental
and
effective
role
in
women
empowerment
and
gender
equality.
The
strategic
plan
provides
the
clear
path
that
we
will
pursue
towards
this
bigger
noble
goal.
The
formulation
of
this
plan
involved
a
broad
cross-section
of
stakeholders
both
from
within
the
parent
ministry and
externally.
The
consultative
process
which
begun
in
July
2009
was
aimed
at
ensuring
ownership

12. of
the
final
document.
Potential
development
partners
were
constructively
engaged
to
enable
them
articulate
their
possible
areas
of
future
support.
The
Fund–s
mandates
capture
the
perennial
challenges
that
have
chained
women
to
poverty
through
marginalization
or
exclusion
from
access
to
economic
resources
and
opportunities.
This
include
access
to
credit,
business
development
support
services
like
capacity building,
decent
and
secure
market
infrastructure,
information
on

13. markets
and
linkages
with
big
companies.
These
challenges
are
accentuated
by inhibitive
cultural
practices
that
consign
women
to
the
periphery of
the
formal
economy.
The
enormity of
tasks
facing
the
Fund
in
terms
of
scope,
depth
and
diversity
of
women
(nb.
there
are
various
levels
of
exclusion
depending
on
a
woman–s
level
of
education,
ethnicity,
religion,
marital
status,
age,
etc)
calls
for
innovative,
creative
and
holistic
solutions.

14. It
can
no
longer
be
business
as
usual
but
rather
–business
unusual
approach–.
Greater
success
and
satisfaction
is
derived
when
one
achieves
disproportionate
results
using
minimal
resources.
The
strategic
plan
for
the
period
sets
out
very clear
goals
and
strategies
that
will
be
implemented
in
execution
of
the
Fund–s
legal
mandates.
We
are
cognizant
of
the
fact
that
a
robust
vessel
is
critical
in
getting

15. to
ones
destination.
Institutional
strengthening
of
the
Fund
in
terms
of
legal
independence,
staffing
and
automation
are
a
priority.
Given
the
difficult
times
the
country is
going
through
as
a
result
of
the
global
economic
meltdown,
the
drought
and
famine
affecting
more
than
ten
million
Kenyans,
resources
flow
from
the
government
may not
be
guaranteed.
iii
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

17. The
Fund
will
therefore
pursue
a
business
partnership
model
with
like-minded
partners
to
mobilize
financial,
technical
and
other
forms
of
support.
We
believe
that
the
partnership
approach
will
provide
us
with
the
necessary leverage
to
achieve
greater
impact.
The
achievement
of
the
ambitious
targets
in
this
plan
will
require
sacrifice,
self-discipline,
determination,
commitment,
focus,
integrity,
smart
work
and
a
good
dose
of

18. faith.
I
am
confident
that
the
board,
management
and
other
stakeholders
have
what
it
takes
to
make
this
noble
idea
work
in
an
effective
and
sustainable
manner
in
empowering
women.
To
conclude,
my clarion
call
is
for
each
one
of
us,
individually and
collectively to
rededicate
ourselves
to
the
realization
of
goals
set
in
this
plan,
which
are
critical
building
blocks
to
the
grand
objective

19. of
women
empowerment
and
gender
equality.
In
our
life
time
we
can
enable
millions
of
women
to
work
their
way
out
of
poverty through
this
Fund
and
by so
doing
we
will
have
created
prosperous
families,
hence
our
motto,
–you
empower
a
woman,
you
empower
a
family
and
a
whole
nation–.
Ms.RoseN.Ogega,MBS
Chairperson
iv
Women
Enterprise
Fund
Strategic
Plan
2009

20. -2012

21. PREFACE
The
Women
Enterprise
Fund
is
a
unique
institution
in
several
ways,
namely:
(a)
its
very existence
as
a
government
agency goes
against
the
traditional
best
international
practice
in
microfinance,
which
is
private
sector
or
NGO
driven,
(b)
its
high
ranking
as
a
flagship
project
in
the
country–s
Vision
2030
development
blueprint,
(c)
it–s
a
demonstration
of
Kenya–s
international
commitment
to
the
achievement

22. of
the
3rd
Millennium
Development
Goal
on
women
empowerment
and
gender
equity,
(d)
targeting
of
women
who
constitute
slightly over
50%
of
the
Kenyan
population,
but
nonetheless
have
been
marginalized
from
accessing
economic
resources
and
opportunities
for
myriad
reasons,
e.g.
institutional,
cultural
and
structural
factors.
The
foregoing
factors
set
very high
expectations
on
the
Fund–s
performance
from
key stakeholders,
mainly,
the
women
clients,
the
government

23. as
the
principal
funding
agency,
tax
payers,
local
and
international
partners.
The
Advisory Board
and
management
have
to
work
hard
and
smartly to
not
only meet
these
expectations
but
surpass
them
if
the
Fund
is
to
remain
relevant
in
the
crowded
arena
of
microfinance
and
women
empowerment.
Given
the
many decades
of
marginalization
of
women,
it
will
require
concerted,
focused
and
coordinated
efforts
from
like
minded

24. organizations
to
actualize
their
dream
of
improved
sustainable
livelihoods
and
gender
equality through
the
interventions
to
be
delivered
through
the
Fund–s
mandates.
The
three
year
strategic
plan
which
has
been
aligned
with
the
government–s
Medium
Term
Plan
(2008-2012)
and
Vision
2030
sets
out
strategic
objectives,
strategies,
activities
and
the
resources
required
to
implement
them.
As
the
first
substantial
planning
effort,
emphasis
is
placed

25. on
creating
a
robust,
lean,
efficient
and
sustainable
organization
that
is
BUILT
TO
LAST.
The
formulators
and
implementers
of
this
plan
owe
it
to
the
future
generations
to
live
the
spirit
of
women
empowerment
and
gender
equality.
S.
T.
Wainaina
Chief
Executive/Director
v
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

26. ACKNOWLEDGEMENT
The
formulation
of
this
Strategic
Plan
has
been
very participative.
The
final
product
is
the
collective
wisdom
of
many stakeholders
that
included
both
institutions
and
individuals
who
sacrificed
their
time
to
participate
in
meetings,
research
work
on
the
Fund,
read
through
many
documents,
and
provide
constructive
critique
and
feedback.
To
all
of
them
we
will
for
ever
be
indebted.
This

27. being
the
1st
strategic
plan
for
the
–young–
institution,
it
is
appropriate
to
acknowledge
by
names
the
great
Kenyans
who
have
made
it
possible
to
produce
the
document:
the
Advisory Board
has
spent
long
hours
in
various
committees
to
make
sure
the
plan
captures
the
spirit
envisioned
by
the
founders
of
this
dream.
The
Chairperson
Madam
Rose
N.
Ogega
provided
visionary leadership
to
her
team
members

28. namely,
Judith
Kibaki,
Grace
Ngala,
Elizabeth
Kimenyi,
Prof.
Collette
Suda,
Anne
Waiguru,
Esther
Maiyo,
Wambua
Kilonzo,
Rukia
Subow,
Amy Ndungu
and
Katherine
Muoki.
The
following
officers
and
institutions
provided
insightful
ideas
during
the
process,
The
Permanent
Secretary,
Ministry of
Gender,
Children
and
Social
Development,
Dr.
James
W.
Nyikal,
Anne
Muturi,
Esther
Ndirangu,
Mutea
Rukwaru,
Lukas
Nkumbuku,
George
G.
Jilo,
Ben
Makotsi,
Florence
Mburu,
Monica
Wegulo,
Caroline

29. Muyumbu,
Lydia
Mwadime,
Edmund
Ndumbi,
Robert
Kinge,
Flora
Mbae,
Kiprono
Cheruiyot,
Charles
Kibocha,
Zablon
Mwangai,
Lilian
Olunga,
Rhoda
Odhiambo,
Tom
Onyina,
Agnes
Oriri,
Rodgers
Waliaula,
John
Kairianja,
Charles
Mogoba,
Jane
Obiero,
Kenya
Industrial
Estates
(KIE),
Ministry of
Lands,
Kenya
Industrial
Research
and
Development
Institute
(KIRDI),
Mr.
Kent
Noel
and
Sam
Gakunga
–
Educational
Development
Center
(EDC),
Mercy
Rurii
–
IDRC,
Dunstan
Ngumo
–
Intellectual
Capital

30. Consultants,
Samuel
Kibe
and
Harada
Kyoko
–
Japan
International
Cooperation
Agreement
(JICA),
Dr.
Jankan
M.
Gutu
–
Tips
Management,
L.W.
Waithaka
–
Export
Promotions
Council
(EPC),
Francis
Muema
amd
Ben
Kiragu
–
Kenya
Gatsby Trust,
Benson
Kimithi
–
International
Labour
Organisation
(ILO),
Wanjiku
Wakigi
–
HBF,
Margaret
Mbugua
and
Esther
Wanjau
–
Women
Political
Alliance
(Kenya),
Stella
Morange
–
United
Nations
Fund
for
Women
(UNIFEM),

31. and
last
but
not
least,
Mary
Frances
Lukera
–
Federation
of
Women
Lawyers
(FIDA
–
Kenya).
The
following
institutions
had
done
some
research
work
on
the
Fund
and
their
findings
and
recommendations
were
very useful
in
clarifying
the
thinking
on
how
to
position
the
Fund
to
be
an
effective
instrument
of
promoting
women
empowerment
and
gender
equality;
The
National
vi
Women
Enterprise
Fund

32. Strategic
Plan
2009
-2012

33. Gender
Commission,
Women
Political
Alliance,
Federation
of
Women
Lawyers
(FIDA
–
Kenya)
and
UNIFEM.
The
consultants,
M/s
VAS
Consultants
Ltd
led
by the
team
leader
Mirie
Mwangi,
worked
tirelessly
in
guiding
the
Board
and
management
in
the
process.
Their
unwavering
support
and
commitment
made
the
long
journey a
delightful
learning
experience.
We
cannot
forget
the
role
Betty Maina
played
during
the
validation
session,
it

34. sharpened
and
focused
the
content
in
the
plan.
The
role
of
the
secretariat
in
this
process
was
instrumental
in
its
success.
The
Secretary,
Gloria
and
otherstaffmembersspentlonghoursplanningthediscussionmeetings,invitations,securin
gmeetingvenues,coordinatingfeedback,etc.
Lastbutnotleast,wearegratefultoourAlmighty Godforgivingusthishistoricopportunity
tochartthedestiny ofthisGREATINSTITUTIONTHATISBUILTTOLASTintheserviceofsocially
andeconomically
empoweringKenyanwomenentrepreneursforthenationaldevelopmentofourbelovedcountry,K
enya.
S.T.WainainaChiefExecutive/Director
vii
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

35. EXECUTIVE
SUMMARY
The
Women
Enterprise
Fund
(the
Fund)
was
established
through
Legal
Notice
No.
147:
Government
Financial
Management
(Women
Enterprise
Fund)
Regulations,
2007
and
began
its
operations
in
December
2007.
The
Fund
was
officially launched
by
His
Excellency the
President
on
26th
May
2009.
It
has
five
mandates
as
provided
in
the
establishing
legal
notice.
The
Fund
has
operationalised
the
mandate

36. of
providing
loans
to
women
using
the
two
channels,
namely,
micro-finance
institutions
(MFIs)
and
the
Ministry of
Gender,
Children
&
Social
DevelopmentundertheConstituency WomenEnterpriseScheme(C-
WES).Theotherfourmandateshavenotyetbeensignificantlyoperationalised.Theseareasfo
llows:
i.Attractingandfacilitationofinvestmentinmicro,smallandmediumenterprisesoriented
infrastructuresuchasbusinessmarketsorbusinessincubatorsthatwillbebeneficialtowom
enenterprises;
ii.Supportingwomenorientedmicro,smallandmediumenterprisestodeveloplinkageswithla
rgeenterprises;
iii.Facilitationofmarketingofproductsandservicesofwomenenterprisesinbothdomestic
andinternationalmarkets;andiv.Supportingcapacity
buildingofthebeneficiariesoftheFundandtheirinstitutions.
Developmentofastrategicplantherefore,becamenecessary
toenabletheFundimproveonthedelivery
ofitsmandateaswellasdealwithemergingchallengesintheoperatingenvironment.Thestrat
egicplanwasdevelopedthroughaparticipatory approach,whichensuredthatviewsofthekey
stakeholderswereincorporated.Theparticipationwasthroughdiscussions,consultations
anda
two-day workshop
with
the
key stakeholders.
The
final
draft
was
subjected
to
a
one-day validation
process
by a
wider
stakeholders–
group.
Having
reviewed
its
mandate,
the

37. Fund
developed
its
vision
and
mission
statements,
and
the
core
values.
The
vision
of
the
fund
is
–tosocial
llyandeconomical
llyempowerKenyanwomen
entrepreneursforeconomicdevelopment–.
The
mission
of
the
Fund
is
–tomobiliseresourcesandofferaccesstoaf
ffordablecreditand
businesssupportservicestowomenentrepreneurs.
viii
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

38. A
situational
analysis
was
undertaken
to
evaluate
the
past
performance
of
the
Fund,
identify the
strengths,
weaknesses,
opportunities
and
threats
and
hence
isolate
the
key strategic
themes
that
require
intervention.
The
strategic
themes
formed
the
basis
for
setting
objectives
of
the
Fund
for
the
next
three
years
and
strategies
that
would
enable
the
achievement
of
the
objectives.
The
strategic
themes
are:
1.
Financial

39. services.
2.
Full
operationalization
of
the
other
mandates
of
the
Fund.
3.
Strengthening
the
institutional
capacity.
4.
Operational
processes
and
systems.
To
deal
with
these
issues,
the
Fund
set
ten
objectives
that
would
assist
in
the
attainment
of
its
mission.
These
are:
1.
To
increase
the
loan
portfolio
from
the
current
Kshs.
682
million
to
Kshs.
4
billion
by the
year
2012.
2.

40. To
grow
the
Fund
from
Kshs.
1.215
billion
to
Kshs.
3
billion
by the
year
2012.
3.
To
increase
the
number
of
women
entrepreneur
borrowers
from
92,000
to
over
600,000
by
2012.
4.
To
link
at
least
60
women
micro,
small
and
medium
enterprises
in
each
province
with
large
enterprises
by 2012.
5.
To
enhance
and
strengthen
the
knowledge,
skills
and
capacity of
women
entrepreneurs.
6.
To

41. facilitate
marketing
of
products
and
services
of
women
enterprises
in
local
and
international
markets.
7.
To
facilitate
development
of
supportive
infrastructure
for
women
enterprises
8.
To
strengthen
institutional
capacity of
the
Fund.
9.
To
enhance
advocacy and
publicity of
the
Fund.
10.
To
enhance
efficiency in
the
operations
and
processes
of
the
Fund.
To
enable
the
achievement
of
these
objectives,
strategies
and
the
appropriate
activities
for
each
strategy were

42. identified.
In
addition,
the
implementing
actors,
the
time
frame
and
expected
impacts
were
specified.
These
have
been
documented
in
an
implementation
plan
presented
in
chapter
six
of
this
strategic
plan.
A
monitoring
and
evaluation
framework
that
will
help
ensure
successful
implementation
of
the
strategic
plan
has
also
been
provided.
ix
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

43. CHAPTER
ONE
INTRODUCTION
1.1
BACKGROUND
The
Women
Enterprise
Fund
(WEF)
is
an
initiative
of
the
government
and
was
established
through
Legal
Notice
No.
147:
Government
Financial
Management
(Women
Enterprise
Fund)
Regulations,
2007.
WEF
operations
began
in
December
2007
while
its
official
launch
by His
Excellency the
President
was
on
26th
May 2009.
The
mandate
of
the
Fund
as
stipulated
in
the
Legal

44. Notice
No.147
is
to
undertake
the
following:
i.
Provide
loans
to
credible
micro-finance
institutions
(MFIs),
registered
non-governmental
organisations
(NGOs)
involved
in
micro
financing,
and
savings
and
credit
co-operative
organisations
(SACCOs)
for
on-lending
to
women
enterprises;
ii.
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;

45. iii.
Support
women
oriented
micro,
small
and
medium
enterprises
to
develop
linkages
with
large
enterprises;
iv.
Facilitate
marketing
of
products
and
services
of
women
enterprises
in
both
domestic
and
international
markets;
v.
Support
capacity building
of
the
beneficiaries
of
the
Fund
and
their
institutions.
1.2
THE
ROLE
OF
WEF
TOWARDS
VISION
2030
The
Vision
2030
is
the
new
long-term
development
blueprint
for
Kenya
which
aims

46. at
creating
a
globally competitive
and
prosperous
country
with
a
high
quality of
life
by the
year
2030.
The
Vision
2030
is
anchored
on
three
key pillars,
namely Economic
Pillar,
Social
Pillar
and
Political
Pillar.
These
pillars
are
anchored
on
the
following
foundations:
–
Macroeconomic
stability;
–
Continuity in
governance
reforms;
–
Enhanced
equity and
wealth
creation
opportunities
for
the
poor;
–
Infrastructure;
–
Energy;
Women
Enterprise
Fund
Strategic

47. Plan
2009
-2012
1

48. –
Science,
technology and
innovation;
–
Land
reform;
–
Human
resource
development;
–
Security;
and
–
Public
sector
reforms.
The
Vision
2030
is
to
be
realized
through
the
implementation
of
medium
term
plans
with
the
first
Medium
Term
Plan
(MTP)
covering
the
period
2008
–
2012.
The
goal
of
the
government
in
the
Vision
2030
regarding
women
is
to
reduce
gender
disparities

49. by
making
fundamental
changes
in
four
areas,
namely:
opportunity,
empowerment,
capabilities
and
vulnerabilities.
These
changes
are
aimed
at
increasing
women–s
access
to
education,
training,
capital
and
other
productive
resources.
In
addition,
the
government
aims
to
remove
all
obstacles
that
hinder
women–s
contribution
to
national
development.
Under
the
Social
Pillar
in
the
Vision
2030,
specific
policy measures
have
been
identified
that
when
implemented
would

50. help
correct
gender
gaps
in
access
to
and
control
of
resources,
economic
opportunities,
power,
and
political
voice.
These
include:
–
Gender
mainstreaming
in
government
policies,
plans,
budgets
and
programmes;
and
–
Affirmative
action
for
30%
representation
of
women
in
all
decision
making
levels.
The
Vision
2030
has
identified
increasing
access
to
funds
and
training
of
women
entrepreneurs
as
a
flagship
project.
The

51. Vision
2030
also
has
the
establishment
and
institutionalisation
of
Women
Enterprise
Fund
as
one
of
the
flagship
projects.
The
Fund
is
expected
to:
–
Provide
Kenyan
women
with
access
to
alternative
financial
services
aimed
at
positively
impacting
on
family welfare
and
increase
the
estimated
earned
incomes;
and
–
Strengthen
women–s
voices
and
bargaining
power
within
the
home
as
well
as
in
the
wider

52. community.
The
Fund
therefore,
has
an
important
role
to
play in
the
realisation
of
the
Vision
2030
and
the
medium
term
goals
through
facilitating
access
to
finance
and
other
business
development
services
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
2

53. to
women
entrepreneurs,
including
capacity building
and
facilitation
of
access
to
business
linkages
among
others.
1.3
RATIONALE
FOR
THE
STRATEGIC
PLAN
Strategic
planning
is
the
process
by which
an
organization
develops
the
most
desirable
vision
of
the
future,
taking
into
account
the
constraints
within
which
it
is
likely
to
operate
and
determines
how
it
can
realize
that
vision.
The
development
of

54. WEF
Strategic
Plan
(2009-2012)
has
been
necessitated
by the
need
to
focus
on
sustainable
outcomes
and
to
provide
a
framework
of
long–term
goals
and
outcomes
to
guide
annual
work
plans
of
the
Fund.
Directing
the
Fund–s
activities
towards
achieving
specific
outcomes
will
help
in
accomplishing
the
most
out
of
limited
resources.
Further,
strategic
planning
gives
the
Fund
the
opportunity to
align
its
programmes
with
the
Vision

55. 2030
and
the
Medium
Term
Plan
goals
and
objectives.
1.4
KEY
ASSUMPTIONS
In
the
development
of
the
strategic
plan,
the
following
key assumptions
were
made;
that:
a.
WEF
will
be
legally
independent
so
as
to
unlock
or
free
the
Fund
to
work.
b.
Key personnel
will
be
recruited
to
handle
the
core
mandates
of
the
Fund.
c.
There
will
be
adequate
resources.

56. d.
Economic
growth
prospects
will
improve.
e.
There
will
be
political
stability
and
security in
the
country.
1.5
METHODOLOGY
OF
DEVELOPING
THE
PLAN
A
participatory strategic
planning
process
was
used
to
ensure
ownership
of
the
strategic
plan
by the
stakeholders
and
enhance
effective
and
efficient
implementation
of
the
plan.
The
process
entailed
involvement
of
the
Ministry of
Gender,
Children
and
Social
Development,
the
Fund
Advisory
Board,
WEF
staff

57. and
representatives
of
the
development
partners.
Specifically the
following
methodology was
used:
1.5.1
Document
review
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
3

58. Various
documents
were
reviewed
for
the
purposes
of
extracting
relevant
information
for
use
in
the
Strategic
Plan.
These
documents
included:
a.
The
Government
Financial
Management
(Women
Enterprise
Fund)
Regulation,
2007,
legal
notice
147;
b.
The
guidelines
for
the
Women
Enterprise
Fund;
c.
The
Ministry of
Gender,
Children
and
Social
Development
Strategic
Plan;
d.
The
organizational
structure
and
staff
establishment
of
the
Fund;

59. e.
WEF
Rapid
Assessment
Report
2009;
f.
Recommendations
for
Enhancing
the
Policy
and
Regulatory Framework
for
the
Women–s
Enterprise
by the
Women
Political
Alliance-Kenya
2009;
g.
Documents
from
Divisional
Women
Enterprise
Fund
Committees
(DWEFC);
h.
Strategic
Planning
guidelines
from
the
Ministry of
Planning,
National
Development
and
Vision
2030;
i.
The
Kenya
Vision
2030
and
the
Medium
Term
Plan;
j.
Strategic
Plan
of
Youth
Enterprise
Development
Fund;
k.

60. Women
Enterprise
Development
Fund
appraisal
report
2009,
by FIDA
Kenya;
and
l.
Other
relevant
documents.
1.5.2
Pre-workshop
interviews
Discussions
were
held
with
the
Ministry of
Gender,
Children
and
Social
Development
officials,
the
Advisory Board
and
WEF
staff.
1.5.3
Strategic
planning
workshops
To
incorporate
the
views
of
key
stakeholders
and
in
order
to
enhance
ownership
of
the
strategic
plan,
a
two-day
workshop
was
held
with
the

61. Advisory
Board,
staff
and
selected
representatives
of
WEF
partners.
A
one-day
validation
workshop
was
also
held
with
a
wider
stakeholders–
group.
1.6
ORGANIZATION
OF
THE
PLAN
This
Strategic
Plan
consists
of
eight
chapters:
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
4

62. Chapter
one
is
the
introduction,
which
covers
the
Fund–s
background,
its
role
towards
Vision
2030,
the
rationale
for
strategic
planning,
the
methodology of
developing
the
Plan
and
organization
of
the
Plan.
Chapter
two
looks
at
the
conceptual
framework,
which
covers
the
economic
status
of
women
in
Kenya,
their
struggle
for
economic
empowerment
and
the
strategic
positioning
of
WEF.
Chapter
three

63. provides
the
institutional
review
covering
the
core-business,
clients
and
services,
vision,
mission,
core
values
and
the
current
institutional
structure.
Chapter
four
presents
situational
analysis
covering
evaluation
of
WEF’s
past
performance,
the
internal
and
external
environment
and
stakeholder
analysis.
Chapter
five
looks
at
the
strategic
framing,
which
covers
the
business
model,
strategic
themes,
objectives
and
strategies.
Chapter
six
presents

64. the
implementation
matrix,
which
covers
for
each
of
the
strategic
objectives,
the
strategies,
impacts,
activities,
implementing
actors,
time
frame
and
resource
requirements.
Chapter
seven
covers
the
proposed
institutional
structure.
Chapter
eight
highlights
the
mechanisms
for
monitoring
and
evaluation
of
the
implementation
process.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
5

65. CHAPTER
TWO
CONCEPTUAL
FRAMEWORK
2.1
ECONOMIC
STATUS
OF
WOMEN
IN
KENYA
For
a
long
time,
the
contribution
of
women
in
economic
development
was
not
recognized
even
though
they constitute
about
50.5%
of
the
total
population.
Socio-cultural
practices
have
contributed
to
the
economic
isolation
of
women.
These
practices
deny many women
the
right
to
ownership
of
property and
other
productive
assets.
Some
of
the

66. laws
in
Kenya
discriminate
against
women
(e.g.
the
customary law)
when
it
comes
to
inheritance
of
property.
The
female
gender
largely accesses
resources
through
parentage
or
marriage
but
with
no
ownership,
control
or
decision-making
power.
Further,
many women
are
left
destitute
in
the
society
after
the
death
of
their
husbands
or
parents
exposing
them
to
threats
and
hostility from
their
in-laws.
Many succumb
to
the
threats
and

67. hostility and
move
away from
their
homes
to
live
in
abject
poverty.
This
makes
them
face
economic
difficulties,
especially in
accessing
financial
services
from
financial
intermediaries
who
require
them
to
provide
some
form
of
collateral.
Gender
disparities
in
terms
of
access
to
education,
retention
in
school,
transition
from
one
level
of
education
to
the
other
and
academic
performance
remains
one
of
the
challenges
facing
girl-child

68. in
the
country.
These
disparities
may be
attributed
to
various
factors,
among
them,
societal
beliefs
and
practices.
Many women,
especially in
rural
areas,
therefore
find
themselves
disadvantaged
in
establishing
and
running
successful
businesses
due
to
lack
of
technical
qualifications
and
inadequate
market
information.
According
to
a
survey conducted
in
2006
on
the
well-being
in
Kenya1,
women
constitute
29%
of
formal
wage
employment.
The
low
formal
wage

69. employment
may
be
attributed
to
low
education
attainment
and
is
one
of
the
reasons
for
disparities
in
income.
The
report
found
out
that
50.8%
of
females
are
poor
with
31.2%
of
poor
households
being
female
headed.
1
Report
on
well
being
in
Kenya,
KIHBS,
2006
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
6

70. 2.2
STRATEGIC
POSITIONING
OF
THE
WEF
The
establishment
of
Women
Enterprise
Fund
is
a
positive
step
towards
ensuring
resources
reach
excluded
women.
It
is
also
a
testimony of
the
Kenya
government’s
commitment
to
the
realization
of
the
3rd
Millennium
Development
Goal
(MDG)
on
women
empowerment
and
gender
equity.
In
a
bid
to
achieve
its
mandate,
the
Fund
started
by availing
funds
to
the

71. target
women
entrepreneurs.
This
is
being
undertaken
through
two
main
operational
channels,
namely the
Ministry of
Gender,
Children
and
Social
Development
(the
Ministry channel)
and
the
Micro
Finance
Institutions
(MFI)
channel.
The
MFI
channel
takes
the
large
part
of
the
funds
compared
to
the
Ministry channel.
The
selected
MFIs
disburse
the
funds
availed
to
them
at
1%
p.a.
for
on’lending
to
women
entrepreneurs
at
8%
interest

72. rate
per
annum
on
reducing
balance.
The
loans
disbursed
through
the
Ministry channel
attract
a
5%
one-off
administrative
fee.
In
its
endeavour
to
reduce
the
challenges
facing
women,
the
Fund
intends
to
concentrate
on
the
following
areas:
· Financial
services
to
target
women
entrepreneurs;
· Capacity building;
and
· Access
to
information.
Successful
execution
of
the
Fund’s
mandate
is
supposed
to
address
the
existing
hurdles

73. women
face
in
venturing
and
growing
sustainable
enterprises.
The
Fund
is
expected
to
contribute
to
poverty reduction
and
employment
creation
among
women.
The
medium
term
goal
of
the
Fund
is
to
improve
the
economic
conditions
of
the
excluded
women
and
graduate
them
to
the
mainstream
financial
institutions.
The
long
term
goal
is
to
provide
a
one-stop
shop
where
women
can
access
financial
and
other
business

74. development
support
services.
It
must
however
be
noted
that
reliance
on
government
funding
alone
may
not
enable
the
Fund
achieve
these
objectives
nor
have
the
desired
long-term
impact.
The
Fund
needs
to
mobilize
funds
from
other
sources
so
as
to
carry out
its
planned
activities
in
a
sustainable
manner.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
7

75. The
Fund,
as
is
currently constituted
under
the
Financial
Regulations,
faces
constraints
that
may
hinder
the
attainment
of
its
objectives.
Its
legal
capacity to
contract
with
development
partners,
financiers
and
other
parties
is
limited
thus
unable
to
foster
much
needed
partnerships
and
fund
raising
activities
among
others.
The
Fund
also
faces
challenge
in
attracting
qualified
and
experienced
officers.
It
has
to
depend
on
the
parent

76. ministry’s
field
staff
who
are
not
directly
accountable
to
the
Fund.
These
officers
have
their
regular
core
duties
while
the
Fund’s
activities
are
peripheral.
This
compromises
the
Fund’s
efficiency
and
effectiveness.
It
is
therefore
imperative
to
give
the
Fund
legal
independence
through
appropriate
legislation
that
is
superior
to
current
regulations.
It
is
expected
that
such
legal
independence
will
enable
the
Fund
to
effectively engage
other

77. parties
and
deliver
on
its
mandates.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
8

78. CHAPTER
THREE
INSTITUTIONAL
REVIEW
3.1
CORE
BUSINESS
The
core
business
of
the
Fund
is
derived
from
its
mandate
as
stipulated
in
the
Legal
Notice
No.
147:
Government
Financial
Management
(Women
Enterprise
Fund)
Regulations,
2007.
The
role
of
the
Fund
can
thus,
be
interpreted
to
be
the
provision
of
support,
both
technical
and
financial,
to
women
entrepreneurs
that

79. will
enable
them
contribute
to
national
development.
3.2
CLIENTS
AND
SERVICES
The
Fund
has
categorised
Kenyan
women
entrepreneurs
as
depicted
in
the
pyramid
below:
Figure
1:
Classification
of
Kenyan
women
entrepreneurs
A
’
Women
entrepreneurs
operating
medium
and
large
enterprises
B
’
Women
entrepreneurs
operating
micro
and
small
enterprises
C
’
Potential
women

80. entrepreneurs
The
Fund
targets
both
women
entrepreneurs
and
potential
women
entrepreneurs
at
different
levels
of
the
pyramid
as
described
in
figure
1
above.
The
Fund
will
offer
different
products
and
services
for
each
category of
women
entrepreneurs.
3.2.1
Financial
services
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
9

81. The
clients
to
be
targeted
for
funds
channeled
through
the
constituencies
are
women
entrepreneurs
and
/or
potential
women
entrepreneurs,
be
they in
the
formal
or
the
informal
sector
(e.g.
hawkers2
and
Kiosk3
owners),
who
are
unable
to
access
funds
through
the
established
financial
institutions.
They are
able
to
borrow
an
initial
amount
up
to
Kshs.
50,000
as
a
group.
The
loans

82. channelled
through
the
MFIs
target
women
entrepreneurs
operating
small
and
medium
enterprises
who
would
like
to
borrow
as
individuals,
a
group
or
companies
owned
by women,
up
to
Kshs.
500,000,
without
reference
to
the
Fund
Advisory Board.
The
Advisory Board
will
review
the
maximum
amount
that
can
be
loaned
through
each
channel
from
time
to
time.
3.2.2
Investment
in
micro,
small
and
medium

83. enterprises
oriented
infrastructure
Facilitation
of
investment
in
micro,
small
and
medium
enterprises
oriented
infrastructure
such
as
business
markets
or
business
incubators
is
aimed
at
creating
an
all
inclusive
conducive
environment
for
women
in
the
informal
sector
to
run
their
businesses
efficiently.
This
service
targets
women
operating
micro,
small
and
medium
enterprises.
3.2.3
Development
of
linkages
with
large
enterprises
Development
of
linkages
with

84. large
enterprises
will
be
aimed
at
linking
the
woman
entrepreneur
to
large
enterprises
where
she
can
have
access
to
technology,
information,
business
sub’
contracting
programmes
and
quality improvement
through
benchmarking.
It
targets
women
operating
micro,
small
and
medium
enterprises.
3.2.4
Facilitation
of
marketing
of
products
and
services
of
women
enterprises
The
Fund
plans
to
facilitate
marketing
of
products
and
services
of
women
owned

85. enterprises
by
way of
creating
awareness
of
and
promoting
the
products
and
services
both
in
the
local
and
international
markets.
The
women
targeted
with
these
services
are
those
operating
micro,
small,
medium
and
large
enterprises.
3.
2.5
Capacity
building
2 Vendors
selling
merchandise
by
moving
from
place
to
place
asking
people
to
buy
them.
3
A
small
shop
where
household
goods
are
sold
in

86. small
quantities.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
10

87. Capacity building
will
target
both
internal
and
external
customers.
Internal
customers
include
the
Advisory Board,
WEF
secretariat
and
the
Ministry gender
officers.
The
external
customers
include
women
entrepreneurs
in
micro,
small
and
medium
businesses,
potential
individual
women
entrepreneurs,
constituency committees
and
partnering
MFIs.
Carrying
out
capacity building
for
both
the
internal
and
external
customers
is
expected
to
result
in
the
target
groups
acquiring
the
relevant
skills,
knowledge
and

88. further
create
awareness
through
enhanced
networking.
3.3
VISION
Our
vision
is:
Tosocial
llyandeconomical
llyempowerKenyanwomenentrepreneursforeconomic
development.
3.4
MISSION
Our
mission
is:
Tomobiliseresourcesandofferaccesstoaffordablecreditandbusinesssupportservicesto
womenentrepreneurs.
3.5
CORE
VALUES
In
its
endeavor
to
realize
its
vision
and
mission,
WEF
upholds
the
following
core
values:
3.5.1
Integrity
We
undertake
to
always
act
morally,
ethically
and
consistently demonstrate
a
high
degree
of
respect

89. and
probity in
dealing
with
our
stakeholders.
3.5.2
Teamwork
In
the
discharge
of
WEF’s
mandate,
we
will
embrace
teamwork
and
be
committed
to
maintaining
high
standards
of
service
delivery.
3.5.3
Innovation
We
believe
that
the
way forward
in
attaining
the
Fund’s
mandate
is
through
generation
of
creative
and
innovative
ideas.
We
therefore,
welcome
and
support
creativity
and
innovation.
3.5.4
Courageous

90. Women
Enterprise
Fund
Strategic
Plan
2009
-2012
11

91. In
WEF,
we
believe
it
is
possible
to
break
the
vicious
cycle
of
poverty facing
the
country through
women
empowerment
and
will
boldly facilitate
undertakings
aimed
at
changing
the
status
quo.
3.5.5
Respect
for
diversity
We
appreciate
the
different
backgrounds
and
beliefs
of
the
people
we
interact
with
and
will
always
respect
these
diversities.
3.6
CURRENT
INSTITUTIONAL
STRUCTURE
The
Women
Enterprise
Fund

92. is
currently managed
through
the
following
institutions:
3.6.1
The
Advisory
Board
The
Advisory Board
is
responsible
for
overseeing
the
management
of
the
Fund
and
advising
the
Ministry generally on
the
operations
of
the
Fund.
It
is
composed
of
the
following
members:
’
A
non-executive
chairperson;
’
Permanent
Secretary,
Ministry of
Gender,
Children
and
Social
Development;
’
Permanent
Secretary,
Ministry of
Finance;
’
Permanent
Secretary,
Ministry of
Trade

93. and
Industry;
’
Permanent
Secretary,
Ministry of
Agriculture;
’
Permanent
Secretary,
Ministry of
Planning,
National
Development
and
Vision
2030;
and
’
Five
persons
with
expertise
and
experience
in
Enterprise
Development
and
Financial
Management.
3.6.2
Secretariat
The
secretariat
is
responsible
for
the
day to
day management
of
the
affairs
of
the
Fund.
It
is
headed
by a
Chief
Executive
Officer
who,
like
other
staff,
is
appointed
competitively.
The
Secretariat
is

94. responsible
for
the
following
duties:
’
Supervise
and
control
the
administration
of
the
Fund;
’
Consult
with
the
Advisory Board
on
matters
relating
to
the
administration
of
the
Fund;
’
Maintain
books
of
accounts
and
records
of
all
activities
relating
to
the
Fund
and
undertakings
financed
from
the
Fund;
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
12

95. ’
Prepare
a
statement
of
accounts
relating
to
the
Fund
and
showing
the
expenditure
incurred
from
the
Fund
in
respect
of
each
financial
year
and
transmit
to
the
Controller
and
Auditor
General
in
accordance
with
the
provisions
of
the
Public
Audit
Act,
2003;
’
Furnish
such
additional
information
as
may be
deemed
proper
and
sufficient
for
the
purpose
of
examination
and
audit
by
the

96. Controller
and
Auditor
General
in
accordance
with
the
provisions
of
the
Public
Audit
Act,
2003;
and
’
Open
and
operate
a
bank
account
at
a
bank
to
be
approved
by the
Minister
for
Finance.
3.6.3
Divisional
Women
Enterprise
Fund
Committee
(DWEFC)
The
DWEFC
is
responsible
for
undertaking
the
following
roles:
’
Support
the
capacity building
of
the
beneficiaries
of
the
Fund
and
their
institutions;

97. ’
Create
awareness
on
the
funds
disbursement
procedures
and
requirements;
and
’
Assist
in
the
mobilization,
selection,
identification
and
vetting
of
the
women
groups
seeking
loans.
It
is
composed
of
the
following
members:
’
The
chairperson
who
is
the
Divisional
Officer;
’
The
secretary who
is
the
District
Gender
and
Social
Development
Officer;
’
The
treasurer
who
is
elected
by the
Committee;
’
A

98. representative
of
the
Local
Authority in
the
Division/District;
’
A
representative
of
one
active
local
NGO
in
the
Division/District;
’
A
representative
of
women
with
disability;
’
A
prominent
woman
entrepreneur;
’
A
representative
of
Faith
Based
Organization;
’
A
representative
of
the
Provincial
Administration;
and
’
Ex-official
sitting
member
of
Parliament.
3.6.4
The
District
Gender
and
Social
Development
Officers
Women
Enterprise
Fund
Strategic
Plan

99. 2009
-2012
13

100. These
are
ministry officials
who
reach
the
various
women
entrepreneurs
at
the
constituency level
on
behalf
of
the
Fund.
They have
the
following
roles:
· Secretary to
the
Divisional
Women
Enterprise
Fund
Committee;
· Monitor
the
disbursement
of
the
funds
through
the
financial
intermediaries;
· Monitor
how
the
beneficiaries
are
utilizing
the
loan;
· Facilitate
loan
recovery;
and
· Participate
in
the
capacity building
of
the
groups
who
obtain
loans.
3.6.5

101. Micro
Finance
Institutions
These
are
WEF
business
partners
who
assist
in
distribution
of
funds.
The
funds
distributed
through
the
MFIs
are
open
to
women
entrepreneurs
who
would
like
to
borrow
up
to
Kshs.
500,000.
Amounts
above
this
figure
have
to
be
referred
to
the
Advisory Board
for
approval.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
14

102. CHAPTER
FOUR
SITUATIONAL
ANALYSIS
4.1
EVALUATION
OF
PAST
PERFORMANCE
A
review
of
the
Fund’s
performance
was
undertaken
in
order
to
isolate
factors
that
may have
had
favourable
or
unfavourable
influence
on
the
results.
This
was
carried
out
through
an
analysis
of
the
status
of
the
fund
disbursements
to
date
and
the
effectiveness
of
the
two
disbursement
channels.
The

103. results
are
as
follows:
4.1.1
Allocation
of
funds
As
at
30th
June,
2009,
the
amount
of
funds
received
by
WEF
had
been
allocated
and
disbursed
as
shown
in
the
table
below:
Amount
allocated
Amount
disbursed
Kshs.
Kshs.
Financial
intermediaries
640,000,000
515,000,000
Constituency
210,000,000
167,000,000
Capacity building
30,000,000
6,000,000
WEF
Administration
100,000,000
20,000,000
Community mobilization
20,000,000
8,400,000
Total
1,000,000,000
716,400,000
Table

104. 1:
Allocation
of
funds
Some
of
the
amount
allocated
to
the
financial
intermediaries
was
not
disbursed
due
to
delay in
furnishing
the
Fund
with
the
required
securities.
The
amount
allocated
to
constituencies
was
not
fully disbursed
due
to
the
following
reasons:
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
15

105. ’
Lack
of
awareness
of
the
Fund.
Given
that
it
was
the
first
year
of
operation,
many women
were
still
not
aware
of
the
existence
of
the
Fund
while
others
were
not
familiar
with
the
procedures
to
be
followed
for
one
to
obtain
a
loan.
’
Errors
in
filling
some
of
the
loan
forms
leading
to
delays
in
loan
disbursement.
’
Centralised
loan
approval

106. system
that
resulted
in
much
time
being
taken
in
communicating
between
the
different
levels
of
the
Fund
thus
causing
delays
in
disbursement
of
funds.
’
Post
election
disruptions.
Out
of
the
funds
allocated
for
community mobilization
and
capacity building,
the
amount
disbursed
was
utilised
in
activities
aimed
at
publicising
the
Fund
and
training
of
the
constituency
committees
that
vet
loan
applications.
The
funds
allocated

107. to
community mobilization
were
also
applied
on
the
development
of
the
Fund’s
logo
and
the
official
launch
of
the
Fund.
Most
of
the
funds
allocated
for
administration
were
not
spent
because
initially the
Fund
did
not
have
its
own
staff
thus
relied
on
the
Ministry officials
to
carry out
the
administrative
duties.
The
salaries
for
the
officials
were
paid
for
by
the
Ministry.
Other
operational
costs

108. were
met
by the
Fund.
4.1.2
Beneficiaries
of
loans
disbursed
The
funds
disbursed
through
the
constituencies
were
lent
to
women
groups
within
the
constituencies.
The
number
of
individual
women-owned
micro,
small
and
medium
enterprises
that
benefitted
from
the
funds
disbursed
through
the
constituency channel
was
80,000
as
at
30th
June,
2009.
As
at
the
same
date,
12,000
women-owned
micro,
small
and
medium

109. enterprises
had
benefited
from
the
funds
loaned
through
the
financial
intermediaries’
channel.
4.1.3
Progress
made
on
the
other
mandates
of
the
Fund
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
16

110. There
has
been
insignificant
progress
made
in
the
attainment
of
the
other
four
mandates
of
the
Fund
as
depicted
in
the
table
below:
No.
Mandate
Status
1
Capacity
building
of
women
entrepreneurs
and
their
institutions.
210
constituency
committees
trained.
2,000
women
trained.
2
Attract
and
facilitate
investment
in
micro,
small
and
medium
enterprises
oriented
commercial
infrastructure
such
as
business
markets
or

111. business
incubators
that
will
be
beneficial
to
women
enterprises.
Nil
3
Support
women
oriented
micro,
small
and
medium
enterprises
to
develop
linkages
with
large
enterprises.
Nil
4
Facilitate
marketing
of
products
and
services
of
women
enterprises
in
both
domestic
and
international
markets.
Participation
in
Nairobi
International
Show
Table
2:
Progress
made
on
the
other
mandates
4.1.4
The
channels
of
loan

112. disbursement
In
reviewing
the
performance
of
the
two
channels,
it
has
been
established
that
the
MFI
channel
may
not
reach
many of
the
targeted
women
though
it
has
the
requisite
technical
capacity.
Using
this
channel,
WEF
is
able
to
reduce
its
credit
risk
to
almost
zero
since
this
is
borne
by the
MFIs.
However,
no
monitoring
and
evaluation
system
has
been
put
in
place
to
ensure

113. that
WEF
funds
are
accessed
by the
targeted
women
entrepreneurs
and
at
the
agreed
terms
and
conditions.
The
Ministry channel,
on
the
other
hand,
has
the
advantage
of
having
greater
impact
in
reaching
the
targeted
women
entrepreneurs.
Under
this
channel,
the
Fund
takes
the
whole
risk
of
default
in
loan
repayment.
It
is
also
worth
noting
that
the
Ministry channel
does
not
have
technically
qualified

114. staff
to
ov
ersee
the
loaning
process.
It
relies
on
the
Divisional
Women
Enterprise
Fund
Committees
(DWEFC),
who
may not
have
the
technical
know-how
on
credit
management
including
appraising
of
loan
applications.
The
other
challenge
posed
by this
channel
is
lack
of
control
by the
Fund
over
the
Ministry staff
making
it
difficult
to
effectively manage
the
loan
disbursement
and
recovery
processes.
Women
Enterprise
Fund

115. Strategic
Plan
2009
-2012
17

116. 4.2
INTERNAL
ENVIRONMENT
Analysis
of
the
internal
environment
identifies
factors
within
the
organization
that
may influence
the
Fund
positively (strengths)
or
negatively (weaknesses).
4.2.1
Strengths
The
main
strengths
of
WEF
include:
i.
Supportive
and
committed
Advisory Board
with
diverse
expertise
hence
able
to
offer
strategic
direction
to
the
Fund.
ii.
Committed
staff.
iii.
Subsidized
interest
rate
that
is
able
to
attract
the
target

117. group
of
women
entrepreneurs.
iv.
Ability of
the
Fund
to
recruit
and
engage
financial
intermediaries
that
have
technical
capacity
and
established
infrastructure.
v.
The
support
by the
parent
ministry,
especially at
the
grassroots,
enables
the
Fund
to
reach
women
entrepreneurs
all
over
the
country.
4.2.2
Weaknesses
The
weaknesses
of
WEF
are:
i.
Limiting
legislation.
The
Fund
does
not
have
legal
independence
and
thus
relies
on

118. the
parent
ministry for
some
of
its
operations.
This
also
inhibits
its
ability to
contract
with
third
parties.
ii.
Insufficient
staff
to
manage
the
process
of
loan
disbursement
and
recovery,
both
at
the
head
office
and
grassroots.
iii.
Staff
have
inadequate
technical
skills
and
experience
in
credit
management
and
execution
of
other
Fund
mandates.
iv.
Manual
processes
and
operations
which
are
inefficient
and
inherently risky.
v.
Lack

119. of
a
fully operationalised
risk
management
framework.
vi.
Insufficient
funds
to
have
significant
impact
even
after
full
operationalization
of
the
Fund.
vii.
Existence
of
a
bureaucratic
loan
management
process,
e.g.
difficulties
in
accessing
the
loan
application
forms
and
long
period
of
waiting
for
the
loans
to
be
approved.
viii.Inadequate
monitoring
and
evaluation
processes
and
systems.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

120. 18

121. 4.3
EXTERNAL
ENVIRONMENT
Analysis
of
the
external
environment
identifies
factors
outside
the
control
of
the
organization
that
impact
on
the
organization
positively (opportunities)
or
negatively (threats).
4.3.1
Opportunities
The
opportunities
available
to
the
Fund
are:
i.
High
demand
for
products
and
services
of
the
Fund.
ii.
Existence
of
supporting
frameworks
such
as
the
Millennium
Development
Goals
(MDGs)
framework,
Vision
2030
and

122. gender
policy in
place.
iii.
Existing
organized
and
registered
self
help
groups.
iv.
Existence
of
institutions
offering
technological
support
and
training
for
women
entrepreneurs
e.g.
Kenya
Institute
of
Business
Training
(KIBT),
Kenya
Industrial
Estate
(KIE),
Kenya
Industrial
Research
and
Development
Institute
(KIRDI)
and
Jomo
Kenyatta
University of
Agriculture
and
Technology (JKUAT),
etc.
v.
Existence
of
several
government
initiatives
targeting
Micro
and
Small
Enterprises
(MSE),
e.g.
construction
of

123. markets,
decent
work
sheds
and
business
solution
centres.
vi.
Existence
of
trading
blocks
and
treaties
like
the
East
Africa
Community,
Common
Market
for
Eastern
and
Southern
Africa
(COMESA),
African
Growth
Opportunity Act
(AGOA),
which
may
provide
a
market
for
the
products
of
women
entrepreneurs.
4.3.2
Threats
Threats
to
WEF
are:
i.
Global
financial
meltdown
and
poor
performance
of
the
economy
which
could
lead

124. to
poor
loan
repayment.
ii.
Impact
of
HIV/AIDS
and
other
pandemics
leading
to
frequent
collapse
of
enterprises
and
diversion
of
funds
which
may lead
to
high
rates
of
loan
default.
iii.
Political
interference
and
social
unrests
that
may hinder
the
operations
of
the
Fund.
iv.
Insecurity in
the
country that
may affect
the
funded
women
entrepreneurs
resulting
into
loss
of
loaned
funds.
v.
Low
levels
of
financial
literacy among
women,

125. especially
in
the
rural
and
semi
urban
areas.
vi.
Women
enterprises
engaging
in
activities
that
are
detrimental
to
the
environment
e.g.
charcoal
trade
and
sand
harvesting
etc.,
which
could
lead
to
loan
default
if
such
funded
enterprises
are
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
19

126. closed
down
by National
Environment
Management
Authority (NEMA)
or
other
government
agencies.
vii.
Climatic
changes
and
natural
calamities
that
may affect
the
funded
enterprises
resulting
into
loss
of
loaned
funds.
Current
drought
and
famine
has
had
negative
impact
on
borrowers.
viii.Low
level
of
women
representation
in
key decision
making
organs
in
the
country.
ix.
Cultural
barriers,
e.g.
the
fear
among
men

127. that
when
women
are
empowered
gender
based
violence
may
increase
and
destabilise
families.
x.
Competition
from
other
organisations
targeting
women,
especially those
giving
grants.
xi.
Widespread
culture
of
free
things,
e.g.
free
training,
past
failures
of
similar
government
initiatives
where
beneficiaries
were
not
paying
interest,
etc.
4.4
STAKEHOLDER
ANALYSIS
A
stakeholder
is
any person,
group
or
institution
that
has
an
interest
in
the
activities
of
an

128. organization.
WEF
has
many stakeholders
in
its
core
functions.
Some
of
the
key stakeholders
include:
4.4.1
Women
entrepreneurs
These
form
the
key stakeholder
of
the
Fund.
The
Fund
will
continue
to
liaise
with
women
entrepreneurs
to
ensure
adequate
facilitation
and
support
of
their
businesses.
This
will
be
achieved
by providing
them
with
the
necessary information
regarding
eligibility requirements,
loans
application
process
and
repayment
terms.
The
women
entrepreneurs
have

129. an
obligation
to
repay
their
loans
according
to
the
agreement
with
the
Fund.
4.4.2
The
government
The
government
is
the
main
financier
of
the
WEF
and
expects
the
Fund
to
carry out
its
functions
within
the
stipulated
mandate
thus
assisting
in
the
attainment
of
the
government
goals
and
objectives.
As
a
government
institution,
the
Fund
collaborates
with
other
government
institutions
especially the
Ministry
of

130. Gender,
Children
and
Social
Development,
provincial
administration
and
Ministry of
Finance
in
the
discharge
of
its
mandate.
Apart
from
financial
support
to
the
Fund,
the
government
is
also
expected
to
create
a
conducive
environment
for
the
Fund’s
operations.
The
Fund
should
therefore
develop
and
promote
strong
linkages
with
the
parent
Ministry and
other
government
institutions.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012

131. 20

132. 4.4.3
Financial
intermediaries
MFIs
play a
major
role
in
the
disbursement
of
loans
to
the
Fund’s
target
group.
A
portion
of
the
fund
is
loaned
to
women
entrepreneurs
through
selected
MFIs.
The
Fund
should
therefore
ensure
the
selected
MFIs
meet
the
pre-set
conditions
for
partnering
to
enable
effective
and
efficient
coverage
of
the
targeted
women
entrepreneurs.
4.4.4
Development
partners
In
carrying
out

133. its
mandate,
the
Fund
recognizes
the
role
played
by the
development
partners.
Most
of
its
operations
require
collaboration
with
partners,
who
are
expected
to
provide
both
financial
and
technical
support
to
the
Fund.
The
Fund
will
therefore
foster
a
good
working
relationship
with
the
identified
development
partners.
4.4.5
Private
sector
Activities
of
the
private
sector
play a
significant
role
in
promoting
Kenya’s
economy.
The

134. Fund
should
partner
with
the
private
sector
in
spearheading
women
enterprise
development.
In
particular,
there
is
need
to
partner
with
the
private
sector
in
provision
of
business
development
services
to
the
beneficiaries.
4.4.6
Employees
Human
resource
is
a
critical
determinant
of
an
organization’s
performance
and
largely determines
the
success
or
failure
of
the
organization.
The
employees
of
WEF
constitute
a
critical
asset
and

135. hence
their
welfare
is
of
utmost
importance.
WEF
is
committed
to
adopting
best
practices
in
management
of
its
staff
to
ensure
high
productivity and
motivation.
4.4.7
The
media
Media
is
an
important
channel
of
information
to
the
public.
The
Fund
should
partner
with
the
media
to
enhance
public
awareness
of
its
operations
and
as
a
channel
of
communication
with
its
customers
from
time

136. to
time.
4.4.8
Research
and
academic
institutions
The
Fund
is
key in
facilitating
information
dissemination
on
matters
affecting
women
entrepreneurs.
Linkages
and
collaborations
with
research
and
academic
institutions
will
enhance
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
21

137. access
to
relevant
information
and
emerging
issues
affecting
the
operations
of
women
enterprises.
Research
and
academic
institutions
will
also
offer
an
opportunity for
learning
the
’best
practices’
and
benchmarking.
4.4.9
Membership
associations
The
Fund
recognizes
the
importance
of
working
in
consultation
with
the
existing
women
associations
in
pursuing
its
mandate.
The
associations
provide
the
Fund
with
an
opportunity to
reach
many of
the
targeted

138. women.
They
also
offer
a
platform
to
lobby for
favourable
policies
and
regulations.
4.4.10
Community
leadership
The
structure
of
the
Fund
provides
for
divisional
committees
whose
membership
is
drawn
from
a
cross
section
of
organisations
including
the
local
authorities
and
sitting
members
of
parliament
as
ex-officials.
The
support
of
the
grass
root
leaders
is
critical
for
the
success
of
the
Fund.

139. Women
Enterprise
Fund
Strategic
Plan
2009
-2012
22

140. CHAPTER
FIVE
STRATEGIC
FRAMING
5.1
BUSINESS
MODEL
The
business
model
to
be
used
to
reach
the
targeted
women
with
different
services
is
as
follows:
5.1.1
Channels
of
loan
disbursement
In
disbursing
credit
to
the
target
women,
the
Fund
intends
to
make
use
of
the
Ministry channel
and
MFIs
with
grassroot
networks.
An
appropriate
ratio
will
be
determined
from

141. time
to
time
bearing
in
mind
the
risks,
capacity,
efficiency and
desirable
impact.
WEF
intends
to
recruit
volunteers
at
constituency level
under
a
volunteership
programme.
The
interns
will
be
trained
on
credit
management
and
business
development
services.
They are
to
work
closely with
the
DWEFC
and
the
Gender
and
Social
Development
Officers.
However,
the
ultimate
goal
of
the
Fund
is
to
disburse
the
funds

142. directly through
grassroot
based
organisations.
In
this
regard,
the
Fund
will
explore
the
possibilities
of
mobilizing
and
facilitating
the
formation
of
associations
of
women
self-help
groups,
which
would
be
loaned
money for
on-
lending
to
individual
groups
or
women.
The
associations
could
buy shares
of
the
Fund
and
be
the
owners
once
the
Fund
is
privatised
in
the
future.
5.1.2
Sources
of
funds
In
financing

143. its
operations,
WEF’s
funding
will
initially come
from
government
and
development
partners.
However,
in
the
long
run
its
funding
will
mainly be
from
internally generated
resources
and
commercial
funds.
Caution
will
be
exercised
to
make
sure
that
the
Fund
does
not
lose
its
clients
targeting
and
its
founding
rationale
as
it
raises
funds.
5.1.3
Delivery
on
the
other
mandates
In
delivering
the
other
mandates,
the

144. Fund
intends
to
collaborate
with
development
partners,
private
sector
and
training
institutions,
and
work
together
with
other
government
ministries,
departments
and
parastatals.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
23

145. 5.2
STRATEGIC
THEMES
Strategic
themes
are
the
key
areas
of
performance
for
an
organization
in
a
given
time
period.
The
following
are
the
strategic
themes
of
WEF
for
the
planning
period.
5.2.1
Financial
services
The
primary function
of
WEF
is
to
provide
access
to
financial
services
to
Kenyan
women
entrepreneurs
who
are
unable
to
access
finance
under
the
terms
and
conditions
applied

146. by
commercial
banks
and
MFIs.
Approximately 40%
of
all
Kenyan
women
have
no
access
to
finance
at
all;
another
40%
have
access
to
only
informal
financial
systems4.
The
demand
for
loans
is
thus
high.
However,
the
current
size
of
the
Fund
is
limiting
in
terms
of
the
number
of
entrepreneurs
who
can
benefit.
For
the
Fund
to
deliver
on
its
mandate
and
remain

147. sustainable,
it
has
to
mobilize
enough
funds
for
continuous
lending.
It
is
therefore
vital
to
scale
up
the
size
of
the
Fund.
5.2.2
Full
operationalization
of
the
other
mandates
of
the
Fund
The
Fund
has
five
functions
as
per
its
mandate,
however
only one
of
these
mandates
(provision
of
loans
to
women
entrepreneurs)
has
been
substantially operationalised
to
date.
The
other
functions
(capacity building,
infrastructure

148. development,
facilitation
of
marketing
and
linkages
with
large
organisations)
need
to
be
fully operationalised
in
order
for
the
Fund
to
realize
its
vision.
A
coordinated
process
of
deliberate
interventions
to
upgrade
entrepreneurial
skills
among
women
and
improving
business
processes
need
to
be
put
in
place
to
enable
women
entrepreneurs
achieve
economic
empowerment.
There
is
need
to
improve
women’s
business
skills,
especially in
information
technology,

149. financial
management
and
business
management
to
enhance
business
sustainability and
growth.
Women’s
access
to
markets
for
their
products
and
services
is
a
major
challenge,
thus
development
of
a
marketing
strategy that
will
improve
women’s
access
to
new
markets
including
corporate
and
public
sectors
procurement
opportunities
and
international
markets
is
important.
4
Women
Enterprise
Fund
Rapid
assessment
report,
2009
Women
Enterprise

150. Fund
Strategic
Plan
2009
-2012
24

151. In
addition,
women
need
to
be
assisted
in
forming
business
associations
and
networks
to
exchange
ideas,
gain
access
to
business
support
and
information
as
well
as
create
a
’voice’
that
represents
their
specific
concerns
and
needs.
To
encourage
start-up
women
entrepreneurs
to
venture
into
production
and
value
addition
for
their
primary products,
they need
to
be
supported
with
the
necessary infrastructure
by way of
business
incubation

152. initiatives
and
provision
of
decent,
secure
and
safe
market
sheds
or
work
spaces.
5.2.3
Strengthening
the
institutional
capacity
The
way WEF
is
currently constituted
as
a
semi-autonomous
government
agency
(
SAGA)
without
independent
legal
capacity hinders
the
attainment
of
its
mandate.
To
discharge
its
mandate,
WEF
will
require
partnering
with
other
organizations
for
technical
support
and
to
help
raise
funds
for
its
operations.
Such
partners

153. are
reluctant
to
engage
with
the
Fund
since
its
legal
status
is
not
permanent
nor
certain.
There
is
therefore
need
to
strengthen
its
legal
capacity by
anchoring
it
in
an
Act
of
Parliament
or
through
a
Presidential
Decree.
The
Fund
also
needs
to
strengthen
its
human
resource
capacity.
An
appropriate
organisation
structure
should
be
put
in
place
to
enhance
the
management
of
the

154. Fund.
In
addition,
employees
should
be
equipped
with
the
necessary skills
as
a
way of
enhancing
productivity and
motivation.
Further,
there
is
need
to
undertake
advocacy and
publicity of
the
Fund.
The
Fund
should
profile
itself
strategically in
the
eyes
of
the
public
and
lay a
claim
as
a
key player
in
the
field
of
microfinance.
5.2.4
Operational
processes
and
systems
The
Fund
assumes
the
role
of
a

155. financial
institution
and
thus
adequate
processes
and
ICT
systems
are
necessary to
enhance
effective
and
efficient
operations.
Further,
the
Fund
operates
in
all
parts
of
the
country,
which
necessitates
systems
that
will
effectively link
the
operations
at
the
headquarters
and
the
constituencies.
To
reduce
operational
risks,
it
is
important
that
the
Fund
develops
appropriate
policies
and
procedures
that
will
guide
the
day-to-day business.
Women
Enterprise

156. Fund
Strategic
Plan
2009
-2012
25

157. 5.3
STRATEGIC
OBJECTIVES
AND
STRATEGIES
The
following
are
the
strategic
objectives
and
respective
strategies
under
each
of
the
strategic
themes:
Objective
Strategy
Theme
1:
Financial
services
1.
To
increase
the
loan
portfolio
from
the
current
Kshs.
682
million
to
Kshs.
4
billion
by
the
year
2012
i.
Negotiate
with
participating
financial
partners
to
leverage
the
Fund
ii.
Develop
new
market
led

158. loan
products
and
other
products
2.
To
grow
the
Fund
from
Kshs.
1.215
billion
to
Kshs.
3
billion
by
the
year
2012
i.
Advocate
for
enhanced
budgetary
allocation
from
the
government
ii.
Collaboration
with
other
partners
iii.
Enhance
risk
management
of
the
Fund
3.
To
increase
the
number
of
target
women
entrepreneur
borrowers
from
92,000
to
over
600,000
by
2012
i.
Review
partnership
agreement

159. with
the
MFIs
to
ensure
funds
channelled
through
them
reach
targeted
women
ii.
Use
financial
institutions
and
organizations
with
grassroot
networks
Theme
2:
Full
operationalization
of
the
other
mandates
of
the
Fund
1.
To
link
at
least
60
women
micro,
small
and
medium
enterprises
in
each
province
with
large
enterprises
by
2012
i.
Facilitation
of
exchange
programmes
with
large
enterprises
ii.
Provide
information
to

160. large
enterprises
on
the
products
and
services
by
women
entrepreneurs
iii.
Facilitate
subcontracting
programme
between
women
enterprises
and
large
enterprises
iv.
Facilitate
production
of
quality
goods
and
services
by
women
entrepreneurs
2.
To
enhance
and
strengthen
the
knowledge,
skills
and
capacity
of
women
entrepreneurs
i.
Facilitate
mentorship
programmes
ii.
Facilitate
and
support
training
of
the
Fund
beneficiaries
iii.
Involvement
of
financial
institutions
and
other

161. partners
in
training
3.
To
facilitate
marketing
of
products
and
services
of
women
owned
enterprises
in
local
and
international
markets
i.
Facilitate
the
participation
of
women
entrepreneurs
in
local
and
international
trade
fairs
and
exhibitions
ii.
Encourage
women
entrepreneurs
to
organize
themselves
into
marketing
groups
or
companies
iii.
Facilitate
provision
of
market
information
to
women
entrepreneurs
iv.
Advocate
for
women
entrepreneurs
to
be
allocated

162. space
in
the
constituency
markets
v.
Advocate
for
allocation
of
at
least
30%
of
government’s
procurements
to
women
entrepreneurs
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
26

163. 4.
To
facilitate
development
of
supportive
infrastructure
for
women
enterprises
i.
Seek
development
partners
to
incubate
funded
women
enterprises
e.g.
KIRDI,
Constituency
Development
Centres,
MSED,
EPZA,
KGT,
etc.
ii.
Facilitate
and
support
development
of
decent
market
space
for
women
entrepreneurs
Theme
3:
Strengthening
the
institutional
capacity
1.
To
strengthen
institutional
capacity
of
the
Fund
i.
Establishment
of
an
autonomous
WEF
ii.
Build
the

164. HR
capacity,
organization
structure
and
governance
structure
of
the
Fund
iii.
Build
necessary
infrastructure
to
support
the
operations
of
the
Fund
iv.
Establish
an
institutional
framework
for
partnerships
2.
To
enhance
advocacy
and
publicity
of
the
Fund
Develop
and
implement
a
communication
and
marketing
strategy
Theme
4:
Operational
processes
and
systems
To
enhance
efficiency
in
the
operations
and
processes
of
the
Fund
i.
Develop

165. operational
processes,
policies
&
procedures
ii.
Enhance
information
management
system
iii.
Put
in
place
a
functional
monitoring
and
evaluation
framework
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
27

166. CHAPTER
SIX
IMPLEMENTATION
PLAN
Theme
1:
Financial
Services
Objective
1:
To
increase
the
loan
portfolio
from
the
current
Kshs.
682
million
to
Kshs.
4
billion
by
the
year
2012
Strategy
Impact
(
s)
Activity
Time
Frame
Implementing
Actors
Resources
(
Shs)
Negotiate
with
participating
financial
partners
to
leverage
the
Fund
More
funds
availed
to
women
entrepreneurs
by

167. the
financial
partners
(
i)
Hold
discussions
with
the
financial
partners
aimed
at
leveraging
the
fund
(
ii)
Enter
into
MOUs
with
financial
partners
June
2010
June
2010
and
continuous
Advisory
Board/CEO
’
Operational
budget
Develop
new
market-led
loan
products
and
other
products
Products
tailored
to
customer
needs
(
i)
Carry
out
market
analysis
on
the
loan
products
and
other
products
(
ii)
Develop

168. products
that
meet
the
needs
of
the
target
women
entrepreneurs
April
2010
August
2010
and
continuous
CEO/
Operations
Manager
/
Credit
Officer
million
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
28

169. Objective
2:
To
grow
the
Fund
from
Kshs.
1.215
billion
to
Kshs.
3
billion
by
the
year
2012
Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(
Shs)
Advocate
for
Additional
(
i)
Prepare
and
present
budget
November
2009
and
CEO
/
Finance
Operational
enhanced
allocations
from
the
estimates
of
the
Fund
for
the
continuous
Administration
Manager
budget
budgetary
government

170. next
three
years
to
the
relevant
allocation
from
ministries
the
government
(
ii)
Hold
discussions
with
the
January
2010
&
Advisory
Board/CEO
parent
ministry
and
Treasury
continuous
Collaboration
with
other
partners
Funding
and
other
support
by
development
(
i)
Identify
potential
development
partners
December
2009
and
continuous
CEO/Operations
Manager
Operational
budget
partners
(
ii)
Prepare
and
submit
proposals
’
for
funding
&
other
support

171. to
’
the
identified
partners
Enhance
risk
Minimal
resources
(
i)
Develop
&
implement
risk
June
2010
CEO/Operations
Operational
management
of
leakage/losses
management
policy
Manager/Credit
Officer
budget
the
Fund
Optimal
returns
to
the
Fund
(
ii)
Establish
&
implement
adequate
internal
controls
’
CEO/
Audit
Manager/Operations
Manager/ICT
Officer
(
iii)
Review
the
screening
criteria
of
projects
to
be
funded
Immediate
CEO/Operations
Manager/Credit
Officer
(

172. iv)
Prepare
quarterly
reports
on
the
performance
of
revolving
fund
Quarterly
Credit
Officer
/Finance
&
Administration
Manager
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
29

173. Objective3:
To
increase
the
number
of
women
entrepreneur
borrowers
from
92,000
to
over
600,000
by
2012
Strategy
Impact
(
s)
Activity
Time
Frame
Implementing
Actors
Resources
(
Shs)
Review
partnership
agreement
with
the
MFIs
to
ensure
funds
channeled
through
them
reach
targeted
women
Funds
channeled
through
MFIs
reaching
the
target
women
(
i)
Hold
meetings
with
the
participating
MFIs
aimed
at

174. agreeing
on
policies
that
ensure
the
loans
reach
the
target
women
(
ii)
Implement
the
policies
agreed
on
with
the
MFIs
(
iii)
Facilitate
joint
training
for
all
participating
MFIs
November
2009
November
2009
and
continuous
January
2010
and
continuous
Advisory
Board/CEO
’
CEO/
Operations
Manager
2
million
Use
financial
Accessibility
of
loans
(
i)
Identify
financial
intermediaries
February/
March
2010
Advisory
Board/CEO/
Operational

175. institutions
and
to
women
with
branches
at
grassroot
level
Operations
Manager
budget
organizations
with
entrepreneurs
in
all
grassroot
parts
of
the
country
(
ii)
Hold
discussions
&
enter
into
networks
agreement
with
the
identified
intermediaries
aimed
at
involving
them
in
loan
distribution
to
women
entrepreneurs
August
2010
and
continuous
(
iii)
Pilot
formation
of
umbrella
associations
of
self
help
groups
at
the
constituencies
through

176. which
funds
could
be
disbursed
to
the
women
(
iv)
Advocate
for
privatization
of
the
Fund
with
the
formed
women
associations
as
the
shareholders
March
2010
and
continuous
September
2012
CEO/
Operations
Manager/
Credit
Officer
Advisory
Board/CEO
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
30

177. Theme
2:
Full
Operationalization
of
the
Other
Mandates
of
the
Fund
Objective
1:
To
link
at
least
60
women
micro,
small
and
medium
enterprises
in
each
province
with
large
enterprises
by
2012
Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(Shs)
Facilitation
of
exchange
programmes
with
large
enterprises
Improved
quality
of
the
products
by
women
entrepreneurs
(
i)
Organize
product

178. &
service
demonstrations/
shows
by
large
enterprises
to
women
entrepreneurs
July
2010
and
continuous
CEO/
Marketing
&
Research
Manager/
Business
Development
Officer
million
Expanded
market
opportunities
through
large
orders/
subcontracting
(
ii)
Organize
2
local
exchange
programmes
with
large
enterprises
per
province
(
iii)
Facilitate
certification
of
products
June
2010
and
continuous
Continuous
Provide
Increased
number
(
i)
Carry
out
a
survey
and
profile

179. June
2010
CEO/
Marketing
&
13
million
information
to
of
women
selling
the
women
enterprises
in
the
Research
Manager
large
enterprises
their
product
to
provinces
and
categorize
their
on
the
products
large
enterprises
goods
and
services
and
services
by
women
(
ii)
Identify
large
enterprises
and
December
2010
and
CEO/
Marketing
&
entrepreneurs
their
requirements
continuous
Research
Manager
(
iii)
Disseminate
information
to
women

180. entrepreneurs
using
internet,
TV
and
Radio
programmes
and
WEF
website
December
2010
and
continuous
CEO/
Marketing
&
Research
Manager/
ICT
Officer
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
31

181. Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(Shs)
Facilitate
subcontracting
programme
between
women
enterprises
and
large
enterprises
Increased
sales
volumes
by
women
entrepreneurs
(
i)
Identify
and
develop
a
database
of
products
and
services
of
women
entrepreneurs
(
ii)
Develop
a
women
enterprise
directory
(
iii)
Disseminate
the
information
to
women
entrepreneurs
using
internet,
TV
and
Radio
programmes
December
2010
and

182. quarterly
December
2010
December
2010
and
continuous
CEO/
Marketing
&
Research
Manager/
ICT
Officer
10
million
Facilitate
production
of
quality
goods
&
services
by
women
entrepreneurs
Competitive
quality
products
and
services
by
women
entrepreneurs
(
i)
Facilitate
demonstrations
by
experts
in
production
(
ii)
Sensitize
women
entrepreneurs
about
quality
standards
(
iii)
Liaise
&
link
women
entrepreneurs
with
KEBS
and
KIRDI
for
certification
of

183. their
products
and
services
December
2010
and
continuous
Continuous
’
CEO/
Marketing
&
Research
Manager
million
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
32

184. Objective
2:
To
enhance
and
strengthen
the
knowledge,
skills
and
capacity
of
women
entrepreneurs
Strategy
Impact
(
s)
Activity
Time
Frame
Implementing
Actors
Resources
(Kshs)
Facilitate
mentorship
programmes
Improved
ability
to
manage
enterprises
Higher
survival
rates
of
women
owned
enterprises
(
i)
Develop
WEF
specific
mentorship
programmes
(
ii)
With
partner
support
identify,
train
&
certify
at
least
5
mentors
per

185. province
June
2010
July
2010
and
continuous
CEO/
Marketing
&
Research
Manager/
Training
Officer
’
5
million
(
iii)
Implement
the
mentorship
programme
’
Facilitate
and
support
training
of
the
Fund
beneficiaries
Better
management
of
women
enterprises
(
i)
Carry
out
a
training
needs
assessment
for
women
entrepreneurs
February
2010
CEO/
Marketing
&
Research
Manager/
Training
Officer
14.8
million
(
ii)
Develop
standard
training

186. modules/curriculum
in
partnership
with
development
partners
April
2010
’
(
iii)
Identify
development
partners
to
sponsor
the
trainings
April
2010
(
iv)
Undertake
training
of
at
least
2000
women
per
province
per
year
on
the
identified
areas
April
2010
&
continuous
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
33

187. Strategy
Impact
(
s)
Activity
Time
Frame
Implementing
Actors
Resources
(Kshs)
Involvement
of
financial
institutions
and
other
partners
in
training
More
women
entrepreneurs
trained
(
i)
Undertake
training
of
trainers
programme
for
participating
MFIs
in
partnership
with
development
partners
e.
g.
JICA,
ILO,
etc.
(
ii)
Identify
and
involve
government
ministries,
departments
and
parastatals
that
undertake
entrepreneurial
training
to
train
women
(
iii)

188. Monitor
the
training
of
women
entrepreneurs
undertaken
by
the
trainers
November
2009
and
continuous
”
”
CEO/
training
Officer
CEO/Training
Officer/
M
&
E
Officer
Operational
budget
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
34

189. Objective
3:
To
facilitate
marketing
of
products
and
services
of
women
owned
enterprises
in
local
and
international
markets
Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(Kshs)
Facilitate
the
participation
of
women
entrepreneurs
in
local
and
international
trade
fairs
and
exhibitions
Increased
sales
of
women
enterprise
products
and
services
(
i)
Assist
women
produce
market
led
products
by
availing
market

190. information
to
them
(
ii)
Link
women
beneficiaries
to
marketing
organizations
e.
g.
EPC,
FEWA
Immediate
and
continuous
”
CEO/
Marketing
&
Research
Manager
Business
Development
Officer
3.5
million
(
iii)
Liaise
with
organizers
of
local
and
international
trade
fairs
and
exhibitions
for
affordable
charges
to
beneficiaries
of
the
Fund
February
2010
and
continuous
(
iv)
Sensitize
women
on
”improving
your
exhibition
skills”
March

191. 2010
and
continuous
Encourage
women
entrepreneurs
to
organize
themselves
into
marketing
groups
or
companies
Better
prices/Increased
sales
turnover
by
women
enterprises
(
i)
Educate
women
on
benefits
of
marketing
their
products
through
marketing
groups
(
ii)
Liaise
with
the
Ministry
of
Co-
operative
Development
and
Marketing,
UNDP
and
other
partners
to
assist
women
form
marketing
groups
April
2010
and
continuous
January
2010
and
continuous

192. CEO/
Marketing
&
Research
Manager
CEO/
Marketing
&
Research
Manager/Training
Officer
million
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
35

193. Facilitate
provision
of
market
information
to
women
entrepreneurs
Informed
women
entrepreneurs
(
i)
Gather
&
compile
market
information
(
ii)
Provide
market
information
on
the
Fund
website
(
iii)
Organize
interactive
radio
programmes
aimed
at
disseminating
market
information
and
other
relevant
information
to
women
entrepreneurs
April
2010
and
continuous
May
2010
and
continuous
January
2010
and
continuous
ICT/
Marketing
Research
Manager
million
Advocate

194. for
women
entrepreneurs
to
be
allocated
space
Increased
involvement
of
women
entrepreneurs
in
(
i)
Investigate
women
entrepreneurs”
space
requirements
December
2011
CEO/
Marketing
&
Research
Manager
Operational
budget
in
the
constituency
markets
business
activities
(
ii)
Hold
discussions
with
the
relevant
local
authorities
January
2012
”
Advocate
for
allocation
of
at
least
30%
of
government
procurements
to
women
entrepreneurs
Increased
business
avenues
for

195. women
entrepreneurs
Hold
discussions
with
PPOA
and
other
relevant
bodies
aimed
at
revising
the
procurement
regulations
to
provide
for
at
least
30%
of
procurement
contracts
to
women
entrepreneurs
May
2010
Advisory
Board/CEO
Operational
budget
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
36

196. Objective
4:
To
facilitate
development
of
supportive
infrastructure
of
women
enterprises
Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(
Kshs)
Seek
development
partners
to
incubate
funded
women
enterprises
e.
g.
KIRDI,
Constituency
Development
Centres,
MSED,
EPZA,
KGT,
etc.
Sustainable
women
enterprises
(
i)
Identify
the
enterprises
that
qualify
for
incubation
with
the
respective
partners
(
ii)
Enter
into
agreement

197. with
the
identified
institutions
to
incubate
the
enterprises
February
2010
&
continuous
March
2010
and
continuous
CEO/
Marketing
&
Research
Manager
Operational
budget
Facilitate
and
support
development
of
decent
market
space
for
women
entrepreneurs
Conducive
work
environment
for
women
entrepreneurs
(
i)
Enter
into
partnerships
with
organizations
e.
g.
local
authorities,
Kenya
Gatsby
Trust,
etc.
for
development
of
markets
for
women
entrepreneurs
(
ii)

198. Venture
into
public-private
partnerships
aimed
at
developing
markets
for
women
entrepreneurs
December
2009
and
continuous
”
CEO/
Business
Development
Officer
Operational
budget
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
37

199. Theme
3:
Strengthening
the
Institutional
Capacity
Objective1:
To
strengthen
institutional
capacity
of
the
Fund
Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(Kshs)
Establishment
of
an
Prompt
decision
Organize
discussions
with
the
relevant
Immediate
Advisory
Board/CEO
Operational
autonomous
WEF
making
in
the
Fund
authorities
e.
g.
the
Kenya
Law
Reform
Commission,
aimed
at
making
the
Fund
autonomous
budget
Build
the

200. HR
capacity,
organization
structure
and
governance
structure
of
the
Fund
Adequate
human
resources
and
structures
for
effective
and
efficient
service
delivery
(
i)
Review
the
organization
and
governance
structures
(
ii)
Develop
job
descriptions
and
specifications
for
the
Advisory
Board
committees
and
the
secretariat
staff
(
iii)
Recruit
appropriate
staff
at
the
head
office
and
in
the
field
(
iv)
Formulate
policy
on
volunteership

201. (
v)
Engage
and
train
volunteers
in
every
constituency
through
an
internship
programme
(
vi)
Develop
HR
policies
and
scheme
of
service
(
vii)
Develop
and
roll
out
policy
on
volunteership
(
viii)
Conduct
staff
training
needs
analysis
(
ix)
Train
staff
November
2009
January
2010
June
2010
”
”
”
”
August
2010
September
2010
and
continuous
Advisory
Board/
CEO/
HR
Officer
”

202. ”
”
”
”
”
HR
Officer/Training
Officer
million
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
38

203. Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(Kshs)
Build
the
necessary
infrastructure
to
support
operations
of
the
Fund
Efficiency
and
effectiveness
in
operations
of
the
Fund
(
i)
Review
the
infrastructure
in
place
and
identify
the
gaps
that
need
filling
(
ii)
Acquire
the
necessary
facilities
including
additional
office
space
to
fill
the
identified
gaps
(
iii)
Automate
processes
of
the

204. Fund
Immediate
Immediate
April
2010
CEO/Operations
Manager/
Finance
Administration
Manager
CEO/Operations
Manager/ICT
officer
”
8
million
(
iv)
Establish
constituency
offices
February
2011
”
Establish
an
Improved
(
i)
Develop
guidelines
for
partnerships
Immediate
CEO/Operations
Operational
institutional
relationship
with
Manager
budget
framework
to
the
partners
(
ii)
Implement
the
guidelines
and
review
engage
partners
them
regularly
Immediate
and
continuous
Women
Enterprise
Fund

205. Strategic
Plan
2009
-
2012
39

206. Objective
2:
To
enhance
advocacy
and
publicity
of
the
Fund
targeting
all
stakeholders
Strategy
Impact
(s)
Activity
Time
Frame
Implementing
Actors
Resources
(Kshs)
Develop
and
implement
a
communication
and
marketing
strategy
Increased
awareness
and
more
women
accessing
the
services
of
the
fund
More
development
partners
involved
in
the
Fund
activities
Depoliticization
of
the
Fund
Public
goodwill
in
Fund
and
support
(

207. i)
Place
advertisements
in
daily
newspapers,
radios
and
TVs
(
ii)
Develop
and
distribute
fliers
on
the
products
of
the
Fund
(
iii)
Organize
visits
to
various
constituencies
in
liaison
with
the
community
leaders
to
market
the
products
(
iv)
Popularize
the
WEF
brand
name
by
ensuring
the
participating
MFIs
use
the
WEF”s
brand
name
and
all
WEF
documents
contain
the
brand
name
(

208. v)
Develop
WEF
website
(
vi)
WEF
to
participate
in
local
and
international
forums
related
to
its
mandate,
e.
g.
international
women”s
day,
etc.
(
vii)
Participate
in
ASK
shows/
trade
fairs/
regional
and
international
exhibitions
January
2010
and
continuous
”
”
November
2009
March
2010
Continuous
”
Marketing
&Research
Manager/
Business
Development
Officer
CEO/
Marketing
&
Research
Manager/
Business
Development
Officer
CEO/
Operations

209. Manager/
ICT
officer
CEO/
Marketing
&
Research
Manager
22
million
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
40

210. Theme
4:
Operational
Processes
and
Systems
Objective:
To
enhance
efficiency
in
the
operations
and
processes
of
the
Fund
Strategy
Impact
(
s)
Activity
Time
Frame
Implementing
Actors
Resources
(
Kshs)
Develop
operational
processes,
policies
&
procedures
Increased
efficiency
and
effectiveness
in
service
delivery
(
i)
Identify
the
gaps
in
the
current
operational
processes,
policies
&
procedures
(
ii)
Document
the
operational

211. processes,
policies
&
procedures
(
iii)
Develop
a
service
charter
of
the
Fund
(
iv)
Decentralize
verification
of
loan
application
forms
under
C-WES
(
v)
Use
current
technology
in
disbursement
of
funds
to
successful
applicants
and
in
loan
recovery
e.g.
EFT,
M-Pesa,
ZAP
Immediate
December
2009
Immediate
December
2009
”
CEO/Operations
Manager
Advisory
Board/CEO
”
CEO/
Operations
Manager
/
Credit
Officer
CEO/
Operations
Manager

212. /ICT
Officer/
Credit
Officer
5.5
million
Enhance
information
management
system
Efficient
and
effective
flow
of
information
in
the
Fund
(
i)
Identify
and
procure
relevant
software
and
hardware
for
the
Fund
(
ii)
Train
personnel
at
all
levels
on
IT
Immediate
April
2010
Operations
Manager
/
ICT
officer
ICT
Officer
/Training
Officer
20.1
million
(
iii)
Develop
a
standardized
reporting
format
to
be
used

213. by
financial
partners
to
report
on
the
status
of
loans
disbursement
December
2009
Operations
Manager/Credit
Officer
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
41

214. StrategyImpact(
s)
ActivityTimeFrameImplementingActorsResources(
Kshs)
PutinplaceafunctionalmonitoringandevaluationframeworkIncreasedeffectivenessofthe
Fund(
i)
Conductabaselinesurveyonthestatusofwomenenterprises(
ii)
Developamonitoringandevaluationtool(
iii)
CarryoutM&EofwomenenterprisesMarch2010March2010June2010&
annuallyAdvisoryBoard/
CEO/
ExpertsCEO/
AuditManager/
M&
EOfficer”
9millionStrategyImpact(
s)
ActivityTimeFrameImplementingActorsResources(
Kshs)
PutinplaceafunctionalmonitoringandevaluationframeworkIncreasedeffectivenessofthe
Fund(
i)
Conductabaselinesurveyonthestatusofwomenenterprises(
ii)
Developamonitoringandevaluationtool(
iii)
CarryoutM&EofwomenenterprisesMarch2010March2010June2010&
annuallyAdvisoryBoard/
CEO/
ExpertsCEO/
AuditManager/
M&
EOfficer”
9million
Women
Enterprise
Fund
Strategic
Plan
2009
-
2012
42

215. CHAPTER
SEVEN
INSTITUTIONAL
STRUCTURE
7.1
ADVISORY
BOARD
The
Advisory Board
is
responsible
for
overseeing
the
management
of
the
Fund
and
advising
the
Ministry on
the
operations
of
the
Fund.
The
board
has
the
power
to
establish
appropriate
committees
(standing
and
ad
hoc)
to
enable
it
fulfil
its
role
efficiently.
During
the
planning
period,
the
following
committees
will
assist
the
Board
in

216. discharging
its
role:
7.1.1
Audit
and
risk
committee
The
audit
and
risk
committee”s
role
is
to
assist
the
Board
in
the
effective
discharge
of
its
responsibilities
for
the
financial
reporting,
internal
control
structures,
internal
and
external
audit
functions
and
risk
management
and
compliance
systems
of
the
Fund.
The
committee
will
review,
oversee
and
report
to
the
Board
on
the
following:

217. i.
The
annual
financial
reporting
process
and
accounting
policies
for
the
Fund;
ii.
The
scope
of
the
Fund”s
internal
audit
and
external
audit
programs
and
any material
issues
arising
from
these
audits;
iii.
The
performance
of
the
internal
and
external
auditors;
iv.
The
effectiveness
of
the
systems
of
accounting
and
internal
controls
for
the
Fund;
v.
The
quality
of
reporting
by the
Fund;
vi.

218. The
effectiveness
of
the
processes
used
by
management
to
monitor
and
ensure
compliance
with
laws,
regulations,
ethical
guidelines
and
obligations
for
external
reporting
of
financial
information;
vii.
Identification
and
management
of
material
risk
exposures
(actual
or
potential)
to
the
Fund;
viii.The
effectiveness
of
the
Fund”s
risk
management
systems
and
strategies;
and
ix.
Other
duties
as
assigned
by the
Board.
Women
Enterprise
Fund
Strategic
Plan
2009

219. -2012
43

220. 7.1.2
Loans
approval
committee
The
loans
approval
committee
is
charged
with
the
responsibility of
overseeing
the
allocation
and
disbursement
of
the
Fund”s
loans.
In
particular,
the
functions
of
the
loan
approval
committee
are
as
follows:
i.
Review
periodically the
rules,
regulations,
procedures
and
standards
for
the
granting
of
loans
to
the
women
entrepreneurs
and
partnering
MFIs;
ii.
Recommend
changes
to
the
loan
policy to

221. the
Advisory Board
when
desirable;
iii.
Review
and
approve
or
disapprove
loan
applications
for
amounts
determined
by the
Board;
iv.
Establish
WEF”s
administrative
loan
policies;
and
v.
Other
duties
as
assigned
by the
Board.
7.1.3
Staff
and
remuneration
committee
The
staff
and
remuneration
committee
assists
the
WEF
Board
in
the
effective
discharge
of
its
responsibilities
for
the
appointment
and
review
of
performance
of
the
Fund”s
secretariat
and

222. the
system
of
remuneration
and
benefits
for
the
staff.
The
Committee
shall
review
and
provide
recommendations
to
the
Advisory Board
on:
i.
The
appointment
and
termination
of
the
CEO
and
his/her
direct
reports;
ii.
The
performance
measures
for
the
CEO
and
his/her
direct
reports;
iii.
Annual
performance
payments
to
the
CEO
and
his/her
direct
reports;
iv.
Succession
planning
for
the
CEO
and
his/her

223. direct
reports;
v.
Remuneration
policies;
vi.
The
professional
development
of
Directors,
the
Chief
Executive
Officer
and
Direct
reports
to
CEO;
and
vii.
Other
duties
as
assigned
by the
Board.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
44

224. 7.2
CHIEF
EXECUTIVE
OFFICER
The
Chief
Executive
Officer
shall
ensure
proper
and
efficient
management
of
the
Fund
under
the
policy guidance
of
the
Board.
The
CEO
will
be
responsible
for
overall
leadership
and
management
of
the
Fund
operations
including:
i.
Formulation
and
implementation
of
appropriate
policies
and
procedures
within
the
Fund;
ii.
Financial
management
and
reporting;
iii.
Human
resources
management;
iv.
Spearheading

225. the
Fund”s
initiatives
in
sourcing
of
finances
for
various
programmes
and
overseeing
their
application;
v.
Promoting
positive
image
of
the
Fund;
and
vi.
Performing
any other
lawful
duties
as
approved
by the
Advisory Board.
7.3
DEPARTMENTS
To
discharge
its
mandate
effectively,
Women
Enterprise
Fund
should
establish
the
following
departments:
1.
Operations
Department;
2.
Marketing
and
Research
Department;
3.
Finance
and
Administration
Department;
and
4.
Audit

226. Department;
5.
Legal
Department.
The
functions
of
these
departments
are
explained
below:
7.3.1
Operations
Department
The
Operations
Department
shall
be
responsible
for
the
following
duties:
i.
Formulation
and
implementation
of
the
lending
policies,
procedures
and
practices;
ii.
Process,
appraise
and
recommend
loan
applications;
iii.
Coordinate
all
activities
in
relation
to
lending;
iv.
Evaluation
of
partnering
MFIs;
v.
Handle
loan
enquiries;

227. Women
Enterprise
Fund
Strategic
Plan
2009
-2012
45

228. vi.
Offer
financial
advisory services
to
beneficiaries;
vii.
Take
necessary action
to
recover
overdue
loans;
and
viii.Perform
any other
lawful
duties
incidental
to
the
functions
of
the
Operations
Department
as
approved
by the
Advisory Board.
7.3.2
Marketing,
Research
and
Communication
Department
The
Marketing,
Research
and
Communication
Department
is
responsible
for
the
following
duties:
i.
Formulation,
interpretation
and
application
of
marketing,
research
and
communication
policies,

229. procedures,
rules
and
regulations;
ii.
Undertaking
promotions
and
publicity campaigns
and
establishment
of
market
networks
and
linkages
for
beneficiaries”
product
/services;
iii.
Organizing
for
market
linkages
and
business
incubations;
iv.
Ensuring
effective
market
research
and
development;
v.
Ensuring
provision
of
quality training,
research
assistance
and
analysis
services
to
the
Fund
and
the
beneficiaries
of
the
Fund;
vi.
Continuous
assessment
and
prioritization
of
needs,
opportunities
and
demands

230. for
training
and
research
interventions
in
the
Fund;
vii.
Ensuring
production
of
quality research
reports;
viii.
Facilitation
of
business
development
services;
ix.
Designing
new
competitive
and
customer
driven
products
for
the
Fund;
x.
Ensuring
good
public
relations
between
the
Fund
and
its
partners
and
the
world
at
large;
xi.
Production
and
dissemination
of
the
Fund”s
information;
xii.
Ensuring
timely and
effective
communication
with
the
media
and

231. other
external
parties;
xiii.
Overseeing
preparation
of
the
Fund
publications
such
as
newsletters,
calendars
and
articles
in
journals;
and
xiv.
Performing
any other
lawful
duties
incidental
to
the
functions
of
the
Market,
Research
and
Communication
Department
as
approved
by the
Advisory Board.
Women
Enterprise
Fund
Strategic
Plan
2009
-2012
46

232. 7.3.3
Finance
and
Administration
Department
The
Finance
and
Administration
Department
will
be
responsible
for
the
following
functions:
i.
Formulation
and
implementation
of
financial
and
accounting
policies
and
procedures;
ii.
Formulation
and
implementation
of
administration
and
human
resource
policies
and
procedures;
iii.
Formulation
and
implementation
of
procurement
policies
and
procedures;
iv.
Formulation
and
implementation
of
ICT
policies
and
procedures;
v.
Advising
on

233. Fund”s
commitments
and
contractual
obligations;
vi.
Preparation
of
all
financial
reports
in
accordance
with
the
relevant
regulations;
vii.
Preparation,
implementation,
control
and
coordination
of
all
the
Fund”s
budgets;
viii.
Expenditure
monitoring
and
reporting;
ix.
Overall
management
of
the
procurement,
storage
and
dispatch
of
office
supplies;
x.
Management
of
WEF”s
facilities
in
terms
of
cleanliness,
security and
provision
of
utilities;
xi.
Planning,
procuring
and
supply of
goods

234. and
services
for
WEF
in
accordance
with
the
applicable
laws;
xii.
Ensuring
proper
custody of
records,
resources
and
maintenance
of
sound
flow
of
information
with
the
Fund;
xiii.
Maintenance
of
the
Fund”s
asset
registers;
xiv.
Development,
implementation
and
management
of
computerised
information
system;
xv.
Ensuring
timely provision
of
ICT
service
to
all
the
functions
of
the
Fund;
and
xvi.
Performing
any other
lawful
duties
incidental
to
the

235. functions
of
the
Finance
and
Administration
Department
as
approved
by the
Advisory Board.
7.3.4
Audit
Department
The
Audit
Department
services
shall
be
responsible
for:
i.
Formulation
and
implementation
of
internal
control
systems;
ii.
Carrying
out
timely
and
continuous
audits,
verifying
and
monitoring
all
financial
transactions;
iii.
Reviewing
and
ensuring
adequacy of
accounting
systems
and
making
appropriate
recommendations;
Women
Enterprise
Fund
Strategic
Plan
2009

236. -2012
47

237. iv.
Monitoring
and
evaluating
processes
and
procedures
of
loan
approvals,
disbursement,
usage,
repayment
and
banking
of
cash;
v.
Vouching
and
monitoring
expenditure;
vi.
Risk
management;
vii.
Conducting
investigations
of
special
cases
and
making
appropriate
recommendations;
viii.Preparing
monthly audit
reports,
monthly loan
reports,
reconciliation
reports
and
performance
reports;
ix.
Carrying
out
physical
inspections
of
the
Fund”s
decentralised
offices
to
ascertain
compliance
to
the
requirements;

238. x.
Carrying
out
compliance
tests
on
various
aspects
of
operations
against
the
laid
down
internal
control
systems;
xi.
Ensuring
accuracy of
internal
management
reports;
xii.
Liaising
with
the
external
auditors;
and
xiii.Performing
any other
lawful
duties
incidental
to
the
functions
of
the
Audit
Department
as
approved
by the
Advisory Board.
7.3.5
Legal
Department
The
Legal
Department
shall
be
responsible
for
the
following:
i.
Formulation,
interpretation
and