Strategy Planning Caucus

1. Strategic Planning
Workshop
14 February 2014

2. SESSION OBJECTIVES
At the end of the Session, participants should:
Appreciate what is a Strategic Plan;
Define the role of the Strategic Plan for
CDCL
Contribute effectively to the 2014 -2017
Strategic Plan;
Agree on Implementation Action Plans

3. RULES OF ENGAGEMENT
To be agreed upon

4. WHAT IS STRATEGIC
PLANNING?
Process of long term planning;
Identifying and selecting the
most appropriate ways of using
the skills and resources of the
School to achieve specified
objectives.

5. WHY DOES CDCL NEED A
STRATEGY
A unified direction the firm: everybody shall
know where we want to be as a firm
More effective communication: this strategy will
form the basis of a consistent means of
expressing the firm’s communications with all
stakeholders.
Better anticipation of changing conditions
Heightened sense of order and discipline: with
clear targets, frequent measurement, and
feedback we will have heightened accountability
focus and energy.

6. WHY DOES CDCL NEED A
STRATEGY?
Improved skills in group problem-solving and
decision-making techniques
Improved leadership and management skills for
participants:
Enhanced teamwork in achieving this strategy
Strengthened sense of commitment: As a
Planning Team member, we will gain a high sense
of commitment to making the results happen.

7. VISION STATEMENT
Refers to what CDCL aspires to be
in the future;
Should be the very best, so as to
keep the firm aiming higher;
It is a dream, reflecting the best of
the firms aspiration
It clarifies the direction in which
the firm needs to move.

8. CDCL VISION
To be a market leader in Africa
in the provision of quality
financial consultancy services
in our areas of expertise.

9. MISSION STATEMENT
What is our business? Why do we
exist?
What “business” is CDCL in?
Mission statement indicates what
the firm needs to do to realize its
vision, e.g. What will British
Airways do to be the “World’s
favorite airline?

10. NEED FOR A MISSION STATEMENT
♦Legitimizes the existence of the firm;
♦The actual Basis of Strategic
Planning;
♦Good basis for setting strategic
Objectives;
♦Guides long term thinking.

11. CDCL MISSION STATEMENT
To provide Quality Consultancy Services in
public sector management specializing in
public financial management,
organizational development, training and
capacity building

12. CORE VALUES
Govern how the firm will relate
to major stakeholders.
Who are the firms
stakeholders?

13. CDCL CORE VALUES
List them

14. WHERE ARE WE NOW
This is also called Situation Analysis
(PESTEL Analysis)
Political
Economic
Socio-cultural
Technological
Environmental
Legal

15. POLITICAL FACTORS
Refers to regulations and legal
issues, both formal and informal;
Tax Policies
Employment laws;
Trade Restrictions;
Political stability.

16. ECONOMIC
FACTORS
These factors affect the firms
interaction with other economic
agencies:
Economic growth;
Interest Rates;
Inflation Rate;
Exchange Rate.

17. SOCIAL FACTORS
These are factors that have to do
with society or the
organizational set up of a
people.
♦Health consciousness;
♦Population growth rate;
♦Age Distribution
♦Cultural beliefs and traditions

18. TECHNOLOGICAL FACTORS
Influence automation decisions;
Rate of technological Change;
Technological Incentives e.g.
importation of computers has been
made easy with little or no duty;
Research and Development
Activities.

19. SWOT ANALYSIS
SWOT framework is an agenda for future
strategic actions;
Internal
Strengths
Weaknesses
External
Opportunities
Threats

20. Strengths
•Fairly good capacity in OM/Strategic & business
planning/training & capacity building
•Many years of experience in OM/Strategic &
business planning/training & capacity building
•Good working relationships with associates
•Have a large pool of local, regional and
international consultants
•Good rapport with all our clients
•Good firm reputation delivery of services to
clients
•A functional office setup
•Many years of experience working in the public
sector in Kenya, the region and Africa
•Experience in donor funded projects
•Experience in transport, water, education, local
govt, financial sectors
•Adequately equipped and networked
•Efficient administration systems
•Membership to Santa Fe Associates
Weaknesses
• Lack of in house capacity in ICT and HRM
• limited number of associates in ICT and HRM
•Lack of adequate internal capacity for preparation
of EOIs and RFPs
•Inadequate skills for preparation of EOIs and
RFPs
• no formal established working relationship with
most of the associates
• undertaken limited projects in the private sector
•Lack of a substantive marketing strategy
•Inadequate administration staffing
•Lack of proper filing systems
•Lack of proper data maintenance and storage
systems
•Poor firm presentation and exposure (website,
signage & document presentation)
•Office location and presentation
•Lack of an operational manual

21. Opportunities
• an expanding and growing private
sector
•Available pool of consultants in Kenya
and the region
•A wide regional and African markets
•An expanded public sector with
national and county governments
•A stable government focused to
implementation of vision 2030
•Many donor funded projects
•East African Integration
•Peaceful Somalia and Southern Sudan
•Discover of oil in Kenya and EA
generally
Threats
•High level of competition in the
industry
•Donors preference for home country
consultants
•Corruption
•New system of governance in Kenya
•Instability within the region
•Delay in EA integration due member
states politics
•High interest rates/high cost of
borrowing
•High cost of consultants
•Preference of foreign firms to local
indigenous firms

22. STRENGTHS
Qualities that enable the
firm to fulfill its mission
Can be tangible or
intangible
Gives a competitive edge
You need to identify them
and reinforce them.

23. CDCL STRENGTHS

24. WEAKNESSES
Refer to internal qualities that
prevent the firm from fulfilling its
mission and objectives and are
controllable

25. CDCL’s WEAKNESSES

26. OPPORTUNITIES
Are gaps presented by the
environment within which the
firm operates;

27. CDCL’s OPPORTUNITIES

28. THREATS
Are factors external to the firm that
compound our vulnerability when they relate
to our weaknesses and they can affect
negatively;
When threats come, your stability and
survival can be at stake
The firm must develop a defensive plan to
prevent it’s weaknesses from making it highly
susceptible to external threats

29. CDCL’s THREATS

30. STRATEGIC ISSUES
These are the areas that need to be addressed by
the strategy.
They come from the situational analysis i.e. the
PESTEL, SWOT and Stakeholder analysis.
They are guided by the 7s framework( See
separate presentation)

31. CDCLS STRATEGIC ISSUES

32. STRATEGIC OBJECTIVES
Strategic Objectives define how well the
firm will develop future potential in
terms of competitiveness and
positioning;
They come from the strategic issues

33. CHARACTERISTICS OF GOOD STRATEGIC
OBJECTIVES
Specific
Measurable
Attainable/Genuinely Acceptable
Realistic
Time Bound
Flexible and Motivating
Consistent
Must be in harmony with the
mission

34. CDCL’s STRATEGIC OBJECTIVES

35. KEY SUCCESS FACTORS IN THE
SECTOR
These are the key determinants of success in
any sector or industry;
Refer to the things that most affect the ability
of the firm to succeed
Every institution must develop competence
on its sector or industry’s key success factors
if it has to remain successful;
The factors are usually not more than 5, and
change with time.

36. CDCLs KEY SUCCESS FACTORS

37. STAKEHOLDER ANALYSIS
Who are the CDCL stakeholders?

38. COMPETITOR ANALYSIS
Who are CDCLs competitors?
Small firms
Medium sized firms
Large firms
International Firms

39. STRATEGIC PLAN
IMPLEMENTATION
Plan must be put in place
Appropriate resources must be allocated;
Attitudinal and Structural Changes
required – includes change management;
Prudent management of available
resources;
Cost control mechanisms for the firm

40. RULES OF IMPLEMEATAITON
Broadly called the 3Cs of
implementation
Communicate
Clarify
Cascade

41. RULES OF IMPLEMEATAITON
In communication and clarification clearly
identify the KRAs and KRIs
Develop an implementation matrix or plan with
clear action plans, the expected result or
outcome persons responsible, and the timelines
Cascading means that it belongs to everyone, not
the Managing Director alone. If anyone has no
role in the implementation of the strategy, they
have no purpose in the firm

42. MONITORING AND
EVALUATION
In order to achieve its mission,
the firm must put greater
attention to strengthening the
management of the
implementation process.
This requires establishment and
operationalization of a coherent
Monitoring and Evaluation
system.

43. M & E cont …
There is need for strengthening
use of M&E as a management
tool for quality control and
continuous learning that enables
timely feedback mechanisms.
The system will help answer
questions of relevance, efficiency
and correct problems whenever
they occur and identify best
practices for replication.

44. M & E cont …
Feedback system on progress;
Awareness of impacts;
Transparency and
Accountability
Involve Management and
communicate information as
necessary for decision making.

45. STRATEGIC PLAN
ACTIVITIES
Define Objectives and targets;
Select indicators for measuring
the efficiency and effectiveness of
activities;
Emphasis on self monitoring at
all levels and stages;
Feedback on lessons learnt;

46. Must have
Strategic Objective
Various Action Plans
By who?
By when?
Costs involved
ACTION PLANS

47. THANK you
all for your
attention